Proposed FY 2014 Budget. Melissa S. Peacor County Executive February 12, 2013

Transcription

1 Proposed FY 2014 Budget Melissa S. Peacor County Executive February 12, 2013

2 Prince William County is a Community of Choice 2

3 Strategic Vision Statement Prince William County is a community of choice with a strong, diverse economic base, where individuals and families choose to live and work and businesses choose to locate. 3

4 Strategic Plan Community of Choice with a strong, diverse economic base - relieves burden on residential taxpayers and brings high-paying jobs so people can live and work in the County What makes PWC a community of choice for people and businesses Ease of transportation - roads and transit Quality schools Safe community - police, fire, judicial and human services Quality of life - parks, historic, cultural attractions Competitive tax burden 4

5 How Do We Know if PWC is Community of Choice? People and businesses want to be here Population has grown by 48% from 2000 to 2012 Families choosing PWC - 2,500 more students annually Businesses are choosing PWC At-place employment grew by 45% since 2000 and 9% during recession ( ) Targeted employment high paying jobs grew even more - 61% since 2000, 15% during recession Source: Virginia Employment Commission 5

6 How Do We Know if PWC is Community of Choice? People and businesses want to be here - success in attracting targeted jobs is evident in wage growth in the County Wages have grown in Prince William by 50% from and 10.2% from during the recession Biggest wage growth of jobs in PWC includes targeted industries: Finance/Insurance up 28% Manufacturing up 28% Company Management up 23% Real Estate up 22% Information up 19% Median household income grew by 9% from Source: Virginia Employment Commission 6

7 How Do We Know if PWC is Community of Choice? PWC ranked as one of 100 best places in the nation for youth for third year in a row 93% of citizens say quality of life meets their expectations 90% say County services meet expectations 85% say they trust the government to do the right thing up from 63% two years ago 90% believe County services are effective and efficient 7

8 How Do We Know if PWC is Community of Choice? Strong Financial/Program Management Lowest tax bills in Northern Virginia Lowest tax burden in Northern Virginia Budget grew just 6.6% from FY less than 1% per year FTE count grew an average of 0.6% per year from FY Total FTE including Public Safety FTE Eliminated FTE in Community Development, Human Services and General Government 8

9 How Do We Know if PWC is Community of Choice? Strong Financial/Program Management Three AAA bond ratings that have saved the County $32M GFOA rated County five year budget practice as one that should be adopted by all local governments nationwide Unqualified external audit Ranked as low fiscal stress by Virginia Commission on Local Government One of only 21 localities ranked low fiscal stress out of 134 Based on revenue capacity/income 9

10 How Do We Know if PWC is Community of Choice? Is there more work to do? Absolutely What we are hearing from citizens and businesses Congestion and getting around still an issue - need more road improvements Transit is at capacity Need more Police and Fire coverage as population grows County class size is at maximum Need to build more schools for the growing student population (2,500 per year) - don t want to go back to trailers Need to serve residents most at-risk Parks, recreation, and cultural programs and facilities are needed to meet demand 10

11 The Budget is a Balancing Act Citizen demand for increased programs and services Citizen willingness to pay for increased services 11

12 Prince William County Continues to Have the Lowest Tax Burden in Northern Virginia Prince William and Loudoun Counties Are FY 14 Proposed Tax Rate/2011 Med. Household Income; Alexandria, Arlington and Fairfax Are FY 13 Adopted Avg. Tax Bills/2011 Med. Household Incomes 12

13 County Tax Burden Has Remained Low Since FY

14 Prince William County Has Fewer FTEs 14

15 FY 2014 Proposed Budget Summary 15

16 FY 2014 Budget Objectives/Guidance Current BOCS Policies guide the Proposed Budget Adopted Strategic Plan Strategic priorities Economic Development, Public Safety, Schools and Transportation Five year plan adopted April 2012 County/School Revenue Agreement BOCS Principles of Sound Financial Management Debt limits Use one time money only for one time expenses Use agency savings to support following year s budget Revenue Stabilization Fund maintained No automatic replacement of state and federal cuts Implement adopted FY 14 BOCS budget guidance at 4% residential tax bill growth 16

