CITY OF WILLIAMSBURG

"EPQUFE Budget Fiscal Year 2019 CITY COUNCIL

Paul T. Freiling Mayor D. Scott Foster, Jr. Vice Mayor Douglas G. Pons Member Barbara L. Ramsey Member Benming Zhang Member

OFFICIALS

Marvin E. Collins III City Manager Andrew O. Trivette Assistant City Manager Christina Shelton City Attorney Vacant Clerk of Council Barbara Dameron Director of Finance Mark A. Barham Director of Information Technology Daniel G. Clayton Director of Public Works Sean Dunn Police Chief W. Patrick Dent Fire Chief Robbi Hutton Director of Recreation Carolyn A. Murphy Director of Planning & Codes Compliance Peter P. Walentisch Director of Human Services Michele Mixner DeWitt Economic Development Director

BUDGET MESSAGE City Manager’s Budget Message A-1 – A-16 CITY COUNCIL GOALS City Council’s Goals and Initiatives/Outcomes/Results B-1 – B-67 PERFORMANCE METRICS Cost Centers: Expenditures/Staffing/ Performance Measures/Targets & Trends C-1 – C-46 BUDGET SUMMARIES Budget Summary - All Funds D-1 – D-3 Budget Summary - General Fund D-4 – D-13 Funding Summary - Major Categories D-14 – D-24 Budget Summary - Utility Fund D-25 – D-31 Budget Summary - Public Assistance Fund D-32 Budget Summary – Tourism Fund D-33 Quarterpath Community Development Authority D-34 Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balances/Working Capital/Graph D-35 – D-37 Revenue and Expenditure Trends/Graph D-38 – D-40

Supplemental Information: General Fund Revenues – Detail D-41 – D-43 General Fund Expenditures – Detail D-44 – D-59 Utility Fund Revenues – Detail D-60 Utility Fund Expenditures - Detail D-60 – D-63 Tourism Fund Revenues and Expenditures - Detail D-64 Staffing Levels D-65 – D-67 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Summary – General E-1 – E-5 Project Information Detail - General E-6 – E-40 Capital Improvement Summary - Utility Fund E-41 – E-42 Project Information Detail - Utility Fund E-43 – E-50 Vehicle Replacement Plan/Correspondence E-51 – E-77 BUDGET GUIDE Budget Guide F-1 – F-9 Department Codes and Responsibilities F-10 – F-11 Revenue Sources and Trends F-12 – F-32 Expenditure Classifications F-33 – F-37 Funding Relationships F-38 – F-43 Fund Structure F-44 – F-45 Budget Policies F-46 – F-52 APPENDIX Utility Fund Water & Sewer Rate Analysis G-1 – G-8 Debt Service G-9 Statistical Information G-10 – G-15 Glossary G-16 – G-19

The Government Finance Officers Association of the United State and Canada (GFOA) presented an award for Distinguished Presentation to the City of Williamsburg for its annual budget for the fiscal year beginning July 1, 2017.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Williamsburg Organizational Chart

Boards and Commissions Constitutional and WILLIAMSBURG VOTERS Independent Offices Operational: Court System *School Board (WJCC) *Circuit Court Judge *Library Board (WRL) *Clerk of Circuit Court Advisory *District Court Judge *Planning Commission Mayor Vice Mayor *Juvenile/Domestic *Economic Dev. Authority Relations Judge *Arts Commission *Commonwealth Attorney *Soc. Services Advisory Brd CITY COUNCIL *City/County Sheriff *Finance & Audit Committee Commissioner of Revenue *Public Housing City/County Treasurer Semi-Judicial City Attorney Clerk of Council/ Electoral Board *Architectural Review Board FTE 1.5 Admin. Asst Voter Registrar *Board of Zoning Appeals *Board of Bldg Code Appeals *Board of Equalization City Manager FTE 7

Assistant City Manager Executive Assistant  Human Resources  Communications Economic Dev. Dir. FTE 3 FTE 3

Parks & Recreation Police Fire Public Works & Utilities

*Recreation Center *Uniform Services *Suppression Public Works: *Engineering *Parks *Investigations *Prevention *Streets & Stormwater *Athletics *Support Services *Emergency Medical *Mosquito Control *Public Safety/E911 *Emergency Management *Landscaping Comm. *Vehicle Maintenance *Parking Garage FTE 8.5 *Facilities Maintenance FTE 45 FTE 41 *Refuse/Recycling *Cemetery FTE 23.5 Public Utilities: *Water Treatment *Water Distribution Human Services Planning & Codes Finance *Wastewater FTE 26 *Income Eligible Benefits *Planning & Zoning *Accounting *Adult and Child Protection *Codes Compliance *Collections, Disbursements *Community Outreach *Purchasing IT *Public Housing *Assessments *Investments *Information Technology *Payroll FTE 19 FTE 9 FTE 11 FTE 4 TO: Honorable Mayor and City Council DATE: March 23, 2018 SUBJECT: City Manager’s Budget Message

INTRODUCTION

The fiscal year 2019 budget reflects the dedication of the Williamsburg community to support investment in the core municipal services of education, police, and fire during a period of investment in infrastructure and the built environment by the public, private, and institutional sectors. Beyond this investment, the current year again reflects an environment of very limited recovery in property values and increased expenses for both the City organization and outside funding requests of jurisdictional and community partners. However, significant investment and growth in the economy is in process on campus, in the historic area, and in the redevelopment of commercial corridors of the City. The fiscal year 2019 budget positions the City to meet the coming year and invests in tomorrow through education, public safety, and economic development infrastructure.

The development of the General Fund Budget for fiscal year 2019 faced three new challenges discussed at the January 2018 Budget Retreat. New funding is necessary to meet these core service funding obligations and provide resources to address critical needs as follows:

Added Cost Percent Increase x Contribution to W/JCC Schools $623,396 6.8% x Invest in Police Department Operations $214,034 5.3% x Invest in Fire Department Operations $186,468 4.6%

The increase in the proposed budget for schools provides a level of funding that matches the FY 19 proposed budget request of the Superintendent. The School budget provides for the staffing and operations of the new James Blair Middle School opening in the City in fiscal year 2019. The new middle school accounts for more than $167,000 of the increase to the City budget. The increased contribution to schools also supports needs for English Learner and Special Education populations, salary increases for school system personnel, additional teachers and a counselor, and innovated programs and best practices such as the Virtual Learning Program and Early College Program to prepare students for their next challenges in life.

Public safety investments are also proposed for both the Police Department and the Fire Department. A significant portion of the increases provide for personnel and the training and equipment needed for increased staffing. The Police Department receives one new police officer to provide for additional investigations capabilities. The Fire Department increase provides one new firefighter position and benefits to an existing contract position. The two positions provide increased vehicle and shift coverage that will ease pressures for overtime and allow existing staff the freedom for necessary training and discretionary leave.

A - 1 The total net effect to the proposed budget of the three increases is $1,023,898. As the principal General Fund revenues remained flat (0.1% increase for real estate assessment valuation and no projected increase for meals or room taxes), the primary means proposed to address these core service needs is increasing the real estate tax rate by three pennies ($648,721) and an anticipated increase in State funding from the Sales Tax for Education ($127,550). While this new revenue generates $776,271, the remaining gap of $247,627 and all other challenges of the fiscal year 2019 General Fund Budget are resolved through intensive efforts to reduce spending costs and recognizes increases in smaller revenue sources due to economic development and growth in the community. Beyond the real estate tax rate increase, there are no other increases to utility rates, fees, or other tax rates proposed to be adopted as part of the fiscal year 2019 budget.

The second main influence of the fiscal year 2019 budget is the establishment of the Tourism Fund as a new special revenue fund. While the proposed budget reflects the policy and ordinances adopted by City Council in FY 18 to establish and fund the Tourism Development Fund (TDF), there remains uncertainty in the final revenues and expenses of the Tourism Fund due to the potential adoption of SB 942 by the Commonwealth of Virginia. The proposed budget reflects previously adopted revenues available to the City that will take effect on July 1, 2018. The adopted Tourism Development Fund revenues include a 1.5% meal tax increase, 3% room tax increase, establishment of a 3.5% admissions tax, and elimination of the $2 per night lodging charge. If SB 942 is passed and the City takes the actions necessary to make the law effective, then the Tourism Fund will derive revenue from an increase of 0.5% of the State sales tax. With either scenario, the proposed budget includes a General Fund Operating History transfer from the General Fund to the Tourism and Projections Fund of $2,205,000 for the maintenance of existing effort to fund tourism and marketing from the FY 18 budget. The change of the FY 18 adopted budget to the FY 19 budget reflects a decrease of approximately 5.9% primarily due the transfer of lines to the newly established Tourism Fund. The adopted TDF policy is in the Budget Guide and Tourism Fund line items are in the Budget Summaries.

Budget trends for the FY 19 budget include:

x Property tax assessment valuation is relatively flat with an overall increase of 0.1% that reflects an average increase of 0.7% for residential properties and a 1% decrease in commercial properties. An increase of the real estate rate of 3-cents is proposed for a combined increase in property tax revenue of 5.96%.

x Room tax and meal tax is flat and the $2 Lodging Tax in the General Fund is eliminated resulting in an overall decrease for all tax revenue of 1.4%.

x License and permit rates remain unchanged but revenues increase by approximately 20% due to expected building activity.

A - 2 x Utility fund overhead charges are increased 29% to capture increased costs of administration, equipment, and materials to the General Fund as well as transferring position expenses from the Utility Fund for the GIS position in IT and a position in Landscaping. No utility rate increase is proposed.

x Total FY 19 revenues reflect an increase of 0.21% or $75,652 over FY 18 revenues.

x Revenue classifications remain stable as a percentage of total revenues (see Revenues graph in the Budget Summaries). Property taxes (up 2% to 40%) and other local taxes (down 3% to 39%) remain the top two revenue classifications.

x Expenditures are stable by classification as a percentage of the total expenditures with an increase in Education (up 3.5% to 29.1%) and an increase in public safety (up 3.2% to 30.8%) that remain the top two expenditure classifications (see Expenditures graph in Budget Summaries).

The FY 19 General Fund Operating Budget can be summarized by:

x Balanced budget projects revenues, transfers, and expenditures of $33,836,547, a decrease of 5.92% from the FY 18 adopted budget. When accounting for the transfer of $2,205,000 from the General Fund to the Tourism Fund, the revenues and expenditures reflect a 0.21% increase.

x A real estate tax increase of 3-cents is proposed to assist in funding an increase in education and public safety expenses.

x Full time equivalent authorized positions of 201.5, 4.5 more than FY 18 by adding two new fire firefighters (one new and add benefits to existing contract position), one new police officer, a GIS position (revenue neutral from existing contract); and one part-time landscaping position (moved from Utility Fund).

The fiduciary fund for the Quarterpath Community Development Authority (QCDA) for the fiscal year 2019 is the fifth-year special assessments will be collected by the City for the QCDA. Funds are used to repay the public improvement bonds on the Quarterpath at Williamsburg development. More information on the fiduciary fund is in the Budget Summaries Section.

The Utility Fund can be summarized by:

x No utility rate increase is proposed with rates remaining at $5.30 per one thousand gallons, per the Five-Year Water and Sewer Rate Analysis as shown in the Appendix.

x The Utility Budget proposes revenues of $7,312,493 representing an increase of approximately 7.7%. The top two increases are in sewer service and a timber sale contract.

A - 3 The following graph compares the City’s water and sewer rates regionally.

Water and Sewer Rates (FY18) Per 1000 gallons

Newport News $ 8.79 Portsmouth $ 8.90 JCSA $ 6.23 Norfolk $12.12 Virginia Beach $ 8.10 Williamsburg $ 5.30 (Does not include HRSD or fixed service fees)

New capital spending in the amount of $5,586,871 in the General Fund Capital Improvement Program (CIP), plus $1,853,012 in debt service payments bring the projected total capital spending for FY 19 to $7,439,883. Highlights for CIP FY 19 funding include:

x Ironbound/Longhill Road Intersection Relocation (carryover) x Bicycle Facility Improvements – Monticello Avenue Shared Use Path (carryover) x Monticello Avenue Redesign x Capitol Landing Road Redesign (design) x Fire Station Replacement x Police Station Renovation x Quarterpath Softball Field Improvements x Public Safety Equipment Replacement x Scheduled Vehicle Replacement (includes Fire Engine) x Williamsburg Regional Library Mechanical System x W/JCC Schools Capital Request

Descriptions for all the capital improvement projects are located in the CIP Section.

The new Tourism Fund is established in the fiscal year 2019 budget and is based on current policies and ordinances that are effective July 1, 2018. The uncertainty related to SB 942 may necessitate change of this fund prior to adoption. The highlights of the Tourism Fund are as follows:

x Total Tourism revenues are $6,833,500 ($4,628,500 tax revenue and $2,205,000 General Fund transfer). The proposed budget reserves $2,903,473 for future years.

A - 4 x Administrative expenditures are $105,027 and is 2.3% of the TDF tax revenue. This is well below the 10% administrative expenses allowed by ordinance. Administrative expenses include one new position and professional services for technical assistance in establishing the program.

x Tourism marketing funds transferred from the General Fund maintain FY 18 spending levels of $2,205,000.

x Tourism Development Fund expenditures total $1,620,000 ($1,320,000 WADMC from the General Fund, $150,000 for the Tourism Contingency Marketing Fund, and $150,000 for initial Downtown Plan implementation as requested by the EDA).

x If SB 942 becomes an effective law, revenues will be decreased to reflect $2,200,000 in sales tax revenue, WADMC funding removed, and the reserve amount decreased (at least).

The combined total of the six funds: General Fund, Utility Fund, Sales Tax Capital Fund, Tourism Fund, Public Assistance Fund, and QCDA Fiduciary Fund amounts to $55,753,444.

Beginning with revenue projections in the General Fund, the remainder of the Budget Message discusses issues helpful in understanding and reviewing the proposed budget.

REVENUE PROJECTIONS

The fiscal year 2019 budget forecasts General Fund operating revenues of $33,836,547, a 5.92% decrease from the current fiscal year. When accounting for the transfer to the Tourism Fund, revenues increase in the proposed budget by 0.21% from the current fiscal year. Four broad revenue categories are provided in the following graph.

Share of FY 2018 FY 2019 Budget Adopted Proposed Change

All Property Taxes 40% $13,821,900 $14,510,621 4.5%

Other Local Taxes 39% $15,003,000 $13,903,980 -7.3%

Fees, Charges, 10% $3,545,445 $3,901,378 10% Miscellaneous

Intergovernmental 11% $3,595,550 $3,725,568 3.6%

A - 5 In the Budget Guide are detailed explanations of revenues, explaining the legal basis and ten- year trends of all the revenue sources. The following is a summary of significant revenue changes in next year’s budget under the four categories:

1. Real Estate Taxes. Property tax projections are based on a total anticipated value of real estate of $1.86 billion, an increase of 0.1% (0.7% residential and -1.0% commercial) in landbook value. The value represents a flattening of property values as redevelopment is occurring in the commercial market.

An additional one penny on the real estate tax would generate an estimated $186,177. The fiscal year 2019 proposed budget recommends increasing the current rate 3-cents from $0.57 to $0.6 per hundred dollars of assessed value generating $11,038,000 (budgeted at approximately 98% collection rate).

2. Personal Property Taxes. Personal property tax, known as the “car tax”, is currently $3.50 per $100 value (offset by tax relief from the State). The proposed budget recommends maintaining the current rate of $3.50 per $100 value yielding $2,850,000 in operating revenue, up 1.9% from fiscal year 2018.

3. Other Local Taxes. Other local taxes include various consumer utility taxes and franchise fees, business licenses, and transient lodging and prepared food (“room and meal” taxes). Together the other local taxes will generate $13,903,980, a 7.3% decrease below the current fiscal year budget.

In the General Fund, room and meal taxes for FY 19 are anticipated to total $10,295,000; room tax totaling $3,300,000 and meal tax totaling $6,995,000. The $2 destination marketing surcharge used for destination marketing is replaced by a 2% room tax in the Tourism Fund and removed from the General Fund budget.

Together, sources of taxation including property and local taxes are expected to generate $28,414,601, a 1.4% decrease from the current year budget.

4. User Fees, Charges, and Miscellaneous. The broad category of locally generated revenue is expected to provide $3,901,378, a 10% increase.

Licenses and permit activity is driving a 20.4% increase over FY 18. Fine and use of property revenue increase by 10.3% and 9.7% respectively due to increased activity. EMS recovery fees and charges for Parks and Recreation are projected to remain level in FY 19.

5. Intergovernmental – Revenue from the Commonwealth. Revenues from the State, which include support for constitutional offices, sales tax for education, 599 police funds, and street maintenance are estimated to be $3,725,568, a 3.6% increase.

The estimated Sales Tax for Education of $1,270,267 based on State Department of Education calculations, is up 11.2% based on the latest calculations for school-aged (5 to 19) population.

A - 6 EXPENDITURE ISSUES

Proposed General Fund expenditures for FY 19 total $33,836,547, a 5.92% decrease from the current adopted budget. Expenditures are broken down into four large categories.

Share of FY 2018 FY 2019 Change Budget Adopted Proposed

City Departments 58% $19,154,330 $19,702,851 2.9%

Constitutional Officers and Judicial 6% $2,232,722 $2,200,813 -1.4%

Education and Library 32% $10,083,456 10,721,212 6.3%

Outside Agencies 4% $4,495,387 $1,211,671 -73%* * Reflects a transfer to the Tourism Fund, not a decrease in funding support

Details in operating expenditures can be found under Budget Summaries. Highlights of different expenditure issues are divided between “City Operational Issues” and “Outside Agency Issues”.

CITY OPERATIONAL ISSUES

1. Services. The recommended budget reflects a continuation of service levels provided to the public in FY 18. An emphasis is placed on public safety facilities, training, vehicles, and equipment to meet modern needs for functionality and changing demographics. Geographic Information Systems (GIS) are used by nearly all departments and functions to connect layers of data to digital mapping. The GIS program is being moved from a contract service primarily located in the Utility Fund, to an in-house service in the IT Department in the General Fund to increase availability to all departments. The shift is revenue neutral.

2. Staffing. The proposed budget provides for an increase of 4.5 positions. The fire department receives two new positions (one new position and adding benefits to an existing contract position). The fire positions continue the transition to a fire service that has enhanced medical capabilities, while retaining coverage for fire apparatus. The police department adds one new, sworn police officer position to allow for enhanced investigation capabilities for task force service areas. The IT Department adds the GIS position in a cost neutral transfer of contract responsibilities in the Utility Fund to the General Fund. The Landscaping Division of the Public Works Department adds a half-time position transferred from the Utility Fund to reflect past work efforts from staff that recently retired.

3. Pay. The budget provides for a 2% pay increase for employees and an additional $500 increase for permanent employees with salaries below $50,000 per year. The additional increase provides equity for employees most impacted by the increase in insurance

A - 7 premiums. Additional merit pay will be considered based on market forces and evaluations consistent with the personnel policy.

4. Health Insurance Coverage. This is the City’s seventh year participating with the Commonwealth’s “Local Choice” health care insurance pool administered by Anthem. The City received a renewal notice calling for a 9.2% increase for fiscal year 2019 (6.6% average over six years). The cost of the premium increase will be shared between the City and the employees to maintain the plan required participation levels. The proposed budget includes a 10.1% increase over FY 18 in funding for health care costs, including the premium increase.

5. Virginia Retirement System. The VRS biennial actuarial valuation for Williamsburg in FY 19 is 18.78% (13.78% city share, 5% employee share) of payroll. This is the first year for this rate which will hold for the biennium by VRS next year. The “new” VRS Hybrid Retirement Plan, implemented in July 2014, is blended with pre-hybrid plans in a single VRS contribution rate. The rate is a slight decrease from the previous biennium rate of $19.09. The General Fund savings in the reduction is approximately $1,317 in fiscal year 2019.

OUTSIDE AGENCY ISSUES

Nearly one-half of the City’s General Fund budget goes to agencies and activities not under City Council’s direct operational control. Funding relationships are often complex and vary in degrees of funding discretion possible from year to year. The “Notes of Funding Relationship” contained in the Budget Summaries and the Budget Guide help explain the City’s role in providing financial support to these agencies and activities.

Background documentation from outside agencies is provided in the Appendix of the Proposed Budget, or provided under separate cover or electronically, as in the case of the School and Library budgets.

1. Schools. The school contribution is increasing with significant impact to the operating budget to meet funding agreement obligations consistent with James City County and to meet the Superintendent’s recommended budget. The proposed budget provides $9,830,921, a 6.8% increase from FY 18, based on current state and federal funding and the current five-year joint contract with James City County. In fiscal year 2019, the City share of school costs will be 9.53% compared to 90.47% for James City County. Determined by the September 30, 2017 enrollment, the City’s school population for the purposes of apportioning costs between the City and County is 949, up 15 students from the prior year and represents 8.38% of the total.

2. Regional Library. The Williamsburg Regional Library is funded under an agreement with James City County and York County. The fifth restated and amended contract was approved in September 2013 and included York County for the first time. The current contract calls for funding operational costs based on proportion of circulation by residency. The Library’s proposed budget of $6,565,379 is an increase of 2.67%, which results in a City contribution for FY 19 of $871,852, which represents 13.8% of total circulation.

3. Community Corrections. The City’s share of the Virginia Peninsula Regional Jail is currently budgeted at $1,101,327, a reduction of $50,000 from FY 18. Savings are realized from a

A - 8 reduction in debt service at the regional jail and further savings are anticipated upon the adoption of the State and jail budget in April 2018. The City share of jail costs is based on the average daily use rate over the past five years. Each member of the regional jail (Williamsburg, James City County, York County, and Poquoson) pays for their share of the inmate population, based on the location of where the offense occurred and the arresting authority. The jail uses a contract to house U.S. Immigration and Customs Enforcement (ICE) detainees to increase jail revenues.

Juvenile detention costs at the Merrimac Center are estimated to be $53,705, a 27.1% reduction from the previous year.

4. Health Services. The agencies below provide health services to City residents, workers, and visitors. The total recommended funding for FY 19 is $453,194, a 1% increase from the previous year.

The Peninsula Health District has requested $108,683, a 3.3% increase from FY 18. The funding is provided based on a complex State formula that is based on use and residency.

The Human Services Advisory Board and the proposed budget recommends Olde Towne Medical Center receive funding of $89,511, an increase of 1.1% from the previous year.

The Human Services Advisory Board and the proposed budget recommends Colonial Behavioral Health receive level funding of $255,000 as requested for fiscal year 2019 to provide mental health services for City residents.

5. Human Services Agencies. The City’s Human Services Advisory Board has evaluated human service agency requests for funding, as annually requested by City Council. Their analysis and recommendations are in the Proposed Budget Appendix. Proposed funding for FY 19 is $88,434, a 1.8% increase from the previous fiscal year.

6. Community and Economic Development Agencies.

Tourism Promotion

The City has supported tourism promotion and advertising through the Colonial Williamsburg Foundation (CWF) as the premier “destination driver” and the Greater Williamsburg Chamber and Tourism Alliance (GWCTA) as the regional destination marketing organization. Funding for both organizations is being moved to the Tourism Fund established in the proposed budget. The Williamsburg Area Destination Marketing Committee (WADMC) provides for marketing of the region and will be funded by Room Tax revenues in the Tourism Fund and the $2 lodging charge is eliminated.

The Colonial Williamsburg Foundation has requested increased funding of $1,500,000 (15.4%) to support increased costs to the CWF marketing media budget. The proposed budget provides level funding of $1,300,000 for FY 19.

The Greater Williamsburg Chamber and Tourism Alliance has requested a total of $800,000 for City tourism promotion and business services, and for other seasonal marketing campaigns and

A - 9 promotions for the arts, sports tourism, and the Christmas holiday. The proposed budget includes the requested amount as a contingency in the event that SB 942 is not effective.

The Tourism Fund also provides funds to the Tourism Marketing Contingency Fund in the amount of $150,000 for FY 19. The fund can be used by City Council to consider outside agency requests for marketing funds.

The proposed Tourism Fund maintains the FY 18 funding levels for the Williamsburg Hotel/Motel Association ($10,000), Kingsmill Championship ($15,000), and the Virginia Arts Festival ($80,000). The Tourism Fund also includes an estimated $1,320,000 equivalent to 2% of room tax to fund WADMC in lieu of the $2 lodging charge that was removed in FY 18 effective July 1, 2018.

The total recommended funding for tourism promotion (CWF, GWCTA, and WADMC) is $3,420,000, an increase of 5.6% from the previous fiscal year due to the use of room tax for WADMC.

Economic and Community Development

In addition to tourism promotion, City funding support is recommended for a number of other organizations that make important economic development and community development contributions to Williamsburg. The organizations are listed in the Proposed Budget Appendix.

The proposed budget includes requested funding for Thomas Nelson Community College and the Greater Williamsburg Partnership.

The proposed budget includes $110,000 for the Economic Development Authority (EDA). The amount reflects level funding from FY 18 as requested.

7. Cultural. The Williamsburg Arts Commission performed the task of receiving, reviewing, and recommending funding for the arts. Their report is provided in the Appendix to the Proposed Budget. The recommended funding for local arts funding of $160,000 (Williamsburg, James City County, and state challenge grant) is included in the proposed budget with level funding from FY 2018.

THE BUDGET AS A POLICY DOCUMENT

Before concluding this overview of the proposed budget, here is an introduction to important elements of public policy and managerial information contained in it.

A. Budget Message providing management’s introduction to the budget.

B. City Council’s Goals, Initiatives and Outcomes for the 2017 and 2018 Biennium. Adopted by City Council in November 2016, the “GIO’s” set the strategic direction of the city to guide the annual budget process and to assess the performance of city government.

A - 10 C. Performance Metrics detailed by departments and cost centers. This section provides graphic representation of metrics.

D. Budget Summaries provide precise budget information from the general to the specific for all funds.

E. Capital Improvement Program contains recommended capital appropriations in FY 19 and the next four years of capital projections.

F. Budget Guide contains background information helpful to understand the complexities of a municipal budget in Virginia.

NEXT STEPS

The budget process now moves from the staff level, formation phase, to the Council and public level, adoption phase.

