FY 27 Proposed BudgetProposed Budget for Fiscal Year 2027
Derek Kitts
District B
Steve Fijalkowski
Vice Chair
District C
Gunin Kiran
District A
April DeMotts
Chair
District G
Anthony Grafsky
District E
Mary Biggs
District F
Todd King
District D
Angela M. Hill | County Administrator
Christopher S. Lawrence | Deputy County Administrator
Scott A. Woodrum | Assistant County Administrator
Terri T. Mitchell | Chief Financial Officer
Marc M. Magruder | Director of Management and Budget
Robin C. Meade | Budget Manager
Jody R. Parsons | Budget Manager
MONTGOMERY COUNTY, VIRGINIA
Board of Supervisors
COVER IMAGE
Scenic view of eastern Montgomery County.
Proposed Budget for Fiscal Year 2027
BUDGET MESSAGE
March 9, 2026
Dear Honorable Members of the Board of Supervisors:
This annual message provides an opportunity to outline the proposed budget for your review. More than
ever, the proposed Fiscal Year 2026–2027 (FY 27) budget reflects the collaborative efforts of leadership
teams from both the County and Montgomery County Public Schools to address identified needs while
remaining fiscally responsible.
Our community’s population has experienced consistent growth over the past several years. As the
County continues to grow, so too does the demand for services that support our citizens.
In total, budget requests for FY 27 amounted to $16.6 million. To fully meet these requests, the real estate
tax rate would need to increase by 12 cents, to 88 cents per $100 of assessed value, and the annual budget
would need to increase by nine percent, allocating $99.3 million for County functions (34 percent of the
total budget) and $194.9 million for Montgomery County Public Schools (66 percent of the total budget).
While it is not possible to fund all budget requests each year, I am pleased to present a balanced and
financially sound proposed budget for FY 27. The proposed budget and tax rate prioritize the most
critical needs identified, with a strong emphasis on public education, public safety, and the growing
demand for essential citizen services.
Proposed FY 27 Budget: $285.7 Million, 81 Cent Tax Rate
For FY 27, I am proposing a total budget of $285.7 million, an increase of $14.9 million, or 5.5 percent over
the originally adopted Fiscal Year 2025-2026 (FY 26) budget, establishing a real estate tax rate of 81 cents
per $100 of assessed value, a five-cent increase over FY 26.
Of the total proposed budget amount, I am recommending $190.7 million, 67 percent, be allocated to
Montgomery County Public Schools ($160.8 million for school operating; $3.2 million school capital; $7
million for school nutrition funds; and $19.7 million for school debt service). This reflects a $4.1 million
increase in County funding. I am recommending the remaining $95 million (33 percent) be used to fund
public safety; general government administration; judicial administration; general services; health and
welfare; parks, recreation, and cultural; community development; and other agencies. Of the new
undesignated revenue, I am recommending the allocation of 56 percent to public schools, six percent to
public safety, and 38 percent to general County functions.
ii
Funding Sources: $14.9 million in New Revenue
Currently, $1 million is projected in new undesignated revenue for FY 27. The proposed five-cent tax rate
increase will provide an additional $6.4 million in new undesignated revenue for a total of $7.4 million.
Each one-cent increase in the real estate tax rate generates approximately $1.3 million in additional
revenue. The proposed five-cent real estate tax rate increase provides the additional funding necessary to
strategically support identified priorities, including Montgomery County Public Schools, public safety,
general County operations, and 51 other agencies that deliver human services, public safety, education,
cultural, environmental, and economic development programs throughout our community.
County designated funds, which include local fees, state funding, and federal grants, are projected to
increase by $3 million. New designated state revenue in the amount of $3.8 million for the school
operating fund, combined with $0.7 million in designated school nutrition funds, result in a total increase
of $4.5 million in FY 27.
It is important to note, funding from the Montgomery County Public Service Authority (PSA) is included
in the County’s FY 27 designated funds to support the newly established Utilities Department. This
funding facilitates the transition of PSA employees to County Utilities Department employees and results
in an increase of $2.4 million in the County’s general fund. While this change increases the overall general
fund within the County’s budget, it does not represent an increase in taxpayer dollars, as these costs are
fully funded with revenue from the PSA.
Proposed Funding: $285.7 Million
We worked intentionally together throughout the year to bring clarity to the County’s vision and
priorities. In addition, both County and MCPS staff members have made adjustments this year to
improve coordination, communication and overall budget planning. One example of this is the
collaborative budget process calendar and timeline that outlines both key deadlines for the County and
public schools as shown in the “Understanding the Budget” section (Appendix A) of the FY 27 proposed
budget book.
iii
The proposed FY 27 budget is a direct result of our collaborative work and shared direction. Our
priorities remain consistent, yet we understand the need to adapt where and when appropriate to
compensate for our community's growth.
Of the proposed $285.7 million budget, I am recommending:
• $190.7 million for Montgomery County Public Schools to include the school operating budget; the
school nutrition fund; the school capital fund; and school debt service;
• $30.5 million for public safety, which includes the Sheriff’s Office; Western Virginia Regional Jail
Authority; Montgomery County Fire and EMS Department; Volunteer Fire and Rescue Agencies;
and the Animal Care and Adoption Center;
• $50.3 million for general government functions to include funding for general government
administration; judicial administration; general services; health and welfare; parks, recreation,
and cultural; and community development;
• $5.1 million for the County Capital Fund;
• $5.1 million for County debt service;
• $3.6 million for other agencies; and
• $0.4 million for EDA incentives.
During the County’s budget analysis, we identified $0.8 million in one-time funding requests. These
include equipment for the following functions: fire and EMS, technology, planning and GIS, library, the
office of elections, solid waste and landfill remediation. These costs align with our priorities and support
our commitment to providing superior customer service. They are outlined in the “Budget Summary”
(Appendix C) of the proposed budget document and will be presented to the Board for approval
iv
following adoption of the budget. With the proposed five-cent real estate tax rate increase, the County
will receive approximately $3.2 million in unbudgeted revenue with the June 5, 2026, tax collection, a
portion of which could be used to fund these items.
Montgomery County Public Schools: $190.7 Million
Public education continues to represent the largest share of the County’s annual budget. The proposed FY
27 budget allocates more than two-thirds of total County funding to Montgomery County Public Schools
(MCPS), with the remaining portion supporting essential County services, including public safety,
general government and judicial administration, health and welfare, parks, recreation and cultural
programs, community development, and other agencies. This funding approach —allocating more than
two-thirds of the overall budget to public schools—has been a long-standing practice for Montgomery
County for many decades.
Because public education remains one of the Board’s highest priorities, the FY 27 proposed budget
continues to dedicate a significant portion of County resources to MCPS. The proposed budget includes
$4.1 million in new County undesignated funding for the MCPS operating fund. In addition, the budget
reflects an estimated $3.8 million in increased state and federal funding for MCPS for a total proposed
funding increase to the Schools Operating fund of $7.9 million.
v
Historically, the Board of Supervisors has demonstrated their dedication to public education by
providing significantly more funding than the state’s required local effort for the Standards of Quality
(SOQ) as demonstrated in the table below.
County FY 25 Required
Local Effort
FY 25 Actual
Expenditures for
Operations
FY 25 Actual
Local Exp for
Operations
Above RLE
Percentage
Above RLE
Albemarle 82,690,177 221,948,630 139,258,453 168.41%
Montgomery 33,501,259 67,953,913 34,452,654 102.84%
Roanoke 44,335,772 85,307,551 40,971,779 92.41%
Frederick 56,732,095 105,663,956 48,931,861 86.25%
Hanover 70,902,618 128,221,459 57,318,841 80.84%
Stafford 97,369,849 171,916,971 74,547,122 76.56%
Rockingham 43,838,948 71,922,852 28,083,904 64.06%
Fauquier 62,410,105 96,889,523 34,479,418 55.25%
Spotsylvania 81,731,825 126,050,211 44,318,386 54.22%
Bedford 22,380,598 32,847,218 10,466,620 46.77%
Augusta 34,721,567 48,867,865 14,146,298 40.74%
Source: Virginia Department of Education, Actual FY25 Required Local Effort and Required Local Match Report
The proposed budget also includes a dedicated 2.5 cent allocation of the real estate tax rate, generating
approximately $3.2 million, to support MCPS capital projects.
Continued collaboration between the County and MCPS remains a key component of the budget
development process. A joint meeting of the Board of Supervisors and the School Board is scheduled for
Monday, March 16, 2026, to further discuss the FY 27 budget and to collectively address the needs of both
the public schools and other government functions. This meeting was strategically scheduled to provide
an opportunity for further collaboration prior to setting the advertised tax rate. This meeting will occur
after the March 9, 2026, presentation of the proposed budget and before the March 23, 2026, meeting at
which the Board of Supervisors will set the advertised tax rate for the April 9, 2026, public hearing.
The accompanying chart illustrates the allocation of new designated and undesignated revenue and
highlights the County’s consistent commitment to directing a substantial portion of new funding to
MCPS. It is important to note that the Commonwealth provides significantly more designated funding to
public schools than to local governments. While public education remains a top priority, the County must
also balance limited undesignated revenue to address other critical needs, including public safety and
core County services.
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Please note on the chart provided the increases in public safety funding over the past five years. In FY 22,
the County began funding career EMS personnel for the first time ever, providing 24/7 coverage in the
Eastern Montgomery and Riner areas. In FY 25, the County responded to growing public safety needs in
Eastern Montgomery by providing career firefighters from 7 a.m. to 7 p.m., seven days a week. In FY 26
the Board approved funding for eight deputies for the Montgomery County Jail; one investigator for the
Sheriff’s Office; and 12 additional career firefighters to provide 24-hour fire service in Eastern
Montgomery.
Public Safety: $30.5 Million
Public safety includes the Sheriff’s Office; Western Virginia Regional Jail Authority; Fire and EMS
Department; Volunteer Fire and Rescue Agencies; and the Animal Care and Adoption Center. In FY 27,
11 percent of the overall budget is proposed to be allocated to fund public safety needs. In total, I am
recommending $30.5 million in funding to address identified public safety needs in FY 27.
In the fall of 2025, Montgomery County partnered with Mission CIT, LLC to complete a comprehensive
study of the County’s Fire and Rescue/EMS system, including services provided in the towns of
Blacksburg and Christiansburg and by the Virginia Tech Rescue Squad. The study will evaluate the
current volunteer-career model and develop strategic recommendations for the f uture, with the goal of
strengthening the volunteer system and enhancing coordination between the County and the towns to
ensure the delivery of high-quality emergency services throughout the community.
The study will provide the information necessary to determine appropriate funding levels for the towns’
fire and rescue volunteer agencies. Funding requests received for FY 27 will be considered upon
completion of the study.
55%53%47%
59%58%
53%
56%
0%
10%
20%
30%
40%
50%
60%
70%
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
FY21 FY22 FY23 FY24 FY25 FY26 FY27
Proposed
Allocation of Total New Revenue
MCPS $County $Public Safety $MCPS %
vii
Sheriff’s Office
The FY 27 proposed budget allocates $22.3 million for the Montgomery County Sheriff’s Office.
This includes funding for School Resource Officers at all County schools, as well as deputies who
provide law enforcement, civil process service, corrections, courthouse security, and conduct
motor vehicle accident and criminal investigations. Special contingencies includes $200,000 to
address deputy recruitment and retention.
Included in the Sheriff’s Office budget is an allocation of $5.6 million for the Western Virginia
Regional Jail Authority. Of that total, I am proposing additional funding of $301,772 to cover debt
service and per diem costs based on the number of inmates housed at the jail. Both the debt
service and per diem cost and the number of inmates are estimated to increase in FY 27.
Fire and EMS Department
One identified critical need is the County’s responsibility to deliver timely emergency assistance
through trained professionals. The total amount budgeted for the Fire and EMS Department is
$5.6 million. I am proposing $32,200 to fund basic operating increases such as motor vehicle
insurance, counseling services, training and uniforms.
Volunteer Fire and Rescue Agencies
The County provides annual operating funds to nine volunteer fire and rescue agencies. For FY
27, I am recommending $1.6 million for fire and rescue operational needs, which includes $20,626
in additional funding.
viii
Animal Care and Adoption Center
I am recommending a total FY 27 budget of $1.1 million for the Animal Care and Adoption
Center (ACAC), which includes funding for one new position to address increasing service
demands. The ACAC remains committed to operating as a no-kill facility amid a sustained rise in
animal intake and a decline in animal adoptions. The proposed position is essential to expanding
foster placement efforts, relieving capacity constraints and ensuring animals can continue to be
accepted into care.
General Government Functions; General Government Administration; Judicial Administration; General
Services; Health and Welfare; Parks, Recreation, and Cultural; and Community Development: $50.3
Million
The FY 27 proposed budget includes $50.3 million for general government functions, encompassing
general government administration, judicial administration, general services, health and welfare, parks,
recreation and cultural programs, and community development.
ix
This proposed funding reflects a thorough internal budget review process that requires each department
to present and justify its budget requests to the County’s leadership team. This process ensures all
requests undergo rigorous evaluation before recommendations for general government functions are
presented to the Board.
Guided by the Board of Supervisors’ priorities and a shared commitment to providing high -quality
services to County citizens, the review process promotes interdepartmental collaboration, encourages
discussion of operational challenges, and fosters a better understanding of departmental responsibilities.
These efforts often lead to innovative solutions that balance limited resources with identified needs.
Staffing and Workforce Investment
Beginning with the FY 25 budget, the County developed a strategic multi-year staffing approach
to address the growing needs of our community and demonstrate our commitment to providing
superior services to our citizens. This plan recognizes that meeting growing service demands
requires a phased and sustainable approach to staffing, rather than one -time or reactive position
growth. As part of this effort, the County has identified the need for additional staff over
multiple years to align workforce capacity with operational demand.
The Board has supported this strategic staffing approach, approving a significant number of
requested new positions over the past three fiscal years. Position requests are evaluated annually
and prioritized into the appropriate budget cycle. While each request reflects a legitimate
operational need, it remains essential that workforce expansion be approached in a measured and
purposeful manner. Balancing service demands with available funding, facility capacity, and
long-term sustainability requires thoughtful prioritization to ensure continued fiscal
responsibility while maintaining service levels.
For FY 27, departments submitted requests for 22.75 new positions. Consistent with the strategic
approach, I am proposing funding for six new full-time positions and one part-time position in
FY 27, including:
• Director of Real Estate Assessment in County Administration;
• Finance Manager in Finance;
• Solid Waste Manager, HVAC Technician, and a part-time Building Inspector in General
Services;
• Adoption Foster Coordinator at the Animal Care and Adoption Center; and
• Family Services Specialist in Social Services.
The total cost associated with these proposed new positions is $625,522 for salaries and benefits,
along with $16,800 for equipment and related expenses.
Employee Compensation and Benefits
Annually, both the towns of Blacksburg and Christiansburg and MCPS typically provide two pay
increases for employees—an across-the-board adjustment combined with a step or merit-based
increase. While the County does not currently provide a formal step or merit increase, we are in
the process of designing and implementing a system for the next fiscal year. To remain
x
competitive with neighboring localities, I am recommending $1.3 million to fund a three percent
pay increase for County employees in FY 27.
As healthcare costs continue to increase, it is important to monitor and maintain adequate
funding to cover the County’s self-funded employee health insurance program. For FY 27 , the
County is taking a two-step approach to provide additional funding in the health insurance fund.
Since the Human Resources department is the County interface with the service provider for the
County’s on-site employee clinic, the clinic operating fees along with annual flu vaccinations and
health plan consultant fees will now be charged to the Human Resources department rather than
to the health insurance fund beginning in FY 27. Since FY 22, these costs have been paid from the
fund; this change will make an additional $301,437 available to cover claims costs. The same
amount is added to the Human Resources budget for FY 27 to cover costs related to employee
clinic fees and annual flu vaccinations, reinforcing the County’s commitment to employee
wellness and preventive care.
The second step that will increase the health insurance fund is the addition of $250,000 to Special
Contingencies. Both of these actions generate a total of $551,437 of additional funding in the
health insurance fund for FY 27.
Other Agency Requests
For FY 27, the County received funding requests totaling $0.6 million from 30 other agencies. I am
recommending an additional $55,167 to support these requests. The FY 27 proposed budget includes a
total of $3.6 million in funding for 51 outside agencies that support the Board’s priorities. A detailed
listing of proposed allocations for these agencies begins on page 267 of the FY 27 proposed budget
document.
Maintaining Financial Strength and Security
The County’s annual proposed budget is developed by a dedicated and highly skilled financial team that
carefully analyzes local, regional, and national trends and projections. The FY 27 proposed budget builds
upon the County’s established financial practices and policies, which have contributed to a AA+ bond
rating.
This budget reflects a continued commitment to financial strength and long-term stability through
sustainable and responsible fiscal management by both the Board of Supervisors and County staff. While
not all budget requests could be accommodated, the proposed FY 27 budget represents meaningful
progress in supporting public education, public safety, and core County functions while balancing
limited resources with identified needs.
In summary, the proposed FY 27 budget totals $285.7 million, with a real estate tax rate of 81 cents per
$100 of assessed value. This budget addresses the needs of a growing community while remaining
fiscally responsible, allocating 56 percent of new undesignated revenue to public schools, six percent to
public safety, and 38 percent to general County functions.
A detailed budget timeline and calendar are included on page 63 of the proposed budget document. Key
dates include work sessions in March and a public hearing scheduled for April 9, 2026. The deadline for
xi
adoption of the FY 27 budget and tax rate is April 20, 2026, to accommodate the spring tax billing
schedule.
I appreciate your continued leadership and support and welcome any questions as you review the
proposed FY 27 budget.
Sincerely,
Angela M. Hill, CPA, CGMA
County Administrator
Proposed Budget for Fiscal Year 2027
TABLE OF CONTENTS
Table of Contents
OVERVIEW OF MONTGOMERY COUNTY ......................................................................................5
BUDGET SUMMARY ....................................................................................................................13
All Funds Summary .........................................................................................................................23
Expenditures by Division .................................................................................................................27
One-Time Funding ...........................................................................................................................31
Summary of Full-Time Employees/Equivalents .................................................................................35
Graphs ............................................................................................................................................39
Organization Chart ..........................................................................................................................57
UNDERSTANDING THE BUDGET .................................................................................................61
REVENUE SUMMARY ..................................................................................................................77
Revenue Estimates ..........................................................................................................................89
Financial Policies ............................................................................................................................103
SUMMARY BY FUNCTION ......................................................................................................................107
EXPENDITURE PLANS .................................................................................................................109
Expenditure Summary for General Government Administration ............................................111
Revenue Sharing .............................................................................................................................113
Board of Supervisors .......................................................................................................................117
County Administration .....................................................................................................................121
County Attorney ..............................................................................................................................127
Finance ...........................................................................................................................................131
Insurance ........................................................................................................................................135
Information Technology ...................................................................................................................139
Commissioner of the Revenue .........................................................................................................143
Treasurer ........................................................................................................................................147
Office of Elections ...........................................................................................................................151
Contingencies - General ..................................................................................................................155
Contingencies - Special ...................................................................................................................159
Expenditure Summary for Judicial Administration ................................................................163
Commonwealth Attorney .................................................................................................................165
Circuit Court ...................................................................................................................................169
General District Court ......................................................................................................................173
Juvenile and Domestic Relations Court ............................................................................................177
Magistrate .......................................................................................................................................181
Clerk of the Circuit Court .................................................................................................................185
Expenditure Summary for Public Safety ...............................................................................189
Sheriff .............................................................................................................................................191
Fire Departments and Rescue Squads .............................................................................................197
Fire and EMS ..................................................................................................................................203
Animal Care and Adoption Center ....................................................................................................207
Expenditure Summary for General Services ..........................................................................211
General Services .............................................................................................................................213
Expenditure Summary for Health and Welfare ......................................................................221
Children’s Services Act ....................................................................................................................223
Human Services ..............................................................................................................................227
New River Health District ................................................................................................................231
Social Services ................................................................................................................................235
Expenditure Summary for Parks, Recreation, Cultural ..........................................................239
Parks and Recreation ......................................................................................................................241
Regional Library System ..................................................................................................................247
Expenditure Summary for Community Development .............................................................251
Planning and GIS Services ...............................................................................................................253
Economic Development ...................................................................................................................257
Utilities ...........................................................................................................................................261
Expenditure Summary for Other Agencies ............................................................................265
Other Agencies ...............................................................................................................................267
Transfers ....................................................................................................................................................283
Law Library .................................................................................................................................................285
Expenditure Summary for Education ...................................................................................289
Montgomery County Public Schools.................................................................................................291
Montgomery County Public Schools Capital .....................................................................................295
General Government Debt Services ............................................................................................................299
Montgomery County Capital .......................................................................................................................303
Proposed Budget for Fiscal Year 2027
OVERVIEW OF
MONTGOMERY COUNTY
OVERVIEW OF MONTGOMERY COUNTY: 7
OVERVIEW OF MONTGOMERY COUNTY
Montgomery County, Virginia
Since its founding in the eighteenth century, Montgomery County has experienced
a rich history in agriculture, manufacturing, and technology with ties to notable
historical figures to include George Washington and even Daniel Boone. The county has
experienced consistent growth throughout the years.
Montgomery County – which is home to two of the state’s four largest towns, Blacksburg
and Christiansburg – is a high-tech community strategically located on the Interstate 81
corridor.
The county provides a full range of services to its approximately 102,000 residents to include: law enforcement;
fire and rescue; planning and GIS; economic development; social services; courts; parks and recreation; general
services; environmental services; animal control; libraries; and schools.
Montgomery County traces its origin to 1776 when it was formed and named after General Richard Montgomery, an
American hero of the French and Indian War and the American Revolution. The first settlement, Draper’s Meadow,
was established in the 1740s but was destroyed by Shawnee Indians during the French and Indian War.
Christiansburg, the county seat, was incorporated in
1792 and named in honor of Colonel William Christian.
This community was an important stop on the Wilderness
Road, which roughly corresponds to the present day U.S.
Route 11. As the retail hub of the county, Christiansburg
is host to several shopping centers and restaurants.
Blacksburg was incorporated in 1871. The town originated
on tracts of land donated by William Black – for whom
it was named – and was established at the same site as
the previous settlement of Draper’s Meadow. Blacksburg
is home to Virginia Tech, one of the nation’s leading
educational institutions and research universities. The
OVERVIEW OF MONTGOMERY COUNTY: 8
OVERVIEW OF MONTGOMERY COUNTY
town is also home to the Virginia Tech Corporate
Research Center.
Graduates from area colleges and universities add
to the abundant, educated workforce to make a pro-
business community with a solid mix of high-tech,
manufacturing, retail and professional services –
including a variety of Fortune 500 firms.
Snapshot: Population and Economy
The graphics and charts provided below have been obtained from the Labor Market Information report provided by
the Virginia Employment Commission.
Population by Gender
Source: 2020 Census.
Status of our Economy:
Expected to outgrow our urban neighbor by 2030.
Source: Weldon Cooper Center for Public Service, U.Va., 2017.
Female
48%
Male
52%
PPooppuull aatt iioonn
bbyy GGeennddeerr
OVERVIEW OF MONTGOMERY COUNTY: 9
OVERVIEW OF MONTGOMERY COUNTY
Population by Age
Source: 2020 Census.
White
85%
Asian
5%
Black or African American
4%
Hispanic
3%
Two or More Races
2%
Other
1%
PPooppuull aatt iioo nn bbyy
RRaaccee//EEtt hhnniiccii tt yy
0 5000 10000 15000 20000 25000 30000
80 years and over
70-79 years
60-69 years
50-59 years
40-49 years
30-39 years
20-29 years
10-19 years
0-9 years
PPooppuull aatt iioonn bbyy AA ggee
OVERVIEW OF MONTGOMERY COUNTY: 10
OVERVIEW OF MONTGOMERY COUNTY
Projected Population Change
Source: U.S. Census Bureau, Virginia Employment Commission.
Economic Profile
Montgomery County maintains a few of the very industries that were popular at its inception including agriculture
and manufacturing. In addition, technology, health care, education, retail, hospitality, and food service are now
among popular industries throughout the county. According to the Local Area Unemployment Statistics by the
Virginia Employment Commission, Montgomery County consistently maintains an average unemployment rate that
is lower than the national average, with a recorded rate of 4.4 percent compared to the national rate of 4.6 percent
as of July 2025.
0
20000
40000
60000
80000
100000
120000
140000
2000 2010 2020 2030 2040
PPrroojjeecctteedd PPooppuullaattiioonn CChhaannggee:: MMoonnttggoommeerryy CCoouunnttyy
0
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4000000
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8000000
10000000
12000000
2000 2010 2020 2030 2040
PP rroojj eecctteedd PPooppuullaatt iioonn CChhaannggee:: VV iirrggiinniiaa
OVERVIEW OF MONTGOMERY COUNTY: 11
OVERVIEW OF MONTGOMERY COUNTY
Unemployment Rates
Source: Virginia Employment Commission, Economic Information & Analytics, Local Area Unemployment
Statistics.
Date Montgomery
County Virginia United States
Jul. 2024 3.7%3.2%4.5%
Aug. 2024 3.9%3.3%4.4%
Sept. 2024 2.9%2.9%3.9%
Oct. 2024 3.1%2.8%3.9%
Nov. 2024 3.0%2.9%4.0%
Dec. 2024 2.5%2.5%3.8%
Jan. 2025 3.3%3.1%4.4%
Feb. 2025 3.9%3.3%4.5%
Mar. 2025 4.0%3.5%4.2%
Apr. 2025 3.3%3.3%3.9%
May 2025 3.8%3.6%4.0%
Jun. 2025 4.7%3.9%4.4%
Jul. 2025 4.4%3.8%4.6%
Employment by Industry
Source: Virginia Employment Commission, Economic Information & Analytics, Quarterly Census of Employment
and Wages (QCEW), 1st Quarter (January, February, March) 2025.
Industry Number of Employees
Agriculture, Forestry, Fishing and Hunting 47
Mining, Quarrying, and Oil and Gas Extraction 49
Construction 1227
Manufacturing 5235
Wholesale Trade 335
Retail Trade 4361
Transportation and Warehousing 618
Information 154
Finance and Insurance 520
Real Estate and Rental and Leasing 665
Professional, Scientific, and Technical Services 2418
Management of Companies and Enterprises 229
Administrative and Support and Waste Management 1779
Educational Services 453
Health Care and Social Assistance 4662
Arts, Entertainment, and Recreation 538
OVERVIEW OF MONTGOMERY COUNTY: 12
OVERVIEW OF MONTGOMERY COUNTY
Industry Number of Employees
Accommodation and Food Services 4153
Other Services (except Public Administration) 967
Government Total 14882
Federal Government 242
State Government 10321
Local Government 4319
Unclassified 72
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY
BUDGET SUMMARY: 15
BUDGET SUMMARY
Introduction
The FY 27 County budget for all funds (net of transfers) totals $285.7 million. The General Fund budget totals
$185.1 million, including transfers to other funds, such as the School Operating Fund. The School Operating Fund
totals $161.6 million, including the transfer from the County of $69.4 million. The general government portion
of the General Fund (net of transfers to other funds) totals $84.4 million and the School Operating Fund (net of
transfers) totals $160.8 million. The total County budget also includes the Debt Service Fund ($24.8 million), the
Law Library Fund ($17,600), the School Nutrition Fund ($7 million), funding for County Capital ($5.1 million),
School Capital ($3.2 million), and the Economic Development Authority Incentive Program ($0.4 million).
The FY 27 proposed real estate tax rate is 81 cents per $100 of assessed value. The FY 26 approved rate was 76
cents. The FY 27 proposed budget includes a five-cent real estate tax rate increase.
EDA
0.1%
Law Library
0.0%
General Govt
29.5%
County Capital
1.8%
Debt Service County
1.8%
Debt Service Schools
6.9%
School Operating
56.3%School Nutrition
2.5%
School Capital
1.1%
FF YY 22 77
PP rr oo ppoosseedd BBuuddggeett
$285.7 Million
BUDGET SUMMARY: 16
BUDGET SUMMARY
GENERAL FUND
FY 26 Approved FY 27 Recommended Difference % Change
Real Estate Tax Rate 0.76 0.81 0.05 7%
Revenue $174,700,467 $185,113,848 $10,413,381 6%
Total General Fund Revenue $174,700,467 $185,113,848 $10,413,381 6%
General Fund Summary
General Government Admin $13,904,379 $16,629,876 $2,725,497 20%
Judicial Administration $3,470,056 $3,557,150 $87,094 3%
Public Safety $29,967,037 $30,501,247 $534,210 2%
General Services $9,538,691 $10,082,513 $543,822 6%
Health and Welfare $11,144,822 $11,055,699 $(89,123)-1%
Parks, Recreation, Cultural $4,744,492 $4,686,965 $(57,527)-1%
Community Development $1,901,820 $4,293,961 $2,392,141 126%
Other Agencies $3,535,188 $3,590,355 $55,167 2%
General Gov Portion of General Fund $78,206,485 $84,397,766 $6,191,281 8%
Transfers
Transfer to School Operating Fund $65,254,517 $69,354,517 $4,100,000 6%
Transfer to Debt Service Fund $22,700,165 $22,700,165 $- 0%
Transfer to School Capital Fund $3,112,150 $3,173,200 $61,050 2%
Transfer to EDA Fund $380,000 $380,000 $- 0%
Transfer to County Capital Fund $5,047,150 $5,108,200 $61,050 1%
Total Transfers $96,493,982 $100,716,082 $4,222,100 4%
Total General Fund Expenditures $174,700,467 $185,113,848 $10,413,381 6%
The following highlights major changes in expenditure areas. Detailed explanations of the expenditure
recommendations can be found in the Expenditure Plan section of the document. A recap of expenditures by
fund, County dollars by division, position (FTE) listing, and a graphic summary of the FY 27 proposed budget are
included in the Appendices.
The FY 27 proposed budget includes funding to cover the cost of a 3% compensation increase for classified and
part-time non-classified County employees July 1, 2026, and funding to maintain the County’s Compensation and
Classification Pay Plan.
Summaries of Major Expenditure Areas
General Administration
General Administration FY 26 Approved FY 27 Recommended Difference % Change
Revenue Sharing $227,000 $297,000 $70,000 31%
Board of Supervisors $339,301 $365,446 $26,145 8%
County Administration $3,338,883 $3,823,867 $484,984 15%
County Attorney $519,313 $513,988 $(5,325)-1%
Finance $1,516,389 $1,613,695 $97,306 6%
BUDGET SUMMARY: 17
BUDGET SUMMARY
General Administration FY 26 Approved FY 27 Recommended Difference % Change
Insurance $286,090 $286,090 $- 0%
Information Technology $3,067,128 $3,175,885 $108,757 4%
Commissioner of Revenue $1,491,333 $1,490,638 $(695)0%
Reassessment/Board of Equalization $- $- $- -
Treasurer $1,247,158 $1,300,211 $53,053 4%
Electoral Board $753,747 $763,722 $9,975 1%
Contingencies-General $785,307 $843,307 $58,000 7%
Contingencies-Special $332,730 $2,156,027 $1,823,297 548%
TOTAL GENERAL GOVERNMENT ADMIN. $13,904,379 $16,629,876 $2,725,497 20%
In the area of General Administration, the following major budget changes were made for FY 27:
Revenue Sharing – funds are added to cover the increased Transient Occupancy, Sales, and Meals Taxes
collected in the 177 Corridor based on the agreement with the City of Radford.
County Administration – funds are added for a Director of Real Estate Assessments (one FTE) to oversee
the valuation of real property for tax purposes.
Public Relations and Community Engagement – funds are added to support annual software
maintenance costs and an increased number of Canva software licenses.
Human Resources – funds for the Employee Health Clinic are moved from the self-funded
health insurance fund to the Human Resources division to more effectively monitor and maintain
adequate funding to cover the employee insurance program.
Management and Budget – funds are added to cover the increased cost of producing the
proposed and approved budget books and approved CIP book.
Finance – funds are added for one Finance Manager position (one FTE) to supplement existing staff and
assist in completing financial statement audits, which have increasingly complex regulatory requirements,
in a timely manner.
Information Technology – funds are added to cover new software programs, software maintenance
service contracts, and hardware costs for new positions.
Treasurer – funds are added for DMV administrative fees charged to the County and increases in printing,
binding, and postage costs.
Electoral Board – funds are added to purchase additional equipment to assist with same day registration
needs in the largest voting precincts, as well as for increased postage costs.
General Contingencies – funds are added to the General Contingency Budget to meet the County’s
financial policies of retaining 1% of the County’s general government portion of the General Fund to cover
contingency needs.
BUDGET SUMMARY: 18
BUDGET SUMMARY
Special Contingencies – funds are added to the Special Contingency Budget to cover the cost of a 3%
compensation increase for classified and part-time non-classified County employees July 1, 2026. An
additional $250,000 is added to cover potential increases in County health insurance costs for FY 27,
$225,000 is added to offset increased Worker’s Compensation insurance premiums, $200,000 is added to
evaluate the compensation structure for the Sheriff’s office, and $200,000 is also included in the base to
maintain the County’s compensation and classification plan for all other employees throughout the County.
Other small changes to the Board of Supervisors, County Attorney, and Commissioner of Revenue are due
to changes in personnel costs due to turnover savings and benefit changes between FY 26 and FY 27.
Judicial Administration
Judicial Administration FY 26 Approved FY 27 Recommended Difference % Change
Commonwealth Attorney $2,125,647 $2,131,644 $5,997 0%
Circuit Court $301,271 $314,164 $12,893 4%
General District Court $21,711 $21,711 $- 0%
Juvenile and Domestic Relations Court $20,524 $20,524 $- 0%
Magistrate $5,000 $5,000 $- 0%
Circuit Court Clerk $995,903 $1,064,107 $68,204 7%
TOTAL JUDICIAL ADMINISTRATION $3,470,056 $3,557,150 $87,094 3%
In the area of Judicial Administration, the following major budget changes were made for FY 27:
Commonwealth Attorney – funds are added to the base budget to cover one Assistant
Commonwealth Attorney that was added by the state in FY 26. Funds are also added to supplement
the current office supplies budget in FY 27.
Circuit Court – funds are added for recurring costs associated with the courtroom evidence
presentation system.
Clerk of the Circuit Court – funds are added to the base budget to cover one Deputy Court Clerk
position that was added by the state in FY 26.
Public Safety
Public Safety FY 26 Approved FY 27 Recommended Difference % Change
Sheriff $21,707,874 $22,273,203 $565,329 3%
Fire and Rescue $1,609,228 $1,584,854 $(24,374)-2%
Fire and EMS $5,631,218 $5,551,254 $(79,964)-1%
Animal Care & Adoption Center $1,018,717 $1,091,936 $73,219 7%
TOTAL PUBLIC SAFETY $29,967,037 $30,501,247 $534,210 2%
In the area of Public Safety, the following major budget changes were made for FY 27:
Sheriff – funds are added to cover the costs for debt service and inmate per diem expenses at the Western
Virginia Regional Jail.
BUDGET SUMMARY: 19
BUDGET SUMMARY
Fire and EMS – funds are added for increased vehicle insurance premiums, training, professional
services, purchase of outerwear for EMS staff, and software maintenance increases. The slight reduction in
the Fire and EMS division is due to staff turnover savings from FY 26 to FY 27.
Fire and Rescue – funds are added for Riner Fire Department to offset cost increases in training, repairs,
and maintenance and to the Special Operations Team for uniforms for new members. The slight reduction
in Fire and Rescue is due to a transfer of funds from Elliston Fire Department to General Services to cover
the cost of utilities and repairs and maintenance to that facility.
Animal Care and Adoption Center – funds are added for one Adoption/Foster Coordinator position (one
FTE) to focus on dog fosters and adoptions.
General Services
General Services FY 26 Approved FY 27 Recommended Difference % Change
General Services $9,538,691 $10,082,513 $543,822 6%
TOTAL GENERAL SERVICES $9,538,691 $10,082,513 $543,822 6%
In the area of General Services, the following major budget changes were made for FY 27:
General Services – funds are added to cover the costs of one part-time Building Inspector position (.75
FTE), one Solid Waste Manager (one FTE), and one HVAC Technician position (one FTE). Funds are also
added for trash and recycle container replacements, groundwater monitoring and corrective actions at
Thompson and Mid-County landfills, housekeeping supplies, utilities, fee payments, uniform costs for new
staff, training, and agricultural supplies for additional acreage gained.
99..7744 1100..0000 1100..2255 1100..4499 1100..8833 1111..3322
1122..1188
1133..3366
1155..1177 1155..6666
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27MillionsSShheerriiffff''ss OOffffiiccee LLooccaall FFuunnddiinngg
BUDGET SUMMARY: 20
BUDGET SUMMARY
Health and Welfare
Health and Welfare FY 26 Approved FY 27 Recommended Difference % Change
Children's Services Act $2,104,396 $2,104,396 $- 0%
Human Services $579,915 $575,478 $(4,437)-1%
Public Health $654,611 $675,000 $20,389 3%
Social Services $7,805,900 $7,700,825 $(105,075)-1%
TOTAL HEALTH AND WELFARE $11,144,822 $11,055,699 $(89,123)-1%
In the area of Health and Welfare, the following major budget changes were made for FY 27:
Public Health – funds are added for the New River Health District based on projected state funding and
local matching requirements.
Social Services – funds are added to the base budget to cover one Family Services Specialist position
that was added due to the Resource Family Collaborative grant program awarded for FY 26. In addition,
funds are added for an additional Family Services Specialist (one FTE) to provide services and assistance
to the adult population as a result of new guardianship requirements, and for assessment needs of the
elderly for nursing home placement.
Other small changes to the Human Services and Social Services are due to changes in personnel costs due to
turnover savings and benefit changes between FY 26 and FY 27.
Parks, Recreation, and Cultural
Parks, Recreation, Cultural FY 26 Approved FY 27 Recommended Difference % Change
Parks and Recreation $1,933,230 $1,898,334 $(34,896)-2%
Regional Library $2,811,262 $2,788,631 $(22,631)-1%
TOTAL PARKS, RECREATION, CULTURAL $4,744,492 $4,686,965 $(57,527)-1%
In the area of Parks, Recreation, and Cultural, there were no significant budget changes for FY 27. The small
reductions in both divisions are due to changes in personnel costs due to turnover savings and benefit changes
between FY 26 and FY 27.
Community Development
Community Development FY 26 Approved FY 27 Recommended Difference % Change
Planning and GIS $1,226,784 $1,203,952 $(22,832)-2%
Economic Development $675,036 $695,640 $20,604 3%
Utilities Division $- $2,394,369 $2,394,369 -
TOTAL COMMUNITY DEVELOPMENT $1,901,820 $4,293,961 $2,392,141 126%
In the area of Community Development, the following major budget changes were made for FY 27.
Economic Development – funds are added for mowing costs for additional acreage in Falling Branch,
Phase II.
BUDGET SUMMARY: 21
BUDGET SUMMARY
Utilities Division – PSA staff and daily operations officially transitioned to Montgomery County October
1, 2025. The integration of utilities services into a County department provides multiple opportunities for
improvement including streamlined administration to support stronger customer service.
The small reduction in Planning and GIS is due to changes in personnel costs due to turnover savings and benefit
changes between FY 26 and FY 27.
Other Agencies
Other Agencies FY 26 Approved FY 27 Recommended Difference % Change
Human Service Agencies $1,084,893 $1,122,101 $37,208 3%
Public Safety Agencies $1,215,480 $1,282,015 $66,535 5%
Educational/Cultural Agencies $570,203 $581,736 $11,533 2%
Environmental Agencies $183,218 $193,201 $9,983 5%
Economic Development Agencies $481,394 $411,302 $(70,092)-15%
TOTAL OTHER AGENCIES $3,535,188 $3,590,355 $55,167 2%
Other Agencies requests are evaluated each year based on existing funding agreements, board directives, and
funding alignment between local government support in the New River Valley. Significant increases were provided
to the New River Valley Emergency Communications Regional Authority, the Virginia Cooperative Extension, and
the Community Services Board for FY 27. The large reduction in Economic Development Agencies is due to a local
match requirement for federal grant funds supporting station facility construction improvements for the New River
Valley Passenger Rail that is no longer needed in FY 27.
Interfund Transfers
Interfund Transfers FY 26 Approved FY 27 Recommended Difference % Change
Transfer to School Operating Fund $65,254,517 $69,354,517 $4,100,000 6%
Transfer to Debt Service Fund $22,700,165 $22,700,165 $- 0%
Transfer to School Capital Fund $3,112,150 $3,173,200 $61,050 2%
Transfer to EDA Fund $380,000 $380,000 $- 0%
Transfer to County Capital Fund $5,047,150 $5,108,200 $61,050 1%
Transfer to Law Library $- $- $- -
TOTAL TRANSFERS $96,493,982 $100,716,082 $4,222,100 4%
Transfer to the School Operating Fund
County funding in the FY 27 budget for the School Operating Fund totals $69.4 million, which is an increase of
$4.1 million over the FY 26 approved budget.
Transfer to the Debt Service Fund
Funds are transferred to the Debt Service fund to cover the cost of County and School debt service.
Transfer to the School Capital Fund
2.5 cents of the real estate tax rate are earmarked for the School Capital Fund.
BUDGET SUMMARY: 22
BUDGET SUMMARY
Transfer to the Economic Development Authority (EDA)
Funds are transferred to the EDA for economic development incentives.
Transfer to the County Capital Fund
1.5 cents of the real estate tax rate are included for Fire and Rescue capital needs and 1 cent of the real estate
tax rate is earmarked for future capital projects, which includes $100,000 for the Valley to Valley Trail project. In
addition, $1,300,000 is transferred to address County capital maintenance needs. Other monies include $425,000
for the Parks Revitalization project and $210,000 to address technology infrastructure issues.
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY, APPENDIX A
All Funds Summary
25
Revenues By Type General Fund Law
Library School Operating School
Nutrition School Capital County
Capital Debt Service EDA Transfers Grand Total
General Property Taxes $140,128,106 $- $- $- $- $- $- $- $- $140,128,106
Other Local Taxes $18,363,548 $- $- $- $- $- $- $- $- $18,363,548
Other Undesignated Revenues $4,117,161 $- $- $- $- $- $- $- $- $4,117,161
Designated Revenues $22,505,033 $15,000 $92,197,000 $7,035,000 $- $- $1,493,080 $- $- $123,245,113
Fund Balance $- $2,600 $- $- $- $- $156,944 $- $- $159,544
Transfers In $- $- $69,354,517 $- $3,173,200 $5,108,200 $23,108,825 $380,000 $(101,398,837) $(274,095)
Total $185,113,848 $17,600 $161,551,517 $7,035,000 $3,173,200 $5,108,200 $24,758,849 $380,000 $(101,398,837) $285,739,377
Expenditures By Type General Fund Law
Library School Operating School
Nutrition School Capital County
Capital Debt Service EDA Transfers Grand Total
General Govt. Admin. $16,629,876 $- $- $- $- $- $- $- $- $16,629,876
Judicial Administration $3,557,150 $- $- $- $- $- $- $- $- $3,557,150
Public Safety $30,501,247 $- $- $- $- $- $- $- $- $30,501,247
General Services $10,082,513 $- $- $- $- $- $- $- $- $10,082,513
Health and Welfare $11,055,699 $- $- $- $- $- $- $- $- $11,055,699
Parks, Recreation, Cultural $4,686,965 $- $- $- $- $- $- $- $- $4,686,965
Community Development $4,293,961 $- $- $- $- $- $- $- $- $4,293,961
Other Agencies $3,590,355 $- $- $- $- $- $- $- $- $3,590,355
Subtotal General Govt Portion
of General Fund
$84,397,766 $- $- $- $- $- $- $- $- $84,397,766
Law Library $- $17,600 $- $- $- $- $- $- $- $17,600
Education $69,354,517 $- $161,142,857 $7,035,000 $- $- $- $- $(69,628,612) $167,903,762
School Capital $3,173,200 $- $- $- $3,173,200 $- $- $- $(3,173,200) $3,173,200
County Capital $5,108,200 $- $- $- $- $5,108,200 $- $- $(5,108,200) $5,108,200
Debt Service $22,700,165 $- $408,660 $- $- $- $24,758,849 $- $(23,108,825) $24,758,849
EDA $380,000 $- $- $- $- $- $- $380,000 $(380,000) $380,000
Total $185,113,848 $17,600 $161,551,517 $7,035,000 $3,173,200 $5,108,200 $24,758,849 $380,000 $(101,398,837) $285,739,377
All Funds Budget FY 2027
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY, APPENDIX B
Expenditures by Division
29
FY 25 FY 26 FY 27 Recommended Inc/(Dec) FY 27 Rec.
