Montgomery County, Va. FY2016 Proposed Budget

COUNTY OF MONTGOMERY, VIRGINIA

FISCAL YEAR 2016 PROPOSED BUDGET

BOARD OF SUPERVISORS

William Brown, Chair District E

Mary Biggs, Vice-Chair

District F

Annette Perkins District A

Christopher Tuck

District B

Gary Creed District C

Todd King District D

Matthew Gabriele

District G

COUNTY ADMINISTRATOR F. Craig Meadows

DEPUTY 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


TABLE OF CONTENTS


TABLE OF CONTENTS

BUDGET SUMMARY Introduction ................................................................................................................................. 1 Summaries of Major Selected Functions ..................................................................................... 2 All Funds Summary ...................................................................................................... Appendix A Recap of Expenditures by Division ............................................................................... Appendix B Summary of Full-Time Employees/Equivalents ............................................................ Appendix C Graphs ......................................................................................................................... Appendix D Organization Chart ....................................................................................................... Appendix E UNDERSTANDING THE BUDGET: MONTGOMERY COUNTY’S BUDGET PROCESS Preparation of the Annual Budget ............................................................................................... 1 FY 16 Budget Calendar ............................................................................................................... 1 The County’s Budget Process ..................................................................................................... 1 How to Understand and Use this Document ............................................................................... 2 Conclusion .................................................................................................................................. 3 Glossary of Financial Terms........................................................................................................ 4 REVENUE SUMMARY Overview of Economic Status ..................................................................................................... 1 County Resources ....................................................................................................................... 5 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 160/162 Treasurer-C. Bd./Treasurer-Collections 170 Registrar/Electoral Board 180 Internal Services 200 Commonwealth Attorney 210 Circuit Court 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 420 Engineering & Regulatory Compliance 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 16 budget for General Fund totals $113 million, including the transfer to the School Operating Fund that totals $44 million; the School Operating Fund totals $99.9 million. The general government portion of the General Fund (net of transfers to other funds) totals $45 million and the School Operating Fund (net of transfers) totals $99.5 million. The total County budget also includes the Debt Service Fund ($23.9 million), the Law Library Fund ($17,600), the School Nutrition Fund ($4.5 million), funding for Fire and Rescue Capital Equipment ($0.7 million), School Capital Construction funds ($1.5 million), and the Economic Development Authority incentive program ($0.4 million). The County budget for all funds (net of transfers) totals $175.5 million. The proposed FY 16 real estate tax rate is increased from the adjusted tax rate of 88 cents (based on a revenue neutral tax rate from the recent general reassessment) to 89 cents. This is the same rate as was approved in the FY 15 budget. Two cents of the 89 cent rate ($1.5 million) are set-aside for new school capital construction. The proposed budget also includes no other changes to the County’s existing personal property rates. The FY 16 budget reflects a total increase of $3.7 million in state, federal, and local funds.

26%

57%

2%

14%

<1%

1%

FY 16 PROPOSED BUDGET

School Operating

General Govt

Debt Service

School Capitalchool

School NutritionCounty Capital <1%

County funds provided in the School Operating Budget total $44 million. This is a $1.98 million increase in funding from FY 15 to FY 16. The FY 16 budget includes $1.1 million in recommended addenda of which $0.3 million is absorbed within the base with new revenue covering $0.8 million. Only services required to maintain existing service levels are funded. Of the $1.1 million added, $0.3 million is provided for public safety needs, $0.2 million is for basic utility costs and maintenance contracts, and $0.6

BUDGET SUMMARY


million is held in special contingencies for a 2% across the board scale adjustment and a 2% merit increase for County employees. The County budget also includes an increase in the rate for long term disability insurance from 0.30% to 0.33% and a decrease in unemployment insurance per position from $142 to $99. All other fringe benefit rates remain unchanged for FY 16. Costs for operations for the five constitutional officers total $17.6 million, of which local funds cover 64.5% for these offices with state and other resources covering 35.5%. In FY 15, local funds provided 65.6% of the costs with state and other resources providing 34.4%. 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.

$25,732 is added to for costs associated with the early notification software program that provides citizens with notifications of natural and manmade disasters that occur in the community.

$40,000 is added to the Information Technology Budget to cover the cost of replacing Mobile Data Terminals (MDTs) in the Sheriff’s Office.

$15,000 is added to the Information Technology Budget to cover the increased cost of the Microsoft maintenance contract.

$17,500 is added to the Registrar’s Budget to cover the cost of optical scan ballots. The Registrar is required to replace all touch screen voting machines with new optical scan voting machines. These new optical scan voting machines require a special ballot that were not required under the old touch screen machines.

$1,650 is added to cover basic electric, heating, and water and sewer costs for the County garage.

$66,000 is added to the County’s vehicle replacement schedule. The County reduced the vehicle replacement base budget to address budget shortfalls in 2010.

$3,500 is added for increased cost of aerial pictometry photography.

Judicial Administration Judicial Administration includes the Clerk of the Circuit Court, Juvenile and Domestic Court, Circuit Court, General 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.

$9,582 is added to cover the maintenance fee for the Commonwealth Attorney’s new criminal case management system.

BUDGET SUMMARY


Tax Collection Tax Collection includes the Commissioner of Revenue and the Treasurer. Funding from the FY 15 to the FY 16 budget increased 0.21%.

$14,000 is added for the cost of administering the Department of Motor Vehicles (DMV) Stop Program. This program prevents taxpayers from receiving DMV license renewals until their delinquent taxes are paid to the County.

Public Safety Expenditures for Public Safety are comprised of the Sheriff’s Department and fire and rescue operations. This category increased 1.38%.

Highlights include: Sheriff Additions:

$3,823 is added to cover basic electric, heating, and water and sewer costs for the County jail.

$18,000 is added for the increased cost of required medical screenings and increased pharmaceutical costs of inmates at the local jail and the Western Virginia Regional Jail.

$75,000 is added to the Sheriff’s overtime budget to compensate employees with paid overtime in lieu of compensatory time and to reduce accrued compensatory balances.

$20,000 is added to the Sheriff’s uniform replacement budget to cover the actual amount of monies currently being spent on uniform replacements.

$100,000 is added to the Sheriff’s budget cover annual recovered cost revenues for security services provided for various functions throughout the County.

$2,000 is added to the Sheriff’s Office for Project Life Saver.

FY 15 Budget

FY 16 Budget Difference

% Change

Commissioner of Revenue $930,585 $929,825 ($760) -0.08%Treasurer $905,767 $910,461 $4,694 0.52%Total $1,836,352 $1,840,286 $3,934 0.21%

FY 15 Budget

FY 16 Budget Difference

% Change

Sheriff $13,831,685 $14,009,957 $178,272 1.29%Fire and Rescue $1,362,391 $1,373,461 $11,070 0.81%Fire and Rescue Capital $700,000 $730,000 $30,000 4.29%Total $15,894,076 $16,113,418 $219,342 1.38%

BUDGET SUMMARY


$9,189 is added for health benefits for part-time employees in the Sheriff’s Office to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.

The Sheriff’s Office is supported with $4.6 million in state/other designated funds or 33% of the Sheriff’s total budget. Local funds provide $9.4 million or 67% of the Sheriff’s total budget. The chart below shows the amount of local funding provided for the Sheriff’s office over the past ten fiscal years.

Fire and Rescue Additions:

$11,070 is added to fire and rescue basic insurance and incentives needs.

General Services The General Services function consists of Solid Waste Removal, Maintenance of Buildings and Grounds, Animal Control. Highlights include:

$103,091 is added cover basic electric, heating, and water and sewer costs that are paid for by the General Services Department.

$8,000 is added for maintenance costs associated with Building C and the Government Center.

$8,000 is added for the one-time cost of an elevator lift to help service lights, infrastructure, and other areas of County buildings that are above 35 feet tall.

$0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000

FY 07

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

FY 15

FY 16Sheriff's Office Local Fundingiff's Office Local Funding

BUDGET SUMMARY


$3,000 is added for the increased cost of the maintenance service contract at the Meadowbrook Library.

$3,748 is added for health benefits for part-time employees in the General Services Division to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.

Engineering and Regulatory Compliance The Engineering and Regulatory Compliance division is responsible for the functions of Landfill Management, Inspections, Soil and Erosion Control, and a new program, Stormwater Management.

$3,600 is added address the basic operating costs of the Storm Water Management Program, including vehicle insurance, vehicle maintenance, and other miscellaneous operating supplies.

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 $7.9 million. Of the total amount budgeted for Health and Welfare, 67.5% 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 includes the department’s employees’ participation in the County’s Compensation Plan. Funding for Human Services and the Health Department provides 11.8% of the total in this category. The remaining funds support services through the Comprehensive Services Act (CSA), of which County dollars represent 20.7% of the total funding.

Education The Montgomery County Public Schools’ total School Operating Fund increased by $2.9 million. County funding in the FY 16 budget totals $44 million. This is an increase in County funding of $1.98 million from FY 15 to FY 16. An additional $1.5 million or 2 cents of the real estate tax rate has been set aside for future new school capital construction for FY 16. Regional Library The Regional Library accounts for 4% of the general government portion of the County General Fund budget, with funding of $1.89 million. The chart below shows the funding for the Regional Library over the past ten fiscal years.

FY 15 Budget FY 16 Budget Difference % ChangeComprehensive Services Act $1,651,969 $1,651,969 $0 0.00%Human Services $398,471 $398,261 ($210) -0.05%Public Health $493,266 $493,266 $0 0.00%Social Services $5,331,880 $5,382,483 $50,603 0.95%Total $7,875,586 $7,925,979 $50,393 0.64%

BUDGET SUMMARY


$1,400,000

$1,500,000

$1,600,000

$1,700,000

$1,800,000

$1,900,000

FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

Fiscal Year

$3,063 is added for health benefits for part-time employees in the Library to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.

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 schedules are established and dictate debt service retirements over a fixed period.

($302,821) is reduced from existing debt costs to reflect the cost of principal, interest and administrative fees associated with long-term debt. County and School principal costs will increase by a total of $568,541; however, interest costs will decrease by ($871,362) for a net decrease in FY 16 of ($302,821).

Changes in funding for Debt Service include:

o The General Fund transfer is reduced $195,000 for FY 16. The County refunded several 2010 issued bonds. This refunding generated a yearly savings of $195,000.

o The General Fund transfer is also reduced $93,235 for FY 16, while an additional $93,235 in Lease Revenue funding is added. The County is receiving $186,471 in lease revenue from the jurisdictions supporting The New River Valley Emergency Communications Regional Authority. The Authority is being established to improve communications systems used by law enforcement and emergency personnel in the region. Based on the projected construction schedule, the Authority will move into Montgomery County’s new public safety facility in July 2015. The Authority will pay rent to the County to offset the debt service attributable to the Authority’s proportion of space in the building. $93,236 was added during the FY 15 budget.

BUDGET SUMMARY


o The County’s use of debt service fund balance decreased $175,000 as planned. In FY 2010, the County 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 was transferred each year for six years. The FY 15 transfer liquidated the remaining funds to shave the debt service peak.

o School energy bonds revenue increased $60,960. Based on the bond structure, the schools

energy savings increased as their debt service increased due to the construction of more energy efficient buildings. These savings are used to support the debt service budget for FY 16.

o The use of funds generated by the four cents of the tax rate previously set aside increased

$6,993, as planned. $221,920 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.

o The planned use of debt service reserve funds decreased $774 in accordance with the debt

service reserve requirements set forth in the bond indenture.

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 budget.

$424,000 is included in the General Contingency Budget. The County has a policy of retaining 1% of the general government portion of the County’s General Fund budget to cover contingency needs. The $424,000 provides just less than 1% of the general government portion of the County’s General Fund budget.

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.

$51,771 is added for local match requirements of the Public Health Budget, pending approval of state matching funds.

$50,000 is added to establish a career development program for all County employees. Previously, employees of Constitutional Officers could participate in a career development program. This has been suspended pending the development of a County-wide program. The County’s new career development program is designed to provide County employees with professional development skills to empower employees to achieve higher career goals.

$18,000 is added for the cost of increased banking fees. Based on the County’s new banking services contract with Union First, the County is required to pay for several banking fees that were previously complimentary under the old contract with Stellar One Bank. These funds are held pending a request for proposals for banking services.

BUDGET SUMMARY


$382,000 is added to cover a 2% across the board scale adjustment to the County’s compensation plan for County employees for FY 16.

$210,000 is added to cover the cost of a 2% merit increase for County employees for FY 16.

$14,500 is added for a 2% increase to part-time non-classified wages.

$35,000 is added for County position reclassifications for certain County employees whose work responsibilities have changed significantly from their existing position classifications.

$50,000 is added for the cost increase of the New River Valley Emergency Communications Regional Authority.

$16,350 is held in Special contingencies pending the acquisition of the Shawsville Middle School Property. Funding includes mowing ($5,000), insurance ($750), electric services ($2,600), inspection and repair of lighting structures ($6,000), and security measures added to concession doors and the press box ($2,000).

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 16 Proposed Budget are included in the Appendices at the end of this section.

BUDGET SUMMARY

APPENDIX A

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BUDGET SUMMARY

APPENDIX B

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4

59

9,39

5

60

6,50

0

59

0,93

2

-

59

0,93

2

(8

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)

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(15,

568)

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CO

LLEC

TIO

NS

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UN

TY31

1,24

1

310,

292

306,

372

341,

332

305,

529

14,0

00

31

9,52

9

13

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4%

(21,

803)

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ELEC

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AL B

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4

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TER

NAL

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VIC

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489,

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416

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50

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1,15

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4

1,00

8,33

6

9,58

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1,

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5,99

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17

6,63

2

17

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9

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7)

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GEN

ERAL

DIS

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T C

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RT

22,4

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18

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21

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22

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21

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21

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(520

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& D

REL

ATIO

NS

CO

UR

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MAG

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ATE

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RK

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3

68

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0

69

7,88

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68

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(3

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ARD

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225,

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6,70

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203,

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731,

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483

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ENG

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OM

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480,

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ANN

ING

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619,

160

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IES

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IES

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ERAL

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IES

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SFER

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Ove

r FY

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ppro

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Pag

e 2

BUDGET SUMMARY

APPENDIX C

Appr

oved

Appr

oved

Appr

oved

Appr

oved

Appr

oved

Appr

oved

Prop

osed

Prop

osed

Prop

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Div

isio

nD

epar

tmen

tFu

ll-Ti

me

Part

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Full-

Tim

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me

Part

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tal

FY 1

4FY

14

FY 1

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15

FY 1

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FY 1

6FY

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FY 1

6

110

Cou

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Hum

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Pub

lic In

form

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ffice

3.00

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120

Cou

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1.50

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1.50

130

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nce

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artm

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9.00

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9.50

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0.50

9.50

9.00

0.50

9.50

130

Pur

chas

ing

2.00

0.00

2.00

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140

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rmat

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8.00

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152

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160

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320

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Gen

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mal

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1.25

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ldin

g &

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unds

7.00

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ks &

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8.00

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8.00

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8.00

9.00

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9.00

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iona

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rary

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800

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6.00

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6.00

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810

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nom

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0022

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037

3.60

Sum

mar

y of

Aut

horiz

ed F

ull T

ime

or F

ull T

ime

Equi

vale

nt P

ositi

ons

BUDGET SUMMARY

APPENDIX D

Mob

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99.8

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7%

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<1%

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FY2016

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$113.1Million

Gene

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05.5

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01020304050

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

Dollars

Millions

Fisc

al Y

ear

All y

ears

are

net

of C

ount

y fu

ndin

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r Sch

ools

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

Deputy County Administrator

General Services

Administration Animal Control Buildings & Grounds Central Maintenance Friends of Animal Care Housekeeping Lawn & Landscaping Litter Control Solid Waste Collections

Economic Development

Human Resources

Emergency Services

Financial and Management Services

Budget Finance PSA Customer Service Purchasing Risk Management

Human Services

Alternative Community Programs Comprehensive Services Act Human Services Retired & Senior Volunteer Program (RSVP)

Information Technology

Parks and Recreation

County Administrator County

Attorney

Health Department

Library Board

Social Services

Fire and Rescue

Other Agencies Public Service Authority (PSA)

General Gov’t Debt Service

Courts

Magistrate Circuit Court & Juries General District Court J & DR Courts Law Library

Registrar/ Electoral Bd.

Insurance

Internal Services

Planning and GIS Services

Public Information

Engineering and Regulatory Compliance

Stormwater Management Inspections Mid-County Landfill Soil Erosion & Sediment Cntrl Thompson Landfill

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 2016 Budget Calendar is as follows (some changes may occur during the process):

Fiscal Year 2016 Budget Calendar

DATE TIME ACTIVITY January 2015 12 26

7:15 PM 7:15 PM

Public Hearing for citizen input. Budget work session - Revenue Estimates.

February 2015 9

7:15 PM

Presentation of school budget.

March 2015 9 23

6:00 PM 6:00 PM

Presentation of the FY 2016 Proposed Budget. Budget work session; establish advertised tax rate and advertised budget.

April 2015 9 20

6:00 PM 7:15 PM

Public Hearing on advertised tax rate and budget. (Special Meeting) Adopt budget and establish tax rate.

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 2016 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 15 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 below depicts the process.

How to Understand and Use This Document The FY 2016 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 35 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.

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



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

FY 14 Revised Budget FY 14 Actual Budget FY 15 Approved Budget FY 16 Base Budget FY 16 County Administrator’s Recommended Addenda FY 16 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.

GLOSSARY 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.

GLOSSARY OF TERMS


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. 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, this 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.

GLOSSARY OF TERMS


Revenue Income or increased assets for a specific fund. 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, and 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 16

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, 2014 and estimated increases from new construction. FY 2016 estimates for real estate are based on the County’s recent general reassessment effective January 1, 2015. The County is required to reassess properties at least once every four years. The value reported on January 1, 2014 of $7.3 billion has been reassessed and is now valued at $7.5 billion. New construction growth from the 2014 land book to the 2015 land book was $62.9 million. Growth from January 1, 2015 to January 1, 2016 is estimated to increase $60 million.

Personal property tax collections are based on the 2014 tax book, which is the most recent documentation of assessment values. From this data, the 2015 values are estimated. In addition, prior year collection rates are used as predictors of future year collections. The rate of collection in FY 14 and FY 15 is used to estimate the rate of collection in FY 16. The 2015 personal property book will not be issued until at least September 1, 2015, which is in FY 16. 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. Over the past several fiscal years, the County has experienced a downturn in housing starts, less growth in sales tax collections, and declining new car and truck registrations. This resulted in limited economic growth. Growth for the future looks more promising. While housing starts are still down significantly from prior years, the County is beginning to see improvement. County revenue growth, while still limited, indicates the economy is stabilizing.

CY 2015 is a reassessment year. By state law, the County is allowed to retain 1% of the value of the reassessment. This 1% allowable value provides $0.7 million in real estate tax for FY 2016. New construction provides an additional $0.4 million in growth. The Proposed Budget maintains the current tax rate of 89 cents, providing an additional $0.7 million for FY 16. A revenue neutral rate, due to the reassessment, would be 88 cents or one cent less than the current rate. Total real estate revenue growth for FY 2016 is estimated at $1.8 million.

In FY 14, several revenue categories exceeded projections, while several fell short of the projected estimates. In FY 14, revenue collections were on target with overall estimates and revenue collections to date appear to be consistent with the budget targets. For FY 16,



the County projects approximately $2.7 million in total undesignated revenue. The majority of this increase--$1.4 million or 52%-- is associated with the 2015 reassessment of property values. Growth from new construction provides an additional $0.4 million for a total of $1.8 million increase in real estate revenue. Personal property tax on motor vehicles is estimated to provide an additional $0.7 million and sales tax collections are estimated to provide $0.2 million. Designated revenues are estimated to remain relatively flat – with a slight increase of $0.3 million. Given current economic conditions, revenue growth for FY 16 is expected to reach $3 million.

What is the National Economic Outlook?

The state and local economy often mirrors national trends.

The United States unemployment rate changed significantly in 2008 and over the next four years, with record high unemployment rates due to the economic recession. According to the Bureau of labor Statistics, in 2008, the unemployment rate in was 5.8%. In 2009 and 2010, the unemployment rate increased dramatically to 9.3% and 9.6% respectively. In 2011, the rate began to decline, falling to 8.9% for 2011 to 8.1% in 2012, 7.4% for 2013, and 6.2% in 2014. Comparing the latest information, the unemployment rate for January 2015 was 5.7%, down from 6.6% in January 2014. This is the lowest level since 2008 when the recession began. This most recent data indicates that unemployment rates and the economy are improving. Some economists estimate that the unemployment could drop to as low as 5.3% by year-end 2015.

The U.S. Gross Domestic Product (GDP), 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. increased at a rate of 5.0% in the third quarter of 2014. For the fourth quarter, the rate increased by 2.6%. Analysts expect the economy to grow by 3.3% for 2015.

The Consumer Price Index (CPI) is a measure of inflation. In 2005, the percentage change (inflation rate) for the CPI was 3.4%. Over the past nine years, the CPI has averaged 2.2%. For 2013 and 2014, the rate was 1.5% and 1.6% respectively. Relatively low inflation rates mean that purchasing power and the cost for goods and services are remaining stable.

The housing market is still showing signs of improvement. According to the National Association of Home Builders, housing starts remain at levels that are consistent with an improving housing market. Rising home prices, improving unemployment rates, low mortgage interest rates, “pent up” housing demand, and growing consumer confidence all suggest positive attributes for growth in 2015.

National auto sales show positive gains which should translate into local growth in the upcoming year. Auto sales in the US were up 6% in 2014. Based on the latest data, forecasters estimate that U.S. auto sales could exceed 17 million in 2015 and reach as much as 20 million in 2018.



The U.S. economy is showing signs of steady improvement. Most economic forecasts for gains in GDP show real growth of 3.1% to 3.3% for 2015. Improving unemployment rates, job growth, decreasing home inventory, increased auto sales, and increasing consumer spending confidence suggest solid growth for 2015.

What is the State Economic Outlook?

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

Virginia’s unemployment rate had also fallen for several years, then increased as the recession hit. Just like the nation, in 2011, the rate began to decrease. According to the VEC, the unemployment rate for the State of Virginia in 2008 was 4.0%. In 2009 and 2010, the unemployment rate increased dramatically to 7% and 7.1%. In 2011, the rate began decreasing. In 2011 and 2012, the rate decreased to 6.4% and 5.9% respectively. For 2013 the rate decreased to 5.5%, the lowest rate since 2008. Comparing the latest information, the unemployment rate for December 2014 was 4.5%, down from 4.8% in December 2013.

Like the U.S. economy, the Virginia economy is estimated to provided modest, but below trend, growth for 2015.

State General Fund revenues for FY 2014 fell by 1.6%. This was the first time since the recession that General Fund revenues were on the decline from the previous year. Most of the shortfall was due to non-withholding collections. State General Fund revenue projections for FY 2015 and FY 2016 remain below the state’s normal trend, due to a slow economic recovery. Sales tax collections are estimated to improve further into FY 2015 and FY 2016, with growth estimated at 4.3% and 2.9% respectively.

Based on the latest data, Virginia’s economic outlook is consistent with national trends with the economy showing some signs of improvement. However, economists at the state level expect slower growth than will be gained nationally in 2015. Recent data shows that unemployment rates, while improving, are still higher than in recent years. Personal income is estimated to grow by 3.7% to 3.8% in each of the next two years; and employment is expected to grow by 0.9% to 1.4% in each of the next two years. Overall, Virginia’s economy has fared far better than many other states, and unemployment rates are lower than the average of the nation.

