Montgomery County, Va. FY2011 Budget

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Montgomery County, VA

Approved Budget Fiscal Year 2011

MontgomeryCountyVA.gov

COUNTY OF MONTGOMERY, VIRGINIA

FISCAL YEAR 11 APPROVED BUDGET

BOARD OF SUPERVISORS

Annette Perkins, Chair District A

James Politis, Vice-Chair

District D

Doug Marrs District B

Gary Creed District C

William Brown

District E

Mary Biggs District F

John Muffo District G

COUNTY ADMINISTRATOR

F. Craig Meadows

ASSISTANT COUNTY ADMINISTRATOR L. Carol Edmonds

FINANCIAL & MANAGEMENT SERVICES DIRECTOR Angela M. Hill

BUDGET MANAGER Marc M. Magruder

SENIOR PROGRAM ASSISTANT Susan S. Dickerson

BUDGET MESSAGE


BOARD OF SUPERVISORS APPROVES A 3 CENT REAL ESTATE TAX INCREASE; STATE FUNDING REDUCTIONS LESS THAN EXPECTED

The Montgomery County Board of Supervisors approved the Fiscal Year 2010‐2011 Budget totaling $150.7 million with a 3 cent increase in the real estate tax rate from 71 cents to 74 cents. The Proposed Budget Message presented a budget which required a 75 cent real estate tax rate. A lower rate was expected to require additional budget reductions. Some restoration of state funding by the General Assembly coupled with an increase in some local revenue categories allowed for the budget to be balanced with a 3 cent ‐ rather than 4 cent ‐ increase in the real estate tax without further expenditure reductions.

Additional changes from the Proposed Budget to the Approved Budget include:

• Capturing dollars saved through reduced premiums for insurance;

• Offsetting additional state funding reductions to Libraries;

• Offsetting the reduction the State Recordation Tax allocated to schools;

• Offsetting additional state revenue reductions to the Registrar’s Office;

• Adding a one‐time appropriation of $800 for the Brain Injury Services of Southwest Virginia;

• and reducing state funding for public schools to be offset by a reduction in the cost of payments to the Virginia Retirement System.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Sheriff Commonwealth Attorney

Clerk of Court Treasurer Commissioner of Revenue

77%

89%

72%

28% 28%

58%

73%

57%

22% 21%

38%

62%55%

19% 18%

32%

57%50%

7% 7%

Percent of State Funding for Constitutional OfficersFY 2000 to FY 2011

FY 00 FY 08 FY 10 FY 11 (proposed)

Last year, strategies were employed to balance the current year budget which included no new positions; no merit or cost of living increases; freezing vacant positions; a reduction of maintenance and capital funding; a 50% reduction in funding for fire and rescue capital; use of debt service reserve and rainy day funds to reduce debt service; and less funding for travel and training for our employees.

As staff assembled the proposed 2010-2011 budget for your review, I have emphasized that our budget must ensure the County will continue to maintain quality public safety protection and a quality educational system for our citizens, while minimizing the impact on local taxpayers as much as possible. We have employed several strategies to minimize the possible impact on these priorities, including continuing no merit or cost of living increases for the second consecutive fiscal year; continuing the freeze on nearly 13 currently vacant positions; rejecting all requests for increased funding for operations unless mandated or required (e.g. utilities); and no restoration of part-time salary funding in several departments or funds for travel or training.

All these are small items, but they add up. Localities will have to supplement the funding or do away with the program.”

Virginia Department of Planning and Budget Manager Jerry Edwards

One strategy that must be considered in the proposed budget is the reduction of personnel in offices where the state has eliminated funding for staff positions. In the Commissioner of the Revenue’s and the Treasurer’s offices, all funds for staff were eliminated except for the two Constitutional Officers. I am proposing that the County restore funding for five of these positions in each office; as a result, five positions will need to be eliminated from each office. When we compare the current staffing in these offices to other counties with similar demographics, we can no longer support shifting County dollars from other critical areas to support the higher staffing levels. To allow time for both offices to address reductions in staffing, these reductions will be effective January 1, 2011 for positions not currently vacant. Over the next year, we will also work closely with both offices to achieve greater efficiencies through technology and workload redistribution.

I am also proposing that we continue the freeze on filling existing vacancies in the organization. This results in a reduction of nearly 13 full-time equivalent positions; when combined with the elimination of 10 additional positions, this represents a reduction in County staff of nearly 6%. In addition, the proposed budget anticipates offering incentives to employees who are eligible for retirement to help avoid the need for additional layoffs or terminations. If five to fifteen employees elect to accept incentives and retire, this would result in a total reduction of County staffing of 7% to 10%.

The County’s employees are our organization’s greatest asset. Reductions in staff create additional work for the remaining employees who carry on the duties of supporting our citizens each day. No reductions in salaries or benefits are proposed for these employees, as they will have more responsibilities and duties as a result of the reductions proposed above. We have many dedicated and loyal employees who work hard to provide the best possible service to our citizens, and I greatly appreciate their efforts during this extremely difficult time.

The Board of Supervisors offered consensus in changing the method of motor vehicle valuation, which will allow us to offset some of the shortfall in personal property revenue, and help to stabilize the existing local revenue base. This change in valuation method will generate approximately $700,000 in revenues, without changing the existing personal property rates.

“What we have here is a classic case of shifting the fiscal burden to the locality and setting up a condition in which the locality feels the complete brunt of the pressure. The state does not appear to have an appetite for addressing revenues, and that position is something that localities will live with for years.”

… Hanover County Schools Superintendent Stewart D. Roberson

Mobile Homes<1%Merch Capital

1%Delinquent1%

Business F&F1%

Mach &Tools1%

Other2%

Sales Tax5%

Personal Prop6%

MV Change in Valuation<1%

Real Estate32%

4 Cent RE Increase2%

Designated $'s49%

Where It Comes FromFY 2011 Proposed Budget

$154.1 Million

For FY 2010-2011, I am recommending the Board consider a 4 cent increase in the real estate tax rate. Increasing the real estate tax by 4 cents will generate approximately $2.7 million, and allow us to restore $700,000 to the school system’s FY11 funding request, and also add $300,000 to our County schools to address the proposed change in funding for the local composite index. The proposed increase will also allow us to fully support our public safety operations; allow money to be set aside for future years’ budgets; provide funding for road improvements and the purchase of equipment for fire and rescue operations; and provide funding for retirement incentives and phasing in of staff reductions. It should be noted that our budget projections are based on former Governor Kaine’s proposed budget, and do not reflect any adjustments proposed in the current session of the General Assembly. Governor McDonnell’s proposed reduction in funding to public schools could amount to an additional $3 million to $5 million in cuts to the Montgomery County Schools.

The Commonwealth has proposed to cut 21% of its funding for the Commonwealth Attorney’s Office and the Sheriff’s Office. With a 4 cent real estate tax rate increase, we will be able to maintain full staffing (except for three frozen vacant positions) in the Sheriff’s, Commonwealth Attorney’s, and Clerk of Court’s offices. Our commitment to public safety remains strong, and we appreciate all that those in the law enforcement community do to protect us each day.

General Fund26%

County Capital<1%

All School Funds62%

Law Library<1%

Debt Service12%

Revenue Stabilization

<1%

Where It GoesFY 2011 Proposed Budget

$154.1 Million

As County staff reviewed our financial situation with you in earlier work sessions, you requested that I develop a worksheet showing reductions that would be required if the Board approved a smaller real estate tax increase, or no tax increase. That summary is attached as Appendix A to my budget message. Should the General Assembly restore funds to address the reductions proposed in former Governor Kaine’s budget, then these recommended reductions will change. As we continue through the budget review process, we will update this information as we receive more information from the State.

In April 2004, I wrote these words in my budget message to the Bedford City Council:

“We must continue to encourage our state elected officials to move forward with finding long-term solutions to the Commonwealth’s funding issues, and we must demand that the State continue to evaluate the distribution of funds to the localities to meet core services. Without major changes in the tax structure in Virginia, our ability to control our local fiscal affairs remains somewhat limited. We must continue to be aggressive in promoting economic development … in order to continue to expand our tax base and improve the opportunities for our workforce.”

These words are every bit as true today as they were six years ago! It has become obvious the State has decided that rather than evaluating how funds are raised and distributed for core services such as education and public safety, they are simply going to pass the burden of funding these core services to the localities. With no hope of additional revenues from the state to fund these and other essential functions, it is left to our local elected officials to decide how

Appendix A

Adjustments for Consideration if the Board of Supervisors Desires to Establish a Lower Tax Rate than Proposed by the

County Administrator

Adjustments recommended to reduce budget in order to adopt a real estate tax rate of 74 cents** (3 cents higher than current rate) –

Reduce non-mandated outside agencies 5% $27,500

Reduce Department of Social Services’ local funding 3% $32,500

Reduce hours at consolidated waste sites 12% $60,500

Reduce library materials for patrons 5% $9,500

Reduce $300,000 added for schools to $250,000 $50,000

Eliminate compensation for Planning Commission members $14,000

Eliminate compensation for Economic Dev. Commission members $3,000

Eliminate part-time salary funds in Commonwealth Attorney’s office $18,500

Reduce revenue stabilization fund to $100,000 $464,500

Total amount of reduction -- $680,000

** All dollar values are approximate, and are based on the assumption that NO additional State funding will be received to offset any proposed reductions

Adjustments recommended to reduce budget in order to adopt a real estate tax rate of 73 cents** (2 cents higher than current rate) –

Reduce funding to non-mandated outside agencies 10% $55,000




Reduce part-time salaries for libraries 10% $36,500

Eliminate $300,000 in additional funding for schools $300,000



Eliminate part-time salary funds in the Comm. of the Revenue’s office $5,500

Eliminate part-time salary funds in County Administration $4,000

Eliminate part-time salary funds in the Commonwealth Attorney’s office $18,500

Eliminate revenue stabilization fund $564,500

Implement reduction in positions in Sept. 2010 instead of Jan. 2011 $132,000

Total amount of reduction -- $1,360,000


Adjustments recommended to reduce budget in order to adopt a real estate tax rate of 72 cents** (1 cent higher than current rate) –













Implement reduction in positions in July 2010 instead of Jan. 2011 $181,000

Reduce County funding for schools $221,000

Use one-time money from “windfall” to balance budget $321,000



Adjustments recommended to reduce budget in order to maintain the current real estate tax rate at 71 cents** –













Implement reduction in positions in July 2010 instead of Jan. 2011 $181,000

Reduce County funding for schools $702,000

Reduce Sheriff’s Office by one position $49,500

Reduce Clerk of Courts’ office by one position $42,000

Reduce Commonwealth Attorney’s office by one position $49,500

Reduce Sheriff’s vehicle replacement fund by 38% $59,000

Eliminate gas card incentives for fire and rescue volunteers $42,000

(Continued on next page)


Adjustments recommended to reduce budget in order to maintain the current real estate tax rate at 71 cents**(continued) –

Eliminate funding for the Lyric Theatre $5,000

Eliminate funding for the Montgomery Museum $5,000

Eliminate funding for Smithfield Plantation $5,000

Eliminate funding for Rosa Peters Park $5,000

Eliminate funding for the Riner Cannery $8,500

Eliminate payment for fire hydrant maintenance $16,000

Capture savings from reclassification of one full-time

position to part-time (position to be determined) $26,500



TABLE OF CONTENTS


TABLE OF CONTENTS

BUDGET SUMMARY Introduction .................................................................................................................................................. 1 Summaries of Major Selected Functions ...................................................................................................... 2 Recap of Expenditures by Division ............................................................................................. Appendix A Summary of Full-Time Employees/Equivalents ......................................................................... Appendix B Graphs .......................................................................................................................................... Appendix C Approved FY 11 Classification and Compensation Plan ............................................................ Appendix D Organization Chart ...................................................................................................................... Appendix E UNDERSTANDING THE BUDGET: MONTGOMERY COUNTY’S BUDGET PROCESS Preparation of the Annual Budget ................................................................................................................ 1 FY 11 Budget Calendar ................................................................................................................................ 1 The County’s Budget Process ...................................................................................................................... 2 How to Understand and Use this Document ................................................................................................ 3 Conclusion .................................................................................................................................................... 4 Glossary of Financial Terms ........................................................................................................................ 5 REVENUE SUMMARY Overview of Economic Status ...................................................................................................................... 1 Variables Affecting Revenues ...................................................................................................................... 4 County Resources ......................................................................................................................................... 4 Current Property Taxes ................................................................................................................................. 6 Conclusions ................................................................................................................................................. 11 Revenue Estimates ....................................................................................................................... Appendix A EXPENDITURE PLANS Revenue Sharing

100 Board of Supervisors 110 County Administration 120 County Attorney 130 Financial & Management Services 132 Insurance 140 Information Technology 150/152 Commissioner of Revenue/Assessments Reassessment

160/162 Treasurer/Treasurer-Collections 170 Registrar/Electoral Board 180 Internal Services 200 Commonwealth Attorney 210 Circuit Courts 220 General District Court 230 Juvenile & Domestic Relations Court 240 Magistrate 250 Clerk of the Circuit Court

310/320 Sheriff-Comp. Bd. /Sheriff-County 330 Fire Departments & Rescue Squads 400 General Services 510 Comprehensive Services Act 520 Human Services 530 Public Health Department 540 Social Services 700 Parks & Recreation 710 Regional Library System 800 Planning & GIS Services 810 Economic Development 910 Other Agencies 950/960 Contingencies-General & Special 03 Law Library 09 Montgomery County Public Schools 18 General Government Debt Services

Montgomery County Capital

BUDGET SUMMARY


BUDGET SUMMARY

Budget Summary, Page 1

Introduction The FY 11 budget for the General Fund and the School Operating Fund totals $128.2 million. The General Fund totals $39.6 million and the School Operating Fund totals $88.6 million. The total County budget also includes the Debt Service Fund ($17.8 million), the Law Library Fund ($17,600), the School Cafeteria Fund ($3.8 million), funding for Fire and Rescue Capital Equipment ($340,000), and a Revenue Stabilization Fund ($564,248). The County budget for all funds totals $150.7 million. The approved real estate tax rate is set at 74 cents, which is a 3 cent tax rate increase. In order to address state funding reductions, increases in fringe benefit costs and debt service, reallocation of some resources and reductions in some expenditure categories were required. The FY 11 budget reflects a total decrease of $8.3 million in state, federal, and local funds.

County funds provided in the School Operating Budget total $35.7 million. This is a $610,211 increase in County funding from FY 10 to FY 11, and a $1,312,291 increase over the School Board’s proposed budget. The Governor’s budget reduces State funding for public schools by $9.1 million from the FY 2010 Approved Budget, a reduction of 16%. To offset a portion of this shortfall, additional County funds are approved. The County accepted only expenditure requests for items that were required to maintain service contracts and to address health and safety issues. A total of $71,580 was added for these categories. The FY 11 Approved Budget estimates a 12% increase for health insurance premiums, a 5% increase in Virginia Retirement System (VRS) rates, a 40% increase in group life insurance rates, a 23% decrease in workers’ compensation insurance, and a 250% increase in unemployment insurance rates. The increase in group life is due to actuarial adjustments for FY 11 and the increase in unemployment insurance is based on the extension of unemployment benefits and the increase in the number of claims being filed. All other fringe benefit rates remain unchanged for FY 11. No compensation increases (i.e. no July 1 pay plan adjustments, merit increases, reclassifications) are included in the approved budget.

Costs for operations for the five constitutional officers total $14.1 million, of which local funds cover 58% for these offices with state and other resources covering 42%. Compared to the FY 10 budget, local funds provided 54% of these costs with state and other resources covering 46%. This increase in local funds is the direct result of state funding reductions made in the Governor’s budget.

General Fund26%

School Operating59%

School Cafeteria3%

County Capital<1%

Law Library<1%

Debt Service12%


0%

FY 11 Approved Budget $150.7 Million ($8.3 Million Decrease)

BUDGET SUMMARY


Summaries of Major Selected Functions General Government Administration General Government Administration refers to divisions such as the Board of Supervisors, County Administrator, County Attorney, Registrar, Financial and Management Services, Information Technology, Human Services, Internal Services, and others. Highlights include:

$16,000 is added to the Wellness Program for the increased utilization of the health clinic. This

increase is made for the County health clinic based on the projected employee usage in FY 11. The number of employees participating in the health clinic has increased 55% between 2008 and 2010 from 220 to 340.

($72,317) is reduced from the Information Technology Division to reflect one FTE held vacant due to

the County hiring freeze.

($39,719) is reduced in this Registrar’s Office to reflect one FTE held vacant due to the County hiring freeze. An additional ($2,133) is reduced from the registrar’s mileage budget to reflect the revised state policy that suspends mileage reimbursements for Electoral Board Members.

Judicial Administration Judicial Administration includes the Clerk of the Circuit Court, Juvenile and Domestic Court Clerk, Circuit Court, District Court, Magistrate, Commonwealth’s Attorney, etc. The County is required to provide office space, furniture, filing cabinets and other minimal operational items for the Courts. The State Supreme Court provides funding for other costs such as personal services. While in the past, offices such as the Commonwealth’s Attorney and Clerk of Circuit Court were funded almost exclusively by the State Compensation Board, state budget reductions require additional local dollars in order to preserve services to the extent possible. Tax Collection Tax Collection includes the Commissioner of Revenue and the Treasurer. Funding from the FY 10 to the FY 11 budget decreased 7.96%. State budget reductions have drastically affected the operations of these two offices.

Highlights include:

($123,815) and Five FTE are reduced from the Commissioner of the Revenue budget due to a reduction in state funding. The Governor’s proposed budget eliminated all state support for staff and operations within the Commissioner’s state budget, with the exception of the constitutional officer. The additional state funding reductions, termed the “flexible cuts,” removed any additional revenue added to the Commissioner of the Revenue’s office in the final approved state budget. Through the County approved budget, local dollars will restore six of the ten positions cut by the state. Effective January 1, 2011, four positions will be eliminated in the Commissioner’s Compensation Board

FY 10 Budget

FY 11 Budget Difference

% Change

Commissioner of Revenue $1,132,289 $1,027,180 ($105,109) -9.28%Treasurer $1,026,323 $959,668 ($66,655) -6.49%Total $2,158,612 $1,986,848 ($171,764) -7.96%

BUDGET SUMMARY


Budget. An additional position, which is located in the Commissioner’s Assessments Division, has been held vacant due to the County’s hiring freeze. This position will be eliminated July 1, 2010.

($96,431) and Five FTE are reduced from the Treasurer’s compensation board budget due to a

reduction in state funding. The Governor’s proposed budget eliminated all state support for staff and operations within the Treasurer’s state budget, with the exception of the constitutional officer. The additional state funding reductions, termed the “flexible cuts,” removed any additional revenue added to the Treasurer’s office in the final approved state budget. Through the County approved budget, local dollars will restore three of the eight positions cut by the state. Effective January 1, 2011, five positions will be eliminated.

Public Safety Expenditures for Public Safety are comprised of the Sheriff’s Department and fire and rescue operations. This category increased 2.72%. The Governor’s budget drastically reduced funding for the operations of the Sheriff’s Office; however, the preservation of public safety was given high priority. Additional local dollars have been provided to restore lost state revenue to the extent possible.

Highlights include:

$360,465 is added for increased costs associated with the Regional Jail. The Western Virginia Regional Jail (WVRJ) per diem increased from $20 to $30.20 for FY 11 due to $1.9 million in state budget cuts and $1.1 million in increased debt service costs.

($127,955) is reduced in the Sheriff’s Office to reflect three FTE held vacant due to the County hiring

freeze. The Sheriff’s Department currently has three vacant positions which the Sheriff has elected to hold vacant, providing savings in FY 11 to help offset state budget reductions.

$340,000 or half a penny of the real estate tax rate is provided for fire and rescue capital equipment.

The Sheriff’s Office is supported with $4.6 million in state/other designated funds or 44% of the Sheriff’s total budget. Local funds provide $6 million or 56% of the Sheriff’s total budget. In FY 10, the state provided 46%, with local funding providing the remaining 54%. The increase in local dollars is the direct result of cuts to the Sheriff’s state funding in the Governor’s budget. The following chart shows the amount of local funding provided for the Sheriff’s office over the past six fiscal years.

FY 10 Budget

FY 11 Budget Difference

% Change

Sheriff $10,267,546 $10,564,938 $297,392 2.90%Fire and Rescue $1,056,391 $1,072,391 $16,000 1.51%Fire and Rescue Capital $335,720 $340,000 $4,280 1.27%Total $11,659,657 $11,977,329 $317,672 2.72%

BUDGET SUMMARY


General Services The General Services function consists of Solid Waste Removal, Maintenance of Buildings and Grounds, Animal Control, Engineering/Environmental Services, and Inspections. Increases to the General Services budget are included to cover the costs associated with basic expenses of utility and fuel costs, as well as maintaining the County’s infrastructure. Highlights include:

$54,280 is added in the General Services Division for increased electricity costs. This increase is added based on average usage in all County facilities.

($68,465) is reduced in the General Services Division to reflect 2.6 FTE held vacant due to the County

hiring freeze.

Health and Welfare Health and Welfare includes Social Services, Human Services, Public Health and the Comprehensive Services Act. Funding for these agencies includes federal, state and local dollars totaling $9.2 million. An additional $50,000 in local money is held in Special Contingencies to meet increased costs for the Comprehensive Services Act. Of the total amount budgeted for Health and Welfare, 73% is attributable to the Department of Social Services where funding is provided to cover the County’s share of mandated costs related to public assistance programs and administrative costs which include their participation in the County’s Compensation Plan. Funding for Human Services and the Health Department provides 9% of the total in this category. The remaining funds support services through the Comprehensive Services Act (CSA), of which County dollars represent 18% of the total funding.

$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000

FY 06

FY 07

FY 08

FY 09

FY 10

FY 11

Sheriff Local Funding

FY 10 Budget FY 11 Budget Difference % ChangeComprehensive Services Act $1,726,128 $1,651,969 ($74,159) -4.30%Human Services $396,636 $381,411 ($15,225) -3.84%Public Health $449,886 $431,313 ($18,573) -4.13%Social Services $6,607,363 $6,770,667 $163,304 2.47%Total $9,180,013 $9,235,360 $55,347 0.60%

BUDGET SUMMARY


Education The Montgomery County Public Schools’ total School Operating Fund decreased $7.8 million for FY 11. This decrease in funding is the result of $9.1 million in state funding cuts. County funding in the FY 11 budget totals $35.7 million. This is a $610,211 increase in County funding from FY 10 to FY 11, and a $1,312,291 increase over the School Board’s proposed budget. Additional County dollars are provided to help offset some of the state funding reductions. Regional Library The Regional Library accounts for 4% of the General Fund budget, with funding of $1.7 million. State budget cuts have also affected the library through state aid reductions. Highlights include:

($144,101) is reduced in the Library to reflect 3.375 FTE held vacant due to the County hiring freeze.

The chart below shows the funding for the Regional Library over the past six fiscal years.

Debt Service Debt service requirements on existing and new debt are based on the sale of bonds and the interest rate at the time of sale. Debt service tables are established and dictate debt service retirements over a fixed period.

• ($1,262,226) is removed from the base budget. The base budget is adjusted each year to cover the cost of principal, interest and administrative fees associated with long-term debt.

o The FY 10 budget included a one-time transfer of $1,050,000 from the General Fund to provide funds to shave the peak of debt service costs over six years. $175,000 of these funds will be used in FY 11 to offset debt service.

o An additional $300,000 was reduced due to debt service savings resulting from the planned issuance of interest free Qualified School Construction Bonds (QSCB) rather than Literary Loan debt at an interest rate of 3%.

$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,000,000

FY 06

FY 07

FY 08

FY 09

FY 10

FY 11

Regional Library Budget

BUDGET SUMMARY


o The use of funds generated by the four cents of the tax rate previously set aside increased $20,338, for a total of $1,893,883.

o The planned use of interest earnings is reduced by $107,564 due to a projected decrease in interest rates.

• $352,692 in one-time only funding is included as a contingency. These funds are one-time only

funds that will be used in future years to cover debt service costs. The debt service schedule assumed interest earnings would pay a portion of debt payments in future years. Given the low interest rates, a one-time contingency fund will be used to offset interest earnings if they are lower than expected.

Contingencies – General The General Contingency is established to pay for unknown and unanticipated expenditures that arise during the year that have not been included in the approved budget.

No funding is added to the General Contingencies. The County has a policy of retaining 1% of the County’s General Fund budget to cover contingency needs. Current funding is slightly less than 1% of the total General Fund Budget for FY 11.

Contingencies – Special Special contingencies include monies held in abeyance as a holding account for known issues/expenditures of which the details have yet to be resolved.

$50,000 is included to meet the mandated local share of the Comprehensive Services Act.

$262,500 is added for retirement incentives. Incentives, such as sharing in the cost of health insurance premiums, may result in future budget savings should employees chose to retire and their positions be held vacant.

Detailed explanations of the expenditure recommendations, a recap of expenditures by fund, County dollars by division, position (FTE) listing, and a graphic summary of the FY 11 Approved Budget are included in the Appendices at the end of this section.

BUDGET SUMMARY

APPENDIX A

FY 09 FY 09 FY 10 FY 10DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $ % $ %

REVENUE SHARING 168,297 159,496 164,106 168,242 164,106 - 164,106 - 0% (4,136) -2%BOARD OF SUPERVISORS 1,302,921 506,134 244,899 363,156 254,228 - 254,228 9,329 4% (108,928) -30%COUNTY ADMINISTRATION 1,479,354 1,277,898 1,381,547 1,428,172 1,412,168 16,000 1,428,168 46,621 3% (4) 0%COUNTY ATTORNEY 329,664 318,349 231,638 291,638 231,742 - 231,742 104 0% (59,896) -21%FINANCIAL & MANAGEMENT SERVICE 869,846 794,995 869,405 877,246 881,304 - 881,304 11,899 1% 4,058 0%INSURANCE 280,163 230,165 283,900 283,900 274,733 - 274,733 (9,167) -3% (9,167) -3%INFORMATION TECHNOLOGY 1,386,123 1,333,967 1,280,672 1,335,217 1,233,156 (72,317) 1,160,839 (119,833) -9% (174,378) -13%COMMISSIONER OF REVENUE-COMP 633,710 607,265 644,948 650,444 655,121 (84,192) 570,929 (74,019) -11% (79,515) -12%ASSESSMENT - COUNTY 504,660 478,258 487,341 455,922 495,874 (39,623) 456,251 (31,090) -6% 329 0%REASSESSMENT 570,465 - - 638,465 - - - - - (638,465) -TREASURER - COMP BD 567,057 560,631 582,069 587,491 593,736 (96,431) 497,305 (84,764) -15% (90,186) -15%COLLECTIONS - COUNTY 488,928 475,902 444,254 446,279 462,363 - 462,363 18,109 4% 16,084 4%ELECTORAL BOARD 351,581 350,982 330,988 333,581 336,371 (41,852) 294,519 (36,469) -11% (39,062) -12%INTERNAL SERVICES 402,614 360,805 271,003 277,695 272,098 1,300 273,398 2,395 1% (4,297) -2%COMMONWEALTH ATTORNEY 949,618 909,795 925,372 940,629 953,196 - 953,196 27,824 3% 12,567 1%CIRCUIT COURT 162,376 145,547 157,839 157,839 160,460 - 160,460 2,621 2% 2,621 2%GENERAL DISTRICT COURT 30,597 26,768 29,347 29,847 29,347 - 29,347 - 0% (500) -2%J & D RELATIONS COURT 28,453 22,521 20,524 21,177 20,524 - 20,524 - 0% (653) -3%MAGISTRATE 5,889 5,368 5,000 5,000 5,000 - 5,000 - 0% - 0%CIRCUIT COURT CLERK 698,901 690,423 618,379 636,845 622,679 - 622,679 4,300 1% (14,166) -2%SHERIFF - COMP BOARD 7,762,088 7,470,058 6,743,006 6,951,531 6,587,646 (37,399) 6,550,247 (192,759) -3% (401,284) -6%SHERIFF - COUNTY 2,815,415 2,257,292 3,524,540 3,730,871 3,744,782 269,909 4,014,691 490,151 14% 283,820 8%FIRE AND RESCUE 1,062,191 966,935 1,056,391 1,060,651 1,072,391 - 1,072,391 16,000 2% 11,740 1%GENERAL SERVICES 4,876,112 4,562,566 4,692,445 4,761,347 4,702,046 (14,185) 4,687,861 (4,584) 0% (73,486) -2%COMPREHENSIVE SERVICES ACT 2,028,112 1,987,373 1,726,128 1,726,128 1,726,128 (74,159) 1,651,969 (74,159) -4% (74,159) -4%HUMAN SERVICES 433,444 394,784 396,636 410,050 402,346 (20,935) 381,411 (15,225) -4% (28,639) -7%PUBLIC HEALTH 496,849 456,051 449,886 449,886 449,886 (18,573) 431,313 (18,573) -4% (18,573) -4%SOCIAL SERVICES 6,749,513 6,669,085 6,607,363 6,806,004 6,834,428 (63,761) 6,770,667 163,304 2% (35,337) -1%PARKS AND RECREATION 990,614 894,817 763,693 849,777 770,246 - 770,246 6,553 1% (79,531) -9%REGIONAL LIBRARY 2,055,387 1,952,863 1,861,146 1,929,125 1,849,748 (144,101) 1,705,647 (155,499) -8% (223,478) -12%PLANNING & GIS 740,700 576,893 657,788 792,826 647,814 (57,545) 590,269 (67,519) -10% (202,557) -26%ECONOMIC DEVELOPMENT 390,367 323,879 357,411 371,435 351,435 - 351,435 (5,976) -2% (20,000) -5%OTHER AGENCIES 1,457,759 1,392,038 1,195,013 1,227,267 1,194,013 47,053 1,241,066 46,053 4% 13,799 1%CONTINGENCIES - GENERAL 242,832 - 371,400 298,239 371,400 - 371,400 - - 73,161 - CONTINGENCIES - SPECIAL 127,258 - 50,000 50,000 50,000 262,500 312,500 262,500 525% 262,500 525%ADJUSTMENTS (91,700) (76,856) (91,700) (91,700) (91,700) - (91,700) - 0% - 0%

TOTAL GENERAL FUND 43,348,158$ 39,083,045$ 39,334,377$ 41,252,222$ 39,720,815$ (168,311)$ 39,552,504$ 218,127$ 1% (1,699,718)$ -4%

COUNTY OF MONTGOMERY, VIRGINIARECAP OF EXPENDITURES BY DIVISION

FISCAL YEAR 2011

FY 11 Inc/(Dec) FY 11 Approved Inc/(Dec) FY 11 ApprovedApproved Over FY 10 Approved Over FY 10 Appropriated

Page 1

FY 09 FY 09 FY 10 FY 10DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $ % $ %

LAW LIBRARY FUND 17,600$ 7,163$ 17,600$ 17,600$ 17,600$ -$ 17,600$ - 0% - 0%SCHOOL OPERATING FUND 101,754,693$ 98,656,582$ 96,424,724$ 98,670,146$ 87,304,529$ 1,312,291$ 88,616,820$ (7,807,904) -8% (10,053,326) -10%SCHOOL CAFETERIA FUND 4,197,715$ 4,152,161$ 3,772,715$ 3,772,715$ 3,804,715$ -$ 3,804,715$ 32,000 1% 32,000 1%SCHOOL CAPITAL CONSTRUCTION 2,367,772$ -$ -$ -$ -$ -$ -$ - - - -COUNTY CAPITAL CONSTRUCTION 1,692,609$ -$ 335,720$ 335,720$ 340,000$ -$ 340,000$ 4,280 1% 4,280 1%DEBT SERVICE FUND 14,059,053$ 13,932,291$ 19,025,209$ 19,025,209$ 17,762,983$ -$ 17,762,983$ (1,262,226) -7% (1,262,226) -7%REVENUE STABILIZATION FUND -$ -$ -$ -$ -$ 564,248$ 564,248$ 564,248 - 564,248 -GRAND TOTAL ALL FUNDS 167,437,600$ 155,831,242$ 158,910,345$ 163,073,612$ 148,950,642$ 1,708,228$ 150,658,870$ (8,251,475)$ -5% (12,414,742)$ -8%

Over FY 10 AppropriatedApproved Over FY 10 ApprovedFY 11 Inc/(Dec) FY 11 Approved

FISCAL YEAR 2011

Inc/(Dec) FY 11 Approved

COUNTY OF MONTGOMERY, VIRGINIARECAP OF EXPENDITURES BY DIVISION

Page 2

BUDGET SUMMARY

APPENDIX B

Summary of Authorized FTE or FTE Equivalent Positions

Approved Approved Approved Approved Approved Approved Reduced * Reduced * Reduced * Approved Approved Approved

Division Department Full-Time Part-Time Total Full-Time Part-Time Total Full-Time Part-Time Total Full-Time Part-Time Total

FY 09 FY 09 FY 09 FY 10 FY 10 FY 10 FY 11 FY 11 FY 11 FY 11 FY 11 FY 11

110 County Administration 5 0.5 5.5 5 0.5 5.5 0 0 0 5 0.5 5.5

110 Public Information Office 4 0 4 4 0 4 0 0 0 4 0 4

110 Human Resources 3 0 3 4 0 4 0 0 0 4 0 4

110 Emergency Services 1 0 1 1 0 1 0 0 0 1 0 1

120 County Attorney 1 0.5 1.5 1 0.5 1.5 0 0 0 1 0.5 1.5

130 Finance Department 8 0.5 8.5 8 0.5 8.5 0 0 0 8 0.5 8.5

130 Purchasing 2 0 2 2 0 2 0 0 0 2 0 2

140 Information Technology 10 0.5 10.5 9 0.5 9.5 (1) 0 (1) 8 0.5 8.5

150 Commissioner of Revenue 11 0 11 11 0 11 (4) 0 (4) 7 0 7

152 Assessment 7 0 7 7 0 7 (1) 0 (1) 6 0 6

152 Land Use 1 0 1 1 0 1 0 0 0 1 0 1

160 Treasurer 9 0 9 9 0 9 (5) 0 (5) 4 0 4

162 Treasurer- Collections 8 0 8 8 0 8 0 0 0 8 0 8

170 Registrar/Electoral Board 4 0 4 4 0 4 (1) 0 (1) 3 0 3

180 Internal Services-Garage 2 0 2 2 0 2 0 0 0 2 0 2

200 Commonwealth Attorney 11 0 11 11 0 11 0 0 0 11 0 11

210 Circuit Court 2 0 2 2 0 2 0 0 0 2 0 2

220 General District Court 0 0 0 0 0 0 0 0 0 0 0 0

230 Juvenile & Domestic Relations 0 0 0 0 0 0 0 0 0 0 0 0

240 Magistrate 0 0 0 0 0 0 0 0 0 0 0 0

250 Clerk of Circuit Court 10 0 10 10 0 10 0 0 0 10 0 10

310 Sheriff-State 116 1 117 105 1 106 (6) 0 (6) 99 1 100

320 Sheriff-County 15 3.5 18.5 15 3.5 18.5 3 0 3 18 3.5 21.5

400 Animal Control 3 1.125 4.125 3 1.25 4.25 0 0 0 3 1.25 4.25

400 Public Facilities Administration 2 0 2 2 0 2 0 0 0 2 0 2

400 Building & Grounds 9 0 9 7 0 7 (1) 0 (1) 6 0 6

400 Housekeeping 8 1 9 8 1 9 (1) 0 (1) 7 1 8

400 Lawns and Landscaping 0 0 0 2 0 2 0 0 0 2 0 2

400 Solid Waste Collections 5 18 23 5 18 23 0 (0.6) (0.6) 5 17.4 22.4

400 Litter Control 1 0 1 1 0 1 0 0 0 1 0 1

400 County Engineer 2 0 2 2 0 2 0 0 0 2 0 2

400 Soil Erosion 1 0 1 0 0 0 0 0 0 0 0 0

400 Inspections 5 0 5 5 0 5 0 0 0 5 0 5

520 Human Services 1 0 1 2 0 2 0 0 0 2 0 2

520 Office on Youth 2 0 2 0 0 0 0 0 0 0 0 0

520 RSVP 2 0.5 2.5 2 0.5 2.5 0 0 0 2 0.5 2.5

540 Social Services 66 0 66 66 0 66 (1) 0 (1) 65 0 65

700 Parks & Recreation 7 0 7 7 0 7 0 0 0 7 0 7

710 Regional Library 18 5.875 23.875 18 5.875 23.875 (2) (1.375) (3.375) 16 5 20.5

800 Planning & GIS 7 0 7 7 0 7 (1) 0 (1) 6 0 6

810 Economic Development 4 0 4 4 0 4 0 0 0 4 0 4

TOTAL 373 33 406 360 33.125 393.125 (21) (1.975) (22.975) 339 31.15 370.15

Note: 5 postions were transferred from 310 to 320.

