Town of Warrenton Proposed Fiscal 2021 Budget

TOWN OF WARRENTON, VIRGINIA
FISCAL YEAR 2020 – 2021 PROPOSED BUDGET
OFFICE OF THE TOWN MANAGER

21 Main Street, Warrenton, Virginia 20186
TABLE OF CONTENTS
INTRODUCTION PAGE
Town Manager’s Transmittal ………………………………………………………………. 1
Combined Budget Summary ……………………………………………………………….. 3
Personnel and Compensation Summary …………………………………………………….. 5
Budget Process, Basis of Accounting & Budgeting………………………………………..... 17
Mission Statement, Action and Value Statement …………………………………………... 19
Summary of Changes between the Proposed and the Adopted Budget …...……………….. 20
BACKGROUND INFORMATION
Community …………………………………………………………………………………. 21
Principal Officials …………………………………………………………………………... 23
Ward Map …………………………………………………………………………………... 24
Organizational Chart ………………………………………………………………………... 25
Fund Structure and Uses ……………………………………………………………………. 26
Estimated Fund Balance ……………………………………………………………………. 27
GENERAL FUND
Overview ………………………………………………………………………………….... 28
GENERAL FUND REVENUE
General Fund Revenue ……………………………………………………………………... 32
GENERAL GOVERNMENT
Overview …………………………………………………………………………………… 38
Legislative ………………………………………………………………………………….. 39
Executive …………………………………………………………………………………… 40
Legal Services ……………………………………………………………………………… 42
Finance and Human Resources …………………………………………………………….. 43
Other Organizations ………………………………………………………………………… 46
Elections ……………………………………………………………………………………. 47
PUBLIC SAFETY
Overview …………………………………………………………………………………… 48
Police Department ………………………………………………………………………….. 49
Fire Department …………………………………………………………………………….. 52
PUBLIC WORKS
Overview …………………………………………………………………………………… 54
Administration ……………………………………………………………………………… 56
Street Maintenance …………………………………………………………………………. 58
Arterial Street Maintenance ……………………………………………………………... 60
Collector Street Maintenance …………………………………………………………… 61
Sanitation (Refuse and Recycling)…………………………………………………………... 63
General Properties ………………………………………………………………………….. 65
Parking ………………………………………………………………………………………. 67
Cemetery Maintenance ……………………………………………………………………... 68
Stormwater Management …………………………………………………………………… 70
Town of Warrenton, Virginia i FY 2021 Proposed Budget

PARKS AND RECREATION PAGE
Overview …………………………………………………………………………………… 72
Aquatic Center ……………………………………………………………………………… 74
Parks Maintenance ………………………………………………………………………….. 75
Administration ……………………………………………………………………………… 76
COMMUNITY DEVELOPMENT
Overview …………………………………………………………………………………… 77
Planning …………….……………………………………………………………………….. 80
Development Services …...………………………………………………………………….. 82
Visitor Center ………………………………………………………………………………. 84
Planning Commission ………………………………………………………………………. 85
Board of Zoning Appeals …………………………………………………………………... 86
Architectural Review Board ………………………………………………………………... 87
Economic Development ……………………………………………………………………. 88
CONTRIBUTIONS ……………………………………………………………………….. 89
NON-DEPARTMENTAL
Transportation Service ……………………………………………………………………… 93
Main Street Program ………………………………………………………………………… 93
Warrenton Caboose ………………………………………………………………………… 93
DEBT SERVICE …………………………………………………………………………… 94
TRANSFERS ………………………………………………………………………………. 95
CAPITAL IMPROVEMENT PROGRAM

Capital Improvement Program Fund ……………………………………………………….. 96
OTHER FUNDS
General Asset Replacement Fund …………………………………………………………... 100
Water and Sewer Operating Fund …………………………………………………………... 102
Water and Sewer Capital Fund………………………………………………………………. 119
Motor Pool Fund……………………………………...……………………………………… 124
Information Technology Fund……………………………………………………………….. 126
RELEVANT FINANCIAL POLICIES

Fund Balance Policy ………………………………………………………………………... 128
Water and Sewer Operating Fund Cash Balance Policy ……………………………….…… 131
RESOLUTIONS AND ORDINANCES

Signed Budget Resolutions and Ordinances (to be inserted after adoption) …………………….…. 132
Town of Warrenton, Virginia ii FY 2021 Proposed Budget

Honorable Mayor, Members of Town Council and Town Residents,
I present the proposed budget for Fiscal Year 2020 – 2021 in a rapidly changing environment.
The new normal is very different from where they began in preparing their estimates for this
budget late last year. With the recent declaration of a Federal State of Emergency, the budget
has been revised extensively in just the past two weeks.
Before we can chart a path for where we are going, it is important to understand where we have
been. Our fund balance can be regarded as a good measure of our fiscal health. Page 27 of this
document provides a history of our fund balance and an estimate of our June 30th balance. The
Town has maintained a fund balance well above the policy reserve for many years, and this has
placed us in a good fiscal position to weather the current storm.
In an effort to manage the magnitude of the impact on our budget, preemptive changes have been
made in response to the COVID-19 pandemic:
 Revised revenue estimates down significantly for the first quarter of FY21 for our most
economically sensitive revenue sources (BPOL, Meals and Lodging Tax, Sales Tax).
 Removed merit increases for employees.
 Did not fund a portion of the health insurance increase (proposals for health insurance are
due on April 3rd; we anticipate having to switch carriers).
 Removed new Police Officer to be assigned to the Blue Ridge Narcotic and Gang Task
Force.
 Reduced the FY 2021 Proposed Capital Program by $2.3M, or 38%.
By immediately reacting we will be in a better position to ride out this crisis. The approach of
emergency management to a disaster is not different from the approach to the budget. A
Town of Warrenton, Virginia Page 1 FY 2021 Proposed Budget

prolonged budget crisis is a type of disaster. There is an immediate response, followed by a
recovery phase, both of which occur in the context of mitigation. A balanced budget is a moving
target. Even when a local government has vigilantly pursued all the right financial management
practices, economies go awry.
Some highlights of the FY21 proposed budget compared to the current budget:
 The overall budget reflects a decrease of $228,148.
 General Fund Capital has decreased by $596,169.
 Water and Sewer Capital has decreased by $682,022.
 General Fund operating expenditures have increased by $710,109. This increase is
driven in by rising health insurance costs and an information technology program
designed to enhance operations and security. With 82% of the Town’s personnel and all
operations other than public utilities, the General Fund receives the bulk of these
increases.
Despite our efforts to make drastic and prudent cuts, there is an operating deficit of $348,511 in
the General Fund. The budget does not include any proposed tax increases, and the Stormwater
Management Fee associated with the State mandated MS4 program that was proposed for this
year has been deferred. Instead, the budget uses a portion of the favorable fund balance position
mentioned earlier to cover the operating deficit.
We will meet these challenging times together. I look forward to working with you as we
endeavor to create a sustainable path for the next fiscal year.
Sincerely,
Brandie M. Schaeffer
Town Manager

COMBINED BUDGET SUMMARY
The following provides a summary of the Budget for Fiscal Year 2020-2021 across all
appropriated funds compared to the Budget for Fiscal Year 2019-2020. 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 revenue and appropriations.
Revenues and Sources of Funds are shown on this page and Expenditures and Uses of Funds are
shown on the next page. The total General Fund increase is $1,063,397, or 6.7%. The General
Fund Operating increase is $710,109, or 5.3%. The total decrease across all funds compared to
the current year adopted budget is $228,148, or -0.9%. The decrease is due to smaller capital
programs for both the General Fund and the Water and Sewer Fund. The General Asset
Replacement Fund is new this year; further detail is provided throughout the document.
TOTAL ESTIMATED REVENUE – ALL FUNDS

FY 2020 FY 2021 Increase / (Decrease)
Revenue / Sources Adopted Proposed ($) (%)
General Fund
General Property Taxes $ 1,350,064 $ 1,386,064 $ 36,000 2.7
Other Local Taxes 7,462,800 7,192,825 (269,975) -3.6
Permits & Fees 180,950 180,950 0 -
Fines & Forfeitures 190,000 185,000 (5,000) -2.6
Use of Money/Property 258,000 249,000 (9,000) -3.5
Charges for Services 1,397,833 1,259,554 (138,279) -9.9
Miscellaneous Revenue 256,265 248,565 (7,700) -3.0
State Revenue 3,033,099 3,042,142 9,043 0.3
Federal Revenue 6,500 0 (6,500) -100.0
Transfers/Proffers 0 89,389 89,389 -
Use of Fund Balance 1,682,251 3,047,670 1,365,419 81.2
General Fund Total $ 15,817,762 $ 16,881,159 $ 1,063,397 6.7
Other Funds
Capital Projects $ 2,734,000 $ 1,042,420 $ (1,691,580) -61.9
General Asset Replacement 0 1,095,411 1,095,411 -
Water & Sewer Operating 5,935,751 6,136,028 200,277 3.4
Water & Sewer Capital 2,262,775 1,580,753 (682,022) -30.1
Motor Pool 535,454 566,161 30,707 5.7
Information Technology 535,315 791,861 256,546 47.9
Total All Funds $ 27,821,057 $ 28,093,795 $ 272,738 1.0
Less Transfers (2,853,012) (3,353,897) 500,885 17.6
Total Estimated Revenues $ 24,968,045 $ 24,739,897 $ (228,148) -0.9

TOTAL APPROPRIATIONS – ALL FUNDS
FY 2020 FY 2021 Increase / (Decrease)
Expenditures / Uses Adopted Proposed ($) (%)
General Fund
General Government $ 1,410,203 $ 1,535,237 $ 125,034 8.9
Public Safety 3,807,769 4,145,776 338,007 8.9
Public Works 3,866,535 4,271,534 404,999 10.5
Parks & Recreation 2,413,703 2,560,105 146,402 6.1
Community Development 1,727,161 1,402,329 (324,832) -18.8
Contributions 79,855 75,355 (4,500) -5.6
Nondepartmental 166,665 191,665 25,000 15.0
General Fund Operating $ 13,471,891 $ 14,182,000 $ 710,109 5.3
Debt Service (for Capital) 792,319 967,596 175,277 22.1

Transfer to Capital 1,553,552 1,731,563 178,011 11.5
General Fund Capital 2,345,871 2,699,159 353,288 15.1
General Fund Total $ 15,817,762 $ 16,881,159 $ 1,063,397 6.7
Other Funds
Capital Projects $ 2,734,000 $ 1,042,420 $ (1,691,580) -61.9
General Asset Replacement - 945,411 945,411 -
Water & Sewer Operating 5,935,751 6,136,028 200,277 3.4
Water & Sewer Capital 2,262,775 1,580,753 (682,022) -30.1
Motor Pool 535,454 566,161 30,707 5.7
Information Technology 535,315 791,861 256,546 47.9
Total All Funds $ 27,821,057 $ 28,093,795 $ 272,738 1.0
Less Transfers (2,853,012) (3,353,897) 500,885 17.6
Total Appropriations $ 24,968,045 $ 24,739,897 $ (228,148) -0.9

PERSONNEL AND COMPENSATION SUMMARY
The Town of Warrenton views its workforce as the most valuable asset in creating a vibrant
community and delivering quality services to taxpayers. The Town issued a Request for
Proposal in FY 2020 for a consultant to perform a study to review and recommend
improvements to its classification and compensation system with primary goals of attracting and
retaining employees and ensuring employee satisfaction. However, the COVID-19 pandemic
occurred prior to the award of a contract. In light of widespread unemployment due to the
pandemic, the Town thought it prudent not to proceed with the study. Another RFP will be
issued at a later date when the economy has recovered so that it will provide a timely analysis.
After excluding capital, debt service and interfund transfers, 48% of operating expenditures are
related to personnel and benefits.
FY 2021 Proposed Budget

Expense by Category
Other Operating
30%
Personnel
48%
Debt Service
7%
Capital
15%
Highlights of Expenses Related to Personnel
Due to the ongoing COVID-19 pandemic, the Town has suspended merit increases for Fiscal
Year 2021.
Health Insurance is always a concern for both employees and employers. The Town is fully
insured and issues a Request for Proposal each year in an effort to obtain the best insurance at the
most economical cost based on a comprehensive cost-benefit analysis. A committee of
employee representatives is engaged in the decision-making process. This enables the Town
Manager to take into account the varying circumstances of employees to effectuate the best
decision for the Town. The FY21 cost for health insurance coverage is $1,784,132.

In an effort to mitigate the rising costs of health insurance and to improve the satisfaction of
employees, the Town began a Wellness Program initiative in 2019. The program has focused on
healthy eating and exercise habits and promotes preventive wellness visits.
Full-time employees accrue annual and sick leave on a monthly basis. Annual leave is capped at
a maximum number of hours based on years of service. Employees are eligible for a leave
payout when they leave Town employment in good standing with the Town and provide at least
two weeks’ notice. The expense associated with leave payouts is typically absorbed by salary
and benefit savings while attempting to hire a replacement. In FY21, the Human Resources staff
will evaluate the merits of moving to a Paid Time Off (PTO) system with the possibility of
adding a leave buyback program for one week of PTO each year.
The Town is a member of the Virginia Retirement System (VRS), which provides a retirement
benefit and group life insurance coverage. All full-time employees are covered by the retirement
plan and are required to contribute 5% of their salary to the plan. The Town’s rates are set on a
biennial basis, based on an actuarial report commissioned by VRS. Group Life Insurance
premiums are paid in full by the Town. The Town’s retirement contribution rate for FY21 is
9.07% and is budgeted at $630,955. The group life insurance rate is 1.34% and accounts for
$93,218. The Town is also required to pay for short and long-term disability coverage for
employees who are covered under the Hybrid VRS plan (those hired after January 1, 2014). This
coverage is budgeted at $14,044 for FY21.
The Federal Insurance Contributions Act (FICA) requires the Town to pay a share of Social
Security and Medicare taxes for employees. The current rate for Social Security is 6.20% of
wages; for Medicare, the rate is 1.45%. For FY21, FICA is estimated to cost the Town
$663,090.

