FY 22 Approved BudgetAPPROVED BUDGET
for Fiscal Year 2022
Steve Fijalkowski
Chair
District C
Mary Biggs
Vice Chair
District F
Sara Bohn
District A
Sherri Blevins
District B
Darrell Sheppard
District E
April DeMotts
District G
Todd King
District D
F. Craig Meadows | County Administrator
Angela M. Hill | Assistant County Administrator/Chief Financial Officer
Marc M. Magruder | Director of Management and Budget
Paul F. Kaiser | Business/Financial Analyst
Susan S. Dickerson | Administrative Coordinator
BOARD OF SUPERVISORS
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
COVER IMAGES
Clockwise: Monarch butterfly in Montgomery Museum garden, groundbreaking of Creed Fields in Eastern
Montgomery, support for New River Valley frontline hospital workers during the pandemic, adoption
event at Animal Care and Adoption Center.
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
BUDGET MESSAGE
March 1, 2021
Dear Honorable Members of the Board of Supervisors:
What a difference a year makes…
In last year’s budget message, I shared with you that “I am confident that this proposed budget
continues to keep the County focused on the future.” Unfortunately, shortly after my budget message
was presented to you, the County began to experience the effects of the COVID pandemic, which
resulted in a series of actions/reactions that none of us could have anticipated in early March 2020.
Over the past year, while our County staff have worked diligently to focus on the future, many days we
have been grateful to simply get through the day.
As we turn our attention to a new fiscal year, I have shared with our Leadership Team that we need
to “see the horizon,” and refrain from spending our days looking “at the sidewalk.” We must strive
to see the future that is ahead of us. While some daily challenges are most likely here to stay, I am
hopeful in the months ahead we will again be able to see the future, so we can return to focusing on the
future as soon as possible.
In the spirit of seeing the future, it gives me pleasure to present the proposed 2021-2022 Fiscal Year
Budget for your review and consideration. The proposed budget for all funds is $211 million, and
represents an increase of $1.7 million (0.8%) over the current fiscal year. The proposed budget allows
the County to continue to invest in our human and capital resources, in our public schools’ operations
and capital needs, and in our public safety operations.
The 2022 Fiscal Year Budget as proposed provides essential funding for continuation of our services
to our citizens and businesses, maintains the programs and activities of our various departments, and
allows for investment in our capital and human resources needed to perform our jobs safely and
efficiently. The budget also provides us with the opportunity to evaluate ways to provide our programs
and activities in a more efficient and effective manner in the future.
With the proposed Fiscal Year 2022 Budget, $89.6 million is provided from federal, state, and other
designated funds. The remaining funds of $121.4 million represent County dollars not designated for
a specific purpose, including projected growth of $1.2 million. When the fiscal year 2021 budget was
approved in April 2020, much uncertainty surrounded national, state, and local economies due to the
COVID pandemic. As a result, when the Fiscal Year 2021 Budget was adopted, $6.9 million of School
Operating funding was deferred, and held as Special Contingencies in the General Fund. This deferral
ii
has now been released and appropriated to the School Operating Fund. Proposed 2022 funding for
the County’s General Fund, net of transfers to other funds, totals $53.5 million. This is a decrease of
$6.1 million (10.2%) from the current fiscal year. Proposed funding for the School Operating Fund,
net of transfers to other funds and adjustments for deferred dollars, totals $122 million, which is an
increase from the current year of $8.2 million (7.2%). After adjusting for the release of the deferral,
the proposed funding is an increase of $0.8 million (1.6%) for the General Fund and $1.3 million
(1.1%) for the School Operating Fund. The proposed County budget also includes the Debt Service
Fund ($24.7 million), the School Nutrition Fund ($4.6 million), the transfer to the School Capital Fund
($2.2 million), the transfer to the County Capital Fund ($3.6 million), the transfer to the Economic
Development Authority ($380,000), and the Law Library Fund ($17,600).
For the ninth consecutive year, I recommend no increase in the real estate tax rate of 89 cents per 100
dollars of valuation. While some undesignated revenue categories, primarily sales tax and interest
income, are estimated to decrease by $1.1 million, real estate tax collections are estimated to increase
by $1.7 million. Despite the effects of the pandemic, our local economy has remained resilient. This
resilience, coupled with conservative fiscal management by the Board, has allowed the County to
weather current fiscal challenges. We are fortunate to be able to maintain the same real estate tax rate
for nearly a decade.
The General Assembly enacted legislation in 2020 that gave counties the authority to levy a tax on the
sale of cigarettes, at a rate of up to 40 cents per pack. The legislation allows counties to begin levying
the tax on July 1, 2021. The proposed budget includes the levy of a cigarette tax, in the amount of 30
cents per pack, to be implemented as soon after July 1, 2021, as practical. As this is a new revenue
source for the County, we estimate that the proceeds from this tax for Fiscal Year 2022 to be $100,000.
The following charts show the projected revenue sources and expenditures for the proposed FY
2022 County budget:
iii
For Fiscal Year 2022, I recommend that the Board continue setting aside funds for the following
capital and maintenance projects –
• School Capital Fund - $2.2 million (2.5 cents of the real estate tax rate) for future school capital
projects;
• Fire & Rescue Capital Fund - $1.3 million (1.5 cents of the real estate tax rate) for fire and
rescue equipment; and
• County Capital Fund - $2.3 million (which includes 1.0 cent of the real estate tax rate, as well
as $1.4 million from other revenues) for capital and maintenance projects.
As we focus on the future, it is critical that the County continue to designate annual recurring dollars for
critical long-term projects. With an on-going designation of $2.2 million, dollars will accrue annually
for the next priority school capital project. The $1.3 million for the Fire & Rescue Capital Fund will
ensure that our volunteers are well-equipped to provide high quality service to our citizens.
Other monies earmarked for the County Capital Fund provide dollars annually for the following:
• $425,000 for the Auburn Park project, which puts aside funds each year toward the
development and future construction of the park;
• $210,000 for Information Technology infrastructure projects, which allows for technology
needs to be addressed;
• $878,000 (or 1.0 cent of the real estate rate) enables $100,000 to be set aside for future Valley
to Valley Trail projects and provides $778,000 each year for other future County capital
projects; and
• $750,000 for County capital maintenance projects, which allows for proactive preventative
maintenance and for handling large scale building repairs or replacements.
iv
Funding for the major categories of the County’s budget for the last five fiscal years is shown in the
chart below:
Of the $4.9 million in additional County funding requested by the schools for fiscal year 2022, I
propose new funding of $500,000 for the School Operating Fund, which represents 40% of the overall
new revenue of the County’s General Fund. Although my recommendation does not fully fund the
school’s request for operating funds, it is important to note that the County has increased local funding
for the schools by over $8.4 million in the past five years for operations alone. We must continue to
remind our state legislators that increased state funding for our schools, both for operations and for
infrastructure, is critical to maintaining the high level of K-12 education that our County residents
have come to expect.
The chart below shows the amount of funding provided for education, including debt service and
school capital projects, for the past five fiscal years:
The following chart shows the amount of County funding provided for school operations over the
past 10 fiscal years, along with the proposed funding for Fiscal Year 2022:
Total Budget Education* Education
Debt Service
County Debt
Service Public Safety
Other
Constit’l
Officers
Other
Operations
School
Capital
County
Capital
FY
2018 $186,868,018 $111,250,234 $18,078,252 $5,281,261 $17,382,607 $3,735,450 $27,938,214 $1,524,000 $1,678,000
FY
2019 $189,356,564 $113,147,727 $18,078,252 $5,281,261 $17,729,909 $3,837,555 $27,394,360 $1,550,000 $2,337,500
FY
2020 $201,506,061 $120,628,719 $18,218,638 $5,140,875 $18,466,732 $3,939,479 $29,463,572 $2,111,523 $3,536,523
FY
2021 $209,326,807 $125,898,757 $19,666,152 $5,056,573 $18,697,118 $4,020,616 $30,310,245 $2,146,173 $3,531,173
FY
2022 $210,986,555 $126,618,215 $20,466,643 $4,256,082 $19,159,989 $4,138,901 $30,570,435 $2,195,645 $3,580,645
* FY 2021 is adjusted for funds released from deferral subsequent to original budget approval.
Total Budget % Inc Education* Education
Debt Service School Capital Education Total % Inc
FY
2018 $186,868,018 3% $111,250,234 $18,078,252 $1,524,000 $130,852,486 2%
FY
2019 $189,356,564 1% $113,147,727 $18,078,252 $1,550,000 $132,775,979 1%
FY
2020 $201,506,061 6% $120,628,719 $18,218,638 $2,111,523 $140,958,880 6%
FY
2021 $209,326,807 4% $125,898,757 $19,666,152 $2,146,173 $147,711,082 5%
FY
2022 $210,986,555 1% $126,618,215 $20,466,643 $2,195,645 $149,280,503 1%
* FY 2021 is adjusted for funds released from deferral subsequent to original budget approval.
v
With all the challenges of this past fiscal year, one thing has been crystal clear to me – Montgomery
County is blessed to have many caring, dedicated, and knowledgeable employees who strive to provide
outstanding service to our citizens and businesses each and every day. Even when faced with the
challenges of a pandemic, our team of employees has been supportive, diligent, and flexible as we have
navigated through this past year. With the small growth in new revenues, I am limited in what I am
able to recommend in terms of an increase in employee compensation; however, I propose an increase
of 2% in compensation for all full-time and part-time classified employees, effective July 1, 2021. For
employees who have reached the top of their pay grade, I recommend a 2% one-time supplemental
payment in lieu of a salary increase. Funding in the amount of $526,000 is included in the proposed
budget to address this request, along with an additional $90,508 in funds to bring all positions in line
with the proposed increase in the federal minimum wage. The County identified over $446,000 in
base savings to support approximately 85% of the cost of the 2% proposed compensation increase.
The proposed budget contains approximately $61,000 in funding to address additional administrative
support for the organization. With the retirement of Carol Edmonds last December, Angie Hill has
assumed the role of Assistant County Administrator/Chief Financial Officer, and is doing an
outstanding job in her new role. Angie has also assumed a regional leadership role with the fiscal
management of the Coronavirus Relief Funds for both the County and the New River Valley Public
Health Task Force. The current fiscal year budget contains a position for a Management & Policy
Analyst, which has remained unfilled; however, it has become obvious in recent years that we need
additional managerial support in County Administration to address the myriad of policies, state and
federal initiatives/mandates, grant opportunities, and operational issues that arise each day. My
proposed budget recommends converting the Management & Policy Analyst position to an additional
Assistant County Administrator, who will assist Angie and me with oversight and management of the:
• County’s 12 operating departments,
vi
• support for five Constitutional offices,
• work with three outside agencies with separate governing boards,
• four court functions,
• 10 separate fire and rescue agencies,
• and 46 other outside agencies.
As we focus on the future, additional administrative support will allow us to become more efficient in
managing this multitude of priorities, and provide a higher level of service to our citizens. As we enter
into the new fiscal year, I will continue to evaluate the County’s managerial structure, and will be
recommending additional actions in the months ahead to strengthen the County organization for the
future.
My budget proposal includes the fourth year of support in the amount of $500,000 for New River
Community College (“NRCC”) to provide the Accessing Community College Education program.
These funds allow Montgomery County high school graduates to continue tuition-free education at
NRCC, with their commitment to provide service hours to the community in return. The County has
supported students through this program with a total of $1.75 million to date.
I am thankful for the participation in the budget review process by the County’s department directors,
agency heads, and Constitutional officers. I am very fortunate to work with a team who understands
the fiscal challenges that face local governments and who supports our fiscally conservative approach
to budgeting. As occurs each year, requests for County funds far exceeded the resources available.
Requests this year were no different and totaled $1.7 million in new funding (excluding compensation
and fringe benefits). The County’s department directors and Constitutional officers were part of the
review process for these budget requests, and developed a ranking of the requests. Although not
ranked by the leadership team, during the development of the annual budget the County received
requests for increased funds from agencies outside of the local government totaling $465,254. The
proposed budget provides a total of $2.8 million to various outside agencies and organizations, some
of which are mandated as the County is contractually or statutorily required to provide the funds.
I am extremely grateful for the staff members who work many hours to review, revise, and assemble
the budget documents prior to this presentation each year. Without the leadership of Angie Hill, Marc
Magruder, Paul Kaiser, and Susan Dickerson, this presentation would not be possible. Very special
thanks also go to Jennifer Harris and Derley Aguilar, who work their creative magic on the budget
document, presentations, and information that is provided to our citizens, to ensure that the County
reflects our best efforts in communications.
County staff looks forward to reviewing the proposed budget information with you in more detail
over the next few weeks. A joint meeting with the Montgomery County Public Schools Board is
scheduled for Tuesday, March 16th, to allow the Superintendent to present the School Board’s
proposed FY 2022 budget to the Board of Supervisors, and to allow for discussion among the two
governing bodies. A budget work session will be held during the Board’s regular meeting on Monday,
March 22nd, for the Board to establish the advertised tax rate and advertised budget, in order to meet
the required deadlines. The required public hearing on the proposed budget and tax rate are scheduled
for a special Board of Supervisors meeting on Thursday, April 8th, at 6 p.m. If all goes as planned, we
vii
ask that the Board approve the proposed FY 2022 budget at a special Board of Supervisors meeting
on Monday, April 19th.
Montgomery County is a diverse and growing community, and its citizens demand a responsive,
industrious, and steadfast county government. I believe this proposed budget provides for the capital,
operations, and human resources needed to meet these demands, and will keep our County focused on
the future. I appreciate your continued support and your leadership – I know that the upcoming fiscal
year will be another year of outstanding achievements for the County. I welcome your comments and
suggestions as you review the attached information in the days ahead.
Best regards,
F. Craig Meadows
County Administrator
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
TABLE OF CONTENTS
Table of Contents
OVERVIEW OF MONTGOMERY COUNTY ......................................................................................5
BUDGET SUMMARY ....................................................................................................................13
All Funds Summary .........................................................................................................................23
Expenditures by Division .................................................................................................................27
Summary of Full-Time Employees/Equivalents .................................................................................31
Graphs ............................................................................................................................................35
Organization Chart ..........................................................................................................................53
UNDERSTANDING THE BUDGET .................................................................................................57
REVENUE SUMMARY ..................................................................................................................69
Revenue Estimates ..........................................................................................................................81
Financial Policies ............................................................................................................................95
EXPENDITURE PLANS .................................................................................................................99
Revenue Sharing .............................................................................................................................101
Board of Supervisors .......................................................................................................................105
County Administration .....................................................................................................................109
County Attorney ..............................................................................................................................115
Financial Services ...........................................................................................................................119
Insurance ........................................................................................................................................123
Information Technology ...................................................................................................................127
Commissioner of the Revenue - Compensation Board ......................................................................131
Commissioner of the Revenue - Assessments ..................................................................................135
Treasurer - Compensation Board .....................................................................................................139
Treasurer - Collections .....................................................................................................................143
Electoral Board/Director of Elections ...............................................................................................147
Commonwealth Attorney .................................................................................................................151
Circuit Court ...................................................................................................................................155
General District Court ......................................................................................................................159
Juvenile and Domestic Relations Court ............................................................................................163
Magistrate .......................................................................................................................................167
Clerk of the Circuit Court .................................................................................................................171
Sheriff - Compensation Board ..........................................................................................................175
Sheriff - County ...............................................................................................................................179
Fire Departments and Rescue Squads .............................................................................................185
Animal Care and Adoption Center ....................................................................................................191
General Services .............................................................................................................................195
Children’s Services Act ....................................................................................................................201
Human Services ..............................................................................................................................205
New River Health District ................................................................................................................209
Social Services ................................................................................................................................213
Parks and Recreation ......................................................................................................................217
Regional Library System ..................................................................................................................223
Planning and GIS Services ...............................................................................................................229
Economic Development ...................................................................................................................233
Other Agencies ...............................................................................................................................237
Contingencies - General ..................................................................................................................253
Contingencies - Special ...................................................................................................................257
Law Library .....................................................................................................................................261
Montgomery County Public Schools.................................................................................................265
Montgomery County Public Schools Capital .....................................................................................269
General Government Debt Services .................................................................................................273
Montgomery County Capital ............................................................................................................277
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
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 more than 100,000 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: 2010 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: 2010 Census.
White
85%
Asian
5%
Black or African American
4%
Hispanic
3%
Multiple Races
2%
Other
1%
American Indian or
Alaskan Native <1%
Native Hawaiian/Pacific Islander <1%
PPoo ppuull aatt iioo nn bbyy
RR aaccee//EE tt hhnniiccii tt yy
0 5000 10000 15000 20000 25000
85 years and over
80-84 years
75-79 years
70-74 years
65-69 years
60-64 years
55-59 years
50-54 years
45-49 years
40-44 years
35-39 years
30-34 years
25-29 years
20-24 years
15-19 years
10-14 years
5-9 years
Under 5 years
PPooppuull aatt ii oonn 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 to include 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 4.0 percent compared to the national rate of 7.7 percent
as of September 2020.
0
20000
40000
60000
80000
100000
120000
140000
2000 2010 2020 2030 2040
PPrroojjeecctteedd PPooppuullaattiioonn CChhaannggee:: MMoonnttggoommeerryy CCoouunnttyy
0
2000000
4000000
6000000
8000000
10000000
12000000
2000 2010 2020 2030 2040
PPrroojjeecctteedd PPooppuullaattiioonn 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
Oct. 2019 2.6%2.5%3.3%
Nov. 2019 2.5%2.5%3.3%
Dec. 2019 2.5%2.4%3.4%
Jan. 2020 3.0%3.0%4.0%
Feb. 2020 2.6%2.8%3.8%
Mar. 2020 3.4%3.3%4.5%
Apr. 2020 9.2%10.8%14.4%
May 2020 7.5%8.9%13.0%
Jun. 2020 6.6%8.2%11.2%
Jul. 2020 6.1%8.0%10.5%
Aug. 2020 4.5%6.3%8.5%
Sep. 2020 4.0%6.1%7.7%
Employment by Industry
Source: Virginia Employment Commission, Economic Information & Analytics, Quarterly Census of Employment
and Wages (QCEW), 2nd Quarter (April, May, June) 2020
Industry Number of Employees
Agriculture, Forestry, Fishing and Hunting 92
Mining, Quarrying, and Oil and Gas Extraction 54
Construction 1028
Manufacturing 4640
Wholesale Trade 373
Retail Trade 4131
Transportation and Warehousing 342
Information 279
Finance and Insurance 523
Real Estate and Rental and Leasing 523
Professional, Scientific, and Technical Services 2360
Management of Companies and Enterprises 209
Administrative and Support and Waste Management 1332
Educational Services 356
Health Care and Social Assistance 4088
Arts, Entertainment, and Recreation 232
Accommodation and Food Services 2601
OVERVIEW OF MONTGOMERY COUNTY : 12
OVERVIEW OF MONTGOMERY COUNTY
Industry Number of Employees
Other Services (except Public Administration) 743
Government Total 13259
Federal Government 218
State Government 9185
Local Government 3856
Unclassified 120
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
BUDGET SUMMARY
BUDGET SUMMARY : 15
BUDGET SUMMARY
Introduction
The FY 22 County approved budget for all funds (net of transfers) totals $211.3 million. The General Fund budget
totals $136.5 million, including transfers to other funds, such as the School Operating Fund. The School Operating
Fund totals $122.4 million, including the transfer from the County of $53.9 million. The general government
portion of the General Fund (net of transfers to other funds) totals $53.8 million and the School Operating Fund
(net of transfers) totals $122 million. The total County budget also includes the Debt Service Fund ($24.7 million),
the Law Library Fund ($17,600), the School Nutrition Fund ($4.6 million), funding for County Capital ($3.6 million),
School Capital ($2.2 million), and the Economic Development Authority Incentive Program ($0.4 million).
The approved FY 22 real estate tax rate remains at 89 cents per $100 of assessed value as was approved in the FY
21 budget.
General Govt
25%
County Capital
2%
Debt Service County
2%
Debt Service Schools
10%
School Operating
58%School Nutrition
2%
School Capital
1%
FF YY 2222
AA pppprroovv eedd BBuuddggeett
$$221111..33 MM ii ll llii oonn
BUDGET SUMMARY : 16
BUDGET SUMMARY
GENERAL FUND
General Fund Summary FY 21 Budget FY 22 Budget Difference % Change
Real Estate Tax Rate 0.89 0.89 - -
Revenue 140,140,763 136,508,550 (3,632,213)-2.59%
Total General Fund Revenue 140,140,763 136,508,550 (3,632,213)-2.59%
General Government Administration 6,592,882 6,687,684 94,802 1.44%
Tax Assessment and Collection 2,055,716 2,111,097 55,381 2.69%
Judicial Administration 2,226,908 2,413,909 187,001 8.40%
Public Safety 18,697,118 19,435,601 738,483 3.95%
Public Works 6,129,460 6,492,564 363,104 5.92%
Health and Welfare 9,590,691 9,881,797 291,106 3.04%
Parks, Recreation and Cultural 4,110,422 4,328,159 217,737 5.30%
Community Development 1,790,071 1,879,563 89,492 5.00%
Contingencies 8,362,711 544,448 (7,818,263)-93.49%
Subtotal General Government Portion of
General Fund 59,555,979 53,774,822 (5,781,157)-9.71%
Transfer - School Operating 51,827,273 53,877,273 2,050,000 3.96%
Transfer - Debt Service 22,700,165 22,700,165 - 0.00%
Transfer - School Capital 2,146,173 2,195,645 49,472 2.31%
Transfer - EDA 380,000 380,000 - 0.00%
Transfer - County Capital 3,531,173 3,580,645 49,472 1.40%
Total General Fund Expenditures 140,140,763 136,508,550 (3,632,213)-2.59%
Due to the COVID-19 virus and the uncertainty of the national, state, and local economies in the near term,
the Board of Supervisors adopted the County’s FY 21 Budget by deferring $1,550,000 in County funding and
$5,375,600 in state designated funding for the schools. This $6,925,600 in funding was held in the County
General Fund. As revenues stabilized, these funds were moved during FY 21 and are now part of the base budget
for FY 22 for Montgomery County Public Schools. As a result, it appears that the school budget increased
dramatically and the County General Fund decreased dramatically. However, in reality, resources of $6,925,600
were conservatively shifted between the funds until the COVID-19 fiscal impact on the County was determined.
Total Budget 2022 Total Approved Budget 2021
(Without Shift of School $)Difference %
Change
Total Transfers Net Total Transfers Net Total Transfers Net
General 136,508,550 82,733,728 53,774,822 134,765,163 82,134,784 52,630,379 1,743,387 598,944 1,144,443 2.2%
Law Library 17,600 0 17,600 17,600 0 17,600 0 0 0 0.0%
School Oper.122,393,401 408,660 121,984,741 121,079,413 408,660 120,670,753 1,313,988 0 1,313,988 1.1%
Nutrition 4,633,474 0 4,633,474 5,228,004 0 5,228,004 -594,530 0 -594,530 -11.4%
School Capital 2,195,645 0 2,195,645 2,146,173 0 2,146,173 49,472 0 49,472 2.3%
County Capital 3,580,645 0 3,580,645 3,531,173 0 3,531,173 49,472 0 49,472 1.4%
EDA 380,000 0 380,000 380,000 0 380,000 0 0 0 0.0%
Debt Service 24,722,725 0 24,722,725 24,722,725 0 24,722,725 0 0 0 0.0%
294,432,040 83,142,388 211,289,652 291,870,251 82,543,444 209,326,807 2,561,789 598,944 1,962,845 0.9%
BUDGET SUMMARY : 17
BUDGET SUMMARY
Total Budget 2022 Total Approved Budget 2021 Difference %
Change
Total Transfers Net Total Transfers Net Total Transfers Net
General 136,508,550 82,733,728 53,774,822 140,140,763 80,584,784 59,555,979 -3,632,213 2,148,944 -5,781,157 -9.7%
Law Library 17,600 0 17,600 17,600 0 17,600 0 0 0 0.0%
School Oper.122,393,401 408,660 121,984,741 114,153,813 408,660 113,745,153 8,239,588 0 8,239,588 7.2%
Nutrition 4,633,474 0 4,633,474 5,228,004 0 5,228,004 -594,530 0 -594,530 -11.4%
School Capital 2,195,645 0 2,195,645 2,146,173 0 2,146,173 49,472 0 49,472 2.3%
County Capital 3,580,645 0 3,580,645 3,531,173 0 3,531,173 49,472 0 49,472 1.4%
EDA 380,000 0 380,000 380,000 0 380,000 0 0 0 0.0%
Debt Service 24,722,725 0 24,722,725 24,722,725 0 24,722,725 0 0 0 0.0%
294,432,040 83,142,388 211,289,652 290,320,251 80,993,444 209,326,807 4,111,789 2,148,944 1,962,845 0.9%
Summaries of Major Expenditure Areas
General Administration
General Administration FY 21 Budget FY 22 Budget Difference % Change
Revenue Refunds $195,000 $195,000 $0 0.00%
Board of Supervisors $270,632 $282,503 $11,871 4.39%
County Administration $806,784 $871,586 $64,802 8.03%
Human Resources $727,476 $468,911 ($258,565)-35.54%
Management and Budget $0 $248,356 $248,356 -
Public Information $275,723 $343,538 $67,815 24.60%
County Attorney $382,368 $392,712 $10,344 2.71%
Financial Services $1,225,460 $1,026,940 ($198,520)-16.20%
Insurance $208,195 $210,695 $2,500 1.20%
Information Technology $2,015,760 $2,166,844 $151,084 7.50%
Director of Elections $485,484 $480,599 ($4,885)-1.01%
Total $6,592,882 $6,687,684 $94,802 1.44%
In the area of General Administration, the following budget changes were made for FY 22:
Board of Supervisors – funds were added to support base compensation increases for the Board of
Supervisors.
County Administration – funds were added to convert a Management and Policy Analyst position into an
Assistant County Administrator position.
Human Resources – funds for the wellness clinic were removed from the Human Resources department
as these costs will be supported by the County’s self-insured health insurance fund.
Public Information – funds were transferred from Special Contingencies in the base budget for an
BUDGET SUMMARY : 18
BUDGET SUMMARY
Administrative Assistant Position that was added in FY 21, but deferred in the approved budget. This
position has been shifted to the base budget for FY 22.
Financial Services – funds were added for audit fee increases. This department shows a net decrease
in overall funds due to the creation of a Management and Budget department. Two FTE and $6,000
in operations and maintenance funds were shifted for FY 22 for the new Management and Budget
Department.
Insurance –funds are added to cover insurance premium increases.
Information Technology –funds are added to cover the software license increases for various
applications throughout the County.
Director of Elections – funds are added to cover state security upgrades to voting equipment and
reduces one-time costs associated with the 2020 Presidential election.
Other changes include a 3% across the board compensation increase effective July 1, 2021, for County
Administration, Human Resources, Management and Budget, Public Information, County Attorney, Financial
Services, Information Technology, and the Director of Elections.
Tax Assessment and Collection
Tax Assessment and Collection FY 21 Budget FY 22 Budget Difference % Change
Commissioner of Revenue $1,041,533 $1,105,510 $63,977 6.14%
Treasurer $1,014,183 $1,005,587 ($8,596)-0.85%
Total $2,055,716 $2,111,097 $55,381 2.69%
In the area of Tax Collection and Assessment, the changes are related to turnover and vacancy savings and
also includes a 3% across the board compensation increase effective July 1, 2021, for the Commissioner of the
Revenue and the Treasurer.
Judicial Administration
Judicial Administration FY 21 Budget FY 22 Budget Difference % Change
Circuit Court $214,773 $224,704 $9,931 4.62%
General District Court $21,711 $21,711 $0 0.00%
Juvenile & Domestic Relations Court $20,524 $20,524 $0 0.00%
Magistrate $5,000 $5,000 $0 0.00%
Clerk of the Circuit Court $715,542 $777,980 $62,438 8.73%
Commonwealth Attorney $1,249,358 $1,363,990 $114,632 9.18%
Total $2,226,908 $2,413,909 $187,001 8.40%
The most significant change in Judicial Administration is the addition of a Deputy Court Clerk in the Clerk
of the Circuit Court’s budget that is funded temporarily due to an increase in jury trials in FY 20 related to
COVID-19.
Other significant changes include a 3% across the board compensation increase effective July 1, 2021, for the
Circuit Court, the Clerk of the Circuit Court, and the Commonwealth Attorney.
BUDGET SUMMARY : 19
BUDGET SUMMARY
Public Safety
Public Safety FY 21 Budget FY 22 Budget Difference % Change
Emergency Services $146,805 $206,784 $59,979 40.86%
Sheriff $15,244,683 $15,788,330 $543,647 3.57%
NRV Emergency Comm. Regional Authority $897,132 $926,692 $29,560 3.29%
Other Public Safety Outside Agencies $70,152 $70,152 $0 0.00%
Animal Control $218,884 $282,777 $63,893 29.19%
Animal Care and Adoption Center $631,681 $665,885 $34,204 5.41%
Volunteer Fire and Rescue $1,487,781 $1,494,981 $7,200 0.48%
Total $18,697,118 $19,435,601 $738,483 3.95%
The largest expenditure in the Public Safety area is for the Sheriff’s Office, representing 81% of the total. Local
funds of $10.8 million, or 69%, support the Sheriff’s Office. State and other funds provide only 31% of the total
funding.
Emergency Services – funds are added to the base budget to cover the costs of a full-time Deputy
Emergency Services Coordinator added in FY 21.
Sheriff – funds are added to cover the costs of medical expenses of inmates at the jail.
NRV Emergency Communications Regional Authority – funds are added cover the County’s share of
costs for the FY 22 budget.
Animal Control – funds were transferred from Special Contingencies in the base budget for an Animal
Control Officer Position that was added in FY 21, but deferred in the approved budget. This position has
been shifted to the base budget for FY 22.
Fire and Rescue – funds are added to cover insurance premium increases.
Other changes include a 3% across the board compensation increase effective July 1, 2021, for Emergency
Services, Sheriff, Animal Control, and Animal Care and Adoption Center.
BUDGET SUMMARY : 20
BUDGET SUMMARY
99..4433 99..6688 99..7766 99..7744 1100..0000 1100..2255 1100..4499 1100..8833
$0
$2
$4
$6
$8
$10
$12
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22MMiilllliioonnssSShheerriiffff''ss OOffffiiccee LLooccaall FFuunnddiinngg
Public Works
Public Works FY 21 Budget FY 22 Budget Difference % Change
General Services $1,354,796 $1,415,689 $60,893 4.49%
Facilities Maintenance $2,844,831 $2,872,420 $27,589 0.97%
Solid Waste & Recycling $1,929,833 $2,204,455 $274,622 14.23%
Total $6,129,460 $6,492,564 $363,104 5.92%
General Services – funds are added to cover minimum wage changes that take effect through January of 2022.
Solid Waste & Recycling – funds were added to cover the increased cost of tipping fees at the solid
waste authority.
Other significant changes include a 3% across the board compensation increase effective July 1, 2021, for General
Services, Facilities Maintenance, and Solid Waste & Recycling.
Health and Welfare
Health and Welfare FY 21 Budget FY 22 Budget Difference % Change
Comprehensive Services Act $1,651,969 $1,651,969 $0 0.00%
Human Services $378,338 $401,863 $23,525 6.22%
Public Health $604,488 $604,488 $0 0.00%
Human Service Outside Agencies $727,872 $755,512 $27,640 3.80%
Social Services $6,228,024 $6,467,965 $239,941 3.85%
Total $9,590,691 $9,881,797 $291,106 3.04%
In the area of Health and Welfare, the largest expenditure increase is due to increased revenue and expenses for
public assistance services that were reconciled during the FY 21 Social Services budget reconciliation.
BUDGET SUMMARY : 21
BUDGET SUMMARY
Other changes include a 3% across the board compensation increase effective July 1, 2021, for Human Services
and Social Services.
Parks, Recreation, and Cultural
Parks, Recreation, Educational/
Culture
FY 21 Budget FY 22 Budget Difference % Change
Parks and Recreation $1,257,701 $1,321,070 $63,369 5.04%
Regional Library $2,246,303 $2,398,052 $151,749 6.76%
Educational/Cultural Outside
Agencies
$606,418 $609,037 $2,619 0.43%
Total $4,110,422 $4,328,159 $217,737 5.30%
Parks and Recreation – funds are added to cover minimum wage changes that take effect through
January of 2022.
Library – funds are added to cover minimum wage changes that take effect through January of 2022.
Other significant changes include a 3% across the board compensation increase effective July 1, 2021, for Parks
and Recreation and the Regional Library.
Community Development
Community Development FY 21 Budget FY 22 Budget Difference % Change
Planning & GIS $948,750 $965,982 $17,232 1.82%
Economic Development $434,156 $470,549 $36,393 8.38%
Environmental Outside Agencies $154,680 $155,475 $795 0.51%
Economic Development Outside Agencies $252,485 $287,557 $35,072 13.89%
Total $1,790,071 $1,879,563 $89,492 5.00%
The largest increase in Community Development is in the Economic Development Department. Funds are added
to maintain the Wireless on Wheels (WOW) Carts that provide internet service to areas of the County with limited
access to internet. Additional funds are also provided to fully fund Onward NRV and the New River/Mount Rogers
Workforce Development Board.
Other significant changes include a 3% across the board compensation increase effective July 1, 2021, for
Planning/GIS and Economic Development.