* Reduced includes eliminated positions and positions held vacant.

BUDGET SUMMARY

APPENDIX C

Personal Prop6%


Real Estate32%


Designated $'s48%

Where It Comes FromFY 2011 Approved Budget

$150.7 Million

Mobile Homes<1%

Merch Capital1%

Delinquent1%Business F&F

2%

Mach &Tools1%

Other2%

Sales Tax5%

Personal Prop6%


Real Estate32%


Designated $'s48%

Where It Comes FromFY 2011 Approved Budget

$150.7 Million

General Fund26%

County Capital<1%

All School Funds61%

Where It GoesFY 2011 Approved Budget

$150.7 Million

General Fund26%

County Capital<1%

All School Funds61%

Law Library<1%

Debt Service12%


<1%

Where It GoesFY 2011 Approved Budget

$150.7 Million

Mobile Homes<1%

Merch Capital1% Delinquent

2%Business F&F

3% Mach &Tools3% Other

4%

Sales Tax9%

Real Estate62%


Undesignated Revenue$76.7 Million Mobile Homes

<1%

Merch Capital1% Delinquent

2%Business F&F

3% Mach &Tools3% Other

4%

Sales Tax9%

Personal Prop12%

MV Change in Valuation

1%

Real Estate62%


Undesignated Revenue$76.7 Million

General Govt. Admin.13%

Planning and Economic Development

2%

Parks and Recreation2%

Library4% Other

Agencies3%

Health and Welfare22%

Public Safety29%

Judicial Administration5%

Tax Collections6%

Contingencies2%

General Fund FunctionsFY 2011 Approved Budget

$39.6 million

General Govt. Admin.13%

Planning and Economic Development

2%

Parks and Recreation2%

Library4% Other

Agencies3%

Health and Welfare22%

General Services12%

Public Safety29%

Judicial Administration5%

Tax Collections6%

Contingencies2%

General Fund FunctionsFY 2011 Approved Budget

$39.6 million

County Administrator28%

Board of Supervisors5%

Financial and Management Services

17%

County Attorney5%

General Government AdministrationFY 2011 Approved Budget

$5.1 million

County Administrator28%

Board of Supervisors5%

Registrar/Electoral Board6%

Human Services7%

Internal Services4%

Insurance5%

Information Technology23%


17%

County Attorney5%

General Government AdministrationFY 2011 Approved Budget

$5.1 million

School Operating96%

School FundsFY 2011 Approved Budget

$92.4 million

School Operating96%

School Cafeteria4%

School FundsFY 2011 Approved Budget

$92.4 million

20

30

40

Dollars

Millions

County Funding for Schools

0

10

20

30

40

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Dollars

Millions

Fiscal YearAll years are net of County funding provided for school debt service and school

capital

County Funding for Schools

BUDGET SUMMARY

APPENDIX D

COUNTY OF MONTGOMERY

County PSAGrade Minimum Market Maximum Class Title FTE FTE

UNIFIED104 17,787$ 22,590$ 27,570$

Site Attendant 18.000 - 105 18,677$ 23,719$ 28,949$

Animal Control Aide 1.250 - Custodian 10.000 - Van Driver 0.500 -

106 19,610$ 24,905$ 30,396$ Library Courier 0.500 - Library Page 0.375 -

107 20,591$ 26,151$ 31,916$ Cook 3.000 -

108 21,621$ 27,458$ 33,512$ Laborer 2.000 - Social Work Assistant I 6.000 -

109 22,702$ 28,831$ 35,187$ Maintenance Worker - 5.000 Public Facilities Maintenance Worker 6.000 - Social Work Assistant II 3.000 - Utility Operator IV - 2.000

110 23,837$ 30,273$ 36,947$ DSS Aide 1.000 - Library Service Specialist 5.500 - Office Assistant 3.000 -

111 25,028$ 31,786$ 38,794$ Assistant Registrar 2.000 - Customer Service Representative 1.000 - Customer Service Representative - Unfunded 1.000 - Deputy Court Clerk 5.000 - Library Technician 1.000 - Public Information Specialist 1.000 - Sanitation Equipment Operator 3.000 - Senior Office Assistant 4.000 - Tax Technician 10.000 - Utility Equipment Operator - 2.000 Utility Operator III - 6.000

112 26,700$ 33,375$ 42,721$ Animal Control Officer 2.000 - Dispatcher 9.000 - Legal Instruments Examiner 1.000 - Maintenance Crew Leader 1.000 - Maintenance Mechanic/Carpenter 1.000 - Maintenance Crew Leader - Parks 1.000 - Senior Deputy Court Clerk 2.000 - Senior Tax Technician 6.000 -

113 28,035$ 35,044$ 44,857$ Eligibility Worker 12.000 - Land Use Technician 1.000 - HR Technician 1.000 - Program Assistant 9.500 - PSA Crew Leader - 1.000 Tax Specialist 8.000 - TV Multi-Media Production Specialist 1.000 - Utility Operator II - 2.000

APPROVED FY 11 CLASSIFICATION AND COMPENSATION PLAN

1 of 4




114 29,437$ 36,796$ 47,099$ Dispatch Supervisor 1.000 - Mechanic 2.000 - Senior Legal Instruments Examiner 1.000 -

115 30,909$ 38,636$ 49,454$ Children's Program Specialist 0.500 - Deputy Assistant Registrar 1.000 - Eligibility Intake Worker 8.000 - Fraud Investigator 1.000 - Legal Assistant 6.000 -

116 32,454$ 40,568$ 51,927$ Court Clerk Supervisor 2.000 - Deputy 61.500 - Employment Services Worker 6.000 - Procurement Technician 1.000 - Senior Eligibility Worker 5.000 - Senior Program Assistant 5.000 1.000 Social Worker 9.000 - Utility Operator I - -

117 34,077$ 42,596$ 54,524$ Accountant 1.500 - Assistant Branch Library Supervisor 3.000 - Benefits Coordinator 1.000 - Building Inspector 2.000 - Computer Technology Specialist 1.000 - Internet & Design Specialist 1.000 - Library Programs Coordinator 1.000 - Marketing & Research Specialist 1.000 - Secretary to the Board 1.000 - Tax Supervisor - - Technology Support Specialist 1.000 - Technology Support Specialist - Unfunded 1.000 -

118 35,781$ 44,726$ 57,250$ Administrative Manager 1.000 - Branch Library Supervisor 3.000 - Chief Animal Control Officer 1.000 - Eligibility Supervisor 1.000 - Library Acquisition Manager 1.000 - Library Business Manager 1.000 - Maintenance Manager 1.000 1.000 Master Deputy 14.000 - Planning Technician 1.000 - Recreation Program Supervisor 4.000 -

119 37,570$ 46,963$ 60,112$ Assistant County Assessor 1.000 - Assistant to Co. Administrator 1.000 - Child Protective Services Worker 3.000 - Corporal - Law Enforcement 8.000 - Deputy - LIDS 1.000 - GIS Analyst 2.000 1.000 Lead IT Customer Service Specialist 1.000 - Master Deputy Treasurer 2.000 - Payroll Supervisor 1.000 - Water Operations Specialist - 1.000

2 of 4




120 39,449$ 49,311$ 63,118$ Human Services Manager 1.000 - Library Services Manager 1.000 - Library Youth Services Manager 1.000 - Planner-Comprehensive & Development 2.000 - Social Work Supervisor 2.000 -

121 42,440$ 51,776$ 68,752$ Deputy/Investigator 5.000 - Deputy-EMT 1.000 - Employment Services Manager 1.000 - Sergeant 8.000 -

122 44,562$ 54,365$ 72,190$ Assistant DSS Director 1.000 - Assistant General Services Manager 1.000 - Child Protective Services Supervisor 1.000 - Library Systems Administrator 1.000 -

123 46,790$ 57,083$ 75,799$ Building Official 1.000 - Project Manager - Economic Development 1.000 - PSA Engineer - 1.000 Senior IT Applications Specialist 2.000 -

124 49,129$ 59,938$ 79,589$ Chief Deputy Com of Revenue 1.000 - Chief Deputy Treasurer - - Wastewater Manager - 1.000 County Assessor 1.000 - Finance Manager 1.000 - Lieutenant 5.000 - Procurement Manager 1.000 - Senior Systems Engineer 1.000 -

125 51,586$ 62,934$ 83,569$ GIS Manager 1.000 - Planning & Zoning Administrator 1.000 -

126 54,165$ 66,081$ 87,747$ Assistant Commonwealth Attorney 5.000 - Captain 1.000 -

126 54,165$ 66,081$ 87,747$ Captain - Administrative 1.000 - General Services Manager 1.000 - Lead Systems Engineer 1.000 - Master Chief Deputy Treasurer 1.000 -

127 57,821$ 69,385$ 95,405$ Lead IT Applications Specialist 1.000 -

128 60,712$ 72,854$ 100,175$ Chief Deputy Commonwealth Attorney 1.000 - Chief Deputy Sheriff 1.000 -

EXECUTIVE223 47,569$ 57,083$ 78,490$

Emergency Services Coordinator 1.000 - Human Services Director 1.000 -

224 49,948$ 59,938$ 82,414$ Public Information Director 1.000 -

3 of 4




226 55,068$ 66,081$ 90,862$ Budget Manager 1.000 - General Registrar 1.000 - Parks & Recreation Director 1.000 -

228 60,712$ 72,854$ 100,175$ Commissioner of Revenue 1.000 - County Treasurer 1.000 - Library Director 1.000 - Social Services Director 1.000 -

229 63,748$ 76,497$ 105,184$ Human Resource Director 1.000 - Planning Director 1.000 -

230 66,935$ 80,322$ 110,443$ Economic Development Director 1.000 - Financial & Management Services Director 1.000 -

232 73,796$ 88,555$ 121,763$ County Engineer 1.000 -

233 77,486$ 92,983$ 127,851$ Chief Information Officer 1.000 -

234 81,360$ 97,632$ 134,244$ Assistant County Administrator 1.000 -

235 85,428$ 102,514$ 140,956$ Clerk of Circuit Court 1.000 - Sheriff - -

237 94,184$ 113,021$ 155,404$ Sheriff-CD 1.000 -

239 103,838$ 124,606$ 171,333$ Commonwealth's Attorney 1.000 -

391.125 24.000

County Administrator 1.000 -

County Attorney 1.000 -

PSA Director - 1.000

TOTAL 393.125 25.000

Less: Eliminated Positions (10.000)

Less: Frozen Positions (12.975)

NET COUNTY POSITIONS 370.150

GRAND TOTAL 395.150

4 of 4

BUDGET SUMMARY

APPENDIX E

County Citizens

Elected Officials

Clerk of Circuit Court Commissioner of Revenue Commonwealth Attorney Sheriff Treasurer

Board of Supervisors

School Board

Organization Chart

Montgomery County, Virginia

Assistant County

Administrator

General Services

Animal Control Buildings & Grounds Central Maintenance Engineering Housekeeping Inspections Landfill Litter Control Soil & Erosion Solid Waste Collections

Economic Development

Human Resources

Emergency Services


Budget Finance PSA Customer Service Purchasing Risk Management

Human Services

Alternative Community Programs Comprehensive Services Act Human Services Retired and Senior Volunteer Program

Information Technology

Parks and Recreation


County Attorney

Health Department

Library Board

Social Services

Fire & Rescue Commission

Other Agencies Public Service

Authority (PSA)

General Gov’t Debt Service

Courts

Magistrate Circuit Courts I and II General District Court J & D Courts Law Library

Registrar/ Electoral Bd.

Insurance Internal Services

Planning and GIS Services

Public Information

UNDERSTANDING THE BUDGET

MONTGOMERY COUNTY’S BUDGET PROCESS

UNDERSTANDING THE BUDGET PROCESS

Understanding the Budget Process, Page 1

Preparation of The Annual Budget Montgomery County's annual budget begins with the proposed budget, the budget recommended by the County Administrator, and ends with the approved budget, which has been reviewed and adjusted by the Board of Supervisors. This budget document includes both the County's general government operating budget and Montgomery County Public Schools' operating budget. The Board of Supervisors holds public hearings at which citizens may express their views on the recommended budget. Such comments assist the Board of Supervisors in making decisions regarding spending. The County's 2011 original Budget Calendar is as follows (some changes may occur during the process): Fiscal Year 2011 Budget Calendar Activity Date/Deadline County Administration delivers budget forms to divisions and external agencies. 11/06/09 Board of Supervisors holds budget work session for budget development. 11/16/09 Divisions without access to the County’s network key base budget changes. 12/07-12/11/09 Divisions and external agencies (except schools) submit proposed base budget 12/30/09 revisions to County Administrator and administrative review of base budget. Board of Supervisors holds public hearing for citizen input. 01/11/10 County Administrator review with Directors, Constitutional Officers, and Agency Heads the Proposed Budget. 01/11-02/08/10 Board of Supervisors holds budget work session for budget development. 01/25/10 School Board budget presented to Board of Supervisors. 02/08/10 Board of Supervisors holds budget work session for budget development. 02/22/10 County Administrator delivers Proposed Budget to Board of Supervisors. 03/05/10 County Administrator presents FY 2011 Proposed Budget. 03/08/10 Board of Supervisors develops advertised budget and tax rate and budget synopsis. 03/08-03/15/10 Board of Supervisors establishes advertised tax rate and prepares budget synopsis for advertisement in newspapers. 03/15/10 Board of Supervisors holds public hearing on advertised tax rate and budget. 03/25/10



Activity Date/Deadline Board of Supervisors holds work sessions to establish tax rate and adopt budget. 03/15-04/12/10 Board of Supervisors establishes tax rate and adopts budget. 04/12/10 Board of Supervisors makes budget appropriation. By 06/30/10 County Administration notifies divisions and agencies of final appropriations. After 07/01/10 The County's Budget Process With the goal of allowing decision-makers to focus on broader issues, the budget document consolidates similar functions. Efforts to streamline the process and reduce the volume of paper generated have changed the process in past years. The FY 2011 budget continues to consolidate information and array budget data in ways that facilitate a broader understanding of the document. These include: • Base Budget Targets are established for budget requests. This allows for the delineation between previously approved funding levels and requested increases in items.

o Base Budget Targets are established as follows:

Personal Services - Includes all positions approved up to the issuance of the proposed budget, and covers the estimated costs in fringe benefits.

Operations and Maintenance Target - Caps funding at the level of the FY 10 Approved Budget,

less adjustments for one-time only expenditure items.

Excludes Capital Outlay - Capital Outlay requests are presented separately from the Base Budget.

• Addenda Requests are increased funding over and above the Base Budget Targets. They must be

presented as Addenda to the Base Budget. This means that additional justification for increased funding or the inclusion of Capital Outlay dollars must be provided with the request.

These changes were designed to clearly identify increases to operations, initiatives proposed by departments, and all capital outlay items requested. The chart on page 3 depicts the process.



How to Understand and Use This Document The FY 2011 budget document is organized into six major headings, each of which is separated by a large divider tab:

o Budget Message o Table of Contents o Budget Summary o Understanding the Budget o Revenue Summary o Expenditure Plans

Included under the last section, Expenditure Plans; are 34 of the County's major Divisions or budget categories, which include revenues earmarked for use by the specific Division. Listed numerically according to a three-digit code, each of these sub-sections includes the Division’s Organizational Chart, Financial Data, Description of the Division as a whole, Base Budget Discussion, Addenda Discussion, which includes the County Administrator’s recommendation. Also included are each Department’s Description and Financial Data. Division Financial Data - Provides a recap of the Division's funding history, including the Base Budget and addenda requests, as well as recommended funding by three categories:

o Personnel Services o Operations and Maintenance o Capital Outlay

Division Description, Base Budget Discussion, and Addenda Discussion - The Description section explains the Division as a whole. The Base Budget Discussion and Addenda Discussion justify and describe the County Administrator’s funding recommendations.

Base Budget Total Budget Addenda + = Estimated Costs for Continued Dollars Over and Above the Operations Base Budget Target for Operating and Capital Items Base on Prior Year Approved

Budget with Adjustments Dollars Requested for New Base Budget + or Expanded Services (Initiatives) Addenda Excludes: Motor Vehicle Purchases Office Furniture Other Equipment



Department Description and Financial Data - Presents historical budget data by major category for each department. The following column headings are used:

FY 09 Revised Budget

FY 09 Actual Budget

FY 10 Approved Budget

FY 11 Base Budget

FY 11 County Administrator’s Recommended Addenda

FY 11 County Administrator’s Recommended Total

The County Administrator's Recommendation column identifies the amount of funding recommended for each major cost category by base budget and addenda. Revenue that has been designated to offset expenditures in divisions is also presented. These sources include State Compensation Board funding, fees and permit charges collected by the respective divisions and other sources related to each specific function. In the presentation format, designated revenues are totaled and subtracted from the expenditures, identifying the amount of the County’s undesignated general fund revenue needed to support the division’s expenditures. Conclusion The Board of Supervisors uses this combination of documents and information to review and approve the annual budget. It is available as public information for review by any citizen who requests access to it and is found on the County’s web site at www.montva.com. A glossary of financial terms begins on the following page in an effort to assist citizens in reviewing and understanding the County's budget. If you have any questions about the County's budget or the budget process, please contact Montgomery County’s Office of Public Information at 382-5700.

GLOSSERY OF TERMS


Addenda Request The request for funding amounts over and above the designated Base Budget targets. Appropriation An approval by the Board of Supervisors for County staff to make an expenditure or to incur debt using government resources. These are usually for specific, stated amounts over a one-year period. Appropriation Resolution The official act by the Board of Supervisors granting staff the legal authority to obligate or spend County funds. Approved Budget The budget enacted by the Board of Supervisors. Assessed Value The fair market value placed by the Commissioner of Revenue on personal and real property owned by County citizens. Real estate values are reassessed every four years. Base Budget A budget that shows how much it would cost in the next fiscal year to operate the same programs approved in the current year. Budget A financial plan for operating the County using estimates of costs (expenditures) and proposed methods for offsetting those costs (revenues). Budget Calendar The County's schedule of deadlines and events for preparing and adopting the next year's budget. Budget Document The County staff’s official report which presents the proposed budget to the Board of Supervisors. Budget Message The County Administrator's written synopsis of the proposed budget. This message analyzes budgeting issues and specific programs within the context of the County's economic climate. In addition, it gives the County Administrator an opportunity to highlight certain recommendations, which deserve special attention. Capital Assets Fixed assets with a value of at least $5,000 and an anticipated useful life of at least several years. Furniture and equipment are examples of fixed assets. Capital Improvement Program The County's five year plan for completing capital projects on an annual basis, with tentative beginning and ending dates for each, anticipated costs and options for financing them. Capital Projects Large one-time construction projects or purchases that are expected to provide services to citizens over a period of time. Examples of capital projects are the construction of new schools, fire stations, etc.

GLOSSERY OF TERMS


Contingencies Special monies set aside for unforeseen costs or emergencies. These can also be dollars set aside for special purposes. Debt Service The repayment of County debt, including interest. Expenditures The cost of or payment for goods and services used in County operations. FTE Full Time Employee or Full Time Equivalent. Fiscal Year The County's financial reporting year, which begins on July 1 and ends on June 30 of the next calendar year. Function An overall type of activity performed by a division or organization. The County's budgets are divided into groups of divisions that perform similar functions. General Fund The part of the budget that accounts for day-to-day operating expenses for the County, including dollars transferred from the General Fund for support of the school system. This fund is separate from proprietary funds such as the PSA and IDA funds. General Obligation Bonds A promise from County government to pay for bonded debt (essentially a loan) based on its full faith and credit or basic power to pay debts with tax revenue. These bonds are used to finance long-term projects through payments of principal and interest over a period of years. Grant A gift of assets, usually cash, by a private or government funding source, to another organization. The County receives most of its grants for specific projects or programs from the federal or state government. However, private foundations sometimes contribute funds to the County. Internal Service Fund A type of fund covering costs for delivery of goods or services from one County program to another on a cost-reimbursement basis, such as the Motor Pool. Proposed Budget The initial budget prepared for and proposed to the Board of Supervisors by the County Administrator. Revenue Income or increased assets for a specific fund.

GLOSSERY OF TERMS


Tax Exempt Revenue Bonds Under the lease revenue method, the County and/or School Board transfer a “lease hold interest” (the legal right to use the property) to the Industrial Development Authority. The IDA then “leases back” these facilities and projects to the County and/or the School Board for a term equal to the debt service. The lease payments cover the debt service. These issuances were also structured with a Trustee. The Trustee must enforce all obligations. Consequently, the Trustee collects rental payments, pays bondholders, monitors requisitions on the use of funds and issues checks to vendors from the proceeds. Tax Levy The total dollar amount of tax that should ideally be collected based on existing tax rates and assessed values of personal and real properties. Tax Rate The level at which taxes are imposed or charged for certain property owned by citizens and businesses. Unemployment Rate The Virginia Employment Commission's (VEC's) report of persons who are actively filed as not holding, but are seeking, a job for which they would receive compensation. This does not include persons who have no job, but do not consult the VEC for job placement services.

REVENUE SUMMARY


REVENUE SUMMARY FY 11

Revenue Summary, Page 1

Overview of Economic Status The condition of the County economy is greatly affected by national and state economic conditions. The economy has an impact on County services and the County’s ability to pay for these services. A strong economy promotes more people working, more homebuyers, and more tax revenue. In contrast, a bleak economy means businesses close, unemployment rates increase, and the competition for government dollars increases. The state of the economy is the single most important factor in predicting growth and increased tax revenue. Predicting Future Revenue Collections

• Real Estate values are based on the actual value as of January 1, 2009 and estimated increases from new construction. From January 1, 2009 to January 1, 2010, assessed values due to new construction are estimated to increase $95 million. From January 1, 2010 to January 1, 2011, assessed values are estimated to increase $80 million.

• Personal property tax collections are based on the 2009 tax book, which is the most recent

documentation of assessment values. From this data, the 2010 values are estimated. In addition, prior year collection rates are used as predictors of future year collections. The rate of collection in FY 09 and FY 10 is used to estimate the rate of collection in FY 11. The 2010 personal property book will not be issued until at least September 1, 2010, which is in FY 11. As additional information is known, better estimates can be made.

• Estimated values and collection rates can also change depending upon the fluctuations in the

economy and interest rates. If consumer confidence wanes, the growth in sales tax collections, personal property values and the value of new housing starts are affected. Mirroring the nation and state, sales tax collections, new car registrations and new housing starts are declining from the growth realized in previous years.

• In FY 09, many revenue categories exceeded projections, while a few fell short of the projected

estimates. In FY 10, revenue collections are down significantly from budgeted estimates. Undesignated revenue collections are estimated to miss budgeted estimates by nearly $1.6 million, creating shortfalls in FY 10. The two main sources of the anticipated shortfall in FY 10 are in personal property motor vehicle collections (down $750,000) and local sales and use tax (down $840,000). In FY 11, the projected revenue shortfall is estimated at $1.3 million. Estimates in real estate growth were revised downward based on the most recent building permit data. Additional revenue will be generated due to changing the valuation method for assessing motor vehicles from loan value to trade value. This change in valuation method will offset $700,000 of the projected shortfall in FY 11. Given current economic conditions and known state budget cuts to localities, shortfalls in FY 11 are expected in the following categories of revenue: state support for public education and constitutional officers, sales and use tax collections, and interest earnings.

What is the National Economic Outlook?

• The state and local economy often mirrors national trends.

• The United States unemployment rate had fallen in recent years, indicating a strong economy. This changed significantly over the past two years with record high unemployment rates. According to the



Virginia Employment Commission (VEC), the unemployment rate for the U.S. fell from 5.5% in 2004 to 5.1% in 2005 to 4.6% in 2006 and 2007. In 2008, the unemployment rate increased to 5.8%. Comparing the latest information, the unemployment rate for December 2009 was 9.7% compared to 7.1% for December 2008. The most recent data indicates that unemployment rates are rapidly increasing with double digit unemployment rates expected throughout much of 2010.

• The U.S. Gross Domestic Product (GPD), which is the total market value of goods and services

produced in the United States, is a good indication of economic trends. According to the Bureau of Economic Analysis, the GDP of the U.S. for the third and fourth quarters of 2009 increased at a rate of 2.2% and 5.7% respectively, indicating signs of economic recovery. Consumer spending, business investment and exports have all had significant impacts for moderate growth in the last two quarters of 2009.

• The Consumer Price Index (CPI) is a measure of inflation. In 2005, the percentage change (inflation

rate) for the CPI was 3.4%. This rate decreased to 3.2% for 2006, decreased to 2.8% for 2007, and increased to 3.8% for 2008. In 2009, the rate decreased to -0.4%, the lowest rate and first negative rate in the last five years.

• While unemployment rates are near record highs, the U.S. economy is showing signs of recovery.

Most economists believe the recession hit bottom at the end of the second quarter in 2009, with real gains in GDP in the third and fourth quarters. Economists are hesitant to predict much in the way of economic growth, given the uncertainty of the future and the modest gains experienced at the end of 2009. Most economic forecasts are cautious and conservative with estimates of real growth in GDP of 2% to 3% for 2010. High unemployment rates, tighter credit markets, an increase in the national savings rate are placing downward pressure on consumer sales and broad based economic growth. Whether the national economy will continue its path to recovery into 2010 is unknown. Efforts at the Federal level to stabilize the banking, auto and housing industries, along with the American Recovery and Reinvestment Act have helped to restore some growth to the national economy.

What is the State Economic Outlook?

• Virginia’s economy is experiencing similar trends as the national economy.

• Virginia’s unemployment rate had also fallen over the past several years, indicating job growth until 2008. According to the VEC, the unemployment rate for the State of Virginia fell from 3.7% in 2004, to 3.5% in 2005, to 3.0% in 2006 and 2007. In 2008, the unemployment rate increased to 4%. Comparing the latest information, the unemployment rate for December 2009 was 6.7%, up from 5.1% for December 2008.

• While corporate growth is occurring, the number of jobs has not increased as quickly as expected. Unemployment rates are expected to begin declining in the second half of 2010.

• State General Fund revenues collapsed in the second half of 2009 with declines in payroll withholding, sales tax collections, corporate income tax collections, and recordation taxes. Including the December reforecast, the state has reduced revenues by over $7.5 billion for the 2008-2010 biennium. Revenue collections for 2010 have trailed estimates and have led to additional budget reductions that have been pushed down to local governments.



• The housing market in Virginia is showing signs of stabilization. The decline in home sales and depreciating market value bottomed in the spring of 2009.

• Based on the latest data, Virginia’s economic outlook is consistent with national trends with the economy showing some signs of improvement. However, recent data shows that unemployment rates are still increasing drastically and state revenues are not keeping pace with estimates. This has resulted in major budget cuts in state funding at the local level.

What about Local Growth?

• While the local economy often mirrors state and national trends, Montgomery County’s growth potential is weaker than in previous years.

• Like national and state trends, Montgomery County’s unemployment rate has fallen in recent years

and then increased sharply. According to the VEC Montgomery County’s unemployment rate fell from 3.6% in 2004 to 3.5% in 2005 to 3.0% in 2006. The unemployment rate then increased to 3.2% in 2007 and 4.1% in 2008. In December 2009, the County’s unemployment rate was 6.4%, up from a year ago when the unemployment rate for December 2008 was 5.2%.

• New car registrations for the first and second quarters of 2009 compared to the first and second

quarters of 2008 were down 23%. New truck registrations for the first and second quarters of 2009 compared to the first and second quarters of 2008 were down 39%. Montgomery County’s decline is consistent with most other localities in the New River Valley.

• Over the past several years, Montgomery County was still experiencing growth while other localities, and the nation in general, were experiencing problems from the recession and the collapse of the stock and real estate markets. While local governments were experiencing the effects of the recession, causing revenue shortfalls in FY 2008 and FY 2009, Montgomery County did not experience the effect until FY 2010. Since Montgomery County experienced the downward effects of the recession later, it is also expected that the County will experience the upward effects of the recovery later as well. Normal growth patterns are not expected to occur until FY 2012.

State Budget: Local Impact

• Over the past several fiscal years, the state has drastically reduced the amount of state funding provided to local governments. Public education, public safety, Constitutional Officers, local libraries, and other local services have all been affected. In many areas, the state has shifted the burden of revenue on to local governments. For FY 2011, the impact to local government is even more severe than in previous years.

• The Governor’s budget reduces State funding for Montgomery County’s public schools by $9.1 million from the FY 2010 Approved Budget, a reduction of 16%. State funding reductions to general county operations total nearly $0.7 million from the FY 2010 Approved Budget, a reduction of 8%. Total estimated state funding reductions for FY 11 is estimated at $9.8 million and represents a 15% reduction from the FY 2010 Approved Budget. The table on the next page provides a breakdown of the state funding reductions by functional area from FY 2010 to FY 2011.



Variables Affecting Revenues As depicted below, factors other than state policy affect local revenue. All these factors drive the funding available for the annual budget. County Resources Resources within the County budget are classified as either designated or undesignated.

• Designated Resources represent revenue accounts which are mandated for specific uses including:

Support from the State Compensation Board for constitutional officers, court fees, fees for services and programs

Direct state aid for public assistance payments State and federal funds for schools Support for human services programs

Description FY 2010 Budget FY 2011 Budget$ Impact from FY 10 to FY 11

% Impact from FY 10 to FY 11

School Operating Budget 56,781,036$ 47,637,702$ (9,143,334)$ ‐16%Total Impact Schools 56,781,036$ 47,637,702$ (9,143,334)$ ‐16%

Public Safety (Sheriff; Jail Block; Comm Atty) 4,858,718$ 4,649,340$ (209,378)$ ‐4%Other Constitutional Offices 825,545$ 463,333$ (362,212)$ ‐44%Other State Support for County Operations 2,839,261$ 2,734,375$ (104,886)$ ‐4%Total Impact County 8,523,524$ 7,847,048$ (676,476)$ ‐8%

Grand Total 65,304,560$ 55,484,750$ (9,819,810)$ ‐15%

State Budget Impact on Montgomery County



• Undesignated Resources fall into two categories: undesignated revenue and fund balance. Undesignated Revenue represents accounts which may be used in the budget at the Board’s discretion. These accounts include property taxes, sales taxes, and similar local sources of revenue.

Total budgeted revenue for FY 11 is $150.7 million with $73.9 million considered designated. Of this designated amount, $56.7 million or 77% is earmarked for schools. Designated resources are mandated for specific uses. Undesignated Revenue dollars that may be used in the budget at the Board’s discretion, total $76.7 million. Of this amount, $35.7 million or 47% goes to the public schools for operations. $15.6 million or 20% of the undesignated dollars support debt service costs for county facilities including public schools. $2.1 million in funds generated by the four cents on the real estate tax rate previously set aside for debt service is used in the FY 11 Approved budget.

County Tax Rates The table below shows the change in tax rates from FY 10 to FY 11. All rates are per $100 of assessed value.

Mobile Homes<1%

Merch Capital1%

Delinquent2%

Business F&F3% Mach &Tools

3% Other4%

Sales Tax9%

Personal Prop12%

MV Change in Valuation

1%

Real Estate62%


Undesignated Revenue$76.7 Million

County Tax Rates FY 10 FY 11Real Estate Tax Rate $0.71/100 $0.74/100Personal Property $2.45/100 $2.45/100Machinery & Tools $1.82/100 $1.82/100Merchants Capital $3.05/100 $3.05/100Mobile Homes $0.71/100 $0.74/100



Current Property Taxes Real Estate Tax Assessments

• Real Estate values totaled $6.8 billion on the 2009 Land Book including the land use value. New growth for the 2010 Land Book is estimated at $95 million, bringing the 2010 Land Book to $6.9 billion. Due to an unstable and slowing housing market, growth projected for FY 11 is expected to be $80 million, bringing the estimated 2011 Land Book to $7.0 billion.

• Four-year increments show reassessment value increases (including growth) as follows: 1999

reassessment values increased 29%; 2003 reassessment values increased 34%; 2007 reassessment values increased 34%. The chart below shows the values on the land book from 1996 through 2011 and increases each year.

Real Estate Tax Rates

• As the graph below denotes, the Board of Supervisors has traditionally dropped tax rates in the years of the general reassessment. The FY 11 Budget includes a three cent increase in the real estate tax rate.

3% 2% 3% 29%4% 4% 3% 34% 2%

3% 3% 34% 3% 2% 1% 1%

012345678

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Billio

ns

Calendar Year

Real Estate Values History

70 7276

6368

74.581.5

64 67 6774

6371 71 74

50

60

70

80

90

100

FY 1997

FY 1998

FY 1999

FY 2000

FY 2001

FY 2002

FY 2003

FY 2004

FY 2005

FY 2006

FY 2007

FY 2008

FY 2009

FY 2010

FY 2011

Rat

e

Fiscal Year

Real Estate Tax Rate History



Personal Property Tax Assessments

• Personal Property Tax is assessed on cars, vans, pick-up trucks, utility trailers, boat trailers, motorcycles, and similar property owned by individuals and businesses. The rate is $2.45 per $100 of assessed value.

• Since FY 02 the County has experienced significant growth in motor vehicle revenue collections.

Dramatic increases have occurred in prior years due to the larger than average sales in sport utility vehicles. Recent data, however, show a decline in car and truck registrations. The values on the personal property book have remained relatively flat for several years. For FY 10, the value on the personal property book for motor vehicles dropped dramatically due to a change in vehicle valuation by the National Automotive Dealers Association (NADA) from an oversupply of used vehicles on the market. This resulted in a $33 million drop in valuation on the personal property book for motor vehicles. It is estimated that the County will fall short of the $9.3 million FY 10 estimate by approximately $750,000. To help offset this shortfall in FY 11, a change in the method in which motor vehicles are assessed from loan value to trade value is approved. This change in valuation is estimated to offset $700,000 of the projected shortfall for FY 11.

