FY2024 Recommended Budget Document - 202304171423239293

EQUITY, COMMUNITY, EMPOWERMENT
FY2023 - 2024
RECOMMENDED BUDGET DOCUMENT
FY2023 – 2024 01 - INTRODUCTION
T
A 02 – CITY MANAGER MESSAGE
B
03 – BUDGET SUMMARY
L
E
04 – DEPARTMENTAL LISTINGS
O
05 – NON-DEPARTMENTAL
F
06 - PERSONNEL
C
O 07 – OUTSIDE AGENCIES
N
T 08 - CIP
E
N 09 - HUD
T
S 10 - APPENDIX
City of Roanoke, Virginia
General, Internal Service, Enterprise and
School Funds
Sherman P. Lea, Sr. Joseph L. Cobb

Mayor Vice-Mayor
Patricia White-Boyd Luke W. Priddy Stephanie Moon Reynolds

Council Council Council
Vivian Sanchez-Jones Peter J. Volosin

Council Council
Robert S. Cowell, Jr. William B. Robertson

City Manager Assistant City Manager / Chief
Financial Officer
CITY OF ROANOKE, VIRGINIA
Organizational Chart (with FTE count)
FY2023 – 2024
CITIZENS
ELECTED OFFICIALS GOVERNOR
Supreme Court of VA
Mayor & City
Council (7) City Clerk (6)
City Attorney (8)
Circuit Court (6)
City Treasurer (21) Municipal Auditor (6)
Clerk of Circuit Court (25)
Committees, Boards & Commissions
Electoral Board /
Clerk of Circuit
Registrar (3)
Court (25)
School Board
Roanoke City Public Schools
Commissioner of the Magistrate (State)
Revenue (20)
Juvenile & Domestic
Commonwealth
Relations Court
Attorney (18) City Manager (1)
Court Services Unit (2)
Court Clerk (State)
Sheriff (34)
Jail (179)
Asst. City Mgr Apprentice (1) General District Court
Police (299) Asst. To The City Manager (1)
Administrative Support (2)
Fire-EMS (272) Building Security Officer (1)
Assistant City Manager –

Assistant City Manager – Assistant City Manager -
Chief Strategy Officer /
Operations (1) Chief Financial Officer / Internal
Community Development (1)
Services (1)
Community Engagement (4)

Director of Public Works (1) Finance
Economic Development (9)
Engineering (14) Accounting (8)
GRTC / Valley Metro (Contract)
Environmental Management (2) Accounts Payable (3)
Hotel Roanoke Conference Center (.5)
Stormwater (58) Management & Budget (7)
Human Services/Social Services (227)
Transportation (72) Payroll & Systems (6)
Human Services Support (2)
General Services (1) Procurement (7)
Outreach Detention (4)
Facilities (57) Real Estate Valuation (14)
Youth Haven – VJCCCA (5)
Fleet (26) Retirement (5)
Libraries (44)
Rick Management (3) Human Resources (15)
Parking Fund (.5)
Solid Waste (54) Technology (40)
Parks & Recreation (70)
E-911 Center (44)
Planning, Building & Development
Development Services (41)
Community Services (8.5)
Strategic Mgmt & Admin (9)
BUDGET PREPARATION COMMITTEE
Robert S. Cowell, Jr. City Manager
William B. Robertson Assistant City Manager – Chief Finance Officer,

Internal Services
Angela L. O’Brien Assistant City Manager- Chief Strategy Officer,

Community Development
Christopher L. Chittum Assistant City Manager Apprentice
FINANCE STAFF
(in order shown left to right)
Trinity T. Kaseke Budget/Business Analyst
Corey H. Alshouse Budget/Business Analyst
Yen T. Ha Senior Budget/Business Analyst
Lesha C. VanBuren Budget Analyst
Amelia C. Merchant Deputy Director of Finance
Paul R. Workman Budget Manager
Jason A. Cromer Revenue Analyst

FY202 – 202
5(&200(1'(' BUDGET
City of Roanoke, VA
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FEE ADJUSTMENTS
FIRE/EMS FY 2023 FY 2024
Response, Treatment, and Non-Transport Fee $300.00 $360.00
Basic Life Support $430.00 $516.00
Advanced Life Support (Level 1) $518.00 $626.00
Advanced Life Support (Level 2) $748.00 $898.00
Mileage rate (per loaded mile) $9.00 $10.80
EMS Standby Fee (per hour) $50.00 $75.00
Fire Apparatus Standby Fee (per hour) $100.00 $150.00
PARKING (per month) FY 2023 FY 2024

Market Garage Unreserved $ 75.00 $ 80.00
Tower Unreserved $ 75.00 $ 80.00
CHS - Church Ave, Unreserved $ 68.50 $ 68.50
Church Avenue Unreserved $ 75.00 $ 80.00
Elmwood Park Garage Unreserved $ 75.00 $ 80.00
Crown - EPG $ 75.00 $ 80.00
Church Ave. - Residential $ 30.00 $ 40.00
Campbell Garage $ 50.00 $ 55.00
Center In The Square Unreserved $ 90.00 $ 95.00
Campbell Garage - Residential $ 30.00 $ 40.00
Gainsboro Garage $ 55.00 $ 60.00
Elmwood Lot $ 60.00 $ 65.00
Gainsboro Garage - Residential $ 30.00 $ 40.00
Warehouse Row Lot $ 70.00 $ 75.00
Market Lot $ 80.00 $ 85.00
Market Garage Reserved $ 95.00 $ 100.00
Elmwood Park Garage - Residential $ 30.00 $ 40.00
Campbell Garage - Police $ 30.00 $ 30.00
Tower Reserved $ 95.00 $ 100.00
Market Garage - Residential $ 30.00 $ 40.00
Tower Garage - Residential $ 30.00 $ 40.00
YMCA Lot #2 - Church Ave. $ 1,170.46 $ 1,170.46
Center In The Square Reserved $ 110.00 $ 115.00
204 South Jefferson $ 50.00 $ 55.00
Church Avenue Reserved $ 95.00 $ 100.00
YMCA Lot #1- Church & 5th Street $ 1,018.72 $ 1,018.72
Higher Ed. Center Lot $ 55.00 $ 60.00
Gainsboro Garage $ 55.00 $ 60.00
Warehouse Row Lot - Residential $ 30.00 $ 40.00
Gainsboro Garage - Student $ 27.50 $ 30.00
Elmwood Lot - Residential $ 30.00 $ 40.00
Higher Ed. Center Lot - Student $ 27.50 $ 30.00
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FEE ADJUSTMENTS
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FY202 – 202
5(&200(1'(' BUDGET
City of Roanoke, VA
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FY2023 – 2024
BUDGET PROCESS OVERVIEW
Priority Based Budgeting (PBB)
The City of Roanoke has completed the Budget Development process for FY 2023-24. The
City remains committed to a process that communicates the budget in a way that doesn’t just
focus on the line items that a budget contains but rather the programs that it provides. For
more than a decade the City has delivered budgets in
this fashion, however, you will notice in the pages WHAT IS PRIORITY BASED BUDGETING?
that follow, the document looks very different from
other years. Departments were tasked this year with PRIORITY BASED BUDGETING CONNECTS LOCAL
reevaluating their “inventory” of program they provide GOVERNMENT RESOURCES WITH THE RESULTS
and reallocating costs to those programs. This is MOST IMPORTANT TO THE COMMUNITY USING
intentional and is a precursor of more to come with a PROGRAMMATIC DATA .
returned focus on Department Mission Statements,
Goals, Objectives, and Performance Measures.
Between FY 2011 through FY 2023

the City utilized a budgeting approach
known as Budgeting For Outcomes
(BFO). This model operates with
funding allocations based on
Priorities as focus areas as set by
City Council. These focus areas, or
Priorities, have been consistently
reaffirmed by City Council each year.
They are Community Safety,
Economy, Education, Good
Government, Human Services,
Infrastructure, and Livability. The new
PBB model still focuses on these
areas and it takes it a step further by
including a comprehensive peer
reviewed scoring rubric. This process
allows programs to be scored on all
Priorities rather than just one,
although we do continue to try show
the budget overall with the Priority
Totals as shown in several charts. In
these cases, we’ve assigned
Department Divisions to Priorities in
order to still be able to create these
informative overall views.
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BUDGET OVERVIEW
During the budget development process, each Director was initially asked to ensure that each
unit’s controllable expenses were less than or equal to their FY 2023 adopted budget levels.
They were further instructed to submit any incremental increases as supplemental budget
requests. Additionally, each Director was asked to rank the supplemental requests for their
entire Directorate in order of importance from the highest priority to the lowest priority,
including any one-time requests. That listing was then reviewed with the appropriate Deputy or
Assistant City Manager and the Management and Budget Division. The Budget Committee
then began its initial review with an emphasis on building upon the base budget requests and,
pending the projected revenue, incorporating the highest priority supplemental requests. One-
time budget requests were also considered separately.
The Budget Committee also reviewed all budget requests by the City’s external agency
partners and either confirmed the required funding level based on formula agreements or
determined the desired level to fund each.
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BUDGET OVERVIEW
Each year we have consistently made adjustments to the budget process in order to achieve
specific goals. For the FY 2024 Budget Development process, we continued many of the same
goals of acknowledging equity, empowerment, Lean initiatives and other insightful idea
generating activities which were called “Insights”. In each budget offer, departments or “sellers”
were asked a series of questions:
1) Is this request part of an Insight and if so please explain how it has been altered to adapt
to that Insight.
2) How does this request serve to address a known disparity in our community or enhance
or support equitable outcomes or initiatives?
3) Has the base program or request supplemental program been subjected to a Lean
project to look for efficiencies?
Data collected as a part of this process was then considered in order to make informed funding
decisions.
Recommendations of programs and services are provided to City Council in the form of a
Recommended Budget on April 17, 2023 followed by a public hearing April 27, 2023 7 pm,
budget study May 1, 2023 9 am, and ultimately adoption of the FY 2024 budget on May 8,
2023 2 pm.
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FY2023 – 2024
EQUITY OVERVIEW
The City of Roanoke is engaged in the establishment of clear departmental equity action plans
to improve or increase equity in all programs and services to the extent possible. Equity is
defined by the Merriam-Webster dictionary as “fairness or justice in the way people are
treated.”
Objective of Action Plans

The City of Roanoke recognizes that we are a service provider – the only reason we exist as
an organization is to provide services for the residents, businesses and visitors of our
community. Our community is a very diverse community and thus to ensure we provide the
best services practical we must understand the wants and needs of that diversity. In addition
to engaging with our community, the best way to ensure our services are as responsive to the
community as practical is to be as diverse and inclusive as possible.
Our community has many disparities – income, life expectancy, educational attainment, access
to public services, etc. To ensure we provide the most equitable services practical we must be
aware of these disparities and intentional about addressing them. In addition to this
awareness, the best way to ensure our services address known disparities is to be as diverse
and inclusive as possible. Diversity and Inclusion are strengths that if embraced will allow us to
deliver the best and most equitable services practical.
Relationship to Strategic Plan, Comprehensive Plan and Annual Budget

The Council’s Strategic Plan includes the following Vision Statement for the community:
The City of Roanoke is a safe, caring and economically vibrant community in which all have
equitable opportunities to live, learn, work, play and prosper
The City Council expects that as a City we will act on each of the strategic priorities grounded
in the following:
Equity – All, regardless of location, race, sexual orientation, gender identity, or ability
will have access to equal opportunity for successful outcomes
Community Engagement & Inclusion – Intentional involvement of citizenry in the
direction and actions of their government
Well-Being – Physical and social environment that promotes healthy outcomes for all
residents regardless of their location
Creativity – innovation in programming and addressing opportunities and confronting
challenges
The Strategic Plan includes the following Organizational Response to the Council’s
Principles and Priorities:
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Organizational Response
The City Government will respond to each of the priorities, take action and deliver services
aligned with the following core values:
Integrity and Honesty
Diversity and Inclusion
Respect for Others
Listening and Communication
Continuous Improvement
Accountability
Organizational Framework
Pursue long-term high-impact regional change – make the Roanoke region the premier place
to locate, stay and visit
Build strength from within – enable the success of residents, families, and businesses
regardless of their physical location within the City
The Comprehensive Plan for the City of Roanoke includes as one of its core Themes
Interwoven Equity, which establishes the following vision for the future of our community:
In 2040, Roanoke is both a diverse and an inclusive community with access and opportunities
available to all including: education, housing, healthcare, employment, and quality of life.
Roanoke recognizes how these opportunities are interconnected and how past actions created
barriers that limited opportunity for underserved communities, particularly the African-American
community, and eroded trust in institutions. To maintain a high level of Interwoven Equity and
inclusion, the community is engaged continuously to identify and predict changes that could
become opportunities or barriers and to adapt appropriately to those changes.
And emphasizes the following priorities:

 Trust
 Breaking the Cycle of Poverty
 Neighborhood Choice
 Inclusive Culture
 Service Delivery
With the FY22 budget, the organization initiated an evolution from our traditional Budgeting for
Outcomes toward a Budgeting for Equitable and Empowering Outcomes. This process
continued with the FY23 budget and further continues with the FY24 budget.
These policy documents and recent actions should make it abundantly clear that diversity,
equity and inclusion are central to what we do and how we do it as an organization, both within
and as related to our external services. Again, diversity and inclusion represents a strength for
the organization in the delivery of our services to our community, if we fully embrace it.
Equity Action Plans
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Departmental Equity Action Plans are a key component of our efforts at advancing on diversity,
equity and inclusion in our organization.
Awareness and Training
For many years, the organization has focused on equipping its workforce to better understand
and embrace diversity and inclusion through a number of training and professional
development programs. Most of these have been led by our Human Resources Department
with support from the BRIDGE (formerly Diversity Advisory Council). Most recently, these
efforts were further enhanced by a half-day workshop led by a Diversity, Equity and Inclusion
consultant – with the principle objective of ensuring our organization was working with a
common understanding of the objectives and definition of diversity and equity. While
awareness and training continue, greater attention is now being given to operationalizing all
that we have been exposed to and trained on – thus the evolution of the annual budgeting
process and the creation of Departmental Equity Action Plans.
Departmental Self-Assessment
An organizational assessment conducted by then, Diversity Advisory Council, revealed an

uneven understanding of diversity and inclusion in the organization and similarly an uneven
application of these principles in the conduct of our work and delivery of services. This
assessment prompted additional training and professional development and led to the
retention of the afore-mentioned DEI consultant and the need to develop Departmental Equity
Action Plans. The second step in the process of developing the actions plans (with the first
being awareness and training) is a detailed self-assessment of each Department relative to its
understanding of and approach to diversity and inclusion. This assessment draws heavily from
similar assessments completed in Austin Texas with the assistance of the University of Texas’
Dell Medical School and others.
(https://app.smartsheet.com/b/publish?EQBCT=b90f65efc1d344b2be9ee13526e5236b )
This assessment was completed by each Department and its responses reviewed by the DEI
consultant and BRIDGE – who together, developed a SWOT analysis for each Department,
based upon what was learned from the self-Assessment.
SWOT Analysis
Each Departmental Self-Assessment was reviewed jointly by the DEI consultant the City has
retained and the BRIDGE. From this review an analysis of the Department’s Strengths,
Weaknesses, Opportunities and Threats related to diversity and inclusion was prepared. This
SWOT Analysis was discussed with each Department and formed the basis for the
development of the Departmental Equity Action Plan.
Departmental Equity Action Plan
Following review of the SWOT Analysis, each Department prepared a detailed Equity Action
Plan that responds to each of the Strengths, Weaknesses, Opportunities and Threats
identified. This Action Plan has a three-year horizon with annual implementation plans
prepared concurrent with the preparation of the annual budget. The Departmental Equity
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Action Plans were prepared by the Departments with assistance offered by the DEI Consultant
and the BRIDGE. Equity Action Plans should complement preparation and submission of
Budget Offers, so that combined there is a transparent and effective way to discern how each
Department is tailoring its services to respond to disparities in the community and advancing
the objectives of diversity, equity and inclusion.
A brief sampling of some Equity Plan action items are included below.
 Audit current vendors providing services; Hold/lead a vendor fair and place emphasis on
small, women-owned and minority businesses via discretionary spend analysis.
 Create a targeted employee recruitment strategy organization-wide to increase
diversity.
 Develop and refine citizen engagement opportunities and increase citizen involvement.
 Ensure employees have access to all City resources including tools, training, leadership
and professional development opportunities and coaching needed to equip our
workforce to provide best-in-class services to our citizens.
 Focus on library technology resources providing increased program access for program
participation.
 Fully implement a language access plan organization-wide to expand public access to
information and services.
 Promote community businesses via web sites, newsletters, local newspapers and other
media.
 Recruit qualified and diverse candidates for City Council-appointed Boards and
Commissions.
 Work with promoters to create event discounts for lower income residents.
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BUDGET OVERVIEW
The recommended budget for FY 2024 is $355,400,000. The total budget increase is
$30,611,000, or 9.4% from FY 2023 adopted budget.
Recommended Dollar Change Percent Change

Funding Level from FY 2023 from FY 2023
General Fund Budget $355,400,000 $30,611,000 9.4%
The following items outline incremental cost adjustments which comprise the balanced budget
sorted by priority. Additional summary statements for each request are included in each priority
section.
ORGANIZATION-WIDE EXPENSES – $16,874,926
Transfer to Risk - $275,000 – Increase in budgeted funding for the Risk Reserve and insurance.
Worker Compensation – $21,708 – Increase to provide funding for Worker Compensation

expenditures.
Compensation – $9,660,536 – Increase in budgeted funding for a compensation increase

inclusive of movement of public safety employees to a final step placement, general employees
toward a new minimum but no greater than a 7% and no less than a $2,000 increase as well as
inclusion of increased compensation for employees included in the HeadStart compensation
movement. All Constitutional Officers, Appointed Officials and Directors are to receive a 3%
increase.
Retirement – $5,320,058 – Increase in funding due to an increase in the required contribution

level from a 14.37% level to a 21.14% level.
Medical Residual Fringe – $329,986 - Increase in budgeted level due to higher expectation of
required increase in December 2023.
Other Personnel Adjustments – $241,339 – Other personnel adjustments since adopted 2022-
2023 include increased budgets for extended illness expenditures, salary lapse, unemployment
wages, termination leave, reclassification contingency, Line of Duty Act expenses and other
compensation related to adjustments during FY 2022-2023.
Berglund Center – $561,424 – Increase of budgeted funding for the Civic Center subsidy, debt
service and Civic Center Admissions Tax.
Greater Roanoke Transit Company – $389,568 – Increase of budgeted funding for the subsidy.
Transfer to Grant Fund – $75,307 – Increase of budgeted funding for grant matches for grants.
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BUDGET OVERVIEW
EDUCATION – $8,939,334
Roanoke City Public Schools – $8,939,334 – Operating funding for Roanoke City Public Schools
increase determined by the school funding formula.
COMMUNITY SAFETY – $805,761
Fire/EMS – $597,770 – Funding is provided to support technology contract cost increases and
grant match funding.
Police – $30,000 – Provides funding for additional training.
Residential Juvenile Detention – $147,991 – Funding provided for increased costs associated
with juvenile detention support.
Sheriff/Jail – $30,000 – Funding is provided for body armor, cremations and the Women Behind
the Badge Program training.
HUMAN SERVICES – $2,117,800
Human Services – $2,117,800 – Funding to provide for Alternative/Private Day School for RCPS
students, overtime for Adult Protective Services and Benefits as well as GPS monitoring as an
alternative to detention provided by Juvenile Justice as ordered by judges.
INFRASTRUCTURE – $499,904
Facilities Management – Building Maintenance - $10,500 – Provides funding for system cost
increases as well as administrative supplies and business meals.
Facilities Management – Custodial Services - $30,000 – Provides additional funding for

contractual cleaning of Police Department.
Fleet Management – $290,000 – Provides funding to support fuel, outsourcing of Fire truck
repairs, parts, and technology costs.
Public Works – $82,040 – Provides funding for security as well as use of current in-house
electronics recycler for recycling event one to two times annually.
Technology Contract Increases – $87,364 – Increase in budgeted funding for technology

contracts and system needs.
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BUDGET OVERVIEW
GOOD GOVERNMENT – $642,536
City Manager – $166,622 – Provides funding for a new Assistant City Manager position as well
as training and development.
Community Engagement – $127,268 – Provides funding for a new Youth and Gang Violence
Coordinator previously funded through ARPA, funding for Volatia Language services, training
and development for staff, Leadership College food and supplies, support for My City Academy
reaching refugees and immigrants as well as technology costs.
Commissioner of Revenue – $14,347 – Provides funding for contractual increases as well as

funding for training.
Finance – $67,284 – Provides funding for technology cost increases, a new travel workflow
system, increased advertising costs, inflationary cost increases, training and development costs
for licensure and increased operating costs.
Electoral Board – $8,000 – Provides funding for vendor support in programming of pollbooks for
elections.
Human Resources – $62,095 – Provides funding for contractual cost increases and costs related
to recruitment.
Risk Management – $171,937 – Increase in budgeted funding to support risk administration and
insurance premium increases.
Other – $24,983 – Increase in budgeted funding for other contractual, inflationary and training
costs.
LIVABILITY – $260,824
Economic Development – $3,500 – Provides additional support for monitoring of funding

allocated to Arts and Cultural organizations.
Libraries – $76,810 – Provides funding for temporary wage rate of $15 per hour as well as
increased cost for cleaning contractual services.
Parks and Recreation – $108,243 – Increase in funding for tree maintenance and contracted
mowing services.
Planning, Building and Development – $47,271 – Provides funding to add a Permit Technician
position.
Public Works – $25,000 – Provides funding for clean-ups necessary to due solid waste refuse
left by camp occupants in city parks, greenways and other properties.
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BUDGET OVERVIEW
EXTERNAL AGENCIES – $645,471
Blue Ridge Behavioral Healthcare – ($94,384) – Decrease in formula based budgeted funding
to support mental health services.
Coworking & Incubator Support – $35,000 – Provides funding to support non-profit coworking
and incubator organizations such as CoLab, The Collective, and The Williamson Coworking
Office Space.
District Taxes – $141,600 – Increase in budgeted funding based on estimated revenues within
the Downtown and Williamson Road area districts.
Health Department – $123,457 – Increase in budgeted funding for support of the Health
Department operating expense based on funding formula.
Hotel Roanoke Conference Center Commission – $100,000 – 1% Sales Tax Rebate – Increase
in budgeted funding based on anticipated rebate level.
Mill Mountain Zoo – $50,000 – Increase in funding to support the Mill Mountain Zoo.
Roanoke Higher Education Center – $4,150 – Addition of funding to support the Roanoke Higher
Education Center.
Roanoke Valley Broadband Authority – ($149,596) – Decrease in funding required to support

the Broadband Authority.
Roanoke Valley Television – $51,483 – Increase in funding to support Roanoke Valley

Television.
Visit Virginia’s Blue Ridge – $395,625 – Increase in funding for Visit Virginia’s Blue Ridge based
on 3/8% of the transient occupancy tax for marketing and promotion of the region based on
revenue estimate.
Other – ($11,864) – Net decrease in other funding.
ECONOMY – ($175,556)
Economic Development – ($175,556) – Net decrease in funding resulting from an increase in

funding for operational support to new staff as well as a reduction in funding for performance
agreements.
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BUDGET OVERVIEW
GENERAL FUND REVENUES:
Revenue estimates are developed using a conservative and practical approach based on
general economic conditions, historic experience, and expected changes in activities and
services. General Fund FY 2024 estimated revenues total $355,400,000, an increase of
$30,611,000 from the FY 2023 adopted budget. The increase was primarily attributable to
increased Real Estate Tax, Personal Property Tax, Sales Tax, Prepared Food & Beverage
Tax, and Transient Occupancy Tax. Additionally, notable increases are projected with
Revenue from Use of Money/Property, Intergovernmental revenue, and Permits, Fees, &
Licenses. Revenues are divided into three major categories: (1) Local Taxes, (2)
Intergovernmental, and (3) Miscellaneous. More detailed trend information for these three
categories is presented on the following pages.
An analysis of changes in the three major categories of revenue as compared to the Adopted
FY 2023 Revenue Estimate is as follows:
A. LOCAL TAXES $22,832,800
Local taxes are the largest category of revenues for the City. Local taxes will comprise
70.44% of all FY 2024 General Fund revenues. Changes in major revenues or
categories of revenue are noted below.
1. Real Estate Tax – $10,303,600 – The real estate tax is the single largest source
of revenue for the City of Roanoke. This tax includes general real estate & district
taxes (Downtown and Williamson Road). Property values increased as a result
of the general reassessment and new construction activity. Important elements of
Roanoke’s real estate taxation system are programs that provide relief to certain
taxpayers or on selected types of properties. For FY 2024 this relief is comprised
of relief to the elderly and disabled taxpayers including some Veterans, relief on
agricultural properties, and relief for properties under rehabilitation. Additionally,
leased and energy-efficient properties receive tax exemptions. These relief
programs are intended to benefit those on fixed incomes or with limited ability to
cover the costs of increased taxes or to provide incentives for owners who invest
in the rehabilitation of aged properties. The City’s real estate taxes are due
annually in two installments, October 5th and April 5th. FY 2024 is forecasted to
increase by 9.80% over the FY 2023 adopted budget.
2. Personal Property Tax – $3,119,000 – The personal property tax is the second
largest local tax. Annual assessments of the personal property tax are made in
early April, and the tax due date is May 31st. FY 2024 is anticipated to increase
by 10.79% compared to the FY 2023 adopted budget.
3. Sales Tax – $4,000,000 - Sales tax is Roanoke’s third largest local tax and is
collected at a 1% rate. Revenue for FY 2024 is expected to increase by 16.00%
when compared to the FY 2023 adopted budget.
4. Prepared Food and Beverage Tax - $1,628,000 – This tax is a consumer-driven

revenue source and its performance is impacted by consumer consumption
behavior. The FY 2024 estimate includes a projected revenue increase of 9.37%.
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BUDGET OVERVIEW
5. Transient Occupancy Tax – $1,055,000 – This tax is a consumer-driven revenue

source and its performance is impacted by tourism and consumer confidence.
The FY 2024 estimate includes a projected revenue increase of 25.00% when
compared to the FY 2023 adopted budget.
6. Other – $2,727,200 – Local taxes not individually described above represent a

5.82% revenue increase compared to FY 2023. These taxes include cigarette
tax, motor vehicle license tax, communications tax, business license tax, public
service tax, bank stock taxes, penalties & interest, consumer utilities, recordation
and probate, admissions, and franchise fees.
B. INTERGOVERNMENTAL REVENUE $5,319,300
The Intergovernmental category represents revenue from the commonwealth and

federal grants or reimbursements for costs incurred. Most of the revenue in this
category is within Social Services and generated from services rendered to our citizens.
This category comprises 23.04% of General Fund revenues.
C. MISCELLANEOUS $2,458,900
The Miscellaneous category is the smallest revenue category. The revenue in this
category is generated from Charges for Services, Fines and Forfeitures, Revenue from
Use of Money/Property, Permits, Fees and Licenses, Operating, and Miscellaneous
Revenue. This category comprises 6.51% of General Fund revenues.
PROPRIETARY FUND REVENUES:
A. ENTERPRISE FUNDS:
1. Civic Facilities Fund - Estimated FY 2024 revenue for the Civic Facilities Fund
totals $14,216,912. This revenue will fund operating expenses of $12,268,155
and $1,948,757 in principal and interest payments due in FY 2024.
2. Parking Fund – The City owns seven parking garages and several parking lots to
provide parking in the downtown area. In addition, parking ticket enforcement is
included in the Parking Fund to align all parking strategies into one area of
responsibility. Estimated FY 2024 revenues generated from the City’s parking
facilities through user fees and ticket violations will total $3,783,000. The
projected revenues will fund operating costs of $2,728,236 and principal and
interest payments of $1,054,764 due in fiscal year 2024.
3. Stormwater Utility Fund – Estimated FY 2024 operating revenues for the

