ITY OF ALEXANDRIA, VIRGINIA ity Manager s Message · 2018. 6. 29. · Revenue in FY 2019 is projected to grow by about 1.9%. My budget proposes to keep the real estate tax at its

City Manager’s Message C I T Y O F A L E X A N D R I A , V I R G I N I A

On February 20, 2018, the City Manager presented the Fiscal Year (FY) 2019 Proposed Budget to City Council based on the

budget guidance provided in the fall. After the presentation of the Proposed budget, City Council deliberated and the public

provided input through a series of budget work sessions and public hearings. At the conclusion of the deliberation process, City

Council amended and approved a final budget through add/delete budget mark-up sessions. On May 3, 2018, the Alexandria

City Council approved a $748.4 million General Fund operating budget for FY 2019.

The FY 2019 Approved General Fund Budget increased 2.7% or $20.3 million more than compared to the FY 2018 Approved

Budget and an additional $6.2 million more than the FY 2019 City Manager Proposed Budget. During the add/delete work

sessions, City Council approved the following amendments to the FY 2019 Proposed Budget:

Technical Adjustments

• Revenue re-estimates totaling an increase of $953,352 in the General Fund

• A net increase in anticipated Planning and Zoning fee revenue in the amount of $27,125

• Technical adjustments in the amount of $947,514 (All Funds) for DCHS grants and the associated General Fund match,

overtime for Victim Advocacy, and Dental Care Services.

• A $300,000 transfer from the Pension Fund to the CIP for the Employee Pension Administration System project.

• A $39,427 appropriation of equipment fund balance and the associated transfer to recognize General Fund savings for a

Library vehicle that is no longer included in the Fleet replacement schedule.

City Council Add/Delete Items

• An increase from 4% to 5% in the rate for the Restaurant Meals Tax. This is estimated to generate $4.75 million annually

which will be dedicated to Affordable Housing Fund and transferred to the CIP.

• An increase of $2.1 million of funding for the public safety pay contingency, increasing the total available funding to $3.6

million for FY 2019. This additional funding was possible through revenue re-estimates, a reduction in the WMATA oper-

ating subsidy payment, the reduction of four police overhires, a 5% increase to Fire Prevention Permit fees, an increase in

the transient occupancy room tax rate from $1.00 to $1.25 per night, increases to the residential parking permit rates, and a

reduction of general contingency. The details of how this pay contingency will be determined in September for October

implementation.

• Organization-wide training dollars were reduced in the amount of $42,500 to provide funding for the purchase of

Renewable Energy Credits (RECs).

• The hiring of a new Technology Support Engineer III position will be delayed six months to provide funding for a part-time

Employment & Training Specialist focused on providing employment services to older adult residents.

• A public-private partnership (P3) facilitator position was moved from the City Manager’s Office to the General Contingency

account pending review by City Council of more details on the role of the new position.

The following pages include the City Manager’s Message from the Proposed Budget, which explains in greater detail the

strategic approach used to develop the Proposed Budget and is largely still applicable, followed by a City Service adjustments list

which details the service level changes in the FY 2019 Approved Budget.

OVERVIEW

City of Alexandria FY 2019 Approved Budget 2.1


February 20, 2018

To the Alexandria Community and City Council:

Last year at this time, I wrote to you that the City was at a crossroads in the face of flat revenues and unexpected new costs. I

proposed a bold but necessary budget that asked more of our residents, businesses, and City employees, in order to respond to

federal and state mandates and invest in infrastructure while maintaining core services. City Council went even further, ulti-

mately adopting a budget that dramatically increased capital investments for public schools, municipal facilities, transportation,

and environmental quality.

Today, I am presenting operating and capital budgets for Fiscal Year (FY) 2019 (beginning July 1, 2018), and a 10-year Capital

Improvement Program for FY 2019 to FY 2028. Because we made responsible choices last year, we are in a position to maintain

our progress this year without significant adverse changes. I am proud to propose a budget with no tax rate increases, no major

service reductions, and funding for 100% of the Superintendent’s requests for the Alexandria City Public Schools operating budg-

et and 10-year capital plan. This budget realigns resources to better address community needs and make City government more

effective.

As always, my proposals reflect City Council’s Strategic Plan and budget guidance, community input, and collaboration with our

partner agencies to produce balanced operating and capital budgets in accordance with state law.

The Economy

The regional economy is stable but growing slowly, illustrated by the increase in Alexandria real estate assessments of just 2.34%

between 2017 and 2018. This represents the second-lowest appreciation in citywide property values in the last eight years.

The commercial tax base increased in value by just 0.93% since 2017, primarily reflecting increased values in warehouse proper-

ties. Multifamily rental property, which has led the commercial market for the past several years, increased 7.68%. Residential

assessments grew by a moderate 3.3% across all classifications. Low unemployment fuels steady demand for all housing types,

resulting in housing leading the small assessment increases.

The tourism and business travel sectors remain strong, and the City works closely with Visit Alexandria to attract these high-

value visitors. However, Alexandria faces increasing restaurant and retail competition from regional shopping areas, including

The Wharf -- a newly-opened mixed-use development on the D.C. waterfront. Office vacancies will likely remain high in areas

more than a short walk from Metrorail, unless property owners and developers make improvements to match modern office

tenant needs or convert these outdated buildings to alternate uses.

Priority-Based Budgeting

Going into the FY 2019 budget development process, the City faced a projected budget gap of $31.8 million between projected

revenues and the cost of maintaining existing City and School services. To help close this gap, I asked City departments to pre-

pare options totaling 2% of their budgets in either reductions or fee increases. Departments were also permitted to request

budget increases in key areas such as continued capital investments for City and School infrastructure, implementation of the

City’s Vision Zero traffic safety initiative, improvements to the King Street retail corridor, expanded opioid treatment, and en-

hanced employee recruitment and retention. My proposed budget reflects many good recommendations from staff, resulting in

$4.3 million in operating budget reductions across departments.



While the City’s budget process is always based on priorities established by the community, City Council, the City Manager, and

City staff, it has previously been challenging to compare individual budget items across myriad departments and programs. The

result is that base department budgets are typically carried over from year to year, while requests for a variety of specific in-

creases and reductions compete to close the budget gap.

The Office of Management and Budget is leading a two-year transition to the nationally recognized Priority-Based Budgeting

philosophy, which helps better allocate budget resources by evaluating each program and service against objective criteria. This

year, each department’s “service inventory” is listed in the operating budget document. These services will be assigned priority

levels as part of the FY 2020 budget process. The goal of this shift is to increase budget transparency while improving the focus

of resources on continually evolving community priorities.