What about Local Growth?

Montgomery County is not immune to the trends being experienced at the State and national levels. Like national and state trends, Montgomery County’s unemployment rate had fallen in recent years, then increased sharply, and now is beginning to decline as the economy recovers. According to the Virginia Employment Commission, Montgomery County’s unemployment rate was 4.1% in 2008. In 2009 and 2010, the unemployment rate increased dramatically to 7.2% and 7.5% respectively. In 2011 and 2012, the rate dropped to 6.6% and 6.0% respectively. Comparing the latest information, the unemployment rate for December 2014 was 4.3%, down from 4.5% in December 2013.



New car registrations for the first two quarters of calendar year 2014 compared to the first two quarters of calendar year 2013 were down 23%. New truck registrations for the first two quarters calendar year 2014 compared to the first two quarters of calendar year 2013 were down 12%. In total, new vehicle registrations were down 22%. Last year, the County had a large increase in vehicle sales that were consistent with national treads. Given this reduction in local sales, the projection going forward provides for modest growth of $15 million in new motor vehicle value for FY 2016.

New real estate construction values going forward are consistent with the value gains achieved over the past several years. Prior to the recession, the County averaged between $100 and $150 million in new real estate construction growth. Actual growth from CY 2011 to CY 2012 was $28 million; actual growth from CY 2012 to CY 2013 was $49 million; actual growth from CY 2013 to CY 2014 was $61 million and the 2015 land book shows new construction value at $62.9 million. Based on available building permit data, estimates for CY 2016 have been set at $60 million.

Future sales tax collections look more promising than in the recent past. In 2008, sales and use taxes reached a peak of $7.3 million before the recession hit. For the next three fiscal years, the County collected less revenue in this category than it collected in 2008. For fiscal year 2014, the County collected $7.9 million and expects to collect $8.6 million for FY 15. The estimate for FY 16 collections is $8.8 million.

Unlike some of its counterparts, Montgomery County has experienced slow and steady growth patterns. The County’s revenue structure, job base, and major economic contributors provide a strong foundation for sustained growth. During the real estate “boom”, the County did not experience dramatic upswings in real estate valuation; therefore, huge downswings in value did not occur as the economy went into recession. While growth is limited due to issues still plaguing the boarder economy, positive incremental growth is occurring.

State Budget: Local Impact

Over the past several fiscal years, the state has reduced the amount of 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 generation on local governments.

Based on the conference report from the General Assembly, the $159,844, Montgomery County’s state “flexible cut,” that was originally in the Governor’s Proposed State Budget was restored for FY 16 eliminating this state revenue reduction.

Other miscellaneous increases in state funding approved by the General Assembly include Compensation Board funding increases for the entry level sheriff deputy positions ($19,862) and an across the board 2% increase for state supported local employees on

FY 08 $7,333,314FY 09 $7,205,999FY 10 $6,885,153FY 11 $7,184,055FY 12 $7,639,848FY 13 $7,986,545FY 14 $7,939,087FY 15 $8,648,368FY 16 $8,833,416

Sales and Use Tax Collections



September 1, 2015 ($88,926). Since the County pays significantly more than the state approved salaries for these positions, these increases add to the County’s designated revenue sources.

For the Montgomery County Public School System, the Governor’s budget includes an additional $64,078 million in new funding (this does not include the $213,600 in monies earmarked for the e-backpack initiative).

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

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 16 is $175.5 million with $75.7 million considered designated. Of this designated amount, $60 million or 79.2% is earmarked for schools. Designated resources are mandated for specific uses. Undesignated Revenuedollars that may be used in the budget at the Board’s discretion, total $99.8 million. Of this amount, $44 million goes to the public schools for operations, and $21.5 million of the undesignated dollars support debt service costs for county facilities including public schools.

Mobile Homes<1%

Merch Capital1%

Delinquent3%

Business F&F3%

Mach &Tools2% Other

4%Sales Tax

9%

Personal Prop13%

Real Estate65%

Undesignated Revenue$99.8 Million



County Tax Rates FY 15 FY 16Real Estate Tax Rate $0.89/100 $0.89/100Personal Property $2.55/100 $2.55/100Machinery & Tools $1.82/100 $1.82/100Merchants Capital $3.05/100 $3.05/100Mobile Homes $0.89/100 $0.89/100

Current Property Taxes

2015 General Reassessment

Montgomery County is required by state code to reassess real estate at least once every four years. State law requires that should the increase in values be above 1%, the locality must lower the rate, show the impact of the increase in real estate values, or increase taxes.

Real Estate values totaled $7.3 billion on the 2014 land book including the land use value. Calendar year 2015 is a reassessment year and the $7.3 billion in 2014 is now valued at $7.5 billion, a 2% increase. New construction growth for CY 2015 land book is $62.9 million. For the CY 2016 land book, growth is estimated at $60 million.

County Tax Rates

There is no change in the tax rates from FY 15 to FY 16. All rates are per $100 of assessed value.

0

2

4

6

8

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

4.84

6.49 6.67 6.83 6.9 7.16 7.19 7.24 7.3 7.5 7.6

Billions

Calendar Year

Real Estate Values



Real Estate Tax Rates

As the graph on the next page denotes, the Board of Supervisors has often reduced the tax rate in the years of the general reassessment when the increase in value was significant. Since the increase in value due to the 2015 general reassessment was 2%, the “revenue neutral” rate would equal 88 cents per $100 of assessed value, a reduction of 1 cent from current rate of 89 cents. The FY 16 Proposed Budget uses a real estate tax rate of 89 cents which is the current rate for FY 2015.

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. For the FY 16 budget, the tax rate is the same as FY 15.

In 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 personal property valuation for motor vehicles. To help offset this shortfall in FY 11, the method of valuation for motor vehicles was changed from loan value to trade value. Collections for FY 14 were $11.3 million. For FY 15 and FY 16, collections are estimated at $11.8 million and $12.5 million respectively.

6774

6371 71 74 75

87 89 89 89

FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

Tax Rate History

Collections

$0

$5,000,000

$10,000,000

$15,000,000

FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

Millions

Fiscal Year

Motor Vehicle Revenue



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 15 is 44.65% and the percentage for FY 16 will be known in the fall of 2015.

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 07, revenue collections have been relatively flat, averaging close to $2 million per year. The County estimates $2.2 million in collections for FY 15. The FY 16 estimate has been set at $2.3 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 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. In FY 11, the County lowered the estimate to $0.9 million due to declining inventories at local automotive dealers in the County. The County estimates $1.1 million for FY 15. The FY 16 estimate has been set at $1.2 million.

1.0

1.0

1.0

1.0

0.9

0.9

0.9

1.2

1.1

1.2

FY 07

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

FY 15

FY 16

Collections (in millions)

Fiscal

Year

Merchants Capital

1.8

1.9

2

2.1

2.2

FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

2.2

2.1

2.2

2.1 2.1 2.1

2.2 2.2 2.22.3

Millions

Machinery and Tool Revenue



Local Sales Tax: Growth of Retail Sales

FY 09 was the first year in which actual revenue collections came in lower than the prior fiscal year. In FY 10, the County received $6.9 million, the lowest collection since FY 07. As the economy declined so has sales tax revenue. In FY 12, collections increased as the economy began to stabilize. For FY 15, the County is estimating $8.6 million in sales tax revenue. The FY 16 estimate has been set at $8.8 million.

Fund Balance

No General Fund balance dollars have been used to balance the FY 16 budget.

$221,920 in School Capital Construction fund balance is transferred to the Debt Service Fund for School Debt Service for FY 16. In prior years, the County earmarked 4 cents of the tax rate for new school construction which has been used to offset the cost of debt service. 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. In FY 11, the County transferred $1,893,883. The County transferred $1,455,683 in FY 12, $932,223 in FY 13, $246,417 in FY 14, and $214,927 in FY 15.

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).

$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 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16Fiscal Year

Sales Tax Collections



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

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 $22.8 million or 13% of the total FY 16 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 16.

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.

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 $1,372,000.

Capital Reserve – This account reserves funds for transfer to support projects in the Capital Budget. The reserve is $457,673.

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 $341,785.

Rainy Day Fund Reserve – In FY 09, this account was established and reserved $1,000,000 to adjust for unanticipated financial issues. The reserve is $1,000,000.



Conclusions

The proposed real estate tax rate is set at 89 cents for the FY 16 Budget, representing a one cent increase over the revenue neutral rate of 88 cents resulting from the 2015 general reassessment. 89 cents is the same rate as adopted for the FY 15 budget.

Given the uncertainty of the ability to meet the current year revenue estimates combined with the unknown expenditures that may occur, the County’s one-time reserve funds are intended to enable the County to react positively to future circumstances.

REVENUE SUMMARY

APPENDIX A

FY 1

4IN

C/(D

EC

) FY

16 B

UD

GE

TR

EV

ISE

DFY

14

FY 1

5FY

16

ES

TIM

ATE

RE

ALI

ZED

ES

TIM

ATE

ES

TIM

ATE

$%

GEN

ERA

L FU

ND

GE

NE

RA

L P

RO

PE

RTY

TA

XES

RE

AL

ES

TATE

PR

OP

ER

TY T

AX

(DE

C)

30,1

33,5

75

30,2

79,9

60

30,3

96,0

59

31,3

13,3

17

917,

258

3%

RE

AL

ES

TATE

PR

OP

ER

TY T

AX

(JU

NE

)30

,219

,905

30

,176

,052

30

,503

,109

31

,416

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91

3,80

5

3%P

ER

SO

NA

L P

RO

PE

RTY

TA

X M

OTO

R V

EH

ICLE

S7,

482,

380

6,56

7,07

6

7,02

6,08

1

7,69

8,71

1

67

2,63

0

10%

PE

RS

ON

AL

PR

OP

ER

TY T

AX

RE

LIE

F M

OTO

R V

EH

ICLE

S4,

754,

279

4,75

4,27

9

4,75

4,27

9

4,75

4,27

9

-

0%

PE

RS

ON

AL

PR

OP

ER

TY B

US

INE

SS

FU

RN

& F

IXTU

RE

S2,

312,

208

2,67

5,44

9

2,67

3,96

8

2,76

0,87

9

86

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3%

PE

RSO

NA

L P

RO

PE

RTY

CO

MP

UTE

R E

QU

IPM

EN

T30

5,24

4

341,

602

342,

822

371,

350

28

,528

8%

PE

RSO

NA

L P

RO

PE

RTY

MO

BIL

E H

OM

ES

TA

X19

6,70

7

194,

671

196,

861

198,

430

1,

569

1%A

IRC

RA

FT T

AX

17,7

10

74

,646

55

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44

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(1

1,39

4)

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MA

CH

INE

RY

& T

OO

LS T

AX

2,21

0,04

4

2,

228,

674

2,

227,

096

2,

281,

180

54,0

84

2%M

ER

CH

AN

TS C

AP

ITA

L TA

X94

8,40

2

1,23

3,31

5

1,10

2,93

6

1,18

7,00

6

84

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8%

PU

BLI

C S

ER

VIC

E C

OR

P T

AXE

S R

E &

PP

(DE

C)

960,

949

1,

120,

656

1,

012,

825

1,

011,

645

(1,1

80)

0%

PU

BLI

C S

ER

VIC

E C

OR

P T

AXE

S R

E (J

UN

E)

947,

139

1,

003,

961

99

9,56

2

1,

000,

043

481

0%

DE

LIN

QU

EN

T P

RO

P T

AX

1,89

2,28

0

1,

929,

387

2,

082,

617

2,

168,

287

85,6

70

4%R

OLL

BA

CK

TA

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10,0

00

67

6

5,00

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5,

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0%P

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ID &

OTH

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PR

OP

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S-

352,

560

-

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-

-

PE

NAL

TY A

LL P

RO

P T

AX

425,

000

43

4,92

9

42

5,00

0

43

5,00

0

10,0

00

2%IN

TER

EST

ALL

PR

OP

TX

183,

000

18

2,20

9

18

0,00

0

18

3,00

0

3,00

0

2%

AD

MIN

FE

E-D

ELI

NQ

TP

26,6

08

10

2,20

7

15

,000

15

,000

-

0%

SU

BTO

TAL

GE

NE

RA

L P

RO

PE

RTY

TA

XES

83,0

25,4

30

83,6

52,3

07

83,9

98,6

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86,8

44,0

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2,84

5,43

2

3%

OTH

ER L

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AL T

AXE

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412

101

LOC

AL

SA

LES

AN

D U

SE

TA

X8,

180,

311

7,93

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8,64

8,36

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2%02

412

201

CO

NS

UM

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LITY

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653,

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655,

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650,

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ME

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TILI

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18,8

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ATI

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1,07

8,17

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1,

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(24,

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412

501

UTI

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LIC

EN

SE

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17,8

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02 4

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ON

SU

MP

TIO

N T

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97,0

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10

8,36

8

10

0,00

0

11

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ON

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MP

TIO

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6,00

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6,

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6,00

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6,

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601

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AN

K S

TOC

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42,3

00

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28

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-

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02 4

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EC

OR

DA

TIO

N T

AX

640,

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79

2,33

2

75

0,00

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50

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(250

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)

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AD

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TAX

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DE

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221,

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160,

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138,

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(2

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02 4

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1 TR

AN

SIE

NT

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CU

PA

NC

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631

4,

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600

(3

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AN

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CU

PA

NC

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X - 1

7745

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20,1

64

37,0

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CA

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11,8

68,1

86

11,7

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(132

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CO

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F M

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MER

Y, V

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FISC

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R 2

016

REV

ENU

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TIM

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S

FRO

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BU

DG

ET

Pag

e 1

FY 1

4IN

C/(D

EC

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16 B

UD

GE

TR

EV

ISE

DFY

14

FY 1

5FY

16

ES

TIM

ATE

RE

ALI

ZED

ES

TIM

ATE

ES

TIM

ATE

$%

CO

UN

TY O

F M

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MER

Y, V

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INIA

FISC

AL

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016

REV

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TIM

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NS

FER

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2,07

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1,

800

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0

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1 C

OU

RT

FIN

ES

& F

OR

FEIT

UR

ES

135,

000

12

8,76

9

12

0,00

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0,00

0

10,0

00

8%02

415

102

INTE

RE

ST O

N C

HE

CK

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202,

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15

7,34

7

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5,00

0

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0,00

0

(45,

000)

-2

4%02

415

201

RE

NTA

L O

F P

RO

PE

RTY

171,

984

31

5,69

8

11

9,98

4

17

1,98

4

52,0

00

43%

02 4

1520

7 S

ALE

OF

SU

RP

LUS

/SA

LVA

GE

4,00

0

32

8,54

3

-

-

-

-

02

416

608

RE

TUR

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D C

HE

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1,

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-

-

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02 4

1910

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0

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-

02

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103

MO

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AR

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128,

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15

9,61

7

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0,00

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(10,

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105

MO

BIL

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(10,

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4% C

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BTO

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755,

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(2,8

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GE

NE

RA

L FU

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BA

LAN

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02 4

5120

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RA

L FU

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13,7

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9,36

0,38

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96,5

81,2

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97,0

87,9

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99,7

98,5

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0

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SIG

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RE

SO

UR

CE

SB

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OF

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PE

RV

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0210

0 41

9108

RE

CO

VE

RED

CO

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3,24

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273

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CO

UN

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DM

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TRA

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0211

0 41

9108

RE

CO

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RED

CO

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207,

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8,18

9

9,

800

13,3

00

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%

CO

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0212

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NT

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RV

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0 41

9108

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CO

VE

RED

CO

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125,

000

11

0,54

9

12

5,00

0

13

8,00

0

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10%

Pag

e 2

FY 1

4IN

C/(D

EC

) FY

16 B

UD

GE

TR

EV

ISE

DFY

14

FY 1

5FY

16

ES

TIM

ATE

RE

ALI

ZED

ES

TIM

ATE

ES

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$%

CO

UN

TY O

F M

ON

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Y, V

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FISC

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ENU

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TIM

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NT

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TY

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EC

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45

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1

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AL

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0218

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5212

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943

17,7

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17,7

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09 P

RO

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0218

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5211

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F P

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IES

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3,50

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07 G

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EXPENDITURE PLANS


REVENUE SHARING

Citizens


County Administrator


Revenue Sharing

REVENUE SHARING

Budget Summary

ChangeFY 14 FY 14 FY 15 FY 16 FY 16 FY 16 App. 15/

Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRefunds 187,000$ 173,044$ 175,000$ 175,000$ -$ 175,000$ -$ TOTAL EXPENDITURES 187,000$ 173,044$ 175,000$ 175,000$ -$ 175,000$ -$

REVENUE BY CLASSIFICATIONAdjustment for Revenue Refunds -$ -$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE -$ -$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE 187,000$ 173,044$ 175,000$ 175,000$ -$ 175,000$ -$

TOTAL REVENUES 187,000$ 173,044$ 175,000$ 175,000$ -$ 175,000$ -$

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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended 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. Recommended 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRevenue Sharing 187,000$ 173,044$ 175,000$ 175,000$ -$ 175,000$ -$


Citizens



Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTBoard of Supervisors 281,672$ 246,471$ 253,284$ 249,794$ -$ 249,794$ (3,490)$ TOTAL EXPENDITURES 281,672$ 246,471$ 253,284$ 249,794$ -$ 249,794$ (3,490)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 148,404$ 145,447$ 148,404$ 144,914$ -$ 144,914$ (3,490)$ Operations & Maintenance 124,868$ 101,024$ 104,880$ 104,880$ -$ 104,880$ -$ Capital Outlay 8,400$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 281,672$ 246,471$ 253,284$ 249,794$ -$ 249,794$ (3,490)$

REVENUE BY CLASSIFICATIONLocal Recovered Costs 3,247$ 4,273$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE 3,247$ 4,273$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE 278,425$ 242,197$ 253,284$ 249,794$ -$ 249,794$ (3,490)$

TOTAL REVENUES 281,672$ 246,471$ 253,284$ 249,794$ -$ 249,794$ (3,490)$


Division Description The Board of Supervisors is an elected body of seven members, representing seven voting districts and serving as the County’s legislative arm. 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

No Notable Base Budget Adjustments

Addenda and Reduction Discussion Addenda consist of dollars over and above the base budget target for operating and capital. Recommended 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


Department Description and Financial Data Board of Supervisors 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTBoard of Supervisors 281,672$ 246,471$ 253,284$ 249,794$ -$ 249,794$ (3,490)$

COUNTY ADMINISTRATION

Citizens



County Administration

Administration Emergency Services

Public Information

Human Resources


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAdministration 993,094$ 899,673$ 665,570$ 652,653$ -$ 652,653$ (12,917)$ Emergency Services 103,588$ 89,265$ 96,288$ 96,182$ 25,732$ 121,914$ 25,626$ Human Resources 617,350$ 596,014$ 543,294$ 537,486$ -$ 537,486$ (5,808)$ Public Information 272,154$ 250,865$ 222,019$ 221,738$ -$ 221,738$ (281)$ TOTAL EXPENDITURES 1,986,186$ 1,835,817$ 1,527,171$ 1,508,059$ 25,732$ 1,533,791$ 6,620$

EXPENDITURES BY CLASSIFICATIONPersonal Services 1,506,080$ 1,417,334$ 1,169,153$ 1,150,041$ -$ 1,150,041$ (19,112)$ Operations & Maintenance 440,455$ 378,614$ 357,518$ 357,518$ 25,732$ 383,250$ 25,732$ Capital Outlay 39,651$ 39,869$ 500$ 500$ -$ 500$ -$ TOTAL EXPENDITURES 1,986,186$ 1,835,817$ 1,527,171$ 1,508,059$ 25,732$ 1,533,791$ 6,620$

REVENUE BY CLASSIFICATIONLocal Recovered Costs 207,800$ 208,189$ 9,800$ 9,800$ 3,500$ 13,300$ 3,500$ TOTAL DESIGNATED REVENUE 207,800$ 208,189$ 9,800$ 9,800$ 3,500$ 13,300$ 3,500$

TOTAL UNDESIGNATED REVENUE 1,778,386$ 1,627,627$ 1,517,371$ 1,498,259$ 22,232$ 1,520,491$ 3,120$

TOTAL REVENUES 1,986,186$ 1,835,817$ 1,527,171$ 1,508,059$ 25,732$ 1,533,791$ 6,620$

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


Division Description The County Administration Division includes Administration, Emergency Services, Human Resources and Public Information. Division staff includes the County Administrator, Deputy County Administrator, Assistant to the Administrator, Emergency Services Coordinator, Human Resources Director, Public Information Director, and eight support positions. The County Administrator, who is appointed by and accountable to the Board of Supervisors, leads County operations. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

Base Salary and Fringe Benefit Adjustments – For FY 16, the County budget includes an increase in the rate for long term disability insurance from 0.30% to 0.33% and a decrease in unemployment insurance per position from $142 to $99. All other fringe benefit rates remain unchanged for FY 16. Additional compensation increases added to the FY 16 Proposed Budget are held in Special Contingencies. (See tab 960)


$25,732 is Added to Emergency Services to Cover the Ongoing Costs of the Early Notification Software System – In FY 2015, the County received a grant to purchase an early notification software program to alert citizens about natural and manmade disasters that occur in the community. These additional funds cover the ongoing costs of maintaining the system.

$3,500 is Added to the Human Resources Revenue Budget – The County’s Human Resources Department will be providing assistance to the New River Valley Emergency Communications Regional Authority. To cover the cost of these services, the New River Valley Emergency Communications Regional Authority will provide $3,500 per year. These revenues have been added to the Human Resources budget for FY 16.


