FISCAL YEAR 2020

TOWN OF
WARRENTON
BUDGET RETREAT
Today's Overview KEY TOPICS
•Schedule
•Economic and Demographic Trends
•Recap of Strategic Retreat Priorities
•Department Update
•Budget Highlights
•Trends
•Staffing Request
•CIP Highlights
•Stormwater Management Fee
Adoption Schedule
Thursday April 4 ,
th 6:00 p.m. Initial Budget Presentation

Monday April 15 ,
th 6:00 p.m. Budget Work Session

Tuesday April 30 ,
th 6:00 p.m. Budget Work Session

Tuesday May 14 ,
th 7:00 p.m. Budget Public Hearing

 Monday May 20 ,
th 6:00 p.m. Budget Work Session

Tuesday June 11 ,
th 7:00 p.m. Budget Adoption
Boundary Adjustment
Priority #1

Plays an important role in influencing the economic growth,

environmental protection, quality of life, and our municipal fiscal
well-being.

Two key areas, “the Panhandle” and an area out Meetze Road
including Lord Fairfax Community College.

The extension of services outside Town boundaries was highlighted

by Councilman Carter, and followed up by Councilman Wood,
pointing out this has been a discussion for over 20 years with no
decision. Councilmen Polster and Kravetz reinforced a need for clear
negotiations and a clear benefit to Town, the County, and businesses.
Branding-
Who, What, Where
Priority #2
Place branding is a growing area for jurisdictions. If we
don’t tell our story, someone will tell it for us.

Branding is the first step in place making and marketing

our Town. This is because branding includes a strategic
vision built on the Town’s unique strengths and
characteristics.

The development of a strategic vision can be a long

complex process as it is often difficult to get consensus.
.
Recreation-
Quality of Life Activities
Priority #3

A key factor in overall quality of life is recognized by the

Council are opportunities for additional quality recreation.
With limited resources there is also a need to work in a
collaborative effort with the private and non-profit sectors.

Quality of life is difficult to measure; however, studies prove

recreational activities are an important factor for long term
economic sustainability. We are uniquely positioned in the
metropolitan region to take advantage of the proximity to
D.C., as well as the natural amenities of rivers, mountains, and
multiple National Parks.
Historic District-
Boundaries, Gateways
Priority #4

An economic driver in tax revenue per acre, the long term protection
of the district ensures the uniqueness of the Town and provides
opportunity for identity and quality of life.

Recognizing needs and the commitment to the quality of life, Council

funded a position to start mid-year that will serve as a devoted
historic preservation planner to the Town.

Community Development did work to obtain a state grant this year to

work to start the process to update the period of significance.
Housing-
Inventory Affordable
Priority #5

Allocate resources efforts to affordable

housing. The first steps in this process
was to begin to understand the data so
there can be actionable items.
Warrenton, VA
Almost exclusively Single Family (SF)
units. Residential development mostly AMI $67,553
infill around Old Town with new So 30% AMI= $20,265 ($1688.00)
residential construction slowing And 60% AMI=$40,531
considerably since the end of the last Or 120% AMI=$81,063
recession.
Average House Value Est. Payment:
$1,434
Economic Trends
Growth Trends
Growth Trends
Demographic Trends
Economic Digital Business
Development Branding Guide
DigitalAudit Rewrite of old guide
Messaging Modern Look
Land Development
Branding Digital Version
Assistance

Business Start Up Process

Business Small Business
Market Data and Research
Matrix Grants
Site Selection Assistance Zoning District List Existing and New
Easy to read Committee Members
Cross Reference
Finance and Policy Budget & External
Development Audit
Human  Drafts on multiple new
 Both required by Code of
Virginia
Resources policies
 Revisit / update existing
 Time intensive (Budget: Jan
– Jun; Audit: May – Oct)
Budget policies
Analysis of new accounting
Accounting & standards