I am proposing a General Fund Operating Budget of $742.3 million and an All Funds Budget of $909.6 million, which represent

increases over the current year of 1.9% and 2.2%, respectively. Of all new revenue growth, 69% is devoted to the Alexandria

City Public Schools, 22% to transit programs, and just 7% to City government operations.

Alexandria’s 10-year Capital Improvement Program (CIP) has served as a solid model for future-focused infrastructure planning. I

am recommending an FY 2019-2028 CIP of $2.14 billion, an increase of $26 million or 1% over the current CIP. In keeping with

City Council’s fiscally prudent approach to debt financing, only about half the proposed CIP is funded through municipal bonds

and the other half is funded by cash. Over the coming year, it is my intent to improve our capital planning, budgeting and imple-

mentation processes by implementing many of the recommendations of the Ad Hoc Joint City-Schools Facility Investment Task

Force, which recently reported its findings and recommendations to City Council and the School Board.

Revenue

Revenue in FY 2019 is projected to grow by about 1.9%. My budget proposes to keep the real estate tax at its current rate of

$1.13 per $100 of assessed value. This would increase the average homeowner’s tax bill by 3.3%, $199 per year, or just 55 cents

per day -- the lowest average dollar increase in six years. I am not proposing an increase in any other tax rate or the use of re-

serves to pay for ongoing operating expenses.

The first payment of the Stormwater Utility Fee adopted last year will be collected in June 2018. This will more equitably fund

compliance with new federal and state stormwater mandates by shifting stormwater management costs to the residential and

nonresidential property owners with greater impact on stormwater runoff. I am not proposing any increase in this fee for FY

2019, which would leave the bill for the average homeowner at $140 per year.

In partnership with Alexandria Renew Enterprises, the City is making progress towards the new, accelerated state deadline of

mid-2025 for completion of all combined sewer remediation. As I explained last year, this will require frequent increases in the

sanitary sewer maintenance and capital fee. The fee rose 30% in FY 2018 (from $1.40 to $1.82 per thousand gallons of water

used), and I am proposing an increase of 25% in FY 2019 (from $1.82 to $2.28). The average household bill would increase by

approximately $25 per year. We continue to work with state officials in pursuit of 20% state funding for the $385 million reme-

diation mega-projects.

I am not proposing any change to the annual fee of $373 for residents who receive City refuse and recycling collection. Increas-

es to certain development fees would provide $0.3 million to pay for development review services, and an increase in the license

fee for commercial vessels docked at the City Marina would generate $52,000 while reflecting market rates.



Pending approval by the Alexandria Transit Company’s Board of Directors, my budget proposes modest increases in the base

DASH Bus fare (from $1.60 to $1.75) and the price of a monthly pass (from $40 to $45). This would generate $212,000 of new

revenue, while moving closer to the regional fare structure. I am proposing a new discount for senior citizens who ride DASH at

off-peak hours and expansion of the free ride program for T.C. Williams High School students (started in fall 2017) to also include

private high school students. Other than changing the weekday start time of the King Street Trolley from 10:30 a.m to 11 a.m. (a

savings of $23,000), I am not proposing any changes to DASH Bus routes, stops, frequency, or other service.

Employee Compensation

The largest share of City operating costs is salaries and benefits for the talented professionals who operate programs and ser-

vices. Competitive compensation is vital to recruiting and retaining the caliber of employees our community expects and de-

serves.

I have included $5.0 million in my proposed budget to fund annual merit increases for all eligible employees. Employee health

insurance premiums are expected to increase by an average of 1.4% for both the City share and employee share, at a cost to the

City of $921,000. To account for the high cost of living in our region, I am proposing $186,000 to increase the Living Wage paid to

City employees and contractors, from a minimum of $14.13 per hour to a minimum of $15. To help attract and keep employees

in a competitive marketplace and encourage bonding between parents and children in the crucial weeks after birth, adoption, or

foster care placement, my budget funds six weeks of paid Parental Leave for City employees who become parents.

Our community is a safe place in which to live, work, and visit, due in large part to the daily heroism of our first responders.

Their outstanding service during and after the tragic shooting at Simpson Field in 2017 served as a stark reminder of the value of

recruiting and retaining quality public safety professionals. Attracting and keeping sworn police, fire, and sheriff’s positions con-

tinues to be particularly difficult, since increased competition from neighboring jurisdictions and agencies has overcome the

City’s compensation improvements over the last three years. I am proposing $1.5 million to be set aside to address additional

improvements in public safety recruitment and retention capabilities for uniformed police, fire and sheriff’s personnel following

comprehensive studies. My goal is to implement tactical solutions in compensation and other aspects of employment, in order

to keep pace with the rising offers being made by our regional competitors.

In 2017, the City began a three-year transition to adjust the rate used to calculate payments for employees who choose to re-

ceive lump sum Supplemental Retirement payouts rather than monthly payments. For employees who choose the monthly pay-

ment option, there is no change. As a result of employee feedback, I am proposing an extension to the implementation of this

adjustment. This will save $800,000 again in FY 2019 as in FY 2018, with savings increasing up to $1.5 million in each future year.

These savings will be reinvested in employee recruitment and retention initiatives.

My proposed budget funds 2,578 full-time equivalent (FTE) permanent positions, compared to the 2,568 currently funded. This

represents a reduction of 71 FTEs over the last 10 years. The net increase of 10 FTEs for FY 2019 reflects a proposed increase of

22 positions and a proposed decrease of 12 positions over the current year. All but one of the positions to be eliminated are va-

cant, and we will work to find alternate City employment for the remaining incumbent.

Strategic Plan Theme Investments

City Council’s Strategic Plan helps align resources with desired community outcomes. Examples of proposed investments and

reductions in the operating and capital budgets include the following items linked to the Strategic Plan’s 10 themes:



Distinctive and Vibrant Neighborhoods

My proposed budget funds site development planning for the former Landmark Mall area, redevelopment planning for the Ei-

senhower East area, and planning to implement the Old Town North Small Area Plan.

To enrich the neighborhood experience and promote access to information resources, I have included $36,250 in City funds for

mobile Library outreach, supported by an equal match proposed by the Alexandria Library Foundation.

Inclusive City

An important aspect of maintaining an inclusive community is helping those who wish to gain workforce skills. To improve job

readiness, I am proposing $110,000 to fund training for adults for whom English is a second language.

Well-Managed Government

Fair and efficient procurement of goods and services is essential to operating City programs. I am proposing the addition of two

new purchasing specialists to accommodate unexpected increases in capital project procurements, increase buying collaboration

with the Alexandria City Public Schools, and recruit additional women-owned, minority-owned, and small business vendors.

My proposed operating and capital budgets include a new position to facilitate public-private partnerships to finance large pro-

jects, and two new positions to establish a public facilities development team to focus on municipal and school infrastructure

needs. I am also proposing to shift, from the operating budget to the capital budget, 28 other full-time equivalent positions that

primarily support capital projects.

