montgomery county, va. fy 2017 proposed budget

COUNTY OF MONTGOMERY, VIRGINIA

FISCAL YEAR 2017 PROPOSED BUDGET

BOARD OF SUPERVISORS

Christopher Tuck, Chair District B

Gary Creed, Vice Chair

District C

Annette Perkins District A

Todd King District D

Darrell Sheppard

District E

Mary Biggs District F

April DeMotts

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


March 7, 2016

Dear Chair Tuck and Members of the Board of Supervisors – I am pleased to submit for your review and consideration the proposed Fiscal Year 2016-2017 budget.

At the Strategic Planning Work Session last month, the Board agreed that the following statement

reflected your vision for our County –

“Montgomery County is a full-service inclusive community focused on the future, where citizens and businesses benefit from a diversified economy, receive excellent public services, and enjoy a superior quality of life, while sustaining and protecting the County’s natural environment and rural heritage for future generations.”

As I reflected on the Board’s vision, one phrase really stood out to me – “focused on the future.”

When it comes to strategic planning and budgeting for our County, we must work diligently to stay

“focused on the future.” During the review and preparation of this budget proposal, I encouraged

our leadership team to focus on issues important for the County’s future success, and several areas

emerged to ensure that we remain “focused on the future”:

Focus on investment in our most critical resource – our employees;

Focus on investment in our facilities and our programs;

Focus on investment in our public safety operations, including our volunteer fire and rescue operations;

Focus on investment in our public schools’ operations.

When I look back at the County’s previous budgets, it is clearly evident that the Board has been firmly

“focused on the future.” In the past several years, the County has funded the construction of two

new high schools and the renovation of a former high school for a new middle school; a new

courthouse; and renovated the former courthouse for use as a joint public safety facility and

consolidated 911 center. The funding provided by the Board to join the New River Valley Regional

Water Authority will ensure our citizens a safe and secure supply of drinking water for many years to

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come. When the new animal care and adoption facility replaces the current outdated and inadequate

structure, it will ensure our homeless dogs and cats are humanely treated for many years into the

future.

Most importantly, in the midst of staying focused on the future, the Board has strengthened the

County’s financial position, and has continued to designate funds for future capital needs for the

schools and the County. This foresight on your part will reduce the borrowing needed in future debt

issues for facilities, and also recently earned the County the second positive improvement in our bond

ratings in the past five years.

For the proposed FY 2016-17 budget, County departments (including Constitutional offices)

requested 12 new positions and $3.66 million in additional funding, an amount that does not include

increased compensation or benefits adjustments for our employees. In addition, the Sheriff requested

four of the ten dispatcher positions planned for transfer to the New River Valley Emergency

Communications Regional Authority in July 2016 be retained in his office and converted to additional

office support positions. The County schools requested $3.1 million in additional County funding,

primarily to address compensation and benefits costs for school employees. Total projected revenue

growth for the County for fiscal year 2017 is projected to be $3.1 million.

The County’s proposed budget for FY 2016-17 is $182.1 million, an increase of $5.9 million (3.3%)

from the current year. Of this amount, $78.9 million is from federal, state, and other designated funds.

The remaining $103.2 million represents County dollars not designated for a specific purpose, which

includes the projected $3.1 million in growth mentioned earlier. Proposed funding for the County’s

General Fund, net of transfers to other funds, totals $46.2 million, an increase of $1.2 million (2.6%),

while funding for the School Operating Fund, net of transfers to other funds, totals $104.1 million,

an increase from the current year of $4.0 million (4.0%). The total County budget also includes the

Debt Service Fund ($23.4 million), the School Nutrition Fund ($5.0 million), the School Capital Fund

($1.5 million), the County Capital Fund ($1.5 million), the Economic Development Authority

($380,000), and the Law Library Fund ($17,600).

I recommend that the real estate tax rate for FY 2016-17 remain at 89 cents, which represents no

change from the current fiscal year. Two cents of the 89 cent rate will continue to go to the School

Capital Fund. One cent of the real estate tax rate will be transferred to the County Capital Fund to

replace fire and rescue equipment. In addition, I am recommending a one-time additional allocation

to the County’s Capital Fund of $374,000, which equals approximately ½ cent of revenue from the

real estate tax rate, to assist our fire and rescue departments with a backlog of equipment needs. No

changes are recommended to the County’s personal property tax rates for FY 2016-17.

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The following charts show the projected revenue sources and expenditures for the County for FY

2017:

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The proposed $45.5 million in County funds for the School Operating Budget represents an increase

of $1.3 million (3%) from the current fiscal year. While the recommended budget does not fully meet

the school’s funding request, the County has increased local funding for the schools by over $9.1

million in the past five years. This increase is equivalent to 12.2 cents on the real estate tax rate, and

does not reflect the additional debt service for new schools construction or other one-time funds

provided to address capital or other school needs.

In addition to the operating budget, I am also proposing $750,000 in year-end carryover funds from

the County to be used by the school system for the purchase of school buses, school facilities repairs,

and technology upgrades as requested by MCPS. This would provide the school system with a total

of $2,060,831 in additional funding to address their FY 2016-2017 budget needs. Also, I am cautiously

optimistic that additional state funds for public education will be provided by the General Assembly,

which would further address funding needs for the schools.

This chart shows the amount of funding provided in the County budget for public education over the

past five fiscal years:

In order to remain competitive with other localities in our region, and to assist with staff retention

and recruitment, I am proposing a 3% regrade of the County’s compensation and classification plan.

This 3% increase (approximately $666,000 in additional funding) would be effective on July 1, 2016.

Montgomery County is blessed with many dedicated and caring employees, who serve each day with

dedication and a sincere desire to assist our citizens.

As I noted in my budget message last year, a study from 2014 indicated that our pay plan at the time

was, on average, 4% lower than our peer group. The same study also revealed that our department

head level positions were 11% lower than our neighboring jurisdictions. Once a new Director of

Human Resources is hired, one of his/her first tasks will be to evaluate the County’s existing

classification and compensation plan and make recommendations on how to enhance and improve

our compensation benefits to remain competitive in the marketplace and retain our talented

employees.

I am very pleased to report that, for the 3rd year in a row, the County does not anticipate an increase

in our health insurance premiums. Our employees are to be commended for their efforts in helping

minimize our health care expenses, through their participation in wellness initiatives and prudent use

of their health and prescription drug benefits.

After review and discussion by the leadership team, there was consensus to recommend the addition

of an office assistant in General Services, and an additional housekeeper to address the workload

Total Budget % Inc Education

Education Debt

Service School Capital

Education

Total % Inc

FY 2013 163,287,594$ 5% 95,927,606$ 18,573,376$ -$ 114,500,982$ 7%

FY 2014 167,602,175$ 3% 98,498,912$ 18,277,172$ 1,400,000$ 118,176,084$ 3%

FY 2015 171,823,339$ 3% 100,987,487$ 18,334,938$ 1,400,000$ 120,722,425$ 2%

FY 2016 176,250,818$ 3% 104,649,138$ 18,388,677$ 1,460,000$ 124,497,815$ 3%

FY 2017 182,106,061$ 3% 109,087,844$ 18,078,252$ 1,496,000$ 128,662,096$ 3%

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increase due to new larger facilities, such as the Public Safety Building. Many of the other position

requests were also worthy of consideration, but funding simply did not exist to include them.

Overall, the costs for the five constitutional offices total $17.8 million, a decrease of $136,749 or

0.76% from the current fiscal year, due in part to staffing changes and the transfer of 6 dispatcher

positions from the Sheriff’s Office to the New River Valley Emergency Communications Regional

Authority. For fiscal year 2016-17, local funds needed to cover the operations of these five offices

decrease to 64.9%, down from 65.3% this fiscal year. We must continue to bring to the attention of

our legislators the on-going increase in costs coupled with the reduction in state funding for these

state-mandated offices.

An additional $149,938 is included to address initiatives in the Sheriff’s office, including a new jail

transport van, body armor for the officers, and overtime funding. I have also included additional

funding of $102,230 for the continued implementation of the consolidated New River Valley

Emergency Communications Regional Authority, slated to go “live” in July 2016.

With regard to fire and rescue equipment, the one-time amount of $374,000 to address a backlog of

equipment needs is in addition to the one-cent currently set aside each year for fire and rescue capital.

The County’s fire and rescue volunteers provide a critical public safety service to our citizens, and it

is critical that they be provided with safe and reliable equipment to effectively and safely perform their

duties.

The proposed FY 2016-17 budget includes $400,000 in capital expenditures to address needs in our

parks and recreation facilities and our libraries. These facilities experience heavy usage by our citizens,

and items such as playground equipment, carpet, and wall finishes deteriorate with time. The budget

also includes $200,000 to address infrastructure upgrades for future technology in our existing County

facilities, and $52,000 in additional support to the Registrar’s office for the upcoming 2016 Presidential

election. I have also included $52,000 for increased costs related to our property and fire and rescue

insurance.

With the anticipated opening in 2017 of the new animal care and adoption building, I have included

$150,000 to begin to address the staffing and operational expenses related to the new facility.

The following chart shows the amount of funding provided for each of the major County functions

over the last five years:

For FY 2017, the County received requests for increased funds from outside agencies totaling over

$455,000 more than the current $1.7 million provided by the County. While some of these increases

Total Budget Education

Education Debt

Service

County Debt

Service Public Safety

Other

Constitutional

Officers

Other

Operations

School

Capital

FY 2013 163,287,594$ 95,927,606$ 18,573,376$ 6,044,304$ 14,322,075$ 3,374,604$ 25,045,629$ -$

FY 2014 167,602,175$ 98,498,912$ 18,277,172$ 5,968,815$ 14,906,797$ 3,479,422$ 25,071,057$ 1,400,000$

FY 2015 171,823,339$ 100,987,487$ 18,334,938$ 5,888,921$ 15,894,076$ 3,543,726$ 25,774,191$ 1,400,000$

FY 2016 176,250,818$ 104,649,138$ 18,388,677$ 5,532,361$ 16,353,012$ 3,642,013$ 26,225,617$ 1,460,000$

FY 2017 182,106,061$ 109,087,844$ 18,078,252$ 5,281,261$ 16,640,342$ 3,636,017$ 27,886,345$ 1,496,000$

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are “mandated,” other requests are to continue existing services, or to add new services. The proposed

budget does not recommend funding any new outside agencies, and only provides increased funds for

those outside agencies where funding is either mandated or needed to cover the County’s share of the

cost of services.

This proposed budget does not provide additional funding for the County’s storm water management

program. County staff continues to evaluate and develop this program, and we will be discussing with

you over the next fiscal year how best to provide the resources necessary to manage this important

(and mandated) local program.

Again this year, I express my sincere gratitude to Marc Magruder, Angie Hill, Ruth Richey, and Carol

Edmonds for their assistance with the preparation and presentation of the proposed annual budget.

Marc, Angie, and Carol spent countless hours reviewing, adjusting, and reviewing again the numbers

to ensure that the information you receive is as accurate as possible. Ruth ensures that my budget

message is clearly stated and that our presentation to you looks its very best. Thanks also go to Susan

Dickerson, who coordinates the outside agency requests, prepares many of the forms used in the

budget development process, and compiles the budget document for publication. I would not be able

to present a recommended budget to you each year without these individuals’ support.

As you review the accompanying budget information, please let me know if you have any questions

or concerns. The required public hearings on the budget and the tax rate are scheduled for Thursday,

April 7th at 6 p.m. If the Board agrees, we are scheduled to establish the real estate tax rate and adopt

the budget at a special Board of Supervisors’ meeting on Monday, April 18th. A budget work session

will be held with the Board on Monday, March 21st at 6 p.m.

Montgomery County continues to be a very diverse and growing community, and I strongly believe

that this proposed budget helps us to stay “focused on the future.” We have addressed a number of

challenges and achieved many successes in the past several years. I am very proud of our

achievements, and I am confident that FY 2016-2017 will be another year of accomplishment for our

County. Thank you for your continued leadership, and for your support.

Respectfully,

F. Craig Meadows

County Administrator

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 Classification and Compensation Plan ......................................................................... Appendix E Organization Chart ....................................................................................................... Appendix F

UNDERSTANDING THE BUDGET: MONTGOMERY COUNTY’S BUDGET PROCESS Preparation of the Annual Budget ............................................................................................... 1 FY 17 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 17 budget for General Fund totals $116.5 million, including transfers to other funds, such as the School Operating Fund. The School Operating Fund totals $104.5 million, including the transfer from the County of $45.5 million. The general government portion of the General Fund (net of transfers to other funds) totals $46.2 million and the School Operating Fund (net of transfers) totals $104.1 million. The total County budget also includes the Debt Service Fund ($23.4 million), the Law Library Fund ($17,600), the School Nutrition Fund ($5 million), funding for County Capital ($1.5 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 $182.1 million. The proposed FY 17 real estate tax rate is the same rate as was approved in the FY 16 budget. Two cents of the 89 cent rate ($1.5 million) are set-aside for new school capital construction. No other changes to the County’s existing personal property tax rates are included in the proposed budget. The FY 17 budget reflects a total increase of $5.9 million in state, federal, and local funds.

County funds provided to the School Operating Fund total $45.5 million. This is a $1.3 million increase in funding from FY 16 to FY 17. The FY 17 general government portion of the General Fund includes $1.2 million of new revenue and expenditures. These expenditures include $0.33 million for public safety needs, $0.35 million for operating increases (including two new positions in the General Services Division), $0.2 million for anticipated infrastructure improvements in the Government Center, and $0.15 million for costs associated with the new Animal Care and Adoption Facility. In addition, a 3% adjustment to the County’s Classification and Compensation scale is proposed at a cost of $0.67 million, of which 78% of the cost is covered through savings in the base budget. These expenditures, which total $1.7 million are offset by base savings of $0.5 million, resulting in a net increase of $1.2 million. Included

General Govt25%

County Capital1%Debt Service

County3%

Debt Service Schools

10%

School Operating57%

School Nutrition3%

School Capital1%

FY 17 PROPOSED BUDGET$182.1 Million

BUDGET SUMMARY


in the base savings is a decrease in the Virginia Retirement System (VRS) contribution rate from 13.11% to 11.47%, a decrease in the group life insurance rate from 1.32% to 1.31% and a decrease in unemployment insurance per position from $99 to $52. All other fringe benefit rates remain unchanged for FY 17. Costs for operations for the five constitutional officers total $17.8 million, of which local funds cover 64.9% for these offices with state and other resources covering 35.1%. In FY 16, local funds provided 65.3% of the costs with state and other resources providing 34.7%.

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. $20,000 is added for the increase costs of revenue refunds. The amount of revenue collected

in the 177 Corridor has increased, resulting in an increase in the amount the County remits to the City of Radford in accordance with the 177 Corridor Revenue Sharing Agreement.

$12,000 is added for the annual cost for a software program to automate the Board of Supervisors’ agenda management process.

$1,500 is added to increase the overtime funds for the clerk to the Board of Supervisors (BOS) due to the increase in the number of BOS meetings the Clerk is required to attend each year.

$4,402 is added to the County Administration Department to increase the funds for part-time salaries to allow administration to employ an intern for additional months throughout the year.

$4,402 is added to the Public Information Department to increase the funds for part-time salaries to allow Public Information to employ an intern throughout the year.

$3,700 is added to Emergency Services to purchase text books for a second Emergency Medical Technician (EMT) class.

$30,000 is added to the County’s insurance budget based on a 5% estimated premium increase for FY 17.

$42,500 in one-time costs are added to the Registrar’s Budget for costs associated with the 2016 Presidential Election.

$9,500 is added to the Registrar’s budget for voting machine programming costs and to lease a copier.

$20,000 is added to cover the increased cost of operating the County garage.

$2,500 is added for the one-time costs of a cash register at the Frog Pond.

BUDGET SUMMARY


$10,000 is added for mowing services at Falling Branch Corporate Park.

$400,000 is added for County capital maintenance projects including: o Huckleberry Trail Maintenance – $25,000 o Disc Golf Course Improvements – $15,000 o Playground Equipment Replacement at Mid County Park – $200,000 o Frog Pond Maintenance – $8,000 o Christiansburg, Blacksburg, Meadowbrook Library Maintenance – $152,000

Judicial Administration Judicial Administration includes Juvenile and Domestic 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. No additional funding is added for FY 17.

Clerk of 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. No additional funding is added for FY 17.

Tax Collection Tax Collection includes the Commissioner of Revenue and the Treasurer. Funding from the FY 16 to the FY 17 budget increased 3.14%.

$6,848 is added for postage cost increases in the Treasurer’s Office.

Public Safety Expenditures for Public Safety are comprised of the Sheriff’s Department and fire and rescue operations. This category increased 1.75%.

FY 16

Budget

FY 17

Budget Difference

%

Change

Commissioner of Revenue $953,566 $994,527 $40,961 4.30%

Treasurer $934,114 $952,343 $18,229 1.95%

Total $1,887,680 $1,946,870 $59,190 3.14%

FY 16

Budget

FY 17

Budget Difference

%

Change

Sheriff $14,249,551 $14,118,798 ($130,753) -0.92%

Fire and Rescue $1,373,461 $1,399,544 $26,083 1.90%

Fire and Rescue Capital $765,000 $1,157,000 $392,000 51.24%

Total $16,388,012 $16,675,342 $287,330 1.75%

BUDGET SUMMARY


Sheriff Additions:

$50,000 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. $75,000 is contained in the base budget, and with this addendum of $50,000, a total of $125,000 is available for overtime payments.

$15,725 is added to the Sheriff’s Budget to cover the one-time cost to replace body armor.

$34,000 is added to the Sheriff’s Office for overtime for deputies to supervise inmates who participate in County projects such as cleaning the animal shelter.

$50,213 is added for the one-time replacement of the County’s jail transport van, which is used for high risk and out-of-county transports.

($266,440) and 6 FTE are reduced from the Dispatching budget and transferred to the New River Valley Emergency Communications Regional Authority – The Authority was created to centralize four Public Safety Answering Points (PSAPs) into one consolidated operation. Centralized operations are scheduled to begin on July 1, 2016. The Sheriff’s Office PSAP maintained 8 County funded positions, one position funded from the Wireless grant and one position funded through the Compensation Board in Division -310. Due to the administrative duties that will remain in the Sheriff’s Office, the Sheriff requested that the Sheriff’s Office be allowed to retain 4 positions of these dispatcher positions to assist with these duties. To address the Sheriff’s request, 3 County funded positions totaling $177,638 are retained in this Division within the Support Services budget. In addition, one Compensation Board position funded in Division 310 is also retained to address these administrative needs.

The Sheriff’s Office is supported with $4.5 million in state/other designated funds or 32% of the Sheriff’s total budget. Local funds provide $9.6 million or 68% of the Sheriff’s total budget. The chart below shows the amount of local funding provided for the Sheriff’s office over the past 11 fiscal years.

$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 16

FY 17Sheriff's Office Local Funding

BUDGET SUMMARY


Fire and Rescue Additions: $22,000 is added to fire and rescue basic insurance and incentives needs.

$1,302 is added for Fire and Rescue ongoing operations. After the Fire and Rescue

Commission distributed $70,852 in base funding to cover fire and rescue recurring and one-time budget requests for FY 17, an additional $1,302 was required to meet the operating needs of all of the departments for FY 17.

$1,200 is added for the maintenance costs of the County’s new Fire and Rescue Training Center.

$3,000 is added for training funds for the County’s new Fire and Rescue Training Center.

$374,000 or an additional ½ penny of the real estate tax rate in one-time only funding is added for Fire and Rescue capital for FY 17.

General Services The General Services function consists of Solid Waste Removal, Maintenance of Buildings and Grounds, Animal Control. Highlights include: $35,635 is added for a housekeeper (one additional FTE) to address the workload increase

due to new larger facilities, such as the Public Safety Building.

$42,618 is added for an office assistant (one additional FTE) to support the administrative functions of the General Services Division.

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. No additional funding added for FY 17.

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 $8 million. Of the total amount budgeted for Health and Welfare, 66.7% 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 Classification and Compensation Plan. Funding for Human Services and the Health Department provides 12.2% of the total in this category. The remaining funds support services through the Comprehensive Services Act (CSA), of which County dollars represent 21.1% of the total funding.

BUDGET SUMMARY


$35,569 is added for local match requirements of the Public Health Budget. The Health

Department received ongoing state funding to support $87,340. $51,771 was transferred from Special Contingencies in the base budget, requiring an additional $35,569 to cover local match requirement for FY 17. 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 added based on actual funding in FY 16 and based on anticipated funding for FY 17.

Education The Montgomery County Public Schools’ total School Operating Fund increased by $4 million. County funding in the FY 17 budget totals $45.5 million. This is an increase in County funding of $1.3 million from FY 16 to FY 17. 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 17. Regional Library The Regional Library accounts for 4.16% of the general government portion of the County General Fund budget, with funding of $1.9 million. The chart below shows the funding for the Regional Library over the past 11 fiscal years.

$6,029 is added for maintenance costs of the Library’s Integrated Library System (ILS).

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.

FY 16 Budget FY 17 Budget Difference % Change

Comprehensive Services Act $1,651,969 $1,651,969 $0 0.00%

Human Services $389,524 $377,837 ($11,687) -3.00%

Public Health $493,266 $580,606 $87,340 17.71%

Social Services $5,479,825 $5,230,700 ($249,125) -4.55%

Total $8,014,584 $7,841,112 ($173,472) -2.16%

$1,400,000

$1,500,000

$1,600,000

$1,700,000

$1,800,000

$1,900,000

$2,000,000

FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

Fiscal Year

BUDGET SUMMARY


($561,525) is reduced from existing debt to reflect the cost of principal, interest, and administrative fees associated with long-term debt. This reduction was more than anticipated as the County refunded a portion of the 2008 bond issuance in FY 16.

o Anticipated decrease ($120,598) o Additional decrease due to refunding ($440,927)

Total decrease ($561,525)

Changes in the funding sources from FY 16 to FY 17: o Debt service reserve – no dollars available ($149,026) o Tax rate set aside ($221,920) o General fund savings ($190,579)


Debt Service Reserve The 2008 bond indenture required a debt service reserve, a portion of which was to be used each year to offset debt service cost. The refunding allowed the release of the debt service reserve. Because the reserve no longer exists, the use of debt service reserve is no longer available.

Tax Rate Set Aside In prior years, the County earmarked 4 cents of the tax rate for new school construction. The balance of these funds is $285,490. These funds will be needed to shave the debt service peak in future years, therefore, none are included in the FY 17 budget.

General Fund Savings

Schools $116,659 County $73,920

Total savings $190,579

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. $462,000 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 $462,000 provides approximately 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.

$4,000 is added to cover the cost for Mountain Valley Charitable Foundation to mow the

Shawsville Middle School athletic fields.

BUDGET SUMMARY


$50,000 is added to fund an inmate work crew initiative, should the Board decide to implement this plan.

$630,000 is added for a 3% compensation scale adjustment effective July 1, 2016.

$36,000 is added for a 3% adjustment for part-time non-classified positions.

$150,000 is added to cover costs associated with operating the new Animal Care and Adoption Center.

$9,000 is added for software upgrades to improve the County’s economic development website.

$200,000 is added for infrastructure improvements to the County’s Government Center building.

