Fauquier Proposed 2018 Budget

FAUQUIER COUNTY, VIRGINIA
FY 2018
COUNTY ADMINISTRATORS PROPOSED BUDGET
BOARD OF SUPERVISORS
Richard R. Gerhardt, Chairman (Cedar Run District)
Christopher T. Butler, Vice Chairman (Lee District)
Mary Leigh McDaniel, Marshall District
Christopher N. Granger, Center District
R. Holder Trumbo, Scott District
ADMINISTRATIVE STAFF
Paul S. McCulla, County Administrator
Catherine M. Heritage, Deputy County Administrator
OFFICE OF MANAGEMENT AND BUDGET

Erin M. Kozanecki, Director
Mallory K. Stribling, Budget and Management Analyst II
Susie G. Lemoine, Budget and Management Analyst I
Randy J. Benevento, Budget Technician II
10 Hotel Street, Warrenton, Virginia 20186

TABLE OF CONTENTS
EXECUTIVE SUMMARY
Executive Summary ................................................................................................................ A - 1
GENERAL FUND REVENUE

General Fund Revenue ............................................................................................................. B - 1
GENERAL GOVERNMENT
Board of Supervisors ................................................................................................................ C - 1
Commissioner of the Revenue.................................................................................................. C - 4
County Administration ............................................................................................................. C - 11
County Attorney ....................................................................................................................... C - 14
Finance ..................................................................................................................................... C - 18
Geographic Information Systems ............................................................................................ C - 23
Human Resources ..................................................................................................................... C - 26
Independent Auditor ................................................................................................................. C - 31
Information Technology .......................................................................................................... C - 32
Management and Budget .......................................................................................................... C - 35
Registrar ................................................................................................................................... C - 39
Treasurer................................................................................................................................... C - 42
JUDICIAL ADMINISTRATION
Adult Court Services ................................................................................................................ D - 1
Circuit Court ............................................................................................................................. D - 5
Clerk of Circuit Court............................................................................................................... D - 7
Commissioner of Accounts ...................................................................................................... D - 11
Commonwealths Attorney ...................................................................................................... D - 12
General District Court .............................................................................................................. D - 15
Juvenile and Domestic Relations Court ................................................................................... D - 16
Magistrates ............................................................................................................................... D - 17
PUBLIC SAFETY
Fire, Rescue and Emergency Management .............................................................................. E - 1
Juvenile Detention and Probation ............................................................................................. E - 9
Sheriffs Office ......................................................................................................................... E - 12
PUBLIC WORKS
Environmental Services - Convenience Sites ........................................................................... F - 1
General Services ....................................................................................................................... F - 4
HEALTH AND WELFARE

Community Services Board...................................................................................................... G - 1
Public Health ............................................................................................................................ G - 2
Social Services ......................................................................................................................... G - 3
TABLE OF CONTENTS
CULTURE
Library ...................................................................................................................................... H - 1
Lord Fairfax Community College ............................................................................................ H - 6
Parks and Recreation ................................................................................................................ H - 7
COMMUNITY DEVELOPMENT
Agricultural Development ..........................................................................................................I - 1
Community Development ..........................................................................................................I - 4
Contributions ..............................................................................................................................I - 12
Cooperative Extension ...............................................................................................................I - 14
Economic Development .............................................................................................................I - 17
John Marshall Soil and Water Conservation District .................................................................I - 23
Planning Commission - Board of Zoning Appeals - Architectural Review Board ....................I - 27
NON-DEPARTMENTAL
Non-Departmental ......................................................................................................................J - 1
CAPITAL IMPROVEMENT PROGRAM

Capital Improvement Fund ....................................................................................................... K - 1
SCHOOL DIVISION
School Division Funds ............................................................................................................. L - 1
OTHER FUNDS
Airport Enterprise Fund............................................................................................................ M - 1
Ambulance Revenue Fund ....................................................................................................... M - 4
Conservation Easement Service District Fund ......................................................................... M - 6
County Asset Replacement Fund ............................................................................................. M - 9
Debt Service Fund .................................................................................................................... M - 11
Fire and Rescue Levy Fund ...................................................................................................... M - 13
Fleet Maintenance Fund ........................................................................................................... M - 17
Health Insurance Fund.............................................................................................................. M - 20
Landfill Enterprise Fund........................................................................................................... M - 21
COUNTYOFFAUQUIER
OFFICEOFTHECOUNTYADMINISTRATOR
10HotelStreet,Suite204
PAULS.McCULLA Warrenton,Virginia20186 CATHERINEM.HERITAGE
CountyAdministrator PHONE5404228001 DeputyCountyAdministrator
FAX5404228022
Email:paul.mcculla@fauquiercounty.gov
February 23, 2017
TO: Board of Supervisors
FROM: Paul S. McCulla, County Administrator
SUBJECT: Proposed Fiscal Year 2018 Budget
Enclosed for your consideration is the County Administrators proposed FY 2018 budget for the
Fauquier County Government. The FY 2018 budget process continues the two-year budget
process implemented by the Board of Supervisors with the FY 2015 budget. While the Board of
Supervisors approved a draft FY 2018 fiscal plan with the FY 2017 adopted budget, the Board of
Supervisors must legally adopt a final FY 2018 budget and tax rates for Tax Year 2017 through
the annual statutorily mandated process for adopting budgets and tax rates.
As such, the FY 2018 proposed budget was prepared based on the commitment by the Board of
Supervisors to a two-year budget adoption process. The proposed budget is based on the approved
draft fiscal plan for the second year of the two-year budget. Adjustments were made as part of the
FY 2018 budget process only as a result of significant changes in revenue projections, the
imposition of newly mandated or regulated requirements, or other significant events constituting
an emergency that required additional consideration.
The FY 2018 proposed budget totals $310.9 million, and consistent with the Boards approved
draft plan for the second year of the biennial budget, recommends no adjustments to the overall
real estate tax rate at $1.039 per $100 of assessed value and all other tax rates for Tax Year 2017.
To provide the utmost flexibility to the Board of Supervisors when considering potential changes
to the proposed budget, including the capital improvement program and match funding for a
potential fire and rescue staffing grant in FY 2018, the FY 2018 proposed budget will advertise an
overall real estate tax rate of $1.059 per $100 of assessed value. Under the advertised rate in the
FY 2018 budget, the average homeowners real estate tax bill would increase approximately $64
per year based on an average residential assessment of $321,300. However, the proposed budget
maintains the current tax rates, equating to no adjustments in the average homeowners real estate
tax bill.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page A-1
General Fund revenue continues to experience modest growth primarily resulting from increases
in real estate, personal property, and sales taxes. Real estate tax revenue continues to benefit from
modest amounts of new construction and improvements, while sales tax continues to experience
moderate annual growth. The most significant increase in General Fund revenue was due to
additions in the base assessment value of personal property from new business investments
equating to an approximate 5% increase, with continued positive growth as a result of new
automobile purchases and maintained valuations. Overall impacts of recent business development
will be longer term with no significant impacts in the short-term due to tax incentive programs.
Unemployment in Fauquier County has remained relatively steady over the past two years,
dropping from 3.3% in December 2015 to 3.2% in December 2016. In comparison to the State and
nation, the Countys unemployment rate continues to trend below the State at 3.8% and
significantly below the nation at 4.5% in December 2016. The current unemployment levels are
significantly below the Countys ten and five-year averages of 4.4% (2006-2015) and 4.8% (2011-
2015) as calculated by the States Employment Commission.
FY 2018 Proposed Budget

The prior approved FY 2018 fiscal plan was a commitment of funding by the Board of Supervisors
with limited revisions due to new federal or state mandates, recognition of changes in revenues, or
an emergency in operations. The vast majority of the departments and organizations who sought
funding in the FY 2017-2018 budget process adhered to the directions related to the second year
budget process and did not request increases to their budgets beyond that which had been approved
in the draft FY 2018 plan. Overall, the FY 2018 proposed budget includes those limited
enhancements included in the approved FY 2018 fiscal plan, with minor changes due to
recognition of additional revenue or significant changes in operations.
The FY 2018 proposed budget totals $310.9 million, with General Fund expenditures totaling
$182.98 million. The General Fund increase equates to approximately $5.4 million, or 3.1% over
the FY 2017 adopted budget, and a $3.4 million increase over the draft FY 2018 fiscal plan,
primarily driven by revised revenue projections due to additions in the base assessment values for
real and personal property. The FY 2018 proposed budget includes a $1.99 million increase in
local support to the School Division to meet rising benefit costs, including mandated increases in
the Virginia Retirement System contribution rates for School Divisions and health insurance costs.
The FY 2018 proposed General Fund budget also includes a $1.1 million use of fund balance, as
planned by the Board of Supervisors in the FY 2017 budget process, to allocate towards one-time
funding initiatives.
FY 2018 Proposed Budget General Fund Expenditures
FY 2017 FY 2018 FY2017-18 FY 2017-18
General Fund Adopted Proposed Change($) Change (%)
General Government $ 13,739,612 $ 14,463,745 $ 724,133 5.27%
Judicial Administration 3,913,169 3,998,909 85,740 2.19%
Public Safety 26,545,093 28,061,694 1,516,601 5.71%
Public Works 7,679,467 7,879,642 200,175 2.61%
Health & Welfare 11,584,567 11,680,903 96,336 0.83%
Culture 6,225,948 6,354,463 128,515 2.06%
Community Development 5,424,686 5,674,640 249,954 4.61%
Non-Departmental 2,034,420 1,727,662 (306,758) -15.08%
Local Transfers
Airport Enterprise Fund 94,104 16,000 (78,104) -83.00%
Capital Improvement Fund 1,045,550 2,371,041 1,325,491 126.77%
County Asset Replacement Fund 1,914,000 1,329,000 (585,000) -30.56%
Debt Service Fund 12,694,765 12,572,750 (122,015) -0.96%
Landfill Enterprise Fund 450,503 666,348 215,845 47.91%
School Division Operating 84,098,708 86,086,173 1,987,465 2.36%
Utility Fund 100,000 100,000 - 0.00%
General Fund Total $ 177,544,592 $ 182,982,970 $ 5,438,378 3.06%
The FY 2018 proposed budget maintains those increases the Board of Supervisors approved with
the FY 2017 adopted budget, and also maintains all tax rates for Tax Year 2017 as originally
planned in the FY 2018 approved budget. The primary focus of the FY 2018 planned budget was
funding the phased increases in public safety staffing and the full year costs of the mid-FY 2017
two-percent cost-of-living increase to County permanent employees, with a limited level of
increase for fixed and mandated cost increases. The FY 2018 proposed budget augments the
original fiscal plan by allocating additional revenues in key areas including health insurance cost
increases and allocations towards future debt service and capital cash funding needs.
The increases in the FY 2018 proposed budget include approximately $685,000 for a health
insurance projected increase, approximately $145,000 for increases in formulary-based
contributions to support agencies, a $50,000 projected increase in fleet costs, and an approximately
$100,000 increase in County-wide maintenance service contracts and insurance premiums. The
projected plan also includes a limited set of enhancements including three additional FTEs for
County departments and six additional FTEs for public safety. The proposed budget includes one
additional FTE for a captain position at the Upperville fire and rescue station due to the recent
announcement of the closure of the Volunteer Station and the transfer of the Station to the County,
one additional deputy for Court Services approved mid-FY 2017, and four additional FTEs for the
Sheriffs Office patrol division previously approved with the FY 2017 adopted budget. The
increases in County departments include two additional FTEs in the Commissioner of the
Revenues Office for Business Taxation Compliance, funded with one-time monies in FY 2018
and to be self-supported in FY 2019, an increase in hours for one full-time FTE in the County
Attorneys Office to address workload demands, and one additional FTE in Parks and Recreation
with the establishment of a Parks and Facilities Crew Supervisor mid-year, with related operating
budget increases of approximately $36,000 for maintenance service, based on the projected
opening of the Central Sports Complex in FY 2018. Lastly, the proposed budget includes one
project manager position for the proposed Broadband capital project. The position is to be
supported with project funding with a term equivalent to the length of the project.
The FY 2018 proposed budget does not include an additional compensation increase for County
employees. In addition, the proposed budget increases overall health insurance costs from a
projected 3.5% in the original FY 2018 budget plan to 8.0% in the FY 2018 proposed budget. The
projected increase would be split between employer and employee at a 90%/10% increase
allocation, which equates to a 5.0% increase to employee premiums. Since the recession, the
County has limited the level of increase in employee health insurance costs given the availability
of funding hindered compensation increases. However, recent health insurance market trends and
current health insurance costs have restricted the Countys ability to continue to cover the
employee share of those increased costs, but also mitigates passing along those increases to
employees by other means such as increased deductibles or plan design changes with the potential
for proposed changes in federal health insurance laws.
School Division
The FY 2018 budget includes an additional $1.99 million in local funding to the School Division.
The School Divisions Operating Fund adopted budget totals $137,297,382, a $3.6 million or 2.7%
increase over FY 2017. The direct local funding support to the School Division equates to 56.7%
of available local funding, including debt service funding and a transfer to the School Division
Operating Fund. The inclusion of consolidated services received by the School Division, but
funded within the County government budget, such as Human Resources and General Services,
which support the School Division through direct and indirect sources, increases local support to
61.3% of available local funding.
The FY 2018 Proposed Budget increase of $1.99 million in local support to the School Division,
primarily funds benefit related costs. The increased funding will support projected VRS
contribution rate increases as included in the States biennium budget, as well as the School
Divisions share of the projected 8.0% increase in health insurance costs, with local support costs
equivalent to the employers 90.0% share of the projected increase. VRS contribution rates for the
schools have been increased by the State in an attempt to narrow the gap in funding the school
retirement fund with VRS. The School Division would need to determine if they would pass on an
increase in health insurance costs to employees or cover that level of funding through non-local
support funding.
Capital Improvement Program

The Board of Supervisors began the Capital Improvement Program planning in December with a
work session that included an overview on the currently adopted CIP and the Countys draft five-
year plan. The Board held an additional work session on February 1, 2017 that began to outline
their capital planning objectives for the five-year plan. At that work session, the Board of
Supervisors received the preliminary request from the School Board for their capital improvement
program which primarily focuses on the Middle School Renovation project. The Board of
Supervisors determined at that meeting to hold individual work sessions with the School Board
and Fauquier Water and Sanitation Authority to discuss planned and potential capital projects.
These individual meetings will allow for the Board to finalize revisions to the capital improvement
plan and release a proposed FY 2018-2022 Capital Improvement Program. The proposed budget
includes a draft CIP which allows the Board flexibility in their planning process with a limited
number of new projects and the full estimated costs of proposed School Division middle school
projects. The CIP included with the proposed budget is in draft form as the Board continues to
work through the capital project planning process during the budget cycle.
Budget Process and Board Consideration

The Board of Supervisors is scheduled to begin its formal consideration of the proposed FY 2018
budget with a work session on March 2, 2017, and the Board will tentatively hold a joint work
session with the School Board on March 9, 2017. Given the FY 2018 budget is the second year of
the two-year budget process, the work session schedule is shortened for this budget cycle. Work
sessions have been scheduled for March 7 and 14 to be held, if necessary at the Boards discretion,
with mark-up/mark down scheduled for March 21, 2017. The Board will also hold a public hearing
on the FY 2018 proposed budget, CIP and Tax Year 2017 tax rates on March 16, 2017. The Board
is scheduled to set tax rates and adopt its FY 2018 budget and CIP on March 23, 2017.
Summary
The annual budget process continues to be a complex process given growing and changing needs
in the community including capital projects and public safety, balanced against fixed and mandated
cost increases for the County and School Division. However, the continued use of the biennial
budget process enhances the Countys ability to react to fiscal challenges and develop strategic,
fiscal planning models that outline the needs of the County and the resources required to meet
those operating and capital initiatives. I continue to look forward to working with the Board of
Supervisors to develop a budget that focuses on managing financial resources, while ensuring the
provision of key programs and services of the County.
FY 2018 Proposed Expenditures by Fund
FY 2017 FY 2018 FY2017-18 FY 2017-18

General Government $ 13,739,612 $ 14,463,745 $ 724,133 5.27%
Judicial Administration 3,913,169 3,998,909 85,740 2.19%
Public Safety 26,545,093 28,061,694 1,516,601 5.71%
Public Works 7,679,467 7,879,642 200,175 2.61%
Health & Welfare 11,584,567 11,680,903 96,336 0.83%
Culture 6,225,948 6,354,463 128,515 2.06%
Non-Departmental 2,034,420 1,727,662 (306,758) -15.08%
Local Transfers
Utility Fund 100,000 100,000 - 0.00%
School Division Funds

School Division Operating Fund $ 133,681,540 $ 137,297,382 $ 3,615,842 2.7%
School Nutrition Fund 5,564,940 5,495,869 (69,071) -1.24%
School Textbook Fund 1,092,346 1,181,924 89,578 8.2%
School Asset Replacement Fund 3,008,655 3,440,655 432,000 14.4%
Regional Governor's School Fund 1,575,909 1,535,129 (40,780) -2.59%
School Division Funds Total $ 144,923,390 $ 148,950,959 $ 4,027,569 2.78%
Other Funds
Ambulance Revenue Recovery Fund $ 1,412,439 $ 1,383,889 $ (28,550) -2.0%
Conservation Easement Service District Fund 932,966 759,726 (173,240) -18.6%
County Asset Replacement Fund 2,544,000 1,359,000 (1,185,000) -46.6%
Fire and Rescue Levy Fund 7,207,326 6,708,423 (498,903) -6.9%
Fleet Maintenance Fund 3,859,139 3,803,739 (55,400) -1.4%
Health Insurance Fund 28,805,300 31,118,765 2,313,465 8.0%
Landfill Enterprise Fund 5,620,502 5,846,621 226,119 4.0%
Warrenton-Fauquier Airport Enterprise Fund 794,907 715,851 (79,056) -9.9%
Other Funds Total $ 67,505,276 $ 82,038,969 $ 14,533,693 21.53%
Total All Funds $ 389,973,258 $ 413,972,898 $ 23,999,640 6.15%
Less Transfers $ (100,297,630) $ (103,041,312) $ (2,743,682) 2.74%
Total Appropriations $ 289,675,628 $ 310,931,586 $ 21,255,958 7.34%
FY 2018 Proposed Revenue by Fund
FY 2017 FY 2018 FY 2017-18 FY 2017-18

General Property Taxes $ 125,447,902 $ 130,233,060 $ 4,785,158 3.8%
Other Local Taxes 14,800,000 15,280,000 480,000 3.24%
Permits, Fees & Licenses 1,510,235 1,556,235 46,000 3.05%
Fines and Forfeitures 457,500 432,500 (25,000) -5.46%
Use of Money & Property 334,272 361,272 27,000 8.08%
Charges for Services 978,122 953,133 (24,989) -2.55%
Miscellaneous/Recovered Costs 604,129 581,783 (22,346) -3.70%
State Revenue 27,366,044 27,252,934 (113,110) -0.41%
Federal Revenue 2,334,305 2,261,302 (73,003) -3.13%
Intergovernmental Revenue 2,384,762 2,977,524 592,762 24.86%
Use of Fund Balance 1,327,321 1,093,227 (234,094) -17.64%
School Division Funds

School Division Operating Fund $ 133,681,540 $ 137,297,382 $ 3,615,842 2.7%
School Nutrition Fund 5,564,940 5,495,869 (69,071) -1.24%
School Textbook Fund 1,092,346 1,181,924 89,578 8.2%
School Asset Replacement Fund 3,008,655 3,440,655 432,000 14.4%
Regional Governor's School Fund 1,575,909 1,535,129 (40,780) -2.59%
School Division Funds Total $ 144,923,390 $ 148,950,959 $ 4,027,569 2.78%
Other Funds
Ambulance Revenue Recovery Fund $ 1,412,439 $ 1,383,889 $ (28,550) -2.0%
Conservation Easement Service District Fund 932,966 759,726 (173,240) -18.6%
County Asset Replacement Fund 2,544,000 1,359,000 (1,185,000) -46.6%
Fire and Rescue Levy Fund 7,207,326 6,708,423 (498,903) -6.9%
Fleet Maintenance Fund 3,859,139 3,803,739 (55,400) -1.4%
Health Insurance Fund 28,805,300 31,118,765 2,313,465 8.0%
Landfill Enterprise Fund 5,620,502 5,846,621 226,119 4.0%
Warrenton-Fauquier Airport Enterprise Fund 794,907 715,851 (79,056) -9.9%
Other Funds Total $ 67,505,276 $ 82,038,969 $ 14,533,693 21.53%
Total All Funds $ 389,973,258 $ 413,972,898 $ 23,999,640 6.15%
Less Transfers (100,297,630) (103,041,312) (2,743,682) 2.74%
FY 2018 Proposed Local Tax Funding Summary
FY 2018 FY 2018 FY 2018 % of Total

Area Expenditures Revenue Local Funding Local Funding
General Government
County Operating $ 65,764,632 $ 17,194,728 $ 48,569,904 28.6%
County Share Unified Services 4,253,108 901,630 3,351,478 2.0%
Landfill Fund 5,846,621 5,180,273 666,348 0.4%
Airport 715,851 699,851 16,000 0.0%
Asset Replacement 1,359,000 30,000 1,329,000 0.8%
Capital Improvements 13,951,118 11,580,077 2,371,041 1.4%
Debt Service 2,442,099 - 2,442,099 1.4%
Subtotal, General Government $ 94,332,429 $ 35,586,559 $ 58,745,870 34.60%
School Division
School Operating $ 137,297,382 $ 51,211,209 $ 86,086,173 50.7%
School Division Share Unified Services 9,923,918 2,103,804 7,820,114 4.6%
Nutrition Program 5,495,869 5,495,869 - 0.0%
Textbooks 1,181,924 1,181,924 - 0.0%
Regional Governor's School 1,535,129 1,535,129 - 0.0%
Asset Replacement 3,440,655 3,440,655 - 0.0%
Capital Improvements 3,300,000 3,300,000 - 0.0%
Debt Service 10,649,738 519,087 10,130,651 6.0%
Subtotal, School System: $ 172,824,615 $ 68,787,677 $ 104,036,938 61.28%
Total, Government & Schools $ 267,157,044 $ 104,374,236 $ 162,782,808 95.88%
Internal Service Funds

Fleet Maintenance $ 3,803,739 $ 3,803,739 $ - 0.0%
Health Insurance 31,118,765 31,118,765 - 0.0%
Subtotal, Internal Service Funds $ 34,922,504 $ 34,922,504 $ - 0.0%
Special Revenue Funds

Fire and Rescue Levy $ 6,708,423 $ 373,802 $ 6,334,621 3.7%
Conservation Easement 759,726 105,000 654,726 0.4%
Ambulance Revenue 1,383,889 1,383,889 - 0.0%
Subtotal, Special Revenue Funds $ 8,852,038 $ 1,862,691 $ 6,989,347 4.12%
FY 2018 Proposed Budget General Fund Expenditure Summary
FY 2017 FY 2018 FY2017-18 FY2017-18

Department Adopted Proposed Change ($) Change (%)
General Government
Board of Supervisors $ 274,964 $ 276,928 $ 1,964 0.7%
Commissioner of the Revenue 1,423,786 1,577,042 153,256 10.8%
County Administration 862,038 1,035,883 173,845 20.2%
County Attorney 680,044 731,629 51,585 7.6%
Finance 1,419,551 1,473,471 53,920 3.8%
Geographic Info Systems 329,944 340,007 10,063 3.0%
Human Resources 2,698,230 2,758,484 60,254 2.2%
Independent Auditor 179,005 181,610 2,605 1.5%
Information Technology 3,767,224 3,900,554 133,330 3.5%
Management & Budget 424,138 454,031 29,893 7.0%
Registrar 430,372 434,945 4,573 1.1%
Treasurer 1,250,316 1,299,161 48,845 3.9%
Subtotal, Gen Government $ 13,739,612 $ 14,463,745 $ 724,133 5.3%
Judicial Administration
Adult Court Services $ 950,963 $ 975,803 $ 24,840 2.6%
Circuit Court 145,695 146,447 752 0.5%
Clerk of the Circuit Court 1,218,869 1,241,676 22,807 1.9%
Commissioner of Accounts 2,400 15,600 13,200 550.0%
Commonwealth's Attorney 1,457,043 1,481,184 24,141 1.7%
General District Court 32,700 32,700 - 0.0%
Juv & Dom Relations Court 17,726 17,726 - 0.0%
Magistrates 87,773 87,773 - 0.0%
Subtotal, Judicial Admin $ 3,913,169 $ 3,998,909 $ 85,740 2.2%
Public Safety
Fire, Rescue & Emergency Mgmt. $ 7,473,821 $ 8,239,482 $ 765,661 10.2%
Juvenile Detention & Probation 309,457 309,457 - 0.0%
Sheriff's Office 18,761,815 19,512,755 750,940 4.0%
Subtotal, Public Safety $ 26,545,093 $ 28,061,694 $ 1,516,601 5.7%
Public Works
Env Services (Conv Sites) $ 2,582,969 $ 2,641,182 $ 58,213 2.3%
General Services 5,096,498 5,238,460 141,962 2.8%
Subtotal, Public Works $ 7,679,467 $ 7,879,642 $ 200,175 2.6%
Health & Welfare

Community Services Board $ 460,110 $ 475,225 $ 15,115 3.3%
Public Health 584,328 590,172 5,844 1.0%
Social Services 10,540,129 10,615,506 75,377 0.7%
Subtotal, Health & Welfare $ 11,584,567 $ 11,680,903 $ 96,336 0.8%
Culture
Library $ 2,304,933 $ 2,353,360 $ 48,427 2.1%
Lord Fairfax Comm College 63,345 65,027 1,682 2.7%
Parks & Recreation 3,857,670 3,936,076 78,406 2.0%
Subtotal, Culture $ 6,225,948 $ 6,354,463 $ 128,515 2.1%
Community Development
Agriculture Development $ 63,033 $ 63,781 $ 748 1.2%
Contributions 700,527 701,174 647 0.1%
Cooperative Extension 145,001 152,702 7,701 5.3%
Economic Development 725,913 768,126 42,213 5.8%
John Marshall SWCD 156,606 207,774 51,168 32.7%
Planning Commission/BZA 149,786 150,786 1,000 0.7%
Subtotal, Comm Develop $ 5,424,686 $ 5,674,640 $ 249,954 4.6%
Non-Departmental $ 2,034,420 $ 1,727,662 $ (306,758) -15.1%

Subtotal, Non-Departmental $ 2,034,420 $ 1,727,662 $ (306,758) -15.1%
Transfers
Utility Fund 100,000 100,000 - 0.0%
Subtotal, Transfers $ 100,397,630 $ 103,141,312 $ 2,743,682 2.7%
Total, General Fund $ 177,544,592 $ 182,982,970 $ 5,438,378 3.1%
Total County Personnel Adjustments
The following provides an overview of all adjustments to County permanent positions as approved by the Board of Supervisors since the adoption
of the FY 2017 budget, planned for the FY 2018 Approved Budget, and recommended for the FY 2018 Proposed Budget.
Department Adjustment FTE Change

Mid-FY 2017 Adjustments
Finance Eliminate (1) Part-time Buyer and Adjust (1) Part-time P-Card Administrator to Full-time (0.06)
Sheriff's Office Establish (1) Deputy for Circuit Court 1.00
Subtotal, Mid-FY 2017 Adjustments 0.94
FY 2018 Proposed Budget Adjustments

Commissioner of the Revenue Establish (1) Deputy IV and (1) Deputy II 2.00
County Administration Establish (1) Project Manager - Broadband CIP Project 1.00
County Attorney Adjust (1) Senior Assistant County Attorney, 30 to 37.5 hours 0.00
Parks and Recreation Establish (1) Facilities Crew Supervisor (mid-year for new Central Sports Complex) 1.00
Fire, Rescue, and Emergency Management Establish (1) Fire Rescue Captain - Upperville 1.00
Sheriff's Office Establish (1) Corporal and (3) Deputies - Patrol Division 4.00
Subtotal, FY 2018 Proposed Budget Adjustments 9.00
Total Overall Personnel Adjustments, FY 2018 Proposed Budget 9.94
FY 2018 Proposed Budget - FTE History
FY 2016 FY 2017 FY 2018 FY 2018

Department Actual Adopted Approved Proposed
General Government
Board of Supervisors 1.00 1.00 1.00 1.00
Commissioner of Revenue 20.00 20.00 22.00 22.00
County Administration 6.53 7.53 7.53 8.53
County Attorney 6.00 6.00 6.00 6.00
Finance 17.53 18.06 18.06 18.00
Geographic Information Systems 4.00 4.00 4.00 4.00
Human Resources 18.00 18.00 18.00 18.00
Information Technology 22.00 22.00 22.00 22.00
Management & Budget 4.00 4.00 4.00 4.00
Registrar 3.00 3.00 3.00 3.00
Treasurer 16.00 16.00 16.00 16.00
Subtotal, General Government 118.06 119.59 121.59 122.53
Judicial Administration
Adult Court Services 12.00 12.00 12.00 12.00
Circuit Court 1.00 1.00 1.00 1.00
Clerk of Circuit Court 16.04 16.04 16.04 16.04
Commissioner of Accounts 0.00 0.00 0.00 0.00
Commonwealth's Attorney 16.07 16.07 16.07 16.07
General District Court 0.00 0.00 0.00 0.00
Juv. & Domestic Relations Court 0.00 0.00 0.00 0.00
Magistrates 0.00 0.00 0.00 0.00
Subtotal, Judicial Administration 45.11 45.11 45.11 45.11
Public Safety
Fire, Rescue & Emergency Management 75.40 83.00 83.00 84.00
Juvenile Detention & Probation 0.00 0.00 0.00 0.00
Sheriff 172.50 176.50 180.50 181.50
Subtotal, Public Safety 247.90 259.50 263.50 265.50
Public Works
Env. Services (Convenience Sites) 11.50 11.50 11.50 11.50
General Services 53.00 53.00 53.00 53.00
Subtotal, Public Works 64.50 64.50 64.50 64.50
FY 2016 FY 2017 FY 2018 FY 2018
Department Actual Adopted Approved Proposed
Health and Welfare

Community Services Board 0.00 0.00 0.00 0.00
Public Health 0.00 0.00 0.00 0.00
Social Services 48.53 48.53 48.53 48.53
Subtotal, Health and Welfare 48.53 48.53 48.53 48.53
Culture
Library 34.33 34.31 34.31 34.31
Lord Fairfax Community College 0.00 0.00 0.00 0.00
Parks & Recreation 28.86 29.86 30.86 30.86
Subtotal, Culture 63.19 64.17 65.17 65.17
Community Development
Agricultural Development 1.00 1.00 1.00 1.00
Community Development 40.53 40.53 40.53 40.53
Contributions 0.00 0.00 0.00 0.00
Cooperative Extension 0.43 0.43 0.43 0.43
Economic Development 3.67 3.67 3.67 3.67
John Marshall Soil & Water Cons. District 0.00 0.00 0.00 0.00
Planning Commission/BZA 0.00 0.00 0.00 0.00
Subtotal, Community Development 45.63 45.63 45.63 45.63
Non-Departmental
Non-Departmental 0.00 0.00 0.00 0.00
Subtotal, Non-Departmental 0.00 0.00 0.00 0.00
Other Funds
Airport Fund 3.00 3.00 3.00 3.00
Ambulance Revenue Fund 1.00 1.00 1.00 1.00
Conservation Easement District Fund 2.00 2.00 2.00 2.00
Fleet Maintenance Fund 14.00 15.00 15.00 15.00
Landfill Enterprise Fund 25.50 25.50 25.50 25.50
Subtotal, Other Funds 45.50 46.50 46.50 46.50
County Total 678.42 693.53 700.53 703.47
School Division 1,836.10 1,898.53 1,898.08 1,900.84
Total FTE 2,514.52 2,592.06 2,598.61 2,604.31
FAUQUIER COUNTY ORGANIZATIONAL CHART
GENERAL FUND REVENUE SUMMARY
The FY 2018 proposed General Fund budget includes $182,982,970, an increase of $5,438,378
(3.1%) from the FY 2017 Adopted Budget. Overall, the majority of increases within the FY 2018
Proposed Budget are related to increases in real and personal property tax additions and growth.
The most significant increase in personal property is from commercial growth from investments
made by new and existing business development. In addition, the County continues to experience
positive sales tax growth at a normalized trend rate of approximately three percent annually.
The Proposed Budget also includes a use of prior year fund balance of $1,093,227. These funds
were sourced from FY 2016 increased tax collections and allocated for one-time costs included in
the FY 2018 Approved Budget.
As part of the FY 2017-2018 adopted budget approved in spring 2016, the Board of Supervisors
set all tax rates in Tax Year 2016 to support the budget of both FY 2017 and FY 2018. As such,
the proposed and recommended tax rates for Tax Year 2017 included no increases from the Tax
Year 2016 tax rates, including the real estate tax rate with an overall rate of $1.039.
The following section provides an overview of General Fund revenue by source category including
local revenue, state revenue, federal revenue, and intergovernmental revenue.
General Fund Revenue Sources
General Property Tax State Revenue

71.17% 14.89%
Other Local Taxes

8.35%
Intergovernmental
Transfers
1.63%
Federal Revenue
1.24%
Permits, Fees, and Licenses
0.85%
Use of Fund Balance

0.60%
Use of Money and Property
Charges for Services
0.20%
0.52%
Miscellaneous Revenue and
Fines and Forfeitures Recovered Costs
0.24% 0.32%

Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page B-1
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

Revenue Source
Actual Adopted Approved Proposed Change
Local Revenue
General Property Taxes $ 124,172,634 $ 125,447,902 $ 126,859,698 $ 130,233,060 $ 4,785,158
Other Local Taxes 15,249,809 14,800,000 15,006,000 15,280,000 480,000
Permits, Fees & Licenses 1,569,769 1,510,235 1,535,235 1,556,235 46,000
Fines and Forfeitures 393,025 457,500 457,500 432,500 (25,000)
Use of Money & Property 340,900 334,272 349,272 361,272 27,000
Charges for Services 1,052,288 978,122 980,102 953,133 (24,989)
Misc/Recovered Costs 732,004 604,129 619,034 581,783 (22,346)
Subtotal, Local Revenue: $ 143,510,429 $ 144,132,160 $ 145,806,841 $ 149,397,983 $ 5,265,823
State Revenue: $ 27,213,196 $ 27,366,044 $ 27,410,281 $ 27,252,934 $ (113,110)
Federal Revenue: 3,191,021 2,334,305 2,334,305 2,261,302 (73,003)
Subtotal, State & Federal: $ 30,404,217 $ 29,700,349 $ 29,744,586 $ 29,514,236 $ (186,113)
Intergovernmental Revenue: 2,279,322 2,384,762 2,913,213 2,977,524 $ 592,762
Use of Fund Balance: $ - $ 1,327,321 $ 1,093,227 $ 1,093,227 (234,094)
General Fund Total: $ 176,193,968 $ 177,544,592 $ 179,557,867 $ 182,982,970 $ 5,438,378

Property Tax Revenue
Fauquier Countys Tax Year runs concurrent with the Calendar Year. Property tax rates are
adopted for the current year during the future years budget process. Property tax rates are levied
per $100 of assessed value. Real property is assessed on a quadrennial basis and personal property
tax is assessed on an annual basis. The last County-wide real property reassessment was
implemented as part of the FY 2015 Adopted Budget, effective January 1, 2014, with an average
residential assessment value of $321,300. The calculation for the average residential assessed
value does not change based on additional units or improvements between reassessment cycles, as
provided for by State calculation methodologies. The next reassessment is scheduled for spring
2017, with an effective date of January 1, 2018. The impact and any related adjustments for the
reassessment will be made in the FY 2019 budget cycle.
The adopted rate of $1.039 for Tax Year 2016 in the FY 2017 Adopted Budget will be maintained
through Tax Year 2017 in the FY 2018 Proposed Budget. At this tax rate, there will be no impact
to the average residential tax bill in comparison to Tax Year 2016. The proposed budget also
maintains all other tax rates at their current level for Tax Year 2017. As part of the advertisement
of the proposed Tax Year 2017 tax rates, the County Administrators Proposed Budget
recommends no new tax increases but has advertised a Tax Year 2017 $1.059 overall real estate
tax rate to allow the Board of Supervisors the utmost flexibility when considering the proposed
budget, as well as any potential adjustments for capital projects planning and the potential award
of a SAFER fire and rescue services grant in FY 2018.
Tax Year 2015-17 Property Tax Rates

Tax Year Tax Year Tax Year
Description
2015 2016 20171
Overall Real Estate Tax Rate: $0.999 $1.039 $1.039
Real Estate General $0.948 $0.975 $0.975
Real Estate Fire & Rescue $0.045 $0.058 $0.058
Real Estate Conservation Easement District $0.006 $0.006 $0.006
Stormwater Management Fee $13.640 $13.640 $13.640

Bethel Academy Street Improvement District Levy $522.06 $522.06 $522.06
Marshall Electric Light and Business Improvement District
Levy $0.005 $0.005 $0.005
Personal Property General $4.650 $4.650 $4.650
Personal Property Fire & Rescue $0.250 $0.250 $0.250
Business Furniture, Fixtures, & Equipment $2.300 $2.300 $2.300
Motor Homes & Campers $1.500 $1.500 $1.500
Motor Vehicle Carriers (30+ Passengers) $1.000 $1.000 $1.000
Mobile Homes $0.999 $1.039 $1.039
Machinery & Tools $2.300 $2.300 $2.300
Aircraft $0.001 $0.001 $0.001
Specially Equipped Handicap Vehicles $0.050 $0.050 $0.050
1
The County Administrator has advertised a Tax Year 2017 $1.059 overall real estate tax rate, with no increase to the
rates adopted in FY 2017.
2
The Stormwater Management Fee is a countywide special assessment, on a per parcel basis with the exception of
any parcels excluded by act of the Board of Supervisors.
3
The Bethel Academy levy consists of a special assessment on lots located within the special tax district.
4
Aircraft stored at the Warrenton-Fauquier Airport are subject to a special maintenance fee assessment.
Local Revenue
The FY 2018 Proposed Budget includes $149,397,983 in local revenue, or 81.6% of General Fund
revenue, an increase of $5,265,823 from the FY 2017 Adopted Budget. Local revenue includes
general property taxes; other local taxes; permits, fines, and licenses; fines and forfeitures; use of
money and property; charges for services; and miscellaneous revenues and recovered costs.
General Property Taxes
The FY 2018 Proposed Budget includes $130,233,060 in property tax revenue, an increase of
$4,785,158 from the FY 2017 Adopted Budget. Real estate revenue growth is relative to additions
and renovations, with a slightly increased annual growth rate due to increased value of new
additions, as well as positive collections. Personal property growth is impacted by both slightly
higher annual growth due to higher valuations of vehicles and also positive new additions from
businesses. New business developments equates to more than half of the rate of growth for
personal property. Adjustments in delinquent revenues and penalties are offset by the positive
collection growth in real property revenues.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