Contingencies
Contingencies FY 21 Budget FY 22 Budget Difference % Change
General Contingencies $526,307 $536,307 $10,000 1.90%
Special Contingencies $7,836,404 $8,141 ($7,828,263)-99.90%
Total $8,362,711 $544,448 ($7,818,263)-93.49%
The County’s Financial Policies include retaining 1% of the general government portion of the County’s General
Fund budget to provide funds for unknown and unanticipated expenditures that may arise during the year that
are not included in the budget. To comply with this policy, $10,000 is added for a total of $536,307. Special
BUDGET SUMMARY : 22
BUDGET SUMMARY
contingencies is a “holding account” where an estimated amount of funding is held in abeyance for programs or
initiatives until further information is available and final decisions are made.
Interfund Transfers
Interfund Transfers FY 21 FY 22 Change %
Transfer to School Operating $51,827,273 $53,877,273 $2,050,000 4%
Transfer to Debt Service $22,700,165 $22,700,165 $- 0%
Transfer to School Capital $2,146,173 $2,195,645 $49,472 2%
Transfer to the EDA $380,000 $380,000 $- 0%
Transfer to County Capital $3,531,173 $3,580,645 $49,472 1%
General Fund Transfers $80,584,784 $82,733,728 $2,148,944 3%
Transfer to Debt Service $408,660 $408,660 $- 0%
School Operating Fund Transfers $408,660 $408,660 $- 0%
Total Transfers $80,993,444 $83,142,388 $2,148,944 3%
Transfer to the School Operating Fund
County funding in the FY 22 budget for the School Operating Fund totals $53.9 million which is an increase
of $2,050,000 from the FY 21 approved budget. Since, $1,550,000 FY 21 County funding was deferred
and then released mid-year in FY 21, the actual increase in County funding for FY 22 is $500,000.
Transfer to the Debt Service Fund
Total Funds for debt service do not change for FY 22; however, the County decreased its debt service
capacity within the debt service fund by $800,491 and reallocated those funds to the School System to
cover school debt service needs. This action increased the amount of funding dedicated to the Schools in
the Debt Service Fund from the County transfer from the General Fund by $800,491 and decreased the
County’s portion by $800,491.
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, $750,000 is transferred to address County capital maintenance needs. Other
monies include $425,000 for the Auburn parks project and $210,000 to address technology infrastructure
issues.
Detailed explanations of the expenditure recommendations, a recap of expenditures by fund, County
dollars by division, position (FTE) listing, and a graphic summary of the FY 22 Approved Budget are
included in Appendices.
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
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 $106,803,971 $- $- $- $- $- $- $- $- $106,803,971
Other Local Taxes $13,955,157 $- $- $- $- $- $- $- $- $13,955,157
Other Undesignated Revenues $633,652 $- $- $- $- $- $- $- $- $633,652
Designated Revenues $15,115,770 $15,000 $68,516,128 $4,633,474 $- $- $1,613,900 $- $- $89,894,272
Fund Balance $- $2,600 $- $- $- $- $- $- $- $2,600
Transfers In $- $- $53,877,273 $- $2,195,645 $3,580,645 $23,108,825 $380,000 $(83,142,388) $-
Total $136,508,550 $17,600 $122,393,401 $4,633,474 $2,195,645 $3,580,645 $24,722,725 $380,000 $(83,142,388) $211,289,652
Expenditures By Type General Fund Law
Library School Operating School
Nutrition School Capital County
Capital Debt Service EDA Transfers Grand Total
General Govt. Admin. $6,687,684 $- $- $- $- $- $- $- $- $6,687,684
Tax Collections $2,111,097 $- $- $- $- $- $- $- $- $2,111,097
Judicial Administration $2,413,909 $- $- $- $- $- $- $- $- $2,413,909
Public Safety $19,435,601 $- $- $- $- $- $- $- $- $19,435,601
Public Works $6,492,564 $- $- $- $- $- $- $- $- $6,492,564
Social Welfare $9,881,797 $- $- $- $- $- $- $- $- $9,881,797
Parks & Libraries $4,328,159 $- $- $- $- $- $- $- $- $4,328,159
Community Development $1,879,563 $- $- $- $- $- $- $- $- $1,879,563
Contingencies $544,448 $- $- $- $- $- $- $- $- $544,448
Subtotal General Govt Portion
of General Fund
$53,774,822 $- $- $- $- $- $- $- $- $53,774,822
Law Library $- $17,600 $- $- $- $- $- $- $- $17,600
Education $53,877,273 $- $121,984,741 $4,633,474 $- $- $- $- $(53,877,273) $126,618,215
School Capital $2,195,645 $- $- $- $2,195,645 $- $- $- $(2,195,645) $2,195,645
County Capital $3,580,645 $- $- $- $- $3,580,645 $- $- $(3,580,645) $3,580,645
Debt Service $22,700,165 $- $408,660 $- $- $- $24,722,725 $- $(23,108,825) $24,722,725
EDA $380,000 $- $- $- $- $- $- $380,000 $(380,000) $380,000
Total $136,508,550 $17,600 $122,393,401 $4,633,474 $2,195,645 $3,580,645 $24,722,725 $380,000 $(83,142,388) $211,289,652
All Funds Budget FY 2022
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
BUDGET SUMMARY, APPENDIX B
Expenditures by Division
29
FY 20 FY 21 FY 22
Approved
Inc/(Dec) FY 22 Approved
Over FY 21 Approved
Inc/(Dec) FY 22 Approved
Over FY 21 Appropriated
DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $%$%
REVENUE SHARING 195,000 180,363 195,000 195,000 195,000 - 195,000 - 0% - 0%
BOARD OF SUPERVISORS 305,937 242,854 270,632 278,277 282,503 - 282,503 11,871 4% 4,226 2%
COUNTY ADMINISTRATION 2,376,622 1,761,520 1,956,788 2,349,389 2,078,223 60,952 2,139,175 182,387 9% (210,214)-9%
COUNTY ATTORNEY 370,641 349,860 382,368 431,875 392,712 - 392,712 10,344 3% (39,163)-9%
FINANCIAL SERVICES 1,210,626 1,189,382 1,225,460 1,279,496 1,006,940 20,000 1,026,940 (198,520)-16% (252,556)-20%
INSURANCE 208,195 178,810 208,195 208,195 208,195 2,500 210,695 2,500 1% 2,500 1%
INFORMATION TECHNOLOGY 2,005,768 1,749,729 2,015,760 2,247,577 2,082,514 84,330 2,166,844 151,084 7% (80,733)-4%
COMMISSIONER OF REVENUE-COMP 608,451 590,903 561,856 616,501 604,072 - 604,072 42,216 8% (12,429)-2%
ASSESSMENT - COUNTY 480,367 470,544 479,677 506,219 501,438 - 501,438 21,761 5% (4,781)-1%
REASSESSMENT - - - 685,000 - - - - - (685,000)-
TREASURER - COMP BD 530,200 496,531 482,702 521,750 503,805 - 503,805 21,103 4% (17,945)-3%
COLLECTIONS - COUNTY 501,350 444,993 531,481 567,431 501,782 - 501,782 (29,699)-6% (65,649)-12%
ELECTORAL BOARD 530,831 522,058 485,484 590,536 438,079 42,520 480,599 (4,885)-1% (109,937)-19%
COMMONWEALTH ATTORNEY 1,317,610 1,211,974 1,249,358 1,369,942 1,363,990 - 1,363,990 114,632 9% (5,952)0%
CIRCUIT COURT 220,282 199,323 214,773 236,808 224,704 - 224,704 9,931 5% (12,104)-5%
GENERAL DISTRICT COURT 26,464 14,388 21,711 27,511 21,711 - 21,711 - 0% (5,800)-21%
J & D RELATIONS COURT 25,451 13,468 20,524 20,524 20,524 - 20,524 - 0% - 0%
MAGISTRATE 5,000 2,890 5,000 5,000 5,000 - 5,000 - 0% - 0%
CIRCUIT COURT CLERK 743,713 704,417 715,542 791,327 777,980 - 777,980 62,438 9% (13,347)-2%
SHERIFF - COMP BOARD 7,947,125 7,871,747 8,066,081 8,347,320 8,414,297 - 8,414,297 348,216 4% 66,977 1%
SHERIFF - COUNTY 7,415,995 6,378,527 7,178,602 7,728,152 7,357,520 16,513 7,374,033 195,431 3% (354,119)-5%
FIRE & RESCUE 1,720,309 1,495,991 1,487,781 1,592,451 1,487,781 7,200 1,494,981 7,200 0% (97,470)-6%
ANIMAL CARE & ADOPTION CENTER 670,087 580,837 631,681 724,478 665,885 - 665,885 34,204 - (58,593)-8%
GENERAL SERVICES 7,137,788 6,364,382 6,348,344 7,053,202 6,590,747 184,594 6,775,341 426,997 7% (277,861)-4%
CHILDRENS SERVICES ACT 1,651,969 1,558,963 1,651,969 1,651,969 1,651,969 - 1,651,969 - 0% - 0%
HUMAN SERVICES 408,509 346,281 378,338 428,110 401,863 - 401,863 23,525 6% (26,247)-6%
PUBLIC HEALTH 596,435 596,435 604,488 604,488 604,488 - 604,488 - 0% - 0%
SOCIAL SERVICES 6,474,900 6,325,349 6,228,024 6,619,702 6,467,965 - 6,467,965 239,941 4% (151,737)-2%
PARKS & RECREATION 1,313,771 1,056,160 1,257,701 1,319,953 1,276,086 44,984 1,321,070 63,369 5% 1,117 0%
REGIONAL LIBRARY 2,405,234 2,253,711 2,246,303 2,514,674 2,387,122 10,930 2,398,052 151,749 7% (116,622)-5%
PLANNING & GIS 1,029,563 830,320 948,750 1,152,550 965,982 - 965,982 17,232 2% (186,568)-16%
ECONOMIC DEVELOPMENT 498,868 491,716 434,156 563,084 446,791 23,758 470,549 36,393 8% (92,535)-16%
OTHER AGENCIES 2,772,675 2,379,080 2,708,739 2,713,793 2,708,739 95,686 2,804,425 95,686 4% 90,632 3%
Recap of Expenditures by Division, Fiscal Year 2022
30
FY 20 FY 21 FY 22
Approved
Inc/(Dec) FY 22 Approved
Over FY 21 Approved
Inc/(Dec) FY 22 Approved
Over FY 21 Appropriated
DIVISION Appropriated Expended Approved Appropriated Base Addenda Total $%$%
CONTINGENCIES - GENERAL 225,741 - 526,307 483,817 526,307 10,000 536,307 10,000 - 52,490 11%
CONTINGENCIES - SPECIAL 48,394 - 7,836,404 62,096 - 8,141 8,141 (7,828,263)-100% (53,955)-87%
TRANSFER TO SCHOOL OPERATING 57,577,743 51,569,666 51,827,273 56,841,233 53,377,273 500,000 53,877,273 2,050,000 4% (2,963,960)-5%
TRANSFER TO DEBT SERVICE 21,609,886 22,341,104 22,700,165 22,700,165 22,700,165 - 22,700,165 - 0% - 0%
TRANSFER TO SCHOOL CAPITAL 6,756,523 6,756,523 2,146,173 2,146,173 2,195,645 - 2,195,645 49,472 2% 49,472 2%
TRANSFER TO THE EDA 371,104 190,803 380,000 380,000 380,000 - 380,000 - 0% - 0%
TRANSFER TO COUNTY CAPITAL 5,365,152 5,365,152 3,531,173 6,207,452 3,580,645 - 3,580,645 49,472 1% (2,626,807)-42%
TOTAL GENERAL FUND $145,660,279 135,076,755 $140,140,763 $144,763,220 $135,396,442 $1,112,108 $136,508,550 $(3,632,213)-2.6% $(8,254,670)-5.7%
GEN GOVT PORTION OF THE
GENERAL FUND $53,979,871 $48,853,507 $59,555,979 $56,488,197 $53,162,714 $612,108 $53,774,822 $(5,781,157)-9.7% (2,713,375)-4.8%
Recap of Expenditures by Division, Fiscal Year 2022
DIVISION
FY 20 FY 21 FY 22
Approved
Inc/(Dec) FY 22 Approved
Over FY 21 Approved
Inc/(Dec) FY 22 Approved
Over FY 21 Appropriated
Appropriated Expended Approved Appropriated Base Addenda Total $%$%
LAW LIBRARY FUND $17,600 $16,845 $17,600 $17,600 $17,600 $- $17,600 $- 0% $- 0%
SCHOOL OPERATING FUND $123,781,540 $118,630,878 $114,153,813 $129,724,935 $121,893,401 $500,000 $122,393,401 $8,239,588 7% $(7,331,534)-6%
SCHOOL NUTRITION FUND $5,284,706 $5,065,078 $5,228,004 $5,228,004 $4,633,474 $- $4,633,474 $(594,530)-11% $(594,530)-11%
SCHOOL CAPITAL $7,111,523 $- $2,146,173 $2,146,173 $2,195,645 $- $2,195,645 $49,472 - $49,472 2%
COUNTY CAPITAL $5,588,201 $447,652 $3,531,173 $6,207,452 $3,580,645 $- $3,580,645 $49,472 1% $(2,626,807)-42%
DEBT SERVICE FUND $24,210,495 $23,271,861 $24,722,725 $24,722,725 $24,722,725 $- $24,722,725 $- 0% $- 0%
EDA $371,104 $190,803 $380,000 $380,000 $380,000 $- $380,000 $- 0% $- 0%
GRAND TOTAL ALL FUNDS (INC
TRANSFERS) $312,025,448 $282,699,873 $290,320,251 $313,190,109 $292,819,932 $1,612,108 $294,432,040 $4,111,789 1.4% $(18,758,069)-6.0%
INTERFUND TRANSFERS $(92,667,117) $(86,631,909) $(80,993,444) $(88,683,683) $(82,642,388) $(500,000) $(83,142,388) $(2,148,944)2.7% $5,541,295 -6.2%
GRAND TOTAL EXCLUDING
TRANSFERS $219,358,331 $196,067,964 $209,326,807 $224,506,426 $210,177,544 $1,112,108 $211,289,652 $1,962,845 0.9% $(13,216,774)-5.9%
Note: FY 21 Appropriation for the School Operating Fund includes CARES Act Funding
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
BUDGET SUMMARY, APPENDIX C
Summary of Full-Time
Employees/Equivalents
Division Department
Approved
Full-Time
FY 20
Approved
Part-Time
FY 20
Approved
Total
FY 20
Approved
Full-Time
FY 21
Approved
Part-Time
FY 21
Approved
Total
FY 21
Approved
Full-Time
FY 22
Approved
Part-Time
FY 22
Approved
Total
FY 22
110 County Administration 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00
110 Emergency Services 1.00 0.00 1.00 1.00 0.00 1.00 2.00 0.00 2.00
110 Human Resources 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00
110 Management and Budget 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00
110 Public Information Office 3.00 0.00 3.00 3.00 0.00 3.00 4.00 0.00 4.00
120 County Attorney 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
130 Finance Department 9.00 0.00 9.00 9.00 0.00 9.00 7.00 0.00 7.00
130 Purchasing 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
140 Information Technology 11.00 0.50 11.50 11.00 0.50 11.50 11.00 0.50 11.50
150 Commissioner of Revenue 8.00 0.00 8.00 8.00 0.00 8.00 8.00 0.00 8.00
152 Assessment 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00
160 Treasurer 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00
162 Treasurer- Collections 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00
170 Registrar/Electoral Board 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00
180 Internal Services-Garage 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
200 Commonwealth Attorney 12.00 0.00 12.00 13.00 0.00 13.00 13.00 0.00 13.00
210 Circuit Court 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00
250 Clerk of Circuit Court 10.00 0.00 10.00 10.00 0.00 10.00 11.00 0.00 11.00
310 Sheriff-State Civil and Court Security 11.00 1.00 12.00 11.00 1.00 12.00 11.00 1.00 12.00
310 Sheriff-State-Jail Operations 29.00 0.00 29.00 27.00 0.00 27.00 27.00 0.00 27.00
310 Sheriff-State Field Operations 61.00 0.00 61.00 61.00 0.00 61.00 61.00 0.00 61.00
320 Sheriff-County-Civil and Court Security 6.00 2.50 8.50 7.00 3.25 10.25 7.00 3.25 10.25
320 Sheriff-County-Jail Operations 4.00 0.00 4.00 4.00 0.00 4.00 2.00 0.00 2.00
320 Sheriff-County-Field Operations 10.00 0.50 10.50 10.00 1.25 11.25 10.00 1.25 11.25
320 Sheriff-County-Dispatch 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
320 Sheriff-County-Support Services 3.00 0.00 3.00 1.00 0.00 1.00 1.00 0.00 1.00
340 Animal Care and Adoption Center-Co 4.00 1.50 5.50 4.00 1.00 5.00 4.00 1.00 5.00
340 Animal Care and Adoption Center-Donations 3.00 0.00 3.00 3.00 0.50 3.50 3.00 0.50 3.50
400 General Services Administration 3.00 0.00 3.00 4.00 0.00 4.00 4.00 0.00 4.00
400 Animal Control 3.00 0.75 3.75 3.00 0.00 3.00 4.00 0.00 4.00
400 Building & Grounds 7.00 0.00 7.00 7.00 0.00 7.00 7.00 0.00 7.00
400 Housekeeping 10.00 1.00 11.00 10.00 1.00 11.00 10.00 1.00 11.00
400 Lawns and Landscaping 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00
400 Litter Control 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00
400 Solid Waste Collections 5.00 4.80 9.80 5.00 4.80 9.80 5.00 4.80 9.80
Summary of Authorized Full Time or Full Time Equivalent (FTE) Positions
33
Division Department
Approved
Full-Time
FY 20
Approved
Part-Time
FY 20
Approved
Total
FY 20
Approved
Full-Time
FY 21
Approved
Part-Time
FY 21
Approved
Total
FY 21
Approved
Full-Time
FY 22
Approved
Part-Time
FY 22
Approved
Total
FY 22
400 Garage 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
400 Stormwater Management 2.00 0.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00
400 Inspections 5.00 0.00 5.00 5.00 0.00 5.00 5.00 0.00 5.00
520 Human Services 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
520 RSVP 2.00 0.50 2.50 2.00 0.50 2.50 2.00 0.50 2.50
540 Social Services 68.00 0.00 68.00 68.00 0.00 68.00 68.00 0.00 68.00
700 Parks & Recreation 11.00 0.00 11.00 11.00 0.00 11.00 11.00 0.00 11.00
710 Regional Library 18.00 3.50 21.50 18.00 3.50 21.50 18.00 3.50 21.50
800 Planning 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00
800 GIS 2.00 0.00 2.00 2.00 0.00 2.00 2.00 0.00 2.00
810 Economic Development 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00
960 Special Contingencies 0.00 0.00 0.00 2.00 0.00 2.00 0.00 0.00 0.00
TOTAL 378.00 16.55 394.55 378.00 17.30 395.30 378.00 17.30 395.30
34
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
BUDGET SUMMARY, APPENDIX D
Graphs
37
Mobile Homes
<1%
Merch Capital
1%
Delinquent
1%
Business F&F
2%
Mach &Tools
1%
Other
2%
Sales Tax
5%
Personal Prop
8%
Real Estate
37%
Designated $'s
43%
WW hheerree II tt
CC oo mmeess FFrr oo mm
FFYY 22 002222 AA pppprroovv eedd BBuuddggeett
$$22 1111..33 MM iilllliioo nn
39
Law Library
<1%
General Fund
25%
County Capital
2%
EDA
<1%
Debt Service -County
2%
Debt Service -Schools
10%
All School Funds
61%
WW hheerr ee II tt GGoo eess
FFYY 22002222 AA pppprroovv eedd BBuuddggeett
$$2211 11..33 MM ii ll ll ii oonn
41
Mobile Homes
<1%
Merch Capital
1%
Delinquent
3%
Business F&F
3%
Mach &Tools
3%
Other
4%
Sales Tax
8%
Personal Prop
14%
Real Estate
64%
UUnnddeessii ggnnaatt eedd RR eevv eennuuee
FFYY 22 002222 AA pppprr oo vv eedd BBuuddggeett
$$1122 11..44 MM ii lllliioo nn
43
General Govt. Admin.
5%
Tax Collections
<1%
Judicial Administration
2%
Public Safety
14%
Public Works
5%
Social Welfare
7%
Parks & Libraries
3%
Community Development
1%
Contingencies
<1%Law Library
<1%
Education
39%
School Capital
2%
County Capital
3%Debt Service
17%
EDA
<1%
GGeenneerraall FFuunndd
FFYY 22002222 AA pppprroovv eedd BBuuddggeett
$$113366..55 MM iilllliioonn
45
General Govt. Admin.
12%
Tax Collections
4%
Judicial Administration
5%
Public Safety
36%
Public Works
12%
Social Welfare
18%
Parks & Libraries
8%Community Development
4%
Contingencies
1%
GGeenneerraall
GGoo vv eerr nnmmeenntt
FFuunncctt ii oo nnss
FFYY 22002222 AA pppprroovv eedd BBuuddggeett
$$55 33 ..88 mmiillllii oonn
47
Revenue Sharing
3%
Board of Supervisors
4%
County Administrator
29%
County Attorney
6%
Financial Services
15%
Insurance
3%
Information Technology
33%
Registrar/Electoral Board
7%
GGeenneerraall
GGoo vv eerrnnmmeenntt
AA ddmmii nnii ss tt rraatt ii oo nn
FFYY 22 00 22 22 AA pppprroovv eedd BBuuddggeett
$$66..77 mmiill ll iioonn
49
39.7
42.1 42.1
44.2 45.5 46.5 48.0
51.8 53.4 53.9
0
10
20
30
40
50
60
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022MMiilllliioonnss
FFiissccaall YYeeaarr
AAll ll yy eeaarrss aarree nneett ooff CCoouunnttyy ff uunnddiinngg pprroovv iiddeedd ff oo rr sscchhooooll ddeebbtt sseerrvvii ccee aanndd sscchhoo oo ll ccaappiittaall
CC oo uunntt yy FFuunnddii nngg ff oo rr SS cchhoo oo ll ss
51
School Operating
95%
School Nutrition
3%
School Capital
2%
SS cchhoo oo ll FFuunnddss
FF YY 22002222 AA pppprroovv eedd BBuuddggeett
$$112288 ..88 mmii ll ll ii oonn
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
BUDGET SUMMARY, APPENDIX E
Organization Chart
VOTERS
Board of
Supervisors
County
Administrator County Attorney
Planning and
GIS Services
Economic
Development
Public
Information
General
Services
Emergency
Services
Assistant County
Admininstrator/CFO
Constitutional
Officers
• Clerk of the Circuit Court
• Commissioner of the Revenue
• Commonwealth Attorney
• Sheriff
• Treasurer
General
Assembly
Courts
Electoral Board
Director of
ElectionsSocial Services
Library
Public Service
Authority
Library Board
Social Services
Board
Other Boards/
Commissions
School Board
Schools
New River
Health District Other AgenciesFire/Rescue
Volunteers
Financial
Services
Information
Technology
Parks and
Recreation
Human Services Engineering
and Regulatory
Compliance
Human
Resources
MONTGOMERY COUNTY, VIRGINIA
Organization ChartElected
Hired
County provides funding
Appointed
County Department
Animal Care and
Adoption Center
55
Management
and Budget
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
UNDERSTANDING THE
BUDGET
UNDERSTANDING THE BUDGET PROCESS : 59
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 2022 Budget Calendar is shown below (some changes may occur
during the process):
Fiscal Year 2022 Budget Calendar
DATE TIME ACTIVITY
July - August Prior year-end expenditure and revenue analysis; revenue analysis for
FY 2022 begins.
September -
October 2020
Budget targets and budget instructions are developed for FY 2022
Proposed Budget.
November 2020 FY 2022 budget forms and instructions are sent to county divisions and
external agencies.
December 2020 Budget requests for FY 2022 are due.
January - February
2021
Staff begins the development of the FY 2022 Proposed Budget.
Jan. 11, 2021 7:15 PM Public Hearing for citizen input.
Jan. 25, 2021 7:15 PM Preliminary revenue estimates are presented to the Board of
Supervisors.
Mar. 1, 2021 6:00 PM Presentation of the FY 2022 Proposed Budget; Budget work session.
(Special Meeting)
Mar. 16, 2021 6:00 PM Joint Meeting; Board of Supervisors and School Board. Schools present
the Proposed FY 2022 MCPS budget to the Board of Supervisors.
(Special Meeting)
Mar. 22, 2021 7:15 PM Budget work session; establish advertised tax rate and advertised
budget.
Apr. 8, 2021 6:00 PM Public Hearing on advertised tax rate and budget. (Special Meeting)
Apr. 19, 2021 6:00 PM Adopt FY 2022 budget and establish tax rate. (Special Meeting)
May – June Year-end revenue and expenditure estimates are finalized for FY 2021
and transfers are made to close the year.
July 1 New Fiscal Year begins.
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
FEBRUARY
S M T W T F S
31 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 : 60
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 outside 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:
• Personal Services - Includes all positions approved up to the issuance of the proposed budget
UNDERSTANDING THE BUDGET PROCESS : 61
UNDERSTANDING THE BUDGET PROCESS
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
functions. Efforts to streamline the process and reduce the volume of paper generated have changed the process
in past years. The FY 2022 budget continues to consolidate information and array budget data in ways that
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 : 62
UNDERSTANDING THE BUDGET PROCESS
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 2022 budget document is organized into six major headings, each of which is separated by a large divider
tab:
• Budget Message
• Table of Contents
• Budget Summary
• Understanding the Budget
• Revenue Summary
• Expenditure Plans
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. Listed numerically according to a three-digit code, each of these sub-sections includes the Division’s
Organizational Chart, Financial Data, Description of the Division as a whole, Base Budget Discussion, Addenda
Discussion, which includes the County Administrator’s recommendation. Also included are each Department’s
Description and Financial Data.
Division Financial Data - Provides a recap of the Division’s funding history, including the Base Budget and
addenda requests, as well as recommended funding by three categories:
• Personnel 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:
• FY 20 Revised Budget
• FY 20 Actual Budget
• FY 21 Approved Budget
• FY 22 Base Budget
• FY 22 County Administrator’s Recommended Addenda
• FY 22 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
UNDERSTANDING THE BUDGET PROCESS : 63
UNDERSTANDING THE BUDGET PROCESS
subtracted from the expenditures, identifying the amount of the County’s undesignated general fund revenue
needed to support the division’s expenditures.
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 separately. 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 cash basis of accounting for both budgetary and internal accounting purposes. This
means that the County recognizes revenue when cash is received and expenses when bills are paid.
How budgetary compliance is monitored and enforced
Division directors are responsible for individual budgetary compliance. Departments 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 Budget Director monitors budgetary compliance at the macro level to ensure compliance with
the County’s financial policies. Budgetary control is set at the Division level. Division directors may move funds
between individual line items, with the exception of salary line items, which require approval of the Finance or
Budget Director. Appropriation control is set at the division level.
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
UNDERSTANDING THE BUDGET PROCESS : 64
UNDERSTANDING THE BUDGET PROCESS
assist citizens in reviewing and understanding the County’s budget. If you have any questions about the County’s
budget or the budget process, please contact Montgomery County’s Office of Public Information at 540-382-5700.
GLOSSARY OF TERMS : 65
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 : 66
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 transfer 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 : 67
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.
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
REVENUE SUMMARY
REVENUE SUMMARY : 71
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, contribute 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 for the next fiscal year.
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 Polytechnic Institute and State University (Virginia Tech), which is the
second largest public university in Virginia. Virginia Tech is also the largest employer in the County, providing jobs
for approximately 12,000 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.
Revenue Forecasting in the Middle of a Pandemic
The sudden onset of the pandemic in March of 2020 created a host of issues for the economy and revenue
forecasting. Even after a year of the pandemic, it is still unclear what the true economic impact of the pandemic
will be in the coming months and years. 2020 was a year of ups and downs as national, state and local officials
struggled to respond to the pandemic while trying to keep citizens safe and businesses open. 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 response to the pandemic. 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. As of this
revenue forecast, a third round of legislation is estimated to provide more relief in 2021.
As the government responds to the pandemic, economists are struggling to predict the economic impact over the
next year. How the economy responds to the pandemic will depend on a variety of variables such as the number
and severity of COVID-19 cases, the roll out and effectiveness of the COVID-19 vaccines, fiscal stimulus, and
consumer and business confidence. Given all of this uncertainty, economists are still cautiously optimistic. The
U.S. economy is still the largest and most sophisticated economy in the world and the U.S. economy is improving.
National Economic Outlook
The condition of the County economy is greatly affected by national and state economic conditions.
National Economic Outlook
According to economists, despite the pandemic, the U.S. economic outlook is still fairly healthy. The U.S. economy
contracted and fell into recession in March due to the Covid-19 pandemic, but stabilized and recovered as the
year progressed. Gross Domestic Product (GDP), which is the total market value of goods and services produced in
the United States fell dramatically in the second quarter of 2020 and then recovered dramatically by the third and
fourth quarters. Similar to GDP, unemployment rose dramatically and then fell as the businesses reopened and the
economy improved. While the future is still uncertain, most of the data suggest cautious optimism for economic
growth going into 2021. This growth will depend on how the government, businesses, and consumers respond to
the pandemic and fiscal stimulus in the coming months.
REVENUE SUMMARY : 72
REVENUE SUMMARY
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 GDP of the U.S. increased at a rate
of 4.0% in the fourth quarter of 2020. In the third quarter, real GDP increased 33.4 percent, as the economy
recovered from the second quarter collapse due to the pandemic. Analysts expect the economy to grow by 3.8% to
4.5% for 2021 and 2% to 3.2% for 2022. 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 and it is one that personally affects most
Americans. According to the Bureau of Labor Statistics, the national unemployment rate for 2020 was 8.1%,
significantly up from 3.7% for 2019. Comparing the latest information, the unemployment rate for December 2020
was 6.7%, up from 3.6% in December 2019. Some economists estimate that the unemployment rate will drop
between 5% and 5.7% in 2021 and be between 4.2% and 4.5% in 2022.
Inflation – Consumer Price Index (CPI)
The Consumer Price Index (CPI) is a measure of inflation. In 2020, the percentage change (inflation rate) for the
CPI was 1.2%, down from 1.8% in 2019. The inflation rate estimated at 1.5% to 2.3% for 2021 and 1.6% to 2.5%
for 2022. Low inflation rates mean that purchasing power and the cost for goods and services are remaining stable.
Housing and Auto Sales
The housing market is one of the bright spots in the economy showing signs of continued growth for 2021. A low
housing supply, low interest rates, and new construction not meeting the demand of buyers are all pushing up
home prices. Millennials are continuing to drive the housing market, while older generations are staying in their
homes longer. The housing market is expected to remain at strong levels in 2021 and is expected to help support
and stabilize the economy. U.S. auto sales fell from nearly 17 million units in 2019 to 14.5 million units in 2020.
For 2021, forecasters estimate that U.S. auto sales could be between 15.5 and 16 million units.
State Economic Outlook
According to economists, Virginia’s economic outlook is consistent with national trends with the economy still
showing signs of growth for 2021.
Virginia Unemployment
According to the Virginia Employment Commission, the unemployment rate for the Commonwealth of Virginia
for 2019 was 2.8%, down from 3% in 2018. Comparing the latest information, the unemployment rate for
December 2020 was 4.7%, up from 2.4% in December 2019. Like the U.S., unemployment rates at the state rose
dramatically in response to the pandemic and then dropped as businesses began to reopen. State economists
expect personal income to grow at 3.7% for FY 2021 and 3.4% in FY 2022; employment is expected to fall 0.3%
for FY 2021 and then grow at 1% for FY 2022.
State General Fund Revenues
State General Fund revenues for FY 2020 rose by 2%. State General Fund revenue projections for FY 2021 and FY
2022 are expected to increase by 1% and 3.2%. Sales tax collections are estimated to grow at 2.7% in FY 2022
over the FY 2021 reforecast.
Other State Funds
REVENUE SUMMARY : 73
REVENUE SUMMARY
More than half of the State’s revenues are non-general fund revenues, 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 grow by 9.7% in FY 2022.
Local Economic Outlook
Like the U.S. and State economic outlooks, Montgomery County’s economic outlook is viewed with cautious
optimism. 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 VEC, the unemployment rate for Montgomery County for 2019 was 2.8%, down from 3% in
2018. Comparing the latest information, the unemployment rate for December 2020 was 3.4%, up from 2.5% in
December 2019. Like the national and state trends, unemployment rates in Montgomery County rose dramatically
in response to the pandemic and then dropped as businesses began to reopen.
County Resources
Resources within the County budget are classified as either designated or undesignated.
• Designated Resources represent revenue accounts which are mandated for specific uses including:
• Support from the State Compensation Board for constitutional officers, court fees, fees for
services and programs
• Direct state aid for public assistance payments
• State and federal funds for schools
• Support for human services programs
• Undesignated Resources fall into two categories: undesignated revenue and fund balance. Undesignated
Revenue represents 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 22 is $211.3
Mobile Homes
<1%
Merch Capital
1%
Delinquent
3%
Business F&F
3%
Mach &Tools
3%
Other
4%
Sales Tax
8%
Personal Prop
14%
Real Estate
64%
UUnnddeessiiggnnaatt eedd RReevv eennuuee
FFYY 22002222 AA pppprroovv eedd BBuuddggeett
$$112211..44 MMiilllliioonn
REVENUE SUMMARY : 74
REVENUE SUMMARY
million with $89.9 million considered designated. Of this designated amount, $72.7 million or 80.9% is
earmarked for schools. Undesignated Revenue dollars that may be used in the budget at the Board’s
discretion total $121.4 million. Of this amount, $53.9 million goes to the public schools for operations, and
$22.7 million of the undesignated dollars support debt service costs for county and public school facilities.