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Administration 993,094$ 899,673$ 665,570$ 652,653$ -$ 652,653$ (12,917)$

Authorized Personnel 6.5 6.5 5.5 5.5 0 5.5

Emergency Services The Emergency Services Office coordinates the fire and rescue services functions throughout the County and staffs the countywide Fire and Rescue Commission.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTEmergency Services 103,588$ 89,265$ 96,288$ 96,182$ 25,732$ 121,914$ 25,626$

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, wellness initiatives, including on on-site clinic, worker’s compensation, employee performance evaluations, incentive programs, and employee service awards.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTHuman Resources 617,350$ 596,014$ 543,294$ 537,486$ -$ 537,486$ (5,808)$



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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPublic Information 272,154$ 250,865$ 222,019$ 221,738$ -$ 221,738$ (281)$


COUNTY ATTORNEY

Citizens


County Attorney

COUNTY ATTORNEY

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Attorney 253,554$ 248,999$ 261,454$ 261,326$ -$ 261,326$ (128)$ TOTAL EXPENDITURES 253,554$ 248,999$ 261,454$ 261,326$ -$ 261,326$ (128)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 241,487$ 242,846$ 249,387$ 249,259$ -$ 249,259$ (128)$ Operations & Maintenance 12,067$ 5,904$ 12,067$ 12,067$ -$ 12,067$ -$ Capital Outlay -$ 249$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 253,554$ 248,999$ 261,454$ 261,326$ -$ 261,326$ (128)$

REVENUE BY CLASSIFICATIONRecovered Costs -$ 523$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE -$ 523$ -$ -$ -$ -$ -$

TOTAL UNDESIGNATED REVENUE 253,554$ 248,476$ 261,454$ 261,326$ -$ 261,326$ (128)$

TOTAL REVENUES 253,554$ 248,999$ 261,454$ 261,326$ -$ 261,326$ (128)$


COUNTY ATTORNEY

Division Description The County Attorney is appointed by the Board of Supervisors and serves as legal counsel for the Board of Supervisors, various County Boards and Commissions and County staff. 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



No Addenda Added

COUNTY ATTORNEY

Department Description and Financial Data County Attorney The County Attorney is appointed by the Board of Supervisors and serves as legal counsel for the Board of Supervisors, various County Boards and Commissions and County staff.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Attorney 253,554$ 248,999$ 261,454$ 261,326$ -$ 261,326$ (128)$

Authorized Personnel (FTEs) 1.5 1.5 1.5 1.5 0 1.5

FINANCIAL AND MANAGEMENT SERVICES

Citizens




Finance

Purchasing

Financial and Management


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTFinance 851,222$ 713,239$ 875,387$ 899,139$ -$ 899,139$ 23,752$ Purchasing 164,674$ 160,277$ 168,222$ 168,121$ -$ 168,121$ (101)$ TOTAL EXPENDITURES 1,015,896$ 873,516$ 1,043,609$ 1,067,260$ -$ 1,067,260$ 23,651$

EXPENDITURES BY CLASSIFICATIONPersonal Services 835,732$ 714,288$ 873,619$ 897,270$ -$ 897,270$ 23,651$ Operations & Maintenance 171,597$ 150,661$ 169,990$ 169,990$ -$ 169,990$ -$ Capital Outlay 8,567$ 8,567$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 1,015,896$ 873,516$ 1,043,609$ 1,067,260$ -$ 1,067,260$ 23,651$

REVENUE BY CLASSIFICATIONLocal Recovered Costs 125,000$ 110,549$ 125,000$ 125,000$ 13,000$ 138,000$ 13,000$ TOTAL DESIGNATED REVENUE 125,000$ 110,549$ 125,000$ 125,000$ 13,000$ 138,000$ 13,000$

TOTAL UNDESIGNATED REVENUE 890,896$ 762,967$ 918,609$ 942,260$ (13,000)$ 929,260$ 10,651$

TOTAL REVENUES 1,015,896$ 873,516$ 1,043,609$ 1,067,260$ -$ 1,067,260$ 23,651$



Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$13,000 is Added to the Finance Department’s Revenue Budget – The County’s Finance Department will be providing financial reporting and financial assistance to the New River Valley Emergency Communications Regional Authority. To cover the cost of these services, the New River Valley Emergency Communications Regional Authority will provide $13,000 per year. These revenues have been added to the Finance Department’s budget for FY 16.


Department Description and Financial Data 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).


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTFinance 851,222$ 713,239$ 875,387$ 899,139$ -$ 899,139$ 23,752$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPurchasing 164,674$ 160,277$ 168,222$ 168,121$ -$ 168,121$ (101)$


INSURANCE

Citizens




Insurance

Financial and Management

Services

INSURANCE

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTInsurance 893,962$ 713,463$ 353,962$ 227,962$ -$ 227,962$ (126,000)$ TOTAL EXPENDITURES 893,962$ 713,463$ 353,962$ 227,962$ -$ 227,962$ (126,000)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 677,889$ 554,230$ 132,707$ 6,707$ -$ 6,707$ (126,000)$ Operations & Maintenance 216,073$ 159,233$ 221,255$ 221,255$ -$ 221,255$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 893,962$ 713,463$ 353,962$ 227,962$ -$ 227,962$ (126,000)$

REVENUE BY CLASSIFICATIONLocal Recovered Costs 126,000$ 4,063$ 126,000$ -$ -$ -$ (126,000)$ TOTAL DESIGNATED REVENUE 126,000$ 4,063$ 126,000$ -$ -$ -$ (126,000)$


TOTAL REVENUES 893,962$ 713,463$ 353,962$ 227,962$ -$ 227,962$ (126,000)$

INSURANCE

Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

Base Retiree and COBRA Insurance Adjustments – A total of ($126,000) is reduced from the base insurance revenue and expenditure budgets due to a change in the accounting of retiree and COBRA payments. This action has no fiscal impact.


No Addenda Added

INSURANCE

Department Description and Financial Data Insurance The Insurance Division covers costs associated with the County’s Risk Management Plan.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTInsurance 893,962$ 713,463$ 353,962$ 227,962$ -$ 227,962$ (126,000)$

INFORMATION TECHNOLOGY

Citizens




Information Technology


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTInformation Technology 2,035,257$ 1,691,997$ 1,427,502$ 1,440,571$ 50,017$ 1,490,588$ 63,086$ TOTAL EXPENDITURES 2,035,257$ 1,691,997$ 1,427,502$ 1,440,571$ 50,017$ 1,490,588$ 63,086$

EXPENDITURES BY CLASSIFICATIONPersonal Services 749,358$ 697,840$ 865,533$ 878,602$ -$ 878,602$ 13,069$ Operations & Maintenance 624,186$ 503,150$ 443,500$ 443,500$ 10,017$ 453,517$ 10,017$ Capital Outlay 661,713$ 491,008$ 118,469$ 118,469$ 40,000$ 158,469$ 40,000$ TOTAL EXPENDITURES 2,035,257$ 1,691,997$ 1,427,502$ 1,440,571$ 50,017$ 1,490,588$ 63,086$

REVENUE BY CLASSIFICATIONLocal Recovered Costs 4,983$ 4,800$ 4,983$ 4,983$ (4,983)$ -$ (4,983)$ TOTAL DESIGNATED REVENUE 4,983$ 4,800$ 4,983$ 4,983$ (4,983)$ -$ (4,983)$


TOTAL REVENUES 2,035,257$ 1,691,997$ 1,427,502$ 1,440,571$ 50,017$ 1,490,588$ 63,086$



Division Description The Information Technology (IT) department manages the County’s computing and telecommunications resources, technical operations infrastructure, and business applications environment. A 24x7 customer service helpdesk supports user requests and manages technology assets. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



($4,983) is Reduced from the Information Technology’s Revenue and Expense Budgets – In the past, the Information Technology Division provided support for the Clerk of the Circuit Court’s records system. The Clerk of the Circuit Court is contracting with a new vendor for this service and will no longer be utilizing the Information Technology Division for support. Therefore, both the revenue and the corresponding expenses for these services have been removed for FY 16.

$40,000 is Added to the Information Technology Budget to Cover the Cost of Replacing Mobile Data Terminals – Additional funding is added to cover the cost of a replacement schedule for mobile data terminals (MDTs) in the Sheriff’s Office. Eight fully rugged MDTs and 4 semi-rugged MDTs should be replaced annually. These additional funds will establish an annual replacement plan for the Sheriff’s MDTs.

$15,000 is Added to the Information Technology Budget to Cover the Increased Cost of the Microsoft Maintenance Contract – Additional funding is added to cover the cost of the licensing agreement under the County’s Microsoft Contract. Fees are being increased due to the number of devices covered under the contract.


Department Description and Financial Data Information Technology The IT department supports all County Departments, Commissioner of the Revenue’s Office, Treasurer’s Office, Commonwealth Attorney’s Office, Sheriff’s Office, Office of Voter Registration, Tourism, Public Service Authority, and to a lesser degree, the Clerk of the Circuit Court, General District Court, Juvenile and Domestic Relations Court, Department of Social Services, Virginia Tech Cooperative Extension, and regional 911 Authority.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTInformation Technology 2,035,257$ 1,691,997$ 1,427,502$ 1,440,571$ 50,017$ 1,490,588$ 63,086$


COMMISSIONER OF REVENUE

Citizens

Commissioner of Revenue

Com. of Revenue -Compensation Board Assessments

Assessments

Land Use


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCommissioner of Revenue 549,680$ 546,051$ 562,174$ 563,449$ -$ 563,449$ 1,275$ TOTAL EXPENDITURES 549,680$ 546,051$ 562,174$ 563,449$ -$ 563,449$ 1,275$

EXPENDITURES BY CLASSIFICATIONPersonal Services 544,605$ 542,401$ 557,099$ 558,374$ -$ 558,374$ 1,275$ Operations & Maintenance 5,075$ 3,650$ 5,075$ 5,075$ -$ 5,075$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 549,680$ 546,051$ 562,174$ 563,449$ -$ 563,449$ 1,275$

REVENUE BY CLASSIFICATIONState Shared Expenses 192,148$ 184,539$ 192,621$ 194,180$ 3,255$ 197,435$ 4,814$ TOTAL DESIGNATED REVENUE 192,148$ 184,539$ 192,621$ 194,180$ 3,255$ 197,435$ 4,814$

TOTAL UNDESIGNATED REVENUE 357,532$ 361,512$ 369,553$ 369,269$ (3,255)$ 366,014$ (3,539)$

TOTAL REVENUES 549,680$ 546,051$ 562,174$ 563,449$ -$ 563,449$ 1,275$

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


Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Compensation Board Revenue Adjustments – A total of $1,559 is added to the

Commissioner’s base compensation board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board in the recommended budget and reconciled by the County for FY 15 and FY 16. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


$3,255 is Added to the Compensation Board Revenue Budget – These funds account for a 2% across the board salary increase contained in the state’s budget for locally supported positions starting September 1, 2015. Since the County’s starting salary is significantly higher than new compensation board starting positions, these additional funds provide additional revenue for the County. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


Department Description and Financial Data Commissioner of Revenue The Commissioner of Revenue assesses individual and business personal property, and reviews and assists taxpayers with state income tax issues.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCommissioner of Revenue 549,680$ 546,051$ 562,174$ 563,449$ -$ 563,449$ 1,275$


ASSESSMENTS

Citizens

Commissioner of Revenue

Com. of Revenue - Compensation Board

Assessments

Assessments

Land Use

ASSESSMENTS

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAssessments 367,864$ 344,599$ 365,036$ 363,001$ -$ 363,001$ (2,035)$ Land Use 3,375$ 1,674$ 3,375$ 3,375$ -$ 3,375$ -$ TOTAL EXPENDITURES 371,239$ 346,273$ 368,411$ 366,376$ -$ 366,376$ (2,035)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 313,037$ 308,474$ 312,609$ 310,574$ -$ 310,574$ (2,035)$ Operations & Maintenance 48,746$ 35,680$ 55,802$ 55,802$ -$ 55,802$ -$ Capital Outlay 9,456$ 2,120$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 371,239$ 346,273$ 368,411$ 366,376$ -$ 366,376$ (2,035)$

REVENUE BY CLASSIFICATIONLand Use Application Fee 1,800$ 1,480$ 1,800$ 1,800$ -$ 1,800$ -$ Recovered Costs -$ 170$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE 1,800$ 1,650$ 1,800$ 1,800$ -$ 1,800$ -$

TOTAL UNDESIGNATED REVENUE 369,439$ 344,623$ 366,611$ 364,576$ -$ 364,576$ (2,035)$

TOTAL REVENUES 371,239$ 346,273$ 368,411$ 366,376$ -$ 366,376$ (2,035)$


ASSESSMENTS

Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



No Addenda Added

ASSESSMENTS

Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAssessments 367,864$ 344,599$ 365,036$ 363,001$ -$ 363,001$ (2,035)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLand Use 3,375$ 1,674$ 3,375$ 3,375$ -$ 3,375$ -$


TREASURER – COMPENSATION BOARD

Citizens

Treasurer

Treasurer - Compensation

Treasurer - Collections


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTTreasurer 588,916$ 588,764$ 599,395$ 590,932$ -$ 590,932$ (8,463)$ TOTAL EXPENDITURES 588,916$ 588,764$ 599,395$ 590,932$ -$ 590,932$ (8,463)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 586,504$ 587,320$ 599,395$ 590,932$ -$ 590,932$ (8,463)$ Operations & Maintenance 2,412$ 1,445$ -$ -$ -$ -$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 588,916$ 588,764$ 599,395$ 590,932$ -$ 590,932$ (8,463)$

REVENUE BY CLASSIFICATIONState Shared Expenses 180,980$ 173,044$ 181,425$ 180,988$ 3,064$ 184,052$ 2,627$ TOTAL DESIGNATED REVENUE 180,980$ 173,044$ 181,425$ 180,988$ 3,064$ 184,052$ 2,627$


TOTAL REVENUES 588,916$ 588,764$ 599,395$ 590,932$ -$ 590,932$ (8,463)$



Division Description The Treasurer is an elected official responsible for collecting all County revenue, including Federal and State funds; ensuring County funds are adequately safe guarded; investing county funds into a secured interest yielding account; 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Compensation Board Revenue Adjustments – A total of ($437) is reduced from the

Treasurer’s base compensation board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board in the recommended budget and reconciled by the County for FY 15 and FY 16. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


$3,064 is Added to the Treasuer’s Compensation Board Revenue Budget – These funds account for a 2% across the board salary increase contained in the state’s budget for locally supported positions starting September 1, 2015. Since the County’s starting salary is significantly higher than new compensation board starting positions, these additional funds provide additional revenue for the County. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


Department Description and Financial Data Treasurer 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, collects county motor vehicle license fees, issues dog tags, and collects and remits payments to the Commonwealth of Virginia for individual and business state income and estimated state income taxes.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTTreasurer-CB 588,916$ 588,764$ 599,395$ 590,932$ -$ 590,932$ (8,463)$


TREASURER - COLLECTIONS

Citizens

Treasurer

Treasurer - Compensation

Treasurer - Collections


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTTreasurer-Collections 311,241$ 310,292$ 306,372$ 305,529$ 14,000$ 319,529$ 13,157$ TOTAL EXPENDITURES 311,241$ 310,292$ 306,372$ 305,529$ 14,000$ 319,529$ 13,157$

EXPENDITURES BY CLASSIFICATIONPersonal Services 203,457$ 203,732$ 207,924$ 207,081$ -$ 207,081$ (843)$ Operations & Maintenance 107,497$ 106,172$ 98,448$ 98,448$ 14,000$ 112,448$ 14,000$ Capital Outlay 287$ 388$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 311,241$ 310,292$ 306,372$ 305,529$ 14,000$ 319,529$ 13,157$

REVENUE BY CLASSIFICATIONWarrant Fees 140$ 140$ -$ -$ 14,000$ 14,000$ 14,000$ TOTAL DESIGNATED REVENUE 140$ 140$ -$ -$ 14,000$ 14,000$ 14,000$


TOTAL REVENUES 311,241$ 310,292$ 306,372$ 305,529$ 14,000$ 319,529$ 13,157$



Division Description The Treasurer is an elected official responsible for collecting all County revenue, including Federal and State funds; ensuring County funds are adequately safe guarded; investing county funds into a secured interest yielding account; 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$14,000 is Added for the Cost of Administering the Department of Motor Vehicles (DMV) Stop Program – The Treasurer’s Office issues DMV stops on delinquent taxpayers. This program prevents taxpayers from receiving DMV license renewals until their delinquent taxes are paid to the County. The DMV charges an administrative fee to the County, which the Treasurer’s office passes on to the taxpayer. This expenditure is offset by a like amount of revenue.


Department Description and Financial Data 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, collects county motor vehicle license fees, issues dog tags, and collects and remits payments to the Commonwealth of Virginia for individual and business state income and estimated state income taxes.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTTreasurer-Collections 311,241$ 310,292$ 306,372$ 305,529$ 14,000$ 319,529$ 13,157$


REGISTRAR/ELECTORAL BOARD

Citizens

Registrar/Electoral Board


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRegistrar/Electoral Board 423,544$ 411,052$ 417,150$ 422,664$ 17,500$ 440,164$ 23,014$ TOTAL EXPENDITURES 423,544$ 411,052$ 417,150$ 422,664$ 17,500$ 440,164$ 23,014$

EXPENDITURES BY CLASSIFICATIONPersonal Services 274,784$ 265,598$ 292,775$ 298,289$ -$ 298,289$ 5,514$ Operations & Maintenance 61,285$ 57,978$ 36,900$ 36,900$ 17,500$ 54,400$ 17,500$ Capital Outlay 87,475$ 87,475$ 87,475$ 87,475$ -$ 87,475$ -$ TOTAL EXPENDITURES 423,544$ 411,052$ 417,150$ 422,664$ 17,500$ 440,164$ 23,014$

REVENUE BY CLASSIFICATIONLocal Recovered Costs -$ 520$ -$ -$ -$ -$ -$ State Shared Expenses 43,773$ 46,364$ 45,086$ 45,086$ 751$ 45,837$ 751$ TOTAL DESIGNATED REVENUE 43,773$ 46,884$ 45,086$ 45,086$ 751$ 45,837$ 751$

TOTAL UNDESIGNATED REVENUE 379,771$ 364,168$ 372,064$ 377,578$ 16,749$ 394,327$ 22,263$

TOTAL REVENUES 423,544$ 411,052$ 417,150$ 422,664$ 17,500$ 440,164$ 23,014$



Division Description 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; take and process photo IDs for voters who do not have one: and to prepare for and conduct fair elections within the guidelines of Virginia Elections Laws, including Officer of Election training, processing candidate filings and petitions, printing of ballots and processing absentee votes. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$17,500 is Added to the Registrar’s Budget for Optical Scan Ballots – The Registrar is required to replace all touch screen voting machines with new optical scan voting machines. These new optical scan voting machines require a special ballot that was not required under the old touch screen machines. During the previous election, only about half of the precincts were equipped with the new optical scan equipment. The Registrar’s base budget has funding to cover approximately half of the new ballot costs, which run approximately $35,000 per year. For the next election, the optical scan voting machines will be fully employed, requiring an additional $17,500 for a total of $35,000 for these ballots.

$751 is Added to the Registrar’s Revenue Budget – These funds account for a 2% across

the board salary increase contained in the state’s budget for locally supported positions starting September 1, 2015. Since the County’s starting salary is significantly higher than the state’s starting position, these additional funds provide additional revenue for the County.


Department Description and Financial Data Registrar/Electoral Board The Registrar’s Office is committed to providing each citizen of Montgomery County with the opportunity to exercise his or her right to vote in an efficient and equitable manner in accordance with the Constitutions of the United States and the Commonwealth of Virginia and the Code of Virginia. The General Registrar of Elections registers voters, maintains voting records and establishes precinct boundaries and polling locations for the County's 22 precincts. The staff conducts elections, supervises poll workers on Election Day and tallies election results.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRegistrar/Electoral Board 423,544$ 411,052$ 417,150$ 422,664$ 17,500$ 440,164$ 23,014$


INTERNAL SERVICES

Citizens


County Administration

General Services

Copier Services

Garage Operations

Mail Services

Motor Pool

Internal Services

INTERNAL SERVICES

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCentral Telephone 34,300$ 12,823$ -$ -$ -$ -$ -$ Copier Services 3,000$ 698$ 1,500$ 1,500$ -$ 1,500$ -$ Garage Operations 196,353$ 194,069$ 170,297$ 170,176$ 1,650$ 171,826$ 1,529$ Mail Services 15,224$ 8,236$ 11,849$ 11,849$ -$ 11,849$ -$ Motor Pool 317,145$ 273,766$ 67,770$ 67,770$ 66,000$ 133,770$ 66,000$ TOTAL EXPENDITURES 566,022$ 489,592$ 251,416$ 251,295$ 67,650$ 318,945$ 67,529$

EXPENDITURES BY CLASSIFICATIONPersonal Services 111,948$ 112,338$ 114,192$ 114,071$ -$ 114,071$ (121)$ Operations & Maintenance 142,029$ 109,730$ 75,254$ 75,254$ 1,650$ 76,904$ 1,650$ Capital Outlay 312,045$ 267,524$ 61,970$ 61,970$ 66,000$ 127,970$ 66,000$ TOTAL EXPENDITURES 566,022$ 489,592$ 251,416$ 251,295$ 67,650$ 318,945$ 67,529$

REVENUE BY CLASSIFICATIONCanteen Proceeds -$ -$ -$ -$ -$ -$ -$ Local Sale of Copy Paper 3,500$ 753$ 3,500$ 3,500$ -$ 3,500$ -$ Local Garage Internal Charges 6,000$ 4,575$ 6,000$ 6,000$ -$ 6,000$ -$ Local Vehicle Maintenance 40,000$ 72,695$ 40,000$ 40,000$ -$ 40,000$ -$ Local Mileage 17,700$ 4,943$ 17,700$ 17,700$ -$ 17,700$ -$ Recovered Costs -$ 1,283$ -$ -$ -$ -$ -$ Proceeds from Resale 24,500$ -$ 24,500$ 24,500$ -$ 24,500$ -$ TOTAL DESIGNATED REVENUE 91,700$ 84,248$ 91,700$ 91,700$ -$ 91,700$ -$


TOTAL REVENUES 566,022$ 489,592$ 251,416$ 251,295$ 67,650$ 318,945$ 67,529$


INTERNAL SERVICES

Division Description The Internal Services Division provides support services to “internal” County customers through the County garage, motor pool, canteen, centralized mail, and copy services. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$1,650 is Added for Utility Costs – Based on actual expenses for FY 15 and anticipated increases for FY 16, $1,650 in additional funding is necessary to cover basic electric, heating, and water and sewer costs for the County garage.

$66,000 is Added to Restore the County’s Vehicle Replacement Budget to $127,970 – In FY 2010, the County reduced the vehicle replacement base budget to address budget shortfalls. The current base budget of $61,970 provides only enough funding to replace two vehicles per year. The addition of $66,000 restores the base budget to the amount prior to the FY 2010 base budget reductions.

INTERNAL SERVICES

Department Description and Financial Data Central Telephone The Central Telephone Department provides the main phone lines into the County Government Center and the County Courthouse.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCentral Telephone 34,300$ 12,823$ -$ -$ -$ -$ -$

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


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCopier Services 3,000$ 698$ 1,500$ 1,500$ -$ 1,500$ -$

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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTGarage Operations 196,353$ 194,069$ 170,297$ 170,176$ 1,650$ 171,826$ 1,529$


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


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTMail Services 15,224$ 8,236$ 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTMotor Pool 317,145$ 273,766$ 67,770$ 67,770$ 66,000$ 133,770$ 66,000$

COMMONWEALTH ATTORNEY

Citizens

Commonwealth Attorney

Commonwealth Attorney - Prosecution

Commonwealth Attorney - Collections


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCommonwealth Attorney-Prosecution 1,079,178$ 990,171$ 1,012,458$ 1,002,550$ 9,582$ 1,012,132$ (326)$ Commonwealth Attorney-Collections 25,031$ 100$ 5,786$ 5,786$ -$ 5,786$ -$ TOTAL EXPENDITURES 1,104,209$ 990,271$ 1,018,244$ 1,008,336$ 9,582$ 1,017,918$ (326)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 975,210$ 959,497$ 1,000,454$ 990,546$ -$ 990,546$ (9,908)$ Operations & Maintenance 73,999$ 30,774$ 17,790$ 17,790$ 9,582$ 27,372$ 9,582$ Capital Outlay 55,000$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 1,104,209$ 990,271$ 1,018,244$ 1,008,336$ 9,582$ 1,017,918$ (326)$

REVENUE BY CLASSIFICATIONLocal Court Fees 101,000$ 121,027$ 101,000$ 101,000$ -$ 101,000$ -$ State/Federal Confiscations 35,341$ 35,421$ -$ -$ -$ -$ -$ State Shared Expenses 628,959$ 624,050$ 629,956$ 655,654$ 10,935$ 666,589$ 36,633$ State Commonwealth Attorney Fees 2,600$ 7,240$ 2,600$ 2,600$ -$ 2,600$ -$ TOTAL DESIGNATED REVENUE 767,900$ 787,737$ 733,556$ 759,254$ 10,935$ 770,189$ 36,633$


TOTAL REVENUES 1,104,209$ 990,271$ 1,018,244$ 1,008,336$ 9,582$ 1,017,918$ (326)$



Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Compensation Board Revenue Adjustments – A total of $25,698 is added to the

Commonwealth Attorney’s base compensation board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board in the recommended budget and reconciled by the County for FY 15 and FY 16. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


$10,935 is Added to the Commonwealth Attorney’s Compensation Board Revenue Budget – These funds account for a 2% across the board salary increase contained in the state’s budget for locally supported positions starting September 1, 2015. Since the County’s starting salary is significantly higher than new compensation board starting positions, these additional funds provide additional revenue for the County. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.