The proposed budget includes $5 million in the Capital Improvement Program to continue building a 40 gigabit-per-second

citywide fiber network. This project will support municipal technology needs while offering the potential for private broadband

access in the future.

In 2017, the City conducted its first comprehensive employee engagement survey, to establish a baseline for employees’ sense

of connectedness to City government. We have begun to implement citywide and departmental action plans to address the

issues raised in the first survey, with the goal of making City government one of the best places in the region in which to work.

Research has shown that engaged employees are more productive, effective, and remain with organizations longer, demon-

strating the importance of factors beyond compensation such as recognition for accomplishments, professional development

and career opportunities, organizational communication, and trust in leadership. My budget funds another engagement survey

in 2018, to continue tracking vital employee feedback.

Safe and Resilient Community

In addition to the public safety recruitment and retention initiative described earlier, my proposed budget adds an additional

computer forensics position in the Police Department to provide more timely analysis of electronic evidence, and $1.4 million in

the Capital Improvement Plan to reflect the actual construction cost of the new Cameron Mills fire station.

My proposed budget provides for the opening of the City’s first new standalone Emergency Operations Center, a vital, year-

round facility that supports interagency management of large-scale emergencies. The space will also be used for employee

training when not needed for emergency response and recovery.



The Alexandria Justice Information System (AJIS) was created in 1999 to integrate data from Alexandria's public safety agencies

and courts, becoming one of the first systems of its kind. Although no confidential data has been accessed by unauthorized par-

ties, AJIS no longer meets the Internet security standards expected of modern data systems. As a result, online access to court

case information has been restricted to terminals in the Alexandria Courthouse until the system can be upgraded or replaced.

My capital budget includes $660,000 in FY 2019 for short-term improvements to facilitate the resumption of online access to

court records. Over the next few years, the City will need to address replacement of the outdated technology.

Flourishing Arts, Culture and Recreation

I have included $432,000 for 2.75 full-time equivalent positions and related program and building costs to expand hours and

programming at the new Patrick Henry Recreation Center, and $32,000 to upgrade fitness equipment at several recreation cen-

ters. My budget also reflects $36,000 in revenue from a new summer camp at the Jerome “Buddie” Ford Nature Center, and

$31,000 in revenue from expanding the “Out of School Time” student recreation program to include non-residents.

My proposed budget also includes $25,000 for programming and $14,900 for maintenance at the new waterfront park that will

open on an interim basis at the foot of King Street in the late fall of 2018.

Strong Economy

I am proposing a package of operating funds to enhance the experience along the King Street retail corridor and in the new wa-

terfront park at its intersection with the Potomac River. This includes $75,000 for expanded programming and maintenance,

$175,000 for targeted marketing and special events (to be matched on a dollar-for-dollar basis by private sector contributions);

and two additional City staff positions to improve street and sidewalk cleaning and provide service seven day per week.

The proposed Capital Improvement Plan includes $103,000 for hanging flower baskets on King Street between the Potomac Riv-

er and the King Street-Old Town Metrorail Station. I have also included $350,000 for dock improvements in Waterfront Park, to

be able to permanently host the U.S.S. Providence starting in summer 2019. This 100-foot tall ship is a full scale replica of the

Continental Navy’s first warship.

Thriving Children and Youth

City Council and I remain committed to partnering with the Alexandria City Public Schools (ACPS) to ensure outstanding public

education for Alexandria’s students. I am proposing a direct transfer to ACPS of 30.2% of the General Fund budget, or $223.8

million, representing 69% of all new City revenue. While the cost of services provided by City government is increasing by only

0.3%, the proposed $223.8 million in operating funds and $28.9 million in debt service for ACPS represents an increase of $10.1

million, or 4.2%, over the current year. This is sufficient to fund 100% of the Superintendent’s operating budget request, includ-

ing funding ACPS priorities such as increasing enrollment, the new West End elementary school, employee compensation, and

textbook adoption.

My proposed Capital Improvement Program (CIP) for FY 2019 to FY 2028 includes direct funding or reserves bond capacity for

100% of the School Board’s 10-year, $474.7 million request, including 100% of the request for each of the 10 years. This repre-

sents a $101.7 million or 27% increase from the current CIP. Proposed FY 2019 CIP funding is $68.3 million, including $33.2 mil-

lion for capacity and non-capacity projects and $35.15 million set aside in reserved bond capacity ($30.0 million for land acquisi-

tion and $5.15 million for new high school planning and design). The School Board and I have largely incorporated the



recommendations of the Ad Hoc Joint City-Schools Facility Investment Task Force, and I am grateful to these community mem-

bers for their expertise and solid recommendations to ensure that City and School capital funds are effectively spent.

Other highlights of the CIP related to schools include the new public-private partnership and facilities support positions de-

scribed earlier, $54.8 million over nine years in contingent funds for future reprogramming based on City/ACPS needs, and $35.7

million for improvements to the City/ACPS public works and transportation complex near Wheeler Avenue.

To further support Alexandria’s children, my budget also includes $20,000 for a City art therapy program for at-risk youth,

$32,000 to bring the “Out of School Time” student recreation program to the new West End Elementary School, and a new

crossing guard position at the new school.

Environmental Sustainability

In addition to the stormwater management and combined sewer remediation mega-projects described earlier, my proposed

budget includes $230,000 for an additional street sweeper and $75,000 towards determining future Green Building develop-

ment policies. I am also proposing $93,000 to restore mowing in parks from 13 to 17 annual cycles, $47,000 to restore turf

maintenance for game fields, and $23,000 to enhance landscape services and vegetation control in City gateways and rights-of-

way. My budget also includes $5.8 million for the design, engineering, and permitting for flood mitigation along the City’s new

waterfront parcels.

Healthy Residents

Incidences of opioid addiction, overdoses and deaths have risen dramatically across the nation, to levels on par with the peak of

the AIDS epidemic. Alexandria is not immune to this crisis, which affects all ages, ethnicities, income levels and communities.

The City’s Opioid Work Group takes a multidimensional approach to confronting the crisis by focusing on opioid addiction pre-

vention and treatment, overdose response and recovery, diversion of addicted persons into treatment, and supply reduction

and law enforcement strategies. I have included funding for two additional opioid senior therapist positions and an additional

$100,000 in contingent funds to support this vital work.

The operating budget also reflects a reduction of 3.7 full-time equivalent positions, at a savings of $280,000, made possible

through increased efficiencies in the Department of Community and Human Services achieved through service integration and a

review of the current organizational structure.