Local Revenue Patterns and Growth for FY 22
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 represent 62% of the County’s total undesignated
revenue. Personal Property tax revenue (motor vehicles) is the County’s second largest local revenue source; it
represents 14% of the County’s undesignated revenue. Sales and Use Tax is the third largest local revenue source;
it represents 8% of the County’s undesignated revenue. Taken together, these three revenue sources account for
84% of the County’s undesignated revenue and represent the bulk of revenue growth the County experiences on a
yearly basis.
FY 2020 was a dynamic year for County revenue, with record growth in almost all property tax revenues. In
response to the pandemic, the Board of Supervisors approved a resolution waiving penalty and interest on the
June 5, 2020 real estate payment for 90 days to help residents and businesses cope with the pandemic. Even with
this payment extension, the County exceeded the overall undesignated revenue estimate by $2.8 million. Areas
of strong growth were found in real estate taxes, personal property motor vehicle taxes, business furniture and
fixtures, machinery and tools, merchants capital, and public service corporation taxes.
In FY 21, even with the pandemic, total undesignated revenue collections to date appear tracking close to
budgeted estimates. Some revenue categories are estimated to be above the budget estimates, while other
categories are estimated to below the budget estimates. Real estate taxes, recordation taxes (which are tied to
real estate transactions) merchants capital and delinquent taxes are all estimated to exceed the budget estimates
in FY 21. Taken together, these categories are providing a surplus of $2.5 million. Personal property taxes, sales
taxes, and all other categories are estimated to fall short of budget estimates by approximately $0.6 million. In
total, the County is estimating a surplus of $1.9 million over FY 21 budget estimates.
Most of this surplus is one-time in nature. Of the $1.9 million surplus in FY 21, $1.4 million is from delinquent
property taxes. In response to the pandemic, the Board of Supervisors waived penalty and interest on the June 5,
2020 real estate payment for 90 days. This action resulted in the surplus expected over the delinquent estimate.
These funds will not recur in FY 22. Recordation taxes, which are tied to real estate transactions, while providing a
$0.5 million surplus in FY 21, are expected to return to pre-2020 levels in FY 22. Also, due to changes in interest
rates, the County expects to lose $0.8 million in interest earnings in FY 22. All other revenue categories are
expected to lose $0.2 million due to the pandemic. Overall, the County is estimating a FY22 base revenue shortfall
of approximately $1 million.
For FY 22, the County projects an increase of approximately $2.2 million in new undesignated revenue growth.
This increase is made up of $1.3 million in new real estate construction, $0.6 million in personal property motor
vehicles and other personal property categories, and $0.3 million in sales tax. Total undesignated revenues are
estimated to provide $1.2 million in new money for FY 22. General Fund designated revenues are estimated to
remain relatively flat. In response to the pandemic, the County deferred $5.4 million in designated school funds
in FY 21; these funds were placed and held in the County’s General Fund. Once local conditions improved, the
County’s released these funds to the Schools for expenditure. These funds have been removed from the County’s
revenue structure for FY 22. Because of this action, it would appear that County designated revenues have
dropped by $4.9 million. However, because of the transfer of these funds, total designated County revenue actually
increased by $0.5 million. Total County General Fund revenue growth for FY 22 is expected to reach $1.7 million.
REVENUE SUMMARY : 75
REVENUE SUMMARY
Real Estate Revenue
Real estate values are based on the actual accessed value as of January 1, 2020 and estimated increases for
new construction. New real estate construction values are expected to be higher than has been experienced in
the last several years. Based on building permit data, from January 1, 2020 to January 1, 2021, assessed values
are expected to increase by $161 million. Growth from January 1, 2021 to January 2022 is estimated at $145
million. For FY 22, real estate tax revenue is estimated at $75.5 million, which is $1.7 million more than the FY 21
estimate.
Real estate values totaled $8.8 billion on the CY 2020 land book, including land use. The CY 2021 land book is
estimated to be $8.9 billion. The CY 2022 land book is estimated at $9.1 billion.
Real Estate Values
Personal Property
Personal property tax collections are based on the 2020 tax book, which is the most recent documentation of
assessment values. From this data, the 2021 values are estimated. In addition, prior year collection rates are used
as predictors of future year collections. The rate of collection in FY 20 and FY 21 is used to estimate the rate of
collection in FY 22. 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), business furniture and
fixtures, and computer equipment. FY 22 estimated taxes on motor vehicles total $16.5 million; business furniture
and fixtures total $3.7 million, and computer equipment total $0.4 million.
On January 1, 2016, the County began the process of prorating personal property for motor vehicles. Under the
former method of assessment, motor vehicle property assessments were based on the value of vehicles owned on
January 1 of each year. The value of the vehicle(s) owned on that date was reported on the September 1 personal
property book. Any changes after January 1 did not become effective for taxing purposes until the following
January 1. By prorating motor vehicle values, changes that occur after January 1 become effective in the current
tax year and appear on the September 1 book (or as a supplement bill or tax abatement after September 1 for
the remainder of the calendar year). Revenue for personal property motor vehicles is expected to grow by $0.15
million for FY 22 for a total estimate of $16.5 million.
5
6.49 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
0
1
2
3
4
5
6
7
8
9
10
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022BBiilllliioonnss
CCaalleennddaarr YYeeaarr
RR eeaall EE sstt aatt ee VV aall uueess
REVENUE SUMMARY : 76
REVENUE SUMMARY
Business furniture and fixtures personal property revenue is expected to grow by $0.15 million, while personal
computer equipment revenue is expected to remain flat. In total, personal property revenue categories are
expected to provide $0.3 million in growth.
Personal Property (Motor Vehicles)
Auto Sales
New car registrations for calendar year 2020 were down 49% compared to calendar year 2019, while new truck
registrations were up 4%. This resulted in a net decrease in new vehicle registrations of 15%, as fewer vehicles
were purchased in 2020 as compared to 2019.
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 06 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 22MMiilllliioonnss
FFiissccaall YYeeaarr
Montgomery County
First Quarter
2019
Second Quarter
2019
Third Quarter
2019
Fourth Quarter
2019 Total % Inc.
Car Registrations 180 246 249 195 870 12%
Truck Registrations 427 376 475 263 1541 -8%
Total Registration 607 622 724 458 2411 -2%
Montgomery County
First Quarter
2020
Second Quarter
2020
Third Quarter
2020
Fourth Quarter
2020 Total % Inc.
Car Registrations 139 85 105 111 440 -49%
Truck Registrations 401 315 460 429 1605 4%
Total Registration 540 400 565 540 2045 -15%
REVENUE SUMMARY : 77
REVENUE SUMMARY
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 fiscal year 2020, the County collected $10 million
and expects to collect $9.9 million for FY 21. Due to the uncertainty of the pandemic, the County is estimating
$10.2 million for FY 22, which provides growth of $0.3 million over the new FY 21 estimate, but a shortfall of $0.1
million from the FY 21 approved budget estimate.
Other Categories of Undesignated Revenue
Historically, the County’s other undesignated revenues grow at a modest level annually. For FY 22, all other
categories of undesignated revenue are expected to show a shortfall of $0.7 million, with most of that loss due to
a loss in interest income of $0.8 million. The County is expected to see an increase in merchants capital of $0.2
million with machinery and tools and public service corporation taxes staying relatively flat. All other categories of
undesignated revenue in total are estimated remain relatively flat, with a slight shortfall of $0.1 million.
Machinery and Tools is a tax on businesses at $1.82 per $100 in value which is assessed at 60%/50%/40%
depending on the number of years the asset has been owned. Over the last 15 years, revenue collections were
relatively flat with only slight growth over the past six fiscal years. The County estimates $3.2 million in collections
for FY 21. The FY 22 estimate has been set at $3.2 million.
Machinery and Tool Revenue
2.2 2.1 2.2 2.1 2.1 2.1 2.2 2.2 2.3 2.4
2.6 2.7
2.9
3.1 3.2 3.2
0
0.5
1
1.5
2
2.5
3
3.5
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 22MMiilllliioonnssFY 05 $6,520,107
FY 06 $6,739,095
FY 07 $7,093,880
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 $10,301,540
FY 22 $10,202,157
REVENUE SUMMARY : 78
REVENUE SUMMARY
County Tax Rates FY 21 FY 22
Real Estate Tax Rate $0.89/100 $0.89/100
Personal Property $2.55/100 $2.55/100
Machinery & Tools $1.82/100 $1.82/100
Merchants Capital $3.05/100 $3.05/100
Mobile Homes $0.89/100 $0.89/100
Merchants Capital is a tax on the value of inventory at $3.05 per $100 and is assessed at 20% of the actual value.
Over the past 15 years, merchant capital tax has been relatively flat providing $1 to $1.3 million in revenue. Since
FY 20, slight increases have occurred as businesses have expanded. Collections are estimated at $1.5 million for
FY 21 and $1.7 million for FY 22, providing growth of $0.2 million.
Merchants Capital
1.0 1.0 1.0 1.0
0.9 0.9 0.9
1.2 1.2 1.2
1.3 1.3
1.4
1.5 1.5
1.7
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
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 22CCoolllleeccttiioonnss ((iinn mmiilllliioonnss))Fiscal Year
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 Governor’s budget includes an additional $1,063,988 in new
funding for general school operational needs. The school system expects to lose $250,000 in recordation taxes
due to state legislative changes. Total new state designated funding for the schools is estimated at $813,988.
Additional state funding of $282,162 was provided to support a 5% compensation increase for Constitutional
Officers and their staff.
County Tax Rates
The approved budget does not change tax rates from FY 21 to FY 22, including the approved real estate rate of 89
cents. All tax rates are per $100 of assessed value.
REVENUE SUMMARY : 79
REVENUE SUMMARY
Real Estate Tax Rates
As the graph denotes, the FY 22 budget uses the current real estate tax rate of 89 cents which has been the rate
for the past eight years.
Real Estate Tax Rates
Fund Balance
No General Fund balance dollars have been used to balance the FY 22 budget.
Reserve Funds
Reserve funds are dollars set aside that are not required for expenditure in the current year or are earmarked for a
specific future purpose.
Why Do We 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).
• 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 We Use Reserve Money to Balance the Budget?
These funds are “non-recurring”. The use of these funds can only be for items that do not require expenditures
in future years (one-time-only expenses). These funds cannot be used for salary increases, additional personnel,
or program expansion that recurs in future years. For example, if $1,000,000 of reserve monies were used in the
budget to cover salaries, the next year there would be $1,000,000 worth of costs and $1,000,000 less money. The
67
74
63 71 71 74 75
87 89 89 89 89 89 89 89 89 89
FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22
REVENUE SUMMARY : 80
REVENUE SUMMARY
County’s 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 in the current year or the next year’s budget. The County’s primary reserve is the Cash Flow
Reserve, which sets aside approximately $24 million or 11.36% of the total FY 22 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
• 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 2000 and updated in October 2015. The importance of adopting
and following these policies include:
• 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.
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
REVENUE SUMMARY, APPENDIX A
Revenue Estimates
83
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
GGEENNEERRAA LL FFUUNNDD
GENERAL PROPERTY TAXES
REAL ESTATE PROPERTY TAX (DEC)36,291,350 36,381,065 36,783,011 37,605,281 822,270 2%
REAL ESTATE PROPERTY TAX (JUNE)36,464,009 35,179,047 36,947,037 37,855,638 908,601 2%
PERSONAL PROPERTY TAX MOTOR VEHICLES 10,500,270 10,838,437 11,610,514 11,767,480 156,966 1%
PERSONAL PROPERTY TAX RELIEF MOTOR VEHICLES 4,754,279 4,754,279 4,754,279 4,754,279 - 0%
PERSONAL PROPERTY BUSINESS FURN & FIXTURES 3,314,982 3,387,929 3,568,574 3,719,500 150,926 4%
PERSONAL PROPERTY COMPUTER EQUIPMENT 408,902 435,376 461,614 437,787 (23,827) -5%
PERSONAL PROPERTY MOBILE HOMES TAX 169,833 177,198 176,614 178,720 2,106 1%
AIRCRAFT TAX 19,084 24,515 24,846 29,530 4,684 19%
MACHINERY & TOOLS TAX 2,920,443 3,090,793 3,170,706 3,191,966 21,260 1%
MERCHANTS CAPITAL TAX 1,402,973 1,480,846 1,558,773 1,730,547 171,774 11%
PUBLIC SERVICE CORP TAXES RE & PP (DEC)1,185,807 1,329,853 1,257,880 1,274,588 16,708 1%
PUBLIC SERVICE CORP TAXES RE (JUNE)1,178,777 1,247,396 1,248,528 1,262,655 14,127 1%
DELINQUENT PROP TAX 2,000,000 2,574,874 2,200,000 2,200,000 - 0%
ROLLBACK TAXES 5,000 98,650 15,000 15,000 - 0%
PRE-PAID & OTHER PROPERTY TAXES - 691,260 - - - -
PENALTY ALL PROP TAX 425,000 569,241 450,000 450,000 - 0%
INTEREST ALL PROP TX 210,000 386,899 250,000 250,000 - 0%
ADMIN FEE-DELINQ TP 81,000 104,314 81,000 81,000 - 0%
SUBTOTAL GENERAL PROPERTY TAXES 101,331,709 102,751,971 104,558,376 106,803,971 2,245,595 2%
OTHER LOCAL TAXES
02 412101 LOCAL SALES AND USE TAX 9,739,892 10,013,089 10,301,540 10,202,157 (99,383) -1%
02 412201 CONSUMER UTILITY TAX 675,000 682,624 675,000 690,000 15,000 2%
02 412202 CONSUMER UTILITY TAX - 177 18,000 18,663 18,000 18,000 - 0%
02 412401 TELECOMMUNICATIONS TAX 882,000 843,462 835,000 795,000 (40,000) -5%
02 412501 UTILITY LICENSE TAX 18,000 20,873 18,000 18,000 - 0%
02 412503 CONSUMPTION TAX 100,000 103,335 107,000 101,000 (6,000) -6%
02 412504 CONSUMPTION TAX - 177 6,000 5,820 6,000 6,000 - 0%
02 412601 MOTOR VEHICLE LICENSE 775,000 805,731 800,000 800,000 - 0%
02 412701 BANK STOCK TAX 31,000 32,371 40,000 40,000 - 0%
02 412801 RECORDATION TAX 750,000 1,279,938 790,000 790,000 - 0%
02 412802 ADDITIONAL TAX ON DEEDS 200,000 333,784 210,000 210,000 - 0%
02 412901 TRANSIENT OCCUPANCY TAX 5,000 17,242 5,000 5,000 - 0%
02 412902 TRANSIENT OCCUPANCY TAX - 177 30,000 28,135 30,000 30,000 - 0%
02 412905 MEALS TAX 270,000 265,406 295,000 250,000 (45,000) -15%
SUBTOTAL OTHER LOCAL TAXES 13,499,892 14,450,475 14,130,540 13,955,157 (175,383) -1%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
Page 1
84
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
OTHER UNDESIGNATED REVENUE
02 413305 LAND TRANSFER FEE 2,400 2,757 2,400 2,400 - 0%
02 414101 COURT FINES & FORFEITURES 54,000 55,741 70,000 50,000 (20,000) -29%
02 415102 INTEREST ON CHECKING 1,014,741 1,342,309 895,999 113,268 (782,731) -87%
02 415201 RENTAL OF PROPERTY 171,984 171,984 171,984 171,984 - 0%
02 415207 SALE OF SURPLUS/SALVAGE 4,646,800 4,686,111 - - - -
02 416608 RETURNED CHECK - 2,003 - - - -
02 419108 RECOVERED COSTS - 11,166 - - - -
02 422103 MOTOR VEHICLE CARRIER TAX 139,000 136,444 137,000 133,000 (4,000) -3%
02 422105 MOBILE HOME TITLING TAX 67,000 60,512 65,000 65,000 - 0%
02 422109 4% CAR RENTAL TAX 45,000 45,832 47,000 45,000 (2,000) -4%
02 422112 PYMNT IN LIEU OF TX-PARKS 25,000 54,648 53,000 53,000 - 0%
02 412910 CIGARETTE TAX - - - - - -
02 433295 MINERAL ROYALTIES - 413 - - - -
SUBTOTAL OTHER UNDESIGNATED REVENUE 6,165,925 6,569,920 1,442,383 633,652 (808,731) -56%
GENERAL FUND BALANCE
02 451203 (TO)FROM UNDESIGNATED FUND BAL 7,560,619 - - - - -
02 451205 (TO)FROM DESIG FUND BALANCE 2,209,931 - - - - -
SUBTOTAL GENERAL FUND BALANCE 9,770,550 - - - - -
TOTAL UNDESIGNATED REVENUE 130,768,076 123,772,367 120,131,299 121,392,780 1,261,481 1%
DESIGNATED RESOURCES
BOARD OF SUPERVISORS
02100 419108 RECOVERED COSTS - - - - - -
COUNTY ADMINISTRATION
02110 419108 RECOVERED COSTS 37,000 24,985 37,000 25,000 (12,000) -32%
02115 419108 RECOVERED COSTS - - - 15,000 15,000 -
COUNTY ATTORNEY
02120 419108 RECOVERED COSTS - - - - - -
FINANCIAL SERVICES
02130 419108 RECOVERED COSTS 70,000 81,706 70,000 70,000 - 0%
Page 2
85
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
INSURANCE
02132 419108 RECOVERED COSTS - 4,060 - - - -
INFORMATION TECHNOLOGY
02140 419108 RECOVERED COSTS - - - - - -
COMMISSIONER OF REVENUE-COMP
02150 423100 SHARED EXPENSES 222,504 221,324 222,504 240,624 18,120 8%
ASSESSMENT - COUNTY
02152 413304 LAND USE APPLICATION FEE 1,800 1,407 1,800 1,800 - 0%
02152 419108 RECOVERED COSTS - 150 - - - -
TREASURER - COMP BD
02160 423100 SHARED EXPENSES 196,260 192,158 196,260 206,302 10,042 5%
TREASURER - COLLECTIONS
02162 416010 FEES 24,000 6,876 24,000 24,000 - 0%
ELECTORAL BOARD
02170 419108 RECOVERED COSTS 30,000 46,126 - - - -
02170 423100 SHARED EXPENSES 49,694 51,702 49,694 49,694 - 0%
INTERNAL SERVICES
02180 415212 MILEAGE - - - - - -
02180 415209 PROCEEDS FROM RESALE - - - - - -
02180 415211 SALE OF PHOTOCOPIES - - - - - -
02180 419108 RECOVERED COSTS - - - - - -
02180 419107 GARAGE CHARGES INTERNAL - - - - - -
02180 419111 VEHICLE MAINTENANCE - - - - - -
02180 419112 CANTEEN FUND - - - - - -
Page 3
86
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
COMMONWEALTH ATTORNEY
02200 416011 J&D DELINQUENT COLLECTIONS 1,417 (1,916) 1,417 1,417 - 0%
02200 416012 GENERAL DISTRICT BBURG DEL COLLECTIONS 1,371 792 1,371 1,371 - 0%
02200 416013 GENERAL DISTRICT CBURG DEL COLLECTIONS 36,022 (15,500) 36,022 36,022 - 0%
02200 416014 CIRCUIT COURT DELINQUENT COLLECTIONS 48,916 5,464 48,916 48,916 - 0%
02200 424401 DOMESTIC VIOLENCE 45,000 45,954 45,000 45,000 - 0%
02200 419104 CONFISCATIONS - 4,804 - - - -
02200 423100 SHARED EXPENSES 715,433 699,496 715,433 746,273 30,840 4%
02200 423200 COMMONWEALTH ATT'Y FEES 8,428 7,746 8,428 8,428 - 0%
CIRCUIT COURT
02210 416016 JUDGE'S SECRETARY SALARY 7,500 7,500 7,500 7,500 - 0%
02210 419108 RECOVERED COSTS 3,000 3,000 - - - -
02210 419122 JURYREIM - 8,098 - - - -
GENERAL DISTRICT COURT
02220 414204 COURTHOUSE MAINTENANCE FEES - 8 - - - -
02221 419108 RECOVERED COSTS - 110 - - - -
CIRCUIT COURT CLERK
02250 416010 FEES 47,600 15,643 47,600 47,600 - 0%
02250 410107 JURY FEES - - - - - -
02250 419108 RECOVERED COSTS 28,747 12,243 - 49,361 49,361 -
02250 423100 SHARED EXPENSES 441,367 470,365 441,367 484,422 43,055 10%
SHERIFF - COMP BOARD
02310 419108 RECOVERED COSTS - 7,183 - - - -
02310 423100 SHARED EXPENSES 4,273,003 4,241,551 4,273,003 4,482,146 209,143 5%
02310 424415 LOCAL JAIL BLOCK GRANT 139,074 166,551 139,074 139,074 - 0%
SHERIFF - COUNTY
02320 412301 E-911 TAX - - - - - -
02320 414200 COURTHOUSE SECURITY FEE 140,000 98,495 140,000 140,000 - 0%
02320 414206 JAIL FEES 8,000 5,010 8,000 8,000 - 0%
02320 414207 JAIL - NONCONSECUTIVE DAYS 50 128 50 50 - 0%
Page 4
87
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
02320 414208 DNA FEE 500 951 500 500 - 0%
02320 415103 INTEREST ON SAVINGS 140 55 140 140 - 0%
02320 416010 FEES 4,137 4,137 4,137 4,137 - 0%
02320 419104 CONFISCATIONS - 3,993 - - - -
02320 419105 JAIL INMATE TELEPHONE 7,000 9,843 7,000 7,000 - 0%
02320 419106 INMATE MEDICAL REIMBURSEMENT 800 496 800 800 - 0%
02320 419108 RECOVERED COSTS 103,000 124,946 103,000 103,000 - 0%
02320 419114 PRISONER/BOARDING 800 400 800 800 - 0%
02320 419115 FINGERPRINTING 800 993 800 800 - 0%
02320 419123 HEM DRUG TESTING 7,000 3,600 7,000 7,000 - 0%
02320 419124 HEM MONITORING 30,000 32,966 30,000 30,000 - 0%
02320 419125 HEM CONNECTION 2,500 1,617 2,500 2,500 - 0%
02320 414209 BACKGROUND 33,250 36,741 33,250 33,250 - 0%
02320 424404 FEDERAL CONFISCATIONS - - - - - -
02320 424460 WIRELESS 911 - - - - - -
02324 419108 RECOVERED COSTS - 100 - - - -
02323 416158 DONATIONS - - - - - -
FIRE AND RESCUE
02330 419108 RECOVERED COSTS - 101 - - - -
02330 416158 DONATIONS - - - - - -
ANIMAL CARE AND ADOPTION
023401 416158 DONATIONS 214,109 40,730 214,109 174,109 (40,000) -19%
023401 413100 FEES 75,000 73,971 80,000 80,000 - 0%
023401 416165 PRIVATE GRANTS - 17,500 - - - -
023401 419108 RECOVERED COSTS - - - - - -
ANIMAL CONTROL
02340 413100 ANIMAL LICENSES - - - - - -
02340 413101 DOG & CAT STERILIZATION - 1,271 - - - -
GENERAL SERVICES
02400 414204 COURTHOUSE MAINTENANCE FEES 40,000 28,221 40,000 40,000 - 0%
02400 414205 HHS MAINTENANCE FEES 11,665 18,900 11,665 11,665 - 0%
02400 419108 RECOVERED COSTS 177,359 148,781 171,379 171,379 - 0%
02400 419110 HEALTH & HUMAN SVCS UTILITIES 81,330 56,960 81,330 81,330 - 0%
Page 5
88
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
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 5,700 - 5,700 5,700 - 0%
02410 424407 LITTER CONTROL GRANT 16,450 25,223 16,450 16,450 - 0%
ENGINEERING/ENVIRONMENTAL SVC
02400 413308 BUILDING PERMITS 103,771 133,817 103,771 103,771 - 0%
02400 413309 OCCUPANCY PERMITS 950 1,725 950 950 - 0%
02400 413310 ELECTRICAL PERMITS 24,620 28,760 24,620 24,620 - 0%
02400 413311 MECHANICAL PERMITS 15,800 18,022 15,800 15,800 - 0%
02400 413312 PLUMBING PERMITS 15,340 14,726 15,340 15,340 - 0%
02400 413323 MANUFACTURED HOUSING PERMITS 6,000 7,102 6,000 6,000 - 0%
02400 413325 REINSPECTION PERMITS 1,320 2,310 1,320 1,320 - 0%
02420 413324 SOIL EROSION PERMITS 24,970 26,822 24,970 24,970 - 0%
02420 419108 RECOVERED COSTS - 2,081 - - - -
024290 413317 LAND DISTURBANCE FEE - 1,260 - - - -
024290 413327 STORMWATER FEES 21,385 23,950 21,385 21,385 - 0%
CHILDREN'S SERVICES ACT
02510 419108 RECOVERED COSTS - 62,952 - - - -
02510 424445 CHILDREN'S SERVICES ACT 1,162,784 725,877 1,162,784 1,162,784 - 0%
HUMAN SERVICES
02520 419458 CSA ADMINISTRATION 12,000 - 12,000 12,000 - 0%
02520 416158 DONATIONS 4,152 13,576 - - - -
25202 433107 R.S.V.P. GRANT 48,543 57,918 56,043 56,043 - 0%
25205 413300 USER FEES - 30 - - - -
25205 419108 RECOVERED COSTS - - - - - -
25205 416156 FLOYD CONTRIBUTION - - - - - -
25205 424412 VJCCCA GRANT 49,392 49,393 49,392 49,392 - 0%
SOCIAL SERVICES
02540 419108 RECOVERED COSTS 70,000 183,615 70,000 70,000 - 0%
Page 6
89
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
02540 424102 PUBLIC ASSISTANCE PAYMENTS 5,032,099 5,010,834 4,873,550 4,984,902 111,352 2%
02540 434402 FEDERAL PASS THROUGH 242,350 192,335 242,350 302,557 60,207 25%
PARKS AND RECREATION
27001 415201 PROPERTY RENTAL 3,830 1,830 3,830 3,830 - 0%
27001 419108 RECOVERED COSTS - 1,250 1,000 1,000 - 0%
27002 416010 ADULT EDUCATION FEES - 660 - - - -
27004 416010 SWIMMING POOL FEES 72,000 57,894 72,000 72,000 - 0%
27005 416010 SENIOR EDUCATION FEES 500 722 500 500 - 0%
27006 416010 ATHLETIC FEES 34,600 22,178 34,600 34,600 - 0%
27007 416010 COMMUNITY RECREATION FEES - 750 - - - -
27008 416010 SENIOR TOUR FEES 13,000 7,233 16,500 16,500 - 0%
27009 416010 OUTDOOR RECREATION FEES 12,000 5,960 8,000 8,000 - 0%
27010 416010 SPECIAL PROGRAMS 1,000 15 500 500 - 0%
27011 416010 SUMMER FEES 28,700 105 28,700 28,700 - 0%
27012 416158 FUNDRAISING - - - - - -
27014 416168 SCHOLARSHIP 500 947 500 500 - 0%
27016 416010 MEADOWBROOK SENIOR PROGRAMS - - - - - -
REGIONAL LIBRARY
02710 415211 SALE OF PHOTOCOPIES 25,000 17,276 25,000 8,500 (16,500) -66%
02710 416010 SALE OF PASSPORTS 8,000 9,955 8,000 4,000 (4,000) -50%
02710 416151 LIBRARY FINES 29,000 22,203 25,000 3,000 (22,000) -88%
02710 416152 LIBRARY FEES 2,700 1,803 6,700 1,700 (5,000) -75%
02710 416156 FLOYD CONTRIBUTION 71,748 71,748 67,548 79,821 12,273 18%
02710 416159 BLACKSBURG CONTRIBUTION 15,000 15,000 15,000 15,000 - 0%
02710 416160 CHRISTIANSBURG CONTRIBUTION 15,000 15,000 15,000 15,000 - 0%
02710 419108 RECOVERED COSTS - 887 - - - -
02710 424409 STATE LIBRARY GRANT 220,278 227,142 225,285 247,298 22,013 10%
02710 416158 DONATIONS 42,991 51,193 - - - -
PLANNING & GIS
02800 413307 REZONING AND SUBDIVISION PERMT 5,427 11,520 5,427 5,427 - 0%
02800 413314 SITE PLAN REVIEW 2,500 300 7,500 7,500 - 0%
02801 413315 ZONING PERMIT 6,980 16,900 11,980 11,980 - 0%
02800 413316 TECHNOLOGY FEE 22,000 18,414 22,000 22,000 - 0%
02800 413340 SUBDIVISION REVIEW MAJOR PRE 1,050 - 1,050 1,050 - 0%
02800 413333 SUBDIVISON REVIEW MAJOR 1,625 430 1,625 1,625 - 0%
02800 413334 SUBDIVISION REVIEW MINOR 1,825 1,900 1,825 1,825 - 0%
Page 7
90
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
02800 413335 SUBDIVISION REVIEW BL 1,500 1,620 1,500 1,500 - 0%
02800 416161 SALE OF MAPS, ORDINANCES 520 977 520 520 - 0%
02800 413301 AUTOMOBILE GRAVEYARD LICENSE - 3,300 - - - -
02800 419108 RECOVERED COSTS 1,227 2,524 - - - -
ECONOMIC DEVELOPMENT
02810 419108 RECOVERED COSTS 7,000 - - - - -
02810 424500 GOVERNOR'S OPPORTUNITY - - - - - -
OTHER AGENCIES
02910 422113 EXTENSION OFFICE REIMBURSEMENT - - - - - -
02910 WIRELESS 911 REVENUE - - - - - -
02910 419108 RECOVERED COSTS - - - - - -
SPECIAL CONTINGENCIES
029601 419108 STATE SCHOOL REVENUE(DEFERRED $)- - 5,375,600 - (5,375,600) -100%
TOTAL DESIGNATED 14,892,203 14,213,956 20,009,464 15,115,770 (4,893,694) -24%
TTOOTTAA LL GGEENNEERRAA LL FFUUNNDD RREESS OOUURRCCEESS 114455,,666600,,227799 113377,,998866,,332233 114400,,114400,,776633 113366,,550088,,555500 ((33,,663322,,221133)) --33%%
LLAAWW LLIIBBRRAARRYY
03 415102 INTEREST ON INVESTMENTS 1,000 98 1,000 1,000 - 0%
03 416010 FEES 14,000 9,653 14,000 14,000 - 0%
03 451204 FUND BALANCE 2,600 - 2,600 2,600 - 0%
TTOOTTAA LL LLAAWW LLIIBBRRAARRYY 1177,,660000 99,,775522 1177,,660000 1177,,660000 -- 00%%
SS CCHHOOOOLL OOPPEERRAATTIINNGG FFUUNNDD
LOCAL DESIGNATED RESOURCES
09 415201 RENTS 50,000 64,452 50,000 50,000 - 0%
09 416121 TUITION - PRIVATE SOURCES - - - - - -
09 416202 SPECIAL FEES - - - - - -
09 416125 TRANSPORTATION OF PUPILS 25,000 30,289 25,000 25,000 - 0%
09 418128 REIMBURSEMENTS - AFTER SCHOOL PROGRAM 350,000 336,626 300,000 300,000 - 0%
09 418129 REIMBURSEMENTS - PAYROLL 75,000 128,584 75,000 75,000 - 0%
09 418301 OTHER REBATES AND REFUNDS 52,000 80,661 50,000 50,000 - 0%
09 418302 E-RATE UNIVERSAL SERVICE DISCOUNTS 416,041 416,041 158,938 158,938 - 0%
Page 8
91
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
09 418910 INSURANCE ADJUSTMENTS - 82,011 - - - -
09 418992 RECOVERED COSTS 60,000 75,686 60,000 60,000 - 0%
09 418993 DONATIONS 351,500 371,250 - - - -
09 440405 OTHER STATE AID 169,889 154,325 - - - -
09 418994 BENEFITS OTHER STATE AGENCIES 4,000 4,000 - - - -
09 418905 SALE OF SUPPLIES 5,000 10,807 5,000 5,000 - 0%
09 418908 SALE OF SCHOOL BUSES 5,000 15,885 5,000 5,000 - 0%
09 418909 SALE OF EQUIPMENT 3,500 1,500 3,500 3,500 - 0%
09 419126 RESTITUTION - - - - - -
09 419127 REIMBURSEMENTS HR - - - - - -
09 419101 TUITION-OTHER LOCALITY - - - - - -
SUBTOTAL LOCAL DESIGNATED RESOURCES 1,566,930 1,772,117 732,438 732,438 - 0%
DESIGNATED STATE REVENUE
09 422111 STATE RECORDATION TAX 250,000 337,447 250,000 - (250,000) -100%
STATE SOQ
09 424201 STATE SALES TAX 12,177,097 12,320,605 12,809,786 12,075,291 (734,495) -6%
09 424202 BASIC STATE AID - SOQ 27,854,885 27,316,246 29,612,287 29,109,860 (502,427) -2%
09 424204 REMEDIAL SUMMER 24,017 - 16,990 21,986 4,996 29%
09 424207 GIFTED EDUCATION SOQ 294,047 290,800 307,220 299,427 (7,793) -3%
09 424208 REMEDIAL EDUCATION SOQ 720,115 730,566 762,141 742,810 (19,331) -3%
09 424210 TEXTBOOKS 604,237 597,565 634,941 618,835 (16,106) -3%
09 424212 SPECIAL EDUCATION SOQ 3,480,557 3,442,126 3,485,763 3,397,346 (88,417) -3%
09 424217 VOCATIONAL EDUCATION SOQ 800,058 806,026 779,866 760,084 (19,782) -3%
09 424221 FICA INSTRUCTIONAL SOQ 1,716,275 1,697,324 1,790,146 1,744,739 (45,407) -3%
09 424267 ENGLISH-2ND LANGUAGE 273,237 261,375 374,265 292,069 (82,196) -22%
09 424222 GROUP LIFE 114,018 112,759 124,070 120,922 (3,148) -3%
09 424225 RETIREMENT 3,786,606 3,744,796 4,165,191 4,065,299 (99,892) -2%
SUBTOTAL STATE SOQ 51,845,149 51,320,188 54,862,666 53,248,668 (1,613,998) -3%
INCENTIVE PROGRAMS
09 424276 EDUCATIONAL TECHNOLOGY 661,129 661,129 570,000 570,000 - 0%
09 AT RISK MONIES - - 726,129 639,919 (86,210) -12%
09 COMPENSATION SUPPLEMENT 1,718,680 1,696,803 - 650,761 650,761 -
09 VA PRESCHOOL INITIATIVE - - 709,226 792,761 83,535 12%
09 NO LOSS FUNDING - - - 2,054,001 2,054,001 -
09 COMMUNITY ADD ON FUNDING - - - 62,500 62,500 -
09 GAMES OF SKILL - - 422,125 - (422,125) -100%
09 EARLY CHILDHOOD ED4 - - 30,000 - (30,000) -100%
Page 9
92
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
SUBTOTAL INCENTIVE PROGRAMS 2,379,809 2,357,932 2,457,480 4,769,942 2,312,462 94%
STATE CATEGORICAL
09 440220 OTHER CATEGORICAL - - - - - -
09 440261 VIRTUAL ADVANCE PLACEMENT - - - - - -
09 424246 SPECIAL EDUCATION HOMEBOUND 50,713 42,393 42,396 21,228 (21,168) -50%
09 424247 SPECIAL EDUCATION HOSPITAL 527,719 495,707 563,518 456,548 (106,970) -19%
09 440259 SPECIAL EDUCATION FOSTER CARE - - - - - -
09 440248 SPECIAL EDUCATION REGL - 128,786 - - - -
SUBTOTAL STATE CATEGORICAL 578,432 666,886 605,914 477,776 (128,138) -21%
LOTTERY FUNDED PROGRAMS
09 424205 FOSTER CARE 101,477 - 97,673 118,178 20,505 21%
09 424211 ISAEP/GED FUNDING 16,710 16,773 16,772 16,772 - 0%
09 424218 VOCATIONAL EDUCATION 85,754 90,340 123,393 98,217 (25,176) -20%
09 424210 TEXTBOOKS - - - - - -