$9,582 is Added for Maintenance Service Contracts for the Commonwealth Attorney – A total

of $9,582 is added to cover the maintenance fee for the Commonwealth Attorney’s new criminal case management system.


Department Description and Financial Data Commonwealth Attorney - Prosecution The Commonwealth 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 (2) Circuit Courts, two (2) General District Courts, and the Juvenile and Domestic Relations Court. Court is held four (4) to five (5) times per week in District Court, three (3) times per week in Circuit Court and two (2) to three (3) times per week in Juvenile and Domestic Relations Court.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCommonwealth Attorney-Prosecution 1,079,178$ 990,171$ 1,012,458$ 1,002,550$ 9,582$ 1,012,132$ (326)$


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 Court. 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCommonwealth Attorney-Collections 25,031$ 100$ 5,786$ 5,786$ -$ 5,786$ -$

CIRCUIT COURT

Citizens

General Assembly

Circuit Court

Circuit Court

Juries

CIRCUIT COURT

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCircuit Court 151,553$ 144,615$ 148,016$ 147,919$ -$ 147,919$ (97)$ Juries 24,750$ 11,384$ 24,400$ 24,400$ -$ 24,400$ -$ TOTAL EXPENDITURES 176,303$ 155,999$ 172,416$ 172,319$ -$ 172,319$ (97)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 134,402$ 136,416$ 137,116$ 137,019$ -$ 137,019$ (97)$ Operations & Maintenance 36,653$ 17,489$ 35,300$ 35,300$ -$ 35,300$ -$ Capital Outlay 5,248$ 2,094$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 176,303$ 155,999$ 172,416$ 172,319$ -$ 172,319$ (97)$

REVENUE BY CLASSIFICATIONLocal Judge's Secretary Salary 7,500$ 7,500$ 7,500$ 7,500$ -$ 7,500$ -$ Recovered Costs -$ -$ -$ -$ -$ -$ -$ Jury Reimbursement -$ 5,181$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE 7,500$ 12,681$ 7,500$ 7,500$ -$ 7,500$ -$


TOTAL REVENUES 176,303$ 155,999$ 172,416$ 172,319$ -$ 172,319$ (97)$


CIRCUIT COURT

Division Description Circuit Court is the principal trial court of the state and have both original and appellate jurisdiction. Montgomery County has three circuit court judges and provides funding for two legal assistants. Montgomery County provides office furnishings and general operating expenses for the three judges. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



No Addenda Added

CIRCUIT COURT

Department Description and Financial Data Circuit Court Circuit Court is the principal trial court of the state and have both original and appellate jurisdiction.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCircuit Court 151,553$ 144,615$ 148,016$ 147,919$ -$ 147,919$ (97)$


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


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTJuries 24,750$ 11,384$ 24,400$ 24,400$ -$ 24,400$ -$

GENERAL DISTRICT COURT

Citizens

General Assembly

General District Court


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTGeneral District Court 22,461$ 18,988$ 21,711$ 21,711$ -$ 21,711$ -$ TOTAL EXPENDITURES 22,461$ 18,988$ 21,711$ 21,711$ -$ 21,711$ -$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Operations & Maintenance 21,961$ 18,493$ 21,711$ 21,711$ -$ 21,711$ -$ Capital Outlay 500$ 495$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 22,461$ 18,988$ 21,711$ 21,711$ -$ 21,711$ -$

REVENUE BY CLASSIFICATIONLocal Courthouse Maintenance Fees -$ -$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE -$ -$ -$ -$ -$ -$ -$


TOTAL REVENUES 22,461$ 18,988$ 21,711$ 21,711$ -$ 21,711$ -$



Division Description 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 ten deputy clerks. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

No Notable Base Budget Adjustments


No Addenda Added


Department Description and Financial Data 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 original jurisdiction over any claim not exceeding $4,500, excluding interest and attorney’s fees. The General District Court has concurrent jurisdiction with the circuit court over any claim in excess of $4,500 and up to and including $25,000 excluding interest and attorney’s fees claimed. However, claims, counter-claims, and cross-claims filed in actions for unlawful detainer are not subject to the maximum jurisdictional limit $25,000 applicable in general district court regardless of the purpose for which the occupant is using the premises; Commercial and residential. Court is held four days a week. Yearly average caseload is 40,000.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTGeneral District Court 22,461$ 18,988$ 21,711$ 21,711$ -$ 21,711$ -$

JUVENILE AND DOMESTIC RELATIONS COURT

Citizens

General Assembly

Juvenile and Domestic Relations

Court

Juvenile and Domestic Relations

Court

Court Services


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTJuvenile and Domestic Relations Court 14,024$ 8,139$ 14,024$ 14,024$ -$ 14,024$ -$ Court Services 6,500$ 1,910$ 6,500$ 6,500$ -$ 6,500$ -$ TOTAL EXPENDITURES 20,524$ 10,049$ 20,524$ 20,524$ -$ 20,524$ -$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Operations & Maintenance 20,524$ 10,049$ 20,524$ 20,524$ -$ 20,524$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 20,524$ 10,049$ 20,524$ 20,524$ -$ 20,524$ -$

REVENUE BY CLASSIFICATIONLocal Recovered Costs -$ -$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE -$ -$ -$ -$ -$ -$ -$


TOTAL REVENUES 20,524$ 10,049$ 20,524$ 20,524$ -$ 20,524$ -$



Division Description Juvenile and Domestic Relations District Court provides probation, counseling and rehabilitation services to children and their families. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

No Notable Base Budget Adjustments Addenda and Reduction Discussion Addenda consist of dollars over and above the base budget target for operating and capital. Recommended 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


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTJuvenile and Domestic Relations Court 14,024$ 8,139$ 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCourt Services 6,500$ 1,910$ 6,500$ 6,500$ -$ 6,500$ -$

MAGISTRATE

Citizens

General Assembly

Courts

Magistrate

MAGISTRATE

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTMagistrate 5,000$ 4,810$ 5,000$ 5,000$ -$ 5,000$ -$ TOTAL EXPENDITURES 5,000$ 4,810$ 5,000$ 5,000$ -$ 5,000$ -$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Operations & Maintenance 5,000$ 3,512$ 4,700$ 4,700$ -$ 4,700$ -$ Capital Outlay -$ 1,298$ 300$ 300$ -$ 300$ -$ TOTAL EXPENDITURES 5,000$ 4,810$ 5,000$ 5,000$ -$ 5,000$ -$



TOTAL REVENUES 5,000$ 4,810$ 5,000$ 5,000$ -$ 5,000$ -$


MAGISTRATE

Division Description The Magistrate’s Office provides judicial services and performs statutory responsibilities for Montgomery County by conducting probable cause hearings to determine the issuance of arrest warrants, search warrants, civil warrants, temporary detention orders, emergency protective orders and pre-trail seizures. In addition the office is responsible for conducting bail hearings to determine release or commitment to jail, processing bonds, 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, seven days a week. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


No Addenda Added

MAGISTRATE

Department Description and Financial Data Magistrate The Magistrate’s Office provides judicial services for Region 1 of the Commonwealth.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTMagistrate 5,000$ 4,810$ 5,000$ 5,000$ -$ 5,000$ -$

CLERK OF THE CIRCUIT COURT

Citizens

Clerk of the Circuit Court


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTClerk of the Circuit Court 723,316$ 716,713$ 689,130$ 688,748$ -$ 688,748$ (382)$ TOTAL EXPENDITURES 723,316$ 716,713$ 689,130$ 688,748$ -$ 688,748$ (382)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 644,428$ 641,991$ 652,200$ 651,818$ -$ 651,818$ (382)$ Operations & Maintenance 32,737$ 34,505$ 36,930$ 36,930$ -$ 36,930$ -$ Capital Outlay 46,151$ 40,216$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 723,316$ 716,713$ 689,130$ 688,748$ -$ 688,748$ (382)$

REVENUE BY CLASSIFICATIONLocal Fees 75,000$ 46,949$ 75,000$ 75,000$ -$ 75,000$ -$ Recovered Costs -$ 3,337$ -$ -$ -$ -$ -$ State Shared Expenses 388,493$ 385,009$ 389,447$ 388,317$ 6,551$ 394,868$ 5,421$ TOTAL DESIGNATED REVENUE 463,493$ 435,294$ 464,447$ 463,317$ 6,551$ 469,868$ 5,421$


TOTAL REVENUES 723,316$ 716,713$ 689,130$ 688,748$ -$ 688,748$ (382)$



Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Compensation Board Revenue Adjustments – A total of ($1,130) is reduced from the

Clerk’s base compensation board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board in the recommended budget and reconciled by the County for FY 15 and FY 16. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


$6,551 is Added to the Clerk’s Compensation Board Revenue Budget – These funds account for a 2% across the board salary increase contained in the state’s budget for locally supported positions starting September 1, 2015. Since the County’s starting salary is significantly higher than new compensation board starting positions, these additional funds provide additional revenue for the County. Each year, Compensation Board funding is


reconciled to the final County approved budget when final numbers are received from the state.


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTClerk of the Circuit Court 723,316$ 716,713$ 689,130$ 688,748$ -$ 688,748$ (382)$


SHERIFF – COMPENSATION BOARD

Citizens

Sheriff

Sheriff - Compensation Board

Civil and Court Security

Dispatching

Jail Block

Jail Operations

Field Operations


Dispatching

Jail Operations

Field Operations

Police Training Academy

Wireless 911

Western VA Regional Jail

Inmate Litter Pickup Program

Support Services

Criminal Investigations

Sheriff - County


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCivil and Court Security 798,736$ 791,058$ 791,181$ 789,925$ -$ 789,925$ (1,256)$ Dispatching 52,530$ 52,161$ 53,094$ 53,059$ -$ 53,059$ (35)$ Jail Block 319,663$ 312,655$ 293,257$ 293,257$ 21,823$ 315,080$ 21,823$ Jail Operations 1,696,775$ 1,650,221$ 1,731,933$ 1,728,971$ 3,063$ 1,732,034$ 101$ Field Operations 4,194,345$ 4,248,549$ 4,251,607$ 4,211,049$ -$ 4,211,049$ (40,558)$ TOTAL EXPENDITURES 7,062,049$ 7,054,644$ 7,121,072$ 7,076,261$ 24,886$ 7,101,147$ (19,925)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 6,683,744$ 6,630,163$ 6,782,906$ 6,738,095$ 3,063$ 6,741,158$ (41,748)$ Operations & Maintenance 346,555$ 416,134$ 338,166$ 338,166$ 21,823$ 359,989$ 21,823$ Capital Outlay 31,750$ 8,347$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 7,062,049$ 7,054,644$ 7,121,072$ 7,076,261$ 24,886$ 7,101,147$ (19,925)$

REVENUE BY CLASSIFICATIONLocal Recovered Costs 8,389$ 12,620$ -$ -$ -$ -$ -$ State Shared Expenses 3,878,753$ 3,859,243$ 3,888,111$ 3,895,644$ 84,232$ 3,979,876$ 91,765$ State Jail Block 139,074$ 173,836$ 139,074$ 139,074$ -$ 139,074$ -$ TOTAL DESIGNATED REVENUE 4,026,216$ 4,045,698$ 4,027,185$ 4,034,718$ 84,232$ 4,118,950$ 91,765$

TOTAL UNDESIGNATED REVENUE 3,035,833$ 3,008,946$ 3,093,887$ 3,041,543$ (59,346)$ 2,982,197$ (111,690)$

TOTAL REVENUES 7,062,049$ 7,054,644$ 7,121,072$ 7,076,261$ 24,886$ 7,101,147$ (19,925)$



Division Description 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, civil process service, corrections, and courthouse security; 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Compensation Board Revenue Adjustments – A total of $7,533 is added to the Sheriff’s base compensation board revenue budget. These funds account for the adjustment of revenues as reported by the State Compensation Board in the recommended budget and reconciled by the County for FY 15 and FY 16. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.


$19,862 is Added to the Sheriff’s Compensation Board Revenue Budget – These funds account for the adjustment of revenues as proposed in the Governor’s FY 16 budget. The Governor’s proposed budget includes $19,862 to increase entry level Sheriff positions at the compensation board. Since the County’s starting salary is significantly higher than new compensation board starting positions, these additional funds provide additional revenue for


the County. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.

$64,370 is Added to the Sheriff’s Compensation Board Revenue Budget – These funds account for a 2% across the board salary increase contained in the state’s budget for locally supported positions starting September 1, 2015. Since the County’s starting salary is significantly higher than new compensation board starting positions, these additional funds provide additional revenue for the County. Each year, Compensation Board funding is reconciled to the final County approved budget when final numbers are received from the state.

$3,823 is Added for Utility Costs – Based on actual expenses for FY 15 and anticipated increases for FY 16, $3,823 in additional funding is necessary to cover basic electric, heating, and water and sewer costs for the County jail.

$18,000 is Added for the Increased Cost of Medical Care for Inmates – Over the past several years, the cost of medical care for inmates at the County Jail has increased, as well as at the Western Virginia Regional Jail. Contributing to this increase is additional required medical screenings, and increase of pharmaceutical costs, and an increase in the inmate population with high acuity medical needs (HIV, dialysis, and cancer treatments).

$3,063 is Added for Health Benefits for Part-time Employees in the Sheriff’s Office – Additional funding is added to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.


Department Description and Financial Data Civil and Court Security Civil and Court Security responsibilities 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCivil and Court Security 798,736$ 791,058$ 791,181$ 789,925$ -$ 789,925$ (1,256)$


Dispatching The Dispatcher’s main function is communication. They are responsible for manning multiple telephone lines and radio traffic twenty-four hours a day for fire departments, rescue squads, animal control, and Sheriff’s Office. Dispatchers are the direct link between a citizen and the deputy in the field. Dispatch handles the communication of all 911 emergency calls.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTDispatching 52,530$ 52,161$ 53,094$ 53,059$ -$ 53,059$ (35)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTJail Block 319,663$ 312,655$ 293,257$ 293,257$ 21,823$ 315,080$ 21,823$



Jail Operations The function of this area is the care and security 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 and courts.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTJail Operations 1,696,775$ 1,650,221$ 1,731,933$ 1,728,971$ 3,063$ 1,732,034$ $101


Field Operations Field Operations responsibilities include patrolling the county of Montgomery for the purpose of protecting citizens and their property. The functions of this area include responding to citizen’s calls for service, crime prevention, state criminal and traffic law enforcement, County ordinance enforcement, life and property protection, peace preservation, and criminal apprehension.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTField Operations 4,194,345$ 4,248,549$ 4,251,607$ 4,211,049$ -$ 4,211,049$ (40,558)$


SHERIFF - COUNTY

Citizens

Sheriff

Sheriff - Compensation Board Sheriff - County


Dispatching

Jail Operations

Field Operations

Police Training Academy

Wireless 911 Civil and Court Security

Dispatching

Jail Block

Jail Operations

Field Operations Western VA Regional Jail

Inmate Litter Pickup Program

Support Services

Criminal Investigations

SHERIFF - COUNTY

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCivil and Court Security 513,893$ 513,887$ 493,574$ 490,624$ 3,063$ 493,687$ 113$ Dispatching 403,880$ 403,865$ 431,271$ 431,799$ -$ 431,799$ 528$ Jail Operations 274,153$ 265,573$ 335,960$ 335,807$ -$ 335,807$ (153)$ Field Operations 1,236,884$ 1,231,823$ 986,147$ 983,824$ 5,063$ 988,887$ 2,740$ Police Training 141,221$ 68,742$ 66,400$ 66,400$ -$ 66,400$ -$ Wireless 911 45,370$ 45,954$ 47,187$ 47,156$ -$ 47,156$ (31)$ Support Services 15,270$ 15,206$ 18,000$ 18,000$ 20,000$ 38,000$ 20,000$ Criminal Investigations 121,664$ 72,972$ 23,200$ 23,200$ -$ 23,200$ -$ Inmate Litter Pickup 20,992$ 20,247$ 20,992$ 20,992$ 75,000$ 95,992$ 75,000$ Contracted Overtime -$ -$ -$ -$ 100,000$ 100,000$ 100,000$ Western VA Regional Jail 4,272,805$ 4,253,801$ 4,287,882$ 4,287,882$ -$ 4,287,882$ -$ TOTAL EXPENDITURES 7,046,132$ 6,892,071$ 6,710,613$ 6,705,684$ 203,126$ 6,908,810$ 198,197$

EXPENDITURES BY CLASSIFICATIONPersonal Services 1,677,324$ 1,680,247$ 1,580,862$ 1,575,933$ 181,126$ 1,757,059$ 176,197$ Operations & Maintenance 3,775,374$ 3,702,128$ 3,624,499$ 3,666,063$ 22,000$ 3,688,063$ 63,564$ Capital Outlay 1,593,434$ 1,509,696$ 1,505,252$ 1,463,688$ -$ 1,463,688$ (41,564)$ TOTAL EXPENDITURES 7,046,132$ 6,892,071$ 6,710,613$ 6,705,684$ 203,126$ 6,908,810$ 198,197$

REVENUE BY CLASSIFICATIONLocal E 911 Tax -$ -$ -$ -$ -$ -$ -$ Interest 140$ 108$ 140$ 140$ -$ 140$ -$ Local Fees 4,137$ 4,137$ 4,137$ 4,137$ -$ 4,137$ -$ Courthouse Security Fees 187,810$ 174,688$ 187,810$ 187,810$ -$ 187,810$ -$ Jail Non Com. 50$ -$ 50$ 50$ -$ 50$ -$ State Confiscations 12,457$ 12,515$ -$ -$ -$ -$ -$ Federal Confiscations 2,162$ 2,162$ -$ -$ -$ -$ -$ Local Recovered Costs 101,235$ 100,573$ 1,000$ 1,000$ 102,000$ 103,000$ 102,000$ Local Jail Fees 9,000$ 9,080$ 9,000$ 9,000$ -$ 9,000$ -$ Local DNA Fees 500$ 657$ 500$ 500$ -$ 500$ -$ Local Inmate Phone Fees 25,000$ 16,724$ 25,000$ 25,000$ -$ 25,000$ -$ Local Inmate Medical Fees 800$ 940$ 800$ 800$ -$ 800$ -$ Local Prisoner/Boarding 800$ 800$ 800$ 800$ -$ 800$ -$ Local Fingerprinting 800$ 1,094$ 800$ 800$ -$ 800$ -$ HEM Shared Expenses -$ -$ -$ -$ -$ -$ -$ HEM Drug Testing 10,000$ 6,520$ 10,000$ 10,000$ -$ 10,000$ -$ HEM Monitoring 92,000$ 45,430$ 92,000$ 92,000$ -$ 92,000$ -$ HEM Connection 2,500$ 5,403$ 2,500$ 2,500$ -$ 2,500$ -$ State Wireless 911 40,211$ 42,103$ 40,211$ 40,211$ -$ 40,211$ -$ TOTAL DESIGNATED REVENUE 489,602$ 422,933$ 374,748$ 374,748$ 102,000$ 476,748$ 102,000$


TOTAL REVENUES 7,046,132$ 6,892,071$ 6,710,613$ 6,705,684$ 203,126$ 6,908,810$ 198,197$


SHERIFF - COUNTY

Division Description 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, civil process service, corrections, and courthouse security; 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 accounts for expenditures funded solely by the County. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$75,000 is Added to the Sheriff’s Overtime Budget – Funding is added to compensate employees with paid overtime in lieu of compensatory time and to reduce accrued compensatory balances. Over the years, deputies in the Sheriff’s Office have accumulated a significant amount of compensatory time due to working overtime. Due to workload demands, these same employees are unable to take off enough time to be compensated for the amount of actual overtime being worked. To address this problem, additional funding is being added to the Sherriff’s budget to reduce accrued balances and begin to pay overtime to employees in lieu of accruing compensatory time.

$20,000 is Added to the Sheriff’s Uniform Replacement Budget – Funding is added to cover the actual cost of uniform replacements. The Sheriff’s Office is spending $44,000 annually on uniform replacements with a base budget of $24,000. In past years, the Sheriff has been using vacancy savings to cover the $20,000 difference. This addendum corrects the base budget to reflect actual spending on uniform replacements.

SHERIFF - COUNTY

$100,000 is Added to the Sheriff’s Budget to Cover the Cost of Annual Recovered Costs – Each year the Sheriff’s Office receives approximately $100,000 in recovered cost revenues for security services provided for various functions throughout the County. These services are paid for by outside entities, such as Virginia Tech, the National Forest Services, the US Marshal’s Service, etc. This expenditure increase is supported by a like amount of revenue.

$2,000 is Added to the Sheriff’s Office for Project Life Saver – Each year the Sheriff’s Office receives approximately $2,000 in Project Life Saver funds. Project Lifesaver is a program available to Montgomery County citizens for persons who are receiving in-home care. It is designed as a rapid response search and rescue service, using state-of-the-art technologies and strategies, to prevent or reduce the potential of harm to individuals suffering from Alzheimer's, Down Syndrome, autism, traumatic brain injuries or mental dysfunctions and others who may tend to wander away from their residences and become confused or lost. This expenditure increase is supported by a like amount of revenue.

$6,126 is Added for Health Benefits for Part-time Employees in the Sheriff’s Office – Additional funding is added to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.