City Council received outside agency proposals at the first Budget Work Session held on Monday, March 19, 2018. Staff will present the proposed budget at the Council Work Session on Monday, April 9, 2018. The formal budget hearing will be held at the Thursday, April 12, 2018 City Council meeting. A second Budget Work Session will be held on Monday, April 16, 2018. Budget adoption is scheduled for the May 10, 2018 City Council meeting.

Yours in public service,

Marvin E. Collins III City Manager

A - 11 Subsequent Events:

On May 10, 2018, the City’s FY 2019 Budget was adopted with changes from the FY 2019 Proposed Budget. Some of the changes were significant and warrant a revised Budget Message; however, the City Manager resigned on May 14, 2018 and is not available to sign a revised message. The following notes are intended to help the reader by reconciling the Budget Message to the FY 2019 Adopted Budget.

The most significant changes to the FY 2019 Proposed Budget occurred in the Tourism Fund as a result of the adoption of Senate Bill 942 (the Bill) in the Commonwealth of Virginia. The Bill increases the sales and use tax in the Historic Triangle (City of Williamsburg, James City County, and York County) by 1% and enables a $2 per room/per night lodging tax with 50% of each tax funding the Historic Triangle Marketing Fund. The sole purpose of the Historic Triangle Marketing Fund is the marketing, advertising, and promoting of the Historic Triangle. The other 50% of the increased sales and use tax and the $2 lodging tax will remain with the locality where the tax was generated. The City of Williamsburg has dedicated its share of this revenue to the City’s Tourism Fund.

The Bill required the City to repeal increases to the meals and lodging tax previously adopted and to reinstitute the $2 per room/per night lodging tax that the City previously repealed. Exhibit 1 on the page A - 13 illustrates the changes from the Tourism Fund’s FY 2019 Proposed Budget to the FY 2019 Adopted Budget.

A - 12 Exhibit 1 - Tourism Fund - Changes from FY 2019 Proposed Budget to FY 2019 Adopted Budget

FY 19 Proposed FY 2019 Adopted Budget Budget

Revenues: Sales Tax$ - $ 1,947,000 1.5% Meals Tax 2,098,500 - 3% Room Tax 1,980,000 - $2 Lodging Tax 550,000 1,130,000 Transfer from Gen. Fund 2,205,000 2,205,000 Transfer to Reserves* (2,903,473) 0 Total Revenues$ 3,930,027 $ 5,282,000

Expenditures: Administrative$ 105,027 $ 105,027 Tourism Maintenance of Effort 2,205,000 2,205,000 Tourism Development: Williamsburg Area Destination Marketing Committee** 1,320,000 - Tourism Contingency Marketing Fund 150,000 50,000 An Occasion for the Arts 25,000 Culturefix 75,000 Downtown Vibrancy Implementation 150,000 150,000 Historic Triangle Marketing Fund*** 565,000 Tourism Development Grant Program* 0 2,106,973 Total Expenditures$ 3,930,027 $ 5,282,000

*Change in presentation of funding for Tourism Development Grant Program **No longer funded at the local level ***Remittance of 50% of $2 Lodging Tax to the Historic Triangle Marketing Fund

A - 1 General Fund

Revenues in the General Fund increased by $360,824. The majority of this increase resulted from revised projections for meals tax (an increase of $158,600) and business licenses (combined increase of $142,500). In addition, recordation taxes increased $59,724, also as a result of revised projections.

Expenditures in the General Fund increased by $360,824, as follows:

x $167,099 increase in Non-Departmental: $158,600 for contributions to the Economic Development Authority for payment of tax incentives and $8,499 for Personnel Contingency

x $123,276 increase in the Police Department: $125,724 for salary and related expenses to add two School Resource Officers, offset by a reduction for radio expenditures in the amount of $2,448

x $4,248 decrease in the Fire Department for radio expenditures

x $76,500 increase in the Commissioner of the Revenue Office for a Business Auditor

x $6,000 increase in Human Resources: $3,000 increase for Ombudsman and $3,000 increase for Health and Wellness

x $7,803 reduction to the Virginia Peninsula Regional Jail as anticipated and discussed on page A – 9 of the Budget Message.

With the addition of two School Resource Officers, each school located in the City will have a full-time School Resource Officer. The Business Auditor will provide education and training to ensure proper and fair assessments and will audit businesses. The addition of these positions results in an increase of 7.5 positions, rather than 4.5 positions as discussed on page A – 7.

A - 1 The FY 2019 Adopted Budget forecasts General Fund operating revenues of $34,197,371, a 4.92% decrease from the current fiscal year budget. The General Fund Revenue Table on page A – 5 is restated as follows:

Share of FY 2018 FY 2019 Budget Adopted Adopted Change

All Property Taxes 40% $13,821,900 $14,510,621 4.5%

Other Local Taxes 39% $15,003,000 $14,264,804 -4.9%

Fees, Charges, 44% $3,545,445 $3,901,378 10% Miscellaneous

Intergovernmental 11% $3,595,550 $3,725,568 3.6%

General Fund expenditures for the FY 2019 Adopted Budget total $34,197,371, a 4.92% decrease from the current fiscal year budget. The General Fund Expenditures Table on page A – 7 is restated as follows:

Share of FY 2018 FY 2019 Budget Adopted Adopted Change

City Departments 58% $19.154.330 $19,994,978 4.4%

Constitutional 7% $2,232,722 $2,269,510 1.6% Officers and Judicial

Education and 31% $10,083,456 $10,721,212 6.3% Library

Outside Agencies 4% $4.495.387 $1,211,671 -73%*

*Reflects a transfer to the Tourism Fund, not a decrease in funding support

A - 15 A - 16 Goals Initiatives and Outcomes for the

201 and 201 Biennium

The City of Williamsburg, Virginia

$GRSWHG1RYHPEHU

B - 1

Mid-Course Cover.indd 1 8/23/2011 12:27:40 PM CITYOFWILLIAMSBURGVISION Williamsburgwillbecomeanevermoresafe,beautiful,livablecityof historicandacademicrenown,servedbyacitygovernment— cohesivelyled,financiallystrong,alwaysimprovingandinnovating— infullpartnershipwiththepeoplewholive,workandvisithere.

Toadvancethecity’svision,everytwoyearstheWilliamsburgCityCouncilidentifiesnew strategic objectives for city government. Biennial Goals, Initiatives and Outcomes (GIOs) provideanexpressionofcitypriorities,asspecificandmeasurableaspossible,coveringa twoyearperiod.Longertermobjectivesareexpressedintermsofwhatthecityhopesto accomplishintheneartermtowardthatobjective.

PaulT.Freiling GIOsarenotintendedtobeacomprehensivelistofallcityservicesandactivities.Instead, Mayor theyprovideaconcrete,coordinatedexpressionofCityCouncil'sdirectionforchangeand focus.In that way, they drive city government operating budget and capital budget formation.The 2017/2018 Biennial Goals, Initiatives and Outcomes, adopted on November10,2016,guidebudgetdecisionsfortwofiscalyears,thatis,forFY18andFY 19.

UndereightGoalstatements49specificInitiativeswith124subͲinitiativesareidentified.In D.ScottFoster,Jr. additiontotheInitiatives,OutcomesfromtheNationalCitizenSurvey(NCS);and“Desired ViceMayor Outcomes” and Observed Results,” provide performance metrics which help assess goal achievement.WilliamsburgparticipatedintheNCSinMay2008,2010,2012,2014,and 2016.Reportedherearecitizenratingsof“Good”or“Excellent”forquestions,including nationalbenchmarksandtrendssince2008.

The Biennial GIOs are created in light of a variety of resources including the city's Comprehensive Plan, Five Year Capital Improvement Program (CIP), and Economic DouglasG.Pons CouncilMember DevelopmentStrategicPlan;andwithinputfromcitizens,citystaff,andvolunteers.

Biennial goal statements align with the 2013 Comprehensive Plan goals. Initiative statements with asymbol directly link to projects in the city’s CIP.

Citizen engagement is vital to the success of this process from start to finish.Go to www.williamsburgva.gov/goals for statusreportsand to http://speakupwilliamsburg.com toofferyourcommentsanytime. BarbaraL.Ramsey CouncilMember

PaulT.Freiling,Mayor MarvinE.CollinsIII,CityManager

November 2016

BenmingZhang CouncilMember

B - 2 GOALI:CharacteroftheCity ProtectandenhanceWilliamsburg’suniquecharacterasdefinedbyitsresidentialneighborhoods, urbanplaces,openspaces,andbyitsiconicplaces—theColonialWilliamsburgHistoricArea andcampusoftheCollegeofWilliamandMary. Page3 GOALII:EconomicVitality IncreasebusinesssuccessandCityrevenuesbysupporting,promotinganddiversifyingthecity’seconomic baseofhistorictourismandhighereducation,andotherdevelopment,redevelopmentandadaptivereuse opportunities. Page8

GOALIII:Transportation Provideaneffectivetransportationsystemcompatiblewiththefuturelanduseplaninconcertwithour communitypartners–with“completestreets”servingpedestrians,bicyclists,andmotoristandpromotingthe expandeduseoftransitandrail. Page13 GOALIV:PublicSafety Provideasafercommunitybypromotingleadership,innovationandimplementationoftechnologyinpublic safety,emergencymanagementandcodescompliancetoprotectandservecityresidents,visitors,businesses andhistoricassets. Page18

GOALV:HumanServices,HealthandEducation Seekopportunities,partnershipsandprogramimplementationthataddressestheeducational,health,social, housing,economicandworkforcetrainingneedsandexpectationsofcityresidentsandworkers. Page23 GOALVI:RecreationandCulture Encourageahealthycommunitythroughanintegratedsystemofparks,facilitiesandopenspacesthatsupport recreationandthevarietyofculturalopportunitiesthatenrichtheexperiencesofcityresidentsandvisitors. Page28

GOALVII:EnvironmentalSustainability Continuetobuildanevermoresustainableandhealthycitypursuingmultiplestrategiesforconservationand restoration,andprovidingessentialenvironmentalservicesrelatedtodrinkingwater,wastewater, stormwaterandsolidwaste. Page33 GOALVIII:CitizenEngagementandCityGovernance Continuouslyimprovetheeffectivenessofcitygovernmentanditspartnershipwiththepeoplewholive,work, andvisitheretofulfillWilliamsburg’svisionforthefuture. Page38

B - 3 GOALGO I ProtectPro and enhance Williamsburg’s unique character as defined bbyy its residential neighborhoods, urban places, open spaces, and bbyy its iconic landmarks – the Colonial Williamsburg Historic Area aandnd campus of the College of William & Mary.

A. Downtown Vibrancy ¾ Downtown Vibrancy, Design & Marketing Plan - Complete the Downtown Vibrancy, Design & Marketing Plan and seek components to implement during the biennium. See also Goal II, D. Support Existing Business and Goal VIII, G. Community Visioning Exercise. (Council and staff)

Plan was presented to the public, City Council and EDA in December 2017. The final plan document was received and staff review will be completed for a presentation of implementation steps and discussion at the EDA meeting in March 2018. Initial implementation costs are proposed to be available in the Tourism Fund as requested by the EDA funding request. An implementation update will be provided to City Council at the April 2018 Budget Work Session.

¾ Downtown Parking Study - Seek components of the Downtown Parking Study to implement in the next biennium. See also Goal V, E. Parking Program Review. (Council and staff)

Staff has completed the review of the study and comparative products and practices. The draft implementation plan was presented to City Council in Fall 2017. The cross-departmental team prepared for Phase I implementation and is scheduled to update City Council in April 2018. Implementation of Phase I is scheduled by July 1, 2018.

¾ Parking Area Use for Special Events - Explore the conversion of P3 parking lot to special event space to include consideration of maintaining the parking field while accommodating infrastructure and design for temporary special event use. See also Goal II, E. Facilities to Increase Overnight Visitation. (Council and staff)

Colonial Williamsburg Foundation staff continues to discuss and design for the conversion of the P3 parking lot to a special event space. The concept was supported by the consultants that completed the Downtown Vibrancy, Design, and Marketing Plan. The scope of the project proposed by CWF will determine the appropriate City process required for consideration.

¾ Infill Housing and Vacant Property – Coordinate efforts with the Colonial Williamsburg Foundation and other property owners to market and promote available property for suitable infill housing and commercial development products. (Council)

B - 4 Discussions are occurring with Colonial Williamsburg staff to identify tenant infill and development options consistent with the findings of the Downtown Vibrancy, Design, and Marketing Study. Commercial properties are advancing first with staff evaluating opportunities in existing structures to add residential in coordination downtown planning efforts.

B. Arts District and Midtown ¾ Mixed-use and Pedestrian Friendly Midtown Design - Pursue the vision for Midtown as a pedestrian-friendly shopping and entertainment hub based on vertical mixed-use. See also Goal II, C. Redevelopment; Goal III, A. Pedestrian and Bicycle Connectivity and Improvements; and Goal VIII, G. Community Visioning Exercise. (Council, EDA, staff, and citizens)

Broad Street’s redevelopment project, Midtown Row, meets the following vision components; vertical mixed-use, grid system of streets, and place-making elements for entertainment. The City is extending separated bicycle lanes and wide sidewalks and bulb-outs at crossing for pedestrian elements on Monticello Avenue. The efforts also connect the Monticello multi-use trail to the Richmond Road bicycle lanes and sharrows. An unsolicited PPTA was received to complete work and the competitive bid process closes on April 24, 2018.

¾ Williamsburg Shopping Center – Proactively partner with property owners and partners to rejuvenate and redevelop the Williamsburg Shopping Center property in coordination with surrounding efforts in Midtown. See also Goal II, Redevelopment. (Council, EDA, staff, and citizens)

City Council approved a Master Plan and special use permit for the redevelopment of Williamsburg Shopping Center into a new mixed-use development project named Midtown Row in October 2017 with revisions in February 2018. The new development will contain four new five-story buildings containing 240 residential units (624 beds) with approximately 167,000 square feet of office, retail and restaurant space in Phase 1. In Phase 2, the project will contain 240 residential units (624 beds) with approximately 140,000 square feet of office, retail, and restaurant space with a 140-room hotel. The developer purchased the Monticello shopping center to coordinate redevelopment efforts and completed a groundbreaking for the organic grocer Earth Fare and announced the lease and relocation of Ace Hardware to the shopping center.

¾ City-owned Property - Market and repurpose the Super 8 property and the Tioga property for redevelopment considering the potential to partner with adjoining property owners and developers. See also Goal II, Redevelopment. (Council and staff)

EDA requested Letters of Intent for the 1233 Richmond Road (Super 8) property. The City decided to retain ownership while development plans for the two shopping centers in Midtown develop. The Tioga property is not actively marketed and will be considered for combined future redevelopment with the adjoining Days Inn property or on its own with accepted plan and offer.

¾ Arts District - Evaluate the feasibility of the Art District in its current location (Council) to include the 2011 recommendation to build a publicly subsidized live/work space, increasing public art, murals, design standards to encourage redevelopment, and encouraging additional art related businesses and co-work space. (Council, PC and EDA)

B - 5 Two art galleries opened in the Arts District this year; Twice as Nice and Ladybug. This Century Art Gallery also located to the district. Century 21 also expanded to 1031 Richmond Road increasing the office uses in the district. The feasibility study has not started due to other staff priorities.

C. Richmond Road Corridor ¾ Commercial Corridor - Maintain the commercial nature of the entrance corridor as a regional destination for restaurants, lodging, and complimentary services for visitors and locals by encouraging buildout at the High Street development and infill recruitment for vacant properties and buildings in the corridor. See also Goal II, B. Road Projects. (Council and citizens)

High Street Commercial and Residential properties have sold to new ownership this year. The commercial area sold to Lamar Companies who has committed marketing funds and events to activate the center. High Street Apartments LLC purchased the townhouse lots and two large condominium lots in 2017. City Council approved a lot line extinguishment of the 37 remaining townhouse lots for the development of 96 apartment units in eight, two-story buildings in January 2018. Plans to construct the buildings were submitted to begin construction in Spring 2018.

Richmond Road has remained an active market this year with the following economic activity occurring: x Corey’s Kitchen opened at 1338 Richmond Road. x Revolutionary Golf opened at High Street. x Orange Theory opened at High Street. x The Mole Hole opened at 1425 Richmond Road. x City property at 150 Ironbound Road marketed for up to 15,000 commercial space. x Former restaurant at 1635 Richmond Road under renovation for new restaurant use. x 7-11 opened at 1510 Richmond Road after renovating for convenience store. x EDA approved a demolition grant for hotel structures at 1900 Richmond Road. Structures are under demolition. Firestone Tires will locate on part of the property. x Aldi’s grocery store opened and created two out parcels on Richmond Road. Discount Tire is under construction on one of the parcels. Popeye’s Chicken has submitted plans to construct on the second out parcel. x Dunkin Donuts relocated on Richmond Road into a new building and added additional commercial space in their building. x Lazy Daisy opened at Patriot Plaza. x Radio Shack and Gizmos opened at 2229 Richmond Road. x SAS Shoes opened at 1814 Richmond Road. x Snap A Roll Williamsburg opened at 3044 Richmond Road, Suites J & K x Tienda Vasquez Latin Store opened at 1507 Richmond Road x Twice as Nice opened at 901 Richmond Road x Mine, Yours & Ours opened at 1455 Richmond Road x Two businesses that left Ignition Accelerator located on Richmond Road (Colonial Ghosts and BidVersity LLC).

B - 6 D. Northeast Triangle ¾ Land Use and Incentives - Implement incentives and public improvements to effect timely and meaningful change to implement the Tourism Zone and Culinary Arts District using lessons learned from past redevelopment initiatives. See also Goal II, Redevelopment; Goal III, A. Pedestrian and Bicycle Connectivity and Improvements; Goal III B. Road Improvements; and Goal VIII, G. Community Visioning Exercise. (Council, staff, and citizens)

The B-4 Culinary Arts and Hospitality Zoning District was approved on November 10, 2016. The Tourism Zone incentives were approved on October 13, 2016. The Small Business Improvement Grant approved November 10, 2016 and is administered by the EDA. Six (6) businesses are utilizing the grant for improvements to include the following: x Mainstay Suites at 814 Capitol Landing Road x Hampton Inn at 911 Capitol Landing Road x Econo Lodge at 216 Parkway Drive x Sal’s Ristorante at 835 Capitol Landing Road x Work Nimbly at 201 Penniman Road x Cochon at 311 Second Street

City purchased the DMV commercial property at the intersection of Capitol Landing Road and Merrimac Trail. The property will be marketed for redevelopment with the two other City properties for redevelopment to occur in coordination with the Capitol Landing Road streetscape project or independently as directed by Council.

Staff is discussing opportunities with the Colonial Williamsburg Foundation for the potential redevelopment of Foundation properties in the Tourism Zone. The Colonial Williamsburg Foundation requested and City Council approved the expansion of the Tourism Zone to include the Governor’s Inn properties on North Henry.

¾ Streetscape and Utilities – Complete the design for the Capitol Landing Streetscape and Utility project to encourage private investment and redevelopment in the corridor. The design should incorporate elements to promote use by pedestrians, bicycles, and transit to provide for a complete street cross-section. See also Goal II, Redevelopment; Goal III, A. Pedestrian and Bicycle Connectivity and Improvements; and Goal III B. Road Improvements. (Council and staff)

Staff has worked with the consultant to develop a draft concept design for the Capitol Landing Road streetscape and utility project. The City application for VDOT Revenue Sharing program funding for the project was denied in May 2017. City Council approved a resolution requesting VDOT to establish a Capitol Landing Road project funded by unexpended funds from past City projects. Staff presented a new capital project budget in July 2017 that provides for a design charrette in Spring 2018 followed by construction design in FY2019 and construction in starting in FY 2020 with the underground utilities portion and finishing in FY 2022.

E. Southeast Quadrant

B - 7 ¾ Quarterpath Development - Work with “Quarterpath at Williamsburg” developers and Riverside Healthcare Association to recruit target industries and commercial uses to the Quarterpath project to continue efforts to build a high quality, new city neighborhood with Doctor’s Hospital of Williamsburg as its anchor. See also Goal II, Economic Diversification Strategies. (Council)

Riverside has engaged JLL to market the property for development. Economic Development staff provided information and testimonials to support the development of marketing materials. Economic Development staff hosted a Fam (familiarization) Tour for VEDP staff with the Greater Williamsburg Partnership to highlight the property. H.H. Hunt has acquired additional property from Riverside to continue development of the townhome portion of the property.

F. Underground Utilities ¾ Scheduled Capital Improvements - Complete the currently programmed underground utility projects on Second Street, York Street, and Ironbound Road. (Staff)

Public Works has initiated the Second Street Underground Wiring Project with completion scheduled by July 2018. The York Street project funding was removed from the 5-year CIP. The Ironbound Road project will be completed as part of the VDOT Smart Scale funding in FY 2022.

¾ Future Opportunities - Evaluate opportunities with the Dominion pilot program and future capital and streetscape projects (i.e. Capitol Landing, Lafayette, and S. Henry) for underground wiring. (Council, PC, citizens, and staff)

Dominion has started an underground wiring program for outage prone neighborhoods. A portion of Highland Park on Dunning Street was selected to be included in the program. Capitol Landing Road from the Parkway to Merrimac Trail will be completed as part of the Capitol Landing Road Streetscape and Utility Project. A portion of Lafayette Street may be considered in conjunction with a May 2018 VDOT Smart Scale application for funding outside the current 5-year CIP. There are no current plans for South Henry at this time.

G. Entry Corridor Beautification ¾ Capitol Landing Road Corridor - Evaluate methods to improve the aesthetic and structural appeal of the Capitol Landing Road entry corridor and expedite the streetscape design project and intersection redesign efforts. See also Goal II, Redevelopment; Goal III, A. Pedestrian and Bicycle Connectivity and Improvements; and Goal III B. Road Improvements. (Council)

Draft design concepts have been developed by staff and the consultant. Public input will be received for the aesthetic enhancements in Spring 2018.

¾ Interstate Access to Williamsburg - Target I-64 Exit 238 as the main entrance corridor to Williamsburg and seek opportunities to encourage use of the gateway. (Council)

B - 8 Management and economic development staff has discussed joint interests with York County staff in the development of Exit 238 as a gateway to Greater Williamsburg. Additional discussions need to occur for land use and aesthetic enhancements in coordination with Comprehensive Plan updates in 2018.

H. Open Space Preservation and Commercial Site Assembly ¾ Commercial Site Assembly – Prepare marketing packages to recruit target industries (i.e. craft beverage to culinary arts district) for city-owned properties. Identify acquisition opportunities to assemble properties to return to the market for redevelopment. Work with property owners on Capitol Landing Road and Richmond Road with property adjoining city-owned land to assemble and maintain commercial sites. See also Goal II, Redevelopment. (Council and staff)

Economic Development staff has developed a marketing brochure for the Tourism Zone and is finalizing development of a marketing video. Staff worked with an architect to establish a concept site plan for a brewery use on a City-owned property on Capitol Landing Road. The City identified the DMV property on Capitol Landing Road as a property of interest and acquired the property when it became available for sale. The acquisition of the property will be marketed for redevelopment in coordination with the two adjoining City properties and the streetscape and utility project.

¾ Open Space Preservation – Monitor land available for purchase near Waller Mill Reservoir and along creeks in the City. Identify shared use opportunities for current open space (i.e. clean energy generation on Waller Mill property and recreation trail use on College Creek). See also Goal VI, I. Planning, Compliance, and Connectivity. (Staff)

Public Works staff continues to monitor land available for purchase in the Waller Mill Reservoir watershed and along creeks in the City. No land is recommended for purchase at this time. Staff contacted Dominion Power for an initial review of the Waller Mill property for clean energy options. No action is recommended at this time. Staff will explore alternative solutions to add clean energy on City property.

I. Neighborhoods Stability and Revitalization ¾ Residential Density and Infill Housing in Downtown and Midtown - Explore increasing residential density and infill housing within the Downtown and Midtown areas to retain and attract workforce and professional talent. Identify impediments and incentives to encourage owner occupied reinvestment in housing (i.e. Lafayette Street). (Council and EDA)

The developer of Midtown Row proposed and City Council approved a text amendment to increase residential density allowed with a special use permit from 67% to 80% for the project in the Urban Business District (B-3) in October 2017. The additional density will allow for the redevelopment of the property with one floor of commercial and four floors of residential.

B - 9 The Downtown Vibrancy, Design, and Marketing study provides recommendations on increasing infill housing in the Downtown area. The Blayton property of the WRHA provides an opportunity for additional workforce housing.

The Williamsburg Area Association of Realtors (WAAR) is completing a Housing Needs and Market Analysis for the City and is scheduled for completion in late Spring 2018 with presentation to City Council in summer 2018. Additionally, staff has initiated conversations to increase housing stock in areas like Lafayette Street. The hiring of the WRHA Director and zoning administrator will add staff needed to implement the project.

¾ Neighborhood Relations Committee – Improve communication and participation between neighborhood concerns, student engagement, and department activity and seek appropriate ex- officio participation at committee meetings. (Council) Seek opportunities and comparative practices to work with property managers and landlords to assist in tenant education of the “good neighbor” policy to achieve voluntary compliance. (Citizens)

The Neighborhood Relations Committee updated its website and opened the first 30 minutes of its meetings to the public to allow citizens to address the committee on concerns and provide for the sharing of information. Committee meeting dates and times were added to website along with additional information on parking, student renters guide, sample lease language, William & Mary Off Campus Living Guide, Neighborhood Map, Decal Parking Map, Rental Inspections District Map, and a link to the “Whose Your Landlord” website for renters to evaluate their landlord. Police Department and Greek Life representatives are attending the start of each meeting. The Committee likes the new format which not only allows time for public input, but allows representatives from the Police Department and Greek Life to provide updates.

Last spring as part of the discussion for the Richmond Hall rezoning hearing, Council directed staff to establish a City Manager’s Work Group to coordinate, evaluate, and implement City services to strengthen City neighborhoods and coordinate communication and enforcement across City departments. The first steps in implementation were to complete the hiring processes for the WRHA Director and the Chief of Police. Members of the working group began meeting in July 2017 and represent the City Manager’s Office, Police Department, Planning & Code Compliance, and WRHA. The Fire Department and Public Works are involved as needed in the process.