17 FY 2014 Proposed Budget Funds all initiatives in the April 2012 adopted five year budget and FY CIP as planned - central district police station, roads, parks, libraries Funds the must do increases in fuel, electricity, leases, contracts Funds employee compensation as adopted by BOCS Public Safety Investments Adds ten Police officers for staffing plan Adds 15 additional officers to the Middle School Resource Officers to address school safety Funds one western end 24-hr ALS unit with EMS fee and one eastern end 24-hr ladder truck through fire levy Funds community corrections needs assessment for jail expansion 17

18 FY 2014 Proposed Budget Community Development Investments Upgrades field maintenance at all County middle schools to Parks & Recreation game field standards - 70 fields Sets aside money to address issues at Lake Jackson Dam Human Services Investments Provides additional staffing to meet standards in Child Protective Services and Adult Protective Services Addresses DOJ/VA settlement by adding case workers for the intellectually disabled population General Government Investments Funds the County s Technology Improvement Plan (TIP) Funds additional staff in Registrar and starts funding replacement of voting machines 18

19 Proposed FY Five Year Plan Proposed in FY Continue progress on capital projects Continue funding employee compensation program FY 15 Add second Countywide Police Tactical Training and Response Team to supplement police operations and provide specialized training for high risk situations Upgrade elementary school fields to Parks & Recreation practice field standard - 92 fields Add 17 Fire & Rescue staff for new Bacon Race station FY Increase Police staffing plan from 10 to 15/year Implement Fire & Rescue staffing plan at 27/year 19

20 What do the FY 2014 Proposed Budget & FY Five Year Plan Cost? Following BOCS adopted guidance Tax rate drops to $ % average residential tax bill growth 20% budget growth over five years or 5% per year However, Enough money is left on the bottom line in each year of the five year plan at the discretion of the Board to Afford proposed budget at $1.189 tax rate 3% average residential tax bill 11.3% budget growth over five years or 2.3% per year or Keep tax bill increase at 4% as adopted and have capacity to fund additional unmet needs 20

21 Revenues 21

22 Local Economy Continues to Improve Prince William is recovering well from the recession, consumer confidence is up, household incomes are up and that is reflected in housing and commercial values and in sales and personal property tax revenues Projected Proposed Residential values up 3.0% up 4.7% Commercial values up 3.0% up 5.0% Apartments up 5.0% up 12.6% Sales tax revenue up 2.5% up 4.5% Personal property revenue up 3.9% up 7.7% 22

23 FY 2014 County Government Funding Sources (Excludes School Share of General Revenue) General Fund $497,628,554 23

24 Expenditure Savings 24

25 Total Savings Identified for FY 2014 One time five year plan savings $6,265,058 E-911 revenue $5,715,058 No additional Development Services general fund support in FY 14 $550,000 Ongoing savings $10,661,971 Salary attrition savings $4,400,000 Maximize recordation tax offset $2,820,194 Base budget reductions $1,606,738 No Health Care Reform costs $1,500,000 Agency efficiencies $335,039 25

26 Base Budget Reductions/Efficiencies Increase agency revenue budgets $784,965 Leverage state/federal funds $97,002 Eliminate redundancies $57,272 Fees/levies/cost recovery $361,772 Base budget cuts $305,727 Provide more efficient service $242,165 Technology savings $112,874 26

27 FY Cumulative Base Reductions 27

28 Recommended Expenditures - Capital and Operating 28

29 Public Safety Investments 29

30 Police Department - Operating Staffing Plan for population growth $1,592,319 Adds 10 officers in FY14-15 Adds 15 officers in FY No civilians are added in five year budget plan Staffing plan still less than 25 officers per year funded prior to recession School Resource Officers (SRO) $2,495,186 Adds 15 officers in FY 14 One officer for every middle school Full implementation December 2015 Tactical Training Response Unit (TTRU) $2,860,964 Adds 14 officers in FY 15 Only one TTRU now Countywide Full implementation March

31 Police Operating Growth FY Total police officers proposed FY 14 = 25 FY 15 = 24 FY = 45 (15 officers per year) Total FTEs in five year plan = 94 Total sworn officers by FY 18 =

