FY2020 Town of Warrenton Proposed Budget

Fiscal
Year
2020
Town of Warrenton, Virginia
Proposed Budget
Office of the Town Manager

18 Court Street,
Warrenton, Virginia 20186
i
TABLE OF CONTENTS
INTRODUCTION PAGE
Town Manager’s Transmittal ………………………………………………………………. 1
Combined Budget Summary ……………………………………………………………….. 4
Staffing Summary ………………………………………………………………...………... 6
Budget Process, Basis of Accounting & Budgeting………………………………………... 9
Mission Statement, Action and Value Statement ………………………………………….. 11
Summary of Changes between the Proposed Budget and the Adopted Budget …...……….. 12
BACKGROUND INFORMATION
Community …………………………………………………………………………………. 14
Principal Officials …………………………………………………………………………... 16
Ward Map …………………………………………………………………………………... 17
Organizational Chart ………………………………………………………………………... 18
Fund Structure and Uses ……………………………………………………………………. 19
GENERAL FUND
Overview ………………………………………………………………………………….... 20
GENERAL FUND REVENUE
General Fund Revenue ……………………………………………………………………... 22
GENERAL GOVERNMENT
Overview …………………………………………………………………………………… 31
Legislative ………………………………………………………………………………….. 32
Executive …………………………………………………………………………………… 34
Legal Services ……………………………………………………………………………… 36
Finance and Human Resources …………………………………………………………….. 37
Other Organizations ………………………………………………………………………… 40
Elections ……………………………………………………………………………………. 41
PUBLIC SAFETY
Overview …………………………………………………………………………………… 42
Police Department ………………………………………………………………………….. 43
Fire Department …………………………………………………………………………….. 46
PUBLIC WORKS
Overview …………………………………………………………………………………… 48
Administration ……………………………………………………………………………… 50
Street Maintenance …………………………………………………………………………. 52
Arterial Street Maintenance ……………………………………………………………... 54
Collector Street Maintenance …………………………………………………………… 55
Sanitation (Refuse and Recycling)…………………………………………………………... 56
General Properties ………………………………………………………………………….. 59
Parking ………………………………………………………………………………………. 61
Cemetery Maintenance ……………………………………………………………………... 62

Fiscal Year 2020 Proposed Budget i
PARKS AND RECREATION PAGE
Overview …………………………………………………………………………………… 64
Aquatic Center ……………………………………………………………………………… 66
Parks Maintenance ………………………………………………………………………….. 68
Administration ……………………………………………………………………………… 69
COMMUNITY DEVELOPMENT
Overview …………………………………………………………………………………… 70
Planning …………….……………………………………………………………………….. 73
Development Services …...………………………………………………………………….. 75
Visitor Center ………………………………………………………………………………. 75
Planning Commission ………………………………………………………………………. 78
Board of Zoning Appeals …………………………………………………………………... 79
Architectural Review Board ………………………………………………………………... 80
Economic Development ……………………………………………………………………. 81
CONTRIBUTIONS ……………………………………………………………………….. 82
NON-DEPARTMENTAL
Debt Service ………………………………………………………………………………... 86
Transportation Service ……………………………………………………………………… 86
Main Street Program ………………………………………………………………………… 87
Warrenton Caboose ………………………………………………………………………… 87
TRANSFERS ………………………………………………………………………………. 88
CAPITAL IMPROVEMENT PROGRAM

Capital Improvement Program Fund ……………………………………………………….. 89
OTHER FUNDS
WATER AND SEWER OPERATING FUND …………………………………………….. 95
WATER AND SEWER CAPITAL FUND ……………………………………………….. 113
MOTOR POOL FUND …………………………………………………………………… 117
INFORMATION TECHNOLOGY FUND ………………………………………………… 119
RELEVANT FINANCIAL POLICIES

Fund Balance Policy ………………………………………………………………………... 121
Water and Sewer Operating Fund Cash Balance Policy ……………………………….…… 124

Fiscal Year 2020 Proposed Budget ii
Town Manager Transmittal Letter - March 29, 2019
Honorable Mayor, Members of Town Council and Town Residents, I am pleased to present the
Town of Warrenton’s Proposed Budget for Fiscal Year 2020, and the proposed Capital
Improvements Program for Fiscal Years 2020-2025. The FY 2020 proposed total Town budget is
$25.98 million, which consists of the General Fund at $17.6 million, Utility Funds at $8.2
million and the General Fund CIP at $3.93 million. The proposed budget represents a 24.2
percent decrease compared to the Town's adopted FY 2019 budget. The decrease primarily
results from FY 2020 Utility Capital Improvement Program project budget in ($2.26 million
versus $12.45 million). The proposed Fiscal Year 2020 budget is based on maintaining the real
estate property tax rate of .05¢ per $100 of assessed value. There are no proposed tax increases;
however, Council will need to examine additional sources of revenue or anticipate lower levels
of service for Town residents in the coming years.
The General Fund operating expenses remain relatively flat at a 3.5% increase keeping in line
with standard cost of service increases. The overall General Fund budget, to include capital,
represents a 12.4% increase over last year as the Town continues to face the deferred
maintenance on buildings, equipment and IT infrastructure. Council will need to examine long
term fiscal sustainability as it relates to infrastructure. The General Fund revenues are projected
to increase by 4.3% over last year's adopted budget. This is despite the Town lowering rates,
resulting in a reduction of $137,941 in BPOL revenue. This was a Council initiative to encourage
a competitive business environment.
The main focus areas for this year’s proposed budget emphasizes organizational efficiency
through the use of technology, succession planning, the continue funding of the capital
improvements program, and utilities. Town management continues evaluation and redesign of
existing business processes, and the reassignment of existing resources to address current needs.
Council has continually requested transparency in all areas of the budget. With that in mind
additional details have been added.

Fiscal Year 2020 Proposed Budget 1
The adopted budget includes many infrastructure investments, especially in the Utility Fund,
which are needed to maintain the Town's assets and provide on-demand service delivery. The
Town water charges averages 1.23 cents per gallon for on-demand, safe, treated, quality drinking
water. While not the most exciting of things, it is a basic need and should continue to be a
priority, as should all infrastructure.
Major highlights of this budget include:
 Each department has examined organizational structure during this budget cycle to ensure
proper allocation of resources within their departments and divisions while recognizing
the impact that technology improvements will have on staffing levels. This will provide
for a clearer picture of staff resources as well provide transparency on staff resource
allocations.
 Funding for additional IT resources has been included in the budget. This was achieved
with the elimination of an existing detective position within the Police Department that
was serving in an IT capacity. The new full-time IT position will work with the IT
Director to achieve the needs of the Police Department as it relates to IT.
 Capital Improvement Plan that prioritizes the town's capital investments, allows for
maximizing VDOT transportation funding, grant submissions, and proffer acceptance.
This process minimizes the use of Town funding to improve transportation infrastructure
improvements and pedestrian walkways and paths. The Capital Improvement Plan
includes investments in public safety as well as new Finance software to modernize the
accounting department that is currently utilizing software installed in 1996.
 Funding to perform a Storm Water Fee study that provides a comprehensive study and
review of the Town's current and future stormwater resource needs. The study will look
at current DEQ Permit requirements, future growth plans, and needed capital
improvements to determine the most cost effective plan for current residents and future
generations.
 Added 1.73 full-time equivalent water/wastewater treatment plant operators to meet

regulatory requirements for staffing and to allow for succession planning.
 Updated FY 2020 WARF Fee to insure equity and offset the cost of facility operation..

The Town continues to provide excellent services to residents and businesses alike such as twice
weekly curbside trash and recycling pick-up, accredited water and wastewater services, as well
as, sidewalk additions and maintenance to make Warrenton a walkable community. Residents
wil1 recognize a quicker response time for police protection, building and zoning services, as
well as street and infrastructure maintenance and repair based on Council’s commitment over the
last year to additional IT upgrades, vehicle replacement, and adequate staffing. Beyond the
everyday requirement to provide excellence in service delivery, the Town events hosted
throughout the year provide for residents and non-residents opportunities to enjoy the history,
music, arts, culture, food, and libations that make Warrenton a unique community in the
metropolitan DC area. As we continue to support these activities, I look forward to working with
our Town’s dedicated team of employees, committees, and business community to initiate and
support new opportunities and investments to further enhance the Town’s reputation as a vibrant
destination for unique experiences. These investments can help further diversify its revenue
profile through the meals tax and the transient occupancy tax.
I am impressed by our Town employees who are dedicated, resilient, and take pride in providing
the best possible services to our residents and business community. A special recognition to Ms.
Stephanie Miller, Director of Finance and Human Resources, who made this document come
together as you now see it. I would like to thank all the Town’s citizens and businesses who
have welcomed me with open arms as I have filled in over the last few months. The Town is
blessed to have the number of volunteers and sponsorships that contribute to a wide range of new
ideas and programs.
Finally, I want to thank the Mayor, Town Council, our Committees, Commissions and Boards
for their vision and strategic initiatives that continues to make Warrenton a vibrant community.
As we move forward into the new fiscal year, I look forward to working together to preserve our
small town charm while accomplishing all that we can become.
Respectfully,
Brandie M. Schaeffer
Interim Town Manager

COMBINED BUDGET SUMMARY
The following provides a summary of the Proposed Budget for Fiscal Year 2019-2020 across all
appropriated funds compared to the Adopted Budget for Fiscal Year 2018-2019. 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 bulk of this decrease is due to a smaller capital program this year
for the Water and Sewer Fund. The total General Fund increase is $1,944,254, or 12.4%, mostly
due to a large capital program. The General Fund Operating increase is only 3.6%. The total
decrease across all funds compared to the current year adopted budget is $8,273,337 or -24.2%.
TOTAL ESTIMATED REVENUE – ALL FUNDS

FY 2019 FY 2020 Increase / (Decrease)
Revenue / Sources Adopted Proposed ($) (%)
General Fund
General Property Taxes $ 1,319,650 $ 1,350,064 $ 30,414 2.3
Other Local Taxes 7,080,571 7,462,800 382,229 5.4
Permits & Fees 180,000 180,950 950 0.5
Fines & Forfeitures 170,000 190,000 20,000 11.8
Use of Money/Property 136,700 258,000 121,300 88.7
Charges for Services 1,360,262 1,397,833 37,571 2.8
Miscellaneous Revenue 252,515 256,265 3,750 1.5
State Revenue 3,010,764 3,033,099 22,335 0.7
Federal Revenue 4,500 6,500 2,000 44.4
Transfers/Proffers 50,000 - (50,000) -100.0
Use of Fund Balance 2,104,576 3,478,281 1,373,705 65.3
General Fund Total $ 15,669,538 $ 17,613,792 $ 1,944,254 12.4
Other Funds
Capital Projects $ 2,883,162 $ 3,934,000 $ 1,050,838 36.4
Water & Sewer Operating 5,769,706 5,935,751 166,045 2.9
Water & Sewer Capital 12,451,412 2,262,775 (10,188,637) -81.8
Motor Pool 519,846 534,846 15,000 2.9
Information Technology 400,711 490,118 89,407 22.3
Total All Funds $ 37,694,375 $ 30,771,282 $ (6,923,093) -18.4
Less Transfers (3,436,889) (4,787,133) (1,350,244) 39.3
Total Estimated Revenues $ 34,257,486 $ 25,984,149 $ (8,273,337) -24.2

TOTAL APPROPRIATIONS – ALL FUNDS
FY 2019 FY 2020 Increase / (Decrease)
Expenditures / Uses Adopted Proposed ($) (%)
General Fund
General Government $ 1,283,860 $ 1,403,716 $ 119,856 9.3
Public Safety 3,656,163 3,793,845 137,682 3.8
Public Works 3,865,228 3,863,717 (1,511) 0.0
Parks & Recreation 2,267,145 2,405,998 138,853 6.1
Community Development 1,546,053 1,718,644 172,591 11.2
Contributions 80,950 85,950 5,000 6.2
Nondepartmental 900,195 814,190 (86,005) -9.6
General Fund Operating $ 13,599,594 $ 14,086,060 $ 486,466 3.5
Transfer to Capital 2,069,944 3,527,732 1,457,788 70.4

General Fund Total $ 15,669,538 $ 17,613,792 $ 1,944,254 12.4
Other Funds
Capital Projects $ 2,883,162 $ 3,934,000 $ 1,050,838 36.4
Water & Sewer Operating 5,769,706 5,935,751 166,045 2.9
Water & Sewer Capital 12,451,412 2,262,775 (10,188,637) -81.8
Motor Pool 519,846 534,846 15,000 2.9
Information Technology 400,711 490,118 89,407 22.3
Total All Funds $ 37,694,375 $ 30,771,282 $ (6,923,093) -18.4
Less Transfers (3,496,889) (4,787,133) (1,350,244) 39.3
Total Appropriations $ 34,257,486 $ 25,984,149 $ (8,273,337) -24.2

FULL-TIME EQUIVALENTS
The following changes in positions are included in the FY 2020 Proposed Budget.
New Positions:
Fund Position FT or PT Department(s)

General Fund IT Network Analyst Full-time Information Technology
Water and Sewer Operating Operator B Full-time Water Treatment Plant
Water and Sewer Operating Maintenance Worker Part-time Wastewater Treatment Plant
Positions Eliminated:
Fund Position FT or PT Department(s)

General Fund Police Detective Full-time Police Department
General Fund Town Clerk Part-time Legislative
The Police Detective funding has been used for several years to fund an IT Coordinator on a
part-time basis to serve the Police Department. The addition of an IT Network Analyst will
cover the needs of the Police Department, as well as serve other town departments.
The Town Clerk duties have been absorbed back into the Executive Assistant position, thereby
eliminating the need to fund a part-time Town Clerk position.
Summary of Full-Time Equivalents and Salary Splits:
In the past, the Town accounted for full-time equivalent positions by equating each part-time
position to 0.5 without regard to the number of actual hours worked. For FY 2020, we have
recalculated part-time positions based on actual hours worked for the most recent fiscal year to
more accurately report the impact of using part-time help. The change in accounting for FTEs
this way affects the reporting for the Aquatic Center to the greatest degree, since the facility
relies heavily on part-time staff. Part-time staff who work for the town are limited to working no
more than 29 hours per week, so the equivalent maximum amount of a part-time employee is
0.725 FTE, rounded throughout this presentation to 0.73.
The staffing summary on the following page shows full-time equivalent staffing by department
based on the allocation of funding. The Town charges the salary for several positions between
divisions, departments, and funds. The staffing summary reflects those allocations. Following
the staffing summary is a page that details the salary splits by position.