Over FY 26 Approved
Inc/(Dec) FY 27 Rec.
Over FY 26 Appropriated
DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $%$%
REVENUE SHARING 227,000 222,417 227,000 227,000 227,000 70,000 297,000 70,000 31% 70,000 31%
BOARD OF SUPERVISORS 312,995 248,339 339,301 343,301 365,446 - 365,446 26,145 8% 22,145 6%
COUNTY ADMINISTRATION 3,148,859 2,893,899 3,338,883 3,836,170 3,317,491 506,376 3,823,867 484,984 15% (12,303)0%
COUNTY ATTORNEY 541,268 522,725 519,313 536,200 513,988 - 513,988 (5,325)-1% (22,212)-4%
FINANCE 1,500,672 1,419,596 1,516,389 1,609,541 1,492,098 121,597 1,613,695 97,306 6% 4,154 0%
INSURANCE 251,056 224,511 286,090 286,090 286,090 - 286,090 - 0% - 0%
INFORMATION TECHNOLOGY 2,847,728 2,559,820 3,067,128 3,535,440 2,999,585 176,300 3,175,885 108,757 4% (359,555)-10%
COMMISSIONER OF THE REVENUE 1,492,051 1,401,161 1,491,333 1,556,380 1,490,638 - 1,490,638 (695)0% (65,742)-4%
REASSESSMENT - - - 1,100,000 - - - - - (1,100,000)-100%
TREASURER 1,195,742 1,114,206 1,247,158 1,366,132 1,243,011 57,200 1,300,211 53,053 4% (65,921)-5%
ELECTORAL BOARD 902,223 816,106 753,747 824,115 754,122 9,600 763,722 9,975 1% (60,393)-7%
CONTINGENCIES - GENERAL 358,290 - 785,307 780,519 785,307 58,000 843,307 58,000 7% 62,788 8%
CONTINGENCIES - SPECIAL 1,551,672 - 332,730 332,730 200,000 1,956,027 2,156,027 1,823,297 548% 1,823,297 548%
COMMONWEALTH ATTORNEY 2,120,039 2,032,290 2,125,647 2,295,075 2,126,644 5,000 2,131,644 5,997 0% (163,431)-7%
CIRCUIT COURT 287,398 278,421 301,271 322,583 301,164 13,000 314,164 12,893 4% (8,419)-3%
GENERAL DISTRICT COURT 21,711 13,948 21,711 21,711 21,711 - 21,711 - 0% - 0%
J & D RELATIONS COURT 20,524 8,076 20,524 26,114 20,524 - 20,524 - 0% (5,590)-21%
MAGISTRATE 5,000 2,190 5,000 5,000 5,000 - 5,000 - 0% - 0%
CIRCUIT COURT CLERK 1,005,842 927,596 995,903 1,222,953 1,064,107 - 1,064,107 68,204 7% (158,846)-13%
SHERIFF 20,797,965 19,766,279 21,707,874 23,148,838 21,971,431 301,772 22,273,203 565,329 3% (875,635)-4%
FIRE & RESCUE 1,762,469 1,452,858 1,609,228 1,998,031 1,564,228 20,626 1,584,854 (24,374)-2% (413,177)-21%
FIRE AND EMS 4,575,415 4,485,412 5,631,218 6,555,103 5,519,054 32,200 5,551,254 (79,964)-1% (1,003,849)-15%
ANIMAL CARE & ADOPTION CENTER 1,051,620 924,544 1,018,717 1,147,468 1,019,229 72,707 1,091,936 73,219 7% (55,532)-5%
GENERAL SERVICES 10,192,385 9,213,197 9,538,691 10,653,354 9,566,037 516,476 10,082,513 543,822 6% (570,841)-5%
CHILDRENS SERVICES ACT 2,504,396 2,385,902 2,104,396 2,104,396 2,104,396 - 2,104,396 - 0% - 0%
HUMAN SERVICES 614,004 518,595 579,915 649,701 575,478 - 575,478 (4,437)-1% (74,223)-11%
PUBLIC HEALTH 631,661 631,661 654,611 654,611 654,611 20,389 675,000 20,389 3% 20,389 3%
SOCIAL SERVICES 7,812,624 7,244,440 7,805,900 7,826,259 7,621,822 79,003 7,700,825 (105,075)-1% (125,434)-2%
PARKS & RECREATION 1,917,670 1,560,847 1,933,230 2,084,679 1,898,334 - 1,898,334 (34,896)-2% (186,345)-9%
REGIONAL LIBRARY 3,062,256 2,889,734 2,811,262 3,165,434 2,788,631 - 2,788,631 (22,631)-1% (376,803)-12%
PLANNING & GIS 1,691,710 1,297,027 1,226,784 1,582,262 1,203,952 - 1,203,952 (22,832)-2% (378,310)-24%
ECONOMIC DEVELOPMENT 873,831 856,980 675,036 707,734 671,401 24,239 695,640 20,604 3% (12,094)-2%
UTILITY DIVISION - - - 1,909,153 2,394,369 - 2,394,369 2,394,369 - 485,216 25%
Recap of Expenditures by Division, Fiscal Year 2027
30
FY 25 FY 26 FY 27 Recommended Inc/(Dec) FY 27 Rec.
Over FY 26 Approved
Inc/(Dec) FY 27 Rec.
Over FY 26 Appropriated
DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $%$%
OTHER AGENCIES 4,413,889 3,845,245 3,535,188 3,908,660 3,535,188 55,167 3,590,355 55,167 2% (318,305)-8%
TRANSFER TO SCHOOL OPERATING 68,269,275 65,630,332 65,254,517 67,869,646 65,254,517 4,100,000 69,354,517 4,100,000 6% 1,484,871 2%
TRANSFER TO DEBT SERVICE 22,700,165 22,801,235 22,700,165 22,700,165 22,700,165 - 22,700,165 - 0% - 0%
TRANSFER TO SCHOOL CAPITAL 2,987,730 2,987,730 3,112,150 3,112,150 3,173,200 - 3,173,200 61,050 2% 61,050 2%
TRANSFER TO HEALTH INSURANCE - - - 500,000 - - - - - (500,000)-100%
TRANSFER TO THE EDA 380,000 205,685 380,000 380,000 380,000 - 380,000 - 0% - 0%
TRANSFER TO LAW LIBRARY 36,728 36,728 - - - - - - - - -
TRANSFER TO COUNTY CAPITAL 18,778,990 18,778,990 5,047,150 5,271,280 5,108,200 - 5,108,200 61,050 1% (163,080)-3%
TOTAL GENERAL FUND $192,844,853 $182,198,719 $174,700,467 $188,155,978 $176,918,169 $8,195,679 $185,113,848 $10,413,381 6.0% $(3,042,130)-1.6%
GEN GOVT PORTION OF THE
GENERAL FUND $79,691,965 $71,758,019 $78,206,485 $88,822,737 $80,302,087 $4,095,679 $84,397,766 $6,191,281 7.9% $(4,424,971)-5.0%
Recap of Expenditures by Division, Fiscal Year 2027
DIVISION
FY 25 FY 26 FY 27 Recommended Inc/(Dec) FY 27 Rec.
Over FY 26 Approved
Inc/(Dec) FY 27 Rec.
Over FY 26 Appropriated
Appropriated Expended Approved Appropriated Base Addenda Total $%$%
LAW LIBRARY FUND $54,328 $33,514 $17,600 $35,160 $17,600 $- $17,600 $- 0% $(17,560)-50%
SCHOOL OPERATING FUND $154,598,257 $154,181,544 $153,629,395 $158,444,524 $157,451,517 $4,100,000 $161,551,517 $7,922,122 5% $3,106,993 2%
SCHOOL NUTRITION FUND $5,689,132 $6,001,934 $6,024,363 $6,024,363 $7,035,000 $- $7,035,000 $1,010,637 17% $1,010,637 17%
SCHOOL CAPITAL $2,987,730 $- $3,112,150 $3,112,150 $3,173,200 $- $3,173,200 $61,050 2% $61,050 2%
COUNTY CAPITAL $18,778,990 $2,754,588 $5,047,150 $5,271,280 $5,108,200 $- $5,108,200 $61,050 1% $(163,080)-3%
HEALTH INSURANCE FUND $- $- $- $500,000 $- $- $- $- - $(500,000)-100%
DEBT SERVICE FUND $25,220,773 $24,702,715 $24,801,698 $24,801,698 $24,758,849 $- $24,758,849 $(42,849)0% $(42,849)0%
EDA $380,000 $205,685 $380,000 $380,000 $380,000 $- $380,000 $- 0% $- 0%
GRAND TOTAL ALL FUNDS (INC
TRANSFERS) $400,554,063 $370,078,700 $367,712,823 $386,725,153 $374,842,535 $12,295,679 $387,138,214 $19,425,391 5.3% $413,061 0.1%
INTERFUND TRANSFERS $(113,561,548) $(110,849,360) $(96,902,642) $(100,241,901) $(97,298,837) $(4,100,000) $(101,398,837) $(4,496,195)4.6% $(1,156,936)1.2%
GRAND TOTAL EXCLUDING
TRANSFERS $286,992,515 $259,229,340 $270,810,181 $286,483,252 $277,543,698 $8,195,679 $285,739,377 $14,929,196 5.5% $(743,875)-0.3%
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY, APPENDIX C
One-Time Funding
ONE TIME FUNDING : 33
ONE-TIME FUNDING
Appendix C: One-Time Funding
During the FY 27 budget process, County divisions made several one-time funding requests. These one-time
funding items were excluded in the FY 27 Proposed Budget because they can be funded with one-time only
money, which would reduce the overall cost of the budget and avoid any impact on the tax rate for FY 27. One-time
funding of $832,434 will be requested in July 2026. Following are the specific items to be addressed.
• $71,000 in One-Time Funding for Information Technology Needs – $71,000 in one-time funding is
needed in FY 27 for one-time labor costs to improve the network infrastructure, increasing reliability and
connectivity.
• $21,960 In One-Time Funding for Office of Elections Needs – $21,960 in one-time funding is
needed in FY 27 for twelve additional Poll Pads for the County’s largest precincts to accomodate same day
registration. The associated recurring costs total $3,600 and are included in the FY 27 proposed budget.
• $148,869 In One-Time Funding for Sheriff’s Department Needs – $148,869 in one-time funding is
needed in FY 27 to pay down Montgomery County Sheriff’s Office employees’ compensatory time balances
to 240 hours, for those whose balances currently exceed that amount. Currently, employees are not
compensated for this time until they either leave the department or reach the maximum federal limit of 480
hours. Allowing this option will have a positive and measurable impact on departmental performance by
improving morale, job satisfaction, and engagement. Moreover, adding this option would bring MCSO more
in line with surrounding law enforcement agencies who pay for overtime, as well as reduce the number of
compensatory leave hours carried on the books for future payout by the County.
• $337,700 In One-Time Funding for Fire and EMS Needs:
• $187,700 in one-time funding is needed in FY 27 to purchase equipment for a Whole-Blood Program
capable of storing and administering whole blood to trauma patients who need it, replace and upgrade
three cardiac monitors, and purchase a stairchair to assist with moving patients out of areas with steps.
• $150,000 in one-time funding is needed in FY 27 to replace and upgrade stabilization equipment
carried on the department’s heavy rescue truck to address reliability, safety, and capability gaps when
responding to heavy vehicle crashes, industrial/agricultural entrapments, and other complex rescue
incidents.
• $195,000 in One-Time Funding for General Services Needs:
• $65,000 in one-time funding is needed in FY 27 to replace aging and failing compactor equipment at
the Merrimac Consolidated Site.
• $130,000 in one-time funding is needed in FY 27 for professional groundwater monitoring services
at Thompson Landfill to stay in compliance with DEQ and implementation of a corrective action plan,
including well drilling and media injection for three new wells and additional reporting. The recurring
costs total $23,000 and are included in the FY 27 proposed budget.
• $32,000 in One-Time Funding for Library Needs – $32,000 in one-time funding is needed in FY 27
to replace outdated routers. The current hardware will no longer be supported after October 2026. This
purchase will preserve current connection capability and network security for the branches. Without
licensed vendor supported routers, no online services except public wireless would function. The library
automated system, office applications, cataloging and acquisitions, calendaring and scheduling, public
catalog, public internet, and staff internet all rely on these routers to function.
ONE TIME FUNDING : 34
ONE-TIME FUNDING
• $25,905 in One-Time Funding for Planning and GIS Needs:
• $8,000 in one-time funding is needed in FY 27 for the purchase of a large-format plotter to improve
efficiency, accuracy, and service delivery for both the Planning and GIS Department and other County
departments. The current plotter is nearing the end of its expected lifespan.
• $17,905 in one-time funding is needed in FY 27 begin the implementation of the Montgomery
Matters Comprehensive Plan’s land use recommendations. This work will assist in coordinating the
recommendations and outcomes of the Comprehensive Plan into the Zoning Ordinance update project.
One-time Items Removed from FY 2027 Proposed Budget
One-Time Amount Recurring Amount in
FY 27 Budget
IT - Richweb $71,000 $-
Voter Registrar - Pollpads $21,960 $3,600
General Government Administration $92,960 $3,600
Sheriff - County - Paying Down Compensatory Leave Balances $148,869 $-
Fire and EMS - Whole Blood Program & Stabilization Items $337,700 $-
Public Safety $486,569 $-
General Services - Replacement Compactor $65,000 $-
General Services - Thompson Landfill $130,000 $23,000
General Services $195,000 $23,000
Library - IT Equipment - Routers $32,000 $-
Parks, Recreation, Cultural $32,000 $-
Planning and GIS - Large Format Plotter $8,000 $-
Planning and GIS - Consulting and Software Contract $17,905 $-
Community Development $25,905 $-
Total $832,434 $26,600
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY, APPENDIX D
Summary of Full-Time
Employees/Equivalents
Department
Approved
Full-Time
FY 25
Approved
Part-Time
FY 25
Approved
Total
FY 25
Approved
Full-Time
FY 26
Approved
Part-Time
FY 26
Approved
Total
FY 26
Recommended
Full-Time
FY 27
Recommended
Part-Time
FY 27
Recommended
Total
FY 27
County Administration 7.00 0.00 7.00 7.00 0.00 7.00 7.00 0.00 7.00
Emergency Services 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Human Resources 5.00 0.00 5.00 6.00 0.00 6.00 6.00 0.00 6.00
Management and Budget 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00
Public Relations & Community Engagement 5.00 0.00 5.00 5.00 0.00 5.00 5.00 0.00 5.00
Assessment 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00
County Attorney 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
Finance Department 9.00 0.00 9.00 9.00 0.00 9.00 10.00 0.00 10.00
Purchasing 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
Information Technology 11.50 0.00 11.50 12.50 0.00 12.50 12.50 0.00 12.50
Commissioner of Revenue 17.00 0.00 17.00 17.00 0.00 17.00 17.00 0.00 17.00
Treasurer 13.00 0.00 13.00 13.00 0.00 13.00 13.00 0.00 13.00
Registrar/Electoral Board 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00
Internal Services-Garage 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Commonwealth Attorney 17.00 0.00 17.00 18.00 0.00 18.00 19.00 0.00 19.00
Circuit Court 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00
Clerk of Circuit Court 11.00 0.00 11.00 11.00 0.00 11.00 12.00 0.00 12.00
Sheriff-Civil and Court Security 15.00 4.00 19.00 15.00 4.00 19.00 14.00 4.00 18.00
Sheriff-Jail Operations 27.00 0.00 27.00 35.00 0.00 35.00 35.00 0.00 35.00
Sheriff-Field Operations 71.00 0.50 71.50 72.00 0.50 72.50 73.00 0.50 73.50
Sheriff-Dispatch 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sheriff-Support Services 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00
Sheriff-School Resource Officers 11.00 0.00 11.00 11.00 0.00 11.00 14.00 0.00 14.00
Fire and EMS 37.00 0.00 37.00 50.00 0.00 50.00 50.00 0.00 50.00
Animal Care and Adoption Center-Co 7.50 0.50 8.00 7.50 0.50 8.00 8.50 0.50 9.00
Animal Care and Adoption Center-Donations 3.50 0.00 3.50 3.50 0.00 3.50 3.50 0.00 3.50
General Services Administration 4.30 0.00 4.30 4.30 0.00 4.30 5.30 0.00 5.30
Animal Control 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00
Building & Grounds 8.00 0.00 8.00 8.00 0.00 8.00 9.00 0.00 9.00
Housekeeping 12.00 0.00 12.00 13.00 0.00 13.00 13.00 0.00 13.00
Lawns and Landscaping 5.00 0.00 5.00 7.00 0.00 7.00 7.00 0.00 7.00
Litter Control 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00
Solid Waste Collections 5.00 3.60 8.60 5.00 3.00 8.00 4.00 3.00 7.00
Garage 2.00 0.00 2.00 2.00 0.00 2.00 3.00 0.00 3.00
Stormwater Management 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
Summary of Authorized Full Time or Full Time Equivalent (FTE) Positions
37
Department
Approved
Full-Time
FY 25
Approved
Part-Time
FY 25
Approved
Total
FY 25
Approved
Full-Time
FY 26
Approved
Part-Time
FY 26
Approved
Total
FY 26
Recommended
Full-Time
FY 27
Recommended
Part-Time
FY 27
Recommended
Total
FY 27
Building Inspections 6.00 0.00 6.00 7.00 0.00 7.00 7.00 0.75 7.75
Human Services 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
Volunteer Montgomery 3.00 0.50 3.50 3.00 0.50 3.50 3.00 0.50 3.50
Social Services 70.00 0.00 70.00 71.00 0.00 71.00 73.00 0.00 73.00
Parks & Recreation 13.00 0.00 13.00 15.00 0.00 15.00 15.00 0.00 15.00
Regional Library 18.00 3.75 21.75 19.00 3.75 22.75 19.00 4.25 23.25
Planning 8.00 0.00 8.00 8.00 0.00 8.00 8.00 0.00 8.00
GIS 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
Economic Development 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00
Utilities-Water 0.00 0.00 0.00 0.00 0.00 0.00 12.00 0.00 12.00
Utilities-Wastewater 0.00 0.00 0.00 0.00 0.00 0.00 10.00 0.00 10.00
Special Contingencies 0.00 0.00 0.00 3.00 0.00 3.00 0.00 0.00 0.00
TOTAL 453.80 13.85 467.65 489.80 13.25 503.05 520.80 14.50 535.30
38
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY, APPENDIX E
Graphs
41
Mobile Homes
0.1%
Merchants Capital
0.0%
Delinquent Taxes
1.6%
Business Personal Property
2.2%
Machinery & Tools
1.3%
Other
3.0%
Sales and Use Tax
4.8%
Personal Property
7.9%
Real Estate
35.9%
Designated $'s
43.1%
WW hheerr ee II tt
CC oo mmeess FF rr oo mm
FFYY 22002277 PP rroo ppoosseedd BBuuddggeett
$$22 8855..77 MM ii ll ll ii oonn
43
Law Library
0.0%
General Govt Portion of General Fund
29.5%
County Capital
1.8%
EDA
0.1%
Debt Service -County
1.8%
Debt Service -Schools
6.9%All School Funds
59.9%
WW hheerr ee II tt GGoo eess
FFYY 22002277 PP rroo ppoosseedd BBuuddggeett
$$228855..77 MM ii ll ll iioo nn
45
Mobile Homes
0.1%
Merchants Capital
0.0%
Delinquent Taxes
2.9%
Business Personal Property
3.8%
Machinery & Tools
2.3%
Other
5.4%
Sales and Use Tax
8.5%
Personal Property
13.9%
Real Estate
63.1%
UUnnddeess ii ggnnaatt eedd
RR eevv eennuuee
FFYY 22002277 PP rroo ppoosseedd BBuuddggeett
$$116622 ..66 MM ii ll ll ii oo nn
47
General Govt. Admin.
9.0%
Judicial Administration
1.9%
Public Safety
16.5%
General Services
5.4%
Health and Welfare
6.0%
Parks, Recreation, Cultural
2.5%
Community Development
2.3%
Other Agencies
1.9%
Law Library
0.0%
Education
37.5%
School Capital
1.7%County Capital
2.8%
Debt Service
12.3%
EDA
0.2%
GGeenneerraall FFuunndd
FF YY 22002277 PP rrooppoosseedd BBuuddggeett
$$118855..11 MM ii ll llii oonn
49
General Govt. Admin.
19.7%
Judicial Administration
4.2%
Public Safety
36.1%
General Services
11.9%
Health and Welfare
13.1%
Parks, Recreation, Cultural
5.6%Community Development
5.1%
Other Agencies
4.3%
GGeenneerraall
GGoo vv eerr nnmmeenntt
FFuunncctt ii oo nnss
FFYY 22002277 PP rrooppoosseedd BBuuddggeett
$$88 44 ..44 mmii ll ll ii oonn
51
Revenue Sharing
1.8%
Board of Supervisors
2.2%
County Administrator
23.0%
County Attorney
3.1%
Financial Services
9.7%
Insurance
1.7%
Information Technology
19.1%
Commissioner of Revenue
9.0%
Treasurer
7.8%
Registrar/Electoral Board
4.6%
General Contingencies
5.1%
Special Contingencies
13.0%
GGeenneerraall
GGoo vv eerr nnmmeenntt
AA ddmmii nnii sstt rraatt ii oo nn
FFYY 22002277 PP rrooppoosseedd BBuuddggeett
$$1166..66 mmiill ll ii oo nn
53
6%
42.1
0%
42.1
5%
44.2
3%
45.5
2%
46.5
3%
48.0
8%
51.8
3%
53.4
1%
53.9
4%
56.0
4%
58.4
5%
61.5
6%
65.3
6%
69.4
0
10
20
30
40
50
60
70
80
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027MILLIONS -PERCENTAGE REPRESENTS YOY INCREASEFFIISS CCAA LL YY EEAA RR
ALL YEARS ARE NET OF COUNTY FUNDING PROVIDED FOR SCHOOL DEBT SERVICE AND SCHOOL CAPITAL
CC oo uunntt yy FF uunnddii nngg ff oo rr SS cchhoo oo ll OO ppeerr aatt ii nngg
55
School Operating
94.0%
School Nutrition
4.1%
School Capital
1.9%
SS cchhoo oo ll FFuunnddss
FFYY 2200 2277 PP rrooppoosseedd BBuuddggeett
$$117711 ..11 mmii ll llii oo nn
Proposed Budget for Fiscal Year 2027
BUDGET SUMMARY, APPENDIX F
Organization Chart
59
CITIZENS
Board of
Supervisors
County
Administrator County Attorney
Economic
Development
Chief Financial
Officer (CFO)
Deputy County
Admininstrator
Constitutional
Officers
• Clerk of the Circuit Court
• Commissioner of the Revenue
• Commonwealth Attorney
• Sheriff
• Treasurer
General
Assembly
Courts
Electoral Board
Director of
Elections
Social Services
Library
Other Boards/
Commissions
Library Board
Social Services
Board
School Board
Schools
New River
Health District
Other Agencies
Fire/Rescue
Volunteers
Fire and EMS
Parks and
Recreation
Planning and
GIS Services
MONTGOMERY COUNTY, VIRGINIA
Organization ChartElected
Hired
County provides funding
Appointed
County Department
Human
Resources
Public Relations &
Comm. Engagement
Finance
Management
and Budget
Assessment
General Services
Assistant County
Administrator
Information
Technology
Human Services
Animal Care and
Adoption Center
Utilities
Proposed Budget for Fiscal Year 2027
UNDERSTANDING THE
BUDGET
UNDERSTANDING THE BUDGET PROCESS: 63
UNDERSTANDING THE BUDGET PROCESS
Preparation of the Annual Budget
Montgomery County’s annual budget begins with the development of the proposed budget, the budget
recommended by the County Administrator, and ends with the approved budget, which has been reviewed,
adjusted and approved by the Board of Supervisors (Board).
The County’s annual budget process begins in the fall of each year, when divisions, departments and agencies
submit budget requests for the upcoming fiscal year. In January and February, County staff develop the proposed
budget. The proposed budget and budget document are presented to the Board in March of each year. During
that time, the Board begins deliberations to adjust the budget and develop the County’s approved budget. During
budget deliberations, the Board holds public hearings for citizen comments and conducts work sessions. Citizen
comments assist the Board of Supervisors in making decisions regarding spending. After budget adjustments, the
final approved budget is adopted in April and becomes effective July 1. The budget runs on a fiscal year basis and
is effective July 1 through June 30. The County’s 2027 Budget Calendar is shown below (some changes may occur
during the process):
Fiscal Year 2027 Budget Calendar
DATE TIME ACTIVITY
July - August 2025 Prior year-end expenditure and revenue analysis; revenue analysis for
FY 2027 begins.
September -
October 2025
Budget targets and budget instructions are developed for FY 2027
Proposed Budget.
November 2025 FY 2027 budget forms and instructions are sent to county divisions and
external agencies.
December 2025 Budget requests for FY 2027 are due.
January - February
2026
Staff begins the development of the FY 2027 Proposed Budget.
Jan. 26, 2026 7:15 PM Public Hearing for citizen input.
Feb. 9, 2026 7:15 PM Revenue estimates. (Work Session)
Feb. 23, 2026 7:15 PM Superintendent presents the Proposed FY 2027 MCPS budget to the
Board of Supervisors. (Work Session)
Mar. 9, 2026 7:15 PM Presentation of the FY 2027 Proposed Budget.
Mar. 16, 2026 7:00 PM Joint meeting with MCPS. (Special Meeting)
Mar. 23, 2026 7:15 PM Establish advertised tax rate and advertised budget. (Work Session)
Apr. 9, 2026 6:30 PM Public Hearing on advertised tax rate and budget. (Special Meeting)
Apr. 20, 2026 6:30 PM Adopt budget and establish tax rate. (Special Meeting)
May - June 2026 Year-end revenue and expenditure estimates are finalized for FY 2026
and transfers are made to close the year.
July 1, 2026 New Fiscal Year begins.
UNDERSTANDING THE BUDGET PROCESS: 64
UNDERSTANDING THE BUDGET PROCESS
Budget Development Phase
The Budget in General
The County’s budget is the government’s estimated revenues and expenditures for the fiscal year that begins on
July 1 and ends on June 30. It consists of operating and capital budgets for county programs and services. The
budget also allocates funds for the operating and capital needs of the public school system and contributes to a
number of other agencies.
The County’s budget consists of the following funds:
• General Fund – which provides funding for the day-to-day operations of the County government.
• Law Library Fund – which provides funding for the day-to-day operations of the law library.
• School Operating Fund – which provides funding for the day-to-day operations of the School
system.
• School Nutrition Fund – which provides funding for the day-to-day operations of the School food
program.
• County and School Capital Funds – which provides an annual cash-to-capital allocation for new
county and school capital needs.
• Debt Service Funds – which provides funding to cover the County and School’s outstanding debt
obligations.
• EDA Incentive Fund – which provides funding for economic development initiatives.
The County’s Budget Process
In November of each year, County divisions are provided with budget targets for the upcoming fiscal year. The
base budget target represents the base of personnel and operating costs anticipated for the upcoming year based
on the prior year approved budget with adjustments made for personnel changes and mandates. One-time only
funding from the prior year is excluded from the base budget. Along with the base budget target, County divisions
are also provided the opportunity to request addenda items, which represent dollars over and above the base
budget.
Base Budget Targets allow for the delineation between previously approved funding levels and requested
increases.
Base Budget Targets are established as follows:
JANUARY
S M T W T F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
FEBRUARY
S M T W T F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
MARCH
S M T W T F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
APRIL
S M T W T F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30
CALENDAR KEY: Regular Meeting Work Session Special Meeting
UNDERSTANDING THE BUDGET PROCESS: 65
UNDERSTANDING THE BUDGET PROCESS
• Personal Services - Includes all positions approved up to the issuance of the proposed budget
and covers the estimated costs in fringe benefits.
• Operations and Maintenance - Caps funding at the level of the prior year approved budget, less
adjustments for one-time only expenditure items.
• Capital Outlay - Most capital outlay is removed from the base budget target as typically it is a non-
recurring expense. Some divisions maintain a permanent capital outlay allocation as they utilize
the funding on a yearly basis to replace equipment on an existing replacement plan. Examples
include motor vehicle and computer replacements.
Addenda Requests are increased funding over and above the Base Budget Targets. They must be presented as
Addenda to the Base Budget. This means that additional justification for increased funding or the inclusion of
capital outlay dollars must be provided with the request.
These adjustments are designed to clearly identify increases to operations and initiatives proposed by
departments. The chart below illustrates the process.
All budget requests (base budget request and addenda) are due in December of each year and are evaluated for
inclusion in the upcoming budget. When making budget requests, County divisions must address the following:
• Is there sufficient workload to justify the request?
• Is there sufficient need to justify the request?
• Is the request related to a state or federal mandate?
• Are there legal requirements that will not be met if the request is not funded?
• Is the request linked to a specified outcome that is community or board driven?
• What tangible benefits can the County expect to experience as a result of funding the request?
All budget requests are evaluated based on available funding and the justification listed above.
How to Understand and Use This Document
With the goal of allowing decision-makers to focus on broader issues, the budget document consolidates similar
Base Budget
Base Budget
Addenda
Estimated costs for continued
operations
Based on prior year approved
budget with adjustments
Excludes:
Office Furniture
Other Equipment
Dollars over and above the base
budget target for operating and
capital items
Dollars requested for new or
expanded services (initiatives)
Addenda
Total Budget + =
UNDERSTANDING THE BUDGET PROCESS: 66
UNDERSTANDING THE BUDGET PROCESS
functions. The FY 2027 budget continues to consolidate information and array budget data in ways that facilitate a
broader understanding.
This budget document includes both the County’s general government operating budget, the Montgomery County
Public Schools’ operating and nutrition budgets, the law library budget, County and School capital budgets, the
debt service budget, and the economic development incentive budget.
The FY 2027 budget document is organized into 20 major headings, each of which is separated by a large divider
tab:
• Budget Message
• Table of Contents
• Budget Summary
• Understanding the Budget
• Revenue Summary
• Summary by Function
• Expenditure Plans
• General Government Administration
• Judicial Administration
• Public Safety
• General Services
• Health and Welfare
• Parks, Recreation, and Cultural
• Community Development
• Other Agencies
• Transfers
• Law Library
• Education
• Debt Service
• County Capital
Included under the last section; Expenditure Plans, are the 34 major County Divisions or budget categories,
which include Division expenditures, revenues earmarked for use by the specific Division, and County funding
provided. Each of these sub-sections includes the Division’s Organizational Chart, Financial Data, Personnel, Key
Performance Indicators (KPIs), Description of the Division, Base Budget Discussion, Addenda Discussion, which
includes the County Administrator’s recommendation. Also included are each Department’s Description and
Financial Data.
Division Financial Data - Provides a recap of the Division’s funding history, including the Base Budget and
addenda requests, and recommended funding by three categories:
• Personal Services
• Operations and Maintenance
• Capital Outlay
Department Description and Financial Data - Presents historical budget data by major category for each
department. The following column headings are used:
UNDERSTANDING THE BUDGET PROCESS: 67
UNDERSTANDING THE BUDGET PROCESS
• FY 25 Revised Budget
• FY 25 Actual Budget
• FY 26 Approved Budget
• FY 27 Base Budget
• FY 27 County Administrator’s Recommended Addenda
• FY 27 County Administrator’s Recommended Total
The County Administrator’s Recommendation column identifies the amount of funding recommended for each
major cost category by base budget and addenda.
Revenue that has been designated to offset expenditures in divisions is also presented. These sources include
State Compensation Board funding, fees and permit charges collected by the respective divisions and other
sources related to each specific function. In the presentation format, designated revenues are totaled and
subtracted from the expenditures, identifying the amount of the County’s undesignated general fund revenue
needed to support the division’s expenditures.
The County’s General Government portion of the General Fund (which consists of individual county divisions) have
been further consolidated into 8 functional areas: General Government Administration; Judicial Administration;
Public Safety; General Services; Health and Welfare; Parks, Recreation, Cultural; Community Development; and
Other Agencies. Appropriation control is set at these functional areas.
The Process and Approvals Required to Amend the Budget
After the budget is approved by the Board, the final approved budget is appropriated and becomes effective July 1.
After July 1, the Board makes adjustments through additional appropriations. The budget is an estimate; therefore,
as revenues and expenditure needs change, the appropriation may be adjusted. This can mean additional
appropriations or reductions of appropriations. If the budget amendment exceeds 1% of the total expenditures
shown in the currently adopted budget, the Board will hold a public hearing to gather citizen input. These
adjustments are approved at the Board level.
How the Original Budget and Amendments are Incorporated into the
Accounting System
Each month, the Board holds public meetings where appropriations are approved if necessary. After these
approvals, the appropriations are entered into the County’s financial system. Expenditures can then be made by
the division using the budget adjustment. The County’s accounting system separately keeps track of the County’s
original and revised budget. The revised budget changes throughout the year as appropriations are adjusted.
Basis of Accounting and Basis of Budgeting
The County’s accounting system is organized and controlled on a fund basis. The basis of accounting refers to
the accounting method the County utilizes to recognize revenues and expenses. There are three ways in which
a governmental entity can recognize revenue and expenses: cash, accrual, modified accrual basis. Under the
cash basis method, revenue is recognized when cash is received and expenses are recognized when paid. Under
accrual basis, revenue is recognized when earned and expenses are recognized when incurred. Modified accrual
basis is a hybrid of cash basis and accrual basis. It recognizes revenues when they become both measurable and
available. Expenditures are generally recognized when the related fund liability is incurred.
The County operates on the modified accrual basis of accounting for both budgetary and accounting purposes.
UNDERSTANDING THE BUDGET PROCESS: 68
UNDERSTANDING THE BUDGET PROCESS
This means that the County recognizes revenues when they become both measurable and available. Expenditures
are generally recognized when the related fund liability is incurred.
How Budgetary Compliance is Monitored and Enforced
Division directors are responsible for individual budgetary compliance. Divisions are required to monitor and adjust
their individual budgets and spending habits as needed throughout the year. They are required to stay within their
approved expenditure authority.
The County’s Office of Management and Budget monitors budgetary compliance at the macro level to ensure
compliance with the County’s financial policies. With the consolidation of County divisions into the 8 major
functional areas: General Government Administration; Judicial Administration; Public Safety; General Services;
Health and Welfare; Parks, Recreation, Cultural; Community Development; and Other Agencies; budgetary control
has been set at each major functional area. Division directors are still required to stay within their approved
division expenditure authority; however, the County Administrator has the ability to approve transfers within
each major function without board approval. Within each division, directors can move funds between individual
line items, with the exception of salary line items, which require approval of the Finance Director or the Budget
Director.
Allowing the County Administrator to approve transfers within each major function without board approval provides
better operational efficiency and reduces the number of budget amendments required annually.
Conclusion
The Board of Supervisors uses this combination of documents and information to review and approve the annual
budget. It is available as public information for review by any citizen who requests access to it and is found on the
County’s web site at www.montva.com. A glossary of financial terms begins in the following section in an effort to
assist citizens in reviewing and understanding the County’s budget. If you have any questions about the County’s
budget or the budget process, please contact Montgomery County’s Office of Public Relations and Community
Engagement at 540-382-5700.
GLOSSARY OF TERMS: 69
GLOSSARY OF TERMS
Addenda Request
The request for funding amounts over and above the designated Base Budget targets.
Appropriation
An approval by the Board of Supervisors for County staff to make an expenditure or to incur debt using government
resources. These are usually for specific, stated amounts over a one-year period.
Appropriation Resolution
An official act by the Board of Supervisors providing staff the legal authority to obligate or spend County funds.
Approved Budget
The budget enacted by the Board of Supervisors.
Assessed Value
The fair market value placed by the Commissioner of Revenue on personal and real property owned by County
citizens. Real estate values are reassessed every four years.
Base Budget
A budget that shows how much it would cost in the next fiscal year to operate the same programs approved in the
current year.
Basis of Accounting
The basis of accounting refers to the accounting method the County utilizes to recognize revenues and expenses.
Budget
A financial plan for operating the County using estimates of costs (expenditures) and proposed methods for
offsetting those costs (revenues).
Budget Calendar
The County’s schedule of deadlines and events related to preparing and adopting the next year’s budget.
Budget Document
The County staff’s official report, which presents the proposed budget to the Board of Supervisors.
Budget Message
The County Administrator’s written synopsis of the proposed budget. This message analyzes budgeting issues
and specific programs within the context of the County’s economic climate. In addition, it gives the County
Administrator an opportunity to highlight certain noteworthy recommendations.
Capital Assets
Fixed assets with a value of at least $5,000 and an anticipated useful life of more than one year. Furniture and
equipment are examples of fixed assets.
Capital Improvement Program
The County’s five-year plan for completing capital projects on an annual basis, with tentative beginning and ending
dates for each, and anticipated costs and options for financing them.
GLOSSARY OF TERMS: 70
GLOSSARY OF TERMS
Capital Projects
Large one-time construction projects or purchases that are expected to provide services to citizens over a period of
time. Examples of capital projects are the construction of new schools, fire stations, etc.
Contingencies
Special monies set aside for unforeseen costs or emergencies, or for special purposes that may require further
analysis.
Debt Service
The repayment of County debt, including principal and interest.
Expenditures
The cost of, or payment for, goods and services used in County operations.
FTE
Full Time Employee or Full Time Equivalent.
Fiscal Year
The County’s financial reporting year, which begins on July 1 and ends on June 30 of the next calendar year.
Function
An overall activity performed by a division or organization. The County’s budgets are divided into personal services,
operations and maintenance, and capital outlay.
General Fund
The part of the budget that accounts for day-to-day operating expenses for the County, including dollars
transferred from the General Fund for support of the School System.
General Obligation Bonds
A promise from County government to pay for bonded debt (essentially a loan) based on its full faith and credit or
basic power to pay debts with tax revenue. These bonds are used to finance long-term projects through payments
of principal and interest over a period of years.
Grant
A gift of assets, usually cash, by one source to another organization. The County receives most of its grants for
specific projects or programs from the federal or state government. However, private foundations sometimes
contribute funds to the County.
Proposed Budget
The initial budget prepared for and proposed to the Board of Supervisors by the County Administrator.
Revenue
Income or increased assets for a specific fund.
Tax Exempt Revenue Bonds
Under the lease revenue method, the County transfers a “lease hold interest” (the legal right to use the property)
to the Economic Development Authority (EDA). The EDA then “leases back” these facilities and projects to the
County for a term equal to the debt service term. The lease payments cover the debt service term. These issuances
GLOSSARY OF TERMS: 71
GLOSSARY OF TERMS
are also structured with a Trustee, who must enforce all obligations. Consequently, the Trustee collects rental
payments, pays bondholders, and monitors requisitions on the use of funds and issues checks to vendors from the
proceeds.
Tax Levy
The total dollar amount of tax that should be collected based on existing tax rates and assessed values of personal
and real properties.
Tax Rate
The level at which taxes are imposed or charged for certain property owned by citizens and businesses.
Unemployment Rate
The Virginia Employment Commission’s (VEC’s) report of persons who are actively filed as not holding, but are
seeking, a job for which they would receive compensation. This does not include persons who have no job, but do
not consult the VEC for job placement services.
Proposed Budget for Fiscal Year 2027
UNDERSTANDING THE BUDGET PROCESS,
APPENDIX A
75
Proposed Budget for Fiscal Year 2027
REVENUE SUMMARY
REVENUE SUMMARY: 79
REVENUE SUMMARY
Revenue Forecasting
Montgomery County’s general revenue forecast is developed based on past revenue trends, current revenue
collections, and current and future local growth patterns. The County’s local economy, along with state and federal
influences, contributes to the revenue picture. Budget staff, with data from the Commissioner of the Revenue and
Treasurer offices, work throughout the year evaluating revenue trends, collection rates, and growth patterns to
determine the revenue projection.
Local, state, and national economic conditions all influence the local fiscal environment. The County’s revenue
structure, job base, and major economic contributors provide a strong foundation for sustained growth.
Montgomery County is home to Virginia Tech, the second largest public university in Virginia. Virginia Tech is also
the largest employer in the County, providing jobs for approximately 13,000 employees. Montgomery County is
fairly unique in that Virginia Tech’s presence in the community provides a stable foundation for economic growth.
However, even with the presence of a stable and large employer, the local economy remains heavily dependent
on the broader state and national economies. These broader economies are some of the most important factors in
predicting increased revenue growth, even at the local level.
The sudden onset of the pandemic in March of 2020 created a host of challenges for the economy and revenue
forecasting. In March of 2020, the Coronavirus Aid, Relief, and Economic Security Act, also known as the CARES
Act, provided direct cash stimulus payments to individuals, as well as economic assistance to workers, businesses
and state and local governments. In December of 2020, a second pandemic relief package provided direct cash
stimulus payments to individuals, as well as economic assistance to workers and businesses. In March of 2021,
the Federal Government passed the American Rescue Plan Act, a third round of legislation totaling $1.9 trillion,
that provided additional direct aid, added unemployment benefits, and $350 billion of aid to state and local
governments.
As the government responded to the pandemic, the Federal Reserve (America’s Central Bank) decreased interest
rates sharply to near zero and increased its balance sheet through Quantitative Easing (QE) to increase the money
supply. Easy money, coupled with supply chain issues and increased demand for goods and services, created
inflationary pressure. Inflation started to rise in November of 2021 and hit 40-year highs, peaking in June of 2022.
To address this surge in inflation, the Federal Reserve began increasing interest rates in March of 2022. The
Federal Reserve increased the federal funds rate from near zero to a peak target rate of 5.25% to 5.5% in July of
2023. As inflation eased and the economy cooled over 2023 and 2024, the Federal Reserve began reducing rates.
The current federal funds target rate (as of February 2026) is 3.5% to 3.75% and represents a 1.75% reduction
since the peak rate in July of 2023. The Fed has signaled the potential of two additional rate reductions in 2026,
targeting a federal funds rate of around 3% to 3.25%. The Neutral Rate, the rate at which monetary policy is
neither contractionary nor expansionary, is estimated at 3%.
National Economic Outlook
The condition of the County economy is greatly affected by national and state economic conditions.
National Economic Outlook
Evaluating the current state of the economy is difficult as there is often a lag between when information and data
are available and the County’s ability to evaluate the impact of that information and data. The U.S. economy
continues to remain strong. Some economists suggest that the US is in a K-shaped economy in which the top 20%
of Americans are spending and keeping the economy strong, while the bottom 80% of Americans are struggling.
This K-shaped economic growth is likely to continue throughout 2026.
While there is some uncertainty around fiscal and monetary policy decisions, the overall US economic outlook for
REVENUE SUMMARY: 80
REVENUE SUMMARY
2026 is positive with moderate growth projected. The labor market is expected to stabilize and GDP is projected to
expand as the drag from tariffs subsides. Inflation, however, is still above the Fed’s 2% target rate and is projected
to remain above that target through 2028. Most analysts agree that a recession is unlikely in 2026; however, there
are still risks to the economy. Labor market uncertainty, higher unemployment and inflation above the targeted 2%
could create a drag on the economy.