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

BUDGET SUMMARY

APPENDIX A

Revenues By Type General Fund Law Library School Operating School Cafeteria School Capital County Capital Debt Service EDA Transfers Grand Total

General Property Taxes 89,931,999$ -$ -$ -$ -$ -$ -$ -$ -$ 89,931,999$

Other Local Taxes 12,679,899$ -$ -$ -$ -$ -$ -$ -$ -$ 12,679,899$

Other Undesignated Revenues 608,188$ -$ -$ -$ -$ -$ -$ -$ -$ 608,188$

Designated Revenues 13,280,635$ 15,000$ 58,944,568$ 5,029,272$ -$ -$ 1,613,900$ -$ -$ 78,883,375$

Fund Balance -$ 2,600$ -$ -$ -$ -$ -$ -$ -$ 2,600$

Transfers In -$ -$ 45,522,664$ -$ 1,496,000$ 1,557,000$ 21,745,613$ 380,000$ (70,701,277)$ -$

Total 116,500,721$ 17,600$ 104,467,232$ 5,029,272$ 1,496,000$ 1,557,000$ 23,359,513$ 380,000$ (70,701,277)$ 182,106,061$

Expenditures By Type General Fund Law Library School Operating School Cafeteria School Capital County Capital Debt Service EDA Transfers Grand Total

General Govt. Admin. 6,035,472$ -$ -$ -$ -$ -$ -$ -$ -$ 6,035,472$

Planning and Economic Development 1,026,513$ -$ -$ -$ -$ -$ -$ -$ -$ 1,026,513$

Parks and Recreation 1,073,298$ -$ -$ -$ -$ -$ -$ -$ -$ 1,073,298$

Library 1,922,348$ -$ -$ -$ -$ -$ -$ -$ -$ 1,922,348$

Other Agencies 2,043,152$ -$ -$ -$ -$ -$ -$ -$ -$ 2,043,152$

Health and Welfare 7,463,275$ -$ -$ -$ -$ -$ -$ -$ -$ 7,463,275$

General Services 4,870,675$ -$ -$ -$ -$ -$ -$ -$ -$ 4,870,675$

Engineering and Regulatory Compliance 661,665$ -$ -$ -$ -$ -$ -$ -$ -$ 661,665$

Public Safety 15,518,342$ -$ -$ -$ -$ -$ -$ -$ -$ 15,518,342$

Judicial Administration 1,910,494$ -$ -$ -$ -$ -$ -$ -$ -$ 1,910,494$

Tax Collections 2,141,870$ -$ -$ -$ -$ -$ -$ -$ -$ 2,141,870$

Contingencies 1,541,000$ -$ -$ -$ -$ -$ -$ -$ -$ 1,541,000$

Subtotal Gen Gvt Portion of General Fund 46,208,104$ -$ -$ -$ -$ -$ -$ -$ -$ 46,208,104$

Law Library -$ 17,600$ -$ -$ -$ -$ -$ -$ -$ 17,600$

Education 45,522,664$ -$ 104,058,572$ 5,029,272$ -$ -$ -$ -$ (45,522,664)$ 109,087,844$

School Capital 1,496,000$ -$ -$ -$ 1,496,000$ -$ -$ -$ (1,496,000)$ 1,496,000$

County Capital 1,557,000$ -$ -$ -$ -$ 1,557,000$ -$ -$ (1,557,000)$ 1,557,000$

Debt Service 21,336,953$ -$ 408,660$ -$ -$ -$ 23,359,513$ -$ (21,745,613)$ 23,359,513$

EDA 380,000$ -$ -$ -$ -$ -$ -$ 380,000$ (380,000)$ 380,000$

Total 116,500,721$ 17,600$ 104,467,232$ 5,029,272$ 1,496,000$ 1,557,000$ 23,359,513$ 380,000$ (70,701,277)$ 182,106,061$

All Funds Budget FY 2017

BUDGET SUMMARY

APPENDIX B

FY 15 FY 15 FY 16 FY 16

DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $ % $ %

REVENUE SHARING 175,000 169,900 175,000 175,000 175,000 20,000 195,000 20,000 11% 20,000 11%

BOARD OF SUPERVISORS 274,284 224,253 249,794 300,980 253,259 12,000 265,259 15,465 6% (35,721) -12%

COUNTY ADMINISTRATION 1,956,542 1,860,161 1,621,060 2,006,566 1,650,473 14,004 1,664,477 43,417 3% (342,089) -17%

COUNTY ATTORNEY 261,898 255,746 270,459 271,584 275,937 - 275,937 5,478 2% 4,353 2%

FINANCIAL & MANAGEMENT SERVICES 1,064,758 1,033,711 1,080,643 1,091,043 1,084,057 - 1,084,057 3,414 0% (6,986) -1%

INSURANCE 353,962 202,014 227,962 227,962 227,962 30,000 257,962 30,000 13% 30,000 13%

INFORMATION TECHNOLOGY 1,932,548 1,418,685 1,456,154 1,788,730 1,447,195 - 1,447,195 (8,959) -1% (341,535) -19%

COMMISSIONER OF REVENUE-COMP 569,360 568,304 578,940 578,940 577,295 - 577,295 (1,645) 0% (1,645) 0%

ASSESSMENT - COUNTY 410,613 373,342 374,626 426,862 417,232 - 417,232 42,606 11% (9,630) -2%

REASSESSMENT 297,978 270,371 - - - - - - - - -

TREASURER - COMP BD 606,500 596,611 608,777 608,777 493,603 - 493,603 (115,174) -19% (115,174) -19%

COLLECTIONS - COUNTY 345,465 342,604 325,337 333,987 451,892 6,848 458,740 133,403 41% 124,753 37%

ELECTORAL BOARD 558,204 544,939 445,639 456,840 360,318 52,000 412,318 (33,321) -7% (44,522) -10%

INTERNAL SERVICES 259,612 227,910 322,072 384,319 322,130 20,000 342,130 20,058 6% (42,189) -11%

COMMONWEALTH ATTORNEY 1,165,304 1,076,517 1,046,846 1,175,944 1,068,832 - 1,068,832 21,986 2% (107,112) -9%

CIRCUIT COURT 176,632 169,579 176,459 179,948 174,112 - 174,112 (2,347) -1% (5,836) -3%

GENERAL DISTRICT COURT 22,231 17,295 21,711 24,486 21,711 - 21,711 - 0% (2,775) -11%

J & D RELATIONS COURT 22,005 11,040 20,524 21,378 20,524 - 20,524 - 0% (854) -4%

MAGISTRATE 5,000 4,083 5,000 5,364 5,000 - 5,000 - 0% (364) -7%

CIRCUIT COURT CLERK 708,887 700,105 707,487 707,487 620,315 - 620,315 (87,172) -12% (87,172) -12%

SHERIFF - COMP BOARD 7,229,780 7,185,413 7,298,168 7,298,168 7,278,378 - 7,278,378 (19,790) 0% (19,790) 0%

SHERIFF - COUNTY 7,141,561 6,063,515 6,951,383 7,479,394 6,956,922 (116,502) 6,840,420 (110,963) -2% (638,974) -9%

FIRE & RESCUE 1,446,941 1,286,041 1,373,461 1,455,001 1,372,042 27,502 1,399,544 26,083 2% (55,457) -4%

ANIMAL CONTROL & ADOPTION CENTER - - - 50,000 - - - - - (50,000) -100%

GENERAL SERVICES 4,731,659 4,346,031 4,822,222 4,986,726 4,792,422 78,253 4,870,675 48,453 1% (116,051) -2%

ENGINEERING & REGULATORY COMP. 862,016 674,181 674,202 869,469 661,665 - 661,665 (12,537) -2% (207,804) -24%

COMPREHENSIVE SERVICES ACT 1,651,969 926,816 1,651,969 1,651,969 1,651,969 - 1,651,969 - 0% - 0%

HUMAN SERVICES 441,422 385,437 389,524 406,346 377,837 - 377,837 (11,687) -3% (28,509) -7%

PUBLIC HEALTH 503,938 503,938 493,266 567,846 545,037 35,569 580,606 87,340 18% 12,760 2%

SOCIAL SERVICES 5,587,361 5,338,717 5,479,825 5,515,715 5,230,700 - 5,230,700 (249,125) -5% (285,015) -5%

PARKS & RECREATION 1,067,799 970,542 1,065,804 1,127,834 1,070,798 2,500 1,073,298 7,494 1% (54,536) -5%

REGIONAL LIBRARY 1,998,807 1,853,954 1,931,766 2,099,815 1,916,319 6,029 1,922,348 (9,418) 0% (177,467) -8%

PLANNING & GIS 737,459 559,063 636,410 819,665 643,905 - 643,905 7,495 1% (175,760) -21%

ECONOMIC DEVELOPMENT 624,747 623,860 379,987 480,637 372,608 10,000 382,608 2,621 1% (98,029) -20%

OTHER AGENCIES 1,639,513 1,618,946 1,664,328 1,669,068 1,664,328 378,824 2,043,152 378,824 23% 374,084 22%

CONTINGENCIES - GENERAL 216,649 - 424,000 383,451 424,000 38,000 462,000 38,000 - 78,549 20%

CONTINGENCIES - SPECIAL 76,519 - 198,937 147,166 - 1,079,000 1,079,000 880,063 442% 931,834 633%

ADJUSTMENTS (91,700) (65,704) (91,700) (91,700) (91,700) - (91,700) - 0% - 0%

TRANSFER TO SCHOOL OPERATING 45,094,072 41,395,171 44,211,833 48,163,883 44,211,833 1,310,831 45,522,664 1,310,831 3% (2,641,219) -5%

TRANSFER TO DEBT SERVICE 21,815,767 21,695,322 21,527,532 21,527,532 21,336,953 - 21,336,953 (190,579) -1% (190,579) -1%

TRANSFER TO SCHOOL CAPITAL 1,474,700 1,474,700 1,460,000 2,162,931 1,496,000 - 1,496,000 36,000 2% (666,931) -31%

TRANSFER TO THE EDA 380,000 279,038 380,000 380,000 380,000 - 380,000 - 0% - 0%

TRANSFER TO COUNTY CAPITAL 1,448,306 1,448,306 765,000 1,102,728 783,000 774,000 1,557,000 792,000 104% 454,272 41%

TOTAL GENERAL FUND 117,246,068$ 108,630,455$ 113,402,407$ 121,019,841$ 112,721,863$ 3,778,858$ 116,500,721$ 3,098,314$ 2.7% (4,519,120)$ -3.7%

GEN. GOVT PORTION OF THE GENERAL FUND 47,033,223$ 42,337,918$ 45,058,042$ 47,682,767$ 44,514,077$ 1,694,027$ 46,208,104$ 1,150,062$ 2.6% (1,474,663)$ -3.1%

Recommended Over FY 16 Approved Over FY 16 Appropriated


RECAP OF EXPENDITURES BY DIVISION

FISCAL YEAR 2017

FY 17 Inc/(Dec) FY 17 Rec. Inc/(Dec) FY 17 Rec.

Page 1

FY 15 FY 15 FY 16 FY 16

DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $ % $ %

LAW LIBRARY FUND 17,600$ 12,867$ 17,600$ 17,600$ 17,600$ -$ 17,600$ - 0% - 0%

SCHOOL OPERATING FUND 100,876,433$ 97,699,130$ 100,505,755$ 104,457,805$ 103,156,401$ 1,310,831$ 104,467,232$ 3,961,477 4% 9,427 0%

SCHOOL NUTRITION FUND 4,286,867$ 4,024,458$ 4,552,043$ 4,552,043$ 5,029,272$ -$ 5,029,272$ 477,229 10% 477,229 10%

SCHOOL CAPITAL 1,689,627$ 2,140,675$ 1,681,920$ 2,384,851$ 1,496,000$ -$ 1,496,000$ (185,920) - (888,851) -

COUNTY CAPITAL 1,448,306$ 1,093,087$ 765,000$ 1,102,728$ 783,000$ 774,000$ 1,557,000$ 792,000 104% 454,272 41%

DEBT SERVICE FUND 24,223,859$ 24,199,955$ 23,921,038$ 23,921,038$ 23,359,513$ -$ 23,359,513$ (561,525) -2% (561,525) -2%

EDA 380,000$ 279,038$ 380,000$ 380,000$ 380,000$ -$ 380,000$ - 0% - 0%

GRAND TOTAL ALL FUNDS (INC TRANSFERS) 250,168,760$ 238,079,665$ 245,225,763$ 257,835,906$ 246,943,649$ 5,863,689$ 252,807,338$ 7,581,575$ 3.1% (5,028,568)$ -2.0%

INTERFUND TRANSFERS (70,775,472)$ (66,640,237)$ (68,974,945)$ (73,967,654)$ (68,616,446)$ (2,084,831)$ (70,701,277)$ (1,726,332) 2.5% 3,266,377 -4.4%

GRAND TOTAL EXCLUDING TRANSFERS 179,393,288$ 171,439,428$ 176,250,818$ 183,868,252$ 178,327,203$ 3,778,858$ 182,106,061$ 5,855,243 3.3% (1,762,191) -1.0%

Over FY 16 AppropriatedRecommended Over FY 16 Approved

FY 17 Inc/(Dec) FY 17 Rec.

FISCAL YEAR 2017

Inc/(Dec) FY 17 Rec.


RECAP OF EXPENDITURES BY DIVISION

Page 2

BUDGET SUMMARY

APPENDIX C

Approved Approved Approved Approved Approved Approved Proposed Proposed Proposed

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

FY 15 FY 15 FY 15 FY 16 FY 16 FY 16 FY 17 FY 17 FY 17

110 County Administration 5.00 0.50 5.50 5.00 0.50 5.50 5.00 0.50 5.50

110 Emergency Services 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00

110 Human Resources 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00

110 Public Information Office 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00

120 County Attorney 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50

130 Finance Department 9.00 0.50 9.50 9.00 0.50 9.50 9.00 0.50 9.50

130 Purchasing 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00

140 Information Technology 9.00 0.50 9.50 9.00 0.50 9.50 9.00 0.50 9.50

150 Commissioner of Revenue 8.00 0.00 8.00 8.00 0.00 8.00 8.00 0.00 8.00

152 Assessment 5.00 0.00 5.00 5.00 0.00 5.00 6.00 0.00 6.00

160 Treasurer 8.00 0.00 8.00 8.00 0.00 8.00 6.00 0.00 6.00

162 Treasurer- Collections 4.00 0.00 4.00 4.00 0.00 4.00 6.00 0.00 6.00

170 Registrar/Electoral Board 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00

180 Internal Services-Garage 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00

200 Commonwealth Attorney 11.00 0.00 11.00 11.00 0.00 11.00 11.00 0.00 11.00

210 Circuit Court 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00

250 Clerk of Circuit Court 10.00 0.00 10.00 10.00 0.00 10.00 10.00 0.00 10.00

310 Sheriff-State 100.00 1.00 101.00 100.00 1.00 101.00 100.00 1.00 101.00

320 Sheriff-County 26.00 3.50 29.50 26.00 3.50 29.50 20.00 3.50 23.50

400 General Services Administration 2.00 0.00 2.00 2.00 0.00 2.00 3.00 0.00 3.00

400 Animal Control 3.00 1.25 4.25 3.00 1.25 4.25 3.00 1.25 4.25

400 Building & Grounds 7.00 0.00 7.00 7.00 0.00 7.00 7.00 0.00 7.00

400 Housekeeping 9.00 1.00 10.00 9.00 1.00 10.00 10.00 1.00 11.00

400 Lawns and Landscaping 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00

400 Litter Control 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00

400 Solid Waste Collections 5.00 9.60 14.60 5.00 9.60 14.60 5.00 9.00 14.00

420 Stormwater Management 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00

420 Inspections 5.00 0.00 5.00 5.00 0.00 5.00 5.00 0.00 5.00

520 Human Services 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00

520 RSVP 2.00 0.50 2.50 2.00 0.50 2.50 2.00 0.50 2.50

540 Social Services 63.00 0.00 63.00 63.00 0.00 63.00 63.00 0.00 63.00

700 Parks & Recreation 8.00 0.00 8.00 9.00 0.00 9.00 9.00 0.00 9.00

710 Regional Library 16.00 4.00 20.00 16.00 3.25 19.25 17.00 2.00 19.00

800 Planning 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00

800 GIS 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00

810 Economic Development 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00

TOTAL 349.00 22.85 371.85 350.00 22.10 372.10 348.00 20.25 368.25

Summary of Authorized Full Time or Full Time Equivalent Positions

BUDGET SUMMARY

APPENDIX D

Mobile Homes<1%

Merch Capital1%

Delinquent2%

Business F&F2%

Mach &Tools1%

Other2%

Sales Tax5%

Personal Prop8%

Real Estate36%

Designated $'s43%

Where It Comes FromFY 2017 Proposed Budget$182.1 Million

Law Library<1% General Fund

25%

County Capital1%

Debt Service ‐ County3%

Debt Service ‐ Schools10%

All School Funds61%

Where It GoesFY 2017 Proposed Budget$182.1 Million

Mobile Homes<1%

Merch Capital1%

Delinquent3%

Business F&F3%

Mach &Tools2% Other

4% Sales Tax9%

Personal Prop14%

Real Estate64%

Undesignated Revenue$103.2 Million

General Govt. Admin.5%

Planning and Economic Development

1%

Parks and Recreation1% Library

2%

Other Agencies2%

Health and Welfare6%

General Services4%

Engineering and Regulatory Compliance

1%

Public Safety13%

Judicial Administration2%

Tax Collections2% Contingencies

1%

Law Library<1%

Education39%

School Capital1%

County Capital1%

Debt Service18%

EDA<1%

General FundFY 2017 Proposed Budget$116.5 Million

General Govt. Admin.13%

Planning and Economic Development

2%

Parks and Recreation2%

Library4%

Other Agencies4%

Health and Welfare16%

General Services11% Engineering and

Regulatory Compliance 2%

Public Safety34%

Judicial Administration4%

Tax Collections5%

Contingencies3%

General Government FunctionsFY 2017 Proposed Budget$46.2 million

County Administration28%

Board of Supervisors4%

Registrar/Electoral Board7%

Human Services6% Internal Services

4%

Insurance4%

Information Technology24%

Financial and Management Services

18%

County Attorney5%

General Government AdministrationFY 2017 Proposed Budget$6.0 million

0

10

20

30

40

50

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Dolla

rsMi

llions

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

County Funding for Schools

School Operating94%

School Cafeteria5%

School Capital1%

School FundsFY 2017 Proposed Budget$110.6 million

BUDGET SUMMARY

APPENDIX E

PROPOSED FY17 CLASSIFICATION AND COMPENSATION PLAN - FULL-TIMECOUNTY OF MONTGOMERY

Grade Minimum Market Maximum ClassCodeClassTitle

UNIFIED105 $21,362 $27,130 $33,111

0401CUSTODIAN

107 $23,552 $29,911 $36,505

0708COOK

108 $24,729 $31,407 $38,330

0701LABORER

8510SOCIAL WORK ASSISTANT I

109 $25,966 $32,976 $40,247

0803MAINTENANCE WORKER

0801PUBLIC FACILITIES MAINTENANCE WORKER

8300SOCIAL WORK ASSISTANT II

0703UTILITY OPERATOR IV

110 $27,264 $34,626 $42,260

0800DSS AIDE

1303LIBRARY SERVICE SPECIALIST

0802OFFICE ASSISTANT

111 $28,628 $36,357 $44,372

0907ASSISTANT REGISTRAR

1007CUSTOMER SERVICE REPRESENTATIVE

0903DEPUTY COURT CLERK

1103LIBRARY TECHNICIAN

1001PUBLIC INFORMATION SPECIALIST

0905SANITATION EQUIPMENT OPERATOR

0904SENIOR OFFICE ASSISTANT

0901TAX TECHNICIAN

0906UTILITY EQUIPMENT OPERATOR

0910UTILITY OPERATOR III

112 $30,540 $38,175 $48,864

1105ANIMAL CONTROL OFFICER

1102CUSTODIAL SUPERVISOR

1120MAINTENANCE CREW LEADER

MAINTENANCE CREW LEADER - PARKS

1002MAINTENANCE MECHANIC/CARPENTER

1003SENIOR DEPUTY COURT CLERK

SENIOR TAX TECHNICIAN

113 $32,067 $40,083 $51,307

8910ELIGIBILITY WORKER

1605HUMAN RESOURCES TECHNICIAN

1101PROGRAM ASSISTANT

1008PSA CREW LEADER

1201TAX SPECIALIST

1205UTILITY OPERATOR II

114 $33,671 $42,088 $53,872

DIGITAL SERVICES SPECIALIST

1100DISPATCH SUPERVISOR

1204MECHANIC

115 $35,354 $44,192 $56,566

1006DEPUTY ASSISTANT REGISTRAR

8610ELIGIBILITY INTAKE WORKER

8011FRAUD INVESTIGATOR

1401LEGAL ASSISTANT

MULTI-MEDIA SPECIALIST



116 $37,121 $46,402 $59,394

1512COURT CLERK SUPERVISOR

1507DEPUTY

9050EMPLOYMENT SERVICES WORKER

8100FAMILY SERVICES SPECIALIST

1300PROCUREMENT TECHNICIAN

PSA MAINTENANCE SUPERVISOR

RSVP COORDINATOR

8810SENIOR ELIGIBILITY WORKER

1301SENIOR PROGRAM ASSISTANT

1500UTILITY OPERATOR I

117 $38,977 $48,722 $62,364

1505ACCOUNTANT

1711ASSISTANT BRANCH LIBRARY SUPERVISOR

1700BENEFITS COORDINATOR

1602BUILDING INSPECTOR

1604COMPUTER TECHNOLOGY SPECIALIST

LIBRARY PROGRAMS COORDINATOR

1601SECRETARY TO THE BOARD

1501TAX SUPERVISOR

2202TECHNOLOGY SUPPORT SPECIALIST

118 $40,926 $51,158 $65,482

9370ADMINISTRATIVE MANAGER

1710BRANCH LIBRARY SUPERVISOR

1702CHIEF ANIMAL CONTROL OFFICER

9110ELIGIBILITY SUPERVISOR

1715LIBRARY ACQUISITION MANAGER

2500LIBRARY BUSINESS MANAGER

1701MAINTENANCE MANAGER

1703MASTER DEPUTY

1603RECREATION PROGRAM SUPERVISOR

119 $42,973 $53,716 $68,757

1705ASSISTANT COUNTY ASSESSOR

1801ASSISTANT TO CO ADMINISTRATOR

8710CHILD PROTECTIVE SERVICES WORKER

1713DEPUTY - LIDS

1704GIS ANALYST

1718MASTER DEPUTY TREASURER

1900PAYROLL SUPERVISOR

1709WATER OPERATIONS SPECIALIST

120 $45,121 $56,402 $72,194

ADMINISTRATIVE SUPERVISOR

8200FAMILY SERVICES SUPERVISOR

2502LIBRARY SERVICES MANAGER

1805LIBRARY YOUTH SERVICES MANAGER

1803PLANNER-COMPREHENSIVE AND DEVELOPMENT

121 $48,543 $59,222 $78,638

CHILD PROTECTIVE SERVICES SUPERVISOR

1806DEPUTY/INVESTIGATOR

1200DEPUTY-EMT

9150EMPLOYMENT SERVICES MANAGER

2002SERGEANT

1706WASTEWATER MANAGER



122 $50,970 $62,183 $82,571

2001ASSISTANT GENERAL SERVICES MANAGER

BUSINESS AUDITOR

2206LIBRARY SYSTEMS ADMINISTRATOR

0000PSA COORDINATOR

123 $53,518 $65,292 $86,699

2302BUILDING OFFICIAL

0001HVAC TECHNICIAN

2100PROJECT MANAGER - ECONOMIC DEVELOPMENT

2203PSA ENGINEER

2406SENIOR IT APPLICATIONS SPECIALIST

124 $56,194 $68,557 $91,034

1240CHIEF DEPUTY CLERK OF CIRCUIT COURT

2102CHIEF DEPUTY COM OF REVENUE

2101CHIEF DEPUTY TREASURER

2401COUNTY ASSESSOR

2103FINANCE MANAGER

2204LIEUTENANT

2104PROCUREMENT MANAGER

2207SENIOR SYSTEMS ENGINEER

125 $59,004 $71,985 $95,586

2303GIS MANAGER

2405PLANNING AND ZONING ADMINISTRATOR

126 $61,953 $75,583 $100,365

2305ASSISTANT COMMONWEALTH ATTORNEY

2501CAPTAIN

2306LEAD SYSTEMS ENGINEER

2400MASTER CHIEF DEPUTY TREASURER

WEB ARCHITECT

127 $66,135 $79,363 $109,123

2000SYSTEM ARCHITECT

128 $69,424 $83,331 $114,580

2800CHIEF DEPUTY COMMONWEALTH ATTORNEY

2804CHIEF DEPUTY SHERIFF

EXECUTIVE223 $54,410 $65,292 $89,777

2208EMERGENCY SERVICES COORDINATOR

2201HUMAN SERVICES DIRECTOR

224 $57,130 $68,557 $94,266

2402PUBLIC INFORMATION DIRECTOR

226 $62,987 $75,583 $103,927

2005BUDGET MANAGER

2301GENERAL REGISTRAR

228 $69,443 $83,331 $114,580

2803COMMISSIONER OF THE REVENUE

2802COUNTY TREASURER

2404LIBRARY DIRECTOR

2601PARKS & RECREATION DIRECTOR

9570SOCIAL SERVICES DIRECTOR



229 $72,915 $87,497 $120,309

GENERAL SERVICES DIRECTOR

2903HUMAN RESOURCE DIRECTOR

2805PLANNING DIRECTOR

230 $76,560 $91,872 $126,324

ENGINEERING AND REGULATORY COMPLIANCE DIRECTOR

3001ECONOMIC DEVELOPMENT DIRECTOR

3002FINANCIAL & MANAGEMENT SERVICES DIRECTOR

INFORMATION TECHNOLOGY DIRECTOR

235 $97,712 $117,255 $161,226

3503CLERK OF CIRCUIT COURT

DEPUTY COUNTY ADMINISTRATOR

3202SHERIFF

237 $107,728 $129,273 $177,751

3203SHERIFF - CAREER DEVELOPMENT

239 $118,770 $142,524 $195,971

COMMONWEALTH'S ATTORNEY

PROPOSED FY17 CLASSIFICATION AND COMPENSATION PLAN - PART-TIME

COUNTY OF MONTGOMERY

Grade Minimum Market Maximum Class Title

UNIFIED

104PT $9.26 $11.75 $14.34 SITE ATTENDANT

105PT $9.72 $12.35 $15.07 ANIMAL CONTROL AIDE

CUSTODIAN

VAN DRIVER

107PT $10.71 $13.61 $16.60 COOK

110PT $12.40 $15.75 $19.23 LIBRARY SERVICE SPECIALIST

115PT $16.09 $20.10 $25.73 CHILDREN'S PROGRAM SPECIALIST

116PT $16.88 $21.10 $27.02 DEPUTY

117PT $17.74 $22.16 $28.37 ACCOUNTANT

BUDGET SUMMARY

APPENDIX F

County Citizens

Elected Officials

Clerk of Circuit Court Commissioner of Revenue Commonwealth Attorney Sheriff Treasurer

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

Board of

Supervisors

Economic

Development

School Board

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

Commission

Other Agencies

Public Service

Authority (PSA)

General Gov’t

Debt Service

Courts

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

Insurance Internal

Services

Planning and

GIS Services

Public

Information


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

Registrar/

Electoral Bd.

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 2017 Budget Calendar is as follows (some changes may occur during the process):

Fiscal Year 2017 Budget Calendar

DATE TIME ACTIVITY

January 2016 11 25

7:15 PM 7:15 PM

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

February 2016 8

7:15 PM

Presentation of school budget, Budget work session.

March 2016 7 21

6:00 PM 6:00 PM

Presentation of the FY 2017 Proposed Budget, Budget work session Budget work session; establish advertised tax rate and advertised budget.

April 2016 7 18

6:00 PM 7:15 PM

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

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 2017 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 16 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 2017 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 15 Revised Budget

FY 15 Actual Budget

FY 16 Approved Budget

FY 17 Base Budget

FY 17 County Administrator’s Recommended Addenda

FY 17 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.

http://www.montva.com/

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 17

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 assessed value as of January 1, 2015 and estimated increases from new construction. From January 1, 2015 to January 1, 2016, assessed values are estimated to increase $137 million. Growth from January 1, 2016 to January 1, 2017 is estimated to increase $100 million.

Personal property tax collections are based on the 2015 tax book, which is the most recent documentation of assessment values. From this data, the 2016 values are estimated. In addition, prior year collection rates are used as predictors of future year collections. The rate of collection in FY 15 and FY 16 is used to estimate the rate of collection in FY 17. The 2017 personal property book will not be issued until at least September 1, 2016, which is in FY 17. 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. These decreases resulted in limited economic growth. Growth for the future looks more promising. While housing starts are still down from prior years, the County is beginning to see improvement – especially in the area of commercial development. County revenue growth, while still limited, indicates the economy is stabilizing.

On January 1, 2016, the County began the process of prorating personal property for motor vehicles. Under the former method of assessment, motor vehicles property assessments were based on the value of vehicles owned on January 1 of each year. The value of the vehicle(s) owned on that date was reported on the September 1 personal property book. Any changes after that January 1 date did not become effective for taxing purposes until the next year. By prorating motor vehicle values, changes that occur after the January 1 date become effective in the current tax year and appear on the September 1 book (or as a supplement or abatement to the book after September 1 for the remainder of the year). By changing to this new method of assessment, the County is projecting to receive an additional $1 million in revenue growth for FY 17.