Stormwater Utility Fund total $8,175,000. These revenues will fund total
operating expenses of $6,976,268 and $1,198,732 in principal and interest
payments due in FY 2024.
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BUDGET OVERVIEW
B. INTERNAL SERVICE FUNDS:
1. Risk Management - The primary activity of this fund is to record health insurance
premiums billed to other funds and related claim payments under the City’s
employee medical plan. Additionally, the City’s self-insured workers’
compensation and general and automotive liability plans are recorded in this
fund. Projected FY 2024 revenues and expenses for this fund total $19,522,000.
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BUDGET SUMMARY
Charges for Revenues Intergovernmental

Current
Services $355,400,000 Revenue-
State/Federal
$17,736,000 $81,899,000
4.99% 23.04%
Revenue-Use of
Money/Property Permits, Fees
$1,736,000 & Licenses
0.49% $1,932,500
0.54%
Fines &
Forfeitures Other
$769,000 Revenues
0.22% $995,100
0.28%
Other Local
Taxes General Property
$93,903,900 Taxes
26.42% $156,428,500
44.01%
Expenditures (by Priority)

Infrastructure $355,400,000 Livability
$23,613,148
$35,172,047
6.64%
9.90% Non-Departmental
Human $21,312,023
Services 6.00%
$49,120,809
13.82%
Community
Safety
Good $87,844,672
Government 24.72%
$25,923,953
7.29% Education Economy
$106,340,268 $6,073,080
29.92% 1.71%
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BUDGET SUMMARY
REVENUE & EXPENDITURE SUMMARY
REVENUES
ADOPTED RECOMMENDED DOLLAR

BUDGET BUDGET INCREASE
GENERAL FUND FY 2022-23 FY 2023-24 (DECREASE)
General Property Taxes $ 142,449,400 $ 156,428,500 $ 13,979,100
Other Local Taxes 85,050,200 93,903,900 8,853,700
Fines & Forfeitures 752,000 769,000 17,000
Revenue-Use of Money/Property 232,500 1,736,000 1,503,500
Charges for Current Services 17,629,200 17,736,000 106,800
Intergovernmental Revenue-State/Federal 76,579,700 81,899,000 5,319,300
Permits, Fees & Licenses 1,087,000 1,932,500 845,500
Other Revenues 1,009,000 995,100 (13,900)
TOTAL - GENERAL FUND $ 324,789,000 $ 355,400,000 $ 30,611,000
PROPRIETARY FUNDS
Enterprise Funds:
Stormwater Fund $ 7,170,000 $ 8,175,000 $ 1,005,000
Civic Facilities Fund 12,443,672 14,216,912 1,773,240
Parking Fund 3,222,000 3,783,000 561,000
SUBTOTAL - ENTERPRISE FUNDS $ 22,835,672 $ 26,174,912 $ 3,339,240
Internal Service Funds:

Risk Management Fund $ 22,516,051 $ 19,522,000 $ (2,994,051)
SUBTOTAL - INTERNAL SERVICE FUNDS $ 22,516,051 $ 19,522,000 $ (2,994,051)
TOTAL - PROPRIETARY FUNDS $ 45,351,723 $ 45,696,912 $ 345,189
Roanoke City Public Schools - City Share $ 92,541,877 $ 101,481,211 $ 8,939,334
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BUDGET SUMMARY
EXPENDITURES
ADOPTED RECOMMENDED DOLLAR

BUDGET BUDGET INCREASE
GENERAL FUND FY 2022-23 FY 2023-24 (DECREASE)
Community Safety $ 77,381,163 $ 87,844,672 $ 10,463,509
Economy 5,751,304 6,073,080 321,776
Education 94,728,593 106,340,268 11,611,675
Good Government 22,735,262 25,923,953 3,188,691
Human Services 43,752,422 49,120,809 5,368,387
Infrastructure 29,930,231 35,172,047 5,241,816
Livability 18,928,671 23,613,148 4,684,477
Non-Departmental 31,581,354 21,312,023 (10,269,331)
TOTAL - GENERAL FUND $ 324,789,000 $ 355,400,000 $ 30,611,000
PROPRIETARY FUNDS
Enterprise Funds:
Stormwater Fund $ 7,170,000 $ 8,175,000 $ 1,005,000
Civic Facilities Fund 12,443,672 14,216,912 1,773,240
Parking Fund 3,222,000 3,783,000 561,000
SUBTOTAL - ENTERPRISE FUNDS $ 22,835,672 $ 26,174,912 $ 3,339,240
Internal Service Funds:

Risk Management Fund $ 22,516,051 $ 19,522,000 $ (2,994,051)
SUBTOTAL - INTERNAL SERVICE FUNDS $ 22,516,051 $ 19,522,000 $ (2,994,051)
TOTAL - PROPRIETARY FUNDS $ 45,351,723 $ 45,696,912 $ 345,189
Roanoke City Public Schools - City Share $ 92,541,877 $ 101,481,211 $ 8,939,334
* Comparative data by departmental section will be available for budget adoption.
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2023-24 Recommended Budget, City of Roanoke, VA
The City Treasurer’s Office is committed to providing excellent customer service to the
citizens of the City of Roanoke. The office is directly responsible for the receipt, collection,
and appropriate accounting of local and state revenues. The office is committed to the
accurate safeguarding of all monies receipted by the Treasurer’s Office.
Cash Management $934,768
Funds coming in each day must be processed through the City's Accounts Receivable
system for taxes and fees whereby proper security and accounting controls are exercised
over the funds. The Treasurer shall deposit intact all money received each day into a
bank that qualifies under the Security for Public Deposit Act. The Treasurer is responsible
for reconciling all cash balances with the City's financial institutions monthly and the
Department of Finance.
Billing $139,613
Conduct all of the business activities associated with invoicing revenue streams for the
City of Roanoke.
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Set Off Debt Program $7,137
Administer the program with the State of Virginia to Off-Set the debt collection of State
Income taxes when the City is owed delinquent taxes.
Tax Sale $55,902
Administer the Tax Sale program where the City will sell property that has over 1 year of
delinquent taxes. This includes working with the City Attorney, Code Enforcement, and
the Auctioneer.
Investment Services $50,517
Administration of Investments for the City of Roanoke and Roanoke City Public Schools.
Responsibility for overseeing the investment of the City's idle funds.
Collections $1,076,253
All the activities associated with the collection of receivables and levies start with the
receipt of cash and other forms of payment through the Treasurer's Office.
Dog Licensing $20,229
Issuance of dog licenses and working with Pet Data who is the third-party vendor issuing
dog licenses. Reconciliation of the monthly dog license fees and paying the invoice.
Grand Total $2,284,419
(The remainder of the page is intentionally blank)
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$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2020 2021 2022 2023 2024
Actual Actual Actual Budget Budget
Rentals & Leases $- $- $- $- $-
Other Charges $221,602 $293,945 $252,417 $313,365 $313,365
Internal Service Funds $- $- $- $- $-
Contractual Services $403,727 $404,984 $326,826 $413,844 $413,844
Fringe Benefits $392,039 $410,834 $424,213 $368,698 $487,300
Personal Services $909,944 $909,606 $900,709 $1,007,950 $1,069,910
Grand Totals: $1,927,312 $2,019,369 $1,904,165 $2,103,857 $2,284,419
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The Circuit Court of the City of Roanoke is the City's court of general jurisdiction,
established by the General Assembly of Virginia. Its primary mission is to provide an
effective, efficient, fair, and open forum for adjudication, under the law, of every sort of
civil and criminal controversy that can be decided in the courts of the City of Roanoke.
Circuit Court Clerk Performance of State Mandated Duties $2,047,609
Per the code of Virginia, the Circuit Court Clerk’s office is solely responsible for over 800
duties including but not limited to: receive/reinstate civil and criminal cases, file petitions,
process subpoenas and summons, process criminal orders, process appeals to higher
court, collect fines costs and fees, record index and scan all legal instruments, collect
recordation fees and taxes for land records, process financing statements, issue marriage
licenses, notary certificates, concealed weapons permits, store election ballots,
administer oaths, process wills and fiduciary accounts, list of heirs, appoint executors,
trustees, fiduciaries, administrators and guardians, set and record bonds, docket
judgments and releases, issue abstracts and executions, issue and process
garnishments, administer and maintain individual accounts held in trust by the court,
prepare financial transaction reports for state, local, federal agencies, maintain accurate
records of all fines cost and tax collected.
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$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2020 2021 2022 2023 2024
Capital Outlay $- $- $- $- $-
Other Charges $43,365 $52,836 $50,300 $48,703 $48,703
Fringe Benefits $436,889 $495,460 $504,568 $480,774 $597,733
Personal Services $1,034,466 $1,143,270 $1,176,448 $1,292,164 $1,341,484
Grand Totals: $1,565,260 $1,746,247 $1,786,232 $1,881,786 $2,047,609
Maintenance supplies – As we continue to change our services to electronic processing

we will be upgrading our technological equipment in compliance with the Supreme Court.
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We will provide an effective, efficient, fair, and open forum for adjudication, under the
law, of every sort of civil and criminal controversy that can be decided in the courts of
the City of Roanoke.
Probation, Parole and Intake Service $239,543
The District 23A Court Service Unit (CSU) is a Virginia Dept. of Juvenile Justice office
that is attached to the City of Roanoke’s Juvenile & Domestic Relations Court. While the
CSU is primarily state-funded, in accordance with the Code of Virginia §16.1-234,
jurisdictions within which a CSU is located shall provide suitable quarters, furnishings,
utilities, and communications services for the CSU. The CSU provides intake services,
diversion, juvenile probation services and juvenile parole services. CSU intake processes
approximately 3,500 domestic, child welfare, and juvenile criminal complaints annually.
Diversion and probation services include risk-based supervision of juvenile offenders
within our community. Parole services include the provision of reintegration services for
youth in transition from a juvenile correctional center back to their homes in Roanoke, as
well as supervision of these youth once they are home.
Residential Juvenile Detention Services $1,202,286
This offer supports the placement of juvenile offenders in secure detention as required
and governed by Virginia Code Section 16.1-246. This offer also supports the use of the
determinate sentencing authority granted to Juvenile Court Judges by Virginia Code
Section 16.1-284.1 for determinate post-dispositional placement of youth in local
detention facilities. In addition to placement in detention, this offer supports the Detention
Review Specialist staff position. The Detention Review Specialist evaluates detention
placements and makes recommendations for less costly detention alternatives when
appropriate.
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$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2020 2021 2022 2023 2024
Other Charges $4,971 $5,988 $5,449 $5,229 $5,229
Contractual Services $925,815 $1,035,676 $1,064,960 $1,120,773 $1,268,764
Fringe Benefits $38,857 $39,466 $45,595 $43,005 $52,937
Personal Services $85,597 $87,135 $103,077 $107,382 $114,899
Grand Totals: $1,055,240 $1,168,265 $1,219,081 $1,276,389 $1,441,829
Contractual Services – Due to increasing costs to maintain our Juvenile Detention

services, we have requested additional funding to offset the inflationary costs.
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The Juvenile and Domestic Relations (J&DR) District Court's mission is to provide a
neutral and impartial forum for dispute resolution that provides all persons with equal
access to justice and inspires public trust, confidence, transparency, and accountability
in the judicial system.
Juvenile & Domestic Court Case Management $56,920
The Juvenile & Domestic Relations Court Clerk's Office is responsible for the
administrative support and management of the Roanoke City Juvenile and Domestic
Relations District Court. We ensure timely entry, updating, reporting, and maintenance of
all case records. We maintain the court calendar and monitor pending caseloads to
ensure cases expeditiously move through the Court. We assess and collect local and
state court costs and fines associated with all cases processed in our court.
Grand Total $56,920
$100,000
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$-
2020 Actual 2021 Actual 2022 Actual 2023 Budget 2024 Budget
Rentals & Leases $1,314 $3,721 $3,232 $3,253 $3,253
Capital Outlay $450 $- $32,336 $- $-
Other Charges $11,384 $7,091 $7,096 $8,342 $8,342
Grand Totals: $64,648 $23,311 $94,664 $50,920 $56,920
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To provide judicial services to all persons who seek orders or processes available to them
by law, without partiality or regard for race, creed, sex, or social status, by conducting our
duties with professionalism, effectiveness, and courtesy.
Magistrate Services $5,244
The Office of the Magistrate [Magistrate] is a statutorily required service for citizens and
stakeholders. The primary function of the Magistrate is to hear testimony to determine if
probable cause exists for a crime, search/seizure, or detention based on a mental health
crisis. Additionally, the Magistrate is directed to conduct bail hearings upon the arrest of
an individual to allow for release from custody or detention if release would be a danger
and/or the individual would likely not appear for further court hearings. The primary source
of funding for the Magistrate comes from the Office of the Executive Secretary of the
Supreme Court [OES]. This includes salaries, video hearing equipment, computers and
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computing equipment, language interpretation services, and training of magistrates,

among other costs. The local budget provides funding for items OES will not pay for (office
furniture, toner and ink for non-OES machines, office space and improvements to the
space, etc.).
Grand Total $5,244
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
$-
2020 Actual 2021 Actual 2022 Actual 2023 2024
Budget Budget
Rentals & Leases $138 $139 $322 $145 $332
Other Charges $3,958 $4,192 $4,497 $4,912 $4,912
Contractual Services $- $881 $- $- $-
Grand Totals: $4,095 $5,212 $4,819 $5,057 $5,244
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Our aim is to assure that disputes are resolved justly, promptly, and economically through
a court system unified in its structures and administration.
Case Management $90,914
Perform data entry for all criminal, traffic, and civil cases filed with the court. Monitor
pending caseload to ensure timely case hearings.
Grand Total $90,914
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$-
2020 Actual 2021 Actual 2022 Actual 2023 Budget 2024 Budget
Rentals & Leases $3,318 $3,516 $3,421 $2,650 $2,650
Capital Outlay $- $3,980 $6,076 $- $-
Other Charges $15,818 $13,371 $17,454 $14,192 $14,192
Fringe Benefits $- $- $- $5,049 $5,049
Personal Services $- $- $- $66,000 $66,000
Grand Totals: $110,315 $44,632 $112,910 $90,914 $90,914
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The Circuit Court of the City of Roanoke’s primary mission is to provide an independent,
accessible, responsive forum for the just resolution of disputes in order to preserve the
rule of law and to protect all rights and liberties guaranteed by the United States and
Virginia Constitutions.
Case Management $580,833
The five Judicial Assistants monitor pending caseloads and maintain the court calendar
to show court hearings for judges. Update all action taken with appropriate court codes,
and prepare orders for all protective orders where attorneys are not provided. Answer
phone and emails to work with attorneys and secretaries to set court hearings. Type
opinions and letters for the judges. Set up in-custody videos for defendants who have
been arrested but have not been advised on charges or have not been able to post bond.
Grand Total $580,833
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
2020 2021 2022 2023 2024
Other Charges $19,364 $10,435 $13,727 $20,544 $20,544
Fringe Benefits $138,846 $141,142 $132,275 $100,968 $131,660
Grand Totals: $525,563 $518,499 $532,857 $531,188 $580,833
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We endeavor to provide consistent, honest, and professional services to the citizen-

customers of the City of Roanoke and the Commonwealth of Virginia.
PPT Administration $723,452
Creating and maintaining records of individual personal property subject to taxation within
the City of Roanoke, including the performing of valuation & assessments for subsequent
billing by the Treasurer’s Office, and ensuring compliance with applicable laws.
PCI Annual Support $69,847
PCI contract & support, the newly launched tax administration software.
State Tax Programs $137,481
Processing of state income tax returns for taxpayers, receiving estimated income tax
payments, public service corp. taxation, and bank franchise tax.
Trust Tax Administration $173,668
Receiving trust tax returns, assessing taxes on those returns, conducting audits, and
ensuring compliance with applicable laws.
Real Estate Tax Relief $130,543
Collection and review of applications and certification of applicants who are eligible for
real estate tax relief, including the elderly, disabled, and veterans.
Business License Taxation $327,561
Ensuring all businesses obtain the appropriate license(s) before starting operations,
assessing business license fees or tax, auditing business records, and ensuring
compliance with applicable laws on an ongoing basis.
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Business Personal Property Taxation $224,154
Collecting business personal property tax filings, assessing taxes upon those filings,
auditing businesses, and ensuring compliance with applicable laws .
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2020 2021 2022 2023 2024
Other Charges $54,759 $43,400 $56,507 $42,119 $42,119
Fringe Benefits $415,401 $413,690 $590,268 $389,553 $480,019
Grand Totals: $1,502,76 $1,503,002 $1,698,708 $1,613,028 $1,786,706
Funding for the NADA Valuation tool, an online business personal property application,
was requested and extended as an integral contractual element of the PCI software that
was previously overlooked and unaccounted for. Next, a budget offer for new, larger
computer monitors was approved to allow greater visibility and less strain on the eyes for
those operating heavily in the new PCI system. Lastly, expanded funding to satisfy annual
PCI software contractual increases were awarded.
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As a diverse, professional law enforcement agency, we will serve and protect every
person within the City of Roanoke through quality court, correctional, law enforcement,
and customer-focused services.
Citizen Ride Along $56,928
Citizen ride-along program with a patrol deputy.
Professional Standards $111,087
Internal unit assigned to investigate standard operating procedure violations.
Detention Center $15,851,064
Offender management and security.
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Accreditation Programs $229,342
American Correctional Association, Virginia Law Enforcement Professional Standards

Commission, Prison Rape Elimination Act, National Commission on Correctional
Healthcare.
Burials and Cremations $19,420
Unclaimed decedents within the City of Roanoke are the municipalities responsibility.
Preventative Patrol $87,888
Attempt to eliminate the opportunity for misconduct through police presence in areas of
expected crime.
Extradition $65,355
The action of bringing a person accused or convicted of a crime back to the City of
Roanoke.
Physical Plant Maintenance $348,029
Cleaning and maintenance of the physical plant.
School Resource Officers $309,921
Specialized officers are assigned to schools to deal with issues involving students.
Prisoner Management $638,006
Properly record and complete the prisoner booking process Orientate new prisoners to
the jail. Distribute clothing bedding and personal items to new prisoners. Properly record
and complete prisoner release procedures. Obtain all jail-issued property from a prisoner
and return all personal property to the prisoner. Transport, search, secure, and manage
the behavior of prisoners. Transportation of prisoners to and from the court and secure
facilities. Process and transport offenders that are taken into custody by the court.
Administration $1,109,426
HR Contact, payroll, finance, policy formulation, long-term planning, and department

management.
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Violent Crimes Investigations $31,117
Respond to serious violent crimes.
Records Management $245,014
Crime data records management system available to internal and external customers.
Includes offender registration.
Planning and Research $130,213
Civil litigation, grant writing, tech support, project implementation, and physical plant
technology.
Courthouse Security $2,383,965
Maintenance of security systems, duress alarms, and screening devices. Physically

protect witnesses, jurors, court staff, and the public.
Traffic Ordinance Enforcement $86,152
Investigate traffic crashes and enforce municipal ordinances and state statutes for on and
off-highway violations.
Calls for Service $56,928
Answer and respond to calls involving emergency and non-emergency response

situations.
Evidence and Property Management $25,774
Submit, report, and manage evidence and property.
Truancy Program $13,809
Locate juveniles not attending classes during the school year.
Recruiting $68,586
Recruit cadets and laterals.
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Training $120,629
Maintenance of certifications.
Civil Process Service $593,604
Deputies serve court papers.
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2020 2021 2022 2023 2024
Capital Outlay $162,179 $- $- $- $-
Other Charges $4,294,493 $4,819,893 $5,034,140 $5,390,445 $5,415,445
Fringe Benefits $4,257,581 $4,884,605 $5,424,276 $4,640,217 $5,283,520
Grand Totals: $19,484,936 $18,401,700 $21,326,914 $21,445,199 $22,582,257
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The primary duty of each Commonwealth's Attorney is to prosecute all felonies and
misdemeanors charged under the Code of Virginia occurring in his or her locality. In other
states, this position is often named "District Attorney" or "State's Attorney.”
Case Management $2,164,381
Provide media management; provide legal assistance; divert defendants; maintain

records; prepare documents; support, meet and explain the judicial process to victims
and witnesses; represent and negotiate on behalf of the state in legal proceedings; search
warrants and subpoenas; furnish copies of reports; pretrial case management; work with
citizens to address needs of the community.
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2020 2021 2022 2023 2024
Rentals & Leases $6,000 $6,000 $2,000 $- $-
Other Charges $85,573 $46,033 $57,893 $45,697 $45,697
Fringe Benefits $507,445 $475,546 $473,291 $448,492 $590,837
Grand Totals: $1,993,309 $1,911,791 $1,880,219 $1,987,297 $2,164,381
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We strive to ensure that our actions are inclusive and reflective of the diverse
community of which we aim to be. We safeguard public trust through honest business
practices and open communication. Our credibility with the public depends on our
strong ethical stewardship of resources.
City Council $341,436
City Council’s chief responsibility is to formulate City policy. It appoints the major policy-
making boards and commissions and officers of the Council. All actions by the Council
shall be recorded in the Journal of the Council, which is the official record. The Council's
Rules of Procedure are governed by Roberts' Rules of Order. Council may adopt rules of
conduct by which the members may be governed.
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$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$-
2020 2021 2022 2023 2024
Capital Outlay $21,105 $- $- $- $-
Other Charges $44,984 $24,605 $32,085 $52,518 $67,750
Contractual Services $66 $100 $330 $500 $500
Fringe Benefits $62,442 $60,432 $66,706 $73,181 $110,186
Grand Totals: $255,413 $210,340 $261,509 $289,199 $341,436
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The Law Department provides sound legal advice and counsel to its client, the Mayor,
and City Council. In doing so, the Law Department provides vigorous and successful
advocacy of the interests of the Mayor and City Council in litigation matters; protects the
corporate and financial interests of the Mayor and City Council in the negotiation and
consummation of contractual, financial, and real estate transactions. Finally, the City
Attorney aggressively defends the Mayor and City Council in liability cases.
Legal Counsel $1,179,076
The Office of the City Attorney is the law firm for the City, the Roanoke City School Board,
and all officers and departments with respect to their official duties. The Office of the City
Attorney provides advice, counsel, and representation to these clients.
Tim Spencer, City Attorney
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$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2020 2021 2022 2023 2024
Other Charges $69,267 $83,709 $25,920 $28,475 $28,475
Fringe Benefits $250,817 $252,334 $253,130 $244,015 $324,133
Grand Totals: $1,078,654 $1,027,811 $1,038,930 $1,058,251 $1,179,076
The City Attorney’s Office was awarded one-time budget funds to purchase two scanners
for the administrative office assistants. This allows for increased efficiencies for staff.
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To be a trusted liaison to the public and City Council by supporting the City’s legislative
process, providing transparent, accurate, and timely legislative history, safeguarding all
official records of the City, and delivering information and services efficiently and
accurately.
Administrative Service $551,881
The City of Roanoke maintains a Council-Manager form of government and as such, the
City Clerk is one of four Council-appointed officials who are directly appointed by the
Mayor and City Council. The City Clerk's Office provides services that connect citizens to
their government and maintains a recorded history of government actions. These services
include Mayor and Council assistance, records management and research, Council-
appointed authorities, boards, commissions & committees, and customer service to both
internal and external customers.
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$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
2020 2021 2022 2023 2024
Other Charges $14,100 $7,746 $9,198 $13,765 $17,034
Fringe Benefits $139,678 $110,087 $116,528 $110,789 $161,278
Grand Totals: $467,048 $372,933 $387,673 $461,894 $551,881
Additional training and development funds for the Assistant

Deputy City Clerk to attain the Certified Municipal Clerk
status and the requirement from City Council for continued
professional development of senior staff was approved for
FY24.
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To promote transparency, accountability, and good government with regard to

stewardship of the city’s assets and resources.
External Audit Coordination $140,563
Prepare RFP and manage bid processes for independent audit services. Oversee
external auditors on behalf of Audit Committees (engagement letters, scheduling, updates
to committee, progress payments, IT review, fraud and liability inquiries, auditor opinions,
and management letters).
Audit Projects $757,941
Performance and compliance audits of City, School, and Transit companies. Provide
advisory services on risk analysis and internal controls as requested by departments.
Conduct information system audits in the Technology department. Serve on city
committees such as Star City Innovators and the Information Technology Committee.
Fraud, Waste, and Abuse Hotline $52,735
State law requires a hotline be made available to employees and the public to enable
them to anonymously report suspicion of fraud, waste, and abuse. The law also requires
that all reports be investigated and appropriately addressed.
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$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
2020 2021 2022 2023 2024
Other Charges $7,095 $7,059 $9,369 $7,549 $7,549
Fringe Benefits $190,643 $185,269 $183,532 $174,719 $230,036
Grand Totals: $836,283 $834,283 $828,139 $861,704 $951,239
The Municipal Auditor’s Office requested and was awarded one-time funds for a new staff
member to attain professional certifications in the training and development realm as well
as annual contractual increases to the third-party vendor who provides language
translation services for the 365/24/7 fraud hotline, which is of the recurring variety.
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The Department of Finance is comprised of five divisions: Accounting, Purchasing,

Retirement, Payroll & Systems, Management & Budget, and Real Estate Valuation.
Each has its own Mission Statement listed below.
Purchasing
Improve the overall purchasing of equipment, supplies, materials, and services needed
for the successful operation of a full-service municipal government in accordance with
all administrative policies and legal requirements. To analyze procurements for areas of
opportunities to make City wide purchase agreements. Auditing of purchases for
compliance with guidelines and procedures.
Real Estate Valuation

The Real Estate Valuation division is responsible for appraising all real property and
administering the real estate tax bill, which is the City's largest source of revenue.
Management and Budget

The Department of Management and Budget exists to enhance the effectiveness of the
City government. To address strategic goals while meeting ongoing service needs, we
will work cooperatively with the staff and community to implement management practices
and budget strategies that will effectively allocate available resources.
Accounting
The Accounting division is responsible for ensuring compliance with accounting
principles, providing timely and accurate reports, and ensuring assets are safeguarded
through proper internal control measures. The division also coordinates with the
Purchasing Department and all other City departments to ensure prompt payments to
customers and vendors.
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Payroll and Systems