The group also coordinates service provision with partner agencies such as the W&M Police Department. The Police Department and the Planning & Codes Compliance Departments presented at the September work session on base service levels. The Departments will monitor implementation efforts to address concerns such as the impact of two new part-time parking

B - 10 enforcement positions and filling an existing vacant position. Planning & Codes Compliance will continue to gauge the impact of the landlord notification of noise nuisances and solid waste enforcement efforts.

¾ Residential Parking Program - Examine the residential parking program to improve compliance with existing parking ordinances and policies and to minimize impacts of implementing the Downtown Parking Study on residential areas adjoining the College. See also Goal IV, E. Parking Program Review. (Staff and citizens)

The Police Department expanded parking staff from one part-time to four part-time employees. Parking enforcement staff are transitioning from enforcement only to more of an ambassador role to educate citizens and visitors of parking regulations and provide a balanced approach. Staff will monitor the effect of the additional enforcement and identify additional ways to improve the program and update the ordinance as needed.

¾ Owner Occupied Housing – Identify comparative methods to increase owner occupancy of housing in neighborhoods adjoining the College and improve the physical condition of rental properties. See also Goal V, E. Transitional Housing/Homelessness Prevention. (Council)

Staff will maintain existing program efforts in 2017 and initiate a comparative analysis in late 2017 and early 2018 with the use of a grant from the Williamsburg Area Association of Realtors (WAAR) to conduct a housing inventory in the City to assist with identifying the types and nature of housing in the City. The group retained a researcher from the College of William & Mary to conduct similar studies for James City County.

B - 11

Protect and enhance Williamsburg's unique character as defined by its urban places, neighborhoods, commercial spaces and open spaces; and by its iconic places - the Colonial Williamsburg Historic Area and campus of the College of William and Mary.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

Overall Quality of Life in Williamsburg (p.2) 78% 87% 87% 81% 91% ↔

Williamsburg as a place to live (p.2) 85% 88% 92% 88% 94% ↔

Your neighborhood as a place to live (p.2) 76% 81% 78% 79% 83% ↔

Recommend living in Williamsburg to someone who asks (p.6) 80% 84% 90% 83% 85% ↔

Overall quality of new development in Williamsburg (p.2) 56% 60% 65% 68% 61% ↔

Overall appearance of Williamsburg (p.2) 88% 91% 92% 93% 89% ↑

Cleanliness of Williamsburg (p.2) 91% 92% 91% 89% 92% ↑

Quality of overall natural environment (p.2) 76% 84% 87% 88% 84% ↔

Preservation of natural areas (p.5) 58% 60% 66% 65% 65% ↔

Sense of Community (p.6) 64% 66% 71% 73% 68% ↔

Openness and acceptance of the community towards people of diverse backgrounds (p.4) 51% 55% 61% 60% 53% ↔

Williamsburg as a place to raise children (p.2) 76% 88% 85% 89% 91% ↔

Williamsburg as a place to retire (p.2) 87% 89% 88% 86% 88% ↔

Overall built environment in Williamsburg (p.2) N/A N/A N/A 74% 73% ↔

Public places in Williamsburg (p.3) N/A N/A N/A 82% 82% ↑

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 12 Desired Outcomes Observed Results

1. Maintain Character 100% of the City Index above Character Index 80% 81% 80% 80% 80 Percent. 79% This is an average of 15 key 74% 60% Character of the City quesons from the 40% Naonal Cizen Survey

20%

0% *Source: City Performance 2008 2010 2012 2014 2016 Management System

Residenal Property 2. Increase overall $1.22 $1.20 Assessed Values residenal property $1.20 values in the city by at $1.19 Annual average drop in $1.15 least 3% annually to $1.16 values from FY 10 to FY 13

$1.14 maintain quality and $1.12 was –4.5% $1.10 character of $1.11 $1.08 FY 14 to FY 18 showed neighborhoods. annual average growth of +3.5% $1.04 $1.02 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 *Source: Williamsburg City Billions Assessor

3. Maintain the 120% Residenal Assessment to residenal assessment Sales Rao to sales rao between 94% and 99% each year, 105.2% Properes in the City are re as a measure of a rising Target 94% - 99% -assessed annually— 100%

100.6% 100.1% real estate market. 94.7% assessments generally lag 96.5% 94.2% sales values up to a year 93.4% 93.5% 92.6%

80% FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 *Source: Williamsburg City Assessor

4. Increase overall $1.2 commercial property $1.0 Commercial Property Assessed Values values in the city by at $0.8

$0.66 least 2% annually to $0.6 $0.69 Average annual change over $0.67 $0.66 $0.66 $0.63 $0.64 $0.62 $0.61 maintain the quality $0.58 past 10 years –.1% $0.4 and character of $0.2 commercial corridors. *Source: Williamsburg City $0.0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Assessor Billions

B - 13 Desired Outcomes Observed Results

5. Of the Neighborhoods in Rental neighborhoods in the Inspecon Program 100% rental inspecon Exceeding 50% Rentals: program with over 50% Capitol Heights 53% rentals, reduce the 75% Cary/Griffin/Newport 65% 73% 66% 70% 69% 70% average percent rental 69% 66% Matoaka Court 68% use to 70% or less. 50% Mimosa Drive 77% Powhatan Park 53% W. Williamsburg 80% 25% W. Williamsburg Hts. 66% Average 66% 0% FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 *Source: Williamsburg Planning Department

6. Rehabilitate or build Value of Building Permits $75 Issued FY 12 includes new structures to Riverside Hospital refresh Williamsburg’s $55.4 $60.7 $49.7 construcon, FY 14 & FY $50 built environment as $42.5 15 apartments in the indicated by at least Target $25 Million $33.8 Quarterpath at

$24.9 Williamsburg development, $25 million in new $25 $27.0 $24.6 and FY 17 the Colonial construcon annually. $22.7 $22.6 Williamsburg museum

$0 expansion. FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Millions *Source: Williamsburg Code Compliance Division

B - 14 GOALGO II IncreaseInc business success and City revenues by supporting, promotingpro and diversifying the city’s economic base of historic ttourismou and higher education, and other development, redevelopmentred and adaptive reuse opportunities.

A. Tourism Development ¾ Tourism Zone – Implement and market the tourism zone in the Northeast Triangle, which includes the commercial corridors of Capitol Landing Road, Second Street, Penniman Road, and the Colonial Williamsburg Visitors Center, to encourage business investment and redevelopment to attract tourism related businesses and market demand to this area with easy access to I-64 and proximity to the historic district. See also Goal I, Initiative D. Northeast Triangle and Goal VIII, G. Community Visioning Exercise. (Council, staff, and citizens)

The Tourism Zone incentives were approved by City Council on October 13, 2016. Economic Development staff was initiated marketing efforts to existing businesses, new businesses, the public, and economic development partners. Staff released a RFQ in March 2017 for marketing services. A draft marketing video is completed with a template for targeted marketing collateral.

¾ Tourism Partners – Work closely with the Greater Williamsburg Chamber and Tourism Alliance and other partners to enhance returns for marketing investments, improve the “tourism scorecard” to track results, and expand special events all year. (Council and staff)

The assistant city manager has met with Tourism Alliance staff to discuss data currently collected and best practices for tourism data reporting. The assistant manager was assigned to participate in a WADMC marketing committee. No action has been taken to update the scorecard. GWCTA reports that additional data gathering will occur if additional tourism marketing funds are received.

¾ Increase Placemaking Product - Seek funding methods, to include the redirection of funding from other programs and investment in public infrastructure, to accelerate the development of tourism product. See also Goal I, Initiative D. Northeast Triangle. (Council)

Staff evaluated existing funds, revenues, and comparative markets and recommended establishing a Tourism Development Fund at the City Council Budget Retreat in January 2017. Staff worked with affected industries to define the concept and develop the program in advance of the draft program presentation to City Council at the April 2017 work session. Initial resolutions and ordinances were presented at the June work session for consideration at the June Council meeting. Additional public

B - 15 presentations were provided in July and August. The final ordinance establishing the TDF was adopted at the September Council meeting. The effective date of the program is July 1, 2018. In FY 2018 and FY 2019, staff will work to establish the grant application program, prepare for revenues, prepare city applications and market the program to potential applicants. Applications will be received in Fall 2018, funding approved in the budget process in May 2019, and project funding available after July 1, 2019 for projects awarded. The process is subject to revision based on the outcome of regional funding efforts related to replacing City revenues, in part, by a State sales tax.

¾ Visitor Center Property - Approach the Colonial Williamsburg Foundation to discuss the future of the Visitor Center property and other properties to promote and expand tourism opportunities. (Council)

Staff met with Colonial Williamsburg Foundation staff to review the Tourism Zone program opportunity available at the Visitor Center property. Staff will work with CWF staff for potential project development during FY 2018 and FY 2019. At the request of CWF, City Council expanded the Tourism Zone to include the Governor’s Inn properties. A fall marketing mission resulted in two site visits by prospective developers/businesses.

B. Economic Diversification Strategies ¾ Talent and Target Industry Recruitment - Recruit talent and target industries in coordination with the Greater Williamsburg Partnership and other community partners using the strengths and opportunities of the unique place that is Williamsburg. Market benefits of locating in the City, promote appropriate use of incentives, and seek regional partnerships for State programs like Go Virginia. See also Goal VIII, G. Community Visioning Exercise. (Council, staff, and citizens)

Target industry marketing materials will be developed as part of the Economic Development Strategic Plan update in FY19. The marketing materials are unique to the City of Williamsburg for use by City economic development staff and provided to regional and State partners for use to promote the place and accomplishments of the city. The city is working with Virginia Peninsula economic development partners to support efforts to develop the unmanned vehicle industry, establish a digital backbone, and solidify airline recruitment. The GWP is established and working with the three jurisdictions in providing responses to industry requests for information and site selection assistance. A GWP brownfield initiative is started to leverage Federal funds for the remediation and preparation of sites for redevelopment.

¾ Food Truck Policy - Establish a comprehensive food truck policy and evaluate the implementation of adopted ordinances during the biennium. (Council)

A food truck working group is established and has met once to identify issues of where, when, and how to allow food trucks outside of the Culinary Arts B-4 zoning district along Capitol Landing Road. After the working group has established the draft policy, a presentation will be provided to City Council for final policy guidance. Staff will take the information provided, if changes are requested, and draft an ordinance to implement the comprehensive food truck policy. Project completion is expected in FY 2018.

B - 16 ¾ Economic Development Authority (EDA) - Explore the role of the EDA moving forward in the following areas: redevelopment, property acquisition, tourism contingency fund, property redevelopment planning, and strategic partnerships. See also Goal VIII, G. Community Visioning Exercise. (College and Colonial Williamsburg). (EDA)

While initial conversations have occurred between staff and EDA leadership, no formal action has been taken to advance this issue. VEDP staff were used to provide the EDA board training for customary practices, processes, and roles for EDA’s in Virginia. Staff has sought Council approval to develop the EDA role through funding the enhanced demolition grant program, small business development grant program, and solicited letters of interest for the 1233 Richmond Road property. Additional roles for the EDA will be considered based on project needs and funding though the GO Virginia process, redevelopment projects (Capitol Landing, Midtown, and Downtown), and development of the Tourism Development Fund process in FY 2018 and FY 2019.

¾ Digital Infrastructure - Examine widespread broadband, Wi-Fi, and other technology infrastructure to retain and attract businesses and workforce talent. Complete an analysis of existing digital infrastructure and identify opportunities to implement needed improvements and connectivity with regional partners. (EDA and staff)

Economic Development Directors, IT Directors, and Chief Administrative Officers of the Virginia Peninsula and Hampton Roads are exploring the establishment of a public broadband backbone throughout the region using funding from the GO Virginia economic development program. The GO Virginia grant application process is expected to be released in Fall 2017. Regional planning and mapping efforts include cost estimates and identify where funding is needed for additional planning. Private provider services are also being identified.

¾ Greater Williamsburg Partnership - Support the efforts of the newly formed Greater Williamsburg Partnership in their mission to stimulate and recruit new enterprises, support business incubators and co-work space, and expand existing business in the region. See also Goal VIII, G. Community Visioning Exercise. (EDA)

City staff and EDA members serve on the GWP Board and provide support in establishing and advancing the mission of the organization. Marketing missions, brownfield assessments, and private sector investment are currently underway.

C. Redevelopment ¾ Redevelopment Activity - Engage in shaping the future of significant properties ripe for redevelopment, particularly in Midtown and Capitol Landing Road areas. Work with redevelopment prospects and property owners to plan for the long-term success of the Midtown shopping center sites in particular. See also Goal I, Initiative D. Northeast Triangle and Goal VIII, G. Community Visioning Exercise. (Council, EDA, PC, staff, citizens)

B - 17 EDA staff worked with 42 prospects between November 2016 and January 2018 to redevelop existing properties. The following projects are under construction or have opened in the City; Revolutionary Golf, Gizmos, Radio Shack, Old City BBQ, Mole Hole, Century 21, Orange Theory, 7- 11, Amber Ox Brewery and Kitchen, Lazy Daisy, Work Nimbly, and Corey’s Country Kitchen. Staff was worked to secure a purchaser of the Williamsburg Shopping Center and Monticello Shopping Center properties and meet redevelopment and recruitment needs. The City secured the DMV shopping center property on Capitol Landing Road to coordinate redevelopment with previously purchased city properties.

¾ Demolition Grant Program – Fund and market the demolition grant program to assist in the redevelopment of underperforming commercial sites for end uses consistent with the adopted goals and plans of the City. (Staff)

The City funded the demolition grant program and established criteria for funding. The EDA approved a demolition grant for the former Days Inn property at 1900 Richmond Road. Demolition of the structures is complete and Firestone Tires is under construction. Demolition funds were also awarded to match a State brownfield grant to remediate asbestos in the Monticello Shopping Center.

D. Support Existing Businesses ¾ Unique Artisans and Boutique Shops – Identify methods to promote and encourage growth of artisans, boutique shops, and existing business through workshops, trainings, special events, and other methods to highlight the unique talents and skills attracted to Colonial Williamsburg and the Historic Triangle. See also Goal VIII, G. Community Visioning Exercise. (Council)

Economic development staff hosted a Small Business Development Center (SBDC) consultant for a retail/food workshop and one-on-one consultations with businesses. EDA provided support for the TNCC GoChef culinary training program with a $5,000 grant to assist in workforce training. Efforts to formally identify methods and establishing a formal program has not been started.

¾ Economic Impact of College – Work with the College to establish economic impacts and needs related to purchasing power, spending, research, visitation, capital spending, commercial tenants, and space needs. (Council and staff)

Staff has worked with College staff through joint meetings to evaluate impacts of purchasing power, space needs, and visitation for specific projects. A formal comprehensive impact analysis with the College has not been initiated to date.

¾ Existing Business Retention – Work with existing businesses to help them prosper and grow in the City through continuation of the business visit and concierge program, the identification of trends impacting business, and the application of programs and resources in partnership with the State, region, and community. See also Goal VIII, G. Community Visioning Exercise. (Staff)

The EDA continues to promote existing businesses through the Lunch Roundtable presentations. Staff conducted 138 existing business visits from November 2016 to January 2018.

B - 18 E. Facilities to Increase Overnight Visitation ¾ Sports Fieldhouse - Continue to assess the feasibility and potential for developing a new multiuse events facility, such as a sports fieldhouse, to host large scale tournaments attracting overnight visitors. (Council and citizens)

Staff worked with the WHMA, GWCTA, York County, and James City County and a consultant to update the feasibility study for an indoor sports complex in 2017. The completed study identified a York County site for potential redevelopment and established likely projects costs and benefits to advance the project. No further action is proposed at the current time.

¾ Placemaking by Special Events - Encourage new events, expansion of existing events, and development of new venues for special events to continue efforts to expand. See also Goal II, A. Tourism Development and Goal VI, D. Special Events. (Council)

City Council appropriated the final Tourism Marketing Contingency Funds to support an international art exhibit at the Muscarelle Museum. The City supported the Funhouse Festival again in 2017 and has budgeted $50,000 in support for 2018. The City supports the Williamsburg Taste Festival (formerly Harvest Celebration) and its move to a spring event and establishment of a culinary center in Williamsburg for the event. The City also works with William & Mary, Colonial Williamsburg, An Occasion for the Arts, TACL, and CultureFix to grow existing and establish new events. While conceptual ideas have been discussed, no formal study has started to identify new venues for special events. The establishment of the Tourism Development Fund provides a funding source to warrant such a formal evaluation. The proposed budget includes funding for the Tourism Marketing Contingency Fund.

F. Mega-Region Concept ¾ Capital Trail Connection to Williamsburg - Explore opportunities to connect the Capital Trail to the City of Williamsburg to include the potential partnership with the National Park Service for the use of the Colonial National Historic Park as a trail corridor. Support regional efforts to extend the Capital Trail on to Fort Monroe. See also Goal III, A. Pedestrian and Bicycle Connectivity and Improvements and Goal VI, A. Planning, Compliance, and Connectivity. (Council and staff)

The Capital Trail extension is being pursued by Planning staff in conjunction with HRTPO efforts to establish a Birthplace of America Trail (BOAT). A public survey for the project was completed and HRTPO staff presented the trail plan to City Council. Staff is exploring expansion opportunities through JCC from Jamestown to Williamsburg in conjunction with the Capital Trail organization and Bike-Walk Williamsburg. Staff is seeking opportunities to tie the project into existing capital projects such as the Monticello Avenue multi-use path, Monticello Avenue Streetscape Project, Papermill Creek Park site development, and the Country Road.

B - 19 ¾ I-64 Widening from New Kent County to James City County - Support the widening of I-64 between the Richmond MSA and Hampton Roads MSA through State funding from the Commonwealth Transportation Board. See also Goal III, C. Transit and Market Access. (Council and staff)

Support of the widening of I-64 from New Kent County to James City County was included in the 2017 and 2018 Legislative Agendas by the city. New Kent County submitted a Smart Scale funding application for the project to the Commonwealth Transportation Board that did not receive funding. Staff will continue to seek methods to support the project.

B - 20 Increase employment opportunities, personal income growth, business success, and city revenues by supporting, promoting and diversifying the city's economic base of heritage tourism and higher education, and other development and redevelopment opportunities.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Livability Report page number)

Employment opportunities (p.4) 40% 35% 38% 39% 43% ↔

Shopping opportunities (p.4) 76% 77% 72% 82% 82% ↑

Williamsburg as a place to work (p.4) 53% 60% 60% 58% 63% ↔

Overall quality of business and service 65% 71% 71% 77% 73% ↔ establishments in Williamsburg (p.4)

Economic development services (p.6) 48% 49% 56% 62% 55% ↓

Williamsburg as a place to visit (p.4) N/A N/A N/A 93% 89% ↑↑

Works in city boundaries (p.7) N/A N/A N/A 54% 55% ↑

Overall economic health (p.4) N/A N/A N/A 66% 68% ↔

Vibrant downtown/commercial area (p.4) N/A N/A N/A 60% 63% ↔

Purchased goods or services in Williamsburg (p.8) N/A N/A N/A 98% 99% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 21 Desired Outcomes Observed Results

$16 Tax Receipts From Meal,

$12 Meal Room, Sales, and $2 1. Increase Hospitality Taxes Revenues to $16 Lodging Taxes Room $4.4 Taxes $8 million annually. $3.4 $3.3 $3.3 $3.6 $3.2 $3.4 $3.4 $3.1 $3.2 Sales Average annual increase Taxes since FY 09: 1.4% $4 $4.6 $4.0 $4.2 $4.2 $4.4 $4.3 $4.4 $3.8 $3.9 $4.2 $2 Lodging Tax *Source: Williamsburg Finance $1.6 $1.3 $1.3 $1.3 $1.3 $1.2 $1.1 $1.1 $1.1 $1.1 $0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Department

$ Millions

$27,000 $26,237 $26,611 $25,830 Per Capita Retail Sales in $26,000 2. Increase the amount the City of retail sales in the city $25,000 $24,117 $24,386 $24,555 relave to City $24,000 Average annual increase populaon by at least $23,934 since FY 09: .01% 3% annually. $23,000 $23,376

$22,000 *Source: Virginia Department of $21,000 2008 2009 2010 2011 2012 2013 2014 2015 Taxaon

900 Hotel/Motel Room Nights Sold 3. Stabilize the loss of Average annual decrease room nights sold in the 800 813 since FY 08: -3.8% city and reverse (FY 14 excludes 318 room 700 downward trend. (116,070 available room nights 674 per yr) Hospitality House, 639 652 631 600 620 purchased by College of William & Mary, May 2013) 570 564 551 500 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 *Source: Williamsburg Finance Thousands Department Colonial Williamsburg 800 Foundaon Ticket Sales 4. Increase Historic Tourism measured by 700

Colonial Williamsburg 669 655 Foundaon annual 600 630 626 cket sales. 588 *Source: Colonial Williamsburg 574 Foundaon (cket sales shown do not include complimentary 500 2010 2011 2012 2013 2014 2015 bulk promoonal ckets sales) Thousands

B - 22 Desired Outcomes Observed Results

900 Business Licenses Issued by the City 5. Increase total 800 808 802 794 796 790 786 783 783 number of businesses 779 790 Average annual increase operang in the city 700 over eight years: .6% annually. *Source: Williamsburg 600 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Commissioner of Revenue

$70,000 Per Capita Personal $57,465 6. Increase per capita $60,000 $55,639 $56,208 $51,944 $53,871 Income of City Residents $49,221 $50,035 $50,787 personal income of city $50,000 $44,663 residents by at least 3% $40,000 Average annual increase annually. $30,000 since 2006: 3.3%

$20,000 *Source: US Department of $10,000 Commerce, Bureau of Economic $0 Analysis (Wmsbg, JCC combined) 2006 2007 2008 2009 2010 2011 2012 2013 2014

25,000

23,397 Number of Jobs Based in 7. Increase 20,000 20,009 the City employment 19,517 15,000 opportunies with Average annual decrease 12,843 growth of in-city jobs 10,000 2000 to 2010: -1.6% over the previous 5,000 decade. *Source: Virginia Employment Commission 0 1980 1990 2000 2010

8. Increase annual $400 Prince George Parking $350 Garage Revenues Prince George Parking $300 Garage revenues by at $250 Average annual growth least 4% as an indicator $200 from FY 08 to FY 17 was of downtown $150 4.7% commercial growth. $100

$50

$0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Thousands

B - 23 GOALGO III ProvidePro an effective transportation system compatible with the ffutureut land use plan in concert with our community partners – wwithit “complete streets” serving pedestrians, bicyclists, and mmotoristo and promoting the expanded use of transit and rail.

A. Pedestrian and Bicycle Connectivity and Improvements ¾ Bicycle Friendly Designation – Improve the bicycle friendly designation from the League of American Bicyclists by improving the program measures to exceed the current bronze ranking. See also Goal VI, A. Planning, Compliance, and Connectivity. (Staff)

Planning staff worked with volunteers from Bike-Walk Williamsburg to prepare and submit the new application for a bicycle friendly designation to the League of American Bicyclists in August 2017. Response to the submission was received in November 2017 that Williamsburg retained its designation as a bicycle friendly community. Staff will work on areas identified to increase the overall score to include the potential development of a bike share program in coordination with William & Mary, cyclist counts, consider a Complete Streets policy during the Comprehensive Plan Update, and adding facilities and bike lanes. Staff attended the National Bike Summit Conference in March 2018 to gain training developed by the League of American Bicyclists on biking and walkability.

¾ Pedestrian and Runner Friendly Designations – Seek to obtain designations during the biennium as a pedestrian friendly community and a runner friendly community. See also Goal VI, A. Planning, Compliance, and Connectivity. (Council and staff)

No action taken to date on this initiative. Staff will identify and review the programs and prepare applications as appropriate in FY 2019.

¾ Monticello Avenue Multi-Use Path – In partnership with the VDOT and the College, complete the design and construction of the Monticello Avenue multi-use path from Ironbound Road to Treyburn Drive. In addition, seek opportunities and funding to connect the multi-use trail to the School of Education and continue the project through the Williamsburg Shopping Center project to connect to bike paths and sidewalks in Midtown. See also Goal I, B. Arts District and Midtown. (Council and staff)

The Monticello Avenue multi-use path is currently in design and is funded through the State’s Transportation Alternatives Program (TAP). The local match for the VDOT funding is split by the College and the City. Construction in FY 2019 will follow completion of design.

B - 24 ¾ Northeast Triangle – Identify and design bicycle and pedestrian connectivity to extend along the Capitol Landing Road corridor and connecting the tourism zone to neighboring residential areas, Downtown and the Historic District. See also Goal I, D. Northeast Triangle and Goal VI, A. Planning, Compliance, and Connectivity. (Council)

The conceptual drawings for the Capitol Landing Road Streetscape and Utility project will include bicycle and pedestrian connectivity in the project area. Current connections from the Northeast Triangle to the Historic District and Downtown are provided by the Page Street and Capitol Landing Road bridges, the Bruton Heights tunnel, the pedestrian path along the Colonial Parkway, and the Bypass Road and Route 132 sidewalks. Staff will explore a connection thru the CWF Information Center property if a future redevelopment occurs.

¾ Sidewalks and Crossings – Construct the next set of pedestrian improvements by the end of the biennium. Emphasis should be placed on closing gaps in service, calming traffic, and crosswalk improvements where advisable. See also Goal VI, A. Planning, Compliance, and Connectivity. (Council, staff, and citizens)

Public Works completed the Parkway Drive sidewalk and drainage project closing an identified sidewalk gap. An enhanced crossing on Richmond Road was installed by the College. New sidewalks are included in the CIP for the sidewalk gap on Francis Street (England to Nassau) and in the Arts District for the cross-streets between Lafayette and Richmond.

¾ Bike Share Program – Complete the bike share program study to determine feasibility and costs to implement a program in coordination with strategic partners. As appropriate, schedule implementation of the bike share program in the capital improvement program. (Council and staff)

Planning staff has prepared a draft RFP for consultant services to determine the feasibility and implementation cost options for a bike share program. Staff presented the draft RFP to City Council at the February meeting. The RFP will be completed and released in spring 2018. Once a consultant is selected and contract negotiated, the contract will be presented to City Council for authorization and execution.

