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Chesterfield County Annual Report - 2013
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County Administrator
Dr. Joseph P. Casey
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Executive Assistant 
Joy Galusha

Phone Numbers
Office: 804-748-1211
Fax: 804-717-6297
TDD: 804-748-1910

Mailing Address
P.O. Box 40
Chesterfield, VA 23832-0040

Street Address
9901 Lori Road
Chesterfield, VA 23832
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Annual Report
Chesterfield County Annual Report - 2013

January 1-December 31, 2013

Local recovery strengthens as key initiatives advance 

Chesterfield County has a positive reputation for safe neighborhoods, desirable schools and an excellent quality of life. Those attributes have attracted the region’s largest population, as well as thriving new businesses of all sizes. More than 94 percent of residents consistently rate Chesterfield County as providing a good or excellent quality of life.

Students have Standards of Learning scores and graduation rates well above Virginia averages. Emergency responders maintain a cardiac survival rate that is 1.5 times better than the national average. And perhaps most important to local residents, Chesterfield County public servants have worked hard to attain the region’s lowest major crime rate.

Chesterfield County relies on real estate and other property taxes to pay for police, fire and emergency medical services, public schools and other services, and is the lowest cost, full-service large locality in the state. This year, as the national economy continued to recover after a recession and a period of prolonged downturn, the county continued to exercise fiscal constraint while developing a model that allows for progress and future planning. Despite these difficult times, Chesterfield County is one of the few counties nationwide in 2013 that maintained its triple AAA bond rating.

During this year, the Board of Supervisors also continued to be mindful of the county’s future needs. Focus has been on implementing the new comprehensive plan, adopted in October 2012, which will serve as a guide to growth and development. The plan is the culmination of several years of hard work by county staff, the Planning Commission, county residents and other stakeholders. Staff will soon look for citizen input in several areas, including the Bon Air, Ettrick and Bikeways and Trails plans. In addition to the typical components of a comprehensive plan, such as land use and transportation, the new plan guides important efforts relative to revitalization, economic development, the environment, and historical and cultural resources.

On a positive note, the area labor markets have seen steady improvement during the past several years and this trend continued in 2013. Chesterfield County ended the year with a jobless rate of just 5.5 percent, down from 5.9 percent in 2012, marking this year as its lowest level since 2008. As labor market conditions improved, the county also saw additional growth in consumer spending. The county’s sales tax receipts were up 3.2 percent during 2013, which resulted in the county’s highest twelve-month total on record.

While there were increasingly encouraging signs on the employment and spending fronts, the turnaround in the local housing market was been much slower. However, there were some noticeable improvements during 2013. New single-family permits in Chesterfield County were up nearly 25 percent from 2012, while home sales across the metro area increased to slightly more than 11 percent. Home prices, unfortunately, remained fairly soft during 2013, though the pace of decline was considerably less than prior years. The average home value in the county slipped only about 1.3 percent in 2013, compared with losses in excess of five percent during the prior two years.

The Board of Supervisors’ focus on economic development continues to grow in momentum in 2013, enhanced by an improving local economy and a predictable policy environment. The county announced $218.9M in new business investment during the year, headlined by Sabra Dipping Company’s $86M expansion and addition of the Medline distribution facility in the Meadowville Technology Park. There was also a major development at Stonebridge, the former Cloverleaf Mall site, when Boyd Homes announced its plans to build 600 upscale apartments adjacent to the flagship Kroger Marketplace store. This site has been developed into the 83-acre, mixed-use site. In addition to the new apartments, an addition of 20,400 square feet of small shop space will be added. By the final phases, it is anticipated that Stonebridge will become a 400,000-square-foot, $100 million redevelopment along one of the county’s key business corridors.

Plans also are under way for the revitalization of nearly five miles of the Hull Street Road-Hull Street corridor in the county and the City of Richmond. The Hull Street 360 vision is to transform the area into places where people can walk to shops, schools, parks and restaurants, and make it a destination for visitors from other areas. The 2013 announcements brings the county’s overall new investment total, since the onset of the recession, to just short of $1 billion – an incredible feat given the continued hesitancy that businesses nationally have shown with regard to investment and expansion.

This continuous work of county officials in attracting new business investment is complemented by its innovative problem-solving to improve processes, reduce costs and enhance Chesterfield County’s quality of life. The way in which officials have shifted resources and implemented new ways of operating with little budget growth is a testament to the county’s commitment to fiscal restraint. Many examples of streamlining local government business units and better collaboration with community partners as ways to address many of these challenges are detailed in this report.

On November 5, Chesterfield County voters considered three bond referendum questions: whether to issue $304M in bonds to support public school facility improvements; whether to issue $49M in bonds to support the replacement of the county’s nearly obsolete emergency communications system; and whether to establish a local meals tax of up to 2 percent to help finance needed school and public safety improvements. County officials were pleased that voters recognized the need for school improvements and for modernizing our vital public safety communications system and voted yes on those two questions, however, voters did not vote to implement the proposed meals tax. Without the needed funding from that tax, many of the necessary school improvements will have to wait. The Board of Supervisors and county staff will be looking into where those cuts will be made, and into possible additional sources of revenue.

In the coming years, the county will face new fiscal challenges that could put the strong local climate in jeopardy. Eroding state dollars for road improvements and maintenance, strict and expensive requirements for clean water initiatives, and new benefit costs mandated by the federal Affordable Care Act will all contribute to the county’s fiscal stress. Nonetheless, the county’s philosophy of taking a longer, and cautious, perspective in financial situations has helped it to withstand the tough economic times better than many other local governments. Chesterfield County will continue to rely on those disciplined practices to help the county navigate the looming challenges in the future.

Chesterfield County by the Numbers

  • Population: 328,000, the third largest county in Virginia
  • Size: 446 square miles, the second-largest in the Richmond metropolitan region.
  • School System: Fifth largest in the state with more than 60 schools and approximately
  • 59,000 students.
  • Labor Force*:179,483
  • Employed*: 170,356
  • Unemployment Rate*: 5.1 percent in the county compared to the Richmond Region at 5.6 percent
  • Median household income: $72,363 (source: ACS 5-year estimate 2008-2012)
  • Education: 36.4 percent of the population is aged 25+ and has a bachelor’s degree or higher

*Labor force and unemployment data come from the Virginia Employment Commission January 2014 report and is not seasonally adjusted.

  • Enterprise Zones: Two, making up 7,660 acres, with incentives that include tax credits and rebates, fee waivers, utilities connection credits, job grants and loan programs for businesses.

Listening to You

There are many ways that residents can communicate with Chesterfield County government and their elected officials. 

Contacting your Board of Supervisors member: 

Contacting your County Administrator: 

Get Involved 

  • Subscribe to Currents, Chesterfield County’s free e-newsletter.
  • Stay informed about events, meetings, workshops and more by checking the Current News and Events section on chesterfield.gov.
  • Volunteer to help with a Chesterfield County department, program or special event.
  • Use Citizen GIS, an online-mapping and aerial-imagery application on the county’s website. Citizen GIS provides detailed electronic map layers showing parcels and property lines, subdivisions, streets, resource protection areas, public easements, fire hydrants and areas where zoning cases are pending.  
  • Get alerted about emergencies and other important community news by signing up for Chesterfield Alert . This system enables us to provide you with critical information quickly in a variety of situations, such as severe weather, unexpected road closures, missing persons and evacuations of buildings or neighborhoods.