The Payroll and Systems division is responsible for processing payroll for the City of
Roanoke and supporting departments that use the three main financial systems by being
a liaison between the end user and the Department of Technology.
Retirement
The Retirement Division is responsible for processing payroll for the City's retirees and
administering the City of Roanoke's retirement system.
Contract Management and Administration $327,728
Write, review, and maintain contracts and manage awards, renewals, amendments, and
performance.
Purchase Order Management $263,991
Manage the procurement of goods and services in compliance with VPPA and City code
and public procurement best practices.
Vendor Registry and Management $195,349
Manage vendor registration including SWAM certification, certificate of insurance, W9,

payment preferences, and NIGP Commodity Codes.
Procurement Card (PCard) Management $135,831
Issue PCards in accordance with policy; manage accounts, process procurement card
transactions, and audit cardholder activity.
Manage records in compliance with established retention schedules and modern records
management best practices. Field requests for records.
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Supplier Diversity and Inclusion $55,764
Establish an annual procurement plan to include outreach efforts to eligible suppliers to

increase participation and certification.
Bid Management $370,366
Write, issue, receive, evaluate, award, and manage all procurement methods (RFQ,
RFP, ITB, Sole Source, Emergency) including related activities such as conducting
conferences, opening, evaluating, and contract execution and management.
Surplus Property Management and Disposal $60,582
Manage surplus property disposal including repurposing and sale to the general public in
accordance with state and federal law.
GIS Database Maintenance $682,804
Maintain real estate information for the City’s Geographic Information System.
Tax Roll Preparation and Certification $1,450,744
Create and certify annual land book, including tax roll prep, assessment roll maintenance,
property deed transfers, public records research assistance, create new parcels, maintain
ownership, exemption status, and assessment revisions.
Property Valuation $1,404,574
Data collection and property inspections to facilitate annual recalibration of the market
and regulated assessment values, building permits, breakdowns, assessment notices,
appeals, and rehab programs.
Board of Equalization $10,520
The 3-member team is charged with reviewing real estate taxation of those who appeal
their assessment of the real property.
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Capital Project Planning $211,545
Planning for capital projects through the facilitation of their evaluation, prioritization,
affordability, and timeliness. This includes identifying proper funding sources such as
cash, debt, or grants.
Budget Communications / Reporting $423,673
Many reports and communications are the responsibility of the Division of Management
and Budget. This includes the Annual Budget Document, Capital Improvement Plan
Document, VDOT Urban Maintenance Report, VDEM/FEMA Emergency Public
Assistance Reporting, and many more. It also includes presentations to City Council,
Rating Agencies, newly hired employees, Citizen organizations & groups.
Evaluation of Financial and Management Accomplishments $180,208
Following the completion of a fiscal year, it becomes time to evaluate the year-end
financial performances and management accomplishments. This includes gathering
performance measure data, facilitating Citizen's Surveys, and distributing any residual
funds in adherence with strategic priorities.
Budget Implementation and Monitoring $418,306
After a budget has been established it is critical to ensure the follow-through of the plan
put in place. The Division of Management and Budget ensures budgetary controls are
adhered to and unplanned issues are vetted and given appropriate resources. Important
financial developments and trends are communicated appropriately.
Budget Planning and Development $407,622
Development of the budget through the evaluation of needs and requests and the
allocation of incoming resources.
Payroll $567,531
Responsible for paying employees and providing a payroll service for the City's Pension
Plan.
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Systems $443,488
Provides financial system support and training.
Fund Accounting and Reporting $1,819,956
Provides financial management/accounting services for the City.
Accounts Payable $793,821
Central vendor payment processor for all goods and services purchased by City
departments and entities where the City serves as fiscal agent. Also, review purchasing
card expenses.
Management of Post-Employment Benefit Programs $71,064
General and financial management of the City's Post Employment Health and Dental
Programs.
Employee education for benefit programs $233,461
Employee education for all the above-listed benefit programs.
Administration of Plans and Benefits $821,041
Administration of the IRC 457 Deferred Compensation Plan- Administration of Claims for
the City's life insurance benefits - Administration of the City's 401(h) Retirement Health
Savings Account - Administration of the City of Roanoke Pension Plan.
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$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
2020 2021 2022 2023 2024
Transfers to Other Funds $309,283 $17,273 $519,890 $360,000 $515,000
Rentals & Leases $- $- $- $- $-
Other Charges $182,752 $149,564 $167,377 $445,071 $482,139
Fringe Benefits $1,150,961 $1,217,353 $1,222,358 $4,604,240 $6,158,059
Grand Totals: $5,008,914 $4,793,772 $5,520,424 $9,218,920 $11,409,219
The Finance Department’s supplemental increases were primarily administrative costs

such as paper (check stock), prices for legal ads, dues, and memberships.
Aside from the inflationary, contractual price increases for various existing technology
systems, the Division of Management and Budget implemented a new business meal and
travel workflow system in January which requires additional annual technology
maintenance costs of $18,026. This system replaces an in-house built system that was
at the end of its useful life.
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Our mission is to serve the citizens of Roanoke and the Commonwealth by providing fair
and honest elections; to administer the election laws by being uniform in our practices for all
elections; to provide easy and readily available access to registration and casting of votes
within election laws and guidelines.
Conduct of Elections – Local/State/Federal $834,077
The purpose of the Voter Registration and Elections Office in conducting elections is to
enforce laws enacted by the Virginia General Assembly as mandated by the Virginia Code
of Election Laws, Title § 24.2. In FY 2024 there are two known elections. As has been the
practice of this office in the past, funding is requested for only one election at this time. In
addition to conducting elections, this office facilitates the qualification and filing processes
of candidates who seek to run for public office and tracks campaign finance compliance.
This office recruits, trains, and evaluates election officers to maintain a level of
approximately 200 election officers. The tremendous expansion of early voting has
necessitated the staffing of early voting and vote-by-mail precincts prior to each election
for 45 days. This has created the need for election officers to staff these precincts during
each 45-day period.
Voter Registration Services $248,032
The budget offered for FY2024 provides funding to continue essential voter registration
administrative services as mandated by the Code of Virginia as defined in code sections
§ 24.2-411 through § 24.2-469. The primary purpose of this office is to maintain accurate
voter registration records for all who are legally permitted to register to vote in Virginia
and to perform daily list maintenance. List maintenance is a robust process that involves
the review of all voter registration applications, voters moving within Roanoke City,
cancellation of felons, court orders for those declared mentally incapacitated, voters who
have moved out of state or to another locality, and deceased voters. Correspondence is
a major function. All actions noted above require a notice to be sent to the voter or the
voter's family in the case of a death.
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$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
2020 2021 2022 2023 2024
Rentals & Leases $57,185 $63,263 $11,751 $66,549 $66,549
Capital Outlay $- $10,550 $- $- $-
Other Charges $29,185 $88,545 $97,365 $90,173 $90,173
Internal Service Funds $860 $860 $1,676 $860 $860
Fringe Benefits $70,864 $86,934 $89,870 $114,454 $126,667
Grand Totals: $451,064 $782,942 $647,934 $1,066,765 $1,082,109
Electoral Updates – In FY 2024, we requested funds for the March Presidential election
which will be used towards the electronic poll books, mail-in ballot, and drop box.
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The City Manager’s Office assists the Mayor and City Council in defining the goals and
strategies used to implement the community’s vision for Roanoke. The Office oversees
the operations of city departments, the development and implementation of the annual
budget, and the tracking of performance in the delivery of City services.
Administering City’s Strategic Initiative $54,617
Advancing on organization objectives; proficiency, process improvement, and change

management.
Leadership, Management & Oversight $1,497,753
Provides focus on council services, operational service, administration, and management

oversight for departments.
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Youth Services Initiative $9,858
The Roanoke Youth Services Initiative supports the Youth Services mission and the
efforts of various city departments that strive to meet that mission.
Memberships and Affiliations $4,997,705
Provides funding for various City memberships including, among others, the New Century
Technology Council, the Virginia Municipal League, Va First Regional Industrial Facility
Authority (formerly NRV Commerce Park), Blue Ridge Soil and Water Conservation
District, and Market Building support. To view the complete listing, see the Outside
Agencies tab within this document.
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
2020 2021 2022 2023 2024
Transfers to Other Funds $337,030 $- $565,624 $415,000 $515,000
Other Charges $3,756,958 $3,344,080 $4,400,093 $4,252,182 $4,523,283
Fringe Benefits $314,054 $360,579 $416,572 $351,645 $421,925
Grand Totals: $5,337,723 $4,620,466 $6,559,870 $6,201,997 $6,559,933
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Beginning FY24, our organizational structure will shift to accommodate the addition of
one (1) new Assistant City Manager. This will also include increasing the training and
development budget for this new staff member.
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All City of Roanoke residents will receive timely and accessible information; understand
the functions and responsibilities of local government; participate in the development of
their communities, neighborhoods, and city; and work to find and implement solutions to
city-wide concerns.
Neighborhood Support $109,021
Neighborhood Support is responsible for building valued, connected, livable

neighborhoods with informed, engaged, and involved residents in all of our communities
who are proud to call their neighborhoods and city, home. This is accomplished in many
ways including facilitating public/private partnerships; providing technical assistance on
topics such as leadership and making referrals to the city experts who can address their
concerns; bringing arts & culture directly into neighborhoods; serving as staff to the
Council-appointed Roanoke Neighborhood Advocates; administering the Neighborhood
Development Grant program; providing training opportunities & workshops to
neighborhood residents; enhancing social bonds & trust; administering Welcome
Neighbors, a program welcoming new homeowners to our city; and engaging residents
with their neighborhoods, their city, their elected officials, and each other through digital
and face-to-face interactions.
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Community Engagement and Inclusion $317,788
The Office of Community Engagement manages the City’s digital brand presence and
helps departments optimize customer service delivery through effective and proactive
communication. The office also provides specialized communications assistance to
departments, including plan and campaign development, issues management, special
events and campaigns, design, videography, community outreach, neighborhood
collaboration, ad creation, website development, and market research. This office not only
strives to keep the residents and visitors of Roanoke informed but also our internal
stakeholders.
Public Information;
Make City News Accessible and Promote the City of Roanoke $295,229
The work done by Communications staff builds positive relationships between local
government and its constituents and promotes transparency. By promoting programs and
making City news and information accessible, the staff communicates important
messages from city leaders in response to citizen concerns. Free flow of information and
successful communication efforts builds trust between the City and the public. Best
practices and innovative approaches to relay City messages include MyRoanoke alerts,
a blog that offers news for and information for citizens, and programming on RVTV. The
City demonstrates its transparency by keeping the information in the public eye regarding
how it uses funds for activities and programs. This helps make citizens aware of
information such as trash collection schedules, snow removal updates, public meetings,
and city events.
Youth and Gang Violence Prevention $92,889
Intervention and prevention programming; Enrichment and community services.
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$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
2020 2021 2022 2023 2024
Other Charges $- $- $- $- $404,124
Contractual Services $- $- $- $- $60,000
Fringe Benefits $- $- $- $- $96,659
Personal Services $- $- $- $- $254,144
Grand Totals: $N/A $N/A $N/A $N/A $814,927
The Department’s expenses were previously included in the City Manager’s Office.
Youth and Gang Violence Coordinator – A previously grant-funded position will be

continuing but will be funded by this Department.
Roanoke Valley Television – Is experiencing increased costs and will be receiving an
increase of $51,483.
My City Academy – This is a four-week program for refugees and immigrants.
Other increases in funding are related to increased costs of existing services. This
includes Language services, training and development, food for Leadership College
classes, technology costs for the City’s website, archival software, survey software, and
video conferencing capabilities.
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Our mission is to foster stable economic growth in the City of Roanoke and provide
continuous improvements to the quality of life for its citizens. Implementing innovative
workforce and business retention, expansion, and recruitment practices and promoting
strategic asset developments city-wide will ensure our community and economy remain
diverse and vibrant.
Business and Community Engagement $1,140,803
Promote the community to attract new business, work with local businesses to grow and
expand, serve as liaison to the business community on behalf of the City, and measure
the impact of incentive programs on the economic growth of the City.
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Roanoke Valley Broadband Authority $435,020
The Roanoke Valley Broadband Authority is a joint effort between the Cities of Roanoke
and Salem and Roanoke County to offer dark fiber, transport service, and dedicated
internet for businesses, governments, and non-profits in the Roanoke Valley. This request
is to fund the City's share of the Authority's annual operating costs and debt service.
Youth Summer Employment $34,545
Goodwill Industries of the Valley (Goodwill) administered the program in 2017, 2018, and
2019. (The program was suspended in the summer of 2020 due to COVID-19.) In years
past, Goodwill has recruited students and some business partners. Some businesses
paid the students directly, other students were paid by Goodwill, or Goodwill invoiced the
businesses for the students’ pay. Goodwill also provided work readiness training before
students entered the workplaces as well as providing a career camp for students too
young to obtain employment. A Request for Proposals (RFP) process is being held for
the FY23 program, as other agencies have expressed an interest and ability to conduct
a similar program.
Entrepreneurship & Innovation $208,108
Cultivate a business climate that is conducive to starting and scaling businesses and
raising Roanoke's national profile as a leading market for innovation.
Economic Opportunity & Community Vibrancy $830,799
Foster connectivity between workers and career paths in thriving industries and continue
to enhance Roanoke's quality of life through place-making and renewal efforts.
Economic Development Authorities and Agencies $573,765
This represents funding to various agencies that have similar economic goals as the City
to improve the vibrancy of the region. This includes funding for the Hotel Roanoke
Conference Center, Roanoke Regional Small Business Development Center, Regional
Economic Development Agency, and the Western VA Regional Industrial Facility
Authority.
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$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2020 2021 2022 2023 2024
Rentals & Leases $977 $890 $825 $840 $840
Other Charges $2,724,578 $2,655,630 $2,658,637 $2,955,195 $2,286,130
Fringe Benefits $230,940 $223,196 $256,310 $197,520 $269,449
Grand Totals: $3,486,551 $3,405,032 $3,474,815 $3,811,470 $3,223,040
Operations – Additional funding will be provided for marketing and promotions to help
reach a greater audience and increases will also be included for business meals, travel,
and administrative supplies.
External Agencies – Due to a slight decrease in Roanoke’s population, several external
agencies that use population driven funding formulas experienced a slight decrease. The
operating subsidy and debt service payments for the Roanoke Valley Broadband
decreased nearly $150,000.
Performance Agreements – The South Commonwealth Partners performance
agreement ended in FY2023 and therefore was removed from the FY 2024 budget.
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The mission of the Department of Human Resources is to diligently support the City of
Roanoke’s vision, values, and organizational priorities by providing exceptional services to
City departments, staff, and the public. We are dedicated to our organization’s guiding
principles of accountability, customer service, and diversity and inclusion. Our dedication will
be evidenced in our partnerships with city departments to maximize the potential of our most
valuable asset – our employees. In alignment with the City of Roanoke’s Vision, we strive to
embrace and facilitate the pursuit of excellence and continuous improvement in all employee-
oriented programs. We endeavor to influence positive employee and manager relationships
and create opportunities that strengthen a high-performance organizational culture where all
employees are leaders and services are recognized as best in class.
Compensation Systems $378,565
Process employee transactions, new hires, promotions, changes in pay, changes in

status, separation entries, etc. and provide payroll support.
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Employee Relations & Engagement $245,407
Provide consultation and coaching to improve employee/ supervisor/ manager

performance and provide strategies for employment disputes. Orienting, developing,
engaging, and retaining employees is at the core of what Human Resources does. This
also includes managing the grievance process as well as the Teen Apprentice program
to help prevent gun violence.
Recruitment & Employment Services $431,443
Provide resources for new employees and provide a comprehensive introduction to the
organization by marketing the City of Roanoke as an employer of choice. The internship
program is one way to reach a diverse pool of individuals and engage them in meaningful
opportunities which may lead to a future career with the City of Roanoke. Another way
to engage with the community is through our continued visits to city high schools to
highlight employment opportunities, especially in public safety to minorities and females
who are underrepresented in their workforce.
Learning & Development $111,684
Use the Registered Apprenticeship Program to provide employee development

opportunities and supervisory skill training to enhance professional growth and employee
productivity. Development, delivery, and administration of programs to support the
learning and development needs of employees for today and into the future (succession
planning). Employers will receive upwards of $3,000 per employee who completes the
program.
Employee Development – Succession Planning $141,349
Provide best practices for succession planning as guidelines for departments to begin
developing their plan for not just supervisory but also those 'hard to fill' positions.
Identifying high-potential applicants and employees while setting forth a plan to develop
them to create bench strength for future leadership roles and 'hard to fill' positions, where
such information is tracked via a web portal or performance management system.
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Organizational Development & Learning $425,814
Employee Development to provide a variety of learning modes to employees. This

includes in-person classroom; instructor-led virtual; and self-paced learning (using a real
learning management system (LMS)). LMS will also support succession planning
initiatives by passing training results data to a performance management system to track
employees in completing performance-driven training.
Employee Health & Wellness $840,431
Administration and oversight of a comprehensive wellness program for all city employees,
designed to 1) encourage healthier lifestyles of members of the city's health plan; 2)
empower employees to become better consumers of their health care benefits; 3) educate
employees on important health risk factors; 4) identify and address undiagnosed
employees or unmanaged chronic conditions to contain rising health costs by engaging
in health coaching and total population health management; and 5) utilize monthly claims
data and other evaluative tools to monitor the city's monthly and annual claims experience
to shift the city's healthcare strategy, when needed. Activities in this offer include, but are
not limited to, the development of wellness programs, administration of annual influenza
vaccines, oversight of the Employee Health Clinic (inclusive of triennial public safety
exams, pre-employment physicals, random and reasonable suspicion drug screens,
health coaching), administration of the Wellness Incentive Program, and contract
administration and oversight for USI (city's healthcare consultant), Marathon Health (third-
party management of the Employee Health Clinic), Carillion Clinic (Employee Assistance
Program), and other executed contracts.
Recruitment Initiatives $105,886
Human Resources has been successful in hosting job fairs at three of our facilities to
recruit applicants for a variety of positions with the city. To diversify our applicant
pool/workforce and support the organization, we will extend our reach into the community
by holding job fairs in neighborhood libraries. We will also offer training programs in
partnership with departments for hard-to-fill positions that require specific
skills/certifications such as a Commercial Driver’s License (CDL).
Employee Recognition Program $76,871
Funding for employee recognitions.
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Compensation and Benefits Administration $345,348
Administration and management of a comprehensive employee benefits package that

includes health, dental, vision, retirement, voluntary benefits, FMLA, COBRA, LTD Claims
filing, employee assistance programs, benefits orientation for new hires, ACA reporting,
open enrollment, and associated activities (annual health, wellness & benefits fair,
benefits newsletters, etc.) and military leave.
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2020 2021 2022 2023 2024
Capital Outlay $11,743 $- $- $- $-
Other Charges $1,082,510 $1,090,189 $1,020,626 $1,158,701 $1,186,876
Fringe Benefits $316,151 $317,602 $367,590 $336,716 $445,721
Grand Totals: $2,380,330 $2,493,812 $2,448,853 $2,858,518 $3,102,798
Employee Assistance Program – In efforts to emphasize employee mental health, the

number of free Employee Assistance Program sessions increases from 3 to 6 hours.
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Operational Costs – Contractual increases for the Employee Health Clinic have been
added as well as other technology maintenance costs for existing software. The Public
Safety recruiting will move to an online testing format which costs $10 extra per exam.
City-wide Leadership Team Meetings – This will allow for the return of “Leadership
Team Meetings”. Funds for light refreshments during the meetings. This will allow for
problem-solving, cross-department connections, brainstorming, and sharing of ideas.
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IT Mission: As a team of professionals, the Department of Technology (DoT) provides

comprehensive information technology and communication services to our customers
and citizens at work, at home, and in the community. In partnership with City departments
and other agencies, we implement and support quality, innovative, secure, and reliable
technology solutions that are efficient and effective through proactive strategic planning,
research, development, and leadership.
IT Vision: To be a strategic leader in the secure and reliable delivery of information
technology and communication services to the City’s workforce, customers, citizens, and
the community by providing exemplary service and support to increase the productivity
and effectiveness of government through the progressive use of technology.
Business Applications Support $2,119,936
Support and maintenance of all appropriate organization applications.
Cybersecurity Management $297,171
Development, enforcement, and communication of security.
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Data Center Support and Management $729,464
Support and maintenance of all server infrastructure.
End User and Device Support $792,569
Service desk support for incidents related to accounts and devices.
GIS Enterprise Management and Support $177,297
Develop and maintain Geographic Information Systems (GIS) applications for internal and
public use.
IT Portfolio and Project Management $661,319
Oversight and implementation of IT projects.
IT Strategic Planning and Governance $231,817
Evaluating emerging technologies to ensure they meet current and future City business
goals.
Network Support and Management $666,339
Support and maintenance of all network infrastructure including hardware and software.
Technology Contracts Management $69,754
Management of purchasing, service, and licensing contracts with vendors. Negotiate

terms and conditions of new agreements and ensure accuracy, payment, renewal, and
compliance with existing contracts.
Telephone System Support and Management $ 309,195
Support and management of the telephone system including phone lines into the building,
VoIP system, and phone devices.
Information Technology Capital Project Requests $752,558
Annual ITC Approved Project requests for new programs and upgrading existing
programs.
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Low Voltage Systems Support $40,214
Support and maintenance of low-voltage systems (door controllers and other low-voltage
systems).
Public Announcement Hardware Support $40,214
Support of public announcement systems at fire stations, the jail, and pools.
Radio System Support and Management $526,332
Support and maintenance of all WAN infrastructure (Reword for Radio).
Vehicle Installations (Non-Radio) $100,535
Vehicle installations comprising of lights, cameras, computer docks, network access

points, and other non-radio systems.
Blue Hills Condo Association $333,154
Condo agreement with VA811. Includes property management, utility, and other building-
related expenses.
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911 Communications - Call Taking $ 1,934,236
Answer all public safety emergency calls for service.
911 Communications - Emergency Dispatch $1,631,024
Dispatch all public safety emergency calls for service.
Calls for Service - Non-Emergency Response $490,257
Answer calls for events that may cause apprehension or fear but no immediate harm or
risk to safety is perceived.
E911 Strategic Planning and Operations Management $341,886
Provide leadership necessary for the implementation of elected bodies' strategic policies,
priorities, and goals as they relate to meeting the needs of residents and delivering
services to citizens, businesses, and visitors.
E911 Training and Accreditation $263,189
Training and maintenance of certifications.
Hiring and Applicant Tracking System $49,755
Post vacant positions. Review and evaluate applications.
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$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
2020 2021 2022 2023 2024
Transfers to Other Funds $- $- $- $310,518 $310,518
Other Charges $919,891 $996,647 $1,039,930 $2,230,642 $2,247,706
Internal Service Funds $- $- $- $4,300 $4,300
Fringe Benefits $1,522,333 $1,643,148 $1,649,820 $1,584,161 $2,228,024
Grand Totals: $7,080,635 $7,902,523 $7,854,344 $10,796,942 $12,558,215
IT System support and maintenance costs – increases ($63,000) for software

maintenance and additional module for RAVE alert system panic buttons, wireless access
point maintenance, and Council agenda system (Civic Clerk). One-time funds ($104,000)
for Microsoft software licenses for server operating systems and databases.
E-911 Software and maintenance costs – contract increases ($24,000) for E-911
computer-aided dispatch system, phone recorder, and radio system billing.
Technology Capital Investments – In addition to the annual $1M funding for various
technology projects included in the base budget, $574,600 of additional funding is
necessary and will be sought through Capital funding sources.
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General Services Department will be the premier provider of services to departments and
citizens of the City of Roanoke. General Services will be admired for customer service,
superior workmanship, and competent people. We will be committed to the best practices
of an enlightened and innovative work environment where integrity and success are
recognized and rewarded. Team members will be inspired to learn, share, grow, and
achieve their greatest personal, social, community, and financial potential. General
Services employs policies and procedures that create a fair, diverse, and participatory
work environment that make team members feel empowered and honored.
To provide exceptional quality and care to all municipal facilities, in a timely and cost-
effective manner, to ensure the prosperity and growth of the City. Wherever possible, we
strive to incorporate energy savings programs into our operations. We will develop
procedures that will be seen as a model for other municipalities on how to effectively
address maintenance needs.
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Aspires to be cost-effective, efficient, and impactful while mitigating risk. Serves the city
and community thru the provision of high-quality customer service and continuous safety
training. Through facilitated partnerships with internal departments, identify and evaluate
the present-day and future risks the City of Roanoke has exposure to.
The mission of Fleet Services Operations is to provide our business partners and the
employees of the City of Roanoke with safe and dependable vehicles and equipment.
Our goal is to work in partnership with our customers and employees to provide high-
quality products and services cost-effectively.
The mission of the Solid Waste Management Division is to provide the residents and
businesses of the City of Roanoke with safe, cost-effective, environmentally sound, and
high-quality solid waste management, waste reduction and recycling services for trash,
acceptable recyclables, bulk items, brush, and bagged leaves while supporting the goals
of the City to become a thriving, attractive and sustainable place to live, work or start a
business.
Risk Analysis $179,443
Consult with other departments on risk management issues, review insurance

requirements in contracts, and identify hazards loss exposures & controls.
City Wide Claims $243,487
Consult with all city departments and work directly with legal and Third Party
Administrators to process claims.
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Risk Management Insurance $839,852
Oversee all functions of insurance except for health coverage. This program involves
insurance premiums and dealing with Third Party Administrators.
Workers’ Compensation $8,803
Workers' Compensation expenses and claims.
Claim Payments Administration $63,087
All claims are to be paid out from the Risk Management Department.
Safety Management $132,961
Work with all departments on safety training requirements and specialized training for
specific departmental functions including OSHA.
Berglund Center HVAC Required Preventative Maintenance $109,200
To maintain an effective PM program for identified deficiencies in aging HVAC equipment
City Utilities & Work Order Management $925,374
Utilities for various City facilities along with work order and custodial inventory database
management programs
Contracts & Service Agreements $481,720
Manage, administer, & develop the most cost-effective and comprehensive solution for
all FM service agreements and 3rd party contracts.
Trades Services & Facility Repairs $4,162,834
Complete maintenance and repairs at City-owned facilities (HVAC, plumbing, electrical,

structural).
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Fleet Vehicle Wash $97,854
Fleet Management oversees the vehicle/equipment wash facility and the operation of the
vehicle/equipment wash and corrosion control program. This facility provides exterior and
interior cleaning of City vehicles/equipment in addition to wash services that neutralize
harsh chemicals ie: (road salt, grease, refuse waste, etc)
Parts Contract $29,923
The City of Roanoke contracts with NAPA to provide a continuous supply of auto parts at
reasonable prices. This contract is however not exclusive and other vendors are utilized
to meet sourcing needs.
Sublet Vendor Repairs $1,116,028
To address labor shortage on fleet management's internal side of the repair equation and
ensure timely repairs to City assets solicitation of 3rd party aid is warranted.
Fleet Fuel Station Management $104,130
Manage access to fuel dispensing keys and monitor fuel usage by various departments
and their assets.
Fleet Replacement $102,891
Utilize a lifecycle tracking system to determine the proper interval of vehicle replacement.
Fleet Road Call Services $101,683
Answer phone calls, dispatch fleet staff, and tow trucks to complete onsite repairs. Also,
tow vehicles to fleet shops or other repair facilities.
Fleet Vehicle Licensing $137,564
Manage vehicle licensing, registration, and insurance for vehicles owned or leased by the
organization.
Fleet Vehicle Disposal $205,387
Manage the disposal of vehicles by auction trade-in or salvage.
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Fleet Maintenance $2,647,637
Fleet maintenance and repairs for all organization vehicles.
Auto Body Repair $1,373,954
Manage auto body repairs and track accident recovery when assets are damaged and
require 3rd party recovery.
Vehicle Decals $156,711
Install and remove the organization's emblem decal.
Asset Utilization & Tracking $1,094,063
Install Telematics on the bulk of all City assets to observe opportunities for departmental
right-sizing or reducing city assets. Also utilize data to improve just-in-time service, fleet
preventative maintenance, and offer a pooling of assets vs stranded assets in a
department.
Cleaning Services $1,282,185
Clean sanitize and restock products at public facilities (both internal employees and
external cleaning vendors).
SWM Customer Service $471,738
Receive, manage, and resolve customer service calls and record and document collection
route and service-related issues from Operators in the field .
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Sealed Compactor Program $489,249
Five sealed compactor sites for disposal of refuse and acceptable recyclables serving
residences and businesses located within Roanoke's Central Business District.
Trash Collection $805,180
Collect trash from commercial and residential customers.
Recycle Collection $634,597
Collect recyclables from commercial and residential customers.
Cart Management $425,460
Maintain the inventory of the trash and recycling carts distributed to residences and
businesses throughout the City.
SWM Code Enforcement $484,150
Enforce the provisions of the City of Roanoke's City Code Chapter 14.1 entitled Solid
Waste Management. Additionally, these inspectors perform tire collection and disposal.
Community Events $424,841
Support neighborhood and community cleanup events.
Brush Collection $732,736
Provide brush collection services to residential customers.
Bagged Leaf Collection $467,166
Provide City-Wide residential bagged leaf collection in November and December.
SWM Administration $581,858
Manages the solid waste collection fees for parcels on single-family, multiple dwelling
units and parcels for business, commercial establishment or location uses other than
dwelling unit purposes.
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Snow Removal $418,614
Support the City's Snow Removal Program by removing snow and ice with plows and salt
spreaders.
Physically Challenged Collections $566,384
Provide trash and recyclable collection service to residents found to be unable to transport
their discards by way of medical certification to the public street or alley.
Bulky Item Collection $732,736
Collect bulky items (large items that do not fit in a trash cart) set out for collection by
residents.
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$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
$(5,000,000)
2020 2021 2022 2023 2024
Inventory Clearing $- $- $1,616,163 $2,272,687 $2,322,687
Non Operating $(0) $- $- $- $-
Rentals & Leases $4,008 $97,184 $5,110 $96,103 $96,103
Capital Outlay $1,576,808 $3,203,289 $810,197 $2,270,569 $2,270,569
Other Charges $5,922,778 $5,712,016 $4,503,796 $4,345,262 $4,453,498
Fringe Benefits $1,616,600 $2,588,354 $2,608,764 $2,229,276 $2,814,918
Grand Totals: $12,896,753 $20,550,847 $18,613,734 $21,315,479 $22,831,480
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Fleet
On-Going
 Fuel increase to accommodate volatile market.
 Sublet Vendor Repairs additional funding due to staff shortages and lack of
technical expertise in-house.
 Parts contract increase
 Telematics tracking technology for all City fleet assets
One-Time
 Replacement costs for one (1) Fire-EMS ambulance; 9% increase in call volume
has expedited wear & tear on existing assets.
 Fluid dispensing equipment and vehicle lifts on the shop floor
 Funds to re-build snow equipment with proper parts
Risk Management
On-Going
 Enlarged reserve for worker’s compensation claims
 Enhanced property insurance coverage for new property acquisitions as well as
previously under-insured properties
 Excess Workers' Compensation coverage increase warranted by an up-tick in
claims paid
 Upped the flood insurance coverage driven by the 1414 Memorial Avenue
acquisition
 Property liability claims funds to cover deductibles
Facilities Management
On-Going
 Work order software contractual increase – Facility Dude
 Administrative Supplies & Business Meals Allowance escalations
One-Time
 Expanded HVAC funding
Custodial
On-Going
 Police Department cleaning - Ridgeview Cleaning service contract being upped
from 3 to 5 days per week.
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2023-24 Adopted Budget, City of Roanoke, VA
To foster a diverse, inclusive, and innovative workforce that proudly serves the
residents, citizens, and visitors of Roanoke by protecting lives and property with
professionalism, integrity, and respect.
Part-Time EMS Operations $1,101,621
Peak Demand EMS Operations includes the three peak-demand EMS units staffed by
full-time EMS-only personnel and part-time personnel. These units are critical to
maintaining an adequate emergency response during peak utilization times.
Fire Marshal’s Office $1,677,335
The Fire Marshal's Office, part of the Community Risk Reduction Division, provides fire
code education and compliance services, fire investigation services, and law enforcement
services for the investigation and prosecution of fire-based criminal offenses.
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Emergency Management $342,828
The goal of Emergency Management is to create and sustain a disaster-resilient

