FY19 Town of Warrenton Adopted Budget FINAL

Fiscal
Year
2019
Town of Warrenton, Virginia
Adopted Budget
Office of the Town Manager

i
TABLE OF CONTENTS
INTRODUCTION PAGE
Town Manager’s Transmittal ………………………………………………………………. 1
Combined Budget Summary ……………………………………………………………….. 12
Full-time Staffing ………………………………………………………………...………... 14
Budget Process, Basis of Accounting & Budgeting………………………………………... 16
Mission Statement, Action and Value Statement ………………………………………….. 18
Summary of Changes between the Proposed Budget and the Adopted Budget …...……….. 19
BACKGROUND INFORMATION
Community …………………………………………………………………………………. 21
Principal Officials …………………………………………………………………………... 23
Ward Map …………………………………………………………………………………... 24
Organizational Chart ………………………………………………………………………... 25
Fund Structure and Uses ……………………………………………………………………. 26
GENERAL FUND
Overview ………………………………………………………………………………….... 28
GENERAL FUND REVENUE
General Fund Revenue ……………………………………………………………………... 29
GENERAL GOVERNMENT
Overview …………………………………………………………………………………… 38
Legislative ………………………………………………………………………………….. 39
Executive …………………………………………………………………………………… 41
Legal Services ……………………………………………………………………………… 43
Finance and Human Resources …………………………………………………………….. 44
Other Organizations ………………………………………………………………………… 47
Elections ……………………………………………………………………………………. 48
PUBLIC SAFETY
Overview …………………………………………………………………………………… 49
Police Department ………………………………………………………………………….. 50
Fire Department …………………………………………………………………………….. 53
PUBLIC WORKS
Overview …………………………………………………………………………………… 55
Administration ……………………………………………………………………………… 58
Street Maintenance …………………………………………………………………………. 60
Arterial Street Maintenance ……………………………………………………………... 62
Collector Street Maintenance …………………………………………………………… 63
Sanitation (Refuse and Recycling)…………………………………………………………... 64
General Properties ………………………………………………………………………….. 67
Parking ………………………………………………………………………………………. 69
Cemetery Maintenance …………………………………………………………………… 70

Fiscal Year 2019 Proposed Budget i
PARKS AND RECREATION PAGE
Overview …………………………………………………………………………………… 72
Aquatic Center ……………………………………………………………………………… 74
Parks Maintenance ………………………………………………………………………….. 75
Administration ……………………………………………………………………………… 76
COMMUNITY DEVELOPMENT
Overview …………………………………………………………………………………… 77
Planning and Zoning ……………………………………………………………………….. 79
Inspections ………………………………………………………………………………….. 81
Visitor Center ………………………………………………………………………………. 83
Planning Commission ………………………………………………………………………. 84
Board of Zoning Appeals …………………………………………………………………... 85
Architectural Review Board ………………………………………………………………... 86
Economic Development ……………………………………………………………………. 87
NON-DEPARTMENTAL
Contributions to Outside Agencies …………………………………………………………. 88
Debt Service ………………………………………………………………………………... 92
Transfers ……………………………………………………………………………………. 93
CAPITAL IMPROVEMENT PROGRAM

Capital Improvement Program Fund ……………………………………………………….. 94
OTHER FUNDS
WATER AND SEWER OPERATING FUND …………………………………………….. 102
WATER AND SEWER CAPITAL FUND ……………………………………………….. 120
MOTOR POOL FUND …………………………………………………………………… 125
INFORMATION TECHNOLOGY FUND ………………………………………………… 127
RELEVANT FINANCIAL POLICIES

Fund Balance Policy ………………………………………………………………………... 129
Water and Sewer Operating Fund Cash Balance Policy ……………….…………………... 132
RESOLUTIONS AND ORDINANCES

Budget Resolutions and Ordinances…………………………………………………………. 134

Fiscal Year 2019 Proposed Budget ii
Note: The following transmittal letter details the FY 2019 Budget as proposed by the Town
Manager on March 31, prior to Town Council’s review and recommended revisions over the
course of several budget work sessions. All of the other parts of this document have been
updated to incorporate Council’s changes prior to adoption. A summary of the revisions may
be found on Page 19.
MEMORANDUM
TO: Honorable Mayor and Town Council
FROM: Brannon Godfrey, Town Manager
DATE: March 30, 2018
SUBJECT: FY19 Budget Transmittal
The mission of the Town of Warrenton is “to provide public safety, economic
opportunity, and quality public services in an attractive, well-planned community with historic
character for the benefit, enjoyment and accessibility of all.” While this mission remains
constant, each year the budget adapts to shifting priorities that arise from new opportunities and
challenges.
This year those priorities for the Town’s General Fund include providing an incremental
measure of tax relief to businesses while simultaneously addressing increasing infrastructure and
staffing needs to meet service demands. These diametrically opposed budget objectives – one
reduces revenue and two increase expenditures – not only create a challenge to balancing the
budget at hand, but are unsustainable for balancing budgets in future fiscal years.
The proposed FY19 General Fund Budget ($15,729,538) represents a total increase of
$900,474 or 6.1% over the adopted FY18 Budget, and $594,977 and 3.9% over the amended
FY18 Budget. This includes an expenditure transfer of $2,129,944 to the Capital Projects Fund
for a capital program. This transfer is 18% larger than FY18. Excluding this transfer for capital

Fiscal Year 2019 Adopted Budget 1
expenditures, the proposed General Fund operating budget ($13,599,594) increases by $390,142
or 3.0% over FY18 amended and is balanced with current operating revenues. There are no
reserves needed to fund governmental operations in FY19. The proposed General Fund
operating budget also does not require an increase in property tax rates.
During last year’s budget process, Council looked closely at options to reduce the
Business, Professional and Occupational License (BPOL) tax on businesses. This year’s budget
implements the first of several incremental reductions to BPOL and business personal property
tax rates, which translates to relatively flat (1%) growth to revenue that has annually grown 5%
over the last decade. Thus, balancing increasing expenditures in this revenue environment
presented the biggest challenge.
Because of the size of the FY19 General Fund Capital Budget, there is an adopted use of
surplus for all of these projects except those funded with proffers, grants and other outside
sources. In 2016, Town Council adopted a Fund Balance Policy which establishes a minimum
reserve balance of 50% of the budget and defines “surplus.” The proposed one-time capital
expenditures in the Capital Budget meet the criteria for use of surplus; this also means the
operating revenue – that is current tax revenues or debt – will not be needed for these
improvements. The projected June 30, 2018 unassigned General Fund balance is $2,267,134
($2,600,134 if the contributed capital for the Library is returned), which is sufficient to fund the
recommended $2,129,944 transfer to the Capital Projects Fund for FY19 projects.
Unlike the General Fund, the Water & Sewer enterprise fund operates exclusively on the
revenue from use charges. The proposed FY19 Water & Sewer Operating Fund Budget
($5,769,706) increases by $207,567 or 3.7% and is balanced with an overall rate increase of 3%
on water & sewer use charges. The FY19 Water & Sewer Capital Budget ($12,451,412)
continues an intensive program begun last year to increase system capacity and replace aging
infrastructure with a balance of operating revenues, cash reserves and proceeds from debt.
General Fund
Revenues
The overall increase in General Fund Revenue for FY19 is due to modest growth in the
revenue base plus a recommended increase in cigarette tax and WARF user fees. Total revenue
(less transfers) $13,602,215 increases by $480,982 or 3.7% over the amended FY18 budget.
Real Estate Taxes: There are no property tax rate increases in the proposed FY19
Budget. The 2017 real estate reassessment resulted in an increase of total valuation in the Town
of 9%. At the current rate of 5¢/$100, the new assessed values would generate almost $80,000 in
new revenue. The proposed revenue is estimated somewhat more conservatively, assuming that
appeals will reduce the levy increase to 6%, which translates to a $47,100 in additional real
estate tax revenue at the same 5¢ rate.

As taxpayers, we pay for most of the cost of General Fund operations when we spend our
personal income in Town businesses. Unlike cities and counties that collect most of their
General Fund revenue from real estate taxes, the Town taxpayers pay very little for their
government services with real estate taxes. Prior to FY17, less than 2% of annual General Fund
revenue came from real estate taxes. As a result of the FY17 increase in the Real Estate Tax
Rate to 5¢, the revenue now comprises 5.4% of total General Fund revenue. Together with
Personal Property Tax and Public Service Tax, the entire Property Tax Revenue category still
represents only 8.4% of total revenue. The largest source of General Fund revenue by far
continues to be that generated by the business sector – business licenses, meals, sales and
lodging taxes. These comprise almost half of General Fund Revenue. State aid for street
maintenance and law enforcement makes up the next largest share at 20%.
Business Revenue: The largest amount of General Fund revenue comes

from businesses activity – sales tax, meals tax and BPOL revenue –
justifying economic development as one of Council’s top priorities. I am
projecting 1% growth in FY19 over the FY18 Budget, and a 0.6%
increase over FY17 actual collections. This is based on the combination
of two off-setting factors: a five-year average annual growth rate of 8% in
the base of gross receipts, and a new gross receipts threshold of $150,000
to achieve a $22,437 or 1.2% overall reduction to BPOL revenue. The
objective is to annually reduce BPOL rates over the next five years to achieve a cumulative
revenue reduction of 5%, net of new growth. This new threshold means that a business with
gross receipts under $150,000 will pay only the $30 flat fee to obtain the business license.
As a further effort for business tax relief, I considered lowering the Business Personal
Property tax rate by 5% from $1.00 to $0.95, but did ultimately not recommend it in order to
have sufficient operating revenue. (Fauquier County’s Business Personal Property tax rate is
$2.30). This would have reduced total revenue by $15,000.
The Commonwealth projects FY19 sales tax in Fauquier County to increase by 4.6% over
actual FY17 collections; the Town’s share of that will therefore increase by $33,315 over the
FY17 actual collections. While meals tax revenue grew by 10% last fiscal year, this budget
includes a more conservative increase of 1% or $28,218 over actual FY17 collections.
The only tax rate increase included in this budget is in the cigarette tax, which is
proposed to go up from 15¢ to 20¢ per pack. While this is a 33% rate increase, I am projecting a
revenue increase of only $20,000 or 12.5% because of the declining customer base.
WARF Revenue: This budget proposes to increase fees for use of the WARF by an additional
5%, the third rate increase in as many years. The revenue collections for the current year reflect
this increase, and we are on pace to meet the revenue forecast. This was an initial step toward
the charge increases in the 2012 LERN Network analysis, but still far from the recommended
rates. This budget includes a second 5% rate increase, and the adopted revenue of $1,360,262
reflects the increase.

Transfer to Capital Projects: The proposed budget recommends an appropriation of $2,077,323
from unassigned fund balance for the capital projects in the first year of the CIP. Because we are
not financing any of the governmental capital projects with debt, they are all funded from
General Fund operating revenues, VDOT Revenue Sharing funds, reserved proffers, and surplus.
After reserving the 50% policy requirement and accounting for restricted funds, there is currently
$2,267,134 in Unassigned General Fund balance available for capital projects, according to the
Fund Balance Policy.
Expenditures
General Fund operating expenditures (less transfers) are proposed to increase by 3.0% or
$390,142 over the amended FY18 Budget. The governmental functions of public safety, public
works, recreation, community development and administration comprise 82% of all General
Fund expenditures. Most of the operating increase is attributable to new or upgraded staff
positions and the increased cost of health insurance.
Personnel: Our largest expenditure category is personnel – the proposed 116 full-time and 200
part-time and seasonal employees who carry out the mission and services of the Town. In 2015,
Council approved comprehensive increases to pay based on a comparative compensation study.
This budget proposes to sustain competitive pay by continuing merit-based pay increases.
Employees are evaluated annually and are eligible for a 0 – 5% pay increase based on their
performance rating. An average 3% increase is included in the salary line items of each
department to account for performance increases.
Earlier this year, we received a renewal proposal from Anthem –

The Local Choice, our health insurance provider that included a 25%
rate increase. While our increases have been relatively modest in the
past, this year’s renewal was based on the medical loss experience of the
immediate past year. On the advice of our consultant, we solicited
competitive proposals. We will review those results with our consultant
during the first week of April. Factoring the buy-out provision of our
current Anthem contract, the proposed rates from competitors may not justify changing plan
providers. For planning purposes, this budget includes the cost to stay with Anthem – The Local
Choice and modifying the plans we offer to two options with higher deductibles. Employees will
now have a choice of a $1,000 deductible plan or a High-Deductible ($2,800) plan. These
options replace the two previous choices of $500 or $1,000 deductible plans. The budget impact
will reduce the increased cost to the Town from $250,000 to $125,000; but much of this will be
borne by employees. Having employees bear a greater share of the premium increases their
accountability for cost, but also means that for those who earn a performance-based pay increase
this year, much of it will be consumed by premium expenses.

The Town Council directed the engagement of a consultant to perform an organizational
assessment in early 2018. The recommendations of the study include the following priorities for
additional staff:
 A full-time Human Resource Manager ($60,000 plus benefits of $27,630) to the Finance
Department to administer recruitment, benefits, and personnel policies that are currently
being performed by the Director of Finance and Human Resources.
 A full-time Planner (salary of $44,641 and benefits of $24,505) in the Planning &
Community Development Department to focus on historic preservation and staff support
to the Architectural Review Board. The full caseload of administrative COA approvals,
historic preservation planning and policy review, and managing the monthly agenda of
the ARB is currently split between the three professional Planners and Director, diluting
their attention to current planning, long-range planning and zoning administration.
 Upgrade the part-time Permit Technician to a full-time Customer Service Representative
in the Planning & Community Development Department (increase of $10,680 in salary
and $19,933 in benefits). This position reflects the ability to be the first source of
information for more than inspections and permits, but to be able to respond to inquiries
about all Community Development functions, as well as serve as an administrative
assistant to the Director.
 Add a Storm Water Manager position (salary of $60,000 plus $27,630) in the Planning &
Community Development Department. This licensed, Professional Engineer will be
responsible for plan review, MS4 monitoring and TMDL Plan implementation, as well as
supervision of the MS4 Coordinator.
In order to balance the General Fund budget, the funding for these upgraded or new
positions will be phased in during FY19 with projected January 1 hire dates. The only exception
is the HR Manager, which is funded to begin on October 1 in order to have the person in place to
administer the recruitment effort of the other new positions. Department heads requested several
other upgraded or new positions which, though well-justified, are not included in the FY19
Budget:
 Upgrade the part-time WARF Membership Coordinator to full-time ($39,045)

 Community Development Office Assistant ($53,935)
 Transportation Planner ($69,147)
 Fire Inspections Officer ($71,835)
 Project Manager ($90,000)

Contribution to WVFC – The Fire Department requested an increase of $50,000 in the Town’s
annual contribution to $200,000. WVFC uses this funding for capital expenditures, and so it is
now shown as a General Fund expenditure in the Transfer to Capital line. It is recommended to
remain at the FY18 contribution level of $150,000. WVFC also requested new capital funding
this year for a $610,000 pumper apparatus. I am recommending the pumper apparatus be shown
in the FY19 Capital Budget, and that the Town contribute $50,000 from General Fund reserves.
The WVFC may apply the annual $150,000 contribution toward this apparatus, and will need to
raise the balance from other sources. The Fire Department operating budget includes an
additional $40,000 in FY19 for overtime expenses.
Contributions to Outside Agencies – The Town annually funds requests from community
services, arts and cultural organizations. Some of the organizations submitted increased requests
for FY19; the proposed budget includes level-funding of FY18 contributions, with several
exceptions.
 Several organizations receiving funding in FY18 did not submit funding requests for
FY19, including: Rappahannock-Rapidan Medical Reserves, Leadership Fauquier,
Heritage Day, and the Warrenton Caboose.
 Experience Old Town Warrenton (EOTW) is the newly reaccredited Main Street
Program. It requested an increase from $20,000 in FY18 to $40,000 in FY19. I am
recommending full funding of the request for this entity’s renewed focus on activities that
induce investment in the Old Town business district.
 The Town provides public transit services to its citizens through Virginia Regional
Transit’s “Circuit Rider.” In order to improve on-time service, increase the frequency of
stops, and add Lord Fairfax Community College to the route, the single Circuit Rider
route are adopted to be split into two routes with extended hours in FY19. This increases
their request from $41,942 in FY18 to $110,665 in FY19. Of this $68,723 increase, the
PATH Foundation has committed to funding 2/3 for the next three years. Therefore the
net budget increase to the Town for a doubled, more efficient transit system is $22,741.
 The Summer Concert Series will be presented by Allegro Community School for the Arts
in FY18 as result of the Bluemont terminating its programs. While this does not change
the proposed budget or Virginia Commission for the Arts grant funding from prior years,
it is a notable change in the organization responsible for delivering the program.
Debt Service – FY19 ($734,530) will increase by $100,932 over FY18 ($636,590), due to the
addition of two police vehicle financings. The total includes the 2012-refinanced WARF debt
($627,936), plus the first full year on FY18 police vehicle financing and the first payment on the
adopted FY19 police vehicle financing.

Capital Improvements: The proposed budget includes a transfer of
$2,129,944 from the General Fund to the CIP Fund for capital projects.
This is an ambitious capital program year for the General Fund,

which is consistent with Council’s priority to invest in infrastructure. It is
funded primarily from unassigned fund balance, use of proffers,
equipment financing and VDOT TAP grant funds. The total FY19 Capital
Budget is $2,943,162. The projects are detailed in the CIP, including these
categories:
 $274,802 for sidewalk and street improvements

 $766,252 in replacement vehicles and heavy equipment
 $610,000 for a replacement fire pumper
 $361,300 for building systems, including the conversion of the Police Station to solar
 $275,201 for new P25 compliant mobile and portable radios
 $591,409 in park and trail facilities
Water & Sewer Operating Fund
Total Water & Sewer Operating Fund Budget totals $5,769,706, which is an increase of
3.7% or $207,567 over FY18.
Revenues
Since adopting a schedule of

annual, incremental rate increases in
FY17, there is no longer a need to budget
the use of reserves for operating costs.
Operating revenues cover current
operations as well as provide an ongoing
portion of capital projects funding. In
FY19, $446,388 of operating revenue will
be transferred to the Water & Sewer
Capital Fund for capital projects. The
FY19 Budget includes a 3% rate increase
as recommended by the 2015 Water &
Sewer Rate Study to ensure that this trend
continues. Based on the recommend rate
increase, the monthly bill for an average residential user of 5,000 gallons/month will increase by
$1.36 (a 3% increase). For the minimum residential consumer (up to 2,000gallons/month), the
monthly bill will increase by 52¢, or 3%.
Water and sewer consumption charges total $5,508,806 and account for 96% of all FY19
Operating Fund revenue. The remainder of operating revenue is collected in permit charges,
installation fees and miscellaneous revenue.

Expenses
There are six categories of water and sewer operating expenses: meter reading, water
treatment, water and wastewater distribution and collection lines, wastewater treatment, debt
service and administration. Together with the transfer to the Water & Sewer Capital Fund, these
operating expenses total $5,769,706, which is a 3.7% increase over FY18 operating expenses.
There is only one staffing change recommended in the Water& Sewer Operating Fund, which is
the replacement of two part-time WWTP Operator positions with a single full-time Operator.
Water & Sewer Operating Budget %

Division FY18 FY19 Increase
Meter Reading - Responsible for reading
and maintaining meters $263,975 $261,988 (0.7%)
Water Treatment (Source of Supply) -

Operation and maintenance of the Town's
municipal water supply assets (Treatment
Plant, Wells, Reservoir) and the provision
of safe drinking water $1,054,858 $1,142,311 8.3%
Transmission & Distribution -

Operation, maintenance and construction
of 86 miles of water lines and 69 miles of
sewer lines $661,972 $694,608 5.0%
Wastewater Treatment Plant -

Operation and maintenance of 2.5MGD
plant and processing of all wastewater to
DEQ standards $1,780,063 $1,825,866 2.60%
Administration - Management of utility
systems operations $848,784 $879,028 3.6%
Debt Service - Principle and interest
payments on 2016 & 2018 borrowings for
capital projects funding $128,310 $519,516 405%
Water & Sewer Capital Fund
The largest increase in all of the proposed FY19 Budget is in the Water & Sewer Capital
Fund, which totals $12,451,412. The increase is due to the accounting for the execution and
commencement of construction contracts on the Water Treatment Plant ($1,922,052) and
Wastewater Treatment Plant ($9,450,000) upgrades in the late summer of 2018.

Revenue
Capital Fund Revenue for FY19 comes primarily from three sources: Connection Fees
($843,000), debt proceeds ($9,450,000) and transfer from the Water & Sewer Operating Fund
($446,388).
Capital Improvements
Water and Sewer Capital Improvements in FY19 are accounted for in a separate Capital
Fund. This accounting keeps the revenue from availability fees and bond proceeds separate from
operating revenue. The capital program will be financed, as noted above, from the proceeds of
the June 2016 & 2018 borrowings and from the Capital Fund’s cash reserves.
The goal of the adopted Capital Budget is to optimize system capacity with three major
projects: construction of a new chemical feed building and equipment at the Water Treatment
Plant, I&I abatement to regain wastewater treatment capacity, and replacement of the rotating
biological contactors (RBC) equipment with more efficient Moving Bed Biological Reactor
(MMBR) equipment at the Wastewater Treatment Plant.
The following is the complete list of FY19 capital projects and equipment totaling
$12,451,412, which are funded with a combination of cash and debt proceeds:
 $1,922,052 Water Treatment Plant Upgrade – new chemical building

 $600,000 Inflow & Infiltration abatement
 $9,450,000 WWTP Upgrades – RBC Replacement
 $45,000 Rady Park Pump Station
 $85,000 Water Storage Tank Mixing and Aeration
 $145,200 Blackwell Road Water Line Extension (Warrenton Lakes loop)
 $35,000 Vibratory Roller Replacement
 $32,000 Truck Replacement – Utilities Technician
 $40,000 Truck Replacement – WTP
 $25,000 Truck Water Filling Station
 $47,160 Water Reuse Network to WARF
 $25,000 Broadview Avenue Hydrants (planning & engineering)

Motor Pool Fund
This is an Internal Service Fund for which costs of all departmental vehicle maintenance
is allocated to the General Fund and Water & Sewer Operating Fund. The FY19 Revenue from
these allocations totals $519,846, which is an increase of 9.8% over FY18. Maintenance
contracts and replacement of equipment including a lift, tire changer and dryer comprise the
majority of the expenditure increase.
Information Technology Fund
This is also an Internal Service Fund for which costs of all departmental computer
hardware and software maintenance and purchases is allocated to the General Fund and Water &
Sewer Operating Fund. The FY19 Revenue from these allocations totals $400,711, which is an
increase of $32,741 or 8.9% over FY18. The cost of contract IT support will increase from
$48,000 in FY18 to $49,560, but remains less than half the annual cost prior to 2017. Most of
the increase in the fund is in anticipated personnel cost to attract a certified IT Manager and
software license updates and renewal.
The IT Fund includes several important projects to meet the changing needs as referenced
in the draft Information Technology Strategic Plan. These include:
 Virtualized Exchange Server ($29,307) – This project will include a new virtual
Exchange Server into the VMware platform that exists on the host server.
 Town Hall VoIP System ($30,410) – The phone system at the WARF was replaced with
a Voice over Internet Protocol system in 2017. This project will convert the Town’s 20+
year old analog system with a VoIP system, including additional lines, that will reduce
maintenance cost and provide a more resilient disaster recovery plan.
 Managed Network Security Plan ($10,500) – The implementation of a Town-wide
network security plan revise existing security policies and create new ones to ensure the
integrity and recovery of data. The benefits of a comprehensive security plan are reduced
exposure to intrusions, improved system integrity, creation of a Town-wide security
awareness training program for employees, and enforcement of IT policies.
 Mobile Device Management ($8,000) – This product will facilitate the IT Manager in
maintaining Town-issued smart phones and other mobile devices.
 Secure Email ($10,000) – This replace the outdated devices and allow the Town to
consolidate spam filtering and secure email in one appliance, thus reducing annual
support costs.
There are also hardware and software upgrades for the mobile data terminal (MDT) system that
are funded in the capital outlay line items in the Police Department Budget, as well as a
surveillance system enhancement at the WARF that is in the capital outlay line of the Aquatic
Center budget division. These IT projects are not in the IT Fund, and are therefore not allocated
across all departments.

SUMMARY
The Budget is intended to be a policy document, financial plan and operations guide for
the upcoming fiscal year. It provides the resources for the Town to accomplish its mission while
adhering to a strong tradition of conservative fiscal management.
The recommended budget is the product of many hours of planning by our Management
Team, including Planning & Community Development Director Brandie Schaeffer, Parks &
Recreation Director Margaret Rice, Economic Development Manager Tom Wisemiller, Police
Chief Lou Battle, Fire Chief Jason Golden and Public Works & Utilities Director Bo Tucker. I
am especially thankful for the effort and expertise of Stephanie Miller, Director of Finance and
Personnel, and all of her Finance Team, without whom this document or its implementation
throughout the year would not be possible.
This is the Town Manager’s recommended FY19 Budget – there is still work to be done
before it is truly a policy document adopted by Town Council. The Town staff and I look
forward to working with you in the coming weeks to shape it into its final form.

