HomeMy WebLinkAbout1999-03-10 ACTIONS
Board of Supervisors Meeting of March 10, 1999
March 12, 19~
AGENDA ITEM/ACTION
Call to order.
Others Matters Not Listed on the Agenda from the
Public. NONE.
Appropriation: Criminal History Records
Improvement Grant 98BgO65CR97, $176,850 (Form
#99057). APPROVED.
ASSIGNMENT
Meeting was called to Order at 7:05 p.m.
by the Chairman. Ail BOS members
present.
None.
Clerk: Send appropriations memo to
Melvin Breeden, Robert Walters,
John Miller, and John Isom.
Public hearing to receive comments on the County None.
Exec's Recommended Operating Budget for FY 1999-
2000. HE~D PUBLIC HEARING.
Other matters not listed on the agenda from the
Board:
Ms. Thomas said she and Mr. Bowerman
represented the County at recent meetings
concerning 29 South; she would be happy to answer
any questions regarding the proposal to turn that
road into an interstate highway.
Mr. Bowerman thanked everyone for
participating on a recent bowling team in an
effort to raise money for the American'Red Cross-
Region Ten.
None.
None.
Adjourn to March 15, 1999, 2:00 p.m. None.
I
N T E
401 McI~ Ro~I
~04-296-5843
R
0
F F I C E
I
MEMO
To.-
From:
Subject:
Date:
Melvin A. Breeden, Director of Finance
Laurel B. Hall, Senior Deputy Clerk
Appropriation Approved on March 10, 1999
March 12, 1999
Attached is the original appropriation form for the following item which was approved by
the Board at its meeting on March 10, 1999:
1)
Appropriation: Criminal History Records Improvement Grant 98B9065CR97, $176,850
(Form #99057).
Attfichment
cc.*
Roxanne White
Richard E. Huff, II
Robert Waiters
John Miller
John Isom
Anne Gulati
APPROPRIATION REQUEST
FISCALYEAR:
TYPE OFAPPROPRIATION:
98/99 NUMBER 98057
ADDITIONAL
TRANSFER
NEW
X
ADVERTISEMENT REQUIRED ?
YES
NO X
FUND:- GRANT
PURPOSE OF APPROPRIATION:
DEPARTMENT OF CRIMINAL JUSTICE SERVICES GRANT.
EXPENDITURE
CODE DESCRIPTION AMOUNT
1 1520 93010 193014 TRANSFER TO REGIONAL JAIL AUTHORITY $ 176,850.00
TOTAL $ 176,850.00
REVENUE
CODE DESCRIPTION AMOUNT
2 1520 33000 330402 FEDERAL GRANT $ 176,850.00
TOTAL $176,850.00
TRANSFERS
REQUESTING COST CENTER: POLICE
APPROVALS:
DIRECTOR OF FINANCE
BOARD OF SUPERVISORS
DATE
COUNTY OF ALBEMARLE
EXECUTIVE SUMMARY BOARD OF SUPERVISORS
AGENDA TITLE:
Appropriation - Criminal History Records Improvement Grant
98B9065CR97
SUBJECT/PROPOSAL/REQUEST:
Request approval of Appropriation 99057 in the amount of
$176,850.00.
STAFF CONTACT(S):
Messrs. Tucker, Breeden, Walters, Miller, Isom, Ms. White
AGENDA DATE:
March 10, 1999
ACTION:
CONSENT AGENDA:
ITEM NUMBER:
IN FORMATION:
ACTION: X INFORMATION:
ATTACHMENTS:
REVIEWED BY:
Yes
BACKGROU N D:
The Criminal History Records Improvement Grant was originally approved November 1, 1995. It has been ex[ended to June
30, 1999.
This grant is being used to establish an Automated Intake Center at the Albemarle-Charlottesvil e Regional Jail. It will include
the installation of a local area.network, the installation of a records management system, and the installation of a document
imaging system within the jailF This project is part of the larger regional criminal justice system.
DISCUSSION:
The $235,800.00 records system will be funded by a $176,850.00 federal pass-through grant and a $58,950.00 local jail match.
The local jail match was approved by the Albemarle-Charlottesville Regional Jail Authority on December 11, 1997.
RECOMMENDATION:
Staff recommends approval of appropriation 99057 in the amount of $176,850.00.
99.042
COUNTY OF ALBEMARLE
~ ~_~-~ ~4~ ~F ~ PER~I S ORS
EXECUTIVE SUMMARY
AGENDA TITLE:
January 1999 Financial Report
SUBJECT/PROPOSALIREQUEST:
January 1999 Financial Report for the General, School, and
Capital Funds
STAFF CONTACT(S):
Ms. White, Messrs. Tucker, Breeden, Walters
AGENDA DATE:
March 10, 1999
ACTION:
CONSENT AGENDA:
ITEM NUMBER:
INFORMATION:
ACTION: X INFORMATION:
ATTACHM.ENT.S: Ye~'
REVIEWED BY:
/
BACKGROUND:
Attached are the January 31, 1999 Monthly Financial Reports for the General, School, and Capital Funds.
General Fund revenue projections were last revised as part of the 1999/2000 budget process.
General Fund expenditure projections have not been revised at this time.
Education revenue projections have not been revised at this time.
Education expenditure projections reflect a 7.5% operating expense holdback, net compensation adjustment. The February
financial report will reflect the release of 3.5% of the holdback on January 11, 1999.
RECOMMENDATION:
Staff recommends acceptance of the January 1999 Financial Report.
99.043
ALBEMARLE COUNTY OPERATIONS
MONTHLY FINANCIAL REPORT
JANUARY 31, 1999
REVENUES:
LOCAL(GENERAL FUND)
LOCAL(SCHOOLS)
SELF-SUSTAINING FUNDS
STATE
FEDERAL
TOTAL REVENUES
TRANSFERS IN
TOTAL WITH TRANSFERS
EXPENSES:
GENERAL GOVERNMENT OPERATIONS
NON-DEPARTMENTAL
TRANSFERS
SUBTOTAL GENERAL GOVERNMENT
SCHOOL FUND OPERATIONS
SELF-SUSTAINING FUNDS
SUBTOTAL SCHOOL DIVISION
TOTAL EXPENSES
BALANCE OF REVENUES OVER EXPENSES
ADOPTED MID-YEAR
BUDGET APPROPS.
$92,242,287 $25,733
612,099 17,487
6,746,260 174,688
30,960,497 151,150
3,554,282 (30,000)
134,115,425 339,058
1,305,563 964,700
135,420,988 1,303,758
35,352,278 1,250,990
6,049,666 (140,407)
9,881,748 0
51_,283,692 1,110,583
77,391,036 18,487
6,746,260 174,688
84,137,296 193,175
135,420,988
1,303,758
31,111,647
2,270,263
PERCENT
YTDIBUD
47.62%
43.98%
35.28%
52.23%
33.56%
47.67%
43.88%
47.60%
59.38%
0.32%
86.12%
57.76%
48.76%
53.70%
49.17%
52.46%
--Totals may not balance due to rounding
ALBEMARLE COUNTY GENERAL FUND
MONTHLY FINANCIAL REPORT
JANUARY 31, 1999
REVENUES:
LOCAL
STATE
FEDERAL
TOTAL REVENUES
TRANSFERS IN
TOTAL WITH TRANSFERS
EXPENSES:
GENERAL GOVT ADMINISTRATION
JUDICIAL ADMINISTRATION
PUBLIC SAFETY
PUBLIC WORKS
HUMAN DEVELOPMENT
EDUCATION
PARKS/RECREATION/CULTURE
COMMUNITY DEVELOPMENT
NONDEPARTMENTAL
TRANSFERS
TOTAL OPERATING EXPENSES
BALANCE OF REVENUES OVER EXPENSES
ADOPTED MID-YEAR
BUDGET APPROPS.
$92,242,287 $25,733
5,410,678 150, t50
...2_,607,834 (30,000)
100,260,799 145,883
69,916 964,700
100,330,715 1.110.583
5,779,233 168,636
2,106,855 99,991
11,113,901 113,100
2,289,742 325,673
7,632,929 44,577
49,047,023 0
3,751,919 10,103
2,677,699 488,912
6,049,666 (140,407)
9,881,748 0
100.330,715 !,110,583
'~ Z':'~';: Z ~ ~'~:: '": :'":::":" '"' '"' ::::: - .... -'-.+...'....'..' ...'.'.'.'..:-:.:-: :::':::
. ;:': :':':':':': _':'.::'.:.'.::'.'.:.:.:.:Z:E:~:E:E:E:::)]':..- .-.........:.......:...........:.:.:.:.:.:.:...:.....: :....-..:...:..-.. -......... · · · · · -.
':':': ': ~ E':'~ ~':':'~':?:':'~':': ':':':::' .: :~:~ :E :~: ~:;:~:~:~ :Z:~ :E :~:~:~:~:':': ~:::':::::v. '. 'y. :. :. :. :.:. :. :::::::. :. :. :. :::. :;. :. :. :. :. :::.' :: ::.:::::::::.: ::::
11,227,001
3,166,611
'-.'.. :. :::. :-: :~ ::' :'.'.' :'.' :'.'.'.'.'.'. :.'.'.'.'. :::. ::'::.' :-:' :' :' :-:-:~ :' :': :-:~" :'~"' T'"" T: :T:" ':':':':':':':':::'::~::'E'::~:~'~'E ?~'~!:~'~'~'E'~'E
PERCENT
YTDIBUD
47.62%
46.94%
45.88%
47.54%
97.10%
48.04%
56.57%
58.63%
61.62%
56.48%
66.62%
58.34%
43.82%
60.57%
0.32%
86.12%
58.O4%
¥otals may not balance due to rounding
ALBEMARLE COUNTY SCHOOL FUND
MONTHLY FINANCIAL REPORT
JANUARY 31, 1999
REVENUES:
LOCAL-SCHOOLS
STATE
FEDERAL
TOTAL REVENUES
TRANSFERSIN
TOTAL WITH TRANSFERS
EXPENSES: INSTRUCTION
ADMINISTRATION, ATTENDANCE, HEALTH
PUPIL TRANSPORTATION SERVICES
FACILITIES OPERATION/MAI NTAI NANCE
FACILITIES CONSTRUCTION/MODIFICATIO
TRANSFERS
TOTAL OPERATING EXPENSES
BALANCE OF REVENUES OVER EXPENSES
ADOPTED MID-YEAR
BUDGET APPROPS.
$612,099 $17,487
25,549,819 1,000
946,448 0
27,108,366 18,487
50,282,670 0
77,391,036 18,487
59,998,552 20,945
3,543,079 3,830
5,064,906 (1,288)
7,746,337 0
25,600 0
1,01~562 (5,000)
77,391,036 18,487
946,448
27,126,853
· :.' v:'::' :'.::'::":':':':':':':'::i';:::{ i:;'E:i:E'i'E'E': ::: ;::, ..... :.........: ..:.:......:.... ............ ......-.-...............-.
PERCENT
YTD/BUD
43.98%
53.38%
0.00%
51.30%
56.89%
54.93%
47.23%
60.52%
49.57%
57.72%
138.20%
23.04%
48.76%
-Totals may not balance due to rounding
ALBEMARLE COUNTY OPERATIONS
FUND BALANCE REPORT
JANUARY 3t, 1999
GENERAL CAPITAL SCHOOL CAPITAL
FUND GENERAL FUND EDUCATION
AUDITED FUND BALANCE 06-30-98
$14,874,757
$4,126,767
$1~908,647 $10,698,652
APPROVED APPROPRIATIONS:
BUDGETED ANTICIPATED FUND BALANCE
CARRYOVER
REAPPROPRIATIONS
TELECOMMUNICATIONS CONSULTANT
SOIL CONSERVATION STAFFING
BAILIFF JUVENILE & DOMESTIC RELATIONS COURT
SHERIFF'S OFFICE SUPPLIES & EXPENSE
(69,916)
(354,130)
(463,314)
(72,250)
(10,834)
(25,733)
(8,439)
(365,000)
(3,761,653)
(1,035,512)
(100,000)
~,873,332)
TOTAL APPROVED APPROPRIATIONS
.(1,004,616)
(4~12S,653)
1(1,0_3~5,512) 9~_3,332)
FUND BALANCE
~!_3,870,141
$114 $873,135
Totals may not balance due to rounding
COUNTY OF ALBEMARLE
EXECUTIVE SUMMAR¥: _
AGENDA TITLE:
Update on VIEW Program (Virginia Initiative for
Employment Not Welfare)
SUBJECT/PROPOSAL/REQUEST:
Mid-Year Review of the View program.
STAFF CONTACT(S):
Tucker, White, Ralston
AGENDA DATE:
March 10, 1999
ACTION:
CONSENT AGENDA:
ACTION:
ITEM NUMBER:
ATTACHMENTS: Yes
REVIEWED BY: ~F
INFORMATION:
INFORMATION: X
BACKGROUND:
July 1997 was the beginmng date for implementation of the Virginia Initiative for Employment Not Welfare
(VIEW) in Albemarle County, which is the work component of the broader program called the Virginia
Improvement Program (VIP) that began in 1996. As the County closes in on the second year of the two year
time limit, the attached information is presented as a mid-year update on the program. A more thorough
presentation is planned for the Board at the end of this fiscal year. A comparison of pre and post VIEW
caseloads, staffing and other data is attached.
DISCUSSION:
A significant amount of publicity has been given to Welfare Reform, yet the majority of the department's benefit
programs are not affected by Virginia's Welfare Reform program, VIEW. In fact, only 2.5% of the total department's
benefit caseloads are VIEW related. The remaining benefit programs are focused on the elderly, adults without
children, child only cases or other caretakers of children, i.e. grandparents or other relatives that do not qualify for
VIEW.
The department manages welfare reform through a team approach, a move consistent with current literature on
quality improvement and the county's management direction. Although a better approach for the client in the long
run, the team approach does require more time from staff and is largely the reason for our success thus far. It also
allows the department to move staff around to meet the needs of the program through cross training and an
intensive team focus. Note on the Table on page 3 that FTE requirements for VIEW, Employment and Child Care
have changed over the course of two years. We expect this trend to continue as more clients are moved into
employment, reducing the TANF caseload and increasing the child care and Medicaid caseload. However, this
trend does not necessarily have a direct impact on Food Stamps, other TANF cases not required to participate in
VIEW and most Medicaid cases.
RECOMMENDATION:
This summary is for information only. No action is required from the Board.
99.044
Informational Summary- ViEW
Virginia Initiative for Employment not Welfare
A Program Profile in Albemarle County
February 1999
· The basic "Welfare Philosophy" has changed from a focus on eligibility for Benefit
programs to a focus on employment and personal responsibility.
·'The name change reflects this philosophical shift from Aid to Families with
Dependent Children to Temporary Assistance to Needy Families.
In order to ensure the success of stronger rules regarding employment, the Department
has witnessed the following changes:
ACDSS has reengineered the operational characteristics of the Eligibility Unit. New
characteristics now include automation, intense and complex casework, generic case
models, and continuous learning and improvement. ACDSS as a whole has become
more employment and customer focused.
· TANF Eligibility workers previously focused on open-ended entitlement programs.
Now they focus on short-term assistance with self-support as the ultimate goal.
Albemarle County residents will note that Welfare Reform is achieving very positive
results in the area, and shows every sign of continuing the trend of success (supporting
statistics are provided later in this report). One might ask then, why departmental
expenditures continue to increase and why it is necessary to expand the budget. To
answer this question, it is necessary to examine a number of factors that have had a
significant impact on the Agency.
Multi-program policy management has caused a dramatic increase in caseload
complexity, and a concomitant need for ongoing training. With the conversion to the
generic case model, workers are finding themselves managing multiple program
policies for the first time. Workers now manage caseloads that span Food Stamp,
General Relief, Medicaid, and TANF programs.
As caseloads become more complex and intensive, automation needs have had to be
addressed. The recent switch to the automated ADAPT system requires extensive
training both on an initial and an ongoing basis.
As the TANF caseload had decreased, Childcare caseloads have increased. Intensive
Employment Support Services and counseling are necessary. As TANF recipients
become employed, many still require assistance in one or more of the following areas:
Food Stamps, Medicaid, Child Support, Childcare, Transportation and Job Retention
Services.
Employment costs more than welfare. Compare the monthly TANF grant for one
child ($157) vs. the monthly childcare cost for one child ($425). Add this to an
average of $100 monthly expenditure per client for supportive services, and the point
becomes clear. Welfare Reform is an investment in the future. Initially, it costs
more to move people toward employment than to keep them on assistance. This is
tree in terms of man-hours as well: Prior to VIEW, workers were involved in benefit
delivery only. Now, the worker provides frequent and intense counseling services.
Simply put, more dollars are required for supportive services such as Childcare,
Transportation, and Medical assistance. Unlike assistance payments, which are 100%
funded by the Federal and State governments, Childcare programs require a local
match. The following table presents a summary of childcare fimding streams and the
respective local match requirement for the current fiscal year.
Current Funding Streams for Childcare FY 1998/1999
*JOBS = Jobs Opportunity and Basic Skills - previous employment progam.
**Does not include UVA Hospital Medicaid Unit. This unit determines eligibility for certain outpatient
clinics and some inpatient clients. Cases are processed for all other localities around the state and then sent
to the locality to enroll and manage the case thereafter. Also does not include Energy Assistance Program,
as it is a seasonal program with temporary staff.
82%
8O%
78%
76%
74%
72%
70%
68%
Employment Percentages Among VIEW
66%
$6.70
$6.60
$6.50
$6.40
$6.30
$6.20
$6.10
Participants (1998)
Month
Average Wage Among VIEW
Participants (1998)
VIEW Participants Employed
Continuously for 3 Months
73% -
72% -
71%
70%
69%
68%
67%
66%
65%
64%
63%
Month
Average Monthly Earnings Among
VIEW Participants (1998)
$900
$880
$860
$840
$820
$800
$780
$760
Month
Month
4
WELFARE REFORM IN THE THOMAS JEFFERSON PLANNING DISTRICT
YEAR ONE REPORT
JULY 1997-JUNE 1998
This report was scanned under Reports - Boards and Commissions 1999
x/ 999/oo
( o.nt¥ .xec.tzue'e
~4a~cl~ 3, 1999
March 3 - County Executive's Recommended Budget Sent to Board of Supervisors
_~Iarch 10 - Public Hearing on Recommended Budget
March 15 - Board Work Session:
March 17 - Board Work Session:
Budget/Debt Service
March 22 - Board Work Session:
March 24 - Board Work Session:
Overview, Schools, & General Government Critical Issues
General Government Critical Issues (Continued) & Capital
Other Board Issues
Other Board Issues
April 7 - Public Hearing on Board of Supervisors' Proposed Budget & Tax Levy
April 14 - Budget/CIP Adoption, Taoc Levy Set
The major purpose of budgeting is to formally convert the
County's long range plans and policies into services and pro-
grams. The budget provides detailed financial information on
the costs of services and the expected revenues for the
coming fiscal year. The budget process also provides a forum
for a review of progress made in the current year and for a
review of the levels of service provided by local government.
requires the Board to hold a public heating and to advertise
this hearing no less than 7 days in advance. Although these
are the minimum state requirements, the County traditionally
has adopted the budget by April 15 in order to establish
teacher contracts and to set the personal property tax prior to
the tax bill mailing date. The official appropriation of funds
takes place prior to July 1 of each year.
The budget is divided into three major parts, each with sepa-
rate documents and public hearings.
The operating budget is the total and complete budget used
to finance all of the day-to-day operations of local govern-
ment. It consists of several major sections including general
government operations, the transfer to school operations,
school debt service, capital outlay, and the City-County reve-
nue sharing payment. Funding for this budget is derived pri-
marily from taxes, fees, licenses, fines, and from state and
federal revenues.
The school budget is used to completely describe the opera-
tions of the County's schools. It is prepared by the Superin-
tendent's office and is approved by the School Board. The
schools have their own budget calendar which is separate
from that of other budgets. Funding for the school budget is
derived mainly from transfers from the General Fund, fees,
and inter-governmental revenues (i.e. state and federal fund-
ing.)
The Capital Improvements Program (CIP) is used to pur-
chase or finance the construction of capital goods from the
building of schools, parks, and roads to the upgrading of com-
puter and phone system equipment. Funding for these proj-
ects is obtained primarily from bond issues (long term debt
which is typically borrowed for the building of school proj-
ects) and from transfers from the operating budget.
The Commonwealth of Virginia requires that all localities
meet certain budget guidelines, as outlined in Sections 15.2-
2500 to 15.2-2513 of the Code of Virginia (1950), as
amended. According to these guidelines, all localities within
Virginia must have a fiscal year beginning on July 1 and end-
ing on June 30 and must approve a balanced budget. The
School Board must approve the School Budget by May 1 or
within 15 days of receiving estimates of state funding, which-
ever shall occur later. The Board of Supervisors must approve
the operating budget and set the tax rate by July 1 of each
year. The adoption of the operating budget and the tax rate
Each year the County develops a schedule of events which
describe the dates of public and Board participation in the
budget process. The Board is asked to approve the schedule
of the budget process in order to establish firm dates for
meetings and provide the public with as much notice as possi-
ble. A copy of the budget calendar is included in this section
on the back of the divider page.
~[A)]~at ix the 7~ud~et
The County's FY 1999/00 operating budget schedule'began
on October 13, 1998, with the preliminary projection of reve-
nues for the coming year. On November 4, the Board pro-
vided the County Executive with financial guidelines for the
development of the budget. On November 13, the County
Executive's Office sent budget instructions to all depart-
ments. In the middle of December, departments submitted
budget requests to the County Executive's Office.
From the middle of December to the middle of January, the
executive staff reviewed budget requests and developed
budget-related questions. From these discussions, the execu-
tive staff developed recommendations ranging from the fund-
ing of new programs to the reduction of funding for current
programs. In mid-February, the School Superintendent sub-
mitted the school budget to the County Executive and the ex-
ecutive staff reviewed the school budget. At the end of Febru-
ary, the County Executive made the necessary adjustments to
balance the budget and staffprinted the County Executive's
recommended budget. This budget will be presented to the
Board of Supervisors on March 3, with a public hearing on
the County Executive's recommendation scheduled for March
10.
After the public hearing, the Board begins a detailed review
of each area of the budget and recommends specific cuts or
additions to the County Executive's recommended budget.
After all of the budget changes are agreed upon, a public
hearing on the Board of Supervisors' proposed budget and the
tax rate will be held. The FY 99/00 public hearing is sched-
uled for April 7, 1999. On April 14, the Board adopts the op-
erating and capital budgets, and sets the tax levy for the com-
ing year. The budget' is legally enacted through passage of a
Resolution of Appropriation prior to June 30.
Basic service levels will be maintained at current levels;
Property tax rates will be maintained at current levels - real
property at $0.72/$100 assessed valuation and personal property
at $4.28/$100 assessed valuation;
Current fiscal planning policies will be maintained;
Education and public safety continue to be high priorities for
the provision of services;
Local revenues are not used to replace reduced or eliminated
federal or state programs;
Future fiscal uncertainties are reduced and fiscal stability is
maintained through an appropriately funded General Fund Bal-
ance; and
Necessary infrastructure improvements are programmed for im-
plementation.
7~ ud ~et ot'{ i,~tdZ,jltt ~ :
State and federal re?enues for FY 2000 increased by $4.68 mil-
lion (13.6%) over the current year, largely due to economic
prosperity at the State-level and growth in state incgme tax '
revenues;
School Division revenues increased by $2.81 million (10.6%)
from state and feddral sources, and by $2.15 million (4.4%)
from the General Fund, for a total transfer of $51,385,564;
· Local revenues for FY 2000 increased by $5.11 million (5.5%)
over the current year, with real property tax revenues increasing
$2~33 m/Ilion or 5.9% over the current year due to this year's
reassessment and $178.6 million in new construction; personal
property revenues increased by $0.41 million or 2.0% over cur-
rent year; and meals tax revenues increased by $0.80 million, or
34.7%, over the current year;
· The revenue sharing agreement with the City of Charlottesville
provides them with an additional $266,781 for a total payment
of $5.85 million;
Debt service of $8.45 million for school construction projects
has been funded;
· Community agencies receive an average funding increase of
5%;
· Departmental operating budgets are level funded with no in-
crease over their current budget;
· Compression pay for long-time employees is in the second year
of a three year phase-in as directed by the Board of Supervisors
last year;
· School Division and General Government employees are pro-
posed to receive a 4% performance increase;
· A General Government debt service reserve of $200,000 is
funded for proposed bonded projects; and
· A Board of Supervisors contingency reserye in the amount of
$200,000 is provided for the Board's discretionary use.
Administration - Funding is provided to increase the amount of
continuing education assistance available to each employee and to
hire a Strategic Planning and Process Review Manager (Human Re-
sources); and to fund the second year of the three-year compression
phase-in.
Judicial - A permanent bailiff is funded at the Juvenile & Domestic
Relations Court; ongoing funding is provided for Hunting Control
Enforcement .(Sheriff); and funding is allocated for a chair and com-
puter in the General District Court Judge's chambers.
Public Safety - Funding is provided for a new Police Traffic Offi-
cer; for specialized Police training; for additional operating and staff
associated with the iegional jail expansion; for an additional dis-
patcher and Regional Crime Information Network (RCIN) Coordina-
tor at the Emergency Communications Center; for three new career
firefighters and Hazardous Materials supplies (Fire/Rescue); and for
vehicle maintenance and fuel expenses for volunteer fire companies
and rescue squads (J.C.F.R.A.)
Public Works - Funds are budgeted for a new Senior Civil Engi-
neer and an erosion control Plans Reviewer/Inspector in Engineer-
ing; for stormwater detention basin maintenance (Engineering); and
for weed control, maintenance and mowing of median strips along
Routes 250 and 20 South (Public Works.)
Human Development - 2.0 FTE new foster care social workers and
2.0 FTE child protective services social workers are added in Social
Services; additional Comprehensive Services Act funding is budg-
eted to address the increase in foster care cases; JABA received ad-
ditional funds for congregate and home delivered meals; Children,
Youth and Family Services received additional funds for the Run-
away Emergency Shelter; Growing Healthy Families received
$25,000 for home visits (Commission on Children & Families);
Madison House received additional operating funds; the AIDS/HIV
Services Group was funded; and Piedmont Virginia Community
College received additional operating and capital project funds.
Parks, Recreation and CultUre - Funding was Provided for ten
special needs assistants at Parks' Summer Playground Program, as
well as for the following Library requests: a Library Clerk at North-
side, a Technical Services Librarian at the Central Library, and Sun-
day hours at the Monticello Avenue Virtual Village (Mont-AW)
Intemet lab.
Community Development - Funding was added for a Planning
Technician, a GIS Specialist, aerial photography, and tax map/parcel
digital conversion in Planning; a new Zoning Assistant is provided
to help with plan review; additional.funding is provided to MACAA
for the Community Assessment Program (CAP) and salary adjust-
ments; and funds are budgeted m the Planning District Commission
for additional RideShare staff and a Rivarma River Basin study.
Education- The School Division has added 15.2 growth teachers
and other costs in support of 224 new students, including 2.0 new
health clinicians and additional elementary art, music and physical
education staffing; provided additional funding for high school ath-
letics; funded the Standards of Accreditation; funded technology
support; and other initiatives.
FY 1999/00 Recomn~nded Total County Revenues
$145,491,378
Local Property
Taxes
47%
Self-Sustaining ~ ~
State Reve
24% ~ --'.-~:~-_ ' -2 . -- -
Carry-Over/Fund Other Local
Balance Revenues
1% 22%
TOTAL COUNTY REVENUES
LOCAL REVENUE
PROPERTY TAXES
OTHER LOCAL REVENUE
OTHER LOCAL - SCHOOL FUND
SUBTOTAL
STATE REVENUE
GENERAL
SCHOOL FUND
SUBTOTAL
FEDERAL REVENUE
GENERAL
SCHOOL FUND
SUBTOTAL
SELF-SUSTAINING FUNDS
TRANSFERS/FUND BALANCE
GOVT: CARRY-OVER/FU ND BAL
GOVT: TRANSFERS
SCHOOLS: CARRY-OVER/FUND BAL
SCHOOLS: TRANSFERS
SUBTOTAL
TOTAL REVENUE
FY 97/98
ACTUAL
59,796,119
27,206,324
633.977
87,636,420
5,088,270
24.104.339
29.192.609
2,458,915
812.103
3,271,018
6,968,689
0
136.697
0
58.670
195,367
127,264,102
FY 98/99 FY 98/99
63,233.900 63,233,900
29,008.387 29.034,120
612.099 642.137
92,854,386 92.910,157
5,410,678 5,560,828
25.549.819 25.638.989
30,960,497 31,199,817
2,577,834 2,577,834
946,448 946.448
3,524,282 3.524.282
6.545.782 6,726,525
69.916 1.004,616
30.000 30,000
985,512 985,512
58.670 58.670
1,144,098 2,078,798
135,029,045 136,439,578
FY 99/00
65.226,315
31,042,800
516,254
96,785,369
5,810,600
28.275.580
34,086,180
2,293,500
1.027.860
3,321,360
7,275,680
0
110,300
790,000
158.670
1,058,970
142;527,559
FY 99/00
66.173.400
31 278,330
516.254
97,967,984
6,894,253
28.275.580
35,169,833
2,964,576
1.027.860
3,992.436
7,275,68O
0
136,775
790,000
158.670
1,085,445
145,491,378
2,939.500
2,269,943
(95.845)
5,113,598
1,483,575
2.725.761
4.209,336
386,742
81.412
468.154
729,898
(69,916)
106 775
(195,512)
100.000
(58,653)
10,462,333
4.65%
7.83%
-15.66%
5.51%
27.42%
'10.67%
13.60%
15.00%
8.60%
13.28%
11.15%
-100.00%
355.92%
-19.84%
17O .44 %
~5.13%
7.75%
45.48%
21.50%
0.35%
67.34%
4.74%
19.43%
24.17%
2.04%
0.71%
2.74%
5.00%
0.00%
0.09%
0.54%
0.11%
0.75%
100.00%
FY 1999100 Recommended Total County Expenditures
$145,491,378
General Gov't
Operations
27%
Capital Program
1%
General Gov't.
~sc. <1%
Revenue Sharing
4%
Self-Sustaining
5% School Division
Debt Service Operations
6% 57%
TOTAL COUNTY EXPENDITURES
GENERAL GOVERNMENT FUNCTIONS
ADMINISTRATION
JUDICIAL
PUBLIC SAFETY
PUBLIC WORKS
HUMAN DEVELOPMENT
PARKS, RECREATION & CULTURE
COMMUNITY DEVELOPMENT
COMPRESSION RESERVE
SUBTOTAL
SCHOOL DIVISION
SCHOOL FUND OPERATIONS
SELF-SUSTAINING FUNDS
DEBT SERVICE FUND
DEBT SERVICE RESERVE
CAPITAL IMPROVEMENT PROGRAM
SUBTOTAL
NON-DEPARTMENTAL
CAPITAL PROGRAM - GEN. GOV'T.
CITY/COUNTY REVENUE SHARING
DEBT SERVICE - GENERAL GOVT
JAIL EXPANSION RESERVE
CONTINGENCY RESERVE
REFUNDS
SUBTOTAL
SUBTOTAL EXPENDITURES
FY 97/98
ACTUAL
5,574,778
2,032,550
10,474,875
2,205,643
7,094,339
3,518,675
2,504,123
33,404,983
70,675,712
7,096,627
6,845,880
600,000
1.395.221
86,613,440
1,325,927
5,518,393
0
100,000
0
35.648
6,979,968
126,998,391
FY 98/99 FY 98/99
5,779,233 5,947,869
2,106,855 2,206,846
11,113,901 11,227,001
2,289,742 2,615,415
7,641,464 7,686,041
3,751,919 3,762,022
2,677,699 3,166,611
196.240 65.770
35,557,053 36,677,575
77,391,036 77,510,244
6,545,782 6,726,525
7,558,748 7,558,748
0 .0
300.000 300.000
91,795,566 92,095,516
1,712,312 1,712,312
5,587,013 5,587,013
110,688 110,688
0 0
184,913 174,976
81.500 81.500
7,676,426 7,666,488
135,029,045 136,439,578
FY 99/00 FY 99/00 $
6,184,605 6,111,362 332,129 5.75%
2,297,318 2,315,457 208,602 9.90%
12,084,876 12,090,320 976,419 8.79%
2,643,376 2,573,495 283,753 12.39%
8,810,226 8,504,582 863,118 11.30%
4,070,921 3,985,525 233,606 6.23%
3,314,321 3,279,883 602,184 22.49%
196.240 202.734 6.494 3.31%
39,601,883 39,063,358 3,506,305 9.86%
4.20%
1.59%
8.31%
1;77%
5.85%
2.74%
2.25%
0.14%
26.85%
2,157,930 2,157,930 445,618 26.02% 1.48%
5,853,794 5,853,794 266,781 4.78% 4.02%
110,688 310,688 200,000 180:69% 0.21%
0 0 0 0.00% 0.00%
50,000 200,000 15,087 8.16% 0.14%
26.000 26.000 (55,500) -68.10% ~02%
8,198,412 8,548,412 871,986 11.36% 5.88%
146,656,675 145,491,378 10,462,333 7.75% 100.00%
83,130,700 82,153,928 4,762,892 6.15% 56~47%
7,275,680 7,275,680 729,898 11.15% 5.00%
8,450,000 8,450,000 891,252 11.79% 5.81%
0 0 0 ' 0.00% 0.00%
0 0 (300,000) -100.00% 0.00%
98,856,380 97,879,608 6,084,042 6.63% 67.28%
GENERAL FUND EXPENDITURES
FY ~7/98
ACTUAL
ADMINISTRATION
BOARD OF SUPERVISORS 290,417
COUNTY ATTORNEY 521,743
COUNTY EXECUTIVE 554,714
FINANCE 2,225,421
INFORMATION SERVICES 1,505,611
HUMAN RESOURCES 274,519
VOTER REGISTRATION/ELECTIONS 202.354
SUBTOTAL 5,574,778
JUDICIAL
CIRCUIT COURT 76,568
CLERK OF CIRCUIT COURT 495,273
COMMONWEALTH'S ATTORNEY 461,630
GENERAL DISTRICT COURT 10,935
JUVENILE COURT 68,723
MAGISTRATE 15,046
SHERIFF 904.375
SUBTOTAL 2;032,550
PUBLIC SAFETY
COMMUNITY ATTENTION
CRIMINAL JUSTICE BOARD
EMERGENCY COMMUNIC. CTR
FIRE DEPARTMENT ~ CITY
FIRE DEPARTMENT - JCFRA
FIRE/RESCUE ADMINISTRATION
FIRE/RESCUE Ct~EDIT
FOREST FIRE EXTINCTION
INSPECTIONS
JUVENILE DETENTION HOME
OFFENDER AID & RESTORATION
POLICE DEPARTMENT
REGIONAL JAIL AUTHORITY
RESCUE SQUADS - JCFRA
SPCA
SUBTOTAL
PUBLIC WORKS
ENGINEERING
WATER RESOURCES MGNT.
PUBLIC WORKS
SUBTOTAL
HUMAN DEVELOPMENT
AIDS SUPPORT GROUP
ARC OF CHARLOTTESVILLE
BRIGHT STARS PROGRAM
CHARLOTTESVILLE FREE CLINIC
COMM. ON CHILDREN & FAMILIES
CHILDREN, YOUTH & FAMILY SVCS
DISTRICT HOME
FOCUS - TEENSIGHT
HEALTH DEPARTMENT
JAUNT
JEFFERSON AREA BD. FOR AGING
JABA ~ ADULT HEALTH FACILITY
LEGAL AID
MADISON HOUSE
(Continued on Next Page)
238,183
3,865
1 ,O57,524
641,290
537,509
671,886
63,775
13,758
633,100
123,468
39.680
6,006,297
224,651
188,168
31.720
10.474.875
863,716
54.328
1.287.598
2,205,643
0
0
118.810
5,150
26.566
35,035
56,963
20,205
668,370
293,075
118.580
14,400
16,610
4,545
FY 98/99 FY 98/99
304,495 329,171
418,997 420,552
601,100 622,370
2,427,061 2,517,599
1,520,086 1,535,030
314,185 314,185
193.309 208.962
5,779,233 5,947,869
73,382 73,382
502,883 527,603
488,900 489,829
12,830 15,330
132,984 132,984
18,020 18,020
877.856 949.698
2,106,855 2,206,846
0 0
3,971 3,971
1,125,891 1,125,891
656,040 656,040
642,295 642,295
888,380 898,485
65,000 65,000
13,800 13,800
699,443 706,805
132.901 132,901
40,872 40,872
6,354,487 6,450,120
266,685 266,685
186,696 186,696
37.440 37.440
11.113.901 11,227.001
959,690 1.078,586
58,657 98,657
1.271.395 1.438.172
2,289,742 2,615,415
0 0
0 0
130,616 130.616
5,305 5.305
268.703 268,703
36,147 36.147
41,100 41,100
20.205 20,205
703,821 703,821
317,494 317,494
126,458 126.458
14,400 14.400
18.579 18,579
4,700 4.7OO
FY 99/00 FY 99/00 $ % %
323,888 322,388 17,893 5.88% 0.30%
438,413 438,913 19,916 4.75% 0.41%
633,800 633,800 32,700 5.44% 0.59%
2,558,240 2,526,740 99,679 4.11% 2.35%
1,608,898 1,608,898 88,812 5.84% 1.50%
403,419 374,484 60,299 19.19% 0.35%
217.947 206.139 12.830 6.64% 0.19%
6,184,605 6,111,362 332,129 5.75% 5.69%
75,126 75,126 1,744 2.38% 0.07%
540,848 540,848 37,965 7.55% 0.50%
501,379 501,379 12,479 2.55% 0.47%
15,330 15,330 2,500 19.49% 0.01%
119,934 119,934 (13,050) -9.81% 0.11%
19,355 19,355 1,335 7.41% 0.02%
1.025.346 1.043.485 165.629 18.87% 0.97%
2,297,318 2,315,457 208,602 9.90% 2.15%
0 0 0 0.00% 0.00%
5,533 4,170 199 5.01% 0.00%
1,320,468 1,242,040 116,149 10.32% 1.16%
666,535 666,535 10,495 1.60% 0.62%
695,060 735,060 92,765 14.44% 0.68%
1,103,059 1,038,652 150,272 t6.92% 0.97%
70,000 70,000 5,000 7.69% 0.07%
13,800 13,800 0 0.00% 0.01%
715,137 715,137 15,694 2.24% 0.67%
123.037 123~037 (9,864) -7,42% 0.11%
42,507 42.507 1,635 4,00% 0.04%
6,697,151 6,806,793 452,306 7.12% 6.34%
403.281 403.281 136.596 51.22% 0.38%
189,993 189,993 3,297 1.77% 0.18%
39.315 39.315 1.875 5.01% 0.04%
12,084,876 12,090,320 976,419 8.79% 11.25%
1,158,424 1,123.543 163,853 17.07% 1.05%
115,126 115,126 56,469 96.27% 0.11%
1.369.826 1.334.826 63.431 4.99% 1.24%
2,643,376 2,573,495 283,753 12.39% 2.40%
3,260 3.260 3,260 100.00% 0.00%
19,750 0 0 0.00% 0.00%
223,460 223,460 92,844 71.08% 0.21 %
5,570 5,570 265 5.00% 0.01%
279,469 304,469 35,766 13.31% 0.28%
69,719 39,080 2,933 8.11% 0.04%
0 0 (41,100} -100.00% 0.00%
21,215 21,215 1,010 5.00% 0.02%
823,084 746,050 42,229 6.00% 0.69%
330,908 330,908 13.414 4.22% 0.31%
163,889 136,639 10,181 8.05% 0.13%
14,400 14,400 0 0.00% 0.01%
24,341 19,510 931 5.01% 0.02%
7,200 7.200 2,500 53.19% 0.01%
(Continued from Previous Page)
GENERAL FUND EXPENDITURES
FY 97/98
ACTUAL
MENTAL HEALTH - REGION TEN 259,365
MENTAL HEALTH FACILITY 75,000
SEXUAL ASSAULT RESOURCE AGCY. 20,190
SHELTER FOR HELP IN EMGCY. 61,840
SOCIAL SERVICES 5,071,528
TAX RELIEF -ELDERLY/DISABLED 163,038
UNITED WAY SCHOLARSHIP PGM. 56.785
SUBTOTAL 7,086,055
EDUCATION
PIEDMONT VA. COMM. COLLEGE 8,284
PARKS & RECREATION
DARDEN TOWE MEMORIAL PARK 106,132
DISCOVERY MUSEUM 8,855
LIBRARY 1,685,260
LITERACY VOLUNTEERS 15,750
PARKS & RECREATION 1,101,222
PIEDMONT COUNCIL OF THE ARTS 8,855
TRANSER: TOURISM 585.600
VIRGINIA ARTISANS 0
VIRGINIA FESTIVAL OF THE BOOK 0
VIRGINIA FILM FESTIVAL 0
VISITOR'S BUREAU 0
WVPT PUBLIC TELEVISION 7.000
SUBTOTAL 3,518,675
COMMUNITY DEVELOPMENT
ALBEMARLE HOUSING IMPROV. 357.375
BUS SERVICE/ROUTE 29 46,000
GE FANUC/ECON. DEVELOPMENT 0
MONTICELLO COMM. ACTION AGCY. 60,335
OFFICE OF HOUSING 336,656
PIEDMONT HOUSING ALLIANCE 0
PLANNING 967,711
PLANNING DISTRICT COMMISSION 62,686
SOIL & WATER CONSERVATION 30,500
VPI EXTENSION SERVICE 141,645
ZONING 501.214
SUBTOTAL 2,504,123
SUBTOTAL GEN. FUND OPERATIONS 33,404,983
PLUS COMPRESSION RESERVE 0
TOTAL GEN. FUND OPERATIONS 33,404,983
NON-DEPARTMENTAL
TRANSFER TO CAPITAL FUNDS 2,721,148
GENERAL GOVq' DEBT SERVICE 0
SCHOOL DEBT SERVICE RESERVE 600,000
CITY/COUNTY REVENUE SHARING 5,518,393
CONTINGENCY RESERVE 0
JAIL EXPANSION RESERVE 100,000
SCHOOL DIVISION DEBT SERVICE 6,845,880
REFUNDS 35.648
SUBTOTAL 15,821,069
SUBT. OTAL GEN. FUND EXPENDITURE 49,226,052
TRANSFER TO SCHOOL DIVISION 46,091,436
SCHOOL TRANSFER - ONE TIME 0
SUBTOTAL 46,091,436
TOTAL GENERAL FUND
95,317,488
FY 98/99 FY 98/99
294,500 294,500
0 0
20,190 20,190
64,173 64,173
5,272,513 5,317,090
231,000 231,000
63.025 63.025
7,632,929 7,677,506
8,535 8,535
110,685 110,685
9,360 9,435
1,778,314 1,778,314
15.050 15,050
1,236,550 1,246,503
9,360 9.435
585,600 585,600
0 0
0 0
0 0
0 0
7.000 7.000
3,751,919 3,762,022
357,456 357,456
48,100 48,100
0 150,000
62,145 62,145
433,858 466,679
35,000 35,000
994,215 1,278,408
64,926 64,926
30,736 41,570
151,104 151,104
500.159 511.223
2,677,699 3,166,611
35,360,813 36,611,805
196.240 65.770
35,557,053 36,677,575
2,012,312 2,012,312
110,688 110,688
0 0
5,587,013 5,587,013
184,913 174,976
0 0
7,558,748 7,558,748
81.500 81.500
15,535,174 15,525,237
51,092,227 52,202,812
49,038,488 49,038,488
200.000 200.000
49,238,488 49,238,488
100,330,715 101,441,298
FY 99/00 FY 99/00 $ % %
358,457 312,170 17,670 6.00%
0 0 0 0.00%
24,000 21,210 1,020 5.05%
66,573 66,573 2,400 3.74%
6,054,765 ' 5,932,702 660,189 12.52%
245,000 245,000 14,000 6.06%
64.916 64.916 1.891 3.00%
8,799.976 8,494,332 861,403 11.29%
0.29%
0.00%
0.02%
0.06%
5.52%
0.23%
0.06%
7.91%
10,250 10.250 1,715 20.09% 0.01%
118,745 115,450 4,765 4.31%
9,792 9,792 432 4.62%
1,870,390 1.861.464 83,140 4.68%
15,680 15,680 630 4.19%
1,328,719 1,281,679 45,129 3.65%
9,750 9.750 390 4.17%
684,720 684.720 99,120 16.93%
I 125 0 0 0.00%
15,000 0 0 0.00%
10,000 0 0 0.00%
0 0 0 0.00%
7.000 7.000 (3 0.00%
4.070,921 3,985.525 233,606 6.23%
0.11%
0.01%
1.73%
0.01%
1.19%
0.01%
0.64%
0.00%
0.00%
0.00%
0.0O%
0.01%
3.71%
368,506 368.506 11,050 3.09% 0.34%
106,500 50,500 2.400 4.99% 0.05%
0 0 0 0.00% 0.00%
134,062 88,918 26,773 43.08% 0.08%
476,400 413,152 (20,706) -4.77% 0.38%
42.500 85,000 50.000 142.86% 0.08%
1,321,956 1,421.241 427,026 42.95% 1.32%
84,184 84.184 19,258 29.66% 0.08%
46,562 46,562 15,826 51.49% 0.04%
160,911 158,756 7,652 5.06% 0.15%
572.740 563.064 62.905 12.58% ~
3,314,321 3,279,883 602,184 22.49% 3.05%
39,405,643 38,860,624 3,499,811 9.90%
196,240 202.734 6.494 3.31%
39,601,883 39,063,358 3,506,305 9.86%
36.17%
0.19%
36.36%
2,157,930 2,157,930 145,618 7.24% 2.01%
110,688 310;688 200,000 180.69% 0.29%
0 0 0 0.00% 0.00%
5,853,794 5~853,794 266,781 4.78% 5.45%
50,000 200,000 15,087 8.16% 0.19%
0 0 0 0.00% 0.00%
8,450,000 8,450,000 891,252 11.79% 7.86%
26.000 26.000 (55!500) -68.10% 0.02%
16,648,412 16,998,412 1,463,238 9.42% 15.82%
56,250,295 56,061,770 4,969;543 9.73%
52.18%
51,335,564 51,335,564 2,297,076 4.68% 47.78%
50.000 50.000 (150:000) -75.00% 0.05%
51,385,564 51,385,564 2,147,076 4.36% 47.82%
107,635,859 107,447,334 7,116,619 7.09%
100.00%
Administration
Strategic Planning & Process Review Manager (Hired in January, 2000) - HUman Resources
Increased Funding for Continuing Education Tuition Reimbursement - Human Resources
Judicial
h~eplacement (..;hair and L;omputer for Judge - (Seneral L)~StnCt L;ourt
Permanent Juvenile & L)omest~¢ Nelat~ons uourt ~a~l~rr - ~Snentrs Ott~ce (L;ounty ~nare ~ bO%)
L)ngo~ng hundmg for HunUng L;ontrol ~-morcement - ~nentrs L)rr~ce
Public Safety
Additional Overtime for Specialized Police Training - Police Department
1.0 FTE Traffic Officer for Community Policing Unit - Police Department
Market Equity Adjustment for Police Officers - Police Department
Regional Crime Information Network Coordinator - ECC (County Share @ 33%)
1.0 FTE Dispatcher - Emergency Communications Center (County Share @ 43.29%)
3.0 FTE Career Firefighters (Hired in October, 1999) - Fire/Rescue Division
Hazardous Materials Response Unit Supplies - Fire/Rescue Division
J.C.F.R.A. Vehicle Maintenance Funds - J.C.F.R.A
J.C.F,R.A. Vehicle Fuel Funds - J.C.F.R.A
Additional Operating Costs for Regional Jail Expansion - Regional Jail
Engineering & Public Works
1.0 FTE Civil Engineer Senior for Plan Review - Engineering
1.0 FTE Erosion Control Plans Reviewer/Inspector - Engineering
Stormwater Detention Basin Maintenance - Engineering
Median Strip Mowing Funds - Public Works - Maintenance
Human Services
2.0 FTE Foster Care Social Workers - Socia Services
2.0 FTE Child Protective Services Social Workers - Social Services
Comprehensive Services Act Local Match Funding ncrease - Social Services
Additional Funds for Growing Healthy Families - Commission on Children and Families
Additional Congregate Meals - JABA
Additional Home Delivered Meals - JABA
Additional Funds - Madison House
Agency Funding - AIDS Support Group
Additional Local Match for the Runaway Emergency Shelter - Children Youth & Family Services
Additional Operating Costs - Piedmont Virginia Community College
Parks/Recreation/Culture
10 Summer Playground Program Special Needs Assistance - Parks & Recreation
40 Hr./Week Library Assistant - Northside Library (County Share @ 81.09%)
Technical Services Librarian - Central Library (County Share @54.87%)
Sunday Hours at Mont-AW Computer Lab - Central Library (County Share @ 50%)
33,065
3,500
2',buu
10,951
36,731 *
141,500
20,000
12,307
123,632
6,100
50,000
40,000
67,259
59,780
60,770
10,000
15,600
20,167
32,164
250,000
25,000
1.358
4,109
2,5O0
3,260
1,250
1,715
16,205
18,452
7,227
1,050
(Continued on next page)
(Continued from previous page)
Community Development
1.0 FTE Planning Technician (Hired in October, 1999) - Planning
Funding for Tax Map/Parcel Digital Conversion - Planning/E-911
Funding for Aerial Photography - Planning/E-911
1.0 FTE GIS Specialist I - Planning/E-911
1.0 FTE Zoning Assistant (Hired in October, 1999)
Additional Overtime for Zoning Inspectors - Zoning
Salary Adjustments for MACAA Staff - MACAA
Community. Assessment Program (CAP)/Centralized Intake Funds - MACAA
Additional Staff for the RideShare Program - TJPCD
Rivanna River Basin Corridor Study - TJPDC
Capital Improvement Program & Debt Service
PVCC Main Academic Facility Renovations (County Share @ 40.9%) ~ 1st of 2 Annual Payments
General Gover;nment Debt Service Reserve Funds
Total County Executive Funded Priorities'
* Net of Offsetting Additional Revenues
22,310
30,076
1,125
6 600
17,600
6,124
10,000
18,618
200.000
1,418,681
Public Safety
Additional Overtime for Specialized Police Training - Police Department
1.0 FTE Traffic Officer for Community Policing Unit - Police Department
6.0 FTE Dispatchers - Emergency Communications Center (County Share @ 43.29%)
Engineering & Public Works
Additional Funding for Stormwater Detention Basin Maintenance - Engineering
Leaf Amnesty Program (October - November) - Public Works - Recycling
Human Services
Comprehensive.Services Act Local Match Funding Increase - Social Services
Parks/Recreation/Culture
12 Hr./Week Library Clerk ~ Northside Library (County Share @ 81.09%)
Community Development
DISC Consultant Assistance with Neighborhood Plans
DISC Consultant Assistance with Ordinance Re-Write
Pantops Shuttle - CTS
* Net of Offsetting Additional Revenues
27,377
36,731
73,854
27 000
5,000
250,000
3,236
50,000
200,000
56,000
SCHOOL DIVISION BUDGET
EXPENDITURES
SCHOOL FUND OPERATIONS
SELF-SUSTAINING OPERATIONS
SUBTOTAL
REVENUES
GENERAL FUND TRANSFER
OTHER SCHOOL FUND REVENUES
SELF-SUSTAINING OPERATIONS
SUBTOTAL
OVE~UNDER
FY97/98
ACTUAL
70,675,712
77,772,339
46,091,436
25,609,088
6.968.689
78,669,213
896,874
FY 98/99 FY 98/99
77,391,036 77,510,244
6.545.782 6.726.525
83,936,818 84,236,768
49,238,488 49,238,488
28,152,548 28,271,756
6.545.782 6.726.525
83.936,818 84,236,768
0 0
FY 99/00 FY 99/00 $ % %
83,130,700 82,153,928 4,762,892 6.15% 91.86%
~ 7.275.680 729.898 11.15% 8.14%
90,406,380 89,429,608 5,492,790 6.54% 100.00%
51,385,564 51,385,564 2,147,076 4.36% 57.46%
30,.768,364 30,768,364 2,615,816 9.29% 34.41%
7.275.680 7.275.680 729.898 11.15% 8.14%
89,429,608 89,429,608 5,492,790 6.54% 100.00%
-976,772 0 0 0.00% 0.00%
The School Board's requested budget of $90,406,380 includes $83,130,700 in regular School Fund operations and
$7,2,75,680 in self-sustaining fund operations, for an increase of $6.5 million (7.7%) over the current year. This requested
budgbt exceeds available revenues of $89,429,608 by $0.977 million.
The major components of the funded portion of the School Board's baseline operational request include: $1.7 million in
growth costs for the anticipated 224 new students and other improvements, including 15.2 new teachers for regular and spe-
cial education; $0.7 million in funding for the Standards of Accreditation, including 12.0 new teachers to equalize baseline
class sizes for all schools, in light of the differentiated staffing, seven period high school schedule and other instructional fac-
tors; and regular salary and benefit increases for teaching and classified staff. Expanded funding also is requested by the
School Board for the following unfunded needs:
· Three (3) Additional Mobile Classi-ooms
· Elementary Art, Music and Physical Education Staffing (3.0 FTE)
· English as a Second Language - Phase II
· Gifted Education-Phase II
· 2% Operational Increases for School and Department Budgets
· Orchestra - Phase I
· Secondary Alternative Education
· . Staffing Committee Recommendations (Partial Funding for 4.0 FTE)
· Tuition Reimbursement Phase-In
$120,000
$122,709
$76,032
$102,086
$120,060
$46,180
$180,000
$163,612
$60,000
The recommended School Division budget of $89,429,608 is balanced with available revenues and reflects a $5.5 million
(6.5%) increase over FY 98/99. This recommended amount includes $82,153,928 for School Fund operations and
$7,275,680 in self-sustaining fund operations.
Additional funding for the School Board's $976,772 shortfall may be addressed from the Board of Supervisors' contin-
gency reserve of $200,000 (recurring funds), and from the School Board's $58,900 budgeted reserves. Additionally,
one-~time expenditure savings from the mild winter we have experienced this year could be utilized for identified non-
recurring expenditures, assuming mild spring weather. We anticipate these savings to be approximately $150,000.
,_ choo! 'Z)i. vi. eion
General Fund
Transfer
57%
FY 1999/00 Recommended School Division Revenues
$89,429,608
Carry Over/Fund
Balance
1%
Self-Sustaining
8%
Local
1%
Federal
1%
State
32%
FY 97/98
ACTUAL
TOTAL REVENUE
LOCAL REVENUE
USE OF MONEY.AND PROPERTY 87.051
CHARGES FOR SERVICES 231,175
MISCELLANEOUS REVENUE 101,623
RECOVERED COSTS 214.127
SUBTOTAL 633,977
STATE REVENUE
RECOVERED COSTS
STATE BASIC AID
STATE SOQ ACCOUNTS
OTHER CATEGORICAL AID
SUBTOTAL
FEDERAL CATEGORICAL
SELF-SUSTAINING FUNDS
TRANSFERS/CARRY-OVER/FUND BAL
GEN. FUND TRANSFER (RECURRINE 46,091,436
GEN. FUND TRANSFER lONE-TIME) 0
OTHER TRANSFERS 58,670
CARRY-OVER 0
FUND-BALANCE Q
SUBTOTAL 46,150.106
78,669,213
1,381,998
19,298,333
2.075,664
1.348.344
24,104,339
812,103
6,968,689
FY 98/99 FY 98/99
57,000- 57.000
266.000 266,000
57,000 87,038
232.099 232.099
612,099 642,137
1,640,402 1,640,402
19,777,915 19,777,915
2.522,809 2,522,809
1.608.693 1.697.863
25,549,819 25,638,989
946,448 946.448
6,545,782 6,726,525!
49,038,488 49.038,488'
200.000 200,000
58,670 58,670
195,422 195,422:
790.090 790.090
50,282,670 50,282,670
83,936,818 84,236,768
FY 99/00 FY 99/00 $
62,500 62.500 5.500
113.000 113,000 (153,000)
57,000 57,000 0
283.754 283.754 51.655
516,254 516,254 (95,845)
%
INC
9,65%
-57.52%
0.00%
-15.66%
0.07%
0.13%
0.06%
0.32%
0.58%
51,335,564 51,335,564 2,297,076 4.68% 57.40%
50,000 50,000 (150,000) -75.00% 0.06%
158,670 158,670 100,000 170.44% 0.18%
0 0 (195,422) -100.00% 0.00%
790.000 790.000 ~ -0..01% 0.88%
52,334,234 52.334.234 2.051,564 4.08% 58.52%
89,429,608 89,429,608 5,492,790 6.54% 100.00%
1,746,858 1,746.858 106,456 6.49% 1.95%
22,205,205 22,205,205 2,427,290 12.27% 24.83%
2,588,868 2,588,868 66,059 2.62% 2.89%
1.734.649 1.734.649 125.956 7.83% 1.94%
28,275,580 28.275,580 2,725,761 10.67% 31.62%
1,027,860 1,027,860 81,412 8.60% 1.15%
7,275,680 7,275,680 729,898 .11.15% 8.14%
FY '1999/00 Recommended School Division Expenditures
$89,429,6O8
School Allocations
4%
Administration
4%
Transportation
6%
Instruction/
Instructional
Support
70%
Building Services
8%
Other <1%
Self-Sustaining
Operations
8%
SCHOOL EXPENDITURES
INSTRUCTION/INSTRUCTIONAL SUPPORT
K-12 INSTRUCTION-SALARIES
C.A.T.E.C
SUMMER SCHOOL
INSTRUCTIONAL SUPPORT
STUDENT SERVICES
COMMUNITY~FED.WOC. PRGMS
MEDIA SERVICES
COMPUTER TECHNOLOGY
VOCATIONAL EDUCATION
SUBTOTAL
SCHOOL ALLOCATIONS
ELEMENTARY SCHOOLS
MIDDLE SCHOOLS
HIGH SCHOOLS
SUBTOTAL
OTHER SERVICES
ADMINISTRATION
TRANSPORTATION SERVICES
BUILDING SERVICES
SALARY RESTRUCTURING
LASPE FACTOR ACCOUNT
SUBTOTAL
SELF-SUSTAINING FUND OPERATIONS
TOTAL EXPENDITURES
FY 97/98
ACTUAL
46,573,996
802,131
39,243
1,094,635
3,O42,286
142,311
877,079
693,154
78.865
53,343,700
1,207,719
645,418
1.340.807
3,193,944
2,651,075
5,088,919
6,398,073
0
14,138,067
7.096.627
77,772,339
FY 9~99
ADOPTED
51,341,034
819,208
124,243
1,412,~09
3,260,143
309,963
985,249
822,748
80.380
59,155,877
1,121,583
619,898
1.427.613
3,169,094
3,074,533
5,080,273
7,167,648
43,610
-300.000
15,066,064
6.545.782
83,936,818
51,341,034[
819,208
124,2431
1,413,109
3,261,143
309,963
· 1,075,869
822,748
80.380
59,247;697
1,140,641
622,3981
3,191,652~
3,079,363
5,O80,273
7,167,648
43,610
-300.000
15,070,894
6.726.525
84,236,768
FY 99/00
55,001,855
898,074
124,243
1,806,408
3,699,856
307,391
882,931
929,052
83.239
63,733,049
1,153,765
644,677
1,590;845
3,389,287
3,164,968
5,414,696
7,660,948
44,467
-276.715
16,008,364
7.275.680
90,406,380
FY 99/00
54,528,517
898,074
124,243
1,604,296
3,695,256
307,016
819,686
927,688
81.666
62,986,442
1,132,078
632,471
1.560.747
3,325,296
3,173,534
5,408,703
7,492,201
44,467
-276.715
15,842,190
7.275.680
89,429,608
$
3,187,483
78,866
0
191,387
435,113
(2,947)
(165,563)
104,940
1.286
3,830,565
10,495
12,573
133.134
156,202
99,001
328,43O
324,553
857
23;285
776,126
729.898
5,492,790
6.21%
9.63%
0.00%
13~.55%
13.35%
-0.95%
-16.80%
12.75%
1.60%
6.48%
0.94%
2.03%
9.33%
4.93%
3.22%
6.46%
4.53%
1.97%
-7.76%
5.15%
11.15%
6,54%
60.97%
1.00%
0.14%
1.79%
4.13%
0.34%
0.92%
1.04%
0.09%
70.43%
1.27%
0.71%
1.75%
3.72%
3,55%
6.05%
8.38%
0.05%
-0,31%
17.71%
8. t4%
100.00%
cl oo! Z3Z ZsZon Zo ZtZe
Projected
Revenue
Available Additional Funds *
Local Revenue Decrease
Increa.sed General Fund Transfer (Recurring Funds from Local Government)
State Revenue Increase (Estimated ADM of 12,057)
Additional Federal Revenue (Special Education Only)
Less Local Government One-Time Funding
Include One-Time Transfer from CIP
Less Budgeted School Fund Balance
Less FY 1996-97 Carryover
Include FY 1997-98 Carryover
Expenditure
Changes
Decrease Lapse Factor to -$276,715
Other Reductions
One-Time Item Reductions
(95,845)
2,297,076
2,725,761
81,412
(100,000)
100,000
(195,422)
(790,090)
790 000
(23,285)
19,830
554,247
[Total Available Funds
5,363,684
Proposed Expenditures
Funding for
Growth &
Other
Improvements
100% Funding for Regular Education Staffing to Support Growth (11.2 FTE)
Special Education Staffing to Support Growth (4 FTE)
Per Pupil Allocation (224 additional Students)
Textbooks for Growth
Additional Placements at ivy Creek School
Custodial/Maintenance/Operations at ivy Creek/Henley/Stone Robinson
Increased Comprehensive Services Act Funding
increased Funding for CATEC
Enhanced English as a Second Language (ESOL) Services
Additional Mobile Classrooms
Additional Special Education Cars-and Drivers (2 FTE)
Health Clinicians Phase II of Ill (2 FTE)
Elementary Media Teaching Assistant Time (3 FTE)
Additional Elementary Art, Music. & PE Staffing (0.8 FTE)
Additional Funding for High School Athletics
Technology Reorganization
$OA
Funding
Standards of Accreditation Funding
Staffing for an Equal Baseline (12 FTE)
Staff Development Clerical Position (0.5 FTE)
Maintain
Competitive
Compensation
4.0% Classified Merit Pool
4.0% Teacher Incr. (Step, $700 for teachers in transition, & 2.36% Scale Adj)
VRS Rate Increase
Increased Medical Insurance (From $2,445 to $2,608 Per Person)
increased Dental Insurance (From $73 to $84 Per Person)
Funding for Phase- n of Compress on Adjustments
458.114
163,612
83,487
50,425
97.172
108,658
175,000
78,866
76.301
40,000
50,046
54,192
40,932
32,723
80.000
80,000
200,000
490,836
12,325
749,571
1,321,538
428,139
235,698
13,920
44,467
(Continued on next page)
cl oo! Z3z z zon Zo Ztze
(Continued from previous page)
Misc.
Adjustments
Additional Funds for Board Deputy Clerk Position (0.5 FTE)
Additional Funds for ESOL Positions
Recurring Funding for Technology Instructional Coordinator
Additional Funding for School Resource Officer at Monticello
Additional Instructional and Administrative Reclassifications
15,914
21,000
51,033
23,125
27,683
ITotal Proposed Expenditures
5,304.777I
Reserve
School Board Reserve
58,907
ITotal Reserve
58,907I
Total New Expenditures & Reserve
Less Available Funds
5,363,684
(5,363,684)
IAdditional Revenue Needed to Fund Proposed Budget
* Based on School Board approved budget of $77,341,036 for FY 98/99.
ol
School
Board
Additions
School Board Additions to Superintendent's Budget
Additional Mobile Classrooms (3)
Elementary Art, Music, & PE Staffing {3.0 FTE)
English as a Second Language - Phase II
Gifted- Phase I
Increase School and Department Budgets by 2%
Orchestra · Phase I (Revised)
Secondary Alternative Education
Staffing Committee Recommendations (Partial Funding 4.0 FTE)
Tuition Reimbursement (Phase-in)
120 000
122,709
76,032
102,086
120,060
46,180
180,000
163.612
6O,0O0
[Total School Board Additions (Unfunded) 990,679
Fiscal Year 1996/97 General Judicial Public Public Health, Rec & Comm.
Admin Admin. Safety Works Welfare Education* Culture Develop. Misc.**
Per Per Per Per Per Per Per Per Per Total
Selected Counties Capita , ,.Capita Capita Capita Capita Capita Capita Capita Capita Expenditures
Fairfax 90.21 21.83 260.65 148.04 272.11 1,124.28 84.93 91.95
Prince William 58,66 29.21 279.02 88.35 145.91 1,138.62 83.26 48.76
Chesterfield 64.59 31.57 259.99 46.49 106.42 1,057.87 45.71 28.16
Henrico 101.09 27.4 324.67 110.57 117.03 879.97 61.24 26.62
Arlington 188.22 48.38 457,8 143.4 429.49 939.27 196.87 73.94
Loudoun 96.06 26.15 184.34 64.22 164.68 1,080.95 76.94 64.73
Roanoke 64.44 28.61 197,08 155.59 88.89 1.022.15 50.67 19,85
Montgomery 28.61 13.81 48.59 38.55 104.32 692.47 24.21 10.81
Stafford 49.18 22.74 151.13 40.22 91.9 1.049.43 51.76 20.2
Albemarle 45.91 23.77 139.34 28.53 163.51 918,64 42.01 49.92
Hanover 50.83 15.45 160.15 42.19 97.76 885.27 31.17 28.95
Spotsylvania 52.86 28.73 134.02 46.78 99.79 1,093.27 42.16 18.39
Rockingham 33.03 21.15 97.08 55.06 94.66 946.52 13.62 11.29
Augusta 32.36 12.17 107.75 30.66 78.82 951.26 23.08 53,8
Henry 38.49 23.49 104.76 39.58 121.28 862.38 25.49 21.18
Pittsylvania 26.25 20,1 121.52 28.6 133.89 807.60 8.1 29.47
York 68.34 20.48 195.07 123.67 126.99 997.89 32 27.63
Bedford 25.73 12.19 100.3 66.19 95.23 689.73 25.61 17.81
Fauquier 103.76 40.69 157.72 177.43 200.51 1,071,58 43.95 37.06
Frederick 49.61 29.91 134,14 84.6 91.7 1,009.31 49.21 36.74
Charlottesville 123.89 35.21 327.64 190.09 372.09 1,013.26 135.8 32.54 84,982,801
I Average 66.29 25.38 187.75 83.28 152.24 963.42 54.66 35.23 3.10 250,569.224
I., For Virginia Counties 67.97 26.23 190.12 85.77 175.19 968.49 53.24 45.82 30.60 7,165,546,265
65.04
1,924.194,302
472,254,000
399,985,046
402,749,514
444,689,758
233,891,990
132,785,885
74.025.168
130.379.814
117.393,311
103,105.139
117.793,791
82,069,940
79,974.157
69,621,853
67.945,520
90,111,289
57,939.265
95.117,166
80.943,994
' Education expenditures exclude debt service.
** Revenue Sharing with the City of Charlottesville.
Source: Commonwealth of Virginia, Auditor of Public Accounts. Comparative Report of Local Government Revenues & Expenditures:
For the Fiscal Year Ended June 30, 1997. Richmond. Virginia.
COMPARATIVE REAL PROPERTY TAX RATES - FY 97~98
Selected Counties
1998
Population
Fairfax
Prince William
Henrico
Chesterfield
Arlington
Loudoun
Stafford
Spotsylvania
Roanoke
Hanover
930,400
258 700
247 200
246 100
181 7OO
143 900
87 400
83500
81 600
81 500
1998
Tax Rate*
1.23
1.36
0.94
1.08
0.998
1.11
1.08
0.94
1.13
0.73
IAIbemarle 80,200 0,72
Montgomery 77,500 0.76
Rockingham 65,000 0.68
Augusta 62.400 0.58
Pittsylvania 58,900 0.48
York 57,200 0.86
Bedford 56.600 0.64
Henry 56,000 0.60
Frederick 55,800 0.59
Fauquier 52,600 1.00
I Averag es 148,210 0.88
Charlottesville
' Per $100 of assessed value.
38,100 1.11
Source: Tax Rates: University of Virginia, Weldon Cooper Center for Public Service. 1998 Tax Rates:
Virginia's Cities, Counties and Selected Towns. Albemarle, Virginia, 1999.
PoPulation: University of Virginia, Weldon Cooper Center for Public Service (1998 Provisional)
Strategic Directions for
FY99/00
A Closer Look at
Albemarle County's
FY 99/00 Operating
Budget
Agenda
· ~ Who We Are and What We Do
What it Takes to Get the 3ob Done
:~ A Closer Look at the County Budget
~ Understanding what Drives the County's
Budget
~ How You Can Get Involved
Who We Are
740 square miles
80,200 residents
Growing at 2% a year
Urban, suburban and
rural neighborhoods
What it Takes to Get the
Job Done...
;; 4,t00-flre/r~e~al~fo~se
;il 218 tons of trash collected
during five dap-off days
~ 40,600 calls for police service
~ 50,000 visitors to our three
swimming beaches
; over $0.700 million in federal
housing grants
~ over 30 child protective service
assessments per month; foster
care services to over 120
children per month
A Closer Look at FY99/00
FY 99/00 Total County Revenues
$145.5 Million
Carry-Over/
FundBalance ~ Property Tax
1% ~ 47%
Self-
Sustaining
5% Other Local
Federal 3% 22%
State 24% ~
A Closer Look at Resources
`Real Estate lax ,Rates (~. .~.~. )
Population .: .~i~i,~Ratel~$![OO.As~e~.ed Value
Chesterfield 246,100 $1.08
Loudoun 143,900 ~ $1.11
Stafford 87,400 ~ $1.08
Spotsylvania 83,500 ~ $0.94
Albemarle 80~ 200
Fauquier 52,600 :~ $1.00
Fluvanna 18,600 ~ $0.64
Greene 14,200 $0.76
Nelson 14,000 ~ $0.67
20 targest VA counties ~ $0.88
All Virginia counties ~ $0,69
Cit~ of Ch'ville 38,100 ~; $1.11
A Closer Look at FY99/00
Hxl~end/tures
FY 99100 Total County Expenditures
Gen. Govt. $t45.5 Million 27%
A Closer Look at Finances
Chan~.lin~ Circumstances
· !~ Increased Reliance on Property Taxes :~ Declining Share of Other Revenues
~ Declining Rate of Reassessment Increases
- From 22.5% (1991) to 3.5% (1999)
'~ Increasing Levels of Long-Term Debt and
Debt Service
~ Urban Needs/Infrastructure Replacement
What. is Driving the
County's Budget?
Population & Enrollment Growth - Impact
on Capital and Operating Budgets
Mandated Cost Increases
CSA - Foster Care & Adoption
~ ]uvenile .lustice/Detention
~ Education - SOL
Public Safety
How do Budget Drivers
....... _ .....
i Development and Population Pressure
· Engineer and Erosion Control Position for Plan
Review; Planning Technician;Zoning Assistant
- New librarian and library assistant
~ 224 new students
~ 11,2 new teachers; 4 special education teachers
~ textbooks, mobile classrooms
~ Capital Needs
~ $200,000 for a Debt Reserve
- $1.037 million in additional funds to capital
prolects and debt service,
How do Budget Drivers
Impact the FYO0 Budget?
'~ Mandates
Comprehensive Services Act -
Mandated social service programs
2 foster care workers; 2 child protective service workers
Special needs assistants for summer playground
program
Standards of Accreditation Funding
Additional special education cars and drivers
How do Budget Drivers
Impact the FYO0 Budget?
,~ Public Safety
3 professional firefighters
1 traffic officer
I coordinator for Regional Crime Information
Network (RCIN)
fuel and vehicle maintenance support for volunteer
fire and rescue squads
E-911 dispatcher
Permanent Sth bailiff for juvenile court
Jail Expansion Operating Costs
4
A Closer Look at Finances
/./ow Ho Illfe Compare...
Pet Capita Expenditures Education
$%000.
$900
S000
$700.
S500
S400
$300
$200
$100
S0
Pubtlc
Safety Public
n. Jud~l
J·AJbemarle E]Avg. County · Avg. City]
The Budget: An Ongoing
Process
The Budget Process
Getting Involved in the
Budget Process
Public Hearing on ~ Har 10 (Public
County Executive's Comment)
Recommended
Budget
Board Work Sessions
Public Hearing on
Proposed Budget
~.~ Operating & Capital
Budgets Adopted, Tax
Lew Set
Mar 15, t7, 22 & 24
April 7 (Public
Comment)
April 14
Getting Involved in the
Budget Process (Continued)
Or,
Visit the County's Budget Web Page:
http://www.albemarle.org/budget
Email Your Elected Supervisor:.
~.. Ask:A~!~--Al~bemade'° rg
Public Comment
Attention:
Board of Supervisors
8 March, 1999
i want to thank the members of the Board for your consideration of
introducing an orchestra to the county schools..
For the others in the audience who may not be so involved in music, I
would like to paint a picture:
This picture is in colour- in every colour- for it does not exclude any child
on the basis of his or her colour.
It is a composition of a blend of sizes & shapes- for it does not limit its
population to the stronger, more physically gifted &/ or svelt.
In this blend of' colour & size we include a harmonious mix of both sexes,
younger & older, with no economic group patronized.
The furtive exchange of glances between adolescent boys & girls is simply
nonexistant here, as everyone has eyes fixed towards the conductor with a common goal
of working together toward a common rhythm & a shared melody. It is not
young men & women competing- an orchestra can only perform with members who
work with one-another, as we must in any successful relationship.
Within this harmony of race, creed, age, sex, & socio-economical background
are siblings; no lOnger rivaling but playing music side by side to achieve a saris-
fying symphony in his/her soul.
After many hours of rehearsing together, I have witnessed many, many
times the accepting nature & patterns of tolerant behaviour ( established in the
symphony orchestra) to be assimilated & to carry over into adulthood- &- into
the "real world". What a marvelous attribute to a community this (young) person
makes!
There is a special understanding which weaves throughout this orchestra:
that winds & brass cannot replace tympany--&-- that strings must be accompanied &
juxtaposed by/with all sections to be truly appreciated. This understanding (which
weaves throughout the orchestra) is that there is a ~place & need in the orchestra
uSt as there is in the World for each of us.
That frail little girl may experience power for the 1st time as her tiny, thin
~ngers tickle the strings of that otherwise overpowering bass twice her size.
-1 -
- " And that hyperactive boy seems so settled now-at the completion of' his
passionate ~i°lin ~oncerto, centre stage. He no longer needs to bully a younger, or
smaller student in the hall. He has had his need for attention attended to.
Pairs & groups of girls & boys share valid time together; they have a common
denominator: they share the activity of playing music: preparing for an upcoming
concert for community service--& they don't have time to just "hang" at the mall
any more.
Parents know where their adolescents are; & they are proud of their children's
achievement.
! have been privileged enough to watch my own children play Baroque duets &
trios for homes for the elderly, for elementary schools, historical societies, churches,
for children & adults with special needs. Sharing the music in their lives has rein-
forced a loving understanding, a maturity beyond their years, & respect for humans
in all walks of Life,
Of all the influences in their young lives, music has been the single most
important influence, preparing a positive form of self-expressionn, self-respect,
& respect for ali individuals.
Now i want to thank you for allowing me to provide a sketch for everyone
here to understand the long-term importance of offering a string orchestra for
EVERYONEin the community: not just the city educated student, not just for the
private schooled child , or the home-schooler, or the Abemarle public school child
whose mother doesn't work & can drive the child to private lessons---No---But
for ali our county youth-within the grasp of our normal average Albemarle County
public school instructed child. By the music we do not offer in the public school
we are practicing exclusivity, limiting music to the privileged.
We know from numerous well-documented studies that orchestra enhances
SAT scores; & national statistics shoTM us every year how string programs lower
violence in public schools.
i want to once again thank you for your support in considering the string
in Albemarle County as a facilitating program to RAISE THE SAT
SCORES & LOWER THE VIOLENCE in our schools.
Barbara L. Schulman
teacher/translator
-Z-
Chris Rembold
The motto of the Albemarle County Schools is "We expect success." Based on
"success," the School Board feels they can meet state SOL requirements. I feel this
approach is destined for failure because the school system only .funds teaching the basics:
reading, writing, math, and PE.
I would like to suggest that the motto and the goal of the Albemarle County Schools
should be '~rE EXPECT EXCELLENCE." There are multiple studies showing that
students that are challenged beyond the standard curriculum will do better on standardized
tests. For example, members of string orchestras score 90 points higher on SATs than their
classmates.
The School system and School board do try to challenge students. In this year's
"Report Card," the Odyssey of the Mind program is reported to be a success. However, the
report card fa_ils to mention that Odyssey of the Mind is p~marily a. parent volunteer
program. Unpaid parents spend an average of 80 hours a year coaching teams and unpaid
judges must be recruited by the parent coaches (personally, I have done both). The school
system only pays the registration fee and provides coaches training. Why does our School
Board pay for Middle and High School Athletic Coaches and Referees and leave a program
designed for academic excellence to unpaid volunteers?
The answer is simple, the School system and School Board are afraid to fund ~elitist"
programs. This is why the School Board could find $100k for athletics, but a "so called
elitist" program like orchestra ($44k) is not funded.
In 1995, my family spent 6 months in South Wales. The schools are by US standards
poorly funded, approximately $1500 per student per year. The staff of my seven year old's
p~mary school was 6 teachers for 150 students, a secretary, two lunch ladies, and a
custodian. There was no principal (the head teachers did principal like duties after school).
Nevertheless, art was taught daily. Music and Welsh language were taught twice a week.
My 11 year old daughter (sixth grade equivalent) took the standard curriculum which
included French, German, Welsh, technology, and music in addition to the standard
English, History, Math, Science, and PE. A string orchestra program was available.
We are a rich county and can afford to challenge our children. We should have
foreign languages starting in elementary schools. Every elementary school needs a full
time art teacher. We should start a string orchestra program in every 4t~ grade.
This is not elitist: the Charlottesville High School Orchestra went to Vienna this
summer with a number of students from families making less than $20k yearly. I suggest
that such a program is necessary to encourage children to excel. In the long nm, children
destined for welfare could be encouraged to be productive members of society.
One solution is to, raise taxes. Ann additional two cents on the property tax would
fully fund an excellence program. In the long run, decreased requirements for
"disciplinary" counselors would pay for the program. An alternative is to make athletics a
program like Odyssey of the Mind with only parent volunteers.
Good evening to you all. My name is Kurt Totten and I am a second grade teacher
at Stone-Robinson Elementary. Thank you for this opportunity to speak. I want to talk to
you tonight about the success of Albemarle County students, what teachers are doing to
increase this success, and what you can do to support us.
Albemarle County Schools are serving their students well. Students exceed the
national average on SAT scores and Stanford 9 test scores. Relative to other schools in
the state, Albemarle County has done well on the SOL tests. Last year, which was
intended to be a baseline year for testing, Albemarle County students scored in the top
25% of state systems on 17 of the 27 tests. On the other 10, they scored in the top 50%.
When you consider that many, of the standards set forth by the SOL's had only begun to
be implemented when this test was administered, these results are a good start for our
system.
Other measurements also show Albemarle County students doing well. The
percentage of students who take the SAT is higher than the state and national average.
The scores themselves are also higher than the average scores of students across the state
and nation. The Stanford 9 test is given at 4th, 6t~, and 9t~ grade. At every grade level and
on every test, Albemarle County students score higher than the national average.
Yet despite this relative success, Albemarle County teachers are not satisfied. We
are working hard to improve student achievement. At Stone-Robinson, we have met
throughout the year as a faculty to discuss how to improve math instruction, become even
more aligned in our language arts program, and decide how to best meet the goals of
Albemarle County's excellent curriculum. In classrooms throughout the school, teachers
work tirelessly with children during school hours, then spend long hours after school to
reflect on what is happening and find ways to enrich and improve their instruction. We
plan directly from the County Curriculum and the Standards of Learning, finding ways to
integrate standards into lesson plans in a way that makes them meaningful and
interesting.
As far as the SOL's are concerned, teachers have heard all kinds of things said
about our attitude toward standards. Yet as a teacher at Stone-Robinson let me tell you
what our attitude is as a school.
1. We support high standards and are confident we can meet them.
2. We are using the test results to plan programs for student learn/rig.
3. We are committed to helping kids show what they know in test situations.
This is our focus in regards to improving SOL scores and the quality of our students'
education. Here are some ways that you can support us in that endeavor.
We need support to continue with what we know to be good practices.
1. Fund staffing increases in order that we may serve children through remedial
education and reduce class size.
2. Fund English as a Second Language programs so those students do not fail
simply because of language barriers.
3. Increase the school fund so that schools can at least maintain their buying
power. The money allocated has stayed the same for years while the cost of
materials has risen. Please correct this problem.
4. Fund the tuition reimbursement increase. It is illogical to expect teachers to
learn best practices within the context of a new curriculum without spending
money to train us. Despite the best efforts of a small minority of community
members to have others beheve that we are overpaid, it is truly difficult to pay
for good courses that further our education on the salaries we receive. You
may not be able to solve the problem of small salaries, but you can find a way
to fund the cost of good training.
I am proud to work in Albemarle County. Teachers are well qualified here and
I am challenged every day to do the best job I can. We have been successful with
our students in the past and will continue to be successful through hard work in
the future. Yet we need continuous support from all parts of the community
through fair funding and honest dialogue. Please start tonight by funding those
programs which deserve your support. Thank you for your attention.
~amh lb, 1999
To: The Board of Supervisors
I am Marjorie Shepherd, a parent of four, a teacher in Albemarle County, a
taxpayer and a voter.
I want to ask Board of Supervisors to, at a minimum, fund the list of unfunded
needs from the budget list. It's under one million dollars, and it represents things that
this county cares about - starting an orchestra program, expanding the gifted
program, adding another art and music and physical education teacher.
I don't understand why, in 1995, schools received 70% of the county's
available revenues, and then it was 60% and now it is 57%. I don't know who is
taking our piece of the pie, but I'd like our 13% back. I do know what the cuts feel
like in the classroom. The $100 I got for classroom supplies this year did not get me
nearly what the same $100 got in 1987. The amount I got for Social Studies
supplies - the same as it's been for ten years - doesn't even pay for one pull-down
map. I could use that 13%.
And my paycheck - there must be someone pocketing a piece of my
paycheck from that pie. People on Social Secudty got 4.2% more in pay raises than I
did over the last five years, and it isn't me who's supposed to be on a fixed income.
And ! don't think the 3% I'm supposed to get this year makes up for that, much less
gives me any semblance of a raise.
The State recommends 6% pay raises for teachers this year. By the time we
get it, of course, it will be January, and the state will actually give us only just over
1% because Albemarle has what's called "Ability to Pay~, compared to other
communities. And you know what? We do!
This is one of the wealthiest counties in the state. Unemployment is at 1.1%.
We're in a boom time. We do have the ability to pay - you just aren't paying it.
Revenues in this county are up 7% over last year. So why isn't school funding up
7%? And how about my paycheck?
I don't understand why, year after year, you authorize less than is needed for
schools. It is certainly not the will of the people of this county to reduce the quality of
education or the number of offerings in our schools. The quality of our schools is the
most basic component to the quality of life, to our property values, to our crime rate,
to the competence of our population. For you to chip away at the funding in real
dollars, year after year is untenable. This county - except for that merry band of
Reverse Robin Hoods out there, who would steal from the schools to give to the rich
- this county - the other 79,500 of us, support quality schools and want you to
support them, too.
You are the people with the power of the purse. Fund the unfunded needs.
Fund the instructional monies and teacher raises. And find out what happened to our
13%.
Thankyou.~ ~~
Some facts about orchestra:
A proposal to fund the first year of a string orchestra
program is part of the Albemarle County School board's
budget recommendation for the coming school year. A
string program would be designed to complement the
existing components of the music program, band and
chorus, and would provide students with an opportunity
to study classical music repertoire.
Comparing Albemarle with other school
districts:
It is a point of pride that Albemarle County schools
compare favorably with schools around the state in
academics, but Albemarle County does not fare so well
when arts programs, and orchestra in particular, are
being compared.
Some Virginia school systems with orchestra programs
(this list is not complete):
*Northern Virginia: Fairfax, Alexandria, Prince
William, Fauquier, Loudoun, Manassas, Falls Church,
Annandale
*Richmond area: Henrico, Hanover, Chesterfield,
Richmond
*Tidewater area: Norfolk, Portsmouth, Virginia
Beach, Chesapeake, Colonial Heights
*Elsewhere around the state: Charlottesville,
Lynchburg, Roanoke, Danville, Orange, Stafford,
Fredericksburg, Shenandoah Co.
Sutherland's Successful Pilot Strings
Program
1995-96
1996-97
1997-98
1998-99
Sutherland started a string ensemble with only
five students: one cello, two violas, and two
violins. The ensemble, of sixth-graders only,
was scheduled into the school day and taught by
the band instructor, Tim Wilkinson.
String ensemble, still scheduled as part of the
school day, is expanded and includes 8 seventh-
graders and 11 sixth-graders.
String ensemble cannot be scheduled during
school day, because of budgetary and schedule
constraints. An after school program is
attempted but is not successful.
With string ensemble once again scheduled
during school day, the largest number of
students to date are registered: 8 seventh-
graders, and 14 sixth-graders, for a class size of
22. In future years, if the program
encompasses all three middle-school grades, the
class size will continue to increase.
Fundraising
Supporters of string orchestra in Albemarle County have
pledged to assist in fundraising efforts that will support
this fledgling program. Possible sources of additional
funds to augment the funds in the budget proposal
include:
*Virginia Commission for the Arts, Arts Curriculum
Development Grant, maximum of two grants annually of
$2,500
* Charlottesville-Albemarle Community Foundation
(provided $10,000 grant for CHS Orchestra Vienna trip)
*Perry Foundation (also provided $10,000 grant for
CItS Orchestra Vienna trip)
*Corporate support
*PTO-sponsored fundraising efforts
A few quotes on the subject:
"Slatkin, like many musicians, worries about where the
American audience for classical music will come from in
20 years...But several music educators in the United
States say there is reason for optimism. They said there
is a renewed awareness of music's value and that more
effort and money is now being spend on American public
school education. Part of the boost has come from recent
scientific research and studies showing that early music
education improves concentration, math abiliW, even SAT
scores." . The Washington Post, 2/17/99
"Making art, consuming art, and learning about art
employ the finest of our democratic values: tolerance,
generosity, fairness, openness, opportunity, freedom of
expression, and creativity. These are some of the deepest
philosophical principles on which our nation was
founded.". Bill Ivey, NEA Chairman
"Music has a tremendous value as an academic discipline.
It contributes to the understanding of other subjects. In
school there's a tremendous difference between learning
about and doing. With music, you do both. And now
brain research is showing that music helps everybody
learn . it isn't just that the smart kids take music. More
schools have to pay attention to the arts, by teaching
them and by getting more community
involvement...Funding always is a problem for a school
board, but the question is, do we want minimal education
for survival, or education for a quality life?"..Joan
Schmidt, director of the National School Boards
Association, quoted in Parade Magazine, 2/28/99
Remarks for Public Hearing on March 10, 1999
Cathy Perry, Gifted Advisory Committee Chairperson
Speaking on behaff of the Gifted Advisory Committee
I am Cathy Perry, Chairperson of the Gifted Advisory Committee. I am speaking on
behalf of this committee which includes parents, teachers, and community members
representing all 24 county schools.
Our committee strongly supports all initiatives which the School Board deems essential
to a quality education. Among these initiatives is a plan to enhance gifted services. This
initiative is Phase 2 of a 5 year plan to increase staffing for gifted specialists in all
schools. Phase 1 of the initiative was funded in 98/99. Phases 2 through 5 will increase
gifted staff incrementally at all schools so that large schools have full-time gifted ed
specialists and small schools have at least half-time gifted specialists. This initiative
allows sustained oppommities for identified gifted students and others whose interests
and abilities suggest they will benefit.
Funding for this initiative is required for several reasons:
Growth in Services
· With 2 exceptions - an elementary pull-out program and Governor's Schools - all
services provided for gifted students are available to other students who would
benefit. Demand for these services has increased dramatically in the past 5 years;
however, there has been no comparable increase in resources to provide these
services.
For example, there are 3 times as many students participating in Independent Study
this year as in 94/95; however, staff responsible for implementing the program has
increased by only 20%.
Another example of program growth is Odyssey of the Mind. Five years ago, we had
2 OM teams in one school. This year, there are 53 teams in 22 schools. Again, while
the demand for services has increased, in this case by 25 times, the staff has increased
by only 20%.
Need for Differentiated Instruction
· The main focus of the gifted services initiative is to support differentiated instruction
so that all students are challenged academically. Gifted specialists collaborate with
classroom teachers to compact curriculum, differentiate instruction, locate advanced
materials, work with small groups of students on curriculum-related projects,
organize enrichment activities, and facilitiate mentorships. Students not formally
identified for gifted services are part of the talent pool benefitting from this
collaboration. The collaboration improves instruction and maintains a rigorous core
curriculum which is challenging to our brightest students.
Value of Providing Full-time Services Which Are Fully Integrated with the Classroom-
Providing a full-time gifted ed-specialist.in.schools is necessary to provide full-time
services for students. Gifted specialists now work in schools on a part-time basis.
Part-time assignments make it difficult to fully integrate services with the classroom.
The value of a full-time specialist is evident in one school which has a full-time gifted
ed specialist. For two years, this specialist has worked with a group of advanced
math students daily. Of the 29 students working with the gifted specialist, 25
received Advanced scores on their 3rd grade math SOL test and 4 students received
Proficient scores. This record far exceeds county averages and illlustrates the role
that a full-time gifted specialist c. an play in academic achievement.
Our gifted ed initiative is necessary to maintain quality of services for students and
extend services to' all students who would benefit. Funding for Phases 2through 5 of this
initiative enables us to accomplish these goals. On behalf of the Gifted Advisory
Committee, I thank our School Board for its commitment to quality education and I
encourage the Board of Supervisors to provide funding to support this commitment.
Albemarle County Public Schools Principals' Association
Statement for FY 99-00 Budget Consideration
Wednesday, March 10, 1999
My name is Don Vale and I am tri-chair of the AlbemarleCounty Principals' Association.
I am speaking here tonight representing the principals, assistant and associate principals for the
twenty-four public schools in our county.
As you begin deliberations on the FY 99-00 budget, we would like to take this
oppommity to give you some input from the building principal's point of view:
Foremost, we wish to acknowledge and recognize that this budget cycle presents a new
set of challenges. Projected revenues rarely meet projected expenditures. Yet I would ask
you to please consider that the State Composite Index suggests that Albemarle County
has the ability to continue to fund excellence in our schools. The current tax rate suggests
that we have been able to provide excellent services with a rate significantly lower than
most localities. The results of measures like the Stanford 9 Achievement Test, the SAT
Test and even the results of the latest assessment, the Virginia Standards of Learning
Test (scores in the top 10% on 25 of the 27 tests administered), suggests that our school
system continues to outperform its resources.
Given the new Standards of Accreditation and focus on SOL achievement, combined with
our continued growth result in the obvious need for additional resources, if we wish to
continue to improve our educational services. Since 1992, the school divisions enrollment
has increased by 1,545 students, without the commensurate growth in funding for
teachers, textbooks, computers, buses, classroom space and materials needed. Most of the
available additional revenue has gone to funding this increase in enrollment. Schools and
departments have been level funded for 5 of the last 6 years. Belts have been tightened,
responsibilities and effort have increased, and work days have voluntarily gotten longer
for staff. No longer can we contInue to improve without the financial support to solve this
problem of funding growth at the cost of programs and initiatives that we know will make
a positive difference for our students.
As you consider strategies to deal with these budget issues, the Principals' Association
believes the systems top priority, should be as a minimum, funding the Superintendent's
proposed budget. After many hours of work and lengthy public testimony, our School
Board made a conscious decision to request a number of additional items in the budget
that was submitted to Mr. Tucker. These items were developed through the hard work of
division staff, parents and community members. Task Forces (Elementary, Middle, High,
Literacy, and Staffing) have each developed a set of recommendations they felt were
necessary to meet the needs of our students and to maintain the level of educational
excellence expected in our community. At the top of the list, the Principals' Association
would recommend funding the additional teaching positions proposed by the Staffing
committee and to include ESOL staff'mg, Gifted Phase II staffing, and the additional
positions needed to equitably fund the Elementary Art, Music and P,E. programs. We
would also ask that you consider programs like the Secondary Alternative Education and
increasing school and department budget by 2%.
In conclusion, we would ask the Board to consider funding the additional requests in the
proposed school budget. This will be no easy task but one that must be accomplished for the
welfare of our children. The Albemarle County Principals' Association stands ready to assist you
in describing in detail any of the requested budget items. Our journey together must begin with a
common mission "Learning for All - Whatever it Takes!
To:
From:
Subject:
Members of the Board of Supervisors
Patricia Abbitt
President, Parent Council for Albemarle County Schools
President, Parent Advisory Committee Murray High School
Public Hearing - Board of Supervisors
Wednesday, March 10, 1999
Good Evening, members of the Board of Supervisors:
It is a pleasure to be here.
My name is Patricia Abbitt. I am President of the Parent Council for Albemarle County Schools
and President, Murray High School Parent Advisory Committee.
Lannie White, Parent Council member, will speak on happenings at the Woodbrook Elementary
School. {~rex (_~(do~c~ ~o,tl (q)~5,.4[ l~roado~ cOvod ~ l~..e~ ~,,.5 5'~ l~ l.
At Murray High School, we will have a new principal that will arrive by May.
The parents expect to continue to work towards our goals of better education. The parents of
Murray High School students are very pleased with the Science Program~or exampl~and the
motivation provided to the students by the science teacher with the assistance of the UVA
professor emeritus. I hope that you read the article in The Daily Progress about the radio
telescope project that was built at Murray High School. This is one of the great accomplishments
at Murray that indicates the Science Program is working with the leadership provided.
(programs don't work themselves) The attitude at Murray seems to attest that it's not all doom
and gloom and lack of money! T~e parents are very grateful for the help that's been received for
the hands - on projects.
They express satisfaction for the teachers who go above and beyond their job duties. The
students at Murray High School are motivated to continue learning and gaining knowledge of
subjects required.
In conclusion, we have good vibes at Murray High School. We are trying to meet the needs
of the students and parents. Through communication -- we are on the right track!
Thank you for this opportunity and for all your support for the Murray High School and all the
Albemarle County Schools.
Patricia S. Abbitt
Albemarle County Board of Supervisors
Albemarle County Office Building
Charlottesville, Virginia 22901
March 10, 1999 C~
Dear Board Members:
As an Albemarle County parent of four who is dedicated to the idea of high quality
education for all children, I urge you to provide full funding for a start-up string orchestra
program~ As I said to the School Board at the public hearing on February 3, we owe our children
a complete music program, with a reasonably wide range of options. We wouldn't dream of
saying to a student who dreams of becoming a doctor, "we can't afford to hire a biology teacher;
you'll have to make do with chemistry and physics," or of saying to a talented young basketball
player, ''we can't afford a basketball coach; you'll have to play football." We wouldn't dream of
it because we know that a complete science program includes biology; a complete athletic
program, basketball. We prepare our children for such a full range of subjects in middle school by
seeing that they are taught the necessary preliminary skills.
When it comes to music, however, we are asking our children to settle for half of a
program. Certainly we believe a good education exposes children to the greatest intellectual and
cultural achievements of our civilization. In the field of music, that pinnacle of achievement finds
expression in works written by such composers as Bach, Mozart, Beethoven, Wagner and many
others for the symphony orchestra, with stringed instruments playing a crucial part. Yet in
Albemarle County, a young musician can play a symphonic wind or percussion instrument for his
entire middle and high school career and never get the chance to play in a real symphony
orchestra. Thus it is not just the children who long to play violin, viola, cello, or string bass who
are deprived of the opportunity they deserve; it is all of our young instrumentalists.
Let me emphasize how much I appreciate our wonderful band and choral directors. Gary
and Phyllis Fagan at Henley Middle School are two highly gifted teachers who have greatly
enriched the life of our violin and oboe-playing daughter, Lillian. In no way do we wish to
undermine or compete with their programs. On the contrary, we believe a string orchestra will
complement and enhance their efforts by providing exciting new options for repetoire and
performance.
To appropriate enough funds only to "study the issue" but not to provide for actual
instruction would be to waste valuable time and money. We know that Albemarle County has
dozens of young citizens who want to play stringed instruments. Even those whose parents can
afford instruments and private lessons are often hard-pressed to find teachers. I have recently
found this to be true in looking for a new cello teacher for my filth grader, Henry, whose current
teacher will be graduating and moving away this spring. We have been turned away or put on a
waiting list by several teachers, one of whom said to me in frustration, '%Ve've got to get a strings
program in the county to accommodate these children!" If we can only get a chance to offer
string orchestra as an elective, we will certainly have no trouble filling the classes.
I join with many others in imploring you to give us that chance. If you will give us the
start we need, I pledge to work hard to raise additional money to help the program grow and
thrive, and to make instruments available to all interested children at a cost they can afford.
Sincerely,
Blair L. Jones
P.O. Box 315
Greenwood, Virginia 22943
540-456-6085
Hello. I'm Lillian Jones, and I'm an eighth grader at J. T. Henley Middle
School. I am one of those people who likes to play, listen to, and even dance to
music. I really enjoy playing both the oboe and the violin. These two instruments
have many similarities and they have many differences. To state the obvious,
they are both musical instruments, but the oboe is a wind instrument, and the
violin is a stringed instrument. These two also look and sound very different. I
have discovered another very large difference between the oboe and the violin
that doesn't really apply to everyone. Here it is: I play the oboe in the band at
school, but I play the violin in my spare time. You may be wondering what I'm
getting at here, so I'll explain that the phrase "spare time" doesn't mean a very
long time anymore. I really like playing both of my instruments, but the violin was
my first instrument, and has always been my favorite, and I would like it to be
more than just a hobby. To me, playing the violin is very imPortant. If we had a
strings program in our school, I would be playing my violin every day, and I
wouldn't have to worry as much about how much spare time I had left.
I know you might be wondering why we need an orchestra in the school
when we already have band program. Well, here is my answer. I think that being
able to play a musical instrument, and having fun while playing it is something
everyone should have a chance at. I have a lot of friends who chose not to take
band when they got to middle school, and after asking them why, I realized that
there are some people who just aren't the type to play wind or percussion
instruments. Playing music is a way of expressing your feelings, like art, dance,
or drama. If you are an artist, you want to be able to choose the way of
expressing yourself. Maybe you find that sculpting shows how you feel better
than painting. The same concept goes for music too. A cello might express
one's feelings better than a french horn. I don't think it is fair that children who
want to be musicians should have to go without a good music education just
because they want to play a stringed instrument instead of a wind instrument, or
orchestra music instead of band music. I know from experience that playing in a
band is a totally different experience than playing with an orchestra. Wind and
percussion players should also have a chance to play orchestra music on their
instruments, learn to play in a group with stdnged instruments, and learn how the
different instruments sound when they are put together. I think it is really
important for children to learn to play together as a group, because you can hear
how other students play, and learn interesting tips from them on how to improve
your own playing skills. From playing in an orchestra, we not only become better
at playing our instruments, but we learn to work together as a team, and end up
making not only the musicians, but the audienc happy. I never thought there was
a chance that I would get to play my violin in an orchestra at our school, but now,
I realize that there is a chance, and I am very excited about this idea. Thank you
very much for listening to my point of veiw, and please realize how much this
program would mean to so many of us.
Lillian Jones
P.O. box 315
Greenwood, VA 22943
540-456-6085
To:
From:
Subject:
Date:
Members, Board of Supervisor'- ~ .~,~
Ella Washington Carey, CMC,
Reading List for March 10, 1999
March 4, 1999
August 19, 1998
Mr. Martin
November 4, 1998
Ms. Humphris, pages 27 (Item # 12) - end
/ewc