Multimodal Transportation

In December 2017, Alexandria City Council adopted an action plan to implement Vision Zero, a multidisciplinary, multinational

traffic safety concept that recognizes that traffic deaths and serious injuries are preventable through proper engineering, en-

forcement, evaluation and education. I have included $639,000 toward Vision Zero initiatives in FY 2019, including $164,000 in

added operating funds to convert five parking enforcement officer positions to six traffic safety officers, $100,000 in operating

funds to expand public education efforts and improve data collection; and $375,000 in FY 2019 capital funds toward Complete

Streets projects that make roads safer and more accessible to pedestrians, motorists, and cyclists. My Capital Improvement

Program includes $0.9 million in additional support for Complete Streets projects in FY 2020 and 2021.

After public schools, the largest share of the City’s new revenue growth (22%) is absorbed by transit operating support. My pro-

posed budget adds $2.75 million for Metrorail and Metrobus and $261,000 for DASH, for an 11.7% increase in transit support.


I have also included $69,000 for additional snow removal support, $5.26 million to repave 55 lane miles of roads in FY 2019, and

$3.95 million to replace DASH buses with clean diesel models and study future potential conversion to electric models.

Acknowledgments

I appreciate the contributions of all who participated in the development of this budget proposal. I have incorporated City Coun-

cil’s guidance and the input of individual residents and business owners, members of boards and commissions including the Ad

Hoc Joint City-Schools Facility Investment Task Force, employee associations, and civic groups. I am particularly grateful to the

staff of the Office of Management and Budget, led by director Morgan Routt and new assistant director Lisa Henty, for the ex-

pert preparation of this document, and to the City’s department heads and their staff for their commitment and valued contri-

bution of ideas towards improving the efficiency and service levels of City government. These operating budget and CIP pro-

posals reflect a proud community and a dedicated and professional City government workforce.

Conclusion

This year’s budget builds on the responsible decisions made last year to prioritize investments in services and improved facilities

and infrastructure. Alexandria’s bright future is supported by a strong foundation of good and efficient government, a caring

and inclusive community that values high-quality services, and attractive amenities for residents, businesses, and visitors.

Mark Jinks City Manager



C I T Y O F A L E X A N D R I A , V I R G I N I A

City Service Adjustments The following is a list of the major policy and service changes (additions and reductions) included within this

budget, listed by department.

Adjustments FTE Amount

18th Circuit Court

A Computer Programmer Analyst II position has been transferred from Circuit Court to Information

Technology Services, resulting in a decrease of $139,778 in the Circuit Court’s budget estimates. The

Courts were previously hosted on a separate computer domain from the rest of the City, however they

have recently been integrated into the city domain, allowing their dedicated IT support person to be re-

allocated to ITS.

(1.00) ($139,778)

Office of the City Attorney

Addition of an Assistant City Attorney I— Increase of 1.0 FTE of an Assistant City Attorney I to work

primarily on cases related to City Code and Zoning Ordinances. This position is converted from a

contract position to a permanent full-time position.

1.00 $15,620

Department of Community and Human Services

Retirement Savings—This DCHS reduction is the result of savings associated with the retirement of 17

long-time DCHS employees. Several of these retiring employees are at the highest step of their grades.

General Fund savings will occur as their positions are hired at lower steps. DCHS is reporting savings per

position ranging from $1,800 to $28,000 but no net impact to current FTEs. DCHS currently receives

state revenue associated with these positions and will continue to receive this revenue once incumbents

are hired.

0.00 ($205,241)


VDSS Direct Services—DCHS identified five positions that are not charged proportionally to the Virginia

Department of Social Services (VDSS). The positions are two Caseworkers, Account Clerk III,

Administrative Support IV, Assistant Economic Support Director, and Director of MH/HR/SA & CS. DCHS

will be shifting a portion of existing positions' salaries to the State. This change in position funding will

reduce DCHS’ General Fund costs by $90,163.

0.00 ($90,163)


Department Merger—DCHS is eliminating a Cook (0.25 FTE) and a Deputy Extended Care Services

Director (1.0 FTE) position. DCHS determined that these two vacant positions (artifacts of the

department merger) were no longer needed in the organizational structure for the programs.

(1.25) ($131,288)

Department of Community Human Services

Restructuring Savings—DCHS is eliminating a Residential Counselor (0.45 FTE) position. DCHS

determined that this long-time vacant position is no longer required following the reorganization of the

program. The previous reorganization of the program will ensure that services will continue with no

losses in quality and safety.

(0.45) ($23,193)

[Continued on next page]



City Service Adjustments



Family Service Supervisor—DCHS is eliminating a Family Service Supervisor (1.0 FTE) position that was

responsible for supervising Family Service Specialists that regulate small family child care homes. Recent

changes in State requirements in this area created the opportunity to consolidate responsibilities for this

position with the other Family Services Supervisor duties in order to integrate services and to increase

program efficiencies. This reduction will not affect service delivery.

(1.00) ($60,927)


Administrative Analyst Supervisor—DCHS is eliminating a Administrative Analyst Supervisor (1.0 FTE)

position that is responsible for providing analytical support of building services, accommodations, and

emergency management throughout DCHS. The responsibilities for this position will be absorbed by

other DCHS staff and there is no anticipated reduction of services.

(1.00) ($64,090)


DJJ Revenue for Child Behavioral Health Services—DCHS is an approved vendor for new funds released

by the Virginia Department of Juvenile Justice (DJJ) for the provision of behavioral health services.

Revenue collection is estimated at $50,000 for FY 2019. An estimated eight DJJ-involved youth and their

families will be served through the provision of intensive care coordination, therapy, and parent

coaching services. This revenue will impact DCHS’ special revenue funds, reducing General Fund costs by

$50,000.

0.00 ($50,000)


Reduction of City Match for CSA funds—DCHS is proposing reducing the City of Alexandria's financial

match for services provided by the Children's Services Act (CSA) program by $152,300. DCHS manages

the City of Alexandria's CSA funds and is projecting a surplus for FY 2018 and FY 2019 due to the City's

successful prevention efforts. DCHS saw a 45 percent reduction in the number of children in foster care

from FY 2006 to FY 2017 and are expecting this trend to continue in FY 2018 and FY 2019.

0.00 ($152,300)


Improving Access to ESOL for Job Readiness—The Workforce Development Center utilizes eligibility

based Federal dollars to pay for ESOL services as it relates to employment readiness. However, many

residents cannot be assisted because they do not meet eligibility criteria of the funding sources. This

request provides funding to assist 50 low-income individuals in completing a work readiness ESOL

program at qualified providers that serve City of Alexandria residents. This funding would also allow for

an assessment of the current ESOL offerings, determine service gaps, and work to increase the

coordination and utilization of services.

0.00 $110,000


Employment and Training for Experienced Workers—As part of the FY 2019 Add/Delete process, City

Council added $41,000 in funding to DCHS’ approved budget to support employment and training

services for older adult residents through the addition of an Employment and Training Specialist (0.50

FTE).