FY 2019 New Positions Change in FY 2020
Department FTEs Positions Eliminated Allocation FTEs
General Government
Legislative 0.50 - -0.50 +0.50 0.50
Executive 1.60 - - -0.30 1.30
Finance and Human Resources 6.47 - - - 6.47
Subtotal, General Government 8.57 - -0.50 0.20 8.27
Public Safety
Police Department 32.63 - -1.00 - 31.63
Fire Department 2.00 - - - 2.00
Subtotal, Public Safety 34.63 - -1.00 - 33.63
Public Works
Administration 5.40 - - - 5.40
Streets 15.66 - - - 15.66
Sanitation 6.00 - - - 6.00
General Properties 1.00 - - - 1.00
Parking 0.73 - - - 0.73
Cemetery 2.00 - - - 2.00
Subtotal, Public Works 30.79 - - - 30.79
Parks and Recreation

Aquatic Center 21.46 - - -1.14 20.32
Parks 2.50 - - +0.45 2.95
Administration 3.00 - - +0.69 3.69
Subtotal, Parks and Recreation 26.96 - - - 26.96
Community Development
Planning 6.64 - - -2.00 4.64
Development Services 5.23 - - +2.00 7.23
Visitor Center 1.37 - - - 1.37
Economic Development 1.00 - - - 1.00
Subtotal, Community Development 14.24 - - - 14.24
Public Utilities
Meter Department 2.00 - - - 2.00
Water Treatment Plant 5.50 1.00 - - 6.50
Transmission and Distribution 7.00 - - - 7.00
Wastewater Treatment Plant 9.97 0.73 - - 10.70
Administration 5.50 - - -0.20 5.30
Subtotal, Public Utilities 29.97 1.73 - -0.20 31.50
Internal Service Funds

Motor Pool 2.45 - - - 2.45
Information Technology 1.00 1.00 - - 2.00
Subtotal, Internal Service Funds 3.45 1.00 4.45
Total Full-time Equivalents 148.60 2.73 -1.50 0.00 149.83
Salary Splits
The salaries of certain positions are split within the budget to reflect the support provided to
another division, department, or fund. The following table shows those allocations. Shading is
used to assist the reader in quickly identifying splits that cross funds. Green shading is used for
the General Fund and blue shading is used for the Water and Sewer Operating Fund.
Position Fund / Department % Fund / Department %

Town Manager GF / Executive 80 WS / Administration 20
Executive Assistant / Town Clerk GF / Council 50 GF / Executive 50
Director of Finance and Human GF / Finance and
80 WS / Administration 20
Resources, Purchasing Agent Human Resources
GF / Finance and
Human Resources Manager 80 WS / Administration 20
Human Resources
GF / Finance and
Accounting Supervisor 70 WS / Administration 30
Human Resources
GF / Finance and
Account Technicians (3 FT, 2 PT) 70 WS / Administration 30
Human Resources
GF / Finance and
Payroll Technician 60 WS / Administration 40
Human Resources
GF / Development
Building Official 75 GF / Planning 25
Services Division
GF / Development
Inspector 75 GF / Planning 25
Services Division
GF / Development GF / Public Works
Stormwater Administrator 50 50
Services Division Administration
GF / Development GF / Public Works
MS4 Coordinator 50 50
Services Division Administration
GF / Development
Permit Technician (2 FT) 50 GF / Planning 50
Services Division
Director of Public Works and Public GF / Public Works WS / Administration
25 75
Utilities Administration
Assistant Director of Public Works and GF / Public Works WS / Administration
80 20
Public Utilities Administration
Crew Supervisor (2FT) GF / Refuse 80 GF / Recycling 20
Motor Equipment Operator I (2 FT) GF / Refuse 80 GF / Recycling 20
Maintenance Worker (2 FT) GF / Refuse 80 GF / Recycling 20
Marketing Coordinator GF / Aquatic Center 50 GF / Parks 50
GF / Public Works
Chief Mechanic (45% Motor Pool) 35 WS / Administration 20
Administration

BUDGET PROCESS
FISCAL YEAR 2020 BUDGET CALENDAR
Date Event
October 2018 Request for Budget Submissions sent to Town Departments
and Outside Agencies
December 31, 2018 Fiscal Year 2020 Budget Submissions due to the Finance
Department
January 2019 Budget Submissions compiled by the Finance Department
and forwarded to the Town Manager
February – March 2019 The Town Manager will review budget requests, studies
and reports, and work with the Finance Department to draft
the Proposed Budget.
February 26, 2019 Planning Commission Work Session to review the Draft
2020 – 2024 Capital Improvement Plan for consistency
with the Comprehensive Plan
March 19, 2019 Planning Commission Public Hearing on the Draft 2020 –
2024 Capital Improvement Plan
March 29, 2019 Delivery of the Town Manager’s Proposed Budget to the
Town Council
April – May 2019 Work Sessions and Special Meetings held by the Town
Council to review the Proposed Budget
May 14, 2019 The Town Council will hold a Public Hearing on the Fiscal
Year 2020 Proposed Budget
June 11, 2019 Anticipated Adoption of the Fiscal Year 2020 Budget by
the Town Council
July 1, 2019 Beginning of Fiscal Year 2020
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 proposed 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 will be conducted by the Town Council during April and May 2019 to discuss the
proposed budget. Any changes made to the budget will be detailed here.

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, Vice Mayor
Kevin T. Carter, Ward 5
~ APPOINTED OFFICIALS ~
Interim Town Manager

Brandie Schaeffer
Town Attorney
Whitson W. Robinson
Acting Town Clerk

Elizabeth Gillie

ORGANIZATIONAL CHART
Circuit Court
Town Citizens
Board of Zoning Appeals
Planning Commission
Mayor &
Town Council
Architectural Review Board
Town Recorder
Town Attorney Town Manager
Community Information
Development Technology
Economic Finance &

Development Human
Resources
Police Parks &

Department Recreation
Fire Public
Utilities
Public
Works
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 2019 FY 2020
Increase /
REVENUE Adopted Proposed (Decrease)
General Property Taxes $ 1,319,650 $ 1,350,064 $ 30,414

Other Local Taxes 7,080,571 7,462,800 382,229
Licenses, Permits & Fees 180,000 180,950 950
Fines & Forfeitures 170,000 190,000 20,000
Revenue from Use of Money/Property 136,700 258,000 121,300
Charges for Services 1,360,262 1,397,833 37,571
Miscellaneous Revenue 252,515 256,265 3,750
Non-Categorical Aid 630,200 635,150 4,950
Categorical Aid 2,380,564 2,397,949 17,385
Revenue from Federal Government 4,500 6,500 2,000
Transfers/Proffers 50,000 - (50,000)
Use of Fund Balance 2,104,576 3,478,281 1,373,705
Total General Fund Revenue $ 15,669,538 $ 17,613,792 $ 1,944,254
EXPENDITURES
General Government $ 1,283,860 $ 1,403,717 119,857

Public Safety 3,656,163 3,793,845 137,683
Public Works 3,865,228 3,863,716 (1,513)
Parks and Recreation 2,267,145 2,405,999 138,854
Community Development 1,546,053 1,718,643 172,590
Contributions to outside agencies 80,950 85,950 5,000
Nondepartmental 900,195 814,190 (86,005)
Subtotal Operating $ 13,599,594 $ 14,086,060 $ 486,466
Transfer to Capital Improvement
Program Fund 2,069,944 3,527,732 1,457,788
Total General Fund Expenditures $ 15,669,538 $ 17,613,792 $ 1,944,254

General Fund Revenue
The FY 2020 Proposed General Fund Budget includes $14,135,511 in current year revenue, an
increase of $620,549, or 4.6%, over the FY 2019 Proposed Budget. The largest increase is in
Other Local Taxes, which is projected to be $382,229 greater than in FY 2019. Other Local
Taxes represents the largest source of revenue for the General Fund at 42.3%. 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 proposed budget includes the use of $3,478,281 of fund balance. This is
an increase of $1,373,705, or 65.3%, greater than the prior year adopted budget. It is important
to note that fund balance is used exclusively to fund capital projects. Total Revenue of
$17,613,792 for the General Fund represents an increase of $1,944,254, or 12.4%, compared to
the FY 2019 Adopted Budget. The following chart shows the percentage of General Fund
Revenue by source.
FY 2020 General Fund Revenue by Source

$17,613,792
Charges for
Services
7.94%
Other Local Taxes
42.37%
Other Local
Revenue
Other Local Taxes:
Meals Tax – 15.7%
5.03%
BPOL – 11.4%
Bank Stock Tax – 4.3%
Sales Tax – 4.0%
Utility Tax – 2.9%
Other Taxes – 4.1%
State Revenue
17.22%
Federal Revenue
0.04%
General Property Use of Fund
Taxes Balance
7.66% 19.75%

General Fund Expenditures
The following chart illustrates general fund expenditures by category. The largest category of
expenditure for the General Fund is personnel.
General Fund Expenditures by Category

Operating
19%
Contributions
1%
Personnel Capital
53% 22%
Nondepartmental
5%
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 nondepartmental). A leading page summarizing the function is
followed by detail for the departments within that function.
General Fund Expenditures by Function

Parks & Recreation,
13.6%
Community
Public Works, Development, 9.9%
22.1%
Contributions, 0.5%
Nondepartmental,
4.6%
Public Safety, 21.5%

Transfers, 20.0%
General
Government, 7.9%

GENERAL FUND REVENUE
The following table provides a multi-year comparison of General Fund Revenues by Source.
FY 2017 FY 2018 FY 2019 FY 2020

Description Actual Actual Adopted Proposed Change
Local Revenue
General Property Taxes $1,248,466 $1,271,042 $1,319,650 $1,350,064 $30,414
Other Local Taxes 6,931,463 7,314,554 7,080,571 7,462,800 382,229
Permits & Other Licenses 166,563 170,337 180,000 180,950 950
Fines & Forfeitures 125,169 166,622 170,000 190,000 20,000
Use of Money & Property 92,279 170,788 136,700 258,000 121,300
Charges for Services 1,187,056 1,229,166 1,360,262 1,397,833 37,571
Miscellaneous 318,717 321,085 252,515 256,265 3,750
Total Local Revenue $10,069,713 $10,643,594 $10,499,698 $11,095,912 $596,214
State Revenue $2,985,776 $2,978,084 $3,010,764 $3,033,099 22,335
Federal Revenue 393,976 4,207 4,500 6,500 2,000
Total State & Federal
$3,379,752 $2,982,291 $3,015,264 $3,039,599 $24,335
Revenue
Subtotal - Current
Revenue $13,449,465 $13,625,885 $13,514,962 $14,135,511 $620,549
Transfers $0 $0 $0 $0 $0
Use of Proffers 0 0 50,000 0 (50,000)
Use of Fund Balance 0 0 2,104,576 3,478,281 1,373,705
Total General Fund

$13,449,465 $13,625,885 $15,669,538 $17,613,792 $1,944,254
Revenue
General Property Taxes

General property taxes are estimated to be $1,350,064 and account for 7.66% of general fund
revenue in FY 2020. 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. A
slight increase in real estate tax revenue is estimated to account for new construction.
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.
FY 2020 PROPOSED 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 2017 FY 2018 FY 2019 FY 2020