Revenue Source Actual Adopted Approved Proposed Change
Real Estate $ 95,652,706 $ 96,602,596 $ 97,307,316 $ 98,953,919 $ 2,351,323
Public Service 6,314,566 6,069,681 6,069,681 6,069,681 -
Personal Property 19,694,591 20,202,165 20,909,241 22,866,000 2,663,835
Rollback Taxes 203,042 30,000 30,000 30,000 -
Bethel Academy 57,992 58,460 58,460 58,460 -
Delinquent Real Property 763,350 1,000,000 1,000,000 775,000 (225,000)
Delinquent Public Service 7,353 20,000 20,000 20,000 -
Delinquent Personal Property 340,525 245,000 245,000 245,000 -
Penalties 814,453 800,000 800,000 815,000 15,000
Interest 324,056 420,000 420,000 400,000 (20,000)
Total $ 124,172,634 $ 125,447,902 $ 126,859,698 $130,233,060 $ 4,785,158
Other Local Taxes

The FY 2018 Proposed Budget includes $15,280,000 in the other local taxes category. Increased
sales tax revenue reflects observed and projected growth in collections. Increased revenue for auto
decals, transient occupancy, and utilities is based on historical revenue collections.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Sales Tax (Local) $ 8,305,286 $ 8,240,000 $ 8,446,000 $8,640,000 $ 400,000
Utility Tax 1,443,594 1,400,000 1,400,000 1,445,000 45,000
Utility Consumption Tax 188,267 190,000 190,000 190,000 -
BPOL Tax 1,444,902 1,355,000 1,355,000 1,355,000 -
Auto Decals 1,911,876 1,825,000 1,825,000 1,850,000 25,000
Bank Stock Tax 135,027 150,000 150,000 150,000 -
Recording Tax & Fees (Deeds) 1,645,104 1,500,000 1,500,000 1,500,000 -
Recording Tax & Fees (Wills) 75,061 50,000 50,000 50,000 -
Transient Occupancy Tax 100,692 90,000 90,000 100,000 10,000
Total $ 15,249,809 $ 14,800,000 $ 15,006,000 $ 15,280,000 $ 480,000
Permits, Fees & Licenses

The FY 2018 Proposed Budget includes $1,556,235 in permits, licenses and fees. The proposed
budget anticipates only slight increases in Community Development and dog tag fees, based on
normal growth trends.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Dog Tags $ 38,666 $ 35,000 $ 35,000 $38,000 $ 3,000
Land Use Fees 7,934 11,135 11,135 11,135 -
Transfer Fees 2,257 2,600 2,600 2,600 -
Concealed Weapon Permits 13,237 10,000 10,000 10,000 -
Police Background Checks 34,344 20,000 20,000 20,000 -
Primary Election Fees - 10,500 10,500 10,500 -
Community Development Fees 1,473,331 1,421,000 1,446,000 1,464,000 43,000
Total $ 1,569,769 $ 1,510,235 $ 1,535,235 $ 1,556,235 $ 46,000
Fines and Forfeitures

The fines and forfeitures category consists mainly of fine revenue collected by the courts system.
Adjustments in fines and forfeitures are based on historical and current year collection activities.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Local Fines $ 383,862 $ 450,000 $ 450,000 $ 425,000 $ (25,000)
Court Judgment Proceeds 435 - - - -
Zoning Violation Fines - 500 500 500 -
Clean-up Landowner Properties - - - - -
Interest on Local Fines 8,728 7,000 7,000 7,000 -
Total $ 393,025 $ 457,500 $ 457,500 $ 432,500 $ (25,000)
Use of Money and Property
Use of money and property consists mainly of interest income received for the Countys cash
balances. For FY 2018, interest income is anticipated to increase given the current interest rate
environment and current revenue estimates. Rental revenue for the Hospital Hill property is based
on the Social Services departments allowable rate of reimbursement in accordance with the States
biennium budget. The FY 2018 Proposed Budget includes an increase in the rental of County
property due to the Business Incubator rentals for the incubators at Vint Hill and Marshall.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Interest Income - General Fund $ 138,843 $ 75,000 $ 75,000 $ 100,000 $ 25,000
Gain (Loss) on Investments 4,780 - - - -
Sale of Equipment/Vehicles - - - - -
Rental of County Property 45,937 102,932 117,932 109,932 7,000
Rental Health Department 25,700 25,700 25,700 25,700 -
Rental of Armory - 5,000 5,000 - (5,000)
Rental Hospital Hill Property 125,640 125,640 125,640 125,640 -
Total $ 340,900 $ 334,272 $ 349,272 $ 361,272 $ 27,000
Charges for Services
Charges for services include the Countys share of fees for processing court filings, as well as
usage and late fees for various County functions. Overall, the FY 2018 Proposed Budget includes
adjustments services, relative to historical and current year collections.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Excess Fees $ 87,319 $ 80,000 $ 80,000 $ 80,000 $ -
Remote Access Clerk Fee - 10,000 10,000 - (10,000)
Sheriff Fees 3,742 3,742 3,742 3,742 -
Law Library Fees 9,370 11,000 11,000 10,000 (1,000)
Local Cost 32,297 30,000 30,000 30,000 -
Detention Fee 2,242 3,500 3,500 3,500 -
Inmate Processing Fee 9,063 11,000 11,000 11,000 -
Commonwealths Atty. Fees 5,934 7,000 7,000 7,000 -
County Attorney Fees 69,142 15,000 15,000 15,000 -
Corr. & Detention Charges 56,875 55,000 55,000 55,000 -
Street Signs 1,463 2,000 2,000 2,000 -
Police Report Fees 3,855 2,000 2,000 3,500 1,500
Fingerprinting Fees 5,045 6,000 6,000 5,000 (1,000)
Fire Marshal Fees - - - - -
Inmate DNA 917 900 900 900 -
Courtroom Security 136,112 165,000 165,000 145,000 (20,000)
Parks & Recreation 544,009 490,480 492,460 500,491 10,011
Library Fees 76,513 75,500 75,500 76,000 500
Sales of GIS Maps 8,390 10,000 10,000 5,000 (5,000)
Total $ 1,052,288 $ 978,122 $ 980,102 $ 953,133 $ (24,989)
Miscellaneous Revenue & Recovered Costs
Miscellaneous revenue consists of revenue that does not correlate with other classifications.
Recovered costs include reimbursements from outside organizations for services provided by the
County. Decreased revenue from Commonwealth Attorneys collection fees reflect current and
prior years collections by the Treasurers Office. Town election reimbursements are collected by
the Registrar from the incorporated towns within the County based on those election cycles. Radio
reimbursements from Culpeper and Rappahannock Counties are projected to decrease based on
contractual agreements with the new public safety radio system. Other miscellaneous revenue and
recovered costs are based on prior years and project collection levels.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

Miscellaneous Donations $ 16,163 $ 1,000 $ 1,000 $ 1,000 $ -
Admin Fees - Debt Set-Off 57,075 65,000 65,000 60,000 (5,000)
Lien Fees - Treasurer 46,669 45,000 45,000 45,990 990
Lien Fees - County Attorney 3,506 3,500 3,500 3,500 -
Commonwealth's Attorney 154,298 165,000 165,000 155,000 (10,000)
Circuit Court Collections 1,028 1,000 1,000 1,000 -
Gen. District Court Collections 3,330 3,500 3,500 3,500 -
J&DR Court Collections 215 250 250 250 -
HR Background Checks 19,001 25,000 25,000 25,000 -
Wellness Dollars 25,000 25,000 25,000 25,000 -
HR Miscellaneous Revenue 32,844 15,681 15,681 15,681 -
Town Election Reimbursement 3,084 - 13,000 3,200 3,200
Town Code Red Emergency 5,000 5,000 5,000 5,000 -
Insurance Recoveries 29,771 - - - -
Miscellaneous Revenue 98,569 86,836 88,741 88,981 2,145
Canteen Medical Reimb. 5,194 6,500 6,500 6,500 -
Process and Service Fees 1,333 - - - -
Home Incarceration Fees 24,786 22,000 22,000 22,000 -
Other Government Charges 10,500 10,500 10,500 10,500 -
Work Release 58,794 65,000 65,000 65,000 -
CSA Refunds 24,869 10,000 10,000 10,000 -
Warrenton Comm Ctr Recovered 17,825 19,000 19,000 19,000 -
Radio Reimb - Culpeper/Rappah 30,187 27,362 27,362 13,681 (13,681)
Miscellaneous Recoveries 62,963 2,000 2,000 2,000 -
Total $ 732,004 $ 604,129 $ 619,034 $ 581,783 $ (22,346)

State Revenue
The County receives a variety of funding from the State, principally classified as non-categorical
aid, shared expenses, and categorical aid. The FY 2018 Proposed Budget includes $27,252,934 in
state revenue, or 14.9% of total General Fund revenue.
Non-Categorical Aid
This category consists of taxes imposed by the State and shared with the County using a variety of
distribution formulas. The FY 2018 Proposed Budget anticipates no adjustments of revenue in
non-categorical aid.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Rolling Stock Tax $ 88,562 $ 88,500 $ 88,500 $ 88,500 $ -
Mobile Home Titling Tax 25,554 25,000 25,000 25,000 -
Rental Car Tax 9,504 10,000 10,000 10,000 -
Personal Property Tax Relief 13,657,643 13,657,510 13,657,510 13,657,510 -
Communication Tax 2,801,253 2,800,000 2,800,000 2,800,000 -
Pari-mutuel Wagering Tax 840 - - - -
Total $ 16,583,356 $ 16,581,010 $ 16,581,010 $ 16,581,010 $ -
Shared Expenses
Shared expenses represent funding administered by the State Compensation Board for
constitutional officers and agencies. The FY 2018 Proposed Budget for these departments includes
adjustments based on the State budget reductions in mid-FY 2017 for compensation increases that
were eliminated.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Commonwealth Attorney $ 494,366 $ 495,818 $ 500,123 $ 491,513 $ (4,305)
Sheriff 3,594,601 3,622,615 3,654,249 3,590,980 (31,635)
Commissioner of the Revenue 179,393 186,557 188,174 184,941 (1,616)
Treasurer 150,339 151,682 153,021 150,344 (1,338)
Registrar 76,662 64,111 64,111 64,111 -
Clerk of the Court 464,908 474,100 478,276 469,924 (4,176)
Adult Confinement Detention 177,492 225,000 225,000 200,000 (25,000)
Total $ 5,137,761 $ 5,219,883 $ 5,262,954 $ 5,151,813 $ (68,070)
Categorical Aid
Categorical aid consists of funding from the State that has been designated for a specific purpose.
This category includes funding for welfare, social services and the Childrens Services Act for At-
Risk Youth (CSA). Disbursements under these programs are calculated using a shared cost formula
established by the Code of Virginia. Also included is funding for the Countys library system,
reimbursements for circuit court juries, and funding for criminal system diversion programs.
Adjustments are based on prior years and current year revenue collections.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

Social Services $ 1,467,962 $ 1,510,342 $ 1,510,342 $ 1,457,875 $ (52,467)
Comprehensive Services Act 2,439,219 2,717,730 2,717,730 2,717,730 -
Welfare to Work 3,762 - - - -
Bright Stars Initiative - - - - -
VHSP Grant 245,988 - - - -
Domestic Violence Grant 25,501 - - - -
Recordation Tax 430,392 450,000 450,000 450,000 -
Jury Duty Reimbursement 25,891 25,000 25,000 25,000 -
Adult Court Services Pretrial 120,302 243,636 243,636 243,636 -
Community Corrections 135,030 261,810 261,810 268,071 6,261
Rescue Squad Assistance Grant 51,211 - - - -
Prisoner Transportation 29,160 10,000 10,000 10,000 -
Juv. Community Crime Control 36,836 36,836 36,836 36,836 -
E-911 Wireless Program 118,705 116,550 117,716 117,716 1,166
Armory 16,032 17,751 17,751 17,751 -
Library Aid 153,496 153,496 153,496 153,496 -
Commissioner of the Arts 5,000 5,000 5,000 5,000 -
VA Tourism Corporation Grant 1,240 - - - -
Miscellaneous 186,352 17,000 17,000 17,000 -
Total $ 5,492,079 $ 5,565,151 $ 5,566,317 $ 5,520,111 $ (45,040)

Federal Revenue
This category consists principally of federal funding for community welfare programs. Additional
revenue may be realized during the course of the fiscal year through various grant awards. The FY
2018 Proposed Budget anticipates adjustments in revenue for Social Services based on revised
funding formulas.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
Welfare Administration $ 3,003,850 $ 2,316,580 $ 2,316,580 $ 2,243,577 $ (73,003)
Public Safety 163,424 17,725 17,725 17,725 -
Agricultural Development 15,130 - - - -
Community Development - - - - -
Parks & Recreation 5,750 - - - -
Miscellaneous - - - - -
Payments in Lieu of Taxes 2,867 - - - -
Total $ 3,191,021 $ 2,334,305 $ 2,334,305 $ 2,261,302 $ (73,003)
Intra-Governmental Transfers
The proposed budget includes transfers from County special revenue funds to support government
operations. The FY 2018 Proposed Budget includes increased transfers from the Fire and Rescue
Levy Fund to support a full year of staffing for the career fire and rescue technicians implemented
mid-year as approved for FY 2017, and increased personnel costs for the previously supported
career operations and management staff. The Ambulance Revenue Fund reductions are based on
current and prior year revenue collections and availability of use of fund balance that support three
24-hour emergency services units. Funding from the Capital Improvement Fund offsets the cost
of a project manager that would be funded for the term of the Broadband Capital Project from the
project budget.
FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18
School Operating Fund $ 248,445 $ 300,000 $ 300,000 $ 300,000 $ -
County Asset Replacement Fund 125,759 - - -
Capital Projects Fund - - - 117,137 117,137
Conservation Easement 6,659 - - - -
Fleet Maintenance Fund 497 - - - -
Fire and Rescue Levy Fund 222,054 811,012 1,316,555 1,318,724 507,712
Ambulance Revenue Fund 1,111,705 934,779 957,687 902,692 (32,087)
Affordable Housing Fund 201,632 - - - -
Airport Enterprise Fund - - - -
Stormwater Management Fund 362,571 338,971 338,971 338,971 -
Total $ 2,279,322 $ 2,384,762 $ 2,913,213 $ 2,977,524 $ 592,762
ORGANIZATIONAL PURPOSE:
The Fauquier County Board of Supervisors, elected by the people, serves by law as the governing
body of the County. The Board sets goals and objectives; establishes priorities for County
programs and services; establishes County legislative and administrative policies through the
adoption of ordinances and resolutions; appoints the County Administrator, County Attorney, and
members of various boards and commissions; adopts the annual budget; appropriates funds; and,
sets tax rates.
Chairman
Magisterial District
Vice Chairman
Magisterial District Magisterial District Magisterial District
Magisterial District
Deputy Clerk
GOALS:
Enable County government to transact business expeditiously and efficiently.

Protect the rights of every citizen.
Preserve the physical beauty, heritage, and environmental integrity of the County.
Plan and implement programs to ensure population growth and development are positive
contributions to the general welfare of the community.
Protect and promote the health, safety, welfare, and quality of life of County residents.
Promote the interests of Fauquier County at the regional, State, and Federal levels.
KEY PROJECTS FOR FY 2018:
The Board of Supervisors will review and revise its legislative program to include additional
priorities for consideration in the Virginia Association of Counties (VACo) Legislative
Program as part of its calendar year 2017 package for the General Assembly.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page C-1
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Actual Actual Adopted Approved Proposed
Costs:
Personnel $174,467 $177,371 $174,746 $175,126 $176,710
Operating $86,322 $99,036 $100,218 $100,218 $100,218
Capital $0 $0 $0 $0 $0
Total $260,789 $276,407 $274,964 $275,344 $276,928
Revenue $0 $0 $0 $0 $0
Net Local Revenue $260,789 $276,407 $274,964 $275,344 $276,928
Full Time Staff 1.00 1.00 1.00 1.00 1.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
Full-time Equivalents 1.00 1.00 1.00 1.00 1.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Board of Supervisors includes personnel expenditure
increases due to rising benefit costs and a mid-FY2017 two-percent cost-of-living adjustment for
permanent support staff.
PROGRAM 1: Board of Supervisors
As the local governing body, the Board of Supervisors serves to protect the public health, safety,
and welfare of the citizens of Fauquier County. The following are examples of routinely scheduled
meetings that occur in the normal course of public business. It should be noted that this schedule
does not include individual Board members meetings with a wide array of citizens, staff members,
community leaders, and business leaders, attendance at public events, or involvement with civic
organizations.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Actual Actual Projected Projected
Regularly scheduled public meetings 12 12 12 12
Work Sessions conducted 51 54 51 50
Consent / Regular Agenda items considered 157 174 151 150
Public Hearings conducted 81 61 81 82
Proclamations & Awards presented 34 23 30 30
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Citizen appointments made to Committees,
16 64 32 33
Boards & Commissions
Legislative priorities submitted to the

20 18 20 20
General Assembly
Committees, commissions & boards on

21 19 21 21
which BOS members serve
Legislative events, annual budget & policy

15 17 12 13
review, special and/or adjourned meetings
OBJECTIVES:
Maintain compliance with the State and Federally mandated programs and responsibilities.
Successfully complete projects adopted by resolution as part of its calendar year 2017
legislative package submitted to the General Assembly.
Ensure Board of Supervisors agenda and meeting materials are accessible to the Board
members, staff, and the public in accordance with Board by-laws.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Actual Actual Goal Goal
Compliance with State and Federally
100% 100% 100% 100%
mandated programs and responsibilities
Legislative priorities submitted to the
General Assembly prior to the start of the 100% 100% 100% 100%
annual session
Agenda and meeting materials are accessible
100% 100% 100% 100%
in accordance with Board by-laws
COMMISSIONER OF THE REVENUE
The Commissioner of the Revenue provides efficient and effective taxpayer services through
diligent and careful maintenance of taxpayer records in Real Estate, which includes Land Use and
Relief for the Elderly & Disabled programs including Disabled Veterans, Personal Property,
Business Taxation, and State Income taxes. The Commissioners Office also serves the public by
providing assistance in a competent manner when dealing with their tax matters. The
Commissioner of the Revenue provides the citizens of Fauquier County with timely processing of
tax returns and other records in order to deliver the annual assessments to the Treasurer as
prescribed by law. Furthermore, the Commissioners Office performs all duties prescribed by the
laws of the Commonwealth relating to assessment of property and taxes.
Commissioner
of the Revenue
Senior
Administrative
Associate
Chief Deputy
Personal Business
Real Estate
Property Tax/State Income
RE Tech IV Deputy IV Deputy IV1
Land Customer Service/ Customer Compliance

Mapping Processing
Use/Relief Processing Service Services
RE Tech II (2) GIS Specialist RE Tech III Deputy III Deputy II (2) Deputy II1
RE Tech II (3) Deputy II Deputy I Deputy I (2)
1FY
Deputy I 2018 Proposed Budget establishes
1.0 FTE Deputy IV position and 1.0
FTE Deputy II position.
GOALS:
Expand the use of the SharePoint functionality to other areas in the office.
Develop the business taxation filing program in order to ensure timely and accurate
assessments.
Continue to develop the use of Parcel Fabric in the Environmental Systems Research Institute
(ESRI) mapping system to reduce time spent on mapping updates.
Establishment of a Business taxation division in the Commissioners office to provide

specialized tax services to the business community. The services will included educational
initiatives on business start-up in the county, assistance to businesses to ensure compliance
with the business tax and license assessment law and assistance to the office of economic
development with regard to tax planning and recruitment incentives.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,302,856 $1,325,802 $1,313,562 $1,434,577 $1,462,364
Operating $109,608 $102,217 $110,224 $114,678 $114,678
Capital $0 $0 $0 $0 $0
Total $1,412,464 $1,428,019 $1,423,786 $1,549,255 $1,577,042
Revenue $187,588 $187,332 $197,692 $199,309 $196,076
Net Local Revenue $1,224,876 $1,240,687 $1,226,094 $1,349,946 $1,380,966
Full Time Staff 20.00 20.00 20.00 22.00 22.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Commissioner of the Revenue includes personnel
expenditure increases due to rising benefit costs and a mid-FY 2017 two-percent cost-of-living
adjustment for permanent staff, as well as the establishment of a Deputy IV and a Deputy II for a
dedicated Business Taxation Division. Operating expenditure increases include adjustments based
on historical assessment services costs.
PROGRAM 1: Real Estate
This division maintains all real property records for the purpose of assessment and taxation
between reassessments. Transfers of ownership of property are performed by obtaining records
from the Clerk of the Circuit Court. Research, involving in-depth title searches, is conducted on
problems, unknown properties, and escheated property. The office maintains maps of property
within the County, adding new subdivisions, easements, and rights-of-way. This division of the
Commissioners office also prepares and confirms exonerations and supplements.
All new construction is appraised and calculated, and a prorated assessment is made on
substantially complete structures through October of each year.
The Tax Exempt Land Book is compiled and kept for public display, as required by State Code.
The cadastrals and land use layers of the geographic information system are maintained.
Staff assists in the State Sales/Ratio Study annually, to support the State in its efforts to raise
the quality of assessments.
The office provides information to the reassessment contractors for the performance of their
contracts.
State Corporation Commission/Department of Taxation assessments of railroads, pipelines,
and utility property are verified and included in the local tax roll.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Mapping changes 1,968 1,834 2,000 1,950
Record revisions on appraisal module 5,774 3,611 3,100 6,100
Preparing assessments for new construction 1,434 1,373 1,400 1,450
Transfers 3,508 3,668 3,600 3,700
OBJECTIVES:
Complete land transfers in a timely manner, resulting in improved services to County citizens
and other government agencies. Note: Land transfers begin April 1 each year due to system
requirements.
Improve revenue forecasting by completing entry of new construction data by January 31 of
each year.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Transfers recorded within 48 hours (after
95% 96% 96% 96%
April 1)
New construction data entered prior to
90% 92% 95% 95%
January 31
PROGRAM 2: Land Use/Tax Relief for the Elderly
The Commissioner of the Revenue is responsible for administering the Use Value Assessment
Program. This program, authorized by the Commonwealth of Virginia, permits agricultural,
horticultural, forestal, and open space land to be assessed at use value rather than its market
value. Revalidations must be filed annually. This assessment is revised when the use of the land
changes or is rezoned, at which time a roll back assessment is made. The roll back period
includes the five previous years plus the current year. As a result of Reassessment, Single Parcel
Overlays are required to be completed on all parcels in Land Use.
A change in the law effective July 1, 1993, mandated that all properties that have an open space
easement pursuant to the Open Space Land Act, such as with Virginia Outdoors Foundation,
Purchase of Development Rights, or County initiated easements are to be assessed at use value
rather than market value with no deferment and no filing. The Commissioner of the Revenue
generates these assessments and maintains the assessment records.
The Real Estate Tax Relief Program allows a reduction or total exemption of real estate taxes based
on income and net worth to qualifying senior citizens and permanently disabled persons. Effective
January 1, 1998, an ordinance was adopted to permit a three-year cycle in which the complete
application is filed the first year of the cycle and certification, attesting the limits for income and
financial worth have not been exceeded, is filed for the next two years. This program has been
very valuable to the community in assisting senior citizens and the disabled.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Parcels in land use 3,914 3,867 3,900 3,850
Roll backs calculated 55 52 55 55
New applications & revalidation receipts 107 87 90 90
Land use inspection 26 15 20 20
OBJECTIVES:
Process applications and revalidations within 60 days of receipt, except during the sexennial
revalidation year during which the complexity of the revalidation process reduces certain
efficiencies.
Complete exonerations of qualified applicants within 30 days of receipt.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Applications and revalidations processed
85% 87% 87% 87%
within 60 days of receipt
Exonerations of qualified applicants
90% 91% 92% 92%
completed within 30 days of receipt
PROGRAM 3: Personal Property
This division provides uniformity of assessments within all Personal Property tax classes, using
values established by recognized pricing guides or a percentage of cost. This tax applies at varying
rates to the assessed values of different categories of tangible personal property (Business Personal
Property and machinery and tools are part of the Business Taxation Program). This office has
sole authority to make an adjustment to an assessment.
Aggressive delinquent tax collections have placed additional workload on the office. It is
necessary to research warrants for current addresses through State, Federal, and local real estate
records and to respond to questions from the County Attorney, Treasurers Office, and delinquent
taxpayers regarding these accounts. Upon request of the County Attorney, it is necessary for staff
to appear in court to explain office procedures, methods of assessment and events when taxpayer(s)
contact the Commissioners office regarding their delinquent accounts. The Commissioners
Office also handles exoneration of taxes determined to be erroneously assessed.
The Commissioner of the Revenues Office maintains an accurate record of all personal property.
The office is on-line with the Department of Motor Vehicles, which assists with the accuracy of
individual personal property assessments. Tax relief on qualified vehicles under the
Commonwealths Personal Property Tax Relief Statutes, as amended must be monitored
constantly. A formal personal property tax relief audit is conducted periodically to ensure the
proper apportionment of the relief.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Exonerations 11,343 12,872 12,169 12,392
Supplements 10,920 11,785 11,838 11,961
PPTRA qualifying vehicles 74,556 75,741 76,047 77,568
Qualifying leased vehicles 437 491 490 490
Audit letters 0 0 200 200
Personal Property returns 52,992 54,695 54,722 55,057
Vehicles disqualified 300 292 300 300
License fees assessed 74,373 75,589 75,616 76,167
OBJECTIVES:
Improve revenue projections and tax relief distribution.

Complete all Personal Property return processing by July 30th.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Personal Property returns processed by 7/30 85% 90% 91% 92%
PROGRAM 4: Business Taxation/State Income Tax
Business License Tax and Business Personal Property
All businesses within the County are required to obtain a business, professional, and occupational
license (BPOL). Most businesses require a gross receipts amount in excess of $200,000 before a
tax is levied. This office ensures all local requirements are met before issuing business licenses,
and provides constant monitoring to ensure uniform classification of revenue for rate-application
purposes.
Additionally, all businesses within the County that own or lease equipment must register and file
a tangible personal property return provided by the Commissioner of the Revenue. Staff must
screen all returns on property owned on January 1 of each year, and process the returns through
manual and computer computation. Statutory assessments are also computed. The loss of staff in
this division during the FY 2010 budget reductions has greatly affected the offices ability to
perform even a cursory review of business returns which inherently creates compliance issues.
State Income Tax
Every Virginia resident earning income is subject to the State Individual Income Tax, due May 1
of each year. To comply with processing deadlines, staff in this division is wholly dedicated to
this function from January through May of each year. Required reports are prepared on tax-due
returns and are submitted to the Treasurer with payments.
The Commissioner of the Revenues Office also provides a valuable service to County citizens by
preparing State income tax returns and providing taxpayer assistance not otherwise provided by
the Commonwealth of Virginia. This enables the office to reduce or eliminate errors on returns
prior to forwarding to the State. This section also suffers from service issues when rendering
assistance to the public during the tax season due to the loss in staffing.
Bank Franchise Tax
The Bank Franchise tax applies to the net capital of banks and trust companies, and payment is
due on or before June 1 of each taxable year. A portion of this tax is retained by the County.
Consumer Utility Tax Returns
This office is responsible for organizing, standardizing, and reviewing for accuracy the returns
submitted by utility companies that collect and remit the Countys Consumer Utility Tax.
Transient Occupancy Tax
Transient Occupancy Tax returns are accepted by the office and processed for accuracy before
remittance to the Treasurers Office for deposit.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Business license applications mailed 3,080 3,048 3,142 3,204
Virginia Workers Compensation forms 1,428 1,424 1,442 1,456
Bank stock audit 11 11 11 11
Consumer Utility Tax returns 8 8 8 8
Business Personal Property returns 4,256 4,355 4,398 4,441
Machinery & Tools returns 47 48 48 48
Transient Occupancy Tax returns 12 11 12 12
State income correspondence 899 895 900 900
State income returns processed 4,803 4,372 4,244 3,989
State estimated returns processed 1,516 1,393 1,226 1,284
OBJECTIVES:
Ensure the maximum assessment of revenue for Business, Professional and Occupation
License (BPOL) by performing desk audits and other reviews of filings by May 30.
Ensure the maximum assessment of revenue for business personal property (BPP) taxes by
July 30.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
BPOL desk compliance tests
7% 10% 10% 50%
completed by May 301
BPP desk compliance tests completed
7% 10% 10% 50%1
by July 301
1
Increase is based on addition of business taxation personnel.
COUNTY ADMINISTRATION
The Office of the County Administrator serves the citizens of Fauquier County by initiating
strategies and programs to make significant progress toward achieving the Board of Supervisors
identified priorities. This includes the management of departmental activities and special projects
in a manner which promotes the highest quality of services and the continuous operation of
efficient and open government.
County Administrator
Administrative
Specialist
Deputy County
Administrator
Project Manager
Broadband1
Administrative Reassessment
Manager Coordinator
Senior Administrative Administrative

AV/Media Technician
Associate Assistant
1
FY 2018 Proposed Budget includes a new 1.0 FTE Project Manager position for the Broadband
Project, funded by a transfer from the project.
GOALS:
Provide leadership and direction to staff in conducting the business of the County.
Provide administrative and managerial support and professional advice to the Board of
Supervisors.
Develop and implement programs, policies, and procedures to ensure the provision of effective
and efficient government services.
Maintain a highly competent, well-trained, and motivated public work force.
Provide an organizational framework and culture that is progressive, results-oriented, and
customer-focused in order to meet the current and future needs of Fauquier County and its
citizens.
Work with the Board of Supervisors to strategically carry out the Boards vision and priorities.
Develop and deliver an annual legislative plan.
Continue to research and identify additional sources of new revenue.
Maintain the Continuity of Operations and Disaster Recovery Plan.
Maintain or enhance the County governments fiscal stability and credit worthiness.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $649,266 $610,626 $827,908 $830,827 $999,926
Operating $44,866 $36,525 $34,130 $34,130 $35,957
Capital $1,277 $0 $0 $0 $0
Total $695,409 $647,151 $862,038 $864,957 $1,035,883
Revenue $0 $0 $0 $0 $0
Net Local Revenue $695,409 $647,151 $862,038 $864,957 $1,035,883
Full Time Staff 6.00 6.00 7.00 7.00 8.00

Part Time Staff 0.77 0.53 0.53 0.53 0.53
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for County Administration includes personnel expenditure
increases due to rising benefit costs and a mid-FY 2017 two-percent cost-of-living adjustment for
permanent staff. In addition, the proposed budget includes the additional of one full-time
permanent Project Manager in support of the Broadband Project, to be funded by a transfer from
the project budget.
PROGRAM 1: County Administration
The Office of the County Administrator effectively serves the citizens of Fauquier County by
initiating strategies and programs to make significant progress toward achieving the Board of
Supervisors identified priorities, including the management of departmental activities and special
projects in a manner which promotes the highest quality of services and the continuous operation
of efficient and open government.
County Administration provides support for the Board of Supervisors initiatives and policies
through oversight of day-to-day County operations.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Board of Supervisors agenda items
75 80 85 85
submitted
Legislative priorities developed and
submitted for Board of Supervisors 20 20 20 20
consideration
Standing Board/Committee meetings 75 75 75 75
OBJECTIVES:
Work with the Board of Supervisors to strategically execute the Boards vision and priorities.
Research and identify additional sources of new revenue.
Develop and deliver an annual legislative plan.
Maintain a Continuity of Operations and Disaster Recovery Plan.
Maintain the Countys strong bond rating assigned by three independent rating agencies.
Attract and retain a high quality workforce with a County-wide turnover rate at 12% or lower.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Execute the Boards vision and priorities Ongoing Ongoing Ongoing Ongoing
Reduce expenditures and identify additional

Ongoing Ongoing Ongoing Ongoing
sources of new revenue
Develop and deliver an annual legislative plan Annual Annual Annual Annual
Maintain a Continuity of Operations and

Ongoing Ongoing Ongoing Ongoing
Disaster Recovery Plan
Achieve/Maintain Aa1, AA+ and AAA bond Aa1, AA+ Aa1, AA+ Aa1, AA+ Aa1, AA+
ratings and AA+ and AAA and AAA and AAA
Staff turnover rate (County-wide) 10.95% 10.0% 10.0% 10.9%
COUNTY ATTORNEY
The County Attorney provides timely and effective legal representation and advice to the Fauquier
County Board of Supervisors, the Board of Zoning Appeals, and all other boards, commissions,
departments, Constitutional Officers and employees regarding legal issues relative to conducting
County business.
County Attorney
Senior Legal Secretary

(2)
Deputy County Senior Assistant

Attorney County Attorney (2)
GOALS:
Provide timely and effective legal advice and representation to the Board of Supervisors,
Constitutional Officers and all other boards, commissions, departments, and employees of the
County.
Effectively handle civil litigation by and for the County, its boards, commissions, departments,
and employees.
Competently and ethically fulfill all duties and responsibilities placed upon the office and its
attorneys by the Code of Virginia, the Code of Fauquier County, and canons of ethics and
disciplinary rules of the Virginia State Bar.
Increase zoning enforcement activity.
COUNTY ATTORNEY
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $630,538 $641,316 $632,470 $656,858 $684,055
Operating $103,753 $42,976 $47,574 $47,574 $47,574
Capital $0 $0 $0 $0 $0
Total $734,291 $684,292 $680,044 $704,432 $731,629
Revenue $37,685 $72,648 $18,500 $18,500 $18,500
Full Time Staff 6.00 6.00 6.00 6.00 6.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the County Attorney includes personnel expenditure increases
due to rising benefit costs and a mid-FY 2017 two-percent cost-of-living adjustment for permanent
staff. In addition, the budget includes the adjustment of one Senior Assistant County Attorney
from 30 hours to 37.5 hours per week.
PROGRAM 1: General Legal Services
The general legal services program provides legal services to all boards, commissions, agencies,
and employees of the County. The provision of general legal services involves the handling of
litigation and administrative hearings before State and Federal courts as well as administrative
tribunals. In addition, staff members perform a variety of other activities including contract
review, real estate closings, and rendering of legal advice and opinions on local government issues
of concern to the boards, commissions, and employees of the County.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Files opened (non-litigation) 225 122 175 180
Document review and opinion requests 335 365 400 450
Real estate settlements 5 12 10 10
Miscellaneous litigation 8 4 5 6
Zoning enforcement summonses 5 9 12 15
Sheriffs Office Freedom of Information Act
200 235 245 255
(FOIA)/Subpoena responses processed
COUNTY ATTORNEY
OBJECTIVE:
Provide prompt response to client inquiries.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Respond to 75% of requests for opinions within
75% 75% 75% 75%
two working days
Respond to 75% of requests for document
75% 70% 75% 75%
reviews within 4 working days
Return at least 90% of telephone calls within
90% 90% 90% 90%
same working day
PROGRAM 2: Delinquent Tax Collections
The delinquent tax collection program seeks to collect all forms of delinquent taxes, including but
not limited to real estate, personal property, and business license tax through litigation in State,
Federal and Bankruptcy courts. In addition to the collection of taxes, the program also collects
unpaid fees and fines, including landfill tipping fees and library assessments. This program also
provides administrative assistance to the offices of the Treasurer and Commissioner of Revenue
in their tax collection efforts.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Total tax collections $450,000 $589,306 $450,000 $470,000
Personal property collections $90,000 $87,075 $75,000 $75,000
Cases Filed-General District Court 300 303 300 300
Letters sent 500 426 450 450
Trials 5 3 5 5
Interrogatory participation 100 70 70 70
Judgments satisfied 30 46 50 50
Real estate collections $350,000 $470,346 $345,000 $365,000
Attorneys fees and costs collected $37,685 $72,648 $18,500 $18,500
Properties sold for delinquent taxes 3 9 5 5
Total properties redeemed 50 40 40 40
Files opened 30 14 15 15
Cases filed-Circuit Court 15 12 10 10
COUNTY ATTORNEY
OBJECTIVES:
Obtain judgments against delinquent taxpayers in order to increase payment by debtors and
extend the period of time during which taxes remain collectible.
Conduct tax sales of delinquent real estate in order to recover delinquencies and return the
properties to taxpaying status.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
File suit in cases where the amount of debt
100% 100% 100% 100%
meets filing criteria
FINANCE
The Finance Department provides quality financial and administrative support services to all
County departments, agencies, and the School Division in a professional, proactive, effective and
efficient manner, and in conformance with the highest standards set for similar county government
finance departments.
The primary functions of the department include maintenance of the financial reporting system,
preparation of the Comprehensive Annual Financial Report, debt management, accounting,
accounts payable and receivable, Federal and State grants reporting, fixed asset reporting, and
procurement.
Director
Administration &
Accounts Payable Procurement
Financial Reporting
Financial Services
Senior Accountant Accountant II Procurement Manager
Division Chief
Accounting Emergency Services Senior Accounting

P-Card Administrator
Technician III Billing Administrator1 Technician
Senior Accounting Accounting

Senior Buyer (2)
Technician (3) Technician (2)
Accounting
Junior Buyer
Technician
1
Position is funded in Ambulance Revenue Fund budget.
Procurement
Technician
FINANCE
GOALS:
Prepare accurate and timely financial transactions and reports to assist customers in the
delivery of their services.
Prepare and publish the Comprehensive Annual Financial Report (CAFR) in a timely manner
and in accordance with Generally Accepted Accounting Principles (GAAP) and the
Government Finance Officers Association guidelines for the Certificate of Achievement in
Financial Reporting.
Manage the issuance and administration of debt to ensure compliance with legal requirements
and to minimize the Countys borrowing costs.
Implement procurement policies and procedures for the purchase of goods and services, while
encouraging competition, compliance, accountability, and fairness.
Update and maintain a comprehensive listing of capital assets and implement appropriate
controls to safeguard the assets.
Enhance employees skills through cross-training and external training opportunities.
Implement internal contract/project audit procedures in Procurement Division.
Further expansion of the P-Card Program including potential for higher payments to maximize
potential rebate revenues.
Continue collaboration with OMB toward the development of a central database to store
pertinent data and documents related to grants.
Continued development of automated reporting capability to enhance financial reporting to the
BOS and School Board Finance Committees.
Implement improvements to capital asset controls and procedures to allow for tagging of
capital assets and periodic physical inventory control counts by Finance Department staff.
Study and propose methods to enhance workflow and reduce manual operations in Accounts
Payable to reduce costs and increase efficiency in the procure-to-pay cycle.
FINANCE
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,186,416 $1,286,517 $1,316,808 $1,323,786 $1,374,496
Operating $57,099 $55,176 $102,743 $98,975 $98,975
Capital $8,418 $0 $0 $0 $0
Total $1,251,933 $1,341,693 $1,419,551 $1,422,761 $1,473,471
Revenue $0 $0 $0 $0 $0
Full Time Staff 17.00 17.00 17.00 17.00 18.00

Part Time Staff 0.53 0.53 1.06 1.06 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Finance Department includes personnel expenditure
permanent staff. In addition, the proposed budget includes the conversion of the part-time P-Card
Administrator position to full-time, offset by reductions in operating expenditures.
PROGRAM 1: Administration and Financial Reporting

Produce the County government and School Division Comprehensive Annual Finance Report
(CAFR). Coordinate annual external audit. Manage general ledger transactions, debt service,
capital assets, and grants. Maintain the integrity of all financial data and internal control structures,
and act as fiscal agent for County agencies, the School Division, and other organizations as
required.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Outstanding debt issues 20 20 22 24
Journal transactions 1,799 1,995 2035 2075
Accounts Added or Deactivated in the
513 1,568 1,600 1,632
General Ledger
School activity fund internal reviews 20 20 20 20
Volunteer fire rescue internal reviews 11 11 10 10
Petty cash internal reviews 36 45 45 45
Revenue transmittals 311 315 319 319
Manual interest earnings calculations 23 25 25 25
Programs interfaced 12 13 13 13
Development of long-term projections
2 2 2 2
(Proprietary Funds)
FINANCE
OBJECTIVES:
Publish accurate and informative financial documents annually, in compliance with GAAP
regulations and Government Finance Officers Association (GFOA) standards.
Annually publish accurate and informative financial documents in compliance with
Government Finance Officers Association (GFOA) standards and meet State and GFOA
submission deadlines.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Achieve GFOA Excellence in Financial
Yes Yes Yes Yes
Reporting Award
Prepare and submit the Consolidated Annual
Yes Yes Yes Yes
Financial Report within State deadlines
PROGRAM 2: Accounts Payable
Process payments of vendor invoices for goods and services purchased for the County government
and School Division; maintain and update vendor files; and issue Federal tax Form 1099 MISC to
comply with Internal Revenue Service (IRS) regulations.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Invoices paid 41,409 43,251 44,116 44,998
Checks issued 17,071 16,981 17,250 17,340
Dollar amount processed $57 million $52 million $53 million 53 million
New vendors added 1,200 1,300 1,194 1,205
1099s issued 310 320 312 315
OBJECTIVE:
Improve the knowledge and capability of County and School staff personnel in processing
invoices for payment efficiently.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Number of training sessions provided for
4 5 6 7
County/School staff
FINANCE
PROGRAM 3: Procurement Division
Procurement provides purchasing support and expertise relative to goods and services for County
government and the School Division, ensuring that purchases are in compliance with the Virginia
Public Procurement Act, as well as adopted policies and procedures. Staff issues Invitation For
Bids (IFB) and Request For Proposals (RFP) with input and assistance of County/School
departments. Staff seeks contract opportunities, negotiates contracts as needed, processes purchase
orders, and maintains contract oversight.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Purchase Orders (PO) Issued 3,882 4,126 4,000 4,000
Purchase Order Edits 1,043 1,156 1,200 1,200
PO Edits to Issuance 26% 28% 26% 26%
IFB, RFP, Contracts Issued 73 106 120 120
Contracts Managed 492 500 510 515
OBJECTIVES:
Increase user comprehension and accuracy through training.

