agriculture department - virginia beach, virginia...farmers market high profile events and community...
TRANSCRIPT
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Agriculture Department
Budget Presentation April 2, 2013
Mr. David Trimmer, Director
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Program Unit
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14
FTE
Change FY 13 Amended to FY 14
Proposed
Director’s Office $ 276,935 2.52 $ 280,349 2.52 $ 3,414 1.2%
Extension Office 283,512 6.00 274,608 6.00 ( 8,904) (3.1%)
Farmers Market 195,575 2.00
229,056
2.00
33,481
17.1%
Agricultural Reserve Program
4,336,626 1.48 4,311,817 1.48 (24,809) ( 0.6%)
Total $5,092,648 12.00 $5,095,830 12.00 $ 3,182 0.1 %
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$784,013 15.4%
$4,311,817 84.6%
General Fund ARP $801,245
15.7% $199,260
3.9%
$3,838,198 75.3%
$257,127 5.1%
Pesonnel Operations Debt Service Reserve
Budget by Fund
Budget by Expense Category
FY 2013-14 Budget
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FY 2012-13 Trends & Highlights
Agriculture growth in Virginia Beach continues to be strong with an estimated economic impact of $124 million in 2012.
All facets of Agribusiness remain strong: production farming (crops), fruits & vegetables, tourism, farmers markets, ARP, equine, etc.
Farmers Market high profile events and community interaction make it a place to visit to shop, take part in activities and AG education; 500,000 estimated annual attendance with 100 plus events planned for 2014.
Agricultural Reserve Program (ARP) enrolled 222.7 acres so far this Fiscal Year 2013. Currently, there is one approved application awaiting closure by the applicants totaling $1,107,904 in easement value on 98.92 acres.
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FY 2012-13 Agriculture Trends & Highlights – Continued
Agricultural Reserve Program (ARP) continues to work with the Virginia Department of Agriculture and Consumer Services (VDACS) on farmland preservation funding. In 2012 $110,952 was allocated. In 2013 $160,715 will be allocated. To date, the City has been reimbursed a total of $371,244.
Fiscal Year 2011-12 the Virginia Beach Office of Volunteer Resources shows Agriculture with a count of 1,095 volunteers contributing 22,071 hours with a value of $431,620 to the City (equaling 10.61 FTEs,5th highest department).
Continued Focus on Agritourism (Partner with CVB) Farm Tours Taste of the Farmers Market Summer Farmers Market Wine Tasting Night Pungo Strawberry Festival – 30th year of the celebration
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AG Educational Programs- Expose local K-5th grade students to agriculture, proper nutrition, farm experiences, Master Gardener Kitchen Garden and Farmers Market garden display through demos, skits and tours via the Rural Heritage Center at the Farmers Market.
Continue working with local fruits and vegetable growers to assist in creating opportunities to market and sell their produce locally and increase opportunities to increase productivity and sales. Examples: Why Not Wednesday, Libraries, other local farm markets, City Farmers Market events, auction at the Farmers Market, etc.
Continue to grow the AG volunteer programs: Fiscal year 2012 had 1,095 volunteers contributing 22,071 hours equaling $431,620 in value; equivalent to 10.61 FTE’s.
Continue to focus on growing and developing the Farmers Market into a year–round shipping, Ag Tourism, and community event venue for citizens and tourist to experience a family friendly environment.
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Continue to promote and support the numerous 4-H programs offered by the Virginia Tech Extension team. May of 20 13 the Creeds Ruritan Club will open a new facility in the southern part of the City that will provide a venue for 4-H programs and other agricultural programs.
Continue to support programs such as the Hampton Roads Buy Fresh Buy Local Chapter, Virginia Soil and Water Conservation Programs (VADARE), Pungo Strawberry Festival (30th Year in May 2013), Excellence in Agriculture Program (started in 1966), and the 2013 Virginia AG Expo being held in Virginia Beach as well as the new Virginia State Fair which is now owned and operated by the State of Virginia Farm Bureau.
Continue to support the growth of AG industry in Virginia Beach: an estimated at $124 million economic impact to the City in 2012.
Continue to preserve farmland for future generations to sustain agriculture, preserve jobs, maintain a rural setting, provide open space, control density growth and protect the environment.
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Convention and Visitors Bureau
Budget Workshop April 2, 2013
Jim Ricketts
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Convention and Visitors Bureau Program Unit General Fund
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Target/Proposed
FY 13-14 FTE
Change FY 2012- 13 Amended to FY 2013-14 Proposed
Director’s Office 1,151,695 10 1,159,829 10 8,134 + 0.7% Risk Management
Tourism Marketing 462,139 6 477,253 6 15,114 + 3.3% Risk Mgmt./Fringes
Sports Marketing 276,129 3 252,937 3 (23,192) - 8.4% Salary to Entry level
Convention Sales 980,402 12 901,673 11 (78,729) - 8.0% Position to TAP
VB Convention Center 5,965,006 72.13 6,099,662 69.13 134,656 + 2.3% Net of: + Risk Mgmt. - Contracted 3 FTE’s + Revenue of $45,229
Total General Fund 8,835,371 103.13 8,891,354 99.13 55,983 + 0.6%
Program Unit TAP Fund and TGIF
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Target/Proposed
FY 13-14 FTE
Change FY 2012-13 Amended to FY 2013-14 Proposed
Tourism Advertising 8,905,262 0 9,437,316 0 532,054 + 6.0%
Visitor Centers 1,179,549 10.39 1,218,776 11.39 39,227 + 3.3%
Reserves 2,432 2,432 0.34% Compensation
Transfers to Other Funds 56,838 56,838 0 ComIT charges
Total TAP FUND 10,141,649 10.39 10,715,362 11.39 573,713 + 5.7%
TIP Locals Campaign * 100,000 0 100,000 0 0 0.0%
Total CVB Budget 19,077,020 113.52 19,706,716 110.52 629,696 + 3.3%
2 * Excludes TIP Fund expenditures for FY 2013-14 including Debt Service and Transfers to Other Funds totaling $29.4 million for which CVB has no responsibility to manage.
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FY 2013-14 Budget
18.1%
60.1%
21.8% General Fund
TIP Fund
TAP Fund
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Budget by Fund
Budget by Expense Category
34.3%
65.4%
0.0% 0.3% Personnel
Operations andMarketingReserves
Transfers
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Convention and Visitors Bureau Significant Issues • Tourism is vital for Virginia Beach due to the large intake of
revenue for businesses with their goods and services and the opportunity for employment in service industries associated with tourism. However, we have challenges.
• Transportation (Regional) • Need for light rail and thinking in terms of transient-oriented
development. It’s what visitors expect.
• Deteriorating Roads, Traffic Congestion, and Tunnel backups remain high on list things disliked by visitors.
• Competitive Pressures - will intensify as other cities focus on tourist development
• Arena - We have an outstanding Sports Marketing program, which will be impacted in the future by lack of sports venues, especially an arena
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• Competitive Pressures, continued
• Entertainment Venues - Although tourists appreciate our quality beaches and boardwalk, other destinations our size offer diverse and unlimited activities for tourists and visitors for all age groups. Entertainment venues are vital to a sustainable tourism industry in Virginia Beach.
• Headquarters Hotel – The lack of a Headquarters Hotel continues to be a challenge for us to be competitive in the Meetings and Convention business.