¾ Country Road Project – Develop an implementation plan in collaboration with James City County, Colonial Williamsburg, and the Williamsburg Health Foundation to establish the Country Road as a multi-use trail looping from S. England Street back to Redoubt Park in the Quaterpath Development. See also Goal VI, A. Planning, Compliance, and Connectivity. (Council and PC)

Staff has initiated conversations with Colonial Williamsburg Foundation, James City County, York County, the Capital Trail organization, HRPDC, and the National Park Service, regarding the interest in the Country Road as a Capital Trail/BOAT extension.

¾ Close Sidewalk Gaps – Identify funding and schedule the design and construction to fill gaps in sidewalks on Merrimac Trail and Strawberry Plains Road to enhance safety and connectivity. Consider a multi-use trail design for Strawberry Plains Road to connect with the scheduled

B - 25 Monticello Avenue multi-use trail. See also Goal VI, A. Planning, Compliance, and Connectivity. (PC and staff)

The Capitol Landing Road Streetscape and Utility project will include connectivity between Capitol Landing and Merrimac Trail using the power easement to close the sidewalk gap on Merrimac Trail. Funding for a multi-use trail on Strawberry Plains will be sought through the VDOT transportation alternatives program in future years.

B. Road Improvements ¾ Ironbound Road Widening/Longhill Realignment – Complete the construction of the Ironbound Round Widening/Longhill Road realignment project in coordination with the construction of the W- JCC James Blair middle school project and commercial redevelopment at the Aldi grocery store properties. See also Goal I, C. Richmond Road Corridor. (Council and staff)

The project is underway with utility work and initial components will be completed in conjunction with the opening of the 4th Middle School in the fall of 2018. Phase II and III improvements for Ironbound received VDOT Smart Scale funding for FY 2022.

¾ Monticello Avenue Cross-Section – Initiate the design of the Monticello Avenue cross-section in coordination with the redevelopment project at the Williamsburg Shopping Center to include consideration of the pedestrian friendly, mixed-use urban vision developed for Midtown. See also Goal I, B. Arts District and Midtown and Goal II, C. Redevelopment. (Council and staff)

The conceptual cross-section was completed and vetted to the public by the City’s consultant at a design charrette on September 6, 2017. Council established the capital project budget in July 2017. An unsolicited PPTA to construct the project was received by staff and City Council approved initiating the competitive bid period that will end in April 2018. Further procurement will follow the PPTA process. If approved, the project will proceed to design and construction in coordination with the Midtown redevelopment projects.

¾ Capitol Landing Road Cross-Section – Complete the redesign of Capitol Landing Road to incorporate a complete street design and road diet; including increased pedestrian and bicycle activity, wide sidewalks suitable for café seating, decorative amenities, transit shelters, and aesthetic improvements to encourage redevelopment of adjacent lands in the Culinary Arts zoning district. See also Goal I, D. Northeast Triangle and Goal II, C. Redevelopment. (Council, PC and staff)

A draft conceptual cross-section was developed by the City’s consultant. A design charrette will be scheduled for FY 2018 with design proceeding in FY 2019 and construction starting in FY 2020. City Council established the capital project budget in July 2017 partially using unexpended VDOT funding from prior year projects. Public Works submitted a VDOT application for Revenue Sharing for additional State support with an expected response in May 2018.

¾ Capitol Landing Road/Bypass Road Intersection – Reconfigure the design for the intersection of Capitol Landing Road and Bypass Road and schedule the capital improvement project to implement

B - 26 the design as appropriate. See also Goal I, D. Northeast Triangle; Goal I, G. Entry Corridor Beautification; and Goal II, C. Redevelopment. (Council and staff)

The project received 100% VDOT funding through the Smart Scale program for design to start in FY 2022 with construction to follow.

¾ Traffic Light and Streetlight Technology Upgrades – Evaluate traffic lights for potential upgrades to provide for enhanced traffic flow and reduced carbon emissions. Seek to implement LED and solar technologies in streetlight improvements on Monticello Avenue and Capitol Landing Road projects (streetscape and multi-use trails). (Council)

The City has applied for funding for flashing yellow installations through the VDOT highway safety improvement program (HSIP) funding. A funding decision is expected in May 2018 with funding scheduled for later years in the CIP.

¾ Neighborhood Traffic Calming – Implement neighborhood traffic calming measures consistent with the adopted policy and best practice in coordination with traffic enforcement and education efforts. (Council and staff)

Traffic calming signage was installed on John Tyler Lane and at the Lafayette and Capitol Landing Road intersections by Public Works. Future projects will be considered as needed and warranted. In addition, the Police Department is utilizing traffic data to most effectively deploy resources to affect the intended calming. Data is shared and distributed to appropriate departments to ensure appropriate solutions are adopted.

¾ Historic Area Street Surfacing – Coordinate the installation of Francis Street sidewalks between S. England Street and S. Henry Street with the museum expansion project of Colonial Williamsburg. See also Goal II, A. Tourism Development. (Council and staff)

The $298,000 Francis Street sidewalk project is included in the CIP in FY 2020 and funded through the VDOT transportation alternatives program (TAP). The project will be coordinated with the CWF Museum expansion project. Public Works staff has discussed street surface materials with CWF staff. CWF staff continues to evaluate surface materials that will need to meet both aesthetic and durability needs.

C. Transit and Market Access ¾ Williamsburg Area Transit (WATA) – Work closely with WATA to examine needed improvements and additions to transit routes within the city. The improvements should include the mapping and evaluation of existing stops within the city to prioritize needs for accessibility, benches, and shelters. (Council, PC, staff, and citizens)

No action has occurred yet for this initiative. WATA efforts will be discussed during the Comprehensive Plan update in Fall 2018.

B - 27 ¾ Passenger Rail Service – Work with Virginians for High Speed Rail, the Virginia Department of Rail and Transit, CSX, and other partners to expand the frequency, reliability, and speed of Amtrak service to Williamsburg. (Council and staff)

The City Budget continues support for the Virginians for High Speed Rail. No additional action has occurred for this initiative.

¾ Transportation Center Vision – Create a concept plan for expanding the Transportation Center complex north of the CSX tracks on presently vacant property to demonstrate how the Williamsburg station could accommodate expanded intercity rail service and transit options (Amtrak, Greyhound, Mega Bus, and other options). (Council)

No action has occurred yet for this initiative. Economic Development is exploring requirements for Mega Bus operations and Tesla charging stations.

¾ Interstate and Air Connections to Williamsburg – Work with regional and state partners to accelerate the widening of I-64 between Richmond and Williamsburg and to expand air service aimed at improving national and international access to Williamsburg. (Council and staff)

Staff worked with the Interim Airport Director and Peninsula chief administrative officers to assist with the selection of a new airport director and discuss efforts to recruit commercial air service at the airport. City Council adopted a resolution requesting appointment approval from the Airport Commission and current Authority jurisdictions in Fall 2017 with like appointment actions from York County and James City County. To date, the City of Hampton has taken affirmative action to approve the appointment.

¾ Alternative Transportation Marketing – Work with WATA and strategic partners to encourage increased use of public transportation, bicycles, walking as alternatives to vehicle transportation. See also Goal VI, A. Planning, Compliance, and Connectivity. (Council)

No action has occurred yet for this initiative. Efforts may be discussed during the Comprehensive Plan update in Fall 2018.

B - 28 Provide an effective transportation system compatible with the future land use plan, serving pedestrians, bicyclists and motorists, and promoting the expanded use of transit and rail.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

Ease of car travel in Williamsburg (p.2) 68% 71% 72% 73% 77% ↔

Travel by public transportation (p.2) n/a 44% 51% 39% 41% ↔

Ease of bicycle travel in Williamsburg (p.2) 52% 58% 59% 54% 55% ↔

Ease of walking in Williamsburg (p.2) 66% 73% 80% 82% 73% ↔

Traffic flow on major streets (p.2) 52% 54% 54% 64% 68% ↑

Street repair (p.4) 61% 64% 58% 53% 67% ↑

Street cleaning (p.4) 75% 74% 77% 69% 79% ↑

Street lighting (p.4) 67% 68% 73% 69% 74% ↔

Snow removal (p.4) 71% 49% 69% 63% 48% ↔

Sidewalk maintenance (p.4) 66% 60% 68% 67% 62% ↔

Amount of public parking 44% 50% 49% N/A N/A *

Overall ease of travel (p.2) N/A N/A N/A 75% 84% ↔

Public parking (p.2) N/A N/A N/A 53% 56% ↔

Used public transportation instead of driving (p.5) N/A N/A N/A 28% 29% ↔

Carpooled instead of driving alone (p.6) N/A N/A N/A 47% 44% ↔

Walked or biked instead of driving (p.7) N/A N/A N/A 72% 70% ↑

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 29 Desired Outcomes Observed Results

140 Accidents With Injuries 146 1. Improve pedestrian Within City Limits 120 and rider safety on city 100 107 Average number of streets as measured by Target < 50 injuries since FY 08 reducing the number of 80 79 76 annually is 81 accidents with injuries 74 65 72 55 72 60 67 below 50.

40 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 *Source: Williamsburg Police Department

1,200

1,000 Williamsburg Area 1,056 1,077 1,010 993 996 2. Increase the 975 996 Transport Ridership 800 ridership regionally on 866 770 Williamsburg Area 600 Average annual increase Transport by 3% since FY 08 is 3.5% annually. 400

200 *Source: Williamsburg Area 0 Transport FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Thousands

3. Increase the 70 Amtrak Departures and passenger rail ridership Arrivals at Williamsburg 60 61 60 on Amtrak for trips 61 61 Staon 50 57 originang and 52 40 48 47 47 terminang at the Average annual increase 30 over 9 years: 3% Williamsburg 20 Transportaon Center 10 by 3% annually. 0 *Source: Amtrak Thousands200820092010201120122013201420152016

4. Support regional $500 $450 Transportaon Agency transportaon $400 Funding iniaves, including $350 $300 $320 WATA, Regional Air $310 $310 $250 $274 $274 $275 $274 $274 Enhancement Fund, $200 $236 Average annual increase and Virginians for High $150 over 8 years: 4.1% $100

Speed Rail. $50 $0 *Source: City Finance Dept 2008 2009 2010 2011 2012 2013 2014 2015 2016 Thousands

B - 30 GOALGO IV ProvidePro a safer community by promoting leadership, innovation andand implementation of technology in public safety, emergency managementma and codes compliance to protect and serve city rresidents,es visitors, businesses and historic assets.

A. Emergency Preparedness ¾ Regional Hazard Mitigation Plan – Conduct a comprehensive revision of the Hampton Roads Hazard Mitigation Plan combining the six existing plans into a single plan for the 22 participating localities. FEMA requires the hazard mitigation plans to be regularly updated to continually address high and moderate risk natural hazards. (Staff)

Initiative is complete. The plan was adopted by City Council in January 2017. After adoption by all participating jurisdictions, the plan was sent to FEMA for final approval. The jurisdictions received notification of FEMA approval in June 2017.

¾ Storm Ready Community Designation – Complete the National Oceanic and Atmospheric Administration (NOAA) Storm Ready Community Designation by December 2018. The Storm Ready program provides communities with the communication and safety skills needed to save lives and property before, during, and after extreme weather and water events. (Staff)

Initiative is complete. Fire Department staff personnel with community stakeholders participated in a Lake Matoaka dam exercise in August 2017. The exercise was designed to identify mitigation, response and recovery efforts for a dam related incident. Additionally, Williamsburg is required to participate in an exercise related to natural hazards as a part of the December 2018 renewal for the Storm Ready Community designation. The National Weather Service requirements for the Storm Ready Community Designation were met, resulting in the City’s re-designation until 2020.

¾ Community Emergency Response Team (CERT) Program – Coordinate administration and sustainable funding for the CERT program with the community policing program and continue cross-department participation from the Police Department, Fire Department, and Human Services Department to educate individuals about disaster preparedness for hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. See also Goal V, G. Elder and Disabled Care. (Staff)

Eight citizens received CERT training in spring 2017 bringing the total active CERT trained to 95 volunteers. Williamsburg partnered with James City County to submit a State Homeland Security Grant requesting necessary funding to support the CERT program. The City of Williamsburg in

B - 31 partnership with James City County was awarded a State Homeland Security Grant in the amount of $35,000 to fund CERT programs and equipment. Many of the training activities will be coordinated cooperatively between both jurisdictions. The Fire Chief, Police Chief, and Director of Human Services met to plan for future administration of the Neighborhood Response Teams. A recent training seminar on how to respond during an active shooter incident served as CERT training as well as regular radio checks.

B. School Safety and Security ¾ Police and Fire Programs - Enhance and strengthen the safety of in-city schools through the continued partnership with school administrators to include the following efforts: o Schools safety effort should include increasing trained police staff assigned as School Resource Officers; o Support uniformed public safety officer involvement in school presentations to convey positive community models for children; o Provide enhanced fire safety education for youth using the Safety House program; and o Guiding on-site fire drills and lock down drills. (Staff and Council)

Police and Fire have a strong partnership with WJCC Schools. Fire Department staff participated in school nurse training for bleeding control prior to installing bleeding control kits in the schools. Fire Department senior officers met with principals at Matthew Whaley and Berkeley Middle School to plan for engagement activities and training for the 2017 to 2018 school year. Fire Department staff continues to participate in fire drills and lock down drills to evaluate staff and student response to provide guidance where necessary.

An additional officer was selected and assigned to the Community Services Office in the Police Department with a primary responsibility as a School Resource Officer in anticipation of the 4th middle school opening next year. Staff completed a MOU with Berkeley Middle School for school resource officer responsibilities. Police staff held crime prevention education classes, engaged in group/individual counselling sessions, and investigated cases of reported illegal activity. The current SRO serves on the W-JCC safety committee and assisted in development and training for an active shooter policy. The SRO attends many after school activities (dances, sports events, etc.) to develop a positive rapport with the students. Police staff also assists with lockdown drills in the spring and fall at the schools.

¾ Victim Forensic Services – Evaluate and monitor the SANE forensic nurse services available to the City of Williamsburg in partnership with the College, Student Assembly, and local health care service providers. (Council and citizens)

No additional action taken to date. The police department will continue conversations with the William & Mary Police Department during regular communication in FY 2018.

B - 32 C. Public Safety Officer Fitness, Health and Wellness ¾ Care for First Responders – Expand health and wellness training for fire and police personnel focusing on behavioral health awareness with a strong emphasis towards suicide prevention and promoting resources available to first responders and their families. See also Goal VIII, E. Employee Health and Wellness. (Staff)

The police department and fire department both conduct annual fitness tests and medical exams. The police department has started using the same medical evaluation services as the fire department after a review of the different service providers. The physician is an occupational specialist in the field of public safety. Staff attended a medical advisory conference where the physical standards for law enforcement and fire professionals were presented. Staff is currently conducting a cost/benefit analysis of incorporating a physical fitness evaluation into the current new hire selection process.

¾ Decontamination Policy – Develop a firefighter decontamination policy and procedure to reduce exposure to cancer causing agents. (Staff)

All fire department personnel were presented with information, including proper procedures, for on scene decontamination processes. A series of best practices was presented by video and discussion during International Safety Stand Down Week in June 2017. Staff is working to implement gross contamination procedures for company burns in October 2017 to assist in the development of standard operating procedures for the department.

D. Public Safety Facilities and Equipment ¾ Police Station and Fire Station - Complete the architect review of the structural condition and space utilization of the Fire Station and the Police Station and plan for implementation of needed capital improvements (Council and staff)

The architectural structural and public safety functional reviews of the police station and fire station were completed by the consultants and presentation made to City Council in spring 2017. Capital projects to replace the fire station and rehabilitate and add to the police station were added to the CIP with funding in FY 2018 and FY 2019. Borrowing to fund the projects is necessary and options were reported in October 2017 and bonds issued after City Council approval in December 2017. Staff is currently working on fire department location and will retain a consultant to provide recommendation based on data for the location. The selection process for firms for design and construction assistance will start in summer 2018. Both with Police and Fire Departments have building design committees established. Fire Department staff attended a fire station construction conference in NC in late 2017 to learn current design and building practices.

B - 33 E. Parking Program Review ¾ Implement Parking Study - Update parking program for on-street and off-street parking facilities and garage equipment consistent with appropriate recommendations of the Downtown Parking Study. See also Goal I, A. Downtown Vibrancy. (Council, staff, and citizens)

A staff committee to review the parking plan completed its work and reported to City Council in October 2017 at the work session. The parking garage equipment and software will be replaced in coordination with the downtown parking plan implementation. An implementation update will be provided to City Council in April 2018.

F. Community Policing and Engagement with Public Safety ¾ Community Engagement with Law Enforcement - Identify methods to increase community engagement in law enforcement to include outreach to diverse citizen groups, interaction with partner law enforcement agencies, and allocation of proper technologies and staff resources to accomplish the initiative. See also Goal VIII, A. Citizen Engagement Initiatives. (Council, staff, and citizens)

Add additional officer was assigned to the Community Services Office. Police department staff attended courses on Community Policing and 21st Century Policing offered by the Virginia Department of Criminal Justice. Additional custom training in this area will be provided by February 2018 to establish next steps for the department to become a benchmark community-policing agency. Staff is incorporated crime tracking software to assist in community engagement and awareness. The Community Services Office has initiated the following citizen engagement programs; Christmas Toy Drive, Christmas & Back-to-School Computer Give-Away, Senior Spring Fling Dance and Social, Senior Car-Fit, School Supply Drive, Community Cook-outs and meet your neighbor events, Trunk or Treat Halloween, Bike Safety Rodeos, Easter Egg Hunt, Senior Network Advocacy Group, Mobile Food Pantry Support, and Coffee with a Cop.

The Police Department has implemented a social media program to enhance communications with our citizens. The social media outreach has proven successful with one post regarding crime prevention tips reaching over 160,000 people in eight countries.

Every member, sworn and civilian, will be attending Community Engaged Policing training in Spring 2018 to ensure every member knows what community engaged policing means to the department. Following the training, the department will develop strategy to increase community policing opportunities.

¾ Police Body Worn Cameras – Implement and evaluate the use of body worn camera technology by the Police Department to improve officer and public safety and transparency. (Staff)

Initiative is complete. The body worn cameras were implemented in December 2016 and the use practices and policies have completed several internal reviews. Results indicate that the program has assisted in the perception of transparency and officer safety.

B - 34 ¾ Fair and Impartial Policing – Complete and maintain agency training and training updates for the provision of fair and impartial policing consistent with CALEA guidelines and best management practices to include regular communication with the community and education of efforts by the city organization. (Staff)

Initiative is complete. All sworn law enforcement officers successfully completed training on Fair and Impartial Policing in compliance with CALEA Guidelines.

¾ National Night Out – Support the continued awareness and programming for the National Night Out event to continue community building and outreach. (Citizens)

Initiative is complete. Staff with community support conducted a successful National Night Out event with over 500 in attendance. The program will be continued in summer 2018.

B - 35 Secure an ever safer community by enabling police, fire, emergency management and judicial operations to protect and serve city residents, visitors, businesses, and historical assets.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

Safety in Williamsburg’s downtown/ commercial area (p.2) 97% 95% 97% 95% 97% ↔

Safety in your neighborhood (p.2) 95% 96% 98% 94% 95% ↔

Safety from property crimes 73% 78% 78% N/A N/A *

Safety from violent crimes 80% 84% 86% N/A N/A *

Police services (p.4) 81% 84% 88% 87% 81% ↔

Fire services (p.4) 94% 96% 95% 94% 93% ↔

EMS services (p.4) 91% 95% 92% 94% 93% ↔

Crime prevention services (p.4) 80% 86% 84% 78% 82% ↑

Fire prevention and education services (p.4) 80% 90% 87% 83% 84% ↔

Traffic enforcement services (p.4) 64% 69% 72% 64% 69% ↔

Emergency preparedness (p.4) 68% 78% 73% 74% 75% ↔

Overall feeling of safety (p.2) N/A N/A N/A 93% 93% ↔

Stocked supplies for an emergency (p.5) N/A N/A N/A 49% 40% ↔

Did not report a crime (p.5) N/A N/A N/A 87% 82% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 36 Desired Outcomes Observed Results Clearance rate for 60% 1. Clear Part I crimes at Part I crimes for 50% Williamsburg and 49% a rate well exceeding 45% 46% 45% 47% 47% naonally the naonal average. 40% 42% 45% 41% 30% (Part 1 crimes are major 28% 29% 30% 26% 26% Williamsburg exceeds 25% 26% crimes such as: murder, 20% similar size localies in the rape, robbery, assault, 10% U.S. by approximately burglary, larceny and 0% 100% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 auto the). City National *Source: Williamsburg Police Department and FBI

Average Police Response Time 5 Average Police 2. Respond to Police 4 Response Time calls for service Target 3 minutes 3 averaging under 3 Average response me since 2.7 2.7 2.7 2.4 2 2.3 FY11 is 2.5 minutes minutes from me of 2.4 2.2 dispatch to arrival on 1 *Source: Williamsburg Police scene. Department 0 Minutes FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

Average Fire Response Time 3. Respond to calls for 6 Average Fire Target 5 minutes fire and non-EMS Response Time 5.4 5.4 5.1 4.8 4.7 4.7 4.5 4 4.6 4.3 emergencies averaging 4.1 Average response me since under 5 minutes from FY08 is 4.8 minutes me of dispatch to 2 apparatus arrival on

0 *Source: Williamsburg Fire scene. FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Minutes Department

Average ALS Response Time

4. Respond to 6 Target 5 minutes emergency medical 5.9 Average EMS 5.2 5.5 5.3 (EMS) calls for service 5.2 5.1 5.2 5.2 4.8 4.9 4 Response Time averaging under 5 Average response me since FY08 minutes from me of is 5.2 minutes 2 dispatch to arrival on scene. 0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 *Source: Williamsburg Fire Minutes Department

B - 37 Desired Outcomes Observed Results

Fire-Fit Fire-Marginal Fire-Not Fit Percent of Police and Fire 5. Maintain “fitness for Personnel Found “Fully 40 Fit” for Duty. duty” as determined by 35 2 1 11 1 2 1 3 1 annual medical and 30 1 25 12 15 Police FY 17 : 100% fitness evaluaon for all 20 37 35 33 34 3534 35 36 34 15 29 32 32 2930 34 32 Fire FY 17: 100% police officers and 10 19 14 firefighters. 5 0 *Source: Williamsburg Police FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 and Fire Departments

Police Agency 6. Maintain Naonal Re-Accreditaon cerficaons of public (CALEA—2015) safety and emergency readiness. Insurance Services Office ISO Rang 2/2X - 2016 *Source: Williamsburg Police and Fire Departments

Number of Trained CERT 7. Increase and 120 Volunteers Available to maintain the number of 100 109 Staff NRTs. (due to trained and funconing 99 individual circumstances 80 88 78 Neighborhood 72 (age, other involvements, 75 Response Teams in the 60 70 illness, relocaon, etc) volunteers have fluctuated City’s 8 CERT Sectors. 40 over the past few years) 20

0 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

*Source: Williamsburg Human Services

B - 38 GOALGO V SeekSee opportunities, partnerships and program implementation tthatha addresses the educational, health, social, housing, economiceco and workforce training needs and expectations of ccityity residents and workers.

A. Health Outcomes for Children ¾ Care Team Pilot Program – Complete the collaborative and replicable pilot program in partnership with the Williamsburg Health Foundation, Child Development Resources, Williamsburg – James City County Schools, and other community partners to better health outcomes for city children. Evaluate the care team model approach to determine the program performance of providing direct human services and health services to children and their families. (Staff)

The Care Team Pilot entered year three with the following goals: 1) Assist James City County in effecting both pilot implementation and cooperative agreement through transfer of cases for families that moved into JCC; 2)Expand working relationships with St. Bede’s Outreach Ministry and 3-E Restoration to provide additional services for families in need; 3) Effect a cooperative agreement with Peninsula Workforce Development at providing training, support, and other related services for TANF clients; and 4) Continue to explore affordable workforce housing opportunities with local landlords and management companies to provide housing security for program families. The first two years were successful and the program received funding from the Williamsburg Health Foundation for year 3.

As of the first six months of Program Year 3, 38 families (151 adults and children) were served. Over 80% of the families have met or exceeded two of the health outcomes. A self-evaluation instrument on program effectiveness was developed with 21 families responding. 100% reported family goals were established with 95% reporting they had affected such goals for their children. The overall program satisfaction rate was 90%.

The program success resulted in an invitation by the funder, the Williamsburg Health Foundation, to request continuation of the program for Year 4 beginning in July 2018. CARE Team staff have assisted James City County in the preparation of a comparative pilot program as well as transferring jointly supported families that moved to the County in-process. The CARE Team continues to partner with WJCC Schools and Child Development Resources. Staff discussions with Olde Town Medical & Dental and the Williamsburg Health Foundation for the clinic to be added as the fourth partner in the program in FY 2019.

B - 39 B. Joint School System ¾ School Capital Improvements - Monitor and support the completion of the 4th middle school project at the James Blair school site in the city and the Auxiliary Gym project at Lafayette High School (Council and Staff)

Public Works receives and reviews weekly construction updates for the construction of the 4th middle school at the James Blair site. WJCC Schools reports both projects remain on schedule. The School Liaison Committee provides capital project updates to include the 4th middle school and Lafayette Gym projects at their quarterly meetings.

¾ Land Acquisition and Redistricting - Work with the school system and the County to make informed land acquisition and redistricting decisions for planned growth and equitable school districts to best meet the needs of all students (Council)

The W-JCC School Board completed redistricting to accommodate the addition of the middle school in advance of planning deadlines needed for transportation, scheduling, and logistics before its fall 2018 opening. The County is evaluating future property available for school sites in areas of growth. Staff is working with WJCC Schools by serving on the 5-Year Strategic Planning Core Team and Long-Range Facility Needs Assessment Team.