Full-Time Equivalents
The following changes in positions are included in the FY 2021 Budget.
New Positions:
Fund Position FT or PT Department(s)

General Fund IT Administrative Full-time Information Technology
Assistant
General Fund Administrative and Full-time Police Department
Property and Evidence
Coordinator
Water and Sewer Operator Trainee Full-time Water Treatment Plant
Operating
Water and Sewer Operator Trainee Full-time Wastewater Treatment Plant
Operating
Positions Eliminated:
Fund Position FT or PT Department(s)

General Fund Administrative Part-time Police Department
Coordinator
General Fund Property and Evidence Part-time Police Department
Coordinator
Water and Sewer Public Utilities Full-time Administration
Operating Technician
All of the new positions for this year are in areas considered essential for operations –
Information Technology supports all of the Town’s departments, ensuring that they have the
technical resources available to perform their jobs; the Police Department is a 24/7 operation that
provides for the safety of Town residents; and the continuous functioning of the Water Treatment
and Wastewater Plants are essential to Town residents.
The Administrative Assistant in the Information Technology Department is considered an

essential position. With only two full-time technical staff, administrative help is necessary to
ensure the continuous review and assignment of help tickets along with performing general
office work. Otherwise, technical staff would have to devote a portion of their time to non-
technical work.
The two part-time positions eliminated in the Police Department will be combined into one full-
time position, the Administrative and Property and Evidence Coordinator. This move actually
saves the Town approximately $9,010.
Both the Water Treatment Plant and Wastewater Plant must ensure minimum staffing to meet
Virginia Department of Environmental Quality requirements. The two positions added in this

budget ensure adequate staffing, and also allow for cross-training as certain key staff near
retirement.
Position Upgrades:
FT or
Fund Old Position / Grade New Position / Grade
PT
General Fund Permit Technician / 9 FT Administrative Assistant / 11
General Fund + General Inspector / 19 FT Project Coordinator / 20
Capital + Water / Sewer
Capital
General Fund Account Technician / 13 FT Accountant / 20
General Fund Account Technician / 13 FT Tax Administrator / 15
The net impact to the General Fund of the position upgrades is $12,252.
The Administrative Assistant position will be split between the Executive, Stormwater
Management and Development Services departments. This employee will be situated on the
second floor of Town Hall to serve as a receptionist and provide clerical and technical support to
the Town Manager. For the Stormwater Management department, this position will provide GIS
support. The employee will continue to help as needed with Permit Technician duties for
Development Services.
The Project Coordinator will be split between Development Services, General Capital Projects
and Water and Sewer Capital Projects. This employee will be responsible for all aspects of
capital project coordination and management in addition to continuing to fill in as needed as an
Inspector.
The Accountant will provide much needed support for the Director of Finance and Human
Resources, particularly in the areas of monthly financial reporting, the annual external audit and
the preparation of the budget. This position will be split 50/50 with the Water and Sewer fund to
reflect the support provided.
The Tax Administrator is an existing position that bears a greater level of expertise and
responsibility. The upgrade recognizes this and offers promotion potential within the
department. The position is split 75/25 with the Stormwater Management department. This was
drafted in anticipation of a Stormwater Management fee that would have been billed on the real
estate tax bill. Due to COVID-19, that fee has been deferred. However, capturing the salary in
that department will enable the Town to track the true cost of the program for future
implementation of the fee.

Summary of Full-Time Equivalents and Salary Splits:
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 below shows full-time equivalent staffing by department based on the
allocation of funding. The Town allocates 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 2020 New Positions Change in FY 2021

Department FTEs Positions Eliminated Allocation FTEs
General Government
Legislative 0.50 - - - 0.50
Executive 1.30 - - 0.75 2.05
Finance and Human Resources 6.47 - - -0.15 6.32
Subtotal, General Government 8.27 - - 0.60 8.87
Public Safety
Police Department 31.63 1.00 -1.45 0.73 31.91
Fire Department 2.00 - - - 2.00
Subtotal, Public Safety 33.63 1.00 -1.45 0.73 33.91
Public Works
Administration 5.40 - - -1.30 4.10
Streets 15.66 - - 1.00 16.66
Sanitation 6.00 - - - 6.00
General Properties 1.00 - - - 1.00
Parking 0.73 - - -0.73 0.00
Cemetery 2.00 - - -0.27 1.73
Stormwater Management 0.00 - - 3.00 3.00
Subtotal, Public Works 30.79 - - 1.71 32.49
Parks and Recreation

Aquatic Center 20.32 - - -0.13 20.19
Parks 2.95 - - -0.13 2.82
Administration 3.69 - - - 3.69
Subtotal, Parks and Recreation 26.96 - - -0.26 26.70
(continued on next page)

Community Development
Planning 4.64 - - -0.50 4.14
Development Services 7.23 - - -1.75 5.48
Visitor Center 1.37 - -0.37 - 1.00
Economic Development 1.00 - - - 1.00
Subtotal, Community Development 14.24 - -0.37 -2.25 11.62
Capital
General 0.00 - - 0.38 0.38
Water and Sewer 0.00 - - 0.38 0.38
Subtotal, Capital 0.00 - - 0.76 0.76
Public Utilities
Meter Department 2.00 - - -1.00 1.00
Water Treatment Plant 6.45 1.00 - -0.73 6.73
Transmission and Distribution 7.00 - - 1.00 8.00
Wastewater Treatment Plant 10.70 1.00 - -0.73 10.97
Administration 5.30 -1.00 - 0.18 4.48
Subtotal, Public Utilities 31.45 1.00 - -1.28 31.18
Internal Service Funds

Motor Pool 2.45 - - - 2.45
Information Technology 2.00 1.00 - - 3.00
Subtotal, Internal Service Funds 4.45 1.00 - - 5.45
Total Full-time Equivalents 149.79 3.00 -1.82 0.00 150.98

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
70 WS / Administration 30
Resources, Purchasing Agent Human Resources
GF / Finance and
Human Resources Manager 70 WS / Administration 30
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
Accountant 50 WS / Administration 50
Human Resources
GF / Finance and
Payroll Technician 60 WS / Administration 40
Human Resources
GF / Finance and GF / Stormwater
Tax Administrator 75 25
Human Resources Management
GF / Development GF / Stormwater
Zoning Official 75 25
Services Management
GF / Development
Building Official 75 GF / Planning 25
Services Division
GF / Development
Inspector 75 GF / Planning 25
Services Division
GF / Development
Permit Technician (1 FT) 50 GF / Planning 50
Services Division
Administrative Assistant (25% GF/ Executive GF / Stormwater
50 25
Development Services) Management
Director of Public Works and Public GF / Public Works
25 WS / Administration 75
Utilities Administration
Assistant Director of Public Works and GF / Stormwater
Public Utilities (50% GF / Public Administration 25 WS / Administration 25
Works)
GF / Public Works
Senior Administrative Assistant 75 WS / Administration 25
Administration
Crew Supervisor (2FT) GF / Refuse 80 GF / Recycling 20
Motor Equipment Operator I (3 FT) GF / Refuse 80 GF / Recycling 20

Maintenance Worker GF / Refuse 80 GF / Recycling 20
Marketing Coordinator (25%
GF / Aquatic Center 38 GF / Parks 38
Executive)
Membership Coordinator GF / Aquatic Center 75 GF / Parks 25
GF / Public Works
Chief Mechanic (45% Motor Pool) 35 WS / Administration 20
Administration
Project Coordinator (25% Development
GFC / Capital 38 WSC / Capital 38
Services)

Workforce Trends and Demographics
This section of the Personnel and Compensation Summary highlights trends and demographics
of the Town’s existing workforce.
Calendar Year 2019 Turnover

In Calendar Year (CY) 2019, overall employee turnover decreased by 35.6% (from 73 to 47),
with no employees retiring in 2019. There were a total of 7 retirements in 2018. Voluntary
turnover decreased by 17 or 28.3%.
The high turnover rate for part-time is mostly related to the seasonal nature of the operations at
the Warrenton Aquatic and Recreation Facility (WARF), which employs a large number of
school-aged individuals.
CY 19 Employee Turnover Totals

Full- Part-
Time Time Overall
Voluntary Termination 12 31 43
Involuntary Termination 2 2 4
Retirement 0 0 0
Total Turnover CY 2019 14 33 47
Total Turnover CY 2018 19 54 73
EMPLOYEE TURNOVER BY
CALENDAR YEAR
80
70
60
TURNOVER TOTAL
50
40 Full-Time
Part-Time
30
Total
20
10
0
CY 2019 CY 2018 CY 2017 CY 2016
CALENDAR YEAR

Salary Distribution & Averages
The following table shows the average annual pay for Town full-time and part-time employees:
AVERAGE ANNUAL PAY

% Difference
2018 2019
2018-2019
Full-Time $54,694.21 $57,377.96 4.91%
Part-Time $ 15.13* $ 15.78* 4.30%
*Due to the nature of part-time work, wages are calculated
on an hourly rather than an annual basis.
The following graph illustrates that the majority of full-time employees (77%) earn between
$26,000 and $70,000 annually. 36% of employees earn more than the average salary of $57,378.
26% of full-time employees earn less than $40,000 per year. It should be noted that these figures
do not include the impact of overtime.
Full-Time Employees Salary

35
30
25
20
15
10
5
0

Years of Service
More than half of the current Full-Time workforce (65%) has been employed with the Town for
10 years or less; 15% have worked for the Town for 20 years or more.
Full-Time
Years of Service
20 Yrs. or More
15%
16 - 20 Yrs.
7%
4 Yrs. or less
11 - 15 Yrs.
53%
13%
5 - 10 Yrs.
12%
Employee Demographics
As illustrated by the inverted bell curves in the following graphs, roughly three-quarters (76%)
of the Town’s workforce falls under the age of 30 and over the age of 50.
As noted earlier, staffing at the Warrenton Aquatic and Recreation Facility is a younger
demographic, typically school-aged and part-time. The first graph on the next page shows the
demographics for all employees. The second graph focuses only on full-time.

Employees by Age Distribution
45
40
35
30
25
20
15
10
5
0
19 & 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65 &
Under Over
Full-Time Employees by Age

Distribution
20
18
16
14
12
10
8
6
4
2
0
19 & 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65 &
Under Over

BUDGET PROCESS
Fiscal Year 2021 Budget Calendar
Date Event
October 2019 Request for Budget Submissions sent to Town Departments
and Outside Agencies
December 31, 2019 Fiscal Year 2021 Budget Submissions due to the Finance
Department
January 2020 Budget Submissions compiled by the Finance Department
and forwarded to the Town Manager
February – March 2020 The Town Manager will review budget requests, studies and
reports, and work with the Finance Department to draft the
Proposed Budget.
February 25, 2020 Planning Commission Work Session to review the Draft 2021
– 2025 Capital Improvement Plan for consistency with the
Comprehensive Plan
April 1, 2020 Delivery of the Town Manager’s Proposed Budget to the
Town Council
April 14, 2020 Planning Commission Public Hearing on the Draft 2021 –
2025 Capital Improvement Plan
April 20, 2020 Town Council Work Session to discuss Employee Health
Insurance selection
May 4, 2020 Town Council Work Session to discuss Internal Service
Funds and Capital Project Program
May 12, 2020 The Town Council held a Public Hearing on the Fiscal Year
2021 Proposed Budget
June 11, 2020 Adoption of the Fiscal Year 2021 Budget by the Town
Council
July 1, 2020 Beginning of Fiscal Year 2021
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 Fund, and
the Perpetual Care Fund (a permanent fund), 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 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 expense is not
budgeted, but is 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 AND ADOPTED BUDGET
During April and May, the Town Council will review the budget and make revisions prior to
adopting the budget. A summary of the changes made to the budget will appear here in the
adopted version.

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
Clerk.
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 ~
Town Manager
Brandie Schaeffer
Town Attorney
Whitson W. Robinson
Town Clerk
Elizabeth Gillie

ORGANIZATIONAL CHART
Circuit Court
Town Citizens
Board of Zoning Appeals
Planning Commission
Mayor &
Town Council
Architectural Review Board
Town Clerk
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, community
development, 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.
General Asset Replacement Fund
This fund is new for FY 2021. It is established to serve as a sinking fund for the replacement of
existing assets that the Town utilizes to provide services to residents. Such assets include
vehicles, network servers and other large repair and replacement projects.
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, transmission, 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, the General Asset Replacement Fund, and the two Internal Service
Funds are combined with the General Fund for purposes of financial reporting in the Comprehensive Annual
Financial Report.

ESTIMATED FUND BALANCE
The Town’s main operating fund is the General Fund. The fund balance of the General Fund
may be likened to a savings account. In any given year, if revenues are greater than expenditures
(sometimes referred to as a surplus) this amount is added to the fund balance of the General
Fund. Similarly, if expenditures exceed revenues, then the Town’s obligations are met by
utilizing a portion of this fund balance. Fund balance is divided into several categories, which
represent what is committed to other uses and what is available to spend. Unassigned Fund
Balance represents the amount that is available for spending, and can be used as a measure of the
overall fiscal health of the Town. The following chart provides a recent history of the Town’s
General Fund total fund balance, and the portion that is unassigned.
General Fund
Fund Balance 2016 - 2020
14,000,000
13,000,000
1.1 1.5
12,000,000 1.2
1.9
11,000,000 1.1
10,000,000 1.1
9,000,000 11.9 11.6
11.5
10.9
8,000,000 10.3
9.2
7,000,000
6,000,000
2016 2017 2018 2019 2020 (orig.) 2020 (rev.)
UNASSIGNED COMMITTED / ASSIGNED
Since 2016 the Town has maintained a total fund balance in the range of $12.7M to $13.1M,
with a significant portion of that figure being unassigned and available for spending. The
original 2020 figure shows the original FY20 estimate. The revised 2020 figure is a projection
and represents declines in revenue for the last three months of FY 2020 due to the COVID-19
pandemic in the United States, which began significantly impacting the economy in March 2020.
The Town follows an adopted policy that maintains 50% of general fund operating expenditures
in reserve. That amount for the FY21 proposed budget is $7.2M, which is maintained even in
the revised 2020 scenario presented above. If there were no impacts due to COVID-19, the
Unassigned Fund Balance estimate would be $10.3M.