• The Car Tax Relief program prohibits increasing the personal property tax rate on the first $20,000 of value for vehicles that qualify for relief. In addition, before the state will provide reimbursement, the locality must first collect the taxpayer’s share. Changes in the Car Tax Relief program made by the General Assembly became effective in FY 07. These changes reduce the amount of funding the State provides for Car Tax Relief. Individuals no longer receive a 70% reduction on their Car Tax bills. Each year the percentage of relief changes. The percentage of relief for FY 10 is 65.16% and the percentage for FY 11 will be known in the fall of 2010.

Other Personal Property Taxes

• Machinery and Tools is a tax on businesses at $1.82 per $100 in value which is assessed at 60%/50%/40% depending on the number of years the asset has been owned. Since FY 02, revenue

$6.9 M $6.9 M $7.1 M $7.3 M $8.1 M $8.7 M $8.7 M

$9.3 M $9.3 M $9.2 M

$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000

$10,000,000

FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007FY 2008 FY 2009 FY 2010 est.

FY 2011 est.

Motor Vehicle Revenue Collections



collections have been relatively flat, averaging close to $2 million per year. In recent years, the County has seen a spike in revenue with the County collecting $2.3 million in FY 06. However, newer projections indicate a decline in collections since FY 07. The County estimates $2.16 million for FY 10. The FY 11 estimate has been set at $2.11 million.

• Merchants Capital is a tax on the value of inventory at $3.05 per $100 and is assessed at 20% of the actual value. In FY 03 and FY 04, assessed value declined. In FY 05, the tax rate was lowered from $4.50 to $3.05 which generated a 38% increase in value deemed to be from car dealerships retaining their inventory within the County. The County estimates $1 million in collections for FY 10, and collections indicate the County will meet the estimate. The FY 11 estimate has been lowered to $0.8 million due to declining inventories at local automotive dealers in the County.

Local Sales Tax: Growth of Retail Sales

• Local sales tax collection had been increasing progressively over the last several years until FY 09. FY 09 was the first year in which actual revenue collections came in lower than the prior fiscal year. For FY 2010, the County estimated $7.6 million; however, it is now estimated that the County will fall short of that estimate by approximately $840,000. Due to declining sales, the FY 11 estimate is set at $7 million.

$1.97 M $1.91 M $2.17 M $2.19 M $2.34 M $2.22 M $2.13 M $2.16 M $2.16 M $2.11 M

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Est.

FY 2011 Est.

Machinery & Tools Revenue

$1.4 M $1.2 M $1.2 M $0.9 M $1.1 M $1.0 M $1.0 M $1.0 M $1.0 M

$0.8 M

$0 $200,000 $400,000 $600,000 $800,000

$1,000,000 $1,200,000 $1,400,000 $1,600,000


FY 2011 Est.

Merchants Capital Collections



Revenue Stabilization Fund

• Given the uncertainty of local revenue, and the potential for additional state funding reductions, a revenue stabilization fund has been established for FY 11. Monies in this fund represent on-going resources and totals $564,248. The fund is intended to ease further reductions in revenue should they occur in the upcoming fiscal year.

Fund Balance

• No General Fund balance dollars have been used to balance the FY 2011 budget.

• The FY 10 budget included a one-time transfer of $1,050,000 from the General Fund to provide

funds to shave the peak of debt service costs over six years. $175,000 in Debt Service Fund balance will be used in FY 11 to offset debt service.

• $1,893,883 in School Capital Construction Fund balance is transferred to the Debt Service Fund for School Debt Service for FY 11. In prior years, the County earmarked 4 cents of the tax rate for new school construction. In FY 10, the County transferred $1,873,545 from this fund to cover a portion of debt service costs for the 2008 debt issued for new schools.

Reserve Funds

• A reserve fund is defined as an account used either to set aside revenues that are not required for expenditure in the current year or earmark revenues for a specific future purpose.

Why Do We Need Reserve Funds and a Cash Flow Reserve?

• The financial health of a locality is determined based on its “operating position” which refers to three factors:

o The County’s ability to balance the budget using current revenue (not using fund balance in the

operating budget). o The County’s ability to maintain reserves for emergencies (establishing reserve funds for

specific purposes).

$5.9 M $6.0 M $6.2 M $6.5 M $6.7 M $7.1 M $7.3 M $7.2 M $7.6 M

$7.0 M

$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000


FY 2011 Est.

Sales Tax Revenue Collections



o The County’s ability to maintain sufficient cash to pay expenses on a timely basis. (Ensuring an adequate level of cash flow reserves).

• Setting aside monies through reserve funds will help further declines in County revenues in the

upcoming fiscal year.

Why Shouldn’t We Use Reserve Money to Balance the Budget?

• These funds are “non-recurring”. The use of these funds can only be for items that do not require expenditures in future years (one-time-only expenses). These funds cannot be used for salary increases, additional personnel, or program expansion that recurs in future years. For example, if $1,000,000 of reserve monies were used in the budget to cover salaries, the next year there would be $1,000,000 worth of costs and $1,000,000 less money. The County’s financial advisors have recommended a policy of maintaining undesignated fund balance between 8% and 10% of operating revenue.

• Cash Flow Reserve sets aside approximately $14.9 million or 9.8% of the total FY 11 Approved Budget for emergency and unforeseen circumstances to ensure sufficient cash to pay the bills.

• Debt Service Reserve – Through this reserve fund, money can be earmarked to address unanticipated “peaks” in debt service costs or buy down debt service costs as the annual payments begin to decrease. In FY 10, monies from this reserve were combined with monies from the Rainy Day Fund to “shave the peak” in debt service over a 6 year period. Because of this, there are no funds in this reserve for FY 11.

• Landfill Post Closure Reserve – The Landfill Closure reserve sets aside monies for the costs associated with monitoring and remediation of a landfill after it is closed in order to meet the requirements of the Department of Environmental Quality. The reserve is $250,000, and $59,150 may be needed in FY 10 for remediation costs.

• Facilities and Maintenance Reserve – This reserve fund earmarks monies for facilities and general

maintenance items. This reserve differs from the Capital Reserve in that the Capital Reserve focuses on major capital projects designed to meet long-term needs. Items supported through this reserve would be for purchases that are considered a part of general operations such as machinery, equipment, general repairs, and upkeep of facilities and grounds. The reserve is $723,000.

• Capital Reserve – This account reserves funds for transfer to support projects in the Capital Budget.

The reserve is $500,000.

• Technology Reserve – This account reserves funds for technology projects and infrastructure requirements from monies remaining from the Information Technology Department budget at year end. The reserve is $131,493.

• Rainy Day Fund – In FY 09, this account was established and reserved $1,000,000 to adjust for unanticipated financial issues. $229,920 was used to offset the state “flexible cut” in FY 09. $550,000 of the fund was used in FY 10 to offset $175,000 in debt service costs over a six year period. An additional $131,480 was also used in FY 10 to cover additional state reductions. The remaining balance in this reserve for FY 11 is $88,600. Additional monies from the real estate



windfall of approximately $1 million will be added to the Rainy Day Fund after June real estate collections are analyzed.

Conclusions

• The approved real estate tax rate is set at 74 cents for the FY 11 Budget, representing a three cent tax rate increase.

• The change in the motor vehicle value from loan to trade is included in the FY 11 Approved Budget.

• Given the uncertainty of the ability to meet the current year revenue estimates combined with the unknown impact of all state agency reductions on the County’s revenue, the revenue stabilization fund is intended to enable the County to react positively to future circumstances.

REVENUE SUMMARY

APPENDIX A

FY 09 INC/(DEC) FY 11 BUDGETREVISED FY 09 FY 10 FY 11

ESTIMATE REALIZED ESTIMATE ESTIMATE $ %

GENERAL FUNDGENERAL PROPERTY TAXES

REAL ESTATE PROPERTY TAX (DEC) 22,440,838 22,603,509 23,013,909 24,237,126 1,223,217 5%REAL ESTATE PROPERTY TAX (JUNE) 22,629,987 22,622,313 23,172,309 24,353,526 1,181,217 5%PERSONAL PROPERTY TAX MOTOR VEHICLES 3,935,251 4,528,852 4,506,721 4,491,742 (14,979) 0%PERSONAL PROPERTY TAX RELIEF MOTOR VEHICLES 4,754,279 4,754,279 4,754,279 4,754,279 - 0%PERSONAL PROPERTY BUSINESS FURN & FIXTURES 1,818,935 2,027,570 2,029,070 2,185,297 156,227 8%PERSONAL PROPERTY COMPUTER EQUIPMENT 374,334 393,302 392,904 386,549 (6,355) -2%PERSONAL PROPERTY MOBILE HOMES TAX 207,983 205,693 200,248 213,211 12,963 6%MACHINERY & TOOLS TAX 2,127,936 2,155,911 2,156,830 2,108,901 (47,929) -2%MERCHANTS CAPITAL TAX 954,513 976,701 976,000 845,814 (130,186) -13%PUBLIC SERVICE CORP TAXES RE & PP (DEC) 694,841 654,315 655,799 737,268 81,469 12%PUBLIC SERVICE CORP TAXES RE (JUNE) 678,939 640,019 642,964 726,699 83,735 13%DELINQUENT PROP TAX 1,132,833 1,514,766 1,085,894 976,419 (109,475) -10%ROLLBACK TAXES 35,000 12,077 15,000 15,000 - 0%PRE-PAID & OTHER PROPERTY TAXES - 126,276 - - - - PENALTY ALL PROP TAX 250,000 282,168 300,000 300,000 - 0%INTEREST ALL PROP TX 95,000 112,879 120,000 120,000 - 0%ADMIN FEE-DELINQ TP 36,209 104,677 25,000 25,000 - 0%

SUBTOTAL GENERAL PROPERTY TAXES 62,166,878 63,715,307 64,046,927 66,476,831 2,429,904 4%

OTHER LOCAL TAXES02 412101 LOCAL SALES AND USE TAX 7,745,478 7,205,999 7,614,100 6,962,139 (651,961) -9%02 412201 CONSUMER UTILITY TAX 635,000 642,860 635,000 635,000 - 0%02 412202 CONSUMER UTILITY TAX - 177 17,000 18,958 17,000 17,000 - 0%02 412203 E-911 - 177 CORRIDOR 1,800 - 1,800 1,800 - 0%02 412401 TELECOMMUNICATIONS TAX 175,000 222,238 259,000 167,759 (91,241) -35%02 412501 UTILITY LICENSE TAX 20,000 16,891 17,000 16,500 (500) -3%02 412503 CONSUMPTION TAX 95,000 107,418 100,000 100,000 - 0%02 412504 CONSUMPTION TAX - 177 5,000 6,135 6,500 6,000 (500) -8%02 412601 MOTOR VEHICLE LICENSE 620,000 637,999 620,000 640,000 20,000 3%02 412701 BANK STOCK TAX 50,000 52,392 65,000 53,000 (12,000) -18%02 412801 RECORDATION TAX 600,000 688,376 600,000 600,000 - 0%02 412802 ADDITIONAL TAX ON DEEDS 190,000 140,475 150,000 120,000 (30,000) -20%02 412901 TRANSIENT OCCUPANCY TAX 5,000 2,029 5,000 2,000 (3,000) -60%02 412902 TRANSIENT OCCUPANCY TAX - 177 34,005 32,483 40,000 33,000 (7,000) -18%02 412905 MEALS TAX 210,000 207,298 210,000 205,000 (5,000) -2%

SUBTOTAL OTHER LOCAL TAXES 10,403,283 9,981,550 10,340,400 9,559,198 (781,202) -8%

OTHER UNDESIGNATED REVENUE02 413305 LAND TRANSFER FEE 2,900 2,097 2,900 2,000 (900) -31%02 414101 COURT FINES & FORFEITURES 125,000 86,587 80,000 100,000 20,000 25%

COUNTY OF MONTGOMERY, VIRGINIAFISCAL YEAR 2011 REVENUE ESTIMATES

FROM FY 10 BUDGET

Page 1




FROM FY 10 BUDGET

02 415102 INTEREST ON CHECKING 675,000 499,768 354,000 183,000 (171,000) -48%02 415201 RENTAL OF PROPERTY 171,984 177,967 171,984 171,984 - 0%02 415207 SALE OF SURPLUS/SALVAGE - 22,228 - - - - 02 416608 RETURNED CHECK - 1,470 - - - - 02 418999 MISCELLANEOUS - 77 - - - - 02 419108 RECOVERED COSTS - 27,544 - - - - 02 422101 SHARE ABC PROFITS - - - - - - 02 422102 SHARE OF WINE TAXES - - - - - - 02 422103 MOTOR VEHICLE CARRIER TAX 108,191 121,900 110,000 126,201 16,201 15%02 422105 MOBILE HOME TITLING TAX 135,000 96,569 114,000 75,000 (39,000) -34%02 422106 BOUNTY MONEY - - - - - - 02 422109 4% CAR RENTAL TAX 25,000 19,242 20,000 20,000 - 0%02 422112 PYMNT IN LIEU OF TX-PARKS 25,000 56,614 25,000 25,000 - 0%02 433295 MINERAL ROYALTIES - 1,283 - - - -

SUBTOTAL OTHER UNDESIGNATED REVENUE 1,268,075 1,113,345 877,884 703,185 (174,699) -20%

GENERAL FUND BALANCE

02 451203 (TO)FROM UNDESIGNATED FUND BAL 5,028,665 - - - - - 02 451205 (TO)FROM DESIG FUND BALANCE 4,221,592 - - - - -

SUBTOTAL GENERAL FUND BALANCE 9,250,257 - - - - -

TOTAL UNDESIGNATED REVENUE 83,088,493 74,810,201 75,265,211 76,739,214 1,474,003 2%

TRANFERS TO/FROM OTHER FUNDS02 451200 TRANSFER TO SCHOOL OPER. (39,073,041) (35,719,887) (35,103,980) (35,714,191) (610,211) 2%02 451104 TRANSFER TO DEBT SERVICE (13,831,518) (13,383,529) (16,973,985) (15,623,985) 1,350,000 -8%02 451209 TRANSFER TO SCHOOL CAPITAL CONSTRUCTION (2,367,772) (1,640,871) - - - - 02 451209 TRANSFER TO COUNTY CAPITAL (1,692,609) (1,692,609) (335,720) (340,000) (4,280) 1%02 451107 TRANSFER FROM COUNTY CAPITAL - 1,867,973 - - 02 451209 TRANSFER TO SCHOOL CAFETERIA FUND (200,000) (200,000) - - - - 02 451215 TRANSFER TO REVENUE STABILIZATION FUND - - - (564,248) (564,248) -

SUBTOTAL TRANFERS (57,164,940) (50,768,922) (52,413,685) (52,242,424) 171,261 0%

NET UNDESIGNATED RESOURCES 25,923,553 24,041,279 22,851,526 24,496,790 1,645,264 7%

DESIGNATED RESOURCESBOARD OF SUPERVISORS

02100 419108 RECOVERED COSTS - 100 - - - -

Page 2




FROM FY 10 BUDGET

COUNTY ADMINISTRATION

02110 419108 RECOVERED COSTS 25,195 39,452 9,800 9,800 - 0%

COUNTY ATTORNEY

02120 419108 RECOVERED COSTS - 6,762 - - - - 02120 419120 BOE-COSTS - 13 - - - -

FINANCIAL & MANAGEMENT SERVICES

02130 419108 RECOVERED COSTS 125,000 90,983 125,000 125,000 - 0%

INSURANCE

02132 419108 RECOVERED COSTS 126,000 60,686 126,000 126,000 - 0%

INFORMATION TECHNOLOGY

02140 419108 RECOVERED COSTS - 3,776 - 4,983 4,983 -

COMMISSIONER OF REVENUE-COMP

02150 419108 RECOVERED COSTS - (1,574) 02150 423100 SHARED EXPENSES 226,345 224,765 223,115 80,375 (142,740) -64%

ASSESSMENT - COUNTY

02152 413304 LAND USE APPLICATION FEE 787 1,633 1,800 1,800 - 0%02152 419108 RECOVERED COSTS 2,270 1,624 - - - -

TREASURER - COMP BD

02160 423100 SHARED EXPENSES 224,200 216,458 218,926 76,666 (142,260) -65%

TREASURER - COLLECTIONS02162 416010 FEES 168 252 - - - - 02162 416603 INTEREST 25 - - - - -

ELECTORAL BOARD

02170 419108 RECOVERED COSTS - 300 - - - - 02170 423100 SHARED EXPENSES 63,752 140,421 61,159 47,890 (13,269) -22%

Page 3




FROM FY 10 BUDGET

INTERNAL SERVICES

02180 415212 MILEAGE 17,700 - 17,700 17,700 - 0%02180 415209 PROCEEDS FROM RESALE 24,500 - 24,500 24,500 - 0%02180 415211 SALE OF PHOTOCOPIES 3,500 2,491 3,500 3,500 - 0%02180 419107 GARAGE CHARGES INTERNAL 6,000 6,896 6,000 6,000 - 0%02180 419111 VEHICLE MAINTENANCE 40,000 85,123 40,000 40,000 - 0%02180 419112 CANTEEN FUND - 62 - - - -

COMMONWEALTH ATTORNEY

02200 416011 J&D DELINQUENT COLLECTIONS 2,283 9,344 2,283 2,283 - 0%02200 416012 GENERAL DISTRICT BBURG DEL COLLECTION 27,136 16,490 8,855 8,855 - 0%02200 416013 GENERAL DISTRICT CBURG DEL COLLECTION 52,073 71,531 52,073 52,073 - 0%02200 416014 CIRCUIT COURT DELINQUENT COLLECTIONS 37,997 (19,044) 37,997 37,997 - 0%02200 419104 CONFISCATIONS 8,141 15,321 - - - - 02200 423100 SHARED EXPENSES 650,589 651,595 628,051 575,979 (52,072) -8%02200 423200 COMMONWEALTH ATT'Y FEES 2,769 3,166 2,769 2,769 - 0%

CIRCUIT COURT

02210 416016 JUDGE'S SECRETARY SALARY 7,500 7,500 7,500 7,500 - 0%02210 419108 RECOVERED COSTS - - - - - - 02210 419122 JURYREIM 4,549 16,374 - - - -

GENERAL DISTRICT COURT

02220 414204 COURTHOUSE MAINTENANCE FEES 10,000 11,416 10,000 10,000 - 0%02220 419108 RECOVERED COSTS - - - - - -

J & D RELATIONS COURT

02230 419108 RECOVERED COSTS - (273) - - - -

CIRCUIT COURT CLERK

02250 416010 FEES 290,000 157,868 87,800 137,002 49,202 56%02250 410107 JURY FEES - - - - - - 02250 423100 SHARED EXPENSES 464,447 453,223 383,504 306,292 (77,212) -20%

SHERIFF - COMP BOARD

02310 419108 RECOVERED COSTS 9,318 16,360 - - - - 02310 423100 SHARED EXPENSES 4,586,320 4,394,442 4,018,459 3,894,257 (124,202) -3%02310 424415 LOCAL JAIL BLOCK GRANT 528,000 547,718 190,708 157,604 (33,104) -17%

Page 4




FROM FY 10 BUDGET

SHERIFF - COUNTY

02320 412301 E-911 TAX 145,000 145,000 145,000 145,000 - 0%02320 414200 COURTHOUSE SECURITY FEE 206,000 164,808 175,000 189,609 14,609 8%02320 414206 JAIL FEES 7,200 7,737 7,000 8,000 1,000 14%02320 414207 JAIL - NONCONSECUTIVE DAYS 108 42 60 50 (10) -17%02320 414208 DNA FEE 1,080 798 900 900 - 0%02320 415103 INTEREST ON SAVINGS - 445 - - - - 02320 416010 FEES 4,137 4,137 4,137 4,137 - 0%02320 419104 CONFISCATIONS 24,007 22,477 9,000 2,000 (7,000) -78%02320 419105 JAIL INMATE TELEPHONE 55,000 56,939 55,000 27,000 (28,000) -51%02320 419106 INMATE MEDICAL REIMBURSEMENT 3,500 828 800 700 (100) -13%02320 419108 RECOVERED COSTS 115,729 136,225 1,000 1,000 - 0%02320 419114 PRISONER/BOARDING 3,500 6,452 3,000 4,000 1,000 33%02320 419115 FINGERPRINTING 400 925 500 300 (200) -40%02320 419123 HEM DRUG TESTING 9,400 8,820 6,240 9,000 2,760 44%02320 419124 HEM MONITORING 75,500 70,646 52,560 75,000 22,440 43%02320 419125 HEM CONNECTION 1,000 2,595 300 1,500 1,200 400%02320 423100 SHARED EXPENSES 58,400 - 33,512 - (33,512) -100%02320 424404 FEDERAL CONFISCATIONS 56,995 56,995 - - - - 02320 424415 LOCAL JAIL BLOCK - - - 33,512 33,512 - 02320 424460 WIRELESS 911 35,000 42,711 49,000 60,000 11,000 22%02320 441101 INSURANCE RECOVERIES - (8,275) - - - -

FIRE AND RESCUE

02330 419108 RECOVERED COSTS - (14,556) - - - - 02330 441101 INSURANCE RECOVERIES - 18,505 - - - -

ANIMAL CONTROL

02340 413100 ANIMAL LICENSES 18,000 40,388 29,800 19,200 (10,600) -36%02340 413101 DOG & CAT STERILIZATION 337 2,510 700 1,000 300 43%02340 419108 RECOVERED COSTS - - 1,700 - (1,700) -100%

GENERAL SERVICES

02400 413308 BUILDING PERMITS 172,383 116,635 98,000 104,000 6,000 6%02400 413309 OCCUPANCY PERMITS 2,205 1,575 1,000 1,000 - 0%02400 413310 ELECTRICAL PERMITS 35,350 29,530 28,200 26,000 (2,200) -8%02400 413311 MECHANICAL PERMITS - 19,677 15,000 16,000 1,000 7%02400 413312 PLUMBING PERMITS 34,362 18,727 17,600 18,000 400 2%02400 413313 BUILDING PLAN - 100 - - - -

02400 413316 TECHNOLOGY FEE 13,600 - - - - -02400 413323 MANUFACTURED HOUSING PERMITS 33,146 11,302 10,300 13,000 2,700 26%

Page 5




FROM FY 10 BUDGET

02400 413325 REINSPECTION PERMITS 11,327 810 1,000 1,500 500 50%02400 414204 COURTHOUSE MAINTENANCE FEES 50,000 43,297 50,000 113,502 63,502 127%02400 414205 HHS MAINTENANCE FEES 16,800 16,800 16,800 16,800 - 0%02400 419108 RECOVERED COSTS - 7,852 - - - - 02400 419110 HEALTH & HUMAN SVCS UTILITIES 67,906 42,224 64,000 56,000 (8,000) -13%

MAINTENANCE B&G COURTHOUSE

024002 424415 LOCAL JAIL BLOCK 21,500 - 21,500 21,500 - 0%

SOLID WASTE COLLECTION

02410 412201 CONSUMER UTILITY TAX 728,174 728,174 728,174 728,174 - 0%02410 416082 WASTE COLLECTION AND DISPOSAL 46,000 56,465 40,700 40,700 - 0%02410 424407 LITTER CONTROL GRANT 24,000 29,974 14,000 14,000 - 0%

ENGINEERING/ENVIRONMENTAL SVC

02420 413324 SOIL EROSION PERMITS 50,000 36,560 35,800 26,000 (9,800) -27%

AUTOMOBILE GRAVEYARD

02430 413301 AUTOMOBILE GRAVEYARD LICENSE 4,500 3,600 4,500 4,500 - 0%

COMPREHENSIVE SERVICES ACT

02510 419108 RECOVERED COSTS - 82,718 - - - - 02510 424445 COMPREHENSIVE SERVICES ACT 1,453,345 1,120,364 1,236,943 1,162,784 (74,159) -6%

HUMAN SERVICES

02520 419458 CSA ADMINISTRATION 12,000 12,271 12,000 12,000 - 0%02520 419108 RECOVERED COSTS - 138 - - - - 25202 419108 RECOVERED COSTS 3,827 3,927 - - - - 25202 433107 R.S.V.P. GRANT 58,674 58,912 58,674 58,912 238 0%25205 413300 USER FEES - 390 - - - - 25205 416156 FLOYD CONTRIBUTION 9,204 - 8,648 6,055 (2,593) -30%25205 424412 VJCCCA GRANT 67,071 76,275 64,855 45,471 (19,384) -30%

SOCIAL SERVICES

02540 419108 RECOVERED COSTS - 157,935 70,000 70,000 - 0%02540 424102 PUBLIC ASSISTANCE PAYMENTS 5,360,684 5,275,879 5,200,520 5,434,517 233,997 4%02540 434402 FEDERAL PASS THROUGH 268,954 233,274 268,954 268,472 (482) 0%

Page 6




FROM FY 10 BUDGET

PARKS AND RECREATION

02700 419108 RECOVERED COSTS - - - - - - 02700 416158 FUNDRAISING - - - - - - 27001 415201 PROPERTY RENTAL 1,500 1,560 1,500 1,500 - 0%27002 416010 ADULT EDUCATION FEES 5,500 9,583 8,000 9,000 1,000 13%27004 416010 SWIMMING POOL FEES 50,000 65,232 56,000 56,600 600 1%27005 416010 SENIOR EDUCATION FEES 3,500 561 1,000 500 (500) -50%27006 416010 ATHLETIC FEES 33,000 33,175 38,000 38,000 - 0%27006 416158 SCHOLARSHIP - 938 - - - - 27007 416010 COMMUNITY RECREATION FEES 3,000 670 3,000 500 (2,500) -83%27007 416158 SCHOLARSHIP - 41 - - - - 27008 416010 SENIOR TOUR FEES 9,500 13,492 9,500 13,000 3,500 37%27009 416010 OUTDOOR RECREATION FEES 15,100 11,775 15,100 12,000 (3,100) -21%27010 416010 SPECIAL PROGRAMS 2,000 - 1,000 1,000 - 0%27011 416010 SUMMER FEES 13,000 16,879 16,000 17,000 1,000 6%27012 416158 FUNDRAISING - 1,011 - - - - 27014 416168 SCHOLARSHIP - 424 - - - - 27016 416010 MEADOWBROOK SENIOR PROGRAMS - 374 - - - -

REGIONAL LIBRARY

02710 415211 SALE OF PHOTOCOPIES 13,669 13,510 12,000 12,000 - 0%02710 416151 LIBRARY FINES 64,730 76,265 66,262 66,262 - 0%02710 416152 LIBRARY FEES - 3,427 - - - - 02710 416156 FLOYD CONTRIBUTION 74,278 74,278 74,278 74,278 - 0%02710 416158 LIBRARY DONATIONS - - - - - - 02710 416159 BLACKSBURG CONTRIBUTION 12,000 12,000 12,000 12,000 - 0%02710 416160 CHRISTIANSBURG CONTRIBUTION 8,000 10,000 8,000 8,000 - 0%02710 419108 RECOVERED COSTS 5,003 9,038 - - - - 02710 424409 STATE LIBRARY GRANT 242,985 242,985 228,699 183,818 (44,881) -20%02710 416158 DONATIONS - 25,003 - - - -

PLANNING & GIS

02800 413307 REZONING AND SUBDIVISION PERMT 18,036 30,735 23,036 23,036 - 0%02800 413314 SITE PLAN REVIEW 1,000 3,345 1,000 1,000 - 0%02800 413316 TECHNOLOGY FEE 8,400 18,898 22,000 22,000 - 0%02800 416161 SALE OF MAPS, ORDINANCES 2,800 1,258 2,800 2,800 - 0%02800 419108 RECOVERED COSTS - 655 - - - -

Page 7




FROM FY 10 BUDGET

ECONOMIC DEVELOPMENT

02810 419108 RECOVERED COSTS - 59,394 - - - -

OTHER AGENCIES

02910 422113 EXTENSION OFFICE REIMBURSEMENT 1,200 195 - - - - 02910 423100 SHARED EXPENSES 735 - - - - -

GENERAL GOVT DEBT SERVICE

02150 451205 RAINY DAY AND DEBT SERVICE FUND - - 1,050,000 - (1,050,000) -100%

ADJUSTMENTS

02990 418306 ADJ FOR INTERNAL SERVICES (91,700) (76,856) (91,700) (91,700) - 0%02990 451202 (TO) FROM AUTO GRVYD RESERVE (4,500) - (4,500) (4,500) - 0%

TOTAL DESIGNATED 17,424,605 16,845,637 16,482,851 15,055,714 (1,427,137) -9%

TOTAL GENERAL FUND RESOURCES 43,348,158 40,886,916 39,334,377 39,552,504 218,127 1%

LAW LIBRARY

03 415102 INTEREST ON INVESTMENTS 1,000 - 1,000 1,000 - 0%03 415103 INTERST ON SAVINGS - 4,356 - - - - 03 416010 FEES 14,000 16,676 14,000 14,000 - 0%03 451204 FUND BALANCE 2,600 - 2,600 2,600 - 0%

TOTAL LAW LIBRARY 17,600 21,032 17,600 17,600 - 0%

SCHOOL OPERATING FUND

LOCAL DESIGNATED RESOURCES09 415201 RENTAL OF PROPERTY 1,500 - 1,500 1,500 - 0%09 416121 TUITION - PRIVATE SOURCES 17,000 7,066 17,000 17,000 - 0%09 416122 SPECIAL FEES - 6,460 - - - - 09 416125 TRANSPORTATION OF PUPILS - 29,621 - - - - 09 418301 RECOVERED COSTS 160,198 261,408 97,500 97,500 - 0%09 418302 UN SVC DIS 204,333 212,572 - - - - 09 418910 INSURANCE ADJUSTMENTS 5,000 4,376 5,000 5,000 - 0%09 418992 ADMINISTRATIVE COSTS-WARRANTS 35,000 - 35,000 35,000 - 0%09 418994 BENEFITS OTHER STATE AGENCIES 30,000 - 30,000 30,000 - 0%09 418995 SALE OF SUPPLIES 1,500 1,606 1,500 1,500 - 0%09 418998 SALE OF SCHOOL BUSES 5,000 43,200 5,000 5,000 - 0%

Page 8




FROM FY 10 BUDGET

09 418999 SALE OF OTHER EQUIPMENT 3,500 10,569 3,500 3,500 - 0%09 418996 MEDICAID REIMBURSEMENT 150,000 - 150,000 150,000 - 0%09 419101 TUITION-OTHER LOCALITY 10,000 10,402 10,000 10,000 - 0%

SUBTOTAL LOCAL DESIGNATED RESOURES 623,031 587,282 356,000 356,000 - 0%

DESIGNATED STATE REVENUE

09 422111 STATE RECORDATION TAX 186,658 285,259 186,658 148,467 (38,191) -20%

STATE SOQ09 424201 STATE SALES TAX 10,453,439 9,693,183 10,301,727 9,812,643 (489,084) -5%09 424202 BASIC STATE AID - SOQ 30,741,285 30,920,333 27,795,113 25,148,960 (2,646,153) -10%09 424207 GIFTED EDUCATION SOQ 280,709 278,576 280,183 278,248 (1,935) -1%09 424208 REMEDIAL EDUCATION SOQ 648,751 868,650 647,533 667,795 20,262 3%09 424209 ENROLLMENT LOSS - 99,681 - - - - 09 424210 TEXTBOOKS 739,326 733,707 737,939 97,284 (640,655) -87%09 424212 SPECIAL EDUCATION SOQ 4,204,403 4,281,887 4,196,512 3,920,202 (276,310) -7%09 424217 VOCATIONAL EDUCATION SOQ 848,366 922,240 846,774 865,660 18,886 2%09 424221 FICA INSTRUCTIONAL SOQ 1,709,208 3,961,971 1,706,001 1,657,120 (48,881) -3%09 424222 GROUP LIFE 74,856 - 62,263 61,833 (430) -1%09 424225 RETIREMENT 2,208,247 - 2,191,650 983,142 (1,208,508) -55%09 424267 ENGLISH-2ND LANGUAGE 148,932 130,268 148,054 - (148,054) -100%

SUBTOTAL STATE SOQ 52,057,522 51,890,496 48,913,749 43,492,887 (5,420,862) -11%

INCENTIVE PROGRAMS09 424276 EDUCATIONAL TECHNOLOGY 622,000 638,209 622,000 596,000 (26,000) -4%09 424390 COMPOSITE INDEX HOLD HARMLESS - - - 279,563 279,563 -

SUBTOTAL INCENTIVE PROGRAMS 622,000 638,209 622,000 875,563 253,563 41%

STATE CATEGORICAL09 424206 GENERAL ADULT EDUCATION 9,781 8,084 9,781 9,781 - 0%09 424246 SPECIAL EDUCATION HOMEBOUND 68,908 - 93,947 63,332 (30,615) -33%09 424247 SPECIAL EDUCATION HOSPITAL 201,756 - 265,375 371,210 105,835 40%09 424295 SPECIAL EDUCATION IN JAIL - 3,220 5,000 3,920 (1,080) -22%

SUBTOTAL STATE CATEGORICAL 280,445 11,304 374,103 448,243 74,140 20%

LOTTERY FUNDED PROGRAMS09 424204 REMEDIAL SUMMER 200,687 - 253,077 50,227 (202,850) -80%09 424205 FOSTER CARE 140,317 40,700 89,625 99,426 9,801 11%09 424211 ISAEP/GED FUNDING 15,717 15,717 15,717 15,717 - 0%09 424218 VOCATIONAL EDUCATION 87,207 1,208 94,669 89,013 (5,656) -6%

Page 9




FROM FY 10 BUDGET

09 424210 TEXTBOOKS - - - 227,586 227,586 - 09 424223 ALGEBRA READINESS SOL 83,524 83,610 83,610 80,354 (3,256) -4%09 424226 NL BOARD CERTIFICATION - 52,500 - - - - 09 424228 READING INTERVENTION 189,572 173,608 173,608 162,686 (10,922) -6%09 424248 SPECIAL EDUCATION REGIONAL TUITION - - 15,418 23,164 7,746 50%09 424252 LOTTERY 1,486,263 1,229,635 565,782 - (565,782) -100%09 424258 SALARY SUPPLEMENT PAYMENTS - 32,000 - - - - 09 424259 SPECIAL ED-FOSTER CARE - 38,112 - - - - 09 424265 AT RISK 525,491 521,595 482,681 445,047 (37,634) -8%09 424267 ENGLISH-2ND LANGUAGE - - - 98,894 98,894 - 09 424272 ALTERNATIVE EDUCATION 121,716 243,432 131,889 120,166 (11,723) -9%09 424275 REDUCE K-3 CLASSES 966,775 972,771 972,850 655,978 (316,872) -33%09 424281 AT RISK FOUR YEAR OLDS 702,432 702,432 760,968 739,285 (21,683) -3%09 424290 TEACHER MENTOR 9,350 16,466 9,350 13,466 4,116 44%09 424293 VIRT ADVANCED PLACEMENT - 624 - - - - 09 424299 OTHER STATE AID 637 128,292 - - - - 09 424416 PROJECT GRADUATION REGIONAL - 27,543 - - - -