C. Williamsburg Redevelopment and Housing Authority ¾ Blayton Property Development – Seek opportunities to redevelop the Blayton property consistent with the Phase II redevelopment study and Downtown Vibrancy, Design, and Marketing Plan in a manner that protects environmentally sensitive areas and provides for green space. (Council, PC, staff, and citizens)

The WRHA Director initiated a review of options for the redevelopment of the Blayton Property. HUD requires an engineering assessment of the structure prior to a determination of rehabilitation or demolition. The project will advance upon completion of the assessment and plan guidance from the Downtown Vibrancy, Design, and Marketing study, WAAR Housing Needs Assessment and Market Analysis, and Comprehensive Plan update.

¾ Housing Program Funding - Explore opportunities to establish an independently funded Housing operations and do not take actions that extend the program control of the Department of Housing and Urban Development (HUD) beyond current timeframes (Council)

Initial research was conducted by the WRHA Director. A report will be provided in the future with options for funding the housing program upon completion of the evaluation and legal review. The project is currently on hold pending the recruitment of a new housing director.

¾ Housing & Redevelopment Authority Structure – Complete the restructure of the Commission composition through the amendment to the City Charter and maintain the integration of the Authority in the City organization with the Housing Director reporting to the Commission (Staff)

B - 40 The initiative is complete. City Council appointed a housing resident representative to the WRHA Commission at the October City Council meeting to join a citizen-at-large appointment previously made. The City Charter amendment was passed in the 2017 Legislative Assembly and appointment made by City Council for the citizen at large position on the Commission in summer 2017. The WRHA Director position reports the WRHA Commission with an MOU for support services and staff from the City.

D. Cedar Grove Cemetery Expansion ¾ Expansion – Work with the College to determine the feasibility of expanding Cedar Grove Cemetery on College-owned property during the biennium. (Council)

Initial conversations occurred with College leadership regarding the evaluation of available land for expansion of the Cedar Grove Cemetery in 2017. No additional action has been taken.

E. Transitional Housing/Homelessness Prevention ¾ Housing Needs Evaluation - Identify needs and options for affordable housing to include proportionate housing ratios in the City and neighboring jurisdictions, evaluation of the existing affordable housing program, and providing for a cost-benefit analysis. See also Goal I, I. Neighborhood Stability and Revitalization. (Council and citizens)

City management and the WRHA Director will work with the WHF and WAAR to develop a housing study to determine the current housing inventory and needs for the City of Williamsburg. The Realtors Association requested and received funding for the study consistent with efforts completed for James City County and the City of Newport News. The study will be completed in spring 2018 and presented in Summer 2018.

¾ Homelessness Prevention – Continue to work with faith and community based partners to provide adaptive housing, transitional housing, and other affordable lease arrangements in the city for economically deprived citizens. (Council, staff, and citizens)

The Human Services Department continues to work very closely with the faith-based communities, particularly St. Bede’s Social Ministry on Richmond Road, the House of Mercy, and the Winter Shelter Program. The winter shelter program currently involves 18 churches from November through March. Two joint meetings were held with Human Services, Fire Department, and Police Department along with James City County counterparts and the Community of Faith Mission (COFM) to discuss additional resources needed during inclement weather. The is also close coordination and cost-sharing with 10 churches in the city on a day-to-day and weekly basis for emergency outreach for over 200 adults and children. Human Services developed working relationships with 3-E Restoration for adoption of homeless families and continues to partner with the Salvation Army to provide transitional housing units located in the city for mutual clients.

B - 41 ¾ Workforce Training and Living Wages – Seek opportunities to partner to expand workforce training with Thomas Nelson Community College and neighboring jurisdictions to advance access to economic opportunity, reduce under-employment, and support living wages. (Staff and citizens)

Human Services staff is working to establish a cooperative agreement with Peninsula Workforce Development to provide training, support, and other workforce related activities for TANF clients in the City as part of the Federal Workforce Act. An initial regional planning meeting for the continuation of the program was held in February 2018 to discuss new mandated roles for Social Services in the One Stop system as well as cost-sharing strategies for continuation of the Customer Service Academy in FY 2019. An MOU is signed by Human Services with the Peninsula Council for Workforce Development to participate in the One Stop Services system planned for the Historic Triangle to include the existing city-sponsored Customer Service Academy serving clients.

¾ Workforce Housing – Identify comparative and innovative best practices for addressing workforce housing needs in the communities to include opportunities to partner with business and community partners to implement preferred alternatives. See also Goal I, I. Neighborhood Stability and Revitalization. (Council and citizens)

No action taken yet on this initiative. Staff will use the completed housing study to identify needs to address and determine which comparative practices are relevant to the needs in the City. In addition, the WRHA and City are considering the rental of a property on Scotland Street for city workforce housing needs and an amendment reflecting the property will be presented to City Council in April 2018.

F. Youth and Family Achievement ¾ Youth Summer Employment Program – Establish a youth summer employment program modelled on best practices in the nation and region. (Council and Staff)

No action taken to date. Human Services staff will begin discussion by June 2018 with Peninsula Workforce Development and Thomas Nelson Community College at co-sponsoring an “Achieving Careers Today” program for 16-24 year old persons in need of training and support services to acquire and maintain jobs. Staff continues the Summer Youth Achievement Program and year- round support services for city youth between the ages of 13 and 16.

¾ Childcare and Pre-School – Evaluate availability and need for improved childcare and pre-school opportunities for city residents and provide resources as appropriate to address identified needs. (Citizens)

No action taken yet on this initiative. Human Services will work with the Community Action Agency to increase the number of eligible children for both Head Start (ages 3 to 5) and child/sibling eligibility for afternoon day care slots through the TANF/VIEW program of the Virginia Department of Social Services. Additional efforts will include completing an analysis of existing resources and needs for local services to include a cost/benefit analysis to support additional resources for “before and after school” child care. Human Services plans to continue the ongoing summer program by incorporating an employment and career component for the older youth in 2018.

B - 42 G. Elder and Disabled Care ¾ Health and Community Engagement – Seek partnerships with the Williamsburg Health Foundation, neighboring jurisdictions, and community partners to market and expand health, benefit, and social work programs for the elderly and disabled who require intervention, home visits or other assistance. See also Goal IV, A. Emergency Preparedness. (Staff and citizens)

The City is working in partnership with the Williamsburg Health Foundation, the GWTCA, James City County, York County, and the City of Poquoson to determine service needs for seniors for all aspects of healthy living and access to health care. Chief administrative officers meet monthly with the WHF through funding from the Robert Wood Johnson Foundation and establish work groups for areas of need (e.g. food access).

In addition, recent State legislative action changing the eligibility requirements has resulted in greater availability of funds for child care. There are approximately 45 to 50 youth in the city currently served through the Head Start Program. The feasibility of Head Start expansion for another 20 to 25 children will be evaluated in FY 2019.

¾ Senior Health and Recreation Programs – Identify opportunities during the Parks, Recreation, and Culture Master Plan process to coordinate service provision to seniors to encourage healthy active living. See also Goal VI, A. Planning, Compliance, and Accessibility. (Staff and citizens)

The Parks and Recreation Master Plan that is in-process will include program needs for seniors and all demographic groups of the city to ensure opportunities are available to encourage active, healthy living.

¾ Access to Care – Work with community health providers to identify gaps in health care and identify methods to assist in marketing the community to recruit primary care and specialists to the area. See also Goal VI, A. Planning, Compliance, and Accessibility. (Citizens)

The Human Services Advisory Board hosted two sessions in the summer and fall of 2017 with relevant public, private, and faith-based representatives to discuss the ongoing needs of seniors in the city who are “aging in place” in their homes or apartments. The top two areas of need for the city seniors identified are (1) in-home services (companion, chore, and personal care) and (2) stable housing. Recommendations for collaboration and additional service provision will be dependent on resources available and made in April 2018. Implementation of programs developed are expected in FY2019. Additionally, Human Services and Fire Department staff implemented a Mobile Integrated Health (MIH) approach that involves greater collaboration between the two departments for seniors who are in crisis.

B - 43 Seek opportunities and implement programs that address the educational, health, social, housing, economic and workforce training needs and expectations of city residents and workers.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends & Livability Report page number)

Educational opportunities (p.4) 78% 85% 85% 78% 85% ↑

Public Schools (p.3) 68% 78% 83% 79% 81% ↔

Availability of affordable quality health care (p.3) 50% 55% 64% 72% 72% ↑

Availability of affordable quality N/A 72% 67% 71% 77% ↔ food (p.3)

Availability of preventive health services (p.3) 52% 60% 66% 73% 76% ↔

Health and wellness services (p.37) 65% 73% 78% N/A N/A *

Availability of affordable quality child care/ preschool (p.3) 28% 35% 48% 53% 56% ↔

Services to seniors 75% 79% 79% N/A N/A *

Services to youth 50% 55% 56% N/A N/A *

Services to low-income people 37% 42% 49% N/A N/A *

Availability of affordable quality housing (p.3) 20% 30% 38% 36% 36% ↔

Variety of housing options (p.3) 36% 42% 53% 53% 48% ↔

Health and Wellness (p.3) N/A N/A N/A 77% 78% ↔

Mental Health Care (p.3) N/A N/A N/A 58% 57% ↔

Adult education (p.3) N/A N/A N/A 66% 80% ↑

Ate 5 portions of fruits and vegetables (p.7) N/A N/A n/a 88% 88% ↔

Participated in moderate or vigorous physical activity (p.7) N/A N/A N/A 86% 88% ↔

In very good to excellent health (p.7) N/A N/A N/A 63% 67% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 44 Desired Outcomes Observed Results Average Number of 1. Reduce and maintain 600 Families Receiving 610 595 584 the number of city resident 589 558 Food Stamps in City. Target < 500 527 families requiring food 500 511 stamps (SNAP) at less than 400 *Source: Williamsburg 500 on average by 414 Human Services—Chart reflects local area increasing employability 300 323 recession impact on the and self-sufficiency. 242 number of City residents 200 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 categorically eligible for SNAP since 2008

2. Reduce and maintain 700 Average Number of Residents Receiving the number of city 646 640 644 600 Medicaid Benefits in residents requiring 547 City 500 539 533 Medicaid at less than 450 491 *Source: Williamsburg Target < 450 453 Human Services—Chart on average by increasing 400 415 reflects local area employability and self- 369 300 recession impact on the sufficiency. number of City residents 200 categorically eligible for FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Medicaid since 2008

3. Reduce and maintain 50 Average Number of 45 Residents Receiving the number of city

Target < 40 Temporary Aid for residents requiring 40 Needy Families in City

Temporary Aid for Needy 38

Families (TANF) at less 34 32 30 than 40 on average by 29 29 26 increasing employability 23 21 22 20 *Source: Williamsburg and self-sufficiency. FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Human Services

4. Exceed statewide 100% Percent of Parcipants City State Finding Employment success rate of VIEW (VA 80% 79% Incenve for Employment 72%

60% 64% 64% 65% Not Welfare) program 58% 59% 56%57% 54% 54%54% 51% 48% 48%49% 49% parcipants at finding jobs 40% 47% by increasing employability 20% and self-sufficiency. *Source: Virginia Department 0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 of Social Services

B - 45 Desired Outcomes Observed Results

100% Percent of Residenal 80% Properes Valued at 5. Maintain 50% or more $250,000 or Less. Target < 50% of for-sale housing units 60%

52% 54% 55% 53% 53% 51% 51% in the City at less than 48% 50% 40% $250,000 to provide affordable housing. 20%

0% *Source: Williamsburg City FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Assessor

B - 46 GOALGO VI EncourageEnc a healthy community through an integrated system of pparks,ar facilities and open spaces that support recreation and the vvarietyar of cultural opportunities that enrich the experiences of ccityity residents and visitors.

A. Planning, Compliance, and Connectivity ¾ Parks, Recreation, and Culture Master Plan - Complete the Parks, Recreation, and Culture Master Plan and seek components to implement in this biennium. See also Goal I, H. Open Space Preservation and Commercial Site Assembly; Goal II, E. Facilities to Increase Overnight Visitation; Goal II, F. Mega-Region Concept; Goal III, A. Pedestrian and Bicycle Connectivity and Improvements; Goal V, G. Elder and Disabled Care; and Goal VIII, G. Community Visioning Exercise. (Council, PC and staff)

The project is funded and the RFP was released in August 2017 after a presentation on the project to Council at a work session. The submission closing date was in mid-September and consultant interviews were completed in early October. The bid was awarded in November with the project taking approximately 8 months from the start date. The public art and culture component will be completed through a separate process to be determined.

¾ Bicycle and Pedestrian Plan – Work with regional and community partners to establish a bicycle and pedestrian plan to encourage connectivity, mobility, and accessibility through the community and connecting to the region. See also Goal III, A. Pedestrian and Bicycle Connectivity and Improvements and Goal VIII, G. Community Visioning Exercise. (Council and staff)

Planning staff is working with regional planning staff on an effort to establish a Capital Trail extension and creation of a new trail to Fort Monroe and Virginia Beach called the Birthplace of America Trail (BOAT). Regional planning staff presented the project to City Council in 2017. Bicycle and pedestrian planning will also be incorporated into the Comprehensive Plan Update in 2018.

¾ Accessibility - Identify and plan for ADA compliant accessibility at all City parks and recreation facilities and seek to implement components in the biennium. See also Goal V, G. Elder and Disabled Care. (Council and staff)

The Parks & Recreation Master Plan scope of work includes an evaluation of accessibility to city parks and recreation facilities.

B - 47 B. Parks and Open Space ¾ Kiwanis Park – Implement components of the Master Plan for Kiwanis Park to include the 4th lighted softball field, playground equipment replacement, and accessibility needs. (Council and staff)

Parks & Recreation staff is prepared a RFP for the Kiwanis Park improvement project in late November which included; replacing the shelter, playground equipment, adding a basketball court, outdoor exercise equipment, and adding an accessible path from the parking to the playground and amenities. City Council awarded the bid to fund the project in March 2018. The approved project did not include the basketball court to meet budget. The 4th lighted softball field is not a funded capital project at this time.

¾ Paper Mill Creek Park – Plan and implement, as feasible, the development of the Paper Mill Creek Park in partnership with the National Park Service while considering sidewalk connectivity and safety for neighboring residential developments. See also Goal I, H. Open Space Preservation and Commercial Site Assembly; and Goal III, A. Pedestrian and Bicycle Connectivity and Improvements. (Council and staff)

The FY 2019 Capital Budget does not include funding for construction of Paper Mill Creek due to competing public safety capital project needs. The project will be considered in a future budget through the tourism fund, capital fund, and grants if prioritized by the community. The concept for the park is to provide a passive park experience will trails and connectivity to neighboring residential, parks and sidewalk. Additionally, the park would potentially include the NPS Great Neck picnic area and serve as a trailhead for the Capital Trail extension to Williamsburg and be a significant recreation tourism amenity.

C. Recreation Facilities and Programs ¾ Quarterpath Recreation Center – Prepare plans to expand the Quarterpath Recreation Center structure as recommended in the Master Plan. (Council and staff)

No action taken to date to expand the Quarterpath Recreation Center. The facility will be reviewed as part of the Parks and Recreation Master Plan process.

¾ Aquatics Center – With the College and regional partners, evaluate the need and feasibility for the development of an aquatics center. (Council)

Staff conducted initial conversations with College staff to understand athletic program conceptual needs and fundraising ability.

D. Special Events ¾ Queen Mary’s Port Park – Explore the potential for the acquisition and development of a Queen Mary’s Port Outdoor Performance Venue, historic tourism site, city park, Queen’s Creek access point, and commercial development pad to encourage visitation to the tourism zone and expand

B - 48 cultural events in the City. See also Goal II, E. Facilities to Increase Overnight Visitation. (Staff and citizens)

Staff conducted an initial conversation with a representative of the property owners to determine interest in property use and sale. Future conversations will be dependent on funding availability, archaeological study, and future needs analysis. No funding is available in the FY2019 capital budget due to competing needs.

¾ Tourism Contingency Fund – Expand the scope and funding for the Tourism Contingency Fund to progressively encourage growth for high impact special events and tourism product to increase revenues associated with place-making investments. See also Goal II, E. Facilities to Increase Overnight Visitation. (Council)

Final Tourism Contingency Program funds were allocated to support the Botticelli exhibit at the Muscarelle Museum. Funding is proposed in the Tourism Fund for the program in the FY 2019 Budget. City Council will discuss the potential projects and funding at the April 2018 Budget Work Session prior to adopting the budget in May 2018. The establishment of the Tourism Development Fund provides resources in future budgets to complete the initiative.

E. Public Art ¾ Public Art Program - Establish a city-wide public art program using applicable components recommended in the Parks, Recreation and Culture Master Plan. (Council and staff)

Staff is exploring options to develop a public art program with local arts groups. The effort is expected to coincide with the development of the Tourism Development Fund process after staff is recruited as a tourism specialist that includes arts commission responsibility.

F. Library Facility Renewal and Renovation ¾ Assist the Williamsburg Regional Library in expansion and renovation within the Williamsburg Library building, made possible by the freeing of space with the opening of the Stryker Center. (Staff)

Prior to a redesign of the Williamsburg Regional Library (WRL) building, the CIP has $480,000 programmed to replace HVAC mechanical system air handlers in FY 2018 and FY 2019. The CIP also included $60,000 in FY 2019 and $540,000 in FY 2020 for design and construction to renovate the WRL building. Prior to making the investment to rehabilitate the structure, the WRL Board will consider completing a building assessment to determine the appropriate next steps for the structure. Funding will be considered in future budget years.

B - 49 Add to the quality and availability of cultural and recreational facilities and programming, as might be typically available only in larger communities, to meet the needs and expectations of city residents and visitors.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

Recreational opportunities (p.3) 73% 73% 71% 75% 70% ↔

City Parks (p.6) 87% 91% 87% 92% 88% ↔

Recreation programs and classes (p.6) 73% 87% 84% 79% 71% ↔

Recreation centers and facilities (p.6) 74% 86% 83% 81% 73% ↔

Public library services (p.6) 91% 94% 94% 93% 96% ↑

Opportunities to attend cultural activities (p.3) 64% 72% 76% 79% 74% ↑

Availability of paths and walking trails (p.2) 54% 62% 69% 70% 67% ↔

Fitness opportunities (p.3) N/A N/A N/A 73% 72% ↔

Used Williamsburg recreation centers (p.7) N/A 55% 38% 52% 49% ↔

Visited a City park (p.7) N/A 86% 84% 82% 79% ↔

Used Williamsburg public libraries (p.7) N/A 84% 82% 74% 74% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 50 Desired Outcomes Observed Results

30,000

26,135 25,886 Total Number of 1. Increase the total 25,487 25,000 Parcipants in all P&R number of recreaon 22,010 21,376 23,706 Programs. program parcipants 20,902 23,135 21,684 (consistent with 20,000 percent of city resident 18,899 Average annual increase parcipants and cost 15,000 over 10 years: 3% recovery goals below).

10,000 *Source: Williamsburg Parks and FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Recreaon

40% Percent of Total P&R 2. Increase the percent 30% Program Parcipants who of city resident are City Residents 23.7% 20% 23.7% 24.1% parcipants in 22.2% 21.1% 20.9% 20.2% 20.2% 18.5% 18.1% recreaon programs Average annual decrease 10% over eight years: -.4% relave to total number of parcipants. 0% *Source: Williamsburg Park and FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Recreaon

50% Percent of Total P&R 3. Increase percentage 40% Operang Costs Covered of total Parks and 36% 35% by User Fees 30% 34% 33% 34% 32% Recreaon operang 32% 29% costs covered by user 20% 22% 24% Average annual increase fees. over eight years: 1.4% 10%

0% *Source: Williamsburg Parks and FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Recreaon

100% 4. Achieve a rate of Percent of City Populaon Holding a Valid Library acve library cards held 75% Card by residents (including 65% 50% 58% 53% 48% 50% 53% 9,628 cards in FY16 William and Mary 49% 49% 50% students) of at least 25% one half of total *Source: Williamsburg Regional populaon. 0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Library

B - 51 Desired Outcomes Observed Results

$1,500,000 $1,382,172 $1,400,000

$1,300,000 $1,214,412

$1,200,000 $1,114,142 Farmers Market Total 5. Achieve $1,100,000 $1,034,984 $1,133,423 $1,149,930 $1,109,453 Sales by Vendors Williamsburg Farmers $1,000,000 $979,397 Market annual vendor $900,000 $800,000 sales of at least $817,357 $700,000 $1 million $701,156 $600,000 *Source: Williamsburg Farmers $500,000 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Market

10,000 Number of General Public

8,374 and Students Aending 8,000 6. Increase aendance 8,080 Fesval Williamsburg Events at the Virginia Arts 6,000 Fesval’s annual 4,524 5,425 3,624 “Fesval Williamsburg” 4,000 4,812 Average annual increase 4,111 4,141 3,331 over ten years: 12.7% events each year. 2,833 2,000 * Source: Virginia Arts Fesval 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

B - 52 GOALGO VII ContinueCo to build an evermore sustainable and healthy city ppursuingur multiple strategies for conservation and restoration, aandnd providing essential environmental services related to ddrinkingri water, waste water, stormwater and solid waste.

A. Stormwater Management ¾ Elimination of Standing Water – Identify areas with drainage issues and standing water and develop an action plan to address concerns located using best practices consistent with the Virginia Stormwater Management Program. (Staff and citizens)

The Total Daily Maximum Load (TMDL) plan was completed and Public Works staff continues to meet all State and local requirements. Staff is reviewing an update to the regional stormwater management agreement and will bring before City Council for consideration in spring 2018. Additionally, staff provided for the replacement and lining of storm water lines between Duke of Gloucester Street and Francis Street in the area of Nassau Street and the Colonial Parkway.

¾ Highland Park Neighborhood – Evaluate stormwater drainage infrastructure in the Highland Park neighborhood to determine if curb-and-gutter or other stormwater infrastructure is needed to enhance the drainage of the area. (Council)

Public Works staff reviewed the neighborhood for drainage issues and made minimal repairs to issues identified. Staff will continue to monitor drainage in the neighborhood and make improvements as needed.

B. Sanitary Sewer System Rehabilitation ¾ Regional Wastewater Injection – Monitor the efforts of the Hampton Roads Sanitation District to permit and monitor the injection of treated wastewater in wells to reduce effluent discharge into water bodies and potentially offset subsidence of land due to the removal of water from the aquafer. (Staff)

The HRSD-City SWIFT agreement was approved and signed in August 2017.

¾ Reduce Inflow and Infiltration – Continue efforts to replace or line sanitary sewer lines to correct stormwater inflow and groundwater infiltration and assist in the prevention of sanitary sewer

B - 53 overflows and reduce the amount of unnecessary wastewater treated at the regional treatment plant to ensure treatment capacity and cost avoidance. (Staff)

Public Works continues efforts to repair aging lines and insert liners including projects completed on First Street and on Richmond Road at the intersection with By-Pass with improvement costs just above $70,000. The Utility Fund capital plan provides for $430,000 to address needs during the five-year period.

C. Residential Refuse and Recycling Collection ¾ Refuse and Recycling Communication Plan – Establish a communication effort to educate and measure compliance with policies guiding the placement and removal of refuse and recycling receptacles at appropriate times and days. See also Goal VIII, A. Citizen Engagement Initiatives. (Council)

The City purchased and implemented software (ReCollect) to educate citizens about the proper placement and removal of refuse and recycling containers. Code Compliance staff conducted well over 500 enforcement visits to educate citizens on solid waste policy. Staff provided a work session presentation to City Council in September 2017. Code Compliance staff continues to educate citizens on the placement and removal of refuse and recycling containers with several hundred visits being made by staff in 2017.

¾ Refuse and Recycling Ordinance – Explore comparative practices, including the adoption of ordinances, to enforce the placement and removal of refuse and recycling receptacles at appropriate times and days. (Staff and citizens)

Public Works staff initiated comparative practice research. As directed by Council, the focus was shifted to continue outreach and education rather than an ordinance to enforce. A draft ordinance will be prepared based on comparative practice if outreach and education fail to achieve policy goals to reduce neighborhood litter and solid waste containers being left out at the street.

¾ Recycling Program - Evaluate options to expand and improve the recycling program to include communication methods for the proper disposal of recyclable materials, frequency of service, public recycling receptacles, and types of materials collected. See also Goal VIII, A. Citizen Engagement Initiatives. (Council, staff, and citizens)

Public Works reports that the recycling program is popular and working well. ReCollect software was implemented to improve communication for the disposal of recyclable materials. Enhancements have been made by the contracted agency to better track the location of recycling trucks. Staff is developing a recycled materials disposal day for implementation in Spring of 2018 to provide a collection day for city residents to dispose of materials like used oil and tires. The evaluation of options to further expand and improve the frequency of service has not started yet.

B - 54 D. Water Plant Improvements ¾ Waller Mill Dam Improvements – Evaluate and initiate improvements to the Waller Mill Dam to ensure the safety and proper function of the water supply reservoir and water plant as required to maintain the State operations and maintenance permit. (Staff)

Public Works staff and its consultant continue to work with the State Department of Conservation and Recreation (DCR) to establish requirements and a schedule to meet compliance with dam regulations. The eventual dam improvements are funded in the Utility Fund capital budget in later years.

E. Sustainability Partnership ¾ Sea Level Rise – Participate in regional planning efforts to address the impacts of sea level rise on Hampton Roads to include support of research partnerships between the College of William & Mary and Old Dominion University. (Council and Staff)

Planning staff continues to participate in regional meetings through RPDC to meet this initiative. Sub-committees of both elected officials and chief administrative officers are being established through HRPDC to consider regional efforts to address the issue.

¾ GO Green Initiative – Seek to maintain internal organization efforts to sustain a platinum level for the VML GO Green Initiative and seek opportunities with student groups and community partners to encourage expansion and education of the best practices. (Staff)

Public Works staff submitted the application to VML and was informed that the City will again be recognized as a platinum level for the GO Green Initiative at the VML Conference on October 3, 2017. Staff will maintain platinum level efforts for the 2018. Public Works will present to City Council on environmental programs at the April 2018 Work Session.

¾ Drug Collection Program - Continue the drug collection program in the city by the Police Department in support of the Drug Enforcement Agency (DEA) to prevent potentially dangerous controlled substances from being disposed of in the city’s water system and landfills. (Staff)

The FY 2018 Budget includes funding in the Police Department operating budget to continue the drug collection program and meet this initiative. The last scheduled event is on October 28, 2017 at the Police Department. The Police Department has kits to accept and dispose of drugs at any time of the year.