Improve user resources by updating policies and procedures to reflect revisions to the Virginia
Public Procurement Act and best practices.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Training sessions provided for County/School
5 9 10 12
staff members
Revisions made/approved to Policies,
4 4 6 6
Procedures & Terms/Conditions
GEOGRAPHIC INFORMATION SYSTEMS
The Geographic Information Systems (GIS) Department provides support and assistance to County
agencies by supplying accurate, computer-generated maps, and accompanying database
information to aid in the study of geographic-related matters and provides GIS access and service
to citizens.
Director
GIS Analyst GIS Specialist I GIS Technician I
GOALS:
Provide technical support and expertise to County agencies and the public.
Provide access to accurate county GIS feature classes and geo-databases.
Provide public access to county GIS information and services to the public.
Administer and provide E-911 street addressing and GIS services.
Continue to maintain and enhance GIS web application. Research and evaluate replacing
current web application using ArcGIS Online services and Community Maps hosted by Esri.
Continue to integrate new digital mapping layers in the GIS, as coordinated and prioritized by
County needs.
Continue to provide GIS technical support, assistance, and training consistent with
departmental and County-wide objectives.
Continue to provide customized maps and reports to County agencies and the public.
Continue to provide E-911 addressing administrative and technical functions, consistent with
the requirements of Emergency Services and E-911 Communications Center.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $305,202 $313,912 $308,694 $310,214 $317,007
Operating $4,065 $9,159 $21,250 $23,000 $23,000
Capital $0 $0 $0 $0 $0
Total $309,267 $323,071 $329,944 $333,214 $340,007
Revenue $11,638 $8,385 $10,000 $10,000 $5,000
Full Time Staff 4.00 4.00 4.00 4.00 4.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Geographic Information Systems includes personnel
adjustment for permanent staff. In addition, operating expenditures have been adjusted to include
additional training funding, and revenue has been adjusted to more accurately reflect current
collection trends.
PROGRAM 1: GIS
GIS services are provided to internal and external customers.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
GIS generated reports and PDF files
950 1,700 950 950
produced
Type I Soils maps digitized 8 10 10 11
Training/Technical Support provided - Hrs 300 364 300 300
Digital file requests processed 450 450 100 150
Street address requests processed 300 315 300 300
New streets added & signs ordered 65 13 20 20
OBJECTIVES:
Improve direct public access to GIS tools and data.

Provide the underlying technology required to assist County agencies in providing effective
support to residents.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Revenue generated by GIS product sales $11,638 $8,385 $10,000 $5,000
Individual map layers available via the
20 20 20 100
Internet
Digital map layers and databases maintained/
created for analysis and internal use in 300 300 300 300
decision making
Server-based GIS system users 100 100 100 100
HUMAN RESOURCES
The Fauquier County Human Resources department provides quality services to assist the General
County Government and School Division in achieving their strategic goals; recruits, selects, and
retains quality employees; and administers a comprehensive Human Resources program consistent
with Federal, State, and local statutes, meeting the needs of the governmental employer as well as
current/potential employees.
Director
Administrative
Manager
Assistant Director
Benefits & Risk

Payroll HR Administration Human Resources
Management
Benefits & Risk Classification/

Payroll Manager HR Generalist I (3)
Manager Compensation Analyst
Senior Payroll HRIS Systems

Benefits Specialist HR Technician III
Technician Administrator
Payroll Technician
(2) HR Technician II (2) HR Technician I
GOALS:
Increase customer satisfaction by improving response time and guidance provided to our
consolidated business partners by increasing human resources staffing allocations.
Implement targeted and strategic hiring practices to address challenges associated with
employee recruitment, retention, and development.
Maximize impact of technology.
Streamline systems and programs to increase efficiency and effectiveness of service delivery.
Utilize new human resources/payroll information system to automate processes for applicant
tracking, hiring, terming employees, training, and paying employees timely.
HUMAN RESOURCES
Prepare, implement and provide processes for VRS Modernization.

Develop 21st century recruitment.
Design, develop and implement an education program to address the training needs for all
levels of employment.
Implement VRS modernization with Munis system.

Develop records management system for personnel files.
Asses and evaluate education programs.
Research and develop pay scale redesign.
Train managers and employees on new Fair Labor Standards Act (FLSA) regulations.
Design, implement and deploy new performance evaluation tool for employees.
Implementation of employee clinic
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,481,000 $1,544,730 $1,565,790 $1,569,783 $1,610,122
Operating $482,310 $538,685 $1,132,440 $1,148,362 $1,148,362
Capital $0 $0 $0 $0 $0
Total $1,963,310 $2,083,415 $2,698,230 $2,718,145 $2,758,484
Revenue $56,500 $76,845 $65,681 $65,681 $65,681
Full Time Staff 18.00 18.00 18.00 18.00 18.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Human Resources includes personnel expenditure increases
staff. In addition, operating expenditures includes contractual increases for insurance policy
premiums.
HUMAN RESOURCES
PROGRAM 1: Human Resources
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
County employees 677 712 722 734
School employees 1,846 1,896 1,910 1,925

Employment applications processed and
9,668 9,065 9,400 10,000
reviewed
New-hires 333 357 370 385
Employees who separated employment 285 272 280 295
OBJECTIVES:
Complete exit interviews for all separating employees.

Track data to determine if separation was due to controllable factors and provide appropriate
feedback to department heads.
Increase enrollment in the Section 125 Flexible Spending plan and employee retirement
savings accounts (403(b)/457(b) accounts) by providing additional employee education.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Employees who participated in orientation 841 737 765 790
Exit interviews completed 50% 65% 85% 95%
County turnover rate 10.95% 12.92% 11.50% 11.00%
School turnover rate 11.09% 9.49% 9.50% 9.25%
PROGRAM 2: Benefits and Risk Management
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Employees participating in Flexible Spending
14.77% 14.64% 18.0% 23.0%
Accounts (percent)
Employees enrolled in a health insurance
75.86% 73.62% 75.0% 80.0%
program (percent)
Employees enrolled in a deferred
34.66% 34.51% 36.0% 40.0%
compensation account (percent)
On-the-job injuries 161 180 140 118
Employee auto accidents 89 140 100 80
Property damage claims 14 21 12 10
Liability claims 11 22 11 9
HUMAN RESOURCES
OBJECTIVES:
Enroll, educate, and assist new-hires and current employees in benefit programs.
Inspect County and School facilities for safety compliance.
Work with all departments on safety training programs.
Reduce the overall rate of preventable auto accidents.
Reduce the overall rate of Occupational Safety and Health Administration (OSHA)
reportable workplace injuries/illnesses.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Safety inspections performed 20 10 50 75
Safety training conducted at County
20 17 25 35
and School facilities
Auto accidents that have been
prevented as a result of HR efforts to 40 20 25 30
minimize risk
OSHA reportable injuries 57 45 37 34
Two educational seminars provided to
8 8 18 23
employees each year
PROGRAM 3: Payroll
The Payroll section processes payroll for employees of the County government and School
Division; files taxes and reports with State and Federal agencies as required; maintains leave
records; and prepares and processes IRS Form W-2 for all employees.
FY 2015 FY 2016 FY 2017 FY 2018
SERVICE VOLUME
Frequency of County payroll runs Bi-weekly Bi-weekly Bi-weekly Bi-weekly
Bi-weekly & Bi-weekly Bi-weekly & Bi-weekly
Frequency of School payroll runs
Monthly & Monthly Monthly & Monthly
Employees Paid Monthly 670 547 447 0
Employees Paid Bi-Weekly 1,763 2,032 2,092 2,155

Annual Checks/Direct Deposits
43,467 66,835 68,840 70,905
Processed
HUMAN RESOURCES
OBJECTIVE:
Provide quality service to County and School employees by responding to questions related to
employee paychecks within 24 hours, and develop a plan for resolution within three working
days.
FY 2015 FY 2016 FY 2017 FY 2018
OUTCOME MEASURES
Out-of-cycle pay runs needed due to a
9 8 5 4
payroll error
Records maintained of payroll-related
Yes Yes Yes Yes
errors/ corrections
Contact initiated with employee within
100% 100% 100% 100%
24 hours
Training provided to departmental users
to ensure they are in compliance with Yes Yes Yes Yes
County and School guidelines
INDEPENDENT AUDITOR
The Independent Auditor reviews all funds in accordance with auditing standards and those
specified by the Commonwealth of Virginias Auditor of Public Accounts (APA). The Countys
Comprehensive Annual Financial Report (CAFR) is audited to ensure compliance with standards
and guidelines established by the Governmental Accounting Standards Board (GASB) and the
Government Finance Officers Association (GFOA). The Independent Auditor also audits the
Countys Federal grants (single audit), based on the United States Office of Management and
Budget requirements. The auditors evaluate and express their unmodified opinion on the overall
financial statement presentation.
This function also includes the Countys annual cost allocation study utilized for grant billings.
Additionally, Financial Advisory services are incorporated into this function to provide analysis
and recommendations for achieving the Countys capital financing objectives and participating in
the completion of debt financing.
GOALS:
Evaluate financial and internal controls and express an opinion on the Countys compliance
with established standards.
Provide recommendations to management for continued adherence to excellence in financial
controls and reporting.
Issue Request for Proposal (RFP) for cost accounting services.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $157,650 $143,970 $179,005 $181,610 $181,610
Capital $0 $0 $0 $0 $0
Total $157,650 $143,970 $179,005 $181,610 $181,610
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Independent Auditor includes projected increases for cost
accounting services and contractual increases for audit services.
INFORMATION TECHNOLOGY
Information Technology supports the functions of the County government by providing efficient,
secure, and reliable technology. Special emphasis is placed on using technology where it adds the
most value to increase the productivity of the County government, serve internal and external
customers, and deliver information and services to citizens at work, at home, and in the
community.
Director
Administrative Assistant
Specialist Director
Network Support Analyst Information

Supervisor II Systems Architect
Network Analyst Senior Electronics Systems Analyst

IV (2) Technician IV (4)
Network Analyst Electronics Systems Analyst

III Technician (2) I
Network Analyst Computer Support Analyst

II (2) Technician III
Network Analyst
I
GOALS:
Continuously strive to provide excellent service that satisfies the existing and emerging needs
and requirements of internal and external customers.
Provide technical guidance to the Technology Review Board whose purpose is to receive,
review, and prioritize new technology project requests.
Deploy e-Government services to address the growing expectations of the Fauquier community
within a framework that identifies and implements the applications and services that most
appropriately fit Fauquier Countys needs.
Continue to build and manage a reliable, scalable, and secure network infrastructure to serve
as a foundation for the delivery of services to internal and external customers.
Develop and begin implementation of a Disaster Recovery Plan.

Implement funded projects as prioritized by the Technology Review Board.
Implement an enterprise records management system.
Automate Purchase Orders
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $2,075,149 $2,207,471 $2,197,496 $2,205,856 $2,314,626
Operating $1,298,725 $1,492,446 $1,569,728 $1,585,928 $1,585,928
Capital $71,049 $0 $0 $0 $0
Total $3,444,923 $3,699,917 $3,767,224 $3,791,784 $3,900,554
Revenue $0 $1,750 $1,600 $1,600 $1,600
Full Time Staff 22.00 22.00 22.00 22.00 22.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Information Technology includes personnel expenditure
permanent staff. In addition, the FY 2018 budget includes operating expenditure increases for
contractual adjustments for existing maintenance service contracts.
PROGRAM 1: Information Technology
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Network Printers/Copiers 99 100 83 86
Network Devices 175 175 180 185
Servers (Production Only) 162 213 220 230
1
Array Storage Allocated 66 58 116 116
Service Requests 2,400 2,500 2,400 2,400
Fire and Security Systems (School and
N/A 72 74 76
County) 2
Internet Protocol (IP) Phones 1,558 1,507 1,530 1,535
1
In terabytes.
2
New measure in FY 2016.
OBJECTIVES:
Implement funded projects approved by the Technology Review Board.

Provide shared services/support to the Fauquier County Public Schools, where appropriate.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Replace External Website1 25% 75% 100% N/A
Develop and implement a Disaster Recovery
10% 50% 75% 90%
Plan
Implement an enterprise Records
0% 0% 75% 100%
Management System
MANAGEMENT AND BUDGET
The Office of Management and Budget (OMB) provides the highest quality financial planning,
resource management, and analytical services to the County government and the Board of
Supervisors to support effective decision making and organizational accountability.
OMB manages the development of the proposed and adopted budgets and the capital improvement
program, monitoring the budgets implementation and departments progress toward established
goals, conducting program analysis and management studies, providing economic analysis,
identifying potential issues for the organizations consideration, and assisting departments with
the acquisition and management of outside grants.
Director
Budget & Management Budget & Management

Budget Technician II
Analyst II Analyst I
GOALS:
Manage the annual budget process and ensure that development, adoption, and implementation
are conducted in compliance with the Code of Virginia and generally accepted financial
standards.
Manage the capital improvement planning process to facilitate the identification of Fauquier
Countys future capital facility needs.
Provide the highest quality analytical services and support to management, staff, and the Board
of Supervisors.
Facilitate the end-to-end process of identifying, obtaining, executing, and closing out of
external funding opportunities in support of the Countys priority programs and projects.
Develop a five-year operational financial plan and strategic plan with County Administration,
as directed by the Board of Supervisors, to improve long-term planning and forecasting of
resources and needs.
Develop and/or modify the annual Capital Improvement Program five-year plan, in concert
with the County Administrator, to include project vetting, submission and review by the
Planning Commission, and review with the Board of Supervisors Facilities and Planning
Implementation Committee.
Continue to identify, develop, and implement training and outreach opportunities to support
County departments in OMB-led processes (i.e., annual budget process, budget management,
and grant management).
Issue the Countys economic indicators report on a semi-annual basis to analyze and present
data relative to the Countys fiscal health.
Enhance the annual budget document based on GFOA Distinguished Budget Presentation
Award criteria and annual review recommendations.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $370,709 $375,385 $384,938 $386,458 $414,081
Operating $25,654 $23,816 $39,200 $39,950 $39,950
Capital $0 $0 $0 $0 $0
Total $396,363 $399,201 $424,138 $426,408 $454,031
Revenue $0 $0 $0 $0 $0
Full Time Staff 4.00 4.00 4.00 4.00 4.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Office of Management and Budget includes personnel
adjustment for permanent staff.
PROGRAM 1: Budget Development and Implementation
Coordinate and provide analysis for the annual budget process to prepare the County
Administrators proposed budget and capital improvement program. Implement and monitor the
annual adopted budget, capital improvement plan, County asset replacement plan, and tax rates as
adopted by the Board of Supervisors.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Budget submissions 47 47 47 47
Capital Improvement Program (CIP) project
60 55 65 65
requests
County Asset Replacement Plan project
18 17 25 25
requests
Contributory agency funding requests 45 43 55 55
Budget adjustments 250 354 250 250
1
OMB/Finance trainings facilitated N/A 2 4 4
1New measure in FY 2016.
OBJECTIVES:
Provide analysis, support, and advice to County management and staff to maintain core
services, address core priorities, and strategic planning in the current, challenging fiscal
environment.
Monitor County revenue and expenditure budgets to ensure appropriations and supplemental
appropriations are allocated according to Board directives and policies.
Coordinate analysis and review of quarterly revenue projections with the County-staffed
Revenue Committee. Provide monthly reporting updates to the Board of Supervisors on
County revenue projections.
Provide analysis of the Countys economic environment to monitor the Countys fiscal health
and ensure an accurate projection of County revenues.
Facilitate the annual budget process by working with County departments, managers, support
staff, County Administration, outside entities, and the Board of Supervisors through all phases
of development and adoption.
Prepare annual proposed and adopted budget documents and ensure the documents meet
required criteria in support of OMBs goal to achieve the Government Finance Officers
Association (GFOA) Distinguished Budget Presentation Award.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
General Fund expenditures to budget 97.5% 97.5% 98.0% 98.0%
General Fund revenue to budget 101.0% 102.2% 98.0% 98.0%
Achieve GFOA Distinguished Budget
Yes Yes Yes Yes
Presentation Award
PROGRAM 2: Management Analysis and Grant Development
Manage the County-wide master grants database. Support County departments in the
identification, drafting, and submission of grant applications. Conduct research in support of
County management decision-making.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Grant applications developed and/or
supported through the grant 36 28 30 30
management process
Benchmarking studies requested by
County management and/or identified 6 10 8 8
by OMB
OBJECTIVES:
Support departments with the identification of projects that may require outside funding
support.
Research outside funding opportunities based on identified need(s).
Develop/review grant applications for County departments and associated agencies.
Ensure departments adhere to the County grant policy.
Maintain master database of County grants.
Support departments in the close-out of outside funding support, to include audits and financial
reporting.
Assist the decision-making process of County management by identifying, researching, and
presenting benchmarking studies and program analysis.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Grants awarded to Fauquier County 26 22 20 20
Benchmarking studies completed 6 10 8 8
REGISTRAR
The Constitution of Virginia creates the Office of the General Registrar in Article 2, Section 8 and
represents a mandatory core function of government. The Office of the General Registrar promotes
consistent administration of all elections, voter registration, campaign finance laws, and related
rules and regulations. The Office of the General Registrar plans, develops, monitors, and evaluates
the voter registration program to ensure that it is in compliance with State and Federal statutes.
This office provides all voter registration services required by the Constitution of Virginia and
Code of Virginia. The General Registrar also manages preparation for elections including
candidate qualification, absentee voting, election materials, voting machines, ballots, voting
precincts, recruitment and training of Officers of Election.
State Board of Circuit Court

Elections (Appointing Authority)
Electoral Board
General Registrar
Deputy Registrar Assistant Registrar
GOALS:
Ensure compliance with the Constitution of Virginia and Code of Virginia.

Promote a customer friendly environment for both the public and candidates.
Provide cost effective, convenient, courteous and accurate services to registrants.
Provide fair and honest Federal, Commonwealth, and County elections to qualified registered
voters.
Offer absentee voting to all qualified voters who request this service; ensure the number of
absentee voters is correctly projected; record all absentee requests; and issue correct ballots to
each voter.
Provide information about the requirements, procedures, and laws governing campaign
reporting; provide required forms and supplies to candidates, treasurers, and committees;
collect information on candidate contributions; and, record all candidate filings for public
review.
Educate Officers of Election on registration and election laws and voting procedures to ensure
every precinct conducts fair and impartial elections, ensure precinct manuals are supplied to
all precinct workers on Election Day policy and procedures.
REGISTRAR
Provide important information to the public regarding the administration of elections in the
County and Commonwealth.
Attend educational seminars relevant to changes in election laws or policy procedures.
Provide training to all Chief and Assistant Chief Officers before each election is conducted.
Ensure voting equipment testing is conducted in a timely manner.
Ensure publishing of all media advertisements required by the Code of Virginia.
Ensure a safe and secure voting environment is provided to each voter.
National Change of Address (NCOA) confirmation notice mailing conducted State-wide.

Interstate Voter Registration Crosscheck process a voter registration list maintenance effort
conducted State-wide and involving multiple states.
Electronic Registration Information Center (ERIC) process a voter registration list
maintenance effort conducted State-wide and involving multiple states.
November 2017 general election for Governor, Lieutenant Governor, Attorney General and
Va. House of Delegates.
May 2018 Town general elections for the Incorporated Towns of Remington, The Plains and
Warrenton.
June 2018 dual primary election for U.S. Senate and U.S. House of Representatives.
Electronic Pollbook data configuration and deployment for the November 2017 general
election, May 2018 Town general elections and June 2018 dual primary election.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $261,955 $290,522 $312,590 $313,730 $317,163
Operating $102,781 $149,683 $117,782 $117,782 $117,782
Capital $0 $18,723 $0 $0 $0
Total $364,736 $458,928 $430,372 $431,512 $434,945
Revenue $59,512 $79,746 $74,611 $87,611 $77,811
Full Time Staff 3.00 3.00 3.00 3.00 3.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Registrar includes personnel expenditure increases due to
rising benefit costs and a mid-FY 2017 two-percent cost-of-living adjustment for permanent staff.
In addition, revenue increases include town election reimbursements related to elections held by
REGISTRAR
incorporated towns within the County, as well as fees related to the state primary elections based
on these election cycles.
PROGRAM 1: Voter Registration
The General Registrar provides appropriate forms for those applying to vote and maintains the
official voter registration records, in addition to other duties defined in the Constitution of Virginia,
Code of Virginia, and by the State Board of Elections. The official voter registration records allow
the General Registrar to provide an accurate list of voters to each polling place. The Electoral
Board delegates to the General Registrar the duties of arranging and supervising the elections held
in the County.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Voter Registration Totals 47,583 48,079 48,475 48,871
OBJECTIVES:
Promote consistent administration of all election, registration, and campaign finance laws,
rules and regulations.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Manuals published before election training 100% 100% 100% 100%
Polling locations compliant with ADA

100% 100% 100% 100%
guidelines
Voting machines pass public testing 100% 100% 100% 100%
Campaign finance reporting compliance 100% 100% 100% 100%
Reconcile ballots cast with voters 100% 100% 100% 100%
TREASURER
The Treasurers Office provides efficient, accurate, prompt, and courteous service to the public,
and treats all taxpayers equitably through standard office procedures in accordance with the Code
of Virginia and the Code of Fauquier County. The Treasurers Office is responsible for the custody
and guardianship of all County funds; the maintenance of all bank accounts; the billing, collection,
and recording of County taxes and licenses; the collection of State and estimated income taxes;
the receipt and collection of all other revenues; the safekeeping and investment of revenues; the
appropriate accounting for and disbursement of revenues; and, the completion of all other related
duties.
Treasurer
Senior Administrative
Associate
Chief Deputy
Treasurer
Administrative Administrative
Specialist Associate
Administrative/ Personal Property Accounting Delinquent Tax Delinquent Tax

Accounting Manager Coordinator Technician III Collector II Collector I (3)
Deputy Treasurer II
Deputy Treasurer I
(3)
GOALS:
Process real estate and personal property tax payments expeditiously.

Create innovative, resourceful, and imaginative methods of collecting delinquent taxes.
Provide every possible payment option by which taxpayers can meet their obligations.
Safeguard and wisely invest available funds to obtain the maximum return while ensuring the
return of principal.
TREASURER
Continue implementation of e-bill system.

Process utility billing for Catlett/Calverton Decentralized Sewer Project.
Process payment application for mobile devices.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,017,666 $1,063,418 $1,050,017 $1,056,097 $1,080,457
Operating $181,834 $184,804 $200,299 $208,704 $218,704
Capital $0 $0 $0 $0 $0
Total $1,199,500 $1,248,222 $1,250,316 $1,264,801 $1,299,161
Revenue $462,627 $476,587 $492,448 $495,692 $479,245
Full Time Staff 16.00 16.00 16.00 16.00 16.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Treasurers Office includes adjustments to personnel
expenditures due to changes in benefit costs and a mid-FY 2017 two-percent cost-of-living
adjustment for permanent staff. In addition, operating expenditures have been adjusted to more
accurately reflect historical expenditure trends for credit card processing fees and the
implementation of billing systems for the Catlett/Calverton Sewer.
PROGRAM 1: General Revenue Collection
Assist the public by: billing, collecting, and recording personal property tax, real estate tax
and business license tax payments; collecting and recording miscellaneous receipts; collecting
and recording State income and estimated tax payments; collecting and recording delinquent
accounts for the Commonwealths Attorney; collecting and recording payments for
Environmental Services, collecting and recording funds received from other County
departments; selling dog licenses; and responding to questions.
Process, deposit, and invest funds as expeditiously as possible.
Process personal property and real estate supplements and exonerations.
Assist title searchers and accounting auditors.
Work closely with and assist other departments and agencies on a regular basis.
TREASURER
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Real Estate bills mailed 64,548 64,550 64,600 65,000
Personal Property bills mailed 66,643 68,310 68,300 68,300
Business licenses issued 3,212 3,289 3,290 3,290
Refunds issued 3,033 3,200 3,200 3,300
Dog Tags issued 3,737 3,576 3,500 3,500
State Income/Estimated Vouchers
8192 7,309 8,000 8,000
processed
Utility Billing for Catlett/Calverton
N/A N/A 567 567
Sewer
OBJECTIVE:
Provide taxpayers more convenient options for making payments.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Accounts paid via the web 34,786 34,737 35,000 36,000
Accounts paid via Official Payments 568 584 570 570
PROGRAM 2: Delinquent Tax Collection
Collect delinquent taxes through debt set-off, third party liens, seizures, etc.
Process bankruptcies and represent the Treasurer in court cases.
Establish payment agreements for those individuals with severe hardships prohibiting their
timely payment of taxes.
Follow up on all past-due payments missed by taxpayers.
Provide statistical information on delinquent tax collection.
Coordinate collection efforts with the County Attorneys office.\
TREASURER
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Debt Set-off collections $400,490 $381,750 $400,000 $400,000
Follow-up collections $3,062,640 $2,839,357 $3,250,000 $3,250,000
Debt Set-off accounts collected 2,038 1,875 2,000 2,000
Accounts sent to debt set off 20,557 16,438 21,000 18,000
Third-party liens issued 2,119 2,350 2,100 2,100
Payment plans established 469 414 450 450
New bankruptcies filed 27 26 21 21
Treasurer Summons 15 36 15 15
Court cases represented/affidavits 258 215 250 250
Department of Motor Vehicle (DMV)
9,144 8,484 8,800 9,000
holds
Delinquent letters sent 34,867 35,013 36,000 36,000
OBJECTIVES:
Reduce delinquent tax liabilities by offering more convenient means of making payments.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Accounts paid through IRMS (debt set-
1,997 2,604 2,600 2,600
off) Program
Accounts paid through credit 45,000
34,786 40,004 40,000
cards/eChecks via the internet
Accounts paid through credit cards in the
8,303 8,394 8,400 8,400
office
PROGRAM 3: Delinquent Court Fee Collection
Collect delinquent court fees through delinquent notices and third-party liens.
Follow up on all past-due payments missed by defendants.
Provide statistical information on delinquent court fee collection.
Coordinate collection efforts with the County Attorneys office.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Follow-up collections $72,884 $110,495 $120,000 $125,000
Third-party liens $78,184 $127,469 $127,500 $127,500
TREASURER
OBJECTIVES:
Reduce delinquent court fees owed to Fauquier County.

Provide for a new revenue stream for the Treasurers office.
Develop and implement effective delinquent court fee collection program.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Third Party Liens 445 945 800 900
Letters sent 2,803 2,566 3,000 3,500
PROGRAM 4: Accounting
Upload Direct Deposit files to the bank for processing.

Print checks.
Virginia Child Support transfers.
Virginia withholding tax transfers.
Send the benefits vendor wires to the bank.
VRS transfers.
Post daily to the cash receipts journal and prepare various monthly journal entries.
Reconcile all financial statements and Treasurers inventory monthly.
Process and print all School and County checks as expeditiously as possible.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Direct Deposit Uploads 84 327 332 332
Checks Processed 18,673 19,053 18,650 18,650
Virginia Child Support transfers 53 50 55 55
Virginia withholding tax transfers 116 82 70 65
Benefit Wire transfers 265 308 300 300
VRS transfers 48 48 48 48
OBJECTIVES:
Ensure all employees and vendors are paid on time.

Safeguard the integrity of our numerous bank accounts.
ADULT COURT SERVICES
The Office of Adult Court Services enhances public safety, reduces jail overcrowding, and
increases accountability of criminal offenders by providing criminal justice services to the local
courts and the community. These services include, but are not limited to, probation services,
pretrial investigation and supervision services, litter control programs, criminal justice grant
administration, staff support for the Fauquier/Rappahannock Community Criminal Justice Board,
staff support for the Board of Supervisors Public Safety Committee, and collection and analysis
of system data to assess the need for new programs and services, as well as the effectiveness of
current services.
Director
Administrative
Litter Control
Associate
Litter Control
Assistant Director
Specialist
Pretrial Probation
Senior Court Senior Court

Services Officer Services Officer
Court Services Court Services

Officer (2) Officer (4)
GOALS:
Provide probation services to more than 700 court-referred offenders.

Secure at least $500,000 in State or Federal grant revenue for criminal justice services.
Investigate at least 350 pretrial detainees and supervise at least 400 offenders.
Place and monitor at least 5,500 hours of free community service labor for the County.
Continue programs to reduce DUI recidivism, mainly the Victim Impact Panel.
Reduce litter in the County by maintaining the litter control program and implement education
programs that discourage littering.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page D-1
Provide court-ordered probation to offenders in lieu of costly jail detention.

Provide pretrial investigation services to the judiciary in order to ensure better informed bail-
making decisions.
Provide pretrial supervision and monitoring of defendants released to the custody of the
department while awaiting trial, preserving bed space at the local jail which reduces jail costs.
Place and monitor court-ordered community service labor in Fauquier and Rappahannock
Counties.
Manage a litter control program, utilizing court ordered community service workers.
Collect court costs, fines, and restitution to the victims of crime.
Serve as lead staff to the Board of Supervisors Public Safety Committee.
Act as lead staff and planner for the Fauquier/Rappahannock Community Criminal Justice
Board, its subcommittees and task forces.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $871,928 $879,352 $873,106 $877,666 $897,836
Operating $79,672 $70,675 $77,857 $77,967 $77,967
Capital $0 $0 $0 $0 $0
Total $951,600 $950,027 $950,963 $955,633 $975,803
Revenue $505,446 $255,332 $505,446 $505,446 $511,707
Full Time Staff 12.00 12.00 12.00 12.00 12.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Adult Court Services includes personnel expenditure increases
staff. In addition, Adult Court Services includes an increase in their state funding allocation.
PROGRAM 1: Local Probation
Provide probationary supervision of court-referred, convicted offenders in lieu of jail

detention.
Provide court reports, testimony, and investigations as ordered.
Place and monitor court-ordered community service labor.
Drug screen offenders to ensure compliance with court-imposed conditions.
Collect fines, costs, and restitution for the victims of crime.
Refer offenders to the appropriate remedial resources.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Community service hours performed 6,000 5,123 5,500 5,500
Fines, costs, restitution monitored/ collected $160,000 $140,000 $165,000 $150,000
Average daily caseload 450 315 425 400
Cases closed 925 640 800 700
OBJECTIVE:
Maintain successful closure rate of probation cases.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Rate of successful closure 75% 74% 75% 75%
Referrals to Probation 700 635 675 650
PROGRAM 2: Pretrial Services
Provide pretrial investigation of defendants awaiting trial.

Provide pretrial reports and recommendations to courts at arraignment.
Provide supervision to pretrial defendants released to the custody of the department.
Provide monitoring of general and special conditions of bail; reports violations to the courts.
Apply for arrest warrants in cases of potential safety risk or flight risk from prosecution.
Conduct indigence verifications for court-appointed counsel.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Pretrial investigations 400 338 350 350
Average daily caseload 120 88 100 100
Indigence verifications 300 300 300 300
OBJECTIVE:
Maintain rate of successful pretrial placements.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Pretrial placements 400 429 400 425
Successful pretrial placements 82% 81% 85% 85%
PROGRAM 3: Litter Control
Reduce the amount of trash on the Countys roadways by providing a cost effective litter
control program.
Utilize court-ordered community service workers to collect litter.
Target problem areas in the County that have increased litter control needs.
Report progress of litter pickup to the Courts and the Board of Supervisors.
Implement education programs to reduce litter.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Community service workers utilized 259 322 250 300
OBJECTIVE:
Reduce litter in the County by increasing community service hours assigned and completed.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Litter retrieved (tons) 56 62 60 60
Community Service Hours completed 2,236 2,488 2,500 2,500
CIRCUIT COURT
The Circuit Court is the trial court with the broadest powers in Virginia. The Circuit Court handles
all civil cases with claims exceeding $25,000. In addition to adjudicating all felonies, the Circuit
Court hears cases appealed from the General District Court, the Juvenile and Domestic Relations
District Court, administrative agencies, and the Board of Zoning Appeals. The Circuit Court
handles family matters, including divorce, equity matters, and condemnations. The Circuit Court
Judge supervises Grand Jury proceedings within the County. The Judge of the Circuit Court also
makes appointments to various Boards.
Judge1
Clerk of Circuit
2
Court
Senior Legal
Secretary
1
State-funded position.
2
Position funded in Clerk of Circuit Court budget.
GOALS:
Administer justice in Fauquier County in a fair, efficient, and timely manner to all litigants,
according to law.
Conduct court hearings openly, except as provided by statute.
Schedule the trial of cases and close cases in accordance with the timelines set out by the
Supreme Court of Virginia.
Issue legal opinions for a variety of matters before the Court based upon the review of legal
precedents.
Administer the neutral case evaluation program--designed to resolve cases without trial and
thereby relieve the civil trial docket--and review other options for referral of cases to
mediation.
Oversee selection of the jury pool for the trial of civil and criminal cases and maintain the
grand jury list for consideration of indictments.
Schedule criminal and civil cases to insure the expeditious processing of these cases
CIRCUIT COURT
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $82,704 $80,944 $87,695 $88,075 $88,447
Operating $45,026 $49,755 $58,000 $58,000 $58,000
Capital $0 $0 $0 $0 $0
Total $127,730 $130,699 $145,695 $146,075 $146,447
Revenue $35,929 $37,419 $36,500 $36,500 $36,500
Full Time Staff 1.00 1.00 1.00 1.00 1.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Circuit Court includes personnel expenditure increases due
to rising benefit costs.
PROGRAM 1: Circuit Court
CY 2015 CY 2016 CY 2017 CY 2018

SERVICE VOLUME
Civil cases completed 561 687 700 750
Miscellaneous petitions/applications reviewed 317 342 400 450
Criminal cases completed 1,123 974 1,400 1,500
Criminal defendants 476 554 550 600
Jury days 22 38 50 50
Cases ended by trial before Judge 320 357 450 450
Settlement conferences 55 77 50 50
OBJECTIVE:
Reduce costs of trial to Court and to litigants through the Neutral Case Evaluation Program, a
program designed to assist litigants in settling cases prior to trial.
CY 2015 CY 2016 CY 2017 CY 2018

OUTCOME MEASURES
Cases referred to Neutral Case Evaluation 43 35 40 40
Cases heard by Neutral Case Evaluation 23 23 20 20
Cases settled by Neutral Case Evaluation 20 13 15 15
CLERK OF CIRCUIT COURT
The Clerks Office is the custodian of the Fauquier County land records dating to 1759 and the
Circuit Court records. The Clerk of the Circuit Court is a Constitutional Officer elected by the
voters of Fauquier County for a term of eight years. The Clerk performs roles in the areas of public
safety, court administration, land and business records, public service, and records preservation.
The Clerk collects various State and County taxes set by law and transfers revenue to the State and
locality. The Clerk has authority to issue marriage licenses, probate wills, grant administrations of
estates, and appoint guardians for a minors personal estate.
Clerk of Circuit
Court
Chief Deputy Clerk

(.69)
Administrative
Manager
Land Records Public Service

Court Division
Division Division
Deputy Clerk IV
Deputy Clerk II Deputy Clerk IV
(2)
Deputy Clerk III Deputy Clerk III

Deputy Clerk I (2)
(1.75) (3)
Deputy Clerk II
Deputy Clerk II
(1.60)
GOALS:
Public Safety
Issue warrants of arrest for defendants on new indictments from grand jury, for defendants in
violation of the terms of their recognizance or for probationers who have serious violations of
the terms of their release.
Prepare court orders for criminal cases; enter conviction data for electronic transmission to
Virginia State Police, Department of Motor Vehicles, and the Department of Corrections.
Court Administration
Coordinate roles of law enforcement and prosecutors in criminal cases.
Maintain various jury pools for regular trial juries, for grand jury, for special grand jury, and
for multi-jurisdictional grand jury and select jurors for service
Schedule court hearings and summon jurors and witnesses to provide earliest possible
resolution of cases.
Provide web access to case information and hearings.
Scan court filings to improve access to records.
Calculate criminal costs and collect fines, costs, and restitution for distribution to victims.
Land and Business Records

Record, index, and maintain land records, including deeds, deeds of trust, certificates of
satisfaction, plats, covenants, and easements.
Record and index trade names for individual businesses, partnerships, limited liability
companies, and corporations.
Provide remote access to land records.
Public Service
Probate wills and record various estate documents, such as lists of heirs, inventories, and
accounts.
Issue marriage licenses.
Provide prompt response to customer inquiries and requests.
Preserve permanent records in an appropriate environment for current and future use.
Cross-train staff to enhance public service and work production.
Maintain close contact with many agencies, State and local, to work together to receive and
provide better services.
Continue to provide remote access to land records and to court records by paid subscription.
Continue review of pending court cases to meet case processing guidelines.
Continue archival records preservation plan.
Enhance storage needs for court and fiduciary files.
Purge records as dictated by retention schedules set out by the Library of Virginia.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Costs:
Personnel $1,038,893 $1,103,677 $1,098,395 $1,104,492 $1,121,202
Operating $93,087 $99,700 $120,474 $120,474 $120,474
Capital $0 $0 $0 $0 $0
Total $1,131,980 $1,203,377 $1,218,869 $1,224,966 $1,241,676
Revenue $2,060,434 $2,274,649 $2,116,700 $2,120,876 $2,102,524
Net Local Revenue ($928,454) ($1,071,272) ($897,831) ($895,910) ($860,848)
Full Time Staff 13.00 14.00 14.00 14.00 14.00

Part Time Staff 2.04 2.04 2.04 2.04 2.04
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Clerk of the Circuit Court includes personnel expenditure
permanent staff. In addition, revenue has been adjusted to more accurately reflect current revenue
projections based on current real estate market trends for recordations, number of transactions, and
values.
PROGRAM 1: Clerk of Circuit Court
CY 2015 CY 2016 CY 2017 CY 2018

SERVICE VOLUME
Deed Book recording 11,986 12,515 15,000 16,000
Wills and fiduciary filings1 377 373 400 400
Marriages 477 471 500 500
Financing statements 185 185 200 200
Trade names 247 279 300 300
Judgments 1,555 1,290 2,000 2,000
Civil cases filed 777 818 850 900
Criminal cases filed 950 1,082 1,300 1,400
Concealed handgun permits 1,218 1,417 1,100 1,500
Notary Public 359 355 350 350
1
Fiduciary filings include accountings filed by trustees performing foreclosure sale. The number of foreclosures has
continued to decline since CY 2011 and it is anticipated that this trend will continue.
OBJECTIVES:
Create revenue stream to maintain computer hardware & software.