General Fund Summary
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, recreation, and community development.
FY 2020 FY 2021
Increase /
REVENUE Adopted Proposed (Decrease)
General Property Taxes $ 1,350,064 $ 1,386,064 $ 36,000

Other Local Taxes 7,462,800 7,192,825 (269,975)
Licenses, Permits & Fees 180,950 180,950 0
Fines & Forfeitures 190,000 185,000 (5,000)
Use of Money/Property 258,000 249,000 (9,000)
Charges for Services 1,397,833 1,259,554 (138,279)
Miscellaneous Revenue 256,265 248,565 (7,700)
Non-Categorical Aid 635,150 610,150 (25,000)
Categorical Aid 2,397,949 2,431,992 34,043
Revenue from Federal Government 6,500 0 (6,500)
Transfers/Proffers 0 89,389 89,389
Use of Fund Balance 1,682,251 3,047,670 1,365,419
Total General Fund Revenue $ 15,817,762 $ 16,881,159 $ 1,063,397
EXPENDITURES
General Government Administration $ 1,410,203 $ 1,535,237 125,034

Public Safety 3,807,769 4,145,776 338,007
Public Works 3,866,535 4,271,534 404,999
Parks and Recreation 2,413,703 2,560,105 146,402
Community Development 1,727,161 1,402,329 (324,832)
Contributions to Outside Agencies 79,855 75,355 (4,500)
Nondepartmental 166,665 191,665 25,000
Subtotal Operating $ 13,471,891 $ 14,182,000 $ 710,109
Debt Service 792,319 967,596 175,277

Transfer to Capital 1,553,552 1,731,563 178,011
Subtotal Capital 2,345,871 2,699,159 353,288
Total General Fund Expenditures $ 15,817,762 $ 16,881,159 $ 1,063,397

General Fund Revenue
The FY 2021 General Fund Budget includes $13,744,100 in current year revenue, which is a
decrease of $391,411, or -1.2%, compared to the FY 2020 Budget. The largest decrease is in
Other Local Taxes category, which will likely take a while to recover from the impact of the
COVID-19 pandemic. Other Local Taxes remains the largest source of revenue for the General
Fund at 43.1%. 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 budget includes the use of $3,047,670
of fund balance. This is an increase of $1,365,419, or 81.2%, over the prior year budget. Fund
balance is normally used exclusively to fund capital projects and debt service issued in support
of capital. However, due to the economic impacts anticipated to be felt by COVID-19, the
budget uses $348,511 of fund balance to cover a general fund operating deficit. Total Revenue
of $16,881,159 for the General Fund represents an increase of $1,063,397, or 6.7%, compared to
the FY 2020 Budget. The following chart shows the percentage of General Fund Revenue by
source.
FY 2021 General Fund Revenue by Source

$16,881,159
Charges for
Services
7.6%
Other Local Taxes
43.1%
Other Local
Revenue
Other Local Taxes: 5.7%
Meals Tax – 16.4%
BPOL – 11.1%
Bank Stock Tax – 4.5%
Sales Tax – 4.0%
Utility Tax – 3.0%
Other Taxes – 4.1%
State Revenue
18.2%
General Property Use of Fund

Taxes Balance
8.3% 17.1%

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

Debt service,
Other Operating, 5.8%
33.0%
Capital, 9.5%
Personnel, 51.7%
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 &
Public Works, Recreation, 15.3%
25.3% Contributions,
0.5%
Community
Development,
8.4%
Transfers, 9.5%
Public Safety,
24.8% Nondepartmental
General , 6.9%
Government,
9.2%

GENERAL FUND REVENUE
The following table provides a multi-year comparison of General Fund Revenues by Source.
FY 2018 FY 2019 FY 2020 FY 2021

Description Actual Actual Adopted Proposed Change
Local Revenue
General Property Taxes $1,271,042 $1,298,686 $1,350,064 $1,386,064 $36,000
Other Local Taxes 7,314,554 7,613,512 7,462,800 7,192,825 (269,975)
Permits & Other Licenses 170,337 257,968 180,950 180,950 0
Fines & Forfeitures 166,622 188,750 190,000 185,000 (5,000)
Use of Money & Property 170,788 318,216 258,000 249,000 (9,000)
Charges for Services 1,229,166 1,203,732 1,397,833 1,259,554 (138,279)
Miscellaneous 321,085 782,020 256,265 248,565 (7,700)
Total Local Revenue $10,643,594 $11,662,884 $11,095,912 $10,701,958 $(393,954)
State Revenue $2,978,084 $3,035,500 $3,033,099 $3,042,142 $9,043
Federal Revenue 4,207 4,557 6,500 0 (6,500)
Total State & Federal
$2,982,291 $3,040,057 $3,039,599 $3,042,142 $2,543
Revenue
Subtotal - Current
Revenue $13,625,885 $14,702,941 $14,135,511 $13,744,100 $(391,411)
Transfers $0 $0 $0 $0 $0
Use of Proffers 0 0 0 89,389 89,389
Use of Fund Balance 0 0 1,682,251 3,047,670 1,365,419
Total General Fund

$13,625,885 $14,702,941 $15,817,762 $16,881,159 $1,063,397
Revenue
General Property Taxes

General property taxes are estimated to be $1,386,064 and account for 8.3% of general fund
revenue in FY 2021. 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 2021 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. This revenue category is one of the most impacted by the COVID-19 pandemic.
FY 2018 FY 2019 FY 2020 FY 2021

Description Actual Actual Adopted Proposed Change
Local Sales Taxes $709,036 $709,173 $715,000 $670,625 $(44,375)
Consumer Utility Taxes 510,053 498,267 515,000 502,000 (13,000)
BPOL 2,026,989 1,998,816 1,980,800 1,850,200 (130,600
Utility Consumption Taxes 64,166 70,212 65,000 63,500 (1,500)
Motor Vehicle Licenses 195,750 216,600 210,000 225,000 15,000
Bank Franchise Taxes 849,887 817,146 750,000 750,000 0
Meals Taxes 2,550,799 2,897,360 2,765,000 2,728,750 (36,250)
Cigarette Taxes 171,699 184,943 217,000 190,000 (27,000)
Transient Occupancy Taxes 236,175 220,995 245,000 212,750 (32,250)
Total Other Local Taxes $7,314,554 $7,613,512 $7,462,800 $7,192,825 $(269,975)
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 decrease in
revenue based on COVID-19. Sales tax revenue estimated to total $670,625 in FY 2021
accounts for 4.0% 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 $1,850,200 projected revenue for FY 2021, this is the second largest local revenue source
for the General Fund and represents 11.1% 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 $63,500 for FY 2021, it
represents 0.4% 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 $15,000 increase
in revenue in this category is due to the license fee being applied to supplemental billings. This
category is estimated at $225,000 for FY 2021 and represents 1.4% 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 2021 budget is $750,000 and
is level with FY 2020. This category accounts for 4.5% of General Fund revenue.
Meals Tax - The Town levies a 4% local tax on meals as defined by the model meals tax
ordinance adopted in 2000. It is a significant source of revenue, representing 16.4% of the
General Fund budget, and is dependent on the regional travel and tourism economy in addition to
local residents. For FY 2021, the estimated amount is $2,728,750. Meals tax revenues have
been fairly consistent, showing a direct relation to the general economic climate. For FY 2021,
the estimate has been revised down due to the COVID-19 pandemic, and represents a decrease of
$36,250 compared to the prior year 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 $190,000 for FY 2021 is a
decrease of $27,000 compared to FY 2020. This tax accounts for 1.1% of the 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 be $212,750 in FY 2020 and accounts for 1.3% of total General Fund revenue. This
is a revenue estimate that have been reduced in light of the COVID-19 pandemic.
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 no increase compared to the FY 2020 budget. At $180,950, this
category represents 1.1% 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 $185,000 for FY 2021, which is a decrease of $5,000
compared to FY 2020. This category represents 1.1% 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 increase
slightly.

In 2015, the Town Council passed a resolution authorizing the addition of the E-summons fee to
tickets written in the Town. This $5.00 charge is added to tickets written within the Town limits
and is remitted to the Town on a monthly basis. The annual revenue estimate for this fee is
$10,000.
Use of Money & Property

Interest and investment revenue fluctuates with the general economy and the level of the Town’s
cash balance. In the fall of 2016, the Town Council amended the Town’s Investment Policy to
authorize the investment of Town funds in the Virginia Investment Pool. This has resulted in
higher earnings in subsequent years. The $9,000 decrease in this line reflects the recent
pandemic that will certainly affect the economy and investment earnings. The revenue estimate
for this category of $249,000 represents 1.5% 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). Overall revenue for the WARF is projected to be $1,259,554, which is $138,279 less
than the estimate for FY 2020. The revenue estimate was dropped in anticipation of a decline
due to COVID-19. This category represents 7.6% of General Fund revenue for FY 2021.
Miscellaneous Revenue
The primary sources of revenue in this category are WARF Sponsorships, estimated to be
$64,750, 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 from Fauquier County ($42,600). Additionally, this revenue category includes the sale of
surplus property, recycling income, recovered costs, and revenue from sale of plastic trash can
liners. The sale of burial permits and proffers for traffic control, recreation, fire, and rescue are
also accounted for in this category. Revenue estimates are based on historical data. At
$248,565, this category represents approximately 1.5% of total General Fund.
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 3.7% of the General Fund budget and is shown by category below.
FY 2018 FY 2019 FY 2020 FY 2021
Description Actual Adopted Adopted Proposed Change
Motor Vehicle Rental Tax $121,172 $115,000 $120,000 $130,000 $10,000
Rolling Stock Tax 116 200 150 150 0
Communications Sales Tax 492,541 515,000 515,000 480,000 (35,000)
Total Non-Categorical
Aid $613,829 $630,200 $635,150 $610,150 $(25,000)

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
increase slightly for FY 2021. The Town anticipates other Categorical items to remain fairly
level compared to FY 2020. VDOT Revenue Sharing is reported in the Capital Improvement
Program Fund to more accurately match revenues with related expenditures. Categorical Aid
accounts for 14.6% of the General Fund budget.
FY 2018 FY 2019 FY 2020 FY 2021
VDOT Street & Highway
Maintenance $1,346,679 $1,425,000 $1,442,385 $1,450,000 7,615
PPTRA Revenue 718,492 718,492 718,492 718,492 0
VDFP Aid to Localities 25,000 25,000 25,000 34,000 9,000
DCJP Section 599 Funds 203,871 203,871 203,871 220,000 16,128
VCA Local Government
Challenge Grant 4,500 4,500 4,500 4,500 0
Litter Control Grant 3,700 3,700 3,700 5,000 1,300
Total Categorical Aid $2,302,242 $2,380,563 $2,397,948 $2,431,992 $34,043
Non-Revenue Receipts
Proffers – The FY 2021 budget will use $82,389 in Proffers as shown below.
Proffer Amount Purpose

Adelphia $6,995 Live stream Council meeting on Facebook
Recreation $42,394 Various maintenance items in Town parks
Recreation $40,000 Replacement of fence at Eva Walker Park
Use of Fund Balance – The use of fund balance in the amount of $3,047,670 is necessary to
balance the FY 2021 budget for the General Fund. This represents 18.1% 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 2021 – 2025 Capital
Improvement Plan and debt service for debt issued in support of capital expenditures.

GENERAL FUND EXPENDITURES
GENERAL GOVERNMENT ADMINISTRATION
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 budget
represents $1,535,237, or 9.2%, of the general fund.
Budget Summary
FY 2018 FY 2019 FY 2020 FY 2021

Department Actual Actual Adopted Proposed Change
Legislative $229,342 $192,906 $223,526 $259,947 $36,421
Executive 239,306 291,593 238,273 306,774 68,501
Legal Services 200,119 184,725 212,446 223,297 10,851
Finance & Human
Resources 557,400 607,163 716,815 735,877 19,062
Other Organizations 8,959 8,111 9,142 9,342 200
Elections 7,006 0 10,000 0 (10,000)
Total $1,242,132 $1,284,498 $1,410,203 $1,535,237 $125,035
Revenue $22,801 $23,725 $26,000 $32,995 $6,995
Net Expenditure $1,219,331 $1,260,773 $1,384,202 $1,502,242 $118,040
Revenue directly related to this function is estimated to total $32,995 in FY 2021, bringing the
net expenditure to $1,502,242.
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 2018 FY 2019 FY 2020 FY 2021

Category Actual Actual Adopted Proposed Change
Personnel $94,817 $106,840 $122,327 $143,050 $20,723
Operating 95,552 86,066 99,199 107,902 8,703
Capital 38,973 0 2,000 8,995 6,995
Total $229,342 $192,906 $223,526 $259,947 $36,421
Staffing Summary
Full-time equivalents 0.50 0.50 0.50 0.50 0.00
Budget Request / Analysis

The Council budget includes funds for the Mayor and Council members’ 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 1.6% of the total general fund
budget.
The total budget for Town Council is $259,947, an increase of $36,421 from the prior fiscal
year’s budget. The personnel category reflects an increase of $20,723 due to rising health
insurance costs. The operating increase of $8,703 is due to an increase in charges for
Information Technology. The capital increase of $6,995 is to live stream Council meetings on
Facebook and will be funded by the balance of the Adelphia Proffer.

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 or she 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 Fiscal Vigilance in response to COVID-19 Pandemic
• Complete Strategic Priorities and Project within budget constraints
• Plan and Implement Capital Improvements
• Continue to improve the use of Technology throughout Organization

Key Projects for FY 2021
• Broadview Avenue construction phasing

• Comprehensive Plan Adoption
• Town Hall relocation and property evaluation
Budget Summary
FY 2018 FY 2019 FY 2020 FY 2021

Personnel $221,919 $263,021 $204,371 $242,148 $37,777
Operating 17,387 28,572 33,902 64,626 30,724
Capital 0 0 0 0 0
Total $239,306 $291,593 $238,273 $306,774 $68,501
Staffing Summary
The FY 2021 budget of $306,774 reflects an increase of $68,501, or 28.7%, compared the
current budget. The personnel increase of $37,777 reflects the allocation of staff salaries here to
reflect the level of service they provide to the Executive department. For FY 2021, 50% of an
Administrative Assistant’s salary and 25% of the Marketing Coordinator will be allocated here.
The Administrative Assistant will provide clerical support and be located near the Town
Manager in the new Town Hall to serve as a receptionist. The Marketing Coordinator helps with
graphic design of the Town Crier, and will assist with activities related to Communications and
social media.
The operating category includes items for office equipment leases, memberships and dues, travel
and training, subscriptions and office supplies. The operating increase of $30,724 is due to a
request for $30,000 in a professional services line item, which will be used to outsource Town
Communications in lieu of establishing a department with a full-time Public Information Officer
at this time.
This department represents 1.8% 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 2018 FY 2019 FY 2020 FY 2021

Category Actual Adopted Adopted Proposed Change
Personnel $17,000 $17,813 $20,849 $31,700 $10,851
Operating 183,119 191,097 191,597 191,597 0
Capital 0 0 0 0 0
Total $200,119 $208,910 $212,446 $223,297 $10,851
Contractual professional legal fees are split 75% / 25% between the General Fund and the Water
and Sewer Operating Fund. The budget request for FY 2021 reflects an increase of $10,851 over
the FY 2020 budget. The increase 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.
This department represents 1.3% 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 department
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 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. For FY 2021, the
allocation to this department is 6.32 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 Policies
• Implement a comprehensive business tax auditing program
• Continue to reduce delinquent tax balances by outsourcing
• 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 2018 FY 2019 FY 2020 FY 2021
Personnel $418,459 $450,650 $508,280 $508,975 $695
Operating 137,672 150,917 201,535 224,903 23,368
Capital 1,269 5,596 7,000 2,000 (5,000)
Total $557,400 $607,163 $716,815 $735,877 $19,062
Staffing Summary
Full-time Equivalents 5.57 6.47 6.47 6.32 -0.15
The budget of $735,877 for FY 2021 reflects an increase of $19,062, or 2.7% over the FY 2020
budget.
The personnel category reflects an increase of $695. Two position upgrades are planned in this
department. An Account Technician position will be upgraded to an Accountant to assist the
Director with higher level accounting and budgeting duties. The Tax Administrator position will
be upgraded to reflect the higher degree of expertise and responsibility concentrated in the
position. All of the positions in this department are split between the General Fund and the
Water and Sewer Operating Fund, since the department provides administrative support to all
Town departments and employees. Some of those splits have been reallocated slightly in this
budget to reflect the true level of effort for each fund.
The FY 2021 operating budget reflects an increase of $23,368. The bulk of this increase is due
to the Information Technology internal service fund charge, which increases $21,758 for FY
2021. Other operating expenditures accounted for in this department include the cost of printing
and mailing tax bills, business license renewal applications, employee award programs, General
Fund costs associated with the external auditor, and General Fund bank service charges. The
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).
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 $2,680 in FY 2021. Other
operating expenditures include the costs associated with the annual external audit ($20,000) and
bank service charges ($47,000), which is estimated to run $5,000 higher than in FY 2020. The
Department plans to bid banking services in FY 2021 to hopefully realize a reduction in this
area. The internal service charge from the Information Technology fund is $69,768.
The budget for the capital category is $2,000, a decrease of $5,000 compared to FY 2020. The
amount programmed is for a replacement for one of the older laptops used by staff.