In FY 15, several revenue categories exceeded projections, while several fell short of the projected estimates. In FY 16, revenue collections to date appear to be consistent with the budget targets. For FY 17, the County projects an increase of approximately $3.1 million in total undesignated revenue. Nearly 1/3 of this increase -- $1 million -- is associated with the



proration of motor vehicle values. Normal yearly motor vehicle growth provides an additional $0.3 million for a total of $1.3 million in new revenue for personal property. New real estate construction is estimated to provide a $1.3 million increase in real property revenue. Increased sales tax collections are estimated to provide $0.2 million; and all remaining categories of undesignated revenue provide an additional $0.3 million. Designated revenues are estimated to remain relatively flat – with a slight decrease of $0.02 million. Given current economic conditions, revenue growth for FY 17 is expected to reach $3.1 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 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. In 2011, 2012, 2013, 2014, and 2015, the rate decreased to 8.9%, 8.1%, 7.4%, 6.2%, and 5.3%. Comparing the latest information, the unemployment rate for January 2016 was 4.9%, down from 5.7% in January 2015. This percentage 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 rate could drop as low as 4.6% by year-end 2016.

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 2.0% in the third quarter of 2015. For the fourth quarter, the rate increased by 0.7%. Analysts expect the economy to grow by 2.5% for 2016.

The Consumer Price Index (CPI) is a measure of inflation. In 2006, the percentage change (inflation rate) for the CPI was 3.2%. Over the past nine years, the CPI has averaged 2.0%. For 2014 and 2015, the rate was 1.6% and 0.1% 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, even though housing starts lost some momentum entering 2016. According to the National Association of Home Builders, housing starts remain at levels that are consistent with an improving and stabilizing 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 2016.

National auto sales show positive gains which should translate into local growth in the upcoming year. Auto sales in the US set a record in 2015 with 17.5 million units sold, a 5.7% increase over the prior year. Based on the latest data, forecasters estimate that U.S. auto sales could exceed 17.8 million in 2016.

The U.S. economy is showing signs of steady improvement. Most economic forecasts for gains in GDP show real growth of 2.5% to 2.9% for 2016. Improving unemployment rates,



job growth, decreasing home inventory, increased auto sales, and increasing consumer spending confidence suggest solid growth for 2016.

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 3.9%. In 2009 and 2010, the unemployment rate increased dramatically to 6.7% and 7.1%. In 2011, the rate began decreasing. In 2011, 2012, and 2013 the rate decreased to 6.6%, 6.0%, and 5.7%. For 2014 the rate decreased to 5.2%, the lowest rate since 2008. Comparing the latest information, the unemployment rate for December 2015 was 3.9%, down from 4.5% in December 2014.

Like the U.S. economy, the Virginia economy is estimated to provide modest, but below trend, growth for 2016.

State General Fund revenues for FY 2015 rose by 8.1%. Most of the increase was due to non-withholding and withholding collections. However, state General Fund revenue projections for FY 2017 and FY 2018 remain below the state’s normal trend, due to a slow economic recovery. Sales tax collections are estimated to improve further into FY 2016 and FY 2017, with growth estimated at 5% and 3.9% 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 2016. Recent data shows that unemployment rates, are improving over recent years. Personal income is estimated to grow by 3.8% to 4.2% over the next two years; and employment is expected to grow by 1.3% in 2017. Overall, Virginia’s economy has fared far better than many other states, and unemployment rates are lower than the national average.

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 7.0% and 7.1%. In 2011, 2012, and 2013 the rate dropped to 6.3%, 6.0%, and 5.6%. For 2014 the rate decreased to 5.0%, the lowest rate since 2008. Comparing the latest information, the unemployment rate for December 2015 was 3.7%, down from 4.2% in December 2014.

New car registrations for the first two quarters of calendar year 2015 were up 2% compared to the first two quarters of calendar year 2014. New truck registrations for the first two quarters of calendar year 2015 were up 9.5% compared to the first two quarters of calendar year 2014. In total, new vehicle registrations increased 3%.



On January 1, 2016, the County began the process of prorating personal property for motor vehicles. By changing to this new method of assessment, the County is projecting to receive an additional $1 million in revenue growth for FY 17.

New real estate construction values going forward are expected to be much better for FY 2017, as compared to recent years. Prior to the recession, the County averaged between $100 and $150 million in new real estate construction growth per year. Average growth between CY 2011 and 2015 was $56.8 million per year, well below the County’s normal trend. For CY 2016, growth is estimated at $137 million, indicating strong growth and a possible return to normal trend growth for new construction. Based on available building permit data, estimates for CY 2017 are $100 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 2015, the County collected $8.5 million and expects to collect $8.8 million for FY 16. The estimate for FY 17 collections is $9.1 million.

Unlike some of its counterparts, Montgomery County has experienced slow but 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 that continue to plague 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.

For the Montgomery County Public School System, the Governor’s budget includes an additional $2,307,277 million in new funding (this includes the $212,800 in monies earmarked for the e-backpack initiative; $430,612 in monies earmarked for SOQ positions; and $1,663,865 that is available for general school operational needs).

Other miscellaneous increases in state funding include Compensation Board funding increases to annualize a 2% increase provided to constitutional officers for 10 months on FY 2016. Since the County pays significantly more than the state approved salaries for these positions, these increases add to the County’s designated revenue sources.



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 17 is $182.1 million with $78.9 million considered designated. Of this designated amount, $63.6 million or 80.6% is earmarked for schools. Designated resources are mandated for specific uses. Undesignated Revenue dollars that may be used in the budget at the Board’s discretion, total $103.2 million. Of this amount, $45.5 million goes to the public schools for operations, and $21.3 million of the undesignated dollars support debt service costs for county facilities including public schools.



Current Property Taxes Real Estate Values

Real Estate values totaled $7.5 billion on the 2015 land book including the land use value. The 2016 land book is estimated to be $7.7 billion, which was a 2% increase. For the CY 2017 land book, growth is estimated at $100 million, placing the land book at an estimated value of $7.8 billion.

County Tax Rates There is no change in the tax rates from FY 16 to FY 17. All rates are per $100 of assessed value.

Real Estate Tax Rates

As the graph on the next page denotes, the FY 2017 Budget uses a real estate tax rate of 89 cents which was the tax rate for FY 2016.

0

1

2

3

4

5

6

7

8

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

4.84

6.49 6.67 6.83 6.9 7.16 7.19 7.24 7.3 7.5 7.7 7.8

Billio

ns

Calendar Year

Real Estate Values

County Tax Rates FY 16 FY 17

Real Estate Tax Rate $0.89/100 $0.89/100

Personal Property $2.55/100 $2.55/100

Machinery & Tools $1.82/100 $1.82/100

Merchants Capital $3.05/100 $3.05/100

Mobile Homes $0.89/100 $0.89/100



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 17 budget, the tax rate is the same as FY 16.

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 change 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 15 were $11.9 million. For FY 16, collections are estimated at $12.5 million. On January 1, 2016, the County began the process of prorating personal property for motor vehicles. By changing to this new method of assessment, the County is projecting to receive an additional $1 million in revenue growth for FY 17. The FY 17 estimated revenue has been set at $13.8 million, which includes $1 million from the change to proration and $0.3 million for normal growth.

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.

6774

6371 71 74 75

87 89 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 FY 17

Tax Rate History

Collections

$0

$5,000,000

$10,000,000

$15,000,000

FY 06FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

Mill

ions

Fiscal Year

Motor Vehicle Revenue



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 16 is 43.81% and the percentage for FY 17 will be known in the fall of 2016.

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 $2.2 million per year. The County estimates $2.3 million in collections for FY 16. The FY 17 estimate has been set at $2.4 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 $1.2 million for FY 16. The FY 17 estimate has been set at $1.2 million.

1.8

1.85

1.9

1.95

2

2.05

2.1

2.15

2.2

2.25


2.2

2.1

2.2

2.1 2.1 2.1

2.2 2.22.3

2.3 2.4

M

i

l

l

i

o

n

s

Machinery and Tool Revenue

1.0

1.0

1.0

1.0

0.9

0.9

0.9

1.2

1.2

1.2

1.2

FY 07

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

FY 15

FY 16

FY 17

Collections (in millions)

F

i

s

c

a

l

Y

e

a

r

Merchants Capital



Local Sales Tax: Growth of Retail Sales

FY 09 was the first year in which actual sales tax 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 16, the County is projecting collections will be $8.8 million in sales tax revenue. The FY 17 estimate has been set at $9.1 million.

Fund Balance

No General Fund balance dollars have been used to balance the FY 17 budget.

Reserve Funds

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

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

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

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

in the operating budget).

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

$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


Fiscal Year

Sales Tax Collections



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

Setting aside monies through reserve funds will help further declines in County revenues in the upcoming fiscal year.

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

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

Cash Flow Reserve sets aside approximately $20.5 million or 11.3% of the total FY 17 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 use of funds, there are no funds in this reserve for FY 17.

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 $500,000.

Technology Reserve – This account reserves funds for technology projects and infrastructure requirements from monies remaining from the Information Technology Department budget at year end. The reserve is $287,144.

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. The preceding reserves are adjusted each year – the amounts outlined above were in place as of October 2015.



Conclusions

The proposed real estate tax rate is set at 89 cents for the FY 17 Budget, the same rate as adopted for the FY 16 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 15 INC/(DEC) FY 17 BUDGET