Gross Domestic Product (GDP)
GDP is one of the broadest measures of the economy. This measure affects interest rates, fiscal budgeting, and
U.S. monetary policy. According to the Bureau of Economic Analysis, the real GDP of the U.S. increased at a rate of
1.4% in the fourth quarter of 2025. In the third quarter, real GDP increased 4.4%. Analysts expect the economy to
grow by 1.4% to 2.6% for 2026 and 1.8% to 2.6% for 2027. The ideal range for manageable GDP growth is in the
2% to 3% range.
Unemployment
The unemployment rate is a second measure of the broader economy. According to the Bureau of Labor Statistics,
the national unemployment rate for 2025 was 3.9%, down from 4% reported in 2024. Comparing the latest
information, the unemployment rate for December 2025 was 4.4%, up from 4.1% in December 2024. Economists
estimate that the unemployment rate will be between 4.2% and 4.6% in 2026 and 4.0% and 4.5% in 2027.
Inflation – Consumer Price Index (CPI)
The Consumer Price Index (CPI) is a measure of inflation. The CPI is also a measure that personally impacts most
Americans. Unlike recent years, when the U.S. experienced low inflation, the annual rate of inflation accelerated
in 2021 and 2022 to a near 40-year high. As a result of interest rate increases in 2022 and 2023, the percentage
change (inflation rate) cooled. According to the Bureau of Labor Statistics, for 2025, the CPI was 2.6%, down from
2.9% in 2024. Comparing the latest information, the inflation rate for December 2025 was 2.7%, down from 2.9%
in December 2024. High inflation rates mean that purchasing power is being degraded and the costs of goods and
services are rising. Economists expect inflation to fall to between 2.1% and 2.7% in 2026 and 2.1% and 2.5% in
2027. The Federal Reserve’s target rate for inflation is 2%.
Housing and Auto Sales
The housing market slowed in 2025 with fewer housing starts in 2025 compared to 2024. Housing shortages are
still an issue, which has kept housing prices high. Total housing starts in 2025 were 1.35 million. Analysts expect
a 1% decrease in housing starts in 2026. While homebuilder sentiment weakened in January of 2026, analysts
predict that the housing market is likely to experience a gradual recovery in 2026 as interest rates fall and home
affordability improves.
For the auto industry, an estimated 16.2 million new vehicles were sold in 2025 compared to approximately 15.8
million units in 2024. Forecasters estimate that U.S. auto sales are likely to decrease back to the 2024 level of 15.8
million units in 2026. The biggest issue facing the auto industry in 2026 is affordability. While high income families
are likely to help new vehicle sales, middle and low income families are still expected to struggle with the cost of
new vehicles. While forecasters predict lower sales, auto manufacturers are focusing on lower priced models with
less expensive trims to boost sales.
State Economic Outlook
According to economists, Virginia’s economic outlook is consistent with national trends which indicate moderate
growth for 2026.
REVENUE SUMMARY: 81
REVENUE SUMMARY
Virginia Unemployment
According to the Virginia Department of Workforce Development and Advancement, the unemployment rate for
the Commonwealth of Virginia for 2024 was 2.9%, up from 2.7% in 2023. Comparing the latest information, the
unemployment rate for December 2025 was 3.4%, up from 2.5% in December 2024. Virginia unemployment rates
are lower than the national rates.
State General Fund Revenues
State General Fund revenues for FY 25 grew by 6.1%. State General Fund revenue projections for FY 26 and FY 27
are expected to increase by 3.05% and 3.03%. Sales tax collections are estimated to grow at 3.24% for FY 26 and
2.24% in FY 27.
Other State Funds
More than half of the State’s revenues are non-general fund revenues, which are designated funds earmarked
for specific purposes. These funds include federal grants, institutional revenue, transportation funds, and Master
Tobacco Settlement Agreement funds. Non-general fund revenues are expected to increase by 23.6% in 2026 and
increase by 5% in 2027.
Local Economic Outlook
Like the U.S. and State economic outlooks, Montgomery County’s economic outlook is expected to see moderate
growth. The County’s unique qualities and job base provide a strong foundation for sustained growth. Local
employment rates are consistent with state and federal trends.
According to the Virginia Department of Workforce Development and Advancement, the unemployment rate
for Montgomery County for 2024 was 3.0%, up from 2.8% in 2023. Comparing the latest information, the
unemployment rate for November 2025 was 3.9%, up from 3.0% in November 2024. Like the national and state
trends, the local unemployment rate is still extremely low and will likely increase in FY 26. The ideal unemployment
rate is 3% to 5%.
Mobile Homes
0.1%
Merchants Capital
0.0%
Delinquent Taxes
2.9%
Business Personal Property
3.8%
Machinery & Tools
2.3%
Other
5.4%
Sales and Use Tax
8.5%
Personal Property
13.9%
Real Estate
63.1%
UUnnddeessiiggnnaatt eedd
RReevv eennuuee
FFYY 22002277 PP rrooppoosseedd BBuuddggeett
$$116622..66 MM iill ll ii oonn
REVENUE SUMMARY: 82
REVENUE SUMMARY
County Resources
Resources within the County budget are classified as either designated or undesignated.
• Designated Resources represent revenue accounts that are mandated for specific uses including:
• Support from the State Compensation Board for constitutional officers, court fees, fees for services
and programs;
• Direct state aid for public assistance payments;
• State and federal funds for schools; and
• Support for human services programs.
• Undesignated Resources fall into two categories: undesignated revenue and fund balance. Undesignated
revenue represents dollars which may be used in the budget at the Board’s discretion. These include
property taxes, sales taxes, and similar local sources of revenue. Total budgeted revenue for FY 27 is $285.7
million with $123.1 million considered designated. Of this designated amount, $98.5 million or 80% is
earmarked for public schools. Undesignated revenue dollars that may be used in the budget at the Board’s
discretion total $162.6 million. Of this amount, $69.4 million goes to the public schools for operations, and
$22.7 million supports debt service costs for county and public school facilities.
Local Revenue Patterns and Growth for FY 27
Local revenue growth is heavily dependent on property taxes, especially the real estate tax, which is the County’s
single largest local revenue source. Real estate revenues (real property) represent 60% of the County’s total
undesignated revenue. Personal Property tax revenue (motor vehicles) is the County’s second largest local revenue
source and it represents 14% of the County’s undesignated revenue. Sales and Use Tax is the third largest local
revenue source, representing 8% of the County’s undesignated revenue. Together these three revenue sources
account for 82% of the County’s undesignated revenue and represent the bulk of revenue growth the County
experiences on a yearly basis.
Since the pandemic, the County has experienced strong yearly revenue growth. This growth has started to slow
as consumers and businesses are beginning to spend and invest less. In FY 25, total undesignated revenue
collections exceeded estimates by $4.3 million (net of $0.6 million for ½ year of a 1-cent tax rate increase). Areas
of strong growth were found in personal property ($2.2 million), interest earnings ($0.8 million), real estate and
public service corporation taxes ($0.4 million), delinquent taxes ($0.3 million) and recordation taxes ($0.3 million).
All other categories of revenue exceeded estimates by $0.3 million.
In FY 26, the County’s revenue growth is slowing with some revenues showing weak to limited growth; while
other revenues are exceeding estimates. On the negative side, personal property taxes are down as several large
businesses closed and businesses are investing less; sales tax collections are estimated to be down as consumers
are spending less; interest earnings are down as the Federal Reserve continues to lower the Fed Funds rate. On
the positive side, real estate and public service corporation taxes are up and will exceed estimates. For FY 26, the
County expects to meet overall revenue estimates with a $1.1 million surplus of funds expected at the end of FY
26. Most revenue categories are trending back to normal levels. With the Federal Reserve planning several interest
rate reductions in 2026, and with one-time revenue from the pipeline disappearing in FY 27, revenue growth for FY
27 is limited.
The County estimates a $1.3 million base revenue shortfall in FY 27 before new revenue growth is added. The
chart shows a breakdown of the revenue by category:
REVENUE SUMMARY: 83
REVENUE SUMMARY
Category
FY 26*
Additional Revenue
Over Estimate
FY 27*
Additional Base
Revenue Available
Real Estate 0.1 0.1
All Personal Property Categories -0.8 -0.8
Sales Tax Collections -0.5 -0.6
Interest -0.4 -0.9
Public Service Corp (Pipeline)1.3 0
Public Service Corp (Pipeline)0.5 0.5
Total All Other Revenue Categories 0.9 0.4
Total 1.1 -1.3
*Calculated in Millions
Of the $1.1 million projected surplus in FY 26, $1.3 million is the result of one-time monies provided in FY 26 that
were unbudgeted for the Mountain Valley Pipeline. These funds, along with increases in real estate, recurring
increases in the pipeline’s valuation, and other miscellaneous revenues are being offset by shortfalls in personal
property, sales tax and interest earnings. The shortfalls from FY 26 will carry over into FY 27. Some additional
decreases in FY 27 result from reduced sales tax revenue due to a change in school age population estimates in
the towns, lower interest earnings based on the Federal Reserve rate reductions in FY 26, and less pipeline related
revenue as a result of a one-time payment in FY 26. The County expects to lose additional one-time revenues in
all other revenues for FY 27. The County is estimating a total FY 27 base revenue decrease of approximately $1.3
million.
For FY 27, the County projects an increase of approximately $2.3 million in new undesignated revenue growth.
This increase is made up of $1.2 million in new real estate construction, $0.8 million in personal property motor
vehicles and other personal property categories, and $0.3 million in sales tax revenues. Adding the base revenue
shortfall of $1.3 million to the new revenue growth of $2.3 million provides approximately $1.0 in new revenues
without a tax rate increase for FY 27.
The FY 27 budget includes a 5-cent real estate tax increase from 76 cents to 81 cents. This tax increase adds
$6.4 million in additional real estate tax revenue to address operational needs. Total undesignated revenues are
estimated to provide $7.4 million in new money for FY 27.
General Fund designated revenues are estimated to increase by $3 million. $2.4 million is due to the addition of
reimbursements from the Public Service Authority from the creation of the Utilities Division, $0.3 million is due to
additional state funding increases for constitutional officers provided in FY 26 and FY 27, $0.1 million is due to the
Social Services reconciliation in FY 26 and added to the base in FY 27, and $0.2 million is due to an increase in the
local user fees in FY 27. Total County General Fund revenue growth including the five-cent real estate tax increase
for FY 27 is expected to be $10.4 million.
Real Estate Revenue
Real estate values are based on the actual assessed value as of January 1, 2025, and estimated increases for
new construction. Based on building permit data, from January 1, 2025 to January 1, 2026, assessed values are
expected to increase $174 million. Growth from January 1, 2026 to January 1, 2027, is estimated at $160 million.
Real estate values totaled $12.5 billion for the CY 25 land book, including land use. The CY 26 land book is
estimated to be $12.7 billion. The CY 27 land book is estimated at $12.8 billion. Total real estate revenues are
estimated at $97.2 million, which is $7.3 million more than the FY 26 estimate.
REVENUE SUMMARY: 84
REVENUE SUMMARY
Real Estate Values
Personal Property
Personal Personal property tax collections are based on the 2025 tax book, which is the most current documentation
of assessed values. From this data, the 2026 property values are estimated. The estimated values, along with
historical collection rates, are used to predict future personal property tax collections. Collection rates for FY 25 and
FY 26 were used to estimate the rate for FY 27. The tax rate for personal property categories is $2.55 per $100 of
assessed value.
This category includes motor vehicles (the County’s second largest source of revenue) and business personal property.
FY 27 estimated taxes on motor vehicles total $22.4 million; business personal property taxes total $6.3 million.
Taxes on motor vehicles are estimated to grow by $0.6 million over the FY 26 estimate. Business personal property
revenue is expected to decrease ($0.6) million. In total, personal property revenue categories are expected to
remain flat.
Personal Property (Motor Vehicles)
6.67 6.83 6.9 7.16 7.19 7.24 7.3 7.5 7.7 7.8 7.9
8.7 8.8 8.9 9.1
12.1 12.3 12.5 12.7 12.8
0
2
4
6
8
10
12
14
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027BBiilllliioonnss
CC aalleennddaarr YYeeaarr
RR eeaall EE sstt aatt ee VV aall uueess
$0
$5
$10
$15
$20
$25
FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27MMiilllliioonnss
FFiissccaall YYeeaarr
REVENUE SUMMARY: 85
REVENUE SUMMARY
Auto Sales
New car registrations for CY 2025 were up 18% compared to CY 2024, while new truck registrations were up 10%.
This resulted in a net increase in new vehicle registrations of 17%, as 369 more vehicles were purchased in 2025
as compared to 2024.
Montgomery County
First Quarter
CY 2024
Second Quarter
CY 2024
Third Quarter
CY 2024
Fourth Quarter
CY 2024 Total %Inc.
Car Registrations 462 537 529 280 1,808 (4%)
Truck Registrations 85 94 129 107 415 6%
Total Registration 547 631 658 387 2,223 (2%)
Montgomery County
First Quarter
CY 2025
Second Quarter
CY 2025
Third Quarter
CY 2025
Fourth Quarter
CY 2025 Total % Inc.
Car Registrations 422 584 601 528 2,135 18%
Truck Registrations 73 124 129 131 457 10%
Total Registration 495 708 730 659 2,592 17%
Source: Commissioner of Revenue’s Office
Sales and Use Taxes
Montgomery County’s third largest category of undesignated revenues is sales and use tax. Sales and use tax is a
consumption tax paid for sales of certain goods and services. For FY 25, the County collected $13.5 million and
is estimated to collect $13.6 million for FY 26. For FY 27, the County estimates $13.8 million, which is a ($0.3)
million decrease from what was budgeted in FY 26.
Other Categories of Undesignated Revenue
Historically, the County’s other undesignated revenues grow at a modest level; however, for FY 26 all other
categories of undesignated revenue are expected to increase by $0.4 million. The County expects machinery and
tools revenues to increase $0.1 million. Public Service Corporation taxes are expected to increase $0.9 million.
Delinquent taxes are estimated to increase $0.2 million. Due to expected changes in interest rates, the County’s
interest on savings is expected to decrease ($0.9) million. All other categories of undesignated revenue in total are
estimated to increase by $0.1 million.
Machinery and tools is a tax on businesses at $1.82 per $100 of value, which is assessed at 60%/50%/40%,
depending on the number of years an asset has been owned. Revenue collections were relatively flat for many
FY 08 $7,333,314
FY 09 $7,205,999
FY 10 $6,885,153
FY 11 $7,184,055
FY 12 $7,639,848
FY 13 $7,986,545
FY 14 $7,939,087
FY 15 $8,467,926
FY 16 $8,857,514
FY 17 $9,048,892
FY 18 $9,423,190
FY 19 $9,489,392
FY 20 $10,013,089
FY 21 $10,701,631
FY 22 $12,443,543
FY 23 $12,997,571
FY 24 $13,463,283
FY 25 $13,494,911
FY 26 $14,109,401
FY 27 $13,767,548
REVENUE SUMMARY: 86
REVENUE SUMMARY
22..22 22..11 22..22 22..11 22..11 22..11 22..22 22..22 22..33 22..44 22..66 22..77 22..99 33..11 33..11 33..11 33..11 33..22
33..66 33..77 33..88
00
00..55
11
11..55
22
22..55
33
33..55
44
FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27MMiilllliioonnssyears; however, the County has experienced more growth in the last 10 years. The County estimates $3.7 million in
collections for FY 26. The FY 27 estimate is set at $3.8 million.
Machinery and Tool Revenue
State Budget: Local Impact
Over the past several fiscal years, the state has reduced the amount of funding provided to local governments.
Public education, public safety, Constitutional Officers, local libraries, and other local services have all been
affected. In many areas, the state has shifted the burden of revenue generation to local governments. For the
Montgomery County Public School System, the State’s budget includes an additional $3,619,579 in new funding
for general school operational needs. $151,142 in new state funding is included for Constitutional Officers and
their staff for FY 27.
County Tax Rates
The FY 27 budget increases the real estate tax rate from last year’s approved rate of 76 cents to 81 cents. This
represents a five-cent tax rate increase. All tax rates are per $100 of assessed value.
Real Estate Tax Rates
The FY 27 budget increases the real estate tax rate from 76 cents to 81 cents, which is a five-cent tax rate increase
over the FY 26 approved rate.
County Tax Rates FY 26 FY 27
Real Estate Tax $0.76/$100 $0.81/$100
Personal Property $2.55/$100 $2.55/$100
Machinery & Tools $1.82/$100 $1.82/$100
Mobile Homes $0.76/$100 $0.81/$100
Air Craft $1.23/$100 $1.23/$100
REVENUE SUMMARY: 87
REVENUE SUMMARY
Real Estate Tax Rates
Fund Balance
No General Fund balance dollars have been used to balance the FY 27 budget.
Reserve Funds
Reserve funds are dollars set aside that are either not required for expenditure in the current year or are
earmarked for a specific future purpose.
Why Does the County Need Reserve Funds?
The financial health of a locality is determined based on its “operating position,” which refers to three factors:
• The County’s ability to balance the budget using current revenue (not using fund balance in the operating
budget);
• The County’s ability to maintain reserves for emergencies (establishing reserve funds for specific
purposes); and
• The County’s ability to maintain sufficient cash to pay expenses on a timely basis (ensuring an adequate
level of cash flow reserves).
Why Shouldn’t the County Use Reserve Money to Balance the Budget?
These funds are “non-recurring.” The use of these funds can only be for items that do not require expenditures
in future years (one-time-only expenses). These funds cannot be used for salary increases, additional personnel,
or program expansion that recurs in future years. For example, if $1,000,000 of reserve monies were used in the
budget to cover salaries, the next year there would be $1,000,000 worth of costs and $1,000,000 less money. The
County’s independent financial advisors have recommended a policy of maintaining undesignated fund balance
between 10% and 12% of operating revenue.
The County maintains a number of specific reserve funds to respond positively to unforeseen circumstances,
should they arise. The County’s primary reserve is the Cash Flow Reserve, which sets aside approximately $33
74
63
71 71 74 75
87 89 89 89 89 89 89 89 89 89 89
70 75 76 81
FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 FY 26 FY 27
REVENUE SUMMARY: 88
REVENUE SUMMARY
million or 11.6% of the total FY 27 Budget to ensure sufficient cash to pay the bills. Other reserve funds that the
County maintains include, but are not limited to:
• Capital Reserve to support unanticipated capital needs not funded in the Capital Projects Fund;
• Landfill Post Closure Reserve to support potential costs associated with monitoring and remediation of
closed landfills;
• Facilities and Maintenance Reserve to support unanticipated facility and general maintenance items;
• Technology Reserve for technology projects and infrastructure requirements necessary for these projects;
• Rainy Day Reserve to address major unanticipated financial issues;
• Line of Duty Reserve to provide funds for family members of employees that are injured or killed in the line
of duty;
• Parental Leave Reserve to provide funds to cover additional staffing costs, such as overtime, for
departments whose employees are on extended leave;
• Road Maintenance Reserve to earmark the County share of the Revenue Sharing Program; and
• Conservation Easement Reserve to support conservation easements and the County’s land use program.
Financial Policies
• The Board of Supervisors adopted financial policies and goals to influence and guide the financial
management of the County. The policies were adopted in March of 2000 and updated in October of 2015.
Development and adherence to these policies provides the following important benefits:
• Insulating the County from fiscal crisis,
• Enhancing the ability to maintain financial credit by achieving and maintaining the highest bond ratings
possible,
• Promoting long-term financial stability by adhering to clear and consistent guidelines,
• Directing attention to the financial condition of the entire County rather than a single issue or area,
• Promoting coordination of long-term financial planning with daily operations, and
• Providing the Board of Supervisors and citizens a framework for measuring the fiscal impact of services
provided against established guidelines.
See Revenue Summary, Appendix B for the specific policies.
Proposed Budget for Fiscal Year 2027
REVENUE SUMMARY, APPENDIX A
Revenue Estimates
91
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
GGEENNEERRAA LL FFUUNNDD
GENERAL PROPERTY TAXES
REAL ESTATE PROPERTY TAX (DEC)43,448,228 43,798,883 44,818,007 48,486,802 3,668,795 8%
REAL ESTATE PROPERTY TAX (JUNE)43,640,287 44,490,117 45,083,399 48,738,226 3,654,827 8%
PERSONAL PROPERTY TAX MOTOR VEHICLES 16,224,846 16,808,602 17,076,987 17,657,789 580,802 3%
PERSONAL PROPERTY TAX RELIEF MOTOR VEHICLES 4,754,279 4,754,279 4,754,279 4,754,279 - 0%
PERSONAL PROPERTY BUSINESS FURN & FIXTURES 4,721,950 - 6,898,242 6,259,861 (638,381) -9%
PERSONAL PROPERTY COMPUTER EQUIPMENT 537,281 - - - - -
PERSONAL PROPERTY BUSINESS PP - 6,564,600 - - - -
PERSONAL PROPERTY MOBILE HOMES TAX 155,565 177,122 173,848 188,633 14,785 9%
AIRCRAFT TAX 127,265 152,534 152,332 138,669 (13,663) -9%
MACHINERY & TOOLS TAX 3,318,013 3,631,991 3,736,873 3,787,571 50,698 1%
MERCHANTS CAPITAL TAX - - - - - -
PUBLIC SERVICE CORP TAXES RE & PP (DEC)1,202,058 1,111,700 2,277,887 2,703,260 425,373 19%
PUBLIC SERVICE CORP TAXES RE (JUNE)1,193,922 1,078,812 2,267,050 2,699,016 431,966 19%
DELINQUENT PROP TAX 3,400,000 3,463,177 3,400,000 3,400,000 - 0%
ROLLBACK TAXES 15,000 8,845 15,000 15,000 - 0%
PRE-PAID & OTHER PROPERTY TAXES - 922,296 - - - -
PENALTY ALL PROP TAX 600,000 814,206 600,000 800,000 200,000 33%
INTEREST ALL PROP TX 400,000 455,429 400,000 450,000 50,000 13%
ADMIN FEE-DELINQ TP 81,000 13,043 49,000 49,000 - 0%
SUBTOTAL GENERAL PROPERTY TAXES 123,819,694 128,245,635 131,702,904 140,128,106 8,425,202 6%
OTHER LOCAL TAXES
02 412101 LOCAL SALES AND USE TAX 13,588,174 13,494,911 14,109,401 13,767,548 (341,853) -2%
02 412201 CONSUMER UTILITY TAX 697,000 709,447 712,000 717,000 5,000 1%
02 412202 CONSUMER UTILITY TAX - 177 18,000 18,481 18,000 18,000 - 0%
02 412203 E-911 - 177 CORRIDOR - - - - - -
02 412401 TELECOMMUNICATIONS TAX 675,000 659,774 660,000 651,000 (9,000) -1%
02 412501 UTILITY LICENSE TAX 18,000 18,629 18,000 18,000 - 0%
02 412503 CONSUMPTION TAX 100,000 102,474 99,000 102,000 3,000 3%
02 412504 CONSUMPTION TAX - 177 6,000 5,970 6,000 6,000 - 0%
02 412601 MOTOR VEHICLE LICENSE 855,000 839,435 828,000 844,000 16,000 2%
02 412701 BANK STOCK TAX 49,000 41,760 100,000 42,000 (58,000) -58%
02 412801 RECORDATION TAX 876,000 1,070,502 1,000,000 1,100,000 100,000 10%
02 412802 ADDITIONAL TAX ON DEEDS 224,000 324,270 299,000 325,000 26,000 9%
02 412901 TRANSIENT OCCUPANCY TAX 65,000 115,722 134,000 113,000 (21,000) -16%
02 412902 TRANSIENT OCCUPANCY TAX - 177 79,000 113,929 110,000 100,000 (10,000) -9%
02 412905 MEALS TAX 309,000 378,685 325,000 560,000 235,000 72%
SUBTOTAL OTHER LOCAL TAXES 17,559,174 17,893,990 18,418,401 18,363,548 (54,853) 0%
OTHER UNDESIGNATED REVENUE
02 413305 LAND TRANSFER FEE 2,400 2,306 2,400 2,400 - 0%
02 414101 COURT FINES & FORFEITURES 45,000 60,374 77,000 25,000 (52,000) -68%
02 415102 INTEREST ON CHECKING 4,039,890 4,903,758 4,039,890 3,182,255 (857,635) -21%
02 415201 RENTAL OF PROPERTY 171,984 163,635 171,984 171,984 - 0%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
Page 1
92
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
02 415207 SALE OF SURPLUS/SALVAGE - 37,264 - - - -
02 416608 RETURNED CHECK - 2,725 - - - -
02 419108 RECOVERED COSTS - 65,369 - - - -
02 422103 MOTOR VEHICLE CARRIER TAX 105,000 113,437 113,000 154,522 41,522 37%
02 422105 MOBILE HOME TITLING TAX 47,000 108,223 135,000 140,000 5,000 4%
02 422109 4% CAR RENTAL TAX 49,000 63,753 66,000 73,000 7,000 11%
02 422112 PYMNT IN LIEU OF TX-PARKS 61,640 67,850 66,000 68,000 2,000 3%
02 412910 CIGARETTE TAX 340,000 381,696 375,000 300,000 (75,000) -20%
02 422120 GAMES OF SKILL - - - - - -
02 433295 MINERAL ROYALTIES - 198 - - - -
SUBTOTAL OTHER UNDESIGNATED REVENUE 4,861,914 5,970,588 5,046,274 4,117,161 (929,113) -18%
GENERAL FUND BALANCE
02 451203 (TO)FROM UNDESIGNATED FUND BAL 24,752,825 - - - - -
02 451205 (TO)FROM DESIG FUND BALANCE 2,041,702 - - - - -
SUBTOTAL GENERAL FUND BALANCE 26,794,527 - - - - -
TOTAL UNDESIGNATED REVENUE 173,035,309 152,110,213 155,167,579 162,608,815 7,441,236 5%
DESIGNATED RESOURCES
BOARD OF SUPERVISORS
02100 419108 RECOVERED COSTS - - - - - -
COUNTY ADMINISTRATION
02110 419108 RECOVERED COSTS 31,000 39,045 31,000 34,000 3,000 10%
02115 424401 STATE EMS GRANTS - - - - - -
02115 419108 RECOVERED COSTS - - - - - -
COUNTY ATTORNEY
02120 419108 RECOVERED COSTS - - - - - -
FINANCIAL SERVICES
02130 419108 RECOVERED COSTS 85,000 118,291 100,000 107,000 7,000 7%
INSURANCE
02132 419108 RECOVERED COSTS - 21,718 - - - -
Page 2
93
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
INFORMATION TECHNOLOGY
02140 419108 RECOVERED COSTS - 604 - - - -
02140 413316 TECHNOLOGY FEES 22,000 26,158 23,000 26,000 3,000 13%
COMMISSIONER OF REVENUE-COMP
02150 423100 SHARED EXPENSES 327,190 323,790 331,961 - (331,961) -100%
ASSESSMENT - COUNTY
02152 413304 LAND USE APPLICATION FEE 1,800 1,602 1,800 341,810 340,010 18889%
02152 419108 RECOVERED COSTS - 150 - - - -
TREASURER - COMP BD
02160 423100 SHARED EXPENSES 332,368 330,948 337,314 - (337,314) -100%
TREASURER - COLLECTIONS
02162 416010 FEES 43,300 102,014 43,300 426,749 383,449 886%
ELECTORAL BOARD
02170 419108 RECOVERED COSTS - 2,937 - - - -
02170 423100 SHARED EXPENSES 115,867 114,001 115,867 117,422 1,555 1%
02170 424401 STATE GRANTS 8,115 8,115 - - - -
SPECIAL CONTINGENCIES
029601 419108 STATE SCHOOL REVENUE(DEFERRED $)- - - 47,709 47,709 -
COMMONWEALTH ATTORNEY
02200 416011 J&D DELINQUENT COLLECTIONS 1,417 695 1,417 1,417 - 0%
02200 416012 GENERAL DISTRICT BBURG DEL COLLECTIONS 1,371 - 1,371 1,371 - 0%
02200 416013 GENERAL DISTRICT CBURG DEL COLLECTIONS 6,022 15,572 6,022 6,022 - 0%
02200 416014 CIRCUIT COURT DELINQUENT COLLECTIONS 39,063 31,841 39,063 39,063 - 0%
02200 424401 DOMESTIC VIOLENCE - - - - - -
02200 419104 CONFISCATIONS 1,957 1,957 - - - -
02200 423100 SHARED EXPENSES 1,055,818 1,046,629 1,080,906 1,191,966 111,060 10%
02200 419108 RECOVERED COSTS - 8,526 - - - -
02200 423200 COMMONWEALTH ATT'Y FEES 8,428 6,349 8,428 8,428 - 0%
022005 424401 VICTIM WITNESS GRANT 210,274 81,174 210,274 210,274 - 0%
022005 424402 FEDERAL GRANTS - 136,684 - - - -
CIRCUIT COURT
02210 416016 JUDGE'S SECRETARY SALARY 7,500 7,500 7,500 7,500 - 0%
Page 3
94
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
02210 419108 RECOVERED COSTS 1,500 3,000 - - - -
02210 419122 JURYREIM 15,000 26,814 15,000 15,000 - 0%
GENERAL DISTRICT COURT
02220 414204 COURTHOUSE MAINTENANCE FEES - - - - - -
02221 419108 RECOVERED COSTS - 120 - - - -
JUVENILE AND DOMESTIC RELATIONS COURT
02230 419108 RECOVERED COSTS - 1,500 - - - -
CIRCUIT COURT CLERK
02250 416010 FEES 47,600 - - - - -
02250 410107 JURY FEES - - - - - -
02250 419108 RECOVERED COSTS 12,000 9,344 12,000 12,000 - 0%
02250 423100 SHARED EXPENSES 635,360 624,221 647,883 715,488 67,605 10%
SHERIFF - COMP BOARD
02310 419108 RECOVERED COSTS - 2,334 - - - -
02310 423100 SHARED EXPENSES 5,846,437 5,776,919 6,015,722 - (6,015,722) -100%
02310 424415 LOCAL JAIL BLOCK GRANT 139,074 126,320 139,074 - (139,074) -100%
02310 419133 SCHSPEEDZO - 250,011 - -
SHERIFF - COUNTY
02320 412301 E-911 TAX - - - - - -
02320 414200 COURTHOUSE SECURITY FEE 165,000 147,358 165,000 145,000 (20,000) -12%
02320 414206 JAIL FEES 5,015 4,754 5,015 5,015 - 0%
02320 414207 JAIL - NONCONSECUTIVE DAYS - - - - - -
02320 414208 DNA FEE 700 718 700 700 - 0%
02320 415103 INTEREST ON SAVINGS 25 5 25 25 - 0%
02320 416010 FEES 4,137 4,137 4,137 4,137 - 0%
02320 419104 CONFISCATIONS 7,883 7,883 - - - -
02320 419105 JAIL INMATE TELEPHONE 47,500 35,978 47,500 47,500 - 0%
02320 419106 INMATE MEDICAL REIMBURSEMENT - 3,080 - - - -
02320 419108 RECOVERED COSTS 103,000 215,196 103,000 101,000 (2,000) -2%
02320 419114 PRISONER/BOARDING 1,400 1,000 1,400 1,000 (400) -29%
02320 419115 FINGERPRINTING 800 999 800 800 - 0%
02320 419123 HEM DRUG TESTING 2,000 838 2,000 1,000 (1,000) -50%
02320 419124 HEM MONITORING 20,000 23,884 20,000 20,000 - 0%
02320 419125 HEM CONNECTION 500 240 500 500 - 0%
02320 423100 SHARED EXPENSES 6,113,284 6,113,284 -
02320 424415 LOCAL JAIL BLOCK GRANT 139,074 139,074 -
02320 414209 BACKGROUND 36,000 29,165 36,000 36,000 - 0%
02320 424404 FEDERAL CONFISCATIONS - 10,494 - - - -
02320 424460 WIRELESS 911 - - - - - -
Page 4
95
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
02324 419108 RECOVERED COSTS - 19,600 - - - -
02323 416158 DONATIONS 3,000 3,000 - - - -
023202 424401 NRVCS ST GRANTS 107,694 52,694 - - -
023227 424401 ST GRANTS 2,000 2,000 -
FIRE AND RESCUE
02330 419108 RECOVERED COSTS 26,280 41,090 - - - -
02330 416158 DONATIONS - - - - - -
FIRE AND EMS
023320 424401 EMS STATE GRANTS 15,000 14,757 15,000 - (15,000) -100%
023320 434401 EM24 FED GRANTS - 14,757 - -
023320 419108 RECOVERED COSTS 250,000 386,762 250,000 350,000 100,000 40%
ANIMAL CARE AND ADOPTION
023401 416158 DONATIONS 130,582 130,582 130,582 130,582 - 0%
023401 413100 FEES 72,500 74,612 85,500 75,500 (10,000) -12%
023401 416165 PRIVATE GRANTS - - - - - -
023401 419108 RECOVERED COSTS - 4,955 - - - -
ANIMAL CONTROL
02340 413100 ANIMAL LICENSES - - - - - -
02340 413101 DOG & CAT STERILIZATION - 1,880 - - - -
GENERAL SERVICES
02400 414204 COURTHOUSE MAINTENANCE FEES 25,000 24,186 25,000 25,000 - 0%
02400 414205 HHS MAINTENANCE FEES 16,800 14,700 16,800 16,800 - 0%
02400 419108 RECOVERED COSTS 171,379 197,813 199,379 199,379 - 0%
02400 419110 HEALTH & HUMAN SVCS UTILITIES 81,330 52,315 81,330 81,330 - 0%
MAINTENANCE B&G COURTHOUSE
024002 424415 LOCAL JAIL BLOCK 21,500 21,500 21,500 21,500 - 0%
SOLID WASTE COLLECTION
02410 412201 CONSUMER UTILITY TAX - - - - - -
02410 416082 WASTE COLLECTION AND DISPOSAL 120 130 120 120 - 0%
02410 424407 LITTER CONTROL GRANT 33,000 29,782 30,000 27,000 (3,000) -10%
Page 5
96
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
ENGINEERING/ENVIRONMENTAL SVC
02400 413308 BUILDING PERMITS 158,980 174,402 130,980 170,980 40,000 31%
02400 413309 OCCUPANCY PERMITS 950 300 950 950 - 0%
02400 413310 ELECTRICAL PERMITS 29,620 44,629 49,620 44,620 (5,000) -10%
02400 413311 MECHANICAL PERMITS 18,800 33,969 33,800 33,800 - 0%
02400 413312 PLUMBING PERMITS 19,340 30,953 26,340 30,340 4,000 15%
02400 413323 MANUFACTURED HOUSING PERMITS 7,500 6,535 3,500 3,500 - 0%
02400 413325 REINSPECTION PERMITS 3,000 8,050 3,000 8,000 5,000 167%
02420 413324 SOIL EROSION PERMITS 24,970 27,195 30,970 30,970 - 0%
02420 419108 RECOVERED COSTS - - - - - -
024290 413317 LAND DISTURBANCE FEE - - - - - -
024290 413327 STORMWATER FEES 6,450 8,300 6,450 12,450 6,000 93%
CHILDREN'S SERVICES ACT
02510 419108 RECOVERED COSTS - 38,851 - - - -
02510 424445 CHILDREN'S SERVICES ACT 1,794,650 1,438,712 1,508,010 1,508,010 - 0%
HUMAN SERVICES
02520 419458 CSA ADMINISTRATION 12,000 - 12,000 12,000 - 0%
02520 416158 DONATIONS - 24,831 - - - -
25202 433107 R.S.V.P. GRANT - - - - - -
25205 413300 USER FEES - - - - - -
25205 419108 RECOVERED COSTS - - - - - -
25205 416156 FLOYD CONTRIBUTION - - - - - -
25205 424412 VJCCCA GRANT 49,392 37,045 49,392 37,000 (12,392) -25%
PUBLIC HEALTH
02530 419108 PUBLIC HEALTH - - - - - -
SOCIAL SERVICES
02540 419108 RECOVERED COSTS 70,000 235,643 70,000 70,000 - 0%
02540 424102 PUBLIC ASSISTANCE PAYMENTS 6,186,524 6,024,503 6,186,524 6,195,627 9,103 0%
02540 434402 FEDERAL PASS THROUGH 218,054 78,964 218,054 194,285 (23,769) -11%
025401 424401 RFC ST GRANTS 99,143 99,143 -
PARKS AND RECREATION
27001 415201 PROPERTY RENTAL 6,000 6,240 6,000 6,000 - 0%
27001 419108 RECOVERED COSTS - 1,636 - - - -
27002 416010 ADULT EDUCATION FEES 1,000 606 1,000 1,000 - 0%
27004 416010 SWIMMING POOL FEES 75,000 102,823 75,000 75,000 - 0%
27005 416010 SENIOR EDUCATION FEES 3,000 1,343 3,000 3,000 - 0%
27006 416010 ATHLETIC FEES 34,600 39,170 34,600 34,600 - 0%
27007 416010 COMMUNITY RECREATION FEES - 50 - - - -
Page 6
97
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
27008 416010 SENIOR TOUR FEES 11,500 11,046 11,500 11,500 - 0%
27009 416010 OUTDOOR RECREATION FEES 6,000 5,126 6,000 6,000 - 0%
27010 416010 SPECIAL PROGRAMS 500 - 500 500 - 0%
27011 416010 SUMMER FEES 48,700 63,275 68,700 68,700 - 0%
27012 416158 FUNDRAISING - - - - - -
27014 416168 SCHOLARSHIP 500 1,003 500 500 - 0%
27016 416010 MEADOWBROOK SENIOR PROGRAMS - - - - - -
REGIONAL LIBRARY
02710 415211 SALE OF PHOTOCOPIES 18,000 23,918 18,000 24,000 6,000 33%
02710 416010 SALE OF PASSPORTS 33,000 30,722 33,000 30,000 (3,000) -9%
02710 416151 LIBRARY FINES - 11 - - - -
02710 416152 LIBRARY FEES 3,750 2,913 3,750 4,000 250 7%
02710 416156 FLOYD CONTRIBUTION 103,109 107,445 103,109 103,109 - 0%
02710 416159 BLACKSBURG CONTRIBUTION 15,000 15,008 15,000 15,000 - 0%
02710 416160 CHRISTIANSBURG CONTRIBUTION 15,000 15,002 15,000 15,000 - 0%
02710 419108 RECOVERED COSTS - 3,517 - - - -
02710 424409 STATE LIBRARY GRANT 367,022 367,022 367,022 376,188 9,166 2%
02710 416158 DONATIONS 88,385 91,150 - - - -
PLANNING & GIS
02800 413307 REZONING AND SUBDIVISION PERMT 5,447 29,668 5,447 5,447 - 0%
02800 413314 SITE PLAN REVIEW 7,500 3,219 7,500 7,500 - 0%
02801 413315 ZONING PERMIT 11,980 9,700 11,980 11,980 - 0%
02800 413316 TECHNOLOGY FEE - - - - - -
02800 413340 SUBDIVISION REVIEW MAJOR PRE 1,050 - 1,050 1,050 - 0%
02800 413333 SUBDIVISON REVIEW MAJOR 1,625 875 1,625 1,625 - 0%
02800 413334 SUBDIVISION REVIEW MINOR 1,825 1,300 1,825 1,825 - 0%
02800 413335 SUBDIVISION REVIEW BL 1,500 1,015 1,500 1,500 - 0%
02800 416161 SALE OF MAPS, ORDINANCES 500 111 500 500 - 0%
02800 413301 AUTOMOBILE GRAVEYARD LICENSE - 3,300 - - - -
02800 419108 RECOVERED COSTS 4,215 8,831 - - - -
ECONOMIC DEVELOPMENT
02810 419108 RECOVERED COSTS - 12,016 - - - -
02810 424500 GOVERNOR'S OPPORTUNITY - - - - - -
UTILITY DIVISION
028902 419108 RECOVERED COSTS - - - 1,423,946 1,423,946 -
028903 419108 RECOVERED COSTS - - - 970,423 970,423 -
Page 7
98
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
OTHER AGENCIES
02910 422113 EXTENSION OFFICE REIMBURSEMENT - - - - - -
02910 WIRELESS 911 REVENUE - - - - - -
02910 419108 RECOVERED COSTS - - - - - -
TOTAL DESIGNATED 19,809,544 19,989,667 19,532,888 22,505,033 2,972,145 15%
TTOOTTAA LL GGEENNEERRAA LL FFUUNNDD RREESS OOUURRCCEESS 119922,,884444,,885533 117722,,009999,,888800 117744,,770000,,446677 118855,,111133,,884488 1100,,441133,,338811 66%%
LLAA WW LLII BBRRAA RRYY
03 415102 INTEREST ON INVESTMENTS 1,000 184 1,000 1,000 - 0%
03 416010 FEES 14,000 17,274 14,000 14,000 - 0%
03 451100 TRANSFER FROM GENERAL FUND 36,728 36,728 - - - -
03 451204 FUND BALANCE 2,600 - 2,600 2,600 - 0%
TTOOTTAA LL LLAA WW LLII BBRRAA RRYY 5544,,332288 5544,,118855 1177,,660000 1177,,660000 -- 00%%
SS CCHHOOOOLL OOPP EERRAATTIINNGG FFUUNNDD
LOCAL DESIGNATED RESOURCES
09 415201 RENTS 50,000 6,862 50,000 5,000 (45,000) -90%
09 416121 TUITION - PRIVATE SOURCES - - - - - -
09 416202 SPECIAL FEES - - - - - -
09 416125 TRANSPORTATION OF PUPILS 25,000 53,045 25,000 25,000 - 0%
09 418128 REIMBURSEMENTS - AFTER SCHOOL PROGRAM 300,000 348,519 300,000 340,000 40,000 13%
09 418129 REIMBURSEMENTS - PAYROLL 75,000 125,480 75,000 107,562 32,562 43%
09 418301 OTHER REBATES AND REFUNDS 50,000 96,919 50,000 50,000 - 0%
09 418302 E-RATE UNIVERSAL SERVICE DISCOUNTS 158,938 369,720 158,938 158,938 - 0%
09 418910 INSURANCE ADJUSTMENTS - 20,471 - 70,000 70,000 -
09 418992 RECOVERED COSTS 55,000 36,708 55,000 55,000 - 0%
09 418993 DONATIONS - 19,721 - - - -
09 440405 OTHER STATE AID - - - - - -
09 418994 BENEFITS OTHER STATE AGENCIES - - - - - -
09 418905 SALE OF SUPPLIES 5,000 8,727 5,000 5,000 - 0%
09 418908 SALE OF SCHOOL BUSES 5,000 - 5,000 5,000 - 0%
09 418909 SALE OF EQUIPMENT 3,500 - 3,500 3,500 - 0%
09 418992 OTHER FUNDS - - - - - -
09 419126 RESTITUTION - 2,897 - - - -
09 419127 REIMBURSEMENTS HR 5,000 12,006 5,000 5,000 - 0%
09 419129 REIMBURSEMENTS OTHER - 60,036 - - - -
09 419101 TUITION-OTHER LOCALITY - - - - - -
09 419134 BUS CAMERA - 24,124 5,000 5,000 -
SUBTOTAL LOCAL DESIGNATED RESOURCES 732,438 1,185,235 732,438 835,000 102,562 14%
Page 8
99
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
DESIGNATED STATE REVENUE
09 422111 STATE RECORDATION TAX - - - - - -
STATE SOQ
09 424201 STATE SALES TAX 14,544,457 14,963,970 15,373,173 15,767,225 394,052 3%
09 424202 BASIC STATE AID - SOQ 35,871,868 35,720,811 36,389,264 39,568,679 3,179,415 9%
09 424204 REMEDIAL SUMMER - - - - - -
09 424205 FOSTER CARE - - - - - -
09 424207 GIFTED EDUCATION SOQ 345,384 346,046 342,209 353,389 11,180 3%
09 424208 REMEDIAL EDUCATION SOQ - - - - - -
09 424210 TEXTBOOKS 877,932 879,617 869,864 853,541 (16,323) -2%
09 424212 SPECIAL EDUCATION SOQ 4,095,263 4,103,120 4,413,766 5,176,345 762,579 17%
09 424217 VOCATIONAL EDUCATION SOQ 751,072 752,513 744,170 787,093 42,923 6%
09 424221 FICA INSTRUCTIONAL SOQ 1,979,103 1,982,900 1,960,915 2,072,142 111,227 6%
09 424267 ENGLISH-2ND LANGUAGE 576,067 866,397 933,749 1,024,234 90,485 10%
09 424222 GROUP LIFE 120,610 120,842 119,502 112,442 (7,060) -6%
09 424225 RETIREMENT 4,254,249 4,262,411 4,215,152 3,860,503 (354,649) -8%
SUBTOTAL STATE SOQ 63,416,005 63,998,627 65,361,764 69,575,593 4,213,829 6%
INCENTIVE PROGRAMS
09 424276 EDUCATIONAL TECHNOLOGY 570,000 544,000 570,000 570,000 - 0%
09 AT RISK MONIES 3,538,732 4,834,697 3,569,118 4,230,932 661,814 19%
09 COMPENSATION SUPPLEMENT 1,393,642 2,471,671 2,911,203 991,276 (1,919,927) -66%
09 VA PRESCHOOL INITIATIVE 1,170,166 1,217,686 1,164,227 1,332,438 168,211 14%
09 ADDITIONAL ASSISTANCE - - - - - -
09 TECHNOLOGY INITIATIVE - - - - - -
09 424390 COMPOSITE INDEX HOLD HARMLESS - - - - - -
09 ALL IN FUNDING - - - - - -
09 COMMUNITY ADD ON FUNDING - - - - - -
09 SUPPLEMENTAL FUNDING - - - - - -
09 EARLY READING SPECIALISTS - - - - - -
09 HOLD HARMLESS - - - - - -
09 SUPPLEMENTAL FUNDING IN LIEU OF FOOD 2,316,944 2,316,944 2,309,141 2,333,057 23,916 1%
SUBTOTAL INCENTIVE PROGRAMS 8,989,484 11,384,998 10,523,689 9,457,703 (1,065,986) -10%
STATE CATEGORICAL
09 424206 GENERAL ADULT EDUCATION - - - - - -
09 440220 OTHER CATEGORICAL - - - - - -
09 440261 VIRTUAL ADVANCE PLACEMENT - - - - - -
09 424246 SPECIAL EDUCATION HOMEBOUND 35,986 46,485 46,950 112,119 65,169 139%