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 2018 FY 2019 FY 2020 FY 2021

Organization Actual Actual Adopted Proposed Change
Virginia Municipal League $6,317 $6,486 $6,500 $6,700 $200
Virginia Institute of Government 500 500 500 500 0
Fauquier Chamber of Commerce 1,025 1,125 1,025 1,025 0
National League of Cities 1,117 0 1,117 1,117 0
Total $8,959 $8,111 $9,142 $9,342 $200
The total request for Other Organizations has increased by $200 for the FY 2021 budget. Dues
for the Virginia Municipal League are based on population information, and are estimated to
increase by $200.

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 2018 FY 2019 FY 2020 FY 2021

Personnel $3,518 $0 $4,000 $0 $(4,000)
Operating 3,488 0 $6,000 0 $(6,000)
Capital 0 0 0 0 0
Total $7,006 $0 $10,000 $0 $(10,000)
Elections are held every other year for Town Council. There are no elections for the Town in FY 2021.

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
FY 2018 FY 2019 FY 2020 FY 2021

Police Department $3,255,408 $2,953,101 $3,573,225 $3,912,746 $339,521
Fire & Rescue 323,509 224,446 234,544 233,029 (1,515)
Total $3,578,917 $3,177,547 $3,807,769 $4,145,776 $338,007
Revenue $402,625 $433,433 $418,872 $439,000 $20,128
Net Expenditure $3,176,292 $2,744,114 $3,388,897 $3,706,775 $317,878
Public Safety represents the largest section of the General Fund budget. Expenditures for this
function for FY 2021 total $4,145,776, and represent 24.8% of the total General Fund budget.
The total function shows an increase of $338,007, or 8.9%, greater than the FY 2020 budget.
Revenue that is directly related to this function totals $439,000, resulting in a net expenditure of
$3,706,775.
Detail for each Department’s 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
The Police Department is staffed by the following full-time personnel: Chief, Deputy Chief, two
Lieutenants, five Sergeants, five Corporals, thirteen Officers, a Senior Administrative Assistant
and a Records Clerk. Two part-time staff members provide support in the areas of 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 an ancillary assignment program where officers will be certified as

police cyclist and motor operators. These will not be separate units, but rather
opportunities for officers currently in patrol to utilize different patrol strategies;
• Creation of a community engagement/special projects officer utilizing existing staffing;
• ICS certifications for all supervisory personnel;
• Active Violent Incident Training for all sworn personnel;
• Rifle/shotgun racks to be mounted inside of each police vehicle utilizing existing funds;
• Creation of a strategic plan
• Update the webpage so citizens can access general orders as well as our strategic plan
• Creation of a Community Action Team
Budget Summary
FY 2018 FY 2019 FY 2020 FY 2021
Personnel $2,636,798 $2,270,916 $2,755,048 $2,991,018 $235,970
Operating 566,114 663,616 788,337 896,278 107,941
Capital 52,496 18,569 29,840 25,450 (4,390)
Total $3,255,408 $2,953,101 $3,573,225 $3,912,746 $339,521
Staffing Summary

The total budget for the Police Department for FY 2021 is $3,912,746, which is $339,521, or
9.5%, greater than the FY 2020 budget.

The personnel category shows an increase of $235,970 compared to the FY 2020 budget. The
Parking Division, which was previously presented in the Public Works function and included the
salary and other expenditures related to the Parking Enforcement Officer, has been dissolved for
FY 2021. As such, those charges are now included here. Two part-time positions (the Property
and Evidence Coordinator and the Administrative Coordinator) are being combined into one full-
time position, resulting in a net decrease of $9,010. Changes in the allocation of officers to
special events will drive a decrease of $21,000 in the overtime line item. These changes will
allow the Town to fund an increase in shift differential pay. The balance of the increase in the
personnel category is due to rising health insurance costs.
The operating category shows an increase of $107,941 compared to the FY 2020 budget. The
bulk of the increase is due to charges from the internal service funds, Information Technology
(+73,974) and Motor Pool (+35,404).
The capital category shows an overall decrease of $4,390 compared to FY 2020 and includes the
following items:
• $22,950 for the purchase of two (2) additional Mobile Data Terminal (MDT) units
• $2,500 for furniture and fixture needs
During 2019, the Department made 4,480 arrests to include: 2,795 traffic citations, 404 parking
tickets, 991 written warnings and 290 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.

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 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 2018 FY 2019 FY 2020 FY 2021

Personnel $161,593 $179,975 $190,446 $197,697 $7,251
Operating 161,916 44,471 34,598 35,333 735
Capital 0 0 9,500 0 (9,500)
Total $323,509 $224,446 $234,544 $233,029 $(1,515)
Staffing Summary
Full-time 2.00 2.00 2.00 2.00 0.00
The budget for the Fire and Rescue function is $233,029, which is a slight decrease of $1,515
compared to the FY 2020 budget.
The Personnel category has increased by $7,251 due to rising health insurance costs.
The operating category remains level with the FY 2020 budget.
The capital category reflects a decrease of $9,500. As a result of recent COVID-19 pandemic,
many capital requests throughout the budget were cut or delayed for a year.

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 clean up 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. The seven 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 $1,450,000 in FY 2021.
The budget for FY 2021 for the Public Works function totals $4,271,534, which is an increase of
$404,998 from the current fiscal year for the seven operating budgets. The biggest increase is
due to the addition of the SWM budget. 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, State of Good Repair, and SMARTSCALE along with any
Stormwater programs such as Stormwater Local Assistance Funding.
In the proposed budget, the Parking Division has been eliminated and absorbed back into the
Public Works and Police budgets. Stormwater Management has been added as a separate Public
Works budget; in FY20, it was split between Public Works and Community Development.
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 or above VDOT standards. 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.
Public Works administers the stormwater management and MS4 programs with capital project
development and street maintenance functions (sweeping and basin cleaning) that provide
nutrient reduction credits. As the program demands increase in order to comply with State
mandates, the Town is planning for funds to support this program by way of a Stormwater
Utility. 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 the Town’s DEQ approved Total Maximum Daily Load (TMDL).

Budget Summary
FY 2018 FY 2019 FY 2020 FY 2021

Administration $648,617 $631,642 $755,127 $543,860 $(211,267)
Streets (including
1,655,033 1,981,955 1,937,726 2,224,730 287,004
Arterial & Collector)
Sanitation (Refuse &
618,210 598,675 626,246 638,694 12,447
Recycling)
General Properties 304,830 340,893 360,579 419,318 58,739
Parking 0 110,004 46,629 0 (46,629)
Cemetery 138,451 119,307 140,227 121,338 (18,889)
Stormwater
Management 0 0 0 323,594 323,594
Total $3,365,141 $3,782,476 $3,866,535 $4,271,534 $404,999
Revenue $1,418,110 $1,462,523 $1,466,085 $1,475,000 $8,915
Net Local Revenue $1,947,031 $2,319,953 $2,400,450 $2,796,534 $396,084
Revenue that is directly related to this function totals $1,475,000, resulting in a net expenditure
of $2,796,534.
Further detail regarding each department is provided in the summaries that follow.
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 2021.
Traffic related, walkability and pedestrian safety issues remain a priority and staff will continue
to pursue additional VDOT and other grant programs (Revenue Sharing, State of Good Repair
and SMARTSCALE) to supplement funding for future budgets, as with the roundabout project
currently being considered by VDOT for 2023.
Public Works coordinates with Community Development (CD) in the permitting and
administrating of development projects under the Virginia Stormwater Management Permit
(VSMP) program and undertakes 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.
Goals
• Execute the plans of the Town for improvements to the Town’s walkability and for
pedestrian safety.
• Provide quality services and infrastructure maintenance to the high expectations of Town
citizens.
• Pursue VDOT and other grant programs (Revenue Sharing, SMARTSCALE, HSIP and
State of Good Repair) 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 all FY20 capital improvement projects by mid-year FY2021.
• 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 2018 FY 2019 FY 2020 FY 2021

Personnel $493,198 $491,701 $581,766 $442,523 $(139,243)
Operating 148,095 163,649 171,861 99,337 (72,524)
Capital 7,324 1,500 1,500 2,000 500
Total $648,617 $656,850 $755,127 $543,860 $(211,267)
Staffing Summary
The FY 2021 budget for the Public Works Administration Division of $543,860 reflects a
decrease of $211,267, which is 15% less than FY 2020.
The personnel category reflects a decrease of $139,243 due to the retirement of the current
Director at the end of FY 2020 and the re-allocation of the Stormwater Administrator and
Support positions being funded under a separate SWM budget.
The operating category reflects a decrease of $72,524, which is also mostly due to the
stormwater activities moved to a separate budget with a $30,000 reduction in professional
services, and reductions in the Motor Pool function, which is allocated to departments based on
FY 2019 actual expenditures.

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
motorists with a smooth riding, properly marked and signed, safe and comfortable
pavement.
• During inclement weather, keep all traffic corridors open for emergency vehicles and
those motorists who must be on the road.
• Continue street beautification 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 through the community.
• Receive a superior rating from VDOT during the annual inventory and 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.
• Traffic Signal Interconnectivity along Lee Highway.

• Cooperation with Community Development in assisting VDOT with Broadview Avenue
Improvements; project review and technical details.
• Awaiting approval of Primary Road applications for pavement overlay on Waterloo
Street.
• Sidewalk Improvements.

Budget Summary
FY 2018 FY 2019 FY 2020 FY 2021
Personnel $655,022 $659,744 $659,814 $767,880 $108,066
Operating 203,215 364,963 272,151 325,872 53,721
Capital 0 16,998 21,500 11,000 (10,500)
Total $858,237 $1,041,705 $953,465 $1,104,752 151,287
Staffing Summary
The FY 2021 street budget of $1,104,752 reflects an increase of $151,287, or 15.8%, compared
to the FY 2020 budget.
The personnel category increased by $108,066 primarily due to increases to health insurance and
adjustment in staffing activities to support the newly developed Stormwater Management
Department, focused on activities in compliance with the Town’s MS4 permit requirements.
The operating budget reflects an increase of $53,721 due to vehicle maintenance costs for the
section and 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 2018 FY 2019 FY 2020 FY 2021

Personnel $112,414 $141,144 $125,951 $147,481 $21,530
Operating 115,343 121,529 182,300 185,300 3,000
Capital 169,224 162,833 195,433 86,000 (109,433)
Total $396,981 $425,556 $503,684 $418,781 $(84,903)
The personnel charges for Arterial and Collector Street budgets are allocated from the main
Street Maintenance division budget. There is an increase of $21,350 in the amount allocated for
FY 2021 based on actuals.
The budget is decreased from last year due to a drop in anticipated paving. In recent year, staff
has taken advantage of the VDOT State of Good Repair Primary Road program so that our
Arterials are in generally good condition, with the exception of Broadview Avenue. An
additional $18,382 is budgeted in Payments on Contracts for increased funding for pavement
markings/striping and signage costs. Power costs for Town street lights is projected to be flat
this year with the 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
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 2018 FY 2019 FY 2020 FY2021
Personnel $97,387 $115,704 $106,574 $122,722 $16,148
Operating 162,087 141,961 179,300 187,300 8,000
Capital 140,341 257,029 194,703 391,175 196,472
Total $399,815 $514,694 $480,577 $701,197 $220,620

The FY 2021 Collector Street Division budget is an increase of $220,620 over the current year’s
budget. This is due to a shift from the arterial streets which have been able to take advantage of
the VDOT State of Good Repair funding to a focus on the neighborhood collector streets.
The personnel charges for Arterial and Collector Street budgets are allocated from the main
Street Maintenance division budget. The increase in the personnel category seeks to align the
allocation more accurately to the historical charges to this division.
Unlike the arterial budget, the collector budget is projected higher this year compared to FY20
with more resurfacing activities anticipated for neighborhood streets. Sidewalk repairs or
improvements are increased by $5,000 to address failing sections, and updating ADA issues and
to advance the Town’s walkability. The major increase is in street improvements and surface
paving. Materials and supplies are increased by $3,000 to cover increased costs and increased
productivity from staff. 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 extend pavement life, with a continued focus on subdivisions built in
the 2003 to 2008 time frame and earlier, which are subject to more transverse 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 27 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.
• Institute satellite newspaper collection bins in the town to replace curbside collection.

Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $435,656 $425,074 $415,921 $446,038 30,117
Operating 182,446 173,601 210,325 192,657 (17,668)
Capital 0 0 0 0 0
Total $618,102 $598,675 $626,246 $638,694 $12,448
Staffing Summary
Full-time 6.00 6.00 6.00 6.00 0.00
The FY 2021 budget of $638,694 is an increase of $12,448 compared to the FY 2020 budget.
The personnel category reflects an increase of $30,117, which is more consistent with previous
years and reflects rising health insurance costs.
The budget does not include tipping fees to the Fauquier County Landfill for household trash; the
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 2021. In calendar year 2019, a total of 3,676 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 reporting to DEQ.
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, and the Cemetery building with restroom. The Experience Old
Town Warrenton (EOTW)/Warrenton Meeting Place building on 3rd Street and the Visitor
Center buildings will be maintained at a minimum level pending decisions on their use. 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. The
Experience Old Town Warrenton (EOTW)/Warrenton Meeting Place building on 3rd Street and
the Visitor Center buildings will be maintained at a minimum level pending decisions on their
use.
Current Staffing
The Building Maintenance Division is staffed by one full-time building maintenance mechanic
and supplemented with street or seasonal help when needed.
Goals
• Support as needed the functions needed at the New Town Hall.