community emphasizing the reduction of life losses and property damage resulting from
natural and man-made emergencies and disasters. Emergency Management is housed
within the Fire-EMS Community Risk Reduction division but is responsible for emergency
preparedness, response, recovery, and mitigation for the City as a whole -- employees,
the City organization, and our residents, visitors, and businesses.
Fire and Emergency Medical Services Operations $20,930,811
Operations consist of 11 Fire-EMS facilities located strategically throughout the City. Our
system provides full-time staffing of 10 front-line engine companies, 4 front-line ladder
companies, 9 front-line EMS units, and 3 part-time EMS units. Staff within this program
provide front-line fire and EMS response throughout the City of Roanoke. This program
specifically addresses full-time Fire-EMS personnel and their associated activities.
Office of Fire Chief $691,096
The Office of the Chief provides coordination and management direction to field
operations, training, and prevention as well as to the entire department regarding
personnel, critical strategic initiatives, performance indicators, accreditation maintenance,
payroll, purchasing, inventory, and budget.
Fire – EMS Training Division $1,121,678
The Training Division is responsible for the initial training and continuing skills
development/certifications for all Firefighters, Fire Fighter/Paramedics, and Fire-EMS
Officers. Training requirements are established by statute, regulation, or policy and are
critical to our mission of providing the highest level of response and care to our community
Community Risk Reduction $296,184
Fire-EMS has adopted Community Risk Reduction model that will serve to address all
community risks rather than our traditional focus on fire prevention activities. This
program is responsible for all CRR activities that do not fit within the Fire Marshal's Office
or Emergency Management.
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$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2020 2021 2022 2023 2024
Rentals & Leases $112,457 $113,032 $14,752 $117,503 $126,103
Capital Outlay $- $- $2,839 $- $-
Other Charges $896,951 $979,884 $1,060,918 $850,914 $975,914
Fringe Benefits $5,893,809 $6,161,668 $7,334,864 $5,712,941 $7,400,780
Grand Totals: $22,244,764 $19,526,393 $24,671,910 $22,691,550 $26,161,553
Staffing has been a critical issue for this department for many years. A 9% increase in
call volume year over year coupled with the new minimum wage have combined to only
exacerbate the problem. To combat this and maintain the service level the public expects
the following were approved for funding:
 Fire Protection Specialist – Part-time position $22,606
 Six (6) FTE’s for full-time fire-fighter/paramedic positions in the January time-frame to
staff the new ambulance at station 14 - $172,660 in personnel costs.
 $22,606 to retain a previous grant-funded part-time Administrative Assistant III
In addition to personnel costs, $100,000 was to accommodate inflationary medical

supplies costs. Lastly, the department was granted financing for technology contracts and
aerial equipment testing.
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Public Works creates and maintains the critical infrastructure that sustains the places in
which we live, work, learn, play, and are proud to call Home.
Program Management, Quality Assurance and Improvement $139,181
Review of Public Works Department functions to ensure that work is prioritized and to
coordinate that community needs are met. Ensure internal resources are properly
allocated and staff is engaged. Work with the team to identify areas for improvement.
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Citizen Inquiries, Outreach, and Assistance $60,244
Provide customer service and citizen engagement via phone, email, and in person.
Environmental Incident Response, Mitigation, and Enforcement $67,869
Provide spill, other emergencies, and pollution incident/complaint response, investigation,

mitigation, and clean-up. Provide enforcement of environmental regulations and codes.
Facilitate successful resolutions, and/or citations and penalties when necessary.
Environmental Liaison $60,244
Maintain rapport and close coordination with controlling regulatory authorities at the
Regional, State, and Federal level. Represent the City of Roanoke in the development
and/or revision of environmental legislation, regulations, and policies.
Environmental Management System $70,665
Administration of internal environmental policies, programs, and standard operating

procedures. Review, audit, and track for continual improvement, efficiency, and
effectiveness.
Property Acquisition/Easement Management $61,388
Provide environmental inspection, assessment, and due diligence for land acquisitions
and easements. Identify risks and provide for their effective management.
Regulatory Compliance Assurance $80,531
Provide ongoing comprehensive environmental regulatory compliance for the City of

Roanoke operations and the administration of City facilities and properties.
Sustainability, Resilience, and Disaster Support $61,896
Provide technical and strategic support to City Leadership, other Departments, and allied
agencies for pollution prevention, waste minimization, and natural resource optimization.
Technical support for emergency disaster preparedness and response.
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Alley Maintenance $401,517
Perform surface and limited vegetation maintenance on approx. 380 City alley rights-of-
way that Solid Waste used for trash and recycling collection plus another nine alleys which
provide sole access to parcels. Maintenance is focused on surface repairs as City Code
section 33-17 requires property owners to maintain vegetation within any alley right-of-
way that adjoins their parcel. The inspector works with a contractor to complete surface
repairs and with adjoining property owners to ensure property owners maintain vegetation
per City Code. Vegetation contractor is used in some alleys if an overgrowth is causing
Solid Waste issues.
Landscape Maintenance & Growing Season Litter Removal $2,033,648
Maintain scheduled turf and landscape material and remove litter from City maintained
landscaped medians and rights of way.
Outdoor Power Equipment Maintenance $278,695
Certified Mechanics in Transportation's Outdoor Power Equipment (OPE) shop support

Transportation, Parks, and Stormwater mowing crews through maintenance and repair of
mowing and other specialized turf equipment. The OPE mechanics also support Snow
Removal operations replacing/repairing snow plow cutting edges and tire chains. To a
lesser extent and only by request, the OPE mechanics also service specialty equipment
used by Facilities, Police, Fire, Sheriff, and the Civic Center.
Right of Way Permits Coordination $524,223
Coordination of right-of-way permitting including right-of-way assembly & special events,

right-of-way excavation, right-of-way use, right-of-way decorations, dumpster/portable
storage containers, moveable signs, street vendors, and/or outdoor dining.
Sidewalk & ADA Ramp Maintenance $450,049
Repair damaged & non-compliant sidewalks and ADA ramps within the rights of way.
Street Maintenance $1,152,083
Street Pavement Repairs and Preservation: potholes, depressions, & sinkholes, crack
sealing, and others.
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Traffic Engineering $514,332
Conduct speed volume traffic signal and stop sign warrant studies as requested;
Schedule manual traffic counts or automated video counts as needed to perform traffic
studies and roadway analysis; Perform corridor analysis for traffic signal timing updates;
Utilize traffic system detection to monitor traffic flow on arterials; Implement traffic control
plans for permitted and in-house maintenance operations within City rights-of-way.
Traffic Signal and City owned Streetlight Maintenance $902,001
Repair and replace traffic signal equipment as needed; Repair and replace emergency
vehicle pre-emption equipment as needed including updating priority coding at signal
locations; Repair and replace City-owned streetlights and bridge wall pack lights as
necessary.
Traffic Signs; Pavement Markings & Striping $1,157,437
Schedule work orders for missing, damaged, and non-compliant traffic signs. Conduct
routine maintenance and perform blanket neighborhood sign upgrades. Pavement
roadway markings and striping including vehicular travel lanes along with multi-modal
accommodations for bikes, peds, scooters, transit, etc.
Snow Removal Program - Anti-icing and Deicing of Mobility Surfaces $129,051
Pre-treating and removing snow and ice from City streets, greenways, and sidewalks that
adjoin City-owned parcels during winter storm events. Snow removal is an essential
function necessary to ensure that citizens and businesses can return to normal daily
activities as soon as possible both during and after snow events.
AEP Owned/Maintained Street lighting $4,162,355
Utility Bill for AEP Owned/Maintained street lighting along arterials, collectors, and
neighborhood streets.
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Bridge Rehabilitation and Renovation $298,858
City owns, operates, and maintains 118 bridges and culverts meeting the federal
definition of a bridge structure. Additionally, the City owns, operates, and maintains 14
other transportation structures including overhead signs, pedestrian bridges, culverts,
and tunnels. Approximately 52% of Transportation structures are rated as Good or Very
Good, 47% are Fair, and 1% are Poor. Approximately one-third of our bridges are
operating beyond their design life and are approaching the end of their service life.
Deferred rehabilitation shortens service life and increases future repair and/or
replacement costs. The total estimated cost of repairs to our structure inventory is
$13,314,720 based on the most recent 2022 inspections.
Bridge Safety Inspection Program $367,174
Roanoke City owns and operates 133 transportation structures, 77 of which are on the
National Bridge Inventory (NBI) and require periodic safety inspections under federal law.
Roanoke has the fourth-largest number of NBI structures of all municipalities in Virginia.
Modern bridges have a design life of 80 years, whereas structures built during or before
the 1960s were closer to a 50-year design life. Approximately one-third of our bridges are
operating beyond their design life. In general, bridges are assigned a condition rating of
Good, Fair, or Poor.
Capital Project Management Services $1,214,064
The Engineering Division provides project management services for a variety of projects.
These projects undertaken by the City of Roanoke include new and existing buildings,
Parks, Libraries, greenways, and infrastructure (sidewalks, curbs, streetscapes, and
other improvements in the public street right of way). Project management services are
provided throughout the project development cycle including the initiation phase, planning
phase, execution, monitoring and controlling, and project closure.
Geographic Information Systems Application Maintenance $130,475
Develop and maintain Geographic Information Systems (GIS) applications for internal and
public use.
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Map and Graphic Production $126,861
The Engineering Division provides map and graphics production services for citizens and
within other City departments including libraries, Police, Commonwealth Attorney, City
Manager, Department of Management and Budget, HUD, etc. Approximately 500 maps
and graphics are produced annually. This team also provides for the archival and retrieval
of Engineering maps and plans online. We maintain over 15,000 plans of existing
infrastructure assets including roads, bridges, storm drains, buildings, and surveys of
record.
Asset Inventory and Graphic Information System Mapping $952,046
Collection, development, and management of Stormwater Utility asset data. Includes an

initial inventory, ongoing maintenance and updates, and the creation of logs and maps
utilizing asset inventory software.
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Community Outreach and Engagement $287,076
Provide information to citizens, outside agencies, and other entities regarding Stormwater
Utility services, processes, status, functions, and goals. Engagement with local
organizations to educate and provide resources.
Municipal Separate Storm Sewer System (MS4) Permit $631,339
Development, implementation, and enforcement of programs that ensure the City is

meeting minimum control measures. Including monitoring and data collection.
Stormwater Infrastructure Maintenance $4,130,733
Maintenance of existing stormwater facilities including gray infrastructure, best

management practices, flood-reduction properties, streams, channels, and
nonconventional conveyances.
Stormwater Utility Capital Improvement Projects Program Mgmt. $2,173,806
Management of capital improvement projects funded via Stormwater utility fee. Projects
include new and upgrades to existing infrastructure, installation of best management
practices, and stream and channel restorations.
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$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2020 2021 2022 2023 2024
Transfers to Other Funds $- $163,409 $- $610,000 $620,000
Non Operating $319,140 $428,848 $244,830 $575,461 $570,647
Rentals & Leases $420,093 $379,718 $262,108 $315,327 $315,327
Capital Outlay $905,411 $1,338,271 $1,185,613 $1,025,000 $865,000
Other Charges $3,383,812 $3,135,469 $3,842,121 $3,446,167 $3,806,305
Internal Service Funds $340,456 $279,563 $282,330 $336,921 $331,377
Contractual Services $9,479,787 $4,802,404 $5,976,356 $5,180,999 $5,280,439
Fringe Benefits $3,913,644 $2,883,794 $2,072,025 $2,365,357 $3,187,127
Grand Totals: $25,694,700 $18,947,968 $19,232,571 $20,671,311 $22,619,841
Personnel – The Stormwater Utility has increased its current capacity to perform larger-
scale stormwater infrastructure projects. In FY24, the addition of a new Maintenance
Crew (3 FTEs) and an additional Stormwater Mechanic (1 FTE) will be funded to support
the increased needs from routine maintenance and citizen-submitted requests.
Security Enhancements – Funding Security Guard and safety measures ($80,000)
including one-time costs of $116,646 for panic buttons, additional cameras, and better
lock systems to address security concerns at the Public Works Service Center.
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Homeless Encampment Cleanup – Dedicated clean-ups funding ($25,000) to remove

bio-hazards, needles, and solid waste refuse left by camp occupants in city parks,
greenways, and other properties.
Expanded Electronic Recycling – Additional funding has been provided that will
eventually allow Citizens to drop off their e-recycling materials at the Public Works Service
Center.
Guardrail Repairs and New Installations – One-time funds of $75,000 to help improve
guardrails in several needed areas.
Traffic Signal Modernization – This will begin the multi-year plan to modernize many of
the City’s traffic signal infrastructure using one-time funds of $300,000. The intention is
to increase to $750,000 in the following budget cycle and thereafter through capital project
funding.
Stormwater revenue – FY24 is the second year of a 6-year phased increase in
Stormwater Utility Fees. Fees increase from $1.05/billing unit/month to $1.20
billing/month. As a result of the rate change, revenue is expected to increase by
approximately $1.1 million. Stormwater plans to transfer $500,000 from the annual
operating budget to be applied to capital projects (the goal is to transfer $500,000
annually) based on the fee increase and the increased cost to fund capital projects.
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Our mission is to ensure a sustainable balance of growth, public safety, quality safety,
quality urban design, and environmental responsibility through long rand, community
development planning, housing programs, and administration of land development codes
for the City’s neighborhoods, the City as a whole, and the region.
Code Enforcement $1,012,041
Promotes safe housing and clean neighborhoods by investigating and resolving violations
of the City's zoning, property maintenance, building, and environmental codes.
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Community Planning and Public Engagement $323,236
This program develops and maintains the city's compendium of plans, including the
comprehensive plan, community plans, and special topic plans. In support of
implementation, this program develops studies and design guides and carries out
inventory and designation of historic districts. Supports other planning efforts in areas
such as transportation, parks, and capital improvements.
Plan Review, Permitting, and Inspections $2,017,007
This program promotes safe and well-designed development by managing processes that
ensure compliance with building, zoning, and Stormwater management codes.
Business Process Support $358,541
Perform administrative support and budget support such as paying and entering bills and
payment statements, payroll, etc.
Brownfields Assessment and Remediation $17,317
This program reclaims land for new uses by facilitating assessment and cleanup work
funded by EPA Brownfield Grants.
Strategic Planning and Organizational Management $454,460
Develop and provide the leadership necessary for the implementation of strategic
policies, priorities, and goals as they relate to Department meeting the needs of residents
and delivering services to citizens, businesses, and visitors. Develop and promote the
well-being and career progression opportunities for employees within the Department and
overall Organization.
Percent (%) for the Arts $100,752
The Public Art Plan was adopted as part of the city’s comprehensive plan in 2006. The
Arts and Culture Coordinator oversees the care and maintenance of the current collection
and administers the process of commissioning new public art projects under the Percent
for Art Ordinance.
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Roanoke Arts Commission $336,500
According to the city code the Roanoke Arts Commission (RAC) “shall assist and advise
the City Council on matters relating to the advancement of arts and humanities within the
city.” The RAC is currently working on the implementation of the City’s Arts and Cultural
Plan and the Public Art Plan. Both were adopted by Council as part of the Comprehensive
Plan. The RAC oversees the care and maintenance of the public art collection and the
process for commissioning new public art projects under the Percent for Art Ordinance.
The RAC also vets applications for funding from arts and cultural agencies, makes
recommendations to the City Council, and monitors agencies receiving funding to
determine if they meet their goals and objectives. Alignment with the Arts & Cultural Plan
is a criterion for funding. The RAC works with other agencies to plan and support projects
that enrich arts education in the schools.
Media Relations $4,709
Develop and maintain strong working relationships with the media such as radio,
television, online, newspapers, and other media outlets. Serve as the Sustainability
spokesperson and fulfill interview requests. Write Press Releases.
Legislative Advocacy $4,709
Develop and implement strategies to achieve community goals with federal and state
governments, work with elected officials and staff to solidify the organization's position
and strategy on legislative issues, work with other governmental units to develop unified
proposals, and identify technical experts to present relevant testimony; respond to
citizens’ issues; and represent the organization in a variety of settings.
Strategic Implementation $33,078
Provide leadership necessary for the implementation of strategic climate

change/emission reduction policies, priorities, and goals as they relate to internal city
operations, meeting the needs of residents, and delivering services to citizens,
businesses, and visitors.
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Community $4,709
Foster a diverse and inclusive organization through community engagement in the City's
most socially vulnerable neighborhoods impacted by urban heat islands and climate
change. Facilitate conversations and a sense of community among residents. - Key
Issues (UHI), Climate, Resiliency.
Pollution Reduction Program Development $19,933
Develop commercial/residential programs designed to promote resilient and sustainable

ways of life that protect human well-being, livelihoods, and economic systems, & the
natural environment from future harm.
Public Education & Outreach Branding $14,030
Develop, write, and edit public information and marketing materials such as letters,
brochures, presentations, publications, and website pages.
Web/Social Media $4,709
Administer and manage the development of content for the City's Intranet and Internet
Web pages and social media sites.
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$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
2020 2021 2022 2023 2024
Other Charges $214,277 $183,564 $236,264 $223,563 $565,569
Fringe Benefits $939,580 $931,764 $979,007 $962,178 $1,195,364
Grand Totals: $3,546,078 $3,540,017 $3,851,333 $3,902,003 $4,705,731
Personnel – A new Permit Technician I will be added to provide the expected level of
service with continuing demand.
One-Time Funds – Additional funding for FY 2024 only will be included for Leadership
Training within the department, technology software and laptop replacements, funding for
energy management professional certifications, and public education and outreach
branding.
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Build a welcoming community through PLAY.
Urban Forestry $852,548
Maintenance of all city-owned trees and forest remnants; including pruning, removal,
stump grinding, planting, and watering.
Outdoor Recreation $251,923
The Outdoor Recreation Section offers traditional and not traditional outdoor recreational
programming ranging from two-hour clinics to multi-day adventures.
Landscape Management $1,109,370
Landscape and turf maintenance throughout parks, including mowing, planting, mulching,
watering, weed control, invasive control, and trash removal.
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P.L.A.Y. After School Program $429,431
Offered at three different community recreation centers in Roanoke, the Positive Learning
and Adventure for Youth (P.L.A.Y.) program serves 130 youth throughout 40 weeks
during the school year.
Athletics $892,056
This section provides routine athletic field and facility maintenance such as athletic field
marking, mowing, trash removal, turf repair, and restroom cleaning.
Events $271,624
Performs work that involves planning, coordinating, developing, promoting, and

supervising a variety of City-wide special event opportunities for area residents.
Trails and Greenways $405,905
Maintenance of all paved and natural surface trails in City Parks (almost 100 miles) as
well as amenities associated with them such as kiosks, benches, bike fix stations, signs,
bridges, and technical trail features.
Park Management $856,251
Maintenance, cleaning, and debris removal for all park grounds and open spaces;
including but not limited to playgrounds, shelters, restrooms, hardscapes, open spaces,
and other facilities. Provides logistical support for all special events.
Community Recreation $406,623
Provides services and opportunities for approximately 25,000 participants of all ages
within the areas of Fitness and Wellness, Arts and Culture, Special Interest and Events,
Trips and Tours, Aquatics, and Facility Rentals.
Planning and Development, Business Support, and Marketing $1,603,542
Planning and development for all parks, greenways, and natural resources; marketing
and information services; and business support services consisting of budget
development; contracts, leases, and agreements administration; strategic planning; and
customer relations.
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$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
Budget Budget
Consortium Fees $- $380 $464 $- $-
Capital Outlay $- $11,581 $102,690 $160,000 $160,000
Other Charges $1,075,394 $883,665 $1,574,992 $1,090,745 $1,143,699
Internal Service Funds $3,560 $- $- $- $-
Fringe Benefits $1,509,112 $1,285,831 $1,332,663 $1,149,342 $1,503,855
Grand Totals: $5,796,992 $5,496,672 $6,440,709 $6,404,767 $7,079,273
Personnel – In FY24, we increased Staffing for urban forestry by the addition of one (1)
Tree Care Specialist.
Operations – Expanded funding to purchase contract mowing to accommodate large
special events when they are held in City Parks.
One-Time Funds – Support for a revision to the Parks and Recreation Master Plan
Capital Improvement – The Washington Park Pool is anticipated to open summer of
2024. Operating funds will be added from Contingency funds if necessary and when a
completion date is better known.
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The Mission of the Department of Social Services is to help the citizens of our Community
achieve a realistic and attainable level of self-sufficiency within a safe, healthy
environment. We will accomplish this by using our strengths and resources in a caring,
professional manner while providing a network of protection, support, and temporary
financial assistance.
HAT - Emergency Assistance – Temporary $72,578
This is a funding stream for Homeless Assistance - $50,000 is set aside for direct help to
those with emergent needs in the homeless population. These are 100% local funds.
Homeless Systems Leadership $70,476
Leadership and coordination of regional response to homelessness through the

Continuum of Care and Blue Ridge Interagency Council on Homelessness.
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Homeless Assistance Team (HAT) $70,476
This program provides outreach to individuals living on the streets or other places not
meant for human habitation. Some of these funds have been awarded to the City by the
U.S. Department of Housing and Urban Development (HUD) since 1998.
Outreach Detention & Relief Counselors $501,302
The Outreach Detention/Electronic Monitoring Program is for juveniles who have charges
that could lead them to be confined in the Juvenile Detention Center. At the discretion of
the Juvenile Judges, some juvenile offenders are court-ordered to continue to live at their
homes with the intensive supervision of the program, until they return to court. This
program’s goal is to assure the youth’s availability for court and allow the parents or
guardians to have physical custody of their child, all while ensuring the public safety of
the community. Clients must make daily contact with an assigned Outreach counselor.
Some clients are also court-ordered to wear electronic GPS surveillance anklets.
Juvenile Justice (Youth Haven) $533,298
This includes administrative costs to maintain Juvenile Justice operations.
VJCCCA Substance Abuse Services $113,112
Administrative costs related to requirements of this program, and provides for the
Substance Abuse Counselor's 40-hour required annual training.
VJCCCA Enhanced Community Services $118,041