09 424247 SPECIAL EDUCATION HOSPITAL 576,819 608,277 610,855 745,257 134,402 22%
09 424248 SPECIAL EDUCATION REG - - - - - -
09 440259 SPECIAL EDUCATION FOSTER CARE - - - - - -
09 424295 SPECIAL EDUCATION IN JAIL - - - - - -
09 440248 SPECIAL EDUCATION REGL - - - - - -
Page 9
100
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
SUBTOTAL STATE CATEGORICAL 612,805 654,762 657,805 857,376 199,571 30%
LOTTERY FUNDED PROGRAMS
09 424205 FOSTER CARE 136,902 129,586 121,721 1,060 (120,661) -99%
09 424211 ISAEP/GED FUNDING 16,405 16,054 16,054 16,054 - 0%
09 424218 VOCATIONAL EDUCATION 185,136 82,773 33,572 106,680 73,108 218%
09 424210 TEXTBOOKS - - - - - -
09 424223 ALGEBRA READINESS SOL 145,275 147,798 142,606 146,627 4,021 3%
09 424226 NL BOARD CERTIFICATION - 27,500 - - - -
09 424228 READING INTERVENTION 253,675 208,013 208,013 306,475 98,462 47%
09 424234 BENEFITS OTHER STATE AGENCIES - - - - - -
09 424248 SPECIAL EDUCATION REGIONAL TUITION - - - - - -
09 424259 SPECIAL ED-FOSTER CARE - - - - - -
09 424265 AT RISK 1,293,510 109,147 2,213,995 1,322,177 (891,818) -40%
09 424277 EPIPEN - - - - - -
09 424272 ALTERNATIVE EDUCATION 175,256 350,509 358,946 526,680 167,734 47%
09 424273 SUPP SUPPORT - - - - - -
09 424275 REDUCE K-3 CLASSES 1,011,294 958,000 947,933 1,189,350 241,417 25%
09 424281 AT RISK FOUR YEAR OLDS - - - - - -
09 424290 TEACHER MENTOR 3,156 2,965 2,965 4,106 1,141 38%
09 424293 VIRT ADV P - - - - - -
09 424299 OTHER STATE AID - - - - - -
09 424416 PROJECT GRADUATION REGIONAL - - - - - -
09 INFRASTRUCTURE AND OPERATIONS PER PUPIL 2,456,339 - 1,376,553 2,209,365 832,812 60%
09 PROJECT GRADUATION/SENIOR YEAR 12,057 12,057 12,057 9,721 (2,336) -19%
09 440400 NATIONAL BOARD CERTIFICATION - - - - - -
09 440233 LOTTERY - 2,451,377 - - - -
09 440234 BENEFIT/OSA - - - - - -
09 440243 OSF CADR - - - - - -
09 440253 VOC EQUIP - 32,866 - - - -
09 440248 SPECIAL EDUCATION REGL 557,439 447,004 469,748 338,033 (131,715) -28%
09 440336 STEM - - - - - -
09 440379 TSC - - - - - -
SUBTOTAL LOTTERY FUNDED PROGRAMS 6,246,444 4,975,649 5,904,163 6,176,328 272,165 5%
DEFERRED STATE REVENUE
09 DEFERRED STATE REVENUE - - - - - -
SUBTOTAL DEFERRED STATE REVENUE - - - - - -
SUBTOTAL STATE DESIGNATED REVENUE 79,264,738 81,014,036 82,447,421 86,067,000 3,619,579 4%
DESIGNATED FEDERAL REVENUE
09 433108 FEMA - - - - - -
09 433201 ADULT BASIC EDUCATION - - - - - -
09 433202 FAMILY LITERACY/CHAPTER I 1,946,571 2,147,301 1,931,852 1,931,852 - 0%
09 433205 ESEA IV-C 136,956 22,681 138,764 138,764 - 0%
09 433206 GAPS EDUCATION - - - - - -
Page 10
101
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
09 433208 FOREST RESERVE FUNDS 2,500 3,377 2,500 2,500 - 0%
09 433209 JOB PARTNERSHIP TR. ACT - - - - - -
09 433211 MEDICAID REIMBURSEMENTS 160,000 274,399 160,000 259,981 99,981 62%
09 433212 TITLE III 50,773 50,189 40,124 40,124 - 0%
09 433214 HOMELESS FUNDING 261,000 261,227 44,000 44,000 - 0%
09 433215 FEDERAL STIMULUS FUNDING 736,000 1,236,103 - - - -
09 433215 ARRA84.027X - - - - - -
09 433215 ARRA84.173X - - - - - -
09 433215 ARRA84.425W - - - - - -
09 433219 SPECIAL EDUCATION-P.L. 94-141 2,381,437 1,502,788 2,256,099 2,256,099 - 0%
09 433224 VOCATIONAL EDUC-CATEGORICAL 182,032 242,487 194,774 194,774 - 0%
09 433226 EESA PL 98-377 TITLE II 313,985 396,867 226,906 226,906 - 0%
09 433228 DRUG FREE SCHOOL PAYMENTS - - - - - -
09 433219 SPED PRSCH 55,552 44,258 - - - -
09 433290 OTHER FEDERAL FUNDS-DQE - - - - - -
09 433234 DETENTION HOME READING PROGRAM - 4,484 - - - -
09 433354 HEALTHWKFR - - - - - -
09 434377 SIG 105,000 141,966 200,000 200,000 - 0%
SUBTOTAL FEDERAL DESIGNATED 6,331,806 6,328,128 5,195,019 5,295,000 99,981 2%
TRANSFERS (TO) FROM OTHER FUNDS
09 451100 TRANSFER FROM GENERAL FUND 68,269,275 65,630,332 65,254,517 69,354,517 4,100,000 6%
09 451204 FUND BALANCE - - - - - -
TOTAL TRANSFERS 68,269,275 65,630,332 65,254,517 69,354,517 4,100,000 6%
TTOOTTAA LL SS CCHHOOOOLL OOPP EERRAATTIINNGG FFUUNNDD RREESS OOUURRCCEESS 115544,,559988,,225577 115544,,115577,,773300 115533,,662299,,339955 116611,,555511,,551177 77,,992222,,112222 55%%
SS CCHHOOOOLL NNUUTTRRIITTIIOONN FFUUNNDD
11 416124 NUTRITION RECEIPTS 2,380,553 2,045,156 2,212,312 2,641,205 428,893 19%
11 416126 NUTRITION PRE - - - - - -
11 416126 NUTRITION FEES - - - - - -
11 418999 MISC FEES - - - - - -
11 424215 STATE AID SCHOOL FOOD PROGRAM 107,295 46,386 141,210 100,200 (41,010) -29%
11 433213 FEDERAL AID-SCH FOOD PROGRAM 3,189,274 3,520,734 3,670,841 4,019,500 348,659 9%
11 451500 FUND BALANCE - - - - - -
11 415102 INTEREST - - - - - -
11 451203 (TO)FROM UNDESIGNATED FUND BAL 12,010 - - - - -
11 451090 TRANSFER FROM SCHOOL OPERATING FUND - - - 274,095 274,095 -
11 451100 (TO)FROM GENERAL FUND - - - - - -
TTOOTTAA LL SS CCHHOOOOLL NNUUTTRRIITTIIOONN FFUUNNDD 55,,668899,,113322 55,,661122,,227766 66,,002244,,336633 77,,003355,,000000 11,,001100,,663377 1177%%
SS CCHHOOOOLL CCAA PP IITTAA LL PP RROOJJ EECCTTSS FFUUNNDD
19 451100 TRANSFER FROM GENERAL FUND 2,987,730 2,987,730 3,112,150 3,173,200 61,050 2%
19 TRANSFER FROM DEBT SERVICE FUND - - - - - -
Page 11
102
FY 25
REVISED FY 25 FY 26 FY 27
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV II RRGGIINNII AA
FFII SS CCAA LL YY EEAA RR 22002277 RREEVV EENNUUEE EESS TTII MMAA TTEESS
FROM FY 26 BUDGET
INC/(DEC) FY 27 BUDGET
19 415108 INTEREST - - - - - -
19 OTHER REVENUE/FUND BALANCE - - - - - -
TTOOTTAA LL SS CCHHOOOOLL CCAA PP IITTAA LL PP RROOJJEECCTTSS FFUUNNDD 22,,998877,,773300 22,,998877,,773300 33,,111122,,115500 33,,117733,,220000 6611,,005500 22%%
CCOOUUNNTTYY CCAAPPII TTAALL PPRROOJJEECCTTSS FFUUNNDD
12 451110 TRANSFER FROM GENERAL FUND 18,778,990 18,778,990 5,047,150 5,108,200 61,050 1%
12 451109 TRANSFER FROM LAW LIBRARY FUND - - - - - -
12 COUNTY CAPITAL FUND BALANCE - - - - - -
12 451104 TRANSFER TO DEBT SERVICE - - - - - -
12 TRANSFER FROM DEBT SERVICE FUND - - - - - -
12 415108 INTEREST - - - - - -
12 419108 RECOVERED COSTS - - - - - -
TTOOTTAA LL CCOOUUNNTTYY CCAAPPII TTAALL PPRROOJJEECCTTSS FFUUNNDD 1188,,777788,,999900 1188,,777788,,999900 55,,004477,,115500 55,,110088,,220000 6611,,005500 11%%
DDEEBBTT SS EERRVV IICCEE FFUUNNDD
18 415107 OTHER INTEREST - - - - - -
18 419108 QSCB2 INTEREST SUBSIDY 1,347,447 1,270,643 1,347,447 1,270,600 (76,847) -6%
18 SCHOOL ENERGY BOND SAVINGS (TRANSFER FROM SCHOOL OPER)408,660 408,660 408,660 408,660 - 0%
18 COURTHOUSE MAINTENANCE FEES 79,982 35,698 79,982 36,000 (43,982) -55%
18 RENT INCOME 186,471 186,480 186,471 186,480 9 0%
18 TRANSFER FROM COUNTY CAPITAL - - - - - -
18 TRANSFER FROM SCHOOL OPERATING FUND - - - - - -
18 DEBT SERVICE FUND BALANCE - - - - - -
18 TRANSFER FROM SCHOOL CAPITAL FUND - - - - - -
18 451501 DESIGNATED FUND BALANCE 498,048 - 78,973 156,944 77,971 99%
18 451100 TRANSFER FROM GENERAL FUND 22,700,165 22,801,235 22,700,165 22,700,165 - 0%
TTOOTTAA LL DDEEBBTT SS EERRVV IICCEE FFUUNNDD 2255,,222200,,777733 2244,,770022,,771155 2244,,880011,,669988 2244,,775588,,884499 ((4422,,884499)) 00%%
EEDDAA
451110 TRANSFER FROM GENERAL FUND 380,000 205,685 380,000 380,000 - 0%
TTOOTTAA LL EEDDAA 338800,,000000 220055,,668855 338800,,000000 338800,,000000 -- 00%%
TTOOTTAA LL RREESS OOUURRCC EESS AA LLLL FFUUNNDDSS ((IINNCCLLUUDDIINNGG TTRRAA NNSS FFEERRSS ))440000,,555544,,006633 337788,,559999,,119922 336677,,771122,,882233 338877,,113388,,221144 1199,,442255,,339911 55%%
IINNTTEERRFFUUNNDD TTRRAANNSS FFEERRSS ((111133,,556611,,554488)) ((111100,,884499,,336600)) ((9966,,990022,,664422)) ((110011,,339988,,883377)) ((44,,449966,,119955)) 55%%
GGRRAANNDD TTOOTTAALL AA LLLL FFUUNNDDSS ((EEXX CCLLUUDDII NNGG IINNTTEERRFFUUNNDD TTRRAANNSS FFEERRSS ))228866,,999922,,551155 226677,,774499,,883333 227700,,881100,,118811 228855,,773399,,337777 1144,,992299,,119966 66%%
Page 12
Proposed Budget for Fiscal Year 2027
REVENUE SUMMARY, APPENDIX B
Financial Policies
REVENUE SUMMARY: 105
REVENUE SUMMARY
Appendix B: Financial Policies
Capital Improvement Budget Policies
1. The County will consider all capital improvements in accordance with an adopted capital improvement
program.
2. The County will develop a five-year plan for capital improvements and update each annually.
3. The County will enact an annual capital budget based on the five-year capital improvement plan. Future
capital expenditures necessitated by changes in population, changes in real estate development, or
changes in economic base will be calculated and included in capital budget projections.
4. The County will coordinate development of the capital improvement budget with development of the
operating budget. Future operating costs associated with new capital improvements will be projected and
included in operating budget forecasts.
5. The County will use intergovernmental assistance to finance only those capital improvements that are
consistent with the capital improvement plan and County priorities, and whose operating and maintenance
costs have been included in operating budget forecasts.
6. The County will maintain all its assets at a level adequate to protect the County’s capital investment and to
minimize future maintenance and replacement costs.
7. The County will project its equipment replacement and maintenance needs for the next several years and
will update this projection each year. From this projection a maintenance and replacement schedule will be
developed and followed.
8. The County will identify the estimated costs and potential funding sources for each capital project proposal
before it is submitted for approval.
9. The County will attempt to determine the least costly financing method for all new projects.
Debt Policies
1. The County will confine long-term borrowing to capital improvement or projects that cannot be financed
from current revenues except where approved justification is provided.
2. When the County finances capital improvements or other projects by issuing bonds or entering into capital
leases, it will repay the debt within a period not to exceed the expected useful life of the project.
3. Net debt as a percentage of estimated market value of taxable property should strive to be below 3.0% but
not exceed 4.0%.
4. The ratio of debt service expenditures as a percent of governmental fund expenditures (General Fund plus
School Operating Fund expenditures less the General Fund transfer to the School Operating Fund) should
strive to be below 10% but not exceed 12%.
5. The County will review the 10-year tax supported debt and lease payout ratio on an annual basis, and
intends to maintain the ratio at 60% over a five-year period, with the ratio being no less than 55% in any
one year during the period.
6. The County recognizes the importance of underlying and overlapping debt in analyzing financial condition.
The County will regularly analyze total indebtedness including underlying and overlapping debt.
REVENUE SUMMARY: 106
REVENUE SUMMARY
7. Where feasible, the County will explore the usage of special assessment, revenue, or other self-supporting
bonds instead of general obligation bonds.
8. The County will retire tax anticipation debt, if any, annually and will retire bond anticipation debt within six
months after completion of the project.
9. On all General Fund support, debt-financed projects, the County will attempt to make a down payment of
at least 5% of total project costs in the aggregate from current resources. The long-term goal is to annually
designate a portion of General Fund cash for one-time capital projects.
Reserve Policies
The County will establish an emergency reserve to pay for needs caused by unforeseen emergencies, including
unanticipated expenditures of a nonrecurring nature, or to meet unexpected small increases in service delivery
costs. This General Contingency will be budgeted at not less than 1.0% of the General Fund.
Unassigned fund balance at the close of each fiscal year should be at least 12% of the General Fund plus School
Operating Fund revenues, excluding the General Fund transfer to the School Operating Fund. Should the County
find it necessary to access these funds in an emergency situation the Unassigned Fund Balance would be allowed
to fall below the target described above. Any appropriation which causes Unassigned Fund Balance to drop below
12% will occur only after the County Administrator presents to the Board of Supervisors a plan and timeline for
replenishing the balance to a minimum of 12%.
Investment Policies
OVERVIEW
The Montgomery County Board of Supervisors recognizes that it is the explicit constitutional responsibility of
the County Treasurer to invest County Funds in accordance with Virginia Law. It is the desire of the Montgomery
County Board of Supervisors to provide the Treasurer with the most timely information in order to best execute
the powers of the Treasurer’s Office. To that end, the following Investment Policies are intended as a guide for the
Montgomery County Board of Supervisors to facilitate this relationship.
POLICIES
The County will attempt to provide a cash-flow analysis of all funds on a continuous basis. Disbursement,
collection, and deposit of funds will be scheduled to insure maximum cash availability.
The County will develop an annual cash-flow budget for County Operations to be reviewed quarterly with the
Treasurer.
MONTGOMERY COUNTY, VIRGINIA
Summary by Function
SUMMARY BY FUNCTION: 107
Below is a summary chart for the following functions: General Government Administration; Judicial Administration;
Public Safety; General Services; Health and Welfare; Parks, Recreation, Cultural; Community Development; and
Other Agencies.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY FUNCTIONAL AREA
General Government Admin $14,329,556 $11,422,779 $13,904,379 $13,674,776 $2,955,100 $16,629,876 $2,725,497
Judicial Administration $3,460,514 $3,262,521 $3,470,056 $3,539,150 $18,000 $3,557,150 $87,094
Public Safety $28,187,470 $26,629,093 $29,967,037 $30,073,942 $427,305 $30,501,247 $534,210
General Services $10,192,385 $9,213,197 $9,538,691 $9,566,037 $516,476 $10,082,513 $543,822
Health and Welfare $11,562,685 $10,780,597 $11,144,822 $10,956,307 $99,392 $11,055,699 $(89,123)
Parks, Recreation, Cultural $4,979,926 $4,450,581 $4,744,492 $4,686,965 $- $4,686,965 $(57,527)
Community Development $2,565,541 $2,154,006 $1,901,820 $4,269,722 $24,239 $4,293,961 $2,392,141
Other Agencies $4,413,889 $3,845,245 $3,535,188 $3,535,188 $55,167 $3,590,355 $55,167
General Gov Portion of General Fund $79,691,965 $71,758,019 $78,206,485 $80,302,087 $4,095,679 $84,397,766 $6,191,281
Transfers $113,152,888 $110,440,700 $96,493,982 $96,616,082 $4,100,000 $100,716,082 $4,222,100
TOTAL GENERAL FUND $192,844,853 $182,198,719 $174,700,467 $176,918,169 $8,195,679 $185,113,848 $10,413,381
Proposed Budget for Fiscal Year 2027
EXPENDITURE PLANS
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for General Government Administration
GENERAL GOVERNMENT ADMINISTRATION: 111
General Government Administration consists of the following divisions: Revenue Sharing; Board of Supervisors;
County Administration; County Attorney; Finance; Insurance; Information Technology; Commissioner of Revenue;
Reassessment/Board of Equalization; Treasurer; Electoral Board; and Contingencies (General and Special).
Below is a summary chart of each division and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
Revenue Sharing $227,000 $222,417 $227,000 $227,000 $70,000 $297,000 $70,000
Board of Supervisors $312,995 $248,339 $339,301 $365,446 $- $365,446 $26,145
County Administration $3,148,859 $2,893,899 $3,338,883 $3,317,491 $506,376 $3,823,867 $484,984
County Attorney $541,268 $522,725 $519,313 $513,988 $- $513,988 $(5,325)
Finance $1,500,672 $1,419,596 $1,516,389 $1,492,098 $121,597 $1,613,695 $97,306
Insurance $251,056 $224,511 $286,090 $286,090 $- $286,090 $-
Information Technology $2,847,728 $2,559,820 $3,067,128 $2,999,585 $176,300 $3,175,885 $108,757
Commissioner of Revenue $1,492,051 $1,401,161 $1,491,333 $1,490,638 $- $1,490,638 $(695)
Reassessment/Board of
Equalization $- $- $- $- $- $- $-
Treasurer $1,195,742 $1,114,206 $1,247,158 $1,243,011 $57,200 $1,300,211 $53,053
Electoral Board $902,223 $816,106 $753,747 $754,122 $9,600 $763,722 $9,975
Contingencies-General $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
Contingencies-Special $1,551,672 $- $332,730 $200,000 $1,956,027 $2,156,027 $1,823,297
TOTAL GENERAL GOV. ADMIN. $14,329,556 $11,422,779 $13,904,379 $13,674,776 $2,955,100 $16,629,876 $2,725,497
MONTGOMERY COUNTY, VIRGINIA
Revenue Sharing
Board of
Supervisors
County
Administrator
CITIZENS
Revenue Sharing
REVENUE SHARING : 113
REVENUE SHARING: 114
REVENUE SHARING
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Refunds $227,000 $222,417 $227,000 $227,000 $70,000 $297,000 $70,000
TOTAL EXPENDITURES $227,000 $222,417 $227,000 $227,000 $70,000 $297,000 $70,000
REVENUE BY CLASSIFICATION
Adjustment for Revenue Refunds $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $227,000 $222,417 $227,000 $227,000 $70,000 $297,000 $70,000
TOTAL REVENUES $227,000 $222,417 $227,000 $227,000 $70,000 $297,000 $70,000
REVENUE SHARING: 115
REVENUE SHARING
About
Payments to the City of Radford as part of a revenue sharing agreement between the County and the City
are budgeted here. Payments are equal to 27.5% of all revenue collected in the 177 Corridor and are made
semiannually to the City of Radford.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $70,000 is Added for Revenue Sharing Funds with the City of Radford – $70,000 in additional
funding is added in FY 27 to the Revenue Sharing division. The County has a revenue sharing agreement
with the City of Radford. Payments are equal to 27.5% of all revenue collected in the 177 Corridor and are
made semi-annually to the City of Radford. Additional funds in the amount of $70,000 are added to cover
the cost of the agreement based on increased Transient Occupancy, Sales, and Meals taxes collected in
the corridor.
MONTGOMERY COUNTY, VIRGINIA
Board of Supervisors
Board of
Supervisors
CITIZENS
BOARD OF SUPERVISORS : 117
BOARD OF SUPERVISORS: 118
BOARD OF SUPERVISORS
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Board of Supervisors $312,995 $248,339 $339,301 $365,446 $- $365,446 $26,145
TOTAL EXPENDITURES $312,995 $248,339 $339,301 $365,446 $- $365,446 $26,145
EXPENDITURES BY
CLASSIFICATION
Personal Services $187,150 $163,554 $213,456 $239,601 $- $239,601 $26,145
Operations & Maintenance $125,845 $84,785 $125,845 $125,845 $- $125,845 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $312,995 $248,339 $339,301 $365,446 $- $365,446 $26,145
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED
REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $312,995 $248,339 $339,301 $365,446 $- $365,446 $26,145
TOTAL REVENUES $312,995 $248,339 $339,301 $365,446 $- $365,446 $26,145
BOARD OF SUPERVISORS: 119
BOARD OF SUPERVISORS
About
There are seven members of the Montgomery County Board
of Supervisors, each elected from one of the seven districts.
The Board of Supervisors serves as the County’s legislative
arm, with both administrative and legislative responsibilities.
Terms are for four-year staggered terms, with three or four
seats up for re-election each odd year.
Board of Supervisors
The Board sets the annual budget and local tax rates, enacts
ordinances governing the County and its citizens, sets
policies, and oversees their administration. The Board also
appoints members of various boards and committees, hires
the County Administrator and County Attorney, and adopts the County’s comprehensive land use plan and related
ordinances.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
County Administration
Administration
Board of
Supervisors
CITIZENS
COUNTY ADMINISTRATION : 121
Public Relations &
Comm. Engagement
Human
Resources
Deputy County
Administrator
County
Administrator
Management
and Budget
Assessment
Chief Financial
Officer (CFO)
COUNTY ADMINISTRATION: 122
COUNTY ADMINISTRATION
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Administration $1,131,819 $1,237,464 $1,352,101 $1,357,047 $- $1,357,047 $4,946
Human Resources $1,001,433 $723,529 $1,009,406 $986,259 $301,437 $1,287,696 $278,290
Management and Budget $406,818 $329,565 $446,748 $444,658 $5,000 $449,658 $2,910
Public Relations $608,789 $603,340 $530,628 $529,527 $28,500 $558,027 $27,399
Assessment $- $- $- $- $171,439 $171,439 $171,439
TOTAL EXPENDITURES $3,148,859 $2,893,899 $3,338,883 $3,317,491 $506,376 $3,823,867 $484,984
EXPENDITURES BY
CLASSIFICATION
Personal Services $2,447,620 $2,542,220 $2,926,222 $2,904,830 $171,439 $3,076,269 $150,047
Operations & Maintenance $611,385 $266,577 $397,661 $397,661 $334,937 $732,598 $334,937
Capital Outlay $89,854 $85,102 $15,000 $15,000 $- $15,000 $-
TOTAL EXPENDITURES $3,148,859 $2,893,899 $3,338,883 $3,317,491 $506,376 $3,823,867 $484,984
REVENUE BY CLASSIFICATION
Local Recovered Costs $31,000 $39,045 $31,000 $34,000 $- $34,000 $3,000
State EMS Grants $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $31,000 $39,045 $31,000 $34,000 $- $34,000 $3,000
TOTAL UNDESIGNATED REVENUE $3,117,859 $2,854,854 $3,307,883 $3,283,491 $506,376 $3,789,867 $481,984
TOTAL REVENUES $3,148,859 $2,893,899 $3,338,883 $3,317,491 $506,376 $3,823,867 $484,984
COUNTY ADMINISTRATION: 123
COUNTY ADMINISTRATION
About
County Administration includes Administration, Human Resources, Management and Budget, and Public
Relations & Community Engagement, and Assessment. The County Administrator, appointed by and accountable
to the Board of Supervisors, leads County operations.
Administration
The County Administrator guides and directs the day-to-day operations of County government under the authority
of the Board of Supervisors and has ultimate responsibility for all phases of local government. The County
Administrator is responsible for recommending policies and implementing programs for the Board of Supervisors,
and for ensuring compliance with federal, state and local laws.
Human Resources
Human Resources develops, recommends and interprets human resources policies for employees. Recruitment,
selection, retention efforts and employee training programs, along with compensation and benefit programs, are
managed through this office. The office also handles employee events, wellness initiatives including an on-site
health clinic, worker’s compensation, performance management, incentive programs, and employee service
awards.
Management and Budget
The Management and Budget Office develops and administers the County’s budget and Capital Improvement
Program (CIP). Budget staff perform budget and financial analysis, revenue forecasting, budget monitoring,
program analysis, economic analysis, and special studies on County programs.
Public Relations & Community Engagement
The Public Relations & Community Engagement Department serves as a communication link between County
departments, residents, the news media and other groups. The department manages and publishes print and
digital content related to external and internal communications. The department maintains the County’s website,
creates and publishes social media content, produces podcasts, writes and distributes news releases and media
advisories, captures videos and photos, assists with event planning, and maintains the County’s photo library.
Assessment
The Assessment Department oversees the valuation of real property for tax purposes. Responsibilities include
managing periodic reassessments, ensuring compliance with state laws, and managing staff and budgets.
Key Performance Indicators
Human Resources Goal/Objective - Provide Assistance to County Employees Seeking To Further Their Education
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Cost of Tuition Reimbursement Program $15,593 $20,000 $25,000
Output Number of Employees in Tuition Reimbursement
Program 9 7 13
Efficiency Cost per Employee $1,733 $2,857 $1,923
Effectiveness Percentage of Employees in the Program Earning a
Passing Score 100%100%100%
Outcome Percentage of Employees Maintaining Employment
for 3 Years After Completion of the Program 88%100%100%
COUNTY ADMINISTRATION: 124
COUNTY ADMINISTRATION
Management and Budget Goal/Objective - Produce the Most Accurate Revenue Projection with the Least Amount of Resources
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input FTES 1.25 1.25 1.25
Output Revenue Projection Value $150,582,211 $155,167,579 $162,608,815
Efficiency Total Revenue Projection Value/FTE - Percentage
Value to Generate Product $120,465,769 $124,134,063 $130,087,052
Effectiveness Fall Between 1% Margin of Error Between
Projection to Actual Revenue Collected 2.97%1.00%1.00%
Outcome Maintain the County's Financial Principals 100% of
the Time 100%100%100%
Public Relations and Community Engagement Goal/Objective: Produce and
Provide Quality Creative Design and Multimedia to County Departments as Requested
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Number of FTEs Completing Creative Design,
Multimedia, and Website Update Requests 3.5 3.5 3.5
Output Number of Requests Submitted 474 350 400
Efficiency Number of Requests per FTE 135 100 114
Effectiveness Percentage of Time Requests Are Completed
Within Deadlines Provided 97%97%97%
Outcome
Achieve x% Satisfaction with Deliverable
Produced / Customer Services Provided to County
Departments
N/A N/A N/A
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Administration 7 7 0
Human Resources 6 6 0
Management and Budget 3 3 0
Public Information 5 5 0
Assessment 0 1 1
TOTAL 21 22 1
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, an additional $3,000 is added to County Administration’s base fee revenue
for FY 27.
COUNTY ADMINISTRATION: 125
COUNTY ADMINISTRATION
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $5,000 is Added for Printing and Binding Costs for the County’s Budget and CIP Documents –
$5,000 in additional funding is added in FY 27 to the Management and Budget Department to increase
the budget for producing the County’s annual operating budget and annual capital improvement plan
documents. The additional funding is needed based on rising costs for printing both documents.
• $28,500 is Added for the Web-Based Subscriptions for County Employees – $28,500 in additional
funding is added in FY 27 to the Public Relations and Community Engagement Department to support
centralized subscription-based web design programs. Several departments utilize specialized software
for a variety of tasks. By centralizing the subscriptions, the Public Relations and Community Engagement
Department can maintain County brand oversight and provide design assistance as needed.
• $301,437 is Added for the On-Site Employee Health Clinic – $301,437 in additional funding is
added in FY 27 for the Human Resources department to cover the costs for the County’s on-site employee
clinic, flu vaccinations, and health plan consultant fees. Since FY 22 these costs have been charged to
the self-funded health insurance fund. Because Human Resources is the County’s interface with the clinic
service provider, these costs will be charged to Human Resources beginning in FY 27. This change makes
an additional $301,437 available in the health insurance fund to cover claims costs.
• $171,439 is Added for a Director of Real Estate Assessments (One FTE) – $171,439 and one FTE
are added in FY 27 to County Administration. This position will oversee the valuation of real property for tax
purposes. Responsibilities include managing periodic reassessments, ensuring compliance with state laws,
and managing staff and budgets.
MONTGOMERY COUNTY, VIRGINIA
County Attorney
Board of
Supervisors
CITIZENS
County Attorney
COUNTY ATTORNEY : 127
COUNTY ATTORNEY: 128
COUNTY ATTORNEY
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
County Attorney $541,268 $522,725 $519,313 $513,988 $- $513,988 $(5,325)
TOTAL EXPENDITURES $541,268 $522,725 $519,313 $513,988 $- $513,988 $(5,325)
EXPENDITURES BY CLASSIFICATION
Personal Services $434,161 $433,328 $448,764 $443,439 $- $443,439 $(5,325)
Operations & Maintenance $107,107 $89,397 $70,549 $70,549 $- $70,549 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $541,268 $522,725 $519,313 $513,988 $- $513,988 $(5,325)
REVENUE BY CLASSIFICATION
Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $541,268 $522,725 $519,313 $513,988 $- $513,988 $(5,325)
TOTAL REVENUES $541,268 $522,725 $519,313 $513,988 $- $513,988 $(5,325)
COUNTY ATTORNEY: 129
COUNTY ATTORNEY
About
The County Attorney defends or brings actions on behalf of the County and any of its boards, officials,
departments, or employees. This division also drafts and prepares County ordinances, leases, bonds, deeds, and
contracts in which the County is a party.
County Attorney
The County Attorney is appointed by and serves at the pleasure of the Board of Supervisors. The County Attorney
represents and counsels the Board of Supervisors, County boards, commissions, departments, agencies, officials,
and employees on all legal and civil matters involving County government.
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
County Attorney 2 2 0
TOTAL 2 2 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Finance
Board of
Supervisors
County
Administrator
CITIZENS
Finance
Finance Purchasing
FINANCE : 131
Chief Financial
Officer (CFO)
FINANCE: 132
FINANCE
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Finance $1,500,672 $1,419,528 $1,516,389 $1,492,098 $121,597 $1,613,695 $97,306
Purchasing $- $68 $- $- $- $- $-
TOTAL EXPENDITURES $1,500,672 $1,419,596 $1,516,389 $1,492,098 $121,597 $1,613,695 $97,306
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,250,872 $1,200,092 $1,261,589 $1,237,298 $121,597 $1,358,895 $97,306
Operations & Maintenance $249,500 $219,208 $254,800 $254,800 $- $254,800 $-
Capital Outlay $300 $296 $- $- $- $- $-
TOTAL EXPENDITURES $1,500,672 $1,419,596 $1,516,389 $1,492,098 $121,597 $1,613,695 $97,306
REVENUE BY
CLASSIFICATION
Local Recovered Costs $85,000 $118,291 $100,000 $107,000 $- $107,000 $7,000
TOTAL DESIGNATED
REVENUE $85,000 $118,291 $100,000 $107,000 $- $107,000 $7,000
TOTAL UNDESIGNATED
REVENUE $1,415,672 $1,301,305 $1,416,389 $1,385,098 $121,597 $1,506,695 $90,306
TOTAL REVENUES $1,500,672 $1,419,596 $1,516,389 $1,492,098 $121,597 $1,613,695 $97,306
FINANCE: 133
FINANCE
About
Finance is responsible for ensuring the integrity of public funds by developing and monitoring compliance with
internal controls and financial policies and procedures. The division is responsible for payroll, accounts payable,
insurance, and purchasing. Finance also provides County
Administration with financial reports and performs billing,
collection, and customer service for the Public Service
Authority (PSA). The division also provides financial
services to the Economic Development Authority (EDA), the
Metropolitan Planning Organization (MPO), the Montgomery
County Regional Tourism program, the New River Valley
Emergency Communications Regional Authority (911
Authority), and the Montgomery Blacksburg Christiansburg
(MBC) Development Corporation.
Finance
The Finance Department maintains accounting records
related to the County’s financial system and prepares and distributes monthly expenditure reports. Finance also
processes invoices for payment, payroll, and all state, federal and IRS earnings-related forms. In addition, the
Finance Department performs billing, collection, and customer service functions for the Public Service Authority.
Purchasing
The Purchasing Department supports County departments by providing procurement services and guidance.
Formal invitations for bid and requests for proposal are developed, issued, and awarded in accordance with the
Virginia Public Procurement Act. Purchase orders are issued upon award.
Key Performance Indicators
Goal/Objective - Ensure the Accurate and Timely Delivery of Payroll for County Employees
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Total Budget $193,186,806 $174,700,467 $185,113,848
Output Total Dollars Spent on County Payroll $42,342,724 $49,022,396 $51,619,207
Efficiency Percentage of Total Budget Spent on Personnel
Services 22%28%28%
Effectiveness Percentage of Payroll Going Out on Time and in the
Full Amount 99.99%100.00%100.00%
Outcome Operating Within State and Federal Laws and
Mandates 100% of the Time 100%100%100%
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Finance 9 10 1
Purchasing 2 2 0
TOTAL 11 12 1
FINANCE: 134
FINANCE
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, an additional $7,000 is added to Finance’s base fee revenue for FY 27.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $121,597 is Added for a Finance Manager Position (One FTE) – $121,597 and one FTE are added to
the Finance Department for FY 27. The Finance Department responsibilities continue to grow as a result of
the continued growth of the County. In addition, new accounting pronouncements require significant time
for proper implementation. The growth and the complexity of regulatory requirements have made it difficult
to complete the financial statement audits in a timely manner. Additional staffing in this area will benefit
the County and ensure reporting is completed timely and accurately. In addition, staff will be less strained
in covering the day-to-day operations of the finance office during the audit.
MONTGOMERY COUNTY, VIRGINIA
Insurance
Board of
Supervisors
County
Administrator
CITIZENS
Finance
Insurance
INSURANCE:135
Chief Financial
Officer (CFO)
INSURANCE:136
INSURANCE
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Insurance $251,056 $224,511 $286,090 $286,090 $- $286,090 $-
TOTAL EXPENDITURES $251,056 $224,511 $286,090 $286,090 $- $286,090 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $20,286 $19,072 $52,620 $52,620 $- $52,620 $-
Operations & Maintenance $230,770 $205,438 $233,470 $233,470 $- $233,470 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $251,056 $224,511 $286,090 $286,090 $- $286,090 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $21,718 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $21,718 $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $251,056 $202,792 $286,090 $286,090 $- $286,090 $-
TOTAL REVENUES $251,056 $224,511 $286,090 $286,090 $- $286,090 $-
INSURANCE:137
INSURANCE
About
Insurance coverage for County buildings and their contents at replacement cost value, risk management
consulting services, and liability insurance for County officials are paid from this division.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda Added
MONTGOMERY COUNTY, VIRGINIA
Information Technology
Board of
Supervisors
County
Administrator
CITIZENS
Information
Technology
INFORMATION TECHNOLOGY:139
Assistant County
Administrator
INFORMATION TECHNOLOGY: 140
INFORMATION TECHNOLOGY
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Information Technology $2,847,728 $2,559,820 $3,067,128 $2,999,585 $176,300 $3,175,885 $108,757
TOTAL EXPENDITURES $2,847,728 $2,559,820 $3,067,128 $2,999,585 $176,300 $3,175,885 $108,757
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,156,622 $1,030,869 $1,458,341 $1,390,798 $- $1,390,798 $(67,543)
Operations & Maintenance $1,427,785 $1,312,870 $1,406,461 $1,402,287 $159,500 $1,561,787 $155,326
Capital Outlay $263,321 $216,081 $202,326 $206,500 $16,800 $223,300 $20,974
TOTAL EXPENDITURES $2,847,728 $2,559,820 $3,067,128 $2,999,585 $176,300 $3,175,885 $108,757
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $604 $- $- $- $- $-
Technology Fee $22,000 $26,158 $23,000 $26,000 $- $26,000 $3,000
TOTAL DESIGNATED REVENUE $22,000 $26,762 $23,000 $26,000 $- $26,000 $3,000
TOTAL UNDESIGNATED REVENUE $2,825,728 $2,533,057 $3,044,128 $2,973,585 $176,300 $3,149,885 $105,757
TOTAL REVENUES $2,847,728 $2,559,820 $3,067,128 $2,999,585 $176,300 $3,175,885 $108,757
INFORMATION TECHNOLOGY: 141
INFORMATION TECHNOLOGY
About
The Information Technology (IT) department oversees the planning, implementation, and maintenance of
technology resources and solutions that enable County operations. IT supports all computing systems and
telecommunications infrastructure across County facilities while also providing strategic guidance for the
organization’s technology needs.
Information Technology
IT supports over 100 systems and applications in a high availability, 24/7 environment and over 1,500 end-user
devices, including PCs, laptops, printers, and phones across multiple locations in the County.
Key Performance Indicators
Goal/Objective - Provide Exceptional IT Service to Montgomery County Employees
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Number of FTEs on the Helpdesk 4 4 4
Output Number of Help Desk Tickets including Tier II support 2,833 3,000 3,200
Efficiency Help Desk Tickets Per FTE 565 600 640
Effectiveness Close 90% of Help Desk Tickets Within SLA Agreement
Timeframe 95%90%90%
Outcome Maintain a 90% Satisfaction Level with IT Help Desk
Services - 458 reviews 96%90%90%
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Information Technology 12.5 12.5 0
TOTAL 12.5 12.5 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, an additional $3,000 is added to Information Technology’s base technology
fee revenue for FY 27.
INFORMATION TECHNOLOGY: 142
INFORMATION TECHNOLOGY
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $10,000 is Added for a New Security Software Program – $10,000 in additional funding is added
in FY 27 to purchase new software to enhance security on workstations and servers by ensuring systems
are patched/updated consistently. The new software is more reliable and misses less vulnerabilities. The
County will also gain real time reporting insights not currently available.
• $19,000 is Added for Software Maintenance Service Contract Increases – $19,000 in additional
funding is added in FY 27 to cover increases in software maintenance service contracts. $10,000 will cover
Munis and $9,000 will cover IAS World software license increases.
• $42,000 is Added for Microsoft 365 Implementation – $42,000 in additional funding is added in FY
27 to move Microsoft licensing and email to the Cloud to be more reliable and accessible. This funding
will reduce IT support and costs for hardware and infrastructure, make email and office applications more
accessible from anywhere, significantly increase email capacity, and allow for easier file sharing internally
and externally.
• $13,500 is Added to Move Proofpoint Software to the Cloud – $13,500 in additional funding is
added in FY 27 to move Proofpoint software to the Cloud. This move will help the County better meet
the standards set by Proofpoint’s Email Security product for Election staff (ELECT), Criminal Justice
Information and Systems (CJIS) to secure law enforcement data, and the annual National Cybersecurity
Review (NCSR) audit to protect the confidentiality and integrity of stored data in files, databases, virtual
machine disk images, container images, and other resources.
• $75,000 is Added for OpenGov Ongoing Costs – $75,000 in additional funding is added in FY
27 to further implement OpenGov software as well as provide for an increase in the new yearly costs.
The OpenGov software creates better integration and work flows between Planning, GIS, Inspections,
Stormwater, Utilities, General Services, and Parks and Recreation. It also allows for more efficient handling
of permitting and provides an easier process for citizens.
• $16,800 is Added for Computer Costs for New Positions – $16,800 in additional funding is added in
FY 27 to cover the costs of providing computer hardware for new positions added to the FY 27 budget.
Note: $210,000 is included in the FY 27 capital budget to address future infrastructure issues. These funds are
located in the County Capital tab at the end of the budget document.