Local Sales Taxes $732,197 $709,036 $765,512 $715,000 ($50,512)
Consumer Utility Taxes 503,000 510,053 512,000 515,000 3,000
BPOL 1,918,233 2,026,989 1,842,859 1,980,800 137,941
Utility Consumption Taxes 69,787 64,166 75,200 65,000 (10,200)
Motor Vehicle Licenses 4,479 195,750 190,000 210,000 20,000
Bank Franchise Taxes 690,566 849,887 620,000 750,000 130,000
Meals Taxes 2,621,782 2,550,799 2,650,000 2,765,000 115,000
Cigarette Taxes 158,789 171,699 180,000 217,000 37,000
Transient Occupancy Taxes 232,630 236,175 245,000 245,000 0
Total Other Local Taxes $6,931,463 $7,314,554 $7,080,571 $7,462,800 $382,229
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 a slight
decrease in revenue based on collection trends for the past twelve months. Sales tax revenue
estimated to total $715,000 in FY 2020 accounts for 4.06% 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 $515,000 is based on prior year’s
revenues. Consumer utility taxes are a consistent source of revenue for the Town and represent
2.91% 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. In FY 2019, the Town lowered the rates for the two highest categories
by ten percent – Professional Services and Business Services.
Rate/$100 Maximum
Business Category
Gross Receipts Allowed
Business, Personal & Repair Services 16.83¢ 36.00¢
Contractors 8.50¢ 16.00¢
Professional, Financial & Real Estate Services 26.78¢ 58.00¢
Retail 10.00¢ 20.00¢
Wholesale 4.25¢ 5.00¢
With $1,980,800 projected revenue for FY 2020, this is the second largest local revenue source
for the General Fund and represents 11.41% 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 $65,000 for FY 2020, it
represents 0.37% 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 $20,000 increase
in revenue in this category is due to the license fee being applied to supplemental billings. This
category is estimated at $210,000 for FY 2020 and represents 1.19% 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 and FY 2018. The projection for the FY 2020 budget is $750,000 and
exceeds the FY 2019 budget by $130,000. This category accounts for 4.26% 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 15.70% of the
General Fund budget, and is dependent on the regional travel and tourism economy in addition to
local residents. For FY 2020, the estimated amount is $2,765,000. Meals tax revenues have
been fairly consistent, showing a direct relation to the general economic climate. The budget is
an increase of $115,000 compared to the FY 2019 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 was raised in FY 2019 to
20¢ per packet. First levied in FY 1992, this revenue stream has reflected decreases in recent
years, most likely for health reasons. The estimated revenue of $217,000 for FY 2020 is an
increase of $37,000 compared to FY 2019. This tax accounts for 1.23% 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 have shown modest but steady increases in
recent years. 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 remain level at $245,000 in FY 2020 and accounts for 1.39% 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 $950 compared to the FY 2019 adopted budget. At
$180,950, this category represents 1.03% of the General Fund budget. 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 $190,000 for FY 2020, which is an increase of
$20,000 compared to FY 2019. 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 Parking Fines has been decreased by $15,000 based
on actual revenue generated in recent years.
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
$15,000.
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 in subsequent years. The $121,300 increase in this line reflects recent increases
in interest rates, and changes in investment options. The revenue estimate for this category of
$258,000 represents 1.47% 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 $1,397,833, which is $37,571 more than the estimate
for FY 2019. This category represents 7.94% of General Fund revenue for FY 2020.
Miscellaneous Revenue
The primary sources of revenue in this category are WARF Sponsorships, estimated to be
$70,000, a contribution from the PATH Foundation in support of a third route for the Circuit
Rider ($45,815), 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

$256,265, this category represents approximately 1.45% of total General Fund revenue estimate
for FY 2020.
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 3.61% of the General Fund budget and is shown by category below.
FY 2017 FY 2018 FY 2019 FY 2020
Motor Vehicle Rental Tax $117,460 $121,172 $115,000 $120,000 $5,000
Rolling Stock Tax 428 116 200 150 (50)
Communications Sales Tax 508,436 492,541 515,000 515,000 0
Total Non-Categorical
Aid $626,324 $613,829 $630,200 $635,150 $4,950
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 2020. The Town anticipates other Categorical items to remain fairly level
compared to FY 2019. VDOT Revenue Sharing is reported in the Capital Improvement Program
Fund to more accurately match revenues with related expenditures. Categorical Aid accounts for
13.62% of the General Fund budget.
FY 2017 FY 2018 FY 2019 FY 2020
VDOT Street & Highway
Maintenance $1,397,339 $1,346,679 $1,425,000 $1,442,385 $17,385
PPTRA Revenue 718,492 718,492 718,492 718,492 0
VDFP Aid to Localities 31,189 25,000 25,000 25,000 0
DCJP Section 599 Funds 203,872 203,871 203,871 203,871 0
VCA Local Government
Challenge Grant 5,000 4,500 4,500 4,500 0
Litter Control Grant 3,560 3,700 3,700 3,700 0
State Asset Forfeiture
Proceeds 0 0 0 0 0
Total Categorical Aid $2,359,452 $2,302,242 $2,380,563 $2,397,948 $17,385

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
2020 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. The Town annually receives funds from the Byrne Justice Assistance Grant, estimated
to be $2,000.
Non-Revenue Receipts
Use of Fund Balance – The use of fund balance in the amount of $3,478,281 is necessary to
balance the FY 2020 budget for the General Fund. This represents 19.75% of the total funding
sources for the General Fund budget. This amount is used to cover the transfer to the Capital
Improvement Program Fund in support of projects identified in the Town’s 2020 – 2025 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 proposed
budget represents $1,403,716, or 7.97%, of the general fund.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Department Actual Actual Adopted Proposed Change
Legislative $142,223 $229,342 $195,605 $221,905 $26,300
Executive 203,708 239,306 240,177 237,461 (2,716)
Legal Services 145,799 200,119 208,910 212,446 3,536
Finance & Human
Resources 457,519 557,400 631,243 712,762 81,519
Other Organizations 10,040 8,959 7,925 9,142 1,217
Elections 0 7,006 0 10,000 10,000
Total $959,289 $1,242,132 $1,283,860 $1,403,716 $119,856
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.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Category Actual Actual Adopted Proposed Change
Personnel $88,500 $94,817 $131,010 $122,327 ($8,683)
Operating 49,659 95,552 64,595 97,578 32,983
Capital 4,064 38,973 0 2,000 2,000
Total $142,223 $229,342 $195,605 $221,905 $26,300
Staffing Summary
Full-time equivalents 0.5 0.5 0.5 0.5 0.0
Budget Request / Analysis
The Council budget includes funds for the Mayor and Council member’s salaries and fringe
benefits, the 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 1.3% of the total general fund
budget.
The total proposed budget for Town Council is $221,905, an increase of $26,300 from the prior
fiscal year’s adopted budget. The personnel category reflects a decrease of $8,683 due to the
departure of the former part-time clerk. Those duties are now assigned to the Town Manager’s
Executive Assistant. The salary of the Executive Assistant is split 50/50 between this
department and the Executive department.

The operating budget reflects a $32,983 increase due to Information Technology charges which
were not allocated to this function in the prior year. The addition of the Novus Agenda system,
streaming of meetings, and technology for Council members necessitates an allocation of the
Information Technology function, and also adds expense in related licensing and maintenance
contracts.

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/Town Clerk. All Department Directors report to the Town Manager, along with two
Managers – the Information Technology Manager and the Economic Development Manager.
The Economic Development Manager position is currently vacant.
Goals
 Evaluate and Adjust the Organizational Structure for Improved Customer Service
 Maintain Positive Fiscal Outlook for FY2020
 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 2020
 Apply for VDOT TAP Grant for Timber Fence Trail Construction – Phase 2
 New maintenance agreement with Warrenton Fields Association
 Broadview Avenue construction phasing
 Comprehensive Plan Adoption
 Employee Handbook Update
 Space Needs Analysis
 Community Development Permit Tracking Software Implementation
 Stormwater Management Fee Study
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $186,037 $221,919 $216,707 $204,371 ($12,336)
Operating 17,671 17,387 23,470 33,091 9,621
Capital 0 0 0 0 0
Total $203,708 $239,306 $240,177 $237,462 ($2,715)
Staffing Summary
Full-time equivalents 1.25 2.25 1.60 1.30 -0.30
The FY 2020 proposed budget of $237,462 reflects a decrease of $2,715. The decrease of
$12,336 in the personnel category reflects the re-allocation of the Executive Assistant/Town
Clerk’s salary. In FY 2019, this salary was split 80/20 between the Executive department and
the Public Utilities Administration department. For FY 2020, it has been allocated 50/50
between the Legislative and Executive functions, resulting in a decrease of 0.20 FTE.
The operating category includes items for office equipment leases, memberships and dues, travel
and training, subscriptions and office supplies. The operating increase of $9,621 is due to a
request for $5,000 in a professional services line item, $1,000 for a Council Retreat, and
increases in travel, training, office supplies, meeting-related expenditures, and subscriptions.
This department represents 1.4% 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 is an employee of the Council, serving at
Council’s discretion.
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 2017 FY 2018 FY 2019 FY 2020

Personnel $15,230 $17,000 $17,813 $20,849 $3,036
Operating 130,569 183,119 191,097 191,597 500
Capital 0 0 0 0 0
Total $145,799 $200,119 $208,910 $212,446 $3,536
Contractual professional legal fees are split 75% / 25% between the General Fund and the Water
and Sewer Operating Fund. The budget request for FY 2020 reflects an increase of $3,536 over
the FY 2019 Adopted Budget. The increase of $3,036 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 $500 increase in the operating category covers anticipated increases in travel and training.
This department represents 1.2% 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
budgeting, financial reporting, 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 staff email. Key responsibilities of this program
include:
• Tax billing and collection;

• Utility billing and collection;
• 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;
• Preparation of the annual budget in coordination with the Town Manager;
• 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 25 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, which meets on the second
Tuesday of every other month at 6:00 p.m. (just prior to the monthly Town Council work
session). 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 nine (9) full-time employees
and two (2) part-time employees. The staffs’ wages are 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. The allocation to this
department is 6.47 FTEs, and the allocation to Water and Sewer Administration is 3.35 FTEs for
a total of 9.82 FTEs.
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 2017 FY 2018 FY 2019 FY 2020
Personnel $371,851 $418,459 $478,512 $508,280 $29,768
Operating 83,708 137,672 140,232 197,482 57,250
Capital 1,960 1,269 12,500 7,000 (5,500)
Total $457,519 $557,400 $631,244 $712,762 $81,518
Staffing Summary
Full-time Equivalents 5.4 5.57 6.47 6.47 0.0
The proposed budget of $712,762 for FY 2020 reflects an increase of $81,518, or 12.9% over the
FY 2019 budget.
The $29,768 increase in personnel expenditures is primarily due to the addition of a Human
Resources Manager position in the Fiscal Year 2019 budget. The position was planned to start
October 1, so three-quarters of the annual salary and benefits was included for FY 2019. The FY
2020 budget reflects a full-year of the position.
The proposed FY 2020 operating budget reflects an increase of $57,250. 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. This year, the expense associated with
being a member of the Northern Virginia Cigarette Tax Board has been budgeted. The NVCTB
provides administration and enforcement of the tax. Each month, the Town receives a
distribution of the tax collected, net of NVCTB’s administrative expenses. To truly show the
cost of administering the tax, the full amount of revenue is recognized and offset by the reporting
of the expense here. The result of budgeting for the recognition of this expense produces no net
impact to the general fund (revenue offset by expense). This is the largest portion of the
operating increase at $26,000 since it had not previously been budgeted.
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 is outsourced and is estimated to increase by $1,000 in FY 2020. Other
operating expenditures include the costs associated with the annual external audit ($18,200) and
bank service charges ($42,000), which is estimated to run $12,000 higher than in FY 2019. The
Department plans to bid banking services in FY 2020 to hopefully realize a reduction in this
area. The internal service charge from the Information Technology fund is $43,957, an increase
of $21,175 over FY 2019.
The capital category reflects a decrease of $5,500. The amount programmed includes the
estimated cost of replacing aging laptops for the Director and the Accounting Supervisor, and to
replace an old IBM floor printer as the department transitions to newer software.

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 frequently partners
with the Chamber to obtain feedback from businesses located in Town on certain issues that
pertain to the local economy.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Organization Actual Actual Adopted Proposed Change
Virginia Municipal League $6,198 $6,317 $6,400 $6,500 $100
Virginia Institute of Government 500 500 500 500 0
Warrenton Regional Chamber 1,200 0 0 0 0
Fauquier Chamber of Commerce 1,025 1,025 1,025 1,025 0
National League of Cities 1,117 1,117 0 1,117 $1,117
Total $10,040 $8,959 $7,925 $9,142 $1,217
The total request for Other Organizations has increased by $1,217 for the FY 2020 budget. Dues
for the Virginia Municipal League are based on population information, and are estimated to
increase by $100. The Town’s membership to the National League of Cities was at no cost for
FY 2019, but has been programmed again at $1,117 for FY 2020.

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 2017 FY 2018 FY 2019 FY 2020

Personnel $0 $3,518 $0 $4,000 $4,000
Operating 0 3,488 0 $6,000 $6,000
Capital 0 0 0 0 0
Total $0 $7,006 $0 $10,000 $10,000
Elections are held every other year for Town Council. In FY 2020, the five Council Ward seats will be
up for election.
The Fauquier County Registrar bills the Town for actual costs incurred when there is a Town election.
The amounts included for personnel and operating are based on FY 2018 actual with a factor to cover
any potential cost increases.