SHERIFF - COUNTY

Department Description and Financial Data Civil and Court Security Civil and Court Security responsibilities 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCivil and Court Security 513,893$ 513,887$ 493,574$ 490,624$ 3,063$ 493,687$ 113$

Authorized Personnel (FTEs) 9.5 9.5 9.5 9 0 9

Dispatching The Dispatcher’s main function is communication. They are responsible for manning multiple telephone lines and radio traffic twenty-four hours a day for fire departments, rescue squads, animal control, and Sheriff’s Office. Dispatchers are the direct link between a citizen and the deputy in the field. Dispatch handles the communication of all 911 emergency calls.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTDispatching 403,880$ 403,865$ 431,271$ 431,799$ -$ 431,799$ 528$


Jail Operations The function of this area is the care and security 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 and courts.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTJail Operations 274,153$ 265,573$ 335,960$ 335,807$ -$ 335,807$ (153)$


SHERIFF - COUNTY

Field Operations Field Operations responsibility includes patrolling the county of Montgomery for the purpose of protecting citizens and their property. The functions of this area include responding to citizen’s calls for service, crime prevention, state criminal and traffic law enforcement, County ordinance enforcement, life and property protection, peace preservation, and criminal apprehension.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTField Operations 1,236,884$ 1,231,823$ 986,147$ 983,824$ 5,063$ 988,887$ 2,740$

Authorized Personnel (FTEs) 7 7 7 7.5 0 7.5

Police Training Academy The Montgomery County Sheriff’s Office is a member of the NRCJTA (New River Criminal Justice Training 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPolice Training 141,221$ 68,742$ 66,400$ 66,400$ -$ 66,400$ -$

Wireless 911 The state mandates that localities provide Wireless 911 services, and 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTWireless 911 45,370$ 45,954$ 47,187$ 47,156$ -$ 47,156$ (31)$


SHERIFF - COUNTY

Support Services Support Services provides administrative and operational support services to all other departments within the Sheriff’s Office. Responsibilities include grants, Accreditation, public presentations/community events, D.A.R.E., school resource officers, training, policy/procedure, media relations, public information, uniform/equipment acquisition, website management, planning, Citizen’s Police Academy, and the Project Lifesaver program.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSupport Services 15,270$ 15,206$ 18,000$ 18,000$ 20,000$ 38,000$ 20,000$


Criminal Investigations Criminal Investigations investigate complex cases involving traditional and non-traditional criminal conduct, including but not limited to organized crime, misuse of public funds, fraud, and consumer fraud, crimes against persons to include murder, rape, robbery, crimes against property, narcotics, and other crimes.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCriminal Investigations 121,664$ 72,972$ 23,200$ 23,200$ -$ 23,200$ -$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTInmate Litter Pickup 20,992$ 20,247$ 20,992$ 20,992$ 75,000$ 95,992$ 75,000$


Contracted Overtime These services are paid for by outside entities, such as Virginia Tech, the National Forest Services, the US Marshal’s Service, etc. This expenditure increase is supported by a like amount of revenue.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTContracted Overtime -$ -$ -$ -$ 100,000$ 100,000$ 100,000$


SHERIFF - COUNTY

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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTWestern VA Regional Jail 4,272,805$ 4,253,801$ 4,287,882$ 4,287,882$ -$ 4,287,882$ -$


FIRE AND RESCUE

Citizens


Fire Departments

Rescue Squads

Blacksburg Rescue Squad

Christiansburg Rescue Squad

Riner 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

Long Shop McCoy Rescue Squad

FIRE AND RESCUE

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRetirement; Insurance; & Incentives 521,569$ 455,705$ 439,962$ 439,962$ 11,070$ 451,032$ 11,070$ Blacksburg Fire Department 98,342$ 84,342$ 84,342$ 94,342$ -$ 94,342$ 10,000$ Christiansburg Fire Department 140,270$ 100,270$ 100,270$ 120,270$ -$ 120,270$ 20,000$ Elliston Fire Department 108,100$ 108,100$ 108,100$ 95,100$ -$ 95,100$ (13,000)$ Long Shop McCoy Fire Department 80,740$ 80,740$ 80,740$ 89,540$ -$ 89,540$ 8,800$ Riner Fire Department 71,173$ 71,173$ 82,173$ 89,673$ -$ 89,673$ 7,500$ Blacksburg Rescue Squad 89,944$ 89,977$ 115,966$ 131,796$ -$ 131,796$ 15,830$ Christiansburg Rescue Squad 117,000$ 117,000$ 99,000$ 99,000$ -$ 99,000$ -$ Long Shop McCoy Rescue Squad 40,060$ 39,753$ 57,060$ 44,910$ -$ 44,910$ (12,150)$ Riner Rescue Squad 72,631$ 72,631$ 76,215$ 61,215$ -$ 61,215$ (15,000)$ Shawsville Rescue Squad 81,500$ 71,500$ 92,583$ 96,583$ -$ 96,583$ 4,000$ Fuel Contingency -$ -$ -$ -$ -$ -$ -$ Funds to be Distributed by F&R Comm -$ -$ 25,980$ -$ -$ -$ (25,980)$ TOTAL EXPENDITURES 1,421,329$ 1,291,190$ 1,362,391$ 1,362,391$ 11,070$ 1,373,461$ 11,070$

EXPENDITURES BY CLASSIFICATIONRetirement and Insurance 521,569$ 455,705$ 439,962$ 439,962$ 11,070$ 451,032$ 11,070$ Fire Departments 498,625$ 444,625$ 455,625$ 488,925$ -$ 488,925$ 33,300$ Rescue Squads 401,135$ 390,861$ 440,824$ 433,504$ -$ 433,504$ (7,320)$ Funds to be Distributed by F&R Comm -$ -$ 25,980$ -$ -$ -$ (25,980)$ TOTAL EXPENDITURES 1,421,329$ 1,291,190$ 1,362,391$ 1,362,391$ 11,070$ 1,373,461$ 11,070$



TOTAL REVENUES 1,421,329$ 1,291,190$ 1,362,391$ 1,362,391$ 11,070$ 1,373,461$ 11,070$

FIRE AND RESCUE

Division Description This Division displays the County funding provided for the five volunteer fire departments and the five 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

$922,429 is Included for Fire and Rescue Operations – As part of this year’s base budget process, the Fire and Rescue Commission distributed $115,002 in base funding to cover fire and rescue recurring and one-time budget requests for FY 16. The chart below shows the distribution as recommended by the Fire and Rescue Commission.

FY 16 Base FY 16 FY 16 FY 16Base Recurring New Recurring One-time Total

Fire Departments Budget Addition Budget Addition BudgetBlacksburg FD $84,342 $0 $84,342 $10,000 $94,342Christiansburg FD $100,270 $15,000 $115,270 $5,000 $120,270Elliston FD $90,100 $0 $90,100 $5,000 $95,100Long Shop/McCoy FD $80,740 $8,800 $89,540 $0 $89,540Riner FD $82,173 $0 $82,173 $7,500 $89,673

Subtotal for FD $437,625 $23,800 $461,425 $27,500 $488,925

Rescue SquadsBlacksburg RS $89,944 $12,500 $102,444 $29,352 $131,796Christiansburg RS $99,000 $0 $99,000 $0 $99,000Long Shop/McCoy RS $37,060 $3,850 $40,910 $4,000 $44,910Riner RS $61,215 $0 $61,215 $0 $61,215Shawsville RS $82,583 $4,000 $86,583 $10,000 $96,583

Subtotal for RS $369,802 $20,350 $390,152 $43,352 $433,504

Distribution by Fire & Rescue Commission $115,002 $0 $0 $0 $0Subtotal Undistributed $115,002 $0 $0 $0 $0

Total - Operating Budgets $922,429 $44,150 $851,577 $70,852 $922,429

FIRE AND RESCUE


$11,070 is Added for Fire and Rescue Insurance and Incentives – $11,070 is added to fire

and rescue due to an increase in workers’ compensation premiums based on increased claims ($1,420), adding the cost of electric services for power to Marshal Tower ($750), increases in motor vehicle insurance for a pickup, cache trailer and a command trailer ($1,500), and additional incentive funds for the number of gas cards ($1,100), to purchase service rings ($3,300), and to provide a yearly service award dinner recognizing volunteers with 50 plus years of service ($3,000).

FIRE AND RESCUE

Department Description and Financial Data Retirement; Insurance; and Incentives


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRetirement; Insurance; & Incentives 521,569$ 455,705$ 439,962$ 439,962$ 11,070$ 451,032$ 11,070$

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


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTBlacksburg Fire Department 98,342$ 84,342$ 84,342$ 94,342$ -$ 94,342$ 10,000$

Christiansburg Fire Department


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTChristiansburg Fire Department 140,270$ 100,270$ 100,270$ 120,270$ -$ 120,270$ 20,000$

Elliston Fire Department


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTElliston Fire Department 108,100$ 108,100$ 108,100$ 95,100$ -$ 95,100$ (13,000)$

FIRE AND RESCUE

Long Shop McCoy Fire Department


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLong Shop McCoy Fire Department 80,740$ 80,740$ 80,740$ 89,540$ -$ 89,540$ 8,800$

Riner Fire Department


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRiner Fire Department 71,173$ 71,173$ 82,173$ 89,673$ -$ 89,673$ 7,500$

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


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTBlacksburg Rescue Squad 89,944$ 89,977$ 115,966$ 131,796$ -$ 131,796$ 15,830$

Christiansburg Rescue Squad


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTChristiansburg Rescue Squad 117,000$ 117,000$ 99,000$ 99,000$ -$ 99,000$ -$

FIRE AND RESCUE

Long Shop McCoy Rescue Squad


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLong Shop McCoy Rescue Squad 40,060$ 39,753$ 57,060$ 44,910$ -$ 44,910$ (12,150)$

Riner Rescue Squad


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRiner Rescue Squad 72,631$ 72,631$ 76,215$ 61,215$ -$ 61,215$ (15,000)$

Shawsville Rescue Squad


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTShawsville Rescue Squad 81,500$ 71,500$ 92,583$ 96,583$ -$ 96,583$ 4,000$

Fuel Contingency


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTFuel Contingency -$ -$ -$ -$ -$ -$ -$

Funds to be Distributed by Fire & Rescue Commission


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTFunds to be Distributed by F&R Comm -$ -$ 25,980$ -$ -$ -$ (25,980)$

GENERAL SERVICES

Citizens



General Services

Administration

Friends of Animal Care & Control

Buildings and Grounds

Centralized Maintenance

Housekeeping

Litter Control

Solid Waste Collections

Lawns & Landscaping

Animal Control

GENERAL SERVICES

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAdministration 228,260$ 211,448$ 200,762$ 209,662$ -$ 209,662$ 8,900$ Animal Control 221,220$ 213,674$ 223,176$ 219,317$ -$ 219,317$ (3,859)$ Buildings and Grounds 1,706,710$ 1,605,216$ 1,621,114$ 1,616,699$ 122,091$ 1,738,790$ 117,676$ Centralized Maintenance 86,801$ 33,070$ 84,281$ 84,281$ -$ 84,281$ -$ Friends of Animal Care and Control 22,000$ 20,750$ 32,050$ 32,050$ -$ 32,050$ -$ Housekeeping 408,794$ 399,313$ 414,890$ 414,409$ -$ 414,409$ (481)$ Lawns and Landscaping 171,616$ 146,391$ 172,473$ 171,528$ -$ 171,528$ (945)$ Litter Control 90,613$ 86,308$ 92,019$ 91,969$ -$ 91,969$ (50)$ Solid Waste Collections 1,789,723$ 1,573,049$ 1,800,382$ 1,781,568$ 3,748$ 1,785,316$ (15,066)$ TOTAL EXPENDITURES 4,725,737$ 4,289,219$ 4,641,147$ 4,621,483$ 125,839$ 4,747,322$ 106,175$

EXPENDITURES BY CLASSIFICATIONPersonal Services 2,133,266$ 2,055,601$ 2,142,135$ 2,122,471$ (12,152)$ 2,110,319$ (31,816)$ Operations & Maintenance 2,384,575$ 2,104,768$ 2,411,231$ 2,412,731$ 129,991$ 2,542,722$ 131,491$ Capital Outlay 207,897$ 128,850$ 87,781$ 86,281$ 8,000$ 94,281$ 6,500$ TOTAL EXPENDITURES 4,725,737$ 4,289,219$ 4,641,147$ 4,621,483$ 125,839$ 4,747,322$ 106,175$

REVENUE BY CLASSIFICATIONLocal Animal Licenses 17,700$ 26,966$ 13,950$ 13,950$ -$ 13,950$ -$ Dog & Cat Sterilization -$ 12,159$ 10,320$ 10,320$ -$ 10,320$ -$ Local Recovered Costs 88,000$ 1,937$ 130,000$ 130,000$ 38,000$ 168,000$ 38,000$ Local Courthouse Maintenance 40,000$ 45,130$ 40,000$ 40,000$ -$ 40,000$ -$ Local Health/HS Utilities 56,000$ 54,793$ 50,000$ 50,000$ 31,330$ 81,330$ 31,330$ Local Health/HS Maintenance 16,800$ 18,900$ 11,665$ 11,665$ -$ 11,665$ -$ Local Cons Utility Tax -$ -$ -$ -$ -$ -$ -$ Local Waste Collection 40,700$ 6,154$ 40,700$ 40,700$ -$ 40,700$ -$ State Litter Control Grant 16,450$ 27,709$ 16,450$ 16,450$ -$ 16,450$ -$ Jail Block Revenue 21,500$ -$ 21,500$ 21,500$ -$ 21,500$ -$ Local Auto Graveyard 4,500$ 3,600$ 4,500$ 4,500$ -$ 4,500$ -$ TOTAL DESIGNATED REVENUE 301,650$ 197,348$ 339,085$ 339,085$ 69,330$ 408,415$ 69,330$


TOTAL REVENUES 4,725,737$ 4,289,219$ 4,641,147$ 4,621,483$ 125,839$ 4,747,322$ 106,175$


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, Lawns and Landscaping, and Internal Services departments. The division is also responsible for the departmental operations of Animal Control and Solid Waste Collection. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$103,091 is Added for Utility Costs – Based on actual expenses for FY 15 and anticipated increases for FY 16, $103,091 in additional funding is necessary to cover basic electric, heating, and water and sewer costs that are paid for by the General Services Department. $15,000 is also added to the General Services recovered cost revenue budget for revenues that will be received from the schools for utility services provided to building C that house the schools’ administrative offices. An additional $31,330 in recovered costs are also added to General Services for the utility fees paid by the Department of Social Services and the Health Department for their occupancy of the County’s Health and Human Service Building.

$23,000 is Added to the General Services’ Recovered Cost Revenue for Costs Associated with the New River Valley Emergency Communications Regional Authority Occupying the Public Safety Building – The New River Valley Emergency Communications Regional Authority will begin occupying the new Public Safety building in FY 16. At that time, the authority will begin paying for the cost of occupying the facility. $23,000 is added to the General Services’ revenue budget for these costs.

GENERAL SERVICES

$8,000 is Added for Maintenance Costs Associated with the School Board Offices and the Government Center – Additional funding is added to cover the cost of maintenance and repair services of the School Board Offices and the Government Center.

$8,000 is Added for the One-time Cost of an Elevator Lift – Additional funding is added to the

General Services Department to cover the one-time cost of an elevator lift to help address maintenance issues, lights, infrastructure, and other areas of County buildings above 35 feet tall.

$3,000 is Added for the Cost of Maintenance at the Meadowbrook Library – Additional funding is added to the General Services Department to cover the increased cost of the maintenance service contract at the Meadowbrook Library.

$3,748 is Added for Health Benefits for Part-time Employees in the General Services Division – Additional funding is added to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.

GENERAL SERVICES

Department Description and Financial Data Administration This Department manages the administrative functions for the Division of General Services.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAdministration 228,260$ 211,448$ 200,762$ 209,662$ -$ 209,662$ 8,900$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAnimal Control 221,220$ 213,674$ 223,176$ 219,317$ -$ 219,317$ (3,859)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTBuildings and Grounds 1,706,710$ 1,605,216$ 1,621,114$ 1,616,699$ 122,091$ 1,738,790$ 117,676$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCentralized Maintenance 86,801$ 33,070$ 84,281$ 84,281$ -$ 84,281$ -$

Friends of Animal Care and Control This non-profit agency staffs the County’s animal control shelter for extended hours to provide additional opportunities for people to adopt animals from the shelter.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTFriends of Animal Care and Control 22,000$ 20,750$ 32,050$ 32,050$ -$ 32,050$ -$

Housekeeping This Department provides custodial services to ensure the cleanliness and safety of 11 County facilities or 289,000 square feet of space.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTHousekeeping 408,794$ 399,313$ 414,890$ 414,409$ -$ 414,409$ (481)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLawns and Landscaping 171,616$ 146,391$ 172,473$ 171,528$ -$ 171,528$ (945)$


GENERAL SERVICES

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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLitter Control 90,613$ 86,308$ 92,019$ 91,969$ -$ 91,969$ (50)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSolid Waste Collections 1,789,723$ 1,573,049$ 1,800,382$ 1,781,568$ 3,748$ 1,785,316$ (15,066)$

Authorized Personnel (FTEs) 16.4 16.4 14.6 14.6 0.00 14.60

ENGINEERING AND REGULATORY COMPLIANCE

Citizens



Engineering & Regulatory Compliance

Inspections

Mid-County Landfill

Soil Erosion & Sediment Control

Stormwater Management

Thompson Landfill


Engineering & Regulatory Compliance


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTStormwater Management 152,955$ 22,902$ 113,021$ 107,954$ 3,600$ 111,554$ (1,467)$ Inspections 353,965$ 349,429$ 360,718$ 358,949$ -$ 358,949$ (1,769)$ Mid-County Landfill 169,347$ 73,540$ 128,200$ 128,200$ -$ 128,200$ -$ Soil Erosion and Sediment Control 5,000$ -$ 10,000$ 10,000$ -$ 10,000$ -$ Thompson Landfill 71,246$ 35,127$ 53,000$ 53,000$ -$ 53,000$ -$ TOTAL EXPENDITURES 752,513$ 480,999$ 664,939$ 658,103$ 3,600$ 661,703$ (3,236)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 350,335$ 305,651$ 428,006$ 421,170$ -$ 421,170$ (6,836)$ Operations & Maintenance 396,584$ 170,004$ 236,933$ 236,933$ 3,600$ 240,533$ 3,600$ Capital Outlay 5,594$ 5,344$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 752,513$ 480,999$ 664,939$ 658,103$ 3,600$ 661,703$ (3,236)$

REVENUE BY CLASSIFICATIONLocal Soil Erosion Fees 23,900$ 22,420$ 23,900$ 23,900$ -$ 23,900$ -$ Soil Erosion Fees -$ -$ -$ -$ 20,385$ 20,385$ 20,385$ Local Building Permits 92,500$ 83,537$ 81,000$ 81,000$ -$ 81,000$ -$ Local Occupancy Permits 500$ 300$ 750$ 750$ -$ 750$ -$ Local Electrical Permits 30,300$ 33,893$ 15,875$ 15,875$ -$ 15,875$ -$ Local Mechanical Permits 28,700$ 42,601$ 15,840$ 15,840$ -$ 15,840$ -$ Local Plumbing Permits 16,100$ 27,451$ 24,000$ 24,000$ -$ 24,000$ -$ Local Manufactured Housing Permits 12,600$ 9,334$ 5,950$ 5,950$ -$ 5,950$ -$ Local Re-inspect Fees 1,400$ 2,400$ 2,000$ 2,000$ -$ 2,000$ -$ TOTAL DESIGNATED REVENUE 206,000$ 221,936$ 169,315$ 169,315$ 20,385$ 189,700$ 20,385$


TOTAL REVENUES 752,513$ 480,999$ 664,939$ 658,103$ 3,600$ 661,703$ (3,236)$

Total Authorized Personnel (FTE) 6 6 6 6 - 6


Division Description The Division of Engineering and Regulatory Compliance is responsible for Engineering, Inspections, Landfill Management and Remediation, Erosion and Sediment Control, and Stormwater Management. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



$20,385 is Added to the Engineering & Regulatory Compliance Fee Revenue Budget – Based on estimated fee collections for FY 15 and FY 16, the Engineering and Regulatory Compliance revenue budget has been increased by $20,385. This increase includes $15,000 in new storm water management fees based on the County’s new storm water program.

$3,600 is Added for Operating Costs of the Stormwater Management Program – In FY 2015, the County established a new Stormwater Management Program to address state requirements for stormwater management. At that time, no funding was added to address the basic operating costs of the department. A total of $3,600 is added to address basic operating costs of the program, including vehicle insurance, vehicle maintenance, and other miscellaneous operating supplies.


Department Description and Financial Data Stormwater Management This program implements the County’s Stormwater Management ordinance and the Municipal Separate Storm Sewer System (MS4) permits ensuring regulation and permit compliance. This department also administers policies, procedures and respective fee schedules related to stormwater compliance. Reviews submitted plans and calculations for completeness and correctness, and prepares reports for the Virginia Department of Environmental Quality. Stormwater regulations are intended to protect water quality from pollutants that can accumulate when rain and snowmelt flow over impervious surfaces (streets, parking areas, buildings, etc.) and are unable to be absorbed naturally in the ground. The department also responds to citizen’s concerns about stormwater drainage issues.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTStormwater Management 152,955$ 22,902$ 113,021$ 107,954$ 3,600$ 111,554$ (1,467)$


Inspections This Department is responsible for the enforcement of the Uniform Statewide Building Code.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTInspections 353,965$ 349,429$ 360,718$ 358,949$ -$ 358,949$ (1,769)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTMid-County Landfill 169,347$ 73,540$ 128,200$ 128,200$ -$ 128,200$ -$


Soil Erosion and Sediment Control This program implements the County’s Erosion and Sediment Control Ordinance as mandated by the Commonwealth of Virginia.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSoil Erosion and Sediment Control 5,000$ -$ 10,000$ 10,000$ -$ 10,000$ -$


Thompson Landfill The Thompson Landfill is a closed landfill located in the Den Hill area of the County. The County currently several years into a post closure plan, which requires continued groundwater monitoring and mitigation.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTThompson Landfill 71,246$ 35,127$ 53,000$ 53,000$ -$ 53,000$ -$

COMPREHENSIVE SERVICES ACT

Citizens




Human Services

Comprehensive Services Act


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTComprehensive Services Act 1,651,969$ 821,419$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$ TOTAL EXPENDITURES 1,651,969$ 821,419$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Operations & Maintenance 4,200$ 966$ 4,200$ 4,200$ -$ 4,200$ -$ Public Assistance 1,647,769$ 820,453$ 1,647,769$ 1,647,769$ -$ 1,647,769$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 1,651,969$ 821,419$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$

REVENUE BY CLASSIFICATIONLocal Recovered Costs -$ 33,552$ -$ -$ -$ -$ -$ State CSA 1,162,784$ 569,498$ 1,162,784$ 1,162,784$ -$ 1,162,784$ -$ TOTAL DESIGNATED REVENUE 1,162,784$ 603,050$ 1,162,784$ 1,162,784$ -$ 1,162,784$ -$


TOTAL REVENUES 1,651,969$ 821,419$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$


Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


No Addenda Added


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTComprehensive Services Act 1,651,969$ 821,419$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$

HUMAN SERVICES

Citizens




Retired Senior Volunteer Program

Human Services

Alternative Community Programs

Human Services

HUMAN SERVICES

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAlternative Community Programs 84,631$ 55,979$ 84,631$ 84,655$ -$ 84,655$ 24$ Human Services 151,424$ 130,940$ 154,429$ 154,274$ -$ 154,274$ (155)$ Retired Senior Volunteer Program 176,704$ 163,482$ 159,411$ 159,332$ -$ 159,332$ (79)$ TOTAL EXPENDITURES 412,759$ 350,401$ 398,471$ 398,261$ -$ 398,261$ (210)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 350,888$ 323,151$ 356,396$ 356,186$ -$ 356,186$ (210)$ Operations & Maintenance 61,871$ 27,250$ 42,075$ 42,075$ -$ 42,075$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 412,759$ 350,401$ 398,471$ 398,261$ -$ 398,261$ (210)$

REVENUE BY CLASSIFICATIONLocal User Fees -$ 276$ -$ -$ -$ -$ -$ Donations 9,663$ 16,231$ -$ -$ -$ -$ -$ State CSA Administration 12,000$ 12,270$ 12,000$ 12,000$ -$ 12,000$ -$ State VJCCCA 55,978$ 55,978$ 55,978$ 55,978$ (6,586)$ 49,392$ (6,586)$ Federal RSVP 50,043$ 50,043$ 48,543$ 48,543$ -$ 48,543$ -$ TOTAL DESIGNATED REVENUE 127,684$ 134,798$ 116,521$ 116,521$ (6,586)$ 109,935$ (6,586)$


TOTAL REVENUES 412,759$ 350,401$ 398,471$ 398,261$ -$ 398,261$ (210)$


HUMAN SERVICES

Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



($6,051) is Reduced from the Human Services Virginia Juvenile Community Crime Control Act (VJCCCA) Grant Due to a Reduction in Floyd Funding – In previous years, Montgomery County and Floyd County combined funds and services as part of the administration of this grant. As part of this agreement, Montgomery served as the fiscal agent and received the Montgomery County and Floyd County portions of the funds. Beginning in FY15, Montgomery and Floyd Counties discontinued this arrangement. Therefore, Floyd’s portion of the grant ($6,051) is removed from the FY 16 grant revenue allocation.