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Convention and Visitors Bureau Significant Issues
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Competitive Pressures, continued
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Convention and Visitors Bureau Significant Issues
Recent Lost Business Due to Lack of a Headquarters Hotel
Organization Month/Year Room Nights
Religious Conference Management Association
January 2015 3,605
National Association of Sports Commissions
April 2015 2,000
International Association of Forensic Nurses
October 2016 2,089
American Counseling Association
March 2017 5,292
American Mathematical Society
January 2019 12,365
Seventh Day Adventist - BAYDA Youth Congress
March 2015 3,587
Amateur Softball Association
October 2015 1,965
• Competitive Set - Our competitive set has changed due to lack of a Headquarters Hotel
• Where our competition formerly included Charlotte, NC, Louisville, KY, Baltimore, MD, and Nashville, TN, we now compete with these smaller cities for smaller meetings with fewer room nights and less revenue:
Raleigh, NC Greensboro, NC Chattanooga, TN Lexington, KY Memphis, TN Birmingham, AL Richmond, VA Myrtle Beach, SC Savannah, GA Knoxville, TN
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Virginia Beach Convention Center Total Consumed Room Nights
Sequestration - Military/government events accounted for approximately 15% of VB Convention Center’s total revenue in FY 11-12.
Convention and Visitors Bureau Significant Issues
Since opening in July 2005, attendees of events at the Virginia Beach Convention Center have consumed over 850,000 hotel room nights in our city.
Virginia Beach Convention Center Funding – Except for the increase in personnel costs over the past four years, the Convention Center’s General Fund budget has declined each year.
Maintenance – In the eighth year of operation, the Convention Center requires more attention to maintenance. CIP – Beginning FY 2015 there is a capital maintenance project for replacements of vital infrastructure at the Convention Center @ $343,563 annually
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• Year-round performance – 2007 2008 2009 2010 2011 Visitor Spending (in billions $) 1.125 1.154 1.061 1.129 1.223
• Community Advocacy – TIP Fund Gift of Tourism Program – to be
effective, this initiative needs to be broadened.
• There is evidence that the program has potential to achieve citizen understanding and support for the value of tourism to the local economy.
• CVB Open House - to showcase our programs and initiatives
• Public Relations Program – Expanded to meet the market demands to
create awareness and construct positive images of Virginia Beach for domestic and international markets
Convention and Visitors Bureau Trends and Initiatives
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Corporate Social Responsibility Program
Strong Corporate Social Responsibility Program, having a presence in the community, partnering with organizations, and engaging meeting planners to reach out to the community in a variety of ways.
Virginia Beach Tourism Foundation
• Provides another vehicle to raise awareness of the importance of tourism to the local economy
• Strong and diverse Board of Directors
• Partnering with local business community (Geico, Stihl)
• Fundraising to supplement CVB research program
• College scholarships to students enrolled in hospitality programs
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Convention and Visitors Bureau Trends and Initiatives Community Advocacy, continued
“Thank you for your donation of food to Potter’s House…It is through the generosity of people in the Tourism Industry like you and your associates that we are able to help our neighbors.” -Jean Stevenson The Potter’s House
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• International visitors spend five times more than domestic travelers.
• In 2011, 62.7 million international visitors traveled to the U.S., generating $153 billion in receipts and a $43 billion trade surplus.
• Countries with the largest total growth percentages are: China (259 % increase) Brazil (83% increase)
Virginia Beach CVB International Marketing
• We continue to develop partnerships and enjoy a strong Canadian tourist market with 10-12% of our annual visitation.
• Major focus on international marketing through contracted representation, CVB staff-driven sales and marketing, and relationships with an international marketing consortium of Virginia, Maryland and District of Columbia state and regional/local destination marketing organizations.
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Visitors and citizens benefit from great things happening in the city, by the hard work and dedication of other departments.
Resort Projects • Laskin Road Gateway Project • Beach Replenishment • Rudee Inlet Dredging • Lighting Improvements • Extended Recycling Program in Resort • Boardwalk Sign Refurbishment
With 25% of our visitors reporting that they visit the Virginia Aquarium & Marine Science Center, the Convention and Visitors Bureau looks forward to even greater visitation with the opening of the Outdoor Aquarium Adventure Park thanks to the efforts of the Department of Parks and Recreation and the Virginia Aquarium Foundation.
Convention and Visitors Bureau Trends and Initiatives
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Virginia Beach City Council City Manager
Deputy City Manager for Development
Convention and Visitors Bureau Director
Directors Office (10 FTEs)
Executive Assistant (1 FTE)
Contract Advertising Agency Advertising Advisory Committee
Virginia Beach Convention Center (69.13 FTEs)
Convention Marketing and Sales
(14 FTEs)
Tourism Marketing and Sales
(17.39 FTEs) Minus position in TAP Fund = 16.39 FTEs
CVB Marketing and Research Coordinator
(1 FTE) Position in TAP Fund
CVB Public Relations Coordinator (1) Vacant – Posted and Recruiting Media & Comm. Coordinator (2)
Business Development Representative
(1 FTE)
Administrative Services Manager (1) Accountant III (1)
Account Clerk II (2)
110.52 Total FTEs
http://www.visitvirginiabeach.com/visitors/
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Director
Tourism Marketing and Sales Division (17.39 FTEs)
Convention and Tourism Marketing Administrator (1)
Visitor Information Centers (11.39 FTEs in TAP Fund)
VIC Manager (1)
Office Assistant (1)
VIC Assistant ( 5.39)
Convention Services Mgr. (1)
Convention Services Coord. (2)
Tourism Tour and Travel (5 FTEs)
Tourism Marketing Coordinator (1)
Conv. & Tour. Sales Rep II (1)
Administrative Specialist (1)
Office Assistant (2)
Convention Marketing and Sales Division (14 FTEs)
Convention and Tourism Sales Administrator (1)
Sports Marketing (3 FTEs)
Sports Marketing Coordinator (1)
Conv. & Tourism Sales Rep. (1) Vacant – Posted and Recruiting
Event Supervisor (1)
Convention Sales
(10 FTEs)
Convention Sales Coordinator (1)
Conv. & Tour. Sales Rep (5)
Administrative Analyst (1)
Administrative Specialist (1)
Office Assistant (2)
1 Position shown on Director’s Staff
http://www.visitvirginiabeach.com/visitors/
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Virginia Beach Convention Center (69.13 FTEs)
Convention Center Manager (1)
Business Office (12.48 FTEs)
VBCC Assistant Manager (1)
Business App. Specialist (1) Vacant – In Selection Process Administrative Specialist (1)
Account Clerk Supervisor (1)
Account Clerk (3)
P/T Account Clerk (0.75)
P/T Ticket Seller (1.25 FTEs)
P/T Ticket Taker (3.48 FTEs)
Operations (40.75 FTEs) VBCC Assistant Manager ( 1)
Office Assistant (1) General Supervisor (1)
Operations Supervisor (1) Crew Leaders (3)
Maintenance Worker (10) Custodial Workers (6)
Electrician (1) HVAC Tech (2)
Painter (1) Carpenter (3)
Groundskeeper (4 FTEs) P/T Groundskeeper (0.5 FTEs) P/T Ops Specialists (1.5 FTEs)
P/T Custodial Worker (4.75 FTEs)
Sales and Service (13.9 FTEs)
VBCC Assistant Manager (1)
Office Assistant (2)
Special Events Manager (1)
Events Coordinator (6)
Conv. & Tour. Sales Rep (3)
P/T Event Supervisors (0.6 FTEs)
P/T Van Driver (0.3 FTEs)
Administrative Specialist (1)
Director
http://www.visitvirginiabeach.com/visitors/
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Economic Development Budget Workshop
April 2, 2013 Warren D. Harris
Director
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Economic Development Operating Budget Program Unit
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14 Proposed
Director’s Office $2,324,163 16 $ 2,493,871 16 $169,708 7.30%
Town Center SSD $1,917,558 NA $1,868,897 NA ($48,661) -2.54%
Town Center TIF $5,738,312 NA $6,016,866 NA $278,554 4.85%
Capital Projects (APZ FTE) $80,671 1 $63,300 1 ($17,371) -21.53%
Sub Total $10,060,704 17 $10,442,934 17 $382,230 3.80%
Grow Smart $235,507 1 $277,322 1 $41,815 17.76%
Total $10,296,211 18 $10,720,256 18 $424,045 4.12%
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$2,771,193 25.9%
$6,016,866 56.1%
$1,868,897 17.4%
$63,300 .6%
General Fund CBD-TIF TC-SSD APZ-Capital Project
$1,766,267 16.5%
$2,599,926 24.3% $5,866,866
54.7%
$487,197 4.9%
Personnel Operations Debt Service Transfers
Budget by Fund
Budget by Expense Category
FY 2013-14 Budget
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Grow Smart Budget Division APZ1 Capital Improvements Program Budget
Economic Development Organizational Chart 18 FTE
Economic Development Budget
* Town Center SSD Budget Unit and Town Center TIF Budget Unit (No FTE’s associated) Warren D.