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. Proposed expenditures
for this function for FY 2020 total $3,793,845, and represent 21.5% of the total General Fund
budget. The total function shows an increase of $137,682, or 3.8%, greater than the FY 2019
Adopted budget.
FY 2017 FY 2018 FY 2019 FY 2020

Police Department $3,041,376 $3,255,408 $3,431,790 $3,559,301 $127,511
Fire & Rescue 300,214 323,509 224,373 234,544 10,171
$3,341,590 $3,578,917 $3,656,163 $3,793,845 $137,682
Detail for each Department’s proposed 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
 Implementation of 800 MHz radio infrastructure replacement
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Personnel $2,489,721 $2,636,798 $2,720,657 $2,755,048 $34,391
Operating 544,343 566,114 651,193 774,413 123,220
Capital 7,312 52,496 59,940 29,840 (30,100)
Total $3,041,376 $3,255,408 $3,431,790 $3,559,301 $127,511
Staffing Summary

The total proposed budget for the Police Department for FY 2020 is $3,559,301, which is
$127,511, or 3.7%, greater than the FY 2019 budget.
The personnel category shows an increase of $34,391 compared to the FY 2019 adopted budget.
Key changes in this area include the removal of a vacant Detective’s position that had been used
to fund a part-time Information Technology Coordinator. This funding has been reallocated to
the Information Technology function in support of a full-time IT Network Analyst who will
devote a portion of their time to the Police Department’s IT needs. The estimate for overtime
has been increased based on actual expenditures incurred during FY 2018 and the current fiscal
year. The balance of the increase in the personnel category is due to the impact of merit raises
and increases in the Town portion of health insurance premiums.
The operating category shows an increase of $123,220 compared to the FY 2019 budget.
Funding has been added to cover the expenditures associated with hiring new officers due to
several vacancies at various levels. Also included is $12,000 in funding for expenses specifically

associated with the replacement of the Chief and Deputy Chief. Accreditation fees have
increased by $6,250, the bulk of which is to cover two on-site mock assessments in preparation
for the actual assessment. The Maintenance contracts category has increased by $40,186 for
equipment, cloud storage, and warranty costs associated with the Axon body worn and in-car
camera systems. These will replace older, failing camera systems and allow the department to
eliminate costly maintenance contracts and parts replacement. The allocation from the Motor
Pool fund is based on actual expenditures incurred in FY 2018 and has increased by $22,362.
Apparel for new officers has increased by $8,025 over the prior year. Police training has been
funded an additional $5,020 to reflect the increased focus by the department on the importance of
training. The information technology allocation has increased by $15,205 due to increased
requirements.
The capital category shows an overall decrease of $30,100 compared to FY 2019 and includes
the following items:
 $19,400 for the purchase of two (2) additional Mobile Data Terminal (MDT) units
 $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.
 $2,500 for furniture and fixture needs
During 2018, the Department made 4,548 arrests to include: 2,590 traffic citations, 843 parking
tickets, 866 written warnings and 249 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 100 volunteers who maintain 24/7/365 staffing 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 5,287 calls
for service, with 3,028 calls for service within the Town of Warrenton (60% of all calls).
Current Staffing
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, such as the smoke
alarm campaign
 Continue to work with local businesses and commercial buildings to ensure they are
know about the lock box system
 Work with Town government leaders and elected officials to ensure community-wide
disaster preparedness
 Seek and refine programs to improve service area ISO rating
 Leverage new technology to improve program and service efficiency

Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $161,589 $161,593 $176,673 $190,446 $13,773
Operating 138,625 161,916 47,700 34,598 (13,102)
Capital 0 0 0 9,500 9,500
Total $300,214 $323,509 $224,373 $234,544 $10,171
Staffing Summary
Full-time 2.0 2.0 2.0 2.0 0
The proposed budget for the Fire and Rescue function is $234,544, which is an increase of
$10,171 compared to the FY 2019 budget. The Personnel category has increased by $13,773 to
cover anticipated merit increases.
The operating category reflects a decrease of $13,102. FY 2019 marked the first year of re-
fueling the ladder truck at the Town’s public works facility. The estimated cost at the time was
$8,000. Based on actual usage, this estimate has been dropped to $598 for FY 2020. FY 2019’s
budget also included $5,000 for training, which was not requested in the FY 2020 budget
submission.
The capital category reflects an increase of $9,500, which is to be used by WVFC for the
purchase of a thermal imager.

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 $1,442,385 in FY 2020.
The proposed budget for FY 2020 for the Public Works function totals $3,863,717 which is a
slight decrease of $1,512 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 second year with 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 is staffed by a
fulltime parking enforcement person (under Police supervision) and routine maintenance
performed by Public Works.
Public Works assists the Community Development Department with the stormwater management
and MS4 programs with cost-share of positions, capital project development and street
maintenance functions(sweeping and basin cleaning) that provide nutrient reduction credits. The
program is entering the second year of 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 2017 FY 2018 FY 2019 FY 2020

Administration $534,173 $648,617 $656,850 $752,640 $95,790
Streets (including
2,480,101 1,655,033 1,977,407 1,937,535 (39,872)
Arterial & Collector)
Sanitation (Refuse &
569,686 618,210 615,763 626,120 10,357
Recycling)
General Properties 284,927 304,830 360,835 360,573 (262)
Parking - - 109,627 46,629 (62,998)
Cemetery 122,862 138,451 144,746 140,220 (4,526)
Total $3,991,749 $3,365,033 $3,865,228 $3,863,717 ($1,511)
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, 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 2020.
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, as with the two roundabout projects approved by VDOT for 2023.
Public Works coordinates with Community Development (CD) in the permitting of development
projects under the Virginia Stormwater Management Permit (VSMP) program and assists CD in
the implementation of the Municipal Separate Storm Sewer System (MS4) permit under the
Virginia Department of Environmental Quality (DEQ). Key assistance is in the development of
projects to meet the permit reduction goals in the Total Maximum Daily Limit (TMDL) Action
Plan developed in 2018.
Current Staffing
The Administration Division is staffed by a Director, an Assistant Director, the Public Works
Superintendent, two Administrative Assistants and shared costs for the MS4 Coordinator &
Stormwater Engineer. The Director also serves as Director of Public Utilities; 25% of the
position salary is allocated to the PW 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. Stormwater Engineer and MS4
Coordinator are split funded with Community Development 50/50.
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.
 Total Maximum Daily Limit (TMDL) Action Plan progress towards meeting the 2023
nutrient removal goals in the DEQ permit.
 Completion of FY19 capital improvement projects by mid-year FY20.
 Minimum budget carryovers at year end.
 TMDL Action Plan and MS4 compliance, nutrient targets of 40% reduction.
 Broadview Avenue Project support, review design for quality of life enhancements.
 Support Town hall relocation efforts.
 Town Shop Master Planning
 Pedestrian access and walkability throughout the community, Washington Street
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $442,956 $493,198 $491,701 $581,766 $90,065
Operating 87,110 148,095 163,649 169,374 5,725
Capital 4,108 7,324 1,500 1,500 0
Total $534,174 $648,617 $656,850 $752,640 $95,790
Staffing Summary
The proposed FY 2020 budget for the Public Works Administration Division of $752,640
reflects an increase of $95,790, which is 14.6% greater than FY 2019.
The personnel category reflects an increase of $90,065 due to the allocation of 50% of the
Stormwater Administrator position. This position was programmed in the Community
Development budget for FY 2019 with a mid-year start. The balance of the increase for
personnel is due to anticipated merit increases and rising health insurance costs.
The operating category reflects an increase of $5,725, mostly due to the allocation from the
Motor Pool function, which is allocated to using departments based on FY 2018 actual
expenditures.
The capital category remains level, with $1,500 programmed for furniture and fixtures.

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 (no change this past year). 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.

 Cooperation with Community Development in assisting VDOT with Broadview Avenue
Improvements; project review and technical details
 Awaiting approval Primary Road applications for pavement overlay on westbound Lee
highway and E. Shirley Avenue Frost (corporate limits to Falmouth).
 Sidewalk Improvements
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Personnel $655,753 $655,022 $645,088 $659,814 $14,726
Operating 683,815 203,215 329,601 271,960 (57,641)
Capital 0 0 18,000 21,500 3,500
Total $1,339,568 $858,237 $992,689 $953,274 ($39,415)
Staffing Summary
The FY 2020 street budget of $953,274 reflects a decrease of $39,415, or -3.97%, compared to
the FY 2019 budget.
The personnel category increased by $14,726 primarily due to merit and health care costs.
The operating budget reflects a decrease of $57,641 due to reductions in vehicle maintenance
costs for the section with the current vehicle replacement and fleet management plan. 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. In this
budget, the department continues to rely heavily on part-time and seasonal employees (gardener,
mowing/weed-eating and general maintenance workers) 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 costs are charged to this department when
work related to arterial streets is performed.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $100,670 $112,414 $120,568 $125,951 $5,383
Operating 109,956 115,343 158,300 182,300 24,000
Capital 505,247 169,224 227,965 195,433 (32,532)
Total $715,873 $396,981 $506,833 $503,684 ($3,149)
The personnel charges for Arterial and Collector Street budgets are allocated from the main
Street Maintenance division budget. There is a slight increase in the amount allocation for FY20
for arterial streets.
The budget is basically static from last year. Paving is down slightly due to staff taking
advantage of the VDOT Primary Road program with roadways in good condition, except for
Broadview Avenue. An additional $5,000 is budgeted in Payments on Contracts for increased
funding for pavement markings/striping and electric costs are increasing due to Dominion Power
rate increases. The Town street lights are on a municipal schedule negotiated by VML/VACO.
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), pavement marking/striping ;
contracting for snow removal in major intersections due to recent changes in weather patterns
with more frequent and heavy snow events that require additional assistance to fulfill motorist n
expectations. Beautification and mowing of gateways and right of way are supplemented with
seasonal and part-time employees.

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 2017 FY 2018 FY 2019 FY 2020
Personnel $91,875 $97,387 $106,574 $106,574 $0
Operating 165,441 162,087 174,300 179,300 5,000
Capital 167,345 140,341 197,012 194,703 (2,309)
Total $424,661 $399,815 $477,886 $480,577 $2,691

The FY 2020 Collector Street Division proposed budget is an increase of $2,691 over the current
year’s budget. 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
allocation to the Collector Division for FY 2020.
As with the arterial budget, the collector budget is basically static compared to FY19. Sidewalk
repairs are increased $5,000 to address failing sections and updating ADA issues. Materials &
Supplies are increased by $4,000 to cover increased costs and increased productivity from staff.
The street milling and paving schedule is same as last budget with the streets in the Menlough
subdivision (paved in 1995) rescheduled due to higher priorities in FY19. Paving schedules are
tentative and reevaluated at the end of the winter season to verify those in most need of repaving.
The department will continue to investigate interim methods (crack sealing and pavement
restoration technologies) to extended pavement life, with a continued focus on subdivisions built
in the 2003 to 2008 time frame and earlier, which are subject to more traverse cracking.

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 26 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.

 Institute satellite newspaper collection bins in the town to replace curbside collection.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $421,658 $435,656 $452,251 $415,921 ($36,330)
Operating 148,028 182,446 163,511 210,199 46,688
Capital 0 0 0 0 0
Total $569,686 $618,102 $615,762 $626,120 $10,358
Staffing Summary
Full-time 6.0 6.0 6.0 6.0 0.0
The FY 2020 budget of $626,120 is $10,358 greater than the FY 2019 adopted budget.
The personnel category reflects a decrease of $36,330 due to decreases in estimated overtime.
This is based on the decision to replace curbside newspaper collection with contract satellite
bins. With most news being obtained electronically versus in print, the volume of paper
recycling is not efficient or economical to collected curbside. Thus, a new line item (Payments
on Contracts) for $5,400 is budgeted for 3 containers with once a week service by a contractor.
The budget does not include tipping fees to the Fauquier County Landfill for household trash; the
proposed budget includes $20,000 (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 operating
as a transfer station.
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 2020. In calendar year 2018, a total of 3,602 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 2018. 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.
Overall costs have remained level due to the continued use of the County recycling center at the
Fauquier County Landfill, at no cost for handling the material. The County is constantly
looking for ways to expand their facilities to accommodate a wider range of recyclable products.
Staff continues 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).
 Complete Solar Conversion of PD Building.

 Assistance in evaluation and facilitating a potential relocation of Town Hall.
 Space Needs Analysis for future capital programming
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $89,359 $93,482 $95,677 $102,553 $6,876
Operating 192,858 211,168 263,558 256,020 (7,538)
Capital 2,711 180 1,600 2,000 400
Total $284,928 $304,830 $360,835 $360,573 ($262)
Staffing Summary
Full-time 1.5 1.5 1.0 1.0 0.0

The General Properties budget provides funding for operation, maintenance and repair of all
Town-owned buildings, structures and properties. The proposed FY 2020 budget of $360,573 is
a decrease of $262 compared to the FY 2019 budget.
The $6,876 increase in the personnel category reflects increases in health insurance and the use
of supplemental help.
The operating budget shows a decrease $7,538. The budget includes $27,000 to cover costs
associated with rented space on Culpeper Street to house staff that cannot be located in Town
Hall due to space restrictions.
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 was established in 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, who reports to
the Support Services Bureau of the Police Department.
Goals
 Maintain and repair town parking lots
 Provide adequate availability of spaces by enforcing parking regulations and limits
 Continue to efficiently and effectively enforce parking regulations
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Personnel - - $34,738 $34,762 $24
Operating - - 69,569 11,867 (57,702)
Capital - - 5,320 0 (5,320)
Total - - $109,627 $46,629 ($62,998)
Staffing Summary
Full-time equivalents - - 0.73 0.73 0.0
The FY 2020 proposed budget for this division totals $46,629, a decrease of $62,998, or -57.5%,
compared to FY 2019.
The personnel category totals $34,762 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 $11,867 and includes funding for printing of tickets, maintenance
contracts related to the parking enforcement software, and apparel for the parking enforcement
officer. The largest decrease is for parking lot repairs, estimated to cost $7,500 this year versus
$63,995 in FY 2019.