COMBINED BUDGET SUMMARY
The following provides a summary of the Adopted Budget for Fiscal Year 2018-2019 across all
appropriated funds compared to the Adopted Budget for Fiscal Year 2017-2018. Greater detail
is provided for the General Fund, followed by summary totals for the other funds. Transfers
between funds are deducted in order to show the total estimated revenues and appropriations.
Revenues and Sources of Funds are shown on this page and Expenditures and Uses of Funds are
shown on the next page. The total increase compared to the current year adopted budget is
$9,828,960 or 40.2%. The bulk of this increase is due to an expanded capital program for the
Water and Sewer Fund, which is financed by debt issued in March 2018. The General Fund
increase is $840,474, or 5.7%.
TOTAL ESTIMATED REVENUE – ALL FUNDS

FY 2018 FY 2019 Increase / (Decrease)
Revenue / Sources Adopted Adopted ($) (%)
General Fund
General Property Taxes $ 1,279,339 $ 1,319,650 $ 40,311 3.2
Other Local Taxes 6,882,677 7,080,571 197,894 2.9
Permits & Fees 191,100 180,000 (11,100) -5.8
Fines & Forfeitures 210,000 170,000 (40,000) -19.0
Use of Money/Property 58,500 136,700 78,200 133.7
Charges for Services 1,344,872 1,360,262 15,390 1.1
Miscellaneous Revenue 188,400 252,515 64,115 34.0
State Revenue 2,932,302 3,010,764 78,462 2.7
Federal Revenue 4,500 4,500 - 0.0
Transfers/Proffers 12,000 50,000 38,000 316.7
Use of Fund Balance 1,725,374 2,104,576 379,202 22.0
General Fund Total $ 14,829,064 $ 15,669,538 $ 840,474 5.7
Other Funds
Capital Projects $ 1,876,285 $ 2,883,162 $ 1,006,877 53.7
Water & Sewer Operating 5,562,138 5,769,706 207,568 3.7
Water & Sewer Capital 4,790,000 12,451,412 7,661,412 159.9
Motor Pool 473,307 519,846 46,539 9.8
Information Technology 367,970 400,711 32,742 8.9
Total All Funds $ 27,898,764 $ 37,694,375 $ 9,795,611 35.1
Less Transfers (3,470,238) (3,436,889) 33,349 1.0
Total Estimated Revenues $ 24,428,526 $ 34,257,486 $ 9,828,960 40.2

TOTAL APPROPRIATIONS – ALL FUNDS
FY 2018 FY 2019 Increase / (Decrease)
Expenditures / Uses Adopted Adopted ($) (%)
General Fund
General Government $ 1,226,253 $ 1,283,860 $ 57,607 4.7
Public Safety 3,692,447 3,656,163 (36,284) -1.0
Public Works 3,558,619 3,865,228 306,609 8.6
Parks & Recreation 2,189,015 2,267,145 78,130 3.6
Community Development 1,538,455 1,546,053 7,598 0.5
Contributions 185,892 246,615 60,723 32.7
Debt Service 633,598 734,530 100,932 15.9
Transfers 1,804,785 2,069,944 265,159 14.7
General Fund Total $ 14,829,064 15,669,538 840,474 5.7
Other Funds
Capital Projects $ 1,876,285 $ 2,883,162 $ 1,006,877 53.7
Water & Sewer Operating 5,562,138 5,769,706 207,568 3.7
Water & Sewer Capital 4,790,000 12,451,412 7,661,412 159.9
Motor Pool 473,307 519,846 46,539 9.8
Information Technology 367,970 400,711 32,742 8.9
Total All Funds $ 27,898,764 $ 37,694,375 $ 9,795,611 35.1
Less Transfers (3,470,238) (3,436,889) 33,349 1.0
Total Appropriations $ 24,428,526 $ 34,257,486 $ 9,828,960 40.2

FULL-TIME EQUIVALENTS
The following new positions are included in the FY 2019 Adopted Budget.
New Full-time Positions:
Position Department(s)
Human Resources Manager Finance and Human Resources
Stormwater Manager, P.E. Community Development
Customer Service Representative * Community Development
Historic Preservation Planner Community Development
Operator B ** Wastewater Treatment Plant
*Position is an upgrade from part-time to full-time

** Position is an upgrade of two part-time positions to one full-time position
New Part-time Positions:
Position Department(s)
Property and Evidence Officer Police Department
The staffing summary on the following page shows full-time equivalent staffing by department.
Part-time employees are listed as 0.5 FTE regardless of how many hours they actually work in a
given week. Part-time employees may not exceed 29 hours per week.

FY 2018 New Positions FY 2019
Department Adopted Positions Eliminated Adopted
General Government
Legislative 0.5 0.5
Executive 2.0 2.0
Finance and Human Resources 8.5 1.00 9.5
Subtotal, General Government 11.0 12.0
Public Safety
Police Department 31.0 0.5 31.5
Fire Department 2.0 2.0
Subtotal, Public Safety 33.0 33.5
Public Works
Administration 4.0 4.0
Streets 17.5 17.5
Sanitation 6.0 6.0
General Properties 1.0 1.0
Parking 0.5 0.5
Cemetery 2.0 2.0
Subtotal, Public Works 31.5 31.5
Parks and Recreation

Aquatic Center 50.5 50.5
Parks 2.0 2.0
Subtotal, Parks and Recreation 55.5 55.5
Community Development
Planning and Zoning 5.5 3.0 -.05 8.0
Inspections 3.0 3.0
Visitor Center 1.5 1.5
Economic Development 1.0 1.0
Subtotal, Community Development 11.0 14.0
Public Utilities
Meter Department 2.0 2.0
Water Treatment Plant 6.0 6.0
Transmission and Distribution 7.0 7.0
Wastewater Treatment Plant 9.0 1.0 -1.0 9.0
Subtotal, Public Utilities 28.0 28.0
Internal Service Funds

Motor Pool 3.0 3.0
Information Technology 1.0 1.0
Subtotal, Internal Service Funds 4.0 4.0
Total Full-time Equivalents 174.5 5.5 -1.5 178.5

BUDGET PROCESS
Fiscal Year 2019 Budget Calendar

DATE ITEM
Package of budgetary instructions delivered to Town Departments and
OCTOBER 2017
Outside Agencies
DECEMBER 31, 2017 Funding requests submitted to Finance Department
Draft budget compiled by Finance and submitted to the Town

JANUARY 2018
Manager
Town Manager’s review of draft budgets, studies and reports and
FEBRUARY - MARCH 2018
preparation of the Town Manager’s Adopted Budget
Planning Commission Work Session Public Hearing to review the
FEBRUARY 28, 2018 Draft 2019-2024 Capital Improvement Plan for consistency with the
Comprehensive Plan
Planning Commission Public Hearing – Draft 2019-2024 Capital
MARCH 21, 2018
Improvement Plan
MARCH 30, 2018 Delivery of the Town Manager’s Proposed Budget to Council
Work Sessions and Special Meetings held to review the Proposed

APRIL – MAY 2018
Budget
MAY 8, 2018 Public Hearing on FY 2019 Proposed Budget
JUNE 12, 2018 Adoption of the FY 2019 Budget
JULY 1, 2018 Beginning of Fiscal Year 2019
Basis of Accounting and Budgeting
According to the Code of Virginia, the Town is required to have a balanced budget and undergo
an annual financial audit by an independent certified public accountant. A balanced budget is
one in which all adopted expenditures and other financial uses are fully funded by projected
revenues and other financing sources.
The Commonwealth of Virginia requires that the town budget be based on fund accounting,
which is a system of accounting that matches the sources of revenue (such as taxes or service
fees) with the uses (program costs) of that revenue. Therefore, the town budgets and accounts
for its revenues and expenditures in various funds. The fund structure and use section provides
further detail on this topic.

Accounting Basis
Each fund is considered a separate accounting entity, with operations accounted for in a separate
set of self-balancing accounts, which comprise assets, liabilities, fund equity, revenues and
expenditures, or expenses as appropriate.
Governmental funds, which include the general fund, Capital Improvement Program Funds,
special revenue funds and permanent funds, are accounted for on the modified accrual basis of
accounting. Revenue is considered available and recorded if it is collectible within the current
period or within 45 days thereafter to be used to pay liabilities of the current period.
Expenditures are generally recorded when the related fund liability is incurred or expended.
The basis of accounting and the basis of budgeting is the same for governmental funds.
Proprietary and fiduciary funds use the accrual basis of accounting. Revenue is recognized when
earned and expenses are recognized when incurred. In addition, capital purchases are budgeted
while depreciation expenses are not budgeted.
As promulgated by the Government Accounting Standards Board in Statement No. 34, the
town’s basic financial statements include separate fund-based presentations and two basic
government-wide financial statements. These two government-wide statements are the statement
of net assets and the statement of activities.
Budgetary Basis
Annual budgets spanning the fiscal year (July 1 – June 30) are prepared on a basis consistent
with generally accepted accounting principles. For proprietary funds, depreciation expenses are
not budgeted, but are recorded and reported for financial purposes. The Town Council adopts
an annual appropriations resolution that establishes the funding level for each fund. The legal
level of budgetary control is at the fund level. The Town Manager is delegated the authority to
approve transfers between departments and agencies as long as aggregated appropriations or
estimated revenues are not altered at the fund level. Changes to appropriations at the fund level
must be approved by the Town Council. All appropriations lapse at the end of the fiscal year.
Unfinished projects are subject to review and re-appropriation by the Town Council.

MISSION STATEMENT, ACTION AND VALUE
STATEMENT
On August 9, 2016, the Town Council adopted the following Mission Statement and Action and
Value Statement to serve as a guide for operations of the Town and the allocation of resources.
Mission Statement
In cooperation with and for Our Citizens, the Mayor, Town Council and the Staff of
Warrenton are dedicated to providing public safety, economic opportunity, and quality
public services in an attractive, well-planned community with historic character for the
benefit, enjoyment and accessibility of all.
Action and Value Statement
To achieve our Mission, we strive to provide high level services in a cost-effective

manner; display honesty, respectfulness, and fairness in all relationships; support the
health and economic well-being of our citizens and businesses; preserve our historic
small-town character; encourage opportunities, services and infrastructure that allow
people of all means to live, work and visit here; and address public concerns and
opportunities promptly and effectively.
We recognize our Mission can be achieved only by the exchange of information and
that through team work we can maintain an environment in which we can maximize
our potential.

SUMMARY OF DIFFERENCES BETWEEN
THE PROPOSED BUDGET AND THE ADOPTED
BUDGET
Work sessions were conducted by the Town Council during April and May 2018 to discuss the
proposed budget. As a result of those work sessions, several changes were made to the budget
prior to adoption. The changes made to the budget are as follows:
General Fund / General Capital Projects:
 Reduction in two Business, Professional and Occupational License rates – The Council
decided to reduce the tax rates for two categories by 10% each. Those categories are the
Business and Personal Services category (was $0.0187 per $100 gross receipts; now
$0.01683 per $100) and the Professional Services category (was $0.2975 per $100 gross
receipts; now $0.2683 per $100 gross receipts). The net impact of this tax reduction is
calculated to be $87,253.
 The following changes to General Fund Capital Projects were requested by the Town
Council during the budget work sessions:
o Shift the funding for Splashpad engineering to FY 2020, a reduction of $50,000.
o Spread Park Trash Can replacement over two fiscal years, a reduction of $10,000.
The net result of the changes made to the General Fund budget during the budget work sessions
is a decrease of $60,000. The use of General Fund fund balance in the proposed budget was
$2,077,323. As a result of the changes summarized above, the use of fund balance is now
$2,104,576, an increase of $27,253.
Water and Sewer Operating / Water and Sewer Capital:
 No changes made.

COMMUNITY
Background
The Town of Warrenton is located in the north central Piedmont region of Virginia,
approximately 45 miles southwest of Washington, D.C. The Town encompasses 4.5 square
miles and is the county seat for Fauquier County. The estimate from the U.S. Census Bureau for
Warrenton’s population for the year 2013 was 9,862 residents.
History
Warrenton had its origin at the junction of the Falmouth-Winchester and Alexandria-Culpeper
roads, where a trading post known as the Red Store was established. At the time of the
Revolution a settlement had begun, and by 1790 the first courthouse was built, a jail was erected
and an academy named for General Joseph Warren, a Revolutionary War hero, was founded.
Richard Henry Lee donated 71 acres of land for the county seat, which was incorporated as the
Town of Warrenton in 1810.
By the 1850's a railroad reached the town, which boasted several churches, thriving mercantile
establishments, a weekly newspaper, and one or two schools, however, for well over a century
the town grew slowly, being chiefly the trading center for a rural area and a place of residence
for merchants, county officials and professionals. Early on, it achieved a reputation for its
salubrious climate and pleasant social life.
During the Civil War, the town was near the scene of battles and skirmishes during which the
churches and schools were used as hospitals, frequently occupied by Federal troops. Warrenton
was the object of raids by Colonel John S. Mosby, known as the "Gray Ghost," who later made
his home here and practiced law in the California Building across Court Street. A monument to
Mosby stands beside the Old Courthouse. He is buried in the Warrenton cemetery. Duvall
Goldsmith, inventor of the coffee percolator, was a local citizen, as was William "Extra Billy"
Smith, who was twice Governor of Virginia.
There have been seven courthouses in Warrenton, the Fauquier County seat. Since 1795, four
have stood on the same site on Main Street as the existing Old Courthouse built in 1890. Fire
destroyed some of the earlier structures. The present Circuit Courthouse, usually called the
"new" courthouse by local residents, opened in 1974 as a legal-office complex. It is located on
Culpeper Street, adjacent to the Warren Green Hotel. The Warren Green Hotel is used as office
space by Fauquier County Government. The Old Courthouse still houses the General District
Court.
Town Government
The Town of Warrenton is organized under a Council-Manager form of government. The Town
Council is comprised of a Mayor, one member from each of the Town’s five Wards, and two at-
large members. The Mayor does not vote, except in the case of a tie. The Council appoints a
Town Manager, who serves at the pleasure of Council and is charged with managing the day-to-
day operations of the Town. Also appointed are the positions of Town Attorney and the Town
Recorder.
Towns in Virginia have overlapping tax districts with the Counties in which they are located.
Town residents pay property taxes to both the County and the Town. Town residents enjoy the
services provided by Fauquier County and receive additional services from the Town, such as
refuse collection, police protection, street and sidewalk maintenance, planning and zoning and
parks and recreation facilities.

PRINCIPAL OFFICIALS
~ ELECTED OFFICIALS ~
Town Council
Carter Nevill, Mayor

Renard Carlos, At Large
Sean Polster, At Large
Jerry Wood, Ward 1
Alec P. Burnett, Ward 2
Brett A. Hamby, Ward 3
Bob Kravetz, Ward 4
Kevin T. Carter, Ward 5
~ APPOINTED OFFICIALS ~
Town Manager
Brannon Godfrey
Town Attorney
Whitson W. Robinson
Town Recorder
Evelyn Weimer

WARD MAP

ORGANIZATIONAL CHART
Circuit Court
Town Citizens
Board of Zoning Appeals
Planning Commission
Mayor &
Town Council
Architectural Review Board
Town Recorder
Town Attorney Town Manager
Finance,
Purchasing & Economic Information Community Parks &
Human Development Development Recreation
Technology
Resources
Public Public
Works Utilities
Police
Department Fire
Departmental organization charts are provided in each budget section.

FUND STRUCTURE & USES
The Town of Warrenton’s financial system is organized into funds. These funds can be broken
down into two major types: governmental and proprietary funds
GOVERNMENTAL FUNDS
Governmental funds focus on current financial resources and use the modified accrual basis of
accounting. Revenue is recognized when determined to be collectible within the period, and
liabilities are recorded when incurred. The Town of Warrenton has three governmental funds,
described in more detail below.
General Fund
This is the government’s primary operating fund. This fund accounts for all tax revenues and
expenditures such as general government administration, public safety, public works, planning
and community development, and parks and recreation.
Capital Improvement Plan Fund
This fund accounts for capital outlay and capital projects approved as part of the Town’s Capital
Improvement Plan (CIP). The threshold for items included in the current CIP is $10,000. The
CIP process is described in more detail in the program description for the Capital Improvement
Program Fund.
Perpetual Care Fund
This fund accounts for assets restricted for care of the Warrenton Cemetery.
PROPRIETARY FUNDS
There are two types of proprietary funds: enterprise funds and internal service funds. These
funds use the accrual basis of accounting, similar to private sector businesses. Enterprise funds
account for the delivery of goods and services to the public. Internal Service funds account for
the delivery of goods and services from one Town department to others on a cost reimbursement
basis. The Town has two enterprise funds and two internal service funds, described below.
Enterprise Funds
Water & Sewer Operating Fund - accounts for all revenues and expenses related to water
production, distribution and sewage treatment.
Water & Sewer Capital Fund – accounts for all capital outlay and improvements for the water
and sewer utility function.
Internal Service Funds
Motor Pool – accounts for all expenditures for repair and maintenance of Town vehicles and
motorized equipment.
Information Technology – accounts for all expenditures related to information technology needs
of Town departments.
Note: The Capital Improvement Program Fund and the two Internal Service Funds are combined with
the General Fund for purposes of financial reporting in the Comprehensive Annual Financial Report.

GENERAL FUND OVERVIEW

General Fund Overview
The Town’s General Fund serves as the chief operating account for the Town government. All
tax revenues and revenues not required to be reported in another fund are accounted for here.
Functional expenditures accounted for in the General Fund include general government
administration, public safety, public works, parks and recreation, and community development.
FY 2018 FY 2019
Increase /
REVENUE Adopted Adopted (Decrease)
General Property Taxes $ 1,279,339 $ 1,319,650 $ 40,311

Other Local Taxes 6,882,677 7,080,571 197,894
Licenses, Permits & Fees 191,100 180,000 (11,100)
Fines & Forfeitures 210,000 170,000 (40,000)
Revenue from Use of Money/Property 58,500 136,700 78,200
Charges for Services 1,344,872 1,360,262 15,390
Miscellaneous Revenue 188,400 252,515 64,115
Non-Categorical Aid 630,060 630,200 140
Categorical Aid 2,302,242 2,380,564 78,322
Revenue from Federal Government 4,500 4,500 -
Transfers/Proffers 12,000 50,000 38,000
Use of Fund Balance 1,725,374 2,104,576 379,202
Total General Fund Revenue $ 14,829,064 $ 15,669,538 $ 840,474
EXPENDITURES
General Government $ 1,226,253 $ 1,283,860 57,607

Public Safety 3,692,447 3,656,163 (36,284)
Public Works 3,558,619 3,865,228 306,609
Parks and Recreation 2,189,015 2,267,145 78,130
Community Development 1,538,455 1,546,053 7,598
Contributions to outside agencies 185,892 246,615 60,723
Debt Service 633,598 734,530 100,932
Subtotal $ 13,024,279 $ 13,599,594 $ 575,315
Transfer to Capital Improvement
Program Fund 1,804,785 2,069,944 265,159
Total General Fund Expenditures $ 14,829,064 $ 15,669,538 $ 840,474

General Fund Revenue
The FY 2019 Adopted General Fund Budget includes $13,514,962 in current year revenue, an
increase of $423,272, or 3.2%, over the FY 2018 Adopted Budget. The largest increase is in
Other Local Taxes, which is projected to be $197,894 greater than in FY 2018. Other Local
Taxes represents the largest source of revenue for the General Fund at 45.2%. This category
includes Meals Tax, Sales Tax, Business, Professional and Occupational License (BPOL) Tax,
Lodging Tax, Cigarette Tax, Bank Franchise Tax, Vehicle License Tax and Consumer Utility
Tax. Additionally, the adopted budget includes the use of $2,104,576 of fund balance. This is
an increase of $379,202, or 22.0%, greater than the prior year adopted budget. It is important to
note that fund balance is used exclusively to fund capital projects. The adopted budget also
utilizes $50,000 in transfers and proffers to fund capital improvements. Total Revenue of
$15,669,538 for the General Fund represents an increase of $840,474, or 5.7%, compared to the
FY 2018 Adopted Budget. The following chart shows the percentage of General Fund Revenue
by source.
FY 2019 General Fund Revenue by

Source $15,669,538
Charges for Services
8.68%
Other Local Taxes

45.19% Other Local Revenue
5.04%
State Revenue
19.21%
Federal Revenue
0.03%
General Property
Taxes Use of Fund Balance
8.42% 13.43%

General Fund Expenditures
The following chart illustrates general fund expenditures by category.
General Fund Expenditures by Category

Operating
24%
Contributions
2%
Capital
4%
Debt Service
5%
Personnel
52% Transfers
13%
The chart below provides an overview of general fund expenditures by functional area. In the
budget detail for the general fund that follows, departmental expenditures are grouped by
functional area (general government, public safety, public works, community development,
contributions, transfers, and debt service). A leading page summarizing the function is followed
by detail for the departments within that function.
General Fund Expenditures by Function
Public Works
25% Parks & Recreation
14%
Community
Development
10%
Contributions
2%
Public Safety Debt Service

23% 5%
Transfers
General 13%
Government
8%

GENERAL FUND REVENUE
The following table provides a multi-year comparison of General Fund Revenues by Source.
FY 2016 FY 2017 FY 2018 FY 2019

Description Actual Actual Adopted Adopted Change
Local Revenue
General Property Taxes $677,082 $1,248,466 $1,279,339 $1,319,650 $40,311
Other Local Taxes 6,513,880 6,931,463 6,882,677 7,080,571 197,894
Permits & Other Licenses 177,739 166,563 191,100 180,000 (11,100)
Fines & Forfeitures 128,499 125,169 210,000 170,000 (40,000)
Use of Money & Property 44,612 92,279 58,500 136,700 78,200
Charges for Services 1,137,893 1,187,056 1,344,872 1,360,262 15,390
Miscellaneous 203,224 318,717 188,400 252,515 64,115
Total Local Revenue $8,882,929 $10,069,713 $10,154,888 $10,499,698 $344,810
State Revenue $2,945,540 $2,985,776 $2,932,302 $3,010,764 $78,462
Federal Revenue 91,214 393,976 4,500 4,500 0
Total State & Federal
$3,036,754 $3,379,752 $2,936,802 $3,015,264 $78,462
Revenue
Subtotal - Current
Revenue $11,919,683 $13,449,465 $13,091,690 $13,514,962 $423,272
Transfers $0 $0 $7,000 $0 $(7,000)

Use of Proffers 0 0 5,000 50,000 45,000
Use of Fund Balance 212,803 0 1,725,374 2,104,576 379,202
Total General Fund

$12,132,486 $13,449,465 $14,829,064 $15,669,538 $840,474
Revenue
General Property Taxes

General property taxes are estimated to be $1,319,650 and account for 8.42% of general fund
revenue in FY 2019. The County Commissioner of the Revenue serves as the assessor for
parcels located in the Town.
Town real estate taxes are billed in two installments each year – the first half is due June 15 and
the second half is due December 15. The County conducts a general real estate reassessment
every four years. The values for the most recent reassessment were effective January 1, 2018.
While the overall increase in assessed value of property in the Town was 9.12%, there is an
anticipated reduction of roughly 3% pending final outcome of the appeals process.

In projecting personal property tax revenues, the Town adds prior years’ total assessments and
factors in current year estimates based upon historical trends. Since tax year 2007, the Town has
received a fixed lump sum payment from the Commonwealth of $718,492 in accordance with the
Personal Property Tax Relief Act. This enables the Town to continue to provide 100% personal
property tax relief to the owners of qualified vehicles.
Fiscal Year 2019 Adopted Property Tax Rates
Tax Rate Assessment

Property Category
(per $100 assessed valuation) Ratio
Real Estate $0.05 100%
Mobile Homes $0.00 100%
Tangible Personal Property – General $1.00 100%
Tangible Personal Property – Handicapped $0.00 100%
Motor Homes, Campers and Boats $0.00 100%
Machinery and Tools $1.00 100%
Business Personal Property & Computers $1.00 100%
Other Local Taxes

This category represents the largest source of revenue for the General Fund. It is comprised of
nine different local taxes, shown in the chart below and described in detail in the subsequent
paragraphs.
FY 2016 FY 2017 FY 2018 FY 2019

Local Sales Taxes $673,700 $732,197 $724,200 $765,512 $41,312
Consumer Utility Taxes 512,780 503,000 517,400 512,000 (5,400)
BPOL 1,851,068 1,918,233 1,910,800 1,842,859 (67,941)
Utility Consumption Taxes 72,939 69,787 76,700 75,200 (1,500)
Motor Vehicle Licenses 95,652 4,479 166,667 190,000 23,333
Bank Franchise Taxes 521,997 690,566 520,000 620,000 100,000
Meals Taxes 2,383,066 2,621,782 2,568,410 2,650,000 81,590
Cigarette Taxes 164,260 158,789 160,000 180,000 20,000
Transient Occupancy Taxes 238,418 232,630 238,500 245,000 6,500
Total Other Local Taxes $6,513,880 $6,931,463 $6,882,677 $7,080,571 $197,894
Local Sales Taxes - The Town of Warrenton and Fauquier County levy a 1% local sales tax as
allowed by State law. This revenue item is collected by the Commonwealth in conjunction with
the State sales and use tax, and is returned to the County for distribution. Fauquier County
receives 50% of local sales tax collections with the remaining 50% split between the County and
Incorporated Towns based on the number of school aged children in each locality. Revenue
estimates are based on prior year’s receipts and historical trends. We are projecting steady
increases in revenue based on collection trends for the past twelve months. Sales tax revenue
estimated to total $765,512 in FY 2019 accounts for 4.89% of the Town’s General Fund budget.