Provide access to land records through remote access subscriptions.
Provide access to court records to lawyers through remote access subscriptions.
Provide access to information about Clerks Office procedures by posting forms, calendars,
and procedures on the County website.
Provide docket information for court records online at www.courts.state.va.us (Circuit Court
Case Information).
Convert microfilm and paper images to digital images to improve access to records and reduce
storage requirements.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Paid subscriptions for remote access to land
110 97 130 140
records
Paid subscriptions to remote access to court
18 18 30 40
records
COMMISSIONER OF ACCOUNTS
The Commissioner of Accounts oversees the certification of wills by administrators and executors
before being released for their qualifications, as courteously and expeditiously as possible.
GOALS:
Monitor and assist, as necessary, to facilitate the certification process.
Oversee the process of certification of wills by administrators and executors.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Actual Actual Adopted Approved Submission
Costs:
Personnel $0 $0 $0 $0 $0
Operating $2,400 $2,400 $2,400 $2,400 $15,600
Capital $0 $0 $0 $0 $0
Total $2,400 $2,400 $2,400 $2,400 $15,600
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Commissioner of Accounts includes adjustments to reflect
current rental rates, as the office has been without an adjustment for a significant number of years.
COMMONWEALTHS ATTORNEY
The Commonwealths Attorney (C.A.) is a County-wide elected official whose office is created
by the Constitution of Virginia. The C.A. is charged by State law with the duty of prosecuting all
felonies on behalf of the Commonwealth of Virginia which are committed within the geographic
confines of Fauquier County, including the incorporated municipalities therein. The C.A. may
prosecute misdemeanors and traffic infractions on a discretionary basis. All of the above
enumerated matters originate in three separate trial court systems where final orders are potentially
appealed to two different appellate courts in Virginia. The C.A. represents the Commonwealth in
limited statutory appeals to the Virginia appellate courts, but in all cases provides the initial
representation in appellate matters by serving as counsel during the appellate petition process by
properly drafting and filing briefs in opposition to appeal in connection with the cases that we have
successfully prosecuted in the trial court(s). In addition, the C.A. is empowered to sue civilly for
drug asset forfeiture in appropriate cases.
There are also over 400 additional statutorily mandated duties imposed upon the C.A. Among
these are a variety of sundry matters such as advising and representing the local registrar and board
of elections, giving binding conflicts of interest opinions to local officials, reviewing autopsy
reports of all unattended deaths in the locality for irregularities, and many other matters.
Commonwealths Attorney
Deputy Commonwealths
Attorney
Assistant Commonwealths
Administrative Manager Paralegal
Attorney III (2)
Senior Legal Secretary
Attorney II
Legal Secretary (2)
Attorney I (4)
Victim/Witness Coordinator Senior Administrative

(1.06) Assistant
GOALS:
Maintain a high degree of professional competence, training and mission dedication of eight
Assistant Commonwealths Attorneys and a similarly competent support staff for such
attorneys.
Continually enhance the administration of justice.
Continually promote enhanced law enforcement by partnering with policing agencies (the
Fauquier County Sheriffs Office, Virginia State Police, and the Town of Warrenton).
Bring new and innovative procedures, policies, training and techniques to case investigations
which increase the likelihood of constitutionally correct apprehension, prosecution, and
conviction of criminal suspects who have violated Virginia or local law.
Enroll seven past unsolved homicide cases into the newly empaneled Special Grand Jury
investigative process. We will continue to pursue this goal in the next budget cycle.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,359,396 $1,420,452 $1,394,018 $1,400,236 $1,409,443
Operating $53,449 $62,049 $63,025 $63,025 $71,741
Capital $0 $0 $0 $0 $0
Total $1,412,845 $1,482,501 $1,457,043 $1,463,261 $1,481,184
Revenue $502,588 $540,317 $502,818 $507,123 $498,513
Full Time Staff 15.00 15.00 15.00 15.00 15.00

Part Time Staff 1.07 1.07 1.07 1.07 1.07
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Commonwealths Attorney includes personnel expenditure
permanent staff. In addition, the FY 2018 Proposed Budget includes operating expenditure
increases due to the establishment of three fleet vehicles mid-FY 2017 and the related maintenance
costs.
PROGRAM 1: Court Appearances
The Commonwealths Attorney prepares for and appears in the General District Court, Juvenile
and Domestic Relations District Court, and Circuit Court on all criminal matters. There also are
some civil matters, i.e., Overweight Citations and Asset Forfeiture actions, which are prepared for
and appeared on which are not reflected in these numbers.
SERVICE VOLUME & OUTCOME CY 2015 CY 2016 CY 2017 CY 2018

MEASURES1 Actual Actual Projected Projected
Juvenile & Domestic Relations District
2,876 2,600 2,700 2,700
Court (JDR) Cases Heard
General District Court (GDC) Cases Heard3 14,827 15,304 16,000 16,000
Circuit Court hearings (not including Bench
Trials or Jury Trials or Misdemeanor 4,781 4,261 5,085 5,085
Appeals)
Circuit Court Jury Trials, Bench Trials and
381 342 420 420
Misdemeanor Appeals
1Measures are provided by the offices of the clerks in the cases of the District Courts; Circuit Court measures were assessed by
numerical hand-count by the Office of the Commonwealths Attorney.
GENERAL DISTRICT COURT
The Fauquier County General District Court presides over all legal proceedings and assures the
public is treated fairly and impartially in all of these proceedings before the court. There are three
divisions that comprise the functions held in the court: civil, traffic and criminal.
GOALS:
Provide adequate space, safety, and professional help for the public at all times.
Preside over all legal proceedings before the court.

Continue maintenance on the old courthouse.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $40,205 $21,793 $32,700 $32,700 $32,700
Capital $0 $0 $0 $0 $0
Total $40,205 $21,793 $32,700 $32,700 $32,700
Revenue $31,111 $35,627 $33,500 $33,500 $33,500
Net Local Revenue $9,094 ($13,834) ($800) ($800) ($800)
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the General District Court includes no budgetary adjustments
in comparison to prior years.
JUVENILE AND DOMESTIC RELATIONS COURT
The Fauquier County Juvenile and Domestic Relations District Court strives to be constantly aware
of and address the ever-changing needs of the citizens of Fauquier County, especially the at-risk
juveniles, troubled adults, and their families.
Judge
Clerk
Deputy Clerk (2.5)
All Juvenile and Domestic Relations Court positions are State-funded positions.
GOALS:
Strive to save the at-risk youth and assist their families, in order for them to reach their
maximum potential.
Offer at-risk youth every available opportunity to succeed, as this is the right of every
individual in our society.
Protect the community from these troubled youth.
Work with at-risk youth and their families to help mitigate the threat these youth pose to
themselves, as well as to the surrounding community.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $12,942 $13,447 $17,726 $17,726 $17,726
Capital $0 $0 $0 $0 $0
Total $12,942 $13,447 $17,726 $17,726 $17,726
Revenue $169 $215 $250 $250 $250
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Juvenile and Domestic Relations Court includes no
budgetary adjustments in comparison to prior years.
MAGISTRATES
Magistrates are appointed by chief circuit court judges for four year terms. The number of
magistrates in each district is authorized by the Committee on District Courts. While magistrates
do not possess trial jurisdiction, they are an integral part of the judicial system and are judicial
officers of the Commonwealth of Virginia. The principal function of the magistrate is to provide
an independent, unbiased review of complaints brought by police officers, sheriff deputies, and
citizens. Magistrates are not police officers, nor do they provide law enforcement; magistrates are
issuing officers who serve as a buffer between law enforcement and society. Magistrates may assist
the public by providing information on the judicial system processes and procedures. Magistrates
have no authority except that which has been expressly conferred by statute.
GOALS:
Provide services as required by the Supreme Court of Virginia to serve the citizens of Fauquier
County.
Issue arrest warrants, search warrants, civil warrants, other warrants, and subpoenas.
Admit to bail or commit to jail.
Administer oaths and take acknowledgements.
Act as a conservator of the peace.
Accept prepayment for certain offenses.
Issue emergency custody orders, emergency protective orders, civil or criminal temporary
mental detention orders, and out of service orders.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $57,156 $57,374 $73,946 $73,946 $73,946
Operating $12,217 $28,711 $13,827 $13,827 $13,827
Capital $0 $0 $0 $0 $0
Total $69,373 $86,085 $87,773 $87,773 $87,773
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Magistrates include no budgetary adjustments in
comparison to prior years.
FIRE, RESCUE, AND EMERGENCY MANAGEMENT
The Department of Fire, Rescue and Emergency Management (DFREM) strives to reduce threats
to life, safety, property, and the environment of Fauquier County residents through education,
prevention, and effective response to fire, medical, environmental, and other emergencies. Our
Department is dedicated to providing fire protection, emergency medical services, and related life
safety functions with fiscal integrity while maintaining a balanced volunteer and career service.
The Department provides these critical services through five divisions:
Administration - Provides support, coordination and oversight of services supporting the core
mission. Including but not limited to volunteer/ career recruitment, orientation and retention,
budget preparation, procurement, management, service supplementation with career firefighter
and paramedics, insurance and risk management, mandatory annual medical physicals, and
human resources support.
Operations - Supplements the Volunteer Fire and Rescue companies by providing career staff
and leadership that meet all required training and certifications for adequate response to
firefighting, emergency medical service, and hazardous materials emergencies.
Prevention/Life Safety - Consists of fire prevention and life safety, code enforcement, life
safety inspections, plans reviews, and hazardous materials monitoring.
Training and Logistics - Responsible for training and recertification of over 600 career and
volunteer members, State Emergency Medical Services (EMS) law compliance, mandated
exposure control programs, medical direction, personnel protective equipment, uniforms, fire
station supplies and quality assurance at all levels.
Emergency Management - Develops incident-specific plans and coordinates responses to
natural and man-made disasters. Provides emergency planning and disaster coordination,
hazard mitigation and hazardous materials transportation plans as mandated by the National
Response Plan.
GOALS:
Be 100% compliant with Local, State and Federal laws that dictate requirements for training,
staffing, response capabilities and on-scene emergency management by qualified personnel.
Develop and support a culture of safety first for all of our career or volunteer responders.
Meet quantifiable service delivery standards for fire and rescue responses by providing career
staffed administrative, operational firefighting and emergency medical, training, logistics and
leadership positions to support to the volunteer fire and rescue companies in Fauquier County.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page E-1
Fire Chief
Fire Rescue
Assistant Fire
Chief
Emergency
Training Operations Administration
Management
Fire Rescue Emergency Administrative/

Deputy Chief Battalion Chief Management Deputy Accounting
(4) Coordinator Manager
Technical
Fire Rescue Administrative
Support 1
Captain Specialist
Administration
Fire Training Fire Rescue Administrative

Officer Lieutenant (7) Associate
EMS Training Fire Rescue

Technician II
Officer (2) 1
(60)
1
FY 2018 Proposed Budget includes a new 1.0
FTE Fire Rescue Captain position.
Fire Rescue
Technician I
Ensure that all responses to life threatening emergency calls are mitigated by highly trained
emergency responders.
Ensure that all responses meet or exceed the mandatory local, state and federal laws that
dictate:
o The required numbers of career or volunteer emergency responders required for any
particular emergency.
o All responders, whether career or volunteer, meet or exceed all minimum training and
certifications required in order to operate.
o The required incident management system is employed on all incidents and minimum
command and safety functions are staffed by officers that meet or exceed all minimum
training and certifications (career or volunteer).
Facilities of public attendance meet or exceed emergency readiness as is defined in the law as
outlined in the adopted Life Safety codes.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $6,733,187 $7,135,710 $6,955,816 $7,398,436 $7,736,949
Operating $255,977 $301,248 $518,005 $493,369 $502,533
Capital $19,479 $163,300 $0 $0 $0
Total $7,008,643 $7,600,258 $7,473,821 $7,891,805 $8,239,482
Revenue $1,484,716 $1,519,474 $1,768,516 $2,296,967 $2,244,141
Full Time Staff 75.00 75.00 83.00 83.00 84.00

Part Time Staff 0.40 0.40 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Department of Fire, Rescue, and Emergency Management
(DFREM) includes personnel expenditure increases due to rising benefit costs and a mid-FY 2017
two-percent cost-of-living adjustment for permanent staff, as well as the full year funding of the
Fire and Rescue Technicians established in mid-FY 2017. In addition, the Proposed Budget
includes the establishment of one Captain position to oversee the operations of the Upperville
Station. The Upperville Volunteer Fire and Rescue Company announced its closure on December
2, 2016, ceding all operations of the company to the County.
DIVISION 1: Administration Division

Provide Emergency Preparedness and Disaster Management per Title 44 of the Code of
Virginia and the Homeland Security Presidential Directive-5 (HSPD-5) NIMS.
Provide staff support to the Volunteer Fire and Rescue Association and its committees: EMS,
Training, Special Operations, Chiefs Group, and Capital Improvements. Coordinate the
Volunteer Fire and Rescue Association orientation, incentive, and insurance programs.
Maintain knowledge of current Federal and State standards applicable to the public safety
industry.
Maintain accounts, personnel information, and the electronic records management system.
Support the fire and rescue e-mail system and other communications programs, as well as
computer-aided design (CAD) mapping and unit statistics.
Coordinate finance, budget, and procurement issues for the Volunteer Fire and Rescue
Association.
Coordinate preventive maintenance contracts for the Volunteer Fire and Rescue Association.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Volunteer Incentive and Insurance Programs
and Workers Comp for 11 Volunteer F&R 620 620 620 620
Companies
Combined budgets of DFREM &VFRA $11,609,080 $12,515,712 $14,681,147 $14,947,905
Grant Applications Submitted 2 3 1 1
Grant Funding Received $120,146 $17,725 $17,725 $17,725
Workers Compensation Claims 15 15 15 15
OBJECTIVES:
Conduct annual response time service delivery study to determine acceptable County-wide fire
and rescue response time benchmarks.
Respond to fire and medical emergencies with four personnel and a fire engine and/or two
personnel and an ambulance within ten minutes in rural areas and eight minutes within service
districts.
Update Hazardous Materials Emergency Response Plan.
Conduct emergency preparedness exercise (full scale and table top).
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Service delivery standard study
100% 100% 100% 100%
conducted
Number of full scale or table top
exercises for emergency preparedness 1 1 3 3
conducted
DIVISION 2: Operations Division
In conjunction with the Countys volunteer fire companies, provide timely 24/7 emergency
responses to all fire, medical, and hazardous materials emergencies.
Coordinate fire and rescue programs with the volunteer fire and rescue companies, Fauquier
Hospital, Virginia Office of Emergency Medical Services, Virginia Department of Fire
Programs, Virginia Department of Emergency Management, and neighboring jurisdictions.
Provide fire, medical, and hazardous materials emergency response training to the career staff
for recertification and professional development. Work with the Training Division to minimize
the cost of this requirement by conducting the training in-house when possible.
Ensure sufficient staffing and safe operating conditions through coordination of career and
volunteer staff.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Meetings with Volunteer Association 12 12 12 12
Meetings with Volunteer Fire Chiefs 12 12 12 12
Emergency Responses 10,215 10,702 11,190 11,500
OBJECTIVES:
Respond to fire and medical emergencies with four personnel and a fire engine and/or two
personnel and an ambulance within ten minutes in rural areas and eight minutes within service
districts.
Ensure that all firefighting personnel receive mandatory medical clearance and face mask
testing as outlined in Federal mandate 1910.134.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Rural response benchmarks 75% 80% 80% 80%
Service district response benchmarks 90% 100% 100% 100%
Annual fit testing 100% 100% 100% 100%
Medical clearance examinations 100% 100% 100% 100%
DIVISION 3: Training & Logistics Division
This division provides basic and advanced training to approximately 600 volunteers and 65 field
personnel and 10 support career staff. The division also provides support for projects such as the
800MHz Radio System, Respiratory Protection Program, laptop support for EMS, gas meter
maintenance program, HazMat support equipment and the Records Management Systems.
The Training Committee provides all training except Advanced Life Support. This committee
reviews and authorizes all entry level training as well as management level and special seminar
classes.
The division also coordinates adult education training programs, high school vocational education
programs, sheltering operations that may be required as a result of natural disasters, and training
with the volunteer EMS and Fire Training committees for the delivery of courses through the
Virginia Office of Emergency Medical Services and the Virginia Department of Fire Programs.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Firefighter courses for high school career
1 1 1 1
technical education
Adult education courses, day & evening 68 68 68 68
New member orientation opportunities 24 24 24 24
Respiratory fit testing 420 420 480 500
ID card systems maintained 950 950 800 800
800 MHz radios maintained and upgraded 475 475 500 500
400 MHz pagers maintained and upgraded 250 250 300 300
SCBA Maintained 263 263 275 275
SCBA testing (Flow Test) 263 263 275 275
SCBA testing (Hydro Test) 192 192 600 25
OBJECTIVES:
Deliver Fire, Rescue and Emergency Management training as required, to insure delivery of
services in the most economic and effective means possible with available resources.
Deliver Advanced Cardiovascular Life Support (ACLS), Pediatric Advanced Life Support
(PALS), and International Trauma Life Support (ITLS) to Advanced Life Support (ALS)
providers on an annual basis.
100% participation in the Respiratory Fit Test program for all members of the Department who
are certified for IDLH Environments.
Self-contained breathing apparatus (SCBA) 275 packs placed in service as of December 31,
2015.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Fire Rescue initial and continuing
68 68 68 68
education courses
Streamline new member application
15 days 15 days 15 days 15 days
process
New Membership applications
125 43 100 100
processed
100% of Class A Members Fit
100% 100% 100% 100%
Tested
SCBA Flow Test on schedule 263 263 275 275
DIVISION 4: Fire Prevention & Life Safety Program
Conduct existing facility inspections to mitigate the potential for injury or loss of life to the
public and responding firefighters including public assembly buildings, such as restaurants,
meeting halls, churches, and tents, as well as public and private educational facilities.
Conduct mandated SARA (Superfund Amendments and Reauthorization Act) Title III
inspections for institutional buildings and locations using, storing, or selling extremely
hazardous substances (EHS), flammable and combustible liquids, and liquefied petroleum gas
(LPG).
Issue permits for operations involving the transportation, storage, and use of commercial
explosives, as well as fireworks sales, storage, and displays, in compliance with Code of
Virginia mandates.
Review site plans for fire code compliance in conjunction with Community Development.
Respond to life safety code complaints and questions regarding inspections, education, and
assistance attaining code compliance.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Fire Inspections 90 90 120 135
Plans Reviews 135 150 150 150
Explosive Storage, Use and Display
10 4 12 12
Permits
OBJECTIVES:
Conduct life safety fire prevention inspections at all day care centers, assisted living facilities,
and public assembly buildings.
Conduct mandated SARA Title II hazardous materials inspections.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Life safety fire prevention inspections
conducted at all day care centers and 50 50 50 50
assisted living facilities
Life safety fire prevention inspections
conducted at all public assembly 150 150 150 150
buildings
Mandated SARA Title II hazardous

75 75 75 75
materials inspections conducted
Staff events for distribution of

materials for emergency events to the 4 4 4 4
citizens
Emergency Operations Center

1 1 1 1
exercises
DIVISION 5: Emergency Management Division
Facilitate biannual EOC tabletop exercise to acquaint EOC staff with their specific roles and
responsibilities and enhance EOC operations during response and recovery phases.
Facilitate one drill focusing on specific threat/hazard.
Maintain Emergency Operations Plan, Hazard Mitigation Plan and Hazardous Materials
Emergency Response plan.
Coordinate post disaster recovery activities.
Manage Emergency Management grants.
Organize resources (personnel, equipment, supplies, and services) necessary for response and
recovery.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Drill 1 1 1 1
Table Top Exercise 2 2 2 2
Maintain plans 2 2 3 3
Coordinate post disaster recovery
1 1 1 1
activities
Manage grants in support of
3 3 3 3
Emergency Management
Organize resources 75% 75% 75% 75%
OBJECTIVES:
Provide ongoing education to the citizens of Fauquier County for disaster events.
Continue to educate our staff and volunteers with training at the Emergency Operations Center.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Staff events for distribution of
materials for emergency events to the
citizens. (Warrenton Day, Heritage 4 4 4 4
Day, Fauquier County Fair, First
Friday)
Emergency Operations Center

2 2 2 2
exercises
JUVENILE DETENTION AND PROBATION
Working with collateral agencies, prevent and treat juvenile delinquency to assure the protection
of the citizens of the Commonwealth through the development of policies, programs, and
institutions, while assisting the Courts in holding juveniles accountable for their actions and
affording them opportunities for reform.
The 20th W District Court Service Unit serves the needs of the Fauquier County Juvenile and
Domestic Relations Court and, if so ordered, the Fauquier County General District and Circuit
Courts, providing probation and parole supervision for offenders, as the Court orders. This office
manages the Virginia Juvenile Community Crime Control Act (VJCCCA) funds, which provides
intensive supervision services, in-home counseling, electronic monitoring, mentoring, substance
abuse assessment, counseling, and sex offender evaluations and counseling for Court-ordered
youth and parolees. The offices intake function serves as the point of entry into the Juvenile Court
System for juvenile criminal offenses as well as civil family matters.
Director
Senior Secretary
Probation Supervisor
Probation Officer
Probation Officer (3)
Senior
All Juvenile Detention and Probation positions are State-funded positions.
GOALS:
Provide a comprehensive assessment process and continuum of evidence-based interventions

for youth and families referred to the division, in order to reduce recidivism and increase
compliance with court-ordered conditions.
Provide a structured and secure environment for youth assigned to detention in order to assure
the safety of youth and protection of the community.
Facilitate collaboration and cooperation among juvenile justice partners in order to share
information, increase professional understanding among participants, and enhance the delivery
of evidence-based services for clients.
Provide opportunities for employee development in order to enhance client/customer services,
facilitate growth within the division, and improve staff competencies.
Provide Intake Services to the citizens and law enforcement in our community.
Manage contractual detention services for those youth who are deemed a threat to themselves
or to others, and must be detained for the safety of the public.
Provide complete and balanced services to youths and families requiring court services.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $1,578 $1,841 $1,841 $1,841
Operating $147,644 $242,087 $307,616 $307,616 $307,616
Capital $0 $0 $0 $0 $0
Total $147,644 $243,665 $309,457 $309,457 $309,457
Revenue $36,836 $36,836 $36,836 $36,836 $36,836
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Juvenile Detention and Probation includes no budgetary
adjustments in comparison to prior years.
PROGRAM 1: Detention and Virginia Juvenile Justice Community Crime Control Act
(VJCCCA) Services
Contractual detention services for those youth who are deemed a threat to themselves or others
and must be detained for public safety.
Services provided to those youth in need of (intensive supervision, substance abuse services,
in home counseling, sex offender evaluations and treatment, life skills, and pro-social skills).
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Youth detained 50 50 60 60
Child Care days 300 300 600 600
VJCCCA service clients 68 70 75 80
PROGRAM 2: Probation and Parole
Provide probation and parole services for juveniles of Fauquier County.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Probation and paroles per month 110 110 110 110
Intakes 1,200 1,200 1,200 1,200
OBJECTIVES:
Provide probation and parole services to those clients placed on probation by the court or parole
by the Virginia Department of Juvenile Justice, in accordance with the orders of the court and
State standards.
Improve after hours on-call intake services through the use of VIA3 (a secure web conferencing
system) at no cost to the County, in order to minimize the time and manpower expenses of
local law enforcement agencies.
Increase or maintain the number of parolees enrolled in school or employed within sixty days
prior to release from parole.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Provide all intake officers with video phone

100% 100% 100% 100%
technology of VIA3 for use during intake
Guide all detention decisions by the

100% 100% 100% 100%
Detention Assessment Instrument (DAI)
Parolees employed or in school within 60

100% 100% 100% 100%
days prior to release from parole.
SHERIFFS OFFICE
The Fauquier County Sheriffs Office provides professional public safety services in conformance
to Article VII, Section 4 of the Constitution of Virginia and the prescribed ordinances of Fauquier
County as defined by the governing body. It is the mission of the Sheriffs Office to provide
quality service to our citizens and community through honor, professionalism, commitment,
compassion, and accountability. The Sheriffs Office consists of three programs, the Sheriffs
Office, Adult Detention Center (ADC), and the Joint Communications Center.
GOALS:
Provide enhanced, proactive, public safety services to the residents of Fauquier County.
Provide quality public safety, court security, civil process, correctional control, animal control,
and rehabilitation through updated methodologies and personnel allocations.
Execute these goals and responsibilities efficiently and effectively.
Provide the necessary housing, security, and safety for incarcerated individuals. Evaluate and
adjust confinement for arrestees awaiting trial, sentencing, or transfer to other facilities.
Improve overcrowded conditions of the ADC through innovative solutions
Continue to improve E-911 service by investigating in new technologies
Dispatch the appropriate emergency response in accordance with established protocols.
Implement ESiNet for Next Generation 911.

Increase law enforcement presence with the addition of patrol deputies.
SHERIFFS OFFICE
Sheriff
Lieutenant
Colonel
Administrative Admin./
Communications Operations
Bureau Accounting
Bureau Bureau Manager
Major Major Major Associate II
Radio Criminal
Adult Detention Court Security/ Professional
Systems Patrol Investigations Associate I
Center Civil Process Standards Division
Administrator
Communications
Manager
Captain Captain Captain Captain Captain
Admin. Lieutenant Lieutenant Lieutenant

Lieutenant Lieutenant
Specialist
Sergeant Crime
Training Accounting Civil Process School Resource
Officer Division First Class
Coordinator Specialist Associate II Analyst
(2)
Emergency Inmate Civil Process Domestic Criminal

Comm. Records Associate I st Violence Investigations
Specialist III 1 Sergeant
Associate (.5) Resource Associate II
(4) Officer
Emergency Criminal
Comm.
Sergeant Animal
Sergeant (4) First Class Corporal (2) Investigations
Specialist II Control Associate I
(9)
Emergency
Comm. Deputy
Corporal (5) Sergeant (2) Sergeant
Specialist I Sheriff (5) Sergeant (3)
(11)
Public Safety Deputy

Deputy Corporal Records Investigators
Sheriff (15) Associate (3) Sheriff (2)
(14)
Sr. Deputy
Corrections Sheriff (3) Sergeant (5)
Health
Assistant
Corrections Deputy
2 1
Health Sheriff (15) Corporal (6)
Assistant (2)
Kitchen Deputy
1
Manager (2) Sheriff (33)
1
FY 2018 Projected Budget establishes an additional 3.0 FTE Deputy
Sheriff positions and 1.0 FTE Corporal position.
2
In mid-FY 2017, 1.0 FTE Deputy Sheriff position was established to
support the Circuit Court.
SHERIFFS OFFICE
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Department Total Actual Actual Adopted Approved Proposed
Costs:
Personnel $13,228,337 $13,626,224 $13,714,034 $14,016,862 $14,332,048
Operating $4,111,840 $4,124,473 $4,799,781 $4,941,206 $4,932,707
Capital $162,870 $292,991 $248,000 $248,000 $248,000
Total $17,503,047 $18,043,688 $18,761,815 $19,206,068 $19,512,755
Revenue $4,862,442 $4,953,108 $4,869,069 $4,901,869 $4,758,419
Full Time Staff 172.00 172.00 176.00 180.00 181.00

Part Time Staff 0.50 0.50 0.50 0.50 0.50
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Sheriff Actual Actual Adopted Approved Proposed
Costs:
Personnel $11,362,579 $11,678,309 $11,619,778 $11,911,966 $12,199,262
Operating $1,441,693 $1,345,876 $1,435,506 $1,432,509 $1,432,509
Capital $144,087 $258,775 $248,000 $248,000 $248,000
Total $12,948,359 $13,282,960 $13,303,284 $13,592,475 $13,879,771
Revenue $4,336,669 $4,465,345 $4,332,257 $4,363,891 $4,259,122
Full Time Staff 144.00 144.00 147.00 151.00 152.00

Part Time Staff 0.50 0.50 0.50 0.50 0.50
SHERIFFS OFFICE
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Communications Actual Actual Adopted Approved Proposed
Costs:
Personnel $1,865,758 $1,947,915 $2,094,256 $2,104,896 $2,132,786
Operating $544,705 $509,937 $625,683 $625,842 $625,842
Capital $18,783 $34,216 $0 $0 $0
Total $2,429,246 $2,492,068 $2,719,939 $2,730,738 $2,758,628
Revenue $148,249 $152,400 $147,912 $149,078 $135,397
Full Time Staff 28.00 28.00 29.00 29.00 29.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
Adult Detention Center FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

(ADC) Actual Actual Adopted Approved Proposed
Costs:
Personnel $0 $0 $0 $0 $0
Operating $462,667 $448,870 $571,558 $571,558 $593,558
Capital $0 $0 $0 $0 $0
Total $462,667 $448,870 $571,558 $571,558 $593,558
Revenue $377,524 $335,363 $388,900 $388,900 $363,900
Northwest Regional FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Detention Center Actual Actual Adopted Approved Proposed
Costs:
Personnel $0 $0 $0 $0 $0
Operating $1,662,775 $1,819,790 $2,167,034 $2,311,297 $2,280,798
Capital $0 $0 $0 $0 $0
Total $1,662,775 $1,819,790 $2,167,034 $2,311,297 $2,280,798
Revenue $0 $0 $0 $0 $0
SHERIFFS OFFICE
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Sheriffs Office includes personnel expenditure increases
staff. In addition, the proposed budget includes the addition of one Deputy, established in mid-
FY 2017 to support the Circuit Court, and the establishment of one Corporal and three deputies
for the Patrol Division in FY 2018. Operating expenditure increases include the one-time and
recurring expenditures for those positions established in FY 2018.
PROGRAM 1: Sheriffs Office
Major service areas in the Sheriffs Office include:
Administration Establishes Sheriffs Office policies and procedures, and works with the
Board of Supervisors and other agencies to ensure adequate resources are available to
accomplish the agencys responsibilities and mandates. Directs, supervises, and coordinates
all divisions.
Community Oriented Policing Unit Provides drug education programs for K-12 in the
Fauquier County school system. Coordinates, trains, and provides community service
programs, such as Neighborhood Watch, Triad for Senior Citizens, Child Fingerprint
Identification, etc. Other services include home/business security checks, National Highway
Traffic Safety Administration-certified child safety seat installation and inspection, and
child/stranger safety for parents and children. Provides security at all middle and high schools
in the County, including the School Resource Officers.
Civil Process/Court Security Division Processes and serves all legal documents requiring
Sheriffs service. Locates and apprehends fugitives in accordance with extradition process.
Provides courthouse/courtroom security through bailiffs and operation of metal detection
devices. Responsible for movement and confinement of prisoners while at the Courthouse.
Animal Control Unit Responds to complaints or observations of stray domestic animals
within the County. Investigates all animal bite incidents, animal abuse, and animal theft.
Responds to calls regarding injured or dead wildlife.
Criminal Investigations Division Investigates all major crimes, such as drug offenses,
robbery, arson, death investigations, gang activities, as well as internet crimes. Investigates
sex crimes and crimes against children. Gathers criminal intelligence as necessary.
Patrol Division Provides twenty-four hour proactive patrol of the entire County and responds
to calls for service. Responsible for traffic control, preservation of crime scenes, and canine
activities. Enforces all State and County ordinances.
Technical Support/Central Records Division Coordinates training for all personnel as
mandated by the Department of Criminal Justice Services. Provides technical support for all
related equipment. Applies for and coordinates Federal and State law enforcement grants.
Enters traffic summonses, incident/accident reports, responds to information requests, etc.
SHERIFFS OFFICE
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Traffic summonses issued 5,952 6,421 7,000 7,000
Misdemeanor arrests 1,937 1,811 2,300 2,300
Felony arrests 1,028 937 800 800
1
Calls for service 68,577 77,064 70,000 70,000
Animal Control calls for service 2,589 2,825 3,500 3,500
Civil papers served 19,342 14,325 15,000 15,000
Warrants served 1,840 1,856 2,000 2,000
1Callsfor service reflect calls that occur when Sheriffs Office personnel are first responders as the primary unit. It does not
include calls involving back up units to deputies or assistance to external public safety agencies.
OBJECTIVES:
Increase the percentage of warrants served to improve the effectiveness of the legal process.
Maintain the response time to calls for service from FY 2016 to FY 2017.
Maintain the percentage of cases closed due to arrests as compared to the number of cases
suspended at 50% each.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Warrants Received 1,992 1,936 2,000 2,000
Warrants Served 1,840 1,856 1,800 1,800
Percentage of Warrants Served 92% 96% 90% 90%
Response Time to Svc. Calls (average in
12.89 11.67 12.00 12.00
minutes)
Total Cases 2,894 3,036 3,000 3,000
Cases Closed by Arrest 1,625 1,631 1,500 1,500
Percentage of Cases Closed by Arrest 56% 54% 50% 50%
Cases Suspended 1,269 1,405 1,500 1,500
Percentage of Cases Suspended 44% 46% 50% 50%
PROGRAM 2: Adult Detention Center (ADC)
The ADC provides safe and secure housing for incarcerated individuals, and:
Maintains inmate records, calculates length of inmate sentences, and reviews court orders to
ensure court dates are met.
Manages trustee work programs, assigns work where required.
Facilitates inmate movement for video arraignments and ensures security needs are met.
Provides medical treatment in accordance with State health requirements, including
administering prescribed medications. Ensures controlled substances provided by physicians
SHERIFFS OFFICE
are secured. Provides immediate emergency care and maintains a secure in-house emergency
facility.
Meets required health and dietary needs as defined by State and County ordinances, as well as
special dietary needs required due to physical conditions, religious beliefs, etc.
Supervises Work Release program; monitors employment attendance and compliance with
electronic incarceration program.
Provides transportation as needed to court and other facilities.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Prisoner Transports 7,441 6,958 7,000 7,000
Average Daily Inmate Population 102 91 95 95
Work Release/Home Incarceration (EIP)

24.66 21.58 20 20
Average Daily Participation
OBJECTIVES:
Maintain the daily average participation of active inmates on the Work Release/Home
Incarceration (WR/HI) Program at 20.
Maintain the average daily inmate population at 95 inmates.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
WR/HI average daily participation 24.66 21.58 20 20
WR/HI average daily difference -4.66 -1.58 0 0
Average daily population 102 91 95 95
Average daily population difference +3 +14 0 0
PROGRAM 3: Communications
Answers 9-1-1 and business line calls for requests for service for the Sheriffs Office, Warrenton
Police Department, and Volunteer Fire and Rescue companies County-wide, and provides all radio
communications for same.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Telephone Calls Processed 136,034 141,730 147,399 153,295
Calls for Service 102,016 111,563 116,056 120,698
Dispatch Actions Performed 852,474 914,143 944,044 972,365
Mobile Data Terminal (MDT) messages 449,131 395,340 396,000 397,980
SHERIFFS OFFICE
OBJECTIVES:
Provide E-911 services and emergency radio communications at or at least equal to National
Fire Protection Association Standard 1221, which is currently 95%.
Maintain employee turnover rate close to the national average of 42%.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Answer 90% of all 9-1-1 calls within 10
98% 98% 90% 90%
seconds
Answer 95% of all business line calls within
99% 99% 95% 95%
15 seconds
Fire & Rescue calls: Process 90% within 60
70% 71% 90% 90%
seconds of receipt
Fire & Rescue calls: Process 99% within 90
87% 90% 99% 99%
seconds of receipt
Maintain staff turnover at 40% or less 38% 25% 30% 30%
ENVIRONMENTAL SERVICES - CONVENIENCE SITES
The Department of Environmental Services Collection Sites program provides collection and
disposal services for waste generated from the residents and County sources.
Landfill disposal fees, as well as hauling fees, are paid from the General Fund for the Countys
collection sites, County offices, Courthouse, Warrenton Community Center, and Warrenton-
Fauquier Airport. Parks & Recreation and the School Division pay hauling fees from their
departmental budgets for facilities not located at the Alice Jane Childs building. Landfill disposal
fees for refuse generated and hauled by the Towns of Remington, The Plains, and Warrenton are
also paid from the General Fund, while operating expenses for the Countys landfill/transfer station
are budgeted in the Landfill Fund.
Director1
Recycling/
Environmental
Manager1
Remote Collection Corral Farm

Collection Team
Sites Collection Site
Site Attendant (4.9) SWM Operator III Site Attendant (.6)
SWM Operator II (2)
SWM Operator I (3)
1
Positions funded in the Landfill Enterprise Fund.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page F-1
GOALS:
Provide an efficient and practical waste and recycling collection system for the residents of
Fauquier County and County facilities.
Continue to improve hauling efficiency by minimizing pulls and associated hauling costs while
maintaining waste and recycling collection services.
Install recycling packer at the Remote Residential Collection Site to increase compaction and
reduce hauling.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $633,480 $765,123 $577,390 $581,587 $628,412
Operating $1,871,138 $1,998,584 $2,005,579 $2,012,770 $2,012,770
Capital $0 $0 $0 $0 $0
Total $2,504,618 $2,763,707 $2,582,969 $2,594,357 $2,641,182
Revenue $4,704 $188 $0 $0 $0
Full Time Staff 10.00 9.00 9.00 9.00 9.00

Part Time Staff 2.50 2.50 2.50 2.50 2.50
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Environmental Services Convenience Sites includes
personnel expenditure increases due to rising benefit costs and a mid-FY 2017 two-percent cost-
of-living adjustment for permanent staff. In addition, increased operating expenditures are
included for contractual hauling services and annual leases.
PROGRAM 1: Residential Collection System
The Department of Environmental Services provides a variety of residential waste and recycling
collection services through the seven staffed collection sites. Long-term, it is anticipated that
waste generated from collection sites relative to the private curbside collections will decrease as
the Countys population increases in the future. Local economic conditions also impact the usage
of public versus curbside collections.
Residential waste programs include bagged household waste using compactors and loose bulk
waste collection. Numerous recycling programs are available to residents including newspaper,
cardboard, mixed paper, plastic containers, aluminum and steel cans, scrap metal, and glass
containers.
The Household Hazardous Waste (HHW) program reduces toxic contaminants entering the
landfill, improving leachate quality and landfill emissions which is required by the transfer
contract, and is available on specified collection days or by appointment.
FY 2015 FY 2016 FY 2017 FY 2018
SERVICE VOLUME
Collection Sites (Waste + Recycling)1 19,100 20,600 21,000 21,000
Residential Curbside Waste1 7,045 6,389 7,500 7,540
Collection Site to Residential Waste 73% 76% 74% 74%
Curbside to Residential Waste 27% 24% 26% 26%
2
Collection Site Recycling 2,036 2,100 2,122 2,140
1
Collection Site Waste 17,029 18,505 18,900 18,810
Waste from Compactors1 9,833 10,120 10,200 10,150
1
Waste from Open-Top Containers 7,196 8,384 8,700 8,660
HHW Services Customers 1,665 2,115 2,126 2,136
HHW Services Contractor Hours 192 192 192 192
1
Measured in tons.
2
Recycling includes: ONP (Newspaper), Mixed Paper, OCC (Cardboard), Plastic, Cans, Glass, and Oil.
OBJECTIVES:
Increase recycling through County programs.