MONTGOMERY COUNTY, VIRGINIA
Commissioner of the Revenue
Commissioner of
the Revenue
CITIZENS
COMMISSIONER OF THE REVENUE: 143
COMMISSIONER OF THE REVENUE: 144
COMMISSIONER OF THE REVENUE
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Commissioner of the Revenue $1,492,051 $1,401,161 $1,491,333 $1,490,638 $- $1,490,638 $(695)
TOTAL EXPENDITURES $1,492,051 $1,401,161 $1,491,333 $1,490,638 $- $1,490,638 $(695)
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,367,324 $1,313,345 $1,415,456 $1,414,761 $- $1,414,761 $(695)
Operations & Maintenance $124,364 $87,454 $75,877 $75,877 $- $75,877 $-
Capital Outlay $363 $363 $- $- $- $- $-
TOTAL EXPENDITURES $1,492,051 $1,401,161 $1,491,333 $1,490,638 $- $1,490,638 $(695)
REVENUE BY CLASSIFICATION
State Shared Expenses $327,190 $323,790 $331,961 $336,727 $3,283 $340,010 $8,049
Land Use Application Fee $1,800 $1,602 $1,800 $1,800 $- $1,800 $-
Recovered Costs $- $150 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $328,990 $325,542 $333,761 $338,527 $3,283 $341,810 $8,049
TOTAL UNDESIGNATED
REVENUE $1,163,061 $1,075,620 $1,157,572 $1,152,111 $(3,283) $1,148,828 $(8,744)
TOTAL REVENUES $1,492,051 $1,401,161 $1,491,333 $1,490,638 $- $1,490,638 $(695)
COMMISSIONER OF THE REVENUE: 145
COMMISSIONER OF THE REVENUE
About
The Commissioner of the Revenue is an elected Constitutional Officer responsible for assessing all tangible
personal property and tangible business property in accordance with the Code of Virginia, verifying data filed by
taxpayers, calculating assessments and taxes, and issuing the personal property tax book annually.
The Commissioner of the Revenue is also responsible for maintaining real estate ownership records, including
transfers of ownership recorded in the Circuit Court Clerk’s Office, assessing the value of real property, and
mapping of real property.
The Commissioner administers the Land Use program, which provides for the deferral of real estate taxes on
parcels that qualify for agricultural, horticultural, and/or forestry uses. The Commissioner processes new and
renewal applications, validates information provided on the applications, and calculates the use values per soil
classifications.
The Commissioner also administers the real estate tax relief programs for veterans who have a 100% service-
connected disability, taxpayers who are 65 or older, and disabled taxpayers.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Process Virginia Individual Tax Returns and Tax Declarations 781 1,000 700
Output Assist Elderly, Disabled, and Veterans with Tax Returns 822 850 900
Output Business Tax Assessments 6,891 7,000 7,300
Output Update Real Estate Records 4,714 5,500 6,000
Output Identify Qualified Land Use Program Parcels 1,633 1,675 1,700
Output Taxable Vehicle Assessments 86,378 81,000 87,000
Output Assess Supplemental Proration Bills and Corrections 15,255 14,300 15,750
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Commissioner of the Revenue 17 17 0
TOTAL 17 17 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
COMMISSIONER OF THE REVENUE: 146
COMMISSIONER OF THE REVENUE
• Consolidation of Commissioner of the Revenue State and Local Budgets – In prior years, the
Commissioner of the Revenue had two separate budgets; one that was funded by the compensation board
and one that was funded exclusively with local funds. For FY 27, these two budgets have been consolidated
into one division. This change is expected to provide efficiencies by eliminating redundancies previously
found across the two separate divisions.
• Base Compensation Board Revenue Adjustments – A total of $4,766 is added to the base
Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by
the State Compensation Board reconciled to the FY 26 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. This adjustment reconciles the County’s budget to the FY 26 approved Compensation Board budget
that contained a 3% increase for locally supported positions July 1, 2025.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $3,283 is Added to the Commissioner of the Revenue’s Compensation Board Revenue Budget
– These funds account for a 2% across the board salary increase included in the state’s budget for locally
supported positions July 1, 2026. Since the County is providing a 3% compensation increase to all County
funded positions in FY 27, these funds provide additional revenue to the County. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state.
MONTGOMERY COUNTY, VIRGINIA
Treasurer
Treasurer
CITIZENS
TREASURER:147
TREASURER: 148
TREASURER
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Treasurer $1,195,742 $1,114,206 $1,247,158 $1,243,011 $57,200 $1,300,211 $53,053
TOTAL EXPENDITURES $1,195,742 $1,114,206 $1,247,158 $1,243,011 $57,200 $1,300,211 $53,053
EXPENDITURES BY
CLASSIFICATION
Personal Services $997,882 $928,002 $1,050,298 $1,046,151 $- $1,046,151 $(4,147)
Operations & Maintenance $194,360 $182,595 $196,860 $196,860 $57,200 $254,060 $57,200
Capital Outlay $3,500 $3,609 $- $- $- $- $-
TOTAL EXPENDITURES $1,195,742 $1,114,206 $1,247,158 $1,243,011 $57,200 $1,300,211 $53,053
REVENUE BY
CLASSIFICATION
State Shared Expenses $332,368 $330,948 $337,314 $348,234 $3,515 $351,749 $14,435
DMV Stop Fees $43,300 $102,014 $43,300 $43,300 $31,700 $75,000 $31,700
TOTAL DESIGNATED REVENUE $375,668 $432,962 $380,614 $391,534 $35,215 $426,749 $46,135
TOTAL UNDESIGNATED
REVENUE $820,074 $681,244 $866,544 $851,477 $21,985 $873,462 $6,918
TOTAL REVENUES $1,195,742 $1,114,206 $1,247,158 $1,243,011 $57,200 $1,300,211 $53,053
TREASURER: 149
TREASURER
About
The Treasurer is an elected Constitutional Officer responsible for billing, collecting, and managing County
revenues. The office’s duties include billing and collecting current and delinquent real estate, personal property,
and public service taxes, motor vehicle license fees, dog licenses, and other County revenues. The Treasurer’s
Office also collects and remits state income and estimated tax payments to the Commonwealth of Virginia.
Additional responsibilities involve preparing and submitting required financial reports to both the Commonwealth
of Virginia and the County, authorizing County disbursements, and managing County cash flow. Cash management
duties include overseeing the County’s bank and investment accounts to ensure the safekeeping of public funds.
The Treasurer’s Office is funded jointly by the State Compensation Board and the County.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output State Tax Payments Processed 516 1,100 1,000
Output Real Estate Tax Bills Issued 78,768 79,000 79,000
Output Personal Property Tax Bills Issued 67,335 68,000 68,000
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Treasurer 13 13 0
TOTAL 13 13 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Consolidation of Treasurer State and Local Budgets – In prior years, the Treasurer had two separate
budgets; one funded by the compensation board and one funded exclusively with local funds. For FY 27,
these two budgets have been consolidated into one division. This change will eliminate redundancies
previously found across the two separate divisions.
• Base Compensation Board Revenue Adjustments – A total of $10,920 is added to the base
Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by
the State Compensation Board reconciled to the FY 26 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. This adjustment reconciles the County’s budget to the FY 26 approved Compensation Board budget
which contained a 3% increase for locally supported positions July 1, 2025.
TREASURER: 150
TREASURER
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $3,515 is Added to the Treasurer’s Compensation Board Revenue Budget – These funds account
for a 2% across the board salary increase included in the state’s budget for locally supported positions
July 1, 2026. Since the County is providing a 3% compensation increase to all County funded positions in
FY 27, these funds provide additional revenue to the County. Each year, Compensation Board funding is
reconciled to the County approved budget when final numbers are received from the state.
• $31,700 is added for DMV Stop Fees – The Treasurer’s Office issues DMV stops on delinquent
taxpayers. This program prevents taxpayers from receiving DMV license renewals until their delinquent
taxes are paid to the County. The DMV charges an administrative fee to the County, which the Treasurer’s
Office passes onto the taxpayer. This expenditure is offset by a like amount of revenue.
• $20,000 is Added for Postage – $20,000 in additional funding is added in FY 27 to the Treasurer
Collections Division to increase the postage budget. The additional funding is added based on rising costs
for postage and the increased number of property bills sent to citizens by the Treasurer.
• $5,500 is Added for Printing and Binding Costs – $5,500 in additional funding is added in FY 27 to
provide for the increase in printing and binding costs for the Treasurer. This funding increase is based
on rising costs including increases for the creation of personal property, real estate, motor vehicle, and
delinquent notices.
MONTGOMERY COUNTY, VIRGINIA
Office of Elections
Electoral Board
Office of
Elections
OFFICE OF ELECTIONS : 151
OFFICE OF ELECTIONS : 152
OFFICE OF ELECTIONS
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Office of Elections $902,223 $816,106 $753,747 $754,122 $9,600 $763,722 $9,975
TOTAL EXPENDITURES $902,223 $816,106 $753,747 $754,122 $9,600 $763,722 $9,975
EXPENDITURES BY
CLASSIFICATION
Personal Services $685,577 $605,970 $621,413 $621,788 $- $621,788 $375
Operations & Maintenance $189,129 $182,099 $132,334 $132,334 $6,000 $138,334 $6,000
Capital Outlay $27,517 $28,036 $- $- $3,600 $3,600 $3,600
TOTAL EXPENDITURES $902,223 $816,106 $753,747 $754,122 $9,600 $763,722 $9,975
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $2,937 $- $- $- $- $-
Designated Grant Fund $8,115 $8,115 $- $- $- $- $-
State Shared Expenses $115,867 $114,001 $115,867 $117,422 $- $117,422 $1,555
TOTAL DESIGNATED REVENUE $123,982 $125,053 $115,867 $117,422 $- $117,422 $1,555
TOTAL UNDESIGNATED
REVENUE $778,241 $691,052 $637,880 $636,700 $9,600 $646,300 $8,420
TOTAL REVENUES $902,223 $816,106 $753,747 $754,122 $9,600 $763,722 $9,975
OFFICE OF ELECTIONS : 153
OFFICE OF ELECTIONS
About
The Electoral Board/Office of Elections provides registration and election services to eligible citizens of
Montgomery County. These services include supporting and training individuals and groups holding registration
drives; providing in-house voter registration; processing through the Virginia Election and Registration System
(VERIS); purchasing, maintaining, and testing all voting equipment and electronic poll books; providing registered
voters with a voter notice; and preparing and conducting fair elections per the Code of Virginia Election Laws.
The office also provides Officer of Election training, processes candidate filings and petitions, provides proof and
printing of ballots, conducts early in-person voting, maintains polling locations, and processes mailed absentee
ballots.
Office of Elections
The Office of Elections division is committed to providing each citizen of Montgomery County with the opportunity
to exercise his or her right to vote in an efficient and equitable manner. The Director of Elections registers voters,
maintains voting records, and manages elections by staffing polling locations for the County’s 29 precincts plus
the Central Absentee Precinct (CAP). The staff conducts elections, supervises poll workers on election days, and
submits all election results through Election Night Reporting (ENR) to the state.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Registered Voters 66,199 67,649 67,600
Output Facilitate Elections 100%100%100%
Output Manage and Maintain Voter Equipment 100%100%100%
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Office of Elections 6 6 0
TOTAL 6 6 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
OFFICE OF ELECTIONS : 154
OFFICE OF ELECTIONS
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Revenue Adjustments – A total of $1,555 is added to the base Office of Elections’ revenue budget.
These funds account for the adjustment of revenues as reported by the State and reconciled to the FY 26
County approved budget.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $3,600 is Added for IT Equipment – $3,600 in additional funding is added in FY 27 to provide new IT
equipment for the Office of Elections. This increase will allow for the purchase of 12 additional Poll Pads to
assist in the largest precincts for Same Day Registration needs.
• $6,000 is Added for Postage – $6,000 in additional funding is added in FY 27 for postage in the Office
of Elections. Postage costs have increased primarily due to additional requirements from the state on
mailings.
MONTGOMERY COUNTY, VIRGINIA
Contingencies - General
Board of
Supervisors
County
Administrator
CITIZENS
Contingencies
General
CONTINGENCIES - GENERAL : 155
CONTINGENCIES - GENERAL: 156
CONTINGENCIES - GENERAL
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Contingencies-General $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
TOTAL EXPENDITURES $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
EXPENDITURES BY CLASSIFICATION
General Contingencies $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
TOTAL EXPENDITURES $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
TOTAL REVENUES $358,290 $- $785,307 $785,307 $58,000 $843,307 $58,000
CONTINGENCIES - GENERAL: 157
CONTINGENCIES - GENERAL
About
This division provides for contingency reserves to pay for unanticipated expenditures that arise during the year.
Contingencies – General
Contingencies – General provides for unknown and unanticipated expenditures that arise during the year but have
not been included in the approved budget.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $58,000 is Added to the General Contingency Budget – The County’s Financial Policies require
retention of 1% of the County’s general government portion of the General Fund to cover contingency
needs. An additional $58,000 is needed to comply with this policy.
MONTGOMERY COUNTY, VIRGINIA
Contingencies - Special
Board of
Supervisors
County
Administrator
CITIZENS
Contingencies
Special
CONTINGENCIES - SPECIAL : 159
CONTINGENCIES - SPECIAL: 160
CONTINGENCIES - SPECIAL
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Contingencies-Special $1,551,672 $- $332,730 $200,000 $1,956,027 $2,156,027 $1,823,297
TOTAL EXPENDITURES $1,551,672 $- $332,730 $200,000 $1,956,027 $2,156,027 $1,823,297
EXPENDITURES BY CLASSIFICATION
Contingencies-Special $1,551,672 $- $332,730 $200,000 $1,956,027 $2,156,027 $1,823,297
TOTAL EXPENDITURES $1,551,672 $- $332,730 $200,000 $1,956,027 $2,156,027 $1,823,297
REVENUE BY CLASSIFICATION
State School Revenue (Deferred State $) $- $- $- $- $47,709 $47,709 $47,709
TOTAL DESIGNATED REVENUE $- $- $- $- $47,709 $47,709 $47,709
TOTAL UNDESIGNATED REVENUE $1,551,672 $- $332,730 $200,000 $1,908,318 $2,108,318 $1,775,588
TOTAL REVENUES $1,551,672 $- $332,730 $200,000 $1,956,027 $2,156,027 $1,823,297
CONTINGENCIES - SPECIAL: 161
CONTINGENCIES - SPECIAL
About
Special Contingencies serves as a holding account for funds approved for a specific purpose for which the details
are not finalized. For funds held in special contingencies to be expended, the Board of Supervisors must approve a
resolution transferring them to the appropriate division.
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Special Contingencies 3 0 -3
TOTAL 3 0 -3
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Allocation for Salary Adjustments to Maintain the County’s Compensation and
Classification Plan – $200,000 is included annually for salary adjustments to maintain the County’s
compensation and classification plan. The base has been readjusted from $47,941 to $200,000, an
increase of $152,059.
• Compensation Funds Remaining after Allocating Increases to County Departments Removed
from Special Contingencies – Monies were held in Special Contingencies until transferred to County
departments to provide a 3% compensation increase for classified and part-time non-classified County
employees July 1, 2025 and to maintain the County’s Compensation and Classification Plan. $4,789 was
the remaining balance after the funding was distributed. These funds ($4,789) have been removed for FY
27 as they are no longer needed as base funds.
• Funds Supporting 3 SRO Positions in the Sheriff’s Office are Removed and Transferred to the
Sheriff’s Office for FY 27 – $280,000 in funding was added to Special Contingencies in FY 26 to hire two
School Resource Officers and one Sergeant Position to support school safety in the County. These funds
($280,000) and 3 positions (3 FTE) have been removed from Special Contingencies and transferred to the
Sheriff’s Office for FY 27.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $250,000 is Added for the Health Insurance Fund – $250,000 in additional funding is added in FY 27
to the County’s self-funded health insurance fund. As healthcare costs continue to increase, it is important
to monitor and maintain adequate funding to cover the County’s health insurance program. Previously,
CONTINGENCIES - SPECIAL: 162
CONTINGENCIES - SPECIAL
the County’s on-site employee health clinic costs, flu vaccinations, and health plan consultant fees were
charged to the health insurance fund. Beginning in FY 27 these costs will be charged to the Human
Resources department, which will provide an additional $301,437 in the health insurance fund to cover
claims costs, bringing a total of $551,437 in additional funding for the health insurance fund.
• $225,000 is Added for Workers Compensation Premiums – $225,000 in additional funding is
added in FY 27 to cover increased Worker’s Compensation Insurance premiums. The County’s Experience
Modification Rate, a calculation used by insurance companies to determine premiums, increased as the
result of rising insurance claims.
• $1,281,027 is Added to Provide a 3% Compensation Increase in FY 27 – $1,281,027 in additional
funding is added in FY 27 to cover the cost of a 3% compensation increase for classified and part-time non-
classified County employees July 1, 2026.
• $200,000 is Added for a Compensation Structure Review for the Sheriff’s Office – $200,000 in
additional funding is added in FY 27 to provide funding for any potential changes that may be implemented
following an evaluation of the Sheriff’s office compensation structure.
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Judicial Administration
JUDICIAL ADMINISTRATION: 163
Judicial Administration consists of the following divisions: Commonwealth Attorney; Circuit Court; General District
Court; Juvenile and Domestic Relations Court; Magistrate; Circuit Court Clerk.
Below is a summary chart of each division and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
Commonwealth Attorney $2,120,039 $2,032,290 $2,125,647 $2,126,644 $5,000 $2,131,644 $5,997
Circuit Court $287,398 $278,421 $301,271 $301,164 $13,000 $314,164 $12,893
General District Court $21,711 $13,948 $21,711 $21,711 $- $21,711 $-
Juvenile and Domestic Relations Court $20,524 $8,076 $20,524 $20,524 $- $20,524 $-
Magistrate $5,000 $2,190 $5,000 $5,000 $- $5,000 $-
Circuit Court Clerk $1,005,842 $927,596 $995,903 $1,064,107 $- $1,064,107 $68,204
TOTAL JUDICIAL ADMINISTRATION $3,460,514 $3,262,521 $3,470,056 $3,539,150 $18,000 $3,557,150 $87,094
MONTGOMERY COUNTY, VIRGINIA
Commonwealth Attorney
Commonwealth
Attorney
CITIZENS
Prosecution Collections
COMMONWEALTH ATTORNEY : 165
COMMONWEALTH ATTORNEY: 166
COMMONWEALTH ATTORNEY
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Commonwealth Attorney-
Prosecution $1,836,348 $1,773,472 $1,856,040 $1,890,429 $5,000 $1,895,429 $39,389
Commonwealth Attorney-
Collections $7,267 $- $7,467 $7,467 $- $7,467 $-
Victim Witness Program $276,424 $258,817 $262,140 $228,748 $- $228,748 $(33,392)
TOTAL EXPENDITURES $2,120,039 $2,032,290 $2,125,647 $2,126,644 $5,000 $2,131,644 $5,997
EXPENDITURES BY
CLASSIFICATION
Personal Services $2,023,813 $1,949,410 $2,079,020 $2,080,017 $- $2,080,017 $997
Operations & Maintenance $96,226 $82,880 $46,627 $46,627 $5,000 $51,627 $5,000
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $2,120,039 $2,032,290 $2,125,647 $2,126,644 $5,000 $2,131,644 $5,997
REVENUE BY
CLASSIFICATION
Local Court Fees $47,873 $48,108 $47,873 $47,873 $- $47,873 $-
Local Recovered Costs $- $8,526 $- $- $- $- $-
Federal Grant Funds $- $136,684 $- $- $- $- $-
Domestic Violence Grant $- $- $- $- $- $- $-
Victim Witness Grant $210,274 $81,174 $210,274 $210,274 $- $210,274 $-
State/Federal Confiscations $1,957 $1,957 $- $- $- $- $-
State Shared Expenses $1,055,818 $1,046,629 $1,080,906 $1,173,022 $18,944 $1,191,966 $111,060
State Commonwealth Attorney
Fees $8,428 $6,349 $8,428 $8,428 $- $8,428 $-
TOTAL DESIGNATED REVENUE $1,324,350 $1,329,427 $1,347,481 $1,439,597 $18,944 $1,458,541 $111,060
TOTAL UNDESIGNATED
REVENUE $795,689 $702,863 $778,166 $687,047 $(13,944) $673,103 $(105,063)
TOTAL REVENUES $2,120,039 $2,032,290 $2,125,647 $2,126,644 $5,000 $2,131,644 $5,997
COMMONWEALTH ATTORNEY: 167
COMMONWEALTH ATTORNEY
About
The Commonwealth Attorney is an elected Constitutional Officer responsible for the prosecution of all felony and
certain misdemeanor and traffic offenses within Montgomery County, including those occurring in the towns of
Blacksburg and Christiansburg and on the Virginia Tech campus. Court is held five times per week in District Court,
four times per week in Circuit Court, and two to three times per week in Juvenile and Domestic Relations Court.
Prosecution
This department is responsible for trying cases in Circuit Court, two General District Courts, and the Juvenile and
Domestic Relations Court. Through the Victim Witness Program, the office assists victims and witnesses involved
in the prosecution of cases. The office advises citizens, law enforcement agencies, and magistrates regarding the
interpretation of criminal law.
Collections
The Collections department is responsible for the collection of delinquent fines and costs from Juvenile and
Domestic Relations District Court, General District Court(s), and the Circuit Court. This entails collection of reports
from the Clerk’s Office, preparation and mailing of collection letters for all fines/costs not paid within 40 days,
generating reports, and accounting procedures.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Cases prosecuted in General District Court, Circuit
Court, and Juvenile and Domestic Relations Court 9,702 10,750 10,750
Output Drug Court Graduates 20 24 24
Output Victims Served 1,131 950 1,000
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Commonwealth Attorney-Prosecution 18 19 1
Commonwealth Attorney-Collections 0 0 0
TOTAL 18 19 1
COMMONWEALTH ATTORNEY: 168
COMMONWEALTH ATTORNEY
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Compensation Board Revenue Adjustments – A total of $92,116 is added to the base
Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by
the State Compensation Board reconciled to the FY 26 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. This adjustment reconciles the County’s budget to the FY 26 approved Compensation Board budget
that contained a 3% increase for locally supported positions July 1, 2025. The adjustment also includes a
new Assistant Commonwealth Attorney position (one FTE) added by the state in FY 26 which increases the
Commonwealth Attorney’s FTE count from 18 to 19.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $18,944 is Added to the Commonwealth Attorney’s Compensation Board Revenue Budget –
These funds account for a 2% across the board salary increase included in the state’s budget for locally
supported positions July 1, 2026. Since the County is providing a 3% compensation increase to all County
funded positions in FY 27, these funds provide additional revenue to the County. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state.
• $5,000 is Added for Office Supplies – $5,000 in additional funding is added in FY 27 to provide for
an increase in office supply costs for the Commonwealth Attorney. This funding increase is based on
increasing cases, additional office staff, increases in prices, and the lack of availability of certain products,
such as paper, court folders, and toner for printers. Additional office supplies have been posted to police
supplies in the past, but those are not as plentiful due to changes in what can be seized and there have
been changes as to how those funds may be utilized.
MONTGOMERY COUNTY, VIRGINIA
Circuit Court
General
Assembly
Circuit Court
CITIZENS
Circuit Court Juries
CIRCUIT COURT : 169
CIRCUIT COURT: 170
CIRCUIT COURT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Circuit Court $235,962 $231,638 $249,835 $249,728 $- $249,728 $(107)
Juries $51,436 $46,783 $51,436 $51,436 $- $51,436 $-
Court Evidence Presentation $- $- $- $- $13,000 $13,000 $13,000
TOTAL EXPENDITURES $287,398 $278,421 $301,271 $301,164 $13,000 $314,164 $12,893
EXPENDITURES BY
CLASSIFICATION
Personal Services $227,215 $226,713 $238,935 $238,828 $- $238,828 $(107)
Operations & Maintenance $60,183 $51,708 $62,336 $62,336 $13,000 $75,336 $13,000
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $287,398 $278,421 $301,271 $301,164 $13,000 $314,164 $12,893
REVENUE BY CLASSIFICATION
Local Judge's Secretary Salary $7,500 $7,500 $7,500 $7,500 $- $7,500 $-
Recovered Costs $1,500 $3,000 $- $- $- $- $-
Jury Reimbursement $15,000 $26,814 $15,000 $15,000 $- $15,000 $-
TOTAL DESIGNATED REVENUE $24,000 $37,314 $22,500 $22,500 $- $22,500 $-
TOTAL UNDESIGNATED
REVENUE $263,398 $241,107 $278,771 $278,664 $13,000 $291,664 $12,893
TOTAL REVENUES $287,398 $278,421 $301,271 $301,164 $13,000 $314,164 $12,893
CIRCUIT COURT: 171
CIRCUIT COURT
About
The Circuit Court, with two resident judges, is the trial court with broadest powers in the County and handles all
civil cases with claims of more than $25,000. It shares authority with the General District Court to hear matters
involving claims between $4,500 and $25,000. The Circuit Court also hears all serious criminal matters involving
felonies, handles family matters including divorce, and hears cases appealed from the General District Court and
the Juvenile & Domestic Relations District Court. The County provides general operating funds for each judge,
funding for two legal assistants and a judicial law clerk, and office furnishings for the staff.
Circuit Court
The Circuit Court is the principal trial court of the state and has both original and appellate jurisdiction.
Juries
This department provides basic operating funds for jury services, including juror and witness compensation.
Court Evidence Presentation
This system is an integrated audio-visual technology resource designed to allow attorneys to present documents,
photos, etc., from laptops to monitors in the courtroom.
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Circuit Court 3 3 0
Juries 0 0 0
Court Evidence Presentation 0 0 0
TOTAL 3 3 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
CIRCUIT COURT: 172
CIRCUIT COURT
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $13,000 is Added for Courtroom Evidence Presentation System Recurring Costs – $13,000 is
added in FY 27 to cover recurring maintenance costs associated with the recently upgraded courtroom
evidence presentation system. The system is an integrated audio-visual technology resource designed
to allow attorneys to present documents, photos, etc., from laptops to monitors in the courtroom. It also
supports video conferencing for remote participants such as witnesses and incarcerated individuals.
MONTGOMERY COUNTY, VIRGINIA
General District Court
General
Assembly
General District
Court
CITIZENS
GENERAL DISTRICT COURT : 173
GENERAL DISTRICT COURT: 174
GENERAL DISTRICT COURT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
General District Court $21,711 $13,948 $21,711 $21,711 $- $21,711 $-
TOTAL EXPENDITURES $21,711 $13,948 $21,711 $21,711 $- $21,711 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $21,711 $13,728 $21,711 $21,711 $- $21,711 $-
Capital Outlay $- $220 $- $- $- $- $-
TOTAL EXPENDITURES $21,711 $13,948 $21,711 $21,711 $- $21,711 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $120 $- $- $- $- $-
Local Courthouse Maintenance
Fees $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $120 $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $21,711 $13,828 $21,711 $21,711 $- $21,711 $-
TOTAL REVENUES $21,711 $13,948 $21,711 $21,711 $- $21,711 $-
GENERAL DISTRICT COURT: 175
GENERAL DISTRICT COURT
About
There is a General District Court in each city and county in
Virginia. The General District Court handles traffic violations,
hears minor criminal cases known as misdemeanors, and
conducts preliminary hearings for more serious criminal cases
called felonies. General District Courts have exclusive authority
to hear civil cases with claims of $4,500 or less and share
authority with the Circuit Courts to hear cases with claims
between $4,500 and $25,000, and up to $50,000 in civil cases
for personal injury and wrongful death. Examples of civil cases
are landlord and tenant disputes, contract disputes, and suits in
debt.
General District Court
This division is responsible for ensuring compliance with all policies and procedures as established by the Supreme
Court. The General District Court holds court five days a week and staffing is comprised of a clerk and 10 deputy
clerks.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Juvenile and Domestic Relations Court
General
Assembly
Juvenile and Domestic Relations Court
CITIZENS
Juvenile and Domestic Relations Court Court Services
JUVENILE AND DOMESTIC RELATIONS COURT : 177
JUVENILE AND DOMESTIC RELATIONS COURT : 178
JUVENILE AND DOMESTIC RELATIONS COURT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Juvenile and Domestic Relations Court $14,024 $4,879 $14,024 $14,024 $- $14,024 $-
Court Services $6,500 $3,196 $6,500 $6,500 $- $6,500 $-
TOTAL EXPENDITURES $20,524 $8,076 $20,524 $20,524 $- $20,524 $-
EXPENDITURES BY CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $12,793 $5,935 $20,524 $20,524 $- $20,524 $-
Capital Outlay $7,731 $2,140 $- $- $- $- $-
TOTAL EXPENDITURES $20,524 $8,076 $20,524 $20,524 $- $20,524 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $1,500 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $1,500 $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $20,524 $6,576 $20,524 $20,524 $- $20,524 $-
TOTAL REVENUES $20,524 $8,076 $20,524 $20,524 $- $20,524 $-
JUVENILE AND DOMESTIC RELATIONS COURT : 179
JUVENILE AND DOMESTIC RELATIONS COURT
About
The Juvenile and Domestic Relations Court has jurisdiction over all proceedings involving minors, children in need
of services, and children who have been abused or neglected. This division also provides probation, counseling,
and rehabilitation services to children and their families.
Juvenile and Domestic Relations Court
The Juvenile and Domestic Relations District Court hears all matters involving juveniles such as criminal or traffic
matters. Juvenile delinquency cases are cases involving a minor under the age of 18 who has been accused of
committing an offense that would be considered criminal if committed by an adult. Other juvenile offenses may be
referred to as status offenses. Status offenses are those acts that are unlawful only because they are committed by
a minor.
In addition, this court handles other matters involving the family such as custody, support, and visitation. The court
also hears family abuse cases, cases where adults have been accused of child abuse or neglect, and criminal cases
where the defendant and alleged victim are family or household members.
Court Services
The 27th District Court Service Unit (CSU), also commonly referred to as Court Services, is a component of the
Virginia Department of Juvenile Justice (DJJ) with the Christiansburg Office providing services to Montgomery,
Floyd, and Giles. The office completes reports, processes intake complaints, and provides probation supervision to
juveniles.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Magistrate
General
Assembly
Courts
CITIZENS
Magistrate
MAGISTRATE : 181
MAGISTRATE : 182
MAGISTRATE
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Magistrate $5,000 $2,190 $5,000 $5,000 $- $5,000 $-
TOTAL EXPENDITURES $5,000 $2,190 $5,000 $5,000 $- $5,000 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $5,000 $1,996 $5,000 $5,000 $- $5,000 $-
Capital Outlay $- $194 $- $- $- $- $-
TOTAL EXPENDITURES $5,000 $2,190 $5,000 $5,000 $- $5,000 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $5,000 $2,190 $5,000 $5,000 $- $5,000 $-
TOTAL REVENUES $5,000 $2,190 $5,000 $5,000 $- $5,000 $-
MAGISTRATE : 183
MAGISTRATE
About
The Magistrate’s Office provides judicial services for the 27th Judicial District within Region 1. Magistrates possess
regional authority and assist all districts within Region 1, which consists of the 27th, 28th, 29th, and 30th Judicial
Districts. The Magistrate’s Office operates 24 hours a day, 7 days a week.
Magistrate
The Executive Secretary of the Supreme Court of Virginia appoints magistrates. The Magistrate’s Office conducts
probable cause hearings to determine the issuance of arrest warrants, summonses, search warrants, temporary
detention orders, emergency custody orders, emergency protective orders, and civil processes. Magistrates also
conduct bail hearings to determine release or commitment to jail. Magistrates can accept prepayments for certain
traffic infractions and pre-payable misdemeanor offenses.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Warrants, Summons, Mental Health Processes, and
Emergency Protective Orders Issued 13,789 13,789 13,789
Output Operational 24 Hours Per Day, 7 Days Per Week 100%100%100%
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Clerk of the Circuit Court
Clerk of the
Circuit Court
CITIZENS
CLERK OF THE CIRCUIT COURT : 185
CLERK OF THE CIRCUIT COURT : 186
CLERK OF THE CIRCUIT COURT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Clerk of the Circuit Court $1,005,842 $927,596 $995,903 $1,064,107 $- $1,064,107 $68,204
TOTAL EXPENDITURES $1,005,842 $927,596 $995,903 $1,064,107 $- $1,064,107 $68,204
EXPENDITURES BY
CLASSIFICATION
Personal Services $949,412 $881,887 $939,473 $1,007,677 $- $1,007,677 $68,204
Operations & Maintenance $56,430 $45,710 $56,430 $56,430 $- $56,430 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $1,005,842 $927,596 $995,903 $1,064,107 $- $1,064,107 $68,204
REVENUE BY CLASSIFICATION
Local Fees $47,600 $- $- $- $- $- $-
Recovered Costs $12,000 $9,344 $12,000 $12,000 $- $12,000 $-
State Shared Expenses $635,360 $624,221 $647,883 $705,859 $9,629 $715,488 $67,605
TOTAL DESIGNATED REVENUE $694,960 $633,565 $659,883 $717,859 $9,629 $727,488 $67,605
TOTAL UNDESIGNATED
REVENUE $310,882 $294,032 $336,020 $346,248 $(9,629) $336,619 $599
TOTAL REVENUES $1,005,842 $927,596 $995,903 $1,064,107 $- $1,064,107 $68,204
CLERK OF THE CIRCUIT COURT : 187
CLERK OF THE CIRCUIT COURT
About
The Clerk of the Circuit Court is an elected Constitutional Officer who serves as the record keeper for the County.
This division serves as the repository for the Court’s records, a clearinghouse for court information, and is also
responsible for maintaining records for all bench and jury trials.
Clerk of the Circuit Court
The Clerk of the Circuit Court Division issues concealed handgun permits, subpoenas, processes court orders, and
collects court fees. Divorces, adoptions, legal name changes, deeds, deeds of trusts, land plats, and assignments
are recorded in this office. Other public services include issuing marriage licenses, notary applications, assisting
with genealogy research, entering judgments, probating wills and qualifying estate executors, and scanning and
imaging of documents.
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Clerk of the Circuit Court 11 12 1
TOTAL 11 12 1
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Compensation Board Revenue Adjustments – A total of $57,976 is added to the base
Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by
the State Compensation Board reconciled to the FY 26 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. This adjustment reconciles the County’s budget to the FY 26 approved Compensation Board budget
that contained a 3% increase for locally supported positions July 1, 2025. The adjustment also includes a
new Deputy Clerk position (one FTE) added by the state in FY 26 which increases the Clerk of the Circuit
Court’s FTE count from 11 to 12.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
CLERK OF THE CIRCUIT COURT : 188
CLERK OF THE CIRCUIT COURT
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $9,629 is Added to the Clerk of the Circuit Court’s Compensation Board Revenue Budget –
These funds account for a 2% across the board salary increase included in the state’s budget for locally
supported positions July 1, 2026. Since the County is providing a 3% compensation increase to all County
funded positions in FY 27, these funds provide additional revenue to the County. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state.
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Public Safety
PUBLIC SAFETY: 189
Public Safety consists of the following divisions: Sheriff; Fire and Rescue; Fire and EMS; and the Animal Care &
Adoption Center.
Below is a summary chart of each division and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
Sheriff $20,797,965 $19,766,279 $21,707,874 $21,971,431 $301,772 $22,273,203 $565,329
Fire and Rescue $1,762,469 $1,452,858 $1,609,228 $1,564,228 $20,626 $1,584,854 $(24,374)
Fire and EMS $4,575,415 $4,485,412 $5,631,218 $5,519,054 $32,200 $5,551,254 $(79,964)
Animal Care & Adoption Center $1,051,620 $924,544 $1,018,717 $1,019,229 $72,707 $1,091,936 $73,219
TOTAL PUBLIC SAFETY $28,187,470 $26,629,093 $29,967,037 $30,073,942 $427,305 $30,501,247 $534,210
MONTGOMERY COUNTY, VIRGINIA
Sheriff
Sheriff
Civil and Court
Security Jail Operations
Civil & Court
Security
Police Training
Academy
Support ServicesCivil & Court
Security
Western VA
Regional Jail
Civil & Court
Security
Criminal
Investigations
Field Operations
Inmate Litter
Pickup Program
CITIZENS
SHERIFF: 191
School Resource
Officers
SHERIFF: 192
SHERIFF
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Civil and Court Security $1,823,073 $1,723,789 $1,834,676 $1,592,996 $- $1,592,996 $(241,680)
Jail Operations $3,688,644 $3,371,160 $4,151,274 $4,180,948 $- $4,180,948 $29,674
Field Operations $8,993,921 $8,674,064 $9,392,267 $9,002,186 $- $9,002,186 $(390,081)
Police Training Academy $117,452 $57,313 $50,000 $54,730 $- $54,730 $4,730
Support Services $832,790 $717,370 $731,233 $307,522 $- $307,522 $(423,711)
School Resource Officers $- $- $- $1,284,002 $- $1,284,002 $1,284,002
Criminal Investigations $110,659 $20,101 $6,000 $5,000 $- $5,000 $(1,000)
Inmate Litter Pickup $105,528 $82,792 $111,484 $113,107 $- $113,107 $1,623
Contracted Overtime $128,934 $123,681 $132,562 $132,562 $- $132,562 $-
Western VA Regional Jail $4,996,964 $4,996,010 $5,298,378 $5,298,378 $301,772 $5,600,150 $301,772
TOTAL EXPENDITURES $20,797,965 $19,766,279 $21,707,874 $21,971,431 $301,772 $22,273,203 $565,329
EXPENDITURES BY CLASSIFICATION
Personal Services $12,881,454 $12,200,917 $13,734,520 $13,998,077 $- $13,998,077 $263,557
Operations & Maintenance $6,360,696 $6,095,799 $6,142,658 $5,841,835 $301,772 $6,143,607 $949
Capital Outlay $1,555,815 $1,469,563 $1,830,696 $2,131,519 $- $2,131,519 $300,823
TOTAL EXPENDITURES $20,797,965 $19,766,279 $21,707,874 $21,971,431 $301,772 $22,273,203 $565,329
REVENUE BY CLASSIFICATION
State Shared Expenses $5,846,437 $5,776,919 $6,015,722 $5,997,513 $115,771 $6,113,284 $97,562
State Jail Block $139,074 $126,320 $139,074 $139,074 $- $139,074 $-
Project Life Saver $2,000 $- $2,000 $2,000 $- $2,000 $-
NRVCS State Grant $107,694 $52,694 $- $- $- $- $-
Interest $25 $5 $25 $25 $- $25 $-
Local Fees $4,137 $4,137 $4,137 $4,137 $- $4,137 $-
Courthouse Security Fees $165,000 $147,358 $165,000 $145,000 $- $145,000 $(20,000)
State Confiscations $7,883 $7,883 $- $- $- $- $-
Federal Confiscations $- $10,494 $- $- $- $- $-
Local Recovered Costs $101,000 $487,141 $101,000 $101,000 $- $101,000 $-
Local Jail Fees $5,015 $4,754 $5,015 $5,015 $- $5,015 $-
Local DNA Fees $700 $718 $700 $700 $- $700 $-
Local Inmate Phone Fees $47,500 $35,978 $47,500 $47,500 $- $47,500 $-
Local Inmate Medical Fees $- $3,080 $- $- $- $- $-
Local Prisoner/Boarding $1,400 $1,000 $1,400 $1,000 $- $1,000 $(400)
Local Fingerprinting $800 $999 $800 $800 $- $800 $-
Background Fees $36,000 $29,165 $36,000 $36,000 $- $36,000 $-
HEM Drug Testing $2,000 $838 $2,000 $1,000 $- $1,000 $(1,000)
HEM Monitoring $20,000 $23,884 $20,000 $20,000 $- $20,000 $-
HEM Connection $500 $240 $500 $500 $- $500 $-
Donations $3,000 $3,000 $- $- $- $- $-
State Wireless 911 $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $6,490,165 $6,716,606 $6,540,873 $6,501,264 $115,771 $6,617,035 $76,162
TOTAL UNDESIGNATED REVENUE $14,307,800 $13,049,673 $15,167,001 $15,470,167 $186,001 $15,656,168 $489,167
TOTAL REVENUES $20,797,965 $19,766,279 $21,707,874 $21,971,431 $301,772 $22,273,203 $565,329
SHERIFF: 193
SHERIFF
About
The Montgomery County Sheriff’s Office safeguards life, liberty and property, and maintains civil order. The
Sheriff’s Office provides uniformed patrols, school resource officers, civil process service, corrections, and
courthouse security; and conducts motor vehicle accident investigations and criminal investigations.
Civil and Court Security
The Civil and Court Security department’s responsibilities include service of civil process such as subpoenas, asset
levies and seizures, and sale of those assets. Security of the Courthouse and surroundings is also maintained by
this division.
Jail Operations
This department provides for the care, security, and transportation of jail inmates. Educational, recreational and
medical services are provided to those inmates requesting and/or needing them. Daily logs are kept on various
duties, such as checking on each inmate two times each hour and transporting inmates to other jurisdictions and
courts. The number of inmates housed in the jail must be maintained and reported to the state. Based on the
number of inmates housed and the charges placed against them and/or their sentence, the State sends the County
a per diem for the housing and care of inmates. All funds are used to operate the jail as mandated by the Code of
Virginia.
Field Operations
Field Operations’ duties include patrolling the county, responding to citizen calls for service, crime prevention,
state criminal and traffic law enforcement, County ordinance enforcement, life and property protection, peace
preservation, warrant service, and criminal apprehension.
Police Training Academy
The Sheriff’s Office utilizes Cardinal Criminal Justice Academy. To meet the standards of the Department
of Criminal Justice Services and state training requirements, the academy provides for basic training, re-
certifications, and other specialized training as required.
Support Services
The Support Services division provides administrative and operational support services to all other divisions within
the Sheriff’s Office. Responsibilities include grants, accreditation, public presentations/community events, Drug
Abuse Resistance Education (D.A.R.E.), school resource officers, training, policy/procedure, media relations,
public information, uniform/equipment acquisition, fleet management, website management, Citizen’s Police
Academy, and budget planning.
School Resource Officers
School Resource Officers is a program of certified law enforcement officers employed by the Sheriff’s Office to
provide law enforcement and security services to public elementary or secondary schools.
Criminal Investigations
The Criminal Investigations division investigates complex cases involving traditional and non-traditional criminal
conduct, including but not limited to organized crime, misuse of public funds, fraud, consumer fraud, crimes
against persons including murder, rape, robbery, crimes against property, narcotics and other crimes. The
department also processes crime scenes, collects/stores evidence, extracts digital evidence, and conducts
interviews and polygraph operations.
Inmate Litter Pickup Program
This covers the cost of overtime for a deputy to supervise the Inmate Litter Pickup Program to clean litter from
County roads.
SHERIFF: 194
SHERIFF
Contracted Overtime
These are services paid for by outside entities such as Virginia Tech, U.S. Forest Service and the U.S. Marshals.
Western VA Regional Jail
The County is a participant in the Western Virginia Regional Jail (WVRJ) in Roanoke County, Virginia. The WVRJ
facility has 805 general population beds and can be expanded to hold an additional 649 inmates. The regional jail
serves Montgomery, Franklin, and Roanoke counties and the City of Salem.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Calls for Service 34,017 31,497 32,757
Output Civil Processes Served 27,913 25,410 26,661
Output Crash Investigations Conducted 684 689 686
Output Court Sessions Worked 895 941 918
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Civil and Court Security 19 18 -1
Jail Operations 35 35 0
Field Operations 72.5 73.5 1
Police Training Academy 0 0 0
Support Services 2 2 0
School Resource Officers 11 14 3
Criminal Investigations 0 0 0
Inmate Litter Pickup 0 0 0
Contracted Overtime 0 0 0
Western VA Regional Jail 0 0 0
TOTAL 139.5 142.5 3
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Consolidation of Sheriff State and Local Budgets – In prior years, the Sheriff had two separate
budgets; one funded by the compensation board and one funded exclusively with local funds. For FY 27,
SHERIFF: 195
SHERIFF
these two budgets have been consolidated into one division. This change is expected to provide efficiencies
by eliminating redundancies previously found across the two separate divisions.