Consumer Utility Taxes - The Town levies a consumer utility tax on residential and commercial
electric and natural gas utilities. The revenue estimate of $512,000 is based on prior year’s
revenues. Consumer utility taxes are a consistent source of revenue for the Town and represent
3.27% of General Fund revenues. Tax rates are shown in the following tables.
Electric Consumer Utility Tax
Class Rate
Residential 20% of the minimum monthly charge imposed plus $0.0158865 for each
kilowatt-hour delivered. Maximum monthly tax is $3.00.
Commercial / 20% of the minimum monthly charge imposed plus $0.015009 for each
Industrial kilowatt-hour delivered. Maximum monthly tax is $20.00.
Natural Gas Utility Tax

Class Rate
Residential 20% of the minimum monthly charge imposed plus $0.186 for each CCF
delivered. Maximum monthly tax is $3.00.
Commercial / 20% of the minimum monthly charge imposed plus $0.15566 for each CCF
Industrial delivered. Maximum monthly tax is $20.00.
Business, Professional and Occupational License (BPOL) Tax - The Town requires every
business located within the corporate limits to pay an annual license tax based upon their prior
calendar year gross receipts. Businesses are taxed at varying rates based on classifications
developed by the State. As part of the budget process, the Council reduced the rates in two
categories by 10%: Business, personal & repair services and Professional, financial & real
estate services.
Rates/$100
Rate/$100
Gross Receipts Maximum
Business Category Gross Receipts
effective Allowed
- Current
July 1, 2018
Business, personal & repair services 18.70¢ 16.83¢ 36.00¢
Contractors 8.50¢ 8.50¢ 16.00¢
Professional, financial & real estate services 29.75¢ 26.78¢ 58.00¢
Retail 10.00¢ 10.00¢ 20.00¢
Wholesale 4.25¢ 4.25¢ 5.00¢
With $1,842,859 projected revenue for FY 2019, this is the second largest local revenue source
for the General Fund and represents 11.76% of total revenue.
Utility Consumption Taxes – Effective January 1, 2001, the Commonwealth of Virginia

mandated that in addition to consumer utility taxes, purchasers of electric utility services are also
subject to a consumption tax. This tax must be charged monthly to consumers by the electric
service providers. The tax includes two state components and one local component. Revenue in
this category has been fairly level through the years. Estimated to be $75,200 for FY 2019, it

represents 0.48% of the General Fund budget. The local tax rate structure is shown in the
following table.
Usage (kWh) Local Tax Rate
Up to 2,500 $0.00038 / kWh
Over 2,500 up to 50,000 $0.00024 / kWh
Over 50,000 $0.00018 / kWh
Motor Vehicle Licenses - The Town historically required a motor vehicle decal to be purchased
annually and placed on all motor vehicles garaged in the Town as proof of payment of personal
property taxes. The Town Council voted to eliminate the annual decal requirement as part of the
FY 2017 budget process and implement an annual vehicle license fee instead. The vehicle
license fee is included on personal property tax bills, due December 15th. The $23,333 increase
in revenue in this category is due to the license fee being applied to supplemental billings. This
category is estimated at $190,000 for FY 2019 and represents 1.21% of General Fund revenue.
Bank Franchise Taxes - The Town levies a tax on the net capital of all banks located within the
corporate limits at the rate of 80% of the State’s franchise tax rate. The Town’s current rate is
80¢ per $100 of net capital. Revenue in this category dropped during FY 2016, but rebounded
significantly in FY 2017. The projection for the FY 2019 budget is $620,000 and exceeds the
FY 2018 budget by $100,000. This category accounts for 3.96% of General Fund revenue.
Meals Tax - The Town levies a 4% local tax on meals as defined by the model meals tax
ordinance adopted in 2000. It is a significant source of revenue, representing 16.91% of the
General Fund budget, and is dependent on the regional travel and tourism economy in addition to
local residents. For FY 2019, the estimated amount is $2,650,000. Meals tax revenues have
been fairly consistent, showing a direct relation to the general economic climate. The budget is
an increase of $81,590 compared to the FY 2018 Adopted Budget.
Cigarette Tax – As a member of the Northern Virginia Cigarette Tax Board, the Town levies a
local tax on all cigarettes sold within the corporate limits. The tax rate remains at 7.5 mills
(.0075¢) per cigarette, or 15¢ per packet. First levied in FY 1992, this revenue stream has
reflected decreases in recent years, most likely for health reasons. The Town intends to raise the
price per packet to 20¢ effective July 1, 2018. The estimated revenue of $180,000 for FY 2019
is an increase of $20,000 compared to FY 2018. This tax accounts for 1.15% of the adopted
General Fund revenue budget.
Transient Occupancy Tax – The Town levies a 4% tax on hotel and motel room rentals within
the Town. Transient occupancy tax collections increased during FY 2017 and are projected to
remain level. The Town is hopeful that a revitalization of Old Town and focus on improving
tourism in the area will result in increased revenues in this category. Transient occupancy tax is
estimated to be $245,000 in FY 2019 and accounts for 1.56% of total General Fund revenue.
Permits, Fees & Licenses

This revenue source consists primarily of user and permit fees for building or planning related
items. Total revenues in this category have been adjusted according to estimates of zoning and

building activity, reflecting an increase of $20,000 compared to the FY 2018 adopted budget. At
$180,000, this category represents 1.15% of the General Fund budget. User fees associated with
the Town’s Municipal Cemetery are also included in this revenue category.
Fines & Forfeitures

Revenue in this category is estimated to be $170,000 for FY 2019, which is a decrease of
$40,000 compared to FY 2018. This category represents 1.08% of the General Fund budget.
Court Fines & Forfeitures are traffic, civil and criminal fines received from the Juvenile &
Domestic Relations, General District and Circuit Courts. Parking Fines are those assessed by the
Town Police Department and collected by the Town. Parking fine revenue is estimated to
remain level. The estimated revenue from Court Fines and Forfeitures has been decreased by
$40,000.
In 2015, the Town Council passed a resolution authorizing the addition of the E-summons fee to
tickets written in the Town. This $5.00 charge is added to tickets written within the Town limits
and is remitted to the Town on a monthly basis. The annual revenue estimate for this fee is
$10,000.
Use of Money & Property

Interest and investment revenue fluctuates with the general economy and the level of the Town’s
cash balance. In the fall of 2016, the Town Council amended the Town’s Investment Policy to
authorize the investment of Town funds in the Virginia Investment Pool. This has resulted in
higher earnings during FY 2018. The $78,200 increase in this line reflects recent increases in
interest rates, and changes in investment options. The revenue estimate for this category of
$136,700 represents 0.87% of General Fund revenue.
Charges for Services

Revenue in this category includes rentals of pavilions and fields at various parks, and
membership and other fees for the use of the Warrenton Aquatic and Recreation Facility
(WARF). A five percent increase in membership rates for the WARF is programmed. Overall
revenue for the WARF is projected to be $1,360,262, which is $15,390 more than the estimate
for FY 2018. This category represents 8.68% of General Fund revenue for FY 2019.
Miscellaneous Revenue
The primary sources of revenue in this category are WARF Sponsorships, estimated to be
$75,000, and an annual contribution for the support of the Warrenton Fauquier Visitor’s Center
by Fauquier County ($42,600). Additionally, this revenue category includes the sale of surplus
property, recycling income, recovered costs, and revenue from sale of plastic trashcan liners. The
sale of burial permits and proffers for traffic control, recreation, fire, and rescue are also
accounted for in this category. Other revenue estimates are based on historical data. At
$252,515, this category represents approximately 1.61% of total General Fund revenue estimate
for FY 2019.

State Revenue
Non-Categorical Aid - Receipts from the Commonwealth not earmarked for a particular program
are included in this category. For the Town, this category includes Motor Vehicle Rental Tax,
Rolling Stock Tax, and Communications Sales Tax. A 5% tax on short-term vehicle rentals is
collected by the Virginia Department of Motor Vehicles, and then returned to the locality in
which the rental took place. Rolling Stock tax is levied by the Commonwealth on railroad lines
and motor carriers located within the corporate limits. The Communications Sales Tax is
collected by providers and remitted to the State on a monthly basis. Non-categorical aid
represents 4.02% of the General Fund budget and is shown by category below.
FY 2016 FY 2017 FY 2018 FY 2019
Motor Vehicle Rental Tax $103,115 $117,460 $105,000 $115,000 $10,000
Rolling Stock Tax 52 428 60 200 140
Communications Sales Tax 521,282 508,436 525,000 515,000 (10,000)
Total Non-Categorical
Aid $624,449 $626,324 $630,060 $630,200 $140
Categorical Aid - This revenue category reflects grants and reimbursements from the
Commonwealth that are to be expended by the locality for specific programs. Dollar amounts in
this category vary from year to year based upon program availability and established
reimbursement rates. Estimates in all categories are based on preliminary estimates from the
Commonwealth with the exception of street and highway maintenance, which is based on an
actual per mile reimbursement rate for Town maintained arterial and collector streets and will
remain level for FY 2019. The Town anticipates other Categorical items to remain fairly level
compared to FY 2018. VDOT Revenue Sharing is reported in the Capital Improvement Program
Fund to more accurately match revenues with related expenditures. Categorical Aid accounts for
15.19% of the General Fund budget.
FY 2016 FY 2017 FY 2018 FY 2019
VDOT Street & Highway
Maintenance $1,366,068 $1,397,339 $1,346,679 $1,425,000 $78,321
PPTRA Revenue 718,492 718,492 718,492 718,492 0
VDFP Aid to Localities 30,461 31,189 25,000 25,000 0
DCJP Section 599 Funds 197,512 203,872 203,872 203,872 0
VCA Local Government
Challenge Grant 5,000 5,000 4,500 4,500 0
Litter Control Grant 3,695 3,560 3,700 3,700 0
State Asset Forfeiture
Proceeds 0 0 0 0 0
Total Categorical Aid $2,321,091 $2,359,452 $2,302,243 $2,380,063 $78,321

Federal Revenue
DMV Safety Grant - The National Highway Safety Act of 1966 provided for federal grants to
states to support coordinated national highway safety programs. These grants are designed to
reduce the number of fatalities, injuries and related economic losses resulting from traffic crashes
on Virginia’s roadways. Revenue for this category is expected to remain at $2,500 for the FY
2019 fiscal year.
U.S. Department of Justice – The Town has participated in the Internet Crimes Against Children
Task Force for the past several years, and will continue this effort. The annual grant amount is
$2,000.
Non-Revenue Receipts
Use of Proffers – The adopted budget for FY 2019 includes the installation of a pickleball court
at Academy Hill Park. Cannon Properties proffered funds for Academy Hill Park as part of the
approval of The Ridges at Warrenton development. The court is estimated to cost $50,000 and
will be covered by the proffered funds.
Use of Fund Balance – The use of fund balance in the amount of $2,104,576 is necessary to
balance the FY 2019 budget for the General Fund. This represents 13.43% of the total funding
sources for the General Fund budget. This entire amount is used to cover the transfer to the
Capital Improvement Program Fund in support of projects identified in the Town’s 2019 – 2023
Capital Improvement Plan.

GENERAL GOVERNMENT
Function Overview
This functional area accounts for the general administration of Town government. Departments
accounted for in this grouping include Legislative (Town Council), Executive (Office of the
Town Manager), Legal Services (Town Attorney), the Department of Finance and Human
Resources, Other Organizations, and Elections. Funding for these functions in the adopted
budget represents $1,283,860, or 8.19%, of the general fund.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Department Actual Actual Adopted Adopted Change
Legislative $175,889 $160,122 $166,188 $195,605 $29,417
Executive 175,340 211,261 268,027 240,177 (27,850)
Legal Services 155,153 187,376 188,864 208,910 20,046
Finance & Human
Resources 459,014 513,979 582,265 631,243 48,978
Other Organizations 8,579 10,040 10,909 7,925 (2,984)
Elections 8,585 0 10,000 0 (10,000)
Total $982,560 $1,082,778 $1,226,253 $1,283,860 $57,607
Greater detail for each of the above departments is provided in the following pages.

Legislative
Program Description
The Council of the Town of Warrenton consists of seven Council members and an independently
elected Mayor, each of whom serve four-year overlapping terms. All legislative powers of the
Town are vested in the Town Council. The Mayor of Warrenton presides over the meetings of
Council, but does not vote in the Council meetings except in the case of a tie.
The Council, under the laws of the Commonwealth of Virginia and the Town Charter, determines the
needs of the citizenry and the best way to respond to these needs, by establishing ordinances, policies,
and adopting budgets which underwrite the kind, manner, and cost of the types of services to be
delivered.
Current Staffing
The Legislative function consists of a seven-member elected Town Council, an elected Mayor
and an appointed Town Clerk, who serves on a part-time basis.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Category Actual Actual Adopted Adopted Change
Personnel $98,324 $92,171 $97,553 $131,010 $33,457
Operating 68,702 46,811 68,134 64,595 (3,539)
Capital 8,863 4,064 500 0 (500)
Total $175,889 $143,046 $166,188 $195,605 $29,418
Staffing Summary
Part-time 0.25 0.25 0.25 0.50 0.25
Full-time equivalents 0.25 0.25 0.25 0.50 0.25
Budget Request / Analysis
The Council budget includes funds for the Mayor and Council member’s salaries and fringe
benefits, the part-time Town Clerk, advertising costs for Council-related public hearings, travel
expenses for elected officials to attend conferences and other typical operating expenses to
support Mayoral and Council activities. This department represents 1.25% of the total general
fund budget.

The total adopted budget for Town Council is $195,605, an increase of $29,418 from the prior
fiscal year’s adopted budget. The Town Clerk was formerly allocated 50/50 between the
Legislative and the Executive functions. In FY 2018, a full-time Executive Assistant was hired
to assist the Town Manager. As such, the Town Clerk is now fully allocated to the Legislative
function, resulting in an increase of $32,553.

Executive
Program Description
The Executive Department accounts for the operation of the Town Manager’s office. According to the
Town Charter, the Town Manager is the chief executive officer of the Town and is responsible to the
Council for the proper administration of the Town government. The duties and powers of the Town
Manager are:
 To see that all laws and ordinances are enforced;

 To exercise supervision and control over all administrative departments and divisions;
 To attend all regular meetings of the council, with the right to take part in the discussion,
but having no vote;
 To recommend to the council for adoption such measures as he may deem necessary or
desirable;
 To execute all contracts on behalf of the town;
 To prepare and submit to the council the annual budget;
 To keep the council advised as to the present and future needs of the town and as to all
operations of its government;
 To perform all such other duties as may be prescribed by the charter, or be required of
him by the council.
Current Staffing
Staffing for this department consists of a full-time Town Manager and a full time Executive
Assistant. Information Technology is accounted for in a separate fund (an internal service fund,
described beginning on page 127); however, the Information Technology Manager reports to the
Town Manager. This position is currently vacant.
Goals
 Evaluate and Adjust the Organizational Structure for Improved Customer Service
 Maintain Positive Fiscal Outlook for FY2019
 Complete Strategic Planning Efforts and Begin Implementation of Recommendations
o Comprehensive Plan Update
o Parking Study
o Sign Ordinance Overhaul
o Historic District Expansion
o Boundary Adjustment Analysis
o Monthly Project Status Reporting
 Plan and Implement Capital Improvements to Water & Sewer Treatment System
Capacities to Optimize Economic Development
 Improve use of Technology throughout Organization
Key Projects for FY 2019
 Apply for VDOT TAP Grant for Timber Fence Trail construction
 New maintenance agreement with Warrenton Fields Association
 Design completion and public hearing on Broadview Avenue comprehensive
transportation improvements
 Post Office Alley – pedestrian access easement
 Solar conversion of Town buildings
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $157,045 $186,983 $247,971 $216,707 $(31,261)
Operating 18,295 16,602 20,056 23,470 3,911
Capital 0 0 0 0 0
Total $175,340 $203,585 $268,027 $240,177 $(27,350)
Staffing Summary
Full-time equivalents 1.25 1.25 2.25 2.00 -0.25
The FY 2019 adopted budget of $240,177 reflects a decrease of $27,350. The decrease of
$31,261 in the personnel category reflects the re-allocation of the Town Clerk’s salary to the
Legislative function. The Town Clerk serves on a part-time basis and formerly was split 50/50
between the Legislative and Executive functions, reflecting the level of support provided to the
Town Manager.
The operating category includes items for office equipment leases, memberships and dues, travel
and training, subscriptions and office supplies. The operating increase of $3,911 is mostly due to
an increase in the allocation from the internal service Information Technology fund, reflecting
increases in projects planned for FY 2019.
This department represents 1.53% of the total General Fund budget.

Legal Services
Program Description
The line of authority for the Town Attorney and other related legal assistance for the Town of
Warrenton is outlined in the Town Code. The attorney serves at Council’s discretion under a
contractual arrangement.
The Town Attorney advises Council and the Town staff on a wide range of legal issues that arise
in the conduct of Town business. The Town Attorney handles police matters, including
representing the Town in municipal court twice a month. The Town Attorney also works with
the Planning Commission, Architectural Review Board and Board of Zoning Appeals as needed.
Current Staffing
The Legal Services department is staffed by one attorney, on a contractual basis.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $15,056 $16,279 $17,165 $17,813 $648
Operating 140,097 130,569 171,699 191,097 19,398
Capital 0 0 0 0 0
Total $155,153 $146,848 $188,864 $208,910 $20,046
Contractual professional legal fees are split 75% / 25% between the General Fund and the Water
and Sewer Operating Fund. The budget request for FY 2019 reflects an increase of $20,046 over
the FY 2018 Adopted Budget. The increase of $648 in the personnel category is due to the
increase in the health insurance costs. The Town Attorney is provided an annual stipend of
$2,400 and is eligible for health insurance coverage at employee rates.
The $19,398 increase in the operating category is due to an increase in outside legal services for
Community Development related projects and issues.
This department represents 1.33% of the total general fund budget.

Finance and Human Resources
Program Description
The Department of Finance and Human Resources provides overall management of the Town’s
financial, treasury, procurement, taxation, risk management, and human resources operations. The staff
also serves as the first point of contact with citizens either personally at Town Hall or through the
Town’s main phone line and website email. Key responsibilities of this program include:
• Tax billing and collection;

• Preparation and collection of utility bills;
• Personnel and benefits administration;
• Cash management and investment of Town funds;
• Debt issuance and management;
• Tracking and reporting of capital assets;
• Accounts payable;
• Payroll;
• Administration of the Warrenton Cemetery records;
• Administration of the information technology function;
• Preparation of the annual budget;
• Coordination of and preparation for the annual external audit;
• Financial reporting;
• Procurement;
• Risk management; and
• Management of all Town financial and human resource records.
The Town’s Comprehensive Annual Financial Report (CAFR) has been awarded the Certificate
of Achievement for Excellence in Financial Reporting for the last 24 years. The program was
established by the Government Finance Officers Association (GFOA) in 1945 to assist state and
local governments to go beyond the minimum requirements of generally accepted accounting
principles to prepare CAFRs that evidence the spirit of transparency and full disclosure. Reports
submitted to the program are reviewed by selected members of the GFOA professional staff and
the GFOA Special Review Committee (SRC) which includes individuals with expertise in public
sector financial reporting.
The Director serves as staff support to the Finance Committee. Monthly information prepared for
the Council includes Financial Statements and a summary of bills paid for the preceding month.
The Director also serves as the Town’s Purchasing Agent.

Current Staffing
The Department of Finance and Human Resources currently has eight full-time employees and
two part-time employees. The staff’s time is allocated between this department and the Water
and Sewer Administration department based on the estimated level of support provided to
General Fund departments and Water and Sewer departments.
Goals
 Provide excellent customer service to taxpayers and employees

 Prepare accurate and timely financial transactions and reports
 Effectively and efficiently administer and ensure compliance with the Town’s purchasing
policy
 Effectively and efficiently administer employee benefits
 Ensure continued receipt of Certificate Achievement for Excellence in Financial
Reporting Program for the Town’s CAFR
 Finalize and seek Council approval for a consolidated set of Financial Management
Policies
 Update the Town’s Employee Handbook
 Implement a comprehensive business tax auditing program
 Continue to reduce delinquent tax balances
 Continue to document, improve and streamline policies and procedures
 Further analyze and implement internal controls
 Improve annual budget preparation process, with an ultimate goal of submitting the
document to GFOA in the future for the Distinguished Budget Presentation Award

Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $366,183 $374,984 $451,246 $478,512 $27,266
Operating 92,004 81,807 125,519 140,232 14,713
Capital 1,792 1,960 5,500 12,500 7,000
Total $459,979 $458,751 $582,265 $631,244 $48,979
Staffing Summary
Full-time Equivalents 7.5 7.5 8.5 9.5 1.00
The adopted budget for FY 2019 reflects an increase of $48,979, or 8.4% over the FY 2018
budget.
The $27,266 increase in personnel expenditures reflects the addition of a Human Resources
Manager. The position is planned to start October 1, so three-quarters of the annual salary and
benefits is included. Additionally, the cost of this position is split 80/20 between this department
and the Water and Sewer Administration department. This position is supported by the
Organizational Assessment recently conducted for the Town by The Novak Group. The other
new positions suggested by the study are slated to start on January 1. Bringing this position on
earlier allows the HR Manager to facilitate the recruitment of the additional staff.
Operating expenditures accounted for in this department include the cost of printing and mailing
tax bills, business license renewal applications, employee award programs, General Fund costs
associated with the external auditor, and General Fund bank service charges. The adopted FY
2018 operating budget reflects an increase of $14,713. With the elimination of decals and
implementation of a non-prorated vehicle license fee, the department has seen an increase in the
volume of supplemental billings. The printing and mailing of these bills will be outsourced. As
a result of the FY 2017 external audit, it was recommended that the Town implement a fraud
reporting mechanism. This will be outsourced to a third-party that specializes in these services.
Other operating expenditures include the costs associated with the annual external audit
($25,000) and bank service charges ($30,000).
The capital category includes $5,000 for furniture for the new HR Manager and $7,500 for the
HR Manager’s laptop and to replace an old IBM floor printer.

Other Organizations
Program Description
This department contains costs relating to Town-wide memberships and dues in professional
organizations providing resources to local governments. Group memberships include the
Virginia Municipal League and the Institute of Government at the University of Virginia.
The Town is provided direct technical, lobbying, and legislative assistance through its
participation in the Virginia Municipal League. The Virginia Institute of Governments keeps
local governments apprised of technological changes and product improvements.
The Town is a member of the Fauquier Chamber of Commerce. The Town’s Economic
Development Director frequently partners with the Chamber to obtain feedback from businesses
located in Town.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Organization Actual Actual Adopted Adopted Change
Virginia Municipal League $6,054 $6,198 $6,317 $6,400 $83
Virginia Institute of Government 500 500 500 500 0
Warrenton Regional Chamber 1,000 1,200 1,950 0 (1,950)
Fauquier Chamber of Commerce 1,025 1,025 1,025 1,025 0
National League of Cities 0 1,117 1,117 0 (1,117)
Total $8,579 $10,040 $10,909 $7,925 ($2,984)
The total request for Other Organizations has decreased by $1,867 for the FY2019 budget. Dues
for the Virginia Municipal League are based on population information, and have increased by
$83. The Warrenton Regional Chamber merged with the Fauquier Chamber of Commerce,
resulting in a decrease to this budget of $1,950. The Fauquier Chamber’s dues did not increase
as a result of the merger. The Town’s membership to the National League of Cities is at no cost
for this upcoming fiscal year.

Elections
Program Description
The Code of Virginia requires municipal elections and makes localities responsible for the costs
associated with them. This department accounts for all costs incurred to hold Town Council elections.
Elections for Town Council seats are held every two years.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $3,762 $0 $4,300 $0 ($4,300)
Operating 4,823 0 5,700 0 (5,700)
Capital 0 0 0 0 0
Total $8,585 $0 $10,000 $0 ($10,000)
Elections are held every other year for Town Council. The next election will be in FY 2020 for the five
Ward seats.

PUBLIC SAFETY
Function Overview
The Public Safety budget includes the Town Police Department and support for the operations of
the Warrenton Volunteer Fire Company. The Inspections Department was previously part of the
Public Safety function but is now included in Planning & Community Development to align with
management responsibility.
Budget Summary
Public Safety represents the largest section of the General Fund budget. Adopted expenditures
for this function for FY 2019 total $3,656,163, and represent 24.0% of the total General Fund
budget. The total function shows a decrease of $36,283, or -1.0%, under the FY 2018 Adopted
budget.
FY 2016 FY 2017 FY 2018 FY 2019

Police Department $2,831,964 $3,030,422 $3,378,854 $3,431,790 $52,936
Fire & Rescue 537,981 300,338 313,593 224,373 (89,220)
$3,369,945 $3,330,760 $3,692,447 $3,656,163 ($36,284)
Detail for each Department’s adopted budget is provided in the following pages.