SUBTOTAL LOTTERY FUNDED PROGRAMS 4,529,688 4,280,245 3,649,244 2,821,009 (828,235) -23%

SUBTOTAL STATE DESIGNATED REVENUE 57,676,313 57,105,514 53,745,754 47,786,169 (5,959,585) -11%

DESIGNATED FEDERAL REVENUE09 433201 ADULT BASIC EDUCATION 89,405 72,989 85,560 76,623 (8,937) -10%09 433202 FAMILY LITERACY/CHAPTER I 1,531,110 1,427,395 1,492,449 1,523,152 30,703 2%09 433203 ESEA CHAPTER II BLOCK GRANT 25,190 2,230,714 - - - - 09 433206 GAPS EDUCATION 210,920 210,921 - - - - 09 433208 FOREST RESERVE FUNDS 5,000 43,066 5,000 5,000 - 0%09 433209 JOB PARTNERSHIP TR. ACT - 32,639 - - - - 09 433211 MEDICAID REIMBURSEMENTS 76,250 318,712 - - - - 09 433212 TITLE III 24,994 7,849 - 23,797 23,797 - 09 433214 HOMELESS FUNDING 35,070 54,294 - - - - 09 433215 FEDERAL STIMULUS FUNDING - - 3,221,940 - (3,221,940) -100%09 433219 SPECIAL EDUCATION-P.L. 94-141 1,854,588 48,770 1,902,249 1,944,531 42,282 2%09 433224 VOCATIONAL EDUC-CATEGORICAL 150,510 35,472 144,137 149,020 4,883 3%09 433226 EESA PL 98-377 TITLE II 303,759 432,327 307,800 368,201 60,401 20%09 433228 DRUG FREE SCHOOL PAYMENTS 37,354 51,917 30,423 28,617 (1,806) -6%09 433212 TITLE III ESL - - 29,432 - (29,432) -100%09 433290 OTHER FEDERAL FUNDS-DQE - 65,228 - - - - 09 433234 DETENTION HOME READING PROGRAM - 173,448 - - - -

SUBTOTAL FEDERAL DESIGNATED 4,344,150 5,205,741 7,218,990 4,118,941 (3,100,049) -43%

Page 10




FROM FY 10 BUDGET

TRANSFERS (TO) FROM OTHER FUNDS09 451100 TRANSFER FROM GENERAL FUND 39,073,041 35,719,887 35,103,980 35,714,191 610,211 2%09 416603 INTEREST - 15 - - - - 09 451204 FUND BALANCE 38,158 38,158 - 641,519 641,519 -

TOTAL TRANSFERS 39,111,199 35,758,060 35,103,980 36,355,710 1,251,730 4%

TOTAL SCHOOL OPERATING FUND RESOURCES 101,754,693 98,656,597 96,424,724 88,616,820 (7,807,904) -8%

TOTAL GENERAL AND SCHOOL OPERATING FUNDS 145,102,851 139,543,514 135,759,101 128,169,324 (7,589,777) -6%

SCHOOL CAFETERIA FUND11 416124 CAFETERIA RECEIPTS 2,221,041 2,437,208 2,209,614 2,241,614 32,000 1%11 424215 STATE AID SCHOOL FOOD PROGRAM 60,642 - 72,069 72,069 - 0%11 433213 FEDERAL AID-SCH FOOD PROGRAM 1,491,032 1,577,086 1,491,032 1,491,032 - 0%11 415102 INTEREST - 35,743 - - - - 11 451203 (TO)FROM UNDESIGNATED FUND BAL 225,000 - - - - - 11 451100 (TO)FROM GENERAL FUND 200,000 200,000 - - - - TOTAL SCHOOL CAFETERIA FUND 4,197,715 4,250,037 3,772,715 3,804,715 32,000 1%

SCHOOL CAPITAL PROJECTS FUND19 451100 TRANSFER FROM GENERAL FUND 2,367,772 1,640,871 - - - - 19 451104 TRANSFER TO DEBT SERVICE FUND - - (1,873,545) (1,893,883) (20,338) 1%19 OTHER REVENUE/FUND BALANCE - - 1,873,545 1,893,883 20,338 1%TOTAL SCHOOL CAPITAL PROJECTS FUND 2,367,772 1,640,871 - - - -

COUNTY CAPITAL PROJECTS FUND

12 451110 TRANSFER FROM GENERAL FUND 1,692,609 1,692,609 335,720 340,000 4,280 1%12 451214 TRANSFER TO GENERAL FUND - (1,867,973) - - - - TOTAL COUNTY CAPITAL PROJECTS FUND 1,692,609 (175,364) 335,720 340,000 4,280 1%

DEBT SERVICE FUND

18 415107 INTEREST AND FREED UP DS RESERVE - 320,631 177,679 70,115 (107,564) -61%18 424239 STATE SCHOOL CONSTRUCTION 227,535 228,132 - - - - 18 451205 DEBT SERVICE FUND BALANCE - - - 175,000 175,000 - 18 TRANSFER FROM SCHOOL CAPITAL FUND - - 1,873,545 1,893,883 20,338 1%18 451100 TRANSFER FROM GENERAL FUND 13,831,518 13,383,529 16,973,985 15,623,985 (1,350,000) -8%

- TOTAL DEBT SERVICE FUND 14,059,053 13,932,291 19,025,209 17,762,983 (1,262,226) -7%

Page 11




FROM FY 10 BUDGET

REVENUE STABILIZATION FUND40 451204 FUND BALANCE - - - 564,248 564,248 -

TOTAL REVENUE STABILIZATION FUND - - - 564,248 564,248 -

TOTAL RESOURCES ALL FUNDS 167,437,600 159,212,381 158,910,345 150,658,870 (8,251,475) -5%

Page 12

EXPENDITURE PLANS


REVENUE SHARING

Citizens



Assistant County

Administrator

Revenue Sharing

REVENUE SHARING

Budget Summary

Change

FY 09 FY 09 FY 10 FY 11 FY 11 FY 11 App 10/

Revised Actual Approved Base + Addenda = Approved App 11

EXPENDITURES BY DEPARTMENT

Refunds 168,297$ 159,496$ 164,106$ 164,106$ -$ 164,106$ -$

TOTAL EXPENDITURES 168,297$ 159,496$ 164,106$ 164,106$ -$ 164,106$ -$

REVENUE BY CLASSIFICATION

Designated Revenue -$ -$ -$ -$ -$ -$ -$

Adjustment for Revenue Refunds -$ -$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ -$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE 168,297$ 159,496$ 164,106$ 164,106$ -$ 164,106$ -$

TOTAL REVENUES 168,297$ 159,496$ 164,106$ 164,106$ -$ 164,106$ -$

REVENUE SHARING

Division Description

This division is responsible for payments to the City of Radford as part of a revenue sharing agreement

between the County and the City. Payments are equal to 27.5% of all revenue collected in the 177 Corridor

and are made semi-annually to the City of Radford.

Base Budget Discussion

The base budget is the estimated minimum cost for providing continued services/operations for each

division/department. It is based on the prior year approved budget with adjustments. This budget shows

how much it would cost in the next fiscal year to operate the same programs approved in the current fiscal

year.

No Notable Base Budget Adjustments

Addenda & Reductions Discussion

Addenda consist of dollars over and above the base budget target for operating and capital. Approved

addenda items are generally for new and/or expanded services/initiatives. Reductions reflect dollars reduced

in revenue and/or expense necessary to address a shortfall in the general fund revenue.

No Addenda Added

REVENUE SHARING

Department Description and Financial Data

Revenue Sharing

This department is responsible for payments to the City of Radford as part of a revenue sharing agreement

between the County and the City.

Change




Revenue Sharing 168,297$ 159,496$ 164,106$ 164,106$ -$ 164,106$ -$


Citizens



Budget Summary

Change




Board of Supervisors 1,302,921$ 506,134$ 244,899$ 254,228$ -$ 254,228$ 9,329$

TOTAL EXPENDITURES 1,302,921$ 506,134$ 244,899$ 254,228$ -$ 254,228$ 9,329$

EXPENDITURES BY CLASSIFICATION

Personal Services 169,560$ 157,679$ 140,019$ 149,348$ -$ 149,348$ 9,329$

Operations & Maintenance 1,133,361$ 348,455$ 104,880$ 104,880$ -$ 104,880$ -$

Capital Outlay -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 1,302,921$ 506,134$ 244,899$ 254,228$ -$ 254,228$ 9,329$


Local Recovered Costs -$ 100$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ 100$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE 1,302,921$ 506,034$ 244,899$ 254,228$ -$ 254,228$ 9,329$

TOTAL REVENUES 1,302,921$ 506,134$ 244,899$ 254,228$ -$ 254,228$ 9,329$


Division Description The Board of Supervisors is an elected body of seven members, representing seven voting districts. The

Board of Supervisors has both administrative and legislative responsibilities, some of which are discharged

in the role of the local governing body and some of which have derived from its function as an administrative

subdivision of the state. The Board establishes policies and enacts ordinances governing the County and its

citizens.





year.

Base Fringe Benefit Adjustments – The base budget includes funding for the following fringe benefits

changes: a 12% increase for health insurance, a 250% increase for unemployment insurance, and a

23% decrease in workers’ compensation insurance. All other fringe benefit rates remain unchanged

for FY 11.

Addenda and Reduction Discussion




No Addenda Added




The Board of Supervisors is responsible for adopting an annual County budget and appropriating funds;

setting local tax rates and levying County taxes; appointing members of various boards and committees; and

adopting the County’s comprehensive land use plan and related ordinances.

Change




Board of Supervisors 1,302,921$ 506,134$ 244,899$ 254,228$ -$ 254,228$ 9,329$


Citizens



County Administration

Administration

Emergency Services

Public Information

Human Resources


Budget Summary

Change




Administration 580,568$ 518,816$ 572,821$ 597,903$ -$ 597,903$ 25,082$

Emergency Services 99,021$ 87,046$ 87,942$ 88,158$ -$ 88,158$ 216$

Human Resources 504,846$ 409,812$ 452,105$ 466,027$ 16,000$ 482,027$ 29,922$

Public Information 294,919$ 262,223$ 268,679$ 260,080$ -$ 260,080$ (8,599)$

TOTAL EXPENDITURES 1,479,354$ 1,277,898$ 1,381,547$ 1,412,168$ 16,000$ 1,428,168$ 46,621$


Personal Services 1,049,387$ 989,235$ 1,099,610$ 1,130,391$ -$ 1,130,391$ 30,781$

Operations & Maintenance 376,160$ 254,803$ 281,437$ 281,277$ 16,000$ 297,277$ 15,840$

Capital Outlay 53,807$ 33,860$ 500$ 500$ -$ 500$ -$



Local Recovered Costs 25,195$ 39,452$ 9,800$ 9,800$ -$ 9,800$ -$

TOTAL DESIGNATED REVENUE 25,195$ 39,452$ 9,800$ 9,800$ -$ 9,800$ -$

TOTAL UNDESIGNATED REVENUE 1,454,159$ 1,238,445$ 1,371,747$ 1,402,368$ 16,000$ 1,418,368$ 46,621$

TOTAL REVENUES 1,479,354$ 1,277,898$ 1,381,547$ 1,412,168$ 16,000$ 1,428,168$ 46,621$

Total Authorized Personnel (FTE) 13.5 13.5 14.5 14.5 0 14.5



The County Administration Division includes Administration, Emergency Services, Human Resources and

Public Information. Division staff includes the County Administrator, Assistant County Administrator,

Assistant to the Administrator, Emergency Services Coordinator, Human Resources Director, Public

Information Director, and six support positions. The County Administrator, who is appointed by and

accountable to the Board of Supervisors, leads County operations.





year.

Base Salary and Fringe Benefit Adjustments – The base budget includes funding for a 12% increase

for health insurance, a 5% increase in Virginia Retirement System (VRS) rates, a 40% increase in

group life insurance rates, a 23% decrease in workers’ compensation insurance, and a 250% increase

in unemployment insurance rates. All other fringe benefit rates remain unchanged for FY 11.

$10,333 Base Budget Shift – A total of $10,333 in operations and maintenance funds have been

shifted from the Public Information budget to the Wellness Program budget for FY 11. This base

budget adjustment provides additional funding for the health clinic based on increased employee

utilization.

Base Motor Vehicle Insurance Adjustments – $160 is reduced from the base budget to reflect a 13%

decrease in motor vehicle insurance premiums for FY 11.





$16,000 is Added for Increased Costs of the Health Clinic – This increase is made for the County

health clinic based on the projected employee usage in FY 11. The number of employees participating

in the health clinic has increased 55% between 2008 and 2010 from 220 to 340. The $16,000 increase

and the $10,333 base budget shift discussed above will provide $26,333 in additional funding for a

total of $161,466 in FY 11.



Administration The County Administrator guides and directs the day-to-day operations of County government under the

authority of the Board of Supervisors and has ultimate responsibility for all phases of local government. The

County Administrator is responsible for recommending policies and implementing programs for the Board of

Supervisors; and for ensuring compliance with federal, state and local laws.

Change




County Administration 580,568$ 518,816$ 572,821$ 597,903$ -$ 597,903$ 25,082$

Authorized Personnel 5.5 5.5 5.5 5.5 0 5.5

Emergency Services The Emergency Services Office coordinates the fire, rescue, and public safety functions throughout the

County and administers the Homeland Security Grant.

Change




Emergency Services 99,021$ 87,046$ 87,942$ 88,158$ -$ 88,158$ 216$

Authorized Personnel (FTEs) 1 1 1 1 0 1

Human Resources

The Human Resources Office directs all phases of human resources management for the County. The office

develops, recommends, and interprets human resources policies for management and employees.

Recruitment, selection, and retention efforts are managed through the County’s Human Resources Office,

along with compensation and benefit programs. The office is the center of employee training programs and

it also handles employee events, incentive programs, and employee service awards.

Change




Human Resources 504,846$ 409,812$ 452,105$ 466,027$ 16,000$ 482,027$ 29,922$

Authorized Personnel (FTEs) 3 3 4 4 4

Public Information

The Public Information Office is the primary resource for information about County government. The office

encourages citizen input into the local government process and improves the accessibility of County

government to its citizens. As an extension of the Administration Office, the Public Information Office links

County residents, the media, and other groups to County government.

Change




Public Information 294,919$ 262,223$ 268,679$ 260,080$ -$ 260,080$ (8,599)$


COUNTY ATTORNEY

Citizens


County Attorney

COUNTY ATTORNEY

Budget Summary

Change




County Attorney 329,664$ 318,349$ 231,638$ 231,742$ -$ 231,742$ 104$

TOTAL EXPENDITURES 329,664$ 318,349$ 231,638$ 231,742$ -$ 231,742$ 104$


Personal Services 209,532$ 202,790$ 219,571$ 219,675$ -$ 219,675$ 104$

Operations & Maintenance 120,132$ 115,558$ 12,067$ 12,067$ -$ 12,067$ -$

Capital Outlay -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 329,664$ 318,349$ 231,638$ 231,742$ -$ 231,742$ 104$


Local Recovered Costs -$ 6,762$ -$ -$ -$ -$ -$

BOE Costs -$ 13$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ 6,775$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE 329,664$ 311,573$ 231,638$ 231,742$ -$ 231,742$ 104$

TOTAL REVENUES 329,664$ 318,349$ 231,638$ 231,742$ -$ 231,742$ 104$


COUNTY ATTORNEY


The County Attorney is appointed by the Board of Supervisors and is responsible for all civil matters

involving the County. This includes advising and representing the Board of Supervisors, County officials,

and staff of Montgomery County; preparing County ordinances; and defending or bringing actions in which

the County or any of its boards, officials, departments or employees is a party.





year.









No Addenda Added

COUNTY ATTORNEY


County Attorney

The County Attorney provides legal services to the Board of Supervisors.

Change




County Attorney 329,664$ 318,349$ 231,638$ 231,742$ -$ 231,742$ 104$

Authorized Personnel (FTEs) 1.5 1.5 1.5 1.5 0 1.5

FINANCIAL AND MANAGEMENT SERVICES

Citizens



Assistant County

Administrator

Finance

Purchasing

Financial and

Management Services


Budget Summary

Change




Finance 721,438$ 652,917$ 721,171$ 730,606$ -$ 730,606$ 9,435$

Purchasing 148,408$ 142,078$ 148,234$ 150,698$ -$ 150,698$ 2,464$

TOTAL EXPENDITURES 869,846$ 794,995$ 869,405$ 881,304$ -$ 881,304$ 11,899$




Capital Outlay 7,953$ 2,570$ -$ -$ -$ -$ -$





TOTAL UNDESIGNATED REVENUE 744,846$ 704,012$ 744,405$ 756,304$ -$ 756,304$ 11,899$

TOTAL REVENUES 869,846$ 794,995$ 869,405$ 881,304$ -$ 881,304$ 11,899$




The Financial and Management Services Division is responsible for ensuring the integrity of public funds by

developing and monitoring compliance with internal controls and financial policies and procedures. The

division is responsible for payroll, accounts payable, risk management, purchasing, and budgeting, including

the development and administration of the County’s operating budget and Capital Improvement Program

(CIP). The Division also provides County Administration with financial reports on County operations. In

addition to County finance functions, the Public Service Authority’s billing, collection, and customer service

functions are also performed in this office.





year.









No Addenda Added



Finance

The finance function maintains accounting records related to the County’s financial system and prepares and

distributes monthly expenditure reports. This area also processes invoices for payment, payroll, and all

State, Federal and IRS earnings-related forms. In addition, the Finance Department performs billing,

collection, and customer service functions for the Public Service Authority. This division also develops and

monitors the County’s budget and Capital Improvement Program (CIP).

Change




Finance 721,438$ 652,917$ 721,171$ 730,606$ -$ 730,606$ 9,435$


Purchasing The Purchasing Department assists other County departments with purchases of $2,500 or more on an as-

needed basis. Formal Invitations for Bid and Requests for Proposal are developed, issued and awarded

through this department in accordance with the Virginia Public Procurement Act. Purchase orders are issued

upon award of the solicitations.

Change




Purchasing 148,408$ 142,078$ 148,234$ 150,698$ -$ 150,698$ 2,464$


INSURANCE

Citizens



Assistant County

Administrator

Insurance

Financial and

Management Services

INSURANCE

Budget Summary

Change




Insurance 280,163$ 230,165$ 283,900$ 274,733$ -$ 274,733$ (9,167)$

TOTAL EXPENDITURES 280,163$ 230,165$ 283,900$ 274,733$ -$ 274,733$ (9,167)$


Personal Services 132,000$ 97,684$ 130,300$ 130,300$ -$ 130,300$ -$

Operations & Maintenance 148,163$ 132,481$ 153,600$ 144,433$ -$ 144,433$ (9,167)$

Capital Outlay -$ -$ -$ -$ -$ -$ -$





TOTAL UNDESIGNATED REVENUE 154,163$ 169,479$ 157,900$ 148,733$ -$ 148,733$ (9,167)$

TOTAL REVENUES 280,163$ 230,165$ 283,900$ 274,733$ -$ 274,733$ (9,167)$

INSURANCE


Insurance coverage for County buildings and their contents at replacement cost value, risk management

consulting services, and liability insurance for County officials are paid from this division.





year.

Base Insurance Adjustments – $8,641 is reduced from the Insurance Division’s base budget to reflect

premium adjustments for FY 11. These adjustments are made based on a 11% decrease in property

insurance, a 4% decrease in general liability insurance, a 1% increase in public official liability

insurance, and a 19% decrease in boiler and machinery insurance.







No Addenda Added

INSURANCE


Insurance The Insurance Division covers costs associated with the County’s Risk Management Plan.

Change




Insurance 280,163$ 230,165$ 283,900$ 274,733$ -$ 274,733$ (9,167)$


Citizens



Assistant County

Administrator

Information

Technology


Budget Summary

Change




Information Technology 1,386,123$ 1,333,967$ 1,280,672$ 1,233,156$ (72,317)$ 1,160,839$ (119,833)$

TOTAL EXPENDITURES 1,386,123$ 1,333,967$ 1,280,672$ 1,233,156$ (72,317)$ 1,160,839$ (119,833)$


Personal Services 720,718$ 720,322$ 700,803$ 705,487$ (72,317)$ 633,170$ (67,633)$

Operations & Maintenance 319,944$ 304,309$ 428,783$ 432,764$ -$ 432,764$ 3,981$

Capital Outlay 345,461$ 309,335$ 151,086$ 94,905$ -$ 94,905$ (56,181)$



Local Recovered Costs -$ 3,776$ -$ -$ 4,983$ 4,983$ 4,983$

Data Processing Revenue -$ -$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ 3,776$ -$ -$ 4,983$ 4,983$ 4,983$

TOTAL UNDESIGNATED REVENUE 1,386,123$ 1,330,190$ 1,280,672$ 1,233,156$ (77,300)$ 1,155,856$ (124,816)$

TOTAL REVENUES 1,386,123$ 1,333,967$ 1,280,672$ 1,233,156$ (72,317)$ 1,160,839$ (119,833)$

Total Authorized Personnel (FTE) 10.5 10.5 9.5 9.5 (1) 8.5



The Information Technology (IT) department manages the County’s desktop computing resources, technical

operations infrastructure and business applications environment. A 24x7 customer service helpdesk is used

to capture problem requests and manage IT resources.





year.





($52,200) in One-Time Items Reduced from the Base Budget – The total consisted of funds provided

in the FY 10 Budget that supported the one-time cost to convert MUNIS to a Microsoft Windows

platform ($27,000) and the one-time cost for network upgrades ($25,200).

Computer Replacement Base Budget – The Information Technology base budget includes $90,000 for

the County’s annual computer replacements. This base funding will allow the County to replace 30

desktop PCs, 4 laptop PCs, network devices, UPS devices, and 5 servers.





$4,983 is Added to the Information Technology Revenue Budget – This addition is made for FY 11

for IT infrastructure support to the Clerk of the Circuit Court’s Office. Revenue comes from the

Clerk’s Technology Trust Funds (TTF) to offset costs incurred by the County’s IT department in

support of the Clerk’s office.

($72,317) is Reduced to Reflect One FTE Held Vacant Due to the County Hiring Freeze – At the

beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Information

Technology Division currently has one vacant position which is frozen. This addendum captures the

dollars saved from holding this position vacant in FY 11.



Information Technology The IT department supports all County Departments, Commissioner of Revenue’s office, Treasurer’s office,

Commonwealth Attorney’s office, Sheriff’s office, Registrar’s office, the Public Service Authority and to a

lesser degree, the Clerk of the Circuit Court.

Change




Information Technology 1,386,123$ 1,333,967$ 1,280,672$ 1,233,156$ (72,317)$ 1,160,839$ (119,833)$

Authorized Personnel (FTEs) 10.5 10.5 9.5 9.5 (1) 8.5

COMMISSIONER OF REVENUE

Citizens

Commissioner of

Revenue

Com. of Revenue -

Compensation Board

Assessments

Assessments

Land Use


Budget Summary

Change




Commissioner of Revenue 633,710$ 607,265$ 644,948$ 655,121$ (84,192)$ 570,929$ (74,019)$

TOTAL EXPENDITURES 633,710$ 607,265$ 644,948$ 655,121$ (84,192)$ 570,929$ (74,019)$




Capital Outlay -$ -$ -$ -$ -$ -$ -$



Recovered Costs -$ -$ -$ -$ -$

State Shared Expenses 226,345$ 223,191$ 223,115$ 223,115$ (142,740)$ 80,375$ (142,740)$

TOTAL DESIGNATED REVENUE 226,345$ 223,191$ 223,115$ 223,115$ (142,740)$ 80,375$ (142,740)$

TOTAL UNDESIGNATED REVENUE 407,365$ 384,075$ 421,833$ 432,006$ 58,548$ 490,554$ 68,721$

TOTAL REVENUES 633,710$ 607,265$ 644,948$ 655,121$ (84,192)$ 570,929$ (74,019)$

Total Authorized Personnel (FTE) 11 11 11 11 (4) 7



The Commissioner of the Revenue is an elected constitional officer responsible for determining and

assessing the fair market value of all property subject to taxation in Montgomery County. The

Commissioner’s Office assesses all tangible personal property in accordance with the Code of Virginia;

verifies personal property data filed by taxpayers; calculates assessments and taxes; and issues the personal

property tax book annually. The Commissioner’s Office receives more than 30,000 Virginia State Individual

Income Tax returns and 2,000 Estimated Tax Declarations each year. This division accounts for the costs

shared between the County and the State Compensation Board for the operations of the Commissioner of

Revenue’s Office.





year.









($142,740) is Reduced From the Commissioner of the Revenue’s Compensation Board Revenue

Budget – This reduction is made to reflect the state budget reductions contained in the Governor’s

budget. This is a 64% reduction in state revenue and eliminates all state support for staff and

operations with the exception of the constitutional officer. Giving priority to preserving public safety

services, no additional revenue was restored during the development of the approved state budget as

additional state aid to locality reductions, also known as flexible cuts, were incorporated in the

Commissioner of the Revenue’s budget for FY 11.

($84,192) and Four FTE are Reduced From the Commissioner of the Revenue Compensation Board

Budget Due to a Reduction in State Funding – The Governor’s proposed budget eliminated all state

support for staff and operations within the Commissioner’s state budget, with the exception of the

constitutional officer. In FY 10, the Commissioner of the Revenue’s compensation board budget

employed eleven state funded positions, including the constitutional officer and an additional eight

County funded positions were included in Division 152, Assessments. Through the approved budget,

the County is providing local dollars to restore six of the ten positions cut by the state. Effective

January 1, 2011, four positions will be eliminated, leaving six state funded positions and seven County

funded positions (a companion addendum is included in Division 152 to eliminate one vacant


position). Giving priority to preserving public safety services, no additional revenue was restored

during the development of the approved state budget as additional state aid to locality reductions, also

known as flexible cuts, were incorporated in the Commissioner of the Revenue’s budget for FY 11.



Commissioner of Revenue The Commissioner of Revenue assesses individual and business personal property, and reviews and assists

taxpayers with state income tax issues.

Change




Commissioner of Revenue 633,710$ 607,265$ 644,948$ 655,121$ (84,192)$ 570,929$ (74,019)$

Authorized Personnel (FTEs) 11 11 11 11 (4) 7

ASSESSMENTS

Citizens

Commissioner of

Revenue

Com. of Revenue -

Compensation Board

Assessments

Assessments

Land Use

ASSESSMENTS

Budget Summary

Change




Assessments 449,898$ 425,663$ 432,042$ 439,489$ (39,623)$ 399,866$ (32,176)$

Land Use 54,762$ 52,595$ 55,299$ 56,385$ -$ 56,385$ 1,086$




Operations & Maintenance 64,275$ 55,872$ 55,932$ 55,802$ -$ 55,802$ (130)$

Capital Outlay 3,700$ -$ -$ -$ -$ -$ -$



Land Use Application Fee 787$ 1,633$ 1,800$ 1,800$ -$ 1,800$ -$

Recovered Costs 2,270$ 1,624$ -$ -$ -$ -$ -$


TOTAL UNDESIGNATED REVENUE 501,603$ 475,000$ 485,541$ 494,074$ (39,623)$ 454,451$ (31,090)$

TOTAL REVENUES 504,660$ 478,258$ 487,341$ 495,874$ (39,623)$ 456,251$ (31,090)$


ASSESSMENTS


The Assessing Division, which reports to the Commissioner of Revenue, is responsible for maintaining real

estate ownership records, including transfers of ownership based on documents recorded in the Circuit Court

Clerk's Office; assessing the value of real property in the County; administering the land use program; and

mapping of real property. The division also administers the County’s real estate tax relief program for the

elderly and disabled. This division accounts for the costs for which the County provides 100% of the

funding. Since real estate appraisal is a primary focus of this division, the County provides 100% of the

funding for additional positions for personal property assessments, including manufactured homes.





year.











($39,623) and One FTE is Reduced Due to State Budget Cuts – At the beginning of FY 10, the County

instituted a hiring freeze on vacant positions. The Commissioner’s Assessing budget currently has

one vacant position. The Governor’s proposed budget eliminated all state support for staff and

operations within the Commissioner’s state budget, with the exception of the constitutional officer.

Giving priority to preserving public safety services, no additional revenue was restored during the

development of the approved state budget as additional state aid to locality reductions, also known as

flexible cuts, were incorporated in the Commissioner of the Revenue’s budget for FY 11. In Division

150, Commissioner of Revenue, the County restored funding for six of the ten state funded positions.

Since there is a current position vacant, it will be eliminated effective July 1, 2010 to offset the

reduction in state funding.

ASSESSMENTS


Assessments The Assessing Department, which reports to the Commissioner of Revenue, is responsible for maintaining

real estate ownership records, including transfers of ownership based on documents recorded in the Circuit

Court Clerk's Office; assessing the value of real property in the county; administering the land use program;

and mapping of real property.

Change




Assessments 449,898$ 425,663$ 432,042$ 439,489$ (39,623)$ 399,866$ (32,176)$


Land Use The Land Use Department processes new and renewal applications for qualifying agricultural, horticultural

and forestland. The information provided on the applications is validated and use values per crop yields and

soil classifications are calculated. Staff also maintains soil maps.

Change




Land Use 54,762$ 52,595$ 55,299$ 56,385$ -$ 56,385$ 1,086$


REASSESSMENT

Citizens


Reassessment

Reassessment Board of

Equalization

REASSESSMENT

Budget Summary

Change




Reassessment 570,465$ -$ -$ -$ -$ -$ -$

Board of Equalization -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 570,465$ -$ -$ -$ -$ -$ -$


Personal Services -$ -$ -$ -$ -$ -$ -$

Operations & Maintenance 570,465$ -$ -$ -$ -$ -$ -$

Capital Outlay -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 570,465$ -$ -$ -$ -$ -$ -$


Local Recovered Costs -$ -$ -$ -$ -$ -$ -$


TOTAL UNDESIGNATED REVENUE 570,465$ -$ -$ -$ -$ -$ -$

TOTAL REVENUES 570,465$ -$ -$ -$ -$ -$ -$

REASSESSMENT

Division Description As required by the Code of Virginia, Montgomery County will conduct a general reassessment that is

effective for 2011. Montgomery County is required to reassess all real property at least once every four

years. The assessed values for every parcel of real estate (undeveloped land and one or more buildings) in

Montgomery County, including parcels in Blacksburg and Christiansburg will be made publicly available.

The Code of Virginia requires that all property be assessed at 100% of market value. This is the value used

to calculate property taxes, which are the product of the assessed value and the tax rate.

Budget Discussion

The Reassessment budget on the previous page represents appropriated dollars that occurred in FY 09, in

preparation for the January 2011 reassessment. Please note that the reassessment budget is not an ongoing

part of the County’s budget. It is only shown here to explain the appropriated dollars that were provided in

FY 09 for the upcoming reassessment.

REASSESSMENT


Reassessment

The goal of reassessment is to ensure that appraisals are accurate and assessments are uniform and equitable.

Change




Reassessment 570,465$ -$ -$ -$ -$ -$ -$

Board of Equalization

Change




Board of Equalization -$ -$ -$ -$ -$ -$ -$

TREASURER – COMPENSATION BOARD

Citizens

Treasurer

Treasurer -

Compensation Board

Treasurer -

Collections


Budget Summary

Change




Treasurer 567,057$ 560,631$ 582,069$ 593,736$ (96,431)$ 497,305$ (84,764)$




Operations & Maintenance 5,494$ 5,584$ -$ -$ -$ -$ -$

Capital Outlay -$ -$ -$ -$ -$ -$ -$






TOTAL REVENUES 567,057$ 560,631$ 582,069$ 593,736$ (96,431)$ 497,305$ (84,764)$




The Treasurer is an elected constitutional officer responsible for collecting all County revenue, including

Federal and State funds; ensuring County funds are adequately safeguarded; submitting financial reports to

the state and County; and authorizing County disbursements. This division accounts for the costs shared

between the State Compensation Board and the County for the operations of the Treasurer’s Office.





year.









($142,260) is Reduced From the Treasurer’s Compensation Board Revenue Budget – This reduction

is made to reflect the state budget reductions contained in the Governor’s budget. This reduction is a

65% reduction in state revenue and eliminates all state support for staff and operations with the

exception of the constitutional officer. Giving priority to preserving public safety services, no

additional revenue was restored during the development of the approved state budget as additional

state aid to locality reductions, also known as flexible cuts, were incorporated in the Treasurer’s

budget for FY 11.

($96,431) and Five FTE are Reduced From the Treasurer’s Compensation Board Budget Due to a

Reduction in State Funding – The Governor’s proposed budget eliminated all state support for staff

and operations within the Treasurer’s state budget, with the exception of the constitutional officer. In

FY 10, the Treasurer’s compensation board budget employed nine state funded positions, including

the constitutional officer and additional eight County funded positions were included in Division 162,

Collections. Through the approved budget, the County is providing local dollars to restore three of the

eight positions cut by the state. Effective January 1, 2011, five positions will be eliminated, leaving

four state funded positions and eight County funded positions. Giving priority to preserving public

safety services, no additional revenue was restored during the development of the approved state

budget as additional state aid to locality reductions, also known as flexible cuts, were incorporated in

the Treasurer’s budget for FY 11.



Treasurer The Treasurer is an elected constitutional officer responsible for collecting all County revenue, including

Federal and State funds; ensuring County funds are adequately safeguarded; submitting financial reports to

the state and County; and authorizing County disbursements. The Treasurer’s Office collects current and

delinquent tax payments, issues county motor vehicle licenses, issues dog tags, processes utility payments

and transfers collections to the County PSA bank account, and collects and remits payments to the

Commonwealth of Virginia for individual and business state income and estimated state income taxes.

Change




Treasurer 567,057$ 560,631$ 582,069$ 593,736$ (96,431)$ 497,305$ (84,764)$


TREASURER - COLLECTIONS

Citizens

Treasurer

Treasurer -

Compensation Board

Treasurer -

Collections


Budget Summary

Change




Treasurer-Collections 488,928$ 475,902$ 444,254$ 462,363$ -$ 462,363$ 18,109$





Capital Outlay 6,785$ 4,760$ -$ -$ -$ -$ -$



Warrant Fees 168$ 252$ -$ -$ -$ -$ -$

Interest 25$ -$ -$ -$ -$ -$ -$


TOTAL DESIGNATED REVENUE 193$ 252$ -$ -$ -$ -$ -$


TOTAL REVENUES 488,928$ 475,902$ 444,254$ 462,363$ -$ 462,363$ 18,109$

Total Authorized Personnel (FTE) 8 8 8 8 0 8



The Treasurer is an elected official responsible for collecting all County revenue, including Federal and State

funds; ensuring County funds are adequately safe guarded; submitting financial reports to the state and

County; and authorizing County disbursements. This division accounts for the costs shared between the

State Compensation Board and the County for the operations of the Treasurer’s Office.





year.