09 424223 ALGEBRA READINESS SOL 90,664 96,134 103,236 106,000 2,764 3%
09 424228 READING INTERVENTION 197,133 223,553 232,303 218,327 (13,976) -6%
09 424265 AT RISK 625,320 462,943 286,857 468,100 181,243 63%
09 424272 ALTERNATIVE EDUCATION 163,893 327,188 159,632 164,265 4,633 3%
09 424273 SUPP SUPPORT 2,176,732 2,172,160 1,862,938 - (1,862,938) -100%
09 424275 REDUCE K-3 CLASSES 892,558 872,446 963,742 903,089 (60,653) -6%
09 424281 AT RISK FOUR YEAR OLDS 761,549 922,229 - - - -
09 424290 TEACHER MENTOR 5,984 6,530 6,530 10,356 3,826 59%
09 424416 PROJECT GRADUATION REGIONAL 13,171 13,171 9,956 9,999 43 0%
09 INFRASTRUCTURE AND OPERATIONS PER PUPIL - - - 2,243,391 2,243,391 -
09 PROJECT GRADUATION/SENIOR YEAR - 92,500 164,325 164,325 - 0%
09 440400 NATIONAL BOARD CERTIFICATION - 47,500 - - - -
SUBTOTAL LOTTERY FUNDED PROGRAMS 5,130,945 5,343,466 4,027,357 4,521,019 493,662 12%
DEFERRED STATE REVENUE
09 DEFERRED STATE REVENUE - - (5,375,600) - 5,375,600 -
SUBTOTAL DEFERRED STATE REVENUE - - (5,375,600) - 5,375,600 -
SUBTOTAL STATE DESIGNATED REVENUE 60,184,335 60,025,918 56,827,817 63,017,405 6,189,588 11%
DESIGNATED FEDERAL REVENUE
09 433201 ADULT BASIC EDUCATION - - - - - -
09 433202 FAMILY LITERACY/CHAPTER I 1,700,724 1,901,467 1,805,325 1,805,325 - 0%
09 433205 ESEA IV-C 99,138 93,970 111,974 111,974 - 0%
09 433206 GAPS EDUCATION - - - - - -
Page 10
93
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
09 433208 FOREST RESERVE FUNDS 2,500 20,812 2,500 2,500 - 0%
09 433209 JOB PARTNERSHIP TR. ACT - - - - - -
09 433211 MEDICAID REIMBURSEMENTS 160,000 490,791 160,000 160,000 - 0%
09 433212 TITLE III 23,243 20,217 41,931 41,931 - 0%
09 433214 HOMELESS FUNDING 45,200 52,710 44,000 44,000 - 0%
09 433215 FEDERAL STIMULUS FUNDING - - - - - -
09 433216 ARRA84.386 - - - - - -
09 433217 ARRA84.389 - - - - - -
09 433218 ARRA84.391 - - - - - -
09 433219 SPECIAL EDUCATION-P.L. 94-141 1,970,008 2,065,980 2,076,833 2,076,833 - 0%
09 433224 VOCATIONAL EDUC-CATEGORICAL 148,024 243,754 169,951 169,951 - 0%
09 433226 EESA PL 98-377 TITLE II 252,279 283,792 299,804 299,804 - 0%
09 433228 DRUG FREE SCHOOL PAYMENTS - - - - - -
09 433290 AWARE FUNDING - - - - - -
09 433290 OTHER FEDERAL FUNDS-DQE 51,416 44,121 53,967 53,967 - 0%
09 433234 DETENTION HOME READING PROGRAM - - - - - -
SUBTOTAL FEDERAL DESIGNATED 4,452,532 5,217,613 4,766,285 4,766,285 - 0%
TRANSFERS (TO) FROM OTHER FUNDS
09 451100 TRANSFER FROM GENERAL FUND 57,577,743 51,569,666 51,827,273 53,877,273 2,050,000 4%
TOTAL TRANSFERS 57,577,743 51,569,666 51,827,273 53,877,273 2,050,000 4%
TTOOTTAA LL SS CCHHOOOOLL OOPPEERRAATTIINNGG FFUUNNDD RREESS OOUURRCCEESS 112233,,778811,,554400 111188,,558855,,331144 111144,,115533,,881133 112222,,339933,,440011 88,,223399,,558888 77%%
SS CCHHOOOOLL NNUUTTRRIITTIIOONN FFUUNNDD
11 416124 NUTRITION RECEIPTS 2,206,710 893,879 2,335,046 2,056,931 (278,115) -12%
11 416126 NUTRITION PRE - 979,333 - - - -
11 416126 NUTRITION FEES - - - - - -
11 418999 MISC FEES - 81,963 - - - -
11 424215 STATE AID SCHOOL FOOD PROGRAM 51,478 67,103 107,473 66,543 (40,930) -38%
11 433213 FEDERAL AID-SCH FOOD PROGRAM 3,026,518 3,047,047 2,785,485 2,510,000 (275,485) -10%
11 415102 INTEREST - 16 - - - -
TTOOTTAA LL SS CCHHOOOOLL NNUUTTRRIITTII OONN FFUUNNDD 55,,228844,,770066 55,,006699,,334411 55,,222288,,000044 44,,663333,,447744 ((559944,,553300)) --1111%%
SS CCHHOOOOLL CC AAPPIITTAALL PP RROOJJ EECCTTSS FFUUNNDD
19 451100 TRANSFER FROM GENERAL FUND 6,756,523 6,756,523 2,146,173 2,195,645 49,472 2%
19 TRANSFER FROM DEBT SERVICE FUND 355,000 355,000 - - - -
19 415108 INTEREST - - - - - -
Page 11
94
FY 20
REVISED FY 20 FY 21 FY 22
ESTIMATE REALIZED ESTIMATE ESTIMATE $%
CCOOUUNNTTYY OOFF MMOONNTTGGOOMMEERRYY ,, VV IIRRGGIINNIIAA
FFIISS CCAALL YY EEAA RR 22002222 RREEVV EENNUUEE EESS TTIIMMAATTEESS
FROM FY 21 BUDGET
INC/(DEC) FY 22 BUDGET
19 OTHER REVENUE/FUND BALANCE - - - - - -
TTOOTTAA LL SS CCHHOOOOLL CC AAPPIITTAALL PPRROOJJ EECCTTSS FFUUNNDD 77,,111111,,552233 77,,111111,,552233 22,,114466,,117733 22,,119955,,664455 4499,,447722 22%%
CC OO UUNNTTYY CC AAPPIITTAALL PP RROOJJ EECCTTSS FFUUNNDD
12 451110 TRANSFER FROM GENERAL FUND 5,365,152 5,365,152 3,531,173 3,580,645 49,472 1%
12 TRANSFER FROM DEBT SERVICE FUND 223,049 223,049
12 415108 INTEREST - - - - - -
12 419108 RECOVERED COSTS - - - - - -
TTOOTTAA LL CC OO UUNNTTYY CC AAPPIITTAALL PP RROOJJ EECCTTSS FFUUNNDD 55,,558888,,220011 55,,558888,,220011 33,,553311,,117733 33,,558800,,664455 4499,,447722 11%%
DDEEBBTT SS EERRVV IICC EE FFUUNNDD
18 415107 OTHER INTEREST - - - - - -
18 419108 QSCB2 INTEREST SUBSIDY 1,347,447 633,974 1,347,447 1,347,447 - 0%
18 SCHOOL ENERGY BOND SAVINGS (TRANSFER FROM SCHOOL OPER)408,660 408,660 408,660 408,660 - 0%
18 COURTHOUSE MAINTENANCE FEES 79,982 41,135 79,982 79,982 - 0%
18 RENT INCOME 186,471 186,480 186,471 186,471 - 0%
18 TRANSFER FROM COUNTY CAPITAL - - - - - -
18 TRANSFER FROM SCHOOL CAPITAL FUND - - - - - -
18 451501 DESIGNATED FUND BALANCE 578,049
18 451100 TRANSFER FROM GENERAL FUND 21,609,886 22,341,104 22,700,165 22,700,165 - 0%
TTOOTTAA LL DDEEBBTT SS EERRVV IICC EE FFUUNNDD 2244,,221100,,449955 2233,,661111,,335533 2244,,772222,,772255 2244,,772222,,772255 -- 00%%
EEDDAA
451110 TRANSFER FROM GENERAL FUND 371,104 190,803 380,000 380,000 - 0%
TTOOTTAA LL EEDDAA 337711,,110044 119900,,880033 338800,,000000 338800,,000000 -- 00%%
TTOOTTAA LL RREESS OOUURRCCEESS AALLLL FFUUNNDDSS ((IINNCC LLUUDDIINNGG TTRRAANNSS FFEERRSS ))331122,,002255,,444488 229988,,115522,,661100 229900,,332200,,225511 229944,,443322,,004400 44,,111111,,778899 11%%
IINNTTEERRFFUUNNDD TTRRAANNSS FFEERRSS ((9922,,666677,,111177)) ((8866,,663311,,990099)) ((8800,,999933,,444444)) ((8833,,114422,,338888)) ((22,,114488,,994444)) 33%%
GGRRAANNDD TTOOTTAALL AALLLL FFUUNNDDSS ((EEXX CCLLUUDDIINNGG IINNTTEERRFFUUNNDD TTRRAA NNSS FFEERRSS ))221199,,335588,,333311 221111,,552200,,770011 220099,,332266,,880077 221111,,228899,,665522 11,,996622,,884455 11%%
Page 12
MONTGOMERY COUNTY, VIRGINIA
APPROVED BUDGET
for fiscal year 2022
REVENUE SUMMARY, APPENDIX B
Financial Policies
REVENUE SUMMARY : 97
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.
7. Where feasible, the County will explore the usage of special assessment, revenue, or other self-supporting
REVENUE SUMMARY : 98
REVENUE SUMMARY
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 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 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 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
APPROVED BUDGET
for fiscal year 2022
EXPENDITURE PLANS
MONTGOMERY COUNTY, VIRGINIA
Revenue Sharing
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Revenue Sharing
REVENUE SHARING : 101
REVENUE SHARING : 102
REVENUE SHARING
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Refunds $195,000 $180,363 $195,000 $195,000 $- $195,000 $-
TOTAL EXPENDITURES $195,000 $180,363 $195,000 $195,000 $- $195,000 $-
REVENUE BY CLASSIFICATION
Adjustment for Revenue Refunds $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $195,000 $180,363 $195,000 $195,000 $- $195,000 $-
TOTAL REVENUES $195,000 $180,363 $195,000 $195,000 $- $195,000 $-
REVENUE SHARING : 103
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 semian-
nually 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 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.
Approved 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
Board of Supervisors
Board of
Supervisors
VOTERS
BOARD OF SUPERVISORS : 105
BOARD OF SUPERVISORS : 106
BOARD OF SUPERVISORS
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Board of Supervisors $305,937 $242,854 $270,632 $282,503 $- $282,503 $11,871
TOTAL EXPENDITURES $305,937 $242,854 $270,632 $282,503 $- $282,503 $11,871
EXPENDITURES BY
CLASSIFICATION
Personal Services $165,551 $149,932 $162,252 $174,123 $- $174,123 $11,871
Operations & Maintenance $135,346 $92,593 $108,380 $108,380 $- $108,380 $-
Capital Outlay $5,040 $329 $- $- $- $- $-
TOTAL EXPENDITURES $305,937 $242,854 $270,632 $282,503 $- $282,503 $11,871
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED
REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $305,937 $242,854 $270,632 $282,503 $- $282,503 $11,871
TOTAL REVENUES $305,937 $242,854 $270,632 $282,503 $- $282,503 $11,871
BOARD OF SUPERVISORS : 107
BOARD OF SUPERVISORS
About
There are seven members of the Board of Supervisors, each
elected from one of the seven geographic districts. The Board
of Supervisors serves as the County’s legislative arm, with
both administrative and legislative responsibilities. Terms are
for four years; three or four seats are 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,
and adopts the County’s comprehensive land use plan and
related ordinances.
Highlights
• Supported the New River Valley Public Health Task Force by adopting the Community Wellness
Commitment.
• Continued to support the broadband initiative to address underserved and unserved areas in Montgomery
County.
• Continued to support the New River Valley Rail 2020 project that was initiated in 2013 by the Blacksburg
Partnership. NRV Rail 2020 is a broad-based community initiative to bring Amtrak passenger rail service to
Virginia’s New River Valley.
• In August, the Montgomery County Board of Supervisors recognized the county’s Fire and Rescue
Volunteers with 30 or more years of service.
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 in the current fiscal year.
• $11,871 is Added to the Base Compensation of Board’s Budget – Additional base funding has been
added to cover the cost of compensation for the Board due to the increase that went into effect in January
of 2020.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
County Administration
County
Administrator
Administration
Emergency
Services
Human
Resources
Management
and Budget
Board of
Supervisors
VOTERS
COUNTY ADMINISTRATION : 109
Public
Information
COUNTY ADMINISTRATION : 110
COUNTY ADMINISTRATION
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Administration $793,712 $696,308 $806,784 $810,634 $60,952 $871,586 $64,802
Emergency Services $344,069 $145,400 $146,805 $206,784 $- $206,784 $59,979
Human Resources $934,920 $661,300 $727,476 $468,911 $- $468,911 $(258,565)
Management and Budget $- $- $- $248,356 $- $248,356 $248,356
Public Information $303,921 $258,511 $275,723 $343,538 $- $343,538 $67,815
TOTAL EXPENDITURES $2,376,622 $1,761,520 $1,956,788 $2,078,223 $60,952 $2,139,175 $182,387
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,438,192 $1,319,037 $1,476,193 $1,876,987 $60,952 $1,937,939 $461,746
Operations & Maintenance $884,954 $421,694 $480,595 $201,236 $- $201,236 $(279,359)
Capital Outlay $53,476 $20,789 $- $- $- $- $-
TOTAL EXPENDITURES $2,376,622 $1,761,520 $1,956,788 $2,078,223 $60,952 $2,139,175 $182,387
REVENUE BY CLASSIFICATION
Local Recovered Costs $37,000 $24,985 $37,000 $40,000 $- $40,000 $3,000
TOTAL DESIGNATED REVENUE $37,000 $24,985 $37,000 $40,000 $- $40,000 $3,000
TOTAL UNDESIGNATED
REVENUE $2,339,622 $1,736,534 $1,919,788 $2,038,223 $60,952 $2,099,175 $179,387
TOTAL REVENUES $2,376,622 $1,761,520 $1,956,788 $2,078,223 $60,952 $2,139,175 $182,387
COUNTY ADMINISTRATION : 111
COUNTY ADMINISTRATION
About
County Administration includes Administration, Emergency Services, Human Resources, Management and
Budget, and Public Information. 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.
Emergency Services
The Emergency Services Office coordinates fire and rescue services throughout the County and staffs the Fire and
Rescue Commission.
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
clinic, worker’s compensation, employee performance evaluations, 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 Information
Public Information is the primary resource for information about programs and services. The office encourages
citizen input into the local government process and links residents, the news media, and other groups to County
government.
Highlights
• Responded to the COVID-19 pandemic by ensuring continued accessibility to citizens and continuity of
government.
• As one of the founding members of the New River Valley Public Health Task Force, Montgomery County
supported the response to COVID-19 in the community, as well as served as the fiscal agent for the task
force.
• Facilitated and provided technical support for the Virtual Town Halls hosted by the New River Valley Public
Health Task Force.
• Continued to produce podcasts on a variety of topics to include board meeting summaries, preparing
to vote, and responsible pet ownership, resulting in nearly 1,000 downloads on platforms that include
Podbean.com; Apple Podcasts; Google Play; and Stitcher. The most popular podcast was “Facts from the
New River Health District Epidemiologist” with 641 downloads.
COUNTY ADMINISTRATION : 112
COUNTY ADMINISTRATION
• The county’s Facebook and Twitter accounts grew, with Facebook growing 39 percent last fiscal year.
• The Public Information Office received five Public Relations Society of America awards – two gold awards
for creative content surrounding the county’s Animal Control team and three silver awards for the Rescuing
Shadow video; the new logo and branding efforts; and the community partnership with the New River
Valley Public Health Task Force.
• Hosted events for employees last year from health fairs to blood drives, including programs where
employees chose to give back to our community in various ways, including food drives.
• Conducted employee training sessions on topics that included job-related skills, public services, and both
employee and public safety.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Administration 6 6 0
Emergency Services 1 2 1
Human Resources 4 4 0
Management and Budget 0 2 2
Public Information 3 4 1
TOTAL 14 18 4
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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off
cycle during the budget year. In addition to the 3% compensation increase added to the base budget, the
budget also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other
fringe benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase,
effective July 1, 2021.
• Budget Function is Transferred to County Administration – For FY 22, the budget function is being
transferred from the Finance Department to a new department within County Administration. $248,356
and 2 FTE are transferred from the Finance Department to a new Management and Budget department in
County Administration. This structural change is made for better operational efficiency.
• Deputy Emergency Services Coordinator Position (One FTE) Added to the Base Budget – In order
to adequately address emergency services needs in the County, $65,367 and 1 FTE were added offcycle
in FY 21. This position has become part of the base budget for FY 22 and adds one additional FTE to the
Emergency Services Department. This position will assist the County’s Emergency Services Coordinator
in hazard mitigation and the implementation of emergency response and coordination throughout the
COUNTY ADMINISTRATION : 113
COUNTY ADMINISTRATION
County. This position is supported with $15,000 in grant revenue.
• PIO Administrative Assistant Position (One FTE) Added to the Base Budget – As part of the FY
2021 approved budget, $58,417 was added for an Administrative Assistant to help the Public Information
Office and for the front desk at the Government Center. This position was deferred and held in Special
Contingencies for the FY 21 approved budget due to revenue concerns related to the COVID-19 pandemic.
As revenues stabilized in FY 21, the position was transferred from Special Contingencies to the Public
Administration Office in the County Administration Division and has become part of the base budget for FY
22.
• ($12,000) is Reduced From the Human Resources Revenue Base Budget – The Human Resources
Department provides assistance to the New River Valley Emergency Communications Regional Authority.
The Authority reimburses the County for these services. $12,000 in revenue collections has been reduced
in the base budget for FY 22 based on actual collections in FY 20 and anticipated collections in FY 21 and
FY 22.
• ($285,359) is Reduced From the Wellness Base Budget – The County has a base budget of
$285,359 to cover the cost of the County’s employee health clinic. Due to favorable experience ratings
on health insurance costs within the County’s self-funded health insurance program, the County now has
the reserve capacity to fund the costs of the health clinic out of the health insurance fund. This allows the
County to reduce the cost incurred in the County’s wellness budget and transfer these costs to the health
insurance fund for FY 22.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $60,952 is Added to Convert the Management Analyst Position to an Assistant County
Administrator Position – As Montgomery County continues to grow and day-to-day responsibilities
increase, the County needs additional administrative and executive capacity to help manage operations.
This position will work in conjunction with the County Administrator and the Assistant County
Administrator/CFO to help oversee the various operations of the County and address administrative and
executive policy needs.
MONTGOMERY COUNTY, VIRGINIA
County Attorney
Board of
Supervisors
VOTERS
County Attorney
COUNTY ATTORNEY : 115
COUNTY ATTORNEY : 116
COUNTY ATTORNEY
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
County Attorney $370,641 $349,860 $382,368 $392,712 $- $392,712 $10,344
TOTAL EXPENDITURES $370,641 $349,860 $382,368 $392,712 $- $392,712 $10,344
EXPENDITURES BY CLASSIFICATION
Personal Services $338,574 $328,741 $355,301 $365,645 $- $365,645 $10,344
Operations & Maintenance $32,067 $20,640 $27,067 $27,067 $- $27,067 $-
Capital Outlay $- $480 $- $- $- $- $-
TOTAL EXPENDITURES $370,641 $349,860 $382,368 $392,712 $- $392,712 $10,344
REVENUE BY CLASSIFICATION
Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $370,641 $349,860 $382,368 $392,712 $- $392,712 $10,344
TOTAL REVENUES $370,641 $349,860 $382,368 $392,712 $- $392,712 $10,344
COUNTY ATTORNEY : 117
COUNTY ATTORNEY
About
The County Attorney defends or brings actions in which the County and any of its boards, officials, departments, or
employees is a party. 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 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 21 Approved
FTE
FY 22 Approved
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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
Financial Services
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Financial
Services
Finance Purchasing
FINANCIAL SERVICES : 119
FINANCIAL SERVICES : 120
FINANCIAL SERVICES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Finance $1,023,537 $1,005,966 $1,032,513 $804,025 $20,000 $824,025 $(208,488)
Purchasing $187,089 $183,416 $192,947 $202,915 $- $202,915 $9,968
TOTAL EXPENDITURES $1,210,626 $1,189,382 $1,225,460 $1,006,940 $20,000 $1,026,940 $(198,520)
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,036,005 $1,022,338 $1,051,970 $839,450 $- $839,450 $(212,520)
Operations & Maintenance $174,482 $166,906 $173,490 $167,490 $20,000 $187,490 $14,000
Capital Outlay $139 $138 $- $- $- $- $-
TOTAL EXPENDITURES $1,210,626 $1,189,382 $1,225,460 $1,006,940 $20,000 $1,026,940 $(198,520)
REVENUE BY
CLASSIFICATION
Local Recovered Costs $70,000 $81,706 $70,000 $70,000 $- $70,000 $-
TOTAL DESIGNATED
REVENUE $70,000 $81,706 $70,000 $70,000 $- $70,000 $-
TOTAL UNDESIGNATED
REVENUE $1,140,626 $1,107,676 $1,155,460 $936,940 $20,000 $956,940 $(198,520)
TOTAL REVENUES $1,210,626 $1,189,382 $1,225,460 $1,006,940 $20,000 $1,026,940 $(198,520)
FINANCIAL SERVICES : 121
FINANCIAL SERVICES
About
Financial Services is responsible for ensuring the integrity of public funds by developing and monitoring
compliance with internal controls and financial policies and procedures. The division is responsible for payroll,
accounts payable, risk management, and purchasing. It 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 Joint Tourism program, the New River
Valley Emergency Communications Regional Authority (911
Authority), and the 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 assists County departments with purchases of $2,500 or more on an as-needed basis.
Formal invitations for bid and requests for proposal are developed, issued and awarded in accordance with the
Virginia Public Procurement Act. Purchase orders are issued upon award of the solicitations.
Highlights
• The Finance team received the Government Finance Officers Association’s Certificate of Achievement for
Excellence in Financial Reporting for the 33rd consecutive year.
• Administered the CARES Act funding of approximately $18 million for the entire County, including the
towns of Blacksburg and Christiansburg.
• Assisted with the review and processing of CARES Act grants for small businesses, non-profits, childcare
providers, hotels/motels and dining expansion in the towns of Blacksburg and Christiansburg and
Montgomery County. About 300 grants were paid totaling approximately $3.4 million dollars.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Finance 9 7 -2
Purchasing 2 2 0
TOTAL 11 9 -2
FINANCIAL SERVICES : 122
FINANCIAL SERVICES
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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Budget Function is Transferred to County Administration – For FY 22, the budget function is being
transferred from the Finance Department to a new department within County Administration. $248,356
and 2 FTE are transferred from the Finance Department to a new Management and Budget department in
County Administration. This structural change is made for better operational efficiency.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $20,000 is Added for Increased Audit Fees – Additional funding has been added to cover the cost
of new reporting requirements by the Auditor of Public Accounts for additional internal control audits,
actuarial fee increases, and financial advisor increases. Audit fees have not been increased since FY
2012. This increase will provide the Finance Department with sufficient funding to cover these increased
expenses.
MONTGOMERY COUNTY, VIRGINIA
Insurance
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Financial
Services
Insurance
INSURANCE : 123
INSURANCE : 124
INSURANCE
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Insurance $208,195 $178,810 $208,195 $208,195 $2,500 $210,695 $2,500
TOTAL EXPENDITURES $208,195 $178,810 $208,195 $208,195 $2,500 $210,695 $2,500
EXPENDITURES BY
CLASSIFICATION
Personal Services $10,544 $9,511 $10,640 $10,640 $- $10,640 $-
Operations & Maintenance $197,651 $169,300 $197,555 $197,555 $2,500 $200,055 $2,500
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $208,195 $178,810 $208,195 $208,195 $2,500 $210,695 $2,500
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $4,060 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $4,060 $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $208,195 $174,751 $208,195 $208,195 $2,500 $210,695 $2,500
TOTAL REVENUES $208,195 $178,810 $208,195 $208,195 $2,500 $210,695 $2,500
INSURANCE : 125
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. It also covers costs
associated with the County’s Risk Management Plan.
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 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.
Approved 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.
• $2,500 is Added for Insurance Premium Increases – Additional funding has been added to cover the
cost of insurance premium increases. This increase is based on actual premiums in FY 21 and anticipated
increases for FY 22.
MONTGOMERY COUNTY, VIRGINIA
Information Technology
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Information
Technology
INFORMATION TECHNOLOGY : 127
INFORMATION TECHNOLOGY : 128
INFORMATION TECHNOLOGY
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Information Technology $2,005,768 $1,749,729 $2,015,760 $2,082,514 $84,330 $2,166,844 $151,084
TOTAL EXPENDITURES $2,005,768 $1,749,729 $2,015,760 $2,082,514 $84,330 $2,166,844 $151,084
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,102,240 $924,680 $1,108,774 $1,175,528 $- $1,175,528 $66,754
Operations & Maintenance $719,240 $646,260 $693,517 $708,517 $84,330 $792,847 $99,330
Capital Outlay $184,288 $178,790 $213,469 $198,469 $- $198,469 $(15,000)
TOTAL EXPENDITURES $2,005,768 $1,749,729 $2,015,760 $2,082,514 $84,330 $2,166,844 $151,084
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $2,005,768 $1,749,729 $2,015,760 $2,082,514 $84,330 $2,166,844 $151,084
TOTAL REVENUES $2,005,768 $1,749,729 $2,015,760 $2,082,514 $84,330 $2,166,844 $151,084
INFORMATION TECHNOLOGY : 129
INFORMATION TECHNOLOGY
About
Information Technology (IT) is responsible for the complete life-cycle support of the software applications and
technology infrastructure used by County departments and offices. The IT department supports the computing
technology and telecommunications in all County facilities.
Information Technology
IT supports over 100 systems and applications in a high availability, 24X7 environment and over 1,500 end-user
devices, including PCs, laptops, printers, and phones.
Highlights
• The Montgomery County Information Technology Department placed second in the nation and first
in Virginia as a leading digital county by the Center for Digital Government (CDG) and the National
Association of Counties (NACo). This is the sixth consecutive year that Montgomery County has been
recognized as a digital leader in counties with populations of less than 150,000.
• Facilitated several cybersecurity programs in areas including identification and access management;
advanced threat detection and reconnaissance; data loss prevention; and awareness and training for all
employees.
• Expanded the implementation of In Force911, a law enforcement real-time information sharing network to
include county employees in addition to the schools and the Sheriff’s Office.
• Continued advancing an Enterprise Content Management program to enable the efficient management of
county documents, forms, and other digital media.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Information Technology 11.5 11.5 0
TOTAL 11.5 11.5 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
INFORMATION TECHNOLOGY : 130
INFORMATION TECHNOLOGY
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $84,330 is Added for Software Maintenance Service Contract Increases – Additional funding is
added to cover the software license increases for various applications throughout the County. Software
contract increases include IAO world ($43,382), Executime ($18,748), Munis ($5,600), and other various
software programs ($16,600).
• Note: $210,000 is included in the FY 22 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 -
Compensation Board
Commissioner of
the Revenue
VOTERS
Compensation
Board
COMMISSIONER OF THE REVENUE : 131
COMMISSIONER OF THE REVENUE : 132
COMMISSIONER OF THE REVENUE
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Commissioner of the Revenue $608,451 $590,903 $561,856 $604,072 $- $604,072 $42,216
TOTAL EXPENDITURES $608,451 $590,903 $561,856 $604,072 $- $604,072 $42,216
EXPENDITURES BY
CLASSIFICATION
Personal Services $603,376 $587,372 $556,781 $598,997 $- $598,997 $42,216
Operations & Maintenance $5,075 $3,531 $5,075 $5,075 $- $5,075 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $608,451 $590,903 $561,856 $604,072 $- $604,072 $42,216
REVENUE BY CLASSIFICATION
State Shared Expenses $222,504 $221,324 $222,504 $235,505 $5,119 $240,624 $18,120
TOTAL DESIGNATED REVENUE $222,504 $221,324 $222,504 $235,505 $5,119 $240,624 $18,120
TOTAL UNDESIGNATED
REVENUE $385,947 $369,579 $339,352 $368,567 $(5,119) $363,448 $24,096
TOTAL REVENUES $608,451 $590,903 $561,856 $604,072 $- $604,072 $42,216
COMMISSIONER OF THE REVENUE : 133
COMMISSIONER OF THE REVENUE
About
The Commissioner of the Revenue is an elected Constitutional Officer responsible for assessing the fair market
value of all property, personal and business, subject to taxation and maintaining real estate ownership records.
This division accounts for the costs shared between the County and the State Compensation Board.
Commissioner of the Revenue
The Commissioner of the Revenue Division assesses all tangible personal property in accordance with the Code
of Virginia, verifies personal property data filed by taxpayers, calculates assessments and taxes, and issues the
personal property tax book annually. It also assists taxpayers with filing state income tax returns.
Highlights
• In 2020, more than 2,000 Virginia individual Income Tax returns and just under 1,000 estimated tax
declarations were received.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Commissioner of the Revenue 8 8 0
TOTAL 8 8 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Base Compensation Board Revenue Adjustments – A total of $13,001 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 21 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold
based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted
for staff turnover.
COMMISSIONER OF THE REVENUE : 134
COMMISSIONER OF THE REVENUE
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $5,119 is Added to the Commissioner of the Revenue’s Compensation Board Revenue –
These funds account for a 5% across the board salary increase included in the state’s budget for locally
supported positions July 1, 2021. Since the County provided more than a 5% compensation increase to all
County funded positions over the biennium, these funds provide additional revenue to the County. Each
year, Compensation Board revenue is reconciled to the County approved budget when final numbers are
received from the state.