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Chesterfield County Division Highlights

Administration and Government Affairs

The departments and offices that comprise County Administration include Budget and Management, the Quality Office, the County Administrator’s Office, Clerk to the Board of Supervisors, Intergovernmental Relations, the County Attorney’s Office, Human Resource Management, Chesterfield University and Public Affairs. These departments are committed to supporting the county’s vision, mission and values. Their work this year reflects that dedication with an emphasis on quality service and fiscal responsibility.

  • The state budget was of particular concern to the county during the past year and Intergovernmental Relations and Budget and Management actively monitored the state budget to determine the impact on the county.
  • County Administration administers the County Administrator's Response System, or CAReS,which helps the county to provide the best possible service by offering a rapid-response system to receive and process concerns from residents. The goal is to provide an initial response within the first 10 days, then compliments and concerns are tracked for appropriate action or response and are monitored until resolved. In 2012, 340 compliments were received and action taken on 98 concerns.

Department of Budget and Management 

  • On April 10, the Board of Supervisors adopted the annual budget for fiscal year 2014 at $736.1 million, a modest 1.9 percent increase from the prior year. The majority of new resources continued to be invested in public safety and education, headlined by a two percent raise for teachers, the addition of four new police officer positions, matching funds to secure a nearly $1 million grant for protective fire equipment and starting salary adjustments across the public safety division. The fiscal year 2014 plan also made progress on a number of key quality-of-life initiatives, including expanded financial support for the GRTC commuter routes, increased funding for library materials and additional investments in major athletic venues aimed at maintaining the momentum around sports tourism efforts in the county. Funding for those advancements was once again made possible by savings generated elsewhere in the organization and not by changes in the local tax rate schedule. The budget was built on a real estate tax rate of $0.95, marking the 24th consecutive year of no increase.

The County Attorney’s Office 

  • The County Attorney’s Office has defended a wide array of constitutional, contract, employment, taxation, civil rights and personal injury cases in the past year. This office continues to compile a noteworthy record of successes and to have the lowest per capita cost for providing legal services of any large jurisdiction in Virginia while also offering prompt and effective advice to our many county clients.

Intergovernmental Relations 

  • Intergovernmental Relations continues to promote the strategic goals and interests of the county at the General Assembly, and serves as a liaison with the Congress and other agencies of the state and federal governments. The 2013 session of the General Assembly saw ongoing focus on the state budget and its impact on the county, as well as work to retain existing local revenue raising authority. Localities were able to keep both the business license and machinery and tools taxes. These efforts support the board’s goal of maintaining the AAA bond rating and the financial stability and integrity of the county. County efforts to equalize the membership on the Richmond Metropolitan Authority failed and the JLARC study results, which the county hoped would provide a path for state incentives did not materialize. A significant transportation funding bill did pass, which staff believes may provide additional construction funding going forward.

The Center for Organizational Excellence 

  • The Center for Organizational Excellence provides developmental experiences to employees and consulting services to county departments focused on individuals and organizational success.
  • This year, 2,070 classes were delivered to 30,467 students for a total of 244,235 student hours of learning with an overall satisfaction score of 4.53 on a 5-point scale.
  • A key consulting project included finalizing Blueprint Chesterfield with greater alignment of performance management with budgeting process.

The Office of the Clerk to the Board of Supervisors 

  • The Office of the Clerk to the Board of Supervisors effectively provided support to the Board of Supervisors.

Human Resource Management 

  • New wellness initiatives during fiscal 2013 included a partnership with the Zacharias Ganey Health Institute for a nutrition and weight loss program. The program is available to employees and retirees at a significant discount rate for a 10-week program. In addition, the county contracted with Health Diagnostic Laboratory, Inc. to offer advanced biometric screening for employees aged 50+ and retirees. The screening identified 25 hidden risk factors and biomarkers associated with heart disease and diabetes.
  • Through the services offered to employees in fiscal 2013, the Employee Medical Center saved employees approximately $40,000 in co-payments for wellness visits and $15,000 for allergy shots, reduced the amount of claims submitted to Anthem by approximately $222,000 and coordinated clinics to provide 4,720 flu shots to county and schools employees, retirees and spouses.
  • In partnership with the Virginia Retirement System (VRS), Chesterfield County and Chesterfield Public Schools served as pilot organizations to assist VRS with the implementation of new web based technology called myVRSNavigator. With the implementation of myVRSNavigator, we were able to develop a paperless process to communicate all employee information electronically to VRS.
  • In an effort to continue offer more benefit options for employees, a new Roth 457 investment option was implemented as part of the county’s Great West deferred compensation plan. The plan gives employees more flexibility and control with their deferred compensation. The new Roth plan allows employees to make contributions on an after-tax basis and have the ability to withdraw contributions and any earnings tax-free at retirement.
  • To better meet recruitment, selection and onboarding needs for the county’s workforce, HRM continued to make enhancements to its automated recruitment and selection process countywide. In addition, HRM conducted five special recruitments for executive positions and updated the New Employee Orientation video.
  • The county continues to be recognized as a leader in diversity in the region. In FY13, HRM coordinated a new Young Professionals Task Force on how to attract, retain and engage young professionals; coordinated disability awareness and understanding ADA training for employees; organized a ‘Women in Leadership’ forum; and coordinated the annual Black History Month Celebration. In 2014, the county celebrated the 25th anniversary of its nationally acclaimed Black History Month Celebration.
  • Through cooperative efforts of HRM staff and county departments, the total cost to the county for unemployment benefits decreased 37 percent, from $89,000 in FY12 to $56,500 in FY13.
  • The county received a NACo award for HRM’s volunteer services program and was the first local government of its size in the state to receive V3 (Virginia Values Veterans) certification through the Commonwealth of Virginia. As a V3 certification program, the county has made a commitment to proactively recruit and hire veterans whenever possible, and the county will be highlighted on the state’s V3 website as a premiere organization for veterans seeking career opportunities.

Public Affairs 

  • This department provides extensive information to the media and the public on a daily basis, in support of transparency in government operations.
  • The department coordinated with the media, pitching more than 150 stories and sending more than 130 releases, which resulted in an approximately $4.3 million advertising equivalent of free media coverage in print and broadcast.
  • It provided departments with more than 130 print or web-based design projects, more than 300 edits or consultations, and created more than 25 custom videos. This saved the county significantly when compared with products produced commercially.
  • In addition, the department produced Currents [http://www.chesterfield.gov/Currents/], a quarterly e-newsletter for residents; County Comments, a bimonthly employee electronic magazine; and an online version of the county’s annual report. Converting these products from print to electronic versions has saved the county more than $40,000 annually.
  • Public Affairs staff taught Chesterfield University classes in media relations, Associated Press-style writing and basics of graphic design.
  • The department supported the Board of Supervisors, county administrator and deputy county administrators with photography and videography, and by researching and writing speeches and resolutions.
  • In 2013, the county's switchboard operator/customer-service representative, a Public Affairs employee, assisted approximately 18,000 callers during calls to the county’s main number, 748-1000. More than 10,000 visitors were assisted at the information desk in the lobby of the county’s administration building. In addition, the multicultural liaison and county switchboard operator assisted more than 2,700 Spanish-speaking residents.
  • The department received eight awards from NACIO, the National Association of County Information Officers, in 2013. These were for feature writing, logo and graphic design for brochures and other publication, and for community events, and one major tourism campaign, the 150th anniversary of the Battle of Drewry’s Bluff.
  • County Comments, the employee e-newsletter, also was named the top nonprofit internal employee communication by Ragan Communications’ PR Daily. The publication was redesigned in late 2011 from a print to an electronic format, saving the county more than $9,000 annually. Honorable mentions in the employee/internal communications category went to the American Institute of CPAs and the Western Connecticut Health Network. Entries in the competition were received from eight countries, including the United States, Canada and Australia.
  • Public Affairs also oversaw the day-to-day management of the content of the county's website at www.chesterfield.gov and managed the county's main Facebook page.