Harris Director
David W. Couch Strategy Coordinator
Betty V. Clark Executive Assistant to
Director
Linda Assaid Administrative
Technician
Olivia O’Bry Administrative
Assistant
Mark R. Wawner Project Development
Coordinator
Robert Hudome Senior Business
Development Manager
Sean A. Murphy Accountant II
Jerry W. Stewart Workforce
Development Coordinator
Lloyd B. Jackson Business Development
Manager
Karen F. Kehoe GrowSmart Coordinator
Scott Hall Business Development
Coordinator
Steve Harrison Research and
Business Development Manager
Ray White Business Development
Manager
Jeff Smith SWaM Business
Development Manager
Svetla Tomanova Marketing Assistant
Michelle B. Chapleau Business Development
and APZ1 Program Manager
Vacant APZ1 Assistant
Virginia Beach Development
Authority
PSD-Global International Consultant
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Economic Development Significant Issues • Economic Development significant issues include:
– Unknown impacts of sequestration have created uncertainty within the Defense Industry about future contract awards
– Providing financing/funding/incentive mechanisms to recruit industries – Expanding upon multi-model transportation infrastructure that will assist with
economic development growth – Continue to promote the development of Corporate Office space and
inventory to recruit and retain knowledge based companies – Existing economic market conditions, such as the cost of natural gas, reduces
the incentive to actively pursuing the Alternative Energy Industry sector – Maintain the current level of economic development momentum in an
increasingly challenging environment – Promoting Small Women and Minority related industries – Grow Smart & APZ-1 grant funding in out years is a growing concern
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Economic Development FY 2013-14 Trends & Highlights
• The international business market has increased their investment in Virginia Beach. The result has been the hiring of PSD-Global as our International marketing consultant to leverage these opportunities in the European market.
– Offices in Washington DC & Munich, Germany • An enhanced Town Center Phase-V deal has been approved and construction has started with
an increase in prospect interest • The staff restructuring and repositioning has produced an experience level that in turn makes us
one of the leading organizations in the State. This organizational change has lead to the pursuit of the newly identified target market sectors as outlined in our revised 2012 Economic Development Strategy.
• The Grow Smart program has been recognized by the Alliance for Transforming Government as a leading program initiative for workforce development. The 2013/14 budget represents the 4th of 5 years for the Early Learning Challenge Grant.
• Our Community Profile document has been significantly enhanced to include a substantial amount of additional information, along with now being interactive in a variety of formats.
• Expanding the integration and use of technology into all marketing and customer service efforts
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Economic Development FY 2013-14 Trends & Highlights
• National companies new to the area are considering Virginia Beach as their first introduction into the Hampton Roads market place. (i.e., Green Flash Brewery, Stratford University, Powertrain Industries, and Whole Foods)
• Defense companies have expressed concerns about the impacts that sequestration will have on their future growth
• Bio Science and Health Care inquiries have substantially increased within the Princess Anne Commons corridor because of the existing related assets that are in that corridor
• Economic Development staff worked closely with the SGA office to finalize the Hilltop and Centerville SGA plans. We also identified and began implementation of the Economic Development components of the SGA plans.
• Over the last 18 months we have become well versed in the Sports and Entertainment fields as a result of working on the arena project. Virginia Beach has been identified as a top underserved market for this style of investment
• More than $230 million in new capital investment was made by the City’s business community for the year, supporting the creation of nearly 1,800 new jobs and 2 million square feet of commercial space being filled throughout the City. The Department assisted 50 total companies with their location or expansion.
• 81% of project announcements fell within one of the departments Target Industry sectors • Virginia Beach Economic Development continues to rank 2nd in economic activity on an
annual basis among Virginia communities behind Fairfax County. 7
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Prospect Activity – March 2013
Projects by Geography Local
National International
37 32 22
Projects by Target Industry Manufacturing
Maritime/Logistics Technology
Defense Office
Bio/Life Science Retail Other
25 23 12 6
15 6
10 5
Economic Development FY 2013-14 Trends & Highlights
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Critical Services NOT Funded
• Business Incubator/Innovation Center $200,000
• Contracted Manpower $12,000
• Computer Peripherals $2,916
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Yr 1 200K 200K
Town Center TCC Revenue Grant / Sublease / Corp Sponsorship $279,000 $247,000 Expenses SG&A $135,000 $135,000 Office Rent $64,000 $0 Equipment $30,000 $30,000 Programs $50,000 $50,000 Total Expenses $279,000 $215,000 Remaining Budget Available for Investment $0 $32,000
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Conclusions • We are preparing for the uncertainty in the market place. Funding Economic
Development initiatives reassures companies and investors that Virginia Beach is a stable and business friendly community.
• We have established a strong presence in the global market, especially in Germany, and we plan to capitalize on that opportunity with the recent hire of PSD-Global.
• We have learned about the Sports and Entertainment industries and what it takes to be successful in those markets
• Expanding the integration of technology into all marketing and customer service efforts
• Bio Science and Health Care Research and Development is an emerging target industry and we have assets in place to capitalize on it
• We are vertically integrating various business assistance programs that offer assistance for start-up, growth, and emerging companies. This is a linear progression of assistance.
• Grow Smart & APZ-1 grant funding in out years is a growing concern
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Questions?
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Bio-Medical and HealthCare Consultant • Assist in identifying new strategies, practices, and methods that would and should be incorporated in the
Bio recruitment process. • Would assist us in identifying the strengths and weakness in attracting Bio and Health Care companies to
Virginia Beach. • They would need to demonstrate an extensive network of Bio and Healthcare allies that they could
interact with to explore opportunities for company to expand within Virginia Beach • The Bio Industry sector is very vast technical target sector. The consultant would need to be able to
demonstrate that they are well versed in Bio industry trends and would also need to be able to understand its unique jargon and culture.
• They would represent us at appropriate tradeshows and marketing events along with cultivating opportunities through their network of allies.
• It would be required that they submit reports to the ED director for periodic review and updates. • They would also assist in honing our Bio industry marketing materials and message points that we
currently use. • Perform a Community Preparedness assessment of the organization to respond to an opportunity. This
assessment includes: Evaluation of proposed sites, industrial parks, or existing buildings. • Competitive Analysis - Assist in determining competitiveness against those locations that they typically
compete. The study can be specifically tailored to address different types and sizes of projects. The analysis includes a definition of comparative costs and an evaluation of various incentives, cost offsets, and cost avoidance offered by competitors. Studies of this nature are customized to address specific state or community needs, resources, and attributes, and are not directly transferable or applicable to other locations.
• They would help staff and allies development through workshops, seminars, and presentations. • They would need to understand and utilize “reverse” consulting which is of specific value when recruiting
mega projects and competing at a high level against other states.. This is basically providing leadership and direction of understanding and defining the driving factors of mega projects and their evaluation process.