Financial Reporting Human Resources

Human Resources  New HR Manager (thank you!)
 Employee Handbook
Purchasing update
 Employee committee to
Taxation review health insurance
Treasury  Online open enrollment
Technology
 Current software installed
in 1996
 Options presented by IBM
could prove less costly
 Will be researching
options this year
Community Comprehensive Technology
Development Plan Permit Tracking Software
Digitizing Records
Steering Committee Outward facing tools
Planning Background Report GIS Coordination
Kick Off Meeting Over the Counter Permits
Zoning Citizens Meetings Mobile Field Devices

Inspections- building,
fire, and some utility. Broadview Zoning
Code Compliance Ave. Ordinance
Coordination with VDOT Article 6, Done
Environmental CIM, Business Meetings Article 4, before PC
Consultant Technical Parking, Landscaping
GIS-some Land Disturbance Process
Public Works Transportation MS4 & SWM
DEQ Permit
Broadview Avenue
Administration Traffic Signal Interconnect, TMDL Action Plan
Lee Hwy Staff Re-structuring
Streets/Sidewalks VDOT Revenue Share with CD
Primary Road Funding Maint. Activity
Refuse/Recycling (sweeping , inlets)
CIP projects
Public Bldgs/Prop
Services Public Facilities
Cemetery
Trash -Recycling PD Solar Conversion
Motor Pool Clean Streets,, Public areas Space Needs Eval, Shop, TH,
Paving & SW Repairs rental space
Parking Lot s A & H repaving
MS4 Stormwater Brush; daily
and lighting
Misc Collections
Antique Lighting 3rd & Franklin
Capital Projects Special Event Support
Streets
Utility Regulatory Sustained Water
Department Compliance Quality
Tank Mixing & aeration
VDH 5 Year Maint Contr

Function/Division
DEQ Sampling & Monitor
EPA WTP Carbon Replacement

Meter Reading - Billing

Transmission&
Distribution
Water Production Treatment Plant
Infrastructure
Sewage Treatment
I&I Rehab
W. Lakes Loop
Improvements
Rady Park PS Replacement WWTP MBBR $8,490,000
Cedar Run Pump replacement WTP Chemical Bldg $1,900,000
Administration Rady Park PS Replacement $900k
Police Recruitment Retention
Department Needs/Targeting
Recruiting Program
Educate applicants
Rewards/Perks/Pay
Operations Bureau Employee Involvement Employee Recognition
Diversity Advancement
Patrol
Streamline Hiring Communication
Special Services
Support Services Bureau
Property/Evidence
Accreditation Development
Investigations Self-assessment Training
Admin. Support Planning and prep. Rank specific plans
Mock assessments Mentoring
Office of the Chief Succession planning
On-site assessment:
Admin./Records Oct. ‘19 Cross-training
Parks and CIP Projects Employee
Recreation Rady Park Playground Wellness
Pickleball Courts Kick off 2/1
WARF trail completion Monthly updates
WARF
Monthly updates On going project
Parks Complete by 6/30 HEAL All Stars

Trails
Timber Fence Community Wellness
Community Health Kick off 6/1
Trail Reports to CHPR and
Special Events VDOT kickoff meeting Council
2/26 Activities throughout
Employee Wellness Monthly updates summer
Completion 2020
Budget
Introduction
 FY2020 Budget Overview
FY2019 FY2020
Budget Proposed
General Fund $15,669,538 $16,208,736
Capital Improvements
Program (General Fund) $2,883,162 $2,750,350
Water and Sewer Operating $5,769,706 $5,935,751
Water and Sewer Capital $12,451,412 $2,111,500
TOTAL $36,773,818 $27,006,337
 Comparatives
TY 2018 Tax Rate Average Residential Tax Bill

Warrenton $ 0.050 $ 153

Culpeper $ 0.100 $ 195
Leesburg $ 0.184 $ 691
Purcellville $ 0.250 $ 926

Vienna $ 0.225 $ 1,637

Forecasting
 FY19 Mid-Year Review:
W&S Operating Fund Expenses
FY19 Expense Total -Adopted $5,769,706
Spent as of 1/31/19 – 49% $2,833,070
$6,000,000