REVISED FY 15 FY 16 FY 17

ESTIMATE REALIZED ESTIMATE ESTIMATE $ %

GENERAL FUND

GENERAL PROPERTY TAXES

REAL ESTATE PROPERTY TAX (DEC) 30,396,059 30,560,403 31,446,052 32,085,906 639,854 2%

REAL ESTATE PROPERTY TAX (JUNE) 30,503,109 31,149,778 31,584,180 32,258,565 674,385 2%

PERSONAL PROPERTY TAX MOTOR VEHICLES 7,026,081 7,194,469 7,698,711 9,001,986 1,303,275 17%

PERSONAL PROPERTY TAX RELIEF MOTOR VEHICLES 4,754,279 4,754,279 4,754,279 4,754,279 - 0%

PERSONAL PROPERTY BUSINESS FURN & FIXTURES 2,673,968 2,716,041 2,760,879 2,827,775 66,896 2%

PERSONAL PROPERTY COMPUTER EQUIPMENT 342,822 365,809 371,350 400,879 29,529 8%

PERSONAL PROPERTY MOBILE HOMES TAX 196,861 199,570 198,430 159,999 (38,431) -19%

AIRCRAFT TAX 55,428 59,159 44,034 38,779 (5,255) -12%

MACHINERY & TOOLS TAX 2,227,096 2,282,503 2,281,180 2,381,586 100,406 4%

MERCHANTS CAPITAL TAX 1,102,936 1,187,738 1,187,006 1,229,855 42,849 4%

PUBLIC SERVICE CORP TAXES RE & PP (DEC) 1,012,825 961,640 1,011,645 1,041,124 29,479 3%

PUBLIC SERVICE CORP TAXES RE (JUNE) 999,562 944,599 1,000,043 1,032,266 32,223 3%

DELINQUENT PROP TAX 2,082,617 1,919,034 2,168,287 2,059,000 (109,287) -5%

ROLLBACK TAXES 5,000 2,678 5,000 5,000 - 0%

PRE-PAID & OTHER PROPERTY TAXES - 479,610 - - - -

PENALTY ALL PROP TAX 425,000 438,715 435,000 440,000 5,000 1%

INTEREST ALL PROP TX 180,000 219,427 183,000 200,000 17,000 9%

ADMIN FEE-DELINQ TP 28,171 112,506 15,000 15,000 - 0%

SUBTOTAL GENERAL PROPERTY TAXES 84,011,814 85,547,958 87,144,076 89,931,999 2,787,923 3%

OTHER LOCAL TAXES

02 412101 LOCAL SALES AND USE TAX 8,648,368 8,467,926 8,833,416 9,057,899 224,483 3%

02 412201 CONSUMER UTILITY TAX 655,000 654,109 650,000 655,000 5,000 1%

02 412202 CONSUMER UTILITY TAX - 177 18,000 18,257 18,000 18,000 - 0%

02 412401 TELECOMMUNICATIONS TAX 1,048,174 1,021,360 1,023,384 1,000,000 (23,384) -2%

02 412501 UTILITY LICENSE TAX 18,000 18,052 18,000 18,000 - 0%

02 412503 CONSUMPTION TAX 100,000 104,465 110,080 101,000 (9,080) -8%

02 412504 CONSUMPTION TAX - 177 6,000 6,220 6,000 6,000 - 0%

02 412601 MOTOR VEHICLE LICENSE 700,000 663,871 680,000 680,000 - 0%

02 412701 BANK STOCK TAX 28,000 33,562 28,000 33,000 5,000 18%

02 412801 RECORDATION TAX 750,000 635,826 500,000 650,000 150,000 30%

02 412802 ADDITIONAL TAX ON DEEDS 160,000 173,719 138,000 150,000 12,000 9%

02 412901 TRANSIENT OCCUPANCY TAX 4,000 6,099 600 6,000 5,400 900%

02 412902 TRANSIENT OCCUPANCY TAX - 177 37,000 30,085 20,000 30,000 10,000 50%

02 412905 MEALS TAX 220,000 276,960 235,000 275,000 40,000 17%

SUBTOTAL OTHER LOCAL TAXES 12,392,542 12,110,511 12,260,480 12,679,899 419,419 3%


FISCAL YEAR 2017 REVENUE ESTIMATES

FROM FY 16 BUDGET

Page 1






FROM FY 16 BUDGET

OTHER UNDESIGNATED REVENUE

02 413305 LAND TRANSFER FEE 1,800 2,087 2,000 2,000 - 0%

02 414101 COURT FINES & FORFEITURES 120,000 129,313 130,000 55,000 (75,000) -58%

02 415102 INTEREST ON CHECKING 185,000 157,029 140,000 124,204 (15,796) -11%

02 415201 RENTAL OF PROPERTY 119,984 171,984 171,984 171,984 - 0%

02 415207 SALE OF SURPLUS/SALVAGE 544 603,742 - - - -

02 416608 RETURNED CHECK - 1,364 - - - -

02 419108 RECOVERED COSTS - 7,849 - - - -

02 422103 MOTOR VEHICLE CARRIER TAX 155,487 151,380 150,000 150,000 - 0%

02 422105 MOBILE HOME TITLING TAX 55,000 79,799 45,000 45,000 - 0%

02 422109 4% CAR RENTAL TAX 40,000 37,388 40,000 40,000 - 0%

02 422112 PYMNT IN LIEU OF TX-PARKS 15,000 20,488 15,000 20,000 5,000 33%

02 433295 MINERAL ROYALTIES - 417 - - - -

SUBTOTAL OTHER UNDESIGNATED REVENUE 692,815 1,362,839 693,984 608,188 (85,796) -12%

GENERAL FUND BALANCE

02 451203 (TO)FROM UNDESIGNATED FUND BAL 4,845,953 - - - - -

02 451205 (TO)FROM DESIG FUND BALANCE 1,491,451 - - - - -

SUBTOTAL GENERAL FUND BALANCE 6,337,404 - - - - -

TOTAL UNDESIGNATED REVENUE 103,434,575 99,021,308 100,098,540 103,220,086 3,121,546 3%

DESIGNATED RESOURCES


02100 419108 RECOVERED COSTS - 177 - - - -

COUNTY ADMINISTRATION

02110 419108 RECOVERED COSTS 334,547 325,867 13,300 3,500 (9,800) -74%

COUNTY ATTORNEY

02120 419120 BOE-COSTS - - - - - -

FINANCIAL & MANAGEMENT SERVICES

02130 419108 RECOVERED COSTS 125,000 111,691 138,000 138,000 - 0%

Page 2






FROM FY 16 BUDGET

INSURANCE

02132 419108 RECOVERED COSTS 126,000 3,773 - - - -

INFORMATION TECHNOLOGY

02140 419108 RECOVERED COSTS 4,983 4,054 - - - -

COMMISSIONER OF REVENUE-COMP

02150 423100 SHARED EXPENSES 190,962 190,686 197,709 198,176 467 0%

ASSESSMENT - COUNTY

02152 413304 LAND USE APPLICATION FEE 1,800 1,558 1,800 1,800 - 0%

02152 419108 RECOVERED COSTS - 271 - - - -

TREASURER - COMP BD

02160 423100 SHARED EXPENSES 178,139 176,896 184,340 184,783 443 0%

TREASURER - COLLECTIONS

02162 416010 FEES - 28 14,000 14,000 - 0%

ELECTORAL BOARD

02170 419108 RECOVERED COSTS - 353 - - - -

02170 423100 SHARED EXPENSES 43,676 44,992 45,837 47,291 1,454 3%

INTERNAL SERVICES

02180 415212 MILEAGE 17,700 - 17,700 17,700 - 0%

02180 415209 PROCEEDS FROM RESALE 24,500 - 24,500 24,500 - 0%

02180 415211 SALE OF PHOTOCOPIES 3,500 640 3,500 3,500 - 0%

02180 419108 RECOVERED COSTS - 2,257 - - - -

02180 419107 GARAGE CHARGES INTERNAL 6,000 6,872 6,000 6,000 - 0%

02180 419111 VEHICLE MAINTENANCE 40,000 59,430 40,000 40,000 - 0%

02180 419112 CANTEEN FUND - 112 - - - -

Page 3






FROM FY 16 BUDGET

COMMONWEALTH ATTORNEY

02200 416011 J&D DELINQUENT COLLECTIONS 7,000 8,592 7,000 8,500 1,500 21%

02200 416012 GENERAL DISTRICT BBURG DEL COLLECTIONS 15,000 6,661 15,000 5,000 (10,000) -67%

02200 416013 GENERAL DISTRICT CBURG DEL COLLECTIONS 40,000 80,688 40,000 80,000 40,000 100%

02200 416014 CIRCUIT COURT DELINQUENT COLLECTIONS 39,000 63,257 39,000 55,000 16,000 41%

02200 419104 CONFISCATIONS 21,901 22,178 - - - -

02200 423100 SHARED EXPENSES 639,925 637,805 666,576 668,763 2,187 0%

02200 423200 COMMONWEALTH ATT'Y FEES 2,600 7,939 2,600 7,500 4,900 188%

CIRCUIT COURT

02210 416016 JUDGE'S SECRETARY SALARY 7,500 7,500 7,500 7,500 - 0%

02210 419108 RECOVERED COSTS - 420 - - - -

02210 419122 JURYREIM - 14,526 - - - -

GENERAL DISTRICT COURT

02220 414204 COURTHOUSE MAINTENANCE FEES - - - - - -

CIRCUIT COURT CLERK

02250 416010 FEES 75,000 21,809 75,000 75,000 - 0%

02250 410107 JURY FEES - - - - - -

02250 419108 RECOVERED COSTS 11,000 9,799

02250 423100 SHARED EXPENSES 381,077 379,416 394,853 396,162 1,309 0%

SHERIFF - COMP BOARD

02310 419108 RECOVERED COSTS 6,268 8,607 - - - -

02310 423100 SHARED EXPENSES 3,840,333 3,838,153 3,954,090 3,959,245 5,155 0%

02310 424415 LOCAL JAIL BLOCK GRANT 139,074 184,962 139,074 139,074 - 0%

SHERIFF - COUNTY

02320 412301 E-911 TAX - - - - - -

02320 414200 COURTHOUSE SECURITY FEE 187,810 179,918 187,810 187,810 - 0%

02320 414206 JAIL FEES 9,000 9,732 9,000 9,000 - 0%

02320 414207 JAIL - NONCONSECUTIVE DAYS 50 - 50 50 - 0%

02320 414208 DNA FEE 500 907 500 500 - 0%

02320 415103 INTEREST ON SAVINGS 140 101 140 140 - 0%

Page 4






FROM FY 16 BUDGET

02320 416010 FEES 4,137 4,137 4,137 4,137 - 0%

02320 419104 CONFISCATIONS 13,223 15,843 - - - -

02320 419105 JAIL INMATE TELEPHONE 25,000 12,155 25,000 25,000 - 0%

02320 419106 INMATE MEDICAL REIMBURSEMENT 800 2,228 800 800 - 0%

02320 419108 RECOVERED COSTS 99,524 133,272 103,000 103,000 - 0%

02320 419114 PRISONER/BOARDING 800 - 800 800 - 0%

02320 419115 FINGERPRINTING 800 850 800 800 - 0%

02320 419123 HEM DRUG TESTING 10,000 5,331 10,000 10,000 - 0%

02320 419124 HEM MONITORING 92,000 45,171 92,000 92,000 - 0%

02320 419125 HEM CONNECTION 2,500 3,579 2,500 2,500 - 0%

02320 424404 FEDERAL CONFISCATIONS 337 337 - - - -

02320 424415 LOCAL JAIL BLOCK - - - - - -

02320 424460 WIRELESS 911 40,211 43,189 40,211 - (40,211) -100%

02324 419108 RECOVERED COSTS - - - - - -

FIRE AND RESCUE

02330 419108 RECOVERED COSTS 20,550 17,225 - - - -

ANIMAL CONTROL

02340 413100 ANIMAL LICENSES 13,950 26,609 24,270 24,270 - 0%

02340 413101 DOG & CAT STERILIZATION 10,320 13,198 - - - -

GENERAL SERVICES

02400 414204 COURTHOUSE MAINTENANCE FEES 40,000 45,652 40,000 40,000 - 0%

02400 414205 HHS MAINTENANCE FEES 11,665 16,800 11,665 11,665 - 0%

02400 419108 RECOVERED COSTS 130,000 156,678 168,000 168,000 - 0%

02400 419110 HEALTH & HUMAN SVCS UTILITIES 50,000 72,992 81,330 81,330 - 0%

MAINTENANCE B&G COURTHOUSE

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

SOLID WASTE COLLECTION

02410 412201 CONSUMER UTILITY TAX - - - - - -

02410 416082 WASTE COLLECTION AND DISPOSAL 40,700 6,186 40,700 40,700 - 0%

02410 424407 LITTER CONTROL GRANT 16,450 26,294 16,450 16,450 - 0%

Page 5






FROM FY 16 BUDGET

ENGINEERING/ENVIRONMENTAL SVC

02400 413308 BUILDING PERMITS 81,000 95,030 81,000 81,000 - 0%

02400 413309 OCCUPANCY PERMITS 750 900 750 750 - 0%

02400 413310 ELECTRICAL PERMITS 15,875 23,753 15,875 15,875 - 0%

02400 413311 MECHANICAL PERMITS 15,840 13,466 15,840 15,840 - 0%

02400 413312 PLUMBING PERMITS 24,000 13,228 24,000 24,000 - 0%

02400 413323 MANUFACTURED HOUSING PERMITS 5,950 7,864 5,950 5,950 - 0%

02400 413325 REINSPECTION PERMITS 2,000 3,090 2,000 2,000 - 0%

02420 413324 SOIL EROSION PERMITS 23,900 20,254 23,900 23,900 - 0%

024290 413327 STORMWATER FEES - 34,157 20,385 20,385

AUTOMOBILE GRAVEYARD

02430 413301 AUTOMOBILE GRAVEYARD LICENSE 4,500 3,300 4,500 4,500 - 0%

COMPREHENSIVE SERVICES ACT

02510 419108 RECOVERED COSTS - 22,897 - - - -

02510 424445 COMPREHENSIVE SERVICES ACT 1,162,784 495,789 1,162,784 1,162,784 - 0%

HUMAN SERVICES

02520 419458 CSA ADMINISTRATION 12,000 12,270 12,000 12,000 - 0%

02520 416158 DONATIONS 10,789 13,210 - - - -

25202 433107 R.S.V.P. GRANT 51,043 51,452 48,543 48,543 - 0%

25205 413300 USER FEES - 105 - - - -

25205 416156 FLOYD CONTRIBUTION 6,051 - - - - -

25205 424412 VJCCCA GRANT 48,424 51,182 49,392 49,392 - 0%

SOCIAL SERVICES

02540 419108 RECOVERED COSTS 70,000 150,961 70,000 70,000 - 0%

02540 424102 PUBLIC ASSISTANCE PAYMENTS 4,189,480 4,088,770 4,189,480 4,093,148 (96,332) -2%

02540 434402 FEDERAL PASS THROUGH 198,107 235,624 198,107 211,563 13,456 7%

PARKS AND RECREATION

27001 415201 PROPERTY RENTAL 1,500 1,635 1,500 1,500 - 0%

27001 419108 RECOVERED COSTS - 1,042 - - - -

27002 416010 ADULT EDUCATION FEES 9,000 178 9,000 9,000 - 0%

Page 6






FROM FY 16 BUDGET

27004 416010 SWIMMING POOL FEES 71,600 66,893 71,600 71,600 - 0%

27004 416158 DONATIONS - - - - - -

27005 416010 SENIOR EDUCATION FEES 500 1,434 500 500 - 0%

27006 416010 ATHLETIC FEES 38,000 38,016 38,000 38,000 - 0%

27007 416010 COMMUNITY RECREATION FEES 5,500 - 5,500 5,500 - 0%

27008 416010 SENIOR TOUR FEES 13,000 17,391 13,000 13,000 - 0%

27009 416010 OUTDOOR RECREATION FEES 12,000 13,361 12,000 12,000 - 0%

27010 416010 SPECIAL PROGRAMS 1,000 - 1,000 1,000 - 0%

27011 416010 SUMMER FEES 12,000 18,211 12,000 12,000 - 0%

27012 416158 FUNDRAISING - - - - - -

27014 416168 SCHOLARSHIP - 172 - - - -

27016 416010 MEADOWBROOK SENIOR PROGRAMS - 8 - - - -

REGIONAL LIBRARY

02710 415211 SALE OF PHOTOCOPIES 20,400 23,983 22,000 22,000 - 0%

02710 416151 LIBRARY FINES 58,789 50,465 48,589 46,000 (2,589) -5%

02710 416152 LIBRARY FEES 3,518 9,082 1,718 3,700 1,982 115%

02710 416156 FLOYD CONTRIBUTION 64,166 64,166 64,166 64,166 - 0%

02710 416159 BLACKSBURG CONTRIBUTION 15,000 15,000 15,000 15,000 - 0%

02710 416160 CHRISTIANSBURG CONTRIBUTION 15,000 15,000 15,000 15,000 - 0%

02710 419108 RECOVERED COSTS - 3,627 - - - -

02710 424409 STATE LIBRARY GRANT 193,148 193,271 200,319 206,955 6,636 3%

02710 416158 DONATIONS - 32,554 - - - -

PLANNING & GIS

02800 413307 REZONING AND SUBDIVISION PERMT 4,827 8,017 5,427 5,427 - 0%

02800 413314 SITE PLAN REVIEW 1,000 - 1,000 1,000 - 0%

02801 413315 ZONING PERMIT 4,000 6,200 4,000 4,000 - 0%

02800 413316 TECHNOLOGY FEE 22,000 18,179 22,000 22,000 - 0%

02800 413333 SUBDIVISON REVIEW MAJOR 1,000 250 1,000 1,000 - 0%

02800 413334 SUBDIVISION REVIEW MINOR 1,000 1,435 1,200 1,200 - 0%

02800 413335 SUBDIVISION REVIEW BL 1,000 2,335 1,500 1,500 - 0%

02800 416161 SALE OF MAPS, ORDINANCES 1,800 811 500 500 - 0%

02800 419108 RECOVERED COSTS - 1,318 - - - -

ECONOMIC DEVELOPMENT

02810 419108 RECOVERED COSTS - - - - - -

02810 424500 GOVERNOR'S OPPORTUNITY 250,000 250,000 - - - -

Page 7






FROM FY 16 BUDGET

OTHER AGENCIES

02910 422113 EXTENSION OFFICE REIMBURSEMENT - - - - - -

02910 WIRELESS 911 REVENUE - - - 40,211 40,211 -

ADJUSTMENTS

02990 418306 ADJ FOR INTERNAL SERVICES (91,700) (65,704) (91,700) (91,700) - 0%

02990 451202 (TO) FROM AUTO GRVYD RESERVE (4,500) - (4,500) (4,500) - 0%

TOTAL DESIGNATED 13,811,493 13,185,982 13,303,867 13,280,635 (23,232) 0%

TOTAL GENERAL FUND RESOURCES 117,246,068 112,207,290 113,402,407 116,500,721 3,098,314 3%

LAW LIBRARY

03 415102 INTEREST ON INVESTMENTS 1,000 229 1,000 1,000 - 0%

03 416010 FEES 14,000 11,564 14,000 14,000 - 0%

03 451204 FUND BALANCE 2,600 - 2,600 2,600 - 0%

TOTAL LAW LIBRARY 17,600 11,793 17,600 17,600 - 0%

SCHOOL OPERATING FUND

LOCAL DESIGNATED RESOURCES

09 415201 RENTAL OF PROPERTY 50,000 88,888 50,000 55,000 5,000 10%

09 416121 TUITION - PRIVATE SOURCES 17,000 7,192 17,000 10,000 (7,000) -41%

09 416122 RECOVERED COSTS - 1,948 - - - -

09 416125 TRANSPORTATION OF PUPILS - 76,133 30,000 - (30,000) 0%

09 418128 REIMBURSEMENTS 300,000 302,043 300,000 330,000 30,000 0%

09 418301 RECOVERED COSTS 97,500 255,490 97,500 125,000 27,500 28%

09 418302 UN SVC DIS 306,820 306,819 273,053 182,768 (90,285) 0%

09 418910 INSURANCE ADJUSTMENTS 5,000 33,465 5,000 5,000 - 0%

09 418992 ADMINISTRATIVE COSTS-WARRANTS 35,000 - 35,000 30,000 (5,000) -14%

09 418993 DONATIONS - 35,376 - - - -

09 418994 BENEFITS OTHER STATE AGENCIES 10,000 - 10,000 10,000 - 0%

09 418995 SALE OF SUPPLIES 1,500 13,683 1,500 5,000 3,500 233%

09 418998 SALE OF SCHOOL BUSES 5,000 25,323 5,000 5,000 - 0%

09 418999 SALE OF OTHER EQUIPMENT 3,500 2,917 3,500 3,500 - 0%

09 418996 MEDICAID REIMBURSEMENT 160,000 - 160,000 160,000 - 0%

09 419100 REIMBURSEMENTS 30,000 - 30,000 30,000 - 0%

Page 8






FROM FY 16 BUDGET

09 419101 TUITION-OTHER LOCALITY 10,000 50 10,000 5,000 (5,000) -50%

09 419126 RESTITUTION - - - - - -

09 419102 HOMELESS GRANT 44,000 - 44,000 44,000 - 0%

SUBTOTAL LOCAL DESIGNATED RESOURCES 1,075,320 1,149,326 1,071,553 1,000,268 (71,285) -7%

DESIGNATED STATE REVENUE

09 422111 STATE RECORDATION TAX 225,000 218,024 225,000 225,000 - 0%

STATE SOQ

09 424201 STATE SALES TAX 10,251,554 10,232,231 10,677,154 11,591,977 914,823 9%

09 424202 BASIC STATE AID - SOQ 25,789,455 25,600,321 25,532,165 26,009,545 477,380 2%

09 424207 GIFTED EDUCATION SOQ 273,175 271,774 273,307 281,261 7,954 3%

09 424208 REMEDIAL EDUCATION SOQ 714,906 711,239 715,249 750,029 34,780 5%

09 424210 TEXTBOOKS 218,540 - 183,406 643,267 459,861 251%

09 424212 SPECIAL EDUCATION SOQ 3,330,414 3,313,332 3,332,013 3,357,551 25,538 1%

09 424217 VOCATIONAL EDUCATION SOQ 680,032 676,544 680,359 685,573 5,214 1%

09 424221 FICA INSTRUCTIONAL SOQ 1,586,742 4,886,153 1,587,504 1,634,828 47,324 3%

09 424222 GROUP LIFE 98,808 - 98,856 99,613 757 1%

09 424225 RETIREMENT 3,225,794 - 3,134,302 3,375,130 240,828 8%

SUBTOTAL STATE SOQ 46,169,420 45,691,594 46,214,315 48,428,774 2,214,459 5%

INCENTIVE PROGRAMS

09 424276 EDUCATIONAL TECHNOLOGY 777,600 877,600 570,000 570,000 - 0%

09 AT RISK MONIES - - - 31,875 31,875 -

09 COMPENSATION SUPPLEMENT - 29,000 441,178 - (441,178) -100%

09 E-BACKPACK - - - 212,800 212,800 -

09 ADDITIONAL ASSISTANCE - 16,362 - 430,612 430,612 -

09 TECHNOLOGY INITIATIVE - - - - - -

09 424390 COMPOSITE INDEX HOLD HARMLESS - - - - - -

SUBTOTAL INCENTIVE PROGRAMS 777,600 922,962 1,011,178 1,245,287 234,109 23%

STATE CATEGORICAL

09 424206 GENERAL ADULT EDUCATION 9,781 - - - - -

09 440220 OTHER CATEGORICAL 3,146 331,830 - - - -

09 424246 SPECIAL EDUCATION HOMEBOUND 58,805 56,011 57,131 68,206 11,075 19%

09 424247 SPECIAL EDUCATION HOSPITAL 372,767 - 390,455 429,338 38,883 10%

09 424248 SPECIAL EDUCATION REG - - - - - -

Page 9






FROM FY 16 BUDGET

09 424295 SPECIAL EDUCATION IN JAIL - - - - - -

SUBTOTAL STATE CATEGORICAL 444,499 387,841 447,586 497,544 49,958 11%

LOTTERY FUNDED PROGRAMS

09 424205 FOSTER CARE 94,452 - 113,823 144,047 30,224 27%

09 424204 REMEDIAL SUMMER 62,513 23,014 17,480 17,614 134 1%

09 424211 ISAEP/GED FUNDING 15,717 - 15,717 15,717 - 0%

09 424218 VOCATIONAL EDUCATION 85,764 14,986 86,545 86,480 (65) 0%

09 424210 TEXTBOOKS 340,714 556,385 376,116 - (376,116) -100%

09 424223 ALGEBRA READINESS SOL 95,701 85,878 85,878 88,788 2,910 3%

09 424226 NL BOARD CERTIFICATION - 80,000 - - - -

09 424228 READING INTERVENTION 192,546 178,931 176,987 191,328 14,341 8%

09 424234 BENEFITS OTHER STATE AGENCIES - 12,050 - - - -

09 424248 SPECIAL EDUCATION REGIONAL TUITION - - - - - -

09 424259 SPECIAL ED-FOSTER CARE - 112,022 - - - -

09 424265 AT RISK 522,198 519,370 522,186 685,639 163,453 31%

09 424267 ENGLISH-2ND LANGUAGE 140,226 143,067 145,091 141,155 (3,936) -3%

09 424277 EPIPEN - - - - - -

09 424272 ALTERNATIVE EDUCATION 140,659 281,317 142,957 147,980 5,023 4%

09 424273 SUPP SUPPORT - - - - - -

09 424275 REDUCE K-3 CLASSES 768,412 768,241 756,859 850,832 93,973 12%

09 424281 AT RISK FOUR YEAR OLDS 608,738 639,277 647,750 740,160 92,410 14%

09 424290 TEACHER MENTOR 6,132 7,551 6,551 6,551 - 0%

09 424293 VIRT ADV P - 2,378 - - - -

09 424299 OTHER STATE AID - 21,151 213,600 - (213,600) -100%

09 424416 PROJECT GRADUATION REGIONAL - 35,333 - - - -

SUBTOTAL LOTTERY FUNDED PROGRAMS 3,073,772 3,480,950 3,307,540 3,116,291 (191,249) -6%

SUBTOTAL STATE DESIGNATED REVENUE 50,690,291 50,701,371 51,205,619 53,512,896 2,307,277 5%

DESIGNATED FEDERAL REVENUE

09 433201 ADULT BASIC EDUCATION - - - - - -

09 433202 FAMILY LITERACY/CHAPTER I 1,602,957 1,765,563 1,602,957 1,868,208 265,251 17%

09 433203 ESEA CHAPTER II BLOCK GRANT - 1,578,742 - - - -

09 433206 GAPS EDUCATION - - - - - -

09 433208 FOREST RESERVE FUNDS 30,000 26,744 30,000 30,000 - 0%

09 433209 JOB PARTNERSHIP TR. ACT - - - - - -

09 433211 MEDICAID REIMBURSEMENTS - 397,751 - - - -

09 433212 TITLE III 21,618 9,152 21,618 24,884 3,266 15%

Page 10






FROM FY 16 BUDGET

09 433214 HOMELESS FUNDING - 3,700 - - - -

09 433215 FEDERAL STIMULUS FUNDING - - - - - -

09 433216 ARRA84.386 - - - - - -

09 433217 ARRA84.389 - - - - - -

09 433218 ARRA84.391 - - - - - -

09 433219 SPECIAL EDUCATION-P.L. 94-141 1,826,655 70,009 1,826,655 1,967,508 140,853 8%

09 433224 VOCATIONAL EDUC-CATEGORICAL 153,865 169,633 153,865 148,655 (5,210) -3%

09 433226 EESA PL 98-377 TITLE II 333,765 346,020 333,765 343,283 9,518 3%

09 433228 DRUG FREE SCHOOL PAYMENTS - - - - - -

09 433222 JOB STIMULUS FUNDS - - - - - -

09 433290 OTHER FEDERAL FUNDS-DQE 47,890 3,182 47,890 48,866 976 2%

09 433234 DETENTION HOME READING PROGRAM - 36,776 - - - -

SUBTOTAL FEDERAL DESIGNATED 4,016,750 4,407,273 4,016,750 4,431,404 414,654 10%

TRANSFERS (TO) FROM OTHER FUNDS

09 451100 TRANSFER FROM GENERAL FUND 45,094,072 41,395,171 44,211,833 45,522,664 1,310,831 3%

09 451204 FUND BALANCE - - - - - -

TOTAL TRANSFERS 45,094,072 41,395,171 44,211,833 45,522,664 1,310,831 3%

TOTAL SCHOOL OPERATING FUND RESOURCES 100,876,433 97,653,141 100,505,755 104,467,232 3,961,477 4%

SCHOOL NUTRITION FUND

11 416124 NUTRITION RECEIPTS 2,608,863 1,146,720 2,870,746 2,730,574 (140,172) -5%

11 416126 NUTRITION PRE - 544,638 - - - -

11 416126 NUTRITION FEES - (26,193) - - - -

11 418999 MISC FEES - 30,605 - - - -

11 424215 STATE AID SCHOOL FOOD PROGRAM 65,083 - 68,376 56,000 (12,376) -18%

11 433213 FEDERAL AID-SCH FOOD PROGRAM 1,612,921 2,297,962 1,612,921 2,242,698 629,777 39%

11 415102 INTEREST - 6,218 - - - -

11 451203 (TO)FROM UNDESIGNATED FUND BAL - - - - - -

11 451100 (TO)FROM GENERAL FUND - - - - - -

TOTAL SCHOOL NUTRITION FUND 4,286,867 3,999,950 4,552,043 5,029,272 477,229 10%

SCHOOL CAPITAL PROJECTS FUND

19 451100 TRANSFER FROM GENERAL FUND 1,474,700 1,474,700 1,460,000 1,496,000 36,000 2%

19 OTHER REVENUE/FUND BALANCE 214,927 - 221,920 - (221,920) -100%

Page 11






FROM FY 16 BUDGET

TOTAL SCHOOL CAPITAL PROJECTS FUND 1,689,627 1,474,700 1,681,920 1,496,000 (185,920) -11%

COUNTY CAPITAL PROJECTS FUND

12 451110 TRANSFER FROM GENERAL FUND 1,448,306 1,448,306 765,000 1,557,000 792,000 104%

12 451109 TRANSFER FROM LAW LIBRARY FUND - - - - - -

12 COUNTY CAPITAL FUND BALANCE - - - - - -

12 451104 TRANSFER TO DEBT SERVICE - - - - - -

TOTAL COUNTY CAPITAL PROJECTS FUND 1,448,306 1,448,306 765,000 1,557,000 792,000 104%

DEBT SERVICE FUND

18 415107 OTHER INTEREST 149,800 - 149,026 - (149,026) -100%

18 419108 QSCB2 INTEREST SUBSIDY 1,347,447 1,249,083 1,347,447 1,347,447 - 0%

18 SCHOOL ENERGY BOND SAVINGS (TRANSFER FROM SCHOOL OPER) 347,700 347,700 408,660 408,660 - 0%

18 COURTHOUSE MAINTENANCE FEES 79,982 66,875 79,982 79,982 - 0%

18 RENT INCOME 93,236 - 186,471 186,471 - 0%

18 TRANSFER FROM COUNTY CAPITAL - - - - - -

18 TRANSFER FROM SCHOOL OPERATING FUND - - - - - -

18 DEBT SERVICE FUND BALANCE 175,000 - - - - -

18 TRANSFER FROM SCHOOL CAPITAL FUND 214,927 665,975 221,920 - (221,920) -100%

18 451100 TRANSFER FROM GENERAL FUND 21,815,767 21,695,322 21,527,532 21,336,953 (190,579) -1%

TOTAL DEBT SERVICE FUND 24,223,859 24,024,955 23,921,038 23,359,513 (561,525) -2%

EDA

451110 TRANSFER FROM GENERAL FUND 380,000 279,038 380,000 380,000 - 0%

TOTAL EDA 380,000 279,038 380,000 380,000 - 0%

TOTAL RESOURCES ALL FUNDS (INCLUDING TRANSFERS) 250,168,760 241,099,173 245,225,763 252,807,338 7,581,575 3%

INTERFUND TRANSFERS (70,775,472) (66,640,237) (68,974,945) (70,701,277) (1,726,332) 3%

GRAND TOTAL ALL FUNDS (EXCLUDING INTERFUND TRANSFERS) 179,393,288 174,458,936 176,250,818 182,106,061 5,855,243 3%

Page 12

EXPENDITURE PLANS


REVENUE SHARING

Citizens

Board of Supervisors


Deputy County Administrator

Revenue Sharing

REVENUE SHARING

Budget Summary

Change

FY 15 FY 15 FY 16 FY 17 FY 17 FY 17 Rec. 17/

Revised Actual Approved Base + Addenda = Recommended App. 16

EXPENDITURES BY DEPARTMENT

Refunds 175,000$ 169,900$ 175,000$ 175,000$ 20,000$ 195,000$ 20,000$

TOTAL EXPENDITURES 175,000$ 169,900$ 175,000$ 175,000$ 20,000$ 195,000$ 20,000$

REVENUE BY CLASSIFICATION

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

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

TOTAL UNDESIGNATED REVENUE 175,000$ 169,900$ 175,000$ 175,000$ 20,000$ 195,000$ 20,000$

TOTAL REVENUES 175,000$ 169,900$ 175,000$ 175,000$ 20,000$ 195,000$ 20,000$

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.

$20,000 is Added for Revenue Refunds – The amount of revenue collected in the 177 Corridor has increased, resulting in an increase in the required payment the County remits to the City of Radford in accordance with the 177 Corridor Revenue Sharing Agreement. As a result, $20,000 in additional funds are added to cover these payments.

REVENUE SHARING

Department Description and Financial Data Revenue Sharing This department is responsible for payments to the City of Radford as part of a revenue sharing agreement between the County and the City.

Change




Revenue Sharing 175,000$ 169,900$ 175,000$ 175,000$ 20,000$ 195,000$ 20,000$


Citizens



Budget Summary

Change




Board of Supervisors 274,284$ 224,253$ 249,794$ 253,259$ 12,000$ 265,259$ 15,465$


EXPENDITURES BY CLASSIFICATION

Personal Services 148,404$ 144,115$ 144,914$ 151,879$ -$ 151,879$ 6,965$

Operations & Maintenance 125,820$ 80,078$ 104,880$ 101,380$ 12,000$ 113,380$ 8,500$

Capital Outlay 60$ 60$ -$ -$ -$ -$ -$



Local Recovered Costs -$ 177$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ 177$ -$ -$ -$ -$ -$


TOTAL REVENUES 274,284$ 224,253$ 249,794$ 253,259$ 12,000$ 265,259$ 15,465$


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.


Cost Allocation Plan Base Funding Change – A total of $3,500 in the base budget of the Board of Supervisors has covered the cost of the Annual Cost Allocation Plan required by the State Department of Social Services for reimbursement to the County for costs supporting Federal programs. The Finance Department has managed the plan for many years; however, this fee has been charged to the Board of Supervisors’ budget. Since the plan is managed in the Finance Department, the funding has being moved from the Board of Supervisors to the Finance Department for FY 17. This is a structural change and the dollar amount is the same.

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.

$12,000 is Added for an Agenda Management Software Program – Funding is added for a software program to automate the Board of Supervisors’ meeting agenda process. This program is designed to promote a more efficient use of staffs’ time in developing and executing the agenda for the Board’s meetings. This amount is the annual license fee for the program.


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.

Change




Board of Supervisors 274,284$ 224,253$ 249,794$ 253,259$ 12,000$ 265,259$ 15,465$


Citizens



County Administration

Administration Emergency Services

Public Information

Human Resources


Budget Summary

Change




Administration 1,000,345$ 968,755$ 672,873$ 676,276$ 5,902$ 682,178$ 9,305$

Emergency Services 105,676$ 103,503$ 124,076$ 133,035$ 3,700$ 136,735$ 12,659$

Human Resources 604,037$ 554,586$ 594,592$ 595,944$ -$ 595,944$ 1,352$

Public Information 246,484$ 233,316$ 229,519$ 245,218$ 4,402$ 249,620$ 20,101$

TOTAL EXPENDITURES 1,956,542$ 1,860,161$ 1,621,060$ 1,650,473$ 14,004$ 1,664,477$ 43,417$


Personal Services 1,525,367$ 1,476,525$ 1,187,310$ 1,216,723$ 10,304$ 1,227,027$ 39,717$


Capital Outlay 36,502$ 30,884$ 500$ 2,500$ -$ 2,500$ 2,000$



Local Recovered Costs 334,547$ 325,867$ 13,300$ 3,500$ -$ 3,500$ (9,800)$

TOTAL DESIGNATED REVENUE 334,547$ 325,867$ 13,300$ 3,500$ -$ 3,500$ (9,800)$

TOTAL UNDESIGNATED REVENUE 1,621,995$ 1,534,294$ 1,607,760$ 1,646,973$ 14,004$ 1,660,977$ 53,217$

TOTAL REVENUES 1,956,542$ 1,860,161$ 1,621,060$ 1,650,473$ 14,004$ 1,664,477$ 43,417$

Total Authorized Personnel (FTE) 13.5 13.5 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 Salary and Fringe Benefit Adjustments – For FY 17, the County budget includes an increase to annualize the FY 16 merit increase, a decrease in the Virginia Retirement System (VRS) contribution rate from 13.11% to 11.47%, a decrease in the group life insurance rate from 1.32% to 1.31% and a decrease in unemployment insurance per position from $99 to $52. All other fringe benefit rates remain unchanged for FY 17.

Wellness Revenue Reduction – A total of $9,800 in wellness revenue is reduced from the base budget for FY 17. When the County was fully insured for health insurance, the insurance provider supplied the County with $9,800 in revenue to support the County’s wellness program. Now that the County is self-insured, the County no longer receives this revenue. Therefore, the base revenue budget has been reduced for FY 17 to reflect this loss of revenue.


$1,500 is Added to County Administration’s Overtime Budget – Funding is added to increase the overtime funds for the clerk to the Board of Supervisors (BOS) due to the increase in the number of BOS meetings the Clerk is required to attend each year.

$4,402 is Added to County Administration’s Budget for an Intern – Funding is added to increase the funds for part-time salaries to allow Administration to employ an intern for additional months throughout the year.

$4,402 is Added to Public Information’s Budget for an Intern – Funding is added to increase the funds for part-time salaries to allow Public Information to employ an intern throughout the year.


$3,700 is Added to Emergency Services to Cover the Increased Cost of Training Materials – Funding is added to purchase text books for a second Emergency Medical Technician (EMT) class. In the past the County budgeted monies to cover one EMT class. Due to an ever changing and increasing membership, there is a need for more than one class per year.


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.

Change




County Administration 1,000,345$ 968,755$ 672,873$ 676,276$ 5,902$ 682,178$ 9,305$

Authorized Personnel 5.5 5.5 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.

Change




Emergency Services 105,676$ 103,503$ 124,076$ 133,035$ 3,700$ 136,735$ 12,659$

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.

Change




Human Resources 604,037$ 554,586$ 594,592$ 595,944$ -$ 595,944$ 1,352$



Public Information The Public Information Office is the primary resource for information about County government. The office encourages citizen input into the local government process and improves the accessibility of County government to its citizens. As an extension of the Administration Office, the Public Information Office links County residents, the media, and other groups to County government.

Change




Public Information 246,484$ 233,316$ 229,519$ 245,218$ 4,402$ 249,620$ 20,101$


COUNTY ATTORNEY

Citizens


County Attorney

COUNTY ATTORNEY

Budget Summary

Change




County Attorney 261,898$ 255,746$ 270,459$ 275,937$ -$ 275,937$ 5,478$

TOTAL EXPENDITURES 261,898$ 255,746$ 270,459$ 275,937$ -$ 275,937$ 5,478$



Operations & Maintenance 11,311$ 5,532$ 12,067$ 12,067$ -$ 12,067$ -$

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



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


TOTAL UNDESIGNATED REVENUE 261,898$ 255,746$ 270,459$ 275,937$ -$ 275,937$ 5,478$

TOTAL REVENUES 261,898$ 255,746$ 270,459$ 275,937$ -$ 275,937$ 5,478$


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.




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.

Change




County Attorney 261,898$ 255,746$ 270,459$ 275,937$ -$ 275,937$ 5,478$

Authorized Personnel (FTEs) 1.5 1.5 1.5 1.5 0 1.5

FINANCIAL AND MANAGEMENT SERVICES

Citizens




Finance

Purchasing

Financial and Management

Services


Budget Summary

Change




Finance 894,760$ 871,644$ 908,187$ 912,119$ -$ 912,119$ 3,932$

Purchasing 169,998$ 162,067$ 172,456$ 171,938$ -$ 171,938$ (518)$

TOTAL EXPENDITURES 1,064,758$ 1,033,711$ 1,080,643$ 1,084,057$ -$ 1,084,057$ 3,414$


Personal Services 882,258$ 863,576$ 910,653$ 910,567$ -$ 910,567$ (86)$

Operations & Maintenance 174,771$ 162,459$ 169,990$ 173,490$ -$ 173,490$ 3,500$

Capital Outlay 7,729$ 7,676$ -$ -$ -$ -$ -$



Local Recovered Costs 125,000$ 111,691$ 138,000$ 138,000$ -$ 138,000$ -$

TOTAL DESIGNATED REVENUE 125,000$ 111,691$ 138,000$ 138,000$ -$ 138,000$ -$


TOTAL REVENUES 1,064,758$ 1,033,711$ 1,080,643$ 1,084,057$ -$ 1,084,057$ 3,414$



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.



Cost Allocation Plan Base Funding Change – A total of $3,500 in the base budget of the Board of Supervisors has covered the cost of the Annual Cost Allocation Plan required by the State Department of Social Services for reimbursement to the County for costs supporting Federal programs. The Finance Department has managed the plan for many years; however, this fee has been charged to the Board of Supervisors’ budget. Since the plan is managed in the Finance Department, the funding has being moved from the Board of Supervisors to the Finance Department for FY 17. This is a structural change and the dollar amount is the same.


No Addenda Added


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).

Change




Finance 894,760$ 871,644$ 908,187$ 912,119$ -$ 912,119$ 3,932$


Purchasing The Purchasing Department assists other County departments with purchases of $2,500 or more on an as-needed basis. Formal Invitations for Bid and Requests for Proposal are developed, issued and awarded through this department in accordance with the Virginia Public Procurement Act. Purchase orders are issued upon award of the solicitations.

Change




Purchasing 169,998$ 162,067$ 172,456$ 171,938$ -$ 171,938$ (518)$


INSURANCE

Citizens




Insurance

Financial and Management

Services

INSURANCE

Budget Summary

Change




Insurance 353,962$ 202,014$ 227,962$ 227,962$ 30,000$ 257,962$ 30,000$



Personal Services 141,160$ 18,158$ 6,707$ 6,707$ -$ 6,707$ -$


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



Local Recovered Costs 126,000$ 3,773$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE 126,000$ 3,773$ -$ -$ -$ -$ -$


TOTAL REVENUES 353,962$ 202,014$ 227,962$ 227,962$ 30,000$ 257,962$ 30,000$

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.




$30,000 is Added to the County’s General Insurance Budget – $30,000 is added to the County’s insurance budget for a 5% estimated premium increase for boiler and machinery insurance, property insurance, general liability insurance, public official liability and auto insurance for FY 17. Based on actual cost increases for FY 16 and estimated increases for FY 17, a 5% estimated premium increase is added.

INSURANCE

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

Change




Insurance 353,962$ 202,014$ 227,962$ 227,962$ 30,000$ 257,962$ 30,000$


Citizens




Information Technology


Budget Summary

Change




Information Technology 1,932,548$ 1,418,685$ 1,456,154$ 1,447,195$ -$ 1,447,195$ (8,959)$

TOTAL EXPENDITURES 1,932,548$ 1,418,685$ 1,456,154$ 1,447,195$ -$ 1,447,195$ (8,959)$


Personal Services 864,487$ 748,964$ 844,168$ 835,209$ -$ 835,209$ (8,959)$

Operations & Maintenance 589,816$ 507,097$ 453,517$ 449,517$ -$ 449,517$ (4,000)$

Capital Outlay 478,245$ 162,624$ 158,469$ 162,469$ -$ 162,469$ 4,000$





TOTAL UNDESIGNATED REVENUE 1,927,565$ 1,414,631$ 1,456,154$ 1,447,195$ -$ 1,447,195$ (8,959)$

TOTAL REVENUES 1,932,548$ 1,418,685$ 1,456,154$ 1,447,195$ -$ 1,447,195$ (8,959)$



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.