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Community Development

Building Inspection: 

  • Property Maintenance efforts in Building Inspection, and work with other county departments, revitalized Chesterfield County’s largest apartment complex Regency Lakes Apartments, now rebranded as “Crystal Lakes Townhomes” to becoming one of Chesterfield’s cleanest, safest and most affordable communities. In addition,property maintenance enforcement to correct squalid living conditions of property known as “Chimney Corner Trailer Park” involved finding safe clean housing for the residents, and demolition of the fourteen structures onsite that were beyond repair and unfit for human habitation.
  • Building Inspection had more than $545 million of total construction permitted, reviewed and inspected, which is a 59 percent increase from fiscal year 2012. It also managed and performed more than 72,000 inspections, an 18 percent increase from last year.
  • The total construction for 2013 included processing approximately 16,000 permits and inspection of more than 980 new single-family home, a 23 percent increase from 2012.
  • Chesterfield County also had more than $302 million invested in commercial construction, up 82 percent from 2012.

Community Development Administration – Special Projects 

  • Continued to work with the owner’s representative of Regency Lake Apartments, which changed its name in 2013 to Crystal Lakes Townhomes. Significant accomplishments have been made throughout the townhome complex of 720 units. The Department of Building Inspection has performed more than 800 inspections in the complex since the initiative began in 2011.
  • Continued to work with the Revitalization Strategy, which is identified in Chapter 7 of the Chesterfield County Comprehensive Plan. Assisted in leading a team of county employees with a planned revitalization strategy, which can be implemented county wide or in special areas of the county to assist with revitalization.
  • Continued to work with the Citizen Committee for Coordinating Animal Welfare to enable the committee to assist with animal welfare within Chesterfield County and to provide liaison with the county animal shelter under the direction of the Chesterfield County Police Department.
  • In working with the Crystal Lakes Townhomes initiative, along with the Police Department’s Multi-Family Housing Crime Prevention Coordinator and Environmental Engineering Department’s Chief of Administrative Services, devised a plan for police officers to report inoperable street lights to “Lights Out, PD.” This enables Environmental Engineering to report the lights needing repair to Dominion Virginia Power in a timely manner.
  • Continued efforts regarding Broadwater Townhomes, Harrowgate Road. The county has gone to every conceivable effort to meet with and have dialogue with the owners of Broadwater Townhomes, to no avail. In 2013, the county had in excess of five meetings regarding needed improvements and establishing a relationship with the owners of Broadwater Townhomes.

Economic Development 

  • Boyd Homes announced the construction Stonebridge Apartments, a $70 million, 600-unit, urban style multifamily complex in Stonebridge.
  • Stonebridge added several new tenants in the development including Krispy Kreme, Sleepy’s, Sweet Frog, Virginia ABC, Subway and Qdoba Grill.
  • Sabra Dipping Company began construction of an $86 million expansion, which doubles the capacity for the production of hummus products. In the spring, the company completed the construction of a $20 million Center of Excellence R&D facility.
  • Capital One completed construction of its $150 million Meadowville data center in September.
  • Amazon completed the addition of a second $30 million pick module in its new 1 million square foot fulfillment center bringing its capital investment to $108 million and full-time jobs to 1,600.
  • Medline Industries announced it would build a $20 million, 400,000 square foot, medical products distribution center in Meadowville.
  • Richmond Real Estate Group Award Winner – “Impact Award for Body of Work in 2012.”
  • 14 Economic Development projects announced.
  • More than $217 million in announced investment.
  • 535 new jobs announced.
  • Projects announced in 2013:
    • MGC Advanced Polymers, Inc.
    • Air, Water and Soil Laboratories, Inc.
    • Stonebridge Apartments
    • Wako Chemicals, USA
    • Integrated Global Services
    • Sabra Dipping Company
    • National Guard (5 year lease in Airport)
    • Façade Works
    • NCI Group, Inc.
    • Proseal America
    • Harnett Manufacturing
    • Quantum Silicones, LLC
    • Medline Industries

Environmental Engineering 

  • Received grant funding for training of department review staff and the development community in the regulations for plan development and review for the Virginia Stormwater Management Program, VSMP in the amount of $24,990.
  • Received a matching grant to offset personnel and operating costs for county implementation of the VSMP in the amount of $64,825.
  • Approved for matching grants from the state Stormwater Local Assistance Fund to offset costs of implementing Total Maximum Daily Load, TMDL, reduction capital projects in the amount of $1,620,636.
  • Drafted and received concurrence from the state Department of Environmental Quality for the new Stormwater Management ordinance (scheduled for final Board of Supervisors adoption in April 2014).
  • Reviewed 112 new plans of development (an increase of 43 percent more than 2012) and issued 118 Land Disturbance Permits (25 percent more than 2012).
  • Performed 14,205 erosion and sediment control inspections on development projects and individual single family building permits (5 percent more than 2012).
  • Performed maintenance on county drainage infrastructure:2816 service events (11 percent more than 2012); servicing 6,195 addresses and 77.9 miles of facilities (10 percent and 8 percent more than 2012, respectively).
  • Certified a total of 34 Best Management Practice and Stormwater Management structures, 24 of those structures had associated phosphorus removal rates. Collectively, these structures have been designed to remove a total of 82 pounds of phosphorus annually from 147 acres.
  • In outreach and educational programs, staff made more than 900 contacts with county residents pertaining to outreach material, educational and training programs, and volunteer activities. Staff held two workshops where participants learned about rain garden design and built a public rain garden at each location. Public rain gardens with interpretive signs were installed at Pocahontas State Park and Bon Air Elementary School. One hundred fifty-one participants attended these programs. The program was awarded a 2013 Achievement Award by the National Association of Counties. A total of six Rain Barrel workshops were held and one hundred forty-nine rain barrels were constructed and put into use at county homes and surrounding areas. The Riparian Stewardship Program provided 32 riparian landowners with 600 native trees for planting on their property.
  • In pollution investigations and screenings, staff conducted a total of 298 water quality investigations, including 215 illicit discharge investigations resulting in 100 Notices of Violation. In addition, staff conducted screenings of 498 outfalls and seventeen upstream structures. Of the 515 structures, 115 had dry weather flows that were analyzed for the presence of pollutants in the laboratory. Eleven commercial and industrial facilities were inspected for stormwater compliance purposes.
  • Staff distributed 105 pollution response kits to local businesses such as automotive services and repair shops and food service establishments. The kits are used for the containment and clean-up of spills in order to reduce releases to the county’s storm sewer water system and water resources.
  • In stream monitoring, staff investigated the physical, chemical and biological water quality conditions of county waters at 15 streams sites. Results indicated six of the fifteen sites assessed scored in the “Poor” and “Fair” categories combined and “Good” or “Excellent” water quality conditions were noted at nine sites during 2013. Staff also investigated the general state of water quality within county waters at 10 sites. Nine of the streams investigated possessed moderate or high (good) chemical water quality with low water quality observed at the one remaining site.