No Addenda Added



Treasurer - Collections The Treasurer is an elected official responsible for collecting all County revenue, including Federal and State

funds; ensuring County funds are adequately safe guarded; submitting financial reports to the state and

County; and authorizing County disbursements. The Treasurer’s Office collects current and delinquent tax

payments, issues county motor vehicle licenses, issues dog tags, processes utility payments and transfers

collection to County PSA bank account, and collects and remits payments to the Commonwealth of Virginia

for individual and business state income and estimated state income taxes

Change




Treasurer-Collections 488,928$ 475,902$ 444,254$ 462,363$ -$ 462,363$ 18,109$


REGISTRAR/ELECTORAL BOARD

Citizens

Registrar/Electoral

Board


Budget Summary

Change




Registrar/Electoral Board 351,581$ 350,982$ 330,988$ 336,371$ (41,852)$ 294,519$ (36,469)$




Operations & Maintenance 58,924$ 58,995$ 39,033$ 39,033$ (2,133)$ 36,900$ (2,133)$

Capital Outlay -$ -$ -$ -$ -$ -$ -$







TOTAL REVENUES 351,581$ 350,982$ 330,988$ 336,371$ (41,852)$ 294,519$ (36,469)$




The office of the General Register/Electoral Board is required by the Constitution and Code of Virginia to

provide registration and election services to eligible citizens of Montgomery County. These services include

support and training to individuals and groups holding registration drives; providing in-house and high

school voter registration; maintaining the Virginia Election and Registration System (VERIS); purchasing,

maintaining, testing, and loading ballots on voting machines; and to prepare for and conduct fair elections

within the guidelines of Virginia Elections Laws, including Officer of Election training (202 citizen

volunteers), processing candidate filings and petitions, printing of ballots and processing absentee votes. As

of December 1, 2007, Montgomery County had 46,217 registered voters.





year.









($13,269) is Reduced From the Registrar’s State Board of Elections Revenue Budget – This reduction

is made to reflect FY 11 state budget cuts contained in the Governor’s budget. This is a 25% overall

reduction in state funding over the past two years, and a 22% reduction from the base budget of

$61,159.


beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Registrar’s Office

currently has one vacant position which is frozen. This addendum captures the dollars saved from

keeping this position frozen for FY 11.

($2,133) is Reduced From the Registrar’s Mileage Budget – This reduction is made to reflect FY 11

state budget cuts contained in the Governor’s budget. The Governor’s budget suspends mileage

reimbursement for Electoral Board Members. $2,133 is the amount that was paid for mileage

reimbursements for Electoral Board members in FY 09.



Registrar/Electoral Board The Registrar’s Office is responsible for the registration of eligible voters who may register in person at this

office. As of December 1, 2007, Montgomery County had 46,217 registered voters. The services for this

department include support and training to individuals and groups holding registration drives, and to conduct

fair elections within the guidelines of Virginia Elections Laws, including processing candidate filings and

petitions, printing of ballots and processing absentee votes.

Change




Registrar/Electoral Board 351,581$ 350,982$ 330,988$ 336,371$ (41,852)$ 294,519$ (36,469)$


INTERNAL SERVICES

Citizens


County Administration

General Services

Central Telephone

Copier Services

Garage Operations

Mail Services

Motor Pool

Internal Services

INTERNAL SERVICES

Budget Summary

Change




Central Telephone 69,300$ 55,217$ 34,300$ 34,300$ -$ 34,300$ -$

Copier Services 5,846$ 1,666$ 3,500$ 3,500$ -$ 3,500$ -$

Garage Operations 156,931$ 167,991$ 150,260$ 152,007$ 1,300$ 153,307$ 3,047$

Mail Services 16,107$ 8,615$ 11,849$ 11,849$ -$ 11,849$ -$

Motor Pool 154,430$ 127,316$ 71,094$ 70,442$ -$ 70,442$ (652)$

TOTAL EXPENDITURES 402,614$ 360,805$ 271,003$ 272,098$ 1,300$ 273,398$ 2,395$



Operations & Maintenance 155,374$ 132,550$ 110,699$ 108,430$ 1,300$ 109,730$ (969)$

Capital Outlay 148,200$ 128,697$ 59,094$ 60,594$ -$ 60,594$ 1,500$



Canteen Proceeds -$ 62$ -$ -$ -$ -$ -$

Local Sale of Copy Paper 3,500$ 2,491$ 3,500$ 3,500$ -$ 3,500$ -$

Local Garage Internal Charges 6,000$ 6,896$ 6,000$ 6,000$ -$ 6,000$ -$

Local Vehicle Maintenance 40,000$ 85,123$ 40,000$ 40,000$ -$ 40,000$ -$

Local Mileage 17,700$ -$ 17,700$ 17,700$ -$ 17,700$ -$

Proceeds from Resale 24,500$ -$ 24,500$ 24,500$ -$ 24,500$ -$



TOTAL REVENUES 402,614$ 360,805$ 271,003$ 272,098$ 1,300$ 273,398$ 2,395$


INTERNAL SERVICES


The Internal Services Division provides support services to “internal” County customers through the County

garage, motor pool, canteen, centralized mail, and copy services.





year.











$1,300 is Added for Increased Electricity Costs – This addition is made for the increased cost of

electricity at the Garage, which is based on average usage and an inflationary factor calculated using

the U.S. Department of Energy's cost estimates.

INTERNAL SERVICES


Central Telephone The Central Telephone Department provides the main phone lines into the County Government Center and

the County Courthouse.

Change




Central Telephone 69,300$ 55,217$ 34,300$ 34,300$ -$ 34,300$ -$

Copier Services This Department provides central copier services for County divisions in the County Government Center.

Change




Copier Services 5,846$ 1,666$ 3,500$ 3,500$ -$ 3,500$ -$

Garage Operations

The Garage Operations Department provides efficient repairs, services, inspections and maintenance of

County vehicles, which total approximately 180 vehicles including the sheriff’s fleet.

Change




Garage Operations 156,931$ 167,991$ 150,260$ 152,007$ 1,300$ 153,307$ 3,047$


Mail Services The Mail Services Department provides central mail services for County divisions in the County

Government Center.

Change




Mail Services 16,107$ 8,615$ 11,849$ 11,849$ -$ 11,849$ -$

INTERNAL SERVICES

Motor Pool

The Motor Pool Department provides a centralized pool of County owned vehicles for use by County

divisions while conducting County business.

Change




Motor Pool 154,430$ 127,316$ 71,094$ 70,442$ -$ 70,442$ (652)$


Citizens

Commonwealth

Attorney

Commonwealth

Attorney

Commonwealth

Attorney - Collections


Budget Summary

Change




Commonwealth Attorney 943,518$ 906,281$ 918,889$ 946,696$ -$ 946,696$ 27,807$

Commonwealth Attorney-Collections 6,100$ 3,514$ 6,483$ 6,500$ -$ 6,500$ 17$





Capital Outlay -$ -$ -$ -$ -$ -$ -$



Local Court Fees 119,489$ 78,321$ 101,208$ 101,208$ -$ 101,208$ -$

State/Federal Confiscations 8,141$ 15,321$ -$ -$ -$ -$ -$


State Commonwealth Attorney Fees 2,769$ 3,166$ 2,769$ 2,769$ -$ 2,769$ -$



TOTAL REVENUES 949,618$ 909,795$ 925,372$ 953,196$ -$ 953,196$ 27,824$




The Commonwealth’s Attorney’s Office is responsible for the prosecution of all criminal cases within

Montgomery County and, through the Victim Witness Program, assists victims and witnesses involved in the

prosecution of these cases. This office is responsible for trying cases in two Circuit Courts, two General

District Courts, and the Juvenile and Domestic Relations Court. Montgomery County is unique in Virginia

in that criminal court is held in two separate towns, Blacksburg and Christiansburg. Court is held daily in

District Court, at least three times per week in Circuit Court and the Juvenile and Domestic Relations Court.





year.









($52,072) is Reduced From the Commonwealth Attorney Compensation Board Revenue Budget – This reduction is made to reflect the state budget reductions contained in the Governor’s budget. This

is an 8.3% overall reduction in state funding from the base budget of $628,051. The County has

absorbed the reduction in state funds and no expenditure reduction was instituted. Giving priority to

preserving public safety services, additional revenue provided by the state during the development of

the approved state budget has restored $47,683 of an original proposed budget reduction of $99,755.



Commonwealth Attorney The Commonwealth’s Attorney’s Office is responsible for the prosecution of all criminal cases within

Montgomery County and, through the Victim Witness Program, assists victims and witnesses involved in the

prosecution of these cases. This office is responsible for trying cases in two Circuit Courts, two General

District Courts, and the Juvenile and Domestic Relations Court.

Change




Commonwealth Attorney 943,518$ 906,281$ 918,889$ 946,696$ -$ 946,696$ 27,807$


Commonwealth Attorney - Collections This unit is responsible for the collection of fines and costs from the following courts: Juvenile and

Domestic Relations District Court combined Courts - Christiansburg and Blacksburg General District Court,

and the Circuit Courts. This entails collection of reports from the Clerk’s Office, preparation and mailing of

collection letters for all fines/costs not paid within 40 days, generating reports and accounting procedures.

Change




Commonwealth Attorney-Collections 6,100$ 3,514$ 6,483$ 6,500$ -$ 6,500$ 17$

CIRCUIT COURTS

Citizens

General Assembly

Circuit Courts

Circuit Court I

Circuit Court II

Juries

CIRCUIT COURTS

Budget Summary

Change




Circuit Court I 74,735$ 73,401$ 74,033$ 136,060$ -$ 136,060$ 62,027$

Circuit Court II 58,692$ 55,498$ 59,406$ -$ -$ -$ (59,406)$

Juries 28,949$ 16,649$ 24,400$ 24,400$ -$ 24,400$ -$





Capital Outlay 1,111$ 1,489$ -$ -$ -$ -$ -$



Local Judge's Secretary Salary 7,500$ 7,500$ 7,500$ 7,500$ -$ 7,500$ -$

Recovered Costs -$ -$ -$ -$ -$ -$ -$

Jury Reimbursement 4,549$ 16,374$ -$ -$ -$ -$ -$



TOTAL REVENUES 162,376$ 145,547$ 157,839$ 160,460$ -$ 160,460$ 2,621$


CIRCUIT COURTS


Circuit Courts I and II are the principal trial courts of the state and have both original and appellate

jurisdiction. Montgomery County has two circuit court judges and provides funding for a legal assistant for

each judge, office furnishings and general operating expenses.





year.





Consolidation of Courts I & II – Circuit Court I and II have been combined into one department for

FY 11 to facilitate better budget management for the courts.





No Addenda Added

CIRCUIT COURTS


Circuit Court I Circuit Court I is the first of the two circuit courts in Montgomery County, Virginia.

Change




Circuit Court I 74,735$ 73,401$ 74,033$ 136,060$ -$ 136,060$ 62,027$


Circuit Court II Circuit Court II is the second of the two circuit courts in Montgomery County, Virginia

Change




Circuit Court II 58,692$ 55,498$ 59,406$ -$ -$ -$ (59,406)$


Juries The Juries Department provides basic operating expenses for jury services including juror and witness

compensation.

Change




Juries 28,949$ 16,649$ 24,400$ 24,400$ -$ 24,400$ -$


Citizens

General Assembly

General District Court


Budget Summary

Change




General District Court 30,597$ 26,768$ 29,347$ 29,347$ -$ 29,347$ -$





Capital Outlay -$ -$ -$ -$ -$ -$ -$



Local Courthouse Maintenance Fees 10,000$ 11,416$ 10,000$ 10,000$ -$ 10,000$ -$

Recovered Costs -$ -$ -$ -$ -$ -$ -$



TOTAL REVENUES 30,597$ 26,768$ 29,347$ 29,347$ -$ 29,347$ -$




The General District Court of Montgomery County is responsible for ensuring that all policies and

procedures are complied with as established by the Supreme Court of Virginia. The Court is obligated to

serve the public in an efficient and timely manner. The court consists of a clerk and nine deputy clerks.





year.






No Addenda Added



General District Court The court processes criminal, traffic, and civil cases. In the criminal division both misdemeanor cases and

preliminary felony cases are held. General District Court has exclusive jurisdiction in suits of $1,000 or less,

and concurrent jurisdiction with Circuit Courts in suits of $1,000 to $15,000. Court is held four days a week.

Yearly average caseload is from 37,000 to 40,000.

Change




General District Court 30,597$ 26,768$ 29,347$ 29,347$ -$ 29,347$ -$

JUVENILE AND DOMESTIC RELATIONS COURT

Citizens

General Assembly

Juvenile and Domestic

Relations Court

Juvenile and Domestic

Relations Court

Court Services


Budget Summary

Change




Juvenile and Domestic Relations Court 16,319$ 13,749$ 14,024$ 14,024$ -$ 14,024$ -$

Court Services 12,134$ 8,771$ 6,500$ 6,500$ -$ 6,500$ -$





Capital Outlay 262$ -$ -$ -$ -$ -$ -$



Local Recovered Costs -$ (273)$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ (273)$ -$ -$ -$ -$ -$


TOTAL REVENUES 28,453$ 22,521$ 20,524$ 20,524$ -$ 20,524$ -$




Juvenile and Domestic Relations District Court provides probation, counseling and rehabilitation services to

children and their families.





year.






No Addenda Added



Juvenile and Domestic Relations Court

The Juvenile and Domestic Relations Court has jurisdiction over all proceedings involving minors including

delinquency petitions, traffic violations, children in need of services, and children who have been abused or

neglected. This court also hear cases involving adults accused of child abuse; offenses against family

members; support, visitation and custody disputes; abandonment of children, foster care, and entrustment

agreements; court-ordered rehabilitation services; and court consent for certain medical treatments.

Change




Juvenile and Domestic Relations Court 16,319$ 13,749$ 14,024$ 14,024$ -$ 14,024$ -$

Court Services The Court Services provides probation services for the County’s Juvenile and Domestic Relations Court.

The office conducts predispositional reports, processes intake complaints, and maintains an average daily

population of 75 juveniles on probation. Office personnel consists of seven probation officers, one secretary

and one probation supervisor.

Change




Court Services 12,134$ 8,771$ 6,500$ 6,500$ -$ 6,500$ -$

MAGISTRATE

Citizens

General Assembly

Courts

Magistrate

MAGISTRATE

Budget Summary

Change




Magistrate 5,889$ 5,368$ 5,000$ 5,000$ -$ 5,000$ -$





Capital Outlay 200$ -$ 200$ 200$ -$ 200$ -$






TOTAL REVENUES 5,889$ 5,368$ 5,000$ 5,000$ -$ 5,000$ -$


MAGISTRATE


The Magistrate’s Office provides judicial services and statutory responsibilities for Montgomery County by

conducting probable cause hearings to determine the issuance of arrest warrants, search warrants, civil

warrants, temporary detention orders, and pre-trail seizures. In addition the office is responsible for

conducting bail hearings to determine release or commitment to jail, accepting pre-payments for traffic

infractions and pre-payable misdemeanors, conducting oaths, and taking acknowledgements. The

Magistrate’s Office operates twenty-four hours a day.





year.






No Addenda Added

MAGISTRATE


Magistrate The Magistrate’s Office provides judicial services for Region 1 of the Commonwealth.

Change




Magistrate 5,889$ 5,368$ 5,000$ 5,000$ -$ 5,000$ -$

CLERK OF THE CIRCUIT COURT

Citizens

Clerk of the Circuit

Court


Budget Summary

Change




Clerk of the Circuit Court 698,901$ 690,423$ 618,379$ 622,679$ -$ 622,679$ 4,300$





Capital Outlay 80,381$ 80,381$ -$ -$ -$ -$ -$



Local Fees 290,000$ 157,868$ 87,800$ 87,800$ 49,202$ 137,002$ 49,202$



TOTAL UNDESIGNATED REVENUE (55,546)$ 79,332$ 147,075$ 151,375$ 28,010$ 179,385$ 32,310$

TOTAL REVENUES 698,901$ 690,423$ 618,379$ 622,679$ -$ 622,679$ 4,300$




The Clerk’s Office has both judicial and non-judicial responsibilities. Some of the judicial responsibilities

include maintaining records for all bench and jury trials, issuing subpoenas, typing court orders, and

processing court fees. Concealed handgun permits are processed and issued through this office as well.

Some non-judicial responsibilities include processing paperwork related to divorces, adoptions, and legal

name changes, all deeds, deeds of trusts, land plats, and assignments are recorded in this office. Other

public services performed by this office include issuing marriage licenses, passports, and notary applications;

assisting with genealogy research; entering judgments; probating wills and qualifying estate executors; and

scanning and imaging of all documents.





year.









($77,212) is Reduced From the Clerk of the Circuit Court’s Compensation Board Revenue Budget – This reduction is made to reflect the state budget reductions contained in the Governor’s budget. This

is an overall reduction of 20% in state funding from the base budget of $383,504. The County has

absorbed the reductions in state funds and no expenditure reduction was instituted. Giving priority to

preserving public safety services, no additional revenue was restored during the development of the

approved state budget as additional state aid to locality reductions, also known as flexible cuts, were

incorporated in the Clerk’s budget for FY 11.

$49,202 is Added to the Clerk of the Circuit Court’s Local Fee Revenue Budget – This addition is

made to adjust the revenue budget to estimated collections for FY 11.



Clerk of the Circuit Court The Circuit Court Clerk is an elected constitutional officer and is charged with more than 800 statutory

responsibilities. The Clerk’s Office serves as the repository for the Court’s records, is a clearinghouse for

court information, and is also responsible for administration of the court of record for the County.

Change




Clerk of the Circuit Court 698,901$ 690,423$ 618,379$ 622,679$ -$ 622,679$ 4,300$


SHERIFF – COMPENSATION BOARD

Citizens

Sheriff

Sheriff -

Compensation Board

Sheriff - County

Civil and Court Services

Dispatching

Jail Operations

Law Enforcement

Police Training Academy

Wireless 911


Dispatching

Jail Block

Jail Operations

Law Enforcement


Budget Summary

Change




Civil and Court Services 682,756$ 682,755$ 688,535$ 731,807$ -$ 731,807$ 43,272$

Dispatching 273,095$ 239,650$ 269,541$ 47,643$ -$ 47,643$ (221,898)$

Jail Block 571,825$ 571,824$ 215,878$ 194,505$ -$ 194,505$ (21,373)$

Jail Operations 2,500,526$ 2,241,944$ 1,705,212$ 1,686,069$ -$ 1,686,069$ (19,143)$

Law Enforcement 3,733,886$ 3,733,886$ 3,863,840$ 3,927,622$ (37,399)$ 3,890,223$ 26,383$



Personal Services 6,922,191$ 6,628,414$ 6,475,592$ 6,320,232$ (37,399)$ 6,282,833$ (192,759)$


Capital Outlay 32,500$ 475$ -$ -$ -$ -$ -$



Local Recovered Costs 9,318$ 16,360$ -$ -$ -$ -$ -$

State Shared Expenses 4,586,320$ 4,394,442$ 4,018,459$ 4,018,459$ (124,202)$ 3,894,257$ (124,202)$

State Jail Block 528,000$ 547,718$ 190,708$ 190,708$ (33,104)$ 157,604$ (33,104)$

TOTAL DESIGNATED REVENUE 5,123,638$ 4,958,520$ 4,209,167$ 4,209,167$ (157,306)$ 4,051,861$ (157,306)$

TOTAL UNDESIGNATED REVENUE 2,638,450$ 2,511,538$ 2,533,839$ 2,378,479$ 119,907$ 2,498,386$ (35,453)$

TOTAL REVENUES 7,762,088$ 7,470,058$ 6,743,006$ 6,587,646$ (37,399)$ 6,550,247$ (192,759)$




The Montgomery County Sheriff's Office safeguards life, liberty, and property, and maintains civil order. To

serve these purposes, the Sheriff's Office appoints the necessary personnel to enforce the laws of the

Commonwealth of Virginia and the County of Montgomery. Through its appointed personnel, the Office of

Sheriff provides uniformed patrols and security for civil process, corrections and courtrooms; conducts

motor vehicle accident investigations and criminal investigations; and provides for the protection of life,

liberty and property as needed by the citizens of Montgomery County. The division also provides financial

reports and statistical information to the locality and the state. This division is designed to show the costs

shared between the state and the county for operations of the Sheriff’s Office.





year.





Base FTE Shift – A total of 5 Full-time Equivalent (FTE) positions have been shifted from the

Sheriff’s Compensation Board budget to the Sheriff’s County budget. This shift has occurred in

preparation for the development of a Regional 911 Emergency Communications Authority, in

conjunction with the Towns of Christiansburg and Blacksburg and Virginia Tech. When this center

opens, the dispatcher positions will transfer to the new center. In preparation, the Sheriff requested

state funding be applied to other positions and operational costs and allow County funding to support

the dispatcher positions. The Compensation Board has approved this request.





($124,202) is Reduced From the Sheriff’s Compensation Board Revenue Budget – A total of

$124,202 is reduced from the Sheriff’s state Compensation Board revenue budget for FY 11 to reflect

the state budget reductions contained in the Governor’s budget. This is an overall reduction of 3% of

state funding from the base budget of $4,018,459. Giving priority to preserving public safety services,

additional revenue provided by the state during the development of the approved state budget has

restored $735,185 of an original proposed budget reduction of $859,387.


($33,104) is Reduced From the Sheriff’s Jail Block Revenue Budget – A total of $33,104 is reduced

from the Sheriff’s state Jail Block revenue budget for FY 11 to reflect the state budget reductions

contained in the Governor’s budget. This represents a 50% reduction in per diem rates from $8 to $4.

Giving priority to preserving public safety services, additional revenue provided by the state during

the development of the approved state budget has restored $19,570 of an original proposed budget

reduction of $52,674.


beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Sheriff’s

Compensation Board Budget currently has one vacant position which the Sheriff has elected to hold

vacant. This addendum captures the dollars saved from holding this position vacant for FY 11.




The Civil and Court Services functions include service of civil process, and security of the courthouse,

courtrooms and environs. Service of civil process includes levies, evictions, and advertising and conducting

of public auctions.

Change




Civil and Court Services 682,756$ 682,755$ 688,535$ 731,807$ -$ 731,807$ 43,272$


Dispatching The Dispatching Department’s main function is communication. It is responsible for manning multiple

telephone lines and radio traffic twenty-four hours a day. Dispatchers are the direct link between a citizen

and the deputy in the field. Dispatch handles the communication of all 911 emergency calls.

Change




Dispatching 273,095$ 239,650$ 269,541$ 47,643$ -$ 47,643$ (221,898)$


Jail Block The jail block is actually the jail per diem sent to the County by the State for the housing and care of the

inmates. Funds are based on the number of inmates housed and the charges placed against them and/or their

sentence. All funds are used to operate the jail and are mandated by the Code of Virginia to be used for this

purpose.

Change




Jail Block 571,825$ 571,824$ 215,878$ 194,505$ -$ 194,505$ (21,373)$



Jail Operations

The function of this area is the care of jail inmates. Information concerning the types and numbers of

inmates housed in the jail must be maintained and reported to the state. Educational, recreational, and

medical services are provided to those inmates requesting and/or needing them. Daily logs are kept on

various duties, such as checking on each inmate two times each hour and transporting inmates to other

jurisdictions.

Change




Jail Operations 2,500,526$ 2,241,944$ 1,705,212$ 1,686,069$ -$ 1,686,069$ (19,143)$


Law Enforcement

The functions of this area include crime prevention, state criminal and traffic law enforcement, County

ordinance enforcement, life and property protection, peace preservation, and criminal apprehension.

Administrative positions within the Law Enforcement Department are responsible for maintaining personnel

files, working with all financial duties such as payroll and accounts payable/receivable, keying all incidents

into the state database, entering and editing all civil process papers in the division computer system, and

tracking all criminal warrants. An inmate mug shot database is also maintained, as are records for the

vehicle fleet.

Change




Law Enforcement 3,733,886$ 3,733,886$ 3,863,840$ 3,927,622$ (37,399)$ 3,890,223$ 26,383$


SHERIFF - COUNTY

Citizens

Sheriff

Sheriff -

Compensation Board

Sheriff - County


Dispatching

Jail Operations

Law Enforcement


Wireless 911


Dispatching

Jail Block

Jail Operations

Law Enforcement

Western VA Regional

Jail

Inmate Litter Pickup

Program

SHERIFF - COUNTY

Budget Summary

Change




Civil and Court Services 165,582$ 139,162$ 167,352$ 167,096$ -$ 167,096$ (256)$

Dispatching 227,920$ 175,984$ 220,575$ 452,075$ (41,703)$ 410,372$ 189,797$

Jail Operations 1,179,606$ 808,686$ 2,147,619$ 305,210$ (48,853)$ 256,357$ (1,891,262)$

Law Enforcement 1,108,195$ 1,013,304$ 878,591$ 881,894$ -$ 881,894$ 3,303$

Police Training 85,061$ 79,426$ 46,965$ 46,965$ -$ 46,965$ -$

Wireless 911 49,051$ 40,730$ 63,438$ 43,154$ -$ 43,154$ (20,284)$

Inmate Litter Pickup -$ -$ -$ 21,060$ -$ 21,060$ 21,060$

Western VA Regional Jail -$ -$ -$ 1,827,328$ 360,465$ 2,187,793$ 2,187,793$



Personal Services 991,867$ 971,566$ 928,777$ 1,155,543$ (90,556)$ 1,064,987$ 136,210$

Operations & Maintenance 1,478,830$ 1,035,113$ 574,435$ 1,688,471$ 360,465$ 2,048,936$ 1,474,501$

Capital Outlay 344,718$ 250,613$ 2,021,328$ 900,768$ -$ 900,768$ (1,120,560)$



Local E 911 Tax 145,000$ 145,000$ 145,000$ 145,000$ -$ 145,000$ -$

Interest -$ 445$ -$ -$ -$ -$ -$

Local Fees 4,137$ 4,137$ 4,137$ 4,137$ -$ 4,137$ -$

Courthouse Security Fees 206,000$ 164,808$ 175,000$ 175,000$ 14,609$ 189,609$ 14,609$

Jail Non Com. 108$ 42$ 60$ 60$ (10)$ 50$ (10)$

State Confiscations 24,007$ 22,477$ 9,000$ 9,000$ (7,000)$ 2,000$ (7,000)$

Federal Confiscations 56,995$ 56,995$ -$ -$ -$ -$ -$


Insurance Recoveries -$ (8,275)$ -$ -$ -$ -$ -$

Local Jail Fees 7,200$ 7,737$ 7,000$ 7,000$ 1,000$ 8,000$ 1,000$

Local DNA Fees 1,080$ 798$ 900$ 900$ -$ 900$ -$

Local Inmate Phone Fees 55,000$ 56,939$ 55,000$ 55,000$ (28,000)$ 27,000$ (28,000)$

Local Inmate Medical Fees 3,500$ 828$ 800$ 800$ (100)$ 700$ (100)$

Local Prisoner/Boarding 3,500$ 6,452$ 3,000$ 3,000$ 1,000$ 4,000$ 1,000$

Local Fingerprinting 400$ 925$ 500$ 500$ (200)$ 300$ (200)$

Fund Balance Wireless 911 -$ -$ -$ -$ -$ -$ -$

HEM Shared Expenses 58,400$ -$ 33,512$ 33,512$ -$ 33,512$ -$

HEM Drug Testing 9,400$ 8,820$ 6,240$ 6,240$ 2,760$ 9,000$ 2,760$

HEM Monitoring 75,500$ 70,646$ 52,560$ 52,560$ 22,440$ 75,000$ 22,440$

HEM Connection 1,000$ 2,595$ 300$ 300$ 1,200$ 1,500$ 1,200$

State Wireless 911 35,000$ 42,711$ 49,000$ 49,000$ 11,000$ 60,000$ 11,000$

TOTAL DESIGNATED REVENUE 801,956$ 720,306$ 543,009$ 543,009$ 18,699$ 561,708$ 18,699$


TOTAL REVENUES 2,815,415$ 2,257,292$ 3,524,540$ 3,744,782$ 269,909$ 4,014,691$ 490,151$

Total Authorized Personnel (FTE) 18.5 18.5 18.5 23.5 (2) 21.5

SHERIFF - COUNTY


The Montgomery County Sheriff's Office safeguards life, liberty, property, and maintains civil order. To

serve these purposes, the Sheriff's Office appoints the necessary personnel to enforce the laws of the

Commonwealth of Virginia and the County of Montgomery. Through its appointed personnel, the Office of

Sheriff provides uniformed patrols and security for civil process, corrections and courtrooms; conducts

motor vehicle accident investigations and criminal investigations; and provides for the protection of life,

liberty and property as needed by the citizen's of Montgomery County. The division also provides financial

reports and statistical information to the locality and the state. This division accounts for expenditures

funded solely by the County.





year.





Base Motor Vehicle Insurance Adjustments – $6,524 is reduced from the base budget to reflect a 13%


Base FTE Shift – A total of 5 Full-time Equivalent (FTE) positions have been shifted from the

Sheriff’s Compensation Board budget to the Sheriff’s County budget. This shift has occurred in

preparation for the development of a Regional 911 Emergency Communications Authority, in

conjunction with the Towns of Christiansburg and Blacksburg and Virginia Tech. When this center

opens, the dispatcher positions will transfer to the new center. In preparation, the Sheriff requested

state funding be applied to other positions and operational costs and allow County funding to support

the dispatcher positions. The Compensation Board has approved this request.





$18,699 is Added to the Sheriff’s Local Fee Revenue Budget – This addition adjusts the revenue

budget to reflect estimated collections for FY 11.

$360,465 is Added for Increased Costs Associated with the Regional Jail – The Western Virginia

Regional Jail (WVRJ) per diem increased from $20 to $30.20 for FY 11. The increased cost resulted

SHERIFF - COUNTY

from $1.9 million in state budget cuts and $1.1 million in increased debt service costs. The table

below provides the detail.

The cost to Montgomery County for FY 11 is $2,187,793. The base budget includes $1,827,328,

requiring an addition of $360,465.

($90,556) is Reduced to Reflect Two FTE Held Vacant Due to the County Hiring Freeze – At the

beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Sheriff’s County

budget currently has two vacant positions which the Sheriff has elected to hold vacant. This

addendum captures the dollars saved from holding these positions vacant for FY 11.

State Compensation Board cut 1,051,371$

State per diem payment cut 812,125$

Total state cut 1,863,496$

Increase in debt service costs 1,121,160$

Total shortfall 2,984,656$

Revenue generated from increase in locality

per diem from $20 to $30.20 (1,518,197)$

Amount of shortfall absorved by WVRJ 1,466,459$

SHERIFF - COUNTY


Civil and Court Services The Civil and Court Services functions include service of civil process, and security of the courthouse,

courtrooms and environs. Service of civil process includes levies, evictions, and advertising and conducting

of public auctions.

Change




Civil and Court Services 165,582$ 139,162$ 167,352$ 167,096$ -$ 167,096$ (256)$


Dispatching The Dispatching Department’s main function is communication. It is responsible for manning multiple

telephone lines and radio traffic twenty-four hours a day. Dispatchers are the direct link between a citizen

and the deputy in the field. Dispatch handles the communication of all 911 emergency calls.

Change




Dispatching 227,920$ 175,984$ 220,575$ 452,075$ (41,703)$ 410,372$ 189,797$


Jail Operations The function of this area is the care of jail inmates. Information concerning the types and numbers of

inmates housed in the jail must be maintained and reported to the state. Educational, recreational, and

medical services are provided to those inmates requesting and/or needing them. Daily logs are kept on

various duties, such as checking on each inmate two times each hour and transporting inmates to other

jurisdictions.

Change




Jail Operations 1,179,606$ 808,686$ 2,147,619$ 305,210$ (48,853)$ 256,357$ (1,891,262)$


SHERIFF - COUNTY

Law Enforcement The functions of this area include crime prevention, state criminal and traffic law enforcement, County

ordinance enforcement, life and property protection, peace preservation, and criminal apprehension.

Administrative positions within the Law Enforcement Department are responsible for maintaining personnel

files, working with all financial duties such as payroll and accounts payable/receivable, keying all incidents

into the state database, entering and editing all civil process papers in the division computer system, and

tracking all criminal warrants. An inmate mug shot database is also maintained, as are records for the

vehicle fleet.

Change




Law Enforcement 1,108,195$ 1,013,304$ 878,591$ 881,894$ -$ 881,894$ 3,303$



The Montgomery County Sheriff’s Office is a member of the NRCJA (New River Criminal Justice

Academy) for the purpose of meeting the standards of the Department of Criminal Justice Services and state

training requirements. The academy provides for basic training, re-certifications and other specialized

training as required.

Change




Police Training 85,061$ 79,426$ 46,965$ 46,965$ -$ 46,965$ -$

Wireless 911 The state mandates that localities provide Wireless 911 services. The Virginia Wireless Board supplements

funding for Wireless 911. The Wireless 911 system begins with dedicated incoming telephone trunks that

receive emergency 911 calls from cellular telephones. When a caller dials 911, the call is routed through

equipment that determines the location from which the call originated. The communications center

dispatches appropriate emergency personnel. This is an important and vital service to the residents and

citizens located within Montgomery County.

Change




Wireless 911 49,051$ 40,730$ 63,438$ 43,154$ -$ 43,154$ (20,284)$


SHERIFF - COUNTY

Inmate Litter Pickup Program

The function of this area is to cover the cost of overtime for a deputy to supervise the Inmate Litter Pickup

Program. Through this program, inmates clean litter from County roadways.

Change




Inmate Litter Pickup -$ -$ -$ 21,060$ -$ 21,060$ 21,060$


Western VA Regional Jail The County is a participant in the new Western Virginia Regional Jail located in Roanoke County, Virginia.

The WVRJ facility has a 605-bed capacity (805-bed capacity with double bunking) and serves the City of

Salem and the counties of Montgomery, Franklin and Roanoke.

Change




Western VA Regional Jail -$ -$ -$ 1,827,328$ 360,465$ 2,187,793$ 2,187,793$


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budgetlink11-Apprvd.xlsx#'320'!A133

FIRE AND RESCUE

Citizens


Fire Departments

Rescue Squads

Blacksburg Rescue Squad

Christiansburg Rescue

Squad

Long Shop McCoy

Rescue Squad

Shawsville Rescue Squad

Blacksburg Fire

Department

Christiansburg Fire

Department

Elliston Fire Department

Long Shop McCoy Fire

Department

Riner Fire Department

Fire and Rescue

Commission

Christiansburg Rescue

Squad - Riner Station

FIRE AND RESCUE

Budget Summary

Change




Retirement; Insurance; & Incentives 292,762$ 199,574$ 293,962$ 309,962$ -$ 309,962$ 16,000$

Blacksburg Fire Department 84,342$ 84,342$ 84,342$ 84,342$ -$ 84,342$ -$

Christiansburg Fire Department 100,270$ 98,202$ 100,270$ 100,270$ -$ 100,270$ -$

Elliston Fire Department 95,600$ 95,600$ 88,600$ 88,600$ -$ 88,600$ -$

Long Shop McCoy Fire Department 80,740$ 80,740$ 80,740$ 80,740$ -$ 80,740$ -$

Riner Fire Department 71,173$ 71,173$ 71,173$ 71,173$ -$ 71,173$ -$

Blacksburg Rescue Squad 82,944$ 82,944$ 82,944$ 82,944$ -$ 82,944$ -$

Christiansburg Rescue Squad 99,000$ 99,000$ 99,000$ 99,000$ -$ 99,000$ -$

Christiansburg Rescue - Riner Station 53,000$ 53,000$ 53,000$ 53,000$ -$ 53,000$ -$

Long Shop McCoy Rescue Squad 35,860$ 35,860$ 35,860$ 35,860$ -$ 35,860$ -$

Shawsville Rescue Squad 66,500$ 66,500$ 66,500$ 66,500$ -$ 66,500$ -$

TOTAL EXPENDITURES 1,062,191$ 966,935$ 1,056,391$ 1,072,391$ -$ 1,072,391$ 16,000$


Retirement and Insurance 292,762$ 199,574$ 293,962$ 309,962$ -$ 309,962$ 16,000$

Fire Departments 432,125$ 430,057$ 425,125$ 425,125$ -$ 425,125$ -$

Rescue Squads 337,304$ 337,304$ 337,304$ 337,304$ -$ 337,304$ -$

TOTAL EXPENDITURES 1,062,191$ 966,935$ 1,056,391$ 1,072,391$ -$ 1,072,391$ 16,000$


Local Recovered Costs -$ (14,556)$ -$ -$ -$ -$ -$

Insurance Recoveries -$ 18,505$ -$ -$ -$ -$ -$


TOTAL UNDESIGNATED REVENUE 1,062,191$ 962,986$ 1,056,391$ 1,072,391$ -$ 1,072,391$ 16,000$

TOTAL REVENUES 1,062,191$ 966,935$ 1,056,391$ 1,072,391$ -$ 1,072,391$ 16,000$

FIRE AND RESCUE


This Division displays the County funding provided for the five volunteer fire departments and the four

volunteer rescue squads that serve the County. These volunteer agencies provide emergency services to each

of the approximately 86,000 citizens of Montgomery County. Each agency is comprised of men and women

from various walks of life who have the desire to serve their community. Members devote countless hours

required for training, drills, and meetings. The volunteers are required to respond to calls regardless of the

hour of the day.





year.