MONTGOMERY COUNTY, VIRGINIA
Commissioner of
the Revenue
VOTERS
Assessments
Assessments Land Use
ASSESSMENTS : 135
Commissioner of the Revenue -
Assessments
ASSESSMENTS : 136
ASSESSMENTS
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Assessments $476,177 $466,684 $475,777 $497,538 $- $497,538 $21,761
Land Use $4,190 $3,861 $3,900 $3,900 $- $3,900 $-
TOTAL EXPENDITURES $480,367 $470,544 $479,677 $501,438 $- $501,438 $21,761
EXPENDITURES BY
CLASSIFICATION
Personal Services $417,973 $416,094 $423,875 $445,636 $- $445,636 $21,761
Operations & Maintenance $56,287 $48,985 $55,802 $55,802 $- $55,802 $-
Capital Outlay $6,107 $5,465 $- $- $- $- $-
TOTAL EXPENDITURES $480,367 $470,544 $479,677 $501,438 $- $501,438 $21,761
REVENUE BY CLASSIFICATION
Land Use Application Fee $1,800 $1,407 $1,800 $1,800 $- $1,800 $-
Recovered Costs $- $150 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $1,800 $1,557 $1,800 $1,800 $- $1,800 $-
TOTAL UNDESIGNATED REVENUE $478,567 $468,987 $477,877 $499,638 $- $499,638 $21,761
TOTAL REVENUES $480,367 $470,544 $479,677 $501,438 $- $501,438 $21,761
ASSESSMENTS : 137
ASSESSMENTS
About
The Assessment division is 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, administering the
land use program, and mapping of real property. The County provides 100% of the funding since real estate and
personal property assessments are a primary focus of this division.
Assessing
The Assessing department, which reports to the Commissioner of the Revenue, maintains real estate ownership
records, assesses the value of real property, administers the land use program, and mapping of real property. This
department also administers the County’s real estate tax relief program for the elderly and disabled.
Land Use
The land use program provides for the deferral of real estate taxes on real estate that qualifies for agricultural,
horticultural and forestry uses. It processes new and renewal applications, validates information provided on the
applications, and calculates use values per crop yields and soil classifications.
Highlights
• Facilitated tax relief for the elderly, disabled and veterans, serving 947 citizens.
• Managed the assessment of 4,731 taxable businesses.
• Updated real estate records for 39,150 parcels.
• Identified 1,644 qualified parcels for the Land Use Program.
• Assessed 84,496 taxable vehicles.
• Assessed 10,961 supplemental bills and corrections due to proration.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Assessments 6 6 0
Land Use 0 0 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 in the current fiscal year.
ASSESSMENTS : 138
ASSESSMENTS
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
Treasurer - Compensation Board
Treasurer
VOTERS
Compensation
Board
TREASURER - COMPENSATION BOARD : 139
TREASURER - COMPENSATION BOARD : 140
TREASURER - COMPENSATION BOARD
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Treasurer $530,200 $496,531 $482,702 $503,805 $- $503,805 $21,103
TOTAL EXPENDITURES $530,200 $496,531 $482,702 $503,805 $- $503,805 $21,103
EXPENDITURES BY
CLASSIFICATION
Personal Services $528,507 $494,838 $482,702 $503,805 $- $503,805 $21,103
Operations & Maintenance $- $- $- $- $- $- $-
Capital Outlay $1,693 $1,693 $- $- $- $- $-
TOTAL EXPENDITURES $530,200 $496,531 $482,702 $503,805 $- $503,805 $21,103
REVENUE BY
CLASSIFICATION
State Shared Expenses $196,260 $192,158 $196,260 $201,756 $4,546 $206,302 $10,042
TOTAL DESIGNATED REVENUE $196,260 $192,158 $196,260 $201,756 $4,546 $206,302 $10,042
TOTAL UNDESIGNATED
REVENUE $333,940 $304,374 $286,442 $302,049 $(4,546) $297,503 $11,061
TOTAL REVENUES $530,200 $496,531 $482,702 $503,805 $- $503,805 $21,103
TREASURER - COMPENSATION BOARD : 141
TREASURER - COMPENSATION BOARD
About
The Treasurer is an elected Constitutional Officer responsible for collecting all County revenue, submitting financial
reports to the state and County, authorizing County disbursements, and cash management, which includes
managing the County’s bank and investment accounts.
Treasurer-Compensation Board
This division accounts for the operational costs shared between the State Compensation Board and the County.
The Treasurer Division also collects current and delinquent tax payments, motor vehicle license fees, issues dog
tags, and collects and remits payments to the Commonwealth of Virginia for individual and business state income
and estimated state income taxes.
Highlights
• The Treasurer’s Office was accredited by the Treasurer’s Association of Virginia for the seventh
consecutive year.
• Performed monthly reconciliation of seven county-owned bank accounts.
• Processed 2,970 State Tax payments.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Treasurer 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Base Compensation Board Revenue Adjustments – A total of $5,496 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 21 County approved budget. Each year, Compensation
TREASURER - COMPENSATION BOARD : 142
TREASURER - COMPENSATION BOARD
Board funding is reconciled to the County approved budget when final numbers are received from the
state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold
based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted
for staff turnover.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $4,546 is Added to the Treasurer’s Compensation Board Revenue – These funds account for a 5%
across the board salary increase included in the state’s budget for locally supported positions July 1, 2021.
Since the County provided more than a 5% compensation increase to all County funded positions over the
biennium, these funds provide additional revenue to the County. Each year, Compensation Board revenue
is reconciled to the County approved budget when final numbers are received from the state.
MONTGOMERY COUNTY, VIRGINIA
Treasurer - Collections
Treasurer
VOTERS
Collections
TREASURER - COLLECTIONS : 143
TREASURER - COLLECTIONS : 144
TREASURER - COLLECTIONS
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Treasurer-Collections $501,350 $444,993 $531,481 $501,782 $- $501,782 $(29,699)
TOTAL EXPENDITURES $501,350 $444,993 $531,481 $501,782 $- $501,782 $(29,699)
EXPENDITURES BY
CLASSIFICATION
Personal Services $348,117 $329,361 $395,518 $365,819 $- $365,819 $(29,699)
Operations & Maintenance $138,176 $115,481 $135,963 $135,963 $- $135,963 $-
Capital Outlay $15,057 $151 $- $- $- $- $-
TOTAL EXPENDITURES $501,350 $444,993 $531,481 $501,782 $- $501,782 $(29,699)
REVENUE BY
CLASSIFICATION
DMV Stop Fees $24,000 $6,876 $24,000 $24,000 $- $24,000 $-
TOTAL DESIGNATED REVENUE $24,000 $6,876 $24,000 $24,000 $- $24,000 $-
TOTAL UNDESIGNATED
REVENUE $477,350 $438,117 $507,481 $477,782 $- $477,782 $(29,699)
TOTAL REVENUES $501,350 $444,993 $531,481 $501,782 $- $501,782 $(29,699)
TREASURER - COLLECTIONS : 145
TREASURER - COLLECTIONS
About
The Treasurer is an elected official responsible for collecting all County revenue, submitting financial reports to the
state and County, and authorizing County disbursements.
Treasurer-Collections
This division is funded solely by the County. Treasurer-Collections collects current and delinquent tax payments,
motor vehicle license fees, issues dog tags, and collects and remits payments to the Commonwealth of Virginia for
individual and business state income and estimated state income taxes.
Highlights
• Issued 79,281 real estate bills (electronic billing of 12,065 mortgage escrow accounts).
• Issued 67,710 personal property bills (including 32,216 motor vehicle licenses).
• Facilitated 1,663 accounts in the tax sale process.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Treasurer-Collections 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
Electoral Board / Director of Elections
Electoral Board
Director of
Elections
ELECTORAL BOARD/DIRECTOR OF ELECTIONS : 147
ELECTORAL BOARD/DIRECTOR OF ELECTIONS : 148
ELECTORAL BOARD/DIRECTOR OF ELECTIONS
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Electoral Bd./Dir. of Elections $530,831 $522,058 $485,484 $438,079 $42,520 $480,599 $(4,885)
TOTAL EXPENDITURES $530,831 $522,058 $485,484 $438,079 $42,520 $480,599 $(4,885)
EXPENDITURES BY
CLASSIFICATION
Personal Services $329,628 $323,183 $355,406 $351,501 $- $351,501 $(3,905)
Operations & Maintenance $81,921 $79,593 $120,078 $76,578 $39,520 $116,098 $(3,980)
Capital Outlay $119,282 $119,282 $10,000 $10,000 $3,000 $13,000 $3,000
TOTAL EXPENDITURES $530,831 $522,058 $485,484 $438,079 $42,520 $480,599 $(4,885)
REVENUE BY CLASSIFICATION
Local Recovered Costs $30,000 $46,126 $- $- $- $- $-
State Shared Expenses $49,694 $51,702 $49,694 $49,694 $- $49,694 $-
TOTAL DESIGNATED REVENUE $79,694 $97,828 $49,694 $49,694 $- $49,694 $-
TOTAL UNDESIGNATED
REVENUE $451,137 $424,230 $435,790 $388,385 $42,520 $430,905 $(4,885)
TOTAL REVENUES $530,831 $522,058 $485,484 $438,079 $42,520 $480,599 $(4,885)
ELECTORAL BOARD/DIRECTOR OF ELECTIONS : 149
ELECTORAL BOARD/DIRECTOR OF ELECTIONS
About
The office of the Electoral Board/Director 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 and high school voter registration; maintaining the Virginia Election and Registration
System (VERIS); purchasing, maintaining, testing, and loading ballots on voting machines; taking and processing
photo IDs for voters who do not have one; and preparing and conducting fair elections within the guidelines of
Virginia Elections Laws, including Officer of Election training, processing candidate filings and petitions, printing of
ballots and processing absentee votes.
Electoral Board/Director of Elections
The Electoral Board/Director 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 25 precincts. The staff conducts elections, supervises poll workers on Election Day and tallies election
results.
Highlights
• Registered 62,966 voters for November 2020 Presidential Election.
• Completed three elections in 2020: March, June and November.
• In response to the COVID-19 pandemic, implemented the new law changes for
the November Presidential Election: in-person early voting sites, ballot drop off
locations, and ballot curing process.
• Processed the highest number of mailed absentee requests to date due to the
COVID-19 pandemic.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Electoral Board/Dir. of Elections 4 4 0
TOTAL 4 4 0
ELECTORAL BOARD/DIRECTOR OF ELECTIONS : 150
ELECTORAL BOARD/DIRECTOR OF ELECTIONS
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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• ($63,500) in One–time Funding is Reduced from the Base Budget – The total consisted of funds
provided during the FY 21 Budget for the one-time costs of the 2020 Presidential Election.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $42,520 is Added for Costs Associated with New Election Laws – Additional funding is added to
cover the cost of new election law requirements for FY 22. New laws require additional postage costs
($6,500), updated thumb drives on 70 machines ($9,870), and new state security requirements for
electronic pollbooks and voting machines ($26,150).
MONTGOMERY COUNTY, VIRGINIA
Commonwealth Attorney
Commonwealth
Attorney
VOTERS
Prosecution Collections
COMMONWEALTH ATTORNEY : 151
COMMONWEALTH ATTORNEY : 152
COMMONWEALTH ATTORNEY
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Commonwealth Attorney-
Prosecution $1,311,728 $1,211,974 $1,243,478 $1,357,763 $- $1,357,763 $114,285
Commonwealth Attorney-
Collections $5,882 $- $5,880 $6,227 $- $6,227 $347
TOTAL EXPENDITURES $1,317,610 $1,211,974 $1,249,358 $1,363,990 $- $1,363,990 $114,632
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,200,904 $1,133,366 $1,221,986 $1,336,618 $- $1,336,618 $114,632
Operations & Maintenance $99,876 $60,673 $27,372 $27,372 $- $27,372 $-
Capital Outlay $16,830 $17,934 $- $- $- $- $-
TOTAL EXPENDITURES $1,317,610 $1,211,974 $1,249,358 $1,363,990 $- $1,363,990 $114,632
REVENUE BY
CLASSIFICATION
Local Court Fees $87,726 $(11,160) $87,726 $87,726 $- $87,726 $-
Domestic Violence Grant $45,000 $45,954 $45,000 $45,000 $- $45,000 $-
State/Federal Confiscations $- $4,804 $- $- $- $- $-
State Shared Expenses $715,433 $699,496 $715,433 $720,676 $25,597 $746,273 $30,840
State Commonwealth Attorney
Fees $8,428 $7,746 $8,428 $8,428 $- $8,428 $-
TOTAL DESIGNATED REVENUE $856,587 $746,840 $856,587 $861,830 $25,597 $887,427 $30,840
TOTAL UNDESIGNATED
REVENUE $461,023 $465,133 $392,771 $502,160 $(25,597) $476,563 $83,792
TOTAL REVENUES $1,317,610 $1,211,974 $1,249,358 $1,363,990 $- $1,363,990 $114,632
COMMONWEALTH ATTORNEY : 153
COMMONWEALTH ATTORNEY
About
The Commonwealth Attorney’s 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,
three to 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 these 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.
Highlights
• Throughout the COVID-19 pandemic, the 13 employees in the Commonwealth’s Attorney’s Office worked
full-time to ensure justice remained available to victims of crime. Frequently changing court procedures,
combined with increases in DUIs and domestic violence, have presented a challenge.
• The Montgomery County Drug Court had five graduates in 2020, bringing the total number of graduates of
the 18-month program to 12 since its inception in 2017. None of the graduates have had new charges and
all remain employed. A recent Virginia Tech study indicates that the return on investment in this program is
4 to 1.
• Implementation of a Behavioral Health docket in General District Court has been delayed due to the
pandemic. The docket is designed to reduce recidivism among defendants with mental health diagnoses
while reducing incarceration costs for the county. It is expected to begin in 2021.
COMMONWEALTH ATTORNEY : 154
COMMONWEALTH ATTORNEY
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Commonwealth Attorney-Prosecution 13 13 0
Commonwealth Attorney-Collections 0 0 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Base Compensation Board Revenue Adjustments – A total of $5,243 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 21 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold
based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted
for staff turnover.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $25,597 is Added to the Commonwealth Attorney’s Compensation Board Revenue – These funds
account for a 5% across the board salary increase included in the state’s budget for locally supported
positions July 1, 2021. Since the County provided more than a 5% compensation increase to all County
funded positions over the biennium, these funds provide additional revenue to the County. Each year,
Compensation Board revenue is reconciled to the County approved budget when final numbers are
received from the state.
MONTGOMERY COUNTY, VIRGINIA
Circuit Court
General
Assembly
Circuit Court
VOTERS
Circuit Court Juries
CIRCUIT COURT : 155
CIRCUIT COURT : 156
CIRCUIT COURT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Circuit Court $194,873 $174,109 $190,373 $200,304 $- $200,304 $9,931
Juries $25,409 $25,214 $24,400 $24,400 $- $24,400 $-
TOTAL EXPENDITURES $220,282 $199,323 $214,773 $224,704 $- $224,704 $9,931
EXPENDITURES BY
CLASSIFICATION
Personal Services $181,550 $166,061 $179,473 $189,404 $- $189,404 $9,931
Operations & Maintenance $36,037 $32,548 $35,300 $35,300 $- $35,300 $-
Capital Outlay $2,695 $714 $- $- $- $- $-
TOTAL EXPENDITURES $220,282 $199,323 $214,773 $224,704 $- $224,704 $9,931
REVENUE BY CLASSIFICATION
Local Judge's Secretary Salary $7,500 $7,500 $7,500 $7,500 $- $7,500 $-
Recovered Costs $3,000 $3,000 $- $- $- $- $-
Jury Reimbursement $- $8,098 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $10,500 $18,598 $7,500 $7,500 $- $7,500 $-
TOTAL UNDESIGNATED
REVENUE $209,782 $180,725 $207,273 $217,204 $- $217,204 $9,931
TOTAL REVENUES $220,282 $199,323 $214,773 $224,704 $- $224,704 $9,931
CIRCUIT COURT : 157
CIRCUIT COURT
About
Circuit Court with two resident judges is the trial court of 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 expenses for each judge,
funding for a legal assistant, and office furnishings for the staff.
Circuit Court
The Circuit Court is the principal trial court of the state and have both original and appellate jurisdiction.
Juries
This department provides basic operating expenses for jury services, including juror and witness compensation.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Circuit Court 3 3 0
Juries 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
CIRCUIT COURT : 158
CIRCUIT COURT
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
General District Court
General
Assembly
General District
Court
VOTERS
GENERAL DISTRICT COURT : 159
GENERAL DISTRICT COURT : 160
GENERAL DISTRICT COURT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
General District Court $26,464 $14,388 $21,711 $21,711 $- $21,711 $-
TOTAL EXPENDITURES $26,464 $14,388 $21,711 $21,711 $- $21,711 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $22,711 $14,388 $21,711 $21,711 $- $21,711 $-
Capital Outlay $3,753 $- $- $- $- $- $-
TOTAL EXPENDITURES $26,464 $14,388 $21,711 $21,711 $- $21,711 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $110 $- $- $- $- $-
Local Courthouse Maintenance
Fees $- $8 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $117 $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $26,464 $14,271 $21,711 $21,711 $- $21,711 $-
TOTAL REVENUES $26,464 $14,388 $21,711 $21,711 $- $21,711 $-
GENERAL DISTRICT COURT : 161
GENERAL DISTRICT COURT
About
The General District Court hears criminal, traffic and civil cases,
misdemeanor cases, and preliminary felony cases. The division
has exclusive original jurisdiction over any claim not exceeding
$4,500 and has concurrent jurisdiction with the Circuit Court
over any claim from $4,500 to $25,000. Both totals exclude
interest and attorney’s fees, however, claims, counter-claims
and cross-claims filed in actions for unlawful detainer are not
subject to the maximum jurisdictional limit $25,000.
General District Court
This division is responsible for ensuring that all policies and
procedures are complied with as established by the Supreme Court. The General District Court holds court four
days a week and staff consists of a clerk and ten 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 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.
Approved 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
Juvenile and Domestic Relations Court
General
Assembly
Juvenile and Domestic Relations Court
VOTERS
Juvenile and Domestic Relations Court Court Services
JUVENILE AND DOMESTIC RELATIONS COURT : 163
JUVENILE AND DOMESTIC RELATIONS COURT : 164
JUVENILE AND DOMESTIC RELATIONS COURT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Juvenile and Domestic Relations Court $17,101 $9,682 $14,024 $14,024 $- $14,024 $-
Court Services $8,350 $3,787 $6,500 $6,500 $- $6,500 $-
TOTAL EXPENDITURES $25,451 $13,468 $20,524 $20,524 $- $20,524 $-
EXPENDITURES BY CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $22,374 $10,649 $20,524 $20,524 $- $20,524 $-
Capital Outlay $3,077 $2,819 $- $- $- $- $-
TOTAL EXPENDITURES $25,451 $13,468 $20,524 $20,524 $- $20,524 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $25,451 $13,468 $20,524 $20,524 $- $20,524 $-
TOTAL REVENUES $25,451 $13,468 $20,524 $20,524 $- $20,524 $-
JUVENILE AND DOMESTIC RELATIONS COURT : 165
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
This court hears cases involving adults accused of child abuse, abandonment of children, child support and
visitation, custody disputes, offenses against family members, delinquency petitions, and traffic violations. This
court provides entrustment agreements, court-ordered rehabilitation services, and court consent for certain
medical treatments.
Court Services
Court Services provides probation services for the County’s Juvenile and Domestic Relations Court. The office
conducts predisposition reports, processes intake complaints, and maintains an average daily population of 75
juveniles on probation. Office personnel consists of seven probation officers, one secretary and one probation
supervisor.
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 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.
Approved 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
Magistrate
General
Assembly
Courts
VOTERS
Magistrate
MAGISTRATE : 167
MAGISTRATE : 168
MAGISTRATE
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Magistrate $5,000 $2,890 $5,000 $5,000 $- $5,000 $-
TOTAL EXPENDITURES $5,000 $2,890 $5,000 $5,000 $- $5,000 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $5,000 $2,890 $5,000 $5,000 $- $5,000 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $5,000 $2,890 $5,000 $5,000 $- $5,000 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $5,000 $2,890 $5,000 $5,000 $- $5,000 $-
TOTAL REVENUES $5,000 $2,890 $5,000 $5,000 $- $5,000 $-
MAGISTRATE : 169
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 consist 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.
Highlights
• Issued a total of 13,939 processes in Fiscal Year 2021.
• Continued to provide 24/7 services in Christiansburg, while providing on-site services to offices in
Blacksburg and at Virginia Tech as needed.
• The Montgomery County Magistrate’s Office operates 24 hours a day, 7 days a week and provides
magistrate services to all localities located within Region 1 of the Commonwealth of Virginia.
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 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.
Approved 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
Clerk of the Circuit Court
Clerk of the
Circuit Court
VOTERS
CLERK OF THE CIRCUIT COURT : 171
CLERK OF THE CIRCUIT COURT : 172
CLERK OF THE CIRCUIT COURT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Clerk of the Circuit Court $743,713 $704,417 $715,542 $777,980 $- $777,980 $62,438
TOTAL EXPENDITURES $743,713 $704,417 $715,542 $777,980 $- $777,980 $62,438
EXPENDITURES BY
CLASSIFICATION
Personal Services $678,036 $633,288 $678,612 $741,050 $- $741,050 $62,438
Operations & Maintenance $61,887 $66,539 $36,930 $36,930 $- $36,930 $-
Capital Outlay $3,790 $4,590 $- $- $- $- $-
TOTAL EXPENDITURES $743,713 $704,417 $715,542 $777,980 $- $777,980 $62,438
REVENUE BY CLASSIFICATION
Local Fees $47,600 $15,643 $47,600 $47,600 $- $47,600 $-
Recovered Costs $28,747 $12,243 $- $49,361 $- $49,361 $49,361
State Shared Expenses $441,367 $470,365 $441,367 $448,045 $36,377 $484,422 $43,055
TOTAL DESIGNATED REVENUE $517,714 $498,251 $488,967 $545,006 $36,377 $581,383 $92,416
TOTAL UNDESIGNATED
REVENUE $225,999 $206,166 $226,575 $232,974 $(36,377) $196,597 $(29,978)
TOTAL REVENUES $743,713 $704,417 $715,542 $777,980 $- $777,980 $62,438
CLERK OF THE CIRCUIT COURT : 173
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
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, passports, notary applications;
assisting with genealogy research; entering judgments; probating wills and qualifying estate executors; and
scanning and imaging of documents.
Highlights
• Continued the scanning and digitization of all marriage licenses. Both the assistance of RSVP volunteers
and a grant obtained from the Library of Virginia helped offset the cost of this project.
• Continued active internship programs with local high schools, community colleges, and universities.
• The Clerk, Erica W. Connor, received certifications through the National Center for State Courts as a
Certified Court Manager, and also through the Virginia Court Clerk’s Association as a Master Circuit Court
Clerk.
• Three employees of the Clerk’s office completed the Deputy Clerk Certification Program, achieving Master
Deputy Clerk status.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Clerk of the Circuit Court 10 11 1
TOTAL 10 11 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
CLERK OF THE CIRCUIT COURT : 174
CLERK OF THE CIRCUIT COURT
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Base Compensation Board Revenue Adjustments – A total of $6,678 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 21 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. The increase in revenue for FY 21 is due to the County meeting the 100,000 population threshold
based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted
for staff turnover.
• Deputy Court Clerk (One FTE) Added to the Base Budget – In order to adequately address the large
number of jury trials scheduled resulting from court closures due to the COVID-19 pandemic, $49,361
and 1 FTE were added offcycle in FY 21. This position has become part of the base budget for FY 22 and
adds one additional FTE to the Clerk of the Circuit Court. This position is funded with designated Clerk of
the Circuit Court fee revenues. This position is only funded on a temporary basis to address the current
workload demands due to the large number of jury trials expected over the next two years and the position
will be eliminated after jury trials are back to normal levels or the Clerk’s designated revenue source is
exhausted, whichever comes first. This position would also be eliminated if the Compensation Board would
fund a new position.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $36,377 is Added to the Clerk of the Circuit Court’s Compensation Board Revenue – These funds
account for a 5% across the board salary increase included in the state’s budget for locally supported
positions July 1, 2021. Since the County provided more than a 5% compensation increase to all County
funded positions over the biennium, these funds provide additional revenue to the County. Each year,
Compensation Board revenue is reconciled to the County approved budget when final numbers are
received from the state.
MONTGOMERY COUNTY, VIRGINIA
Sheriff - Compensation Board
Sheriff
Compensation
Board
Civil and Court
Security
Field Operations
Jail Block
Jail Operations
VOTERS
SHERIFF - COMPENSATION BOARD : 175
SHERIFF - COMPENSATION BOARD : 176
SHERIFF - COMPENSATION BOARD
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Civil and Court Security $840,686 $827,557 $855,701 $898,200 $- $898,200 $42,499
Dispatching $- $- $- $- $- $- $-
Jail Block $196,883 $194,711 $205,794 $180,978 $- $180,978 $(24,816)
Jail Operations $2,162,157 $2,162,157 $2,202,217 $2,341,560 $- $2,341,560 $139,343
Field Operations $4,747,399 $4,687,323 $4,802,369 $4,993,559 $- $4,993,559 $191,190
TOTAL EXPENDITURES $7,947,125 $7,871,747 $8,066,081 $8,414,297 $- $8,414,297 $348,216
EXPENDITURES BY
CLASSIFICATION
Personal Services $7,443,413 $7,371,981 $7,530,683 $7,878,899 $- $7,878,899 $348,216
Operations & Maintenance $501,633 $497,556 $535,398 $535,398 $- $535,398 $-
Capital Outlay $2,079 $2,211 $- $- $- $- $-
TOTAL EXPENDITURES $7,947,125 $7,871,747 $8,066,081 $8,414,297 $- $8,414,297 $348,216
REVENUE BY
CLASSIFICATION
Local Recovered Costs $- $7,183 $- $- $- $- $-
State Shared Expenses $4,273,003 $4,241,551 $4,273,003 $4,271,623 $210,523 $4,482,146 $209,143
State Jail Block $139,074 $166,551 $139,074 $139,074 $- $139,074 $-
TOTAL DESIGNATED REVENUE $4,412,077 $4,415,285 $4,412,077 $4,410,697 $210,523 $4,621,220 $209,143
TOTAL UNDESIGNATED
REVENUE $3,535,048 $3,456,462 $3,654,004 $4,003,600 $(210,523) $3,793,077 $139,073
TOTAL REVENUES $7,947,125 $7,871,747 $8,066,081 $8,414,297 $- $8,414,297 $348,216
SHERIFF - COMPENSATION BOARD : 177
SHERIFF - COMPENSATION BOARD
About
This division is designed to show the costs
shared between the state and the County
for operations of the Sheriff’s Office. The
Montgomery County Sheriff’s Office safeguards
life, liberty and property, and maintains civil
order. The Sheriff’s Office provides uniformed
patrols, 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 asset levies and
seizures, and sale of those assets. Security of the Courthouse and surroundings is also maintained by this division.
Dispatching
Dispatching functions have been moved to the New River Valley Emergency Communications Regional Authority.
Jail Block
This is the jail per diem sent to the County by the State for the housing and care of inmates. Funds are based on
the number of inmates housed and the charges placed against them and/or their sentence. All funds are used to
operate the jail as mandated by the Code of Virginia.
Jail Operations
This department provides for the care and security 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.
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, and criminal apprehension.
Highlights
• Responded to 26,196 calls for service in 2020.
• Served 26,558 civil processes in 2020.
• Conducted 703 traffic crash investigations in 2020.
• A total of 939 court sessions were worked by the civil division in 2020.
SHERIFF - COMPENSATION BOARD : 178
SHERIFF - COMPENSATION BOARD
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Civil and Court Security 12 12 0
Dispatching 0 0 0
Jail Block 0 0 0
Jail Operations 27 27 0
Field Operations 61 61 0
TOTAL 100 100 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Base Compensation Board Revenue Adjustments – A total of ($1,380) is reduced from 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 21 County approved budget. Each year, Compensation
Board funding is reconciled to the County approved budget when final numbers are received from the
state. The adjustment in revenue for FY 21 is due to the County meeting the 100,000 population threshold
based on population estimates provided by the Weldon Cooper Center for Public Service and then adjusted
for staff turnover.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $210,523 is Added to the Sheriff’s Compensation Board Revenue – These funds account for a 5%
across the board salary increase included in the state’s budget for locally supported positions July 1, 2021.
Since the County provided more than a 5% compensation increase to all County funded positions over the
biennium, these funds provide additional revenue to the County. Each year, Compensation Board revenue
is reconciled to the County approved budget when final numbers are received from the state.
MONTGOMERY COUNTY, VIRGINIA
Sheriff - County
Sheriff
County
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
VOTERS
SHERIFF - COUNTY : 179
SHERIFF - COUNTY : 180
SHERIFF - COUNTY
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Civil and Court Security $585,231 $585,230 $612,469 $660,327 $- $660,327 $47,858
Dispatching $- $- $- $- $- $- $-
Jail Operations $309,213 $282,846 $337,561 $484,078 $16,513 $500,591 $163,030
Field Operations $1,530,962 $1,438,771 $1,559,738 $1,660,953 $- $1,660,953 $101,215
Police Training Academy $114,420 $57,436 $57,745 $57,745 $- $57,745 $-
Wireless 911 $- $- $- $- $- $- $-
Support Services $421,702 $217,239 $254,507 $205,229 $- $205,229 $(49,278)
Criminal Investigations $99,180 $24,515 $11,000 $11,000 $- $11,000 $-
Inmate Litter Pickup $59,750 $40,138 $59,750 $85,061 $- $85,061 $25,311
Contracted Overtime $121,105 $121,105 $111,400 $114,742 $- $114,742 $3,342
Western VA Regional Jail $4,174,432 $3,611,247 $4,174,432 $4,078,385 $- $4,078,385 $(96,047)
TOTAL EXPENDITURES $7,415,995 $6,378,527 $7,178,602 $7,357,520 $16,513 $7,374,033 $195,431
EXPENDITURES BY CLASSIFICATION
Personal Services $1,991,005 $1,812,410 $1,944,001 $1,955,479 $- $1,955,479 $11,478
Operations & Maintenance $4,219,334 $3,759,451 $4,280,249 $4,388,154 $16,513 $4,404,667 $124,418
Capital Outlay $1,205,656 $806,665 $954,352 $1,013,887 $- $1,013,887 $59,535
TOTAL EXPENDITURES $7,415,995 $6,378,527 $7,178,602 $7,357,520 $16,513 $7,374,033 $195,431
REVENUE BY CLASSIFICATION
Local E 911 Tax $- $- $- $- $- $- $-
Project Life Saver $2,000 $- $2,000 $2,000 $- $2,000 $-
Interest $140 $55 $140 $140 $- $140 $-
Local Fees $4,137 $4,137 $4,137 $4,137 $- $4,137 $-
Courthouse Security Fees $140,000 $98,495 $140,000 $140,000 $- $140,000 $-
Jail Non Con. $50 $128 $50 $50 $- $50 $-
State Confiscations $- $3,993 $- $- $- $- $-
Federal Confiscations $- $- $- $- $- $- $-
Local Recovered Costs $101,000 $125,046 $101,000 $101,000 $- $101,000 $-
Local Jail Fees $8,000 $5,010 $8,000 $8,000 $- $8,000 $-
Local DNA Fees $500 $951 $500 $500 $- $500 $-
Local Inmate Phone Fees $7,000 $9,843 $7,000 $7,000 $- $7,000 $-
Local Inmate Medical Fees $800 $496 $800 $800 $- $800 $-
Local Prisoner/Boarding $800 $400 $800 $800 $- $800 $-
Local Fingerprinting $800 $993 $800 $800 $- $800 $-
HEM Shared Expenses $- $- $- $- $- $- $-
Background Fees $33,250 $36,741 $33,250 $33,250 $- $33,250 $-
HEM Drug Testing $7,000 $3,600 $7,000 $7,000 $- $7,000 $-
HEM Monitoring $30,000 $32,966 $30,000 $30,000 $- $30,000 $-
HEM Connection $2,500 $1,617 $2,500 $2,500 $- $2,500 $-
Donations $- $- $- $- $- $- $-
State Wireless 911 $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $337,977 $324,472 $337,977 $337,977 $- $337,977 $-
TOTAL UNDESIGNATED REVENUE $7,078,018 $6,054,054 $6,840,625 $7,019,543 $16,513 $7,036,056 $195,431
TOTAL REVENUES $7,415,995 $6,378,527 $7,178,602 $7,357,520 $16,513 $7,374,033 $195,431
SHERIFF - COUNTY : 181
SHERIFF - COUNTY
About
The Montgomery County Sheriff’s Office safeguards life, liberty and property, and maintains civil order. The
Sheriff’s Office provides uniformed patrols, 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 asset levies and
seizures, and sale of those assets. Security of the Courthouse and surroundings is also maintained by this division.
Dispatching
Public Safety Answering Point (PSAP) functions are now handled by the New River Valley Emergency
Communications Regional Authority.
Jail Operations
This department provides for the care and security 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.
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, and criminal apprehension.