Increase compactor usage to minimize hauling expenses.
FY 2015 FY 2016 FY 2017 FY 2018
OUTCOME MEASURES
Collection Site Recycling to Total Waste 10.7% 10.2% 10.1% 10.2%
Compactor Collection Site Waste 57.7% 54.7% 54.0% 54.0%
Open-Top Collection Site Waste Decreased 42.3% 45.3% 46.0% 46.0%
GENERAL SERVICES
The Department of General Services maintains a customer-focused organization that delivers cost
effective, quality, and timely services, with concentration on safety and efficiency. The
department also provides management and budget oversight of the Armory, Comprehensive
Maintenance, Disability Services Board, and the Alice Jane Childs Office Building. General
Services consists of five operational divisions: Administration, Buildings and Grounds,
Construction Management, Maintenance and Repair, and Fleet Maintenance.
Director
Administrative
Specialist
Construction Buildings & Maintenance & Fleet

Management Grounds Repair Maintenance1
Construction Buildings & Maintenance &

Manager Grounds Manager Repair Manager
Senior Administrative A.J. Childs Database

Associate Building Technician
Maintenance & Maintenance & Repair Inventory Control

Crew Chief (2) Custodian (2) Repair Coordinator Supervisors (2) Clerk
Maintenance Skilled Trade

Head Custodian
Mechanic III (6) Technician III (9)
Maintenance Skilled Trade

Custodian (5)
Mechanic II (5) Technician II (7)
1
Refer to Fleet Maintenance Fund for an expanded Skilled Trade
Maintenance
organizational chart.
Mechanic I Technician I (3)
Maintenance
Mechanic Labor
GENERAL SERVICES
GOALS:
Provide competent and reliable delivery of services to customers.

Identify staff training requirements and implement training programs.
Continue Occupational Safety and Health Administration (OSHA) / Virginia Occupational
Safety and Health Compliance Program (VOSH) Safety Training program, including
implementation of the Fauquier County Safety Policy, Section 54.
Complete projects in the fiscal year in which they are budgeted, pending funding availability.
Annually review and revise the growth plan for County facilities, with supporting
documentation for the Capital Improvement Program.
Annually update five-year Major System Replacement program, and develop projections for
Comprehensive Maintenance Plan (CMP) expenditures.
Re-roof Buildings A and B of the Warrenton Community Center.

Complete lower level HVAC upgrades in the AJC Building.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $3,421,796 $3,543,127 $3,544,950 $3,565,090 $3,679,837
Operating $1,442,286 $1,574,859 $1,543,148 $1,550,223 $1,550,223
Capital $46,934 $12,739 $8,400 $8,400 $8,400
Total $4,911,016 $5,130,725 $5,096,498 $5,123,713 $5,238,460
Revenue $215,185 $221,361 $217,023 $217,023 $212,023
Full Time Staff 53.00 53.00 53.00 53.00 53.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
GENERAL SERVICES
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

General Services Actual Actual Adopted Approved Proposed
Costs:
Personnel $3,343,950 $3,462,904 $3,468,540 $3,487,920 $3,592,958
Operating $1,345,301 $1,485,602 $1,448,303 $1,455,378 $1,455,378
Capital $46,934 $12,739 $8,400 $8,400 $8,400
Total $4,736,185 $4,961,245 $4,925,243 $4,951,698 $5,056,736
Revenue $87,266 $95,721 $91,383 $91,383 $86,383
Full Time Staff 51.00 51.00 51.00 51.00 51.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Alice Jane Childs Building Actual Actual Adopted Approved Proposed
Costs:
Personnel $77,846 $80,223 $76,410 $77,170 $86,879
Operating $96,985 $89,257 $94,845 $94,845 $94,845
Capital $0 $0 $0 $0 $0
Total $174,831 $169,480 $171,255 $172,015 $181,724
Revenue $127,919 $125,640 $125,640 $125,640 $125,640
Full Time Staff 2.00 2.00 2.00 2.00 2.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for General Services includes personnel expenditure increases due
to rising benefit costs and a mid-FY 2017 two-percent cost-of-living adjustment for permanent
staff. Revenue adjustments reflect revised rental revenues based on current and projected
calculations.
PROGRAM 1: Administration, Buildings & Grounds, Construction Management, and

Maintenance & Repair
General Services Administration provides oversight and management of each of the

maintenance- and project-oriented areas within the department, including all aspects of work
performed by the department, staffing, budgeting, and project coordination.
GENERAL SERVICES
Buildings and Grounds provides lawn care and custodial services, supports internal office
relocations, and manages surplus, minor projects, staffing for Armory maintenance, and the
program workers from the Adult Detention Center.
Maintenance and Repair establishes and annually reviews the Comprehensive Maintenance
and Major Systems Replacement Plans, provides construction management services for
County projects, and coordinates consultants for construction.
Maintenance and Repair provides building and system maintenance of County and School
buildings, as well grounds maintenance at schools.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Facility work orders completed 7,542 8,500 8,000 8,000
Square footage of facilities maintained 2,407,988 2,407,988 2,407,988 2,407,988
Comprehensive Maintenance Plan (CMP) 90 70 80 80
Work order projects 127 100 120 120
Preventive maintenance scheduled 2,029 2,000 2,030 2,030
OBJECTIVES:
Promote Occupational Safety & Health Administration/Virginia Occupational Safety & Health
(OSHA/VOSH) compliance through continued staff training, and in accordance with the
Countys Safety Policy.
Complete major projects in the fiscal year in which they are funded.
Provide competent and reliable delivery of service to customers by meeting deadlines for
response/completion of emergency and routine work orders and implementing a preventative
maintenance program.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
CMP projects completed in fiscal year
92% 90% 90% 90%
funded
Complete general work orders within 10
85% 85% 85% 85%
business days
Immediate response to emergency work
100% 100% 100% 100%
orders
Preventative Maintenance completion1 N/A 90% 90% 90%

Implement bar code tracking for inventory
95% 95% 95% 95%
and warehouse management
Implement system for shop and custodial
inventory, including warehouse N/A 70% 80% 90%
management1
Implement schedule of training on OSHA
N/A 80% 95% 95%
and VOSH 1
GENERAL SERVICES
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Identify areas of improvements to save time
N/A 80% 90% 90%
but quality of service is unaffected1
Review cleaning structures and methods to
N/A 70% 80% 90%
improve quality of service and reduce labor1
1
New measure in FY 2016.
COMMUNITY SERVICES BOARD
The Rappahannock-Rapidan Community Services Board (RRCSB) was formed in 1972 to serve
as the regional agent for the delivery of mandated services to the elderly and to individuals with
disabilities related to mental health, mental retardation, and substance abuse. Member jurisdictions
include Fauquier, Culpeper, Madison, Orange, and Rappahannock Counties. Its overall mission
is to improve quality of life by providing comprehensive mental health, mental retardation,
substance abuse, and aging services that are consumer-focused, community-based, promote
dignity, choice, and social integration, and evaluated based on outcomes.
GOALS:
Provide a safety net for the vulnerable and/or disabled populations within the community, from
birth throughout life.
Identify appropriate services, define appropriate quantity and quality of service for clients, and
determine the eligible population for its programs that are not publicly funded.
Manage and be accountable for the services provided to maintain the community as a healthy
and wholesome place in which to live and work.
Aggressively monitor all programs and services to verify need and efficiency of delivery to
maximize results from available funds.
Maintain services that are easily accessible, goal-directed, and with measurable outcomes in
partnership with consumers.
Maintain prevention and early intervention among its priority services.
Educate the community about services available through the RRCSB.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $421,285 $429,285 $460,110 $461,258 $475,225
Capital $0 $0 $0 $0 $0
Total $421,285 $429,285 $460,110 $461,258 $475,225
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Community Services Board includes increased contributory
funding towards mental health services based on increased census and utilization of services.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page G-1
PUBLIC HEALTH
The Fauquier County Health Department strives to attain optimal health for County residents
through disease prevention, environmental safeguards, and health promotion. The Fauquier
County Health Department is part of a regional public health agency encompassing the five
counties of the Rappahannock Rapidan Planning District. Overall program administration is
handled by the State Department of Health. Areas of service include environmental health and
inspections, general medical clinics, immunizations, family planning, maternal child health, and
sexually transmitted diseases. The majority of clientele served are of low and moderate-income
(particularly at the health clinics).
GOALS:
Prevent disease from vaccine-preventable diseases.

Improve the health of women, infants, and families.
Prevent sexually transmitted diseases and their complications.
Limit injuries due to infectious disease and disasters.
Reduce food borne illness.
Reduce illness due to improper sewage handling.
Reduce incidences of illnesses transmitted from animals to humans.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $577,945 $584,327 $584,328 $590,171 $590,172
Capital $0 $0 $0 $0 $0
Total $577,945 $584,327 $584,328 $590,171 $590,172
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Public Health Department includes increases in accordance
with the organizations jurisdictional funding formula.
SOCIAL SERVICES
People helping people overcome adversity to secure strong futures for themselves, their families,
and their communities.
Director
Comprehensive
Family Services Benefits Programs Adult Programs Program Support
Services
Administrative/
Program Manager Program Manager Program Manager Accounting CSA Specialist
Manager
Adult/Family Services Adult/Family Services Administrative Family Services

Worker III (4)
Case Manager III Worker III Specialist Worker
Adult/Family Services Benefits Program Adult/Family Services Social Services

Worker II (4) Specialist III (2) Worker II Program Specialist
Social Services
Adult/Family Services Benefits Program Adult/Family Services
Senior Program
Worker I (3) Specialist II (3) Worker I (3)
Assistant
Social Services Case Manager I Administrative

Associate Associate (1.53)
Benefits Program Social Services

Specialist I (9) Program Assistant (2)
Social Services
Associate Note: Upon award and acceptance, (2.0.) FTE Adult/Family
Services Worker positions, (2.0) Domestic Violence/Sexual
Assault Advocate positions, and (1.0) Outreach Coordinator
position may continue to be grant-funded in FY 2018. These
Social Services positions are not noted above as this was a supplementary FY
Program Assistant 2017 awarded program.
SOCIAL SERVICES
GOALS:
Increase availability of adequate nutrition, health care, and support required to meet the basic
needs of families with children, elderly, and/or disabled adults by providing timely, accurate
benefits to all who qualify.
Prevent abuse, neglect, and exploitation of children, elderly, and/or disabled adults.
Preserve families and assure a permanent, safe, and stable environment for children.
Plan and provide services for at-risk youth and their families that are child-centered, family-
focused, and community-based.
Maintain elderly and/or adults with disabilities safely at home as long as they choose.
Help Temporary Assistance to Needy Families (TANF) clients increase their earnings.
Support families and children through the provision of quality child care for working parents.
Reduce the impact of domestic violence through prevention, education, and advocacy.
Continue efforts to serve at-risk children in community based programs.

Work closely with RRCSB to manage the increase in substance use disorders while protecting
vulnerable children and adults.
Engage the community in anti-poverty initiatives.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $3,351,222 $3,612,181 $3,456,357 $3,474,856 $3,528,154
Operating $8,243,882 $8,191,753 $7,083,772 $7,084,331 $7,087,352
Capital $0 $0 $0 $0 $0
Total $11,595,104 $11,803,934 $10,540,129 $10,559,187 $10,615,506
Revenue $6,826,804 $6,930,851 $6,554,652 $6,554,652 $6,429,182
Full Time Staff 48.00 48.00 48.00 48.00 48.00

Part Time Staff 0.53 0.53 0.53 0.53 .53
SOCIAL SERVICES
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Social Services Actual Actual Adopted Approved Submission
Costs:
Personnel $3,272,474 $3,556,294 $3,378,401 $3,396,520 $3,450,878
Operating $3,003,431 $3,167,587 $2,454,438 $2,454,997 $2,458,018
Capital $0 $0 $0 $0 $0
Total $6,275,905 $6,723,881 $5,832,839 $5,851,517 $5,908,896
Revenue $4,238,370 $4,664,391 $3,826,922 $3,826,922 $3,701,452
Full Time Staff 47.00 47.00 47.00 47.00 47.00

Part Time Staff 0.53 0.53 0.53 0..53 0.53
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

CSA Actual Actual Adopted Approved Submission
Costs:
Personnel $78,748 $55,887 $77,956 $78,336 $77,276
Operating $5,240,451 $5,024,166 $4,629,334 $4,629,334 $4,629,334
Capital $0 $0 $0 $0 $0
Total $5,319,199 $5,080,053 $4,707,290 $4,707,670 $4,706,610
Revenue $2,732,112 $2,266,460 $2,727,730 $2,727,730 $2,727,730
Full Time Staff 1.00 1.00 1.00 1.00 1.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Social Services includes personnel expenditure increases due
to rising benefit costs and a mid-FY 2017 two-percent cost-of-living adjustment for permanent
staff. The budget also includes adjustments in state and federal revenues in order to reflect updated
reimbursement rates.
SOCIAL SERVICES
PROGRAM 1: Adult Services
The Adult Services Team provides services to elderly and adults with disabilities.
Investigates reports of abuse, neglect or exploitation.

Assesses the functioning of vulnerable adults, and assists adults and families in exploring
substitute decision makers.
Determines the appropriateness of out-of-home placement and assists in obtaining and
maintaining such placements.
Collaborates with community agencies to maintain individuals in the least restrictive
environment possible for health, safety, and quality of life.
Initiates and responds to Court proceedings. Tracks and monitors reports received and reports
back to the Court on findings. Makes yearly face-to-face home visits and reviews guardianship
reports.
Monitors the provision of services by in-home service providers, adult care residences, and
adult foster care homes. Provides assistance with alternatives when indicated by screening
evaluation, and develops in-home service resources.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Abuse neglect and exploitation investigations 360 349 375 395
Long term care screenings 136 141 142 150
Department-funded home-based care clients 60 62 60 65
Domestic violence advocacy 46 122 135 145
Domestic violence on-going (average) 10 19 22 26
OBJECTIVE:
Provide protective services to adults identified as needing those services.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Clients with reports investigated 360 349 375 395
Clients found in need of protective services 239 209 280 295
Clients found in need 66% 60% 74% 76%
Clients who accept protective services 222 192 250 285
SOCIAL SERVICES
PROGRAM 2: Family Services
The Family Services Team provides services to children and their families.
Investigates and assesses reports of child abuse and neglect.

Assesses the needs of families and children and engages families in planning for children.
Initiates and responds to court proceedings.
Places children in out-of-home placements and provides services to achieve permanent living
situations through returning the child home, placing the child with relatives, or adoption.
Provides independent living skills for foster children 14 or older.
Collaborates with community agencies to intervene early to stabilize and support the family in
providing quality parenting to children.
Trains adoptive and foster parents and provides support groups.
Provides in-home counseling and substance abuse groups.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Adoption assistance 59 68 85 95
Adoptive investigations 17 13 45 55
Custody investigations 15 12 25 39
Child abuse/neglect investigations/assessments 206 237 225 240
Foster children entering care 40 26 50 50

Foster children in care end of fiscal year 58 49 60 60
Child Protective Services ongoing and
45 48 55 60
Prevention cases
OBJECTIVES:
Provide services, intervention, and treatments to parents, providing safety to children while
maintaining the family unit if possible.
Initiate investigations or family assessments in response to all valid reports of suspected child
abuse or neglect within 24 hours.
Place children in permanent (adoptive or custodial) homes within 18 months.
Provide early intervention to stabilize and support families to maintain the family unit.
SOCIAL SERVICES
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Valid reports with investigation initiated
185 210 220 225
within 24 hours
Children who were adopted or placed in a

43 31 66 70
custodial home within 18 months
Annual percentage of children whose families

were provided preventative services who 87% 83% 90% 90%
avoided foster care
PROGRAM 3: Benefits Independence and Adult Teams
The Benefits Team determines eligibility for assistance.

Determines eligibility for the following benefits: Supplemental Nutrition Assistance Program
(SNAP), TANF, Medicaid, Auxiliary Grants, Energy Assistance, and General Relief.
Collaborates with community partners to meet the needs of our citizens. For example, operates
the Dominion Power Energy Share program.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Medicaid Applications 2,631 2,465 3,664 2,742
Average Medicaid Caseload1 3,618 3,165 3,690 3,481
SNAP Applications 1,490 1,302 1,540 1,432
Average SNAP Caseload 1,753 1,580 1,885 1,738
Average SNAP Participation Rate 64% 58% 67% 64%
TANF Applications 320 276 300 304
Average TANF Caseload 81 70 82 82
Energy Assistance Applications 783 689 825 758
General relief and auxiliary grant applications 87 133 94 146

Average general relief and auxiliary grant
19 16 20 18
caseload
OBJECTIVES:
Increase availability of nutrition and health care to families with children, aged, and Fauquier
County citizens with disabilities by providing timely, accurate benefits to all who qualify.
Meet prescribed time frames for decisions on cash, medical, nutrition, energy and emergency
assistance program applications.
SOCIAL SERVICES
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Assistance program applications processed1 5,779 4,867 6,913 5,352
Applications processed within prescribed time

5,490 4,770 6,775 5,245
frames1
Percent of benefit program applications

95% 98% 98% 98%
processed timely
PROGRAM 4: Employment & Child Care
The Employment & Child Care Team provides employment support services, operates The
Workplace Fauquiers Career Resource Center, and provides child care subsidies to eligible
families.
Provides case management services to parents with children receiving TANF who participate
in the Virginia Initiative for Employment not Welfare (VIEW) program. These services
include assessing employment strengths and barriers, developing service plans, locating and
referring clients to services and training, monitoring the effectiveness of service delivery,
assuring client compliance with program requirements, and assisting with child care and
transportation.
Collaborates with community partners to meet the needs of our citizens for employment,
financial and parent support and training, substance abuse and mental health counseling, job
training, literacy, transportation, disabilities, etc.
Works with Department of Aging and Rehabilitative Services and Employment Service
Organizations to identify barriers to work and provide clients with services to obtain and retain
employment.
Provides employment services in conjunction with The Work Place to those who are seeking
jobs or to receive additional training and advancement.
Provides childcare subsidies to eligible families.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME1
Average VIEW and Transitional Cases 74 60 80 70
Average Child Care Cases 93 74 95 80
Average Children Receiving Child Care 144 126 145 147
1
Averages reported on monthly basis.
SOCIAL SERVICES
OBJECTIVES:
The employment services program, VIEW, will effectively assist TANF clients to attain
improved job placement to earn more income. Temporary Assistance to Needy Families
(TANF) clients participating in the VIEW program maintain their employment.
Support families and children through the provision of quality child care in the child care
subsidy programs. Reduce the wait time for those requesting child care assistance. When funds
are available, process application request within 60 day timeframe.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
TANF Work Participating Rate 41% 45% 50% 50%
TANF-VIEW Percent Employed 69% 60% 70% 70%
TANF Job Retention 64% 69% 75% 75%
Work Place visitors 2,553 2,551 3,100 3,100
VIEW client visitors 404 347 410 410
Non-VIEW visitors 2,149 2,204 2,690 2,690
Percent that are VIEW clients 16% 14% 13% 13%

Percentage of Child Care Applications
98% 98% 98% 98%
processed timely
PROGRAM 5: Childrens Services Administration
The Childrens Services Act (CSA) pools eight specific funding streams that purchase services for
high-risk youth. These funds are managed by local interagency teams. The Community Policy and
Management Team (CPMT) serves as the policy-making body and fiscal manager of funds for
CSA at the local level. The Family Assessment and Planning Team (FAPT) is appointed by CPMT
and is tasked with assessing the strengths and needs of individual youths and families and
identifying services to be provided. Both CPMT and FAPT continue to review all work processes
for simplification opportunities with the intent to focus efforts on family engagement, enhanced
assessment, and intensive reviews in cases where they can prevent or shorten residential stays.
SOCIAL SERVICES
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME1 Actual Actual Projected Projected
Congregate care (foster care, special
65 51 63 61
education, child in need of services)
Foster care (therapeutic foster care, basic
maintenance & other payments, independent 75 75 77 77
living)
Community based services 195 196 201 207
Special Education Day Placements 46 52 41 40
Services to students with disabilities

37 30 38 38
(including wrap-around services)
1
Includes some duplication since children in private day placements may also receive community based services.
OBJECTIVES:
Provide necessary services in a community setting.

Increase parental participation in the FAPT process as demonstrated by the Family
Engagement model. Provide timely reimbursement for services delivered.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Parents attending FAPT meetings 85% 85% 80% 80%
Invoices processed (monthly average) 220 221 227 234
Children receiving congregate care 16% 9% 13% 10%
Special education private day placements 21% 14% 18% 15%
LIBRARY
An informed citizenry and free access to information are fundamental to our democratic society.
The Fauquier County Public Library, a basic government service, provides resources and programs
that seek to inform, educate, enrich, and entertain every member of our community.
Director
Administrative
Specialist
Public Materials General

Services Management Support
Manager, Public Manager, Library Manager, Library Administration

Services Collections Support Services & Management
Electronic Library Public

Warrenton Bealeton Branch Marshall Branch Accounting
Resources Information
Branch Library Library Library Librarian Clerk Coordinator
Senior Library Branch Library Branch Catalogue

Librarian (2) Manager II Manager I Librarian
Circulation Library Library

Librarian (2)
Manager Associate Associate
Librarian Library Library Clerk

(1.36) Associate (1.02)
Library Library Clerk Library Page

Assistant (1.53) (1.77) (.74)
Library Library Page

Associate (2.35) (.74)
Library Clerk
(4.83)
Library Page
(.96)
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page H-1
LIBRARY
GOALS:
Promotes resources and programs that seek to inform, educate, enrich, and entertain all area
residents.
Encourages a love of reading and learning for everyone in the community.
Provides services, collections, and resources that are conveniently and easily accessible to the
community when, where, and how they need them.
Provides exceptional customer service.
Provides facilities that are the hub of the community, an easily accessible destination and a
comfortable, welcoming gathering place for everyone.
Serves as a trusted, recognized and well-supported organization.
Pursues partnerships, alliances and collaborations that support outreach to our community.
Pursue construction of a new Warrenton central library.

Use community survey results to determine priority for current and future services.
Work cooperatively with the Fauquier County sheriffs office to ensure the success of the
Bealeton branch library satellite law enforcement office.
Promote the library and its resources to the Fauquier community.
Seek alternative sources of revenue to bolster the books and materials budget.
Seek training and professional growth opportunities for library staff to keep pace with a
changing service environment.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,863,578 $1,894,533 $1,873,395 $1,882,670 $1,918,672
Operating $413,866 $401,247 $431,538 $434,688 $434,688
Capital $0 $0 $0 $0 $0
Total $2,277,444 $2,295,780 $2,304,933 $2,317,358 $2,353,360
Revenue $239,052 $239,379 $239,996 $239,996 $239,496
Full Time Staff 21.00 21.00 21.00 21.00 21.00

Part Time Staff 13.33 13.33 13.31 13.31 13.31
LIBRARY
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Library includes personnel expenditure increases due to
rising benefit costs and a mid-FY 2017 two-percent cost-of-living adjustment for permanent staff.
In addition, the proposed budget includes increased operating expenditures based on historical
costs.
PROGRAM 1: General Support
The purpose of the General Support program is to provide operational support to ensure the Library
will have the necessary tools to provide excellent service to the Fauquier community.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Library cost per capita1 $33.73 $33.56 $33.96 $34.11
Library cost per circulated item $5.07 $5.07 $5.15 $5.20
Value of volunteer hours contributed2 $150,227 $169,967 $170,000 $170,000
3
Facility expenses per square foot $1.68 $1.79 $1.80 $1.80
1
Fauquier County population based on Weldon Cooper Center for Public Service/July 2015.
2
Based on volunteer hours donated and hourly value established by Virginia Employment Commission.
3
Based on utility costs provided by Fauquier County Buildings and Grounds.
OBJECTIVES:
Maintain alternative sources of revenue for the Fauquier County Public Library.
Ensure Fauquier County Public Library user satisfaction with existing library services by
documenting a customer satisfaction rating of 97%.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES1
Value of alternative sources of funding $51,500 $45,692 $50,000 $50,000
Users rating overall library services as
99% 99% 99% 99%
favorable
1
Based on annual surveys conducted by the Library.
LIBRARY
PROGRAM 2: Materials Management Services
The Materials Management program provides quality library collections to Library patrons so they
can access and borrow material to meet their informational needs.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Volumes added to the collection 11,014 11,892 12,000 12,000
Electronic materials added to the collection
2,687 3,277 3,000 3,000
(e-books and e-audiobooks)
Materials expenditure cost per capita1 $4.24 $4.18 $4.19 $4.19
1
Fauquier County population based on Weldon Cooper Center for Public Service/July 2015.
OBJECTIVES:
Ensure Fauquier County Public Library user satisfaction with library materials by documenting
a customer satisfaction rating of 97%.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES1
Users who are satisfied with materials 97% 94% 97% 97%
1
PROGRAM 3: Public Services
The Public Services program provides materials, reference services, and programs to meet the
reading and information needs of Fauquier County.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Average daily visits 835 811 815 815
Average daily circulation 1,408 1,413 1,420 1,420
Registered borrowers as percent of
62% 61% 61% 61%
population
Program attendees 14,281 15,536 15,600 15,600
Website Visits1 216,596 167,093 170,000 170,000
1
Method for counting website visits changed in FY 16.
OBJECTIVES:
Ensure Fauquier County Public Library users find the materials they are seeking 97% of the
time.
Ensure Fauquier County Public Library users have their reference questions satisfied 99% of
the time.
LIBRARY
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES1
Users who find the materials they are
97% 95% 97% 97%
seeking
Reference questions answered
99% 99% 99% 99%
satisfactorily
1
LORD FAIRFAX COMMUNITY COLLEGE
Lord Fairfax Community College (LFCC) provides a continuing, low-cost opportunity for the
development and extension of skills, knowledge, and education designed to respond to the needs
of the service area residents, regional business/industry/professions and government. LFCC works
in collaboration with the Northern Shenandoah Valley (Clarke, Fauquier, Frederick, Page,
Rappahannock, Shenandoah, Warren Counties, and the City of Winchester) educational
community. Occupational-technical education is emphasized with appropriate attention given to
counseling and guidance. Transfer, developmental continuing education, and community service
programs are also part of LFCCs mission.
GOALS:
Provide residents in LFCCs service area a continuing opportunity to develop and expand their
skills and knowledge, and increase awareness of their roles/responsibilities in society.
Provide high quality instructional programs at the Associate Degree, diploma, certificate, and
developmental studies levels.
Continue to develop and expand educational opportunities for residents in LFCCs service
area.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $63,355 $65,012 $63,345 $65,000 $65,027
Capital $0 $0 $0 $0 $0
Total $63,355 $65,012 $63,345 $65,000 $65,027
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Lord Fairfax Community College include adjustments in
accordance with the organizations jurisdictional funding formula.
PARKS AND RECREATION
The Fauquier County Parks and Recreation Department is dedicated to the enhancement of the
quality of life for all people in Fauquier County. Working in a partnership with the people, the
Department provides leadership to assure that citizens receive high quality recreational facilities
and services, and to assure the preservation of local history.
Director
Admin.
Associate
Northern, Southern,
Administration Eastern, and Central
Regions
Regional
Admin.
Superintendent
Manager
(4)
Senior Admin.
Program Park Recreation
Maintenance
Assistant (.53) Coordination Facilities Facilities
Admin. Recreation Park Community

Maintenance
Program Center
Specialist Supervisor (4) Manager (3)
Coordinator (1.96)
Manager (2)
Crew Senior
Systems
1 Recreation
Technician (.67) Supervisor Center Attendant
Assistant Recreation
Maintenance
Systems Center Attendant
Worker (5)
Technician (.4) II (.56)
1 Recreation
The FY 2018 Proposed Budget establishes 1.0 FTE Crew Supervisor in mid-FY Center Attendant
2018 for the new Central Sports Complex. I (1.73)
Programmer/
Aquatic
Specialist
GOALS:
Satisfy the recreation needs of Fauquier County citizens.

Provide health, fitness, and cultural activities for County citizens.
Protect the environmental heritage of the County.
Foster community pride.
Increase communication between government and citizens.
Promote quality in management.
Support and encourage tourism.
Provide at least 5% programming in each category of programs.

Provide at least 10% programming in each age group (4 age groups)
Nutrition info at all departmental food/beverage sales
50% of departmental food/beverages offered for sale comply with dietary guidelines for
Americans (USDA)
Provide free health screenings at each community center once per year
RCAs and maintenance workers (perm and temp) receive first aid, CPR, AED within 2
weeks of hire
Implement PastPerfect on-line module
Add at least one interpretive exhibit/feature at each historic site
Development and implement career ladders for 50% of Departmental position classifications
Update recreation management software program
Implement bar code system for inventory
Implement on-line facility and service evaluation program
On-line facility reservation capability
Meet needs of growing senior demographic in eastern region
Reduce energy consumption by 5% (total up to 10% over 2-4 hours)
Increase volunteer hours contributed by 20%
Outfit all facilities with appropriate security devices
Plan for adequate shade and sun protection
Develop and implement crisis communication plan
At least monthly information on benefits is provided to the general public
Institute Snap survey for specific need/issue etc. quarterly
Generate at least $200,000 per year in grant funding
Increase operational revenue by 2% per year
Develop and implement revenue philosophy
Implement computerized maintenance management system
Develop and implement safety training program for P&R staff
Develop maintenance staffing standards and institute
Convenient and productive locations for region offices to better serve the public
Increase operational hours for indoor facilities by 25%
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $2,137,272 $2,229,773 $2,261,916 $2,309,981 $2,333,193
Operating $1,302,995 $1,425,251 $1,490,542 $1,497,440 $1,497,671
Capital $92,830 $112,222 $105,212 $105,212 $105,212
Total $3,533,097 $3,767,246 $3,857,670 $3,912,633 $3,936,076
Revenue $525,530 $546,441 $492,630 $494,610 $502,641
Full Time Staff 24.00 24.00 25.00 26.00 26.00

Part Time Staff 4.86 4.86 4.86 4.86 4.86
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Parks & Recreation includes personnel expenditure increases
staff, as well as the addition of one Crew Supervisor position in mid-FY 2018 based on the
anticipated timeline for the opening of the new Central Sports Complex. The Proposed Budget
also includes an increase in temporary salaries for Northern Fauquier Community Park and C. M.
Crockett Park based on offsetting department-generated revenue.
PROGRAM 1: Administration
Administrative staff within Parks and Recreation responds to and implements directives of the
Board of Supervisors and the Parks and Recreation Board, and manages the recreational services
provided to County citizens. Services include recreational, historical, and arts-related activities,
and community contributions. Administrative staff provides operational oversight and
management of major projects including but not limited to: acquisition/development of sports
complexes, master planning, swimming pools, major construction projects, the equipment
replacement program, the comprehensive maintenance plan, asset replacement program,
implementation of the Connections Plan, and coordination of all departmental operations and
activities.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Community contributions $31,892 $31,290 $31,892 $31,892
OBJECTIVES:
Develop and complete recreational plans as recommended in the Parks and Recreation
Comprehensive Plan and utilizing sound planning practices.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Long-range department wide plans up-to-
5 6 8 9
date
Long-range department wide plans needed 7 6 8 7
Site plans that are current 11% 16% 18% 20%
PROGRAM 2: Interdepartmental
The Intradepartmental budget combines support staff, planning functions, Good Times publication
and printing, Teams operations, and the Equipment Replacement Program for all regions in the
Parks and Recreation Department.
Support staff provides general support to the entire department, manages the department
courier and clerical support to the entire department, prepares annual budget submissions,
processes the departments payroll, leave records, all purchases orders and invoices, and
consolidates all regional deposits for the Treasurers office, as well as monitors and responds
to citizen e-mail and telephone requests. The Support section also manages and supports
several parks and recreation software packages for the field staff and citizens, provides
refresher and upgrade software training, and maintains most software associated hardware and
supplies.
The planning functions involve processing, tracking and responding to proposed

development plans.
The Good Times budget provides for all direct costs associated with the publishing of the
Good Times program guide five times per fiscal year. It includes the design and preparation
for both a printed and interactive digital version posted on the departmental web site which
serves as the main promotional effort for departmental programs and events.
The Intradepartmental budget supports eleven teams ranging from Customer Service to
Historical Interpretation and includes the Safety Team that represents the department on the
County Safety Committee.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
New participant accounts created, include e-
792 790 813 837
connect accounts
Invoices and refunds processed 2348 2065 2127 2190
OBJECTIVES:
Increase user access to information regarding Parks and Recreation programs.