VJCCCA Enhanced Community Services.
Assisted Living Support $1,556,698
Provides financial assistance for aged, blind and disabled recipients who live in approved
residential or assisted living facilities. This expense is reimbursed at 80%.
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Refugee Resettlement $178,834
Provides cash and medical assistance for up to eight months to promote the successful
integration of adult refugees. This expense is reimbursed at 100%.
Foster Care Services $11,377,092
This is a federally mandated program that pays for maintenance, daycare, and visitation-
related transportation for eligible children. The goal of the overall Foster Care program is
to provide services that will enable the child to return to his or her home or be placed in
another permanent home. The majority of the funds in this program are reimbursed to
the City at 100%.
Adoption Services $7,661,711
The Adoption Services program includes both Federal- and State-mandated services that
provide maintenance payments to adoptive families of special needs children who meet
the eligibility requirements. This program also pays for non-recurring adoption expenses
related to the adoption of these children including attorney fees, court costs, and adoption
of child placing agencies. The reimbursement rate is 100%.
Extended Foster Care Ages 18+ $725,540
This program includes both Independent Living and Fostering Futures programs from
Virginia DSS, which provide services for current and former foster care youth to assist
them in developing the skills necessary to make the transition from foster care to
independent living up to age 21, providing maintenance payments, services, and support
for this age group. Areas of focus include personal development skills such as self-
esteem, communication skills, decision-making, conflict resolution, post-secondary
training and education (tuition, fees, room and board, equipment and/or supplies, books,
transportation), and anger management. The reimbursement rate is 100%.
Human Services Citizen Employment & Training $1,154,377
The Department's Self-Sufficiency Unit operates programs that assist recipients of public
assistance with gaining employment and becoming self-sufficient through training for
employment or accessing education and training opportunities. The goals of this program
are based on the conviction that all citizens deserve the opportunity to progress to self-
sufficiency.
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Child Protective Services Prevention $2,516,004
This program was launched in FY22 from VDSS and is an effort to reduce the need for
Foster Care by strengthening the family unit. This program uses evidence-based services
to improve child safety, ensure permanency with the family, and promote family well-
being. Reimbursement is 84.5% from Federal/State sources.
Child Welfare Substance Abuse & Supplemental Services $664,474
This program utilizes purchased services to assist with substance abuse testing,
psychological evaluations, treatment services, and other supplemental services to help
meet the needs of families and children. The reimbursement rate is 84.5%.
Adult Protective Services $1,235,126
This program helps provide purchased services to prevent or remedy abuse, neglect, or
exploitation of vulnerable adults who are unable to protect their interests. Additionally, this
program provides purchased services for adults meeting criteria so that they may remain
in their homes where appropriate and be independent as long as possible. The
reimbursement rate is 80% - 84.5%.
Child Welfare Family Support $1,210,535
This program utilizes purchased services to assist with strengthening and supporting
families to avoid out-of-home placements in Foster Care, or to support families as they
reunite. The reimbursement rate is 84.5%.
Cremation Assistance $824,100
Request for funding for mandated cremation services for indigent citizens who die with
no financial resources. These are 100% local funds.
Family Partnership Meetings $585,534
VDSS provides a $300 incentive in addition to 84.5% reimbursement for costs related to
holding each Family Partnership Meeting (FPM). The goal of the FPM is to involve birth
families and community members, along with resource families, service providers, and
DSS staff in all placement decisions to ensure a network of support for the child and the
adults who care for them. This funding can be used for administrative costs to support the
FPM meetings.
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Benefits Division - (SNAP, TANF, Medicaid) $8,547,441
The Benefit Programs Division provides eligibility determinations and case management
for public assistance programs such as food assistance (SNAP), medical assistance
(Medicaid, Long Term Care, Auxiliary Grants), cash assistance (TANF, Refugee Cash
Assistance, Title IV-E Foster Care), and energy assistance (Fuel, Cooling, Crisis). These
mandated benefits are primarily funded through state and federal funds and the Virginia
Dept. of Social Services (VDSS).
Administration of Child Care Subsidy $1,022,244
This program serves to facilitate and manage child care services by determining eligibility
for and case oversight of Child Care Subsidy applicants and recipients.
Alternative / Private Day School $4,132,592
Educational costs for children whose educational needs cannot be met in a public school
setting and who live in their own home, a foster home, or an independent living
arrangement. These children attend private day schools and have special education
needs or behavioral disorders resulting in the formulation of an Individualized Education
Plan (IEP). The IEP directs the type of educational services which meet the child's needs
in the least restrictive setting and cannot be changed by CSA. This is a mandated state
program. The request is based on an upward trend for children requiring specialized
educational services. This is reimbursable at 69.28% by the state and the Schools cover
the local match as well as any non-reimbursable amounts due to
processing/reimbursement delays on the part of RCPS.
Transition Services, Residential to Community Placement $40,155
Costs for services provided directly to the family of a child in congregate care to assist
the family in preparing for the child's return to his home or family foster care from
congregate care. This is a mandated state program. This program is reimbursable at
84.64%.
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Community-Based Services $346,043
This program provides services in the home or community to a child and the family when
she/he resides in their own home, a regular foster home, or an independent living
placement. Included are services such as intensive in-home counseling, intensive care
coordination, mentoring, and environmental modifications to enable the child to remain in
or return to his own home. This is a mandated state program through the Office of
Children's Services. Expenditures are reimbursable at 84.64%.
Residential Educational Services $700,123
Educational costs for children placed in congregate care residential facilities who cannot
be educated in a less restrictive setting. These children have special education needs or
behavioral disorders resulting in the formulation of an Individualized Education Plan (IEP).
The IEP directs the type of educational services which meet the child's needs in the least
restrictive setting and cannot be changed by CSA. This is a mandated state program.
Reimbursable at 69.28%.
Residential Parental and Non-Custodial $144,192
Costs for children placed in congregate care residential facilities employing non-custodial
DSS placements or parental agreement placements to prevent foster care for children
meeting Child in Need of Services criteria. This is a mandated state program. Several
current and ongoing cases require us to seek specialized, out-of-state placements. By
nature, these placements are costlier. This service is reimbursable at 61.60%.
CSA Training Plan and Star City ARC $39,902
CSA staff are to provide 1 to 2 special training seminars per year on special topic areas
such as wraparound care, specific diagnoses, and collaboration in service delivery.
Expenses for seminars include the cost of presenters, space rental, material fees, food,
and incidental costs. The CSA Coordinator is responsible for providing training to all
referring agency workers on the following topics: 1) The client data tracking system, 2)
CSA Case Management, 3) new FAPT member training, 4) CSA refresher and upgrade
training, 5) Training on the mandatory uniform assessment instrument required by the
State, and 6) utilization management. Training sessions are to occur generally six times
per year and approximately 60-80 people receive training in one year. This also provides
for the cost of the CSA Star City ARC meeting which provides information on CSA
programs to staff from all CSA partner agencies and the City Manager Assistant City
Manager, juvenile judges, police department, parents, and private providers.
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Human Services Advisory Board $435,000
Allocates funds for distribution to local private, not-for-profit human services agencies to
provide necessary human services programs to City residents. The award process is
competitive and overseen by the Human Services Committee whose members are
appointed by City Council.
Blue Ridge Behavioral Health Care $936,794
Blue Ridge Behavioral Healthcare (BRBH) provides mental healthcare services. BRBH is
one of 40 Community Services Boards established under the Code of Virginia to provide
comprehensive services to individuals who have mental health disorders, intellectual
disabilities, or substance use disorders. Under contract with the Virginia Department of
Behavioral Health and Developmental Services, BRBH operates within a service area
comprised of the Cities of Roanoke and Salem, and the Counties of Botetourt, Craig, and
Roanoke.
Total Action Against Poverty (TAP) $160,000
Total Action for Progress (TAP) was incorporated in 1965 under the name Total Action
Against Poverty, with the mission to help individuals and families achieve economic and
personal independence through education, employment, affordable housing, and safe
and healthy environments. Clients can receive a wide array of services simultaneously.
Programs support a core of unique services including, but not limited to, remedial
education, employment training and placement, school retention, college access, free tax
preparation, technical assistance and loans to small businesses, services to ex-offenders,
domestic violence services, Head Start, and Sabrina's Place.
Health Department $1,447,015
The City of Roanoke is required by the Commonwealth of Virginia to provide funding for
the local Health Department annually. The Roanoke City Health District works to prevent
epidemics and the spread of disease, protect the environment, prevent injury, promote
and encourage healthy behavior, respond to disasters and assist communities in
recovery, and assure the quality and accessibility of health services for all members of
our communities.
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$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
2020 2021 2022 2023 2024
Rentals & Leases $42,897 $115,858 $126,377 $75,014 $77,514
Other Charges $27,803,163 $29,152,188 $31,079,401 $29,159,437 $31,093,510
Fringe Benefits $4,323,953 $4,183,661 $4,257,513 $4,055,626 $5,259,771
Grand Totals: $41,691,791 $42,532,419 $44,859,420 $44,183,521 $49,120,809
Personnel – In FY24, the overtime budget for family services specialists has increased
$200,000 as a result of increased complaints they are mandated to respond to.
Alternative/Private Day School – Services for Alternative / Private Day School needs
for children have been gradually increasing and therefore the budget needed to be
adjusted by $1.9 million to reflect this trend. 70% is funded by the Commonwealth and
the remaining 30% is funded by the Roanoke City Public Schools.
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The Roanoke Police Department is dedicated to providing honest, efficient, and effective
law enforcement services. The fair and equitable protection of life, property, and civil
liberties for all people shall be the Department's daily objective.
Professional Standards $1,173,397
Internal unit assigned to investigate standard operating procedure violations.
Crime Analysis $818,191
Utilization of various databases and mapping tools to provide timely visual information on
developing crime trends.
Quartermaster Program $818,191
Securing orders and assigning department property.
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Death Scene Investigations $133,168
Removal of the body from the scene after investigation and retains custody until released
to the family.
General Investigations $136,347
Conduct investigations and process claims for all external legal action for and against the
organization.
Special Victims Unit Crimes Against Children $133,168
Investigative and support services in the area of crimes against special victims.
Cold Case Investigations $133,168
Reevaluates cases of previously unsolved major crimes.
Gang Enforcement Team $133,168
Identify and document gang members and their activities and crimes.
Crimes Against Person $133,168
Investigates crimes against persons, robberies, homicides, and assaults.
Violent Crimes Investigations $133,168
Respond to serious violent crimes.
Computer Forensic Crime Lab $133,168

Investigate crimes where a computer or other technology was utilized to commit the
crime.
Property Crimes Investigations $133,168
White collar general theft burglary and property damage investigation and support
services in crimes against property.
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Narcotics Investigations $133,168
Identify drug trafficking sales and manufacturing.
Fingerprinting $133,168
Start fingerprint process for employment court orders adoptions explosive permits.
Mental Health Response $1,335,396
Response to mental health calls with outside entities.
Calls for Service Emergency Response $1,363,398
Answer calls for events that involve an immediate threat to a person or property.
Special Weapons and Tactics SWAT $1,335,396
Special Weapons and Tactics SWAT.
Community Problem Solving $1,373,537
Use a multi-agency approach to community problem solving by partnering with the

community government and non-government agencies.
Emergency Response Team $1,335,396
Team approach response to civil disorder, crowd controls, major criminal events, and
natural & manmade disasters.
Preventative Patrol $1,363,398
Attempt to eliminate the opportunity for misconduct through police presence in areas of
expected crime.
Crisis Negotiations $1,335,396
Facilitation of peaceful resolutions to crises.
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Prisoner Transport $1,335,396
Transportation of prisoners to and from the court and secure facilities.
Citizen Ride Along $1,373,537
Citizen ride-along program with a patrol deputy.
Warrant Execution $1,335,396
Actively search for wanted individuals.
K9 Team $1,335,396
Officers paired with trained police dogs for patrol purposes.
Traffic Ordinance Enforcement and Crash Investigations $1,335,396
Investigate traffic crashes and enforce municipal ordinances and state statutes for on-
and off-highway violations.
Calls for Service Non-Emergency Response $1,363,398
Answer calls for events that may cause apprehension or fear but no immediate harm or
risk to safety is perceived Start fingerprint process for employment court orders adoptions
explosive permits.
Evidence and Property Management $711,064
Submit, report, and manage evidence and property.
Crime data records management system available to internal and external customers.
Walk-in Reports $711,064
Assist citizens in filing criminal incident and crash reports that may be minor in nature or
delayed.
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Case Reports $711,064
Process and maintain all case reports and release reports to appropriate agencies.
Citizen's Police Academy $279,501
Teach citizens the inner workings of the police department. The Advanced Citizen's
Police Academy takes graduates of the CPA and expands on their base knowledge.
Gun Permitting $275,963
Process applications and complete required background checks to issue or deny permits
to purchase and permits to carry.
Cadet Academy $279,501
Teach individuals how to become a police officer including necessary certification skills
for commission.
Recruiting $275,963
Recruit cadets and laterals.
Training $279,501
Training and maintenance of certifications.
RESET Volunteers $180,001
Provide volunteering opportunities in the community after incidents of violent crime.
Whole of Government $182,876
Provide counseling and mentoring services for at-risk youth in the community.
Animal Code Enforcement $349,723
Enforcement of animal ordinances.
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Community Outreach and Education $156,968
Provide information and education on care, vaccination, and housing for domestic
animals.
Emergency Animal Sheltering $156,968
Provide animal sheltering services during shelter operations.
Animal Control Inspection and Permitting $328,639
Provide inspections for enforcement and issuance of permits to meet standards for
professional animal facilities and services.
Animal Control Call Response $377,835
Respond to aggressive, loose, abandoned, neglected, abused, and trapped animals.
Veterinary Medical Services $156,968
Medical care is provided to impounded animals.
Animal Rescue Program $328,639
Protective custody program for animals.
Animal Reclamation $335,667
Reunite animals with owners.
Animal Impoundment $349,723
Impound incoming animals.
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$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
Budget Budget
Consortium Fees 2 $- $- $- $- $-
Rentals & Leases $25,315 $25,364 $23,157 $25,200 $25,200
Capital Outlay $72,327 $303,165 $299,882 $392,243 $392,243
Other Charges $772,566 $669,507 $874,350 $523,349 $553,349
Internal Service Funds $12,309 $- $- $- $-
Fringe Benefits $6,624,217 $6,747,344 $7,636,486 $5,734,878 $7,606,784
Grand Totals: $24,043,419 $20,877,974 $24,546,849 $26,196,022 $28,936,934
Personnel – The Department received one-time funding to hire four part-time detectives.
Operational – Funds for the RESET Division will be covered by the ARPA grant in
FY2024.
Additional funding was received for training and development to help officers on and off
the field. The officers must receive adequate training throughout their careers, thus it is
critical that funding continues to be allocated for this purpose.
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The Roanoke Public Libraries will enhance the quality of life and promote the well-being
of the community by creating a climate of lifelong learning and community enrichment.
Engage. Educate. Empower. The possibilities are endless.
Books and Materials $513,670
Purchase, process, and manage library books and other materials.
Technology Services $549,844
Provide technology services and support for the public and library staff. This includes
hardware such as public PCs and E-Branches (unmanned service points) and online
services such as subscription databases and eBooks.
Programs - Youth and Family Services $602,096
Provide enriching programs for youth ages birth - 18 and support to their families.
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Programs - Adult & Workforce Development $435,586
Programs and services that support the needs and interests of adults. Provide services
related to job skills development, searching and applying for jobs, and business growth
and development. This includes partnerships with organizations and initiatives such as
the Gauntlet, Goodwill Industries, the Envision Center, RAMP, and the Innovation
Corridor.
Research Services $495,985
Provide specialized research tools, programming, and services. Examples include the
Virginia Room at the Main Library and the Virginia Y. Lee Room at the Gainsboro branch.
Maintain Law Library Services.
Neighborhood Community Centers $1,240,610
Provide services through our library branch facilities, including the Main Library. At these
locations library staff helps users to do everything from finding a book, using a computer
to access services, or getting information about subjects that interest them. Library
facilities also offer services to the community such as meeting and study rooms.
Star City Reads $392,645
Provide programs and resources for early literacy, health, family wellness, and summer
learning. This is part of our continued relationship with the National Campaign for Grade-
Level Reading.
Library Outreach Services $437,630
Provide programming and services in areas of the City outside library locations. This
includes programs such as large neighborhood and community events and partnerships
with civic organizations and other City departments.
Cooperative Extension $54,838
Outside agency support of the Virginia Cooperative Extension Program.
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$5,000,000
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
Budget Budget
Rentals & Leases $86,241 $87,740 $93,063 $83,406 $83,406
Capital Outlay $15,181 $- $- $- $-
Other Charges $819,417 $810,122 $948,329 $907,184 $916,073
Fringe Benefits $876,838 $899,930 $885,483 $823,479 $1,050,291
Grand Totals: $4,004,475 $4,011,412 $4,195,507 $4,258,946 $4,722,904
Personnel – Due to inflationary increases we requested funding to compensate for the

minimum wage increase of $15/hr. in temporary wages.
Maintenance activities – We also anticipate our cleaning contract to increase therefore,
our budget will reflect an increase in fees for professional services as we contract out our
cleaning costs.
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To provide a professionally staffed, full-service facility that allows us to meet the

economic, entertainment, and cultural needs of the community. To become a world-
class organization by offering diverse events in a safe and comfortable environment,
while providing professional customer and technology services to our guests and
clients. We will encourage innovation, success, growth, and passion for those who work
and play here, creating a positive economic impact and enriching the community.
Operating $6,321,753
Provides operational support for events held at Berglund Center. Operating support
consists of Box Office, Finance, Executive, Events, Operations, Maintenance,
Housekeeping, Food and Beverage, and Sales and Marketing. Operating support for
events continues to provide high-quality service to any citizen that utilizes our venue.
Finance provides all aspects of financial management and accounting services for
Berglund Center. Operations provide setup of events, maintenance, and housekeeping
throughout the facility. Box Office supports and controls all ticket inventories and
processing ticket sales. Marketing maintains and coordinates event and facility
advertising programs and sponsorships. The Events team plans, coordinates multiple
events, and serves as the liaison between facility users. The Executive group supports
the overall management, promotion, and operation of the facility.
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Events $7,895,159
Berglund Center continues to be Southwest Virginia's premiere full-service facility with a

10,500-seat Coliseum, a 2,151-seat Performing Arts Theatre, a 14,000-square-foot
Exhibit Hall, and a 46,000 square feet Special Events Center. Berglund Center hosts on
average 400 events and attracts over 400,000 guests annually. Major trade shows,
convention and consumer shows, and meetings and banquets have all discovered that
Berglund Center can provide all the amenities needed to create a successful event.
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
2020 2021 2022 2023 2024
Consortium Fees $276,332 $105,709 $1,361,699 $385,961 $449,375
Non Operating $684,621 $472,366 $328,770 $989,399 $989,399
Rentals & Leases $- $- $- $17,000 $20,000
Capital Outlay $1,382,381 $1,391,955 $1,436,254 $110,463 $117,080
Other Charges $5,948,995 $853,882 $9,248,441 $8,084,101 $8,965,365
Fringe Benefits $1,256,650 $666,418 $418,810 $538,998 $733,911
Personal Services $1,702,316 $444,865 $686,747 $1,765,671 $2,240,763
Grand Totals: $11,697,892 $4,074,367 $14,116,319 $12,443,882 $14,216,912
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The total Civic Facilities budget is increasing by about $1.8 million. To elaborate, the
number of concert tours is beginning to increase, but costs have also risen dramatically.
The same can be said for comedy, Broadway, and trade/consumer shows. The subsidy
from the General Fund to support the Berglund Center operations increased from $2.3
million up to $2.7 million representing an increase of $406,424. This increase can be
attributed to a number of factors:
• Personnel costs increase due to pay, retirement, and filling vacant positions to pre-
COVID levels
• Operations expenses increased due to deferred maintenance and increasing utility
costs.
• Debt Service increased by $150,377
Furthermore, the decision has been made to fortify the physical security of the exterior of
the facility by hiring contracted security guards at an annual estimated cost of $163,000.
However, built into the FY24 budget to negate this increase is an equal and offsetting
increase of facility and parking fees. On a related revenue note, the Bella Vista Room (4th
floor of Annex) will open in Fall 2023 and is projected to generate $300,000 in revenue in
the inaugural 12 months of commencement. On a final note, Berglund Center assumed
management and operations of the Star City Café on the first floor of the Noel C. Taylor
Municipal Building. Revenues and expenses are anticipated to equal each other for the
first year.
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The City of Roanoke offers Parking Garages and Lots throughout the city to provide you
with safe, secure, and convenient parking.
Parking Enforcement Operations $379,383
Expenses related to the operations of on-street parking including management fees,

administrative costs, and contract fees.
Maintenance of Parking Garages $514,267
Maintenance supplies and contracts involving the parking garages.
Operations of Parking Garages $921,049
Operational expenses related to running the parking garages including utilities,

management fees, and risk management.
Non-Operating Debt Service for Parking Facilities $1,210,724
Debt service payments on prior capital investments for the parking facilities.
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Operation of Surface Parking Lots $107,735
Operational expenses related to running the parking garages including utilities,

management fees, and risk management.
Maintenance of Surface Parking Lots $18,421
Maintenance supplies and contracts involving the parking lots.
City Personnel and Contingency $631,421
Personnel salary and fees for Director of Parking and City Electrician, as well as,
contingency placeholder.
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$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
$(500,000)
2020 2021 2022 2023 2024
Transfers to Other Funds $- $- $- $- $-
Non Operating $482,170 $325,307 $302,123 $355,530 $328,674
Rentals & Leases $3,607 $3,300 $- $6,000 $6,000
Capital Outlay $1,095,558 $1,047,886 $1,053,562 $- $-
Other Charges $380,194 $404,972 $462,387 $1,561,731 $1,991,821
Fringe Benefits $24,087 $23,591 $(5,600) $12,718 $17,973
Grand Totals: $3,317,190 $3,149,105 $3,094,535 $3,222,000 $3,783,000
Monthly Parking – In response to security issues at our parking locations we have

requested to increase our monthly parking fees for the general population – $5/month,
residential – $10/month, and student parking – $2.50 to help cover the cost of our 24-
hour security team.
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To provide top-level service and provide outstanding facilities to enhance your meeting
experience. At The Hotel Roanoke Conference Center, our clients always come first.
Hotel Roanoke Conference Center Commission Operating $160,000
The Hotel Roanoke Conference Center Commission (HRCCC) offers 63,000 sq. ft. of
versatile event space and a 14,400 sq. ft. grand ballroom and flexible meeting space. The
HRCCC is jointly supported by Virginia Tech and the City of Roanoke with each
contributing $80,000.
Note: The Hotel Roanoke Conference Center is not a part of the General Fund but instead
is an Agency Fund. Agency Funds are used to account for assets held by the
governments as an agent which in this instance is for Virginia Tech and itself.
Table of Contents
FY2023 – 2024
Non-Departmental
The Non-Departmental listing includes three main components: Contingencies, Salary Lapse
and Residual Fringe Benefits, and Transfers to Other Funds.
Contingencies
The first area includes the City Manager Contingency which is funding set aside to address
unforeseen issues that come about throughout the year. All items that use funding provided by
the City Manager Contingency are reported to City Council on a Monthly basis. Example of
past uses includes the purchase of salt for snow events when it is a particularly heavy snowfall
year, an increase in funds for the demolition of dialect structures, or an increase in flood
insurance for newly acquired properties. The typical funding level for the City Manager
Contingency has been $1.5 million.
Salary Lapse and Residual Fringe Benefits

The second area of funds in the Non-Departmental category includes salary lapse and residual
fringe benefits. Salary lapse is a negative budget that recognizes the fact that although we
budget for all positions to be filled all year long, this does not occur. We often have vacancies
when positions turnover and it’s during that time that we generate vacancy savings otherwise
known as salary lapse. Over the last couple of years, we’ve increased this amount to
recognize the difficulties experienced in filling vacant positions. The FY 2024 budget has
increased the lapse amount to approximately 3.4% of all salaries and benefits.
Residual Fringe Benefits are areas where the budgets for expenses are centrally located (not
included in Departments' budgets). This is done for ease of budgeting and because it can
sometimes be difficult to predict where some costs may be experienced such as in the case of
Workers' Compensation.
Transfers to Other Funds

The last Non-Departmental category is Transfers to Other Funds. In this case, we are showing
how much funds are provided by the General Fund to some of our agency partners. It is here
that you will find the City’s contribution to the School System and the subsidy provided to the
Berglund Center and Greater Roanoke Transit Company (Valley Metro). This is also where
you will find our Transfer to the Debt Service Fund which totals the payments we make for
bonds that are funding some of our capital projects. We also build in additional budget capacity
for future debt payments known as “Excess Debt” which is used to pay for one-time purchases
to the extent available.
Table of Contents
NON-DEPARTMENTAL
DESCRIPTION FY23 FY24 Change
CONTINGENCIES
City Manager Contingency $1,500,000 $1,500,000 $0
Mini Grant/Donation Contingency $50,000 $50,000 $0

SALARY LAPSE AND RESIDUAL FRINGE BENEFITS
Salary and Benefits Lapse ($3,413,435) ($4,826,776) ($1,413,341)
Line of Duty (LODA) $231,082 $231,082 $0
Other Post Employment Benefits (OPEB) $247,000 $258,000 $11,000
Dental $8,286 $8,286 $0
Extended Illness Leave $21,530 $21,530 $0
Medical $309,288 $639,274 $329,986
Payroll Accrual $150,000 $150,000 $0
Reclassification Contingency $100,000 $100,000 $0
Termination Leave $232,820 $636,545 $403,725
Unemployment Wages $35,000 $39,000 $4,000
Workers' Compensation - Medical $1,900,000 $2,150,000 $250,000
Workers' Compensation - Wages $250,000 $250,000 $0
Workers' Compensation - Other $413,292 $185,000 ($228,292)

GENERAL FUND TRANSFERS TO OTHER FUNDS
Excess Debt Service $3,500,094 $2,425,451 ($1,074,643)
Transfer to Debt Service $13,054,384 $14,129,027 $1,074,643
Transfer to Reserves $1,748,000 $1,748,000 $0

Transfer to Capital Proj. Fund: Bridge Maint.
(Infrastructure Priority) $418,686 $418,686 $0
Civic Center Subsidy and Debt Service
(Livability Priority) $2,311,467 $2,717,891 $406,424
Transfer to Civic Facilities: Admissions tax
(Livability Priority) $360,000 $515,000 $155,000
Public Transportation: GRTC / Valley Metro
(Livability Priority) $1,773,432 $2,163,000 $389,568
(Education Priority) $92,541,877 $101,481,211 $8,939,334
Table of Contents
Pay Plan
Effective July 1, 2023
Minimum Maximum
Pay Annual Salary Biweekly Annual Salary Biweekly
Grade (Hourly) (Hourly)
5 $31,200.00 $1,200.00 $42,087.00 $1,618.73
$15.00 $20.23
6 $31,200.00 $1,200.00 $46,717.00 $1,796.81
$15.00 $22.46
7 $31,200.00 $1,200.00 $51,856.00 $1,994.46
$15.00 $24.93
8 $31,200.00 $1,200.00 $57,560.00 $2,213.85
$15.00 $27.67
9 $31,760.40 $1,221.55 $63,892.00 $2,457.38
$15.27 $30.72
10 $35,097.52 $1,349.90 $70,920.00 $2,727.69
$16.87 $34.10
11 $37,569.84 $1,444.99 $78,721.00 $3,027.73
$18.06 $37.85
12 $41,890.07 $1,611.16 $87,380.00 $3,360.77
$20.14 $42.01
13 $46,708.12 $1,796.47 $96,992.00 $3,730.46
$22.46 $46.63
14 $52,078.36 $2,003.01 $107,661.00 $4,140.81
$25.04 $51.76
15 $58,068.22 $2,233.39 $119,504.00 $4,596.31
$27.92 $57.45
16 $65,592.05 $2,522.77 $132,649.00 $5,101.88
$31.53 $63.77
17 $73,135.06 $2,812.89 $147,241.00 $5,663.12
$35.16 $70.79
18 $81,545.00 $3,136.35 $163,437.00 $6,286.04
$39.20 $78.58
19 $92,052.30 $3,540.47 $181,415.00 $6,977.50
$44.26 $87.22
20 $104,037.34 $4,001.44 $201,371.00 $7,745.04
$50.02 $96.81
21 $125,885.54 $4,841.75 $223,522.00 $8,597.00
$60.52 $107.46
Table of Contents
Three-Year Staffing Level History
Budgeted Budgeted Budgeted
Full Time Full Time Full Time Position
Positions Positions Positions Increase
FY 2022 FY 2023 FY 2024 (Decrease)
GENERAL FUND
City Treasurer 21.0 21.0 21.0 0.0
Clerk of Circuit Court 25.0 25.0 25.0 0.0
Juvenile and Domestic Relations Court Services Unit 2.0 2.0 2.0 0.0
Circuit Court 6.0 6.0 6.0 0.0
Commissioner of the Revenue 20.0 20.0 20.0 0.0
Sheriff 35.0 34.0 34.0 0.0
Jail 178.0 179.0 179.0 0.0
Commonwealth’s Attorney 19.0 18.0 18.0 0.0
City Council 7.0 7.0 7.0 0.0
City Attorney 8.0 8.0 8.0 0.0
City Clerk 6.0 6.0 6.0 0.0
Municipal Auditing 6.0 6.0 6.0 0.0
Department of Finance
Accounting, Payroll, System,
Accounts Payable, Retirement 22.0 22.0 22.0 0.0
Management and Budget 6.0 7.0 7.0 0.0
Procurement 6.0 7.0 7.0 0.0
Real Estate Valuation 12.0 14.0 14.0 0.0
Electoral Board 3.0 3.0 3.0 0.0
City Manager 1 7.0 8.0 9.0 1.0
Office of Community Engagement 1 3.0 3.0 4.0 1.0
Economic Development 9.5 9.0 9.0 0.0
Human Resources 15.0 15.0 15.0 0.0
Department of Technology 40.0 40.0 40.0 0.0
E-911 Center 44.0 44.0 44.0 0.0
General Services
Director of General Services 1 2.0 1.0 1.0 0.0
Risk Management 3.0 3.0 3.0 0.0
Fleet Management 26.0 26.0 26.0 0.0
Solid Waste Management 55.0 54.0 54.0 0.0
Facilities Management - Custodial Services 14.0 14.0 14.0 0.0
Facilities Management - Building Maintenance 43.0 43.0 43.0 0.0
Fire/EMS
Administration 7.0 8.0 8.0 0.0
Support 17.0 26.0 32.0 6.0
Operations 239.0 229.0 229.0 0.0
Emergency Management 2.0 3.0 3.0 0.0
Public Works
Director of Public Works 1.0 1.0 1.0 0.0
Engineering 14.0 14.0 14.0 0.0
Environmental Management 3.0 2.0 2.0 0.0
Transportation - Street Maintenance 2 49.0 72.0 72.0 0.0
Transportation - Engineering & Operations 2 22.0 0.0 0.0 0.0
Planning, Building and Development 3
Building Inspections 13.0 0.0 0.0 0.0
Planning, Building and Development 17.0 0.0 0.0 0.0
Neighborhood Services 23.0 0.0 0.0 0.0
Development Services 0.0 40.0 41.0 1.0
Community Services 1 0.0 8.5 8.5 0.0
1
Strategic Management and Administration 0.0 9.0 9.0 0.0
Table of Contents
Three-Year Staffing Level History (continued)
Budgeted Budgeted
Budgeted Full Full Time Full Time Position
Time Positions Positions Positions Increase
FY 2022 FY 2023 FY 2024 (Decrease)
Parks & Recreation
Landscape Management 15.0 15.0 15.0 0.0
Park Management 11.0 10.0 10.0 0.0
Athletics 8.0 9.0 9.0 0.0
Community Recreation 3.0 2.0 2.0 0.0
Outdoor Recreation 3.0 3.0 3.0 0.0
Urban Forestry 11.0 11.0 12.0 1.0
Youth Development 3.0 1.0 1.0 0.0
Greenways and Trails 5.0 5.0 5.0 0.0
Events 0.0 3.0 3.0 0.0
Human Services
Human Services Support 2.0 2.0 2.0 0.0
Outreach Detention 4.0 4.0 4.0 0.0
Youth Haven - VJCCCA 6.0 5.0 5.0 0.0
Social Services 226.0 227.0 227.0 0.0
Police
Investigation 47.0 78.0 78.0 0.0
Patrol 184.0 144.0 144.0 0.0
Services 26.0 25.0 25.0 0.0
Training 7.0 8.0 8.0 0.0
RESET 1.0 1.0 1.0 0.0
Animal Control 7.0 7.0 7.0 0.0
Libraries 43.0 44.0 44.0 0.0
TOTAL – GENERAL FUND 1,699.5 1,707.5 1,717.5 10.0
PROPRIETARY FUNDS
Berglund Center Fund 29.0 29.0 29.0 0.0
Parking Fund 0.5 0.5 0.5 0.0
Storm Water Utility Fund 53.0 54.0 58.0 4.0
TOTAL - PROPRIETARY FUNDS 82.5 83.5 87.5 4.0
TOTAL - ALL FUNDS 1,782.0 1,791.0 1,805.0 14.0
Some departments will shift employees between Divisions. This is a result of classifying vacant positions to default divisions until filled
and is not an actual reflection of assignments when filled.
1 During FY23, several Divisions and staff were transferred due to a reorganizational shift. This included moving Sustainability Staff (2)
from General Services and the Arts and Cultural Coordinator (.5) from Economic Development to Planning, Building and Development.
The Procurement Division moved from General Services to Finance. The Community Engagement Division was in the City Manager's
Office but became it's own Department.
2 Beginning in FY23, Streets and Traffic and Traffic Engineering was combined into a single division.
3 Beginning in FY23, Planning, Building and Development underwent a redistribution and renaming of it's divisions.
Table of Contents
Three-Year Staffing Level History (continued)
Summary of Positions Added for FY 2024