Base Fire and Rescue Insurance Adjustments – $16,000 is added to the Fire and Rescue Division’s

base budget to reflect insurance premium adjustments for FY 11. These adjustments are made based

on a projected 5.4% overall premium increase for FY 11.





No Addenda Added

FIRE AND RESCUE

Fire and Rescue Operating Budgets

Approved

FY 10 FY 11 Increase

Blacksburg VFD $84,342 $84,342 $0

Christiansburg VFD $100,270 $100,270 $0

Elliston VFD $88,600 $88,600 $0

Long Shop/McCoy VFD $80,740 $80,740 $0

Riner VFD $71,173 $71,173 $0

Subtotal for VFD $425,125 $425,125 $0

Blacksburg VRS $82,944 $82,944 $0

Christiansburg VRS $99,000 $99,000 $0

Christiansburg VRS - Riner Station $53,000 $53,000 $0

Long Shop/McCoy VRS $35,860 $35,860 $0

Shawsville VRS $66,500 $66,500 $0

Subtotal for VRS $337,304 $337,304 $0

Total - Operating Budgets $762,429 $762,429 $0

Basic Retirement and Insurance

Approved

Volunteer Fire Departments FY 10 FY 11 Increase

Retirement - VRS $8,000 $8,000 $0

Accident Insurance $6,671 $6,671 $0

Life Insurance $61,114 $61,114 $0

Worker's Compensation $23,027 $30,543 $7,516

Motor Vehicle Insurance $28,000 $29,521 $1,521

General Liability $8,704 $8,000 ($704)

Gas Card Incentives $16,800 $16,800 $0

Total $152,316 $160,649 $8,333

Volunteer Rescue Squads

Retirement - VRS $2,500 $2,560 $60

Accident Insurance $6,671 $6,671 $0

Life Insurance $61,114 $61,114 $0

Worker's Compensation $23,027 $30,544 $7,517

Motor Vehicle Insurance $14,630 $15,424 $794

General Liability $8,704 $8,000 ($704)

Gas Card Incentives $25,000 $25,000 $0

Total $141,646 $149,313 $7,667

Total - Basic Retirement and Insurance $293,962 $309,962 $16,000

Grand Total Fire and Rescue $1,056,391 $1,072,391 $16,000

FIRE AND RESCUE


Retirement and Insurance

Change




Retirement; Insurance; & Incentives 292,762$ 199,574$ 293,962$ 309,962$ -$ 309,962$ 16,000$

Fire Departments

Fire departments provide volunteer fire services to County and town residents. Fire Departments are

routinely involved in training their personnel through the Department of Fire Programs. The basic training

required to be a firefighter is a minimum of 107 hours. This does not include the in-house training that is

required to master the equipment of their individual department.

Blacksburg Fire Department

Change




Blacksburg Fire Department 84,342$ 84,342$ 84,342$ 84,342$ -$ 84,342$ -$

Christiansburg Fire Department

Change




Christiansburg Fire Department 100,270$ 98,202$ 100,270$ 100,270$ -$ 100,270$ -$

Elliston Fire Department

Change




Elliston Fire Department 95,600$ 95,600$ 88,600$ 88,600$ -$ 88,600$ -$

FIRE AND RESCUE

Long Shop McCoy Fire Department

Change




Long Shop McCoy Fire Department 80,740$ 80,740$ 80,740$ 80,740$ -$ 80,740$ -$

Riner Fire Department

Change




Riner Fire Department 71,173$ 71,173$ 71,173$ 71,173$ -$ 71,173$ -$

Rescue Squads

Rescue Squads provide volunteer rescue services to County and town residents. Rescue squads are trained in

a variety of methods. Classes are routinely offered through the local squads and the Virginia Department of

Health. The basic rescuer is required to complete 142 hours of training. This prepares them to answer calls

of all nature and allows them to perform emergency medical skills on-scene. Typical assignments in the

local squads require the volunteer to answer calls both at will and on assigned call nights.

Blacksburg Rescue Squad

Change




Blacksburg Rescue Squad 82,944$ 82,944$ 82,944$ 82,944$ -$ 82,944$ -$

Christiansburg Rescue Squad

Change




Christiansburg Rescue Squad 99,000$ 99,000$ 99,000$ 99,000$ -$ 99,000$ -$

FIRE AND RESCUE

Christiansburg Rescue Squad – Riner Station

Change




Christiansburg Rescue - Riner Station 53,000$ 53,000$ 53,000$ 53,000$ -$ 53,000$ -$

Long Shop McCoy Rescue Squad

Change




Long Shop McCoy Rescue Squad 35,860$ 35,860$ 35,860$ 35,860$ -$ 35,860$ -$

Shawsville Rescue Squad

Change




Shawsville Rescue Squad 66,500$ 66,500$ 66,500$ 66,500$ -$ 66,500$ -$

GENERAL SERVICES

Citizens



General Services

Administration

Animal Control

Buildings and

Grounds

Centralized

Maintenance

County Engineer

Housekeeping

Inspections

Litter Control

Mid-County &

Thompson Landfills

Soil Erosion &

Sediment Control

Solid Waste

Collections

Lawn &

Landscaping

GENERAL SERVICES

Budget Summary

Change




Administration 198,391$ 192,321$ 197,782$ 201,230$ -$ 201,230$ 3,448$

Animal Control 216,982$ 218,341$ 211,573$ 217,848$ -$ 217,848$ 6,275$

Buildings and Grounds 1,272,597$ 1,207,316$ 1,262,502$ 1,266,804$ 13,646$ 1,280,450$ 17,948$

Centralized Maintenance 181,334$ 129,645$ 84,281$ 84,281$ -$ 84,281$ -$

Lawn and Landscape 102,247$ 101,132$ 100,372$ 109,386$ 600$ 109,986$ 9,614$

County Engineer 167,895$ 167,334$ 168,532$ 170,713$ -$ 170,713$ 2,181$

Housekeeping 329,507$ 322,700$ 336,556$ 335,593$ (31,731)$ 303,862$ (32,694)$

Inspections 340,482$ 330,727$ 329,121$ 333,339$ -$ 333,339$ 4,218$

Litter Control 87,390$ 84,818$ 85,883$ 86,784$ -$ 86,784$ 901$

Mid-County Landfill 197,425$ 85,443$ 150,160$ 124,690$ 700$ 125,390$ (24,770)$

Soil Erosion and Sediment Control 66,727$ 51,521$ 14,400$ 10,000$ -$ 10,000$ (4,400)$

Solid Waste Collections 1,656,753$ 1,643,128$ 1,705,173$ 1,710,068$ 2,600$ 1,712,668$ 7,495$

Thompson Landfill 58,382$ 28,140$ 46,110$ 51,310$ -$ 51,310$ 5,200$




Operations & Maintenance 2,214,297$ 1,967,674$ 2,212,827$ 2,208,250$ 54,280$ 2,262,530$ 49,703$

Capital Outlay 242,672$ 205,342$ 90,581$ 92,781$ -$ 92,781$ 2,200$



Local Animal Licenses 18,000$ 28,018$ 31,500$ 31,500$ (12,300)$ 19,200$ (12,300)$

Dog & Cat Sterilization 337$ 2,510$ 700$ 700$ 300$ 1,000$ 300$


Insurance Recoveries -$ -$ -$ -$ -$ -$ -$

Local Courthouse Maintenance 50,000$ 43,297$ 50,000$ 50,000$ 63,502$ 113,502$ 63,502$

Local Health/HS Utilities 67,906$ 42,224$ 64,000$ 64,000$ (8,000)$ 56,000$ (8,000)$

Local Health/HS Maintenance 16,800$ 16,800$ 16,800$ 16,800$ -$ 16,800$ -$

Local Cons Utility Tax 728,174$ 728,174$ 728,174$ 728,174$ -$ 728,174$ -$

Local Waste Collection 46,000$ 56,465$ 40,700$ 40,700$ -$ 40,700$ -$

State Litter Control Grant 24,000$ 29,974$ 14,000$ 14,000$ -$ 14,000$ -$

Local Soil Erosion Fees 50,000$ 36,560$ 35,800$ 35,800$ (9,800)$ 26,000$ (9,800)$

Local Building Permits 172,383$ 116,635$ 98,000$ 98,000$ 6,000$ 104,000$ 6,000$

Local Occupancy Permits 2,205$ 1,575$ 1,000$ 1,000$ -$ 1,000$ -$

Local Electrical Permits 35,350$ 29,530$ 28,200$ 28,200$ (2,200)$ 26,000$ (2,200)$

Local Mechanical Permits -$ 19,677$ 15,000$ 15,000$ 1,000$ 16,000$ 1,000$

Local Plumbing Permits 34,362$ 18,727$ 17,600$ 17,600$ 400$ 18,000$ 400$

Local Building Plan Permits -$ 100$ -$ -$ -$ -$ -$

Local Manufactured Housing Permits 33,146$ 11,302$ 10,300$ 10,300$ 2,700$ 13,000$ 2,700$

Local Re-inspect Fees 11,327$ 810$ 1,000$ 1,000$ 500$ 1,500$ 500$

Jail Block Revenue 21,500$ -$ 21,500$ 21,500$ -$ 21,500$ -$

Technology Fees 13,600$ -$ -$ -$ -$ -$ -$

Local Auto Graveyard 4,500$ 3,600$ 4,500$ 4,500$ -$ 4,500$ -$

TOTAL DESIGNATED REVENUE 1,329,590$ 1,206,200$ 1,178,774$ 1,178,774$ 42,102$ 1,220,876$ 42,102$


TOTAL REVENUES 4,876,112$ 4,562,566$ 4,692,445$ 4,702,046$ (14,185)$ 4,687,861$ (4,584)$

Total Authorized Personnel (FTE) 56.125 56.125 55.25 55.25 (2.6) 52.65

GENERAL SERVICES

Division Description The Division of General Services is responsible for auxiliary and operational support services for all County

divisions. Services are provided through the departments of, Buildings and Grounds, Housekeeping, Public

Facilities Administration, Engineering, and Internal Services departments. The division is also responsible

for the departmental operations of Animal Control, Solid Waste Collection, and Inspections.





year.





Base Motor Vehicle Insurance Adjustments – $2,377 is reduced from the base budget to reflect a 13%






$42,102 is Added to the General Services Revenue Budget – This increase is the result of adjustments

to all local fee revenue lines in the General Services budget. As shown in the chart below, the main

increase in revenue is the result of the new courthouse maintenance fee. According to the Code of

Virginia 17.1-281, any County that operated, on or after January 1, 2008, a courthouse that is not in

compliance with the Virginia Courthouse Facility Guidelines, as certified by the State Department of

General Services, could assess an additional $3 dollar fee, on top of an existing $2 dollar fee, for

courthouse maintenance. The County began assessing this fee in January of 2010. This increase

added $63,502, while other categories decreased $21,400, resulting in a net increase of $42,102.

$54,280 is Added for Increased Electricity Costs –This increase is based on average usage in all

County facilities, and an inflationary factor that was calculated using the U.S. Department of Energy's

cost estimates.

Courthouse Maintenance Fees 63,502$

Animal License Fees (12,000)$

Building, Utility Fees, & Soil Erosion Fees (9,400)$

Total 42,102$

Revenue Adjustments

GENERAL SERVICES

($68,465) is Reduced to Reflect 2.6 FTE Held Vacant Due to the County Hiring Freeze – At the

beginning of FY 10, the County instituted a hiring freeze on vacant positions. The General Services

Division currently has 2.6 vacant positions which are frozen. This addendum captures the dollars

saved from keeping one maintenance worker position and one housekeeper position vacant for FY 11.

Dollars associated with a site attendant position (.6 FTE) have been reallocated to offset wages

associated with non-classified employee hours necessary to keep the consolidated sites open as

scheduled.

GENERAL SERVICES


Administration This Department manages the administrative functions for the Division of General Services.

Change




Administration 198,391$ 192,321$ 197,782$ 201,230$ -$ 201,230$ 3,448$


Animal Control The Animal Control Department is responsible for enforcing County ordinances and state laws relating to

animals. Animal Control impounds stray dogs, investigates livestock deaths due to animals, quarantines

animals involved in bite cases, and investigates animal cruelty. The department maintains the safety of the

public as it pertains to animal ordinances and educates the public about animal laws and welfare.

Change




Animal Control 216,982$ 218,341$ 211,573$ 217,848$ -$ 217,848$ 6,275$


Buildings and Grounds This Department is responsible for the preservation of County facilities, including recreational and industrial

parks. Buildings and Grounds maintain 37 County buildings and facilities, eight recreational parks, and two

industrial parks. The department provides general labor support to County divisions for repair and

remodeling projects.

Change




Buildings and Grounds 1,272,597$ 1,207,316$ 1,262,502$ 1,266,804$ 13,646$ 1,280,450$ 17,948$


GENERAL SERVICES

Centralized Maintenance Centralized Maintenance is an account established to fund one-time projects. Portions of these funds are

undesignated and may be utilized to fund emergency repairs. These projects are not generally funded

through the operational budget due to their nature, and do not meet the criteria of Capital Improvements

Projects. Centralized Maintenance is a line item within the budget and not a department or division under

General Services.

Change




Centralized Maintenance 181,334$ 129,645$ 84,281$ 84,281$ -$ 84,281$ -$

Lawns and Landscaping

The Lawns & Landscaping Department is responsible for maintaining 131 acres of open property, including

landscaping services, tree trimming, and grass cutting. The Lawns & Landscaping Department also assists in

maintaining recreational facilities including the Motor Mile Complex and the former Shawsville High School

football and baseball fields.

Change




Lawn and Landscape 102,247$ 101,132$ 100,372$ 109,386$ 600$ 109,986$ 9,614$


County Engineer The County Engineer administers the Erosion and Sediment Control Ordinance, capital construction of

County facilities, closed landfills, and administration of the General Services Department.

Change




County Engineer 167,895$ 167,334$ 168,532$ 170,713$ -$ 170,713$ 2,181$


Housekeeping This Department provides custodial services to ensure the cleanliness and safety of 11 County facilities or

289,000 square feet of space.

Change




Housekeeping 329,507$ 322,700$ 336,556$ 335,593$ (31,731)$ 303,862$ (32,694)$


GENERAL SERVICES

Inspections This Department is responsible for the enforcement of the Uniform Statewide Building Code.

Change




Inspections 340,482$ 330,727$ 329,121$ 333,339$ -$ 333,339$ 4,218$


Litter Control The Litter Control Department manages the annual County roadside waste clean up, hazardous waste

collection, and annual latex paint exchange. The department works in conjunction with the towns of

Christiansburg and Blacksburg, and Virginia Tech to maintain litter control efforts within the County.

Change




Litter Control 87,390$ 84,818$ 85,883$ 86,784$ -$ 86,784$ 901$


Mid-County Landfill The Mid-County Landfill is located off of Cinnabar Road between the towns of Christiansburg and

Blacksburg. The landfill was closed in the late 70’s but continues to require groundwater and landfill gas

testing along with the operation of gas migration mitigation equipment.

Change




Mid-County Landfill 197,425$ 85,443$ 150,160$ 124,690$ 700$ 125,390$ (24,770)$

Soil Erosion and Sediment Control This program implements the County’s Erosion and Sediment Control Ordinance as mandated by the

Commonwealth of Virginia.

Change




Soil Erosion and Sediment Control 66,727$ 51,521$ 14,400$ 10,000$ -$ 10,000$ (4,400)$


GENERAL SERVICES

Solid Waste Collections This Department provides waste disposal and recycling services for County residents. Services are delivered

through ten consolidated sites. Sites are open every day except Thanksgiving, New Years, Martin Luther

King, Memorial, Independence, Labor and Christmas holidays; Monday through Friday, 7:00 am to 7:00 pm

(6:00 pm in the winter); Saturday, 8:00 am to 6:00 pm; and Sunday, noon to 6:00 pm. At these sites,

residents may dispose of household trash, bulky items, and recyclables. The goal of the department is to

eliminate open “green box” sites and maintain services countywide through consolidated sites.

Change




Solid Waste Collections 1,656,753$ 1,643,128$ 1,705,173$ 1,710,068$ 2,600$ 1,712,668$ 7,495$

Authorized Personnel (FTEs) 23 23 23 23 (0.6) 22.4

Thompson Landfill The Thompson Landfill is a closed landfill located in the Den Hill area of the County. The County is

currently several years into a post closure plan, which requires continued groundwater monitoring and

mitigation.

Change




Thompson Landfill 58,382$ 28,140$ 46,110$ 51,310$ -$ 51,310$ 5,200$


Citizens



Assistance County

Administrator

Human Services

Comprehensive

Services Act


Budget Summary

Change




Comprehensive Services Act 2,028,112$ 1,987,373$ 1,726,128$ 1,726,128$ (74,159)$ 1,651,969$ (74,159)$




Operations & Maintenance 63,390$ 61,852$ 4,200$ 4,200$ (74,159)$ (69,959)$ (74,159)$

Public Assistance 1,964,722$ 1,925,521$ 1,721,928$ 1,721,928$ -$ 1,721,928$ -$

Capital Outlay -$ -$ -$ -$ -$ -$ -$




State CSA 1,453,345$ 1,120,364$ 1,236,943$ 1,236,943$ (74,159)$ 1,162,784$ (74,159)$

TOTAL DESIGNATED REVENUE 1,453,345$ 1,203,082$ 1,236,943$ 1,236,943$ (74,159)$ 1,162,784$ (74,159)$


TOTAL REVENUES 2,028,112$ 1,987,373$ 1,726,128$ 1,726,128$ (74,159)$ 1,651,969$ (74,159)$



In 1992, The General Assembly established the Comprehensive Services Act for At-Risk Youth and Families

in an attempt to improve coordination, eliminate duplication of services, and ensure that costly residential

care was provided only in cases where it was clearly warranted. The law requires localities to establish

Community Policy and Management teams and Family Assessment and Planning teams to administer the

program. The law also mandates that certain groups of children receive services, primarily special education

and foster care children. The County is required to provide a local match for all expenditures.





year.






($74,159) is Reduced From the Comprehensive Services Act Revenue and Expenditure Budgets – A

total of $74,159 is reduced from the Comprehensive Services Act (CSA) Revenue and Expenditure

Budgets for FY 11 to reflect the state budget reductions contained in the Governor’s budget.



Comprehensive Services Act The Community Policy and Management Team (CPMT) is responsible for developing policies, managing

funds allocated to the County, and authorize expenditures of these funds. The law requires that local agency

heads or their designees form the Community Services Board. Social Services, Health Department, Juvenile

Court Services Unit and the School Division serve on this board. In addition, the team is required to include

a parent representative, a private provider, and a locality representative. Each CPMT must also establish and

appoint at least one Family Assessment and Planning Team. The Family Assessment and Planning Team

(FAPT) assess the needs of the cases referred to them and identify the services needed. The law requires that

a representative from the Community Services Board, Social Services, Juvenile Court Services Unit, and the

School Division serve on this team. A parent representative is also required.

Change




Comprehensive Services Act 2,028,112$ 1,987,373$ 1,726,128$ 1,726,128$ (74,159)$ 1,651,969$ (74,159)$

HUMAN SERVICES

Citizens



Assistant County

Administrator

Retired Senior

Volunteer Program

Human Services

Alternative

Community Programs

Human Services

HUMAN SERVICES

Budget Summary

Change




Alternative Community Programs 58,545$ 55,061$ 107,175$ 108,622$ (20,935)$ 87,687$ (19,488)$

Human Services 88,125$ 81,836$ 136,313$ 138,732$ -$ 138,732$ 2,419$

Office on Youth 124,222$ 100,491$ -$ -$ -$ -$ -$

Retired Senior Volunteer Program 162,552$ 157,396$ 153,148$ 154,992$ -$ 154,992$ 1,844$





Capital Outlay -$ 3,437$ -$ -$ -$ -$ -$



Local User Fees -$ 390$ -$ -$ -$ -$ -$

Recovered Costs 3,827$ 4,065$ -$ -$ -$ -$ -$

State CSA Administration 12,000$ 12,271$ 12,000$ 12,000$ -$ 12,000$ -$

State VJCCCA 76,275$ 76,275$ 73,503$ 73,503$ (21,977)$ 51,526$ (21,977)$

Federal RSVP 58,674$ 58,912$ 58,674$ 58,674$ 238$ 58,912$ 238$


TOTAL UNDESIGNATED REVENUE 282,668$ 242,871$ 252,459$ 258,169$ 804$ 258,973$ 6,514$

TOTAL REVENUES 433,444$ 394,784$ 396,636$ 402,346$ (20,935)$ 381,411$ (15,225)$


HUMAN SERVICES


The Human Services department keeps citizens, agencies, and County government informed about services

and programs, both public and private, in the areas of human services delivery. We examine youth issues and

foster positive youth development through coordination with community agencies. The Human Services

Division administers the Retired and Senior Volunteer Program (RSVP) and Virginia Juvenile Community

Crime Control Act (VJCCA) programs and monitors/evaluates expenditures and placements through the

Comprehensive Services Act for at-risk youth and families.





year.











($21,977) is Reduced From the Human Services’ Virginia Juvenile Community Crime Control Act

(VJCCCA) Revenue Budget – A total of $21,977 is reduced from the Human Services VJCCCA

revenue budget for FY 11 to reflect the state budget reductions contained in the Governor’s budget.

This is a 30% overall reduction in state funds from the base budget of $73,503.

($20,935) is Reduced From the Human Services’ Virginia Juvenile Community Crime Control Act

(VJCCCA) Expenditure Budget – A total of $20,935 is reduced from the Human Services VJCCCA

expenditure budget for FY 11 to reflect the state budget reductions contained in the Governor’s

budget.

$238 is Added to the Human Services’ Retired Senior Volunteers Program (RSVP) Revenue Budget –

A total of $238 is added to the Human Services RSVP revenue budget for FY 11. The RSVP grant

provides resources for senior volunteers to provide civic programs and service in the community. This

addition is made to adjust the revenue budget to the estimated grant award for FY 11.

HUMAN SERVICES


Alternative Community Programs Programs in this department include juvenile community service, home confinement, home electronic

monitoring, and basic skills development, for court-involved youth.

Change




Alternative Community Programs 58,545$ 55,061$ 107,175$ 108,622$ (20,935)$ 87,687$ (19,488)$

Human Services The Human Services department keeps citizens, agencies, and County government informed about services

and programs, both public and private, in the areas of human services delivery. We examine youth issues

and foster positive youth development through coordination with community agencies. We administer the

Virginia Juvenile Community Crime Control Act (VJCCA) programs and we monitor and evaluate

expenditures and placements through the Comprehensive Services Act for at-risk youth and families.

Change




Human Services 88,125$ 81,836$ 136,313$ 138,732$ -$ 138,732$ 2,419$


Office on Youth The Montgomery County Office on Youth Department was abolished in FY 10.

Change




Office on Youth 124,222$ 100,491$ -$ -$ -$ -$ -$


Retired Senior Volunteer Program

Retired and Senior Volunteer Program (RSVP) invites adults age 55 and over to use their life experience and

skills to answer the call of their neighbors in need. RSVP acts as a clearinghouse to match volunteers’

interests and skills with agencies and organizations that need assistance. RSVP provides a variety of

opportunities for persons to participate more fully in the life of their community through significant

volunteer service.

Change




Retired Senior Volunteer Program 162,552$ 157,396$ 153,148$ 154,992$ -$ 154,992$ 1,844$


PUBLIC HEALTH DEPARTMENT

Citizens

Governor

Secretary of Health

and Human Services

General Assembly

State Department of

Health

Local Department of

Health


Budget Summary

Change




Public Health 496,849$ 456,051$ 449,886$ 449,886$ (18,573)$ 431,313$ (18,573)$




Direct Payment 496,849$ 456,051$ 449,886$ 449,886$ (18,573)$ 431,313$ (18,573)$

Capital Outlay -$ -$ -$ -$ -$ -$ -$



Local Revenue Refunds -$ -$ -$ -$ -$ -$ -$



TOTAL REVENUES 496,849$ 456,051$ 449,886$ 449,886$ (18,573)$ 431,313$ (18,573)$



The New River Health District is one of 35 health districts that comprise the Virginia Department of Health

(VDH). The District consists of local health departments in the Counties of Floyd, Giles, Montgomery, and

Pulaski and the City of Radford that work cooperatively with local governments to assure the provision of

public health services. The vision of the New River Health District and the Montgomery County Health

Department is that residents will be the healthiest people in the state and nation. The purpose of the local

health department is to equip residents and communities to achieve and maintain optimum personal and

community health by emphasizing health promotion, disease prevention, and environmental protection.





year.






($18,573) Reduction is made to Reconcile the Public Health Budget to Reflect the Actual Dollars

Required as Local Match – A total of $18,573 is reduced from the Public Health base budget to

reconcile to the amount in the Statement of Agreement between the County and the Virginia

Department of Health. The Health Department is funded on a formula basis with costs shared

between the State and the County. The County’s share is 38.3% and the State’s share is 61.7%.

Based on the State allocation, the County’s match for FY 11 is estimated to be $431,313.



Public Health Department This department provides public health services, environmental health services, and medical services for

County residents. The local health department offers services to prevent and control the spread of contagious

diseases, including child and adult immunizations against vaccine-preventable illnesses. In the area of

environmental health, the department provides site evaluation and permits for on-site sewage disposal (septic

systems) and wells. The inspection of restaurants, schools, day care centers, camps, and festival events to

ensure food safety is also conducted, as well as, inspections of marina and migrant labor camps, and public

swimming facilities. Through local health department clinics, schools, homes, and at other sites within the

community, the department provides an array of services, including well baby care, maternity care and

family planning.

Change




Public Health 496,849$ 456,051$ 449,886$ 449,886$ (18,573)$ 431,313$ (18,573)$

SOCIAL SERVICES

Citizens


Social Services Board

Social Services

SOCIAL SERVICES

Budget Summary

Change




Social Services 6,749,513$ 6,669,085$ 6,607,363$ 6,834,428$ (63,761)$ 6,770,667$ 163,304$

TOTAL EXPENDITURES 6,749,513$ 6,669,085$ 6,607,363$ 6,834,428$ (63,761)$ 6,770,667$ 163,304$


Personal Services 3,385,694$ 3,351,878$ 3,406,591$ 3,470,191$ (39,002)$ 3,431,189$ 24,598$

Operations & Maintenance 348,378$ 334,166$ 345,495$ 344,734$ (24,759)$ 319,975$ (25,520)$

Public Assistance 3,015,441$ 2,950,026$ 2,855,277$ 3,019,503$ -$ 3,019,503$ 164,226$

Capital Outlay -$ 33,016$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 6,749,513$ 6,669,085$ 6,607,363$ 6,834,428$ (63,761)$ 6,770,667$ 163,304$


State/Federal Assistance 5,360,684$ 5,275,879$ 5,200,520$ 5,459,276$ (24,759)$ 5,434,517$ 233,997$

Federal Pass Through 268,954$ 233,274$ 268,954$ 268,472$ -$ 268,472$ (482)$

Fund Balance -$ -$ -$ -$ -$ -$ -$

Local Recovered Costs -$ 157,935$ 70,000$ 70,000$ -$ 70,000$ -$

TOTAL DESIGNATED REVENUE 5,629,638$ 5,667,088$ 5,539,474$ 5,797,748$ (24,759)$ 5,772,989$ 233,515$

TOTAL UNDESIGNATED REVENUE 1,119,875$ 1,001,997$ 1,067,889$ 1,036,680$ (39,002)$ 997,678$ (70,211)$

TOTAL REVENUES 6,749,513$ 6,669,085$ 6,607,363$ 6,834,428$ (63,761)$ 6,770,667$ 163,304$


SOCIAL SERVICES


The Social Services Division promotes the stability and self-sufficiency of community families through

employment services, services to prevent family breakdown, and protection of children and older/disabled

adults. The specific service areas are Adult and Adult Protective Services, Adoption, Foster Care, Child

Care, Child Protection, and Employment Services. The Assistance Division promotes the stability and self-

sufficiency of community families through Temporary Assistance to Needy Families, Food Stamps,

Medicaid, Fuel Assistance, Crisis Fuel Assistance, and General Relief. Both the Services and Financial

Assistance Divisions work closely with other community agencies to promote the stability and self-

sufficiency of community families through referrals to services not available in this agency and through

promoting the creation of services not currently available in the community. The agency works to avoid

duplication of services provided by other agencies and to respond to needs not currently addressed in the

community.





year.

Base Revenue and Expenditure Reconciliation Adjustments – The base budget revenue and

expenditures accounts have been adjusted based on the reconciliation of state and federal funding for

FY 10. Each year, following the confirmation of funding available from sources other than County

dollars, the base budget for the Department of Social Services is adjusted within the fiscal year, and

this adjustment becomes the base budget for the next fiscal year. The FY 10 Approved County

Budget for this Division totaled $6,607,363, $5,469,474 in state and federal dollars and $1,137,889 in

County dollars. Based on the reconciliation for FY 10, a total of $258,274 is added to the base

revenue budget for FY 11 and $164,226 to expenditures for public assistance programs.

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

FY 05 County Funding

Before Pay Plan


Agreement

FY 06 County Funding Actual


Agreement



Agreement



Agreement



Agreement

FY 11 Budget

County Funding for Social Services (Before and After Pay Plan Addition)

SOCIAL SERVICES












beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Social Services

Division currently has one vacant position which is frozen. This addendum captures the dollars

saved from holding this position vacant for FY 11.

($24,759) is Reduced From the Social Services Budget to Reflect a 1% Reduction in State Funding – A total of $24,759 is reduced from the Social Services revenue and expense budgets for FY 11 to

reflect the 1% reduction in state administration funding, as contained in the Governor’s budget.

SOCIAL SERVICES


Social Services

The Department of Social Services assists families and individuals in becoming socially and economically

self-sufficient and independent. In cases where client or community limitations preclude independence, the

department focuses, in the least intrusive manner, on services that families and individuals cannot better

provide for themselves.

Change




Social Services 6,749,513$ 6,669,085$ 6,607,363$ 6,834,428$ (63,761)$ 6,770,667$ 163,304$



Citizens



Assistant County

Administrator

Parks and Recreation

Aquatics

Athletics

Administration

Outdoor Recreation

Parks and Playgrounds

Community

Recreation Programs

Summer Programs

Special Programs Senior Tours &

Senior Recreation

Programs


Budget Summary

Change




Administration 472,864$ 455,661$ 497,788$ 504,413$ -$ 504,413$ 6,625$

Aquatics 77,310$ 70,878$ 48,029$ 47,820$ -$ 47,820$ (209)$

Athletics 324,781$ 290,018$ 125,183$ 125,199$ -$ 125,199$ 16$

Community Recreation Programs 14,796$ 8,867$ 21,305$ 21,273$ -$ 21,273$ (32)$

Outdoor Recreation 25,125$ 22,899$ 21,796$ 21,793$ -$ 21,793$ (3)$

Parks and Playgrounds 27,648$ 19,559$ 13,350$ 13,537$ -$ 13,537$ 187$

Senior Tours 15,340$ 13,400$ 13,224$ 13,219$ -$ 13,219$ (5)$

Senior Recreation Program 2,986$ 2,270$ 2,814$ 2,811$ -$ 2,811$ (3)$

Special Programs 13,693$ 1,779$ 5,975$ 5,975$ -$ 5,975$ -$

Summer Programs 16,071$ 9,486$ 14,229$ 14,206$ -$ 14,206$ (23)$




Operations & Maintenance 224,727$ 203,927$ 226,008$ 227,286$ -$ 227,286$ 1,278$

Capital Outlay 249,939$ 204,770$ 13,700$ 14,100$ -$ 14,100$ 400$



Local Proceeds-Resale -$ -$ -$ -$ -$ -$ -$

Local Property Rental 1,500$ 1,560$ 1,500$ 1,500$ -$ 1,500$ -$


Local Adult Rec. Fees 5,500$ 9,583$ 8,000$ 8,000$ 1,000$ 9,000$ 1,000$

Local Athletics Fees 33,000$ 33,175$ 38,000$ 38,000$ -$ 38,000$ -$

Local Comm. Rec. Fees 3,000$ 670$ 3,000$ 3,000$ (2,500)$ 500$ (2,500)$

Local Senior Tour Fees 9,500$ 13,492$ 9,500$ 9,500$ 3,500$ 13,000$ 3,500$

Local Senior Rec. Fees 3,500$ 935$ 1,000$ 1,000$ (500)$ 500$ (500)$

Local Outdoor Rec. Fees 15,100$ 11,775$ 15,100$ 15,100$ (3,100)$ 12,000$ (3,100)$

Local Special Event Fees 2,000$ -$ 1,000$ 1,000$ -$ 1,000$ -$

Local Summer Rec. Fees 13,000$ 16,879$ 16,000$ 16,000$ 1,000$ 17,000$ 1,000$

Local Pool Fees 50,000$ 65,232$ 56,000$ 56,000$ 600$ 56,600$ 600$

Local Fundraising -$ 1,011$ -$ -$ -$ -$ -$

Scholarship Revenue -$ 1,403$ -$ -$ -$



TOTAL REVENUES 990,614$ 894,817$ 763,693$ 770,246$ -$ 770,246$ 6,553$




The Parks and Recreation Division is responsible for offering recreational opportunities for the citizens of

Montgomery County. The Division's mission is to provide quality, customer valued recreation programs and

facilities that engage participants and add value to the quality of life of the citizens of Montgomery County.

The Division offers programming and facilities in the following recreation service areas: Aquatics; Athletics

and Team Sports; Youth, Adult and Senior Wellness and Education; Outdoor Recreation; Tours; Special

Events; and Summer Programs.





year.