0.50 $41,000





General Fund and Special Revenue Adjustments—The following technical adjustments were

incorporated into DCHS’ FY 2019 approved budget: Aging Meals Grants ($800,299), Elderly Virginians

Program Grant ($57,823), Victim Advocacy Overtime ($31,478), and Dental Care Services ($57,914).

Expense adjustments (excluding interfund transfers) are reported in the figure to the right.

0.00 $617,371


Retirement and Health Insurance Savings—In the proposed budget, savings associated with retirement

and health insurance rate changes were budgeted in Non-Departmental. These savings were reallocate

across all departments in the FY 2019 approved budget. DCHS saw significant retirement and health

insurance savings allocated across its 581.95 FTEs.

0.00 ($283,819)



Economic Development

Visit Alexandria- The Economic Impact Calculator budget has been reduced by $7,000. The Economic

Impact Calculator was a tool that demonstrated to potential clients the economic impact their meeting

had on the City in previous years. This tool will no longer be available for use during sales meetings, but

will not impact outcome.

0.00 ($7,000)


Visit Alexandria- The Tourism Marketing budget has been reduced by $21,000. In-house graphic design

and video production capabilities will be reduced, but will be maintained through use of existing

contractor services.

0.00 ($21,000)


Visit Alexandria budget has been reduced by $25,173. Two marketing leverage grants awarded by

Virginia Tourism Corporation will offset this decrease and stimulate increased visitor spending, revenue,

and jobs.

0.00 ($25,173)


Visit Alexandria- Provides $175,000 in City funding for Visit Alexandria to launch a $350,000 public-

private partnership campaign with 1:1 matching funding from the private sector, “Activation,

Beautification, Campaign, Destination Events” (ABCD), leveraging the opening of King Street Waterfront

Park. This program will focus on promoting a new Old Town experience utilizing pop-up activities,

enhanced events, and targeted regional marketing. This program, if successful, would be an ongoing

program for FY 2020 and beyond with the 1:1 match continuing.

0.00 $175,000


Visit Alexandria- Reduces funding for King Street Retail Corridor holiday light maintenance by projecting

current contractor installation savings into future installation years with no impact to services. Savings

will also accrue due to the purchase for the 2018 holiday season of an artificial tree for Market Square.

This will save the cost of purchasing a live tree annually as well as the cost of stringing lights as the

artificial tree has lights pre-installed.

0.00 ($7,150)






Department of Emergency Communications

CAD2CAD Regional Grant savings—Fairfax County has received a regional contract for the continued

operation of the Northern Virginia Regional CAD2CAD system, which allows Arlington, Fairfax, and

Alexandria to request fire and rescue resources from respective dispatch terminals along with real-time

unit status information. $32,000 from Alexandria’s bill will be paid for by this regional contract.

0.00 ($32,000)


Reduction in Non-Personnel Expenditures —DEC has identified $22,000 in efficiency savings in various

non-personnel objects such as office supplies, controlled equipment, and memberships. This also

includes savings in capital outlay.

0.00 ($22,000)


Overtime Reduction—DEC is working towards reducing their need for overtime, and as a result, the

overtime budget has been reduced by $25,531.

0.00 ($25,531)


Vacancy Savings have increased by $76,451 to reflect historical expenditure levels. 0.00 ($76,451)

Finance

A vacant Administrative Support position is eliminated with no service impact on other City

departments.

(0.75) ($38,598)

Finance

Revenue division has been reorganized and key leadership roles have been filled. This has resulted in

greater efficiencies. The reduction of temporary staffing dollars has no service impact. Temporary

staffing will be used only during the peak tax collection season.

0.00 ($40,000)

Finance

Service expansion within the Purchasing Division to support additional Capital Improvement Program

(CIP) projects and shorten the solicitation process for every department with a current or pending CIP

project. The addition of these two positions will also allow purchasing to increase its collaboration with

ACPS purchasing and contracting, as well as work to increase small, women, and minority-owned

business contracts and awards by the City. A portion of the position is funded in CIP in order to reflect

the focus or work for the positions.

2.00 $43,200

Finance

Reallocates $85,000 in personnel costs from the General Fund to the Pension Special Revenue Fund to

more accurately reflect time staff spent on pension administration. Transfers $300,000 for Pension IT

System to support the City’s responsibilities for retirement plan administration.

0.00 $215,000






Finance

Reclassifies a vacant position from a Real Estate Manager position to a Senior Appraiser in order to

reflect the nature of the work performed by the position. There is no service impact associated with this

reduction.

0.00 ($47,000)

Finance

Reduces seasonal staff funding for a Board of Equalization Clerk. This reduction has no service impact

because other seasonal staff funding is available to cover these functions.

0.00 ($56,000)

Finance

Transfers the cost of maintenance, service, and supplies for two high performance network printers

from Information Technology Services to Finance Department.

0.00 $10,000

Fire Department

Part-time Fire Marshal—A part-time (0.5 FTE) Fire Marshal has been added to the Fire Prevention and

Life Safety program at a projected cost of $50,000. This position will assist current Fire Marshals with fire

0.50 $50,000

Fire Department

Fire Department Re-Organization—One Administrative Support position (1.0 FTE) has been eliminated as

a result of a re-organization of the Fire Department, resulting in projected savings of $63,570.

(1.00) ($63,570)

Department of General Services

Parking Fee Increase- Parking fees for City employees who park in the garage and surface level lots

located in Old Town will increase from $120 per month to $130 per month and generate $15,480 in

additional revenue.

0.00 $0


Reallocation of Capital Project Manager- Funding for a Capital Projects Manager position moves from

the General Fund to the Capital Improvement Program (CIP) budget.

0.00 ($161,524)


Renewable Energy Credit Purchases– Additional $42,500 in funding was added through the add/delete

process to increase City investments in Renewable Energy Credits.

0.00 $42,500


Efficiency Reduction in Natural Gas-The cost of a City contract for natural gas will decrease due to

reduced usage estimates for FY 2019.

0.00 ($11,800)







Two Added Capital Projects Managers-The department will add two full-time Capital Projects Managers

(2.0 FTEs) to work on Capital Improvement support, capital facilities maintenance, construction

development projects, and general implementation. They will be funded in the FY 2019-2028 Capital

Improvement Program (CIP) budget. There is no impact on the FY 2019 Operating Budget.

2.00 $0


Two Additional Lifts– Two new lifts will be purchased as a one time expenditure out of the Internal

Services fund to replace one existing lift that is nearing the end of its lifecycle and another to support

increased service demand for exterior and interior building maintenance.