City Manager's Office: One (1) Assistant City Manager: Accommodates a reorganization
within the City Manager's Office and realignment of Departmental Clusters.
Community Engagement: One (1) Youth and Gang Violence Prevention Outreach Worker :
This position was formerly funded by a Grant that the City wishes to continue the
program.
Fire/EMS: Six (6) Fire Fighter / EMT: This will allow for the addition of a new Medic Unit.
A study performed by Virginia Tech identified the need due to higher call volumes in NE
Roanoke.
Development Services: One (1) Permit Tech I: This all accommodate the increasing
volume of requests for building inspection permits.
Urban Forestry: One (1) Tree Care Specialist: Will allow for more maintenance and
planting of trees to help improve the City's tree canopy.
Stormwater: Work Crew consisting of Two (2) Maintenance Tech III and One (1)
Maintenance Tech IV
Stormwater: One (1) Maintenance Tech IV to assist maintenance and care of the
Stormwater Division's equipment.
One Time Funding was used to add Four (4) Part Time Police Detectives .
Table of Contents
Contributions, Sponsorships, and Memberships
Budgeted Recommended Dollar

Program Amount for Amount for Increase
FY 2022-2023 FY 2023-2024 (Decrease)
Agreements
Blue Ridge Behavioral Healthcare $1,031,178 $936,794 ($94,384)
CoWorking & Incubator Support: CoLab / The Collective / The Williamson Co-Working $65,000 $100,000 $35,000
Community College Access Program (CCAP) $100,000 $100,000 $0
Downtown Roanoke Inc. – Downtown Event Sponsorship $65,000 $65,000 $0
Health Department $1,323,558 $1,447,015 $123,457
Market Building Support $300,000 $300,000 $0
Mill Mountain Zoo $33,120 $83,120 $50,000
Regional Center for Animal Care and Protection $1,619,035 $1,619,035 $0
Roanoke Regional Partnership $207,023 $204,651 ($2,372)
Roanoke Valley Broadband Authority (Debt Service & Operating Expense) $584,616 $435,020 ($149,596)
Roanoke Valley Greenway Commission $43,640 $46,594 $2,954
Roanoke Valley Television (RVTV) $243,746 $295,229 $51,483
Roanoke Valley Transportation Planning Organization $15,002 $14,982 ($20)
Service District Taxes (Downtown and Williamson Road) $1,008,400 $1,150,000 $141,600
Virginia Cooperative Extension $82,449 $91,338 $8,889
Virginia's First Regional Industrial Facility Authority $32,500 $32,500 $0
Visit Virginia's Blue Ridge $1,582,500 $1,978,125 $395,625
VML/VACO $9,157 $10,787 $1,630
Western Virginia Regional Industrial Facility Authority $399,052 $399,636 $584
Sponsorships
Advancement Foundation $5,000 $5,000 $0
Blue Ridge Soil & Water Conservation District $3,000 $3,000 $0
India Heritage Society: Festival of India $0 $2,000 $2,000
Miss Virginia $0 $5,000 $5,000
United Way - Bank on Roanoke Valley $5,000 $5,000 $0
Table of Contents
Contributions, Sponsorships, and Memberships
Budgeted Recommended Dollar

Program Amount for Amount for Increase
FY 2022-2023 FY 2023-2024 (Decrease)
Sponsorships (continued)
Virginia Western Community College Scholarships $10,303 $10,303 $0
Other Sponsorships $0 $18,000 $18,000
Dues/Memberships
Alliance for Innovation 0 7,650 $7,650
Roanoke-Blacksburg Technology Council (formerly New Century Technology Council) $3,500 $3,500 $0
Roanoke Regional Chamber of Commerce $6,065 $6,065 $0
Roanoke Valley - Alleghany Regional Commission $100,011 $99,883 ($128)
Roanoke Valley - Alleghany Regional Commission - Regional Bicycle Coordinator $12,000 $12,000 $0
Roanoke Valley - Alleghany Regional Commission - Roanoke River Blueway Local Govt
$5,200 $5,200 $0
Contribution
Roanoke Valley Sister Cities $12,000 $12,000 $0
UVA Weldon Cooper Center $0 $5,000 $5,000
Virginia Municipal League $30,910 $34,415 $3,505
Other
Cultural Endowment $200,000 $200,000 $0
Center In the Square (includes Harrison Museum) $295,000 $295,000 $0
Hotel Roanoke Conference Center Commission $415,000 $515,000 $100,000
Human Services Advisory Board (See details on following pages) $430,000 $435,000 $5,000
Roanoke Arts Commission (See details on following pages) $336,500 $336,500 $0
Roanoke Higher Education Center $11,700 $15,850 $4,150
Roanoke Regional Small Business Development Center $25,000 $25,000 $0
Total Action for Progress (TAP) $160,000 $160,000 $0
Virginia First Cities $0 $24,445 $24,445
TOTAL $ 10,811,165 $ 11,550,637 $ 715,027
Table of Contents
FY 2024 - 2028
CAPITAL PLANS
Capital Improvement Program

FY 2024 - 2028
Project 2024 2025 2026 2027 2028 Total

Bonds $ 12,855,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 32,855,000
Bridge Renovation
Bonds 1,500,000 20,250,000 0 1,250,000 6,000,000 29,000,000
Cash 418,686 418,686 418,686 418,686 418,686 2,093,430
Library Master Plan
Bonds 0 0 0 6,700,000 1,200,000 7,900,000
Parks and Recreation Master Plan
Bonds 3,900,000 500,000 750,000 1,200,000 3,300,000 9,650,000
Cash 475,000 0 0 0 100,000 575,000
Berglund Center
Bonds 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000
Stormwater Improvements
Bonds 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000
Cash 1,365,000 1,365,000 1,365,000 1,365,000 1,615,000 7,075,000
Curb, Gutter and Sidewalk - New
Bonds 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000
Curb, Gutter and Sidewalk - Maintenance
Bonds 500,000 500,000 500,000 500,000 500,000 2,500,000
Cash 1,355,419 355,419 355,419 355,419 355,419 2,777,095
Streetscapes Improvements
Bonds 500,000 500,000 500,000 500,000 500,000 2,500,000
Street Paving and ADA Ramps
Bonds 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000
Cash 5,288,924 4,288,924 4,288,924 4,288,924 4,288,924 22,444,620
Traffic Signal Modernization
Bonds 0 0 750,000 750,000 750,000 2,250,000
Cash 300,000 750,000 0 0 0 1,050,000
Passenger Rail
Bonds 0 0 1,865,000 0 0 1,865,000
Fleet Capital Replacements
Bonds 2,034,000 2,325,000 4,300,000 3,725,000 3,000,000 15,384,000
Cash 3,227,328 1,588,144 1,419,216 1,086,938 874,260 8,195,886
Technology Capital
Bonds 2,600,000 3,025,000 925,000 1,330,000 1,350,000 9,230,000
Cash 1,287,300 1,000,000 1,000,000 1,000,000 1,000,000 5,287,300
Fire Facility Master Plan
Bonds 1,850,000 1,000,000 9,650,000 0 0 12,500,000
Public Works Service Center
Bonds 345,000 4,725,000 0 750,000 750,000 6,570,000
Cash 0 0 0 0 0 0
Capital Building Maintenance
Bonds 1,170,000 1,170,000 1,170,000 1,000,000 1,000,000 5,510,000
Cash 274,550 274,550 274,550 274,550 274,550 1,372,750
Office Renovations
Bonds 1,051,000 1,625,000 0 0 0 2,676,000
City Building Roof Replacements
Bonds 0 1,200,000 1,400,000 800,000 1,300,000 4,700,000
Cash 0 0 0 0 0 0
Total - Bonds 35,805,000 49,320,000 34,310,000 31,005,000 32,150,000 182,590,000
Total - Cash 13,992,207 10,040,723 9,121,795 8,789,517 8,926,839 50,871,081
Total - Bonds and Cash $ 49,797,207 $ 59,360,723 $ 43,431,795 $ 39,794,517 $ 41,076,839 $ 233,461,081
Table of Contents
FY 2024 - 2028
CAPITAL PLANS
Capital Improvement Program

FY 2024 - 2028
Recurring Cash Funding for Capital Projects that are included in the annual operating budget include the following.
$418,686 Bridge Renovations
$271,550 Capital Building Maintenance
$865,000 Stormwater Management
$355,419 Curb, Gutter, Sidewalk Maintenance
$4,288,924 Street Paving
$1,306,207 Fleet Vehicle Replacements
$1,000,000 Technology Projects identified by the ITC
CIP items funded with "Excess Debt Service" or One-Time Funds include Fire/EMS Ambulance Replacement $308,000 and Police Vehicle
Replacements $575,121.
Projects that have been identified to receive future cash funding given the availability of FY23 Year End Surplus funds include the
following. This funding is included as part of the CIP but if funds are not available they would be delayed to a future year.
$287,300 Technology Projects identified by the ITC (Information Technology Committee)
$308,000 Fire/EMS Ambulance replacement
$250,000 Fleet Snow Equipment replacements
$150,000 Hotel Roanoke Loggia
$480,000 Police Vehicle Replacements
$300,000 West End Downtown Compactor
FY 2024 CIP Projects:
Roanoke City Public Schools – New school construction to replace Preston Park Elementary (year 2), Lincoln Terrace Elementary (HVAC
replacement), Patrick Henry High School (regrade and sod practice field), Hurt Park Elementary (new playground), Fishwick Middle (roof
replacement).
Bridge Renovations – 13th Street SW over NSRW, Wiley Drive Low Water Bridge.
Parks and Recreation Master Plan – Washington Park Pool, Richardson Wayland Building Renovation, Skate Park.
Berglund Center – Berglund Performing Arts Theatre (BPAT) restroom remodel and roof replacement, Annex 4th Floor FF&E, parking lot
gates installation.
Stormwater – A wide range of work including Flood mitigation and drainage projects (Harvest Lane, Park Lane, 24th St.,
Patterson 19th & Chapman, Cove & 22nd St., Downtown 1st St. and Salem), water quality/stream restorations (Glade Creek, West Fork
Carvins).
Curb, Gutter and Sidewalk – Continued installation of new curb, gutter, and sidewalks and maintenance of existing projects based on
priorities and project requests.
Streetscapes – Streetscape improvement projects (Shenandoah Ave/Peters Creek to Salem).
Street Paving and ADA Ramps – Resurface and repaving City streets. Funds also dedicated to Federal requirement of installing/upgrading
ADA Ramps as part of street repaving projects.
Fleet Capital – Replacement of Fire Hazmat truck and trailer, ambulance, police units and police K9 unit.
Technology Capital – ERP Financial System upgrade, Global HR Migration, Global Payroll, Talent Management.
Fire Facility Master Plan – Land and A&E for Fire Station #2.
Public Work Service Center – A&E and construction for Wash House/Refueling Station.
Capital Building Maintenance – HVAC, electrical and lighting projects, underground storage tank replacement.
Office Renovations - A&E and construction for Magistrate's Office renovation, A&E for Commonwealth Attorney's Office renovation.
Table of Contents
HUD Entitlement Grants
City of Roanoke, Virginia
FY2023 – 2024 Annual Plan
Overview
Roanoke is classified by the US Department of Housing & Urban Development (HUD) as an

entitlement community and thus receives an annual allocation of funding based on factors such as
population, incomes, and housing conditions. For the fiscal year July 2023 through June 2024,
Roanoke will receive an allocation of $2,640,142. These funds are provided in three grant
programs: Community Development Block Grant (CDBG), HOME Investment Partnerships
(HOME) and Emergency Solutions Grant (ESG). CDBG eligible activities are further classified as
either Community Development or Public Services.
The Annual Plan specifies how new funds and reprogrammed funds from previous years will be
spent on eligible programs. It includes special funding sources received through the CARES Act
(designated at as CDBG-CV) and the American Rescue Act (designated as HOME-ARP). The
plan is developed through a collaborative process that involves HUD Community Resources staff
(HCR), other city staff, non-profits, community funding partners, citizen review teams, and citizen
stakeholders.
The process began with a public meeting on November 9, 2022, where HCR staff discussed how
the funds may be used, objectives to be addressed, the target area approach, and the Council
policy on use of HUD Funds. This meeting also served as a “how to apply” workshop. Over 80
participants attended the meeting. The following day, the ZoomGrants portal was opened for
applications, with an application deadline of January 18, 2023. HCR staff offered technical
assistance during the open application period on the application process and to answer program
questions on eligibility and viability. Applications were sought for CDBG, HOME and ESG
programming.
Over 28 applications were submitted, requesting more than $3.6 million. HCR reviewed
applications to determine if the proposed activity meets a National Objective established by HUD
and other eligibility criteria. If the proposed program met basic eligibility standards, HCR scored
the application and performed a risk assessment on each application to determine the extent and
scope of monitoring and technical assistance that may be required.
The Community Resources Administrator recruited and recommended members for three Citizen
Review Committees, which were confirmed by the Director of Planning, Building, and
Development and the City Manager. Committee members were identified so as to create diverse
groups with a working knowledge of public services, community development, economic
development, and homeless services. Each committee includes representation from the
Belmont/Fallon Target Area. For ESG applications, the Blue Ridge Interagency Council on
Homelessness acts as review and advisory panel. Citizen Review Committees reviewed and
discussed the applications and developed composite rankings within each category of funding.
Table of Contents
The HCR Administrator used scoring, risk assessment, committee ranking, and committee
discussion to develop a proposed funding plan. Following review and concurrence by the City
Manager, the plan moves through a scheduled approval process:
April 6, 2023 Initiate Public Comment Period

April 17, 2023 Annual Plan presented and recommended to City Council
HCR notifies applicants by mail of proposed funding
April 27, 2023 City Council Public Hearing
May 5, 2023 Public Comment Period concludes
May 8, 2023 City Council adoption of resolution approving the plan and directing the City
Manager to submit to HUD
May 16, 2023 Submittal of Annual Plan and public comments to HUD
CDBG
HUD will provide $1,785,245 in new CDBG funds for 2023-2024, a decrease of $33,218 from the
previous year. These funds are the most flexible and can be used for housing development,
economic development, job training, infrastructure projects, and other community development
activities. CDBG funds are intended to benefit low- and moderate-income persons and areas,
though a limited amount can be used for reducing blight in economically distressed areas.
While flexible in the activities they can fund, CDBG funds have caps on certain activities. Local
administrative costs to manage HUD Entitlement funds are limited to 20%. Public Service
activities are limited to 14.25% per federal and local policy. Public Services will fund activities like
rent relief, counseling, youth programs, advocacy, and dental services. Community Development
activities will provide new affordable housing, affordable housing rehabilitation, bus stop shelters,
ADA sidewalk ramps, residential façade improvements, down payment assistance, neighborhood
center street improvements.
Combined with carryover funding from the prior year, CDBG activities will total $2,259,542.
HOME
HUD will provide $695,073 in new HOME Investment Partnership funds, a decrease of $64,994
from the previous year. Limited to housing, these funds can be used to support rehabilitation, new
construction, homeownership assistance, and improvements to rental housing that benefit low to
moderate income persons. HOME funds require applicants to provide a 12.5% match. Habitat for
Humanity of the Roanoke Valley which is a major beneficiary of HOME funding, generally meets
this match requirement with documented volunteer labor.
At least 15% of each annual HOME grant must be invested in qualifying projects conducted by
Community Housing Development Organizations (“CHDOs”). Currently, Habitat for Humanity is
the only CHDO serving the city. HOME caps local administrative expenses at 10%.
Combined with $86,687 in expected program income, HOME activities will total $781,760.
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ESG
HUD will provide $159,824 in new ESG funding, a small increase of $3,283 from the previous
year. These funds are used to provide early interventions and prevent homelessness. HUD has
issued new rules for the distribution of these funds by entitlement communities, which are being
evaluated by city staff, the Roanoke Continuum of Care, the Council of Community Services
and Blue Ridge Interagency Council on Homelessness.
Local administrative costs are capped at 7.5%.
CDBG-CV
The 2020 CARES Act provided $1,603,011 in CDBG-CV funds designated for activities related to
the prevention, preparation, and response to the pandemic. These funds have been programmed
for a number of public service and economic development needs since 2020, and the 2023 HUD
Annual Plan budgets the remaining $182,142 for eligible activities. HCR projects that Roanoke will
surpass incremental spending targets and will fully expend these funds by June 30, 2024, well
before the September 2026 deadline.
HOME-ARP
HUD awarded $2,449,336 in special HOME funds through the American Rescue Plan Act (HOME-
ARP) to be used for four eligible activities: the production and preservation of affordable housing;
tenant-based rental assistance; supportive services including homeless prevention services and
housing counseling; and the purchase or development of non-congregate shelter for individuals or
families experiencing homelessness. 5% of those funds were earmarked available immediately for
administration and planning but the remaining funds were contingent on development of a specific
allocation plan for use of the funds. The City decided to leverage these funds with $4.25M in in
ARPA funds for a more impactful and strategic effect. That plan was approved by City Council and
approved by HUD in April 2023, making the remaining funds available.
For the 2023 Annual Plan, administrative/planning funds carried over from FY 21-22 will be utilized
within the 15% cap imposed by HUD to administer this program, 5% reserved for non-profit
capacity building, 5% for non-profit operating, 20% for eligible support services and 55% of HOME
ARP funds for the creation of housing units. City ARPA funds are matching for support services
and creation of housing units. HOME-ARP funds are not required to be fully expended until
September 30, 2030, so City ARPA funds will be used as priority until depleted, as those funds
have a shorter deadline.
Available Funding
Category Description Available Funding
CDBG 2023-2024 Entitlement Grant $1,785,245

Carry-Over and Program Income $474,297
Subtotal – CDBG Funds Available $2,259,542
HOME 2023-2024 Entitlement Grant $695,073

Carry-Over and Program Income $86,687
Subtotal – HOME Funds Available $781,760
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ESG: 2023-2024 ESG Entitlement Grant $159,824
Carry-Over Funds $0
Subtotal – ESG Funds Available $159,824
CDBG-CV 2020-2021 Allocation $0

Carry-Over Funds $182,142
Subtotal – CDBG-CV Funds Available $182,142
HOME-ARP 2021-2022 Allocation $0

Carry-Over Funds $2,372,869
Subtotal – HOME-ARP Funds Available $2,372,869
Total 2023-2024 All HUD Funding Available $5,756,137
Allocation of Resources:
The City’s 2023-2024 Annual Plan outlines the use of over $5.7 million in CDBG, HOME, ESG,
CDBG-CV and HOME-ARP funding, including carry-over and program income. These funds will
support an array of housing, homelessness prevention, public services, economic development,
neighborhood and community development programs, and planning and administrative costs
associated with these activities.
 Economic Development – No activities qualifying as economic development are proposed for

funding from CDBG nor CDBG-CV funds for FY 23-24.
 Homeless Services -- $148,031 for homeless prevention and rapid re-housing through ESG
funds for programs benefiting the homeless or those at-risk of becoming homeless.
 Housing Development -- $2,930,541 in CDBG, HOME and HOME-ARP funds for new
construction and housing rehabilitation for homeownership, the rehabilitation of owner-
occupied homes, and future housing services to address homelessness.
 Public Services -- $432,836 in CDBG and CDBG-CV funds for services such as social services
for at-risk children, academic enrichment and youth and family programs to benefit low to
moderate income families, physical/mental health services, and eviction prevention programs
to avoid homelessness.
 Neighborhood Development – $776,478 which includes bus shelters for BFTA, $100,000 for
ADA curb ramps in the Belmont/Fallon Target Area, $191,232 to fund a portion of City code
inspectors to serve conservation and rehabilitation low-mod neighborhoods, and $400,000 to
begin engineering and other costs associated with a 9th Street SE street improvement project
for BFTA targeted for FY 24-25.
 Planning and Administration -- $733,450, for staffing, operating costs, training and outside
consulting and professional services incurred by the City to administer CDBG, HOME, ESG,
CDBG-CV and HOME-ARP funds.
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 HOME ARP Support Services - $734,801 for non-administrative and non-housing development
funds from HOME ARP program grant funds set aside for supportive services, non-profit
operations and non-profit capacity building.
Distribution of Housing Funds:
For 2023-2024, the City estimates its CDBG and HOME housing funds will be allocated as follows:
 $213,230 for activities encouraging and facilitating the repair, maintenance, improvement or re-
use of existing owner-occupied or rental housing.
 $757,176 for activities encouraging and facilitating new homeownership.
 $613,000 for activities to develop rental housing
 $1,347,135 for future housing under the HOME-ARP program.
Project Locations:
The Belmont-Fallon Target Area will enter its third year of focused revitalization efforts. The
Annual Plan earmarks $1,612,665 for the target area. The City uses a “greenlining” approach for
its down payment assistance program; that is, it limits eligibility to purchases in formerly redlined
areas. HOME-ARP funds, other housing, and public service activities may be used citywide.
Lead Agencies:
The HUD Community Resources Division of the City’s Department of Planning, Building and
Development is the lead organization for developing and administering the Consolidated Plan and
the Annual Updates. Numerous City offices and departments, and other public, nonprofit and
community organizations oversee activities funded in whole or in part with CDBG, HOME, ESG,
CDBG-CV and HOME-ARP funds. The specific projects, agencies, and funding proposed for the
2023-2024 period are given in the following section.
Leveraged Investment
The proposed funding of HUD funds of $5,756,137 will leverage $27,625,325 in other resources,
ranging from Low Income Housing Tax Credits, city matching funds, other federal and state grant
sources, private foundations, Human Services grants, United Way of Roanoke Valley, in-kind
support, and man hours of countless volunteers from the many non-profit organizations supported
with these funds.
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2023-2024 Projects Submitted, Agencies and Recommended Funding:
ECONOMIC DEVELOPMENT
 BFTA Commercial Façade Improvement (City of Roanoke) - A commercial façade program

based on recommendations from the recently adopted Neighborhood Centers Plan for the City
of Roanoke. The plan identifies three Opportunity Areas on 9th St. SE where façade
improvements are recommended. The Opportunity Areas are within the Belmont Fallon Target
area and also the Enterprise Zone, making it eligible for match funds from the Economic
Development Authority in the amount of 50%. (Proposed $0 CBDG)
HOMELESS SERVICES
 Homeless Management Information System (Council of Community Services) - CCS, in its

role as the HMIS Lead for the Blue Ridge Continuum of Care, seeks to maintain quality data on
the homeless individuals and families who reside in the Roanoke Valley coverage area in order
to best plan, prepare for, and address the effects of homelessness. HMIS is a central data
storage and reporting function required by HUD and will serve up to 20 agencies that provide
services to the homeless population. (Proposed $20,351 ESG)
 Homeless Prevention (Council of Community Services) - CCS will provide short-term financial
assistance, housing location, and service coordination services to individuals and families
facing imminent homelessness. Financial assistance and case management services will be
provided based on individual household need to include assistance with first month’s rent,
security deposits, rental arrears, assistance in locating housing, and general housing stability
service coordination activities. The program will offer financial assistance as a means to
preventing homelessness for 21 families in our community. Financial assistance will be paid to
landlords and/or utility companies on behalf of clients losing their current permanent housing
arrangement, thus preventing homelessness from occurring. (Proposed $56,800 ESG)
 Rapid Rehousing (Council of Community Services) - The project will provide housing start-up
costs, a short-term rental subsidy, housing location and coordination of services to families
experiencing literal homelessness. Financial assistance and case management services will
be provided based on individual household need to include assistance with first month’s rent,
security deposit, utility deposit, rental assistance, assistance in locating housing and general
housing stability service coordination. The program will provide these rapid re-housing services
to assist five families in our community exit homelessness and achieve stability in permanent
housing. Financial assistance will be paid to third party vendors only (i.e. landlords and utility
providers). (Proposed $26,000 ESG)
 Shelter Operations (Family Promise of Greater Roanoke) – FPGR model provides emergency
sheltering specifically for families. Families with children are one of the fastest growing
segments of the homeless population and are a significant segment of the homeless
population in the Roanoke Valley. Funds will provide for staff to provide extensive case
management of families utilizing homeless sheltering operated by Family Promise. The
position will perform initial intake, work with each family to develop life-management plans,
make referrals to mental health services and physical health services, arrange child care for
families, arrange transportation and oversee the day center. (Proposed$ $44,880 ESG)
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HOUSING DEVELOPMENT
 BFTA High Costs Units for Lead Paint Abatement (City of Roanoke Dept. of Planning,
Building & Development) - Lead Safe Roanoke (LSR) is a HUD-funded program implemented
by the City of Roanoke and managed under the HUD Community Resources division of
Planning, Building & Development Department. The program’s goal is to reduce lead poisoning
in children by stabilizing lead based paint hazards found in rental and single-family homes built
in the City of Roanoke prior to 1978. Eligible applicants receive comprehensive services to
identify and stabilize deteriorating lead-based paint hazards in their home and/or rental units.
CDBG funds would assist on 5 single family “High Cost Units,” defined by HUD as units
requiring more than $20,000 worth of lead hazard reduction services. Along with BFTA, these
funds may also be used in past and future target areas. (Proposed: $30,000)
 BFTA New Homeownership – New Construction/Rehabilitation (Habitat for Humanity) -

Habitat for Humanity is a long standing partner organization that has received significant
funding of CDBG and HOME funds for target area homeownership development. HFHRV is
proposing the development and sale of sustainable and affordable single-family housing
through the rehabilitation of four existing properties and the construction of four new homes to
benefit eligible low- to moderate-income homebuyers in and around the City’s Belmont/Fallon
Target Area. All housing shall be developed in a manner consistent with the applicable
neighborhood plans, local/federal historic requirements and any design overlay which may
apply to each development site under consideration. (Recommended: $0 CDBG and $712,176
HOME)
 BFTA Owner-Occupied Limited Repair (Renovation Alliance) - The funding requested for
this application will be used to complete a minimum of 14 owner-occupied rehabilitations with
less than $20,000 per unit maximum for households in the Belmont-Fallon Target Area whose
household incomes are at or below 80% Area Median Income. Basic rehabilitation services
utilizing volunteer labor to address “safe, warm and dry” homeowner needs for low-income
persons. Projects usually include roof replacements, plumbing repairs, window and door
replacement, accessibility modifications, and general maintenance and repair. (Proposed
$75,000 CDBG.)
 BFTA Owner-Occupied Major Repair (Total Action for Progress) - TAP’s Target Area Major
Rehabilitation Project would provide major rehabilitation to owner-occupied homes that are
considered an immediate threat to the health and/or safety of the occupants. With CDBG
funding, TAP would provide major rehabilitations to four eligible single-family owned homes
throughout the City of Roanoke’s Belmont-Fallon target area. Repairs to homes will address
physical defects contributing to an unsafe condition for occupants, as deemed necessary by
the qualified rehabilitation specialist. Rehabilitation costs are capped at $70,000 per house.
(Proposed: $0 CDBG.)
 BFTA Rental Belmont Preservation Project at 930 Stewart (Restoration Housing) -