No Addenda Added


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.

Change




Information Technology 1,932,548$ 1,418,685$ 1,456,154$ 1,447,195$ -$ 1,447,195$ (8,959)$


COMMISSIONER OF REVENUE

Com. of Revenue -Compensation Board Assessments

Citizens

Commissioner of Revenue

Assessments

Land Use


Budget Summary

Change




Commissioner of Revenue 569,360$ 568,304$ 578,940$ 577,295$ -$ 577,295$ (1,645)$

TOTAL EXPENDITURES 569,360$ 568,304$ 578,940$ 577,295$ -$ 577,295$ (1,645)$




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



State Shared Expenses 190,962$ 190,686$ 197,709$ 198,176$ -$ 198,176$ 467$

TOTAL DESIGNATED REVENUE 190,962$ 190,686$ 197,709$ 198,176$ -$ 198,176$ 467$

TOTAL UNDESIGNATED REVENUE 378,398$ 377,617$ 381,231$ 379,119$ -$ 379,119$ (2,112)$

TOTAL REVENUES 569,360$ 568,304$ 578,940$ 577,295$ -$ 577,295$ (1,645)$

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 Compensation Board Revenue Adjustments – A total of $467 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 16 and FY 17. Each year, Compensation Board funding is reconciled to the final County recommended budget when final numbers are received from the state.


No Addenda Added


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.

Change




Commissioner of Revenue 569,360$ 568,304$ 578,940$ 577,295$ -$ 577,295$ (1,645)$


ASSESSMENTS

Com. of Revenue - Compensation Board

Assessments

Citizens

Commissioner of Revenue

Assessments

Land Use

ASSESSMENTS

Budget Summary

Change




Assessments 407,238$ 369,988$ 371,251$ 413,857$ -$ 413,857$ 42,606$

Land Use 3,375$ 3,354$ 3,375$ 3,375$ -$ 3,375$ -$





Capital Outlay 16,348$ 13,597$ -$ -$ -$ -$ -$



Land Use Application Fee 1,800$ 1,558$ 1,800$ 1,800$ -$ 1,800$ -$

Recovered Costs -$ 271$ -$ -$ -$ -$ -$



TOTAL REVENUES 410,613$ 373,342$ 374,626$ 417,232$ -$ 417,232$ 42,606$


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 also supports personal property assessments, including the proration of motor vehicles. This division accounts for the costs for which the County provides 100% of the funding.



$43,474 and One FTE Added to the Base Budget for FY 2017 – One additional FTE was added off-cycle during the FY 2016 budget for a new position to assist with the proration of personal property. During FY 2016, the Board of Supervisors (BOS) provided the Commissioner of the Revenue with a temporary full-time position to analyze the fiscal impact of prorating personal property motor vehicles. In December of 2015, the BOS approved the ordinance prorating motor vehicle values starting January 1, 2016 and approved one additional full-time position in the Commissioner’s office. The base budget has been adjusted to include this additional position.


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.

Change




Assessments 407,238$ 369,988$ 371,251$ 413,857$ -$ 413,857$ 42,606$


Land Use The Land Use Department processes new and renewal applications for qualifying agricultural, horticultural and forestland. The information provided on the applications is validated and use values per crop yields and soil classifications are calculated. Staff also maintains soil maps.

Change




Land Use 3,375$ 3,354$ 3,375$ 3,375$ -$ 3,375$ -$


TREASURER – COMPENSATION BOARD

Citizens

Treasurer

Treasurer - Compensation Board

Treasurer - Collections


Budget Summary

Change




Treasurer 606,500$ 596,611$ 608,777$ 493,603$ -$ 493,603$ (115,174)$




Operations & Maintenance -$ -$ -$ -$ -$ -$ -$

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



State Shared Expenses 178,139$ 176,896$ 184,340$ 184,783$ -$ 184,783$ 443$

TOTAL DESIGNATED REVENUE 178,139$ 176,896$ 184,340$ 184,783$ -$ 184,783$ 443$


TOTAL REVENUES 606,500$ 596,611$ 608,777$ 493,603$ -$ 493,603$ (115,174)$



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 Compensation Board Revenue Adjustments – A total of $443 is added to 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 16 and FY 17. Each year, Compensation Board funding is reconciled to the final County recommended budget when final numbers are received from the state.

Base Shift of Two FTE from the Treasurer Compensation Board Budget to the Treasurer Collections Budget – $111,059 and two FTE are shifted from the Treasurer Compensation Board Budget to the Treasurer Collections budget for FY 17. These two positions were once partially funded by the compensation board. During the FY 11 budget, the state eliminated funding for these positions; however, the dollars and FTE remained in the Treasurer’s Compensation Board budget, pending the restoration of state funding. Since the state has not restored these funds and the County is covering 100% of the costs, these positions have been permanently shifted to the 100% County funded Collections budget for FY 17. This shift results in a decrease of two FTE in the Treasurer Compensation Board budget and an increase of two FTE in the Treasurer Collections Budget.


No Addenda Added


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.

Change




Treasurer-CB 606,500$ 596,611$ 608,777$ 493,603$ -$ 493,603$ (115,174)$



Citizens

Treasurer

Treasurer - Compensation Board

Treasurer - Collections


Budget Summary

Change




Treasurer-Collections 345,465$ 342,604$ 325,337$ 451,892$ 6,848$ 458,740$ 133,403$





Capital Outlay 4,176$ 4,176$ -$ -$ -$ -$ -$



Warrant Fees -$ 28$ 14,000$ 14,000$ -$ 14,000$ -$

TOTAL DESIGNATED REVENUE -$ 28$ 14,000$ 14,000$ -$ 14,000$ -$


TOTAL REVENUES 345,465$ 342,604$ 325,337$ 451,892$ 6,848$ 458,740$ 133,403$



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.


Transfer from Special Contingencies to the Treasurer’s Collections Budget – $18,000 is transferred from Special Contingencies to the Treasurer’s Collections budget for the increased costs of bank fees. Based on the County’s banking services contract with Union First, the County is required to pay for numerous banking fees that were previously complimentary under the former contract with Stellar One Bank. These fees were not finalized before the adoption of the FY 15 budget and were held in Special Contingencies for FY 16. In February 2016, the funds were transferred to the Treasurer’s budget. The Treasurer’s Collections Budget for FY 17 includes these funds for the payment of banking fees.

Base Shift of Two FTE from the Treasurer Compensation Board Budget to the Treasurer Collections Budget – $111,059 and two FTE are shifted from the Treasurer Compensation Board Budget to the Treasurer Collections budget for FY 17. These two positions were once partially funded by the compensation board. During the FY 11 budget, the state eliminated funding for these positions; however, the dollars and FTE remained in the Treasurer’s Compensation Board budget, pending the restoration of state funding. Since the state has not restored these funds and the County is covering 100% of the costs, these positions have been permanently shifted to the 100% County funded Collections budget for FY 17. This shift results in a decrease of two FTE in the Treasurer Compensation Board budget and an increase of two FTE in the Treasurer Collections Budget.



$6,848 is Added for Postage Cost Increases in the Treasurer’s Office – Based on actual expenses for FY 15 and anticipated expenses for FY 16, $6,848 is added to cover postage cost increases for FY 17.


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.

Change




Treasurer-Collections 345,465$ 342,604$ 325,337$ 451,892$ 6,848$ 458,740$ 133,403$


REGISTRAR/ELECTORAL BOARD

Citizens

Registrar/Electoral Board


Budget Summary

Change




Registrar/Electoral Board 558,204$ 544,939$ 445,639$ 360,318$ 52,000$ 412,318$ (33,321)$

TOTAL EXPENDITURES 558,204$ 544,939$ 445,639$ 360,318$ 52,000$ 412,318$ (33,321)$


Personal Services 283,481$ 272,889$ 303,764$ 305,918$ 40,000$ 345,918$ 42,154$


Capital Outlay 224,133$ 225,875$ 87,475$ -$ -$ -$ (87,475)$

TOTAL EXPENDITURES 558,204$ 544,939$ 445,639$ 360,318$ 52,000$ 412,318$ (33,321)$


Local Recovered Costs -$ 353$ -$ -$ -$ -$ -$

State Shared Expenses 43,676$ 44,992$ 45,837$ 47,291$ -$ 47,291$ 1,454$

TOTAL DESIGNATED REVENUE 43,676$ 45,345$ 45,837$ 47,291$ -$ 47,291$ 1,454$

TOTAL UNDESIGNATED REVENUE 514,528$ 499,594$ 399,802$ 313,027$ 52,000$ 365,027$ (34,775)$

TOTAL REVENUES 558,204$ 544,939$ 445,639$ 360,318$ 52,000$ 412,318$ (33,321)$



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.



($87,475) in One-time Funding is Reduced from the Base Budget – During the FY 14 budget, the County provided $78,000 per year over a three-year period to replace the County’s touch screen voting machines with the new optical scan voting machines and $9,475 per year over a three-year period to replace electronic poll books. The County has replaced all of the touch screen voting machines and poll books; therefore, the $87,475 in one-time funding is removed from the base budget for FY 17.

$1,454 is Added to the Registrar’s Base Revenue Budget – These funds account for the adjustment of revenues for FY 16 and FY 17 and reconciles the Registrar’s base revenue budget to the anticipated funding to be provided by the state in FY 17.


$42,500 in One-time Costs are Added to the Registrar’s Budget for Costs Associated with the 2016 Presidential Election – The 2016 Presidential Election will occur in FY 17.


Presidential elections require additional one-time resources that are not contained in the Registrar’s base budget. A total of $42,500 in one-time monies ($40,000 for seasonal wages and $2,500 for office supplies) is added to cover these additional expenses in FY 17.

$7,800 is Added for Voting Machine Programming Costs – Over the past three years, the Registrar replaced the County’s touch screen voting machines with the new optical scan voting machines. These new machines must be reprogramed before each election. Based on updated programming costs for these new machines, an additional $7,800 is needed for FY 17.

$1,700 is Added for Copier Lease Costs – The Registrar requires a special copier for envelope, label, and voter card printing needs. $1,700 is added to cover the cost to lease a copier for the Registrar’s Office. The lease costs for this copier are being shared between the Registrar and the Tourism Office.


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.

Change




Registrar/Electoral Board 558,204$ 544,939$ 445,639$ 360,318$ 52,000$ 412,318$ (33,321)$


INTERNAL SERVICES

Citizens


County Administration

General Services

Copier Services Garage Operations

Mail Services Motor Pool

Internal Services

INTERNAL SERVICES

Budget Summary

Change




Copier Services 1,500$ 968$ 1,500$ 1,500$ -$ 1,500$ -$

Garage Operations 205,118$ 193,578$ 174,953$ 175,011$ 20,000$ 195,011$ 20,058$

Mail Services 15,224$ 7,913$ 11,849$ 11,849$ -$ 11,849$ -$

Motor Pool 37,770$ 25,451$ 133,770$ 133,770$ -$ 133,770$ -$



Personal Services 115,968$ 116,916$ 117,198$ 117,256$ -$ 117,256$ 58$


Capital Outlay 31,970$ 19,859$ 127,970$ 127,970$ -$ 127,970$ -$



Canteen Proceeds -$ 112$ -$ -$ -$ -$ -$

Local Sale of Copy Paper 3,500$ 640$ 3,500$ 3,500$ -$ 3,500$ -$

Local Garage Internal Charges 6,000$ 6,872$ 6,000$ 6,000$ -$ 6,000$ -$

Local Vehicle Maintenance 40,000$ 59,430$ 40,000$ 40,000$ -$ 40,000$ -$

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

Recovered Costs -$ 2,257$ -$ -$ -$ -$ -$

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



TOTAL REVENUES 259,612$ 227,910$ 322,072$ 322,130$ 20,000$ 342,130$ 20,058$


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.




$20,000 is Added for Garage Operations – The cost of operating the County garage continues to rise, as well as the average age of vehicles in the County’s fleet. Based on actual expenses for FY 16 and anticipated increases for FY 17, $20,000 in additional funding is necessary to cover basic operations of the County garage.

INTERNAL SERVICES

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

Change




Copier Services 1,500$ 968$ 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.

Change




Garage Operations 205,118$ 193,578$ 174,953$ 175,011$ 20,000$ 195,011$ 20,058$


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

Change




Mail Services 15,224$ 7,913$ 11,849$ 11,849$ -$ 11,849$ -$

Motor Pool The Motor Pool Department provides a centralized pool of County owned vehicles for use by County divisions while conducting County business.

Change




Motor Pool 37,770$ 25,451$ 133,770$ 133,770$ -$ 133,770$ -$


Citizens

Commonwealth Attorney

Commonwealth Attorney - Prosecution

Commonwealth Attorney - Collections


Budget Summary

Change




Commonwealth Attorney-Prosecution 1,159,518$ 1,075,373$ 1,041,060$ 1,063,049$ -$ 1,063,049$ 21,989$

Commonwealth Attorney-Collections 5,786$ 1,144$ 5,786$ 5,783$ -$ 5,783$ (3)$



Personal Services 1,012,633$ 983,774$ 1,019,474$ 1,041,460$ -$ 1,041,460$ 21,986$


Capital Outlay 62,799$ 60,534$ -$ -$ -$ -$ -$



Local Court Fees 101,000$ 159,198$ 101,000$ 101,000$ 47,500$ 148,500$ 47,500$

State/Federal Confiscations 21,901$ 22,178$ -$ -$ -$ -$ -$


State Commonwealth Attorney Fees 2,600$ 7,939$ 2,600$ 2,600$ 4,900$ 7,500$ 4,900$

TOTAL DESIGNATED REVENUE 765,426$ 827,119$ 770,176$ 772,363$ 52,400$ 824,763$ 54,587$

TOTAL UNDESIGNATED REVENUE 399,878$ 249,398$ 276,670$ 296,469$ (52,400)$ 244,069$ (32,601)$

TOTAL REVENUES 1,165,304$ 1,076,517$ 1,046,846$ 1,068,832$ -$ 1,068,832$ 21,986$



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 Compensation Board Revenue Adjustments – A total of $2,187 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 16 and FY 17. Each year, Compensation Board funding is reconciled to the final County recommended budget when final numbers are received from the state.


$52,400 is Added to the Commonwealth Attorney’s Revenue Budget – This adjustment is made based on actual local fee revenue collections in FY 15, and estimated collections for FY 16 and FY 17.


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.

Change




Commonwealth Attorney-Prosecution 1,159,518$ 1,075,373$ 1,041,060$ 1,063,049$ -$ 1,063,049$ 21,989$


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.

Change




Commonwealth Attorney-Collections 5,786$ 1,144$ 5,786$ 5,783$ -$ 5,783$ (3)$

CIRCUIT COURT

Citizens

General Assembly

Circuit Court

Circuit Court

Juries

CIRCUIT COURT

Budget Summary

Change




Circuit Court 151,981$ 147,749$ 152,059$ 149,712$ -$ 149,712$ (2,347)$

Juries 24,651$ 21,830$ 24,400$ 24,400$ -$ 24,400$ -$





Capital Outlay 2,599$ 1,961$ -$ -$ -$ -$ -$



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

Recovered Costs -$ 420$ -$ -$ -$ -$ -$

Jury Reimbursement -$ 14,526$ -$ -$ -$ -$ -$



TOTAL REVENUES 176,632$ 169,579$ 176,459$ 174,112$ -$ 174,112$ (2,347)$


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.




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.

Change




Circuit Court 151,981$ 147,749$ 152,059$ 149,712$ -$ 149,712$ (2,347)$


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

Change




Juries 24,651$ 21,830$ 24,400$ 24,400$ -$ 24,400$ -$


Citizens

General Assembly

General District Court


Budget Summary

Change




General District Court 22,231$ 17,295$ 21,711$ 21,711$ -$ 21,711$ -$

TOTAL EXPENDITURES 22,231$ 17,295$ 21,711$ 21,711$ -$ 21,711$ -$


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


Capital Outlay 520$ 206$ -$ -$ -$ -$ -$



Local Courthouse Maintenance Fees -$ -$ -$ -$ -$ -$ -$


TOTAL UNDESIGNATED REVENUE 22,231$ 17,295$ 21,711$ 21,711$ -$ 21,711$ -$

TOTAL REVENUES 22,231$ 17,295$ 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.




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.

Change




General District Court 22,231$ 17,295$ 21,711$ 21,711$ -$ 21,711$ -$

JUVENILE AND DOMESTIC RELATIONS COURT

General Assembly

Juvenile and Domestic Relations

Court

Citizens

Juvenile & Domestic Relations Court

Court Services


Budget Summary

Change




Juvenile and Domestic Relations Court 15,505$ 9,350$ 14,024$ 14,024$ -$ 14,024$ -$

Court Services 6,500$ 1,690$ 6,500$ 6,500$ -$ 6,500$ -$





Capital Outlay 700$ -$ -$ -$ -$ -$ -$



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



TOTAL REVENUES 22,005$ 11,040$ 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.




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.

Change




Juvenile and Domestic Relations Court 15,505$ 9,350$ 14,024$ 14,024$ -$ 14,024$ -$

Court Services The Court Services provides probation services for the County’s Juvenile and Domestic Relations Court. The office conducts predispositional reports, processes intake complaints, and maintains an average daily population of 75 juveniles on probation. Office personnel consists of seven probation officers, one secretary and one probation supervisor.

Change




Court Services 6,500$ 1,690$ 6,500$ 6,500$ -$ 6,500$ -$

MAGISTRATE

Citizens

General Assembly

Courts

Magistrate

MAGISTRATE

Budget Summary

Change




Magistrate 5,000$ 4,083$ 5,000$ 5,000$ -$ 5,000$ -$




Operations & Maintenance 3,478$ 2,861$ 4,700$ 5,000$ -$ 5,000$ 300$

Capital Outlay 1,522$ 1,222$ 300$ -$ -$ -$ (300)$






TOTAL REVENUES 5,000$ 4,083$ 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.




No Addenda Added

MAGISTRATE

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

Change




Magistrate 5,000$ 4,083$ 5,000$ 5,000$ -$ 5,000$ -$

CLERK OF THE CIRCUIT COURT

Citizens

Clerk of the Circuit Court


Budget Summary

Change




Clerk of the Circuit Court 708,887$ 700,105$ 707,487$ 620,315$ -$ 620,315$ (87,172)$





Capital Outlay 603$ -$ -$ -$ -$ -$ -$



Local Fees 75,000$ 21,809$ 75,000$ 75,000$ -$ 75,000$ -$

Recovered Costs 11,000$ 9,799$ -$ -$ -$ -$ -$


TOTAL DESIGNATED REVENUE 467,077$ 411,023$ 469,853$ 471,162$ -$ 471,162$ 1,309$


TOTAL REVENUES 708,887$ 700,105$ 707,487$ 620,315$ -$ 620,315$ (87,172)$



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 Salary and Fringe Benefit Adjustments – For FY 17, the County budget includes an increase to annualize the FY 16 merit increase, a decrease in the Virginia Retirement System (VRS) contribution rate from 13.11% to 11.47%, a decrease in the group life insurance rate from 1.32% to 1.31% and a decrease in unemployment insurance per position from $99 to $52. All other fringe benefit rates remain unchanged for FY 17. These items resulted in net savings of $5,179. The remainder of the adjustment ($81,993) resulted from:

o Elimination of the County Supplement for the Position of Clerk of Circuit Court Salary $21,770 Fringe benefits associated with the salary reduction 3,890

o Turnover savings from staffing changes (through January 15, 2016) Salaries 47,291 Fringe benefits associated with the salary changes 9,042

$81,993

Base Compensation Board Revenue Adjustments – A total of $1,309 is added to 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 16 and FY 17. Each year, Compensation Board funding is reconciled to the final County recommended budget when final numbers are received from the state.



No Addenda Added


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.

Change




Clerk of the Circuit Court 708,887$ 700,105$ 707,487$ 620,315$ -$ 620,315$ (87,172)$


SHERIFF – COMPENSATION BOARD

Citizens

Sheriff

Sheriff - Compensation Board

Civil & 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

Change




Civil and Court Security 790,066$ 781,057$ 811,303$ 784,473$ -$ 784,473$ (26,830)$

Dispatching 54,053$ 53,924$ 54,271$ -$ -$ -$ (54,271)$

Jail Block 325,527$ 301,942$ 315,108$ 314,904$ -$ 314,904$ (204)$

Jail Operations 1,753,558$ 1,748,284$ 1,781,429$ 1,786,692$ -$ 1,786,692$ 5,263$

Field Operations 4,306,576$ 4,300,205$ 4,336,057$ 4,392,309$ -$ 4,392,309$ 56,252$



Personal Services 6,819,654$ 6,813,986$ 6,938,179$ 6,918,389$ -$ 6,918,389$ (19,790)$


Capital Outlay 16,132$ 1$ -$ -$ -$ -$ -$




State Shared Expenses 3,840,333$ 3,838,153$ 3,954,090$ 3,959,245$ -$ 3,959,245$ 5,155$

State Jail Block 139,074$ 184,962$ 139,074$ 139,074$ -$ 139,074$ -$

TOTAL DESIGNATED REVENUE 3,985,675$ 4,031,722$ 4,093,164$ 4,098,319$ -$ 4,098,319$ 5,155$


TOTAL REVENUES 7,229,780$ 7,185,413$ 7,298,168$ 7,278,378$ -$ 7,278,378$ (19,790)$



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.



Reallocation of Base Budget Resources – A total of $54,141 in base budget funds that supported dispatching operations has been reallocated in the base budget to cover other expenses within the Sheriff’s office. Dispatching functions have been moved to the Regional 911 Authority. One Dispatch position was retained as an Office Assistant and the associated dollars ($54,141) were shifted to Field Operations.

Base Compensation Board Revenue Adjustments – A total of $5,155 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 16 and FY 17. Each year, Compensation Board funding is reconciled to the final County recommended budget when final numbers are received from the state.


No Addenda Added


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.

Change






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. The New River Valley Emergency Communications Regional Authority is scheduled to assume these duties July 1, 2016.

Change




Dispatching 54,053$ 53,924$ 54,271$ -$ -$ -$ (54,271)$


Jail Block The jail block is actually the jail per diem sent to the County by the State for the housing and care of the inmates. Funds are based on the number of inmates housed and the charges placed against them and/or their sentence. All funds are used to operate the jail and are mandated by the Code of Virginia to be used for this purpose.

Change




Jail Block 325,527$ 301,942$ 315,108$ 314,904$ -$ 314,904$ (204)$



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.

Change




Jail Operations 1,753,558$ 1,748,284$ 1,781,429$ 1,786,692$ -$ 1,786,692$ $5,263


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.

Change




Field Operations 4,306,576$ 4,300,205$ 4,336,057$ 4,392,309$ -$ 4,392,309$ 56,252$


SHERIFF - COUNTY

Citizens

Sheriff

Sheriff - Compensation Board Sheriff - County


Dispatching

Jail Operations

Field Operations

Police Training Academy

Wireless 911 Civil & 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

Change





Dispatching 405,376$ 403,899$ 442,776$ 218,138$ (218,138)$ -$ (442,776)$

Jail Operations 365,744$ 329,266$ 341,783$ 321,928$ 13,860$ 335,788$ (5,995)$

Field Operations 1,465,405$ 1,175,808$ 1,076,665$ 1,110,238$ 102,078$ 1,212,316$ 135,651$

Police Training Academy 139,729$ 64,468$ 66,400$ 66,400$ -$ 66,400$ -$

Wireless 911 48,075$ 47,626$ 48,302$ 48,302$ (48,302)$ -$ (48,302)$

Support Services 16,700$ 13,829$ 38,000$ 297,753$ -$ 297,753$ 259,753$

Criminal Investigations 134,656$ 70,656$ 23,200$ 6,000$ -$ 6,000$ (17,200)$

Inmate Litter Pickup 32,529$ 28,048$ 20,992$ 28,642$ 34,000$ 62,642$ 41,650$

Contracted Overtime -$ -$ 100,000$ 100,000$ -$ 100,000$ -$

Western VA Regional Jail 4,045,595$ 3,444,311$ 4,287,882$ 4,287,882$ -$ 4,287,882$ -$

TOTAL EXPENDITURES 7,141,561$ 6,063,515$ 6,951,383$ 6,956,922$ (116,502)$ 6,840,420$ (110,963)$


Personal Services 1,731,782$ 1,719,500$ 1,799,632$ 1,805,171$ (182,440)$ 1,622,731$ (176,901)$

Operations & Maintenance 3,807,869$ 3,049,481$ 3,688,063$ 3,957,702$ 15,725$ 3,973,427$ 285,364$

Capital Outlay 1,601,910$ 1,294,534$ 1,463,688$ 1,194,049$ 50,213$ 1,244,262$ (219,426)$

TOTAL EXPENDITURES 7,141,561$ 6,063,515$ 6,951,383$ 6,956,922$ (116,502)$ 6,840,420$ (110,963)$


Local E 911 Tax -$ -$ -$ -$ -$ -$ -$

Interest 140$ 101$ 140$ 140$ -$ 140$ -$

Local Fees 4,137$ 4,137$ 4,137$ 4,137$ -$ 4,137$ -$

Courthouse Security Fees 187,810$ 179,918$ 187,810$ 187,810$ -$ 187,810$ -$

Jail Non Com. 50$ -$ 50$ 50$ -$ 50$ -$

State Confiscations 13,223$ 15,843$ -$ -$ -$ -$ -$

Federal Confiscations 337$ 337$ -$ -$ -$ -$ -$


Local Jail Fees 9,000$ 9,732$ 9,000$ 9,000$ -$ 9,000$ -$

Local DNA Fees 500$ 907$ 500$ 500$ -$ 500$ -$

Local Inmate Phone Fees 25,000$ 12,155$ 25,000$ 25,000$ -$ 25,000$ -$

Local Inmate Medical Fees 800$ 2,228$ 800$ 800$ -$ 800$ -$

Local Prisoner/Boarding 800$ -$ 800$ 800$ -$ 800$ -$

Local Fingerprinting 800$ 850$ 800$ 800$ -$ 800$ -$

HEM Shared Expenses -$ -$ -$ -$ -$ -$ -$

HEM Drug Testing 10,000$ 5,331$ 10,000$ 10,000$ -$ 10,000$ -$

HEM Monitoring 92,000$ 45,171$ 92,000$ 92,000$ -$ 92,000$ -$

HEM Connection 2,500$ 3,579$ 2,500$ 2,500$ -$ 2,500$ -$

State Wireless 911 40,211$ 43,189$ 40,211$ 40,211$ (40,211)$ -$ (40,211)$

TOTAL DESIGNATED REVENUE 486,832$ 456,750$ 476,748$ 476,748$ (40,211)$ 436,537$ (40,211)$

TOTAL UNDESIGNATED REVENUE 6,654,729$ 5,606,766$ 6,474,635$ 6,480,174$ (76,291)$ 6,403,883$ (70,752)$

TOTAL REVENUES 7,141,561$ 6,063,515$ 6,951,383$ 6,956,922$ (116,502)$ 6,840,420$ (110,963)$

Total Authorized Personnel (FTE) 29.5 29.5 29.5 29.5 (6) 23.5

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.