Police Training Academy
The Montgomery County Sheriff’s Office is a member of the New River Criminal Justice Training Academy
(NRCJTA) for the purpose of meeting the standards of the Department of Criminal Justice Services and state
training requirements. The academy provides for basic training, re-certifications, and other specialized training as
required.
Wireless 911
The state mandates that localities provide Wireless 911 services, and the Virginia Wireless Board supplements
funding for Wireless 911. The New River Valley Emergency Communications Regional Authority assumed these
duties July 2016.
Support Services
The Support Services department provides administrative and operational support services to all other
departments 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, website management, planning,
Citizen’s Police Academy, and the Project Lifesaver program.
Criminal Investigations
The Criminal Investigations department investigates complex cases involving traditional and non-traditional
criminal conduct, including but not limited to organized crime, misuse of public funds, fraud, consumer fraud,
SHERIFF - COUNTY : 182
SHERIFF - COUNTY
crimes against persons including murder, rape, robbery, crimes against property, narcotics and other crimes.
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.
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.
Highlights
• Featured on local news for locating missing hikers using new UAS (Drone) technology.
• Received a first place trophy for the VACP Law Enforcement Challenge (51-150 deputies). The award is for
2018 enforcement in impaired driving, speed, and occupant protection. The award is based not only on
statistics, but also for prevention programs conducted such as Youth of Virginia Speak Out (YOVASO), DUI/
Distracted Driving Golf Cart, and the Shattered Dreams Mock Crashes to name a few.
• The Auburn Middle School Resource Officer and YOVASO won a $500 prize for obtaining a 6% increase
seat belt usage.
• Eleven MCSO inmates graduated the Inside Out Fatherhood program.
• Sheriff Partin and deputies were sworn in for their new four-year term, following Sheriff Partin’s re-election.
• Featured by local media for the Books and Badges program through New River Community College and
current deputy employed at MCSO.
• Due to the COVID-19 pandemic, deputies had to adapt to a new type of policing with physical distancing
and the community has been overwhelmingly supportive.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Civil and Court Security 10.25 10.25 0
Dispatching 0 0 0
Jail Operations 4 2 -2
Field Operations 11.25 11.25 0
Police Training Academy 0 0 0
SHERIFF - COUNTY : 183
SHERIFF - COUNTY
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Wireless 911 0 0 0
Support Services 1 1 0
Criminal Investigations 0 0 0
Inmate Litter Pickup 0 0 0
Contracted Overtime 0 0 0
Western VA Regional Jail 0 0 0
TOTAL 26.5 24.5 -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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Jail Medical Expenses and Base Position Changes – In the past, the County employed a part-time
jail doctor and two deputies with emergency medical technician (EMT) certifications that provided
inmate medical services. Due to liability and pay demand issues, the Sheriff’s Office has not been able to
adequately fund the medical needs of the jail inmates. In FY 21, the Sheriff entered into a contract with a
third-party vendor to provide jail medical expenses. The total cost of this contract for FY 22 is estimated
at $280,000. To help fund these expenses, the Sheriff is eliminating two county funded deputy positions
(2 FTE) and the jail doctor position. These positions provide $167,440 in total base savings and the
elimination of 2 full-time positions. An additional $96,047 has been reduced from the Regional Jail budget
due to lower inmate populations over the past several years. The remaining $16,513 has been funded as an
addendum below.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $16,513 is Added for Jail Medical Expenses – Additional funding has been added to cover the cost of
providing medical services to inmates. As stated above, the Sheriff’s Office has not been able to adequately
fund the medical needs of the jail inmates. In FY 21, the Sheriff entered into a contract with a third-party
vendor to provide jail medical expenses. The total cost of this contract for FY 22 is estimated at $280,000.
SHERIFF - COUNTY : 184
SHERIFF - COUNTY
To help fund these expenses, the Sheriff is eliminating two county funded deputy positions (2 FTE) and the
jail doctor position. These positions provide $167,440 in total base savings and the elimination of 2 full-
time positions. An additional $96,047 has been reduced from the Regional Jail budget due to lower inmate
populations over the past several years. These savings added to this addendum of $16,513 provides
$280,000 in FY 22 to cover the contract cost.
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
Civil & Court
Security
Christiansburg
Rescue Squad
Long Shop McCoy Rescue Squad
Riner Rescue
Squad
Shawsville
Rescue Squad
VOTERS
Fire and Rescue
Commission
FIRE DEPARTMENTS AND RESCUE SQUADS : 185
FIRE DEPARTMENTS AND RESCUE SQUADS : 186
FIRE DEPARTMENTS AND RESCUE SQUADS
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Retirement; Insurance; and
Incentives $476,311 $359,210 $417,900 $417,900 $7,200 $425,100 $7,200
Blacksburg Fire Department $125,342 $125,342 $125,342 $132,012 $- $132,012 $6,670
Christiansburg Fire Department $182,807 $154,851 $125,295 $125,295 $- $125,295 $-
Elliston Fire Department $136,011 $126,017 $125,000 $110,000 $- $110,000 $(15,000)
Long Shop McCoy Fire
Department $95,040 $95,040 $95,040 $95,040 $- $95,040 $-
Riner Fire Department $99,173 $99,173 $104,173 $99,173 $- $99,173 $(5,000)
Blacksburg Rescue Squad $119,187 $119,187 $119,187 $119,187 $- $119,187 $-
Christiansburg Rescue Squad $113,950 $103,950 $103,950 $103,950 $- $103,950 $-
Long Shop McCoy Rescue Squad $58,910 $58,910 $48,301 $48,301 $- $48,301 $-
Riner Rescue Squad $74,015 $74,015 $80,015 $95,015 $- $95,015 $15,000
Shawsville Rescue Squad $126,583 $126,583 $96,583 $96,583 $- $96,583 $-
Fuel Contingency $- $- $- $- $- $- $-
Funds to be Distributed by F&R
Comm $- $- $38,795 $31,125 $- $31,125 $(7,670)
Radio Reserve $41,830 $- $- $- $- $- $-
Training Center $71,150 $53,714 $8,200 $14,200 $- $14,200 $6,000
TOTAL EXPENDITURES $1,720,309 $1,495,991 $1,487,781 $1,487,781 $7,200 $1,494,981 $7,200
EXPENDITURES BY
CLASSIFICATION
Retirement and Insurance $476,311 $359,210 $417,900 $417,900 $7,200 $425,100 $7,200
Training Center $71,150 $53,714 $8,200 $14,200 $- $14,200 $6,000
Fire Departments $638,373 $600,423 $574,850 $561,520 $- $561,520 $(13,330)
Rescue Squads $492,645 $482,645 $448,036 $463,036 $- $463,036 $15,000
Radio Reserve $41,830 $- $- $- $- $- $-
Funds to be Distributed by F&R
Comm $- $- $38,795 $31,125 $- $31,125 $(7,670)
TOTAL EXPENDITURES $1,720,309 $1,495,991 $1,487,781 $1,487,781 $7,200 $1,494,981 $7,200
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $101 $- $- $- $- $-
Donations $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $101 $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $1,720,309 $1,495,890 $1,487,781 $1,487,781 $7,200 $1,494,981 $7,200
TOTAL REVENUES $1,720,309 $1,495,991 $1,487,781 $1,487,781 $7,200 $1,494,981 $7,200
FIRE DEPARTMENTS AND RESCUE SQUADS : 187
FIRE DEPARTMENTS AND RESCUE SQUADS
About
The County provides funding for the five volunteer fire
departments and the five 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 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 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.
Highlights
• Fire Departments responded to 2,592 calls for service.
• Rescue Squads responded to 10,721 calls for service.
• Completed renovations at the new Riner Rescue station.
• Fire Departments and Rescue Squads have assisted with numerous COVID-19 testing sites and influenza
vaccination distribution sites.
• Riner Rescue received a new response vehicle.
• Elliston Fire received a new response vehicle.
FIRE DEPARTMENTS AND RESCUE SQUADS : 188
FIRE DEPARTMENTS AND RESCUE SQUADS
Fire and Rescue Operating Budgets
FY 22 FY 22 FY 22 FY 22 FY 22
Base Recurring Recurring One-time Total
Fire Departments Budget Addition Budget Addition
Blacksburg FD $125,342 $- $125,342 $6,670 $132,012
Christiansburg FD $125,295 $- $125,295 $- $125,295
Elliston FD $110,000 $- $110,000 $- $110,000
Long Shop/McCoy FD $95,040 $- $95,040 $- $95,040
Riner FD $99,173 $- $99,173 $- $99,173
Subtotal for FD $554,850 $- $554,850 $6,670 $561,520
Rescue Squads
Blacksburg RS $119,187 $- $119,187 $- $119,187
Christiansburg RS $103,950 $- $103,950 $- $103,950
Long Shop/McCoy RS $48,301 $- $48,301 $- $48,301
Riner RS $80,015 $15,000 $95,015 $- $95,015
Shawsville RS $96,583 $- $96,583 $- $96,583
Subtotal for RS $448,036 $15,000 $463,036 $- $463,036
Fire and Rescue Training Center $8,200 $6,000 $14,200 $- $14,200
Fire and Rescue Training Center $8,200 $6,000 $14,200 $- $14,200
Distribution by Fire & Rescue Commission $20,000 $(20,000) $- $- $-
Subtotal Undistributed $20,000 $(20,000) $- $- $-
Fire and Rescue Contingency $38,795 $(1,000) $37,795 $(6,670) $31,125
Total Fire and Rescue Contingency $38,795 $(1,000) $37,795 $(6,670) $31,125
Total - Operating Budgets $1,069,881 $- $1,069,881 $- $1,069,881
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 in the current fiscal year.
• $1,069,881 is Included for Fire and Rescue Operations – As part of this year’s base budget process,
the Fire and Rescue Commission distributed $27,670 in base funding to cover fire and rescue recurring
and one-time budget requests for FY 22. Of this $27,670, $21,000 has been allocated to recurring needs
and $6,670 has been allocated to one-time items. The remaining $31,125 has been set-aside in a fire and
rescue contingency to address future unknown issues that may arise during the year.
FIRE DEPARTMENTS AND RESCUE SQUADS : 189
FIRE DEPARTMENTS AND RESCUE SQUADS
• As shown in the chart on the previous page, the Regional Fire & Rescue Training Center’s costs are shown
separately to delineate the operating and one-time costs for individual fire departments and rescue squads
compared to the costs for operating the training center.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $7,200 is Added for Insurance Premium Increases – Additional funding has been added to cover the
cost of insurance premium increases. This increase is based on actual premiums in FY 21 and anticipated
increases for FY 22.
Note: $1,317,387 or one and 1/2 penny of the real estate tax rate is included in the FY 21 capital budget for Fire
and Rescue capital needs. These funds are located in the County Capital tab at the end of the budget document.
MONTGOMERY COUNTY, VIRGINIA
Animal Care and Adoption Center
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Animal Care and Adoption Center
ANIMAL CARE AND ADOPTION CENTER : 191
ANIMAL CARE AND ADOPTION CENTER : 192
ANIMAL CARE AND ADOPTION CENTER
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Animal Care & Adoption Center - County $407,098 $357,288 $398,954 $418,921 $- $418,921 $19,967
Animal Care & Adoption Center -
Donations $262,989 $223,549 $232,727 $246,964 $- $246,964 $14,237
TOTAL EXPENDITURES $670,087 $580,837 $631,681 $665,885 $- $665,885 $34,204
EXPENDITURES BY CLASSIFICATION
Personal Services $494,416 $467,975 $491,820 $526,024 $- $526,024 $34,204
Operations & Maintenance $173,371 $106,854 $139,861 $139,861 $- $139,861 $-
Capital Outlay $2,300 $6,008 $- $- $- $- $-
TOTAL EXPENDITURES $670,087 $580,837 $631,681 $665,885 $- $665,885 $34,204
REVENUE BY CLASSIFICATION
Local Fees $75,000 $73,971 $80,000 $80,000 $- $80,000 $-
Private Grants $- $17,500 $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Donations $214,109 $40,730 $214,109 $214,109 $(40,000) $174,109 $(40,000)
TOTAL DESIGNATED REVENUE $289,109 $132,201 $294,109 $294,109 $(40,000) $254,109 $(40,000)
TOTAL UNDESIGNATED REVENUE $380,978 $448,637 $337,572 $371,776 $40,000 $411,776 $74,204
TOTAL REVENUES $670,087 $580,837 $631,681 $665,885 $- $665,885 $34,204
ANIMAL CARE AND ADOPTION CENTER : 193
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 offer 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 a dog park and walking trails connecting the Frog Pond, picnic shelters, and disc golf course, making the
entire area a recreation destination.
Animal Care and Adoption Center-Donations
Donations support 26% of the facility and staffing costs to operate the Center.
Highlights
• The Animal Care and Adoption Center has an adoption-friendly philosophy and a mission focused on
education, adoption, and community.
• In 2020, more than 1,500 pets were adopted, reclaimed, or rescued, and the center achieved a 94.2% live
release rate.
• In 2020, staff collaborated with many local businesses and teaching institutions to provide valuable care
and enrichment for center animals, as well as sponsoring or participating in several national and local
adoption and community events.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Animal Care & Adoption Center - County 5 5 0
Animal Care & Adoption Center - Donations 3.5 3.5 0
TOTAL 8.5 8.5 0
ANIMAL CARE AND ADOPTION CENTER : 194
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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• ($40,000) is Reduced from the ACAC’s Donation Revenue Budget – This reflects an estimated
reduction in the dependence of donations to support the ACAC.
MONTGOMERY COUNTY, VIRGINIA
General Services
Board of
Supervisors
County
Administrator
VOTERS
General Services
GENERAL SERVICES : 195
Administration
Centralized
Maintenance
Garage
Animal Control
Housekeeping Motor Pool
Lawns and
Landscaping
Solid Waste
Collections
Litter Control
Mid-County
Landfill
Stormwater
Management
Thompson
Landfill
Buildings and
Grounds
Inspections
GENERAL SERVICES : 196
GENERAL SERVICES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Administration $580,014 $413,083 $430,330 $452,386 $- $452,386 $22,056
Animal Control $234,519 $210,394 $218,884 $282,777 $- $282,777 $63,893
Buildings and Grounds $1,989,436 $1,812,728 $1,892,011 $1,901,188 $- $1,901,188 $9,177
Centralized Maintenance $146,199 $114,448 $150,000 $150,000 $- $150,000 $-
Housekeeping $536,504 $520,272 $532,957 $544,792 $- $544,792 $11,835
Lawns and Landscaping $293,566 $215,822 $269,863 $276,440 $- $276,440 $6,577
Litter Control $104,747 $96,977 $103,655 $108,216 $- $108,216 $4,561
Solid Waste Collections $1,941,100 $1,896,512 $1,826,178 $1,911,645 $184,594 $2,096,239 $270,061
Motor Pool $430,286 $339,092 $124,470 $124,470 $- $124,470 $-
Garage Operations $125,003 $124,264 $104,219 $109,980 $- $109,980 $5,761
Stormwater Management $111,121 $109,823 $117,500 $122,533 $- $122,533 $5,033
Inspections $423,227 $369,097 $396,077 $424,120 $- $424,120 $28,043
Mid-County Landfill $134,066 $89,531 $128,200 $128,200 $- $128,200 $-
Soil Erosion and Sediment Control $- $- $1,000 $1,000 $- $1,000 $-
Thompson Landfill $88,000 $52,338 $53,000 $53,000 $- $53,000 $-
TOTAL EXPENDITURES $7,137,788 $6,364,382 $6,348,344 $6,590,747 $184,594 $6,775,341 $426,997
EXPENDITURES BY CLASSIFICATION
Personal Services $3,323,262 $3,089,109 $3,318,440 $3,560,843 $34,594 $3,595,437 $276,997
Operations & Maintenance $2,890,631 $2,677,116 $2,791,934 $2,791,934 $150,000 $2,941,934 $150,000
Capital Outlay $923,895 $598,157 $237,970 $237,970 $- $237,970 $-
TOTAL EXPENDITURES $7,137,788 $6,364,382 $6,348,344 $6,590,747 $184,594 $6,775,341 $426,997
REVENUE BY CLASSIFICATION
Local Animal Licenses $- $- $- $- $- $- $-
Dog & Cat Sterilization $- $1,271 $- $- $- $- $-
Local Recovered Costs $177,359 $150,862 $171,379 $171,379 $- $171,379 $-
Local Courthouse Maintenance $40,000 $28,221 $40,000 $40,000 $- $40,000 $-
Local Health/HS Utilities $81,330 $56,960 $81,330 $81,330 $- $81,330 $-
Local Health/HS Maintenance $11,665 $18,900 $11,665 $11,665 $- $11,665 $-
Local Cons Utility Tax $- $- $- $- $- $- $-
Local Waste Collection $5,700 $- $5,700 $5,700 $- $5,700 $-
State Litter Control Grant $16,450 $25,223 $16,450 $16,450 $- $16,450 $-
Jail Block Revenue $21,500 $21,500 $21,500 $21,500 $- $21,500 $-
Local Soil Erosion Fees $24,970 $28,082 $24,970 $24,970 $- $24,970 $-
Local Stormwater Fees $21,385 $23,950 $21,385 $21,385 $- $21,385 $-
Local Building Permits $103,771 $133,817 $103,771 $103,771 $- $103,771 $-
Local Occupancy Permits $950 $1,725 $950 $950 $- $950 $-
Local Electrical Permits $24,620 $28,760 $24,620 $24,620 $- $24,620 $-
Local Mechanical Permits $15,800 $18,022 $15,800 $15,800 $- $15,800 $-
Local Plumbing Permits $15,340 $14,726 $15,340 $15,340 $- $15,340 $-
Local Manufactured Housing Permits $6,000 $7,102 $6,000 $6,000 $- $6,000 $-
Local Re-inspect Fees $1,320 $2,310 $1,320 $1,320 $- $1,320 $-
TOTAL DESIGNATED REVENUE $568,160 $561,431 $562,180 $562,180 $- $562,180 $-
TOTAL UNDESIGNATED REVENUE $6,569,628 $5,802,951 $5,786,164 $6,028,567 $184,594 $6,213,161 $426,997
TOTAL REVENUES $7,137,788 $6,364,382 $6,348,344 $6,590,747 $184,594 $6,775,341 $426,997
GENERAL SERVICES : 197
GENERAL SERVICES
About
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 Internal Services,
Engineering, Stormwater, Landfills, and 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 due to animals, quarantines for 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 37 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.
Garage Operations
Garage Operations provides efficient repairs, services, inspections and maintenance of about 165 County vehicles,
including the sheriff’s fleet.
Housekeeping
The Housekeeping department provides custodial services to ensure the cleanliness and safety of 11 County
facilities, which is 441,520 square feet of space.
Inspections
Inspections is responsible for the enforcement of the Uniform Statewide Building Code to protect health, safety
and welfare of citizens.
Lawns and Landscaping
Lawns & Landscaping is responsible for maintaining 106 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, and the new and old Shawsville elementary schools ballfields.
Litter Control
Litter Control manages the annual roadside waste clean-up, hazardous waste collection and annual latex paint
GENERAL SERVICES : 198
GENERAL SERVICES
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.
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 disturbing 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, in 2013 the Department of
Environmental Quality required an additional 10 years of monitoring landfills.
Highlights
• In response to the COVID-19 pandemic, staff facilitated and implemented the necessary disease
prevention measures to help keep both citizens visiting government buildings and employees working in
those buildings safe.
• While Broomin’ and Bloomin’ cleanup did not occur in the traditional form as in years past due the impacts
from COVID-19, 12 dedicated volunteers did individually clean up smaller portions of Montgomery County,
totaling 2.5 miles.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Administration 4 4 0
Animal Control 3 4 1
Buildings and Grounds 7 7 0
Centralized Maintenance 0 0 0
GENERAL SERVICES : 199
GENERAL SERVICES
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Friends of Animal Care and Control 0 0 0
Housekeeping 11 11 0
Lawns and Landscaping 4 4 0
Litter Control 1 1 0
Solid Waste Collections 9.8 9.8 0
Motor Pool 0 0 0
Garage Operations 2 2 0
Stormwater Management 1 1 0
Inspections 5 5 0
Mid-County Landfill 0 0 0
Soil Erosion and Sediment Control 0 0 0
Thompson Landfill 0 0 0
TOTAL 47.8 48.8 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Animal Control Officer Position (One FTE) Added to the Base Budget – As part of the FY 2021
approved budget, $58,417 was added for an Animal Control Officer to increase services and address
workload issues in the County. This position was deferred and held in Special Contingencies for the FY 21
approved budget due to revenue concerns related to the Covid-19 pandemic. As revenues stabilized in
FY 21, the position was transferred from Special Contingencies to the General Services Division and has
become part of the base budget for FY 22.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
GENERAL SERVICES : 200
GENERAL SERVICES
• $150,000 is Added for the Increased Cost of Tipping Fees at the Solid Waste Authority – In FY 21,
the Solid Waste Authority increased the cost of tipping fees for various types of solid waste. This increase
became effective after the adoption of the County’s budget in FY 21. In addition to the increase for FY
21, fees are also expected to increase for FY 22. Based on solid waste collections and actual tipping fee
expenditures at the authority in FY 19, 20, and FY 21, $150,000 has been added to the budget to cover the
fee increase in FY 21 and the anticipated increase for FY 22.
• $34,594 is Added to Cover Minimum Wage Increases – Additional funding has been added to cover
the cost of new minimum wage increases that take effect through January 1, 2022. The General Services
Division has several part-time unclassified positions that are currently below the new state minimum wage.
This increase provides sufficient funding to cover the new minimum wage standards through FY 22. Below
are the new minimum wage changes per year in Virginia:
Dates Per hour rate
Prior to 5/1/21 $7.25
5/1/21 $9.50
1/1/22 $11.00
1/1/23 $12.00
1/1/25 $13.50
1/1/26 $15.00
MONTGOMERY COUNTY, VIRGINIA
Children’s Services Act
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Human Services
Children’s
Services Act
CHILDREN’S SERVICES ACT : 201
CHILDREN’S SERVICES ACT : 202
CHILDREN’S SERVICES ACT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Children's Services Act $1,651,969 $1,558,963 $1,651,969 $1,651,969 $- $1,651,969 $-
TOTAL EXPENDITURES $1,651,969 $1,558,963 $1,651,969 $1,651,969 $- $1,651,969 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $4,200 $416 $4,200 $4,200 $- $4,200 $-
Public Assistance $1,647,769 $1,558,548 $1,647,769 $1,647,769 $- $1,647,769 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $1,651,969 $1,558,963 $1,651,969 $1,651,969 $- $1,651,969 $-
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $62,952 $- $- $- $- $-
State CSA $1,162,784 $725,877 $1,162,784 $1,162,784 $- $1,162,784 $-
TOTAL DESIGNATED REVENUE $1,162,784 $788,828 $1,162,784 $1,162,784 $- $1,162,784 $-
TOTAL UNDESIGNATED REVENUE $489,185 $770,135 $489,185 $489,185 $- $489,185 $-
TOTAL REVENUES $1,651,969 $1,558,963 $1,651,969 $1,651,969 $- $1,651,969 $-
CHILDREN’S SERVICES ACT : 203
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.
Highlights
• In FY20, CSA served 74 at-risk children and their families through foster homes, residential facilities, IEP
Private Day School placements, and community-based services to include evaluations, in-home services,
and life skills training.
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 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.
Approved 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
Human Services
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
Human Services
Community
Programs Human Services
Retired Senior
Volunteer Program
HUMAN SERVICES : 205
HUMAN SERVICES : 206
HUMAN SERVICES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Community Programs $51,160 $49,572 $51,160 $52,970 $- $52,970 $1,810
Human Services $173,263 $150,024 $168,575 $177,341 $- $177,341 $8,766
Retired Senior Volunteer
Program $184,086 $146,685 $158,603 $171,552 $- $171,552 $12,949
TOTAL EXPENDITURES $408,509 $346,281 $378,338 $401,863 $- $401,863 $23,525
EXPENDITURES BY
CLASSIFICATION
Personal Services $329,335 $314,411 $331,030 $354,555 $- $354,555 $23,525
Operations & Maintenance $71,974 $24,561 $47,308 $47,308 $- $47,308 $-
Capital Outlay $7,200 $7,310 $- $- $- $- $-
TOTAL EXPENDITURES $408,509 $346,281 $378,338 $401,863 $- $401,863 $23,525
REVENUE BY CLASSIFICATION
Local User Fees $- $30 $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Donations $4,152 $13,576 $- $- $- $- $-
State CSA Administration $12,000 $- $12,000 $12,000 $- $12,000 $-
State VJCCCA $49,392 $49,393 $49,392 $49,392 $- $49,392 $-
Federal RSVP $48,543 $57,918 $56,043 $56,043 $- $56,043 $-
TOTAL DESIGNATED REVENUE $114,087 $120,917 $117,435 $117,435 $- $117,435 $-
TOTAL UNDESIGNATED
REVENUE $294,422 $225,364 $260,903 $284,428 $- $284,428 $23,525
TOTAL REVENUES $408,509 $346,281 $378,338 $401,863 $- $401,863 $23,525
HUMAN SERVICES : 207
HUMAN SERVICES
About
Human Services division administers the Community Program, Human Services, Retired and Senior Volunteer
Program (RSVP), Virginia Juvenile Community Crime Control Act (VJCCCA) and the Children’s Services Act (CSA).
Community Programs
This department provides court-involved youth programs that include juvenile community service, home
confinement, and home electronic monitoring.
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 examine youth issues and administer the VJCCCA
programs.
Retired Senior Volunteer Program
Retired and Senior Volunteer Program (RSVP) invites adults age 55 and over to use their life experience and
skills to participate more fully in the life of their community through significant volunteer service. RSVP acts as a
clearinghouse to match volunteers’ interests and skills with agencies and organizations that need assistance while
providing opportunities that promote independence and an active lifestyle.
Highlights
• Thirty-eight juveniles completed an online, evidence-based offender education program and received a
certificate of completion.
• Thirty-eight juveniles completed 573 community service hours at non-profit organizations.
• Managed 11 juveniles through the Home Electronic Monitoring for a total of 470 days.
• In FY20, 228 RSVP volunteers provided 37,254 hours of service to 60 different non-profit organizations.
• Ten RSVP volunteers met with 808 seniors and disabled individuals throughout the New River Valley during
the 2020 Medicare Part D Open Enrollment Period, saving a total of $519,443 for all clients. Five of the 10
volunteers are trained and certified Virginia Insurance and Counseling Assistance Program counselors.
• RSVP volunteers raised $9,527 in 2019 (calendar year) and $6,753 in 2020 through fundraising programs,
enabling the program to provide two $1,000 scholarships to
students pursuing a degree in the Human Services or Medical
Field; fund events for area military and veteran programs; and
several other projects that benefit the non-profit organizations
where volunteers serve.
• In 2020, in collaboration with the New River Valley Agency on
Aging, Radford-Fairlawn Daily Bread, and the Virginia Veteran and
Family Support Program, 145 homebound seniors and veterans
residing in Montgomery County and the City of Radford received
one bag of basic household supplies and one bag of personal care
items.
HUMAN SERVICES : 208
HUMAN SERVICES
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Community Programs 0 0 0
Human Services 2 2 0
Retired Senior Volunteer Program 2.5 2.5 0
TOTAL 4.5 4.5 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
New River Health District
VOTERS
General
Assembly Governor
Secretary of Health and Human Services
State Department of Health
New River Health District
NEW RIVER HEALTH DISTRICT : 209
NEW RIVER HEALTH DISTRICT : 210
NEW RIVER HEALTH DISTRICT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Public Health $596,435 $596,435 $604,488 $604,488 $- $604,488 $-
TOTAL EXPENDITURES $596,435 $596,435 $604,488 $604,488 $- $604,488 $-
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Direct Payment $596,435 $596,435 $604,488 $604,488 $- $604,488 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $596,435 $596,435 $604,488 $604,488 $- $604,488 $-
REVENUE BY CLASSIFICATION
Local Revenue Refunds $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED
REVENUE $596,435 $596,435 $604,488 $604,488 $- $604,488 $-
TOTAL REVENUES $596,435 $596,435 $604,488 $604,488 $- $604,488 $-
NEW RIVER HEALTH DISTRICT : 211
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 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.
New River Health District
The Health District provides services in local health department clinics, schools, homes and at other sites in the
community to prevent and control the spread of contagious diseases, including child and adult immunizations,
immunizations for overseas travel, well baby care, and family planning. Other services include provision of the
Women, Infants and Children (WIC) program, distribution of free car safety seats to eligible families, Resource
Mothers Program and health education services.
Highlights
• The district received Project Public Health Ready (PPHR) certification from the National Association of
County and City Health Officials. PPHR is a criteria-based training and recognition program that assesses
local health department capacity and capability to plan for, respond to, and recover from public health
emergencies.
• The environmental health team achieved conformance with Standard 3 and Standard 5 of the FDA’s
Voluntary National Retail Food Regulatory Food Program Standards. Standard 3 establishes an inspection
program based on Hazard Analysis and Critical Control Point (HACCP) Principles while Standard 5
addresses the department’s ability to identify and respond to Foodborne Outbreaks and Food Defense.
• As one of the leaders of the New River Valley COVID-19 Task Force, the health district utilized staff
throughout the NRV to:
• Create and continue to manage a COVID-19 call center to support the New River Valley community by
answering questions, assessing personal risk factors, receiving complaints, and scheduling for testing.
• Offer community testing for COVID-19 via drive-thru clinics, multiple times per week.
• Maintain our relationship with Virginia Tech under the academic health department, utilizing support
for COVID-19 response.
• Expand and better utilize our volunteer base, the Medical Reserve Corps.
• Assist the Fralin Biomedical Research Institute in transitioning from a research lab to a clinical lab to
run COVID RT-PCR tests, including future preparations for saliva testing.
• Collaborate with long-term care facilities for testing of residents and staff and assisted with
management of COVID-19 cases and outbreaks.
• Work with Virginia Tech, Radford University, New River Community College, and local public school
systems on mitigation plans, exercises and containment strategies.
• Facilitate testing of college student athletes and staff.
• Work with localities regarding mitigation and testing plans for staff, including first responders, public
NEW RIVER HEALTH DISTRICT : 212
NEW RIVER HEALTH DISTRICT
works, and recreation.
• Provide follow-up education and enforcement of Executive Orders regarding face coverings in public
and worked with the Regional Commission’s Business Continuity Team.
• Maintain regular but adjusted operations in order to ensure continuity of care for all New River Health
District clients.
• Continue to plan for mass COVID vaccination efforts.
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 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.
Approved 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
Social Services
Board of
Supervisors
Social Services
Board
VOTERS
Social Services
SOCIAL SERVICES : 213
SOCIAL SERVICES : 214
SOCIAL SERVICES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Social Services $6,474,900 $6,325,349 $6,228,024 $6,467,965 $- $6,467,965 $239,941
TOTAL EXPENDITURES $6,474,900 $6,325,349 $6,228,024 $6,467,965 $- $6,467,965 $239,941
EXPENDITURES BY
CLASSIFICATION
Personal Services $4,075,169 $3,924,021 $4,066,842 $4,201,296 $- $4,201,296 $134,454
Operations & Maintenance $333,240 $373,158 $333,240 $333,240 $- $333,240 $-
Public Assistance $1,986,491 $1,955,660 $1,827,942 $1,933,429 $- $1,933,429 $105,487
Capital Outlay $80,000 $72,510 $- $- $- $- $-
TOTAL EXPENDITURES $6,474,900 $6,325,349 $6,228,024 $6,467,965 $- $6,467,965 $239,941
REVENUE BY CLASSIFICATION
State/Federal Assistance $5,032,099 $5,010,834 $4,873,550 $4,984,902 $- $4,984,902 $111,352
Federal Pass Through $242,350 $192,335 $242,350 $302,557 $- $302,557 $60,207
Local Recovered Costs $70,000 $183,615 $70,000 $70,000 $- $70,000 $-
TOTAL DESIGNATED REVENUE $5,344,449 $5,386,784 $5,185,900 $5,357,459 $- $5,357,459 $171,559
TOTAL UNDESIGNATED
REVENUE $1,130,451 $938,565 $1,042,124 $1,110,506 $- $1,110,506 $68,382
TOTAL REVENUES $6,474,900 $6,325,349 $6,228,024 $6,467,965 $- $6,467,965 $239,941
SOCIAL SERVICES : 215
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.
Highlights
• Increased efficiency for all Benefits Program Specialists through the purchase of scanners.
• Hired two additional Child Protective Service Workers to meet increased caseloads.
• Received additional funds to increase the Companion Program, which provides in-home support for elderly
and disabled adults and increases the likelihood of the individual maintaining their independent living
situation.