($535) is Reduced from the Human Services Virginia Juvenile Community Crime Control Act (VJCCCA) Based the State’s Allocation to Montgomery County – This adjustment is made based on the state allocation for FY 15 and anticipated funding for FY 16.

HUMAN SERVICES

Department Description and Financial Data Alternative Community Programs Programs in this department include juvenile community service, home confinement, and home electronic monitoring for court-involved youth.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAlternative Community Programs 84,631$ 55,979$ 84,631$ 84,655$ -$ 84,655$ 24$

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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTHuman Services 151,424$ 130,940$ 154,429$ 154,274$ -$ 154,274$ (155)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRetired Senior Volunteer Program 176,704$ 163,482$ 159,411$ 159,332$ -$ 159,332$ (79)$


PUBLIC HEALTH DEPARTMENT

Citizens

Governor

Secretary of Health and Human Services

General Assembly

State Department of Health

Local Department of Health


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPublic Health 493,266$ 493,246$ 493,266$ 493,266$ -$ 493,266$ -$ TOTAL EXPENDITURES 493,266$ 493,246$ 493,266$ 493,266$ -$ 493,266$ -$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Direct Payment 493,266$ 493,246$ 493,266$ 493,266$ -$ 493,266$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 493,266$ 493,246$ 493,266$ 493,266$ -$ 493,266$ -$

REVENUE BY CLASSIFICATIONLocal Revenue Refunds -$ -$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE -$ -$ -$ -$ -$ -$ -$


TOTAL REVENUES 493,266$ 493,246$ 493,266$ 493,266$ -$ 493,266$ -$


Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


No Addenda Added


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPublic Health 493,266$ 493,246$ 493,266$ 493,266$ -$ 493,266$ -$

SOCIAL SERVICES

Citizens


Social Services Board

Social Services

SOCIAL SERVICES

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSocial Services 5,457,781$ 5,268,847$ 5,331,880$ 5,382,483$ -$ 5,382,483$ 50,603$ TOTAL EXPENDITURES 5,457,781$ 5,268,847$ 5,331,880$ 5,382,483$ -$ 5,382,483$ 50,603$

EXPENDITURES BY CLASSIFICATIONPersonal Services 3,520,748$ 3,426,858$ 3,497,687$ 3,508,059$ -$ 3,508,059$ 10,372$ Operations & Maintenance 332,940$ 321,678$ 280,240$ 332,240$ -$ 332,240$ 52,000$ Public Assistance 1,553,953$ 1,460,658$ 1,553,953$ 1,542,184$ -$ 1,542,184$ (11,769)$ Capital Outlay 50,140$ 59,654$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 5,457,781$ 5,268,847$ 5,331,880$ 5,382,483$ -$ 5,382,483$ 50,603$

REVENUE BY CLASSIFICATIONState/Federal Assistance 4,167,997$ 4,168,904$ 4,167,997$ 4,189,480$ -$ 4,189,480$ 21,483$ Federal Pass Through 169,998$ 150,605$ 169,998$ 198,107$ -$ 198,107$ 28,109$ Local Recovered Costs 70,000$ 136,443$ 70,000$ 70,000$ -$ 70,000$ -$ TOTAL DESIGNATED REVENUE 4,407,995$ 4,455,952$ 4,407,995$ 4,457,587$ -$ 4,457,587$ 49,592$

TOTAL UNDESIGNATED REVENUE 1,049,786$ 812,896$ 923,885$ 924,896$ -$ 924,896$ 1,011$

TOTAL REVENUES 5,457,781$ 5,268,847$ 5,331,880$ 5,382,483$ -$ 5,382,483$ 50,603$


SOCIAL SERVICES

Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal 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 15. 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 15 reconciled County Budget for this Division totaled $5,441,339; $4,457,587 in state and federal dollars and $983,752 in County dollars. Based on the reconciliation for FY 15, a total of $49,592 is added to the base revenue budget for FY 14 and $40,231 is added to base expenditures.

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

FY 05CountyFunding

Before PayPlan

FY 06CountyFundingActual









FY 15Budget

FY 16Budget

County Funding for Social Services (Before and After Pay Plan Addition)

SOCIAL SERVICES



No Addenda Added

SOCIAL SERVICES

Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSocial Services 5,457,781$ 5,268,847$ 5,331,880$ 5,382,483$ -$ 5,382,483$ 50,603$


PARKS AND RECREATION

Citizens




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


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAdministration 610,362$ 599,142$ 627,352$ 682,307$ -$ 682,307$ 54,955$ Aquatics 77,100$ 68,393$ 77,749$ 77,749$ -$ 77,749$ -$ Athletics 168,424$ 132,335$ 159,250$ 159,250$ -$ 159,250$ -$ Community Recreation Programs 12,256$ 1,206$ 21,263$ 21,263$ -$ 21,263$ -$ Outdoor Recreation 21,808$ 11,957$ 21,822$ 21,822$ -$ 21,822$ -$ Parks and Playgrounds 32,280$ 31,741$ 26,350$ 26,350$ -$ 26,350$ -$ Senior Tours 14,226$ 15,101$ 13,227$ 13,227$ -$ 13,227$ -$ Senior Recreation Program 5,815$ 3,460$ 3,816$ 3,816$ -$ 3,816$ -$ Special Programs 28,677$ 8,774$ 19,975$ 19,975$ -$ 19,975$ -$ Summer Programs 20,806$ 16,395$ 14,264$ 14,264$ -$ 14,264$ -$ TOTAL EXPENDITURES 991,754$ 888,503$ 985,068$ 1,040,023$ -$ 1,040,023$ 54,955$

EXPENDITURES BY CLASSIFICATIONPersonal Services 652,687$ 636,531$ 665,482$ 720,437$ -$ 720,437$ 54,955$ Operations & Maintenance 289,868$ 206,228$ 272,317$ 282,486$ -$ 282,486$ 10,169$ Capital Outlay 49,199$ 45,745$ 47,269$ 37,100$ -$ 37,100$ (10,169)$ TOTAL EXPENDITURES 991,754$ 888,503$ 985,068$ 1,040,023$ -$ 1,040,023$ 54,955$

REVENUE BY CLASSIFICATIONLocal Property Rental 1,500$ 1,140$ 1,500$ 1,500$ -$ 1,500$ -$ Local Adult Rec. Fees 9,000$ 1,584$ 9,000$ 9,000$ -$ 9,000$ -$ Local Athletics Fees 38,000$ 38,977$ 38,000$ 38,000$ -$ 38,000$ -$ Local Comm. Rec. Fees 5,500$ 891$ 5,500$ 5,500$ -$ 5,500$ -$ Local Senior Tour Fees 13,000$ 18,857$ 13,000$ 13,000$ -$ 13,000$ -$ Local Senior Rec. Fees 500$ 998$ 500$ 500$ -$ 500$ -$ Local Outdoor Rec. Fees 12,000$ 11,974$ 12,000$ 12,000$ -$ 12,000$ -$ Local Special Event Fees 1,000$ 1,275$ 1,000$ 1,000$ -$ 1,000$ -$ Local Summer Rec. Fees 12,000$ 11,720$ 12,000$ 12,000$ -$ 12,000$ -$ Local Pool Fees 71,600$ 61,840$ 71,600$ 71,600$ -$ 71,600$ -$ Local Recovered Costs -$ 200$ -$ -$ -$ -$ -$ Local Fundraising -$ -$ -$ -$ -$ -$ -$ Scholarship Revenue -$ 159$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE 164,100$ 149,615$ 164,100$ 164,100$ -$ 164,100$ -$

TOTAL UNDESIGNATED REVENUE 827,654$ 738,888$ 820,968$ 875,923$ -$ 875,923$ 54,955$

TOTAL REVENUES 991,754$ 888,503$ 985,068$ 1,040,023$ -$ 1,040,023$ 54,955$



Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


$56,658 and One FTE Added to the Base Budget for FY 2016 – One additional FTE was added off-cycle during the FY 2015 budget for a new recreation supervisor position to address an increase in participation in youth sports. This position was added to address staffing issues to meet the demands of participants, parents, and program offerings in the Parks and Recreation Department. The base budget is adjusted to include this additional position.


No Addenda Added


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda =Recommended Rec. 16EXPENDITURES BY DEPARTMENTAdministration 610,362$ 599,142$ 627,352$ 682,307$ -$ 682,307$ 54,955$


Aquatics The Frog Pond offers a broad range of programs and swimming lessons. There are swim lessons offered for infants and toddlers, which are for parents as well as children. The lessons are designed to help parents obtain the tools required to work with their children to teach them the foundation of swimming. Levels 1, 2 and 3 are gradual progressions of the swimming strokes and the fundamentals. The stroke and turn clinic teaches the fine-tuning of all strokes and turns with a competitive edge for those who think they want to join a competitive swim team. The focus of our aquatics department follows the direction of the department by providing quality instruction to leisure and educational swimming programs. The goal of the Aquatics Supervisor is to provide safe learning and fun for all in a swimming environment. Through marketing and pride in instruction of our programs and a safe and fun swimming environment provided by the Aquatic Supervisor, the aquatics program can only grow.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTAquatics 77,100$ 68,393$ 77,749$ 77,749$ -$ 77,749$ -$


Athletics The athletics department offers youth athletics focusing on pre-K, elementary and middle school age children and the approach that recreational sport should place more emphasis on educational and social benefits rather than competition. Athletic programming places a strong focus on good sportsmanship - not only from participants, but from parents and spectators as well. Each program is built around teaching the fundamentals of each respective game. Ultimately, it is our goal to ensure that every participant receives an enjoyable and lasting recreation experience in a safe and positive environment.


Revised Actual Approved Base + Addenda =Recommended Rec. 16EXPENDITURES BY DEPARTMENTAthletics 168,424$ 132,335$ 159,250$ 159,250$ -$ 159,250$ -$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCommunity Recreation Programs 12,256$ 1,206$ 21,263$ 21,263$ -$ 21,263$ -$

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 with a focus on high adventure sports. Montgomery County was one of the first municipal parks and recreation departments that offered outdoor recreation programs for its citizens in southwest Virginia, and continues to be a driving force in the municipal parks and recreation outdoor industry.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTOutdoor Recreation 21,808$ 11,957$ 21,822$ 21,822$ -$ 21,822$ -$

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, hiking, canoeing, kayaking, athletic ball fields, playgrounds, walking tracks, and natural areas are all amenities that can be found throughout Montgomery County’s park system. Private pool and shelter rentals are available and offer enjoyment for the whole family.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTParks and Playgrounds 32,280$ 31,741$ 26,350$ 26,350$ -$ 26,350$ -$


Senior Tours Travel to exciting new places off the beaten path! These tours and excursions have been designed and selected specifically for active travelers 50 and over who like to explore regional interests and attractions and share their curiosity about the area while discovering the area’s well kept secrets and making new friends. The one day excursions are sightseeing at its best! Excursions are planned to nearby cities, visiting museums, sporting events, festivals, professional theater and dining destinations.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSenior Tours 14,226$ 15,101$ 13,227$ 13,227$ -$ 13,227$ -$

Senior Recreation Programs Montgomery County offers adults 50+ a wealth of programs and activities to encourage enrichment of their lives through activity and knowledge. Educational and wellness programs promote physical and mental health; well-being focusing on preventive senior health issues; health screenings/clinics; and issues facing the active older adult. Monthly luncheons provide an opportunity to meet socially and enjoy activities. Some of the programs seniors are involved in are the Mountain Trekkers Hiking Club and the New River Valley Senior Olympic-Games.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSenior Recreation Program 5,815$ 3,460$ 3,816$ 3,816$ -$ 3,816$ -$

Special Programs The purpose of special programs is to provide the community of Montgomery County with quality programs that they can not only enjoy and have fun with, but can also learn and grow in the community. Our programs provide a broad range of special events that can span from strictly youth to fun for the whole family. These programs can range from Haunted Trails on Halloween to fun and creative Christmas themed programs. We are also involved in special summer time events like our new Rock the Pond series and our Pool Party for Pooches program that benefits the Montgomery County Humane Society. Our programs are not only to provide fun and entertainment for our community, but to also get our citizens involved in the bettering of our community.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSpecial Programs 28,677$ 8,774$ 19,975$ 19,975$ -$ 19,975$ -$


Summer Programs Summer Programs provide a broad range of services to our community members. One of our largest programs is Frog Hoppers Camp. This camp provides a safe and fun environment for children that will ensure growth and education about the outdoors, swimming, and crafts. This camp is for children entering 1st grade to students leaving the 5th grade. In this camp children will receive free swim lessons that are supervised by a water safety instructor. Fun and education craft materials will be provided. They will participate in nature hikes, fun games, and field trips that will get the children active and ensure a fun and education experience for all involved. The goal of our summer programs is to teach children that it is fun to get up and get out and go play!


Revised Actual Approved Base + Addenda =Recommended Rec. 16EXPENDITURES BY DEPARTMENTSummer Programs 20,806$ 16,395$ 14,264$ 14,264$ -$ 14,264$ -$

REGIONAL LIBRARY SYSTEM

Citizens


Library Board

Regional Library System


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRegional Library System 2,027,175$ 1,934,986$ 1,854,740$ 1,883,893$ 3,063$ 1,886,956$ 32,216$

TOTAL EXPENDITURES 2,027,175$ 1,934,986$ 1,854,740$ 1,883,893$ 3,063$ 1,886,956$ 32,216$

EXPENDITURES BY CLASSIFICATIONPersonal Services 1,428,393$ 1,414,343$ 1,480,772$ 1,488,773$ 3,063$ 1,491,836$ 11,064$ Operations & Maintenance 472,016$ 414,810$ 373,968$ 395,120$ -$ 395,120$ 21,152$ Capital Outlay 126,766$ 105,833$ -$ -$ -$ -$ -$ Lump Sum Reduction -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 2,027,175$ 1,934,986$ 1,854,740$ 1,883,893$ 3,063$ 1,886,956$ 32,216$

REVENUE BY CLASSIFICATIONLocal Photo Copy Sales 20,000$ 22,151$ 20,000$ 20,000$ 2,000$ 22,000$ 2,000$ Local Library Fines 65,000$ 54,706$ 58,789$ 58,789$ (12,000)$ 46,789$ (12,000)$ Local Library Fees 4,096$ 10,149$ 3,518$ 3,518$ -$ 3,518$ -$ Floyd Contribution 64,166$ 64,166$ 64,166$ 64,166$ -$ 64,166$ -$ Blacksburg Contribution 12,000$ 13,000$ 12,000$ 12,000$ 3,000$ 15,000$ 3,000$ Christiansburg Contribution 10,000$ 15,000$ 10,000$ 10,000$ 5,000$ 15,000$ 5,000$ Local Donations 38,838$ 49,717$ -$ -$ -$ -$ -$ Local Recovered Costs -$ 10,813$ -$ -$ -$ -$ -$ State Aid 193,530$ 200,664$ 200,319$ 200,319$ -$ 200,319$ -$ TOTAL DESIGNATED REVENUE 407,630$ 440,365$ 368,792$ 368,792$ (2,000)$ 366,792$ (2,000)$


TOTAL REVENUES 2,027,175$ 1,934,986$ 1,854,740$ 1,883,893$ 3,063$ 1,886,956$ 32,216$

Total Authorized Personnel (FTE) 20 20 20 19.75 0 19.75


Division Description 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, including downloadable audio books, eBooks and streaming of audiobooks, music and movies. 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 are trained to help citizens use the library, download material and find information. Library services include assistance with job searching and resume building, computer classes to build computer skills, summer reading programs for all ages, special events, programs, book discussion groups, and story times. Public meeting rooms in each library branch, and conference rooms in Meadowbrook and Floyd, are available to individuals and groups to use on a first come, first served basis. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Salary Savings Shift to Operations and Maintenance – A total of $21,152 in salary savings from filing a position at a lower rate and converting a 0.75 FTE position to a 0.5 FTE position. This results in salary savings of $21,152 and a reduction of .25 FTE. These funds have been permanently shifted from the base salary lines to operations and maintenance to increase the Library’s materials budget.


($2,000) is Reduced from the Library’s Fee Revenue – These funds account for the adjustment of revenues based on estimated fee collections for FY 16.


$3,063 is Added for Health Benefits for Part-time Employees in the Library – Additional funding is added to cover the cost of the Affordable Care Act, which requires employers to provide health insurance for all employees.


Department Description and Financial Data Regional Library System Regional staff maintains the library catalog, 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, preparing and maintaining the budget and accounting records, preparing reports, purchasing supplies and processing invoices for payment.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTRegional Library System 2,027,175$ 1,934,986$ 1,854,740$ 1,883,893$ 3,063$ 1,886,956$ 32,216$

Authorized Personnel (FTEs) 20 20 20 19.75 0 19.75

PLANNING AND GIS SERVICES

Citizens



Planning and GIS

GIS

Planning


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPlanning 448,754$ 371,725$ 387,510$ 369,669$ -$ 369,669$ (17,841)$ GIS 284,971$ 247,434$ 252,712$ 252,616$ 3,500$ 256,116$ 3,404$ TOTAL EXPENDITURES 733,724$ 619,160$ 640,222$ 622,285$ 3,500$ 625,785$ (14,437)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 523,419$ 513,174$ 542,932$ 520,995$ -$ 520,995$ (21,937)$ Operations & Maintenance 201,875$ 95,639$ 97,290$ 101,290$ 3,500$ 104,790$ 7,500$ Capital Outlay 8,430$ 10,347$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 733,724$ 619,160$ 640,222$ 622,285$ 3,500$ 625,785$ (14,437)$

REVENUE BY CLASSIFICATIONLocal Rezoning/Subdivision Permits 10,827$ 18,872$ 11,827$ 13,127$ -$ 13,127$ 1,300$ Local Site Plan Review 1,000$ -$ 1,000$ 1,000$ -$ 1,000$ -$ Local Map/Ordinance Sales 1,800$ 16$ 800$ 100$ -$ 100$ (700)$ Local GIS Sales 1,000$ 235$ 1,000$ 400$ -$ 400$ (600)$ Local Technology Fees 22,000$ 16,996$ 22,000$ 22,000$ -$ 22,000$ -$ Local Recovered Costs -$ 625$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE 36,627$ 36,744$ 36,627$ 36,627$ -$ 36,627$ -$

TOTAL UNDESIGNATED REVENUE 697,097$ 582,416$ 603,595$ 585,658$ 3,500$ 589,158$ (14,437)$

TOTAL REVENUES 733,724$ 619,160$ 640,222$ 622,285$ 3,500$ 625,785$ (14,437)$



Division Description 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 Board of Supervisors, Planning Commission, Board of Zoning Appeals, and related committees. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


Base Salary Shift to Operations and Maintenance – A total of $4,000 is shifted from Compensation of Board salary lines to operation and maintenance. In prior years, the Planning Commission and the Board of Zoning Appeals had their meals compensation taken out of the Compensation of Boards salary line. Now these expenses are being charged to taxable meals. To cover this administrative change, $4,000 is permanently shifted from the base salary lines to operations and maintenance to cover these costs.


$3,500 is Added for the Increased Cost of Aerial Pictometry Photography – Pictomerty Oblique Aerial Imagery was first acquired by the County in 2008. Under the current agreement, each year pictures of the County are updated. These images are used by law enforcement, fire and rescue, the Commissioner of the Revenue and other County departments. The contract price has remained unchanged for the past six years. For 2015, the vendor advised there would be a 10% cost increase. This increase of $3,500 provides the resources to cover the cost increase.


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTPlanning 448,754$ 371,725$ 387,510$ 369,669$ -$ 369,669$ (17,841)$


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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTGIS 284,971$ 247,434$ 252,712$ 252,616$ 3,500$ 256,116$ 3,404$


ECONOMIC DEVELOPMENT

Citizens



Economic Development


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTEconomic Development 366,170$ 365,656$ 372,083$ 371,659$ -$ 371,659$ (424)$ TOTAL EXPENDITURES 366,170$ 365,656$ 372,083$ 371,659$ -$ 371,659$ (424)$

EXPENDITURES BY CLASSIFICATIONPersonal Services 301,685$ 300,226$ 307,598$ 307,174$ -$ 307,174$ (424)$ Operations & Maintenance 64,485$ 63,756$ 64,485$ 64,485$ -$ 64,485$ -$ Direct Payments -$ -$ -$ -$ -$ -$ -$ Capital Outlay -$ 1,674$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 366,170$ 365,656$ 372,083$ 371,659$ -$ 371,659$ (424)$

REVENUE BY CLASSIFICATIONLocal Recovered Costs -$ -$ -$ -$ -$ -$ -$ Governor's Opprotunity Fund -$ -$ -$ -$ -$ -$ -$

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


TOTAL REVENUES 366,170$ 365,656$ 372,083$ 371,659$ -$ 371,659$ (424)$



Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.



No Addenda Added


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTEconomic Development 366,170$ 365,656$ 372,083$ 371,659$ -$ 371,659$ (424)$


OTHER AGENCIES

Citizens


Other Agencies

OTHER AGENCIES

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY AGENCIESHuman Service Agencies 762,153$ 755,206$ 748,863$ 748,863$ -$ 748,863$ -$ Public Safety Agencies 228,315$ 225,503$ 472,990$ 472,990$ -$ 472,990$ -$ Educational/Cultural Agencies 62,445$ 62,445$ 63,252$ 63,252$ 913$ 64,165$ 913$ Environmental Agencies 132,678$ 132,422$ 130,742$ 130,742$ 3,311$ 134,053$ 3,311$ Economic Development Agencies 254,384$ 218,262$ 220,155$ 220,155$ 214$ 220,369$ 214$ TOTAL EXPENDITURES 1,439,975$ 1,393,837$ 1,636,002$ 1,636,002$ 4,438$ 1,640,440$ 4,438$

REVENUE BY CLASSIFICATIONRecovered Costs -$ -$ -$ -$ -$ -$ -$ State Extension Office Reimbursement -$ -$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE -$ -$ -$ -$ -$ -$ -$


TOTAL REVENUES 1,439,975$ 1,393,837$ 1,636,002$ 1,636,002$ 4,438$ 1,640,440$ 4,438$

OTHER AGENCIES

Division Description 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

$330,942 is included for the New River Valley Detention Home, which is level funding – The NRVDH’s request for FY 16 is $255,898, which is a decrease of $75,044. The agency received a total of $330,942 in the FY 15 budget. In the FY 10 request, the formula for determining operating contributions was changed to allocate costs among participant jurisdictions on the basis of days used, averaged over a 3 year period. Under the revised formula, Montgomery County’s billed usage for the facility for FY 16 is $255,898 or 45.08% of the total funding. The facility is over 30 years old and requires upgrades, maintenance, and newer equipment for licensure compliance. Due to the need to address these capital issues, the County is level funding the detention home by providing $255,898 for operations based on billed usage and by providing the remaining $75,044 to be set aside in a special capital account to address future capital and facility upgrades as needed.