32 Police Capital Projects Approved Project - Central District Police Station Occupancy in September 2016 Patrol services, criminal investigative functions, special operations Increase police visibility and maintain response times in the mid-county area Dale City Lake Ridge Independent Hill Lake Jackson Davis Ford Road corridor Alleviate overcrowding at the Gar-Field station Rifle Range at Public Safety Training Center (PSTC) In discussion with FBI to see if partnership is cost effective County funding available from driver training track - $1.6M 32

33 Police Districts 33

34 Fire Service - Three Funding Sources 34

35 Fire & Rescue Operating - Fire Levy Support Upgrade Daytime Ladder Truck to 24-HR $1.3M Adds 12 career staff Ladder trucks are part of dispatch complement to ensure an effective firefighting force is on the scene New staffing complement will primarily support eastern PWC with existing truck Western end/gainesville has a 24-hr heavy rescue; Stonewall, Dale City and OWL ladder trucks have daytime career staffing This new staffing complement will provide 24-hr coverage Replace Two Ambulances $500K 35

36 Current Response Time with Existing Truck Coverage - Eastern County Current 8 minute response time varies from 13% to 72% 36

37 Expected Response Time with Added Truck Coverage - Eastern County Drastic improvement in 8 minute response time expected with 12 new FTE 37

38 Fire & Rescue Operating - EMS Fee Support Add New 24-HR ALS Medic Unit $650K ALS provides acute critical cardiac care Currently county has hr ALS units EMS revenue funds new unit in western PWC Adds 12 career staff Medic unit response times will improve Add EMS Billing Manager $91K Maximize revenue collection - will collect more than cost of position 38

39 Current Response Time with Existing ALS Coverage - North & East of Manassas ALS coverage north and east of Manassas primarily being covered by other jurisdictions 39

40 Expanded ALS Coverage Anticipated with New ALS Transport - North & East of Manassas Expanded ALS coverage north and east of Manassas expected with new ALS transport 40

41 Fire & Rescue Capital - Fire Levy Support Bacon Race Station Opens FY 16 Intersection of PW Parkway and Davis Ford Road $11.5M General fund will support staffing for career engine and 24-hr medic unit Renovations/Reconstructions Coles - $11.0M Gainesville - $4.4M Nokesville - $9.5M $24.9M 41

42 Adult Detention Center - Capital Jail Board presentation to BOCS on 1/15/13 stated need to construct next 200 bed expansion within next five years Current modular jail repairs extend building life ten years with no growth capacity new beds needed every year to accommodate growth In five years bed deficit is Total cost of 200 bed expansion (with no state support) Annual debt costs Annual operating costs NET ANNUAL COST $8.0M $8.5M $16.5M Recommend funding Community Corrections Study in FY 14 needed to move forward on expansion/obtain state support - $150K 42

43 Public Safety Issues Not Addressed Staffing plans not restored to pre-recession levels Civilians in police and fire staffing plans Animal shelter Training academy expansion Jail expansion Courthouse security system New fire stations 43

44 Community Development Investments 44

45 Parks & Recreation Operating Revise cooperative agreement with schools - Parks will be responsible for maintenance of all MS & ES fields Upgrade middle school field maintenance FY 14 $513,087 Will serve up to 192 more teams and 2,880 additional participants Upgrade elementary school field maintenance FY 15 $366,287 Will serve up to 184 more teams and 2,760 additional participants 45

46 Parks & Recreation Operating New Park - Orchard Bridge $50,854 Built by developer via proffer in Brentsville; 33 acres total Addition of four fields for most league and tournament play will provide capacity for youth sports in an underserved area of the County Must add operating expenses to Parks budget 46

47 Parks & Recreation Capital Fuller Heights Park Phase I 2006 park bond project Project out to bid; bids due February 28 Fields ready for play FY 15 Catharpin Park Phase II Construction scheduled FY 16 Fields ready for play FY 17 Rollins Ford Park Proffers fund construction Construction underway (in conjunction with road project) Two fields ready for play FY 15 Occoquan Riverfront Park Town of Occoquan will cover operating costs Trail Development Potomac Heritage National Scenic Trail $4.5M $4.2M $3.8M $1.5M $4.9M 47