Police Department
Program Description
The Police Department provides law enforcement, public safety services, crime prevention, and
Neighborhood Watch. Working closely with Town businesses and citizens, the Department’s
objective is to prevent and/or reduce crimes through a community oriented policing concept.
The Department delivers services to businesses and citizens through interaction and community
involvement.
The Department has responsibility within the Town’s boundaries for enforcing laws of the
Commonwealth, parking enforcement, traffic control, community policing, criminal
investigations, crime prevention, and other police-related activities. The Department strives to
keep pace with current crime trends, crime statistics, demands for service, increased population
and community service needs. Two squads work permanent 7 am to 7 pm, and two squads work
7 pm to 7 am.
Current Staffing
CHIEF OF POLICE
Office of the Chief
Deputy Chief of Police
Sr. Admin. Assistant
Accreditation Manager
Operations Support Services Records Clerk
Bureau Bureau
Admin. Coordinator
Patrol Section Investigations Section
Detective Sergeant Training Officer

Squad A Squad B Squad C Squad D Power Shift Auxiliary Officers
Sergeant Sergeant Sergeant Sergeant Officer Officer Detective

Chaplain
Corporal Corporal Cpl. Corporal
C. Ferguson Corporal Officer Officer Detective
Officer Officer Officer Officer Officer Detective ICAC/IT
Officer Officer Officer Officer Officer

Traffic Enforcement
Section
Officer
Traffic Enforcement
Officer
The Police Department is staffed by the following full-time personnel: Chief, Deputy Chief, two
Lieutenants, five Sergeants, four Corporals, fourteen Officers, a Senior Administrative Assistant
and a Records Clerk. Three part-time staff members provide support in the areas of
administration, accreditation and training.
Goals
 To provide for the safety of the citizens of the Town of Warrenton

 To enforce the law in a fair and impartial manner
 To facilitate the flow of vehicular and pedestrian traffic in a safe and expeditious manner

 To engage and interact with all sectors of the community and continue to develop
innovative strategies to combat the Heroin problem
 To build on and expand our Community Church Coalition and our relationship with the
Piedmont Dispute Resolution Center to engage the community in conflict resolution
strategies
 To continue to handle calls for service in a timely, courteous and professional manner, as
well as provide personal service on all calls
 To utilize technology and Directed Patrols to address crime and traffic issues
 To increase officer safety by keeping shifts staffed adequately and Department fully
staffed
 To maintain State Certification for our Officers by conducting our own State mandated
training
 To continue to expand the Department’s RMS and MDT systems
 Financing Program for purchased vehicles in lieu of direct purchase

 Implementation of 800 MHz radio infrastructure replacement
 Creation of a new Part Time Property and Evidence Officer
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $2,305,760 $2,502,936 $2,776,818 $2,720,657 $(56,161)
Operating 471,025 520,174 554,536 650,112 96,658
Capital 55,179 7,312 47,500 59,940 12,440
Total $2,831,964 $3,030,422 $3,378,854 $3,431,790 $52,937
Staffing Summary

The total adopted budget for the Police Department for FY 2019 is $3,431,790, which is a 1.57%
increase over the FY 2018 budget.
The personnel category shows a reduction of $56,161 compared to the FY 2018 adopted budget.
Key changes in this area include the retirement of two longer-tenured personnel. The resulting
promotions created openings at the officer level, which were filled at the entry level salary.
Similarly, other officers who left the department were replaced with personnel at the entry level.
In FY 2018, the Police Department budget included a part-time parking enforcement officer. For
FY 2019, that position has been moved to a new Parking Division in an effort to quantify the true
cost of parking for the Town. For FY 2019, a part-time Property and Evidence Officer has been
requested, the cost of which is offset by the move of the Parking Enforcement Officer to another
division.

The operating category shows an increase of $96,658 compared to the FY 2018 budget. The
request includes an increase in fueling expenditures projections of $13,842 based on actual. The
allocation from the Information Technology internal service fund to this department has
increased by $16,335, reflecting a greater number of projects scheduled for this fiscal year.
Similarly, the allocation from the Motor Pool fund is based on expenses in FY 2017 and has
increase by $11,935. Apparel for new officers has increased the request in that area by $6,820
over the prior year. Other items contributing to the increase include the following new requests
for FY 2019:
 $9,000 for six new Eyewitness HD in-car video systems. The maintenance contracts will
be more cost effective than paying for repairs and associated expenses once the
warranties expire.
 $14,881 for the first year payment for the Axon Body Worn camera equipment and cloud
storage.
The capital category shows an overall increase of $12,440 compared to FY 2018 and includes the
following items:
 $19,400 for the purchase of two (2) additional Mobile Data Terminal (MDT) units
 $2,500 for furniture and fixture needs
 $3,440 for software configuration and initial licensing to integrate the department’s
MDTs into the Fauquier County Sheriff’s Office Computer Assisted Dispatch System.
 $5,100 to purchase six (6) Dell Omni Plex 3040 desktop computers to replace six
computers that are out of warranty.
During 2017, the Department made 3,740 arrests to include: 1,802 traffic citations, 929 parking
tickets, 746 written warnings and 263 felony and misdemeanor arrests. The Town of Warrenton
continues to be one of the safest communities of its size. We have few violent crimes.
As we hire and retain more qualified officers, we continue to expand our focus on community
policing. Officers are more proactive within the community by utilizing foot and motor patrols.
Our part time training position has allowed us to concentrate on maintaining state mandated
training hours and subject areas, while saving money on out of area training, and developing
skills and expertise in subject areas. Our motor position has allowed us to patrol areas that are
inaccessible to vehicles, and maintain a closeness and personal relationship with members of the
communities in Town.

Fire & Rescue Services
Program Description
The Town of Warrenton provides support to the Warrenton Volunteer Fire Company (WVFC).
WVFC provides suppression, emergency medical services and technical rescue services to a first
due area that covers over 90 square miles, including the Town of Warrenton. The organization
boasts a membership roster of over 120 volunteers who maintain 24/7/365 coverage. WVFC’s
revenue sources include financial support provided by the Town and Fauquier County,
investments, and fundraising activities. Last year, WVFC units were dispatched to 4,371 calls
for service, with 2,819 of them solely in the Town of Warrenton (64% of all responses in town).
Current Staffing
Town Manager Fire Chief
Firefighters (2)
This program currently consists of two full-time paid firefighters, who are stationed at the
WVFC. The firefighters report to the WVFC Fire Chief.
Goals
 Maintain 100% compliance with Local, State and Federal law that dictate requirements
for training, staffing, response capabilities and on-scene emergency management
 Ensure sufficient emergency response and mitigation capabilities for the overall health
and well-being of the residents and visitors we serve, within a mostly volunteer system
 Maintain collaborative relationships and engagements at local levels to ensure robust
programs and initiatives within and across agencies
 Expand annual public safety educational programs and campaigns

 Increase and update safety preplans within the service area
 Seek and refine programs to improve service area ISO rating
 Leverage new technology to improve program and service efficiency

Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $99,802 $161,713 $129,073 $176,673 $47,600
Operating 438,179 138,625 184,520 47,700 (136,820)
Capital 0 0 0 0 0
Total $537,981 $300,338 $313,593 $224,373 ($89,220)
Staffing Summary
Full-time 1.0 2.0 2.0 2.0 0.0
The adopted budget for the Fire and Rescue function is $224,373, which is a reduction of
$89,220 compared to the FY 2018 budget. The Personnel category has increased by $47,600 to
cover overtime that has been consistently incurred by the two firefighters.
The operating category reflects a decrease of $136,820. WVFC uses the Town’s annual
contribution of $150,000 to fund their apparatus replacements. Since their apparatus
replacements are included in the Town’s Capital Improvement Program, the contribution has
been moved to that fund to more accurately reflect the use of the funds. Offsetting the decrease
created by this relocation of the contribution are increases in funding for training ($5,000) and
fuel expenses for the new ladder truck. The fuel used for the new ladder truck will be
reimbursed to the Town by WVFC.

PUBLIC WORKS
Function Overview
The Public Works Department is responsible for maintaining 93.47 lane miles of roadway and
right of way, a significant number of public sidewalks, an 18-acre public cemetery, ten (10)
traffic signals, 15.5 miles of storm sewers, maintenance of the Town’s vehicle and equipment
fleets, and various public buildings. The Warrenton Aquatic and Recreation Facility and the
parks are the responsibility of the recreation department, but continue to need support by the
public works department. The department provides curbside refuse collection twice-weekly to
households and businesses, provides curbside recycling collection once a week for newsprint,
cardboard, plastics and metals and also provides brush and leaf collection on a periodic and as
needed basis for the Town’s citizens and businesses. The department provides fall and spring
cleanups, which allow citizens to cleanup and clean-out their properties with staff collecting and
transporting to the landfill. In addition, the recycling program continues to accept office paper at
the Public Works facility. Seven of the nine Public Works divisions are funded through the
Town’s General Fund. The arterial and collector budgets with a portion of the street budget are
funded through annual road maintenance payments from the Virginia Department of
Transportation (VDOT), which are estimated to total approximately $1,346,679 in FY 2019.
The adopted budget for FY 2019 for the Public Works function totals $3,820,482 which is an
increase of $261,863 or 7.4%, from the current fiscal year for the five operating budgets.
A significant portion of the motor pool costs continue to be distributed to the Public Works
budget which operates over 60 percent of all Town vehicles and equipment. Staff continues
when possible to take advantage of alternative funding sources such as VDOT Revenue Sharing,
Primary Road, and SMARTSCALE along with any Stormwater programs.
Funding for the numerous budgets within the Public Works Department have enabled the Town
to maintain the public street surfaces at a level of quality at /above VDOT standards, as noted by
compliments from the VDOT Resident Office. The paving schedule is moderate, based on the
current roadway conditions and is adequate to maintain the streets to the high standards expected
by the citizens and motoring public. The department does its best to ensure Warrenton’s
citizens receive the highest level of service possible within the budgetary limits set by the
Council.
This year is the first year to initiate a Parking Budget section, which was a recommendation of
the study conducted in 2017. The study recommended that a separate budget section be
established to better track the actual cost of parking maintenance functions. The section adds a
fulltime parking enforcement person (under Police) and the resurfacing of two parking lots in the
adopted budget.
Additional funding is budgeted to provide increased professional consulting for the MS4
Stormwater Program. The program will be entering its second 5 year permit cycle with DEQ,
which requires measureable reductions in nutrient contaminants identified in the Chesapeake
Bay Program and to address issues raised during the FY18 audit.

Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Administration $497,619 $534,173 $609,583 $656,850 $47,267
Streets (including
2,129,006 2,480,101 1,842,440 1,977,407 134,967
Arterial & Collector)
Sanitation (Refuse &
602,971 569,686 618,210 615,763 (2,447)
Recycling)
General Properties 300,751 284,927 350,880 360,835 9,955
Parking – NEW! - - - 109,627 109,627
Cemetery 118,793 122,862 137,506 144,746 7,240
Total $3,649,140 $3,991,749 $3,558,619 $3,865,228 $306,609

Current Staffing

Public Works Administration
Program Description
The Administrative Division is responsible for all Public Works functions and services, the
development and management of the operational budget, departmental personnel management,
development of short and long range maintenance and capital improvement programs,
management of the vehicle and equipment maintenance and replacement programs, the Town’s
Stormwater Management Program, maintenance of streets, street lights and traffic signals, and
for the review and approval of site development plans.
The budget supports all costs associated with day-to-day operation and management of the
Public Works Department and its varied functions. Expenses within the budget support a wide
range of public works functions such as daily citizen contacts, project development and
oversight, personnel and financial administration and departmental planning that are needed to
maintain the current high level of service for FY 2019.
Traffic related issues remain a priority and staff will continue to pursue additional VDOT and
other grant programs (Revenue Sharing, Primary Road and SMARTSCALE) to supplement
funding for future budgets.
Public Works coordinates with Community Development in the permitting of development

projects under the Virginia Stormwater Management Permit (VSMP) program. The Town is
currently in the fifth and last year of the first 5-year DEQ permit cycle of the Municipal Separate
Storm Sewer System (MS4) permit under the Virginia Department of Environmental Quality
(DEQ). The FY 2019 adopted budget covers the first year of the second five year permit cycle.
Key will be program developments in meeting the permit reduction goals in the Total Maximum
Daily Limit (TMDL) Action Plan developed in Fy18. In addition staff will continued
development of best management programs (BMP) for implementation to ensure compliance
with a continuous growth in DEQ and EPA Stormwater regulations.
Current Staffing
The Administration Division is staffed by a Director, an Assistant Director, the Public Works
Superintendent, two Administrative Assistants and the MS4 Coordinator. The Director also
serves as Director of Public Utilities; 25% of that position’s salary is allocated to this department
and the remaining 75% is allocated to the Public Utilities budget. Similarly, the Assistant
Director serves as Assistant Director of Public Utilities; 80% of that position’s salary is allocated
to this department with the remaining 20% allocated to the Public Utilities budget. Thirty-five
percent of the Chief Automotive Mechanic’s salary is charged to the Public Works
Administration budget.
Goals
 Provide quality services and infrastructure maintenance to the high expectations of Town
citizens.

 Pursue VDOT and other grant programs (Revenue Sharing SMARTSCALE, HSIP and
Primary Roads) to supplement funding.
 Timely review of site plans.
 Development and submission of a Total Maximum Daily Limit (TMDL) Action Plan for
stormwater nutrient removal.
 Completion of FY18 capital improvement projects by mid-year FY19
 Minimum budget carryovers at year end.
 TMDL Action Plan and MS4 compliance.

 Address DEQ MS4 deficiencies
 Traffic Signal Synchronization along Lee Highway
 Solar conversion of Public Safety Facility
 Town Shop Master Planning Vehicle Wash Area and Stormwater BMP
 Address Walkability Audit Elements
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $439,879 $455,519 $489,009 $491,701 $2,692
Operating 54,120 89,428 119,074 163,649 44,575
Capital 3,620 3,925 1,500 1,500 0
Total $497,619 $548,872 $609,583 $656,884 $47,267
Staffing Summary
The adopted FY 2019 budget for the Public Works Administration Division of $656,884 reflects
an increase of $47,267, which is 7.8% greater than FY 2018.
The biggest operating increase ($30,000) is for additional professional services to support the
MS4 program and assist in being compliant under the new 5 year permit cycle and to address
deficiencies from the DEQ audit.
The capital category remains level with no increases in computer equipment or furniture in the
budget.

Street Maintenance
Program Description
The Street Maintenance Division is responsible for all maintenance and repair activities
associated with the 93.47 lane miles of public roads and 15.5 miles of storm sewer within the
corporate limits. This section of the Public Works budget appropriates funds used for snow
removal, street cleaning, litter control, routine maintenance, repair work, small construction
projects and grass cutting functions along the Town's public roadways and rights of way. The
Virginia Department of Transportation provides reimbursement, which is accounted for in the
categorical aid revenue section of this report, for the maintenance of both Arterial and Collector
streets.
Current Staffing
The Street Maintenance Division is staffed with two street maintenance crews who are
responsible with insuring that the appearance of the Town’s streets are maintained to the level
expected by the Town’s citizens. Personnel funds in this budget are supplemented by the
Arterial and Collector budgets when work is specifically performed to those classifications of
roadways. As the seasons and workloads require, the department uses seasonal part-time
employees to supplement staff with summer weed-eating, fall leaf collection and miscellaneous
work around Town.
Goals
 Maintain the Streets, roadways and sidewalks of the town in a condition that provides the
motorist with a smooth riding, properly marked & signed, safe and comfortable
pavement.
 During inclement weather, keep all traffic corridors open for emergency vehicles and
those motorist who must be on the road.
 Continue street beatification programs such as “Tree City USA” , “Adopt a Stream” ,
“Adopt A Street” , and Green Streets to maintain the high visual appearance of the
community for the citizens and those traveling thought the community.
 Receive a superior rating from VDOT during the annual inventor inspection for
maintenance payment and provide accurate accounting for the Weldon Cooper Survey to
verify stewardship of annual funding.
 Take advantage of VDOT programs for additional funding, particularly Revenue Sharing,
SMARTSCALE and Primary Road Repair/state of Good Repair as opportunities arise.
 Quantify street sweeping effectiveness and storm drain cleaning for MS4 nutrient
reduction credit.
 Incorporate items of the “Walkability Audit” into maintenance programs and street
improvements.

 Traffic Signal Interconnectivity along Lee Highway.

 Assist VDOT with Broadview Avenue Improvements (incorporation of citizen
comments)
 Awaiting approval Primary Road applications for pavement overlay on westbound Lee
highway and E. Shirley Avenue Frost (corporate limits to Falmouth).
 Fourth to Fifth Street Connector road.
 Sidewalk Improvements
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $ 688,932 $642,466 $660,856 $645,088 ($15,768)
Operating 341,495 286,213 293,351 329,601 36,250
Capital 170,756 10,500 10,500 18,000 7,500
Total $1,201,183 $939,179 $964,707 $992,688 $27,982
Staffing Summary
The FY 2019 street budget reflects an increase of $27,982, or 2.9%, compared to the FY 2018
budget. The personnel category decreased by $15,768 due to the loss of several senior personnel
and a reallocation of additional wages to the Collector budget.
The operating budget reflects an increase of $36,250. Motor pool estimates are allocated to
departments based on their prior year usage. The streets section has the largest number of
vehicles that are the most heavily used of any town department. An allocation of $235,316 has
been estimated for the FY 2019 requirements of the motor pool function. This is an increase
over FY18, but is offset by the reductions in personnel. Department continues with this budget
to rely heavily on part-time and seasonal employees to supplement full-time staff.
The Street, Arterial and Collector budgets are offset by the annual VDOT maintenance
payments.

Arterial Street Maintenance
Program Description
The costs associated with the maintenance activities of the 30.39 major street and highway lane
miles within the corporate limits are grouped under this budget. Arterial Streets are the most
significant roads in the area, serving the major centers of activity, constitute the highest traffic
volume corridor and carry the major portion of through traffic in urban areas. The roads that are
designated as arterial streets under the Federal Highway System are U.S. 17, U.S. 29 Business,
U.S. 211, and U.S. 15 Business.
Current Staffing
Staffing for this division is accounted for in the Street Maintenance department immediately
preceding this section. Street Maintenance personnel time is charged to this department when
they perform work related to arterial streets.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $110,950 $120,568 $120,568 $120,568 $0
Operating 64,811 144,300 148,300 158,300 10,000
Capital 321,029 171,000 199,639 227,965 28,326
Total $496,790 $435,868 $468,507 $506,833 $38,326
The personnel charges for Arterial and Collector Street budgets are allocated from the main
Street Maintenance division budget. There is no increase in the personnel costs budgeted in
FY19 for arterial streets.
The increase in operating expenditures for the Arterial Streets budget is due to an increase for
paving. East-bound Route 211from the western corporate limits to Broadview Ave and west
bound E. Shirley Avenue from southern corporate limits to Industrial Road are scheduled for
resurfacing. An additional $10,000 is budgeted in Payments on Contracts for increased funding
for pavement markings/striping.
The division supplements staff by contracting for certain activities related to the maintenance of
the public right of ways, gateways to Town, and traffic signals. These activities include tree and
landscape maintenance (to include the welcome sign areas), contract mowing of the Route 29
By-pass; increased contracting for snow removal in the newer subdivisions due to recent change
in weather patterns with more frequent and heavy snow events that require additional assistance
to fulfill citizen expectations. The use of contractors for the mowing of selected areas of right of
way and common areas continues to enable the full time staff level to be maintained at the
current level for the past 15 years.

Collector Street Maintenance
Program Description
The Collector Street Maintenance Division budget provides funding for maintenance of the less
traveled streets of the Town, as defined by the Virginia Department of Transportation. The
Town has 63.08 lane miles of Collector streets. Collector streets provide land access service and
traffic circulation within residential, commercial and industrial areas. The collector streets
system facilitates traffic flows within the town and provides access to the arterial system, which
are the main highway streets through and serving the town.
Under the division budget, salaries and benefits are drawn down as projects are implemented or
as work is carried out, similar to the Arterial budget. Funds are included under appropriate
categories for snow removal, miscellaneous sidewalk curb and gutter repairs, supplies,
replacement of damaged and old street signs, and centerline markings.
Current Staffing
Staff for this division is accounted for in the Street Maintenance department. Street Maintenance
personnel time is charged to this division when they perform work related to Collector streets.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $73,235 $90,426 $90,426 $106,574 $16,148
Operating 128,616 169,800 163,300 174,300 11,000
Capital 229,182 140,500 155,500 197,012 41,512
Total $387,344 $400,726 $409,226 $477,886 $68,660

The FY 2019 Collector Street Division adopted budget is an increase of $68,660 over the current
year’s budget. The street milling and paving schedule is increased with primarily the streets in
the Menlough subdivision (paved in 1995) scheduled. It is a tentative schedule and will be
reevaluated at the end of the winter season and subject to be deferred if more immediate streets
are in failing condition. The department will continue to investigate interim methods (crack
sealing and pavement restoration technologies) to extended pavement life, with a focus on
subdivisions built in the 2000 to 2005 time frame and earlier.
In addition to the street paving, the budget covers the spot replacement of damaged/deteriorated
curbs/gutters and sidewalks at various locations around Town at a maintenance level. Included
in the budget under the payments on contracts line item are funds for centerline & parking
striping ($10,000) and contract snow removal ($15,000) which the department uses to
supplement the town resources. Except for the current year, recent winters have experienced
more frequent and heavy snow events with icy condition requiring more chemical treatment.
There are several subdivisions that could be initiated in FY19, but it is not anticipated that any
new streets will be added to the inventory for maintenance payments in the fiscal year.

Sanitation
Program Description
The Sanitation Function accounts for the expenditures related to refuse collection and the
Town’s recycling program.
The Refuse Collection budget covers all costs of collection and disposal of solid waste by Town
crews. This includes twice a week refuse collection and disposal of junk and materials during
the Town’s twice annual community cleanups. Refuse collection is provided to all homes in the
community and to a portion of the qualifying businesses in the Town without additional fees or
charges being assessed. Service is provided to businesses whose trash can be accommodated by
bags or containers, which can be manually handled by the crews.
The Recycling Division accounts for all costs associated with the coordination and management
of the recycling collection program for the Town of Warrenton. The collection activity of co-
mingled household and business glass, metal, and plastics has been a program with the Town for
over 25 years. Newspapers and corrugated cardboard are collected one day a week by the
Town’s refuse crews with leaf and brush collection performed by other Public Works crews on a
daily basis.
The Town’s goal relating to the recycling program is to meet the mandated rates for the
community, as established by the Commonwealth of Virginia, and to provide a service to the
public that protects the environment and reduces tonnage of waste going to the county landfill.
Current Staffing
The Sanitation duties of refuse and recycling collection are handled by six full-time employees.
Their time handling those two divisions is allocated 80% to Refuse Collection and 20% to the
Recycling Program.
Goals
 Provide quality service to town residents with minimal complaints.
 Provide service except in the case of extreme weather.
 Improve communications to citizens of service schedule changes
 Work closely with Fauquier County landfill to coordinate efforts during inclement
weather.
 Collection of all refuse during the scheduled day of collection.
 Work with Fauquier County to expand the products collected at the County recycling
center.
 Collection of recycling materials in a timely manner on Wednesdays.
 Recycle materials collected during the fall and spring cleanup periods.
 Recycle any viable materials from motor pool and maintenance operations.
 Exceed the state mandated 25 % recycling rate for the town.
 Evaluate alternatives to newspaper collection with the trend toward paperless media

 Evaluate newspaper collection with satellite drop off sites around town to replace
curbside collection.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $436,164 $426,245 $459,515 $452,251 ($7,264)
Operating 166,807 146,788 158,695 163,511 4,816
Capital 0 0 0 0 0
Total $602,971 $573,033 $618,210 $615,762 ($2,448)
Staffing Summary
Full-time 6.0 6.0 6.0 6.0 0.0
The FY 2019 budget is $2,448 less than the FY 2018 adopted budget. The personnel category
reflects a decrease of $7,264, owing to the retirement of a 30+ year crew leader during the past
year.
The budget does not include tipping fees to the Fauquier County Landfill for household trash; the
adopted budget includes $15,000 (an increase of $5,000) for Landfill Operations to cover other
fees not associated with household refuse, which are increasing due to the FC Landfill being
converted to a transfer station operation.
Every resident continues to receive a year’s supply of trash bags at no cost which can be picked
up at the Visitor Center which is centrally located, provides better parking than the Public Works
facility, and is open seven days a week. Citizens are able to buy additional boxes of bags from
Town Hall. The Town’s waste stream has remained consistent over the past several years with
the current economy and housing market in town static and projected to remain under 4,000 tons
in FY 2019. In calendar year 2017, a total of 3,654 tons were collected.
Estimates of motor pool charges are allocated to departments based on the prior year actual
usage. The refuse and recycling vehicles are used extensively every day with 250-300 stops and
starts over their routes. This translates into above average maintenance costs per vehicle. A
replacement refuse truck was procured in FY 2018.
Staff continues to promote recycling to individual citizens and businesses. The Town’s recycling
numbers are currently incorporated with Fauquier County’s for a combined rate above the state
mandated 25% during calendar year 2017. Staff will continue to make a concerted effort to
encourage local business involvement in the recycling program and to provide more accurate
accounting of the recycling volume derived from large businesses. Every ton recycled is one less
ton sent to a landfill, reducing the cost of landfill operations and extending its capacity.

Town staff collects newspapers and cardboard weekly along with co-mingled recycling in blue
bags set at curbside. The costs have remained level through the continued use of the County
recycling center at the Fauquier County Landfill, at no cost for handling the material. There is no
anticipated charge for the co-mingled recycling for FY 2019 by Fauquier County Landfill. The
County is constantly looking for ways to expand their facilities to accommodate a wider range of
recyclable products. Staff will continue to work with County staff to keep informed as to new
program developments and to be able to adjust the Town program accordingly.