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Yr 1
200K 200K 400K 400K
Town Center TCC Town Center TCC
Revenue
Grant / Sublease / Corp Sponsorship $279,000 $247,000 $479,000 $447,000
Expenses
SG&A $135,000 $135,000 $138,500 $138,500
Office Rent $64,000 $0 $64,000 $0
Equipment $30,000 $30,000 $35,000 $35,000
Programs $50,000 $50,000 $80,600 $80,600
Total Expenses $279,000 $215,000 $318,100 $254,100
Remaining Budget Available for Investment $0 $32,000 $160,900 $192,900
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Housing & Neighborhood Preservation
Budget Workshop April 2, 2013
Andrew M. Friedman
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Housing & Neighborhood Preservation Operating Budget
Program Unit FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Admin. & Neighborhood Preservation
$ 874,186 7.9 $ 858,213 6.8 $ (15,973) (1.8%)
Code Enforcement 2,442,828 29.0 2,497,450 29.8 54,622 2.2%
Dev./Rehab Affordable Housing
1,108,661 5.8 1,306,241 3.7 197,580 17.8%
Affordable Rental Housing 19,895,494 21.0 19,895,148 21.5 (346) (0.0%)
Homeless Programs 916,749 0.3 917,875 1.2 1,126 0.1%
Total $25,237,918 64.0 $25,474,927 63.0 $237,009 0.9%
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Budget by Fund or Revenue
Budget by Expense Category
FY 2013-14 Budget General Fund
10.64% Miscellaneous
Revenue 0.38%
CDBG/HOME/ ESG/HOPWA/
COC Funds 16.50%
Section 8 Funds
72.49% Personnel
$4,631,432 18.18%
Operations $600,002
2.36%
Programs $19,833,878
77.86%
Indirect Costs & Transfers $409,615
1.61%
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Key Goals Programs to Achieve Goals Promote vibrant, well-maintained neighborhoods
Code enforcement Homeowner rehabilitation
Expand affordable housing opportunities
Non profit projects Workforce housing
Prevent and minimize homelessness
Housing vouchers, emergency housing and homeless assistance, housing information, non profit program funding, Federal funding coordination, partnerships
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Service level 1 includes:
• Reduction of 1 FTE • Continuation of all services • Continuation of Connection Point central call center • Contracting out rehabilitation programs • Re-assignment of staff
• Only $ 287,000 of CDBG funds for “sticks and bricks”
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Effective and efficient services
• 7%/ 5 FTE Net staff reduction since 08-09 • Innovation through contracting out homeowner
rehabilitation program in 13-14 • Expanded services without staff increase in 2011-
12 by absorbing commercial and recreational vehicle enforcement
• Helping to lead the regional effort on homelessness
• Efficient services – 100% score on Housing Choice Voucher management assessment program
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• Cite 32,000 code violations • Repair or rehabilitate 37 owner-occupied
homes • Assist 1,966 households with long-term rental
housing assistance • Shelter 450 people during winter shelter
program • Multiple other programs & services
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Highlights of Expected Results
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Significant Issues Overall Federal Funding Trend Sequestration /Housing Voucher Program Code Enforcement funding eligibility Housing System Study Housing Resource Center Contracting out Homeowner Rehabilitation programs
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Federal Discretionary Funding Trend- 5 years (FY 13-14 as shown is pre-sequestration)
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$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14
CDBG HOME
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Sequestration – Housing Choice Voucher Program
• Calendar-year funding • Started spending 1/1/13 • Funding level affected by many factors • Projected deficit has ranged from $0! (our
latest one based on HUD formula received on 3/22/13); to $900,000.
• Will provide City Manager with our best estimate later this month so that he can make a recommendation to Council if needed.
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Code Enforcement Funding Eligibility
• Currently $735,000 of CDBG funding is used to support Code Enforcement
• Have been using CDBG for Code Enforcement since 1989
• HUD questioned the eligibility of what we’re doing in December; we responded in January
• Awaiting HUD’s determination • Could mean a need for additional City $$ to
support Code enforcement
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Housing System Study
• Funded and contracted for by Hampton Roads Community Foundation (HRCF)
• Consultant working to insure a product in mid-April for presentation to Council by HRCF
• Study will define a desired system to most effectively prevent and end homelessness
• Will address the potential role of a Housing Resource Center
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Major “Your CIP Section Name” Projects Funded
Project
Total Project
Cost
Year 1
Funding
Project Start and End Dates
3503000 – Housing Resource Center $23,620,591 $3,194,339 7/13-6/17
$ $
$ $
$ $
$ $
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Possible Non-General-Fund Housing Resource Center Funding Options
• Major donors • Public fundraising campaign • Portion of building(s) could be permanent
housing such as SRO with 80% of financing from non-city sources
• Development partner obtains grants available for non-profits from State and private sources
• Contributions and/or in-kind support from participating agencies
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Contracting Out Homeowner Rehabilitation Financing
• Helping income-eligible homeowners finance housing improvements has been a core service of the department for 30 years
• In-house delivery of it has gotten more expensive and more difficult
• Conducted an RFP process – obtained two proposals
• Have chosen Va. Beach CDC to conduct program • Allows re-direction of two staff persons – one to
code enforcement and one to homelessness
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Critical Services NOT Funded
1. Housing Investment Trust Fund– would allow for: Reducing gaps in services provided by non-
profits Ongoing flexible funding to meet community
needs – especially emergency housing for vulnerable people Support for community groups to help
homeowners
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Administrative Benefits of a HITF
A HITF would create a process through which all public requests for housing development assistance from the City could be directed
• Could eliminate need for separate Community Organization Grants for housing projects • Could eliminate direct requests from the public to Council for assistance with special projects
17
Housing Investment Trust Fund
Community Group Requests
Requests for Land
Development Assistance Requests
Investments in qualified projects
-
Critical Services Not Funded: 2: Funding Reductions to Non-Profits
• Dept. provides funding to 10 non-profits to support ongoing operations and homeless services.
• All funded agencies are getting decreases due to declining Federal funding. In addition, all new requests were denied.
• Decreases will get larger once we reduce and re-balance the budget due to 5% sequestration reduction.
• Total non-funded requests are $201,000 before additional 5% cut.