0.00 $114,500


Additional Snow-Removal Equipment– This includes a one time purchase of a new brine mixer from the

Internal Service fund for $53,750 and $14,800 from the General Fund for maintenance materials. The

purchase will allow the department to use a salt brine instead of rock salt for snow removal. Brine

typically requires fewer applications, is less of a tripping hazard than rock salt, and better mitigates

cracking a spalling in the concrete. This purchase supports the City’s efforts towards a becoming a more

safe and resilient community.

0.00 $68,550

Health Department

Other Special Revenue—Funding for a Health Permit Center was added to the Health Department’s

budget for FY 2019. The funding associated with the Health Permit Center was previously counted in the

Department of Code Administration and was moved to the Health Department. No net change in FTE

count occurred.

0.00 $72,538

Health Department

Vector position downgrade—The Health Department is reclassifying an Environmental Health Specialist

position in order to change the strategic approach of the department. This reclassified position will

provide more education and investigation services to the community associated with Vector borne

illness prevention. The reclassification of this position will reduce the program’s personnel expenditures

by $11,435.

0.00 ($11,435)

Health Department

Pharmacist Revenue—The Health Department will be collecting reimbursement revenue from

Neighborhood Health to fund a proportion of a Health Department Pharmacist's salary and benefits. This

staff member currently provides services to Neighborhood Health and the Health Department will be

incrementally increasing revenue collection associated with this position over the next three years.

There will be no changes in the provision of pharmacy services to the community. This change in

position funding will reduce the Health Department’s General Fund costs by $28,215 with no impact on

expenditures.

0.00 ($28,215)






Office of Historic Alexandria

The City acquired the historic Murray-Dick-Fawcett House using grant funding and with bargain sale

pricing in FY 2017. These funds are needed to operate and document the house as plans are made for its

future use. Costs include staffing, supplies, and equipment needs for a minimum of four open houses per

year; interior cleaning; pest management; professional services for documenting the house; signage; and

limited building and grounds maintenance.

0.00 $24,000

Office of Historic Alexandria

Historic Alexandria will provide historically-themed public programs for a wide variety of age groups in

order to draw residents and visitors to the King Street Waterfront Park. Costs include fees for

professional services to hire living history performers, supplies for hands on activities and programs, and

promotional materials.

0.00 $25,000

Office of Housing

$4.3 million to increase the available dollars for affordable housing projects was adopted as part of City

Council’s addition of 3 cents to the real estate tax rate as part of the FY 2018 budget. This funding was

one-time and is removed from the FY 2019 budget.

0.00 ($4,300,000)

Office of Housing

These bonds were authorized in the FY 2017 budget and earmarked for spending in FY 2018 for

affordable housing. This funding is not part of the FY 2019 budget.

0.00 ($4,400,000)

Office of Housing

Additional dedicated revenue is added in the form of a 1% increase in the restaurant meals tax from 4% to 5%. These funds are for affordable housing initiatives and are transferred from the General Fund into the Capital Improvement Program via the Affordable Housing Fund. This item was included during the City Council add/delete process.

0.00 $4,750,000

Human Resources

This information resource will enable HR to stay current with industry standards and the City's strategic

objectives. Deliverables will be evident in the service delivery, programs, and initiatives provided by HR.

0.00 $22,500

Human Resources

This workplace consultant resource will provide the City’s annual employee engagement survey;

administration and analysis; and organization development tools and resources; executive briefings and

manager training. By conducting engagement surveys and analyzing data, this will allow the City to put

plans in place to address issues discovered from surveys, support the City strategic plan and put the City

in a better position to be an employer of choice.

0.00 $42,500






Human Resources

This funding will provide City supervisor and management level employees access to increased training

and opportunities to obtain the leadership and management skills, qualifications and experience that

will allow them to perform their jobs more effectively. The need for this additional training was flagged

as an across-the-board issue that needed to be addressed in the 2017 City employee engagement

survey. This item was reduced by $42,500 during the add/delete process.

0.00 $57,500

Human Resources

This health and wellness platform will provide engagement plans and analytics, which is expected to

help: (1) increase City employees’ level of engagement in their health, (2) encourage healthy behavioral

change to improve employee productivity, and (3) lower and control healthcare costs.

0.00 $47,208

Human Resources

An open enrollment assistant tool that will guide City employees through important benefit selections

during the open enrollment period. The tool is a stand-alone web-based virtual benefits counselor that

transforms benefit jargon into personally relevant information employees can use to select best-fit

plans.

0.00 $54,995

Human Resources

HR will reduce it’s carbon footprint and paper waste by resolving operational inefficiencies associated

with printing excessive amounts of materials and marketing collateral that is accessible by alternate

means.

0.00 ($10,000)

Human Resources

Funding for volunteer management software to help City departments manage volunteer programs

more effectively and track volunteer usage Additionally, funds will also be used for volunteer

recruitment fairs and appreciation events. Currently, there are more than 2,000 volunteers city-wide.

0.00 $9,782

Human Resources

Operational efficiencies and competitive bidding will lead to lower costs for employee recognitions and

awards without an impact to the current service provided.

0.00 ($10,000)

Human Rights

Seasonal hours—Addition of funding for a paralegal/intern to perform part-time administrative duties

relating to the Commission of Persons with Disabilities and the Human Rights Commission.

0.00 $10,000

Human Rights

Reduction in reasonable accommodations —Reduction in the budget for reasonable accommodations

services (i.e., sign language interpreters).

0.00 ($5,000)






Information Technology Services

A Computer Programmer Analyst II is transferred from the General Fund to the Special Revenues Fund.

This position will develop, test, analyze and maintain the enterprise building-related permit system,

which supports the administration of the City’s land development process. The permitting system is

used by multiple City departments including Code Administration, Transportation & Environmental

Services, Planning & Zoning and the Health Department.

0.00 $0


An Information Technology Manager has been added to support the Alexandria Justice Information

Systems (AJIS), which is an internal and external online system for court records. This position will be

funded through the Capital Improvement Program with no impact to the operating budget.

0.00 $0


This reduction transfers the cost of maintenance and supplies (toner, paper, and parts) for two high

performance network printers to the Finance Department.

0.00 ($10,000)


An Information Technology Support Engineer III has been added to support the City by managing and

ensuring optimal operation of all EOC software and hardware and providing end-user technical support.

This position is partially funded for FY 2019. During the add/delete process $41,000 was removed to

support other initiatives, thereby delaying start of the position by approximately five months.

1.00 $55,455

Library

Two part-time Library Assistant I positions (1.25 FTE) will be combined into one full-time Library

Assistant I position (1.0 FTE) who will process passport applications. One Librarian I position (1.0 FTE)

and one IT Support Engineer II position (0.5 FTE) will be combined into a Digital Services Librarian

position (1.0 FTE) who will manage the library website and digital collection.