Enhance employee development.
Promote client safety in recreation activities and facilities
Emphasize staff quality, accountability and safety
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Increase by 3% visits to the Parks and
115,664 59,051 60,822 62,647
Recreation web site1
Increase by 3% copies of Good Times
68,780 68,395 57,345 59,065
disseminated2
Provide each FTE 50 hours professional
45% 45% 100% 100%
training annually
Employee accidents relative to hours worked
0.05% 0% 0% 0%
and provided by OSHA in calendar year
1
The County implemented a new website effective March 2016.
2
Holiday edition is not being published in FY 2017 and FY 2018, so numbers reflect removal of number of copies of
Good Times in that edition (based off FY 2016 numbers).
PROGRAM 3: Maintenance
Parks & Recreation maintains facilities, including the athletic facilities at the elementary and
middle schools, to provide citizens opportunities to enjoy nature, recreate, and conduct organized
activities. All facilities need maintained in such a manner as to provide citizens with safe and
pleasurable experiences that will encourage constructive use of leisure time. Maintenance
includes, but is not limited to: mowing and trimming, trash pickup, vandalism control, maintenance
of guardrail, gates, and signs, security checks of buildings, utility systems, and HVAC, restroom
maintenance, management of wildlife populations, monitoring ponds and streams, land
management including arboriculture, horticulture, aeration, and turf management.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Land acres 886 893 971 972
Water acres 115 115 125 125
Total Acres 1,002 1,008 1,096 1,097
Acres Mowed 313 313 315 331
Parks (includes sports complexes & trail
18 18 18.00 19.00
parks)
Shelters 19 19 20 20
Community Centers 3 3 3 3
Stand-alone Regional office 0 0 0 1
Schools 16 16 16 16
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Museum Buildings 4 4 4 4
Theaters 1 1 1 1
Maintenance Buildings 5 5 5 5
Houses 4 4 4 4
Ropes course 1 1 1 1
Amphitheater 3 2 2 2
Pools 1 1 1 1
Playgrounds 9 9 9 9
Bridges 21 23 23 25
Fencing (feet) 24,957 29,849 29,949 31,849
Guardrail (feet) 6,815 7,165 7,165 9,165
Asphalt Area (sq ft) Roads, courts, etc. 658,555 658,555 677,563 837,563
Ball Fields 57 57 57 63
Pathways/trails (miles) 12 12 13 15
OBJECTIVES:
Decrease facility down time due to maintenance (ratio of hours down time to available hours)
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Facility Down Time (ratio of hours down
<1% <1% <1% <1%
time to available hours)
PROGRAM 4: Facilities
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Total site visits 789,325 840,326 890,230 950,742
Historical Sites 7 7 7 7
Historical Artifacts 5,955 6,093 6,193 6,293
Land Acreage 886.31 892.52 970.50 972.03
Ball Fields (includes overlays) 57 57 57 63
Tennis Courts 16 16 16 16
Play courts 22 22 22 22
Gym/Fitness/Racquetball Use: Daily pass 12,468 11,209 12,746 13,433
Gym/Fitness/Racquetball Use: Monthly pass 463 419 506 531

Facility rental hours 7,709 9,013 9,537 9,970
Boat rental hours 6,201 6,635 7,044 7,293
Equipment items rented 1,450 1,595 1,674 1,752
Parks and Recreation facilities provide citizens with a place to enjoy nature, recreate (active and
passive), through a wide variety of facilities and open space and Park and Recreation activities.
This allows the citizens the opportunity to conduct organized activities or individual/family
activities. All facilities need to be maintained in such a manner as to provide citizens with a safe,
fun and pleasurable experience that will encourage frequent visitation. These elements are
supplemented with services that enhance those experience, such as, food service, equipment, boat,
facility and shelter rentals.
OBJECTIVES:
Increase the number of facilities available for health, fitness, and cultural activities for County
citizens, based on current population rate, as noted in the Activity Space Requirements in the
Comprehensive Plan for Parks, Recreation and Open Space.
Increase facility usage.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES1
Increase facility usage by 5% per year 789,325 840,326 890,230 950,742
Warrenton Community Center 45.1% 47.4% 49.7% 52.2%
Vint Hill Village Green Comm. Center 23.1% 24.4% 25.5% 26.7%
Vint Hill Theater on the Green 11.4% 12.% 12.6% 13.3%
Marshall Community Center 15.9% 16.7% 17.6% 18.5%
Northern Fauquier Community Park 10.1% 10.5% 11.1% 11.7%
Crockett Park 22.4% 23.5% 24.7% 26.0%
Monroe Park 10.9% 11.4% 12.0% 12.6%
Larry Weeks Community Pool 8.9% 9.3% 9.8% 10.3%
1Percentages are based on the number of County citizens utilizing the facility each year.
PROGRAM 5: Summing Pool
The program administers, operates and maintains the pool buildings, pool structures, amenities,
attractions, grounds and aquatic programs at the outdoor pool in the Eastern Region.
Responsibilities include contracted pool management, winterization and opening of facility;
purchase and repair of equipment; advertising; and staffing. This program includes one outdoor
pool located in the Eastern Region.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Guests and/or staff requiring first aid 0.1% 0.1% 0.0% 0.0%
Closure-free hours (non-weather related) 701.5 779 776 776
Aquatic facility and program revenue $97,200 $105,000 $110,000 $115,000
Aquatic programs held 57 50 57 63
Private swim lessons held 35 57 65 72
OBJECTIVES:
Improve the quality and quantity of aquatic activities.

Increase attendance.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Increase attendance by 5% per year 16,550 17,896 19,246 21,358
Available rentable space booked 9.2% 9.8% 10.4% 10.9%
Increase program participants by 5% per
267 264 279 299
year
Participant satisfaction ratings at good or
97% 98% 98% 99%
above
Increase program openings 5% per year 723 480 499 510
PROGRAM 6: Programming
The Fauquier County Parks and Recreation programming operations include all organized
activities operated by the department. These activities serve all ages and are categorized as arts,
crafts, dance, camps, sports, health/fitness, special interest, aquatics,
environmental/adventure/historical, special events/trips. The purpose of these activities is to
enhance the well-being of County citizens through promotion of healthy lifestyles, socialization,
community pride and civic-mindedness, strong families, awareness of county
environment/historical heritage, skill development, and safety in recreation.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Number of programs offered 581 842 934 1,023
Number of programs that are held 404 501 590 651
Number of program participants 5,122 5,273 5,740 7,245
Number of special events 46 45 60 68
Number of special event participants 5,069 6,917 8,402 9,135
OBJECTIVES:
Number of special event participants
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Increase participation in leisure activities by 12,800
10,191 12,190 13,440
5% per year
Increase percent of survey responses ranking
programs as good or above (verified by 100% 100% 100% 100%
Evaluation Team)
PROGRAM 7: Comprehensive Maintenance Plan
This division addresses the periodic and larger scale maintenance needs for all regions in the Parks
and Recreation Department that are not addressed through the Countys Asset Replacement or
Capital Improvement Programs.
The Plan provides for regular, scheduled renovations and repairs, such as painting, asphalt court
resurfacing, fencing replacement, replacement of floors, windows, and siding, brick repointing,
pond dredging, security system updating, pool whitecoating, lock upgrading, signage replacement,
remediation of facility safety issues that arise, lighting systems, etc., at all Parks Recreation
facilities.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Actual Actual Projected Projected Projected
Project backlog $675,000 $750,000 $750,000 $900,000 $950,000
Projects completed (varies due to
14 14 12 30 35
costs)
OBJECTIVES:
Address larger scale maintenance needs that are not included as routine maintenance items in
the general budget.
Institute preventative maintenance for efficient use of resources to optimize equipment facility
life.
Maintain facilities to meet expectations for safety, usefulness, and aesthetics
AGRICULTURAL DEVELOPMENT
Agricultural Development promotes the agricultural industry within Fauquier County, increases
the economic viability of farming, preserves agricultural lands through the Purchase of
Development Rights (PDR) Program and donated conservation easements, and advises the
Fauquier County Board of Supervisors on matters affecting the agricultural economy and its
development.
Agricultural
Development Officer
Senior Administrative Education Farm

Associate PDR1 Coordinator2
1
Position funded in Conservation Easement Service District Fund budget.
2
Grant-funded position.
GOALS:
Promote and support marketing of local agricultural products.

Educate citizens about the importance of agriculture in Fauquier County.
Administer the Farmland Purchase of Development Rights (PDR) Program, including
monitoring/stewardship of all acquired easements.
Maintain existing levels of agricultural support and identify/establish additional services as
required.
Promote planning and regulatory measures that protect agricultural areas and support the
Countys agricultural economy.
Encourage the creation and expansion of agricultural and forestal districts.
Coordinate the Virginia Tech Beginning Farmer Training Program grant funding.
Manage the Purchase of Development Rights Program - application process, selection process,
closings, and grant applications.
Serve as County representative on Rappahannock Rapidan Regional Commission (RRRC)
Regional Food Council.
Update, print and distribute Fauquier Fresh brochure.
Promote use of Fauquier Home Grown label/branding.
Continue to assist in the coordination of the annual Rural Innovation Forum.
Coordinate annual Fall Farm Tour.
Continue to research land conservation grant opportunities and prepare and submit
appropriate grant applications.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page I-1
Complete annual monitoring of all PDR easements and all county held donated easements.
Continue to serve on Board of Fauquier Education Farm.
Update website and promote use of Farmland Exchange land linking program.
Compile the annual PDR summary.
Oversee the county role in the Fauquier Education Farm.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $38,153 $33,818 $32,850 $32,975 $33,098
Operating $36,199 $26,138 $30,183 $30,683 $30,683
Capital $0 $0 $0 $0 $0
Total $74,352 $59,956 $63,033 $63,658 $63,781
Revenue $11,944 $15,630 $1,000 $1,000 $1,000
Full Time Staff 0.00 1.00 1.00 1.00 1.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
Full-time Equivalents1 0.00 1.002 1.002 1.002 1.002
1
Funding for one position is shared by the General Fund (33%) and the Conservation Easement Service District
Fund (67%).
2
In Mid-FY 2016, the Board of Supervisors approved the establishment of one Education Farm Coordinator
position. The position is managed by the Department of Agricultural Development but funded by Fauquier
Education Farm and grant funds in a non-appropriated fund.
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Agricultural Development includes personnel expenditure
increases due to rising benefit costs.
PROGRAM 1: Agricultural Development
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Attendance at sponsored events (total) 3,250 3,250 3,250 3,250
Fall Farm Tour 2,650 1200 2,650 2,650
Rural Innovation Forum 350 350 350 350
Education Farm Ag Workshops 250 250 250 250
VA Beginning Farmer program participants 25 28 28 28
Farm Product Directories (FPD) and Fauquier
2,250 2,250 2,250 2,250
Fresh brochures printed/distributed
OBJECTIVE:
Increase public awareness of and support for Fauquier Countys agricultural industry.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Maintain current level of FPD/brochure
2,250 2,250 2,250 2,250
distribution
Programs initiated and sponsored 4 4 4 4
Increase attendance at Beginning Farmer

5% 5% 6% 6%
Program and Fauquier Education Farm
The Department of Community Development serves as the Countys staff manager for the
historical and physical environment, including natural resources and the built landscape. With the
Planning Commission, the Department assists the Board of Supervisors in communicating its
vision and policies through the development and implementation of the necessary and supporting
planning guidelines, land use incentives, and regulatory tools. Community Development consists
of three divisions: Administrative, Planning, and Zoning and Development Services.
GOALS:
Provide professional, quality, and timely service to all user groups.

Recruit, maintain, and train a quality, professional staff to perform all duties in a professional
and timely manner.
Implement procedures to respond to future increases in the demand for services without major
diminution in quality or timeliness of responses.
Update the Comprehensive Plan on a scheduled basis to ensure it reflects the Board of
Supervisors and community goals.
Develop and implement Town Planning Principles to focus quality development within the
Countys service districts.
Ensure the Zoning Ordinance, Subdivision Ordinance, and Design Standards Manual comply
with State and Federal regulations as well as the Comprehensive Plan.
Maintain and regularly evaluate the Proffer Policy on recommended cash contributions to
mitigate the impact of new residential development on core public facilities.
Maintain the Countys transportation plan with a full understanding of current and projected
transportation needs.
Ensure the land development application and building permitting processes for business
development are flexible, proactive, user-friendly, and reflect Board of Supervisors priorities,
as well as appropriate public agency/private sector partnerships and recommendations.
Develop and implement historic and environmental programs and projects designed to preserve
Fauquiers character, landscape and heritage.
Director
Assistant
Director1
Zoning &
Administrative Planning Development
Services
Chief of Zoning Senior Permit

Administrative Chief of
& Development Technician/
Manager Planning Services EnerGov
Assistant Assistant
Accountant Chief of Chief of
Planning Z&DS
Central Desk Senior

Coordinator Planner Permit Building Land
Zoning
Center Construction Development
Administrative Transportation
Specialist Planner Planning Permit Center Building County Soil Erosion &
Sediment/ SWM
Associate II Supervisor Official Scientist Program Manager
Administrative Planner II
Associate (2) (2) Building Stormwater
Planning Permit Senior
Plans Mgmt.
Associate (2) Technician II Planner (2)
Reviewer (2) Coordinator
Planner I
Zoning Permit Building Engineering
Engineer
Inspector (.53) Technician Inspector (3) Associate
Erosion &
Sediment
Specialist I
1
FY 2018 Proposed Budget includes the conversion of an Environmental Erosion &
Planner position to Assistant Director. Sediment/ SWM
Specialist I (2)
Continue the Groundwater Resources and Monitoring Program. Begin to identify

management and protection measures for areas defined in initial studies.
Complete the Housing Chapter of the Comprehensive Plan.
Undertake joint planning work with the Town of Warrenton, including the integration of the
town and service district land use, utilities and housing.
Evaluate the operation of the Virginia Stormwater Management Program and undertake any
necessary program modifications and adjustments to fees with the goal of a self-sustaining
program.
Complete evaluation of the Villages and surrounding rural area and update the Villages and
Rural Lands chapters in the Comprehensive Plan
Update the Land Use and Economic (and any remaining) chapters of the Comprehensive
Plan.
Continue to implement the MS-4 and other environmental programs.
Complete the Countys Preservation Plan.
Explore the development of a Form-Based Code for the Opal Service District.
Undertake a comprehensive evaluation of the Departments Fee Schedule.
Update the Design Standards Manual chapters dealing with transportation and landscaping.
Continue to provide quality and timely service to our customers in the design and construction
of development projects and buildings.
Offer regular training opportunities to administrative, professional planning, and
environmental staff through webinars and other training media to improve their working skills.
Complete the construction of the Vint Hill Public Street Network, Phase 1.
Initiate construction of the Vint Hill, Phase 2 roads and Salem Avenue Extended.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $2,977,671 $3,118,568 $3,145,761 $3,161,220 $3,284,212
Operating $336,226 $261,655 $338,059 $346,085 $346,085
Capital $51,268 $0 $0 $0 $0
Total $3,365,165 $3,380,223 $3,483,820 $3,507,305 $3,630,297
Revenue $1,454,144 $1,474,556 $1,421,500 $1,446,500 $1,464,500
Full Time Staff 40.00 40.00 40.00 40.00 40.00

Part Time Staff 0.53 0.53 0.53 0.53 0.53
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Community Development includes personnel expenditure
permanent staff. As well, personnel budget adjustments include the conversion of an
environmental planner position to an Assistant Director position for succession planning purposes.
In addition, revenue adjustments reflect current revenue collections and permitting and market
trends.
DIVISION 1: Administrative Division
The Director manages overall activities, programs, and special projects conducted through the
departments three divisions: Administrative, Planning, and Zoning and Development Services.
Typical responsibilities include, but are not limited to:
Direct and enforce programs and policies mandated by Federal, State and local statutes.
Establish and implement department goals and policies, based on direction from the Board of
Supervisors and County Administrator.
Manage the Central Processing Center (Land Development Applications and Bonding).
Establish and delegate special and routine projects, technical and public service delivery
assignments, and electronic delivery of information.
Provide technical support to the Board of Supervisors, Board of Zoning Appeals, Planning
Commission, and appointed committees and boards.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME Actual Actual Projected Projected
Planning Commission cases for work
99 76 100 100
sessions and meetings
Planning Commission site visits 9 10 10 10
Board of Supervisors agenda item reports 92 98 100 100
Board of Zoning Appeals agenda item
23 22 25 25
reports
Transportation Commission agenda items 21 23 25 25
Agricultural and Forest Districts: Renewals
74 0 0 0
(parcels)*
Agricultural and Forest Districts: Additions
3 1 3 3
(parcels)
*No Districts are up for renewal until 2019.
DIVISION 2: Planning Division
The Planning Division is responsible for all aspects of the Countys Comprehensive Plan, and the
coordination of review for current development plans requiring legislative approval. Planning
supports several Boards and Commissions: the Board of Supervisors, Planning Commission,
Board of Zoning Appeals, Architectural Review Board, Transportation Committee, and citizen
committees appointed for updating elements of the Comprehensive Plan. Staff coordinates overall
transportation planning for the County with the Virginia Department of Transportation and the
Countys transportation consultant. Key responsibilities in this division are:
Coordinate, prepare, and/or participate in various Comprehensive Plan updates.

Work on projects and activities focused on implementing Service District Plans.
Implement the Comprehensive Plan during the development review process.
Serve as the project manager for all development applications that require rezoning, special
exception and plan amendment approval by the Planning Commission and Board of
Supervisors, and special permit approval by the Board of Zoning Appeals.
Manage the Agricultural and Forestal Districts program.
Provide a variety of demographic information, as well as other quantitative data.
Prepare, manage, and implement County transportation plans, programs, and grants.
Develop and manage the Countys cultural and heritage resources plans, programs, and grants.
Develop and implement County environmental plans and programs. Manage the Water
Resources Program, including groundwater monitoring, wellhead protection, water supply
planning and water quality, the MS-4 (Municipal Storm Sewer) program, and improvement
plans for impaired streams (in conjunction with the Department of Conservation and
Recreation Total Maximum Daily Loads program).
DIVISION 3: Zoning and Development (ZDS) Division
Zoning and Development Services is responsible for all activity related to the development of land
and buildings. ZDS also implements and maintains the EnerGov Permit/Project Tracking software
for the Department. This division is organized into four functional groups: Zoning, Permit Center,
Building Construction and Land Development.
Zoning:
Zoning administers, interprets and enforces the Zoning Ordinance, Subdivision Ordinance, Design
Standards Manual, and the land use and environmental provisions of the Code of Virginia. Zoning
staff also partners with other teams within Community Development for review and consideration
of broader policy-related issues and plans, and prepares amendments to the Zoning and
Subdivision Ordinances to implement those plans. This division provides advice and
recommendations regarding land development issues to the Board of Supervisors and Planning
Commission, and handles all variance requests and appeals with the Board of Zoning Appeals.
Staff provides detailed information to property owners about the ability to divide and develop their
properties, as well as administers an enforcement program to respond to complaints and violations
of the Zoning Ordinance.
Permit Center:
Permit Center staff intakes, processes and issues all building permits and zoning permits, and
assists with the processing of various other permits, including single-family land disturbing
permits, administrative permits and sign permits. They are responsible for scheduling inspections
of building construction and maintaining all building-related records.
Building Construction:
Building Construction staff administers, enforces and interprets the Virginia Uniform Statewide
Building Code. The Building Official, Plan Reviewers, and Inspectors ensure that all residential
and commercial building construction is performed in accordance with the Building Code.
Land Development:
The Land Development function reviews and manages all development applications and activities
throughout the entire land development and construction processes. Environmental site
evaluations, review of plans and land-disturbing activity are handled under this function. In
addition to the elements noted below, staff conducts field inspection of construction activity and
street acceptance, and serves as program administrator for the E&S Control and VSMP. The
elements of the work performed by staff are:
Evaluate land for subdivision potential and manage all subdivision application reviews.
Manage project review of all site plans for commercial development, construction plans for
residential projects and infrastructure plans.
Ensure all conditions of preliminary plats and special exceptions are met during the plan review
process and prior to bond release.
Enforce the requirements of the VSMP, including plan review, inspections, enforcement and
program management.
Provide environmental technical assistance and information.
Perform E&S, VSMP facility and bond release site inspections, as well as review of VSMP as-
built plans.
Coordinate inspections with VDOT and conduct final processing associated with the State
secondary street acceptance program.
Offer Type I Soil Interpretation Program, including a Soil Map and soils analysis for requesting
property owners who are developing an urban or agricultural land use plan.
Work with the Health Department on soil and drain field issues.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Administrative / Governmental /
30 16 20 20
Commercial/ Industrial Divisions
Boundary Line Adjustments 58 47 65 65
Family Transfer Subdivisions 4 6 8 8
Construction-Infrastructure Plan New
18 12 20 20
Applications
Final Subdivision Plan New Applications 16 20 20 20
Other Plats, i.e., exhibits, easements, etc. 38 15 20 20
Pre-Application Planning Meetings/Items 56 40 50 50
Preliminary Subdivisions and Amendments 2 1 2 2
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Minimum Submission Reviews1 N/A N/A 20 20
Major Site Plan New Applications 14 15 20 20
Minor Site Plan New Applications 10 14 20 20
Site Plan Amendments and Revisions 31 32 35 35
Site Plan Waivers 13 12 20 20
Proffers & Cash Contribution Cases 266 400 600 600
Subdivision/Lot Yield Analysis
Requests/Buildable Lot and Zoning 190 188 190 190
Determinations
Comprehensive Plan Projects 3 5 6 6
2
Rezoning / Comprehensive Plans 8 70 10 10
Special Exception / Amendments 21 25 30 30
Special Projects 15 7 10 10
Special Permit/Variance Applications 22 31 40 40
Text Amendments Prepared/Processed 13 17 25 30
VDOT Revenue Share Projects 4 4 4 5
Comprehensive Plan Assessments 30 32 30 30
Administrative Permits / Modifications 24 40 50 50
Building Permits
Issued 1,544 1,458 1,650 1,700
Inspections 6,452 6,465 6,500 6,700
Building Plan Reviews Performed 1,312 1,490 1,500 1,600
Home Occupation Permits 193 172 190 200
Zoning Permits 960 956 1,000 1,050
As-built Reviews 33 14 25 25
SWM Bond Reviews 50 59 60 60
Drainage complaints and inspections 65 30 30 30
E&S Inspection Totals 2,421 3,605 3,500 3,500
Notice to comply 2 9 10 10
Stop Work Orders 4 2 5 5
Plans Reviewed / Approved 24 350 350 350
Land Disturbing Permits 230 281 250 250
Soil Assistance (General Information, Health
Departments, Permitting & Inspections, 362 425 450 450
Special Projects, Planning)
Street Inspections / Segments accepted 3/22 19/27 8/30 8/30
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Type Soil Maps and Reports/Acres Mapped 22/731 6/170 10/200 10/200
Complaints Received 130 145 150 150
Violation Inspections 298 334 350 350
Violations Resolved 40% 44% 50% 50%
1
In-house review initiated in FY2017following cancellation of out-sourced contract.
2
Includes Catlett-Calverton sewer opt-outs.
OBJECTIVES:
Update the Fauquier County Comprehensive Plan to complete Board of Supervisors and
Planning Commission initiated projects.
Enhance administrative processes, including building permit, construction plan, site plan and
subdivision processes.
Train all departmental staff to enhance service capabilities.
Plan and execute all Board of Supervisors approved improvement projects funded through
cash proffers, VDOT Revenue Share Program, and the Transportation Alternatives Program
(TAP).
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Comprehensive Plan chapter updates
7 4 4 4
completed/adopted
Days to complete a commercial plan
review as part of the building permit 8 9 8 8
process (average)
Major Site Plan resubmissions (average) 2.0 2.0 2.0 2.0
Building inspector training certifications
3.6 2.5 2.0 2.0
received per inspector (average)
Employees participating in at least one
100% 100% 100% 100%
training workshop
Construction / Infrastructure Plan
3.0 2.5 2.5 2.5
resubmissions (average)
Transportation improvement projects
1 2 2 3
completed
CONTRIBUTIONS
Fauquier County is a member of several regional agencies and provides annual contributions to a
number of nonprofit organizations. These organizations provide services in areas that augment
the level of resources available to citizens on the part of the County government.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Actual Actual Adopted Approved Submission
Costs:
Personnel $0 $0 $0 $0 $0
Operating1 $479,745 $672,025 $700,527 $700,527 $701,174
Capital $0 $0 $0 $0 $0
Total $479,745 $672,025 $700,527 $700,527 $701,174
Revenue $0 $0 $0 $0 $0

1
Affordable Housing Fund contributions which included Community Touch, Foothills Housing Corporation,
Fauquier Family Shelter Services, and Fauquier Habitat for Humanity were transferred to the Contribution section
of the General Fund during FY 2016.
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Contributions maintains level funding for most organizations.
The proposed budget includes an increase for organizations funded under jurisdictional funding
formula including the Occoquan Watershed Management Program and the Rappahannock-
Rapidan Regional Commission.
CONTRIBUTIONS
FY 2016 FY 2017 FY 2018 FY 2018

Organization
Actual Adopted Approved Proposed
Afro-American Historical Association of Fauquier County $ 617 $ 617 $ 617 $ 617
Bluemont Concert Series, LTD 10,000 10,000 10,000 10,000
Boys & Girls Clubs of Fauquier 9,000 9,000 9,000 9,000
Bright Stars 54,000 54,000 54,000 54,000
Community Touch, Inc. 30,000 30,000 30,000 30,000
Didlake, Inc. 40,000 40,000 40,000 40,000
Fauquier Alliance for Youth 2,470 2,470 2,470 2,470
Fauquier CADRE, Inc. 6,300 6,300 6,300 6,300
Fauquier Community Child Care, Inc. 9,000 9,000 9,000 9,000
Fauquier Community Food Bank and Thrift Store 20,000 20,000 20,000 20,000
Fauquier County Fair 7,408 7,408 7,408 7,408
Fauquier Education Farm, Inc. 5,000 5,000 5,000 5,000
Fauquier Family Shelter Services, Inc. 100,132 100,132 100,132 100,132
Fauquier Free Clinic, Inc. 22,500 22,500 22,500 22,500
Fauquier Habitat for Humanity 16,200 16,200 16,200 16,200
Fauquier Heritage & Preservation Foundation, Inc. 3,000 3,000 3,000 3,000
Fauquier Historical Society, Inc. 15,172 10,172 10,172 10,172
First Night Warrenton 617 617 617 617
Foothills Housing Corporation 55,300 55,300 55,300 55,300
Hospice Support of Fauquier County, Inc. 1,800 1,800 1,800 1,800
Legal Aid Works (LAW) 13,613 13,613 13,613 13,613
Literacy Volunteers of Fauquier County 13,500 13,500 13,500 13,500
Northern Virginia 4-H Educational & Conference Center 6,172 6,172 6,172 6,172
Occoquan Watershed Management Program 9,327 10,421 10,421 10,590
Occoquan Watershed Monitoring Laboratory - 21,162 21,162 21,162
People, Inc. of Virginia 5,000 5,000 5,000 5,000
Piedmont Dispute Resolution Center 49,050 49,050 49,050 49,050
Piedmont Symphony Orchestra 5,000 5,000 5,000 5,000
Rappahannock River Basin Commission 1,000 1,000 1,000 1,000
Rappahannock-Rapidan Regional Commission 59,394 61,344 61,344 61,822
Rebates/Fee Waivers 2,000 1,000 1,000 1,000
Remington Community Partnership, Inc. 6,000 6,000 6,000 6,000
Virginia Regional Transit 25,883 25,883 25,883 25,883
Warrenton-Fauquier Heritage Day 1,544 1,544 1,544 1,544
Warrenton-Fauquier Visitor Center 42,600 42,600 42,600 42,600
Windy Hill Foundation 22,192 25,000 25,000 25,000
Total $ 672,025 $ 700,527 $ 700,527 $ 701,174
COOPERATIVE EXTENSION
The Virginia Cooperative Extension Office (VCE) enables people to improve their lives through
an educational process that uses scientific knowledge focused on issues and needs. Building on
the strength of our agriculture, natural resources, family, and community heritage, VCE enables
people to shape their futures through research-based educational programs. Recognizing that
knowledge is power, VCE serves people where they live and work. Audiences are involved in
designing, implementing, and evaluating needs-driven programs. VCE is a dynamic organization
that stimulates positive personal and societal change leading to more productive lives, families,
farms, and forests, as well as a better environment in urban and rural communities.
Lead Extension Agent
Extension Leadership
Extension Agents
Council
Unit Administrative Administrative

Assistant Associate1 (.43)
Agricultural and Natural Family and Consumer 4-H Youth Development

Horticulture Programs
Resources Programs Sciences Programs Program
ANR Program Master Gardener 4-H Adult Leader

FCS Program Volunteers
Volunteers Volunteers Volunteers
1
All Virginia Cooperative Extension positions are State positions, with the exception of
one part-time Administrative Associate, which is a County position.
GOALS:
Actively involve local citizens with the determination and implementation of educational
programs for local needs in the areas of agriculture, 4-H youth development, family and human
development, home and commercial horticulture, and food safety and nutrition.
Provide citizen access to education and program resources of the land grant university system.
Increase scope and quality of educational resources available by harnessing new and emerging
technologies.
Continue to present beginning farmer education programs utilizing the curriculum developed
by the Northern Piedmont Beginning Farmer (NPBF) grant.
Expand beginning farmer program to include a growers academy at the Fauquier Education
Farm (FEF); expand program to also include a livestock component for NPBF graduates.
Expand 4-H show and sale to include high school FFA participants.
Continue to deliver education programs that provide research-based production, business
management and marketing information that are environmentally and financially sound to local
agriculture producers.
Improve Green Grass NMP reporting using a web based program.
Development and implementation of a Mentoring program with at risk youth. Presentation of
food and nutrition summer camp programs.
Continuation of above programs.

Development of a local sheep and goat program, utilizing a series of education seminars in
conjunction with a live animal auction; Goal: to increase economic opportunities to small,
beginning, and/or disadvantaged farmers.
Expansion of 4-H programming initiatives with Fauquier County Public Schools.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $5,551 $10,474 $14,580 $14,607 $14,607
Operating $119,839 $123,937 $130,421 $138,095 $138,095
Capital $0 $0 $0 $0 $0
Total $125,390 $134,411 $145,001 $152,702 $152,702
Revenue $0 $0 $0 $0 $0
Full Time Staff 0.00 0.00 0.00 0.00 0.00

Part Time Staff 0.43 0.43 0.43 0.43 0.43
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Cooperative Extension anticipates projected increases based on
the jurisdictional funding formula.
PROGRAM 1: Cooperative Extension
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Services for Diagnostic Analysis Performed 650 650 650 650
4-H Enrollment 1,450 1,450 4,5003 4,5003
Master Gardener Volunteers Trained 25 25 25 25
Family Nutrition Program (FNP) contacts 750 750 N/A

N/A
Services to local government and community
100 100 100
boards and committees (meetings attended) 100
1
The FY 2014 4-H enrollment number reflects a new agent and change in programming.
2
The Family Nutrition Program plans to focus on increasing the number of citizen contacts in FY 2014 over those
made in previous fiscal years.
3
This number now represents total youth served.
OBJECTIVES:
Recruit and train citizen volunteers to assist with the delivery of extension educational
programs.
Increase the number of citizen contacts between extension agents, FNP Technician, and
volunteers across all programming areas.
Protect local waters by reducing nutrient loading from excessive and improperly applied urban
and suburban fertilizers.
Provide individual support and programming information to achieve/maintain farm viability.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
New extension volunteers trained 150 160 170 170
Hours of service by extension volunteers 14,000 14,000 15,500 16,000
Aggregate contacts, including programming 26,000 26,000 27,000 27,500
Nutrient Management Plans requested by
100 100 1001 1001
and written for County residents
1
Urban Nutrient Management plans are active for three years. Total active in the county is 273.
ECONOMIC DEVELOPMENT
The Department of Economic Development develops and implements programs designed to assist
with the expansion of a balanced economic base for Fauquier County.
Director
Administrative
Associate (.67)
Economic Development
Tourism Coordinator
Coordinator
GOALS:
Support economic development as directed by the Fauquier County Board of Supervisors.

Expand the business tax base within Fauquier County through business development,
retention, and tourism.
Expand job opportunities for residents of Fauquier County.
Launch programs that introduce Fauquier firms to international marketing opportunities and
services of the States export program.
Increase support for the other towns and villages in the County.
Continue to conduct county-sponsored wine tasting and competitive events Virginias
Piedmont Americas Wine Country.
Seek ways to build Fauquier County as a year-round tourist destination.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $346,726 $369,165 $358,547 $360,441 $367,918
Operating $287,613 $421,383 $367,366 $395,034 $400,208
Capital $0 $0 $0 $0 $0
Total $634,339 $790,548 $725,913 $755,475 $768,126
Revenue $17,5301 $41,945 $60,000 $75,000 $67,000
Full Time Staff 3.00 3.00 3.00 3.00 3.00

Part Time Staff 0.67 0.67 0.97 0.67 0.67
1
Revenues are non-recurring supplemental program-specific grants and sponsorships.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Department Operations Actual Actual Adopted Approved Proposed
Costs:
Personnel $346,726 $369,165 $358,547 $360,441 $367,918
Operating $152,986 $167,563 $202,853 $204,021 $207,321
Capital $0 $0 $0 $0 $0
Total $499,712 $536,728 $561,400 $564,462 $575,239
Revenue $17,5301 $16,285 $0 $0 $0
Full Time Staff 3.00 3.00 3.00 3.00 3.00

Part Time Staff 0.67 0.67 0.67 0.67 0.67
1
Revenues are non-recurring supplemental program-specific grants and sponsorships.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Business Incubator1 Actual Actual Adopted Approved Proposed
Costs:
Personnel $0 $0 $0 $0 $0
Operating $134,627 $253,820 $164,513 $191,013 $192,887
Capital $0 $0 $0 $0 $0
Total $134,627 $253,820 $164,513 $191,013 $192,887
Revenue $0 $25,660 $60,000 $75,000 $67,000

1
In mid-FY 2015, the Board of Supervisors approved one-time funding for the establishment of additional incubators
in Marshall and Vint Hill.
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Economic Development includes personnel expenditure
permanent staff. In addition, operating expenditure increases include the ongoing operations and
rental increases of the business incubators. Business incubator revenues have also been adjusted
to more accurately reflect current operations and future projections.
PROGRAM 1: Business Retention/Business Development
The Business Retention/Business Development program encompasses both the retention and
expansion of existing businesses in the County and marketing to encourage new businesses to
locate in the County. Nationally, more than 80% of all new local tax revenue and job growth come
from expansion of the local, existing business base. New business development provides the
opportunity for economic growth from companies wishing to relocate from sites outside of the
County. Initiatives undertaken by this program include:
Implementation of the Economic Development Strategy.

Continue to support the Business Incubator/Accelerator program.
Continued to expand relationship with Virginia Economic Development Partnership, Regional
Economic Development Partners, and other Local and State agencies to enhance exposure of
Fauquier County.
Assess and address County infrastructure needs and identify funding sources.
Continue to administer, build, and enhance Targeted Business Review Program by establishing
protocol and business incentives guidelines.
Partner with Fauquier Chamber of Commerce, Greater Warrenton Chamber of Commerce,
Southern Fauquier Business Owners Association, and Marshall Business and Residents
Association on networking, educational events, and workshops.
Continue to work with local colleges, universities, the school division, and the Human
Resources department to address workforce needs in Fauquier County.
Continue to strengthen the Countys relationship with Washington China Chamber of

Commerce delegation on new investment opportunities.
Continue to identify and seek Federal, State, and local incentives available for businesses.
Continue to partner with the Fauquier County Economic Development Authority, Local Banks,
and Virginia Small Business Financing Authority.
Assist businesses with strategic site location and regulatory process.
Expand commercial and industrial property listings on Virginia Scan through Realtor outreach
program to maintain awareness of available properties.
Administer Micro-Loan program along with local banking partners.
Continue to develop and expand Workforce Development initiative.
Develop Economic Development Training for Board of Supervisors, Planning Commission
and Economic Development Authority.
Provide statistical support through economic and demographic profile data.
Attend Virginia Economic Development Association and International Economic
Development Council events to continue to market Fauquier County.
Promote business development at local, regional, state, and national events.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Businesses assisted 832 900 950 1,000
New businesses showing interest 240 275 300 325
Visits to business website 16,563 16,249 17,000 18.000
OBJECTIVE:
Expand the tax and employee bases of Fauquier County by assisting new and expanding
businesses.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Licensed businesses 2,646 2,700 2,800 2,900
Business taxes paid $21.4M $22.5M $23.5M $24.5M
New business startups 135 141 155 165
nd
Jobs (2 quarter average) 22,356 23,474 24,648 25,880
County unemployment rate 3.7% 3.4% 3.3% 3.0%
PROGRAM 2: Tourism
This program assists local tourism/travel trade businesses and promotes attractions in the County
through the marketing of travel-related events, grant development, and related activities. Tourism
also encourages cross-marketing among tourism-related businesses. Initiatives undertaken by this
department include:
Continue to update and reprint brochures and other marketing materials as needed.
Continue to coordinate and design print and online advertisements for Fauquier Tourism and
Fauquier Business along with other promotional efforts like social media and e-newsletters.
Continue to maintain the county tourism website, VisitFauquier.com, and business website,
www.FauquierBusiness.com.
Continue to plan promotional events for business and tourism, including the Annual Fauquier
County Wine Tasting & Competition event in February, and a presence at the International
Gold Cup event in October.
Continue to coordinate and maintain the Americas Wine Country regional partnership and its
marketing efforts, including the AmericasWineCountry.com website and Facebook page.
Continue to administer the Americas Wine Country initiative, including the leveraging of
grant funds and regional contributions.
Continue to work with the Rappahannock-Rapidan Regional Commissions Regional Tourism
Committee, to build upon and promote the Tween Rivers Agri-Artisan Trail in partnership
with five participating counties (Fauquier, Rappahannock, Culpeper, Orange, and Madison.)
Continue to maintain brochure distribution of county brochures to potential visitors.
Continue to work with tourism businesses to help in promoting their services and events.
Continue to administer the Tourism Matching Grant Program.
Continue to maintain the Fauquier Enterprise Center website pages on FauquierBusiness.com.
Continue to work on development of an Artisan Trail through the Artisan Center of Virginia,
in cooperation with Stafford and Prince William Counties.
Continue to work with industry organizations including the Virginia Tourism Corporation,
local Chambers, International Economic Development Council, and Journey Through
Hallowed Ground.
Continue to be involved in other tourism-related project development as requested by Director.
Continue to work on new print materials for the department, including Towns brochure and
Annual Report.
Continue to work on development of multiple Tourism videos.
Continue to work with GIS on Story Maps for use in tourism promotion.
Continue to work with local wineries on branding for Wine Trail.
Continue to provide support on Quarantine Feasibility Study.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME1
Website/Facebook updates (hours)1 180 190 144 150
Visits to County tourism website
225,588 232,355 121,234 127,295
Visitfauquier.com1
Requests for tourism brochure 173 180 155 190
Newsletter sign-ups 141 165 151 195

Tourism e-newsletter distribution
(directly emailed & posted on 44,217 50,407 80,000 85,000
Facebook)
Tourism-related committee work
160 175 185 205
(hours)
1
OBJECTIVES:
Increase contributions to Fauquier Countys tax base through tourism development.