  • The Planning Department, after working with the development community, completed a new Subdivision Ordinance (Chapter 17), adopted by the Board of Supervisors in July, 2013.
  • The department received a VACO award for “Moving Forward - The Comprehensive Plan for Chesterfield County,” the county’s guiding document for future growth and development decisions.
  • Coordinated Ettrick Urban Land Institute Technical Assistance Panel Study.
  • Department staff developed and released an inaugural Income and Poverty Report.
  • The Zoning Code Compliance and Information Management teams worked with IST to establish a new POSSE computer program. It will enable inspectors to work remotely and will improve efficiency and effectiveness.
  • Zoning code compliance began proactively inspecting landfills and continued proactively inspecting electronic messaging signs, the Jefferson Davis Highway corridor and the village of Ettrick.
  • Planning Department staff removed 1,876 signs from County right of way (428 of those by volunteers) and processed 5,801 complaints.
  • Planning Department staff, working with IST, initiated the public release of the county’s new Community Development Information System, CDIS, which permits submittal of on-line zoning applications and associated staff review.
  • The Planning Department addressed more than 11,000 customer walk-ins, e-mails and phone calls in 2013.
  • Planning Department staff collaborated with county teams to complete the following Phase 1 Comp Plan Projects: Prioritize Implementation, Bridge the Gap Part 1, Water and Wastewater Facilities Plan, Infrastructure Financing, and Properties Zoned Contrary to the Land Use Plan.


  • In 2013, the Chesterfield County Transportation Department completed a number of important infrastructure improvement projects.
  • Sidewalks were provided in Walton Park and at the new Clover Hill High School.
  • In Brandermill, two headwalls, which were failing, were replaced with new structures.
  • Safety improvements were made to Beach Road at Brandy Oaks, Newbys Bridge Road at Jacobs Road, and Spring Run Road near Birkdale.
  • Robious Road, a major road, was improved to a four lane divided facility from James River Road to Robious Forest.
  • The department was successful in obtaining more than $4M in federal funding in 2013 and managed $20M of road improvement projects through the VDOT Revenue Sharing program that provides a 100 percent match of local dollars invested in road improvements.


  • In 2013, the Utilities Department won two NACo awards. The department’s Customer Operations section was recognized for “Enhancing Customer Service through Technology, Flexibility, and Efficiency.” The Industrial Waste and Pretreatment Section was recognized for the “Nutrient-Reduction and Cost-Recovery Program.”
  • The Department of Utilities’ AAA rating for water and sewer revenue bonds was affirmed following an intensive review process by Fitch Ratings in March 2013, making it one of only a few Utilities Department in the nation to achieve an AAA rating on its revenue bonds from all three of the top rating services.
  • Based on plant operations data, excellent water quality, and reporting of treatment/improvements in calendar year 2012, the department was awarded the 15-Year Partnership for Safe Water Director’s Award by the United States Environmental Protection Agency and American Water Works Association on June 10. The department is only one of 12 water-treatment plants in the country and the only one in Virginia that has received this award.
  • The department received the award for the 2013 Best Maintained Publicly Owned Dam in Virginia. The award was presented by the Virginia Lakes and Watershed Association and the Virginia Department of Conservation and Recreation (Division of Dam Safety and Floodplain Management). The competition for this award is an annual event that evaluates dam maintenance programs throughout the state. The purpose of this event is to stress the importance of public safety and proper dam maintenance. The Falling Creek Dam, as well as the dam at the Swift Creek Reservoir, also maintained by the Chesterfield County Department of Utilities, have both been recognized with this award in previous years.

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Human Services

Special Awards and Recognitions 

  • The Ash Center for Democratic Governance and Innovation at the John F. Kennedy School of Government, Harvard University, recognized the county with a Bright Ideas award for Compliance Checks: A Community Approach. Youth Planning and Development partnered with Chesterfield County Police and Substance Abuse Free Environment Inc., or SAFE, the county's substance-abuse-prevention coalition, to develop a strategy to help reduce the ease with which underage drinkers can purchase alcohol. Through a combination of increased compliance checks, positive recognition for the clerks and stores that complied, and the building of community partnerships with retail outlets, sales of alcohol to minors from off-premise alcohol outlets decreased by 75 percent between 2007 and 2012.
  • Chesterfield County was recognized by America’s Promise Alliance’s 100 Best Communities for Young People, presented by ING for the sixth consecutive time since the program began in 2005. This national competition recognizes communities across the country that focus on reducing high school dropout rates and providing service and support to youths. The county received a $2,500 grant, signage identifying the community as one of the nation’s 100 Best Communities for Young People, and access to America’s Promise Alliance’s community development resources. The following are a few of the many initiatives highlighted in the 100 Best Communities submission:
  • The county’s Coalition for Active Children, COACH, works with 15 community partners to offer programs that address childhood-obesity issues and help families make healthy choices.
  • The county’s webpage, parenting.chesterfield.gov, provides easy access to user-friendly parenting information from a variety of sources in one location, including tips on addressing common parenting issues, a local resource directory and links to related websites.
  • Chesterfield County provides a variety of educational pathways and early-intervention programs that have resulted in an on-time graduation rate of nearly 87 percent.
  • A Drop-out Prevention Task Force, comprised of school and community representatives, provides a systematic approach to ensuring that students stay in school and graduate on time. Starting in elementary school, counselors are alerted when a child has five absences. Advocates reach out to the child and family to reinforce the message that, “Every day counts” and to offer assistance in addressing attendance barriers.
  • The Success Program enables academically-struggling eighth graders to complete two ninth-grade core classes in summer school and receive mentoring throughout their freshman year for a smoother transition into high school.
  • Twice each year, drop-in fairs provide an opportunity to connect students who have dropped out with resources that will help them earn a high school diploma.

Community Corrections Services  

  • The local Adult Probation and Pretrial Services Units combined to supervise 3,600 individuals and provide more than 492,000 supervision days during calendar year 2013. Services included drug and alcohol testing, substance abuse education, community service, cognitive-skill building, shoplifter prevention, anger management, and intervention groups for batterers. Services are provided using an evidence-based approach in both probation and pretrial services.
  • The Center of Risk Reduction, or CORR, completed its first full year of operation in 2013 after redesigning services to better implement evidence-based practices. CORR targets offenders assessed as medium or high risk to re-offend, based on the top eight criminogenic risk factors, with research driven interventions proven to be effective in reducing recidivism and improving public safety outcomes.
  • CCS Director Glen Peterson was named the Member of the Year by the National Association of Pretrial Services Agencies in September 2013. The award was given at NAPSA’s annual meeting.

Domestic and Sexual Violence Resource Center  

  • DSVRC served 768 people, including victims and their children, July 2012- June 2013.
  • Effective Handling of Domestic Violence Cases within Vulnerable Populations was training provided to 125 individuals in partnership with the State Attorney General’s Office.
  • Diversity training was provided to 25 Virginia Community Criminal Justice Association members from Greater Richmond.
  • The DSVRC manager appeared on Good Morning Virginia, Channel 6, to provide domestic violence education.
  • Sexual Assault and Underserved Populations, a training class, was provided to 30 VSU staff members.
  • Sexual Assault Misconceptions: "It’s Not What You Wear" was training provided to 40 members of the community in partnership with the Chesterfield Domestic Violence Task Force.
  • The DSVRC manager met with Batterer’s Intervention Program providers to ensure service-delivery terms were acceptable to victims, as well as abusers.
  • DSVRC hosted a major meeting pertaining to cross warrants.
  • The DSVRC office moved to a larger space upstairs, which ensures greater privacy for victims of domestic or sexual violence during consultations and greater efficiency among staff.