No significant variances W&S Fund Oper. Expenses

No use of Reserves
$5,000,000

$4,000,000

$3,000,000 Amended Budget

Spent 12/31

$2,000,000

$1,000,000

$0
FY16 FY17 FY18 26
 GF Revenue Forecast: RE & PP Tax

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
 GF Revenue Forecast: Sales Tax

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
 GF Revenue Forecast: Meals Tax

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
GF Revenue Forecast: Lodging Tax

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021
 GF Revenue Forecast: BPOL

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
 BPOL Categorical Trends
BPOL Categorical Trends

60%

51.92% 53.04%
51.72%
50%

40% Retail Merchants, Amusements (10¢)

Business, Personal, Repair Svcs. (18.7¢)
Profess., RE, Finance Svcs. (29.75¢)
30%
Builders, Developers, Contractors (8.5¢)
22.33%

21.52%

21.09%
21.32%
20.99%

Wholesale Merchants (4.25¢)

19.97%
20% Other (various flat rates)

10%

3.83%
3.30%
2.88%

2.06%

1.98%
1.81%

0%
2015 2016 2017

32
GF Revenue Forecast: Permits & Fees

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
33
GF Revenue Forecast: Parks & Recreation Revenues

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
W&S Fund Revenue Forecast: Consumption Charges

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
W&S Fund Revenue Forecast: Availability Fees

2103 2014 2015 2016 2017 2018P 2018A 2019 2020 2021 2022
Budget Drivers
 Fund Balance
General Fund Unassigned Fund Balance
Unassigned Fund Balance, June 3, 2018 10,894,756

Less: Policy Reserve (50% of Adopted Operating Budget) -6,799,797

Historic District Survey Grant - Local Match -24,000
FY18 Carryover appropriation -398,127
Projected Use of Fund Balance - FY19 -1,542,923
Available Unassigned Fund Balance 2,129,909
 FY20 Key GF Expenditure Increases

Cost of Merit-Based Pay Increases (avg. of 3%) $188,567

Cost of 15% Health Insurance Increase $101,028

39
Staffing
Request
Overview of New Positions Requested
 Staffing Request
Position Request Budget Impact

Building Maintenance Worker–Part Time $15,000

Wastewater Plant Maintenance Worker–Full Time $65,000

Water Plant Operator $45,471

WARF Facilities Manager $45,000

PR Membership/Grants Coordinator–Upgrade to FT $37,000

PD IT Administrator–Part Time $50,000

Finance Procurement Officer $60,000
Council
Strategic
Building Maintenance
Priority Worker
Not aligned New Position Request
Part Time Position
at this time, Funding Level $15,000
but more Not Previously Requested
closely ties Assist with added building maintenance responsibilities as this current
full time person is also responsible for overall traffic signal
to required maintenance.
staffing. Mentioned in Staff Study: No
State/Federal Mandates: Traffic Signal Liability, Safe Work
Environment
Council
Strategic
Wastewater Plant
Priority Maintenance Worker
Not aligned New Position Request
Full Time with Part Time consideration
at this time, Funding Level $65,000
but more Not Previously Requested
closely ties Overall maintenance of the plant and lift stations, assist with water
treatment and well maintenance, complex machine and electronic
to components.
succession Mentioned in Staff Study: No