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. Cemetery staff assists Public Works activities during the winter and
off season growing months.
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.
 Continued repair to interior road network with asphalt paver
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $92,561 $83,122 $104,655 $106,573 $1,918
Operating 18,708 34,225 26,591 30,147 3,556
Capital 11,593 21,104 13,500 3,500 (10,000)
Total $122,862 $138,451 $144,746 $140,220 ($4,526)
Staffing Summary
Full-time 2.0 2.0 2.0 2.0 0.0
The FY 2020 budget request is an overall decrease of $4,526 compared to the prior fiscal year.
There is a slight increase in the personnel category for anticipated merit increases and rising
health insurance costs.
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.
The capital category reflects a decrease of $10,000. A mower was replaced in FY 2019.

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 2017 FY 2018 FY 2019 FY 2020
Parks & Recreation:
Aquatic Center $1,634,215 $1,401,482 $1,589,234 $1,535,305 ($53,929)
Parks Maintenance 243,197 235,755 293,242 359,704 66,462
Administration 118,138 352,860 384,669 510,989 126,320
Total Parks and
$1,995,550 $1,990,097 $2,267,145 $2,405,998 $138,853
Recreation
The Parks and Recreation function accounts for 14.4% of the total General Fund budget.
Detailed descriptions of the proposed budgets for each of the departments listed above is
provided in the following pages.
Current Staffing (Shading is used in this departmental organization chart to denote a full-time position)

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.
 Timber Fence Trail – phase 1 of construction

 Community Health Challenge and Initiatives
 Employee Wellness

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 2017 FY 2018 FY 2019 FY 2020
Personnel $914,719 $719,700 $796,988 $752,000 ($44,988)
Operating 714,804 667,844 764,246 758,805 (5,441)
Capital 4,692 13,938 28,000 24,500 (3,500)
Total $1,634,215 $1,401,482 $1,589,234 $1,535,305 ($53,929)
Staffing Summary
The FY 2020 budget is $1,535,305, which is a decrease of $53,929, or -3.4%, compared to the
FY 2019 budget.
The personnel category reflects a 5.6% decrease to bring the estimate in line with actual
expenditures for FY 2018 and to more closely align expenditures with the proper category. The
estimate for Aquatics Instructors was reduced by $10,000 based on actual expenditures. A
portion of wages for Fitness Instructors was allocated to the Parks category due to increases in
fitness classes being held in the Parks around town. A portion of the Facility Attendants estimate
was allocated to the Administration function to reflect administrative support provided to the
overall Parks and Recreation function. Additionally, the part-time Membership Coordinator’s
wages were allocated 25% to the Parks category for FY 2020.
The Operating category reflects a decrease of $5,441. Increases in some categories are offset by
the reallocation of certain expenditures to Parks and Administration. The largest area of increase
was in Electricity (increase of $16,000), and is due to an increase in both cost and use. The
addition of virtual fitness has expanded the number of hours that the fitness room is open. The
second largest area of increase is contractual repairs, which is estimated to increase by $11,000.
Maintenance contracts are estimated to increase by $9,400 and reflect the expenses associated
with a facility that is now 12 years old. Program supplies are estimated to increase by $4,000

and include the purchase of a lifeguard chair. A portion of the Information Technology
allocation was moved to the Administration category to reflect that even though the computers
are housed at the WARF, they are also supporting Parks and Administration activities. A portion
of travel and training ($8,750) was moved to the Administration budget. 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 the purchase of aquatics and land specialty class
equipment ($9,000), stand pipes for water works ($3,500), camera/surveillance system upgrades
($2,000) and tables ($5,500). The category reflects a decrease of $2,500 due to fewer computer
equipment needs anticipated in FY 2020.

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 2017 FY 2018 FY 2019 FY 2020

Personnel $91,056 $120,484 $115,173 $138,316 $23,143
Operating 111,293 111,544 163,569 206,888 43,319
Capital 7,065 3,727 14,500 14,500 0
Total $209,414 $235,755 $293,242 $359,704 $66,462
Staffing Summary

The proposed Parks budget for FY 2020 of $359,704 is an increase of $66,462, or 22.7%,
compared to the FY 2019 adopted budget.
The personnel category reflects an increase of $23,143 and reflects the reallocation of fitness
instructor salaries to this department due to increases in the number of fitness classes being
conducted in Town parks. Additionally, 25% of the part-time Membership Coordinator’s salary
has been allocated here.
The operating category reflects an increase of $43,319 compared to the current year budget. The
largest increase is the addition of $25,000 in professional services for a consultant to assist in the
development of a Parks and Recreation Strategic Plan. Also new this year is $10,000 for trail
maintenance and $5,000 for a new “Arts in the Parks” program. The budget continues to fund
$40,000 for special events, including the annual Warrenton Town Limits celebration in June, as
well as Movies in the Park, Rady Fit and other events.
The capital category provides for replacement of playground equipment and reflects no change
from FY 2019.

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 2017 FY 2018 FY 2019 FY 2020

Personnel $101,019 $331,489 $354,700 $398,472 $43,772
Operating 17,119 21,371 29,969 112,517 82,548
Capital 0 0 0 0 0
Total $118,138 $352,860 $384,669 $510,989 $126,320
Staffing Summary
The proposed FY 2020 Parks and Recreation Administration budget of $510,989 reflects an
increase of $126,320, or 32.8%, over the FY 2019 adopted budget.
The increase in the personnel category reflects anticipated merit increases and increases in health
insurance costs. Additionally, a portion of WARF facility attendant wages ($21,750) have been
moved to this department to reflect the administrative support provided to the Parks and
Administration functions.
The operating category increased by $82,548 compared to the FY 2019 adopted budget. The
largest increase is in the Information Technology allocation. The amount charged here has
increased to reflect that computers housed at the WARF are used in support of Parks and
Administration functions. Two new programs also contribute to the increase in operating
expenditures – Employee Wellness Supplies ($20,000) and Community Wellness Supplies
($10,000).

COMMUNITY DEVELOPMENT
Function Overview
The Planning and Community Development Department oversees the Town’s built and physical
environments. The Department is responsible for current planning, long range planning, building
and zoning permits, erosion and sediment control, inspections. The Department enforces the
Zoning and Subdivision Ordinance, Building Code, Fire 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 outside organizations such as Rappahannock-Rapidan Planning District
Commission (PD9) and Fauquier County Committees. All land use applications and plans for
new construction are reviewed and approved through Community Development along with
updates to 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.
Current Staffing
FY 2020 Reorganization
For FY 2020, the Community Development Department will be reorganizing. The
reorganization is a product of incorporating new staff and responsibilities from other
departments, namely Public Works/Utilities, and adding staff to meet the objectives of Town
Council. The purpose of the reorganization is to properly align resources, staff and supervisors
to ensure effectiveness and efficient operations. In essence, Community Development has been
functioning as a “flat” organization; meaning all staff reported directly to the Director. This has
proven to be very ineffective. It prevents the Department from being organized to create and
monitor performance standards. The new reorganization will provide proper chain of command
and responsibilities for better services on all levels.
The reorganization will create two divisions within Community Development. The divisions are
Planning and Development Services. Planning will be responsible for all planning functions and
Development Services will incorporate all functions of Zoning, Building, and Inspections. This
reorganization will not include any additional staff, but will create new job titles and more
accurate job descriptions for all staff. The Senior Planner will become the Planning Manager
and the Building Official will become the Development Services Manager. The Building
Official position is preserved in the organizational chart to illustrate the responsibilities of the
Division. The Development Services Manager will hold dual responsibilities either as the
Building Official or as the Zoning Administrator, depending on the certifications and
qualifications of the individual in that position.
Other operational changes with the reorganization include the Senior Inspector/Fire Marshal
position will have limited supervisory responsibilities over the Fire Inspector and the Inspector;

the Zoning Administrator will oversee some functions of the Planner; and the Storm Water
Administrator will have over sight for the MS4/Stormwater Inspector. The Planning Manager
will have oversight for the Historic Planner and all operations of the planning division.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Planning & Zoning $501,424 $719,268 $878,616 - ($878,616)
Inspections 306,279 333,774 369,412 - (369,412)
Planning – NEW 779,180 779,180
Development Services
673,606 673,606
Division – NEW
Visitors Center 81,214 81,514 92,106 92,904 798
Planning Commission 9,184 6,555 20,918 20,418 (500)
Architectural Review Board 24 692 9,844 8,094 (1,750)
Board of Zoning Appeals 422 1,534 3,500 3,000 (500)
Economic Development 213,777 131,973 171,657 141,442 (30,215)
Total $1,112,324 $1,275,310 $1,546,053 $1,718,644 $172,591
The total budget for this function of $1,718,644 represents 9.8% of the general fund budget. The
function reflects a $172,591 increase, or 11.2%, compared to the FY 2019 adopted budget.
Detail for each of the departments listed above is provided in the following pages.

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 proposed policy and plans that set forth the vision for the
Town.
 Collaborate with adjacent Planning Commissions, agencies, and interested organizations.
 Incorporate strategic priorities into all functions of the Department

 Complete the update the Comprehensive Plan
 Expand the Historic District
 Digitize the land use and address files
 Incorporate a new tracking/permitting system
 Develop additional “over the counter” permits
 Develop an informational packet and process for new businesses
 Implement an annual fire safety inspection program
 Increase community outreach and educational programs
 Establish measureable performance outcomes
 Develop a monthly accomplishments report

Planning Division
Program Description
The Department of Community Development, Planning Division will be staffed by a Planning
Manager and will oversee the functions of all planning efforts in the Town.
The Planning division provides support in the areas of current land use, legislative cases,
transportation, long-range planning, community development and administration. The Division
provides research and support for the Town Council, Planning Commission, Architectural
Review Board, and the Transportation Safety Commission. Additionally, the Division is
responsible for developing and updating the Town’s Comprehensive Plan, development and
review of the Historic District Design Guidelines and the Capital Improvements Program. The
Planning Division will be staffed by the Planning Manager and a Historic Preservation Planner.
Current Staffing
The Planning Division is staffed by two full-time personnel. The Director of Community
Development, for budgeting purposes, will remain in this section.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Personnel $327,785 $467,478 $622,344 $515,412 ($106,932)
Operating 167,878 241,117 248,272 254,268 5,996
Capital 5,761 10,673 8,000 9,500 1,500
Total $501,424 $719,268 $878,616 $779,180 ($99,436)
Staffing Summary
The proposed budget for FY 2020 is $779,180, which reflects a decrease of $99,436, or -11.3%,
compared to FY 2019.
The decrease in personnel costs represents the change of personnel through the reorganization of
the Department. The salary of the Zoning Administrator has been moved to the Development
Services Division along with funding for the Stormwater Administrator.
The operating category shows an increase of $5,996 compared to the current year adopted
budget. For FY 2020, Comprehensive Plan funding has been moved to the Capital Projects Fund
to align with the Capital Improvement Plan (a decrease of $85,000 for this department).
Professional services have increased by $15,000 to $90,000. Maintenance contracts reflect an
increase of $38,208 to account for ongoing subscription charges for new permit tracking
software. Information technology charges for this department increased by $32,407. Funding of
$7,000 has been included in support of the Farmer’s Market.

The annual contribution to PD9 will be $8,223 for FY 2020. 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
transportation projects. Joint planning activities have been established with Fauquier County
Planning for land use and transportation coordination. It is anticipated that these will become
more formalized over the coming years. The Commission also annually requests a contribution
from participating localities in support of their role as lead housing agency. The Town’s
contribution in support of this effort is $1,937.

Development Services Division
Program Description
The Community Development Department, Development Services Division will be combined

with the Zoning Division under the reorganization. Development Services Division provides
support in the areas of zoning, SWM, E&S, community development and administration. The
Division enforces the regulations of the Zoning and Subdivision Ordinance, Building Code and
the Town Code. The Division provides research and support for the Town Council, Board of
Zoning Appeals, and Architectural Review Board. All plans for new construction, rehabilitation
of existing structures and development of properties in the Town are reviewed and approved by
the Development Services Division. Additionally, the Division is responsible for, development
review ordinances (Zoning, Subdivision) rendering zoning verifications, addressing, reviewing
and updating ordinances, Storm Water Management (SWM) and Municipal Separate Storm
Sewer System (MS4); 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 Inspection function is under the supervision of the Development Services Manager who is
under the direct supervision of the Director of Community Development reflecting the
enforcement and ordinance responsibilities under that department. The 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 Zoning
Ordinance and 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 proposed budget has been an effective tool in assuring reasonable
responses to the building community at the most cost effective means.
Current Staffing
In prior budget cycles, inspection services were consolidated with Planning. This is reflected in
budget allocations where 50% of the Permit Technician and Administrative Assistant and 25% of
the salaries for a Building Official and an Inspector are shared with Planning to support permit
application intake and zoning inspections for ordinance compliance.