• 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 a level that the citizens are proud of their
community.
• Improve the appearance of parking lots (markings signage, landscaping and tree cover).
• Continue to support new building functions at Town Hall as Staff moves in.
• Facilitate communication link for Town Traffic lights along Broadview and Lee Hwy.
• Support Way Finding within Town.
• Assist with execution of the Town’s Walkability initiative,
• Improvements to Pedestrian Crossings to enhance safety.

Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $93,482 $79,515 $102,553 $119,061 $16,508
Operating 211,168 261,378 256,026 299,257 43,231
Capital 180 0 2,000 1,000 (1,000)
Total $304,830 $340,893 $360,579 $419,318 $58,739
Staffing Summary
Full-time 1.50 1.00 1.73 1.73 0.00
The General Properties budget provides funding for operation, maintenance and repair of all
Town-owned buildings, structures and properties. The FY 2021 budget of $419,318 is an
increase of $58,739 compared to the FY 2020 budget.
The $16,508 increase in the personnel category reflects the addition of a part-time maintenance
worker and increases in health insurance.
The operating budget shows an increase of $43,231. This is primarily in support of the move to
the New Town Hall and the increased maintenance of a larger building. It also reflects increased
support for the walkability and wayfinding initiatives.
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 pending sale of the building on South 3rd Street and a decision on the future of the Visitor
Center building will help to reduce expenses currently experienced. 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. For FY 2021, the decision has been made
to eliminate this department and allocate the charges back to their original departments – Public
Works, General Properties and the Police Department.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021
Personnel - $34,738 $34,762 $0 $(34,762)
Operating - 69,569 11,867 0 (11,867)
Capital - 5,320 0 0 0
Total - $109,627 $46,629 $0 $(46,629)
Staffing Summary
Full-time equivalents - 0.73 0.73 0.00 -0.73

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 the cemetery.
• Work with local volunteer groups on any headstone/monument restoration.
• Continued repair to interior road network with asphalt paver.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $83,122 $89,909 $106,573 $92,703 $(13,870)
Operating 34,225 17,845 30,154 25,635 (4,519)
Capital 21,104 11,553 3,500 3,000 (500)
Total $138,451 $119,307 $140,227 $121,338 $(18,889)
Staffing Summary
Full-time 2.0 2.0 2.0 1.73 -0.27
The FY 2021 budget request is an overall decrease of $18,889 compared to the prior fiscal year.
This decrease is due to going from 2 full time staff to 1 full time and a part-time staff. This
offsets any increase for rising health insurance costs.
The Town has come to the end of generating revenue from the sale of lots. Although all full size
and cremation 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.

Stormwater Management
Program Description
This is a new department for Fiscal Year 2021. MS-4 (Municipal Small Storm Sewer System) is
a state-mandated program that the Town has previously attempted to absorb into General Fund
operations. The requirements of this program continue to grow each year, and have already
exceeded the budget’s capacity to absorb the impact. The town retained Wiley Wilson to assist
in determining an appropriate fee structure to capture the program’s impact. This fee was drafted
in the original version of the budget and would have captured the expenditures of this department
along with related capital projects. Due to the COVID-19 pandemic, the Town has elected to
defer the implementation of the fee.
Current Staffing
This division is staffed by two full-time employees. Also allocated here are 25% of the Tax
Administrator’s salary, 25% of the Zoning Administrator and Zoning Official, and 25% of the
Assistant Director of Public Works.
Goals
• Pass the annual DEQ program inspection and audit without any qualifiers.
• Obtain additional nutrient credits/reductions towards the 40% program goal by 2023.
• Take advantage of grant funding opportunities for capital projects.
• Obtain easement for stream restoration project along Lee Highway.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $254,340 $254,340
Operating 69,254 69,254
Capital 0 0
Total $323,594 $323,594
Staffing Summary
Full-time 3.00 3.00
*Comparative data is not available for previous budget years.
The FY 2021 budget is $323,594. This is a new department for FY 2021, so there is no prior
year data for comparison.
The personnel category includes two full-time positions that are fully budgeted in this
department. Other salary allocations to this department include: Administrative Assistant (25%),
Tax Administrator (25%), Zoning Official ((25%), and the Assistant Director of Public Works
and Public Utilities (25%).

The operating category accounts for efforts by staff to meet the six Minimum Control Measures
set forth in the DEQ permit. The majority of the effort is in the areas of public education, public
outreach/participation, the inspection of active construction projects for erosion and
sedimentation control measures and the inspection of private stormwater management ponds.

PARKS AND RECREATION
Function Overview
The Town operates Academy Hill Park, Eva Walker Park, Sam Tarr Park, Rady Park, the
Skateboard Park, the 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 2018 FY 2019 FY 2020 FY2021
Parks & Recreation:
Aquatic Center $1,401,482 $1,469,268 $1,538,548 $1,582,866 $44,318
Parks Maintenance 235,755 231,596 359,707 411,446 51,739
Administration 352,860 271,039 515,448 565,792 50,344
Total Parks and
$1,990,097 $1,971,903 $2,413,703 $2,560,105 $146,402
Recreation
Revenue $1,310,434 $1,303,500 $1,467,833 $1,367,238 $(100,595)

Net Expenditure $679,663 $668,403 $945,870 $1,192,867 $246,997
The Parks and Recreation function accounts for 15.3% of the total General Fund budget.
Revenue directly related to this function is estimated to total $1,367,238 for FY 2021, bringing
the net expenditure to $1,192,867.
Detailed descriptions of the 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 2018 FY 2019 FY 2020 FY2021
Personnel $719,700 $817,517 $752,000 $769,902 $17,902
Operating 667,844 645,832 762,048 792,964 30,916
Capital 13,938 5,919 24,500 20,000 (4,500)
Total $1,401,482 $1,469,268 $1,538,548 $1,582,866 $44,318
Staffing Summary
Full-time equivalents 20.74 21.46 20.32 20.19 -0.13
The FY 2021 budget is $1,582,866, which is an increase of $44,318, or 2.9%, compared to the
FY 2020 budget. The WARF charges for services and sponsorships are presented to show the
extent to which they offset the expenditures.
The personnel category reflects an increase of $17,902 to cover anticipated increase in

expenditures for coverage of the facility, particularly in the area of front desk staffing. This is
offset by a slight reduction to reallocate a portion of the Marketing Coordinator’s salary (12.5%)
to the Executive department to support in Town-wide communications.
The Operating category reflects an increase of $30,916. The largest area of increase is in the
Information Technology allocation. The cost of maintenance contracts has also increased by
$7,500.
The capital category includes funding for the purchase of aquatics and land specialty class
equipment and a Colorado Timekeeping System console.

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. A portion of the Marketing Coordinator position is
allocated to this department to account for marketing activities related to events in the parks.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $120,484 $108,931 $138,316 $136,338 $(1,978)
Operating 111,544 116,196 206,891 260,609 53,718
Capital 3,727 6,469 14,500 14,500 0
Total $235,755 $231,596 $359,707 $411,446 $51,739
Staffing Summary

The Parks budget for FY 2021 of $411,446 is an increase of $51,739, or 14.4%, compared to the
FY 2020 budget. Users of park pavilions are charged for the service, and that revenue is
recognized as an offset to the expenditure of this department.
The personnel category reflects a slight decrease of $1,978 primarily from the reallocation of
salary splits. In FY 2020, 50% of the Marketing Coordinator’s salary was programmed in this
budget. This split will change to 37.5% for FY 2021.
The operating category reflects an increase of $53,718 compared to the current year budget. The
largest increase is in Park Maintenance. For FY 2021, an additional $42,394 is funded in this
category to replace tables in the parks, replace trash cans, repair the concrete shelter at Rady
Park, and for parking lot restriping at Rady and Academy Hill Parks. The funds will be
transferred from Recreation Proffer balances. Fields Maintenance has also been added as a line
item this year, and is programmed for $32,200.
The capital category provides for replacement of playground equipment and reflects no change
from FY 2020.

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 2018 FY 2019 FY 2020 FY2021

Personnel $331,489 $245,666 $398,472 $420,249 $21,777
Operating 21,371 25,373 116,976 145,543 28,567
Capital 0 0 0 0 0
Total $352,860 $271,039 $515,448 $565,792 $50,344
Staffing Summary
The FY 2021 Parks and Recreation Administration budget of $565,792 reflects an increase of
$50,344, or 9.8%, over the FY 2020 budget.
The increase in the personnel category reflects increases in health insurance costs.
The operating category increased by $28,567 compared to the FY 2020 budget. The largest
increase is in the Information Technology allocation ($+23,933).

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, and 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) and the Capital Improvement Plan.
New this year to the Community Development budget, is the alignment of the Visitors Center
and the Economic Development Department. These are two practical adjustments given the
overall nature and objective of a complete, effective community development department.
This year marked the first year of the reorganization, which has proved very effective. Many
efficiencies in operations and customer service have been realized. The Department was very
effective in developing a Stormwater Administrator position and developing a team with the
MS4 Inspector. In doing so, the Department has established operational guidelines and
processes for this program to continue. These successes have led to the move of the Stormwater
Administrator and the MS4 Inspector position to be placed under the Public Works Department.
This move will continue to build on the success and the development of this program.
Additionally, the Farmer’s Market manager position will transition to EOTW. Community
Development will continue to oversee the market and work closely with the EOTW to insure the
market continues to grow and stay the excellent experience it has become.
Current Staffing
FY 2021 Reorganization
For FY 2021, the Community Development Department will continue to function under the
reorganization of last year with the additional responsibilities of the Visitor’s Center and
Economic Development. The reorganization from last year was a great success in meeting the
objectives of Town Council. The purpose of the reorganization was to properly align resources,
staff and supervisors to ensure effectiveness and efficient operations.
This year Community Development will include the Visitors Center and Economic Development
while turning over the responsibilities of Stormwater and MS4 back to Public Works. All of
these moves are intended to continue to improve service levels, efficiencies and proper alignment
of resources.

Budget Summary
FY 2018 FY 2019 FY 2020 FY2021
Department Actual Adopted Adopted Proposed Change
Planning & Zoning $719,268 $878,616 $784,045 $686,497 ($97,548)
Development Services 333,774 369,412 676,448 633,933 (54,775)
Visitors Center 81,514 92,106 93,309 71,830 (21,749)
Planning Commission 6,555 20,918 20,418 20,418 0
Architectural Review Board 692 9,844 8,094 8,094 0
Board of Zoning Appeals 1,534 3,500 3,000 3,000 0
Economic Development 131,973 171,657 141,847 117,213 (24,634)
Total $1,275,310 $1,546,053 $1,727,161 $1,540,985 ($186,176)
Revenue $200,087 $285,768 $203,550 $203,550 0
Net Expenditure $1,075,223 $1,260,285 $1,523,611 $1,337,435 $(186,176)
The total budget for this function of $1,540,985 represents 8.0% of the general fund budget. The
function reflects a decrease of $186,176, or -10.8%, compared to the FY 2020 budget. Detail for
each of the departments listed above is provided in the following pages.
Revenue directly related to this function is estimated to total $203,550 in FY 2021, which
reduces the net expenditure to $1,337,435.

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 will result in
balanced, equitable, orderly growth.
• Ensure recommendations are well informed and legally defensible.
• Be transparent and open to the public.
• Base recommendations on the adopted policy and plans that set forth the vision for the
Town.
• Collaborate with adjacent Planning Commissions, agencies, and interested organizations.
• 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 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, a Planning Manager and a Historic
Preservation Manager. The Director of Community Development, for budgeting purposes, is
programmed in this division.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021
Personnel $467,478 $622,344 $515,412 $267,262 $(248,150)
Operating 241,117 248,272 259,132 282,908 23,776
Capital 10,673 8,000 9,500 0 $(9,500)
Total $719,268 $878,616 $784,045 $550,170 $(233,874)
Staffing Summary
The budget for FY 2021 is $550,170, which reflects a decrease of $233,874, or -29.8%,
compared to FY 2020.
The bulk of the decrease is in the personnel category and is partially attributed to a
reorganization of the Department. To summarize the changes:
• The salary of the Zoning Official was programmed here as a planner position in FY20
and has been moved to the Development Services Division.
• One of the Permit Technicians, whose salary was allocated 50% to this division in FY20,
is being promoted to an Administrative Assistant. The allocation for that position to this
department will drop to 25%.
• The Director of Public Works and Public Utilities is retiring at the end of FY20. In lieu
of hiring a replacement, the Town Manager has asked the Director of Community
Development to serve as Interim Director of Public Works and Public Utilities. As such,
the Director’s salary has been moved to those departments for FY21.
• The part-time Farmers’ Market Manager position will transition to Experience Old Town
Warrenton. Wages for this position were previously budgeted at $5,000.

The operating category shows an increase of $23,776 compared to the current year budget. The
primary driver of this increase is Information technology charges, which increased by $26,108.
Additionally, the budget is reduced by $7,000 this year since the Farmers’ Market will transition
to Experience Old Town Warrenton.
The annual contribution for membership in the Rappahannock Rapidan Regional Commission,
Planning District 9 (PD9), will be $8,248 for FY 2021. 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.
The capital category is reduced by $9,500 since staff will be moving into the new Town Hall.
The expenditures requested for furniture and fixtures ($3,500) and computer equipment ($6,000)
will be paid out of bond proceeds.

Development Services Division
Program Description
Development Services Division provides support in the areas of zoning, 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; 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 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 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 two Permit Technicians and 25% of the 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.
The Zoning Administrator oversees the Development Services function. The Building Official
and Zoning Official report in to the Zoning Administrator.
For FY 2021, the Stormwater Administrator and the Stormwater Inspector are reprogrammed in
a newly created Stormwater Management department that falls under the Public Works function.