(0.75) ($44,825)

Library

The Delivery Clerk Position (1.00 FTE) will be eliminated along with the delivery van. A professional

courier service will be used to make Library deliveries. There is no service impact associated with this

reduction.

(1.00) ($53,409)

Library

A new community outreach vehicle will be acquired and used to issue library cards, lend materials,

conduct story times, and discuss other programs and services in various locations throughout the City.

Half of the cost ($36,250) will be covered by the City, and the other half will be covered by the

Alexandria Library Foundation.

0.00 $72,500

Non-Departmental

Remove one-time FY 2018 funding of $775,931 for Red Light Cameras, Sheltercare, Youth Scholarship

Fund, and Early Childhood initiatives.

0.00 ($775,931)






Non-Departmental

If potential federal and state grants are not forthcoming, this contingent could provide funding for

implementing priority initiatives identified by the City of Alexandria Opioid Work Group (OWG), as well

as working with local healthcare providers to develop a coordinated and immediate response plan for

individuals who have overdosed to ensure the immediate availability of addiction recovery services.

0.00 $100,000

Non-Departmental

Reserves funding for investments in improving the Recruitment and Retention Capabilities of public

safety personnel and will better enable the City to address increased regional competition for public

safety personnel which has caused the City’s public safety pay compensation to slip. The Human

Resources Department, City Manager’s Office, public safety leadership, and employee groups have been

studying this initiative. This contingency provides funding to implement recommendations, which will be

forthcoming in the early fall from the City Manager and then considered by City Council. An October

2018 implementation is projected.

0.00 $3,635,114

Non-Departmental

As part of the Proposed FY 2019 Budget, a new position was included in the City Manager’s Office that

would help the City to pursue, facilitate, and negotiate partnerships with the private sector or other

governmental entities and be funded from the City Manager Office’s budget ($75,000) and the CIP

($100,000). As part of the Add/Delete process, City Council moved the operating funding to Contingent

Reserves, until a more detailed proposal of the position’s need, and function has been presented,

discussed, and approved by City Council.

0.50 $75,000

Office of Performance & Accountability

Performance dashboard reduction — The department is transitioning to a new company and platform

for the City’s performance dashboard system. FY 2019 will be the first full-year of the new software

implementation.

0.00 ($10,425)

Other Health

Decrease in City Funding — Neighborhood Health entered into a declining City contract until FY 2019.

The City contribution for FY 2019 is $50,000. Neighborhood Health continues to maintain dental services

at current levels as City funding decreases due to the organization leveraging other sources of funding,

namely external fundraising, federal funding and building up their Medicaid reimbursement.

0.00 ($50,000)

Planning & Zoning

The department will lease and maintain a new wide format scanner. Scanned large documents are used

to communicate electronically among team members including consultants, developers, architects and

owners; to archive documents; to enter hard copy images into the geographic information system (GIS)

for tracing or overlaying on maps; and to reduce large documents for use in reports.

0.00 $5,000





Planning & Zoning

An Urban Planner II position and an Urban Planner III position will be added to work solely on City and

school facility projects. They will be funded in the FY 2019-2028 Capital Improvement Program (CIP)

budget. There is no impact on the FY 2019 Operating Budget.

2.00 $0

Planning & Zoning

Planning & Zoning will purchase one interactive whiteboard and two monitors to display plans

electronically in group settings so that plan reviews can be conducted collaboratively in real time.

0.00 $5,500

Police

Computer Forensic Examiner—One computer forensic examiner (1.0 FTE) is being added to Criminal

Investigations to address the growing importance of digital evidence, doubling APD’s number of

computer forensic examiners from 1 to 2 FTEs.

1.00 $113,139

Police

Parking Enforcement Officers Reduction—A reduction of vacant parking enforcement officers (5.0 FTEs).

These positions were added in FY 2017 to increase parking related General Fund revenues. When the

remaining authorized PEO positions are all filled, the City Manager will consider authorizing PEO

(5.00) ($252,051)

Police

Traffic Safety Sworn Officers Supplemental—To achieve the City’s Vision Zero plan, six traffic safety

sworn officers are being added, allowing APD to reach staffing standards recommended as a result of an

International Association of Chiefs of Police (IACP) study conducted in 2016.

6.00 $416,398

Police

School Crossing Guard—One School Crossing Guard is being added to help at the new elementary school

located in the West End at 1701 Beauregard.

0.38 $27,200

Police

Overtime Reduction—APD is actively reducing their need for overtime, and as a result, the overtime

budget has been reduced by $135,000.

0.00 ($135,000)

Police

Police Officer Overhire Reduction—During the add/delete phase of the budget process, City Council

approved of the reduction of four overhire positions and reallocated the savings to increase the funding

for public safety recruitment and retention.

0.00 ($281,485)

Police

Reduction in Non-Personnel Expenditures—In an effort to find efficient ways to reduce the overall

budget and recycle current goods, APD has identified $345,369 in savings to be taken out of operating

supplies and materials, uniforms and equipment, office supplies, and other areas. This can be achieved

with little service impact.

0.00 ($345,369)





Project Implementation

Capitalization of Positions– 9.16 FTEs and approximately $155,000 in operating supplies are funded in

the CIP in FY 2019. This equates to $1,866,977 that was previously charged to the General Fund.

0.00 ($1,866,977)



Recreation, Parks & Cultural Activities

Reduction of Regional Program Manager- A vacant Regional Program Manager position will be

eliminated. The department can absorb this position’s responsibilities with no negative service impacts.

(1.00) ($133,399)


Additional Fitness Equipment- New leased fitness equipment, including cardio and weight training

machines, will be acquired for the Chinquapin and Charles Houston Recreation Centers.

0.00 $32,400


Patrick Henry Center Improvements- Enhanced programming will be provided at Patrick Henry

Recreation Center due to the opening of the new center after improvements. A full-time Regional

Program Director (1.0 FTE), a full Recreation Coordinator (1.0 FTE), a part-time Recreation Leader

position (0.75 FTE), and money for temporary staffing are added. Additional operating dollars are also

included to maintain the facility and administer programs. This cost represents partial funding based on

a January 2019 opening of the center.

2.75 $351,981


West End School Power-On Program Expansion– Four temporary Recreation Leader positions will be

added to run the West End School Power-On program. The Program will serve 80 to 100 youths and

promotes active lifestyles and healthy nutritional habits. The program will generate some revenue to

offset costs. This new service coincides with the new West-End Elementary school. Total expenditures

anticipated for the program are $59,364, offset by $27,540 in program revenues.

0.00 $31,824


Power-On Program Fee Increase– The Power-On Program summer camp and afterschool care fees are

increased by 3% to offset costs of continuing the program’s current service levels. The impacts of the

increase on enrollment is anticipated to be negligible as rates remain competitive with non-profit and

private summer and afterschool programs.