B - 55 Build an evermore sustainable and healthy city pursuing multiple strategies for conservation and restoration, and providing esssential environmental services related to drinking water, waste water, stormwater and solid waste.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

Sewer services (p.5) 86% 82% 88% 87% 89% ↔

Drinking water (p.5) 64% 73% 73% 78% 76% ↔

Storm drainage (p.5) 67% 70% 72% 67% 72% ↔

Yard waste pick-up (p.5) 80% 76% 82% 78% 73% ↔

Recycling (p.5) 74% 80% 81% 71% 73% ↔

Garbage collection (p.5) 91% 79% 90% 87% 85% ↔

Open space (p.5) N/A N/A N/A 67% 64% ↔

Utility billing (p.5) N/A N/A N/A 76% 77% ↔

Conserved water (p.7) N/A N/A N/A 83% 78% ↔

Made home more energy efficient (p.7) N/A N/A N/A 74% 70% ↔

Recycled at home (p.7) N/A 81% 86% 86% 85% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 56 Desired Outcomes Observed Results

100% Percent of Waste Stream 80% Recycled 1. Recycle 37.5% of 60% solid waste stream 184% of stated goal in Target 37.5% 2015 40% 47% 46% (150% of Virginia’s 25% 39% 36% 36% 38% recycling goal). 20% 27% 22%

0% *Source: Williamsburg Public 2008 2009 2010 2011 2012 2013 2014 2015 Works & Ulies.

100% Average Percent of 2. Maintain residenal 80% Recycling Bins Issued to recycling set-out rate of 69% 68% City Residents Set-Out on 60% at least 42% Target 42% a Recycling Day. 40% (New recycling cart program 44% 42% 42% 43% 46% 44% 40% began in FY 15)

20%

0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 *Source: Williamsburg Public Works & Ulies

100 Number of Business and 3. Increase 80 Households Parcipang parcipaon in the 75 60 in Annual “Challenge” City’s Green Business 54 Programs and Residenal 40 (Challenge programs managed by City’s “Green Team”) Challenges each year. 20

0 FY 11 FY 12 *Source: Williamsburg Green Team

200

173 Water Consumed in Gallons 172 170 4. Conserve drinking Per Day Per Equivalent 160 water by reducing daily Target < 150 Household Connecons household equivalent 155 154 143 140 140 132 consumpon below 150 120 gallons per day. *Source: Williamsburg Public 80 Works & Ulies FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

B - 57 Desired Outcomes Observed Results

5. Maintain cerficaons of compliance with Federal/State safe drinking water regulaons. *Source: Williamsburg Public Works & Ulies

6. Maintain cerficaons of Chesapeake Bay Erosion & Sediment Stormwater Protection Act Law Discharge MS-4 compliance with (DCR-2014) (DEQ-2014) Permit Federal/State “Clean (DEQ 2013) Water” regulaons.

*Source: Williamsburg Public Works & Ulies

7. Maintain recerficaon of the Public Works Department as an “Extraordinary Environmental *Source: Williamsburg Public Enterprise” (E4) Works & Ulies

B - 58 GOALGO VIII ContinuouslyCo improve the effectiveness of city government aandnd its partnership with the people who live, work, and visit hhereer to fulfill Williamsburg’s vision for the future.

A. Citizen Engagement Initiatives ¾ Strategic Communication Plan - Complete a strategic communication plan to establish the policies and processes used by the city organization in communicating with the public and to encourage citizen engagement and participation. (Council and staff)

The strategic communication plan comparative analysis is complete and the staff communications team is drafting the policy document. The project remains on schedule for a presentation during the spring or summer of 2018.

¾ Citizen Engagement – Increase citizen participation and engagement through social media, website updates, and new technologies (such as Socrata for performance management and Peak Democracy for the open forum). See also Goal IV, F. Community Policing and Engagement with Public Safety; (Council, staff, and citizens)

The City IT Department developed and launched new websites for the City external site, intranet, and EDA webpage. Staff also launched the online open forum, PublicInput.com, to increase digital opportunities for citizen involvement. Staff implemented the ReCollect software through the webpage to remind and inform citizens regarding solid waste and recycling services. IT staff completed efforts to update the Socrata performance management system for the GIO goal areas. The Socrata platform was also used to establish new department operating reports and replacing the pdf spreadsheet format previously used for Council meetings. Staff also created a new City eNewsletter built on the Socrata platform and debuted the newsletter in February 2018.

Parks and Recreation requested to pilot the decentralization of social media oversight by dedicating part-time staff to manage social media. The exercise has been highly successful in increasing the organization social media presence without adding significant workload to IT and communications staff. The Fire Department and Police Department have initiated a social media presence as well.

B - 59 B. Stryker Center Project in City Square ¾ Stryker Center Programming – Work with the Williamsburg Regional Library, W-JCC School System, and community partners to increase civic and cultural programming at the Stryker Center during the next biennium. (Staff)

The Williamsburg Regional Library (WRL) has accelerated the use of the Stryker Center and is seeking to further expand activities in the space. WRL staff is exploring opportunities to drive library programs into the Stryker Center space and encourage arts and culture events in the exhibit area. The Library presented at a City Council work session in FY 2018 on the events and activities at the Stryker Center as part of the FY19 Budget presentation in March 2018.

¾ Photo History of City – Collaborate with community partners and members to establish an exhibit of the photographic history of Williamsburg. (Council)

No action has been taken to date on this initiative.

C. Employee Development and Succession ¾ Compensation and Classification Study – Complete the Compensation and Classification study to update job descriptions and salary ranges and implement appropriate recommendations as scheduled in the study (Council and staff)

The Compensation and Classification Study was completed and implemented in the adoption of the FY 2018 Budget. The remaining staff effort is the completion of job description edits and review by departments with staff. The project will be completed by the end of 2017.

D. Revenue Policy ¾ Build-out Model Impact – Initiate an evaluation of revenue trends to include projections of the impacts of redevelopment and build-out models on future revenues. (Council)

No action has been taken to date on this initiative. The initiative will be pursued in FY 2019 by the Finance Department.

¾ Economic Impact Analysis – Evaluate methods to determine the economic impact for the costs and revenues generated for special events and sports tourism events. (Council)

No action has been taken to date on this initiative. The consultant used in summer 2018 to review and establish the TDF application program with staff will evaluate the return on investment (ROI) evaluation process for the program to complete this initiative.

¾ Enterprise Resource Program (ERP) – Replace the ERP finance system and integrate the new technology for all applications and performance management systems to continue the practice of the city to invest in technology resources that will provide secure, accurate, and dependable information to City Council, citizens, and staff. (Staff)

B - 60 Phase 1, which includes financials and account payable, went live on July 5, 2017. Currently, staff is completing work on phase 2 which consists of payroll and human services. A few Human Resources additions remain to be made as of March 2018. Phase 3 will start by May 2018 and will consist of Codes Compliance followed by the utility billing and taxes portions of the system.

E. Employee Health & Wellness ¾ Health and Wellness Benefits – Evaluate employee health benefits and update the health and wellness program to reduce claims with the desired outcome of a healthier workforce and efficient operation. See also Goal IV, C. Public Safety Officer Fitness, Health and Wellness. (Staff)

The Human Resource Administrator has initiated an evaluation of the staff health and wellness committee efforts and is working with the group to focus efforts for a sustainable program. Staff completed training and updating technology used for human resources in the phase 2 implementation of the Tyler-Munis ERP software with final components going active by April 2018. Staff is completing training with city benefit providers, evaluating services levels, and identifying program and process updates needed. A new City Fit exercise group began after work on Tuesday and Thursday and the Police Department initiated a regular running group as well. The City is re- establishing an employee family picnic day at Waller Mill Park in May 2018.

F. Performance Analytics ¾ National Citizen Survey and Benchmarking – Plan to participate in the 2018 National Citizen Survey and seek appropriate benchmarks to compare organization performance. Implement the new Socrata performance management system and evaluate public awareness of the system. (Council)

The City will participate in the NCS in FY 2019. IT staff has updated the Socrata platform, Williamsburg Performs, to reflect the new 2017 to 2018 Biennium GIO’s. Funding for 50% of the NCS participation was included in the FY 2018 Budget and the remaining funds are proposed for appropriation in FY 2019.

¾ Geographic Information Systems (GIS) and Geospatial Analysis – Proactively communicate and use new technologies to enhance geospatial analysis of programs and services to improve community awareness and engagement. (Council and staff)

Staff continues to work with GIS as it relates to new systems and technologies. GIS information has been included within the Socrata platform and Online Open Forum platform to allow for data mapping. IT staff has replaced the old internal GIS system with a new system that maintains consistency between public facing and internal GIS systems. With the impending retirement of the long-tenured GIS contract consultant, the FY 2019 budget provides for a GIS position that is cost neutral to the current GIS expense.

B - 61 G. Community Visioning Exercise ¾ Comprehensive Plan Update – Conduct a community visioning exercise and develop the methodology to complete the Comprehensive Plan update scheduled for 2018. Include discussion and coordination with the adjoining County jurisdictions to coordinate the planning effort. See also Goal VI, A. Planning, Compliance, and Connectivity. (Council, PC and staff)

The CIP includes $40,000 in FY 2018 for consultant and data to conduct and complete an update to the Comprehensive Plan. Efforts will be coordinated with the Economic Development Strategic Plan process for economies of scale and process. The planning effort will incorporate city and regional planning efforts for parks, recreation, bike and pedestrian, transportation, downtown, midtown, housing, and tourism zones in addition to land use and economic development. The three jurisdictions of the Historic Triangle are requesting the HRTPO to update the Transportation Study portion of the Comprehensive Plan in their FY 2019 Unified Planning Work Program. The plan will be completed and presented to City Council in FY 2019. Staff will present the work schedule to City Council in April 2018.

¾ Economic Development Plan Update – Coordinate the 5-year update to the Economic Development Strategic Plan with the adopted policies and plan recommendations of the target industry analysis of the Greater Williamsburg Partnership; Downtown Vibrancy, Design and Marketing Plan; tourism zone; culinary arts district; Midtown conceptual vision; Parks, Recreation, and Culture Master Plan; and like policies and ordinances adopted by the City. See also Goal I, A. Downtown Vibrancy; Goal I, B. Arts District and Midtown; Goal I, D. Northeast Triangle; Goal II, A. Tourism Development; Goal II, B. Economic Diversification Strategies; Goal II, C. Redevelopment; Goal II, D. Support Existing Businesses; and Goal VI, A. Planning, Compliance, and Connectivity. (Staff)

The CIP includes $75,000 in FY 2018 for consultant and data for staff to complete an update to the Economic Development Strategic Plan in coordination with the Comprehensive Plan Update. Staff will present the work schedule to the EDA and City Council in FY 2018.

B - 62 Continuously improve the effectiveness of city government and its partnership with the people who live, work, and visit here to fulfill Williamsburg's vision for the future.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

The value of services for the taxes paid to Williamsburg (p.4) 76% 73% 75% 73% 71% ↑

The overall direction that Williamsburg is taking (p.4) 55% 60% 65% 66% 59% ↔

The job Williamsburg government does at welcoming citizen involvement (p.4) 62% 62% 63% 56% 53% ↔

Overall image or reputation of Williamsburg (p.2) 85% 87% 93% 87% 88% ↑

Opportunities to participate in community matters (p.4) 68% 71% 77% 71% 69% ↔

Opportunities to volunteer (p.4) 80% 86% 87% 83% 81% ↔

Public information services (p.6) 76% 80% 84% 76% 75% ↔

Knowledge of city employees 90% 83% 87% N/A N/A *

Responsiveness of city employees 91% 77% 82% N/A N/A *

Courtesy of city employees 91% 85% 85% N/A N/A *

Overall impression of city employees (p.4) 91% 79% 82% 82% 82% ↔

Services provided by city (p.4) 75% 82% 86% 83% 83% ↔

Confidence in City government (p.4) N/A N/A N/A 62% 64% ↑

Acting in the best interest of Williamsburg (p.4) N/A N/A N/A 62% 63% ↔

Being honest (p.4) N/A N/A N/A 67% 64% ↔

Treating all residents fairly (p.4) N/A N/A N/A 62% 60% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 63 Continuously improve the effectiveness of city government and its partnership with the people who live, work, and visit here to fulfill Williamsburg's vision for the future.

National Citizen Survey Results Percent Rated National Trendline Positive * Benchmark **

Question 2008 2010 2012 2014 2016 2016 2008 - 2016 (Trends Report page number)

Neighborliness of residents in Williamsburg (p.3) N/A N/A N/A 69% 63% ↔

Special Events (p.6) N/A N/A N/A 71% 76% ↔

Attended a City-sponsored event (p.7) N/A N/A N/A 55% 62% ↔

Contacted Williamsburg elected official (p.7) N/A N/A N/A 14% 16% ↔

Volunteered (p.7) N/A 52% 57% 51% 45% ↔

Talked to or visited with neighbors (p.8) N/A N/A N/A 90% 89% ↔

Done a favor for a neighbor (p.8) N/A N/A N/A 80% 78% ↔

Attended a local meeting (p.8) N/A 29% 23% 20% 22% ↔

Watched a local public meeting (p.8) N/A 41% 36% 22% 22% ↔

Read or watched local news (p.8) N/A N/A 85% 85% 76% ↔

Voted in local elections (p.8) N/A 74% 71% 85% 76% ↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher ↑ Higher ↔ Similar ↓ Lower ↓↓ Much Lower * Not Available

B - 64 Desired Outcomes Observed Results

Budget vs. Operations $40

$38 Annual Operang 1. Exceed budget $36 $36.0 $34.5 Revenues Compared to $33.8 $35.4 expectaons by having $33.3 $34 Budget and to Actual $32.3 $32.4 operang revenues $32.1 $32 $31.3 Expenditures exceed operang Series1 Series2 $30 expenditures each year. Series3

$28 FY 10 Actual FY 11 Actual FY 12 Actual FY 13 Actual FY 14 Actual FY 15 Actual FY 16 Actual FY 17 Actual FY 18 Estimated *Source: Williamsburg Finance Department

100%

2. Maintain sound 80% 79.3% Percent of Unreserved 77.2% 72.4% 67.2% fiscal health by 72.7% 74.0% General Fund Balance 60% 70.8% 66.5% 59.2% Compared to the Amount exceeding city’s 35% 49.1% of the Annual Operang operang reserve 40% Revenues Target - Reserves > 35% of Operating Revenues policy. 20%

0% *Source: Williamsburg Finance FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Department

3. Retain cerficaons in financial reporng, budget presentaon, and performance measurement.

*Source: Williamsburg Finance Department

12% 11.7% Target 10% Percent of City Employees 4. Maintain annual 10% who Resign or Rere or Employee Turnover 9.5% 8% Otherwise Terminate Rate of 10% or less of 8.0% Employment the permanent 6% 6.8% 5.9% 5.0% 5.0% 5.0% workforce. 4% 4.5% *Source: Williamsburg Human Resources 2% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

B - 65 Desired Outcomes Observed Results

4%

3.1% 3% 3.3% 3.3% 3.1% 3.1% 2.6% 2.7% Total Sick Leave Taken as a 5. Reduce Employee 2.6% Percent of Total Hours Target 2.5% 2.4% Sick Leave used per 2% Worked Annually total hours worked to

2.5% or less. 1%

*Source: Williamsburg Human 0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Resources

28 26 6. Reduce number of 24 Auto and General Liability Auto and General 20 22 Claims Paid by the City 19 Liability claims paid 16 18 18 18 18 Annually Target 15 15 annually to 15 or less. 12 8 9 4 *Source: Williamsburg Finance 0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Department

$2.8 Amount of Health 7. Reduce employee $2.4 Insurance Claims Paid by $2.3 health insurance claims $2.0 $2.2 $2.0 the City $1.9 $2.0 paid to less than 0% $1.6 $1.7 $1.7 $1.6 Increase between FY 08 annual growth rate. $1.2 $1.3 and FY 16 was at an annual $0.8 rate of 8%

$0.4

$0.0 *Source: Williamsburg Human $ MillionsFY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Resources

8. Accomplish Number of Employees employee training as a percent of all Compleng Training employees: QUEST Employee Orientaon QUEST: 89% completed (100%), and High HPO: 41% completed Performance Organizaon training (65%). *Source: Williamsburg Human Resources

B - 66 Desired Outcomes Observed Results Number of Online 10,000 Transacons via Williamsburgva.gov 8,000 8,106 9. Increase the use of 6,000 6,910 6,713 Average annual increase online transacons 6,399 6,380 6,436 5,858 4,996 over eight years: 8.4% between cizens and 4,000 4,288 city. 4,061

2,000 *Source: Williamsburg 0 Informaon Technology FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

8,000 Number of Cizens Signed Up to Receive Email 6,071 10. Increase the 6,000 Noces through “E-nofy” number of cizens who 5,619 5,072 receive “E-nofy” email 4,000 Average annual increase 4,062 noces of city events 3,412 over eight years: 34.5% 2,000 and informaon. 2,276 1,686 1,517 *Source: Williamsburg

0 756 Informaon Technology FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

6,000 Number of City Facebook Fans and Twier 11. Increase use of 5,000 Facebook 5,004 Followers Twitter social media as a means 4,000 3,968 of disseminang public 3,885 3,000 3,382 Facebook up: 159% 3,262 2,972 informaon. 3,009 Twier up: 760% 2,000 2,402 1,888

1,000 1,502 *Source: Williamsburg 1,210 Communicaons Specialist 0 582 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

B - 67 INTRODUCTION

THE CITY’S VISION

Williamsburg will become an evermore safe, beautiful, livable city of historic and academic renown, served by a city government--cohesively led, financially strong, always improving and innovating--in full partnership with the people who live, work and visit here.

DEPARTMENTAL BUDGET SUMMARY AND PERFORMANCE METRICS

The preceding section on Biennial Goals and Initiatives links the City Council eight broad goals to specific accomplishments of 49 specific initiatives and 124 sub-initiatives to the Capital Improvement Program. Further, the preceding section identifies desired community outcomes and observed results which relate to each goal.

This next section aligns budget and performance data to the operating departments of the city. For each department a summary page includes the department mission and expenditures and staffing, covering four years. Importantly, desired community outcomes related to each department, and observed results, are shown. Many of these measures parallel the measures arrayed under the eight goals in the preceding section, including the National Citizen Survey™ (NCS) results and ratings. Comparisons of Williamsburg citizen ratings with the national benchmark from the latest 2016 NCS results are shown for service areas.

Finally, under each department are the budgetary Cost Centers which comprise that department. Detailed information including four years of expenditures and staffing, and performance trends, projections, and targets, is presented. Performance metrics – including workload measures, efficiency measures and other useful indicators of performance – are shown with operating data for the last two fiscal years, the projected number for the current year, and the target or expected number for next year.

C - 1 OFFICE OF CITY MANAGER Marvin E. Collins III, City Manager

Mission

To provide leadership, strategic direction, and administrative oversight to all aspects of City operations.

Cost Centers 1. City Manager 2. Clerk / Communications 3. Economic Development -Administration -Clerk of Council -Triangle Building Mgt. -Human Resources -Communications

Expenditures and Staffing

FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

City Manager 459,647 3.5 520,431 3.5 539,202 3 499,470 3 Human Resources 112,294 1 79,819 1 112,858 1 108,630 1 Clerk of Council / Comm. 118,529 2 123,588 2 206,212 2 175,731 2 Economic Development 285,793 2 311,683 2 325,207 2 333,667 3 Total 976,263 8.5 1,035,521 8.5 1,183,479 8 1,111,498 9

Desired Outcomes Observed Results

1. Receive improving Residents rated National Citizen Survey value of services ratings for indicators of for the taxes paid overall Community well- “higher” than the being and value of city national bench- mark comparison, services “higher” than with all other re- the national benchmark. sults shown as “similar”.

C - 2 Desired Outcomes Observed Results

2. Receive improving The overall ap- National Citizen Sur- pearance and vey ratings for Overall cleanliness were Appearance, Natural “higher”, and over- Environment and Built all quality of new development and Environment “higher” natural environ- than the national ment were benchmark. “similar” to the national bench- mark.

3. Receive improving Overall image of National Citizen Survey Williamsburg rat- ratings for Overall Im- ed “higher”, with age, Direction, Opportu- all other respons- nities for Participation in es “similar” to the national bench- Community Matters and mark for 2016. Public Information Ser- vices “higher” than the national benchmark.

4. Receive improving Survey responses National Citizen Survey for these govern- ratings for other Gov- ance categories ernance survey re- were all “similar” sponses “higher” than to the national benchmark for the national benchmark. 2016.

C - 3 Desired Outcomes Observed Results

5. Exceed budget ex- The city’s oper- pectations by having ating revenues operating revenues ex- have exceeded ceed operating expendi- expenditures for tures each year. over 2 decades.

6. Maintain sound fiscal Shown are year- health by exceeding end reserves for City Council’s reserve the General Fund policy of a minimum not including non- 35% of operating reve- spendable fund balance (value of nues each year. land held for re- sale), and amounts carried over at fis- cal year end to fund capital pro- jects previously approved but not completed.

7. Maintain annual em- This is an indica- ployee turnover rate of tor of retention of 10% or less of the per- employees who manent workforce. resign, retire, or otherwise termi- nate employment. Retirements skewed FY 16 results.

C - 4 Office of City Manager Cost Centers:

City Manager / Human Resources FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 519,788 538,112 565,677 556,905 Operating 52,153 62,138 54,865 51,195 Capital Outlay 0 0 0 0 Total 571,941 600,250 652,060 608,100

Staffing

City Manager 1 1 1 1 Assistant City Manager 1 1 1 1 Human Resource Administrator 1 1 1 1 Executive Assistant 1 1 1 1 Administrative Aide .5 .5 0 0

Total 4.5 4.5 4 4

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019

Performance Measures Actual Actual Projected Target

Citywide employee turnover rate 11.7% 6.9% 6.0% <10%

Citywide sick leave use rate 2.7% 2.4% 2.5% <2.5%

Percent of Employees who completed:

Quest 3-day Orientation 90% 90% 98% 100%

Deferred Comp. Voluntary Participation 66% 60% 70% >75%

OSHA reportable injuries/incidents 23 10 15 <10

Healthcare Premiums Paid (millions) $2.2 $2.4 $2.4 $2.6

C - 5 Clerk of Council / Communication

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 110,962 115,668 195,712 165,231 Operating 7,567 7,920 10,500 10,500 Capital Outlay 0 0 0 0 Total 118,529 123,588 206,212 175,731

Staffing

Clerk of Council 1 1 1 1 Communications Specialist 1 1 1 1 Total 2 2 2 2

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Number of open Council meetings 28 29 30 30 Number of closed Council meetings 16 14 10 12 Number of Resolutions 19 22 16 20 Number of Ordinances 24 18 25 25 % of City Council minutes completed prior to next monthly meeting 100% 100% 100% 100% City Council Meeting — Citizen Attendance 266 207 280 >300 City Council Work Session — Citizen Attendance 65 71 100 >150 Boards & Commissions vacancy rate 0% 0% 0% 0% Number of Press Releases 39 49 35 100 Number Signed Up for E-Notify 452 427 600 >1,000 Number of E-Notifications Sent 296 316 360 400 Everbridge Notification Activations * 270 270 195 250

*Everbridge notifications include automated NOAA weather alerts and other emergency messages.

C - 6 Economic Development

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted Personnel 196,809 204,895 217,977 218,117 Operating 88,984 106,788 107,230 115,550 Capital Outlay 0 0 0 0

Total 285,793 311,683 325,207 333,667

Staffing

Economic Development Director 1 1 1 1

Economic Development Specialist 1 1 1 1 Tourism Development Specialist 0 0 0 1 Total 2 2 2 3

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Visits with existing businesses 135 100 100

Redevelopment opportunities supported 52 15 15 Value of Commercial construction $1.5M $4.1M $1.6M >$6M Number of businesses in City 794 794 790 >800 Number of new business startups 90 85 50 >50 Marketing events and missions 204 100 >100 Business Prospects Assisted 52 60 >50 Number of ED grants Awarded 16 12 8 Hotel/Motel year-round Occupancy Rate 42.5% 40.1% 45% >50%

C - 7 FINANCE DEPARTMENT Barbara Dameron, CPA, Director of Finance

Mission To provide exceptional stewardship and safeguarding of City assets by maintaining financial management, reporting and internal control systems, with accountability to the public in a re- sponsible and timely manner.

Cost Centers 1. Finance 2. Real Estate Assessments

Expenditures and Staffing

FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

Finance 757,832 8 805,919 9 843,244 9 834,218 9 Real Estate Assessments 181,452 2 182,311 2 191,534 2 205,890 2 Total 939,284 10 988,230 11 1,034,778 11 1,040,108 11

Desired Outcomes Observed Results

1. Maintain real estate The Finance Dept property tax collec- collects all City tions of at least 98% revenues, with annually. Real Estate Taxes being the single highest revenue source. Collec- tions are consist- ently 98% - 99% each year. Staff follow-up on delin- quent accounts raises collections close to 100% in subsequent years.

C - 8 Desired Outcomes Observed Results

2. Maintain Personal Personal property Property tax collections tax collections at least 97% each fiscal include the year. State’s $773K PPTRA program each year. Follow -up action on de- linquent accounts includes State programs with debt set-off and DMV matching to increase collec- tions in subse- quent years.

3. Maximize yield on City’s investment investments while portfolio diversified maintaining stringent with $14.4M earn- City policy require- ing average yield ments of safety and of 1.20% and fully liquidity. insured by FDIC, and residual bal- ances in State Local Gov’t Invest- ment Pool and interest-bearing checking ac- counts.

4. Maintain residential The City Assessor property assessments closely tracks all at 100% of market val- property sales— ue. assessments are . based on latest market sales of properties with similar character- istics, including neighborhoods.

C - 9 Finance Cost Centers:

Finance FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 707,339 761,853 798,534 791,468 Operating 50,493 44,066 44,710 42,750 Capital Outlay 0 0 0 0 Total 757,832 805,919 843,244 834,218

Staffing

Director of Finance 1 1 1 1 Deputy Director of Finance 1 1 1 1

Purchasing Agent 1 1 1 1

Utility Technician 1 1 1 1 Financial Technician 4 5 5 5 Total 8 9 9 9

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Total bills processed 46,925 45,362 47,500 48,000 # consecutive years received GFOA financial reporting award 30 31 32 33 # consecutive years received GFOA budgeting award 24 25 26 27 # vendor payments processed 6,499 6,496 6,500 6,500 # payroll checks processed 6,265 6,423 6,400 6,400 Real Estate tax collection rate 98.8% 98.6% 98.0% 98.0% Personal Property tax collection rate 96.9% 97.0% 97.0% Average rate of investment return .58% .66% 1.2% >1.5%

C - 10 Real Estate Assessments

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 172,040 175,214 180,059 196,365 Operating 9,412 7,097 11,475 9,525 Capital Outlay 0 0 0 0

Total 181,452 182,311 191,534 205,890

Staffing

Real Estate Assessor 1 1 1 1 Assessment Technician 1 1 1 1 Total 2 2 2 2

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

# Real property (RE) parcels assessed 4,567 4,575 4,600 4,640

# RE transfers (non-timeshare) 370 421 400 400

Residential assessment to sales ratio 94.7% 94.3% 100% 100% # information requests - ([email protected]) 88 88 100 120

# information requests - office / phone 2,132 1,961 2,000 2,000 # information requests - tax relief pro- gram 22 20 30 35

# participants in tax relief program 9 7 10 12 # assessment appeals - office/phone/ letter/fax/email 75 8 20 30

# assessment appeals changed 56 4 4 5

Board of Equalization (BOE) appeals 7 1 1 <10

BOE appeals changed 0 0 0 0

C - 11 INFORMATION TECHNOLOGY DEPARTMENT Mark Barham, Director

Mission To provide exceptional information technology systems and services to our customers, both internal and external, that support the mission of the City of Williamsburg in an efficient and cost-effective manner.

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 358,561 395,695 389,640 446,825 Operating 308,973 317,727 378,300 352,350 Capital Outlay 19,897 34,193 35,500 39,750

Total 687,431 747,615 803,440 838,925

Desired Outcomes Observed Results

1. Respond to all IT HelpDesk response HelpDesk service calls time was signifi- in less than 2 hours. cantly reduced in FY 2012 by imple- menting procedural changes in the I T Department. Aver- age response time for all HelpDesk service calls since FY 2012 was 2.3 hours.

C - 12 Desired Outcomes Observed Results

2. Increase website Overall website visitors by 10% annu- traffic is down due ally. to social media and older website technologies. Up- grade of the site, along with im- proved intercon- nectivity with so- cial media sites will aid in increas- ing traffic to this valuable resource.

3. Expand the use of The total number the City’s web site to of eGov transac- conduct City business tions increased by increasing eGov significantly from FY 2010 thru FY transactions at least 2012, with the 10% annually. pace leveling thru FY 2014 - continu- ing to rise thru FY 2018 Total in- crease since FY 2010 is 8.6% in the number of eGov transactions on the City’s web- site.

4. Increase total dollar $8.1 Million was amount of online received for finan- transactions received cial transactions from citizens by 10% over the City’s annually. website from FY 2009 thru FY 2017. The aver- age increase in receipts over the 8 fiscal years was 15.5%

C - 13 Information Technology

Staffing FY 2016 FY 2017 FY 2018 FY 2019

Information Technology Director 1 1 1 1 Systems Analyst 1 1 1 1

Network Administrator 1 1 1 1 GIS Analyst 0 0 0 1 Total 3 3 3 4

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Total # of Helpdesk requests 935 685 900 950 % of Helpdesk requests resolved with- in 24 hours 97% 96% 90% >94% Total # website visits 356,864 334,623 365,000 >400,000 Total # of eGov transactions 6,713 8,106 8,500 >8,500 Total dollar amount of eGov transac- tions $1,228,394 $1,528,992 $1,600,000 $1,700,000 Total # of outside security breaches (unauthorized intrusion, virus, mal- ware, etc.) 0 0 0 0 Average time (in hours) to IT Ticket resolution 8.70 11.56 10.0 <8.0

C - 14 POLICE DEPARTMENT Sean Dunn, Chief of Police

Mission To work in partnership with the citizens of Williamsburg, providing a safe and secure environ- ment consistent with community values, with an emphasis on responsive community based policing, integrity, fairness and professionalism.

Cost Centers 1. Law Enforcement Operations 2. Public Safety 3. Parking Garage -Support Services Communications -Uniformed Bureau -Investigative Bureau

Expenditures and Staffing FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

Law Enforcement Operations 3,834,257 40 3,866,689 40 4,033,913 41 4,371,223 44 *Public Safety Communications 555,008 0 555,008 0 561,108 0 572,330 0 Parking Garage 121,869 1 124,973 1 133,601 1 116,961 1 4,511,134 41 4,546,670 41 4,728,622 42 5,060,514 45

*City is part of consolidated E-911 operations with neighboring York County

Desired Outcomes Observed Results

1. Receive improving The percentage of National Citizen Survey Williamsburg citizens’ ratings for all services ratings of “good” or “excellent” were provided by the Police “higher” for crime Department “Higher” prevention, with po- than the national lice services and benchmark. traffic enforcement “similar” compared to the national bench- mark for 2016.

C - 15 Desired Outcomes Observed Results

2. Receive improving Citizen responses National Citizen Survey for FY 2016 were responses “Higher” “similar” to the than the national national bench- benchmark for citizen mark for all cate- ratings when asked if gories.

they feel safe in the City.

3. Maintain an average Police response response time of 3 time target of 3 minutes or less for calls minutes or less for service. (Response has been met time is measured from since FY 2011. the time the call is re- ceived by a regional dispatcher to arrival at the scene).

4. Clear Part I crimes Williams- at a rate well in excess burg’s Police of the national average Department (Part I crimes are major achieved crimes such as: mur- clearance der, rape, robbery, ag- rates for Part gravated assault, bur- I crimes aver- glary, larceny and auto aged 68% theft). higher than the national rate for 2008 thru 2015.

(Calendar-year based FBI crime clearance statistics for 2015 are the latest availa- ble).

C - 16 Police Department Cost Centers:

Law Enforcement Operations FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 3,439,162 3,397,873 3,609,313 3,932,121 Operating 389,605 451,902 421,600 434,102 Capital Outlay 5,490 16,914 3,000 5,000 Total 3,834,257 3,866,689 4,033,913 4,371,223

Staffing Chief of Police 1 1 1 1

Deputy Chief of Police 1 1 1 1

Sworn Police Officers 34 35 36 39

Administrative Assistant 1 1 1 1

Records Clerk 1 1 1 1 Parking Enforcement Officer 1 1 1 1 Total 39 40 41 44

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Average response time for calls for services (minutes) 2.3 2.2 2.8 <3.0

Clearance Rate for Part I Crimes 41.2% 46.3% 48.0% 50.0%

Clearance Rate for Part I Crimes-National * 29.6% 29.1% >30% >30%

Traffic accidents citywide 202 208 200 <175

Traffic accidents resulting in injuries 107 104 110 <80 DUI incidents 103 79 70 80

Moving violations 1,238 1,364 1,220 1,300 * FBI statistics for latest available years 2014 & 2015 for localities 10,000 to 24,999 in population

C - 17 Parking Garage

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 75,678 67,513 84,601 87,261 Operating 46,191 57,460 49,000 29,700 Capital Outlay 0 0 0 0 Total 121,869 124,973 133,601 116,961

Staffing

Parking Garage Supervisor 1 1 1 1 Total 1 1 1 1

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

# of vehicles utilizing parking garage 96,159 102,053 105,000 >105,000 Average hourly fee revenue per vehicle $2.52 $2.56 $2.60 >$2.60 Total parking garage revenue $328,888 $350,904 $360,000 >$360,000

C - 18 FIRE DEPARTMENT William Dent, Fire Chief

Mission To ensure a prompt, safe and timely response to emergencies of an all-hazards nature. To dili- gently enforce all life safety measures to ensure a safe and livable community for citizens and visitors.

Cost Centers

1. Fire 2. Fire Prevention & 3. Emergency 4. Emergency Management / Suppression Education Medical Disaster Preparedness Services

Expenditures and Staffing

FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE Fire Suppression, Prevention & EMS 3,734,705 37 3,727,221 40 4,027,089 40 4,209,309 41

Emergency Management staffing provided by Fire Department included above

Desired Outcomes Observed Results

1. Receive improving Residents rated all National Citizen Survey Fire Services for ratings for all services the 2016 survey provided by the Fire “similar” to the national bench- Department “Higher” mark comparison than the national bench- for all survey cate- mark. gories.

C - 19 Desired Outcomes Observed Results

2. Maintain an average Average re- sponse time for fire response time of 5 all fire incidents minutes or less, from the has been un- time calls are received to der the 5 mi- arrival of first apparatus nute target on the scene. since FY 11.

3. Maintain an average Average re- Emergency Medical sponse time for all EMS (EMS) response time of 5 incidents has minutes or less, from the consistently time calls are received to been just over arrival of first apparatus the 5 minute on the scene. or less target for the past 9 years.

FY 10 thru FY 4. Minimize Ratio of Aver- 17 resulted in age Property Loss to average annual Property Value at Risk to property loss less than 1%. of .07% of property value at risk.

C - 20 Fire Department Cost Centers:

Fire Suppression, Prevention & Education, and Emergency Medical Services

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted Personnel 3,315,936 3,364,447 3,594,899 3,757,567 Operating 319,840 307,242 381,190 400,742 Capital Outlay 98,929 55,532 51,000 51,000 Total 3,734,705 3,727,221 4,027,089 4,209,309

Staffing

Fire Chief 1 1 1 1

Deputy Fire Chief 1 1 1 1

Battalion Chief 4 4 3 3

Fire Captain 1 1 2 2

Lieutenant 3 3 3 3

Technical Assistant 1 1 1 1

Fire Inspector 3 3 3 3

Firefighter / EMT 22 25 25 26 Secretary 1 1 1 1 Total 37 40 40 41

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Average Fire response time in minutes 4.3 4.5 5.0 <5.0 Average EMS response time in minutes 4.9 5.2 5.0 <5.0 Fire Loss (% of total properties at risk) .6% .7% < 1.0 % < 1.0 % Fire Prevention Inspections (%) 49% 49% 60% 80%

C - 21 PUBLIC WORKS Dan Clayton, Director of Public Works / Public Utilities

Mission To provide a safe and efficient transportation system, including effective signage, beautiful landscaping of city-owned properties, and maintenance of Cedar Grove Cemetery.

Cost Centers 1. City Shop 2. Engineering/Streets/ 3. Refuse/Recycling 4. Buildings / Facilities Stormwater Operations Collection Maintenance 5. Landscaping 6. Cemetery

Expenditures and Staffing FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

City Shop 192,740 3 228,798 3 261,949 3 251,008 3

Engineering 265,203 2 269,114 2 284,881 2 286,465 2

Streets 823,218 6 886,013 6 910,868 6 933,035 6

Stormwater Operations 198,146 3 206,228 3 213,419 3 215,035 3

Refuse Collection 457,811 0 463,162 0 486,300 0 497,650 0

Buildings / Facilities Mtce 460,916 2 478,293 2 477,658 2 481,690 2 Landscaping 581,100 6 587,314 6 603,191 6 622,917 6.5 Cemetery 67,516 1 69,218 1 71,759 1 72,739 1 Total 3,046,650 23 3,188,140 23 3,310,025 23 3,360,539 23.5

Desired Outcomes Observed Results

Street repair was 1. Receive improving Na- rated “higher”, with tional Citizen Survey rat- all other categories ings for Street services rating “similar” to provided “Higher” than the the national bench- national benchmark. mark for 2016.

C - 22 Desired Outcomes Observed Results

Target set-out rate 2. Increase residential for recycling mate- participation in recycling rial is 60% - recy- program Citywide. cling information is available to resi- dents in a variety of ways, including the City’s website, the Williamsburg Farmers Market during summer months, and the Neighborhood Council of Wil- liamsburg.

3. To meet the State goal Since 2010 the of recycling 25% of the City has exceed- City’s solid waste stream ed the State’s 25% goal - for each year. 2016 the achieve- ment rate was 176% of the City’s stated goal.

Garbage collection 4. Receive improving Na- and recycling are tional Citizen Survey rat- contracted ser- ings for essential services vices. All survey provided by the Public responses were Works department “similar” to the “Higher” than the national national bench- benchmark. mark for 2016.

C - 23 Public Works Cost Centers:

City Shop

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 155,978 182,908 219,379 208,098 Operating 35,362 42,633 39,570 39,910 Capital Outlay 1,400 3,257 3,000 3,000 Total 192,740 228,798 261,949 251,008

Staffing

Shop Superintendent 1 1 1 1

Supervisor 1 1 1 1 Mechanic 1 1 1 1 Total 3 3 3 3

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Unleaded fuel used (gals) 42,707 45,275 45,000 45,000 Diesel fuel used (gals) 17,657 16,898 18,000 18,000 Maintenance “A” (oil changes) performed 141 138 150 160

C - 24 Streets / Engineering / Stormwater Operations

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 771,607 829,609 873,068 889,825 Operating 510,979 521,739 523,400 533,010 Capital Outlay 3,981 10,007 12,700 11,700 Total 1,286,567 1,361,355 1,409,168 1,434,535

Staffing

Superintendent 1 1 1 1

Engineer 1 1 1 1

Supervisor 1 1 1 1 Public Works Inspector 1 1 1 1

Administrative Secretary 1 1 1 1 Municipal Service Workers 6 6 6 6 Total 11 11 11 11

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Leaf collection - tons collected/recycled 665 683 675 675

Regulatory signs installed 42 49 50 50

Animal control calls 261 265 300 300

Linear lane miles of street swept 432 586 600 650

Tons of debris swept from street 189 140 200 210

C - 25 Refuse Collection

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 0 0 0 0 Operating* 457,811 463,162 486,300 497,650 Capital Outlay 0 0 0 0

Total 457,811 463,162 476,500 497,650 * New refuse collection & disposal contract effective 7/1/15 changed collection from backyard/side yard to curbside service.

Staffing

None (contracted service) 0 0 0 0 Total 0 0 0 0

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Residential refuse - tons collected 2,054 2,063 2,255 2,275

Tons of recycling collected 665 683 700 710

% recycling of all refuse 46% 44% >25% >25%

Recycling Set-out Rate (% participation) 68% % 60% >65%

Garbage collection misses 190 101 150 <150

Recycling collection misses 107 151 90 <70

C - 26 Buildings / Facilities Maintenance

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 152,931 155,349 161,388 162,770 Operating 297,086 311,455 299,270 302,920 Capital Outlay 10,899 11,489 17,000 16,000

Total 460,916 478,293 477,658 481,690

Staffing

Facilities Manager 1 1 1 1 Municipal Service Worker 1 1 1 1 Total 2 2 2 2

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019

Performance Measures Actual Actual Projected Target

Community Building - electricity usage (kwh) 73,993 66,503 80,000 <80,000

Community Building - total events 146 140 180 >180

Community Building - fee revenue $49,500 $49,240 $50,000 >$50,000 Community Bldg—natural gas usage (ccf) 2,461 3,036 3,200 <3,200

Municipal Bldg-electrical usage (kwh) 677,200 668,160 672,000 <672,000

Stryker Center-electrical usage (kwh) * 74,400 139,280 140,000 <140,000

Stryker Center-natural gas usage (ccf) * 2,265 6,454 6,500 6,500

* Stryker Center construction was completed in March, 2016—full Fiscal Year 2017 utility usage.

C - 27 Landscaping

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 372,416 373,252 394,241 409,867 Operating* 202,572 213,808 199,950 204,550 Capital Outlay 6,122 254 9,000 8,500

Total 581,110 587,314 603,191 622,917

Staffing

Superintendent 1 1 1 1

Supervisor 0 1 1 1 Municipal Service Workers 5 4 4 4.5 Total 6 6 6 6.5

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Plant at least 12,000 bulbs per year 8,000 8,000 16,000 >12,000

Trees planted - new * 117 33 50 >25 Trees maintained 956 1,865 1,000 >500

C - 28 Cemetery

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 61,813 63,392 63,839 64,869 Operating 5,703 5,826 7,920 7,870 Capital Outlay 0 0 0 0

Total 67,516 69,218 71,759 72,739

Staffing

Caretaker 1 1 1 1 Total 1 1 1 1

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

# of interments 55 57 60 60 # of purchases - lots/spaces 26 23 20 20

C - 29 RECREATION Robbi Hutton, Recreation Director

Mission To provide quality recreational facilities, parks and programs, which are safe, diverse, affordable and enriching to the community through our commitment to public service.

Cost Centers 1. Administration 2. Parks 3. Programs

Expenditures and Staffing

FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

Administration 354,019 3.5 374,717 3.5 358,637 3.5 351,054 3.5 Parks 224,506 1 274,719 1 263,861 1 302,605 1 Programs 474,762 4 500,179 4 634,371 4 569,932 4 Total 1,053,287 8.5 1,149,615 8.5 1,256,869 8.5 1,223,591 8.5

Desired Outcomes Observed Results

1. Receive improving All survey re- National Citizen Survey sponses were ratings for Recreation “similar” to the services and facilities national bench- mark for 2016. “Higher” than the na- tional benchmark.

C - 30 Desired Outcomes Observed Results

2. Increase the number Biennial responses of City residents using from the National the Recreation Center, Citizen Survey visiting parks, and partic- show a decline in usage of the recre- ipating in recreation pro- ation center, and a grams or activities. slight decline in visitation of parks, although still posi- tive for over 75% of respondents. The survey results in- clude only City residents, as shown below.

3. Increase the total The co-sponsored number of recreation STARZ fast-pitch program participants . softball program moved to another locality; pool clos- ing and reduced number of tennis classes also im- pacted participa- tion during FY 2014. Average annual increase since FY08 is 2.9%.

4. Increase the percent- Ratio of City resi- age of City resident par- dent to total pro- ticipation in recreation gram participants program. has ranged from 19% to 24% since 2008. City resident participation for 2017 was 20%.

C - 31 Recreation Cost Centers:

Administration

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 252,312 270,901 235,512 227,828 Operating 101,707 103,816 123,125 123,226 Capital Outlay 0 0 0 0 Total 354,019 374,717 358,637 351,054

Staffing

Recreation Director 1 1 1 1 Deputy Recreation Director 1 1 1 1

Senior Secretary 1 1 1 1 Office Ass’t/Receptionist .5 .5 .5 .5 Total 3.5 3.5 3.5 3.5

Performance Trends and Targets

FY 2016 FY 2017 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target Total number of recreation program participants 23,135 23,706 24,000 24,000 Number of City participants in recreation programs 4,194 4,787 4,250 4,300 Percent of total participants in Recreation programs who are city residents 18.1% 20.2% 20% >20% Average O & M cost per program partici- pant $22 $24 $24

C - 32 Parks

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 174,102 215,685 203,361 240,704 Operating 40,350 48,138 50,500 51,901 Capital Outlay 10,054 10,896 10,000 10,000 Total 224,506 274,719 263,861 302,605

Staffing

Park Manager / Waller Mill Park 1 1 1 1 Total 1 1 1 1

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target Total park acreage (In City and Waller Mill) 1,433.8 1,433.8 1,433.8 1,433.8

Waller Mill Park attendance 95,312 107,036 95,000 98,000

Waller Mill Dog Park members 276 310 300 300

Waller Mill Dog Park visits 5,736 6,812 5,000 5,050

Waller Mill boat rentals (participants) 11,398 14,640 15,000 15,000

Waller Mill Park revenues $138,412 $171,791 $180,000 $190,000

C - 33 Programs

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 254,618 267,845 387,691 329,052 Operating 200,434 205,945 223,180 217,380 Capital Outlay 19,710 26,389 23,500 23,500 Total 474,762 500,179 634,371 569,932

Staffing Recreation Supervisor 2 2 2 2 Maintenance Superintendent 1 1 1 1 Maintenance Worker 1 1 1 1 Total 4 4 4 4

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Walking Club participation 5,183 4,840 5,300 5,350 Open Play participation 5,062 5,308 5,500 6,000

Youth league participation 1,368 5,150 5,500 5,700

Adult league participation 1,874 3,282 3,400 3,600

Athletic camps & clinics 612 429 550 600

C - 34 PLANNING & CODES COMPLIANCE Carolyn Murphy, Director of Planning and Codes Compliance

Mission Guide the physical development of the City as recommended by the Comprehensive Plan, and protect the health, safety and welfare of citizens and businesses through the enforcement of land development ordinances and building and property maintenance codes.

Cost Centers 1. Planning 2. Codes Compliance

Expenditures and Staffing FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

Planning 518,589 4 374,506 4 447,853 4 484,016 4 Codes Compliance 414,842 5 422,876 5 436,351 5 406,444 5 Total 933,431 9 797,382 9 884,204 9 890,460 9

Desired Outcomes Observed Results

1. Receive improving Development & National Citizen Sur- land use respons- vey ratings for Land es continually im- Use & Zoning services proved over the first 4 surveys, and provided by the City’s recently declining Code Compliance de- for 2016. All cate- partment “Higher” than gories are “similar” the national bench- to the national mark. benchmark.

C - 35 Desired Outcomes Observed Results

2. Protect the visual and 48% of City land historic character of the is subject to City through an effective review by the architectural review pro- Architectural gram. Review Board. ARB reviewed 150 cases in FY 2016, approving 95.3%.

3. Protect the envi- 60% of the City is ronmental character subject to Chesa- and quality of the City peake Bay pro- through enforcement tection regula- tions. 687 inspec- of city & state envi- tions were per- ronmental regulations formed to ensure (Chesapeake Bay compliance with E Preservation and Ero- & S regulations. sion & Sedimentation Control regulations).

4. Protect the character In FY 2016 there and quality of the City’s were 1,393 prop- residential neighbor- erty maintenance hoods through proactive code inspections, and 256 rental enforcement of the inspections per- Property Maintenance formed. 99% of code and Rental Inspec- property mainte- tion program. nance, and 100% of rental inspec- tion cases were brought into vol- untary compli- ance.

C - 36 Planning and Codes Compliance Cost Centers:

Planning

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Personnel 469,563 329,596 393,303 425,866 Operating 49,026 44,410 54,050 57,650 Capital Outlay 0 500 500 500 Total 518,589 374,506 447,853 484,016

Staffing

Planning Director 1 1 1 1

Deputy Planning Director 1 1 1 1

Zoning Administrator 1 1 1 1 Administrative Assistant 1 1 1 1 Total 4 4 4 4

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target Zoning text amendments / % approved 5 / 100% 5 / 100% 5 5 Rezonings / % approved 1 / 100% 3 / 100% 3 3 Special Use Permits / % approved 3 / 100% 5 / 100% 4 4 Major Site Plans Reviewed 2 0 7 7 Major Subdivisions Reviewed 0 0 1 1 BZA variances / % approved 3 / 100% 3 / 67% 3 3 BZA special exceptions / % approved 15 / 100% 10 / 90% 10 10 ARB Building cases / % approved 116 / 94% 154 / 86% 130 130 ARB Sign cases / % approved 55 / 86% 51 / 96% 40 40

C - 37 Codes Compliance

FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted Personnel 381,550 385,844 395,351 363,544 Operating 33,292 37,032 41,000 42,900 Capital Outlay 0 0 0 0 Total 414,842 422,876 436,351 406,444

Staffing

Codes Compliance Administrator 1 1 1 1

Combination Inspector 3 3 3 3 Secretary (Technical Asst., Office Asst.) 1 1 1 1 Total 5 5 5 5

Performance Trends and Targets

FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

Residential plans reviewed 106 103 100 100

Residential building permits issued 133 119 105 110

Commercial plans reviewed 77 71 80 80

Commercial building permits issued 116 150 80 80 Erosion & Sedimentation Control permits issued 18 30 20 20 Erosion & Sedimentation Control inspections 687 945 800 800

Property Maintenance inspections 710 1,393 1,500 1,500 Property Maintenance cases brought into voluntary compliance 98% 98% 98% 100%

Rental Inspections 224 256 225 225 Rental Inspection cases brought into voluntary compliance 100% 100% 98% 100% Valuation of all permits issued ($1,000s) $24,902 $60,716 $28,000 $28,000

C - 38 HUMAN SERVICES - PUBLIC ASSISTANCE FUND Peter Walentisch, Director of Human Services

Mission To respond to the physical, emotional, and general human service needs of children, adults, and families in crisis, and to provide stabilization for program participants.

Cost Centers

1. Benefit 2. Service 3. Community 4. Comprehensive Programs Programs Service Programs Services

Expenditures and Staffing FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

Health & Welfare 2,024,491 14 2,074,409 14 2,231,503 14 2,268,015 14 Less Subsidy from General Fund -945,548 -826,176 -825,533 -825,533 Total—Net Expenditures 1,078,943 14 1,248,233 14 1,405,970 14 1,442,482 14

Desired Outcomes Observed Results

1. Reduce and maintain The number of the number of city resi- City TANF recipi- dent families requiring ents fluctuates food stamps (SNAP) at with the econo- my—Highest less than 500 per year number of cases on average by increas- in recent years ing employability and was 45 in FY self-sufficiency. 2012, followed by two years of de- . cline in cases, down approxi- mately 42% from the peak.

C - 39 Desired Outcomes Observed Results

2. Reduce and maintain Average num- the number of city resi- ber of City resi- dents requiring Tempo- dents requiring TANF— average rary has remained Aid for Needy Families below the peak (TANF) at less than 40 number of cases on average per year by since FY12. increasing employability and self-sufficiency.

3. Reduce and maintain The average num- the number of city resi- ber of residents dents requiring Medi- receiving Medicaid caid at less than 450 on benefits in the City increased at an average per year by annual rate of increasing employability 10.4% between FY and self-sufficiency. 2008 and FY 2012, and the rate was 581 average resi- dents each year since FY 2012.