General Properties
Program Description
This division is responsible for the maintenance, repair and custodial functions for Town owned
or occupied buildings and grounds. The buildings included are Town Hall, the Public Works
Facility, Public Safety Facility, the Experience Old Town Warrenton (EOTW)/Warrenton
Meeting Place building on 3rd Street, the Visitor Center and the Cemetery building with
restroom. The grounds include parking lots, public green space and the gateway signage to
Warrenton. This budget does not include the Warrenton Aquatic and Recreation Facility, which
is covered in the Parks and Recreation departmental budget, or the two rental houses, which are
included in the Water and Sewer Operating Fund budget.
Building maintenance is performed primarily by the building maintenance mechanic with the
care of open spaces supplemented by Public Works crews and seasonal personnel.
Current Staffing
The Building Maintenance Division is staffed by one full-time building maintenance mechanic
and supplemented with street or seasonal helps when needed.
Goals
 Maintain and repair town facilities to a level in which there are zero accidents to
personnel or the general public.
 Maintain town properties and grounds to level that the citizens are proud of their
community.
 Improve the appearance of parking lots (markings signage, landscaping and tree cover).
 Resurfacing and striping of Parking Lots A and G.

 PW Shop and Equipment Yard Improvements
 Solar Conversion in the capital program
 Space Needs Analysis for future capital programming
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $80,633 $66,103 $86,783 $95,677 $8,891
Operating 215,343 227,014 263,097 263,558 461
Capital 4,775 10,500 1,000 1,600 600
Total $300,751 $303,617 $350,880 $360,835 $9,952
Staffing Summary
Full-time 1.5 1.5 1.5 1.5 0.0

The General Properties budget provides funding for operation, maintenance and repair of all
Town-owned buildings, structures and properties. The adopted FY 2019 budget of $360,835 is
an increase of $9,952 compared to the FY 2018 budget. The increase in the personnel category
reflects increases in health insurance and the use of supplemental help.
The operating budget shows an increase $461. In the adopted budget is office rental space
$14,400 on Culpeper Street to house additional staff and $15,000 for a space allocation study for
staff planning. These costs are offset by the one-time cost in the FY18 budget for staff
relocations.
This is a maintenance level budget for the Town facilities with no major improvements or
replacements of building components. Staff continues to look for ways for properties to be more
energy efficient and environmentally compatible, light fixtures are replaced with current
technology. Town facilities experience high use by staff and the public, which translates into
the high level of maintenance required. The Visitor Center and Public Safety Facility are used
heavily by outside groups. The facilities and grounds continue to be a challenge for the staff,
which is supplemented by very reliable part-time employees. Contractors are employed for
maintenance and repairs to cover services to HVAC, fire, and security systems. The materials
and supplies for maintenance continue to increase in quantities and cost due to the aging of Town
properties.
The lease of the building on South 3rd Street to the Main Street Program and the Warrenton
Meeting Place continues to work well with the tenants providing more than their share of
maintenance to the building. The Fifth Street Baptist Church parking lot continues on a year to
year basis, benefiting both the Town and the Church.

Parking Division
Program Description
This division is new for FY 2019, and captures all expenditures related to parking, including
enforcement of parking regulations, and maintenance and repair activities related to parking lots
in Town. The establishment of a separate division to track expenditures was recommended by a
Parking Study conducted in 2016.
Current Staffing
The Parking Division is staffed by one part-time Parking Enforcement Officer.
Goals
 Maintain and repair town parking lots

 Provide adequate availability of spaces by enforcing parking regulations and limits
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel - - - $34,738 $34,738
Operating - - - 4,569 4,569
Capital - - - 70,320 70,320
Total - - - $109,627 $109,627
Staffing Summary
Full-time equivalents - - 0.5 0.5 0.0
The FY 2019 adopted budget for this division totals $109,627. The personnel category totals
$34,738 and covers the wages for a part-time parking enforcement officer. The position was
originally approved during the FY 2018 budget and was part of the Police Department budget.
Public Works staff may charge their time to this division when their work is related to parking
lots in Town.
The operating category totals $4,569 and includes funding for printing of tickets and
maintenance contracts related to the parking enforcement software.
The capital category includes $65,000 for parking lot repairs and $5,320 for additional handheld
parking enforcement hardware.

Cemetery Maintenance
Program Description
This activity includes all Town direct expenses for the maintenance of the eighteen acre historic
cemetery in the Town.
Current Staffing
This division is staffed by two full-time employees. Activities are supplemented as needed by
other Public Works staff.
Goals
 Zero complaints concerning staff actions/performance.

 Continue to maintain the grounds and access roads to a high standard to which all citizens
are proud and feel worthy of their family member.
 Work with the local forester and arborist to maintain the health of trees in cemetery.
 Work with local volunteer groups on any headstone/monument restoration.
 Repair to interior road network with asphalt paver

 Work to restrict access when cemetery is closed to the public
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $97,586 $97,837 $104,064 $104,655 $591
Operating 20,595 29,351 30,942 26,591 (4,351)
Capital 612 13,500 2,500 13,500 11,000
Total $118,793 $140,688 $137,506 $145,026 $7,240
Staffing Summary
Full-time 2.0 2.0 2.0 2.0 0.0
The FY 2019 budget request is an overall increase of $7,240 compared to the prior fiscal year.
The increase is due to a new mower, which was deferred from the FY18 budget. Personnel costs
have remained the same due to the turnover in the caretaker position.
The Town has come to the end of generating revenue from the sale of lots. Ten (10) cremation
sites are remaining for sale. Although all full size lots have been sold, staff still is involved in
every burial (opening and closing the grave sites). This year’s budget includes continued
maintenance efforts to repair the interior roads with asphalt paving on the deteriorated portions.

This paving expenditure will be offset by a transfer of interest earnings from the Perpetual Care
Fund.
Estimates of motor pool charges are allocated to departments based on prior year usage.
Although the primary equipment of the cemetery are mowers and small equipment, this budget
allocates the costs of the backhoe and dump truck usage for the graves opened and closed for
burials each year.

PARKS AND RECREATION
Function Overview
The Town operates Academy Hill Park, Eva Walker Park, Sam Tarr Park, Rady Park, the
Skateboard Park, Fun for All Playground, and the Dog Park in addition to the Warrenton Aquatic
and Recreation Facility. In addition, the department manages several large events and
competitions throughout the year.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Parks & Recreation:
Aquatic Center $1,605,249 $1,625,364 $1,570,120 $1,589,234 $19,114
Parks Maintenance 156,900 242,855 267,364 293,242 25,878
Administration 121,250 118,321 351,531 384,669 33,138
Total Parks and
$1,883,399 $1,986,540 $2,189,015 $2,267,145 $78,130
Recreation
The Parks and Recreation function accounts for 14.88% of the total General Fund budget.
Detailed descriptions of the adopted budgets for each of the departments listed above is provided
in the following pages.
Current Staffing
*Some PT staff hold multiple positions

Goals
 Provide recreation opportunities for all citizens

 Provide consistent, quality customer service for those using our facilities
 Continue to develop new partnerships within the community to enhance programming.
 Replace playground at Rady Park

 Construct Pickleball Courts at Academy Hill Park
 Increase community outreach, particularly in the area of fitness and healthy eating

Parks and Recreation - Aquatic Center
Program Description
This budget supports all personnel, program activities, building maintenance and operational
functions including, repairs/replacements, janitorial, utilities, chemicals and support services for
the operation and maintenance of the Warrenton Aquatic and Recreation Facility (WARF). The
objectives of this facility are to provide a high quality of service to the public, control
expenditures, and to generate revenue that seeks to offset expenditures.
Current Staffing
The Aquatic Center has two full-time staff members – the Aquatics Coordinator and the
Marketing Coordinator. The Marketing Coordinator’s salary is allocated 50% to this budget and
50% to the Parks Maintenance budget. The majority of the Aquatic Center staff is part-time,
limited to working no more than 29 hours per week.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $945,381 $916,764 $789,682 $796,988 $7,306
Operating 652,191 703,908 740,438 764,246 23,808
Capital 7,677 4,692 40,000 28,000 (12,000)
Total $1,605,249 $1,625,364 $1,570,120 $1,589,234 $19,114
Staffing Summary
The FY 2019 budget is $1,589,234, which is an increase of $19,114, or 1.2% compared to the
FY 2018 budget. The personnel category reflects a small increase for merit increases and health
insurance costs.
The Operating category reflects an increase of $23,808. The largest increase is in electricity
(increase of $12,000) and is based on actual costs. The second largest area of increase is
maintenance contracts (increase of $5,720) and reflects the expenses associated with a facility
that is now 10 years old. Similarly, costs for contractual repairs have been increased (up by
$5,000). The Parks and Recreation staff continues to refine programs and implement cost
saving measures whenever possible. The WARF outsources janitorial services, and heating,
ventilation and air conditioning (HVAC) preventive maintenance in an effort to keep costs down.
The capital category includes funding for replacement of the small plastic slide and skirting
around the WARF waterworks area, the replacement of obsolete security cameras, and upgrades
for the public wireless access at the WARF.

Parks and Recreation - Parks Maintenance
Program Description
The goal of this department is to maintain the Town’s park facilities in order to provide citizens
with attractive, clean, functional, safe and pleasant places to visit. The Town maintains Eva
Walker Park, Rady Park, Sam Tarr Park, Academy Hill Park, Fun for All Playground,
Skateboard Park, the lake, grounds and trails at the WARF complex, and the dog park.
Current Staffing
This function is staffed by two full-time Parks Maintenance Workers to maintain the appearance
and safety of all Town parks. Public Works has provided labor for special projects or in the
absence of Parks and Recreation personnel. 50% of the Marketing Coordinator position is
allocated to this department to account for marketing activities related to events in the parks.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $55,405 $91,056 $115,391 $115,173 ($218)
Operating 101,081 136,684 145,973 163,569 17,596
Capital 414 15,115 6,000 14,500 8,500
Total $156,900 $210,997 $267,364 $293,242 $25,878
Staffing Summary
The adopted Parks budget for FY 2019 of $293,242 is an increase of $25,878 compared to the
FY 2018 adopted budget. The FY19 adopted budget includes a request for a part-time, seasonal
employee to work on planning and staffing events, which increases the budget by $4,000.
The operating category reflects an increase of $17,596 compared to the current year budget. The
operating category contains a $5,000 allocation for dog park maintenance. This reflects the
amount for maintenance being provided for four years as part of a proffer agreement.
The capital category provides for replacement of playground equipment. Also included is a
surface conditioner for the Fun for All Playground at the WARF.

Parks and Recreation - Administration
Program Description
This budget supports all of the department’s various programs to make certain they perform and
function effectively and efficiently. This administrative effort provides leadership, direction,
oversight, management, technical assistance, contract management, and staff training assistance.
This department’s workload includes management of the WARF, five parks, the Fun for All
Playground, Skateboard Park, Dog Park and the lake feature. The administration coordinates
with other Town departments, Town Council and the Town Manager. Policies and procedures
are developed, reviewed, revised and implemented.
Current Staffing
The Administration consists of a Director, and two Assistant Directors.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $103,979 $101,700 $331,745 $354,700 $22,955
Operating 17,271 16,621 19,786 29,969 10,183
Capital 0 0 0 0 0
Total $121,250 $118,321 $351,531 $384,669 $33,138
Staffing Summary
The adopted Parks and Recreation Administration budget for FY 2019 reflects an increase of
$33,138 over the FY 2018 adopted budget.
The increase in the personnel category reflects anticipated merit increases and increases in health
insurance costs.
The operating category increases by $10,183 compared to the FY 2018 adopted budget. The
largest area of increase is for Information Technology. The charge to this department has been
updated to reflect the full allocation of administrative staff to this department that occurred in the
FY 2018 budget.

COMMUNITY DEVELOPMENT
Function Overview
The Planning and Community Development Department oversees the Town’s built and physical
environments. It is responsible for current planning, long range planning, building and zoning
permits, erosion and sediment control, and inspections. The Department enforces the Zoning and
Subdivision Ordinance, Building Code, Town Code, and Historic District Guidelines. The
Department provides research, data, and staff support for the Town Council, Planning
Commission, Board of Zoning Appeals, Architectural Review Board, and acts as a liaison to
multiple other organizations like Planning District 9 and Fauquier County committees. All land
use applications and plans for new construction are reviewed and approved through Community
Development. Additionally, the Department is responsible for developing and updating the
Town’s Comprehensive Plan, development review ordinances (Zoning, Subdivision, and Historic
District Guidelines), Farmers Market, and the Capital Improvement Plan.
Also included in this section is funding for the Visitors Center and the Economic Development
Department.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Planning & Zoning $451,603 $501,106 $894,351 $878,616 ($15,735)
Inspections 304,507 305,271 372,262 369,412 (2,850)
Visitors Center 79,183 80,145 90,764 92,106 1,342
Planning Commission 6,782 9,184 14,251 20,918 6,667
Architectural Review Board 462 24 4,700 9,844 5,144
Board of Zoning Appeals 270 422 2,700 3,500 800
Economic Development 131,881 213,777 159,427 171,657 12,230
Total $974,688 $1,109,929 $1,538,455 $1,546,053 $7,598
The total budget for this function of $1,546,054 represents 10.14% of the general fund budget.
Detail for each of the departments listed above is provided in the following pages.

Current Staffing
Goals
 Provide the citizens of the Town of Warrenton with friendly, accurate, timely, high-
quality professional service.
 Provide a resident and business-friendly environment.
 Provide the Planning Commission, Architectural Review Board, and Town Council with
recommendations on land use applications, policies, and plans that with result in
balanced, equitable, orderly growth.
 Ensure recommendations are well informed and legally defensible.
 Be transparent and open to the public.
 Base recommendations on the adopted policy and plans that set forth the vision for the
Town.
 Collaborate with adjacent Planning Commissions, agencies, and interested organizations.
 Develop a Complete Streets Guide

 Continue to update the Comprehensive Plan
 Update Article 6 - Sign Ordinance
 Expand the Historic District
 Digitize the land use and address files

Planning & Zoning
Program Description
The Department of Planning and Zoning provides support in the areas of current planning, long-
range planning, community development and administration. The department enforces the
regulations of the Zoning and Subdivision Ordinance, Building Code and the Town Code. The
department provides research and support for the Town Council, Planning Commission, Board of
Zoning Appeals, Architectural Review Board, and the Transportation Safety Commission. All
plans for new construction, rehabilitation of existing structures and development of properties in
the Town are reviewed and approved by the Planning and Zoning Department. Additionally, the
department is responsible for developing and updating the Town’s Comprehensive Plan,
development review ordinances (Zoning, Subdivision and Historic District Design Guidelines)
and the Capital Improvements Program.
Current Staffing
The Planning & Zoning Department is staffed by four full-time personnel, a Director, a Zoning
Administrator, a Senior Planner, and a Planner. Half of the salary for a full-time Permit
Technician is budgeted here, as is half of the Part-time Permit Technician’s wages. Also
allocated here are 25% of the salaries of the Building Officials.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $366,761 $329,603 $503,870 $622,344 $118,474
Operating 83,506 165,742 381,481 248,272 (133,209)
Capital 1,336 5,761 9,000 8,000 (1,000)
Total $451,603 $501,106 $894,351 $878,616 ($15,735)
Staffing Summary
The adopted budget for FY 2019 is $878,615, which reflects a decrease of $15,736, or -1.8% less
than FY 2018. The personnel category shows an increase of $118,473. The budget request for
FY 2019 includes three full-time positions – a Historic Preservation Planner, a Stormwater
Manager, and the upgrade of a Permit Technician to a full-time Customer Service Representative
position. All three positions are budgeted with a January 1 start date, and result in a net increase
of $119,788 (total includes salary and benefits).
The operating category shows a decrease of $133,209 compared to the current year adopted
budget. This is mostly due to the fact that comprehensive plan funding of $170,000 was
included in the FY 2018 budget.

There will be continued involvement with Fauquier County and the Rappahannock-Rapidan
Regional Planning District Commission (PD9) to coordinate local and regional planning issues.
For the third year, the Commission has requested a contribution from participating localities in
support of their role as lead housing agency. The Town’s contribution is $1,937.
The contribution to the planning district will be $8,185 for FY 2019. The Town has benefited
from participation in the Rural Transportation Committee at PD9. This has identified essential
traffic and road issues and enabled the Town to participate in supplemental funding opportunities
for traffic studies and facilities. Joint planning activities have been established with Fauquier
County Planning for site plan and transportation coordination and it is anticipated that these will
become more formalized over the coming years.

Inspections Division
Program Description
The Inspections Division of the Community Development Department provides all inspections
for the Town to ensure compliance with Federal, state and local ordinances for the protection of
public health and safety with respect to the occupancy and sufficiency of property use and
development. Inspection activities include building and fire code compliance; soil and erosion
control; site development, utilities and zoning consistency. The division also enforces the
Building Maintenance and Fire Prevention Codes; provides technical advice to citizens,
contractors and business owners; aids in the Town execution of public projects; and assists other
Town staff members.
The Inspections Division, while included in the Public Safety functional classification, is under
the supervision of the Director of Community Development reflecting the enforcement and
ordinance responsibilities under that department. The Inspections Division delivers a level of
service to the public and ensures a minimum standard of compliance with Town ordinances
based upon both the mission and value statements adopted by the Town Council. The division
strives to keep citizens, contractors, businesses and other staff members up to date on any
Building Code changes.
Building Inspections is supported by the fees charged for the plan review and field work
scheduled as part of the application process. The Town building fees continue to be reviewed to
ensure that they sustain the services provided by the Town and reflect the appropriate cost of the
permit and inspection process. Community Development monitors nearby and similar
communities and the cost of Town services to update fees as appropriate. The use of outside
expertise and professional services to accommodate the inspection load without arbitrarily
increasing staff as a part of the adopted budget has been an effective tool in assuring reasonable
responses to the building community at the most cost effective means.
Current Staffing
Inspection services have been consolidated with Community Development (Zoning). This is
reflected in budget allocations where 50% of the Permit Technicians (part-time) and 25% of the
salaries for Building Officials are shared with Community Development to support permit
application intake and zoning inspections for ordinance compliance.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $280,423 $277,217 $299,137 $302,242 $3,105
Operating 24,084 28,054 59,125 63,670 4,545
Capital 0 0 14,000 3,500 (10,500)
Total $304,507 $305,271 $372,262 $369,412 ($2,850)
Staffing Summary

The adopted budget for FY 2019 remains fairly level, reflecting a decrease of $2,850 or -0.8%
compared to the FY 2018 budget. The personnel category is level, with merit increases and
increases in health insurance being offset by the retirement of a long-term employee in FY 2018.
The operating budget reflects an increase of $4,545. The bulk of this increase is $3,000 in for
temporary help services.
The capital budget amount of $3,500 allows for the purchase of furniture and the purchase of a
laptop.

Visitor’s Center
Program Description
The Warrenton-Fauquier Visitors Center is open seven days a week to provide tourism and
information services to the public about the Town and surrounding area. The facility also rents
meeting space to various organizations.
Current Staffing
The Visitors Center is open seven days a week, and is staffed by three part-time positions.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $63,803 $64,100 $70,415 $71,654 $1,239
Operating 15,380 16,045 20,349 20,452 103
Capital 0 0 0 0 0
Total $79,183 $80,145 $90,764 $92,106 $1,342
Staffing Summary
The FY 2019 budget request proposes a modest increase compared with the current fiscal year.
Increases in personnel cover anticipated merit increases for the part-time staff at the center.
Funding in the amount of $42,600 is provided annually by Fauquier County to support the efforts
of the Visitors Center.

Planning Commission
Program Description
The Planning Commission is established by Section 2-162 of the Town Code as enabled by
§15.2-2210 of the Code of Virginia. The Code of Virginia specifies in §15.2-2221 that the duties
of Planning Commissions include the following tasks. To effectuate this chapter, the local
planning commission shall:
1. Exercise general supervision of, and make regulations for, the administration of its
affairs;
2. Prescribe rules pertaining to its investigations and hearings;
3. Supervise its fiscal affairs and responsibilities, under rules and regulations as prescribed
by the governing body;
4. Keep a complete record of its proceedings; and be responsible for the custody and
preservation of its papers and documents;
5. Make recommendations and an annual report to the governing body concerning the
operation of the commission and the status of planning within its jurisdiction;
6. Prepare, publish and distribute reports, ordinances and other material relating to its
activities;
7. Prepare and submit an annual budget in the manner prescribed by the governing body of
the county or municipality; and
8. If deemed advisable, establish an advisory committee or committees.
Current Staffing
The Commission consists of a Chairman and six (6) members. A member of Town Council also
sits on the Commission as an Ex-Officio member. The Planning Director serves as staff support
for the Commission.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $6,782 $7,024 $7,751 $12,918 $5,167
Operating 0 2,160 6,500 8,000 1,500
Total $6,782 $9,184 $14,251 $20,918 $6,667
The adopted budget for the Planning Commission for FY 2019 reflects an increase of $6,667
over the current year. The increase in the personnel category reflects a recommended increase in
the per month stipend from $75 to $125. The increase in the operating category includes $1,500
in professional service, $1,500 in printing, $3,000 for training and $500 for materials and
supplies for meetings.

Board of Zoning Appeals
Program Description
The Board of Zoning Appeals is established by the Code of Virginia to hear and decide upon
requests for special exceptions and appeals from any order, decision or determination made by
an administrative officer enforcing the Town’s Zoning or Subdivision Ordinance. The Board
also interprets the district zoning map where uncertainty exists regarding the location of a district
boundary and authorizes variances from the strict terms of the Zoning Ordinance where a clear
hardship can be demonstrated. Nominations for the BZA are solicited by Town Council from the
general public and are representative of the Town at-large. Recommendations for appointment
are made to and approved by the Circuit Court.
Current Staffing
The Board consists of Chairman, Vice-Chairman and three members. The Zoning
Administrator, Town Attorney and a part-time secretary provide staff support. The Board strives
to provide quality and timely services to those citizens in need of Board actions. The meetings
are regularly scheduled on the first Tuesday of each month.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Operating $270 $422 $4,700 $3,500 ($1,200)
Total $270 $422 $4,700 $3,500 ($1,200)
The adopted budget for the Board of Zoning Appeals for FY 2019 reflects a decrease of $1,200
compared to the current year. The FY 2018 budget included $1,200 for materials and supplies.
To date, none of that money has been used.

Architectural Review Board
Program Description
The Architectural Review Board’s (ARB) primary function is to review applications for
construction, reconstruction, substantial exterior alteration, demolition, relocation and signage
within the Town’s historic district. In addition, the ARB assists the Town Council, Planning
Commission and property owners in matters involving historically significant sites and
buildings; advises owners of historic landmarks or contributing structures on preservation
efforts; and proposes additions to the historic district. The ARB is supported by Town staff,
which prepares reports for their review, schedules meetings and provides general administrative
support.
Specific architectural services are obtained on occasion to advise the Board on unique structural
details as the need arises. The Board meets monthly on the fourth Thursday and often meets on
an as-needed basis to accommodate the needs of Town citizens.
Current Staffing
The ARB consists of a Chairman, Vice-Chairman and three other members appointed by the
Town Council. The Board is assisted by a staff person and a secretary from the Planning
Department.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $0 $0 $0 $4,844 $4,844
Operating 462 24 2,700 5,000 2,300
Total $462 $24 $2,700 $9,844 $7,144
The adopted budget for the Architectural Review Board for FY 2019 reflects an increase of
$7,114 over the current year. The adopted budget includes a recommendation to begin paying
the ARB members a monthly stipend of $75. The increase in the operating category includes
$500 in travel, $1,500 for training, $250 for memberships, and $250 for supplies for meetings.

Economic Development
Program Description
Established mid-way through Fiscal Year 2015, this department accounts for activities related to
the promotion of economic development within the Town of Warrenton, in close partnership
with the Department of Economic Development for the County of Fauquier. The department
focuses on assisting existing businesses to thrive and expand within the Town, to attract new
businesses, to facilitate redevelopment of commercial corridors with new capital investment and
job creation in conjunction with the Town’s Comprehensive Plan and the goals of the Town
Council.
Current Staffing
The Department is staffed by one full-time Economic Development Manager. This position
reports to the Town Manager and closely coordinates activities with the Fauquier County
Economic Development Director.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $105,758 $82,641 $118,427 $117,789 $(638)
Operating 26,123 104,144 40,800 53,868 13,068
Capital 0 26,992 200 0 (200)
Total $131,881 $213,777 $159,427 $171,657 $12,230
Staffing Summary
Full-time 1.0 1.0 1.0 1.0 0
The budget for FY 2019 for the Economic Development department reflects an increase of
$12,230, or 7.7% compared to FY 2018.
The operating category shows an increase of $13,068, mostly in the area of professional services,
advertising, marketing and travel expenses.