18
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19
Conclusions – and Thank You
Federal funding is a long-term problem but not a crisis Dept. continues to innovate and provide
effective services Homeless Study will provide a guide for a
more effective system Housing Resource Center would be a major
step forward in community effort to address homelessness
-
Strategic Growth Area
Budget Workshop April 2, 2013
Barry Frankenfield
-
Strategic Growth Area Operating Budget Program Unit FY 12-13
Amended FY 12-
13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Strategic Growth Area $ 562,329 5.0 $ 593,339 5.0 $ 31,010 5.5%
Mass Transit Operations 5,062,679 0.0 6,005,624 0.0 942,945 18.6%
Transportation Planning 206,919 2.0 175,310 2.0 (31,609) (15.3%)
Resort Programs and Special Events
3,911,160 5.0 3,924,581 4.0 13,421 0.3%
Parking 3,072,715 5.0 3,697,084 6.0 624,369 20.3%
Total $12,815,802 17.0 $14,395,938 17.0 $1,580,136 12.3%
2 4/2/13
-
$6,387,382, 44%
$4,311,472, 30%
$3,697,084, 26%
General Fund TIP Parking Enterprise
$1,517,424 10.5%
$10,968,151 76.2%
$692,863 4.8%
$1,217,500 8.5%
Personnel OperationsDebt Service Reserves and Transfers
Budget by Fund
Budget by Expense Category
FY 2013-14 Budget
3 4/2/13
-
Strategic Growth Area Significant Issues
Hampton Roads Transit: Reduction in Federal Funding Increased Service Costs No change in basic services
Resort Management: Increased number of special event permits each year Recovery of City support costs for major special events Continue to manage vendor and franchise program and collect approximately
$700,000 to support TIP Fund Continue to support RAC, Parking Committee and other Resort Committees,
Boards, and civic organizations Parking:
Implementation of Resort Parking Strategy Recommendations Increase in Capital Funding contribution to support 25th Street Garage systems
and system improvements such as revenue control systems and way finding systems
4 4/2/13
-
Strategic Growth Area
FY 2013-14 Trends & Highlights
Completion of all 8 SGA Plans, transitioning from planning to implementation: Increased Capital Improvement Program support Additional planning services related to transit oriented development zoning and
redevelopment Policies and methods to encourage fiscally feasible partnerships
Transportation: Cost of transit operations likely to continue to rise Paratransit demand will increase due to aging population Implementation of SGA transportation components such as grid, collectors; and,
pedestrian and bicycle friendly streets Implementation of Complete Streets and multi-modal transportation initiatives Regional transportation planning integrated with regional efforts such as Amtrak
Service and recent Transportation Bill funding Management of Transit Extension Study (Light Rail)
5 4/2/13
-
Strategic Growth Area
FY 2013-14 Trends & Highlights Resort:
Increased demand for special events Additional year round activities and events Events continue to support overnight visitation
Parking: Transition from surface parking to structured parking Short term loss of parking revenues during construction of structured
parking during development of some projects Parking partnership initiatives – leases, validation programs, shared
parking programs Structured parking development and management in all SGAs
6 4/2/13
-
Capital Improvement Program FY 2014-FY 2019
FY 2012-13 (in millions)
Proposed FY 2013-14 (in millions)
Difference
(in millions)
Economic and Tourism Development
$31.7 $32.3 $0.6
Capital Budget
Total Funding
Economic and Tourism Development* $292,981,334
* Includes $208,438,425 appropriations to date
7 4/2/13
-
Economic and Tourism FY 2014 CIP Funding
$302,044
0.9%
$283,564 0.9% $2,763,689
8.6% $1,141,934
3.5%
$800,000 2.5%
$7,500,000 23.3%
$110,146 0.3%
$19,357,095 60.0%
General Fund TC SSD Cigarette Fund BalanceParking Enterprise State BRAC Bonds 8 4/2/13
-
Economic and Tourism FY 2014 CIP Expenditures
$10,810,146 33.5%
$2,763,689 8.6%
$1,283,564 4.0%
$17,049,750 52.8%
$351,323 1.1%
Oceana & ITA EDIP Parking/Amp. Maint. SGA Projects Other 9 4/2/13
-
Economic and Tourism CIP Program Highlights
Governor’s Budget includes $7.5 million for Oceana ITA Conformity & Acquisition
Revised projects for Newtown SGA - Parliament Greenwich Connector and Pembroke SGA - Cleveland Street Phase I
New Resort Projects for 29th Street, Arctic Avenue Parking Garage, Oceanfront Capital Projects Reinvestment, Winston Salem Avenue (Marina District) Improvements and Resort Public Transit Relocation (Resort Sense of Arrival included in SGA Projects CIP)
Burton Station projects (Phases I, II and III) funded Maintenance funding for Oceanfront Parking Facilities,
Town Center Garages & Plaza and Amphitheater Economic Development Investment Program (EDIP)
funding 10 4/2/13
-
Economic and Tourism Development CIP New Projects
Project
Total Project
Cost
Year 1
Funding
Project Start and End Dates
9-001 Sandbridge Market Restrooms $351,323 $351,323 7/13 – 6/14
9-006 Winston Salem Avenue Improvements $3,604,516 $865,000 7/13 – 6/16
9-007 Resort Public Transit Relocation $250,000 $250,000 7/13 – 6/14
9-095 Arctic Avenue Parking Facility $19,499,500 $9,749,750 7/13 – 12/15
9-096 Oceanfront Capital Projects Reinvestment
$3,600,000 $600,000 7/13 – 6/19
9-108 29th Street Improvements $3,200,000 $3,200,000 7/13 – 6/15
9-504 Parliament-Greenwich Connector $3,583,240 0 7/12 – 6/17
9-505 Cleveland Street Phase 1 $6,977,656 $660,000 7/13 – 6/19
Note: New Pacific Avenue Improvements project proposed in Roadways CIP
11 4/2/13
-
Economic and Tourism Development CIP Ongoing Projects Funded
Project
Total Project Cost
Year 1 Funding
Project Start and End Dates
9-060 Oceana & ITA Conformity and Acquisition
$139,451,692 $10,810,146 7/06 – 6/19
9-081 Strategic Growth Area Projects $17,674,686 $1,725,000 7/08 – 6/18
9-082 Oceanfront Parking Facilities Capital Maintenance
$5,231,671 $800,000 7/08 – 6/19
9-083 Town Center Garage and Plaza Capital Maintenance
$3,386,622 $283,564 7/08 – 6/19
9-085 SGA-Burton Station Road Improvements Phase II
$3,250,000 $0 7/11 – 6/15
9-091 SGA-Burton Station Road Improvements Phase III
$8,500,000 $0 6/12 – 6/15
9-141 Economic Development Investment Program
$57,726,401 $2,763,689 10/89 – 6/19
9-500 Virginia Beach Amphitheater Capital Maintenance
$1,699,000 $200,000 7/11 – 6/19
9-506 Rosemont Strategic Growth Area $415,000 $0 7/12 – 6/19 12 4/2/13
-
Economic and Tourism Development CIP Projects Not Funded
9.100 - 19th Street Infrastructure Improvements $9,716,360
9.101 - Regent Village Main Street $9,576,000
9.106 Market Street Extended $20,100,000
9.107 Arctic Ave. 18th & 20th Street Improvements $10,196,880
13 4/2/13
-
Economic and Tourism Development CIP Summary
SGA CIP Projects are transitioning from plan development to plan implementation
Advances the City's efforts of creating a year-round resort
destination and supporting a business environment that promotes economic prosperity
Provides a mechanism to safeguard the City’s past investments
and to maximize the useful life of these assets
14 4/2/13
-
Va. Beach Clerk of the Circuit Court
Budget Workshop April 9, 2013
Tina E. Sinnen, Clerk
-
“Va. Beach Circuit Court Clerk’s Office ” Operating Budget
Program Unit FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Clerk of the Circuit Court $ 3,039,771 57.0 $ 3,058,205 57.0 $ 18,434 0.6%
Total $ 3,039,771 57.0 $ 3,058,205 57.0 $ 18,434 0.6%
2
-
Budget by Fund
Budget by Expense Category
Clerk of the Circuit Court FY 2013-14 Budget
3 4/2/13
-
FY 2013-14 Organizational Structure
• Clerk of the Circuit Court has one program (budget) unit with 57.0 total FTEs.
• As of 4/2/13, 56.0 are filled and 1.0 are vacant.
4
-
Office of the Commonwealth’s Attorney
Budget Workshop April 2, 2013
Harvey Bryant, Commonwealth’s Attorney
-
Office of the Commonwealth’s Attorney Operating Budget
Program Unit
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14 Proposed
Judicial $7,488,249 78.75 $ 7,692,485 79.75 $ 204,236 2.7%
Victim-Witness Grant $333,680 6.5 $333,680 6.5 $0 0 %
DEA Seized Property $200,000 0 $200,000 0 $0 0%
Total $8,021,929 85.25 $8,226,165 86.25 $204,236 2.5%
Total without DEA $7,821,929 85.25 $8,026,165 86.25 $204,236 2.5%
-
3
$5,173,506 62.9%
$200,000, 2.4%
$333,680 4.1%
$ 2,518,979, 30.6%
General Fund DEA Seized Property DCJS Grant State
$7,589,141 92.3%
$637,024 7.7%
Personnel Operations
Budget by Fund
Budget by Expense Category
FY 2013-14 Budget
-
Office of the Commonwealth’s Attorney Significant Issues
Handled over 17,500 criminal charges last fiscal year Due to the increase in the use of forensic science and technology, cases are
becoming more complex, requiring more time for advanced case preparation
Due to ever-changing case law, attorneys are spending more time reading and researching to be thoroughly prepared for court
As a result of the DUI laws becoming more complicated our attorneys are assisting in all 2nd offense DUI cases and many 1st offense DUI cases (as well as other special assist cases)
The office prosecuted: 4,900 felony property crimes committed by 1,480 defendants Over 2,040 various violent crimes committed by 570 defendants Over 1,580 various felony drug offenses committed by over 600 defendants
4
-
Although not statutorily required, the office prosecuted:
Over 2,250 domestic violence charges Over 840 misdemeanor DUI related charges Over 3,000 criminal city misdemeanor appeals
Just last week, the Commonwealth’s Attorney’s Office handled: 248 felony cases in Circuit Court 45 bond hearings; 23 bond appeal hearings; 3 detention hearings 158 determination of counsel hearings 107 sentencing hearings 54 preliminary hearings 97 revocation hearings 192 individual indictments (449 charges) from the March 2013 Grand Jury
5
Office of the Commonwealth’s Attorney Significant Issues (continued)
-
Office of the Commonwealth’s Attorney FY 2013-14 Trends & Highlights
State revenues to the city on behalf of our office have increased by
$139,000 or 5.8% for FY 14 and will increase another $33,080 in FY 15.