Under the proposed reorganization, the Development Services Manager will oversee all
functions of Inspections and Zoning. The Development Services Manager will also serve as the
Zoning Administrator or the Building Official depending on the certifications and qualifications
of the individual in that position. Currently, this will be the Building Official.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Personnel $276,055 $285,733 $302,242 $585,693 $283,451
Operating 29,393 30,260 63,670 83,913 20,243
Capital 831 17,781 3,500 4,000 500
Total $306,279 $333,774 $369,412 $673,606 $304,194
Staffing Summary
The proposed budget for FY 2020 of $673,606 reflects an increase of $304,194, or 82.3%,
compared to the adopted FY 2019 budget. This increase results primarily from the personnel
category due to the reorganization.
For FY 2020, the salary of the Zoning Administrator is moved to this division. The salary of an
MS4 Coordinator was previously programmed in the Public Works Administration budget. Fifty
percent of this salary is now allocated to the Development Services division. As part of the FY
2019 Budget, a Stormwater Administrator position was created effective January 1, 2019. Fifty
percent of this position’s salary is programmed here with the other fifty percent allocated to
Public Works Administration. Mid-way through FY 2019, the Council approved the addition of
a full-time Fire Inspector. The salary of the Fire Inspector is charged fully to the Development
Services division budget. These four positions account for an increase of $283,451 to this
department’s budget.
The operating budget reflects an increase of $20,243. The bulk of this increase is the $20,600
increase in the allocation from the Information Technology function, due to increases in projects
and the addition of new staff. The addition of new staff also creates increases in the categories
of Communication (+$4,000), Training (+$1,000), Office Supplies (+$1,000) and Wearing
Apparel (+$1,500).
The capital budget amount of $4,000 allows for the purchase of equipment for the newly
added/acquired positions.

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 2017 FY 2018 FY 2019 FY 2020

Personnel $64,100 $65,818 $71,654 $74,758 $3,104
Operating 17,114 15,696 20,452 18,146 (2,306)
Capital 0 0 0 0 0
Total $81,214 $81,514 $92,106 $92,904 $798
Staffing Summary
Full-time equivalents 1.37 1.37 1.37 1.37 0
The FY 2020 budget request proposes a modest increase of $798, or 0.9%, compared with the
current fiscal year. Increases in personnel cover anticipated merit increases for the part-time
staff at the center. Operating reflects a slight decrease of $2,306 across various categories.
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 2017 FY 2018 FY 2019 FY 2020

Personnel $7,024 $6,055 $12,918 $12,918 $0
Operating 2,160 500 8,000 7,500 (500)
Total $9,184 $6,555 $20,918 $20,418 ($500)
The proposed budget for the Planning Commission for FY 2020 reflects a $500 decrease
compared to the current adopted budget. Planning Commissioners receive a monthly stipend of
$125. The decrease in the operating category is due a reduction in anticipated printing
expenditures.

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 2017 FY 2018 FY 2019 FY 2020

Operating $422 $1,534 $3,500 $3,000 ($500)
Total $422 $1,534 $3,500 $3,000 ($500)
The proposed budget for the Board of Zoning Appeals for FY 2020 reflects a decrease of $500
compared to the current year to more closely align the budget to actual expenditures incurred.
Operating expenditures include costs for advertising, printing and professional services.

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 2017 FY 2018 FY 2019 FY 2020

Personnel $0 $0 $4,844 $4,844 $0
Operating 24 692 5,000 3,250 (1,750)
Total $24 $692 $9,844 $8,094 ($1,750)
The proposed budget for the Architectural Review Board for FY 2020 reflects a reduction of
$1,750 compared to the current year. Members of the board receive a monthly stipend of $75.
Reductions in the operating category more closely align the budget with historical expenditures.

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 has been staffed by one full-time Economic Development Manager. This
position reported to the Town Manager and closely coordinated activities with the Fauquier
County Economic Development Director.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $82,641 $115,901 $117,789 $120,826 $3,037
Operating 104,144 16,072 53,868 20,616 (33,252)
Capital 26,992 0 0 0 0
Total $213,777 $131,973 $171,657 $141,442 ($30,215)
Staffing Summary
Full-time 1.0 1.0 1.0 1.0 0.0
The proposed budget for FY 2020 for the Economic Development is $141,442, a decrease of
$30,215, or -17.6%, compared to FY 2019.
The personnel category reflects a small increase of $3,037 due to increases in health insurance.
This position is currently vacant.
The operating budget reflects a decrease of $33,252 to cover basic economic development needs
of the Town until the position is filled, and ties closely to spending in FY 2018. In particular,
$8,000 has been programmed for professional services, $1,000 for printing, and $3,000 for
advertising and marketing.

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 2017 FY 2018 FY 2019 FY 2020
Agency Actual Actual Adopted Proposed Change
Allegro Community School of the
Arts * includes VCA grant funding - - 10,000 10,000 -
Bluemont Concert Series 10,000 10,000 - - -
Boys & Girls Club of Fauquier 10,000 30,000 10,000 10,000 -
Families4Fauquier 2,000 2,000 2,000 - (2,000)
Fauquier CADRE 2,000 2,000 2,000 2,000 -
Fauquier Community Action
Committee 10,000 10,000 10,000 10,000 -
Fauquier Community Child Care 4,500 4,500 4,500 4,500 -
Fauquier Community Food Bank 3,750 3,750 3,750 3,750 -
Fauquier Family Shelter 6,700 6,700 6,700 6,700 -
Fauquier Free Clinic 10,000 10,000 10,000 10,000 -
Fauquier Historical Society 10,000 10,000 10,000 10,000 -
First Night Out 1 5,000 5,000 - - -
Hospice Support of Fauquier 1,000 1,000 1,000 - (1,000)
Leadership Fauquier 3,000 3,000 - 3,000 3,000
Literacy Volunteers of Fauquier
County 2,500 2,500 2,500 2,500 -
Lord Fairfax Community College 17,500 2,500 7,500 7,500 -
Piedmont Dispute Resolution
Center 1,000 1,000 1,000 1,000 -
Piedmont Environmental Council 6,313 - - - -
Piedmont Symphony Orchestra 1,000 1,000 - - -
Rappahannock-Rapidan Medical
Reserves 500 500 - - -
Warrenton-Fauquier Heritage Day 2,500 2,500 - - -
Winter Celebration of the Arts 1 - - - 5,000 5,000
Total $109,263 $107,950 $80,950 $85,950 $5,000
Note:
1. First Night Out proposed to be replaced by the Winter Celebration of the Arts

Descriptions of the organizations requesting contributions from the Town for FY 2020 are
provided below.
Allegro Community School for the Arts
With the dissolution of Bluemont Concert Series in early 2018, Allegro Community School
for the Arts volunteered to provide a series of concerts in Warrenton beginning in 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 proposed 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.
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 proposed contribution is $10,000.
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 proposed 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 proposed contribution is $10,000.
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
proposed contribution is $4,500.

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 proposed 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 proposed contribution is $6,700.
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 proposed contribution is
$10,000.
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 proposed contribution is $10,000.
Leadership Fauquier
Leadership Fauquier is an organization whose mission is to foster a community of

collaborative leaders. It was formed to tap into and cultivate the tremendous human capital
that exists within our community. Its signature 10-month experiential program gives
participants the tools, resources, and connections needed to become involved and make
things happen. Participants come from the Private, Public and Nonprofit sectors of Fauquier
County. The request is for $3,000.
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 proposed contribution is $2,500.
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 2020.
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 proposed contribution is
$1,000.
Winter Celebration of the Arts
This is a function proposed by Allegro Community School for the Arts to replace the annual
First Night celebration that Bluemont had previously managed. The request is $5,000.

NONDEPARTMENTAL
Program Description
This function includes the funding for principal and interest payments for General Fund
lease/purchase agreements and general obligation bonds, transportation services, and the Main
Street Program.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Debt Service
Principal $448,000 $489,537 $560,040 $476,000 ($84,040)
Interest 188,290 178,657 174,190 171,525 (2,665)
Fiscal Charges 300 150 300 0 (300)
Subtotal debt service $635,590 $668,344 $734,530 $647,525 ($87,005)
Transportation Services 60,214 56,941 125,665 125,665 0

Main Street Program 20,000 20,000 40,000 40,000 0
Warrenton Caboose 1,000 1,000 0 1,000 1,000
Total $717,804 $746,285 $900,195 $814,190 ($86,005)
Debt Service
Debt service payments totaling $647,525 are budgeted for FY 2020, which is a decrease of
$87,005 compared to FY 2019. With Council approval, the Town plans to pay the balance of
a capital lease issued in 2017 prior to the end of FY 2019.
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 $647,525 are budgeted for FY 2020.
Transportation Services
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.
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 2020 is proposed to remain level at
$40,000.
Warrenton Caboose
The Warrenton Caboose project seeks to promote and preserve the rich railroad heritage of
the Warrenton area. The caboose is located at the trailhead of the Warrenton Greenway.
Volunteers purchase various materials and supplies to repair and maintain the caboose,
shanty building, the railroad track and the No. 10 switch, the track signal (circa 1930) and the
turntable basic (circa 1850). Caboose tours provide visitors an overview of the railroad
heritage of Warrenton and Fauquier County. The proposed funding for this year is $1,000.

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 2017 FY 2018 FY 2019 FY 2020

Transfer to Actual Actual Adopted Proposed Change
Capital Projects $675,663 $1,804,785 $2,069,944 $3,527,732 $1,457,788
Total $675,663 $1,804,785 $2,069,944 $3,527,732 $1,457,788
The FY 2020 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 from the Virginia Department of Transportation
TAP grant (Timber Fence Trail). The entire $3,527,732 will be funded out of fund balance.

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 2019 FY 2020
REVENUE Adopted Proposed
Local Revenue $ 46,141 $ 45,141

State Revenue 12,500 -
Federal Revenue 361,127 361,127
Proceeds from Indebtedness 393,450 -
Transfers In 2,069,944 3,527,732
Total Capital Projects Revenue $ 2,883,162 $ 3,934,000
EXPENDITURES
Capital Projects $ 2,883,162 $ 3,934,000

Total Capital Projects Expenditures $ 2,883,162 $ 3,934,000

Capital Improvement Program Revenue
FY 2017 FY 2018 FY 2019 FY 2020
Local Revenue $27,442 $45,510 $46,141 $45,141 ($1,000)
State Revenue 7,881 109,829 12,500 - -
Federal Revenue - - 361,127 361,127 -
Proceeds from indebtedness - 326,709 393,450 - (393,450)
Transfers 619,973 1,380,930 2,069,944 3,527,732 1,457,788
Use of Fund Balance 295,997 - - - -
Total Capital
Improvement Program
Fund Revenue $951,293 $1,862,978 $2,883,162 $3,934,000 $1,050,838
Local Revenue
Fauquier County
Funding in the amount of $45,141 represents Fauquier County’s share of the Timber Fence
Trail project. This project is a Federally-funded grant passed-through and administered by the
Virginia Department of Transportation. The funding is 80% federal, 20% local. Fauquier
County has agreed to split the local match with the Town.
Federal Revenue
Virginia Department of Transportation TAP Grant
Funding of $361,127 is reprogrammed for FY 2020 based on the grant award date. This
funding is in support of the Timber Fence Trail project.
Transfers
Transfer from General Fund
This is the balance of funding necessary to implement the requirements of the annual CIP
program. For FY 2020, the $3,527,732 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 2020 Proposed
Gateway Improvements $70,000
Community Development Stormwater Truck 30,000
Community Development Hybrid Vehicle 40,500
Financial ERP System Upgrade 500,000
WARF Fitness Equipment Replacement 40,000
UV Disinfection for Pools – Phase 3 27,000
Splash Pad 50,000
WARF Building Automation System Replacement 26,000
Timber Fence Trail 451,409
Sam Tarr Trail 45,000
Police Vehicle Replacements 283,680
Broadview Avenue Improvements 25,000
SWM – BMP Retrofit 75,000
Motor Pool Service Truck 95,000
Sidewalk Construction 310,246
Asphalt Roller Replacement 60,000
Dump Truck Replacement 225,000
PW Shop and Yard Improvements 45,000
Relocation of Town Hall 1,200,000
Secure Email 10,000
Town Hall VoIP Phone System Upgrade 30,410
IBM Hardware Refresh 25,000
WVFC Contribution to Capital Program 150,000
Comprehensive Plan – final phase of funding 119,755
Total Capital Improvements Fund Expenditures $3,934,000
Project Descriptions
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
proposed 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.
Community Development Stormwater Truck ($30,000): Replacement of a 2000 Dodge

Dakota with a 2019 Ford Ranger Crew Cab 4x4 for the Stormwater Administrator’s use.
Community Development Hybrid Vehicle ($40,500): The Department has expanded over the
past two years and the vehicles assigned have historically been handed down from other
departments. The proposal is to purchase one Ford SSV Plug-In Electric Hybrid sedan to
replace a 2005 Ford F-150.
Financial ERP System Upgrade ($500,000): The Town implemented its current financial
reporting software in 1996. Limited reporting capabilities and interfaces coupled with
increased demands, requests for data from Council, and calls for fiscal transparency tools
have driven the need to investigate modern software options. This is the first phase of
funding, with another $500,000 programmed for FY 2021. Financial ERP projects in
surrounding jurisdictions have typically cost $1M.
WARF Fitness Equipment Replacement ($40,000): Project consists of the replacement of

three Woodway treadmills. Equipment over ten years old either needs to be replaced or
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.
UV Disinfection – Pools, Phase 3 ($27,000): 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 E. coli, cryptosporidium
and giardia. It also has the potential to improve air quality and reduce chemical use. This is
the final phase of a three year project.
Splash Pad ($50,000): This project is for the construction a 3,500 square foot splash pad,
with surrounding fence, seating area and furnishings and concessions/pump house building.
The addition of a splash pad presents an additional recreation opportunity for the community.
Splash pads provide the opportunity for water play in an outdoor setting with no risk of
drowning, making them an attractive option for families. Proposed funding of $50,000 is
included for FY 2020 for engineering.
WARF Building Automation System Replacement ($26,000): The current building

automation system at the WARF needs to be replaced to ensure continuous and reliable
building operation. This system controls the automated HVAC systems in the building. The
current system is obsolete.