Reallocation of Base Budget Resources – A total of $224,638 in base budget funds that supported dispatching operations has been reallocated in the base budget to cover other expenses within the Sheriff’s office. Dispatching functions have been moved to the Regional 911 Authority. A total of 6 positions (FTE) have been reallocated from the Sheriff’s Departments to the Regional 911 Authority. Three Dispatch positions were retained as Office Assistants and associated dollars of $177,638 were shifted to Support Services. Other operational support monies totaling $47,000 for the dispatching function remained within the Sheriff’s office. These funds have been reallocated in the base budget to cover other expenses including: accreditation expenses, maintenance service contracts, and evidence supplies.


$50,000 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

SHERIFF - COUNTY

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.

$15,725 is Added for the One-Time Cost to Replace Body Armor – Funding is added for the one-time cost to replace SWAT body armor plates and correction body armor that will expire in FY 17.

$34,000 is Added to Fund Overtime for Deputies to Supervise Inmates Working at County Facilities – Additional funding is provided to pay for overtime costs for deputies to supervise inmates while they work at County facilities, such as cleaning the current animal shelter.

$50,213 is Added for the One-time Replacement of the County’s Jail Transport Van – Funding is added to replace the County’s jail transport van. The current van is over 11 years old and is in need of replacement. This vehicle is used for high risk and out-of-county transports.

($266,440) and 6 FTE are Reduced from the Dispatching Budget and Transferred to the New River Valley Emergency Communications Regional Authority – The Authority was created to centralize four Public Safety Answering Points (PSAPs) into one consolidated operation. Centralized operations are scheduled to begin on July 1, 2016. The Sheriff’s Office PSAP maintained 8 County funded positions, one position funded from the Wireless grant and one position funded through the Compensation Board in Division-310. Due to the administrative duties that will remain in the Sheriff’s Office, the Sheriff requested that the Sheriff’s Office be allowed to retain 4 positions of these dispatcher positions to assist with these duties. To address the Sheriff’s request, 3 County funded positions totaling $177,638 are retained in this Division and shifted to the Support Services base budget as Office Assistant positions. In addition, one Compensation Board position funded in Division 310 is also retained to address these administrative needs. A companion addendum is located in Division 910- New River Valley Emergency Communications Regional Authority which addresses this transfer. Along with this shift in FTE, $40,211 in wireless 911 revenues are transferred from the Sheriff’s Office to the 911 Authority for FY 17. Therefore, there is a reduction in $40,211 in the Sheriff’s revenue budget and an increase in revenue in the 911 Authority in division 910.

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.

Change





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. The New River Valley Emergency Communications Regional Authority is scheduled to assume these duties July 1, 2016.

Change




Dispatching 405,376$ 403,899$ 442,776$ 218,138$ (218,138)$ -$ (442,776)$

Authorized Personnel (FTEs) 8 8 8 5 (5) 0

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.

Change




Jail Operations 365,744$ 329,266$ 341,783$ 321,928$ 13,860$ 335,788$ (5,995)$


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.

Change




Field Operations 1,465,405$ 1,175,808$ 1,076,665$ 1,110,238$ 102,078$ 1,212,316$ 135,651$

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.

Change




Police Training Academy 139,729$ 64,468$ 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. The New River Valley Emergency Communications Regional Authority is scheduled to assume these duties July 1, 2016.

Change




Wireless 911 48,075$ 47,626$ 48,302$ 48,302$ (48,302)$ -$ (48,302)$

Authorized Personnel (FTEs) 1 1 1 1 (1) 0

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 and 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.

Change




Support Services 16,700$ 13,829$ 38,000$ 297,753$ -$ 297,753$ 259,753$


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.

Change




Criminal Investigations 134,656$ 70,656$ 23,200$ 6,000$ -$ 6,000$ (17,200)$


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.

Change




Inmate Litter Pickup 32,529$ 28,048$ 20,992$ 28,642$ 34,000$ 62,642$ 41,650$


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.

Change




Contracted 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.

Change




Western VA Regional Jail 4,045,595$ 3,444,311$ 4,287,882$ 4,287,882$ -$ 4,287,882$ -$


FIRE DEPARTMENTS AND RESCUE SQUADS

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


Budget Summary

Change




Retirement; Insurance; and Incentives 486,492$ 375,625$ 451,032$ 449,613$ 22,000$ 471,613$ 20,581$

Blacksburg Fire Department 98,342$ 98,342$ 94,342$ 94,172$ -$ 94,172$ (170)$

Christiansburg Fire Department 140,270$ 100,270$ 120,270$ 115,270$ -$ 115,270$ (5,000)$

Elliston Fire Department 108,100$ 108,100$ 95,100$ 102,100$ -$ 102,100$ 7,000$

Long Shop McCoy Fire Department 80,740$ 80,740$ 89,540$ 97,540$ -$ 97,540$ 8,000$

Riner Fire Department 82,173$ 82,173$ 89,673$ 90,673$ -$ 90,673$ 1,000$

Blacksburg Rescue Squad 115,966$ 115,933$ 131,796$ 108,444$ -$ 108,444$ (23,352)$

Christiansburg Rescue Squad 99,000$ 99,000$ 99,000$ 99,000$ -$ 99,000$ -$

Long Shop McCoy Rescue Squad 57,060$ 57,060$ 44,910$ 46,310$ -$ 46,310$ 1,400$

Riner Rescue Squad 76,215$ 76,215$ 61,215$ 75,639$ -$ 75,639$ 14,424$

Shawsville Rescue Squad 102,583$ 92,583$ 96,583$ 93,281$ 1,302$ 94,583$ (2,000)$

Fuel Contingency -$ -$ -$ -$ -$ -$ -$

Funds to be Distributed by F&R Comm -$ -$ -$ -$ -$ -$ -$

Training Center -$ -$ -$ -$ 4,200$ 4,200$ 4,200$



Retirement and Insurance 486,492$ 375,625$ 451,032$ 449,613$ 22,000$ 471,613$ 20,581$

Training Center -$ -$ -$ -$ 4,200$ 4,200$ 4,200$

Fire Departments 509,625$ 469,625$ 488,925$ 499,755$ -$ 499,755$ 10,830$

Rescue Squads 450,824$ 440,791$ 433,504$ 422,674$ 1,302$ 423,976$ (9,528)$







TOTAL REVENUES 1,446,941$ 1,286,041$ 1,373,461$ 1,372,042$ 27,502$ 1,399,544$ 26,083$


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.


$922,429 is Included for Fire and Rescue Operations – As part of this year’s base budget process, the Fire and Rescue Commission distributed $70,852 in base funding to cover fire and rescue recurring and one-time budget requests for FY 17. In addition to distributing $70,852, an additional $1,302 was requested to meet the operating needs of all of the departments for FY 17. These additional funds were added as an addendum for FY 17. The chart below shows the distribution as recommended by the Fire and Rescue Commission.

Fire and Rescue Operating Budgets

FY 17 Base FY 17 FY 17 FY 17

Base Recuring New Recurring One-time Total

Fire Departments Budget Addition Budget Addition Budget

Blacksburg FD 84,342$ 1,000$ 85,342$ 8,830$ 94,172$

Christiansburg FD 115,270$ -$ 115,270$ -$ 115,270$

Elliston FD 90,100$ -$ 90,100$ 12,000$ 102,100$

Long Shop/McCoy FD 89,540$ -$ 89,540$ 8,000$ 97,540$

Riner FD 82,173$ -$ 82,173$ 8,500$ 90,673$

Subtotal for FD 461,425$ 1,000$ 462,425$ 37,330$ 499,755$

Rescue Squads

Blacksburg RS 102,444$ 6,000$ 108,444$ -$ 108,444$

Christiansburg RS* 99,000$ -$ 99,000$ -$ 99,000$

Long Shop/McCoy RS 40,910$ 3,000$ 43,910$ 2,400$ 46,310$

Riner RS 61,215$ -$ 61,215$ 14,424$ 75,639$

Shawsville RS 86,583$ 5,000$ 91,583$ 3,000$ 94,583$ -$

Subtotal for RS 390,152$ 14,000$ 404,152$ 19,824$ 423,976$

-$

Distribution by Fire & Rescue Commission 70,852$ -$ -$ -$ -$

Subtotal Undistributed 70,852$ -$ -$ -$ -$

-$

Total - Operating Budgets 922,429$ 15,000$ 866,577$ 57,154$ 923,731$



$1,302 is Added for Fire and Rescue Ongoing Operations – After the Fire and Rescue Commission distributed $70,852 in base funding to cover fire and rescue recurring and one-time budget requests for FY 17, an additional $1,302 was required to meet the operating needs of all of the departments for FY 17.

$22,000 is Added for Fire and Rescue Insurance and Incentives – $22,000 is added to fire and rescue due to an increase in workers’ compensation premiums ($8,133), Volunteer Service Award Program (VOLSAP) premiums ($738), group insurance premiums ($8,782), general liability premiums ($185), motor vehicle insurance premiums ($2,162), and additional incentive funds for the number of gas cards ($2,000). Funding is added based on increased membership and a 5% estimated premium increase for FY 17.

$1,200 is Added for the Maintenance Costs of the Fire and Rescue Training Center – These funds will be used for the purchase of lawn maintenance equipment, gasoline, and safety equipment to maintain the landscape around the new training center.

$3,000 is Added for the Training Funds for the Fire and Rescue Training Center – These funds are needed to provide adequate resources for classes and exercises at the training center. The funds will be used to purchase training materials and supplies for the classes.

Note: $374,000 is also added to provide a one-time increase in funding equivalent to one-half a penny of the real estate tax rate to address Fire and Rescue’s list of capital equipment that needs to be replaced. These funds are located in the County Capital tab at the end of the budget document.


Department Description and Financial Data Retirement; Insurance; and Incentives

Change




Retirement; Insurance; and Incentives 486,492$ 375,625$ 451,032$ 449,613$ 22,000$ 471,613$ 20,581$

Fire Departments Fire departments provide volunteer fire services to County and town residents. Fire Departments are routinely involved in training their personnel through the Department of Fire Programs. The basic training required to be a firefighter is a minimum of 107 hours. This does not include the in-house training that is required to master the equipment of their individual department. Blacksburg Fire Department

Change




Blacksburg Fire Department 98,342$ 98,342$ 94,342$ 94,172$ -$ 94,172$ (170)$

Christiansburg Fire Department

Change




Christiansburg Fire Department 140,270$ 100,270$ 120,270$ 115,270$ -$ 115,270$ (5,000)$

Elliston Fire Department

Change




Elliston Fire Department 108,100$ 108,100$ 95,100$ 102,100$ -$ 102,100$ 7,000$


Long Shop McCoy Fire Department

Change




Long Shop McCoy Fire Department 80,740$ 80,740$ 89,540$ 97,540$ -$ 97,540$ 8,000$

Riner Fire Department

Change




Riner Fire Department 82,173$ 82,173$ 89,673$ 90,673$ -$ 90,673$ 1,000$

Rescue Squads Rescue Squads provide volunteer rescue services to County and town residents. Rescue squads are trained in a variety of methods. Classes are routinely offered through the local squads and the Virginia Department of Health. The basic rescuer is required to complete 142 hours of training. This prepares them to answer calls of all nature and allows them to perform emergency medical skills on-scene. Typical assignments in the local squads require the volunteer to answer calls both at will and on assigned call nights. Blacksburg Rescue Squad

Change




Blacksburg Rescue Squad 115,966$ 115,933$ 131,796$ 108,444$ -$ 108,444$ (23,352)$

Christiansburg Rescue Squad

Change




Christiansburg Rescue Squad 99,000$ 99,000$ 99,000$ 99,000$ -$ 99,000$ -$


Long Shop McCoy Rescue Squad

Change




Long Shop McCoy Rescue Squad 57,060$ 57,060$ 44,910$ 46,310$ -$ 46,310$ 1,400$

Riner Rescue Squad

Change




Riner Rescue Squad 76,215$ 76,215$ 61,215$ 75,639$ -$ 75,639$ 14,424$

Shawsville Rescue Squad

Change




Shawsville Rescue Squad 102,583$ 92,583$ 96,583$ 93,281$ 1,302$ 94,583$ (2,000)$

Fuel Contingency

Change




Fuel Contingency -$ -$ -$ -$ -$ -$ -$

Funds to be Distributed by Fire & Rescue Commission

Change






Training Center

Change




Training Center -$ -$ -$ -$ 4,200$ 4,200$ 4,200$

GENERAL SERVICES

Citizens



General Services

Administration

Friends of Animal Care & Control

Buildings & Grounds

Centralized Maintenance

Housekeeping

Litter Control

Solid Waste Collections

Lawns & Landscaping

Animal Control

GENERAL SERVICES

Budget Summary

Change




Administration 216,238$ 212,654$ 215,424$ 214,121$ 42,618$ 256,739$ 41,315$

Animal Control 227,609$ 221,978$ 223,726$ 222,327$ -$ 222,327$ (1,399)$

Buildings and Grounds 1,708,377$ 1,606,404$ 1,768,604$ 1,788,666$ -$ 1,788,666$ 20,062$

Centralized Maintenance 103,240$ 28,668$ 84,281$ 84,281$ -$ 84,281$ -$

Friends of Animal Care and Control 32,750$ 32,365$ 32,050$ 32,050$ -$ 32,050$ -$

Housekeeping 445,813$ 394,449$ 422,779$ 416,233$ 35,635$ 451,868$ 29,089$

Lawns and Landscaping 177,556$ 153,299$ 175,430$ 173,262$ -$ 173,262$ (2,168)$

Litter Control 92,907$ 87,718$ 93,734$ 94,768$ -$ 94,768$ 1,034$

Solid Waste Collections 1,727,169$ 1,608,496$ 1,806,194$ 1,766,714$ -$ 1,766,714$ (39,480)$



Personal Services 2,195,087$ 2,087,263$ 2,182,119$ 2,160,319$ 78,253$ 2,238,572$ 56,453$

Operations & Maintenance 2,427,332$ 2,228,660$ 2,545,822$ 2,544,822$ -$ 2,544,822$ (1,000)$

Capital Outlay 109,240$ 30,108$ 94,281$ 87,281$ -$ 87,281$ (7,000)$



Local Animal Licenses 13,950$ 26,609$ 13,950$ 13,950$ -$ 13,950$ -$

Dog & Cat Sterilization 10,320$ 13,198$ 10,320$ 10,320$ -$ 10,320$ -$


Local Courthouse Maintenance 40,000$ 45,652$ 40,000$ 40,000$ -$ 40,000$ -$

Local Health/HS Utilities 11,665$ 16,800$ 11,665$ 11,665$ -$ 11,665$ -$

Local Health/HS Maintenance 50,000$ 72,992$ 81,330$ 81,330$ -$ 81,330$ -$

Local Cons Utility Tax -$ -$ -$ -$ -$ -$ -$

Local Waste Collection 40,700$ 6,186$ 40,700$ 40,700$ -$ 40,700$ -$

State Litter Control Grant 16,450$ 26,294$ 16,450$ 16,450$ -$ 16,450$ -$

Jail Block Revenue 21,500$ -$ 21,500$ 21,500$ -$ 21,500$ -$

Local Auto Graveyard 4,500$ 3,300$ 4,500$ 4,500$ -$ 4,500$ -$



TOTAL REVENUES 4,731,659$ 4,346,031$ 4,822,222$ 4,792,422$ 78,253$ 4,870,675$ 48,453$


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.



($8,000) in One-time Funding is Reduced from the Base Budget – The total consisted of funds provided during the FY 16 budget for the one-time cost of an elevator lift to help address maintenance issues at County buildings.


$35,635 is Added for a Housekeeper (One FTE) – Additional funding is added to address the workload increase due to new larger facilities, such as the Public Safety Building. This position will provide housekeeping support for this additional space.

$42,618 is Added for an Office Assistant (One FTE) to Support the General Services Division – The General Services Division is comprised of 9 separate departments. This position will assist existing staff in meeting citizen needs across all 9 departments and help maintain the administrative offices in the absence of other staff.

GENERAL SERVICES

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

Change




Administration 216,238$ 212,654$ 215,424$ 214,121$ 42,618$ 256,739$ 41,315$


Animal Control The Animal Control Department is responsible for enforcing County ordinances and state laws relating to animals. Animal Control impounds stray dogs, investigates livestock deaths due to animals, quarantines animals involved in bite cases, and investigates animal cruelty. The department maintains the safety of the public as it pertains to animal ordinances and educates the public about animal laws and welfare.

Change




Animal Control 227,609$ 221,978$ 223,726$ 222,327$ -$ 222,327$ (1,399)$


Buildings and Grounds This Department is responsible for the preservation of County facilities, including recreational and industrial parks. Buildings and Grounds maintain 37 County buildings and facilities, eight recreational parks, and two industrial parks. The department provides general labor support to County divisions for repair and remodeling projects.

Change




Buildings and Grounds 1,708,377$ 1,606,404$ 1,768,604$ 1,788,666$ -$ 1,788,666$ 20,062$


GENERAL SERVICES

Centralized Maintenance Centralized Maintenance is an account established to fund one-time projects. Portions of these funds are undesignated and may be utilized to fund emergency repairs. These projects are not generally funded through the operational budget due to their nature, and do not meet the criteria of Capital Improvements Projects. Centralized Maintenance is a line item within the budget and not a department or division under General Services.

Change




Centralized Maintenance 103,240$ 28,668$ 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.

Change




Friends of Animal Care and Control 32,750$ 32,365$ 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.

Change




Housekeeping 445,813$ 394,449$ 422,779$ 416,233$ 35,635$ 451,868$ 29,089$


Lawns and Landscaping The Lawns & Landscaping Department is responsible for maintaining 131 acres of open property, including landscaping services, tree trimming, and grass cutting. The Lawns & Landscaping Department also assists in maintaining recreational facilities including the Motor Mile Complex and the former Shawsville High School football and baseball fields.

Change




Lawns and Landscaping 177,556$ 153,299$ 175,430$ 173,262$ -$ 173,262$ (2,168)$


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.

Change




Litter Control 92,907$ 87,718$ 93,734$ 94,768$ -$ 94,768$ 1,034$


Solid Waste Collections This Department provides waste disposal and recycling services for County residents. Services are delivered through ten consolidated sites. Sites are open every day except Thanksgiving, New Years, Martin Luther King, Memorial, Independence, Labor and Christmas holidays; Monday through Friday, 7:00 am to 7:00 pm (6:00 pm in the winter); Saturday, 8:00 am to 6:00 pm; and Sunday, noon to 6:00 pm. At these sites, residents may dispose of household trash, bulky items, and recyclables. The goal of the department is to eliminate open “green box” sites and maintain services countywide through consolidated sites.

Change




Solid Waste Collections 1,727,169$ 1,608,496$ 1,806,194$ 1,766,714$ -$ 1,766,714$ (39,480)$

Authorized Personnel (FTEs) 14.6 14.6 14.6 14 0.00 14.00

ENGINEERING AND REGULATORY COMPLIANCE

Citizens



Inspections

Mid-County Landfill

Soil Erosion & Sediment Control

Stormwater Management

Thompson Landfill




Budget Summary

Change




Stormwater Management 224,106$ 128,774$ 114,334$ 121,930$ -$ 121,930$ 7,596$

Inspections 365,159$ 334,712$ 368,668$ 356,652$ -$ 356,652$ (12,016)$

Mid-County Landfill 200,577$ 165,180$ 128,200$ 128,200$ -$ 128,200$ -$

Soil Erosion and Sediment Control -$ -$ 10,000$ 1,883$ -$ 1,883$ (8,117)$

Thompson Landfill 72,174$ 45,515$ 53,000$ 53,000$ -$ 53,000$ -$





Capital Outlay 12,700$ -$ -$ -$ -$ -$ -$



Local Soil Erosion Fees 23,900$ 20,254$ 23,900$ 23,900$ -$ 23,900$ -$

Soil Erosion Fees -$ 34,157$ 20,385$ 20,385$ -$ 20,385$ -$

Local Building Permits 81,000$ 95,030$ 81,000$ 81,000$ -$ 81,000$ -$

Local Occupancy Permits 750$ 900$ 750$ 750$ -$ 750$ -$

Local Electrical Permits 15,875$ 23,753$ 15,875$ 15,875$ -$ 15,875$ -$

Local Mechanical Permits 15,840$ 13,466$ 15,840$ 15,840$ -$ 15,840$ -$

Local Plumbing Permits 24,000$ 13,228$ 24,000$ 24,000$ -$ 24,000$ -$

Local Manufactured Housing Permits 5,950$ 7,864$ 5,950$ 5,950$ -$ 5,950$ -$

Local Re-inspect Fees 2,000$ 3,090$ 2,000$ 2,000$ -$ 2,000$ -$



TOTAL REVENUES 862,016$ 674,181$ 674,202$ 661,665$ -$ 661,665$ (12,537)$

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.




No Addenda Added


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.

Change




Stormwater Management 224,106$ 128,774$ 114,334$ 121,930$ -$ 121,930$ 7,596$


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

Change




Inspections 365,159$ 334,712$ 368,668$ 356,652$ -$ 356,652$ (12,016)$


Mid-County Landfill The Mid-County Landfill is located off of Cinnabar Road between the towns of Christiansburg and Blacksburg. The landfill was closed in the late 70’s but continues to require groundwater and landfill gas testing along with the operation of gas migration mitigation equipment.

Change




Mid-County Landfill 200,577$ 165,180$ 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.

Change




Soil Erosion and Sediment Control -$ -$ 10,000$ 1,883$ -$ 1,883$ (8,117)$


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.

Change




Thompson Landfill 72,174$ 45,515$ 53,000$ 53,000$ -$ 53,000$ -$


Citizens




Human Services

Comprehensive Services Act


Budget Summary

Change




Comprehensive Services Act 1,651,969$ 926,816$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$

TOTAL EXPENDITURES 1,651,969$ 926,816$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$




Public Assistance 1,647,769$ 924,023$ 1,647,769$ 1,647,769$ -$ 1,647,769$ -$

Capital Outlay -$ 180$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 1,651,969$ 926,816$ 1,651,969$ 1,651,969$ -$ 1,651,969$ -$


Local Recovered Costs -$ 22,897$ -$ -$ -$ -$ -$

State CSA 1,162,784$ 495,789$ 1,162,784$ 1,162,784$ -$ 1,162,784$ -$

TOTAL DESIGNATED REVENUE 1,162,784$ 518,686$ 1,162,784$ 1,162,784$ -$ 1,162,784$ -$


TOTAL REVENUES 1,651,969$ 926,816$ 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.




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.

Change




Comprehensive Services Act 1,651,969$ 926,816$ 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

Change




Alternative Community Programs 85,519$ 47,892$ 84,665$ 84,824$ -$ 84,824$ 159$

Human Services 156,205$ 150,363$ 159,127$ 157,528$ -$ 157,528$ (1,599)$

Retired Senior Volunteer Program 199,698$ 187,183$ 145,732$ 135,485$ -$ 135,485$ (10,247)$





Capital Outlay 9,036$ 9,183$ -$ -$ -$ -$ -$



Local User Fees -$ 105$ -$ -$ -$ -$ -$

Donations 10,789$ 13,210$ -$ -$ -$ -$ -$

State CSA Administration 12,000$ 12,270$ 12,000$ 12,000$ -$ 12,000$ -$

State VJCCCA 54,475$ 51,182$ 49,392$ 49,392$ -$ 49,392$ -$

Federal RSVP 51,043$ 51,452$ 48,543$ 48,543$ -$ 48,543$ -$



TOTAL REVENUES 441,422$ 385,437$ 389,524$ 377,837$ -$ 377,837$ (11,687)$


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 (VJCCCA) programs and monitors/evaluates expenditures and placements through the Comprehensive Services Act for at-risk youth and families.




No Addenda Added

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.

Change




Alternative Community Programs 85,519$ 47,892$ 84,665$ 84,824$ -$ 84,824$ 159$

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 (VJCCCA) programs and we monitor and evaluate expenditures and placements through the Comprehensive Services Act for at-risk youth and families.

Change




Human Services 156,205$ 150,363$ 159,127$ 157,528$ -$ 157,528$ (1,599)$


Retired Senior Volunteer Program Retired and Senior Volunteer Program (RSVP) invites adults age 55 and over to use their life experience and skills to answer the call of their neighbors in need. RSVP acts as a clearinghouse to match volunteers’ interests and skills with agencies and organizations that need assistance. RSVP provides a variety of opportunities for persons to participate more fully in the life of their community through significant volunteer service.

Change




Retired Senior Volunteer Program 199,698$ 187,183$ 145,732$ 135,485$ -$ 135,485$ (10,247)$


PUBLIC HEALTH DEPARTMENT

Citizens

Governor

Secretary of Health and Human Services

General Assembly

State Department of Health

Local Department of Health


Budget Summary

Change




Public Health 503,938$ 503,938$ 493,266$ 545,037$ 35,569$ 580,606$ 87,340$




Direct Payment 503,938$ 503,938$ 493,266$ 545,037$ 35,569$ 580,606$ 87,340$

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



Local Revenue Refunds -$ -$ -$ -$ -$ -$ -$



TOTAL REVENUES 503,938$ 503,938$ 493,266$ 545,037$ 35,569$ 580,606$ 87,340$


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.


$51,771 is Transferred from Special Contingencies to the Public Health Base Budget – In the FY 16 budget, a total of $51,771 was held in the Special Contingencies Budget for local match requirements in anticipation of state funding. The Health Department did received ongoing state funding to support the $51,771 and these funds were transferred in the current year. To meet the total state funding allocation authorized by the state, an additional $35,569 was required for FY 16 (these funds have been added as an addendum for FY 17 below). In FY 17, $51,771 is transferred from Special Contingencies to cover local match requirement for FY 17. 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%.


$35,569 is Added for Local Match Requirements of the Public Health Base Budget – The Health Department received ongoing state funding to support $87,340. $51,771 was transferred from Special Contingencies in the base budget, requiring an additional $35,569 to cover local match requirement for FY 17. 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 added based on actual funding in FY 16 and based on anticipated funding for FY 17.