• Base Compensation Board Revenue Adjustments – A total of ($18,209) is reduced to the base
Compensation Board revenue budget. These funds account for the adjustment of revenues as reported by
the State Compensation Board reconciled to the FY 26 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. This adjustment reconciles the County’s budget to the FY 26 approved Compensation Board budget
that contained a 3% increase for locally supported positions July 1, 2025. The Sheriff’s Office had staff
turnover savings that resulted in a reduction of funds.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, ($21,400) is reduced to the Sheriff’s Office base fee revenue for FY 27 due
to courthouse security, prisoner boarding, and HEM drug test fee revenues reporting lower values than
previous years.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $115,771 is Added to the Sheriff’s Compensation Board Revenue Budget – These funds account
for a 2% across the board salary increase included in the state’s budget for locally supported positions
July 1, 2026. Since the County is providing a 3% compensation increase to all County funded positions in
FY 27, these funds provide additional revenue to the County. Each year, Compensation Board funding is
reconciled to the County approved budget when final numbers are received from the state.
• $301,772 is Added for the Western Virginia Regional Jail – $301,772 in additional funding is added
to the Western Virginia Regional Jail budget for FY 27. $301,772 is added to cover the County’s debt
service requirement and per diem costs based on the number of inmates housed at the jail.
MONTGOMERY COUNTY, VIRGINIA
Fire Departments and Rescue Squads
Board of
Supervisors
Fire Departments
Blacksburg Fire
Department
Christiansburg Fire
Department
Elliston Fire
Department
Long Shop McCoy Fire Department
Riner Fire
Department
Rescue Squads
Blacksburg
Rescue Squad
Civil & Court
Security
Civil & Court
Security
Civil & Court
Security
Christiansburg
Rescue Squad
Long Shop McCoy Rescue Squad
Riner Rescue
Squad
CITIZENS
Fire and Rescue
Commission
FIRE DEPARTMENTS AND RESCUE SQUADS : 197
FIRE DEPARTMENTS AND RESCUE SQUADS: 198
FIRE DEPARTMENTS AND RESCUE SQUADS
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Retirement; Insurance; and
Incentives $389,600 $398,415 $483,600 $483,600 $- $483,600 $-
Blacksburg Fire Department $125,342 $125,342 $125,342 $125,342 $- $125,342 $-
Christiansburg Fire Department $155,295 $155,295 $155,295 $155,295 $- $155,295 $-
Elliston Fire Department $144,000 $120,126 $110,000 $65,000 $- $65,000 $(45,000)
Long Shop McCoy Fire
Department $95,040 $95,040 $95,040 $95,040 $- $95,040 $-
Riner Fire Department $211,173 $111,173 $104,173 $104,173 $15,626 $119,799 $15,626
Blacksburg Rescue Squad $147,187 $147,187 $150,719 $150,719 $- $150,719 $-
Christiansburg Rescue Squad $150,000 $150,000 $150,000 $150,000 $- $150,000 $-
Long Shop McCoy Rescue Squad $48,301 $48,301 $54,301 $54,301 $- $54,301 $-
Riner Rescue Squad $100,015 $100,015 $105,515 $105,515 $- $105,515 $-
Shawsville Rescue Squad $- $- $- $- $- $- $-
Funds to be Distributed by F&R
Comm $131,529 $- $8,345 $8,345 $- $8,345 $-
Swift Water Rescue $- $- $50,000 $50,000 $5,000 $55,000 $5,000
Training Center $64,987 $1,964 $16,898 $16,898 $- $16,898 $-
TOTAL EXPENDITURES $1,762,469 $1,452,858 $1,609,228 $1,564,228 $20,626 $1,584,854 $(24,374)
EXPENDITURES BY
CLASSIFICATION
Retirement and Insurance $389,600 $398,415 $483,600 $483,600 $- $483,600 $-
Training Center $64,987 $1,964 $16,898 $16,898 $- $16,898 $-
Fire Departments $730,850 $606,976 $589,850 $544,850 $15,626 $560,476 $(29,374)
Rescue Squads $445,503 $445,503 $460,535 $460,535 $- $460,535 $-
Swift Water Rescue $- $- $50,000 $50,000 $5,000 $55,000 $5,000
Funds to be Distributed by F&R
Comm $131,529 $- $8,345 $8,345 $- $8,345 $-
TOTAL EXPENDITURES $1,762,469 $1,452,858 $1,609,228 $1,564,228 $20,626 $1,584,854 $(24,374)
REVENUE BY CLASSIFICATION
Local Recovered Costs $26,280 $41,090 $- $- $- $- $-
Donations $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $26,280 $41,090 $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $1,736,189 $1,411,768 $1,609,228 $1,564,228 $20,626 $1,584,854 $(24,374)
TOTAL REVENUES $1,762,469 $1,452,858 $1,609,228 $1,564,228 $20,626 $1,584,854 $(24,374)
FIRE DEPARTMENTS AND RESCUE SQUADS: 199
FIRE DEPARTMENTS AND RESCUE SQUADS
About
The County provides funding for five volunteer fire
departments and four volunteer rescue squads that deliver
emergency services to citizens.
Retirement and Insurance
The County has coverage for fire and rescue members which
includes accident and sickness, workers compensation, life
insurance, and retirement benefits.
Fire Departments
Fire departments provide volunteer fire services to County
and town residents. The Virginia Department of Fire
Programs’ basic training for firefighters involves a minimum of 192 hours, which includes 160 hours of Firefighter
Level 1 training and 32 hours of hazmat training. This does not include the in-house training required to operate
the equipment of individual departments.
Rescue Squads
Rescue squads provide volunteer and career rescue services to County and town residents. The Virginia
Department of Health’s Office of Emergency Medical Services and local squads offer training for squad members.
The Emergency Medical Technician (EMT) is required to complete a minimum of 154 hours of training, enhanced
rescue members have 256 hours of training, the intermediate rescuer has 528 training hours and paramedics have
a minimum 781 training hours. This prepares rescue squad volunteers to provide basic and advanced emergency
medical care and transportation for patients. Local squads require volunteers to answer calls at will and on
assigned call nights.
Regional Fire and Rescue Training Center
The Regional Training Center is available to all agencies in Montgomery County as well as Floyd, Giles, and the
Radford Army Ammunition Plant Fire Departments. The Training Center property is owned by the Blacksburg Fire
Department Foundation with a 25-year lease to Montgomery County. All buildings on site have been purchased
through private donations and grants, and the County insures the property. The Town of Christiansburg and the
Town of Blacksburg provided labor and equipment for site development. Volunteer fire personnel constructed
training aids such as a maze, ladder tower, and ventilation simulator for use at the center.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Fire Department Calls 3,541 3,600 3,600
Output Rescue Squad Calls 11,281 11,500 11,500
FIRE DEPARTMENTS AND RESCUE SQUADS: 200
FIRE DEPARTMENTS AND RESCUE SQUADS
Fire and Rescue Operating Budgets
FY 27 FY 27 FY 27 FY 27 FY 27
Base Recurring Recurring One-time Total
Fire Departments Addition Budget Addition
Blacksburg FD $125,342 $- $125,342 $- $125,342
Christiansburg FD $155,295 $- $155,295 $- $155,295
Elliston FD $65,000 $- $65,000 $- $65,000
Long Shop/McCoy FD $95,040 $- $95,040 $- $95,040
Riner FD $104,173 $15,626 $119,799 $- $119,799
Subtotal for FD $544,850 $15,626 $560,476 $- $560,476
Rescue Squads
Blacksburg RS $150,719 $- $150,719 $- $150,719
Christiansburg RS $150,000 $- $150,000 $- $150,000
Long Shop/McCoy RS $54,301 $- $54,301 $- $54,301
Riner RS $105,515 $- $105,515 $- $105,515
Subtotal for RS $460,535 $- $460,535 $- $460,535
Fire and Rescue Training Center $16,898 $- $16,898 $- $16,898
Fire and Rescue Training Center $16,898 $- $16,898 $- $16,898
Distribution by Fire & Rescue Commission $8,345 $- $8,345 $- $8,345
Subtotal Undistributed $8,345 $- $8,345 $- $8,345
Special Operations Team $50,000 $5,000 $55,000 $- $55,000
Subtotal Special Operations Team $50,000 $5,000 $55,000 $- $55,000
Fire and Rescue Contingency $- $- $- $- $-
Total Fire and Rescue Contingency $- $- $- $- $-
Total - Operating Budgets $1,080,628 $20,626 $1,101,254 $- $1,101,254
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• $1,080,628 is Included for Fire and Rescue Operations – A total of $1,080,628 in base funds are
included for Fire and Rescue operations.
• Decrease in Base Budget for Elliston Fire Department – The FY 27 base budget for Elliston Volunteer
FIRE DEPARTMENTS AND RESCUE SQUADS: 201
FIRE DEPARTMENTS AND RESCUE SQUADS
Fire Department is decreased by ($45,000). With the addition of career fire staff stationed at the Elliston
Volunteer Fire Department, the County has begun paying for repair and maintenance costs of the Elliston
station as well as fuel for equipment and vehicles. The county will begin paying for all utilities beginning
July 1. These items were previously paid for by the Elliston Volunteer Fire Department with County funds.
$45,000 is added to the County’s General Services budget for FY 27 to cover these costs.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $15,626 is Added for the Riner Fire Department – $15,626 in additional funding is added in FY 27
to account for inflation to keep the existing base budget level in terms of buying power for equipment and
supplies.
• $5,000 is Added for the Special Operations Team – $5,000 in additional funding is added in FY 27 to
the Special Operations Team to provide uniforms and protective equipment to new members.
MONTGOMERY COUNTY, VIRGINIA
Fire and EMS
Board of
Supervisors
CITIZENS
FIRE AND EMS : 203
Fire and EMS
Deputy County
Administrator
County
Administrator
FIRE AND EMS : 204
FIRE AND EMS
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Fire and EMS $4,575,415 $4,485,412 $5,631,218 $5,519,054 $32,200 $5,551,254 $(79,964)
TOTAL EXPENDITURES $4,575,415 $4,485,412 $5,631,218 $5,519,054 $32,200 $5,551,254 $(79,964)
EXPENDITURES BY
CLASSIFICATION
Personal Services $3,581,437 $3,511,631 $5,011,334 $4,899,170 $- $4,899,170 $(112,164)
Operations & Maintenance $770,266 $802,877 $619,884 $619,384 $32,200 $651,584 $31,700
Capital Outlay $223,712 $170,904 $- $500 $- $500 $500
TOTAL EXPENDITURES $4,575,415 $4,485,412 $5,631,218 $5,519,054 $32,200 $5,551,254 $(79,964)
REVENUE BY CLASSIFICATION
State EMS Grants $15,000 $14,757 $15,000 $- $- $- $(15,000)
Local Recovered Costs $250,000 $386,762 $250,000 $350,000 $- $350,000 $100,000
Federal Grants $- $14,757 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $265,000 $416,276 $265,000 $350,000 $- $350,000 $85,000
TOTAL UNDESIGNATED
REVENUE $4,310,415 $4,069,136 $5,366,218 $5,169,054 $32,200 $5,201,254 $(164,964)
TOTAL REVENUES $4,575,415 $4,485,412 $5,631,218 $5,519,054 $32,200 $5,551,254 $(79,964)
FIRE AND EMS : 205
FIRE AND EMS
About
Montgomery County has enjoyed a long and successful history of volunteerism within the various fire and rescue
departments across the County. In recent years, areas of the County have followed national trends and been
impacted by a decrease in volunteerism, while calls for service have continued to grow. In order to ensure effective
EMS response to all citizens, the County began a career staffed agency in FY 22 by staffing advanced life support
ambulances in the Riner, Shawsville, and Elliston communities. More recently in FY 26, the County hired additional
firefighters to provide fire suppression and rescue services to the Shawsville and Elliston communities 24/7/365.
Montgomery County Fire and EMS
The mission of Montgomery County Fire and EMS is to provide citizens and visitors of Montgomery County high-
quality, timely Emergency Medical and Fire Services and to provide volunteers the resources, training, and
information needed to respond to any emergency. The Montgomery County Fire and EMS Department provides
24-hour/365-day emergency medical and fire response in areas of the County to ensure timely response to
911 calls. The department also helps coordinate volunteer fire and rescue training and procurement to ensure
high-quality response throughout Montgomery County. Fire and EMS personnel participate in the Fire Rescue
Commission and provide oversight of the regional radio cache. Staff members provide emergency management
of critical incidents to include hazardous material response and mitigation. The department currently staffs two
advanced life support ambulances, two fire engines, and an advanced life support EMS supervisor 24/7/365. All
personnel are trained at a minimum to the Emergency Medical Technician level with several trained as Critical
Care Paramedics to ensure citizens and visitors receive high-quality care.
Key Performance Indicators
Goal/Objective - Create a Safe Environment for County Employees
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input # of FTEs Conducting Stop the Bleed and First Aid
& CPR Training 1 1 1
Output Total # of County Employees Trained 10 20 20
Efficiency Avg. # of County Employees Trained per Trainer 10 20 20
Effectiveness
Maintain 100% Pass Rate of Employees
Participating in the Training Administered by
County Fire and EMS Staff
100%100%100%
Outcome % of Full-Time Employees County-Wide Trained in
Stop the Bleed / First Aid and CPR 2.2%4.1%4.1%
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Fire and EMS 50 50 0
TOTAL 50 50 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
FIRE AND EMS : 206
FIRE AND EMS
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, an additional $100,000 is added to Fire and EMS’s base fee for service
revenue for FY 27.
• Reduction in State Homeland Security Program Grant – In the past, Fire and EMS received $15,000
from the competitive funding component of the State Homeland Security Program. In September 2025,
the Commonwealth of Virginia Department of Emergency Management announced that this program would
be discontinued due to process difficulties in aligning projects with national priorities, delays in project
funding due to FEMA holding funding until projects can be justified as meeting national priorities, and the
scoring process resulting in an unintended imbalance of funding across the Commonwealth. Therefore,
designated revenue has been reduced by ($15,000).
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $8,700 is Added for Motor Vehicle Insurance – $8,700 in additional funding is added in FY 27 to cover
increased premiums.
• $5,000 is Added for Professional Services - Health – $5,000 in additional funding is added in FY 27
for the employee counseling program. Additional employees have and will result in increased usage.
• $2,000 is Added for Software Maintenance – $2,000 in additional funding is added in FY 27 for an
expected increase to the cost of the Virtual Emergency Operations Center (VEOCI) software. VEOCI serves
as a communications hub between multiple agencies during a public emergency allowing each agency to
be aware of other agencies’ whereabouts and status.
• $3,000 is Added for Training – $3,000 in additional funding is added in FY 27 due to an increase in
the cost of the Resuscitation Quality Improvement Program (RQI), the department’s virtual CPR training
software. RQI simulates realistic patient cases on-site to support mastery of high-quality CPR skills. The
software provides reminders of upcoming recertifications needed and the on-site availability ensures staff
continuously maintain certification.
• $13,500 is Added for the Purchase of Outerwear – $13,500 in additional funding is added in FY 27
for the purchase of outerwear as a part of the standard outfitting of all current and new EMS employees.
Further, the cost of uniforms has increased across all vendors.
MONTGOMERY COUNTY, VIRGINIA
Animal Care and Adoption Center
Board of
Supervisors
County
Administrator
CITIZENS
Assistant County
Administrator
Animal Care and
Adoption Center
ANIMAL CARE AND ADOPTION CENTER : 207
ANIMAL CARE AND ADOPTION CENTER: 208
ANIMAL CARE AND ADOPTION CENTER
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Animal Care & Adoption Center - County $744,181 $639,863 $697,578 $696,400 $72,707 $769,107 $71,529
Animal Care & Adoption Center -
Donations $307,439 $284,681 $321,139 $322,829 $- $322,829 $1,690
TOTAL EXPENDITURES $1,051,620 $924,544 $1,018,717 $1,019,229 $72,707 $1,091,936 $73,219
EXPENDITURES BY CLASSIFICATION
Personal Services $841,708 $739,028 $881,274 $881,786 $72,707 $954,493 $73,219
Operations & Maintenance $145,277 $124,248 $137,443 $137,443 $- $137,443 $-
Capital Outlay $64,635 $61,268 $- $- $- $- $-
TOTAL EXPENDITURES $1,051,620 $924,544 $1,018,717 $1,019,229 $72,707 $1,091,936 $73,219
REVENUE BY CLASSIFICATION
Local Fees $72,500 $74,612 $85,500 $75,500 $- $75,500 $(10,000)
Private Grants $- $- $- $- $- $- $-
Recovered Costs $- $4,955 $- $- $- $- $-
Donations $130,582 $130,582 $130,582 $130,582 $- $130,582 $-
TOTAL DESIGNATED REVENUE $203,082 $210,149 $216,082 $206,082 $- $206,082 $(10,000)
TOTAL UNDESIGNATED REVENUE $848,538 $714,396 $802,635 $813,147 $72,707 $885,854 $83,219
TOTAL REVENUES $1,051,620 $924,544 $1,018,717 $1,019,229 $72,707 $1,091,936 $73,219
ANIMAL CARE AND ADOPTION CENTER: 209
ANIMAL CARE AND ADOPTION CENTER
About
The Animal Care and Adoption Center, which opened in 2017, combines animal care and recreation services.
Located on five acres along Cinnabar Road near the County’s Frog Pond recreational area, the 16,300 square foot
Center’s primary goal is to increase animal adoptions by expanding visitation and maximizing visibility through
attractive design, in a recreational setting. The Center represents a transition from a traditional pound facility to
a community hub for companion animal resources and leisure time events. Donations and County dollars support
the Center and its staff.
Animal Care and Adoption Center
The Center offers educational tours and classes, vaccination and spay/neuter clinics, pet training classes, animal
demonstrations, outdoor events, and other leisure time activities. Long range plans include integrating the Center
with walking trails connecting the Frog Pond, picnic shelters, and a disc golf course, making the entire area a
recreation destination.
Animal Care and Adoption Center-Donations
Donations support 12% of the facility and staffing costs to operate the Center.
Key Performance Indicators
Goal/Objective - Provide Exceptional Animal Care Services to the Montgomery County Community
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Total Expenses $924,544 $985,847 $990,000
Output Total Animals Taken Into Care 1,572 1,650 1,650
Efficiency Cost Per Animal in Care $588 $597 $600
Effectiveness Live Release Rate 95%95%95%
Outcome Maintain 100% Accuracy per the National
Standards of the Asilomar Accords 100%100%100%
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Animal Care & Adoption Center - County 8 9 1
Animal Care & Adoption Center - Donations 3.5 3.5 0
TOTAL 11.5 12.5 1
ANIMAL CARE AND ADOPTION CENTER: 210
ANIMAL CARE AND ADOPTION CENTER
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, ($10,000) is reduced to the Animal Care and Adoption Center’s base fee
revenue for FY 27.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $72,707 is Added for an Adoption/Foster Coordinator Position (One FTE) – $72,707 and one FTE
are added to the ACAC for FY 27. The ACAC, and the nation, have struggled over the last several years with
an increase in dog intakes and a decrease in dog adoptions. This means that dogs are staying in shelters
longer and utilizing the kennel space needed to intake more animals in need. The ACAC is committed to
its no-kill status and requests a position whose duties would help relieve capacity contraints and allow the
ACAC to continue its commitment to this community, despite the current nationwide pressures.
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for General Services
GENERAL SERVICES: 211
Below is a summary chart for General Services and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for the division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
General Services $10,192,385 $9,213,197 $9,538,691 $9,566,037 $516,476 $10,082,513 $543,822
TOTAL GENERAL SERVICES $10,192,385 $9,213,197 $9,538,691 $9,566,037 $516,476 $10,082,513 $543,822
MONTGOMERY COUNTY, VIRGINIA
General Services
Board of
Supervisors
County
Administrator
CITIZENS
General Services
GENERAL SERVICES : 213
Administration
Centralized
Maintenance
Garage
Animal Control
Housekeeping Fleet Operations
Lawns and
Landscaping
Solid Waste
Collections
Litter Control
Mid-County
Landfill
Stormwater
Management
Thompson
Landfill
Buildings and
Grounds
Building
Inspections
Assistant County
Administrator
GENERAL SERVICES: 214
GENERAL SERVICES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Administration $668,196 $449,751 $558,999 $717,132 $- $717,132 $158,133
Animal Control $358,995 $361,862 $373,035 $370,280 $- $370,280 $(2,755)
Buildings and Grounds $2,766,431 $2,525,135 $2,757,443 $2,805,290 $85,442 $2,890,732 $133,289
Centralized Maintenance $332,913 $295,331 $150,000 $150,000 $- $150,000 $-
Housekeeping $846,725 $827,373 $929,325 $903,519 $7,600 $911,119 $(18,206)
Lawns and Landscaping $482,073 $412,796 $510,837 $496,980 $8,000 $504,980 $(5,857)
Litter Control $108,170 $64,684 $125,245 $71,003 $- $71,003 $(54,242)
Solid Waste Collections $2,911,359 $2,658,526 $2,732,029 $2,674,106 $75,000 $2,749,106 $17,077
Fleet Operations $551,872 $456,705 $147,100 $147,100 $- $147,100 $-
Garage Operations $188,152 $189,525 $197,703 $180,036 $72,707 $252,743 $55,040
Stormwater Management $235,992 $258,978 $205,700 $207,949 $10,400 $218,349 $12,649
Building Inspections $530,911 $534,902 $669,075 $660,442 $43,727 $704,169 $35,094
Mid-County Landfill $137,492 $111,662 $128,200 $128,200 $190,600 $318,800 $190,600
Soil Erosion and Sediment Control $- $- $1,000 $1,000 $- $1,000 $-
Thompson Landfill $73,102 $65,966 $53,000 $53,000 $23,000 $76,000 $23,000
TOTAL EXPENDITURES $10,192,385 $9,213,197 $9,538,691 $9,566,037 $516,476 $10,082,513 $543,822
EXPENDITURES BY CLASSIFICATION
Personal Services $4,880,850 $4,565,309 $5,237,245 $5,219,591 $180,776 $5,400,367 $163,122
Operations & Maintenance $3,991,895 $3,636,886 $4,026,446 $4,071,446 $260,700 $4,332,146 $305,700
Capital Outlay $1,319,640 $1,011,001 $275,000 $275,000 $75,000 $350,000 $75,000
TOTAL EXPENDITURES $10,192,385 $9,213,197 $9,538,691 $9,566,037 $516,476 $10,082,513 $543,822
REVENUE BY CLASSIFICATION
Local Animal Licenses $- $- $- $- $- $- $-
Dog & Cat Sterilization $- $1,880 $- $- $- $- $-
Local Recovered Costs $171,379 $197,813 $199,379 $199,379 $- $199,379 $-
Local Courthouse Maintenance $25,000 $24,186 $25,000 $25,000 $- $25,000 $-
Local Health/HS Utilities $81,330 $52,315 $81,330 $81,330 $- $81,330 $-
Local Health/HS Maintenance $16,800 $14,700 $16,800 $16,800 $- $16,800 $-
Local Cons Utility Tax $- $- $- $- $- $- $-
Local Waste Collection $120 $130 $120 $120 $- $120 $-
State Litter Control Grant $33,000 $29,782 $30,000 $27,000 $- $27,000 $(3,000)
Jail Block Revenue $21,500 $21,500 $21,500 $21,500 $- $21,500 $-
Local Soil Erosion Fees $24,970 $27,195 $30,970 $30,970 $- $30,970 $-
Local Stormwater Fees $6,450 $8,300 $6,450 $6,450 $6,000 $12,450 $6,000
Local Building Permits $158,980 $174,402 $130,980 $170,980 $- $170,980 $40,000
Local Occupancy Permits $950 $300 $950 $950 $- $950 $-
Local Electrical Permits $29,620 $44,629 $49,620 $44,620 $- $44,620 $(5,000)
Local Mechanical Permits $18,800 $33,969 $33,800 $33,800 $- $33,800 $-
Local Plumbing Permits $19,340 $30,953 $26,340 $30,340 $- $30,340 $4,000
Local Manufactured Housing Permits $7,500 $6,535 $3,500 $3,500 $- $3,500 $-
Local Re-inspect Fees $3,000 $8,050 $3,000 $8,000 $- $8,000 $5,000
TOTAL DESIGNATED REVENUE $618,739 $676,640 $659,739 $700,739 $6,000 $706,739 $47,000
TOTAL UNDESIGNATED REVENUE $9,573,646 $8,536,557 $8,878,952 $8,865,298 $510,476 $9,375,774 $496,822
TOTAL REVENUES $10,192,385 $9,213,197 $9,538,691 $9,566,037 $516,476 $10,082,513 $543,822
GENERAL SERVICES: 215
GENERAL SERVICES
About
The General Services division is responsible for auxiliary and operational
support services for all County divisions. Services are provided through
Administration, Animal Control, Buildings and Grounds, Centralized
Maintenance, Housekeeping, Lawns and Landscaping, Litter Control,
and Solid Waste Collection. The division also oversees Fleet Operations,
Stormwater Management, Landfills, and Building Inspections.
Administration
This department manages administrative functions for the division.
Animal Control
Animal Control enforces County ordinances and state laws relating to animals, including impounding stray dogs,
investigating livestock deaths, quarantining animals involved in bite cases, and investigating animal cruelty. It also
maintains the safety of the public as it pertains to animal ordinances and educates the public about animal laws
and welfare.
Buildings and Grounds
Buildings and Grounds is responsible for the preservation of County facilities. It maintains 38 County buildings
and facilities, eight recreational parks and two industrial parks, and provides general labor support for repair and
remodeling projects.
Centralized Maintenance
Centralized Maintenance funds one-time projects such as emergency repairs that are not generally funded through
the operational budget due to their nature.
Fleet Operations
Fleet Operations provides efficient repairs, routine maintenance, and state inspections of about 275 County
vehicles, including the Sheriff’s fleet.
Housekeeping
The Housekeeping department provides custodial services to ensure the cleanliness and safety of 13 County
facilities, which totals approximately 420,000 square feet of space.
Building Inspections
Building Inspections is responsible for the enforcement of the Uniform Statewide Building Code to protect health,
safety, and welfare of citizens.
Lawns & Landscaping
Lawns & Landscaping is responsible for maintaining 226.95 acres of property, including landscaping services, tree
trimming, and grass cutting. It also assists in maintaining recreational facilities, including the Motor Mile Complex,
Plum Creek ballfields, Auburn ballfields, Teel Park, and Creed Fields.
Litter Control
Litter Control manages the annual roadside waste clean-up, hazardous waste collection, and annual latex paint
exchange. It also works in conjunction with the towns of Christiansburg and Blacksburg, and Virginia Tech to
maintain litter control efforts within the County.
Motor Pool
The Motor Pool provides a centralized pool of County owned vehicles for use by County divisions while conducting
County business.
GENERAL SERVICES: 216
GENERAL SERVICES
Solid Waste Collections
Solid Waste Collections provides 10 consolidated sites where residents may dispose of household trash, bulky
items, and recyclables.
Stormwater Management
This department implements and ensures regulation and permit compliance with the County’s Stormwater
Management ordinance and the Municipal Separate Storm Sewer System (MS4) permits. Stormwater regulations
protect water quality from harmful pollutants that can accumulate when rain and snowmelt flow over impervious
surfaces (streets, parking areas, buildings, etc.). When heavy or prolonged rains saturate the ground surface,
runoff is channeled into storm sewers that ultimately end up in streams, creeks, rivers, and the ocean. This
department also administers policies, procedures and respective fee schedules related to stormwater compliance,
and reviews erosion and sediment control plans prior to issuing land disturbance permits, prepares reports for the
Virginia Department of Environmental Quality, and responds to citizen concerns about stormwater drainage issues.
Thompson and Mid-County Landfills
The Thompson and Mid-County Landfills were closed in 1993 and 1997, respectively. State and federal laws and
regulations required the County to perform groundwater monitoring and mitigation.
Key Performance Indicators
Goal/Objective - Provide Best-In-Class Vehicle Fleet Maintenance for Montgomery County
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Hours Worked on Vehicles 1,824 2,434 2,434
Output Number of Vehicles Serviced / Work Orders 240 / 685 275 / 842 275 / 842
Efficiency Hours Worked per Vehicle Serviced / Work Order 7.6 / 2.6 8.9 / 2.9 8.9 / 2.9
Effectiveness Percentage of Sublet (outsourced) Repairs 10%10%10%
Outcome Satisfaction N/A N/A N/A
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Administration 4.3 5.3 1
Animal Control 4 4 0
Buildings and Grounds 8 9 1
Centralized Maintenance 0 0 0
Friends of Animal Care and Control 0 0 0
Housekeeping 13 13 0
Lawns and Landscaping 7 7 0
Litter Control 1 1 0
Solid Waste Collections 8 7 -1
Fleet Operations 0 0 0
Garage Operations 2 3 1
GENERAL SERVICES: 217
GENERAL SERVICES
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Stormwater Management 2 2 0
Building Inspections 7 7.75 0.75
Mid-County Landfill 0 0 0
Soil Erosion and Sediment Control 0 0 0
Thompson Landfill 0 0 0
TOTAL 56.3 59.05 2.75
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, an additional $41,000 is added to the General Services Division’s base fee
revenue for FY 27.
• Base Budget Increase for Elliston Fire Department Facility – $45,000 is added to the FY 27
General Services base budget. With the addition of career fire staff stationed at the Elliston Volunteer Fire
Department, the County has begun paying for utilities and repair and maintenance costs for the Elliston
facility which were previously paid by Elliston Volunteer Fire Department using County funds. County funds
for the Elliston Volunteer Fire Department will be decreased by ($45,000) for FY 27.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $5,000 is Added for Utility Costs Associated with the Cinnabar Green Space Capital Project –
$5,000 in additional funding is added in FY 27 to provide maintenance, electrical, gas, and connections for
the new Cinnabar Green Space capital project.
• $6,000 is Added for State Stormwater Permit Fees – $6,000 in additional funding is added in FY
27 to pay the state’s portion of Stormwater fees associated with land disturbance on private and County
construction projects. Fees will increase by an average of 50% for FY 27. This addition is 100% revenue
supported and requires no County funding.
GENERAL SERVICES: 218
GENERAL SERVICES
• $12,500 is Added for Uniforms and Wearing Apparel – $12,500 in additional funding is added in FY
27 to accommodate increased prices for uniforms and wearing apparel for staff. The additional funding
supports a unified dress code among department staff.
• $4,400 is Added for Professional Services – $4,400 in additional funding is added in FY 27 for the
creation of a nutrient management plan for County and public-school turf practices as required by State
law and ensures environmental compliance.
• $3,600 is Added for Training – $3,600 in additional funding is added in FY 27 to increase training of
staff in the Stormwater Department and Building Inspections Department. Staff are required by law to
become certified and maintain certifications with mandatory continuing education. Building and Grounds
staff need safety training to pursue tradesmen certifications in electrical, plumbing, and mechanical fields.
• $8,000 is Added for Agricultural Supplies – $8,000 in additional funding is added in FY 27 to increase
the volume of agricultural supplies on hand to keep pace with the additional acreage gained with new
facilities, such as Teel Park.
• $7,600 is Added for Housekeeping Supplies – $7,600 in additional funding is added in FY 27 to
increase the volume of housekeeping supplies on hand to accommodate the addition of new facilities.
• $190,600 is Added for Professional Services – $190,600 in additional funding is added in FY 27 to
accomplish necessary gas and groundwater monitoring and an operations and maintenance plan for a
Department of Environmental Quality required corrective action as well as installation of infrastructure,
materials, and implementation of the corrective action at the Mid-County Landfill.
• $23,000 is Added for Professional Services – $23,000 in additional funding is added in FY 27 to
accomplish necessary groundwater monitoring services to stay in compliance with the Department of
Environmental Quality as part of implementing a corrective action plan at Thompson Landfill.
• $75,000 is Added for Machinery and Equipment – $75,000 is added in FY 27 to replace trash and
recycle containers that have deteriorated and taken out of service. These funds will create an ongoing
replacement schedule for trash and recycle containers.
• $43,727 is Added for a Building Inspector (.75 FTE) – $43,727 and .75 FTE are added to the General
Services Division. As the County continues to grow, additional help is needed in the Building Inspections
office. This position will supplement current inspections staff and will perform building, electrical,
mechanical, and plumbing inspections to alleviate workload issues and better serve the community.
• $72,707 is Added for a Solid Waste Manager (One FTE) – $72,707 and one FTE are added to the
General Services Division. A position is needed to manage the workload and track the types of waste and
other items, such as waste oil, tires, and white goods, at the consolidated sites. This position will maximize
the benefits of the sanitary collections program against the resources spent. This position will also support
DEQ reporting and help identify best practices for sustainability and related recycling efforts.
• $64,342 is Added for an HVAC Technician (One FTE) – $64,342 and one FTE are added to the
General Services Division. With the growth of County facilities, additional manpower is needed to maintain
the County’s HVAC systems. This position will support the lead HVAC Technician by maintaining, repairing,
GENERAL SERVICES: 219
GENERAL SERVICES
and replacing HVAC units, parts, and controls of the County HVAC network. This position will also share on-
call duties. It is anticipated that this will result in a reduction of outsourcing to third parties.
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Health and Welfare
HEALTH AND WELFARE: 221
Health and Welfare consists of the following divisions: Children’s Services Act; Human Services; Public Health; and
Social Services.
Below is a summary chart of each division and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
Children's Services Act $2,504,396 $2,385,902 $2,104,396 $2,104,396 $- $2,104,396 $-
Human Services $614,004 $518,595 $579,915 $575,478 $- $575,478 $(4,437)
Public Health $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
Social Services $7,812,624 $7,244,440 $7,805,900 $7,621,822 $79,003 $7,700,825 $(105,075)
TOTAL HEALTH AND WELFARE $11,562,685 $10,780,597 $11,144,822 $10,956,307 $99,392 $11,055,699 $(89,123)
MONTGOMERY COUNTY, VIRGINIA
Children’s Services Act
Board of
Supervisors
County
Administrator
CITIZENS
Assistant County
Administrator
Human Services
Children’s
Services Act
CHILDREN’S SERVICES ACT : 223
CHILDREN’S SERVICES ACT: 224
CHILDREN’S SERVICES ACT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Children's Services Act $2,504,396 $2,385,902 $2,104,396 $2,104,396 $- $2,104,396 $-
TOTAL EXPENDITURES $2,504,396 $2,385,902 $2,104,396 $2,104,396 $- $2,104,396 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $25,627 $1,226 $25,627 $25,627 $- $25,627 $-
Public Assistance $2,478,769 $2,384,675 $2,078,769 $2,078,769 $- $2,078,769 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $2,504,396 $2,385,902 $2,104,396 $2,104,396 $- $2,104,396 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $38,851 $- $- $- $- $-
State CSA $1,794,650 $1,438,712 $1,508,010 $1,508,010 $- $1,508,010 $-
TOTAL DESIGNATED REVENUE $1,794,650 $1,477,563 $1,508,010 $1,508,010 $- $1,508,010 $-
TOTAL UNDESIGNATED REVENUE $709,746 $908,339 $596,386 $596,386 $- $596,386 $-
TOTAL REVENUES $2,504,396 $2,385,902 $2,104,396 $2,104,396 $- $2,104,396 $-
CHILDREN’S SERVICES ACT: 225
CHILDREN’S SERVICES ACT
About
The Children’s Services Act for At-Risk Youth and Families (CSA) was established by the General Assembly to
improve coordination, eliminate duplication of services, and ensure that costly residential care is provided only in
cases where it was clearly warranted. The law requires localities to establish Community Policy and Management
teams, and Family Assessment and Planning teams to administer the program. The law also mandates that certain
groups of children receive services, primarily special education and foster care. The County is required to provide a
local match for all expenditures.
Children’s Services Act
The Community Policy and Management Team (CPMT) is responsible for developing policies, managing funds
allocated to the County, and authorizing expenditures of these funds. CPMT is comprised of at least one elected
or appointed official and agency heads from the local Department of Social Services, school system, Community
Services Board (mental health) and the Court Services Unit (juvenile justice), a parent and a private provider. Each
CPMT must also establish and appoint at least one Family Assessment and Planning Team (FAPT) to work with
families to develop an individualized family service plan or plan of care based on the strengths and needs of the
family.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output At-Risk Children Served 87 128 128
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Human Services
Board of
Supervisors
County
Administrator
CITIZENS
Assistant County
Administrator
Human Services
Alternative Community Programs Human Services
Volunteer
Montgomery
HUMAN SERVICES : 227
HUMAN SERVICES: 228
HUMAN SERVICES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Community Programs $88,655 $38,060 $88,655 $88,655 $- $88,655 $-
Human Services $222,554 $221,675 $228,395 $227,029 $- $227,029 $(1,366)
Volunteer Montgomery $302,795 $258,860 $262,865 $259,794 $- $259,794 $(3,071)
TOTAL EXPENDITURES $614,004 $518,595 $579,915 $575,478 $- $575,478 $(4,437)
EXPENDITURES BY
CLASSIFICATION
Personal Services $455,658 $438,726 $465,979 $461,542 $- $461,542 $(4,437)
Operations & Maintenance $158,321 $79,868 $113,936 $113,936 $- $113,936 $-
Capital Outlay $25 $- $- $- $- $- $-
TOTAL EXPENDITURES $614,004 $518,595 $579,915 $575,478 $- $575,478 $(4,437)
REVENUE BY CLASSIFICATION
Local User Fees $- $- $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Donations $- $24,831 $- $- $- $- $-
State CSA Administration $12,000 $- $12,000 $12,000 $- $12,000 $-
State VJCCCA $49,392 $37,045 $49,392 $37,000 $- $37,000 $(12,392)
Federal RSVP $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $61,392 $61,876 $61,392 $49,000 $- $49,000 $(12,392)
TOTAL UNDESIGNATED
REVENUE $552,612 $456,719 $518,523 $526,478 $- $526,478 $7,955
TOTAL REVENUES $614,004 $518,595 $579,915 $575,478 $- $575,478 $(4,437)
HUMAN SERVICES: 229
HUMAN SERVICES
About
The Human Services division administers Human Services, Volunteer Montgomery, and the Children’s Services
Act (CSA). Additionally, Human Services serves as the fiscal agent for the Virginia Juvenile Community Crime
Control Act (VJCCCA).
Human Services
The Human Services department keeps citizens, agencies, and County government informed about services and
programs in the areas of human service delivery. They also act as a County liaison for specialty dockets within
Montgomery County and serve as the fiscal agent for the VJCCCA programs.
Volunteer Montgomery
Volunteer Montgomery was established in April 2023 in the spirit of flourishing volunteer programs dating back
to 1969. Volunteer Montgomery welcomes all individuals within Montgomery County and aims to broaden local
volunteer efforts and strengthen the community by uniting together.
Key Performance Indicators
Goal/Objective - Volunteer Montgomery will Partner with Nonprofit and Other Community Organizations
to Promote Volunteerism within the County
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Number of Volunteers 218 individuals; 16
groups
235 individuals; 18
groups
250 individuals; 19
groups
Output Number of Volunteer Hours Logged 28,303 40,250 31,000
Efficiency Average Number of Hours Logged Per Volunteer 65 115 115
Effectiveness Number of Agencies Served 71 75 77
Outcome Dollar Value of Volunteer Hours $984,661 $825,000 $1,165,180
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Community Programs 0 0 0
Human Services 2 2 0
Volunteer Montgomery 3.5 3.5 0
TOTAL 5.5 5.5 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
HUMAN SERVICES: 230
HUMAN SERVICES
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Fee Revenue Budget Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, ($12,392) is reduced to Human Services’ base fee revenue for FY 27 due
to a reduction in the VJCCCA Grant.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
New River Health District
CITIZENS
General
Assembly Governor
Secretary of Health and Human Services
State Department of Health
New River Health District
NEW RIVER HEALTH DISTRICT : 231
NEW RIVER HEALTH DISTRICT : 232
NEW RIVER HEALTH DISTRICT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Public Health $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
TOTAL EXPENDITURES $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Direct Payment $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
REVENUE BY CLASSIFICATION
Local Revenue Refunds $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
TOTAL REVENUES $631,661 $631,661 $654,611 $654,611 $20,389 $675,000 $20,389
NEW RIVER HEALTH DISTRICT : 233
NEW RIVER HEALTH DISTRICT
About
The New River Health District, one of the Virginia Department of Health’s (VDH) 35 health districts, is comprised
of Floyd, Giles, Montgomery, and Pulaski counties and the City of Radford. The health district provides clinical
services, environmental health services, emergency preparedness and response, communicable disease services,
community health education, and more to residents throughout the New River Valley.
New River Health District
The Health District provides clinical services in local health department clinics, schools, homes, and at other sites
in the community including child and adult immunizations, immunizations for overseas travel, well baby care,
family planning, and testing/treatment of STI’s. Other services include BabyCare, the Women, Infants and Children
(WIC) program, distribution of free car safety seats to eligible families, Resource Mothers Program, Rise Above,
Emergency Preparedness and Response, health data tracking and reporting, and health education services. The
district’s environmental health program provides site evaluation and permits for on-site sewage disposal (septic
systems) and wells, inspection of restaurants, schools, day care centers, summer camps, and festivals to ensure
food safety, rabies investigation and follow-up, and general environmental complaint investigations.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $20,389 is Added for Local Matching Requirements – $20,389 in additional funding is added in FY
27 for the New River Health District local matching requirements. The New River Health District is funded
on a formula basis with costs shared between the state and the County. The County’s share for FY 27 is
32.22% and the state’s share is 67.78%. This increase in funding is required to meet the County’s local
commitment for FY 27.
MONTGOMERY COUNTY, VIRGINIA
Social Services
Board of
Supervisors
Social Services
Board
CITIZENS
Social Services
SOCIAL SERVICES : 235
SOCIAL SERVICES: 236
SOCIAL SERVICES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Social Services $7,812,624 $7,244,440 $7,805,900 $7,621,822 $79,003 $7,700,825 $(105,075)
TOTAL EXPENDITURES $7,812,624 $7,244,440 $7,805,900 $7,621,822 $79,003 $7,700,825 $(105,075)
EXPENDITURES BY
CLASSIFICATION
Personal Services $5,203,195 $4,698,709 $5,305,471 $5,228,922 $79,003 $5,307,925 $2,454
Operations & Maintenance $363,492 $471,333 $363,492 $394,118 $- $394,118 $30,626
Public Assistance $2,136,937 $1,962,612 $2,136,937 $1,995,782 $- $1,995,782 $(141,155)
Capital Outlay $109,000 $111,787 $- $3,000 $- $3,000 $3,000
TOTAL EXPENDITURES $7,812,624 $7,244,440 $7,805,900 $7,621,822 $79,003 $7,700,825 $(105,075)
REVENUE BY CLASSIFICATION
State/Federal Assistance $6,186,524 $6,024,503 $6,186,524 $6,294,770 $- $6,294,770 $108,246
Federal Pass Through $218,054 $78,964 $218,054 $194,285 $- $194,285 $(23,769)
Local Recovered Costs $70,000 $235,643 $70,000 $70,000 $- $70,000 $-
TOTAL DESIGNATED REVENUE $6,474,578 $6,339,109 $6,474,578 $6,559,055 $- $6,559,055 $84,477
TOTAL UNDESIGNATED
REVENUE $1,338,046 $905,331 $1,331,322 $1,062,767 $79,003 $1,141,770 $(189,552)
TOTAL REVENUES $7,812,624 $7,244,440 $7,805,900 $7,621,822 $79,003 $7,700,825 $(105,075)
SOCIAL SERVICES: 237
SOCIAL SERVICES
About
The Department of Social Services (DSS) division assists families and individuals in becoming socially and
economically self-sufficient and independent. Benefit programs include temporary assistance for needy families,
food assistance, Medicaid, energy assistance, general relief, fraud prevention, and children’s medical security
insurance. DSS works closely with other community agencies to promote the stability and self-sufficiency of
community families through referrals to services not available in this agency. It also promotes the creation of
services not currently available in the community. The agency works to avoid duplication of services provided by
other agencies and to respond to needs not currently addressed in the community.