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. FY20 funding is for Segment One of
the trail. Segment Two will depend on funding in the next biennial VDOT TAP Grant
allocation. The grant for phase 1 will cover 80% of the cost of the trail construction. The
Town and Fauquier County have agreed to split the remaining costs.
Sam Tarr Trail ($45,000): The trail that connects Fauquier High School and Sam Tarr Park
has been damaged by water erosion and vehicle traffic. This is a heavily used trail that
connects the high school to the Gold Cup neighborhood.
Police Department Vehicle Replacements ($283,680): A total of four (4) new fully-equipped
police vehicles will be purchased to bring the department’s fleet current and in line with the
fleet replacement plan.
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.
SWM – BMP Retrofit ($75,000): 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.
For FY 2020, the project involves a retrofit of the Town owned SWM pond at Garrett Street
and Shirley Avenue for removal of acquired sediments back to the original pond contours.
This will also involve the installation of a forebay and planting of wetlands vegetation.
Motor Pool Service Truck Replacement ($95,000): This is for the replacement of the Motor
Pool Service Truck – a 1999 Chevrolet 2500 4x4. The proposed replacement is a 2020 F-550
11’ Service Body Truck with Crane, Compressor, Generator, and Hydraulic System. This
truck will be used for roadside service and emergency repair of all town vehicles.
Sidewalk Construction ($310,246): Construction of missing and deteriorated sections of

sidewalk at locations in the Town to provide safe pedestrian corridors. The FY20 project is
for Washington Street sidewalk from Garden Street to Linden Street. The sidewalk sections
will provide connectivity between existing sidewalks to provide safe walkways for
pedestrians.
Asphalt Roller Replacement ($60,000): This is for the replacement of a thirty-two year old
asphalt roller, parts for which are becoming obsolete. It will be replaced with a 2020 CAT
CB34B 51” Steel Drum Articulating Roller. This piece of equipment is key to the Street
Department’s paving operations.

Dump Truck Replacement with Snow Plow ($225,000): Purchase of a new 2020 Freightliner
M108SD with Dump Body 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 is necessary.
PW Shop and Yard Improvements ($45,000): 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.
Relocation of Town Hall ($1,200,000): This is for the relocation of Town Hall Offices from
18 Court Street to a new facility. It is anticipated that the work will involve renovating a
space to facilitate the relocation. The current location at 18 Court Street is overcrowded and
only able to house limited town functions. The Town has been renting additional space in
recent years, and has deferred maintenance related to the 18 Court Street location. The
Building Code also specifies 100 square feet of office space per employee, which is not
currently able to be provided at 18 Court Street.

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 4,947
residential and business accounts, plus other miscellaneous charges. The Town conducted a rate
study in Fiscal Year 2016. The proposed service rates included in this budget are based on the
results of that study.
SUMMARY OF WATER AND SEWER OPERATING BUDGET
FY 2019 FY 2020
Permits, Fees & Licenses $ 10,000 $ 10,500

Revenue from the Use of Money/Property 234,000 234,000
Charges for Services 5,508,806 5,674,251
Recoveries & Rebates 10,000 10,000
Miscellaneous Revenue 6,900 7,000
Grant Revenue 0 0
Non-Revenue Receipts 0 0
Transfers & Reserves 0 0
Total Water and Sewer Operating Revenue $ 5,769,706 $ 5,935,751
EXPENSES
Water Supply & Distribution $ 2,098,908 $ 2,191,631

Wastewater Treatment 1,825,866 1,913,435
Administration 879,028 877,565
Debt Service 519,516 718,683
Subtotal Operations $ 5,323,318 $ 5,701,314
Transfers 446,388 234,437
Total Water and Sewer Operating Expenses $ 5,769,706 $ 5,935,751

Current Staffing

Water and Sewer Operating Revenues
The following table provides a multi-year comparison of Water and Sewer Revenues by Source.
FY 2017 FY 2018 FY 2019 FY 2020

Source Actual Actual Adopted Proposed Change
Local Revenue
Permits, Fees & Licenses $9,495 $11,640 $10,000 $10,500 $500
Use of Money & Property 177,639 206,154 234,000 234,000 0
Charges for Services* 5,116,202 5,170,498 5,508,806 5,674,251 165,445
Recoveries & Rebates 89,364 37,967 16,900 17,000 100
Total Local Revenue $5,392,700 $5,426,259 $5,769,706 $5,935,751 $166,045
State Revenue $0 $0 $0 $0 $0
Transfers In $0 $0 $0 $0 $0
Total Water & Sewer

$5,392,700 $5,426,259 $5,769,706 $5,935,751 $166,045
Revenue
* The Town conducted a rate study in Fiscal Year 2016. This budget projects a planned increase in
rates effective July 1, 2019 based on the results of the study.
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 2020, the revenue in
this category is estimated to be $10,500, which is a $500 increase from FY 2019. 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 2020 estimate is level with FY 2019 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
4,947 residential and commercial customers. The past year has been fairly static, with a net
increase of only 3 accounts. 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
$5,674,251, or 95.6% of the water and sewer budget.
The rate schedule below is adopted for July 1, 2019. Base charges reflect an increase of 0.8%,
while the commodity rate is increased by 3.5%.
Base Charge (for usage < 2,000 gallons):

Meter IN TOWN RATES OUT OF TOWN RATES
Size Water Sewer Total Water Sewer Total
5/8 5.35 12.17 17.52 8.03 18.26 26.29
¾ 8.03 18.26 26.28 12.05 27.39 39.44
1 13.38 30.43 43.80 20.08 45.65 65.73
1½ 26.75 60.85 87.60 40.15 91.30 131.45
2 42.80 97.36 140.16 64.24 146.08 210.32
3 93.63 212.98 306.60 140.53 319.55 460.07
4 168.53 383.36 551.88 252.95 575.19 828.14
6 347.75 791.05 1,138.80 521.95 1,186.90 1,708.85
8 428.00 973.60 1,401.60 642.40 1,460.80 2,103.20
Commodity Rate, per 1,000 gallons

Usage Water Sewer Total Water Sewer Total
> 2,000 5.69 9.35 15.04 8.54 14.02 22.56
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 2020 is $17,000 and
represents 0.3% of the water and sewer operating budget.

Water and Sewer Operating Expenses
During calendar year 2018, 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 1,189,315 gallons of potable water
per day and the wastewater treatment plant treated approximately 2,168,343 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 a significant increase since 2015 due to 2018 being a record year for precipitation with over
77 inches of rainfall compared to the average rainfall of 42-44 inches a year. The economy
continued to be moderate in calendar year 2018 with no change in the number of net accounts.
As with the past several budgets there is the potential for significant growth in the coming year
with the Rizer property under construction and Warrenton Crossing & Alwington (out of town
commitment) under review or awaiting final approval. The by-right portion of Walker Drive is
initiating preliminary design. Due to the record rainfall for the year, no water transfers were
needed from the Airlie Reservoir.
The overall operating budget of $5,935,751 is an increase of $166,045 over FY 2019. Capital
outlay, chemicals, and electrical costs for water/sewer treatment continue to be major
expenditures. Part of the proposed budget is a moderate rate increase as recommended by the
2016 rate study.
The water treatment plant is in its eighth year of operation since the upgrade to 3.4 million
gallons per day capacity. Operations continue to be smooth without any significant issues. The
addition of a new chemical building (funded in FY19 and under contract) is a major facility
upgrade. Staff continues to take advantage of the DEQ 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. 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 on 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. Staff have been employing the CCTV
for sewer line inspections and conducting parallel efforts with the Inflow and Infiltration
rehabilitation contract work to identify inflow and infiltration sources. In the capital budget a

portion of the I&I rehab funding is to be dedicated to a sump pump disconnection from sanitary
sewer program. The wet weather and high water table have identified sump pumps as major
sources of inflow. The wastewater treatment plant (WWTP) permit requires annual reporting to
DEQ on the activities of the collection maintenance and operation maintenance (CMOM)
program by August of each year. This program will be administered by the T&D section.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Meter Reading $220,756 $245,051 $261,989 $243,679 ($18,310)
Source of Supply 966,507 991,084 1,142,310 1,251,236 108,926
Transmission & Distribution 589,558 626,362 694,608 696,716 2,108
Wastewater Treatment 1,370,605 1,638,398 1,825,867 1,913,435 87,568
Water & Sewer
Administration 692,028 730,827 879,028 877,565 (1,463)
Debt Service 124,989 323,071 519,516 718,683 199,167
Transfer to capital 772,761 824,176 446,388 234,437 (211,951)
Total Water & Sewer
$4,737,204 $5,378,559 $5,769,706 $5,935,751 $166,045
Expenses
Detail regarding the proposed 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 4,947 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.
 Integrate the Section into the Transmission and Distribution Section.

Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $108,941 $128,340 $131,244 $109,061 ($22,183)
Operating 111,815 116,511 130,745 134,618 3,873
Capital 0 200 0 0 0
Total $220,756 $245,051 $261,989 $243,679 ($18,310)
Staffing Summary
Full-time 2.0 2.0 2.0 2.0 0.0
The proposed budget for the meter reading division reflects a decrease of $18,310, or -7.0%,
compared to FY 2019. The personnel category shows the largest decrease of $22,183. This is
due to the retirement of a long-term employee.
The section remains in a maintenance mode 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. The material costs
are reimbursed by the builder through the meter fee. Included in the budget is for the
replacement of existing auto read meters that are 10-12 years and older with an estimated useful
battery life of 15 years. This is on an as needed basis with the current experience being that the
batteries are lasting longer than programmed. The concern is that the meters install during the
building “boom” will come of age together in the same timeframe.

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 4,947 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. The proposed budget includes the addition of a full time operator.
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 by VDH.
 Chemical Building: Construction Contract Awarded and under construction.

 Replace the Granular Activated Carbon in filter #2.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $472,892 $469,244 $518,176 $573,436 $55,260
Operating 492,302 513,747 616,634 630,300 13,666
Capital 1,313 8,093 7,500 47,500 40,000
Total $966,507 $991,084 $1,142,310 $1,251,236 $108,926
Staffing Summary
The FY 2020 budget of $1,251,236 reflects an increase of $108,926, or 9.5%, more than the FY 2019
budget.

The personnel category increases by $55,260 due to the addition of a full-time Operator B position.
This position is necessary to cover mandated staffing levels.
The major increase in operational costs is due to the addition of an additional full time operator and
minor repairs to the Warrenton Reservoir Dam. The addition of the operator insures compliance with the
VDH Waterworks Regulation requiring that the plant be manned by a minimum of two operators 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 use of part-timers is not effective and licensed
operators do not want PT work. The additional staff will support maintenance related activities at the
plant and wells. The Well #3 ion exchange treatment process is a mini treatment plant requiring
additional monitoring and operator servicing, but is a key water asset.
Energy and chemicals continue to be major cost elements, fortunately both are projected for cost
increases. 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. In the budget is the replacement of the activated
carbon in the second plant finish water filter (removing unwanted taste and odor). Filter #1 was
replaced in FY19.
The plant continues to operate 12 to 16 hours per day, 365 days a year. In 2018, the plant
produced an average of 1,189,315 gallons a day of water of good quality, as evidenced by the
eighteenth annual “Consumer Confidence Report” which was mailed to all customers in June
2018 in accordance with federal law. The calendar year 2018 report is consistent with prior year
reports and is currently under review by VDH for publishing in June 2019. There were no
permit violations or VDH inspection deficiencies during 2018. EPA is constantly evaluating
unregulated contaminants for consideration to add to the treatment requirements. In the proposed
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 second 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.
 Initiation of Sump-Pump remediation/disconnection program.
Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020
Personnel $457,566 $482,586 $516,189 $482,875 ($33,314)
Operating 131,418 137,343 156,429 192,341 35,912
Capital 574 6,433 21,990 21,500 (490)
Total $589,558 $626,362 $694,608 $696,716 $2,108
Staffing Summary
Full-time 7.0 7.0 7.0 7.0 0.0

The FY 2020 budget of $696,716 for the Transmission and Distribution section is a maintenance
budget with a slight increase of $2,108 compared to FY 2019. This department represents 12%
of the Water and Sewer Operating Fund budget. The personnel category projects a decrease of
$33,314 due to changes in staffing.
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 is 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.
A major initiative programmed is the residential sump pump remediation with the objective to
identify pumps connected to the sanitary sewer and assist the homeowner in disconnection and
discharge outside the building.