48 Library Capital & Operating Montclair and Gainesville Libraries $29M 2006 bond projects Construction scheduled for FY 14 Both libraries open in September 2015 Add One Librarian I Position/half year $27,980 Begin material selection for Montclair and Gainesville Libraries - need 55K new items when open Future staffing included in five year plan FY 15 - adds new library FTEs FY 16 - adds new library FTEs 48

49 Public Works Operating Buildings & Grounds $658,970 Capital maintenance Cyclic maintenance and replacement Upgraded maintenance to homeless shelters Additional funding for cyclic maintenance costs will properly maintain and improve County facilities Potential maintenance projects Retaining wall and water line at Locust Shade Park Resurfacing and security enhancements for visitor parking lot at the McCoart Building Equipment replacement, for example backup generators 49

50 Transportation Capital 2006 Road Bond Projects $142.5M Existing contract for construction Prince William Parkway (Old Bridge to Minnieville) Rollins Ford Road (Vint Hill to Songsparrow) Route 1 Improvements (Neabsco Mills to Featherstone) Route 28 (Linton Hall to Fitzwater) Not currently under contract Minnieville Road (Spriggs to Route 234) Other Roadway Improvements Fuller Road/Fuller Heights Road Intersection Improvements Hornbaker Road Logmill Road (Parnell to Meander Creek) Telegraph Road Commuter Parking Lot/Road Improvements Transportation and Roadway Improvement Program University Boulevard (PWC Parkway to Sudley Manor Drive) $60.5M 50

51 Community Development Issues Not Addressed Potential next Road Bond Potential next Park Bond Upgrades at existing park fields - irrigation and lights 51

52 Community Development Fee Support 52

53 Development Fee 3.5% Increase Development agencies: Public Works, Development Services, Transportation and Planning Adjustment to Land and Building Development Fee This increase includes 3.5% across the board fee increase and a 12% increase that will only be applied to commercial fees on the Building Development fee schedule for project management Adds ability for customers to use credit/debit cards Add Three Project Managers $276,884 Proactive project management services to 75% of all commercial building development projects Maintains expected service levels Vetted with commercial development community 53

54 Landfill Capital - Solid Waste Fee New Project - Landfill Sports Field Redevelopment $1.2M Additional multi-purpose field for use by sports teams Other ongoing projects $35.3M Eco Park Complex Household Hazardous & Electronics Waste Facility Scheduled for completion in FY 14 Landfill Caps and Liners Landfill Wetland Mitigation Recycling Building Expansion Scheduled for completion in FY 14 54

55 Stormwater Fee 3% Increase Meets minimum mandated state/federal Municipal Separate Storm Sewer System (MS4), Total Maximum Daily Load (TMDL), Virginia Stormwater Management Program (VSMP) requirements - Chesapeake Bay Addresses increasing/aging Stormwater Management (SWM) infrastructure Increased need for drainage systems inspections Increased number of County and Private SWM facilities Increased drainage maintenance complaints New Rate for a Single Family Home FY 13: $36.10 FY 14: $

56 Stormwater Capital County Watersheds $10.1M Broad Run, Bull Run, Cedar Run, Marumsco Creek, Neabsco Creek, Occoquan River, Powells Creek, Quantico Creek Flat Branch Flood Control $1.1M Lake Jackson Dam $900K 56

57 Conventions & Visitors Bureau (CVB) Transient Occupancy Tax (TOT) Support TOT revenues are projected to increase by 12.32% Additional $231K will support: Increase base operating budget $70K Adds one administrative position Operations fully staffed Use remaining $161K to establish the Tourism Opportunity Fund for marketing opportunities Visitation at attractions and historic sites FY 12 Actual: 3.1M FY 14 Base: 3.2M Tourist Information Center Visitors FY 12 Actual: 28,631 FY 14 Base: 29,775 57

58 Human Services Investments 58

59 Community Services Operating Adds Five FTE to Intellectual Disability (ID) Case Management Services $161,873 Supports DOJ settlement with state State required to provide community based services to current institutionalized residents AND the existing statewide ID population Services to be delivered via Community Service Boards per code Localities must provide case management services by drawing down Medicaid federal funding Ongoing cost drops to $83K per year thereafter Five new staff will provide case management services to 82 new intellectually disabled clients 59