CONTRIBUTIONS TO OUTSIDE AGENCIES
Program Description
Contributions to outside agencies support community organizations that provide health and
welfare services, education, arts and cultural programs, entertainment and enrichment to the
citizens of the Town.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Agency Actual Actual Adopted Adopted Change
Hospice Support of Fauquier $1,000 $1,000 $1,000 $1,000 $0
Fauquier Community Food Bank 3,750 3,750 3,750 3,750 0
Fauquier Family Shelter 6,700 6,700 6,700 6,700 0
Fauquier Community Child Care 4,500 4,500 4,500 4,500 0
Fauquier Free Clinic 10,000 10,000 10,000 10,000 0
Piedmont Dispute Resolution
Center 1,000 1,000 1,000 1,000 0
Circuit Rider 39,961 44,987 41,942 110,665 68,723
Circuit Rider – Vehicle Expenses 15,749 15,227 15,000 15,000 0
Literacy Volunteers of Fauquier
County 2,500 2,500 2,500 2,500 0
Fauquier CADRE 2,000 2,000 2,000 2,000 0
Rappahannock-Rapidan Medical
Reserves 500 500 500 0 (500)
Fauquier Community Action
Committee 10,000 10,000 10,000 10,000 0
Families4Fauquier 2,000 2,000 2,000 2,000 0
Leadership Fauquier 3,000 3,000 3,000 0 (3,000)
Boys & Girls Club of Fauquier 10,000 10,000 30,000 10,000 (20,000)
Piedmont Symphony Orchestra 1,000 1,000 1,000 0 (1,000)
Bluemont Concert Series 10,000 10,000 10,000 0 (10,000)
Allegro Community School of the
Arts * includes VCA grant funding - - - 10,000 10,000
Fauquier Historical Society 10,000 10,000 10,000 10,000 0
Warrenton-Fauquier Heritage Day 2,500 2,500 2,500 0 (2,500)
First Night Out 5,000 5,000 5,000 0 (5,000)
Main Street Program (now 28,496 20,000 20,000 40,000 20,000
Experience Old Town Warrenton)
Warrenton Caboose 1,000 1,000 1,000 0 (1,000)
Lord Fairfax Community College 7,500 17,500 2,500 7,500 5,000
Piedmont Environmental Council - 6,313 - -
Total $178,156 $190,477 $185,892 $246,615 $60,723

Descriptions of the organizations requesting contributions from the Town are provided below.
Hospice Support of Fauquier
Hospice Support of Fauquier is a volunteer organization which provides non-medical,
supportive care to terminally ill patients and their families. The organization requested a
$5,000 contribution; the adopted contribution is $1,000.
Fauquier Community Food Bank / Thrift Store
The Fauquier Community Food Bank / Thrift Store provides food and household provisions
to residents of Fauquier County living below federal poverty guidelines. The organization
requested a $5,000 contribution; the adopted contribution is $3,750.
Fauquier Family Shelter Services
Fauquier Family Shelter Services (FFSS) was established in 1988 by concerned individuals
and social service agencies to alleviate the pain of poverty and homelessness in Fauquier
County. FFSS provides the only emergency shelter in the County and provides an intensive
one year program at nearby Vint Hill to assist families in transitioning from being homeless
to maintaining stable and independent living. The adopted contribution is $6,700.
Fauquier Community Child Care
The Fauquier Community Child Care (FCCC) program, which provides affordable childcare
in concert with Fauquier County Public Schools, provides an important child care service to
Warrenton residents at Brumfield, Bradley and P.B. Smith Elementary Schools. The adopted
contribution is $4,500.
Fauquier Free Clinic
The Clinic provides primary medical care to uninsured residents with a special effort to
include all children. Local practitioners who volunteer their time and talent provide all
medical and dental care. The Town’s donation will be used to purchase medications for
uninsured residents of the Town and to support operations. The adopted contribution is
$10,000.
Piedmont Dispute Resolution Center
The part-time staff at the Piedmont Dispute Resolution Center works with the court system
and staff are assigned by the courts to a wide range of mediation responsibilities involving
juvenile and domestic abuse, domestic problems, divorce, and juvenile issues. In addition,
the Center trains peer mediators for the school system who are often able to resolve issues
between students before they escalate into serious problems. The adopted contribution is
$1,000.

Virginia Regional Transit - Circuit Rider
Operated by Virginia Regional Transit (VRT), the Circuit Rider provides access to affordable
transportation for Town residents. Federal funding covers 50% of the expenses associated
with the program, 32% represents the Town’s share of funding, and the remaining 18% is
provided by the State. Circuit Rider is expanding their service by adding routes and extended
hours. The Town is proposing to fund the federally prescribed local match total of $125,665
by providing $110,665 in direct funding, and $15,000 of “in-kind” services necessary to fuel
the bus. The in-kind figure is budgeted based on historical costs. The PATH Foundation has
pledged $45,815 to offset the Town’s cost-share.
Literacy Volunteers of Fauquier County
The overarching goals of Literacy Volunteers of Fauquier County (LVFC) are to improve the
reading, writing, basic communication, study and computer skills of adults in our community
and to promote learning as a fundamental goal. LVFC provides these services at their
headquarters in Warrenton, the Warrenton Library and at other cooperative sites throughout
the County. They also provide one-on-one tutoring in reading, writing, and math skills as
well as English as a Second Language (ESL). The adopted contribution is $2,500.
Fauquier CADRE
Fauquier CADRE, (Community Alliance for Drug Rehabilitation and Education) is dedicated
to minimizing the threat of alcohol, tobacco, and drug use in the Fauquier County
community. CADRE, although primarily dedicated to adolescents and young adults, readily
provides information, education, and referrals to all persons who need assistance with
alcohol, tobacco, and drug prevention. The adopted contribution is $2,000.
Fauquier Community Action Committee (Head Start/Bright Stars Program)
The Fauquier Community Action Committee (FCAC) Head Start/Bright Stars program
provides a quality comprehensive preschool program to children and families of low income
in Fauquier County. The program is offered to 3 and 4 year olds that meet the federal
income poverty guidelines. The adopted contribution is $10,000.
Families4Fauquier
Families4Fauquier provides affordable activities and entertainment for families in Fauquier

County and is dedicated to promoting community involvement by uniting and connecting
local area families. The adopted contribution is $2,000.
Boys & Girls Club of Fauquier
The mission of the Boys & Girls Club is to help boys and girls of all backgrounds, especially
those in need, to build confidence, to develop character and to acquire the skills needed to

become productive, civic-minded, responsible adults. The organization has requested
$15,000 in funding; the adopted contribution is $10,000.
Allegro Community School for the Arts
With the dissolution of Bluemont Concert Series in early 2018, Allegro Community School
for the Arts has volunteered to provide a series of concerts in Warrenton for FY 2019. They
have requested the same amount of funding that Bluemont historically received from the
Town. A Virginia Commission for the Arts Creative Communities Partnership grant
application has been filed to supplement the program. This is the grant program that was
used to supplement the Bluemont Concert Series in the past. The adopted contribution is
$10,000 which consists of $5,500 in Town funding to serve as a match to the VCA grant
funding of $4,500.
Fauquier Historical Society
The Fauquier Historical Society operates the Old Jail Museum, which is centrally located in
the Town of Warrenton and open six days a week. The purpose of the organization is to
preserve and maintain objects, documents and other memorabilia of historic interest
pertaining to the County of Fauquier, the Commonwealth of Virginia, or the United States.
The adopted contribution is $10,000.
Warrenton-Fauquier Heritage Day
Due to the cancellation of their program during FY 2018, the organizers of Warrenton-
Fauquier Heritage Day will utilize those funds for their FY 2019 program.
Main Street Program
The Main Street Program function is provided by Experience Old Town Warrenton (EOTW),
a community non-profit organization committed to building a Main Street District of thriving
business, history, and social activities. The Program envisions a vibrant, beautified Old
Town Warrenton with a focus on a dynamic, organized district of retail and restaurants that
preserves and builds upon our historic character. Such vitality fosters opportunities for
growth: economically, socially, and culturally. This vision supports and attracts businesses
and visitors, and just as importantly, directly enhances the quality of life for the residents of
our community. Support for the Program for Fiscal Year 2019 is adopted to increase by
$20,000 to provide funding of $40,000.
Lord Fairfax Community College
Since 2017, the Town has provided $7,500 to fund two scholarships for one year for Town of
Warrenton residents. The program consists of an academic scholarship and a work force
scholarship. This scholarship will be funded at the same level for FY 2019.

DEBT SERVICE
Program Description
This function includes the funding for principal and interest payments for General Fund
lease/purchase agreements and general obligation bonds.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Principal $520,555 $448,000 $458,000 $560,040 $102,040
Interest 204,261 188,290 175,298 174,190 (1,108)
Fiscal Charges 300 300 300 300 0
Total $725,116 $636,590 $633,598 $734,530 $100,932
Debt service payments totaling $734,530 are budgeted for FY 2019, which is an increase of
$100,932 compared to FY 2018.
The bulk of the debt service is for bonds issued in support of the construction of Recreation
facilities. In FY 2013, the Town advance refunded its Series 2006A bond to achieve debt service
savings through 2032 of $1,057,848. The Town owed principal and interest payments on the
Series 2006A bond through August of 2016. The Debt Service Schedule for the 2012 Refunding
Bond was structured with lower initial principal payments through that date in order to equalize
the annual requirements. The annual savings realized is approximately $49,000 - $50,000.
Principal and interest payments totaling $633,598 are budgeted for FY 2018. Service fees of
$300 are also included.
In 2017, the Town entered into a capital lease to finance the purchase of six new police vehicles.
The debt service totals $69,793.78 for FY 2018. The Town plans to purchase another six police
vehicles in FY 2019 under a similar financing arrangement. It is anticipated that one debt
service payment under this new lease will occur in FY 2019. An estimate of $36,500 has been
budgeted to cover this payment.

TRANSFERS
Program Description
This function accounts for the transfer of funds from the General Fund to other funds as
necessary to supplement operations and capital programs.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Transfer to Actual Actual Adopted Adopted Change
Capital Projects $369,000 $675,663 $1,804,785 $2,069,944 $265,159
Total $369,000 $675,663 $1,804,785 $2,069,944 $265,159
The FY 2019 requested transfer to the Capital Improvement Program Fund represents the
difference between the total estimated costs of the projects budgeted in the Capital Improvement
Program Fund and the funding to be received under the VDOT Revenue Sharing program. Of
the total, $2,069,944 will be taken from the General Fund Unassigned fund balance and $50,000
will be taken from cash proffers on hand.

CAPITAL IMPROVEMENT PROGRAM FUND
Budgeted amounts for the Capital Improvement Program Fund are derived from the first year of
the five year Capital Improvement Program (CIP) document each year. The CIP is updated
annually, at which time the schedule and projects are evaluated, and any new projects may be
added. The threshold for inclusion in the CIP is $10,000. The CIP document is presented to the
Planning Commission for comments prior to being forwarded to Council each year. The
Planning Commission typically conducts a work session followed by a Public Hearing on the
CIP. Their recommendations are considered by the Town Manager in the formulation of the
budget for the Capital Improvement Program Fund. The CIP document may be found under a
separate tab in the adopted budget binder.
Revenue that is specifically related to projects is budgeted within the Capital Improvement
Program Fund, with the balance financed by a transfer from the General Fund.
FY 2018 FY 2019
REVENUE Adopted Adopted
Local Revenue $ 0 $ 46,141

State Revenue 71,500 12,500
Federal Revenue 0 361,127
Proceeds from Indebtedness 0 393,450
Transfers In 1,804,785 2,069,944
Total Capital Projects Revenue $ 1,876,285 $ 2,883,162
EXPENDITURES
Capital Projects $ 1,876,285 $ 2,883,162

Total Capital Projects Expenditures $ 1,876,285 $ 2,883,162

Capital Improvement Program Revenue
FY 2016 FY 2017 FY 2018 FY 2019
Local Revenue $0 $0 $0 $46,141 $46,141
State Revenue 136,235 217,000 71,500 373,627 302,127
Proceeds from indebtedness 0 0 0 393,450 393,450
Transfers 369,000 876,153 1,804,785 2,069,944 265,159
Use of Fund Balance 0 180,000 0 0 0
Total Capital Improvement
Program Fund Revenue $505,235 $1,273,153 $1,876,285 $2,883,162 $1,066,877
Local Revenue
Interest Revenue
This category accounts for the interest earned on proceeds from indebtedness that are invested
until expenditures are incurred and requested to be reimbursed from the proceeds. The
estimate for FY 2019 is $1,000.
Fauquier County
Funding in the amount of $45,141 represents Fauquier County’s share of the Timberfence trail
project.
State Revenue
Virginia Department of Transportation Revenue Sharing
This program provides funding to construct or improve the highway systems within the Town
limits. Local funds are matched with State funds 50/50 for qualifying projects.
Federal Revenue
Virginia Department of Transportation TAP Grant
Funding of $361,127 is estimated for FY 2019 in support of the Timberfence Trail project.
Proceeds from Indebtedness

For FY 2019, the Town will enter into a lease-financing arrangement to fund the acquisition of
six new police vehicles.
Transfers
Transfer from General Fund
This is the balance of funding necessary to implement the requirements of the annual CIP
program. For FY 2019, the $2,069,944 transfer is entirely funded by the use of fund balance in
the general fund.

Capital Improvement Program Expenditures
Program Description
The Capital Improvements Fund represents the best efforts of the Town’s citizens, Council, staff,
and Planning Commission to identify and recommend major construction projects over the next
five years for the Town in a manner which allows for long-range fiscal planning utilizing
available tax dollars. Comparisons to the prior year, apart from overall dollar amount, are not
provided as the types of projects from one year to the next vary a great deal.
Description FY 2019 Adopted
VDOT Broadview Avenue Improvements $25,000
TS Interconnectivity – Lee Hwy. 25,000
PW Shop and Yard Improvements 30,000
4th to 5th Street Connector 12,000
SWM – BMP Retrofit 50,000
Turn Lane Shirley Avenue 85,000
Sidewalk Construction 87,802
Dump Truck Replacement w/Plow 204,000
Vehicle Wash Area; MS4 57,600
Police Department Solar Conversion 201,700
Crosswalk Improvements 25,000
P25 Compliant Radio System Upgrade 275,201
Police Department Vehicle Replacements 393,450
Parking Enforcement Officer Vehicle 10,000
WARF Fitness Equipment Replacement 37,000
Fields Trail Completion 40,000
UV Disinfection/Pools 35,000
Rady Park Playground Replacement 225,000
Park Trash Cans 10,000
Parks & Rec Truck Replacement 32,000
Timber Fence Trail 451,409
Pickleball Court 50,000
Permit Tracking Software 20,000
Green Streets Program 15,000
Main Street Design Plan 85,000
Limited Widening of Sidewalks in Old Town 25,000
Update Public Facilities Manual (PFM) 50,000
Gateway Improvements 70,000
Vehicle Replacements 56,000
Fire Engine Class A Pumper Replacement 200,000
Total Capital Improvements Fund Expenditures $2,883,162

Project Descriptions
VDOT Broadview Avenue Improvements ($25,000): This project is to improve safety and
access management to businesses. The project originated as a VDOT Urban Project which is
currently in the design phase with construction grant funding requested under SMART Scale
and HSIP Programs. It calls for raised medians, landscaping, stormwater management,
pedestrian safety and evaluation for potential additional signalization along the corridors
between Waterloo Street and Winchester Street Intersections. The program amount
represents the Town’s small cost share of the program. Urban projects are funded with a 2%
Town match.
Traffic Signal Interconnectivity, Lee Hwy. ($25,000): This project is to provide the
interconnection of the Broadview Avenue and Lee Highway traffic signals to facilitate
coordination and traffic flow. The project will enable the signals to communicate with each
other and be remotely monitored and adjusted. The project will consist of the latest “smart
technology” to enhance the traffic flow through the corridor in conjunction with the
Broadview Avenue improvements. This project is part of the VDOT Revenue Sharing Cost
Share Program.
PW Shop and Yard Improvements ($30,000): This project will provide site grading,
surfacing and drainage improvements to capture runoff and route through new BMP to treat
surface water prior to discharge to adequate channel. In order for the Town to meet its MS4
discharge permit requirements, all sites, particularly those owned and operated by the Town,
need to be in compliance with SWM Regulations.
4th to 5th Street Connector ($12,000): This project consists of the design and surveying of a
fifteen foot wide connector road from the southern end of S. 4th Street over to S. 5th Street.
The connector road will be to accommodate one-way traffic and a loop between the two
streets to facilitate vehicle flow. Also constructed will be a parking area for 14+ vehicles
adjacent to the Warrenton Branch Trail. Project will include a pedestrian sidewalk/trail
connection to 5th Street.
SWM – BMP Retrofit ($50,000): This project involves the conversion and retrofit of
existing SWM/BMP structures in the Town to enhance nutrient removal to achieve the goals
set in the Total Maximum Daily Load (TMDL) under the DEQ MS4 Stormwater Program.
FY19 project involves a retrofit of the Town owner SWM pond at Garrett Street and Shirley
Avenue for removal of acquired sediments to the original pond contours, installation of
forebay, and planting of wetlands vegetation.
Turn Lane Shirley Avenue ($85,000): This project is for the construction of a right turn lane
off of the Falmouth Street Roundabout by-pass lane into the existing Walmart entrance. This
will also include the shaving off of the existing “turn control island” currently forcing folks
to turn into the Walmart entrance, which would allow folks to continue in the thru-lane
towards the existing Alwington Road traffic signal. With the completion of the new traffic
roundabout at Falmouth and E. Shirley Avenue, a new right turn lane into the Walmart

entrance will improve the extension of the thru lane merge to the left prior to the Alwington
Road traffic signal, where the traffic circle thru lane turns into a right turn only.
Sidewalk Construction ($87,802): Construction of missing and deteriorated sections of

sidewalk at locations in the Town to provide safe pedestrian corridors. The FY19 project is
for Washington Street sidewalk from Culpeper Street to Garden Street. The sidewalk sections
will provide connectivity between existing sidewalks to provide safe walkways for
pedestrians.
Dump Truck Replacement w/Plow ($204,000): Purchase of a new Dump Truck with a snow
plow and stainless steel salt spreader. The truck is a primary work horse for repair projects
and snow removal. Salt and sand have deteriorated the body and frame of the current truck to
the extent that a replacement will be needed by FY19.
Vehicle Wash Area; MS4 ($57,600): This project is for a new 18 foot by 32 foot vehicle and
equipment wash pad, connected to the sanitary sewer system. MS4 Regulations require that
vehicle washing be done without pollutants entering the storm drainage and stream systems.
Due to our need to keep stormwater from entering our sanitary system and to stay in
compliance with regulations, we need the wash pad to be covered with stormwater shed away
from the wash water drain.
PD Solar Conversion ($201,700): This project is for the purchase and installation of 307
roof-mounted solar panels and inverters; DC/AC safety switches; disconnects and combiner
boxes to code; cables; connectors and wire as recommended from the Level 1 Energy Audit.
The total annual electricity consumption of the Police Station is 154,720 kWh. The projected
solar panel output is 154,078 kWh. Therefore with net metering, the Town can realize 100%
savings of the electricity cost on the building.
Crosswalk Improvements ($25,000): This project is for crosswalk improvements at Chestnut

and Falmouth, Waterloo at Warrenton Middle School and on Falmouth Street at Madison
Street trail crossings. Improvements will include reflective signage and bump out at Chestnut
with improved crosswalk. These improvements were identified in the Walkability Audit.
P25 Compliant Radio System Upgrade ($275,201): Fauquier County is in the process of
transitioning to the P25 compliant radio system for their Dispatch Center. This transition will
be in two phases, taking approximately two years. In order for WPD portable and cruiser
radios to transmit on the new system, they will need to be replaced with P25 compliant radios
and they will need to be reprogrammed to the P24 compliant bands. Motorola will only
support our model portable radio for four more years and has stopped supporting the cruiser
radios, so re-programming won’t be feasible for them.
Police Department Vehicle Replacements ($393,450): A total of six (6) new fully-equipped
police vehicles will be purchased and financed under a lease financing arrangement with
payments over five years.

Parking Enforcement Officer Vehicle ($10,000): Purchase of a SMART vehicle that would
be better suited as a PEO vehicle. A SMART vehicle would be easier to maneuver and more
fuel efficient that a full-size vehicle. Approval of this purchase would allow the PEO to
perform the duties in a more efficient and effective manner.
WARF Fitness Equipment Replacement ($37,000): Project consists of the replacement of

four elliptical trainers and two treadmills. In addition, two treadmills will be refurbished.
Having the cardio pieces refurbished extends their life by 3-5 years, but they will need to be
replaced at the end of the refurbished life expectancy.
Fields Trail Completion ($40,000): This project will complete the trail on the WARF
complex property around the fields. The trails around the fields at the WARF complex are
heavily used by walkers, bikers, runners, and school sports teams. Currently, there is an area
where the asphalt trail turns to gravel. This project will allow completion of the asphalt trail
so that users do not have to adjust to different terrain.
UV Disinfection – Pools ($35,000): This project is for the addition of ultraviolet light
disinfection to the leisure pool at the WARF. Ultraviolet light disinfection has been the
industry standard for many years. UV disinfection was part of the original design of the
WARF, but was eliminated to save on construction costs. UV is used as a supplemental
disinfection system in combating recreational water illnesses such as ecoli, cryptosporidium
and giardia. It also has the potential to improve air quality and reduce chemical use.
Rady Park Playground Replacement ($225,000): This project is for the replacement of the
playground at Rady Park. Rady Park is one of our most popular and heavily used parks. The
playground equipment was installed over 20 years ago and is starting to show its age. It is
beyond the manufacturer’s intended service life and should be replaced. The intention is to
replace the equipment with a more modern, themed playground set, so that children of all
abilities will be able to enjoy.
Park Trash Cans ($10,000): This project is for the replacement of half of the commercial
grade trash cans in all park facilities. There are currently several different styles of cans in
our parks and all of them are in generally poor condition. Parks personnel have pounded out
the dents and painted them, but they still look worn out and dated. The new cans will be
designed to deter wildlife from getting into the trash. The remaining cans will be upgraded
in FY 2020.
Parks & Recreation Truck Replacement ($32,000): This project is for the purchase of a new
¾ ton 4x4 long bed pickup truck for the Parks Department. The Parks and Recreation
maintenance crew only has one vehicle and when there is more than one event or when there
is a breakdown or maintenance issue, they have to borrow vehicles or use their personal
vehicles.
Timber Fence Trail ($451,409): This project is for the construction of a trail which would
connect the WARF and Rady Park. The trail will pass through Fauquier High School
property and will connect to Timber Fence Parkway. FY19 funding is for Segment One of

the trail. Segment Two will depend on funding in the next biennial VDOT TAP Grant
allocation. This grant, if awarded, would cover 80% of the cost of constructing the trail. The
Town and Fauquier County have agreed to split the remaining costs.
Pickleball Court ($50,000): This project is for the construction of two Pickleball Courts with
surrounding fence at Academy Hill Park. Pickleball is a fast moving racket sport which uses
a court smaller than a tennis court and a sport which is quickly gaining popularity. There are
currently no courts available in the Town of Warrenton.
Permit Tracking Software ($20,000): This project is for the purchase of permit tracking
software. Between 2012 and 2015, the department has seen an increase in permits by 66%,
with no additional staff or software for tracking permits. Community Development currently
has nothing available to them for the tracking of permits and zoning cases.
Green Streets Program ($15,000): Green Streets is a program to convert paved, vacant traffic
islands and medians into green spaces filled with shade trees, shrubs, flowers, and ground
cover. Such efforts to transform the streetscape are more than a matter of beautification; they
also have the potential to improve health. Green Streets can also be utilized to improve
stormwater management.
Main Street Design Plan ($85,000): This project is for the design of a Main Street Design
Plan to help guide development in Old Town, stimulate sustainable economic growth and a
renewed sense of place, and improve public accessibility. One of the principal attractions of a
downtown area such as Warrenton’s Old Town is an enjoyable pedestrian experience. A
Main Street Design Plan will help to best direct resources on Main Street to the greatest
advantage of the citizens and to create a unifying visual concept that can be utilized to
enhance the Town’s identity.
Limited Widening of Sidewalks in Old Town ($25,000): Multiple streets in Old Town only
have a sidewalk on one side of the street. This project proposes to widen these sidewalks to
5-feet. Widening the sidewalks on the streets with one sidewalk will improve pedestrian
accessibility and safety.
Update Public Facilities Manual (PFM) ($50,000): This project seeks to update the outdated
2006 Public Facilities Manual for items related to Community Development; including street
design construction, construction permits, and related definitions. While the Comprehensive
Plan sets the vision for the Town and the Zoning Ordinance lays out the codes governing
parcels, it is the PFM that instructs the details of site construction. The PFM needs to be
updated to reflect recent community initiatives like the Walkability Audits, Complete Streets
Guidance, and the Linger Longer Project.
Town Gateway Improvements ($70,000): This project seeks to implement the long standing
goal of constructing attractive gateways into the Town of Warrenton. One gateway per FY is
adopted to be funded for four years. At the conclusion, there will be a gateway median or
roundabout with landscaping and consistent signage welcoming visitors and residents alike.
The 2002 Comprehensive Plan includes key action steps, including creating Gateways to

Town. The goal was further examined from 2003 – 2010 when the Town embarked on
gateway overlay zoning ordinance overlay districts. It was again emphasized as an economic
development, transportation, and Wayfinding need in the 2016 Walkability Audit Report and
Complete Streets Guidance.
Vehicle Replacements ($56,000): Replacement of two Community Development vehicles

with a Sedan/SUV and a Pickup Truck. The current PT Cruiser is too small and scheduled for
replacement. The current Pickup was purchased used five years ago and is also scheduled for
replacement.
Fire Engine Class A Pumper Replacement ($200,000): This project is for the replacement of
Wagon 1B (Bravo). The current pumper is twenty-eight years old and was retained in order
to maintain the ISO classification along with ensuring sufficient capacity in the system. This
apparatus also underwent an engine and pump overhaul in 2009. The adopted sources of
funding are $50,000 from the Town General Fund and $560,000 to be financed by the
WVFC. The Town also funds a $150,000 contribution to WVFC, which was noted within
their section of the General Fund budget in prior years. WVFC has indicated that this
contribution is earmarked for equipment replacement. For FY2019, the $150,000 has been
moved to the capital improvement fund to more accurately align with the intended use of the
funds. This amount plus the additional $50,000 result in a total contribution to WVFC
capital for FY 2019 of $200,000.