A full time receptionist will ensure continuity in this crucial position,
as this employee is the first encounter for all citizens that contact our office. Currently we fund this position with vacancy savings through contracted manpower which results in frequent turnover. The additional cost is less than $10,000 annually.
Departmental health insurance increased by $195,000 representing
nearly 2% of the overall increase of 2.5%. Through attrition, retirements and hiring more entry level
employees we have been able to meet target. 6
-
7
Conclusions The proposed city budget for the Commonwealth’s Attorney’s Office will enable the City of Virginia Beach to continue to have:
Higher than the national average conviction rates
A continued decrease in crime rates (in part due to successful prosecution)
The ability to keep pace with advanced legal practices and technology
More prosecutorial assistance in complicated misdemeanor cases
Ensuring a safe community for citizens and tourists
-
Emergency Communications & Citizen Services
Budget Workshop April 2, 2013
Athena Plummer, Director
-
ECCS Operating Budget Program Unit FY 12-13
Amended FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE Change FY 13
Amended to FY 14 Proposed
Director’s Office $ 211,254 1.75 $ 223,412 1.75 $ 12,158 5.8%
Administration 397,244 4.0 365,795 4.0 (31,449) (7.9%)
Training 46,896 NA 46,896 NA 0 0%
Emergency Communications 7,883,391 102.0 8,051,360 107.0 167,969 2.1%
Citizen Services 885,099 14.0 793,560 14.0 (91,539) (10.3%)
Technology & Support 1,025,956 1.0 1,044,840 1.0 18,884 1.8%
Total $10,449,840 122.75 $10,525,863 127.75 $76,023 0.7%
2
-
3
$8,668,113, 82.4%
1,716,354, 16.3%
$141,396, 1.3%
General Fund State Wireless Fund Transfers
$8,176,122 77.7%
$2,349,741 22.3%
Personnel Operations
Budget by Fund or Revenue
Budget by Expense Category
FY 2013-14 Budget
-
ECCS Significant Issues
Recruitment & Retention of Talented/Qualified Work Force Competitive Salaries in a Shift Work Setting Unique Training & Work Environment Competition with Private Sector
9-1-1 Call Overload Mobile devices call overload on a single incident Increases Work Load for 911 Employees Queue Times Citizen Feedback for “Being on Hold”
Technology Costs to Upgrade 311 CRM (Interactive with 911 systems) Next Generation 911 (NG911) Costs
4
-
ECCS
FY 2013-14 Trends & Highlights
Staying Connected through Emerging Technologies NG911/CRM/Automatic Notifications to partners, citizens
through systems Personnel Impacts – retention/training/workload Better, faster, valid delivery of information to partners
Financial Impact – the cost to improve GIS – it’s all about location
5
-
Critical Services NOT Funded
• Personnel (14) – Administrative Technicians (2) – 911 Operations Supervisor (4) – PSET I entry level (8)
• Ops Improvements – CRM (311 one stop software solution) – Emergency Response Consoles (911 rapid mobile
deployment as a backup)
6
-
Major ECCS Projects Funded Project
Total Project
Cost
#872 ALI Database Management & Selective Routing
$2,007,876
#728 E911 Telephony Integration Replacement
$1,317,744
#739 Integrated Public Safety – Analysis $10,839,768
#742 VBAlert Replacement $435,859
7
-
8
Conclusions
Our greatest need is the continued recruitment and retention of a well trained and qualified work force. Our employees are our greatest asset. The reality we face as the economy turns, and employment opportunities increase, serves as a challenge to retain and recruit employees who are faced with factors considered negative in most work environments: shift work, required overtime, stagnant salaries and a demanding workload.
-
Emergency Medical Services
Budget Workshop April 9, 2013
Chief Bruce W. Edwards
-
Emergency Medical Services Program Unit FY 12-13
Amended FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Admin $ 550,168 6.5 $ 672,465 8.5 $122,297 22.22%
Operations/Training $5,325,517 49.5 $6,072,189 51.5 $746,672 14.02%
Regulation /Lifeguard Services $1,847,296 9.3 $1,806,284 9.3 $(41,012) 2.22%
State Grants $375,000 0.0 $375,000 0.0 0 0%
Total $8,097,981 65.3 $8,925,938 69.3 $827,957 10.22%
2
-
3
$8,550,938 95.8%
$375,000, 4.2%
General Fund
Grants Consolidated Fund - State Four for Life Grant
$5,171,039 57.9%
$2,119,258 23.7%
$1,635,641 18.4%
EMS / ERS Personnel EMS/ ERS Ops Lifeguard Ops
Budget by Fund
Budget by Expense Category
FY 2013-14 Budget
-
Volunteer Savings
FY 12 Actual
FY 13-14 Proposed
Facility Investment $8,200,000 $8,200,000
Rolling stock/Equipment $4,670,000
$5,020,000
Total Holdings $12,870,000
$13,220,000
Annual EMS Response $8,300,000 $8,466,000
Annual Contribution
$1,613,733 $1,668,182
Total Annual Contribution $22,783,733 $23,354,182
4
-
Emergency Medical Services
FY 2013-14 Trends & Highlights
Mental health beds at VBGH Marine Rescue Team / Lifeguard– National USLA
recognition Increased number of ambulances staffed
Phase in of additional ambulance at Town Center
5
-
Emergency Medical Services FY 2013-14 Trends & Highlights
Ambulance Staffing
2007 vs. 2012 8 100% 100% 9 80% 100% 10 48% 97% 11 20% 85%
Average 10 12 Volunteer Staffing 85% 96%
Goal of 14 ambulances
Average Response time – 7:37 minutes. (ERS unit) Average Response time – 11:27 minutes. (Ambulance)
6
-
Critical Services NOT Funded
6 medics to complete ambulance staffing at Town Center $379,363
Additional Medic for Chronic Health Patient Checks $64,228 Medical Shelter Supplies $22,000
CIP Projects
Landstown EMS Station (23) $ 4,186,480
Kempsville EMS Station (9) $ 4,570,704
7
-
Summary
Volunteer staffing remains strong Striving to achieve goal of 14 ambulances Cardiac arrest survival rates remain high
Cost of services remains low
8
-
Fire
Budget Workshop April 2, 2013
Fire Chief Steven R. Cover
-
“Fire” Operating Budget Program Unit FY 12-13
Amended FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Administration $ 2,132,627 22.0 $ 2,050,147 21.0 ($ 82,480) (3.87%)
Emergency Management $ 350,257 4.0 $ 360,845 4.0 $ 10,588 3.0%
Fire Marshal’s $ 2,246,130 27.71 $ 2,362,338 27.71 $ 116,208 5.2%
Operations $ 38,446,295 411.0 $ 39,521,858 411.0 $ 1,075,563 2.8%
Personnel & Development $ 1,405,375 14.0 $ 1,559,200 15.0 $ 153,825 11%
Aid to Localities $ 1,157,260 1.0 1,170,853 1.0 $ 13,593 1.18%
Total $ 45,737,944 479.71 $ 47,025,241 479.71 $ 1,287,297 2.81% 2
-
3
$45,854,388 , 98%
$1,170,853 2%
General Fund Fire Programs
$41,826,829 88.9%
$4,798,412 10.2%
$400,000 0.9%
Personnel Operations Reserves and Transfers
Budget by Fund or Revenue
Budget by Expense Category
FY 2013-14 Budget
-
“Fire” Significant Issues
4
Town Center Fire & EMS Station Replaces 1952 Thalia Fire & Rescue Station 12 Firefighters recruits Priority 7 on City’s Top 13 Facility Replacement Priority list Ladder truck
Chesapeake Beach Fire & EMS Station Replaces 1964 Fire & Rescue Station No additional staff needed Priority 10 on City’s Top 13 Facility Replacement Priority list
Blackwater Fire & EMS Station (FY 14) Replaces 1955 Fire & Rescue Station No additional staff needed Priority 13 on City’s Top 13 Facility Replacement Priority list
Station Alerting Improves ability to dispatch units for emergencies
-