$2,200 Base Budget Shift – A total of $2,200 has been shifted from the personal services budget to the

operations and maintenance budget for FY 11. In prior years, the $2,200 was earmarked for

compensation of boards; however, the commission elected to defer member payment in lieu of

providing a meal at the regular meetings. These funds have been permanently moved from the

personal services budget to the operations and maintenance budget to reflect the actual use of funds.







No Addenda Added



Administration

The role of administration is overseeing the operation of all recreational programs and parks facilities.

Responsibilities also include the division’s budget management; marketing; facility design and planning for

future recreational needs.

Change




Administration 472,864$ 455,661$ 497,788$ 504,413$ -$ 504,413$ 6,625$


Aquatics The Frog Pond at Mid County Park is a public, outdoor leisure-style aquatics facility. The facility typically

opens the first week in June and closes the last week in August. Activities include public swim,

cardiovascular water activities, group swim lessons, as well as large-scale special events.

Change




Aquatics 77,310$ 70,878$ 48,029$ 47,820$ -$ 47,820$ (209)$


Athletics Athletic developmental programs include football, volleyball, cheerleading, basketball, baseball, softball, as

well as a variety of instructional clinics and camps. Athletics is also dedicated to educating the public and

participants on proper behavior and sportsmanship.

Change




Athletics 324,781$ 290,018$ 125,183$ 125,199$ -$ 125,199$ 16$

Community Recreation Programs Community recreation programs offer a diverse schedule of education/recreation-based activities for youth.

Activities include martial arts, cooking, drawing, painting and holiday-themed classes.

Change




Community Recreation Programs 14,796$ 8,867$ 21,305$ 21,273$ -$ 21,273$ (32)$


Outdoor Recreation

The outdoor recreation programs provide diverse programming based on adventure, conservation,

environmental education and experiential education for a wide selection of the population.

Change




Outdoor Recreation 25,125$ 22,899$ 21,796$ 21,793$ -$ 21,793$ (3)$

Parks and Playgrounds

Montgomery County has seven park offerings throughout the county. Each park is unique in its own way

ranging from small pocket parks to linear biking and hiking trails to its largest 110 acre Mid-County Park.

Swimming, picnicking, and shelter rentals offer enjoyment for the whole family.

Change




Parks and Playgrounds 27,648$ 19,559$ 13,350$ 13,537$ -$ 13,537$ 187$

Senior Tours The senior tours offer a diverse schedule of education/recreation-based activities for our senior population.

Tours and trips focus on regional interests and attractions.

Change




Senior Tours 15,340$ 13,400$ 13,224$ 13,219$ -$ 13,219$ (5)$

Senior Recreation Programs

Senior recreation programs offer a diverse schedule of education/recreation-based activities for our senior

population. Activities include bingo, luncheons, painting and themed gatherings.

Change




Senior Recreation Program 2,986$ 2,270$ 2,814$ 2,811$ -$ 2,811$ (3)$


Special Programs

The purpose of this service area is to host events that are held in a festival or event type atmosphere

appropriate for the whole family.

Change




Special Programs 13,693$ 1,779$ 5,975$ 5,975$ -$ 5,975$ -$

Summer Programs The summer programs service area is the County’s “Frog Hoppers” summer day camp. The camp is held for

children ages 6 - 10 and involves education and recreation in an outdoor setting.

Change




Summer Programs 16,071$ 9,486$ 14,229$ 14,206$ -$ 14,206$ (23)$

REGIONAL LIBRARY SYSTEM

Citizens


Library Board

Regional Library

System


Budget Summary

Change




Regional Library System 2,055,387$ 1,952,863$ 1,861,146$ 1,849,748$ (144,101)$ 1,705,647$ (155,499)$





Capital Outlay 24,073$ 29,756$ -$ -$ -$ -$ -$

Lump Sum Reduction -$ -$ -$ -$ -$ -$ -$



Local Interest -$ -$ -$ -$ -$ -$ -$

Local Photo Copy Sales 13,669$ 13,510$ 12,000$ 12,000$ -$ 12,000$ -$

Local Library Fines 64,730$ 76,265$ 66,262$ 66,262$ -$ 66,262$ -$

Local Library Fees -$ 3,427$ -$ -$ -$ -$ -$

Floyd Contribution 74,278$ 74,278$ 74,278$ 74,278$ -$ 74,278$ -$

Blacksburg Contribution 12,000$ 12,000$ 12,000$ 12,000$ -$ 12,000$ -$

Christiansburg Contribution 8,000$ 10,000$ 8,000$ 8,000$ -$ 8,000$ -$

Local Donations -$ 25,003$ -$ -$ -$ -$ -$

Local Recovered Costs 5,003$ 9,038$ -$ -$ -$ -$ -$

State Aid 242,985$ 242,985$ 228,699$ 228,699$ (44,881)$ 183,818$ (44,881)$



TOTAL REVENUES 2,055,387$ 1,952,863$ 1,861,146$ 1,849,748$ (144,101)$ 1,705,647$ (155,499)$

Total Authorized Personnel (FTE) 23.875 23.875 23.875 23.875 (3.375) 20.5



The Montgomery-Floyd Regional Library System has branch libraries in Blacksburg, Christiansburg,

Shawsville and Floyd and offers information and reading materials in a variety of formats for all age groups.

Wireless access is available in each library, as well as public computers providing access to the Internet,

databases and a selection of office and entertainment software. The Christiansburg and Floyd libraries

maintain special sections for genealogy and local history. Staff members check materials in and out and are

trained to help citizens use the library and find information. Library activities include summer reading

programs for all ages, special events, programs, book discussion groups, computer classes and story times.

Public meeting rooms in each library branch, and conference rooms in Blacksburg, Meadowbrook and Floyd,

are available to individuals and groups to use on a first come, first served basis.





year.











($44,881) is Reduced From the Library’s State Aid Revenue Budget for FY 11 – This reduction is

made to reflect the state budget reductions contained in the Governor’s budget. This is a 20% overall

reduction in state aid from the base budget of $228,699.

($144,101) is Reduced to Reflect 3.375 FTE Held Vacant Due to the County Hiring Freeze – At the

beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Library currently

has 3.375 vacant positions which are frozen. This addendum captures the dollars saved from holding

these positions vacant for FY 11.



Regional Library System Regional staff maintains the computers and equipment, plans services for children and programs for adults,

and orders, processes and catalogs library materials. Administration is responsible for managing the library

system, establishing policies, maintaining accounting records, preparing reports, purchasing supplies and

processing invoices for payment.

Change




Regional Library System 2,055,387$ 1,952,863$ 1,861,146$ 1,849,748$ (144,101)$ 1,705,647$ (155,499)$

Authorized Personnel (FTEs) 23.875 23.875 23.875 23.875 (3.375) 20.5

PLANNING AND GIS SERVICES

Citizens



Planning and GIS

GIS

Planning


Budget Summary

Change




Planning 538,951$ 383,843$ 428,467$ 415,827$ (57,545)$ 358,282$ (70,185)$

GIS 201,749$ 193,050$ 229,321$ 231,987$ -$ 231,987$ 2,666$





Capital Outlay 2,500$ -$ -$ -$ -$ -$ -$



Local Rezoning/Subdivision Permits 18,036$ 30,735$ 23,036$ 23,036$ -$ 23,036$ -$

Local Site Plan Review 1,000$ 3,345$ 1,000$ 1,000$ -$ 1,000$ -$

Local Map/Ordinance Sales 1,800$ 200$ 1,800$ 1,800$ -$ 1,800$ -$

Local GIS Sales 1,000$ 1,058$ 1,000$ 1,000$ -$ 1,000$ -$

Local Technology Fees 8,400$ 18,898$ 22,000$ 22,000$ -$ 22,000$ -$

Fund Balance (Wireless 911) -$ -$ -$ -$ -$ -$




TOTAL REVENUES 740,700$ 576,893$ 657,788$ 647,814$ (57,545)$ 590,269$ (67,519)$




The Division of Planning and GIS Services is responsible for the development and execution of County

comprehensive planning activities, the implementation of County land development ordinances, the

development and implementation of County Geographic Information System (GIS) (co-partner with General

Services), Land Development Office (LDO), analysis of land use issues and spatial data in support of better

County decision making, and providing staff support to the Planning Commission, Board of Zoning Appeals,

and related committees.





year.












beginning of FY 10, the County instituted a hiring freeze on vacant positions. The Planning and GIS

Division currently has one vacant position which is frozen. This addendum captures the dollars saved

from holding this position vacant for FY 11.



Planning The Planning Department is responsible for the development and implementation of the County’s

Comprehensive Plan and related village plans; the administration of the County’s zoning and subdivision

ordinances; the preparation of long and short range planning information and studies for County officials and

residents; grant preparation for hazard mitigation, enhancement, community development block grant and

other programs as assigned by the County Administrator; the implementation of an ongoing planning

education and information program; and support for other departments in the areas of planning, land use

development and zoning. The department also provides staff support for the Planning Commission, Board of

Zoning Appeals, Agricultural & Forrestal District Advisory Committee and the Greenways & Pathways

Corridor Committee.

Change




Planning 538,951$ 383,843$ 428,467$ 415,827$ (57,545)$ 358,282$ (70,185)$


GIS The GIS Services department’s mission is to plan, create, organize, implement, and administer the County's

Geographic Information Systems (GIS), ortho and oblique aerial imagery and LiDAR data warehouse, Land

Development Office (LDO), and the E911 street name and number ordinance. The overall goal is to

coordinate, facilitate, and manage the use of GIS and LDO at departmental, office, enterprise, and multi-

jurisdictional scale. Direct activities include GIS/LDO strategic enterprise planning; enterprise GIS/LDO

management; creation, development, and maintenance of enterprise spatial data; E-911 site address and street

name maintenance; spatial data analysis and modeling; end-user GIS & LDO application training; custodian

for VGIN and County generated aerial ortho and oblique imagery; LiDAR topography, and the development

and maintenance of internal and external iGIS web-enabled applications.

Change




GIS 201,749$ 193,050$ 229,321$ 231,987$ -$ 231,987$ 2,666$



Citizens



Economic

Development


Budget Summary

Change




Economic Development 390,367$ 323,879$ 357,411$ 351,435$ -$ 351,435$ (5,976)$



Personal Services 315,918$ 275,893$ 297,850$ 291,950$ -$ 291,950$ (5,900)$


Direct Payments -$ -$ -$ -$ -$ -$ -$

Capital Outlay 1,180$ -$ -$ -$ -$ -$ -$




Governor's Opportunity Fund -$ -$ -$ -$ -$ -$ -$


TOTAL UNDESIGNATED REVENUE 390,367$ 264,485$ 357,411$ 351,435$ -$ 351,435$ (5,976)$

TOTAL REVENUES 390,367$ 323,879$ 357,411$ 351,435$ -$ 351,435$ (5,976)$




The Economic Development Division serves as the primary marketing resource for the County and two

towns to generate taxable capital investment and meaningful job creation. The Board of Supervisors has

adopted a long-range Economic Development Strategic Plan to guide and focus resources. The plan outlines

five major program goals: recruitment of new industry, retention and expansion of existing business and

industry, market research, workforce development and product (sites and buildings) development. The

division works closely with the Economic Development Authority, Economic Development Commission,

and the MBC Development Corporation serving both as staff and partners in attracting new investment to the

County, as well as supporting the success of existing businesses. The Division also partners with the towns

of Blacksburg and Christiansburg to develop appropriate business inside the towns.





year.











No Addenda Added



Economic Development The Economic Development staff is primarily focused on carrying out the Board’s Strategic Plan objectives,

with particular emphasis on retention of technology based existing business assistance and recruitment of

target industry.

Change




Economic Development 390,367$ 323,879$ 357,411$ 351,435$ -$ 351,435$ (5,976)$


OTHER AGENCIES

Citizens


Other Agencies

OTHER AGENCIES

Budget Summary

Change



EXPENDITURES BY AGENCIES

Human Service Agencies 790,577$ 778,759$ 746,660$ 745,660$ 16,866$ 762,526$ 15,866$

Public Safety Agencies 174,036$ 150,001$ 36,736$ 36,736$ 30,054$ 66,790$ 30,054$

Educational/Cultural Agencies 122,168$ 105,940$ 62,193$ 62,193$ 1,601$ 63,794$ 1,601$

Environmental Agencies 130,356$ 117,991$ 127,339$ 127,339$ -$ 127,339$ -$

Economic Development Agencies 240,622$ 239,347$ 222,085$ 222,085$ (1,468)$ 220,617$ (1,468)$



State Extension Office Reimbursement 1,200$ 195$ -$ -$ -$ -$ -$

Shared Expenses 735$ -$ -$ -$ -$ -$ -$

State Medical Examiner -$ -$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE 1,935$ 195$ -$ -$ -$ -$ -$


TOTAL REVENUES 1,457,759$ 1,392,038$ 1,195,013$ 1,194,013$ 47,053$ 1,241,066$ 46,053$

OTHER AGENCIES


The Division consists of all outside agencies that are funded by County General Fund dollars. Agencies that

receive funding are divided among five categories: Human Service Agencies, Public Safety Agencies,

Education/Cultural Agencies, Environmental Agencies, and Economic Development Agencies.

Budget Discussion

PAYMENTS TO HUMAN SERVICE AGENCIES

$345,524 is included for the New River Valley Detention Home, an increase of $40,490 – A total of

$345,524 is included for the New River Detention Home (NRVDH). The agency received a total of

$305,034 in the FY 10 budget. The NRVDH’s request for FY 11 is $345,524 which includes

$330,731 for operations based on the County’s usage of the facility and $14,793 which is level

capital funding based on the County’s ownership of the facility. In the FY 09 request, the formula for

determining operating contributions was changed to allocate costs among participant jurisdictions on

the basis of days used, averaged over a 2.5 year period. Under the revised formula, Montgomery

County’s billed usage for the facility for FY11 is 60.0%, an increase of 6.29% over the billed usage

for FY10 of 53.71%. In addition, the Commission is requesting funds to cover the capital costs of

facility repairs and equipment replacements. The facility is over 30 years old and requires upgrades

and equipment for licensure compliance. Owner jurisdictions are asked to contribute capital funding

based on their percentage of ownership in the facility. Undesignated surplus funds at year end will

also be placed in the capital fund with a goal of accumulating monies over the next five years to

cover the required facility upgrades. A total of $25,000 is requested from all jurisdictions for FY11.

Since Montgomery County’s share of ownership is 59.17%, $14,793 is requested. The increase

requested from Montgomery County, including operating and capital funding, is $40,490, and full

funding is provided.

$30,994 is included for the NRV Free Clinic – A total of $30,994 is included for the NRV Free Clinic

for FY 11. The agency received $30,994 in the FY 10 budget, and the clinic requested level funding

for this fiscal year. The clinic provides medical and dental care as well as pharmaceuticals to

uninsured citizens of the New River Valley who live below the Federal Poverty Guidelines. The Free

Clinic requests $25 for each client served. In FY 11, Montgomery County is projected to provide

64% of the local government resources in the New River Valley to the Free Clinic with 66% of total

projected clients served. The table on the next page shows the detail behind prior year funding as

well as the FY 11 requests. In addition, the County provides the building at 215 Roanoke Street

which was renovated for the clinic. Assuming the Free Clinic had to rent space equivalent to the

building provided by the County, the rental costs would likely exceed $64,352 (8,044 square feet X

$8.00).

Locality % Usage FY 11 Operating Funding % Ownership FY 11 Cap. Funding Total Joint Funding % of Joint Funding

Giles 4.40% $22,159 11.81% $2,953 $25,111 4.36%

Montgomery 60.00% $330,731 59.17% $14,793 $345,524 60.03%

Pulaski 29.50% $164,433 20.84% $5,210 $169,643 29.47%

Radford 6.10% $33,238 8.18% $2,044 $35,283 6.13%

Total 100% $550,561 100.00% $25,000 $575,561 100.00%

OTHER AGENCIES

$50,625 is included for the New River Community Action, a decrease of $6,382 or 11%, and $30,471

is included for Montgomery County Emergency Assistance Program – A total of $81,096 is included

for the New River Community Action and the Montgomery County Emergency Assistance Program.

The New River Community Action (NRCA) agency serves low-income residents of Montgomery,

Pulaski, Floyd, and Giles Counties and the City of Radford. The agency’s goal is eliminating

poverty. NRCA requests $57,007 for FY 11, which is level funding. As shown in the table below,

the County would provide 32% of the funding for this agency while the percentage of clients served

is projected at only 30%. In addition, NRCA will maintain its tax exempt status yielding $3,948 in

available dollars. Therefore, a reduction in funding is approved to bring the percentage of funding

provided in line with the proportion of clients served. The County funds also support a Community

Service Worker position in NRCA that administers the Montgomery County Emergency Assistance

Program (MCEAP). MCEAP partners with NRCA to provide emergency assistance to County

residents only. In FY 10 MCEAP received $30,471. MCEAP requests $38,468, an increase of

$7,997, to cover an increase in salary, fringe benefits and indirect charges. Due to budget constraints,

the County is unable to provide additional funding at this time. $30,471 is provided for the

Montgomery County Emergency Assistance Program.

$37,381 is included for the Women’s Resource Center, which is a $9,631 or 20% decrease – A total

of $37,381 is included for the Women’s Resource Center for FY 11. The agency received $47,012 in

the FY 10 budget. Historical funding and the percentage of clients served by locality are presented

below. As shown in the table below and on the following page the County would provide almost

48% of the funding for this agency while the percentage of clients served is projected at only 42%.

Therefore, a reduction in funding is approved to bring the percentage of funding provided in line with

the proportion of clients served.

Clients

Served

Clients as

% of Total

Actual

Funding

Funding

as % of

Total

Clients

Served

Clients

as % of

Total

Actual

Funding

Funding

as % of

Total

Clients

Served

Clients as

% of Total

Requested

Funding

Decrease

Funding

as % of

Total

Montgomery County 2682 55% $30,994 64% 3004 61% $30,994 64% 2005 66% $30,994 -$ 64%

Pulaski County ** ** ** ** ** ** ** ** ** ** ** ** **

Floyd County 537 11% $3,680 8% 601 12% $3,680 8% 210 7% $3,680 -$ 8%

Giles County 781 16% $8,000 16% 875 18% $8,000 16% 553 18% $8,000 -$ 16%

Radford City 390 8% $5,853 12% 437 9% $5,853 12% 282 9% $5,853 -$ 12%

Total 4390 100% $48,527 100% 4917 100% $48,527 100% 3050 100% $48,527 -$ 100%

FY 2009 FY 2010 FY 2011

Funding % of Total Clients % of Total Request % of Total Recom % of Total Clients % of Total

Montgomery $57,007 32% 4,200 30% $57,007 32% $50,625 30% 4,214 30%

Pulaski $52,757 30% 4,784 34% $52,757 30% $52,757 31% 4,801 34%

Floyd $28,025 16% 1,634 12% $28,025 16% $28,025 16% 1,640 12%

Giles $14,100 8% 1,895 13% $14,100 8% $14,100 8% 1,901 13%

Radford $13,642 8% 1,618 11% $13,642 8% $13,642 8% 1,624 11%

Towns $11,180 6% $11,180 6% $11,180 7%

Total $176,711 100% 14,131 100% $176,711 100% $170,329 64% 14,180 100%

New River Community Action: Locality Funding & Clients Served

FY 10 FY 11

FY 10 FY 11 req % of Total FY 11 rec % of Total

Montgomery $47,012 $47,952 48% $37,381 42%

Pulaski $24,070 $28,000 28% $28,000 31%

Floyd $4,985 $4,985 5% $4,985 6%

Giles $5,640 $5,640 6% $5,640 6%

Radford $13,708 $13,708 14% $13,708 15%

$95,415 $100,285 100% $89,714 100%

OTHER AGENCIES

$5,051 is included for the New River Family Shelter – A total of $5,051was requested and is included

for the New River Family Shelter for FY 11. The agency received $5,051 in the FY 10 budget;

therefore, this amount represents level funding. The Shelter is able to provide shelter services,

through its facilities or in hotel rooms, to 30% of those seeking shelter. Others seeking shelter can

receive either out-of-town shelter services or bus tickets to other lodging arrangements. Last year

approximately 80% of clients residing in established shelter space moved into permanent housing

upon leaving the shelter. The Shelter has the potential to serve all localities in the New River Valley.

Other New River Valley localities have not historically been asked to fund the shelter due to the

negligible number of clients outside of Montgomery County.

$6,170 is included for the NRV Literacy Volunteers – A total of $6,170 is included for the NRV

Literacy Volunteers for FY 11. The agency received the same amount in the FY 10 budget. The

LVA-NRV’s request will be used to support payroll expenses for the Program Manager, Basic

Literacy Coordinator and the ESOL Coordinator. Contributions from Montgomery County and the

Town of Blacksburg comprised 65% of the local funding in FY 09 and FY 10. In FY 10, the number

of residents in Montgomery County that will be served by the LVA-NRV made up 69% of the total

number of projected clients to be served.

$143,569 is included for the New River Valley Community Services Board, a 2% decrease of $2,930

from FY 10 funding – A total of $143,569 is included for the New River Valley Community Services

Board for FY 11, which fully funds their FY 11 request. The agency received $146,499 in the FY 10

FY 10 % FY 11 %

Montgomery $10,000 42% $10,500 42%

Pulaski $5,200 22% $5,460 22%

Floyd $1,900 8% $1,995 8%

Giles $2,400 10% $2,520 10%

Radford $4,450 19% $4,725 19%

$23,950 100% $25,200 100%

Women's Resource Center: Clients Served

Locality FY09 FY10

% of

Total FY 11

% of

Total

Montgomery $6,170 $6,170 $6,170

Town of Blacksburg $2,500 $2,500 $2,500

Total $8,670 $8,670 65% $8,670 65%

Pulaski $3,043 $3,043 23% $3,043 23%

Floyd $1,000 $1,000 7% $1,000 7%

Giles $500 $500 4% $500 4%

Town of Pearisburg $200 $200 1% $200 1%

Total $13,413 $13,413 100% 13,413 100%

NRV Literacy Volunteers

Locality FY 10 % FY11 %

Montgomery 171 69% 171 69%

Pulaski 44 18% 44 18%

Floyd 17 7% 17 7%

Giles 8 3% 8 3%

Radford 9 4% 9 4%

249 100% 249 100%

NRV Literacy Volunteers - Clients Served

OTHER AGENCIES

budget; therefore, the amount requested represents a 2% decrease in funding. The tables below

outline the clients served by jurisdiction and the funding by locality since FY 08. Of the total local

funds provided in FY 10, Montgomery County’s share equaled 40%. Total projections for clients

that will be served in FY11 totaled 47% and if requested funding levels are provided by all localities

in the New River area, total funding for Montgomery County for FY11 will remain at 40%.

$16,652 is included for the Agency on Aging for agency programs, and $14,000 is included for one

weekly congregate meal – A total of $30,652 is included for the Agency on Aging for FY 11. Of this

amount, $14,000 is to continue an additional congregate meal per week for residents of Montgomery

County. In FY 04, the Board of Supervisors agreed to provide 100% of local funds to cover one meal

weekly, which would ensure Montgomery County residents would receive three congregate meals per

week. The agency requests a total of $30,985 in order to increase base funding for basic operations

from $16,652 to $16,985, a 2% increase. Projected clients to be served in Montgomery County in FY

11 equals 29% of the total estimated clients to be served in the New River Valley, which corresponds

to the approved funding.

No funding is included for the Council on Human Relations – The Council requested no funding for

FY 11 due to its reorganization. The organization has residual funds from prior allocations that will

be sufficient to meet its needs until FY 12. A total of $1,500 was included for the Council on Human

Relations in the FY 10 Budget. The Council’s purpose is to promote understanding and education

that addresses human relations issues that threaten to divide the Montgomery County community. Specifically, the Council promotes community building, conflict resolution, and provides support to

resolve problems of prejudice and discrimination.

Locality FY 08 FY09 FY10 % of Total FY 11 req. % of Total Locality FY 08 FY 09 FY 10 % of Total FY 11 % of Total

Montgomery $136,915 $146,499 $146,499 40.3% $143,569 40.3% Montgomery $2,605 $2,805 $2,810 47.2% $2,810 47.2%

Pulaski $83,781 $89,646 $89,646 24.6% $87,853 24.6% Pulaski $1,627 $1,604 $1,606 27.0% $1,606 27.0%

Floyd $34,700 $35,915 $35,915 9.9% $35,197 9.9% Floyd $495 $433 $435 7.3% $435 7.3%

Giles $52,500 $52,500 $52,500 14.4% $51,450 14.4% Giles $518 $545 $548 9.2% $548 9.2%

Radford $39,289 $39,289 $39,289 10.8% $38,503 10.8% Radford $506 $556 $559 9.4% $559 9.4%

Total $347,185 $363,849 $363,849 100.00% $356,572 100.00% Total $5,751 $5,943 $5,958 100.00% $5,958 100.00%

Community Services Board- Local Funding Community Services Board- Clients Served

Locality FY08 FY09 FY10 % of total FY 11 req % of total

Montgomery $14,385 $16,652 $16,652 33% $16,652 29%

Pulaski $15,859 $16,652 $16,485 33% $16,985 29%

Floyd $5,800 $5,800 $5,800 12% $7,192 12%

Giles $8,200 $8,200 $7,708 15% $10,065 17%

Radford $3,586 $3,586 $3,586 7% $7,439 13%

Total $47,830 $50,890 $50,231 100% $58,333 100%

New River Valley Agency on Aging - Locality Funding

Locality FY09 % FY10 % FY11 %

Montgomery 1,478 29% 1,480 29% 1,490 29%

Pulaski 1,723 34% 1,750 34% 1,760 34%

Floyd 549 11% 560 11% 565 11%

Giles 676 13% 700 14% 705 14%

Radford 665 13% 670 13% 675 13%

5,091 100% 5,160 100% 5,195 100%

New River Valley Agency on Aging - Clients Served

OTHER AGENCIES

$11,685 is included for the New River Valley Senior Services, Inc., a $1,543 or 12% decrease from

FY 10 funding – A total of $11,685 is included for the New River Valley Senior Services, Inc. for FY

11. The agency requested $14,551, an increase of $1,323. The agency provides transportation

services for non-emergencies for sensory and physically disabled persons. Most of the clients that

utilize the program are low-income and would not otherwise be able to afford transportation. In FY

10, Montgomery County provided 45% of the funding for this agency, while the number of client

miles for the County was only 35%. This reduction in funding is approved to bring the percentage of

funding provided in line with the proportion of clients served.

$10,000 is included for the Boys and Girls Club – A total of $10,000 is included for the Boys and

Girls Club for FY 11. The agency received $10,000 in the FY 10 budget; therefore, this amount

represents level funding. This after school program focuses on five core areas for participating

students at the Blacksburg, Christiansburg, and Shawsville Middle Schools on a weekly basis which

include: character and leadership; education and career development; health and life skills; the arts;

and sports, fitness, and recreation. Funding will be equally split between Blacksburg, Christiansburg,

and Shawsville Middle Schools.

$800 in one-time funding is included for Brain Injury Services of SW Virginia – $800 in one-time

funding is included for Brain Injury Services of Southwest Virginia for FY 11. A total of $1,000 in

one-time funding was included for the agency in the FY 10 budget. The agency requested $15,000

for FY 11. Brain Injury Services of Southwest Virginia provides case management services for

citizens that have suffered brain injuries. Assistance is provided in the following areas: medical,

legal, rehabilitative, financial, educational, and employment.

$2,913 is included for NRV CARES, a 36% decrease of $1,647 – A total of $2,913 is included for

NRV CARES for FY 11. The agency received $4,560 in the FY 10 budget. NRV CARES has

requested $4,650, level funding, for FY 11 to maintain the availability of programs to citizens and

referring agencies such as local Juvenile and Domestic Relations Courts, Departments of Social

Services, and School Systems. The County’s funding level for FY 10 was 38%, which represents

32% of FY 09 clients served in the New River Valley who reside in the County. For FY 11, only

28% of its clients will come from Montgomery County. This reduction in funding is approved to

bring the percentage of funding provided in line with the proportion of clients served projected for

FY 11. NRV CARES is a nonprofit organization dedicated to protecting children and strengthening

Locality Funding FY 08 FY09 FY10 % FY11 req % FY11 rec %

Montgomery $13,228 $13,228 $13,228 45% $14,551 40% $11,685 35%

Pulaski $10,598 $10,598 $10,598 36% $14,551 40% $14,551 44%

Giles $1,428 $1,428 $1,342 5% $1,818 5% $1,818 5%

Floyd $1,495 $1,495 $1,495 5% $1,818 5% $1,818 5%

City of Radford $2,720 $2,720 $2,720 9% $3,464 10% $3,464 10%

$29,469 $29,469 $29,383 100% $36,202 100% $33,336 100%

Miles Driven

Montgomery 1,444 34% 1,237 35%

Pulaski 1,592 37% 1,433 41%

Giles 153 4% 52 1%

Floyd 326 8% 121 3%

City of Radford 736 17% 686 19%

Total Locality 4,251 100% 3,529 100%

FY 08 FY 09

OTHER AGENCIES

families through education, advocacy and community partnerships. All programs are aimed at

preventing or interrupting the cycle of child abuse. Services are provided for residents in the counties

of Montgomery, Pulaski, Floyd, Giles, and in the City of Radford.

$38,749 is included for the Fairview District Home, a reduction of $791 or 2% – A total of $38,749 is

included for the Fairview District Home for FY 11, which is a decrease of $791. The agency

requested $38,749 for FY 11, which is a 2% decrease in funding from the previous fiscal year. The

Fairview District Home is a 64-bed assisted living facility which provides room and board,

medication administration, personal care, shopping, daily living skills, community socialization, and

financial management for its residents. Locality funding provided to the home is for general

operations and capital maintenance of the facility.

$17,942 is included for the New River Valley Workshop (Goodwill Industries) – A total of $17,942

is included for the New River Valley Workshop for FY 11 which is level funding. The Workshop

provides jobs for mentally handicapped citizens of the New River Valley. In FY 10, the allocation of

$17,942 funded two Montgomery County citizens at the workshop. For FY 11, funds totaling

$19,854 are requested to maintain services for these two clients. Level funding for the New River

Valley Workshop of $17,942 is provided to continue services for the two Montgomery County clients

that are served by the New River Valley Workshop.

PAYMENTS TO PUBLIC SAFETY AGENCIES

$11,379 is included for State Fire Prevention, an increase of $5,054 – A total of $11,379 is included

for State Fire Prevention for FY 11. The agency received $6,325 in the FY 10 budget; therefore, this

amount represents an increase of $5,054. Additional funding is required to cover the change in

charge rate per acre of forest land from 5 cents to 9 cents. Based on the invoice from the State

Forester for FY 09, the amount needed to cover the rate increase is $5,054.

$13,111 is included for the Emergency Medical Services Council – A total of $13,111 is included for

the Emergency Medical Services Council for FY 11. The agency received $13,111 in the FY 10

budget; therefore, this amount represents level funding. Funding requests are determined using a per-

capita formula based on the 2000 census. The formula was first implemented in FY 01 and calls for

annual contributions of $2,500 plus $.15 per County resident.

$15,700 is included for the Montgomery County Public Service Authority - A total of $15,700 is

included for the PSA for FY 11. These funds are to be used to cover the PSA’s cost of maintaining

fire hydrants in the County.

$1,600 is included for the Medical Examiner – A total of $1,600 is included for the Medical

Examiner for FY 11. The agency received $1,600 in the FY 10 budget; therefore, this amount

represents level funding. According to §32.1-283 of the Code of Virginia, the medical examiner is

Locality FY 10 % of Total FY 11 Req % of Total FY 11 Rec % of Total Locality FY 09 % of Total FY10 % of Total

Montgomery $4,560 38% $4,560 38% $2,913 28% Montgomery 67 32% 50 28%

Pulaski $4,600 39% $4,600 39% $4,600 45% Pulaski 96 46% 63 36%

Giles $1,692 14% $1,692 14% $1,692 16% Giles 26 13% 33 19%

Floyd $0 0% $0 0% $0 0% Floyd 1 0% 15 9%

Radford $1,050 9% $1,050 9% $1,050 10% Radford 18 9% 15 9%

Total $11,902 100% $11,902 100% $10,255 100% Total 208 100% 176 100%

NRV Cares Locality Funding NRV Cares Clients Served

OTHER AGENCIES

paid $20 per case. This recommendation provides the fee for 80 cases. Through January 2010, $640

has been expended, representing 32 cases. Total costs for FY 09 and FY 08 were $980 and $760,

respectively; therefore, level funding is approved for FY 11.

$25,000 is included for the Regional 911 Emergency Communications Authority – A total of $25,000

is included as the County’s share of the Regional 911 Emergency Communications Authority project.

The regional 911 authority is being established to improve communications systems used by law

enforcement and emergency personnel in the region. Future plans include housing the consolidated

communications center and a central Emergency Operations Center in Montgomery County’s new

public safety facility. The County, the Towns, and Virginia Tech previously each provided $25,000

toward the project. This recommendation continues the County’s share of funding at the same level.

PAYMENTS TO EDUCATIONAL/CULTURAL AGENCIES

$35,680 is included for New River Community College, an increase of $1,601 or 4.7% – A total of

$35,680 is included for the New River Community College for FY 11. The agency received $34,079

in the FY 10 final approved budget. The County’s funding as well as funding from other local

contributing localities is based on a weighted average, local participation formula adopted when the

college was established. The formula is a function of three components including: population, true

property value, and student enrollment with the greatest weight attributed to student enrollment. The

following table illustrates the fund allocation from Montgomery County and surrounding areas.

Funds are used for site development costs for capital projects which are not funded by the state.

Earmarking these monies for the local share of capital projects will preclude the College from asking

localities for additional funds to cover site development costs.

$5,000 is included for The Lyric Council, Inc. – A total of $5,000 is included for The Lyric Council,

Inc. for FY 11. The agency received $5,000 in the FY 10 budget; therefore, this amount represents

level funding. The Lyric Theatre is home to many music, theatrical, and film venues. This funding

equals the amount provided to the Smithfield Plantation and the Montgomery Museum.

$5,000 is included for the Montgomery Museum and Lewis Miller Regional Art Center, Inc. – A total

of $5,000 is included for the Montgomery Museum and Lewis Miller Regional Art Center, Inc. for

FY 11 to cover operational costs. The $5,000 will cover costs for building maintenance as well as

other general operations. This funding recommendation equals the amount provided to the

Smithfield Plantation and the Lyric Council.

$5,000 is included for the Smithfield Plantation – A total of $5,000 is included for the Smithfield

Plantation for FY 11. The agency received $5,000 in the FY 10 budget; therefore, this amount

Locality Population % Prop. Values %

Student

Enrollment % Funding %

Montgomery 81,562 51% $8,340,083,100 59% 1,755 47% $35,680 50%

Pulaski 34,391 21% $2,450,437,600 17% 870 23% $15,445 22%

Giles 16,518 10% $1,049,138,100 7% 539 14% $8,668 12%

Floyd 15,094 9% $1,389,161,700 10% 260 7% $5,710 8%

Radford 12,571 8% $908,054,900 6% 346 9% $5,976 8%

Total 160,136 100% $14,136,875,400 100% 3,770 100% $71,479 100%

OTHER AGENCIES

represents level funding. This funding recommendation equals the amount provided to the

Montgomery Museum and the Lyric Council.