WATER AND SEWER OPERATING FUND
Overview
The Town’s Water and Sewer Operating Fund, which includes all revenues and expenses for the
production and distribution of drinking water and collection and disposal of sewage in
Warrenton and certain areas surrounding the Town, is an enterprise fund. Monies used to
support this budget are derived via monthly collections for services used by the Town’s 4,944
residential and business accounts, plus other miscellaneous charges. The Town conducted a rate
study in Fiscal Year 2016. The adopted service rates included in this budget are based on the
results of that study.
SUMMARY OF WATER AND SEWER OPERATING BUDGET
FY 2018 FY 2019
Permits, Fees & Licenses $ 10,000 $ 10,000

Revenue from the Use of Money/Property 177,000 234,000
Charges for Services 5,348,138 5,508,806
Recoveries & Rebates 0 10,000
Miscellaneous Revenue 27,000 6,900
Grant Revenue 0 0
Non-Revenue Receipts 0 0
Transfers & Reserves 0 0
Total Water and Sewer Operating Revenue $ 5,562,138 $ 5,769,706
EXPENSES
Water Supply & Distribution $ 1,980,807 $ 2,098,908

Wastewater Treatment 1,780,063 1,825,866
Administration 848,782 879,028
Debt Service 128,310 519,516
Subtotal Operations $ 4,737,962 $ 5,323,318
Transfers 824,176 446,388
Total Water and Sewer Operating Expenses $ 5,562,138 $ 5,769,706

Current Staffing
Public Works/ Public
Utility Director
Assistant Director
Utility Dept.
Administration
Supervisor Supt. Supt. Supt.

Meters T&D Water Wastewater
Utility
Tech.
Meter Crew Chief Chief
Reader Leader Operator Operator
Sr.Admin.
Operator Operator Asst.
MEO II
A A
Utility Operator Operator B

Worker II B (2 + 2PT)
Chief
Utility
Utility Operator Operator Plant
Worker I (3) Trainee (PT) Trainee (PT) Mechanic
Utility Maintenance Maintenance

Locator (PT) Utility
Plant
Mechanic

Water and Sewer Operating Revenues
The following table provides a multi-year comparison of Water and Sewer Revenues by Source.
FY 2016 FY 2017 FY 2018 FY 2019

Source Actual Actual Adopted Adopted Change
Local Revenue
Permits, Fees & Licenses $9,980 $9,495 $10,000 $10,000 $0
Use of Money & Property 165,515 177,639 177,000 234,000 57,000
Charges for Services* 3,867,200 5,116,202 5,348,138 5,508,806 160,668
Recoveries & Rebates 59,133 89,364 27,000 16,900 (10,100)
Total Local Revenue $4,101,828 $5,392,700 $5,562,138 $5,769,706 $207,568
State Revenue $0 $0 $0 $0 $0
Non-Revenue Receipts** $222,200 $0 $0 $0 $0

Transfers & Reserves 141,319 0 0 0 0
Total Water & Sewer

$4,465,347 $5,392,700 $5,562,138 $5,769,706 $207,568
Revenue
* The Town conducted a rate study in Fiscal Year 2016. This budget projects a planned increase in
rates effective July 1, 2017 based on the results of the study.
** Effective July 1, 2017 the Water and Sewer Fund was split into an Operating and a Capital Fund.
Non-revenue receipts are now recorded in the Water and Sewer Capital Fund.
Local Revenue
Permits, Fees & Licenses – this category includes fees for establishing New Service, late fees
and reconnection fees. The estimate is based on historical revenue. For FY 2019, the revenue in
this category is estimated to be $10,000, which is no change from FY 2018. The following table
shows the current fees:
Fee Type Fee

New Service $25
Security Deposit $150 residential & commercial
Late Fee $5
Reconnection Fee $40
Use of Money & Property - The Town owns two residential properties located on the water plant
and reservoir grounds. These properties are leased to Town employees at market rates and
adjusted annually based on the Consumer Price Index. The Town also generates revenue from
leasing space on the Town’s water tower to telecommunications companies. Currently there are
four major carriers.

Interest and investment revenue fluctuates with the general economic conditions and the level of
utility fund cash balances. The FY 2019 estimate has been increased from FY 2018 based on
prior year actual receipts and prevailing market conditions. Additionally, proceeds from
indebtedness are invested pending requests for reimbursement of qualified expenses. The
earnings from these invested funds have been projected based on anticipated rates of capital
project expenses.
Charges for Services - The Town currently provides water and sewer services to approximately
4,897 residential and commercial customers, up 21 customers since last year, with a number of
the accounts being reactivations of prior dormant accounts in the Town and within its service
areas. The estimated revenue for Charges for services in the budget, based on the recommended
increase in the Water and Sewer rate study conducted by MFSG, is $5,508,806, or 95.5% of the
water and sewer budget.
The following rate schedule is adopted for July 1, 2018:
Base Charge (for usage < 2,000 gallons):

Meter IN TOWN RATES OUT OF TOWN RATES
Size Water Sewer Total Water Sewer Total
5/8 5.33 12.06 17.39 7.99 18.09 26.08
¾ 8.00 18.09 26.09 11.99 27.14 39.13
1 13.33 30.15 43.48 19.98 45.23 65.21
1½ 26.65 60.30 86.95 39.95 90.45 130.40
2 42.64 96.48 139.12 63.92 144.72 208.64
3 93.28 211.05 304.33 139.83 316.58 456.41
4 167.90 379.89 547.79 251.69 569.84 821.53
6 346.45 783.90 1,130.35 519.35 1,175.85 1,695.20
8 426.40 964.80 1,391.20 639.20 1,447.20 2,086.40
Commodity Rate, per 1,000 gallons

Usage Water Sewer Total Water Sewer Total
> 2,000 5.50 9.03 14.53 8.25 13.55 21.80
Recoveries & Rebates - Revenues generated in this category are minor in nature and difficult to
estimate on other than a historical trend basis. Included are costs expended or incurred, then
recovered. Deferred revenue is recognized annually for the Warrenton Training Center waterline
maintenance. This category also includes charges for the sale of meters and other connection
materials charged directly to contractors or homeowners. This figure is based on new
connections projected for the coming year. The revenue estimate for FY 2019 is $16,900 and
represents 0.3% of the water and sewer operating budget.

Water and Sewer Operating Expenses
During calendar year 2017, the water and wastewater treatment plants continued to operate
within treatment parameters as issued by the Virginia Departments of Health and Environmental
Quality. The water treatment plant produced an average of 1,186,000 gallons of potable water
per day and the wastewater treatment plant treated approximately 1,730,000 gallons of sewage
per day. Both numbers are below the 2.5 million gallon per day permitted for the wastewater
plant and the 2.3 million gallons per day (MGD) permitted for the water resources. Sewer flows
were slightly below 2016, but the reduction is primarily due to below normal precipitation years
with only 37 inches total of precipitation. The department initiated the sewer line rehabilitation
project during the later part of the calendar year, which was too late to have any impact to date.
The economy continued to be moderate in calendar year 2017 with 9 new accounts added. There
is the potential for significant growth in the coming year with Warrenton Crossing, the Rizer
property, and Alwington (out of town commitment) under review or awaiting final approval.
Although the past year experienced below normal precipitation, as stated above, no water
transfers were needed from the Airlie Reservoir.
The overall operating budget of $5,769,706 is an increase of $207,568 over FY 2018. Capital
outlay, chemicals, and electrical costs for water/sewer treatment continue to be major
expenditures. Part of the adopted budget is a moderate rate increase as recommended by the
2016 rate study.
The water treatment plant is in its seventh year of operation since the upgrade to 3.4 million
gallons per day capacity. Operations continue to be smooth without any significant issues. Staff
this past year activated a discharge permit, which allows a significant portion of the filter
backwash water to be returned to the reservoir, a double positive impact of reducing flow to
sewer plant and conserving water in the reservoir. A primary issue of concern has been the
reduction of trihalomethanes in the storage and distribution system, which was addressed this
past year with the completion of mixing systems in the tanks. The data to date is very positive,
but needs additional time for complete evaluation. Water production for the past three years has
remained fairly constant. There is the potential for increase in demand in the coming year with
the developments mentioned above.
The Meter Reading continues to function with only two personnel. Over 90% of the meters are
remotely or touch read. The remaining manual read meters are being addressed on an individual
basis under the operating budget. The metering system is accurate with unaccounted water
remaining at an acceptable level at 10% for the past year. New construction units are installed
with the latest devices with the material cost of the meter paid by the builder through the meter
fee. It is recommended that the meter material fee be raised to account for the administrative
handling by finance.
The Transmission and Distribution (T&D) section continues to be a maintenance related budget
with primary focus on servicing of the extensive and aging water-sewer system and new
construction only for minor projects. The program includes more flushing of waterlines,
adherence to the established schedule for annual and biannual valve & hydrant inspection and
more frequent cleaning of sewer lines to prevent backups. With the receipt of a replacement

CCTV for sewer line inspections, the section will be conducting a parallel effort to the Inflow
and Infiltration rehabilitation contract work to identify inflow and infiltration sources. The most
recently renewed wastewater treatment plant (WWTP) permit requires the development and
implementation of a collection maintenance and operation maintenance (CMOM) program by
August 1, 2017. This program will be administered by the T&D section.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Meter Reading $202,226 $220,758 $263,975 $261,988 ($1,987)
Source of Supply 901,871 966,506 1,054,858 1,142,311 87,453
Transmission & Distribution 633,664 589,557 661,972 694,608 32,636
Wastewater Treatment 1,642,276 1,370,600 1,780,063 1,825,866 45,803
Water & Sewer
Administration 702,976 692,027 848,784 879,028 30,244
Debt Service 109,447 124,989 128,310 519,516 391,206
Capital 544,568 0 0 0 0
Transfers 0 772,761 824,176 446,388 (377,788)
Total Water & Sewer
$4,737,028 $4,737,198 $5,562,138 $5,769,706 $207,568
Expenses
Detail regarding the adopted expenses for each department is described in the following sections.

Water and Sewer Operating - Meter Reading
Program Description
The Meter Reading Division is responsible for the reading of 4,944 water meters and providing
the data to the Finance Department for billing and revenue collection. In addition, the section
provides routine maintenance to all customer meters, to include the thawing of frozen meters due
to extreme cold weather, the inspections required under the State’s cross connection and
backflow prevention programs, periodic calibration and replacement of unserviceable meters.
The accuracy of readings is critical and enables the Town to collect the optimum amount of
revenue possible with the most reliable meter data. The meter calibration testing frequency
depends upon their annual usage, wear and tear and potential for revenue loss or generation.
Staff also responds to customer concerns relative to unusually high or low water bills and often
assists customers in identifying leaks in their service lines or homes and businesses. Staffing
level is being maintained at pre-1990 level with the 2 current employees in this budget. Staff
members are trained and help support public works in snow removal operations when needed.
Current Staffing
The Meter Reading Division is staffed by two full-time employees.
Goals
 Continue to provide a safe work environment with no lost-time accidents.

 To rotate and service bi-annual and tri-annual intermediate commercial water meters
within two months of their scheduled rotation.
 To have no more than five (5) misreads (over or under reads) per monthly reading period.
 Improve system which will reduce the number of door hangers required for notification
to customers for delinquent accounts.
 To complete monthly meter readings consistently on the same day each month.
 Notify customers of high usage within one (1) work day of original meter reading.
 Limit unaccounted water use to 10% or less.
 Replacement of auto read meters which are approaching the end of battery life.

Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $120,200 $125,638 $132,220 $131,243 ($977)
Operating 82,026 98,257 131,555 130,745 (810)
Capital 0 0 200 0 (200)
Total $202,226 $223,895 $263,975 $261,988 ($1,987)
Staffing Summary
Full-time 2.0 2.0 2.0 2.0 0.0
The adopted budget for the meter reading division remains level with the prior fiscal year. The
section is in a maintenance mode and continues to function with only two personnel. Over 90%
of the meters are remote or touch read. The remaining manual read meters are being upgraded
on an individual basis under the operating budget. With the predominance of automated meters
errors in monthly billings are very rare. A significant portion of the budget is in the “meter and
supplies” line, which is for new construction units that are installed with the latest radio remote
read devices with the material costs paid by the builder through the meter fee. Included in the
budget is for the replacement of approximately 150 existing auto read meters that are 10 years
and older with an estimated useful battery life of 10 – 15 years. This is on an as needed basis
with the current experience being that the batteries are lasting longer than programmed.

Water and Sewer Operating - Source of Supply
Program Description
The Source of Supply Division is responsible for the safe and efficient operation of the Town’s
municipal water supply assets, which consist of the water treatment plant, wells and reservoirs. The
operation strives to provide safe, aesthetically pleasing, and pleasant tasting water to meet the demands
of the Town’s over 4,944 residential and commercial customers. Included in the budget is the continued
long-term maintenance and servicing of the three water storage tanks (a 200,000 gallon backwash tank
at the treatment plant, the 500,000 gallon elevated tank and the 1,500,000 gallon ground storage tank).
Current Staffing
The Source of Supply Division is staffed by five full-time employees, supplemented by part-time
staff.
Goals
 To continue to ensure a safe work place with no lost time injuries.

 No sampling or reporting violations from required sampling at the water plant, wells or in
the distribution system.
 Operate the water plant within budget guidelines, maintaining all public health standards.
 Obtain satisfactory ratings on reoccurring major facility inspections.
 Closer monitoring/metering of production and sources of unmetered water use in order to
reduce wasted production time/operation due to water loss.
 Chemical Building: Construction Contract Awarded and under construction.

 Well #3 in operation with no issues.
 Strategic Water Supply Plan Update approved by DEQ.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $445,977 $452,402 $515,281 $518,176 $2,895
Operating 455,894 529,350 532,077 616,636 84,559
Capital 0 0 7,500 7,500 0
Total $901,871 $981,752 $1,054,858 $1,142,311 $87,454
Staffing Summary

The FY 2019 budget reflects an increase of $87,454 or 8.3% more than the FY 2018 budget. The major
increase in operational costs is due to the scheduled replacement of granular activated carbon. The
carbon has a 3-4 year life for the two filters. One filter is scheduled in the budget with the second filter
programmed in FY20. This is to balance both filters from degrading at the same period and maintain a
more consistent level of filter performance. Labor costs consist of full-time operators supplemented by
available part-time employees to man the plant under the two-man rule promulgated by the Virginia
Department of Health (VDH) and to assist with maintenance related activities at the plant and wells. The
Well #3 ion exchange treatment process requires additional monitoring and operator servicing, but is a
key water asset.
Energy and chemicals continue to be major cost elements. Electric costs are increasing 5+% as of July 1,
2018. General maintenance and the replacement of components are on the rise due to age and the rise in
costs for parts and instrumentation, but expenditures are held down by staff performing more
maintenance in house and only contract out as needed. During the year staff will be working with
consultants to update the Town’s Department of Environmental Quality (DEQ) Mandated Strategic
Water Supply Plan, which is the first iteration of the original plan approved in 2013. The plan update
was deferred from FY18 and is due December 2018. The staffing level is set at the minimum accepted
by VDH, which requires a minimum of two operators per shift of operation for plants licensed at 2
MGD or greater. At least one of the operators on duty must have a Class II license (equal or greater to
the classification of the facility).
The plant continues to operate 12 to 16 hours per day, 365 days a year. In 2017, the plant
produced an average of 1,189,315 gallons a day of water of good quality, as evidenced by the
seventeenth annual “Consumer Confidence Report” which was mailed to all customers in June
2017in accordance with federal law. There were no permit violations or VDH inspection
deficiencies during 2017. EPA is constantly evaluating unregulated contaminants for
consideration to add to the treatment requirements. In the adopted budget there are no new
contaminants requirements anticipated.
The plant continues to use the DEQ Discharge permit to allow between 1.5 and 2.0 million gallons per
month of filter backwash water to be returned to the reservoir. This action has a double benefit by
recharging the reservoir (particularly during dry conditions) and reducing flow to the wastewater
treatment plant to be treated, saving on treatment costs and capacity.

Water and Sewer Operating - Transmission & Distribution
Program Description
The Transmission and Distribution Division is responsible for the daily maintenance, repair and
servicing of over 87 miles of water line and 69 miles of sewer. Activities include repairing main
breaks, replacing old and deteriorated water and sewer lines, maintaining water and sewer line
easements, clearing obstructions from clogged sewage lines, collecting data with flow meters to
identify high areas of inflow and infiltration in the gravity sewage system. The water system is
flushed twice a year to remove sediments and minerals from the main lines. The over 734 fire
hydrants and valves are serviced annually. To ensure inadvertent disruption to service due to
accidents the section responded to 2,527 calls in calendar year 2017 for Miss Utility field locates
of water and sewage lines as mandated by law. The disinfection by product rule, and the fact
that Warrenton serves a population greater than 10,000, requires a more frequent flushing of the
far reaches of the system (especially dead-end lines).
Current Staffing
The Transmission and Distribution Division is staffed by seven full-time employees.
Goals
 Insure a safe work place with no lost time accidents.
 Maintain distribution system to deliver high quality, safe and reliable water service to all
customers.
 Complete water line breaks within 8-hours of notification.
 Through systematic maintenance of sewer lines (inspection & flushing), reduce to zero
the occurrences of any sewer back-ups on private property due to obstructions in the lines
and particularly, any in which the Town would be responsible.
 No Miss Utility violations of rupturing or cutting of other utility lines.
 Maintain and timely report the first year of the Town’s Capacity Management, Operation
and Maintenance (CMOM) Program as mandated by DEQ. Report due each August.
 Sewer Rehabilitation measures to reduce I&I; support the town’s contract effort.
 Complete installation of the Blackwell Road waterline to loop and provide reliability to
Warrenton Lakes.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019
Personnel $486,047 $454,469 $508,611 $516,189 $7,578
Operating 147,017 131,846 149,861 156,429 6,568
Capital 600 574 3,500 21,990 18,490
Total $633,664 $586,889 $661,972 $694,608 $32,636
Staffing Summary
Full-time 7.0 7.0 7.0 7.0 0.0

The FY 2019 budget of $694,608 for the Transmission and Distribution section is a maintenance
budget with an increase of $32,636 (4.9%) compared to FY2018. This department represents
12% of the Water and Sewer Operating Fund budget. The personnel category projects an
increase of $7,578 due to merit and healthcare costs.
The section continues to focus in the coming year on the maintenance and servicing of the
extensive and aging water-sewer system. The program includes flushing of waterlines,
adherence to the established schedule for annual and biannual valve & hydrant inspections and
more frequent cleaning of sewer lines to prevent backups. The CCTV will see more use in sewer
line inspections. The section will be conducting a parallel effort to the Inflow and Infiltration
(I&I) rehabilitation contract work to identify inflow and infiltration sources. This is the second
year of the CMOM program, which is tied to the WWTP discharge permit, but is primarily
administered by the T&D section. The small capital items in the operational budget involve a
push camera for sewer laterals ($9,300) and a replacement pipe trailer ($9,690).

Water and Sewer Operating - Wastewater Treatment
Program Description
The Wastewater Treatment Plant Division is responsible for processing of the community’s
sanitary sewage to regulatory standards to protect the downstream environment and user, be that
user a private property owner, another city or district, an industry, or a fisherman. Laboratory
testing is performed on the wastewater and receiving waters to ensure compliance with receiving
stream standards or discharge requirements put in place by the Department of Environmental
Quality (DEQ). Testing for Biochemical Oxygen Demand, Total Suspended Solids, Total
Residual Chlorine, pH, Dissolved Oxygen, Total Kjeldahl Nitrogen, and Ammonia are tested
daily. Annual testing includes the Toxic Monitoring Program, 503 Sludge monitoring, and the
annual Pretreatment report submitted by Town staff.
The wastewater plant is rated as a 2.5 MGD Class I facility. Treatment begins at the head works
with screening and grit removal, followed by primary sedimentation. The second process
involves biological treatment with Rotating Biological Contactors (RBC’s), soon to be replace
with Moving Bed Bio Reactors (MBBR). The third phase employs chemical coagulation and
flocculation followed by secondary sedimentation. The final stage of treatment includes nutrient
removal via deep bed filtration, disinfection with ultraviolet lamps, and post aeration before
discharge into the unnamed tributary to Great Run. Sludge that is generated by the treatment
process is anaerobically digested, dewatered by a 2 meter belt press, hauled away by an outside
contractor and land applied. In addition to the operation of the wastewater treatment plant, the
section is also responsible for the operation and maintenance of eight sanitary sewer pump
stations.
Current Staffing
The Wastewater Treatment Plant Division is staffed by eight full-time employees, supplemented
by part-time staff.
Goals
 To insure a safe work place with no lost time accidents.

 Operate the plant within the guidelines of the VPDES Discharge permit with no Notice of
Violations or Warning Letters.
 Continue to operate the plant with the minimum staffing of two 8-hour shifts.
 Pass the annual DEQ lab inspection without any “qualifiers”.
 Minimize foul odors and complaints received.
 No by-pass or overflow violations from pump stations or WWTP facility operation.
 Moving Bed Bio Reactor project under construction.

 Reclaimed non-potable water provided to WARF for fields irrigation.

 Support to T&D Section and contractor in targeting areas for I&I rehab/abatement.
 Pump Replacements at Cedar Run PS with submersible pumps.
 Update design of the Rady Park Pump Station
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $644,369 $644,647 $695,979 $718,831 $22,852
Operating 997,308 953,890 1,079,584 1,102,535 22,951
Capital 599 0 4,500 4,500 0
Total $1,642,276 $1,598,537 $1,780,063 $1,825,866 $45,803
Staffing Summary
The FY 2019 budget of $1,825,866 represents an increase of $45,803, or 2.6%, compared to the
FY 2018 budget. The increase in the personnel category reflects the impact of merit increases
and rising costs for health benefits. A full-time Operator B position has been added in the FY
2019 adopted budget, and is offset by the elimination of two part-time operator positions.
Costs for chemicals, energy and general repairs continue to be major portions of the budget. The
plant is meeting the nutrient reduction goals/limits set by DEQ with no problems at this time, but
it requires additional chemicals and electricity to pump to the de-nitrification filters. Town was
notified by Dominion power that electrical costs will increase 5+% as of July 1, 2018. Staff has
been working in recent years to replace many of the plant components nearing their 25 year life.
A major effort in this area is the replacement of the rotating biological contactors (RBC’s) with
the MBBR, which is funded for construction in the capital outlay program. This will be a major
improvement to the plant performance and efficiency with potential expansion of the permit in
2021. The Town being in the Chesapeake Bay watershed continues to present challenges to the
discharge from the wastewater treatment plant.
The Town’s wastewater treatment plant (WWTP) processed and treated an average of 1,670,000
gallons of sewage per day in 2017, this is a continued drop due to below normal precipitation for
the past 3 years, thus the lower water table reducing infiltration. With a return of wetter
conditions I&I will increase and test the Town’s I&I program which is in the second year of a
multiyear program to rehabilitate sewer lines to prevent the intrusion of ground and surface
water. FY 2019 is poised to potentially experience a growth trend with Riser Project (77 units)
site plan approved and Warrenton Crossing (135 units) in final approval process. Alwington and
several other large projects are in the preliminary planning stage, all to add flows to the sewer
plant.

Water and Sewer Operating - Administration
Program Description
This Administration Division budget houses costs associated with the Public Utilities
Administrative Section, which is the responsibility of the Director of Public Utilities, a licensed
engineer. The Director manages the overall operation of water production and wastewater
treatment, water line construction and maintenance, meter reading, and capital projects. This
budget also funds the administrative activities at Town Hall associated with the billing for
water/sewer services and the accounting for the enterprise fund. The department is responsible
for the management and oversight of the other utility budgets. It is the mission of department to
ensure safe drinking water and environmentally compliant wastewater treatment to protect public
health and to keep the public informed through the annual “Consumer Confidence Report”.
Current Staffing
The Administration Division is staffed by six equivalent full-time employees. Also included are
the allocations of general government salaries that support the water and sewer operating fund.
Goals
 Submit all monthly and re-occurring reports mandated by state and federal agencies with
100% accuracy and on time.
 Address public inquires/complaints with an initial response within one work day of
receipt.
 Look for opportunities to integrate utility operations with the MS4 objectives, particularly
in the nutrient removal area.
 Maintain fiscal accountability/stewardship of the Town’s resources at all times.
 Educate water customers on program policies and procedures as they relate to water and
sewer issues by utilizing the Town’s newsletter.
 Continue to analyze water losses, investigate new detection methods and pursue any
methods, which can help reduce unaccounted for water losses.
 Provide master planning for Capital Improvements to insure the utility infrastructure
stays ahead of the growth of the community and demands of the customers.
 Insure utility operations are in compliance with all regulatory agencies (VDH, DEQ,
EPA, etc.)
 Strategic Water Supply Plan as mandated by DEQ

 Refine the Collection Maintenance and Operation Maintenance (CMOM) Program that
was initiated in 2018.
 Manage and oversight of Utility Capital Outlay Projects:
a. WTP Chemical Building
b. WWTP RBC/MBBR Upgrade
c. Sewer Rehab, I&I Abatement

d. Mixing and Aeration System for Mountain Storage Tank.
e. Flusher Truck and Trailer Shed
f. Replace 2 vehicles and Vibratory Roller
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $501,425 $556,878 $631,976 $666,644 $34,668
Operating 191,807 129,767 216,308 212,384 (3,924)
Capital 10,354 0 500 0 (500)
Total $703,586 $686,645 $848,784 $879,028 $30,244
Staffing Summary

Included within the budget are 100% of the salaries of a Senior Administrative Assistant and
Utilities Technician and a portion of the salaries and expenses of the Town Manager, Finance
and Human Resources Director, Accounting Supervisor, Public Works/Utility Director, Assistant
Director, and Account Technicians, all of whom are full time town employees, but are only
budgeted for that portion of their work performed for the Water and Sewer Operating
Department. The personnel increases reflect anticipated merit and benefit costs.
Staff continues to work with consultants in improving plant operations, identifying infrastructure
upgrades and evaluating the water and sewer system impacts of adopted developments on the
system’s ability to serve. Staff also continues to monitor and investigate operational
improvements to enhance nutrient removal in the WWTP treatment process - the objective being
to not just meet the permit limits, but also to generate nutrient credits for the Town’s MS4
Stormwater mandate and potential permit expansion in the 2021 permit renewal cycle. This past
year the plant again easily met the 4 mg/l nitrogen limit and generated potential nutrient credits
to be applied to the MS4 Stormwater Program. Currently there is no demand for credits in the
Rappahannock River basin, but the Town may be able to use the credits towards the DEQ
requirements for water quality improvements under the General Fund MS4 program.
Staff continues to evaluate operations to balance production, staffing and demands to better serve
the Town. A main objective of staff is to ensure there are adequate utility resources to support
community build-out requirements. The focus is on increasing sources of water and recapturing
of sewer capacity. The professional services line item is for outside consulting assistance to help
resolve problems and help with identifying future program requirements primarily for the water
and wastewater treatment plant operations. Included in proessional services is $20,000 to update
the Town Strategic Water Supply Plan, which was approved in 2013 and is required to be
updated every 5 years by DEQ.
With the utility service population over 10,000, the water and sewer system is a “medium”
category system with the associated regulatory demands and requirements on staff resources.
Staff will continue to stay current with the latest operational technology and ahead of regulatory

changes, along with positioning the Town to take advantage of any grant funding, as it may
become available.
Water and Sewer Operating - Debt Service
This category includes principal, interest and related charges associated with the issuance of
long-term debt for capital improvements. Total debt service for FY 2019 is $519,516
A General Obligation bond was issued in 2016 in the principal amount of $5,020,000. Principal
and interest payments totaling $301,010 will be due in FY 2019.
As of the preparation of this adopted budget, the town is in the initial stages of borrowing
another $7,160,000. Debt service of $218,506 has been included for this new borrowing.
Water and Sewer Operating - Transfers
The surplus of operating revenues over expenses is transferred to the Water and Sewer Capital
Fund. The adopted transfer for FY 2019 is $446,388.