“Fire” FY 2013-14 Trends & Highlights
Restructure 5 year Energy Usage is down except for diesel fuel (overall less $429,000) Risk Management: Safety – Wellness Programs are model for city
Claims 2008 (178) Claims 2012 (45) Budgeted charges less $163,000 from FY12
Responses increased by 14.4% Grants shrinking in amount and opportunity Volunteers New Recruits-TRFA CIP Projects well funded for us Education programs for children are outstanding, need to improve on
elderly programs Fire Prevention - 60 % of eligible properties inspected
5
-
Critical Services NOT Funded
6
Relocate Resource Management Four Person Staffing Equipment Funding
-
Major “Safe Community - Fire” Projects Funded Project
Total Project
Cost
Year 1
Funding
Project Start and End Dates
3506000 Fire Facility Rehab & Renewal - III $ 2,317,402 $ 479,114 07/11 – 06/19
3133000 Fire Training Improvement – III $ 5,562,073 $ 400,000 07/08 – 06/19
3134000 Fire Apparatus - III $10,410,258 $ 2,314,986 07/13 – 06/19
3021000 Fire Station – Town Center $ 9,435,000 $ 0 Complete 2013
3244000 Fire Station – Chesapeake Beach $ 5,664,885 $ 0 Complete 2013
3248000 Fire Station - Blackwater $ 5,123,707 $ 4,817,616 10/12 – 06/15
3606000 CIT – Fire Station Alerting $ 3,068,366 $ 1,000,000 07/13 – 06/15
7
-
8
Conclusions The Virginia Beach Fire Department is a customer
service organization partnering with communities, members, citizens and visitors to foster the feeling of safety any place, any time, through planning, mitigation, response and restoration.
Questions?
-
Virginia Beach Sheriffs Office
Kenneth W. Stolle, Sheriff
Budget Workshop April 2, 2013
-
Virginia Beach Sheriff’s Office Operating Budget EXPENDITURES
Program Unit
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14 Proposed
Sheriff’s Office $2,330,685 25.43 $2,110,581 22.43 $220,140 9.5%
Court Support Services
$3,348,215 61.84 $3,243,442 59.84 $104,773 3.1%
Correctional Operations $28,466,225 354.60 $28,265,140 358.60 $201,085 0.71%
Centralized Booking $2,135,839 37.00 $2,082,095 37.00 $53,744 2.5%
D.A.R.E. – Sheriff $761,419 11.00 $747,240 11.00 $14,179 1.9%
-
Virginia Beach Sheriff’s Office Operating Budget CONTINUED EXPENDITURES
Program Unit
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14 Proposed
Sheriff’s Workforce $851,622 10.00 $934,103 11.00 $30,979 3.6%
Inmate Services $1,292,717 23.57 $1,287,723 23.57 $4,994 0.38%
Law Enforcement Training Academy
$149,443 1.00 $150,600 1.00 $1,157 0.77%
Transfer to Other Funds $24,551 - 24,551 - 0
Total Expenditures $39,360,716 524.44 $38,845,475 524.44 $515,241 1.3%
-
Virginia Beach Sheriff’s Office-Operating Budget REVENUES
REVENUES FY 12-13 AMENDED
FY 13-14 PROPOSED
CHANGE FY13 AMENDED TO FY 14
PROPOSED
FEES $4,450,011 $4,919,758 $469,747
STATE $17,608,339 $17,457,618 $150,721
FEDERAL $1,149,750 $229,950 $919, 800
TRANSFERS
$14,896,783 $14,923,159 $26,376
FUND BALANCE $1,255,833 $1,314,990 $59,157
TOTAL REVENUES $39,360,716 $38,845,475 $515,241
-
$31,212,723 80.35%
$7,608,201 19.59%
$24,551 0.06%
Expenditures
Personnel OperatingTransfer
$4,919,758 12.66%
$17,457,618 44.94% $229,950 0.59%
$14,923,159 38.42%
$1,314,990 3.39%
Revenues
Fees StateFederal TransferFund Balance
Virginia Beach Sheriff’s Office Comparisons
-
VIRGINIA BEACH SHERIFF’S OFFICE SIGNIFICANT ISSUES
• FUND BALANCE USAGE • FY08/09 Salary Increase $360,073 • Maintain Master Deputy Program $75,725
• External Information Technology Audit recommends
$500,000.00 in Computer Replacements & Upgrades
-
VIRGINIA BEACH SHERIFF’S OFFICE
• FY 2013-14 TRENDS & HIGHLIGHTS
• Since FY 2011, the Compensation Board has reduced our deputy positions by 10 FTEs. • Compensation Board has approved a 3% salary increase for all Constitutional Officers • The Sheriff’s Office will continue to monitor the state budget as the General Assembly
proceeds during their Session.
• Pursue alternate avenues of revenue.
-
Critical Services NOT Funded
Replacement of VBSO Computers $270,882.00 Replacement of Motorola Radio Package $327,000.00
Replacement Equipment in the Correctional Center $113,300.00 Additional Overtime $332,950.00
Replacement Millennium Gas Mask Filters $12,000.00 Replacement of Video Visitation $500,000.00
Replacement of Jail Security System & Main Control $2,900,000.00
Total $4,456,132.00
-
Mission Statement
“Our mission is to provide for the public safety of the citizens of Virginia Beach, through the efficient and professional operations of the Sheriff’s Office as provided for in the Constitution and the Code of Virginia”
-
Police Department
Budget Workshop April 2, 2013
James A. Cervera, Chief of Police
-
Police Department Operating Budget Program Unit FY 12-13
Amended FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Director’s Office $ 1,776,791 16.8 $1,902,211 16.8 $ 125,420 7.1%
False Alarms 67,217 1.75 61,079 1.75 (6,138) (9.1%)
Professional Development and Training
4,269,432 32.72 4,353,335 32.72 83,903 2.0%
Crime Prevention 889,302 8.0 820,037 8.0 (69,265) (7.8%)
Support 4,794,605 59.0 4,856,598 61.0 61,993 1.3%
2
-
Police Department Operating Budget Program Unit FY 12-13
Amended FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Canine 1,640,435 16.0 1,752,552 16.0 112,117 6.8%
Helicopter 1,447,677 8.0 1,085,870 8.0 361,807 (25.0%)
Uniform Patrol 49,444,515 565.23 50,628,513 565.23 1,183,998 2.4%
Red Light Camera 1,293,185 2.4 1,304,601 2.4 11,416 0.9%
Mounted Patrol 1,455,409 16.0 1,462,738 16.0 7,329 0.5%
3
-
Police Department Operating Budget Program Unit FY 12-13
Amended FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Marine Patrol 953,400 10.46 1,019,504 10.46 66,104 7.0%
School Resource Officers
2,604,683 30.0 2,478,019 30.0 (126,664) (4.9%)
Detective Bureau 12,554,837 143.0 12,682,637 142.0 127,800 1.0%
Special Investigations 4,695,018 52.0 4,793,620 52.0 98,602 2.1%
Commercial Extraditions 413,184 0.0 418,184 0.0 5,000 1.2%
4
-
Police Department Operating Budget Program Unit
FY 12-13 Amended
FY 12-13 FTE
FY 13-14 Proposed
FY 13-14 FTE
Change FY 13 Amended to FY 14
Proposed
Animal Control 3,688,622 45.0 3,531,649 46.0 (156,973) (4.3%)
Domestic Violence Grant
75,866 1.0 58,111 1.0 (17,755) (23.4%)
Total $92,064,178 1007.36 $93,209,258 1009.36 $1,145,080 1.2%
5
-
6
$89,607,412 96%
$3,601,846 4%
General Fund Department Revenue
$78,878,010 84.6%
$14,331,248 15.4%
Personnel Operations
Budget by Revenue Source
Budget by Expense Category
FY 2013-14 Budget
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Police Department Significant Issues in FY14 Budget
Addition of 2 part time Veterinary Technician/Assistant positions
Addition of Support Clerk to address increase in Concealed Weapons Permit applications, VCIN/NCIC transactions
False Alarm Reduction program – non-medical panic alarms billing
7
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Police Department FY 2013-14 Trends & Highlights
Why, Why, What, How? Resources are challenged in addressing special events along
with criminal activities, trends and community outreach. Special events and other service demands require increased
use of overtime that has historically been funded through position vacancies.