Social Services
Social Services assists in work programs including adoption, adult services/adult protective services, child
protective services, day care services for children, foster care, court services, and employment services. The
department focuses, in the least intrusive manner, on services that individuals and families cannot provide for
themselves.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Adoptions 4 5 5
Output SNAP Applications 4,248 5,000 5,000
Output Medicaid Applications 4,362 4,200 4,200
Output Child Protective Services Cases Investigated 840 1,100 1,000
Output Adult Protective Services Cases Investigated 540 500 575
Output Daycare Assistance Program Enrollees 521 450 500
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Social Services 71 73 2
TOTAL 71 73 2
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Base Revenue and Expenditure Reconciliation Adjustments – The base budget revenue and
expenditure accounts have been reconciled to state and federal approved funding for FY 26. Each year,
SOCIAL SERVICES: 238
SOCIAL SERVICES
following the confirmation of funding available from sources other than the County, the base budget for
the Department of Social Services is adjusted within the fiscal year, and this adjustment becomes the base
budget for the next fiscal year. The FY 26 reconciled County Budget for this Division totaled $7,800,084;
$6,489,055 in state and federal dollars and $1,311,029 in County dollars. Included are 72 classified FTEs,
an increase of one FTE awarded for FY 26 by the Resource Family Collaborative grant program. This grant
award is expected to continue for the next five years; however, once the grant is eliminated, the FTE will
also be eliminated. Based on the reconciliation for FY 26, a total of $84,477 is added to the base revenue
budget for FY 27 and ($107,529) is reduced to base expenditures for FY 27.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $79,003 is Added for a Family Services Specialist Position (One FTE) – $79,003 and one FTE
are added to Social Services for FY 27. This position provides social services and assistance to the adult
population whose numbers have increased. The needs of the clients have become greater, thus extending
the length of investigations and the related work load. There are new guardianship requirements to
adhere to along with assessing the needs of the elderly for nursing home placement. The number of new
guardianship cases has increased, as well as the number of long-term services and support screenings.
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Parks, Recreation, Cultural
PARKS, RECREATION, CULTURAL: 239
Parks, Recreation, Cultural consists of the following divisions: Parks and Recreation and the Regional Library.
Below is a summary chart of each division and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
Parks and Recreation $1,917,670 $1,560,847 $1,933,230 $1,898,334 $- $1,898,334 $(34,896)
Regional Library $3,062,256 $2,889,734 $2,811,262 $2,788,631 $- $2,788,631 $(22,631)
TOTAL PARKS, RECREATION, CULTURAL $4,979,926 $4,450,581 $4,744,492 $4,686,965 $- $4,686,965 $(57,527)
MONTGOMERY COUNTY, VIRGINIA
Parks and Recreation
Board of
Supervisors
County
Administrator
CITIZENS
Deputy County
Administrator
Parks and
Recreation
Administration Community Recreation Programs
Aquatics Outdoor
Recreation
Senior Tours and Recreation Programs
Special
Programs
Athletics Parks and
Playgrounds
Summer
Programs
PARKS AND RECREATION : 241
PARKS AND RECREATION: 242
PARKS AND RECREATION
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Administration $1,372,613 $1,098,384 $1,462,006 $1,427,110 $- $1,427,110 $(34,896)
Aquatics $184,636 $153,011 $146,853 $146,853 $- $146,853 $-
Athletics $192,337 $187,694 $168,174 $168,174 $- $168,174 $-
Community Recreation Programs $14,154 $2,297 $14,054 $14,054 $- $14,054 $-
Outdoor Recreation $6,629 $5,503 $11,629 $11,629 $- $11,629 $-
Parks and Playgrounds $55,200 $54,086 $55,200 $55,200 $- $55,200 $-
Senior Tours $12,110 $7,417 $12,153 $12,153 $- $12,153 $-
Senior Recreation Program $3,475 $1,352 $3,475 $3,475 $- $3,475 $-
Special Programs $17,624 $3,289 $14,775 $14,775 $- $14,775 $-
Summer Programs $58,892 $47,813 $44,911 $44,911 $- $44,911 $-
TOTAL EXPENDITURES $1,917,670 $1,560,847 $1,933,230 $1,898,334 $- $1,898,334 $(34,896)
EXPENDITURES BY CLASSIFICATION
Personal Services $1,320,060 $1,153,667 $1,549,169 $1,514,273 $- $1,514,273 $(34,896)
Operations & Maintenance $537,610 $356,989 $384,061 $381,861 $- $381,861 $(2,200)
Capital Outlay $60,000 $50,190 $- $2,200 $- $2,200 $2,200
TOTAL EXPENDITURES $1,917,670 $1,560,847 $1,933,230 $1,898,334 $- $1,898,334 $(34,896)
REVENUE BY CLASSIFICATION
Local Property Rental $6,000 $6,240 $6,000 $6,000 $- $6,000 $-
Local Adult Rec. Fees $1,000 $606 $1,000 $1,000 $- $1,000 $-
Local Athletics Fees $34,600 $39,170 $34,600 $34,600 $- $34,600 $-
Local Comm. Rec. Fees $- $50 $- $- $- $- $-
Local Senior Tour Fees $11,500 $11,046 $11,500 $11,500 $- $11,500 $-
Local Senior Rec. Fees $3,000 $1,343 $3,000 $3,000 $- $3,000 $-
Local Outdoor Rec. Fees $6,000 $5,126 $6,000 $6,000 $- $6,000 $-
Local Special Event Fees $500 $- $500 $500 $- $500 $-
Local Summer Rec. Fees $48,700 $63,275 $68,700 $68,700 $- $68,700 $-
Local Pool Fees $75,000 $102,823 $75,000 $75,000 $- $75,000 $-
Local Recovered Costs $- $1,636 $- $- $- $- $-
Local Fundraising $- $- $- $- $- $- $-
Scholarship Revenue $500 $1,003 $500 $500 $- $500 $-
TOTAL DESIGNATED REVENUE $186,800 $232,318 $206,800 $206,800 $- $206,800 $-
TOTAL UNDESIGNATED REVENUE $1,730,870 $1,328,529 $1,726,430 $1,691,534 $- $1,691,534 $(34,896)
TOTAL REVENUES $1,917,670 $1,560,847 $1,933,230 $1,898,334 $- $1,898,334 $(34,896)
PARKS AND RECREATION: 243
PARKS AND RECREATION
About
The Parks and Recreation division provides quality, customer-valued recreation programs and facilities that
engage participants and add value to the quality of life. Programming and facilities are offered in aquatics,
athletics and team sports, youth, adult, and senior wellness and education, outdoor recreation, tours, special
events, and summer programs.
Administration
Administration oversees the operation of all recreational programs and park facilities. Responsibilities also include
the division’s budget management, marketing, facility design, and planning for future recreational needs.
Aquatics
The Frog Pond offers a safe and fun environment for the whole family. The pool has 3 tube slides, a frog slide, tot/
infant pool and lots of deck space for enjoying the sun and relaxing. Swim lessons are also offered for children 6
months to 10 years of age.
Athletics
The Athletics department focuses on children ranging from
pre-K to middle school and the approach that recreational
sports should place more emphasis on educational and
social benefits rather than competition. A strong focus is also
placed on good sportsmanship from participants, parents,
and spectators. Each program is built around teaching the
fundamentals and ensuring that every participant receives
an enjoyable and lasting recreation experience in a safe and
positive environment.
Community Recreation Programs
This department offers a diverse range of community activities
including: crafts, babysitting classes, boaters’ safety, CPR and first aid, hunters’ education, and lifeguard classes.
Outdoor Recreation
This department provides diverse programming based on adventure, conservation, environmental education,
and experiential education with a focus on high adventure. Montgomery County was one of the first municipal
departments to offer outdoor recreation programs in Southwest Virginia.
PARKS AND RECREATION: 244
PARKS AND RECREATION
Parks and Playgrounds
Montgomery County has eight parks ranging from small pocket parks to linear biking and hiking trails to its largest
110-acre Mid-County Park. Swimming, picnicking, hiking, canoeing, kayaking, athletic ball fields, playgrounds,
walking tracks, and natural areas that include historical and educational resources are all amenities that can be
found at the parks. Private pool and shelter rentals are also available.
Senior Tours
The trips and tours program offers active adults (50+) opportunities
to explore local and regional destinations, experience cultural and
recreational activities, and connect with others in a fun and engaging
environment. These one-day excursions are planned to nearby cities,
museums, sporting events, festivals, professional theater, and dining
destinations, providing diverse opportunities for adventure and
enjoyment.
Senior Recreation Program
The wellness and education programs promote lifelong learning and
healthy living through a variety of activities, workshops, and classes. The program provides educational sessions,
games, crafts, outdoor recreation opportunities, and wellness initiatives while partnering with community
organizations to address the social and mental aspects of health. These programs are tailored to enrich the lives of
active adults.
Special Programs
Throughout the year this department holds special
programming to include: Great Road Encampment, Halloween
at the Government Center, Kids Fishing Day, Letters to Santa,
Rowdy Dawg, and ReNew the New.
Summer Programs
Frog Hoppers Camp is the most popular program providing a
safe and fun environment. Children from rising 1st graders to
rising 5th graders will enjoy their days crafting, swimming at the
Frog Pond, going on hikes, and playing outside.
Key Performance Indicators
Goal/Objective: Provide Recreational Opportunities to the Citizens of Montgomery County
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Total Expenses $1,754,121 $1,933,230 $2,112,339
Output Total Number of Engagements with Parks & Rec
Services Throughout the Year 25,134 25,134 25,134
Efficiency Cost per Engagement $69 $74 $84
Effectiveness
Percent Change in Total Number of Engagements
with Parks & Rec Services Over the Prior Fiscal
Year
-21%0%0%
Outcome Total Dollars Spent per Citizen $17.69 $19.50 $21.30
*FY 25 decrease due to the reopening of Randolph Park Pool in Pulaski County. Partially offsets the 62% increase experienced in FY 24.
PARKS AND RECREATION: 245
PARKS AND RECREATION
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Administration 2 2 0
Aquatics/Summer/Community Programs 1 1 0
Athletics 2 2 0
Maintenance 8 8 0
Outdoor Recreation/Parks and Playgrounds 1 1 0
Senior Recreation Program/ Senior Tours 1 1 0
TOTAL 15 15 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Regional Library System
Board of
Supervisors
Library Board
CITIZENS
Regional Library
System
REGIONAL LIBRARY SYSTEM : 247
REGIONAL LIBRARY SYSTEM: 248
REGIONAL LIBRARY SYSTEM
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Regional Library System $3,062,256 $2,889,734 $2,811,262 $2,788,631 $- $2,788,631 $(22,631)
TOTAL EXPENDITURES $3,062,256 $2,889,734 $2,811,262 $2,788,631 $- $2,788,631 $(22,631)
EXPENDITURES BY
CLASSIFICATION
Personal Services $2,207,286 $2,125,543 $2,351,721 $2,329,090 $- $2,329,090 $(22,631)
Operations & Maintenance $799,801 $709,025 $459,541 $459,541 $- $459,541 $-
Capital Outlay $55,169 $55,167 $- $- $- $- $-
Lump Sum Reduction $- $- $- $- $- $- $-
TOTAL EXPENDITURES $3,062,256 $2,889,734 $2,811,262 $2,788,631 $- $2,788,631 $(22,631)
REVENUE BY CLASSIFICATION
Local Photo Copy Sales $18,000 $23,918 $18,000 $24,000 $- $24,000 $6,000
Local Library Fines $- $11 $- $- $- $- $-
Local Library Fees $3,750 $2,913 $3,750 $4,000 $- $4,000 $250
Passports $33,000 $30,722 $33,000 $30,000 $- $30,000 $(3,000)
Floyd Contribution $103,109 $107,445 $103,109 $103,109 $- $103,109 $-
Blacksburg Contribution $15,000 $15,008 $15,000 $15,000 $- $15,000 $-
Christiansburg Contribution $15,000 $15,002 $15,000 $15,000 $- $15,000 $-
Local Donations $88,385 $91,150 $- $- $- $- $-
Local Recovered Costs $- $3,517 $- $- $- $- $-
State Aid $367,022 $367,022 $367,022 $367,692 $8,496 $376,188 $9,166
TOTAL DESIGNATED REVENUE $643,266 $656,707 $554,881 $558,801 $8,496 $567,297 $12,416
TOTAL UNDESIGNATED REVENUE $2,418,990 $2,233,027 $2,256,381 $2,229,830 $(8,496) $2,221,334 $(35,047)
TOTAL REVENUES $3,062,256 $2,889,734 $2,811,262 $2,788,631 $- $2,788,631 $(22,631)
REGIONAL LIBRARY SYSTEM: 249
REGIONAL LIBRARY SYSTEM
About
The Montgomery-Floyd Regional Library System has branch libraries in Blacksburg, Christiansburg, Shawsville,
and Floyd. The library also operates a Mobile Unit that brings library services and materials to apartment and
mobile home communities, geographically remote areas, and institutional settings.
Reading and other materials are offered in a variety of formats, including eBooks, downloadable and streaming
audiobooks, e-magazines, music, and movies. The library also loans non-traditional items including wireless
hotspots, Adventure Kits, Memory Kits, and more. Public computers, wireless access, databases, and office and
entertainment software are available in each library. All branches offer programming to engage all ages, including
children’s story times, STEM, and art activities, as well as a wide range of programs and events for teens and
adults. All branches offer frequent programming for persons with intellectual, cognitive, and developmental
disabilities. The Library also offers notary services and is a passport acceptance agency. The Christiansburg and
Floyd libraries maintain special sections for genealogy and local history. Meadowbrook and Floyd libraries host free
refrigerators to address community food insecurity.
Regional Library System
Staff members of the regional system are trained to help citizens find information and resources, educate citizens
on how to conduct research, use personal and library technology, and make effective use of the library’s physical
and electronic resources. Library services include assistance with early literacy, job searching and resume
building, computer classes, summer reading programs for all ages, special events, book discussion groups, story
times, and other programming for all ages and abilities. Public meeting rooms in each library branch are available
to individuals and groups to use on a first-come, first-serve basis.
Key Performance Indicators
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Output Visitors 318,722 370,000 380,000
Output Items Checked Out 617,447 687,185 700,000
Output Internet Sessions By Patrons 59,624 61,000 55,000
Output Passport Applications 1,293 1,317 1,450
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Regional Library System 22.75 23.25 0.5
TOTAL 22.75 23.25 0.5
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
REGIONAL LIBRARY SYSTEM: 250
REGIONAL LIBRARY SYSTEM
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• State Aid Base Revenue Adjustments – A total of $670 is added to the Library’s base state aid revenue
budget for FY 27. These funds account for the adjustment of revenues as reported by the State and
reconciled to the FY 26 County approved budget.
• Other Base Fee Revenue Adjustments – Based on actual fee collections in FY 25 and projected fee
collections in FY 26 and FY 27, $3,250 has been added to the Library’s local base revenue budget for FY
27.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $8,496 is Added to the Library’s State Aid Revenue Budget – These funds account for the library’s
revenue increase based on the amount of state aid proposed in the Governor’s budget for FY 27.
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Community Development
COMMUNITY DEVELOPMENT: 251
Community Development consists of the following divisions: Planning and GIS; Economic Development; and
Utilities Division.
Below is a summary chart of each division and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each division are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DIVISION
Planning and GIS $1,691,710 $1,297,027 $1,226,784 $1,203,952 $- $1,203,952 $(22,832)
Economic Development $873,831 $856,980 $675,036 $671,401 $24,239 $695,640 $20,604
Utilities Division $- $- $- $2,394,369 $- $2,394,369 $2,394,369
TOTAL COMMUNITY DEVELOPMENT $2,565,541 $2,154,006 $1,901,820 $4,269,722 $24,239 $4,293,961 $2,392,141
MONTGOMERY COUNTY, VIRGINIA
Planning and GIS Services
Board of
Supervisors
County
Administrator
CITIZENS
Planning and GIS
Services
Planning GIS
PLANNING AND GIS SERVICES : 253
Deputy County
Administrator
PLANNING AND GIS SERVICES: 254
PLANNING AND GIS SERVICES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
Planning $1,233,046 $935,576 $899,156 $879,679 $- $879,679 $(19,477)
GIS $458,663 $361,450 $327,628 $324,273 $- $324,273 $(3,355)
TOTAL EXPENDITURES $1,691,710 $1,297,027 $1,226,784 $1,203,952 $- $1,203,952 $(22,832)
EXPENDITURES BY
CLASSIFICATION
Personal Services $987,304 $869,824 $994,601 $971,769 $- $971,769 $(22,832)
Operations & Maintenance $704,406 $427,203 $232,183 $232,183 $- $232,183 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $1,691,710 $1,297,027 $1,226,784 $1,203,952 $- $1,203,952 $(22,832)
REVENUE BY CLASSIFICATION
Local Rezoning/Subdivision
Permits $23,427 $42,558 $23,427 $23,427 $- $23,427 $-
Local Site Plan Review $7,500 $3,219 $7,500 $7,500 $- $7,500 $-
Local Map/Ordinance Sales $100 $- $100 $100 $- $100 $-
Local GIS Sales $400 $111 $400 $400 $- $400 $-
Local Technology Fees $- $- $- $- $- $- $-
Local Recovered Costs $4,215 $8,831 $- $- $- $- $-
Auto Graveyard Fees $- $3,300 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $35,642 $58,019 $31,427 $31,427 $- $31,427 $-
TOTAL UNDESIGNATED
REVENUE $1,656,068 $1,239,008 $1,195,357 $1,172,525 $- $1,172,525 $(22,832)
TOTAL REVENUES $1,691,710 $1,297,027 $1,226,784 $1,203,952 $- $1,203,952 $(22,832)
PLANNING AND GIS SERVICES: 255
PLANNING AND GIS SERVICES
About
Planning and Geographic Information System (GIS) administers the comprehensive land use plan, zoning and
subdivision ordinances, provides geographical information and mapping services and maintains official street
names and addresses in the unincorporated areas of Montgomery County. Floodplain management, site plan
administration, and 911 addressing are also administered in this division.
Planning
The Planning department works with the Planning Commission to develop and implement the Comprehensive
Plan and related small-area village plans for the six village areas; administers zoning and subdivision ordinances;
prepares long and short range planning information and studies; prepares grants for hazard mitigation,
enhancement, community development and other programs; implements ongoing planning education and
information programs; and supports other departments in planning, land use development and zoning. The staff
serves as the primary support to the Planning Commission, Board of Zoning Appeals, and Agricultural and Forestal
District Advisory Committee.
Geographic Information System (GIS)
This department administers the Geographic Information System (GIS) and iGIS map portal. Their mission is to
coordinate, manage, and facilitate GIS at departmental, office and enterprise levels. Work includes creation and
management of E911 site addresses and street names. Additionally, GIS is the primary custodian for GIS data,
aerial imagery and LiDAR topography contours. This department also fulfills public requests for GIS data, mapping
and imagery services.
Key Performance Indicators
Goal/Objective - Provide Excellent Service to Citizens of Montgomery County Planning/GIS
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input Number of FTEs 1.5 2 2
Output Number of Permits Processed 816 650 700
Efficiency Number of Permits Processed per FTE 544 325 350
Effectiveness
Process x% of Permits within the Determined
Timeframe Parameters for the Specific Type of
Permit
NA TBD 90%
Outcome Remain in Compliance with State Mandated
Standards 100% of the Time 100%100%100%
PLANNING AND GIS SERVICES: 256
PLANNING AND GIS SERVICES
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Planning 8 8 0
GIS 2 2 0
TOTAL 10 10 0
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Economic Development
Board of
Supervisors
County
Administrator
CITIZENS
Economic
Development
ECONOMIC DEVELOPMENT : 257
ECONOMIC DEVELOPMENT: 258
ECONOMIC DEVELOPMENT
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Economic Development $873,831 $856,980 $675,036 $671,401 $24,239 $695,640 $20,604
TOTAL EXPENDITURES $873,831 $856,980 $675,036 $671,401 $24,239 $695,640 $20,604
EXPENDITURES BY
CLASSIFICATION
Personal Services $515,772 $515,214 $535,495 $531,860 $- $531,860 $(3,635)
Operations & Maintenance $91,111 $74,909 $73,339 $73,339 $24,239 $97,578 $24,239
Direct Payments $264,154 $264,154 $66,202 $66,202 $- $66,202 $-
Capital Outlay $2,794 $2,703 $- $- $- $- $-
TOTAL EXPENDITURES $873,831 $856,980 $675,036 $671,401 $24,239 $695,640 $20,604
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $12,016 $- $- $- $- $-
Governor's Opportunity Fund $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $12,016 $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $873,831 $844,964 $675,036 $671,401 $24,239 $695,640 $20,604
TOTAL REVENUES $873,831 $856,980 $675,036 $671,401 $24,239 $695,640 $20,604
ECONOMIC DEVELOPMENT: 259
ECONOMIC DEVELOPMENT
About
The Economic Development division serves as the primary marketing and broadband resource for the County and
the towns of Blacksburg and Christiansburg to develop businesses and to generate taxable capital investments and
high-quality opportunities for employment. The division works closely with the Economic Development Authority,
Economic Development Commission, and the Montgomery Blacksburg Christiansburg (MBC) Development
Corporation to attract new investments and support the success of existing businesses.
Economic Development
The department carries out the strategic direction of the Board of Supervisors’ regarding retention and expansion
of existing business and industry, recruitment of new industry, market research, workforce development, and
product (sites and buildings) development. Since 2009, 3,766 new jobs have been added from both new and
existing businesses, resulting in more than $307 million in total investment in Montgomery County.
Key Performance Indicators
Goal/Objective - Serve as the Primary Marketing Resource to Support Business Development and Capital Investment (excluding retail)
for Montgomery County, the Town of Blacksburg, and the Town of Christiansburg
Indicator Performance Measure FY 25 Actual FY 26 Projected FY 27 Projected
Input County Dollars Invested $7,246,628 $7,246,628 $7,246,628
Output Tax Revenue Generated $1,006,083 $964,486 $1,100,000
Efficiency Ratio of Tax Revenue to Dollars Invested 13.9%13.3%15.2%
Effectiveness Generate a Return On Investment Higher Than the
Federal Funds Rate 9.9%9.8%11.7%
Outcome Continually Grow Business Tax Revenue Year-to-
Year 36%35%10%
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Economic Development 4 4 0
TOTAL 4 4 0
ECONOMIC DEVELOPMENT: 260
ECONOMIC DEVELOPMENT
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• $24,239 is Added for Professional Services – $24,239 in additional funding is added in FY 27
for professional services required for mowing at Falling Branch Phase II. In FY 2025, the Economic
Development Department graded Phase II Lot 2 which added 19.6 graded acres of a 38-acre site. The
19.6-acre site and the 18.3 acres remaining will both need to be cut monthly to keep the site presentable
for projects. The current graded pads are mowed monthly in Falling Branch Phase I. Sufficient funds do not
exist in the base budget to cover the additional costs.
MONTGOMERY COUNTY, VIRGINIA
Utilities
Board of
Supervisors
County
Administrator
CITIZENS
Utilities
UTILITIES: 261
UTILITIES: 262
UTILITIES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Utilities - Water $- $- $- $1,423,946 $- $1,423,946 $1,423,946
Utilities - Wastewater $- $- $- $970,423 $- $970,423 $970,423
TOTAL EXPENDITURES $- $- $- $2,394,369 $- $2,394,369 $2,394,369
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $2,029,797 $- $2,029,797 $2,029,797
Operations & Maintenance $- $- $- $339,697 $- $339,697 $339,697
Direct Payments $- $- $- $- $- $- $-
Transfers $- $- $- $- $- $- $-
Debt Service $- $- $- $- $- $- $-
Capital Outlay $- $- $- $24,875 $- $24,875 $24,875
TOTAL EXPENDITURES $- $- $- $2,394,369 $- $2,394,369 $2,394,369
REVENUE BY CLASSIFICATION
Recovered Costs $- $- $- $2,394,369 $- $2,394,369 $2,394,369
TOTAL DESIGNATED REVENUE $- $- $- $2,394,369 $- $2,394,369 $2,394,369
TOTAL UNDESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL REVENUES $- $- $- $2,394,369 $- $2,394,369 $2,394,369
UTILITIES: 263
UTILITIES
About
The Utilities Division provides contracted services to the Montgomery County Public Service Authority (PSA). The
PSA provices public water to nine community systems and sewage treatment to ten systems in the unincorporated
areas of Montgomery County.
On August 25, 2025, the Board of Supervisors approved an ordinance redefining the operational structure of the
PSA. Under the new structure, PSA staff and daily operations officially transitioned to Montgomery County on
October 1, 2025. The PSA Board remains in place and retains key oversight responsibilities, including planning
and investing in future service areas and facility expansions, approving the annual PSA budget, and setting water
and sewer rates. Billing and collections for all water and wastewater customers continue to be managed by the
County’s finance department.
The integration of utilities services into a County department strengthens local governance by aligning utility
operations with comprehensive planning and land use strategies. It also streamlines administrative processes,
enhances coordination, and increases the county’s ability to provide superior customer service and a greater
depth of expertise to all citizens.
Personnel
DEPARTMENT FY 26 Approved
FTE
FY 27 Recommended
FTE Change
Utilities - Water 0 12 12
Utilities - Waste Water 0 10 10
TOTAL 0 22 22
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – For FY 27, the County budget includes a 1% decrease
in Virginia Retirement System (VRS) rates and a 10% decrease in the group life insurance rates. All other
fringe benefits rates remain unchanged.
• Creation of Utilities Division – PSA staff and daily operations officially transitioned to Montgomery
County October 1, 2025. The integration of utilities services into a County department provides multiple
opportunities for improvement. Several improvements include benefits from coordination with planning
and land use strategies, as well as streamlined administration to support stronger customer service to
the citizens of the County. Therefore, $2,029,797 in salaries, $339,697 in operations and maintenance,
$24,875 in capital outlay expenses, $2,394,369 in designated revenue, and 22 FTEs are transferred from
the PSA to the Utilities Division.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
UTILITIES: 264
UTILITIES
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Other Agencies
OTHER AGENCIES: 265
Other Agencies consists of the following types of agencies: Human Service; Public Safety; Educational/Cultural;
Environmental; and Economic Development.
Below is a summary chart of each area and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each area are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY AGENCIES
Human Service Agencies $1,351,932 $909,119 $1,084,893 $1,084,893 $37,208 $1,122,101 $37,208
Public Safety Agencies $1,168,611 $1,149,315 $1,215,480 $1,215,480 $66,535 $1,282,015 $66,535
Educational/Cultural Agencies $685,739 $572,136 $570,203 $570,203 $11,533 $581,736 $11,533
Environmental Agencies $834,974 $826,236 $183,218 $183,218 $9,983 $193,201 $9,983
Economic Development Agencies $372,633 $388,440 $481,394 $481,394 $(70,092) $411,302 $(70,092)
TOTAL EXPENDITURES $4,413,889 $3,845,245 $3,535,188 $3,535,188 $55,167 $3,590,355 $55,167
MONTGOMERY COUNTY, VIRGINIA
Other Agencies
Board of
Supervisors
Other Agencies
CITIZENS
OTHER AGENCIES : 267
OTHER AGENCIES: 268
OTHER AGENCIES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY AGENCIES
Human Service Agencies $1,351,932 $909,119 $1,084,893 $1,084,893 $37,208 $1,122,101 $37,208
Public Safety Agencies $1,168,611 $1,149,315 $1,215,480 $1,215,480 $66,535 $1,282,015 $66,535
Educational/Cultural Agencies $685,739 $572,136 $570,203 $570,203 $11,533 $581,736 $11,533
Environmental Agencies $834,974 $826,236 $183,218 $183,218 $9,983 $193,201 $9,983
Economic Development Agencies $372,633 $388,440 $481,394 $481,394 $(70,092) $411,302 $(70,092)
TOTAL EXPENDITURES $4,413,889 $3,845,245 $3,535,188 $3,535,188 $55,167 $3,590,355 $55,167
REVENUE BY CLASSIFICATION
Recovered Costs $- $- $- $- $- $- $-
Wireless 911 $- $- $- $- $- $- $-
State Extension Office Reimbursement $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $4,413,889 $3,845,245 $3,535,188 $3,535,188 $55,167 $3,590,355 $55,167
TOTAL REVENUES $4,413,889 $3,845,245 $3,535,188 $3,535,188 $55,167 $3,590,355 $55,167
OTHER AGENCIES: 269
OTHER AGENCIES
About
This Division consists of all outside/other agencies that are funded by County General Fund dollars. Agencies that
receive funding are divided among five categories: Human Service Agencies, Public Safety Agencies, Education/
Cultural Agencies, Environmental Agencies, and Economic Development Agencies.
Human Service Agencies
• $323,806 is included for the New River Valley Juvenile Detention Home (mandated), which is
level funding – The NRVDH’s request for FY 27 is $162,161, which is a decrease of $46,391 from the
FY 26 budget. In the FY 10 request, the formula for determining operating contributions was changed
to allocate costs among participant jurisdictions on the basis of days used, averaged over a three-year
period. Under the revised formula, Montgomery County’s billed usage for the facility for FY 27 is $162,161
or 29.55% of the total funding. The facility is over 30 years old and requires upgrades, maintenance, and
newer equipment for licensure compliance. Due to the need to address these capital issues, the County is
providing $162,161 for operations based on a three-year average usage and is setting aside $161,645 in a
special reserve to address future facility upgrades. By the end of FY 27, $1,273,458 will have accumulated
in the reserve.
• $30,994 is included for the Community Health Center of the New River Valley (Free Clinic) (not
mandated), which is level funding – The agency requested $30,994 in the FY 27 budget, which is level
funding. The center provides medical and dental care as well as pharmaceuticals to uninsured citizens of
the New River Valley who live below the Federal Poverty Guidelines. Historical funding and the percentage
of clients served by locality are presented in the chart below. For FY 27, the County is providing level
funding of $30,994. With level funding, the County is providing 58% of the funding with only 42% of the
clients served. The County also provides the building at 215 Roanoke Street which was renovated for the
center. Assuming the center had to rent space equivalent to the building provided by the County, the rental
costs would likely exceed $64,352 (8,044 square feet X $8.00).
Locality % Usage FY 27 Funding
Giles 13.35%$73,286
Montgomery 29.55%$162,161
Pulaski 42.01%$230,561
Radford 15.09%$82,825
Total 100.00%$548,834
Community Health Center of the NRV
FY 2025 FY 2026 FY 2027
Clients
Served
Clients
as % of
Total
Actual
Funding
Funding
as % of
Total
Clients
Served
Clients
as % of
Total
Actual
Funding
Funding
as % of
Total
Clients
Served
Clients
as % of
Total
Rec.
Funding
Funding
as % of
Total
Montgomery County 2,860 42% $30,994 58% 3,427 42% $30,994 58% 3,461 42% $30,994 58%
Pulaski County 1,549 23% $9,000 17% 1,855 23% $9,000 17% 1,874 23% $9,000 17%
Floyd County 303 4% $- 0% 364 4% $- 0% 367 4% $- 0%
Giles County 1,258 18% $8,000 15% 1,508 18% $8,000 15% 1,523 18% $8,000 15%
Radford City 837 12% $5,853 11% 1,003 12% $5,853 11% 1,013 12% $5,853 11%
Total 6,807 100% $53,847 100% 8,157 100% $53,847 100% 8,238 100% $53,847 100%
* Actual *Projected *Projected
OTHER AGENCIES: 270
OTHER AGENCIES
• $50,625 is included for New River Community Action (not mandated) and $30,471 is included
for the Montgomery County Emergency Assistance Program (not mandated), which is level
funding – The New River Community Action (NRCA) agency requested $53,156 for FY 27, which is an
increase of $2,531. The agency serves low-income residents of Montgomery, Pulaski, Floyd, and Giles
Counties and the City of Radford. The agency’s goal is eliminating poverty. The County funds also support
a Community Service Worker position in NRCA that administers the Montgomery County Emergency
Assistance Program (MCEAP). MCEAP partners with NRCA to provide emergency assistance to County
residents only. MCEAP requests $31,995 for FY 27, which represents an increase of $1,524. In FY 26
MCEAP received $30,471. For FY 27, the County is providing funding of $81,096 for both programs. With
level funding, the County is providing 42% of the funding with 32% of the clients served.
• $38,183 is included for the Women’s Resource Center of the NRV (not mandated), which is
level funding – The agency received $38,183 in the FY 26 budget, and requested $39,328 for FY 27,
an increase of $1,145. Historical funding and the percentage of clients served by locality are presented
below. With a budget of $38,183, the County is providing 49% of funding with 38% of clients served. The
Women’s Resource Center provides services to adult and child citizens who have experienced domestic
and/ or sexual violence. The agency provides emergency advocacy, a live crisis hotline, an emergency and
transitional shelter, emergency food and supplies, crisis counseling, legal advocacy and other services.
• $5,051 is included for the New River Family Shelter (not mandated), which is level funding
– The agency requested $5,051 in the FY 27 budget, which represents level funding. The shelter is
able to provide shelter services, through its facilities or in hotel rooms, to 30% of those seeking shelter.
Others seeking shelter can receive either out-of-town shelter services or bus tickets to other lodging
arrangements. Last year approximately 67% of clients residing in established shelter space moved into
New River Community Action & MCEAP: Locality Funding & Clients Served
FY 2025 FY 2026 FY 2027
Clients
Served
Clients
as % of
Total
Funding Funding
as % of
Total
Clients
Served
Clients
as % of
Total
Funding Funding
as % of
Total
Clients
Served
Clients
as % of
Total
Funding Funding
as % of
Total
Montgomery County 2,752 32% $81,096 39% 2,780 32% $81,096 42% 2,800 32% $81,096 42%
Pulaski County 2,320 27% $55,172 26% 2,350 27% $57,931 30% 2,400 27% $57,931 30%
Floyd County 1,171 14% $34,603 17% 1,180 14% $36,333 19% 1,200 14% $36,333 19%
Giles County 1,166 14% $17,459 8% 1,180 14% $18,332 9% 1,200 14% $18,332 9%
Radford City 1,223 14% $21,164 10% 1,250 14% $- 0% 1,280 14% $- 0%
Total 8,632 100% $209,494 100% 8,740 100% $193,692 100% 8,880 100% $193,692 100%
Women's Resource Center
FY 2025 FY 2026 FY 2027
Clients
Served
Clients
as % of
Total
Funding Funding
as % of
Total
Clients
Served
Clients
as % of
Total
Funding Funding
as % of
Total
Clients
Served
Clients
as % of
Total
Funding Funding
as % of
Total
Montgomery County 1,172 38% $38,183 40% 1,190 39% $38,183 49% 1,207 38% $38,183 49%
Pulaski County 876 28% $27,306 28% 860 28% $27,306 35% 902 28% $27,306 35%
Floyd County 133 4% $6,197 6% 140 5% $6,197 8% 137 4% $6,197 8%
Giles County 219 7% $5,574 6% 165 5% $5,574 7% 226 7% $5,574 7%
Radford City 675 22% $18,749 20% 695 23% $- 0% 695 22% $- 0%
Total 3,075 100% $96,009 100% 3,050 100% $77,260 100% 3,167 100% $77,260 100%
OTHER AGENCIES: 271
OTHER AGENCIES
permanent housing upon leaving the shelter. The shelter has the potential to serve all localities in the New
River Valley. Other New River Valley localities have not historically been asked to fund the shelter due to
the negligible number of clients outside of Montgomery County.
• $7,500 is included for the Literacy NRV (formerly Literacy Volunteers of the NRV) (not
mandated), which is an increase of $16 – The agency requested $7,500 in the FY 27 budget, which
represents an increase of $16. With funding of $7,500, Montgomery County, without the funding from
the two towns, will be providing 54.25% of the funding with 63.34% of the clients served. Literacy NRV
provides free instruction for adults in reading, writing, basic Math, GED preparation, ESOL and basic
computer skills.
• $336,292 is included for the New River Valley Community Services (mandated), which is an
increase of $30,572 – The agency requested $790,406 in the FY 27 budget, which represents an
increase of $484,686. New River Valley Community Services offers community-based programs for both
children and adults who are living with mental illness, developmental disabilities and/or substance abuse.
Based on §37.2-509 of the Code of Virginia and State Board Policy 4010, all Community Services Boards
(CSBs) in Virginia are required to request local funding to achieve a 10% local match. The 10% local match
for Montgomery County is $790,406. An additional $30,572 is added to work toward a 10% local match.
The following tables outline the clients served by jurisdiction and the funding by locality since FY 25.
Literacy NRV - Clients Served
Locality FY 25 %FY 26 %FY 27 %
Montgomery 274 62.13%225 63.38%235 63.34%
Pulaski 94 21.32%70 19.72%70 18.87%
Floyd 26 5.90%22 6.20%24 6.47%
Giles 24 5.44%18 5.07%20 5.39%
Radford 23 5.22%20 5.63%22 5.93%
441 100.00%355 100.00%371 100.00%
*Actuals *Projected *Projected
Literacy NRV
FY 25 FY 26 % of Total FY 27 % of Total
Montgomery $6,804 $7,484 38.67%$7,500 38.72%
Pulaski $3,049 $3,354 17.33%$3,354 17.32%
Floyd $825 $908 4.69%$908 4.69%
Giles $0 $809 4.18%$809 4.18%
Radford $760 $1,254 6.48%$1,254 6.47%
Town of Blacksburg $3,200 $3,232 16.70%$3,232 16.69%
Town of Christiansburg $2,103 $2,313 11.95%$2,313 11.94%
Total $16,741 $19,354 100%$19,370 100%
Literacy NRV
Locality FY 27 % of Total
Montgomery $7,500 54.25%
Pulaski $3,354 24.26%
Floyd $908 6.57%
Giles $809 5.85%
Radford $1,254 9.07%
Total $13,825 100.00%
OTHER AGENCIES: 272
OTHER AGENCIES
• $16,652 is included for the NRV Agency on Aging (not mandated) for agency programs and
$14,000 is included for one weekly congregate meal, which is level funding – The agency
requested $21,300 for agency programs, and $14,000 to continue an additional congregate meal per week
for residents of Montgomery County. The primary purpose of the agency is to provide services, information,
and advocacy to older citizens and citizens with disabilities and their caregivers in order to assist them
to remain safely with as much independence as possible in their homes and communities. In FY 04, the
Board of Supervisors agreed to provide 100% of local funds to cover one meal weekly, which would ensure
Montgomery County residents would receive three congregate meals per week. The agency requested a
total of $35,300 which represents an increase of $4,648. The County is providing 30% of the funding with
22% of the clients served in the New River Valley.
Community Services Board - Local Funding
Locality FY 25 FY 26 % of Total FY 27 % of Total
Montgomery $277,927 $305,720 47.1% $336,292 49.4%
Pulaski $64,350 $141,570 21.8% $141,570 20.8%
Floyd $47,000 $46,750 7.2% $46,750 6.9%
Giles $79,916 $87,908 13.5% $87,908 12.9%
Radford $50,819 $67,759 10.4% $67,759 10.0%
Total $520,012 $649,707 100.00% $680,279 100.00%
New River Valley Agency on Aging - Locality Funding
Locality FY 25 FY 26 % of total FY 27 % of total
Montgomery $16,652 $16,652 30% $16,652 30%
Pulaski $20,000 $22,000 40% $22,000 40%
Floyd $7,900 $8,690 16% $8,690 16%
Giles $8,075 $8,075 15% $8,075 15%
Radford $6,100 $- 0% $- 0%
Total $58,727 $55,417 100% $55,417 100%
Community Services Board - Clients Served
Locality FY 25 FY 26 % of Total FY 27 % of Total
Montgomery 4,034 4,034 41.9% 4,034 42.4%
Pulaski 2,522 2,423 25.2% 2,324 24.4%
Floyd 679 673 7.0% 667 7.0%
Giles 1,167 1,146 11.9% 1,125 11.8%
Radford 1,327 1,347 14.0% 1,367 14.4%
Total 9,729 9,623 100.00% 9,517 100.00%
OTHER AGENCIES: 273
OTHER AGENCIES
• $17,416 is included for the New River Valley Senior Services, Inc. (not mandated), which is an
increase of $1,814 – The agency requested $20,000, which represents an increase of $4,398. The
agency received $15,602 in FY 26. The agency provides transportation services for non-emergencies for
sensory and physically disabled persons. With $17,416 in funding, the County will be providing 41% of the
funding with 41% of clients served.
• $15,000 is included for the Boys and Girls Clubs of SWVA (not mandated), which is level
funding –The agency received $15,000 in FY 26 and requested $15,000 for FY 27. The County
provided an additional $5,000 in FY 22 to cover the increased costs of the programs at the four sites at
Eastern Montgomery High School, Christiansburg Middle School, Shawsville Middle School, and Eastern
Montgomery Elementary School. The program focuses on academic success, healthy lifestyles, and
character development.
• $4,000 is included for Brain Injury Solutions (previously Brain Injury Services of Southwest
Virginia) (not mandated), which is level funding – The agency received $4,000 in FY 26 and
requested $4,000 for FY 27, which is level funding. Brain Injury Solutions provides case management
services for citizens who have suffered brain injuries.
New River Valley Senior Services
Clients Served FY 25 FY 26 FY 27 %
Montgomery 75 80 80 41%
Pulaski 62 70 70 36%
Giles 0 2 2 1%
Floyd 20 22 22 11%
City of Radford 18 20 20 10%
Total Locality 175 194 194 100%
New River Valley Senior Services
Locality Funding FY 25 %FY 26 %FY 27 %
Montgomery $11,046 86% $15,602 39% $17,416 41%
Pulaski $- 0% $20,000 49% $20,000 47%
Giles $1,818 14% $1,818 4% $1,818 4%
Floyd $- 0% $3,000 7% $3,000 7%
City of Radford $- 0% $- 0% $- 0%
$12,864 100% $40,420 100% $42,234 100%
New River Valley Agency on Aging - Clients Served
Locality FY 25 %FY 26 %FY 27 %
Montgomery 4,623 22% 4,695 22% 4,705 22%
Pulaski 7,285 35% 7,450 35% 7,490 35%
Floyd 3,150 15% 3,200 15% 3,250 15%
Giles 3,098 15% 3,200 15% 3,250 15%
Radford 2,431 12% 2,500 12% 2,550 12%
20,587 100% 21,045 100.00% 21,245 100%
*Actuals *Projected *Projected
OTHER AGENCIES: 274
OTHER AGENCIES
• $3,500 is included for NRV CARES (not mandated), which is level funding – The agency received
$3,500 in the FY 26 budget and requested $3,675 for FY 27, which represents an increase of $175. NRV
CARES is a nonprofit organization dedicated to protecting children and strengthening families through
education, advocacy and community partnerships. All programs are aimed at preventing or interrupting
the cycle of child abuse. Services are provided for residents in the counties of Montgomery, Pulaski, Floyd,
Giles, and the City of Radford. With level funding, the County is providing 71.0% of the funding with 49.7%
of the clients served in the New River Valley.