Increase County revenues through increased resident and visitor leisure spending.
Assist County tourism businesses, both established and new.
Represent Fauquier County at State, regional, and local tourism-related organizations.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Tourism initiatives completed 14 14 12 15
Facebook fans (Tourism & Business) 6,255 7,755 8,620 9,125
Facebook POST impressions1
376,098 387,500 575,840 604,632
(Tourism & Business)
Total leisure spending in Fauquier $173M
$162.3M $168M $178.2M
County2 (projected)
Persons employed in tourism industry2 1,715 1,782 1,835 1,890

(projected)
Payroll from tourism jobs2 $31M $32.9M $32.8M $33.7M

(projected)
Lodging tax revenue, Fauquier County $82,311 $85,191 $89,450 $93,028

(projected)
Lodging tax revenue, Town of $204,766
$190,233 $196,891 $212,956
Warrenton2 (projected)
Meals tax, Town of Warrenton2 $2.2M $2.26M $2.27M $2.3M

(projected)
Visits to Visitor Center 4,885 4,853 4,913 5,049
1Facebook measurements for the year are available for individual post impressions. Facebook page visits are only available for
180 days.
2Source:Virginia Tourism Corporation.
JOHN MARSHALL SOIL AND WATER CONSERVATION DISTRICT
The John Marshall Soil & Water Conservation District (JMSWCD) provides leadership, technical
assistance, and education to the citizens of Fauquier County in proper soil stewardship and water
quality protection to ensure the wise use of the Countys natural resources.
JMSWCD Board
1
District Manager
Conservation Conservation
1
Manager Education Specialist1
Conservation Conservation
2
Specialist I (2) Specialist I1
1
Positions partially supported by local funds.
2
Grant-funded positions.
GOALS:
Administer the Virginia Agricultural Cost-Share and Tax Credit Programs.

Provide land users with technical assistance and state funds to implement conservation
practices that improve water quality and protect soil resources in the Rappahannock and
Potomac Watersheds.
Strive to achieve the goals of the Chesapeake Bay Agreement and the Bay Total Maximum
Daily Load (TMDL) as directed by the Commonwealth of Virginia.
Administer specific components (agriculture and residential) of the Goose Creek TMDL
Implementation Plan through the grant deliverables.
Provide educational programs for schools, civic organizations, and the general public
concerning the protection of our soil and water resources.
Provide technical assistance to Natural Resources Conservation Service (NRCS) in the
implementation of various Federal conservation programs.
Improve water quality, reduce soil loss, and enhance wildlife habitat through the installation
of riparian forested buffers along streams in Fauquier County.
Continue to implement Agricultural Best Management Practices (BMPs) to reduce non-point

source pollution entering the Chesapeake Bay through the implementation of the Virginia
Agricultural Cost-Share and Tax Credit Programs, in accordance with the Chesapeake Bay
Agreement. Continue to implement the practices sign-up through the 100% cost-share
promotion as funding is received from the state.
Support and assist NRCS with the implementation of federal programs such as the
Environmental Quality Incentives Program and the Conservation Reserve Enhancement
Program.
Present environmental education programs for K-12 students and community groups. Topics
to include non-point source pollution, soil erosion, and water quality monitoring. Learning
activities include Conservation Field Day Programs and student water quality monitoring
projects.
Implement agricultural TMDL Plan by directing resources at those problems contributing to
non-point source pollution on Goose Creek watershed.
Serve as a Technical Advisory Review Committee for farms that request Resource
Management Plans.
Conduct riparian buffer restoration projects.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $154,971 $154,971 $156,606 $182,807 $207,774
Capital $0 $0 $0 $0 $0
Total $154,971 $154,971 $156,606 $182,807 $207,774
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the John Marshall Soil and Water Conservation District
includes adjustments to operating expenditures based on the jurisdictional funding formula, one-
time funding for the transition of the director upon retirement with a new hire, and one-time
funding for the purchase of a replacement vehicle.
PROGRAM 1: Agricultural BMP Cost-Share Programs

Provide technical assistance and/or cost-share to farmers and landowners in the design,
installation, and implementation of Best Management Practices (BMPs) in Fauquier County to
reduce and maintain non-point source pollution levels as required by the Chesapeake Bay
Agreement and Tributary Strategies.
Since 1985 and through June 2015, the John Marshall District has provided landowners in
Fauquier County with $8,261,542 to install BMPs improving water quality. In FY 2016, under
the VACS Program 112,473 feet of stream bank was protected and 4,027 acres were placed
under conservation treatment. Through the TMDL Implementation Plan, we have provided
landowners with $1,794,495 to install conservation practices since 2006. Also under the
TMDL Implementation Plan in FY 2016 36,850 feet of stream bank was protected and 665
acres were placed under conservation treatment. These are voluntary programs funded through
the Virginia Agricultural Cost-Share and TMDL Programs administered by the District. From
FY14 through FY 16 we implemented a $75,000 pilot project for Pasture Management
practices which enrolled 1,000 acres of grazing land.
Implement TMDL Plan to address water quality impairments in Goose Creek watershed.
The JMSWCD Technical Review Committee will assess Resource Management Plans in
collaboration with the Department of Conservation & Recreation. These plans, once fully
implemented, will provide farmers a safe harbor from new state regulations for a period of
nine years. Resource Management Plans will be spot checked by District personnel.
Provide technical assistance to NRCS to implement Farm Bill Conservation Programs.
FY 2015 FY 2016 FY 2017 FY 2018
SERVICE VOLUME
Stream bank protection (feet) 181,240 149,323 220,000 220,000
Cropland conservation measures (acres) 2,179 1,165 2,500 3,500
Restored riparian forest buffers (acres) 14 11 10 10
Riparian vegetated buffers (acres) 122 206 200 120
Agricultural incentives issued to cooperators $1,193,123 $713,562 $800,000 $800,000
OBJECTIVE:
Implement agricultural conservation measures to reduce non-point source pollution.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Percent of Allocation Issued to Landowners 100% 100% 90% 90%
Percent of Funds Allocated 100% 100% 90% 90%
Number of Projects Completed 61 137 75 75
Outreach (# of contacts) 4,552 4,115 3,000 3,000
Acres under Conservation Planning 3,993 4,692 3,500 3,000
Agricultural Tax Credits Issued (Calendar
$33,357 $15,877 $10,000 $10,000
Year)
PROGRAM 2: Education Programs
Increase community awareness of educational programs and services offered by the John
Marshall SWCD. Outreach targets teachers, students, County departments, citizens, engineers,
and local businesses.
Provide a meaningful Bay watershed educational experience for students as outlined in the
2014 Chesapeake Bay Agreement.
Provide assistance in organizing Fauquier County Fall Farm Tour and conducting Third Grade
Farm Field Days.
Continue seventh grade Conservation Field Day.
Manage stream monitoring programs in high schools. Also, continue citizen monitoring
program and provide data to Virginia Save Our Streams and the Department of Environmental
Quality.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Conservation & Farm Tour Field Days 5 6 5 5
Conservation education programs 187 217 200 200
Water monitoring programs 35 38 30 30
Rain barrels sold 22 6 5 5
Conservation newsletter/annual report 5 5 5 5
OBJECTIVE:
Educate citizens of Fauquier County about the importance of protecting and conserving the
Countys soil and water resources, with an emphasis on providing meaningful watershed
experiences for students.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Student audience 3,905 4,131 4,200 4,200
Adult audience 1,150 1,131 800 800
Articles/news releases 49 59 50 50
Water quality tests performed 653 395 450 450
1
Web page hits 21,282 7,643 5,000 5,000
1
PLANNING COMMISSION BOARD OF ZONING APPEALS
ARCHITECTURAL REVIEW BOARD
The Code of Virginia requires the County to have a Planning Commission and Board of Zoning
Appeals (BZA). The Code also allows for the establishment of an Architectural Review Board
(ARB).
The five-member Planning Commission reviews proposed text amendments to the Subdivision
and Zoning Ordinances and Comprehensive Plan, as well as rezoning, special exceptions and
other waiver applications, and provides recommendations to the Board of Supervisors. The
Planning Commission reviews and approves preliminary subdivision applications. Additional
key responsibilities include periodic review and revision of the Countys Comprehensive Plan,
Design Standards Manual, other associated land development regulations, and the Six-Year
Capital Improvement Program.
The Board of Zoning Appeals is a quasi-judicial body, consisting of five members appointed
by the Circuit Court. The BZA considers and acts upon appeals regarding Zoning
Administrator decisions, as well as applications for interpretation of the Zoning Map where
uncertainty exists. It conducts public hearings, and acts upon special permits, appeals,
variances and related requests.
The seven-member Architectural Review Board is appointed by the Board of Supervisors to
identify, protect and educate the community on the Countys historic and cultural resources in
a proactive, non-regulatory manner. The ARB undertakes projects related to documentation
of historic resources, recognition and enhancement of rural and village historic districts,
battlefield protection, and approaches to maintaining Fauquier Countys architectural
character. The ARB also serves as the County clearinghouse on historic issues, and provides
educational materials and workshops regarding County-wide historic resources.
Planning Commission/Architectural Review Board
Board of Supervisors
(Appointing Authority)
1 Architectural Review
Planning Commission 1
Board
1
Each group receives staff support from Community Development.
Board of Zoning Appeals
Circuit Court
(Appointing Authority)
Board of Zoning
1
Appeals
1
The BZA receives staff support from Community Development.
GOALS:
Promote the orderly development of Fauquier County, with a focus on sustainability of the
community through appropriate land use and development patterns, and stewardship of its
environment.
Improve public health, safety, convenience, and welfare of County citizens.
Ensure that Service Districts and future transportation systems are carefully planned, and
developed with a focus towards enhancing the Countys quality of life through adequate
roadways, services, and facilities, and maintaining a balance of residential and business
development.
Recognize agriculture, industry and business needs in future growth.
Preserve agricultural and forestal land, natural resources and habitat and historic resources as
key elements in the overall community of service districts, towns, villages, and rural areas.
Ensure growth of the community is consistent with the efficient and economical use of public
funds.
Planning Commission:
Evaluate and make recommendations on the proposed Capital Improvement Program.

Complete review of the Comprehensive Plan chapters on Housing, Zoning. Land Use and
Economics, and work on any implementing ordinances.
Participate in any follow-up activities related to the strategic plan for 2050.
Work with the Town of Warrenton on joint planning issues.
Participate in community meetings related to the Comprehensive Plan updates.
Review recommended changes to ordinances related to the implementation of service district
plans and telecommunications.
Evaluate and make recommendation on development applications.
Board of Zoning Appeals:
Focus on scheduled casework regarding special permits, appeals and variances.
Architectural Review Board:
Participate in the development of any designated historic districts.

Continue to undertake surveys of historic properties in southern Fauquier.
Provide information regarding Federal and State tax credits and other incentives for
renovations of historic structures.
Develop and maintain a Historic Resource website to serve as a clearinghouse for County-wide
historic resource data and documentation.
Host public education events on Fauquier County history, preservation and design issues.
Develop and implement a public workshop in archaeology for Virginia Archaeology Month
(October 2017).
Review and solicit community involvement in the County Preservation Plan.
Continue to evaluate approaches to the protection of historic resources.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $90,373 $91,775 $95,486 $95,486 $95,486
Operating $38,718 $35,040 $54,300 $55,300 $55,300
Capital $0 $0 $0 $0 $0
Total $129,091 $126,815 $149,786 $150,786 $150,786
Revenue $0 $0 $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Planning Commission, Board of Zoning Appeals, and
Architectural Review Board includes operating expenditure increases for advertising based on
projected increased costs of public advertisements.
NON-DEPARTMENTAL
The Non-Departmental budget addresses programs and issues that are not attributable to a single
department. The Non-Departmental budget also includes funding for utilities at County facilities,
various reserves, an allowance for estimated vacancy savings, and a contingency account for
unanticipated needs, which is disbursed by the Board of Supervisors.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $0 $0 $0 $0 $0
Operating $738,962 $390,751 $2,034,420 $2,481,031 $1,727,662
Capital $0 $0 $0 $0 $0
Total $738,962 $390,751 $2,034,420 $2,481,031 $1,727,662
Revenue $199,618 $117,440 $100,880 $100,880 $100,880
Net Local Revenue $539,344 $273,311 $1,933,540 $2,380,151 $1,626,782
BUDGET ANALYSIS:
The FY 2018 Proposed Budget includes adjustments in vacancy savings and the allocation of the
mid-FY 2017 two-percent cost-of-living adjustment for permanent staff.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page J-1
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page J-2
CAPITAL IMPROVEMENT FUND
The Capital Improvement Fund provides a mechanism to fund the Countys Capital Improvement
Program (CIP). The fund is supported by a combination of local funding and debt issuance.
During the course of the current fiscal year, the Board of Supervisors has placed a special emphasis
on reviewing the Capital Improvement Plan (CIP or plan) and how each project relates to the
Countys draft five-year fiscal plan. Given this process, the Board of Supervisors has made
changes to the previously adopted plan that includes adding key infrastructure projects, adjusting
currently planned projects based on ranking, and eliminating projects with less priority or ability
for those projects to be completed within the planning period.
The Board of Supervisors draft Capital Improvement Plan totals $123.8 million from FY 2018
through 2022, with an additional $97.3 million designated for future fiscal years. For the FY 2018-
2022 CIP, the Office of Management and Budget received project submissions of $236.1 million
from County departments, but consistent with the two-year budget plan only considered new or
revised department requests that were the result of a state or federal mandate, operational failure,
or result of new or adjusted revenue projections. The School Divisions proposed CIP was limited
to $55.0 million for a consolidated, central middle school project. Of the draft amount, $5.6 million
would be allocated for public safety and fire and rescue projects, $2.09 million for court facilities
renovations, $9.1 million for library facilities, $4.35 million for parks and recreational projects,
$7.8 million for environmental services projects, $28.25 million for utility projects, $1.95 million
for Airport projects, and $64.7 million for school division projects.
The draft CIP contains a significant cash funding commitment totaling $29.2 million, including
$10.4 million in non-General Fund cash, or about 23.6% of total appropriations, over the course
of the five-year planning period. The cash component will be addressed through the annual budget
appropriation, one-time or existing funding allocations, and/or the annual set-aside of 50% of year-
end available fund balance in the General Fund to the Countys capital reserve. While the cash
funding component is significant, and in excess of the 10% minimum requirement by the Board
of Supervisors, this ensures the County does not issue debt for small funding allocations or
preliminary engineering and design components of projects.
The remaining approximately $96.4 million would be financed by debt issuances, through a variety
of financing methods including approved Virginia bonding authority pools or bank financing.
Total projected debt would increase by $121.3 million, which includes $26.6 million of bonds
approved in prior year that have or will be issued, to $153.8 million of debt in FY 2022. Annual
debt service expenditures are projected to increase by about $6.9 million from FY 2018 through
FY 2022, which would require funding as additional revenue growth or increases in tax revenues.
The projected increase in annual debt service expenditures will place the draft CIP below the
Boards 10% policy limit for debt service in comparison with overall revenue over the course of
the five-year planning period, at 9.3% in FY 2022.
The Planning Commission completed its review of the CIP in January, reviewing only potential,
new projects including Broadband. The Planning Commission found this new project in
conformance with the Comprehensive Plan. The Board of Supervisors has held three work sessions
on the CIP in terms of the current adopted FY 2017-2021 planned projects, potential new projects,
impacts of the CIP on the five-year fiscal plan, and to meet with the School Board on the proposed
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page K-1
Middle School project. The Board is slated to hold one additional work session during the budget
process on the CIP and one meeting with the Fauquier Water and Sanitation Authority on water
and sewer related projects.
The following provides an overview of population estimates for the County citizens and School
Division enrollment, as well as the summarization of the proposed projects for FY 2018, depicted
in the charts below. In addition, charts are provided to summarize the projected debt service, debt
issuances, and the proposed CIP plan.
Population Estimates
County
The Department of Community Development generates periodic population estimates for various
development analyses. Department staff estimates that County population will grow at an average
annual rate of 1.28% through 2020. Applying the projected rate to the five-year planning period
provides an estimate of 74,118 residents by 2020, an increase of 8,915 residents over the 2010
census population.
School Division
In October 2016, School Division staff provided the School Board with an updated ten-year student
enrollment projection based on 2016-2017 actual enrollment. The projection lists a current district-
wide program capacity of 13,712 students. Current enrollment totals 11,007 students with total
projected enrollment reduction of (5.8%) to 10,371 students by 2027. The following table provides
a summary of the School Divisions student enrollment projections through the 2026-2027 school
year.
School Division Ten-Year Student Enrollment Projections
Current 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021
Description Capacity Enrollment Projection Projection Projection Projection
Elementary Schools 6,176 4,721 4,585 4,556 4,508 4,490
Middle Schools 3,194 2,500 2,582 2,509 2,536 2,446
High Schools 4,342 3,786 3,743 3,756 3,685 3,666
District Total 13,712 11,007 10,910 10,821 10,729 10,602
2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027

Projection Projection Projection Projection Projection Projection
Elementary Schools 4,475 4,462 4,514 4,533 4,5622 4,632
Middle Schools 2,423 2,385 2,340 2,335 2,317 2,346
High Schools 3,689 3,637 3,608 3,515 3,510 3,393
District Total 10,587 10,484 10,462 10,383 51,449 10,371
Projected Debt Service
Specific detail on projected debt service for FY 2018 can be found in the Debt Service Fund in the
Other Funds section. Below is an overview of the projected debt service based on the FY 2018
2022 draft Capital Improvement Plan.
Description FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Financing Scenarios
Projected Outstanding Debt $ 109,438,522 $ 104,147,669 $ 112,170,286 $ 167,451,124 $ 163,940,126 $ 150,802,297
Projected Additional Debt 7,920,000 20,601,500 74,179,938 12,559,721 3,000,000 3,000,000
Total Projected Debt $ 117,358,522 $ 124,749,169 $ 186,350,224 $ 180,010,845 $ 166,940,126 $ 153,802,297
Projected Debt Service - County $ 12,889,701 $ 11,948,137 $ 14,070,604 $ 18,965,797 $ 19,536,209 $ 18,791,201
Projected Debt Service - F&R 937,458 1,131,858 1,237,428 1,232,568 1,227,708 1,222,848
Total Projected Debt Service $ 13,827,159 $ 13,079,995 $ 15,308,032 $ 20,198,365 $ 20,763,917 $ 20,014,049
Revenue Estimate - General Fund $ 176,217,271 $ 181,889,743 $ 188,522,673 $ 196,033,111 $ 201,813,627 $ 207,868,036
Revenue Estimate - Other Funds 6,788,174 7,468,149 7,580,171 7,693,874 7,809,282 7,926,421
Total Revenue Estimate $ 183,005,445 $ 189,357,892 $ 196,102,844 $ 203,726,985 $ 209,622,909 $ 215,794,457
Revenue % Chg. from Prev. Year 3.5% 3.6% 3.9% 2.9% 2.9%
Debt Service % of Projected Revenue 6.9% 7.8% 9.9% 9.9% 9.3%
FY 2018-2022 Draft Capital Improvement Plan
1
Prior Years Appropriations
Cash/Grant Pending FY 2018-22
Department/Project Funding Financing FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total Future Years CIP Total
Fire, Rescue & Emergency Services

Orlean Fire & Rescue Station $480,000 $4,320,000 $0 $0 $0 $0 $0 $0 $0 $4,800,000
Bealeton Fire & Rescue Station $0 $0 $0 $0 $0 $0 $0 $0 $3,700,000 $3,700,000
The Plains Fire & Rescue Station $0 $0 $0 $0 $0 $0 $300,000 $300,000 $4,000,000 $4,300,000
Upperville Fire & Rescue Station $0 $0 $0 $0 $0 $0 $300,000 $300,000 $3,500,000 $3,800,000
Sub-total, Fire, Rescue & Emergency Services $480,000 $4,320,000 $0 $0 $0 $0 $600,000 $600,000 $11,200,000 $16,600,000
Sheriff's Office
1
Public Safety Communications System $518,088 $3,600,000 $324,000 $4,176,000 $0 $0 $0 $4,500,000 $0 $8,618,088
General Services - Government-wide Projects
Circuit Courthouse Renovations $0 $0 $2,085,625 $0 $0 $0 $0 $2,085,625 $0 $2,085,625
Sheriff's Office Renovation/Expansion $0 $0 $0 $0 $0 $0 $500,000 $500,000 $4,000,000 $4,500,000
Sub-total, General Services $0 $0 $2,085,625 $0 $0 $0 $500,000 $2,585,625 $4,000,000 $6,585,625
Library
5
Central Library $550,000 $5,050,000 $989,062 $8,095,370 $0 $0 $0 $9,084,432 $0 $14,684,432
1
New Baltimore Library $426,400 $0 $0 $0 $0 $0 $0 $0 $9,361,397 $9,787,797
Sub-total, Library $976,400 $5,050,000 $989,062 $8,095,370 $0 $0 $0 $9,084,432 $9,361,397 $24,472,229
Parks & Recreation

Ball Fields, Greenways/Trails & Playground Projects $600,000 $0 $200,000 $200,000 $200,000 $200,000 $450,000 $1,250,000 $450,000 $2,300,000
1
Central Sports Complex $1,049,904 $5,681,500 $1,500,000 $0 $0 $0 $0 $1,500,000 $0 $8,231,404
Southern Sports Complex $881,099 $0 $0 $0 $0 $0 $0 $0 $5,000,000 $5,881,099
Rappahannock Station - Phase I $0 $0 $400,000 $0 $0 $200,000 $1,000,000 $1,600,000 $0 $1,600,000
Marshall Community Center $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $1,500,000
Southern Community Center $0 $0 $0 $0 $0 $0 $0 $0 $3,000,000 $3,000,000
Southern Pool $0 $0 $0 $0 $0 $0 $0 $0 $6,000,000 $6,000,000
Sub-total, Parks & Recreation $2,531,003 $5,681,500 $2,100,000 $200,000 $200,000 $400,000 $1,450,000 $4,350,000 $15,950,000 $28,512,503
2
Environmental Services
Landfill/Transfer Station Long-term Development/Permitting $72,000 $0 $63,600 $48,600 $78,000 $138,000 $0 $328,200 $0 $400,200
1
Leachate/Gas Management $500,000 $970,000 $320,000 $1,298,000 $750,000 $0 $0 $2,368,000 $0 $3,838,000
Landfill 149 Environmental $0 $0 $0 $1,250,000 $0 $0 $0 $1,250,000 $0 $1,250,000
Landfill Closure/Post-Closure $0 $0 $75,000 $3,623,048 $59,788 $59,788 $59,788 $3,877,412 $11,843,274 $15,720,686
Sub-total, Environmental Services $572,000 $970,000 $458,600 $6,219,648 $887,788 $197,788 $59,788 $7,823,612 $11,843,274 $21,208,886
3
Utilities/Infrastructure
Opal Water System $500,000 $0 $2,750,000 $0 $0 $0 $0 $2,750,000 $0 $3,250,000
Hydrogeological Studies $400,000 $0 $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000 $200,000 $1,600,000
Broadband Development $60,000 $0 $500,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $16,500,000 $4,000,000 $20,560,000
Marshall Water System Improvements $0 $0 $0 $500,000 $1,500,000 $0 $0 $2,000,000 $0 $2,000,000
Midland/Airport Area Utility Improvements $0 $0 $3,000,000 $3,000,000 $0 $0 $0 $6,000,000 $0 $6,000,000
Midland/Bealeton Service Districts Improvements $0 $0 $0 $0 $0 $0 $0 $0 $5,000,000 $5,000,000
1
Catlett/Calverton Sewer $449,240 $7,000,000 $0 $0 $0 $0 $0 $0 $0 $7,449,240
Sub-total, Utilities/Infrastructure $1,409,240 $7,000,000 $6,450,000 $7,700,000 $5,700,000 $4,200,000 $4,200,000 $28,250,000 $9,200,000 $45,859,240
1
Prior Years Appropriations
Cash/Grant Pending FY 2018-22
Department/Project Funding Financing FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total Future Years CIP Total
4
Warrenton-Fauquier Airport Projects - Local Match Components
Airport SR 610 Road Improvements $35,000 $0 $170,000 $0 $0 $0 $0 $170,000 $0 $205,000
Airport Terminal Development/Construction $0 $0 $1,324,731 $0 $0 $0 $0 $1,324,731 $0 $1,324,731
Airport Terminal Apron/Access Taxiway Phase I & II $8,000 $0 $44,100 $35,000 $0 $0 $0 $79,100 $0 $87,100
Airport Corporate Access Road Design/Construction $0 $0 $5,000 $20,000 $144,000 $0 $0 $169,000 $0 $169,000
Design/Construct/Rehabilitate Runway 15 33 $0 $0 $0 $0 $0 $0 $5,000 $5,000 $69,000 $74,000
Airport Washrack $0 $0 $0 $0 $40,000 $0 $0 $40,000 $0 $40,000
Airport Corporate Apron Phase I & II Design/Construct $0 $0 $0 $13,000 $90,000 $4,000 $57,000 $164,000 $0 $164,000
Sub-total, Warrenton-Fauquier Airport Projects $43,000 $0 $1,543,831 $68,000 $274,000 $4,000 $62,000 $1,951,831 $69,000 $2,063,831
COUNTY CIP TOTAL: $6,529,731 $26,621,500 $13,951,118 $26,459,018 $7,061,788 $4,801,788 $6,871,788 $59,145,500 $61,623,671 $153,920,402
School Division
5
Central Middle School Renovations/Expansions $0 $0 $3,300,000 $52,000,000 $0 $0 $0 $55,300,000 $0 $55,300,000
5
Auburn Middle School Expansion $0 $0 $0 $800,000 $8,059,721 $0 $0 $8,859,721 $0 $8,859,721
Southern Middle School Renovation/Expansion $0 $0 $0 $0 $0 $0 $500,000 $500,000 $27,000,000 $27,500,000
Kettle Run High School Expansion $0 $0 $0 $0 $0 $0 $0 $0 $3,800,000 $3,800,000
Greenville Elementary School Expansion $0 $0 $0 $0 $0 $0 $0 $0 $3,100,000 $3,100,000
ES-12 Land $0 $0 $0 $0 $0 $0 $0 $0 $1,793,000 $1,793,000
Sub-total, School Division $0 $0 $3,300,000 $52,800,000 $8,059,721 $0 $500,000 $64,659,721 $35,693,000 $100,352,721
CIP GRAND TOTAL: $6,529,731 $26,621,500 $17,251,118 $79,259,018 $15,121,509 $4,801,788 $7,371,788 $123,805,221 $97,316,671 $254,273,123
6
General Fund CASH CONTRIBUTION : $5,318,327 $0 $6,501,118 $4,644,648 $2,561,788 $1,801,788 $3,271,788 $18,781,130
Non-General Fund CASH CONTRIBUTION: $1,211,404 $0 $3,800,000 $5,484,432 $0 $0 $1,100,000 $10,384,432
TOTAL CASH CONTRIBUTION: $6,529,731 $0 $10,301,118 $10,129,080 $2,561,788 $1,801,788 $4,371,788 $29,165,562
BOND FINANCING: $0 $26,621,500 $6,950,000 $69,129,938 $12,559,721 $3,000,000 $3,000,000 $94,639,659
1
Prior Year Funding includes cash/grant and debt funding, including bonds or other financing instruments not yet issued by the County, but for which a project holds
a prior year appropriation of the Board of Supervisors. The cash funding for New Baltimore Library was expensed by the department in prior years for preliminary design.
2
Environmental Services capital related projects are included in the CIP for approval of funding and scope. However, project specific to the Landfill Fund do not have an impact on the County's debt capacity by policy.
Convenience site related project, as operations are part of the General Fund, are included in the County's debt capacity calculation, as applicable.
3
The Opal Water System and Catlett/Calverton Sewer projects will receive tap fees related to the implementation to the projects. As the tap fees are received, the revenue will be applied directly to the debt service of the projects or
other debt related costs based as determined by the County.
4
These projects include only the local match funding for Airport capital grant projects allocated through debt, cash, or other funding means. The balance of funding is sourced through Federal and State aviation grants.
5
The Central Middle School and Auburn Middle School projects are included at the requested cost amounts to provide the Board flexibility during the CIP planning process.
6
Projected cash contributions will constrain the use of year-end available fund balance in the General Fund for projects other than those included in the CIP. Central Library project assumes $4.6 million in non-County resources
f d
Description FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Financing Scenarios
Projected Outstanding Debt $ 109,438,522 $ 104,147,669 $ 112,170,286 $ 167,451,124 $ 163,940,126 $ 150,802,297
Projected Additional Debt 7,920,000 20,601,500 74,179,938 12,559,721 3,000,000 3,000,000
Total Projected Debt $ 117,358,522 $ 124,749,169 $ 186,350,224 $ 180,010,845 $ 166,940,126 $ 153,802,297
Projected Debt Service - County $ 12,889,701 $ 11,948,137 $ 14,070,604 $ 18,965,797 $ 19,536,209 $ 18,791,201
Projected Debt Service - F&R 937,458 1,131,858 1,237,428 1,232,568 1,227,708 1,222,848
Total Projected Debt Service $ 13,827,159 $ 13,079,995 $ 15,308,032 $ 20,198,365 $ 20,763,917 $ 20,014,049
Revenue Estimate - General Fund $ 176,217,271 $ 181,889,743 $ 188,522,673 $ 196,033,111 $ 201,813,627 $ 207,868,036
Revenue Estimate - Other Funds 6,788,174 7,468,149 7,580,171 7,693,874 7,809,282 7,926,421
Total Revenue Estimate $ 183,005,445 $ 189,357,892 $ 196,102,844 $ 203,726,985 $ 209,622,909 $ 215,794,457
Revenue % Chg. from Prev. Year 3.5% 3.6% 3.9% 2.9% 2.9%
Debt Service % of Projected Revenue 6.9% 7.8% 9.9% 9.9% 9.3%
Potential Capital Improvement Program Impact on Tax Rate

12
Additional Debt Service, per fiscal year $ - $ 1,497,854 $ 5,393,047 $ 570,412 $ (745,008)
1
Additional Cash Contributions, per fiscal year 4,130,077 2,273,607 190,747 (760,000) 1,470,000
Net Impact of Capital Improvement Plan $ 4,130,077 $ 3,771,461 $ 5,583,794 $ (189,588) $ 724,992
Equivalent increase in either the tax rate or growth necessary to fund $0.038 $0.056 ($0.002) $0.007
3
listed projects, based on current per penny yield
1
The FY 2018 proposed budget includes $2,371,041 for the Capital Improvement Fund's cash component. The balance of funding will require allocation from available year-end
funds or other one-time funding sources. Beginning in FY 2019, additional debt service and cash funding component will require revenue growth, increase in the tax rate(s), and/or
allocation of available year-end funds to ensure sufficient funding for projects. From year to year, debt service funding levels can vary with retirement of debt and issuance of new debt.
When debt service declines from year to year, previously allocated resources will be held in the budget for future debt service needs or pay-as-you-go capital costs.
2
As the fire and rescue levy fund currently has sufficient capacity to fund the projected debt service through the Orlean renovation project based on the approved CIP budget, the
calculation for the potential impact to the tax rate does anticipate impact from fire and rescue projects beyond that project which would either include an increase in the general tax
rate with funding from the General Fund or an increase in the fire and rescue levy with funding from the Fire and Rescue Levy Fund.
3
The noted equivalent increase in the tax rate or growth is based on the funding necessary for each fiscal year.
SCHOOL DIVISION FUNDS
Under the Code of Virginia, local school districts are governed by an independently-elected school
board. The Board of Supervisors provides local tax funding in the form of a transfer and sets
overall fund appropriations. Funding for the Fauquier County school system is budgeted in five
funds: (1) School Operating Fund, (2) School Nutrition Fund, (3) Textbook Fund, (4) Regional
Governors School Fund, and (5) the School Asset Replacement Fund. Debt service expenditures
related to School Division financed projects are budgeted within the Debt Service Fund, which is
found in the Other Funds section of this document. The School Division Superintendents
proposed budget, as presented to the School Board on January 19, 2017, is displayed in the column
titled, FY 2018 Proposed. Detailed information on the School Divisions FY 2018 Proposed
Budget can be found within the School Divisions budget document at the Fauquier County Public
Schools website www.fcps1.org.
School Operating Fund

For the FY 2018 Proposed Budget, the School Divisions Operating Fund totals $137,297,382,
a $3.62 million increase over the FY 2017 Adopted Budget, primarily funded through a
$1.99 million increase in the local transfer from the Countys General Fund. In addition, the
School Division anticipates an increase of approximately $600,000 from the State and an
approximately $400,000 increase for federal funded programs. The local funding increased by
$790,093 from the FY 2018 Approved Budget to allocate additional monies for adjustments in
the projected health insurance increase included in the FY 2018 Proposed Budget. The
local support of School Divisions operating budget is projected to fund 61.3% of
total expenditures including consolidated services within the General Fund, and debt service
costs funded in the Debt Service Fund.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Revenue Summary Actual Actual Adopted Approved Proposed
Local Revenue $ 939,471 $ 844,530 $ 721,400 $ 721,400 $ 1,375,500

State Revenue
Sales Tax $ 11,801,361 $ 12,132,562 $ 12,711,090 $ 13,170,661 $ 12,506,237
Basic Aid 22,469,331 22,142,932 21,283,214 20,863,076 21,131,284
Special Education 3,033,918 3,012,984 3,069,191 3,038,161 3,037,117
Retirement 2,767,360 2,671,256 2,705,974 2,979,735 2,978,711
Lottery Funds 1,056,186 911,937 1,319,293 2,090,376 2,036,150
Technology - 1,230,115 570,000 570,000 570,000
Other 3,051,123 3,661,981 3,482,303 3,700,565 3,472,662
Total State Revenue $ 44,179,279 $ 45,763,767 $ 45,141,065 $ 46,412,574 $ 45,732,161
Federal Revenue
Title I $ 808,251 $ 794,389 $ 850,988 $ 850,988 $ 989,284
Title VI-B 2,070,738 2,353,721 2,160,740 2,160,740 2,293,417
Other 638,899 674,984 708,639 708,639 820,847
Total Fed. Revenue $ 3,517,888 $ 3,823,094 $ 3,720,367 $ 3,720,367 $ 4,103,548
Local Transfer $ 81,146,098 $ 81,943,814 $ 84,098,708 $ 85,296,080 $ 86,086,173
Total Revenue $ 129,782,736 $ 132,375,205 $ 133,681,540 $ 136,150,421 $ 137,297,382
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page L-1

FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Expenditure Summary by Type Actual Actual Adopted Approved Proposed
Salaries & Benefits $ 115,313,319 $ 115,343,088 $ 119,154,871 $ 121,108,752 $ 121,151,189
Operating 12,315,093 13,351,430 12,091,478 12,606,478 12,829,002
Capital Outlay 124,728 317,338 94,728 94,728 94,728
Transfers 2,130,463 3,299,387 2,340,463 2,340,463 3,222,463
Total Expenditures $ 129,883,603 $ 132,311,243 $ 133,681,540 $ 136,150,421 $ 137,297,382
Nutrition Fund
The School Divisions nutrition program provides nutrition to students under the Federal National
School Lunch Act and the Child Nutrition Act. The nutrition program is supported by a
combination of Federal funding and participants fees.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Local $ 2,942,358 $ 2,876,811 $ 3,217,083 $ 3,284,109 $ 3,163,052
State 67,621 69,116 64,939 63,613 74,917
Federal 1,872,869 1,969,676 2,265,939 2,265,939 2,207,900
Use of Fund Balance 60,772 100,000 16,979 - 50,000
Total Revenue $ 4,943,620 $ 5,015,603 $ 5,564,940 $ 5,613,661 $ 5,495,869
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Expenditure Summary Actual Actual Adopted Approved Proposed
Salaries & Benefits $ 2,540,055 $ 2,645,247 $ 2,812,122 $ 2,834,776 $ 2,849,383
Operating 2,403,563 2,460,777 2,752,818 2,778,885 2,646,486
Capital Outlay/Reserve - - - - -
Textbook Fund
The Textbook Fund provides a mechanism to account for the purchase of student textbooks. The
fund is supported by a combination of State funding and a transfer from the School Operating
Fund.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Local $ 7,806 $ 9,645 $ - $ - $ -
State 466,332 463,114 498,425 493,387 493,217
Transfers - School Operating Fund 593,921 267,308 267,308 267,308 267,308
Use of Fund Balance 10,748 - 326,613 326,613 421,399
Total Revenue $ 1,078,807 $ 740,067 $ 1,092,346 $ 1,087,308 $ 1,181,924
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Textbooks $ 1,078,808 $ 467,567 $ 1,092,346 $ 1,087,308 $ 1,181,924
Total Expenditures $ 1,078,808 $ 467,567 $ 1,092,346 $ 1,087,308 $ 1,181,924

Regional Governors School
The Mountain Vista Governors School is a regional governors school program funded through
collaboration among seven area school districts. Participating students attend programming at
regional community college campuses on a part-time basis. Fauquier Countys share of funding
consists of a transfer from the School Operating Fund.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Local $ 766,422 $ 827,929 $ 1,053,916 $ 1,030,500 $ 1,014,867
State 278,385 374,600 521,993 621,238 520,262
Use of Fund Balance - - - - -
Total Revenue $ 1,044,807 $ 1,202,529 $ 1,575,909 $ 1,651,738 $ 1,535,129
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Salaries & Benefits $ 962,560 $ 994,471 $ 1,443,974 $ 1,480,297 $ 1,383,091
Operating 78,699 149,878 131,420 131,502 134,500
Capital /Contingencies - - 515 - 17,538
School Asset Replacement Fund

These funds provide for the financing of major maintenance and systems replacement projects.
The School Asset Replacement Fund is largely supported by a transfer from the School Operating
Fund.
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Local $ 281,129 $ 106,028 $ 535,500 $ 535,500 $ 535,500
State 5,888 4,326 - - -
Transfers - School Operating Fund 3,346,155 3,334,987 2,473,155 2,473,155 2,905,155
Total Revenue $ 3,633,172 $ 3,445,341 $ 3,008,655 $ 3,008,655 $ 3,440,655
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018

Instruction $ 82,711 $ 3,325 $ - $ - $ -
Technology 396,060 545,709 - - 40,000
Transportation 616,283 783,823 970,000 970,000 937,000
District-wide - 117,187 535,500 535,500 535,500
Comprehensive Maintenance Plan 707,384 640,297 500,000 500,000 720,000
Capital Improvements 1,296,052 1,640,207 1,003,155 1,003,155 1,208,155