Chesterfield County Health Department  

  • In 2013, more than 47,000 visits were made to the Chesterfield Health Department for provision of medical, environmental and WIC services, as well as public-health education and community-outreach services.
  • The Environmental Health unit conducted 2,800 retail restaurant inspections, processed more than 515 well and septic system applications and addressed more than 2,700 customer inquiries, including animal bite investigations and general environmental complaints. In addition, the Environmental Health staff processed more than 990 Freedom of Information Act requests.
  • The Preventive and Community Health team of the department made 866 contacts to child-care centers, conducted 497 nursing home screenings, provided 467 car safety seats and training to families, and provided more than 7,720 child and adult vaccinations. This team also conducted 21 outbreak investigations caused by influenza, respiratory syncytial virus, pertussis, tuberculosis, norovirus and other enteroviruses.
  • The Women’s Health Team successfully procured two grants from Wal-Mart and March of Dimes to improve the oral health and educational awareness of maternity patients through culturally sensitive childbirth classes. Both programs work in concert with other statewide initiatives aimed at reducing infant mortality.
  • The School Health Team provided case management services for 6,000 school-aged youth with health conditions such as asthma, diabetes, life-threatening allergies, seizures, pregnancy and communicable diseases. The team trained 3,838 school staff in emergency actions steps related to specific health conditions; provided evidenced-based programs such as Choose Respect, Safe Dates and Girls on the Run, focusing on the promotion of life skills and healthy behaviors to 30,552 students in 668 sessions.
  • The Health Department maximized partnerships within the community by providing leadership and active involvement in the Chesterfield Coalition for Active Children, COACH, Substance Abuse Free Environment, SAFE, Chesterfield County Schools Wellness Council, School Health Advisory Board, the Domestic Violence Task Force, Positive Parenting Coalition, Communities in Schools and other community organizations.
  • In coordination with the Asian-American Society of Central Virginia, Henrico County and support from Anthem Blue Cross and Blue Shield, Bon Secours Health System and VCU, the Chesterfield Health Department hosted the Central Virginia Community Health Fair in October 2013. Offering a myriad of services and preventive health information, more than 700 visitors attended this event; 438 individuals received flu vaccinations; and 78 residents received oral cancer screening.

Chesterfield-Colonial Heights Department of Social Services  

  • The Department's Integrated Intake team assessed 3,109 households seeking emergency assistance with rent, mortgage, utilities, prescription medications or food. These represent situations where loss of income or circumstances prevented the family from meeting their own needs. Assistance was provided through limited county funds, referral to community resources or helping an individual connect with family resources. In addition, this team fielded more than 7,204 telephone inquiries from individuals seeking emergency assistance.
  • The Child Care team provided day-care-subsidy payments to a monthly average of 372 families. Recipients were primarily low-income working families or public-assistance recipients engaged in job-readiness preparation. Subsidy payments help heads of households maintain employment and afford quality child care.
  • Child Protective Services teams intervened to assess risk and ensure safety in 703 reports of suspected child abuse or neglect. An average of 48 families received ongoing services each month. A total of 62 children entered foster care.
  • Working collaboratively with the Court Improvement Program of the Juvenile and Child Protective Services, Domestic Relations Court and Permanency Services teams sponsored a day-long community-education forum for attorneys and other professional providers who serve children and families in child-welfare cases. Topics included the impact of trauma on children and adults in child welfare, resources, and targeting services to needs.
  • To assist senior citizens and adults with disabilities, the Adult Services team intervened to assess risk and ensure safety in 487 Adult Protective Services reports; completed 646 required screenings for Medicaid funded services; and monitored 327court-appointed guardianships.
  • The Housing Choice Voucher Program team received a "High Performer" rating from Virginia Housing Development Authority in the annual review. The average number of vouchers managed per month is 519.
  • To assist citizens in applying for assistance online, six public-access computers were installed in the lobby of the Chesterfield-Colonial Heights Social Services Department. The online application is available through CommonHelp, a customer portal that enables residents to access information and apply 24/7 from any computer with internet access. Residents may screen themselves for potential eligibility and apply for public assistance programs, including the following: Supplemental Nutrition Assistance Program, or SNAP; Temporary Assistance for Needy Families, or TANF; Medicaid; Child Care; and Energy Assistance. CommonHelp also enabled residents to complete applications for the renewal of benefits, report changes, and check the status of their cases.
  • The department managed a monthly average of 1,063 TANF cases, 15,820 SNAP cases, and 11,798 Medicaid cases.
  • The state Department of Social Services completes an annual SNAP Management Evaluation. The review is required by federal regulation and is conducted to ensure that SNAP is being administered as efficiently and effectively as possible. The Department was found to be compliant in all areas reviewed.
  • The department was audited by federal reviewers for the Title IV-E Foster Care Program and found to be in compliance.
  • The department’s Benefit Programs staff implemented a new automated case-management system for Medicaid cases. Changes in the methodology to determine eligibility for Families and Children Medicaid were also implemented. The new methodology using the Modified Adjusted Gross Income, or MAGI, is based on Internal Revenue rules. Both changes are a result of the federal Affordable Care Act.
  • Department staff participated in the biannual regional census of homeless individuals. Eight individuals were identified in January 2013 and 12 in June 2013.Services are offered to these homeless individuals.
  • The Community Outreach Worker regularly visits sites in the community such as Bon Secours Care-A-Van at St. Augustine’s Catholic Church, Colonial Heights Food Pantry, Colonial Heights Health Department, and St. Francis Family Medicine Center to provide information about the Department’s services.

Mental Health Support Services  

  • Intermediate Care Facility for Individuals with Intellectual Disabilities: After many years of planning and development, Mental Health Support Services and Capital Projects Management contracted with RRMM Associates to design a 12-bed ICF-IID. Construction of the facility is expected to be complete in late FY14.
  • Crisis Triage Center:A Crisis Triage Center was funded through a grant from the Virginia Department of Behavioral Health and Developmental Services. The center is a regional partnership among Chesterfield County, Richmond City and HCA Chippenham Hospital. The center provides a one-stop location for individuals experiencing a mental health crisis where they can receive a mental health prescreening evaluation and medical clearance for hospital admission while in the custody of a police officer.
  • Integration of Primary and Behavioral Health Care: Practitioners are being called upon to look for better ways to address and coordinate care between providers for all chronic health conditions, not just those that are related to behavioral health. A process-action team was launched to provide direction to the department and staff to improve how care is provided. The result will lead to better health outcomes for the individuals we serve.
  • Trauma Informed Care: Approximately 92 percent of individuals seeking services from a public mental health facility have experienced some form of trauma. A Process Action Team was formed to change the way staff interact with consumers in all areas of the organization. The committee developed a plan to address staff development and consumer involvement, as well as the agency environment and policy changes, in an effort to become a more trauma-informed organization.
  • Access Redesign: A Process Action Team was formed to address a long-standing problem of access to MHSS services. Working with a consultant, workflows and systems from intake to first-appointment and from front-desk check-in to the cashier will be re-engineered, resulting in shorter wait times to the first appointment and more consumer-friendly processes when arriving for treatment.
  • Housing: The Chesterfield Community Services Board has launched a committee to develop partnerships to increase housing options for individuals with mental illness and women with substance-use disorders.