WATER AND SEWER CAPITAL FUND
Overview
The Town’s Water and Sewer Capital Fund is an enterprise fund that accounts for revenue
earmarked for capital improvements and the costs associated with those improvements.
SUMMARY OF WATER AND SEWER CAPITAL BUDGET
FY 2018 FY 2019
Miscellaneous Revenue $ 12,157 $ 62,100

Availability Fees 850,000 843,000
Proceeds from Indebtedness 3,103,667 9,450,000
Transfers / Reserves 824,176 2,096,312
Total Water and Sewer Capital Revenue $ 4,790,000 $ 12,451,412
EXPENSES
Capital Projects $ 4,790,000 $ 12,451,412

Total Water and Sewer Capital Expenses $ 4,790,000 $ 12,451,412

Water and Sewer Capital Revenue
Miscellaneous Revenue
This category accounts for investment earnings from the Water and Sewer Bond Proceeds
invested with the Virginia State Non-Arbitrage Program. While rates are increasing, funds will
be drawn down at a faster rate as progress continues on budgeted capital projects.
Availability Fees
Water and Sewer one-time availability fees for new and rehabilitated construction are recorded
in this line item. With the implementation of GASB 33 in FY 2001, availability fees are recorded
as non-revenue receipts and added to net position.
Non-revenue receipts are difficult to estimate and are directly related to new development or new
construction in the Town and within its service area. This category reflects a total of $843,000
for FY 2018 based on expected activity related to adopted developments. There are a number of
potential projects in the initial planning stage, which if accelerated could provide additional
revenue. This category represents 17.7% of the water and sewer capital budget.
Proceeds from Indebtedness

The Town issued a bond in FY 2016 for $5,020,000 through Middleburg Bank to finance several
years of planned capital improvements in the Water and Sewer Capital Fund. An additional
$7,160,000 was borrowed in 2018. The $9,450,000 includes the full amount of the 2018
borrowing and the balance of the 2016 borrowing.
Transfers / Reserves
This amount represents a transfer from the Water and Sewer Operating Fund for the excess of
revenue over expenses. The adopted transfer for FY 2019 is $446,388. Additionally, the
adopted budget uses $1,678,300 of capital reserves to fund the program.

Water and Sewer Capital Fund - Capital Projects
This budget includes funds for construction of new projects or rehabilitation work under the
Council’s guidelines for capital projects and purchases of new equipment for water and sewer
operations. The Water and Sewer Capital Budget for FY 2019 is $12,451,412, summarized as
follows:
Project Amount
Chemical Building 1,922,052
Sewer Line Rehabilitation – Inflow and Infiltration 600,000
Wastewater Treatment Plant Upgrades (RBC Replacement) 9,450,000
Rady Park Pump Station 45,000
Water Storage Tank Mixing & Aeration 85,000
Blackwell Road Waterline Extension 145,200
Vibratory Roller Replacement 35,000
Vehicle Replacement – Utilities Technician 32,000
Vehicle Replacement – WTP 40,000
Truck Water Filling Station 25,000
Water Reuse Network to WARF 47,160
Broadview Avenue Hydrants 25,000
Total $12,451,412
Project Descriptions
WTP Chemical Building ($1,922,052): This project consists of design and construction of a 75
ft. by 40 ft. chemical building to house the chemical treatment apparatus for the Water Treatment
Plant. The building will provide storage of chemicals and feed systems for a new sodium
hypochlorite system to replace gaseous chlorine for disinfection, caustic soda to replace soda
ash, new fluoride storage and a corrosion inhibitor feed system. Also includes upgrades to feed
systems and metering pumps.
Sewer Rehab I&I ($600,000): The FY19 project is to build on the prior year effort, which
focused on finding problem areas and recommending rehabilitation methods with the actual
remediation of the system. FY17/18 programs focused on assessing Plant North and South,
Taylor and Cedar Run South basins with smoke testing, dye testing and video TV’ing of sewer
mains to identify failing sections. The FY19 program will primarily consist of efforts to
remediate those areas identified. Rehab efforts will include, but not limited to, sewer main
relining, replacement, manhole rehabilitation, sealing lateral connections and other methods to
eliminate intrusion to the system.
WWTP Upgrades – RBC Replacement ($9,450,000): The project consists of the replacement of
the original installed equipment Rotating Biological Contractors (RBC) with the next generation
Moving Bed Biological Reactor (MBBR) to enhance treatment of biological oxygen demand
(BOD) and re-denitrification. Replacement is sized to facilitate future permitting of the plant to

potentially allow the permit renewal in 2020 to be increased above the current 2.5 million gallons
per day.
Rady Park Pump Station ($45,000): Upgrade of the Rady Park Pump Station with architectural
features to compliment the park setting (brick/stone veneer) and a gable roof. The existing
station is primarily underground (thus referenced as a submarine station) and more difficult to
maintain and service. The adopted station will have a new wet well and prefab building to house
controls and electrical components.
Water Storage Tank Mixing & Aeration ($85,000): This project is the third phase of the project
initiated in FY15 to install mixer, aeration and ventilation systems in the two drinking water
storage tanks. The project provides spray aeration and tank ventilation to remove
trihalomethanes (THM) for the 1.5 million gallon mountain tank. The VDH required an
assessment of the complete system to address the problem and the mixing and air stripping of
THMs in the storage tanks was deemed the most practical and efficient solution.
Blackwell Road Water Line Extension ($145,200): This project involves the extension of a 10-
inch ductile iron pipe water line from the Water Treatment Plant along Blackwell Road to the
Town’s existing water line in Warrenton Lakes. This would loop the water supply to the
Warrenton Lakes Subdivision. A looped system improves water quality and reliability. Presently,
Warrenton Lakes has only one supply feed from the Town’s water supply network and the well
only supplies a minor portion of the water supply. With a looped system, water service would
continue to be provided in case of an emergency break on the main service line.
Vibratory Roller Replacement ($35,000): Replacement of the 2001 Ingersoll Rand TC13
Vibratory Roller. This piece of equipment is a necessity when laying water or sewer main pipes.
Proper compaction is required when backfilling pipe tranches to avoid damage to the pipe and to
avoid surface settling issues after the road is repaved. The new trench roller will be able to
compact in a straight line and also articulate in curved trenches.
Vehicle Replacement – Utilities Technician ($32,000): Replacement of the Utilities Technician

vehicle with a replacement 4WD Ford F150. The current vehicle is a 2000 Dodge Dakota which
will be 19 years old in 2019 and in need of replacement due to deteriorated body and frame. The
Utility Technician utilizes the vehicle for cross-connection and backflow prevention inspections,
and related utility department work. The vehicle is also tasked with after-hours frozen water
meter service calls.
Vehicle Replacement – WTP ($40,000): Replacement of the Water Treatment Plant vehicle with
an F150 Extended Cab 4x4 service truck. The truck was originally programmed for FY15, but
was deferred due to a more critical vehicle replacement need for the section. The department will
be replacing the truck with a service truck to better allow them to work off-site at the well
stations.

Truck Water Filling Station ($25,000): This project is for the design and installation of an
automated bulk water dispensing station for supplying water to pool and landscaping trucks at
the Fauquier County Landfill. Project will include ingress and egress access roads, a building and
hydropneumatic surge tanks, required since it is at the end of the water main serving the
landfill/College location and an automated system for account reading for billing and water
accountability.
Water Reuse Network to WARF ($47,160): Installation of piping and control network with two
field hydrants for supplying nonpotable water (NPW) from the WWTP to the WARF athletic
fields for irrigation purposes only. Project also to include installation of turbidity monitors at the
WWTP and more frequent cleaning and replacement of ultraviolet lamps to insure Level 1
treatment for ecoli is maintained. Project will require an amendment to the current DEQ
discharge permit.
Broadview Avenue Hydrants ($25,000): This project involves the addition of approximately 13
fire hydrants along Broadview Avenue between the Waterloo Street intersection and Roebling
Street. Work to be incorporated into the Broadview Avenue Improvements which is tentatively
projected for construction in the 2021 timeframe. Work is to be performed as part of the VDOT
project with the Town responsible for the utility funding portion of the project.

MOTOR POOL FUND
Program Description
The Motor Pool Department strives to provide an efficient, complete fleet management program,
which responsibly fulfills the vehicle and equipment needs of the various Town departments
through cost-effective practices and dedicated personal service. The motor pool staff has
responsibility for the maintenance of all Town vehicles and pieces of equipment (approximately
193 total, ranging from police cars to refuse trucks, and other equipment such as backhoes, chain
saws and weed eaters).
The Motor Pool Fund is classified as an internal service fund. Internal service funds provide
services to Town departments. Expenses incurred by the Motor Pool department are allocated on
a regular basis to other Town departments based on actual usage.
Current Staffing
The Motor Pool is staffed by three full-time mechanics. The Chief Mechanic’s salary is allocated
45% to Motor Pool, 35% to Public Works Administration, and 20% to Public Utilities
Administration.
Public Works / Public

Utilities Director
Motor
Pool
Chief
Mechanic
Mechanics
(2 FT)
Goals
 Provide honest, responsive, effective and efficient fleet services to our customers.
 Maintain technical and professional excellence while serving internal & external
customers.
 Ensure Motor Pool assets are utilized efficiently and to replace high life cycle cost
fleets assets to save dollars for our Town.
 Procure & maintain vehicles that are safe, reliable, and environmentally sound, at
competitive prices.
 Effectively provide adequate training to keep employees updated with new
technology.
 Maintain and update as needed the Town’s Fleet Management Program

Key Projects
 Maintain a pool of loaner Motor Pool vehicles to minimize down time to each
department while they have vehicles in for service.
 Continue refining and implementing the fleet preventative maintenance program.
 Continue to prepare for worst-case scenarios through parts inventory, fuel storage,
and fleet readiness management practices.
 Plan and begin implementation of the VHF Town radio system second phase.
 Maintain an Advanced Fleet Safety Program with a concentration in Vehicle and
Driver Safety Practices.
Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $171,585 $180,780 $184,491 $200,393 $15,902
Operating 337,424 400,336 281,816 295,953 14,137
Capital 9,874 9,670 7,000 23,500 16,500
Total $518,883 $590,786 $473,307 $519,846 $46,539
Staffing Summary
Full-time 3.0 3.0 3.0 3.0 0.0
The adopted FY 2019 budget for the Motor Pool is $519,846 which is an increase of $46,539 or
9.8%, over the FY 2018 adopted budget.
The personnel category remains relatively flat, with the increase of $15,902 reflecting projected
merit and health insurance increases.
The operating category has increased by $14,137 over the FY 2018 adopted budget. The budget
for contractual repairs remains level at $100,000. Maintenance contracts increase by $3,000 to
cover radio system maintenance, lift inspections and software updates for diagnostic tools. The
request for repair parts and equipment has increased by $10,000 to cover the replacement parts
which continue to increase in cost..
The capital category shows the greatest increase $16,500. This category includes a request of
$3,500 for radio equipment. The balance of the increase is for a large vehicle tire changer and
replacement vehicle lift and refrigerant air dryer for pneumatic compressor & tools.
The labor, contractual repairs and repair parts are charged directly to the other department
accounts throughout the year as repairs and services are performed. The current internal labor
charge is $64 per hour compared to the local dealership rates that range from $85-$105 per hour.
An additional $14.50 per hour is charged for shop supplies and other motor pool expenses.

INFORMATION TECHNOLOGY FUND
Program Description
This fund includes all information technology costs that are non-specific to any departmental
program or effort. These costs are allocated to using departments based upon the number of
network users in that department. Departmental specific information technology costs are shown
in the appropriate department’s line items of Professional Services, Maintenance Contracts or
Computer Equipment.
Current Staffing
The Town has historically outsourced the Information Technology function. A full-time
Information Technology Manager position was approved as part of the FY 2016 budget to
manage the vendor, provide desktop support, and guide the Town’s Information Technology
projects and resources.
Town Manager
Information
Technology Manager
Goals
 To provide a stable, reliable and secure network to support the Town’s information
technology needs
 To provide excellent customer service to all internal and external information technology
customers
 To identify upcoming information technology needs and plan for smooth and cost-
effective implementation
 Update the Town’s Information Technology Backup and Disaster Recovery Plan
 Implement plans to move key Town-wide information technology assets to locations that
ensure continuous power in the event of an outage
 Continue to transition Town departments to a VoIP phone system
 Continue to switch to virtualized environment

Budget Summary
FY 2016 FY 2017 FY 2018 FY 2019

Personnel $57,116 $94,264 $98,728 $130,141 $31,413
Operating 197,481 195,410 166,742 177,660 10,918
Capital 59,161 43,882 102,500 92,910 (9,590)
Total $313,758 $333,556 $367,970 $400,711 $32,741
Staffing Summary
Full-time 1.0 1.0 1.0 1.0 0.0
The FY 2019 budget for the Information Technology Fund is $400,711, an increase of $32,741,
or 8.9%, compared to the FY 2018 adopted budget. This amount will be allocated to the using
departments based upon the current number of network users at a rate of $4,068 per user per
year.
The personnel category shows an increase of $31,413. Since the position is currently vacant, the
highest health insurance coverage option has been budgeted to cover any possible election of a
new hire. Also, a survey of job market conditions for information technology indicates that the
initial salary will likely be higher than previously thought, given the level of service and
expertise that the Town expects after a rewrite of the job description.
The operating category shows an increase of $10,918 over the previous year. This is mostly due
to increases in licensing and maintenance costs related to new software purchased during the last
budget cycle. The maintenance contracts line item, which captures those costs, is projected to be
$102,600 this year compared to $92,642 in FY 2018. Communications expenditures (internet
access) are projected to increase by $2,900 from $15,600 in FY 2018 to $18,500 in FY 2019.
The capital category has decreased by $9,590 compared to the FY 2018 adopted budget.
Projects included in the capital category include continued work on server virtualization, the
switch to VMware environment, secure email, and mobile device management. The Town will
also continue its transition of the phone systems to VoIP by converting Town Hall this fiscal
year.
A five-year Information Technology Strategic Plan has been drafted and will be refined during
the coming months to assist in directing the efforts of a new IT Manager.

Policy Title: Fund Balance Policy
Effective Date: August 9, 2016
Department: Finance and Human Resources
I. PURPOSE
The purpose of this policy is to establish minimum fund balance levels for the Town’s
governmental funds, to establish the conditions for the use and replenishment of those
funds, and to identify the different classifications for reporting fund balance. Fund
balance is the net position of a governmental fund (the difference between assets,
liabilities, deferred outflows of resources, and deferred inflows of resources).
II. SCOPE
This policy applies to all governmental funds of the Town.
III. POLICY
It is the policy of the Town of Warrenton that the Town’s governmental funds shall
be operated in a manner consistent with sound financial management principles. An
adequate fund balance level is an essential element in both short-term and long-term
financial planning. It serves to mitigate current and future risks, sustain operations
during economic downturns, provides cash flow liquidity for the Town’s general
operations, and enhances creditworthiness. While maintenance of an adequate level
is necessary, it is important that the amount established be appropriate in light of the
Town’s operations.
A. Fund Balance Classifications
Governmental fund balances shall be reported in the following classifications, as

set forth in Governmental Accounting Standards Board Statement No. 54, Fund
Balance Reporting and Governmental Fund Type Definitions:
Classification Definition Examples
Nonspendable Amounts that cannot be spent because  Inventories

they are either (a) not in spendable form  Prepaid items
or (b) legally or contractually required  Long-term
to be maintained intact receivables
Restricted That portion of fund balance upon  Debt covenants

which constraints are placed on the use  Revenues
of resources (a) externally imposed by restricted by

creditors, grantors, contributors, or laws enabling
or regulations of other governments, or legislation
(b) imposed by law through  Grants
constitutional provisions or enabling
legislation
Committed Used for specific purposes pursuant to Amounts that the

constraints imposed by formal action of Town Council sets
the government’s highest level of aside by resolution
decision-making authority
Assigned Amounts that are constrained by the Authority delegated

government’s intent to be used for to the Town
specific purposes, but are neither Manager
restricted nor committed
Unassigned Unassigned fund balance is the residual classification for the

General Fund. This accounts for the balance that has not been
reported in any other classification. The General Fund is the
only fund that can report a positive unassigned fund balance.
All other governmental funds would report deficit unassigned
fund balance.
B. Minimum Level of General Fund Balance
The Town of Warrenton will maintain a minimum unassigned fund balance in the
General Fund equal to 50% of the current annual operating expenditure budget.
For purposes of this calculation, this shall be based on them annual adopted
budget figures. Fund balance may be maintained at a level higher than this
minimum to save for large planned expenditures (i.e. capital projects),
emergencies, cash flow issues related to timing of revenue receipts, and to address
economic volatility. Amounts above this minimum may be further identified by
Council to be set aside for other purposes (such as capital projects or reserves for
contingencies). The purpose of establishing a minimum fund balance is to
maintain a prudent level of financial resources to protect against the need to either
reduce service levels or raise taxes and fees due to temporary revenue shortfalls or
unpredicted one-time expenditures.
C. Order of Resource Use for the General Fund
In general, restricted funds are used first when expenditure is incurred for which
both restricted and unrestricted fund balance is available. In addition, for
unrestricted fund balance, the order of used of fund balance shall generally be: 1)
committed, 2) assigned, and 3) unassigned.

D. Maintenance of Minimum Unassigned General Fund Balance Level
At the end of each fiscal year, all general fund revenues in excess of expenditures
will first be allocated to unassigned fund balance until the established minimum
general fund balance level is met. After that minimum level is met, the surplus
may be committed to use for capital expenditures or emergency needs, as
approved by the Town Council.
E. Replenishment of General Fund Minimum Fund Balance
Should the minimum balance (assigned and unassigned fund balance as a

percentage of total budgeted expenditures) fall below the 50% requirements for
the General Fund, the Town Council shall approve and adopt a plan to restore this
balance to the target level within the next fiscal year’s budget.
F. Use of General Fund Unassigned Fund Balance
The general fund unassigned fund balance shall be drawn upon only as absolutely
necessary and any use thereof shall be upon the approval of Town Council and
limited to:
1. One time capital expenditures;
2. Offsetting economic volatility;
3. Non-recurring expenditures;
4. Providing liquidity in emergency situations.

Policy Title: Water and Sewer Operating Fund Cash Balance Policy
Effective Date: August 9, 2016
Department: Finance and Human Resources
I. PURPOSE
The purpose of this policy is to establish minimum cash balance levels for the Town’s
Water and Sewer Operating Fund.
II. SCOPE
This policy applies to the Water and Sewer Operating Fund.
III. POLICY
It is the policy of the Town of Warrenton that the Town’s Water and Sewer Operating
Fund shall be operated in a manner consistent with sound financial management
principles. Adequate cash reserves are an essential element in both short-term and
long-term financial planning. It serves to mitigate current and future risks, sustain
operations during economic downturns, provides cash flow liquidity for enterprise
operations, and enhances creditworthiness. While maintenance of an adequate level
is necessary, it is important that the amount established be appropriate in light of the
enterprise’s operations.
A. Minimum Level of Cash Reserves
The Town of Warrenton will maintain minimum unrestricted cash balances in the
Water and Sewer Operating Fund equal to 200 days of the fund’s current annual
budget. For purposes of this calculation, this amount shall be based on the annual
adopted budget figures. Unrestricted cash may be maintained at a level higher
than this minimum to save for transfer to the Water and Sewer Capital Fund for
large planned expenses (i.e. capital projects), emergencies, cash flow issues
related to timing of revenue receipts, and to address economic volatility. The
purpose of establishing minimum unrestricted cash balance level is to maintain a
prudent level of financial resources to protect against the need to raise fees
(outside of normal rate increases) due to temporary revenue shortfalls or
unpredicted one-time expenses.
B. Replenishment of Minimum Unrestricted Cash Balance
Should the minimum unrestricted cash balance fall below the 200 days of
operating expenses requirement for the Water and Sewer Operating Fund, the
Town Council shall approve and adopt a plan to restore this balance to the target
level within the next fiscal year’s budget.

Town of Warrenton, Virginia 134
Fiscal Year 2019 Adopted Budget

FY19 Town of Warrenton Adopted Budget FINAL

Загружено:

Сведения о документе

Авторское право

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

FY19 Town of Warrenton Adopted Budget FINAL

Загружено:

Авторское право:

Fiscal

Office of the Town Manager

Town of Warrenton, Virginia

CAPITAL IMPROVEMENT PROGRAM

RELEVANT FINANCIAL POLICIES

RESOLUTIONS AND ORDINANCES

Town of Warrenton, Virginia

TO: Honorable Mayor and Town Council

FROM: Brannon Godfrey, Town Manager

DATE: March 30, 2018

SUBJECT: FY19 Budget Transmittal

Town of Warrenton, Virginia

Town of Warrenton, Virginia

Business Revenue: The largest amount of General Fund revenue comes

Town of Warrenton, Virginia

Earlier this year, we received a renewal proposal from Anthem –

Town of Warrenton, Virginia

 Upgrade the part-time WARF Membership Coordinator to full-time ($39,045)

Town of Warrenton, Virginia

Town of Warrenton, Virginia

This is an ambitious capital program year for the General Fund,

 $274,802 for sidewalk and street improvements

Water & Sewer Operating Fund

Since adopting a schedule of

Town of Warrenton, Virginia

Water & Sewer Operating Budget %

Water Treatment (Source of Supply) -

Transmission & Distribution -

Wastewater Treatment Plant -

Water & Sewer Capital Fund

Town of Warrenton, Virginia

 $1,922,052 Water Treatment Plant Upgrade – new chemical building

Town of Warrenton, Virginia

Information Technology Fund

Town of Warrenton, Virginia

Town of Warrenton, Virginia

TOTAL ESTIMATED REVENUE – ALL FUNDS

Total All Funds $ 27,898,764 $ 37,694,375 $ 9,795,611 35.1

Less Transfers (3,470,238) (3,436,889) 33,349 1.0

Total Estimated Revenues $ 24,428,526 $ 34,257,486 $ 9,828,960 40.2

Town of Warrenton, Virginia

Total All Funds $ 27,898,764 $ 37,694,375 $ 9,795,611 35.1

Less Transfers (3,470,238) (3,436,889) 33,349 1.0

Total Appropriations $ 24,428,526 $ 34,257,486 $ 9,828,960 40.2

Town of Warrenton, Virginia

New Full-time Positions:

*Position is an upgrade from part-time to full-time

New Part-time Positions:

Town of Warrenton, Virginia

Parks and Recreation

Internal Service Funds

Town of Warrenton, Virginia

Fiscal Year 2019 Budget Calendar

DECEMBER 31, 2017 Funding requests submitted to Finance Department

Draft budget compiled by Finance and submitted to the Town

Work Sessions and Special Meetings held to review the Proposed

MAY 8, 2018 Public Hearing on FY 2019 Proposed Budget

JUNE 12, 2018 Adoption of the FY 2019 Budget

JULY 1, 2018 Beginning of Fiscal Year 2019

Basis of Accounting and Budgeting

Town of Warrenton, Virginia

Town of Warrenton, Virginia

Action and Value Statement

To achieve our Mission, we strive to provide high level services in a cost-effective

Town of Warrenton, Virginia

General Fund / General Capital Projects:

Water and Sewer Operating / Water and Sewer Capital: