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Table of Contents
City Manager's Message Budget Overview Acknowledgments Distinguished Budget Presentation Award City of Norfolk Government City of Norfolk Ward Map City Council’s Vision for Norfolk City of Norfolk Organizational Chart Reader's Guide to the Budget Financial Policies Fund Structure Basis of Budgeting and Accounting Budget Process Budget Calendar Financial Plan General Fund Budget Overview Estimated General Fund Revenues by Source Estimated Revenues by Source (All Funds) Estimated Expenditures by Use (All Funds) Estimated Expenditures by Fund Type Estimated General Fund Expenditures by Area Major Revenue Sources Expenditure Summary Selected Tax Rates and Fees General Fund Balance Reserves Estimated General Fund - Fund Balance Summary of Changes in Fund Balance Summary of Changes in Net Assets Transfers From/To Full Time Equivalent (FTE) Staffing Summary Bonded Indebtedness Yearly Maturity of Long-Term Debt General Fund Revenues General Fund Revenue Summary Proposed Fee Changes Proposed Fee Changes General Fund Expenditures General Fund Expenditure Summary Strategic Goals and Objectives Strategic Goals and Objectives Annual Grants Plan Annual Grants Plan Legislative City Auditor
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City Clerk City Council City Real Estate Assessor Executive Budget and Strategic Planning City Manager Communications & Marketing Diversity, Equity, and Inclusion Housing and Community Development Resilience Department of Law City Attorney Constitutional Officers City Treasurer Clerk of the Circuit Court Commissioner of the Revenue Commonwealth's Attorney Sheriff and Jail Judicial Circuit Court Judges General District Court Juvenile and Domestic Relations Court Magistrate Norfolk Juvenile Court Service Unit Elections Elections General Management Finance General Services Human Resources Information Technology Community Development City Planning Economic Development Military and Community Affairs Neighborhood Services Office of Citizen Services Parks, Recreation and Culture Cultural Facilities, Arts and Entertainment Libraries Nauticus Office of Norfolk Arts Parks and Recreation The Slover Zoological Park Public Health and Assistance Human Services Norfolk Community Services Board 4 - Table of Contents
134 138 140 143 145 150 153 158 162 168 173 175 179 181 184 187 189 192 197 199 202 204 206 208 211 213 215 217 225 232 239 245 247 253 260 263 269 275 277 283 289 295 298 305 312 317 319 327
Public Health Public Safety Fire-Rescue Office of Emergency Management Police Public Works Public Works Transportation Transportation Central and Outside Agency Appropriations Central Appropriations Outside Agencies Debt Service Debt Service Public School Education Norfolk Public Schools Construction, Technology, and Infrastructure Performance Measures Proposed FY 2027 Budget Actions Norfolk Public Schools Summary School Operating Fund Grants & Special Programs and School Nutrition Local Revenue Allocation Policy Local Debt Service Capacity and School Construction Resolution Special Revenue Funds Special Revenue Fund Summary Golf Operations Public Amenities Towing and Recovery Operations Waste Management Enterprise Funds Enterprise Fund Summary Parking Facilities Fund Storm Water Management Utilities - Wastewater Fund Utilities - Water Fund Internal Service Funds Internal Service Fund Summary Fleet Management Norfolk Healthcare Consortium Capital Improvement Plan Capital Improvement Plan Housing and Community Development Annual Plan Housing and Community Development Annual Plan Norfolk Statistical Information Norfolk Statistical Information Glossary Glossary
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Employee Relations Committee Annual Report Employee Relations Committee Annual Report
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621 623
March 24, 2026
Honorable Mayor and City Council, I am submitting to you the Proposed Fiscal Year (FY) 2027 Financial Plan for the City of Norfolk, which is comprised of the General Fund, enterprise funds, special revenue funds, internal service funds, the Capital Improvement Plan (CIP), the Annual Plan for Housing and Urban Development (HUD) Block Grant programs, and the Annual Grants Plan. A summary of the Proposed Financial Plan is shown in the table below:
General Fund Enterprise Funds Special Revenue Funds Internal Service Funds
Proposed Budget $1,241,443,323 $220,645,693 $40,244,897 $132,363,393
Total Operating Funds
$1,634,697,306
Fund
Capital Improvement Plan
$335,320,881
Total Operating and Capital Funds
$1,970,018,187
Annual Plan for HUD Block Grants Annual Grants Plan
$6,054,939 $67,712,234
Total Financial Plan
$2,043,785,360
The proposed FY 2027 budget has been developed with a focus of aligning critical resources with City Council’s priorities. Factors influencing the approach to this set of policies include an anticipated reduction in national and regional economic growth, inflation, growing debt service, rising costs to provide city services, phasing out of one-time pandemic relief funds, and fiscal pressures related to tax-exempt properties and growth in general property tax relief. City staff and I have endeavored to direct the city’s revenues toward supporting targeted goals and desired outcomes, while at the same time enhancing services and policies that support local economic growth.
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FY 2027 CORE FOCUS AREAS Enhancing the essential services that residents rely on while supporting responsible financial decisions during a time of measured economic growth has guided the development of several core focus areas for the FY 2027 proposed budget. These core focus areas include: •
Investments in Public Safety
•
Investments in Public Education
•
Supporting Neighborhoods
•
Enhancing Community Beautification and Maintenance
•
Maintaining Financial Strength
•
Supporting a Strong and Resilient Economy
The FY 2027 proposed budget also makes significant investments which are designed to: •
Enhance employee recruitment and retention
•
Significantly expand the efforts of the Homeless Task Force
•
Expand tourism and Norfolk's visitor economy
BUDGET OVERVIEW Economic Outlook After a strong recovery from the pandemic, the city is entering a stabilization period of more moderate economic growth. The city's General Fund is estimated to grow by 4.19%, up from last year's 3.34%. Excluding one-time revenues, the growth is 3.8%. Federal Impact In 2025, federal policy shifts, including tariffs, federal workforce reduction measures, and the federal government shutdown caused economic uncertainty resulting in diverging trends in consumer spending. Despite these challenges, the national economy remained relatively resilient. The Hampton Roads area felt stronger impacts of this due to its heavy reliance on federal funding. For example, 14.94% of all employees in Norfolk are federal workers, compared to only 1.91% nationwide. Additionally, Norfolk’s economy is subject to impacts from export and import activity at the Port of Virginia.
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Employment As of December 2025, the city's unemployment rate is 4%, up 0.9 percentage points from the previous year, but lower than the national unemployment rate of 4.4%. The estimated real GDP growth for Hampton Roads is projected at 1% in 2025, reflecting a decline of 1.4% from last year. City Revenues Norfolk's Real Estate Assessor is projecting a 4% increase in property assessments, which is down from last year's increase of 5.4%. Revenues from personal property taxes are projected to rise compared to last year, driven by enhanced collection efforts for unpaid accounts. Sales taxes are expected to trend lower due to nationwide consumer sentiment remaining historically low, however, the city anticipates a 3.3% increase in revenue from consumption-based taxes, which include hotel, sales, and admissions taxes. The city's interest income is expected to be slightly lower than last year due to three federal rate cuts in 2025. Maintaining Financial Sustainability The proposed FY 2027 budget includes a strategic effort to reallocate resources, optimize day-today operations, and create responsible investments in a way that strengthens service delivery and long-term financial sustainability. Those city jobs which are identified as essential will continue to be prioritized for hiring with a focus on strengthening operational capacity while reducing reliance on temporary staffing and more strategically managing contracted resources. One-time funding opportunities have also been identified to support one-time expenditures. The Capital Improvement Plan is reduced overall with a concentration on high priority projects, and reallocation of funds from discretionary projects. Designated fund balances will be utilized to support priority capital improvement projects without placing additional pressure on ongoing operating revenues. Debt service continues to increase at a pace that exceeds current revenue growth due to large, generational investments which carry significant debt service implications. The commitment remains to reassess future debt issuance and strategic investments in response to changes in external funding, revenues available for debt repayment, and emerging budget priorities. We are continuing to reduce reliance on debt financing while ensuring compliance with the city’s adopted financial policies. The proposed CIP complies with the City Council's financial policies for debt affordability, and all financial policies of the city and the Commonwealth. As an integral part of the budget development process, input is received from residents and City Council members through year-round engagement and outreach to every ward in the city. In addition to the public hearing at Granby High School, which is scheduled for April 8th, an online comment form will be available on the city’s Citizen Cents webpage, our online budget public engagement hub, to give residents multiple avenues to provide input on the proposed budget. A summary of resident responses will be provided to Council.
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BUDGET HIGHLIGHTS AND INITIATIVES The FY 2027 proposed Operating Budget is roughly $1.2 billion. The total spending plan is more than $2 billion and includes approximately $335 million in CIP funds, $6 million in HUD entitlement grants, and $67 million in anticipated grants.
Investments in Public Safety The proposed FY 2027 budget prioritizes community safety by supporting efforts to reduce crime, strengthen emergency response, and foster an environment where residents and visitors are protected, safe, and supported. Public Safety Services • • • • • •
Funds for increased Detective training protocols within the Crime Investigations Program Funds to update the Norfolk Fire Rescue’s (NFR) integrated digital technology to deliver timely, targeted, and multi-sensory alerts to firefighters Funds for the replacement of Fire Station 9 and improvements to existing fire stations Funds for major maintenance at the Police Operations Center Funds for new fire apparatus Funds to acquire additional resources for critical-care victims in trauma units
Enhancements to Public Safety Recruitment and Retention For FY 2027, funding is planned in support of a major enhancement to Norfolk Fire-Rescue (NFR) work schedules, with a target implementation date of July 1, 2027. A proposed four shift schedule structure presents significant benefits for operational effectiveness and community safety in Norfolk. By distributing the work across four shifts, overtime costs can be significantly reduced, creating an opportunity for long-term cost savings. This is expected to increase recruitment and retention efforts for the department. Moreover, as call volumes increase, this system will ensure the department can maintain reliable response times and continue to provide lifesaving services for our residents. Other proposed improvements include: • •
Continuing a multi-year market adjustment modification to the Sheriff’s Office compensation plan Targeted adjustments to Master Police Officer compensation and career progression to address horizontal pay compression concerns and market competitiveness
Transportation Safety & Vision Zero Vision Zero is a multi-modal traffic safety program that aims to achieve a local transportation system with no fatalities or serious injuries. Vision Zero was adopted by Norfolk City Council in 2020 when the Department of Transportation was established. Funding has been provided to this program annually since FY 2020 and has been used to create a master plan to include planning for
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pedestrian, bike, transit, rail, freight, and auto transportation and to create new education and communication campaigns designed to improve data collection and evaluation, increase public outreach, and foster safer streets in Norfolk. Ongoing funding for the initiative is also used to upgrade infrastructure and advance the implementation of speed reduction initiatives in neighborhoods across the city. Continued efforts to increase pedestrian and vehicular safety in FY 2027 include: • • • • •
Replacements and upgrades to intersections and the city's traffic signal system to improve safety, traffic flow, and facilitate emergency operations Installation of new sidewalks Reconstruction of Westminster Avenue Funding for safety improvements in the Granby Street corridor Installation and improvement of ADA ramps citywide
Investments in Public Education Below listed are a few highlights of locally funded efforts in support of education. Local, State and Federal funding for Norfolk Public Schools is outlined in a subsequent section. Proposed investments in the FY 2027 budget include: • • • •
Funds for the construction of the new Maury High School, to feature outdoor learning spaces and athletic facilities, pedestrian pathways and enhanced facilities Multi-year investments in major maintenance and repairs of school facilities Acquisition of school buses for transportation and safety of students Additional $8 million in annual funding based on the city’s revenue sharing formula
Supporting Neighborhoods Supporting balanced and mixed-income communities by encouraging fair access to housing, economic opportunities, and city services is a priority in Norfolk. The FY 2027 proposed budget includes: •
Continued funding for St. Paul's Redevelopment for mixed-use, mixed-income development, the St. Paul’s Designation will bring roughly $5.5 million into the operating budget
•
Roughly $1 million in federal funding through the Annual Consolidated Plan will be used to fund projects for housing development and support, with additional funding for home renovations
Coastal Storm Resilience Project (CSRM) The CSRM project includes design and construction of storm surge barriers, levees, and pump stations to be completed in multiple phases over the next several years. The City’s ability to pay for the required non-federal match is largely dependent on the Commonwealth’s financial support. Norfolk was successful this year in receiving $25 million through the Virginia Community Flood
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Preparedness Fund (CFPF). Funds are included in the FY 2027 CIP to continue efforts on the current downtown phase of the project as well as non-structural measures in other areas of the city. Community Spaces and Recreation To enhance opportunities for recreation and beautification in open spaces, the proposed budget includes: • • •
Continued upgrades and major maintenance to community centers and neighborhood parks Funds to install historical neighborhood street signage Funds for Norview Community Center splashpad renovations
Infrastructure and Resilience Maintaining and protecting infrastructure strengthens safety and resilience across communities. Investments in the proposed budget include: • • • • •
Funds to construct offshore breakwaters, and provide for shoreline stabilization $1.8 million for emergency repairs of shoreline erosion in the 200 block of West Ocean View Avenue Rehabilitation of the Brambleton Avenue Bridge Funds for dredging the Lafayette River, South Blake Road area Repairs of Downtown Waterfront infrastructure
Public Health Ensuring public health and enhancing quality of life remain top priorities for Norfolk. The city will continue these efforts with additional equipment and technology used for vector control, strengthening our ability to prevent and respond to health risks in the community, and increasing Public Health staffing to monitor commercial waste disposal concerns. Utilities – Water & Wastewater We continue to make significant investments to ensure high quality water and wastewater services in the proposed budget, including: • •
Essential water and wastewater infrastructure upgrades to include replacements of the wastewater collection system, as well as water transmission and distribution mains Replacement of Lake Smith Culvert
Enhancing Community Beautification and Maintenance The proposed FY 2027 budget includes support for the city’s physical assets, facilities, and public spaces through enhanced beautification and regular maintenance.
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Public and Cultural Facilities While the ongoing facility needs study will inform future investments in public facilities, the city continues to address various maintenance needs including: • • • •
• • • •
Renovations at Chrysler Hall to modernize mechanical and electrical building systems and enhance visitor experience Renovations to the central plant for Scope Arena and Chrysler Hall Funds to repair the exterior of the historic Monroe Building (home of the Governor’s School for the Arts) Expanding the fiber-optic network for I-Net at various public facilities including fire stations, libraries, community and recreation centers, cemeteries, and the Norfolk Juvenile Detention Center Expansion of Jean MacArthur Research Center Upgrades and repairs to elevators in parking garages Addition of a maintenance team for the Virginia Zoo Creation of a position to manage exhibits at Nauticus
Public Art Investments proposed to enhance and increase access to artistic and cultural expression in Norfolk in FY 2027 include: • • •
Completion of the Waterside Parking Garage Mural Expansion of gallery hours at the Attucks Theatre Artwork installation at Huntersville Park
Additionally, various previously funded public art initiatives are underway: • •
• • • • • •
Keyhole Gateway Sculpture at new Fire Station 11 on Lafayette Blvd St. Paul’s area projects, including: o Holt Street Park Artwork installation in Kindred neighborhood o Church Street Plaza Artwork installation in Kindred neighborhood 11 utility boxes designed and reimagined by local and youth artists in Southside (Berkley, Campostella, and Indian River) and Ghent (Princess Anne and Llewellyn) Aluminum Butterflies installation at York Street Building Artwork installation at Fusion Apartments Complex in NEON District Greenspace artwork installation at Eastern Virginia Medical School (EVMS) Artwork installation at Barraud Park Public art mentorships at Tarrallton Community Center, Lafayette Library, Berkley Park, and the Police Operations Center
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Homelessness Mitigation and Support The proposed budget allocates additional staff positions for the Homeless Taskforce, which was established in FY 2025, as well as funding for community partners working to enhance intervention services and support for individuals and families. Funding will provide for additional housing stability services, counseling and outreach, and prevention strategies. The proposed FY 2027 budget includes: • •
•
Creation of nine new positions to support the Homeless Task Force and to provide for increased outreach services on nights and weekends $673,678 in HUD Annual Plan funding to support several FY 2027 homeless initiatives $220,964 directed towards homelessness mitigation and support efforts in partnership with For Kids
Investments in Team Norfolk Recruiting and retaining quality employees remains a priority to support high quality services. Updates in the FY 2027 proposed budget for Team Norfolk include: •
•
Service-based compensation steps to be provided in October 2026 for Police, Fire-Rescue, Sheriff’s Office and E-911; January 2027 for general employees, and a 2.5 percent general wage increase (GWI) in July 2026 for non-step plan employees, continuing with the prior implementation cycle Health insurance premiums are projected to increase by 5% for City of Norfolk (employer and staff) starting January 1, 2027, marking the first increase since January 2022
Maintaining Financial Strength Initiatives of the Operating Budget include: • • •
No Real Estate or Personal Property tax rate increases Reallocation of discretionary funding to support improving core services Utilization of designated revenue sources to reduce the growing impact of debt service on the operating budget
Initiatives of the Capital Improvement Plan include: • • • •
Continued evaluation of project impact and cost Transformational investment in Norfolk Public Schools facilities Enhanced focus on neighborhoods, resilience, and maintenance Continued support for maintaining and upgrading city infrastructure
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Supporting a Strong and Resilient Economy The FY 2027 proposed budget continues efforts to encourage business growth, attract new industries, create quality jobs, and strengthen the city’s capacity to withstand economic challenges. Targeted investments for FY 2027 include: • •
•
Investments towards the demolition of MacArthur Mall and infrastructure design in advance of redevelopment of the current site Continued funding of the Program for Improving Capacity and Capability (PICC) program, which supports local non-profit organizations, now that State and Local Fiscal Recovery Funding (SLFRF) has ended Continued funding for performance-based grants for business retention and expansion
Strategic planning ensures that all investments within the financial plan align with community priorities, adapt to changing economic conditions, and maximize overall impact.
NORFOLK PUBLIC SCHOOLS Norfolk Public Schools (NPS) will receive more state operating funding than in FY 2026, increasing by $15.1 million. Funding from Other Funds and Miscellaneous sources, however, will decrease by approximately $1.1 million (due to declines in indirect charges for expiring grants) while federal funding will decline by about $2.55 million (due to declining enrollment and lack of responses from the Federal Impact Aid survey). Based on the 2024 – 2026 biennium budget from the Virginia General Assembly, Norfolk's required local contribution will rise by nearly $15.2 million to $114.7 million. FY 2027 Proposed Investments for Norfolk Public Schools Since adopting the revenue-sharing formula for fiscal year 2020, City Council has made significant year-over-year allocations of funding to Norfolk Public Schools. The city’s total contribution to NPS, consistent with the revenue-sharing formula, will increase by approximately $8.3 million to $179.1 million. The Virginia Department of Education annually reports the “Percent of FY Actual Local Expenditures above the Required Local Effort”. Norfolk consistently ranks in the top half of the state for local funding effort above (top 5% for FY 2025) while also consistently ranking in the top 15% of the most fiscally stressed localities. This demonstrates City Council’s commitment to investments in public education. The proposed FY 2027 budget redirects $8,052,781 in FY 2025 reversion funds to support major school maintenance and the ongoing construction of the new Maury High School. Selected compensation-related highlights of the Superintendent’s proposed budget include:
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• • •
Increase starting pay for teachers from $60,008 to $61,289, a 2.1% increase Provide all full-time, contracted employees with a one-step increase and a cost-of-living adjustment for teachers, administrators, and classified employees Health insurance premiums are projected to increase for all employees starting January 2027
CONCLUSION The FY 2027 proposed budget reflects a commitment to advancing City Council’s objectives in a fiscally responsible manner, while making strategic investments that will benefit current and future generations in Norfolk. With guidance from residents and numerous stakeholders, this budget strategically directs resources to enhance public safety and strengthen critical infrastructure, making the city not only more functional, but more beautiful. At the same time, it expands support for those facing poverty or homelessness. The FY 2027 proposed budget advances strategic efforts to maintain Norfolk’s standing as a city that provides opportunities, whether for business owners, families, students or visitors. I would like to thank the staff from the Department of Budget and Strategic Planning for their work on this document and the Finance Department for their leadership, expertise and guidance. I look forward to discussing this budget with you over the next several weeks.
Respectfully,
Patrick Roberts City Manager
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Budget Overview
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ACKNOWLEDGMENTS The preparation of the city’s operating budget and capital improvement plan requires a tremendous amount of hard work and dedication on the part of many people. Developing expenditures and revenues information requires varying sources of data and multiple perspectives. The FY 2027 Budget and CIP were developed with the assistance of many who deserve acknowledgment and appreciation: • Residents of the city and civic league members, particularly those who attended community outreach meetings • Members of the city’s Employee Relations Committees • The Executive Budget Team • Department and Office Directors Special recognition and gratitude to the Department of Budget and Strategic Planning staff and others who worked to prepare this year’s budget. Mary-Elise Alworth, Dazzelle Bagtas, Jason Beasley, Haley Danielson, Nicholas Darrow, Jessica Dennis, Elijah Dow, Moira Facer, Akira Faltz, Atia Ferdousee, Christine Garczynski, Paul Harris, Brian Hostetter, Sid Kitterman, Matthew Konopka, Alahna Knight, Carl Larsen, Stephen Lucas, Charles Meek, Betty Meyer, Caylin Montebon, Izek Montebon, Cecelia Rieb, Nancy Rogan, Natasha Singh-Miller, Jay Spare, Kelly Weber Stefonowich, Genevieve Thomas, Andréa Vargas, and Timothy Werner.
City Manager,
Patrick G. Roberts,
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DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Presentation to the City of Norfolk, Virginia for its annual budget for the fiscal year beginning July 1, 2025. The review process by GFOA has not commenced for the annual budget for the fiscal year beginning July 1, 2026. This prestigious award is presented to governmental entities that prepare budget documents which exhibit the highest qualities in meeting or exceeding both the guidelines established by the National Advisory Council on State and Local Budgeting and GFOA’s standards of best practices. Documents submitted for the Budget Awards Program are reviewed by selected members of the GFOA professional staff and by outside reviewers with experience in publicsector budgeting. The award is valid for a period of one year. The FY 2027 budget continues to conform to program requirements and will be submitted to GFOA for award eligibility.
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CITY OF NORFOLK GOVERNMENT Norfolk City Council is the legislative body of the city government. It is authorized to exercise all the powers conferred upon the city by the Commonwealth of Virginia in the state constitution, state laws, and the Charter of the City of Norfolk. Norfolk City Council meets the second and fourth Tuesday of each month in Norfolk City Hall. The agenda and start times for the informal and formal sessions are posted on the city’s webpage. The Norfolk City Council is an elected body made up of the Mayor and seven Council members. The seven Council members are elected through a ward system, and the Mayor is elected at large by the residents of Norfolk. These members elect a vice president (Vice Mayor) of the Council. For further information on the duties, powers, and meetings of the Council, call the Office of the City Clerk, 757-664-4253 or see the City Council page on the Norfolk.gov website. The Norfolk City Council and the Ward to which each Council member represents are as follows: • Kenneth Cooper Alexander, Ph.D.; Mayor • Martin A. Thomas Jr.; Vice Mayor and Ward one • Courtney R. Doyle; Ward two • Mamie B. Johnson; Ward three • John E. “JP” Paige; Ward four • Thomas R. Smigiel Jr.; Ward five • Jeremy D. McGee; Superward six • Carlos J. Clanton; Superward seven The City of Norfolk operates under a Council-Manager form of government whereby the Council appoints a chief executive; the City Manager, Patrick Roberts. The Council also appoints a City Attorney, Adam Melita; City Auditor, Brad Smith; City Clerk, Richard A. Bull; and City Real Estate Assessor, W.A. (Pete) Rodda.
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CITY OF NORFOLK WARD MAP
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CITY COUNCIL’S VISION FOR NORFOLK Vision Statement • Norfolk is a national leader in the quality of life offered to all its citizens • This is achieved through effective partnerships between city government and its constituents • As a result, Norfolk is a physically attractive, socially supportive, and financially sound city • Here, the sense of community is strong • Neighborhoods are designed so that people of all ages can know their neighbors and travel the streets and sidewalks safely • The sense of community exists citywide • Norfolk is known nationally as a strategically located place where there are abundant and fulfilling employment, recreational, and educational opportunities
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CITY OF NORFOLK ORGANIZATIONAL CHART
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READER'S GUIDE TO THE BUDGET PURPOSE The budget is an instrument that sets policy and summarizes public service programs provided by the city government and how these programs are funded. It is the annual plan for coordinating revenues and expenditures. The budget presented covers the period of July 1, 2026 to June 30, 2027. The Adopted Budget document may include technical changes made after the City Manager's presentation of the Proposed Budget to City Council.
BUDGET OVERVIEW This section provides information on budget and financial policies, fund structure, basis of budget and accounting, budget process, and the budget calendar. The section also includes revenue and expenditure summaries, discussion of major revenue sources, indebtedness, and personnel staffing. Historical revenue and expenditure amounts for FY 2025 provided in the summaries do not include designations and financial adjustments posted after June 30, 2025.
GENERAL FUND REVENUE AND EXPENDITURE The General Fund is used to account for primary government services. A summary of historical and estimated revenue from each source is provided for the General Fund. For each department within the General Fund, a summary of historical and approved expenditures is provided. Historical revenue and expenditure amounts for FY 2025 do not include designations and financial adjustments posted after June 30, 2025.
ANNUAL GRANTS PLAN This section provides an overview of the grants that the city anticipates to receive annually from federal, state, and other agencies that are dedicated for specific purposes. This information provides readers a more complete picture of the city’s resources available to provide programs and services for residents.
DEPARTMENT BUDGETS This section provides detailed information on the budget of each department within the General Fund. This includes a brief description of Proposed FY 2027 budget actions, their impact on the budget and full-time equivalent (FTE) personnel. Program information and performance measure detail are included in the department budget pages. Historical revenue and expenditure amounts for FY 2024 and FY 2025 provided in the department summaries do not include designations and financial adjustments posted after June 30 of each fiscal year.
PUBLIC SCHOOL EDUCATION This section provides information on the adopted appropriation for Norfolk Public Schools.
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SPECIAL REVENUE, ENTERPRISE, AND INTERNAL SERVICE FUNDS These sections provide detailed information on the budget for the city’s Special Revenue, Enterprise, and Internal Service Funds. A brief description of Proposed FY 2027 budget actions, their impact on the budget, and full-time equivalent (FTE) personnel are provided in this section. Program information and performance measure details are included in the department budget pages. Historical revenues and expenditures for FY 2024 and FY 2025 provided in the department summaries do not include designations and financial adjustments posted after June 30 of each fiscal year.
CAPITAL IMPROVEMENT PLAN This section contains the city’s Capital Improvement Plan (CIP) for the next five years. Only the first year of the FY Proposed 2027-FY 2031 is appropriated by City Council and available for departments to spend. The section also includes sources of funding and information about major CIP projects and the implications of the CIP on the city’s debt service.
ANNUAL PLAN - U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD) ENTITLEMENT GRANT PROGRAM This section contains the Annual Plan for the Community Development Block Grant (CDBG), HOME Investment Partnerships Program, and Emergency Solutions Grant Program. The Annual Plan identifies the annual funding of the city’s priority community development projects and activities as outlined in the five-year Consolidated Plan.
NORFOLK STATISTICAL INFORMATION This section provides statistical and general information about the city such as an overview of the organization, services, and selected functions.
ORDINANCES AND GLOSSARY Once adopted by the City Council, the ordinances establishing the operating, capital improvement plan, annual grants, and the Annual Plan budget will be included in the document. The glossary provides definitions of budget-related terminology.
APPENDIX The appendix includes any compensation plan changes that will be implemented in fiscal year 2027.
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FINANCIAL POLICIES OPERATING BUDGET The Operating Budget for the city is developed pursuant to Section 67 of the Charter of the City of Norfolk, Virginia. In accordance with the City Charter, the City Manager submits to the City Council, no less than 60 days before the end of the fiscal year, an proposed operating budget for the ensuing fiscal year. The Operating Budget includes expenditure amounts based on detailed estimates furnished by departments and other divisions of the city government. The budget is presented in a manner that identifies appropriations, taxes, and estimated revenues with comparative statements. The budget is prepared by fund and department. Following the formal presentation of the Proposed Budget by the City Manager, a public hearing is conducted to provide an opportunity for the public to make comments on the Proposed Operating Budget and any proposed tax and fee adjustments such as proposed changes to the real estate tax rate. The public hearing for the Operating Budget is held at least seven days prior to City Council’s approval of the budget. City Council is required to approve a final operating budget no later than 30 days before the end of the current fiscal year. The formal approval of the budget is executed by the adoption of the ordinance delineating appropriations. Additional budget controls are set administratively by the City Manager as needed to meet City Council’s direction. Departments may transfer funds within a departmental budget with approval from the City Manager and the Department of Budget and Strategic Planning. Transfers between appropriation levels identified in the Operating Budget and CIP ordinances must be approved by the City Council. The Department of Budget and Strategic Planning is responsible for working with the City Attorney’s office to process required ordinances. The administration is committed to high standards of financial management and currently maintains and follows financial practices and guidelines. On February 26, 2019, City Council passed a resolution to update the city’s policies on reserves, debt affordability, and surplus funds utilization, and adopt new financial policies on pension funding and enterprise fund financial management. On May 11, 2021, City Council passed a resolution updating the Pension Funding Policy to allow for the positive impacts garnered from the sale of debt to refinance a portion of the city’s pension liability. The update also provides a framework of when the city’s existing reserves will be utilized. The city’s Reserve Policy documents the city’s approach to establishing and maintaining strong reserves across the spectrum of city operations. The policy is designed to: • Identify city operations and functions for which reserves should be established and maintained, considering risks to the operation from unexpected events and the availability of other resources to address such events, and the volatility of expenditures and revenues of the operation • Establish target reserve levels and provide a time frame for meeting reserve targets, using a phased approach where necessary so that reserve goals are balanced appropriately with current budget availability • Establish criteria for the use of reserves and the process to replenish reserves Financial policies demonstrate commitment to consistent financial practices, operational efficiencies, and best practices; preserve fiscal integrity; and improve fiscal stability to promote long-term fiscal sustainability. Sound financial management practices contribute to maintaining high city credit ratings and lower borrowing costs for capital projects.
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RESERVE FUNDS Description
General Fund Unassigned Reserve
Risk Management Reserve
Economic Downturn Reserve
Policy Maintained for the purpose of sustaining General Fund operations in the case of public emergency such as a natural disaster or other unforeseen catastrophic event, and will not be accessed to meet operating shortfalls or to fund new programs or personnel. At least 10% of General Fund expenditures plus General Fund transfers out. City Council must approve all planned uses. Provide funding sources for certain claims made against the City. Maximum funding of $8,000,000 and no less than $5,000,000. City Council must approve all withdrawals. Serves as a countercyclical reserve or "bridge funding". The Council may use this to transition expenditure growth to match slower revenue growth during an economic recession, or to mitigate the impact of a severe, but temporary revenue loss, or to fund one-time economic stimulus to speed the city's recovery from an economic downturn. Fund at no less than 2.5% of the three year average of real estate tax revenues, not-to-exceed $5,000,000. City Council must approve all withdrawals.
The reserve can be used to advance inclusive economic development and reduce inequities by improving the health, stability and economic security of residents and neighborhoods; fostering business and job growth; Inclusive Development and Housing increasing household wealth; supporting affordable housing initiatives; and Opportunity Reserve supporting people, places, and actions that promote inclusive economic growth throughout the city’s diverse communities. Supports inclusive economic growth, with a targeted threshold of $2,000,000. City Council must approve all withdrawals. Reserve Replenishment
In the event a reserve is used to provide for temporary funding needs, the city shall restore the reserve to the minimum level within five fiscal years following the fiscal year in which the event occurred and shall include a projected timeline for full reimbursement in the authorizing ordinance.
PENSION FUNDING Description
Pension Funding Policy
28 - Budget Overview
Policy The year following the issuance of pension obligation bonds, the contribution will be the current year’s actuarially defined contribution plus debt service on the bonds. Each subsequent year, the city’s total pension contribution will be the greater of the prior year’s contribution or the current year’s actuarially defined contribution. The contribution may be adjusted if one of the following conditions is met: 1). NERS’ funded ratio reaches 100%, 2). the year over year increase in the city’s total pension contribution exceeds 6% or 3). if the total pension contribution rises above $80,000,000. The city will strive to fund the actuarially defined contribution plus debt service on the pension obligation bonds in any year. The city’s enterprise funds will pay their respective portion, from dedicated fees and revenues, of pension costs including debt.
DEBT AFFORDABILITY MEASURES Description
Policy
Net Debt as a Percent of the Total Assessed Value of Taxable Property
Keep General Fund net debt below 3.5% with a not-to-exceed of 4.0% of the total assessed value of taxable property. For purposes of this ratio, the city will exclude debt issued to fund pension costs, as that debt is replacing an existing liability rather than funding a new capital project.
Debt Service as Percent of General Fund Budget
Keep General Fund debt service below 10% with a not-to-exceed of 11% of General Fund budget. For purposes of this ratio, the city will exclude the debt service on debt issued to fund pension costs, as that debt is replacing an existing liability rather than funding a new capital project.
Ten-year (10) General Obligation Strive to repay the principal amount of the long-term general obligation Payout Ratio bonds by at least 55% or greater within 10 years. Overlapping Debt – e.g. Special service district financing The total amount of overlapping debt not to exceed 0.5% of total or tax increment financing that would assessed value of taxable property. be subject to annual appropriation Limit the city’s outstanding debt with variable interest rate to no more Variable Rate Debt than 20% by fund.
USE OF SURPLUS Description
Policy Use of Surplus Entire prior fiscal year-end surplus will fund reserves until the minimum requirement of each reserve has been met. 1
If reserves are not at their required minimum.
2
If reserves have met the required 50% of prior fiscal year-end surplus will fund reserves and minimum, but not the maximum. 50% will cash fund (PAYGO) the Capital Improvement Plan.
3
Entire prior fiscal year-end surplus will cash fund (PAYGO) the If reserves are fully funded at the Capital Improvement Plan or one-time technology and maximum requirement. equipment purchases.
Surplus Policy
Funding of reserves will be in the following priority. 1. General Fund Unassigned Reserve 2. Risk Management Reserve 3. Economic Downturn Reserve 4. Inclusive Development Opportunity Reserve
PARKING FUND Description Debt Service Coverage Unrestricted Cash
Policy Maintain debt service at a minimum of 1.1 times. Maintain a minimum of 240 days of operating and maintenance expense.
Budget Overview - 29
Parking Fund (continued)
Description Repair & Replacement Reserve
Ten-Year Financial Plan
Policy Intended to be used for emergency or unforeseen capital needs. Maintain a repair and replacement reserve of $1,000,000 within five years. City Council must approve all withdrawals. Develop a ten-year financial plan annually that integrates revenue and expense projections and project cashflow forecasts relative to the financial policies.
WATER UTILITY FUND Description Debt Service Coverage Unrestricted Cash Repair & Replacement Reserve
Return on Investment (“ROI”)
Payment in Lieu of Taxes (“PILOT”) Ten-Year Financial Plan
Policy Maintain debt service at a minimum of 1.5 times gross of ROI and PILOT. Maintain a minimum of 240 days of operating and maintenance expense. Intended to be used for emergency or unforeseen capital needs. Maintain a repair and replacement reserve of $2,000,000 within five years. City Council must approve all withdrawals, and the intended use must comply with all legal and Master Indenture of Trust requirements. The General Fund ROI transfer from the Water Utility Fund shall not exceed $8,500,000 in a given year. Additional transfers may only be considered in the event the Water Utility Fund receives one-time, significant revenues and provided that the additional transfer would not cause the Fund to fail to adhere to any other financial policies. The PILOT paid by the Water Utility Fund to the General Fund to be based on the taxable assessed value of real property using the applicable tax rate. Develop a ten-year financial plan annually that integrates revenue and expense projections and project cashflow forecasts relative to the financial policies.
WASTEWATER UTILITY FUND Description Debt Service Coverage Unrestricted Cash Repair & Replacement Reserve
Return on Investment (“ROI”)
30 - Budget Overview
Policy Maintain revenue bond debt service at 1.15 times and 1.1 times combined coverage (General Obligation and Revenue) minimum gross of ROI and PILOT. Maintain a minimum of 180 days of operating and maintenance expense. Intended to be used for emergency or unforeseen capital needs. Maintain a repair and replacement reserve of $1,000,000 within five years. City Council must approve all withdrawals. The General Fund ROI Transfer from the Wastewater Utility Fund shall not exceed $1,500,000 in a given year. Additional transfers may only be considered in the event the Wastewater Utility Fund receives one-time, significant revenues and provided that the additional transfer would not cause the Fund to fail to adhere to any other financial policies.
Wastewater Utility Fund (continued)
Description Payment in Lieu of Taxes (“PILOT”)
Ten-Year Financial Plan
Policy The PILOT paid by the Wastewater Utility Fund to the General Fund to be based on the taxable assessed value of real property using the applicable tax rate. Develop a ten-year financial plan annually which integrates revenue and expense projections and project cashflow forecasts relative to the financial policies.
STORM WATER UTILITY FUND Description Debt Service Coverage Unrestricted Cash Repair & Replacement Reserve
Ten-Year Financial Plan
Policy Maintain revenue bond debt service coverage minimum at 1.15 times coverage and 1.1 times combined coverage (General Obligation and Revenue). Maintain a minimum of 180 days of operating and maintenance expense. Intended to be used for emergency or unforeseen capital needs. Maintain a repair and replacement reserve of $1,000,000 within five years. City Council must approve all withdrawals. Develop a ten-year financial plan annually that integrates revenue and expense projections and project cashflow forecasts relative to the financial policies.
CAPITAL IMPROVEMENT PLAN The city uses several guiding principles and best practices to manage the Capital Improvement Plan (CIP). The principles (see Guiding Principles under CIP section) governing the CIP are closely linked with the debt affordability measures in the financial policies described in the previous section. To be included in the CIP, a project must cost $75,000 or more and should enhance, increase the value of, or extend the life of the asset by more than the life of the debt instrument used to finance the improvement or grant program. Various sources of funding are used to fund the CIP. These sources include General Fund supported debt and nongeneral fund supported debt, such as revenue bonds or cash contributions from various resources. For general capital improvements, the city strives to achieve an annual pay-as-you-go cash contribution.
MULTI-YEAR PLANNING The city’s multi-year planning process includes preparing a long-term base budget forecast annually. The long-term forecast of base revenues and expenditures enables the city to plan for the upcoming fiscal year’s budget and to identify financial challenges projected over the next five years. The long-term forecast is also utilized for monitoring the city’s debt affordability measures. In addition, the annual budget development process incorporates a two-year lens, whereby each recommended budget action is analyzed to determine its impact not just in the upcoming fiscal year but also in the following year. In the summer of each fiscal year, the Department of Budget and Strategic Planning (B&SP) Budget Team initiates the process of compiling information for the long-term forecast from city departments, regional and city partner agencies, state and federal agencies, and state and regional economists. In FY 2019, B&SP integrated the long-term forecast submission process in the performance budgeting (“budget”) system. As a result of the budget system Budget Overview - 31
enhancement, items in the forecast were seamlessly incorporated in the department’s base budget for the upcoming fiscal year. The actions in the prior year’s adopted budget (FY 2026) that impact the following fiscal year’s base budget are incorporated at the starting point of the following year’s long-term forecasting process. Also, the long-term base revenue forecast is updated to reflect actions in the adopted budget. During the fall, B&SP refined the long-term forecast compiled during the summer. Although the long-term forecast was not presented at the fall financial update, the internal long-term forecast highlighted the projected fiscal impact from the Norfolk casino delay in coming online, compensation and benefit cost increases, debt service payment increases, other inflationary and contractual increases, and the potential use of one-time funds to bridge the budget deficit. The long-term base budget forecast annually incorporates adjustments to base revenues and expenditures due to: state, federal, and local mandates; debt payments; compensation and benefit cost increases; and other inflationary or contractual cost increases needed to maintain existing levels of service; the estimated impact of the Norfolk Public Schools (NPS) revenue sharing formula; obligations related to regional partnerships; the opening of new city facilities; economic development projects coming to fruition; national, state, and regional economic forecasts; state budget actions enacted by the General Assembly; state budget forecasts; annualization of prior year prorated costs; and removal of one-time budgetary items. However, the base revenue and expenditure forecast does not include: new fees; fee or tax rate changes; the cost of budget enhancements such as, new programs or initiatives, and program or service expansion; or policy changes under consideration and requiring City Council or administrative action. The preliminary long-term forecast provided the start point of the development of the budget for the upcoming fiscal year (FY 2027) as well as the base budget outlook for the following year (FY 2028).
32 - Budget Overview
FUND STRUCTURE The city uses fund accounting to ensure and demonstrate compliance with finance-related legal and regulatory requirements. A fund is a grouping of related accounts used to maintain control over resources that have been segregated for specific activities or objectives. The city’s funds can be divided into four categories: governmental funds, proprietary funds, component unit funds, and fiduciary funds.
GOVERNMENTAL FUNDS Governmental funds consist of the General Fund, Special Revenue Funds, Capital Projects Fund, and Permanent Fund. Most governmental functions of the city are financed through these funds. Governmental funds are supported by taxes and intergovernmental revenues. The modified accrual basis of accounting is used for the budgets of all governmental funds. General Fund The General Fund accounts for the city’s normal recurring activities such as police, fire-rescue, public education (K12), and public works. These activities are supported by revenue from: general property and other local taxes; permits, fees, and licenses; fines and forfeitures; use of money and property; charges for services; recovered costs; and aid from the Commonwealth and Federal Government. Special Revenue Funds The Special Revenue Funds account for the proceeds of specific revenue resources restricted or committed to expenditure for specific purposes (other than expendable trusts or major capital projects) and require separate accounting because of legal or regulatory provisions or administrative action. Capital Projects Fund The Capital Projects Fund accounts for the acquisition, construction, or renovation of major capital facilities of the city and Norfolk Public Schools.
PROPRIETARY FUNDS Proprietary funds consist of Enterprise Funds and Internal Service Funds. Enterprise Funds account for operations similar to those found in the private sector and include Water Utility, Wastewater Utility, Storm Water Management, and Parking Facilities. Internal Service Funds account for the financing of goods and services provided by one department to other departments in the city and include Healthcare and Fleet Management. Enterprise Funds Water Utility Fund This fund accounts for the operations of the city-owned water system. The cost of providing services is financed or recovered through user charges to customers, which include Norfolk residents, commercial customers, the U.S. Navy, and other regional localities and authorities. Wastewater Utility Fund This fund accounts for the operation of the city-owned wastewater (sewer) system. The cost of providing services is financed or recovered through user charges to Norfolk residential and commercial customers.
Budget Overview - 33
Storm Water Management Fund This fund accounts for the operation of the environmental storm water management system, including maintenance of storm water drainage facilities. The cost of providing services is financed or recovered through user charges to Norfolk residents and commercial and industrial customers. Parking Facilities Fund This fund accounts for the operation of city-owned parking facilities (garages, lots, and on-street meters). The cost of providing services is financed or recovered through user charges for long-term and short-term customer use and fines for parking violations. Internal Service Funds Healthcare Fund This fund accounts for the financing of medical coverage provided to employees of the Norfolk Healthcare Consortium through a city-administered health insurance plan. The Consortium includes the City of Norfolk, Norfolk Public Schools, and the Norfolk Redevelopment and Housing Authority. Employees and the Consortium share the costs of the health insurance premium, medical claims, administrative costs, wellness program costs, fees related to the Affordable Care Act, and benefit consultant expenses are paid by the Healthcare Fund. Fleet Management Fund This fund accounts for the maintenance, repair, and service for the city fleet of vehicles, heavy equipment, and miscellaneous machinery.
COMPONENT UNIT FUNDS School Operating Fund The School Operating Fund is the General Fund of the School Board. It accounts for all financial resources except those required to be accounted for in another fund, such as School Nutrition Services. The primary sources of revenue are the city’s local contribution, basic school aid and sales tax revenues from the state, and educational program grants. Major expenditures are for instructional salaries and schools’ facility operating costs. School Grants This fund accounts for revenues and expenditures for federal, state, and other grants for educational programs. School Nutrition Services This fund supports the school breakfast and lunch program. School Nutrition Services is a self-funded non-reverting operation supported through cafeteria sales and federal and state reimbursements.
FIDUCIARY FUNDS AND ENDOWED CARE FUND Fiduciary Funds are used to account for resources held for the benefit of parties outside the city and include the city’s Pension Trust Fund, Pension Funding Trust Fund, Commonwealth of Virginia custodial fund, and other custodial funds. Custodial funds are used to account for assets held by the city for individuals, private organizations, other governmental units, and/or other funds. The Endowed Care Fund is used to report resources that are restricted by the City Code to be used for perpetual and endowed care at certain city-owned cemeteries. Fiduciary Funds and the Endowed Care Fund are not included in the city’s budget, since its resources are not available to support the city’s own programs. These funds financial statements are presented separately within the city’s Annual Comprehensive Financial Report.
34 - Budget Overview
FUND STRUCTURE
Budget Overview - 35
BASIS OF BUDGETING AND ACCOUNTING BASIS OF BUDGETING This budget document reflects two methods of recognizing and accounting for revenues and expenditures, modified accrual and accrual. The modified accrual basis of accounting is used for the budgets of governmental fund types (General Fund, Special Revenue Funds, and Capital Projects Funds) of the city. The accrual basis of accounting is used for budgeting Enterprise Funds and Internal Service Funds except for depreciation, debt principal payments, capital outlay, and contractual commitments (see Basis of Accounting below). The modified accrual basis is used for governmental fund types where expenditures are recorded as expenditures when the related fund liability is incurred (except for interest on general long-term liabilities). For budgetary purposes, purchase orders issued and other contractual commitments are considered expenditures when executed. Revenues are recorded when they are measurable and available. The accrual basis recognizes expenses when the liability is incurred regardless of the related cash flows. Revenues, however, are recognized when earned. The accrual methodology is based upon known present and future expenses and revenues and not upon cash spent or received. The level of control at which expenditures may not exceed the budget is at the department level for the General Fund and fund level for all other funds. The City Manager is authorized to transfer within any department, or activity with excess funds appropriated within the same department, or activity all or any part of such excess appropriation. Unencumbered appropriations lapse at the end of the fiscal year, except appropriations that are designated or are for the Grants (Special Revenue) and Capital Improvement Programs, which are carried forward until the designation, grant, or project is completed or terminated.
BASIS OF ACCOUNTING The Annual Comprehensive Financial Report (ACFR) presents the status of the city’s finances in accordance with Generally Accepted Accounting Principles (GAAP). In most cases this conforms to how the city prepares its budget. Exceptions are as follows: • Compensated absences are recorded as earned by employees (GAAP basis), as opposed to being expended when paid (Budget basis); • Principal payments on long-term debt within the Proprietary Funds reduce the amount of debt remaining on a GAAP basis as opposed to being expended on a Budget basis; • Capital Outlay within the Proprietary Funds is recorded as assets on a GAAP basis and expended on a Budget basis; • Depreciation expenses are recorded on a GAAP basis only; and • Recording unfulfilled purchase orders and contractual obligations as expenditures in the year executed. In addition to the fund financial statements, government-wide financial statements are prepared on the accrual basis of accounting. In government-wide financial statements, certain funds are grouped together for reporting purposes.
36 - Budget Overview
BUDGET PROCESS FORMULATION OF THE CITY MANAGER’S PROPOSED BUDGET The City Charter requires the City Manager to prepare and submit to the City Council an annual budget. The annual budget process commences at the beginning of the fiscal year. The budget calendar establishes the timeline for the process, dates for submission of department requests, budget work sessions, and public hearings leading to final adoption of the budget. Department requests are based on budget instructions. Each request must relate to the organization’s program objectives and the priorities of the city. The requests are received and compiled by the budget staff. Due to revenue constraints, departments are generally encouraged to develop proposals to realign or reduce expenditures rather than seek additional funding. An operating budget is adopted each fiscal year for the General Fund, Enterprise Funds (Water Utility, Wastewater Utility, Storm Water Management, and Parking Facilities), Special Revenue Funds (Golf Operations, Public Amenities, Towing and Recovery Operations, and Waste Management), and Internal Service Funds (Fleet Management and Healthcare). Budgets are also individually adopted within the Special Revenue (Grants) Fund. Ordinances are generally adopted when a grant to the city has been awarded. Recurring grants identified in the Annual Grants Plan section are appropriated as part of the operating budget ordinance. All funds are under formal budget control, the most significant of which is the General Fund. No less than 60 days before the end of the current fiscal year, the City Manager submits to the City Council an adopted operating budget for the next fiscal year. The Operating Budget includes recommended expenditures and the means to finance them. The Adopted Budget may include technical changes made after the City Manager’s presentation of the Proposed Budget to City Council.
CITY COUNCIL’S AUTHORIZATION AND APPROPRIATION After general distribution of the Proposed Budget, public hearings are conducted to obtain comments and recommendations from the public. No less than 30 days before the end of the fiscal year, the City Council shall pass an annual appropriation ordinance which shall be based on the budget document submitted by the City Manager and subsequent changes made by the City Council. The Annual Operating Budget Ordinance appropriates funding for use by departments for salaries, benefits and positions, and nonpersonnel as set forth in the detailed budget document. Amounts appropriated to each department are intended to be expended for the purposes designated by object group categories including: personnel services; materials, supplies and repairs; contractual services; equipment; public assistance; department specific appropriation; and debt service.
CITY MANAGER’S AUTHORIZATION In accordance with the City Charter, at least 60 days before the end of each fiscal year, the City Manager shall prepare and submit to the City Council an annual budget for the ensuing fiscal year. The budget shall be balanced at all times. The total amount of appropriations shall not exceed the estimated revenues of the city. In a given year, the City Manager is authorized to transfer within any department, or fund that is not the General Fund, with excess funds appropriated to said department or fund as necessary.
Budget Overview - 37
BUDGET IMPLEMENTATION Once the budget is adopted, it is effective on July 1 and becomes the legal basis for the programs and services of each department of the city during the fiscal year. No department or other agency of the city government may spend in excess of adopted and appropriated amounts, unless authorized by budget transfer as approved by the City Manager or City Council, dependent on the level of authority required. Financial and programmatic monitoring of departmental activities to ensure conformity with the budget takes place throughout the year. The budget can be found in the libraries and on the city website. In the event the City Manager becomes aware of a significant revenue reduction, steps will be taken to reduce expenditures to stay within anticipated revenues, including notifying City Council. Budget amendments may be made by the City Council to meet the changing needs of the city. The means by which the City Council may amend the budget include, but are not limited to, appropriation of additional funds and decreasing the amount of appropriated funds.
CAPITAL IMPROVEMENT PLAN, ANNUAL GRANTS PLAN, AND ANNUAL PLAN City Council also adopts a Capital Improvement Plan, Annual Grants Plan, and the Annual Plan budget. These budgets are submitted by the City Manager with the Operating Budget, and public hearings are held and the budgets are legislatively enacted through adoption of ordinances. Appropriations for project funds and grant funds do not lapse at year end, but continue until the purpose of the appropriation has been fulfilled or terminated. Amendments to these budgets may be affected by City Council actions. The level of budget control is on a project basis with additional administrative controls being exercised.
BUDGET PRINCIPLES AND POLICIES These include the following: • Provisions to strive for a structurally balanced budget whereby ongoing expenditures are supported by ongoing revenues; • Preparation of a mid-year budget update, reporting projected revenues and expenditures for the entire fiscal year and receipt of unanticipated revenues and other major changes to the adopted budget; • Preparation of a five to ten-year forecast, which serves as the basis for the City Manager’s annual recommended budget; and • Requirement that the City Manager prepare a Five-Year Capital Improvement Plan that incorporates operating costs and is stated in “year of expenditure dollars.”
38 - Budget Overview
BUDGET CALENDAR Date
Responsible Party
August 2025September 2025
City Departments
Departments Submit Capital Improvement Budget Requests
N/A
October 2025 December 2025
City Departments
Long-term Forecast Operating Budget Requests Departments Submit Operating Budget Requests
N/A
Department Meetings with Management Leadership Team on Operating and Capital Budget Requests
N/A
December 2025 March 2026
February 4, 2026 March 23, 2026
Budget and Strategic Planning Management Leadership Team City Departments Norfolk Public Schools Housing and Community Development
March 24, 2026
City Manager
March 28, 2026
City Clerk
March 31, 2026
City Clerk
April 8, 2026
City Council
April 28, 2026
City Council
May 12, 2026
City Council
Description
Legal Requirement
School Board proposes FY 2027 Educational Plan and Budget.
Code of Virginia 15.2-2503 U.S. Department of Public Hearing Notice of the HUD Grant (CDBG, Housing and Urban ESG, and HOME) Budget Development (HUD) City Manager Presentation of Proposed Budget to City of Norfolk Charter City Council Sec. 67 Public Hearing Notice of the Real Estate Tax Code of Virginia Increase due to increased reassessment 58.1-3321 Public Hearing Notice of the Operating and Code of Virginia Capital Improvement Plan Budgets 15.2-2506, 58.1-3007 Public Hearing on the Operating, Capital Code of Virginia Improvement Plan, and HUD Grant (CDBG, ESG 15.2-2506, 58.1-3007 and HOME) Budgets Public Hearing on the Real Estate Tax Code of Virginia Increase due to increased reassessment 58.1-3321 City of Norfolk Charter Sec. 68 City Council Budget Adoption Code of Virginia 15.2-2503
Budget Overview - 39
FINANCIAL PLAN The city’s financial plan consists of the General Fund and other operating funds, Capital Improvement Plan, Annual Grants Plan, and Annual Plan for U.S. Housing and Urban Development (HUD) block grants. The following table compares the Proposed FY 2027 Financial Plan to the Adopted FY 2026 Financial Plan. The tables and charts in the pages that follow show revenues and expenditures for the General Fund and operating funds combined (“All Funds”). FY 2026 vs. FY 2027 $ Change % Change
FY 2026 Adopted
FY 2027 Proposed
1,199,252,773
1,241,443,323
42,190,550
3.52%
Special Revenue Funds
40,232,152
40,244,897
12,745
0.03%
Enterprise Funds
210,104,865
220,645,693
10,540,828
5.02%
Internal Service Funds
118,129,978
132,363,393
14,233,415
12.05%
Total Operating Funds
1,567,719,768
1,634,697,306
66,977,538
4.27%
Capital Improvement Plan
260,207,613
335,320,881
50,048,661
17.54%
Total Operating and Capital
1,827,927,381
1,970,018,187
142,090,806
7.77%
6,707,591
6,054,939
-652,652
-9.73%
Annual Grants Plan
141,149,960
67,712,234
-73,437,726
-52.03%
Total Financial Plan
1,975,784,932
2,043,785,360
68,000,428
3.44%
General Fund
Annual Plan for HUD Block Grants
40 - Budget Overview
GENERAL FUND BUDGET OVERVIEW
Budget Overview - 41
ESTIMATED GENERAL FUND REVENUES BY SOURCE The following table compares the Proposed FY 2027 General Fund Operating Budget to the Adopted FY 2026 General Fund Operating Budget and the FY 2025 Actual amount. Funding sources are shown by category to provide an overview of the principal sources of revenue for the general operating fund of the city. These revenue sources support general government operations. The tables and charts in the pages that follow show revenues and expenditures for all funds. FY 2026 vs. FY 2027 $ Change % Change
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Property Taxes
419,283,210
439,108,193
462,598,778
23,490,585
5.35%
Categorical Aid - Virginia
327,253,029
355,494,100
368,253,128
12,759,028
3.59%
Other Local Taxes
204,753,836
203,937,237
210,704,478
6,767,241
3.32%
Other Sources and Transfers In
37,414,666
38,621,554
35,172,493
-3,449,061
-8.93%
Non-Categorical Aid - Virginia
41,150,680
39,967,701
42,379,104
2,411,403
6.03%
Charges for Services
29,817,039
31,515,672
31,967,917
452,245
1.43%
Shared Expenses
27,865,637
29,433,742
30,281,410
847,668
2.88%
Use of Money and Property
24,957,058
23,274,458
22,396,305
(878,153)
-3.77%
Recovered Costs
13,405,624
14,253,294
15,479,293
1,225,999
8.60%
Miscellaneous Revenue
9,194,000
9,930,653
10,166,811
236,158
2.38%
Federal Aid
7,477,134
8,842,403
6,113,575
(2,728,828)
-30.86%
Permits and Fees
3,433,909
3,736,799
3,832,344
95,545
2.56%
Fines and Forfeitures
1,302,531
1,136,967
2,097,687
960,720
84.50%
1,147,308,354
1,199,252,773
1,241,443,323
42,190,550
3.52%
Source
General Fund Total
42 - Budget Overview
Proposed FY 2027 General Fund Revenues by Sources
Permits and Fees, $3,832,344, 0%
Recovered Costs, $15,479,293, 1%
Shared Expenses, $30,281,410, 2%
Use of Money and Property, $22,396,305, 2%
Other Sources and Transfers In, $35,172,493, 3%
Other Local Taxes, $210,704,478, 17%
Categorical Aid Virginia, $368,253,128, 30%
Charges for Services, $31,967,917, 3%
Non-Categorical Aid Virginia, $42,379,104, 3%
Federal Aid, $6,113,575, 1%
Miscellaneous Revenue, $10,166,811, 1%
Fines and Forfeitures, $2,097,687, 0%
General Property Taxes, $462,598,778, 37%
Budget Overview - 43
ESTIMATED REVENUES BY SOURCE (ALL FUNDS) The following table compares the Proposed FY 2027 Operating Budget to the Adopted FY 2026 Operating Budget and the FY 2025 Actual amount. Funding sources by category are shown to provide an overview of the sources of revenue for the general and nongeneral operating funds of the city. Revenues are reflected in those categories where they are originally raised. FY 2026 vs. FY 2027 $ Change % Change
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
419,283,210 213,059,898
439,108,193 213,420,622.00
462,598,778 220,262,665
23,490,585 6,842,043
5.35% 3.21%
4,571,970
4,619,899
4,686,044
66,145
1.43%
Fines and Forfeitures Use of Money and Property Charges for Services
3,573,653 34,042,700 274,052,917
4,147,967.00 26,693,813 371,276,792
5,571,167 28,216,640 397,526,708
1,423,200 1,522,827 26,249,916
34.31% 5.70% 7.07%
Miscellaneous Revenue Recovered Costs
9,815,334 17,214,966
11,719,980 15,770,095
11,330,559 16,904,193
(389,421) 1,134,098
-3.32% 7.19%
Non-Categorical Aid - State
41,150,679
39,967,701
42,379,104
2,411,403
6.03%
Shared Expenses - State
27,865,637
29,433,742
30,281,410
847,668
2.88%
Categorical Aid - State
327,379,698
355,692,029
368,418,128
12,726,099
3.58%
Federal Aid
7,477,134
8,842,403
6,113,575
(2,728,828)
-30.86%
Other Sources and Transfers In
38,611,685
47,026,532
40,408,335
-6,618,197
-14.07%
1,418,099,481
1,567,719,768
1,634,697,306
66,977,538
4.27%
Source General Property Taxes Other Local Taxes Permits and Fees
Total All Funds
44 - Budget Overview
Proposed Revenue FY 2027 (All Funds)
Permits and Fees, $4,686,044, 0%
Recovered Costs, $16,904,193, 1%
Shared Expenses, $30,281,410, 2%
Other Sources and Transfers In, $40,408,335, 2%
Use of Money and Property, $28,216,640, 2% Categorical Aid Virginia, $368,418,128, 23%
Other Local Taxes, $220,262,665, 14% Non-Categorical Aid Virginia, $42,379,104, 3% Miscellaneous Revenue, $11,330,559, 1% Charges for Services, $397,526,708, 24%
General Property Taxes, $462,598,778, 28% Fines and Forfeitures, $5,571,167, 0%
Federal Aid, $6,113,575, 0%
Budget Overview - 45
ESTIMATED EXPENDITURES BY USE (ALL FUNDS) The following table compares the Proposed FY 2027 Operating Budget to the Adopted FY 2026 Operating Budget and the FY 2025 Actual amount. Funding uses by category are shown to provide an overview of the principal uses of expenditures for the general and nongeneral operating funds of the city. Expenditures are reflected in those categories where they are originally spent. FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services
435,389,954
468,208,926
492,316,319
24,107,393
5.15%
Materials, Supplies and Repairs
77,362,624
84,444,411
89,858,816
5,414,405
6.41%
Contractual Services
204,871,402
224,655,950
244,566,872
19,910,922
8.86%
Equipment
13,373,717
16,221,249
14,355,004
-1,866,245
-11.50%
Norfolk Public School
454,326,481
450,353,600
465,847,110
15,493,510
3.44%
Department Specific Appropriation
68,604,804
115,702,330
126,736,658
11,034,328
9.54%
Debt Service/Transfers to CIP
141,114,014
192,103,666
185,406,197
-6,697,469
-3.49%
Public Assistance
15,114,627
16,029,636
15,610,330
-419,306
-2.62%
1,410,157,624 1,567,719,768
1,634,697,306
66,977,539
4.27%
Uses
Total All Funds
Note: Norfolk Public School has $2.1 million of one-time true-up funds for FY 2027.
46 - Budget Overview
FY 2026 vs. FY 2027 $ Change % Change
Proposed Expenditures FY 2027 (All Funds)
Budget Overview - 47
ESTIMATED EXPENDITURES BY FUND TYPE The following table compares expenditures by fund type in the Proposed FY 2027 Operating Budget to the Adopted FY 2026 Operating Budget and the FY 2025 Actual amount. FY 2026 vs. FY 2027 $ Change % Change
Fund Type
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund
1,160,869,090
1,199,252,773
1,241,443,323
42,190,550
3.52%
Special Revenue Funds
36,100,898
40,232,152
40,244,897
12,745
0.03%
Enterprise Funds
113,611,743
210,104,865
220,645,693
10,540,828
5.02%
Internal Service Funds
99,575,892
118,129,978
132,363,393
14,233,415
12.05%
1,410,157,623
1,567,719,768
1,634,697,306
66,977,538
4.27%
Total All Funds
48 - Budget Overview
Proposed Expenditures by Fund Type FY 2027
Budget Overview - 49
ESTIMATED GENERAL FUND EXPENDITURES BY AREA The following table compares the Proposed FY 2027 General Fund Operating Budget to the Adopted FY 2026 General Fund Operating Budget and the FY 2025 Actual amount by area. Major areas of service are shown to provide a broad overview of the expenditures for the general operating fund of the city.
Service Area
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
FY 2026 vs. FY 2027 $ Change
%Change
Legislative
6,485,570
6,835,029
7,093,946
258,917
3.79%
Executive
19,591,042
19,364,403
19,042,085
-322,318
-1.66%
Department of Law
6,831,622
6,729,961
6,757,422
27,461
0.41%
Constitutional Officers
64,161,817
71,395,597
75,678,875
4,283,278
6.00%
Judicial
1,324,566
1,633,709
1,705,828
72,119
4.41%
Elections
1,424,430
1,588,182
1,634,915
46,733
2.94%
General Management
72,495,420
72,922,412
79,436,611
6,514,199
8.93%
Community Development
21,626,011
21,780,201
22,717,771
937,570
4.30%
Parks, Recreation and Culture
55,963,193
63,580,117
68,287,587
4,707,470
7.40%
Public Health and Assistance
83,693,507
94,367,410
96,327,562
1,960,152
2.08%
Public Safety
158,413,230
165,555,231
173,110,212
7,554,981
4.56%
Public Works
20,339,551
22,354,699
25,587,274
3,232,575
14.46%
Transportation
10,619,144
13,294,806
13,686,311
391,505
2.94%
Central and Outside Agency Appropriations
71,211,122
81,109,896
70,318,509
-10,791,387
-13.30%
Debt Service
112,362,386
106,387,520
114,211,305
7,823,785
7.35%
Public School Education
454,326,481
450,353,600
465,847,110
15,493,510
3.44%
1,160,869,092
1,199,252,773
1,241,443,323
42,190,550
3.52%
General Fund Total
50 - Budget Overview
Proposed General Fund FY 2027 Expenditures by Area
Budget Overview - 51
MAJOR REVENUE SOURCES Understanding the city’s financial health requires examining the national, regional, and local economies, along with the city’s major revenue sources. Overall, the city’s revenues are anticipated to continue to grow, increasing at 4.27% (compared to 1.9% last year). General Fund revenues are projected to increase by 3.5%. The General Fund growth rate remains unchanged compared to last year. Real estate assessments, which drives real estate taxes, the largest locally generated General Fund revenue source are projected to grow by approximately 4% in FY 2025, down from the last two years (6.4% and 5.7% respectively) as well as the 25-year average of 5.5%.
ECONOMIC OVERVIEW Annual Change in Real Gross Domestic Product 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 -1.0 -2.0 -3.0 -4.0
Source: Federal Reserve Economic Data (FRED) and Survey of Professional Forecasters
National Economy The economy grew slowly at 2.2% in 2025, which is lower than 2024 (2.8%). Real gross domestic product (GDP) which is the broadest measure of economic activity, decreased by 0.5% in the first quarter of the year due to higher import and less government spending, then accelerated in the second quarter by 3.3% and remained steady to the third quarter as import subdued. Then again, in the fourth quarter RGDP grew slowly only by 1.4%. During fourth quarter the growth in consumer spending and investments were partly offset by decreases in government spending and exports.
The Consumer Price Index (CPI) for all items rose 2.7% from December 2024 to December 2025. Food prices increased 3.1%, reflecting a 2.4% increase in prices for food at home and a 4.1% increase in prices for food away from home. However, there are missing data points for CPI at Federal level due to Federal Government Shutdown. After hiking its key interest rate to a 23-year high of 5.25% to 5.5% in 2022 and 2023 to subdue a pandemic-induced inflation surge, the Fed started to cut the rat in 2024, and continued in 2025. However, the Fed maintained the 3.5%– 3.75% range at its January 2026 meeting. Moving forward to 2026, the consensus forecast expects real GDP to increase 2.5% on an annual-average basis, which would be slightly higher than 2025 accompanied with lower CPI inflation. Again, forecasters predict the Unemployment Rate will increase from 4.4% in the first quarter to 4.5% in the fourth quarter of 2026 with a much slower job growth.
Consumer Price Index Year-Over-Year and Average Change 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 -2.0% Annual
52 - Budget Overview
Avg
12.00
National Unemployment Rate
10.00 8.00 6.00 4.00 2.00 0.00 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Risks to the Economy In 2025, significant federal policy shifts occurred regarding tariffs, immigration, and federal spending, leading to considerable uncertainty in the job market, labor force, and investments. The economy of 2025 was characterized by a K-shaped structure, indicating diverging trends in consumer spending. For the full year, nonfarm payroll gains averaged only 49,000 jobs per month, a sharp decline from the 168,000 average in 2024. In 2025, the annual Unemployment Rate was 4.3%, considering missing data. This rate was higher than the 2024 average of 4%.
Source: Bureau of Labor Statistics
Regional and Local Economy Both the Hampton Roads Planning District Commission (HRPDC) Forecasting Team and the Dragas Center for Economic Analysis and Policy team at Old Dominion University project that Gross Regional Product (GRP) growth will be 0.5% in 2026. This estimate is significantly lower than the national growth projection. The Hampton Roads area is particularly vulnerable to federal job cuts. The nonfarm payroll percentage in this region stands at 7.4%, significantly higher than the national average of 1.9% and the state average of 4.6%. Although the pace of federal cuts has slowed, it remains uncertain how long this impact will last into 2026. Additionally, population and labor force trends are constrained because international migration is the primary driver of population growth. However, defense spending plays a crucial stabilizing role in this region. Expected military pay increases and investments in shipbuilding are likely to support regional output and household income. Furthermore, with tariffs lifted, the region should anticipate a stabilization of port activity soon.
Employment (by Place of Residence) 125.0 120.0 2006 Index=100
Measures of employment represents as one of the best indicators of the local economy. Norfolk continues to maintain the higher level of employment than the local metropolitan statistical area (MSA) of Virginia Beach-Norfolk-Newport News. The Employment Rate is based on Place of Residence, which represents the place of employed residents, regardless of the city in which the resident is employed. Norfolk’s employment, by Place of Residence, is down by 7.2% from last year, 3% higher than regional employment compared to 8% higher than the region last year. However, the Unemployment Rate increased by 25.6% in 2025 over 2024. The percentage increase of new jobs in Norfolk is 0.77% in 2025, which is much lower than the growth of 2.9% in 2024.
115.0 110.0 105.0 100.0 95.0 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Norfolk
MSA
Source: Bureau of Labor Statistics
Budget Overview - 53
Income is an important economic indicator that complements employment measures. Personal income is considered the broadest measure of local income. The chart compares personal income across neighboring cities. In 2025, the city's income growth was just 0.20%, significantly lower than the 6.16% growth seen in 2024.
Unemployment Rate: Norfolk 10.00 9.00 8.00 7.00 6.00 5.00 4.00 3.00 2.00 1.00 0.00 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Source: Bureau of Labor Statistics
Personal Income Comparison 2024
Overall, elevated uncertainty regarding policy direction and geopolitical risks dampens the outlook for the Hampton 40,000,000 Roads Region and the city in 2026. This concern arises 35,000,000 especially from federal spending cuts and tariffs on imports 30,000,000 25,000,000 that were implemented in 2025, leading to a loss of more 20,000,000 than 6,000 federal civilian jobs that year. On a positive note, 15,000,000 the tariff was lifted in March, and the Congress has passed a 10,000,000 $900 billion defense budget for fiscal year 2026. This budget 5,000,000 secures major wins for Virginia, including funding for 0 Norfolk Portsmouth Virginia Chesapeake Hampton Newport shipyard modernization in Hampton Roads, construction of News Beach Virginia-class submarines, pay increases for service members and expanded investments in shipbuilding. Consequently, the economy of the region and the city is expected to reflect a balance of these factors in 2026. (Thousand Dollar)
GENERAL FUND REVENUE OVERVIEW General Property Taxes 500,000,000 400,000,000 300,000,000 200,000,000 100,000,000 -
The city generates revenue through taxes, user charges, and intergovernmental transfers from the state and federal government. Over half of the city’s General Fund revenues are generated locally from various taxes and fees including real estate, personal property, retail sales, permits, fines, and user charges. These sources fund municipal services such as police, fire-rescue, parks and recreation, libraries, street maintenance, public education (K-12), public health, and human services. The city’s general property taxes are expected to grow by 5.4% in FY 2027. The drivers of this growth are mostly real estate tax and personal property taxes. Restaurant, hotel
and admission taxes are showing cooling effect. Real estate taxes are the city’s single largest source of locally generated revenue. For FY 2027, the Office of the Real Estate Assessor is estimating that the land book value of taxable real estate assessments on July 1, 2026, will increase by approximately 4% from the 2025 land book value. This would mark the thirteenth consecutive year of growth. However, the increase is largely from residential assessments, which reflects the continued strength in the local housing market. The sales price of homes sold continued to rise. After a decline in the number of sales, it is slowly increasing. The residential assessment is anticipated to grow steadily in 2026 which is the city’s largest land use. General commercial assessment is anticipated to grow at a much slower rate. The number of total building permit
54 - Budget Overview
decreased by 8.5% in 2025. New construction also dropped by 11.4%. However, it is expected to have more housing units with the lower interest rate in place. The number of new nonresidential (or “commercial”) building permits relatively decreased in 2025 as well. It is important to note that the City of Norfolk is predominantly built out, and the current building activity is mainly redevelopment, infill development, and vertical expansion.
Annual & Average Change in Real Estate Assessments 30.00% 25.00% 20.00%
00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27(p)
The Commonwealth of Virginia provides over one-third of 15.00% General Fund revenues in the FY 2027 General Fund budget. 10.00% Revenue from the Commonwealth consists of funding that are mostly for dedicated purposes such as K-12 education, 5.00% social services, transportation, and shared expenses of 0.00% constitutional officers. House Bill (HB) 599 funds for law -5.00% enforcement, the city’s share of the Commonwealth’s Source: Real Estate Assessor personal property tax (“car tax”) relief funds, and the tax on rental of cars also comprise revenue from the Commonwealth. In total, it is the largest revenue source category in the General Fund. As a result of the Great Recession, the Commonwealth saw a significant decline in revenues that, in turn, reduced direct aid to education, HB 599 funds for police, Constitutional Officers salaries and benefits funding, jail per diem, and funds for street maintenance. The Commonwealth also imposed a “flexible cut” to state aid to localities and permanently eliminated the local share of ABC profits and wine tax. Not all revenues from the Commonwealth have returned to the pre-recession peak such as, HB 599 funds, and jail per diem funding, even though the Commonwealth’s General Fund revenues have been above its last pre-recession peak since FY 2012. Since the recovery began, the state’s revenue growth exceeds the restoration of state aid to Norfolk.
State School Aid to Norfolk $290,000,000 $288,000,000 $286,000,000 $284,000,000 $282,000,000 $280,000,000 $278,000,000 $276,000,000 $274,000,000 2026
2027
2028
Source: 2026-2028 Biennial Budget, Commonwealth of Virginia
The remaining revenue comes from the federal government, recovered costs, interfund transfers, and carryforward of prior year funds. Revenue from the federal government are mostly dedicated to Norfolk Public Schools and the Norfolk Community Services Board. Interfund transfers include a return on investment from Utilities (water and wastewater) operations. It also includes funding from the Public Amenities Fund to support the Norfolk Consortium (see Outside Agencies). Carryforward funds are generated through a combination of projected current year savings, realized savings from prior years, and account closeouts. Carryforward funds may also include the re-appropriation of prior year(s) unspent designated funds. Preliminary General Fund revenue projections, based on historical data and current economic data, were initially compiled over the summer. Estimates were updated in the fall with submission of estimates from city departments and offices and information from the Governor’s proposed 2026-2028 biennial budget. Projections were updated through early March to incorporate the current information available from the city, Commonwealth, and Norfolk Public Schools. Initial revenue estimates were based on the analysis of the collection history and patterns, underlying drivers that impact a revenue source, information from departments that collect revenue, overall economic environment, and developments projected for the city in the coming year. The revenue amounts shown in the discussion that follows include the Adopted FY 2026 budget and Proposed FY 2027 budget.
Budget Overview - 55
The Proposed FY 2027 General Fund budget is approximately $1.24 billion, which is 3.52% ($42.1 million) above the Adopted FY 2026 Budget.
General Fund Revenue Summary
General Property Taxes Categorical Aid Virginia Other Local Taxes Other Sources and Transfers In Non-Categorical Aid Virginia Charges for Services
FY 2026 vs. FY 2027
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
419,283,210
439,108,193
462,598,778
23,490,585
5.35%
37.02%
327,253,029
355,494,100
368,253,128
12,759,028
3.59%
29.47%
204,753,836
203,937,237
210,704,478
6,767,241
3.32%
16.86%
37,414,666
38,621,554
35,172,493
-3,449,061
-8.93%
3.46%
41,150,680
39,967,701
42,379,104
2,411,403
6.03%
3.39%
29,817,039
31,515,672
31,967,917
452,245
1.43%
2.56%
27,865,637
29,433,742
30,281,410
847,668
2.88%
2.42%
Source
$ Change % Change
FY 2027 % of Total
Shared Expenses Use of Money and Property Recovered Costs
24,957,058
23,274,458
22,396,305
-878,153
-3.77%
1.79%
13,405,624
14,253,294
15,479,293
1,225,999
8.60%
1.24%
Miscellaneous Revenue
9,194,000
9,930,653
10,166,811
236,158
2.38%
0.81%
Federal Aid
7,477,134
8,842,403
6,113,575
-2,728,828
-30.86%
0.49%
Permits and Fees
3,433,909
3,736,799
3,832,344
95,545
2.56%
0.31%
Fines and Forfeitures
1,302,531
1,136,967
2,097,687
960,720
84.50%
0.17%
1,147,308,354 1,199,252,773 1,241,443,323
42,190,550
3.52%
100%
General Fund Total
REVENUE MONITORING Collection of the city’s revenue sources are monitored throughout the year. Financial reports are monitored monthly and quarterly to determine the accuracy of budget projections. This allows for appropriate administrative action if actual results differ substantially from projections. A detailed analysis is completed to project future revenue collections taking into account revenue drivers, information from departments that administer revenues, seasonal fluctuations, and economic conditions. Strong collection rates for locally generated taxes and fees reflect Norfolk residents’ commitment and fulfillment of responsibility to the city.
GENERAL PROPERTY TAXES General property taxes are levied on the assessed value of real estate and personal property including motor vehicles and machinery and tools. These taxes make up approximately 37.02% or $462.6 million of the city’s FY 2027 General Fund revenues. Real estate tax revenue is the largest component of general property taxes, comprising approximately $352.6 million or 28.22% of FY 2026 General Fund revenues. It includes current and delinquent real estate taxes as well as, the tax on public service corporations and the additional $0.16 per $100 of assessed value levied on real estate located within the Downtown Improvement District (DID). The estimate for current real estate taxes reflects 56 - Budget Overview
the adopted real estate tax rate of $1.23 per $100 of assessed value and setting aside a sum sufficient amount estimated at approximately $13.4 million for real estate tax relief to qualifying senior and disabled homeowners and to state mandated disabled veterans and surviving spouses of the armed forces killed in action. Real Estate Tax Residential Unit Median Sale Price
The current real estate tax revenue estimate also reflects the 500,000 450,000 Office of the Real Estate Assessor’s estimate of the overall taxable 400,000 350,000 assessments in the land book on July 1, 2025. The most recent 300,000 250,000 update from the Office of the Real Estate Assessor indicated that 200,000 150,000 overall taxable assessments on July 1, 2026 are projected to be 100,000 50,000 approximately 4% above the land book value on July 1, 2025. This marks the thirteenth consecutive year of growth. In comparison, over the past ten years, taxable real estate assessments have increased at an average annual rate of 5.4%. The projected Source: REIN Report January, 2026 increase in FY 2027 continues to be largely from residential assessments due to the robust housing market. On the other hand, general commercial assessments declined due to the city’s purchase of properties like MacArthur Mall, and Dillard’s. Recent market volatility, illustrated by four double-digit gains and four declines over the last 21 years (FY 2005 - FY 2026), characterizes this revenue. This contrasts with only three double-digit gains and one decline with the prior 25 years (FY 1980 - FY 2004). Further, it is also important to note that due to the significant property owned by federal, state, and local governments, and religious and secular organizations in Norfolk, approximately 31.99% of the city’s real estate assessed value is tax exempt, which is second most of the Hampton roads. This would be equivalent to a potential revenue loss of approximately $169.91 million based on the FY 2025 assessed value and the current real estate tax rate of $1.23 per $100 of assessed value. Personal Property Tax The second largest component of general Manheim Used Car Index property taxes is the personal property tax, which is levied on tangible personal property, 300 that includes motor vehicles, boats, aircraft, 250 business furnishings, and office equipment. Household goods and personal effects are 200 exempt from taxation. Personal property taxes 150 in total include current and delinquent 100 collections, refunds, and taxes from public 50 service corporations. In FY 2027, these comprise approximately 6.19% or $77.3 0 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 million of General Fund revenues. Personal property taxes (including delinquencies) are Manheim-Actual Counter Factual Trend estimated to be approximately 6.90% above the FY 2026 budget. During the global pandemic, supply-chain limitations reduced the production/supply of new cars, driving demand for used cars that, in turn, boost their prices to unprecedented levels. The Manheim Used Car Index serves as the best proxy for J.D. Powers Used Car Values, which the city uses to assess cars. In the chart above, the blue line represents the actual index values, highlighted by the marked increase of 67.4% beginning in FY 2020 and peaking in FY 2022. The orange line represents an extrapolation based on trends from FY 2010 - FY 2019. Prices have dropped 19.2% from their peak, but a gap of 20.6% remains. Literature supports a permanent, structural increase in used car prices, rather than reverting to pre-supply chain price levels. However, the trend of used car price started to decline sharply in 2023 and then slowed down in 2024. However, in the mid-2025, the prices started rising again mostly because of the new tariffs imposition.
Budget Overview - 57
The FY 2027 budget assumes no change in the general tax rate on personal property at $4.33 per $100 of assessed value. The estimate is also based on the state car tax relief at 50% rate for FY 2027 (tax bills due June 5, 2027). The Commissioner of Revenue Office reduced the relief rate from 51% to 50% considering the increased vehicle base of the city. The relief rate is anticipated to fully exhaust relief funds provided to the city by the Commonwealth under the Personal Property Tax Relief Act. This means that qualifying vehicles with an assessed value of more than $1,000 will receive a 50% tax relief rate on the vehicle’s first $20,000 of assessed value. Qualifying vehicles with an assessed value of $1,000 or less will receive 100% tax relief rate. Prior to FY 2006, qualifying vehicles with an assessed value of more than $1,000 were reimbursed for 70% of the total property tax eligible for relief. State legislation passed in 2004 capped car tax relief funds statewide at $950 million beginning in FY 2006. Consequently, each locality in the state now receives a fixed share of the $950 million of statewide personal property tax relief funds per state code. Each locality’s share was determined based on the proportional share of actual personal property tax relief payments received in tax year 2005, as certified by the Virginia Auditor of Public Accounts, of which, Norfolk’s share is $16,871,056. Machinery and Tools Tax Machinery & Tools Tax (in millions)
The machinery and tools tax is the third largest component of general property taxes. In FY 2027, the tax makes up $7.0 approximately 0.65% or $8.1 million of General Fund $6.0 revenues. The tax is levied on machinery and tools used in $5.0 manufacturing, mining, radio and television broadcasting, $4.0 cable television, dry cleaning or laundry businesses at a rate $3.0 of $4.25 per $100 of assessed value. That tax rate is eight $2.0 cents below the tax rate on general personal property of $1.0 $4.33 per $100 of assessed value. Machinery and tools tax $revenue is expected to remain stable in FY 2027. It is 19 20 21 22 23 24 25 26 Budget 27 Budget important to note that there have been several attempts by state legislators to curtail or eliminate localities’ taxing authority over this source. $9.0 $8.0
OTHER LOCAL TAXES Other local taxes are comprised of consumer and business-based taxes, including taxes on utilities (water, gas, electricity, and communications), sales, hotel, restaurant/meals, admissions, and cigarettes, as well as franchise, business license, and recordation taxes. Historically, the revenue category are sensitive to changes in economic conditions and was impacted by the economic effects of COVID-19. It declined in FY 2020 but rose back to the prepandemic level in FY 2022 with the growth in sales tax and recovery of food and beverage and hotel taxes. Other local taxes are projected to comprise approximately 16.9% or $210.7 million of General Fund revenues in FY 2027 and are 3% above the FY 2026 budget Other local taxes include consumption-based taxes, which have now recovered and have risen back to pre-pandemic levels. Citywide (all funds), other local taxes make up approximately 13% or $220.3 million of the operating budget in FY 2027 and are approximately 3% above the FY 2025 budget. The citywide amount includes the Public Amenities Fund portion of the hotel and food and beverage taxes.
58 - Budget Overview
The sales and use tax makes up approximately 4.14% or $49.6 million of the city’s General Fund revenue in FY 2026 General Sales which is approximately 5% above the FY 2025 budget. Unlike 60,000,000 the other consumption-based taxes, sales and use tax did not 50,000,000 decline during the pandemic, and continues to grow. The sales and use tax is levied on selling, distribution, leasing, or 40,000,000 renting of tangible personal property, use or consumption of 30,000,000 tangible personal property, as well as taxable services in 20,000,000 Virginia. Revenue from this source has historically been 10,000,000 sensitive to the state of the economy, household income, and underlying price level changes. Changes in the local retail 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 activity (such as new businesses, expansions, closures, and Sources: Comprehensive Annual Financial Reports. job changes) and in the local economy impact the projection of this revenue source. Also, much of the growth in FY 2020 and FY 2021 was largely due to the post Supreme Court, South Dakota v. Wayfair legislation. Since July 1, 2019, sales tax requirements have been in place for remote sellers and marketplace facilitators that have an economic nexus in Virginia. Under the law enacted during the 2019 session of the General Assembly, a remote seller or marketplace facilitator who meet the economic nexus standards of selling or facilitating the sale of more than $100,000 in annual gross retail sales or 200 or more transactions to Virginia customers began collecting sales tax on July 1, 2019. Prior to the law, mainly businesses with a physical presence in Virginia were required to collect the state’s sales and use tax. Adjustments made by the Virginia Department of Taxation for overpayments and underpayments of the tax by businesses also affect sales and use tax collections. Prepared Food and Beverage Tax Change in Restaurant Food Tax vs CPI Taxes are collected on prepared food and beverages. The tax rate is 6.5% of the value of the meal. One percentage 20.0% point is allocated to the Public Amenities Fund, and 5.5 15.0% percentage points is allocated to the General Fund. The revenue generated by 1.0 percentage point of the tax rate 10.0% for the Public Amenities Fund is estimated to be 5.0% approximately $7.85 million in FY 2026, and the revenue 0.0% generated from the 5.5 percentage points of the tax rate 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 allocated to the General Fund is estimated to be -5.0% approximately $43.2 million or 3.46% of General Fund -10.0% revenues in FY 2026. The FY 2027 estimate is Restaurant Food Tax CPI- Food Away from Home approximately 1% above the FY 2026 budget, which Source: Annual Comprehensive Financial Reports and Bureau of Labor Statistics reflects the slow growth of this category. FY 2022 and FY 2023 were significantly outperforming the budget and the continued recovery from the pandemic and has risen much above its pre-pandemic level. FY 2026 revenues are currently meeting the budget.
Hotel Tax Hotel taxes are levied on occupied hotel rooms along with vacation rentals/ homestay at the rate of 8.0% of the room charge. Similar to the food and beverage tax, 1.0 percentage point is allocated to the Public Amenities Fund and 7.0 percentage points is allocated to the General Fund. The 8.0% tax rate does not include the 1.0% tax imposed by the General Assembly for the regional transportation district.
Budget Overview - 59
General Fund Hotel Revenue 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 FY 17 FY 18
FY 19 FY 20
FY 21 FY 22
Source: Annual Comprehensive Financial Report
FY 23 FY 24
FY 25
The revenue generated by the 1.0 percentage point of the tax for the Public Amenities Fund is estimated to be approximately $1.7 million in FY 2027, and the revenue generated from the 7.0 percentage points allocated to the General Fund is estimated to be approximately $11.9 million or 0.95% of General Fund revenues in FY 2027. COVID significantly reduced business and leisure travel, resulting in a 14% decline in hotel revenues. Travel and revenue snapped back quickly, however. Occupancy and average daily rate (ADR) determine hotel taxes and are reflected in the above chart. The FY 2026 estimate is 0.84% below the FY 2026 budget, which reflects the much slower growth in past three years.
The hotel tax estimate does not include the $3.00 surcharge per room night (“room tax”), estimated to generate approximately $3.6 million in FY 2026. The room tax was enacted on April 1, 2006 at the rate of $1.00 per room night with support from the Norfolk Hotel-Motel Association and the revenue designated for Norfolk Convention and Visitor’s Bureau (Visit Norfolk) for visitor promotion and advertising for conventions and tourism. In FY 2012, the room tax was raised to $2.00 per room night with the additional $1.00 revenue designated for the Norfolk Consortium (see Outside Agencies section). In FY 2019, the room tax was raised to $3.00 per room night (current rate) to offset budget reductions to Outside Agencies (see Outside Agencies section). In FY 2026, the city implemented room taxes on a per room basis on Vacation rentals/homestays, and dedicated that revenue to support sand replenishment at the Coastal Character District by enhanced billing collections. Business License Tax Business license taxes are collected from entities that engage in a business, trade, profession, or occupation in the city. It is generally imposed as a percentage of gross receipts generated during the previous calendar year. It is also applied to individuals that maintain a place of business, either permanent or temporary, or conduct a businessrelated activity. Business license tax rates vary depending on business classification and gross receipts generated. Norfolk’s rates are at the state maximum allowed for the main business classifications. Business license taxes makes up approximately 3.44% or $42.9 million of General Fund revenues in FY 2027. Consumer Utility Tax Consumer utility taxes on water, gas, electricity, and the Telecom Sales Tax vs % Wireless-only Households communications sales and use tax combined, make up 90.0% 26,000,000 approximately 2.90% or $36.2 million of the city’s General 80.0% 24,000,000 Fund revenue in FY 2027. The consumer utility tax is levied on 70.0% 22,000,000 the purchase of utility service including water, gas, and 60.0% 20,000,000 electricity. Monthly receipts are monitored and used as a 50.0% 18,000,000 basis for estimating the revenue yield, taking seasonal 40.0% 16,000,000 variations into consideration. The consumer utility tax on 30.0% 14,000,000 telephones, cell phones, and cable TV was abolished and 20.0% 12,000,000 replaced by a statewide uniform communications sales and 10.0% 10,000,000 use tax on January 1, 2007. The Emergency 911 (E-911) tax on 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 telephones was also replaced by a statewide uniform $0.75 Va Telecom Tax % Wireless-Only Households tax per phone at the same time. The E-911 tax is distributed Sources: Annual Comprehensive Financial Reports & National Center for Health Statistics to the city together with the communications sales and use tax in one lump sum. Consequently, a portion of the city’s communications sales and use tax is allocated to directly support emergency communications (E-911) in the General Fund (approximately $3.6 million). As Emergency Preparedness and Response Fund became part of the General Fund in FY 2025, this E-911 revenue is now recorded under the communication tax rather than a separate category. Since 60 - Budget Overview
inception of the Virginia Telecommunication tax, Norfolk receives $9.9 million (39.5%) less in revenue (over four cents on the Real Estate tax rate), due to cancellation of landlines, satellite radio services, and cable (“cord cutting”). Importantly, the tax does not apply to audio digital streaming platforms (Apple Music, Spotify, etc.), or video streaming services (Netflix, Hulu, YouTube TV, Apple TV, etc.). If the telecommunication tax applied to these services, Norfolk could have received between $3.8 million and $7.6 million in 2022. The FY 2026 estimate for these taxes is 0.5% below the FY 2025 budget mostly because telecommunication tax is trending significantly lower and water, gas, and electricity are just meeting the budget.
Cigarette Tax Per Penny
120,000 110,000 100,000 90,000 80,000 70,000 60,000 50,000
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Source: Annual Comprehensive Financial Reports
The city dedicated a portion of the Telecommunication Sales Tax to the Emergency Preparedness and Response Fund. With the merger of this fund to the General Fund, the city records the communications sales and use tax in two accounts (one dedicated for E-911). The total revenue is $9.7 million in FY 2026, which is approximately 7.09% below the FY 2025 budget. Since the inception of the tax, revenue has fluctuated due to adjustments for overpayments and underpayments of the tax by telecommunications service providers. Revenue has also been on a downward trend due to changes in technology and lower utilization of communications services subject to the tax, such as landline telephones. State legislation to modernize local taxation authority to reflect technological changes in communication services were proposed during the 2018 General Assembly
Session but were not enacted. Cigarette Tax Many factors contribute to the declining trend in cigarette tax revenue: health awareness, non-smoking legislation, cancer litigation, price increases, online sales, underground market, and e-cigarette purchases. However, quitting smoking has societal benefits. Moreover, the state capped local ability to raise the cigarette tax in FY 2021, so Norfolk cannot increase its rate of 0.95 cents to generate more revenue. Besides the state began taxing vaping in FY 2021 but did not authorize a local tax.
PERMITS AND FEES Permits are issued to regulate new construction and ensure public safety. Revenues from this source are comprised of fees for permits, licenses, and other privileges subject to city regulation. The revenues partially cover the expense of providing regulatory services such as zoning inspections, building code inspections, plan review, right-of-way permitting, and fire inspections in the city. Revenue from this source has generally fluctuated based upon the level of building construction activity in the city and large commercial projects. Permits and regulatory fees are projected to be approximately 0.31% or $3.8 million of General Fund revenues in FY 2027 and is approximately 2.56% higher than the FY 2026 budget reflecting in part the reclassification of the Cemetery Fund to the General Fund.
FINES AND FORFEITURES Fines and forfeitures in the General Fund largely consist of revenues received from the courts as fines and forfeitures for violations of city ordinances. The FY 2027 General Fund budget is $2.09 million. Citywide, fines and forfeitures total approximately $4.15 million of revenues from all operating funds in FY 2027. The majority of the revenues from this source citywide are generated from fines for parking citations which support the operations of the Parking Facilities Fund (nongeneral fund).
Budget Overview - 61
USE OF MONEY AND PROPERTY Revenue from use of money and property is comprised primarily of interest earned on cash balances, rent from shortterm and long-term property leases, income from cultural facilities venues, and prudent management of city assets. In FY 2027, revenue from this source makes up approximately 1.79% or $22.4 million of General Fund revenues. The FY 2027 budget is approximately $878,153 below the FY 2026 budget. That negative growth mostly reflects the negative impact of lower interest rate.
CHARGES FOR SERVICES Charges for services include fees charged for various programs and services such as, recreation centers, Virginia Zoo, courts (judiciary), paramedical rescue, Norfolk Public School activities, Norfolk Community Services Board (NCSB), cruise ship terminal, and Nauticus. Charges for services make up approximately 2.56% or $31.96 million of FY 2027 General Fund revenues. The FY 2027 budget is 1.43% above the FY 2026 budget. The growth reflects increases in Parks and Recreation charges, Fire and Rescue, Zoo attendance, and charges for Community Services Board. These offset declines in charges for services in Norfolk Public Schools. Charges for services continues to recover and has risen above its pre-pandemic level.
Charges for Services 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000
5,000,000 Citywide, most of the revenue from this source are charges for services by nongeneral funds. Charges for 13 14 15 16 17 18 19 20 21 22 23 24 25 services citywide make up approximately $397.5 million Source: Annual Comprehensive Financial Reports of operating budget, over ten times the amount in the General Fund alone. Nongeneral fund charges are mostly from user fees for utilities (water and wastewater services), parking facilities, storm water management, and refuse disposal. The rates for these user fees are set to ensure operations are fully supported by the fees collected. This year’s Adopted Operating Budget includes a rate increase for the Slover rent, a new Right of Way application fee, and automatic fee increases in Water, Wastewater, and Storm Water. See Selected Tax Rates and Fees section for changes in the rates for services in FY 2027.
MISCELLANEOUS REVENUE Miscellaneous revenue consists of revenues not classified in other categories and includes revenue from payments in lieu of taxes (PILOT), fee for services provided to the U.S. Navy’s housing public-private venture, administrative fees, and proceeds from the sale of city-owned land. In FY 2027, the city is estimating approximately $10.1 million in miscellaneous revenue, which represents 0.81% of FY 2027 General Fund revenues.
RECOVERED COSTS Recovered costs consist of revenue from non-general funds, partner agencies, and the public for certain expenses, such as indirect costs, employee compensation, debt service, and communications and information technology services. Recovered costs make up approximately 1.2% or $15.5 million of FY 2027 General Fund revenues. The FY 2027 budget is approximately 8.6% above the FY 2026 budget.
62 - Budget Overview
REVENUE FROM THE COMMONWEALTH Revenue from the Commonwealth totals approximately $440.9 million or 35.3% of FY 2027 General Fund revenues and is 3.77% above the FY 2026 budget. Revenue from the Commonwealth is divided into three categories which are discussed below: Non-categorical aid ($42.4 million), Shared expenses ($30.3 million), and Categorical aid ($368.3 million). Estimates are based upon the General Assembly’s adopted 2026-2028 biennial budget.
NON-CATEGORICAL AID - VIRGINIA Non-categorical aid consists of revenue from the Commonwealth without restriction as to use. Non-categorical aid is estimated to be 3.39% or $42.4 million of General Fund revenues and is approximately 6.03% higher than the FY 2026 budget.
SHARED EXPENSES Shared expenses consist of recovered costs from the Commonwealth for a portion of the state-supported salaries and benefits, and qualifying nonpersonnel expenses of constitutional offices and other offices serving the Norfolk community, including the Norfolk Electoral Board, Sheriff, City Treasurer, Commissioner of the Revenue, Clerk of the Circuit Court, and Commonwealth’s Attorney. Shared expenses make up approximately 2.4% or $30.3 million of FY 2027 General Fund revenues. The FY 2027 amount is approximately 2.88% above the FY 2026 budget.
Shared Expenses - State Aid (in millions) $35.0
$30.0
$25.0
$20.0
$15.0
$10.0 19
20
21
22
23
24
25
26 Budget 27 Budget
STATE CATEGORICAL AID Categorical aid from the Commonwealth consists mainly of revenues earmarked for core services including, K-12 education, social services administration and public assistance grants, Norfolk Community Services Board (NCSB), libraries, Virginia Department of Transportation (VDOT) funding for street maintenance and localities that host portowned facilities, and local adult correctional facility. State categorical aid makes up approximately 29.47% or $368.3 million of General Fund revenues in FY 2027 which is approximately 3.59% above the FY 2026 budget. The change reflects increases in Street Maintenance, Human Services, and Community Services Board revenues along with Norfolk Public Schools. Norfolk Public Schools State Aid In FY 2027, Norfolk is expected to receive a total of $368.3 million in state categorical aid, with the majority, approximately $284.5 million, being allocated to Norfolk Public Schools. This categorical aid includes revenue from the state sales and use tax, as well as state school funds. The state sales and use tax for schools comes from the city's share of the state's sales and use tax, which is specifically designated for public education. Since July 1, 2012, the city’s share of the state sales and use tax is based on the population estimate provided by the Weldon Cooper Center for Public Service at the University of Virginia.
Budget Overview - 63
In addition, in FY 2014, state sales and use tax State Aid for Norfolk Public Schools dedicated to public education increased to 1⅜ cent as part of the statewide transportation bill. Prior to FY 300,000,000 2014, 1¼ cent of the state sales and use tax was 280,000,000 dedicated to public education, which reflected the 260,000,000 change in FY 2005 when half of the one-half cent sales 240,000,000 220,000,000 and use tax increase adopted by the General 200,000,000 Assembly was earmarked for local school divisions 180,000,000 and real estate tax relief. Half of that quarter percent 160,000,000 is distributed in the manner discussed above. The 140,000,000 other half of the quarter percent goes to support the 120,000,000 Standards of Quality (SOQ), which is included in state 100,000,000 FY 19 FY 20 FY 21 FY 22 FY 23 FY 2024 FY 25 FY 26 FY 27 school funds. State school funds support school Actual Actual Actual Actual Actual Actual Actual Budget Budget operational costs. The rate of reimbursements is based on the SOQ formula with reimbursement rates varying by program and area of emphasis. Changes in enrollment figures affect this revenue source. Localities are required to match the state contribution based on a composite index. Norfolk continues to provide more than its required share of local effort. Other Sources of Revenue Categorical aid also includes the state reimbursement for the cost of operating the Department of Human Services and Norfolk Community Services Board, estimated to be approximately $38.9 million and $11.3 million, respectively. State aid is tied to operating costs that include the cost of personnel, fringe benefits, nonpersonal services, and rent for buildings and parking. The reimbursement rate of the overall costs varies by program. The jail per diem estimate is approximately $2.6 million in FY 2027. Categorical aid also includes funds received from the Virginia Department of Transportation (VDOT) for street construction and maintenance and support for localities that host Virginia Port Authority owned real estate, estimated in total to be approximately $35 million in FY 2027. The funds for street construction and maintenance are received from VDOT to maintain the city’s principal and minor arterials, collector roads, and local streets based on moving lane miles. The revenue allocated to the city is based on a statewide maintenance index of the unit costs used on roads and bridges. Changes in the index are used to calculate and implement annual per-land-mile rates. The rates fluctuate on index changes and number of miles assessed. These funds offset qualifying operating costs recorded in the city’s budget.
FEDERAL AID Aid from the federal government primarily includes funds for Norfolk Public Schools and Norfolk Community Services Board. Federal aid totals approximately $6.1 million or 0.49% of General Fund revenues in FY 2027 which is 30.86% the FY 2026 budget. The decrease mostly represents the decrease in federal school funding.
OTHER SOURCES AND TRANSFERS IN Revenue from other sources and transfers in consist of intra-governmental transfers and carry forward funds. It totals approximately $35 million or 2.83% of General Fund revenues in FY 2027. In FY 2027, other sources and transfers in includes transfers in from non-general funds such as: Utilities ($10 million) and Public Amenities Fund ($3.5 million) to support the Norfolk Consortium. See Outside Agencies section of the budget document for details on the Norfolk Consortium. The remaining amount of approximately $21.1 million consists of: Rollover from last year ($19 million), and carryforward of Norfolk Community Service Board ($2 million).
64 - Budget Overview
EXPENDITURE SUMMARY FY 2027 Proposed GENERAL FUND City Auditor
1,311,153
City Clerk
2,052,956
City Council
483,901
City Real Estate Assessor
3,245,936
Executive Departments
19,042,085
Department of Law
6,757,422
City Treasurer
3,709,392
Clerk of the Circuit Court
3,724,161
Commissioner of the Revenue
3,747,054
Commonwealth's Attorney
9,149,859
Sheriff and Jail
55,348,409
Circuit Court Judges
1,124,628
General District Court
260,761
Juvenile and Domestic Relations Court
81,833
Magistrate
12,248
Norfolk Juvenile Court Service Unit
226,358
Elections
1,634,915
Finance
11,677,476
General Services
36,649,493
Human Resources
6,249,588
Information Technology
24,860,054
City Planning
8,263,595
Economic Development
5,313,888
Neighborhood Services
6,425,425
Military and Community Affairs
801,545
Citizen Services
1,913,318
Cultural Facilities, Arts and Entertainment
9,181,060
Libraries
12,762,651
Nauticus
6,726,791
Parks and Recreation
27,899,636
The Slover
3,536,538
Virginia Zoological Park
7,778,440
Budget Overview - 65
FY 2027 Proposed Public Art
402,471
Human Services
57,691,458
Norfolk Community Services Board
35,150,364
Public Health
3,485,740
Emergency Management
660,915
Fire-Rescue
72,114,846
Police
100,334,451
Public Works
25,587,274
Transportation
13,686,311
Central Appropriations
19,380,497
Outside Agencies
50,938,012
Debt Service
114,211,305
Public School Education (Norfolk Public Schools)
465,847,110
Total General Fund
1,241,443,323
SPECIAL REVENUE FUNDS Public Amenities
9,723,187
Towing and Recovery Operations
2,025,877
Waste Management
28,480,833
Golf Total Special Revenue Funds
15,000 40,244,897
ENTERPRISE FUNDS Parking Facilities
25,083,900
Storm Water Management
25,899,176
Utilities - Wastewater
42,951,239
Utilities - Water
126,711,378
Total Enterprise Funds
220,645,693
INTERNAL SERVICE FUNDS Fleet Management
15,811,393
Healthcare
116,552,000
Total Internal Service Funds
132,363,393
TOTAL CITY OPERATIONS
1,634,697,306
CAPITAL IMPROVEMENT PLAN
335,320,881
ANNUAL GRANTS PLAN
67,712,234
ANNUAL HUD PLAN
6,054,939
TOTAL APPROPRIATIONS
66 - Budget Overview
2,043,785,360
SELECTED TAX RATES AND FEES FY 2026 Adopted
FY 2027 Proposed
Real Estate (General Tax)
$1.23/$100 Assessed Value
$1.23/$100 Assessed Value
Real Estate (Downtown Improvement District)
$1.39/$100 Assessed Value
$1.39/$100 Assessed Value
Airplane
$2.40/$100 Assessed Value
$2.40/$100 Assessed Value
Motor Vehicle
$4.33/$100 Assessed Value
$4.33/$100 Assessed Value
Recreational Vehicle
$1.50/$100 Assessed Value
$1.50/$100 Assessed Value
Business Furniture, Fixtures, and Equipment
$4.33/$100 Assessed Value
$4.33/$100 Assessed Value
Watercraft - Business
$1.50/$100 Assessed Value
$1.50/$100 Assessed Value
$0.000001/$100 Assessed Value
$0.000001/$100 Assessed Value
$4.25/$100 Assessed Value
$4.25/$100 Assessed Value
10%
10%
95 cents/pack of 20 cigarettes (47.5 mills/cigarette)
95 cents/pack of 20 cigarettes (47.5 mills/cigarette)
Replaced by the statewide E-911 tax rate of $0.75/line/month
Replaced by the statewide E-911 tax rate of $0.75/line/month
8%
8%
$3.00 per room night
$3.00 per room night
6.5%
6.5%
Boats under 16 feet in length
$15.00
$15.00
Boats 16 feet and over in length
$40.00
$40.00
Small Trailers (<2,000 pounds)
$11.50
$11.50
Motorcycles
$20.00
$20.00
Cars and Small Trucks
$31.00
$31.00
$36.00 $1.60-$1.80/1,000 pounds of gross weight (additional $5 flat fee)
$36.00 $1.60-$1.80/1,000 pounds of gross weight (additional $5 flat fee)
Description PROPERTY TAXES
Personal Property
Watercraft - Recreational Machinery & Tools OTHER LOCAL TAXES Amusement and Admissions Cigarette Emergency 911 (Landline) Hotel/Motel Lodging Room Tax Food and Beverage Recreational Boat License:
Motor Vehicle License:
Mid-Size Trucks/Vans (>4,000 pounds) Large Vehicles (over 19,000 pounds)
Budget Overview - 67
FY 2026 Adopted
FY 2027 Proposed
$33.51/unit/month
$33.51/unit/month
$47.44/container/month
$47.44/container/month
Business 1 times per week
$61.18/unit/month
$61.18/unit/month
Business 5 times per week
$151.64/unit/month
$151.64/unit/month
Combined Commercial and Residential
$88.19/unit/month
$88.19/unit/month
Water
$6.51/100 cubic feet
$6.74/100 cubic feet
Wastewater
$5.66/100 cubic feet
$5.89/100 cubic feet
Residential
$14.59/month
$15.12/month
Commercial
$14.59/month per 2,000 sq. ft.
$15.12/month per 2,000 sq. ft.
Description REFUSE DISPOSAL Residential Single or Multiple Units (four units or less) Multiple Units (five units or more) Commercial
WATER AND WASTEWATER UTILITY FEES
STORM WATER FEES (rate calculated based on a 30-day month)
UTILITY TAXES Commercial
Gas
Electricity (Manufacturing) Electricity (Non-Manufacturing) Telephone (Cellular, Landline) Water
Rate/month: $3.225 + Rate/month: $3.225 + $0.167821/CCF 0-70 CCF + $0.167821/CCF 0-70 CCF + $0.161552/CCF 71-430 CCF + $0.161552/CCF 71-430 CCF + $0.15363/CCF on balance $0.15363/CCF on balance (maximum of $500/month) (maximum of $500/month) Rate/month: $1.38 + Rate/month: $1.38 + $0.004965/kWh 0-3,625,100 kWhs $0.004965/kWh 0-3,625,100 kWhs + $0.004014/kWh on balance + $0.004014/kWh on balance (maximum of $53,000/month) (maximum of $53,000/month) Rate/month: $2.87 + Rate/month: $2.87 + $0.017933/kWh 0-537 kWh + $0.017933/kWh 0-537 kWh + $0.006330/kWh on balance $0.006330/kWh on balance Replaced by the State Replaced by the State Communications Sales & Use Tax Communications Sales & Use Tax 5% of sales price of services 5% of sales price of services 25% on first $75, plus 15% of bill in 25% on first $75, plus 15% of bill in excess of $75 excess of $75
Residential Cable and Satellite Service Telephone (Cellular, Landline)
Replaced by the State Communications Sales & Use Tax
Replaced by the State Communications Sales & Use Tax
Electricity
$1.75 + $0.016891/kWh monthly (capped at $3.75/month)
$1.75 + $0.016891/kWh monthly (capped at $3.75/month)
$1.50/month
$1.50/month
25% on first $22.50/month
25% on first $22.50/month
Gas Water (5/8" Meter)
68 - Budget Overview
GENERAL FUND BALANCE RESERVES The establishment and maintenance of general operating reserves is considered one of the most effective management practices a local government can employ. The purpose of a reserve is to act as the city’s “savings” account to meet emergency, unanticipated needs without jeopardizing the ongoing provision of city services. Reserves help to cushion against cash flow challenges such as providing an interim source of funding for emergency costs from significantly large unexpected expenses such as a hurricane. The appropriate size of reserves depends on variability of revenues and expenditures and an organization’s cash flow needs. The City Council adopted a resolution on May 16, 2000 to create reserve funds. On July 23, 2013, City Council adopted a resolution that updated the policies on reserve funds establishing reserve target levels, formalized the city’s longstanding self-imposed debt affordability measures, and established financial policies for the Parking Facilities Fund. City Council’s resolution passed on February 26, 2019, updated the city’s policies on reserves, debt affordability, and surplus funds utilization, and adopted new financial policies on pension funding and enterprise fund financial management. On May 11, 2021, City Council passed a resolution updating the Pension Funding Policy to allow for the positive impacts garnered from the sale of debt to refinance a portion of the city’s pension liability. The update also provides a framework of when the city’s existing reserves will be utilized. The city’s Reserve Policy documents the city’s approach to establishing and maintaining strong reserves across the spectrum of city operations. The city’s financial policies demonstrate its commitment to consistent financial practices, operational efficiencies and best practices. Sound financial management practices contribute to maintaining high city credit ratings and lower borrowing costs for capital projects, preserve fiscal integrity, and promote long-term fiscal sustainability. The Financial Policies section provides more detail on the policies.
General Fund Balance Reserves FY 2025 Estimate
FY 2025 Minimum
FY 2026 Projection
General Fund, Fund Balances - Unassigned
$97,721,249
$97,721,249
$97,721,249
Less: Economic Downturn Reserve
$5,000,000
$5,000,000
$5,000,000
Net Unassigned Fund Balance
$92,721,249
$92,721,249
$92,721,249
Less: General Fund Unassigned Reserve1
$90,401,239
$90,401,239
$90,401,239
Available Unassigned Fund Balance
$2,320,010
Reserve
$2,320,010
1
The amounts are in accordance with the most recent financial policies adopted by City Council. The General Fund unassigned reserve policy minimum is equal to ten percent (10%) of General Fund expenditures, plus General Fund transfers out as of June 30, 2025.
Budget Overview - 69
ESTIMATED GENERAL FUND - FUND BALANCE $293,874,205
Beginning General Fund - Fund Balance, July 1, 2024* Add Revenues** Revenues (excluding transfers and Carryforward/ Reversion) Return from water and wastewater utility funds Return from tax increment financing fund Carryforward - General Fund Return from Norfolk Public Schools (reversion funds) Public amenities fund support for Norfolk Consortium Total Fund Balance and Revenues Less: Anticipated Expenditures** Norfolk Public Schools operating budget Public safety Public health and assistance Other city departments Central appropriations and outside agencies Debt service Total Fund Balance and Expenditures
*Amount reported in the FY 2025 Annual Comprehensive Financial Report **Based on FY 2026 Adopted Budget
70 - Budget Overview
$1,160,631,219 $10,000,000 $0 $18,659,087 $6,462,467 $3,500,000 $1,493,126,978
$450,353,600 $165,555,231 $94,367,410 $301,479,116 $81,109,896 $106,387,520 $1,493,126,978
SUMMARY OF CHANGES IN FUND BALANCE General Fund FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
406,822,397 205,699,655 6,610,596 1,407,589 25,121,032 9,088,343 13,350,182 388,959,781 23,090,097 1,080,149,672
439,108,193 203,937,237 3,736,799 1,136,967 31,515,672 9,930,653 14,253,294 424,895,543 8,842,403 1,137,356,761
462,598,778 210,704,478 3,832,344 2,097,687 31,967,917 10,166,811 15,479,293 440,913,642 6,113,575 1,183,874,525
378,727,866 78,566,459 47,100,106 500,384,666 15,114,617 1,019,893,714 60,255,958
404,190,610 81,797,829 48,092,629 519,017,120 16,029,636 1,069,127,824 68,228,937
424,322,574 85,695,326 52,065,823 541,254,191 15,610,330 1,118,948,244 64,926,281
Net Change in Fund Balance Beginning Fund Balance at July 1
28,535,500 (9,769,337) (107,769,986) (3,968,897) (92,972,720) (32,716,763) 26,935,037 (24,724,874) 2,210,163 (30,506,599) 324,380,805
23,274,458 (9,766,067) (108,168,795) 0 (94,660,404) (26,431,467) 19,962,467 (12,190,087) 7,772,380 (18,659,087) 293,874,205
22,396,305 (10,371,060) (117,588,745) 0 (105,563,500) (40,637,219) 22,128,468 (2,588,055) 19,540,413 (21,096,806) 275,215,118
Ending Fund Balance at June 30
293,874,206
275,215,118
254,118,312
Operating Revenues General property taxes Other local taxes Permits and fees Fines and forfeitures Charges for services Miscellaneous Recovered costs Commonwealth Federal Total Operating Revenues Operating Expenses Personnel services Contractual services Materials, supplies and repairs Department specific appropriation Public assistance Total Operating Expenses Operating Income (Loss) Non-Operating Revenues (Expenses) Use of money and property Capital outlay Debt service Acctg. for Encumbrances for Budget not GAAP Total Non-Operating Revenue/Expense Income (Loss) Before Operating Transfers Operating transfers in Operating transfers out Total Operating Transfers
Note: FY 2025 amounts are based on figures in the city’s Annual Comprehensive Financial Report.
Budget Overview - 71
Special Revenue Funds FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General property taxes Other local taxes Fines and forfeitures Charges for services Miscellaneous Recovered costs Commonwealth Federal Total Operating Revenues Operating Expenses
11,267,300 9,342,056 0 26,075,903 55,007 0 162,211 4,184 46,906,661
0 9,483,385 11,000 26,862,500 1,633 443,201 197,929 0 36,999,648
0 9,558,187 11,000 26,807,000 1,633 351,300 165,000 0 36,894,120
Personnel services Contractual services Materials, supplies and repairs Department specific appropriation Total Operating Expenses
8,794,644 13,823,563 2,116,454 526,480 25,261,141 21,645,520
9,618,122 15,408,499 2,130,455 5,820,028 32,977,104 4,022,544
10,540,066 15,741,351 2,291,372 5,664,798 34,237,587 2,656,533
103,945 (2,133,159) (5,102,949) (7,132,163) 14,513,357 2,022,716 (15,337,784) (13,315,068) 1,198,289
1,010,335 (2,637,383) (4,617,665) (6,244,713) (2,222,169) 2,000,000 0 2,000,000 (222,169)
1,125,335 (1,354,645) (4,652,665) (4,881,975) (2,225,442) 2,225,442 0 2,225,442 0
11,327,538
12,525,827
12,303,688
12,525,827
12,303,658
12,303,688
Operating Revenues
Operating Income (Loss) Non-Operating Revenues (Expenses) Use of money and property Capital outlay Debt service Total Non-Operating Revenue/Expense Income (Loss) Before Operating Transfers Operating transfers in Operating transfers out Total Operating Transfers Net Change in Fund Balance Beginning Fund Balance at July 1 Ending Fund Balance at June 30
Note: FY 2025 amounts are based on figures in the city’s Annual Comprehensive Financial Report.
72 - Budget Overview
SUMMARY OF CHANGES IN NET ASSETS Enterprise Funds FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Permits and fees Fines and forfeitures Charges for services Miscellaneous Recovered costs Total Operating Revenues Operating Expenses
0 0 208,980,355 2,898,956 0 211,879,311
883,100 3,000,000 201,537,131 1,269,614 1,003,600 207,693,445
853,700 3,462,480 206,991,613 636,900 1,003,600 212,948,293
Personnel services Contractual services/Materials, supplies and repairs Depreciation Department specific appropriation Total Operating Expenses
41,081,115 45,579,599 33,899,592 0 120,560,306 91,319,005
48,606,041 49,872,779 0 40,919,527 139,398,347 68,295,098
51,105,102 52,855,400 0 52,107,004 156,067,506 56,880,787
7,673,917 0 2,347,224 0 (17,187,158) 3,038,113 0 (4,127,904) 87,191,101 5,413,754 5,520,840 (11,625,823) (691,229) 86,499,872
2,411,420 (3,751,954) 0 0 0 0 (56,954,564) (58,295,098) 10,000,000 0 0 (10,000,000) (10,000,000) 0
7,697,400 (2,563,454) 0 0 0 0 (50,664,733) (45,530,787) 11,350,000 0 0 (11,350,000) (11,350,000) 0
768,756,957
855,256,829
855,256,829
855,256,829
855,256,829
855,256,829
Operating Revenues
Operating Income (Loss) Non-Operating Revenues (Expenses) Use of money and property Capital outlay Intergovernmental revenue Miscellaneous revenue (expense) Interest and Fiscal Charges Gain/(Loss)-Sale of fixed assets & investments Debt service Total Non-Operating Revenue/Expense Income (Loss) Before Operating Transfers Capital Contribution Operating transfers in Operating transfers out Total Operating Transfers/Capital Contribution Net Income (Loss) Beginning Net Assets at July 1 Ending net assets at June 30
Note: FY 2025 amounts are based on figures in the city’s Annual Comprehensive Financial Report.
Budget Overview - 73
Internal Service Funds FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Charges for services Miscellaneous Recovered costs Total Operating Revenues Operating Expenses
102,555,800 447,286 0 103,003,086
111,361,489 518,080 70,000 111,949,569
131,760,178 525,215 70,000 132,355,393
Personnel services Cost of Goods Sold Contractual services Materials, supplies and repairs/Other Depreciation Total Operating Expenses
5,076,553 4,568,435 84,186,846 5,270,721 404,451 99,507,006 3,496,080
5,794,153 0 105,547,265 6,351,160 0 117,692,578 (5,743,009)
6,348,577 0 119,356,561 6,419,855 0 132,124,993 230,400
Net Income (Loss) Beginning Net Assets at July 1
0 0 0 7,013 0 7,013 3,503,093 156,889 0 (172,572) (15,683) 3,487,410
5,000 (65,845) (199,000) 0 (172,555) (432,400) (6,175,409) 0 3,000 0 3,000 (6,172,409)
5000 (65,845) 0 0 (172,555) (233,400) (3,000) 0 3,000 0 3,000 0
29,134,809
32,622,219
26,449,810
Ending net assets at June 30
32,622,219
26,449,810
26,449,810
Operating Revenues
Operating Income (Loss) Non-Operating Revenues (Expenses) Use of money and property Capital outlay Miscellaneous revenue (expense) Gain/(Loss)-Sale of fixed assets & investments Debt Service Total Non-Operating Revenue/Expense Income (Loss) Before Operating Transfers Capital Contribution Operating transfers in Operating transfers out Total Operating Transfers
Note: FY 2025 amounts are based on figures in the city’s Annual Comprehensive Financial Report. Ending net assets at June 30 will vary based on actual revenues and expenditures.
74 - Budget Overview
TRANSFERS FROM/TO The tables below present certain fund to fund transfers which include: General Fund support of capital projects and special revenue funds; transfers from enterprise activities and special revenue funds to the General Fund; and cash contribution from General Fund and nongeneral funds for capital projects.
Transfer from General Fund to
FY 2027
Capital Improvement Plan
2,818,055
Waste Management Fund
2,000,000
Grants Fund (estimated)1
5,213,332
Total Transfers from General Fund
10,031,387
Transfer to General Fund from Public Amenities Fund
3,500,000
Wastewater Utility Fund
1,500,000
Water Utility Fund
8,500,000
Total Transfers to General Fund
13,500,000
Capital Improvement Plan Cash Sources General Fund Transfer to CIP2
2,818,055
General Fund CIP Other Cash Support
48,052,781
Parking Fund
2,250,000
Wastewater Utility Fund
6,000,000
Water Utility Fund
31,834,010
Total Capital Improvement Plan Cash Sources
90,954,846
1
Actual amount transferred from the General Fund may vary based upon the actual grant award. See Annual Grants Plan for details. 2 General fund CIP receives a transfer of cash from the General Fund and also receives cash support from other sources. Please see the CIP funding source section for more information.
Budget Overview - 75
FULL TIME EQUIVALENT (FTE) STAFFING SUMMARY
General Fund Budget and Strategic Planning Circuit Court Judges City Attorney City Auditor City Clerk City Council City Manager* City Planning City Real Estate Assessor City Treasurer Clerk of Circuit Court Commissioner of the Revenue Commonwealth’s Attorney Communications Cultural Facilities, Arts & Entertainment Diversity, Equity, and Inclusion Economic Development Elections Finance Department Fire-Rescue General Services and Administration Housing and Community Development Human Resources Human Services Information Technology Libraries Military and Community Affairs* Nauticus Neighborhood Services Norfolk Community Services Board Parks and Recreation* Office of Citizen Services* Office of Emergency Management Office of Public Art* Police Public Health Public Works 76 - Budget Overview
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
Change FY 2026 to FY 2027
27.5 5.0 37.0 9.0 15.0 8.0 39.0 78.0 25.0 32.0 44.0 37.0 68.0 18.0 49.0 11.0 23.0 7.0 69.0 528.0 143.4 31.0 40.0 480.5 91.0 115.5 0.0 35.0 51.0 323.8 218.0 0.0 4.0 0.0 838.0 7.0 146.0
27.5 5.0 38.0 9.0 15.0 8.0 13.0 79.0 25.0 32.0 44.0 37.0 68.0 18.0 51.0 10.0 21.0 7.0 69.0 554.0 142.4 31.0 40.0 471.0 92.0 115.5 5.0 35.0 51.0 305.2 247.0 22.0 4.0 3.0 840.0 7.0 146.0
26.5 5.0 38.0 9.0 15.0 8.0 13.0 79.0 25.0 35.0 36.0 37.0 77.0 18.0 51.0 10.0 20.0 7.0 78.0 596.0 138.4 32.0 42.0 472.0 92.0 115.5 5.0 36.0 51.0 294.6 247.0 25.0 4.0 3.0 851.0 9.0 149.0
-1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 3.0 -8.0 0.0 9.0 0.0 0.0 0.0 -1.0 0.0 9.0 42.0 -4.0 1.0 2.0 1.0 0.0 0.0 0.0 1.0 0.0 -10.6 0.0 3.0 0.0 0.0 11.0 2.0 3.0
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
Change FY 2026 to FY 2027
11.0 438.0 35.0 60.0 51.0 4,248.7
11.0 440.0 35.0 63.0 63.0 4,299.6
11.0 417.0 35.0 63.0 69.0 4,345.0
0.0 -23.0 0.0 0.0 6.0 45.4
Cemeteries*
29.0
0.0
0.0
0.0
Emergency Preparedness and Response
0.0
0.0
0.0
0.0
Towing and Recovery Operations
8.0
10.0
10.0
0.0
Waste Management
106.0
118.0
118.0
0.0
Total Special Revenue Funds
143.0
128.0
128.0
0.0
Parking Facilities
85.4
86.4
80.4
-6.0
Storm Water Management
113.0
113.0
112.0
-1.0
Wastewater Utility
101.0
101.0
101.0
0.0
Water Utility
290.5
290.5
290.5
0.0
Total Enterprise Funds
589.9
590.9
583.9
-7.0
Fleet
52.0
52.0
52.0
0.0
Healthcare
16.0
15.0
15.0
0.0
Total Internal Service Funds
68.0
67.0
67.0
0.0
5,049.6
5,085.5
5,123.9
38.4
Resilience Sheriff and Jail The Slover Transportation Zoological Park Total General Fund Special Revenue Funds
Enterprise Funds
Internal Service Funds
Total All Funds
*The FY 2026 Adopted Budget included reorganizations of multiple departments. The Cemeteries Fund was moved into the General Fund within the Parks and Recreation Department. The Citizen Services Program was transferred out of the City Manager’s Office, and established as a new office. The Office of Public Art and the Department of Military and Community Affairs were created in the FY 2026 Adopted Budget. Only permanent positions are reflected in this table.
Budget Overview - 77
BONDED INDEBTEDNESS The city’s Capital Improvement Plan (CIP) forecasts and aligns projected revenues with capital project priorities and planned capital improvement expenses for maintaining, enhancing, and expanding city infrastructure needs over a five-year period. These projects have a pivotal role in shaping the degree and direction of community development. Capital projects encompass the design, construction, renovation, or maintenance of city owned infrastructure known as capital assets. Capital assets are of significant value and include projects such as streets, bridges, schools, libraries, recreation and community centers, roads, technology systems, water, wastewater, parking, storm water infrastructure and parks. Funding for city capital projects is derived from a variety of sources, including tax-supported pay-as-you-go (PAYGO) funds, financed dollars such as tax-supported general obligation (G.O.) bonds, fee-supported revenue bonds and, various other grants, fees, and dedicated funding sources. However, bond funds are strictly used for capital expenses, not ongoing operating costs. The issuance of bonds creates a liability for the city, as it must repay bondholders with interest over the term of the loan, and therefore the city must be strategic and judicious with its spending priorities and decisions. Under the Virginia Constitution, cities can issue general obligation bonds, secured by a pledge to levy taxes if needed to cover debt service. However, the amount of tax-supported debt is limited to 10% of the total taxable assessed property value within the city. The subsequent table displays the estimated general obligation Legal Debt Margin for the current fiscal year as of June 30, 2026, along with figures from the preceding four fiscal years. While the constitutional debt limit shown here is high, the City Council’s adopted financial policies establish a more conservative debt limit to ensure fiscal responsibility. Taxable Real Property Assessed Value (1)
Debt Limit: 10% of Assessed Value
Debt Applicable to Debt Limit(3)(4)(5)
Amount of Debt as % of Debt Limit
Legal Margin for Additional Debt
June 30, 2026 (2)
30,614,224,607
3,061,422,461
1,110,191,915
36.26%
1,951,230,546
June 30, 2025
27,847,142,798
2,784,714,280
1,026,005,474
36.85%
1,758,658,806
June 30, 2024
27,210,434,577
2,721,043,458
1,164,793,737
42.81%
1,556,249,721
June 30, 2023
25,295,259,876
2,529,525,988
1,299,326,707
51.37%
1,230,199,281
June 30, 2022
23,076,117,734
2,307,611,773
1,253,606,783
54.32%
1,054,004,990
As of
(1) The figure includes the assessed valuation of the following properties: public service corporations (as assessed by the State Corporation Commission and the Virginia Department of Taxation); and residential, commercial, apartments and vacant land (as assessed by the City Assessor). (2) Taxable Real Property Assessed Value is estimated as of March 31, 2026. (3) Debt Applicable to Debt Limit excludes $452,532,679 of general obligation bonds authorized by ordinance for Capital Improvement Projects, but not yet issued. (4) Existing Debt as June 30, 2026. Exclusive of any future amount borrowed on the Line of Credit, and any future bond issuance. (5) The Willoughby Beach Nourishment obligation is excluded from gross debt.
78 - Budget Overview
FINANCIAL POLICIES The city maintains conservative financial policies to ensure both short- and long-term fiscal sustainability while providing critical analysis for sound financial decisions. These policies guide the management of the city’s finances, aiming to deliver quality services, ensure a balanced budget, and establish necessary reserves for future obligations. The city maintains solid bond ratings, which are supported by ongoing efforts to adhere to the city’s conservative financial policies and to follow sound financial management practices. Developing and adhering to long-term financial and capital improvement plans, keeping expense growth in-line with revenues, and maintaining an adequate level of operating reserves are also important. Additionally, the city’s adherence to Generally Accepted Accounting Principles (GAAP) and the receipt of prestigious awards such as the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award further demonstrate its commitment to quality financial management.
GENERAL CAPITAL IMPROVEMENTS– DEBT AFFORDABILITY MEASURES The decision to assume new general obligation debt to finance General Capital projects shall be based on costs and benefits, current conditions of the construction and municipal bond markets, and the city’s ability to afford and pay the debt. This will be determined through an objective, analytical approach, comparing the city’s generally accepted measures of affordability to the current values for the city. The City Council’s debt affordability policies reflect its commitment to sound financial practices, supporting the city’s high credit ratings and helping secure lower borrowing costs for capital projects. These policies are designed to preserve fiscal integrity and ensure long-term financial sustainability. The CIP for General Capital Improvements (bonds not supported by user fees) is guided by five measures of affordability, which are outlined below: ·
Debt service as a percent of the General Fund budget (remain below 10 percent, with a not-to-exceed of 11 percent of the General Fund budget)
·
Net debt as a percent of taxable property (remain below 3.5 percent, with a not-to-exceed of 4 percent of the total assessed value of taxable property)
·
Ten-year general obligation payout ratio (retirement of the principal amount of the long-term general obligation bonds by at least 55 percent or greater within 10 years)
·
Overlapping debt limit (overlapping debt not to exceed 0.5 percent of total assessed value of taxable property)
·
Variable rate debt limits (the city’s outstanding debt with variable interest rate will not exceed 20 percent by fund)
The proposed CIP fully complies with the city’s adopted debt ratios, ensuring that all debt issuance remains within established limits. However, it is important to note that the plan maintains a tight alignment with these ratios throughout the entire five-year period, requiring careful monitoring to ensure continued fiscal responsibility. Notably, this five-year CIP incorporates a significant level of external contributions, including Commonwealth funds, grants, tax credits and anticipated philanthropic donations. These affordability measures ensure that the city maintains a sound debt position while safeguarding the credit quality of its obligations. At the same time, the city retains flexibility to invest in projects of significance and importance, such as addressing resiliency challenges from coastal flooding, neighborhood revitalization, and economic development. Major projects like the new Maury High School, the Coastal Storm Risk Management (CSRM), NFWC Recreation and Library Center, and renovations to Chrysler Hall and Scope are actively managed within the CIP. The city remains committed to reassessing its future debt issuance and strategic investments considering external funding changes, available revenue for debt repayment, and current budget priorities. Budget Overview - 79
STATEMENT OF NO PAST DEFAULT The city has never defaulted on the payment of either principal or interest on its debt.
OUTSTANDING DEBT Debt service for General Capital Improvements is funded through the General Fund. In contrast, debt for enterprise and other fee-supported operations is paid from the respective revenues generated by the fees and rates charged for services. The estimated total outstanding bonded indebtedness, including revenue bonds, at the end of FY 2026 is estimated to be $1,447,469,965 (excluding any amounts borrowed on the Line of Credit and any future bond issuances). The city anticipates issuing additional General Capital debt in the next fiscal year to meet the cash flow needs of previously approved capital projects, as well as the FY 2027 CIP. While debt service is projected to rise over the next five years, the city is proactively managing its annual debt payments to ensure continued compliance with financial ratios and to maintain overall affordability. The city’s CIP forecasts and aligns projected revenues with capital project priorities and planned capital improvement expenses for maintaining, enhancing, and expanding infrastructure needs over a five-year period. The CIP is updated annually to address new or changing priorities. Projects may be adjusted based on service level standards and needs, special funding opportunities, emergency requirements, or directives or priorities established by the City Council. Because priorities can change, planned projects included in outward years are not guaranteed funding. Only those projects identified in the first year of the five-year CIP are appropriated in the adopted budget. The five-year CIP is essential for long-term planning, establishing funding priorities, coordinating departmental projects, and ensuring the city’s financial sustainability. It serves as a critical tool for linking infrastructure needs, community priorities, and the city’s fiscal capacity. Properly managing the city’s debt is crucial to its overall financial health, and its growth is tied to the growth of financial resources. The city does not borrow funds for authorized projects until those projects are actively moving forward and incurring expenses. Most capital projects go through multiple phases, including design, land/rights-ofway acquisition, permitting, and construction. While many capital projects take one or two years from start to completion, major projects may span several years before significant spending begins. The CIP enables the annual appropriation of funds for specific phases while allocating resources for future phases. The city uses bonds for projects that have at least the same useful life as the bond repayment period. For instance, a twenty-year bond is used to finance projects with at least a twenty-year expected lifespan, ensuring that the city pays for the infrastructure as it is used. When structuring debt, the city also considers factors such as repayment sources, project types, debt service coverage requirements, and market conditions. The two most frequently used debt service structures (by the city and other local governments) are level annual principal payments and level annual debt service (i.e., principal plus interest) payments. A level annual principal structure pays down the principal evenly over the bond’s life, decreasing total debt service over time. The level annual debt service structure, similar to a mortgage, starts with higher interest payments and gradually increases principal repayment. While this structure offers lower initial debt service costs, the overall cost is higher. The predictability and consistency of the level annual debt service structure is particularly useful for revenue bonds, like those for Norfolk's Water, Wastewater, and Storm Water programs, which are secured by user fees.
80 - Budget Overview
Both structures have their merits, however the city primarily uses the level annual principal structure to finance General Capital projects, as it minimizes overall borrowing costs by repaying debt more quickly. This faster repayment recycles the city’s debt capacity, offering greater flexibility for future capital projects.
ENTERPRISE AND OTHER SELF-SUPPORTING OPERATIONS DEBT The city issues revenue bonds to acquire, improve, or construct capital assets or to refund previous bonds, but does not use bonds to fund daily operations. Norfolk's Water, Wastewater, and Storm Water Revenue Bond programs are governed by bond indentures and financing agreements, which include restrictive covenants such as debt coverage requirements (revenue-to-debt service ratios) to support long-term fiscal sustainability. Each revenue bond program is backed by the revenues of their corresponding system. The city has committed to setting rates, fees, and charges to ensure that net revenues meet or exceed the required debt service coverage. Historically, all revenue bond programs, including projections for FY 2027, meet these requirements. As previously noted, outstanding Wastewater and Storm Water bonds consist of a blend of general obligation and revenue bonds, while Water bonds are entirely revenue-backed. The city finances capital needs for its Parking, Nauticus, Towing and Recovery and Waste Management operations through self-supporting general obligation bonds. As a matter of practice, the city pays such general obligation bonds from its respective self-supporting or enterprise activities. Should money in the respective funds not be sufficient to pay debt service on the general obligations, the city is obligated to pay such debt service from the General Fund or other available revenues.
BOND RATINGS Bond or credit ratings provide an independent opinion of an issuer’s creditworthiness, such as the city, based on relevant risk factors. Long-term general obligation ratings reflect an issuer's ability and willingness to repay its debt obligations, on a timely basis. Municipal credit ratings are primarily influenced by four key factors: the issuer's financial position, current and future debt burden, financial management and the economy. Ratings are an extremely important factor in determining the bond’s marketability and interest rate. Investors rely on ratings when making investment decisions, and underwriters use them to decide whether to underwrite a particular bond issue or a willingness to hold the investment. The three major credit rating agencies in the U.S. - Moody's Investors Service ("Moody's”), S&P Global Ratings ("S&P") and Fitch Ratings ("Fitch") - each use their own methodology to assess creditworthiness and use specific rating scale to communicate their opinions. Ratings are typically expressed as letter grades, ranging from 'AAA' to 'D', to indicate the level of credit risk. Within each rating category, credits may also be further distinguished by “notches”. The current credit ratings for the city’s General Obligation and Water Revenue Bond programs are as follows: Bonding Program General Obligation Water Revenue
Moody’s Aa2 Aa2
S&P AAA AA+
Fitch AA+ AAA
Norfolk's bond ratings are considered very strong, helping the city secure low financing costs for key capital projects. In general, an AA rating indicates very high-quality bonds with some elements of long-term risks, while AAA represents the highest-quality bonds. These ratings serve as a benchmark for comparing the city’s credit profile with other governmental entities. The ratings reflect the city’s strong economy, liquidity, and management practices. The
Budget Overview - 81
city is committed to maintaining and improving its overall credit standing, balancing financial flexibility with potential limitations or restrictions. The city’s Wastewater and Storm Water Revenue Bonds do not carry an underlying or stand-alone credit rating.
Computation of Legal Debt Margin June 30, 2026 (Estimated) Total Assessed Value of Taxed Real Property as of March 31, 2025
$30,614,224,607
Debt Limit: 10% of Total Assessed Value
$3,061,422,461
Amount of Debt Applicable to Debt Limit:(1)(2)(3)(4) Gross Debt
$1,110,191,915
Legal Debt Margin
$1,951,230,546
Amount of Debt as a percent of Debt Limit
36.26%
(1) Includes all non-General Fund supported general obligation debt including Wastewater, Parking, Storm Water, Towing and Recovery Operations, and Waste Management (2) The Legal Debt Margin computation does not include any Revenue Bond debt issued by the city, because such debt is not subject to the Commonwealth’s Constitutional Debt Limit. (3) Excludes general obligation bonds authorized by ordinance for Capital Improvement Projects, but not yet issued. (4) Existing Debt as of June 30, 2026. Exclusive of any future amount borrowed on the Line of Credit, and any future bond issuance.
82 - Budget Overview
YEARLY MATURITY OF LONG-TERM DEBT General Obligation(1)(2)
General Obligation Equipment(1)
Water Revenue(1)
Fiscal Year
Principal
Interest
Total
Principal
Interest
Total
Principal
Interest
2027
85,823,062
40,722,223
126,545,284
355,000
82,625
437,625
16,235,000
10,195,325
26,430,325
2028
88,075,985
37,750,589
125,826,574
190,000
69,000
259,000
14,000,000
9,432,875
23,432,875
2029
85,933,671
34,651,858
120,585,529
1,285,000
32,125
1,317,125
13,155,000
8,750,625
21,905,625
2030
83,643,069
31,579,130
115,222,198
-
-
-
12,803,342
8,274,059
21,077,400
2031
79,531,403
28,623,777
108,155,180
-
-
-
12,410,643
7,673,007
20,083,650
2032
73,119,986
25,498,332
98,618,318
-
-
-
11,988,018
7,092,632
19,080,650
2033
73,443,827
22,986,616
96,430,443
-
-
-
11,545,467
6,534,183
18,079,650
2034
67,337,933
19,768,726
87,106,658
-
-
-
11,077,990
5,998,785
17,076,775
2035
65,557,312
17,122,528
82,679,840
-
-
-
10,590,589
5,487,561
16,078,150
2036
63,266,973
14,757,909
78,024,882
-
-
-
8,028,264
5,052,886
13,081,150
2037
63,589,532
12,623,878
76,213,40
-
-
-
8,406,016
4,673,134
13,079,150
2038
60,696,882
10,201,782
70,898,664
-
-
-
8,803,843
4,274,305
13,078,150
2039
52,192,439
8,265,824
60,458,263
-
-
-
9,221,754
3,855,396
13,077,150
2040
29,493,312
6,787,000
36,281,112
-
-
-
9,579,742
3,417,409
12,997,150
2041
29,584,511
5,515,893
35,100,404
-
-
-
10,037,809
2,959,341
12,997,150
2042
20,626,047
4,281,615
24,907,662
-
-
-
10,520,958
2,478,068
12,999,025
Total
2043
21,962,928
3,345,865
25,308,793
-
-
-
11,029,188
1,972,338
13,001,525
2044
18,125,166
2,487,529
20,612,695
-
-
-
11,557,500
1,441,025
12,998,525
2045
18,372,771
1,1723,336
20,096,107
-
-
-
12,115,896
882,879
12,998,775
2046
18,620,754
949,629
19,570,383
-
-
-
8,509,376
401,274
8,910,650
2047
8,394,127
423,513
8,817,640
-
-
-
2,632,941
157,084
2,790,025
2048
5,872,882
192,617
6,065,499
-
-
-
2,736,592
57,558
2,794,150
2049
2,860,000
45,560
2,905,560
-
-
-
439,068
2,195
441,263
Total
1,116,124,570
330,306,529
1,446,431,099
1,830,000
183,750
2,013,750
227,425,000
101,063,946
328,488,946
*Fiscal Year amounts may not add to total due to rounding.
Budget Overview - 83
YEARLY MATURITY OF LONG-TERM DEBT (CONTINUED)
Wastewater Revenue(1)
Storm Water Revenue(1)
Totals(1)
Fiscal Year
Principal
Interest
Total
Principal
Interest
Total
Principal
Interest
Total
2027
7,759,195
64,196
7,823,391
34,838
416
35,254
110,207,095
51,064,784
161,271,879
2028
7,963,500
144,946
8,108,445
845,026
82,069
927,095
111,074,511
47,479,478
158,553,989
2029
7,259,002
136,944
7,395,945
849,169
77,926
927,095
108,481,842
43,649,477
152,131,319
2030
6,842,044
128,902
6,970,945
853,332
73,763
927,095
104,141,786
40,055,852
144,197,639
2031
6,425,126
120,819
6,545,945
857,516
69,578
927,095
99,224,688
36,487,182
135,711,870
2032
6,058,249
112,696
6,170,945
826,446
65,396
891,841
91,992,698
32,769,057
124,761,755
2033
5,566,412
104,533
5,670,945
830,583
61,258
891,841
91,386,289
29,686,591
121,072,879
2034
5,342,116
96,329
5,438,445
834,741
57,100
891,841
84,592,780
25,920,940
110,513,720
2035
4,827,878
88,083
4,915,962
838,920
52,921
891,841
81,814,699
22,751,094
104,565,793
2036
4,296,182
79,797
4,375,978
843,120
48,721
891,841
76,434,538
19,939,314
96,373,852
2037
3,721,613
71,469
3,793,081
847,341
44,501
891,841
76,564,502
17,412,981
93,977,483
2038
3,325,927
63,099
3,389,026
851,583
40,259
891,841
73,678,238
14,579,443
88,257,681
2039
3,121,383
54,687
3,176,070
855,846
35,995
891,841
65,391,423
12,211,903
77,603,325
2040
3,017,793
46,233
3,064,026
860,131
31,711
891,841
42,950,977
10,283,153
53,234,130
2041
2,768,158
37,737
2,805,895
864,437
27,405
891,841
43,254,914
8,540,376
51,795,291
2042
1,972,682
30,188
2,002,871
868,764
23,077
891,841
33,988,451
6,812,949
40,801,400
2043
1,258,954
23,917
1,282,871
873,113
18,728
891,841
35,124,183
5,360,848
40,485,030
2044
1,265,256
17,614
1,282,871
877,484
14,357
891,841
31,825,407
3,960,526
35,785,933
2045
1,117,016
11,283
1,128,299
881,877
9,964
891,841
32,487,561
2,627,462
35,115,023
2046
969,816
6,072
975,888
886,292
5,549
891,841
28,986,239
1,362,524
30,348,763
2047
486,727
1,217
487,944
444,809
1,112
445,921
11,958,604
582,926
12,541,530
2048
-
-
-
-
-
-
8,609,474
250,176
8,859,650
2049
-
-
-
-
-
-
3,299,068
47,755
3,346,823
Total
85,365,029
1,440,760
86,805,789
16,725,367
841,805
17,567,172
1,447,469,965
433,836,790
1,881,306,756
*Fiscal Year amounts may not add to total due to rounding. (1) Existing Debt Service as of June 30, 2026. Exclusive of the amount borrowed on the Line of Credit, and any future bond issuance. (2) General Obligation bonds have been used to finance Wastewater, Parking, Storm Water, Nauticus, and Towing and Recovery, and Waste Management projects. The bonded debt associated with those projects is self-supported by the respective funds. The Debt Service portion of the General Fund budget finances only General Capital projects, and equipment, but not its selfsupporting funds.
84 - Budget Overview
General Fund Revenues
General Fund Revenues - 85
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86 - General Fund Revenues
GENERAL FUND REVENUE SUMMARY FY 2025 Actual
FY 2026 Adopted
FY 2026 Year-End Projection
FY 2027 Proposed
319,995,212
338,818,989
338,900,000
352,642,979
4,958,205
5,838,045
5,900,000
9,650,290
200,451
477,945
500,000
541,512
0
-10,000
0
0
325,153,867
345,124,979
345,300,000
362,834,781
2,138,763
2,140,320
2,140,520
2,196,210
11,922,822
12,271,912
12,360,117
12,129,073
339,215,453
359,537,211
359,800,637
377,160,064
Current
51,312,755
48,780,101
48,877,661
55,281,545
Delinquent
21,171,446
22,652,928
22,652,928
20,975,642
Interest
1,003,050
1,037,937
1,037,937
1,002,285
Personal Property Tax Refund
0
-200,000
0
0
Subtotal - Personal Property
73,487,251
72,270,966
72,568,526
77,259,472
Current, Delinquent, and Interest
35,774
43,000
43,000
43,860
Total All Personal Property Taxes
73,523,025
72,313,966
72,611,526
77,303,332
11,938
13,590
13,590
11,595
6,312,812
7,020,205
7,020,205
7,160,609
Delinquent
163,866
213,562
2,000,000
906,531
Interest
56,117
9,659
20,000
56,647
6,532,795
7,243,426
9,040,205
8,123,787
419,283,211
439,108,193
441,465,958
462,598,778
48,074,119
49,652,011
48,000,000
50,645,051
Water
6,643,109
7,342,054
7,342,054
7,493,655
Electric
12,830,424
11,307,913
11,307,913
11,605,117
Gas
2,865,128
2,640,189
2,640,189
2,804,134
Revenue Source GENERAL PROPERTY TAXES Real Property Taxes Current Delinquent Interest Real Estate Tax Refunds Subtotal - Real Property Taxes Downtown Improvement District Current, Delinquent, and Interest Public Service Corporations Current, Delinquent, and Interest Total All Real Property Taxes Personal Property
Public Service Corporations
Mobile Home Current, Delinquent, and Interest Machinery and Tools Current
Subtotal - Machinery and Tools Total General Property Taxes OTHER LOCAL TAXES Sales and Use Utility Taxes
General Fund Revenues - 87
9,701,764
FY 2026 Year-End Projection 14,186,596
14,314,315
3,571,596
3,571,596
0
0
0
-42,000
0
0
40,575,283
38,320,052
38,358,372
42,965,663
Franchise
483,169
385,955
385,955
505,801
Bank Stock
2,730,336
3,076,155
2,998,778
2,730,336
4,681,300
4,734,129
4,734,129
4,707,321
116,312
119,083
119,083
116,425
Recordation
3,021,092
2,937,446
2,937,446
3,106,317
Cigarette
4,704,659
4,692,682
4,692,682
3,381,118
Admissions
6,417,087
6,578,424
6,020,812
6,348,742
Hotel/Motel Room
11,412,147
12,020,783
12,589,511
11,920,045
Hotel (flat tax per room night)
3,714,705
3,955,002
3,843,768
4,500,833
Food and Beverage
41,980,187
42,776,509
42,795,106
43,204,274
Estate Probate
50,461
50,514
50,514
55,967
Short-term Rental
267,722
116,976
185,897
299,364
208,325,432
203,937,237
203,188,805
210,704,478
Animal License
45,956
46,661
46,661
46,661
Burglar Alarm License
1,295
1,293
1,293
1,138
Building Permit
869,554
642,637
642,637
866,073
Electrical Permit
300,869
283,540
283,540
297,659
Plumbing Permit
218,022
243,083
243,083
256,831
Plan Review Fee
91,155
82,661
82,661
136,628
Mechanical Code Inspection Fee
183,159
225,211
225,211
211,695
Elevator Inspection Fee
33,724
34,723
34,723
34,723
Permit Application Fee
146,940
144,982
144,982
154,045
Wetland Permit
1,920
1,920
1,920
1,920
Zoning Fees
203,256
356,214
356,214
200,346
Driveway Permit
22,600
27,846
27,846
63,885
Utility Cut Permit
324,102
427,368
427,368
471,901
Special ROW/ Parking Permit
312,305
364,005
364,005
350,610
0
1,448
1,448
1,879
202,605
220,310
220,310
220,000
FY 2025 Actual
FY 2026 Adopted
Communications Sales Tax
14,186,596
Communications Emergency 911
Revenue Source
FY 2027 Proposed
Business Taxes Other Local Tax Refunds Business License
Licenses and Decals Motor Vehicle Boats Other Taxes
Total Other Local Taxes PERMITS, FEES AND LICENSES
Street Construction Permit Fire Permit
88 - General Fund Revenues
Revenue Source
FY 2025 Actual
FY 2026 Adopted
Fire Inspection
116,460
155,103
FY 2026 Year-End Projection 155,103
2,175
6,000
6,000
2,446
274,950
300,880
300,880
272,013
6,430
5,888
5,888
7,335
Foot Race/Bicycle Race Permit
850
0
300
850
Registration Vacant Buildings Fee
3,100
2,700
2,700
3,100
Transfer Fees
4,933
5,326
5,326
5,852
0
100,000
100,000
0
72,370
57,000
83,783
64,754
3,438,730
3,736,799
3,763,882
3,832,344
Fines and Forfeitures
430,953
437,620
416,948
437,072
Fines - Red Light Cameras
740,471
536,588
1,375,783
1,500,000
Fees - Returned Checks
11,472
10,618
9,000
11,395
Excess Weight Penalties
0
0
0
0
Fines - False Alarm
84,535
106,191
106,191
114,120
Fines - Short-term Rental
35,100
45,950
18,293
35,100
Total Fines and Forfeitures
1,302,531
1,136,967
1,926,215
2,097,687
15,714,760
15,000,000
16,000,000
14,160,000
89,995
71,871
71,871
88,039
3,373,782
3,619,582
3,619,582
3,814,636
Rent - Cultural Convention Center (Scope)
297,754
665,090
665,090
1,650,000
Rent - Chrysler Hall
876,143
500,000
500,000
0
Rent - Virginia Stage Company (Wells Theatre)
17,142
23,000
23,000
23,000
Rent - Harrison Opera House
285,025
120,000
120,000
375,000
Rent - Harbor Park-Other
410,019
50,000
50,000
50,000
Rent - Special Programs
51,558
32,070
32,070
32,070
Rent - Attucks
19,110
20,000
20,000
65,000
Sale of Salvage Materials
23,502
13,549
13,549
15,000
Sale of Fixed Assets
167,983
324,948
324,948
200,000
0
0
500
0
2,208,824
1,500,000
1,500,000
0
Rent - Picnic Shelters
21,716
25,000
25,000
21,416
Commissions - Jail Telephone
728,023
710,000
710,000
900,000
Commissions - Other
427,766
360,076
360,076
453,951
6,215
18,015
9.008
9,181
Precious Metal Dealer Permit Excessive Size and Weight Permit Taxi Operator Permit
ROW Enchroachment Permits - Other Total Permits and Fees
FY 2027 Proposed 160,000
FINES AND FORFEITURES
USE OF MONEY AND PROPERTY Interest on Investments Other Interest Rent - General Properties
Rent - Equipment Ticket System- Cultural Center
Advertising
General Fund Revenues - 89
Revenue Source
FY 2025 Actual
FY 2026 Adopted
Rent - Selden
113,677
102,337
FY 2026 Year-End Projection 102,337
Commissions - Slover
18,564
29,000
29,000
26,865
Rent
105,500
89,920
89,920
400,761
24,957,058
23,274,458
24,256,952
22,396,305
Court Costs
67,003
84,501
59,615
116,582
Courthouse Security Assessment
166,637
141,479
141,479
179,620
New Court Fees
153,275
142,063
157,681
154,920
DNA Charges
3,268
2,400
2,400
3,077
Fees - High Constable
284,509
286,059
303,959
308,309
Jail Processing Fees
28,149
23,339
23,339
30,000
Fees - Court Officers
30,013
26,833
26,833
25,780
Fees - Excess
246,590
80,700
40,350
158,627
Fees - City Sheriff
33,227
42,044
42,044
44,000
1,034,450
373,300
615,024
373,300
11,400
100
100
3,356
Miscellaneous School Fees
2,823,113
3,677,582
3,677,582
2,601,418
Paramedical Rescue Service
10,687,029
9,000,000
9,000,000
9,575,000
100,000
100,000
100,000
100,000
Charges - Animal Protection
7,990
7,780
7,780
7,780
Police Records And Reports
139,445
169,034
169,034
278,430
Public Vehicle Inspection Certification
6,056
22,100
22,100
16,496
Non-Emergency Traffic Escort
14,655
15,000
15,000
20,000
Fees - Library Fines
58,808
110,000
110,000
65,000
Charges - Public Works
393,675
424,334
424,334
393,675
Charges- Public Works Contractor
331,545
528,350
528,350
331,545
Fees-Recreation, Parks and Open Spaces
130,949
147,708
147,708
161,483
Charges-Reprographics/ Printing
34,666
30,000
30,000
44,500
2,372,211
2,400,000
2,400,000
2,400,000
Charges - Transient Yacht
132,627
130,000
130,000
132,627
Services- Cemetery
857,100
849,200
862,200
879,710
Sales Surveys/Blueprints/Maps
42,879
39,782
39,782
40,500
Fees - Tax Abatement
2,620
2,620
2,620
3,402
Recreation/Parks/Open Spaces Fees
146,067
147,708
147,708
0
Fees-Cemetery Foundation
171,083
151,573
151,573
174,505
970
63,136
31,568
80,818
189,751
170,969
121,288
195,695
Total Use of Money and Property
FY 2027 Proposed 111,386
CHARGES FOR SERVICES
Detention Home Charge For Ward Fees - Jail Booking
Charges - Insurance
Zoo Admission
Camp-Wakup-Rpos Classes-Rpos
90 - General Fund Revenues
Revenue Source
FY 2025 Actual
FY 2026 Adopted
Rental-Rpos
74,865
80,080
FY 2026 Year-End Projection 37,980
Fees - Nauticus Admissions
2,287,727
2,109,693
2,109,693
2,050,000
Fees-Recreation Activity
957,422
3,207,527
3,355,235
4,269,063
Program Fees - NCSB
5,943,256
6,753,564
6,753,564
6,679,424
Total Charges for Services
29,965,030
31,475,890
31,787,923
31,967,917
Payments In Lieu Of Taxes
3,270,865
3,978,602
3,978,602
3,520,865
Navy PPV Payment
4,100,407
3,685,885
3,685,885
4,299,474
DMV Select Fees
66,660
63,833
63,833
66,009
Administrative Fees - Real Estate Tax
26,447
26,200
26,200
26,962
867
550
100
1,000
Administrative Fees - DMV Stop
637,529
659,790
659,790
550,000
Other Miscellaneous Revenue
377,553
431,385
431,385
585,757
955
1,048
1,048
1,044
Proceeds from Sale of Land
91,913
601,935
601,935
635,700
Sales of Cemetery Lots & Graves
620,805
481,425
481,425
480,000
9,194,001
9,930,653
9,930,203
10,166,811
Utilities
63,781
60,412
60,412
63,781
Transport of Prisoner
119,756
86,090
86,090
113,288
Nuisance Abatement
336,566
460,080
450,000
590,432
Retirement Bureau
1,439,070
800,000
800,000
750,000
Insurance
350,000
0
0
2000
Miscellaneous Salaries (Police)
303,666
403,371
403,371
335,536
Healthcare Consortium Contribution
115,926
182,941
182,941
114,604
General Overhead - Water Utility Fund
2,528,513
2,645,334
2,645,334
2,842,555
Debt Service Recovery
1,724,763
1,506,762
1,506,762
1,546,179
Telephone Charges
312,875
326,635
326,635
326,635
Public Information
31,922
93,759
93,759
40,902
Recoveries and Rebates
1,676,374
2,206,301
2,206,301
2,153,101
General Overhead - Wastewater Utility Fund
1,047,777
942,034
942,034
1,034,605
Information System Support
1,141,305
1,345,444
1,345,444
1,345,444
Jail Meals
127,179
139,952
139,952
160,000
General Overhead - Parking Fund
26,038
361,838
361,838
676,986
General Overhead - Towing Operations
136,400
144,841
144,841
152,006
General Overhead - Storm Water
854,216
1,232,655
1,232,655
1,207,414
1,029,435
1,253,168
1,253,168
1,965,620
FY 2027 Proposed 69,275
MISCELLANEOUS REVENUE
Administrative Fees - Personal Property Tax
Community Development Fund
Total Miscellaneous Revenue RECOVERED COSTS
General Overhead - Waste Management
General Fund Revenues - 91
FY 2025 Actual
FY 2026 Adopted
0
0
FY 2026 Year-End Projection 0
40,063
61,677
61,677
58,205
13,405,624
14,253,294
14,243,214
15,479,293
201,616
196,094
306,895
197,575
Taxes - Mobile Home Title
0
0
0
0
Taxes - Gaming
0
0
100,000
700,000
Rental of Passenger Cars
8,373,576
7,373,620
7,855,968
8,864,986
Law Enforcement (HB 599)
14,886,281
14,886,302
14,886,302
14,886,302
818,151
640,585
640,585
859,141
16,871,100
16,871,100
16,871,100
16,871,100
41,150,724
39,967,701
40,660,850
42,379,104
875,287
862,775
862,775
862,000
1,800,994
2,379,513
2,379,513
1,872,681
844,257
816,548
816,548
977,369
Commonwealth Attorney
3,901,919
4,074,115
4,074,115
4,244,481
Registrar/Electoral Board
1,221
150,000
150,000
124,879
20,441,959
21,150,791
21,150,791
22,200,000
27,865,637
29,433,742
29,433,742
30,281,410
0
60,000
60,000
60,000
Public Assistance Grants
7,469,920
10,493,630
10,493,630
9,085,566
Social Services Administration
22,787,915
30,103,380
30,103,380
26,970,673
State Funds - NCSB
10,908,363
11,233,101
11,233,101
11,286,798
State Sales and Use Tax for Schools
32,003,747
42,160,135
42,160,135
44,439,138
State School Funds
222,702,955
221,839,853
221,839,853
234,654,126
Street and Maintenance
25,253,917
34,564,537
34,564,537
35,083,005
302,452
295,942
295,942
303,503
Div. of Youth Services Facilities
2,977,861
2,714,256
2,714,256
2,714,256
Shared Expenses - Jail Support
1,786,678
1,498,266
1,498,266
2,586,250
Port Funding
1,059,221
531,000
531,000
1,069,813
Total Categorical Aid
327,253,029
355,494,100
355,494,100
368,253,128
REVENUE FROM THE COMMONWEALTH
396,269,390
424,895,543
424,588,692
440,913,642
Revenue Source Benefits Program Administration Contract Revenue - NCSB Total Recovered Costs
FY 2027 Proposed 0
REVENUES FROM THE COMMONWEALTH NON-CATEGORICAL AID Taxes - Rolling Stock
Grantor’s Tax on Deeds Personal Property Tax Relief Total Non-Categorical Aid SHARED EXPENSES City Treasurer Clerk of the Circuit Court Commissioner of the Revenue
Sheriff Total Shared Expenses CATEGORICAL AID Norfolk Interagency Consortium (NIC)
State Library Grant
FEDERAL AID
92 - General Fund Revenues
FY 2025 Actual
FY 2026 Adopted
Federal School Funds
3,993,547
5,391,784
FY 2026 Year-End Projection 5,391,784
Federal Funds - NCSB
2,840,198
2,866,977
2,866,977
2,691,906
Juvenile Detention Center (food service)
96,759
0
0
0
Social Security Payments - Prisoners
24,600
30,200
30,200
30,000
0
0
0
0
Service Civil Emergency
73,875
0
0
0
Federal Government - Special Revenue
544,914
553,442
553,442
553,442
7,573,893
8,842,403
8,842,403
6,113,575
Carryforward - General Fund
21,914,666
18,659,087
18,659,087
17,486,249
Carryforward - NCSB Fund Balance
2,000,000
0
0
2,000,000
Return from Wastewater Utility Fund
1,500,000
1,500,000
1,500,000
1,500,000
Return from Water Utility Fund Transfer In from Tax Increment Financing Fund
8,500,000
8,500,000
8,500,000
8,500,000
0
0
0
0
Public Amenities Fund
3,500,000
3,500,000
3,500,000
3,500,000
0
6,462,467
6,462,467
2,186,243
37,414,666
38,621,554
38,621,554
35,172,493
1,151,129,567 1,199,252,773 1,203,615,801
1,241,443,323
Revenue Source
Disaster Relief Aid
Total Federal Aid
FY 2027 Proposed 2,838,227
OTHER SOURCES AND TRANSFERS IN Rollover from Last Year
Norfolk Public Schools True-Up Funds Total Other Sources and Transfers In General Fund Total
General Fund Revenues - 93
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94 - General Fund Revenues
Proposed Fee Changes
Proposed Fee Changes - 95
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96 - Proposed Fee Changes
PROPOSED FEE CHANGES The Proposed FY 2027 Budget includes fee changes for Right of Way, and The Slover. These increases will help the city continue providing current service levels as operating costs rise. FY 2026 Adopted
FY 2027 Proposed
$0
$25
$0
$0
$1,100
$1,600
Full Day Basic
$0
$0
Full Day After Hours
$0
$3,200
Half Day Basic
$0
$0
Half Day After Hours
$0
$500
Full Day Basic
$0
$0
Full Day After Hours
$0
$1,000
Half Day Basic
$0
$0
Half Day After Hours
$0
$100
Full Day Basic
$0
$0
Full Day After Hours
$0
$200
Half Day Basic
$138
$165
Half Day After Hours
$275
$330
Full Day Basic
$275
$330
Full Day After Hours
$550
$660
Half Day Basic
$138
$250
Half Day After Hours
$275
$500
Full Day Basic
$275
$500
Full Day After Hours
$550
$1,000
$1,375
$1,425
Department and Description Right of Way Right of Way Application Administrative Fee (Per Application) The Slover Rental Rates - Standard Groups/Business/ Social Receptions/Weddings Forum Half Day Basic Half Day After Hours
Forum Add-on 1
Forum Add-on 2
Board Room (Room #105)
Reading Room & 3rd Floor Terrace
Community Engagement Room (Room #650) Half Day Basic
Proposed Fee Changes - 97
FY 2026 Adopted
FY 2027 Proposed
Half Day After Hours
$1,650
$1,710
Full Day Basic
$2,750
$2,850
Full Day After Hours
$3,300
$3,420
Half Day Basic
$110
$165
Half Day After Hours
$165
$330
Full Day Basic
$220
$330
Full Day After Hours
$275
$660
Half Day Basic
$138
$165
Half Day After Hours
$275
$330
Full Day Basic
$275
$330
Full Day After Hours
$550
$660
Half Day Basic
$0
$1,250
Half Day After Hours
$0
$1,500
Full Day Basic
$0
$2,500
$0
$3,000
Half Day Basic
$0
$0
Half Day After Hours
$0
$4,113
Full Day Basic
$0
$0
Full Day After Hours
$0
$8,226
Half Day Basic
$0
$0
Half Day After Hours
$0
$2,277
Full Day Basic
$0
$0
Full Day After Hours
$0
$4,554
Half Day Basic
$0
$1,431
Half Day After Hours
$0
$1,836
Full Day Basic
$0
$2,862
$0
$3,672
$0
$0
$688
$1,280
Department and Description
Flex Room (Room #640)
Landmark Room
Lower Level
Full Day After Hours Packages (Standard Rates) Package A
Package B
Package C
Full Day After Hours Rental Rates - Non-Profit, Military, Government, Education Forum Half Day Basic Half Day After Hours 98 - Proposed Fee Changes
FY 2026 Adopted
FY 2027 Proposed
Full Day Basic
$0
$0
Full Day After Hours
$0
$2,560
Half Day Basic
$0
$0
Half Day After Hours
$0
$400
Full Day Basic
$0
$0
Full Day After Hours
$0
$800
Half Day Basic
$0
$0
Half Day After Hours
$0
$80
Full Day Basic
$0
$0
Full Day After Hours
$0
$160
Half Day Basic
$55
$132
Half Day After Hours
$138
$264
Full Day Basic
$138
$264
Full Day After Hours
$220
$528
Half Day Basic
$72
$200
Half Day After Hours
$138
$400
Full Day Basic
$138
$400
Full Day After Hours
$275
$800
Half Day Basic
$440
$1,140
Half Day After Hours
$825
$1,368
Full Day Basic
$880
$2,280
$1,650
$2,736
Half Day Basic
$88
$132
Half Day After Hours
$138
$264
Full Day Basic
$110
$264
Full Day After Hours
$165
$528
Half Day Basic
$72
$132
Half Day After Hours
$138
$264
Full Day Basic
$138
$264
Full Day After Hours
$275
$528
Department and Description
Forum Add-on 1
Forum Add-on 2
Board Room (Room #105)
Reading Room & 3rd Floor Terrace
Community Engagement Room (Room #650)
Full Day After Hours Flex Room (Room #640)
Landmark Room
Lower Level Proposed Fee Changes - 99
FY 2026 Adopted
FY 2027 Proposed
Half Day Basic
$0
$1,000
Half Day After Hours
$0
$1,200
Full Day Basic
$0
$2,000
$0
$2,400
Half Day Basic
$0
$150
Half Day After Hours
$0
$150
Full Day Basic
$0
$150
Full Day After Hours
$0
$150
Half Day Basic
$0
$100
Half Day After Hours
$0
$100
Full Day Basic
$0
$100
Full Day After Hours
$0
$100
Half Day Basic
$0
$250
Half Day After Hours
$0
$250
Full Day Basic
$0
$250
Full Day After Hours
$0
$250
Half Day Basic
$0
$200
Half Day After Hours
$0
$200
Full Day Basic
$0
$200
Full Day After Hours
$0
$200
Department and Description
Full Day After Hours Equipment Forum Portable Sound
Forum Portable Monitor
Stage
Pipe and Drape
100 - Proposed Fee Changes
General Fund Expenditures
General Fund Expenditures - 101
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102 - General Fund Expenditures
GENERAL FUND EXPENDITURE SUMMARY FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
City Auditor
1,300,726
1,301,755
1,311,153
City Clerk
1,805,498
1,974,545
2,052,956
City Council
402,361
462,091
483,901
2,976,984
3,096,638
3,245,936
6,485, 570
6,835,029
7,093,946
Budget and Strategic Planning
3,335,200
3,337,207
3,500,353
City Manager
5,026,142
3,215,378
3,284,541
Communications & Marketing
2,351,777
2,606,637
2,862,255
Diversity, Equity, and Inclusion
1,195,872
1,154,309
1,101,965
Housing and Community Development
6,250,145
7,442,307
6,564,541
Resilience
1,431,907
1,608,565
1,728,430
Total Executive
19,591,042
19,364,403
19,042,085
DEPARTMENT OF LAW
6,831,622
6,729,961
6,757,422
City Treasurer
3,241,873
3,358,631
3,709,392
Clerk of the Circuit Court
3,114,865
3,695,360
3,724,161
Commissioner of the Revenue
3,435,888
3,607,413
3,747,054
Commonwealth's Attorney
7,812,920
8,362,282
9,149,859
Sheriff and Jail
46,556,270
52,371,911
55,348,409
64,161,817
71,395,597
75,678,875
Circuit Court Judges
932,042
1,058,151
1,124,628
General District Court
91,410
260,761
260,761
Juvenile and Domestic Relations Court
75,419
81,833
81,833
Magistrate
9,140
12,248
12,248
216,555
220,716
226,358
Total Judicial
1,324,566
1,633,709
1,705,828
ELECTIONS
1,424,430
1,588,182
1,634,915
Finance
9,617,879
9,859,081
11,677,476
General Services
33,656,855
32,013,927
36,649,493
Human Resources
6,059,354
5,638,360
6,249,588
Information Technology
23,161,332
25,411,044
24,860,054
Total General Management
72,495,420
72,922,412
79,436,611
Department LEGISLATIVE
City Real Estate Assessor Total Legislative EXECUTIVE
CONSTITUTIONAL OFFICERS
Total Constitutional Officers JUDICIAL
Norfolk Juvenile Court Service Unit
GENERAL MANAGEMENT
General Fund Expenditures - 103
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
City Planning
7,063,217
7,086,136
8,263,595
Economic Development
9,333,428
6,650,704
5,313,888
Neighborhood Services
5,229,366
5,749,080
6,425,425
Citizen Services
0
1,516,543
1,913,318
Military and Community Affairs
0
777,738
801,545
Total Community Development
21,626,011
21,780,201
22,717,771
Cultural Facilities, Arts and Entertainment
7,122,347
8,697,242
9,181,060
Libraries
10,821,258
11,987,303
12,762,651
Nauticus
4,618,553
5,685,735
6,726,791
Parks and Recreation
24,108,848
26,939,667
27,899,636
The Slover
3,497,756
3,666,229
3,536,538
Virginia Zoological Park
5,794,430
6,183,965
7,778,440
0
419,976
402,471
55,963,193
63,580,117
68,287,587
Human Services
50,884,264
56,470,593
57,691,458
Norfolk Community Services Board
29,854,674
34,706,778
35,150,364
Public Health
2,954,569
3,190,039
3,485,740
83,693,507
94,367,410
96,327,562
64,087,516
68,554,899
72,114,846
544,121
640,622
660,915
93,781,593
96,359,710
100,334,451
Total Public Safety
158,413,230
165,555,231
173,110,212
PUBLIC WORKS
20,339,551
22,354,699
25,587,274
TRANSPORTATION
10,619,144
13,294,806
13,686,311
Central Appropriations
21,455,641
31,117,830
19,380,497
Outside Agencies
49,755,481
49,992,066
50,938,012
71,211,122
81,109,896
70,318,509
Department COMMUNITY DEVELOPMENT
PARKS, RECREATION AND CULTURE
Public Art Total Parks, Recreation and Culture PUBLIC HEALTH AND ASSTANCE
Total Public Health and Assistance PUBLIC SAFETY Fire-Rescue Office of Emergency Management Police
CENTRAL AND OUTSIDE AGENCY APPROPRIATIONS
Total Central and Outside Agency Appropriations
104 - General Fund Expenditures
DEBT SERVICE
FY 2025 Actual 112,362,386
FY 2026 Adopted 106,387,520
FY 2027 Proposed 114,211,305
PUBLIC SCHOOL EDUCATION (Norfolk Public Schools)
454,326,481
450,353,600
465,847,110
Department
Total General Fund
1,160,869,092 1,199,252,773 1,241,443,323
Note: Several departments were added during the FY 2026 budget process, including the Office of Citizens Service, the Office of Public Art, and the Department of Military and Community Affairs.
General Fund Expenditures - 105
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106 - General Fund Expenditures
Strategic Goals and Objectives
Strategic Goals and Objectives - 107
108 - Strategic Goals and Objectives
Strategic Goals and Objectives
The development of the Proposed FY 2027 Budget was guided by six core focus areas:
Investments in Public Safety Investments in Public Education Supporting Neighborhoods Enhancing Community Beautification and Maintenance Maintaining Financial Strength Supporting a Strong and Resilient Economy
These focus areas reflect core government services and priorities for the City of Norfolk. In the fall of FY 2023, the city began conducting a resident survey every other year in partnership with ETC Institute. The survey results regarding resident priorities and satisfaction with city services have since served as the basis for strategic funding decisions. The most recent survey was rolled out to residents in the spring of 2026. The feedback collected through these surveys helps the city better understand community priorities and areas where residents would like to see additional investment or improvement. This information provides important context for evaluating programs, identifying service gaps, and aligning budget decisions with the needs of Norfolk residents. This section highlights enhancements, projects, and initiatives included in the Proposed FY 2027 operating and capital improvement budgets. Mapping the highlights of the proposed budget to the core focus areas above provides context and a high-level understanding of the city’s priorities and how they are addressed through the budget. Relevant data from the results of the spring 2024 Resident Survey data is displayed in the accompanying graphs. Additional performance measures related to the city’s Strategic Goals and Objectives, as well as data stories related to these metrics can be viewed on the city’s open data portal.
Strategic Goals and Objectives - 109
Investments in Public Safety Concentrating on community safety by supporting efforts to reduce crime, strengthen emergency response, and foster spaces where residents feel protected safe, and supported. FY 2027 Proposed Highlights Public Safety Services
Provide funds for enhanced training protocols for detectives within the Crime Investigations Program Improve the Police Operations Center Update Norfolk Fire-Rescue’s (NFR) integrated digital technology to deliver timely, targeted, and multi-sensory alerts to firefighters Fund a new Fire-Rescue medic unit and engine firetruck Construction of a support/multi-use building at Fire Station 9 to enhance training and new candidate physical ability testing Ongoing maintenance of Fire-Rescue facilities Replace several city vehicles as they reach the end of their useful life cycle, including various public safety vehicles Expand community-based violence prevention and intervention strategies through the Safer Communities Program
Enhancements to Public Safety Recruitment and Retention
Enhance emergency response services with the addition of a fourth Fire-Rescue shift, which is expected to reduce overtime, alleviate staff burnout, and maintain reliable response times Incorporate targeted adjustments to Master Police Officer compensation and career progression to address horizontal pay compression concerns and market competitiveness
Transportation Safety and Vision Zero
Enhance and upgrade intersections and the city's traffic signal system to improve safety, traffic flow, and facilitate emergency operations Fund a new patcher truck to enhance street repairs and improve the city’s capability to repair potholes by purchasing a patcher truck Ongoing investment in Vision Zero and pedestrian and traffic safety initiatives Installation and maintenance of existing ADA sidewalks and ramps citywide
110 - Strategic Goals and Objectives
Investments in Public Education Allocating resources to enhance the quality, accessibility, and outcomes of local schools by strengthening academic programs, improving school facilities, and supporting educators and students by providing the resources they need to succeed. FY 2027 Proposed Highlights
Local support for Norfolk Public Schools through the revenue sharing agreement will be $173M, an $8M increase Projected $1.7M in savings via school consolidations Construct a new Maury High School to include state-of-the-art classrooms with new fine arts facilities and athletic areas Provide funds to acquire school buses for Norfolk Public Schools Increased funding for ongoing maintenance of Norfolk Public School buildings
Supporting Neighborhoods Supporting balanced and mixed-income communities by encouraging fair access to housing, economic opportunity, and city services is a priority in Norfolk. FY 2027 Proposed Highlights
Establish a Financial Empowerment Program to increase access to affordable homeownership, support workforce readiness, and increase opportunities for financial coaching Contribute to flood resiliency efforts and enhanced recreation in the Kindred (St. Paul’s) Area via the Blue/Greenway Ongoing assistance to former Tidewater Gardens residents through the People First program Maintain and rehabilitate the Berkeley Avenue, Brambleton Avenue, and Norview Avenue bridges Nine new positions within the Norfolk Community Services Board to support the Homeless Task Force, allowing for more outreach on weekends
Enhancing Community Beautification and Maintenance To improve and care for the city’s physical assets and public spaces by maintaining streets and infrastructure, and ensuring parks, sidewalks, and public areas are clean, functional, and welcoming.
Strategic Goals and Objectives - 111
FY 2027 Proposed Highlights Improvements to Public Spaces and Facilities
Renovate Chrysler Hall to enhance patron experience and modernize mechanical, electrical, and other building systems Address structural and water infiltration issues at Scope Arena and Chrysler Hall and replace key mechanical equipment Fund structural and waterproofing repairs to the West Plume Street Parking Garage Improve community centers and neighborhood parks Repair the exterior facade of the Monroe Building where the Governor’s School for the Arts is housed Contribute to the continued renovation and expansion of the Jean MacArthur Research Center
Maintaining Financial Strength Managing public funds wisely through transparent and efficient long-term financial planning to ensure taxpayer dollars are used effectively, essential services are sustainably funded and the city remains financially stable.
Leverage designated revenue sources to reduce the growing impact of debt service on the operating budget Continue support for preserving city infrastructure to focus on neighborhoods, resilience, and maintenance Pursue sustainable funding strategies while prioritizing core services
Supporting a Strong and Resilient Economy Encouraging business growth, attracting new industries, creating quality jobs, and strengthening the city’s capacity to withstand economic challenges.
112 - Strategic Goals and Objectives
FY 2027 Proposed Highlights
Redevelop and transform the site of the MacArthur Mall with a mixed-use approach as part of a long-term strategy to strengthen economic growth Extend the Program for Improving Capacity and Capability (PICC) for an additional year to provide continued support to local businesses Provide one-time funds for programming provided by D’Art for businesses impacted by construction from the ongoing CIP project in the Neon District Increase the use of Small Women and Minority (SWAM) business participating in city construction contracts Replace the NorthStar billing system to ensure compatibility and facilitate interfacing with the Hampton Roads Sanitation District’s (HRSD) system
Strategic Goals and Objectives - 113
114 - Strategic Goals and Objectives
Annual Grants Plan
Annual Grants Plan - 115
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116 - Annual Grants Plan
ANNUAL GRANTS PLAN Every year, the City of Norfolk receives grant funds dedicated for specific purposes from federal, state, and other organizations. These grants are an important part of the city’s annual spending plan and are used to provide programs and services for Norfolk residents that complement programming supported by the General Fund and other city operations. The Annual Grants Plan identifies city program information for each grant. This provides context for all grants received by identifying the city program areas the grant resources enhance. Appropriating recurring grants as part of the annual budget gives readers a more complete picture of the resources available to provide programs and services for residents. It also supports the grant lifecycle process and ensures these funds are quickly accessible to departments and residents, thereby ensuring the programming supported by grants is immediately available after receiving a grant award letter. The following pages represent the grants and fees and other income that the city is confident will be awarded in the upcoming fiscal year. The amounts on the subsequent pages reflect an “up to” amount and are based on the estimated award the city expects to receive in FY 2027. Annual grant awards may vary year to year. In FY 2027 the city expects to receive $59,258,902 in grant awards. The City of Norfolk will provide $5,213,332 in matching funds for these grants. An additional $3,240,000 reflects fees and other income the departments generate. This totals $67,712,234 and will support 114.5 full-time equivalent positions. The grant awards are across 19 city departments. U.S. Department of Housing and Urban Development (HUD) entitlement grants are not included in this section and can be found in the Annual Plan section.
Annual Grants Plan - 117
ANNUAL GRANTS PLAN
Awarding Agency
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
Norfolk Adult Recovery Court
240,000
78,500
8,000
326,500
5
Circuit Court Judges
240,000
78,500
8,000
326,500
5
20,000
15,000
0
35,000
0
20,000
15,000
0
35,000
0
247,000
0
0
247,000
0
247,000
0
0
247,000
0
45,000
0
0
45,000
1
Commonwealth’s Attorney
87,000
29,000
0
116,000
2
Commonwealth’s Attorney
779,085
0
0
779,085
10
Commonwealth’s Attorney
25,000
0
0
25,000
0
Commonwealth’s Attorney
0
0
65,000
65,000
0
Commonwealth’s Attorney
936,085
29,000
65,000
1,030,085
13
Circuit Court Judges Supreme Court of Virginia Subtotal City Planning Virginia Department of Historic Resources
Certified Local Government Grant
Subtotal
City Planning
Clerk of Circuit Court Commonwealth of Virginia Compensation Board
Technology Trust Fund
Subtotal
Clerk of the Circuit Court
Commonwealth’s Attorney
Virginia Department of Criminal Justice Services
Virginia Department of Criminal Justice Services
Virginia Department of Criminal Justice Services
Virginia Department of Criminal Justice Services State and Federal Asset Forfeiture Collections Subtotal
118 - Annual Grants Plan
Virginia Sexual and Domestic Violence Victims Fund (VSDVVF) Paralegal Violence Against Women Act (VAWA) VSTOP Program - Prosecution Victim Witness Assistance Grant Program - Victim Services Witness Protection Grant Asset Forfeiture Collections
Awarding Agency
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
Local Emergency Management Program Grant
113,617
113,617
0
227,234
0
Emergency Management
113,617
113,617
0
227,234
0
1,400,000
0
0
1,400,000
0
Fire-Rescue Services
200,000
0
0
200,000
0
Emergency Medical Services
35,000
35,000
0
70,000
0
Emergency Medical Services
1,182,000
118,200
0
1,300,200
0
Fire Rescue Services
35,000
0
0
35,000
0
Fire-Rescue Services
Emergency Management Virginia Department of Emergency Management
Subtotal Fire-Rescue
U.S. Department of Homeland Security, Federal Emergency Management Assistance
Virginia Department of Fire Programs Four for Life Emergency Medical Services (EMS) Rescue Squad Assistance Fund Assistance to Firefighters Grant
Virginia Department of Emergency Management
Homeland Security Grant
Virginia Department of Fire Programs Virginia Department of Health, Virginia Department of Emergency Medical Services Virginia Department of Emergency Medical Services
Revenue from fines and fees for HAZMAT related incidents
HAZMAT Special Revenue
0
0
42,000
42,000
0
General donations received from citizens and organizations
Donations to Norfolk FireRescue
0
0
10,000
10,000
0
Leary Firefighters Foundation
Leary Firefighters Foundation Grant
25,000
0
0
25,000
0
Norfolk Southern
Safety First Grant
15,000
0
0
15,000
0
VCDOJ Wellness Grant
Wellness Grant
30,000
0
0
30,000
0
Virginia Department of Emergency Medical Services
Radiological Emergency Preparedness Program (REPP)
1,000
0
0
1,000
0
2,923,000
153,200
52,000
3,128,200
0
Subtotal
Fire-Rescue Services; Fire Code Enforcement; Fire Investigations Community Relations; Office of Fire Chief Community Relations; Office of Fire Chief Community Relations; Office of Fire Chief Fire and Rescue Services Fire and Rescue Services
Annual Grants Plan - 119
Awarding Agency
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
10,374,375
3,075,625
300,000
13,750,000
0
Family Services and Foster Care
639,898
769,898
0
1,409,796
4
Juvenile Detention and Court Services
11,014,273
3,845,523
300,000
15,159,796
4
Human Services Commonwealth of Virginia Children’s Services Act
Virginia Department of Juvenile Justice
Virginia Children’s Services Act Program Virginia Juvenile Community Crime Control Act
Subtotal Libraries Schools and Libraries Division of the Universal Service Fund ERate Reimbursement Program
E-Rate Reimbursemen t Program
0
0
130,000
130,000
0
Hampton Roads Community Foundation
Hampton Roads Community Foundation Grant
35,000
0
0
35,000
0
Norfolk Public Library Foundation
Various: Sargeant Memorial Collection, Maker Studio, Sewing Center, and Others
Library Gift Account
Various Donations/Gifts
Friends of Norfolk Public Library
Friends of Norfolk Public Library
Friends of Norfolk Public Library
Investment Account earnings to support library projects Summer Reading Program (SRP) Donations for library services and operations
Subtotal
0
0
150,000
150,000
Branch Ops, Collection and Support Services, and Lifelong Learning Branch Operations, SMC, and Director’s Office
0
SMC, Programming Services, and All Branch Operations
0
0
10,000
10,000
0
Branch Operations, Director's Office
0
0
25,000
25,000
0
Throughout all NPL
0
0
50,000
50,000
0
Programming Services Branch Operations and Programming Services
0
0
30,000
30,000
0
35,000
0
395,000
430,000
0
3,595,000
0
0
3,595,000
0
Military and Community Affairs Department of Criminal Justice Services
120 - Annual Grants Plan
Safer Communities Program Grant
Community and Public Safety
Awarding Agency
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
Department of Criminal Justice Services
Operation Ceasefire Grant
500,000
0
0
500,000
1
Community and Public Safety
2,000,000
0
0
2,000,000
1
Community and Public Safety
500,000
0
0
500,000
1
Community and Public Safety
6,595,000
0
0
6,595,000
3
Virginia Commission for the Arts
Creative Communities Partnership Grant
4,500
4,500
0
9,000
0
Norfolk Arts Grant Program
Various Donations/Gifts
Various Projects
50,000
50,000
0
100,000
0
Norfolk Arts Public Art Program
54,500
54,500
0
109,000
0
1,425,000
88,992
0
1,513,992
0
1,425,000
88,992
0
1,513,992
0
250,000
0
0
250,000
0
200,000
0
0
200,000
2
Crisis, Acute and Recovery Services
Department of Justice Bureau of Justice Assistance
Department of Justice Bureau of Justice Assistance
Community Violence Intervention Prevention Initiative Grant Office for Victims of Crime Grant
Subtotal
City Program
Norfolk Arts
Subtotal Norfolk Criminal Justice Services VA Department of Criminal Justice Services
Comprehensive Community Corrections Act / Pretrial Services Act
Subtotal Norfolk Community Services Board Regional funds Virginia Department of for Other Behavioral Health and Merged Fund Developmental Services for CSB (VDBHDS) and Hampton Workforce Newport News CSB (HNNCSB) Incentive Virginia Department of Behavioral Health and Emergency Services Grant Developmental Services and Hampton Newport News CSB Forensic Virginia Department of Program of Behavioral Health and Assertive Developmental Services Community Treatment Virginia Department of Hampton Roads Behavioral Health and Regional Jail Developmental Services, Discharge Case Chesapeake Manager Grant
Special Projects
CSB Director’s Office
200,000
0
0
200,000
2
Behavioral Health Community Support
200,000
0
0
200,000
2
Crisis, Acute and Recovery Services
Annual Grants Plan - 121
Awarding Agency
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services
122 - Annual Grants Plan
Grant Name Mental Health System Transformation Excellence and Performance in Virginia Outpatient Services Mental Health System Transformation Excellence and Performance in Virginia Primary Care Mental Health System Transformation Excellence and Performance in Virginia -Same Day Access Mental Health System Transformation Excellence and Performance in Virginia- Peer Recovery Center Mental Health System Transformation Excellence and Performance in Virginia Veterans Services Peer Recovery Center Permanent Supportive Housing (PSH) Pharmacy and Medication Support Program
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
690,000
0
0
690,000
8
Crisis, Acute and Recovery Services
320,000
0
0
320,000
3
Medical and Psychiatric Services
310,000
0
0
310,000
4
Behavioral Health Community Support
161,910
0
0
161,910
1
Peer Recovery Services
89,250
0
0
89,250
1
Crisis, Acute and Recovery Services
131,000
0
0
131,000
1
Peer Recovery Services
3,602,000
0
0
3,602,000
17
Housing and Homeless Services
570,000
0
0
570,000
0
Medical and Psychiatric Services
Awarding Agency Virginia Department of Behavioral Health and Developmental Services and Hampton Newport News CSB (HNNCSB) Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
Psychiatry Services for Children and Adolescents
25,000
0
0
25,000
0
Development and Youth Services
200,000
0
0
200,000
1
Development and Youth Services
250,000
0
0
250,000
4
Peer Recovery Services
50,000
0
0
50,000
0
Crisis, Acute and Recovery Services
300,000
0
0
300,000
3
Development and Youth Services
130,000
0
0
130,000
0
Crisis, Acute and Recovery Services
270,000
0
0
270,000
2
Administrative Support
3
Behavioral Health Community Support
1
Behavioral Health Community Support
State Opioid Response: Prevention State Opioid Response: Peer Recovery State Opioid Response: Opioid Treatment Infant Toddler Connection Fund Virginia State General FundMedication Assisted Treatment for Opioid Use Disorder Mental Health System Transformation Excellence and Performance in VirginiaInformation Technology Infrastructure Mental Health System Transformation Excellence and Performance in Virginia- Care Coordination Services Mental Health System Transformation Excellence and Performance in VirginiaPsychiatric Rehabilitation Service
200,000
100,000
0
0
0
0
200,000
100,000
Annual Grants Plan - 123
Awarding Agency
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services Virginia Opioid Abatement Authority
Virginia Department of Behavioral Health and Developmental Services
Virginia Department of Behavioral Health and Developmental Services (VDBHDS) and Regional WTDCSB
Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services Virginia Department of Behavioral Health and Developmental Services
124 - Annual Grants Plan
Grant Name Mental Health System Transformation Excellence and Performance in Virginia -Case Management Services Problem Gambling Prevention Services Mental Health First Aid and Suicide Prevention Substance Use Disorder DD Training & Youth Services Opioid Settlement Funds - Direct Distributions Mental Health System Transformation Excellence and Performance in Virginia Marcus Alert Mental Health System Transformation Excellence and Performance in VirginiaOutpatient Clinical Supervision Developmental Disability Support Coordinator Fund Developmental Disability Crisis Fund Developmental Disability Youth Support Partner Fund
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
110,000
0
0
110,000
1
Behavioral Health Community Support
70,000
0
0
70,000
1
Development and Youth Services
20,000
0
0
20,000
0
Development and Youth Services
160,000
0
0
160,000
1.5
Development and Youth Services
492,688
0
0
492,688
0
Opioid Settlement Funds
600,000
0
0
600,000
5
Behavioral Health Community Support
12,500
0
0
12,500
0
Crisis, Acute and Recovery Services
150,000
0
0
150,000
2
Development and Youth Services
60,000
0
0
60,000
0
Development and Youth Services
84,000
0
0
84,000
1
Development and Youth Services
Awarding Agency
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
Virginia Department of Behavioral Health and Developmental Services
Supplemental CSB Workforce Fund Developmental Disabilities Internships
160,000
0
0
160,000
2
Development and Youth Services
10,168,348
0
0
10,168,348
68.5
0
0
1,000
1,000
0
Parks and Forestry Operations
0
0
1,000
1,000
0
Recreation Programming
0
0
2,000
2,000
0
262,500
0
0
262,500
0
Patrol Services and Crime Investigations
0
Crowd, Traffic, and Special Events Management
Subtotal Parks and Recreation Donations/gifts to Living Legacy Grove
Donations/gifts to Parks & Recreation
Living Legacy Grove
Parks & Recreation Donations
Subtotal Police
U.S. Department of Justice
Virginia Department of Motor Vehicles
Edward Byrne Memorial Justice Assistance Grant Program DMV Selective Enforcement Alcohol and Police Traffic Services
157,500
78,750
0
236,250
Federal Emergency Management Agency
Port Security Grant
450,000
112,500
0
562,500
0
Virginia Department of Emergency Management
Homeland Security Grant Program Urban Area Security Initiative
150,000
0
0
150,000
0
Virginia Department of Emergency Management
Homeland Security Grant
40,000
0
0
40,000
0
Crowd, Traffic, and Special Events Management and Crime Investigations Crowd, Traffic, and Special Events Management; Crime Investigations Crowd, Traffic, and Special Events Management; Crime Investigations
Annual Grants Plan - 125
Awarding Agency
Grant Name
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
Revenue from the Clerks of the Norfolk Circuit Court, General District Court, and Juvenile Domestic Relations Court from defendants with felony, misdemeanor, or traffic charges
Homeland Security Grant Program Urban Area Security Initiative (UASI) Annual Training and Equipment Grant Support of Local Police Training Academy and Training Division
General donations received from citizens and organizations
Donations to Norfolk Police
0
0
100,000
100,000
0
Community Relations; Office Of Police Chief
U.S. Department of Justice and U.S. Department of the Treasury
Federal Forfeiture Collections
0
0
300,000
300,000
0
Crime Investigations
0
0
300,000
300,000
0
Crime Investigations
5,000
0
0
5,000
0
911 - Training, Outreach, and Data Services
200,000
0
0
200,000
0
1,000,000
0
0
1,000,000
0
Virginia Department of Emergency Management
Virginia State Police
Virginia Department of Criminal Justice Services (DCJS)
Commonwealth of Virginia, Virginia 9-1-1 Services Board
Commonwealth of Virgina, Virginia 9-1-1 Services Board
Virginia Department of Criminal Justice Services (DCJS)
State Forfeiture Collections Virginia Information Technologies Agency -Public Safety Answering Point Grant Public Safety Answering Point Grant Program for Call Handling Equipment Firearm Violence Intervention and Prevention
500,000
0
0
500,000
0
Crowd, Traffic, and Special Events Management; Crime InvestigationsEquipment
20,000
0
0
20,000
0
Crime Investigations
0
0
150,000
150,000
0
Training
Virginia Department of Criminal Justice Services (DCJS)
Operation Ceasefire Grant Program
150,000
0
0
150,000
0
Virginia Department of Criminal Justice Services (DCJS)
Operation Ceasefire Grant Program
500,000
0
0
500,000
0
126 - Annual Grants Plan
911 Emergency Communications
Crime investigations Crime InvestigationsDrone Replacement Crime InvestigationsResources to Fight Violent Crime
Awarding Agency
Virginia Department of Criminal Justice Services (DCJS)
Virginia Department of Criminal Justice Services (DCJS) Department of Criminal Justice Services (DCJS)
Grant Name Operations Ceasefire Grant Program for Analytical Tech Equipment DCJS 2026 Unmanned Aircraft Trade and Replace Program Byrne LE Equipment Grant
Subtotal
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
292,000
0
0
292,000
0
Crime Investigations and Equipment
25,000
0
0
25,000
0
Crime investigations
75,000
18,750
0
93,750
0
Crime investigations Equipment
3,827,000
210,000
850,000
4,887,000
0
6,268,548
0
0
6,268,548
9
6,268,548
0
0
6,268,548
9
75,000
0
0
75,000
0
75,000
0
0
75,000
0
0
0
410,000
410,000
5
Sheriff and Jail
0
0
450,000
450,000
5
Sheriff and Jail
0
0
200,000
200,000
2
Sheriff and Jail
39,000
0
0
39,000
0
Sheriff and Jail
50,000
0
0
50,000
0
Sheriff and Jail
0
0
300,000
300,000
0
Public Health U.S. Department of Health and Human Services
Ryan White HIV/AIDS Program Part A HIV Emergency Relief
Subtotal
N/A
Public Works Virginia Department of Environmental Quality
Litter Prevention & Recycling Grant
Subtotal
Keep Norfolk Beautiful
Sheriff and Jail1 Income from Inmate Commissary Accounts
Income from Inmate Commissary Accounts Income from Sheriff’s Community Corrections Program (Work Release, Inmate Work Force, and Electronic Monitoring) Virginia Department of Criminal Justice Services
U.S. Department of Justice
U.S. Marshals Services
811 Market Place ProgramInmate Commissary Program Inmate Programs and Reentry Specialists Sheriff’s Community Corrections Program Addiction Recovery Program State Criminal Alien Assistance Program U.S. Marshals Services Program
Sheriff and Jail
Annual Grants Plan - 127
Awarding Agency State and Federal Asset Forfeiture Collections
U.S. Department of Justice
Grant Name
Asset Forfeiture Collections Edward Byrne Memorial Justice Assistance Grant Program
Grant Amount
Match Amount
Fees/ Other Revenues
Total Funding
FTE
City Program
0
0
108,000
108,000
0
Sheriff and Jail
150,000
50,000
0
200,000
0
Sheriff and Jail
Office of the Attorney General
TRIAD Program
5,000
0
0
5,000
0
Sheriff and Jail
Office of the Attorney General
Virginia Rules Camp
5,000
0
0
5,000
0
Sheriff and Jail
249,000
50,000
1,468,000
1,767,000
12
Subtotal Slover
Slover Library Foundation
Donations
Downtown Branch Library; Slover Services; Slover Ops.
0
0
100,000
100,000
0
0
0
100,000
100,000
0
4,000,000
320,000
0
4,320,000
0
LAP VDOT Project Management
7,567,531
230,000
0
7,797,531
0
LAP VDOT Project Management
3,500,000
25,000
0
3,525,000
0
LAP VDOT Project Management
Subtotal
15,067,531
575,000
0
15,642,531
0
Total
59,258,902
5,213,332
3,240,000
67,712,234
114.5
Subtotal Transportation2 Virginia Department of Transportation
Virginia Department of Transportation
Virginia Department of Transportation
UPC 119276 Brambleton Avenue Bridge Rehabilitation UPC 127932 Project Pipeline HR-23-06 Monticello Ave Spot Improvements FY27 State of Good Repair
1Sheriff’s FTE’s are non-city employees. 2
Funds listed in Match Amount column are not true matching funds but other local funds required to complete the project.
128 - Annual Grants Plan
Legislative
Legislative - 129
130 - Legislative
City Auditor Department Overview The Office of the City Auditor acts as an independent function of the city to provide investigative professional internal auditing and other services to city departments, offices, and agencies by performing the following: ⦁ Assessing the reliability and integrity of financial and operating information and the means used to identify, measure, classify, and report such information ⦁ Evaluating the systems established to ensure compliance with those policies, plans, procedures, laws, and regulations which could have a significant impact on the city ⦁ Reviewing the means of safeguarding assets, and as appropriate, verifying the existence of such assets ⦁ Appraising the economy and efficiency with which resources are applied ⦁ Examining operations or programs to determine if results are consistent with established goals and whether the objectives are being carried out as planned ⦁ Conducting investigations and inquiries into abuse, fraud, and waste
Trends, Issues, and Initiatives ⦁ Consistently perform reviews on citywide expenditures, change funds used by departments, and city issued procurement cards ⦁ Continue collaborating across departments through regular meetings and citywide initiatives, supporting better communication and accountability ⦁ Greater reliance on data analytics for continuous monitoring of payroll, procurement, Pcards, overtime, public safety operations, and vendor payments while monitoring risk associated with workforce shortages and succession planning in critical city departments ⦁ The department continues to modernize its processes by integrating emerging best practices and participating in professional development and regional auditing forums, helping ensure high quality service for Norfolk residents
City Auditor - 131
City Auditor
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
1,113,890 4,096 55,961 152 1,174,099
1,235,530 1,293 63,742 161 1,300,726
1,233,124 2,350 63,665 2,616 1,301,755
1,248,572 4,300 53,665 4,616 1,311,153
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,174,099 1,174,099
1,300,726 1,300,726
1,301,755 1,301,755
1,311,153 1,311,153
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
1,174,099 1,174,099
1,300,726 1,300,726
1,301,755 1,301,755
1,311,153 1,311,153
Program Budget Summary
City Auditor Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 5,448 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds to procure iPads 2,000 0.0 Provide one-time funds to procure iPads. Procuring iPads will improve the department's ability to conduct audits at various off-site locations across the city.
• Provide funds for an external hard drive 1,950 0.0 Provide one-time funds to procure an external hard drive. An external hard drive will provide sufficient storage to ensure the department is in compliance with the Virginia Public Records Act and other applicable records retention policies. Total
132 - City Auditor
9,398
0.0
City Auditor Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant City Auditor II Chief Deputy City Auditor City Auditor Deputy City Auditor Deputy City Auditor II Total
5.0 1.0 1.0 1.0 1.0 9.0
1.0 (1.0) 0.0 1.0 (1.0) 0.0
6.0 0.0 1.0 2.0 0.0 9.0
City Auditor - 133
City Clerk Department Overview The department is comprised of two divisions: City Clerk: Arranges the recordation and preservation of City Council proceedings including ordinances, resolutions, and other records such as contracts, amendments, and lease agreements. The division also provides staff support to the City Council and Mayor's Office. Records Management Division: Provides standardized policies and procedures for the efficient, effective, and fiscally responsible management of the city's records, based on administrative, legal, fiscal, and historical research value, from creation to disposition. The division is designed to provide procedures for access to, and administration of, records of the City of Norfolk in accordance with the Virginia Public Records Act, the Virginia Freedom of Information Act, and the Government Data Collection and Dissemination Practices Act, as well as meet the diverse record keeping needs of the city.
Trends, Issues, and Initiatives ⦁ The City of Norfolk will be hosting the City Night for the Virginia Municipal League, organized by the City Clerk's Office ⦁ Providing support for citywide initiatives that promote an informed and engaged citizenry ⦁ Providing full-time support for the mayor and city council to ensure responsiveness to issues, concerns and requests from Norfolk's citizenry ⦁ Ensuring compliance with the laws of the commonwealth to ensure transparency in government operations
134 - City Clerk
City Clerk
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
1,361,801 48,881 355,662 13,225 1,779,569
1,348,223 68,817 367,079 21,379 1,805,498
1,487,006 67,763 397,776 22,000 1,974,545
1,505,007 74,173 450,776 23,000 2,052,956
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,779,569 1,779,569
1,805,498 1,805,498
1,974,545 1,974,545
2,052,956 2,052,956
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
1,779,569 1,779,569
1,805,498 1,805,498
1,974,545 1,974,545
2,052,956 2,052,956
Program Budget Summary
City Clerk Total
City Clerk - 135
City Clerk Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 18,001 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for increased promotional activities expenses 50,000 0.0 Provide funds for the increase in costs for the City Clerk's Office promotional activities. Costs are expected to increase by $50,000 from $197,826 in FY 2026 to $247,826 in FY 2027. • Provide funds for increased printing expenses 3,500 0.0 Provide funds for an increase to the City Clerk's Office printing costs. Costs are expected to increase by $3,500 from $12,500 in FY 2026 to $16,000 in FY 2027.
• Provide funds to maintain City Council meeting expenses 2,910 0.0 Provide funds for an increase in the City Clerk's Office costs for City Council meetings. Costs are expected to increase by $2,910 from $28,090 in FY 2026 to $31,000 in FY 2027. • Provide funds for increased membership dues expenses 2,000 0.0 Provide funds for an increase to the City Clerk's Office membership dues and subscription costs. Costs are expected to increase by $2,000 from $700 in FY 2026 to $2,700 in FY 2027.
• Provide funds for increased telephone expenses 1,000 0.0 Provide funds for an increase to the City Clerk's Office telephone costs. Costs are expected to increase by $1,000 from $10,000 in FY 2026 to $11,000 in FY 2027. • Provide funds for increased book and equipment expenses 1,000 0.0 Provide funds for an increase to the City Clerk's Office book equipment repair costs. Costs are expected to increase by $1,000 from $21,000 in FY 2026 to $22,000 in FY 2027. Total
136 - City Clerk
78,411
0.0
City Clerk Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Chief Deputy City Clerk City Clerk Deputy City Clerk / Administrative Analyst I Deputy City Clerk / Assistant Deputy City Clerk / Assistant to the Mayor Deputy City Clerk / Executive Assistant to the Mayor Deputy City Clerk / Stenographic Reporter Records & Information Clerk Records Administrator Special Assistant Total
1.0 1.0 2.0 4.0 1.0 1.0 1.0 2.0 1.0 1.0 15.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1.0 1.0 2.0 4.0 1.0 1.0 1.0 2.0 1.0 1.0 15.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Municipal Intern III Total
0.5 0.5
City Clerk - 137
City Council Department Overview The City Council provides policy guidance through the adoption of ordinances, levying of taxes, and appropriation of funds. The City Council exercises all powers conferred by the Commonwealth of Virginia and the Norfolk City Charter.
138 - City Council
City Council
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Contractual Services Total
327,268 57,409 384,677
340,666 61,695 402,361
400,021 62,070 462,091
405,844 78,057 483,901
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
City Council Total
384,677 384,677
402,361 402,361
462,091 462,091
483,901 483,901
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
384,677 384,677
402,361 402,361
462,091 462,091
483,901 483,901
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 5,823 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase in funds for membership dues and travel costs 15,987 Technical adjustment to increase the City Council's membership and subscription costs due to rising inflation and utilization. Costs are expected to increase by $15,987 from $19,013 in FY 2026 to $35,000 in FY 2027.
0.0
Total
0.0
21,810
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Member of Council President of Council Total
7.0 1.0 8.0
0.0 0.0 0.0
7.0 1.0 8.0
City Council - 139
City Real Estate Assessor Department Overview The city derives annual revenue as a result of taxes paid based on fair and equitable real estate values. The Office of the Real Estate Assessor provides an open environment in which residents can obtain accurate and up to date information, ensuring they are afforded a voice in the assessment process and consideration in final decisions. In addition, the office administers the Tax Abatement Program and serves as one of the information repositories for nontaxable properties.
Trends, Issues, and Initiatives The continuing goal of the Real Estate Assessor's office is to assess all real property in the City in a fair, equitable and uniform manner. In an effort to provide comprehensive and current data to the public, the following goals are a priority for the coming year: ⦁ Complete annual reassessment on all taxable and non-tax properties in the City ⦁ Continue updating digital photographic records of all improved properties ⦁ Continue Residential 5-Year and Commercial 3-Year Field Review Plan ⦁ Continue to establish written policies and procedures in order to ensure comprehensive and consistent work practices throughout the department
140 - City Real Estate Assessor
City Real Estate Assessor
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
2,416,134 59,448 277,229 62,334 2,815,145
2,462,410 62,478 386,434 65,663 2,976,984
2,640,250 56,541 326,958 72,889 3,096,638
2,788,148 56,541 328,358 72,889 3,245,936
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
City Real Estate Assessor Total
2,815,145 2,815,145
2,976,984 2,976,984
3,096,638 3,096,638
3,245,936 3,245,936
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
2,809,145 6,000 2,815,145
2,970,984 6,000 2,976,984
3,096,638 0 3,096,638
3,245,936 0 3,245,936
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 147,898 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments
• Provide fund for a device to measure wall heights Provide one time funding for a device to measure wall heights for building assessment purposes. Total
FY 2027
FTE
1,400
0.0
149,298
0.0
City Real Estate Assessor - 141
City Real Estate Assessor Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Manager Assessment Support Technician Chief Deputy Real Estate Assessor City Assessor Deputy Real Estate Assessor Geographic Information Systems Specialist III Land Records Specialist Program Supervisor Programmer/Analyst V Real Estate Appraisal Team Leader Real Estate Appraiser I Real Estate Appraiser II Real Estate Appraiser III Real Estate Appraiser IV Software Analyst Total
142 - City Real Estate Assessor
0.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 2.0 3.0 2.0 5.0 3.0 1.0 25.0
1.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 0.0
1.0 1.0 1.0 1.0 1.0 1.0 2.0 0.0 1.0 2.0 4.0 1.0 5.0 3.0 1.0 25.0
Executive
Executive - 143
144 - Executive
Budget and Strategic Planning Department Overview The Department of Budget and Strategic Planning is comprised of four teams that include: The Budget and Policy Analysis team coordinates development of the operating budget and capital improvement plan provides policy analysis, analytical, and special project support, and program evaluation. The Grants Management Team seeks to leverage city resources with funds from federal, state, and philanthropic sources by providing grant application oversight and assistance to departments. CivicLab helps city leadership and residents understand and harness our city's valuable data, performs advanced analytics, and supports data informed decision making throughout the organization. CivicLab also champions key initiatives including data science, open data, and strategic planning. Innovation and Evaluation coordinates the city's Agile program, What Works Cities initiative, and program evaluations.
Trends, Issues, and Initiatives ⦁ Provide sound oversight and management of the city's budget and financial resources ⦁ Enhance oversight and analysis of Outside Agency funding ⦁ Provide data driven, thorough analysis and evaluation of programs and services throughout the city to support data informed decision making
Budget and Strategic Planning - 145
Budget and Strategic Planning
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
2,940,563 16,327 185,281 5,922 3,148,093
3,148,396 26,546 154,937 5,321 3,335,200
3,039,073 24,317 271,962 1,855 3,337,207
3,312,763 21,317 164,418 1,855 3,500,353
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,153,952 1,366,386 347,992 0 279,763 3,148,093
1,263,216 1,413,609 282,224 0 376,150 3,335,200
1,331,002 1,480,693 231,085 0 294,427 3,337,207
1,254,329 1,322,889 288,033 311,396 323,706 3,500,353
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
3,148,093 3,148,093
3,335,200 3,335,200
3,337,207 3,337,207
3,500,353 3,500,353
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
14 10 3 0 2 29.0
11.5 10 4 0 2 27.5
12.5 10 3 0 2 27.5
11.5 8 3 2 2 26.5
Program Budget Summary
Budget Development and Policy Analysis Citywide Data, Performance, and Strategy Grants Management Innovation and Evaluation Leadership and Support Total
Budget Development and Policy Analysis Citywide Data, Performance, and Strategy Grants Management Innovation and Evaluation Leadership and Support Total
146 - Budget and Strategic Planning
Budget and Strategic Planning Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 331,054 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase Printing Budget 3,000 0.0 Technical adjustment to increase printing budget for department. Department has begun using an outside vendor for expedited and urgent printing needs throughout the budget season.
• Increase Phone Line Budget 500 0.0 Technical adjustment to provide funds for telephone line item for department. The number of staff in the department have grown and the phone bill has not been right sized to account for this increase. • Transfer position to Human Resources (171,408) (1.0) Technical adjustment to move a position from the Department of Budget and Strategic Planning to Human Resources. A corresponding adjustment can be found in Human Resource's budget. Total
163,146
(1.0)
Budget and Strategic Planning - 147
Budget and Strategic Planning Performance Measures: Budget Development and Policy Analysis
Efficient and responsive government
The Budget Development and Policy Analysis program prepares the city's program-based operating budget and fiveyear Capital Improvement Plan (CIP). The operating budget is developed in partnership with city departments and outside agencies based on anticipated resource needs utilizing historical financial trends, economic and revenue forecasting models, policy analysis, program and service delivery evaluation, budget monitoring, and City Council priorities. The CIP supports the construction and maintenance of city infrastructure. Budget and Policy Analysts review departments' budget submissions and program metrics to ensure resourcing is in line with demand, analyze year-end spending, and make recommendations to the City Manager. The program also provides policy analysis for city leadership. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Receive GFOA Budget Presentation Award
Yes
Citywide Data, Performance, and Strategy
Yes
Yes
Yes
Yes
Efficient and responsive government
The CivicLab catalyzes cultural changes to improve collaboration, transparency, and trust. CivicLab does this by connecting staff and residents with data required to make decisions and by creating tools as well as providing training to encourage data analysis, efficient processes, and measurable progress. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of data products (e.g. reports, dashboards, or analytical briefs) delivered to city staff or the public to support decision-making and transparency.
50
N/A
45
62
59
Number of employees who completed Agile training in the past year
120
114
108
110
110
Number of program evaluations completed
10
0
0
5
6
Percent of Agile Academy participants who implemented a process improvement within the past year
80
N/A
N/A
78
75
550,000
N/A
498,155
700,000
650,000
Volume of user engagement with the Open Data Portal, measured by total page views and dataset downloads.
Grants Management
Efficient and responsive government
The Grants Management program facilitates and manages the grants application and management process. The program aids city departments in identifying, applying, and setting up the grant funding for department use. The program produces an annual grants plan to track the amount of grant funding the city receives annually. Additionally, the program manages applications and oversight of Outside Agency funding.
148 - Budget and Strategic Planning
Budget and Strategic Planning Performance Target
FY 2024 Actual
Number of grants applied for on behalf of the city
150
N/A
N/A
125
150
Number of staff trained in grants process
60
N/A
19
116
50
Percent of grant submission deadlines met
100
N/A
N/A
99
100
Percent of grants submitted awarded
100
N/A
N/A
85
90
Performance Measures
Innovation and Evaluation
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Efficient and responsive government
This program coordinates the measurement of how well citywide programs improve the lives of residents. This is done through coordinating the Bloomberg What Works Cities initiative, coordinating employee and resident surveys and developing a citywide evaluation program.
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant Director III Budget & Policy Analyst I (Budget only) Budget & Policy Analyst II (Budget only) Budget & Policy Analyst, Senior Budget & Policy Manager Bureau Manager Business Process Automation Manager (Budget Only) Data Analyst Data Scientist Director of Budget & Strategic Planning Grants Manager (Budget Only) Management Analyst I Management Analyst II Management Analyst III Programs Manager Project Manager Total
1.0 2.0 3.0 3.5 2.0 2.0 1.0 4.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 27.5
(1.0) 0.0 0.0 0.0 0.0 (1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 0.0 (1.0) (1.0)
0.0 2.0 3.0 3.5 2.0 1.0 2.0 4.0 1.0 1.0 1.0 2.0 1.0 2.0 1.0 0.0 26.5
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed
Special Assistant Total
1.0 1.0
Budget and Strategic Planning - 149
City Manager Department Overview The City Manager's Office provides leadership and management of the organization in accordance with policies and direction of the City Council. Intergovermental Relations provides liaison assistance between city, other governmental legislatures, and agencies at the state and federal level; collaborates with Virginia delegation to the Congress to develop funding requests for City Council priorities; participates in coalition building; monitors, tracks, and reports on legislation and trends; and conducts policy analysis and process facilitation.
150 - City Manager
City Manager
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
3,484,364 16,818 756,672 0 4,257,854
4,435,305 24,099 550,893 15,845 5,026,142
2,844,917 26,261 344,200 0 3,215,378
2,914,080 26,261 344,200 0 3,284,541
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Administrative Support Citizen Services Citywide Policy Management Intergovernmental Relations Norfolk Arts Total
326,389 0 3,064,619 470,428 396,418 4,257,854
258,499 1,389,829 2,545,333 482,966 349,515 5,026,142
286,530 0 2,467,085 461,763 0 3,215,378
276,464 0 2,542,433 465,644 0 3,284,541
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
4,257,854 4,257,854
5,026,142 5,026,142
3,215,378 3,215,378
3,284,541 3,284,541
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
2 0 11 2 3 18.0
3 21 11 1 3 39.0
3 0 9 1 0 13.0
3 0 9 1 0 13.0
Administrative Support Citizen Services Citywide Policy Management Intergovernmental Relations Norfolk Arts Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 69,163 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, a step increase effective Janaury 2027 and a GWI for those not on a step plan. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
69,163
0.0
City Manager - 151
City Manager Performance Measures: Citizen Services
Efficient and responsive government
This program moved out of the City Manager's Office in FY 2026, and is now the standalone Office of Citizen Services.
Citywide Policy Management
Efficient and responsive government
The Citywide Policy Management program provides leadership and high-level coordination for citywide policy, including, operations, public safety, community, and financial and administrative functions. The program also collaborates with businesses and other organizations to foster economic development and strategic opportunities throughout the city, including the analytical resources for citywide programs and initiatives related to such efforts.
Intergovernmental Relations
Efficient and responsive government
The Intergovernmental Relations program provides legislative support in preparation for the Virginia General Assembly session and year-round advocacy. Intergovernmental Relations works with neighboring cities, regional organizations, and state legislators to advocate for Norfolk's legislative policies and positions, as set by the City Council and Mayor.
Norfolk Arts
Learning and enrichment opportunities
This program moved out of the City Manager's Office in FY 2026, and is now the standalone Office of Norfolk Arts.
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant to the City Manager, Senior Chief of Staff (CM only) Chief Project Manager (CM only) City Manager Deputy City Manager Executive Administrator (CM only) Executive Administrator, Senior (CM only) Executive Director of Intergovernmental Relations Total
1.0 1.0 1.0 1.0 5.0 2.0 1.0 1.0 13.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1.0 1.0 1.0 1.0 5.0 2.0 1.0 1.0 13.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Citizen Service Advisor Trainee Executive Specialist Total
152 - City Manager
1.5 1.5 3.0
Communications & Marketing Department Overview The Department of Communications & Marketing endeavors to connect the City of Norfolk and its residents, employees and individuals who actively engage in the city's diverse activities. The department also specializes in innovative photo and video production, leveraging visual storytelling to enhance communication and create engaging narratives that strengthen the bond between the city and its community members and stakeholders. The departments aim is to be a reliable source of transparent, timely and engaging communication that strengthens public trust, encourages resident participation and reflects the varied voices of the community. The Department of Communications provides clear, accessible and inclusive information about city programs, services and initiatives. It promotes public awareness, supports transparency and enhances the city's image through strategic communication, media relations, digital engagement and branding efforts.
Trends, Issues, and Initiatives ⦁ Work to meet the ever-increasing demand for video and photography coverage of city events and programs ⦁ Continue to complete rising FOIA requests, that now average more than 400 per month ⦁ Provide training, updates and software needed to ensure ADA compliance of the city's website ⦁ Reach diverse audiences in a saturated marketplace
Communications & Marketing - 153
Communications & Marketing
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
1,850,679 32,108 233,357 208,517 2,324,661
1,942,163 54,083 309,653 45,878 2,351,777
1,788,052 9,197 785,238 24,150 2,606,637
2,143,670 9,197 685,238 24,150 2,862,255
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Account Services Creative Services Freedom of Information Act Internal Communications Leadership and Support Total
801,136 798,700 245,657 0 479,168 2,324,661
833,527 705,672 259,185 0 553,393 2,351,777
905,996 955,348 199,689 142,806 402,798 2,606,637
1,275,327 850,450 246,396 0 490,082 2,862,255
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
2,306,125 18,536 2,324,661
2,320,988 30,789 2,351,777
2,606,637 0 2,606,637
2,862,255 0 2,862,255
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
3 5 3 4 3 18.0
4 4 3 4 3 18.0
4 6 3 2 3 18.0
7 5 3 0 3 18.0
Account Services Creative Services Freedom of Information Act Internal Communications Leadership and Support Total
154 - Communications & Marketing
Communications & Marketing Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Remove one-time funds for Marketing for Human Resources (100,000) 0.0 Remove one-time funds provided in FY 2026 in the Creative Services Program for marketing and recruitment initiatives. • Update base program costs 355,618 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
255,618
0.0
Communications & Marketing - 155
Communications & Marketing Performance Measures: Account Services
Safe engaged and informed community
This program manages the city's brand and ensures Norfolk has access to information on city services and programs. This program is responsible for monthly external newsletters, regular social media content, website content, print and digital collateral along with event planning and assistance. This program also responds to media inquiries and facilitates media interviews with staff subject matter experts. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Total number of newsletters created Total number of tasks completed to support and promote city services and programs externally
12
38
36
38
38
1,600
1,635
2,724
2,860
3,003
Creative Services
Safe engaged and informed community
The Creative Services program provides broadcast support for TV48, video production, photography, social media content and monitoring, web services and graphic design to support the communication needs of departmental accounts, as well as ensure Norfolk's story is shared on an ever-increasing range of platforms. This program creates and publishes Norfolk-branded content and design for city initiatives ranging from signage to advertising events for partnering agencies. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of website pages maintained
30,000
30,644
31,309
31,600
33,175
Total number of social media followers across all platforms
150,000
198,084
205,877
207,127
208,450
300
340
209
235
250
8,500,000
8,358,456
7,238,732
8,500,000
9,000,000
Total number of videos created Total number of visitors to www.norfolk.gov
Freedom of Information Act
Efficient and responsive government
The Freedom of Information Act (FOIA) program guarantees state residents, organizations, and representatives of the media access to public records held by public bodies, public officials, and public employees. In addition to processing requests, this program provides internal reports of high-profile requests and updates the trending topics section on the appropriate webpage granting access to in-demand FOIA requested materials. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Total number of FOIA requests processed
Internal Communications
5,500
2,479
3,659
6,147
7,276
Efficient and responsive government
This program manages the development and promotion of the Team Norfolk brand as well as the distribution of internally focused outreach to members of Team Norfolk with the goal of increasing employee engagement. Specifically, this program is responsible for internally focused newsletters, website content, and other content that serves internal audiences, print and digital creative materials and publications, as well as in-person trainings, team building and networking opportunities. 156 - Communications & Marketing
Communications & Marketing Performance Measures
Performance Target
FY 2024 Actual
180
250
166
170
180
6,500
3,172
6,050
4,800
5,000
Total number of email campaigns created Total number of tasks completed to support and promote city services and programs internally
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant Director II Bureau Manager Communications Account Manager Director of Communications & Marketing Freedom of Information Act (FIOA) Analyst Freedom of Information Act (FIOA) Analyst, Senior Management Analyst III Multimedia Communications Specialist I Multimedia Communications Specialist II Multimedia Communications Specialist III Total
1.0 3.0 2.0 1.0 2.0 1.0 1.0 1.0 5.0 1.0 18.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1.0 3.0 2.0 1.0 2.0 1.0 1.0 1.0 5.0 1.0 18.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Municipal Intern III Total
1.0 1.0
Communications & Marketing - 157
Diversity, Equity, and Inclusion Department Overview Committing to reducing social, cultural and economic barriers and promoting fair outcomes for all. Envisioning a city where social, cultural and economic barriers do not predict opportunities, outcomes or how resources are distributed. Eliminate barriers to achieve equitable outcomes for residents and business owners. Through these efforts all communities will thrive in Norfolk.
Trends, Issues, and Initiatives ⦁ Equip city departments with the tools and resources to advance equity in city programs, policy and service delivery ⦁ Provide one on one business support to residents and business owners
158 - Diversity, Equity, and Inclusion
Diversity, Equity, and Inclusion
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Total
831,477 12,836 129,678 973,991
893,772 16,647 285,453 1,195,872
1,063,069 19,850 71,390 1,154,309
1,010,725 19,850 71,390 1,101,965
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Economic Inclusion Equity in Action Leadership and Support Total
310,538 356,706 306,747 973,991
354,721 530,606 310,544 1,195,872
438,633 448,065 267,611 1,154,309
349,038 377,172 375,755 1,101,965
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
973,991 973,991
1,195,872 1,195,872
1,154,309 1,154,309
1,101,965 1,101,965
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
4 5 2 11.0
4 4 3 11.0
3 5 2 10.0
3 4 3 10.0
Economic Inclusion Equity in Action Leadership and Support Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs (52,344) 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
(52,344)
0.0
Diversity, Equity, and Inclusion - 159
Diversity, Equity, and Inclusion Performance Measures: Economic Inclusion
Economic opportunity for residents and businesses
The Economic Inclusion Division will increase economic opportunity for residents and business owners through one-onone business support services, trainings and assistance with city procurement. The team utilizes a three C- Strategy to support residents and business owners in achieving their economic goals through connection (neighborhood BIZ Cafes highlighting city business resources), capacity building (trainings and workshops designed to support the start and growth of small businesses and contracting (assisting business owners with procurement opportunities in the City of Norfolk). Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of business owners receiving SWAM certification assistance
40
20
27
35
37
Number of city-hosted forums, workshops, Biz Cafés, and vendor fairs, i.e. (small business information sessions and networking engagement events)
15
5
7
10
12
Number of external small business collaboration events attended
15
5
7
10
12
Equity in Action
Learning and enrichment opportunities
The Equity in Action division helps make city programs and services easier to use for everyone including people with disabilities and those who speak limited English. One way the team supports this goal is through Equity Ambassadors a hands-on leadership development training series that helps city employees build skills, lead with equity, and make small, meaningful changes in their everyday work. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of City staff trained in inclusive management, accessibility, and equitable service delivery
35
N/A
N/A
20
35
Number of City staff who completed an Equity Ambassadors training
50
33
30
40
45
Number of City-hosted community forums, workshops, or roundtables held
6
2
2
6
6
Number of external partner collaborations and outreach events
15
N/A
21
15
15
160 - Diversity, Equity, and Inclusion
Diversity, Equity, and Inclusion Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant I Diversity, Equity, and Inclusion Officer Economic Inclusion Manager (DEI Only) Management Analyst II Management Analyst III Programs Manager Projects Manager, Senior Senior Economic Inclusion Manager (DEI Only) Total
1.0 1.0 2.0 1.0 1.0 1.0 2.0 1.0 10.0
0.0 0.0 0.0 2.0 (1.0) 0.0 (1.0) 0.0 0.0
1.0 1.0 2.0 3.0 0.0 1.0 1.0 1.0 10.0
Diversity, Equity, and Inclusion - 161
Housing and Community Development Department Overview The Department of Housing and Community Development (DHCD) enhances the quality of life for all Norfolk residents by fostering vibrant, resilient neighborhoods. Through people-centered community and physical transformation, DHCD works to expand access to affordable housing and create thriving, connected communities where everyone can thrive.
Trends, Issues, and Initiatives ⦁ Creation of the Financial Empowerment program to advance the city's goals of increasing access to affordable homeownership, supporting workforce readiness, and improving access to financial coaching ⦁ Support the development of new affordable rental and homeownership opportunities ⦁ Increase the use of Small Women and Minority (SWAM) businesses participating on city construction contracts ⦁ Preserve the quality of existing housing stock through rehabilitation and repair assistance programs
162 - Housing and Community Development
Housing and Community Development
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
2,265,003 29,182 2,576,150 20,020 4,890,355
2,560,253 41,883 3,627,532 20,477 6,250,145
2,595,923 35,607 4,791,252 19,525 7,442,307
2,945,008 30,407 3,588,101 1,025 6,564,541
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
190,456 0 626,069 944,243 396,677 2,732,910 4,890,355
280,418 0 863,659 1,005,209 402,902 3,697,957 6,250,145
286,630 0 809,160 1,101,385 383,784 4,861,348 7,442,307
205,366 68,230 781,991 1,210,085 424,659 3,874,210 6,564,541
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
4,764,855 125,500 4,890,355
6,185,454 64,691 6,250,145
6,840,372 601,935 7,442,307
5,928,841 635,700 6,564,541
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
8 0 7 7 5 3 30.0
9 0 7 7 5 3 31.0
8 0 7 8 5 3 31.0
7 1 7 7 5 5 32.0
Program Budget Summary
Federal Programs Management Financial Empowerment Housing Policy and Real Estate Leadership and Support Neighborhood and Housing Preservation Neighborhood Transformation Total
Federal Programs Management Financial Empowerment Housing Policy and Real Estate Leadership and Support Neighborhood and Housing Preservation Neighborhood Transformation Total
Housing and Community Development - 163
Housing and Community Development Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 212,152 1.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes the addition of a permanent FTE for a Bureau Manager that was added mid-year, and various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Adjust St. Paul's Designation 210,082 0.0 Technical adjustment to increase funding for the St. Paul's designation based on increased revenue projections. As real estate tax revenues increase, funding for the St. Paul's designation also increases as the designation is supported by 1.9 cents of real estate tax. • Reallocate designation to support St. Paul's debt service (1,300,000) 0.0 Technical adjustment to reallocate funding from the St. Paul's designation to support debt service costs for the project. As the project progresses, underutilized designation funding from the 1.9 cent real estate tax dedication will be used to support the debt service costs of the revitalization.
Total
164 - Housing and Community Development
(877,766)
1.0
Housing and Community Development Performance Measures: Federal Programs Management
Community support and well-being
The Federal Programs Management program manages federal housing and community development grants from HUD, ensuring compliance with all regulations, including fair housing laws. These funds support local nonprofits and agencies in creating affordable housing, reducing poverty, and strengthening neighborhoods. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of participants in Bank On Norfolk who attended every class
35
34
34
36
36
Percentage of subrecipient-required activities, reports, and documentation submitted complete and on time
100
0
95
95
100
Total federal grant expenditures of awarded amount
6,250,000
7,215,454
6,189,807
6,707,591
6,707,591
Total number of first-time homebuyers assisted with down-payment or closing cost support
17
13
28
27
28
1,000
817
646
1,170
1,000
Total number of individuals experiencing homelessness who were provided shelter
Financial Empowerment
Community support and well-being
Financial empowerment programs help individuals build financial stability by providing access to education, tools, and personalized support for budgeting, saving, credit improvement, and debt management. This program is new in the FY 2027 budget.
Housing Policy and Real Estate
Economic opportunity for residents and businesses
The Housing Policy and Real Estate program creates strong, healthy, and vibrant neighborhoods by creating and preserving housing for all, promoting stable homeownership, and developing equitable housing policies and programs. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of new multifamily housing units delivered
550
410
765
409
623
Number of new single family housing units delivered
100
181
115
107
110
Neighborhood and Housing Preservation
Community support and well-being
The Neighborhood and Housing Preservation program is responsible for preserving and enhancing the quality and safety of existing housing stock through the implementation of rehabilitation and repair assistance programs.
Housing and Community Development - 165
Housing and Community Development Performance Target
FY 2024 Actual
Percentage of housing cost-burdened residents (spending more than 30% of income on housing) who received assistance
50
65
72
70
70
Percentage of housing rehabilitation recipients who are elderly and/or disabled
50
85
50
50
50
Total number of owner-occupied units rehabilitated
40
34
41
40
40
Performance Measures
Neighborhood Transformation
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Community support and well-being
The Neighborhood and Housing Preservation program is responsible for preserving and enhancing the quality and safety of existing housing stock through the implementation of rehabilitation and repair assistance programs. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of attendees in technical assistance workshops to support local small, minority, and women-owned builders/developers
72
117
215
72
72
Percentage of target resident children birthkindergarten participating in center-based or formal home-based learning program
51
48
66
55
55
Percentage of target residents relocated to a Neighborhood of Opportunity as defined by HUD (<40% poverty and <62% minority concentration)
54
31
0
0
0
Percentage of target residents who have health insurance
100
98
96
96
96
Percentage of target students who graduate from high school on time
100
98
92
92
92
166 - Housing and Community Development
Housing and Community Development Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant III Accountant IV Administrative Assistant II Administrative Manager Assistant Director II Bureau Manager Business Manager Data Analyst Design & Rehabilitation Consultant, Senior Design/Construction Project Manager, Senior Director of Housing and Community Development Housing Finance Specialist Management Analyst I Management Analyst II Management Analyst III Programs Manager Project Manager Projects Manager, Senior Public Services Coordinator Real Estate Coordinator Total
1.0 1.0 1.0 0.0 2.0 2.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 4.0 5.0 0.0 1.0 2.0 1.0 2.0 31.0
0.0 0.0 0.0 1.0 0.0 1.0 (1.0) 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 1.0 1.0 (1.0) 0.0 0.0 0.0 1.0
1.0 1.0 1.0 1.0 2.0 3.0 0.0 1.0 3.0 1.0 1.0 1.0 0.0 4.0 6.0 1.0 0.0 2.0 1.0 2.0 32.0
Housing and Community Development - 167
Resilience Department Overview The Department of Resilience is part of the city's increased focus on initiatives that will prepare the city for climate change, strengthen the city's economic competitiveness, and ensure the highest quality of life possible for residents. The city's resilience efforts began when Norfolk was awarded the Rockefeller Foundation's 100 Resilient Cities designation in December 2013. Using a community-driven process, residents identified stresses and potential shocks and created a resilience strategy to mitigate the impacts. The strategy identifies three primary goals: 1) designing the coastal community of the future to live with the impacts of recurrent flooding; 2) creating economic opportunity by advancing efforts to grow existing and create new sectors; 3) advancing initiatives to connect communities, deconcentrate poverty, and strengthen neighborhoods. The department manages the Coastal Storm Risk Management project, which includes a large-scale extension of the Downtown Norfolk Floodwall and the design and construction of storm surge barriers, levees, and pump stations throughout the city to be completed in five phases over the next several years.
Trends, Issues, and Initiatives ⦁ Responsibly manage the Coastal Storm Risk Management (CSRM) and partner with relevant organizations and the community to ensure the project's success ⦁ Support CSRM project costs that are ineligible to be counted as a part of the city's required non-federal match
168 - Resilience
Resilience
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
911,560 41,046 100,016 0 1,052,622
1,290,813 42,377 89,608 9,110 1,431,907
1,361,586 144,668 102,311 0 1,608,565
1,501,451 126,468 100,511 0 1,728,430
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
561,102 125,980 365,540 1,052,622
919,957 135,626 376,324 1,431,907
864,223 267,685 476,657 1,608,565
977,472 263,615 487,343 1,728,430
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
1,052,622 1,052,622
1,431,907 1,431,907
1,608,565 1,608,565
1,728,430 1,728,430
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
7 2 2 11.0
7 2 2 11.0
6 2 3 11.0
6 2 3 11.0
Program Budget Summary
Coastal Resilience Economic and Social Resilience Leadership and Support Total
Coastal Resilience Economic and Social Resilience Leadership and Support Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 119,865 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
119,865
0.0
Resilience - 169
Resilience Performance Measures: Coastal Resilience
Resilient Norfolk
The Coastal Resilience Program collaborates with city departments and external agencies to deliver a multi-pronged strategy to bolster the city's resilience to coastal threats and hazards. The program also identifies and implements innovative water management infrastructure, nurtures the city's entrepreneurial ecosystem, strengthens the workforce development pipeline, and reinvests in and revitalizes Norfolk neighborhoods. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of Resilience Grants applied for during fiscal year
4
4
3
5
4
Percentage of federal project milestones met on time
80
50
50
50
75
Economic and Social Resilience
Economic opportunity for residents and businesses
The Economic and Social Resilience Program creates opportunity for Norfolk residents by advancing access to tools and services that strengthens neighborhoods, improves individual resilience through property-level efforts, and works to close resilience gaps experienced by people and places at the far end of community supply chains. This program's focus includes delivering a multi-pronged economic resilience strategy, nurturing the city's entrepreneurial ecosystem, strengthening the workforce development pipeline, and reinvesting in and revitalizing Norfolk neighborhoods. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of city-owned lots made available for urban agriculture
2
1
2
6
4
Number of programs, organizations, and grants supported by the Food Policy Council
15
2
1
17
15
Number of urban agriculture outreach and educational events
8
1
15
10
10
170 - Resilience
Resilience Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant II Assistant Director II Chief Resilience Officer Civil Engineer IV Management Analyst II Management Analyst III Projects Manager, Senior Real Estate Coordinator Special Assistant Total
1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 11.0
0.0 0.0 0.0 (1.0) 0.0 0.0 1.0 0.0 0.0 0.0
1.0 1.0 1.0 0.0 1.0 1.0 3.0 1.0 2.0 11.0
Resilience - 171
172 - Resilience
Department of Law
Department of Law - 173
174 - Department of Law
City Attorney Department Overview The office defends clients in litigation, files suits on behalf of clients, prepares legislation for consideration by City Council, provides advice, prepares contracts, and provides other legal services as necessary.
Trends, Issues, and Initiatives ⦁ Providing excellent legal services on behalf of the City Council, boards and commission, and city departments that support the principles of a well-managed government ⦁ Investment into a cloud-based digital program for case management and document management. This will allow for online storage for all case-related documents
City Attorney - 175
City Attorney FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
6,087,825 80,717 114,684 45,656 6,328,882
6,468,013 99,701 263,908 0 6,831,622
6,319,929 113,667 296,365 0 6,729,961
6,243,120 116,521 397,781 0 6,757,422
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
6,328,882 6,328,882
6,831,622 6,831,622
6,729,961 6,729,961
6,757,422 6,757,422
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
6,328,882 6,328,882
6,831,622 6,831,622
6,729,961 6,729,961
6,757,422 6,757,422
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Department Specific Appropriation Total
Program Budget Summary
City Attorney Total
176 - City Attorney
City Attorney Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs (76,809) 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and funding for a GWI effective July 1 2026. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for Case and Document Management system 100,000 0.0 Provide funds for a cloud-based, combined digital case management and document management system. Funds will support the implementation of an online storage software for all case-related and suit-related documents. • Increase funds for book purchasing costs 2,468 0.0 Provide funds for an increase in book purchasing costs due to inflation and utilization. Costs are expected to increase by $2,468 from $37,600 in FY 2026 to $40,068 in FY 2027.
• Increase funds for membership dues and subscription costs 816 0.0 Provide an increase in funding for membership dues and subscription costs due to inflation and utilization. Costs are expected to increase by $816 from $13,600 in FY 2026 to $14,416 in FY 2027. • Increase funds for traveling expenses 600 Provide an increase in funding for traveling expense costs due to inflation and utilization. Costs are expected to increase by $600 from $10,000 in FY 2026 to $10,600 in FY 2027.
0.0
• Increase funds for printing costs 356 0.0 Provide funds for an increase in printing costs due to inflation and utilization. Costs are expected to increase by $356 from $5,942 in FY 2026 to $6,298 in FY 2027. • Increase funds for food costs 30 0.0 Provide funds for an increase in food costs due to inflation and utilization. Costs are expected to increase by $30 from $500 in FY 2026 to $530 in FY 2027. Total
27,461
0.0
City Attorney - 177
City Attorney Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant City Attorney III-LD Assistant City Attorney II-LD Assistant City Attorney I-LD Business Manager-LD Chief Deputy City Attorney-LD City Attorney Deputy City Attorney II-LD Deputy City Attorney I-LD Legal Administrator-LD Legal Coordinator II-LD Legal Coordinator I-LD Legal Secretary II-lD Legal Secretary I-LD Paralegal Claims Investigator-LD Paralegal Specialist -LD Support Technician-LD Total
178 - City Attorney
5.0 2.0 3.0 1.0 3.0 1.0 2.0 6.0 1.0 1.0 1.0 7.0 1.0 1.0 1.0 2.0 38.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
5.0 2.0 3.0 1.0 3.0 1.0 2.0 6.0 1.0 1.0 1.0 7.0 1.0 1.0 1.0 2.0 38.0
Constitutional Officers
Constitutional Officers - 179
180 - Constitutional Officers
City Treasurer Department Overview The City Treasurer, elected by the residents of Norfolk, is the custodian of all city funds. The City Treasurer mails statements and receives and processes payment for current and delinquent real estate taxes, personal property taxes, business taxes, state income taxes, animal licenses, and various bills due to the city meeting all timing requirements for the orderly and timely payment of taxes. All funds are entered into accounting ledgers and are coordinated with the city administration and audited by the Commonwealth and city. The office was established in the Constitution of the Commonwealth of Virginia and the Charter of the City of Norfolk.
Trends, Issues, and Initiatives ⦁ Implement new collection tools for personal property and business taxes ⦁ Introduced use of jury debit cards to generate savings ⦁ Installed an ADA compliant customer service counter ⦁ Implemented new tools to increase real estate tax collection ⦁ Implement new process for collection of nuisance abatement liens
City Treasurer - 181
City Treasurer FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
2,487,314 76,731 550,849 0 77,238 3,192,132
2,649,417 59,803 532,653 0 0 3,241,873
2,833,039 96,068 429,524 0 0 3,358,631
3,103,600 101,068 429,524 75,200 0 3,709,392
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,192,132 3,192,132
3,241,873 3,241,873
3,358,631 3,358,631
3,709,392 3,709,392
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Total
1,073,901 1,364,716 753,515 3,192,132
870,133 1,496,453 875,287 3,241,873
1,086,764 1,409,092 862,775 3,358,631
711,374 2,136,018 862,000 3,709,392
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary City Treasurer Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 81,021 (1.0) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This also reflects the change of a permanent FTE position being reclassed to a temporary FTE position mid fiscal year. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• City Treasurer Investigator 269,740 Provide funds to enhance City Treasurer's investigation effort to collect delinquent taxes by supporting two Investigator positions and two cashier positions for the Treasurer's office. One-time funding is also included for equipment and a vehicle for the positions.
4.0
Total
3.0
182 - City Treasurer
350,761
City Treasurer Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Manager - TR Cashier - CC Chief Deputy - TR City Treasurer - TR Deputy I - TR Deputy II - TR Deputy III - TR Deputy IV - TR Supervising Deputy-TR Total
1.0 0.0 2.0 1.0 10.0 11.0 2.0 2.0 3.0 32.0
0.0 2.0 0.0 0.0 0.0 2.0 0.0 0.0 (1.0) 3.0
1.0 2.0 2.0 1.0 10.0 13.0 2.0 2.0 2.0 35.0
City Treasurer - 183
Clerk of the Circuit Court Department Overview Executive Division: Includes the Clerk of Court, Chief Deputy Clerk, and Executive Assistant. Manages the daily operations of the Clerk's Office and oversees all personnel, policies, and procedures. Civil, Probate, and Deeds Division: Handles disputes between individuals, groups or corporations where monetary damages are alleged; handles cases involving custody, divorce, adoptions, and property ownership; manages all estate and will transactions; meets with the public during times of extreme loss and/or hardship; records all transfers of land records, certificates of satisfaction and powers of attorney; and maintains the Land Record Indexing and the remote access systems. Criminal Division: Handles all formal presentations, indictments, and information related to felony criminal offenses and appealed misdemeanors committed within the circuit. License, Permits, Finance, and Jury Division: Handles all issues related to the issuance of any licenses, permits, and notaries. Acts as primary interface between the Clerk's Office and the general public. The comptroller is a part of this division with the primary responsibility of oversight of all financial functions of the Clerk's Office including, but not limited to, daily receipts, bank reconciliations, trust accounts, billing statements, and remote access fees.
184 - Clerk of the Circuit Court
Clerk of the Circuit Court
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Total
2,852,577 20,000 232,296 3,104,873
2,905,732 17,000 192,133 3,114,865
3,378,589 33,800 282,971 3,695,360
3,407,390 33,800 282,971 3,724,161
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Clerk of the Circuit Court Total
3,104,873 3,104,873
3,114,865 3,114,865
3,695,360 3,695,360
3,724,161 3,724,161
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Total
915,433 483,752 1,705,688 3,104,873
477,511 836,360 1,800,994 3,114,865
627,923 687,924 2,379,513 3,695,360
973,432 878,048 1,872,681 3,724,161
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 28,801 (8.0) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and funding for a GWI effective July 1 2026. This also reflects the reduction of eight FTE that were frozen during COVID. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
28,801
(8.0)
Clerk of the Circuit Court - 185
Clerk of the Circuit Court Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant - CC Administrative Manager - CC Cashier - CC Chief Deputy Circuit Court Clerk of the Circuit Court Comptroller - CC Deputy Clerk I - CC Deputy Clerk II - CC Deputy Clerk III - CC In Court Clerk - CC Supervising Deputy Clerk - CC Total
186 - Clerk of the Circuit Court
4.0 1.0 1.0 1.0 1.0 1.0 9.0 12.0 5.0 5.0 4.0 44.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 (8.0) 0.0 0.0 0.0 (8.0)
4.0 1.0 1.0 1.0 1.0 1.0 9.0 4.0 5.0 5.0 4.0 36.0
Commissioner of the Revenue Department Overview The Commissioner of the Revenue is responsible for the equitable administration of local taxes with the exception of real estate taxes. The office assesses individual and business personal property taxes; issues business licenses; and assesses taxes on meals, lodging, cigarettes, admissions, and other special taxes. The office also provides services on behalf of the Virginia Department of Motor Vehicles through DMV Select. The office is organized into divisions to effectively address workload and customer issues. Administration and Technology Systems report directly to the Commissioner. The Personal Property, Business Revenue, Audit, Tax Preparation, and Tax Compliance sections report directly to the Chief Deputy Commissioner of the Revenue, who directly reports to the Commissioner.
Commissioner of the Revenue - 187
Commissioner of the Revenue
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
3,003,704 62,560 92,980 0 3,159,244
3,242,371 69,886 107,613 16,017 3,435,888
3,358,737 102,495 143,781 2,400 3,607,413
3,498,378 102,495 143,781 2,400 3,747,054
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,159,244 3,159,244
3,435,888 3,435,888
3,607,413 3,607,413
3,747,054 3,747,054
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Total
2,325,021 52,773 781,450 3,159,244
2,524,951 66,680 844,257 3,435,888
2,727,032 63,833 816,548 3,607,413
2,667,774 101,911 977,369 3,747,054
Program Budget Summary
Commissioner of the Revenue Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 139,641 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
139,641
0.0
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Manager - COR Chief Deputy - COR Commissioner of the Revenue Deputy I - COR Deputy II - COR Deputy III - COR Supervising Deputy - COR Total
188 - Commissioner of the Revenue
2.0 1.0 1.0 8.0 10.0 11.0 4.0 37.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
2.0 1.0 1.0 8.0 10.0 11.0 4.0 37.0
Commonwealth's Attorney Department Overview The duties and responsibilities required by state law are led by the Commonwealth's Attorney and are supported by prosecutors, paralegals, legal secretaries, victim/witness advocates, and other professionals. The Commonwealth's Attorney is the Chief Minister of Justice for the City of Norfolk. The Commonwealth's Attorney's Office honors the dignity of people who are victims of crime, the people accused of committing crimes, and the greater community. The office works collaboratively with the other stakeholders in the criminal-justice system while respecting their separate duties and responsibilities, allowing data and research to guide overall policy decisions. The Office promotes public safety and public trust through the fair, unbiased, and transparent application of the criminal laws to individual cases, while being mindful of the effect of an individual crime or case on the city at large.
Trends, Issues, and Initiatives ⦁ The Family Justice Center is an innovative initiative to centralize city services to support victims of crimes ⦁ Working collaboratively with other stakeholders in the criminal-justice system to ensure perpetrators of crimes are prosecuted
Commonwealth's Attorney - 189
Commonwealth's Attorney
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
6,925,745 84,371 48,225 116,215 7,174,556
7,555,219 77,787 48,380 131,533 7,812,920
8,101,349 79,641 58,503 122,789 8,362,282
8,697,730 79,641 249,699 122,789 9,149,859
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Commonwealth's Attorney Total
7,174,556 7,174,556
7,812,920 7,812,920
8,362,282 8,362,282
9,149,859 9,149,859
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support State Funding Total
3,490,244 3,684,312 7,174,556
3,911,001 3,901,919 7,812,920
4,288,167 4,074,115 8,362,282
4,905,378 4,244,481 9,149,859
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 96,381 2.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and funding for a GWI effective July 1 2026. This also reflects the addition of two permanent FTE that were reclassed from temporary positions to permanent positions mid fiscal year. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds to increase misdemeanor prosecutions 500,000 Provide funds to support four Assistant Commonwealth Attorney positions, two Paralegal positions and a Legal Administrator position. These positions will enable the department to prosecute additional misdemeanor cases.
7.0
• Fund rent increase for Glenrock Building 191,196 0.0 Technical adjustment to provide funds for increased rent at Glenrock Building based on the existing lease. Total costs will increase by $191,196 from $0 in FY 2026 to $191,196 in FY 2027.
Total
190 - Commonwealth's Attorney
787,577
9.0
Commonwealth's Attorney Permanent Full Time Equivalent (FTE) Summary: FY 2026 Assistant Commonwealth's Attorney I Assistant Commonwealth's Attorney II Assistant Commonwealth's Attorney III Chief Deputy Commonwealth's Attorney Commonwealth's Attorney Deputy Commonwealth's Attorney Director of Communications - CWA Executive Secretary/Assistant - CWA Legal Administrator - CWA Legal Secretary I - CWA Legal Secretary II - CWA Paralegal - CWA Public Information Specialist II Total 1
FTE 1
FY 2027
Adopted Change Proposed 7.0 3.0 10.0 13.0 (1.0) 12.0 14.0 4.0 18.0 1.0 0.0 1.0 1.0 0.0 1.0 3.0 0.0 3.0 1.0 0.0 1.0 2.0 0.0 2.0 2.0 1.0 3.0 6.0 0.0 6.0 3.0 1.0 4.0 13.0 1.0 14.0 2.0 0.0 2.0 68.0 9.0 77.0
The +/- FTE information is based on September staffing levels, not the current staffing level.
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Office Assistant Total
0.5 0.5
Commonwealth's Attorney - 191
Sheriff and Jail Department Overview The Norfolk Sheriff's Office is required by the Virginia Constitution to operate in three capacities: maintain a safe and secure jail facility, ensure public safety in the Norfolk court system, and execute various types of civil processes. In addition, the Norfolk Sheriff's Office provides services and programs to incarcerated offenders with the intent to reduce recidivism. The office also provides timely notice to a person or legal entity of pending action in which they may be involved, including civil subpoenas and warrants, writs, and eviction notices. The Norfolk Sheriff's Office also provides residents with community and crime prevention programs.
Trends, Issues, and Initiatives ⦁ Norfolk Sheriff Office is very close to being fully staffed due to compensation increases and marketing strategies ⦁ Due to the closing of the Hampton Roads Regional Jail, which had 250 beds for Norfolk Inmates with acute medical and mental health issues; the cost of the inmate medical contract has grown significantly
192 - Sheriff and Jail
Sheriff and Jail
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
32,475,979 11,164,638 663,119 600,768 44,904,504
33,717,042 11,753,063 877,567 208,598 46,556,270
40,883,876 10,381,439 854,992 251,604 52,371,911
41,973,985 12,276,463 977,455 120,506 55,348,409
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
44,904,504 44,904,504
46,556,270 46,556,270
52,371,911 52,371,911
55,348,409 55,348,409
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Federal Funding Total
23,870,465 579,807 20,430,632 23,600 44,904,504
23,658,176 644,857 22,228,637 24,600 46,556,270
29,046,813 645,841 22,649,057 30,200 52,371,911
29,812,997 719,162 24,786,250 30,000 55,348,409
Program Budget Summary
Sheriff Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 1,090,109 (23.0) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, a step increase and an adjustment to the Sheriff sworn position compensation plan effective October 2026. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. This adjustment also includes the reduction of 21 FTE that were frozen in prior fiscal years, and the reclass of 2 FTE that were changed to temporary positions mid fiscal year. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for inmate medical contract 1,570,000 Provide funds to support the inmate medical contract at the city jail. Due to the closure of the Hampton Roads Regional Jail, the City Jail is now housing inmates with acute medical conditions.
0.0
• Increase fleet related funding Technical adjustment to increase funding for fuel and vehicle maintenance related expenses.
316,389
0.0
2,976,498
(23.0)
Total
Sheriff and Jail - 193
Sheriff and Jail Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant Procurement Specialist Case Manager II - SC Clinical Mental Health Professional Corrections Director Counselor IV Deputy Sheriff Deputy Sheriff (Captain) Deputy Sheriff (Colonel) Deputy Sheriff (Corporal) Deputy Sheriff (Lieutenant Colonel) Deputy Sheriff (Lieutenant) Deputy Sheriff (Master) Deputy Sheriff (Recruit) Deputy Sheriff (Senior) Deputy Sheriff (Sergeant) Education Programs Specialist Executive Assistant - SC Facilities Manager - SC Fiscal Manager - SC HR Administrator - SC Information Technology Systems Director Inmate Classification Manager Inmate Classification Specialist Inmate Rehabilitation Coordinator Library Assistant - SC Maintenance Mechanic - SC Microcomputer Systems Analyst - SC Network Engineer - SC Payroll & Benefits Coordinator Procurement Specialist - SC Professional Standard Office Analyst Property Technician - SC Public Affairs Officer Public Relations Assistant-SC Records Clerk Records Clerk II - SC Secretary I Secretary II Sheriff 194 - Sheriff and Jail
3.0 1.0 2.0 1.0 1.0 135.0 10.0 2.0 1.0 3.0 15.0 66.0 41.0 68.0 37.0 3.0 1.0 1.0 2.0 2.0 1.0 1.0 3.0 2.0 1.0 1.0 1.0 3.0 5.0 2.0 1.0 2.0 1.0 2.0 11.0 1.0 1.0 4.0 1.0
(1.0) 0.0 0.0 1.0 0.0 (18.0) 0.0 (1.0) (1.0) 0.0 0.0 (2.0) 3.0 (3.0) 1.0 (2.0) 0.0 0.0 0.0 1.0 0.0 0.0 2.0 (2.0) 0.0 1.0 0.0 (1.0) (1.0) 1.0 0.0 0.0 0.0 0.0 (1.0) 0.0 (1.0) 1.0 0.0
2.0 1.0 2.0 2.0 1.0 117.0 10.0 1.0 0.0 3.0 15.0 64.0 44.0 65.0 38.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 5.0 0.0 1.0 2.0 1.0 2.0 4.0 3.0 1.0 2.0 1.0 2.0 10.0 1.0 0.0 5.0 1.0
Sheriff and Jail Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Work Release Van Driver Total
1.0 440.0
0.0 (23.0)
1.0 417.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Case Manager I - SC Civilian Court Security Deputy Sheriff Secretary II Total
2.0 14.5 2.5 3.0 22.0
Sheriff and Jail - 195
196 - Sheriff and Jail
Judicial
Judicial - 197
198 - Judicial
Circuit Court Judges Department Overview Circuit Court Judges ensure that all persons who appear before the court are provided with an independent, accessible, and responsible forum for the just resolution of disputes; the rule of law is preserved; and the rights and liberties guaranteed by the United States and Virginia constitutions are protected. Adopting problem solving court strategies in conjunction with other criminal justice system partners, the Circuit Court has established Mental Health Court, Drug Court, and Reentry Court dockets with veterans and co-occurring tracks. These are specialized dockets for the assessment and treatment of nonviolent offenders. A high volume of felony and civil cases are heard by the Circuit Court of Norfolk Judges, which makes the Fourth Circuit one of the largest and busiest courts in the Commonwealth of Virginia.
Circuit Court Judges - 199
Circuit Court Judges
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
810,373 23,407 13,909 495 78,500 926,684
820,544 15,105 16,622 1,210 78,560 932,042
949,713 14,538 13,063 2,337 78,500 1,058,151
980,190 14,538 49,063 2,337 78,500 1,124,628
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Circuit Court Judges Total
926,684 926,684
932,042 932,042
1,058,151 1,058,151
1,124,628 1,124,628
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
926,684 926,684
932,042 932,042
1,058,151 1,058,151
1,124,628 1,124,628
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 30,477 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and funding for a GWI effective July 1 2026. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide Funds for Training Circuit Court Judges Provide funding for training and conferences for Circuit Court Judges.
36,000
0.0
Total
66,477
0.0
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Legal Assistant Legal Secretary II-lD Management Services Administrator Total
200 - Circuit Court Judges
1.0 3.0 1.0 5.0
0.0 0.0 0.0 0.0
1.0 3.0 1.0 5.0
Circuit Court Judges Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Law Clerk Program Supervisor Total
4.0 1.0 5.0
Circuit Court Judges - 201
General District Court Department Overview The Norfolk General District Court has four divisions: Criminal, Traffic, Civil, and Small Claims. Criminal Division: Implements state law and city ordinances (except traffic-related cases), holds preliminary hearings in felony cases, and conducts trials in misdemeanor cases and health and housing code violations. Mental health hearings are also heard under this division. Traffic Division: Processes motor vehicle related cases under state law and city ordinances; holds preliminary hearings in felony cases; and conducts trials for misdemeanors, traffic infractions, and parking violations. Civil Division: Hears cases not exceeding $25,000 (Tort claims not exceeding $50,000). Cases include claims to specific personal property or any debt, fine or other money, landlord/tenant disputes, damages for breach of contract, or for injury to a person. Small Claims Division: Hears civil cases in which the plaintiff is seeking a monetary judgment or personal property recovery claim up to $5,000.
202 - General District Court
General District Court
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Materials, Supplies, and Repairs Contractual Services Equipment Total
25,278 47,837 62,064 135,179
23,342 67,393 675 91,410
36,001 223,760 1,000 260,761
36,001 223,760 1,000 260,761
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General District Court Total
135,179 135,179
91,410 91,410
260,761 260,761
260,761 260,761
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
0 142,046 142,046
0 177,565 177,565
98,316 162,445 260,761
56,296 204,465 260,761
Proposed FY 2027 Budget Actions No Proposed budget actions.
General District Court - 203
Juvenile and Domestic Relations Court Department Overview The Juvenile and Domestic Relations District Court has exclusive jurisdiction over individuals under the age of eighteen; such cases are referred to as delinquency cases. The Juvenile and Domestic Relations District Court has jurisdiction of all misdemeanor offenses committed by one family or household member against another. The primary responsibilities of the Chief Judge of the Norfolk Juvenile and Domestic Relations Court include court administration, as well as presiding over cases set before the court.
204 - Juvenile and Domestic Relations Court
Juvenile and Domestic Relations Court
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Materials, Supplies, and Repairs Contractual Services Equipment Total
34,367 24,713 9,242 68,322
41,647 21,799 11,973 75,419
30,074 33,921 17,838 81,833
30,074 33,921 17,838 81,833
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Juvenile and Domestic Relations Court Total
68,322 68,322
75,419 75,419
81,833 81,833
81,833 81,833
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
67,485 837 68,322
74,777 642 75,419
80,996 837 81,833
80,783 1,050 81,833
Proposed FY 2027 Budget Actions No Proposed budget actions.
Juvenile and Domestic Relations Court - 205
Magistrate Department Overview The primary goal for the Office of the Magistrate is to provide courteous, efficient, unbiased professional services to citizens, law-enforcement officers, mental health professionals, and medical doctors. The Magistrate's Office is open seven days a week, twenty-four hours a day. Upon a finding of probable cause, magistrates issue warrants of arrest, search warrants, summonses, civil and criminal temporary detention orders, medical temporary detention orders, and emergency protective orders. Additionally, magistrates conduct individual hearings to determine if persons arrested in this jurisdiction will be admitted to bail or committed to jail. Magistrates may also accept prepayments of traffic infractions and Class 4 misdemeanors. The State provides all funding for position, benefit and consumable office supply costs and the city provides some funding for other operating expenses as well as internal service fund charges.
206 - Magistrate
Magistrate
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Total
9,915 842 1,376 12,133
6,147 1,712 1,281 9,140
8,524 2,224 1,500 12,248
8,524 2,224 1,500 12,248
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Magistrate Total
12,133 12,133
9,140 9,140
12,248 12,248
12,248 12,248
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
12,133 12,133
9,140 9,140
12,248 12,248
12,248 12,248
Proposed FY 2027 Budget Actions No Proposed budget actions.
Magistrate - 207
Norfolk Juvenile Court Service Unit Department Overview The Norfolk Juvenile Court Service Unit is the local community programs entity within the Virginia DJJ. The community programs section of the Division of Operations is responsible for providing a continuum of community-based services to juvenile offenders and their families. The department is also responsible for developing and implementing a continuum of services that respond to the unique needs of the city's juvenile justice community. The Norfolk Juvenile Court Service Unit provides juvenile intake, diversion, investigations and court reports, and probation and parole supervision. In addition to its own array of services, the Norfolk Juvenile Court Service Unit actively collaborates with and makes referrals to state and local agencies, as well as private sector service providers.
208 - Norfolk Juvenile Court Service Unit
Norfolk Juvenile Court Service Unit
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Materials, Supplies, and Repairs Contractual Services Equipment Total
45,431 151,781 0 197,212
6,655 209,900 0 216,555
8,355 211,988 373 220,716
8,355 217,630 373 226,358
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Norfolk Juvenile Court Total
197,212 197,212
216,555 216,555
220,716 220,716
226,358 226,358
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Total
197,212 197,212
216,555 216,555
220,716 220,716
226,358 226,358
Proposed FY 2027 Budget Actions Policy Driven Budget Adjustments FY 2027
FTE
• Increase Funding for Little Creek and Glenrock Rent 5,642 0.0 Technical adjustment to provide funds for rent at offices at Little Creek and Glenrock based on the existing lease. Total cost will increase by $5,642 from $188,063 in FY 2026 to $193,705 in FY 2027. Total
5,642
0.0
Norfolk Juvenile Court Service Unit - 209
210 - Norfolk Juvenile Court Service Unit
Elections
Elections - 211
212 - Elections
Elections Department Overview The Office of Elections provides voter registration services, maintains the records of over 129,000 registered voters, coordinates voter registration activities and voter education programs, supervises over 1,000 Officers of Election, oversees candidate filing procedures, and audits campaign finance reports. Additionally, the office administers general, primary, special elections, and recounts on behalf of the Norfolk Electoral Board.
Trends, Issues, and Initiatives ⦁ Continue to provide voter registration services and education programs ⦁ Manage all elections, including the upcoming presidential election, and protect the integrity of the electoral process
Elections - 213
Elections
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Total
626,788 40,531 773,950 1,441,269
702,743 43,042 678,645 1,424,430
720,223 76,305 791,654 1,588,182
766,956 76,305 791,654 1,634,915
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,441,269 1,441,269
1,424,430 1,424,430
1,588,182 1,588,182
1,634,915 1,634,915
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Total
1,160,062 0 281,207 1,441,269
1,423,209 0 1,221 1,424,430
1,438,182 0 150,000 1,588,182
1,510,036 0 124,879 1,634,915
Program Budget Summary Elections Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 46,733 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Total
46,733
0.0
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Deputy Director of Elections & Registrar Deputy Elections Administrator Deputy I - Elections Deputy II - Elections Deputy III - Elections Deputy IV - Elections Director of Elections Total
214 - Elections
1.0 1.0 1.0 1.0 1.0 1.0 1.0 7.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
1.0 1.0 1.0 1.0 1.0 1.0 1.0 7.0
General Management
General Management - 215
216 - General Management
Finance Department Overview A strong financial foundation is a pillar of a healthy and thriving city. The Department of Finance ensures prudent financial management and integrity through sound fiscal policy and analysis, resilient support services, and timely and accurate financial reporting to city officials, employees, residents, and businesses that promotes informed decisionmaking and execution of initiatives through responsible stewardship of public assets and resources.
Trends, Issues, and Initiatives ⦁ Financial oversight and control of the Parking Enterprise fund has moved to the Department of Finance. This transition allows for greater financial oversight and monitoring of the fund and its financial activities ⦁ Provide procurement support and expertise to facilitate the delivery of goods and services across all city departments
Finance - 217
Finance FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
6,862,390 65,038 1,444,091 4,174 157,596 8,533,289
7,169,310 83,310 2,086,166 111,268 167,825 9,617,879
7,355,740 86,276 2,046,965 210,100 160,000 9,859,081
8,994,135 86,276 2,196,965 230,100 170,000 11,677,476
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
613,775 1,485,851 2,059,107 465,697 1,137,743 512,677 1,211,640 796,899 249,900 8,533,289
606,954 2,300,500 1,792,374 537,099 1,391,177 638,717 1,288,208 797,275 265,575 9,617,879
484,227 2,162,467 2,174,870 598,293 1,498,743 605,384 1,258,959 800,146 275,992 9,859,081
593,452 2,332,623 2,901,230 562,137 1,760,664 738,599 1,431,393 981,007 376,371 11,677,476
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
8,299,127 234,162 8,533,289
9,348,644 269,234 9,617,878
9,608,681 250,400 9,859,081
11,139,189 538,287 11,677,476
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
6 6 17 4 7 7 11 8 2 68.0
6 6 15 4 9 8 11 8 2 69.0
6 6 15 5 10 8 11 6 2 69.0
6 5 24 4 10 8 11 7 3 78.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary Accounts Payable Accounts Receivable Business and Financial Reporting Management Debt and Cash Management Leadership and Support Payroll Purchasing Retirement Risk Management Total
Accounts Payable Accounts Receivable Business and Financial Reporting Management Debt and Cash Management Leadership and Support Payroll Purchasing Retirement Risk Management Total
218 - Finance
Finance Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 1,087,103 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Private process server for camera enforcement programs 100,000 0.0 Provide funds in the Accounts Receivable program for a private process server, as mandated by the state. The server will be used to prosecute violations of photo enforcement programs such as violations of red light and speed cameras in school zones. • Transfer Parking Fund financial operations to Finance 551,292 9.0 Technical adjustment to move positions from the Parking Fund to the Department of Finance. The Department of Finance will now oversee the financial operations of the Parking Fund, allowing for greater oversight and improved management. A corresponding adjustment can be found in the Parking Budget. • Adjust funds for ambulance billing fee 50,000 0.0 Technical adjustment to provide funds for contractual increases in the city's contract for ambulance billing fee services and collections. Total costs will increase by $50,000 from $325,000 in FY 2026 to $375,000 in FY 2027.
• Adjust funds for cloud based collections system 20,000 0.0 Technical adjustment to provide funds for contractual increases for cloud based collection systems that help the city manage payment collections. Contract costs will be increase $20,000 for total FY 2027 costs of $110,000. • Adjust funds for bank fees 10,000 0.0 Technical adjustment to provide additional funding for bank fees paid by the city. Costs are going up due to increased utilization of bank related transactions. Costs are expected to increase $10,000 in FY 2027. Total
1,818,395
9.0
Finance - 219
Finance Performance Measures: Accounts Payable
Efficient and responsive government
The Accounts Payable Program prints and distributes checks on a scheduled, unscheduled, and off-cycle basis. The program administers the Electronic Funds Transfer (EFT) program, coordinates the set up and conversion of vendors from check payments to Automated Clearing House (ACH), initiates wire payments, and is responsible for the escheatment of unclaimed payments and annual 1099 reporting. This program also administers the city's purchase card program, conducts internal reviews and other anti-fraud activities, and responds to payment-related Freedom of Information Act requests. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of payments processed electronically
40
Accounts Receivable
33
34
34
40
Efficient and responsive government
The Accounts Receivable Program conducts departmental outreach and collaboration to share information, automate processes, and develop innovative solutions to maximize revenue recovery. They provide follow-up billing and recovery for false alarm fire inspection/permit fees, library fines/fees, photo enforcement camera infractions, and ambulance services. This program also represents the city in court to secure judgements, file liens, and execute garnishments. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of accounts paid via state tax refunds
5
2
2
3
3
Percent of collection for delinquent accounts
15
14
15
15
15
Business and Financial Reporting Management
Efficient and responsive government
The Business and Financial Reporting Management Program prepares, reviews, and approves all citywide financial transactions, ensuring that they are appropriate, sufficiently documented, and accurately reflect the financial activities of the city. This program ensures that the city complies with federal, state, local laws and regulations, granting agency requirements, prepares external and internal financial reports, and facilitates the city's financial and compliance audits. The program also seeks to ensure the integrity of the city's financial information and maintain sound internal controls by preparing and maintaining accurate accounting records, allowing departments to invoice vendors for outstanding bills and to process payments for goods and services and contractual agreements, and providing timely and accurate financial reports in the city's financial system. This program also manages Freedom of Information Act (FOIA) requests regarding payments and historical financial information. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Government Financial Officers Association certificate awarded
220 - Finance
Yes
Yes
Yes
Yes
Yes
Finance Debt and Cash Management
Efficient and responsive government
The Debt and Cash Management Program manages the debt and cash and investments for the city. The debt management portion ensures full and timely payment of principal and interest on outstanding debt and administration of all transactions related to compliance with federal rules and regulations. This program also manages the issuance of the city's debt and debt-related instruments. The cash and investment portion of this program is responsible for comanaging the city's banking relationships and managing daily cash and investment balances to ensure sufficient liquidity to meet the city's expenditure obligations. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Change in General Obligation rating from previous year
No
No
No
No
Yes
Maintain compliance with Virginia statutes and the city's investment policy
Yes
Yes
Yes
Yes
Yes
Payroll
Efficient and responsive government
The Payroll Program is responsible for accurate and timely processing and managing of the biweekly payroll for all city employees. Payroll administration includes the coordination of system input data, system reconciliation and maintenance, the monitoring of time entries including the filing of payroll tax forms, and the production of financial entries and payments to employee funded activities from payroll deductions. This program also ensures compliance with wage garnishment orders. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of bi-weekly payroll processed and payments made on time
100
Purchasing
100
100
100
100
Efficient and responsive government
The Purchasing Program procures goods and services for city departments and ensures maximum competition so that the best value is provided. Procurement provides strategic contribution and guidance for cost management, supplier performance, and source identification and development. Additionally, this program is responsible for the transfer and redistribution of surplus city property and manages Freedom of Information Act requests regarding procurement. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of procurements completed on time
Retirement
95
70
75
80
90
Efficient and responsive government
The Retirement Program provides timely and accurate retirement allowance and refund of contribution payments to retirement system membership, administers retirement benefits, provides pre-retirement education, and prepares the retirement systems internal and external financial reports.
Finance - 221
Finance Performance Measures
Percent of retirement payroll processed and payments made by month's end
Performance Target
FY 2024 Actual
100
100
Risk Management
FY 2025 FY 2026 Actual Projection
100
FY 2027 Proposed
100
100
Efficient and responsive government
The Risk Management Program resolves or mitigates issues that adversely affect ongoing service-delivery capabilities and financial stability. Activities include coordination with city, state, and federal agencies to facilitate intergovernmental financial assistance programs associated with natural disasters and other catastrophic events. This program also mitigates risk by promoting safe working environments via analysis and recommended best practices. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of contracts reviewed
222 - Finance
100
100
100
100
100
Finance Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant IV Accounting Technician II Accounts Payable Manager (Finance Only) Accounts Receivable Manager (Finance Only) Administrative Assistant II Assistant Director III Business Manager Cash & Investments Analyst, Sr Chief Procurement Officer (Finance only) City Controller (Finance only) Collection Coordinator Customer Service Supervisor Debt Management Specialist I (Finance Only) Debt Management Specialist II (Finance Only) Debt Manager (Finance Only) Director of Finance Enterprise Controller Executive Manager of Retirement Systems (Finance only) Financial Operations Manager Fiscal Systems Administrator (Finance Only) Fiscal Systems Manager (Finance Only) Fiscal Systems Manager, Senior (Finance Only) Management Analyst II Management Analyst III Payroll Administrator (Finance Only) Payroll Analyst (Finance only) Payroll Manager (Finance only) Payroll Specialist (Finance Only) Procurement Specialist II (Finance only) Procurement Specialist III (Finance only) Procurement Specialist IV (Finance only) Purchasing Agent Retirement Benefits Administrator (Finance Only) Retirement Benefits Specialist II (Finance only) Risk Analyst (Finance only) Risk Analyst, Senior (Finance only) Risk Manager (Finance only) Senior Accountant I (Finance only) Senior Accountant II (Finance only)
0.0 0.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 0.0 1.0 0.0 1.0 3.0 1.0 1.0 3.0 2.0 1.0 1.0 4.0 3.0 3.0 2.0 1.0 1.0 2.0 0.0 1.0 1.0 0.0 4.0
1.0 2.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 (1.0) 1.0 0.0 0.0 1.0 0.0 1.0 1.0 0.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 (2.0) 2.0 0.0 0.0 0.0 1.0 0.0 0.0 1.0 (1.0)
1.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 3.0 1.0 0.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 0.0 3.0 2.0 1.0 1.0 4.0 3.0 1.0 4.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 3.0
Finance - 223
Finance Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Senior Accountant III (Finance only) Senior Accountant IV (Finance only) Senior Accountant V (Finance only) Senior Accounting Manager (Finance) Total
2.0 8.0 3.0 2.0 69.0
0.0 3.0 0.0 1.0 9.0
2.0 11.0 3.0 3.0 78.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Management Analyst III Payroll Analyst (Finance only) Payroll Specialist (Finance Only) Procurement Specialist I (Finance only) Procurement Specialist IV (Finance only) Senior Accountant IV (Finance only) Total
224 - Finance
1.0 1.0 1.0 0.5 0.5 1.0 5.0
General Services Department Overview The Department of General Services (DGS) is comprised of five divisions: Facilities Maintenance and Fleet Management provide internal services to all city departments; Parking and Norfolk Animal Care and Adoption Center provide services and assistance to residents and businesses; and Security Management provides both internal services to city departments and external services to the public.
Trends, Issues, and Initiatives ⦁ Animal intake at the Norfolk Animal Care Center is increasing because of the rising cost of pet ownership and cost of living. Last year, intake increased by almost 600 animals over 2024 ⦁ Facilities Maintenance is seeing an increase in cost of materials and parts, particularly those sources from heavily tariffed countries
General Services - 225
General Services
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
8,372,975 7,893,604 16,420,697 96,118 32,783,394
8,797,439 8,714,409 16,109,953 35,053 33,656,855
9,820,692 9,776,556 12,363,127 53,552 32,013,927
10,663,792 10,291,832 15,640,317 53,552 36,649,493
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
791,514 1,803,041 7,392,694 4,335,334 601,715 243,333 12,299,647 854,541 223,358 3,048,193 1,190,024 32,783,394
677,162 2,163,712 7,727,201 4,745,917 648,229 196,027 11,579,839 920,829 174,796 3,155,215 1,667,928 33,656,855
648,190 2,554,454 7,585,213 3,961,449 772,089 59,420 10,632,207 899,208 296,995 2,706,395 1,898,307 32,013,927
779,087 2,943,325 8,261,481 4,005,681 630,659 0 11,145,853 949,540 282,481 5,738,607 1,912,779 36,649,493
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
32,715,530 67,864 32,783,394
33,585,083 71,771 33,656,854
32,006,147 7,780 32,013,927
36,641,713 7,780 36,649,493
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
8 28.4 0 3 3 88 1 6 1 138.4
8 28.4 0 8 3 88 1 6 1 143.4
8 28.4 0 8 1 88 1 7 1 142.4
8 29.4 3 3 0 86 1 7 1 138.4
Program Budget Summary
Administrative Support Animal Health and Welfare Citywide Utilities Custodial Services Director's Office Environmental Sustainability Facility Maintenance and Repair Printshop and Mailroom Services Relocation and Renovation Services Security Services Small Repair and Improvement Program Total
Administrative Support Animal Health and Welfare Custodial Services Director`s Office Environmental Sustainability Facility Maintenance and Repair Relocation and Renovation Services Security Services Small Repair and Improvement Program Total
226 - General Services
General Services Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 758,518 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for a customer service representative 44,232 1.0 Provide $44,282 for an additional Customer Service Representative at the Norfolk Animal Care Center (NACC) under the Animal Health and Welfare program. This position will provide front-office coverage and address on-site concerns.
• Provide an increase in funding for supplies Provide funding to support for the Norfolk Animal Care Center (NACC) supplies to support behavioral enrichment/training and community pet retention supplies.
10,000
0.0
3,360,000
0.0
• Increase funds for electricity 475,276 Technical adjustment to provide funds for energy rate increases. Total costs will increase by $475,276 from $4,400,724 in FY 2026 to $4,876,000 in FY 2027.
0.0
• Provide funds for security Technical adjustment to provide funds for the city's security contract.
• Provide funds for increases in water and sewage rates 170,992 0.0 Technical adjustment to provide funds for water and sewage rate increases. Total costs will increase by $170,992 from $2,279,895 in FY 2026 to $2,450,887 in FY 2027. • Provide funds for Ricoh mailroom services 50,332 0.0 Technical adjustment to provide funds for contractual increases related to printing services. Total costs will increase by $50,332 from $897,633 in FY 2026 to $947,965 in FY 2027. • Increase funds for natural gas and propane 30,000 0.0 Technical adjustment to provide funds for contractual increases in propane and natural gas. Total costs will increase by $30,000 from $750,000 in FY 2026 to $780,000 in FY 2027.
• Provide funds for work-order/asset tracking system 10,000 0.0 Technical adjustment to provide funds for contractual increases for work order software as the current agreement is expiring. Total costs will increase by $10,000 from $59,000 in FY 2026 to $69,000 in FY 2027. • Transfer position to Fleet Technical adjustment to move a Mechanic Apprentice position to the Fleet Fund.
(73,904)
(1.0)
• Move positions to support Zoo maintenance (199,880) (4.0) Technical adjustment to move maintenance positions from the Department of General Services to the Zoo to create a dedicated maintenance team.
Total
4,635,566
(4.0)
General Services - 227
General Services Performance Measures: Animal Health and Welfare
Community support and well-being
The Animal Health and Welfare Program promotes the welfare of companion animals through its commitment to achieve positive outcomes for 100 percent of the healthy and treatable animals received. The Norfolk Animal Care Center (NACC) promotes the human-animal bond by reuniting lost pets with their families, placing animals into adoptive homes, promoting spay/neuter and wellness programs, transferring animals to and from partner organizations, and managing robust volunteer, foster and community pet resource programs. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of live outcomes
85
Citywide Utilities
78
80
87
90
Infrastructure and Connectivity
The Citywide Utilities Program provides utilities such as electricity, heating, cooling, refuse disposal, and water and sewage disposal for approximately 200 city-owned buildings.
Custodial Services
Infrastructure and Connectivity
The Custodial Services Program provides cleaning services for city buildings. This program is designed to provide all labor and materials necessary to maintain sanitary conditions in city facilities. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent of contract provisions met
100
Environmental Sustainability
100
100
100
100
Resilient Norfolk
The Environmental Sustainability Program implements the strategic measures in the city's Climate Action Plan and works with partners around the city to improve quality of life in all Norfolk neighborhoods, reduce the city's carbon emissions, and prepare Norfolk for a hotter, wetter future. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent decrease in energy use intensity (EUI) from 2019 baseline for properties included in Better Buildings Challenge
Facility Maintenance and Repair
9
9
6
9
Infrastructure and Connectivity
The Facility Maintenance Division provides a broad range of maintenance support services for the city's building inventory, as well as venues, parks, playgrounds, and ballfields. Facilities Maintenance also provides oversight of the city's building security contractor and the security program for city departments and agencies.
228 - General Services
9
General Services Performance Target
FY 2024 Actual
Percent completion rate for mechanical, electrical, and plumbing work orders completed within five business days
50
59
53
50
50
Percent of emergency facility maintenance work addressed within 24 hours of submission
100
100
100
100
100
Performance Measures
Printshop and Mailroom Services
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Infrastructure and Connectivity
The Printshop and Mailroom Services Program provides for the leasing of copiers by city departments. This includes a base number of both black and white and color copies, special paper, print services by the print shop, and invoicing of these expenses to the individual departments. The program also includes mail processing, delivery, and content creation. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of contract provisions met
100
Relocation and Renovation Services
100
100
100
100
Infrastructure and Connectivity
The Moving and Renovation Services Program provides relocation and renovation services for city offices and departments moving within city-owned facilities. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of requests for moves/relocations responded to within seven business days
100
Security Services
100
100
100
100
Safe engaged and informed community
The Security Services Program provides contracted security guard protection for selected locations within the Facilities Maintenance portfolio of buildings such as City Hall, libraries, and recreation centers. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent of contract provisions met
Small Repair and Improvement Program
100
100
100
100
100
Infrastructure and Connectivity
The Small Repair and Improvement Program provides funding and management of projects ranging from $5,000 to $75,000. City departments submit projects and General Services reviews and prioritizes the submissions in conjunction with user departments.
General Services - 229
General Services Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant I Administrative Assistant II Administrative Technician Animal Care Clinic Director Animal Caretaker Animal Caretaker, Senior Assistant Animal Services Supervisor Assistant Director III Assistant Facilities Maintenance Manager Automotive Repair Technician Apprentice Bureau Manager Business Manager Carpenter I Carpenter II Chief Operating Engineer Chief Security Officer (CM only) Codes Specialist, Senior Contract Administrator Contract Monitoring Specialist Customer Service Representative Director of General Services Electrician Apprentice Electrician I Electrician II Electrician III Facilities Maintenance Manager Financial Operations Manager Kennel Supervisor Maintenance Mechanic II Maintenance Supervisor I Maintenance Supervisor II Management Analyst II Office Manager Operating Engineer I Operating Engineer II Operations Manager Painter I Painter II Physical Security Specialist 230 - General Services
4.0 2.0 1.0 1.0 9.8 1.0 1.0 2.0 2.0 1.0 1.0 1.0 3.0 8.0 3.0 0.0 1.0 1.0 1.0 2.6 1.0 2.0 1.0 7.0 1.0 1.0 0.0 3.0 16.0 4.0 5.0 1.0 1.0 2.0 16.0 1.0 4.0 0.0 1.0
0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 (1.0) 0.0 (1.0) 0.0 0.0 0.0 1.0 0.0 1.0 (1.0) 1.0 0.0 (1.0) 0.0 0.0 0.0 0.0 1.0 0.0 (2.0) 0.0 (1.0) 0.0 0.0 0.0 1.0 0.0 (2.0) 2.0 1.0
4.0 2.0 1.0 1.0 9.8 1.0 0.0 2.0 2.0 0.0 1.0 0.0 3.0 8.0 3.0 1.0 1.0 2.0 0.0 3.6 1.0 1.0 1.0 7.0 1.0 1.0 1.0 3.0 14.0 4.0 4.0 1.0 1.0 2.0 17.0 1.0 2.0 2.0 2.0
General Services Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Plumber Plumber Apprentice Plumber, Senior Program Supervisor Project Coordinator Project Manager Projects Manager, Senior Security Manager Security Officer - Armed Security Officer Supervisor Special Assistant Storekeeper II Storekeeper III Supervising Operating Engineer Veterinary Technician Visitor Services Specialist Total
4.0 2.0 2.0 0.0 2.0 4.0 1.0 1.0 4.0 0.0 1.0 1.0 1.0 3.0 2.0 1.0 142.4
0.0 0.0 0.0 1.0 (1.0) 1.0 0.0 0.0 (2.0) 1.0 (1.0) 0.0 0.0 (1.0) 0.0 0.0 (4.0)
4.0 2.0 2.0 1.0 1.0 5.0 1.0 1.0 2.0 1.0 0.0 1.0 1.0 2.0 2.0 1.0 138.4
General Services - 231
Human Resources Department Overview The Department of Human Resources ensures that residents have a diverse, engaged, and high-performing workforce that is committed to the delivery of quality service. This is accomplished through implementation of: ⦁ Employee lifecycle programs and services ⦁ Contemporary employee selection strategies ⦁ Total rewards best practices ⦁ Employee engagement programs ⦁ Superior training and development opportunities ⦁ A healthy and safe work environment ⦁ Comprehensive performance management, regulatory compliance, and advisory services
Trends, Issues, and Initiatives ⦁ Manage Human Resources Information Systems needs and ensure data and system integrity ⦁ Attract and retain exceptional employees to ensure a diverse, engaged, and high-performing workforce by enhancing recruiting practices with positions that have been recently added to the department ⦁ Address career progression opportunities and maintain internal and external equity in compensation
232 - Human Resources
Human Resources
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
3,538,024 28,578 1,457,295 11,390 5,035,287
4,467,334 18,503 1,567,017 6,501 6,059,354
4,110,080 30,796 1,484,053 13,431 5,638,360
4,811,645 30,796 1,393,716 13,431 6,249,588
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 500,544 373,696 1,059,610 674,678 1,219,821 1,206,938 5,035,287
0 497,331 394,715 1,352,808 825,681 1,419,133 1,569,687 6,059,354
296,344 515,164 422,111 828,817 1,444,845 1,039,426 1,091,653 5,638,360
313,910 552,539 494,670 1,059,792 1,397,713 1,159,273 1,271,691 6,249,588
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
4,853,668 181,619 5,035,287
5,943,428 115,926 6,059,354
5,455,419 182,941 5,638,360
6,134,984 114,604 6,249,588
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
0 6 5 6 4 8 6 35.0
0 6 5 9 4 7 9 40.0
3 6 5 6 4 8 8 40.0
3 6 5 7 4 8 9 42.0
Program Budget Summary
Compensation Strategy and Management Employee Relations and Compliance Human Resource Administration Leadership and Support Organizational Development Safety and Total Absence Management Talent Acquisition Total
Compensation Strategy and Management Employee Relations and Compliance Human Resource Administration Leadership and Support Organizational Development Safety and Total Absence Management Talent Acquisition Total
Human Resources - 233
Human Resources Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 305,257 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for an Acquisition Analyst 69,900 1.0 Provide funds for a talent acquisition analyst. This position will be dedicated to public safety hiring, and will improve the efficiency and effectiveness of hiring practices for public safety type positions.
• Transfer position to Human Resources 171,408 1.0 Technical adjustment to move a position from Department of Budget and Strategic Planning to Human Resources. This position will focus on enhancement and improving city recruitment and onboarding practices. A corresponding adjustment can be found in the Department of Budget and Strategic Planning. • Additional funding for NowCare 64,663 0.0 Technical adjustment to provide additional funding for increased utilization of the city's NowCare contract. This contract is the city's occupational health vendor for public safety and provides health and medical related services required for public safety work. Contract costs are expected to increase by $64,663 for a total of $524,857 in FY 2027.
Total
234 - Human Resources
611,228
2.0
Human Resources Performance Measures: Compensation Strategy and Management
Efficient and responsive government
The Compensation Management Program develops the annual City of Norfolk Compensation Plan and advises senior leadership regarding the appropriate classification and compensation of employees within the city's civil service system. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of requests completed within SLA guidelines
100
Employee Relations and Compliance
N/A
N/A
50
95
Efficient and responsive government
The Employee Relations and Compliance Program assists city departments in maintaining a safe, effective, and harmonious workplace in compliance with local, state and federal laws, city policies, and best employment practices. The program assists departments in administering the city's policies including the processing of discipline up to and including termination of employment; administers the city's post-disciplinary grievance policy; facilitates mediation and other informal resolutions of employee disputes; facilitates investigation of complaints of improper or unlawful employment practices; assists with responses to external agencies and litigation; and conducts training on related laws and city policies and procedures. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of performance evaluations completed
100
Human Resource Administration
66
53
55
75
Efficient and responsive government
The Human Resource Administration Program ensures data integrity of the city's official personnel system. This program facilitates the entry, maintenance and retention schedule of all personnel data associated with employee lifecycle events (e.g., onboarding, schedule changes, personnel changes, salary/bonus administration, off-boarding) in the Human Resources Information System (HRIS). The program also operates as the subject matter experts for the HRIS which includes coordination of communication to internal and external customers, responding to client questions, troubleshooting issues, and identifying/testing enhancements. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent accuracy of personnel data
95
N/A
85
85
85
Percent of requests completed within Service Level Agreement guidelines
100
N/A
90
90
90
Organizational Development
Efficient and responsive government
The Organizational Development Program designs and implements strategies, programs and experiences to acculturate, engage and develop the workforce. This program area includes development, oversight and facilitation of New Employee Orientation; online Human Resources compliance training; management and leadership development courses; curriculum development and delivery for all employees in support of city initiatives; employee, leadership and organizational development strategies, pipelines and activities; and administration of the learning management system. This program also provides support to requesting departments with the design and implementation of specialized trainings and retreats.
Human Resources - 235
Human Resources Performance Target
FY 2024 Actual
Number of custom trainings and retreats offered to departments each year
40
12
21
21
21
Percent of employee population utilizing education and tuition benefits
5
3
3
3
3
44,000
41,729
49,544
49,544
49,544
Performance Measures
Total trainings completed by employees
Safety and Total Absence Management
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Efficient and responsive government
The Safety and Total Absence Management Program manages workplace health and safety, as well as absences of City of Norfolk, Constitutional and Appointed employees from work due to occupational and non-occupational injuries, illnesses, and other qualifying events; manages the issuance of benefits to such employees; and facilitates their reentry to the workforce or transition into post-employment status. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of AEDs fully operational
100
N/A
67
72
95
Percent of compliance reports completed by deadline
100
100
100
100
100
Percent of requests completed within service level agreement guidelines
100
90
90
95
95
Percent of timely safety inspections completed
100
100
100
100
100
Talent Acquisition
Efficient and responsive government
The Talent Acquisition Program develops and implements strategies and activities designed to promote the City of Norfolk as an employer of choice, and attracts, hires, and on-boards highly qualified talent. The program promotes guidelines and strategies to attract and retain quality employees, addresses career progression opportunities, maintains internal and external equity in compensation, and supports requests for compensation review and adjustment. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of filled general positions
90
81
81
86
89
Percent of new hires who are veterans
15
11
11
13
14
Percent of new hires who are women and/or minorities
51
49
51
51
51
236 - Human Resources
Human Resources Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant II Assistant Director III City Safety Officer Compensation Analyst I Compensation Analyst II Compensation Analyst Senior Compensation Manager Compensation Manager (HR Only) Director of Human Resources Employee Relations Analyst I Employee Relations Analyst II Employee Relations Manager Human Resources Administration Manager Human Resources Administrator Human Resources Specialist I (HR only) Management Analyst I Management Analyst II Management Analyst III Organizational Development Analyst I (HR only) Organizational Development Analyst II (HR only) Organizational Development Manager Programs Manager Talent Acquisition Analyst I Talent Acquisition Analyst II Talent Acquisition Analyst Manager Talent Acquisition Analyst Senior Total Absence Management Analyst I (HR only) Total Absence Management Analyst II (HR only) Total Absence Management Manager Total Absence Management Specialist Total
1.0 1.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 2.0 3.0 1.0 1.0 1.0 4.0 1.0 1.0 2.0 2.0 0.0 1.0 1.0 1.0 2.0 1.0 1.0 5.0 0.0 1.0 1.0 40.0
0.0 1.0 0.0 (1.0) 1.0 0.0 0.0 0.0 0.0 (1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (2.0) 2.0 0.0 0.0 (1.0) 1.0 0.0 1.0 (3.0) 3.0 0.0 0.0 2.0
1.0 2.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 4.0 1.0 1.0 2.0 0.0 2.0 1.0 1.0 0.0 3.0 1.0 2.0 2.0 3.0 1.0 1.0 42.0
Human Resources - 237
Human Resources Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Compensation Administrator Compensation Analyst Senior Human Resources Specialist I (HR only) Management Analyst I Municipal Intern III Talent Acquisition Analyst Senior Total
238 - Human Resources
1.0 1.0 1.0 2.0 0.8 2.0 7.8
Information Technology Department Overview The mission of Norfolk's Department of Information Technology is to deliver innovative, program-focused technology services with an emphasis on accessibility, availability, reliability, data quality, security, and customer experience. The department works to make data easily accessible from any device to enable access for employees, citizens, and businesses, and to allow data-informed decisions.
Trends, Issues, and Initiatives ⦁ The city continues to strengthen its AI maturity through increased adoption of enterprise approved AI tools, AI citywide policy and usage guidelines, AI Task Force meetings, and strategic collaboration with Microsoft on AI training and governance. IT leadership engagement is driving improved AI literacy, enhanced risk management, and the expansion of applied AI use cases across departments ⦁ IT continues to adopt and promote consistent, security first behaviors. Vendor evaluations, solution vetting, and requests for system reviews increasingly flow through processes led by the Chief Information Officer and the Chief Information Security Officer and coordinated by IT department staff. This improves risk management and ensures compliance as new systems and enhancements are considered ⦁ Major technical efforts, like video management system modernization, now consistently include internal scoping sessions prior to vendor engagement, advancing clearer technical alignment, better documentation, and smoother external interactions. IT is executing a multi-phase, citywide modernization of the video management ecosystem, retiring aging systems and replacing them with Milestone VMS, an open platform, scalable, and fully integrated solution
Information Technology - 239
Information Technology
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
8,664,737 2,050,891 6,660,836 2,358,460 19,734,924
9,561,032 3,298,850 7,187,981 3,113,470 23,161,332
10,328,072 1,027,892 10,726,900 3,328,180 25,411,044
10,412,378 1,361,507 9,957,989 3,128,180 24,860,054
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
399,391 7,098,541 5,701,236 355,633 3,147,205 3,032,918 19,734,924
391,038 8,404,324 6,548,141 470,489 3,087,282 4,260,058 23,161,332
705,495 8,253,354 7,275,815 497,054 3,197,391 5,481,935 25,411,044
472,719 7,313,092 7,346,558 637,365 3,274,231 5,816,089 24,860,054
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
18,062,845 1,672,079 19,734,924
21,707,153 1,454,180 23,161,333
23,738,965 1,672,079 25,411,044
23,187,975 1,672,079 24,860,054
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
4 32 22 2 11 15 86.0
3 29 23 2 15 19 91.0
3 32 24 2 14 17 92.0
3 30 22 2 15 20 92.0
Program Budget Summary
Administrative Support Business Enablement Customer Success and Productivity Director's Office Public Safety Technology Support Technology Infrastructure Total
Administrative Support Business Enablement Customer Success and Productivity Director's Office Public Safety Technology Support Technology Infrastructure Total
240 - Information Technology
Information Technology Proposed FY 2027 Budget Actions Base Budget Adjustments
• Remove one-time funds for custom software development Remove one-time funds provided in FY 2026 to support custom software development.
FY 2027
FTE
(3,000)
0.0
• Update base program costs (854,721) 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds to enhance citywide IT contracts 407,000 0.0 Provide funds to enhance organization of Information Technology contracts. Funds would be used for the acquisition of a new Motorola contract that would combine previously separated contracts that expire in July of 2026.
• Increase maintenance funds for citywide systems 27,581 0.0 Technical adjustment to provide funds for contractual increases across multiple contracts. Total costs will increase by $27,581 from $7,132,356 in FY 2026 to $7,159,937 in FY 2027. • Decrease funds for financial software system (127,850) 0.0 Technical adjustment to decrease funds for the city's financial software system. Total costs will decrease by $127,850 from $1,540,105 in FY 2026 to $1,412,255 in FY 2027.
Total
(550,990)
0.0
Information Technology - 241
Information Technology Performance Measures: Business Enablement
Efficient and responsive government
The Business Enablement Program is responsible for maintaining, upgrading, supporting, and interfacing applications used across the City of Norfolk for critical tasks, including the financial management, work order/asset management, human resources management, document management, and geographic information systems. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent increase of utilization for NorfolkAIR, GIS Open Data, and Connect Norfolk (Annual)
1
10
1
2
2
Percent of Break/Fix IT tickets resolved within 5 business days
95
75
71
73
80
Percent of time that on premise enterprise applications are available
100
99
100
99
99
Customer Success and Productivity
Efficient and responsive government
The Customer Success and Productivity Program provides training and computer hardware and software support, mobile device support, asset management and licensing, and database administration. Coordinates technology purchases and enforces device standards, policies and procedures. Includes customer liaison activities, project management, and Request for Information (RFI)/Request for Proposal (RFP) development and review for business applications. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of Break/Fix IT tickets resolved within 5 business days
95
80
77
83
85
Percent of scheduled computer updates completed on time
95
95
96
97
95
Percentage of initiatives longer than six months or with a cost greater than $100,000 that have a project plan
95
85
82
80
85
Public Safety Technology Support
Safe engaged and informed community
The Public Safety Technology Support Program installs, supports, and maintains technology for Police, Fire, and Emergency Operations. This technology includes radios, emergency communications, dispatch systems, and applications used for field reporting, incident tracking, and interfaces with State and Federal agencies.
242 - Information Technology
Information Technology Performance Target
FY 2024 Actual
Percent of Break/Fix IT tickets resolved within 5 business days
95
73
75
82
85
Percent of scheduled radio replacements completed on time
95
98
92
90
95
Percent of time public safety applications are available for use
95
99
99
99
99
Performance Measures
Technology Infrastructure
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Efficient and responsive government
The Technology Infrastructure Program is responsible for designing, installing, testing, monitoring, supporting, and maintaining physical network and business operations infrastructure. This includes network and data telecommunications equipment, application and database servers, primary and backup storage systems, and telephone and call center systems. It also includes cybersecurity hardware, software, appliances, and systems that monitor and protect network resources and data. Enforces network, security, and telephone standards, policies, and procedures. Develops and implements cybersecurity incident response plans, coordinates and conducts vulnerability assessments and penetration tests, and schedules cybersecurity awareness training. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of network/cybersecurity data points collected, analyzed and reported
3
4
4
3
3
Percent increase in the number of targeted phishing campaigns
5
75
50
50
25
Percent of Break/Fix IT tickets resolved within 5 business days
95
73
73
78
80
Information Technology - 243
Information Technology Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant II Administrative Manager Applications Development Team Supervisor Assistant Director II Chief Information Officer Chief Information Security Officer (IT only) Database Administrator Information Technology Planner Information Technology Specialist Information Technology Telecommunications Analyst III Information Technology Training Coordinator Management Analyst I Microcomputer Systems Analyst Microcomputer Systems Analyst, Senior Network Engineer II Network Engineer III Network Engineer IV Network Security Engineer Programmer/Analyst III Programmer/Analyst IV Programmer/Analyst V Project Manager Radio Communications Systems Analyst, Senior Radio Communications Systems Supervisor Services & Support Supervisor Technology Manager Total
244 - Information Technology
0.0 1.0 6.0 1.0 1.0 1.0 3.0 2.0 1.0 1.0 1.0 2.0 2.0 8.0 4.0 6.0 4.0 3.0 5.0 18.0 13.0 0.0 3.0 1.0 2.0 3.0 92.0
2.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 0.0 (2.0) 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 1.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0
2.0 1.0 6.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 1.0 0.0 2.0 8.0 4.0 6.0 4.0 3.0 4.0 19.0 13.0 1.0 3.0 1.0 2.0 3.0 92.0
Community Development
Community Development - 245
246 - Community Development
City Planning Department Overview The City Planning Department develops and implements plans, created with the community and adopted by City Council, to reflect the needs and interests of the city. The department's core responsibilities include comprehensive planning services, land use regulation, environmental program implementation, and oversight of building safety during construction. City Planning also provides staff support to the City Planning Commission, Wetlands Board, Architectural Review Board, the Board of Zoning Appeals and the Board of Building Code Appeals. Planning Services develops guidance and policy direction through the Comprehensive Plan and other plans addressing land use, transportation, economic development, neighborhood planning, historic preservation, and facility location. The bureau also implements land use policy and regulates development through the Zoning Ordinance and other city codes. Building Safety ensures safe construction by reviewing plans, issuing permits, inspecting construction work, and enforcing the Virginia Uniform Statewide Building Code. The Development Services Center provides preconstruction services, including residential and commercial plan reviews, business license zoning reviews, and issuance of trade permits. Environmental Services implements the Chesapeake Bay Preservation Act, the Erosion and Sediment Control Program, and coordinates shoreline, wetland, and dune restoration efforts. Financial and Administrative Services manages and coordinates departmental resources.
Trends, Issues, and Initiatives ⦁ Completion of the city's Comprehensive Plan, NFK2050, which was adopted by City Council on December 9, 2025 ⦁ Provides in-person customer service with the location of the Development Services Center (DSC) in City Hall ⦁ Enhancing zoning code enforcement efforts by providing overtime pay to Zoning Inspectors working on call
City Planning - 247
City Planning
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
5,620,173 214,938 581,307 8,468 6,424,886
6,428,577 197,245 408,527 28,868 7,063,217
6,496,863 151,051 402,598 35,624 7,086,136
7,635,263 131,950 472,238 24,144 8,263,595
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
562,640 452,024 295,464 208,057 788,003 2,198,714 1,919,984 6,424,886
319,804 802,361 222,442 241,185 920,109 2,326,565 2,230,751 7,063,217
285,657 750,807 272,241 177,515 922,287 2,404,330 2,273,299 7,086,136
251,087 910,192 292,643 331,412 1,293,881 2,881,341 2,303,039 8,263,595
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
4,557,098 1,867,788 6,424,886
4,937,665 2,125,552 7,063,217
4,896,559 2,189,577 7,086,136
5,997,149 2,266,446 8,263,595
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
4 8 2 2 6 31 20 73.0
4 8 2 2 7 30 25 78.0
3 8 2 2 8 30 26 79.0
3 8 2 2 9 30 25 79.0
Program Budget Summary
Comprehensive Planning Environmental Review and Inspections Floodplain Management Historic Preservation Leadership and Support Permits and Inspections Zoning Total
Comprehensive Planning Environmental Review and Inspections Floodplain Management Historic Preservation Leadership and Support Permits and Inspections Zoning Total
248 - City Planning
City Planning Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Remove one-time funds for Development Liaison Planner (10,580) Remove one-time funds provided in FY 2026 for equipment for a full-time Development Liaison Planner position within the Comprehensive Planning program.
0.0
• Update base program costs 969,977 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments
• Provide funds for tax credit consulting Provide funds for consulting services related to tax credits for current capital projects.
FY 2027
FTE
100,000
0.0
• Provide funds for on-call zoning inspector compensation 17,988 0.0 Provide funds for compensation for on-call Zoning Inspectors. Zoning Inspectors are responsible for administering and enforcing the zoning ordinance of the city. • Technical adjustment for office lease - building safety 79,874 Technical adjustment for the leased space at 861 Monticello Avenue. Total costs will increase by $33,474 from $46,400 in FY 2026 to $79,874 in FY 2027.
0.0
• Technical adjustment to increase funds for RICOH Leases 12,712 0.0 Provide additional funding for the contract for copier services. Costs will increase to $12,712 in FY 2027 within the Planning and Community Development Permits and Inspections program. • Technical adjustment to validate parking for Board members 4,608 0.0 Technical adjustment to validate parking costs for members of the City Planning Commission, the Board of Zoning Appeals, the Architectural Review Board, and the Wetlands Board for their meetings in City Hall. The Boards and Commission make decisions regarding land use and zoning matters for the city. Total costs will increase by $4,608 in FY 2027. • Technical adjustment to wash fleet vehicles 2,880 0.0 Technical adjustment to fund vehicle washes for the Planning department's fleet of 35 vehicles. These vehicles transport inspectors to site visits across the city on a daily basis. The Permits and Inspections, Zoning, and Environmental Review and Inspections programs utilize these vehicles. The total costs will increase to $2,880 in FY 2027. Total
1,177,459
0.0
City Planning - 249
City Planning Performance Measures: Comprehensive Planning
Resilient Norfolk
The Comprehensive Planning program includes maintaining the city's comprehensive plan, ensuring all development actions are informed by the Comprehensive Plan and other city policy direction; and preparing, updating, and maintaining area and neighborhood plans.
Environmental Review and Inspections
Resilient Norfolk
The Environmental Review and Inspections program is responsible for implementing the state-mandated Erosion and Sediment Control Program, Wetlands Board, and Chesapeake Bay Preservation Areas. The program inspects all building sites for compliance. The program also issues land disturbance and Chesapeake Bay Preservation Act tree permits, and performs state required inspections. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of environmental inspections performed
5,000
Floodplain Management
3,542
5,846
4,800
6,000
Resilient Norfolk
The Floodplain Management program ensures that the city maintains compliance with floodplain administration requirements at the federal, state, and local levels. This program is responsible for overseeing the city's floodplain management program which includes Community Rating System efforts with the Federal Emergency Management Agency, as well as critical day-to-day review of elevation requirements and other related reviews of proposed development. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of floodplain development reviews
300
Historic Preservation
N/A
N/A
300
300
Resilient Norfolk
The Historic Preservation program is responsible for the review and oversight of locally designated Historic Districts, for surveying historic resources, and for championing historic preservation efforts. The program staffs the Architectural Review Board, provides support to the City Planning Commission, and provides design review assistance. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of applications processed
Permits and Inspections
80
129
112
80
80
Resilient Norfolk
The Permits and Inspections program performs the plan review, permitting, and inspections for new construction for both new and existing properties. The program ensures compliance with the Uniform Statewide Building Code.
250 - City Planning
City Planning Performance Target
FY 2024 Actual
Number of violations for working without permit
N/A
325
N/A
300
N/A
Percentage of plumbing, mechanical, and electrical (PME) only permit inspections completed within 48 hours
98
95
100
95
98
Performance Measures
Zoning
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Resilient Norfolk
The Zoning program is charged with implementing the Zoning Ordinance. The program staffs the Board of Zoning Appeals, the City Planning Commission, Site Plan Review, the Business Compliance Unit and zoning enforcement activities and provides support to the Architectural Review Board. Additionally, the Zoning Program reviews all business licenses and permits for zoning compliance and inspects sites for zoning compliance with building permit plans, narrow lot reviews, and conditional use permits. The Zoning program also supplies staff to coordinate the Site Plan Review process which reviews proposed development to assure the site is compliant with city and state code requirements. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of City Planning Commission (CPC) public hearing items
144
155
128
144
144
Number of preapplication meetings
60
N/A
N/A
60
60
Percent of on time zoning reviews and inspections
75
76
76
75
75
Percentage of total commercial/industrial establishments in the city that are inspected per year
90
N/A
N/A
90
90
City Planning - 251
City Planning Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant I Administrative Technician Assistant Director III Building Code Inspector I Building Code Inspector II Building Code Inspector III Building Code Team Leader Building Commissioner City Planner Associate City Planner I City Planner II City Planning Manager Codes Enforcement Team Leader Construction Inspector I Construction Inspector II Deputy Building Commissioner Design & Rehabilitation Consultant, Senior Director of City Planning Division Head Environmental Services Manager Financial Operations Manager Landscape Coordinator II Management Analyst I Management Analyst II Management Analyst III Operations Manager Permit Technician Permits Specialist Permits Specialist, Senior Principal Planner Programs Manager Projects Manager, Senior Zoning Inspector I Zoning Inspector II Zoning Inspector III Total
252 - City Planning
1.0 1.0 1.0 10.0 4.0 1.0 4.0 1.0 1.0 3.0 11.0 2.0 4.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 0.0 1.0 1.0 3.0 3.0 2.0 4.0 1.0 0.0 2.0 3.0 1.0 79.0
0.0 0.0 0.0 (3.0) 2.0 1.0 (1.0) 0.0 2.0 (2.0) (1.0) 0.0 0.0 (1.0) 1.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0 (1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 2.0 (2.0) 0.0 0.0
1.0 1.0 1.0 7.0 6.0 2.0 3.0 1.0 3.0 1.0 10.0 2.0 4.0 2.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 3.0 3.0 2.0 4.0 1.0 1.0 4.0 1.0 1.0 79.0
Economic Development Department Overview The Department of Economic Development creates economic opportunities across a broad range of disciplines, including; business attraction, expansion, and retention; international trade; downtown and neighborhood revitalization; and workforce development. The department aims to build an inclusive economy that embraces equality of opportunity. It encourages participation and growth by all, by growing and diversifying the local economy, and creating competitive employment opportunities, with specific emphasis on military, veterans, and Small, Women, and Minority-owned (SWaM) businesses in Norfolk.
Trends, Issues, and Initiatives ⦁ Create and maintain an available commercial real estate inventory within the City of Norfolk ⦁ Retain current businesses and promote new business growth ⦁ Provided support of growing businesses undergoing expansions
Economic Development - 253
Economic Development FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
2,152,307 37,907 490,483 129,299 2,809,996
2,610,385 17,257 1,060,209 5,645,577 9,333,428
2,313,972 18,406 1,680,142 2,638,184 6,650,704
2,249,794 18,406 1,133,688 1,912,000 5,313,888
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
296,119 142,551 238,568 947,396 222,924 529,485 254,453 2,631,496
336,070 191,381 367,670 1,100,584 305,247 6,610,251 137,985 9,049,188
280,429 114,320 290,746 1,179,936 346,364 4,176,716 262,193 6,650,704
272,640 192,534 348,488 1,196,184 334,000 2,762,924 207,118 5,313,888
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
2,202,377 607,619 2,809,996
9,173,579 159,849 9,333,428
6,460,292 190,412 6,650,704
5,011,980 301,908 5,313,888
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
3 2 3 4 1 2 4 3 22.0
4 1 3 5 1 2 4 3 23.0
4 1 3 4 1 0 4 4 21.0
3 2 3 5 1 0 3 3 20.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Department Specific Appropriation Total
Program Budget Summary
Business Attraction Business Creation and Entrepreneurship Business Retention and Expansion Leadership and Support Marketing and Communications Real Estate Development Workforce Services (Norfolk Works) Total
Business Attraction Business Creation and Entrepreneurship Business Retention and Expansion Leadership and Support Marketing and Communications Military Liaison Real Estate Development Workforce Services (Norfolk Works) Total
254 - Economic Development
Economic Development Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
(500,000)
0.0
• Remove one-time funds for Commercial Corridor-Church Street (500,000) Remove one-time funds provided in FY 2026 to start a new commercial corridor program at Church Street.
0.0
• Remove one-time funds for Commercial Corridor-Sewells Point Remove one-time funds provided in FY 2026 for commercial corridor program at Sewells Point.
• Update base program costs (688,634) (1.0) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also the reduction of a permanent FTE that was inactivated mid fiscal year, and includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funding for economic analysis 200,000 0.0 Provide dedicated one-time funding to conduct a market and corridor study deliver better service to businesses and stakeholders. • Provide funding for lease agreement- Visitor Center 23,000 0.0 Provide funds to cover the cost of the annual lease of a visitor center. The Virginia Department of Transportation (VDOT) recently started using the Norfolk Visitors Center for the Hampton Roads Bridge Tunnel expansion project. The Real Estate Development Program is paying for the current lease.
• Increase funding for security costs Technical adjustment to increase funding for security costs for city owned properties.
150,816
0.0
• Provide funding for Neon District programming 60,000 Technical adjustment to provide one-time funds for programming provided by D'Art for businesses impacted by construction from the ongoing CIP project in the Neon District.
0.0
• Technical adjustmtment for temporary funding Technical adjustment for right sizing budget for temporary employment.
24,456
0.0
• Decrease funds for Economic Development's office lease (106,454) Technical adjustment to support the decreased rate for rental space. The department has changed their plan to moving to a new floor, which decreased the overall cost of the lease.
0.0
Total
(1.0)
(1,336,816)
Economic Development - 255
Economic Development Performance Measures: Business Attraction
Economic opportunity for residents and businesses
Business attraction is the process of inventorying the community and translating the findings into a plan to attract companies that will diversify and build the local/regional economy. This program focuses on the attraction of businesses to the city with the primary goals of fostering job creation and increasing the tax base. The strategy of attraction is to identify those companies that match the community's assets and development goals. This program is implemented through a combination of outreach to businesses, response to business inquiries, and fulfillment landing a new business in the city. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Total number of quality inquiries coming into the department through internal activities
10
6
10
10
10
Total number of quality inquiries/referrals external partners including state and regional economic development
30
60
32
30
30
Business Creation and Entrepreneurship
Economic opportunity for residents and businesses
The Business Creation and Entrepreneurship program focuses on entrepreneurs and small businesses to stimulate job creation, develop crucial innovations in both products and services and promote the diversification of the economic base. This program supports the start and growth of small businesses in Norfolk through Business Cafes (providing business education and networking in Norfolk neighborhoods and for transitioning military), training seminars, women's empowerment events, one-on-one technical assistance, government contracting, and business certification assistance. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of placemaking strategies implemented to revitalize underperforming commercial corridors
30
2
39
20
30
Total number of new or small locally traded businesses receiving financial, technical or hiring assistance
75
133
102
80
75
Total number of organizations partnered with to provide on-going, recurring, small group and one-onone services to the city and small businesses
10
10
10
10
10
256 - Economic Development
Economic Development Business Retention and Expansion
Economic opportunity for residents and businesses
The Business Retention and Expansion (BRE) program expands the city's business base to increase resident job opportunities and government revenue. BRE staff proactively connect with existing and prospective businesses to understand their needs and directly provide or broker services that meet those needs. This program provides services such as site selection and other real estate assistance; technical support in areas like export assistance, marketing, and financial operations; help with permitting and other city processes; incentive support, particularly to take advantage of state and federal economic development zones and grants; and business intelligence/analytics to support these functions. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of economic zones coordinated or administered (i.e. enterprise zone, technology zone, tourism, and downtown arts district)
4
4
4
4
4
Number of expansion/ retention projects completed
4
5
5
4
4
Marketing and Communications
Economic opportunity for residents and businesses
The Marketing and Communications program includes managing the department's website, social media advertising, promotion, photography, public relations, events such as grand openings and ribbon cuttings as well as general messaging. The program supports marketing programs for location-based incentives; workforce; Small, Womenowned, and Minority-owned Business (SWaM); small business initiatives; as well as collaborating with other city departments to ignite and promote economic development activities for attracting, retaining and expanding our businesses. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
The average number of pageviews per session on the department's website
7
5
5
7
7
Total number of new businesses attracted or expanded as a direct result new/increased marketing efforts
5
2
4
6
5
Website traffic to website lead ratio
3
2
3
3
3
Real Estate Development
Economic opportunity for residents and businesses
The Real Estate Development program provides the business community with assistance to identify, secure and occupy a commercial real estate location conducive to the success of an owner's operation. The program focuses on the benefits of providing sites that help reduce risk and uncertainty in the site selection process and the time required to bring a site to market. The goals of this program are to support job creation, tax base improvement, elimination of blight, and the expansion of visitor trade.
Economic Development - 257
Economic Development Performance Target
FY 2024 Actual
Provide prospects and existing business owners with real estate searches for commercial and industrial properties that support their site selection needs
40
36
30
40
40
Total number of city departments and agencies provided real estate services (i.e. property acquisition, disposition, encroachment, right of entry and lease negotiations)
20
30
15
20
20
Total number of potential commercial and industial locations available in the real estate inventory
10
11
7
10
10
Performance Measures
Workforce Services (Norfolk Works)
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Economic opportunity for residents and businesses
The Workforce Services (Norfolk Works) program helps Norfolk residents gain access to local employers and assists businesses by facilitating connections with Norfolk's diverse talent sources. Services include planning and sponsoring recruitment initiatives, providing technical assistance regarding the use of hiring and training incentives, conducting labor market analyses, organizing the Norfolk Workforce Investment Network, and managing the operations and administrative functions of Norfolk Works Job Resource Center. The program also receives Community Development Block Grant funding to staff its Job Resource Center, which provides assistance to Norfolk residents with job searches, training options, and connections to local employers. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of residents served at employment and training events and initiatives
240
75
168
240
240
Total number of residents connected with local employment opportunities that were hired
80
123
59
80
80
Total number of residents directly connected to free career training opportunities
20
25
10
20
20
Total number of residents provided one-on-one career services
265
335
284
265
265
258 - Economic Development
Economic Development Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Assistant Director III Bureau Manager Business Development Manager Director of Development Executive Director of Real Estate Services Management Analyst I Management Analyst II Management Analyst III Office Manager Senior Business Development Manager Staff Technician I Total
1.0 2.0 7.0 1.0 1.0 1.0 3.0 1.0 1.0 1.0 2.0 21.0
0.0 0.0 0.0 0.0 0.0 (1.0) (1.0) 1.0 0.0 0.0 0.0 (1.0)
1.0 2.0 7.0 1.0 1.0 0.0 2.0 2.0 1.0 1.0 2.0 20.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Management Analyst I Management Analyst II Total
1.0 3.0 4.0
Economic Development - 259
Military and Community Affairs Department Overview The Department of Military and Community Affairs (MCA) strengthens Norfolk's partnerships with the military, veterans, and the community while advancing public safety, civic engagement, and economic opportunity. The department leads initiatives that support military installations and service members, assists veterans and their families, and coordinates community-based partnerships that enhance neighborhood stability and quality of life. MCA also manages the City's Safer Communities initiatives, which bring together public safety agencies, health and human services, schools, and community organizations to implement comprehensive violence prevention strategies. Through collaboration, strategic partnerships, and grant-funded programs, the department works to improve safety, support youth and families, and strengthen connections between residents, community organizations, and local government.
Trends, Issues, and Initiatives ⦁ Strengthening partnerships with military installations and regional defense stakeholders to support mission readiness and economic stability ⦁ Expanding community-based violence prevention and intervention strategies through the Safer Communities Program ⦁ Increasing coordination among City departments, community organizations, and public safety partners to address complex community safety challenges ⦁ Supporting veterans, service members, and military families through workforce development, outreach, and community integration initiatives ⦁ Leveraging state and federal grant opportunities to expand community programs and reduce reliance on local general funds
260 - Military and Community Affairs
Military and Community Affairs
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Total
Program Budget Summary Administration & Department Operations Total
Funding Source Summary General Fund Support Total
FTE Summary by Program Administration and Department Operations Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0 0 0
0 0 0 0
523,338 3,000 251,400 777,738
538,195 12,000 251,350 801,545
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0
0 0
777,738 777,738
801,545 801,545
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0
0 0
777,738 777,738
801,545 801,545
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
0 0.0
0 0.0
5 5.0
5 5.0
Proposed FY 2027 Budget Actions Base Budget Adjustments
• Remove one-time funds to enhance administrative functions Remove one-time funds provided in FY 2026 to enhance administrative services.
FY 2027
FTE
(3,000)
0.0
• Update base program costs 14,857 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase funds for office supplies and member subscriptions 11,950 0.0 Technical adjustment to provide funds for office supply and membership subscriptions. Funds will be used to purchase additional office supplies, and new subscriptions. Total
23,807
0.0
Military and Community Affairs - 261
Military and Community Affairs Performance Measures: Administration & Department Operations
Efficient and responsive government
The Administration & Department Operations Program provides strategic leadership, management, and administrative support for the Department of Military & Community Affairs (MCA). The program oversees departmental planning, budgeting, grants administration, procurement, performance management, communications, and daily operations. It ensures that all MCA programs, Military & Veteran Affairs and Community Violence Prevention & Intervention are aligned with citywide priorities, Council goals, and executive leadership direction. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of engagements with military commands and veteran organizations per year
24
0
0
24
24
Number of joint initiatives developed with federal or defense partners
2
0
0
2
2
Number of joint initiatives developed with federal or defense partners
3
0
0
3
3
Number of new defense contractor businesses attracted to Norfolk
3
0
0
3
3
Number of veterans or military spouses placed in fulltime employment
50
0
0
50
50
Number of veterans, service members, and military spouses who received resources and information.
100
0
0
100
100
Number of youth served through CVI or prevention programs
200
0
0
200
200
Percent of MEDAC and Veterans Commission action items completed within 6 months
80
0
0
80
80
Total dollar amount of federal or defense-related grants secured ($million/year)
5
0
0
5
5
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Change Adopted Proposed Director of Military and Community Affairs Executive Administrator, Senior (CM only) Management Analyst III Special Assistant Total
262 - Military and Community Affairs
1.0 1.0 1.0 2.0 5.0
0.0 0.0 0.0 0.0 0.0
1.0 1.0 1.0 2.0 5.0
Neighborhood Services Department Overview The Department of Neighborhood Development promotes and supports the highest quality of life for all residents in Norfolk. The department is comprised of three divisions that work together to support community development, neighborhood investment, resident involvement and code compliance. Administration: Provides for the central management and coordination of department resources. Primary focus is on vision setting, the delivery of efficient and effective services to neighborhoods, and creating partnership opportunities with all Norfolk neighborhoods and organizations. Neighborhood Engagement: Works with neighborhoods and community-based organizations to foster and promote individual and neighborhood involvement and by facilitating creative, constructive, and positive solutions to community concerns. This team manages the Neighbors Building Neighborhoods program. Neighborhood Quality: Maintains citywide standards and compliance by addressing blight, nuisances, and environmental conditions in coordination with other city departments, agencies, residents, and businesses. This group also works to provide rental improvement services through education and addressing complaints.
Trends, Issues, and Initiatives ⦁ Neighborhood Engagement's involvement with the Business Corridors Study is providing opportunities to engage new residents ⦁ Implementing creative strategies to increase the percent of residents who feel a strong connection to their neighborhood. (Per the 36.9% of residents who responded favorably to the to the city has a strong sense of community and belonging.) ⦁ Improved resident involvement to include reporting suspected violations through the My Norfolk App leading to more timely response to property maintenance violations ⦁ Managing expectations of an immediate response to violations and continuous updates, especially for abandoned and inoperable vehicles ⦁ Course expansion for landlords, property managers, and tenants and increased cross department collaboration
Neighborhood Services - 263
Neighborhood Services FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
4,046,929 114,893 565,886 41,784 12,575 765,806 5,547,873
3,525,871 167,807 642,011 5,629 83,220 804,828 5,229,366
3,867,016 253,232 892,425 24,275 46,500 665,632 5,749,080
4,493,357 168,420 980,929 29,687 46,500 706,532 6,425,425
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,032,002 1,002,345 584,350 2,740,900 188,276 5,547,873
9,287 1,375,769 798,853 2,814,450 231,008 5,229,366
8,614 1,254,852 836,067 3,361,045 288,502 5,749,080
8,614 1,458,624 894,482 3,732,589 331,116 6,425,425
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
5,102,371 445,502 5,547,873
4,865,140 364,226 5,229,366
5,261,577 487,503 5,749,080
5,831,893 593,532 6,425,425
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
16 4 9 37 3 69.0
0 5 9 35 2 51.0
0 5 9 35 2 51.0
0 5 9 35 2 51.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Public Assistance Department Specific Appropriation Total
Program Budget Summary Customer Service and Information Hub Leadership and Support Neighbors Building Neighborhoods Property Standards Enforcement Rental Improvement Services Program Total
Customer Service and Information Hub Leadership and Support Neighbors Building Neighborhoods Property Standards Enforcement Rental Improvement Services Program Total
264 - Neighborhood Services
Neighborhood Services Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 554,741 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase rent expenses for 835 Glenrock Road 121,604 0.0 Technical adjustment for the Leadership and Support program to provide funds for increased rent at 835 Glenrock Road. The entire second floor and first floor conference room are currently being utilized as the department's headquarters. Total costs will increase by $121,604, from $363,016 to $484,620.
Total
676,345
0.0
Neighborhood Services - 265
Neighborhood Services Performance Measures: Neighbors Building Neighborhoods
Safe engaged and informed community
The Neighborhood Engagement program works to build strong, healthy neighborhoods of choice through strategic goal setting and creative collaborations that include community participation, mobilization of programs, and public and private investments. The three primary focus areas of this program include, policy and program development, social capital, and capacity building. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of Health Neighborhood Assessments Completed
6
0
5
6
5
Total number of annual block by block grants awarded to city civic leagues/associations
12
9
8
12
10
Total number of community meetings attended by staff
230
186
206
180
200
Total number of neighborhood academy sessions offered
15
12
14
15
12
Total number of neighborhoods represented at neighborhood engagement events
70
44
66
66
65
Total number of task force meetings coordinated per year
46
0
0
N/A
46
Property Standards Enforcement
Resilient Norfolk
This program is tasked with the prevention, detection, investigation, and enforcement violations of statutes and ordinances mandated by local and state codes. Property standards enforcement uses a variety of tools to achieve compliance, including property owner education, working with owners, providing resolution to issues, and improving the quality of life in Norfolk neighborhoods through voluntary compliance and when necessary, enforcement up to and including the legal process. Neighborhood Quality conducts inspections and writes violations to achieve compliance with all city ordinances for environmental infractions and the Virginia Property Maintenance Coded (VPMC). This includes ensuring minimal code standards are met for private residential, commercial, and industrial structures, the removal of trash and debris, graffiti, tall weeds and grass, board ups and maintaining a vacant building registry; enforcing compliance with hotels, motels, boarding and permitted room housings requirements; performing emergency demolitions; and issuing and maintaining certifications for all elevators, escalators, freight lifts, wheelchair lifts and dumbwaiters.
266 - Neighborhood Services
Neighborhood Services Performance Target
FY 2024 Actual
Percent of initial property inspections generated by staff
40
21
37
35
35
Percent of initial property inspections generated by complaints
60
79
63
60
60
Total number of elevator certificates issued
550
236
368
500
500
Total number of properties abated
550
545
429
500
500
Total number of properties demolished
15
5
11
7
15
Performance Measures
Rental Improvement Services Program
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Community support and well-being
Rental housing is a robust, diverse industry that provides a home for individuals not currently pursing homeownership. This program has two primary strategies: 1) rental housing quality and education and 2) eviction mitigation services. Rental housing quality is addressed through voluntary property assessments, requested by Rent Ready Norfolk (RRN) certified landlords and property managers, that evaluate the condition of rental units around the city. Rental housing education is offered through the Rent Ready Norfolk Program's RentingSmart Academy to ensure that property managers and landlords are knowledgeable of maintenance requirements, property management standards, and good business practices. The RentingSmart Academy has recently expanded to offer tenant education courses to ensure that renters know and understand their rights and responsibilities. Eviction mitigation focuses on eviction prevention and diversion services to ensure continued housing viability for tenants and landlords. Eviction prevention efforts are coordinated through the work of two entities: the Norfolk Eviction Prevention Center (NEPC) and the Eviction Mitigation Team (EMT). NEPC provides financial assistance, coordinates mediation assistance, assists with the expungement of rental housing related judgements and makes referrals to resources designed to improve both financial stability and housing stability. The EMT is comprised of city departments and community partners who work strategically to affect positive outcomes with eviction prevention through policy changes, education, and data analysis. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of rental educational courses offered
30
0
7
22
30
Total number of households receiving eviction and utility cut off prevention assistance through rent ready program
100
127
79
132
30
Total number of new landlords certified in Rent Ready program
5
0
0
2
7
Neighborhood Services - 267
Neighborhood Services Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant II Assistant Director II Bureau Manager Director of Neighborhood Services Division Head Management Analyst II Management Analyst III Neighborhood Code Specialist I Neighborhood Code Specialist II Neighborhood Code Team Lead Neighborhood Development Specialist Neighborhood Development Specialist, Senior Neighborhood Services Manager Program Administrator Program Supervisor Programs Manager Public Services Coordinator Total
1.0 1.0 2.0 1.0 1.0 1.0 1.0 25.0 3.0 3.0 4.0 2.0 2.0 1.0 1.0 1.0 1.0 51.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 (3.0) 2.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 0.0 0.0
1.0 1.0 2.0 1.0 1.0 1.0 1.0 22.0 5.0 3.0 4.0 2.0 2.0 1.0 1.0 2.0 1.0 51.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Management Analyst I Neighborhood Code Specialist I Total
268 - Neighborhood Services
1.0 0.5 1.5
Office of Citizen Services Department Overview The Office of Citizen Services runs the Norfolk Cares Center (NCC), which is the single point-of-contact for processing service requests for and disseminating information to residents, businesses, visitors, and city departments. The goal of this office is to connect residents to information and city services by providing accurate, timely, accessible information. This will be done by running the Norfolk Cares Center answering incoming calls, makes outbound followup calls, responds to mobile requests and emails, and managing the MyNorfolk portal.
Trends, Issues, and Initiatives ⦁ The Office of Citizen Services will provide phone answering services for the Norfolk Animal Care Center, increasing the responsibilities of Norfolk Cares ⦁ Addition of a Team Leader, Ambassador, and a Citizen Advisor IV position for the Norfolk Cares Center to account for the absorption of Norfolk Animal Care Center calls ⦁ Expanded rental space at Glenn Rock Rd. to provide new employees with updated workspaces and proper training
Office of Citizen Services - 269
Office of Citizen Services FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0 0 0 0
0 0 0 0 0
1,431,312 8,814 72,119 4,298 1,516,543
1,827,419 7,814 72,737 5,348 1,913,318
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Office of Citizen Services Total
0 0
0 0
1,516,543 1,516,543
1,913,318 1,913,318
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0
0 0
1,516,543 1,516,543
1,913,318 1,913,318
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
Office of Citizen Services Total
0 0.0
0 0.0
22 22.0
25 25.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
General Fund Support Total
270 - Office of Citizen Services
Office of Citizen Services Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 164,761 (1.0) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes the reduction of a permanent FTE as it was reclassed to temporary mid fiscal year. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for the Citizen Service Advisor Team Leader 97,534 1.0 Provide funds for a full-time Citizen Services Advisor Team Leader position. The position will be responsible for fielding incoming inquiries and interdepartmental escalations from staff members and coordinating Norfolk Cares Center outreach to the general community, government agencies, elected officials, and the business community.
• Provide funds for Citizen Services Advisor Trainee positions 88,468 2.0 Provide funds for two full-time Citizen Service Advisor Trainee positions. The trainee positions will be points of contact for the Norfolk Cares Center fielding inquiries and service requests from the citizens of Norfolk. New trainee positions will assist in transitioning the responsibility of the Norfolk Animal Care Center to the Office of Citizen Services through reducing wait times, increasing operational efficiency, and balancing the workload. • Provide funds for the Citizen Service Ambassador position 45,344 1.0 Provide funds for a full-time Citizen Service Ambassador position for the City Hall building. The position will be responsible for overseeing day-to-day functions of providing directions, building facilities information, and offering hospitality and citizen assistance. • Increase funds for Norfolk Cares Center lease 668 0.0 Technical adjustment to increase funding for the department's lease agreement with Norfolk Cares Center. Costs are expected to increase by $668 from $24,799 in FY 2026 to $25,467 in FY 2027.
Total
396,775
3.0
Office of Citizen Services - 271
Office of Citizen Services Performance Measures: Office of Citizen Services
Efficient and responsive government
The Office of Citizen Services is the single point-of-contact for processing service requests for and disseminating information to residents, businesses, visitors, and city departments. The Norfolk Cares Center answers incoming calls, makes outbound follow-up calls, responds to mobile requests and emails, and manages the MyNorfolk portal. The Office of Citizen Services serves as the main customer service hub for inquiries and service requests for 60,000+ refuse accounts of Norfolk residents and businesses who receive city refuse service and curbside recycling services; approximately 200,000 trees throughout the city, 80,000 of which are considered street trees, city landscaping crews who are responsible for preserving and protecting Norfolk's parks and other outdoor public areas for aesthetics, recreation, education, and conservation; 20,000 public parking spaces located in 16 garages, nine lots, and over 700 onstreet spaces; approximately 2,200 lane-miles of streets, 50 bridges, 968 miles of sidewalks and over 1,225 miles of curb line; permits, inspections, and approval of traffic control and restoration for construction projects in and along roadways and sidewalks; and maintaining the safety and appearance of the city's existing structures and properties. The Office of Citizen Services also manages the staffing for the The City Hall Welcome Center located on the first floor of City Hall Building offering a warm welcome and a physical in person resident and business experience to those customers coming to the Norfolk City Hall building for information and city services. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Average speed of answer for inbound call (seconds)
60
58
49
40
60
Number of community events completed educating about myNorfolk and Norfolk Cares
35
23
21
35
35
Number of new myNorfolk App Downloads
3,000
3,297
6,000
3,000
3,000
Quality control monitoring scores (percent)
90
97
98
90
90
225,000
201,664
206,466
225,000
250,000
3,000
0
4,332
6,500
8,000
Total customers contacting Citizen Services via phone, webportal, and email Total Number of Interactions at City Hall Information Desk
272 - Office of Citizen Services
Office of Citizen Services Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Applications Analyst Citizen Service Advisor I Citizen Service Advisor II Citizen Service Advisor III Citizen Service Advisor Trainee Citizen Service Manager (CM only) Program Supervisor Quality Assurance Specialist Staff Technician I Total
1.0 1.0 1.0 6.0 8.0 1.0 2.0 1.0 1.0 22.0
0.0 0.0 0.0 0.0 3.0 0.0 0.0 0.0 0.0 3.0
1.0 1.0 1.0 6.0 11.0 1.0 2.0 1.0 1.0 25.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Citizen Service Advisor Trainee Total
0.5 0.5
Office of Citizen Services - 273
274 - Office of Citizen Services
Parks, Recreation and Culture
Parks, Recreation and Culture - 275
276 - Parks, Recreation and Culture
Cultural Facilities, Arts and Entertainment Department Overview The Department of Cultural Facilities, Arts and Entertainment (Cultural Facilities) manages ten facilities for the City of Norfolk: Scope Arena, Chrysler Hall, Scope Exhibition Hall, Wells Theatre, Harrison Opera House, Harbor Park, MacArthur Memorial, Attucks Theatre, Town Point Park, and Little Hall. The department consists of two bureaus: Events (SevenVenues) and Museum (MacArthur Memorial). SevenVenues is responsible for the programming, management, and providing the equipment for many of the city's indoor and outdoor events. The indoor events that occur in the facilities listed above include: Triple-A (AAA) baseball at Harbor Park; East Coast Hockey League (ECHL) hockey at Scope Arena; the Virginia Symphony at Chrysler Hall; the Virginia Opera at Harrison Opera House; the Virginia Stage Company at Wells Theatre; the Generic Theatre at Little Hall; the Virginia Arts Festival at all of our venues; the Mid-Eastern Athletic Conference (MEAC) basketball tournament at Scope Arena; Broadway at Chrysler Hall; the Norfolk Forum at Chrysler Hall; and many other touring shows that come to Norfolk to present in our venues. In addition, the department manages all of the city's Open-Air Events which includes: runs and walks, parades and neighborhood gatherings, and festivals and concerts. The Museum Bureau has the responsibility for maintaining and operating the MacArthur Memorial. The MacArthur Memorial is a public museum and a world-renowned research facility, dedicated to preserving the legacy of General Douglas MacArthur.
Trends, Issues, and Initiatives ⦁ SevenVenues welcomed more than one million patrons across 873 events last year ⦁ Cultural Facilities main revenue sources, event revenue, and admission tax have increase 9.9% and 11.7% respectively year over year ⦁ Chrysler Hall will be closing for extensive renovating in FY 2027, shows will be moving from Chrysler Hall to the Harrison Opera House during the renovation ⦁ Programming at Attucks theater has been increasing and the theater will now be open additional hours for visits to the art gallery
Cultural Facilities, Arts and Entertainment - 277
Cultural Facilities, Arts and Entertainment FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,997,716 1,640,745 1,027,802 0 0 6,666,263
4,346,528 1,511,848 1,263,971 0 0 7,122,347
4,781,761 1,638,133 2,086,993 10,355 180,000 8,697,242
5,101,156 1,658,133 2,411,416 10,355 0 9,181,060
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
523,819 4,523,844 435,934 915,253 267,413 6,666,263
609,414 4,730,622 522,131 980,470 279,710 7,122,347
637,957 6,259,487 571,164 902,814 325,820 8,697,242
653,361 6,580,379 660,518 941,713 345,089 9,181,060
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
3,600,820 3,065,443 6,666,263
2,953,465 4,168,883 7,122,348
5,761,782 2,935,460 8,697,242
6,985,140 2,195,920 9,181,060
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
4 28 5 7 3 47.0
5 29 5 7 3 49.0
5 30 4 8 4 51.0
5 30 4 8 4 51.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary Box Office Operations Event Services and Project Management Leadership and Support MacArthur Programming Marketing Total
Box Office Operations Event Services and Project Management Leadership and Support MacArthur Programming Marketing Total
278 - Cultural Facilities, Arts and Entertainment
Cultural Facilities, Arts and Entertainment Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 319,395 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase funds to right-size contractual services 200,000 0.0 Technical adjustment entered by the Budget Office to right-size event services and project management's contractual services budget. • Increase funds for Cousinz Festival 100,000 0.0 Technical adjustment to increase funds for the Cousinz Festival. Total funding for the festival provided by the city in FY 2027 is $250,000.
• Increase funds for refuse and waste removal 44,423 0.0 Technical adjustment to support increased utilization of refuse and waste at Scope Arena and Harbor Park, along with a 4% contractual increase in refuse and waste removal. • Transfer funding for holiday lights (180,000) 0.0 Technical adjustment to move funding for holiday lights downtown and in the waterside area from Cultural Facilities to Nauticus. A corresponding adjustment can be found in Nauticus' budget.
Total
483,818
0.0
Cultural Facilities, Arts and Entertainment - 279
Cultural Facilities, Arts and Entertainment Performance Measures: Box Office Operations
Learning and enrichment opportunities
The Box Office Operations Team is responsible for ticket sale operations at all city venues. They manage events on Ticketmaster, maintain seating maps for all venues, assists clients in pricing seats, provide analytical support to clients regarding ticket sales, and are on site for all events to sell additional tickets and trouble shoot problems that may arise at the event with seating. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of attendees
1,000,000
Event Services and Project Management
1,032,104
1,013,239
1,000,000
1,000,000
Learning and enrichment opportunities
The Event Services and Project Management Team is comprised of our Event Services, Accounting, and Operations Team; together they coordinate and manage all aspects of events throughout the Seven Venues. Event Services coordinates all aspects of the event including advanced planning, staffing, oversight, and production of the event. The Operations Team manages the conversion of our buildings from one event to the other. These teams also ensure all front of house and back of house needs are met for the client, talent, employees, and patrons at the event. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of events
800
MacArthur Programming
726
881
800
800
Learning and enrichment opportunities
MacArthur Programming manages all aspects of operations for the General Douglas MacArthur Memorial. This includes managing visitor services, collections care and accounting, educational programming and outreach, and the information in the archives. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of military support services
650,000
480,770
617,490
650,000
700,000
Number of participants in MacArthur Memorial educational programs
120,000
84,334
116,355
118,000
120,000
Number of total participants served
140,000
104,568
137,318
140,000
140,000
7,800
5,209
7,707
7,800
7,900
Total number of digital content consumers of MacArthur Memorial across all platforms
Marketing
Learning and enrichment opportunities
The Marketing Team serves the clients scheduling events at our venues. The services provided by our marketing team can be as extensive or passive as a client would like. The team manages the placement of all types of media buys, coordination of grassroots campaigns, and any other marketing of events to ensure that patrons know about events taking place throughout our venues.
280 - Cultural Facilities, Arts and Entertainment
Cultural Facilities, Arts and Entertainment Performance Target
FY 2024 Actual
Number of patrons/potential patrons actively engaged in CFAE social media, including those liking, commenting, and sharing posts
41,500
29,485
40,560
41,500
41,500
Number of patrons/potential patrons who receive regular communication about upcoming events
175,000
168,000
171,400
175,000
175,000
Performance Measures
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant I Accountant IV Accounting Manager Administrative Assistant I Administrative Assistant II Administrative Manager Administrative Technician Archivist Assistant Director II Box Office Manager Box Office Supervisor Contract & Program Administrator Crew Leader I Crew Leader II Curator Director of Cultural Facilities, Arts, & Entertainment Division Head Education Manager Event Coordinator I Event Coordinator II Event Support Crew Member I Event Support Crew Member II Museum Attendant Operations Coordinator Operations Manager Project Coordinator Public Information Specialist I Stage Crew Chief Stage Production Manager Total
1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 3.0 0.0 1.0 3.0 1.0 1.0 4.0 1.0 5.0 1.0 2.0 8.0 2.0 2.0 1.0 2.0 1.0 1.0 1.0 51.0
0.0 0.0 0.0 (1.0) 2.0 0.0 (1.0) 0.0 0.0 0.0 0.0 1.0 (1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 (1.0) 0.0 0.0 1.0 0.0 0.0
1.0 1.0 1.0 0.0 3.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 0.0 4.0 1.0 1.0 4.0 1.0 5.0 1.0 2.0 7.0 2.0 2.0 0.0 2.0 1.0 2.0 1.0 51.0
Cultural Facilities, Arts and Entertainment - 281
Cultural Facilities, Arts and Entertainment Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Museum Attendant Ticket Sales Supervisor Ticket Seller Tour/Information Assistant Total
282 - Cultural Facilities, Arts and Entertainment
1.0 2.5 6.0 3.0 12.5
Libraries Department Overview Norfolk Public Library supports community needs with eight neighborhood branch libraries: Barron F. Black, Blyden, Janaf, Little Creek, Lafayette, Larchmont, Park Place, and Van Wyck; and four anchor branches: Mary D. Pretlow, Jordan-Newby, Richard A. Tucker Memorial Library, and the downtown branch at The Slover. The department is comprised of three divisions: Sargeant Memorial Collection (SMC), Collection Development and Circulation; Branch Operations/Programming Services; and Administrative Support. SMC, Collection Development and Circulation: Manages and procures the citys collection of materials, and manages the Sargent Memorial Collection providing local history, and genealogy services for the public. Branch Operations/Programming Services: Consists of Youth Services, Adult Programming, Community Engagement, and the Digital Media and Production Team (DMPT). Programming serves the community at all library locations through a myriad of adult, youth, and multicultural programs, and outreach services. This includes Early Childhood Literacy Programs, programming for teens and literary and skill/hobby-based programming for adults. The Community Engagement Office manages the library Volunteer Program, and DMPT develops online and print content for the libraries and digital monitors in the branches. This division also provides digital literacy courses and access to many forms of digital media. Administrative Support: Manages the administrative, financial, and operational functions for all libraries.
Trends, Issues, and Initiatives ⦁ Increase access to literacy with additional digital books ⦁ NPL has seen an increase in visits to library branches over the past few years. We have increased from 77,406 visitors in 2021 to 529,000 visitors in 2025 ⦁ NPL has made a concerted effort to increase community engagement, particularly to college students. In 2026, we are projected to increase to over 400 Outreaches and Pop-up Programs ⦁ In 2025, library patrons checked out nearly 70,000 items. Demand for e-resources exceeds capacity as many patrons are unable to check out hoopla items due to budget-related, systemwide daily checkout limits
Libraries - 283
Libraries FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
7,615,516 504,649 1,484,903 777,848 0 10,382,916
7,980,728 554,622 1,427,370 858,538 0 10,821,258
8,842,457 491,521 1,589,805 1,063,520 0 11,987,303
9,333,551 471,487 1,633,519 1,254,094 70,000 12,762,651
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,206,805 5,371,181 1,129,720 1,230,049 169,011 951,928 324,222 10,382,916
1,201,458 5,581,149 1,229,781 1,235,805 156,522 1,051,680 364,863 10,821,258
1,384,598 6,202,279 1,326,532 1,445,831 143,393 1,110,357 374,313 11,987,303
1,512,245 6,714,804 1,381,836 1,331,721 143,393 1,274,869 403,783 12,762,651
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Total
9,947,962 153,060 281,894 10,382,916
10,425,333 93,473 302,452 10,821,258
11,551,361 140,000 295,942 11,987,303
12,349,648 109,500 303,503 12,762,651
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
4 74.5 13 8 11 4 114.5
4 71.5 15 10 11 4 115.5
4 71.5 15.5 10 10.5 4 115.5
4 70 15 10 12.5 4 115.5
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary Administrative Support Branch Operations Collection and Support Services Director's Office Lifelong Learning Programming Services Sargeant Memorial Collection (SMC) Total
Administrative Support Branch Operations Collection and Support Services Director`s Office Programming Services Sargeant Memorial Collection (SMC) Total
284 - Libraries
Libraries Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 491,094 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Transfer The Slover books & materials budget 175,000 Technical adjustment to transfer the budget for The Slover books & materials to Norfolk Public Libraries.
0.0
• Increase funding for Pineridge lease 109,254 0.0 Technical adjustment for the Administrative Support program to increase rent expenses at the 1155 Pineridge Rd building, currently used as headquarters for Norfolk Public Libraries. Total costs for rental expenses, as well as required maintenance and administrative costs relayed in the contract, will increase by $109,254 in fiscal year 2027.
Total
775,348
0.0
Libraries - 285
Libraries Performance Measures: Branch Operations
Learning and enrichment opportunities
The Branch Operations program serves the public through circulation of print and digital collections; access to public computers; high speed Wi-Fi; historical and genealogical records and artifacts; digital/online resources; games; science equipment; printers; 3D printers; copiers; and digital media equipment. These programs also supervise and train staff, partner in opportunities that encourage the community, improve access and increase learning through events, classes, Do-It-Yourself sessions, work-force development, early and lifelong literacy, multicultural understanding and civil behavior for all ages. Branch Operations also answer citizen inquiries in-person, by phone, and e-mail and provides access to meeting spaces for the public. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Total number of active library card users
50,000
39,818
41,001
42,200
43,300
Total number of branch library visits
575,000
496,600
528,952
545,000
560,000
Collection and Support Services
Learning and enrichment opportunities
The Collection and Support Services program supports public library services, including: collection development, book and materials acquisitions, circulation, automation, electronic resources and research support, facilities, and staff training. This program provides and manages the physical and electronic collections of the Norfolk Public Library to include the collection of books, eBooks, and other materials to meet the community needs. This program handles the storage of the entire library collection. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of materials circulated
Lifelong Learning
579,000
542,901
549,377
561,000
579,000
Learning and enrichment opportunities
Norfolk recognizes the significance of providing learning opportunities that span the lifetime (and demographic characteristics) of its citizens. The development of the learning city will support the city's goals of connecting and engaging residents, fostering collaboration and efficiency, cultivating the arts, and promoting inclusive economic growth. Norfolk is rich in community assets that inspire and support citizens as they pursue their full potential in business, education and the arts. One of the Commission on Lifelong Learning's key overarching strategies is to ensure that citizens are aware of the wealth of assets available throughout the community.
Programming Services
Learning and enrichment opportunities
The Programming Services program supports the public through offering programs for all ages as well as marketing, outreach, mobile services, and volunteers, interns and a federal work study program. These programs consist of Youth Services, Adult Programming, Community Engagement, and Marketing and Public Relations.
286 - Libraries
Libraries Performance Target
FY 2024 Actual
1,000
12,000
18,000
19,000
20,000
Number of volunteer and internship applications received
20
360
400
420
440
Number of youth programs offered
400
1,579
2,647
3,000
3,400
Total engagement across all social media platforms
1,000
36,162
37,531
38,500
39,500
Total number of adult program attendees
1,600
13,326
14,684
15,600
16,600
Total number of adult programs
100
448
766
866
966
Total number of eNewsletter subscriptions
300
93,829
94,031
94,300
94,600
Total number of library outreach, school visits, and offsite programming and events
50
245
638
700
750
5,000
91,605
169,115
175,000
180,000
Performance Measures
Number of event guides distributed
Total number of NPL program and outreach participants
Sargeant Memorial Collection (SMC)
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Learning and enrichment opportunities
The Sargeant Memorial Collection (SMC) program is Norfolk's local history and genealogy collection. The SMC is a regional archive and special collection chronicling nearly 300 years of Norfolk history. The collection provides staff assistance, resource materials, outreach, and educational programming for those conducting local history or genealogical research of Norfolk and surrounding regions. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of backlog images that have been digitized awaiting being cataloged or uploaded
44,000
38,500
40,650
42,000
44,000
Number of images uploaded that have been digitized
19,000
15,006
16,454
17,500
19,000
Total number of visitors
2,635
3,832
3,409
3,000
2,635
Libraries - 287
Libraries Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant II Accounting Technician III Administrative Assistant II Administrative Manager Director of Libraries Executive Assistant Fiscal Monitoring Specialist I Information Technology Trainer Librarian I Librarian II Librarian III Librarian IV Library Assistant II Library Associate I Library Associate II Library Manager Management Analyst I Management Analyst III Messenger/Driver Program Coordinator Project Coordinator Staff Technician I Support Technician Total
1.0 1.0 1.0 0.0 1.0 1.0 0.0 1.0 8.0 9.0 5.0 1.0 32.5 27.5 11.5 4.0 1.0 1.0 1.0 1.0 5.0 1.0 1.0 115.5
0.0 0.0 0.0 1.0 0.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 1.0 0.0 (1.0) (1.0) 0.0 (1.0) 1.0 0.0 0.0 0.0
1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 8.0 9.0 5.0 1.0 32.5 26.5 12.5 4.0 0.0 0.0 1.0 0.0 6.0 1.0 1.0 115.5
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Librarian III Library Assistant II Library Associate I Total
288 - Libraries
1.0 15.0 1.0 17.0
Nauticus Department Overview The Nauticus campus is a valued community resource and major tourist destination. Appealing to diverse audiences, Nauticus explores the economic, naval, and natural power of the sea. The Center features recently renovated handson exhibits, marine life, and educational programs that meet the Virginia Standards of Learning (SOLs), the aweinspiring Battleship Wisconsin - one of the largest and last battleships built by the U.S. Navy. The facility is also home to the Hampton Roads Naval Museum, the Banana Pier Gift Shop, the Dockside Cafe, and the Nauticus Marina. Nauticus also operates the Sail Nauticus Community Sailing Center, which offers sailing instruction and other sailing programs primarily to underserved populations; and the Peter G. Decker Half Moone Cruise Center, which now supports year-round cruising welcoming more than 500,000 passengers and crew annually. In addition, the campus' special event business is robust and generates rental income as well as parking and other revenue from event attendees. Nauticus also has a growing membership program and a core of dedicated and active volunteers.
Trends, Issues, and Initiatives ⦁ Generate additional revenue from museum admission, event rentals, and cruise ship operations ⦁ Continue conducting maintenance on the Battleship Wisconsin to ensure it is in excellent condition ⦁ Provide interactive, compelling, and relevant educational programs in the areas of science, technology, engineering, math, and Naval history ⦁ The Battleship Wisconsin hosts Winterfest where the ship is bedecked with millions of lights, and won the ABC's 2025 Great Christmas Light Fight
Nauticus - 289
Nauticus
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
2,487,706 1,192,761 959,247 10,496 4,650,210
2,621,219 1,160,500 821,466 15,367 4,618,553
3,152,088 1,403,633 1,102,744 27,270 5,685,735
3,396,104 1,669,637 1,633,780 27,270 6,726,791
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Cruise Terminal Operations Educational Programming Leadership and Support Nauticus Operations USS Wisconsin Operations Total
593,931 263,039 659,912 2,896,550 236,778 4,650,210
468,552 316,847 766,227 2,809,929 256,999 4,618,553
937,240 311,259 897,760 3,267,537 271,939 5,685,735
1,615,759 341,686 845,573 3,597,474 326,299 6,726,791
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
191,430 4,458,780 4,650,210
1,171,572 3,446,981 4,618,553
3,607 5,682,128 5,685,735
227,728 6,499,063 6,726,791
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
3 4 6 14 2 29.0
5 5 6 16 3 35.0
6 5 6 15 3 35.0
6 5 6 16 3 36.0
Cruise Terminal Operations Educational Programming Leadership and Support Nauticus Operations USS Wisconsin Operations Total
290 - Nauticus
Nauticus Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 176,432 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Recognize cruise expenses within operating budget 619,699 0.0 Recognize cruise expenses within the department's operating budget. Associated expenses include quick maintenance and operation of the passenger boarding bridge, security access control to sensitive areas around cruise operations, and more. • Provide funds to enhance exhibit maintenance and upgrades 64,564 1.0 Provide funds for one Microcomputer Systems Senior Analyst position. This position would provide dedicated, timely support for exhibit maintenance and updates, ensuring continuity, technical expertise, and rapid response to issues as they arise. • Provide funds for holiday lights 180,000 0.0 Technical adjustment to move funding for holiday lights in the downtown and Waterside area from Cultural Facilities to Nauticus. A corresponding adjustment can be found in Cultural Facilities budget.
• Provide funding for fleet adjustments 361 0.0 Technical adjustment to provide additional funding for fleet expenditures based on maintenance and fuel for vehicles used for operations. Total
1,041,056
1.0
Nauticus - 291
Nauticus Performance Measures: Cruise Terminal Operations
Economic opportunity for residents and businesses
This program is responsible for Virginia's only major cruise ship operation. This includes facilitating all homeport and port-of-call ship visits, negotiating all contracts and relationships with the cruise industry, and marketing this cruise activity to cruise lines and cruise guests. This program also provides campus coordination and security. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of cruise ship passengers and crew
505,000
Educational Programming
250,503
206,495
504,622
476,730
Learning and enrichment opportunities
The 2025 goals for the education department at Nauticus are to create an inclusive, impactful learning experience that highlights maritime STEM careers and makes them accessible to underserved communities, particularly in Norfolk. This includes providing hands-on opportunities for students to engage with the maritime industry through programs like the Sail Nauticus Academy, STEM to STERN Careers, and outreach programming. These initiatives focus on offering pathways for youth and their families to discover well-paying careers, integrating STEM concepts into real-world maritime applications, and empowering students to see their potential in the Blue Economy. Additionally, we aim to foster partnerships with local organizations, creating events such as Women in Maritime Day and Maritime Career Day to further elevate the visibility of maritime opportunities. These events will emphasize diversity and celebrate the contributions of historically underrepresented groups in the maritime workforce. The ultimate objective is to create a pipeline of talent for the maritime industry while ensuring that all students feel they have a place in this important sector. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of Educational Programs Number of school age children that attend educational programming for STEM learning
Nauticus Operations
390
293
369
378
378
15,000
9,657
10,417
12,000
14,000
Learning and enrichment opportunities
The Nauticus Operations program provides a top-quality experience for museum/battleship guests through customer service initiatives, guest relations, ticketing, and wayfinding support. The program encompasses volunteer coordination programs, building maintenance liaison with General Services, utilities, supervision of housekeeping efforts, and maintenance of life safety and security in the museum. The launch of our newly reopened discovery center within Nauticus offers state-of-the art exhibits on navigating our local waters through sailing, a resilient and diverse Norfolk, exploration of the port of Virginia and associated economic opportunities, the modern Navy's impact within the community, a look at our aquatic neighbors and a gallery specifically designed for little learners.
292 - Nauticus
Nauticus Performance Measures
Number of visitors to Nauticus
Performance Target
FY 2024 Actual
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
170,000
161,506
158,218
170,000
USS Wisconsin Operations
160,000
Learning and enrichment opportunities
This program is responsible for maintaining, preserving, and interpreting the last and largest battleship built by the United States Navy, the USS Wisconsin. Services include preserving the ship for future generations through maintenance including structural integrity, air quality, and corrosion control. Guests are also educated through a guided tour of the visitor services program. This program also positions the ship as a community-focused platform upon which to celebrate Norfolk's longstanding relationship with the United States Navy. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Dollar amount of annual maintenance on the USS Wisconsin
600,000
669,999
600,000
592,396
599,602
Number of attendees at Battleship Wisconsin programs and tours
88,000
86,904
85,905
86,000
87,000
Nauticus - 293
Nauticus Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant III Accounting Technician II Administrative Assistant II Assistant Director I Business Development Manager Business Manager Carpenter II Crew Leader I Director of Maritime Center Education Specialist Electrician II Electronics Technician I Electronics Technician II Event Coordinator I Event Coordinator II Event Support Crew Member I Event Support Crew Member II Exhibits Manager / Designer Maintenance Mechanic II Management Analyst III Manager of Visitor Services Microcomputer Systems Analyst, Senior Multimedia Communications Specialist I Operations Coordinator Operations Manager Support Technician Visitor Services Assistant Visitor Services Coordinator Visitor Services Specialist Total
294 - Nauticus
1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 2.0 1.0 1.0 1.0 3.0 35.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0 (1.0) 0.0 0.0 0.0 0.0 0.0 1.0
1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 2.0 0.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 2.0 1.0 1.0 1.0 3.0 36.0
Office of Norfolk Arts Department Overview The Office of Norfolk Arts will build community through arts outreach and education, including providing support and funding to local arts organizations to help bolster and maintain Norfolk's status as the cultural hub of the region.
Trends, Issues, and Initiatives ⦁ Major investment in public art, including seven new projects underway in the St. Paul's Kindred neighborhood, strengthening cultural identity and creative placemaking ⦁ Recordbreaking community engagement with the launch of The Gallery at the Attucks, drawing 300+ attendees to its opening ⦁ Expanded support for local arts organizations through funding partnerships that bring free performances to the historic Attucks Theatre stage as part of Arts at the Attucks ⦁ Deepening equity and neighborhood based arts access, ensuring that creative opportunities reach residents where they live, gather, and celebrate ⦁ Digital audience growth continues to climb, with social media engagement up across all channels and a consistent increase in newsletter subscribers demonstrating expanding community reach and stronger demand for arts updates
Office of Norfolk Arts - 295
Office of Norfolk Arts
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Total
Program Budget Summary Norfolk Arts Total
Funding Source Summary General Fund Support Total
FTE Summary by Program Norfolk Arts Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0 0 0
0 0 0 0
380,576 1,883 37,517 419,976
358,667 1,883 41,921 402,471
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0
0 0
419,976 419,976
402,471 402,471
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
0 0
0 0
419,976 419,976
402,471 402,471
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
0 0.0
0 0.0
3 3.0
3 3.0
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs (23,560) 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for Attucks Gallery security 6,055 0.0 Provide funds for a security guard at the Attucks Theatre to expand gallery operating hours for public visitation beyond ticketed events. Total
296 - Office of Norfolk Arts
(17,505)
0.0
Office of Norfolk Arts Performance Measures: Norfolk Arts
Learning and enrichment opportunities
Norfolk Arts places permanent artwork in public facilities across the city, administers grants to non-profit arts and cultural organizations, manages galleries with rotating exhibitions by local and regional artists, builds community through arts outreach and education, and serves as a city liaison for other art services. It also supports cultural programming in historic and community venues, expanding access to diverse performances and events that reflect Norfolks commitment to inclusivity and engagement. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Total number of individuals attending art programs throughout the city
280,000
192,780
260,500
250,000
280,000
19
19
22
16
19
7,000
4,400
5,500
4,400
7,000
100,000
86,872
90,652
100,000
100,000
Total number of public art projects managed Total number of visitors to the art gallery Total number of visitors to www.norfolkarts.net and followers across all platforms
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Arts Program Manager Bureau Manager Multimedia Communications Specialist II Total
1.0 1.0 1.0 3.0
0.0 0.0 0.0 0.0
1.0 1.0 1.0 3.0
Office of Norfolk Arts - 297
Parks and Recreation Department Overview The Department of Recreation, Parks and Open Space consists of four bureaus: The Bureau of Planning and Administration provides administrative support and marketing; and provides landscape architecture and development for city projects, as well as review of private landscape projects; and oversight of the NRPA/CAPRA Accreditation process. The Bureau of Recreation and Community Wellness operates the city's recreation centers and provides instructional classes and citywide athletics to include aquatic instructional programs and open swimming, league and open play, senior activities, and therapeutic programs. This bureau also manages before and after school programs and summer camps as well as Norfolk Emerging Leader (NEL) and NEL Executive Internship programs. The Bureau of Parks and Forestry Operations manages and maintains the city's urban canopy consisting of street trees, trees on public property, over 25,000 acres of open space, and the city nursery. The bureau maintains grounds for all parks, public buildings, roadway medians, public schools, athletic fields, city parcels, and manages seven miles of public beaches. The Bureau of Cemeteries operates and maintains the eight city-owned cemetery locations throughout the city.
Trends, Issues, and Initiatives ⦁ Ongoing implementation of priorities identified in Parks & Recreation Master Plan ⦁ Improved Marketing and Communications efforts contributing to a 231% annual increase in social media reach ⦁ Growing demand for park amenities and recreation programming ⦁ Funding for renovation of Norview Splashpad in Annual Consolidated Plan
298 - Parks and Recreation
Parks and Recreation FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
15,686,121 3,180,458 2,976,844 79,616 0 0 21,923,039
18,258,201 2,321,098 3,496,666 32,883 0 0 24,108,848
21,214,611 2,652,698 2,870,901 60,237 77,200 64,020 26,939,667
21,935,453 2,867,352 2,895,374 60,237 77,200 64,020 27,899,636
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
629,567 1,151,424 0 1,392,499 1,034,212 1,053,773 11,416,476 190,775 5,054,313 21,923,039
740,648 1,982,160 0 1,912,735 812,227 1,155,346 12,414,957 248,486 4,842,290 24,108,848
738,989 1,765,583 2,776,721 1,723,790 692,374 1,074,618 12,661,811 193,941 5,311,840 26,939,667
868,864 2,017,792 2,565,602 2,183,291 713,068 1,088,086 13,139,514 196,152 5,127,267 27,899,636
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
21,473,160 449,879 21,923,039
23,689,833 419,015 24,108,848
24,965,076 1,974,591 26,939,667
25,826,734 2,072,902 27,899,636
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
5 21 0 10 3 2 127 2 45 215.0
5 20 0 14 4 2 128 1 44 218.0
5 20 29 13 4 2 128 1 45 247.0
7 23 28 17 4 2 129 1 36 247.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Program Budget Summary Administrative Support Aquatics Cemeteries Community Wellness Director's Office Norfolk Emerging Leaders and Youth Initiatives Park and Forestry Operations Park Planning and Development Recreation Programming Total
Administrative Support Aquatics Cemeteries Community Wellness Director`s Office Norfolk Emerging Leaders and Youth Initiatives Park and Forestry Operations Park Planning and Development Recreation Programming Total
Parks and Recreation - 299
Parks and Recreation Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 720,842 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds to support outside athletic organizations Provide funds to support outside athletic organizations.
100,000
0.0
• Parks and Recreation Fees from AGP Technical adjustment to move registration fees into the general fund from the Annual Grants Plan.
118,000
0.0
• Adjust funds for agricultural costs 11,654 0.0 Technical adjustment to support inflationary increases for fertilizer, herbicide, and other agricultural supplies in the Parks and Forestry program and the Cemeteries program. Total costs would rise by $11,654 in fiscal year 2027.
• Adjust funds for tub grinding costs 5,100 0.0 Technical adjustment to support an increase in contract costs for tub grinding expenses within the Parks and Forestry program. Tub grinding is the process of reducing large quantities of wood and vegetative waste into smaller pieces such as mulch. Total costs would increase by $5,100 in fiscal year 2027 and by $23,037 through fiscal year 2031. • Support increase for utilities cost 4,373 0.0 Technical adjustment to provide additional funding for utility costs in the Parks and Forestry program. Total costs will rise by $4,373 in fiscal year 2027 and by $26,369 through fiscal year 2031.
Total
300 - Parks and Recreation
959,969
0.0
Parks and Recreation Performance Measures: Aquatics
Safe engaged and informed community
The Aquatics Program consists of various swimming and water safety programs including the Learn-to-Swim Program for preschoolers, school age children and adults; 50 Plus Water Fitness; lifeguard training classes; water fitness classes; Norfolk Summer Plunge program; Norfolk School Splash; pool and beach events; and planned waterway trash cleanups. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Attendance (number of swipes) at indoor pools
17,300
Cemeteries
17,364
14,274
8,000
14,000
Community support and well-being
Cemeteries provides cemetery services and preservation of family histories while maintaining and enhancing the natural beauty of the eight city-owned and operated cemeteries. Performance FY 2024 FY 2025 FY 2026 Performance Measures Target Actual Actual Projection
FY 2027 Proposed
Number of funerals for which services are provided by Cemeteries
755
651
700
680
680
Percent of cemetery grounds mowed on a 12 to 14 working days or less cycle
100
73
64
70
70
Community Wellness
Community support and well-being
Community Wellness encompasses athletics and therapeutic recreation. The athletics programs collaborate, facilitate, and coordinate sports and fitness activities including youth indoor soccer, sports clinics, sport-specific knowledge from volunteer coaches, clinics, competitive youth boxing, adult cardio boxing and mixed fitness classes, and one-on-one fitness training. Therapeutic Recreation programs utilize recreation to help individuals with temporary impairments, other health conditions, and disabilities to increase independence, strengthen leisure skills, and enhance personal wellbeing physically, cognitively, emotionally, and socially in a rehabilitative environment. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of fitness classes
36
N/A
N/A
35
35
Number of programs offered for therapeutic recreation
100
N/A
N/A
100
100
Norfolk Emerging Leaders and Youth Initiatives
Learning and enrichment opportunities
The Norfolk Emerging Leaders (NEL) program is a summer program that provides students work experience, accountability, life choices, and responsibilities that serve them as they become contributing members of our community. The NEL Executive Interns program places college students within departments which identifies deliverables that will assist the organization as well as the city.
Parks and Recreation - 301
Parks and Recreation Park and Forestry Operations
Safe engaged and informed community
The Parks and Forestry Operations program maintains the beautification of the city by providing mowing, landscape maintenance, litter control, turf installation, emptying refuse receptacles, applying fertilizer and herbicide, and maintaining/repairing irrigation. The program provides services to Norfolk Public Schools, medians, parks, open spaces, festival parks, vacant lots, and city facilities. The program provides emergency services during storm events as well as maintaining and preparing athletic fields to appropriate game specifications for each sport. The program maintains all trees on City property including street trees through pruning, removal, and planting services; as well as providing afterhours response for tree emergencies. Additionally, the program ensures the general safety and aesthetics of playgrounds, tennis and basketball courts, and multi-use pads; including repairs and maintenance to playground fall zones and broken equipment, painting equipment and court surfaces, replacing and installing basketball backboards, goals, and tennis nets while ensuring weed-free recreation areas as well as outdoor education by park rangers. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of Park Ranger incident responses
1,560
1,566
1,297
1,600
1,700
Number of trees planted
1,000
N/A
N/A
700
700
Park Planning and Development
Safe engaged and informed community
The Park Planning and Development program provides mapping of city assets, design and planning of open park space and other recreational sites, site plan review of public and private development, site inspections, review of landscape plans, and trail planning and development for public property throughout the city.
Recreation Programming
Learning and enrichment opportunities
Recreation Programming covers the five service areas of cultural enrichment, health and physical activities, outdoor and environmental education, personal development and life skills, and social enhancement for Norfolk residents. The programs include aftercare for ages 5-12 at all locations, specialized programs, drop-in recreation programming for all ages, tutoring and homework assistance for ages 5-17 with various subject matter directly connected to a school-based curriculum, and promote active healthy lifestyles for seniors.
302 - Parks and Recreation
Parks and Recreation Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accounting Technician II Administrative Assistant I Applications Analyst Architect IV Assistant Director III Athletics Groundskeeper Bureau Manager Cemetery Manager II Chief Park Ranger City Forester Communications Account Manager Contract & Program Administrator Crew Leader I Director of Parks & Recreation Division Head Equipment Operator II Equipment Operator III Equipment Operator IV Executive Assistant Facilities Manager Financial Operations Manager Fiscal Monitoring Specialist I Forestry Crew Leader Forestry Supervisor Groundskeeper Crew Leader Groundskeeper I Horticulture Technician Horticulturist Lifeguard I Lifeguard II Maintenance Mechanic I Maintenance Mechanic II Maintenance Mechanic III Maintenance Supervisor II Management Analyst I Management Analyst III Messenger/Driver Operations Manager Park Ranger I
1.0 3.0 1.0 1.0 1.0 3.0 4.0 4.0 1.0 1.0 1.0 1.0 3.0 1.0 5.0 24.0 13.0 1.0 1.0 3.0 1.0 1.0 6.0 1.0 23.0 36.0 2.0 1.0 11.0 1.0 4.0 3.0 0.0 8.0 1.0 1.0 1.0 1.0 6.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 1.0 0.0 0.0 0.0 0.0 1.0 (1.0) 0.0 (1.0) 1.0 0.0 0.0 (1.0) 0.0 0.0 0.0
1.0 3.0 1.0 1.0 1.0 3.0 4.0 4.0 1.0 1.0 1.0 1.0 3.0 1.0 5.0 24.0 13.0 1.0 1.0 3.0 1.0 1.0 5.0 2.0 23.0 36.0 2.0 1.0 12.0 0.0 4.0 2.0 1.0 8.0 1.0 0.0 1.0 1.0 6.0
Parks and Recreation - 303
Parks and Recreation Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Park Ranger II Park Ranger, Senior Programs Manager Recreation Specialist Recreation Supervisor Recreation Supervisor, Senior Therapeutic Recreation Specialist Tree Trimmer I Tree Trimmer II Total
2.0 1.0 1.0 27.0 19.0 8.0 3.0 2.0 3.0 247.0
0.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
2.0 1.0 2.0 27.0 19.0 8.0 3.0 2.0 3.0 247.0
The increase in FTE is due to Cemeteries being consolidated into Parks and Recreation.
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Architect III Equipment Operator II Lifeguard I Lifeguard II Management Analyst I Municipal Intern II Pool Manager Recreation Activity Instructor Recreation Aide Recreation Specialist Research Analyst Youth Services Worker Total
304 - Parks and Recreation
1.0 1.0 49.0 1.0 1.0 16.0 3.0 29.0 77.3 1.5 1.0 215.0 395.8
The Slover Department Overview The Slover cultivates regional relationships and stimulates economic growth through community-focused programs and cultural exhibits, as well as hosts beautiful spaces for meetings, events, and city-wide initiatives. With support from the Slover Library Foundation, The Slover fosters engaging dialogues with leaders and luminaries, and facilitates strategic investment in technological innovations in support of its mission. During its fifth year of operation, Slover Library will continue to foster regional relationships and stimulate economic growth by offering state-of-the-art library, technology, and educational services. Through programs, exhibits, meetings, events, and outreach, Slover is the "village green for the community." It serves as that safe third place beyond home and school where citizens meet to discuss and solve community issues. The Slover Library Foundation supports the library's ever-changing technology needs and improvements and accepts community donations to support programs and activities. The coming year, staff and divisions will focus on media technology upgrades and volunteer recruitment. The Centers of Innovation and Engagement will continue to grow through the addition of a community-supported business center and the City Council's Lifelong Learning initiative. These programs will have new leadership, private and grant funding, and focus. Lastly, and overall strategic plan will be developed to guide stakeholders as to the next "big thing" for The Slover.
Trends, Issues, and Initiatives ⦁ Due to the opening of the new lower-level speakeasy, as well as adjustments to fees to match market rates, The Slover revenue is projected to rise by roughly 109% in FY 2027 ⦁ Visitations continue to grow with an additional 3.5% increase FY24-FY25 contributing to a three-year growth rate of 84% and 94,000 visitors a year ⦁ Venue bookings are trending upward, generating a 60% revenue increase from FY 2024 to FY 2025; demand is expected to continue rising as additional venue capacity comes online in FY 2027 ⦁ Creative Studio bookings reached 833 in FY 1025, a 47% increase from FY 2023 ⦁ The Business Center continues to expand its impact, serving 959 entrepreneurs in FY 2025 ⦁ Staff vacancy rates show a downward trend, decreasing from 25% in FY23 to 1% in FY 2026
The Slover - 305
The Slover FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
2,549,731 93,377 97,019 251,323 0 2,991,450
2,713,585 39,480 177,758 259,020 307,913 3,497,756
3,195,462 49,236 105,322 316,209 0 3,666,229
3,258,771 46,938 103,620 127,209 0 3,536,538
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
934,578 297,437 852,814
1,479,287 356,811 0
1,719,148 315,579 0
1,393,890 349,437 322,698
460,373 446,248 2,991,450
480,437 1,181,221 3,497,756
809,283 822,219 3,666,229
847,314 623,199 3,536,538
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
2,952,062 39,388 2,991,450
3,376,150 121,607 3,497,757
3,572,609 93,620 3,666,229
3,212,412 324,126 3,536,538
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
14 2 8
18 3 0
16 3 0
16 3 5
5 6 35.0
3 11 35.0
4 12 35.0
4 7 35.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary Downtown Branch Library Leadership and Support Programming and Community Engagement Services Slover Operations Slover Services Total
Downtown Branch Library Leadership and Support Programming and Community Engagement Services Slover Operations Slover Services Total
306 - The Slover
The Slover Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 68,309 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
2,000
0.0
(25,000)
0.0
• Transfer book funding from Slover to NPL (175,000) Technical adjustment to transfer funding for new books from The Slover to Norfolk Public Libraries budget. A corresponding adjustment can be found in Libraries budget.
0.0
Total
0.0
• The Slover Creative Studio Fees Technical adjustment to move creative studios feeds from the Annual Grants Plan to the general fund. • Technical adjustment to reduce temporary position funding Technical adjustment to reduce funding for temporary positions based on historic spending.
(129,691)
The Slover - 307
The Slover Performance Measures: Downtown Branch Library
Learning and enrichment opportunities
The Downtown Branch Library fosters personal enrichment and community building through a diverse and relevant collection, enhanced by dynamic programming. The library provides excellent customer service and offers free and open access to electronic and print resources, technology, and collaborative spaces encouraging patrons to discover, create, and connect in pursuit of lifelong learning. The Downtown Branch Library coordinates and collaborates with the Norfolk Public Library to promote library resources and services fostering diversity, equity, and inclusivity within our system. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of books circulated by check-out library
75,000
67,637
61,524
70,000
73,000
Number of participants in Downtown Branch Library at Slover events
14,000
15,181
11,117
13,500
13,500
Slover Operations
Infrastructure and Connectivity
The Slover Operations program provides oversight over all internal operational matters including budget, revenue, expenditure, procurement activities; nurturing a safe and accessible facility by implementing innovative processes that maintain and enhance the Slover and Seaboard buildings which are home to the Downtown Branch Library, Sargeant Memorial Collection, revenue-generating rental spaces including the cafe, the business development center and creative/maker studios; practicing sustainable facility and information technology resource/asset management; coordinating contractual services for custodial and security; and implementing project management efforts to enhance the support of all internal Slover programs. Performance Target
FY 2024 Actual
Percentage of facility and IT requests addressed within internal response timeframes
94
N/A
93
93
94
Percentage of procurement completed on time
95
N/A
72
70
90
Performance Measures
Slover Services
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Economic opportunity for residents and businesses
The Slover Services program offers exceptional venue rental options for public and private events across seven distinctive spaces, each tailored to accommodate a diverse array of occasions and requirements. Additionally, the program oversees the management of a cafe lease agreement situated on the first floor of The Slover, enhancing the overall experience for guests and visitors.
308 - The Slover
The Slover Performance Target
FY 2024 Actual
12,000
N/A
5,000
10,000
10,000
Number of business-related and tourism workshops conducted
55
N/A
28
36
50
Number of city events hosted
375
448
288
325
350
Number of patrons engaged with Business Center services
615
247
577
600
600
Number of revenue generating rentals
200
133
157
175
185
200,000
75,671
121,606
132,423
196,690
950
664
833
900
925
Performance Measures
Amount of funds Business Center clients received from grants or other city awards
Revenue collected from venue rentals, commissions, and cafe rental Total number of Creative Studio bookings
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
The Slover - 309
The Slover Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant III Bureau Manager Business Development Consultant Business Manager Creative Studio Associate Director of The Slover Executive Assistant Facilities Manager Information Technology Trainer Librarian I Librarian II Librarian III Library Assistant I Library Assistant II Library Associate I Library Associate II Management Analyst II Manager of Business Center and Creative Studios Manager of Visitor Marketing Manager of Visitor Services Multimedia Communications Specialist I Operations Manager Program Coordinator Project Coordinator Visitor Services Assistant Visitor Services Coordinator Visitor Services Specialist Total
310 - The Slover
0.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 5.0 5.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 1.0 1.0 35.0
1.0 0.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (2.0) 0.0 2.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 1.0 0.0 0.0 0.0
1.0 1.0 1.0 0.0 2.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 3.0 5.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 35.0
The Slover Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Accounting Technician II Accounting Technician III Creative Studio Assistant Library Assistant II Library Associate I Library Associate II Maintenance Worker I Visitor Services Assistant Visitor Services Specialist Total
1.0 1.0 1.0 1.5 1.0 2.5 1.0 3.0 1.0 13.0
The Slover - 311
Zoological Park Department Overview The Virginia Zoo is a hybrid organization that employs staff through the City of Norfolk and the Virginia Zoological Society. The Virginia Zoo is home to more than 700 exceptional animals representing over 150 fascinating species. Founded in 1901 and residing on 53 beautifully landscaped acres, the Virginia Zoo has demonstrated a commitment to saving and protecting the worlds wildlife by inspiring a passion for nature and taking conservation action at home and around the world. The Virginia Zoo is an accredited member of the Association of Zoos and Aquariums and is recognized as a global leader in education, recreation, science, wildlife conservation, and animal care and welfare. For 125 years, the Zoo has connected adults, families and school children with the natural world and its wildlife.
Trends, Issues, and Initiatives ⦁ Provide excellent medical care to every animal at The Virginia Zoo through enhanced staffing with new equipment ⦁ Ensure all animal habitats and facilities are in compliance with The Association of Zoos and Aquariums guidelines through enhanced maintenance supported by a new dedicated maintenance team ⦁ Provide superb customer service to patrons and increase the number of visitors ⦁ As the only AZA-accredited zoo in the state, the Virginia Zoo struggles to recruit and retain qualified candidates in many of its specialized roles, particularly related to animal care and health
312 - Zoological Park
Zoological Park
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
3,531,775 1,139,068 614,117 50,424 5,335,384
4,034,124 985,848 687,828 86,629 5,794,430
4,175,425 1,071,791 866,499 70,250 6,183,965
5,282,296 1,173,291 943,603 379,250 7,778,440
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Animal Services and Wellness Horticulture Services Leadership and Support Visitor Experience Zoo Operations Total
2,812,334 508,762 585,659 191,038 1,237,591 5,335,384
3,303,758 518,243 629,986 212,257 1,130,186 5,794,430
3,682,174 549,470 561,411 167,473 1,223,437 6,183,965
4,701,960 661,846 643,168 233,571 1,537,895 7,778,440
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
2,997,885 2,337,499 5,335,384
3,422,214 2,372,216 5,794,430
3,783,965 2,400,000 6,183,965
5,378,440 2,400,000 7,778,440
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
35 8 3 2 3 51.0
35 8 3 2 3 51.0
46 9 3 2 3 63.0
47 9 3 2 8 69.0
Animal Services and Wellness Horticulture Services Leadership and Support Visitor Experience Zoo Operations Total
Zoological Park - 313
Zoological Park Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 761,095 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Enhance the Animal Wellness Center at the Virginia Zoo 613,500 Provide funds to enhance the Animal Wellness Center with the addition of a Lead Zookeeper position and a Veterinarian position. These positions will support on-site veterinary work. One-time funds are also added for additional medical equipment to enhance veterinary services.
2.0
• Provide funds for new radios 20,000 0.0 Provide funds to purchase new radios for new staff. The zoo plans to buy new radios for the additional FTE's that were funded in fiscal year 2026. • Increase positions for Zoo maintenance 199,880 4.0 Technical adjustment to move four positions from the Department of General Services to the Virginia Zoological Park to enhance the Zoo Maintenance team. Total
314 - Zoological Park
1,594,475
6.0
Zoological Park Performance Measures: Animal Services and Wellness
Learning and enrichment opportunities
The Animal Services and Wellness program is responsible for all aspects of daily animal husbandry and care within the Virginia Zoo's animal collection. Staff provide the Zoo's collection of over 600 animal species with daily feeding, enrichment, behavioral training, medical support, transport, and assistance with approved animal research proposals. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of animal enrichment opportunities
8,000
4,490
6,491
7,970
7,970
Number of Animal Population Change
130
42
84
120
120
Number of animal training opportunities for physical examinations, targeted stationing, and educational programs
208
52
52
70
100
Number of contributions to research, nutrition reviews, and medical protocol reviews
182
8
28
31
114
Number of preventative medicine examinations and procedures
350
80
150
120
180
6,496
5,708
5,747
5,919
6,340
Number of veterinary procedures on view to the public
Horticulture Services
Learning and enrichment opportunities
The Horticulture Services program is responsible for the general maintenance, cleanliness of facilities, and the landscape design of the Zoo grounds, including part of Lafayette Park. The program is responsible for mowing, trimming, weeding, pruning, planting, mulching, and overall appearance of the 53 acres at the Virginia Zoo. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of renewed and refreshed landscape/garden displays
8
Visitor Experience
2
4
6
8
Learning and enrichment opportunities
The Visitor Experience program is responsible for customer service and engagement. Staff collect gate admission, provide customer service, address visitor questions, and handle non-routine inquiries. Animal care staff and volunteers interact with patrons through regular keeper chats, behind the scenes animal tours, seasonal camps, media outlet interviews, presentations through the Zoo's social media sites and website, and informal guest interactions to share information that fosters an interest in animals, conservation, and the environment. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of social media messages delivered
Number of Zoo Visitors
1,350
1,322
1,570
1,600
1,600
400,000
352,784
370,990
380,000
390,000
Zoological Park - 315
Zoological Park Zoo Operations
Learning and enrichment opportunities
The Zoo Operations program is responsible for the maintenance and construction of all facilities and exhibits, and assuring the Virginia Zoo is safe and secure for visitors. This program is responsible for minor repair and preventative maintenance to all exhibits, as well as contributing input on new exhibit design or exhibit renovation. Additionally, Zoo Operations is responsible for parking and traffic within the Zoo property, the property perimeter, regular inspection of buildings and facilities, and conducting regular "rounds" to address visitor concerns. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of zoo exhibit improvements
20
6
8
10
20
Number of Zoo staff receiving professional training
60
15
16
40
60
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Animal Registrar Assistant Director I Carpenter II Crew Leader II Curator Director of the Virginia Zoological Park Electrician I Equipment Operator III Groundskeeper I Horticulture Technician Horticulturist Lead Zookeeper Maintenance Mechanic II Maintenance Supervisor II Office Manager Programs Manager Security Officer Veterinarian Veterinary Technician Visitor Services Assistant Visitor Services Coordinator Zoo Manager Zookeeper I Zookeeper II Total
316 - Zoological Park
1.0 1.0 0.0 1.0 5.0 1.0 0.0 1.0 2.0 4.0 1.0 6.0 0.0 0.0 1.0 0.0 3.0 2.0 2.0 1.0 1.0 1.0 29.0 0.0 63.0
0.0 0.0 1.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0 0.0 1.0 1.0 1.0 0.0 1.0 0.0 1.0 (1.0) 0.0 0.0 0.0 (4.0) 4.0 6.0
1.0 1.0 1.0 1.0 5.0 1.0 1.0 1.0 2.0 4.0 1.0 7.0 1.0 1.0 1.0 1.0 3.0 3.0 1.0 1.0 1.0 1.0 25.0 4.0 69.0
Public Health and Assistance
Public Health and Assistance - 317
318 - Public Health and Assistance
Human Services Department Overview The Norfolk Department of Human Services (DHS) is a multifunctional agency providing services to strengthen children, families, and individuals. DHS provides social services and juvenile justice services. Social services include foster care, adoption services, adult protective services (APS), child protective services (CPS), job assistance, supplemental nutrition assistance (SNAP), medical assistance, (Medicaid), Temporary Assistance for Needy Families (TANF), and many other comprehensive services to meet the needs of Norfolk residents. Juvenile Justice services include the Juvenile Detention Center and Virginia Juvenile Community Criminal Control Act (VJCCCA). Human Services also serves as the lead coordinator for the Children's Services Act, a multi-disciplinary program serving at-risk youth and their families and provides prevention programs that address issues such as family homelessness and help to prevent children from coming into foster care. The agency has also undertaken a program called PowerUp! that provides assistance and benefits to citizens beyond the traditional, mandated programs. Locally funded programs include Indigent Burials, Emergency Water Assistance, homeless prevention assistance and tenant based rental assistance. DHS works cooperatively with community organizations to ensure comprehensive services are available to all children, adults, families, and individuals who need them.
Trends, Issues, and Initiatives ⦁ Support the Well-Being of Norfolk's most vulnerable residents through the comprehensive provision of services and supports to children, families, disabled adults and communities ⦁ Adapt to significant changes in federal legislation, including H.R. 1. Full Implementation of H.R. 1 is a priority, and successful implementation of the added requirements is necessary to maintain food assistance and medical coverage for our most vulnerable residents
Human Services - 319
Human Services FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
32,263,472 1,681,157 4,053,523 1,198,629 12,381,772 0 51,578,553
31,740,278 1,036,248 4,038,869 817,219 13,251,431 218 50,884,264
36,974,240 997,176 3,621,754 435,054 14,429,869 12,500 56,470,593
37,721,815 1,021,906 4,532,379 404,277 14,011,081 0 57,691,458
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
7,488,179 1,126,772 16,837,979 843,129 17,480,602 7,090,169 272,543 439,180 51,578,553
6,443,038 1,083,059 16,980,065 892,728 18,223,708 6,746,470 212,167 303,029 50,884,264
6,284,241 1,243,640 21,396,837 748,785 19,037,933 7,177,241 289,846 292,070 56,470,593
6,231,098 1,092,464 21,789,488 796,078 19,490,878 7,163,496 316,116 811,840 57,691,458
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Federal Funding Total
12,902,055 1,028,228 37,564,043 84,227 51,578,553
16,438,164 1,111,426 33,235,696 98,978 50,884,264
12,539,729 449,348 43,371,266 110,250 56,470,593
18,417,619 443,344 38,830,495 0 57,691,458
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
46 15 223 6 117.5 65 4 7 483.5
45 15 220 6 118.5 65 4 7 480.5
42 15 230 5 110 65 4 0 471.0
42 15 230 5 111 65 4 0 472.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Public Assistance Department Specific Appropriation Total
Program Budget Summary Administrative Support Adult Protective Services Benefit Administration and Adult Assistance Director's Office Family Services and Foster Care Juvenile Detention and Court Services Medicaid Expansion Poverty Intervention Total
Administrative Support Adult Protective Services Benefit Administration and Adult Assistance Director`s Office Family Services and Foster Care Juvenile Detention and Court Services Medicaid Expansion Poverty Intervention Total
320 - Human Services
Human Services Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 772,575 1.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This adjustment also includes the addition of one permanent FTE mid fiscal year, and various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide one-time funding to extend the PICC program 500,000 0.0 Provide $500,000 of one-time funding within the Poverty Intervention program to extend the Program for Improving Capacity and Capability (PICC) which supports local businesses. • Provide additional funds for VJCCCA 130,000 0.0 Provide an additional $130,000 within the Juvenile Detention and Court Services program to increase the local funding for the Virginia Juvenile Community Crime Control Act (VJCCCA). Currently, the city provides a one-to-one match for the $639,899 provided by the state. The post-detention program budget is in need of additional funding to meet the current need. • Technical adjustment to reduce temporary position funding Technical adjustment to reduce temporary position funding based on historic spending.
(25,000)
0.0
• Reduce funds for utilities and fleet cost savings (35,200) 0.0 Technical adjustment to account for cost savings for utilities and vehicle maintenance. These reductions total to $35,200 and are within the within the Administrative Support and Medicaid Expansion Programs. These reductions are not anticipated to have any impact on service level. • Reduce funds for inactive grant costs (121,510) 0.0 Technical adjustment to account for $121,510 in cost savings associated with the now inactive Temporary Assistance for Needy Families (TANF) Competitive Grant. This reduction will not impact service levels as this grant is no longer available. Total
1,220,865
1.0
Human Services - 321
Human Services Performance Measures: Adult Protective Services
Community support and well-being
Adult Protective Services (APS) is responsible for the identification, receipt, and investigation of complaints and reports of adult abuse, neglect or exploitation (or the risk thereof) as related to adults 60 years or older and incapacitated adults age 18 or older. This service also includes the following provision of services to alleviate the risk of abuse, neglect or exploitation: case management, home-based care, transportation, adult day services, meal services, legal proceedings, and other activities to protect the adult. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of Adult Protective Services complaints of abuse and neglect responded to within state standards for timeliness
100
73
76
79
82
Percent of adults with no recurrence of a substantiated claim of abuse or neglect for six months-Adult Protective Services
100
95
93
95
97
Benefit Administration and Adult Assistance
Community support and well-being
The Benefit Administration and Adult Assistance program supports the determination of eligible clients for Medicaid, Temporary Assistance for Needy Families (TANF), Supplemental Nutritional Assistance Program (SNAP), Family Access to Medical Insurance Security Plan (FAMIS), Child Care, and Energy Assistance. This program also provides employment and training services for TANF recipients who are required to participate in the program Virginia Initiative for Education and Work (VIEW) and income supplement for eligible elderly individuals. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Participants in Virginia Initiative for Employment not Welfare (VIEW) who find employment and remain employed for 90 days or longer
270
229
172
210
250
Percent of Medicaid initial and ongoing applications processed within state timeliness standards
97
95
95
97
97
Percent of Supplemental Nutrition Assistance Program (SNAP) applications processed within state timeliness standards
97
98
98
97
97
Percent of Temporary Assistance for Needy Families (TANF) initial and ongoing applications processed within state timeliness standards
97
100
100
97
97
Family Services and Foster Care
Community support and well-being
The Family Services and Foster Care program provides child protective services, facilitates adoptions, and provides supportive services to eligible foster children. It includes administration of the Children's Services Act (CSA), which provides family and community-focused programs; family preservation services that strengthen families and are designed to prevent the occurrence of child abuse and neglect. In addition, this program provides professional licensure, standardized training, guidance and support for new and existing providers of home-based care under Homebased Child Care Network. 322 - Human Services
Human Services Performance Target
FY 2024 Actual
Average time (in months) that youth are in foster care prior to adoption for those youth who could not be reunified with family or placed with a relative
38
38
38
38
38
Average time (in months) that youth are in foster care prior to reunification with their family
15
15
15
15
15
Percent of children who entered foster care during the preceding 24 months who have been permanently placed
55
55
55
55
55
Performance Measures
Juvenile Detention and Court Services
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Community support and well-being
The Juvenile Detention program provides room, board, counseling, education, and medical services for Norfolk Juvenile Detention Center residents, including 24/7 monitoring. This program also includes juvenile detention nonresidential outreach, which provides intensive supervision for adolescents who would otherwise be held at the detention center, and court-involved youth services funded through the Virginia Juvenile Community Crime Control Act, which is a community-based system of progressive intensive sanctions and services that provides alternative dispositional options other than punishment and confinement. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of youth receiving services under the Virginia Juvenile Community Crime Control Act (VJCCCA)
417
445
332
417
417
Percent of youth actively engaged in mental health, medical, and educational services while in the Juvenile Detention Center
100
100
100
100
100
Medicaid Expansion
Community support and well-being
The Medicaid Expansion program assists with eligibility and enrollment for federal healthcare insurance for qualifying residents in Norfolk. Currently the program serves over 15,000 residents. In 2018 the Commonwealth of Virginia elected to take part in the federally funded Medicaid Expansion under the Affordable Care Act (ACA) legislation. The expansion increased access to Medicaid healthcare services for eligible adults ages 19 to 64 earning up to 138 percent of the Federal Poverty Level. Costs associated with this program are fully reimbursed by the state. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent of initial and ongoing Medicaid applications processed within 45 days
Poverty Intervention
97
95
95
97
97
Community support and well-being
The Poverty Intervention Services program includes the Indigent Burial program, Real Estate Tax Relief, and Power Up! Norfolk. Indigent Burial is a cash assistance program providing funds to indigent residents of Norfolk for assistance with burials and cremations. Real Estate Tax relief services offer opportunities to reduce or exempt seniors, low-income, and disabled veteran residents from real estate taxes. PowerUp! Norfolk provides discounts to qualifying residents to enjoy local attractions and events in the city. Human Services - 323
Human Services Performance Target
FY 2024 Actual
233
214
240
227
233
Total number of residents served through Senior Real Estate Tax Relief program
1,426
1,469
1,398
1,434
1,426
Veterans Tax Relief applications processed
2,355
2,274
2,383
2,328
2,355
Performance Measures
Burial cost assistance applications processed
324 - Human Services
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Human Services Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant II Accounting Technician II Administrative Analyst Administrative Assistant I Administrative Assistant II Administrative Technician Applications Analyst Benefit Programs Specialist I Benefit Programs Specialist II Benefit Programs Specialist, Senior Benefit Programs Supervisor Benefit Programs Supervisor, Senior Business Manager Cook Data Quality Control Manager Detention Center Assistant Superintendent Detention Center Superintendent Detention Center Supervisor Director of Human Services Facilities Manager Family Services Associate Family Services Supervisor Family Services Worker I Family Services Worker II Family Services Worker III Financial Operations Manager Fiscal Manager II Fiscal Monitoring Specialist I Fiscal Monitoring Specialist II Food Service Manager Fraud Investigator Fraud Supervisor Human Services Aide Human Services Operations Manager Human Services Senior Manager Laundry Worker Maintenance Mechanic I Maintenance Supervisor I Maintenance Worker I
1.0 3.0 1.0 1.0 1.0 7.0 1.0 41.0 87.0 16.0 24.0 5.0 3.0 5.0 1.0 2.0 1.0 6.0 1.0 1.0 5.0 17.0 38.0 42.0 6.0 1.0 2.0 5.0 2.0 1.0 3.0 1.0 33.0 1.0 3.0 1.0 0.0 1.0 1.0
0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 (11.0) 11.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 (1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 0.0 0.0
1.0 3.0 1.0 1.0 1.0 6.0 1.0 30.0 98.0 16.0 25.0 5.0 3.0 5.0 1.0 2.0 1.0 6.0 1.0 1.0 5.0 18.0 37.0 43.0 6.0 1.0 2.0 5.0 2.0 1.0 3.0 1.0 33.0 1.0 3.0 1.0 1.0 1.0 1.0
Human Services - 325
Human Services Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Management Analyst I Management Services Administrator Microcomputer Systems Analyst Microcomputer Systems Analyst, Senior Office Assistant Office Manager Programs Manager Self-Sufficiency Specialist I Self-Sufficiency Specialist II Self-Sufficiency Specialist, Senior Self-Sufficiency Supervisor Staff Technician II Support Technician Youth Detention Specialist II Youth Detention Specialist III Total
2.0 1.0 1.0 1.0 4.0 7.0 7.0 1.0 9.0 3.0 2.0 1.0 17.0 28.0 16.0 471.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 1.0
2.0 1.0 1.0 1.0 4.0 7.0 7.0 1.0 8.0 3.0 2.0 1.0 17.0 28.0 16.0 472.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Accounting Technician III Administrative Technician Benefit Programs Specialist I Benefit Programs Specialist, Senior Family Services Associate Family Services Worker I Fiscal Monitoring Specialist I Human Services Aide Management Analyst II Management Analyst III Youth Detention Specialist I Youth Detention Specialist II Youth Detention Specialist III Total
326 - Human Services
1.0 1.0 1.0 1.5 0.5 1.0 0.5 14.0 1.0 1.0 19.0 4.5 2.0 48.0
Norfolk Community Services Board Department Overview Founded in 1969, the Norfolk Community Services Board (NCSB) is the primary provider of public mental health, substance abuse, and developmental disability services for the most vulnerable persons needing those services in the City of Norfolk. NCSB serves over 6,000 infants, children, and adults annually through direct support and clinical services as well as community education, collaboration, and prevention programming. The NCSB became a city department in July 2012. Services are designed to meet the most pressing needs not available in the private sector. Primary goals of service delivery include clinical intervention and working with consumers to ensure they have assistance in addressing healthcare, housing, income, and overall personal needs. NCSB services are focused on persons experiencing the following that without acute intervention, long-term support, or intensive community support would have historically been institutionalized or faced disabling consequences: serious mental illness, serious emotional disturbances, substance abuse addictions, and developmental disabilities. These services are provided across seven NCSB service locations, as well as in state and local hospitals, housing programs, homeless shelters, private homes, group living settings, jails, courts, and schools.
Trends, Issues, and Initiatives ⦁ Make major infrastructure improvements to the city's homeless shelter, The Center, to increase bed capacity and meet the needs of the population ⦁ Enhance services for mental health and substance abuse ⦁ Improve capacity by addressing recruitment and retention ⦁ Creation of 9 Case Manager positions to increase the working hours of the Homeless Task Force. The additional positions will allow for more homeless outreach during non-traditional hours and weekends
Norfolk Community Services Board - 327
Norfolk Community Services Board Cost Recovery Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Charges for Services Miscellaneous Revenue Recovered Costs Categorical Aid - Virginia Carryforward Federal Aid Local Match Total
5,043,797 10,808 67,304 9,911,376 2,000,000 2,962,852 8,391,454 28,387,591
6,162,676 4,459 56,724 10,908,363 2,000,000 3,387,138 11,231,782 33,751,142
6,753,564 13,500 61,677 11,233,101 2,000,000 3,310,169 11,334,767 34,706,778
6,679,424 13,500 58,205 11,286,798 2,000,000 3,245,348 11,867,089 35,150,364
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
18,608,630 579,062 4,497,054 41,916 792,471 212,121 24,731,254
21,281,034 529,004 6,169,822 43,850 1,779,975 50,990 29,854,674
27,191,608 690,057 5,140,027 50,200 1,553,267 81,619 34,706,778
27,522,781 691,459 5,251,556 50,200 1,552,749 81,619 35,150,364
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,057,231 4,972,745 5,027,392 5,588,062 651,288 1,361,447 2,513,547 (2,506) 1,562,048 24,731,254
3,792,956 5,254,207 5,798,021 6,439,595 840,245 1,291,110 2,805,699 23,120 3,609,721 29,854,674
4,168,515 6,631,801 7,619,442 7,210,527 958,871 1,740,571 3,372,031 36,014 2,969,006 34,706,778
4,471,645 6,575,198 7,372,467 7,253,850 1,081,076 2,007,616 3,019,949 10,660 3,357,903 35,150,364
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
36 77 73.8 63.5 5 13
39 76 68.6 68.5 7 14
38 77 63 67 7 14
39 70 56.4 63 7 12
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Public Assistance Department Specific Appropriation Total
Program Budget Summary
Administrative Support Behavioral Health Community Support Crisis, Acute and Recovery Services Developmental and Youth Services Director's Office Housing and Homeless Services Medical Services Peer Recovery Services Shelter and Support Services Total
FTE Summary by Program Administrative Support Behavioral Health Community Support Crisis, Acute and Recovery Services Developmental and Youth Services Director`s Office Housing and Homeless Services 328 - Norfolk Community Services Board
Norfolk Community Services Board Medical Services Peer Recovery Services Shelter and Support Services Total
15.8 1 26.4 311.5
16.8 1 32.9 323.8
15.2 1 23 305.2
16.2 1 30 294.6
Norfolk Community Services Board - 329
Norfolk Community Services Board Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 371,849 (11.6) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This includes the reduction of several FTE that were previously frozen. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase funding for Homeless Task Force 471,400 9.0 Technical adjustment to increase funding for the Homeless Task Force. The Homeless Task Force will be gaining 9 reclassified positions from the department's other programs: 8 Case Manager III positions and 1 Case Manager IV position.
• Transfer funds to NCSB for Housing First 140,000 0.0 Technical adjustment to add funds to CSB's budget. The $140,000 will reside in CSB's Housing and Homeless Services program under the contractual services object line (5307). These funds are being removed from Housing First in the Community Initiatives program. • Increase funds for general liability & property insurance 33,703 0.0 Technical adjustment to increase the Norfolk Community Service Board General Liability & Property Insurance due to inflation and utilization. Costs are expected to increase by $33,703 from $259,253 in FY 2026 to $292,956 in FY 2027. • Increase funds for rent at 5505 Robin Hood Road 9,720 0.0 Technical adjustment to increase the Norfolk Community Services Board's (NCSB) Robin Hood Rd. rental lease costs due to inflation and utilization. Costs are expected to increase by $9,720 from $167,724 in FY 2026 to $177,444 in FY 2027. • Increase funds for rent at 835 Glenrock Rd. Suite 1 2,125 0.0 Technical adjustment to increase Norfolk Community Service Board's rental agreement funds for 835 Glenrock Road due to inflation and utilization. • Decrease funds for rent at 7460 & 7464 Tidewater Drive (75,631) 0.0 Technical adjustment to decrease the Norfolk Community Services Board's Tidewater Dr. rental lease costs. Costs are expected to decrease by $75,631 from $615,297 in FY 2026 to $539,666 in FY 2027. • Technical adjustment to reduce temporary position funding Technical adjustment to reduce temporary position funding based on historic spending.
(100,000)
0.0
• Transfer positions to fire department (409,580) Technical adjustment to move eight positions from the Community Services Board to the Fire Department. A corresponding adjustment can be found in Fire's budget.
(8.0)
Total
(10.6)
330 - Norfolk Community Services Board
443,586
Norfolk Community Services Board Performance Measures: Behavioral Health Community Support
Community support and well-being
The Behavioral Health Community Support program provides services to adults with serious mental illness and/or substance use disorders to assist them to improve and maintain their whole health and their community stability. Services include intake, case management, in-home skill-building, benefits acquisition, intensive community support, hospital discharge assistance, medication management, housing assistance, and direct provision of needed resources. Services are provided in the office and in the community. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of Assertive Community Treatment (ACT) clients who avoid psychiatric hospitalization
90
90
92
90
90
Percent of case management clients that are contacted at least monthly
95
86
97
95
95
Percent of clients scheduled for CSB service within 10 days
86
84
86
86
86
Crisis, Acute and Recovery Services
Community support and well-being
The Crisis, Acute, and Recovery Services program focuses on critical intercepts in the behavioral health system. This division provides emergency and crisis response services; crisis stabilization; crisis intervention team collaboration and assessment center; services to the jails, drug court, and mental health courts; acute and recovery-based substance abuse treatment, and crisis-focused outpatient therapy. This division is the home for the emerging mobile crisis services affiliated with the Marcus Bill. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percentage of individuals with annual physicals to include blood collections, U/A, TB testing, Hepatitis and Syphilis testing.
Developmental and Youth Services
90
80
80
85
85
Community support and well-being
The Developmental and Youth Services program focuses on interventions and support services for youth with behavioral health concerns, infants born with developmental concerns, and persons across their lifespan with intellectual/developmental disabilities. The division also provides prevention programming to promote healthy choices for youth, promote suicide prevention, provide strategic interventions for at-risk youth, and conduct trainings on overdose reversal and mental illness.
Norfolk Community Services Board - 331
Norfolk Community Services Board Performance Target
FY 2024 Actual
Number of Individuals Trained in Adverse Childhood Experiences, Mental Health First Aid, and REVIVE.
350
63
230
250
270
Percent of children graduating from the program who have overcome their developmental disability-related barriers to education and will not need pre-school special education
45
74
77
75
75
Percent of enhanced case management individuals that have a face-to-face assessment monthly (no more than 40 days from the last assessment)
90
86
90
90
90
Performance Measures
Housing and Homeless Services
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Community support and well-being
The Housing and Homeless Services Division provides an array of programs and interventions to address homelessness in Norfolk. Outreach services are designed to meet basic human needs while providing case management and advocacy to assist the individual in moving out of homelessness and into appropriate housing. Services and resources assist persons in exiting homelessness including a 100-bed emergency shelter for homeless individuals, rapid re-housing for individuals who need a temporary subsidy, and two permanent supportive housing programs with over 250 units of housing for persons needing long-term supports. This division also provides policy development and community engagement towards the mission that homelessness is rare, brief, and non-recurring. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of Permanent Support Housing consumers who remain housed for 12 months after entry
80
92
98
95
95
Percent of persons contacted through outreach who engage with team for the provision of services
50
61
61
63
63
Medical Services
Community support and well-being
The Medical Services program provides medical, psychiatric, nursing, and pharmacy services across the department. The primary service locations are: Integrated Care Clinic; Assertive Community Treatment Program; Opioid Treatment Program; Buprenorphine Clinic; Child and Adolescent Services I-Care Clinic; and Adult Intake (primary care screenings). Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of initial psychiatric evaluation appointments offered within 15 days of referral for high-risk clients
95
95
95
95
95
Percent of initial psychiatric evaluation appointments within 30 days of referral
85
45
60
60
70
332 - Norfolk Community Services Board
Norfolk Community Services Board Peer Recovery Services
Community support and well-being
The Division of Peer Recovery Services is a forward-leaning project providing access to peer recovery services through assertive grant applications and development of internal and external support. The primary services of the Peer Recovery Services Division are the Peer Recovery Drop-In Center and the Peer Warm Line. Peer Recovery services are additionally integrated across the department's behavioral health, crisis, housing, and prevention services. This division also works in the community providing recovery outreach and education to businesses, communities, and organizations. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of visits to the Peer Recovery Drop-In Center
300
2,860
1,120
1,200
1,300
Numbers of contacts with persons through the Peer Recovery Warm Line
1,300
966
222
900
1,100
Shelter and Support Services
Community support and well-being
The Division of Shelter and Support Services is a newly created division in which the CSB provides shelter to homeless individuals through two programs. The Center on Tidewater Drive provides 100 shelter beds for single adults experiencing homelessness in Norfolk, with the capacity to add 40 additional beds during weather emergencies. In addition to overnight shelter, The Center offers day services year-round which include showers, laundry, lunch, connection to case management staff, and employment services. This year, the CSB has also implemented temporary hotel-based shelter services to meet emergent placement needs for individuals and families experiencing homelessness. This program provides immediate relief from the elements while outreach team members work to identify shelter placements and long-term housing solutions for individuals and families in Norfolk.
Performance Measures
Percent of persons graduating from shelter who leave with sustainable resources
Performance Target
FY 2024 Actual
50
55
FY 2025 FY 2026 Actual Projection
55
55
FY 2027 Proposed
55
Norfolk Community Services Board - 333
Norfolk Community Services Board Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant I Accountant II Accountant III Accounting Supervisor Accounting Technician II Accounting Technician III Administrative Analyst Administrative Assistant I Administrative Assistant II Administrative Manager Administrative Technician Assistant Director III Case Manager I Case Manager II Case Manager III Case Manager IV Chief Medical Officer Chief of Nursing Clinical Coordinator Clinical Supervisor Clinician Community Crisis Responder II Counselor III Counselor IV Custodian Data Quality Control Analyst Division Head Early Childhood Special Educator I Emergency Services Counselor I Emergency Services Counselor II Executive Director CSB Facilities Manager Family Services Associate Human Services Aide Information Technology Planner Licensed Practical Nurse Maintenance Mechanic I Maintenance Mechanic II Maintenance Mechanic III 334 - Norfolk Community Services Board
2.0 2.0 2.0 1.0 3.0 1.0 1.0 7.0 8.0 1.0 3.0 2.0 2.0 8.0 66.0 14.0 1.0 1.0 4.0 3.0 9.0 4.5 9.0 3.0 6.0 3.0 7.0 5.0 9.5 6.0 1.0 1.0 1.0 9.0 1.0 8.4 2.0 1.0 1.0
0.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 1.0 0.0 3.0 (1.0) (3.0) (1.0) 0.0 0.0 1.0 0.0 (1.0) (0.5) (1.0) 0.0 0.0 (2.0) 0.0 0.0 (1.0) (3.0) 0.0 0.0 (1.0) 0.0 0.0 1.0 0.0 0.0 0.0
2.0 2.0 2.0 1.0 4.0 1.0 1.0 7.0 8.0 1.0 4.0 2.0 5.0 7.0 63.0 13.0 1.0 1.0 5.0 3.0 8.0 4.0 8.0 3.0 6.0 1.0 7.0 5.0 8.5 3.0 1.0 1.0 0.0 9.0 1.0 9.4 2.0 1.0 1.0
Norfolk Community Services Board Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Management Analyst I Management Analyst II Management Analyst III Medical Records Administrator Mental Health Professional Microcomputer Systems Analyst Nurse Coordinator - Supervisor Nurse Practitioner Operations Controller Peer Recovery Specialist II Peer Recovery Specialist III Peer Recovery Specialist IV Pharmacist Pharmacy Technician Physician Practice Manager Program Administrator Program Coordinator Program Supervisor Programmer/Analyst III Programs Manager Project Manager Projects Manager, Senior Psychiatrist Records & Information Clerk Registered Nurse I Reimbursement Supervisor Reimbursement Technician Support Technician Total
3.0 7.0 2.0 1.0 3.0 0.0 2.0 1.0 1.0 1.0 3.1 1.0 2.0 1.0 0.5 2.0 13.0 5.0 4.0 1.0 10.0 1.0 1.0 3.6 2.0 4.6 1.0 3.0 6.0 305.2
(1.0) 0.0 1.0 0.0 (1.0) 1.0 0.0 0.0 0.0 1.0 (0.1) (1.0) 0.0 0.0 0.0 0.0 1.0 (1.0) (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 (1.0) (10.6)
2.0 7.0 3.0 1.0 2.0 1.0 2.0 1.0 1.0 2.0 3.0 0.0 2.0 1.0 0.5 2.0 14.0 4.0 3.0 1.0 10.0 1.0 1.0 3.6 2.0 3.6 1.0 3.0 5.0 294.6
Norfolk Community Services Board - 335
Norfolk Community Services Board Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Administrative Assistant II Case Manager I Case Manager III Clinician Community Crisis Responder II Counselor III Emergency Services Counselor I Licensed Practical Nurse Management Analyst III Peer Recovery Specialist III Physician Program Supervisor Psychiatrist Total
336 - Norfolk Community Services Board
0.5 2.0 4.0 1.5 1.0 0.5 0.5 0.5 2.0 1.1 1.0 1.0 4.0 19.5
Public Health Department Overview The Norfolk Department of Public Health (NDPH) serves as a leader and coordinator of Norfolk's community health system. In conjunction with the state and federal governments, and partners in the public and private health sectors, NDPH plays a fundamental role in protecting and promoting the well-being of all people in Norfolk. This is achieved through services such as: communicable disease surveillance, investigation and control; community health assessment, promotion and education; environmental health hazards protection; child and mother nutrition; emergency preparedness and response; medical care services; and vital records and health statistics.
Trends, Issues, and Initiatives ⦁ Offer a new clinic and community outreach location on the north side of the city ⦁ Enhance Virginia Cooperative Extension (VCE) program with a new Family and Consumer Sciences Agent ⦁ Debut of the GPS-based applications to track mosquito and rodent trapping, treatment, and code enforcement activities ⦁ Investment in better abatement operation and code enforcement tools: tablets, docking stations, and vehicle workstations. Adding positions to the Vector Control operations, one Code Enforcement Team Leader and one Inspector
Public Health - 337
Public Health FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
251,509 117,015 199,490 286,650 2,264,171 3,118,835
386,577 99,208 108,663 216 2,359,904 2,954,569
432,591 99,673 156,987 1,880 2,498,908 3,190,039
618,292 99,673 156,987 111,880 2,498,908 3,485,740
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
2,134,822 79,052 904,961 3,118,835
2,224,845 92,777 636,946 2,954,569
2,364,660 130,858 694,521 3,190,039
2,364,660 130,858 990,222 3,485,740
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
2,704,169 414,666 3,118,835
2,954,569 0 2,954,569
3,190,039 0 3,190,039
3,485,740 0 3,485,740
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
7 7.0
7 7.0
7 7.0
9 9.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary City-State Public Health Agreement Cooperative Extension Vector Control Total
Vector Control Total
338 - Public Health
Public Health Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 65,153 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Update equipment and technology at Vector Control 230,548 2.0 Provide funds for one permanent full-time Code Enforcement Team Lead position and one permanent full-time Refuse Inspector position to support the city's bulk container enforcement program. One-time funds are included to support purchasing equipment: tablets, docking stations, and vehicle working stations to modernize mosquito and rodent abatement operations. Funds will also support expanding vector control services to replace mosquito trapping and spraying equipment and therein to purchase additional insecticides to meet growing utilization. Total
295,701
2.0
Public Health - 339
Public Health Performance Measures: City-State Public Health Agreement
Community support and well-being
The City-State Public Health Agreement program carries out the services required by local health departments, including communicable disease surveillance, investigation and control; community health assessment, promotion and education; environmental health hazards protection; child and mother nutrition; emergency preparedness and response; medical care services; and vital records and health statistics.
Cooperative Extension
Community support and well-being
The Virginia Cooperative Extension (VCE) program incorporates the 4-H program for youth, agriculture and natural resources critical to the community, the Master gardener program to promote sustainable landscapes, and the family nutrition program.
Vector Control
Community support and well-being
The Vector Control program provides protection to Norfolk residents by monitoring and controlling mosquitos, rodent and rat inspections, and bulk trash container permitting and monitoring. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Catch basins treated
15,000
6,912
11,763
13,541
15,000
400
247
387
395
415
4,000
1,517
1,693
3,676
4,750
200
185
185
225
225
1,000
247
557
708
850
Service requests for mosquito control completed Sites inspected for mosquito breeding Trash container complaints Trash container sites permitted
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Codes Enforcement Team Leader Environmental Health Assistant I Environmental Health Assistant II Groundskeeper Crew Leader Refuse Inspector Total
0.0 3.0 1.0 1.0 2.0 7.0
1.0 0.0 0.0 0.0 1.0 2.0
1.0 3.0 1.0 1.0 3.0 9.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Environmental Health Assistant I Total 340 - Public Health
0.5 0.5
Public Safety
Public Safety - 341
342 - Public Safety
Fire-Rescue Department Overview Norfolk Fire Rescue (NFR) provides all hazards emergency response services to the community, including emergency medical services, fire suppression and investigation, public education, technical rescue, water rescue, hazardous materials response, and a variety of community engagement activities. Our mission is to protect life, property, and the environment by providing public education, preventing, and suppressing fires, mitigating hazards, and caring for the sick and injured. All initiatives and response activities reflect our core values of accountability, integrity, respect, professionalism, safety, and innovation. NFR responds to more than 50,000 emergency incidents each year with a workforce of over 550 sworn personnel, generating over $10 million annually through emergency medical services, occupancy permits, and other functions performed by the Fire Marshal Division.
Trends, Issues, and Initiatives ⦁ Like many fire and EMS agencies nationwide, the department is experiencing staffing shortages. In response, NFR is implementing innovative recruitment and retention initiatives to strengthen staffing levels ⦁ To address evolving trends in emergency medicine, the department has expanded its EMS Division and increased Community Outreach initiatives to better support both emergent and non emergent medical needs of residents ⦁ With the continued growth of departmental divisions and a steady rise in emergency incidents, NFR is expanding leadership development efforts to support organizational growth and ensure a safe, effective, and efficient workforce
Fire-Rescue - 343
Fire-Rescue
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
42,102,289 2,586,296 487,566 187,887 45,364,038
60,033,122 2,835,854 956,545 261,995 64,087,516
63,716,494 3,528,509 949,074 360,822 68,554,899
67,600,441 3,754,457 590,514 169,434 72,114,846
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,992,352 17,225,090 2,606,173 17,188,398 1,874,696 4,477,329 45,364,038
2,475,352 25,016,317 2,935,783 23,110,382 3,037,217 7,512,465 64,087,516
2,344,109 29,255,276 3,079,167 21,007,404 2,366,144 10,502,799 68,554,899
2,229,469 27,616,481 2,934,292 21,769,463 2,367,046 15,198,095 72,114,846
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
34,851,801 10,512,237 45,364,038
53,019,036 11,068,479 64,087,515
59,096,608 9,458,291 68,554,899
62,078,398 10,036,448 72,114,846
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
19 224 3 222 13 45 526.0
21 207 3 217 16 64 528.0
20 241 3 229 12 49 554.0
19 257 2 203 14 101 596.0
Program Budget Summary
Community Risk Reduction Emergency Medical Services (EMS) Transport Facility, Equipment, and Fleet Maintenance Fire-Rescue Services Office of Fire-Rescue Chief Training and Education Total
Community Risk Reduction Emergency Medical Services (EMS) Transport Facility, Equipment, and Fleet Maintenance Fire-Rescue Services Office of Fire-Rescue Chief Training and Education Total
344 - Fire-Rescue
Fire-Rescue Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Remove one-time funds for Paramedics/EMS Division staffing (6,388) Remove one-time funds provided in FY 2026 for equipment for Paramedic and Fire Captain positions within the Emergency Medical Services Transportation program.
0.0
• Remove one-time funds for drug box exchange initiative (185,000) 0.0 Remove one-time funds provided in FY 2026 for starting the drug box initiative within the Emergency Medical Services (EMS) Transportation Program.
• Update base program costs (592,226) 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions,and a step increase for sworn positions effective October 2026, civilian positions will receive a step January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for Fourth Shift Implementation 1,856,304 34.0 Provide funds for 34 Firefighter - Advanced positions with the Emergency Medical Services (EMS) Transport Program. These additional positions will help move towards a fourth shift staffing model. • Provide funds for emergency blood 52,000 0.0 Provide funds to acquire blood within the Emergency Medical Services (EMS) Transport Program. Administering blood prior to arrival at the hospital significantly increases the likelihood trauma victims will survive. • Provide funds to support annual hose testing 22,000 0.0 Provide funds to support annual hose testing within the Fire-Rescue Services Program. The department conducts hose testing annually to ensure their apparatus are compliant with the National Fire Protection Association's standards. • Technical adjustment to increase overtime Technical adjustment to increase funding for overtime based on utilization.
2,000,000
0.0
• Transfer positions for fourth shift implementation 409,580 8.0 Technical adjustment to transfer eight positions from other departments to the Fire-Rescue Department to be utilized for the fourth shift implementation. These positions will be Paramedic EMT (Emergency Medical Transportation) positions, which will enable the department to transition towards a fourth shift staffing model. This request also includes one-time funding for equipment for the new positions. • Increase funds for Tazwell Building lease 3,677 0.0 Technical adjustment to provide funds for increased rent at the Tazwell Building based on the existing lease. Total costs will increase by $3,677 from $245,135 in FY 2026 to $248,812 in FY 2027.
Total
3,559,947
42.0
Fire-Rescue - 345
Fire-Rescue Performance Measures: Community Risk Reduction
Safe engaged and informed community
The Community Risk Reduction program consists of inspections of commercial establishments, nursing homes, hospitals, schools, as well as industrial/hazardous materials sites within the City of Norfolk. Inspections are conducted to enforce compliance with the Virginia Statewide Fire Prevention Code. The program is also responsible for determining the origin and cause of fires and explosions that occur. This includes investigation and prosecution of all offenses involving hazardous materials, fires, firebombings, bombings, attempts or threats to commit such offenses, false alarms relating to such offenses, possession and manufacturing of explosive devices, substances, and firebombs, as well as suspected acts of terrorism. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of fire code inspections
4,000
3,631
3,050
3,500
3,800
Total number of fire investigations
325
310
336
320
330
Total number of fires
850
827
858
790
825
Emergency Medical Services (EMS) Transport
Safe engaged and informed community
The Emergency Medical Services (EMS) Transport program consists of licensed Medical Transport Units staffed with rotating cross-trained and certified Fire and EMS personnel who provide both basic and advanced life support evaluation, care, and transport to area hospitals. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of patients using ventilators during transport
200
0
0
100
200
Percentage of Advanced Life Emergency Medical Services calls with a total response time of nine minutes or less
90
94
94
94
94
44,000
41,333
42,947
45,600
48,400
Total number of medical-related calls
Facility, Equipment, and Fleet Maintenance
Safe engaged and informed community
The Facility, Equipment, and Fleet Management program ensures that all fire stations and other properties are kept in functional working order, investigates and recommends various station projects, and coordinates with other city departments for the renovation and repair of existing fire stations. This program coordinates with the Department of General Services to oversee and manage Fire-Rescue's fleet of over 143 vehicles. This includes scheduling routine and emergency vehicle repairs, and serving as the liaison with Fleet and Purchasing for the replacement of vehicles. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percentage of physical equipment beyond its useful life
50
50
50
53
65
Percentage of vehicles that are beyond their useful life span
35
20
38
30
46
346 - Fire-Rescue
Fire-Rescue Fire-Rescue Services
Safe engaged and informed community
The Fire-Rescue Services program consists of cross-trained fire and emergency medical service providers who provide fire suppression, basic and advanced emergency medical care and treatment, technical rescue, hazardous materials response, marine firefighting and water rescue, and other 911 fire service requests in emergent situations within the city as well as throughout the Hampton Roads region as part of Automatic Aide / Mutual Aide responses. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of employees screened for cancer
460
N/A
438
450
450
Percentage of calls for water rescue responded to in less than five minutes
53
50
54
58
56
Percentage of fire calls with a total response time of five minutes and 20 seconds or less
80
75
76
71
75
Training and Education
Safe engaged and informed community
The Training and Education program provides training, education, and employee development for all sworn recruit and incumbent personnel. This includes both basic and advanced levels of fire and emergency medical certifications, promotional requirements, supervisory development, and continuing education to meet all local, state, and federal requirements. The Public Education program provides education and training for civilians of all ages in both public and private sector. Areas of emphasis include fire prevention, basic fire safety guidelines to follow, and additional resources available to citizens (i.e., smoke detector programs, fire extinguisher training, exit strategies for home or business, and fire setters' program for troubled youth). Training and education audiences span from early childhood education to civic leagues, and even to assisted living facilities for elderly residents. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of annual fire calls associated with cooking (reduced through increased community outreach)
100
109
124
106
100
Number of participants reached through community outreach efforts emphasizing prevention of cooking fires
4,000
4,584
4,800
4,900
5,000
Number of residential contacts that lead to resident awareness and installation of smoke alarms
200
67
232
230
225
Fire-Rescue - 347
Fire-Rescue Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Assistant II Administrative Technician Assistant Fire Chief Assistant Fire Marshal Battalion Fire Chief Chief of Fire-Rescue Deputy Fire Chief Deputy Fire Marshal Executive Assistant Fire Captain Fire Inspector Fire Lieutenant Firefighter EMT - Advanced Firefighter EMT-I Firefighter EMT-P Firefighter Recruit Media Production Specialist Paramedic (EMT) Programmer/Analyst III Total
3.0 1.0 4.0 3.0 16.0 1.0 1.0 1.0 1.0 54.0 11.0 39.0 241.0 23.0 95.0 38.0 1.0 20.0 1.0 554.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 34.0 (3.0) (13.0) (9.0) 0.0 33.0 0.0 42.0
3.0 1.0 4.0 3.0 16.0 1.0 1.0 1.0 1.0 54.0 11.0 39.0 275.0 20.0 82.0 29.0 1.0 53.0 1.0 596.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Business Analyst Firefighter EMT - Advanced Firefighter Recruit Public Safety Intern Total
348 - Fire-Rescue
0.8 9.0 5.0 2.0 16.8
Office of Emergency Management Department Overview Emergency Management coordinates the city's efforts to prepare for, respond to, recover from, and mitigate the impacts of disasters and emergencies. The department works with city departments, public safety agencies, regional partners, state and federal agencies, and community organizations to ensure Norfolk is ready for incidents ranging from severe weather and flooding to major special events and public safety emergencies. Emergency Management operates the city's Emergency Operations Center (EOC), supports emergency planning and training across departments, and coordinates disaster response during major incidents. The department also leads public preparedness initiatives; helping residents and businesses understand how to stay safe and resilient before, during, and after emergencies. Through planning, coordination, and community outreach; Norfolk Emergency Management helps protect lives, property, and the continuity of city services.
Trends, Issues, and Initiatives ⦁ Increasing Frequency of Severe Weather and Flooding: Norfolk continues to face growing impacts from coastal flooding, hurricanes, and severe storms; requiring enhanced preparedness, response coordination, and public communication efforts ⦁ Regional and Large-Scale Event Planning: Major regional events such as Sail250 and other waterfront activities require extensive interagency planning and coordination with federal and maritime partners ⦁ Enhancing Emergency Communication and Public Alerting: The department is expanding tools and partnerships to improve how emergency information is shared with residents, including mass notification systems, public preparedness campaigns, and coordinated messaging during emergencies ⦁ Strengthening Community Preparedness and Volunteer Programs: Emergency Management continues to expand programs such as CERT, community outreach initiatives, and partnerships with local organizations to build a more resilient Norfolk
Office of Emergency Management - 349
Office of Emergency Management
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Total
5,437,245 301,682 537,858 4,331 6,281,116
486,677 14,313 43,132 0 544,121
522,422 10,000 108,200 0 640,622
542,715 10,000 108,200 0 660,915
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
5,220,426 135,949 88,032 471,929 364,780 6,281,116
0 110,619 120,698 312,805 0 544,121
0 519,266 28,046 93,310 0 640,622
0 218,472 128,818 313,625 0 660,915
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Federal Funding Total
6,281,116 0 6,281,116
470,246 73,875 544,121
640,622 0 640,622
660,915 0 660,915
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
73 1 1 4 3 82.0
0 2 1 1 0 4.0
0 4 0 0 0 4.0
0 1 1 2 0 4.0
Program Budget Summary
911 Emergency Communications Emergency Management FEMA Hazard Mitigation Leadership and Support Training, Outreach, and Data Services Total
911 Emergency Communications Emergency Management FEMA Hazard Mitigation Leadership and Support Training, Outreach, and Data Services Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 20,293 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Total
350 - Office of Emergency Management
20,293
0.0
Office of Emergency Management Performance Measures: Emergency Management
Safe engaged and informed community
The Emergency Management Program assists in the development and implementation of comprehensive disaster planning, mitigation, and response activities under the provisions of city and state statutes. It also assists in planning for present and future needs and improvements in the Emergency Operations Center's (EOC) operations as related to natural and man-made disaster preparedness. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of Community Emergency Response Team volunteer hours, including outreach and training
1,500
1,404
1,194
1,300
1,300
Number of community outreach events held
175
100
100
150
175
Number of emergency management exercises conducted by the Norfolk OEM and number of external emergency management exercises attended by staff
50
30
40
50
50
Number of media interviews conducted by Norfolk Emergency Management staff
30
20
25
30
30
Number of participants in Emergency Management community outreach events, including for civic leagues and school groups
46,000
42,000
45,000
45,500
46,000
Number of subscribers to current alert notification system
15,000
13,025
13,364
14,000
14,250
Number of training events conducted by Norfolk Emergency Management
100
75
84
90
90
Number of visitors to Emergency Management website
20,000
8,805
10,784
12,000
13,000
Percent of participants satisfied with training
100
90
90
95
95
Percentage of outreach event participants citing increased knowledge and awareness of emergency preparedness topics
95
90
90
95
95
1,000
95
340
520
720
Staff Hours per community outreach/training/presentations conducted
FEMA Hazard Mitigation
Safe engaged and informed community
The Federal Emergency Management (FEMA) Hazard Mitigation Program works to reduce loss of life and property by lessening the impact of disasters for residents in the most flood-prone areas. This is achieved through regulations, local ordinances, land use, building practices, and mitigation projects that reduce or eliminate long-term risk from hazards and their effects.
Office of Emergency Management - 351
Office of Emergency Management Performance Measures
Dollar value of grants secured by Emergency Management
Performance Target
FY 2024 Actual
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
113,617
113,617
638,367
133,617
262,617
Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Analyst Deputy Emergency Management Coordinator Emergency Management Coordinator Project Manager Total
352 - Office of Emergency Management
1.0 1.0 1.0 1.0 4.0
0.0 0.0 0.0 0.0 0.0
1.0 1.0 1.0 1.0 4.0
Police Department Overview The Norfolk Police Department (NPD) provides professional community-focused public safety services to protect life and property and support a safe thriving city. The department emphasizes trust, transparency, and collaboration with residents while using modern tools and data to guide its work. NPD's services are organized across several core areas: ⦁ Community Safety and Engagement: Responds to calls for service, works closely with neighborhoods, and partners with residents to address quality-of-life concerns ⦁ Investigations and Specialized Support: Conducts follow-up investigations, supports victims, and applies specialized expertise to resolve complex cases ⦁ Real Time Crime Center (RTCC): Provides real-time information and technological support to enhance awareness, improve response, and assist in solving crimes ⦁ Administrative and Professional Services: Oversees recruitment, training, technology systems, and internal operations to ensure efficient and responsible service delivery
Trends, Issues, and Initiatives ⦁ Staffing levels remain below authorized strength, requiring careful prioritization of services and continued recruitment and retention efforts ⦁ Increasing service demands and community expectations place additional pressure on available resources ⦁ Rapid technological change requires ongoing investment in tools, training, and cybersecurity to keep pace with modern policing needs ⦁ Strengthening community partnerships through neighborhood engagement, youth outreach, and collaborative problem-solving efforts that build trust and support ⦁ Maintaining low crime rates by using data, community feedback, and coordinated prevention strategies that focus on early intervention and shared responsibility ⦁ Investing in modern technology to improve officer safety, enhance investigative capabilities, and support transparent accountable policing
Police - 353
Police FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
58,928,700 3,503,795 3,079,156 2,064,243 174,129 67,750,023
83,869,660 3,556,799 3,515,287 2,839,848 0 93,781,593
85,980,062 4,135,630 3,437,828 2,806,190 0 96,359,710
88,918,469 4,513,563 3,623,229 3,279,190 0 100,334,451
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
5,986,724 751,513 15,109,484 2,012,348 0 674,852 2,769,478 1,724,796 29,255,436 1,737,346 3,593,102 429,059 1,208,045 2,497,840 67,750,023
8,165,018 745,048 18,247,700 2,319,117 6,682,688 639,805 3,210,658 3,702,870 39,319,843 1,843,492 4,204,259 515,009 1,469,775 2,716,313 93,781,593
8,137,838 855,980 18,733,661 1,657,233 7,074,226 627,701 3,652,036 3,241,663 41,060,878 1,876,237 3,497,475 859,343 1,381,583 3,703,856 96,359,710
7,977,621 873,304 19,709,648 1,842,332 7,545,607 651,648 3,521,289 3,873,113 42,602,855 1,975,512 4,275,259 972,149 1,345,205 3,168,909 100,334,451
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues State Funding Total
52,720,365 657,871 14,371,787 67,750,023
76,910,285 1,985,027 14,886,281 93,781,593
75,346,839 6,126,569 14,886,302 96,359,710
82,900,537 2,547,612 14,886,302 100,334,451
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
23 10 161 28 0 11 15
43 10 146 21 81 7 10
47 8 144 15 82 8 18
43 9 142 17 82 7 16
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary Administrative Support Community Relations Crime Investigations Crowd, Traffic, and Special Events Management Emergency 911 Division Internal Affairs Office of Police Chief Operational and Analytical Intelligence Patrol Services Property and Evidence Records Management Special Operations - Animal Protection Special Operations - K9 Training Total
Administrative Support Community Relations Crime Investigations Crowd, Traffic, and Special Events Management Emergency 911 Division Internal Affairs Office of Police Chief 354 - Police
Police Operational and Analytical Intelligence Patrol Services Property and Evidence Records Management Special Operations - Animal Protection Special Operations - K9 Training Total
10 353 10 54 8 21 46 750.0
19 395 14 44 8 12 28 838.0
24 394 15 42 8 11 24 840.0
24 409 15 49 8 11 19 851.0
Police - 355
Police Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Remove one-time funds for pre-employment background checks (6,000) 0.0 Remove one-time funds provided in FY 2026 for moving pre-employment background checks for all city employees to the Police Department. • Update base program costs 938,407 11.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase for sworn positions effective October 2026, civilian positions will receive a step January 2027. Funding is also included for various compression based adjustments and to support the cost of changing the time in position requirements to become a Master Police Officer, and to recognize 11 permanent FTE positions that were added mid fiscal year. This adjustment also includes various reallocations of funding to improve efficiencies and focus on core services. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds to procure nine mobile trailer cameras 350,000 Provide one-time funds to procure nine mobile trailer cameras within the Operational and Analytical Intelligence Program. Mobile trailer cameras can be repositioned frequently to monitor emerging criminal activity.
0.0
• Provide funds to support detective training 140,000 0.0 Provide one-time funds to support detective training within the Crime Investigations Program. Modernized training protocols will yield more actionable evidence and provide better support to victims. This training is not completed annually; thus, ongoing funding past FY 2027 is not needed. • Provide funds to replace Training Center storage trailer 128,000 0.0 Provide one-time funds to replace the trailer at the Training Center within the Training Program. The trailer at the Training Center is used by the department to store supplies and equipment.
• Provide funds to repair the firing range 80,000 0.0 Provide one-time funds to repair the firing range within the Training Program. Funds will be used to repair the knee wall and rubber block. This equipment helps reduce damage to firing range targets. • Provide funds to support cellular services 50,000 Provide funds to support select cellular service costs within the Crime Investigations Program. Vendors were previously not charging the department for select cellular services; however, vendors are now charging the department to utilize these services.
0.0
• Technical adjustment to overtime Technical adjustment to overtime based on historic utilization.
2,000,000
0.0
285,310
0.0
• Increase funding for fleet expenses Technical adjustment to increase funding related to fuel use and vehicle maintenance.
• Fund rent increase for Tazewell Building 4,761 0.0 Technical adjustment to provide funds for increased rent at the Tazewell Building based on the existing lease. Total costs will increase by $4,761 from $317,372 in FY 2026 to $322,133 in FY 2027.
356 - Police
Police • Increase funds for electronic evidence gathering contract 4,263 Technical adjustment to provide funds for contractual increases in electronic evidence gathering. Total costs will increase by $4,263 from $53,293 in FY 2026 to $57,556 in FY 2027.
0.0
Total
11.0
3,974,741
Police - 357
Police Performance Measures: Community Relations
Safe engaged and informed community
The Community Relations Program coordinates departmental community engagement and partnership events, facilitates and supports departmental initiatives through community outreach, and offers education and awareness programs to recognize and combat crime. The program also offers youth engagement programs to promote positive youth development, foster positive relationships, and open the lines of communication between police and youth. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of participants in the crime prevention program
20,000
2,000
20,218
23,000
24,000
Number of participants in the security survey
200
100
92
200
250
Crime Investigations
Safe engaged and informed community
The Crime Investigations Program investigates reported felony and serious misdemeanor offenses occurring within the jurisdiction of Norfolk. It is the responsibility of the division to identify, arrest, and present offenders to the judicial system. The program consists of various divisions of narcotics investigation and enforcement, property and violent crime investigations, vice investigations and enforcement, and gang suppression. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Homicide clearance rate (percentage)
74
87
72
74
74
Index crime levels for violent crime
1,067
847
708
1,067
1,067
Crowd, Traffic, and Special Events Management
Safe engaged and informed community
The Crowd, Traffic, and Special Events Management program provides traffic enforcement, major vehicle accident response and investigation, special event security, funeral and special escorts, school crossing guards, and harbor patrol. Harbor patrol ensures the safe flow of vessels in the Norfolk Harbor and enforces state and city codes for recreational boating. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Total number of code violations issued for recreational boating
Total number of overtime hours used to staff special events Total number of special event staffed per year
Emergency 911 Division
396
300
312
345
400
2,500
2,271
2,270
2,500
2,500
20
19
18
20
20
Safe engaged and informed community
The Emergency 911 Division is structured to provide public access for critical 911 and non-emergency response from public safety personnel, such as police, fire, and medics by being staffed on a 24-hour basis seven days a week. Capable of accessing a link of interoperability between agencies through mutual aid responses, including neighboring cities, federal agencies, and inter-city agencies; the program is an immediate communication providing a measure of safety and security to the field personnel and the public. 358 - Police
Police Performance Measures
Number of valid (non-misdialed) 911 calls answered Percentage of 911 calls responded to within 10 seconds Total number of dispatched events
Performance Target
FY 2024 Actual
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
163,774
167,608
162,497
165,052
163,774
80
59
63
70
80
277,903
269,080
280,847
274,960
277,903
Internal Affairs
Safe engaged and informed community
The Internal Affairs Program investigates resident complaints involving excessive force, abuse of authority, ethnic slurs, and civil rights violations, as well as investigating complaints made by department members against other department members. This program also performs inspections within the department and conducts required training and documentation to maintain accreditation. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Total number of annual complaints
244
Operational and Analytical Intelligence
204
217
230
244
Safe engaged and informed community
The Operational and Analytical Intelligence Program is responsible for the collection, organization, analysis, maintenance, and dissemination of data concerning specific crimes, criminal activities and/or threats to the community. The program is also responsible for the collection, organization, analysis, maintenance, and dissemination of data concerning threats to public officials, judges, and other dignitaries. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Video streams in Fusus software
3,800
Patrol Services
0
0
3,000
3,500
Safe engaged and informed community
The Patrol Services Program performs routine patrols throughout the city, responds to calls for service, and performs other law enforcement duties associated with arrests and/or convictions. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of calls for service Number of calls for service handled through the Public Safety Aide Program
Property and Evidence
292,874
218,497
214,815
244,674
256,907
300
0
0
150
300
Safe engaged and informed community
The Property and Evidence Program receives, documents, and stores all property and evidence acquired by officers; maintains and protects the chain of evidence of all items in custody; and properly disposes of items by returning property to the rightful owner and disposing of it in accordance with existing laws.
Police - 359
Police Performance Target
FY 2024 Actual
Amount of illegal drugs destroyed
450
423
1,435
480
450
Number of guns destroyed
340
369
408
360
340
Performance Measures
Records Management
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Safe engaged and informed community
The Records Management Program is responsible for providing accident reports and incident reports, performing background checks, processing applications for taxi permits and precious metal permits, Virginia Department of Alcoholic Beverage Control licenses, bicycle licenses, and collecting false alarm fees. The program also handles expungements, sign-ins for sex offenders, felony registration, and fingerprinting. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of background checks
2,527
2,560
2,935
3,100
3,375
Total number false alarms/permits
8,100
9,974
7,665
8,000
8,100
Special Operations - Animal Protection
Safe engaged and informed community
The Animal Protection Program is responsible for the enforcement of animal laws including stray animal apprehension, license violations, rabies enforcement, and cruelty investigations. This program also responds to resident requests for field response when animals are lost or in harm's way. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of cruelty investigations
500
Special Operations - K9
499
576
430
450
Safe engaged and informed community
The K9 Program provides support to patrol divisions through a complement of dog teams. Dog teams specialize in detecting either explosives or drugs. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of Police K9's in service
15
Training
14
14
15
15
Safe engaged and informed community
The Training Program provides in-service training to department members to maintain certifications and develop skills and abilities for law enforcement functions. This program may include recruit academy training, firearms training, and Department of Criminal Justice Services required training. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of training programs attended by employees
30
19
21
25
25
Percentage of rank leadership officers who complete training
23
23
23
23
23
360 - Police
Police Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant I Administrative Assistant I Administrative Assistant II Assistant Chief Of Police Bureau Manager Chief of Police Citizen Service Advisor I Compliance Inspector Crime Analyst Crime Analyst, Senior Custodian Deputy Chief of Police Financial Operations Manager Fiscal Monitoring Specialist II Forensic Specialist Health & Fitness Facilitator Humane Officer I Humane Officer II Management Analyst I Management Analyst II Management Analyst III Management Services Administrator Manager of Emergency Communications Master Police Officer Operations Manager Operations Officer II (Police only) Operations Officer III (Police only) Police Captain Police Lieutenant Police Officer Police Records & Identification Section Supervisor Police Recruit Police Sergeant Program Administrator Program Supervisor Programs Manager Project Coordinator Property & Evidence Technician Public Information Specialist II
1.0 11.0 1.0 3.0 1.0 1.0 4.0 1.0 2.0 2.0 1.0 1.0 2.0 1.0 4.0 1.0 7.0 1.0 4.0 3.0 3.0 1.0 1.0 261.0 1.0 31.0 4.0 12.0 28.0 176.0 1.0 33.0 102.0 3.0 1.0 1.0 3.0 4.0 0.0
0.0 (1.0) 0.0 0.0 1.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 4.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (15.0) 0.0 7.0 0.0 0.0 0.0 0.0 0.0 11.0 0.0 0.0 0.0 1.0 0.0 0.0 2.0
1.0 10.0 1.0 3.0 2.0 1.0 5.0 1.0 2.0 2.0 1.0 1.0 2.0 1.0 8.0 1.0 7.0 1.0 4.0 3.0 3.0 1.0 1.0 246.0 1.0 38.0 4.0 12.0 28.0 176.0 1.0 44.0 102.0 3.0 1.0 2.0 3.0 4.0 2.0
Police - 361
Police Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Public Safety Aide Public Safety Telecommunicator Call Taker Public Safety Telecommunicator I Public Safety Telecommunicator II Public Safety Telecommunicator III Public Safety Telecommunicator Supervisor Public Services Coordinator Real Time Crime Center Analyst Software Analyst Stenographic Reporter Total
35.0 20.0 12.0 17.0 13.0 10.0 1.0 8.0 2.0 4.0 840.0
0.0 12.0 0.0 (11.0) (2.0) 0.0 1.0 0.0 0.0 0.0 11.0
35.0 32.0 12.0 6.0 11.0 10.0 2.0 8.0 2.0 4.0 851.0
Composition of sworn police force changes based on career progression and the size of the active recruit class
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Administrative Assistant I Police Civilian Investigator Technician Police Officer Public Safety Telecommunicator I School Crossing Guard School Crossing Guard, Senior Total
362 - Police
1.0 14.5 8.5 1.0 11.2 30.0 66.2
Public Works
Public Works - 363
364 - Public Works
Public Works Department Overview The Department of Public Works offers a wide variety of services and is organized into four field divisions and two administrative divisions. The Streets and Bridges Division maintains 1,757 lane miles of asphalt and concrete streets, 1,225 miles of curbs and gutters, 900 miles of sidewalks, and 52 bridge structures, as well as providing emergency services for man-made and natural disasters. The Design and Construction Division provides design and contract technical support for construction of new and existing facilities. The Surveys Division provides land and construction surveying services; maintains official plats, records, and control benchmarks. The Right of Way Division is responsible for infrastructure planning for city departments, addressing, plan review for improvements within public, residential, and commercial areas, and coordination and inspection of all activities with utility companies and intergovernmental agencies. The Management Services Division is responsible for media, community, and public relations as well as general administration, information technology, and human resources including employee training throughout the department. The Financial Management Division is responsible for collections, disbursements, and maintenance of funds as well as fiscal and budgetary monitoring and support. The Department of Public Works also manages the Enterprise Fund, Environmental Storm Water, and the Special Revenue Funds, Towing and Recovery Services, and Waste Management.
Trends, Issues, and Initiatives ⦁ Increased staffing to the Right of Way program. This program manages the public right of way and does extensive permitting for projects. The Right of Way program moved from Transportation to Public Works in 2023 ⦁ CIP funding for the design of renovations of the Chrysler Hall and Scope Arena Central Plant ⦁ Management of a six-year resurfacing plan to improve lane miles of city roads
Public Works - 365
Public Works FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
11,745,930 1,376,119 408,023 274,645 5,068,677 18,873,394
12,155,179 1,548,416 293,718 354,938 5,987,299 20,339,551
11,802,100 2,273,162 508,925 335,244 7,435,268 22,354,699
14,736,376 2,384,062 498,825 509,444 7,458,567 25,587,274
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
891,654 3,377,320 553,396 1,446,643 11,985,601 618,780 18,873,394
1,049,787 3,583,875 591,154 1,424,249 13,005,482 685,004 20,339,551
1,177,707 3,575,556 553,188 1,443,113 14,946,285 658,850 22,354,699
1,345,691 4,067,879 718,057 1,650,466 16,208,230 1,596,951 25,587,274
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support General Fund Support Department Revenues Total
15,467,343 1,132,462 2,273,589 18,873,394
16,836,770 1,803,778 1,699,002 20,339,550
20,140,686 0 2,214,013 22,354,699
23,661,266 0 1,926,008 25,587,274
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
12 20 3 12 85 8 140.0
13 25 3 13 84 8 146.0
15 25 2 13 83 8 146.0
14 25 3 13 86 8 149.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Program Budget Summary Administrative Support Construction, Design, and Engineering Director's Office Right-of-Way Services Street Repairs and Maintenance Survey Services Total
Administrative Support Construction, Design, and Engineering Director`s Office Right-of-Way Services Street Repairs and Maintenance Survey Services Total
366 - Public Works
Public Works Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Remove one-time funds for Fleet Vehicle (100,000) 0.0 Remove one-time funding provided in FY 2026 the purchase of a fleet vehicle in the Streets and Bridges program. • Update base program costs 2,789,159 1.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This also includes the addition of a position that was moved from the Storm Water fund to the General Fund. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds to add a response crew and patcher truck 369,348 2.0 Provide funds to purchase a patcher truck and add two positions for a response crew as part of the Street Repairs and Maintenance program. One-time funds will be used to purchase the patcher truck, which can repair 10-12 small potholes a day.
• Provide funds for city beautification efforts 95,000 0.0 Provide funds to for city beautification efforts carried out by the Streets and Bridges program within Public Works. • Provide funds to add five Right of Way Inspectors 28,500 0.0 Provide funds to reclassify five Construction Inspectors to Right of Way Inspector positions to the Right of Way Services program. Right of Way Inspectors inspect all construction, event activities, traffic control, and code violations within the right of way (above and below ground along roadways and sidewalks).
• Provide funds for a Right of Way & Development Administrator 22,347 0.0 Provide funds to reclassify an Assistant City Engineer position to a Right of Way & Development Administrator position in the Right of Way Services program within Public Works. • Provide funds to add Right of Way Inspections Supervisor 4,922 0.0 Provide funds to reclassify a Construction Inspector III position to a Right of Way Instructions Supervisor position in the Right of Way Services program within Public Works. This position will investigate code compliance violations.
• Provide funds for street maintenance - concrete repairs 15,171 0.0 Technical adjustment to increase funding for concrete repairs in the Street Repairs and Maintenance program as the Virginia Department of Transportation (VDOT) funding is increasing for this program. Funding is increasing by $15,171 from $1,011,426 in FY 2026 to $1,026,597 in FY 2027. • Provide funds for street maintenance -weed and grass control 8,128 0.0 Technical adjustment to increase funding for weed and grass control within the Street Repairs and Maintenance program. The Virginia Department of Transportation (VDOT) mandates maintenance of roadways, and VDOT funding is increasing for this program.
Total
3,232,575
3.0
Public Works - 367
Public Works Performance Measures: Construction, Design, and Engineering
Infrastructure and Connectivity
The Construction, Design, and Engineering program manages citywide design and construction projects and support for capital improvement projects. The program includes quality assurance and compliance with codes, safety and traffic control, contract administration, bridge inspections, and beach erosion control. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Active design and construction work orders
480
463
479
480
480
Progress of start or completion of design/construction of top 10 representative projects
90
90
9
90
90
Right-of-Way Services
Infrastructure and Connectivity
The Right-of-Way Services program oversees construction in the right of way, which includes issuance of permits and ensuring construction quality assurance and compliance with codes, safety, and traffic control. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of nuisance areas within right of way abated or removed
12
6
8
12
12
Number of permits issued
9,330
8,422
8,770
9,200
9,330
Number of right of way concerns addressed
1,800
1,604
1,690
1,700
1,800
Street Repairs and Maintenance
Infrastructure and Connectivity
The Street Repairs and Maintenance program provides work related to the maintenance of roads eligible for funding through the Virginia Department of Transportation. This includes items such as concrete repairs, crack sealing and seal overlay, and administration of the work management system. The program also provides materials and equipment required for snow removal and ice control. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Feet of sidewalk repaired or replaced per fiscal year
16,000
11,619
11,239
12,000
12,000
Number of potholes repaired per year
6,000
3,203
4,786
5,000
5,000
60
35
69
60
60
Number of roadway lane miles resurfaced per year
Survey Services
Infrastructure and Connectivity
The Survey Services program provides in-house legal research descriptions of property, reviews plans and projects, reviews and approves land subdivisions, intakes and processes land subdivision applications, maintains plats archives, maintains city land survey control monuments, provides in-house land surveying services, prepares land survey drawings, plats, exhibits, assists with parcel boundary linework for the Geographic Information System (GIS), and calculates parcel impervious areas for storm water billing.
368 - Public Works
Public Works Performance Target
FY 2024 Actual
Number of field service requests
210
203
210
210
210
Number of office service requests
3,467
3,608
3,325
3,467
3,467
164
153
164
164
164
Performance Measures
Number of preliminary and final subdivisions applications processed
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Public Works - 369
Public Works Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant II Accountant III Accounting Technician II Administrative Assistant I Administrative Assistant II Administrative Technician Applications Analyst Architect II Architect III Architect IV Asphalt Plant Operator I Asphalt Plant Operator II Assistant City Engineer Assistant Director III Assistant Streets Engineer Automotive Mechanic Bridge Inspection Supervisor Building / Equipment Maintenance Supervisor Business Manager Chief of Construction Operations City Engineer City Surveyor Civil Engineer II Civil Engineer III Civil Engineer IV Civil Engineer V Construction Inspector I Construction Inspector II Construction Inspector III Customer Service Supervisor Design/Construction Project Manager, Senior Director of Public Works Engineering Technician II Engineering Technician III Engineering Technician IV Equipment Operator II Equipment Operator III Equipment Operator IV Geographic Information Systems Specialist II 370 - Public Works
1.0 1.0 2.0 1.0 2.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 10.0 5.0 1.0 4.0 1.0 2.0 1.0 1.0 16.0 8.0 1.0 1.0
0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 (4.0) (2.0) 0.0 (1.0) 0.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0
1.0 1.0 2.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 1.0 1.0 6.0 3.0 1.0 3.0 1.0 2.0 1.0 1.0 17.0 8.0 1.0 1.0
Public Works Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Geographic Information Systems Specialist III Instrument Technician Lead Mason Maintenance Mechanic I Maintenance Worker I Maintenance Worker II Management Analyst I Management Analyst II Management Analyst III Manager of Budget & Accounting Mason Permits Specialist, Senior Program Supervisor Programs Manager Project Manager Projects Manager, Senior Right of Way and Development Administrator Right of Way Inspections Supervisor Right of Way Inspector Right of Way Permit Supervisor Right of Way Program Manager Street Maintenance Supervisor Support Technician Survey Party Chief Utility Maintenance Supervisor, Senior Total
1.0 2.0 5.0 1.0 8.0 7.0 0.0 3.0 2.0 0.0 6.0 0.0 1.0 1.0 5.0 1.0 0.0 0.0 0.0 1.0 1.0 9.0 2.0 2.0 2.0 146.0
0.0 0.0 0.0 0.0 0.0 1.0 1.0 (1.0) 0.0 1.0 0.0 1.0 (1.0) 1.0 1.0 0.0 1.0 1.0 4.0 0.0 0.0 0.0 0.0 0.0 1.0 3.0
1.0 2.0 5.0 1.0 8.0 8.0 1.0 2.0 2.0 1.0 6.0 1.0 0.0 2.0 6.0 1.0 1.0 1.0 4.0 1.0 1.0 9.0 2.0 2.0 3.0 149.0
Public Works - 371
372 - Public Works
Transportation
Transportation - 373
374 - Transportation
Transportation Department Overview The Department of Transportation is responsible for providing a resilient, multimodal transportation network that ensures safe and reliable mobility for all users. The department is composed of six divisions that work collaboratively to enhance travel, improve streetscapes, and expand multimodal options throughout the city. The Planning Division develops and maintains a comprehensive transportation system guided by the city's Multimodal Transportation Master Plan and the NFK2050 Comprehensive Plan. The division is responsible for developing new projects, implementing the city's Vision Zero and Complete Streets policies, collecting multimodal travel data, and more. The Engineering Division is comprised of the Traffic Engineering Program, the Project Management Program, and the Transportation Safety Program. The Traffic Operations Division maintains road markings and school zones. The division also provides street closure support for major city sponsored events. The Administrative Division manages the day to day operations of the department, including human resources functions, public engagement coordination, interdepartmental communication, and direct administrative support. The Finance Division oversees financial operations and fiscal monitoring. The division plays a critical role in securing and managing state and federal reimbursements for transportation projects. The Environmental Sustainability Division works with partners around the city to equitably improve quality of life in all Norfolk neighborhoods, reduce the city's carbon emissions, and help combat the effects of climate change. Key initiatives include the transition to electric vehicles within the city fleet, the conversion of streetlights to LED technology, and energy and water utility use management.
Trends, Issues, and Initiatives ⦁ Increasing need for support within the traffic signal maintenance program ⦁ Continued expansion of ADA compliant ramps citywide through the Capital Improvement Plan ⦁ Rising energy costs affecting streetlight and traffic signal operations ⦁ Growth in Lime ridership and associated revenue ⦁ Increase in state and federal funding, accompanied by higher City matching fund requirements
Transportation - 375
Transportation FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
4,078,077 6,367,337 494,520 80,094 532,618 11,552,646
4,656,717 5,293,677 259,197 124,242 285,312 10,619,144
5,492,788 6,332,343 411,888 18,000 1,039,787 13,294,806
5,809,293 6,346,982 571,238 33,800 924,998 13,686,311
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Administrative Support Director's Office Street Lighting Traffic Engineering Traffic Operations Transportation Planning Transportation Safety VDOT Project Management Total
394,625 217,386 5,475,386 503,519 3,043,944 269,085 927,311 721,390 11,552,646
647,380 251,514 4,484,407 563,819 2,975,804 264,971 583,455 847,793 10,619,144
666,195 284,910 5,450,386 952,920 3,827,601 505,043 794,649 813,102 13,294,806
747,516 352,849 5,450,386 1,036,866 4,003,781 570,240 664,582 860,091 13,686,311
Funding Source Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
General Fund Support Department Revenues Total
11,545,298 7,348 11,552,646
10,604,797 14,347 10,619,144
13,279,806 15,000 13,294,806
13,674,311 12,000 13,686,311
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
5 1 2 35 3 7 7 60.0
5 1 3 35 3 7 6 60.0
7 1 3 34 5 7 6 63.0
7 1 3 34 5 7 6 63.0
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Total
Administrative Support Director's Office Traffic Engineering Traffic Operations Transportation Planning Transportation Safety VDOT Project Management Total
376 - Transportation
Transportation Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 316,505 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for safety evaluations of traffic poles 75,000 Provide funds for safety evaluations of traffic poles. The assessments allow staff to identify existing deficiencies, anticipate future needs, and address any damages.
0.0
Total
0.0
391,505
Transportation - 377
Transportation Performance Measures: Street Lighting
Infrastructure and Connectivity
The street lighting system is operated and maintained by Dominion Energy. This program oversees the operational budget and outage reports. The program is actively working with Dominion Energy converting existing high pressure sodium lights to energy efficient LED light fixtures. This task is helping the city to reduce the ongoing energy cost the city pays for streetlights. The program also reviews the design and authorizes the installation of new streetlights within new residential development currently underway. New street lighting is installed at the developers cost. Baseline service level meets demand. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percentage of new street light requests investigated and referred to Dominion Power within 30 days of receipt
100
Traffic Engineering
100
100
100
100
Infrastructure and Connectivity
The Traffic Engineering Program manages and operates the traffic signal system and traffic management center, manages traffic signal design, and performs and reviews analysis for the identification and development of project concepts and designs. Additionally, the program provides timing operations and IT systems-maintenance of the City's network of signalized intersections, Norfolk Traffic Management Center (NTMC), and Advanced Traffic Management System (ATMS) infrastructure. Minor advancement in infrastructure is achieved through federal grants. Support activities for project planning and regulatory reviews are met with at a minimum level, process improvements are limited. Mobility and safety concerns are responded to and prioritized upon receipt and addressed accordingly. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percentage of traffic network distruptions diagnosed within seven business days
100
Traffic Operations
85
85
90
90
Infrastructure and Connectivity
The Traffic Operations Program is responsible for providing maintenance for 700 lane miles of pavement markings, 9400 pavement marking legends, 750 crosswalks, traffic signals at 316 intersections, 74 school flashing light zones and 35 flashing beacons, in addition to providing street closure support for major city-sponsored special events. At present, minor maintenance is addressed on a regular maintenance schedule, while staff also respond to calls for service related to random signal malfunctions, including after-hour calls. Major maintenance and replacement is not able to be addressed with existing resources. Signs and pavement markings are prioritized for replacement based upon calls for service and an annual inspection program. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of VA811 marking requests received
17,000
16,572
17,123
16,848
17,000
Percentage of citywide crosswalks reviewed for condition of markings
100
100
100
100
100
378 - Transportation
Transportation Transportation Planning
Infrastructure and Connectivity
The Transportation Planning Program is creating a future for an interconnected and comprehensive transportation system for Norfolk through improved safety, efficiency, sustainability, and reliability. This program is responsible for developing, maintaining, and managing projects resulting from the City's Multimodal Transportation Master Plan and Vision Zero Policy. This effort involves evaluating public transportation services, as well as collecting, updating, and managing data related to e-scooters, bicycles, and pedestrians throughout the city to ensure safe streets for all modes. The program takes an active role in regional transportation planning efforts. The service level is currently meeting demand. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of public outreach events (Civic League, Task Force, Community Engagement) attended annually
25
Transportation Safety
20
22
25
25
Infrastructure and Connectivity
The Transportation Safety Program is responsible for the design and construction management for the City funded Transportation projects, including signalized intersection improvements, school zone improvements, and traffic calming measures. Due to current funding levels, the program is conducting initial investigations to determine if neighborhood safety concerns raised by residents and businesses should be addressed near term, or placed on a backlog list that will be prioritized based on levels of improving neighborhood quality of life, motorist, and pedestrian or bicycle safety. This group regularly coordinates with Norfolk Police Department to evaluate incidents throughout the city. The program also reviews site plans, zoning applications, and work zone permits. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of traffic safety-related citizen concerns adddressed
450
540
479
350
350
Percentage of traffic safety citizen concerns investigated within 30 days
100
75
75
95
100
VDOT Project Management
Infrastructure and Connectivity
The VDOT Project Management Program is responsible for managing VDOT design and construction projects within the City of Norfolk. The program is currently managing 66 projects totaling $208 million. The program is currently overloaded and requires assistance with the number of projects and amount of funding. Baseline service level does not meet demand. Service issues are prioritized as they arise. Lower priority issues are delayed or unresolved. Program mission may not be achieved. Status of the service objective may decline. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percentage of active construction projects achieving on-time delivery performance rating from VDOT
100
100
83
90
90
Transportation - 379
Transportation Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant I Accountant II Accounting Technician II Administrative Analyst Administrative Manager Bureau Manager City Planner I City Planner II City Transportation Engineer Civil Engineer I Civil Engineer II Civil Engineer III Civil Engineer IV Civil Engineer V Construction Inspector II Design/Construction Project Manager, Senior Director of Transportation Engineering Technician II Engineering Technician IV Environmental Services Manager Fiscal Manager II Geographic Information Systems Specialist II Maintenance Shop Manager Maintenance Worker I Management Analyst I Management Analyst II Network Engineer IV Operations Manager Program Supervisor Project Manager Traffic Maintenance Technician I Traffic Sign Fabricator I Traffic Sign Fabricator II Traffic Signal Technician I Traffic Signal Technician II Traffic Signal Technician III Traffic Signal Technician IV Transportation Strategic Planner Total 380 - Transportation
1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 5.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 12.0 1.0 1.0 4.0 0.0 1.0 6.0 1.0 63.0
1.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 2.0 (1.0) 0.0 0.0 0.0
2.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 5.0 2.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 1.0 12.0 1.0 1.0 3.0 2.0 0.0 6.0 1.0 63.0
Central and Outside Agency Appropriations
Central and Outside Agency Appropriations - 381
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382 - Central and Outside Agency Appropriations
CENTRAL APPROPRIATIONS The City of Norfolk provides funds for programs and services not directly attributable to specific city departments through Central Appropriations. These funds are used for a variety of purposes including supplemental compensation and benefit payments to employees and retirees, economic development initiatives, support for citywide strategic priority programs, insurance premiums and claims, operating contingencies, and transfers to the capital improvement plan.
Central Appropriations is divided into four categories: Compensation and Benefits: Funds are designated for employee benefit payouts, unemployment compensation, worker's compensation claims, costs related to staffing and organizational redesign, an estimate of savings related to citywide vacancy savings, and a city retirement supplement for eligible grant-funded positions. General Administration: Funds are designated for citywide strategic priorities such as resilience initiatives, economic development initiatives for business retention and development, employee recognition events, and parking. Risk Management: Funds are designated for the payment of insurance premiums and general liability, property, and automobile claims in addition to associated legal fees. Operating contingency funds are used to mitigate risk associated with unforeseen challenges which may occur during the fiscal year. Transfers Out: Funds that are used in the capital improvement plan.
Central and Outside Agency Appropriations - 383
CENTRAL APPROPRIATIONS FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
1,556,036
1,579,068
1,600,000
1,600,000
0
0
0
45,000
45,000
0
24,275
14,125
631,119
681,119
50,000
0
99,558
0
0
0
339,812
-95,949
0
0
0
2,279
60,000
800,000
0
-800,000
Compensation and Benefits Line of Duty Act Benefit for public safety personnel injured or killed in the line of duty Retiree Benefit Reserve Death benefit to eligible retirees Retiree Healthcare City supplement to monthly healthcare premiums paid by participating retirees Retirement Contributions City supplement for grantfunded positions Virginia Retirement System Contributions City contributions for the Virginia Retirement System Staffing and Organizational Redesign Expenses related to strategic personnel actions
384 - Central and Outside Agency Appropriations
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
118,032
94,321
98,303
98,303
0
5,468,054
6,913,127
6,091,171
6,091,171
0
0
0
1,555,838
1,880,838
325,000
7,508,488
8,664,250
10,821,431
10,396,431
-425,000
425,000
425,000
425,000
425,000
0
0
16,000
28,445
28,445
0
0
0
593,000
593,000
0
0
0
0
0
0
0
0
-8,000,000
-10,000,000
-2,000,000
Unemployment Compensation Unemployment insurance claim payments Virginia Worker's Compensation Claim payments, related third-party administration, and state taxes Compensation Reserve1 Costs for compensation adjustments Subtotal General Administration Advisory Services Urban design consulting Boards and Commission Expenses Expenditures associated with Norfolk boards and commissions Development Initiatives Support for business retention, feasibility analysis, and development initiatives Citywide Grant Match Funds One-time funds to support citywide grant opportunities Central Turnover Estimate of citywide annual vacancy savings
Central and Outside Agency Appropriations - 385
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
600,000
162,395
500,000
500,000
0
1,980,449
2,066,008
1,980,449
1,429,157
-551,292
0
0
2,000,000
2,000,000
0
0
153,360
344,100
344,100
0
0
0
0
0
0
214,627
0
221,193
221,193
0
0
0
0
0
0
3,220,076
2,822,763
-1,907,813
-4,459,105
-2,551,292
Child Care Program Funds to support a child care program for employees Municipal Parking Long-term City Parking Support for city employee parking costs Waste Management Operating Support Support for the Waste Management Fund Municipal Parking Development Parking incentives Resilience Initiatives2 General Support Smart Processing Support for the Smart Processing Initiative Homelessness Task Force General Support Subtotal
386 - Central and Outside Agency Appropriations
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
8,443,868
6,897,522
9,514,125
10,125,116
610,991
0
107,468
500,000
500,000
0
8,443,868
7,004,990
10,014,125
10,625,116
610,991
355,593
0
0
0
0
0
0
0
0
0
0
3,000,000
12,190,087
2,818,055
-9,372,032
355,593
3,000,000
12,190,087
2,818,055
-9,372,032
19,528,025
21,492,003
31,117,830
19,380,497
-11,737,333
Risk Management and Reserves Claim Payments and Insurance General liability, property and automobile insurance, and associated legal fees Operating Contingency Contingency funds for unforeseen challenges that may occur during the year Subtotal Transfers Out Cemeteries Support Support for operations Emergency Management Support Support for operations Transfer to the CIP3 Transfer to support the Capital Improvement Plan Subtotal Central Appropriations Total
1 Contains a one-time $625 retiree supplement. 2 Beginning in FY 2026, the Real Estate Tax designation has moved from Central Appropriations to Debt Service Department to sup-
port debt service costs related to the Coastal Storm Risk Management project. 3 Beginning in FY 2026, the transfer to the CIP has moved from the Debt Service department to Central Appropriations.
Central and Outside Agency Appropriations - 387
OUTSIDE AGENCIES The City of Norfolk recognizes partnerships with outside organizations and agencies are vital to optimally support citywide priorities. These agencies provide services, programming, and events the city cannot provide alone. The city partners directly with outside agencies through funding for operational support or with support for a new initiative. Total proposed appropriations for Outside Agencies for FY 2027 is $50,938,012.
NORFOLK CONSORTIUM Arts and culture are integral to community attachment and satisfaction. Arts and culture organizations help identify the underlying character, the unique meaning, and value of the city. To preserve and enhance this local identity and uniqueness, the Norfolk Consortium was created in FY 2012. Through the Consortium, the city’s large event organizations encourage collaborative service delivery, revenue growth, reduce duplication, and co-sponsor large scale events. The Consortium’s contribution is invaluable to the city’s economic vitality, quality of life, and sense of place. These member organizations define the City of Norfolk as the cultural center of the Hampton Roads region. Consortium members include: Arts and Entertainment, Chrysler Museum, Cultural Facilities, Norfolk Botanical Garden, Norfolk Arts Commission, Norfolk Convention and Visitor’s Bureau (Visit Norfolk), Norfolk Festevents, Norfolk NATO Festival, Virginia Arts Festival, Virginia Opera, Virginia Stage Company, and Virginia Symphony. Proposed financial support in FY 2027 is provided through the General Fund and other sources: Norfolk Consortium Financial Support Source
FY 2027 Proposed
General Fund Member Support
12,568,495
Norfolk Consortium Room Tax
1,423,611
Flat Room Tax dedicated to Visit Norfolk1
1,423,611
Total
15,415,717
1Actual amounts distributed from bed tax may vary depending on actual revenue collected.
388 - Central and Outside Agency Appropriations
NORFOLK CONSORTIUM MEMBER FUNDING Consortium Member Support1 (does not include city departments)
Member
FY 2026 Adopted
Chrysler Museum of Art
3,755,838
3,755,838
0
Norfolk Botanical Garden
1,110,052
1,110,052
0
Norfolk Arts Commission
535,000
535,000
0
Norfolk Convention and Visitor’s Bureau (Visit Norfolk)2
4,864,638
4,864,638
0
Norfolk Festevents
3,060,025
3,060,025
0
Norfolk NATO Festival
174,949
174,949
0
Virginia Arts Festival
998,180
998,180
0
Virginia Opera
317,178
317,178
0
Virginia Stage Company
346,722
294,335
-52,387
Virginia Symphony
305,523
305,523
0
15,468,105
15,415,717
-52,387
TOTAL3 1 2
FY 2027 Proposed2
Change
Actual amounts distributed from bed tax may vary depending on actual revenue collected.
Visit Norfolk consortium member support includes $135,000 in FY 2025 for Run/Walk incentive program.
3
Numbers may not sum to total due to rounding.
Central and Outside Agency Appropriations - 389
OUTSIDE AGENCY FUNDING The City of Norfolk values partnerships with external organizations to support citywide priorities that address community needs. These agencies provide services, programs, and events the city cannot offer alone. The city partners with these agencies by funding operational support or new initiatives through the General Fund, with much of the funding allocated via a grant process.
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
Access College Foundation
61,720
61,720
61,720
61,720
0
Caribfest
45,000
45,000
45,000
45,000
0
Downtown Norfolk Council
258,000
258,000
551,000
551,000
0
Elizabeth River Trail Foundation
150,000
150,000
150,000
150,000
0
Friends of Fred Heutte Foundation
15,750
15,750
15,750
15,750
0
Garden of Hope (Second Chances)
391,500
391,500
391,500
391,500
0
Governor’s School for the Arts
45,000
45,000
50,000
74,000
24,000
Hampton Roads Pride
45,000
60,000
60,000
60,000
0
0
270,481
270,481
270,481
0
Hurrah Players
50,000
50,000
0
0
0
Macon and Joan Brock Virginia Health Services at ODU
881,993
881,993
881,993
881,993
0
Nauticus Foundation
125,000
125,000
125,000
125,000
0
0
0
250,000
0
-250,000
Norfolk Criminal Justice Services
76,826
88,932
88,932
88,932
0
Norfolk Innovation Corridor
50,000
50,000
50,000
50,000
0
Norfolk Sister City Association
65,500
65,500
65,500
65,500
0
Office of Public Defenders
375,362
224,719
285,272
285,000
-272
Senior Services of Southeastern Virginia
64,000
64,000
64,000
64,000
0
Funds to Community Partners
Hermitage Museum
Norfolk250
390 - Central and Outside Agency Appropriations
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
Southside Boys and Girls Club at Diggs Town
135,000
135,000
135,000
135,000
0
Special Programs and Sponsorships
150,554
372,317
257,000
112,000
-145,000
Square One
33,602
33,602
33,602
33,602
0
St. Mary’s Home for Disabled Children
18,000
18,000
18,000
18,000
0
Teens with a Purpose
69,000
69,000
69,000
69,000
0
The Urban Renewal Center
18,000
38,000
38,000
38,000
0
Virginia Zoo Society
121,000
121,000
121,000
121,000
0
3,245,807
3,634,514
4,077,750
3,706,478
-371,272
7,122,658
6,737,494
7,712,974
8,295,672
582,698
Ferry service
270,686
387,659
246,198
335,132
88,934
Paratransit
2,295,241
3,675,750
3,626,285
3,495,167
-131,118
Hampton Roads Commission expense
191,479
268,567
270,174
232,497
-37,677
Advanced Capital contribution
1,072,129
737,190
731,776
729,670
-2,106
Regular bus service
10,448,837
10,725,510
8,937,039
10,034,158
1,097,119
1,300,000
1,300,000
1,200,000
1,196,748
-3,252
123,811
126,906
130,079
133,331
3,252
448,334
0
0
0
0
23,273,175
23,959,076
22,854,525
24,452,375
1,597,850
SUBTOTAL Public Partnerships to Provide Services Hampton Roads Transit (HRT) Light Rail service
Norfolk Redevelopment and Housing Authority Administrative support Rental of Monroe Building for the Virginia Stage Company NRHA Land Reimbursement9601 22nd Bay Street SUBTOTAL
Central and Outside Agency Appropriations - 391
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
812,504
766,035
857,748
857,748
0
Fort Norfolk Retirement Community Inc. (Harbor’s Edge Retirement Community)
0
535,311
756,816
756,816
0
Norfolk Redevelopment and Housing Authority Economic Incentive Grants
1,051,321
873,938
907,007
767,933
-139,074
Hampton Roads Regional Jail
1,001,217
0
0
0
0
Housing First Program1
140,000
140,000
140,000
0
-140,000
Tidewater Community College
6,000
6,000
6,000
6,000
0
0
1,663,600
1,717,255
1,702,864
-14,391
195,000
195,000
195,000
195,000
0
3,206,042
4,179,884
4,579,826
4,286,361
-293,465
Alliance for Innovation
8,400
0
0
0
0
Hampton Roads Chamber of Commerce
12,000
12,000
12,000
12,000
0
Hampton Roads Alliance
273,706
286,435
273,706
273,706
0
Hampton Roads Military & Federal Facilities Alliance
107,417
118,885
119,056
122,703
3,647
Contractual Obligations Economic Development Incentive Grants Economic Development Authority Incentive Grants
Tourism Infrastructure Repairs Debt service Waterside Marriott Convention Center Subsidy Maintenance subsidy agreement with Marriott Hotel's management company SUBTOTAL Memberships and Dues
392 - Central and Outside Agency Appropriations
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Change
Hampton Roads Planning District Commission
285,324
285,734
285,734
288,220
2,486
Hampton Roads Workforce Council
61,598
58,249
57,733
57,776
43
Virginia First Cities
46,116
46,217
47,311
48,430
1,119
Virginia Municipal League
67,270
69,386
71,000
78,036
7,036
SUBTOTAL
861,831
876,906
866,540
880,871
14,331
2,071,969
2,100,600
2,140,320
2,196,210
55,890
2,071,969
2,100,600
2,140,320
2,196,210
55,890
32,658,824
34,750,980
34,518,961
35,522,295
1,003,334
Other Arrangements Downtown Improvement District (DID) Revenue from special district real estate tax collections used for DID activities SUBTOTAL
TOTAL
1Funding for the Housing First Program has moved to Community Services Board.
Central and Outside Agency Appropriations - 393
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394 - Central and Outside Agency Appropriations
Debt Service
Debt Service - 395
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396 - Debt Service
DEBT SERVICE The city traditionally issues General Obligation (G.O.) bonds to provide funding for a wide variety of general infrastructure improvements that directly help meet basic needs and improve the quality of life of every Norfolk resident. G.O. bonds are a type of borrowing, similar to a home mortgage, used by local governments to finance capital projects such as schools; public safety improvements, including police and fire facilities; street improvements; transportation projects such as new roads and sidewalks; neighborhood improvements like curbs and gutters; economic development, including promoting business growth and vitality; parks, recreation and open space facilities; cultural institutions, including the zoo and museums; and community recreation centers. Debt service refers to the scheduled payments of principal and interest on the city's previously issued G.O. bonds and any new debt service resulting from a planned new issuance of bonds to finance approved capital projects. G.O. bonds are backed by the full faith and credit of the city, meaning that the city commits its full taxing authority to paying bondholders. The city’s general obligation bonds are typically paid off over a period of 20 years. As an example, at an interest rate of 4%, the cost of paying off debt over 20 years would be about $1.04 per year for each dollar borrowed — $1.00 for the dollar borrowed and $0.04 cents for the interest. The city issues bonds because its capital needs exceed the ability to fund all capital projects with cash or current tax revenues. This kind of financing also allows the costs of capital projects to be spread over a number of years that better matches the expected useful life so that each generation (current and future) of taxpayers and users contributes a portion for the use of the infrastructure assets financed. Additionally, the Debt Service budget includes funding for the equipment and vehicle acquisition program. This program contains three categories: • School buses • City-owned vehicle replacement • City-owned information technology equipment replacement Continued growth of the CIP will have long-term financial impacts on the operating budget’s ability to tackle new and unforeseen circumstances as debt service begins to crowd out other forms of spending. The growth in the CIP is largely due to a high inflationary environment, an aging infrastructure, and several large projects. A table of the projected growth in debt service has been provided below:
Debt Service - 397
The city has financial policies that are comprehensive and designed to help the city maintain its strong financial position. The financial policies include self-imposed debt affordability ratios, which measure the debt burden against the city’s resources. The affordability ratios also serve as a measure to ensure that financial leveraging decisions do not negatively impact the city’s financial operation. In order to stay within our debt affordability ratios, future CIP growth will require strong financial management and an organizational commitment to keeping the city from exceeding these limits. In FY 2015, a Line of Credit (LOC) financing tool was established as an additional financing mechanism that allows better management of cash flow for capital project financing. A LOC partially funds the city’s CIP cash flow needs by providing a low-cost, flexible interim financing option for capital projects and allows the city to draw funds “just-intime.” Use of this mechanism provides the city with greater flexibility regarding the timing of long-term bond issuances. In FY 2022, the city issued Pension Obligation Bonds (POBs) to be used for the Norfolk Employee Retirement System. Pension obligation bonds are taxable bonds that can be issued as part of an overall strategy to fund the unfunded portion of the pension liabilities. Expenditure Summary FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
85,584,030
91,439,558
91,244,628
99,068,413
0
1,568,495
1,568,495
1,568,495
Pension Principal & Interest
9,505,461
13,076,147
13,074,397
13,074,397
Bond Issuance Cost
1,992,638
597,186
500,000
500,000
842,890
5,681,000
0
0
97,925,019
112,362,386
106,387,520
114,211,305
Debt Principal & Interest1 Equipment Acquisition Principal & Interest
Transfer to CIP2 TOTAL 1
The amounts in FY 2024, FY 2025, FY 2026 and FY 2027 exclude debt service in Tourism Infrastructure funds found in the Outside Agencies section. 2 For FY 2026 and FY 2027, the transfer to the CIP is budgeted in Central Appropriations.
398 - Debt Service
Public School Education
Public School Education - 399
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400 - Public School Education
NORFOLK PUBLIC SCHOOLS MISSION STATEMENT Norfolk Public Schools’ (NPS) mission is to ensure that all students maximize their academic potential, develop skills for lifelong learning, and become successful contributors to a global society. We believe Norfolk Public Schools is the cornerstone of a proudly diverse community with highly qualified teachers and staff dedicated to providing a variety of teaching and learning opportunities for all students. • Creating authentic and culturally relevant learning experiences so that each student will be a creative, collaborative, civic minded, critical thinker with effective communication skills • Attracting and retaining a highly qualified workforce • Ensuring equitable allocation of human, fiscal and material resources • Establishing, strengthening, and sustaining community partnerships to support students’ engagement, success, and opportunities • Cultivating a safe, caring, and welcoming environment whereby the physical and social emotional needs of each student and member of the NPS workforce are valued
DIVISION OVERVIEW NPS is the largest urban school division and the tenth division overall in the Commonwealth of Virginia. The division enrolls a racially and economically diverse population of approximately 26,000 students, supported by nearly 4,700 employees in 52 facilities. The educational philosophy of the division is based on the belief that all children can achieve at high levels and that staff and community share responsibility to ensure each child reaches their highest potential. NPS has a variety of programs to meet the needs of students. Programs within the traditional school setting include those for students with special needs, English as a Second Language, Title I, and Gifted Education. Auxiliary facilities house programs for students who need an alternate educational setting, as well as opportunities for trade and technical education. NPS offers full-day kindergarten programs in all elementary schools except for those schools with grades three through five. Further, NPS provides three early childhood centers for three- and four-year-old children and pre-kindergarten programs in all elementary schools except those serving only grades three through five.
LEGAL AUTHORIZATION Per Virginia law, all school divisions are fiscally dependent on the local government. The School Board derives its authority from the Commonwealth and has the constitutional responsibility to provide public education to the residents of Norfolk. As a fiscally dependent school division, NPS does not levy taxes or issue debt. All funds are appropriated to NPS by the Norfolk City Council, which has authority to tax and incur debt.
Public School Education - 401
SCHOOL FUNDING The division receives financial support from the following sources: • Commonwealth of Virginia • City of Norfolk • Federal Government • Local Fees and Revenues Commonwealth of Virginia: Support for public schools is a shared cost between the Commonwealth of Virginia and localities. Article VIII, Section 2 of the Constitution of Virginia authorizes the General Assembly to determine the cost of education as prescribed by the Standards of Quality (SOQ) and establishes the cost share between state and local governments. Sales tax revenue helps offset Basic Aid costs. In FY 2013, 11/4 percent of the Commonwealth’s fivecent sales and use tax was dedicated to public school funding. In FY 2014, sales and use tax increased in Norfolk to six cents due to the statewide transportation bill, and of this 13/8 percent is dedicated to public school funding. The Standards of Quality (SOQ) prescribe the minimum standards of education for public school divisions. The standards are established in the Constitution of Virginia and defined in the Code of Virginia. Only the State Board of Education and the General Assembly can alter the standards. SOQ rebenchmarking is completed every two years, coinciding with the beginning of the Commonwealth’s biennial budget cycle. Localities may choose to exceed the required amounts at their own discretion. Also, school divisions may offer additional programs and employ additional staff, beyond SOQ requirements at their own discretion. Average Daily Membership (ADM) is the student enrollment count that drives most state funds for public education. The ADM is reported to the Virginia Department of Education (VDOE) twice a year, a projection in the fall and a final ADM in the spring. ADM is determined by the total days in membership for all students over the school year divided by the number of days school was in session. NPS projects that the ADM reported on March 31 will decline from 24,465 in FY 2026 to 24,218 in FY 2027, a decrease of 247 students. From FY 2018 through FY 2027, ADM is projected to decrease by 4,214 students, or 14.8%. Because pre-kindergarten is an optional program and not included in the ADM, the numbers reported here exclude pre-kindergarten.
402 - Public School Education
City of Norfolk School Funding Formula: Education has been an ongoing priority for City Council and the City of Norfolk. Despite the Great Recession and declines in enrollment, city support has increased over the last decade. Traditionally NPS submits a budget based on its identified needs, and the final local contribution balances those needs against citywide needs and financial capacity. Beginning in FY 2020, the Local Revenue Allocation Policy, included at the end of this section, determines the local contribution to NPS’s operating funds. Using a formula to allocate a fixed share of non-dedicated local revenues to schools provides a predictable, objective method for financial planning by NPS administration and the city. The policy also links economic growth to school funding (including casino revenues), recognizing the importance of schools to the city’s economic success. Local Composite Index: The state’s Local Composite Index (LCI) measures a locality’s ability to fund education. The LCI is calculated using three measures of the local tax base: true real estate values (50% of measure); adjusted gross income (40 percent of measure); and local taxable retail sales (10% of measure). LCI calculations for the 2024-2026 biennium are based on data from the Virginia Department of Taxation. The LCI combines local tax measures with two per capita components: 2022 ADM and total population provided by the Weldon Cooper Center for Public Service. Finally, the LCI evaluates relative ability to pay across all localities. Norfolk’s LCI for FY 2027 is 0.3393, which means that the city’s Required Local Effort (RLE) for SOQ programs is approximately 34% of the total cost of education for Norfolk. Standards of Quality (SOQ)/Required Local Effort: Because the state’s SOQ establishes only the minimal standards for funding education, nearly all school divisions notably exceed these standards. As the chart below illustrates, Norfolk on average historically funds at over double the requirement. Furthermore, the Virginia Department of Education reports annually the “Percent of FY Actual Local Expenditures above the Required Local Effort.” Norfolk consistently ranks in the top half of the state (the top 5%, 6th of 121 submitted, for FY 2025) for effort above while also consistently ranking in the top 15% of the most fiscally stressed localities, demonstrating its commitment to education given limited resources.
Public School Education - 403
2025-2034 School Consolidation and Equity Transition Plan: On March 25, 2025, City Council passed a resolution directing the Norfolk School Board to develop a plan to close and consolidate nine schools due to continued enrollment decline. For context, K-12 enrollment declined from 34,023 in 2005-06 to 24,754, representing a decline of over 9,200 students or 27%. In October 2025, the School Board voted to implement school closures through 2034. In December 2025, Norfolk Public Schools presented the 2025-2034 School Consolidation and Equity Transition Plan, establishing a plan to right-size, in four phases, the division while prioritizing equity, continuity, and student outcomes. The closure and consolidation of two schools in FY 2026-27 will eliminate (18) non-instructional positions, generating a savings of $1.7 million. All impacted employees will be reassigned to existing vacancies. Phase I 2026-27 Willoughby Early Childhood Education Center (Pre-K) Closure Norview Elementary School Closure Oceanair Elementary School Repurpose to Pre-K Center Phase II 2027-28 Rosemont Specialty School Repurpose Tarrallton Elementary School Closure P.B. Young Elementary School Closure Granby Elementary School Closure Ghent K-8 Closure and relocation to Rosemont Linderwood Elementary School Repurpose (Professional Development Center) Phase III 2028-30 SECEP K-12 Closure and relocation to Chesterfield Elementary Chesterfield Elementary School Repurpose Jacox Elementary School Begin rebuild planning Berkley Early Childhood Education Center Closure Phase IV 2030-34 Jacox Elementary School Rebuild To-Be-Determined Elementary School Rebuild Lake Taylor High School Renovation Norfolk Technical Center High School Closure (students to Lake Taylor HS) School Accreditation: In Virginia, schools earn accreditation ratings based on performance across nine school quality indicators: Academic Achievement; Achievement Gap-English; Academic Achievement-Mathematics; Achievement Gap-Mathematics; Academic Achievement-Science; Chronic Absenteeism; Graduation and Completion Index (GCI) (only applies to schools with 12th grade); Dropout Rate (only applies to schools with 12th grade); and College, Career and Civic Readiness Index (CCCRI) (only applies to schools with 12th grade). Norfolk has now achieved full accreditation for over 90% of its schools, well surpassing the pre-COVID-19 pandemic levels.
404 - Public School Education
Additionally, the city provides support for NPS related to debt service on school capital projects, net of the Construction, Technology, and Infrastructure dedication, and landscape maintenance valued at approximately $13.0 million in FY 2027. The city’s FY 2027 - FY 2031 Capital Improvement Plan (CIP) continues support for facilities maintenance and school bus replacement, with future debt issuances at $66,500,000. Further, in FY 2022, City Council passed a resolution for school construction to prioritize the consolidation, replacement and renovation of facilities across Norfolk Public Schools. Pupil-Teacher Ratio: The Pupil-Teacher Ratio data is reported each year in the Superintendent’s Annual Report. The most recent report available is for FY 2024. Historically, Norfolk Public Schools has relatively smaller class sizes, illustrated via Pupil-Teacher Ratio. For FY 2024, however, Norfolk ranked fifth among the seven cities in Hampton Roads. The data in the chart below reflects a weighted average based on elementary and secondary enrollment for each division.
Per Pupil Expenditure (PPE): PPE measures total spending (state, federal, local) for general education for each student. The Superintendent’s Annual Report for Virginia, which relies on financial data submitted by school divisions, provides a yearly PPE for all school divisions in the Commonwealth. Norfolk ranks third among the large regional cities, nearly 2% above the average of the other cities, and nearly in the top 40% in the state.
Public School Education - 405
CONSTRUCTION, TECHNOLOGY, AND INFRASTRUCTURE Program Overview The Construction, Technology, and Infrastructure (CTI) program funds one-time capital, technology, and infrastructure improvements for the school division. The program funds (in priority order) the debt service for school construction projects, technology to enhance learning within the classroom, and infrastructure needs. A dedicated two-cent real estate tax increase from July 1, 2013 supports the CTI. The tax increase accelerates funding for school construction projects and frees up capacity to address infrastructure and neighborhood capital needs citywide. All funds raised from the two-cent tax increase are used solely for this program, growing over time as real estate values increase.
Proposed Funding for FY 2027: $5,840,360 History of Funding Prior CTI Funds FY 2027 Proposed CTI Funds Total CTI Funds Appropriated
406 - Public School Education
$53,056,585 $5,840,360 $58,896,945
PERFORMANCE MEASURES Norfolk Public Schools (NPS) FY 2022 Achievable Results (GOALS) Norfolk Public Schools’ performance measures are Standards of Learning (SOL) test scores. 2024-2025 represents the most recent results available from the Virginia Department of Education. • NPS will implement, annually monitor, and refine the comprehensive plan for improving on-time graduation for students. • NPS will implement, annually monitor, and refine a system of support so that all schools are fully accredited as defined by the Virginia Department of Education (VDOE). • NPS will improve the climate of support for the achievement of all students through staff, family, and community engagement. Priority: Lifelong Learning Goal Norfolk Public Schools (NPS) will implement, annually monitor, and refine a system of support so that all schools are fully accredited as defined by the Virginia Department of Education (VDOE). The table below shows Norfolk’s pass rates (percentages) for the five major test categories for the last three years. For fifteen test observations, Norfolk exceeds the urban peer average for all tests by an average of nine percentage points or nearly 20%.
English: Reading Urban Peer Average* Norfolk Above/(Below) Average English: Writing Urban Peer Average* Norfolk Above/(Below) Average History and Social Sciences Urban Peer Average* Norfolk Above/(Below) Average Mathematics Urban Peer Average* Norfolk Above/(Below) Average Science Urban Peer Average* Norfolk Above/(Below) Average
2022-23 61 56 5 49 38 11 50 41 9 50 45 5 55 42 13
2023-24 61 57 4 65 55 10 50 41 9 54 46 8 58 46 12
2024-25 62 58 4 64 48 16 51 45 6 57 48 9 60 48 12
*. Average for Hampton, Newport News, Petersburg, Portsmouth, Richmond, and Roanoke City.
Public School Education - 407
PROPOSED FY 2027 BUDGET ACTIONS The following represent the funding changes from the FY 2026 Adopted Budget as reflected in the total city budget. • Adjust local support for schools
$8,085,040
Adjust local ongoing operating support according to the Local Revenue Allocation Policy adopted in FY 2019. • Adjust support for Construction, Technology, and Infrastructure program
$221,139
Adjust support for Construction, Technology, and Infrastructure (CTI) program based on an increase in real estate assessments. The total amount $5,840,360 in the Proposed FY 2027 Budget will fund one-time capital, technology, and infrastructure improvements for the school division. The program is used to fund (in priority order) debt service for school construction projects, the purchase of technology to enhance learning within the classroom, and address infrastructure needs. • Update SOQ and state support
$15,093,276
Adjust support to NPS based on the 2024 - 2026 biennial budget as proposed by the Governor. Standards of Quality (SOQ) re-benchmarking is completed every two years, coinciding with the beginning of the Commonwealth’s biennial budget cycle. • Update other local and miscellaneous funds
($1,076,164)
• Update federal support
($2,553,557)
Technical adjustment to decrease federal funding for schools based on the NPS estimate in the Superintendent’s Proposed FY 2027 Budget. Federal revenue for NPS consists primarily of Federal Impact Aid (FIA), which is based on the number of children in Norfolk who are associated with or directly impacted by federal programs, including children living in government-supplied housing on military bases. Reimbursements for approved services for Medicaid-eligible students and Navy Junior Reserve Officer Training Corps funding are also included as federal support. • Update change in use of Fund Balance
($4,276,224)
Technical adjustment to remove the one-time FY 2024 reversion funding included in the FY 2026 budget, and redirect FY 2025 reversion funds to the Capital Improvement Plan to support school maintenance.
Norfolk Public Schools Total
Total: $15,493,510
The link below provides programmatic changes that this funding provides: Superintendent’s Proposed FY 2027 Budget: https://go.boarddocs.com/vsba/nps/Board.nsf/files/DQYKPT52DFE6/ $file/ Final%20FY%202027%20Superintedent%27s%20Proposed%20Budget%20Book%20for%20School%20Board.pdf
408 - Public School Education
NORFOLK PUBLIC SCHOOLS SUMMARY The School Board issues a separate, detailed budget document which identifies grant revenues in addition to the School Operating Budget. This reflects an adjusted display from the Superintendent’s Proposed FY 2027 Budget, with differences noted below the table. The net effect of these changes resulted in a net decrease of $6,156,999 from the Superintendent’s Proposed General Operating Fund revenues of $465,847,110.
Revenue Summary Operating Revenue from the City Revenue Sharing Agreement Debt Service Support CTI Debt Service One-time Support Additional appropriation Total City Revenue Revenue from Commonwealth Revenue from Federal Funds Revenue from Other Funds NPS Requested Reversion/True-up Funds FY 2021 Student Prevention, Intervention, and Remediation Funds (State funds) Subtotal State and Other Total Operating Revenues Total Grant Revenues and School Nutrition Funds1 Total Revenues
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
154,708,408
161,318,121
165,187,558
173,272,598
4,903,475
5,316,017
5,619,221
5,840,360
0 159,611,883 238,160,058 5,577,441 5,184,641 0
0 166,634,138 261,971,296 3,993,547 2,816,578 30,572,562
0 170,806,779 263,999,988 5,391,784 3,692,582 6,462,467
0 179,112,958 279,093,264 2,838,227 2,616,418 2,186,243
0
7,843,244
0
0
248,922,140 408,534,023
307,197,227 473,831,365
279,546,821 450,353,600
286,734,152 465,847,110
67,840,987
74,090,089
107,041,314
76,444,364
476,375,010
547,921,454
557,394,914
542,291,474
Note: The following represent differences between the Superintendent’s Proposed Budget for FY 2027 and the values in the table above: Total City Revenue: $1,895,782 NPS Requested Reversion Funds: ($8,052,781) was redirected from one-time purchases in the schools operating budget to the Capital Improvement Plan for Major School Maintenance, funding nearly half of their $17 million request for identified annual maintenance needs.
Public School Education - 409
Expenditure Summary
School Operating Budget Grants and Special Programs Child Nutrition Services Total Expenditures
FY 2024 Actual 380,172,027 44,438,838 25,345,080 449,955,945
FY 2025 Actual 442,889,372 50,313,178 27,029,224 520,231,774
FY 2026 Adopted 450,889,372 80,129,492 26,982,647 558,001,511
FY 2027 Proposed 465,847,110 47,408,317 29,036,047 542,291,474
Additional Services Provided to Norfolk Public Schools FY 2027 Proposed Operating Budget: Provide grounds maintenance of school properties Fund Debt Service net of Construction, Technology, and Infrastructure Total Additional Operating Support to Schools
685,000 12,307,742 12,992,742
FY 2027 Proposed CIP: Acquire School Buses
1,000,000
Major School Maintenance
8,052,781
Construct Maury High School
65,500,000
Total CIP
74,552,781
Net School Revision Funds
(8,052,781)
Net City Bond Funding for Schools
66,500,000
In addition to the direct city support to Norfolk Public Schools, the city provides additional services (listed above) funded through city departments’ budgets. Debt service for school construction and school buses are included in the city’s Debt Service budget; Facility Maintenance is in the General Services budget (not itemized above); and Grounds Maintenance is in the Parks and Recreation budget.
410 - Public School Education
SCHOOL OPERATING FUND Operating Revenues1 FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Basic Aid
89,192,216
98,400,488
95,638,743
105,848,585
Textbook Payments
2,319,577
2,702,406
2,688,498
2,546,801
Vocational Education Standards of Quality (SOQ)
1,584,047
1,721,278
1,712,419
1,885,218
957,391
1,063,142
1,074,459
1,070,420
Special Education SOQ
10,862,034
12,909,584
12,843,142
16,361,426
Prevention, Intervention and Remediation2
5,518,053
Fringe Benefits
19,565,585
19,339,063
19,256,318
17,909,567
English as a Second Language (ESL)3
1,658,332
3,880,287
Remedial Summer School
1,410,022
1,499,423
1,499,423
1,089,854
4,552,188
4,157,616
Revenue from Commonwealth Standards of Quality Funds
Gifted Education
English Learner Teacher Payments3 Total Standards of Quality Funds
133,067,257
141,515,671
139,265,190
150,869,487
State Sales Taxes
37,761,310
39,195,268
42,160,135
44,439,138
Lottery Funded Programs2
35,793,630
33,285,478
48,650,396
55,160,279
Other State Funds
31,537,861
47,974,879
33,924,267
28,624,360
Total from Commonwealth
238,160,058
261,971,296
263,999,988
279,093,264
Total Federal
5,577,441
3,993,547
5,391,784
2,838,227
Total City Funds
144,333,959
157,751,101
170,806,779
179,112,958
5,184,641
2,816,578
3,692,582
2,616,418
Total NPS Reversion/True-up
0
30,572,562
6,462,467
2,186,243
FY 2021 Student Prevention, Intervention, and Remediation Funds4
0
7,843,244
0
0
393,256,099
464,948,328
450,353,600
465,847,110
Total Other Revenue
Total Revenues
Public School Education - 411
1Note: The following represent differences between the Superintendent’s Proposed Budget for FY 2027 and the values in the table
above: Total City Revenue: +$1,895,782 NPS Requested Reversion Funds: ($8,052,781) was redirected from one-time purchases in the schools operating budget to the Capital Improvement Plan for Major School Maintenance, funding nearly half of their $17 million request for identified annual maintenance needs. 2Funding for Prevention, Intervention, and Remediation has been rolled into the At-Risk Add-on (in Lottery Funded Programs), be-
ginning in FY 2025. 3Funding for English as a Second Language (ESL) has been rolled into the English Learner Teacher Payments as of FY 2025. 4These state funds are not appropriated in the city budget.
Operating Expenditures
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Instructional Services
275,230,322
321,799,723
319,451,656
337,980,272
Administration, Attendance, and Health
22,390,052
23,677,358
27,005,748
29,314,227
Pupil Transportation
17,439,958
21,079,970
19,848,453
20,521,649
Operations/ Maintenance
45,801,715
51,905,395
54,535,585
55,007,158
Facility Improvements1
2,624,051
3,549,011
8,346,786
8,480,351
Information Technology
11,782,453
15,767,851
15,546,153
14,860,092
School Operating Budget
375,268,551
437,779,308
444,734,381
466,163,749
Expenditures
NPS Reversion2 Construction Technology and Infrastructure Grand Total Operating, CTI, & Reversion Difference from City Revenue3 Total Expenditures
-8,052,781 4,903,475
5,316,017
5,619,221
5,840,360
380,172,026
443,095,325
450,353,602
463,951,328 1,895,782
380,172,026
443,095,325
450,353,602
465,847,110
1
These amounts differ from the NPS budget documents. The NPS budget for Information Technology includes CTI funds, which is shown in the Construction, Technology, and Infrastructure line in this table. 2
One-time operating expenditures have been redirected to the NPS Capital Improvement Plan for FY 2027.
3
Norfolk Public Schools’ total operating amount differs from city revenue amount due to increased city revenue contribution.
412 - Public School Education
GRANTS & SPECIAL PROGRAMS AND SCHOOL NUTRITION Summary of Grants and Special Programs FY 2024 Actual
FY 2025 Actual
FY 2026 Estimated
FY 2027 Estimated
Federal Grants
34,145,926
31,426,140
38,498,009
38,498,009
Commonwealth of Virginia Grants
9,681,414
18,416,630
40,497,473
7,770,084
611,497
470,407
1,140,224
1,140,224
44,438,837
50,313,177
80,135,706
47,408,317
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Federal
22,312,312
23,099,168
25,812,300
28,082,650
State
154,068
153,185
154,068
350,000
Other
935,770
524,559
939,240
603,397
23,402,150
23,776,912
26,905,608
29,036,047
Personnel
10,823,121
12,560,992
12,546,163
12,792,387
Operating
14,521,959
14,468,232
14,436,484
16,243,660
Total Expenditures
23,345,080
27,029,224
26,982,647
29,036,047
Other/Foundation Grants Total Grant Revenues
School Nutrition Program
Revenues
Total Revenues
Expenditures
Public School Education - 413
LOCAL REVENUE ALLOCATION POLICY PURPOSE This policy is to establish the procedure for allocating to the City of Norfolk and Norfolk Public Schools non-dedicated local revenues that are estimated to be available in a given fiscal year. It is the intent of this policy to provide a predictable, objective means of allocating local revenues while providing sufficient funding to meet the strategic goals of both the city and Norfolk Public Schools. This policy seeks to resolve longstanding concerns over the fair division of limited resources and strike a balance between the funding requirements of school and city services. The policy is designed to accomplish these goals by providing better planning for school funding based on a predictable share of non-dedicated local tax revenue and reduce the Schools’ reliance on one-time local support. The policy links economic growth to school funding, to recognize the importance of schools to the economic success of the city. It comes after many meetings with school staff to jointly address as many concerns as possible; however, the policy does not reflect the full support of the school system. At no time shall the City’s allocation be less than that required by Virginia law for the maintenance of an educational program meeting the Standards of Quality as established by the General Assembly.
DEFINITIONS “City” refers to the City of Norfolk exclusive of the Norfolk Public Schools system. “Schools” refers to the Norfolk Public Schools system. “Non-Dedicated Local Tax Revenue” refers to the revenue sources identified in Table 1. The set of revenues to be used for the calculation was recommended by Norfolk Public Schools; some sources of local revenue have been excluded, such as the cigarette tax, due to their existing dedications. “Dedicated Local Taxes” refer to taxes that have been previously obligated or may be obligated in the future by the City Council or state law to support specific projects or programs. Examples of dedicated local taxes that are excluded from this policy include, but are not limited to: Tax Increment Financing District revenues; Special Services District revenues; the two cents real estate tax revenue dedicated to Norfolk Public Schools for Construction, Technology, or Infrastructure; the one cent real estate tax dedicated to resilience; the 1.9 cents real estate tax revenue dedicated to the St. Paul’s initiative; taxes that represent “net-new revenues” and are required to be redirected or are the basis for the calculation of an incentive payment as part of a public-private partnership approved by City Council; cigarette tax revenue dedicated to economic development initiatives; hotel tax revenue dedicated to tourism infrastructure and public amenities; food and beverage tax revenue dedicated to public amenities; motor vehicle license fee revenue dedicated to the complete streets initiative; and any other obligations that City Council may make in the future. “Revenue Sharing Formula” refers to the method of sharing local tax revenues between the city and schools. “Local Contribution” refers to local funds appropriated for Schools by City Council in May of each year for the upcoming fiscal year beginning July 1. “Actual Non-Dedicated Local Tax Revenues” refers to the actual collected local revenues reflected in the Annual Comprehensive Financial Report (ACFR) at the end of each fiscal year.
414 - Local Revenue Allocation Policy
“Reversion Funds” refer to the funding held by Norfolk Public Schools at the close of business of each fiscal year (per Code of Virginia § 22.1-100) and to the end of year true-up to the revenue sharing formula based on actual local tax revenues.
REVENUE SHARING FORMULA CALCULATION Initial Estimate: In October, the city’s Department of Budget and Strategic Planning will provide to Norfolk Public Schools an estimate of the local contribution for the upcoming fiscal year. Mid-year Estimate: In February, the city’s Department of Budget and Strategic Planning will provide to Norfolk Public Schools an updated estimate of the local contribution for the upcoming fiscal year. Final Estimate: In March, the city’s Department of Budget and Strategic Planning will provide a final estimate of the local contribution. This will be the estimate included in the city’s Adopted Operating Budget. Estimates of the revenues contained in the Revenue Sharing Formula shall be clearly presented in the city’s operating budget. Revenue Sharing Formula Calculation: The city’s Department of Budget and Strategic Planning will allocate to Norfolk Public Schools a constant 29.55 percent share of non-dedicated local tax revenues shown in the table below starting in FY 2020. This formula calculation shall comprise the local contribution for Norfolk Public Schools pursuant to this policy. Sources of Non-Dedicated Local Tax Revenue1 Real Estate tax2 Personal Property tax2 Sales and Use tax Food and Beverage (Meals) tax Business License tax Communication Sales and Use tax Consumer Electric Utility tax Local Gaming Tax
Real Estate Public Service Corporation tax 2 Transient Occupancy (Hotel) tax Machinery and Tools tax 2 Consumer Water Utility tax Motor Vehicle License Fee (city) Consumer Gas Utility tax Recordation tax
1Less dedications as described in the “Dedicated Local Taxes” in the Definitions section. 2Does not include delinquent tax revenue
Mid-year Revenue Shortfall: If the city anticipates, at any time during the fiscal year, that actual non-dedicated local tax revenues will fall significantly below the budgeted amount, the City Manager or his designee will provide to Norfolk Public Schools an updated estimate of the local contribution. The School Superintendent, upon notification by the City Manager or his designee, will be expected to notify the Board and take necessary actions to reduce expenditures in an amount equal to the reduction in the local contribution to Norfolk Public Schools. State Revenue Shortfall: If, at any time during the fiscal year, a significant shortfall in revenue from the Commonwealth is anticipated, the City Manager or designee, School Superintendent, the city’s Director of Budget and Strategic Planning, and Schools’ Chief Financial Officer shall work together to address the projected shortfall. True-up Provision: If, at the end of the fiscal year, the actual non-dedicated local tax revenues differ from the budgeted non-dedicated local tax revenues, any excess revenue will be allocated in the same manner as similar revenues were apportioned in the recently ended fiscal year. The School Board may request that such funds be
Local Revenue Allocation Policy - 415
appropriated for one-time expenditures. The procedure to request appropriation is discussed below in the reversion funds section. Similarly if revenues under-perform, the shortage will be taken as a part of the end-of-year true-up process. End of Year Funds: All other sources of funding shall be expended by Norfolk Public Schools prior to the use of local contribution. All unexpended balances held by Norfolk Public Schools at the close of business of each fiscal year are to be returned to the fund balance of the city’s General Fund as required by Code of Virginia § 22.1-100. The School Board may request that such funds be appropriated for one-time expenditures. The procedure to request appropriation is discussed below in the reversion funds section. Reversion Funds: The School Board may request, by resolution, the re-appropriation of all reversion funds including the balance of end of the year funds that were returned to the city’s General Fund balance and any revenue from the true-up of the formula as described above. The School Board resolution may request the use of reversion funds for one-time purchases of capital equipment or to support NPS’s Capital Improvement Plan. Upon receipt of the resolution, the city’s Department of Budget and Strategic Planning shall prepare an ordinance for the City Council’s consideration of the School Board’s request at the earliest available City Council meeting. If the School Board does not make a request to appropriate the reversion funding, it will be used in the subsequent fiscal year’s Capital Improvement Plan. Following City Council’s action, the city’s Department of Budget and Strategic Planning shall notify Norfolk Public Schools of the City Council’s decision and shall amend the budget accordingly.
PROCESS TO REVISE THE LOCAL REVENUE ALLOCATION POLICY The City Manager, Schools Superintendent, the city’s Director of Budget and Strategic Planning, and Schools’ Chief Financial Officer shall meet annually to discuss changes in state and federal revenues that support school operations, any use of one-time revenues, and any adjustments made to existing revenues supporting the funding formula. If they determine that an adjustment is needed, the City Manager and Superintendent will brief the City Council and School Board respectively.
PROCEDURE TO REQUEST AN INCREASE IN LOCAL CONTRIBUTION If the Norfolk School Board, in consultation with the School Superintendent determine additional funding, beyond what is provided by the formula, is required to maintain the current level of operations or to provide for additional initiatives, it will notify the City Council by resolution by April 1 to allow for inclusion in the city’s operating budget deliberations. The School Board’s resolution shall contain the following: • That additional funding is required, • The amount of the additional funding requested, • The purpose for the additional funding, and • That the School Board supports an increase in the real estate tax rate (or other local tax rate) to support the additional request. City Council may revise the policy at its discretion. If no other action is taken by the City Council this policy shall remain effective until modified by the City Council. Adopted by City Council on May 22, 2018. 416 - Local Revenue Allocation Policy
LOCAL DEBT SERVICE CAPACITY AND SCHOOL CONSTRUCTION RESOLUTION PURPOSE The FY 2023 Adopted Budget approved a new school construction plan that anticipates $25 million annually for Norfolk Public Schools to invest in state-of-the-art infrastructure for the students of NPS. Beginning in FY 2023, the city may transfer the funding for debt service payments to Norfolk Public Schools and dedicate a portion of future Gaming Tax Revenue and a portion of any non-dedicated revenue generated from within the casino footprint at the established revenue sharing agreement policy of 29.55 percent. The dedicated revenue from the gaming tax is in addition to the existing local revenue allocation policy (revenue sharing agreement / funding formula). The sources of other revenue generated from the footprint of the proposed resort and casino align with the non-dedicated local revenue specified in the existing local revenue allocation policy. This action permanently transitions responsibility for all NPS related debt service costs (construction and maintenance) to Norfolk Public Schools. This results in NPS being allocated a portion of the city’s financial policies governing debt affordability. Adopted by City Council on May 10, 2022.
Local Debt Service Capacity and School Construction Resolution - 417
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418 - Local Debt Service Capacity and School Construction Resolution
Special Revenue Funds
Special Revenue Funds - 419
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420 - Special Revenue Funds
SPECIAL REVENUE FUND SUMMARY FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
8,306,061
9,483,385
9,558,187
3,361
11,000
11,000
Use of Money and Property
1,200,345
1,010,335
1,125,335
Charges for Services
23,253,517
26,862,500
26,807,000
Miscellaneous Revenue
46,646
1,633
1,633
Recovered Costs
351,270
443,201
351,300
Categorical Aid - Virginia
126,669
197,929
165,000
Other Sources and Transfers In
446,809
2,222,169
2,225,442
33,734,678
40,232,152
40,244,897
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services
8,467,586
9,618,122
10,540,066
Materials, Supplies and Repairs
2,026,308
2,130,455
2,291,372
Contractual Services
13,281,661
15,408,499
15,741,351
Equipment
1,606,385
2,637,383
1,354,645
Department Specific Appropriation
4,006,901
5,820,028
5,664,798
Debt Service/Transfers to CIP
4,606,172
4,617,665
4,652,665
33,995,013
40,232,152
40,244,897
Revenues Other Local Taxes Fines and Forfeitures
Total Revenues
Actual amounts represent collections, not appropriation authority.
Expenditures
Total Expenditures
Special Revenue Funds - 421
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422 - Special Revenue Funds
Golf Operations Department Overview The Golf Fund consists of only one golf courses, which is managed and staffed by an outside vendor. The operating agreement ensures the delivery of a high quality golf experience with no financial assistance from the General Fund; ensures the maintenance of golf facilities; and supports capital improvements. The Golf Fund has no city employees.
Trends, Issues, and Initiatives ⦁ Manage effectively the golf resources of the city in a manner that provides for an excellent golfing experience ⦁ Provide a quality experience in support of Norfolk's commerce and tourism
Golf Operations - 423
Golf Operations FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
42,923 42,923
100,584 100,584
0 0
15,000 15,000
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Materials, Supplies, and Repairs Contractual Services Total
0 9,000 9,000
73,685 9,000 82,685
0 0 0
6,000 9,000 15,000
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
9,000 9,000
82,685 82,685
0 0
15,000 15,000
Cost Recovery Summary Use of Money and Property Total
Actual amounts represent collections, not appropriation authority.
Program Budget Summary
Golf Operations Total
Proposed FY 2027 Budget Actions Policy Driven Budget Adjustments FY 2027
FTE
• Golf Operation Technical adjustment to support golf operations.
15,000
0.0
Total
15,000
0.0
Performance Measures: Golf Operations
Learning and enrichment opportunities
The Golf Fund consists of one golf course, which is managed and staffed by an outside vendor. The operating agreement ensures the delivery of a high quality golf experience with no financial assistance from the General Fund; ensures the maintenance of golf facilities; and supports capital improvements.
424 - Golf Operations
Public Amenities Department Overview As Norfolk continues to grow as a tourist and visitor destination, physical improvements to existing cultural and entertainment facilities and planning and preparation for new venues are needed. In FY 2003, the city raised the hotel tax from 7.0 percent to 8.0 percent and the food and beverage tax from 5.5 percent to 6.5 percent. The revenues generated by the increase are set aside in the Public Amenities Fund as a means of providing financial resources to improve public amenities and cultural facilities, increase tourism, and attract visitors to the city. The Public Amenities Fund provides ongoing support for the Norfolk Consortium (see Outside Agencies section). Members of the Norfolk Consortium include: Chrysler Museum of Art; Department of Cultural Facilities, Arts and Entertainment; MacArthur Memorial; Nauticus; Norfolk Botanical Gardens; Norfolk Commission on the Arts and Humanities; Norfolk Convention and Visitors Bureau (Visit Norfolk); Norfolk Festevents; Norfolk NATO Festival; Virginia Arts Festival; Virginia Opera; Virginia Stage Company; Virginia Symphony; and Virginia Zoo. The remaining funds and accrued escrow support the The Main Hotel Conference Center debt service and economic development incentives.
Trends, Issues, and Initiatives ⦁ A portion of the Public Amenities fund balance will be reappropriated in FY 2027 to support the debt service of newer public amenities type projects that support the arts and other cultural institutions
Public Amenities - 425
Public Amenities Cost Recovery Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Other Local Taxes Sales Tax (Commonwealth of Virginia)1 Other Sources and Transfers In Total
8,207,531 176,856 0 8,384,387
8,306,061 126,669 0 8,432,730
9,483,385 197,929 0 9,681,314
9,558,187 165,000 0 9,723,187
Actual amounts represent collections, not appropriation authority. 1 The estimated revenue is associated with the public facility state sales tax entitlement authorized under the Code of Virginia 58.1-608.3 to
assist with the financing of the Conference Center debt service.
Department Budget Summary Debt Service (Conference Center) Conference Center (performance grant) Conference Center (tourism development financing program) Public Amenities Fund (escrow fund) Transfer to General Fund (Norfolk Consortium) Total
Program Budget Summary Public Amenities Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
4,534,676 160,000 327,000
2,900,000 91,163 296,744
2,925,000 1,286,246 298,360
2,945,000 1,301,246 300,000
129,324 3,500,000
1,433,921 3,500,000
1,671,708 3,500,000
1,676,941 3,500,000
8,651,000
8,221,828
9,681,314
9,723,187
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
8,651,000 8,651,000
8,221,828 8,221,828
9,681,314 9,681,314
9,723,187 9,723,187
Proposed FY 2027 Budget Actions Policy Driven Budget Adjustments FY 2027
FTE
• Public Amenity Technical adjustment to Public Amenities fund.
41,873
0.0
Total
41,873
0.0
Performance Measures: Public Amenities
Learning and enrichment opportunities
The Public Amenities program provides resources to promote cultural and entertainment activity, increase tourism and attract visitors to the city, and improve existing and prepare for new civic and cultural facilities. The program currently provides ongoing financial support for the Norfolk Consortium and The Main Hotel Conference Center debt service and economic development incentives.
426 - Public Amenities
Towing and Recovery Operations Department Overview Towing and Recovery Operations responds to all towing requests from city and state agencies. The division dispatches towing providers, sends written notification to owners and lien holders, disposes of vehicles, and maintains records of all tows and final disposition of vehicles. Customer service is provided 24 hours a day, seven days a week. The Division of Towing and Recovery Operations receives oversight from the Department of Public Works.
Trends, Issues, and Initiatives ⦁ Enhance financial management of the Towing fund ⦁ Respond to towing and resident requests professionally and within a timely manner
Towing and Recovery Operations - 427
Towing and Recovery Operations Cost Recovery Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Other Sources and Transfers In Total
1,044,162 640,453 2,665 0 158,352 1,845,632
1,099,314 666,092 4,184 0 98,597 1,868,188
1,000,335 755,500 100 0 222,169 1,978,104
1,100,335 700,000 100 0 225,442 2,025,877
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
567,288 68,646 680,775 6,259 0 159,742 1,482,710
594,486 68,556 822,385 15,921 0 142,825 1,644,174
737,024 67,433 964,742 11,300 12,263 185,342 1,978,104
789,884 67,433 926,918 56,300 0 185,342 2,025,877
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Program Budget Summary Administrative Support Cost Allocation for Citywide Services Debt Service Division Office Towing Services Vehicle and Equipment Auctions and Demolition Total
59,974 133,947 159,742 204,625 796,831 127,591
62,811 169,415 142,825 205,483 1,017,692 45,947
77,014 185,689 185,342 178,870 1,232,613 118,576
75,655 192,854 185,342 188,854 1,283,644 99,528
1,482,710
1,644,174
1,978,104
2,025,877
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
Administrative Support Division Office Towing Services Vehicle and Equipment Auctions and Demolition Total
428 - Towing and Recovery Operations
1 2 4 1
1 2 4 1
1 2 6 1
1 2 6 1
8.0
8.0
10.0
10.0
Towing and Recovery Operations Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 47,773 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
47,773
0.0
Towing and Recovery Operations - 429
Towing and Recovery Operations Performance Measures: Cost Allocation for Citywide Services
Efficient and responsive government
Cost Allocation for Citywide Services provides departmental support for city-owned vehicles, phone and network access/connectivity. The program is a reimbursement payment for the administrative services provided by General Fund departments.
Debt Service
Efficient and responsive government
The Debt Service program is the payment of bond principal and interest for the department's Capital Improvement Plan.
Towing Services
Safe engaged and informed community
The Towing Services program oversees the towing of vehicles by contract and the release of vehicles to the property owner. The services remove abandoned or disabled vehicles from roadways to maintain safe travel paths. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of abandoned vehicles towed
743
671
816
743
743
Number of stolen vehicles towed
642
760
525
642
642
3,070
3,083
3,070
3,070
3,070
Number of vehicles towed
Vehicle and Equipment Auctions and Demolition
Efficient and responsive government
The Vehicle and Equipment Auctions and Demolition program coordinates auctions for vehicles towed on city streets, abandoned bicycles, and city surplus equipment and vehicles. The program also demolishes towed vehicles that are not picked up after attempting to contact the owner and determining the vehicle to have no value for auction. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Average number of bidders at each auction
110
103
117
110
110
Number of vehicles auctioned per year
787
726
848
787
787
Number of vehicles demolished per year
70
62
79
70
70
430 - Towing and Recovery Operations
Towing and Recovery Operations Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Account Representative Accountant I Accounting Technician II Administrative Assistant II Customer Service Supervisor Equipment Operator II Support Technician Towing Operations Manager Total
2.0 1.0 1.0 1.0 1.0 0.0 3.0 1.0 10.0
1.0 0.0 0.0 0.0 0.0 1.0 (2.0) 0.0 0.0
3.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 10.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Support Technician Total
1.0 1.0
Towing and Recovery Operations - 431
Waste Management Department Overview Waste Management focuses on protecting the public health and safety of the City of Norfolk by providing quality municipal solid waste services and environmental programs that are safe, efficient, cost effective, and environmentally responsible. The Division of Waste Management receives oversight from the Department of Public Works. User fees collected from residents and businesses fund the cost of the operation. Waste Management provides weekly garbage, yard waste, and bulk waste pickup for Norfolk residents and daily garbage pickup along the beaches and some downtown businesses. In addition, residents can drop off household hazardous waste at the SPSA transfer facility at 3136 Woodland Avenue on Tuesdays and Saturdays from noon to 4:00 p.m. at no charge. The residential curbside recycling program is administered by Waste Management. Two recycling convenience centers are also provided offering 24-hour/365-day collection. Keep Norfolk Beautiful (KNB) offers environmental outreach opportunities and coordinates litter clean-ups throughout the year utilizing volunteers.
Trends, Issues, and Initiatives ⦁ In FY 2026, the General Fund transferred $2 million to the department to support recycling costs ⦁ Continued public engagement and outreach to promote recycling and responsible waste disposal
432 - Waste Management
Waste Management Cost Recovery Summary Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Other Sources and Transfers In Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
5,625 2,924 22,459,142 35,445 376,964 0 22,880,100
3,361 448 22,587,425 42,462 351,270 348,212 23,333,177
11,000 10,000 26,107,000 1,533 443,201 2,000,000 28,572,734
11,000 10,000 26,107,000 1,533 351,300 2,000,000 28,480,833
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
7,416,606 2,155,780 10,017,435 2,376,213 0 123,248 22,089,282
7,873,100 1,884,067 12,359,113 1,590,464 210,157 129,426 24,046,326
8,881,098 2,063,022 14,443,757 2,626,083 337,697 221,077 28,572,734
9,750,182 2,217,939 14,805,433 1,298,345 187,857 221,077 28,480,833
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
494,207 563,982 123,248 541,473 331,495 765,470 3,200,283 16,069,124 22,089,282
543,585 1,034,049 129,426 550,441 228,239 757,473 5,229,243 15,573,871 24,046,326
647,934 1,499,278 221,077 563,874 314,084 726,820 6,126,371 18,473,296 28,572,734
601,860 2,001,573 221,077 576,109 416,341 747,697 5,926,507 17,989,669 28,480,833
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
9 3 5 9 80 106.0
8 3 4 7 84 106.0
8 3 4 7 96 118.0
8 3 5 7 95 118.0
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Program Budget Summary
Administrative Support Cost Allocation for Citywide Services Debt Service Division Office Keep Norfolk Beautiful Quality Assurance and Inspection Recycling Collection Refuse Collection Total
FTE Summary by Program Administrative Support Division Office Keep Norfolk Beautiful Quality Assurance and Inspection Refuse Collection Total
Waste Management - 433
Waste Management Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Remove one-time funds to Optimize Beach Collection Services (741,922) 0.0 Remove one-time funds provided in FY 2026 for equipment needed to create the dedicated beach cleaning program. • Update base program costs 629,183 0.0 Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funding for fleet adjustments 166,624 0.0 Technical adjustment to provide additional funding for fleet expenditures based on maintenance and fuel for vehicles used for operations.
• Decrease funds for Rehrig-Pacific - refuse containers (21,461) 0.0 This request is for fund allocation for the city's refuse container contract with Rehrig-Pacific in the Refuse Collection program of Waste Management. Total costs will decrease $21,461 from $277,145 to $255,684. • Decrease funds for Toter contract - refuse containers (48,161) 0.0 This request is for fund allocation for the city's refuse container contract with Toter refuse container manufacturers in the Refuse Collection program of Waste Management. Total costs will decrease $48,161 from $70,000 to $21,839. • Decrease funds for drop-off recycling dumpsters (76,164) 0.0 This request is for fund allocation for the city's refuse container contract with Green for Life (GFL) Environmental in the Clean Community Recycling program of Waste Management. Total costs will decrease $76,164 from $133,900 to $57,736.
Total
434 - Waste Management
(91,901)
0.0
Waste Management Performance Measures: Cost Allocation for Citywide Services
Efficient and responsive government
The Cost Allocation program is a reimbursement payment for the administrative services provided by General Fund Departments.
Debt Service
Efficient and responsive government
The Debt Service program is the payment of bond principal and interest for the department's Capital Improvement Plan.
Keep Norfolk Beautiful
Safe engaged and informed community
The Keep Norfolk Beautiful program provides education and outreach regarding environmental topics such as pollution prevention, recycling, wetland restoration, water quality improvement, and litter prevention. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of special collection events per fiscal year
3
2
2
3
3
Number of volunteers utilized for all KNB programs per fiscal year
6,500
6,382
6,415
6,400
6,400
Value of volunteer hours (as based on the industry standard for non-profit and public sector 'Value of Volunteer Time' calculation)
375,000
360,973
371,484
374,000
374,000
Quality Assurance and Inspection
Efficient and responsive government
The Quality Assurance and Inspection program confirms service delivery and associated collection activity as well as informs, educates, and enforces city codes as it relates to refuse collection in the public right-of-way. This program also provides investigative support for incidents and accidents involving refuse collection vehicles. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of civic league and community meetings attended
20
16
8
18
20
Number of educational opportunities
2,000
1,420
950
1,800
1,900
Number of investigative reports filed
100
100
90
110
100
Recycling Collection
Safe engaged and informed community
The Recycling Collection program provides citywide recycling collection through a third-party vendor. Recycling encourages the reuse of eligible materials to reduce pollution.
Waste Management - 435
Waste Management Performance Measures
Number of tons of recycling collected from drop-off centers Tons of curbside recycling collected
Performance Target
FY 2024 Actual
160
218
143
142
160
9,600
9,780
9,494
9,657
9,600
Refuse Collection
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Safe engaged and informed community
The Refuse Collection program provides citywide refuse collection. The program primarily serves all residential properties on a weekly basis. The service is also provided to non-residential properties that do not have private refuse collection. In addition, refuse collection from the city's beaches is conducted daily during summer months, and asneeded during the rest of the year. Included in this program is bulk waste, yard waste, and citizen drop-off services. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Number of bulk waste pick up requests
72,000
71,152
71,765
71,800
72,000
Number of container work orders received for repairs, replacements and deliveries
5,600
5,929
5,428
5,300
5,600
Number of tons collected (municipal solid waste (MSW), bulk, yard waste)
83,000
81,726
81,439
83,150
83,000
436 - Waste Management
Waste Management Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Account Representative Accountant I Accounting Technician II Administrative Assistant I Administrative Technician Assistant Superintendent of Waste Management Automotive Operations Manager Education Manager Financial Operations Manager Fleet Coordinator Maintenance Worker I Management Analyst II Operations Manager Programs Manager Project Coordinator Public Services Coordinator Refuse Collection Supervisor Refuse Collector Assistant Refuse Collector I Refuse Collector II Refuse Collector III Refuse Collector, Lead Refuse Inspector Staff Technician II Storekeeper II Superintendent of Waste Management Waste Management Automotive Mechanic Total
2.0 1.0 1.0 2.0 1.0 3.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 1.0 1.0 1.0 8.0 9.0 25.0 11.0 27.0 8.0 5.0 1.0 1.0 1.0 3.0 118.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 (1.0) 0.0 0.0 1.0 1.0 (1.0) 1.0 1.0 0.0 1.0 (1.0) (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0
2.0 1.0 1.0 2.0 1.0 3.0 1.0 0.0 1.0 0.0 1.0 1.0 1.0 2.0 0.0 2.0 9.0 9.0 26.0 10.0 26.0 8.0 5.0 1.0 1.0 1.0 3.0 118.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Refuse Collector Apprentice Total
10.0 10.0
Waste Management - 437
438 - Waste Management
Enterprise Funds
Enterprise Funds - 439
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440 - Enterprise Funds
ENTERPRISE FUND SUMMARY FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Permits and Fees
1,138,061
883,100
853,700
Fines and Forfeitures
2,267,761
3,000,000
3,462,480
0
0
0
7,880,106
2,404,020
4,690,000
208,558,472
201,537,131
206,991,613
574,687
1,269,614
636,900
3,449,259
1,003,600
1,003,600
233,630
7,400
3,007,400
224,101,976
210,104,865
220,645,693
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services
43,169,135
48,606,041
51,105,102
Materials, Supplies and Repairs
23,731,047
27,970,422
29,081,766
Contractual Services
24,921,587
21,902,357
23,773,634
Equipment
1,919,227
3,751,954
2,563,454
Department Specific Appropriation
(186,108)
40,919,527
52,107,004
Debt Service/Transfers to CIP
20,056,856
66,954,564
62,014,733
113,611,743
210,104,865
220,645,693
Revenues
Federal Aid Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Other Sources and Transfers In Totals
Expenditures
Total
Enterprise Funds - 441
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442 - Enterprise Funds
Parking Facilities Fund Department Overview The City of Norfolk's Parking Division operates and maintains one of the largest municipally owned parking systems in the country while meeting the parking needs of downtown workers, residents, students, shoppers, and tourists. This includes over 18,000 public parking spaces located in 14 garages, 10 lots, and over 700 on-street spaces. Safe, convenient and affordable parking is provided to all patrons through the efficient management of the city's parking resources. The Parking Facilities Fund receives oversight from the Department of General Services.
Trends, Issues, and Initiatives ⦁ Implemented new prepaid parking programs for customers attending events sponsored by the Norfolk Tides, Norfolk Admirals, Norfolk Forum, etc. ⦁ Launched a year-round parking program for Carnival Cruise Line passengers, including complimentary shuttle service and 24/7 security ⦁ Implemented additional parking enforcement within the Residential Parking Program ⦁ Upgraded over 550 single-space parking meter housings and solar photo-voltaic systems ⦁ Financial oversight of the Parking Fund is being moved to the Department of Finance
Parking Facilities Fund - 443
Parking Facilities Fund Cost Recovery Summary Permits and Fees Fines and Forfeitures Use of Money and Property Charges for Services Miscellaneous Revenue Other Sources and Transfers In Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
16,032 368,378 544,750 15,175,321 64,817 0 16,169,298
43,579 2,267,761 487,732 21,236,025 458,724 0 24,493,821
50,000 3,000,000 280,000 21,252,871 1,038,714 0 25,621,585
50,000 3,462,480 490,000 17,631,420 450,000 3,000,000 25,083,900
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
4,829,275 1,807,835 5,283,954 223,684 0 5,486,089 17,630,837
4,947,537 1,741,571 5,927,524 469,870 0 3,900,113 16,986,614
6,403,802 2,074,858 4,995,196 205,963 103,229 11,838,537 25,621,585
6,444,461 2,158,884 6,030,199 235,963 (624,144) 10,838,537 25,083,900
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,812,316 378,970 5,486,089 418,466 2,845,959 4,689,037 17,630,837
4,486,586 339,289 3,900,113 452,385 2,792,323 5,015,918 16,986,614
3,843,193 722,974 9,488,537 478,684 5,612,666 5,475,531 25,621,585
4,047,177 1,035,755 9,488,537 390,966 4,770,357 5,351,108 25,083,900
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
18 2 20 45.4 85.4
18 3 20 44.4 85.4
19 3 20 44.4 86.4
11 3 20 46.4 80.4
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Program Budget Summary
Administrative Support Cost Allocation for Citywide Services Debt Service Division Office Parking Facility Maintenance Parking Operations Total
FTE Summary by Program Administrative Support Division Office Parking Facility Maintenance Parking Operations Total
444 - Parking Facilities Fund
Parking Facilities Fund Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs (166,144) 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Increase Parking Enforcement 164,460 Provide funding for three additional Meter Monitor positions and one vehicle for enhanced parking enforcement within the City of Norfolk.
3.0
• Increase for Fleet costs Technical adjustment to increase Fleet costs.
0.0
15,291
• Transfer financial positions to General Fund (551,292) (9.0) Technical adjustment to reduce nine positions within the Parking Enterprise Fund and move them to the General Fund. This adjustment is to support the Department of Finance's financial oversight of the fund. A corresponding increase in positions can be seen within the Department of Finance. Total
(537,685)
(6.0)
Parking Facilities Fund - 445
Parking Facilities Fund Performance Measures: Cost Allocation for Citywide Services
Efficient and responsive government
Cost Allocation for Citywide Services provides departmental support for city-owned vehicles, phone and network access/connectivity. The program is a reimbursement payment for the administrative services provided by General Fund departments.
Debt Service
Efficient and responsive government
The Debt Service Program is the payment of bond principal and interest for the department's Capital Improvement Plan.
Parking Facility Maintenance
Infrastructure and Connectivity
The Parking Facility Maintenance Program maintains: 14 garages and 12 surface lots; approximately 650 meteredspaces; and leased parking garage office space in six parking facilities: York Street, Town Point, Main Street, West Plume, and the Fountain Park Garages and the Downtown Plaza. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent of maintenance work orders addresses within 3 business days
100
Parking Operations
90
74
90
90
Efficient and responsive government
The Parking Operations Program provides personnel and equipment for facility operations, special events, parking code enforcement, information technology, parking meters, computers, and contracted security guard protection in cityowned parking facilities. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of customer calls referred to parking from the Norfolk Cares Call Center that are addressed and closed within 72 hours
446 - Parking Facilities Fund
80
80
80
80
80
Parking Facilities Fund Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant I Accountant II Accountant IV Accounting Technician II Administrative Assistant I Administrative Assistant II Collection Coordinator Crew Leader I Customer Service Representative Economic & Policy Analyst Electrician II Electronics Technician II Enterprise Controller Maintenance Mechanic II Maintenance Supervisor I Maintenance Worker I Maintenance Worker II Management Services Administrator Meter Monitor Operations Manager Painter I Parking Director Parking Manager Parking Supervisor Software Analyst Total
1.0 1.0 1.0 6.0 2.0 1.0 1.0 3.0 22.4 1.0 1.0 1.0 1.0 2.0 1.0 12.0 5.0 2.0 7.0 1.0 1.0 1.0 2.0 9.0 1.0 86.4
(1.0) (1.0) (1.0) (2.0) (1.0) 0.0 0.0 0.0 0.0 (1.0) 0.0 (1.0) (1.0) 0.0 0.0 (1.0) 0.0 0.0 3.0 0.0 0.0 0.0 0.0 0.0 1.0 (6.0)
0.0 0.0 0.0 4.0 1.0 1.0 1.0 3.0 22.4 0.0 1.0 0.0 0.0 2.0 1.0 11.0 5.0 2.0 10.0 1.0 1.0 1.0 2.0 9.0 2.0 80.4
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Customer Service Representative Total
12.5 12.5
Parking Facilities Fund - 447
Storm Water Management Department Overview The Division of Storm Water Management focuses on five prominent categories of work: environmental permit management and regulatory compliance, Capital Improvement Program (CIP) and debt service, flood reduction, system operation and maintenance, and street sweeping. Staff is comprised of professional engineers, environmental scientists, operations personnel, and administrative staff that coordinate to meet the division's goals.The Division seeks to have an empowered and efficient work force that provides excellent customer service in the operation and maintenance of the stormwater system to improve the quality of the stormwater runoff by reducing pollutants entering the stormwater system and to minimize damage and inconvenience resulting from flooding. The organization is citizen-attentive, fiscally responsible, team-based, diverse, inclusive, safety-focused, proactive, and regulatorily compliant.The Division of Storm Water Management receives oversight from the Department of Public Works.
Trends, Issues, and Initiatives ⦁ Complete several currently funded CIP projects in the next fiscal year - additional information can be found in the CIP section ⦁ The Department of Environmental Quality (DEQ) recently updated the statewide fee schedules for Municipal Separate Storm Water System (MS4) and Construction General Permits. As required by state law, the city currently pays 28% of administrative costs to DEQ, but this will increase to 30% effective July 1, 2026. The city is currently updating the ordinance to reflect these changes and increases in MS4 and Construction General permit fees ⦁ Sustain and improve the financial health of the fund by reducing future debt and responsibly managing current resources
448 - Storm Water Management
Storm Water Management Cost Recovery Summary Use of Money and Property Charges for Services Miscellaneous Revenue Other Sources and Transfers In Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
254,811 24,839,182 116,950 130,274 25,341,217
121,580 25,854,752 93,298 17,309 26,086,939
4,020 24,962,135 44,000 0 25,010,155
0 25,899,176 0 0 25,899,176
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
8,100,634 2,599,990 2,059,692 3,437,817 29,804 1,751,617 17,979,554
8,602,907 2,345,739 3,859,537 1,371,400 3,428 1,776,141 17,959,152
8,981,848 2,037,007 2,854,545 2,307,550 2,423,148 6,406,057 25,010,155
9,406,325 2,712,811 3,023,188 1,557,550 3,115,068 6,084,234 25,899,176
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,079,798 1,710,269 644,308 1,751,617 329,390 1,169,299 29,981 5,686,637
1,002,602 2,793,670 948,272 1,776,141 327,953 1,239,278 0 6,471,103
1,218,795 1,863,759 1,389,560 8,677,617 287,834 881,505 0 5,653,826
1,072,119 2,132,174 1,358,203 9,199,201 231,902 880,247 0 6,689,161
5,578,255 17,979,554
3,400,133 17,959,152
5,037,259 25,010,155
4,336,169 25,899,176
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
12 13 2 7 52
13 13 1 7 57
12 13 2 7 52
12 13 1 7 55
27 113.0
22 113.0
27 113.0
24 112.0
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Program Budget Summary Administrative Support Construction, Design, and Engineering Cost Allocation for Citywide Services Debt Service Division Office Environmental Regulatory Compliance Sand and Beach Nourishment Storm Water Infrastructure Operations and Maintenance Street Sweeping Total
FTE Summary by Program Administrative Support Construction, Design, and Engineering Division Office Environmental Regulatory Compliance Storm Water Infrastructure Operations and Maintenance Street Sweeping Total
Storm Water Management - 449
Storm Water Management Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 1,085,083 (1.0) Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. This also includes the reduction of a position that was moved to the General Fund. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide one-time funds to purchase a Ford Maverick truck 35,000 0.0 Provide one-time funds to purchase a pickup truck for the Project Manager and Safety Specialist to use to perform field inspections.
• Provide funding for fleet adjustments 90,804 0.0 Technical adjustment to provide additional funding for fleet expenditures based on maintenance and fuel for vehicles used for operations. • Technical adjustment to support debt service interest (321,866) 0.0 Technical adjustment to support annual debt service payments. This is a routine adjustment which occurs each budget cycle within the Debt Service program. Total
450 - Storm Water Management
889,021
(1.0)
Storm Water Management Performance Measures: Construction, Design, and Engineering
Infrastructure and Connectivity
The Construction, Design, and Engineering program manages storm water design and construction projects, contractors, utility markings, and coastal and precipitation flooding studies. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Linear feet of cured-in-place-pipe (CIPP) sliplined
2,000
1,260
1,260
2,000
2,000
Linear feet of pipe filmed/camera
12,500
17,547
8,884
10,000
12,500
0
48,591
39,977
27,000
0
700
725
696
700
700
Number of miss utilities tickets reviewed Number of site plans reviewed
Cost Allocation for Citywide Services
Efficient and responsive government
The Cost Allocation program is a reimbursement payment for the administrative services provided by General Fund departments.
Debt Service
Efficient and responsive government
The Debt Service program is the payment of bond principal and interest for the department's Capital Improvement Plan.
Environmental Regulatory Compliance
Resilient Norfolk
The Environmental Regulatory Compliance program ensures compliance with environmental laws, regulations, and permits through monitoring and inspecting of infrastructure dealing with pollutant control and prevention of contaminates in the storm water system and local water sources. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of environmental complaints investigated
200
168
158
200
200
Number of illicit discharges investigated and corrected
45
36
29
45
45
1,200
1,355
1,139
1,200
1,200
Number of post-construction best management practices (BMPs) inspected and reinspected
Storm Water Infrastructure Operations and Maintenance
Infrastructure and Connectivity
The Storm Water Infrastructure Operations and Maintenance program is responsible for the operations and maintenance of the pump stations, flood wall, outfalls, structures, pipes, and ponds by providing personnel and equipment necessary for upkeep of storm water infrastructure.
Storm Water Management - 451
Storm Water Management Performance Target
FY 2024 Actual
FY 2025 FY 2026 Actual Projection
FY 2027 Proposed
Linear feet of ditches cleaned
207,000
187,808
193,010
200,000
207,000
Linear feet of pipes cleaned/flushed
200,000
260,216
172,601
180,000
200,000
Number of structures cleaned
6,500
7,954
5,941
6,500
6,500
Number of structures repaired
800
915
762
800
800
Performance Measures
Street Sweeping
Resilient Norfolk
The Street Sweeping program is responsible for sweeping curbed streets on a routine basis using specialized vehicles. Street sweeping limits the debris that ends up in the storm drains, which helps mitigate flooding. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of miles of curbline swept
42,500
42,908
37,744
40,000
42,500
Number of tons of material/debris collected from sweeping operations
5,000
4,015
3,558
5,000
5,000
452 - Storm Water Management
Storm Water Management Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accountant I Accountant III Accountant IV Accounting Technician II Administrative Assistant I Administrative Assistant II Administrative Technician Business Manager CCTV Technician Civil Engineer II Civil Engineer III Collection Coordinator Construction Inspector II Construction Inspector III Crew Leader I Design/Construction Project Manager, Senior Engineering Technician II Engineering Technician IV Enterprise Controller Environmental Specialist II Equipment Operator II Equipment Operator III Equipment Operator IV Geographic Information Systems Technician II Groundskeeper Crew Leader Maintenance Mechanic I Maintenance Worker I Maintenance Worker II Manager of Budget & Accounting Program Supervisor Programs Manager Project Manager Public Relations Specialist Storekeeper II Storm Water Assistant Superintendent Storm Water Engineer Storm Water Operations Manager Street Sweeper Mechanic Sweeper Operator I
2.0 1.0 1.0 2.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 10.0 1.0 2.0 1.0 1.0 2.0 12.0 4.0 1.0 1.0 2.0 2.0 14.0 5.0 1.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 5.0
0.0 0.0 0.0 0.0 1.0 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 (2.0)
2.0 1.0 1.0 2.0 1.0 1.0 0.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 11.0 1.0 2.0 1.0 1.0 2.0 12.0 4.0 1.0 1.0 2.0 2.0 13.0 5.0 0.0 1.0 1.0 4.0 1.0 1.0 1.0 1.0 1.0 1.0 3.0
Storm Water Management - 453
Storm Water Management Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Sweeper Operator II Sweeper Operator Supervisor Sweeper Operator, Lead Utility Maintenance Mechanic I Utility Maintenance Mechanic II Utility Maintenance Mechanic III Utility Maintenance Supervisor Utility Maintenance Supervisor, Senior Total
2.0 1.0 4.0 2.0 5.0 0.0 4.0 3.0 113.0
2.0 0.0 0.0 0.0 (3.0) 3.0 0.0 0.0 (1.0)
4.0 1.0 4.0 2.0 2.0 3.0 4.0 3.0 112.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Manager of Budget & Accounting Municipal Intern III Total
454 - Storm Water Management
1.0 1.0 2.0
Utilities - Wastewater Fund Department Overview The Department of Utilities is responsible for the operation of two enterprise funds, the Water Fund and the Wastewater Fund. Both funds are supported by user fees collected from residents and businesses and receive no financial support from the General Fund. Wastewater is responsible for the operation and maintenance of 682 miles of gravity sewers, 137 pump stations, and 55 miles of wastewater force mains.
Trends, Issues, and Initiatives ⦁ Continued investments in the Wastewater Collection system in the capital improvement plan ⦁ Additional funding for wastewater infrastructure
Utilities - Wastewater Fund - 455
Utilities - Wastewater Fund FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
220,110 870,760 37,356,183 16,273 43,529 586,112 39,092,967
131,000 757,943 38,975,762 80,070 21,659 1,041,709 41,008,143
50,000 10,000 40,451,836 3,600 2,000 0 40,517,436
50,000 800,000 42,095,639 3,600 2,000 0 42,951,239
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
5,681,819 3,139,216 1,478,017 77,020 1,500,000 16,492,789 28,368,861
6,522,562 2,742,291 1,706,522 (55,501) 1,500,000 16,582,120 28,997,994
7,719,020 4,067,059 2,572,175 721,398 8,470,896 16,966,888 40,517,436
8,159,962 4,170,092 2,689,357 228,898 11,706,566 15,996,364 42,951,239
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Debt Service Wastewater Operations Total
16,492,789 11,876,072 28,368,861
16,582,120 12,415,874 28,997,994
16,966,888 23,550,548 40,517,436
15,996,364 26,954,875 42,951,239
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
Wastewater Operations Total
101 101.0
101 101.0
101 101.0
101 101.0
Cost Recovery Summary Permits and Fees Use of Money and Property Charges for Services Recovered Costs Other Sources and Transfers In Federal Aid Total
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
456 - Utilities - Wastewater Fund
Utilities - Wastewater Fund Proposed FY 2027 Budget Actions Base Budget Adjustments
• Remove one-time funds for wastewater infrastructure Remove one-time funds provided in FY 2026 for the purchase of a Vactor Truck.
FY 2027
FTE
(500,000)
0.0
• Update base program costs 3,848,513 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funding for fleet adjustments 55,814 0.0 Technical adjustment to provide additional funding for fleet expenditures based on maintenance and fuel for vehicles used for operations.
• Adjust debt service related expenses (970,524) 0.0 Technical adjustment to support annual debt service payments for wastewater related projects. This is a routine adjustment which occurs each budget cycle. Costs are expected to decrease by $970,524 in FY 2027 within the Debt Service program. Total
2,433,803
0.0
Utilities - Wastewater Fund - 457
Utilities - Wastewater Fund Performance Measures: Debt Service
Efficient and responsive government
The Debt Service program is the payment of bond/loan principal and interest for the department's Capital Improvement Plan. The Debt Service program oversees the department's debt obligations including conducting bond feasibility studies, providing support for bond issuances, applying for low-cost state and federal loans, monitoring compliance with debt service covenants, reporting requirements, and financial policies. The department also works towards maintaining or improving current bond ratings, and timely remitting debt service payments in accordance with approved debt service payment schedules.
Wastewater Operations
Community support and well-being
Wastewater Pump Station Operation and Maintenance function of this program enhances the quality of life for Norfolk citizens by providing continuous, reliable operations for pump stations throughout the city. These stations provide a critical service by transmitting sewage and sanitary waste to the Hampton Roads Sanitation District for treatment. Wastewater Piping System Repair promotes safe and healthy neighborhoods by completing localized wastewater pipe repairs ensuring effective operations for the residential, commercial, and governmental customers of the wastewater system. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Linear feet of gravity sewers and wastewater force mains installed per year
5,000
9,776
9,035
5,000
5,000
Linear feet of wastewater system cleaned per year
700,000
705,699
820,638
745,860
750,000
Number of sewer line repairs
400
489
392
448
450
Number of sewer lines televised in support of repairs
500
724
789
416
550
458 - Utilities - Wastewater Fund
Utilities - Wastewater Fund Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Accounting Technician II Administrative Technician Assistant Superintendent of Utility Division CCTV Technician Crew Leader I Engineering Technician I Environmental Specialist I Environmental Specialist II Equipment Operator II Equipment Operator III Facilities Manager General Utility Maintenance Supervisor Maintenance Worker I Maintenance Worker II Management Analyst I Management Analyst III Program Supervisor Support Technician Utility Maintenance Mechanic I Utility Maintenance Supervisor Utility Maintenance Supervisor, Senior Total
2.0 2.0 1.0 2.0 14.0 1.0 1.0 1.0 6.0 17.0 1.0 1.0 2.0 27.0 1.0 1.0 0.0 1.0 6.0 10.0 4.0 101.0
(1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 0.0
1.0 3.0 1.0 2.0 14.0 1.0 1.0 1.0 6.0 17.0 1.0 1.0 2.0 27.0 1.0 1.0 1.0 0.0 6.0 10.0 4.0 101.0
Utilities - Wastewater Fund - 459
Utilities - Water Fund Department Overview The Department of Utilities is responsible for the operation of two enterprise funds, the Water Fund and the Wastewater Fund. Both funds are supported by user fees collected from residents and businesses. The Water Fund is comprised of six divisions, and is organized as follows: ⦁ Water Production: Responsible for the operation and maintenance of two water treatment plants and five finished water storage facilities; maintains five raw and five finished water pump stations, and 130 miles of raw water transmission mains; and manages eight city-owned reservoirs and adjacent watershed properties ⦁ Water Quality: Ensures the provision of high quality, safe, clean drinking water through compliance monitoring, testing, analysis, and backflow prevention ⦁ Water Distribution: Responsible for the maintenance and operation of over 800 miles of water mains. Repairs, replaces, and installs fire hydrants, meters, and valves; and detects and repairs leaks in the distribution system. Provides routine flushing of water mains and the installation of service main extensions ⦁ Water Accounts: Provides billing, collections, and response to users of Norfolk's utility system ⦁ Engineering and Technology: Manages the department's Capital Improvement Program and documentation for the maintenance and construction of the city's water and wastewater infrastructure. Responsible for overall construction oversight and project management including marking underground utilities. Provides technology-related support to include Supervisory Control and Data Acquisition, asset management, GIS, hardware, and software ⦁ Accounting and Budget: Responsible for the administration of the department's finance and accounting operations including the budget, accounts payable, payroll, financial reporting, contract compliance, bond issuance, capital project financing and rate setting
Trends, Issues, and Initiatives ⦁ Continuing to provide clean drinking water by increasing funding for chemicals and laboratory supplies ⦁ Continued investments in water infrastructure within the capital improvement plan to keep water flowing
460 - Utilities - Water Fund
Utilities - Water Fund FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
920,532 5,087,076 112,206,910 9,358 1,004,978 -83,485 132,775 119,278,144
959,615 6,316,090 121,122,243 46,465 1,021,966 65,530 3,985,633 133,517,542
783,100 2,110,000 114,870,289 186,900 1,000,000 5,400 0 118,955,689
753,700 3,400,000 121,365,378 186,900 1,000,000 5,400 0 126,711,378
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
19,229,192 10,170,452 6,778,231 88,489 8,500,000 28,503,913 73,270,277
20,809,710 15,758,866 9,052,177 11,549 8,500,000 30,042,374 84,174,676
25,501,371 19,791,498 11,480,441 517,043 29,922,254 31,743,082 118,955,689
27,094,354 20,039,979 12,030,890 541,043 37,909,514 29,095,598 126,711,378
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Budget and Accounting Debt Service Director‘s Office Engineering and Technology Water Accounts Water Distribution Water Production Water Quality Total
1,527,518 28,503,913 1,351,247 3,902,685 2,964,861 8,267,568 25,504,355 1,248,130 73,270,277
1,539,047 30,042,374 6,468,323 4,125,212 3,282,607 9,410,594 27,949,141 1,357,378 84,174,676
1,641,952 32,249,300 32,033,563 5,739,165 3,378,550 12,363,763 30,117,913 1,431,483 118,955,689
1,623,321 29,601,816 39,953,650 6,321,997 3,827,610 12,775,925 31,122,300 1,484,759 126,711,378
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
11 10 46 24 95 96 9
11 10 46.5 23 95 96 9
11 9 45.5 25 95 96 9
11 9 48.5 26 90 96 10
Cost Recovery Summary Permits and Fees Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Other Sources and Transfers In Federal Aid Total
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Budget and Accounting Director`s Office Engineering and Technology Water Accounts Water Distribution Water Production Water Quality
Utilities - Water Fund - 461
Utilities - Water Fund Total
291.0
290.5
290.5
290.5
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 1,626,615 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Provide funds for water production chemicals 300,000 0.0 Provide an additional $300,000 for chemicals within the Water Production program. This funding will support the addition of liquid oxygen to Water's chemical inventory. Liquid oxygen is used for water treatment and can greatly increase treatment plant capacity for drinking water. • Provide additional funds for various Water Accounts expenses 174,477 0.0 Provide an additional $174,477 for various expenses within the Water Accounts program including contractual costs, printing, and equipment. These increases are primarily due to increases in contractual costs and rates for meter reading and maintenance.
• Provide funding for fleet adjustments 607,655 0.0 Technical adjustment to provide additional funding for fleet expenditures based on maintenance and fuel for vehicles used for operations. • Increase Railroad Management fees 2,079 0.0 Technical adjustment to provide funds for increased railroad rent. Total costs will increase by $2,079 from $69,306 in FY 2026 to $71,385 in FY 2027 within the Water Distribution program.
• Increase costs for warehouse rent 2,032 0.0 Technical adjustment to provide funds for increased storehouse rent. Total costs are expected to increase by $2,032 from $67,717 in FY 2026 to $69,749 in FY 2027 within the Director's Office program. • Adjust Water Fund operating expenses (65,374) 0.0 Technical adjustment to adjust Water Fund operating expenses for new indirect cost allocation. This ensures the accurate distribution of citywide service expenses, aligning costs with the appropriate departments and programs. • Adjust debt service related expenses (2,647,484) 0.0 Technical adjustment to support annual debt service payments for wastewater related projects. This is a routine adjustment which occurs each budget cycle. Costs are expected to decrease by $2,647,484 in FY 2027 within the Debt Service program.
Total
462 - Utilities - Water Fund
0
0.0
Utilities - Water Fund Performance Measures: Budget and Accounting
Efficient and responsive government
The Budget and Accounting program conducts strategic planning to ensure implementation of the City Council's priorities and City Manager's goals and maintain the utility system's viability and resilience. This includes wholesale customer contract management, development of cash flow projections, and periodic review of rates and long-term funding to support future sustainability. The financial reporting and compliance function includes grant management and administration, preparation of the annual externally audited financial statements for both the Water and Wastewater funds and ensures compliance with the provisions of the Single Audit Act. The budget management function of this program establishes annual development of operating and capital budgets and ensures ongoing monitoring of the budgets. The financial operations function of this program supports daily accounting and financial functions.
Debt Service
Efficient and responsive government
The Debt Service program is the payment of bond/loan principal and interest for the department's Capital Improvement Plan. The Debt Service program oversees the department's debt obligations including conducting bond feasibility studies, providing support for bond issuances, applying for low-cost state and federal loans, monitoring compliance with debt service covenants, reporting requirements, and financial policies. The department also works towards maintaining or improving current bond ratings, and timely remitting debt service payments in accordance with approved debt service payment schedules.
Engineering and Technology
Infrastructure and Connectivity
The Engineering and Technology program develops and executes the water and wastewater capital improvement plan. The Capital Project Management function of the program manages the design and installation of water and wastewater projects including monitoring costs, time schedules, and work quality. This function prioritizes and manages the design of infrastructure replacement for water treatment plants, dams, spillways, raw water transmission components, finished water transmission mains, neighborhood distribution piping, wastewater system pipes and pump stations, and assists with construction management. The Construction Inspection function of this program provides monitoring and reporting compliance for construction work performed by state and city agents, franchise utility owners, developers, and others on all water and wastewater infrastructure. The technology function under this program ensures effective operation of all the department's programs by timely incorporating technological improvements and managing existing computer systems and hardware. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Linear feet of water and sewer mains installed a year
5,000
14,220
8,164
5,000
5,000
Utilities - Water Fund - 463
Utilities - Water Fund Water Accounts
Efficient and responsive government
Multiple functions within the division are managed under this program including billing, collection, and customer service. The Billing function ensures the accurate monthly reading and billing of the department's 70,000 + active accounts which includes processing all adjustments (including leak and financial adjustments). Additionally, this program pursues the collection of overdue outstanding debt on inactive accounts. Activities include seeking judgments in court, processing property liens and Notices of Satisfaction, submitting files to the State's Debt Set Off program and ensuring compliance with bankruptcy laws. Aging Reports are used to monitor delinquency on active accounts and initiate delinquent filed activity. The department's contact center receives and responds to inquiries via incoming calls, emails, faxes, and other written correspondences that originate from existing, future, and previous residential, commercial, industrial, and wholesale customers. Additionally, the contact center generates work orders, requests to start, stop and transfer service, and establishes payment arrangement and extensions on customer accounts. In-person assistance is handled in the department's customer lobby as well as the processing of walk-in and drop box payments and the sale of boat permits and bulk water. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of meter reading errors Number of meter readings
900
1,216
1,532
2,000
900
601,000
770,661
812,869
731,500
601,000
Water Distribution
Community support and well-being
Water Distribution System Maintenance and Repair function provides reliable water services for the residents and businesses of the city by maintaining and repairing over 850 miles of water distribution pipes. The Asset Maintenance and Repair function of this program maintains and repairs more than 4,700 fire hydrants throughout the city in an effort to ensure continuous water service availability for the fire department as it protects citizens and property from fire damage. The Meter Installation and Repair function of this program installs, maintains, and repairs approximately 69,000 meters serving over 245,000 Norfolk residents and wholesale accounts, including the cities of Virginia Beach, Portsmouth, Chesapeake, the Western Tidewater Water Authority, and Norfolk and Virginia Beach Naval Facilities; this is essential for economic vitality of the Fund by obtaining accurate meter readings for billing purposes. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Number of hydrants serviced/flushed Number of water main breaks per 100 miles of water distribution system piping
Water Production
1,900
2,538
1,859
1,972
2,000
15
16
20
15
20
Community support and well-being
The Water Production function of this program is responsible for the operation and maintenance of the water treatment plants and finished water storage facilities; maintains raw and finished water pump stations and raw water transmission mains; and manages city-owned reservoirs and adjacent watershed properties. The Reservoir Management function of this program maintains and operates reservoirs to ensure maximum available storage and the protection of water quality. These activities include controlling pumping operations, harvesting invasive aquatic vegetation, dam maintenance, raw water monitoring and sampling, aeration, and tree removal. The Water Supply function of the program provides an average of 60 million gallons per day of reliable and safe drinking water to customers by operating and maintaining the water treatment facilities, raw water transmission facilities, and water storage tanks.
464 - Utilities - Water Fund
Utilities - Water Fund Performance Measures
Average daily drinking water for all retail and wholesale customer needs, in millions of gallons per day (MGD)
Performance Target
FY 2024 Actual
59
58
Water Quality
FY 2025 FY 2026 Actual Projection
58
59
FY 2027 Proposed
60
Community support and well-being
The Water Quality program monitors the drinking water that enhances the quality of life for Norfolk residents and businesses. By continual testing of water quality as required by the Safe Drinking Water Act, Water Quality works in conjunction with Water Production to provide 65 million gallons a day of reliable and safe drinking water to our customers. Water Quality testing supports the water treatment facilities process controls, raw water monitoring, and the health of water storage tanks. Testing throughout the distribution system ensures public health and system maintenance throughout the City of Norfolk. The taste, odor, and fluoridation treatment functions of this program improves drinking water quality by removing undesirable taste and odor compounds and promotes dental health by adding fluoride to the finished water to prevent the development of cavities. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed Percent of compliance met for monitoring, testing, analysis, and backflow
100
100
100
100
100
Utilities - Water Fund - 465
Utilities - Water Fund Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Account Representative Accountant I Accountant II Accountant III Accountant IV Accounting Manager Accounting Technician II Administrative Assistant I Administrative Assistant II Applications Development Team Supervisor Assistant City Engineer Assistant Director III Assistant Superintendent of Utility Division Automotive Mechanic Business Manager Chief of Construction Operations Chief Waterworks Operator Civil Engineer I Civil Engineer II Civil Engineer III Civil Engineer IV Civil Engineer V Collection Coordinator Construction Inspector I Construction Inspector II Construction Inspector III Contract Monitoring Specialist Crew Leader I Cross-Connection Specialist Cross-Connection Specialist, Senior Customer Service Manager Customer Service Supervisor Director of Utilities Electrician II Electrician III Electronics Technician II Engineering Manager Engineering Technician I Engineering Technician II 466 - Utilities - Water Fund
12.0 3.0 1.0 1.0 2.0 1.0 3.0 3.0 2.0 1.0 1.0 2.0 4.0 1.0 2.0 1.0 8.0 2.0 3.0 3.0 3.0 2.0 1.0 2.0 6.0 2.5 1.0 10.0 1.0 1.0 1.0 1.0 1.0 2.0 1.0 4.0 1.0 6.0 2.0
(1.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0 1.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0 (1.0) 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0 0.0 0.0 0.0 (2.0)
11.0 3.0 1.0 1.0 2.0 1.0 3.0 3.0 3.0 1.0 1.0 2.0 5.0 0.0 2.0 1.0 8.0 2.0 3.0 3.0 2.0 3.0 1.0 2.0 6.0 2.5 1.0 10.0 1.0 1.0 1.0 1.0 1.0 3.0 2.0 4.0 1.0 6.0 0.0
Utilities - Water Fund Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Engineering Technician IV Enterprise Controller Equipment Operator II Equipment Operator III Equipment Operator IV Financial Operations Manager General Utility Maintenance Supervisor Geographic Information Systems Specialist II Geographic Information Systems Specialist III Geographic Information Systems Team Supervisor Geographic Information Systems Technician II Maintenance Supervisor II Maintenance Worker I Maintenance Worker II Management Analyst II Management Analyst III Management Services Administrator Manager of Budget & Accounting Messenger/Driver Microcomputer Systems Analyst, Senior Program Supervisor Programmer/Analyst III Programmer/Analyst IV Programmer/Analyst V Public Information Specialist II Quality Assurance Specialist Reservoir Manager Safety Specialist Staff Technician II Storekeeper I Storekeeper II Storekeeper III Support Technician Utility Maintenance Mechanic I Utility Maintenance Mechanic II Utility Maintenance Mechanic III Utility Maintenance Supervisor Utility Maintenance Supervisor, Senior Utility Operations Manager
1.0 1.0 11.0 7.0 2.0 1.0 5.0 2.0 0.0 1.0 1.0 1.0 4.0 29.0 2.0 3.0 1.0 1.0 1.0 1.0 2.0 1.0 2.0 1.0 1.0 0.0 1.0 1.0 5.0 1.0 2.0 2.0 3.0 25.0 5.0 12.0 11.0 8.0 1.0
(1.0) 0.0 (1.0) 0.0 0.0 0.0 0.0 0.0 1.0 0.0 2.0 0.0 0.0 0.0 1.0 0.0 0.0 0.0 0.0 0.0 (1.0) (1.0) 0.0 1.0 0.0 1.0 0.0 0.0 1.0 0.0 0.0 0.0 (1.0) (1.0) (1.0) 0.0 0.0 0.0 0.0
0.0 1.0 10.0 7.0 2.0 1.0 5.0 2.0 1.0 1.0 3.0 1.0 4.0 29.0 3.0 3.0 1.0 1.0 1.0 1.0 1.0 0.0 2.0 2.0 1.0 1.0 1.0 1.0 6.0 1.0 2.0 2.0 2.0 24.0 4.0 12.0 11.0 8.0 1.0
Utilities - Water Fund - 467
Utilities - Water Fund Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Water Chemist Water Chemist, Senior Water Production Manager Water Quality Manager Water Treatment Supervisor Waterworks Operator I Waterworks Operator II Waterworks Operator III Waterworks Operator IV Total
3.0 3.0 1.0 2.0 2.0 8.0 1.0 1.0 6.0 290.5
0.0 0.0 0.0 0.0 0.0 (5.0) 3.0 1.0 1.0 0.0
3.0 3.0 1.0 2.0 2.0 3.0 4.0 2.0 7.0 290.5
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed Operations Apprentice Water Chemist Total
468 - Utilities - Water Fund
1.0 0.5 1.5
Internal Service Funds
Internal Service Funds - 469
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470 - Internal Service Funds
INTERNAL SERVICE FUND SUMMARY FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
5,191
5,000
5,000
103,289,601
111,361,489
131,760,178
8,813
70,000
70,000
Other Sources and Transfers In
516,580
6,175,409
3,000
Miscellaneous Revenue
433,281
518,080
525,215
104,253,466
118,129,978
132,363,393
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Personnel Services
5,036,727
5,794,153
6,348,577
Materials, Supplies and Repairs
4,890,050
6,250,905
6,419,855
Contractual Services
89,379,802
105,547,265
119,356,561
269,315
65,845
65,845
Debt Service Transfers to CIP
0
172,555
172,555
Department Specific Appropriation
0
299,255
0
99,575,894
118,129,978
132,363,393
Revenues Use of Money and Property Charges for Services Recovered Costs
Total Revenues
Expenditures
Equipment
Total Expenditures
Internal Service Funds - 471
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472 - Internal Service Funds
Fleet Management Department Overview Fleet Management is managed by the Department of General Services. Key responsibilities include vehicle maintenance and repair, fueling, replacement analysis, specification review, acquisition, new vehicle preparation, and disposal. Departments provide Fleet Management with a list of vehicles they anticipate need replacing. Fleet Management conducts analysis and provides a recommendation each year to determine which vehicles need replacing and the cost of each vehicle. This determines what vehicles can be replaced using funds allocated in the "Acquire Fleet Vehicles and Equipment" CIP project.
Trends, Issues, and Initiatives ⦁ Fleet vehicles costs continue to rise and have increased by more than 100% over the past five years ⦁ The department will continue to monitor fuel usage forecasts by department and will make adjustments as appropriate ⦁ The department continues to monitor fluctuating fuel cost forecasts to forecast any necessary adjustments to the fuel budget
Fleet Management - 473
Fleet Management Cost Recovery Summary Use of Money and Property Charges for Services Miscellaneous Revenue Recovered Costs Other Sources and Transfers In Total
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,294 12,327,253 0 93,922 535,386 12,959,855
5,191 12,423,889 0 8,813 516,580 12,954,473
5,000 14,466,331 88,080 70,000 512,567 15,141,978
5,000 15,638,178 95,215 70,000 3,000 15,811,393
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
3,275,371 6,589,562 4,483,048 55,477 0 0 14,403,458
3,895,049 4,890,050 5,016,289 269,314 0 0 14,070,701
4,375,766 6,243,905 4,248,020 65,845 72,179 136,263 15,141,978
4,821,260 6,412,855 4,375,170 65,845 0 136,263 15,811,393
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
141,352 6,221,824 7,431,691
47,747 4,549,634 8,767,987
283,380 5,665,000 7,833,024
283,380 5,834,950 8,166,663
383,782 224,809 14,403,458
490,383 214,950 14,070,701
607,734 752,840 15,141,978
675,582 850,818 15,811,393
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
42
42
42
42
6 4 52.0
6 4 52.0
6 4 52.0
6 4 52.0
Actual amounts represent collections, not appropriation authority.
Department Budget Summary Personnel Services Materials, Supplies, and Repairs Contractual Services Equipment Department Specific Appropriation Debt Service/Transfers to CIP Total
Program Budget Summary Cost Allocation for Citywide Services Fuel Management General Vehicle and Equipment Repair and Services Leadership and Support Service Writing Total
FTE Summary by Program General Vehicle and Equipment Repair and Services Leadership and Support Service Writing Total
474 - Fleet Management
Fleet Management Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 299,411 (1.0) Technical adjustment to update program costs for citywide budget actions. Changes include personnel adjustments for approved permanent positions, healthcare enrollment, retirement contributions, and funding for a compensation step effective January 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle.
Policy Driven Budget Adjustments FY 2027
FTE
• Move apprentice position from General Services to Fleet 73,904 1.0 Provide funds for an Automotive Repair Technician apprentice position. The position is currently being funded in the Department of General Services. • Provide funds for increases to gasoline, fuel & lubricants 169,950 Technical adjustment to support inflationary and utilization increases in fuel costs. Total costs will increase by $169,950 from $5,665,000 in FY 2026 to $5,834,950 in FY 2027.
0.0
• Provide funds for increases in contractual services 126,150 0.0 Technical adjustment to provide funds for contractual increases to Fleet Management's National Automotive Parts Association (NAPA) contract. Total costs will increase by 3% from $4,205,000 in FY 2026 to $4,331,150 in FY 2027. Total
669,415
0.0
Fleet Management - 475
Fleet Management Performance Measures: Cost Allocation for Citywide Services
Efficient and responsive government
Cost Allocation for Citywide Services provides departmental support for city-owned vehicles, phone and network access/connectivity. The program is a reimbursement payment for the administrative services provided by General Fund departments.
Fuel Management
Infrastructure and Connectivity
The Fuel Management Program provides unleaded and diesel fuels to power city equipment and vehicles, and provides repairs to city-owned fuel sites. The program ensures fuel is available for city equipment and vehicles that are used to provide services to the businesses and residents of Norfolk during regular and inclement weather operations. Fuel is also provided to other partner agencies such as Norfolk Public Schools. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Total cost of fuel services
4,800,000
General Vehicle and Equipment Repair and Services
5,230,903
4,549,634
4,800,000
4,800,000
Infrastructure and Connectivity
The General Vehicle, and Equipment Repair and Services Program provides parts, labor, and contractor costs to evaluate and repair city equipment and vehicles and encompasses all operational services necessary throughout the lifecycle of each unit to include procurement, replacement, fueling management and disposal. The Preventative Maintenance program provides parts, labor, and contractor costs for planned maintenance that is regularly performed on city equipment and vehicles to increase safety and reliability and lessen the likelihood of equipment failure. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent of direct Auto Repair Technician labor hours
75
78
78
75
75
Percent of time in which the fleet is operational
90
96
97
90
90
Service Writing
Efficient and responsive government
The Service Writing Program provides customer service at Fleet Management when vehicles and equipment need servicing or repairs by: determining customer needs; documenting vehicle status; preparing work orders; cutting keys; and contacting clients to pick up vehicles after repairs are completed. Performance FY 2024 FY 2025 FY 2026 FY 2027 Performance Measures Target Actual Actual Projection Proposed
Percent of maintenance performed that was scheduled
476 - Fleet Management
50
49
43
50
50
Fleet Management Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed Administrative Analyst Administrative Assistant II Administrative Technician Automotive Operations Manager Automotive Repair Technician I Automotive Repair Technician II Automotive Repair Technician, Senior Automotive Service Attendant Fleet Coordinator Fleet Maintenance Manager Operations Manager Safety Specialist Total
2.0 1.0 1.0 5.0 8.0 9.0 18.0 4.0 1.0 1.0 1.0 1.0 52.0
0.0 0.0 0.0 0.0 (2.0) 3.0 (1.0) 0.0 0.0 0.0 0.0 0.0 0.0
2.0 1.0 1.0 5.0 6.0 12.0 17.0 4.0 1.0 1.0 1.0 1.0 52.0
Temporary Full Time Equivalent (FTE) Summary: FY 2027 Proposed
Automotive Repair Technician Apprentice Total
1.0 1.0
Fleet Management - 477
Norfolk Healthcare Consortium Department Overview The City of Norfolk, Norfolk Public Schools (NPS) and the Norfolk Redevelopment and Housing Authority (NRHA) purchase healthcare services as a consortium. The Adopted FY 2014 Budget created the Norfolk Healthcare Consortium (NHC) to facilitate the transition from fullyinsured healthcare to a self-insured model. As a result of the change, the Norfolk Healthcare Consortium generated approximately $6.0 million in cost avoidance. NHC is governed by an Executive Committee comprised of leadership representation from each of the consortium members. The Healthcare Fund collects employer and employee premiums from the City of Norfolk, NPS, and NRHA. Medical claims, administrative costs, wellness program costs, fees related to the Affordable Care Act, and benefit consultant costs are expended from the Healthcare Fund. End of year fund balance and interest earned is used to stabilize premiums in future years. Any funds deposited into this account can only be used to pay costs associated with employee healthcare and wellness.
Trends, Issues, and Initiatives ⦁ Provide competitive benefits to Norfolk Healthcare Consortium members ⦁ Ensure strong financial management ⦁ Provide excellent customer service to all Norfolk Healthcare Consortium members ⦁ Healthcare premiums will increase in FY 2027, resulting in higher costs for employees and employers
478 - Norfolk Healthcare Consortium
Norfolk Healthcare Consortium FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Charges for Services Miscellaneous Revenue Other Sources and Transfers In Total
90,313,502 1,230,010 0 91,543,512
90,865,712 433,281 0 91,298,993
96,895,158 430,000 5,662,842 102,988,000
116,122,000 430,000 0 116,552,000
Department Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
1,278,958 10,627 84,549,319 0 26,870 85,865,774
1,285,836 13,088 80,873,858 0 36,291 82,209,073
1,418,387 7,000 101,299,245 227,076 36,292 102,988,000
1,527,317 7,000 114,981,391 0 36,292 116,552,000
Program Budget Summary
FY 2024 Actual
FY 2025 Actual
FY 2026 Adopted
FY 2027 Proposed
Benefits Administration Leadership and Support Total
84,501,454 1,364,320 85,865,774
80,855,269 1,353,804 82,209,073
101,487,245 1,500,755 102,988,000
114,970,391 1,581,609 116,552,000
FTE Summary by Program
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
14 14.0
16 16.0
15 15.0
15 15.0
Cost Recovery Summary
Personnel Services Materials, Supplies, and Repairs Contractual Services Department Specific Appropriation Debt Service/Transfers to CIP Total
Leadership and Support Total
Proposed FY 2027 Budget Actions Base Budget Adjustments FY 2027
FTE
• Update base program costs 13,564,000 0.0 Technical adjustment to update program costs for citywide budget actions. Other actions include adjustments for healthcare enrollment and healthcare rate increases, retirement contributions, and a step increase effective Janaury 2027. In addition, if applicable, adjustments for annual fleet expenditures based on maintenance and fuel for vehicles used for operations are also included. These are routine adjustments that occur each budget cycle. Total
13,564,000
0.0
Norfolk Healthcare Consortium - 479
Norfolk Healthcare Consortium Permanent Full Time Equivalent (FTE) Summary: FTE FY 2027 FY 2026 Adopted Change Proposed City Wellness Coordinator Data Analyst Executive Director of NHC HR Benefits Specialist I (HR only) Human Resources Benefits Manager Human Resources Benefits Analyst II (HR Only) Management Analyst II Management Analyst III Multimedia Communications Specialist II Multimedia Communications Specialist III Projects Manager, Senior Total
480 - Norfolk Healthcare Consortium
1.0 1.0 1.0 4.0 1.0 3.0 1.0 1.0 1.0 0.0 1.0 15.0
(1.0) 0.0 0.0 0.0 0.0 0.0 (1.0) 0.0 1.0 1.0 0.0 0.0
0.0 1.0 1.0 4.0 1.0 3.0 0.0 1.0 2.0 1.0 1.0 15.0
Capital Improvement Plan
Capital Improvement Plan - 481
482 - Capital Improvement Plan
Introduc on The Capital Improvement Plan (CIP) is the city’s five-year plan for building, maintaining, upgrading, and replacing public facili es and infrastructure. The first year of the plan is adopted by City Council on an annual basis, while the out years are planned es mates, subject to change and not appropriated un l the respec ve fiscal year. Through this process, the CIP iden fies and addresses immediate needs while also providing the necessary flexibility to react to changing condi ons and priori es as the needs of our community become more defined. Although the process allows for considerable advance project iden fica on, planning, evalua on, public discussion, and financial planning, there is no guarantee those projects will be funded in the future. This robust planning process allows the city to ensure alignment with financial policies and remain in compliance with our established debt ra os and requirements. Maintaining, repairing, and improving our infrastructure is essen al to ensure the city’s long-term safety and sustainability. Examples of CIP investments include libraries, parks and recrea onal ameni es, building maintenance, street and sidewalk improvements, and technology systems and equipment that would generally be expected to last 20 years or more. The CIP also funds facili es and infrastructure that support cri cal services, such as transporta on, fire, and police services, and the efficient opera on of the city’s water, wastewater, parking, and storm water systems.
Guiding Principles – City Council Priori es
Guiding principles are used to help shape the CIP. These principles include, but are not limited to the following:
Develop a capital plan that includes projects that address City Council priori es Facilitate development in neighborhoods and business communi es Preserve and enhance the exis ng tax base, while mee ng financial policies and ensuring fiscal sustainability
The City Council’s vision statement is also used to shape the CIP: •
• • • •
Norfolk is a na onal leader in the quality of life offered to all its residents o This is achieved through effec ve partnerships between city government and its cons tuents o As a result, Norfolk is a physically a rac ve, socially suppor ve, and financially sound city Here, the sense of community is strong Neighborhoods are designed so that people of all ages can know their neighbors and travel the streets and sidewalks safely The sense of community exists citywide Norfolk is known na onally as a strategically located place where there are abundant and fulfilling employment, recrea onal, and educa onal opportuni es
Capital Improvement Plan - 483
The FY 2027 - 2031 CIP was also developed using the results of the Resident Survey conducted in spring 2024, which provided feedback from residents regarding their priori es and level of sa sfac on with city services and infrastructure. The next resident survey will take place this spring 2026.
CIP Development/Timeline The CIP decision-making process coincides with the city’s annual budget development cycle. Departments submit projects for the upcoming five-year plan in the fall, which are presented to city leadership via budget hearings and commi ee mee ngs for review and discussion during the winter. The CIP is adopted during the spring at the same me as the opera ng budget. To guide the CIP decision-making process, projects are evaluated on the degree to which the following objec ves are met:
Adhere to legal or contractual obliga on or federal or state mandate Address health and safety concerns or emergency needs Leverage outside funding through a match of federal, state, or private funding Produce posi ve community impact through the forma on of partnerships with residents and businesses to leverage public dollars, making Norfolk a community of choice for living, working, and leisure ac vi es Enjoy broad community support Result in unacceptable outcomes if the project is deferred Ensure exis ng infrastructure and/or equipment is maintained and replaced in a mely manner Address flooding in neighborhoods and major thoroughfares Make targeted investments in neighborhoods
Addi onally, for FY 2027, projects were evaluated based on the extent that they supported one or more of the following priority areas: • • • • • •
Investments in Public Safety Investments in Public Educa on Suppor ng Neighborhoods Enhancing Community Beau fica on and Maintenance Maintaining Financial Strength Suppor ng a Strong and Resilient Economy
CIP Project Criteria A project that is included in the city’s capital budget is broadly defined as requiring the expenditure of public funds for the purchase, construc on, enhancement, or replacement of physical infrastructure/assets and may take several years to complete. Whether a project is included in the CIP or in the city’s opera ng budget is determined by its size and scope. To be included in the CIP, the project must cost $75,000 or more. Furthermore, the project should enhance, increase the value of, or significantly extend the life of the asset beyond the life of the debt instrument used to finance the improvement or grant program. Buildings and long-lived assets are typically financed for 20 or more years while equipment is generally financed for 3 to 10 years (depending on the item).
484 - Capital Improvement Plan
How the CIP is funded Funding for capital improvements comes from a number of sources. These funds are generated through local taxes, fees, charges, outside funding or other similar sources. The availability of these funds is sensi ve to economic cycles. Below are descrip ons of funding sources used to support the CIP:
Fund Balance: Use of unassigned General Fund Balance. This is the accumulated total of all prior years’ actual General Fund revenues in excess of expenditures that were not appropriated by City Council and have not been designated for other uses Norfolk Public Schools (NPS) Reversion Funds: Funds that were originally appropriated to NPS but were not expended during the fiscal year and reappropriated by City Council for their use in the subsequent year NPS Revenue True up: Addi onal funding received from the state and, possibly, the City of Norfolk Sale of Land: Proceeds from land sales that are then applied as a funding source for the CIP General Fund Opera ng: Transfer of cash contribu ons from other sources to the CIP, such as port roads funding, or the Coastal Character District room tax dedica on Bonds: Refers to debt financing of projects. Bond financing is generated through the borrowing of funds (principal) at a cost (interest) through the sale of municipal bonds. The city’s debt is defined by the sources of repayment: General Fund supported debt service and non-general fund supported debt service. General Fund supported debt is pledged to be repaid from tax revenue. Non-general fund debt is intended to be repaid from revenue derived from other revenue sources such as fees Historic Tax Credits: Tax credits that are used to support the renova on of historic buildings and facili es State and Land Match Revenue: Funding received from the Commonwealth of Virginia and in-kind land purchases that count towards the city’s por on of the required match for the CSRM project. Whenever possible, state or federal reimbursement is sought to offset the city’s tax support and is included in the planning process Philanthropy: Dona ons provided by private ci zens or outside organiza ons to the city that support construc on costs of capital projects
CIP projects are funded through both the city’s General and Non-General funds. Non-General funds that support CIP projects include Water, Wastewater, Parking, Storm Water, and Waste Management. Projects supported by NonGeneral funds are supported through other revenues such as user fees and are not supported by taxes.
Water U lity: Improve the city’s water infrastructure system and perpetuate the city’s economic vitality Wastewater U lity: Improve the city’s wastewater infrastructure system including the opera on and maintenance of collec on sewers, pump sta ons, and sewer force mains Parking Facili es: Improve the city’s parking infrastructure systems, including architectural design and construc on of mul -level parking facili es, promote tourism, and retain and a ract businesses Storm Water U lity: Improve the city’s storm water infrastructure system, including drainage improvements, system repairs and rehabilita on, and system cleaning and drainage studies in neighborhoods citywide Waste Management: Support the city’s ability to comply with regulatory requirements related to its landfills; there are no projects in this fund for the FY 2027 - 2031 CIP
Capital Improvement Plan - 485
Opera ng Impact of Major CIP Projects While the budget and CIP are developed and adopted independently of one another, the decisions made in the formula on of each impacts the other with respect to cost and affordability. Planned capital projects in the CIP usually have ongoing opera ng impacts, for rou ne opera on, repair, and maintenance upon comple on or acquisi on that need to be incorporated in the annual opera ng budget, and programma c changes in the opera ng budget some mes influence the capital budget. Addi onally, some new capital facili es may also require the addi on of new posi ons. Es mated revenues and/or opera onal efficiency savings associated with projects are also considered during the capital project evalua on and review process. Opera onal costs of new facili es can have a significant financial impact on the opera ng budget of the city. Therefore, these costs are weighed when a project is considered for funding. Conversely, the posi ve contribu on that a capital project can make to the fiscal well-being of the city is also factored into the decision-making process. Capital projects such as redevelopment of under-performing or under-used areas of the city, and the infrastructure expansion needed to support new development, help promote the economic development and growth that generates addi onal opera ng revenues or opera onal efficiencies. As CIP projects are completed, the opera ng costs of these projects are iden fied, priori zed, and jus fied as part of the city’s budget development process. The city plans and budgets for significant start-up costs, as well as opera on and maintenance of new facili es in the opera ng budget. If applicable, each project contains an opera ng and maintenance projec on for the opera ng costs for the first five years. These impacts are taken into considera on in the city’s expenditure forecast. Opera ng impacts are analyzed for funding on a project-by-project basis because, at mes, these impacts can be absorbed within a department’s current budget and, at other mes, addi onal funding may be needed. Opera ng costs for many projects have not been fully realized at this me, so the figures provided below may be es mates. CIP projects that have been completed in prior years, which have opera ng impacts, are not shown in the table below:
Five Year Es mated CIP Project Opera ng and Maintenance Cost Impact* Project Title
FY 2027
FY 2028
FY 2029
FY 2030
FY 2031
Improve Exis ng Community Centers Improve Community and Neighborhood Parks Improve Cemeteries Infrastructure Construct Coastal Storm Risk Management Improve Street Lights Total
$25,000 $75,000 $5,000 $800,000 $5,000 $910,000
$25,000 $75,000 $5,000 $800,000 $5,000 $910,000
$25,000 $75,000 $5,000 $800,000 $5,000 $910,000
$25,000 $75,000 $5,000 $800,000 $5,000 $910,000
$25,000 $75,000 $5,000 $800,000 $5,000 $910,000
*Opera ng and maintenance costs are addressed through the opera ng budget for completed projects or for any impending facili es coming online. Opera on and maintenance costs are not shown for school construc on, as these costs are shown as part of the School Board’s separate budget.
486 - Capital Improvement Plan
Trends and Issues Debt Service The General Fund CIP is lower than previously planned in every year except FY 2028, when significant funding is allocated for the city’s largest capital projects, including the construc on of Maury High School, the renova on of Chrysler Hall, and the newly planned redevelopment of MacArthur Center. This is on top of prior authoriza ons that included several large debt authoriza ons including the Norfolk Fitness and Wellness Center and Library project. As these projects move from planning into construc on, the related debt will be issued, which results in projected increases in debt service payments. To fund important capital investments throughout the city, debt service payments have increased in recent years and will con nue to increase from $103.7 million in FY 2025 to an es mated $114 million in FY 2027. The table below provides a visualiza on of the debt service growth since FY 2020 along with projected debt service. Rising debt service obliga ons require careful long-range financial planning to ensure con nued compliance with debt affordability standards. Maintaining a sustainable capital program will therefore depend on balancing project priori es, managing cash flow needs, and aligning future borrowings for capital projects with an cipated revenue growth.
Norfolk Public Schools Capital Improvement Plan Pursuant to Virginia law, all school divisions are fiscally dependent on the local government. As a fiscally dependent school division, Norfolk Public Schools (NPS) does not levy taxes or issue debt. All funds are appropriated to NPS by the Norfolk City Council, which has authority to tax and incur debt. NPS requests that certain capital projects be funded to support the maintenance and construc on needs of the school system. The division receives financial support for the capital program from several sources: • •
Commonwealth of Virginia City of Norfolk
FY 2027 – FY 2031 capital funding for NPS includes over $20 million for school maintenance and $5 million for school buses. NPS previously received a $30 million grant from the state along with $61.5 million of prior-year local funding to construct a new Maury High School. With the addi onal $158.5 million planned in the five-year CIP, the Maury project is funded at a total of $220 million, subject to future year appropria on by City Council.
Capital Improvement Plan - 487
FY 2027 – FY 2031 Norfolk Public School’s Capital Improvement Plan - Sources Proposed
-------------------Planned------------------
Sources
FY 2027
FY 2028
FY 2029
FY 2030
FY 2031
Total
NPS Reversion Funds
$8,052,781
$0
$0
$0
$0
$8,052,781
NPS Revenue True-up
$0
$0
$0
$0
$0
$0
Bonds (City)
$66,500,000
$97,000,000
$4,000,000
$4,000,000
$4,000,000
$175,500,000
Total
$74,552,781
$97,000,000
$4,000,000
$4,000,000
$4,000,000
$183,552,781
FY 2027 – FY 2031 Norfolk Public School’s Capital Improvement Plan - Uses Proposed Uses
-------------------Planned------------------
FY 2027
FY 2028
FY 2029
FY 2030
FY 2031
Total
Maury High School
$65,500,000
$93,000,000
$0
$0
$0
$158,500,000
Major School Maintenance
$8,052,781
$3,000,000
$3,000,000
$3,000,000
$3,000,000
$20,052,781
Acquire School Buses
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000
Total
$74,552,781
$97,000,000
$4,000,000
$4,000,000
$4,000,000
$183,552,781
Construc on, Technology, and Infrastructure The Construc on, Technology, and Infrastructure (CTI) program funds one- me capital, technology, and infrastructure improvements for the school division. The program funds (in priority order) the debt service for school construc on projects, technology to enhance learning within the classroom, and infrastructure needs. A dedicated two-cent real estate tax increase from July 1, 2013, supports the CTI. The tax increase accelerates the funding for school construc on projects and frees up capacity to address infrastructure and neighborhood capital needs citywide. This funding source has the poten al to grow over me as real estate values increase.
Local Debt Service Capacity and School Construc on Resolu on The FY 2023 Adopted Budget approved a new school construc on plan for NPS to invest in state-of-the-art infrastructure for students. The city may transfer the funding for debt service payments to NPS and dedicate a por on of future Gaming Tax Revenue and a por on of any non-dedicated revenue generated from within the casino footprint at the established revenue sharing agreement policy of 29.55%. The dedicated revenue from the gaming tax is in
488 - Capital Improvement Plan
addi on to the exis ng local revenue alloca on policy (revenue sharing agreement / funding formula). The sources of other revenue generated from the footprint of the proposed resort and casino align with the non-dedicated local revenue specified in the exis ng local revenue alloca on policy. This ac on permanently transi ons responsibility for all NPS related debt service costs (construc on and maintenance) to the school system. As a result, NPS will be allocated a por on of the city’s financial policies governing debt affordability. This ac on was adopted by City Council on May 10, 2022.
CIP Closeout The CIP closeout is a regular financial process that occurs each fiscal year. The CIP Closeout Policy states, “All CIP projects older than five (5) years and all encumbered CIP funds older than five years without any ac vity in the past twelve (12) months will be closed out. Certain projects may be iden fied that are exempt from the five-year policy and departments must annually submit a jus fica on outlining the benefits of keeping the project ac ve beyond the usual five-year limit. The Department of Budget and Strategic Planning (Budget) and the Department of Finance (Finance) will determine if the jus fica on provided is appropriate and the department’s spending plan is reasonable.” This process allows the city to close out old, unused appropria on authority in projects that are either complete or are no longer needed. Funding sources for these projects are typically comprised of either cash or bonds. If cash, it can be moved for another purpose. Bonds may be either reallocated to other projects or effec vely removed from availability, which will reduce the amount of debt that can be issued for capital projects and reduce the city’s borrowing costs. A review of more recently appropriated CIP projects is also undertaken annually to ensure a thorough understanding of all ac ve CIP projects and current needs. Both the regular CIP closeout process and the review of more recently appropriated projects focused on determining project comple on and iden fying any unspent or surplus funds that could be closed out and released or reallocated to other priority projects.
Coastal Storm Risk Management Project The Coastal Storm Risk Management (CSRM) project includes a large-scale extension of the Downtown Norfolk Floodwall and the design and construc on of storm surge barriers, levees, and pump sta ons to be completed in five phases over the next decade in collabora on with the U.S. Army Corps of Engineers. Our ability to pay the required non-federal match is dependent on the state’s support. The Proposed FY 2027 CIP includes $25,000,000 in an cipated grant funding from the state; already appropriated local funding will be used to fulfill the match requirement for the grant. As federal and state funding decisions change, the city will con nue to modify assump ons for funding and specifics of the project. Budget Appropriated to Date FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Proposed Cost to General Fund (includes state funds) $35,000,000 $56,628,800 $25,000,000 $9,579,087 $25,000,000 Cost to Storm Water Fund $0 $0 $0 $0 $0 Cost to Utilities – Wastewater Fund $0 $0 $0 $6,600,000 $0 Cost to Utilities – Water Fund $0 $0 $11,000,000 $15,400,000 $0 Total $35,000,000 $56,628,800 $36,000,000 $31,579,087 $25,000,000 Funding Sources FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Proposed Bonds $3,000,000 $0 $0 $3,300,000 $0 General Fund Cash $32,000,000 $32,000,000 $0 $6,279,087 $0 Enterprise Funds $0 $0 $11,000,000 $22,000,000 $0 State Funds $0 $24,628,800 $25,000,000 $0 $25,000,000 Total $35,000,000 $56,628,800 $36,000,000 $31,579,087 $25,000,000
Capital Improvement Plan - 489
FY 2027 – FY 2031 General Capital Funding Sources
Proposed
-------------------Planned------------------
Sources
FY 2027
FY 2028
FY 2029
FY 2030
FY 2031
Total
Transfer from General Fund (cash)
$1,907,055
$4,089,000
$4,089,000
$4,089,000
$4,089,000
$18,263,055
Transfer from General Fund (Coastal Character District dedication)
$230,000
$230,000
$230,000
$230,000
$230,000
$1,150,000
Transfer from General Fund Port Authority
$681,000
$681,000
$681,000
$681,000
$681,000
$3,405,000
$0
$20,000,000
$0
$0
$0
$20,000,000
Philanthropy
$15,000,000
$0
$0
$0
$0
$15,000,000
NPS Reversion Funds
$8,052,781
$0
$0
$0
$0
$8,052,781
State and Land Match Revenue
$25,000,000
$0
$0
$0
$0
$25,000,000
Bonds
$192,784,845
$187,550,000
$53,201,367
$58,120,489
$33,063,154
$524,719,855
General Capital Subtotal
$243,655,681
$212,550,000
$58,201,367
$63,120,489
$38,063,154
$615,590,691
Historic Tax Credits
490 - Capital Improvement Plan
Non-General Fund FY 2027 – FY 2031 Funding Sources Proposed Sources
-------------------Planned------------------
FY 2027
FY 2028
FY 2029
FY 2030
FY 2031
Total
$0
$2,000,000
$2,300,000
$1,000,000
$1,000,000
$6,300,000
Parking Fund Cash – Repair and Replacement Reserve
1,000,000
$0
$0
$0
$0
1,000,000
Parking Fund Cash
$1,250,000
$650,000
$650,000
$650,000
$650,000
$3,850,000
Subtotal Parking Fund
$2,250,000
$2,650,000
$2,950,000
$1,650,000
$1,650,000
$11,150,000
Storm Water Bonds
$1,315,200
$8,700,000
$8,700,000
$7,700,000
$8,000,000
$34,415,200
Storm Water Cash
$0
$0
$0
$0
$0
$0
Subtotal Storm Water
$1,315,200
$8,700,000
$8,700,000
$7,700,000
$8,000,000
$34,415,200
Wastewater Bonds
$17,000,000
$14,000,000
$17,000,000
$17,000,000
$15,000,000
$80,000,000
Wastewater Cash
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$30,000,000
Subtotal Wastewater
$23,000,000
$20,000,000
$23,000,000
$23,000,000
$21,000,000
$110,000,000
Water Bonds
$33,265,990
$26,312,307
$27,600,000
$12,735,577
$11,509,615
$111,423,489
Water Cash
$31,834,010
$44,287,693
$27,000,000
$75,564,423
$68,290,385
$246,976,511
Subtotal Water
$65,100,000
$70,600,000
$54,600,000
$88,300,000
$79,800,000
$358,400,000
Other CIP Total
$91,665,200
$101,950,000
$89,250,000
$120,650,000
$110,450,000
$513,965,200
Grand Total CIP
$335,320,881
$314,500,000
$147,451,367
$183,770,489
$148,513,154
$1,129,555,891
Other CIP Parking Fund Bonds
Capital Improvement Plan - 491
492 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan Summary Appropriations to Date
Proposed FY 2027
Planned FY 2028
Planned FY 2029
Planned FY 2030
Planned FY 2031
Five-Year Total
$15,347,101
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000
Redevelop MacArthur Mall Site Replace Voting Equipment
-
$6,700,000
$26,100,000
$8,800,000
$15,400,000
$0
$57,000,000
-
$750,000
$0
$0
$0
$0
Support Barry Art Museum Capital Campaign
-
$750,000
$1,000,000
$0
$0
$0
$0
$1,000,000
City Manager Improve Infrastructure and Acquire Property
Cultural Facili es, Arts and Entertainment Improve Cultural Facilities
$10,390,450
$0
$500,000
$500,000
$500,000
$500,000
$2,000,000
Improve Harbor Park
$14,700,000
$2,500,000
$2,500,000
$2,500,000
$2,500,000
$2,500,000
$12,500,000
$500,000
$500,000
$500,000
$500,000
$0
$0
$1,500,000
Renovate & Expand Jean MacArthur Research Center
Fire-Rescue $0
$1,700,000
$0
$0
$0
$1,700,000
Purchase New Fire Apparatus
$2,500,000
$1,704,400
$3,745,000
$1,951,367
$2,995,489
$3,938,154
$14,334,410
Replace Fire Station 9
$1,000,000
$5,500,000
$5,500,000
$0
$0
$0
$11,000,000
$0
$1,600,000
$0
$0
$0
$1,600,000
$37,706,100
$2,800,000
$3,000,000
$4,000,000
$4,000,000
$4,000,000
$17,800,000
Improve and Maintain the Zoo
$13,101,000
$0
$0
$0
$1,500,000
$1,000,000
$2,500,000
Improve Elevators Citywide
$4,000,000
$0
$0
$0
$1,000,000
$1,000,000
$2,000,000
$800,000
$800,000
$0
$0
$0
$1,600,000
$2,000,000
$2,000,000
$15,200,000
Construct a Multi-Use Building at Fire Station 9
Update Norfolk Fire-Rescue Station Alerting System
-
-
Fleet Management Acquire Fleet Vehicles and Equipment
General Services Improve Police Operations Center
-
Maintain Chrysler Hall/Scope Complex
$6,025,000
$5,200,000
$4,000,000
$2,000,000
Maintain Fire Stations
$8,050,000
$500,000
$500,000
$500,000
$500,000
$500,000
$2,500,000
Maintain Harbor Park
$4,450,000
$0
$0
$0
$1,000,000
$1,000,000
$2,000,000
Maintain Municipal Facilities
$45,711,184
$0
$0
$3,000,000
$3,000,000
$3,000,000
$9,000,000
$950,000
$0
$0
$0
$0
$950,000
Modernize the Central Energy Plant Repair and Replace Underground Storage Tanks Replace Chiller at Central Energy Plant
$350,000
$0
$0
$250,000
$0
$250,000
$500,000
$1,600,000
$0
$800,000
$0
$0
$0
$800,000
Informa on Technology $25,846,143
$3,652,500
$4,000,000
$4,000,000
$4,000,000
$4,000,000
$19,652,500
Expand the Fiber Optic Network for I-Net
-
$200,000
$200,000
$200,000
$200,000
$200,000
$1,000,000
Modernize Courthouse Technology
-
$700,000
$700,000
$700,000
$700,000
$0
$2,800,000
$6,669,587
$600,000
$600,000
$600,000
$600,000
$600,000
$3,000,000
$2,350,000
$215,000
$0
$0
$0
$0
$215,000
Acquire Technology
Nau cus Maintain USS Wisconsin BB-64
Norfolk Arts Support Citywide Public Art
Norfolk Public Schools Acquire School Buses
$7,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000
Construct Maury High School
$61,500,000
$65,500,000
$93,000,000
$0
$0
$0
$158,500,000
Major School Maintenance
$132,094,947
$8,052,781
$3,000,000
$3,000,000
$3,000,000
$3,000,000
$20,052,781
Capital Improvement Plan Summary - 493
FY 2027-2031 Proposed Capital Improvement Plan Summary Appropriations to Date
Proposed FY 2027
$3,900,000
$1,000,000
Planned FY 2028
Planned FY 2029
$1,000,000
$1,300,000
Planned FY 2030
Planned FY 2031
Five-Year Total
Parking Facili es Fund Elevator Upgrade and Repair Program
$0
$0
$3,300,000
$650,000
$650,000
$650,000
$650,000
$650,000
$3,250,000
$1,550,000
$600,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$4,600,000
Improve Cemeteries Infrastructure
$1,650,000
$300,000
$300,000
$300,000
$300,000
$300,000
$1,500,000
Improve Community and Neighborhood Parks
$5,065,657
$500,000
$500,000
$500,000
$500,000
$500,000
$2,500,000
Improve Existing Community Centers
$3,630,813
$200,000
$200,000
$200,000
$200,000
$200,000
$1,000,000
Improve Tennis and Pickleball Courts Citywide
$8,250,000
$500,000
$1,350,000
$0
$1,000,000
$0
$2,850,000
$8,000,000
Parking Garage Emergency Repair Program
-
Structural Repairs and Waterproofing
Parks and Recrea on
Public Works Berkley Avenue Bridge Rehabilitation
-
$0
$0
$850,000
$7,150,000
$0
Brambleton Avenue Bridge Rehabilitation
-
$451,000
$3,960,000
$0
$0
$0
$4,411,000
Construct Offshore Breakwaters and Shoreline Protection
-
$4,700,000
$4,000,000
$0
$0
$0
$8,700,000
$1,050,000
$0
$0
$0
$0
$1,050,000
Demolish Existing Buildings at Globe Iron Site
$2,800,000
Granby Street over Lafayette River Bridge Steel Span Rehabilitation
-
$450,000
$0
$0
$0
$0
$450,000
Maintain Existing ADA Ramps
-
$150,000
$150,000
$150,000
$150,000
$150,000
$750,000
Military Highway over Broad Creek Culvert Channel Stabilization
-
$0
$0
$0
$100,000
$850,000
$950,000
Norview Avenue Bridge Rehabilitation
-
$0
$750,000
$6,750,000
$0
$0
$7,500,000 $3,900,000
$0
$500,000
$3,400,000
$0
$0
Provide Funds for Dredging of Lafayette River
$2,510,000
$1,500,000
$1,500,000
$0
$0
$0
$3,000,000
Provide Matching Funds for Corps Beach Nourishment
$5,250,000
$0
$12,120,000
$0
$0
$0
$12,120,000
Pretty Lake Main Channel Maintenance Dredging
-
$0
$150,000
$1,250,000
$0
$0
$1,400,000
Renovate Central Plant for Scope Arena and Chrysler Hall
$2,000,000
$7,500,000
$0
$0
$0
$0
$7,500,000
Renovate Chrysler Hall
$14,000,000
$76,000,000
$12,200,000
$0
$0
$0
$88,200,000
Repair Downtown Waterfront Infrastructure
$2,750,000
$5,000,000
$5,000,000
$275,000
$0
$0
$10,275,000
Railing upgrades at Railroad Underpasses
-
Repair Governor's School Façade (Monroe Building)
-
$1,500,000
$0
$0
$0
$0
$1,500,000
Resurface Azalea Little League Parking Lot
-
$0
$0
$0
$0
$275,000
$275,000
$25,000,000
$6,000,000
$0
$0
$0
$31,000,000
Resilience Construct Coastal Storm Risk Management Project
$126,207,887
Storm Water Management Construct Coastal Storm Risk Management Project
-
$0
$200,000
$200,000
$200,000
$0
$600,000
Construct the Blue/Greenway in St. Paul's Area
-
$0
$1,000,000
$0
$0
$0
$1,000,000
Implement Pond Retrofits at Lake Whitehurst
$5,220,062
$0
$1,000,000
$0
$0
$0
$1,000,000
Improve Chesapeake Boulevard Drainage
$1,315,200
$1,315,200
$0
$0
$0
$0
$1,315,200
Improve East Ocean View Drainage
$7,200,000
$0
$5,000,000
$5,000,000
$6,000,000
$4,000,000
$20,000,000
Improve Glenrock Drainage
$5,500,000
$0
$1,500,000
$1,500,000
$1,500,000
$0
$4,500,000
Improve Overbrook/Coleman Place Drainage
$6,500,000
$0
$0
$2,000,000
$0
$4,000,000
$6,000,000
494 - Capital Improvement Plan Summary
FY 2027-2031 Proposed Capital Improvement Plan Summary Appropriations to Date
Proposed FY 2027
Planned FY 2028
Planned FY 2029
Planned FY 2030
Planned FY 2031
Five-Year Total
$6,599,673
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$5,000,000 $250,000
Transporta on Enhance Traffic Signals and Intersections Improve Granby Street Corridor
-
$250,000
$0
$0
$0
$0
Improve Street Lights
$699,255
$0
$0
$0
$100,000
$100,000
$200,000
Improve Transportation Infrastructure Citywide
$6,000,000
$5,000,000
$5,000,000
$5,000,000
$5,000,000
$5,000,000
$25,000,000
Install ADA Ramps Citywide
$2,500,000
$100,000
$100,000
$100,000
$100,000
$100,000
$500,000
$80,000
$0
$0
$0
$0
$80,000
$100,000
$100,000
$100,000
$100,000
$100,000
$500,000
$0
$300,000
$1,700,000
$0
$0
$2,000,000
Install Historical Neighborhood Street Signage Install New Sidewalks Install Signal at Ocean View Avenue and 21st Bay Street
$1,149,341 -
$2,500,000
$2,500,000
$0
$0
$0
$5,000,000
Replace Signals at 26th Street and Waverly Way
-
$0
$0
$125,000
$900,000
$0
$1,025,000
Replace Signals at Sewell's Point and Robin Hood Road
-
$0
$0
$125,000
$1,125,000
$0
$1,250,000
Replace Signals at VB Blvd and Kempsville Rd
-
$0
$125,000
$1,875,000
$0
$0
$2,000,000
$204,383,250
$23,000,000
$15,000,000
$23,000,000
$23,000,000
$21,000,000
$105,000,000
-
$5,000,000
$0
$0
$0
$0
$5,000,000
$42,900,000
$10,000,000
$10,000,000
$10,000,000
$10,000,000
$10,000,000
$50,000,000
Construct Commonwealth Railroad Pipeline
$32,600,000
$10,000,000
$10,000,000
$9,500,000
$0
$0
$29,500,000
Develop Advanced Metering Infrastructure (AMI)
$22,500,000
$4,500,000
$0
$0
$11,000,000
$11,000,000
$26,500,000
$0
$10,000,000
$0
$0
$0
$10,000,000
Reconstruct Westminster Avenue
$4,000,000
U li es - Wastewater Fund Improve Wastewater Collection System Redevelop MacArthur Mall Site
U li es - Water Fund Comply with Lead and Copper Rule Revisions
Redevelop MacArthur Mall Site
-
Replace Lake Smith Culvert
$9,600,000
$5,500,000
$5,500,000
$0
$0
$0
$11,000,000
Replace Water Transmission/Distribution Mains
$96,837,966
$18,700,000
$18,700,000
$18,700,000
$28,300,000
$29,800,000
$114,200,000
Support Watershed Management
$14,600,000
$3,000,000
$3,000,000
$3,000,000
$7,000,000
$8,000,000
$24,000,000
Upgrade Billing System
$2,750,000
$0
$0
$0
$200,000
$200,000
$400,000
$108,400,000
$13,400,000
$13,400,000
$13,400,000
$31,800,000
$20,800,000
$92,800,000
$0
$0
$0
$500,000
$0
$500,000
Upgrade Water Treatment Plants
Zoological Park Maintain Zoo Train Track and Crossing Arm
-
Capital Improvement Plan Summary - 495
496 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan
Construct Coastal Storm Risk Management Project Multidepartmental Enhancing Community Beautification and Maintenance
Fund General Capital Storm Water Utility Wastewater Utility Water Utility Total
Description:
Appropriations Proposed to Date FY 2027 $126,207,887 $25,000,000 $0 $0 $0 $6,600,000 $0 $26,400,000 $159,207,887 $25,000,000
Planned FY 2028 $6,000,000 $200,000 $0 $0 $6,200,000
Planned FY 2029 $0 $200,000 $0 $0 $200,000
Planned FY 2030 $0 $200,000 $0 $0 $200,000
Planned FY 2031 $0 $0 $0 $0 $0
Five-Year Total $31,000,000 $600,000 $0 $0 $31,600,000
The Coastal Risk Management Project (CSRM) is a comprehensive flood mitigation and resilience initiative designed to reduce the impacts of coastal flooding, storm surges, and sea-level rise in Norfolk, Virginia. This project aligns with the Norfolk Coastal Resilience Strategy. The Coastal Risk Management Project is a critical initiative to mitigate the increasing threat of coastal flooding, storm surges, and sea-level rise in Norfolk. As one of the most flood-prone cities on the East Coast, Norfolk faces significant risks to property, infrastructure, and public safety. This project will implement shoreline stabilization, stormwater system enhancements, and flood protection infrastructure to safeguard the city against the growing impacts of climate change.
Background: In 2014, Norfolk released its Coastal Resilience Strategy, integrating planning, preparation, mitigation, and communication to reduce flooding impacts. Building upon this foundation, the city collaborated with the U.S. Army Corps of Engineers on the Norfolk Coastal Storm Risk Management (CSRM) Project. Previously described as "Construct a Downtown Flood Wall". First project costs were appropriated in 2021 from the Infrastructure Investment and Jobs Act with $399.3 million of federal funding. The project requires a 35% match from non-federal funds. Future local investment in the project is contingent on the state remaining a strong partner and continued state funding for the project. Submission Type: Continuation of previously planned submission (Project Unit #4361) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 Given the city's geography and vulnerability to coastal flooding, resilience measures will benefit multiple neighborhoods across different wards. Planned Expenditure Distribution: Construction $31,600,000
Capital Improvement Plan - 497
FY 2027-2031 Proposed Capital Improvement Plan
Redevelop MacArthur Mall Site Multidepartmental Supporting a Strong and Resilient Economy
Fund General Capital Wastewater Utility Water Utility Total
Description:
Appropriations Proposed to Date FY 2027 $6,700,000 $0 $5,000,000 $0 $0 $0 $0 $11,700,000
Planned FY 2028 $26,100,000 $0 $10,000,000 $36,100,000
Planned FY 2029 $8,800,000 $0 $0 $8,800,000
Planned FY 2030 $15,400,000 $0 $0 $15,400,000
Planned FY 2031 $0 $0 $0 $0
Five-Year Total $57,000,000 $5,000,000 $10,000,000 $72,000,000
This project is to redevelop the site of the MacArthur Mall as part of a long-term strategy to strengthen the city's continued economic growth. The mall is scheduled to close by June 30, 2026. FY 2027 and FY 2028 funds are planned to support the demolition of the mall and installation of critical infrastructure including water and wastewater utilities. Demolition is anticipated to begin toward the end of 2026, with a multi-phased development to follow.
Background: The redevelopment plan envisions a mixed-use approach to include new market-rate residential units, additional hotel rooms, street-level retail and a network of neighborhood streets connected by open spaces. This vision reflects adopted downtown planning goals and the City’s broader commitment to a walkable, active and connected urban core. The focus is on creating a destination that complements surrounding neighborhoods, supports local businesses and contributes to Norfolk’s continued vitality. Submission Type: New submission Primary Function of Project: Economic development project Location: 300 Monticello Ave, Norfolk, VA 23510 Planned Expenditure Distribution: Site Improvement $72,000,000
498 - Capital Improvement Plan
Ward(s): 2
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Improve Infrastructure and Acquire Property City Manager Supporting a Strong and Resilient Economy
Appropriations to Date $15,347,101
Description:
Proposed FY 2027 $1,000,000
Planned FY 2028 $1,000,000
Planned FY 2029 $1,000,000
Planned FY 2030 $1,000,000
Planned FY 2031 $1,000,000
Five-Year Total $5,000,000
Provide funds to address various infrastructure, disposition, and acquisition needs as they arise.
Background: This is an annually requested project and is primarily used to purchase properties during the fiscal year that were not previously planned. Most recently, this project was used to support the purchase of MacArthur Mall. Submission Type: Continuation of previously planned submission (Project Unit #3174) Primary Function of Project: Land acquisition and construct a new structure Location: Citywide
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Acquisition / Relocation $5,000,000
Capital Improvement Plan - 499
FY 2027-2031 Proposed Capital Improvement Plan
Replace Voting Equipment
City Manager Enhancing Community Beautification and Maintenance Appropriations to Date $0
Description:
Proposed FY 2027 $750,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $750,000
The current voting machines are nearing the end of their useful life and will need to be replaced in order to ensure reliability for future elections.
Background: The useful life of the current voting machines is 10 years, and they were last replaced in 2017. Submission Type: Continuation of previously planned submission (Project Unit #4480) Primary Function of Project: Replacement or Maintenance of Equipment Location: Polling places citywide Planned Expenditure Distribution: Furniture / Equipment $750,000
500 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Support Barry Art Museum Capital Campaign City Manager Supporting a Strong and Resilient Economy
Appropriations to Date $0
Description:
Proposed FY 2027 $1,000,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,000,000
Provide funding to support the Barry Art Museum Capital Campaign.
Background: This is a new capital campaign to support the Barry Art Museum. Submission Type: Continuation of previously planned submission (Project Unit #4481) Primary Function of Project: Provide funds for outside agencies Location: 1075 W 43rd St, Norfolk, VA 23508
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Non-City $1,000,000
Capital Improvement Plan - 501
FY 2027-2031 Proposed Capital Improvement Plan
Improve Cultural Facilities
Cultural Facilities, Arts and Entertainment Enhancing Community Beautification and Maintenance Appropriations to Date $10,390,450
Description:
Proposed FY 2027 $0
Planned FY 2028 $500,000
Planned FY 2029 $500,000
Planned FY 2030 $500,000
Planned FY 2031 $500,000
Five-Year Total $2,000,000
Provide funding for a complete refurbishment of the Webster Traction, six-stop elevator in Wells Theater. Additionally, funding is provided to repair and restore failing and deteriorating historic buildings.
Background: The Wells Theater elevator at 108 Tazewell Street is a Webster traction, six-stop elevator that is essential to both the Virginia Stage Company and the Governor’s School for the Arts. The system is built on outdated cable elevator technology and has been repaired many times over the years. The elevator equipment is located in a rooftop mechanical room without any heating, ventilation, and air conditioning (HVAC) controls, which further shortens its lifespan and reliability. The elevator needs a complete refurbishment to ensure it remains operational. Funds will also be used to repair and restore the structural integrity and appearance of historic building exteriors, to eliminate water intrusion, and to stop deterioration of the building envelope. Submission Type: Continuation of previously planned submission (Project Unit #4098) Primary Function of Project: Renovate or maintain an existing structure Location: Multiple facilities, including the Wells Theater 108 Tazwell Street. Planned Expenditure Distribution: Construction $0 Planning and Design $400,000 Site Improvement $1,600,000
502 - Capital Improvement Plan
Ward(s): 2
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Improve Harbor Park
Cultural Facilities, Arts and Entertainment Enhancing Community Beautification and Maintenance Appropriations to Date $14,700,000
Description:
Proposed FY 2027 $2,500,000
Planned FY 2028 $2,500,000
Planned FY 2029 $2,500,000
Planned FY 2030 $2,500,000
Planned FY 2031 $2,500,000
Five-Year Total $12,500,000
Provide funds to continue ongoing improvements at Harbor Park. This project enhances the ballpark to improve visitor, staff, and team experience in accordance with the city's agreement with the Tides. This funding supports projects necessary to meet MLB standards.
Background: Harbor Park opened in 1993 and hosts the Norfolk Tides minor league baseball team. The city has made improvements to the ballpark through the years, including a new party deck in right field, table seating in the 200 sections, a new picnic area in left field, roof repairs, structural steel repairs, creation of a women's locker room, updated suites, LED lighting, upgraded kitchen equipment, and new scoreboards. Submission Type: Continuation of previously planned submission (Project Unit #4206) Primary Function of Project: Replacement or Maintenance of Equipment Location: Harbor Park, 150 Park Ave, Norfolk, VA
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Site Improvement $12,500,000
Capital Improvement Plan - 503
FY 2027-2031 Proposed Capital Improvement Plan
Renovate & Expand Jean MacArthur Research Center Cultural Facilities, Arts and Entertainment Enhancing Community Beautification and Maintenance
Appropriations to Date $500,000
Description:
Proposed FY 2027 $500,000
Planned FY 2028 $500,000
Planned FY 2029 $500,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $1,500,000
Provide funds for the renovation and expansion of The Jean MacArthur Research and Education Center (JMRC), the building that houses the City of Norfolk’s MacArthur Memorial library and archival collection. The General Douglas MacArthur Foundation and the MacArthur Memorial are planning the renovation of the current structure and a two-story expansion to protect this valuable collection and make it more accessible to the community. This project repurposes the existing 9564 sq. ft of space and adds an additional 9500 sq. ft. to meet industry standards for security, storage, and community access. The total cost of this renovation/expansion is $16 million. The General Douglas MacArthur Foundation had previously raised $12 million to support this project.
Background: The Jean MacArthur Research Center, an administration, archives, and education building serves as the repository for the MacArthur Memorial’s archives and library. Over the last decade, the facility has experienced significant roof leaks, an electrical fire (2018), ongoing HVAC issues, and security/storage issues. An air quality report in 2024, combined with weekly temperature/relative humidity data also identified short-term issues that will accelerate the deterioration of the collection. Submission Type: Continuation of previously planned submission (Project Unit #4476) Primary Function of Project: Provide funds for outside agencies Location: Ward(s): 2 Jean MacArthur Research Center located in MacArthur Memorial Square Planned Expenditure Distribution: Construction $1,500,000
504 - Capital Improvement Plan
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Construct a Multi-Use Building at Fire Station 9 Fire-Rescue Investments in Public Safety
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $1,700,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,700,000
This project funds the construction of a support/multi-use building at Fire Station 9. The support/multi-use building will improve the Training Division's ability to conduct indoor training and new candidate physical ability testing. Project steps include planning and engineering, and the construction of the building.
Background: The support/multi-use building will be constructed on city-owned property that is adjacent to both Fire Station 9 and the Training Tower. The construction of a support/multi-use building will establish a Fire-Rescue campus at Fire Station 9. The construction of this building was previously planned, but it was not realized due to overages in the Training Tower project. Submission Type: Resubmission of previously unfunded submission Primary Function of Project: Construct a new structure on city-owned land Location: 115 Thole Street
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Acquisition / Relocation $1,700,000
Capital Improvement Plan - 505
FY 2027-2031 Proposed Capital Improvement Plan
Purchase New Fire Apparatus Fire-Rescue Investments in Public Safety
Appropriations to Date $2,500,000
Description:
Proposed FY 2027 $1,704,400
Planned FY 2028 $3,745,000
Planned FY 2029 $1,951,367
Planned FY 2030 $2,995,489
Planned FY 2031 $3,938,154
Five-Year Total $14,334,410
This project is an ongoing annual program to replace fire apparatus. FY 2027 funds will be used to purchase a medic unit and an engine firetruck.
Background: The purchase of these vehicles will replace existing older vehicles. Fire-Rescue staffs and deploys 14 engines/pumpers, 14 medic units (ambulances), five aerial ladder trucks, two aerial platform trucks, and two heavy rescues. The time between purchase and delivery is approximately two years for medic units and four years for firetrucks. Submission Type: Continuation of previously planned submission (Project Unit #4470) Primary Function of Project: Replacement or Maintenance of Equipment Location: Citywide Planned Expenditure Distribution: Acquisition / Relocation $14,334,410
506 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Replace Fire Station 9 Fire-Rescue Investments in Public Safety
Appropriations to Date $1,000,000
Description:
Proposed FY 2027 $5,500,000
Planned FY 2028 $5,500,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $11,000,000
This project funds the replacement of Fire Station 9. Project steps include planning, engineering, and construction. Construction will include privacy enhancements that were not required by law when the building was constructed in the 1950's. These enhancements will improve privacy in dormitories, bathrooms, and locker rooms. The addition of extractors for firefighting personal protective equipment will meet national standards/best practices for firefighter health, safety, and wellness. Technology enhancements will enable video conferencing with command staff to improve operations and training.
Background: Due to the deteriorating condition of Station 9, this project remains the top priority among the stations previously included in the "Support Fire-Rescue Modernization Plan" CIP project. The property where the new Station 9 will be located is currently city-owned property, and it is adjacent to the existing station. Submission Type: Continuation of previously planned submission (Project Unit #4459) Primary Function of Project: Construct a new structure on city-owned land Location: 115 Thole Street
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Construction $11,000,000
Capital Improvement Plan - 507
FY 2027-2031 Proposed Capital Improvement Plan
Update Norfolk Fire-Rescue Station Alerting System Fire-Rescue Investments in Public Safety
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $1,600,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,600,000
This project includes updating Norfolk Fire Rescue’s (NFR) integrated digital technology to deliver timely, targeted, and multi-sensory alerts to firefighters. Updating the alerting system will improve response times and overall outcomes. Key features include automated escalating tones and lights for a less stressful wake-up, zone-specific alerts to minimize disruption, pre-announcement features for better turnout, integrated incident data displays, and automated station controls for doors and lights.
Background: The current alerting system utilized by NFR is detrimental to both the physical and mental health of our firefighters. The health hazards of traditional fire station alerting systems stem from their ability to trigger intense psychological and physiological stress responses through sudden, loud, high-decibel tones, and bright lights. These "startle responses" elevate heart rate and blood pressure, disrupt sleep, and increase stress hormones. Submission Type: New submission Primary Function of Project: Technology and/or software expenditure Location: Citywide - All NFR Fire Stations Planned Expenditure Distribution: Furniture / Equipment $1,600,000
508 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Acquire Fleet Vehicles and Equipment Fleet Management Maintaining Financial Strength
Appropriations to Date $37,706,100
Description:
Proposed FY 2027 $2,800,000
Planned FY 2028 $3,000,000
Planned FY 2029 $4,000,000
Planned FY 2030 $4,000,000
Planned FY 2031 $4,000,000
Five-Year Total $17,800,000
Provide funds to purchase vehicles and equipment. Purchases may include police vehicles, ambulances, work trucks, trailers, cargo vans, landscaping equipment, excavators, and backhoes.
Background: This project has been a long-standing inclusion within the Capital Improvement Plan. This project is typically cash funded and provides vehicles for most departments across the city. Occasionally, a fire apparatus will be purchased using funding within this project, but due to cost, they can also be separated out into their own project. Submission Type: Continuation of previously planned submission (Project Unit #4264) Primary Function of Project: Replacement or Maintenance of Equipment Location: Citywide inventory
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Furniture / Equipment $17,800,000
Capital Improvement Plan - 509
FY 2027-2031 Proposed Capital Improvement Plan
Improve and Maintain the Zoo
General Services Enhancing Community Beautification and Maintenance Appropriations to Date $13,101,000
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $1,500,000
Planned FY 2031 $1,000,000
Five-Year Total $2,500,000
Provide funds for repairs to buildings, fencing, pedestrian walkways, stairs, and associated landscaping and lighting throughout the Zoo.
Background: This is an ongoing project to repair and maintain the Zoo exhibits and buildings. The Zoo recently reconstructed and renovated the Trail of the Tiger Walk and completed various HVAC upgrades. and will continue safety and zoo compliance standards. No funds are planned for FY 2027, FY 2028, and FY 2029 to ensure that existing appropriations are spent down and planned projects completed before adding additional funding. Submission Type: Continuation of previously planned submission (Project Unit #4254) Primary Function of Project: Renovate or maintain an existing structure Location: Virginia Zoological Park, 3500 Granby St., Norfolk, VA 23504 Planned Expenditure Distribution: Construction $2,500,000
510 - Capital Improvement Plan
Ward(s): 2
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Improve Elevators Citywide
General Services Enhancing Community Beautification and Maintenance Appropriations to Date $4,000,000
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $1,000,000
Planned FY 2031 $1,000,000
Five-Year Total $2,000,000
Provide funds to modernize failing elevators and equipment and provide repairs as needed across the city.
Background: This is an ongoing project to renovate and upgrade elevators throughout the city. No funds are planned for FY 2027, FY 2028, and FY 2029 to ensure that existing appropriations are spent down and planned projects completed before adding additional funding. Submission Type: Continuation of previously planned submission (Project Unit #4436) Primary Function of Project: Renovate or maintain an existing structure Location: Various locations
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $2,000,000
Capital Improvement Plan - 511
FY 2027-2031 Proposed Capital Improvement Plan
Improve Police Operations Center General Services Investments in Public Safety
Appropriations to Date $0
Description:
Proposed FY 2027 $800,000
Planned FY 2028 $800,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,600,000
This project involves a comprehensive upgrade to the restroom and plumbing infrastructure at the Police Operations Center.
Background: The deficiencies in the plumbing infrastructure require a comprehensive upgrade. Submission Type: New submission Primary Function of Project: Renovate or maintain an existing structure Location: 3661 East Virginia Beach Boulevard (Police Operations Center) Planned Expenditure Distribution: Construction $800,000 Contingency $800,000
512 - Capital Improvement Plan
Ward(s): 4
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Maintain Chrysler Hall/Scope Complex General Services Enhancing Community Beautification and Maintenance
Appropriations to Date $6,025,000
Description:
Proposed FY 2027 $5,200,000
Planned FY 2028 $4,000,000
Planned FY 2029 $2,000,000
Planned FY 2030 $2,000,000
Planned FY 2031 $2,000,000
Five-Year Total $15,200,000
Provide funds to maintain and repair currently known structural and water infiltration issues at Scope Arena and Chrysler Hall Complex.
Background: Examples of previous subprojects include: buttress pressure washing and re-sealing; buttress drains and expansion joint repair. Planned work includes the repair and/or replacement of expansion joints, flooring, and building envelope components; concrete pressure washing and resealing; repairs to exterior components; and modernization of the Engineering Department spaces. Submission Type: Continuation of previously planned submission (Project Unit #4342) Primary Function of Project: Renovate or maintain an existing structure Location: Scope and Chrysler Hall
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Construction $15,200,000
Capital Improvement Plan - 513
FY 2027-2031 Proposed Capital Improvement Plan
Maintain Fire Stations General Services Investments in Public Safety
Appropriations to Date $8,050,000
Description:
Proposed FY 2027 $500,000
Planned FY 2028 $500,000
Planned FY 2029 $500,000
Planned FY 2030 $500,000
Planned FY 2031 $500,000
Five-Year Total $2,500,000
Provide funding to upgrade fire stations to include roofs, HVAC, apron replacement, restroom upgrades, and general station improvements. Based on Facility Condition Assessments and annual preventative maintenance roof inspections conducted by Facilities Maintenance staff, many of the city’s fire station roofs were identified as being in critical need of replacement.
Background: This is an ongoing project to address the backlog of work needed at our aging fire-rescue facilities. Several fire stations are have HVAC systems in need of replacement. These improvements will help enhance the condition of the building, provide a consistently comfortable building climate, and support the city’s first responders' health and well-being. Submission Type: Continuation of previously planned submission (Project Unit #4224) Primary Function of Project: Renovate or maintain an existing structure Location: Fire stations citywide Planned Expenditure Distribution: Construction $2,500,000
514 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Maintain Harbor Park
General Services Enhancing Community Beautification and Maintenance Appropriations to Date $4,450,000
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $1,000,000
Planned FY 2031 $1,000,000
Five-Year Total $2,000,000
Provide funding for maintenance and repairs to Harbor Park. Funding will be used to repair/replace failing and deteriorated railings and concrete areas throughout the park to ensure patron safety.
Background: This is a continuing project funding subprojects to correct moisture damage, enhance patron safety and replace aging building components at Harbor Park. Safety and maintenance items were identified in the building assessment study performed in 2021, this multi-year project will continue to make repairs identified in the study. Future funding is also planned to repair leaks to the building envelope, and to replace the fabric Batter’s Eye with a durable solid material. No funds are planned for FY 2027, FY 2028, and FY 2029 to ensure that existing appropriations are spent down and planned projects completed before adding additional funding. Submission Type: Continuation of previously planned submission (Project Unit #4455) Primary Function of Project: Renovate or maintain an existing structure Location: Harbor Park 150 Park Ave, Norfolk, VA 23510
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $2,000,000
Capital Improvement Plan - 515
FY 2027-2031 Proposed Capital Improvement Plan
Maintain Municipal Facilities General Services Maintaining Financial Strength
Appropriations to Date $45,711,184
Description:
Proposed FY 2027 $0
Planned FY 2028 $0
Planned FY 2029 $3,000,000
Planned FY 2030 $3,000,000
Planned FY 2031 $3,000,000
Five-Year Total $9,000,000
Provide funds to renovate and improve civic buildings, office space, and other city-owned facilities. Funds may be used to replace roofs and HVAC systems citywide, and to implement the ADA masterplan.
Background: Maintain Municipal Facilities has funded the continued repair and maintenance of citywide buildings. This project has been in existence for several years and addresses planned and emergency repairs to city facilities. No funds are planned for FY 2027 and FY 2028 to ensure that existing appropriations are spent down and planned projects completed before adding additional funding. Submission Type: Continuation of previously planned submission (Project Unit #3006) Primary Function of Project: Renovate or maintain an existing structure Location: Various - facilities citywide Planned Expenditure Distribution: Construction $9,000,000
516 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Modernize the Central Energy Plant General Services Maintaining Financial Strength
Appropriations to Date $0
Description:
Proposed FY 2027 $950,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $950,000
Funding will support the repair of the chill water storage tank and replacement of the outer insulation wrap. The tank is used to store chilled water that provides cooling for the downtown complex (City Hall, Jail, Courts and Central Energy Plant).
Background: Funding will support the repair and renovation of the chilled water storage tank, used to store the chilled water for cooling of the downtown complex (City Hall, Jail, Courts, and Central Energy Plant). The tank exterior cladding has deteriorated to the point that large sections are missing, exposing the rusted steel structure and reducing insulative properties of the tank. Submission Type: Resubmission of previously unfunded submission Primary Function of Project: Renovate or maintain an existing structure Location: Central Energy Plant 920 E. Main Street, Norfolk, Virginia, 23510
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $950,000
Capital Improvement Plan - 517
FY 2027-2031 Proposed Capital Improvement Plan
Repair and Replace Underground Storage Tanks General Services Maintaining Financial Strength
Appropriations to Date $350,000
Description:
Proposed FY 2027 $0
Planned FY 2028 $0
Planned FY 2029 $250,000
Planned FY 2030 $0
Planned FY 2031 $250,000
Five-Year Total $500,000
Provide funds to replace/repair aging underground storage tanks and leak detection monitors that have exceeded their life expectancy. Underground storage tanks provide diesel oil as a fuel source for the city's backup AC power generators and boilers. Structural failure of an underground storage tank has the potential of releasing fuel into the ground, causing environmental damage and possibly contaminating ground water sources.
Background: This is a continuing project to address Department of Environmental Quality (DEQ) identified problems at underground fuel storage tanks at city facilities. Five of the city’s 18 underground storage tanks have been identified as requiring repair or replacement to maintain compliance with state and federal regulations. This multi-year project will fund repairs and/or removal and replacement of underground tanks with above ground tanks. Submission Type: Resubmission of previously unfunded submission (Project Unit #4272) Primary Function of Project: Renovate or maintain an existing structure Location: Central Energy Plant and Police Operations Center Planned Expenditure Distribution: Construction $500,000
518 - Capital Improvement Plan
Ward(s): 4
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Replace Chiller at Central Energy Plant General Services Maintaining Financial Strength
Appropriations to Date $1,600,000
Description:
Proposed FY 2027 $0
Planned FY 2028 $800,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $800,000
Provide funds to replace the fourth of four chillers scheduled for replacement at the Central Energy Plant.
Background: Funding will support the replacement of the last of the four required chillers at the Central Energy Plant (the third chiller was funded for replacement in FY 2025). The chillers provide cooling for City Hall, Consolidated Courts, and the Jail. The existing chillers have been rebuilt multiple times at a cost of over $1,000,000; their efficiency is also reduced due to age. The replacement will allow the systems to connect to the Direct Digital Control System which will significantly increase energy efficiency. Submission Type: Continuation of previously planned submission (Project Unit #4296) Primary Function of Project: Replacement or Maintenance of Equipment Location: Central Energy Plant
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $700,000 Planning and Design $100,000
Capital Improvement Plan - 519
FY 2027-2031 Proposed Capital Improvement Plan
Acquire Technology Information Technology Maintaining Financial Strength
Appropriations to Date $25,846,143
Description:
Proposed FY 2027 $3,652,500
Planned FY 2028 $4,000,000
Planned FY 2029 $4,000,000
Planned FY 2030 $4,000,000
Planned FY 2031 $4,000,000
Five-Year Total $19,652,500
Provide funds to purchase information technology (IT) infrastructure for various city departments based on recommendations and prioritization from the Information Technology Department.
Background: Funding has been provided in prior years to support new software and hardware purchases. This project is typically cash funded. Submission Type: Continuation of previously planned submission (Project Unit #4295) Primary Function of Project: Technology and/or software expenditure Location: This is a citywide project. Planned Expenditure Distribution: Furniture / Equipment $19,652,500
520 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Expand the Fiber Optic Network for I-Net Information Technology Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $200,000
Planned FY 2028 $200,000
Planned FY 2029 $200,000
Planned FY 2030 $200,000
Planned FY 2031 $200,000
Five-Year Total $1,000,000
Provide funds for improvements to the existing fiber-optic network known as I-net (Institutional Network). Improvements include creating areas of geographic redundancy that will eliminate situations in which public safety facilities lose connectivity as a result of existing single points of failure; connecting city facilities that are using third-party ISPs to I-net, resulting in the elimination of recurring costs to the city and providing better network speeds and bandwidth for city staff that serve citizens; and allowing individual teams, such as the Real Time Crime Center, to utilize new technologies that are near the I-net pathway.
Background: Initial funding was approved for FY 2017 to create a city-owned fiber optic network known as I-net. Facilities connected to I-Net benefit from improved network speeds, higher bandwidth, and operational cost reductions by eliminating the need of third parties to provide services. This funding will allow for additional connectivity to city facilities and provide opportunities for I-net to have geographic redundancy that lessens the impacts caused by fiber cuts and disasters. Submission Type: Continuation of previously planned submission Primary Function of Project: Technology and/or software expenditure Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 Various locations around the city including fire stations, libraries, community and recreation centers, cemeteries, and the Norfolk Juvenile Detention Center. Planned Expenditure Distribution: Construction $1,000,000
Capital Improvement Plan - 521
FY 2027-2031 Proposed Capital Improvement Plan
Modernize Courthouse Technology
Information Technology Enhancing Community Beautification and Maintenance Appropriations to Date $0
Description:
Proposed FY 2027 $700,000
Planned FY 2028 $700,000
Planned FY 2029 $700,000
Planned FY 2030 $700,000
Planned FY 2031 $0
Five-Year Total $2,800,000
The Information Technology Department will be upgrading the technology in seven courtrooms annually, allowing IT to complete all 21 courtrooms within a three-year period. The project will include removing the old equipment and keep it as stock for the remaining rooms, in case there is an outage during the "wait period" for replacement. Overheating issues that have put excessive wear and tear on the equipment will also be addressed.
Background: Current technology is outdated. Overheating issues will be addressed and technicians will be able to access the equipment more easily, as it will reside outside the courtroom. Submission Type: New submission Primary Function of Project: Technology and/or software expenditure Location: Courthouse Planned Expenditure Distribution: Site Improvement $2,800,000
522 - Capital Improvement Plan
Ward(s):
Superward(s):
FY 2027-2031 Proposed Capital Improvement Plan
Maintain USS Wisconsin BB-64
Nauticus Enhancing Community Beautification and Maintenance Appropriations to Date $6,669,587
Description:
Proposed FY 2027 $600,000
Planned FY 2028 $600,000
Planned FY 2029 $600,000
Planned FY 2030 $600,000
Planned FY 2031 $600,000
Five-Year Total $3,000,000
This request is made in conjunction with the signed agreement with the US Navy for continued stewardship by the City of Norfolk to maintain in good order the USS Wisconsin. Per the agreement, the city shall preserve and maintain the vessel in a good state of repair. This request will provide for ongoing maintenance and long-term upkeep of the USS Wisconsin. Funding may support maintenance and repair of the battleship; cleaning, repair and painting of the hull; improvements to the interior spaces; accessibility improvements for doors and egresses; anti-corrosion application above water; equipment and systems improvements; and required environmental testing.
Background: This project was established in FY 2013 to preserve the condition of the USS Wisconsin. Previously completed projects include air sample testing, underwater husbandry, painting, deck replacement and upkeep, heat and moisture exchanger system maintenance, soundings of the vessel’s fuel and ballast tanks and plumbing and electrical repairs. These projects are ongoing annually to preserve the integrity of the ship. Submission Type: Continuation of previously planned submission (Project Unit #4178) Primary Function of Project: Renovate or maintain an existing structure Location: Nauticus (Maritime Center) - USS Wisconsin - 1 Waterside Drive
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Construction $2,675,000 Inspection / Permits $325,000
Capital Improvement Plan - 523
FY 2027-2031 Proposed Capital Improvement Plan
Support Citywide Public Art
Norfolk Arts Enhancing Community Beautification and Maintenance Appropriations to Date $2,350,000
Description:
Proposed FY 2027 $215,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $215,000
Support the continuation of Norfolk’s citywide Public Art Program, established by City Council in FY 2006. The program commissions enduring, impactful artworks that reflect the city’s diverse cultural identities while enhancing public spaces through beauty, education, and engagement. FY 2027 funds are planned for the creation of a mural at Waterside Parking Garage.
Background: In partnership with the Norfolk Arts Commission, the Public Art Program uses allocated CIP funds to commission permanent artworks across the city. The program oversees site selection, forms community-based planning committees, manages artist selection, and administers contracts through installation. Submission Type: New submission (Project Unit #4166) Primary Function of Project: Construct a new structure on city-owned land Location: Waterside Parking Garage Planned Expenditure Distribution: Construction $215,000
524 - Capital Improvement Plan
Ward(s): 1, 3
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Acquire School Buses Norfolk Public Schools Investments in Public Education
Appropriations to Date $7,000,000
Description:
Proposed FY 2027 $1,000,000
Planned FY 2028 $1,000,000
Planned FY 2029 $1,000,000
Planned FY 2030 $1,000,000
Planned FY 2031 $1,000,000
Five-Year Total $5,000,000
Provide funds to acquire school buses for Norfolk Public Schools. In FY 2013, the City of Norfolk began providing $1 million a year to purchase school buses. It is anticipated that this funding will support the purchase of eight to nine school buses annually depending on the type of bus purchased.
Background: This is an annual request from Norfolk Public Schools. Submission Type: Continuation of previously planned submission (Project Unit #4248) Primary Function of Project: Replacement or Maintenance of Equipment Location: These buses are used citywide.
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Furniture / Equipment $5,000,000
Capital Improvement Plan - 525
FY 2027-2031 Proposed Capital Improvement Plan
Construct Maury High School Norfolk Public Schools Investments in Public Education
Appropriations to Date $61,500,000
Description:
Proposed FY 2027 $65,500,000
Planned FY 2028 $93,000,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $158,500,000
This project supports the design and construction of a new Maury High School. Maury High School, built in 1911, is the oldest high school in the City of Norfolk. It has served Norfolk families for generations and boasts alumni around the world. Maury High School is undergoing a transformation to establish a state-of-the-art educational campus that also addresses key community challenges, such as sustainability and flood resilience. The redevelopment balances the preservation of Maury’s historic structure with the creation of a modern, high-performing learning environment designed to support diverse student needs.
Background: Construction on the new Maury High School began in November 2025. Estimated completion is late 2028. The new four-story high school is designed for 1,750 students and will feature outdoor learning spaces, pedestrian pathways and enhanced facilities. The redevelopment prioritizes the preservation of the historic portion of Maury High School, a cultural asset cherished by the community. While the future use of the historic building is yet to be determined, its preservation remains a central focus, honoring the school’s legacy while ideas for its adaptive reuse are considered. Submission Type: Continuation of previously planned submission (Project Unit #4371) Primary Function of Project: Construct a new structure on city-owned land Location: 20th Street and Llewellyn Avenue Planned Expenditure Distribution: Construction $65,500,000 Contingency $93,000,000
526 - Capital Improvement Plan
Ward(s): 2
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Major School Maintenance Norfolk Public Schools Investments in Public Education
Appropriations to Date $132,094,947
Description:
Proposed FY 2027 $8,052,781
Planned FY 2028 $3,000,000
Planned FY 2029 $3,000,000
Planned FY 2030 $3,000,000
Planned FY 2031 $3,000,000
Five-Year Total $20,052,781
Provide support for major maintenance and repair to school facilities. Projects in this category help preserve the life of buildings, perform major preventative maintenance, and undertake significant repairs. Prior to the distribution of funds each year, Norfolk Public Schools provides a list of planned projects and the results of the prior year's efforts.
Background: This project was previously known as "Address Major School Maintenance." Submission Type: Continuation of previously planned submission (Project Unit #3193) Primary Function of Project: Renovate or maintain an existing structure Location: All schools are impacted by this project
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Construction $12,552,781 Planning and Design $7,500,000
Capital Improvement Plan - 527
FY 2027-2031 Proposed Capital Improvement Plan
Elevator Upgrade and Repair Program Parking Facilities Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $3,900,000
Description:
Proposed FY 2027 $1,000,000
Planned FY 2028 $1,000,000
Planned FY 2029 $1,300,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $3,300,000
This project will provide funds to renovate and modernize the elevators at Bank Street and Freemason parking garages. FY 2027 funds will support design and engineering funds.
Background: This project will complete the five-elevator renovations at Bank Street parking garage and two-elevator renovations at the Freemason garage. Repair and maintenance of these units are of paramount importance to provide customer access to these multi-level parking facilities. Bank Street garage as built in 2009 and Freemason garage was built in 2004. Both garages serve various residential, hotel, and commercial tenants, and employee parking needs. Submission Type: New submission (Project Unit #4448) Primary Function of Project: Renovate or maintain an existing structure Location: Bank Street and Freemason Parking Garages Planned Expenditure Distribution: Construction $3,300,000
528 - Capital Improvement Plan
Ward(s): 2
Superward(s):
FY 2027-2031 Proposed Capital Improvement Plan
Parking Garage Emergency Repair Program Parking Facilities Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $650,000
Planned FY 2028 $650,000
Planned FY 2029 $650,000
Planned FY 2030 $650,000
Planned FY 2031 $650,000
Five-Year Total $3,250,000
Provide funds for emergency repairs to garage facilities, including but not limited to lighting, flooring, and HVAC repairs, etc.
Background: This is a new project; these repairs were previously funded by the Maintain Parking Facilities project. Over the last five years, the city has spent $5.3 million in emergency parking repairs. Submission Type: New submission Primary Function of Project: Renovate or maintain an existing structure Location: 14 parking facilities throughout the Downtown Norfolk area.
Ward(s): 2
Superward(s):
Planned Expenditure Distribution: Construction $3,250,000
Capital Improvement Plan - 529
FY 2027-2031 Proposed Capital Improvement Plan
Structural Repairs and Waterproofing Parking Facilities Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $1,550,000
Description:
Proposed FY 2027 $600,000
Planned FY 2028 $1,000,000
Planned FY 2029 $1,000,000
Planned FY 2030 $1,000,000
Planned FY 2031 $1,000,000
Five-Year Total $4,600,000
Provide funds to make structural and waterproofing repairs to the West Plume Street Parking Garage.
Background: The West Plume Parking Garage is over 24 years old. The parking garage 10 levels with an open top level that is exposed to rain and snow. The most recent repair project was completed in 2011 and included installing additional floor drains, flushing existing floor drains, and structural concrete repairs. A condition assessment was completed by the parking engineer consultant in 2013 and identified the following needs: structural concrete repairs, aged lighting fixtures, improper drainage, improper ventilation in the closed area of the garage, and failing joint sealants. Submission Type: New submission (Project Unit #4447) Primary Function of Project: Renovate or maintain an existing structure Location: West Plume Street Parking Garage Planned Expenditure Distribution: Site Improvement $4,600,000
530 - Capital Improvement Plan
Ward(s): 2
Superward(s):
FY 2027-2031 Proposed Capital Improvement Plan
Improve Cemeteries Infrastructure
Parks and Recreation Enhancing Community Beautification and Maintenance Appropriations to Date $1,650,000
Description:
Proposed FY 2027 $300,000
Planned FY 2028 $300,000
Planned FY 2029 $300,000
Planned FY 2030 $300,000
Planned FY 2031 $300,000
Five-Year Total $1,500,000
Provide funds to improve infrastructure at city-owned cemeteries. Funds will be used to repair roads and improve drainage at Forest Lawn and Riverside Cemeteries. Funds may also be used for the improvement and repair of buildings, as well as to investigate and evaluate the state of infrastructure to identify additional maintenance needs in the city's cemeteries.
Background: This project is an annual reoccurring project that supports infrastructure maintenance at the city's cemeteries. Submission Type: Continuation of previously planned submission (Project Unit #4265) Primary Function of Project: Renovate or maintain an existing structure Location: Forest Lawn & Riverside Cemeteries
Ward(s): 2, 4
Superward(s): 7
Planned Expenditure Distribution: Construction $1,500,000
Capital Improvement Plan - 531
FY 2027-2031 Proposed Capital Improvement Plan
Improve Community and Neighborhood Parks Parks and Recreation Enhancing Community Beautification and Maintenance
Appropriations to Date $5,065,657
Description:
Proposed FY 2027 $500,000
Planned FY 2028 $500,000
Planned FY 2029 $500,000
Planned FY 2030 $500,000
Planned FY 2031 $500,000
Five-Year Total $2,500,000
Provide funds to improve and upgrade amenities within community parks. FY 2027 improvements include renovations to Mona Park and Roland Park playgrounds, and renovation of the basketball court at Lakewood Park.
Background: This is an annual reoccurring blanket project that has been funded since FY 2006. The project provides funds for maintenance of community and neighborhood parks. Improvements may consist of resolving issues such as replacing antiquated equipment that is broken and served well past its maintainable lifespan, meeting current code regulations, implementing resiliency measures and addressing other life safety concerns. Submission Type: Continuation of previously planned submission (Project Unit #3004) Primary Function of Project: Renovate or maintain an existing structure Location: Mona Park Playground, Roland Park Playground, Lakewood Park Planned Expenditure Distribution: Construction $2,500,000
532 - Capital Improvement Plan
Ward(s): 2, 5
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Improve Existing Community Centers Parks and Recreation Enhancing Community Beautification and Maintenance
Appropriations to Date $3,630,813
Description:
Proposed FY 2027 $200,000
Planned FY 2028 $200,000
Planned FY 2029 $200,000
Planned FY 2030 $200,000
Planned FY 2031 $200,000
Five-Year Total $1,000,000
Provide funds for improvements to entryways, landscaping, and interior and exterior renovations at existing recreation centers. Planned work will enhance the appearance, serviceability, and safety at various recreation centers throughout the city. Improvements may consist of replacing antiquated systems well past their maintainable lifespan, meeting current code regulations, implementing resiliency measures, improving patron experience and addressing other life safety concerns.
Background: This project is an ongoing annual blanket project that supports smaller scale repairs to existing community and recreation centers. Submission Type: Continuation of previously planned submission (Project Unit #3000) Primary Function of Project: Renovate or maintain an existing structure Location: Citywide
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Construction $1,000,000
Capital Improvement Plan - 533
FY 2027-2031 Proposed Capital Improvement Plan
Improve Tennis and Pickleball Courts Citywide Parks and Recreation Enhancing Community Beautification and Maintenance
Appropriations to Date $8,250,000
Description:
Proposed FY 2027 $500,000
Planned FY 2028 $1,350,000
Planned FY 2029 $0
Planned FY 2030 $1,000,000
Planned FY 2031 $0
Five-Year Total $2,850,000
Provide funds to improve tennis and pickleball courts in city parks and at various Norfolk Public Schools sites based on the recommended priorities of the 2022 citywide tennis court assessment.
Background: A citywide tennis court assessment was completed in 2022. Based on the results of that assessment, tennis and pickleball courts have been planned for repair, renovation, replacement or repurposing. Public tennis courts throughout the city, both in city parks as well as on Norfolk Public Schools property, are in need of repair. Submission Type: Continuation of previously planned submission (Project Unit #4245) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 Azalea Gardens Middle School and Tarrallton Park are the next courts slated for improvements. Planned Expenditure Distribution: Construction $2,850,000
534 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan
Berkley Avenue Bridge Rehabilitation Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $0
Planned FY 2029 $850,000
Planned FY 2030 $7,150,000
Planned FY 2031 $0
Five-Year Total $8,000,000
The project will rehabilitate the Berkley Avenue bridge that crosses the Norfolk Southern railroad line. The bridge is in need of a major rehabilitation to maintain the structure and extend the useful life of the bridge. The repair work will include repairing concrete, installing a latex-modified concrete deck overlay, replacing joints, applying concrete waterproofing, repairing bearings, and recoating the steel spans.
Background: The Berkley Avenue Bridge is a key arterial on the Southside, linking the neighborhoods of Campostella and Campostella Heights, along with the City of Chesapeake, to the neighborhoods and industrial areas in Berkley. The bridge was built in 1985 and has been identified as a top priority for repair and maintenance in the city's bridge inventory. Virginia Department of Transportation (VDOT) has shown that the cost to repair a bridge and keep it in service is five to six times more cost effective than replacement. Submission Type: Resubmission of previously unfunded submission (Project Unit #5303) Primary Function of Project: Renovate or maintain an existing structure Location: Berkley Ave over Norfolk Southern Railroad
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $7,150,000 Planning and Design $850,000
Capital Improvement Plan - 535
FY 2027-2031 Proposed Capital Improvement Plan
Brambleton Avenue Bridge Rehabilitation Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $451,000
Planned FY 2028 $3,960,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $4,411,000
Perform repair work on the Brambleton Avenue Bridge to include repairing concrete, installing a latex modified concrete overlay, replacing joints, new bearing pads, applying concrete waterproofing, re-coating the bridge railing, and improving the asphalt approaches.
Background: In 2022, the city was awarded $3 million in Regional Surface Transportation Program (RSTP) funds through Virginia Department of Transportation (VDOT) that will be available in FY 2027. The project will be delivered through VDOT’s locally administered projects (LAP). A project to repair the concrete beams was completed in 2012 and a major rehabilitation was completed in 2005. The bridge was originally constructed in 1961. Submission Type: Continuation of previously planned submission (Project Unit #4427) Primary Function of Project: Renovate or maintain an existing structure Location: W Brambleton Ave over the Hague Planned Expenditure Distribution: Construction $3,250,000 Contingency $710,000 Planning and Design $451,000
536 - Capital Improvement Plan
Ward(s): 2
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Construct Offshore Breakwaters and Shoreline Protection Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $4,700,000
Planned FY 2028 $4,000,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $8,700,000
This project supports the construction of breakwaters and other forms of shoreline protection. The project provides funds for the construction of sheet pile and kneewall near Ocean View Beach Park/100 block of West Ocean View Avenue and to extend the existing breakwaters along Toler Place. Funds will also support the design of breakwaters for the 200 block of West Ocean View Avenue. Breakwaters help slow erosion of the beach and shoreline, help to protect nearby properties from storm damage and ensure that the beach remains accessible for emergency vehicles and recreational purposes. This project also includes some contingency funding for emergency sand replenishment for Ocean View Beach should a significant storm event occur.
Background: The beaches along the 100 block of West Ocean View Avenue and Toler Place are experiencing an accelerated rate of erosion and are categorized as a "hot spots" due to frequent occasions of severe erosion that require interim renourishment. Despite three beach nourishment projects over the last five years, erosion continues at an accelerated rate, putting homes and city infrastructure at risk of flooding should an extreme storm event arise. The current kneewall at the 100 Block of Ocean View Beach Park was constructed during the Ocean View Park renovations and it bears on top of the dunes. Heavy wave action and high tides eroded a significant amount of the seaward side of the dunes, creating a possibility that a significant storm event could undermine the kneewall and cause it to slide or overturn. Replacing the existing shallow foundation supported kneewall with driven sheet pile with concrete cap will copy the aesthetics of the kneewall and protect the wall and park from significant storm damage. A handrail will also be added in case a storm event erodes the dunes up to the sheet pile and creates a sheer drop condition. In addition to FY 2027 and planned FY 2028 funding, the FY 2026 CIP was amended to provide $1,800,000 for the emergency repair of shoreline erosion in the 200 block of West Ocean View Avenue, specifically for the revetment. Submission Type: Resubmission of previously unfunded submission (Project Unit #5569) Primary Function of Project: Construct a new structure on city-owned land Location: Ward(s): 1, 5 100 Block of West Ocean View Ave, between 11th View Street and 12th View Street (Toler Place)
Superward(s): 6
Planned Expenditure Distribution: Site Improvement $8,700,000
Capital Improvement Plan - 537
FY 2027-2031 Proposed Capital Improvement Plan
Demolish Existing Buildings at Globe Iron Site Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $2,800,000
Description:
Proposed FY 2027 $1,050,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,050,000
The project will add the two properties at 1351 Hanson Avenue and 1371 Hanson Avenue to the existing demolition project to pursue future redevelopment opportunities. Adding the properties will provide a cost savings to the city as the contractor will already be at adjacent properties performing similar work activities.
Background: The city acquired several properties in the Broad Creek Neighborhood in 2021 when Globe Iron went out of business. In FY 2026, the city funded the demolition of the properties at 1401 Maltby Avenue, 1445 Maltby Avenue, 1416 Cary Avenue, and 1525 Saint Julian Avenue, which were included in the acquisition. Submission Type: Continuation of previously planned submission (Project Unit #4472) Primary Function of Project: Demolish an existing structure/service Location: 1351 Hanson Ave., and 1371 Hanson Ave. Planned Expenditure Distribution: Construction $1,000,000 Planning and Design $50,000
538 - Capital Improvement Plan
Ward(s): 3
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Granby Street over Lafayette River Bridge Steel Span Rehabilitation Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $450,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $450,000
Perform maintenance on the steel span of the Granby Street over Lafayette River bridge, which spans over the channel for boats and watercraft to pass under the bridge. The project will clean and re-coat the steel span. The steel span is subject to accelerated deterioration by the saltwater environment. The repairs will extend the useful life of the bridge. Depending on the coating system used, recoating the steel span will provide about 20 years of protection.
Background: The Granby Street over Lafayette River bridge was built in 1979. The most recent repair project was completed in 2022 and included concrete repairs, joint replacement, a concrete deck overlay, new lane striping, new bearing pads, and new asphalt approaches. Submission Type: New submission (Project Unit #5202) Primary Function of Project: Renovate or maintain an existing structure Location: Granby Street over the Lafayette River
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Construction $450,000
Capital Improvement Plan - 539
FY 2027-2031 Proposed Capital Improvement Plan
Maintain Existing ADA Ramps
Public Works Enhancing Community Beautification and Maintenance Appropriations to Date $0
Description:
Proposed FY 2027 $150,000
Planned FY 2028 $150,000
Planned FY 2029 $150,000
Planned FY 2030 $150,000
Planned FY 2031 $150,000
Five-Year Total $750,000
Provide funding to maintain, repair or replace existing accessible ramps along curbs within the public right of way. This project provides funding so that repairs to Americans with Disabilities Act (ADA) ramps can be made in a timelier manner based on requests from the public.
Background: Capital funding to install Americans with Disability Act (ADA) ramps is currently provided to the Department of Transportation to design and install new ramps at locations where none exists. Public Works regularly receives requests for repairs, realignment or replacement of existing ramps that are no longer accessible; however, ramp repairs are often prolonged due to competing funding and maintenance priorities. Submission Type: New submission (Project Unit #5580) Primary Function of Project: Renovate or maintain an existing structure Location: Citywide - at existing ADA ramps Planned Expenditure Distribution: Construction $750,000
540 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Military Highway over Broad Creek Culvert Channel Stabilization Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $100,000
Planned FY 2031 $850,000
Five-Year Total $950,000
The project will repair the Broad Creek channel leading to the Military Highway over Broad Creek culvert. The Military Highway over Broad Creek culvert has been identified as a top priority for repair and maintenance in the city’s bridge inventory. Sediment migration from the Broad Creek channel has blocked 80% of the north barrel of the culvert. The repair work will stabilize the Broad Creek channel leading to the Military Highway over Broad Creek culvert. A culvert is a structure that allows water to pass under a road and help support the weight of the road while channeling water beneath to it prevent flooding.
Background: The Military Highway over Broad Creek culvert was built in 2018. The channel leading to the culvert is not stabilized and is causing sediment build-up in the barrels of the culvert. Submission Type: New submission (Project Unit #5303) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 4 N Military Hwy south of Northampton Blvd near the La Quinta Inn & Suites by Wyndham
Superward(s): 7
Planned Expenditure Distribution: Construction $850,000 Planning and Design $100,000
Capital Improvement Plan - 541
FY 2027-2031 Proposed Capital Improvement Plan
Norview Avenue Bridge Rehabilitation Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $750,000
Planned FY 2029 $6,750,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $7,500,000
The Norview Avenue Bridge has been identified as a top priority for repair and maintenance in the city’s bridge inventory due to the link it provides to the Norfolk International Airport. The Virginia Department of Transportation (VDOT) has shown that the cost to repair a bridge and keep it in service is five to six times more cost effective than replacement. The repair work will include repairing concrete, installing a deck overlay, replacing joints, repairing bearings, and applying concrete waterproofing.
Background: The Norview Avenue Bridge was constructed in 1975 over Lake Whitehurst and serves as the main connector to Norfolk International Airport. A project was completed in 2021 using American Recovery and Reinvestment Act (ARRA) Stimulus Funding, which addressed some issues, but funding was insufficient to cover all needed repairs. Bridges are inspected every two years and get assigned a condition rating on a scale of one to ten for four categories. Public Works takes into consideration bridge condition ratings, whether the bridge connects key areas in the city like the airport or southside Norfolk to downtown, and the number of deficiencies identified during the bridge inspection. Submission Type: Continuation of previously planned submission (Project Unit #4430) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 4 Norview Ave at Azalea Garden Road near the Norfolk International Airport Planned Expenditure Distribution: Construction $6,750,000 Planning and Design $750,000
542 - Capital Improvement Plan
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Pretty Lake Main Channel Maintenance Dredging Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $500,000
Planned FY 2029 $3,400,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $3,900,000
Provide funds to perform maintenance dredging of the main channels in Pretty Lake to address shoaling that has occurred. The navigational channels in Pretty Lake consist of ancillary channels in the lake branches which access the various residential areas, and main channels which connect the ancillaries. The existing navigational channels must be periodically re-dredged (typically every 10 to 15 years) to prevent shoaling from natural processes or from storms. This will also allow residents who were unable to dredge their boat basins and access channels during the last ancillary channel project another opportunity for access to a mobilized dredging contractor and a permitted disposal option for their private projects.
Background: The Main Channels in Pretty Lake were dredged in phases between 2000 and 2006. No maintenance dredging has been performed in the main channels since 2006. Submission Type: Continuation of previously planned submission (Project Unit #4443) Primary Function of Project: Renovate or maintain an existing structure Location: Pretty Lake Ave & 11th Bay St
Ward(s): 5
Superward(s): 6
Planned Expenditure Distribution: Construction $3,400,000 Planning and Design $500,000
Capital Improvement Plan - 543
FY 2027-2031 Proposed Capital Improvement Plan
Provide Funds for Dredging of Lafayette River Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $2,510,000
Description:
Proposed FY 2027 $1,500,000
Planned FY 2028 $1,500,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $3,000,000
Provide funds to dredge portions of the Lafayette River for maintenance dredging and to establish new navigation channels. The existing navigational channels must be periodically re-dredged (typically every 10 to 15 years) to prevent shoaling from natural processes or from storms.
Background: Funds were appropriated for dredging in FY 2024 and FY 2025 for Tanners Creek, Crab Creek, Riverpoint, South Blake Road Neighborhood, Blake Road, Sir Oliver Drive Neighborhood, and Arden Circle. Submission Type: Continuation of previously planned submission (Project Unit #4410) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 2 Dredging at various locations in the Lafayette River east of Granby St. South Blake Road Neighborhood, Blake Road, Sir Oliver Drive Neighborhood, and Arden Circle. Planned Expenditure Distribution: Site Improvement $3,000,000
544 - Capital Improvement Plan
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Provide Matching Funds for Corps Beach Nourishment Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $5,250,000
Description:
Proposed FY 2027 $0
Planned FY 2028 $12,120,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $12,120,000
The project will renourish the beach from Willoughby Spit to Little Creek as part of the nine-year renourishment cycle in partnership with the U.S. Army Corps of Engineers (USACE). The beach erodes every year due to wave action and weather events. The beaches need to be periodically renourished to protect public property and to provide a beachfront for citizens and visitors.
Background: Beach renourishment prevents and corrects shoreline erosion, helping to protect nearby properties during storm events. The beach renourishment maintains a wide beach front, which allows emergency vehicle access to the area and provides recreational beachfront for residents and visitors. The last renourishment project was completed in 2017 in partnership with the USACE. The funds will be used as matching funds for the USACE led renourishment project. Submission Type: Continuation of previously planned submission (Project Unit #4456) Primary Function of Project: Environmental sustainability and resiliency Location: 7.3 miles of beach from Willoughby Spit to Little Creek
Ward(s): 1, 5
Superward(s): 6
Planned Expenditure Distribution: Construction $12,120,000
Capital Improvement Plan - 545
FY 2027-2031 Proposed Capital Improvement Plan
Railing upgrades at Railroad Underpasses Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $150,000
Planned FY 2029 $1,250,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $1,400,000
The project will upgrade the deteriorating metal pedestrian railing at three railroad underpasses downtown. The funds will be used to upgrade the railing to a modern design with improved safety features, the modular railings will be more cost effective and easier to maintain.
Background: This project will upgrade the railings adjacent to the railroad underpasses at Three locations: East Brambleton Ave near Cecelia Street, East Virginia Beach Blvd near May Avenue, and Monticello Avenue near East 22nd Street. These underpasses were constructed in the 1960s. The railings have been in place since the underpasses were constructed and have begun to deteriorate. Submission Type: New submission (Project Unit #5303) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 2, 3, 4 Three locations: E Brambleton Ave near Ceceila St., E. Virginia Beach Blvd near May Ave., and Monticello Ave near E 22nd St. Planned Expenditure Distribution: Construction $1,250,000 Planning and Design $150,000
546 - Capital Improvement Plan
Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Renovate Central Plant for Scope Arena and Chrysler Hall Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $2,000,000
Description:
Proposed FY 2027 $7,500,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $7,500,000
This project funds the renovation of the central plant that provides heating, cooling, and ventilation for both Scope Arena and Chrysler Hall. Scope Arena and Chrysler Hall play a key role in the city’s economic development by hosting concerts, theatrical performances, sporting events, and conventions, generating revenue for local businesses, hotels, and restaurants. Both venues rely on a central plant system that has exceeded its expected service life, leading to increased maintenance costs, operational inefficiencies, and potential disruptions to events. Investing in the modernization of the central plant will enhance operational efficiency, reduce long-term maintenance costs, and ensure that these venues remain a cultural and economic asset for Norfolk. The renovation will modernize mechanical and electrical components to improve energy efficiency and ensure long-term operational sustainability.
Background: Scope Arena and Chrysler Hall have served as cornerstone entertainment and cultural venues in downtown Norfolk for decades. Scope Arena, known for hosting large-scale concerts, sports events, and conventions, and Chrysler Hall, a premier performing arts venue, collectively attract hundreds of thousands of visitors annually. Recent facility assessments have identified the need to replace key systems to prevent unexpected breakdowns, reduce environmental impact, and align with modern energy efficiency standards. The project aligns with Norfolk’s broader efforts to upgrade its cultural infrastructure, ensuring long-term operational sustainability, enhanced audience comfort, and improved cost efficiency in facility management. Submission Type: Continuation of previously planned submission (Project Unit #4474) Primary Function of Project: Renovate or maintain an existing structure Location: Chrysler Hall- 215 St. Paul's Blvd.
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $7,500,000
Capital Improvement Plan - 547
FY 2027-2031 Proposed Capital Improvement Plan
Renovate Chrysler Hall
Public Works Enhancing Community Beautification and Maintenance Appropriations to Date $14,000,000
Description:
Proposed FY 2027 $76,000,000
Planned FY 2028 $12,200,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $88,200,000
Provide funds for renovations to Chrysler Hall. This project will enhance patron experience by improving seating and providing more restroom and concession amenities. Developments will also be made to address performance capacity with lighting and acoustic changes, and improvements to back of house areas to enhance event logistics and performer spaces. The renovation will also modernize mechanical, electrical, and other building systems. This project will be partially funded by historic tax credits and will explore targeted refinements around the elevated plaza to improve access and activate the outdoor spaces with events and amenities. Chrysler Hall was constructed in 1972 and has had minimal upgrades through the years to allow modern performances to continue. Many of the mechanical and electrical systems are original to the building and are beyond their useful life.
Background: Several studies have been completed that recommend various improvements to Chrysler Hall to meet current demands for performing arts spaces and preserve and improve the facility. Submission Type: Continuation of previously planned submission (Project Unit #4242) Primary Function of Project: Renovate or maintain an existing structure Location: Chrysler Hall- 215 St. Paul's Blvd Planned Expenditure Distribution: Construction $88,000,000 Contingency $200,000
548 - Capital Improvement Plan
Ward(s): 2
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Repair Downtown Waterfront Infrastructure Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $2,750,000
Description:
Proposed FY 2027 $5,000,000
Planned FY 2028 $5,000,000
Planned FY 2029 $275,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $10,275,000
The most recent underwater inspection showed severe deterioration in timber supports beneath the walkway along Waterside and Town Point Park and severe deterioration of the concrete structure in Freemason Harbor. Structural assessment recommends that the structure be replaced. This project will fund the repair of deteriorated infrastructure along the downtown waterfront including concrete supporting structures, which serve as waterfront walkways and temporary mooring for boating events. The most recent underwater inspection showed severe deterioration of the concrete structure in Freemason Harbor.
Background: The city conducts underwater inspections along the Elizabeth River every five years to assess the structural condition of the infrastructure. Findings from these inspections help prioritize repair needs. FY 2025 and 2026 funding was programmed to replace deteriorated timber supporting structures and decking adjacent to Waterside District. An emergency ramp was constructed in 2024 to allow Hampton Roads Transit (HRT) patrons to access the ferry. Funding was provided in FY 2023 to replace Bute Street Bulkhead, and funding was provided to repair Waterside and Town Point Park timber structures in FY 2026. Submission Type: Continuation of previously planned submission (Project Unit #4473) Primary Function of Project: Renovate or maintain an existing structure Location: Downtown waterfront from Sheraton to W Bute Street
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Construction $10,000,000 Inspection / Permits $275,000
Capital Improvement Plan - 549
FY 2027-2031 Proposed Capital Improvement Plan
Repair Governor's School Façade (Monroe Building) Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $1,500,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,500,000
Provide funds to rehabilitate the eastern exterior wall of the Monroe Building, which was originally constructed in the early 1900’s. This is the current location of the Governor's School for the Arts.
Background: $1.2 million was provided in FY 2023 for this project. This project will remove the exterior veneer brick and multi-wythe masonry wall and install new cold-formed metal framing with new sheathing, insulation, drainage cavity, brick veneer, and new storefront windows (floors two through six). Submission Type: New submission Primary Function of Project: Renovate or maintain an existing structure Location: 254 Granby Street Planned Expenditure Distribution: Site Improvement $1,500,000
550 - Capital Improvement Plan
Ward(s): 2
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Resurface Azalea Little League Parking Lot Public Works Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
$0
Planned FY 2031 $275,000
Five-Year Total $275,000
This project provides funds to resurface the Azalea Little League parking lot. The parking lot is in severely deteriorated condition and stormwater is able to get underneath the pavement, thus accelerating the deterioration. Approximately one-fourth of the lot is unusable due to its poor condition.
Background: The parking lot is in poor condition and needs to be resurfaced in order to provide proper drainage and a safe parking area for little league participants and spectators. Submission Type: Resubmission of previously unfunded submission Primary Function of Project: Renovate or maintain an existing structure Location: 1130 Pineridge Rd
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $275,000
Capital Improvement Plan - 551
FY 2027-2031 Proposed Capital Improvement Plan
Construct the Blue/Greenway in St. Paul's Area Storm Water Management Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $1,000,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,000,000
Provide funds to construct the Blue/Greenway in the St. Paul's Area. Funds will be used for the redevelopment of approximately 26 acres of public housing and other properties into an aesthetic open space designed to treat and store stormwater runoff in the face of long-term outlooks on storm events and sea level rise. This transformation will create a water eco-center comprised of parks, green spaces, and a dynamic living laboratory. The Blue/Greenway will provide flood resiliency aiming to significantly reduce the effects of flooding for residents of this area while providing a green space for recreation. The Blue/Greenway is anticipated to provide resilience benefits and opportunities such as providing upland stormwater runoff storage, pollutant removal from stormwater runoff prior to discharge into the Elizabeth River, and preservation of existing mature trees.
Background: Detailed design is underway, currently at 99% completion in city Site Plan Review. Final (100% design) plans are anticipated in Winter 2025/2026 with advertisement for construction bids anticipated in Summer 2026. Submission Type: Continuation of previously planned submission (Project Unit #4311) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 4 Superward(s): Parallel along the west side of Tidewater Drive extending from Brambleton Avenue to City Hall Avenue. Planned Expenditure Distribution: Contingency $1,000,000
552 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan
Implement Pond Retrofits at Lake Whitehurst Storm Water Management Enhancing Community Beautification and Maintenance
Appropriations to Date $5,220,062
Description:
Proposed FY 2027 $0
Planned FY 2028 $1,000,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,000,000
Provide funds to support the implementation of pond retrofit projects at Lake Whitehurst. Pond retrofits enhance pollutant removal and assist in flood mitigation by providing storage for storm water. As the water sits in the pond retrofit, the pollutants settle to the bottom, offering a natural dilution benefit to enhance water quality. These projects will identify and implement pond retrofit opportunities citywide to provide and/or enhance current infrastructure and best management practices. The focus of this project will be primarily on Lake Whitehurst water quality retrofit project.
Background: The focus of this retrofit project will be improving Lake Whitehurst water quality for total maximum daily load (TMDL) credits. TMDL is a measure of the maximum allowable amount of pollutants in a body of water so it can meet water quality standards. Submission Type: Continuation of previously planned submission (Project Unit #4305) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 Focus primarily on the Lake Whitehurst water quality improvement project Planned Expenditure Distribution: Construction $1,000,000
Capital Improvement Plan - 553
FY 2027-2031 Proposed Capital Improvement Plan
Improve Chesapeake Boulevard Drainage Storm Water Management Enhancing Community Beautification and Maintenance
Appropriations to Date $1,315,200
Description:
Proposed FY 2027 $1,315,200
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $1,315,200
Construct stormwater improvements between East Little Creek Road and Bayview Boulevard. The stormwater improvements will reduce the incidence of standing water and minor flooding during rain events and leverage streetscape improvements for the area.
Background: The previously completed Chesapeake Boulevard Pedestrian and Drainage Preliminary Engineering Report will be the basis of design for drainage infrastructure improvements. Submission Type: Continuation of previously planned submission (Project Unit #4426) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 5 Chesapeake Boulevard between East Little Creek Road and Bayview Boulevard Planned Expenditure Distribution: Construction $1,315,200
554 - Capital Improvement Plan
Superward(s): 6
FY 2027-2031 Proposed Capital Improvement Plan
Improve East Ocean View Drainage
Storm Water Management Enhancing Community Beautification and Maintenance Appropriations to Date $7,200,000
Description:
Proposed FY 2027 $0
Planned FY 2028 $5,000,000
Planned FY 2029 $5,000,000
Planned FY 2030 $6,000,000
Planned FY 2031 $4,000,000
Five-Year Total $20,000,000
Provide funds to improve drainage in the East Ocean View area. The current system is outdated and undersized. The new system will add storm water infrastructure to manage a 10-year storm event and will coincide with the Department of Utilities sanitary sewer upgrades in the same area. Improvements will be between East Ocean View Avenue and Pretty Lake. Drainage infrastructure and roadway improvements will mitigate precipitation flooding and provide for more safe and accessible roadways for first responders.
Background: The project will incorporate aspects identified in the completed East Ocean View Master Plan for Public Works Improvements. Phase I construction has reached substantial completion. Phase II design (11th Bay thru 15th Bay) is ongoing. Phase II will be finalized in summer 2026. Phase III construction (5th Bay) was completed in tandem with a Utilities project in December 2025. Submission Type: Continuation of previously planned submission (Project Unit #4308) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 4, 5 Superward(s): 6 East Ocean View. Bay Streets south of East Ocean View Avenue and west of Shore Drive. Planned Expenditure Distribution: Construction $20,000,000
Capital Improvement Plan - 555
FY 2027-2031 Proposed Capital Improvement Plan
Improve Glenrock Drainage
Storm Water Management Enhancing Community Beautification and Maintenance Appropriations to Date $5,500,000
Description:
Proposed FY 2027 $0
Planned FY 2028 $1,500,000
Planned FY 2029 $1,500,000
Planned FY 2030 $1,500,000
Planned FY 2031 $0
Five-Year Total $4,500,000
Provide funds to improve drainage in the Glenrock neighborhood. This project will add stormwater pipes and inlets to manage a 10-year storm event and adjust the stormwater system to meet current standards and neighborhood needs. The Glenrock neighborhood consists primarily of roadside ditches and existing infrastructure is undersized to today's standards. Improvements will mitigate precipitation flooding.
Background: The neighborhood’s stormwater infrastructure was developed to previous standards relying upon roadside ditches and undersized stormwater infrastructure by today’s design standards. Residents experience recurring flooding during intense rainstorms due to the inadequacy of the current drainage system. Submission Type: Continuation of previously planned submission (Project Unit #4309) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 4 Superward(s): 7 Glenrock is bounded by Military Highway to the west, I-64 to the east, Poplar Hall Drive to the north and I-264 to the south. Planned Expenditure Distribution: Construction $4,500,000
556 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan
Improve Overbrook/Coleman Place Drainage Storm Water Management Enhancing Community Beautification and Maintenance
Appropriations to Date $6,500,000
Description:
Proposed FY 2027 $0
Planned FY 2028 $0
Planned FY 2029 $2,000,000
Planned FY 2030 $0
Planned FY 2031 $4,000,000
Five-Year Total $6,000,000
Provide funds to improve the drainage in the Overbrook/Coleman Place area. This project will install storm water collection and conveyance systems throughout the neighborhood to manage 10-year storm events and better mitigate flooding issues in the roadway caused by precipitation flooding.
Background: This area includes Coleman Place, East Coleman Place and Overbrook, and was developed when Coleman Place was within Norfolk County and has outdated drainage conveyance systems. Phase 1A (Birch Street between 3932 Petterson Street and 3933 Atterbury Road.) is at final completion stage of construction. Phase 1B (Birch Street from Atterbury Road to the Outfall) is at 100% design and preparing to be resubmitted for site plan review. Phase 2 (Atterbury from 3824 Atterbury Street to E. Bonner Drive, along E. Bonner Drive to outfall at 3424 E. Bonner Drive) design efforts are underway. Submission Type: Continuation of previously planned submission (Project Unit #4301) Primary Function of Project: Environmental sustainability and resiliency Location: Ward(s): 3 Superward(s): 7 Overbrook/Coleman Place is bounded by Robin Hood Road to the north, Cape Henry Avenue to the south, Cromwell Road to the west and Sewell's Point Road to the east. Planned Expenditure Distribution: Construction $6,000,000
Capital Improvement Plan - 557
FY 2027-2031 Proposed Capital Improvement Plan
Enhance Traffic Signals and Intersections Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $6,599,673
Description:
Proposed FY 2027 $1,000,000
Planned FY 2028 $1,000,000
Planned FY 2029 $1,000,000
Planned FY 2030 $1,000,000
Planned FY 2031 $1,000,000
Five-Year Total $5,000,000
This project will improve and upgrade intersections and the city's traffic signal system to improve safety, traffic flow, and facilitate emergency operations. Improvements include intersection improvements, pedestrian signals, school flashing lights, traffic calming improvements, and studies/counts. This project supports the city’s Vision Zero program. Funding is also used to design, install and construct traffic calming devices in various residential corridors throughout the city.
Background: The project has supported the construction of many pedestrian improvements along major corridors like Hampton Boulevard and has also installed school flashing beacons at numerous locations. This project focuses on improvements that can be designed and constructed quickly and efficiently to improve safety along the roadway network. Submission Type: Continuation of previously planned submission (Project Unit #3041) Primary Function of Project: Other Location: Citywide Planned Expenditure Distribution: Construction $4,375,000 Planning and Design $625,000
558 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Improve Granby Street Corridor
Transportation Enhancing Community Beautification and Maintenance Appropriations to Date $0
Description:
Proposed FY 2027 $250,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $250,000
This project will construct pedestrian and vehicular safety improvements along the Granby Street corridor. The project will be completed to support the federally funded Granby Bike Lanes project (UPC 111021). The improvements provide much needed safety improvements to this highly traveled corridor.
Background: This project has been in development since 2020 with federal funding. The bike lane improvements have been designed and started construction in FY 2026. Costs have significantly increased since the project cost was originally estimated. Submission Type: Continuation of previously planned submission (Project Unit #4397) Primary Function of Project: Other Location: Ward(s): 1, 2 Granby Street from Willow Wood Drive to Admiral Taussig Boulevard.
Superward(s): 6
Planned Expenditure Distribution: Construction $250,000
Capital Improvement Plan - 559
FY 2027-2031 Proposed Capital Improvement Plan
Improve Street Lights
Transportation Enhancing Community Beautification and Maintenance Appropriations to Date $699,255
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $100,000
Planned FY 2031 $100,000
Five-Year Total $200,000
Provide funds for the installation and maintenance of the city's Street Lighting System within the city right-of-way. This would include the addition of new streetlights within communities which have been identified as having deficient lighting. Funds will also permit maintenance including pole painting, foundation, and conduit repairs. Projects are prioritized on an as needed basis from requests generated through MyNorfolk and other sources.
Background: All street lights are in the process of being updated with LED fixtures. Improved street lighting enhances vehicular safety, provides pedestrians with a safer environment, increases citizen perception of safety from crime and helps improve the quality of life within our neighborhoods and business districts. Submission Type: Continuation of previously planned submission (Project Unit #3024) Primary Function of Project: Other Location: Citywide Planned Expenditure Distribution: Construction $200,000
560 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Improve Transportation Infrastructure Citywide Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $6,000,000
Description:
Proposed FY 2027 $5,000,000
Planned FY 2028 $5,000,000
Planned FY 2029 $5,000,000
Planned FY 2030 $5,000,000
Planned FY 2031 $5,000,000
Five-Year Total $25,000,000
Provide funds for street infrastructure repairs citywide. Funds may be used in conjunction with the project management, design, and construction of state (Virginia Department of Transit - VDOT) and federally funded projects and support grant matching funds to improve transportation infrastructure. Improvements may include pedestrian improvements, signal improvements, turn lane improvements, streetscape improvements, and asphalt resurfacing.
Background: This project was created in FY 2025 and replaced a previous joint program between Transportation and Public Works. The project is a diverse blend of various projects of scope and scale. Transportation uses its allocations towards VDOT match projects and standalone infrastructure projects. Some federal funding sources require a local match or contribution. FY 2027 funding will provide the required match funds and generate more competitive and successful funding applications. Submission Type: Continuation of previously planned submission (Project Unit #4446) Primary Function of Project: Other Location: Citywide
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Construction $17,500,000 Planning and Design $7,500,000
Capital Improvement Plan - 561
FY 2027-2031 Proposed Capital Improvement Plan
Install ADA Ramps Citywide
Transportation Enhancing Community Beautification and Maintenance Appropriations to Date $2,500,000
Description:
Proposed FY 2027 $100,000
Planned FY 2028 $100,000
Planned FY 2029 $100,000
Planned FY 2030 $100,000
Planned FY 2031 $100,000
Five-Year Total $500,000
Provide funds to install ramps compliant with standards in the Americans with Disabilities Act (ADA). Funds are used to increase accessibility of pedestrian crossings.
Background: This project originated as a subproject in the "Improve Street Infrastructure Citywide" project. The project has successfully improved curb ramps and brought them into compliance for safe access by Norfolk residents. This project works in conjunction with a project in Public Works to provide maintenance for ADA ramps citywide. Submission Type: Continuation of previously planned submission (Project Unit #4297) Primary Function of Project: Other Location: Citywide Planned Expenditure Distribution: Construction $500,000
562 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Install Historical Neighborhood Street Signage Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $80,000
Planned FY 2028
Planned FY 2029 $0
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $80,000
This project will install street name signage in historical neighborhoods in the city. The neighborhoods of Ghent and Freemason are designated as historic districts. These signs will assist residents and visitors by identifying the historic districts.
Background: The historic district street signs and associated details were approved by the Architectural Review Board (ARB) in 2023. Submission Type: New submission Primary Function of Project: Other Location: Freemason and Ghent neighborhoods
Ward(s): 2
Superward(s): 6
Planned Expenditure Distribution: Construction $80,000
Capital Improvement Plan - 563
FY 2027-2031 Proposed Capital Improvement Plan
Install New Sidewalks
Transportation Enhancing Community Beautification and Maintenance Appropriations to Date $1,149,341
Description:
Proposed FY 2027 $100,000
Planned FY 2028 $100,000
Planned FY 2029 $100,000
Planned FY 2030 $100,000
Planned FY 2031 $100,000
Five-Year Total $500,000
Provide funds to install new, ADA-compliant, sidewalks throughout the city. The additional sidewalks will improve connectivity for multi-modal transportation throughout the city and improve pedestrian safety. This project funds construction for previously identified and designed projects. Subprojects from this project supports the city’s Vision Zero program.
Background: Current sidewalk conditions were evaluated citywide and a scoring criterion to select locations was established. Originally, five locations were selected: Easy Street at Tidewater Drive, Princess Anne Road (Shelton Avenue to Fleetwood Avenue), Indian River Road (Marsh Street to Wilson Road), Little Creek Road (Chesapeake Boulevard to Carlton Street), and Sewell's Point Road (Azalea Garden Road to Princess Anne Road). The Sewell's Point Road location was removed due to design constraints. Design is funded and complete for the remaining identified locations. Submission Type: Continuation of previously planned submission (Project Unit #4258) Primary Function of Project: Environmental sustainability and resiliency Location: Citywide Planned Expenditure Distribution: Construction $250,000 Planning and Design $250,000
564 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Install Signal at Ocean View Avenue and 21st Bay Street Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $300,000
Planned FY 2029 $1,700,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $2,000,000
Provide funds for the installation of a new traffic signal at the intersection of Ocean View Avenue and 21st Bay Street. This project includes funding for design, possible acquisition of right of way, and construction of the new traffic signal and pedestrian accommodations (signals, crosswalks) to facilitate safe passage for vehicles and pedestrians. This project supports the city’s Vision Zero program.
Background: The Department of Transportation conducted an Ocean View Avenue Comprehensive Study, which provided feedback requesting improvements at this intersection. In addition to the study results, residents and businesses have requested pedestrian safety accommodations at this intersection. Submission Type: Continuation of previously planned submission (Project Unit #4450) Primary Function of Project: Other Location: Ocean View Avenue and 21st Bay Street
Ward(s): 5
Superward(s): 6
Planned Expenditure Distribution: Acquisition / Relocation $75,000 Construction $1,625,000 Planning and Design $300,000
Capital Improvement Plan - 565
FY 2027-2031 Proposed Capital Improvement Plan
Reconstruct Westminster Avenue
Transportation Enhancing Community Beautification and Maintenance Appropriations to Date $4,000,000
Description:
Proposed FY 2027 $2,500,000
Planned FY 2028 $2,500,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $5,000,000
Provide funds for the reconstruction of Westminster Avenue. Reconstruction involves rebuilding the subgrade, roadway base, a new roadway surface, markings, signage, streetscape, and stormwater improvements. While Revenue Sharing funding was secured, project costs have increased due to the COVID-19 pandemic and the added need to install upgraded stormwater infrastructure. The match is required for projects funded by the Virginia Department of Transportation (VDOT).
Background: This project originated as a subproject in the "Improve Street Infrastructure Citywide" project. The Department obtained Revenue Sharing funding in FY 2020 and FY 2025, which requires 50% matching funds. This project originally served as the source for those matching funds. Design efforts have commenced and are currently at the 30% level. Additional infrastructure improvements are needed to ensure there is a quality project at the end of construction that meets the community and stormwater needs. Submission Type: Continuation of previously planned submission (Project Unit #4490) Primary Function of Project: Renovate or maintain an existing structure Location: Westminster Avenue from Chick Street to Kimball Terrace Planned Expenditure Distribution: Construction $5,000,000
566 - Capital Improvement Plan
Ward(s): 4
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Replace Signals at 26th Street and Waverly Way Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $0
Planned FY 2029 $125,000
Planned FY 2030 $900,000
Planned FY 2031 $0
Five-Year Total $1,025,000
Provide funds to install a new traffic signal at the intersection of 26th Street and Waverly Way. This signal has surpassed its useful life cycle. This project includes funding for design, possible right of way acquisition, and construction of a replacement traffic signal. Pedestrian accommodations (signals, crosswalks) will also be upgraded to meet Americans with Disabilities Act (ADA) standards. This project supports the city’s Vision Zero program.
Background: The signal at this intersection is an outdated span wire signal with non-compliant pedestrian accommodations. Submission Type: Continuation of previously planned submission (Project Unit #4454) Primary Function of Project: Other Location: 26th Street and Waverly Way
Ward(s): 3
Superward(s): 7
Planned Expenditure Distribution: Construction $900,000 Planning and Design $125,000
Capital Improvement Plan - 567
FY 2027-2031 Proposed Capital Improvement Plan
Replace Signals at Sewell's Point and Robin Hood Road Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $0
Planned FY 2029 $125,000
Planned FY 2030 $1,125,000
Planned FY 2031 $0
Five-Year Total $1,250,000
Provide funds for the installation of a new traffic signal at the intersection of Sewell's Point Road and Robin Hood Road. This signal has surpassed its useful life cycle. This project includes funding for design, possible right-of-way acquisition and construction of a replacement traffic signal. Pedestrian accommodations (signals, crosswalks) will also be upgraded to meet Americans with Disabilities Act (ADA) standards. This project supports the city’s Vision Zero program.
Background: The signal at this intersection is an outdated span wire signal with non-compliant pedestrian accommodations. Traffic Operations cannot properly maintain the signal without impacting safety and signal operations. Submission Type: Continuation of previously planned submission (Project Unit #4451) Primary Function of Project: Replacement or Maintenance of Equipment Location: Sewell's Point Road and Robin Hood Road Planned Expenditure Distribution: Construction $1,125,000 Planning and Design $125,000
568 - Capital Improvement Plan
Ward(s): 3
Superward(s): 7
FY 2027-2031 Proposed Capital Improvement Plan
Replace Signals at VB Blvd and Kempsville Rd Transportation Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028 $125,000
Planned FY 2029 $1,875,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $2,000,000
Provide funds for the installation of a new traffic signal at the intersection of Virginia Beach Boulevard and Kempsville Road. This signal has surpassed its useful life cycle. This project includes funding for design and construction of a replacement traffic signal as well as funding to upgrade pedestrian accommodations (signals, crosswalks) to meet Americans with Disabilities Act (ADA) standards. This project supports the city’s Vision Zero program.
Background: The signal at this intersection is an outdated span wire signal with non-compliant pedestrian accommodations. Department staff has had multiple concepts prepared for a complete reconfiguration of this intersection. Fully reconfiguring the intersection would be cost prohibitive without significant grant funding. Submission Type: Continuation of previously planned submission (Project Unit #4452) Primary Function of Project: Replacement or Maintenance of Equipment Location: Virginia Beach Boulevard and Kempsville Road
Ward(s): 4
Superward(s): 7
Planned Expenditure Distribution: Construction $1,875,000 Planning and Design $125,000
Capital Improvement Plan - 569
FY 2027-2031 Proposed Capital Improvement Plan
Improve Wastewater Collection System Utilities - Wastewater Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $204,383,250
Description:
Proposed FY 2027 $23,000,000
Planned FY 2028 $15,000,000
Planned FY 2029 $23,000,000
Planned FY 2030 $23,000,000
Planned FY 2031 $21,000,000
Five-Year Total $105,000,000
Provide funds for planning, design, and construction to rehabilitate or replace the city’s wastewater infrastructure.
Background: This is an ongoing and previously funded project. The scope of work includes improvements to the gravity sewer collection system, pump stations and force mains, and monitoring and control systems. This a continual and never-ending process of remediation to maintain a satisfactory level of service. Submission Type: Continuation of previously planned submission (Project Unit #3082) Primary Function of Project: Renovate or maintain an existing structure Location: Citywide Planned Expenditure Distribution: Construction $79,000,000 Planning and Design $26,000,000
570 - Capital Improvement Plan
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Comply with Lead and Copper Rule Revisions Utilities - Water Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $42,900,000
Description:
Proposed FY 2027 $10,000,000
Planned FY 2028 $10,000,000
Planned FY 2029 $10,000,000
Planned FY 2030 $10,000,000
Planned FY 2031 $10,000,000
Five-Year Total $50,000,000
Provide funds to comply with the federal regulations identified as the Lead and Copper Rule Revisions (LCRR). The scope of work will revolve around projects required to be in compliance with the LCRR. Tasks will include water quality sampling and testing, determination of unknown service line material types by vacuum excavation of soil from small test holes, updating the service line inventory, and service line replacements.
Background: This is an ongoing and previously funded project to comply with regulatory requirements. The project will create a citywide service line inventory and identify the material composition of the public and private service lines. Any potential lead service lines will be field verified; all identified lead service lines will be replaced, and non-lead service lines will be documented. Based on the need, appropriate action will be performed to meet regulatory requirements. This project was first funded in FY 2024. The city previously applied for, was awarded, and has accepted a fiscal year 2022 Bipartisan Infrastructure Law (BIL) funding package consisting of $10.4 million as principal forgiveness and $15.6 million as a loan. Submission Type: Continuation of previously planned submission (Project Unit #4388) Primary Function of Project: Renovate or maintain an existing structure Location: Citywide
Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7
Planned Expenditure Distribution: Construction $41,400,000 Planning and Design $8,600,000
Capital Improvement Plan - 571
FY 2027-2031 Proposed Capital Improvement Plan
Construct Commonwealth Railroad Pipeline Utilities - Water Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $32,600,000
Description:
Proposed FY 2027 $10,000,000
Planned FY 2028 $10,000,000
Planned FY 2029 $9,500,000
Planned FY 2030
Planned FY 2031 $0
$0
Five-Year Total $29,500,000
Acquire property, complete design and permitting, and construct 900 linear feet of new water main parallel to Commonwealth Railway tracks in Suffolk. The project will be coordinated with the City of Portsmouth and Virginia Port Authority, who will administer the state grant associated with this project.
Background: This is an ongoing and previously funded project intended for design and construction of new water main parallel to Commonwealth Railway tracks in Suffolk. Submission Type: Continuation of previously planned submission (Project Unit #4286) Primary Function of Project: Land acquisition and construct a new structure Location: Ward(s): Superward(s): City of Suffolk, Virginia; Coordinates at southwest terminus of project: 36.79484, -76.52070; Coordinates at northeast terminus At Sportsman Boulevard: 36.80376, -76.50459 Planned Expenditure Distribution: Construction $29,500,000
572 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan
Develop Advanced Metering Infrastructure (AMI) Utilities - Water Fund Supporting a Strong and Resilient Economy
Appropriations to Date $22,500,000
Description:
Proposed FY 2027 $4,500,000
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $11,000,000
Planned FY 2031 $11,000,000
Five-Year Total $26,500,000
Provide funds to allow for automated meter readings through the use of Advanced Metering Infrastructure (AMI). An AMI system is a collection of meters, encoder registers, Meter Interface Units and data collectors. This data is shared with a variety of software systems that support key utility business processes. AMI systems require meters that are outfitted with an encoder register, which can transmit a digital signal of the meter reading. This project will entail replacement of existing direct-read registers or replacement of the entire meter-register-endpoint assemblies. An AMI study will be performed, and a plan will be implemented. Corresponding design and construction efforts will be executed for the entire AMI system throughout the City of Norfolk in a systemic and economical manner.
Background: This is an ongoing and previously funded project intended for improving the city's water infrastructure systems. This project was first funded in FY 2024. Planning and design fees for this project have been charged to the associated annual consultant agreement. Actual installation has not begun and there have been no construction phase expenditures. Submission Type: Continuation of previously planned submission (Project Unit #4387) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 All the meters located in Norfolk will be converted to AMI. (all Wards and Superwards). The master meters owned by Norfolk and located in Virginia Beach will be converted to AMI. (outside city limits) Planned Expenditure Distribution: Construction $20,500,000 Planning and Design $6,000,000
Capital Improvement Plan - 573
FY 2027-2031 Proposed Capital Improvement Plan
Replace Lake Smith Culvert
Utilities - Water Fund Enhancing Community Beautification and Maintenance Appropriations to Date $9,600,000
Description:
Proposed FY 2027 $5,500,000
Planned FY 2028 $5,500,000
Planned FY 2029
Planned FY 2030 $0
Planned FY 2031 $0
$0
Five-Year Total $11,000,000
Provide funds to replace the existing culvert under Northampton Boulevard that connects Lake Whitehurst with Lake Smith. The culvert is owned by the City of Norfolk.
Background: This is an ongoing and previously funded project intended for construction of a new culvert between Lake Whitehurst and Lake Smith under Northampton Boulevard. Submission Type: Continuation of previously planned submission (Project Unit #4327) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): Northampton Boulevard, City of Virginia Beach, U.S. Route 13; Coordinates: 36.89316, -76.16309 Planned Expenditure Distribution: Construction $11,000,000
574 - Capital Improvement Plan
Superward(s):
FY 2027-2031 Proposed Capital Improvement Plan
Replace Water Transmission/Distribution Mains Utilities - Water Fund Enhancing Community Beautification and Maintenance
Appropriations to Date $96,837,966
Description:
Proposed FY 2027 $18,700,000
Planned FY 2028 $18,700,000
Planned FY 2029 $18,700,000
Planned FY 2030 $28,300,000
Planned FY 2031 $29,800,000
Five-Year Total $114,200,000
Provide funds for the continued improvement of the city's raw water transmission mains, finished (drinking) water transmission and distribution mains, and finished water storage tanks and pumping facilities. The project also funds equipment needed to repair/service these assets. Funds for engineering support include testing, modeling, studies, design, and construction administration. Water distribution mains will be replaced in conjunction with sanitary sewer replacements in neighborhoods.
Background: The project was previously known as "Replace Raw and Finished Water Transmission/Distribution." The city produces reliable and safe drinking water in accordance with the federal Safe Drinking Water Act to satisfy our customers' fundamental need for this essential public health and safety service. Conveyance of raw water from the sources to the treatment plants and transmission and distribution of safe drinking water are two of the four steps in the production process. This is an ongoing project to improve the city's water infrastructure systems. Submission Type: Continuation of previously planned submission (Project Unit #4287) Primary Function of Project: Land acquisition and construct a new structure Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 Raw Water Transmission Mains owned and operated by Norfolk are in Norfolk, Virginia Beach, Portsmouth, Chesapeake, Suffolk, and Isle of Wight County. Planned Expenditure Distribution: Construction $89,200,000 Planning and Design $25,000,000
Capital Improvement Plan - 575
FY 2027-2031 Proposed Capital Improvement Plan
Support Watershed Management
Utilities - Water Fund Enhancing Community Beautification and Maintenance Appropriations to Date $14,600,000
Description:
Proposed FY 2027 $3,000,000
Planned FY 2028 $3,000,000
Planned FY 2029 $3,000,000
Planned FY 2030 $7,000,000
Planned FY 2031 $8,000,000
Five-Year Total $24,000,000
Provide funds to procure property to protect water quality around reservoirs; replace aeration equipment; improve dams, spillways, boat ramps, and raw water pump stations and wells; dredge reservoirs on periodic basis to maintain safe yield. These actions will help maintain high quality and sufficient amount of water for customers and ensure compliance with Commonwealth of Virginia Dam Safety Regulations.
Background: This is an ongoing and previously funded project intended for improving the city's water infrastructure systems. Submission Type: Continuation of previously planned submission (Project Unit #4288) Primary Function of Project: Land acquisition and construct a new structure Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 Reservoirs; Groundwater Wells; Raw Water Pump Stations citywide Planned Expenditure Distribution: Construction $18,000,000 Planning and Design $6,000,000
576 - Capital Improvement Plan
FY 2027-2031 Proposed Capital Improvement Plan
Upgrade Billing System
Utilities - Water Fund Supporting a Strong and Resilient Economy Appropriations to Date $2,750,000
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $200,000
Planned FY 2031 $200,000
Five-Year Total $400,000
Provide funds for replacement of the NorthStar billing system to ensure a functional and compatible billing system which interfaces with Hampton Roads Sanitation District (HRSD). It will ensure servers and software are in place to keep systems functioning properly and allow for efficient operations. Necessary city staff and HRSD will be consulted during the process for NorthStar replacement process.
Background: This an ongoing and previously funded project intended for ensuring a functional and compatible billing system which interfaces with HRSD. Submission Type: Continuation of previously planned submission (Project Unit #4244) Primary Function of Project: Technology and/or software expenditure Location: Ward(s): 1, 2, 3, 4, 5 Superward(s): 6, 7 The billing system serves customers citywide (all Wards and Superwards) and system wide (outside city limits). Planned Expenditure Distribution: Acquisition / Relocation $400,000
Capital Improvement Plan - 577
FY 2027-2031 Proposed Capital Improvement Plan
Upgrade Water Treatment Plants
Utilities - Water Fund Enhancing Community Beautification and Maintenance Appropriations to Date $108,400,000
Description:
Proposed FY 2027 $13,400,000
Planned FY 2028 $13,400,000
Planned FY 2029 $13,400,000
Planned FY 2030 $31,800,000
Planned FY 2031 $20,800,000
Five-Year Total $92,800,000
Provide funds for the necessary modifications to the Kristen M. Lentz Water Treatment Plant, the Moores Bridges Water Treatment Plant, and the Lake Wright Pump Station. These projects may include construction and/or upgrades to storage tanks, chemical feeders, solids removal systems, clarification basins, and finished water storage and are programmed based on asset management plans. The project also funds replacement of equipment to repair/service these assets, including laboratory equipment which measures finished water quality. The Kristen M. Lentz Water Treatment Plant serves western Norfolk, US Navy facilities and a portion of Chesapeake. The Moores Bridges Water Treatment Plant serves eastern Norfolk and Virginia Beach.
Background: Prior work performed from 2020 forward includes the following improvements for the Kristen M. Lentz Water Treatment Plant: chemical pump replacement; generator, switchgear controls & variable frequency drive upgrades (VFD); flocculator shaft & bearing replacement. The following has been replaced for the Moores Bridges Water Treatment Plant: tank painting; yard valve replacement; chemical pipe chase replacement; alternate entrance; chemical feed system modification; HVAC improvements; laboratory roof replacement; electrical feed improvements; flocculation drive replacement; building maintenance; high pressure Pump Station No. 2 modifications; sodium hypochlorite feed improvements; generator, switchgear controls and VFD Upgrades; and fluoride system improvements. Submission Type: Continuation of previously planned submission (Project Unit #4240) Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 2, 4 Kristen M. Lentz Water Treatment Plant: Ward 2. Superward 6; Moores Bridges Water Treatment Plant: Ward 4. Superward 7. Planned Expenditure Distribution: Construction $77,800,000 Planning and Design $15,000,000
578 - Capital Improvement Plan
Superward(s): 6, 7
FY 2027-2031 Proposed Capital Improvement Plan
Maintain Zoo Train Track and Crossing Arm Zoological Park Enhancing Community Beautification and Maintenance
Appropriations to Date $0
Description:
Proposed FY 2027 $0
Planned FY 2028
Planned FY 2029 $0
$0
Planned FY 2030 $500,000
Planned FY 2031 $0
Five-Year Total $500,000
The Virginia Zoo features a 1/3 scale electric train and track system, which is a popular attraction among guests. Many of the railroad ties have begun to deteriorate, resulting in periods when the train is out of service, creating a safety hazard.
Background: Many of the railroad ties on the 1/3 scale railroad installed in 2009 are starting to deteriorate, causing many of the railroad spikes to become loose and the train track to move out of alignment. This has forced the Zoo to shut down the train on several occasions. Many of the crossing arms are also in disrepair and in need of replacement. Smaller scale wooden railroad ties should be replaced every seven to 10 years, the current track is near or beyond the end of its useful life. Submission Type: New submission Primary Function of Project: Renovate or maintain an existing structure Location: Ward(s): 2 3500 Granby St., Norfolk, VA 23504, 36.87698544320638, -76.27712722608493
Superward(s):
Planned Expenditure Distribution: Site Improvement $500,000
Capital Improvement Plan - 579
580 - Capital Improvement Plan
Housing and Community Development Annual Plan
Housing and Community Development Annual Plan - 581
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582 - Housing and Community Development Annual Plan
HOUSING AND COMMUNITY DEVELOPMENT ANNUAL PLAN The City of Norfolk is an entitlement city for receipt of Community Development Block Grant (CDBG), HOME Investment Partnership (HOME) and Emergency Solutions Grant (ESG) funds distributed by the U.S. Department of Housing and Urban Development (HUD). As required by federal regulations, HUD entitlement funds must be used to support projects that assist low-income residents, remove slum and/or blight, or respond to urgent needs (disaster relief). Eligible activities include affordable housing projects such as rehabilitation, homebuyer assistance, public services and improvements to public facilities, such as parks, streets, and community centers. HUD regulations require that every three to five years participating jurisdictions prepare a Consolidated Plan. The Plan is a comprehensive planning document that details how the city will spend its federal funding during the three to fiveyear period. It also identifies opportunities for strategic planning and resident participation using a comprehensive approach. The Consolidated Plan enables the city, community-based organizations, and citizens to provide input that directs the scope of activities upon which to focus during the plan period. For the upcoming Consolidated Plan period (FY 2027 – FY 2031), the city will continue to focus on programs and services designed to benefit low-income residents of Norfolk. Efforts outlined in the Consolidated Plan are identified utilizing HUD's Performance Objectives: Provide Decent Housing, Create Suitable Living Environments, and Create Economic Opportunities. During the five-year period, the city must prepare Annual Action Plans. The Annual Action Plan is a summary of the annual objectives that the City of Norfolk expects to achieve during the upcoming year. The Plan describes the activities to be undertaken, the funding recommendations for those objectives, affordable housing goals, homeless needs, barriers to affordable housing, and community development objectives. It describes priority projects for neighborhood revitalization, public improvements, housing development, economic development, public services, and activities to reduce homelessness. Fiscal Year 2027 is the first year of the City of Norfolk's FY 2027 through FY 2031 Consolidated Plan period. Grant Resources Overview FY 2027 Community Development Block Grant (CDBG) Program CDBG Entitlement
4,381,461
CDBG Local Account
0
CDBG Prior Year Re-appropriation
0
CDBG Program Income (estimated)
0
CDBG Total
4,381,461
HOME Program HOME Investment Partnership Grant HOME Prior Year Re-appropriation HOME Program Income & Recaptured Funds HOME Program Total Emergency Solutions Grant Program Total Total Resources
1,184,332 0 100,000 1,284,332 389,146 6,054,939
Housing and Community Development Annual Plan - 583
Community Development Block Grant Program (CDBG) The CDBG Program was created over 40 years ago under the administration of President Gerald R. Ford. The CDBG Program allows local officials and residents unprecedented flexibility in designing programs within a wide range of eligible activities. Since its inception, the goal of the CDBG program has remained the same: to encourage more broadly conceived community development projects and expand housing opportunities for people living in low- to moderate- income households. The city's proposed budget for the FY 2027 CDBG Entitlement Program is $4,381,461. Comparison of Grant Resources FY 2026 to FY 2027 FY 2026 Adopted
FY 2027 Proposed
Inc/Dec Amount
% Difference
4,427,764
4,381,461
-46,303
-1%
0
0
0
0%
CDBG Prior Year Re-appropriation
172,889
0
-172,889
-100%
CDBG Program Income
383,516
0
-383,516
-100%
4,984,169
4,381,461
-602,708
-12%
1,198,575
1,184,332
-14,243
-1%
0
0
0
0%
HOME Program Income
135,676
100,000
-35,676
-26%
HOME Program Total
1,334,251
1,284,332
-49,919
-4%
389,171
389,146
-25
0%
6,707,591
6,054,939
-652,652
-10%
Community Development Block Grant* CDBG Entitlement CDBG Local Account
CDBG Total HOME Program HOME Entitlement HOME Prior Year Re-appropriation
Emergency Solutions Grant Total Grand Total
*CDBG entitlement is divided into three sections: public service, administration, and project use.
HOME Investment Partnerships Program (HOME) HOME Program funds are used to provide income-qualified first-time home buyers with an opportunity to become homeowners. The HOME Program also supports tenant-based rental assistance for previously homeless individuals, as a resource in its efforts to end homelessness. Funds also support the new construction of affordable single-family homes through partnerships with local Community Housing Development Organizations (CHDOs). Emergency Solutions Grant Program (ESG) The ESG program provides funding to: (1) engage homeless individuals and families living on the street; (2) improve the number and quality of emergency shelters for homeless individuals and families; (3) help operate these shelters; (4) provide essential services to shelter residents, (5) rapidly rehouse homeless individuals and families, and (6) prevent families/ individuals from becoming homeless.
584 - Housing and Community Development Annual Plan
Administration of HUD Entitlement Programs The Department of Housing and Community Development administers the HUD Entitlement Program. This operational relationship facilitates the opportunity to effectively utilize the HUD entitlement program to achieve city priorities. FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
ForKids Inc. Permanent Supportive Housing
40,000
48,300
43,335
Jordan-Newby and Young Terrace Food Hubs
120,000
100,000
90,000
Park Place Dental Clinic
40,000
40,000
36,000
90,000
90,000
81,000
35,000
50,000
40,950
65,000
80,000
70,232
35,000
35,000
31,500
55,000
57,500
51,525
0
126,082
113,400
The Planning Council Continuum of Care
63,216
63,216
56,894
Total CDBG Public Service
543,216
690,098
614,836
Community Development Public Service
Virginia Supportive Housing - Supportive Services at Gosnold and Church Street Station Apartments The Up Center – Early Childhood Home Visiting Services (ECHV) LGBT Life Center FY23 & FY24 CHAP Norfolk (FY25 - Life Home Norfolk) St. Columba Ecumenical Ministries Homeless Advocate and Day Center Assistant Endependence Center – Norfolk Disability Community Housing and Supportive Services Neighborhood Services Eviction Mitigation Program
Housing and Community Development Annual Plan - 585
Community Development Project Use/Planning and Administration
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
0
1,219,386
757,478
0
75,000
75,000
0
0
220,000
572,564
904,719
816,949
150,000
150,000
150,000
Habitat for Humanity Norfolk Roofing Program
0
283,889
350,000
Parks and Recreation Norview Splashpad Renovation
0
0
530,000
Parks and Recreation Broad Creek Legacy Park Playground Replacement
0
0
75,000
Parks and Recreation Northshore Park Renovation
0
0
165,000
Economic Development Department Capital Access Program Grants
255,000
244,000
370,000
Project Homes - Critical Home Repair Program
444,000
9,261
0
0
0
114,382
119,878
142,816
142,816
1,541,442
3,029,071
3,766,625
Norfolk Housing and Community Development - CDBG Administration Home of VA - Fair Housing Enforcement and Investigations Program Anchorage Disabled Elderly Apartments Elevator Modernization Project Department of Housing and Community Development Renovate Norfolk Critical and Emergency Repair Program Norfolk Redevelopment and Housing Authority - Housing Counseling (HomeNet)
Salvation Army Men’s Hope Center Emergency Shelter Roof Replacement Norfolk Community Services Board - Housing Case Management Services Total CDBG Project Use
586 - Housing and Community Development Annual Plan
Emergency Solutions Grant Program
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
Department of Housing and Community Development - ESG Administration
29,218
29,172
29,182
St. Columba Ecumenical Ministries Day Center
26,311
26,311
29,583
ForKids Inc. Rapid Rehousing Program
81,707
81,504
85,579
ForKids, Inc. Emergency Shelter Program
45,000
44,800
44,800
ForKids, Inc. Homeless Prevention Program
45,000
45,000
47,250
40,000
39,829
66,708
60,000
60,000
60,000
Survivor Ventures Crisis Shelter Program
24,000
24,000
26,044
Total Emergency Solutions Grant Program
351,236
350,616
389,146
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
222,731
179,786
177,650
0
444,324
606,136
Norfolk Community Services Board - Tenant Based Rental Assistance
300,000
282,000
200,000
NRHA HOME Administration
141,380
119,858
118,332
Survivor Ventures Housing Stability Program - Tenant Based Rental Assistance
179,010
172,607
82,214
HOME Program Income
106,622
135,676
100,000
Total HOME Investment Partnership Program
949,743
1,334,251
1,284,332
Norfolk Community Services Board- Homeless Initiatives Street Outreach The Salvation Army Men’s HOPE Center Emergency Shelter Program
HOME Investment Partnership Program NRHA Community Housing Development Organization Set Aside NRHA Homebuyer Assistance Program
Housing and Community Development Annual Plan - 587
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588 - Housing and Community Development Annual Plan
Norfolk Statistical Information
Norfolk Statistical Information - 589
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590 - Norfolk Statistical Information
NORFOLK STATISTICAL INFORMATION FORM OF GOVERNMENT Norfolk is an independent city with sole local government taxing power within its boundaries. It derives its governing authority from a charter originally adopted by the General Assembly of Virginia in 1918, which authorizes a CouncilManager form of government. The members of City Council are elected to office under a ward-based system with two members elected from citywide superwards. On July 1, 2006, as a result of a charter change approved by the Virginia General Assembly, Norfolk swore in the first Mayor elected at large. Prior to that time, the Mayor was appointed by the City Council. Among the city officials currently appointed by the City Council is the City Manager, who serves as the administrative head of the municipal government. The City Manager carries out the city’s policies, directs business procedures, appoints, and has the power to remove the heads of departments and other employees of the city except those otherwise specifically covered by statutory provisions. The City Council also appoints certain boards, commissions, and authorities of the city. The city provides a full range of services including: police protection; fire and paramedical services; mental health and social services; planning and zoning management; neighborhood preservation and code enforcement; environmental storm water management; local street maintenance; traffic control; design and construction of city buildings and infrastructure; parks and cemeteries operations and maintenance; recreation and library services; solid waste disposal and recycling; general administrative services; water and wastewater utilities; and construction and operation of parking facilities. The city budget allocates state and federal pass-through funds for education, public health, and other programs.
GEOGRAPHY Norfolk lies at the mouth of the James and Elizabeth Rivers and the Chesapeake Bay, and is adjacent to the Atlantic Ocean and to the cities of Virginia Beach, Portsmouth, and Chesapeake. It has 7.3 miles of Chesapeake Bay beachfront and a total of 144 miles of shoreline along the lakes, rivers, and bay.
COMMUNITY PROFILE The City of Norfolk was established as a town in 1682, then as a borough in 1736, and it was incorporated as a city in 1845. Norfolk is a city of over 238,000 residents and more than 100 diverse neighborhoods. It is the cultural, educational, business, and medical center of Hampton Roads that hosts the region's international airport, one of the busiest international ports on the East Coast of the United States, and the world’s largest naval complex with headquarters for U.S. Fleet Forces Command, NATO Allied Command Transformation, and other major naval commands.
CITY FACTS Total square miles: 96; Total square miles of land: 53 Population (U.S. Census, 2020): 238,005 Median household income (American Community Survey (ACS), 2022 1-year estimate): $61,090
Norfolk Statistical Information - 591
Owner-occupied housing units (American Community Survey (ACS), 2022 1-year estimate): 45,153 Renter-occupied housing units (American Community Survey (ACS), 2022 1-year estimate): 49,379 Median monthly housing costs (American Community Survey (ACS), 2022 1-year estimate): $1,292 Average assessed value for residential homes (February 2026): $330,112 Average sales price of residential homes (January 2023): $364,346 Total unique property transfers (FY 2023): 3,435 Percentage of total property value (excluding improvements) that is non-taxable (FY 2026): 38.04% Public schools: • Pre-Schools: 3 • Pre-Kindergarten/Elementary Park (PreK-2): 1 • Elementary School (K-5): 25 • Elementary/Middle (K-8): 6 • Middle Schools: 5 • High School: 5 • Special Purchase Schools: 3 Public institutions of higher education: • Old Dominion University • Norfolk State University • Tidewater Community College Private institutions of higher education: • Virginia Wesleyan University Parks: • Acreage: 633 • Regional Parks: 2 • Neighborhood Parks: 73 • Preserves and Nature Areas: 1 • Nature Education Center: 1 • Playgrounds: 107 • Hiking Trails (miles): 5
592 - Norfolk Statistical Information
Recreation: • Acreage: 977 • Recreational and Senior Centers: 29 • Swimming Pools: 5 • Tennis Courts: 138 • Baseball/Softball Diamonds: 86 • Football/Soccer Fields: 49 • Field Hockey Fields: 3 • Basketball Courts: 196
Municipal Beaches: 3; Municipal Golf Courses: 1 Libraries: 12 libraries and mobile delivery service Seven major venues for public performances Home to the only cruise ship terminal in Virginia
Norfolk Statistical Information - 593
ECONOMIC AND DEMOGRAPHIC FACTORS ASSESSED VALUE OF TAXABLE PROPERTY Table 1: Assessed Valuations of Taxable Property 2016-2025 (In thousands)
Fiscal Year
Real Property
Personal Property
Other Property
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
$19,106,737 $19,433,889 $19,870,881 $20,345,182 $21,334,651 $22,154,798 $23,076,118 $25,294,182 $27,210,435 $28,957,228
$1,952,955 $2,219,662 $1,938,053 $2,006,838 $2,141,764 $2,207,130 $3,277,428 $2,394,576 $2,360,831 $2,388,236
$277,301 $265,149 $288,054 $281,245 $304,481 $275,805 $328,211 $308,907 $352,964 $378,459
Total Taxable Assessed Value $21,336,993 $21,918,700 $22,096,988 $22,633,265 $23,780,896 $24,637,733 $26,681,757 $27,997,665 $29,924,230 $31,723,923
Source: City of Norfolk 2025 Annual Comprehensive Financial Report (ACFR)
ASSESSED PROPERTY VALUE CHANGE Table 2: Assessed Value Change From 7/1/24 to 7/1/25 by Property Type
Property Class Apartments Commercial Manufacturing Residential Vacant Total
July 1, 2024 $3,709,066,700 $4,661,790,100 $809,572,700 $18,245,448,700 $348,969,800 $27,774,848,000
July 1, 2025 $4,051,371,900 $4,857,000,800 $864,301,400 $19,236,814,900 $357,222,600 $29,366,711,600
Source: Office of the Real Estate Assessor Annual Report of Assessments 2025
594 - Norfolk Statistical Information
$ Difference % Change 9.23% $342,305,200 4.19% $195,210,700 6.76% $54,728,700 5.43% $991,366,200 2.36% $8,252,800 5.73% $1,591,863,600
PRINCIPAL TAXPAYERS Table 3: Principal Property Taxpayers in 2025
Rank
Taxpayer
1 2 3 4 5 6 7 8 9 10
MPB, Inc. ODU Real Estate Foundation Fort Norfolk Retirement Community, Inc. Fort Norfolk Community, Inc. North Pine Associates LLC Norfolk Outlets, LLC PC Roll LLC Et Al Crown Point Owner, LLC Hertz Norfolk 999 Waterside, LLC Ap Arlay Point LLC Et Al
Real Property Taxable Assessed Value $224,646,200 $160,717,500 $110,147,400 $101,053,000 $89,326,400 $89,254,100 $83,586,300 $82,480,500 $81,003,400 $80,219,800
Percentage of Total Assessed Value 0.77% 0.55% 0.38% 0.35% 0.31% 0.31% 0.29% 0.28% 0.28% 0.28%
Source: City of Norfolk 2025 Annual Comprehensive Financial Report (ACFR)
PRINCIPAL EMPLOYERS Table 4: 30 Largest Employers in 2025
Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Employer U.S. Department of Defense Sentara Healthcare Norfolk City School Board City of Norfolk Old Dominion University, Norfolk Children's Hospital of the King's Daughters Sentara Health Management ADP Incorporated New Norfolk State University Security Forces, Inc. Hampton Roads Connector Partners Wal Mart Virginia International Terminal U.S. Navy Exchange U.S. Department of Homeland Defense
Rank Employer 16 CMA CGM America 17 Pam Duncan 18 Norshipco 19 Postal Service 20 Portfolio Recovery Association 21 Cp&o LLC 22 Alion Science & Technology Corp 23 Food Lion 24 Colonnas Shipyard 25 Booz, Allen and Hamilton 26 Anthem 27 Norfolk Naval Station 28 Maersk Line Limited 29 Caci 30 Transit Management Company
Source: Virginia Employment Commission, Quarterly Census of Employment and Wages (QCEW), 1st Quarter (January, February, March) 2025.
Norfolk Statistical Information - 595
Table 5: Employers by Size of Establishment
Number of Employees 0 to 4 5 to 9 10 to 19 20 to 49 50 to 99 100 to 249 250 to 499 500 to 999 1000+ Total
Norfolk 3,622 925 817 651 216 127 52 12 13 6,435
Virginia 208,451 40,802 30,280 22,536 7,537 3,975 1,062 377 272 315,112
Source: Virginia Employment Commission, Quarterly Census of Employment and Wages (QCEW), 1st Quarter (January, February, March) 2025.
POPULATION AND AGE Table 6: Population Trend Comparison, 1960-2020
City Norfolk Chesapeake Hampton Newport News Portsmouth Suffolk Virginia Beach
1990 Count 261,229 151,976 133,793 170,045 103,907 52,141 393,069
2000 Count % Change 234,403 -10.27% 199,184 31.06% 146,437 9.45% 180,150 5.94% 100,565 -3.22% 63,677 22.12% 425,257 8.19%
Commonwealth of Virginia
6,187,358 7,078,515
14.40% 8,001,024
Source: U.S. Department of Commerce, Bureau of the Census; Decennial Census
596 - Norfolk Statistical Information
2010 Count % Change 242,803 3.58% 222,209 11.56% 137,436 -6.15% 180,719 0.32% 95,535 -5.00% 84,585 32.83% 437,994 3.00%
2020 Count % Change 238,005 -1.98% 249,422 12.25% 137,148 -0.21% 186,247 3.06% 97,915 2.49% 94,324 11.51% 459,470 4.90%
13.03% 8,631,393
7.88%
Table 7: Population Distribution by Age and Sex
Source: U.S. Census Bureau, 2024 American Community Survey 5-year estimates
Norfolk Statistical Information - 597
STUDENT POPULATION Table 8: Norfolk Public Schools Student Population, 1996-2026
Year 1996-1997 1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 (projected) 2026-2027 (projected)
Average Daily Membership (as of March 31st) 35,677 35,923 35,709 35,326 35,000 34,408 34,089 34,030 33,708 33,472 32,929 32,213 31,639 31,176 31,020 30,498 30,260 29,859 29,724 29,607 28,925 28,432 27,934 27,663 26,323 25,733 25,342 25,063 24,860
Change
Percent Change
618 246 -214 -383 -326 -592 -319 -59 -322 -236 -543 -716 -574 -463 -156 -522 -238 -401 -135 -117 -682 -493 -498 -271 -1,340 -590 -391 -279 -203
1.80% 0.70% -0.60% -1.10% -0.90% -1.70% -0.90% -0.20% -0.90% -0.70% -1.60% -2.20% -1.80% -1.50% -0.50% -1.70% -0.80% -1.30% -0.50% -0.40% -2.30% -1.70% -1.80% -1.00% -4.80% -2.20% -1.50% -1.10% -0.81%
24,465
-395
-1.59%
24,218
-247
-1.01%
Source: Norfolk Public Schools “Fiscal Year 2027 Superintendent’s Proposed Educational Plan & Budget”
598 - Norfolk Statistical Information
EDUCATIONAL ATTAINMENT Table 9: Educational Attainment
Population 18 to 24 years old: Less than high school graduate High school graduate (includes equivalency) Some college or associate degree Bachelor's degree or higher Population 25 years old and over: Less than high school graduate High school graduate (includes equivalency) Some college or associate degree Bachelor's degree or higher
Total 34,460 2,022 15,056 14,539 2,843 151,600 14,793 37,424 48,649 50,734
Male 19,744 1,204 9,434 7,675 1,431 74,428 7,132 20,191 23,355 23,750
Female 14,716 818 5,622 6,864 1,412 77,172 7,661 17,233 25,294 26,984
Source: U.S. Census Bureau, 2024 American Community Survey 5-Year Estimates
INCOME Table 10: Per Capita Personal Income Comparisons, 2005-2024
Year
Norfolk
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
$34,591 $36,226 $37,270 $36,086 $34,000 $34,346 $35,011 $35,796 $35,100 $36,130 $37,002 $37,921 $38,910 $38,323 $39,716 $42,170 $47,212 $47,988 $49,023 $51,498
Chesapeake Hampton $36,030 $37,788 $39,914 $40,880 $41,418 $42,228 $43,468 $44,030 $43,659 $44,773 $46,267 $47,357 $48,149 $48,247 $49,447 $53,239 $57,484 $58,710 $62,633 $65,771
$31,193 $32,381 $33,614 $34,482 $34,903 $35,747 $36,703 $36,893 $36,816 $37,645 $38,942 $39,348 $40,234 $40,548 $41,586 $45,493 $48,796 $48,962 $52,424 $54,848
Newport News $29,491 $31,342 $33,254 $34,322 $34,024 $34,717 $36,450 $36,981 $36,567 $36,909 $38,025 $38,148 $38,755 $38,802 $39,864 $43,671 $47,194 $47,815 $50,862 $53,320
Portsmouth
Suffolk
$29,345 $30,214 $31,978 $33,333 $33,479 $34,542 $35,706 $35,014 $34,771 $35,153 $35,918 $36,054 $37,725 $38,055 $39,814 $43,444 $46,020 $46,238 $48,509 $50,593
$34,095 $36,689 $39,296 $41,685 $41,552 $42,363 $43,782 $45,638 $44,616 $45,533 $47,313 $48,639 $49,457 $49,883 $51,562 $54,799 $59,750 $61,380 $64,600 $67,250
Virginia Beach $40,246 $42,266 $43,984 $44,908 $43,896 $44,787 $46,423 $48,175 $47,293 $49,258 $51,283 $52,698 $54,531 $54,559 $56,316 $59,477 $64,853 $67,721 $72,733 $76,347
Source: U.S. Department of Commerce, Bureau of Economic Analysis, Personal Income, Released February 5, 2026.
Norfolk Statistical Information - 599
Table 11: Household Income 2021-2024
Total Households Income Ranges Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Median Household income (dollars)
2021 92,877
2022 93,797
2023 94,457
2024 94,965
8.0% 4.0% 9.4% 10.0% 13.3% 18.9% 13.0% 13.6% 5.3% 4.6%
6.7% 4.3% 8.2% 9.2% 12.8% 18.4% 12.8% 15.5% 5.9% 6.1%
6.5% 4.6% 7.3% 7.9% 13.2% 18.0% 12.7% 15.6% 7.2% 7.1%
6.3% 4.0% 7.3% 7.6% 12.7% 18.4% 12.3% 16.0% 7.5% 7.9%
$56,244
$60,998
$64,017
$66,109
Source: United States Census Bureau, 2021, 2022, 2023, 2024 American Community Survey 5-Year Estimates
600 - Norfolk Statistical Information
UNEMPLOYMENT Table 12: Unemployment Rate Comparisons (in Percentage Points), 2005-2024
Year
Norfolk
Chesapeake
Hampton
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
5.5 4.6 4.4 5.7 8.7 9.0 8.3 7.5 6.8 6.2 5.5 5.2 4.6 3.7 3.4 9.0 5.5 3.4 3.4 3.3
3.9 3.5 3.3 4.2 6.5 7.4 6.9 6.3 5.8 5.2 4.5 4.2 3.7 3.0 2.8 6.3 3.8 2.8 2.9 2.9
4.8 4.0 3.8 5.1 8.0 9.2 8.9 8.1 7.3 6.6 5.9 5.6 5.0 4.1 3.7 8.8 5.5 3.7 3.7 3.6
Newport News 4.8 3.9 3.9 5.0 7.6 8.5 8.1 7.3 6.6 6.1 5.4 5.0 4.6 3.7 3.4 9.0 5.4 3.5 3.4 3.4
Portsmouth
Suffolk
5.8 4.8 4.5 5.6 8.7 9.8 9.3 8.6 7.9 7.1 6.1 6.0 5.3 4.1 3.9 9.8 6.4 3.7 3.7 3.8
4.3 3.8 3.5 4.4 6.9 7.8 7.4 6.9 6.2 5.7 4.9 4.6 4.0 3.2 3.0 6.6 4.3 3.0 3.1 3.0
Virginia Beach 4.3 3.8 3.5 4.4 6.9 7.8 7.4 6.9 6.2 5.7 4.9 4.6 4.0 3.2 3.0 6.6 4.3 3.0 3.1 2.7
Sources: U.S. Bureau of Labor Statistics: Labor Force Statistics from the Current Population Survey and Local Area Unemployment Statistics (LAUS) series Note: Not seasonally adjusted; figures represent annual averages.
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WAGES Table 13: Distribution of Average Hourly Wage in Virginia, Top 20 Counties/Cities
Rank County/City 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Arlington County, Virginia Goochland County, Virginia Fairfax County, Virginia Surry County, Virginia Alexandria City, Virginia Richmond City, Virginia Loudoun County, Virginia Manassas City, Virginia Campbell County, Virginia Hopewell City, Virginia King George County, Virginia Buchanan County, Virginia Charlottesville City, Virginia Henrico County, Virginia Falls Church City, Virginia Bland County, Virginia Norfolk City, Virginia Manassas Park City, Virginia Newport News City, Virginia Albemarle County, Virginia
Sept 2025 Employment 144,439 17,522 557,062 1,624 63,739 127,108 174,695 20,862 16,496 6,226 6,872 4,076 27,329 173,157 9,479 1,455 104,017 2,824 85,702 41,285
Avg. Avg. Avg. Annual Hourly Weekly Salary ** Wage * Salary $60.70 $2,428 $126,256 $60.50 $2,420 $125,840 $54.15 $2,166 $112,632 $51.20 $2,048 $106,496 $40.50 $1,620 $84,240 $40.28 $1,611 $83,772 $39.45 $1,578 $82,056 $39.08 $1,563 $81,276 $36.30 $1,452 $75,504 $34.83 $1,393 $72,436 $34.13 $1,365 $70,980 $33.93 $1,357 $70,564 $33.25 $1,330 $69,160 $33.13 $1,325 $68,900 $33.10 $1,324 $68,848 $32.98 $1,319 $68,588 $32.65 $1,306 $67,912 $31.78 $1,271 $66,092 $31.73 $1,269 $65,988 $30.83 $1,233 $64,116
* Calculated: Assumes a 40-hour work week ** Calculated: Assumes 52 weeks worked in a year. Source: Bureau of Labor Statistics, Quarterly Census of Employment and Wages, 2nd Quarter 2025
602 - Norfolk Statistical Information
RENT COST Table 14: Rent as a Percentage of Household Income
Percent of Household Income Paying for Rent Less than 10.0 percent 10.0 to 14.9 percent 15.0 to 19.9 percent 20.0 to 24.9 percent 25.0 to 29.9 percent 30.0 to 34.9 percent 35.0 to 39.9 percent 40.0 to 49.9 percent 50.0 percent or more Not computed
Percentage of Renter-Occupied Renter-Occupied Households Households 1,975 3.9% 3,840 7.5% 4,713 9.2% 5,406 10.6% 6,225 12.2% 5,286 10.4% 3,323 6.5% 4,923 9.7% 13,393 26.3% 1,881 3.7%
Sources: 2024 American Community Survey 1-Year Estimates
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Glossary
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GLOSSARY Account: A record of public funds showing receipts, disbursements, and the balance. Accounting Basis: The basis of accounting determines rules for recognition of income, expense, assets, liabilities, and equity (cash basis and accrual basis are the most widely known). The City of Norfolk operates on a budget basis under which most expenditure liabilities are recognized when incurred and most revenues are recognized when earned and billed. Adjustments from this budget basis are done for financial reporting purposes to conform to Generally Accepted Accounting Principles (GAAP). Accrual Accounting: A generally accepted accounting method where revenue is recognized when earned and expenses when incurred. These revenues and expenses are recorded at the end of an accounting period even if cash has not been received or paid. Ad Valorem Tax: A tax based upon the assessed value of real estate or personal property, or the estimated value of the goods concerned. Administrative Support: The Administrative Support Program conducts department wide human resources and financial operations. The program includes financial reporting, managing the departmental budget, developing strategies and long-term financial planning, and payment processing. It would not include those functions to support other city departments or the public. This Program designation is used for larger departments / agencies which are of such a size (greater than 45-55 full time employees.) American Rescue Plan Act (ARPA): The American Rescue Plan Act of 2021 was passed by Congress in March 2021 to aid in the economic recovery and emergency response to COVID-19. The act established the State and Local Fiscal Recovery Fund which provided funds to local governments to aid in the response to the COVID-19 pandemic. Americans with Disabilities Act (ADA): Federal legislation that prohibits discrimination and ensures equal opportunity for persons with disabilities in employment, state and local government services, public accommodations, commercial facilities, and transportation. Amortization: Spreading out the cost of an intangible asset or debt over the useful life of the asset. Annual Comprehensive Financial Report: The official annual financial report of the city. It includes financial statements prepared in conformity with GAAP and is organized into a financial reporting pyramid. It also includes supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions, required supplementary information, extensive introduction material, and illustrative information about the city. Annual Plan: A plan that identifies the annual funding of the city’s priority community development projects and activities as outlined in the five-year Consolidated Plan. Appropriation: An expenditure authorization granted by the City Council to incur obligations for specific purposes. Appropriations are usually limited to amount, purpose, and time. Approved Budget: The budget as formally adopted by City Council with legal appropriations for the upcoming fiscal year. Assessed Valuation: The estimated dollar value placed upon real and personal property by the Real Estate Assessor and Commissioner of the Revenue, respectively, as the basis for levying property taxes. Real property is required to be assessed at full market value. Varying methodologies are used for assessment of defined classes of personal property to ensure uniformity and approximate fair market value. Glossary - 607
Average Daily Membership (ADM): ADM is the total days in membership for all students over the school year divided by the number of days school was in session. This number is used by the state to calculate annual funding levels for local public schools. Balanced Budget: A budget in which current expenditures are supported by current revenues. Base Budget: Portion of the budget that funds ongoing operating costs. This does not include one-time expenditures or any enhancements. Base budget gap: The gap between the base budget expenditures (which doesn't include one-time expenditures or any enhancements) and current projected revenue for the upcoming fiscal year. Bond Indenture: The formal agreement between a group of bond holders, acting through a trustee, and the issuer as to the term and security for the debt. Bond Rating: In rating municipalities for the issuance of general obligation debt, credit rating agencies (Standard and Poor’s, Moody’s, Fitch) consider factors that are considered especially relevant to a government’s “capacity and willingness” to repay its debt: The local economic base, including local employment, taxes, and demographics (for example, age, education, income level, and skills of the local population); financial performance and flexibility, including accounting and reporting methods, revenue and expenditure structure and patterns, annual operating and budget performance, financial leverage and equity position, budget and financial planning, and contingency financial obligations, such as pension liability funding; debt burden; and administration attributes, including local autonomy and discretion regarding financial affairs, background and experience of key administrative officials, and frequency of elections. Bond ratings impact the interest rate and the cost of debt service in the operating budget. Bonds: A type of security sold to finance capital improvement projects. With “general obligation” bonds, the full faith and credit of the city, through its taxing authority, guarantee the principal and interest payments. The City of Norfolk has issued water, parking, and stormwater revenue bonds for which repayment is pledged from the revenues of those systems. Broadband: Allows Internet access to consumers using one of several high-speed transmission technologies. Defined by the Federal Communications Commission (FCC) as download speed of 25 Mbps. Budget: The City of Norfolk’s annual resource allocation document that sets the policy of a financial plan over the fiscal year that matches all planned revenues with expenditures for various municipal services. Budget Strategies: Revenue increases and expenditure reductions, developed with participation across the organization, used to balance the budget. Budget Transfer: An administrative means to move budget resources from one budget account to another. Capital budget: A method of estimating the financial viability of a capital investment that involves allocating money for the acquisition or maintenance of fixed assets. Capital expenditure: Money spent by a business or organization on acquiring or maintaining fixed assets. Capital Improvement Plan (CIP): A five-year plan developed to guide spending for capital projects such as, but not limited to buildings, parks, and streets. The CIP also identifies financing sources for these projects. The Capital Improvement Plan (CIP) budget is adopted as a one-year appropriation as part of the five-year plan to authorize expenditures for the projects in the first year of the plan.
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Capital Lease: A direct substitute for purchase of an asset with borrowed money. It is a series of payments in return for use of an asset for a specified period of time. It transfers substantially all the benefits and risks inherent in the ownership of the property to the lessee. Capital Outlay: Expenditures that result in the acquisition of or addition to fixed assets. Fixed assets generally are purchased from the equipment appropriation category to facilitate the maintenance of the fixed assets inventory. CARES Act: The Coronavirus Aid, Relief, and Economic Security (CARES) Act and the Coronavirus Response and Relief Supplemental Appropriations Act of 2021 provide fast and direct economic assistance for American workers, families, and small businesses, and preserve jobs for American industries. Capital Projects: Projects for the purchase or construction of capital assets. Typically, a capital project encompasses a purchase of land and/or the construction of a building or facility. Carryforward funds: Also known as carryforward balances, these are unexpected funds at the end of the fiscal year. Generally, carryforward funds are calculated as current year budget appropriation and prior year balances, less current-year expenditures. Categorical Aid: Revenue received from the state or federal government designated for specific use by the local government. Examples of state categorical aid are Basic School Aid funds and the state's share of public assistance payments. An example of federal categorical aid is Impact Area Aid grants for education. Central Appropriation: Programs and services the city provides not directly linked to a specific department, such as employee benefits, risk management, and transfers to other departments. Charges for Service: Fees charged for various government operations that are based on a cost recovery model. Examples include garbage fees, sanitation and waste removal fees, parking fees, water fees, and storm water fees. Coastal Community: A city, town, or neighborhood tied to a geographic area along the coast by economic, social, or other necessity. Community Development Block Grant (CDBG): A federal funding source that allows local officials and residents flexibility in designing their own programs within a wide range of eligible activities. The CDBG program encourages more broadly conceived community development projects and expanded housing opportunities for people living in low and moderate-income households. Community Development Fund: A fund that accounts for federal entitlement funds received under Title I of the Housing and Community Development Act of 1974. The Community Development Block Grant (CDBG) funds support public improvements and redevelopment and conservation activities within targeted neighborhoods and are developed as part of the Annual Plan. Compensated Absences: A liability for vested vacation and sick leave benefits for employees recorded as general long-term obligations. Component Units: Legally separate entities which are part of the city’s operations. Component units are The School Board of the City of Norfolk, The Norfolk Redevelopment and Housing Authority, and the City of Norfolk Retirement Board. Comprehensive Annual Performance Evaluation Report (CAPER): A report prepared annually in compliance with grant funding requirements to the federal Department of Housing and Urban Development (HUD) for the Community Development Block Grant (CDBG) program, the HOME Investment Partnership Program, and the Emergency Solutions Grant (ESG) program.
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Consolidated Plan: A three- or five-year plan describing a community’s needs, resources, priorities, and proposed activities to be undertaken with funding provided by the U.S. Department of Housing and Urban Development (HUD). The Consolidated Plan must include opportunities for resident input and is updated annually. Constitutional Officers: Elected officials who head local offices as directed by the Constitution of Virginia. There are five constitutional officers in Norfolk with partial state funding coordinated by the State Compensation Board: the Commissioner of Revenue, the City Treasurer, the Clerk of the Circuit Court, the Commonwealth’s Attorney, and the Sheriff. Contingency Fund: A budget account set aside for use by the City Manager in dealing with emergencies or unforeseen expenditures. Contractual Service: Legal agreement between the city and an outside entity providing services that are mutually agreed and have binding terms. Coronavirus Relief Funds (CRF): The CARES Act established the $150 billion Coronavirus Relief Fund. These funds were paid to States, the District of Columbia, U.S. Territories, and eligible units of local government are based on population as provided in the CARES Act. Coronavirus Relief Funds may be used to pay for necessary expenditures incurred due to the public health emergency with respect to the Coronavirus Disease 2019 (COVID–19) that were incurred during the period that begins on March 1, 2020 and ends on December 31, 2021. Cost Recovery: Program attribute that details whether the program has revenue tied to it. Programs can fall into one of two categories: Yes Revenues or No Revenues. COVID-19: The State Health Commissioner of the Commonwealth of Virginia declared coronavirus disease 2019, also known as COVID-19, to be a communicable disease of public health threat for Virginia. COVID-19 is contagious or infectious and poses potential of community spread. On March 13, 2020 the Mayor of Norfolk declared the existence of a Local Emergency in response to the public health threat of COVID-19. Debt Instrument: Any financial tool used to raise capital involving one party lending funds to another, with the repayment method specified within a contract. Debt Service: The annual payment of principal and interest on the city’s bonded indebtedness. Deficit: The excess of an entity's or fund's liabilities over its assets (see Fund Balance). The excess of expenditures or expenses over revenues during a single budget year. Demand: Details whether a program has the resources necessary to meet the established standard for each service. Standards are set by compliance regulations or a well-defined expectation. The program’s ability to meet that standard fall into one of three categories: Does Not Meet Demand, Meets Demand - Maintains, or Meets Demand Exceeds. Demand Metric: The preset demand or achievement level for each measure, used to determine growth or decline in service level classification year after year. Department of Environmental Quality (DEQ): The state agency dedicated to protecting the environment of Virginia in order to promote the health and well-being of the citizens of the Commonwealth. Depreciation: Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. This is the portion of a capital asset which is charged as an expense during a particular period for reporting purposes in proprietary funds. The capital outlay, rather than the periodic depreciation expense, is recorded under the modified accrual basis of budgeting and accounting. Derelict Structure: A residential or nonresidential structure that might endanger the public’s safety or welfare, and has been vacant; boarded up; and not lawfully connected to electric, water, or sewer service from a utility service
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provider for a continuous period in excess of six months. Director’s Office: The Director's Office Program implements the City Manager's and City Council policies, sets the goals and strategies for the department, and manages department operations. This Program designation is used for larger departments / agencies which are of such a size (greater than 45-55 full time employees) requiring a separate Program for support departmental personnel, procurement, accounts payable and contract functions. Economic Defeasance: A provision which voids a bond or loan on a balance sheet when the borrower sets aside cash or bonds sufficient to service the debt. Effectiveness: The degree to which goals, objectives, and outcomes are achieved. Efficiency: A measurement of an organization’s performance based on operational outputs as measured by a comparison of production with cost. Emergency Communications Center (ECC): The Emergency Communications Center serves as a central point to provide timely, accurate, and critical 24-hour communications with all field units (police, fire, and other emergency services). Emergency Operations Center (EOC): A central command and control facility responsible for carrying out the principles of emergency preparedness and emergency management, or disaster management functions at a strategic level in an emergency situation to ensure the continuity of operations during an emergency. Encumbrance: An obligation against appropriated funds in the form of a purchase order, contract, salary commitment, or other reservation of available funds. Enterprise Fund: A separate fund used to account for operations financed and operated similar to private business enterprises. The cost expenses, including depreciation of providing goods or services to the general public on a continuing basis, are to be financed or recovered primarily through user charges. Expenditure: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered, whether cash payment has been made or not. Where accounts are kept on a cash basis, expenditure is recognized only when the cash payment is made. Fiduciary Funds: Funds used to account for resources held for the benefit of parties outside the city. The fiduciary funds include the city’s pension trust fund, the Commonwealth of Virginia agency fund, and the miscellaneous agency fund. Financial Policy: The city’s policy in respect to taxes, spending, and debt management as related to the provision of city services, programs, and capital investment. Fines and Forfeitures: Revenue received by a local government from court fines, forfeitures, and parking fines. Fiscal Year (FY): The 12-month period to which the annual operating budget applies. At the end of the period, the city determines its financial position and results of its operations. The city’s fiscal year is July 1 through June 30. Fixed Asset: A long-term tangible piece of property a firm owns and uses in the production of its income and that is not expected to be consumed or converted into cash any sooner than one year's time. Buildings, real estate, equipment, and furniture are examples of fixed assets. Fleet Management Fund: A fund used to provide operating departments with maintenance, repair, and service of the city’s fleet of vehicles, heavy equipment, and miscellaneous machinery. Freedom of Information Act (FOIA): State statute ensuring that residents of the Commonwealth have access to
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public records in the custody of a public body, its officers, and employees; and free entry to meetings of public bodies wherein the business of the people is being conducted. All public records and meetings shall be presumed open, unless an exemption is properly invoked. Fringe Benefits: Employee benefits, in addition to salary, which may be paid in full or in part by the city or sponsored for employee participation at their individual expense. Some benefits, such as Social Security and Medicare (FICA), unemployment insurance, workers’ compensation, and others, are required by law. Other benefits, such as health, dental, and life insurance are not mandated by law but are offered to employees by the city as part of their total compensation. Full Time Equivalent (FTE): The amount of time a position has been budgeted for in the amount of time a permanent, full-time employee normally works a year. Most full-time employees are paid for 2,080 hours a year. A position that has been budgeted to work less than full-time will work the number of hours which equate to that budgeted FTE amount; for example, a half FTE budgeted position can work 40 hours a week for six months, or 20 hours a week for one year. Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording its assets, liabilities, fund balances/retained earnings, and revenues and expenditures. Fund Balance: In the context of the city’s budget discussions, fund balance refers to the unassigned General Fund Balance. This is the accumulated total of all prior years’ actual General Fund revenues in excess of expenditures not appropriated by City Council and has not been designated for other uses. Maintaining a prudent level of unassigned General Fund balance is critical to ensuring that the city is able to cope with financial emergencies and fluctuations in revenue cycles. The General Fund balance also provides working capital during temporary periods when expenditures exceed revenues. The unassigned General Fund balance is analogous to the retained earnings of proprietary funds. General Fund: The operating fund which finances the necessary day-to-day actions within the city through taxes, fees, and other revenue sources. This fund includes all revenues and expenditures not accounted for in specific purpose funds. Generally Accepted Accounting Principles (GAAP): The common set of accounting principles, standards, and procedures that are used to complete financial statements. General Obligation Bonds: Bonds pledging the full faith and credit of the city. General Operating Support: Unrestricted funding that enables a non-profit organization to carry out its mission. It can be used to underwrite an organization's administrative and infrastructure costs, and/or maintain core programs and essential staff. Geographic Information System (GIS): A system used to capture, manage, analyze, and display all forms of geographically referenced information. A team of employees is responsible for the design and deployment of this web-based application displaying information at the street, neighborhood, and planning district levels. Global Position System (GPS): A system providing specially coded satellite signals that can be processed in a GPS receiver, enabling the receiver to compute position, velocity, and time. GPS is funded by and controlled by the U. S. Department of Defense (DOD). While there are many thousands of civil users of GPS world-wide, the system was designed for and is operated by the U. S. military. Goal: A long-range desirable development attained by time-phased objectives and designed to carry out a strategy. Governmental Accounting Standards Board (GASB) 34: A statement establishing the financial report standards for state and local governments. The financial statements should consist of management’s discussion and analysis, basic 612 - Glossary
financial statements, notes to the financial statements and supplementary information. Governmental Accounting Standards Board (GASB) 54: A statement establishing changes to the fund balance classifications and governmental fund type definitions. Government Finance Officers Association (GFOA): An organization founded to support the advancement of governmental accounting, auditing, and financial reporting. Government Funds: Funds used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital project funds, and permanent funds. Government funds are reported using the current financial resources and the modified accrual basis of accounting. Grant: A non-repayable fund disbursed by one party (grant makers), generally a government department, corporation, foundation, or trust, to a recipient, for a specific project or purpose. There is typically an application process to qualify and be approved for a grant. This involves submitting a proposal to a potential funder, either on the applicant's own initiative or in response to a Request for Proposal from the funder. There are various types of grants awarded: (1) block grant is a consolidated grant of federal funds that a state or local government may use at its discretion for such programs as education or urban development; (2) categorical grant is given by the federal government to state and local governments on the basis of merit for a specific purpose; (3) formula grant is distributed to all states according to a formula generally for a specific purpose; and (4) discretionary grant awards funds on the basis of a competitive process with discretion to determine which applications best address the program requirements and are, therefore, most worthy of funding. Most recipients are required to provide periodic reports on their grant project's progress. There may be monitoring visits or audits of the grant once it is awarded and implemented to ensure accountability. Healthcare Fund: A fund established to account for the receipt and disbursement of revenue from the Norfolk Health Consortium members, employees, and retirees for payments of claims, administrative costs, and other expenses related to healthcare. High-speed Internet: Interchangeable with “Broadband.” Infrastructure: The basic physical and organizational structures and facilities needed for the operation of a business, region, or nation. Institutional Network (I-Net): An advanced fiber-based communications network that connects common stakeholders and includes video, data, and voice. Insurance: A contract to pay a premium in return for which the insurer will pay compensation in certain eventualities such as fire, theft, or motor accident. The premiums are calculated so that, on average, they are sufficient to pay compensation for the policyholders who will make a claim together with a margin to cover administration cost and profit. In effect, insurance spreads the risk so that the loss by policyholder is compensated at the expense of all those who insure against it. Internal Service Funds: Funds accounting for the financing of goods and services supplied to other funds of the city and other governmental units on a cost-reimbursement basis. The city’s Fleet Management and Healthcare funds operate as internal service funds. Leadership and Support: This Program designation is for use with departments / agencies which are of such a size (less than 45-55 full time employees) as to limit the amount of recruitment, payroll and benefit management and similar activities. This Program encompasses both the leadership and strategic planning functions of the director’s
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office as well as activities which support departmental personnel, procurement, accounts payable, contract management, and similar functions. Legal Debt Margin: Limits how much debt an entity can issue. Article VII, Section 10 of the Virginia Constitution states: “No city or town shall issue any bonds or other interest-bearing obligations which, including existing indebtedness, shall at any time exceed ten percent of the assessed valuation of real estate in the city or town subject to taxation, as shown by the last preceding assessment of taxes.” Liability Insurance: Protection against risk of financial loss due to a civil wrong resulting in property damage or bodily injury. Line Item: An account representing a specific object of expenditure. Line items are commonly referred to as the budget detail and account for the inputs related to an activity process or service. Litigation: To carry on a legal contest by judicial process. Local Composite Index (LCI): The Commonwealth of Virginia’s established formula to measure a locality’s ability to fund public education. It determines each division’s state and local share of Standards of Quality (SOQ) costs. LCI is used as a proxy to determine the “wealth” of a school division and its ability to pay for public education. It measures each local government’s ability to generate revenue. Values range from below .2000 to .8000. The higher LCI, the more the locality has to provide support to public schools. For example, a division with a LCI value of .3000 pays 30 percent of the calculated cost of public education while the state pays 70 percent. Long-term Goals: Identified expectations the organization has targeted to reach over a time period greater than three years. Maintenance: The act of keeping capital assets in a state of good repair. It includes preventative maintenance, normal periodic repairs, replacement of parts or structural components, and other activities needed to maintain the asset to provide normal services and achieve its optimal life. Major Funds: Funds whose revenue, expenditures, assets, or liabilities are at least 10 percent of the total for their fund category (governmental or enterprise) and five percent of the aggregate of all governmental and enterprise funds in total. Major funds are reported as a separate column in the basic fund financial statements and subject to a separate opinion in the independent auditor’s report. Mandate: Program attribute that details whether the program has required functions through legislation at the city, state, or federal level. Programs that are not mandated are classified as discretionary. Categories are Discretionary, Federal/State Mandate, and City Mandate. Materials, Supplies, and Repairs: A budget category that includes expenditures for materials, supplies, and equipment maintenance. Metropolitan Statistical Area (MSA): A core geographic area containing a relatively high population density, with close economic and social ties to adjacent communities. These geographic entities are used by Federal statistical agencies in collecting, tabulating, and publishing Federal statistics. Modified Accrual Basis: The basis of accounting under which revenues are recognized in the period they become available and measurable, and expenditures are recognized in the period the associated liability is incurred. Net Assets: Total assets minus total liabilities of an individual or entity. Network Infrastructure: In information technology and on the internet, infrastructure is the physical hardware used to interconnect computers and users. Infrastructure includes the transmission media, including telephone lines, cable 614 - Glossary
television lines, and satellites and antennas, and also the routers, aggregators, repeaters, and other devices that control transmission paths. Infrastructure also includes the software used to send, receive, and manage the signals that are transmitted. New Measure: A performance measurement the city has not captured or reported upon in previous years. Norfolk Juvenile Detention Center (NJDC): A short-term, secured co-ed facility for court involved youth. Norfolk Redevelopment and Housing Authority (NRHA): A governmental entity assisting the city with conservation and redevelopment activities, property rehabilitation, management of public housing programs, and services and programs for low and moderate income families within Norfolk communities. Nuisance Abatement: The process to remedy code violations identified as an annoyance, inconvenience, or may present a public health and safety concern. Objective: Something to be accomplished defined in specific, well-defined and measurable terms and is achievable within a specific time-frame. One-time: A nonrecurring revenue or expenditure. Operating Budget: An annual financial plan of operating expenditures encompassing all the fund types within the city, and the approved means of financing them. The operating budget is the primary tool by which most of the financing, acquisition, spending, and service delivery activities of a government are planned and controlled. Operating Revenues and Expenditures: Revenues and expenditures resulting from regular provision of scheduled services and/or the production and delivery of goods. Ordinance: A formal legislative enactment by the City Council, which has the full force and effect of law within the boundaries of the city. Parking Facilities Fund: A fund used to account for the operations of the city-owned parking facilities. PAYGO: An acronym that means “pay-as-you-go”; this is a funding practice that involves financing expenditures with funds that are currently available rather than borrowed. Pension Obligation Bonds: Bonds issued to fund an unfunded portion of the city’s pension liability. Performance Measures: The measured outcome and impact of a program, generally the results of an activity, plan process, or program as presented for comparison with the demand metric. Permanent Fund: A governmental fund type used to report resources legally restricted to earnings, not principal, to be used for purposes supporting the reporting government’s programs. Permanent Part-Time Position: A position regularly scheduled for no more than 30 hours per week. Personal Property Tax: Taxes assessed each year by the Commissioner of Revenue's (COR) Office for all tangible personal property located within the City of Norfolk. A major set of tangible personal property taxed are motor vehicles. Personnel Services: Compensation for direct labor of persons in the employment of the city and/or salaries and wages paid to employees for full-time, part-time, and temporary work, including overtime, shift differential, and similar compensation. The personnel services account group also includes fringe benefits paid for employees. Population Served: Program attribute that details which population is served by the program. This could be an internal program providing service to city employees or an external program providing service to businesses and
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residents. The programs can be classified as Majority of the Population Benefits, Less than 50 percent of the Population Benefits, and Less than ten percent of the Population Benefits. Program: A set of related activities or tasks intended to produce a desired result for a specific population. Program Attribute: Attributes which provide an overview of the program, which include details about the program’s Mandate, Reliance, Cost Recovery, Population Served, and Demand. Program Goal: Desired outcome of the program. Proposed Budget: The budget formally submitted by the City Manager to the City Council for its consideration. Proprietary Funds: Funds that account for operations similar to those in the private sector. These include the enterprise funds and internal service funds. The focus is on determination of net income, financial position, and changes in financial position. Public Amenities Fund: A Special Revenue fund designated for tourism and visitor destinations, improvements to existing cultural and entertainment facilities, and planning and preparation for new venues. Revenues are derived from one percentage point of the meals and hotel taxes. Public Assistance: Federal, state, and local programs that provide a safety net (for example housing, medical assistance, money) for disadvantaged groups who lack the resources to provide basic necessities for themselves and their families. Public-Private Partnership: A contractual agreement between the city and a private sector entity for the provision of public services or infrastructure. Through this agreement, the skills and assets of each sector (public and private) are shared in delivering a service or facility for the use of the general public. Rather than completely transferring public assets to the private sector, as with privatization, government and business work together to provide services with each party sharing in the risks and rewards potential in the delivery of the service and/or facility. Purchased Services: Services, under contract with the city, provided to an individual or group of individuals by an enterprise. Real Property Taxes: Revenue derived from the tax assessed on residential, commercial, or industrial property. Reliance: Program attribute which describes whether the city is the sole provider of the service in the market. Programs are classified into two categories - City is Sole Provider or Other Entities Provide this Service. Reserve: An amount set aside in a fund balance to provide for expenditures from the unencumbered balances of continuing appropriations, economic uncertainties, future apportionments, and pending salary or price increase appropriations and appropriations for capital outlay projects. Resilience: The capacity of individuals, communities, and systems to survive, adapt, and grow in the face of stress and shocks. Resources: Factors of production or service in terms of information, people, materials, capital, facilities, and equipment. Revenue: The yield from various sources of income such as taxes the city collects and receives into the treasury for public use. Revenue Anticipation Notes: A short-term debt security issued on the premise future revenues will be sufficient to meet repayment obligations. Securities are repaid with future expected revenues from the completed project which may come from sources like tolls or facility ticket sales.
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Revenue Bonds: Limited liability obligations where revenues derived from the respective acquired or constructed assets are pledged to pay debt service. Reversion Funds: Unexpended local funds originally allocated to Norfolk Public Schools that are given back to the City of Norfolk at the end of the fiscal year. The City of Norfolk has the authority to re-appropriate these funds back to Norfolk Public Schools as capital expenditures or reserve funds the following fiscal year. Rolling Stock: The total number of transit vehicles in the city’s fleet (for example vans, cars, buses, and vehicles used for support services). Server: A computer or computer program that manages access to a centralized resource or service in a network. Service: The on-going sequence of specific tasks and activities representing a continuous and distinct benefit provided to internal and external customers. Service Quality: The manner or technique by which an activity was undertaken, and the achievement of a desirable end result (for example when filling a pothole there should be a service quality standard for how long that pothole should stay filled). Efficiency and effectiveness should be achieved within the context of a service quality standard. Measuring any one of these without the other two can cause problems in terms of getting an accurate assessment of performance. Shared Expenses: Revenue received from the state for its share of expenditures in activities considered to be a state/ local responsibility. Sources include the state's share of Norfolk Public Schools, Commonwealth's Attorney, Sheriff, Commissioner of the Revenue, Treasurer, Medical Examiner, and Registrar/Electoral Board expenditures. Short-term Goals: Identified expectations an organization has targeted to reach over a time period between one and three years. Southeastern Public Service Authority (SPSA): The organization that manages and operates solid waste transportation, processing and disposal programs, and facilities for Norfolk, Portsmouth, Virginia Beach, Chesapeake, Suffolk, Franklin, Isle of Wight, and Southampton County. Special Project Positions: Employees that are appointed for employment on projects or programs. The City Manager may appoint a special project position for an unlimited term. Special project positions are temporary in nature, and are used to meet employment needs of a department that are not permanent. Special Revenue Funds: Funds used to account for the proceeds of specific financial resources (other than expendable trusts or major capital projects) requiring separate accounting because of legal or regulatory provisions or administrative action. The individual Special Revenue funds are Golf Operations, Public Amenities, Towing & Recovery, and Waste Management. Staffing and Organization Redesign (SOR) Initiative: The effort to evaluate and appropriately allocate staff and positions throughout departments to improve productivity. Standards of Quality (SOQ): The statutory framework that establishes the minimal requirements for educational programs for Virginia public schools. Storm Water Best Management Practice (BMP): Methods designed to control storm water runoff incorporating sediment control and soil stabilization. Norfolk employs both structural (retention ponds) and nonstructural (education) methods of reducing the quantity and improving the quality of storm water runoff. Storm Water Fund: A fund established to account for the operations of the city-owned environmental storm water management system. Glossary - 617
Strategic Planning: The continuous and systematic process whereby guiding members of the city make decisions about its future, and develop procedures and operations to achieve the future to determine how success will be measured. Strategic Priority: Each year, City Council identifies focus areas in need of enhanced service. Examples include: improving public education, addressing flooding, and economic diversification. Supplemental Nutrition Assistance Program (SNAP): Provides financial assistance for food purchasing to low- and no-income individuals and families living in the United States. It is a federal aid program administered by the Food and Nutrition Service of the U.S. Department of Agriculture, and benefits are distributed by the individual states. Surplus: The excess of an entity's or fund’s assets over its liabilities (see also fund balance). The excess of revenues over expenditures or expenses during a single budget year. Tax Base: All forms of wealth taxable under the city’s jurisdiction. Tax Increment Financing (TIF): A public method used to finance infrastructure projects through future gains in tax revenue within a designated district established by a City Council ordinance. These tax revenues are projected to grow as a result of the increase in the value of real estate within the designated district. Technical Adjustment: A routine budget action occurring at the beginning of each budgetary cycle to adjust costs for such items as personnel (for example healthcare, retirement), contractual increase, prorated funding, and internal service fund charges. Temporary Assistance to Needy Families (TANF): A block grant program to states that was designed to reform the nation's welfare system by moving recipients into work, promoting self-sufficiency and turning welfare into a program of temporary assistance. Tipping Fee: The charge levied upon the quantity (calculated in tonnage) of waste received at a waste processing facility. Total Maximum Daily Load (TMDL): A comprehensive pollution prevention initiative that has rigorous accountability measures (waste load allocations) to restore clean water in the Chesapeake Bay and its watershed. Transaction: As pertains to the voter registrar, transaction is a measure of the number of computerized entries necessary to maintain voter registration and election records. Transaction totals vary depending on the number of elections and the quantity of voter-initiated activity. Unfunded Requests: Enhancements or capital projects that were requested by departments, but not funded in the budget. United States Department of Agriculture (USDA): The federal agency that leads the anti-hunger effort with the Food Stamp (SNAP), School Lunch, School Breakfast, and the Women, Infants and Children (WIC) Programs. Vector Control: An effort to maintain order over animals and insects that transmit disease-producing organism from one to another. Virginia Department of Transportation (VDOT): The state agency responsible for building, maintaining, and operating the state's roads, bridges, and tunnels. Virginia Municipal League (VML): A statewide, nonpartisan nonprofit association of city, town and county governments established to improve and assist local governments through legislative advocacy, research, education, and other services.
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Vision: An objective statement that describes an entity’s most desirable future state. An organization’s vision employs the skills, knowledge, innovation, and foresight of management and the workforce to communicate effectively the desired future state. Wastewater Utility Fund: A fund established to account for the operations of the city-owned wastewater system. Water Utility Fund: A fund established to account for operations of the city-owned water system. Working Capital: Current assets minus current liabilities. Working capital measures how much in liquid assets an entity has available to build its business or activity.
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620 - Glossary
Employee Relations Committee Annual Report
Employee Relations Committee Annual Report - 621
622 - Employee Relations Committee Annual Report
MEMORANDUM TO: The Honorable Norfolk City Council FROM: Patrick Roberts, City Manager SUBJECT: Employee Relations Committee – Annual Report DATE: March 24, 2026 In accordance with Ordinance No. 49,415, Sec. 2.2-42 (b), I am providing City Council with a summary report of all Employee Relations Committee (“ERC”) meetings which have occurred to date, following the adoption of this Ordinance on November 23, 2023. Attached are copies of the agenda for each of the designated employee committees. The meeting dates, location of meetings and a brief summary of the matters discussed are provided below. All meetings were facilitated by the City Manager, with Human Resources staff in attendance. Time was allotted for each member of the employee committee to report out on issues of concerns or interest, and to ask questions of the City Manager. The duration of each of the meetings was roughly 90 minutes. Items of interest to the employee groups, such as compensation, equipment and facility needs and other specific matters have received recommendations in the proposed FY 2026 Operating and Capital Budget, within the overall context of affordability and prioritization of the City’s competing needs. Currently there are 3 additional ERC meetings that have been scheduled for this month. These meetings are the Operations ERC meeting on March 26, 2026 at 3:30 PM, the General 1 ERC meeting on March 30, 2026 at 10:00 AM, and the General 2 ERC meeting on March 31, 2026 at 1:30 PM. Employee Committee: Fire-Rescue Date: August 27, 2025 Time: 10:00 AM – 11:30 AM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: Norfolk Professional Fire Fighters; IAFF Local 68 Issues Discussed: During the August 27, 2025 meeting, the Committee members discussed several short and long-term priority areas for consideration. Short-Term Priorities: • Expressed the need to streamline the hiring process to include implementing conditional job offers, shortening onboarding, and providing additional HR support.
Employee Relations Committee Annual Report - 623
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Expressed the need to increase hiring volume, including planning for larger and/or dual academy classes.
Long-Term Priorities: • Strong support for maintaining current steps in the revised hiring plan. • Discussed retiree healthcare affordability, including potential city participation in coverage prior to Medicare eligibility. Review requested of pension policies and funding options. • Emphasized expanding FTE positions and branch capacity to reduce workload and improve service delivery. • Identified pay compression as a significant issue, especially for tenured employees. Support expressed retention strategies that recognize time-in-grade and experience. • Requested evaluation for alternative staffing models, including a potential fourth shift and feasibility of a 24/72 schedule. Other items discussed: • Utilize social media to boost Fire- Rescue staff recruitment and retention. • Interest in expanding tuition reimbursement and compensating employees for clinical and training requirements that reduce overtime availability. Support for recognizing vocational certifications and professional training as equivalents to college credits (long-term consideration). • Apparatus procurement timelines remain a concern; there is a need for greater vendor flexibility and faster acquisition. Facilities and maintenance issues acknowledged as ongoing, requiring long-term planning and coordination.
Employee Committee: General Administration 1 Date: September 17, 2025 Time: 10:00 AM – 12:00 PM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: None Issues Discussed: During the September 17, 2025 meeting, the Committee members discussed several short and long-term priority areas for consideration. Short-Term Priorities: • Emphasized the need for improved communication across departments, including clearer information on departmental roles and ongoing city initiatives. • Discussed the creation of a centralized professional development portal to identify certification opportunities, relevant seminars, and professional associations. • Identified several policies needing review and potential updates, including shelter duty exemptions. Long-Term Priorities: • Step plan doesn’t seem to accommodate pay differences based on performance. • Healthcare coverage for transgender employees and family members. • Creation of citywide events; e.g., cookouts, holiday celebrations, service awards. Other items discussed • Concerns regarding the consistency and transparency of performance evaluations. • Suggestion for team and departmental activities and events to improve morale. 624 - Employee Relations Committee Annual Report
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Challenges related to IT project communication and timelines. Concerns were raised regarding administrative staffing levels in certain departments, particularly Libraries.
Employee Committee: Operations Date: September 19, 2025 Time: 10:00 AM – 12:00 PM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: None Issues Discussed: During the September 19, 2025 meeting, the Committee members discussed several short and long-term priority areas for consideration. Short-Term Priorities: • Raised concerns regarding pay scale adjustments for tenured employees when placed on a step, noting potential inequities. • Discussed the need to hold employees more accountable for preventable accidents involving City vehicles. • Raised concerns regarding the length of the hiring process from offer to hire date, with recommendations to streamline timelines. • Highlighted the need for leadership to better understand employee job duties, associated hazards, and working conditions. Members suggested promoting job awareness across Team Norfolk to improve understanding of operational roles. Long-Term Priorities: • Expressed that a long-term strategy is needed for an incentive to retain tenured employees. • Requested expanded training for all positions over a period of 2-3 months, so employees are more equipped to carry out their duties effectively. • Raised concerns regarding facilities buildings needing review, leading to upgrades, repairs, and replacements. • Asked for consistency in working on compression issues and increasing pay to compete with other municipalities. Other items discussed • Employee Engagement and Visibility - suggested increased camaraderie-building activities and more frequent executive staff visits to operational workgroups. • Raised concerns regarding overcrowding at the Fleet facility, limited workspace, shared bays, and outdated facilities impacting productivity.
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Employee Committee: Police Date: September 22, 2025 Time: 10:00 AM – 12:00 PM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: Police Benevolent Association Issues Discussed: During the September 22, 2025 meeting, the Committee members discussed several short and long-term priority areas for consideration. Short-Term Priorities: • Requested authorization to offer two days of Event Leave annually, recognizing the limited number of dates when leave is unavailable due to operational demands. • Requested HR review of current class specifications. Emphasis on clearer alignment of duties, performance expectations, and supervisory accountability. • Requested support for increased employee appreciation initiatives, including access to discounted community activities. Long-Term Priorities: • Requested the City Manager to conduct an on-site tour of police facilities to observe conditions firsthand. Significant concerns noted with the Police Operations Center, training spaces, plumbing issues, mold, and general building deterioration. • Requested more consistent and predictable fleet funding annually. Noted disparities in vehicle condition across precincts and patrol units lacking assigned vehicles. Other items discussed: • Interest in adjusting Master Police Officer (MPO) eligibility from six years to five years of service. • Discussion of sabbatical leave as a long-term wellness tool modeled after private-sector practices. • Ongoing concerns with horizontal compression, particularly among officers with 15–20 years of service. • Request to add a previously anticipated step for MPOs. Discussion of retirement flexibility options after 20 years of service. • Continued concern that surrounding jurisdictions are attracting Norfolk officers. Discussion of incentives for staff who train new employees, particularly in civilian and central records roles.
Employee Committee: General Administration 2 Date: September 25, 2025 Time: 1:30 PM – 3:30 PM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: None Issues Discussed: During the September 25, 2025 meeting, the Committee members discussed several short and long-term priority areas for consideration.
626 - Employee Relations Committee Annual Report
Short-Term Priorities: • Expressed interest in expanding position shadowing and cross-training opportunities across City departments to support career exploration and internal mobility. • Emphasized the need for more consistent follow-up from HR and City leadership regarding employee concerns. Members recommended broader distribution of information to and suggested a public forum or platform where employees can submit questions and receive direct responses. • Highlighted the importance of leadership and social skills training for supervisors and managers. • Reiterated the need to revisit shelter duty policies, specifically the exemption process, to ensure clarity, consistency, and fairness. • Supported regular one-on-one development discussions between employees and managers, ideally occurring at least semi-annually. Long-Term Priorities: • Suggested evaluating leadership effectiveness in areas with high employee turnover and addressing management concerns where patterns exist. • Emphasized prioritizing long-term renovations over temporary fixes, particularly in Libraries and older facilities experiencing HVAC and infrastructure challenges. • Suggestions for employee benefits and initiatives to include; expanding employee discounts with local businesses, restoring previously offered benefits (e.g., event tickets), and increasing recognition at both the citywide and departmental levels. Other items discussed: • Paid volunteer opportunities, including community clean-ups and educational initiatives. • Limited advancement opportunities in degree-required positions, particularly within Libraries. • Wellness program implementation for weight loss rider.
Employee Committee: Fire-Rescue Date: March 9, 2026 Time: 3:30 PM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: Norfolk Professional Fire Fighters - IAFF Local 68 Issues Discussed: The ERC had a general discussion with the City Manager presenting the budget then opening the floor to discussion and questions. Items presented are grouped by discussion topic. Budget: • The City Manager will present the FY2026 operating budget and the 5-year CIP to City Council on March 24, 2026, with council reviewing through mid-May. • The budget process began with an estimated $40 million increased slightly due to enhancement requests but has been addressed through prioritization and balancing efforts. • A step increase will be included in the budget proposal. Building Maintenance: • Fire Station 9 replacement has been funded over a 2-year construction period. • Fire Station 11 will be completed within the next 60 days. • Potential locations for station 16 are under review.
Employee Relations Committee Annual Report - 627
Healthcare: • There will be a 5% increase in health insurance premiums. This is the first increase in 4 years. • Currently the City is working with AON Consulting to maintain the highest standard of care for the employees. • Some employees noted that they were being rejected for cancer screenings that should be covered under the employee health plan. Employees were encouraged to speak with Human Resources to address the issues on a case-by-case basis. Staffing and Retention: • A position has been added to Human Resources which will focus on staffing critical positions in the City. • The City is considering implementing a 4th shift for Fire Rescue. This has been shown to both reduce attrition and attract experienced candidates. The City will continue to evaluate pay plans to make sure the organization is competitive in the marketplace. • The City is moving to have 3 academies a year to assist in solving the staffing problem. Other items discussed: • The group informed the City Manager of their proposal to increase the supplemental pay for “acting out of class” assignments. This request is with the Fire Chief for consideration as an enhancement during budget development. • The group inquired about the ability for retired Fire Rescue employees in Norfolk Employees Retirement System (NERS) to return to the City under Virgina Retirement System (VRS). The City Attorney is exploring the legal ramifications of this request. • The City Manager is currently looking into the possibility of providing employees access to recreational centers at a reduced or no cost.
Employee Committee: Police Date: March 11, 2026 Time: 10:00 AM Location: Human Resources Multi-Purpose Room, 800 E. City Hall Avenue, 3rd Floor Union or Professional Organization(s) represented: Police Benevolent Association; Fraternal Order of Police Issues Discussed: The City Manager presented information on the FY2027 budget and then opened the floor for discussion and questions with the ERC Committee. Items presented are grouped by discussion topic. Budget: • The budget process began with an estimated $40 million increased slightly due to enhancement requests but has been addressed through prioritization and balancing efforts. • The City Manager will present the FY2026 operating budget and the 5-year CIP to City Council on March 24, 2026, with council reviewing through mid-May. • The City Manager has asked Budget and General Services to maximize the number of available police vehicles. Engagement: • The Committee suggested increased camaraderie-building activities and more frequent executive staff visits to operational workgroups.
628 - Employee Relations Committee Annual Report
Building Maintenance: • Several facility issues were discussed regarding the Police Operation Center (POC) including aging HVAC systems affecting building comfort. Approximately 1.6 million has been allocated to address HVAC improvement while a broader facilities strategy is being considered to support additional upgrades. • Additional infrastructure concerns include sewer backups, impacting restroom facilities and flooding in the parking lot. The City is exploring inspection of sewer lines using cameras and evaluating near term mitigation measures a recent space planning study by Woolpert also suggested the City consider replacing the POC facility within the next 5 to 10 years. Healthcare: • A 5% increase in employee healthcare premium is anticipated in January of next year. AON, who serves as the City’s health insurance consultant and contract advisor, has been helpful in assisting the City with navigating issues related to Anthem. Staffing and Retention: • The City currently has a significant number of vacancies. Approximately 100 vacancies may be frozen or eliminated within the next year. Efforts are being made to protect core services. • Progress has been made regarding sworn police pay, though compression remains a concern within the police department. • The council may consider adjustments to the pay plan structure, including reducing the time required to reach MPO and adding additional steps for employees with 15 plus years of service to address pay compression, as well as evaluating staffing levels for public safety aid positions based on operational needs. Other Items: • The City Manager reported that there are currently 19 active flock cameras and reiterated that City Council is supportive of police technology initiatives. • Regarding future Casino development, initial estimates suggested the casino could generate approximately $30 million in revenue. More realistic projections will not be known until the facility is open for a year or more. The casino presents an opportunity to enhance the City’s entertainment district and local economy. • The City is working to expedite demolition of the Military Circle Mall. Future redevelopment plans include a mix of commercial development and housing. • For Macarthur Mall, plans include demolition of the current mall structure. Redevelopment concepts include additional residential development, hotels, street level retail and shops. Development activity is projected to begin between 2027 and 2028.
Employee Relations Committee Annual Report - 629
Norfolk Fire Rescue Employee Relations Committee Meeting Agenda Date: 08/27/2025 Time: 10:00-11:30 AM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
Patrick Roberts (City Manager)
II.
Connection before content
Group
III.
Facilitated discussion to identify priorities
Karyn Bernas
•
Description of process
•
Individual identification of short-term and long-term priorities
•
Sharing ideas
•
Group Discussion
•
Ranking of top short-term and long-term priorities
•
Summary of priorities & next steps
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
630 - Employee Relations Committee Annual Report
General Employee Relations Committee (Group 1) Meeting Agenda Date: 09/17/2025 Time: 10:00 AM -12:00 PM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
Patrick Roberts (City Manager)
II.
Connection before content
Group
III.
Facilitated discussion to identify priorities
Karyn Bernas
•
Description of process
•
Individual identification of short-term and long-term priorities
•
Sharing ideas & Group Discussion
•
Ranking of top short-term and long-term priorities
•
Summary of priorities & next steps
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
Employee Relations Committee Annual Report - 631
Operations Employee Relations Committee Meeting Agenda Date: 9/19/25 Time: 10:00 AM -12:00 PM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
Patrick Roberts (City Manager)
II.
Connection before content
Group
III.
Facilitated discussion to identify priorities
Karyn Bernas
•
Description of process
•
Individual identification of short-term and long-term priorities
•
Sharing ideas & Group Discussion
•
Ranking of top short-term and long-term priorities
•
Summary of priorities & next steps
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
632 - Employee Relations Committee Annual Report
Police Employee Relations Committee Meeting Agenda Date: 09/22/2025 Time: 10:00 AM -12:00 PM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
Patrick Roberts (City Manager)
II.
Connection before content
Group
III.
Facilitated discussion to identify priorities
Karyn Bernas
•
Description of process
•
Individual identification of short-term and long-term priorities
•
Sharing ideas & Group Discussion
•
Ranking of top short-term and long-term priorities
•
Summary of priorities & next steps
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
Employee Relations Committee Annual Report - 633
General Employee Relations Committee (Group 2) Meeting Agenda Date: 09/25/2025 Time: 1:30 PM -3:30 PM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
Patrick Roberts (City Manager)
II.
Connection before content
Group
III.
Facilitated discussion to identify priorities
Karyn Bernas
•
Description of process
•
Individual identification of short-term and long-term priorities
•
Sharing ideas & Group Discussion
•
Ranking of top short-term and long-term priorities
•
Summary of priorities & next steps
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
634 - Employee Relations Committee Annual Report
Norfolk Fire Rescue Employee Relations Committee Meeting Agenda Date: 03/09/2026 Time: 3:30-4:00 PM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
Patrick Roberts (City Manager)
II.
Connection before content
Group
III.
Topics to be addressed/Discussed
City Manager/Group
•
Budget Development
•
Staffing
•
Facilities
•
Healthcare
•
Group Discussion
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
Employee Relations Committee Annual Report - 635
Police Employee Relations Committee Meeting Agenda Date: 03/11/2026 Time: 10:00 AM -11:30 PM (800 E. City Hall Avenue, 3rd Floor, Human Resources Multi-purpose Room) The Employee Relations Committee (ERC) is composed of eligible, regular full-time employees who are elected by their respective departments across the City. Committee members serve as a vital link between the workforce and leadership, meeting regularly with the City Manager to communicate employee concerns and share important information. Purpose: The purpose of this meeting is to engage Employee Relations Committee (ERC) representatives to collaboratively identify and prioritize the most critical change initiatives. This meeting will be a platform for open dialogue and consensus building, guiding our efforts to drive meaningful change. I.
Welcome
II.
Connection before content
Group
III.
Topics to be addressed/Discussed
City Manager/Group
•
Budget Development
•
Staffing
•
Facilities
•
Healthcare
•
Group Discussion
IV.
Wrap up
V.
Adjournment
Patrick Roberts (City Manager)
Patrick Roberts (City Manager)
Please note: All attendees are expected to stay for the entire meeting. Interruptions should be minimized, and all cell phones should be silenced as we respect each other’s time.
636 - Employee Relations Committee Annual Report