Chesterfield County Public Library 

  • In 2012, the library saw more than 4.9 million uses. Residents learned how to:
    • Read
    • Find jobs
    • Build a business
    • Prevent summer learning loss
    • Write a novel
    • Attend a play or concert in their own backyard
    • Voice their opinion in a community forum
    • Use a computer
    • Build a budget
    • Study for a bar exam
    • Successfully complete homework
    • Research ways to get money for college
  • CCPL won two NACo awards and one VACo award for its e-book program. CCPL’s e-book and audiobook lending service, the Downloadable Digital Library, makes free e-books available to library customers, and highlights the need for knowledgeable librarians. With new devices and formats constantly coming available, customers new to e-books are faced with a sea of information and a need for expert help. Library staff has developed workshops, handouts, and other creative vehicles for helping e-book customers learn to use their devices and the library’s lending system. Librarians are teaching customers how to take full advantage of their devices, thereby offering the economical reading material and 24/7 access that makes e-readers so convenient.
  • In 2012, CCPL initiated a civic engagement series of discussions to engage the community on the topic of aging. The library partnered with other county agencies, and employees from other departments, to encourage citizen input, and provided programming that encouraged thoughtful reflection on how the community can come together to solve the issues it faces. Through feedback boards in the library branches, a community forum, panel discussion of experts and a digital history project, CCPL has engaged the community on the subject and has offered a responsible avenue for citizens to engage with the government and with each other.
  • 12,929 children attended early literacy programs at CCPL in 2012.
  • In 2012, e-book checkouts totaled 170,584.
  • More than 3,330 meetings were held in the library’s meeting rooms last year.
  • On Nov. 1, 2012, CCPL partnered with CCPS to bring students and their families into the library to learn about the resources and help available to help students succeed. Library and school staff demonstrated software, databases, and highlighted collections. More than 1,700 people attended the two-hour event. Further indicating the library’s reputation as an educational partner: 765,817 books for children and teens were checked out in 2012.
  • CCPL librarians answered 1,500 questions on an average day.
  • The Families Understanding Numbers @ CCPL (FUN@CCPL) program helped 138 citizens become financially literate. These citizens attended financial programs at the library for 18 months. Families who started out not knowing how to balance a checkbook finished the program and graduated with a sound knowledge of personal finance.

Office of the Senior Advocate  

  • The Office of the Senior Advocate offered 99 programs for Chesterfield County residents, serving more than 5,023 individuals.
  • Nine people were nominated for the Senior Volunteer Hall of Fame, representing 32,348 hours of volunteer service since age 65.
  • Twenty older adults graduated from the Senior Ambassador program and learned about the county, resources for older adults and volunteer opportunities.
  • The office initiated the Church Ambassador Program to train church staff and individuals who work with seniors in their church about older adult issues and resources. The class continues to be offered once each quarter.
  • The Office of the Senior Advocate launched its inaugural Lawyers Helping Seniors Day in partnership with Chesterfield Bar, Williams Mullen Law Firm and James River Rotary Club. More than 600 telephone calls were received. Thirty low-income older adults were able to get three legal documents prepared free – a will, advanced directive and power of attorney — by volunteer attorneys and other dedicated volunteers.
  • The office received more than 2,500 calls during the year requesting information and resources for older adults and caregivers.
  • The Office of the Senior Advocate was assisted by 59 volunteers, who helped with the Telephone Reassurance, Senior Ambassador, Grandparent Connection, Caregiver Connection, Triad Senior Day, Church Ambassador or Harrowgate Readers programs, or worked in the office or at special events.
  • The Office of the Senior Advocate partnered with The Shepherd’s Center of Chesterfield to present the Chesterfield Senior Idol program for adults aged 50 and older.
  • Triad Senior Day, presented by the Chesterfield County Office of the Senior Advocate, Police, Fire and Emergency Medical Services and Sheriff’s departments, was attended by more than 800 older adults at our 14th annual event. This event is the largest Triad event on the east coast.

Parks and Recreation 

  • Throughout 2013, Parks and Recreation continued to embrace the county’s focus on tourism related to sports and historical attractions.
  • Sports tourism initiatives in FY2013 had an economic impact of more than $21 million in Chesterfield County, and included several large sports tournaments held at county facilities. For example, the Chesterfield Baseball Club’s Bronco World Cup baseball series was held at Harry G. Daniel Park at Iron Bridge, the Ultimate Soccer Cup was held at River City Sports Complex, Stratton Park and other park facilities, and the Capital Cup Lacrosse was held at River City Sports Complex and Clover Hill Athletic Complex.
  • In partnership with Sports Backers, Chesterfield County hosted the first annual CarMax Tacky Light Run at Mid-Lothian Mines Park in December 2013. More than 5,000 runners registered for this inaugural running event.
  • The Mary B. Stratton Park artificial turf fields opened in 2013 and provide state of the art venues for outside organizations seeking central locations to hold regional, statewide and national tournaments.
  • Youth sports participation exceeded 28,000 in 2013 with new growth in youth soccer and youth basketball. Volunteerism remains active with 6,000 youth coaches participating in co-sponsored programs.
  • Parks and Recreation offered programs in history, nature, outdoor adventures, summer camps, youth sports and 50+ active lifestyles and sponsored special events such as the Fourth of July Celebration, Swinging Seniors Golf Tournament, Mother’s Day Tea and Banff Film Festival that attracted more than 198,000 participants.
  • Henricus Historical Park partnered with local organizations to provide educational opportunities, cultural programs and recreational events. Visitation to this historic site exceeded 37,100 last year.
  • During the next several years, Parks and Recreation will place a major focus on the renovation of existing, aging park infrastructures including pavement, fencing, sports lighting and building surfaces. Renovations of historic structures at Historic Point of Rocks and Eppington along with new visitor facilities at Henricus, Mid-Lothian Mines and Falling Creek Ironworks are planned for construction, and will aid in the preservation of and visitation to historic facilities.
  • Visitation to parks remained strong in this year with more than 4,674,400 visitors.

Chesterfield County office of Virginia Cooperative Extension  

  • Parenting.chesterfield.gov was improved and publicized through an advertising campaign that resulted in a 993 percent increase in visits to the page. The updated site makes it easier for county residents to find information about parenting resources, quality childcare and early-childhood development in one location. This resulted from a partnership among Youth Planning and Development, Chesterfield-Colonial Heights Social Services, the Smart Beginnings coalition, the Positive Parenting coalition, and United Way of Greater Richmond and Petersburg.
  • The White House Office of National Drug Control Policy selected SAFE to be evaluated to determine why it is one of the most effective nonprofit coalitions in the nation. SAFE is one of nine nonprofits being evaluated by ICF International, an analytics firm based in Fairfax, Va. The firm evaluates the effectiveness of the Drug Free Communities program, which distributes $90 million in assistance to 693 coalitions throughout the nation and seeks to determine why some coalitions are more effective than others.
  • Youth Planning and Development leveraged approximately $350,000 in grant funds devoted toward youth development and substance-abuse-prevention efforts.
  • Youth Planning and Development improved efficiency by collaborating and sharing resources. For example, the department partners with SAFE, the Police, and other community stakeholders to prevent prescription drug abuse. Multiple “Prescription Drug Abuse Summits,” have engaged work groups that have implemented a variety of effective community strategies, including conducting training for health care professionals, developing and piloting a series of nine educational email modules on prescription drug abuse for physicians and dentists, and participating in health fairs and community events to raise awareness of the importance of securing medications. Chesterfield County has "taken back" and properly disposed of more than 2.7 tons of medications since 2010.