Restoration Housing (RH) will use CDBG funds and leveraged funds to restore 930 Stewart
Ave. SE, a vacant 1,880-square-foot dwelling in BFTA. The blighted 128-year-old, two-story,
wood-framed structure is unsafe for habilitation. By restoring the building to its original
architectural integrity, the project will be eligible for historic tax credits. Restoration efforts will
include roof and structural repairs; new plumbing, mechanical, and electrical work throughout;
all-new kitchen appliances, granite countertops, and custom cabinetry; and all-new bathroom
fixtures, fittings, and ceramic tile flooring. The original hardwood flooring and trim, and original
windows and doors will be restored or replaced throughout. Exterior siding will be removed,
and exterior features and details will be restored and repainted. The finished structure will
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provide a safe and affordable 3-bedroom/2-bathroom rental home for families between 50%
and 60% AMI. (Proposed $113,000 CDBG)
 BFTA Residential Façade Improvements (Renovation Alliance) - The Belmont-Fallon Target

Area Facade Grant Program will provide opportunities for property owners in the Belmont-
Fallon Target Area to access matching funding for facade improvements. This program is
intended to help address slum/blight remediation in the Belmont-Fallon Target Area. Eligible
property owners will be able to access matching funds for facade improvements within a
designated gateway area within BFTA, including: Labor performed by a licensed contractor for
siding repairs/painting/pointing/ etc., windows, storm windows, doors and storm doors,
porches, porch footers, steps, roofs, and gutters and fees associated with
Architectural/Engineering services and Permitting fees. RA would earn an administrative
management fee of 5% of the value of each improvement. Program participation will require a
minimum reimbursement of $2,000 and a maximum reimbursement of $8,000, translating to
$4,000 - upwards of $16,000 of improvements. (Recommended: $40,000 CDBG)
 Down Payment Assistance (City of Roanoke) - Funds to provide 5-year forgivable, 0%

interest loans of up to $10,000 for down payment and closing costs to assist low/mod-income
families to buy homes in the City. The program will be administered by the HUD Community
Resources office staff and restricted to homes located in formerly “red-lined” areas of the City
where financial services for homebuying were commonly practiced many years ago.
(Recommended: $45,000 CDBG)
 Empowering Individuals with Disabilities (Blue Ridge Independent Living Center) - BRILC's
program would assist low-income City of Roanoke homeowners with disabilities to remain
independent within their own homes and the community by completing home modifications
such as handrails, ramps, modifications of sidewalks, steps and doorways, bathroom
modifications, and the installation of grab bars, etc. These modifications would also positively
impact the sustainability and affordability of housing in the City. (Proposed: $0 CDBG.)
 Future Housing Development Utilizing HOME-ARP Funds (City of Roanoke Dept. of

Planning, Building & Development) - In April 2021, the City received notice from HUD of an
award of funds to the HOME Investment Partnership Program from the American Rescue Plan
Act. Total funds to be awarded are $2,449,336, but only 5% were available for administration
and planning until the City submitted an allocation plan to HUD for approval. The approved
HOME ARP Allocation Plan will use HOME ARP and US Treasury ARPA funds to develop a
target of 50 housing units for eligible individual before 2030, as well as eligible funds for
supportive services, non-profit capacity development, non-profit operations and administration
of funds. (Proposed: $1,347,135 HOME-ARP)
 King Street Roanoke (Community Housing Partners) - The King Street Roanoke project
proposed by CHP involves the new construction of 46 affordable multifamily units at 3339 King
Street Northeast. The property was recently designated as a Revitalization Area for purposes
of qualifying for Low Income Housing Tax Credits The proposed project will consist of 1, 2-
and 3-bedroom apartments and include several amenities like a community room, leasing
office, and playground. The project will target general-occupancy (family) households earning
up to 40%, 50%, 60% and 80% of Area Median Household Income (AMHI) and will be
developed under the Low-Income Housing Tax Credit (LIHTC) program. Eight of the units
within the subject development will receive project-based vouchers, and five units will be
prioritized for permanent supportive housing. 5 units will be designed and built to be fully
accessible to persons with disabilities and 1 unit will serve residents that are sight and/or
hearing impaired. CHP offers full-scale property management services including rental,
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maintenance, and resident services to the citizens living in their communities. CHP was
recently designated as a Community Based Development Organization by the City of Roanoke,
allowing for the use of CDBG funds for the construction of new housing. (Proposed $500,000
CDBG)
 Limited Home Repair Program (Total Action For Progress) - TAP’s FY 23–24
Limited/Emergency Home Repair program, run by the agency’s Energy Conservation and
Housing Rehab (ECHR) component, would provide repairs to owner-occupied homes that are
considered an immediate threat to the health and/or safety of the occupants. With CDBG
funding, TAP would provide repairs to 8 or more eligible homes throughout the City of
Roanoke, not to exceed $20,000 per home. Repairs to homes will address physical defects
contributing to an unsafe condition for occupants, as deemed necessary by the qualified
rehabilitation specialist. (Proposed: $0 CDBG.)
 Summer Youth Repair (Renovation Alliance) - RA engages contractors, area businesses, and
youth volunteers throughout the year to implement critical home repairs with services
culminating in several weeks over the summer. RA plans to work with youth volunteers on over
30 projects throughout the Roanoke Valley, with 12 being in the City of Roanoke. RA works
with over 400 youth volunteers each year during the summer months for volunteer labor to
address critical home repair projects for low-income homeowners in the City. Typical scope of
work addresses safety and stability of the housing situation to help preserve affordable healthy
homes, particularly for homeowners over 60 years of age, disabled, veterans and surviving
spouses and homes with small children. Rehabilitation value is $20,000 or less per house.
Renovation Alliance reviews and selects homes to be included in the program, determine
eligibility, work scopes, any environmental testing and historic reviews, and required permits.
(Recommended: $68,230 CDBG).
PUBLIC SERVICES
 AED Access Project (Compress and Shock Foundation) - CDBG funds are requested
exclusively for the purchase of 5 free standing all weather enclosures with AED as well as
10 indoor use AEDs. The free-standing units are weather and tamper proof and are able to
be unlocked when 911 is called. These are ideal to be situated in a park, or in a common
area in a low to moderate income housing complex, homeless encampments. This
program may be eligible for CDBG-CV funds if connections made to physical and mental
health declines and related risk of stress to heart attacks, as well a rise in homelessness
due to economic recovery. (Proposed: $18,050 CDBG-CV)
 Building Legacies Overcoming Challenges (BLOC) Counselling (Family Service of

Roanoke Valley) - FSRV is expanding its BLOC Counselling Program to offer mental health
services, counseling and support to residents of the Roanoke Redevelopment and Housing
Authority sites; Lansdowne, Hunt Manor, Melrose Towers, Villages of Lincoln, Jamestown
Place, Morningside Manor, Bluestone, and/or Indian Village. Initial program only included
services to 2 public housing communities. The traumas experienced in the last three years
due in large part to the COVID-19 pandemic are unprecedented and well documented.
Within these RRHA neighborhoods it is advantageous to have embedded Mental Health
Professionals to build trust, credibility and decrease the barriers to access care including
childcare and transportation. This program addresses the required criteria for use of
CDBG-CV funds. (Proposed: $80,000 CDBG-CV)
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• Children’s Advocacy Center Program (Children’s Trust) - The Children's Advocacy
Center (CAC) coordinates a community response to child abuse bringing together the
services a child’s needs during the investigation and prosecution of cases, and ensures that
children get the help he/she needs to heal physically and mentally. Services offered
through the CAC include: Forensic interviewing services, where an abused child often
discloses his/her experiences to specially trained staff who conduct developmentally
appropriate, legally sound interviews with children. Family advocacy services are also
provided by Family Advocate staff at the CAC. The family advocate meets with the child’s
caregiver to answer any questions and conducts a needs assessment to make necessary
referrals. This assessment can include basic needs such as food, clothing, shelter, or
mental health needs. The advocate continues to assist the non-offending caregiver with
crisis intervention and referrals throughout the investigation and prosecution. (Proposed
$32,593 CDBG.)
• Community Support Specialist for Brain Injuries– (Brain Injury Services of SW Virginia)-
BISSWVA Community Support Specialists are utilized to develop techniques that will help
survivors of brain injury overcome challenges from their injury associated with everyday
living and increase independent living and can help with a wide variety of things including
learning how to get up on time, use public transit, manage money, stay organized, and
other life skills. (Recommendation: $0 CDBG)
• Court Appointed Special Advocates (Children’s Trust) - The CASA program requested
CDBG funds to offer further programming for children in foster care as well as to support
children who are at risk of foster care placement. CASA’s program offers an objective
advocate for a child who has experienced abuse and neglect. CASA staff and volunteers
work with children whose cases have been assigned by a judge. CASA staff recruit, train
and supervise volunteers. New volunteers complete 30 hours of training prior to serving as
an Advocate and then 12 hours of continuing education annually. (Proposed $58,000
CDBG)
• Dental Support (Bradley Free Clinic) – These funds will support an expansion of an
existing dental health program offered by BFC to low income residents of the city. Services
were covered with volunteers until changes in the volunteer base was impacted by the
pandemic. BFC now requires part-time staffing to continue to provide these services. BFC
is the only provider of dental services for underserved populations in the Roanoke Valley as
other non-profits have ceased offering these services. (Proposed $125,000 CDBG)
• Emergency Eviction Relief Program (Total Action for Progress) - TAP requested funding
to provide mortgage, utility, or rent assistance (direct payments) on behalf of families
(0-80% AMI) at risk of homelessness because of past-due payments. Partners include
the local Continuum of Care (Central Intake) and the Financial Empowerment Center.
All families would be offered the services of the FEC to help them budget for future
housing and utility costs. Families assisted would have to be either 1) at risk of
homelessness because of foreclosure or eviction, or 2) risk violating their leases and
losing their housing because of utility shutoffs. The program would be a response and
recovery to the COVID-19 pandemic and eligible for CDBG-CV funds. (Proposed: $0
CDBG-CV)
• Housing Stabilization for Families in Need (Council of Community Services) - The

project will provide homeless prevention services to households in the City of Roanoke.
Services include payment of security deposits, rent, and utility deposits for 30 households.
All payments are made directly to the landlord or utility company. Records documenting
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the eligibility and provision of services are maintained by the Council of Community
Services (CCS). The Director of Homeless Services has oversight of the program to ensure
compliance with regulations. The Director will provide supervision to the Housing
Coordinator. Staff will serve as primary caseworker for the program. Staff will accept
applications and perform eligibility determinations. Referrals will be made to community
resources to assist the family in achieving long term stability. Staff will work with each
family to develop an individualized housing stability plan with mutually identified goals and
action steps. (Recommended $80,000 CDBG-CV)
 Pathway for Youth (Presbyterian Community Center) - PCC offers a long-standing child
care/education program called Pathway for Youth. The Pathways for Youth program offers
a safe and nurturing environment for students in grades 1 through 12. The program
provides one-on-one tutoring to inner-city children four times a week and homework
assistance and enrichment activities five days a week. Tutors work to develop a positive
relationship with Pathways students by offering friendship and encouragement. Recreation,
cultural enrichment, adult mentoring, leadership development, and community service
experience are also offered. The Presbyterian Community Center is a strong anchor in
BFTA and these services are used by many target area and SE Roanoke residents.
(Proposed: $39,193 CDBG)
 Public Housing Security Systems (Roanoke Redevelopment and Housing Authority) -

RRHA proposed to upgrade its current surveillance camera systems and install additional
surveillance camera systems in the common areas of Melrose Towers and Morningside
Manor. Each development would have their current, obsolete surveillance camera systems
(installed in 2009-2010) replaced with new systems, and also have additional surveillance
camera systems added. The goal for both developments is to have surveillance camera
systems providing coverage for all of the indoor and outdoor common areas. Since this
activity did not touch any housing units, it had to be treated as a public service under crime
awareness and prevention. (Proposed: $0 CDBG)
NEIGHBORHOOD DEVELOPMENT
 BFTA ADA Curb Ramps Improvements (City of Roanoke Transportation – Streets & Traffic)
- Phase III Installation of handicapped accessible ramps and repair/replacement of dilapidated
sidewalks in the Belmont/Fallon Target Area (BFTA). Funds to be matched by City General
Funds (Proposed: $100,000 CDBG)
 BFTA Street Improvement Project (City of Roanoke Engineering Department) - CDBG funds
to set aside for Belmont/Fallon Target Area 9th Street SE Improvement Project to begin in FY
24-25. FY 23-24 allotted funding will cover costs for design and engineering to expedite the
time needed to begin the project. The City typically funds a street improvement project in each
target area funded between CDBG and General Fund capital accounts. Past practice has
been to do these public improvements at the conclusion of a target area period, but efforts will
be made to begin these visible projects earlier in a target area timeline to better encourage
private investment during the target area period and beyond. (Proposed: $400,000 CDBG)
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 Code Enforcement (City of Roanoke Dept. of Planning, Building & Development) - Funds
salaries and fringe benefits of 3 inspectors in established conservation and rehabilitation
districts for City enforcement of the building maintenance and other codes to address blighting
conditions and improve living standards and housing stability in heavily saturated low-moderate
income neighborhoods. (Proposed: $191,232 CDBG.)
 RIDE Solutions Better Bus Stops for Neighborhoods (Roanoke Valley-Alleghany Regional
Commission) - RIDE Solutions intends to create and facilitate a working group of BFTA
stakeholders, Valley Metro, and the City of Roanoke, to select the suitable locations for three
new transit shelters in the Belmont/Fallon Target Area., under the assumptions that all the work
to be conducted within City right-of-way, contracting work is limited to the acquisition of right-of-
way excavation permits, and encroachment permits will be coordinated between the City of
Roanoke and the Greater Roanoke Transit Company. Where possible and feasible these
grant funds will pay for the installation of ADA accessible concrete pads, and reasonable
updates to existing sidewalks and curb ramps to facilitate access to the shelter. Bus shelters
will be donated by Valley Metro and two of the bus shelters will be customized by a local artist
in coordination with the City of Roanoke Arts Commission. (Proposed: $85,246 CDBG)
HOME ARP SUPPORTIVE SERVICE
HOME ARP Supportive Services (City of Roanoke) - Funds to be utilized to provide eligible
supportive services to very low income residents utilizing housing units to be developed with
HOME ARP funding. (Proposed: $489,867 HOME ARP)
HOME ARP Non-Profit Operating (City of Roanoke) – HOME ARP grant funds allowable under
Allocation Plan to be reserved for eligible operating costs to non-profits associated with the
creation of housing units for very-low (less than 30% AMI) residents. (Proposed: $122,467 HOME
ARP)
HOME ARP Non-Profit Capacity Building (City of Roanoke) - HOME ARP grant funds allowable
under Allocation Plan to be reserved for eligible capacity building costs to non-profits associated
with the creation of housing units for very-low (less than 30% AMI) residents. (Proposed: $122,467
HOME ARP)
ADMINISTRATION/PLANNING
 HUD Administrative Funds (City of Roanoke Dept. of Planning, Building & Development) -
The HUD Community Resources (HCR) office is tasked with planning, budgeting, managing,
monitoring and reporting on the use of federal funds received from HUD for eligible activities
that meet HUD National Objectives. HCR solicits applications for funding annually, determine
eligibility of proposed programs, involve citizen review committees to rank priority projects, and
develops Annual Action Plans for approval by City Council and submission to HUD. Once the
Plan has been approved by Council, HCR staff develop MOUs and written agreements with
non-profit agencies or city departments, provide technical assistance as needed, manage
funded programs, monitor for compliance with federal regulations, and report beneficiary
information and accomplishments to HUD and the general public. The office is currently
staffed by a Community Resources Administrator and 4 Community Resource Specialists.
Community Resources Specialists are tasked to manage projects, provide technical
assistance, improve monitoring and compliance, and assist small non-profits in capacity
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building. Staffing and other operating costs associated with the general administration of the
City’s CDBG, HOME, ESG entitlement programs as well as CARES Act and HOME ARP
funding. Budget includes costs for staff salaries/fringe benefits, operating and administrative
expenses, professional development training and use of outside consultants for specialized
services. Limits for each program are 20% for CDBG, 10% for HOME, 7.5% for ESG, 20% for
CDBG-CV and 15% for HOME-ARP. (Proposed: $357,058 CDBG; $69,584 HOME; $11,793
ESG; $4,092 CDBG-CV and $290,933 HOME-ARP).
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2023-2024 HUD Funding Recommendations
Funding by Category: Economic Development $0
Homeless Services $148,031
Housing Development $2,930,541
Public Services $432,836
Neighborhood Development $776,478
HOME ARP Supportive Services $734,801
Planning and Administrative Costs $733,450
Total $5,756,137
Breakout – 2023-2024 Funding for Belmont/Fallon Target Areas Revitalization Initiative: $ 1,612,665
Agency Project Name Current Requested Proposed

Bradley Free Clinic Dental Services $125,000 $125,000
Brain Injury Services of SWVA Case Management for Brain Injury Survivors $0 38,000 $0
Blue Ridge Independent Living Center Empowering Individuals with Disabilities $ $93,750 $0
Children’s Trust Court Appointed Special Advocates $38,501 $58,000 $58,000
Children’s Trust Family Advocacy Services $30,960 $32,953 $32,953
City of Roanoke ADA Ramps in BFTA $100,000 $100,000 $100,000
City of Roanoke BFTA Commercial Façade Improvement $0 $40,000 $0
th
City of Roanoke BFTA Infrastructure – 9 Street Improvements $346,297 $800,000 $400,000
City of Roanoke Code Enforcement $176,914 $191,232 $191,232
City of Roanoke Down Payment Assistance $30,000 $45,000 $45,000
City of Roanoke BFTA High Cost LSR Units in BFTA 0 $30,000 $30,000
City of Roanoke HOME-ARP Housing Future Development $0 $1,347,135 $1,347,135
City of Roanoke HOME-ARP Supportive Services $0 $734,801 $734,801
City of Roanoke HUD Administration $572,600 $733,450 $733,450
Community Housing Partners King Street Roanoke $0 $500,000 $500,000
Compression and Shock Foundation AED Access Project $0 $18,050 $18,050
Council of Community Services Homeless Management Information Services $11,000 $50,000 $20,351
Council of Community Services Homelessness Prevention $56,018 $56,800 $56,800
Council of Community Services Housing Stabilization for Families In Need $75,000 $80,000 $80,000
Council of Community Services Rapid Rehousing $18,229 $26,000 $26,000
Family Promise of Greater Roanoke Shelter Services $30,953 $44,880 $44,880
Family Services of Roanoke Valley BLOC Mental Health Counseling $65,000 $80,000 $80,000
Habitat for Humanity in the Roanoke Valley BFTA New Homeownership $810,000 $820,000 $712,176
Presbyterian Community Center BFTA Childcare Services $25,000 $50,000 $39,193
Renovation Alliance BFTA Limited Housing Repair $80,000 $75,000 $75,000
Renovation Alliance BFTA Residential Façade Improvement $40,000 $40,000 $40,000
Renovation Alliance Summer Youth Housing Repair $75,000 $75,000 $68,230
Restoration Housing BFTA Belmont Preservation Project at 930 Stewart $0 $113,000 $113,000
Roanoke Alleghany Regional Commission RIDE Solutions Better Bus Stops for SE Neighborhoods $47,762 $85,246 $85,246
Roanoke Redevelopment & Housing Authority Public Housing Security System $0 $150,000 $0
Total Action For Progress Emergency Eviction Relief Program 215,000 $218,849 $0
Total Action For Progress BFTA Major Housing Rehabilitation $265,000 $321,397 $0
Total Action for Progress Limited Housing Repair $80,000 $145,225 $0
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APPENDIX – Glossary of Terms and Acronyms
 Accrual Basis - An accounting method in which revenue is recorded in the period in
which it is earned and expenses are recorded in the period in which they are
incurred, rather than when funds are received or paid.
 Annual Comprehensive Financial Report (ACFR) – (formerly known as the CAFR)

The annual report issued by the City on its financial position and activity for the fiscal
year. This report is prepared by the Department of Finance in conformity with U. S.
generally accepted accounting principles as promulgated by the Governmental
Accounting Standards Board. The report is audited by an independent firm of
certified public accountants.
 Adopted Budget - The budget approved by City Council and enacted via a budget
appropriation ordinance.
 Advance Refunding - A refinancing transaction in which new (refunding) bonds are

issued to repay (refund) outstanding bonds prior to the first call date. The proceeds
of the refunding bonds are deposited in an escrow account, invested in government
securities, and used to pay debt service (interest, principal and premium, if any) on
the refunded bonds through the applicable call date. For accounting purposes,
refunded obligations are not considered a part of an issuer’s debt.
 Agent Fees - The fee paid to a financial institution known as the paying agent or
registrar that serves two functions: 1) it receives funds from the issuer prior to each
debt service payment date and then distributes these monies to the bondholders and
2) as registrar it establishes and maintains records of bond ownership.
 Agency Fund – Assemblage of funds that one government agency holds on behalf
of another government agency. In the City’s case this includes the Hotel Roanoke
Conference Center and Commission (HRCCC) Fund.
 Amortization – Allocation of cost for an intangible asset over a set period of time.
 Appropriation - An authorization made by City Council which permits the City

administrative staff to incur obligations against and to make expenditures of
governmental resources. Appropriations are usually made for fixed amounts and
are typically granted for a one-year period.
 Appropriation Ordinance - The official enactment by City Council establishing the

legal authority for City administrative staff to obligate and expend resources.
 Appropriation Unit - A group of line item accounts, established for budgetary

accountability, where authorized obligations and expenditures can be made of City
resources to allow a department (or the City) to operate on a day-to-day basis.
 Appropriation-supported Debt - Obligations that are not considered general

obligations of the City for which the debt service is subject to annual appropriation
(e.g. capital leases, etc.).
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 American Rescue Plan Act of 2021 (ARPA or ARP) – Also called the COVID-19
Stimulus Package or American Rescue Plan. It is a $1.9 trillion economic stimulus
bill signed into law March 11, 2021 to speed up the United States’ recovery from the
economic and health effects of the COVID-19 pandemic and the ongoing recession.
Included in the bill was $350 billion to help state, local, and tribal governments of
which the City of Roanoke has been awarded $64,576,671 over a two-year period.
 Assessed Value - The fair market value placed by the Commissioner of Revenue
on personal and real property owned by taxpayers.
 Balanced Budget - A budget in which revenues are equal to expenditures, and that
has no budgeted deficit (i.e. budgeted expenditures do not exceed
projected/budgeted revenues in a given fiscal year).
 Basis of Budgeting and Accounting – Accounting methods, such as accrual basis

and modified accrual basis, used to document revenues received and authorized
obligations expensed.
 Bond Anticipation Notes (BANs) – Notes issued by the City for capital projects,
which are paid from the issuance of long-term bonds.
 Budgeting for Outcomes (BFO) – is a process designed to improve services and

get a better return on investment of public dollars. BFO starts with a set of results
that matter to citizens and encourages creative ways of achieving them within the
resources available. It emphasizes accountability, innovation, and partnerships.
 Budget - A plan of financial operation comprised of an estimate of proposed

expenditures for a fiscal year and the proposed means of financing those
expenditures (revenue estimates).
 Budget Calendar - The schedule of key dates or milestones which the City follows
in the preparation and adoption of the budget.
 Budget Committee – The City’s administrative staff who are responsible for
providing oversight to the budget development process and for submitting a
recommended budget to City Council. Its members include the City Manager, the
Deputy City Manager for Operations, the Assistant City Manager for Community
Development, the Director of Finance, the Accounting and Systems Manager, and
the Budget Manager (who also facilitates the meetings).
 Budget Document - The official written statement prepared by the City's

administrative staff which presents the proposed budget to the City Council.
 Budget Message - A general discussion of the proposed budget presented to the

City Council by the City Manager as a part of or supplement to the budget
document. The budget message explains principle budget issues against the
background of financial experience in recent years and presents recommendations
made by the City Manager.
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 Capital Assets - City assets of significant value and having a useful life of several
years, also referred to as fixed assets.
 Capital Fund – A fund to account for financial resources that will be used for the
acquisition or construction of major capital facilities (other than those financed by
proprietary funds) such as buildings, parks, schools, streets, etc.
 Capital Lease - A lease obligation that has met the criteria to be categorized as a
capital lease as opposed to an operating lease under generally accepted accounting
principles. Capital leases are common in certain types of financing transactions
involving the use of revenue bonds as opposed to general obligation bonds.
 Capital Projects - Projects which purchase or construct capital assets. Typically, a

capital project encompasses a purchase of land and/or the construction of a building
or facility.
 Capitalized Interest - A portion of the proceeds of a bond issue which is set aside
to pay interest on the bonds for a specific period of time. Interest is typically
capitalized for bonds issued to finance a revenue-producing project to pay debt
service until the project is completed and begins generating revenues.
 Causal Factor – An important contributor to an outcome.
 Community Development Block Grant (CDBG) – Funding received from the U. S.