AIRPORT ENTERPRISE FUND
Provide a safe and hospitable, public use, general aviation airport operating on a self-sustaining
basis, supporting business development and the aviation community. The Warrenton-Fauquier
Airport seeks to provide services consistent with State and Federal Guidelines, while meeting the
needs of the County, its citizens, local businesses, and visitors. The Airport serves as a reliever
airport for Washington Dulles and Reagan International Airports.
Airport Enterprise
Director
Administrative Flight Line

Manager Technician
GOALS:
Monitor airport operations and provide oversight to ensure compliance with all Federal, State,
and local regulations.
Ensure compliance with all Federal, State, and local safety, fire codes, and environmental
regulations through staff training.
Review proposed capital projects and expenditures and recommend actions to the Board of
Supervisors.
Implement the current Airport Master Plan to reflect future expansion and capital projects.
Liaise with the Federal Aviation Administration (FAA) and Virginia Department of Aviation
(DOAV), and coordinate actions as necessary.
Initiate the Terminal Area Project, to include concept and design of the terminal (Airport
Welcome Center), terminal area access ramp, corporate hangar apron, Highway 610
design/construction for a new terminal entrance area, and terminal parking lot.
Conduct certified Flight Line Training for personnel.
Complete Fuel Farm maintenance corrosion control and painting of main fuel tanks.
Fauquier County, Virginia Fiscal Year 2018 Proposed Budget Page M-1
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $262,505 $270,908 $257,452 $251,289 $263,746
Operating $590,063 $459,098 $537,455 $465,514 $452,105
Capital1 $1,170,543 $663,695 $0 $0 $0
Total $2,023,111 $1,393,701 $794,907 $716,803 $715,851
Revenue $817,305 $699,099 $700,803 $700,803 $699,851
Change in Net Position ($1,143,109) ($671,865) $0 $0 $0
Full Time Staff 2.00 3.00 3.00 3.00 3.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
1Capital expenditures for FY 2015 and FY 2016 also include annual depreciation expense.
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Airport Enterprise Fund includes personnel expenditure
permanent staff. The budget also includes an adjustment to state revenue as the total cost of a
recurring grant program has decreased. In addition, the FY 2017 Adopted Budget included one-
time funds for use over a five-year spending period to support miscellaneous repairs, maintenance
grant local matches, and ongoing septic system repairs and maintenance.
PROGRAM 1: Fees and Fuel Sales
Fees and fuel sales provide critical operating revenue for the airport. Promotion of the airport
results in increased jet and transient traffic, along with based aircraft, with corresponding increases
in fees and fuel sales.
FY 2015 FY 2016 FY 2017 FY 2018

Based aircraft 185 190 170 175
Based turbine powered aircraft 3 3 3 5
Percentage of corporate-owned aircraft 10% 15% 15% 15%
OBJECTIVE:
Increase fuel sales by promoting use of airport by based aircraft, corporate jet-based aircraft,
and transient aircraft traffic.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Aviation businesses at the airport 6 7 7 8
Aircraft maintenance providers 3 4 4 4
Flight school providers 1 1 1 1
Hangar maintenance providers 2 2 2 2
Fuel sales 100 Low Lead AvGas
54,398 55,480 66,000 75,000
(gallons)
Fuel Sales Jet A (gallons) 22,102 17,081 28,000 35,000
Transient aircraft traffic increased 4% 5% 5% 5%
AMBULANCE REVENUE FUND
The Ambulance Revenue Fund administers the Countys ambulance revenue recovery program.
Revenue generated from ambulance fees supports operational expenses for the Countys career
and volunteer emergency medical service units.
Fire, Rescue, and Emergency

Finance
Management1
Fire Chief Director2
Financial Services Division

Assistant Fire Chief 2
Chief
Emergency Services Training/ Emergency Services Billing

Logistics Deputy Chief Administrator
1
Positions funded in Fire, Rescue, and Emergency Management budget.
2
Positions funded in Finance budget.
GOALS:
Offset increases in medical supplies and required staffing through equitable user fees.
Maintain timely and accurate information on the status of the Ambulance Revenue Fund with
the Board of Supervisors, Finance Committee, vendors, and volunteers.
Work in conjunction with the new billing vendor for more robust reporting and projection
tools to better forecast trends in revenue recovery.
Monitor revenue recovery and recommend necessary adjustments to meet program goals.
AMBULANCE REVENUE FUND
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $85,614 $87,714 $86,213 $86,593 $88,473
Operating $1,536,137 $1,478,891 $1,326,226 $1,350,411 $1,295,416
Capital $0 $0 $0 $0 $0
Total $1,621,751 $1,566,605 $1,412,439 $1,437,004 $1,383,889
Revenue $1,378,036 $1,387,341 $1,412,439 $1,437,004 $1,383,889
Net Local Revenue $0 $0 $0 $0 $0
Change in Net Position ($243,715) ($179,264) $0 $0 $0
Full Time Staff 1.00 1.00 1.00 1.00 1.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Ambulance Revenue Fund includes personnel expenditure
permanent staff. In addition, as included in operating expenditures, the transfer to the General
Fund to support DFREM career staff was reduced based on current revenue projections and
available fund balance.
PROGRAM 1: Emergency Services Billing Coordination
The Ambulance Revenue Fund was established by the Board of Supervisors in FY 2008 to
administer the Countys ambulance revenue recovery program. Revenue generated from
ambulance fees supports operational expenses for the Countys career and volunteer emergency
medical service units and career staffing 24/7 units throughout the County.
FY 2015 FY 2016 FY 2017 FY 2018

EMS Transports 4,302 4,205 4,261 4,333
Average Miles/Transport 8.10 8.17 8.08 8.08
ALS/BLS Transports 74%/26% 67%/33% 75%/25% 75%/25%
OBJECTIVE:
Maintain stable collections.
FY 2015 FY 2016 FY 2017 FY 2018
OUTCOME MEASURES
Collection rate of allowable amount1 61.68% 59.16% 61.84% 61.84%
1
Collections are based on amount of fee allowable by Medicare, Medicaid, and Commercial Insurance, and self-pay
non-County residents. Self-pay residents are excluded from balance billing by policy of the Board of Supervisors.
CONSERVATION EASEMENT SERVICE DISTRICT FUND
Purchase conservation easements and recommend acceptance of donated conservation easements

for the purpose of protecting agricultural land, providing open space, and mitigating the impact of
development in the County.
Agricultural
Development Officer
Senior Administrative
Associate - PDR
GOALS:
Administer the Purchase of Development Rights (PDR) Program.

Accept and evaluate applications from landowners wishing to sell conservation easements to
the County, with assistance from the PDR Committee.
Recommend, through the PDR Committee, specific conservation easement purchases to the
Board of Supervisors.
Execute purchases and recordation of completed conservation easements in the land records of
the County.
Monitor and enforce all conservation easements.
Assist the County Attorney and landowners with specific conservation easement donations to
the County.
Continue to pursue increased funding from grants and other non-county sources for easement
purchases.
Accept and process PDR applications from landowners. Review all applications with PDR
Committee and conduct farm visits.
Coordinate application scoring by PDR Committee.
Educate landowners about PDR Program and possible tax benefits through workshops and
individual meetings.
Explore applicability of specific grant programs for conservation easement funding from the
Virginia Department of Agriculture and Consumer Services, Virginia Department of
Conservation and Recreation, U.S. Department of Agriculture, U.S. Department of the Navy,
and private land trusts.
Manage grant awards.
Prepare annual summary of PDR Program activity.
Monitor Virginia General Assembly activity on PDR funding, attend meetings, and provide
input when appropriate.
Monitor conservation easement stewardship funding program through DCR.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $112,657 $127,080 $135,586 $136,221 $138,047
Operating $1,015,586 $755,108 $772,380 $775,379 $621,679
Capital $0 $0 $25,000 $0 $0
Total $1,128,243 $882,188 $932,966 $911,600 $759,726
Revenue $361,240 $432,175 $265,000 $265,000 $105,000
Net Change in Fund Balance ($125,607) $196,653 ($25,702) $0 $0
Full Time Staff 2.00 2.00 2.00 2.00 2.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Conservation Easement Service District Fund includes
personnel expenditure increases due to rising benefit costs and a mid-FY 2017 two-percent cost-
of-living adjustment for permanent staff. In addition, the budget includes an adjustment in
Conservation Easements state funding allocation for the Purchase of Development Rights (PDR)
Program, due to State grant budget reductions. The special real estate tax levy is anticipated, with
no change in rate, to generate $654,726.
PROGRAM 1: Purchase of Development Rights (PDR) Program
The Countys Purchase of Development Rights Program (PDR) is a voluntary program for farm
owners who wish to protect their farmland from non-agricultural uses through the purchase of
perpetual conservation easements. The Agricultural Development Department administers this
program for the County.
FY 2015 FY 2016 FY 2017 FY 2018

PDR applications distributed and received 18 18 18 18
PDR applications approved 4 5 10 6

Landowners and advisors assisted with PDR
22 24 25 25
and land conservation
OBJECTIVE:
Promote the PDR Program and conservation easements through educational efforts.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Landowners provided with PDR/easement
20 20 22 22
info
Workshops offered for landowners 1 1 1 1
Landowner/advisors provided with PDR/

22 24 25 25
easement info
Value of PDR purchases $1,000,000 $1,000,000 $1,500,000 $1,000,000
Acres protected in PDR and donated

15,800 16,500 17,800 18,800
easements (cumulative)
Conservation Easements monitored 95 105 115 122
COUNTY ASSET REPLACEMENT FUND
BACKGROUND:
The County Asset Replacement Fund was established by the Board of Supervisors to create a fund
for the ongoing replacement needs of the Countys existing capital equipment and major systems.
The County maintains separate asset replacement funds for the General Government and the
School Division. These funds provide for the financing of major maintenance and systems
replacement, renovations and major asset replacements, principally through the accumulation of
cash funding and other resources.
Asset replacement submissions for the five-year planning period, covering FY 2018 through FY
2022, totaled $14,448,819 of which $1,465,225 was requested for FY 2018. The requested projects
were reviewed based on priority, need, available funding, and whether or not new requests
complied with the two-year budget process requirements for adjustments. The proposed Asset
Replacement Program totals $10,127,484 over the five-year planning period.
The FY 2018 Proposed County Asset Replacement Fund budget totals $1,359,000, to be funded
by a transfer of $1,329,000 from the General Fund and $30,000 in an annual anticipated revenue
from a surcharge on recordations, which is legally restricted to the ongoing maintenance of court-
related facilities.
COUNTY ASSET REPLACEMENT FUND
FY 2018-2022 County Asset Replacement Fund Budget Proposed
Department/Project FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2018-22 Total
Environmental Services - Convenience Sites

Site Vehicle $ - $ - $ - $ - $ 28,650 $ 28,650
Roll Off Trucks - 185,000 - - - 185,000
Recycling Packers 38,000 - - - 32,000 70,000
Waste Containers 20,000 20,000 20,000 20,000 20,000 100,000
C&D Waste Containers 20,000 20,000 20,000 20,000 20,000 100,000
General Services
County Vehicle Replacement $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 400,000
Major Equipment Replacement - 125,000 125,000 125,000 125,000 500,000
Major Systems Replacement 360,000 361,000 270,000 230,000 180,000 1,401,000
Courthouse Maintenance 30,000 30,000 30,000 30,000 30,000 150,000
Information Technology
Technology Review Board $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,000,000
Server and Switch Replacement 150,000 175,000 125,000 160,000 130,000 740,000
Call Manager - - 185,000 - - 185,000
Parks & Recreation
Small Projects Fund $ 100,000 $ 250,000 $ 200,000 $ 200,000 $ 200,000 $ 950,000
Sheriff's Office
Vehicle Replacement $ 441,000 $ 441,000 $ 441,000 $ 441,000 $ 441,000 $ 2,205,000
In Car Camera Replacement - 50,000 50,000 60,000 60,000 220,000
DIMS System Replacement - Photo Evidence System - - - - 60,000 60,000
Call Recording System refresh - CAD Server Replacement - - 121,908 - - 121,908
911 CPE Refresh/Replacement - 330,926 - - - 330,926
911 Center Dispatch Furniture Replacement - - - - - -
DFREM/VFRA
SCBA Replacement $ - $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,200,000
AED's Replacement - - 60,000 60,000 60,000 180,000
Total $ 1,359,000 $ 2,587,926 $ 2,247,908 $ 1,946,000 $ 1,986,650 $ 10,127,484
DEBT SERVICE FUND
BACKGROUND:
The Debt Service Fund was established by the Board of Supervisors as the repository of funding
for principal and interest costs on outstanding debt. The County has no statutory limit, or legal
debt margin, on the amount of debt it can issue. The Board of Supervisors has, however, adopted
financial policies that limit the amount of annual debt service payments, for tax supported debt, to
no more than 10% of appropriated County revenue. This fiscal policy serves as a guide for the
level of debt funded projects in the Capital Improvement Program. Debt is considered tax
supported if general tax revenues are used or if the County has made a pledge of annual
appropriation to repay the debt. This debt includes general obligation debt, Virginia Public School
Authority (VPSA) or Virginia Resource Authority (VRA) Bonds, and capital or master lease
agreements.
The County is a highly rated issuer of debt securities. The Countys long-term general obligation
bonds carry a rating of AA+ from Standard and Poors Financial Services, AA1 from Moodys
Investor Service, and AAA from Fitch Group. These ratings reflect the Countys management,
low debt ratios, and favorable location in Northern Virginia.
The FY 2018 proposed debt service expenditures are shown in the following table. Expenditures
consist of the actual amount of principal and interest payments due on debt issued in prior years,
the projected amount of principal and interest payments due in FY 2018, and certain servicer costs
incurred on debt. The FY 2018 anticipated debt service payments are estimated to represent 7.2%
of anticipated revenue.
In addition to the Debt Service Fund, certain projects related to the Volunteer Fire and Rescue
Association and Environmental Services Landfill operations are debt financed with the debt
service payment budgeted and funding allocated from their respective funds. Volunteer Fire and
Rescue Association station projects are financed by the companies, with the debt service payment
supported by the Fire and Rescue Levy. The landfill debt service payments are currently supported
by the Landfill Enterprise Fund and/or transfers from the General Fund and has no impact on the
Countys debt ratio.
Bonded Debt Authorization and Issuance Policies

The Constitution of Virginia and the Virginia Public Finance Act provide the authority for a
County to issue general obligation debt secured solely by the pledge of its full faith and credit, as
well as debt secured by the fee revenues generated by the system for which the bonds are issued
and, if necessary, by general obligation tax revenues. The County is also authorized to issue debt
secured solely by the revenues of the system for which the bonds are issued. There is no limitation
imposed by state law or local ordinance on the amount of general obligation debt which a County
may issue; however with certain exceptions, debt which either directly or indirectly is secured by
the general obligation of a County must be approved at public referendum prior to issuance. Debt
secured solely by the revenues generated by the system for which the bonds were issued may be
issued in any amount without a public referendum.
DEBT SERVICE FUND
FY 2018 Debt Service by Type

Division/Description Principal Interest Total
County Government
Capital Leases $ 455,914 $ 64,669 $ 520,583
Certificate of Participation 440,000 239,694 679,694
VRA Bond 709,075 532,747 1,241,822
Sub-total County Government $ 1,604,989 $ 837,110 $ 2,442,099
School Division
VA Public School Authority Bonds $ 5,020,000 $ 2,469,615 $ 7,489,615
General Obligation Bonds 2,314,000 655,800 2,969,800
Master/Capital Lease 166,898 15,125 182,023
Trustee Fees - - 8,300
Sub-total School Division $ 7,500,898 $ 3,140,540 $ 10,649,738
Total Debt Service Fund: $ 9,105,887 $ 3,977,650 $ 13,091,837
FY 2018 Projected Debt Service Fund Statement

Description Principal Interest Total
Revenue:
Transfer from General Fund $ 12,572,750
VPSA Credit 125,112
QSCB Tax Credit 393,975
Prior Years Fund Balance -
Total Revenues: $ 13,091,837
Expenditures: Principal Interest Total

County Government
New Baltimore Sewer Project $ 205,000 $ 38,447 $ 243,447
Vint Hill Sewer Expansion 235,000 201,247 436,247
Ambulance Lease 108,383 10,187 118,570
Public Safety Radio 347,531 54,482 402,013
Catlett-Calverton Sewer 350,000 273,000 623,000
Central Sports Complex 359,075 259,747 618,822
Subtotal County Government: $ 1,604,989 $ 837,110 $ 2,442,099
School Division
1997B Cedar Lee MS VPSA $ 175,000 $ 4,572 $ 179,572
1999A Brumfield ES VPSA 175,000 26,688 201,688
2000A Marshall MS VPSA 225,000 40,163 265,163
2001C Auburn MS VPSA 320,000 67,040 387,040
2003A Auburn/Thompson VPSA 580,000 190,095 770,095
2004A Liberty HS HVAC VPSA 185,000 64,519 249,519
2005D Liberty/Thompson/Cedar Lee VPSA 575,000 242,075 817,075
2007A Kettle Run/Greenville VPSA 1,705,000 898,965 2,603,965
2011 Fauquier HS VPSA QSCB 600,000 425,000 1,025,000
2012 Kettle Run GO Bond 2,240,000 432,750 2,672,750
2012 Fauquier HS VPSA 365,000 384,789 749,789
2013 Fauquier HS VPSA 115,000 125,709 240,709
2015 Kettle Run Bank Loan 74,000 223,050 297,050
School Bus Lease Purchase 166,898 15,125 182,023
Trustee Fees - - 8,300
Subtotal School Division: 7,500,898 3,140,540 10,649,738
Total Expenditures: $ 9,105,887 $ 3,977,650 $ 13,091,837
FIRE AND RESCUE LEVY FUND
Fire and Rescue Services in Fauquier County are divided into two groups, the Countys
Department of Fire, Rescue, & Emergency Management (DFREM) and the Volunteer Fire &
Rescue Association (VFRA). The Volunteer Fire and Rescue Association consists of 11 individual
fire and/or rescue companies governed by VFRAs constitution and bylaws. VFRA expenses are
funded by a special County-wide real estate tax levy.
Pursuant to Article III Section 9-11 of the Fauquier County Code, The Fauquier County Volunteer
Fire and Rescue Association is recognized as the coordinating organization of the individually
authorized volunteer fire and rescue companies. Requests for funding, benefits and any other
support provided by the County shall come through the Association and not individual
companies.
GOALS:
Represent the eleven member companies in accordance with the Fauquier County Code and
the Associations bylaws.
Strengthen recruitment and retention efforts for qualified volunteer personnel to provide
appropriate emergency response.
Provide appropriate personal living quarters in all fire/rescue stations to improve response
times as well as recruitment and retention.
Continue a capital improvement program to build new fire/rescue stations and renovate others.
Continue implementation of a new web-based Fire and EMS Incident reporting system.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $112,046 $38,799 $107,113 $107,113 $110,472
Operating $3,255,210 $3,309,540 $4,187,432 $3,888,880 $3,846,802
Capital $264 $0 $30,000 $0 $0
1
Transfers $1,232,917 $1,567,115 $2,882,781 $2,659,553 $2,751,149
Total $4,600,437 $4,915,454 $7,207,326 $6,655,546 $6,708,423
Revenue $419,986 $306,846 $268,764 $281,802 $283,802
Change in Net Position $577,469 $917,013 ($704,415) ($90,000) ($90,000)

1
Transfers consist of allocations for debt service expenses and to the General Fund to support training and safety
activities, and the full year of funding for 10 Fire & Rescue Technician II positions within the Department of Fire,
Rescue & Emergency Management (DFREM), as approved in the FY 2017 Adopted Budget.
BUDGET ANALYSIS:
The Fire and Rescue Levy is a special real estate tax levy. The levy is anticipated to yield
$6,334,621 in FY 2018. The tax increase in Tax Year 2016/FY 2017 Adopted Budget will support
the full year of costs for the ten career Fire and Rescue Technicians hired in mid-FY 2017.
Operating expenditure adjustments include a reduction based on one-time costs budgeted in FY
2017.
PROGRAM 1: Volunteer Fire & Rescue Association

The Volunteer Fire & Rescue Association (VFRA) receives funding from a special real estate tax
levy of 4.5. This levy provides funding for the association as a whole, for shared equipment and
services, and for each of the eleven volunteer fire and/or rescue companies in the County. This
levy provides funds for capital equipment purchases, infrastructure improvements, and operating
expenses, as well as insurance (vehicle, property, casualty, accident and disability) and
maintenance contracts which benefit all member companies. The annual funding methodology for
each of the member companies was established in FY 2003 by the VFRA based on a formula
utilizing activity levels within each response district. In CY 2015, the total number of Fire and
EMS incidents were 11,919.
The VFRA has established committees to oversee its operations and administer programs offered
to volunteers:
EMS Committee: Advanced Life Support (ALS) training and education funds are disbursed
through this committee, providing funding for volunteers to train for the National Registry
certifications for EMS as adopted by the State. This committee also:
o Acquires narcotics control boxes and medication bags for the fleet of ambulances and
response units.
o Stipulates service needs of contract with regional Rappahannock EMS (REMS) Council.
o Represents the VFRA on the REMS Council.
o Provides oversight of Advanced Life Support programs and Standard Operating
Procedures.
o Develops policies/procedures, working with the Virginia Office of Emergency Medical
Services.
Technical Support/Special Operations Committee: This committee oversees hazardous

materials response functions, including training at basic, operations, and technician levels,
required for participation as an EMT/Firefighter, defensive tactical operations, and offensive
operations, respectively. Each of these levels of training requires specific curriculum based on
Federal laws. The Special Ops Committee manages swift-water, dive rescue, and boat
operations, the all-terrain vehicles stationed at The Plains, Remington, and Warrenton
Companies, and ropes and trench operations.
Public Education Committee: This committee maintains the trailer, including equipment
and supplies, necessary to operate the Childrens Fire Safety House and the new childrens
safety program. The trailer is available to all fire and rescue companies and interested groups
throughout the County. The new program includes coloring books, pencils, and other
promotional materials related to fire safety for children.
Training Committee: This committee oversees and funds all training, except activities related
to Advanced Life Support (addressed under EMS Committee, above). All entry level,
management level, and special seminar training is reviewed and authorized by this committee.
The trailer is used at special events and during Fire Prevention Week, as described in Public
Education Committee above. The committees activities are funded by part-time, temporary
instructors.
Technical Equipment/Logistics Committee: Life safety issues such as maintenance and

repair of self-contained breathing apparatus (SCBA), cascade systems, compressors and gas
meters are handled by this individual. Required annual Immediate Danger to Life and Death
fit testing as well as identification cards for personnel are completed. All activities work to
maintain compliance with OSHA, NIOSH and NFPA guidelines. In addition, all fire & rescue
radio communication equipment (800 MHz and voice pagers) are serviced and maintained as
well as 31 EMS Laptop Computers are serviced & maintained by this individual.
Fire Operations Group (FOG): This group was created in FY 2010 at the discretion of the
volunteer fire and rescue president, career fire and rescue chief, and volunteer fire and rescue
chiefs group to enhance and establish standard operating procedures and guidelines for the
fire and rescue system. Numerous policies and operating manuals have been adopted providing
the various fire companies and units the ability to operate in a safe, efficient, and standardized
manner. Several training sessions have been created by the FOG and provided to the fire and
rescue system.
Battalion Chief / Command Program: An emergency incident presents a complicated and

rapidly changing situation. An effective command organization will assist in the elimination
of confusion at the incident and assist in accounting for all personnel operating within areas
that pose immediate danger to life and health (IDLH). The Battalion sub-group was created
through the Fauquier Fire Operations Group to establish a County battalion chief program to
run 24 hours a day. This group has created and offered incident command training and
education to all County fire and rescue system members, The BC group continues to create,
provide, and implement training and operating procedures.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Defibrillators maintained annually 95 95 95 95
Hazmat units, Fire Safety Trailer,
3 3 3 3
vehicles, etc., maintained
Awareness Training students (average) 80 80 80 80
Operations Training students 18 18 18 18
20
Technician Training students (average) 20 20 20
Detection / monitoring equipment
30 45 55 55
maintained
Firefighter I & II training
51/20,043 51/20,043 51/20,043 51/20,043
(students/hours)
EMT Training (students/hours) 72/11,088 72/11,088 72/11,088 72/11,088
Fire Instructor Class students (average) 24 0 0 0
Emergency Vehicle Operator students 62 62 62 62
Pump Operator students 34 34 34 34
Smokehouse education events 1 1 0 0
Community events (fair, etc.) 1 1 2 2
SCBA equipment maintained 263 263 275 275
800 MHz Radio / 400 MHz pager
725 725 800 800
equipment maintained
OBJECTIVES:
Continue Fire & Rescue support for the citizens of Fauquier County.
Improve retention of volunteer and career personnel by updating VFRA facilities and
equipment to meet current standards, providing a safe environment for personnel, and resulting
in better service delivery to County residents.
FLEET MAINTENANCE FUND
Fleet Maintenance delivers cost effective, quality, and timely services to its customers, functioning
as an independent, centralized component of the Department of General Services. Fleet
Maintenance provides vehicle and equipment maintenance and repair for the County, Public
Schools, and other external customers.
Director, General
Services1
Fleet Maintenance
Manager
Senior Administrative Senior Administrative

Associate Associate
Fleet Maintenance Parts Manager /

Service Writer
Shop Foreman Service Writer
Senior Mechanic (2)
Mechanic (7)
1
Position funded in General Services budget.
GOALS:
Provide efficient and effective vehicle and equipment maintenance and repair services to all
customers.
Meet established service delivery timelines.
Ensure vehicles and equipment meet established safety standards.
Minimize re-work required to complete maintenance and repairs.
Encourage employee growth by establishing a career ladder with pay increases and training
program required to achieve Automotive Service Excellence (ASE) certification.
Continue to monitor and analyze utilization of Countys fleet.
Continue to specify and recommend appropriate vehicles for Countys fleet.
Enforce Fleet Safety Program through Risk Management.
Install an automated vehicle wash.

Work with the Department of Fire, Rescue, and Emergency Management to develop a standard
emergency equipment package for public safety vehicles.
Set up an install shop within Fleet to fit and maintain all public safety vehicle emergency
equipment.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $910,008 $929,161 $1,012,658 $1,018,358 $1,049,024
Operating $2,729,446 $2,299,009 $2,724,981 $2,712,881 $2,682,215
Capital $10,347 $13,206 $121,500 $72,500 $72,500
Total $3,649,801 $3,241,376 $3,859,139 $3,803,739 $3,803,739
Revenue $3,666,050 $3,285,468 $3,743,739 $3,743,739 $3,743,739
Net Retained Earnings $16,249 ($44,092) ($115,400) ($60,000) ($60,000)
Full Time Staff 14.00 14.00 15.00 15.00 15.00

Part Time Staff 0.00 0.00 0.00 0.00 0.00
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Fleet Maintenance Fund includes personnel expenditure
permanent staff. In addition, the budgeted use of prior year available funding is allocated to
support one-time operating and capital expenditures including major equipment replacement and
upgrades.
PROGRAM 1: Fleet Maintenance Fund
FY 2015 FY 2016 FY 2017 FY 2018

County and School customers 46 46 46 46
External customers 12 15 17 20
Vehicles/small engine repairs 6,031 6,500 6,700 6,800
OBJECTIVES:
Provide customers with timely and accurate repairs within established time frames.
Improve customer service through the implementation of a training schedule and career ladder
for mechanics.
Assist in the development of new vehicle specifications, to ensure sustainability by Fleet
Maintenance.
Develop and implement schedule for non-public safety vehicle replacement subject to
availability in the Asset Replacement Fund.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Meet goals of the Unified Services 96%
96% 96% 96%
Agreement
Fleets service abilities reflected in new
93% 95% 98% 98%
vehicle specifications
Develop and implement career ladder based
on Automotive Service Excellence (ASE) 50% 75% 90% 100%
certifications
Scheduled vehicle downtime for PM <1 day
94% 95% 95% 95%
annually
Average age of non-public safety vehicles 6.0
10.4 9.5 8.0
(years)
HEALTH INSURANCE FUND
The Health Insurance Fund is an internal service fund that accounts for the provision of health
insurance benefits for County and School employees. The fund is supported by a combination of
payments from the County and School Division operating funds and employees health insurance
premiums.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $23,253,536 $26,791,580 $28,695,300 $29,797,372 $31,008,765
Operating $1,894,873 $1,408,015 $110,000 $110,000 $110,000
Capital $0 $0 $0 $0 $0
Total $25,148,409 $28,199,595 $28,805,300 $29,907,372 $31,118,765
Revenue $27,871,904 $27,871,904 $28,805,300 $29,907,372 $31,118,765
Change in Net Position $2,723,495 ($327,691) $0 $0 $0
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for Health Insurance Fund includes projected increases to the
health insurance (medical and prescription drug services) component of eight-percent based on
market guidance of the Countys health insurance consultant and the Countys historical average
annual increased cost. The FY 2018 Proposed Budget also includes a seven-percent contractual
increase in dental insurance. In addition, the proposed budget includes an allocation of increased
costs in health insurance to employee premiums, which would share the projected increase costs
between employer/employee at a ninety/ten percent split.
LANDFILL ENTERPRISE FUND
The Department of Environmental Services strives to maintain high customer service levels
through cost-effective programs that comply with regulatory requirements and the waste
management hierarchy: planning, education, source reduction, reuse, recycling, methane-to-
electricity, and waste disposal. The Landfill Fund provides a mechanism for the financial
management of the Countys transfer station/landfill and recycling facilities.
Director
Administration Recycling Operations
Administrative/ Recycling Operations

Accounting Manager Manager1 Manager
Administrative Recycling Information SWM

Specialist Program Coordinator (.5) Coordinator
Administrative SWM Operator II SWM Operator

Associate Sr. (2) III (10)
SWM Operator
Scale Cashier (2) SWM Operator I
III (2)
SWM Operator I
GOALS:
Maintain a high level of customer service and access to services.

Maximize waste diversion activities (education, source reduction, reuse, and recycling
programs).
Maintain efficient operations (safety, communications, high compaction rate, waste
decomposition, and inspection program to minimize inappropriate waste streams).
Proactively manage regulatory compliance.
Strive to be a good neighbor in all operations.
Improve gas and leachate programs to maximize onsite leachate management and maintain
regulatory compliance.
Purchase additional switch-out containers for the collection system
Improve hauling and staffing efficiency, as well as safety by not dumping/hauling in reduced
lighting conditions.
Landfill 149 planning.
BUDGET SUMMARY:
FY 2015 FY 2016 FY 2017 FY 2018 FY 2018
Costs:
Personnel $1,401,175 $1,499,820 $1,610,488 $1,620,247 $1,833,654
Operating $2,841,683 $4,155,438 $4,010,014 $4,012,967 $4,012,967
Capital $1,747,621 $1,275,402 $0 $0 $0
Total $5,990,479 $6,930,660 $5,620,502 $5,633,214 $5,846,621
Revenue $3,667,912 $3,381,274 $5,169,999 $5,180,273 $5,180,273
Change in Net Position ($1,644,288) ($3,070,172) $0 $0 $0
Full Time Staff 22.00 25.00 25.00 25.00 25.00

Part Time Staff 0.50 0.50 0.50 0.50 0.50
BUDGET ANALYSIS:
The FY 2018 Proposed Budget for the Landfill Enterprise Fund includes personnel expenditure
permanent staff. In addition, operating expenditures have been adjusted based on projected
increases in contractual costs and debt service payments. Revenue adjustments include approved
increases in e-waste disposal fees, to offset increased cost of disposal.
PROGRAM 1: Transfer Station/Landfill Operations
The transfer station/landfill operating budget includes landfill operations, gas and leachate
management, environmental monitoring, storm-water management, maintenance & repair, and
numerous other services. With Transfer operations, Municipal Solid Waste (MSW) Landfill
Permit #575 has approximately 30 years of permitted space remaining based on projected waste
deliveries and recycling.
FY 2015 FY 2016 FY 2017 FY 2018

Transferred, Landfilled, and Recycled 64,968 66,612 69,311 71,000
MSW Transferred N/A 44,962 45,171 45,400
Construction & Debris Landfilled
7,909 5,594 6,350 6,750
(Residuals)
Recycled 17,011 15,756 17,490 18,550
Public Presentations (Youth & Adult) 108 94 90 90
Cubic Yards of Landfill Space Used 79,928 9,824 11,083 11,750
1
Unless otherwise noted, service volumes are reported in tons.
OBJECTIVE:
Increase waste that is recycled and decrease the waste stream going to the Transfer
Station/Landfill.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Reduce MSW Transfer/Landfill Tons to
84.4% 86.4 % 85.1% 84.5%
Total MSW
Increase MSW Recycled Tons to Total
15.6% 13.6% 14.9% 15.5%
MSW
PROGRAM 2: Recycling Program
Textiles, shoes, belts, plastics, and paper materials are sorted and baled through the recycling
processing operation. Recycling and re-use is beneficial ecologically and diverts waste from the
transfer station thus shipping less tonnage and reducing waste from going into a landfill.
FY 2015 FY 2016 FY 2017 FY 2018

Textiles Processed & Recycled 91 85 95 95
Truck Loads Textiles 5 5 5 5
Plastics Processed & Recycled 328 206 225 250
Truck Loads Plastics 23 15 16 18
Cardboard Processed & Recycled 596 468 400 500
Truck Loads Cardboard 29 23 18 22
Mixed Paper Processed & Recycled 746 791 770 800
Truck Loads Mixed Paper 37 41 36 38
1
Unless otherwise noted, service volumes are reported in tons.
OBJECTIVES:
Improve production efficiency by increasing tonnage of textiles and plastics recycled.

Production efficiency is measured by the amount of recycled material per operating hours and
truck load.
Increase recycling rate.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
Pounds Processed/Total Operating
28 hours 28 hours 28 hours 28 hours
Hours (per week):
Textiles 129 120 128 135
Plastics 466 293 320 355
Cardboard 846 665 568 710
Mixed Paper 1,060 1,124 1,094 1,136
Maximize Loads:
Textiles 37,000 37,500 37,800 38,000
Plastics 28,553 27,480 28,125 27,778
Cardboard 41,074 40,733 45,000 46,000
Mixed Paper 40,326 38,798 42,200 42,600
Annual County Recycling Rate
43% 40% 42% 43%
(DEQ) by Calendar Year
PROGRAM 3: Construction & Debris (C&D) Recycling Program
The C&D Recycling Program diverts construction waste from going directly to the landfill or
transfer station enabling the recycling of materials that are problematic for landfills such as
drywall. Waste diversion by recycling and re-use extends the landfill life and reduces the amount
of waste processed and hauled in the transfer operation.
FY 2015 FY 2016 FY 2017 FY 2018

SERVICE VOLUME
Incoming C&D Tons Processed 15,297 12,766 12,700 13,500
Reuse/Recycled C&D Tons 7,388 4,727 6,350 6,750
Total Incoming Inert Material 2,805 3,020 3,250 3,500
OBJECTIVE:
Maximize the recycling rate to divert materials from being landfilled.
FY 2015 FY 2016 FY 2017 FY 2018

OUTCOME MEASURES
C&D Recycled Tons to Total
48% 37% 50% 50%
Incoming Mixed C&D Tons
C&D Recycled Tons to Total
56% 49% 60% 60%
Incoming C&D Tons (Mixed + Inert)

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Fauquier Proposed 2018 Budget

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FAUQUIER COUNTY, VIRGINIA

OFFICE OF MANAGEMENT AND BUDGET

10 Hotel Street, Warrenton, Virginia 20186

GENERAL FUND REVENUE

HEALTH AND WELFARE

CAPITAL IMPROVEMENT PROGRAM

February 23, 2017

TO: Board of Supervisors

FROM: Paul S. McCulla, County Administrator

SUBJECT: Proposed Fiscal Year 2018 Budget

FY 2018 Proposed Budget

Capital Improvement Program

Budget Process and Board Consideration

FY 2017 FY 2018 FY2017-18 FY 2017-18

School Division Funds

Total All Funds $ 389,973,258 $ 413,972,898 $ 23,999,640 6.15%

Less Transfers $ (100,297,630) $ (103,041,312) $ (2,743,682) 2.74%

Total Appropriations $ 289,675,628 $ 310,931,586 $ 21,255,958 7.34%

FY 2017 FY 2018 FY 2017-18 FY 2017-18

School Division Funds

Total All Funds $ 389,973,258 $ 413,972,898 $ 23,999,640 6.15%

Less Transfers (100,297,630) (103,041,312) (2,743,682) 2.74%

Total Appropriations $ 289,675,628 $ 310,931,586 $ 21,255,958 7.34%

FY 2018 FY 2018 FY 2018 % of Total

Total, Government & Schools $ 267,157,044 $ 104,374,236 $ 162,782,808 95.88%

Internal Service Funds

Special Revenue Funds

Total Appropriations $ 310,931,586 $ 141,159,431 $ 169,772,155 100.0%

FY 2017 FY 2018 FY2017-18 FY2017-18

Health & Welfare

Non-Departmental $ 2,034,420 $ 1,727,662 $ (306,758) -15.1%

Department Adjustment FTE Change

FY 2018 Proposed Budget Adjustments

FY 2016 FY 2017 FY 2018 FY 2018

Health and Welfare

County Total 678.42 693.53 700.53 703.47

School Division 1,836.10 1,898.53 1,898.08 1,900.84

Total FTE 2,514.52 2,592.06 2,598.61 2,604.31

General Fund Revenue Sources

General Property Tax State Revenue

Other Local Taxes

Use of Fund Balance

GENERAL FUND REVENUE SUMMARY

FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

Intergovernmental Revenue: 2,279,322 2,384,762 2,913,213 2,977,524 $ 592,762

Use of Fund Balance: $ - $ 1,327,321 $ 1,093,227 $ 1,093,227 (234,094)

General Fund Total: $ 176,193,968 $ 177,544,592 $ 179,557,867 $ 182,982,970 $ 5,438,378

GENERAL FUND REVENUE SUMMARY

Tax Year 2015-17 Property Tax Rates

Stormwater Management Fee $13.640 $13.640 $13.640

GENERAL FUND REVENUE SUMMARY

General Property Taxes

FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

GENERAL FUND REVENUE SUMMARY

Other Local Taxes

Permits, Fees & Licenses

Fines and Forfeitures

GENERAL FUND REVENUE SUMMARY

Use of Money and Property

Charges for Services

GENERAL FUND REVENUE SUMMARY

Miscellaneous Revenue & Recovered Costs

FY 2016 FY 2017 FY 2018 FY 2018 FY 2017-18

GENERAL FUND REVENUE SUMMARY