Budget Summary
FY 2018 FY 2019 FY 2020 FY2021
Personnel $285,733 $302,242 $585,693 $536,239 $(49,454)
Operating 30,260 63,670 86,755 97,595 10,840
Capital 17,781 3,500 4,000 0 (4,000)
Total $333,774 $369,412 $676,448 $633,834 $(42,614)
Staffing Summary
The budget for FY 2021 of $633,834 reflects a decrease of $42,614, or -6.3%, compared to the
FY 2020 budget. The decrease results primarily from the personnel category due to the shifting
of personnel to the newly created Stormwater Management department.
The salary of a Stormwater Administrator was previously split equally between Public Works
Administration and Development Services. One hundred percent of the Stormwater
Administrator salary is now allocated to the Public Works Stormwater Management Department,
resulting in a decrease of $45,338. Reorganization within this division is responsible for the
remaining $5,589 decrease in Development Services. A building inspector position is being
upgraded to a Project Coordinator, and split between Development Services (25%), General
Fund Capital Projects ((37.5%) and Water and Sewer Capital Projects (37.5%). A Permit
Technician position is being upgraded to Administrative Assistant and split between
Development Services (25%), Stormwater Management (25%) and Executive (50%).
The operating budget reflects an increase of $10,840. The bulk of this increase is the $15,230
increase in the allocation from the Information Technology function. Cuts have been made in
the professional service line item (-$10,000).
The capital category shows a reduction of $4,000. Amounts programmed for furniture and
fixtures and computer equipment have been cut since staff will move to the new Town Hall, and
such items will be paid for out of bond proceeds.

Visitor’s Center
Program Description
The Warrenton-Fauquier Visitors Center is open five 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 staffed by two part-time positions.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $65,818 $71,654 $74,758 $50,894 $(23,865)
Operating 15,696 20,452 18,551 20,727 2,176
Capital 0 0 0 0 0
Total $81,514 $92,106 $93,309 $71,620 $(21,689)
Staffing Summary
The FY 2021 budget reflects a decrease of $21,689, or -23.2%, compared with the current fiscal
year. In late FY 2020, the Visitor Center reduced the number of days that it was open from
seven to five days a week. This resulted in reducing staff from three part-time to two part-time.
Funding in the amount of $42,600 is provided annually by Fauquier County to support the efforts
of the Visitors Center. This results in a net expenditure to the Town for FY 2021 of $29,020.

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.
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 2018 FY 2019 FY 2020 FY2021

Personnel $6,055 $12,918 $12,918 $12,918 $0
Operating 500 8,000 7,500 7,500 0
Total $6,555 $20,918 $20,418 $20,418 $0
The budget for the Planning Commission for FY 2021 is level funded. Planning Commissioners
receive a monthly stipend of $125.

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 2018 FY 2019 FY 2020 FY2021

Operating $1,534 $3,500 $3,000 $3,000 $0
Total $1,534 $3,500 $3,000 $3,000 $0
The budget for the Board of Zoning Appeals for FY 2021 is level funded. 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 2018 FY 2019 FY 2020 FY2021

Personnel $0 $4,844 $4,844 $4,844 $0
Operating 692 5,000 3,250 3,250 0
Total $692 $9,844 $8,094 $8,094 $0
The budget for the Architectural Review Board for FY 2021 is level funded. Members of the
board receive a monthly stipend of $75.

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. The
position is currently vacant.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $115,901 $117,789 $120,826 $64,996 $(55,831)
Operating 16,072 53,868 21,021 50,197 29,176
Capital 0 0 0 0 0
Total $131,973 $171,657 $141,847 $115,192 $(26,655)
Staffing Summary
Full-time 1.00 1.00 1.00 1.00 0.00
The budget for FY 2021 for the Economic Development is $115,192, a decrease of $26,665, or -
18.8%, compared to FY 2020.
The personnel category reflects a decrease of $55,831. This position is currently vacant, and
funding has only been allocated to cover a potential mid-year start. In FY19, the Town entered
into a contract with Retail Strategies to solicit business for the Town at a national level. Due to
current economic conditions, the Town Manager deems it best to extend the contract in lieu of
hiring until the economy stabilizes.
The operating budget reflects an increase of $29,176, which reflects the shift from the personnel
category to operating to cover the Retail Strategies contract. Additionally, some of the funding
has been moved to the Executive department to outsource communications in FY21.

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 2018 FY 2019 FY 2020 FY2021
Agency Actual Adopted Adopted Proposed Change
Allegro Community School of the
Arts * includes VCA grant funding 1 - 10,000 9,000 9,000 -
Bluemont Concert Series 1 10,000 - - - -
Boys & Girls Club of Fauquier 30,000 10,000 9,000 9,000 -
Families4Fauquier 2,000 2,000 - - -
Fauquier CADRE 2,000 2,000 1,800 1,800 -
Fauquier Community Action
Committee 10,000 10,000 9,000 9,000 -
Fauquier Community Child Care 4,500 4,500 4,050 4,050 -
Fauquier Community Food Bank 3,750 3,750 3,375 3,375 -
Fauquier Family Shelter 6,700 6,700 6,030 6,030 -
Fauquier Free Clinic 10,000 10,000 9,000 9,000 -
Fauquier Historical Society 10,000 10,000 9,000 9,000 -
First Night Out 2 5,000 - - - -
Gloria Faye Dingus Music Alliance - - 2,500 2,500 -
Hospice Support of Fauquier 1,000 1,000 - - -
Leadership Fauquier 3,000 - 2,700 2,700 -
Literacy Volunteers of Fauquier
County 2,500 2,500 2,250 2,250 -
Lord Fairfax Community College 2,500 7,500 6,750 6,750 -
Piedmont Dispute Resolution Center
1,000 1,000 900 900 -
Piedmont Symphony Orchestra 1,000 - - - -
Rappahannock-Rapidan Medical
Reserves 500 - - - -
Warrenton-Fauquier Heritage Day 2,500 - - - -
Winter Celebration of the Arts 2 - - 4,500 - (4,500)
Total $107,950 $80,950 $79,855 $75,355 $(4,500)
Associated Revenue
VCA Creative Communities
Partnership Grant $4,500 $4,500 $4,500 $4,500 -
Net Expenditure $103,450 $76,450 $75,355 $70,855 $(4,500)
Notes:
1. Bluemont Concert Series replaced by Allegro
2. First Night Out replaced by the Winter Celebration of the Arts

For FY 2021, the budget for contributions will be level funded. Descriptions of each
organization is 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 contribution is $9,000
which consists of $4,500 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
$27,600 in funding; the contribution is $9,000.
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. Fauquier CADRE requested $2,000. The budgeted
contribution is $1,800.
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. FCAC requested level funding of $9,000, which is the budgeted
contribution.
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. FCCC
requested funding of $4,500. The budgeted contribution is $4,050.

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 budgeted contribution is $3,375.
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 budget includes level funding of $6,030.
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 organization requested
funding of $10,000. The budgeted contribution is $9,000.
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 organization requested level funding of $9,000, which is included in the budget.
Gloria Faye Dingus Music Alliance
This is a new organization that seeks to provide music education, financial assistance for
students of music and resources for music education programs. The organization requested
funding in the amount of $25,000. The budget includes level funding of $2,500.
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. Leadership Fauquier requested $3,000. The budgeted contribution is $2,700.

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 organization requested funding in the
amount of $2,500. The budgeted contribution is $2,250.
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. LFCC requested funding of $7,000. Level funding of $6,750 is included in the
budget.
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 organization requested level
funding of $900, which is included in the budget.

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 2018 FY 2019 FY 2020 FY2021
Transportation Services $56,941 $125,665 $125,665 $125,665 $0
Main Street Program 20,000 40,000 40,000 65,000 25,000
Warrenton Caboose 1,000 0 1,000 1,000 0
Total $77,941 $165,665 $166,665 $191,665 $25,000

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 expanded their service in FY 2020 by adding routes and
extended hours. The Town will continue 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 2021 will increase by $25,000 as
the Town transitions responsibility for the Farmers’ Market to EOTW.
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 funding for this year is $1,000.

DEBT SERVICE
Program Description
This function includes the funding for principal and interest payments for General Fund
lease/purchase agreements and general obligation bonds.
Budget Summary
FY 2018 FY 2019 FY 2020 FY 2021

Debt Service
Principal $489,537 $560,040 $476,000 $692,686 $216,686
Interest 178,657 174,190 171,525 274,910 103,385
Fiscal Charges 150 300 0 0 0
Total $668,344 $734,530 $647,525 $967,596 $320,071
Debt service payments totaling $967,596 are budgeted for FY 2021, which is an increase of
$320,071 compared to FY 2020.
In FY 2020, the Town issued a $4.1M General Obligation bond in support of the purchase and
renovation of an existing building on Main Street in the Town. This building will serve as the
Town Hall. For FY 2021, debt service on this bond will be $249,340.
In FY 2018, the Town entered into an equipment lease financing arrangement for the purchase of
six fully-equipped police vehicles. Principal and interest payments under the lease total
$69,793.78 for FY 2021.
The balance of 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 $648,462.50 are budgeted for FY 2021.

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 2018 FY 2019 FY 2020 FY2021

Transfer to Actual Adopted Adopted Proposed Change
Capital Projects Fund $1,804,785 $2,069,944 $1,553,232 $636,152 $(917,080)
General Asset
Replacement Fund 0 0 0 1,095,411 1,095,411
Total $1,804,785 $2,069,944 $1,553,232 $1,731,563 $176,331
The FY 2021 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 newly established General Asset Replacement Fund, and the funding to be
received from the Virginia Department of Transportation TAP grant (Timber Fence Trail). The
entire $1,581,563 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 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 2020 FY2021
REVENUE Adopted Proposed
Local Revenue $ 45,141 $ 45,141

State Revenue 0 0
Federal Revenue 361,127 361,127
Proceeds from Indebtedness 774,180 0
Transfers In 1,553,552 636,152
Total Capital Projects Revenue $ 2,734,000 $ 1,042,420
EXPENDITURES
Capital Projects $ 2,734,000 $ 1,042,420

Total Capital Projects Expenditures $ 2,734,000 $ 1,042,420

Capital Improvement Program Revenue
FY 2018 FY 2019 FY 2020 FY2021
Local Revenue $45,510 $46,141 $45,141 $45,141 $0
State Revenue 109,829 12,500 0 0 0
Federal Revenue 0 361,127 361,127 361,127 0
Proceeds from indebtedness 326,709 393,450 774,180 0 (774,180)
Transfers 1,380,930 2,069,944 1,553,552 636,152 (917,400)
Total Capital
Improvement Program
Fund Revenue $1,862,978 $2,883,162 $2,734,000 $1,042,420 $(1,691,580)
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 2021, the $636,152 transfer is entirely funded by the use of fund balance in
the general fund. The drastic reduction in the required transfer is partially due to the
establishment of a General Asset Replacement Fund this year, which is described in detail in
the next section.

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. The first year of the Capital Improvement Plan, as amended during the
budget process, is funded in the Town’s annual budget. 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 2021 Proposed

Salary & Benefits – Project Coordinator $40,511
Broadview Avenue (VDOT) 488,000
Main Street Improvements 62,500
Timber Fence Trail 451,409
Total Capital Improvements Fund Expenditures $1,042,420
Staffing Summary
Full-time 0.38
Project Descriptions
Salary & Benefits – Project Coordinator ($40,511): This is an upgrade of an Inspector
position in the Community Development Department. A portion of the Inspector’s salary
remains in Community Development (25%), with the balance split between General Capital
Projects and Water and Sewer Capital Projects. This position will coordinate and oversee
contractors in the completion of the Town’s projects, thereby allowing departmental staff to
focus their time and attention on their regular jobs.
Broadview Avenue ($488,000): The goal of the Broadview Avenue 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. Raised medians, landscaping, stormwater
management, pedestrian safety and evaluation for potential additional signalization along the
corridors between Waterloo Street and Winchester Street intersection. Design of Broadview
Avenue based on current HNTB Study results. The program amount represents the Town's
small cost share of the programs. Urban projects are funded with a 2% Town match.
Main Street Improvements ($62,500): This project will enhance the crosswalks and
sidewalks along Main Street to encourage the development of a safe, efficient and balanced
transportation system for the movement of people, goods and services, into, out of, and
within the Town that is consistent with the land use and is sound in regard to the fiscal
consideration of the Town.

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. FY21 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. The Town is in the
process of awarding a contract for CEI consultant to oversee the project.

GENERAL ASSET REPLACEMENT FUND
This is a new fund for Fiscal Year 2021. The purpose of the fund is to plan for the ongoing
replacement of the Town’s existing vehicles, equipment, and major systems. By annually
updating a five year asset replacement plan, the Town strives to provide cash funding to cover
planned replacements.
The Town adheres to a Fleet Vehicle and Equipment Replacement Policy, which utilizes metrics
regarding vehicle maintenance and repair costs in addition to age and mileage to determine when
it is more cost-effective to the Town to replace a vehicle. Another large category of expense is
the maintenance and replacement of computers, servers and networks. The information
technology plan calls for the replacement of such equipment based on the useful life of the
assets.
For FY2021, the total General Asset Replacement plan is $945,411. This amount is funded by a
transfer from the General Fund.
Summary of General Asset Replacement Budget
FY 2020 FY 2021
Revenue Adopted Proposed
Proffers 0 40,000
Transfers 0 905,411
Total General Asset Replacement Revenue $ 0 $ 1,055,411
Expenditures
Police Department Assets $ 0 $ 193,856

Warrenton Volunteer Fire Company Assets 0 150,000
Public Works Assets 0 646,555
Parks and Recreation Assets 0 65,000
Information Technology Assets 0 40,000
Total General Asset Replacement Expenditures $ 0 $ 1,095,411
Revenue
Proffers – For FY 2021, Recreation Proffers in the amount of $40,000 will be transferred in
support of the fence project at Eva Walker Park.
Transfers – The balance of funding for the FY 2021 General Asset Replacement Fund will be
transferred from the unassigned fund balance in the General Fund.

Expenditures
Police Department Assets - For FY 2021, the Town’s fleet replacement plan calls for three Ford
Hybrid Police Utility vehicles to replace three vehicles being removed from the fleet. The
removed vehicles will be analyzed by the Motor Pool department for suitability for other
departmental uses.
Warrenton Volunteer Fire Company Assets – Each year, the Town provides a $150,000
contribution to the Warrenton Volunteer Fire Company that is used to fund their asset
replacement program.
Public Works Assets - The fleet replacement plan includes replacement of the following Public
Works assets:
Asset Replacement Cost

2004 Bucket Truck $160,172
2001 Dump Truck $225,000
2011 Street Sweeper $261,383
Parks and Recreation Assets – For FY 2021, Parks and Recreation has two asset replacements.
• The Warrenton Aquatic and Recreation Facility’s security system requires an upgrade,
which is estimated to cost $25,000.
• The fence at Eva Walker Park has long been in need of major repair. This expenditure is
estimated to cost $40,000 and will be covered by the use of Recreation Proffers.
Information Technology Assets – This expenditure was previously programmed in the IT

internal service fund. Each year, due to the nature of rapidly changing technology, the IT
department must replace a certain number of computers and servers. This amount will cover the
portion of those replacements anticipated for the General Fund for FY21.