• $70,440 is included for the Fairview District Home (mandated), which is an increase of $278 –
The agency requested $70,440 for FY 27, which is an increase of $278. The Fairview District Home is a
64-bed assisted living facility which provides room and board, medication administration, personal care,
shopping, daily living skills, community socialization, and financial management for its residents. Locality
funding provided to the home is for general operations and capital maintenance of the facility. See the
following charts:
Brain Injury Clients Served
Locality FY 25 FY 26 FY 27 % of Total
Montgomery 15 15 16 39.0%
Pulaski 9 9 10 24.4%
Giles 4 5 6 14.6%
Floyd 5 6 6 14.6%
Radford 2 3 3 7.3%
Total 35 38 41 100.0%
NRV CARES - Locality Funding
Locality FY 25 FY 26 % of Total FY 27 % of Total
Montgomery $3,500 $3,500 71.0% $3,500 71.0%
Pulaski $1,050 $1,100 22.3% $1,100 22.3%
Giles $- $- 0.0% $- 0.0%
Floyd $330 $330 6.7% $330 6.7%
Radford $2,205 $- 0.0% $- 0.0%
Total $7,085 $4,930 100.0% $4,930 100.0%
NRV CARES - Clients Served
Locality FY 25 FY 26 FY 27 % of Total
Montgomery 1,402 1,870 1,500 49.7%
Pulaski 531 985 600 19.9%
Giles 455 505 500 16.6%
Floyd 114 164 120 4.0%
Radford 282 296 300 9.9%
Total 2,784 3,820 3,020 100.0%
Brain Injury Solutions - Locality Funding
Locality FY 25 FY 26 % of Total FY 27 % of Total
Montgomery $4,000 $4,000 63.5% $4,000 63.5%
Pulaski $1,800 $1,800 28.6% $1,800 28.6%
Giles $- $- 0.0% $- 0.0%
Floyd $500 $500 7.9% $500 7.9%
Radford $2,752 $- 0.0% $- 0.0%
Total $9,052 $6,300 100.0% $6,300 100.0%
OTHER AGENCIES: 275
OTHER AGENCIES
• $9,000 is included for the Children’s Trust (not mandated) to support the Children’s Advocacy
Center of the New River Valley, which is an increase of $1,500 – The agency received $7,500 in
the FY 26 budget and requested $9,000 for FY 27. The Child Advocacy Center of the New River Valley
is a program offered by the Children’s Trust that brings law enforcement professionals, child protective
services investigators, prosecutors, medical and mental health personnel, and child advocates together
to ensure that children are provided with the best possible services in order to discuss and heal from
alleged abuse. The Children’s Advocacy Center of the New River Valley provides space for trained forensic
interviewers to interview abused children in a non-threatening environment. These funds will be used to
support rent and utilities for space in Christiansburg for interviews of children throughout the New River
Valley. The Children’s Trust requested an increase in funding due to the growing need for its services. The
agency requested a decrease of $1,500 in FY 26 and has requested this funding be restored based on
client needs.
• $1,500 is included for The Community Group of Montgomery County (previously Dialogue on
Race) (not mandated), which is level funding – In FY 17, the Board of Supervisors provided $1,500
to the Dialogue on Race and asked that this becomes an annual budgeted amount in support of the yearly
forum to discuss issues articulated by the African American community and work toward solutions.
• $89,240 is included for the New River Home Trust (mandated), which is an increase of $3,028
– A total of $89,240 is included for the New River Home Trust. The New River Home Trust was formed
in 2022 between the Town of Blacksburg and Montgomery County to provide affordable housing for
low-income and moderate-income residents, and promote resident ownership of housing. The Town of
Blacksburg and Montgomery County entered into an agreement to equally share the cost associated with
operating the New River Home Trust each year as determined by a funding formula based on the number of
Fairview District Home - Capital Expense
Ownership Capital
Giles 22.80% $11,250
Montgomery 32.70% $16,135
Pulaski 35.60% $17,566
Radford 8.90% $4,392
Total 100.00% $49,343
Fairview District Home - Management Fee - Operating Expense by Jurisidiction
Based on 5-Year Rolling Average
FY21 FY22 FY23 FY24 FY25 Average Funding
Nonownership Jurisdictions:
Other 2.2 1.0 1.0 2.6 3.8 2.1
Floyd 5.0 5.7 5.8 6.2 6.1 5.8 $20,000
Ownership Members:
Giles 0.3 0.6 1.0 1.8 2.0 1.1 3.50% $9,858
Montgomery 6.5 6.0 5.5 6.9 6.5 6.3 19.29% $54,305
Pulaski 10.0 11.5 13.2 16.3 20.4 14.3 43.86% $123,483
Radford 11.4 10.8 10.6 10.7 10.8 10.9 33.35% $93,909
Total 35.4 35.6 37.1 44.5 49.6 40.44 100% $301,555
Fairview District Home - Total Expenses
MGT Fee Capital Total
Giles $9,858 $11,250 $21,108
Montgomery $54,305 $16,135 $70,440
Pulaski $123,483 $17,566 $141,049
Radford $93,909 $4,392 $98,301
Floyd $20,000 $- $20,000
Total $301,555 $49,343 $350,898
OTHER AGENCIES: 276
OTHER AGENCIES
houses in the trust and includes a 4% annual cost of living adjustment. Montgomery County’s share of the
operating costs for FY 27 under this formula is $89,240.
• $58,431 is included for the New River Valley Housing Trust Fund (NRV Regional Commission),
which is level funding – The New River Valley Housing Trust Fund (HTF) is a locally controlled bank
account for the creation and preservation of affordable housing across the region. Funds will be used to
help address affordable housing issues in the communities in the New River Valley. The requested amount
is based on a $1.75 per capita.
Public Safety Agencies
• $12,771 is included for State Forester (mandated), which is level funding – The agency received
$12,771 in the FY 26 budget and requested $12,771 for FY 27. Based on the invoice from the State
Forester for FY 26, the amount needed to cover the fee for FY 27 is $12,771.
• $15,715 is included for the Western Virginia EMS Council, Inc. (not mandated), which is level
funding – The agency received $15,715 in the FY 26 budget and requested level funding for FY 27.
The mission of the council is to facilitate regional cooperation, planning, and the implementation of an
integrated emergency medical services delivery system.
• $25,000 is included for the Montgomery County Public Service Authority (mandated), which is
an increase of $9,300 – These funds are to be used to cover the PSA’s cost of maintaining fire hydrants
in the County.
• $1,600 is included for the Medical Examiner (mandated), which is level funding –The agency
received $1,600 in the FY 26 budget; therefore, this amount represents level funding. According to §32.1-
283 of the Code of Virginia, the medical examiner is paid $20 per case. This recommendation provides the
fee for 80 cases. Through December 2025, $240 has been expended, representing 12 cases.
• $1,201,929 is included for the New River Valley Emergency Communications Regional Authority
(mandated), which is an increase of $57,235 – The Authority received $1,144,694 in FY 26 and
requested an increase of 5%, resulting in a total of $1,201,929 for FY 27. Centralized operations began
New River Home Trust - Funding Formula
Political Subdivision Base Operating Support Additional Support
Montgomery County ($140,000 x 1.04 n-1)
2 $1,500/unit
Town of Blacksburg ($140,000 x 1.04 n-1)
2 $1,500/unit
New River Home Trust - FY 27 Calculation
Montgomery County $140,000 x 1.125
2 + $10,500 = $89,240
OTHER AGENCIES: 277
OTHER AGENCIES
on July 1, 2016. The mission of the New River Valley Emergency Communications Regional Authority is to
provide quality and reliable 911 dispatch and emergency communication services to the community. This
increase will support the basic operations of the authority.
• $25,000 is included for the Drug Court (not mandated), which is level funding – In the FY 18
budget process, the Board of Supervisors agreed to support a new drug court in Montgomery County and
fund up to $25,000 for housing costs for certain drug court clients.
Educational/Cultural Agencies
• $58,936 is included for New River Community College (mandated), which is an increase of
$4,033 – The agency requested $58,936 in the FY 27 budget. The agency received $54,903 in the FY
26 budget. The County’s funding as well as funding from other local contributing localities is based on a
weighted average, local participation formula adopted when the college was established. The formula is a
function of three components including: population, true property value, and student enrollment with the
greatest weight attributed to student enrollment. The following table illustrates the fund allocation from
Montgomery County and surrounding areas. Funds are used for site development costs for capital projects
which are not funded by the state. Earmarking these monies for the local share of capital projects will
preclude the College from asking localities for additional funds to cover site development costs.
• $450,000 is Included for the Access to Community College Education (ACCE) Program (not
mandated) Through New River Community College, which is level funding – The ACCE program
is a public/private partnership to make college available to high school graduates. The locality designates
a dollar amount that is matched by donations from local industries and private sponsors. $450,000 is
included for FY 27 to support this program. Since the program’s inception, excess funds have remained at
year-end after fully funding all participating County graduates. All funds not used annually will be held in a
special reserve fund to address any unanticipated increases in future student enrollment.
• $5,000 is included for The Lyric Council, Inc. (not mandated), which is level funding – The agency
received $5,000 in the FY 26 budget and requested $6,500 for FY 27. The mission of the Lyric Council
is to enhance community participation in the arts and culture by maintaining and preserving the historic
Lyric Theatre building while sustaining state-of-the-art technology and infrastructure, providing a diversity
of arts programming to the community, establishing and promoting The Lyric Theatre as a regional arts
New River Community College
Locality Population %Prop. Values %Student
Enrollment %Funding %
Montgomery 98,998 54.382% $12,060,712,500 61.873% 2,263 54.635% $58,936 56.032%
Pulaski 33,579 18.446% $3,271,278,500 16.782% 818 19.749% $19,874 18.895%
Giles 16,533 9.082% $1,301,807,800 6.678% 382 9.223% $9,136 8.686%
Floyd 15,658 8.601% $1,946,220,000 9.984% 312 7.533% $8,664 8.237%
Radford 17,273 9.489% $912,648,600 4.682% 367 8.860% $8,573 8.150%
Total 182,041 100.00% $19,492,667,400 100% 4,142 100.00% $105,183 100.00%
Derived Funding % = [(Pop. %) + (PV %) + 3(SE %)] / 5
OTHER AGENCIES: 278
OTHER AGENCIES
destination, and partnering with other community organizations. This funding equals the amount provided
to the Historic Smithfield and the Montgomery Museum of Art and History.
• $5,000 is included for the Montgomery Museum of Art and History (not mandated), which
is level funding – The agency received $5,000 in the FY 26 budget and requested $7,000 for FY 27.
The mission of the museum is to connect and engage the community through arts and the preservation
and interpretation of history. This funding recommendation equals the amount provided to the Historic
Smithfield and the Lyric Council.
• $5,000 is included for the Historic Smithfield (not mandated), which is level funding – The agency
requested $7,000 for the FY 27 budget, which is an increase of $2,000. Funds support instructor fees and
supply costs of onsite classes. The Historic Smithfield exists to collect, preserve, and interpret historic
resources pertinent to the Preston Family and Southwest Virginia. This level funding recommendation
equals the amount provided to the Montgomery Museum of Art and History and the Lyric Council.
• $5,000 is included for the Rosa Peters Community Park (not mandated), which is level funding
– The agency received $5,000 in the FY 26 budget and requested $8,000 for FY 27. Playground facilities,
basketball courts, and a swimming pool allow children and adults the opportunity for community
recreation. The park also has a pavilion available for community use upon request. The funds will
help maintain two positions, a lifeguard and playground supervisor, as well as offset operational and
maintenance costs.
• $10,000 is included for the Christiansburg Institute (not mandated), which is level funding – The
agency received $10,000 in FY 26 and requested $10,000 for FY 27. Level funding is provided for FY 27.
The mission of the Institute is to preserve its remaining facilities and archives, which for 100 years was the
high school for African American students in the New River Valley.
• $5,000 is Included for Eastmont Community Foundation (previously Mountain Valley Charitable
Foundation) (not mandated), which is level funding – $5,000 is included for FY 27 to cover the cost
for Eastmont Community Foundation to mow the Shawsville Middle School athletic fields.
• $30,000 is included for the Mountain View Humane Spay and Neuter Clinic (not mandated),
which is level funding – The agency received $30,000 in FY 26 and requested $50,000 for FY 27. Level
funding is provided for FY 27. The agency offers a low-cost, high-quality option for spay/neuter of dogs and
cats. Based on the success of the pilot program to subsidize the cost of the surgery for cats (nearly 23% are
feral cats), funds are provided to continue this program, reducing the cost of surgeries for County residents
and addressing overpopulation of feral cats.
• $7,500 is Included for the Imagination Library of Montgomery County, VA (not mandated), which
is level-funding – The agency received $7,500 in FY 26 and requested $7,500 for FY 27, representing level
funding. The Imagination Library of Montgomery County, VA strives to inspire a love of books and reading
in young children. The administrative structure is funded by the Dolly Parton Foundation. Dolly Parton was
inspired by her father’s challenges with literacy and this program brings high quality, age-appropriate books
to children from birth to age five. Books are mailed monthly directly to the homes of the children.
• $300 is included for the League of Women Voters (not mandated), which is level funding – The
agency requested $300 in FY 27, which is level funding. The League of Women Voters publishes a voter
guide each year. Historically, the County has provided $300 annually.
OTHER AGENCIES: 279
OTHER AGENCIES
Environmental Agencies
• $44,945 is included for the New River Valley Regional Commission (mandated), which is an
increase of $901 – The agency requested $44,945 for FY 27 and received $44,044 in the FY 26 budget.
The NRVRC serves as a planning and coordinating body for the localities of Planning District Four. Its
mission is to identify and analyze regional issues and facilitate decision-making to resolve those issues, to
serve as an information resource through the regional database, and to develop local and regional plans
or strategies that will strengthen local governments’ ability to serve their citizens. The requested amount
is based on $1.34 per capita as approved by the commission. An increase was requested based on the
Weldon Cooper Center 2024 population estimates and the per capita assessment rate, which increased
$.02 from $1.32 to $1.34.
• $15,000 is included for the Skyline Soil and Water Conservation District (not mandated), which
is an increase of $2,000 – A total of $15,000 was requested by the Skyline Soil and Water Conservation
District for FY 27, which is an increase of $2,000. Many of the services provided by the district are to
landowners and other consumers regarding general soil quality and management information and referral.
The agency promotes conservation techniques and better water quality by offering an annual Grazing
School throughout the New River Valley, which includes classes on plant science and grazing techniques
for livestock.
• $3,000 is included for the New River-Highland Resource Conservation and Development Council
(not mandated), which is level funding – A total of $3,000 was requested by the New River-Highland
Resource Conservation and Development Council for FY 27. The Council received $3,000 in FY 26. The
Council provides regional education, training, and technical assistance on conservation and sustained use
of natural resources. The agency receives additional funding from 14 other cities and counties as well as
nine planning and conservation districts. Funding from each jurisdiction is based on a set rate across the
board and not based on population.
• $130,256 is included for the Virginia Cooperative Extension Services (mandated), which is an
increase of $7,082 – A total of $130,256 was requested by the Virginia Cooperative Extension Services
for FY 27 and represents an increase of $7,082. $123,174 was included in the FY 26 budget. Each
year, the County reconciles the Cooperative Extension budget to the required state match. Cooperative
Extension provides research-based information to residents in the areas of Agriculture, Horticulture,
Human and Family Resources and Youth Development. The County fully funds one full-time agricultural
agent housed in the County, one full-time 4-H agent, 40% of funding for a part-time Master Gardner with
Floyd, Pulaski, and Giles Counties each paying 20% of the cost, 50% funding for a Family and Consumer
Science Agent, and 100% of a part-time 4-H technician position.
Economic Development Agencies
• $2,000 is included for the Montgomery County Chamber of Commerce (not mandated), which is
an increase of $100 – A total of $2,000 is included for dues payable to the Montgomery County Chamber
of Commerce for FY 27. The Chamber received $1,900 in FY 26 and requested an increase of $100 for FY
27. The Chamber works to promote tourism and economic development to prospective newcomers.
OTHER AGENCIES: 280
OTHER AGENCIES
• $19,678 is included for the New River Valley Airport Commission (mandated), which is level
funding – A total of $19,678 was requested by the New River Valley Airport Commission for FY 27, which
is level funding. The agency received $19,678 in the FY 26 budget. The New River Airport Commission
owns and maintains the New River Valley Airport. Funding requested is determined using a formula which
is a function of jurisdictions’ populations, distance from the airport, and business activity generated at the
Airport by industries in respective jurisdictions.
• $2,500 is included for the NRV Rail 2020 Initiative (not mandated), which is level funding – A
total of $2,500 is included for the Rail 2020 initiative. Initiated in 2013 by The Blacksburg Partnership,
New River Valley Rail 2020 (NRV 2020) is a broad-based community initiative to bring Amtrak passenger
rail service to Virginia’s New River Valley. The NRV Rail requested $2,500 for FY 27, which is level funding
from the FY 26 approved budget.
• $8,500 is included for the New River Valley Passenger Rail Station Authority (mandated), which
is a decrease of ($78,750) – A total of $8,500 is included for the New River Valley Passenger Rail
Station Authority. The New River Valley Passenger Rail Station Authority was established in 2022 through
State legislation to develop and operate a passenger rail station in Montgomery County. Once completed,
the passenger rail station will serve Amtrak users in a northeast corridor of the United States that will
extend from Boston, MA to Christiansburg, VA. Service to the facility is scheduled for 2028. The New River
Valley Passenger Rail Station requested $8,500 for FY 27, a decrease of ($78,750). $8,500 is provided for
on-going administrative expenses. Additional funding of $78,750 is no longer being requested for the local
match requirement for federal grant funds supporting station facility construction improvements.
• $1,575 is included for Membership in the Virginia Institute on Local Government (not
mandated), which is an increase of $75 – A total of $1,575 was requested by the Virginia Institute on
Local Government for FY 27, which is an increase of $75 over FY 26. The Institute, located at the University
of Virginia, provides direct technical assistance and conducts specialized research projects, training, and
leadership programs. Staff responds to inquiries on a wide variety of local government topics and provides
in-depth research on inquiries with broad multi-jurisdictional applications. Information technology support
services are also available. This recommendation provides funds necessary for membership in the Institute.
Benefits of membership include priority access to Institute resources and discounts on publications and
training opportunities.
• $112,338 is included for Onward NRV (not mandated), which is an increase of $5,174 – A total of
$112,338 was requested by Onward NRV for FY 27, which is an increase of $5,174. Onward NRV’s mission
is to attract and retain world-class jobs, investment, and talent in Virginia’s New River Valley. Onward NRV
has a funding formula of $1.10 per capita for each member jurisdiction, which is an increase of $0.05
New River Valley Airport Commission New River Valley Airport Commission - Clients
Served
Locality FY 25 FY 26 % of Total FY 27 % of Total Locality FY 26 FY 27 % of Total
Montgomery $19,678 $19,678 9.52% $19,678 9.52%Montgomery 1,619 1,619 10.65%
Pulaski $172,752 $142,418 68.90% $142,418 68.90%Pulaski 10,691 10,691 70.32%
Giles $16,126 $16,126 7.80% $16,126 7.80%Giles 1,231 1,231 8.10%
Floyd $- $- 0.00% $- 0.00%Floyd - - 0.00%
Radford $28,490 $28,490 13.78% $28,490 13.78%Radford 1,662 1,662 10.93%
Total $237,046 $206,712 100.00% $206,712 100.00%Total 15,202 15,202 100.00%
OTHER AGENCIES: 281
OTHER AGENCIES
per capita over the FY 26 rate of $1.05. Blacksburg and Christiansburg Town residents and the students
at Virginia Tech are included in the population figure used to derive the budget request for Montgomery
County.
• $21,720 is included for the Metropolitan Planning Organization (MPO) (mandated), which is
level funding – A total of $21,720 was requested and is included for the MPO for FY 27, which includes
$8,520 for the MPO and $13,200 for the Smart Way Bus. The Blacksburg, Christiansburg, Montgomery
Area Metropolitan Planning Organization was established by the Board of Supervisors on January 13, 2003
to evaluate regional transportation needs and any requirements of the Clean Air Act. To receive funds from
the Federal Government, a local match is required. The local match for FY 27 is $8,520 that is dedicated to
MPO Planning and $13,200 that is dedicated to the Smart Way Bus.
• $201 is included for the Roanoke Valley Transportation Planning Organization (mandated),
which is level funding – A total of $201 is included for dues payable to the Roanoke Valley Transportation
Planning Organization (RVTPO). The agency requested $201 for FY 27, which is level funding. The
organization is responsible for planning and budgeting the use of Federal transportation dollars in the
Roanoke region. Dues are calculated on a $0.15 per capita basis. The RVTPO organization charges based
on the 2040 TPO Study Area Boundary and 2020 Census Data which has 1,338 residents.
• $60,000 is included for Participation in the Virginia Tech/Montgomery Regional Airport
Authority (mandated), which is level funding – A total of $60,000 was requested by the Virginia Tech/
Montgomery Regional Airport Authority for FY 27. The agency received $60,000 in the FY 26 budget. The
Onward NRV
Funding Source FY 27 Req.FY 27 Rec. % of Total % of Gov't Funding
Montgomery County $112,338 $112,338 19.06%51.00%
Christiansburg $5,513 $5,513 0.94%2.50%
Blacksburg $5,513 $5,513 0.94%2.50%
Total MC $123,364 $123,364 20.93%56.01%
Pulaski County $36,419 $36,419 6.18%16.53%
Dublin $1,654 $1,654 0.28%0.75%
Town of Pulaski $3,308 $3,308 0.56%1.50%
Total Pulaski $41,381 $41,381 7.02%18.79%
Giles County $18,266 $18,266 3.10%8.29%
Pearisburg $1,103 $1,103 0.19%0.50%
Total Giles $19,369 $19,369 3.29%8.79%
Floyd County $16,599 $16,599 2.82%7.54%
Town of Floyd $525 $525 0.09%0.24%
Total Floyd $17,124 $17,124 2.91%7.77%
City of Radford $19,022 $19,022 3.23%8.64%
Total Local Gov't $220,260 $220,260 37.38%100.00%
Private Sector $369,043 $369,043 62.62%
Grand Total $589,303 $589,303 100.00%
Assumes other jurisdictions fund requests
OTHER AGENCIES: 282
OTHER AGENCIES
Virginia General Assembly created the Authority in 2002. Member jurisdictions include Virginia Tech, the
towns of Blacksburg and Christiansburg, and Montgomery County. The Authority was created to develop a
regional authority that would serve surrounding corporate and general aviation markets. Each participating
member is to contribute a portion of the subsidy for the airport’s operating budget.
• $108,739 is included for Tourism (mandated), which is level funding – The County’s transient
occupancy rate is 3%, which generates around $244K in revenue on an annual basis. The County pays
approximately 1/3 of this or 1% of the 3% rate to the Tourism Department in accordance with the tourism
agreement. 1/3 of the County’s transient occupancy tax is $80,520. An additional $28,219 has also been
added to the tourism budget based on 2/1000 percent of the County’s annual sales tax collection.
• $60,851 is included for Membership dues in the Virginia’s First Regional Industrial Facility
Authority (mandated) and Participation in the New River Valley Commerce Park Project
(mandated), which is level funding – The County pays $5,000 in annual membership dues to the
Authority. In FY 16, the Virginia’s First Regional Industrial Facility Authority restructured the NRV
Commerce Park to place the management of the project under the direction of the Authority. The
Commerce Park is a regional economic development project consisting of 973 acres located in Dublin that
was established in October 1999. The County currently owns 20,309.06 shares or 11.47% of the project
with an annual cost of $55,851. Funding for the County’s shares is mandated by the project agreement.
• $13,200 is included for the New River/Mount Rogers Workforce Development Board (not
mandated), which is an increase of $3,309 – A total of $13,200 was requested by the New River/
Mount Rogers Workforce Development Board for FY 27, which is an increase of $3,309. The agency
received $9,891 in the FY 26 budget. The funding will be used for business service support and is
requested based on $5.27 per payrolled private business in the County. In prior years, funding was based
on $0.10 per capita. The New River/Mount Rogers Workforce Development Board’s mission is to facilitate
and coordinate initiatives that deliver a workforce with the skills needed by businesses and provide jobs to
workers that pay a sustainable wage.
MONTGOMERY COUNTY, VIRGINIA
Transfers
SUMMARY BY FUNCTION: 283
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES
Transfer to School Operating Fund $68,269,275 $65,630,332 $65,254,517 $65,254,517 $4,100,000 $69,354,517 $4,100,000
Transfer to Debt Service Fund $22,700,165 $22,801,235 $22,700,165 $22,700,165 $- $22,700,165 $-
Transfer to School Capital Fund $2,987,730 $2,987,730 $3,112,150 $3,173,200 $- $3,173,200 $61,050
Transfer to EDA Fund $380,000 $205,685 $380,000 $380,000 $- $380,000 $-
Transfer to County Capital Fund $18,778,990 $18,778,990 $5,047,150 $5,108,200 $- $5,108,200 $61,050
Transfer to Law Library $36,728 $36,728 $- $- $- $- $-
TOTAL TRANSFERS $113,152,888 $110,440,700 $96,493,982 $96,616,082 $4,100,000 $100,716,082 $4,222,100
Transfer to the School Operating Fund
County funding in the FY 27 budget for the School Operating Fund totals $69.4 million, which is an increase of
$4.1 million from the FY 26 approved budget.
Transfer to the Debt Service Fund
Funds are transferred to the Debt Service fund to cover the cost of County and School debt service.
Transfer to the School Capital Fund
2.5 cents of the real estate tax rate are earmarked for the School Capital Fund.
Transfer to the Economic Development Authority (EDA)
Funds are transferred to the EDA for economic development incentives.
Transfer to the County Capital Fund
1.5 cents of the real estate tax rate are included for Fire and Rescue capital needs and 1 cent of the real estate
tax rate is earmarked for future capital projects, which includes $100,000 for the Valley to Valley Trail project. In
addition, $1,300,000 is transferred to address County capital maintenance needs. Other monies include $425,000
for the Parks Revitalization project and $210,000 to address technology infrastructure issues.
MONTGOMERY COUNTY, VIRGINIA
Law Library
General
Assembly
Circuit Court
CITIZENS
Law Library
LAW LIBRARY : 285
LAW LIBRARY: 286
LAW LIBRARY
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY DEPARTMENT
Law Library $54,328 $33,514 $17,600 $17,600 $- $17,600 $-
TOTAL EXPENDITURES $54,328 $33,514 $17,600 $17,600 $- $17,600 $-
EXPENDITURES BY
CLASSIFICATION
Operations & Maintenance $54,328 $33,514 $17,600 $17,600 $- $17,600 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $54,328 $33,514 $17,600 $17,600 $- $17,600 $-
REVENUE BY CLASSIFICATION
Interest $1,000 $184 $1,000 $1,000 $- $1,000 $-
Fees $14,000 $17,274 $14,000 $14,000 $- $14,000 $-
Transfer To County Capital $36,728 $36,728 $- $- $- $- $-
(To)/From Fund Balance $2,600 $- $2,600 $2,600 $- $2,600 $-
TOTAL DESIGNATED REVENUE $54,328 $54,185 $17,600 $17,600 $- $17,600 $-
TOTAL UNDESIGNATED REVENUE $- $(20,671) $- $- $- $- $-
TOTAL REVENUES $54,328 $33,514 $17,600 $17,600 $- $17,600 $-
LAW LIBRARY: 287
LAW LIBRARY
About
The Law Library is self-supporting from fees assessed on civil and criminal trials.
Law Library
This division provides legal information resources for attorneys and the courts.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• No Notable Base Budget Adjustments
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Expenditure Summary for Education
EDUCATION: 289
Education consists of the following school funds: Operating Fund; Nutrition Fund; and Capital Construction.
Below is a summary chart of each fund and its total expenditure budget. On the following pages, detailed
expenditures and revenue amounts for each fund are provided.
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY FUND
School Operating Fund $154,598,257 $154,181,544 $153,629,395 $157,451,517 $4,100,000 $161,551,517 $7,922,122
School Nutrition Fund $5,689,132 $6,001,934 $6,024,363 $7,035,000 $- $7,035,000 $1,010,637
School Capital Construction $2,987,730 $- $3,112,150 $3,173,200 $- $3,173,200 $61,050
TOTAL EXPENDITURES $163,275,119 $160,183,479 $162,765,908 $167,659,717 $4,100,000 $171,759,717 $8,993,809
MONTGOMERY COUNTY, VIRGINIA
Montgomery County Public Schools
Board of
Supervisors
School Board
CITIZENS
Public Schools
Nutrition Fund Operating Fund
MONTGOMERY COUNTY PUBLIC SCHOOLS : 291
MONTGOMERY COUNTY PUBLIC SCHOOLS: 292
MONTGOMERY COUNTY PUBLIC SCHOOLS
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
School Operating Fund $154,598,257 $154,181,544 $153,629,395 $157,451,517 $4,100,000 $161,551,517 $7,922,122
School Nutrition Fund $5,689,132 $6,001,934 $6,024,363 $7,035,000 $- $7,035,000 $1,010,637
TOTAL EXPENDITURES $160,287,389 $160,183,479 $159,653,758 $164,486,517 $4,100,000 $168,586,517 $8,932,759
EXPENDITURES BY
CLASSIFICATION
Instruction $117,298,653 $117,232,104 $116,778,792 $123,778,000 $- $123,778,000 $6,999,208
Admin/Attend/Health $7,262,188 $7,223,939 $7,587,434 $8,941,300 $- $8,941,300 $1,353,866
Transportation $7,230,881 $7,126,303 $6,914,690 $7,170,500 $- $7,170,500 $255,810
Operations & Maintenance $22,059,901 $21,852,801 $21,297,687 $23,580,400 $- $23,580,400 $2,282,713
Non-Instruction $337,974 $337,738 $368,037 $449,140 $- $449,140 $81,103
School Other $- $- $274,095 $1,420,000 $- $1,420,000 $1,145,905
School Nutrition $5,689,132 $6,001,934 $6,024,363 $7,035,000 $- $7,035,000 $1,010,637
Transfer to Debt Service $408,660 $408,660 $408,660 $408,660 $- $408,660 $-
Transfer to Endowment $- $- $- $- $- $- $-
Unallocated Funds $- $- $- $(8,296,483) $4,100,000 $(4,196,483) $(4,196,483)
TOTAL EXPENDITURES $160,287,389 $160,183,479 $159,653,758 $164,486,517 $4,100,000 $168,586,517 $8,932,759
REVENUE BY CLASSIFICATION
Sales Taxes $14,544,457 $14,963,970 $15,373,173 $15,767,225 $- $15,767,225 $394,052
Basic Aid $35,871,868 $35,720,811 $36,389,264 $39,568,679 $- $39,568,679 $3,179,415
Other SOQ $12,999,680 $13,313,846 $13,599,327 $14,239,689 $- $14,239,689 $640,362
Incentive Programs $8,989,484 $11,384,998 $10,523,689 $9,457,703 $- $9,457,703 $(1,065,986)
Categorical $612,805 $654,762 $657,805 $857,376 $- $857,376 $199,571
Lottery Funded Programs $6,246,444 $4,975,649 $5,904,163 $6,176,328 $- $6,176,328 $272,165
Federal Funds $9,521,080 $9,848,862 $8,865,860 $9,314,500 $- $9,314,500 $448,640
Other Local Funds $3,112,991 $3,230,391 $2,944,750 $3,476,205 $- $3,476,205 $531,455
State Recordation $- $- $- $- $- $- $-
Other State Funds $107,295 $46,386 $141,210 $100,200 $- $100,200 $(41,010)
Deferred State Revenue $- $- $- $- $- $- $-
Fund Balance $12,010 $- $- $- $- . $- $-
Interest $- $- $- $- $- $-
School Operating Transfer $- $- $- $274,095 $- $274,095 $274,095
General Fund Transfer $68,269,275 $65,630,332 $65,254,517 $65,254,517 $4,100,000 $69,354,517 $4,100,000
TOTAL DESIGNATED REVENUE $160,287,389 $159,770,007 $159,653,758 $164,486,517 $4,100,000 $168,586,517 $8,932,759
TOTAL UNDESIGNATED
REVENUE $- $413,472 $- $- $- $- $-
TOTAL REVENUES $160,287,389 $160,183,479 $159,653,758 $164,486,517 $4,100,000 $168,586,517 $8,932,759
MONTGOMERY COUNTY PUBLIC SCHOOLS: 293
MONTGOMERY COUNTY PUBLIC SCHOOLS
About
Montgomery County Public Schools (MCPS) serves
around 9,427 students through 11 elementary
schools (grades K-5), four middle schools (grades
6-8), four high schools (grades 9-12), and central
administrative offices. MCPS also provides one
alternative education school. In addition to the regular
education and special education programs, other
programs include: Title I; elementary art, music, and
physical education; elementary, middle, and high
school guidance; comprehensive career and technical
education; gifted education; programs for at risk
students; and extensive extracurricular activities in
athletics, fine arts, and academic competitions. The
seven elected members of the School Board and the
Superintendent of Schools provide leadership and management for the school division.
School Operating Fund
The School Operating Budget provides the funds as required to comply with the State Standards of Quality
(SOQ) and to meet the Federal requirements under the No Child Left Behind (NCLB) legislation. The budget also
incorporates local programs as requested by the community.
School Nutrition Fund
The School Nutrition program operates as a separate fund and is self-sustaining for the cost of labor, food supplies,
expendable supplies, and equipment repair. Major capital expenditures, utilities, and liability insurance are
provided through the school division’s operating budget. Revenues are received from the sale of breakfast, lunch,
a la carte items, catering, and reimbursements from Federal nutrition programs.
Budget Discussion
• $161,551,517 is Provided for the School Operating Fund – $161,551,517 in total funding is
provided for the School Operating Fund. This represents an increase of $7,922,122 over the FY 26
approved budget. Of this amount, $3,619,579 is from new state designated resources, $99,981 is from
new federal designated resources, $102,562 is from local designated revenues, and $4,100,000 is from
new County dollars.
• $7,035,000 is Provided for the School Nutrition Fund – $7,035,000 in total funding is provided for
the School Nutrition Fund, which is an increase of $1,010,637 from the FY 26 Budget.
MONTGOMERY COUNTY, VIRGINIA
Montgomery County Public Schools Capital
Board of
Supervisors
School Board
CITIZENS
Public Schools
School Capital
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 295
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL: 296
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
School Capital Construction $2,987,730 $- $3,112,150 $3,173,200 $- $3,173,200 $61,050
TOTAL EXPENDITURES $2,987,730 $- $3,112,150 $3,173,200 $- $3,173,200 $61,050
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $- $- $- $- $- $- $-
Capital Outlay $2,987,730 $- $3,112,150 $3,173,200 $- $3,173,200 $61,050
TOTAL EXPENDITURES $2,987,730 $- $3,112,150 $3,173,200 $- $3,173,200 $61,050
REVENUE BY
CLASSIFICATION
General Fund Transfer $2,987,730 $2,987,730 $3,112,150 $3,173,200 $- $3,173,200 $61,050
Debt Service Transfer $- $- $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Interest $- $- $- $- $- $- $-
Fund Balance/Other Revenue $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $2,987,730 $2,987,730 $3,112,150 $3,173,200 $- $3,173,200 $61,050
TOTAL UNDESIGNATED
REVENUE $- $(2,987,730) $- $- $- $- $-
TOTAL REVENUES $2,987,730 $- $3,112,150 $3,173,200 $- $3,173,200 $61,050
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL: 297
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL
About
Montgomery County Public Schools Capital Fund dollars are earmarked to be used in the future for new school
capital projects.
Schools Capital Fund
The School Capital Fund is used to fund future school capital projects.
Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• $3,173,200 is Provided for the School Capital Fund – $3,173,200 or 2.5 cents of the real estate tax
rate has been earmarked for future school capital needs. These funds are held in a special Capital Fund
account separate from the School Operating Fund. These funds may be used only with future Board of
Supervisors approval.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
General Government Debt Services
Board of
Supervisors
County
Administrator
CITIZENS
General Government Debt Services
County Debt
Service
School Debt
Service
GENERAL GOVERNMENT DEBT SERVICES : 299
GENERAL GOVERNMENT DEBT SERVICES: 300
GENERAL GOVERNMENT DEBT SERVICES
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
County Debt Service $5,140,875 $5,137,000 $5,140,875 $5,096,902 $- $5,096,902 $(43,973)
School Debt Service $20,079,898 $19,565,716 $19,660,823 $19,661,947 $- $19,661,947 $1,124
Transfers to Other Funds $- $- $- $- $- $- $-
TOTAL EXPENDITURES $25,220,773 $24,702,715 $24,801,698 $24,758,849 $- $24,758,849 $(42,849)
EXPENDITURES BY
CLASSIFICATION
Principal $13,630,294 $13,630,294 $13,705,294 $14,210,294 $- $14,210,294 $505,000
Interest $8,549,228 $8,549,228 $7,982,229 $7,406,479 $- $7,406,479 $(575,750)
Administrative Costs $35,000 $14,990 $35,000 $35,000 $- $35,000 $-
Transfer to County Capital $- $- $- $- $- $- $-
Transfer to School Capital $- $- $- $- $- $- $-
Reserve Funds $3,006,251 $2,508,203 $3,079,175 $3,107,076 $- $3,107,076 $27,901
TOTAL EXPENDITURES $25,220,773 $24,702,715 $24,801,698 $24,758,849 $- $24,758,849 $(42,849)
REVENUE BY CLASSIFICATION
General Fund Transfer $22,700,165 $22,801,235 $22,700,165 $22,700,165 $- $22,700,165 $-
School Capital Fund Transfer $- $- $- $- $- $- $-
School Energy Bond Savings $408,660 $408,660 $408,660 $408,660 $- $408,660 $-
Courthouse Maintenance $79,982 $35,698 $79,982 $36,000 $- $36,000 $(43,982)
School Operating Transfer $- $- $- $- $- $- $-
County Capital Transfer $- $- $- $- $- $- $-
Lease Revenue $186,471 $186,480 $186,471 $186,480 $- $186,480 $9
Debt Service Fund Balance $- $- $- $- $- $- $-
QSCB Interest Subsidy $1,347,447 $1,270,643 $1,347,447 $1,270,600 $- $1,270,600 $(76,847)
Fund Balance $498,048 $- $78,973 $156,944 $- $156,944 $77,971
Interest/Freed Up Debt Service
Reserve $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $25,220,773 $24,702,715 $24,801,698 $24,758,849 $- $24,758,849 $(42,849)
TOTAL UNDESIGNATED
REVENUE $- $- $- $- $- $- $-
TOTAL REVENUES $25,220,773 $24,702,715 $24,801,698 $24,758,849 $- $24,758,849 $(42,849)
GENERAL GOVERNMENT DEBT SERVICES: 301
GENERAL GOVERNMENT DEBT SERVICES
About
The General Government Debt Service division includes principal, interest and administrative fees on long-term
outstanding debt. Debt service accounts are required for the issuance of the bonds to fund new County buildings
and schools, building improvements and renovations and other capital improvements.
County Debt Service
This includes principal, interest and administrative fees for all County long-term outstanding debt.
School Debt Service
School Debt Service includes principal, interest and administrative fees for all school long-term outstanding debt.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. Debt service has been funded from various sources: monies from the School Operating fund,
courthouse maintenance fees, revenue from the New River Valley Emergency Communications Regional Authority
lease, and the General Fund.
The debt service budget includes funds for principal, interest and debt administration costs, as well as, savings
retained from decreases in prior year debt service. Retaining these one-time monies in the base budget sets them
aside to accomplish two objectives:
• Fund future capital projects, and
• Provide capacity to offset future non-recurring peaks in debt service costs
Reallocation of Base Debt Service Resources – The base budget includes funds needed to cover the costs
for both County and School debt. Generally, debt issuances are structured to balance total debt service costs
from year to year; however, the individual components of debt service often change. In February 2022, the County
issued bonds totaling $10 million for County capital projects and $91 million for School capital projects. Sufficient
funds for the additional County debt service existed in the budget; however, additional funds were needed to fund
the increased School debt service for seven years. In order to provide the necessary funds for the increased School
Debt Service, the County transferred $3,048,900 from Undesignated General Fund Balance to the Debt Service
Fund in FY 23. These funds will be used to shave a portion of the increased school debt services costs. For FY 27,
$156,944 of funds from this transfer are added to the base budget. This is an increase of $77,971 from the one-
time funding used in the FY 26 budget. Due to a reduction in County designated revenues, the County’s total debt
service allocation including the reserve is now $5,096,902, a reduction of ($43,973).
The School’s portion of the reserve fund has been eliminated leaving only the County’s reserve of $3,107,076.
This reserve increased $27,901 due to the County’s total debt service requirement being reduced for FY 27. Other
adjustments include realigning the base allocation for the correct debt service distribution, including an increase
in principal payments of $505,000, and a decrease of ($575,750) in interest payments.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
GENERAL GOVERNMENT DEBT SERVICES: 302
GENERAL GOVERNMENT DEBT SERVICES
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda
MONTGOMERY COUNTY, VIRGINIA
Montgomery County Capital
Board of
Supervisors
County Capital
CITIZENS
MONTGOMERY COUNTY CAPITAL : 303
MONTGOMERY COUNTY CAPITAL: 304
MONTGOMERY COUNTY CAPITAL
Budget Summary
Change
FY 25 FY 25 FY 26 FY 27 FY 27 FY 27 Rec. 27/
Revised Actual Approved Base +Addenda Recommended App. 26
EXPENDITURES BY
DEPARTMENT
County Capital $18,778,990 $2,754,588 $5,047,150 $5,108,200 $- $5,108,200 $61,050
TOTAL EXPENDITURES $18,778,990 $2,754,588 $5,047,150 $5,108,200 $- $5,108,200 $61,050
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $- $- $- $- $- $- $-
Capital Outlay $18,778,990 $2,754,588 $5,047,150 $5,108,200 $- $5,108,200 $61,050
TOTAL EXPENDITURES $18,778,990 $2,754,588 $5,047,150 $5,108,200 $- $5,108,200 $61,050
REVENUE BY
CLASSIFICATION
Transfer from General Fund $18,778,990 $18,778,990 $5,047,150 $5,108,200 $- $5,108,200 $61,050
Transfer from Debt Service $- $- $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Fund Balance/Other
Revenue $- $- $- $- $- $- $-
Transfer to Debt Service $- $- $- $- $- $- $-
TOTAL DESIGNATED
REVENUE $18,778,990 $18,778,990 $5,047,150 $5,108,200 $- $5,108,200 $61,050
TOTAL UNDESIGNATED
REVENUE $- $(16,024,402) $- $- $- $- $-
TOTAL REVENUES $18,778,990 $2,754,588 $5,047,150 $5,108,200 $- $5,108,200 $61,050
MONTGOMERY COUNTY CAPITAL: 305
MONTGOMERY COUNTY CAPITAL
About
The County Capital division is used to fund the costs of future County capital project needs.
County Capital
Dollars earmarked in this division will be used in future years for County capital needs.
Base Budget Discussion
The base budget is the estimated minimum cost for providing continued services/operations for each division/
department. It is based on the prior year approved budget with adjustments. This budget shows how much it would
cost in the next fiscal year to operate the same programs provided in the current fiscal year.
• $1,903,920 is Included for Fire and Rescue Capital – The base budget includes $1,903,920 or 1.5
pennies of the real estate tax rate for Fire and Rescue capital needs.
• $1,300,000 is Included for County Capital Maintenance Projects – $1,300,000 is included in the
County Capital budget to provide an ongoing source of capital maintenance funding to cover the County’s
existing buildings and infrastructure. The County’s Capital Maintenance program, funded in the Capital
Fund Budget, is a proactive program of preventative maintenance designed to address major repairs and/
or replace large scale components that cannot be addressed within the County’s centralized maintenance
program contained within the County’s operating budget. The purpose of this program is to invest in
existing capital assets to maintain the County’s building and structures and to extend their useful life. On-
going projects include roofing replacements, Heating Ventilation and Air Conditioning (HVAC) upgrades,
carpeting, paving, and other major systems’ maintenance.
• $425,000 is Included for the Parks and Recreation Projects – $425,000 is included for Parks and
Recreation capital projects and includes $35,000 that was previously set aside in FY 16. This funding is
earmarked for the Parks Revitalization Capital Project.
• $210,000 is Included to Address Information Technology Infrastructure Improvements Within
County Facilities –$210,000 has been set aside to address future information technology infrastructure
needs.
• $1,269,280 is Included for County Capital Needs – $1,269,280 or 1 cent of the real estate tax rate
has been earmarked for future County capital needs. Of this amount, $100,000 is earmarked for the Valley
to Valley Trail project.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Recommended addenda items are often funding provided for new initiatives or expanded services but may also
include normal cost increases. Addenda reductions may reflect reduced revenue and/or expense needed to
equalize revenue shortfalls.
• No Addenda