Central Business District Street Crime/Gang Unit AED Replacements - $150,132
8
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Police Department FY 2013-14 Trends & Highlights
Salary Compression Currently 23% of current police officers have the same
regular annual salary of $40,237 These officers were hired from January 16, 2007 to July
16, 2012 An additional 25 current recruits would join the 180 in July
2013 Compression is continuing to grow between and within
supervisory ranks
9
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Police Related CIP Funded: Special Operations/Forensics/Evidence Complex (current)
Police Fourth Precinct Replacement – Design phase FY16; completion FY18
Integrated Public Safety (IPS) Records Management System –currently in analysis and RFP preparation phase
Data Storage and Management of Evidentiary Files – currently in analysis and RFP preparation phase
Not Funded: Oceanfront Security Camera System
10
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11
Questions?
01-Agriculture Agriculture Department Operating BudgetSlide Number 3AgricultureSlide Number 5AG Department’s Top Goals/StrategiesAg Departments Top Goals/Strategies - Continued
02-Convention Visitor BureauSlide Number 1Convention and Visitors Bureau�FY 2013-14 Budget��Convention and Visitors Bureau Significant IssuesConvention and Visitors Bureau Significant IssuesConvention and Visitors Bureau Significant Issues� Virginia Beach Convention Center��Total Consumed Room Nights�Convention and Visitors Bureau Trends and InitiativesConvention and Visitors Bureau Trends and Initiatives�Community Advocacy, continuedSlide Number 10Convention and Visitors Bureau Trends and InitiativesSlide Number 12Slide Number 13Slide Number 14
03-Economic DevelopmentEconomic DevelopmentEconomic Development Operating BudgetSlide Number 3Slide Number 4Economic Development Significant IssuesEconomic Development�FY 2013-14 Trends & Highlights ��Economic Development�FY 2013-14 Trends & Highlights ��Slide Number 8Critical Services NOT FundedConclusionsSlide Number 11Bio-Medical and HealthCare ConsultantSlide Number 13
04-HousingHousing & Neighborhood PreservationHousing & Neighborhood Preservation Operating BudgetSlide Number 3Slide Number 4Service level 1 includes:Effective and efficient servicesHighlights of Expected ResultsSignificant IssuesFederal Discretionary Funding Trend- 5 years�(FY 13-14 as shown is pre-sequestration)Sequestration – Housing Choice Voucher ProgramCode Enforcement Funding EligibilityHousing System StudyMajor “Your CIP Section Name” Projects FundedPossible Non-General-Fund Housing Resource Center Funding OptionsContracting Out Homeowner Rehabilitation FinancingCritical Services NOT FundedAdministrative Benefits of a HITFCritical Services Not Funded: �2: Funding Reductions to Non-ProfitsConclusions – and Thank You
05a-SGA Org Chart05-SGAStrategic Growth AreaStrategic Growth Area Operating BudgetSlide Number 3Strategic Growth Area �Significant IssuesStrategic Growth AreaStrategic Growth AreaCapital Improvement Program FY 2014-FY 2019Economic and Tourism�FY 2014 CIP Funding�Economic and Tourism �FY 2014 CIP Expenditures Economic and Tourism �CIP Program HighlightsEconomic and Tourism Development CIP�New ProjectsEconomic and Tourism Development CIP�Ongoing Projects FundedEconomic and Tourism Development CIP�Projects Not FundedEconomic and Tourism Development CIP Summary
06-Commonwealth AttorneyOffice of the Commonwealth’s AttorneyOffice of the Commonwealth’s Attorney Operating BudgetSlide Number 3Office of the Commonwealth’s Attorney Significant IssuesOffice of the Commonwealth’s Attorney Significant Issues (continued)Office of the Commonwealth’s Attorney�FY 2013-14 Trends & Highlights�Conclusions
07-ECCSEmergency Communications & Citizen ServicesECCS Operating BudgetSlide Number 3ECCS Significant IssuesECCSCritical Services NOT FundedMajor ECCS Projects FundedConclusions
08-EMSEmergency Medical Services“Emergency Medical ServicesSlide Number 3Slide Number 4��Emergency Medical Services��FY 2013-14 Trends & Highlights�Emergency Medical ServicesCritical Services NOT FundedSummary
09-FireFire“Fire” Operating BudgetSlide Number 3“Fire” Significant Issues“Fire”Critical Services NOT FundedMajor “Safe Community - Fire” Projects FundedConclusions
10-PolicePolice DepartmentPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetSlide Number 6Police Department Significant Issues in FY14 BudgetPolice DepartmentPolice DepartmentPolice Related CIPQuestions?
11-SheriffVirginia Beach Sheriffs OfficeSlide Number 2Slide Number 3Virginia Beach Sheriff’s Office-Operating Budget�REVENUES�Virginia Beach Sheriff’s Office ComparisonsVIRGINIA BEACH SHERIFF’S OFFICE SIGNIFICANT ISSUESVIRGINIA BEACH SHERIFF’S OFFICECritical Services NOT FundedMission Statement�
safe cmty.pdf01-Clerk of Circuit CourtVa. Beach Clerk of the Circuit Court“Va. Beach Circuit Court Clerk’s Office ” �Operating BudgetSlide Number 3FY 2013-14 Organizational Structure
02-Commonwealth AttorneyOffice of the Commonwealth’s AttorneyOffice of the Commonwealth’s Attorney Operating BudgetSlide Number 3Office of the Commonwealth’s Attorney Significant IssuesOffice of the Commonwealth’s Attorney Significant Issues (continued)Office of the Commonwealth’s Attorney�FY 2013-14 Trends & Highlights�Conclusions
03-ECCSEmergency Communications & Citizen ServicesECCS Operating BudgetSlide Number 3ECCS Significant IssuesECCSCritical Services NOT FundedMajor ECCS Projects FundedConclusions
04-EMSEmergency Medical ServicesEmergency Medical ServicesSlide Number 3Slide Number 4��Emergency Medical Services��FY 2013-14 Trends & Highlights�Emergency Medical ServicesCritical Services NOT FundedSummary
05-FireFire“Fire” Operating BudgetSlide Number 3“Fire” Significant Issues“Fire”Critical Services NOT FundedMajor “Safe Community - Fire” Projects FundedConclusions
06-SheriffVirginia Beach Sheriffs OfficeSlide Number 2Slide Number 3Virginia Beach Sheriff’s Office-Operating Budget�REVENUES�Virginia Beach Sheriff’s Office ComparisonsVIRGINIA BEACH SHERIFF’S OFFICE SIGNIFICANT ISSUESVIRGINIA BEACH SHERIFF’S OFFICECritical Services NOT FundedMission Statement�
07-PolicePolice DepartmentPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetPolice Department Operating BudgetSlide Number 6Police Department Significant Issues in FY14 BudgetPolice DepartmentPolice DepartmentPolice Related CIPQuestions?