planning. State/Federal Mandates: DEQ Penalties possible

Council
Strategic
Water Treatment
Priority Plant Operator
Not aligned New Position Request
Full Time, Part Time has been attempted and is not working
at this time, Funding Level $45,000
but more Not Previously Requested
closely ties Allow for complete coverage during staffing absences for leave and
required training.
to mandates. Mentioned in Staff Study: No
State/Federal Mandates: State of VA Waterworks, Article 2
Council
Strategic
Membership and
Priority Grants Coordinator
Position Currently Funded as Part Time request is to fund to
Quality of full time
Life – Current Cost to upgrade to full time with benefits $14,380
Funding Level $22,620
Recreation
Total $37,000
Opportunities
Requested in 2017, 2018, 2019
increased. Duties include training a supervising front desk, recruitment of
corporate members, group sales, statistical records, assist with
grants.
Staff Study Statement: Not mentioned
State Mandated: No
Membership
has remained
consistent.
While there is
no new growth
in membership
they have also
retained the
approximate
membership
numbers over
the last
decade.
Council
Strategic
WARF Facilities
Priority Manager
Quality of New Position Request
Life – Funding Level $45,000
Recreation Not Previously Requested
Duties include relieve pressure on Director to meet needs
Opportunities
of community recreation planning and master planning.
increased. Mentioned in Staff Study: No
State/Federal Mandates: No
Council
Strategic
Police Department IT
Priority Manager
Not aligned New Position Request
Part Time Position
at this time, Funding Level $50,000
but more 2018, 2019 Previously Requested
closely ties New equipment and software with increasing complexity. Systems are
co-reliant with specialized training and certifications.
to required Mentioned in Staff Study: Yes
staffing. State/Federal Mandates: Many
Council
Strategic
Finance Procurement
Priority Officer
New Position Request
Not aligned Full Time Position
at this time, Funding Level $60,000

but more The additional requirements associated with increased capital

spending along with the reporting requirements of grants is generating
closely ties the need for the position. The Timber Fence Parkway Grant is a
Federal Grant which triggers additional procurement and audit
to required procedures. Absent this position if an error is made, we could find
staffing. ourselves unable to apply for other federal grants.
Mentioned in Staff Study: No
State/Federal Mandates: Many
Capital
Improvement
Plan Highlights
 Changes in Fund Balances of Governmental Funds
16000000

14000000

12000000

10000000

8000000 Revenue
Expenditures

6000000

4000000

2000000

0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
 Capital Improvements
3,500,000

3,000,000

2,500,000

2,000,000

Budget
Actual
1,500,000

1,000,000

500,000

0
2015 2016 2017 2018 2019
Next Steps
 Balancing the General Fund Budget
Possible Sources for Increased Revenue – Rate Increases:

Meals Tax (4¢): each ½¢ = $344,000

Real Estate Tax (5¢): each 1¢ = $170,000
Cigarette Tax (20¢): +5¢/pack = $20,000
Stormwater Fees: $??
WARF Rates: 5% Increase = $60,000
 Projected Warrenton Stormwater Costs
$1,000
Thousands

$900
$800
$700
Dollars (1,000)

$600
$500
$400
$300
$200
$100
$-
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Year

Town Of Warrenton
User Fee Review
Stormwater
What Type of Revenue?
 Maintaining EPA/DEQ compliance Fee
 Working to improve drainage infrastructure Tax
Level of service?
TMDL
Admin
CIP
What Structure?
Straight ERU
Tiered
Combo
How to Set the Fee?
What Counts
Break Points
Mega User
 Process Steps & Timetable
Stormwater Enterprise Fund Development Process
Duration Month
Task
(Months) 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Select Stakeholder Group (SG) 1
Develop Funding Needs 1
SG Meeting 1 - Define Problem 0.5
Characterize Town Parcel Data 2
SG Meeting 2 - Define Level of Service 0.5
Develop Funding Options 1
SG Meeting 3 - Review Funding Options 0.5
SG Meeting 4 - Select Funding Option 0.5
SG Meeting 5 - Review Funding Scenarios 0.5
SG Meeting 6 - Review Crediting 0.5
SG Meeting 7 - Develop Final Recommendation 0.5
Present Recommendation to Council 0.5
Present Resolution to Council 0.5
Council Vote on Resolution 0.5
Develop Final Data Set for Billing 3
Billing Trial Run 1
Develop Crediting and Petition Process 2
Staff Training 2
First Billing 1

Town Task w/ Engineering Support

Engineering Task

Public Participation Task