Youth Planning and Development  

  • The Smart Beginnings Coalition, which is led by Youth Planning and Development, continued to promote parenting.chesterfield.gov through an advertising campaign and bookmarks that were produced in both Spanish and English. The site is a user-friendly resource for county residents to find information about parenting resources, quality childcare and early-childhood development in one location. This resulted from a partnership among Youth Planning and Development, Chesterfield-Colonial Heights Social Services, the Positive Parenting coalition, the Chesterfield County Coalition of Early Childhood Educators and the United Way of Greater Richmond & Petersburg.
  • The Smart Beginnings Coalition also supported a series of training sessions for child-care providers to enhance their skills and the quality of care they provide for children and families in Chesterfield County.
  • Youth Planning and Development leveraged approximately $364,000 in grants and other funds devoted toward youth-development and substance-abuse-prevention efforts.
  • Our community’s successful approaches to reducing substance abuse were recognized at the 24th Annual National Leadership Forum presented by the Community Anti-Drug Coalitions of America, or CADCA. SAFE Inc., Chesterfield’s community, county and schools coalition that works to prevent and reduce substance abuse, received the Dose of Prevention award for its successful initiatives to educate the community about the dangers of prescription-drug abuse and over-the-counter-cough-medicine abuse. The award included $1,500 cash and the production of a five-minute video about SAFE's medication-abuse-prevention efforts. The video tells the powerful story of how SAFE engages partners from many sectors to make positive changes in the community. Youth Planning and Development provides in-kind staff support to the coalition.
  • SAFE, in collaboration with Youth Planning and Development, obtained funding from the Virginia Department of Health to develop a comprehensive campaign to educate the public about prescription drug abuse. Components included a media campaign about the importance of locking up medications; materials for physicians’ offices to inform patients about how to keep prescriptions safe from misuse and how to dispose of unused medications properly; and training for physicians on appropriate prescribing of pain medications to prevent potential abuse.

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Management Services

Accounting Department  

  • The department implemented an alternative payment program in 2011 which requires vendors to register if they want to participate. Use of this alternative payment program resulted in approximately $500,000 in revenue sharing for the county over a three-year period.

Internal Audit  

  • Internal Audit completed 67 audits of county, schools and Utilities operations resulting in 273 recommendations to improve internal controls and operating efficiency and effectiveness.
  • Internal Audit also organized or presented 15 training sessions on ethics, fraud awareness and internal controls that were attended by 663 employees.
  • To further reinforce the county’s efforts to promote being exemplary stewards of the public trust, Internal Audit, in partnership with appropriate departments, issued two editions of “Got Controls” to management staff. These one page documents help raise awareness by highlighting selected internal control risks and also provide suggested approaches to minimize risk.
  • Staff continues to participate with the Virginia Local Government Auditors Association, including service as officer, committee chair and committee member roles.


  • The Accounting Department received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for its annual financial report for the fiscal year ended June 30, 2012. This award is made to local governments who excel in financial reporting and strive for full financial disclosure and transparency. A review committee comprised of finance professionals review the report against criteria which is updated annually to reflect the rapidly changing financial reporting and compliance landscape. This is the 32nd consecutive year that the county received this award and this represents a significant accomplishment by a government and its management.

General Services 

  • The airport successfully signed long-term hangar leases with both the Virginia Air National Guard and the Federal DEA. These two deals have financially positioned the airport in a positive trajectory for the foreseeable future.
  • The Environmental Division maintained its status as being certified by the International Organization for Standardization. Chesterfield County continues to be one of only a few municipalities in the United States that have departments that are ISO 14001 certified for Environmental Management Systems.
  • Also in 2013, the county’s Northern and Southern Convenience Centers provided service to approximately 210,000 customers.
  • The Litter Management and Education team conducted 35 outreach events with schools, businesses, and resident groups to educate the community about ways they can help keep Chesterfield County clean. Those outreach efforts and other partnerships contributed to the removal of more than 149 tons of litter from approximately 2,750 miles of local roadways and 40 prominent traffic intersections.
  • The county provided bi-weekly curbside recycling service for over 97,000 households. In 2013, approximately 13,000 tons of recycled material was collected and diverted from local landfills.
  • The Radio Shop operation has successfully completed the first round of changes to all public safety radios as part of a national re-banding of radio frequencies which is being funded by the private sector.
  • Fleet Management began an alternative fuels pilot program by retrofitting 12 county vehicles with Propane Autogas conversions, reducing both fuel costs and air emissions.

Purchasing Department 

  • The Purchasing Department was been active in various outreach events designed to educate minority-owned, women-owned, and county businesses on how to do business with Chesterfield County and Chesterfield County Public Schools. This effort contributed to these businesses receiving more than $53 million in contracts.
  • Purchasing also had competitive procurement processes resulted in total cost savings of more than $17 million.
  • The National Institute of Governmental Purchasing Accreditation programs formally recognize excellence in public purchasing and establish a body of standards that exemplify a solid purchasing program. The Outstanding Agency Accreditation Achievement Award recognizes agencies that lead the public procurement profession through the implementation of best practices. The Chesterfield County Purchasing Department is one of only 58 out of 2,949 member agencies that currently hold the accreditation.

Real Estate Assessment 

  • The Chesterfield County Department of Real Estate Assessments received a NACo Award their “Automation of the Land Use Program” in 2013. The automation of the processes significantly improved the efficiency and effectiveness of the land use program. Also, the automation has enabled the department to maintain an accurate database of qualifying parcels which will support Chesterfield County’s standing as a First Choice Community by preserving forestry, farmlands, and an overall healthy, attractive environment.
  • The Chesterfield County Department of Real Estate Assessments updated the “Understanding your real estate assessment” brochure in 2013. In addition to providing information about the assessment process, it also provides information on partial tax exemptions, tax credits and tax deferment programs. The brochure was mailed with the 2014 assessment notice in January 2014 to approximately 125,000 property owners.

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Public Safety

Sheriff’s Office 

  • In addition to providing daily security for all of the county’s courts facilities, personnel oversaw an average daily inmate population of 1039, including 325 at the Chesterfield County Jail and 714 at the Riverside Regional Jail.
  • Deputies served 80,166 civil and criminal papers.
  • The Sheriff’s Office devoted more than 2,200 hours to community-relations and outreach programs that reached more than 40,000 people.
  • The Correctional Services Division achieved 100 percent compliance in its three-year Board of Corrections audit.
  • The Sheriff's staff completed a jail-security-component-replacement project that replaced and upgraded outdated electronic security systems in the jail facility.
  • The Sheriff’s Office maintained accredited status through the Virginia Law Enforcement Professional Standards Commission.
  • The Sheriff’s Office began development of a Courts Early Warning System that will aid in proactively identifying potential threats entering courts facilities.
  • In partnership with Parks and Recreation, an additional inmate workforce crew was created to complete grounds maintenance at various County facilities. These crews save hundreds of thousands of taxpayer dollars annually.