0.00 $0


Arts Support for Alexandria’s At-Risk and Transitional Community– This will provide at least 200 hours of

art services administered by professional artists and art therapists to at-risk youth and community

members in transition.

0.00 $20,000


Custodial Services for Patrick Henry Center- Additional custodial services will be provided at the new

Patrick henry Recreation Center.

0.00 $62,490







Waterfront Park/King Street Business District Initiative-Maintenance consistent with other waterfront

parks will be provided at the King Street Waterfront Park, including mowing, litter removal, driftwood

removal, natural turf care, trail and plaza repairs, furniture and fixture maintenance, tree care, and

seasonal staffing.

0.00 $14,900


Increased Landscaping in Public Right-of-Way- Enhanced services for the landscaping of public right-of-

way and City portals will be provided, including weeding, mulching, edging, debris removal, and chemical

treatments.

0.00 $13,228


Increased Mowing Services- The frequency of turf mowing in parks will be increased from 13 cycles per

growing season to 17 cycles.

0.00 $93,234


Enhanced Turf Management- The Turf Management Program for “natural grass” at athletic fields will be

enhanced. This includes increases in fertilizer application, weed control, and pest control.

0.00 $46,945


Enhanced Vegetation Control- The City will provide year-round vegetation removal on streets, right-of-

way, and adjacent sidewalks.

0.00 $10,000


City Marina Commercial License Fee Increase- Fees for City Marina Commercial License Agreements will

increase for boat owners who utilize boats for taxis, sightseeing, dinner cruises, and private charters.

Demand for these services is expected to increase. This generates $52,000 in additional revenue.

0.00 $0


Durant Arts Center Rate Reduction- Rental rates for the Durant Arts Center will be decreased for FY

2019, reducing the rental rate for Alexandria based non-profit art groups from a Tier 4 to a Tier 2 in the

RPCA Cost Recovery Policy. This results in a reduction of $50,000 worth of anticipated revenue for FY

2019. The department will assess the impact this has on rentals and re-evaluate this item for the FY 2020

budget.

0.00 $50,000


The City can decrease funding for the conversion of concrete planting beds from seasonal flowers to

perennials and native species in Market Square. Maintenance work will continue to be completed by

staff and volunteers.

0.00 ($13,670)


Expansion of Out of School Time Program (OSTP)- Non-Alexandria residents will be able to join the OSTP,

thus increasing fee generated revenue by $30,750. The current resident OSTP full 8 week summer camp

fee is $335. The non-resident full summer camp fee will be $615, or an additional $35 weekly surcharge.

The anticipated increase in enrollment is 50 new campers who can be cared for using existing staffing

and equipment resources.

0.00 $0






Office of Voter Registration & Elections

Savings are anticipated due to more efficiently scheduling part-time staff. Savings will be achieved with

no reduction in service.

0.00 ($12,918)

Office of Voter Registration & Elections

Cell phones will no longer be purchased for Chief Election Officers to be used at polling places on

election days. Officers will use their personal cell phones and receive a reimbursement.

0.00 ($1,775)

Sheriff’s Office

ADC Food & Medical Contracts—Contracts for food and medical services provided to inmates are up for

renegotiation this year. The two contracts are projected to increase by a total of $115,343 due to

industry trends.

0.00 $115,343

Transportation & Environmental Services

Reduce Meters Operating Supplies– 60 new meters will be installed in the Carlyle area resulting in a

reduced need for replacement parts. This $10,000 reduction has no impact on personnel maintaining

meters or the service.

0.00 ($10,000)


Eliminate Contract for Recycling Services– This eliminates the contractual services provided for recycling

collection. Existing City staff can absorb this work through efficient use of time and equipment with no

impact on service.

0.00 ($75,000)


Reduce Asphalt for Pothole Repairs- Public Works recently acquired an asphalt recycling machine, which

allows for the use of existing millings to produce asphalt for pothole repairs. This reduces the need to

purchase new materials from the City's asphalt supplier at an annual savings of $52,000. This is an

efficiency savings with no service impact.

0.00 ($52,000)


Reduce Impound Lot Professional Services- This is an efficiency savings due to existing staff utilization of

labor hours and City technology to perform duties that would otherwise be spent on fees for

professional services for the Impound Lot.

0.00 ($20,000)


Expand Data Collection Efforts for Vision Zero- This increases research, data collection for traffic counts,

and special projects conducted by contracted firms to enhance the quality of the City Vision Zero plan.

0.00 $45,000







Expand Educational Campaign Efforts for Vision Zero– This funding expands education and information

to community residents and visitors about Vision Zero, addresses traffic safety specific topics, and

increases effectiveness of existing safety programs. This will be achieved through media, radio and print

communications; electronic message boards, handouts, branding on City fleets, and recruiting local

volunteers to help spread the message.

0.00 $55,000


King Street Maintenance- A Laborer II (1.0 FTE) and an Equipment Operator (1.0 FTE) were added to

improve street and sidewalk cleaning as part of the Waterfront Park/ King Street Business Initiative.

Cleanings will now be provided 7 days per week.

2.00 $117,000


Additional Vehicle– A one time purchase from the Sanitary Sewer fund for an SUV for Sanitary

Infrastructure staff. This will increase performance of routine infrastructure inspections.

0.00 $30,000


Additional Street Sweeper– An additional street sweeper is charged out of the Internal Services fund as a

one time expenditure in FY 2019 in an effort to enhance environmental sustainability. The additional

sweeper will expand services along Patrick and Henry streets, Carlyle, the West End, and in emerging

business development areas Citywide.

0.00 $229,597

Transit (King Street Trolley)

The hours of service are reduced by one half-hour, and the service start time changes from 10:30 AM to

11:00 AM seven days a week. Passengers will have alternative DASH bus service available on King Street

via the AT2, AT7 and AT8 routes.

0.00 ($22,590)

Transit (DOT Paratransit)

DOT Paratransit General Fund contribution increases to more precisely match past year actuals. 0.00 $152,674

Transit (VRE)

VRE General Fund contribution decreases to more precisely match past year actuals. 0.00 ($2,811)

Washington Metropolitan Area Transit Authority (WMATA)

WMATA General Fund contribution increases due to new debt service and declines in WMATA

passengers, contractually obligated wage increases, and increased costs of WMATA health care plans.

0.00 $2,050,308

Transit (DASH)

Increase in Base Fare bus fare is increased from $1.60 to $1.75. 0.00 ($190,874)

Transit (DASH)

The monthly DASH pass increased from $40 to $45. 0.00 ($21,125)


Documents

ITY OF ALEXANDRIA, VIRGINIA ity Manager s Message · 2018. 6. 29. · Revenue in FY 2019 is projected to grow by about 1.9%. My budget proposes to keep the real estate tax at its