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 service rates included in this budget are based on the results of
that study.
Summary of Water and Sewer Operating Budget
FY 2020 FY 2021
Revenue Adopted Proposed
Permits, Fees & Licenses $ 10,500 $ 10,500

Revenue from the Use of Money/Property 234,000 246,844
Charges for Services 5,674,251 5,858,685
Recoveries & Rebates 10,000 20,000
Miscellaneous Revenue 7,000 0
Grant Revenue 0 0
Non-Revenue Receipts 0 0
Transfers & Reserves 0 0
Total Water and Sewer Operating Revenue $ 5,935,751 $ 6,136,029
Expenses
Water Supply & Distribution $ 2,191,631 $ 2,383,744

Wastewater Treatment 1,913,435 1,949,075
Administration 877,565 818,140
Debt Service 718,683 720,657
Subtotal Operations $ 5,701,314 $ 5,871,616
Transfers 234,437 264,413
Total Water and Sewer Operating Expenses $ 5,935,751 $ 6,136,029

Current Staffing

Water and Sewer Operating Revenues
The following table provides a multi-year comparison of Water and Sewer Revenues by Source.
FY 2018 FY 2019 FY 2020 FY2021

Source Actual Adopted Adopted Proposed Change
Local Revenue
Permits, Fees & Licenses $11,640 $10,000 $10,500 $10,500 $0
Use of Money & Property 206,154 234,000 234,000 246,844 12,844
Charges for Services* 5,170,498 5,508,806 5,674,251 5,858,685 184,434
Recoveries & Rebates 37,967 16,900 17,000 20,000 3,000
Total Local Revenue $5,426,259 $5,769,706 $5,935,751 $6,136,029 $200,278
State Revenue $0 $0 $0 $0 $0
Transfers In $0 $0 $0 $0 $0
Total Water & Sewer

$5,426,259 $5,769,706 $5,935,751 $6,136,029 $200,278
Revenue
* The Town conducted a rate study in Fiscal Year 2016. This budget projects a planned increase in
rates effective July 1, 2020 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 FY2021, the revenue in this
category is estimated to be $10,500, which is the same as FY2020. 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 2021 estimate is decreased compared to FY 2020 to reflect
the current and projected interest rate environment.
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
$5,858,685, or 95.5% of the water and sewer budget.
The rate schedule below is adopted for July 1, 2020. Base charges reflect an increase of 0.7%,
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 5.39 12.26 17.65 8.09 18.39 26.48
¾ 8.08 18.39 26.47 12.13 27.59 39.72
1 13.47 30.64 44.11 20.22 45.98 66.20
1½ 26.94 61.28 88.22 40.44 91.97 132.41
2 43.11 98.06 141.17 64.71 147.15 211.86
3 94.29 214.50 308.79 141.56 321.89 463.45
4 169.73 386.09 555.82 254.80 579.41 834.21
6 350.23 796.70 1,146.93 525.78 1,195.61 1,721.39
8 431.06 980.55 1,411.61 647.11 1,471.52 2,118.63
Commodity Rate, per 1,000 gallons

Usage Water Sewer Total Water Sewer Total
> 2,000 5.89 9.68 15.57 8.84 14.51 23.35
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. 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 2021 is $20,000 and
represents 0.3% of the water and sewer operating budget.

Water and Sewer Operating Expenses
During calendar year 2019, 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 1,185,048 gallons of potable water
per day and the wastewater treatment plant treated approximately 1,980,000 gallons of sewage
per day. Both numbers are below the 2.5 million gallons per day permitted for the wastewater
plant and the 2.3 million gallons per day (MGD) permitted for the water resources. Sewer flows
returned to a normal range after 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 2019 with no change in the number of net accounts, but there were
signs of growth with the Riser property getting under construction and expected sale of
residential units. All growth is on hold until resolution of the 2020 spring virus emergency.
During the past year rainfall, no water transfers were needed from the Airlie Reservoir.
The overall operating budget of $6,136,029 is an increase of $200,278 over FY 2020. Capital
outlay, chemicals, and electrical costs for water/sewer treatment continue to be major
expenditures. Part of the budget is a moderate rate increase as recommended by the 2016 rate
study.
The water treatment plant is in its ninth 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 (under construction with an estimated completion date of December
2020) is a long overdue 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 the 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 functions with only one person supplemented by help from the Transmission
and Distribution division. 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 reaching a point that unaccounted water may be due to remote read meters
reaching the unit battery life and needing replacement. Thus, the proposed budget includes a
significant increase in the section “meters and supplies” line for replacements. New construction
units are installed with the latest devices. The material cost of the meter is paid by the builder
through the meter fee.
The Transmission and Distribution (T&D) section continues to be on a maintenance related

budget with a 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 (I&I)
rehabilitation contract work to identify inflow and infiltration sources. The meter section has
come under the supervision of the T&D superintendent and this year should complete the total
integration of Meters and T&D into one division for the next (FY22) budget.

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 is being administered by the T&D section. The treatment process at
the WWTP will be enhanced with the completion of the MBBR project in late summer or early
fall of 2020, and with the start of improvements to the sludge handling system in the proposed
budget.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Department Actual Adopted Adopted Proposed Change
Meter Reading $245,051 $261,989 $243,679 $241,788 $(1,891)
Source of Supply 991,084 1,142,310 1,251,236 1,312,169 60,933
Transmission & Distribution 626,362 694,608 696,716 829,881 133,165
Wastewater Treatment 1,638,398 1,825,867 1,913,435 1,949,081 35,646
Water & Sewer
Administration 730,827 879,028 877,565 818,140 (59,425)
Debt Service 323,071 519,516 718,683 720,657 1,974
Transfer to capital 824,176 446,388 234,437 264,312 29,875
Total Water & Sewer
$5,378,559 $5,769,706 $5,935,751 $6,136,029 $200,278
Expenses
Detail regarding the 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 over 4,940 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 in this budget. Staff members are trained and help
support public works in snow removal operations when needed and are cross trained to support
the Transmission and Distribution Section.
Current Staffing
The Meter Reading Division is staffed by one full-time employee with supplemental help from
T&D section.
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.
• 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.
• Replace dead or low battery meters in a timely manner to limit unaccounted water use
within the AWWA standard of less than 11-12%.
• Replacement of auto read meters which are approaching the end of battery life.
• Cross train with Transmission and Distribution Section.

Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $128,340 $131,244 $109,061 $60,490 $(48,572)
Operating 116,511 130,745 134,618 181,299 46,681
Capital 200 0 0 0
Total $245,051 $261,989 $243,679 $241,788 $(1,891)
Staffing Summary
Full-time 2.0 2.0 2.0 1.0 -1.0
The budget for the meter reading division reflects a decrease of $1,891 or -0.8%, compared to
FY 2020. The personnel category shows the largest decrease of $48,572. This is due to the shift
of a full-time position from this division to the Transmission and Distribution division (T&D).
T&D provides support to this department on an as-needed basis.
The budget for the meter reading division is basically the same as last year, but there are two
areas that are offsetting. The personnel reduction is due to the previous second meter reader
being transferred to the T&D section with support to the section on an as needed basis.
Operating cost increased with a more aggressive meter replacement program, as indicated in the
“meters and supplies” line. The meters are needed to replace existing auto read meters that are
10-12 years and older due to their 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 installed during the building “boom” will come of
age together in the same timeframe.
With the start of the Rizer Property development, it is anticipated that the residential market in
town may follow suit. The section provides the meters with the material costs reimbursed by the
builder through the meter fee.

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 six full-time employees, supplemented by part-time
staff.
Goals
• To continue to ensure a safe work place with no lost time injuries.

• No sampling or reporting violations from required sampling at the water plant, wells or in
the distribution system.
• Operate the water plant within budget guidelines, maintaining all public health standards.
• Obtain satisfactory ratings on reoccurring major facility inspections by VDH.
• Implement automated chemical feed systems with the new chemical building.
• Chemical Building: Completion by December 2020.

• Renew Warrenton Reservoir Dam 6 Year Operations and Maintenance Certificate issued
by the Department of Conservation and Recreation.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $469,244 $518,176 $573,436 $609,228 $35,792
Operating 513,747 616,634 630,300 658,942 28,642
Capital 8,093 7,500 47,500 44,000 (3,500)
Total $991,084 $1,142,310 $1,251,236 $1,312,169 $60,933
Staffing Summary
The FY 2021 budget of $1,312,169 reflects an increase of $60,933, or 4.9%, more than the FY 2020
budget.

The personnel category increases by $35,792 due to the upgrade of a part-time position to full-time
Operator Trainee position. This position is necessary to cover mandated staffing levels.
The operational costs increases are due to some much needed repairs to the two residential structures
(occupied by town employees) on reservoir property and the abandonment of the plant drain field. This
involves new internal sewer lines and a waste tank with pump. The Well #3 is in production and has
been a significant asset to help reduce staffing hours at the plant during the virus emergency.
Energy and chemicals continue to be major cost elements; fortunately, both are not projected for cost
increases in the budget. General maintenance and the replacement of components are on a slight rise
due to age and the increase in costs for parts and instrumentation. Expenditures are held down by staff
performing more maintenance in house and only contract out as needed. Activated carbon filters have
been replaced and are not scheduled for replacement again until 2023/2024.
The plant continues to operate 12 to 16 hours per day, 365 days a year. In 2019, the plant and
the three operating wells produced an average of 1,185,048 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 2019 in accordance with federal law. The calendar year 2019
report is consistent with prior year reports and is being prepared for publication in June 2020.
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.
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 88 miles of water line and approximately 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 751 fire hydrants and valves are serviced annually. To avoid disruption to service due to
accidents, the section responded to over 2,600 calls in calendar year 2019 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 eight 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 and 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 third year of the Town’s Capacity Management, Operation
and Maintenance (CMOM) program as mandated by the Department of Environmental
Quality. Report due each August.
• Sewer rehabilitation measures to reduce inflow and infiltration; support the Town’s
contract effort.
• Build on the sump-pump remediation/disconnection program efforts initiated in the past
year.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021
Personnel $482,586 $516,189 $482,875 $586,383 $103,508
Operating 137,343 156,429 192,341 218,998 26,657
Capital 6,433 21,990 21,500 24,500 3,000
Total $626,362 $694,608 $696,716 $829,881 $133,165
Staffing Summary
Full-time 7.0 7.0 7.0 8.0 1.0

The FY 2021 budget of $829,881 for the Transmission and Distribution (T&D) section reflects
an increase of $133,165, or 19.1%, compared to FY 2020. This department represents 13.5% of
the Water and Sewer Operating Fund budget.
The personnel category increase of $103,508 is due to the addition of staff position from the
Meter Reading department. This department provides support as-needed to Meter Reading.
Additionally, changes in staffing and health insurance elections have driven the increase.
Contractual repairs are increased by $10,000 for the insertion of main line valves at critical
locations to isolate key areas for repairs to lines out of service. There is an increase to
maintenance contracts for a leak detection survey to reduce unaccounted for water.
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. The residential sump pump remediation is a major objective for the section.
Program involves the identifying of pumps that are connected to the sanitary sewer and to assist
the homeowner in disconnection and discharge outside the building.
This year the Meter Section will be totally combined with the T&D Section to facilitate and
economize the services of both sections by the sharing of resources and cross training of
personnel.

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 replaced
with Moving Bed Biological 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 ten 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.
• Smooth biological treatment process conversion from RBCs to Moving Bed Biological
Reactors (MBBR).
• No by-pass or overflow violations from pump stations or WWTP facility operation.
• Complete Moving Bed Biological Reactor project by August 2020.

• Support to Transmission and Distribution section and contractor in targeting areas for
inflow and infiltration (I&I) rehabilitation/abatement.
• Final pump replacements at Cedar Run Pump Station with submersible pumps.
• Complete replacement of the Rady Park Pump Station by January 2021.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $680,317 $718,831 $790,429 $805,351 $14,922
Operating 958,081 1,102,536 1,118,506 1,135,730 17,224
Capital 0 4,500 4,500 8,000 3,500
Total $1,638,398 $1,825,867 $1,913,435 $1,949,081 $35,646
Staffing Summary
The FY 2021 budget of $1,949,081 represents an increase of $35,646, or 1.9%, compared to the
FY 2020 budget.
The increase in the personnel category reflects the upgrade of a part-time mechanical
maintenance worker to full-time 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 completion and
conversion of the rotating biological contactors (RBC’s) with the MBBR, which was funded in
FY19 with the major construction effort occurring in 2020. Completion is scheduled for August.
This will be a major improvement to the plant performance and efficiency with potential
expansion of the permit in 2021/2022. 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 1,980,000
gallons of sewage per day in 2019. The year was still feeling the effect of 2018 being the wettest
year in history, with 77 inches of rainfall for the year. The Town’s I&I program is going into the
fourth year of a multiyear program to rehabilitate sewer lines to prevent the intrusion of ground
and surface water. The program element for FY21 is primarily focused on physical rehab work in
the Cedar Run /Warrenton Lakes basin. Absent the FY20 virus condition the community is
poised to potentially experience a growth with the Winchester Chase project (77 units) site under
construction.