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.

Change




Public Health 503,938$ 503,938$ 493,266$ 545,037$ 35,569$ 580,606$ 87,340$

SOCIAL SERVICES

Citizens


Social Services Board

Social Services

SOCIAL SERVICES

Budget Summary

Change




Social Services 5,587,361$ 5,338,717$ 5,479,825$ 5,230,700$ -$ 5,230,700$ (249,125)$





Public Assistance 1,542,184$ 1,376,648$ 1,542,184$ 1,372,188$ -$ 1,372,188$ (169,996)$

Capital Outlay 64,768$ 85,601$ -$ -$ -$ -$ -$



State/Federal Assistance 4,189,480$ 4,088,770$ 4,189,480$ 4,093,148$ -$ 4,093,148$ (96,332)$

Federal Pass Through 198,107$ 235,624$ 198,107$ 211,563$ -$ 211,563$ 13,456$


TOTAL DESIGNATED REVENUE 4,457,587$ 4,475,355$ 4,457,587$ 4,374,711$ -$ 4,374,711$ (82,876)$

TOTAL UNDESIGNATED REVENUE 1,129,774$ 863,362$ 1,022,238$ 855,989$ -$ 855,989$ (166,249)$

TOTAL REVENUES 5,587,361$ 5,338,717$ 5,479,825$ 5,230,700$ -$ 5,230,700$ (249,125)$


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 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 16. 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 16 reconciled County Budget for this Division totaled $5,381,115; $4,304,711 in state and federal dollars and $1,076,404 in County dollars. Based on the reconciliation for FY 16, a total of $82,876 is reduced from the base revenue budget for FY 16 and $169,996 is reduced from base expenditures.

SOCIAL SERVICES


No Addenda Added

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

FY 05CountyFunding

Before PayPlan

FY 06CountyFundingActual










FY 16Budget

FY 17Budget

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

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.

Change




Social Services 5,587,361$ 5,338,717$ 5,479,825$ 5,230,700$ -$ 5,230,700$ (249,125)$



Citizens




Parks and Recreation

Aquatics Athletics

Administration

Outdoor Recreation Parks & Playgrounds

Community Recreation Programs

Summer Programs Special Programs Senior Tours &

Senior Recreation Programs


Budget Summary

Change




Administration 689,687$ 671,876$ 705,929$ 714,590$ -$ 714,590$ 8,661$

Aquatics 83,849$ 81,386$ 78,956$ 77,145$ 2,500$ 79,645$ 689$

Athletics 159,461$ 130,331$ 159,744$ 158,802$ -$ 158,802$ (942)$

Community Recreation Programs 19,263$ 3,027$ 21,270$ 21,116$ -$ 21,116$ (154)$

Outdoor Recreation 21,822$ 18,388$ 22,016$ 21,703$ -$ 21,703$ (313)$

Parks and Playgrounds 26,180$ 23,847$ 26,350$ 26,350$ -$ 26,350$ -$

Senior Tours 14,227$ 13,914$ 13,228$ 13,203$ -$ 13,203$ (25)$

Senior Recreation Program 5,816$ 4,293$ 3,817$ 3,802$ -$ 3,802$ (15)$

Special Programs 33,230$ 11,954$ 19,975$ 19,975$ -$ 19,975$ -$

Summer Programs 14,264$ 11,528$ 14,519$ 14,112$ -$ 14,112$ (407)$

TOTAL EXPENDITURES 1,067,799$ 970,542$ 1,065,804$ 1,070,798$ 2,500$ 1,073,298$ 7,494$



Operations & Maintenance 288,733$ 230,150$ 282,486$ 289,474$ -$ 289,474$ 6,988$

Capital Outlay 48,882$ 33,844$ 37,100$ 26,750$ 2,500$ 29,250$ (7,850)$

TOTAL EXPENDITURES 1,067,799$ 970,542$ 1,065,804$ 1,070,798$ 2,500$ 1,073,298$ 7,494$


Local Property Rental 1,500$ 1,635$ 1,500$ 1,500$ -$ 1,500$ -$

Local Adult Rec. Fees 9,000$ 178$ 9,000$ 9,000$ -$ 9,000$ -$

Local Athletics Fees 38,000$ 38,016$ 38,000$ 38,000$ -$ 38,000$ -$

Local Comm. Rec. Fees 5,500$ -$ 5,500$ 5,500$ -$ 5,500$ -$

Local Senior Tour Fees 13,000$ 17,391$ 13,000$ 13,000$ -$ 13,000$ -$

Local Senior Rec. Fees 500$ 1,442$ 500$ 500$ -$ 500$ -$

Local Outdoor Rec. Fees 12,000$ 13,361$ 12,000$ 12,000$ -$ 12,000$ -$

Local Special Event Fees 1,000$ -$ 1,000$ 1,000$ -$ 1,000$ -$

Local Summer Rec. Fees 12,000$ 18,211$ 12,000$ 12,000$ -$ 12,000$ -$

Local Pool Fees 71,600$ 66,893$ 71,600$ 71,600$ -$ 71,600$ -$


Local Fundraising -$ -$ -$ -$ -$ -$ -$

Scholarship Revenue -$ 172$ -$ -$ -$ -$ -$



TOTAL REVENUES 1,067,799$ 970,542$ 1,065,804$ 1,070,798$ 2,500$ 1,073,298$ 7,494$



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 Shift from Operations and Maintenance to Part-time Salaries – A total of $3,362 has been shifted from operations and maintenance to part-time salaries. These funds are being moved to pay for referee costs that were previously paid for in professional services. This transfer is being made so that referees will be treated as employees rather than contractors.


$2,500 is Added for the One-time Costs of a Cash Register at the Frog Pond – Additional funding is added for the one-time costs of a cash register at the Frog Pond. The existing cash register is over 10 years old and is in need of repair. These funds will be used to purchase a modern unit that will be able to communicate with the County’s Paymentus software program.


Note: $248,000 is also added for Parks and Recreation capital maintenance projects. Funding for these projects is located under the County Capital tab at the end of the budget document.

Huckleberry Trail Maintenance - $25,000 Disc Golf Course Improvements - $15,000 Playground Equipment Replacement at Mid County Park - $200,000 Frog Pond Maintenance - $8,000


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.

Change




Administration 689,687$ 671,876$ 705,929$ 714,590$ -$ 714,590$ 8,661$


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.

Change




Aquatics 83,849$ 81,386$ 78,956$ 77,145$ 2,500$ 79,645$ 689$


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.

Change




Athletics 159,461$ 130,331$ 159,744$ 158,802$ -$ 158,802$ (942)$


Community Recreation Programs Community recreation programs offer a diverse schedule of education/recreation-based activities for youth. Activities include martial arts, cooking, drawing, painting and holiday-themed classes.

Change




Community Recreation Programs 19,263$ 3,027$ 21,270$ 21,116$ -$ 21,116$ (154)$

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.

Change




Outdoor Recreation 21,822$ 18,388$ 22,016$ 21,703$ -$ 21,703$ (313)$

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.

Change




Parks and Playgrounds 26,180$ 23,847$ 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.

Change




Senior Tours 14,227$ 13,914$ 13,228$ 13,203$ -$ 13,203$ (25)$

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.

Change




Senior Recreation Program 5,816$ 4,293$ 3,817$ 3,802$ -$ 3,802$ (15)$

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.

Change




Special Programs 33,230$ 11,954$ 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!

Change




Summer Programs 14,264$ 11,528$ 14,519$ 14,112$ -$ 14,112$ (407)$

REGIONAL LIBRARY SYSTEM

Citizens


Library Board

Regional Library System


Budget Summary

Change




Regional Library System 1,998,807$ 1,853,954$ 1,931,766$ 1,916,319$ 6,029$ 1,922,348$ (9,418)$

TOTAL EXPENDITURES 1,998,807$ 1,853,954$ 1,931,766$ 1,916,319$ 6,029$ 1,922,348$ (9,418)$




Capital Outlay 78,760$ 56,535$ -$ -$ -$ -$ -$

Lump Sum Reduction -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 1,998,807$ 1,853,954$ 1,931,766$ 1,916,319$ 6,029$ 1,922,348$ (9,418)$


Local Photo Copy Sales 20,400$ 23,983$ 22,000$ 22,000$ -$ 22,000$ -$

Local Library Fines 60,507$ 51,975$ 48,507$ 47,200$ -$ 47,200$ (1,307)$

Local Library Fees 1,800$ 7,573$ 1,800$ 2,500$ -$ 2,500$ 700$

Floyd Contribution 64,166$ 64,166$ 64,166$ 64,166$ -$ 64,166$ -$

Blacksburg Contribution 15,000$ 15,000$ 15,000$ 15,000$ -$ 15,000$ -$

Christiansburg Contribution 15,000$ 15,000$ 15,000$ 15,000$ -$ 15,000$ -$

Local Donations -$ 32,554$ -$ -$ -$ -$ -$


State Aid 193,148$ 193,271$ 200,319$ 200,926$ 6,029$ 206,955$ 6,636$

TOTAL DESIGNATED REVENUE 370,021$ 407,149$ 366,792$ 366,792$ 6,029$ 372,821$ 6,029$


TOTAL REVENUES 1,998,807$ 1,853,954$ 1,931,766$ 1,916,319$ 6,029$ 1,922,348$ (9,418)$

Total Authorized Personnel (FTE) 20 20 19.25 19 0 19


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 FTE Reduction and Shift to Full-time Classified and Part-time Non-Classified Salaries – A total of $19,405 is shifted from part-time classified salaries to full-time classified salaries ($16,446) and to part-time non-classified salaries ($2,959) for FY 17. This request was made by the Library after a part-time classified position was vacated in FY 16. The part-time classified position was a .5 FTE. The shift will increase a .75 FTE to a full-time classified position and increase part-time non-classified funding. The associated funds have been permanently shifted in the base to allow the Library to better utilize resources to improve its operations.



$6,029 is Added for Maintenance Costs of the Library’s Integrated Library System (ILS) – Additional funding is added for maintenance costs of the Library’s Integrated Library System (ILS) that is provided by SIRSIDynix. The annual fee for this system is expected to increase by $6,029 for FY 17. State aid is expected to increase by $6,029 to offset this increase.

Note: $152,000 is also added for Library capital maintenance projects. Funding for these projects is located under the County Capital tab at the end of the budget document.


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.

Change




Regional Library System 1,998,807$ 1,853,954$ 1,931,766$ 1,916,319$ 6,029$ 1,922,348$ (9,418)$

Authorized Personnel (FTEs) 20 20 19.25 19 19

PLANNING AND GIS SERVICES

Citizens



Planning and GIS

GIS

Planning


Budget Summary

Change




Planning 425,713$ 295,454$ 375,133$ 383,255$ -$ 383,255$ 8,122$

GIS 311,746$ 263,609$ 261,277$ 260,650$ -$ 260,650$ (627)$





Capital Outlay 8,000$ -$ -$ -$ -$ -$ -$



Local Rezoning/Subdivision Permits 11,827$ 18,237$ 13,127$ 13,127$ -$ 13,127$ -$

Local Site Plan Review 1,000$ -$ 1,000$ 1,000$ -$ 1,000$ -$

Local Map/Ordinance Sales 800$ -$ 100$ 100$ -$ 100$ -$

Local GIS Sales 1,000$ 811$ 400$ 400$ -$ 400$ -$

Local Technology Fees 22,000$ 18,179$ 22,000$ 22,000$ -$ 22,000$ -$




TOTAL REVENUES 737,459$ 559,063$ 636,410$ 643,905$ -$ 643,905$ 7,495$



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.




No Addenda Added


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.

Change




Planning 425,713$ 295,454$ 375,133$ 383,255$ -$ 383,255$ 8,122$


GIS The GIS Services department’s mission is to plan, create, organize, implement, and administer the County's Geographic Information Systems (GIS), ortho and oblique aerial imagery and LiDAR data warehouse, Land Development Office (LDO), and the E911 street name and number ordinance. The overall goal is to coordinate, facilitate, and manage the use of GIS and LDO at departmental, office, enterprise, and multi-jurisdictional scale. Direct activities include GIS/LDO strategic enterprise planning; enterprise GIS/LDO management; creation, development, and maintenance of enterprise spatial data; E-911 site address and street name maintenance; spatial data analysis and modeling; end-user GIS & LDO application training; custodian for VGIN and County generated aerial ortho and oblique imagery; LiDAR topography, and the development and maintenance of internal and external iGIS web-enabled applications.

Change




GIS 311,746$ 263,609$ 261,277$ 260,650$ -$ 260,650$ (627)$



Citizens



Economic Development


Budget Summary

Change




Economic Development 624,747$ 623,860$ 379,987$ 372,608$ 10,000$ 382,608$ 2,621$





Direct Payments -$ -$ -$ -$ -$ -$ -$

Capital Outlay -$ 1,483$ -$ -$ -$ -$ -$




Governor's Opprotunity Fund 250,000$ 250,000$ -$ -$ -$ -$ -$



TOTAL REVENUES 624,747$ 623,860$ 379,987$ 372,608$ 10,000$ 382,608$ 2,621$



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.




$10,000 is Added for Mowing Services at Falling Branch Corporate Park – Additional funding is added to cover the cost of mowing services at Falling Branch Corporate Park. In prior years the Economic Development Authority (EDA) paid for the cost of mowing services. The EDA no longer has the funds to cover this cost. Therefore, additional County funding is needed to maintain the park.


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.

Change




Economic Development 624,747$ 623,860$ 379,987$ 372,608$ 10,000$ 382,608$ 2,621$


OTHER AGENCIES

Citizens


Other Agencies

OTHER AGENCIES

Budget Summary

Change



EXPENDITURES BY AGENCIES

Human Service Agencies 748,863$ 735,512$ 748,863$ 748,863$ 2,947$ 751,810$ 2,947$

Public Safety Agencies 442,990$ 441,586$ 461,878$ 461,878$ 368,670$ 830,548$ 368,670$

Educational/Cultural Agencies 93,452$ 93,452$ 99,165$ 99,165$ 307$ 99,472$ 307$

Environmental Agencies 134,053$ 128,241$ 134,053$ 134,053$ 6,700$ 140,753$ 6,700$

Economic Development Agencies 220,155$ 220,155$ 220,369$ 220,369$ 200$ 220,569$ 200$



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

Wireless 911 -$ -$ -$ -$ 40,211$ 40,211$ 40,211$

State Extension Office Reimbursement -$ -$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE -$ -$ -$ -$ 40,211$ 40,211$ 40,211$


TOTAL REVENUES 1,639,513$ 1,618,946$ 1,664,328$ 1,664,328$ 378,824$ 2,043,152$ 378,824$

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 17 is $217,049 which is a decrease of $113,893. The agency received a total of $330,942 in the FY 16 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 17 is $217,049 or 37.57% 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 $217,049 for operations based on billed usage and by providing the remaining $113,893 to be set aside in a special reserve to address future facility upgrades. The savings from FY 16 and FY 17 provide $188,937 in total for the reserve.

$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 16 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 % Usage

FY 17

Funding

Giles 22.96% $132,644

Montgomery 37.57% $217,049

Pulaski 20.28% $117,161

Radford 19.19% $110,864

Total 100.00% $577,719

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 17, 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 17, which represents an increase of $1,524. In FY 16 MCEAP received $30,471. For FY 17, the County is providing level funding for both programs. The number of clients served by the NRCA includes clients also served by the MCEAP program, which the County funds separately; therefore, the clients served are inflated.

$37,381 is included for the Women’s Resource Center, which is level funding – The agency received $37,381 in the FY 16 budget, and requested an increase of $748 for FY 17. Historical funding and the percentage of clients served by locality are presented below. With level funding, the County is providing 44% of funding with 44% 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

Clients as

% of Total

Actual

Funding

Funding

as % of

Total

Clients

Served

Clients

as % of

Total

Rec.

Funding

Funding

as % of

Total

Montgomery County 1186 61% 30,994$ 69% 1500 61% 30,994$ 69% 1750 62% 30,994$ 69%

Pulaski County ** ** ** ** ** ** ** ** ** ** ** **

Floyd County 124 6% -$ 0% 124 5% -$ 0% 125 4% -$ 0%

Giles County 395 20% 8,000$ 18% 585 24% 8,000$ 18% 695 25% 8,000$ 18%

Radford City 239 12% 5,853$ 13% 239 10% 5,853$ 13% 250 9% 5,853$ 13%

Total 1944 100% 44,847$ 100% 2448 100% 44,847$ 100% 2820 100% 44,847$ 100%

* Actual *Projected *Projected

FY 2015 FY 2016 FY 2017

Community Health Center for the NRV

Clients

Served

Clients as

% of Total Funding

Funding

as % of

Total

Clients

Served

Clients as

% of Total Funding

Funding

as % of

Total

Clients

Served

Clients

as % of

Total Funding

Funding

as % of

Total


Pulaski County 3825 28% 54,285$ 32% 3825 28% 54,285$ 34% 3825 28% 54,285$ 34%

Floyd County 1574 12% 35,223$ 21% 1574 12% 25,223$ 16% 1574 12% 25,223$ 16%

Giles County 1265 9% 14,364$ 9% 1265 9% 15,082$ 9% 1265 9% 15,082$ 9%

Radford City 2052 15% 14,324$ 8% 2052 15% 14,324$ 9% 2052 15% 14,324$ 9%

Total 13444 100% 168,821$ 100% 13444 100% 159,539$ 100% 13444 100% 159,539$ 100%

FY 2017

New River Community Action: Locality Funding & Clients Served

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 17 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 17 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.

Clients

Served

Clients as

% of Total Funding

Funding

as % of

Total

Clients

Served

Clients

as % of

Total Funding

Funding

as % of

Total

Clients

Served

Clients as

% of Total Funding

Funding

as % of

Total


Pulaski County 6736 24% 22,440$ 27% 7830 27% 22,889$ 27% 7830 27% 22,889$ 27%

Floyd County 1643 6% 4,487$ 5% 1450 5% 4,487$ 5% 1450 5% 4,487$ 5%

Giles County 4651 16% 5,465$ 7% 2030 7% 5,574$ 7% 2030 7% 5,574$ 7%

Radford City 4238 15% 13,982$ 17% 4930 17% 13,982$ 17% 4930 17% 13,982$ 17%

Total 28534 100% 83,755$ 100% 29000 100% 84,313$ 100% 29000 100% 84,313$ 100%

Women's Resource Center

FY 2015 FY 2016 FY 2017

Locality FY 15 FY 16

% of

Total FY 17 % of Total

Montgomery $6,170 $6,170 51.33% $6,170 51.33%

Pulaski $0 $1,000 8.32% $1,000 8.32%

Floyd $500 $500 4.16% $500 4.16%

Giles $550 $550 4.58% $550 4.58%

Radford $0 $300 2.50% $300 2.50%

Town of Blacksburg $2,500 $2,500 20.80% $2,500 20.80%

Town of Christiansburg $1,000 $1,000 8.32% $1,000 8.32%

Total $10,720 $12,020 100% $12,020 100%

*Projected

NRV Literacy Volunteers

Locality FY 15 % FY 17 %

Montgomery 41 49.40% 60 48.39%

Pulaski 23 27.71% 29 23.39%

Floyd 4 4.82% 14 11.29%

Giles 8 9.64% 11 8.87%

Radford 7 8.43% 10 8.06%

83 100.00% 124 100.00%

*Actuals *Projected

NRV Literacy Volunteers - Clients Served

OTHER AGENCIES

$147,876 is included for the New River Valley Community Services, which is level funding – The agency requested $147,876 in the FY 17 budget, which represents level funding. The tables below outline the clients served by jurisdiction and the funding by locality since FY 14. Projections for clients that will be served in FY 17 total 42.3% 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%.

$16,652 is included for the NRV 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 16. The agency provides transportation services for non-emergencies for sensory and physically disabled persons. With level funding, the County will be providing 36% of the funding while the percentage of clients served by the locality would only be 28%.

Locality FY15 FY16 % of Total FY17 % of Total Locality FY15 FY16 % of Total FY 17 % of Total

Montgomery 147,876 147,876 40.7% 147,876 40.7% Montgomery 4,064 4,064 44.6% 4,100 42.3%

Pulaski 90,489 90,489 24.9% 90,489 24.9% Pulaski 2,371 2,471 27.1% 2,500 25.8%

Floyd 32,324 32,324 8.9% 32,324 8.9% Floyd 780 780 8.6% 880 9.1%

Giles 52,994 52,994 14.6% 52,994 14.6% Giles 951 1,086 11.9% 1,236 12.8%

Radford 39,658 39,658 10.9% 39,658 10.9% Radford 697 718 7.9% 978 10.1%

Total 363,341 363,341 100.00% 363,341 100.00% Total 8,863 9,119 100.00% 9,694 100.00%

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

Locality FY15 FY 16 % of total FY 17 % of total

Montgomery 16,652 16,652 32.93% 16,652 32.93%

Pulaski 16,546 16,546 32.72% 16,546 32.72%

Floyd 5,220 5,220 10.32% 5,220 10.32%

Giles 7,690 8,075 15.97% 8,075 15.97%

Radford 4,073 4,073 8.05% 4,073 8.05%

Total 50,181 50,566 100.00% 50,566 100.00%

New River Valley Agency on Aging - Locality Funding

Locality FY 15 % FY 16 % FY 17 %

Montgomery 2,096 16.88% 2,110 16.89% 2,120 16.93%

Pulaski 3,632 29.25% 3,650 29.22% 3,660 29.22%

Floyd 2,701 21.75% 2,710 21.70% 2,715 21.68%

Giles 2,312 18.62% 2,320 18.57% 2,325 18.56%

Radford 1,678 13.51% 1,700 13.61% 1,705 13.61%

12,419 100.00% 12,490 100.00% 12,525 100.00%

*Actuals *Projected *Projected

New River Valley Agency on Aging - Clients Served

OTHER AGENCIES

$10,000 is included for the Boys and Girls Club, which is level funding – The agency requested $10,000 in the FY 17 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.

$2,454 is included for Brain Injury Services of SW Virginia, which is an increase of $1,654 – The agency received $800 in FY 16 and requested $3,400 for FY 17, an increase of $2,600. Brain Injury Services of Southwest Virginia provides case management services for citizens that have suffered brain injuries. With $2,454 in funding, the County is providing 35% of funding with 35% of clients served.

Locality Funding FY 15 % FY 16 % FY 17 %

Montgomery 10,988 36% 10,988 36% 10,988 36%

Pulaski 12,645 42% 12,645 42% 12,645 42%

Giles 1,818 6% 1,818 6% 1,818 6%

Floyd 1,346 4% 1,346 4% 1,346 4%

City of Radford 3,464 11% 3,464 11% 3,464 11%

30,261 100% 30,261 100% 30,261 100%

Clients Served FY 15 FY 16 FY 17 %

Montgomery 78 96 96 28%

Pulaski 101 115 115 34%

Giles 19 35 35 10%

Floyd 48 50 50 15%

City of Radford 35 45 45 13%

Total Locality 281 341 341 100%

Locality FY 15 FY 16 % of Total FY 17 % of Total

Montgomery 800$ 800$ 15.09% 2,454$ 35.29%

Pulaski 2,000$ 2,000$ 37.74% 2,000$ 28.76%

Giles -$ -$ 0.00% -$ 0.00%

Floyd 500$ 500$ 9.43% 500$ 7.19%

Radford 2,000$ 2,000$ 37.74% 2,000$ 28.76%

Total 5,300$ 5,300$ 100.00% 6,954$ 100.00%

Brain Injury Services Locality Funding

Locality FY 15 FY 16 FY 17 % of Total

Montgomery 12 12 12 35.29%

Pulaski 8 9 9 26.47%

Giles 2 2 2 5.88%

Floyd 5 5 5 14.71%

Radford 6 6 6 17.65%

Total 33 34 34 100.00%

Brain Injury Clients Served

OTHER AGENCIES

$3,000 is included for NRV CARES, which is level funding – The agency received $3,000 in the FY 16 budget and requested $3,000 for FY 17. 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.

$44,398 is included for the Fairview District Home, which is an increase of $1,293 – The agency requested $44,398 for FY 17. The Fairview District Home is a 64-bed assisted living facility which provides room and board, medication administration, personal care, shopping, daily living skills, community socialization, and financial management for its residents. Locality funding provided to the home is for general operations and capital maintenance of the facility. Historical funding and the percentage of clients served by locality are presented in the charts below. Fairview District Home

Locality FY 15 FY 16 % of Total FY 17 % of Total

Montgomery 3,000$ 3,000$ 63.38% 3,000$ 63.38%

Pulaski 4,600$ 683$ 14.43% 683$ 14.43%

Giles -$ -$ 0.00% -$ 0.00%

Floyd -$ -$ 0.00% -$ 0.00%

Radford 1,050$ 1,050$ 22.18% 1,050$ 22.18%

Total 8,650$ 4,733$ 100.00% 4,733$ 100.00%

NRV Cares Locality Funding

Locality FY 15 FY 16 FY 17 % of Total

Montgomery 2535 2316 2316 71.59%

Pulaski 189 281 281 8.69%

Giles 136 151 151 4.67%

Floyd 85 32 32 0.99%

Radford 104 455 455 14.06%

Total 3049 3235 3235 100.00%

NRV Cares Clients Served

Locality Funding FY 15 % FY 16 % FY 17 %

Montgomery 43,105 21.04% 43,105 21.04% 44,398 21.04%

Pulaski 87,773 42.83% 87,773 42.83% 90,406 42.83%

Giles 18,316 8.94% 18,316 8.94% 18,865 8.94%

Radford 55,726 27.19% 55,726 27.19% 57,398 27.19%

Total 204,920 100.00% 204,920 100.00% 211,067 100.00%

OTHER AGENCIES

$10,808 is included for the New River Valley Workshop (Goodwill Industries), which is level funding – The agency received $10,808 for FY 16 and requested $11,723 for FY 17, an increase of $915. The Workshop provides jobs for mentally handicapped citizens of the New River Valley. For FY 16, 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 17.

PAYMENTS TO PUBLIC SAFETY AGENCIES

$11,467 is included for State Forester, which is level funding – The agency received $11,467 in the FY 16 budget; therefore, this amount represents level funding for FY 17. Based on the invoice from the State Forester for FY 16, the amount needed to cover the fee for FY 17 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 16 budget and requested level funding for FY 17. The mission of the council is to facilitate regional cooperation, planning, and the implementation of an integrated emergency medical services delivery system.

$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 16 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, $380 has been expended, representing 19 cases.

Clients Served FY 15 % FY 16 % FY 17 %

Montgomery 10 19.61% 11 21.15% 12 21.05%

Pulaski 18 35.29% 18 34.62% 23 40.35%

Giles 4 7.84% 4 7.69% 5 8.77%

Radford 19 37.25% 19 36.54% 17 29.82%

Total 51 100.00% 52 100.00% 57 100.00%

Locality Funding

FY 17

Operating

FY 17

Capital

FY 17

Total

Montgomery 29,061 15,337 44,398

Pulaski 73,741 16,665 90,406

Giles 8,195 10,670 18,865

Radford 53,251 4,147 57,398

Total 164,248 46,819 211,067

OTHER AGENCIES

$788,670 is included for the New River Valley Emergency Communications Regional Authority which is an increase of $368,670 – The Authority received $420,000 in FY 16. The additional funding includes a transfer from Division 320- Sheriff- County of $266,440 which supports 6 dispatcher positions that will transfer to the Authority from the Sheriff’s office. Additional funds of $102,230 are also needed to cover the cost of the 4 positions retained by the Sheriff’s Office that will not transfer to the Authority (3 County funded FTE and 1 Compensation Board funded FTE will be retained by the Sheriff). A companion addendum is included in Division 320- Sheriff -County addressing this transfer. The Authority was created to centralize four Public Safety Answering Points (PSAPs) into one consolidated operation. Centralized operations are scheduled to begin on July 1, 2016. Along with this shift in FTE, $40,211 in wireless 911 revenues are transferred from the Sheriff’s Office to the 911 Authority for FY 17. Therefore, there is a reduction in $40,211 in the Sheriff’s revenue budget and an increase in revenue in the 911 Authority.

PAYMENTS TO EDUCATIONAL/CULTURAL AGENCIES

$39,472 is included for New River Community College, an increase of $307 – The agency requested $39,472 in the FY 17 budget. The agency received $39,165 in the FY 16 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 16 budget; therefore, this amount represents level funding. The Lyric Theatre is home to many music, theatrical, and film venues. This funding equals the amount provided to the Smithfield Plantation and the Montgomery Museum.

$5,000 is included for the Montgomery Museum and Lewis Miller Regional Art Center, Inc., which is level funding – The agency requested $6,000 in FY 17, which is an increase of $1,000. 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. This funding recommendation equals the amount provided to the Smithfield Plantation and the Lyric Council.

Locality Population % Prop. Values % S.E. % Funding %

Montgomery 87,904 52.00% 7,236,381,500$ 52.43% 1,694 49.75% 39,472$ 50.74%

Pulaski 34,322 20.30% 2,861,663,700$ 20.73% 725 21.29% 16,324$ 20.98%

Giles 16,815 9.95% 1,205,993,500$ 8.74% 396 11.63% 8,336$ 10.71%

Floyd 15,578 9.22% 1,713,460,100$ 12.41% 249 7.31% 6,779$ 8.71%

Radford 14,414 8.53% 785,618,700$ 5.69% 341 10.01% 6,887$ 8.85%

Total 169,033 100.00% 13,803,117,500$ 100% 3,405 100.00% 77,799$ 100.00%Derived Funding % = [(Pop. %) + (PV %) + 3(SE %)] / 5

OTHER AGENCIES

$5,000 is included for the Smithfield Plantation, which is level funding – The agency requested $5,250 for the FY 17 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 16 budget and requested $5,000 for FY 17. 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.

$10,000 is included for the Christiansburg Institute, which is level funding – The agency received $10,000 in FY 16 and requested $10,000 for FY 17. 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 16 and requested $30,000 for FY 17. 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 of surgeries for County residents, and addressing the cat overpopulation.

PAYMENTS TO ENVIRONMENTAL AGENCIES

$39,643 is included for the New River Valley Planning District Commission (NRVPDC), which is an increase of $615 – The agency requested $39,643 for FY 17 and received $39,028 in the FY 16 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 $1.29 per capita for the County (which is a 2 cent increase from FY 16 as approved by the Commission Board on November 19, 2015), excluding the towns of Blacksburg and Christiansburg and Virginia Tech.

$13,000 is included for the Skyline Soil and Water Conservation District, which is an increase of $1,545 – A total of $13,000 was requested by the Skyline Soil and Water Conservation District for FY 17, which is an increase of $1,545. Many of the services provided by the District are to landowners and other consumers regarding general soil quality and management information and referral. The agency promotes conservation techniques and better water quality by offering an annual Grazing School throughout the New River Valley, which includes classes on plant science and grazing techniques for livestock.

OTHER AGENCIES

$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 17. The council received $3,000 in FY 16. 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.

$85,110 is included for the V.P.I. Cooperative Extension Services, which is an increase of $4,540 - A total of $95,817 was requested by the V.P.I. Cooperative Extension Services for FY 17 and represents a total increase of $15,247. Of this amount, $4,540 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 16. The additional funding request of $10,707 is for an additional 3% salary increase, a $2,800 increase in office supplies, and additional funding to convert the Master Gardener positon to a full-time Horticulture Technician. In FY 16, the Cooperative Extension Office received $85,110 after the off-cycle appropriation was added in September of 2015 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 16 Budget. Dues expenses are not expected to change for FY 17. 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 $24,248 was requested by the New River Valley Airport Commission for FY 16, an increase of $9,212. The agency received $15,036 in the FY 16 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 17, 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 27% of the total operating budget. See chart on next page.

$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 17, 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 17, 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 17.

$19,200 is included for the Metropolitan Planning Organization (MPO), which is an increase of $200 – A total of $19,200 was requested and is included for the MPO for FY 16, which includes $6,000 for the MPO (an increase of $200) 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

Funding Source FY 17 Req. FY 17 Rec.

% of

Total

% of Gov't

Funding

Montgomery County 83,629$ 72,369$ 23.78% 41.74%

Christiansburg 5,000$ 5,000$ 1.64% 2.88%

Blacksburg 6,000$ 6,000$ 1.97% 3.46%

Total MC 94,629$ 83,369$ 27.39% 48.08%

Pulaski County 35,127$ 35,127$ 11.54% 20.26%

Dublin 1,500$ 1,500$ 0.49% 0.87%

Town of Pulaski 6,000$ 6,000$ 1.97% 3.46%

Total Pulaski 42,627$ 42,627$ 14.00% 24.59%

Giles County 16,657$ 16,657$ 5.47% 9.61%

Pearisburg 1,000$ 1,000$ 0.33% 0.58%

Total Giles 17,657$ 17,657$ 5.80% 10.18%

Floyd County 13,874$ 13,874$ 4.56% 8.00%

Total Floyd 13,874$ 13,874$ 4.56% 8.00%

City of Radford 15,859$ 15,859$ 5.21% 9.15%

Total Local Govt' 184,646$ 173,386$ 56.96% 100.00%

Private Sector 131,000$ 131,000$ 43.04%

Grand Total 315,646$ 304,386$ 100.00%

Assumes other jurisdictions fund requests

OTHER AGENCIES

$6,000 that is dedicated to MPO Planning and $13,200 that is dedicated to the Smart Way Bus.

$114 is included for the Roanoke Valley Transportation Planning Organization, which is level funding – A total of $114 is included for dues payable to the Roanoke Valley Transportation Planning Organization. The agency requested $114 for FY 17 which is the same amount that was provided in FY 16. 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 17. The agency received $55,851 in the FY 16 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. Funding for the County’s shares which is mandated by the project agreement.

$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 17. The agency received $50,000 in the FY 16 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

Change



PAYMENTS

New River Valley Detention Home 330,942$ 330,942$ 330,942$ 330,942$ -$ 330,942$ -$

Community Health Center NRV (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$ -$

Literacy Volunteers of NRV 6,170$ 6,170$ 6,170$ 6,170$ -$ 6,170$ -$

New River Valley Community Services 147,876$ 147,876$ 147,876$ 147,876$ -$ 147,876$ -$

New River Valley Agency on Aging 30,652$ 20,431$ 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$ 1,654$ 2,454$ 1,654$

NRV CARES 3,000$ 3,000$ 3,000$ 3,000$ -$ 3,000$ -$

Fairview District Home 43,105$ 43,105$ 43,105$ 43,105$ 1,293$ 44,398$ 1,293$

NRV Workshop/Goodwill Industries 10,808$ 7,678$ 10,808$ 10,808$ -$ 10,808$ -$


Public Safety Agencies

Change



PAYMENTS

State Fire Prevention 11,467$ 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$ 14,996$ 15,700$ 15,700$ -$ 15,700$ -$

911 Emergency Communication Center 401,112$ 401,112$ 420,000$ 420,000$ 368,670$ 788,670$ 368,670$

Medical Examiner 1,600$ 900$ 1,600$ 1,600$ -$ 1,600$ -$


Educational/Cultural Agencies

Change



PAYMENTS

New River Community College 38,252$ 38,252$ 39,165$ 39,165$ 307$ 39,472$ 307$

Lyric Theatre 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

Montgomery Museum 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

Mountain View Humane 30,000$ 30,000$ 30,000$ 30,000$ -$ 30,000$ -$

Smithfield Plantation 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

League of Women Voters 200$ 200$ -$ -$ -$ -$ -$

Christiansburg Institute 5,000$ 5,000$ 10,000$ 10,000$ -$ 10,000$ -$

Rosa Peters Community Park 5,000$ 5,000$ 5,000$ 5,000$ -$ 5,000$ -$

TOTAL EXPENDITURES 93,452$ 93,452$ 99,165$ 99,165$ 307$ 99,472$ 307$

OTHER AGENCIES

Environmental Agencies

Change



PAYMENTS

NRV Planning District Commission 39,028$ 39,028$ 39,028$ 39,028$ 615$ 39,643$ 615$

Skyline Soil-Water Conservation District 11,455$ 11,455$ 11,455$ 11,455$ 1,545$ 13,000$ 1,545$

New River-Highland Resource Conservation 3,000$ 3,000$ 3,000$ 3,000$ -$ 3,000$ -$

VPI Cooperative Extension Services 80,570$ 74,758$ 80,570$ 80,570$ 4,540$ 85,110$ 4,540$


Economic Development Agencies

Change



PAYMENTS

Montgomery County Chamber of Commerce 1,499$ 1,499$ 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 18,900$ 18,900$ 19,114$ 19,114$ 200$ 19,314$ 200$

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 -$ -$ -$ -$ -$ -$ -$

TOTAL EXPENDITURES 220,155$ 220,155$ 220,369$ 220,369$ 200$ 220,569$ 200$

CONTINGENCIES - GENERAL

Citizens



Contingencies

Special

General


Budget Summary

Change




Contingencies-General 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$

TOTAL EXPENDITURES 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$


General Contingencies 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$

TOTAL EXPENDITURES 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$




TOTAL UNDESIGNATED REVENUE 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$

TOTAL REVENUES 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$


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 approved budget or expenditures that have been approved but the details of the expenditure have yet to be resolved. The County has two types of contingencies – General and Special. The General Contingency is established to pay for unknown and unanticipated expenditures that arise during the year that have not been included in the approved budget. The Special Contingency serves as a holding account for known issues/expenditures the details of which have yet to be resolved.

Base Budget Discussion The base budget is the estimated minimum cost for providing continued services/operations for each division/department. It is based on the prior year approved budget with adjustments. This budget shows how much it would cost in the next fiscal year to operate the same programs approved in the current fiscal year.



$38,000 is Added to the General Contingency Budget – The County has a policy of retaining 1% of the County’s general government portion of the General Fund to cover contingency needs. To cover 1% of the County’s general government portion of the General Fund for FY 17, an additional $38,000 is needed.


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 approved budget.

Change




Contingencies-General 216,649$ -$ 424,000$ 424,000$ 38,000$ 462,000$ 38,000$

CONTINGENCIES - SPECIAL

Citizens



Contingencies

Special

General


Budget Summary

Change




Contingencies-Special 76,519$ -$ 198,937$ -$ 1,079,000$ 1,079,000$ 880,063$

TOTAL EXPENDITURES 76,519$ -$ 198,937$ -$ 1,079,000$ 1,079,000$ 880,063$



TOTAL EXPENDITURES 76,519$ -$ 198,937$ -$ 1,079,000$ 1,079,000$ 880,063$




TOTAL UNDESIGNATED REVENUE 76,519$ -$ 198,937$ -$ 1,079,000$ 1,079,000$ 880,063$

TOTAL REVENUES 76,519$ -$ 198,937$ -$ 1,079,000$ 1,079,000$ 880,063$


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 approved but the details of the expenditure have yet to be resolved. The County has two types of contingencies – General and Special. The General Contingency is established to pay for unknown and unanticipated expenditures that arise during the year that have not been included in the budget. The Special Contingency serves as a holding account for known issues/expenditures of which the details have yet to be resolved.

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.



$4,000 is Added for Costs Associated with Mowing the Shawsville Middle School Athletic Fields – Additional funding is added to cover the cost for Mountain Valley Charitable Foundation to mow the Shawsville Middle School athletic fields.

$50,000 is Added to Fund an Inmate Work Crew Initiative – The Board of Supervisors requested $50,000 be set aside for future discussion of an inmate work crew initiative which would provide supervision and equipment to enable inmate work crews to cut the grass at certain County properties.

$630,000 is Added for a 3% Compensation Scale Adjustment – Additional funding is added to cover a 3% scale adjustment to the County compensation plan for County employees effective July 1, 2016.

$36,000 is Added for a 3% increase to Part-time Non Classified Wages – Additional funding is added to cover the cost of a 3% increase for part-time non-classified positions.

$150,000 is Added for the Animal Care and Adoption Center – Additional funding is added to cover costs associated with operating the new Animal Care and Adoption Center. Exact personnel and other operating costs have yet to be determined and are held in Special Contingencies until further information is available.


$9,000 is Added for Software Upgrades to Improve the County’s Economic Development Website – Funding is added to provide a Geographical Information System (GIS) and industrial sites and buildings component to the County’s economic development website.

$200,000 is Added to Address Infrastructure Improvements Within County Facilities – Funding is added to address infrastructure issues necessary for future technology upgrades. Upgrading of electrical and cooling systems, as well as cabling and fiber connections within facilities are often required to support network upgrades. An evaluation is currently being conducted of the Government Center infrastructure to identify the structural upgrades necessary for increased efficiencies and productivity. These funds are held in abeyance to support these projects as they are identified.


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.

Change





LAW LIBRARY

Citizens

General Assembly

Circuit Courts

Law Library

LAW LIBRARY

Budget Summary

Change




Law Library 17,600$ 12,867$ 17,600$ 17,600$ -$ 17,600$ -$




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



Interest 1,000$ 229$ 1,000$ 1,000$ -$ 1,000$ -$

Fees 14,000$ 11,564$ 14,000$ 14,000$ -$ 14,000$ -$

Transfer To County Capital -$ -$ -$ -$ -$ -$ -$

(To)/From Fund Balance 2,600$ -$ 2,600$ 2,600$ -$ 2,600$ -$


TOTAL UNDESIGNATED REVENUE -$ 1,074$ -$ -$ -$ -$ -$

TOTAL REVENUES 17,600$ 12,867$ 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.




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.

Change




Law Library 17,600$ 12,867$ 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

Change




School Operating Fund 100,876,433$ 97,699,130$ 100,505,755$ 103,156,401$ 1,310,831$ 104,467,232$ 3,961,477$

School Nutrition Fund 4,286,867$ 4,024,458$ 4,552,043$ 5,029,272$ -$ 5,029,272$ 477,229$

TOTAL EXPENDITURES 105,163,300$ 101,723,588$ 105,057,798$ 108,185,673$ 1,310,831$ 109,496,504$ 4,438,706$


Instruction 76,258,943$ 73,731,398$ 77,123,335$ 80,775,843$ -$ 80,775,843$ 3,652,508$

Admin/Attend/Health 4,141,194$ 3,907,321$ 4,032,793$ 4,340,206$ -$ 4,340,206$ 307,413$

Transportation 4,860,179$ 4,629,369$ 5,060,429$ 5,622,215$ -$ 5,622,215$ 561,786$

Operations & Maintenance 14,957,898$ 14,887,731$ 13,570,019$ 14,788,024$ -$ 14,788,024$ 1,218,005$

Non-Instruction 310,519$ 195,611$ 310,519$ 310,866$ -$ 310,866$ 347$

School Nutrition 4,286,867$ 4,024,458$ 4,552,043$ 5,029,272$ -$ 5,029,272$ 477,229$

Transfer to Debt Service 347,700$ 347,700$ 408,660$ 408,660$ -$ 408,660$ -$

Unallocated Funds -$ -$ -$ (3,089,413)$ 1,310,831$ (1,778,582)$ (1,778,582)$

TOTAL EXPENDITURES 105,163,300$ 101,723,588$ 105,057,798$ 108,185,673$ 1,310,831$ 109,496,504$ 4,438,706$


Sales Taxes 10,251,554$ 10,232,231$ 10,677,154$ 11,591,977$ -$ 11,591,977$ 914,823$

Basic Aid 25,789,455$ 25,600,321$ 25,532,165$ 26,009,545$ -$ 26,009,545$ 477,380$

Other SOQ 10,128,411$ 9,859,042$ 10,004,996$ 10,827,252$ -$ 10,827,252$ 822,256$

Incentive Programs 777,600$ 922,962$ 1,011,178$ 1,245,287$ -$ 1,245,287$ 234,109$

Categorical 444,499$ 387,841$ 447,586$ 497,544$ -$ 497,544$ 49,958$

Lottery Funded Programs 3,073,772$ 3,480,950$ 3,307,540$ 3,116,291$ -$ 3,116,291$ (191,249)$

Federal Funds 5,629,671$ 6,705,235$ 5,629,671$ 6,674,102$ -$ 6,674,102$ 1,044,431$

Other Local Funds 3,684,183$ 2,845,096$ 3,942,299$ 3,730,842$ -$ 3,730,842$ (211,457)$

State Recordation 225,000$ 218,024$ 225,000$ 225,000$ -$ 225,000$ -$

Other State Funds 65,083$ -$ 68,376$ 56,000$ -$ 56,000$ (12,376)$

Fund Balance -$ -$ -$ -$ -$ -$ -$

Interest -$ 6,218$ -$ -$ -$ -$ -$

School Transfer to Debt -$ -$ -$ -$ -$ -$ -$

General Fund Transfer 45,094,072$ 41,395,171$ 44,211,833$ 44,211,833$ 1,310,831$ 45,522,664$ 1,310,831$

TOTAL DESIGNATED REVENUE 105,163,300$ 101,653,091$ 105,057,798$ 108,185,673$ 1,310,831$ 109,496,504$ 4,438,706$


TOTAL REVENUES 105,163,300$ 101,723,588$ 105,057,798$ 108,185,673$ 1,310,831$ 109,496,504$ 4,438,706$


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

$104,467,232 is Provided for the School Operating Fund – $104,467,232 in total funding is provided for the School Operating Fund, which represents an increase of $3,961,477 from the FY 16 Budget. Of this amount, County General Fund Dollars total $45,522,664, which is an increase of $1,310,831 for FY 17.

$5,029,272 is Provided for the School Nutrition Fund – $5,029,272 in total funding is provided for the School Nutrition Fund, which represents an increase of $477,229 from the FY 16 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.

Change




School Operating Fund 100,876,433$ 97,699,130$ 100,505,755$ 103,156,401$ 1,310,831$ 104,467,232$ 3,961,477$

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.

Change




School Nutrition Fund 4,286,867$ 4,024,458$ 4,552,043$ 5,029,272$ -$ 5,029,272$ 477,229$

MONTGOMERY COUNTY PUBLIC SCHOOLS CAPITAL

Citizens


School Board

Montgomery County Public Schools

School Capital


Budget Summary

Change




School Capital 1,474,700$ 1,474,700$ 1,460,000$ 1,496,000$ -$ 1,496,000$ 36,000$

Transfer to Debt Serive 214,927$ 665,975$ 221,920$ -$ -$ -$ (221,920)$





Capital Outlay 1,474,700$ 1,474,700$ 1,460,000$ 1,496,000$ -$ 1,496,000$ 36,000$

Transfer to Debt Service 214,927$ 665,975$ 221,920$ -$ -$ -$ (221,920)$



General Fund Transfer 1,474,700$ 1,474,700$ 1,460,000$ 1,496,000$ -$ 1,496,000$ 36,000$

Fund Balance/Other Revenue 214,927$ -$ 221,920$ -$ -$ -$ (221,920)$



TOTAL REVENUES 1,689,627$ 2,140,675$ 1,681,920$ 1,496,000$ -$ 1,496,000$ (185,920)$


Division Description The School Capital 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.

Budget Discussion

$1,496,000 is Provided for School Capital Needs – $1,496,000 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 needs.

($221,920) is Reduced in Funding from Funds Generated by Four Cents of the Tax Rate Previously Set Aside – In prior years, the County earmarked 4 cents of the tax rate for new school construction. The balance of these funds is $285,490. These funds will be needed to shave the debt service peak in future years, therefore, none are included in the FY 17 budget.


Department Description and Financial Data School Capital

Change




School Capital 1,689,627$ 2,140,675$ 1,681,920$ 1,496,000$ -$ 1,496,000$ (185,920)$

GENERAL GOVERNMENT DEBT SERVICES

Citizens



General Government Debt Services

County Debt Service

School Debt Service


Budget Summary

Change




County Debt Service 5,888,921$ 5,879,322$ 5,532,361$ 5,281,261$ -$ 5,281,261$ (251,100)$

School Debt Service 18,334,938$ 18,320,633$ 18,388,677$ 18,078,252$ -$ 18,078,252$ (310,425)$

Reserve Funds -$ -$ -$ -$ -$ -$ -$



Principal 13,797,862$ 13,797,735$ 14,366,403$ 14,723,702$ -$ 14,723,702$ 357,299$

Interest 10,390,997$ 10,391,121$ 9,519,635$ 8,600,811$ -$ 8,600,811$ (918,824)$

Administrative Costs 35,000$ 11,098$ 35,000$ 35,000$ -$ 35,000$ -$

Reserve Funds -$ -$ -$ -$ -$ -$ -$



General Fund Transfer 21,815,767$ 21,695,322$ 21,527,532$ 21,336,953$ -$ 21,336,953$ (190,579)$

School Capital Fund Transfer 214,927$ 665,975$ 221,920$ -$ -$ -$ (221,920)$

School Energy Bond Savings 347,700$ 347,700$ 408,660$ 408,660$ -$ 408,660$ -$

Courthouse Maintenance 79,982$ 66,875$ 79,982$ 79,982$ -$ 79,982$ -$

School Operating Transfer -$ -$ -$ -$ -$ -$ -$

Lease Revenue 93,236$ -$ 186,471$ 186,471$ -$ 186,471$ -$

Debt Service Fund Balance 175,000$ -$ -$ -$ -$ -$ -$

QSCB Interest Subsidy 1,347,447$ 1,249,083$ 1,347,447$ 1,347,447$ -$ 1,347,447$ -$

Interest/Freed Up Debt Service Reserve 149,800$ -$ 149,026$ -$ -$ -$ (149,026)$



TOTAL REVENUES 24,223,859$ 24,199,955$ 23,921,038$ 23,359,513$ -$ 23,359,513$ (561,525)$


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. Debt service has been funded from various sources: the debt service reserve, pennies of the tax rate set aside in prior years, and monies from the General Fund. The discussion below outlines the changes in both the cost of debt service and the funding sources from FY 16 to FY 17.

($561,525) 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.

This reduction was more than anticipated as the County refunded a portion of the 2008 bond issuance in FY 16.

o Anticipated decrease ($120,598) o Additional decrease due to refunding ($440,927)


Changes in the funding sources from FY 16 to FY 17: o Debt service reserve – no dollars available ($149,026) o Tax rate set aside ($221,920) o General fund savings ($190,579)


Debt Service Reserve The 2008 bond indenture required a debt service reserve, a portion of which was to be used each year to offset debt service cost. The refunding allowed the release of the debt service reserve. Because the reserve no longer exists, the use of debt service reserve is no longer available.

Tax Rate Set Aside In prior years, the County earmarked 4 cents of the tax rate for new school construction. The balance of these funds is $285,490. These funds will be needed to shave the debt service peak in future years, therefore, none are included in the FY 17 budget.

General Fund Savings

Schools $116,659 County $73,920 Total savings $190,579



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.

Change




County Debt Service 5,888,921$ 5,879,322$ 5,532,361$ 5,281,261$ -$ 5,281,261$ (251,100)$

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

Change




School Debt Service 18,334,938$ 18,320,633$ 18,388,677$ 18,078,252$ -$ 18,078,252$ (310,425)$

MONTGOMERY COUNTY CAPITAL

Citizens


County Capital


Budget Summary

Change




County Capital 1,448,306$ 1,093,087$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$

TOTAL EXPENDITURES 1,448,306$ 1,093,087$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$




Capital Outlay 1,448,306$ 1,093,087$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$

TOTAL EXPENDITURES 1,448,306$ 1,093,087$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$


Transfer from General Fund 1,448,306$ 1,448,306$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$

Transfer from Law Library -$ -$ -$ -$ -$ -$ -$

Fund Balance/Other Revenue -$ -$ -$ -$ -$ -$ -$

Transfer to Debt Service -$ -$ -$ -$ -$ -$ -$

TOTAL DESIGNATED REVENUE 1,448,306$ 1,448,306$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$

TOTAL UNDESIGNATED REVENUE -$ (355,219)$ -$ -$ -$ -$ -$

TOTAL REVENUES 1,448,306$ 1,093,087$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$


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.


$783,000 is Included for Fire and Rescue Capital – The base budget includes $748,000 or one penny of the real estate tax rate for Fire and Rescue capital needs. An additional $35,000 is also included in the base budget for general County capital infrastructure or maintenance needs. The $35,000 was added during the FY 16 budget process.


$400,000 is Added for County Capital Maintenance Projects – Additional funding is added to cover various capital maintenance projects throughout the County. Projects include:

o Huckleberry Trail Maintenance - $25,000 o Disc Golf Course Improvements - $15,000 o Playground Equipment Replacement at Mid County Park - $200,000 o Frog Pond Maintenance - $8,000 o Christiansburg, Blacksburg, Meadowbrook Library Maintenance - $152,000

$374,000 or an Additional ½ Penny of the Real Estate Tax Rate in One-time Funding is Added for Fire and Rescue Capital – The base budget includes $748,000, one penny of the real estate tax rate for Fire and Rescue capital needs. This addition would provide an additional ½ penny of the real estate tax rate in one-time only funding for Fire and Rescue Capital needs for FY 17.


Department Description and Financial Data County Capital

Change




County Capital 1,448,306$ 1,093,087$ 765,000$ 783,000$ 774,000$ 1,557,000$ 792,000$

montgomery county, va. fy 2017 proposed budget

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