• The Self-Sufficiency Unit facilitated multiple job fairs throughout the year and connected potential
employers with those in need of work.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Social Services 68 68 0
TOTAL 68 68 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
SOCIAL SERVICES : 216
SOCIAL SERVICES
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
• Base Revenue and Expenditure Reconciliation Adjustments – The base budget revenue and
expenditures accounts have been adjusted based on the reconciliation of state and federal funding for FY
21. Each year, following the confirmation of funding available from sources other than County dollars, the
base budget for the Department of Social Services is adjusted within the fiscal year, and this adjustment
becomes the base budget for the next fiscal year. The FY 21 reconciled County Budget for this Division
totaled $6,544,915; $5,287,459 in state and federal dollars and $1,257,456 in County dollars. Based
on the reconciliation for FY 21, a total of $171,559 is added to the base revenue budget for FY 22 and
$105,487 is added to base expenditures specifically for public assistance programs.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
Parks and Recreation
Board of
Supervisors
County
Administrator
VOTERS
Assistant County
Administrator/CFO
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 : 217
PARKS AND RECREATION : 218
PARKS AND RECREATION
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Administration $877,876 $783,137 $891,556 $902,390 $44,984 $947,374 $55,818
Aquatics $83,261 $71,707 $83,261 $87,095 $- $87,095 $3,834
Athletics $159,729 $79,196 $159,729 $161,522 $- $161,522 $1,793
Community Recreation Programs $12,151 $1,868 $12,151 $12,151 $- $12,151 $-
Outdoor Recreation $11,629 $7,206 $11,629 $11,629 $- $11,629 $-
Parks and Playgrounds $86,350 $86,122 $25,350 $25,350 $- $25,350 $-
Senior Tours $13,623 $8,868 $13,623 $13,783 $- $13,783 $160
Senior Recreation Program $3,425 $1,541 $3,425 $3,425 $- $3,425 $-
Special Programs $29,725 $3,127 $19,975 $19,975 $- $19,975 $-
Summer Programs $36,002 $13,386 $37,002 $38,766 $- $38,766 $1,764
TOTAL EXPENDITURES $1,313,771 $1,056,160 $1,257,701 $1,276,086 $44,984 $1,321,070 $63,369
EXPENDITURES BY CLASSIFICATION
Personal Services $928,877 $816,125 $942,557 $960,942 $44,984 $1,005,926 $63,369
Operations & Maintenance $302,624 $165,028 $315,144 $315,144 $- $315,144 $-
Capital Outlay $82,270 $75,006 $- $- $- $- $-
TOTAL EXPENDITURES $1,313,771 $1,056,160 $1,257,701 $1,276,086 $44,984 $1,321,070 $63,369
REVENUE BY CLASSIFICATION
Local Property Rental $3,830 $1,830 $3,830 $3,830 $- $3,830 $-
Local Adult Rec. Fees $- $660 $1,000 $1,000 $- $1,000 $-
Local Athletics Fees $34,600 $22,178 $34,600 $34,600 $- $34,600 $-
Local Comm. Rec. Fees $- $750 $- $- $- $- $-
Local Senior Tour Fees $13,000 $7,233 $16,500 $16,500 $- $16,500 $-
Local Senior Rec. Fees $500 $722 $500 $500 $- $500 $-
Local Outdoor Rec. Fees $12,000 $5,960 $8,000 $8,000 $- $8,000 $-
Local Special Event Fees $1,000 $15 $500 $500 $- $500 $-
Local Summer Rec. Fees $28,700 $105 $28,700 $28,700 $- $28,700 $-
Local Pool Fees $72,000 $57,894 $72,000 $72,000 $- $72,000 $-
Local Recovered Costs $- $1,250 $- $- $- $- $-
Local Fundraising $- $- $- $- $- $- $-
Scholarship Revenue $500 $947 $500 $500 $- $500 $-
TOTAL DESIGNATED REVENUE $166,130 $99,545 $166,130 $166,130 $- $166,130 $-
TOTAL UNDESIGNATED REVENUE $1,147,641 $956,615 $1,091,571 $1,109,956 $44,984 $1,154,940 $63,369
TOTAL REVENUES $1,313,771 $1,056,160 $1,257,701 $1,276,086 $44,984 $1,321,070 $63,369
PARKS AND RECREATION : 219
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 parks 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 swimming environment and quality instruction for leisure and educational
swimming programs for all ages, including infants. The Stroke and Turn Clinic teaches strokes and turns with a
competitive edge for those who want to join a competitive swim team.
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
Community Recreation Programs offer a diverse schedule
of education/recreation-based activities for youth. Activities
include martial arts, cooking, drawing, painting, and holiday-
themed classes.
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 : 220
PARKS AND RECREATION
Parks and Playgrounds
Montgomery County has seven 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 are all amenities that can be found at the parks. Private pool and shelter rentals
are also available.
Senior Tours
Senior Tours are designed and selected for active travelers 50 and older who like to explore regional interests and
attractions while discovering the area’s well-kept secrets and making new friends. The one day excursions are
planned to nearby cities, museums, sporting events, festivals, professional theater, and dining destinations.
Senior Recreation Program
This department offers the Mountain Trekkers Hiking Club and the New River Valley Senior Games to adults 50 and
older to encourage enrichment of their lives through activity and knowledge. Educational and wellness programs
and health screenings/clinics promoting physical and mental health are also offered. Monthly luncheons provide
an opportunity to meet socially and enjoy activities.
Special Programs
The Special Programs department provides a broad range of special events that can span from events for youth to
events for the whole family, including creative Christmas themed programs and Rock the Pond summertime events
held annually.
Summer Programs
This department provides a broad range of services to the
community. The Frog Hoppers Camp is the most popular
program, providing a safe and fun environment for children that
will offer growth and education about the outdoors, swimming
lessons and crafts. This camp is for children entering 1st grade
to students leaving the 5th grade. Nature hikes, fun games and
field trips teach children that it is fun to get out and go play!
Highlights
• Athletics pulled off a record Fall Ball season in the middle of a pandemic with 10 teams and 118 kids.
• In July 2019, the second annual movie night, featuring “The Little Mermaid,” was a huge success with over
475 participants.
• Frog Pond utilization for the 2019 season was 16,379 swimmers, an increase of 733 swimmers over the
previous years.
• In October 2019, the Government Center Trick or Treat event welcomed over 900 trick or treaters, with
participants receiving candy and voting on the best office costumes, door decorations and a pumpkin
contest
PARKS AND RECREATION : 221
PARKS AND RECREATION
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Administration 2 2 0
Aquatics/Summer/Community Programs 1 1 0
Athletics 2 2 0
Maintenance 4 4 0
Outdoor Recreation/Parks and Playgrounds 1 1 0
Senior Recreation Program/ Senior Tours 1 1 0
TOTAL 11 11 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $44,984 is Added to Cover Minimum Wage Increases – Additional funding has been added to
cover the cost of new minimum wage increases that take effect through January 1, 2022. The Parks and
Recreation Division has several part-time unclassified positions that are currently below the new state
minimum wage. This increase provides sufficient funding to cover the new minimum wage standards
through FY 22. Below are the new minimum wage changes per year in Virginia:
Dates Per hour rate
Prior to 5/1/21 $7.25
5/1/21 $9.50
1/1/22 $11.00
1/1/23 $12.00
1/1/25 $13.50
1/1/26 $15.00
MONTGOMERY COUNTY, VIRGINIA
Regional Library System
Board of
Supervisors
Library Board
VOTERS
Regional Library
System
REGIONAL LIBRARY SYSTEM : 223
REGIONAL LIBRARY SYSTEM : 224
REGIONAL LIBRARY SYSTEM
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Regional Library System $2,405,234 $2,253,711 $2,246,303 $2,387,122 $10,930 $2,398,052 $151,749
TOTAL EXPENDITURES $2,405,234 $2,253,711 $2,246,303 $2,387,122 $10,930 $2,398,052 $151,749
EXPENDITURES BY
CLASSIFICATION
Personal Services $1,770,536 $1,682,138 $1,796,655 $1,937,474 $10,930 $1,948,404 $151,749
Operations & Maintenance $549,552 $495,135 $449,648 $449,648 $- $449,648 $-
Capital Outlay $85,146 $76,438 $- $- $- $- $-
Lump Sum Reduction $- $- $- $- $- $- $-
TOTAL EXPENDITURES $2,405,234 $2,253,711 $2,246,303 $2,387,122 $10,930 $2,398,052 $151,749
REVENUE BY CLASSIFICATION
Local Photo Copy Sales $25,000 $17,276 $25,000 $25,000 $(16,500) $8,500 $(16,500)
Local Library Fines $29,000 $22,203 $29,000 $29,000 $(24,700) $4,300 $(24,700)
Local Library Fees $2,700 $1,803 $2,700 $2,700 $(2,300) $400 $(2,300)
Passports $8,000 $9,955 $8,000 $8,000 $(4,000) $4,000 $(4,000)
Floyd Contribution $71,748 $71,748 $67,548 $67,548 $12,273 $79,821 $12,273
Blacksburg Contribution $15,000 $15,000 $15,000 $15,000 $- $15,000 $-
Christiansburg Contribution $15,000 $15,000 $15,000 $15,000 $- $15,000 $-
Local Donations $42,991 $51,193 $- $- $- $- $-
Local Recovered Costs $- $887 $- $- $- $- $-
State Aid $220,278 $227,142 $225,285 $225,285 $22,013 $247,298 $22,013
TOTAL DESIGNATED REVENUE $429,717 $432,206 $387,533 $387,533 $(13,214) $374,319 $(13,214)
TOTAL UNDESIGNATED REVENUE $1,975,517 $1,821,504 $1,858,770 $1,999,589 $24,144 $2,023,733 $164,963
TOTAL REVENUES $2,405,234 $2,253,711 $2,246,303 $2,387,122 $10,930 $2,398,052 $151,749
REGIONAL LIBRARY SYSTEM : 225
REGIONAL LIBRARY SYSTEM
About
The Montgomery-Floyd Regional Library System has branch libraries in Blacksburg, Christiansburg, Shawsville
and Floyd. Reading and other materials are offered in a variety of formats, including eBooks, downloadable
and streaming audiobooks, music, and movies. Public computers, wireless access, databases and office and
entertainment software are available in each library. The Christiansburg and Floyd libraries maintain special
sections for genealogy and local history.
Regional Library System
Staff members of the regional system are trained to help citizens use the library, download material and locate
information. Library services include assistance with job searching and resume building, computer classes,
summer reading programs for all ages, special events, programs, book discussion groups and story times.
Public meeting rooms in each library branch are available to individuals and groups to use on a first-come basis.
Meadowbrook has a dedicated craft room. The Library also offers notary services and is a passport acceptance
agency.
Highlights
• The Montgomery-Floyd Regional Library (MFRL) welcomed over 275,000 visitors in 2019, and checked out
541,050 items.
• Patrons used library computers or wireless to access the Internet over 70,000 sessions.
• Library staff processed passport applications for over 350 individuals.
• Created an online signup for new library cards with instant access to electronic resources and item request
capability.
• Added over 30 wireless hotspots to the collection, so patrons can access wireless Internet in their homes.
• Enhanced the Teen Spaces at Meadowbrook and Blacksburg libraries, with new furniture, study space, and
re-organized collections.
• Remodeled the preschool and children’s areas at Christiansburg Library, adding improved shelving,
technology, study and reading space, and materials.
• Introduced “Happy or Not” customer satisfaction terminals at each branch for patrons to provide feedback
on their general library experience, library materials, and programming.
• Meadowbrook Library’s Summer Backpack Program – which provides meals, healthy snacks, and back-to-
school supplies for families in Eastern Montgomery – was awarded a 2020 Virginia Association of Counties
Achievement Award. This program resumed in the Summer of 2020, COVID-19 notwithstanding.
• Re-engineered the Library Request for Purchase tool to provide speedier, more accurate and more easily
scaled-up service.
• Christiansburg Library met over 1,000 residents at the 2019 Downtown Halloween event.
• Blacksburg Library’s PAWS to Read partners, Moose the dog and his handlers at Virginia Tech’s Cook
Counseling Center, won the 2019 Virginia Veterinary Medical Association’s Animal Hero of the Year award
for his dedication to the well-being of the Virginia Tech and Blacksburg community.
REGIONAL LIBRARY SYSTEM : 226
REGIONAL LIBRARY SYSTEM
• When confronted with the COVID-19 emergency, Montgomery-Floyd Regional Library:
• Complied with the Governor’s Safe at Home and Safer at Home Executive Orders.
• Rapidly developed a curbside pickup service for patrons to pick up requested material.
• Created Library Picks for You to assist those who could not browse the shelves in finding new books to
read.
• Rolled out Princh, a service that allows patrons to print to the library printers from any mobile device or
computer, and pick up the prints curbside.
• Transitioned the 2020 Summer Reading Program to an online format, so kids could maintain reading
skills even with operations changes at branches and with many families self-isolating.
• Enhanced virtual, online, and outdoor programming, including the very popular take-and-make craft
kits.
• Increased use of eBooks and eAudio nearly 20% with the generous support of the MFRL Foundation.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Regional Library System 21.5 21.5 0
TOTAL 21.5 21.5 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
REGIONAL LIBRARY SYSTEM : 227
REGIONAL LIBRARY SYSTEM
• ($13,214) is Reduced from the Library’s Revenue Budget – As Library’s move to more on-line and
virtual material offerings, collection fees and fines are becoming more obsolete, reducing revenues that
were once generated utilizing traditional library materials. Based on this changing trend and use of the
library, traditional library fines and fees have been reduced by $47,500. This is based on prior year actuals
and estimated revenue collections for FY 21 and FY 22. To help offset this reduction, Floyd Library’s
contribution to regional salaries increased by $12,273 and the estimated state aid provided by the Library
of Virginia has increased by $22,013. The Library’s total revenue budget has decreased by $13,214.
• $10,930 is Added to Cover Minimum Wage Increases – Additional funding has been added to cover
the cost of new minimum wage increases that take effect through January 1, 2022. The Library has several
part-time unclassified positions that are currently below the new state minimum wage. This increase
provides sufficient funding to cover the new minimum wage standards through FY 22. Below are the new
minimum wage changes per year in Virginia:
Dates Per hour rate
Prior to 5/1/21 $7.25
5/1/21 $9.50
1/1/22 $11.00
1/1/23 $12.00
1/1/25 $13.50
1/1/26 $15.00
MONTGOMERY COUNTY, VIRGINIA
Planning and GIS Services
Board of
Supervisors
County
Administrator
VOTERS
Planning and GIS
Planning GIS
PLANNING AND GIS SERVICES : 229
PLANNING AND GIS SERVICES : 230
PLANNING AND GIS SERVICES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
Planning $644,658 $491,701 $545,097 $553,024 $- $553,024 $7,927
GIS $384,905 $338,619 $403,653 $412,958 $- $412,958 $9,305
TOTAL EXPENDITURES $1,029,563 $830,320 $948,750 $965,982 $- $965,982 $17,232
EXPENDITURES BY
CLASSIFICATION
Personal Services $669,935 $604,853 $681,280 $698,512 $- $698,512 $17,232
Operations & Maintenance $339,956 $214,850 $267,470 $267,470 $- $267,470 $-
Capital Outlay $19,672 $10,617 $- $- $- $- $-
TOTAL EXPENDITURES $1,029,563 $830,320 $948,750 $965,982 $- $965,982 $17,232
REVENUE BY CLASSIFICATION
Local Rezoning/Subdivision
Permits $18,427 $32,370 $23,427 $23,427 $- $23,427 $-
Local Site Plan Review $2,500 $300 $7,500 $7,500 $- $7,500 $-
Local Map/Ordinance Sales $100 $- $100 $100 $- $100 $-
Local GIS Sales $400 $977 $400 $400 $- $400 $-
Local Technology Fees $22,000 $18,414 $22,000 $22,000 $- $22,000 $-
Local Recovered Costs $1,227 $2,524 $- $- $- $- $-
Auto Graveyard Fees $- $3,300 $- $- $- $- $-
TOTAL DESIGNATED REVENUE $44,654 $57,886 $53,427 $53,427 $- $53,427 $-
TOTAL UNDESIGNATED
REVENUE $984,909 $772,434 $895,323 $912,555 $- $912,555 $17,232
TOTAL REVENUES $1,029,563 $830,320 $948,750 $965,982 $- $965,982 $17,232
PLANNING AND GIS SERVICES : 231
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
Forrestal 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.
Highlights
• The Planning & GIS Services department continues to enhance our services with technology.
• Developed a Community GIS Map Portal to host a variety of the mapping created for users now and in
the future. Currently this includes mapping to assist the Director of Elections with districts and voting
information as well as the Agricultural and Forestal Districts from the 2020 review cycle.
• Also, included in the Community GIS Map Portal is the replacement of the County’s online GIS. This
highly used service for both staff and citizens was previously dependent on an outside firm, but the new
myGIS was designed by the GIS team who also maintain and update the system as needed.
PLANNING AND GIS SERVICES : 232
PLANNING AND GIS SERVICES
• The office enhanced services with new permitting software and other improvements such as
incorporating Docusign electronic signatures to improve overall efficiency.
• Continued the partnership with the New River Valley Regional Commission on Comprehensive Planning
assistance for the Village Plans update.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Planning 6 6 0
GIS 2 2 0
TOTAL 8 8 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 in the current fiscal year.
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
Economic Development
Board of
Supervisors
County
Administrator
VOTERS
Economic
Development
ECONOMIC DEVELOPMENT : 233
ECONOMIC DEVELOPMENT : 234
ECONOMIC DEVELOPMENT
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Economic Development $498,868 $491,716 $434,156 $446,791 $23,758 $470,549 $36,393
TOTAL EXPENDITURES $498,868 $491,716 $434,156 $446,791 $23,758 $470,549 $36,393
EXPENDITURES BY
CLASSIFICATION
Personal Services $346,422 $344,606 $348,380 $361,015 $- $361,015 $12,635
Operations & Maintenance $124,185 $122,963 $74,776 $74,776 $23,758 $98,534 $23,758
Direct Payments $19,896 $19,896 $11,000 $11,000 $- $11,000 $-
Capital Outlay $8,365 $4,252 $- $- $- $- $-
TOTAL EXPENDITURES $498,868 $491,716 $434,156 $446,791 $23,758 $470,549 $36,393
REVENUE BY CLASSIFICATION
Local Recovered Costs $7,000 $- $- $- $- $- $-
Governor's Opprotunity Fund $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $7,000 $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $491,868 $491,716 $434,156 $446,791 $23,758 $470,549 $36,393
TOTAL REVENUES $498,868 $491,716 $434,156 $446,791 $23,758 $470,549 $36,393
ECONOMIC DEVELOPMENT : 235
ECONOMIC DEVELOPMENT
About
Economic Development division serves as the primary marketing 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 MBC Development Corporation to attract new investments and support the
success of existing businesses.
Economic Development
The department carries out the Board of Supervisors’ Strategic Plan, which outlines: recruitment of new industry,
retention and expansion of existing business and industry, market research, workforce development, and product
(sites and buildings) development. Since 2009, 2,229 new jobs have been added from both new and existing
businesses, resulting in more than $118 million in total investment in Montgomery County.
Highlights
• Torc Robotics announced an $8.5 million expansion and 350 new jobs to expand its software development
operations in Montgomery County.
• Virginia broadband funding in the amount of $132,650 was provided for the Catawba Road Fiber Project.
• Modea hired 20 new employees and will invest $100,000 to expand into a new office.
• Completed a Federal EDA Grant to identify future industrial parks in Montgomery County.
Personnel
DEPARTMENT FY 21 Approved
FTE
FY 22 Approved
FTE Change
Economic Development 3 3 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 in the current fiscal year.
ECONOMIC DEVELOPMENT : 236
ECONOMIC DEVELOPMENT
• Base Salary and Fringe Benefit Adjustments – The FY 21 approved budget included a 3%
compensation increase in Special Contingencies. These funds were distributed to County divisions off cycle
during the budget year. In addition to the 3% compensation increase added to the base budget, the budget
also includes an increase in the unemployment insurance rate from 0.23% to 0.53%. All other fringe
benefits rates remain unchanged. Funding is also included to cover a 3% compensation increase, effective
July 1, 2021.
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $23,758 is Added for Wireless-on-Wheels (WOW) Carts Maintenance Costs – Additional funding is
added to cover maintenance costs of the Verizon Wireless WOW Carts and HUGHES NETWORK installation
and internet service. WOW carts provide internet hot spot service to areas of the County that do not have
access to the Internet.
MONTGOMERY COUNTY, VIRGINIA
Other Agencies
Board of
Supervisors
Other Agencies
VOTERS
OTHER AGENCIES : 237
OTHER AGENCIES : 238
OTHER AGENCIES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY AGENCIES
Human Service Agencies $782,836 $586,056 $727,872 $727,872 $27,640 $755,512 $27,640
Public Safety Agencies $907,040 $876,562 $967,284 $967,284 $29,560 $996,844 $29,560
Educational/Cultural Agencies $681,440 $544,506 $606,418 $606,418 $2,619 $609,037 $2,619
Environmental Agencies $159,032 $141,629 $154,680 $154,680 $795 $155,475 $795
Economic Development Agencies $242,327 $230,327 $252,485 $252,485 $35,072 $287,557 $35,072
TOTAL EXPENDITURES $2,772,675 $2,379,080 $2,708,739 $2,708,739 $95,686 $2,804,425 $95,686
REVENUE BY CLASSIFICATION
Recovered Costs $- $- $- $- $- $- $-
Wireless 911 $- $- $- $- $- $- $-
State Extension Office Reimbursement $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $2,772,675 $2,379,080 $2,708,739 $2,708,739 $95,686 $2,804,425 $95,686
TOTAL REVENUES $2,772,675 $2,379,080 $2,708,739 $2,708,739 $95,686 $2,804,425 $95,686
OTHER AGENCIES : 239
OTHER AGENCIES
About
This Division consists of all outside agencies that are funded by County General Fund dollars. Agencies that receive
funding are divided among five categories: Human Service Agencies, Public Safety Agencies, Education/Cultural
Agencies, Environmental Agencies, and Economic Development Agencies.
Human Service Agencies
• $255,942 is included for the New River Valley Detention Home, which is a level funding – The
NRVDH’s request for FY 22 is $184,430, which is a decrease of $71,512 from the FY 21 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 22 is $184,430 or 45.9% 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 $184,430
for operations based on a three-year average usage and is setting aside $71,512 in a special reserve to
address future facility upgrades. By the end of FY 22, $908,787 will have accumulated in the reserve.
• $30,994 is included for the Community Health Center of the New River Valley (Free Clinic),
which is level funding – The agency received $30,994 in the FY 21 budget and the center requested
level funding for this fiscal year. The center provides medical and dental care as well as pharmaceuticals to
uninsured citizens of the New River Valley who live below the Federal Poverty Guidelines. Historical funding
and the percentage of clients served by locality are presented in the chart below. The County also provides
the building at 215 Roanoke Street which was renovated for the center. Assuming the center had to rent
space equivalent to the building provided by the County, the rental costs would likely exceed $64,352
(8,044 square feet X $8.00).
• $50,625 is included for New River Community Action and $30,471 is included for the
Locality % Usage FY 22 Funding
Giles 20.42%$82,054
Montgomery 45.90%$184,430
Pulaski 25.10%$100,832
Radford 8.58%$34,468
Total 100.00%$401,784
Community Health Center for the NRV
FY 2020 FY 2021 FY 2022
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 2,186 46% $30,994 57% 2,166 43% $30,994 57% 2,200 41% $30,994 57%
Pulaski County 924 19% $8,000 15% 1,154 23% $8,000 15% 1,400 26% $8,000 15%
Floyd County 201 4% $2,000 4% 251 5% $2,000 4% 300 6% $2,000 4%
Giles County 840 18% $8,000 15% 853 17% $8,000 15% 875 16% $8,000 15%
Radford City 600 13% $5,853 11% 590 12% $5,853 11% 600 11% $5,853 11%
Total 4,751 100% $54,847 100% 5,014 100% $54,847 100% 5,375 100% $54,847 100%
* Actual *Projected *Projected
OTHER AGENCIES : 240
OTHER AGENCIES
Montgomery County Emergency Assistance Program, which is level funding – The New River
Community Action (NRCA) agency requested $54,680 for FY 22, which is an increase of $4,055. 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 22, which represents an increase of $1,524. In FY 21 MCEAP received $30,471.
For FY 22, the County is providing level funding of $81,096 for both programs. With level funding, the
County is providing 42% of the funding with only 33% of the clients served.
• $38,183 is included for the Women’s Resource Center, which is level funding – The agency
received $38,183 in the FY 21 budget, and requested an increase of $1,909 for FY 22. Historical funding
and the percentage of clients served by locality are presented below. With a budget of $38,183, the County
is providing 43% of funding with 43% 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, which is level funding – The agency requested
$5,051 in the FY 22 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
78% of clients residing in established shelter space moved into permanent housing upon leaving the
shelter. The shelter has the potential to serve all localities in the New River Valley. Other New River Valley
New River Community Action & MCEAP: Locality Funding & Clients Served
FY 2020 FY 2021 FY 2022
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 2,974 33% $81,096 43% 2,617 33% $81,096 42% 2,974 33% $81,096 42%
Pulaski County 2,312 26% $50,043 26% 2,035 26% $50,043 26% 2,312 26% $50,043 26%
Floyd County 1,285 14% $27,146 14% 1,131 14% $28,503 15% 1,285 14% $28,503 15%
Giles County 1,470 16% $15,082 8% 1,294 16% $15,082 8% 1,470 16% $15,082 8%
Radford City 931 10% $16,582 9% 819 10% $17,411 9% 931 10% $17,411 9%
Total 8,972 100% $189,949 100% 7,896 100% $192,135 100% 8,972 100% $192,135 100%
Women's Resource Center
FY 2020 FY 2021 FY 2022
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 6,396 38% $38,183 43% 8,147 43% $38,183 43% 8,576 43% $38,183 43%
Pulaski County 2,589 15% $24,768 28% 5,285 28% $24,768 28% 5,563 28% $24,768 28%
Floyd County 1,811 11% $4,855 6% 1,088 6% $5,098 6% 1,145 6% $5,098 6%
Giles County 2,560 15% $5,574 6% 1,189 6% $5,574 6% 1,252 6% $5,574 6%
Radford City 3,579 21% $14,690 17% 3,291 17% $15,425 17% 3,464 17% $15,425 17%
Total 16,935 100% $88,070 100% 19,000 100% $89,048 100% 20,000 100% $89,048 100%
OTHER AGENCIES : 241
OTHER AGENCIES
localities have not historically been asked to fund the shelter due to the negligible number of clients
outside of Montgomery County.
• $6,482 is included for the NRV Literacy Volunteers, which is an increase of $189 – The agency
requested $6,482 in the FY 22 budget, which represents an increase of $189. The LVA-NRV’s request will
be used to support payroll expenses for the Program Manager, Basic Literacy Coordinator and the ESOL
Coordinator. With funding of $6,482, Montgomery County, without the funding from the two towns, will be
providing 61.6% of the funding with 69.7% of the clients served.
• $208,811 is included for the New River Valley Community Services, which is an increase of
$18,983 – The agency requested $479,556 in the FY 22 budget, which represents an increase of
$289,728. 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 73.2
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 $479,556. An additional $18,983 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 20.
NRV Literacy Volunteers - Clients Served
Locality FY 20 %FY 21 %FY 22 %
Montgomery 215 73.38%215 73.38%230 69.70%
Pulaski 30 10.24%30 10.24%35 10.61%
Floyd 10 3.41%10 3.41%20 6.06%
Giles 21 7.17%21 7.17%25 7.58%
Radford 17 5.80%17 5.80%20 6.06%
293 100.00%293 100.00%330 100.00%
*Actuals *Projected
NRV Literacy Volunteers
Locality FY 20 FY 21 % of Total FY 22 % of Total
Montgomery $6,293 $6,293 43.58%$6,482 44.31%
Pulaski $2,295 $2,295 15.89%$2,295 15.69%
Floyd $515 $541 3.75%$541 3.70%
Giles $1,132 $566 3.92%$566 3.87%
Radford $511 $639 4.42%$639 4.37%
Town of Blacksburg $2,500 $2,500 17.31%$2,500 17.09%
Town of Christiansburg $1,530 $1,607 11.13%$1,607 10.98%
Total $14,776 $14,441 100%$14,630 100%
*Projected
NRV Literacy Volunteers
Locality FY 22 % of Total
Montgomery $6,482 61.60%
Pulaski $2,295 21.81%
Floyd $541 5.14%
Giles $566 5.38%
Radford $639 6.07%
Total $10,523 100.00%
OTHER AGENCIES : 242
OTHER AGENCIES
• $16,652 is included for the NRV Agency on Aging for agency programs and $14,000 is included
for one weekly congregate meal, which is level funding – The agency requested $16,652 for agency
programs and $14,000 to continue an additional congregate meal per week for residents of Montgomery
County. In FY 04, the Board of Supervisors agreed to provide 100% of local funds to cover one meal weekly,
which would ensure Montgomery County residents would receive three congregate meals per week. The
agency requests a total of $30,652 which is level funding for FY 22. With level funding, the County is
providing 30.41% of the funding with 23.16% of the clients served in the New River Valley.
Community Services Board - Local Funding
Locality FY 20 FY 21 % of Total FY 22 % of Total
Montgomery $172,571 $189,828 44.7% $208,811 47.1%
Pulaski $96,000 $96,000 22.6% $96,000 21.7%
Floyd $34,294 $37,723 8.9% $37,723 8.5%
Giles $54,584 $54,584 12.9% $54,584 12.3%
Radford $15,194 $46,280 10.9% $46,280 10.4%
Total $372,643 $424,415 100.00% $443,398 100.00%
New River Valley Agency on Aging - Locality Funding
Locality FY 20 FY 21 % of total FY 22 % of total
Montgomery $16,652 $16,652 30% $16,652 30%
Pulaski $18,178 $18,178 33% $18,178 33%
Floyd $6,345 $6,662 12% $6,662 12%
Giles $8,075 $8,075 15% $8,075 15%
Radford $4,952 $5,200 9% $5,200 9%
Total $54,202 $54,767 100% $54,767 100%
New River Valley Agency on Aging - Clients Served
Locality FY 20 %FY 21 %FY 22 %
Montgomery 4,068 33.23% 4,070 23% 4,075 23%
Pulaski 2,857 23.34% 3,800 22% 3,805 22%
Floyd 1,499 12.25% 3,000 17% 3,005 17%
Giles 1,607 13.13% 3,000 17% 3,005 17%
Radford 2,210 18.05% 3,700 21% 3,705 21%
12,241 100.00% 17,570 100.00% 17,595 100.00%
*Actuals *Projected *Projected
Community Services Board - Clients Served
Locality FY 20 FY 21 % of Total FY 22 % of Total
Montgomery 4,125 4,074 39.5% 4,024 38.5%
Pulaski 2,954 3,046 29.6% 3,137 30.0%
Floyd 686 685 6.6% 684 6.5%
Giles 1,231 1,288 12.5% 1,346 12.9%
Radford 1,159 1,213 11.8% 1,266 12.1%
Total 10,155 10,306 100.00% 10,457 100.00%
OTHER AGENCIES : 243
OTHER AGENCIES
• $11,046 is included for the New River Valley Senior Services, Inc., which is an increase of $58
– The agency requested $14,551, which represents an increase of $3,563. The agency received $10,988
in FY 21. The agency provides transportation services for non-emergencies for sensory and physically
disabled persons. With $11,046 in funding, the County will be providing 34% of the funding with 34% of
clients served.
• $15,000 is included for the Boys and Girls Club, which is an increase of $5,000 –The agency
received $10,000 in FY 21 and requested $15,000 for FY 22. This additional $5,000 is added 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.
• $4,000 is included for Brain Injury Services of SW Virginia, which is an increase of $932 – The
agency received $3,068 in FY 21 and requested $4,000 for FY 22, an increase of $932. Brain Injury
Services of Southwest Virginia provides case management services for citizens who have suffered brain
injuries.
New River Valley Senior Services
Clients Served FY 20 FY 21 FY 22 %
Montgomery 100 100 125 34%
Pulaski 131 131 140 38%
Giles 21 21 40 11%
Floyd 35 35 25 7%
City of Radford 38 38 40 11%
Total 325 325 370 100%
New River Valley Senior Services
Locality Funding FY 20 %FY 21 %FY 22 %
Montgomery $10,988 54% $10,988 34% $11,046 34%
Pulaski $3,637 18% $14,551 45% $14,551 45%
Giles $1,818 9% $1,818 6% $1,818 6%
Floyd $455 2% $1,818 6% $1,818 6%
City of Radford $3,464 17% $3,464 11% $3,464 11%
Total $20,361 100% $32,639 100% $32,697 100%
Brain Injury Services - Locality Funding
Locality FY 20 FY 21 % of Total FY 22 % of Total
Montgomery $3,037 $3,068 40.5% $4,000 47.1%
Pulaski $4,300 $1,800 23.8% $1,800 21.2%
Giles $- $- 0.0% $- 0.0%
Floyd $1,000 $1,000 13.2% $1,000 11.8%
Radford $1,700 $1,700 22.5% $1,700 20.0%
Total $10,037 $7,568 100.0% $8,500 100.0%
OTHER AGENCIES : 244
OTHER AGENCIES
• $3,500 is included for NRV CARES, which is level funding – The agency received $3,500 in the
FY 21 budget and requested $3,500 for FY 22. 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.