$30,994 is included for the Community Health Center for the New River Valley (Free Clinic), which is level funding – The agency received $30,994 in the FY 15 budget and the center requested level funding for this fiscal year. The center provides medical and dental care as well as pharmaceuticals to uninsured citizens of the New River Valley who live below the Federal Poverty Guidelines. Historical funding and the percentage of clients served by locality are presented in the chart below. The County also provides the building at 215 Roanoke Street which was renovated for the center. Assuming the center 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 % UsageFY 16

FundingGiles 22.59% $128,234Montgomery 45.08% $255,898Pulaski 18.71% $106,197Radford 13.62% $77,320Total 100.00% $567,649

OTHER AGENCIES

$50,625 is included for the New River Community Action and $30,471 is included for Montgomery County Emergency Assistance Program, which is level funding – The New River Community Action (NRCA) agency requested $53,156 for FY 16, which is an increase of $2,531. The agency serves low-income residents of Montgomery, Pulaski, Floyd, and Giles Counties and the City of Radford. The agency’s goal is eliminating poverty. 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. MCEAP requests $31,995 for FY 16, which represents an increase of $1,524. In FY 15 MCEAP received $30,471. For FY 16, the County is providing level funding for both programs.

$37,381 is included for the Women’s Resource Center, which is level funding – The agency received $37,381 in the FY 15 budget, and requested an increase of $748 for FY 16. Historical funding and the percentage of clients served by locality are presented below. With level funding, the County is providing 45% of funding with 45% of clients served. The Women’s Resource Center provides services to adult and child citizens who have experienced domestic and/or sexual violence. The agency provides emergency advocacy, a live crisis hotline, an emergency and transitional shelter, emergency food and supplies, crisis counseling, legal advocacy and other services.

Clients Served

Clients as % of Total

Actual Funding

Funding as % of Total

Clients Served


Actual Funding


Clients Served


Rec. Funding


Montgomery County 1719 63% 30,994$ 70% 1696 59% 30,994$ 69% 1773 59% 30,994$ 69%Pulaski County ** ** ** ** ** ** ** ** ** ** ** **Floyd County 156 6% -$ 0% 154 5% -$ 0% 161 5% -$ 0%Giles County 565 21% 8,000$ 18% 740 26% 8,000$ 18% 774 26% 8,000$ 18%Radford City 301 11% 5,353$ 12% 277 10% 5,853$ 13% 290 10% 5,853$ 13%Total 2741 100% 44,347$ 100% 2867 100% 44,847$ 100% 2998 100% 44,847$ 100%

* Actual *Projected *Projected

FY 2014 FY 2015 FY 2016Community Health Center for the NRV

Clients Served

Clients as % of Total Funding


Clients Served



Clients Served



Montgomery County 4562 38% 50,625$ 33% 4562 38% 50,625$ 30% 4562 38% 50,625$ 30%Pulaski County 3404 28% 51,700$ 33% 3404 28% 54,285$ 32% 3404 28% 54,285$ 32%Floyd County 1386 12% 25,223$ 16% 1386 12% 35,223$ 21% 1386 12% 35,223$ 21%Giles County 1121 9% 13,680$ 9% 1121 9% 14,364$ 9% 1121 9% 14,364$ 9%Radford City 1537 13% 13,642$ 9% 1537 13% 14,324$ 8% 1537 13% 14,324$ 8%Total 12010 100% 154,870$ 100% 12010 100% 168,821$ 100% 12010 100% 168,821$ 100%

FY 2016New River Community Action: Locality Funding & Clients Served

FY 2014 FY 2015

Clients Served



Clients Served



Clients Served



Montgomery County 13121 43% 37,381$ 45% 13950 45% 37,381$ 45% 14229 45% 37,381$ 45%Pulaski County 6790 22% 22,000$ 27% 8370 27% 22,440$ 27% 8537 27% 22,440$ 27%Floyd County 2077 7% 4,487$ 5% 1550 5% 4,487$ 5% 1581 5% 4,487$ 5%Giles County 3990 13% 5,358$ 6% 1860 6% 5,465$ 7% 1897 6% 5,465$ 7%Radford City 4293 14% 13,708$ 17% 5270 17% 13,982$ 17% 5375 17% 13,982$ 17%Total 30271 100% 82,934$ 100% 31000 100% 83,755$ 100% 31619 100% 83,755$ 100%

Women's Resource CenterFY 2014 FY 2015 FY 2016

OTHER AGENCIES

$5,051 is included for the New River Family Shelter, which is level funding – The agency requested $5,051 in the FY 16 budget, which 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, which is level funding – The agency

requested $6,170 in the FY 16 budget, which represents level funding. The LVA-NRV’s request will be used to support payroll expenses for the Program Manager, Basic Literacy Coordinator and the ESOL Coordinator. Historical funding and the percentage of clients served by locality are presented below.

$147,876 is included for the New River Valley Community Services Board, which is level funding – The agency requested $147,876 in the FY 16 budget, which represents level funding. The tables outline the clients served by jurisdiction and the funding by locality since FY 14. Projections for clients that will be served in FY 16 total 40.5% and if existing funding levels are provided by all localities in the New River area, total funding for Montgomery County for FY 16 will be 40.7%.

Locality FY 14 FY 15% of Total FY 16 % of Total

Montgomery $6,170 $6,170 55.99% $6,170 55.99%Pulaski $0 $0 0.00% $0 0.00%Floyd $500 $500 4.54% $500 4.54%Giles $445 $550 4.99% $550 4.99%Radford $0 $300 2.72% $300 2.72%Town of Blacksburg $2,500 $2,500 22.69% $2,500 22.69%Town of Christiansburg $1,000 $1,000 9.07% $1,000 9.07%Total $10,615 $11,020 100% $11,020 100%

*Projected

NRV Literacy Volunteers

Locality FY 14 % FY 16 %Montgomery 30 43.48% 53 46.09%Pulaski 16 23.19% 26 22.61%Floyd 7 10.14% 18 15.65%Giles 9 13.04% 8 6.96%Radford 7 10.14% 10 8.70%

69 100.00% 115 100.00%*Actuals *Projected

NRV Literacy Volunteers - Clients Served

OTHER AGENCIES

$16,652 is included for the Agency on Aging for agency programs and $14,000 is included for one weekly congregate meal, which is level funding – The agency requested $17,485, which is an increase of $833 for agency programs and $14,000 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 $31,485 in order to increase base funding for basic operations from $16,652 to $17,485, a 5% increase. Historical funding and the percentage of clients served by locality are presented below.

$10,988 is included for the New River Valley Senior Services, Inc., which is level funding – The agency requested $14,551, which represents an increase of $3,563. The agency received $10,988 in FY 15. The agency provides transportation services for non-emergencies for sensory and physically disabled persons. With level funding, the County will be providing 37% of the funding while the percentage of clients served by the locality would only be 29%.

Locality FY14 FY15 % of Total FY16 % of Total Locality FY14 FY15 % of Total FY 16 % of TotalMontgomery 143,569 147,876 40.7% 147,876 40.7% Montgomery 3,367 3,448 40.6% 3,487 40.5%Pulaski 87,853 90,489 24.9% 90,489 24.9% Pulaski 2,151 2,170 25.5% 2,181 25.3%Floyd 32,324 32,324 8.9% 32,324 8.9% Floyd 587 770 9.1% 773 9.0%Giles 51,450 52,994 14.6% 52,994 14.6% Giles 926 1,175 13.8% 1,200 13.9%Radford 38,503 39,658 10.9% 39,658 10.9% Radford 718 939 11.0% 965 11.2%

Total 353,699 363,341 100.00% 363,341 100.00% Total 7,749 8,502 100.00% 8,606 100.00%

Community Services Board- Local Funding Community Services Board- Clients Served

Locality FY14 FY 15 % of total FY 16 % of totalMontgomery 16,652 16,652 33.18% 16,652 33.18%Pulaski 15,758 16,546 32.97% 16,546 32.97%Floyd 5,220 5,220 10.40% 5,220 10.40%Giles 7,324 7,690 15.32% 7,690 15.32%Radford 3,879 4,073 8.12% 4,073 8.12%

Total 48,833 50,181 100.00% 50,181 100.00%

New River Valley Agency on Aging - Locality Funding

Locality FY 14 % FY 15 % FY 16 %Montgomery 2,293 17.55% 2,295 17.55% 2,300 17.57%Pulaski 3,108 23.78% 3,110 23.78% 3,112 23.77%Floyd 3,135 23.99% 3,137 23.99% 3,139 23.98%Giles 2,526 19.33% 2,528 19.33% 2,530 19.33%Radford 2,006 15.35% 2,008 15.35% 2,010 15.35%

13,068 100.00% 13,078 100.00% 13,091 100.00%*Actuals *Projected *Projected

New River Valley Agency on Aging - Clients Served

Locality Funding FY 14 % FY 15 % FY 16 %Montgomery 10,988 38% 10,988 37% 10,988 37%Pulaski 10,280 36% 12,645 43% 12,645 43%Giles 2,550 9% 1,275 4% 1,275 4%Floyd 1,346 5% 1,346 5% 1,346 5%City of Radford 3,464 12% 3,464 12% 3,464 12%

28,628 100% 29,718 100% 29,718 100%

OTHER AGENCIES

New River Valley Senior Services, Inc.

$10,000 is included for the Boys and Girls Club, which is level funding – The agency requested $10,000 in the FY 16 budget. This after school program focuses on five core areas for participating students at the 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 Christiansburg and Shawsville Middle Schools.

$800 is included for Brain Injury Services of SW Virginia, which is level funding – The agency received $800 in FY 15 and requested $1,500 for FY 16, and increase of $700. Brain Injury Services of Southwest Virginia provides case management services for citizens that have suffered brain injuries.

$3,000 is included for NRV CARES, which is level funding – The agency received $3,000 in the FY 15 budget and requested $3,000 for FY 16. NRV CARES is a nonprofit organization dedicated to protecting children and strengthening 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 the City of Radford. Historical funding and the percentage of clients served by locality are presented below.

$43,105 is included for the Fairview District Home, which is level funding – The agency requested $43,105 for FY 16. 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

Clients Served FY 14 FY 15 FY 16 %Montgomery 90 92 96 29%Pulaski 106 110 115 34%Giles 28 30 35 9%Floyd 43 45 50 14%City of Radford 42 42 45 13%Total Locality 309 319 341 100%

Locality FY 14 FY 15 % of Total FY 16 % of TotalMontgomery 3,000$ 3,000$ 34.68% 3,000$ 34.68%Pulaski 4,600$ 4,600$ 53.18% 4,600$ 53.18%Giles -$ -$ 0.00% -$ 0.00%Floyd -$ -$ 0.00% -$ 0.00%Radford 1,050$ 1,050$ 12.14% 1,050$ 12.14%Total 8,650$ 8,650$ 100.00% 8,650$ 100.00%

NRV Cares Locality Funding

Locality FY 14 FY 15 FY 16 % of TotalMontgomery 1943 3270 2272 73.13%Pulaski 156 290 285 9.17%Giles 135 90 85 2.74%Floyd 37 20 20 0.64%Radford 749 445 445 14.32%Total 3020 4115 3107 100.00%

NRV Cares Clients Served

OTHER AGENCIES

funding provided to the home is for general operations and capital maintenance of the facility. Historical funding and the percentage of clients served by locality are presented in the charts below. Fairview District Home

$10,808 is included for the New River Valley Workshop (Goodwill Industries), which is level funding – The agency received $10,808 for FY 15 and requested $11,723 for FY 16, an increase of $915. The Workshop provides jobs for mentally handicapped citizens of the New River Valley. For FY 15, funds totaling $10,808 were provided to maintain services for one client served by the County. In prior years, the County provided funding for two clients. Funds are requested for transportation increases. Due to declining gasoline and oil prices, no additional funding is provided for FY 16.

PAYMENTS TO PUBLIC SAFETY AGENCIES

$11,467 is included for State Fire Prevention, which is level funding – The agency received $11,467 in the FY 15 budget; therefore, this amount represents level funding for FY 16. Based on the invoice from the State Forester for FY 15, the amount needed to cover the fee for FY 16 is $11,467.

$13,111 is included for the Emergency Medical Services Council, which is level funding – The agency received $13,111 in the FY 15 budget and requested level funding for FY 16. The mission of the council is to facilitate regional cooperation, planning, and the implementation of an integrated emergency medical services delivery system.

Clients Served FY 14 % FY 15 % FY 16 %Montgomery 10 18.87% 10 18.18% 10 18.18%Pulaski 19 35.85% 19 34.55% 19 34.55%Giles 2 3.77% 4 7.27% 4 7.27%Radford 22 41.51% 22 40.00% 22 40.00%Total 53 100.00% 55 100.00% 55 100.00%

Locality Funding FY 14 % FY 15 % FY 16 %Montgomery 42,283 21.11% 43,105 21.04% 43,105 21.04%Pulaski 85,688 42.79% 87,773 42.83% 87,773 42.83%Giles 18,084 9.03% 18,316 8.94% 18,316 8.94%Radford 54,220 27.07% 55,726 27.19% 55,726 27.19%Total 200,275 100.00% 204,920 100.00% 204,920 100.00%

Locality FundingFY 16

OperatingFY 16

CapitalFY 16 Total

Montgomery 28,215 14,890 43,105 Pulaski 71,593 16,180 87,773 Giles 7,957 10,359 18,316 Radford 51,703 4,023 55,726 Total 159,468 45,452 204,920

OTHER AGENCIES

$15,700 is included for the Montgomery County Public Service Authority, which is level funding – 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, which is level funding – The agency received

$1,600 in the FY 15 budget; therefore, this amount represents level funding. According to §32.1-283 of the Code of Virginia, the medical examiner is paid $20 per case. This recommendation provides the fee for 80 cases. Through December 2015, $480 has been expended, representing 24 cases.

$401,112 is included for the New River Valley Emergency Communications Regional Authority, which is level funding – The agency received $401,112 in the FY 15 budget. The Authority was 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 Board for the New River Valley Emergency Communications Regional Authority is in the process of finalizing their budget for FY 2016. $50,000 in additional funding is included in Special Contingencies (See tab 960) to cover the anticipated cost increase of the authority for FY 2016. An additional $93,235 in lease revenue has also been added to the Debt Service budget to offset the debt service costs of the Public Safety Building.

PAYMENTS TO EDUCATIONAL/CULTURAL AGENCIES

$39,165 is included for New River Community College, an increase of $913 – The agency requested $39,165 in the FY 16 budget. The agency received $38,252 in the FY 15 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., which is level funding – The agency received $5,000 in the FY 15 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.

Locality Population % Prop. Values % S.E. % Funding %Montgomery 87,305 51.88% 7,429,698,991$ 52.90% 1,695 48.97% 39,165$ 50.34%Pulaski 34,507 20.50% 2,737,028,401$ 19.49% 695 20.08% 15,597$ 20.05%Giles 16,925 10.06% 1,352,796,305$ 9.63% 419 12.11% 8,715$ 11.20%Floyd 15,528 9.23% 1,722,975,556$ 12.27% 305 8.81% 7,458$ 9.59%Radford 14,024 8.33% 801,229,004$ 5.71% 347 10.03% 6,864$ 8.82%Total 168,289 100.00% 14,043,728,257$ 100% 3,461 100.00% 77,799$ 100.00%

OTHER AGENCIES

$5,000 is included for the Montgomery Museum and Lewis Miller Regional Art Center, Inc., which is level funding – The agency requested $8,000 in FY 16, which is an increase of $3,000. The purpose of the museum and art center is to be a repository for, and to conserve, the history of Montgomery County and its artifacts. The additional funding is requested for pay raises for staff. This funding recommendation equals the amount provided to the Smithfield Plantation and the Lyric Council.

$5,000 is included for the Smithfield Plantation, which is level funding – The agency requested $5,250 for the FY 16 budget; which is an increase of $250. This funding recommendation equals the amount provided to the Montgomery Museum and the Lyric Council.

$5,000 is included for the Rosa Peters Community Park, which is level funding – The agency received $5,000 in the FY 15 budget and requested $5,000 for FY 16. 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.

$5,000 is included for the Christiansburg Institute, which is level funding – The agency received $5,000 in FY 15 and requested $10,000 for FY 16. The mission of the Christiansburg Institute, Inc. is to preserve the remaining facilities and archives of the Christiansburg Institute, which for 100 years was the high school for African American students in the New River Valley. The funding will assist the institute in hosting cultural events, as well as supporting the institute’s operating costs.

$30,000 is included for the Mountain View Humane Spay and Neuter Clinic, which is level funding – The agency received $30,000 in FY 15 and requested $30,000 for FY 16. The agency offers a low cost, high quality option for spay/neuter of dogs and cats. Based on the success of the pilot program to subsidize the cost of the surgery for cats, funds are provided to continue this program, reducing the cost for County residents.

PAYMENTS TO ENVIRONMENTAL AGENCIES

$39,028 is included for the New River Valley Planning District Commission (NRVPDC), which is level funding – The agency requested $39,028 for FY 16 and received $39,028 in the FY 15 budget. 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 $1.27 per capita 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, which is level

funding – A total of $11,799 was requested by the Skyline Soil and Water Conservation District for FY 16, which is an increase of $344. 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

OTHER AGENCIES

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.

$3,000 is included for the New River-Highland Resource Conservation and Development Council, which is level funding – A total of $3,000 was requested by the New River-Highland Resource Conservation and Development Council for FY 16. The council received $3,000 in FY 15. 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.

$80,570 is included for the V.P.I. Cooperative Extension Services, which is an increase of

$3,311 – A total of $89,509 was requested by the V.P.I. Cooperative Extension Services for FY 16 and represents a total increase of $12,250. Of this amount, $3,311 represents the amount of funding that was added to the Cooperative Extension budget off-cycle to cover the cost of salary increases provided by the state during FY 15. The additional funding request of $8,939 is for an additional 4% salary increase and a $2,800 increase in office supplies. In FY 15, the Cooperative Extension Office received $80,570 after the off-cycle appropriation was added in August of 2014 to cover existing salaries. 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 one full-time agricultural agent housed in the County, one full-time 4-H agent, 40% of funding for a part-time Master Gardner with Floyd, Pulaski, and Giles Counties each paying 20% of the cost, 50% funding for a Family and Consumer Science Agent, and 100% of a part-time 4-H technician position.

PAYMENTS TO ECONOMIC DEVELOPMENT AGENCIES

$1,499 is included for the Montgomery County Chamber of Commerce, which is level funding – A total of $1,499 was included for dues payable to the Montgomery County Chamber of Commerce in the FY 15 Budget. Dues expenses are not expected to change for FY 16. The Chamber works to promote tourism and economic development to prospective newcomers.

$15,036 is included for the New River Valley Airport Commission, which is level funding – A total of $19,541 was requested by the New River Valley Airport Commission for FY 16, an increase of $4,505. The agency received $15,036 in the FY 15 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.

$72,369 is included for the NRV Economic Development Alliance, which is level funding – A total of $83,629 was requested by the NRV Economic Development Alliance for FY 16, an increase of $11,260. 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 requested by the Towns for a total of $83,369 to cover the population of Montgomery County. Of the 10 jurisdictions who fund the Alliance,

OTHER AGENCIES

Montgomery County and the Towns of Blacksburg and Christiansburg provide 48% of the local government funding, and 28% of the total operating budget. See chart below.

NRV Economic Development Alliance

$5,000 is included for Membership in the Virginia’s First Regional Industrial Facility Authority, which is level funding – A total of $5,000 was requested by the Virginia’s First Regional Industrial Facility Authority for FY 16, 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.

$1,500 is included for Membership in the Virginia Institute on Local Government, which is

level funding – A total of $1,500 was requested by the Virginia Institute on Local Government for FY 16, 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 16.

$19,000 is included for the Metropolitan Planning Organization (MPO), which is an increase

of $100 – A total of $19,000 was requested and is included for the MPO for FY 16, which includes $5,800 for the MPO (an increase of $100) and $13,200 for the Smart Way Bus (level funding). 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 16 is $5,800 that is dedicated to MPO Planning and $13,200 that is dedicated to the Smart Way Bus.

Funding Source FY 16 Req. FY 16 Rec. % of Total

% of Gov't Funding

Montgomery County 83,629$ 72,369$ 24.34% 41.74%Christiansburg 5,000$ 5,000$ 1.68% 2.88%Blacksburg 6,000$ 6,000$ 2.02% 3.46%

Total MC 94,629$ 83,369$ 28.03% 48.08%Pulaski County 35,127$ 35,127$ 11.81% 20.26%Dublin 1,500$ 1,500$ 0.50% 0.87%Town of Pulaski 6,000$ 6,000$ 2.02% 3.46%

Total Pulaski 42,627$ 42,627$ 14.33% 24.59%Giles County 16,657$ 16,657$ 5.60% 9.61%Pearisburg 1,000$ 1,000$ 0.34% 0.58%

Total Giles 17,657$ 17,657$ 5.94% 10.18%Floyd County 13,874$ 13,874$ 4.67% 8.00%

Total Floyd 13,874$ 13,874$ 4.67% 8.00%City of Radford 15,859$ 15,859$ 5.33% 9.15%

Total Local Govt' 184,646$ 173,386$ 58.30% 100.00%Private Sector 124,000$ 124,000$ 41.70%

Grand Total 308,646$ 297,386$ 100.00%

Assumes other jurisdictions fund requests

OTHER AGENCIES

$114 is included for the Roanoke Valley Transportation Planning Organization, which is an increase of $114 – A total of $114 is included for dues payable to the Roanoke Valley Transportation Planning Organization. The organization is responsible for planning and budgeting the use of Federal transportation dollars in the Roanoke region. Dues are calculated on a $0.15 per capita basis. There are a total of 760 residents within the region, requiring a contribution of $114.

$55,851 is included for Participation in the New River Valley Commerce Park Project, which is level funding – A total of $55,851 is requested for participation in the New River Valley Commerce Park Project for FY 15. The agency received $55,851 FY 15 budget. 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, which is level funding – A total of $50,000 was requested by the Virginia Tech/Montgomery Regional Airport Authority for FY 16. The agency received $50,000 in the FY 15 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.