Department of Housing and Urban Development (HUD). CDBG primarily benefits
low- and moderate-income persons through housing, human services, neighborhood
improvements and economic development activities, with a secondary emphasis on
the reduction of slums and blight.
 Coronavirus Aid, Relief, and Economic Security Act (CARES Act) – Also called
Coronavirus Relief Fund (CRF) – Is a $2.2 trillion economic stimulus bill passed into
law March 27, 2020, in response to the economic fallout of the COVID-19 pandemic
in the United States. Included in the bill was $339.8 billion to state, local and tribal
governments. The City of Roanoke received $17,299,688. A summarized report of
the City’s spending may be found at
 Coronavirus State and Local Fiscal Recovery Funds (SLFRF) – Portion of the
American Rescue Plan Act that provides $350 billion for states, local, territorial, and
tribal governments to respond to the COVID-19 emergency and bring back jobs. The
Treasury launched this relief in March 2021 to 1) Support urgent COVID-19
response efforts to continue to decrease spread of the virus and bring the pandemic
under control; 2) Replace lost revenue for eligible state, local and tribal governments
to strength support for vital public services and help retain jobs; 3) Support
immediate economic stabilization for households and businesses; 4) Address
systemic public health and economic challenges that have contributed to the inequal
impact of the pandemic.
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 Capital Improvement Program (CIP) – A plan for capital expenditures, to be
incurred each year over a fixed period of several future years, which sets forth each
capital project, identifies the expected beginning and ending date for each project,
the amount to be expended in each year and the method of financing those
expenditures.
 City Budget – That portion of the overall General Fund budget under the direct
control of the City Manager (excludes the School Budget).
 City Plan 2040 – A comprehensive plan that will guide investment and decision-
making in Roanoke over the next 20 years. The plan recommends policies and
actions that work together to achieve a list of visions guided by six themes. This plan
is fully presented with in this Budget Document or a more interactive version
containing videos and additional resources may be found on-line here
https://planroanoke.org/city-plan-2040/.
 Contingency Reserve – A budgetary reserve set aside for emergencies or

unforeseen expenditures not otherwise budgeted for. There are three main
contingency reserves maintained by the City of Roanoke. The City Manager
Contingency reserve is an annual reserve maintained for the benefit of the General
Fund and regular operating activities that may have unforeseen or unbudgeted
expenditures. The second contingency reserve is the Capital Project Contingency.
This contingency is intended to provide cash (non-debt) funding sources for capital
projects. A third contingency account is the Grant Match Account. This account is
maintained to fund required matches to grants when they are awarded. Contingency
reserves are different from Fund Balance reserves because contingency reserves
are maintained as available budget in an expenditure account where-as Fund
Balance reserves are cumulative residual funds represented in a balance sheet
equity account.
 Debt - Any obligations of the City for the payment of money issued pursuant to the
Public Finance Act of Virginia.
 Debt Service - Payment of interest and repayment of principal on City debt.
 Debt Service Reserve Fund - A fund established at issuance into which monies are
deposited which may be used to pay debt service if pledged revenues are
insufficient to satisfy the debt service requirements. The debt service reserve fund is
typically funded at closing with bond proceeds but may be funded over time
depending on the structure. Such a fund is an integral component of a moral
obligation bond issue.
 Defeasance - Termination of the rights and interests of the bondholders and their
lien on the pledged revenues in accordance with the terms of the bond contract for a
bond issue. Defeasance usually occurs in connection with the refunding of
outstanding bonds after provision has been made for future payment through funds
provided by the issuance of the new refunding bonds.
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 Depreciation - (1) Expiration in the service life of capital assets attributable to wear
and tear, deterioration, action of the physical elements, inadequacy or
obsolescence, or (2) the portion of the cost of a capital asset which is charged as an
expense during a fiscal period.
 Double-barreled Bond - A bond secured by a defined source of revenue (other

than property taxes) plus the full faith and credit of the City.
 Enterprise Funds - A type of proprietary fund set up to account for the financing of
services to the general public where all or most of the operating expenses involved
are recovered in the form of user charges. Included in this category are the Civic
Facilities Fund, the Parking Fund, and the Storm Water Utility Fund.
 Emergency Medical Services (EMS) – The Fire and Emergency Medical Services
Department provides emergency fire suppression response to incidents involving
fires, fire alarms, smoke scares, vehicle accidents and other types of calls where the
threat of fire exists. It also provides emergency medical response to incidents
involving injury, illness, accidents, and other types of calls where the threat of injury
or illness exists.
 Emergency Solutions Grants (ESG) – Funding received from the U.S. Department
of Housing and Urban Development (HUD). The emphasis for use of these funds
has shifted from providing for activities that assist homeless individuals and families
to early intervention and prevention of homelessness.
 Expenditures – The cost of goods received or services rendered whether payment

for such goods and services have been made or not.
 Empowerment – The capacity of individuals, groups and/or communities to take

control of their circumstances, exercise power and achieve their own goals, and the
process by which individually and collectively, they are able to help themselves and
others to maximize the quality of their lives
 Equity vs Equality – Equity is often confused with equality although they are very
different. Equity means people could be treated differently in the interest of giving all
people access to health, safety, and welfare. Whereas equality means everyone is
treated the same despite their circumstances. A great article on this explanation and
how it applies to budgeting can be found in the GFOA Government Finance Review
article from February 2021 https://www.gfoa.org/materials/gfr-equity-in-budgeting-2-
21.
 Federal Annual Measurable Objectives (FMAO) – No Child Left Behind federal

legislation requires states to set annual measurable objectives for proficiency in
reading and mathematics, participation in testing, and graduation.
 Fiduciary Funds – Used to account for resources held for other governments,
individuals, or agencies not part of the City.
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 Fiscal Year – An accounting period extending from July 1 to the following June 30
for the City of Roanoke. Fiscal years may be expressed in several different ways.
For example, FY22 or FY2022 or FY2021-22 or FY2021-2022 all refer to the time
period July 1, 2021 through June 30, 2022.
 Full-Time Equivalent (FTE) – Position equivalent of eight hours per work day.
 Fund – A sum of revenues set aside and allocated to specific categories, such as
General, Proprietary, and School, to provide funding of day-to-day and
administrative operations.
 Fund Balance – Represents the cumulative difference between total financial

resources and total appropriated uses. Fund balances are used for one-time (non-
operational) expenditures or they are appropriated as “reserves” or “contingency”. In
the budget process, financial resources equal total appropriated uses because the
creation of reserves or contingencies is budgeted as appropriated uses.
 Generally Accepted Accounting Principles (GAAP) – The standard framework of

guidelines for financial accounting, mainly used in the USA. It includes the
standards, conventions, and rules accountants follow in recording and summarizing
transactions, and in the preparation of financial statements.
 Governmental Accounting Standards Board (GASB) – The GASB establishes and

improves state and local governmental accounting and financial reporting standards
which result in practical information for users of financial reports. They also guide
and educate the public, including issuers, auditors, and users of those financial
reports.
 General Fund – A type of governmental fund used to account for revenues and
expenditures for regular day-to-day operations of the City, including the School
system, which are not accounted for in the proprietary funds. The primary sources of
revenue for this fund are local taxes and Federal and State grants.
 General Obligation Bonds - Bonds issued pursuant to Article VII, Section 10 of the
Constitution of Virginia and the Public Finance Act secured by the full faith, credit
and taxing power of the City.
 Goal - A clear statement of a program's mission, or purpose.
 Governmental Fund - Used to account for expendable financial resources, other

than proprietary or fiduciary fund types. Governmental fund types use the flow of
current financial resources measurement focus.
 Grant - A contribution of assets (usually cash) by one governmental unit or other

organization to another. Typically, these contributions are made to local
governments from the Federal and State governments for specified purposes.
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 HOME Investment Partnerships Program (HOME) – Funding received from the
U.S. Department of Housing and Urban Development (HUD). HOME benefits low-
and moderate-income persons through the development of affordable housing.
 Hotel Roanoke Conference Center Commission (HRCCC) – Hotel Roanoke was

built and owned by Norfolk and Western Railroad in 1882. The Hotel Operated until
around the mid 1980s and was closed. N&W donated the hotel to the Va Tech Real
Estate Foundation. The Foundation collaborated with the City and reached an
agreement to refurbish the hotel if the City would build an adjoining conference
center. The General Assembly passed legislation for the formation of a “political
entity” called the HRCCC to own and oversee the operation of the conference
center.
 HUD Fund – The City of Roanoke receives funding annually from the U.S.
Department of Housing and Urban Development (HUD) in three grants: Community
Development Block Grant (CDBG), Home Investment Partnerships (HOME), and
Emergency Solutions Grant (ESG).
 Indicator – A high level measure of performance.
 Internal Service Funds - A type of proprietary fund used to account for the
financing of goods or services provided by one City program to other City programs,
or to other governments, on a cost-reimbursement basis. Included in this category is
the Risk Management Fund. In prior years it also included Fleet Management and
Technology; However, today these funds are now included in the General Fund and
no longer considered Internal Service Funds.
 Information Technology Committee (ITC) – Recommends policy direction on a

City-wide basis for all information technology, including voice and data
communications. The committee will review information and office automation needs
and recommend to the City Manager direction and priorities consistent with the long
term mission, goals and objectives which have been established for the City.
 Legal Debt Margin - The amount of general obligation bonds and certain other
interest bearing obligations (other than revenue bonds) that the City may have
outstanding expressed as a percentage of the assessed value of real estate in the
City as shown on the last preceding assessment for taxes.
 Line-Item Budget - A budget summarizing the major objects of expenditure for

goods and services that the City intends to purchase during the fiscal year.
 Local Funds - Indicates funding from local sources only and does not include funds
received from Federal, State and other sources.
 Metropolitan Statistical Area (MSA) – Metropolitan and micropolitan statistical

areas comprise one or more entire counties.
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 Mission Statement - Declaration of purpose for an entire organization or one of its
programs.
 Modified Accrual - An accounting method in which revenues are recorded when

available and measurable and expenditures are recorded when services or goods
are received and the liabilities are incurred.
 Moral Obligation Bond – A bond which is secured by the revenues from the
financed project and, additionally, by a non-bonding agreement that any deficiency
in pledged revenues will be reported to the issuer’s legislative body (City Council)
which may appropriate monies to make up the shortfall. Typically the mechanics
involve a debt service reserve fund which is drawn upon to make up for any
deficiency in pledged revenues. The legislative body is then requested to replenish
the reserve fund but is not obligated to do so. These bonds are considered tax-
supported debt and impact debt capacity to the extent that pledged revenues are
ever insufficient to support debt service.
 National Incident Based Reporting System (NIBR or IBR) – National incident

based reporting system used by law enforcement agencies in the United States for
collecting and reporting data on crimes.
 Nominal Group Technique – This is a Lean prioritization tool that has been used
by Priority Teams in previous years to rank offers. Instead of the Team performing a
peer review, each team member keeps their own notes on the strengths and
weaknesses of each offer based on the team discussion and their own knowledge of
the service. Each team member ranks the offers in descending order in the
member’s perceived order of importance in meeting the outcomes of the priority. The
rankings of all the team members are combined to come up with an overall ranking.
This technique” allows the Team to come to a consensus on the relative importance
of each offer by incorporating individual importance rankings into the Team’s final
prioritized listing.
 Objective – The actual functions or services that a City program must provide in
order to achieve its stated goals.
 Object of Expenditure – Expenditure classifications based upon the types or

categories of goods and services purchased. Typical objects of expenditure include:
Personal Services
Operating Expenditures
Internal Services
Capital Outlay
 Organization – An operating department, grant or capital project. Also sometimes

referred to as a “cost center”.
 Outcomes – The desired results that will be seen if the City is successful in providing
programs and services that affect the causal factors identified for the priorities.
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 Phonological Awareness Literacy Screenings (PALS) – a state-approved

screening and diagnostic tool for measuring young children’s knowledge of important
literacy fundamentals that predict future reading success.
 Performance Measure – Specific quantitative measures of services performed or

results obtained within a program.
 Price of Government – The amount citizens are willing to pay to achieve the results
required or, in other words, the revenues generated by the entire government.
 Program - A term used to describe a City department or cost center with distinct
objectives and activities.
 Proprietary Funds - A type of fund that accounts for governmental operations that
are financed and operated in a manner similar to private business enterprises.
Proprietary fund types used by the City include the Enterprise and Internal Service
Funds.
 Purchasing Strategies – Preferences identified by the Priority Teams of the types

of offers they feel will most likely achieve the high-level outcomes that will make the
priority successful.
 Qualified Zone Academy Bonds (QZAB) – No interest bond funding enabled

through the Taxpayer Relief Act of 1997 which allow schools in low income areas to
fund building renovations and repairs, provide school equipment, develop course
material, and train teachers. Qualified lenders who provide QZABs will receive a tax
credit as well as interest for providing the bonds and in exchange the School
receives a zero interest loan.
 Roanoke Centre for Industry and Technology (RCIT) – Created in two phases this
city owned industry park is now over 440 acres and is nearly fully occupied. Tenants
include Orvis, Eaton, FedEx Ground, Advance Auto Parts, Elizabeth Arden/Revlon,
Grupo Bimbo Bakery, Semco, and several others including the first ever joint VA811
– City911 operation center. The largest site at nearly 50 acres is owned by
Deschutes Brewery of Bend, OR. Located on the eastern edge of the City along
Route 460 E and convenient to I-581 and I-81 the park is home to over 2,000
employees. Just two sites remain available and both are ready for development.
 Recommended Budget – The budget proposed by the City Manager to City Council
for adoption.
 Refunding – A transaction in which the City refinances an outstanding issue by

issuing new (refunding) bonds and using the proceeds to immediately retire the old
(refunded) bonds.
 Request for Results Document (RFR) – A document prepared by each Priority

Team that defines the causal factors, outcomes, and indicators needed for the
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Priority to be successful. It also defines the types of offers that will meet these
outcomes and the team’s purchasing strategies for selecting them.
 Resource Allocation Plan - A more descriptive term for the budget document,
indicating that it is indeed a financial plan for the allocation of resources to specific
program services.
 Revenue – A term used to represent income to a specific fund, or an increase in the

fund's assets.
 Revenue Bond – A bond that is payable from a specific source of revenue and to
which the full faith and credit of the City’s taxing power is not pledged. Revenue
bonds are payable from identified sources of revenue, including general fund
revenues on occasion, for certain types of appropriation-supported bonds.
 Strategic Business Plan (SBP) – Important management tool that conveys a

department’s priorities for a five year planning horizon. This planning document
gives every employee an understanding of the department’s direction, the rationale
behind it, and an outline of how the department will get there. All City departments
that report to the City Manager will have an approved strategic business plan.
 School Fund Budget - The School Fund revenues and expenditures under the
control of the School Board for the operation of Roanoke City Schools.
 Strategic Issues – Policy choices or decisions which serve as the fundamental

basis for the organization's types of services, service levels, cost of services and
overall management.
 Strategy Maps – They are Pictorial representations of the causal factors, outcomes,
and performance indicators that are important for a priority to be successful. They
were developed by the Priority Teams for each priority.
 Tax Levy - The total dollar amount of tax that optimally should be collected based on
tax rates and assessed values of personal and real properties.
 Tax Rate - The level at which taxes are levied.
 Tax-supported Debt - Debt that is expected to be repaid from the general fund tax
revenues of the City. This includes general obligation bonds, appropriation-
supported bonds, capital leases and in certain circumstances moral obligation
bonds. For the purpose of the Debt Policy, net tax-supported debt includes general
obligation debt for the City and School Board, certain bonded capital leases, & any
moral obligation bonds for which the City has deposited funds to a debt service
reserve fund as requested to replenish such reserve fund. Net tax-supported debt
does not include debt payable by the City’s proprietary funds, including self-
supporting double-barreled general obligation bonds, and the amount available in
the City’s debt service fund.
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 Third Party – An organization other than the City or other level of government. This
may be an individual, company or non-profit.
 True Interest Cost - This is a method of computing the City’s cost of borrowing
through the bond market. It is defined as the rate, compounded semi-annually,
necessary to discount the amounts payable on the respective principal and interest
payment dates to the purchase price received for the new issue.
 Tier – An additional classification used for budget offers based on the relative
importance of a program/service in serving the citizens. It was utilized as an
additional tool in the FY24 budget development process to appropriate funds to best
meet the needs of citizens, while still keeping the budget balanced.
 Virginia Department of Transportation (VDOT) – Stage agency responsible for

building, maintaining, and operating the State's roads, bridges and tunnels. Through
the Commonwealth Transportation Board, it also provides funding for airports,
seaports, rail and public transportation.
 U. S. Department of Housing and Urban Development (HUD) – The federal

government organization whose mission is to increase homeownership, support
community development, and increase access to affordable housing free from
discrimination.
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Community Good Human Non‐ Not
Program Economy Education Infrastructure Livability
Safety Government Services Departmental Applicable
TREASURER
Billing X
Cash Management X
Collections X
Dog Licensing X
Investment Services X
Set Off Debt Collection Program X
Tax Sale X
CLERK OF COURTS
Circuit Court Clerk Performance of State Mandated Duties X
JUVENILE & DOMESTIC COURT
Probation, Parole and Intake Services X
Residential Juvenile Detention Services X
JUVENILE & DOMESTIC CRT CLERK
Juvenile & Domestic Court Case Management X
MAGISTRATE'S OFFICE
Magistrate Services X
GENERAL DISTRICT COURT
Case Management X
CIRCUIT COURT
Case Management X
COMMISSIONER OF THE REVENUE
Business License Taxation X
Business Personal Property Taxation X
PCI annual maintenance and support (Supplemental) X
Personal Property Tax Administration X
Real Estate Tax Relief X
State Tax Programs X
Trust Tax Administration X
SHERIFF
Accreditation Programs X
Administration X
Burials and Cremations X
Calls for Service X
Citizen Ride Along X
Civil Process Service X
Courthouse Security X
Detention Center X
Evidence and Property Management X
Extradition X
Physical Plant Maintenance X
Planning and Research X
Preventative Patrol X
Prisoner Escorts X
Prisoner Management X
Prisoner Transport X
Professional Standards X
Records Management X
Recruiting X
School Resource Officers SRO X
Traffic Ordinance Enforcement and Crash Investigations X
Training X
Truancy Program X
Violent Crimes Investigations X
COMMONWEALTH'S ATTORNEY
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Case Management X
CITY COUNCIL
City Council X
CITY ATTORNEY
Legal Counsel X
CITY CLERK
City Clerk Support and Administrative Services X
CITY AUDITOR
Audit Projects X
External Audit Coordination X
Fraud, Waste, and Abuse Hotline X
DIRECTOR OF FINANCE
Accounts Payable X
Administration of Plans and Benefits X
Bid Management X
Board of Equalization X
Budget Communications / Reporting X
Budget Implementation and Monitoring X
Budget Planning and Development X
Capital Project Planning X
Contract Management and Administration X
Employee education for benefit programs X
Evaluation of Financial and Management Accomplishments X
Fund Accounting and Reporting X
GIS Database Maintenance X
Management of Post Employment Benefit Programs X
Payroll X
Procurement Card (PCard) Management X
Property Valuation X
Purchase Order Management X
Supplier Diversity and Inclusion X
Surplus Property Management and Disposal X
Systems X
Tax Roll Preparation and Certification X
Vendor Registry and Management X
ELECTORAL BOARD
Conduct of Elections - Local/State/Federal X
Voter Registration Services X
CITY MANAGER
Administering City's Strategic Initiative X
Leadership, Management and Oversight X
Memberships and Affiliations X
Youth Services Initiative X
COMMUNITY ENGAGEMENT
Community Engagement and Inclusion X
Neighborhood Support X
Public Information; Make City News Accessible and Promote the City
of Roanoke X
Youth and Gang Violence Prevention X
Table of Contents
ECONOMIC DEVELOPMENT
Business and Community Engagement X
Economic Development Authorities and Agencies X
Economic Opportunity & Community Vibrancy X
Entrepreneurship & Innovation X
Roanoke Valley Broadband Authority X
Youth Summer Employment X
HUMAN SERVICES
Compensation & Systems X
Employee Benefits Administration X
Employee Development - Succession Planning X
Employee Health & Wellness X
Employee Recognition Program X
Employee Relations & Engagement X
FY24 City Staff Compensation Increase X
Learning and Development X
Organizational Development & Learning X
Recruitment & Employment Services X
Recruitment Initiatives X
DEPARTMENT OF TECHNOLOGY
911 Communications Call Taking X
911 Communications Emergency Dispatch X
Blue Hills Condo Association X
Business Applications Support X
Calls for Service Non Emergency Response X
Cybersecurity Management X
Data Center Support and Management X
E911 Strategic Planning and Operations Management X
E911 Training and Accreditation X
End User and Device Support X
GIS Enterprise Management and Support X
Hiring and Applicant Tracking System X
IT Portfolio and Project Management X
IT Strategic Planning and Governance X
ITC Project Requests X
Low Voltage Systems Support X
Network Support and Management X
Public Announcement Hardware Support X
Radio System Support and Management X
Technology Contracts Management X
Telephone System Support and Management X
Vehicle Installations (Non-Radio) X
GENERAL SERVICES
Asset Utilization and tracking X
Auto Body Repair X
Bagged Leaf Collection Service X
Berglund Center HVAC Required Preventative Maintenance X
Brush Collection Service X
Bulky Item Collection Service X
Cart Management and Distribution X
City Utilities and Work Order Management X
City Wide Claims X
Claim Payments Administration X
Contracts & Service Agreements X
GENERAL SERVICES (continued)
Table of Contents
Custodial Cleaning Services X
Fleet Fuel Station Management X
Fleet Maintenance X
Fleet Replacement Management X
Fleet Road Call Services X
Fleet Vehicle Disposal X
Fleet Vehicle Licensing X
Fleet Vehicle Wash X
Parts and parts contract X
Physically Challenged Collection Service X
Recycle Collection Service X
Risk Analysis X
Risk Management Insurance X
Safety Management X
Sealed Compactor Program for the Central Business District X
Snow Removal X
Solid Waste Collection for Community Events & Cleanups X
Solid Waste Management Administration X
Solid Waste Management Code Enforcement X
Solid Waste Management Customer Service & Dispatch X
Sublet Vendor Repairs X
Trades Services & Facility Repairs X
Trash Collection Service X
Vehicle Decals X
Workers' Compensation X
FIRE/EMS
Community Risk Reduction Division X
Fire - EMS Training Division X
Office of the Fire-EMS Chief X
Fire and Emergency Medical Services Operations X
Emergency Management X
Fire Marshal's Office X
Part-Time EMS Operations X
PUBLIC WORKS
AEP Owned/Maintained Streetlighting X
Alley Maintenance X
Bridge Rehabilitation and Renovation X
Bridge Safety Inspection Program X
Capital Project Management Services X
Citizen Inquiries, Outreach and Assistance X
Environmental incident response, mitigation and enforcement X
Environmental Liaison X
Environmental Management System X
Geographic Information Systems Application Maintenance X
Landscape Maintenance & Growing Season Litter Removal X
Map and Graphic Production X
Outdoor Power Equipment Maintenance X
Program Management, Quality Assurance and Improvement X
Property Acquisition/Easement Management X
Regulatory Compliance Assurance X
Right of Way Permits Coordination X
Sidewalk & ADA Ramp Maintenance X
Table of Contents
PUBLIC WORKS (continued)
Snow Removal Program X
Street Maintenance X
Sustainability, Resilience and Disaster Support X
Traffic Engineering X
Traffic Signal and City owned Streetlight Maintenance X
Traffic Signs; Pavement Markings & Striping X
PUBLIC WORKS: STORMWATER FUND
Asset Inventory and Graphic Information System Mapping X
Community Outreach and Engagement X
Municipal Separate Storm Sewer System (MS4) Permit X
Stormwater Infrastructure Maintenance X
Stormwater Utility Capital Improvement Projects Program
Management X
PLANNING, BUILDING & DEVEVELOPMENT
Brownfields Assessment and Remediation X
Business Process Support X
Code Enforcement X
Community X
Community Planning and Public Engagement X
Legislative Advocacy X
Media Relations X
Percent (%) for the Arts X
Plan Review, Permitting and Inspections X
Pollution Reduction Program Development X
Public Education & Outreach Branding X
Roanoke Arts Commission X
Strategic Implementation (Emissions Reductions) X
Strategic Planning and Organizational Management X
Web / Social Media X
PARKS & RECREATION
Athletics X
Community Recreation X
Events X
Landscape Management X
Outdoor Recreation X
P.L.A.Y. After School Program X
Park Management X
Planning and Development, Business Support, and Marketing X
Trails and Greenways X
Urban Forestry X
HUMAN SERVICES
Administration of Child Care Subsidy X
Adoption Services X
Adult Protective Services X
Alternative / Private Day School X
Assisted Living Support X
Benefits Division - Federal and State programs (SNAP, TANF,
Medicaid) X
Blue Ridge Behavioral Health Care X
Child Protective Services Prevention X
Child Welfare Family Support. X
Child Welfare Substance Abuse & Supplemental Services X
Community-Based Services X
HUMAN SERVICES (continued)
Table of Contents
Cremation Assistance X
CSA Training Plan and Star City ARC X
Extended Foster Care Ages 18+ X
Family Partnership Meetings X
Foster Care Services X
HAT - Emergency Assistance - Temporary X
Health Department X
Homeless Assistance Team (HAT) X
Homeless Systems Leadership X
Human Services Advisory Board X
Human Services Citizen Employment & Training X
Juvenile Justice (Youth Haven) X
Outreach Detention and Relief Counselors X
Refugee Resettlement X
Residential Educational Services X
Residential Parental and Non-Custodial X
Total Action Against Poverty (TAP) X
Transition Services, Residential to Community Placement X
VJCCCA Enhanced Community Services X
VJCCCA Substance Abuse Services X
POLICE
Animal Code Enforcement X
Animal Control Call Response X
Animal Control Inspection and Permitting X
Animal Impoundment X
Animal Reclamation X
Animal Rescue Program X
Cadet Academy X
Calls for Service Emergency Response X
Calls for Service Non Emergency Response X
Case Reports X
Citizen Ride Along X
Citizen's Police Academy X
Cold Case Investigations X
Community outreach and Education X
Community Problem Solving X
Computer Forensic Crime Lab X
Crime Analysis X
Crimes Against Person X
Crisis Negotiations X
Death Scene Investigations X
Emergency animal sheltering X
Emergency Response Team X
Evidence and Property Management X
Fingerprinting X
Gang Enforcement Team X
General Investigations X
Gun Permitting X
K9 Team X
Mental Health Response X
Narcotics Investigations X
Preventative Patrol X
Prisoner Transport X
POLICE (continued)
Professional Standards X
Table of Contents
Property Crimes Investigations X
Quartermaster Program X
Recruiting X
RESET Volunteers X
Special Victims Unit Crimes Against Children X
Special Weapons and Tactics SWAT X
Traffic Ordinance Enforcement and Crash Investigations X
Training X
Veterinary Medical Services X
Violent Crimes Investigations X
Walk in Reports X
Warrant Execution X
Whole of Government X
LIBRARIES
Library Outreach Services X
Programs - Youth and Family Services X
Books and Materials X
Neighborhood Community Centers X
Technology Services X
Programs - Adult & Workforce Development X
Star City Reads X
Research Services X
Cooperative Extension X
PARKING FUND
Parking Enforcement Operations X
Maintenance of Parking Garages X
Non Operating Debt Service for Parking Facilities X
Operation of Surface Parking Lots X
Maintenance of Surface Parking Lots X
City Personnel and Contingency X
Operations of Parking Garages X
CIVIC FACILITIES FUND
Operating X
Events X
HOTEL ROANOKE FUND
Hotel Roanoke Conference Center Commission Operating X
NON-DEPARTMENTAL
Berglund Center: General Fund support X
Budget Stabilization Reserve X
Debt Service Payments X
Greater Roanoke Transit Company: General Fund support X
Roanoke City Public Schools X
Transfer to Capital: Bridge Maintenance X
Transfer to Capital: One-Time Funds X
Transfer to Grant Fund X
Transfer to Risk - General and Auto Liability Claims X
Transfer to Risk Management Reserve X
Table of Contents

FY2024 Recommended Budget Document - 202304171423239293

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Sherman P. Lea, Sr. Joseph L. Cobb

Patricia White-Boyd Luke W. Priddy Stephanie Moon Reynolds

Vivian Sanchez-Jones Peter J. Volosin

Robert S. Cowell, Jr. William B. Robertson

Assistant City Manager –

Community Engagement (4)

Robert S. Cowell, Jr. City Manager

William B. Robertson Assistant City Manager – Chief Finance Officer,

Angela L. O’Brien Assistant City Manager- Chief Strategy Officer,

Christopher L. Chittum Assistant City Manager Apprentice

(in order shown left to right)

Trinity T. Kaseke Budget/Business Analyst

Corey H. Alshouse Budget/Business Analyst

Yen T. Ha Senior Budget/Business Analyst

Lesha C. VanBuren Budget Analyst

Amelia C. Merchant Deputy Director of Finance

Paul R. Workman Budget Manager

Jason A. Cromer Revenue Analyst

PARKING (per month) FY 2023 FY 2024

Between FY 2011 through FY 2023

Objective of Action Plans

Relationship to Strategic Plan, Comprehensive Plan and Annual Budget

And emphasizes the following priorities:

Equity Action Plans

Awareness and Training

An organizational assessment conducted by then, Diversity Advisory Council, revealed an

Departmental Equity Action Plan

Recommended Dollar Change Percent Change

General Fund Budget $355,400,000 $30,611,000 9.4%

ORGANIZATION-WIDE EXPENSES – $16,874,926

Worker Compensation – $21,708 – Increase to provide funding for Worker Compensation

Compensation – $9,660,536 – Increase in budgeted funding for a compensation increase

Retirement – $5,320,058 – Increase in funding due to an increase in the required contribution

COMMUNITY SAFETY – $805,761

Police – $30,000 – Provides funding for additional training.

HUMAN SERVICES – $2,117,800

Facilities Management – Custodial Services - $30,000 – Provides additional funding for

Technology Contract Increases – $87,364 – Increase in budgeted funding for technology

GOOD GOVERNMENT – $642,536

Commissioner of Revenue – $14,347 – Provides funding for contractual increases as well as

Economic Development – $3,500 – Provides additional support for monitoring of funding

EXTERNAL AGENCIES – $645,471

Roanoke Valley Broadband Authority – ($149,596) – Decrease in funding required to support

Roanoke Valley Television – $51,483 – Increase in funding to support Roanoke Valley

Other – ($11,864) – Net decrease in other funding.

Economic Development – ($175,556) – Net decrease in funding resulting from an increase in

GENERAL FUND REVENUES:

A. LOCAL TAXES $22,832,800

4. Prepared Food and Beverage Tax - $1,628,000 – This tax is a consumer-driven

5. Transient Occupancy Tax – $1,055,000 – This tax is a consumer-driven revenue

6. Other – $2,727,200 – Local taxes not individually described above represent a

B. INTERGOVERNMENTAL REVENUE $5,319,300

The Intergovernmental category represents revenue from the commonwealth and

PROPRIETARY FUND REVENUES:

3. Stormwater Utility Fund – Estimated FY 2024 operating revenues for the

B. INTERNAL SERVICE FUNDS:

Charges for Revenues Intergovernmental