60 Social Services Operating Add Two Child Protective Service Investigators $115,806 State law mandates that localities complete all child abuse or neglect investigations within 45 days Investigation completion will drop from 60 to 45 days The rate of repeat cases will be reduced by 10% Partially offset by state revenue 60

61 Social Services Operating Add Two Adult Protective Service Investigators $115,700 Elder population is growing in PWC Caseloads will be reduced Investigation time will drop from 5 weeks to 2.5 weeks Partially offset by state revenue 61

62 Human Services Issues Not Addressed Services for seriously mentally ill APS and CPS future staffing to address growing population Homeless services to meet growing homeless population Upgrades to senior centers for growing population 62

63 General Government Investments 63

64 General Registrar Capital Voting Equipment Replacement $500K Existing equipment is 12+ years old Must be replaced before November 2016 Replaces 1/3 of County s current touchscreen voting equipment with optical scanners $500K per year in FY Election & Asset Mgmt Software $132K Replaces manual and computer database software for keeping track of voting equipment, electronic poll books, voting supplies and maintenance of equipment 64

65 General Registrar Operating Add Two Senior Assistant Registrars $102,024 Addresses increases in voter transactions, anticipated election turnout and absentee voting requests over the past 14 years Election Officers Funding $30K Address increases in number and cost of election officers as a result of increased voter participation and growth in the number of precincts 65

66 Information Technology Capital Technology Improvement Plan (TIP) $15.1M Improvements to Police & Fire Records Management, Social Services Information Management, Geographic Information and Financial Management Systems Partially funded by $5.5M in agency savings 66

67 General Government - Issues Not Addressed Administrative staffing as size of organization and population grows Staffing to address internal control issues regarding separation of duties Supervisory span of control Additional registrar staffing in future years to handle growing population 67

68 Employee Compensation 68

69 Proposed Pay Schedule FY Maintain alternating pay for performance with pay plan adjustments Addresses both external competitiveness and internal compression Retains integrity of pay for performance system Provides biennial pay plan adjustment to remain competitive with local jurisdictions 69

70 Budget Must Do Items 70

71 Public Safety Must Do Items Adult Detention Center Address growing population and ongoing expenses Food budget Health services Facility maintenance Workers compensation, self-insurance premiums CAD System Maintenance Increase Clerk of the Court One time cost to redesign and reconstruct space 71

72 Community Development Must Do Items Streetlight electricity (existing lights) Freedom Aquatic & Fitness Center Resume full debt service contribution; debt obligation ends 2018; $600K saved FY Trail maintenance operating (new segments) Parks fuel, utility, chemical increases Public Works/Fleet (vehicle replacements) Public Works/Property Mgmt (records center) 72

73 Human Services Must Do Items Aging Increased funds, per the interjurisdictional agreement, for Birmingham Green to provide housing to County s most vulnerable adults 73

74 General Government Must Do Items Finance - Arc Flash Hazard Analysis One time cost; to implement OSHA workplace safety regulations Finance - Inventory Contract Scope has increased to include parks and volunteer fire stations Information Technology Operating maintenance costs for system upgrades Information Technology Increased contractual costs 74

75 Outstanding Issues General Assembly Session Cost of Competing - $6M loss of revenue for Schools Medicaid expansion Mandates - tax exemptions Federal Budget - Sequestration Housing & Community Development Education 75

76 Summary 76

77 FY 2014 Residential Tax Bill - $3,449* 77

78 Cost Per Capita - General Fund Budget is Less Than 1992 Note: FY 14 Proposed; All Others Adopted 78

79 Proposed Five Year Plan 79

80 Budget Work Sessions March 5 - afternoon Board of Social Services Community Services Board Police Fire & Rescue April 2 - evening Schools March 12 - afternoon Development Services Parks & Recreation March 12 - evening PRTC/VRE Library Board 80

81 Budget Calendar and Next Steps February 12 Revenue Forecast Proposed FY 2014 Budget 3%/2%/1% Options February 16 Community Budget Meeting February 19 Authorize Tax Rate February 20 CIP to Planning Commission March 5 Budget Work Sessions March 12 Budget Work Sessions April 2 Schools April 9 2:00 pm Budget Recap 7:30 pm Budget Public Hearing April 16 Budget Markup April 23 Budget Adoption 81