• $58,255 is included for the Fairview District Home, which is an increase of $2,478 – The agency
requested $58,255 for FY 22, which is an increase of $2,478. 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 following charts:
Brain Injury Clients Served
Locality FY 20 FY 21 FY 22 % of Total
Montgomery 31 31 32 57.1%
Pulaski 10 10 11 19.6%
Giles 1 1 1 1.8%
Floyd 4 4 4 7.1%
Radford 8 8 8 14.3%
Total 54 54 56 100.0%
NRV CARES - Locality Funding
Locality FY 20 FY 21 % of Total FY 22 % of Total
Montgomery $3,500 $3,500 62.5% $3,500 62.5%
Pulaski $850 $850 15.2% $850 15.2%
Giles $- $- 0.0% $- 0.0%
Floyd $150 $150 2.7% $150 2.7%
Radford $1,100 $1,100 19.6% $1,100 19.6%
Total $5,600 $5,600 100.0% $5,600 100.0%
NRV CARES - Clients Served
Locality FY 20 FY 21 FY 22 % of Total
Montgomery 1,204 862 1,200 47.6%
Pulaski 874 203 503 19.9%
Giles 362 185 275 10.9%
Floyd 82 94 94 3.7%
Radford 176 144 451 17.9%
Total 2,698 1,488 2,523 100.0%
OTHER AGENCIES : 245
OTHER AGENCIES
• $5,000 is included for the Children’s Trust to support the Children’s Advocacy Center of the New
River Valley, which is level funding – The agency received $5,000 in FY 21 and requested level funding
for FY 22. 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.
• $1,500 is included for the Dialogue on Race, which is level funding – In FY 17, the Board of
Supervisors provided $1,500 to the Dialogue on Race and asked that this become an annual budgeted
amount in support of the yearly forum to discuss issues articulated by the African American community
and work toward solutions.
Public Safety Agencies
• $12,137 is included for State Forester, which is level funding – The agency received $12,137 in the
FY 21 budget; therefore, this amount represents level funding for FY 22. Based on the invoice from the
State Forester for FY 21, the amount needed to cover the fee for FY 22 is $12,137.
• $15,715 is included for the Emergency Medical Services Council, which is level funding – The
agency received $15,715 in the FY 21 budget and requested level funding for FY 22. The mission of the
Fairview District Home - Capital Expense
Locality Ownership Capital
Giles 22.80% $10,952
Montgomery 32.70% $15,707
Pulaski 35.60% $17,101
Radford 8.90% $4,275
Total 100.00% $48,036
Fairview District Home - Management Fee - Operating Expense by Jurisidiction
Based on 5-Year Rolling Average
FY16 FY17 FY18 FY19 FY20 Average Funding
Nonownership Jurisdictions:
Other 3.8 3.8 5.6 4.2 3.2 4.1
Floyd 3.5 4.1 3.1 4.0 4.4 3.8 $2,500
Ownership Members:
Giles 3.0 2.2 1.8 1.0 1.0 1.8 4% $7,651
Montgomery 11.4 11.5 9.2 9.3 8.6 10.0 24% $42,548
Pulaski 15.7 14.3 12.9 14.4 12.8 14.0 34% $59,537
Radford 16.5 17.5 16.3 14.3 11.7 15.3 37% $64,853
Total 53.9 53.4 48.9 47.2 41.7 49.0 100% $177,089
Fairview District Home - Total Expenses
Locality MGT Fee Capital Total
Giles $7,651 $10,952 $18,603
Montgomery $42,548 $15,707 $58,255
Pulaski $59,537 $17,101 $76,638
Radford $64,853 $4,275 $69,128
Floyd $2,500 $- $2,500
Total $177,089 $48,036 $225,125
OTHER AGENCIES : 246
OTHER AGENCIES
New River Community College
Locality Population %Prop. Values %Student
Enrollment %Funding %
Montgomery 98,535 53.76% $7,918,750,500 54.89% 2,209 52.11% $45,037 53.00%
Pulaski 34,027 18.57% $2,710,290,550 18.79% 809 19.08% $16,079 18.92%
Giles 16,720 9.12% $1,202,425,800 8.33% 506 11.94% $9,053 10.65%
Floyd 15,749 8.59% $1,776,813,800 12.32% 311 7.34% $7,294 8.58%
Radford 18,249 9.96% $818,123,800 5.67% 404 9.53% $7,516 8.84%
Total 183,280 100.00% $14,426,404,450 100% 4,239 100.00% $84,979 100.00%
Derived Funding % = [(Pop. %) + (PV %) + 3(SE %)] / 5
council is to facilitate regional cooperation, planning, and the implementation of an integrated emergency
medical services delivery system.
• $15,700 is included for the Montgomery County Public Service Authority, which is level funding
– These funds are to be used to cover the PSA’s cost of maintaining fire hydrants in the County.
• $1,600 is included for the Medical Examiner, which is level funding – The agency received $1,600
in the FY 21 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 2020, $700 has been expended, representing 35 cases.
• $926,692 is included for the New River Valley Emergency Communications Regional Authority,
which is an increase of $29,560 – The Authority received $897,132 in FY 21, and requested an
increase of $29,560 from each participating jurisdiction. Centralized operations began 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, 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
• $45,037 is included for New River Community College, which is an increase of $2,619 – The
agency requested $45,037 in the FY 22 budget. The agency received $42,418 in the FY 21 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.
OTHER AGENCIES : 247
OTHER AGENCIES
• $500,000 is Included for the Access to Community College Education (ACCE) Program 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. $500,000 is included for FY 22 to
support this program.
• $5,000 is included for The Lyric Council, Inc., which is level funding – The agency received $5,000
in the FY 21 budget and requested level funding for FY 22. The Lyric Theatre is home to many music,
theatrical, and film venues. This funding equals the amount provided to the Smithfield Plantation and the
Montgomery Museum.
• $5,000 is included for the Montgomery Museum and Lewis Miller Regional Art Center, Inc.,
which is level funding – The agency received $5,000 in the FY 21 budget and requested $5,000 for FY
22. The purpose of the museum and art center is to be a repository for, and to conserve, the history of
Montgomery County and its artifacts. This funding recommendation equals the amount provided to the
Smithfield Plantation and the Lyric Council.
• $5,000 is included for the Smithfield Plantation, which is level funding – The agency requested
$5,000 for the FY 22 budget, which is level funding. This funding recommendation equals the amount
provided to the Montgomery Museum and the Lyric Council.
• $5,000 is included for the Rosa Peters Community Park, which is level funding – The agency
received $5,000 in the FY 21 budget and requested $5,000 for FY 22. Playground facilities, basketball
courts, and a swimming pool allow children and adults the opportunity for community recreation. The park
also has a pavilion available for community use upon request. The funds will help maintain two positions, a
lifeguard and playground supervisor, as well as offset operational and maintenance costs.
• $10,000 is included for the Christiansburg Institute, which is level funding – The agency received
$10,000 in FY 21 and requested $15,000 for FY 22. The additional $5,000 will support growing the
organization’s budget to support and grow paid professional staff. Level funding is provided for FY 22. 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.
• $4,000 is Included for Mountain Valley Charitable Foundation, which is level funding – $4,000 is
included to cover the cost for Mountain Valley Charitable Foundation to mow the Shawsville Middle School
athletic fields.
• $30,000 is included for the Mountain View Humane Spay and Neuter Clinic, which is level
funding – The agency received $30,000 in FY 21 and requested $30,000 for FY 22. 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 50% are feral cats), funds are provided to continue this
program, reducing the cost of surgeries for County residents and addressing overpopulation of feral cats.
Environmental Agencies
• $42,398 is included for the New River Valley Regional Commission, which is an increase of $795
OTHER AGENCIES : 248
OTHER AGENCIES
– The agency requested $42,398 for FY 22 and received $41,603 in the FY 21 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 $1.29 per
capita (based on 2019 Weldon Cooper Center annual population estimates) for the County which excludes
students at Virginia Tech and the populations of the towns of Blacksburg and Christiansburg.
• $13,000 is included for the Skyline Soil and Water Conservation District, which is level funding
– A total of $13,650 was requested by the Skyline Soil and Water Conservation District for FY 22,
which is an increase of $650. 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, which is level funding – A total of $3,000 was requested by the New River-Highland Resource
Conservation and Development Council for FY 22. The Council received $3,000 in FY 21. 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 9
planning and conservation districts. Funding from each jurisdiction is based on a set rate across the board
and not based on population.
• $97,077 is included for the V.P.I. Cooperative Extension Services, which is level funding – A total
of $97,077 was requested by the V.P.I. Cooperative Extension Services for FY 22 and represents level
funding. $97,077 was included in the FY 21 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
• $1,650 is included for the Montgomery County Chamber of Commerce, which is level funding – A
total of $1,650 is included for dues payable to the Montgomery County Chamber of Commerce for FY 22.
The Chamber works to promote tourism and economic development to prospective newcomers.
• $19,678 is included for the New River Valley Airport Commission, which is an increase of $573
– A total of $19,678 was requested by the New River Valley Airport Commission for FY 22, an increase of
$573. The agency received $19,105 in the FY 21 budget. Funding requested is determined using a formula
which is a function of jurisdictions’ populations, distance from the airport, and business activity generated
at the Airport by industries in respective jurisdictions.
OTHER AGENCIES : 249
OTHER AGENCIES
• $99,433 is included for Onward NRV, which is an increase of $27,064 – A total of $99,433 was
requested by Onward NRV for FY 22, an increase of $27,064. Onward has a funding formula of $1 per
capita for each member jurisdiction. 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.
• $2,500 is included for the NRV Rail 2020 Initiative, which is a decrease of $2,500 – A total of
$2,500 is included for 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 22, which is a reduction of $2,500
from the FY 21 approved budget.
• $1,500 is included for Membership in the Virginia Institute on Local Government, which is
level funding – A total of $1,500 was requested by the Virginia Institute on Local Government for FY
New River Valley Airport Commission New River Valley Airport Commission - Clients
Served
Locality FY 20 FY 21 % of Total FY 22 % of Total Locality FY 21 FY 22 % of Total
Montgomery $18,947 $19,105 9.52% $19,678 9.78%Montgomery 1,100 1,125 10.01%
Pulaski $132,378 $138,270 68.90% $138,270 68.70%Pulaski 7,754 7,986 71.05%
Giles $15,608 $15,656 7.80% $15,656 7.78%Giles 909 936 8.33%
Floyd $- $- 0.00% $- 0.00%Floyd - - 0.00%
Radford $27,577 $27,660 13.78% $27,660 13.74%Radford 1,158 1,193 10.61%
Total $194,510 $200,691 100.00% $201,264 100.00%Total 10,921 11,240 100.00%
New River Valley Economic Development Alliance
Funding Source FY 22 Req.FY 22 Rec. % of Total % of Gov't Funding
Montgomery County $99,433 $99,433 19.75%49.78%
Christiansburg $5,000 $5,000 0.99%2.50%
Blacksburg $5,000 $5,000 0.99%2.50%
Total MC $109,433 $109,433 21.74%54.79%
Pulaski County $34,183 $34,183 6.79%17.11%
Dublin $1,500 $1,500 0.30%0.75%
Town of Pulaski $3,000 $3,000 0.60%1.50%
Total Pulaski $38,683 $38,683 7.68%19.37%
Giles County $16,931 $16,931 3.36%8.48%
Pearisburg $1,000 $1,000 0.20%0.50%
Total Giles $17,931 $17,931 3.56%8.98%
Floyd County $15,643 $15,643 3.11%7.83%
Total Floyd $15,643 $15,643 3.11%7.83%
City of Radford $18,041 $18,041 3.58%9.03%
Total Local Govt' $199,731 $199,731 39.67%100.00%
Private Sector $303,747 $303,747 60.33%
Grand Total $503,478 $503,478 100.00%
Assumes other jurisdictions fund requests
OTHER AGENCIES : 250
OTHER AGENCIES
22, which is level funding. The Institute, located at the University of Virginia, provides direct technical
assistance and conducts specialized research projects, training, and leadership programs. Staff responds
to inquiries on a wide variety of local government topics and provides in-depth research on inquiries with
broad multi-jurisdictional applications. Information technology support services are also available. This
recommendation provides funds necessary for membership in the Institute. Benefits of membership
include priority access to Institute resources and discounts on publications and training opportunities.
Membership dues will remain unchanged for FY 22.
• $19,800 is included for the Metropolitan Planning Organization (MPO), which is level funding
– A total of $19,800 was requested and is included for the MPO for FY 22, which includes $6,600 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 22 is $6,600 that is dedicated to MPO
Planning and $13,200 that is dedicated to the Smart Way Bus.
• $210 is included for the Roanoke Valley Transportation Planning Organization, which is level
funding – A total of $210 is included for dues payable to the Roanoke Valley Transportation Planning
Organization (RVTPO). The agency requested $210 for FY 22, 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
study boundary which has 1,398 residents.
• $60,000 is included for Participation in the Virginia Tech/Montgomery Regional Airport
Authority, which is level funding – A total of $60,000 was requested by the Virginia Tech/Montgomery
Regional Airport Authority for FY 22. The agency received $60,000 in the FY 21 budget. The Virginia
General Assembly created the Authority in 2002. Member jurisdictions include Virginia Tech, the towns of
Blacksburg and Christiansburg, and Montgomery County. The Authority was created to develop a regional
authority that would serve surrounding corporate and general aviation markets. Each participating member
is to contribute a portion of the subsidy for the airport’s operating budget.
• $12,000 is included for Tourism, which is level funding – The County’s transient occupancy rate is
3%, which generates between $35,000 to $36,000 in revenue on an annual basis. The County pays 1/3 of
this or 1% of the 3% rate to the Tourism Department in accordance with the tourism agreement.
• $60,851 is included for Membership dues in the Virginia’s First Regional Industrial Facility
Authority and Participation in the New River Valley Commerce Park project, 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.
• $9,935 is Included for the New River/Mount Rogers Workforce Development Board, which is
an increase of $9,935 – A total of $9,935 was requested by the New River/Mount Rogers Workforce
Development Board. The funding request is $0.10 per capita, based on the estimated 2021 population for
OTHER AGENCIES : 251
OTHER AGENCIES
Montgomery County. 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. These funds will be used to continue and expand business services
efforts.
MONTGOMERY COUNTY, VIRGINIA
Contingencies - General
Board of
Supervisors
County
Administrator
VOTERS
Contingencies
General
CONTINGENCIES - GENERAL : 253
CONTINGENCIES - GENERAL : 254
CONTINGENCIES - GENERAL
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Contingencies-General $225,741 $- $526,307 $526,307 $10,000 $536,307 $10,000
TOTAL EXPENDITURES $225,741 $- $526,307 $526,307 $10,000 $536,307 $10,000
EXPENDITURES BY CLASSIFICATION
General Contingencies $225,741 $- $526,307 $526,307 $10,000 $536,307 $10,000
TOTAL EXPENDITURES $225,741 $- $526,307 $526,307 $10,000 $536,307 $10,000
REVENUE BY CLASSIFICATION
Local Recovered Costs $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $- $- $- $- $- $- $-
TOTAL UNDESIGNATED REVENUE $225,741 $- $526,307 $526,307 $10,000 $536,307 $10,000
TOTAL REVENUES $225,741 $- $526,307 $526,307 $10,000 $536,307 $10,000
CONTINGENCIES - GENERAL : 255
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 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.
Approved 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 to the General Contingency Budget – The County’s Financial Policies include
retaining 1% of the County’s general government portion of the General Fund to cover contingency needs.
An additional $10,000 is needed to comply with this policy.
MONTGOMERY COUNTY, VIRGINIA
Contingencies - Special
Board of
Supervisors
County
Administrator
VOTERS
Contingencies
Special
CONTINGENCIES - SPECIAL : 257
CONTINGENCIES - SPECIAL : 258
CONTINGENCIES - SPECIAL
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Contingencies-Special $48,394 $- $7,836,404 $- $8,141 $8,141 $(7,828,263)
TOTAL EXPENDITURES $48,394 $- $7,836,404 $- $8,141 $8,141 $(7,828,263)
EXPENDITURES BY CLASSIFICATION
Contingencies-Special $48,394 $- $7,836,404 $- $8,141 $8,141 $(7,828,263)
TOTAL EXPENDITURES $48,394 $- $7,836,404 $- $8,141 $8,141 $(7,828,263)
REVENUE BY CLASSIFICATION
State School Revenue (Deferred State $) $- $- $5,375,600 $- $- $- $(5,375,600)
TOTAL DESIGNATED REVENUE $- $- $5,375,600 $- $- $- $(5,375,600)
TOTAL UNDESIGNATED REVENUE $48,394 $- $2,460,804 $- $8,141 $8,141 $(2,452,663)
TOTAL REVENUES $48,394 $- $7,836,404 $- $8,141 $8,141 $(7,828,263)
CONTINGENCIES - SPECIAL : 259
CONTINGENCIES - SPECIAL
About
This division 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 21 Approved
FTE
FY 22 Approved
FTE Change
Special Contingencies 2 0 -2
TOTAL 2 0 -2
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 in the current fiscal year.
• $7,836,404 and Two FTE are Removed from the FY 22 Base Budget –Due to the COVID-19 virus
and the uncertainty of the national, state, and local economies, the Board of Supervisors adopted the
County’s FY 21 Budget by placing $910,804 in County funded, but deferred monies, and $6,925,600
in School funded, but deferred monies in Special Contingencies. Once the economy and local and state
revenues stabilized, the County transferred these funds to their respective divisions during FY 21. These
funds are now located in the budget of each division for the following items:
County Items:
• $26,771 for Audio Equipment Upgrades in the Board Room (this item was one-time and removed
for FY 22)
• $58,417 for One Full-time Administrative Assistant Position in Public Information (1 FTE)
• $58,417 for One Full-time Animal Control Officer Position in General Services (1 FTE)
• $700,800 for a 3% Compensation Increase (July 1, 2020)
• $66,399 for a 3% Increase to Part-time Non-Classified Wages (July 1, 2020)
Total County Items Transferred = $884,033 ($26,771 was removed)
School Items:
• $1,550,000 in County Funding Held in a School Operating County Funding Reserve
• $5,375,600 in State Funding Held in a School Operating State Funding Reserve
Total School Items Transferred = $6,925,600
CONTINGENCIES - SPECIAL : 260
CONTINGENCIES - SPECIAL
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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.
• $8,141 is the Balance in Funds Remaining from the County’s 3% Compensation Increase –
Monies were held in Special Contingencies until transferred to departments to provide a 3% Compensation
increase for County employees, effective July 1, 2021. $8,141 is the remaining balance after the 3%
increase was distributed.
MONTGOMERY COUNTY, VIRGINIA
Law Library
General
Assembly
Circuit Court
VOTERS
Law Library
LAW LIBRARY : 261
LAW LIBRARY : 262
LAW LIBRARY
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY DEPARTMENT
Law Library $17,600 $16,845 $17,600 $17,600 $- $17,600 $-
TOTAL EXPENDITURES $17,600 $16,845 $17,600 $17,600 $- $17,600 $-
EXPENDITURES BY
CLASSIFICATION
Operations & Maintenance $17,600 $16,845 $17,600 $17,600 $- $17,600 $-
Capital Outlay $- $- $- $- $- $- $-
TOTAL EXPENDITURES $17,600 $16,845 $17,600 $17,600 $- $17,600 $-
REVENUE BY CLASSIFICATION
Interest $1,000 $98 $1,000 $1,000 $- $1,000 $-
Fees $14,000 $9,653 $14,000 $14,000 $- $14,000 $-
Transfer To County Capital $- $- $- $- $- $- $-
(To)/From Fund Balance $2,600 $- $2,600 $2,600 $- $2,600 $-
TOTAL DESIGNATED REVENUE $17,600 $9,752 $17,600 $17,600 $- $17,600 $-
TOTAL UNDESIGNATED REVENUE $- $7,093 $- $- $- $- $-
TOTAL REVENUES $17,600 $16,845 $17,600 $17,600 $- $17,600 $-
LAW LIBRARY : 263
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 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.
Approved 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
Montgomery County Public Schools
Board of
Supervisors
School Board
VOTERS
Public Schools
Nutrition Fund Operating Fund
MONTGOMERY COUNTY PUBLIC SCHOOLS : 265
MONTGOMERY COUNTY PUBLIC SCHOOLS : 266
MONTGOMERY COUNTY PUBLIC SCHOOLS
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
School Operating Fund $123,781,540 $118,630,878 $114,153,813 $121,893,401 $500,000 $122,393,401 $8,239,588
School Nutrition Fund $5,284,706 $5,065,078 $5,228,004 $4,633,474 $- $4,633,474 $(594,530)
TOTAL EXPENDITURES $129,066,246 $123,695,956 $119,381,817 $126,526,875 $500,000 $127,026,875 $7,645,058
EXPENDITURES BY
CLASSIFICATION
Instruction $93,504,113 $90,089,191 $93,155,968 $93,590,248 $- $93,590,248 $434,280
Admin/Attend/Health $5,346,876 $5,155,773 $5,484,275 $5,630,523 $- $5,630,523 $146,248
Transportation $5,547,448 $4,671,253 $5,325,646 $5,469,766 $- $5,469,766 $144,120
Operations & Maintenance $18,604,027 $17,967,124 $16,384,830 $16,974,170 $- $16,974,170 $589,340
Non-Instruction $370,416 $338,876 $320,034 $320,034 $- $320,034 $-
School Nutrition $5,284,706 $5,065,078 $5,228,004 $4,633,474 $- $4,633,474 $(594,530)
Transfer to Debt Service $408,660 $408,660 $408,660 $408,660 $- $408,660 $-
Unallocated Funds $- $- $(6,925,600) $(500,000) $500,000 $- $6,925,600
TOTAL EXPENDITURES $129,066,246 $123,695,956 $119,381,817 $126,526,875 $500,000 $127,026,875 $7,645,058
REVENUE BY CLASSIFICATION
Sales Taxes $12,177,097 $12,320,605 $12,809,786 $12,075,291 $- $12,075,291 $(734,495)
Basic Aid $27,854,885 $27,316,246 $29,612,287 $29,109,860 $- $29,109,860 $(502,427)
Other SOQ $11,813,167 $11,683,336 $12,440,593 $12,063,517 $- $12,063,517 $(377,076)
Incentive Programs $2,379,809 $2,357,932 $2,457,480 $4,769,942 $- $4,769,942 $2,312,462
Categorical $578,432 $666,886 $605,914 $477,776 $- $477,776 $(128,138)
Lottery Funded Programs $5,130,945 $5,343,466 $4,027,357 $4,521,019 $- $4,521,019 $493,662
Federal Funds $7,479,050 $8,264,660 $7,551,770 $7,276,285 $- $7,276,285 $(275,485)
Other Local Funds $3,773,640 $3,727,292 $3,067,484 $2,789,369 $- $2,789,369 $(278,115)
State Recordation $250,000 $337,447 $250,000 $- $- $- $(250,000)
Other State Funds $51,478 $67,103 $107,473 $66,543 $- $66,543 $(40,930)
Deferred State Revenue $- $- $(5,375,600) $- $- $- $5,375,600
Fund Balance $- $- $- $- $- . $- $-
Interest $- $16 $- $- $- $- $-
School Transfer to Debt $- $- $- $- $- $- $-
General Fund Transfer $57,577,743 $51,569,666 $51,827,273 $53,377,273 $500,000 $53,877,273 $2,050,000
TOTAL DESIGNATED REVENUE $129,066,246 $123,654,655 $119,381,817 $126,526,875 $500,000 $127,026,875 $7,645,058
TOTAL UNDESIGNATED
REVENUE $- $41,301 $- $- $- $- $-
TOTAL REVENUES $129,066,246 $123,695,956 $119,381,817 $126,526,875 $500,000 $127,026,875 $7,645,058
MONTGOMERY COUNTY PUBLIC SCHOOLS : 267
MONTGOMERY COUNTY PUBLIC SCHOOLS
About
Montgomery County Public Schools (MCPS) serves
around 9,487 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,
ala-carte items, catering, and reimbursements from Federal nutrition programs.
Highlights
• 16,106 learning packets were delivered to PK-2 students.
• 655,963 meals were delivered to students via the meal delivery bus.
• 2,000 library books were distributed via the meal delivery bus.
• 515 calls to the chromebook helpline were answered for technical assistance.
• 450 mi-fi units were deployed to provide students with internet access at home.
• More than 700 high school seniors walked across the graduation stage to receive their diplomas, with their
family members sitting front row to honk car horns and wave signs to celebrate the graduates.
• Schools opened on a hybrid in-person and online schedule on Tuesday, September 8, 2020.
• 100% of all K-12 students were issued a chromebook to assist with online learning modules and online
work.
• MCPS obtained an additional 400 mi-fi units to deploy to families without internet connection.
• MCPS was one of the founding members of the New River Valley Public Health Task Force. In addition to
educating students and providing supports to families, MCPS has served as a key partner in the Task Force
efforts.
• Hosted 23 drive thru COVID-19 testing centers in seven months.
• Hosted three drive-thru flu vaccine clinics, vaccinating more than 700 residents.
• Hosted Feeding America food delivery, providing meals to 500 residents.
• Assisted with the Task Force live, virtual town halls.
MONTGOMERY COUNTY PUBLIC SCHOOLS : 268
MONTGOMERY COUNTY PUBLIC SCHOOLS
• Supported Task Force communication and marketing efforts.
• MCPS continues to work to meet the needs of students and families throughout the pandemic.
Budget Discussion
Due to the COVID-19 virus and the uncertainty of the national, state, and local economies in the near term,
the Board of Supervisors adopted the County’s FY 21 Budget by deferring $1,550,000 in County funding and
$5,375,600 in state designated funding for the schools. This $6,925,600 in funding was held in the County
General Fund. As revenues stabilized, these funds were moved during FY 21 and are now part of the base budget
for FY 22 for Montgomery County Public Schools. As a result, it appears that the school budget increased
dramatically and the County General Fund decreased dramatically. However, in reality, it was just a shift of
resources of $6,925,600 between the funds.
Below is a breakdown of funding as contained in the School Operating Budget:
• $122,393,401 is Provided for the School Operating Fund – $122,393,401 in total funding is
provided for the School Operating Fund. This represents an increase of $8,239,588 over the FY 21
approved budget. Taking into consideration the $6,925,600 that was shifted between funds and discussed
above, the net total increase in funding for FY 22 is $1,313,988. Of this amount, $813,988 is from new
state designated resources and $500,000 is from new County dollars.
• $4,633,474 is Provided for the School Nutrition Fund – $4,633,474 in total funding is provided for
the School Nutrition Fund, which is a decrease of $594,530 for the FY 22 Budget.
MONTGOMERY COUNTY, VIRGINIA
Montgomery County Public Schools Capital
Board of
Supervisors
School Board
VOTERS
Public Schools
School Capital
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 269
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 270
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
School Capital Construction $7,111,523 $- $2,146,173 $2,195,645 $- $2,195,645 $49,472
TOTAL EXPENDITURES $7,111,523 $- $2,146,173 $2,195,645 $- $2,195,645 $49,472
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $- $- $- $- $- $- $-
Capital Outlay $7,111,523 $- $2,146,173 $2,195,645 $- $2,195,645 $49,472
TOTAL EXPENDITURES $7,111,523 $- $2,146,173 $2,195,645 $- $2,195,645 $49,472
REVENUE BY
CLASSIFICATION
General Fund Transfer $6,756,523 $6,756,523 $2,146,173 $2,195,645 $- $2,195,645 $49,472
Debt Service Transfer $355,000 $355,000 $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Interest $- $- $- $- $- $- $-
Fund Balance/Other Revenue $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $7,111,523 $7,111,523 $2,146,173 $2,195,645 $- $2,195,645 $49,472
TOTAL UNDESIGNATED
REVENUE $- $(7,111,523) $- $- $- $- $-
TOTAL REVENUES $7,111,523 $- $2,146,173 $2,195,645 $- $2,195,645 $49,472
MONTGOMERY COUNTY PUBLIC SCHOOLS - CAPITAL : 271
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
• $2,195,645 is Provided for the School Capital Fund – $2,195,645 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.
MONTGOMERY COUNTY, VIRGINIA
General Government Debt Services
Board of
Supervisors
County
Administrator
VOTERS
General Government Debt Services
County Debt
Service
School Debt
Service
GENERAL GOVERNMENT DEBT SERVICES : 273
GENERAL GOVERNMENT DEBT SERVICES : 274
GENERAL GOVERNMENT DEBT SERVICES
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
County Debt Service $5,056,573 $4,134,962 $5,056,573 $4,256,082 $- $4,256,082 $(800,491)
School Debt Service $18,575,873 $18,558,850 $19,666,152 $20,466,643 $- $20,466,643 $800,491
Transfers to Other Funds $578,049 $578,049 $- $- $- $-
TOTAL EXPENDITURES $24,210,495 $23,271,861 $24,722,725 $24,722,725 $- $24,722,725 $-
EXPENDITURES BY
CLASSIFICATION
Principal $15,692,625 $15,692,625 $16,540,461 $17,056,984 $- $17,056,984 $516,523
Interest $6,987,283 $6,986,765 $7,158,027 $6,543,424 $- $6,543,424 $(614,603)
Administrative Costs $35,000 $14,423 $35,000 $35,000 $- $35,000 $-
Transfer to County Capital $223,049 $223,049 $- $- $- $- $-
Transfer to School Capital $355,000 $355,000 $- $- $- $- $-
Reserve Funds $917,538 $- $989,237 $1,087,317 $- $1,087,317 $98,080
TOTAL EXPENDITURES $24,210,495 $23,271,861 $24,722,725 $24,722,725 $- $24,722,725 $-
REVENUE BY CLASSIFICATION
General Fund Transfer $21,609,886 $22,341,104 $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 $41,135 $79,982 $79,982 $- $79,982 $-
School Operating Transfer $- $- $- $- $- $- $-
County Capital Transfer $- $- $- $- $- $- $-
Lease Revenue $186,471 $186,480 $186,471 $186,471 $- $186,471 $-
Debt Service Fund Balance $- $- $- $- $- $- $-
QSCB Interest Subsidy $1,347,447 $633,974 $1,347,447 $1,347,447 $- $1,347,447 $-
Fund Balance $578,049 $- $- $- $- $- $-
Interest/Freed Up Debt Service
Reserve $- $- $- $- $- $- $-
TOTAL DESIGNATED REVENUE $24,210,495 $23,611,353 $24,722,725 $24,722,725 $- $24,722,725 $-
TOTAL UNDESIGNATED
REVENUE $- $(339,492) $- $- $- $- $-
TOTAL REVENUES $24,210,495 $23,271,861 $24,722,725 $24,722,725 $- $24,722,725 $-
GENERAL GOVERNMENT DEBT SERVICES : 275
GENERAL GOVERNMENT DEBT SERVICES
About
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. Total Funds for debt service
do not change for FY 22; however, the County decreased its debt service capacity within the debt service fund
by $800,491 and reallocated those funds to the School System to cover school debt service needs. This action
increased the amount of funding dedicated to the Schools in the Debt Service Fund from the County transfer from
the General Fund by $800,491 and decreased the County’s portion by $800,491.
Reduction in County Debt Service ($800,491)
Increase in School Debt Service $800,491
Net Change in the Debt Service Fund $ 0
Increase in Principal $516,523
Decrease in Interest ($614,603)
Increase in Funds Retained $98,080
Net change $ 0
GENERAL GOVERNMENT DEBT SERVICES : 276
GENERAL GOVERNMENT DEBT SERVICES
Addenda & Reductions Discussion
Addenda consist of dollars over and above the base budget target for operating and capital outlay expenses.
Approved 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
Montgomery County Capital
Board of
Supervisors
County Capital
VOTERS
MONTGOMERY COUNTY CAPITAL : 277
MONTGOMERY COUNTY CAPITAL : 278
MONTGOMERY COUNTY CAPITAL
Budget Summary
Change
FY 20 FY 20 FY 21 FY 22 FY 22 FY 22 App. 22/
Revised Actual Approved Base +Addenda =Approved App. 21
EXPENDITURES BY
DEPARTMENT
County Capital $5,588,201 $447,652 $3,531,173 $3,580,645 $- $3,580,645 $49,472
TOTAL EXPENDITURES $5,588,201 $447,652 $3,531,173 $3,580,645 $- $3,580,645 $49,472
EXPENDITURES BY
CLASSIFICATION
Personal Services $- $- $- $- $- $- $-
Operations & Maintenance $- $- $- $- $- $- $-
Capital Outlay $5,588,201 $447,652 $3,531,173 $3,580,645 $- $3,580,645 $49,472
TOTAL EXPENDITURES $5,588,201 $447,652 $3,531,173 $3,580,645 $- $3,580,645 $49,472
REVENUE BY
CLASSIFICATION
Transfer from General Fund $5,365,152 $5,365,152 $3,531,173 $3,580,645 $- $3,580,645 $49,472
Transfer from Debt Service $223,049 $223,049 $- $- $- $- $-
Recovered Costs $- $- $- $- $- $- $-
Fund Balance/Other
Revenue $- $- $- $- $- $- $-
Transfer to Debt Service $- $- $- $- $- $- $-
TOTAL DESIGNATED
REVENUE $5,588,201 $5,588,201 $3,531,173 $3,580,645 $- $3,580,645 $49,472
TOTAL UNDESIGNATED
REVENUE $- $(5,140,549) $- $- $- $- $-
TOTAL REVENUES $5,588,201 $447,652 $3,531,173 $3,580,645 $- $3,580,645 $49,472
MONTGOMERY COUNTY CAPITAL : 279
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 in the current fiscal year.
• $1,317,387 is Included for Fire and Rescue Capital – The base budget includes $1,317,387 or 1.5
pennies of the real estate tax rate for Fire and Rescue capital needs.
• $750,000 is Included for County Capital Maintenance Projects – $750,000 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 ex-
isting 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 Auburn Parks 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.
• $878,258 is Included for County Capital Needs – $878,258 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.
Approved 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