Police Department 

  • The Police Department handled 187,786 calls for service and assists, while employing 500 sworn full-time employees, 104 civilian full-time employees, three sworn part-time employees and 33 civilian part-time employees. The department achieved a 53 percent case clearance rate for Group A, or the most serious, offenses.
  • Preventing crime and keeping kids safe is just as important to the Police Department as solving crimes. The department’s Support Services Division continued providing outstanding programs, educating people of all ages. The ever-popular Citizens Academy had 30 graduates, while the Senior and Teen academies graduated 19 and 14 people, respectively. The division delivered 397 crime-prevention programs, reaching more than 25,200 people. The division delivered 5,812 child-safety programs, reaching more than 26,000 students. The Neighborhood Watch and Business Watch programs continued to achieve success. Chesterfield County’s National Night Out event was ranked the sixth best in the nation for localities with populations above 300,000.
  • Animal Control, a division of the Police Department, handled 9,776 calls for service, conducted 2,754 shelter intakes, oversaw 745 animal adoptions, returned 705 lost animals to their rightful owners and transferred 386 animals to rescue organizations. Through public education and law enforcement, Animal Control continued to address animal neglect and cruelty, and promoted the importance of spaying and neutering. A multiphase renovation of the Animal Shelter continued in 2013. The project will result in improved living conditions for animals and improved experience for shelter visitors. In 2012, the Animal Shelter completed Phase I of the renovation, which included the rear section of the building, updating all of the floors and kennels in that area. Phase II is expected to be complete by June 2014. The center section of the shelter will get new floors, kennels and a new color scheme.
  • On June 13, 2013, police arrested Brandon W. Thomas in connection with a 2010 murder. Just after noon on Saturday, Sept. 11, 2010, police were called to the 8600 block of Jefferson Davis Highway. Police located Bobbie Jo Bell, who had been shot in her residence. Bell, 28, was pronounced dead at the scene. On June 10, 2013, Thomas, 27, was indicted with first-degree murder and use of a firearm in the commission of a felony in relation to Bell's death. Following Thomas’ conviction, Deputy Commonwealth’s Attorney Larry S. Hogan wrote to the department to commend Master Detective Carey Williams for his efforts in the case. “I do not want to guess how many hours he put into this case, but every one of them was reflected in the verdict that was rendered by the jury,” Hogan said.
  • In August 2013, a series of robberies of McDonald’s restaurants began in Chesterfield County. In six weeks, the series grew to include 10 robberies in five jurisdictions. The Chesterfield County Police Department's Crime Analysis Section and Special Investigations Division were instrumental in identifying and apprehending the robbery suspects. Covert Operations and Vice and Narcotics detectives began working static surveillances of target locations in the county. Crime analysts in the affected jurisdictions used the analytical software PenLink to process cell phone tower information in an effort to identify potential suspects. The cell phone towers nearest the New Kent McDonald's had very little traffic at the time of the robbery at that location, allowing the Henrico Case Unit to identify a cell phone number frequency that matched a name in their Crime Intel Database. Crimes Against Persons Analyst Marie Smith was able to quickly obtain that number and analyze the cell phone frequency data from the cell towers nearest the robbed McDonald's in Chesterfield County. She determined that the cell phone number identified at the New Kent robbery had been used at two McDonald's robberies in Chesterfield County and later at the Henrico County robberies. Investigators now had a solid lead for the robberies. Special Investigations detectives coordinated their surveillance efforts with their counterparts from the Henrico County Police Department. Both jurisdictions maintained static surveillance of target locations while also maintaining dynamic surveillance of the suspects themselves. Eventually, detectives saw the suspects entering a business and then followed them away from the location. After verifying the group was responsible for another robbery, officers stopped the suspects and took them into custody without incident. Four suspects were immediately arrested, and two other suspects were later tied to the series. All 10 robberies were cleared by arrest and 61 charges were placed for the three robberies that occurred in Chesterfield County.
  • On Nov. 7, 2013, the department received LifeNet's Partnership for Life Award for "setting a standard of excellence in donor referrals that saves and improves lives." This was the first time LifeNet presented this award to a law enforcement agency as a whole. In the last year, the Chesterfield County Police Department made more than 180 LifeNet referrals, resulting in 15 successful recoveries. Fifteen may not seem like a large number, but, in the world of organ recovery, it is. Police departments are in a category called "non-traditional" referrals, as they are not associated with a hospital or funeral service. There were 880 non-traditional referrals over the last year in Virginia. Chesterfield police accounted for 21 percent of all non-traditional referrals for the entire Commonwealth of Virginia.
  • On May 22, 2013, Chesterfield County was recognized for earning the Virginia Department of Criminal Justice Services’ Certified Crime Prevention Community certification. Teresa P. Gooch, division director of Law Enforcement and Security Services for the Virginia Department of Criminal Justice Services, was on hand at the Board of Supervisors meeting to present a plaque and certificate recognizing the county’s achievement. To obtain certification, a locality must meet 12 core community safety elements/strategies, augmented by a minimum of seven approved optional elements. In March 2013, the county met the standards to obtain the certification. This certification highlights the county’s exemplary status and proactive stance for community safety for its current and future community members and businesses. Chesterfield County is now one of 13 jurisdictions in the Commonwealth to have achieved this certification.

Fire and Emergency Medical Services 

  • The Department of Fire and Emergency Medical Services employed 442 uniformed and 46 civilian full-time employees. The department uses 210 EMS volunteers and 139 fire department volunteers. Fire and EMS first-responders maintained an average response time of six minutes, thirteen seconds (priority 1 calls, urban corridor).The department responded to 36,268 calls for service, including 8,112 fire calls and 28,156 emergency medical service calls. Volunteer EMS members provided 50,210 hours of service and volunteer firefighter members provided 45,561 man hours of service to the community.
  • Personnel from the Chesterfield County’s 21 fire and rescue stations conducted 493 educational programs, reaching 23,768 people.
  • The Fire and Life Safety Division investigated 226 fire, explosion and hazardous-material incidents, along with a 45 percent criminal case clearance rate; conducted 2,857 fire-safety and fire-protection-system inspections; reviewed 1780 construction plans, with an average turnaround time of 5.6 days; and conducted 361 educational programs that reached 13,612 people.
  • Cindy Marshall, administrative supervisor for Fire and Life Safety was selected as the department’s civilian employee of the year.
  • Lt. Joe Harvey, Assistant Fire Marshal was selected as the department’s officer of the year, and was recognized as the department’s Employee of the year.
  • A relatively inactive hurricane season provided Emergency Management, part of the department’s Community Risk Reduction Division, valuable time to train county departments in EOC operations and have a full scale exercise in disaster recovery. Emergency Management also partnered with schools in their emergency plans and drills.
  • In September, Emergency Management partnered with the Senior Advocate to conduct a “Prepare Because You Care” workshop for managers of adult day cares, assisted living facilities, group homes, senior living facilities, and independent living facilities throughout the county about how to prepare for disasters. Panel participants were from Dominion Virginia Power, Columbia Gas, Chesterfield Police, Fire and EMS, Emergency Communications Center, Chesterfield Health Department and the Better Housing Coalition.
  • Emergency Management planned and facilitated a Survivor Day workshop. More than 150 attendees participated in several educational sessions, offered as part of a regional effort, covering topics including: food and water safety, home safety, first aid, planning and documentation, fraud and home security.
  • The department’s Community Emergency Response Team, known as CERT, conducted the following activities during the year: Delivered six CERT certification classes, with 161 volunteers graduating; offered multiple continuing-education classes for CERT members to include a tour of the county jail and courthouse; participated in numerous community outreach events and a regional CERT exercise. CERT members also volunteered as patients for the NDMS exercise and at other exercises throughout the region. Jenna Wolfe with the Today Show came out and filmed one of our CERT members, Dave Lipp, for her program “30 Days to a Better You.” This provided national exposure for the CERT program. CERT members assisted with the Second Annual Public Safety Day at St. Francis Medical Center Watkins Centre with over 700 people in attendance.
  • Emergency Management launched the new Chesterfield Alert emergency notification system. The hosted, online-based system enables people to choose how to receive emergency notifications, including by text, voice mail or email. County residents may sign up at www.chesterfieldalert.com.

Emergency Communications Center 

  • The Emergency Communications Center, or ECC, continued its critical role by handling all 911 calls and nonemergency calls for assistance. The ECC handled 598,251 phone calls, including incoming and outgoing calls.
  • Emergency communications officers dispatched public-safety personnel to 157,217 calls for service for police and fire and emergency medical services.
  • The ECC employed 79 full-time and three part-time employees.
  • The ECC is one of about 70 communications centers in the country to be accredited by the Commission on Accreditation for Law Enforcement Agencies.
  • The ECC completed an E-911 phone system replacement and implemented operational changes that improved 911 call taking efficiencies.
  • The ECC is actively working toward the replacement of our Public Safety Communications System, which is projected to be implemented by 2018.

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Related Content

Chesterfield County Annual Report - 2014

Chesterfield County Annual Report - 2012

Chesterfield County Annual Report - 2011

Chesterfield County Annual Report - 2010

Chesterfield County Annual Report - 2009