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 the 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 three 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.
• Ensure utility operations are in compliance with all regulatory agencies (VDH, DEQ,
EPA, etc.)
• Complete WTP Chemical Building and convert chemical treatment from manual to
automated.
• Complete the transition from the WWTP RBC biological wastewater treatment to the
MBBR Upgrade by the fall of 2020.
• Rady Park Pump Station replacement completed by December 2020.
• Hydraulic/hydrologic engineering study of the Warrenton Dam for 5 year DCR O&M
certificate

• Conduct an update to Rate study with emphasis on availability fees.
• Sewer rehabilitation, I&I abatement to continue with emphasis in plant north and
Warrenton Lakes basins/areas.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $576,908 $666,644 $679,187 $590,931 $(88,256)
Operating 152,120 212,384 196,878 224,209 27,331
Capital 1,799 0 1,500 3,000 1,500
Total $730,827 $879,028 $877,565 $818,140 $(59,425)
Staffing Summary
Full-time equivalents 5.50 5.50 5.30 -4.98 -0.32

For FY 2021, the Public Utilities Technician position was eliminated. A portion of the savings
was shifted to the Water and Sewer Capital fund to cover the addition of a Project Coordinator.
Included within the budget are 100% of the salaries of a Senior Administrative Assistant and the
Utility Billing Technician. In addition, a portion of the salaries 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. For FY 2021, the budget reflects an Interim Public Works/Utility
Director, as the current Director will be retiring at the end of FY20. This Interim position and
the elimination of the Public Utilities Technician position are the main drivers of the $88,256
decrease in personnel costs.
Staff continues to work with consultants in improving plant operations, identifying infrastructure
upgrades and evaluating the water and sewer system impacts of 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.
In 2019 the plant easily met the 4 mg/l nitrogen permit limit with an average of less than 3 mg/l
which generated nutrient credits to be applied to the MS4 Stormwater Program.
Evaluations to improve the WWTP solids handling is a key element of the proposed program
with the dual objective of timely scheduled component replacements and the potential plant
capacity increase in the 2021/2022 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.
The professional services line is funded to provide consultant financial and engineering services
for:
1. Updated Rate Study ($30,000)
2. Engineering analysis for the Warrenton Reservoir Dam for 5 Year O&M Certificate
($20,000)
3. EPA Mandated Drinking Water Utility Risk and Resilience Assessment ($10,000).
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 2021 is $720,657
A General Obligation bond was issued in 2016 in the principal amount of $5,020,000. Principal
and interest payments totaling $301,085 will be due in FY 2021. Another General Obligation
bond was issued in 2018; those principal and interest payments will total $419,572 in FY 2021.
Water and Sewer Operating - Transfers
The surplus of operating revenues over expenses is transferred to the Water and Sewer Capital
Fund. The transfer for FY 2021 is $264,312

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 2020 FY2021
REVENUE Adopted Proposed
Interest Revenue $ 192,000 $ 10,000

Availability Fees 956,650 708,750
Proceeds from Indebtedness 0 0
Transfers / Reserves 1,114,125 862,003
Total Water and Sewer Capital Revenue $ 2,262,775 $ 1,580,753
EXPENSES
Asset Replacements & Major Repairs $ 0 $ 1,265,242

Capital Projects 2,262,775 315,511
Total Water and Sewer Capital Expenses $ 2,262,775 $ 1,580,753

Water and Sewer Capital Revenue
Miscellaneous Revenue
This category accounts for investment earnings from Water and Sewer funds invested with the
Local Government Investment Pool and the Virginia Investment Pool. Estimates in this category
were higher for the past few years while the Town was drawing down bond proceeds invested in
the Virginia State Non-Arbitrage Program. It is anticipated these funds will be fully drawn down
by the beginning of FY21.
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 $708,750
for FY 2021 based on expected activity related to adopted developments. There are a number of
potential projects in the initial planning stage, which if accelerated could provide additional
revenue. This category represents 44.8% of the water and sewer capital budget.
Transfers / Use of Reserves

For FY 2021, there is a projected surplus of $264,312 in the Water and Sewer Operating Fund
which will be transferred to the Capital Fund. Additionally, the budget uses $597,691 of capital
reserves to fund the program.

Water and Sewer Capital Expenses
This budget includes funds for replacement and major repair of existing assets and construction
of new projects 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
$1,580,753. Further detail for each category is provided in the following sections.
Category Amount
Asset Replacements and Major Repairs $1,265,242
Capital Projects 315,511
Total $1,580,753
Water and Sewer Asset Replacements / Major Repairs:
Asset Amount
Cedar Run Pump Station Wet Well Rehabilitation $80,000
Waterline Replacement – Rappahannock Street 120,000
Fleet Replacement Program 180,242
Computer Equipment Replacement 10,000
Secondary Digester/Solids Holding Tanks 275,000
Sewer Line Rehabilitation – Inflow and Infiltration 600,000
Total $1,265,242
Cedar Run PS Wet Well Rehabilitation ($80,000): The FY21 amount is for the design and
reconfiguration of the pump station wet well and the comminutor intake channel to be able to
accommodate higher flows and insure that no foreign objects can bypass the comminutors,
which grind and pulverize the sewage inflow prior to pumping. Project includes the rework
of the wet well and the replacement of the two remaining dry pit pumps with full submersible
pumps. The design and evaluation phase will consider the potential elimination of the
comminutor and replace with non-clog grinder pumps. It is anticipated that construction will
require temporary bypass pumping of the station for 3-4 months during the construction
phase.
Waterline Replacement – Rappahannock Street ($120,000): Replacement of existing 8-inch

cast iron water main in Rappahannock Street with ductile iron pipe. This water main has
experienced two breaks in the line over the past several years due to age and the brittle nature
of cast iron. There are 17 residences and 13 businesses (on Broadview Avenue) that are
served by the line and have service disrupted with each repair.
Fleet Replacement Program – For FY 2021, the fleet replacement program includes a
replacement of a 2001 John Deere 310SG Backhoe Loader with a John Deere 410 4x4
Backhoe Loader. This backhoe is the only one in the Utility fund and is used for all
operations. The new unit will have hammer attachments that allow the crews to work more
efficiently.

Computer Equipment Replacement – Computer equipment is critical to the support of
automated systems at the Treatment Plants. $10,000 is allocated for FY 2021 to cover
anticipated replacements.
Secondary Digester/Solids Holding Tanks ($275,000): The FY21 amount is for the
engineering portion of the construction of a second 150,000-200,000 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 to the new holding tank, the existing tank will need to be
upgraded with mixing, heating and other necessary retrofits to fully function as a digester. In
March 2017, the Town consultant, Whitman, Requardt and Associates, completed an
evaluation of the WWTP for increased capacity. The Study results were that an increase of
20% to 3.0 mgd was achievable with improvements in several process areas. Upgrades to
solids handling facilities and equipment is the second most critical process for a plant DEQ
permit capacity increase.
Sewer Line Rehab I&I ($600,000): The FY21 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. The FY19 program 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 completed these 3 basins and initiated work in the
Cedar Run North/South basins. The FY21 program is directed to completing the Plant North
and South Basins and the initiating of effort on the Cedar Run North (WL) basin. The work
will include main line relining, point repairs and MH rehab, lateral connections and other
anti-intrusion methods. $50,000 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 under an amnesty grant program.
Water and Sewer Capital Projects
Project Amount
Salary & Benefits – Project Coordinator $40,511
Broadview Avenue Hydrants 50,000
Truck Water Filling Station 225,000
Total $315,511
Salary & Benefits – Project Coordinator: This is an upgrade of an Inspector position in the
Community Development Department. A portion of the Inspector’s salary remains in
Community Development (25%), with the balance split between General Capital Projects and
Water and Sewer Capital Projects. This position will coordinate and oversee contractors in
the completion of the Town’s projects, thereby allowing departmental staff to focus their
time and attention on their regular jobs.
Broadview Avenue Hydrants ($50,000): The FY21 amount is for the engineering portion of
the project that involves the addition of approximately 13 fire hydrants along Broadview
Avenue between the Waterloo Street intersection and Roebling Street. Work is 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.
Truck Water Filling Station ($225,000): Design and installation of an automated bulk water
dispensing station for supplying water to pool and landscaping trucks at the Fauquier County
Landfill. Project includes ingress and egress access roads, a building, and hydro-pneumatic
surge tanks, required since it is at the end of the water main serving the landfill-College
location and an automated system for account reading for billing and water accountability.

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 replace high life cycle cost
fleet assets to save dollars for the 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.
• Maintain an Advanced Fleet Safety Program with a concentration in Vehicle and
Driver Safety Practices.
Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $186,757 $200,393 $217,618 $240,465 $22,847
Operating 266,208 295,953 302,837 321,196 18,360
Capital 6,689 23,500 15,000 4,500 (10,500)
Total $459,654 $519,846 $535,454 $566,161 $30,707
Staffing Summary
Full-time 2.45 2.45 2.45 2.45 0.00
The FY 2021 budget for the Motor Pool is $566,161, which is an increase of $30,707, or 5.7%,
over the FY 2020 budget.
The personnel category shows an increase of $22,847, which covers projected health insurance
increases.
The operating category has increased by $18,360 over the FY 2020 budget. The budget for
contractual repairs remains level at $100,000, as does repair parts and equipment at $120,000.
Maintenance contracts have increased by $21,000 for items such as the service agreement for the
Town’s VHF radio system and licensing costs for automotive scan tool software, Computerized
Fleet Management System, and the Fleet Telematics / GPS maintenance and safety tracking
program.
The capital category shows a decrease of $10,500. Capital purchases for FY21 include a
snowplow and some additional software modules for automotive scanning tools.
Labor, contractual repairs and repair parts are tracked by vehicle and 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. The total allocation to other funds is show below:
Fund Amount
General Fund $495,513
Water and Sewer Operating Fund 69,843
Information Technology 805
Total $566,161

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
Since 2016, the Town has worked to establish an in-house Information Technology Department
with certain functions outsourced to specialists. In FY 2020, the Town hired a full-time System
Administrator to assist the IT Manager in these endeavors. The additional support provided by
an Administrative Assistant allows the IT Manager and System Administrator to focus on
technical issues.
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.
• Enhance cybersecurity for the Town’s resources.

Budget Summary
FY 2018 FY 2019 FY 2020 FY2021

Personnel $52,570 $130,141 $242,723 $309,141 $66,418
Operating 202,905 177,660 252,592 482,720 230,128
Capital 54,113 92,910 40,000 0 (40,000)
Total $309,588 $400,711 $535,315 $791,861 $256,546
Staffing Summary
Full-time 1.00 1.00 2.73 3.00 0.27
The FY 2021 budget for the Information Technology Fund is $791,861, an increase of $256,546,
or 47.9%, compared to the FY 2020 budget. This amount will be allocated to the using
departments based upon the current number of network users at a rate of $6,977 per user per
year. The estimated allocations to other funds is show below:
Fund Amount
General Fund $683,723
Water and Sewer Operating Fund 97,674
Motor Pool 10,464
Total $791,861
The personnel category shows an increase of $66,418. This category reflects the upgrade of a
current part-time Administrative Assistant to full-time. Information Technology is considered an
essential function of the Town, which was most recently highlighted by the COVID-19 pandemic
which necessitated the move to remote working to the extent possible. The Administrative
Assistant is able to address routine clerical and administrative issues that allow the IT Manager
and Systems Administrator to focus their attention on technical issues and support. The net
impact of moving this position to full-time is $36,953. The balance of the increase in the
personnel category reflects the increase in health insurance costs.
The operating category shows an increase of $230,128 over the previous year. Several key items
are outsourced, including Help Desk Administration and Managed Security Service. The Town
is migrating to Office 365, which will have ongoing costs per user. Additionally, a Security
Review will be performed in FY2021, which will cost $35,000. 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 $40,000 compared to the FY 2020 budget. Funding for
items such as replacement computers and network servers has been moved to the new General
Asset Replacement Fund and the Water and Sewer Capital Fund, as appropriate. This assists the
Town in identifying and tracking the necessary capital investments required to sustain
operations.

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 the 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 use of fund balance shall generally be: 1)
committed, 2) assigned, and 3) unassigned.
D. Maintenance of Minimum Unassigned General Fund Balance Level
At the end of each fiscal year, all general fund revenues in excess of expenditures
will first be allocated to unassigned fund balance until the established minimum

general fund balance level is met. After that minimum level is met, the surplus
may be committed to use for capital expenditures or emergency needs, as
approved by the Town Council.
E. Replenishment of General Fund Minimum Fund Balance
Should the minimum balance (assigned and unassigned fund balance as a

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

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

Town of Warrenton Proposed Fiscal 2021 Budget

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Town of Warrenton Proposed Fiscal 2021 Budget

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TOWN OF WARRENTON, VIRGINIA

FISCAL YEAR 2020 – 2021 PROPOSED BUDGET

OFFICE OF THE TOWN MANAGER

Town of Warrenton, Virginia i FY 2021 Proposed Budget

DEBT SERVICE …………………………………………………………………………… 94

CAPITAL IMPROVEMENT PROGRAM

RELEVANT FINANCIAL POLICIES

RESOLUTIONS AND ORDINANCES

Town of Warrenton, Virginia ii FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 1 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 2 FY 2021 Proposed Budget

TOTAL ESTIMATED REVENUE – ALL FUNDS

Total All Funds $ 27,821,057 $ 28,093,795 $ 272,738 1.0

Less Transfers (2,853,012) (3,353,897) 500,885 17.6

Total Estimated Revenues $ 24,968,045 $ 24,739,897 $ (228,148) -0.9

Town of Warrenton, Virginia Page 3 FY 2021 Proposed Budget

Debt Service (for Capital) 792,319 967,596 175,277 22.1

General Fund Total $ 15,817,762 $ 16,881,159 $ 1,063,397 6.7

Total All Funds $ 27,821,057 $ 28,093,795 $ 272,738 1.0

Less Transfers (2,853,012) (3,353,897) 500,885 17.6

Total Appropriations $ 24,968,045 $ 24,739,897 $ (228,148) -0.9

Town of Warrenton, Virginia Page 4 FY 2021 Proposed Budget

FY 2021 Proposed Budget

Highlights of Expenses Related to Personnel

Town of Warrenton, Virginia Page 5 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 6 FY 2021 Proposed Budget

The following changes in positions are included in the FY 2021 Budget.

Fund Position FT or PT Department(s)

Fund Position FT or PT Department(s)

The Administrative Assistant in the Information Technology Department is considered an

Town of Warrenton, Virginia Page 7 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 8 FY 2021 Proposed Budget

FY 2020 New Positions Change in FY 2021

Parks and Recreation

(continued on next page)

Town of Warrenton, Virginia Page 9 FY 2021 Proposed Budget

Internal Service Funds

Town of Warrenton, Virginia Page 10 FY 2021 Proposed Budget

Position Fund / Department % Fund / Department %

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Town of Warrenton, Virginia Page 12 FY 2021 Proposed Budget

Calendar Year 2019 Turnover

CY 19 Employee Turnover Totals

Town of Warrenton, Virginia Page 13 FY 2021 Proposed Budget

AVERAGE ANNUAL PAY

Full-Time Employees Salary

Town of Warrenton, Virginia Page 14 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 15 FY 2021 Proposed Budget

Full-Time Employees by Age

Town of Warrenton, Virginia Page 16 FY 2021 Proposed Budget

Fiscal Year 2021 Budget Calendar

Basis of Accounting and Budgeting

Town of Warrenton, Virginia Page 17 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 18 FY 2021 Proposed Budget

Action and Value Statement

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Town of Warrenton, Virginia Page 20 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 21 FY 2021 Proposed Budget

Town of Warrenton, Virginia Page 22 FY 2021 Proposed Budget

Carter Nevill, Mayor

Town of Warrenton, Virginia Page 23 FY 2021 Proposed Budget

Board of Zoning Appeals

Economic Finance &