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 2017 FY 2018 FY 2019 FY 2020

Personnel $644,647 $680,317 $718,831 $790,429 $71,598
Operating 953,890 958,081 1,102,536 1,118,506 15,970
Capital 0 0 4,500 4,500 0
Total $1,598,537 $1,638,398 $1,825,867 $1,913,435 $87,568
Staffing Summary
The FY 2020 budget of $1,913,435 represents an increase of $87,568, or 4.8%, compared to the
FY 2019 budget. The increase in the personnel category reflects the addition of a mechanical
maintenance worker to improve the maintenance from reactive to proactive. The addition
provides program succession planning with the two current maintenance personnel retirement
eligible with one tentative retirement in the coming year.
Costs for chemicals, energy and general repairs continue to be major portions of the budget with
only slight increases in the budget. The plant is meeting the nutrient reduction goals/limits set by
DEQ with no problems. 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 was funded in FY19 with the
major construction effort occurring in 2020. This will be a major improvement to the plant
performance and efficiency with potential expansion of the permit in 2021. The Rady Park
Pump station is programmed for replacement in the capital program. The station is failing and
was originally programmed in 2007, but deferred. 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 2,168,343
gallons of sewage per day in 2018, this is during the wettest year of record with 77 inches of
rainfall for the year , which is almost twice the normal average of 42-44 inches a year. During
that period the plant has been able to handle the increased flows within the permit limits. The
wet conditions contribute to I&I to the plant. The Town’s I&I program, which is going into the
third year of a multiyear program to rehabilitate sewer lines to prevent the intrusion of ground
and surface water. The program element for FY20 is primarily focused on physical rehab work.
In the coming year, the community is poised to potentially experience a growth trend with Riser
Project (77 units) site plan approved

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.
 Refine the Collection Maintenance and Operation Maintenance (CMOM) Program that
was initiated in 2018. .
 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.)
 WTP Chemical Building, funded FY19, 75% construction scheduled in FY20

 WWTP RBC/MBBR Upgrade, funded FY19; 90% construction scheduled in
FY20
 Rady Park Pump Station Replacement
 Sewer Rehab, I&I Abatement

Budget Summary
FY 2017 FY 2018 FY 2019 FY 2020

Personnel $556,878 $576,908 $666,644 $679,187 $12,543
Operating 137,753 152,120 212,384 196,878 (15,506)
Capital 0 1,799 0 1,500 1,500
Total $694,631 $730,827 $879,028 $877,565 ($1,463)
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, Human Resources Manager, and Account Technicians, all of whom are full time town
employees, but are only budgeted here for that portion of their work performed for the Water and
Sewer Operating Department. The personnel increase reflects 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 proposed 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. 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.
Improvement to the WWTP biological process units (MBBR) and solids handling are being
made with the dual purpose of scheduled replacements and the potential permit expansion in the
2021 permit renewal cycle.
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. Staff, working with billing and accounting, continues to
seek update meter technology/software for customer service. 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.
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 2020 is $718,683
A General Obligation bond was issued in 2016 in the principal amount of $5,020,000. Principal
and interest payments totaling $300,599 will be due in FY 2020. Another General Obligation
bond was issued in 2018; those principal and interest payments will total $418,084 in FY 2020.
Water and Sewer Operating - Transfers
The surplus of operating revenues over expenses is transferred to the Water and Sewer Capital
Fund. The proposed transfer for FY 2020 is $234,437.

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 2019 FY 2020
Miscellaneous Revenue $ 62,100 $ 192,000

Availability Fees 843,000 956,650
Proceeds from Indebtedness 9,450,000 0
Transfers / Reserves 2,096,312 1,114,125
Total Water and Sewer Capital Revenue $ 12,451,412 $ 2,262,775
EXPENSES
Capital Projects $ 12,451,412 $ 2,262,775

Total Water and Sewer Capital Expenses $ 12,451,412 $ 2,262,775

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. The bond funds will be fully obligated
for prior year projects, but the balance will continue to earn interest until the Town draws down
reimbursements for project expenses.
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 $956,650
for FY 2020 based on expected activity related to proposed developments. There are a number
of potential projects in the initial planning stage, which if accelerated could provide additional
revenue. This category represents 45.3% of the water and sewer capital budget.
Transfers / Use of Reserves

This amount represents a transfer from the Water and Sewer Operating Fund for the excess of
revenue over expenses. The proposed transfer for FY 2020 is $234,437. Additionally, the
proposed budget uses $879,688 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 2020 is $2,262,775, summarized as
follows:
Project Amount
Sewer Line Rehabilitation – Inflow and Infiltration $800,000
Rady Park Pump Station 925,000
Equipment Shed for Flusher Truck and Trailer 83,500
Broadview Avenue Hydrants 25,000
WTP Chemical Building SCaDA System 151,275
Secondary Digester / Solids Holding Tanks 85,000
WWTP Maintenance Vehicle Replacement 48,000
Sludge Collection System Replacement 145,000
Total $2,262,775
Project Descriptions
Sewer Rehab I&I ($800,000): The FY20 project is to build on the efforts of the past two years,
which focused on finding problem areas and recommending rehabilitation methods with the
actual remediation of the system. FY19 was the first physical repairs and rehabilitation effort
focused in the North / South plant basins. Mid-year, the efforts were redirected to the Rady Park
basin with the discovery of major infiltration and inflow to the system. The FY20 effort will
complete these three basins and initiate the work in the Cedar Run North / South basins. The
work will include main line relining, point repairs and manhole rehabilitation, sealing lateral
connections and other methods to eliminate intrusion to the system. Approximately $110,000 of
the budget will be directed to a new program of identifying older homes with sump pumps
connected to the sanitary system and provide financial assistance to homeowners to correct.
Rady Park Pump Station ($925,000): 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 proposed station will have a new wet well and prefab building to
house controls and electrical components.
Equipment Shed for Flusher Truck and Trailer ($83,500): This will provide a heated building to
house the Utility Department flusher truck and flusher trailer. The building will be an
approximately 30’ x 40’ insulated structure with a concrete floor and electrical service.
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.
Water Treatment Plant Chemical Building SCADA ($151,275): This project is part of the Water
Treatment Plant Chemical Building project (contract for the Chemical Building was awarded in
FY19). This effort will incorporate new technologies to more effectively control the application
of chemicals. System Control and Data Acquisition (SCADA) is commonplace in the world of
water and wastewater treatment. It is a useful tool in the collection of data for reporting to
agencies that oversee compliance of the treatment processes.
Secondary Digester / Solids Holding Tanks ($85,000): This project is for the construction of a
second 150,000 to 200,000 gallon sludge holding tank to allow the current secondary digester,
which currently functions as a holding tank, to be used as a digester. In addition, the existing
tank will need to be upgraded with mixing, heating and other necessary retrofits to fully function
as a digester. This project is part of an effort to increase capacity.
Vehicle Replacement – WWTP Maintenance ($48,000): Replacement of the Wastewater

Treatment Plant Maintenance Service Vehicle, a 2004 Chevrolet Silverado. The replacement
will be a 2020 Ford F350 4x4 Extended Cab with utility body and snow plow.
Sludge Collection Clarifier Replacement ($145,000): This provides for the replacement of the original
internal sludge collection system components to the gravity thickener and the primary clarifiers. Due to
the harsh environment and materials handled, the internal structural and mechanical members are severely
deteriorated due to rust and corrosion. In FY 2020 the gravity thickener components will be retrofitted
and replaced.

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.
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

 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 2017 FY 2018 FY 2019 FY 2020

Personnel $180,780 $186,757 $200,393 $217,618 $17,225
Operating 400,336 266,208 295,953 302,228 6,275
Capital 9,670 6,689 23,500 15,000 (8,500)
Total $590,786 $459,654 $519,846 $534,846 $15,000
Staffing Summary
Full-time 2.45 2.45 2.45 2.45 0.0
The proposed FY 2020 budget for the Motor Pool is $534,846 which is an increase of $15,000,
or 2.9%, over the FY 2019 adopted budget.
The personnel category shows an increase of $17,225, which covers projected merit and health
insurance increases.
The operating category has increased by $6,275 over the FY 2019 adopted budget. The budget
for contractual repairs remains level at $100,000, as does repair parts and equipment at $120,000.
Small increases are reflected in materials and supplies (+2,000) and the allocation from the
Information Technology fund (+2,526).
The capital category shows a decrease of $8,500.
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.
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 2017 FY 2018 FY 2019 FY 2020

Personnel $94,264 $52,570 $130,141 $197,526 $67,385
Operating 195,410 202,905 177,660 252,592 74,932
Capital 43,882 54,113 92,910 40,000 (52,910)
Total $333,556 $309,588 $400,711 $490,118 $89,407
Staffing Summary
Full-time 1.0 1.0 1.0 2.0 1.0
The FY 2020 budget for the Information Technology Fund is $490,118, an increase of $89,407,
or 22.3%, compared to the FY 2019 adopted budget. This amount will be allocated to the using
departments based upon the current number of network users at a rate of $4,396 per user per
year.
The personnel category shows an increase of $67,385. For FY 2020, a junior staff position has
been added to this department. Due to increasing information technology demands, it is no
longer sufficient to have only one employee responsible for managing the function and solely
relying on outside support.
The operating category shows an increase of $74,932 over the previous year. This is mostly due
to the addition of a Managed Security Service and Desktop Managed Service contracts. With
cyber security threats increasing, it is necessary to provide an ongoing assurance that the Town’s
IT assets and confidential information is protected. There are also increases in licensing and
maintenance costs, as more town software is being upgraded.
The capital category has decreased by $52,910 compared to the FY 2019 adopted budget.
Certain projects that meet the Capital Improvement Project threshold of $10,000 have been
moved to the CIP fund. These include Secure Email, the Town Hall VoIP phone conversion
project, and the IBM Hardware Refresh. These projects total $65,410.
A five-year Information Technology Strategic Plan has been drafted and will be reviewed and
refined by the recently hired 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.


FY2020 Town of Warrenton Proposed Budget

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FY2020 Town of Warrenton Proposed Budget

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Fiscal

Office of the Town Manager

Town of Warrenton, Virginia

CAPITAL IMPROVEMENT PROGRAM

RELEVANT FINANCIAL POLICIES

Town of Warrenton, Virginia

Town of Warrenton, Virginia

Major highlights of this budget include:

 Added 1.73 full-time equivalent water/wastewater treatment plant operators to meet

Town of Warrenton, Virginia

Interim Town Manager

Town of Warrenton, Virginia

TOTAL ESTIMATED REVENUE – ALL FUNDS

Total All Funds $ 37,694,375 $ 30,771,282 $ (6,923,093) -18.4

Less Transfers (3,436,889) (4,787,133) (1,350,244) 39.3

Total Estimated Revenues $ 34,257,486 $ 25,984,149 $ (8,273,337) -24.2

Town of Warrenton, Virginia

Transfer to Capital 2,069,944 3,527,732 1,457,788 70.4

Total All Funds $ 37,694,375 $ 30,771,282 $ (6,923,093) -18.4

Less Transfers (3,496,889) (4,787,133) (1,350,244) 39.3

Total Appropriations $ 34,257,486 $ 25,984,149 $ (8,273,337) -24.2

Town of Warrenton, Virginia

Fund Position FT or PT Department(s)

Fund Position FT or PT Department(s)

Summary of Full-Time Equivalents and Salary Splits:

Town of Warrenton, Virginia

Parks and Recreation

Internal Service Funds

Position Fund / Department % Fund / Department %

Town of Warrenton, Virginia

FISCAL YEAR 2020 BUDGET CALENDAR

Basis of Accounting and Budgeting

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

Town of Warrenton, Virginia

Town of Warrenton, Virginia

Carter Nevill, Mayor

Interim Town Manager

Acting Town Clerk

Town of Warrenton, Virginia

Board of Zoning Appeals

Economic Finance &

Police Parks &

Departmental organization charts are provided in each budget section.

Town of Warrenton, Virginia

Town of Warrenton, Virginia

Town of Warrenton, Virginia

General Property Taxes $ 1,319,650 $ 1,350,064 $ 30,414

General Government $ 1,283,860 $ 1,403,717 119,857

Town of Warrenton, Virginia

FY 2020 General Fund Revenue by Source

Town of Warrenton, Virginia

General Fund Expenditures by Category

General Fund Expenditures by Function

Public Safety, 21.5%

Town of Warrenton, Virginia

FY 2017 FY 2018 FY 2019 FY 2020

Total General Fund

General Property Taxes

Town of Warrenton, Virginia

FY 2020 PROPOSED TAX RATES

Other Local Taxes

FY 2017 FY 2018 FY 2019 FY 2020

Town of Warrenton, Virginia

Natural Gas Utility Tax