$8,114 is included for the Riner Cannery – A total of $8,114 is included for the Riner Cannery for FY

11. In prior years, the Board of Supervisors has appropriated $16,228 as supplemental appropriations

to Montgomery County Public Schools to operate the Cannery. In FY 08, the Cannery had

operational costs of $4,025. Funding was decreased in FY 10 based on new projected costs of

operations. Level funding is provided for FY 11.

$5,000 is included for the Rosa Peters Community Park – A total of $5,000 is included for the Rosa

Peters Community Park for FY 11. The agency received $5,000 in the FY 10 budget; therefore, this

amount represents level funding. Playground facilities, basketball courts, and a swimming pool allow

children and adults the opportunity for community recreation. The park also has a pavilion available

for community use upon request. The funds will help maintain two positions, a lifeguard and

playground supervisor, as well as offset operational and maintenance costs.

PAYMENTS TO ENVIRONMENTAL AGENCIES

$33,344 is included for the New River Valley Planning District Commission (NRVPDC) – A total of

$33,344 was requested by the NRVPDC for FY 11. The NRVPDC serves as a planning and

coordinating body for the localities of Planning District Four. Its mission is to identify and analyze

regional issues and facilitate decision-making to resolve those issues, to serve as an information

resource through the regional database, and to develop local and regional plans or strategies that will

strengthen local governments’ ability to serve their citizens. The requested amount is based on $1.23

per capita rate (unchanged from FY 10) for the County, excluding the towns of Blacksburg and

Christiansburg and Virginia Tech.

$11,455 is included for the Skyline Soil and Water Conservation District – A total of $12,269 was

requested by the Skyline Soil and Water Conservation District for FY 11, which is an increase of

$814 over the actual funding received in FY 10. Many of the services provided by the District are to

landowners and other consumers regarding general soil quality and management information and

referral. The agency promotes conservation techniques and better water quality by offering an annual

Grazing School throughout the New River Valley, which includes classes on plant science and

grazing techniques for livestock.

$700 is included for the New River-Highland Resource Conservation and Development Council – A

total of $700 was requested by the New River-Highland Resource Conservation and Development

Council for FY 11. The council provides regional education, training, and technical assistance on

conservation and sustained use of natural resources. The agency receives additional funding from 11

other cities and counties as well as 9 planning and conservation districts. Funding from each

jurisdiction is based on a set rate across the board and not based on population.

$81,840 is included for the V.P.I. Cooperative Extension Services – A total of $81,840 was requested

by the V.P.I. Cooperative Extension Services for FY 11. The agency received $81,840 in the FY 10

budget; therefore, this amount represents level funding. Cooperative Extension provides research-

based information to residents in the areas of Agriculture, Horticulture, Human and Family Resources

and Youth Development. The County fully funds two full-time agents housed in the County; and

provides 40% of funding for a part-time Master Gardner with Floyd, Pulaski, and Giles Counties each

OTHER AGENCIES

paying 20% of the cost. The County also partially funds a Family and Consumer Science Agent and

a Dairy Science Agent. Finally, the County funds 100% of a part-time 4-H technician position.

PAYMENTS TO ECONOMIC DEVELOPMENT AGENCIES

$1,161 is included for the Montgomery County Chamber of Commerce – A total of $1,161 was

included for dues payable to the Montgomery County Chamber of Commerce in FY 10. Therefore,

this recommendation represents level funding. The Chamber works to promote tourism and

economic development to prospective newcomers.

$15,036 is included for the New River Valley Airport Commission – A total of $18,845 was

requested by the New River Valley Airport Commission for FY 11, an increase of $3,809. The

agency received $15,036 in the FY 10 budget. Funding requested is determined using a formula

which is a function of jurisdictions’ populations, distance from the airport, and business activity

generated at the Airport by industries in respective jurisdictions. In 2010, the localities who

participate in the Joint Budget Process provided 37.67% of the Airport’s total operating budget.

$72,369 is included for the NRV Economic Development Alliance – A total of $83,629 was

requested by the NRV Economic Development Alliance for FY 11 and level funding is provided.

The Alliance has a funding formula of $1 per capita for each member jurisdiction. The Towns of

Blacksburg and Christiansburg are included in the population figure used to derive the budget request

for Montgomery County; therefore, the funded amount is $72,369 plus the $11,000 provided by the

Towns for a total of $83,369 to cover the population of Montgomery County. Of the 10 jurisdictions

who fund the Alliance, Montgomery County and the Towns of Blacksburg and Christiansburg

provided 44% of the local government funding, and 30% of the total operating budget in FY 10.

$5,000 is included for Membership in the Virginia’s First Regional Industrial Facility Authority – A

total of $5,000 was requested by the Virginia’s First Regional Industrial Facility Authority for FY 11,

which is level funding. In July 1999, the Board of Supervisors authorized participation in the

Virginia First Regional Industrial Facility Authority. The Authority was created to promote

economic development in the New River Valley. The current project is the New River Valley

Commerce Park.

Funding Source FY 10 % of Total

% of Gov't

Funding FY 11 Req. % of Total

% of Gov't

Funding

Montgomery County $72,369 26.28% 39.19% $83,629 27.88% 45.29%

Christiansburg $5,000 1.82% 2.71% $5,000 1.67% 2.71%

Blacksburg $4,200 1.53% 2.27% $6,000 2.00% 3.25%

Total MC $81,569 29.63% 44.18% $94,629 31.54% 51.25%

Pulaski County $35,127 12.76% 19.02% $35,127 11.71% 19.02%

Dublin $1,500 0.54% 0.81% $1,500 0.50% 0.81%

Town of Pulaski $6,000 2.18% 3.25% $6,000 2.00% 3.25%

Total Pulaski $42,627 15.48% 23.09% $42,627 14.21% 23.09%

Giles County $16,157 5.87% 8.75% $16,657 5.55% 9.02%

Pearisburg $1,000 0.36% 0.54% $1,000 0.33% 0.54%

Total Giles $17,157 6.23% 9.29% $17,657 5.89% 9.56%

Floyd County $13,874 5.04% 7.51% $13,874 4.62% 7.51%

Town of Floyd $0 0.00% 0.00% $0 0.00% 0.00%

Total Floyd $13,874 5.04% 7.51% $13,874 4.62% 7.51%

City of Radford $10,200 3.70% 5.52% $15,859 5.29% 8.59%

Total Local Govt' $165,427 60.08% 100.00% $184,646 61.55% 100.00%

Private Sector $109,900 39.92% $109,900 36.63%

Other - Interest $0 0.00% $5,454 1.82%

Grand Total 275,327$ 100.00% $300,000 100.00%

OTHER AGENCIES

$1,500 is included for Membership in the Virginia Institute on Local Government – A total of $1,500

was requested by the Virginia Institute on Local Government for FY 11, which is level funding. The

Institute, located at the University of Virginia, provides direct technical assistance and conducts

specialized research projects, training, and leadership programs. Staff responds to inquiries on a wide

variety of local government topics and provides in-depth research on inquiries with broad multi-

jurisdictional applications. Information technology support services are also available. This

recommendation provides funds necessary for membership in the Institute. Benefits of membership

include priority access to Institute resources and discounts on publications and training opportunities.

Membership dues will remain unchanged for FY 11.

$19,700 is included for the Metropolitan Planning Organization (MPO), which is a decrease of

$1,468 – A total of $19,700 is included for the MPO for FY 11, which includes $8,700 for MPO and

$11,000 for the Smart Way Bus. The Blacksburg, Christiansburg, Montgomery Area Metropolitan

Planning Organization was established by the Board of Supervisors on January 13, 2003 to evaluate

regional transportation needs and any requirements of the Clean Air Act. To receive funds from the

Federal Government, a local match is required. The local match for FY 11 is $19,700 ($8,700 is

dedicated to MPO Planning and $11,000 to the Smart Way Bus). The decrease of $1,468 for the

Smart Way Bus is due to a fare increase that went into effect on January 1, 2010. The Smart Way

Bus operating expenses are expected to drop thereby reducing the local match requirement.

$55,851 is included for Participation in the New River Valley Commerce Park Project – A total of

$55,851 is requested for participation in the New River Valley Commerce Park Project for FY 11.

The agency received the same amount in the FY 10 budget; therefore, this amount represents level

funding. The County holds 20,309.6 shares of the project. There are ten other member jurisdictions

providing 86.4% of the funding. The service provided to the eleven members of the NRV Commerce

Park Project Participation Committee is the opportunity to participate in a larger economic

development project than any one locality can undertake on its own. In FY 02, Montgomery County

agreed to purchase the 169.17 shares made available by the withdrawal of Wythe County. In FY 03,

the project completed the acquisition of 326 acres in Pulaski County, and another 205 acres in Phase

II. Construction of one mile of access road is complete and 40 acres of the site are graded. The

recommendation provides funding for the County’s shares which cover debt service and

administration costs for the project.

$50,000 is included for Participation in the Virginia Tech/Montgomery Regional Airport Authority –

A total of $50,000 was requested by the Virginia Tech/Montgomery Regional Airport Authority for

FY 11. The agency received $50,000 in the FY 10 budget; therefore, this amount represents level

funding. The Virginia General Assembly created the Authority in 2002. Member jurisdictions

include Virginia Tech, the towns of Blacksburg and Christiansburg, and Montgomery County. The

Authority was created to develop a regional authority that would serve surrounding corporate and

general aviation markets. Each participating member is to contribute a portion of the subsidy for the

airport’s operating budget. According to the Virginia Department of Aviation’s 2004 Economic

Impact Analysis, the airport was responsible for a $760,000 increase in economic activity in 2004.

OTHER AGENCIES


Human Service Agencies

Change



PAYMENTS

New River Valley Detention Home 267,128$ 267,128$ 305,034$ 305,034$ 40,490$ 345,524$ 40,490$

New River Valley Free Clinic 30,994$ 30,994$ 30,994$ 30,994$ -$ 30,994$ -$

New River Community Action 87,478$ 87,478$ 87,478$ 87,478$ (6,382)$ 81,096$ (6,382)$

Women's Resource Center 47,012$ 47,012$ 47,012$ 47,012$ (9,631)$ 37,381$ (9,631)$

New River Family Shelter 5,051$ 5,051$ 5,051$ 5,051$ -$ 5,051$ -$

New River Valley Literacy Volunteers 6,170$ 6,170$ 6,170$ 6,170$ -$ 6,170$ -$

YMCA 1,325$ 1,325$ -$ -$ -$ -$ -$

New River Valley Community Services Board 196,499$ 196,499$ 146,499$ 146,499$ (2,930)$ 143,569$ (2,930)$

State and Local Hospital Program 18,699$ 15,989$ -$ -$ -$ -$ -$

New River Valley Agency on Aging 30,652$ 24,799$ 30,652$ 30,652$ -$ 30,652$ -$

Council on Human Relations 1,500$ 1,500$ 1,500$ 1,500$ (1,500)$ -$ (1,500)$

New River Valley Senior Services 13,228$ 13,228$ 13,228$ 13,228$ (1,543)$ 11,685$ (1,543)$

Boys and Girls Club 10,000$ 10,000$ 10,000$ 10,000$ -$ 10,000$ -$

Brain Injury Services 1,000$ 1,000$ 1,000$ -$ 800$ 800$ (200)$

NRV CARES 4,560$ 4,560$ 4,560$ 4,560$ (1,647)$ 2,913$ (1,647)$

Fairview District Home 45,839$ 45,839$ 39,540$ 39,540$ (791)$ 38,749$ (791)$

Mountain Valley Charities 5,500$ 5,500$ -$ -$ -$

Goodwill Industries/NRV Workshop 17,942$ 14,687$ 17,942$ 17,942$ -$ 17,942$ -$


Public Safety Agencies

Change



PAYMENTS

State Fire Prevention 6,325$ 8,855$ 6,325$ 6,325$ 5,054$ 11,379$ 5,054$

Emergency Medical Services Council 13,111$ 13,111$ 13,111$ 13,111$ -$ 13,111$ -$

Public Service Authority 128,000$ 127,055$ 15,700$ 15,700$ -$ 15,700$ -$

911 Emergency Communication Center 25,000$ -$ -$ -$ 25,000$ 25,000$ 25,000$

Medical Examiner 1,600$ 980$ 1,600$ 1,600$ -$ 1,600$ -$


Educational/Cultural Agencies

Change



PAYMENTS

New River Community College 31,940$ 31,940$ 34,079$ 34,079$ 1,601$ 35,680$ 1,601$

Lyric Theatre 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

Montgomery Museum 59,000$ 59,000$ 5,000$ 5,000$ -$ 5,000$ -$

Smithfield Plantation 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

League of Women Voters -$ -$ -$ -$ -$ -$ -$

Riner Cannery 16,228$ -$ 8,114$ 8,114$ -$ 8,114$ -$

Rosa Peters Community Park 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$


OTHER AGENCIES

Environmental Agencies

Change



PAYMENTS

NRV Planning District Commission 33,344$ 33,344$ 33,344$ 33,344$ -$ 33,344$ -$

Skyline Soil-Water Conservation District 11,455$ 11,455$ 11,455$ 11,455$ -$ 11,455$ -$

New River-Highland Resource Conservation 700$ 700$ 700$ 700$ -$ 700$ -$

VPI Cooperative Extension Services 84,857$ 72,492$ 81,840$ 81,840$ -$ 81,840$ -$


Economic Development Agencies

Change



PAYMENTS

Montgomery County Chamber of Commerce 12,666$ 12,671$ 1,161$ 1,161$ -$ 1,161$ -$

NRV Airport Commission 15,036$ 15,036$ 15,036$ 15,036$ -$ 15,036$ -$

NRV Economic Development Alliance 83,369$ 83,369$ 72,369$ 72,369$ -$ 72,369$ -$

Virginia's First Regional Industrial Authority 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

Virginia Institute on Local Government 1,500$ 1,500$ 1,500$ 1,500$ -$ 1,500$ -$

Metropolitan Planning Organization 17,200$ 15,920$ 21,168$ 21,168$ (1,468)$ 19,700$ (1,468)$

NRV Commerce Park Project 55,851$ 55,851$ 55,851$ 55,851$ -$ 55,851$ -$

Foreign Trade Zone -$ -$ -$ -$ -$ -$ -$

VT/Montgomery Airport Authority 50,000$ 50,000$ 50,000$ 50,000$ -$ 50,000$ -$


CONTINGENCIES - GENERAL

Citizens



Contingencies

Special

General


Budget Summary

Change




Contingencies-General 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$

TOTAL EXPENDITURES 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$


General Contingencies 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$

TOTAL EXPENDITURES 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$




TOTAL UNDESIGNATED REVENUE 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$

TOTAL REVENUES 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$



This Division provides for contingency reserves to pay for unanticipated expenditures that arise during the

year that have not been included in the approved budget or expenditures that have been approved but the

details of the expenditure have yet to be resolved. The County has two types of contingencies – General and

Special. The General Contingency is established to pay for unknown and unanticipated expenditures that

arise during the year that have not been included in the approved budget. The Special Contingency serves as

a holding account for known issues/expenditures the details of which have yet to be resolved.





year.






No Addenda Added



Contingencies - General The General Contingencies department provides for a general contingency reserve to pay for unknown and

unanticipated expenditures that arise during the year that have not been included in the approved budget.

Change




Contingencies-General 242,832$ -$ 371,400$ 371,400$ -$ 371,400$ -$

CONTINGENCIES - SPECIAL

Citizens



Contingencies

Special

General


Budget Summary

Change




Contingencies-Special 127,258$ -$ 50,000$ 50,000$ 262,500$ 312,500$ 262,500$

TOTAL EXPENDITURES 127,258$ -$ 50,000$ 50,000$ 262,500$ 312,500$ 262,500$



TOTAL EXPENDITURES 127,258$ -$ 50,000$ 50,000$ 262,500$ 312,500$ 262,500$




TOTAL UNDESIGNATED REVENUE 127,258$ -$ 50,000$ 50,000$ 262,500$ 312,500$ 262,500$

TOTAL REVENUES 127,258$ -$ 50,000$ 50,000$ 262,500$ 312,500$ 262,500$



This Division provides for contingency reserves to pay for unanticipated expenditures that arise during the

year that have not been included in the budget or expenditures that have been approved but the details of the

expenditure have yet to be resolved. The County has two types of contingencies – General and Special. The

General Contingency is established to pay for unknown and unanticipated expenditures that arise during the

year that have not been included in the budget. The Special Contingency serves as a holding account for

known issues/expenditures of which the details have yet to be resolved.


Special Contingencies serves as a ―holding account‖ by setting dollars aside until issues are resolved, and

monies—if needed—are distributed among the appropriate functions. There is no actual base budget for this

Division. Funds held in Special Contingencies that are not used within the fiscal year revert to General Fund

Balance at year end. For fiscal year 2010, funds were held in this account and distributed among

departments as needed for the following:

$50,000 is Held to Cover Additional Local Matching Costs for the Comprehensive Services Act – A

total of $50,000 is held in abeyance for local matching costs in excess of the amount included in the

Comprehensive Services Act Division Budget-510 based on historical expenditures and the County's

28.34% local match. If these funds are not needed, the funding will return to the County's General

Fund Balance. This amount was reduced 50% from the $100,000 previously held. A detailed

explanation can be found under the Comprehensive Services Act budget (Tab 510).





$262,500 is Added for Retirement Incentives – This increase is included in the Special Contingencies

budget to reflect dollars included for a retirement incentive program. Suggested incentives such as

sharing in the cost of health insurance premiums may result in future budget savings should

employees chose to retire and their positions be held vacant.



Contingencies - Special The Special Contingency serves as a holding account for known issues/expenditures of which the details

have yet to be resolved. Should the funds not be needed, they will revert to General Fund Balance.

Change





LAW LIBRARY

Citizens

General Assembly

Circuit Courts

Law Library

LAW LIBRARY

Budget Summary

Change




Law Library 17,600$ 7,163$ 17,600$ 17,600$ -$ 17,600$ -$




Capital Outlay -$ -$ -$ -$ -$ -$ -$



Interest 1,000$ 4,356$ 1,000$ 1,000$ -$ 1,000$ -$

Fees 14,000$ 16,676$ 14,000$ 14,000$ -$ 14,000$ -$

(To)/From Fund Balance 2,600$ -$ 2,600$ 2,600$ -$ 2,600$ -$


TOTAL UNDESIGNATED REVENUE -$ (13,868)$ -$ -$ -$ -$ -$

TOTAL REVENUES 17,600$ 7,163$ 17,600$ 17,600$ -$ 17,600$ -$

LAW LIBRARY

Division Description The Law Library provides legal information resources for attorneys and the courts. This division is self-

supporting from fees assessed on civil and criminal trials.





year.






No Addenda Added

LAW LIBRARY


Law Library

The Law Library provides legal information resources for attorneys and the courts. Fees are used to support

a telephone line, books and subscriptions, and Internet services to upgrade the library.

Change




Law Library 17,600$ 7,163$ 17,600$ 17,600$ -$ 17,600$ -$

MONTGOMERY COUNTY PUBLIC SCHOOLS

Citizens


School Board

Montgomery County

Public Schools

School Cafeteria

Fund

School Operating

Fund


Budget Summary

Change




School Operating Fund 101,754,693$ 98,656,582$ 96,424,724$ 87,304,529$ 1,312,291$ 88,616,820$ (7,807,904)$

School Cafeteria Fund 4,197,715$ 4,152,161$ 3,772,715$ 3,804,715$ -$ 3,804,715$ 32,000$

TOTAL EXPENDITURES 105,952,408$ 102,808,742$ 100,197,439$ 91,109,244$ 1,312,291$ 92,421,535$ (7,775,904)$


Instruction 75,198,022$ 74,481,567$ 74,775,041$ 68,352,835$ -$ 68,352,835$ (6,422,206)$

Admin/Attend/Health 3,883,170$ 3,810,940$ 3,974,854$ 3,527,493$ -$ 3,527,493$ (447,361)$

Transportation 6,282,934$ 5,222,735$ 4,509,496$ 4,169,542$ -$ 4,169,542$ (339,954)$

Operations & Maintenance 16,277,617$ 15,019,598$ 13,152,849$ 12,556,336$ -$ 12,556,336$ (596,513)$

Non-Instruction 112,950$ 121,741$ 12,484$ 10,614$ -$ 10,614$ (1,870)$

School Nutrition 4,197,715$ 4,152,161$ 3,772,715$ 3,804,715$ -$ 3,804,715$ 32,000$

Restoration of County Funds -$ -$ -$ (702,080)$ 702,080$ -$ -$

Additional County Funds -$ -$ -$ (610,211)$ 610,211$ -$ -$

TOTAL EXPENDITURES 105,952,408$ 102,808,742$ 100,197,439$ 91,109,244$ 1,312,291$ 92,421,535$ (7,775,904)$


Sales Taxes 10,453,439$ 9,693,183$ 10,301,727$ 9,812,643$ -$ 9,812,643$ (489,084)$

Basic Aid 30,741,285$ 30,920,333$ 27,795,113$ 25,148,960$ -$ 25,148,960$ (2,646,153)$

Other SOQ 10,862,798$ 11,276,981$ 10,816,909$ 8,531,284$ -$ 8,531,284$ (2,285,625)$

Incentive Programs 622,000$ 638,209$ 622,000$ 875,563$ -$ 875,563$ 253,563$

Categorical 280,445$ 11,304$ 374,103$ 448,243$ -$ 448,243$ 74,140$

Lottery Funded Programs 4,529,688$ 4,280,245$ 3,649,244$ 2,821,009$ -$ 2,821,009$ (828,235)$

Federal Funds 5,835,182$ 6,782,827$ 8,710,022$ 5,609,973$ -$ 5,609,973$ (3,100,049)$

Other Local Funds 2,844,072$ 3,024,490$ 2,565,614$ 2,597,614$ -$ 2,597,614$ 32,000$

State Recordation 186,658$ 285,259$ 186,658$ 148,467$ -$ 148,467$ (38,191)$

Other State Funds 60,642$ -$ 72,069$ 72,069$ -$ 72,069$ -$

State Construction -$ -$ -$ -$ -$ -$ -$

Fund Balance 263,158$ 38,158$ -$ 641,519$ -$ 641,519$ 641,519$

Interest -$ 35,758$ -$ -$ -$ -$ -$

General Fund Transfer 39,273,041$ 35,919,887$ 35,103,980$ 34,401,900$ 1,312,291$ 35,714,191$ 610,211$

TOTAL DESIGNATED REVENUE 105,952,408$ 102,906,634$ 100,197,439$ 91,109,244$ 1,312,291$ 92,421,535$ (7,775,904)$

TOTAL UNDESIGNATED REVENUE -$ (97,892)$ -$ -$ -$ -$ -$

TOTAL REVENUES 105,952,408$ 102,808,742$ 100,197,439$ 91,109,244$ 1,312,291$ 92,421,535$ (7,775,904)$



The Montgomery County Public Schools (MCPS) serves 9,561 students through 12 elementary schools

(grades K-5), four middle schools (grades 6-8), four high schools (grades 9-12), and central administrative

offices. MCPS also provides two alternative education schools and well-received adult and community

education programs. In addition to the regular education and special education programs other programs

include: Title I; elementary art, music, and physical education; elementary, middle, and high school

guidance; comprehensive career and technical education; gifted education; programs for at risk students; and

extensive extracurricular activities in athletics, fine arts, and academic competitions. MCPS employs over

1,075 instructional personnel and 447 non-instructional support personnel. The average operational

expenditure per pupil for FY 2007-2008 was $9,798. The seven elected members of the School Board and

the Superintendent of Schools provide leadership and management for the school division.

Budget Discussion

$88,616,820 is provided for the School Operating Fund – $88,616,820 in total funding is provided for

the School Operating Fund, which represents a decrease of $7,807,904 from the FY 10 Approved

Budget. Of this amount, County General Fund Dollars total $35,714,191, an increase of $610,211

from the FY 10 Approved Budget. State funding reductions have reduced the Schools’ operating

budget by $9,143,334. Recognizing the shortfall in County revenue, the School Board’s proposed

budget included a 2% or $702,080 reduction in County dollars. To help offset the state reductions,

funding is provided to restore the $702,080 reduction proposed by the schools and adds an additional

$610,211. This addition provides a $1,312,291 net increase over the School Board’s proposed budget

for FY 11. The approved budget also reflects the inclusion of $641,519 in one-time only funds as

adopted by the School Board.

$3,804,715 is provided for the School Cafeteria Fund – $3,804,715 in total funding is provided for

the School Cafeteria Fund, which represents an increase of $32,000 from the FY 10 Approved

Budget.

School Operating Fund

Designated

State, Federal,

Local Dollars County Dollars Total

Additional

County Dollars

Added Over

School Board

Proposed

FY 10 Approved Budget 61,320,744$ 35,103,980$ 96,424,724$

FY 11 School Board Proposed 56,465,156$ 34,401,900$ 90,867,056$

FY 11 Reconciled State Budget 53,174,649$ 34,401,900$ 87,576,549$

FY 11 County Approved 52,902,629$ 35,714,191$ 88,616,820$ 1,312,291$



School Operating Fund The School Operating Budget provides the funds as required to comply with the State Standards of Quality

(SOQ) and to meet the Federal requirements under the No Child Left Behind (NCLB) legislation. The

budget also incorporates local programs as requested by the community.

Change




School Operating Fund 101,754,693$ 98,656,582$ 96,424,724$ 87,304,529$ 1,312,291$ 88,616,820$ (7,807,904)$

School Cafeteria Fund The School Nutrition program operates as a separate fund and is self sustaining for the cost of labor, food

supplies, expendable supplies, and equipment repair. Major capital expenditures, utilities, and liability

insurance are provided through the school division’s operating budget. Revenues are received from the sale

of breakfast, lunch, ala-carte items, catering, and reimbursements from Federal nutrition programs.

Change




School Cafeteria Fund 4,197,715$ 4,152,161$ 3,772,715$ 3,804,715$ -$ 3,804,715$ 32,000$

MONTGOMERY COUNTY PUBLIC SCHOOLS CAPITAL CONSTRUCTION

Citizens


School Board

Montgomery County

Public Schools

School Capital

Construction


Budget Summary

Change




School Capital Construction 2,367,772$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 2,367,772$ -$ -$ -$ -$ -$ -$



Operations & Maintenance -$ -$ -$ -$ -$ -$ -$

Capital Outlay 2,367,772$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 2,367,772$ -$ -$ -$ -$ -$ -$


General Fund Transfer 2,367,772$ 1,640,871$ -$ -$ -$ -$ -$

Fund Balance/Other Revenue -$ -$ 1,873,545$ 1,893,883$ -$ 1,893,883$ 20,338$

Transfer to Debt Service -$ -$ (1,873,545)$ (1,893,883)$ -$ (1,893,883)$ (20,338)$

TOTAL DESIGNATED REVENUE 2,367,772$ 1,640,871$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE -$ (1,640,871)$ -$ -$ -$ -$ -$

TOTAL REVENUES 2,367,772$ -$ -$ -$ -$ -$ -$

Total Authorized Personnel (FTE) 0 0 0 0 0 0 0



The School Capital Construction Fund is used to fund the capital costs of future school capital project needs.

Dollars earmarked for this fund will be used in future years for new school capital construction.

Budget Discussion

$1,893,883 is Transferred to the Debt Service Fund for School Debt Service – $1,893,883 is

transferred to the Debt Service Fund for School Debt Service. In prior years, the County earmarked 4

cents of the tax rate for new school construction. In FY 10, the County transferred $1,873,545 from

this fund to cover a portion of debt service costs for the 2008 debt issued for new schools. For FY 11,

the transfer requirement is $1,893,883. The chart below shows the use of funds over the past two

fiscal years.

Total New School Construction Account $6,849,808

Used for Debt Service in FY 10 ($1,873,545)

Used for Debt Service in FY 11 ($1,893,883)

Balance for Future Years $3,082,380



School Capital Construction

Change




School Capital Construction 2,367,772$ -$ -$ -$ -$ -$ -$

GENERAL GOVERNMENT DEBT SERVICES

Citizens



General Government

Debt Services

County Debt Service

School Debt Service


Budget Summary

Change




County Debt Service 4,976,993$ 4,976,992$ 6,329,701$ 6,210,132$ -$ 6,210,132$ (119,569)$

School Debt Service 8,956,454$ 8,955,299$ 11,820,508$ 11,200,159$ -$ 11,200,159$ (620,349)$

Reserve Funds -$ -$ 875,000$ 352,692$ -$ 352,692$ (522,308)$

Debt Service Contingency 125,606$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 14,059,053$ 13,932,291$ 19,025,209$ 17,762,983$ -$ 17,762,983$ (1,262,226)$


Principal 8,080,479$ 8,082,544$ 9,876,842$ 10,486,546$ -$ 10,486,546$ 609,704$

Interest 5,828,217$ 5,826,237$ 7,413,367$ 6,888,745$ -$ 6,888,745$ (524,622)$

Administrative Costs 24,751$ 23,510$ 35,000$ 35,000$ -$ 35,000$ -$

Future Literary Fund Loan Payments -$ -$ 825,000$ -$ -$ -$ (825,000)$

Reserve Funds -$ -$ 875,000$ 352,692$ -$ 352,692$ (522,308)$


TOTAL EXPENDITURES 14,059,053$ 13,932,291$ 19,025,209$ 17,762,983$ -$ 17,762,983$ (1,262,226)$


State School Construction 227,535$ 228,132$ -$ -$ -$ -$ -$

General Fund Transfer 13,831,518$ 13,383,528$ 16,973,985$ 15,623,985$ -$ 15,623,985$ (1,350,000)$

School Capital Fund Transfer -$ -$ 1,873,545$ 1,893,883$ -$ 1,893,883$ 20,338$

Debt Service Fund Balance -$ -$ -$ 175,000$ -$ 175,000$ 175,000$

Interest/Freed Up Debt Service Reserve -$ 320,631$ 177,679$ 70,115$ -$ 70,115$ (107,564)$

TOTAL DESIGNATED REVENUE 14,059,053$ 13,932,291$ 19,025,209$ 17,762,983$ -$ 17,762,983$ (1,262,226)$

TOTAL UNDESIGNATED REVENUE -$ 0$ -$ -$ -$ -$ -$

TOTAL REVENUES 14,059,053$ 13,932,291$ 19,025,209$ 17,762,983$ -$ 17,762,983$ (1,262,226)$



Included in the Debt Service Budget are principal, interest and administrative fees on long-term outstanding

debt. Examples of such debt service accounts are those that are required for the issuance of the general

obligation bonds to fund county and public schools, new constructions, building improvements and

renovations and to fund other county capital improvements.





year.

($1,262,226) is Removed from the Base Budget – The base budget is adjusted each year to cover the

cost of principal, interest and administrative fees associated with long-term debt.

o The FY 10 budget included a one-time transfer of $1,050,000 from the General Fund to

provide funds to shave the peak of debt service costs over six years. $175,000 of these funds

will be used in FY 11 to offset debt service.

o An additional $300,000 was reduced due to debt service savings resulting from the planned

issuance of interest free Qualified School Construction Bonds (QSCB) rather than Literary

Loan debt at an interest rate of 3%.

o The use of funds generated by the four cents of the tax rate previously set aside increased

$20,338, for a total of $1,893,883.

o The planned use of interest earnings is reduced by $107,564 due to a projected decrease in

interest rates.

These adjustments were made to reconcile the base budget to the amount of funding required to fund

FY 11 debt service requirements.

$352,692 in One-time Only Funding is Included as a Contingency – These funds are one-time only

funds that will be used in future years to cover debt service costs. The debt service schedule assumed

interest earnings would pay a portion of debt payments in future years. The issuance of QSCB bond

payments rather than Literary Loan debt has deferred the first debt service payment until FY 12.

Given the low interest rates, a one-time contingency fund will be used to offset interest earnings if

they are lower than expected.





No Addenda Added



County Debt Service The County Debt Service budget includes principal, interest and administrative fees for all County long-term

outstanding debt.

Change




County Debt Service 4,976,993$ 4,976,992$ 6,329,701$ 6,210,132$ -$ 6,210,132$ (119,569)$

School Debt Service The School Debt Service budget includes principal, interest and administrative fees for all School long-term

outstanding debt.

Change




School Debt Service 8,956,454$ 8,955,299$ 11,820,508$ 11,200,159$ -$ 11,200,159$ (620,349)$

Reserve Funds

The Reserve Funds budget includes funds transferred from the Board designated Debt Service Reserve Fund

and the Rainy Day Fund. These funds will be used to cover a portion of the debt service payments through

2015, allowing the County to “shave the peak” of the debt service costs and alleviating the impact of debt

service costs on the real estate tax rate.

Change




Reserve Funds -$ -$ 875,000$ 352,692$ -$ 352,692$ (522,308)$

Debt Service Contingency

The Debt Service Contingency budget includes excess funding that is was needed to pay for the County and

School existing debt service requirements in FY 08 and FY 09. In FY 06, debt service costs to pay principal

and interest payments on outstanding County and School Debt were consolidated into one fund. This

contingency holds the unallocated debt service savings that can be used for future debt service.

Change





MONTGOMERY COUNTY CAPITAL

Citizens


County Capital


Budget Summary

Change




County Capital 1,692,609$ -$ 335,720$ 340,000$ -$ 340,000$ 4,280$

TOTAL EXPENDITURES 1,692,609$ -$ 335,720$ 340,000$ -$ 340,000$ 4,280$



Operations & Maintenance -$ -$ -$ -$ -$ -$ -$

Capital Outlay 1,692,609$ -$ 335,720$ 340,000$ -$ 340,000$ 4,280$

TOTAL EXPENDITURES 1,692,609$ -$ 335,720$ 340,000$ -$ 340,000$ 4,280$


Transfer from General Fund 1,692,609$ 1,692,609$ 335,720$ 340,000$ -$ 340,000$ 4,280$

Transfer to General Fund -$ (1,867,973)$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE 1,692,609$ (175,364)$ 335,720$ 340,000$ -$ 340,000$ 4,280$

TOTAL UNDESIGNATED REVENUE -$ 175,364$ -$ -$ -$ -$ -$

TOTAL REVENUES 1,692,609$ -$ 335,720$ 340,000$ -$ 340,000$ 4,280$



The County Capital Fund is used to fund the capital costs of future County capital project needs. Dollars

earmarked for this fund will be used in future years for County capital needs.

Budget Discussion

$340,000 or One-Half Cent of the Real Estate Tax Rate is Earmarked for Fire and Rescue Capital –

$340,000 or one half cent of the real estate tax rate has been earmarked for Fire and Rescue Capital

equipment. One cent of the real estate tax rate is estimated to generate $680,000. In FY 09, the

County set aside one cent of the tax rate to provide the Fire and Rescue Commission with an ongoing

source of cash-to-capital funding to fund fire and rescue equipment needs. However, due to the

current shortfall of General Fund revenue, this was reduced to a half cent of the real estate tax rate for

FY 10 and is continued at a half cent for FY 11.



County Capital

Change




County Capital 1,692,609$ -$ 335,720$ 340,000$ -$ 340,000$ 4,280$

Montgomery County, Va. FY2011 Budget

Documents

Transcript of Montgomery County, Va. FY2011 Budget