OTHER AGENCIES

Department Description and Financial Data Human Service Agencies


Revised Actual Approved Base + Addenda = Recommended Rec. 16PAYMENTSNew River Valley Detention Home 354,098$ 354,098$ 330,942$ 330,942$ -$ 330,942$ -$ New River Valley Free Clinic 30,994$ 30,994$ 30,994$ 30,994$ -$ 30,994$ -$ New River Community Action 81,096$ 81,096$ 81,096$ 81,096$ -$ 81,096$ -$ Women's Resource Center 37,381$ 37,381$ 37,381$ 37,381$ -$ 37,381$ -$ 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$ -$ New River Valley Community Services Board 143,569$ 143,569$ 147,876$ 147,876$ -$ 147,876$ -$ New River Valley Agency on Aging 27,752$ 20,977$ 30,652$ 30,652$ -$ 30,652$ -$ New River Valley Senior Services 10,988$ 10,988$ 10,988$ 10,988$ -$ 10,988$ -$ Boys and Girls Club 10,000$ 10,000$ 10,000$ 10,000$ -$ 10,000$ -$ Brain Injury Services 800$ 800$ 800$ 800$ -$ 800$ -$ NRV CARES 3,000$ 3,000$ 3,000$ 3,000$ -$ 3,000$ -$ Fairview District Home 42,283$ 42,283$ 43,105$ 43,105$ -$ 43,105$ -$ Goodwill Industries/NRV Workshop 8,971$ 8,799$ 10,808$ 10,808$ -$ 10,808$ -$ Round the Mountain -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 762,153$ 755,206$ 748,863$ 748,863$ -$ 748,863$ -$

Public Safety Agencies


Revised Actual Approved Base + Addenda = Recommended Rec. 16PAYMENTSState Fire Prevention 11,379$ 11,467$ 11,467$ 11,467$ -$ 11,467$ -$ Emergency Medical Services Council 13,111$ 13,111$ 13,111$ 13,111$ -$ 13,111$ -$ Public Service Authority 15,700$ 13,720$ 15,700$ 15,700$ -$ 15,700$ -$ 911 Emergency Communication Center 156,525$ 156,525$ 401,112$ 401,112$ -$ 401,112$ -$ Medical Examiner 1,600$ 680$ 1,600$ 1,600$ -$ 1,600$ -$ Mountain View Humane 30,000$ 30,000$ 30,000$ 30,000$ -$ 30,000$ -$ Friends of Animal Care & Control -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 228,315$ 225,503$ 472,990$ 472,990$ -$ 472,990$ -$

Educational/Cultural Agencies


Revised Actual Approved Base + Addenda = Recommended Rec. 16PAYMENTSNew River Community College 37,245$ 37,245$ 38,252$ 38,252$ 913$ 39,165$ 913$ Lyric Theatre 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$ Montgomery Museum 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$ Smithfield Plantation 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$ League of Women Voters 200$ 200$ -$ -$ -$ -$ -$ Riner Cannery -$ -$ -$ -$ -$ -$ -$ Christiansburg Institute 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$ Rosa Peters Community Park 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$ TOTAL EXPENDITURES 62,445$ 62,445$ 63,252$ 63,252$ 913$ 64,165$ 913$

OTHER AGENCIES

Environmental Agencies


Revised Actual Approved Base + Addenda = Recommended Rec. 16PAYMENTSNRV Planning District Commission 38,414$ 38,414$ 39,028$ 39,028$ -$ 39,028$ -$ Skyline Soil-Water Conservation District 11,455$ 11,455$ 11,455$ 11,455$ -$ 11,455$ -$ New River-Highland Resource Conservation 3,000$ 3,000$ 3,000$ 3,000$ -$ 3,000$ -$ VPI Cooperative Extension Services 79,809$ 79,553$ 77,259$ 77,259$ 3,311$ 80,570$ 3,311$ TOTAL EXPENDITURES 132,678$ 132,422$ 130,742$ 130,742$ 3,311$ 134,053$ 3,311$

Economic Development Agencies


Revised Actual Approved Base + Addenda = Recommended Rec. 16PAYMENTSMontgomery County Chamber of Commerce 1,197$ 1,196$ 1,499$ 1,499$ -$ 1,499$ -$ NRV Airport Commission 15,036$ 15,036$ 15,036$ 15,036$ -$ 15,036$ -$ NRV Economic Development Alliance 72,369$ 72,369$ 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 17,334$ 17,310$ 18,900$ 18,900$ 214$ 19,114$ 214$ NRV Commerce Park Project 55,851$ 55,851$ 55,851$ 55,851$ -$ 55,851$ -$ VT/Montgomery Airport Authority 50,000$ 50,000$ 50,000$ 50,000$ -$ 50,000$ -$ Regional Tourism Board 36,097$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 254,384$ 218,262$ 220,155$ 220,155$ 214$ 220,369$ 214$

CONTINGENCIES - GENERAL

Citizens



Contingencies

Special

General


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTContingencies-General 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$ TOTAL EXPENDITURES 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$

EXPENDITURES BY CLASSIFICATIONGeneral Contingencies 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$ TOTAL EXPENDITURES 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$


TOTAL UNDESIGNATED REVENUE 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$

TOTAL REVENUES 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$


Division Description This Division provides for contingency reserves to pay for unanticipated expenditures that arise during the year that have not been included in the recommended budget or expenditures that have been recommended 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 recommended budget. The Special Contingency serves as a holding account for known issues/expenditures the details of which have yet to be resolved. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


No Addenda Added


Department Description and Financial Data 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 recommended budget.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTContingencies-General 219,195$ -$ 424,000$ 424,000$ -$ 424,000$ -$

CONTINGENCIES - SPECIAL

Citizens



Contingencies

Special

General


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTContingencies-Special 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$ TOTAL EXPENDITURES 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$

EXPENDITURES BY CLASSIFICATIONContingencies-Special 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$ TOTAL EXPENDITURES 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$


TOTAL UNDESIGNATED REVENUE 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$

TOTAL REVENUES 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$


Division Description 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 recommended 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. Base Budget Discussion 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. Funds held in Special Contingencies that are not used within the fiscal year revert to General Fund Balance at year end.

($96,605) is Reduced from Special Contingencies – In FY 2015, $96,605 was added to Special Contingencies to cover additional costs during the FY 15 budget that were yet to be decided by the Board of Supervisors. These additional funds were not utilized in the base budget and are reduced to free up resources to address budgetary issues in the FY 16 budget.


$51,771 is Added for Local Match Requirements of the Public Health Budget – 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%. This increase is based on actual funding in FY 15 and based on anticipated state funding for FY 16, and is contingent upon the state approving their share of the anticipated funding.

$50,000 is Added to Establish a Career Development Program – Funding is added to establish a career development program for County employees. The County’s new career development program is designed to provide County employees with professional development skills to empower employees to achieve higher career goals.

$18,000 is Added for the Cost of Increased Bank Fees – Based on the County’s new banking services contract with Union First, the County is required to pay for several banking fees that were previously complimentary under the old contract with Stellar One Bank. These fees were not finalized before the adoption of the FY 15 budget and the Treasurer’s


Office does not have the base budget to cover these expenses. Therefore, additional funding for FY 16 is required. These funds are held pending a request for proposals for banking services.

$382,000 is Added for an Across the Board 2% Scale Adjustment – Additional funding is

added to cover a 2% across the board scale adjustment to the County’s compensation plan for County employees for FY 16.

$210,000 is Added for a 2% Merit Increase – Additional funding is added to cover the cost of a 2% merit increase for County employees for FY 2016.

$14,500 is Added for a 2% Increase to Part-time Non-Classified Wages – Additional funding is added to cover the cost of a 2% across the board compensation increase for part-time non-classified positions County-wide.

$35,000 is Added for County Position Reclassifications – Additional funding is added to cover the cost of position reclassifications for certain County employees whose work responsibilities have changed significantly from their existing position classifications.

$50,000 is Added for the Cost Increase of the New River Valley Emergency Communications Regional Authority – Additional funding is included to cover the cost of the New River Valley Emergency Communications Regional Authority for FY 16. The Board for the New River Valley Emergency Communications Regional Authority is in the process of finalizing their budget for FY 2016. Additional funding is included here to cover the anticipated cost increase of the authority for FY 2016. An additional $93,235 in lease revenue has also been added to the Debt Service budget to offset the debt service costs of the Public Safety Building.

$16,350 is Added for Costs Associated with the County Acquiring the Shawsville Middle School Property – Additional funding is added to cover the cost of the County acquiring and maintaining the Shawsville Middle School property. Funds are needed for mowing ($5,000), insurance ($750), electric services ($2,600), inspection and repair of lighting structures ($6,000), and securing the concession doors and the press box ($2,000).


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTContingencies-Special 50,000$ -$ 96,605$ -$ 827,621$ 827,621$ 731,016$

LAW LIBRARY

Citizens

General Assembly

Circuit Courts

Law Library

LAW LIBRARY

Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLaw Library 17,600$ 12,563$ 17,600$ 17,600$ -$ 17,600$ -$ TOTAL EXPENDITURES 17,600$ 12,563$ 17,600$ 17,600$ -$ 17,600$ -$

EXPENDITURES BY CLASSIFICATIONOperations & Maintenance 17,600$ 12,563$ 17,600$ 17,600$ -$ 17,600$ -$ Capital Outlay -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 17,600$ 12,563$ 17,600$ 17,600$ -$ 17,600$ -$

REVENUE BY CLASSIFICATIONInterest 1,000$ 281$ 1,000$ 1,000$ -$ 1,000$ -$ Fees 14,000$ 11,985$ 14,000$ 14,000$ -$ 14,000$ -$ Transfer To County Capital -$ -$ -$ -$ -$ -$ -$ (To)/From Fund Balance 2,600$ -$ 2,600$ 2,600$ -$ 2,600$ -$ TOTAL DESIGNATED REVENUE 17,600$ 12,265$ 17,600$ 17,600$ -$ 17,600$ -$

TOTAL UNDESIGNATED REVENUE -$ 297$ -$ -$ -$ -$ -$

TOTAL REVENUES 17,600$ 12,563$ 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.


No Addenda Added

LAW LIBRARY

Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTLaw Library 17,600$ 12,563$ 17,600$ 17,600$ -$ 17,600$ -$

MONTGOMERY COUNTY PUBLIC SCHOOLS

Citizens


School Board

Montgomery County Public Schools

School Nutrition Fund

School Operating Fund


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSchool Operating Fund 97,540,975$ 95,453,768$ 97,048,320$ 97,929,051$ 1,975,205$ 99,904,256$ 2,855,936$ School Nutrition Fund 4,158,426$ 3,945,744$ 4,286,867$ 4,552,043$ -$ 4,552,043$ 265,176$ TOTAL EXPENDITURES 101,699,401$ 99,399,512$ 101,335,187$ 102,481,094$ 1,975,205$ 104,456,299$ 3,121,112$

EXPENDITURES BY CLASSIFICATIONInstruction 73,633,380$ 72,340,622$ 74,919,211$ 77,832,707$ -$ 77,832,707$ 2,913,496$ Admin/Attend/Health 3,901,711$ 3,684,832$ 4,033,759$ 4,145,703$ -$ 4,145,703$ 111,944$ Transportation 4,461,566$ 4,309,875$ 4,482,307$ 5,000,247$ -$ 5,000,247$ 517,940$ Operations & Maintenance 14,683,328$ 14,552,210$ 13,254,824$ 14,155,758$ -$ 14,155,758$ 900,934$ Non-Instruction 513,290$ 218,529$ 10,519$ 310,519$ -$ 310,519$ 300,000$ School Nutrition 4,158,426$ 3,945,744$ 4,286,867$ 4,552,043$ -$ 4,552,043$ 265,176$ Transfer to Debt Service 347,700$ 347,700$ 347,700$ 408,660$ -$ 408,660$ 60,960$ Unallocated Funds -$ -$ -$ (3,924,543)$ 1,975,205$ (1,949,338)$ (1,949,338)$ TOTAL EXPENDITURES 101,699,401$ 99,399,512$ 101,335,187$ 102,481,094$ 1,975,205$ 104,456,299$ 3,121,112$

REVENUE BY CLASSIFICATIONSales Taxes 9,687,152$ 9,297,523$ 10,251,554$ 10,572,990$ -$ 10,572,990$ 321,436$ Basic Aid 23,613,301$ 23,533,612$ 25,789,455$ 25,596,059$ -$ 25,596,059$ (193,396)$ Other SOQ 9,440,546$ 9,263,994$ 10,128,411$ 10,197,241$ -$ 10,197,241$ 68,830$ Incentive Programs 1,156,474$ 682,565$ 570,000$ 570,000$ -$ 570,000$ -$ Categorical 382,312$ 416,169$ 444,499$ 447,586$ -$ 447,586$ 3,087$ Lottery Funded Programs 3,579,365$ 4,609,627$ 3,073,772$ 3,151,493$ -$ 3,151,493$ 77,721$ Federal Funds 5,680,415$ 6,489,115$ 5,629,671$ 5,629,671$ -$ 5,629,671$ -$ Other Local Funds 3,344,770$ 3,420,907$ 3,077,363$ 3,942,299$ -$ 3,942,299$ 864,936$ State Recordation 225,000$ 332,194$ 225,000$ 225,000$ -$ 225,000$ -$ Other State Funds 65,083$ -$ 65,083$ 68,376$ -$ 68,376$ 3,293$ Fund Balance 347,700$ -$ -$ -$ -$ -$ -$ Interest -$ 19,207$ -$ -$ -$ -$ -$ School Transfer to Debt -$ -$ -$ -$ -$ -$ -$ General Fund Transfer 44,177,283$ 41,205,805$ 42,080,379$ 42,080,379$ 1,975,205$ 44,055,584$ 1,975,205$ TOTAL DESIGNATED REVENUE 101,699,401$ 99,270,718$ 101,335,187$ 102,481,094$ 1,975,205$ 104,456,299$ 3,121,112$

TOTAL UNDESIGNATED REVENUE -$ 128,794$ -$ -$ -$ -$ -$

TOTAL REVENUES 101,699,401$ 99,399,512$ 101,335,187$ 102,481,094$ 1,975,205$ 104,456,299$ 3,121,112$


Division Description The Montgomery County Public Schools (MCPS) serves 9,475 students through 11 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 1,167 instructional personnel and 401 non-instructional support personnel. The average operational expenditure per pupil for FY 2012-2013 was $9,928. The seven elected members of the School Board and the Superintendent of Schools provide leadership and management for the school division. Budget Discussion

$99,904,256 is Provided for the School Operating Fund – $99,904,256 in total funding is provided for the School Operating Fund, which represents an increase of $2,855,936 from the FY 15 Budget. Of this amount, County General Fund Dollars total $44,055,584, which is an increase of $1,975,205 for FY 16.

$4,552,043 is Provided for the School Nutrition Fund – $4,552,043 in total funding is provided for the School Nutrition Fund, which represents an increase of $265,176 from the FY 15 Budget.


Department Description and Financial Data 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSchool Operating Fund 97,540,975$ 95,453,768$ 97,048,320$ 97,929,051$ 1,975,205$ 99,904,256$ 2,855,936$

School Nutrition 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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSchool Nutrition Fund 4,158,426$ 3,945,744$ 4,286,867$ 4,552,043$ -$ 4,552,043$ 265,176$

MONTGOMERY COUNTY PUBLIC SCHOOLS CAPITAL CONSTRUCTION

Citizens


School Board

Montgomery County Public Schools

School Capital Construction


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSchool Capital Construction 5,100,000$ -$ 1,400,000$ 1,460,000$ -$ 1,460,000$ 60,000$ Transfer to Debt Serive 246,417$ 246,417$ 214,927$ 221,920$ -$ 221,920$ 6,993$ TOTAL EXPENDITURES 5,346,417$ 246,417$ 1,614,927$ 1,681,920$ -$ 1,681,920$ 60,000$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Operations & Maintenance -$ -$ -$ -$ -$ -$ -$ Capital Outlay 5,100,000$ -$ 1,400,000$ 1,460,000$ -$ 1,460,000$ 60,000$ Transfer to Debt Service 246,417$ 246,417$ 214,927$ 221,920$ -$ 221,920$ 6,993$ TOTAL EXPENDITURES 5,346,417$ 246,417$ 1,614,927$ 1,681,920$ -$ 1,681,920$ 60,000$

REVENUE BY CLASSIFICATIONGeneral Fund Transfer 5,100,000$ 5,100,000$ 1,400,000$ 1,460,000$ -$ 1,460,000$ 60,000$ Fund Balance/Other Revenue 246,417$ 246,417$ 214,927$ 221,920$ -$ 221,920$ 6,993$ TOTAL DESIGNATED REVENUE 5,346,417$ 5,346,417$ 1,614,927$ 1,681,920$ -$ 1,681,920$ 66,993$

TOTAL UNDESIGNATED REVENUE -$ (5,100,000)$ -$ -$ -$ -$ (6,993)$

TOTAL REVENUES 5,346,417$ 246,417$ 1,614,927$ 1,681,920$ -$ 1,681,920$ 60,000$


Division Description 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

$221,920 is Transferred to the Debt Service Fund for School Debt Service – $221,920 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. The chart below shows the use of these funds over the past six 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) Used for Debt Service in FY 12 ($1,455,683) Used for Debt Service in FY 13 ($932,223) Used for Debt Service in FY 14 ($246,417) Used for Debt Service in FY 15 ($214,927) Used for Debt Service in FY 16 ($221,920) Interest Earned $272,859 Balance for Future Years $284,069

$1,460,000 is Provided for School Capital Needs – $1,460,000 or 2 cents of the real estate tax rate has been earmarked for future school capital needs. These funds are held in a special capital fund separate from the School Operating Fund. These funds have been set aside for future school capital construction needs.


Department Description and Financial Data School Capital Construction


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSchool Capital Construction 5,346,417$ 246,417$ 1,614,927$ 1,681,920$ -$ 1,681,920$ 66,993$

GENERAL GOVERNMENT DEBT SERVICES

Citizens



General Government Debt Services

County Debt Service

School Debt Service


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Debt Service 5,968,815$ 5,961,234$ 5,888,921$ 5,532,361$ -$ 5,532,361$ (356,560)$ School Debt Service 18,277,172$ 18,265,763$ 18,334,938$ 18,388,677$ -$ 18,388,677$ 53,739$ Reserve Funds -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 24,245,987$ 24,226,997$ 24,223,859$ 23,921,038$ -$ 23,921,038$ (302,821)$

EXPENDITURES BY CLASSIFICATIONPrincipal 13,324,930$ 13,324,892$ 13,797,862$ 14,366,403$ -$ 14,366,403$ 568,541$ Interest 10,886,057$ 10,886,095$ 10,390,997$ 9,519,635$ -$ 9,519,635$ (871,362)$ Administrative Costs 35,000$ 16,010$ 35,000$ 35,000$ -$ 35,000$ -$ Reserve Funds -$ -$ -$ -$ -$ -$ -$ TOTAL EXPENDITURES 24,245,987$ 24,226,997$ 24,223,859$ 23,921,038$ -$ 23,921,038$ (302,821)$

REVENUE BY CLASSIFICATIONGeneral Fund Transfer 21,909,003$ 22,141,729$ 21,815,767$ 21,527,532$ -$ 21,527,532$ (288,235)$ School Capital Fund Transfer 246,417$ 246,417$ 214,927$ 221,920$ -$ 221,920$ 6,993$ School Energy Bond Savings -$ -$ 347,700$ 408,660$ -$ 408,660$ 60,960$ Courthouse Maintenance 79,982$ 65,720$ 79,982$ 79,982$ -$ 79,982$ -$ School Operating Transfer 347,700$ 347,700$ -$ -$ -$ -$ -$ Lease Revenue -$ -$ 93,236$ 186,471$ -$ 186,471$ 93,235$ Debt Service Fund Balance 175,000$ -$ 175,000$ -$ -$ -$ (175,000)$ QSCB Interest Subsidy 1,347,447$ 1,250,431$ 1,347,447$ 1,347,447$ -$ 1,347,447$ -$ Interest/Freed Up Debt Service Reserve 140,438$ -$ 149,800$ 149,026$ -$ 149,026$ (774)$ TOTAL DESIGNATED REVENUE 24,245,987$ 24,051,997$ 24,223,859$ 23,921,038$ -$ 23,921,038$ (302,821)$

TOTAL UNDESIGNATED REVENUE -$ 175,000$ -$ -$ -$ -$ -$

TOTAL REVENUES 24,245,987$ 24,226,997$ 24,223,859$ 23,921,038$ -$ 23,921,038$ (302,821)$


Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

($302,821) is Reduced from Existing Debt Costs – This adjustment is made to reflect the cost of principal, interest and administrative fees associated with long-term debt. County and School principal costs will increase by a total of $568,541; however, interest costs will decrease by ($871,362) for a net decrease in FY 16 of ($302,821).

Changes in funding for Debt Service include:

o The General Fund transfer is reduced $195,000 for FY 16. The County refunded several 2010 issued bonds. This refunding generated a yearly savings of $195,000.

o The General Fund transfer is also reduced $93,235 for FY 16, while an additional $93,235 in Lease Revenue funding is added. The County is receiving $186,471 in lease revenue from the jurisdictions supporting The New River Valley Emergency Communications Regional Authority. The Authority is being established to improve communications systems used by law enforcement and emergency personnel in the region. Based on the projected construction schedule, the Authority will move into Montgomery County’s new public safety facility in July 2015. The Authority will pay rent to the County to offset the debt service attributable to the Authority’s proportion of space in the building. $93,236 was added during the FY 15 budget.

o The County’s use of debt service fund balance decreased $175,000 as planned. In FY 2010, the County 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 was transferred each year for six years. The FY 15 transfer liquidated the remaining funds to shave the debt service peak.

o School energy bonds revenue increased $60,960. Based on the bond structure, the

schools energy savings increased as their debt service increased due to the construction of more energy efficient buildings. These savings are used to support the debt service budget for FY 16.


o The use of funds generated by the four cents of the tax rate previously set aside increased $6,993, as planned. $221,920 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. The chart below shows the use of these funds over the past six 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) Used for Debt Service in FY 12 ($1,455,683) Used for Debt Service in FY 13 ($932,223) Used for Debt Service in FY 14 ($246,417) Used for Debt Service in FY 15 ($214,927) Used for Debt Service in FY 16 ($221,920) Interest Earned $272,859 Balance for Future Years $284,069

o The planned use of debt service reserve funds decreased $774 in accordance with the debt service reserve requirements set forth in the bond indenture.


No Addenda Added


Department Description and Financial Data County Debt Service The County Debt Service budget includes principal, interest and administrative fees for all County long-term outstanding debt.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Debt Service 5,968,815$ 5,961,234$ 5,888,921$ 5,532,361$ -$ 5,532,361$ (356,560)$

School Debt Service The School Debt Service budget includes principal, interest and administrative fees for all School long-term outstanding debt.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTSchool Debt Service 18,277,172$ 18,265,763$ 18,334,938$ 18,388,677$ -$ 18,388,677$ 53,739$

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.


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTReserve Funds -$ -$ -$ -$ -$ -$ -$

MONTGOMERY COUNTY CAPITAL

Citizens


County Capital


Budget Summary


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Capital 4,331,337$ 881,063$ 700,000$ 730,000$ -$ 730,000$ 30,000$ TOTAL EXPENDITURES 4,331,337$ 881,063$ 700,000$ 730,000$ -$ 730,000$ 30,000$

EXPENDITURES BY CLASSIFICATIONPersonal Services -$ -$ -$ -$ -$ -$ -$ Operations & Maintenance -$ -$ -$ -$ -$ -$ -$ Capital Outlay 4,331,337$ 881,063$ 700,000$ 730,000$ -$ 730,000$ 30,000$ TOTAL EXPENDITURES 4,331,337$ 881,063$ 700,000$ 730,000$ -$ 730,000$ 30,000$

REVENUE BY CLASSIFICATIONTransfer from General Fund 4,331,337$ 4,331,337$ 700,000$ 730,000$ -$ 730,000$ 30,000$ Transfer from Law Library -$ -$ -$ -$ -$ -$ -$ Fund Balance/Other Revenue -$ -$ -$ -$ -$ -$ -$ Transfer to Debt Service -$ -$ -$ -$ -$ -$ -$ TOTAL DESIGNATED REVENUE 4,331,337$ 4,331,337$ 700,000$ 730,000$ -$ 730,000$ 30,000$

TOTAL UNDESIGNATED REVENUE -$ (3,450,274)$ -$ -$ -$ -$ -$

TOTAL REVENUES 4,331,337$ 881,063$ 700,000$ 730,000$ -$ 730,000$ 30,000$


Division Description 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. 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 recommended budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs recommended in the current fiscal year.

$730,000 is Included for Fire and Rescue Capital – The base budget includes $730,000 or one penny of the real estate tax rate for Fire and Rescue capital needs.


No Addenda Added


Department Description and Financial Data County Capital


Revised Actual Approved Base + Addenda = Recommended Rec. 16EXPENDITURES BY DEPARTMENTCounty Capital 4,331,337$ 881,063$ 700,000$ 730,000$ -$ 730,000$ 30,000$

Montgomery County, Va. FY2016 Proposed Budget

Documents

Transcript of Montgomery County, Va. FY2016 Proposed Budget