C - 40 Human Services (all cost centers) FY 2016 FY 2017 FY 2018 FY 2019 Expenditures Actual Actual Budget Adopted

Benefit Programs 424,800 436,459 462,810 471,208 Service Programs 960,448 986,775 1,046,350 1,065,336 Community Service Programs 461,968 474,412 503,054 512,182 Comprehensive Services 177,275 176,763 219,289 219,289 Total 2,024,491 2,074,409 2,231,503 2,268,015

Staffing

Director 1 1 1 1

Eligibility Worker 5 5 5 5

Social Worker 5 5 5 5 Office/Clerical 3 3 3 3 Total 14 14 14 14

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target * Quality assurance negative action error rate 0% 0% 0% 0% VIEW (Va Incentive for Employment, Not Welfare) percent employed (yearly avg) 65% 65% 50% >50% Timeliness of application processing- expedited food stamp applications 100% 100% 97% 97% APS/Adult Service cases 225 200 200 Foster Care cases 10 9 9 Family Services cases 97 95 110 Employment Services cases 150 161 175 Youth Achievement Program participants 22 35 35 * Target figures are State mandated and tracked by Va Dept of Social Services

C - 41 PUBLIC UTILITIES - UTILITY FUND Dan Clayton, Director of Public Works / Public Utilities

Mission To provide a safe, efficient, and cost-effective waterworks and sewage conveyance system throughout the City.

Cost Centers 1. Administration 2. Water Treatment 3. Water & Sewer System

Expenditures and Staffing FY 2016 FY 2017 FY 2018 FY 2019 Actual FTE Actual FTE Budget FTE Adopted FTE

*Administration 2,008,384 4 1,946,113 4 2,265,561 4 2,520,156 4

Water Treatment 1,103,798 11 1,162,601 11 1,396,550 11 1,374,927 11 Water/Sewer Systems 3,027,054 11 3,283,931 11 3,130,109 11 3,417,410 11 Total 6,139,236 26 6,392,645 26 6,792,220 26 7,312,493 26

*Administration includes Newport News water agreement charges and debt service costs

Desired Outcomes Observed Results

1. Receive improving 76% of 2016 survey National Citizen Survey responses rated the City’s drinking water ratings for Water & Sew- “good” or “excellent”, er services “Higher” with both “similar” to than the national bench- the national bench- mark. mark.

C - 42 Desired Outcomes Observed Results

2. Continue water con- The average an- servation measures to nual reduction in target water consump- residential water tion under 150 gallons consumption from per residential connec- FY 2008 thru FY tion per month. 2017 was 2.3%.

3. To provide water with VOP establishes a quality that exceeds GOLD state-wide optimi- minimum regulatory zation and a mechanism for standards (i.e. as per- monitoring and fect as possible) and to SILVER SILVER tracking goal at- operate water plant in tainment, The pro- an exemplary manner gram’s criteria is (within the provisions of BRONZE BRONZE currently focused the Virginia Optimization on enhanced par- Program (VOP) of the ticulate removal at Virginia Department of surface water Health). treatment plants with gravity flow, granular media filters.

4. Minimize sewer back- Preventive mainte- ups using preventive nance at key loca- maintenance schedule. tions around the city have de- creased the num- ber of backups since FY 2010 - Average annual reduction since FY 2010 is 9.2%.

C - 43 Public Utilities Cost Centers:

Administration FY 2016 FY 2017 FY 2018 FY 2019 Expenses Actual Actual Budget Adopted

Personnel 313,395 304,819 445,363 459,713 Operating 35,778 38,530 89,000 83,150 Capital Outlay (including debt service) 1,659,211 1,602,764 1,731,198 1,977,293 Total 2,008,384 1,946,113 2,265,561 2,520,156

Staffing

Director of Public Utilities 1 1 1 1

Project Engineer 1 1 1 1

Civil Engineer 1 1 1 1 Administrative Secretary 1 1 1 1 Total 4 4 4 4

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

# of residential connections 3,663 3,721 3,750 3,780 Average gals of water consumed per res- idential connection per day 132 138 140 <150 Average water bill per residential connec- tion (quarterly) $67.15 $72.22 $67.15 2% increase

Availability fees collected $507,000 $404,000 $300,000 $300,000

C - 44 Water Treatment FY 2016 FY 2017 FY 2018 FY 2019 Expenses Actual Actual Budget Adopted

Personnel 773,367 760,823 810,370 807,672 Operating 312,259 381,340 559,180 542,255 Capital Outlay 18,172 20,438 27,000 25,000 Total 1,103,798 1,162,601 1,396,550 1,374,927

Staffing

Superintendent 1 1 1 1

Chief Operator 1 1 1 1

Senior Operator 3 3 3 3 Operators 6 6 6 6 Total 11 11 11 11

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target Total gallons of water consumed (in thousands) 959,527 952,831 >950,000 >950,000 Rainfall for year in inches 55.2 48.9 45.0 45.0 Meet Federal & State drinking water regulations 9 9 9 9 Ave. daily water consumed (1,000’s gal) 2,629 2,611 2,700 <3,000 Reservoir level (lowest level) +1.5” +1.5” >+5.0” >+5.0”

C - 45 Water & Sewer Systems FY 2016 FY 2017 FY 2018 FY 2019 Expenses Actual Actual Budget Adopted

Personnel 740,919 740,827 801,109 789,956 Operating 2,268,938 2,531,096 2,288,000 2,587,454 Capital Outlay 17,197 12,008 41,000 40,000

Total 3,027,054 3,283,931 3,130,109 3,417,410

Staffing

Superintendent 1 1 1 1

Program Manager 1 1 1 1

Supervisor 1 1 1 1 Municipal Service Workers 8 8 8 8 Total 11 11 11 11

Performance Trends and Targets FY 2016 FY 2017 FY 2018 FY 2019 Performance Measures Actual Actual Projected Target

# of water leaks repaired 31 26 40 40 MISS UTILITY tickets serviced 4,059 3,756 3,600 3,600 # sewer backups 47 22 45 <60

C - 46 INTRODUCTION

The Summary Section provides an overview of all budgeted funds for the upcoming year. These include the General Fund, Sales Tax Fund (which provides for general capital improvements), Public Assistance Fund, Tourism Fund, Quarterpath Community Development Authority Fund, and the Utility Fund (which also includes capital improvements).

Revenues and expenditures/expenses are categorized by type, in accordance with recommended standard formats of the Government Finance Officers Association, enabling consistency and comparability between all forms of local government.

CONTENTS

Page

Budget Summary - All Funds ...... D-2 Budget Summary - All Funds-by Fund ...... D-3 Budget Summary - General Fund ...... D-4 - D-5 Revenue and Expenditure Highlights - General Fund ...... D-6 - D-13 Budget Summary by Major Funding Categories ...... D-14 - D-24 Budget Summary - Utility Fund ...... D-25 Revenue and Expense Highlights - Utility Fund ...... D-26 - D-31 Budget Summary – Public Assistance Fund ...... D-32 Budget Summary – Tourism Fund ...... D-33 Budget Summary – Quarterpath Community Development Authority Fund ...... D-34 Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balance/Working Capital/Graph ...... D-35 - D-37 Revenue and Expenditure Trends/Graph ...... D-38 - D-40 Supplemental Information: General Fund Revenues - Detail ...... D-41 - D-43 General Fund Expenditures - Detail ...... D-44 - D-59 Utility Fund Revenues - Detail ...... D-60 Utility Fund Expenses - Detail ...... D-60 - D-63 Tourism Fund Revenues and Expenditures – Detail ...... D-64 Staffing Levels...... D-65 - D-67 &,7<2):,//,$06%85* $//)81'6),6&$/<($5

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D - 9 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2019 EXPENDITURE HIGHLIGHTS

General Government Administration - This category includes City Council, Clerk of Council/Communications, City Manager, Human Resources, City Attorney, General Gov't Administration (millions) Commissioner of the Revenue, Assessor, Treasurer, Finance, Vehicle Repair Shop, $5.6 Electoral Board, Registrar and Information Technology. Expenditures are estimated to $4.8 be up 7.9% over the current year, due to the $4.0 proposed 2% pay increase, related salary expenses and health care costs that are $3.2 anticipated to increase about 10% for FY 2019, a contribution to the Economic $2.4 Development Authority for performance $1.6 agreements, and additional staff in the Commissioner of the Revenue’s office. $0.8 Employer contribution costs of employee $0.0 participation in the Virginia Retirement Actual FY Actual FY Budget FY Adopted FY System are based on total payroll, with the 2016 2017 2018 2019 rate for FY 2019 at 13.78% for the first year of the biennium actuarial valuation. Employee will continue to pay their 5% share of the pension plan.

Judicial Administration - Judicial functions are performed by the Circuit Court, General Judicial Administration District Court, Juvenile and Domestic (thousands) Relations Court, Clerk of the Circuit Court, $500 Commonwealth Attorney, 9th District Court Service Unit, and Magistrate. Judicial functions have been performed in the jointly $400 operated Williamsburg-James City County Courthouse since FY 2001. An expanded explanation is included in the "Notes on $300 Funding Relationships" section of the budget guide. Costs are shared with James City County on a population basis each $200 year. Funding of $440,000 is anticipated for

FY2019. $100

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 10 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2019 EXPENDITURE HIGHLIGHTS

Public Safety - Departments included in this classification are Police, Parking Garage, consolidated E-911 Dispatch, Fire, Sheriff, Public Safety Group Home Commission, Animal Control, (millions) and Medical Examiner. The City participates $12 in the VA Peninsula Regional Jail Authority. City’s share of jail costs are expected to be $10 down about $58K for next year. Both the Police and Fire Department have requested $8 to add a full-time position to maintain adequate service levels and response times. $6 The City will continue its partnership with the regional E-911 dispatch services operated by $4 York County, with an increase of 2% in funding next year, based on a CPI inflation $2 index for 2017, as referenced in the agreement. The City contracts with York $0 Actual FY Actual FY Budget FY Adopted FY County for Public Safety radios and 2016 2017 2018 2019 anticipates a 5.9% increase in cost for FY 2019. Based on the funding formula for the City’s share of Colonial Group Home Commission costs, an increase of 19% is anticipated. The overall increase for total public safety expenditures is expected to increase by 4.6% next year.

Public Works – Engineering, Streets, Stormwater Operations, Refuse Collection, Public Works (millions) Landfill, Municipal Center, Codes Compliance, Rental Properties, Landscaping $3.5 and Cemetery make up the Public Works $3.0 section of the operating budget. Overall costs are anticipated to increase by 1.5%, primarily $2.5 related to increases in the cost of supplies and maintenance. $2.0

$1.5

$1.0

$0.5

$0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 11 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2019 EXPENDITURE HIGHLIGHTS

Health and Welfare - This category consists of Health, Colonial Behavioral Health, Public Health & Welfare (millions) Assistance, and Public Assistance Transportation. The Health section budget is $1.6 for the City's share of contributions to the Peninsula Health Center, Olde Town Medical Center, and Colonial Behavioral Health, which $1.2 provides mental health services for the community. The City’s subsidy of approximately $825K to the Public Assistance $0.8 Fund is level for next year. A Williamsburg Community Health Foundation grant in the amount of $260,000 is anticipated for the $0.4 fourth year, and will be transferred to the Public Assistance Fund for the Child Health Initiative, a grant program administered by the $0.0 Human Services Department. Overall, health Actual FY Actual FY Budget FY Adopted FY and welfare costs for FY 2019 are level for 2016 2017 2018 2019 next year.

Education – The City, along with James City County, jointly fund the Williamsburg-James Education (millions) City County Public School system. FY 2019 is $12 the second year of the FY18-FY22 School contract. The City’s contribution of school operating costs for FY 2019 is anticipated to $10 be $9.8 Million, up 6.7%, based on the superintendent’s proposed budget. The final $8 level of funding for FY 2019 will be determined according to the joint School $6 contract with James City County by May, 2018 during the budget process. Capital costs are budgeted in the Sales Tax Fund for the $4 City’s portion of school projects next year. $2

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 12 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2019 EXPENDITURE HIGHLIGHTS

Parks, Recreation and Cultural - Recreation administration, playgrounds, parks, library, Parks, Recreation, and Cultural and grants provided to organizations upon (millions) recommendation of the Williamsburg Area Arts Commission are included in this $2.4 category. Recreation costs are expected to be about level with last year. The City's contribution to the Williamsburg Regional $1.8 Library, operated jointly with James City County, is proposed at $871,852, up 1.4%. Arts Commission contributions are level at $1.2 $160,000 for FY 2019, based on the recommendation of the Arts Commission. As funding partner, James City County $0.6 reimburses the City half the program costs. A $10,000 State Challenge Grant is anticipated again in FY 2019. $0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

Community Development - This includes the Manager’s budget message. contributions to various human service and community & economic development agencies Community Development within the City. Funding decreased 75% in the (millions) General Fund, compared to FY 2018, due to the creation of the Tourism Fund as of July 1, $4.5 2018. Senate Bill 942 established a 1% sale and use tax and a $2 per night transient occupancy tax in the Historic Triangle, with one- half of the revenue deposited into the Historic $3.0 Triangle Marketing Fund and the other one-half retained by the locality in which the tax is imposed. The City of Williamsburg will use the City’s share of these revenues, plus a transfer from the General Fund in the amount of $2.2 $1.5 Million to fund The Tourism Fund. A discussion on the Tourism Fund is included in

$0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

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D - 25 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2019 REVENUE HIGHLIGHTS

Water Service - The Public Utilities department operates a water distribution Water Service (millions) system throughout the City. Commercial customers are billed monthly. Residential $5.0 accounts are split into three sections of the City, each billed quarterly during alternate months to provide a constant $4.0 cash flow for this Enterprise Fund. An analysis of proposed water rate $3.0 increases is included in the appendix. Rates increased several years in the past $2.0 but have remained steady for the past 2 years. $1.0

$0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

Sewer Service - Sewer lines are maintained by the City, with 15 pump Sewer Service stations collecting and transmitting (thousands) sewage to the Hampton Roads Sanitation $2,500 District for treatment. Sewer charges are billed together with water, and both are based on consumption. Sewer charges $2,000 are collected and paid to HRSD on a contractual basis. HRSD sets the sewer $1,500 rate for sewer treatment annually for all jurisdictions in the region. These rates have steadily increased to cover $1,000 environmental regulations.

$500

$0 Actual FY Actual FY Budget FY Adopted 2016 2017 2018 FY 2019

D - 26 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2019 REVENUE HIGHLIGHTS

Other Sources - These revenues are made up of penalties, water and sewer Other Sources (thousands) connection fees, water tank antenna contracts, and other miscellaneous items. Development in the City dictates the $600 amount of revenues provided by these sources, and is difficult to estimate from $500 year to year. For FY 2019, an increase in revenues of $219,250, or 77.9%, is projected. The majority of this increase $400 results from a contract for sale of timber at Waller Mill Park in the amount of $161K $300 and a new antenna contract in the amount of $40K. $200

$100

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

Interest Earnings - Interest earnings in this fund, like any city fund, are a product of idle Interest Earnings resources invested under the City's stringent investment policy, and current interest rates. The City invests in the State’s $40,000 Local Government Investment Pool, and also in certificates of deposits at local banks. Interest rates have increase slightly, with the average annual yield approximately $30,000 1.04% currently. Interest earnings rates are anticipated to increase modestly next year, although any future Federal Reserve actions would impact earnings. $20,000

$10,000

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 27 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2019 REVENUE HIGHLIGHTS

Water & Sewer Availability - Availability fees are charges for a home or business to have Water & Sewer Availability access to existing water and sewer lines. Water and sewer connection charges, as discussed previously, are additional $600,000 charges, based on the cost of constructing connections to a home or business. $500,000 Availability fees increase as development takes place, and is difficult to estimate each year. Increases in building activity are $400,000 proportional to availability fee revenue. The budget estimate for FY 2019 is $300,000. $300,000

$200,000

$100,000

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 28 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2019 EXPENSE HIGHLIGHTS

Administration - Administration expenses account for 30% of the total utility fund. Three Administration (millions) full-time persons make up the administrative staff of the utility department. Depreciation expenses are expected to be level for next $2.4 fiscal year based on last year's actual amounts. Overhead is reimbursed to the $2.0 General Fund for all administrative functions performed by the City Manager's office, Engineering, and the Shop on a set $1.6 percentage basis, as well as the Finance Department for billing, collection, and $1.2 accounting activities. Depreciation (non-cash expense) of the City’s intangible water rights purchased from Newport News in 2009 is $0.8 calculated on an estimated 25 year period.

$0.4

$0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

Water Treatment - The City owns and operates its own water treatment plant Water Treatment located at the Waller Mill Reservoir, in (millions) adjacent York County. The plant produces an average of 3.3 million gallons of water $1.4 daily, and continues to provide safe drinking water to over 4,300 accounts. Expenses for the water treatment plant are estimated to remain about level, with just a slight $1.1 decrease for FY 2019. Capital expenses required by the water treatment plant are provided for in the Utility Fund Capital $0.7 Improvement Program.

$0.4

$0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 29 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2019 EXPENSE HIGHLIGHTS

Water System (thousands)

$700 Water System - Water system personnel are responsible for managing the water $600 distribution system, which consists of 60 miles of lines and four water tanks $500 throughout the City. Expenses for FY 2019 $400 are expected to increase by 3.5% from last fiscal year, mostly due to increases in $300 healthcare costs for employees, cost of insurance, and replacement water meters. $200 $100

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

Sewage System - The sewer system includes approximately 50 miles of sewer Sewage System collection and transmission lines, and 15 (millions) pump stations within the City. The sewer system collects and pumps raw sewage to $2.8 the Hampton Roads Sanitation District (HRSD) for treatment on a contractual $2.4 basis. Overall, expenses for FY 2019 are $2.0 expected to increase by 10.2%, mostly from an increased estimate for HRSD expenses $1.6 that matches anticipated sewer services to be billed for FY 2019. $1.2

$0.8

$0.4

$0.0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

D - 30 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2019 EXPENSE HIGHLIGHTS

Debt Service – The remaining debt from the 1997 borrowing for Filter Plant renovations Debt Service (interest) (thousands) was repaid two years early in 2010 in order to save interest costs. The City borrowed $300.0 $10 Million in a bank-qualified loan, and refinanced this debt in October, 2010 to take advantage of historically low long-term $200.0 interest rates. Part of the refunded 2010 debt was refinanced again in FY 2018 to take advantage of lower interest rates. The remaining 2010 debt will be paid in full by $100.0 the end of FY 2027. The City maintained its strong bond ratings from Standard & Poor’s (AAA) and Moody’s (Aa1) as part of this $0.0 refinancing. Principal payments on bonds Actual FY Actual FY Budget FY Adopted FY are treated as fund liabilities and not 2016 2017 2018 2019 budgeted as expenses in this fund, but are included in the water rate analysis each year.

Supplemental Water - The City pays for supplemental water if & when the reservoir’s Supplemental Water ((thousands) water levels are low, especially during drought conditions. Charges for water, if $100 needed and pumped to the City, are based on usage. No water has been purchased since 2003. The FY 2019 budget includes $75 $100,000, which is level with funding in the FY 2018 budget, in the event the City would need to purchase water. $50

$25

$0 Actual FY Actual FY Budget FY Adopted FY 2016 2017 2018 2019

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D - 32 CITY OF WILLIAMSBURG TOURISM FUND - FISCAL YEAR 2019

PROPOSED FY 2019 REVENUES: SALES TAX (.5%) $1,947,000 LODING $2 1,130,000 INTEREST 0 GRANTS/OUTSIDE FUNDING 0 MISCELLANEOUS 0 TRANSFER FROM GEN FUND 2,205,000 TOTAL REVENUES $5,282,000

ADMINISTRATIVE EXPENDITURES: SALARIES $45,000 FICA 3,443 RETIREMENT [VRS] 6,201 HEALTHCARE 20,794 GROUP LIFE INSURANCE 590 TRAINING 1,000 PROFESSIONAL SERVICES 20,000

MAINTENANCE, OFFICE EQUIPMENT 1,000 PRINTING 1,000 POSTAGE 1,000 TELECOMMUNICATION 500 OFFICE SUPPLIES 500 BOOKS & SUBSCRIPTIONS 500 OTHER OPERATING SUPPLIES 0 TRAVEL - MILEAGE 1,000 TRAVEL - CONFERENCES 2,000 DUES & ASSOC. MEMBERSHIPS 500 TOTAL ADMINISTRATIVE $105,027

TOURISM MARKETING MAINTENANCE OF EFFORT EXPENDITURES: HOTEL/MOTEL ASSOCIATION $10,000 WMSBG CHAMBER/TOUR ALLIANCE 800,000 COLONIAL WMSBG FOUNDATION 1,300,000 KINGSMILL CHAMPIONSHIP 15,000 VA ARTS FESTIVAL 80,000 TOTAL TOURISM MARKETING MAINTENANC $2,205,000

TOURISM DEVELOPMENT: TOURISM CONTINGENCY MARKETING FUND $50,000 AN OCCASION FOR THE ARTS 25,000 CULTUREFIX 75,000 DOWNTOWN VIBRANCY IMPLEMENTATION 150,000 HISTORIC TRIANGLE MARKETING FUND 565,000 TOURISM DEVELOPMENT GRANT PROGRAM 2,106,973 TOTAL TOURISM DEVELOPMENT $2,971,973

TOTAL EXPENDITURES $5,282,000

D - 33 FIDUCIARY FUND

QUARTERPATH COMMUNITY DEVELOPMENT AUTHORITY FUND

The Quarterpath Community Development Authority (QCDA) was created in July 2006 to assist in financing public improvements for the property within the geographic boundaries of the Quarterpath Community Development Authority District. The property is located in the City at the intersection of US Routes 60 and 199 about two miles west of Rt. 199 interchange with Interstate 64. The District consists of approximately 222 acres proposed to be developed as a mixed-use project. The improvements include the design, planning, coordination, and/or construction related to the following:

x Battery Boulevard (East-West Access); x Commonwealth Avenue; x Sidewalks, bike trails, and public amenities; x Water and sewer utilities; and x Wastewater management

The improvements are all provided to meet the needs of the property in the District that result from the proposed development of the property, providing necessary road enhancements, public amenities, and water, sewer, and stormwater management facilities that did not previously exist. The QCDA issued $15 Million in Special Assessment Revenue Bonds in November 2011 to finance the acquisition, construction and equipping of the project. The bond proceeds cover all expenses for constructing improvements, issuance costs, bank fees, and capitalized interest.

A Special Assessment Agreement between the City, Riverside Healthcare Association, Inc., and the QCDA was signed in November 2011. This agreement describes the levy and collection of special assessments on real property within the CDA District to pay the debt service on the $15 Million bonds. Special assessments are allocated to parcels within the District on a basis that reasonably reflects the benefit each parcel receives from the public improvements. The Board of the QCDA requests the City to collect Annual Installments of the special assessments within the CDA District in an amount to be determined in accordance with the Rate and Method sufficient to pay the CDA Obligations payable in the applicable Assessment Year.

The Special Assessment Agreement provides that an amount equal to the annual installment be included in the City's budget for each fiscal year any Bonds are outstanding. The QCDA Fund will account for the special assessment activity each year. FY 2019 is the fifth year special assessments will be collected by the City for the QCDA.

BUDGET SUMMARY – QCDA FUND

FY 2019 Expenditures: Proposed Budget Operating $576,479 Total Expenditures $576,479

Revenues: Recovered Costs $576,479

Total Revenues $576,479

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D - 37 GOVERNMENTAL FUNDS REVENUE / EXPENDITURE TRENDS - 1990-2017 A trend analysis of the City's governmental funds operations shows how cycles of saving and spending have balanced over time to maintain adequate cash reserves:

1990-96 These years brought an overall revenue growth rate of 48%, with rising property values, and the room and meal tax rate doubling to 4%. This period also brought about increases in fund balances from $5.9 Million to $17.3 Million. Because spending was held in check while revenues were increasing in prior years, accumulated reserves continued to be available to finance projects. These reserves enabled completion of necessary future capital projects.

1997-98 In an effort to maintain prudent reserve levels, $8 million in bank qualified borrowing was used to fund the renovation of Matthew Whaley School and the Library. In addition construction began on the Municipal Center Plaza, joint Courthouse, and the water treatment plant. Capital spending and commitments totaled $22.26 million for these projects with completion in June, 1999. Total general fund expenditures outpaced revenues by $6.2 million during this two-year period.

1999-2001 The City Square Green and Plaza and the joint Courthouse were completed. Total capital spending was $14.2 million over this two year period, ending with reserves of $14.9 million. The Quarterpath Rec. Center expansion was well underway. Stormwater, street construction projects, and other public works improvements were completed. General Fund reserves increased to $17.3 Million. Utility Fund working capital also increased by $1 Million to $4.8 Million, largely again with the delay of capital projects.

2002-2004 The Quarterpath Recreation Center expansion was completed, along with Williamsburg Transportation Center in 2002. City borrowed $7 Million in 2002 for the Prince George Parking Garage (PGPG) and was completed in March 2004. Major projects for 2003 included Richmond Road underground wiring and property acquisitions for the City’s economic development plans. FY 2004 projects included Prince George streetscape, and additional property was acquired for the Treyburn Drive extension. At June 30, 2004 General Fund reserves were $20.9 Million.

2005 Revenues exceeded spending in Fiscal Year 2005 as the preparation for expensive capital projects – such as the Richmond Road reconstruction and the Treyburn Drive extension – continued. Underground wiring continued along Monticello Avenue. Bonds were issued for $8.5 Million to pay for the 3rd High School and refinance the Parking Garage, and as a result, General Fund reserves increased by $9.7 Million to $30.6 Million.

2006 Capital projects totaling $4.4 Million were completed in FY 2006. Construction on Richmond Road and Treyburn Drive was well underway at year end, underground wiring was completed on Monticello Avenue, and construction began on Warhill High and Matoaka Elementary Schools. General Fund reserves increased $1.9 Million to $32.5 Million.

2007 Treyburn Drive, Richmond Road, and Redoubt Park projects were completed. Major roof replacements were undertaken at the Police, Fire, and Library buildings. Warhill High and Matoaka Elementary schools were almost completed. General Fund reserves decreased from $32.5 Million to $30.2 Million.

2008 Capital spending included Quarterpath Rd improvements, maintenance on three city bridges, underground wiring projects, and the purchase of property for economic development. General Fund reserves decreased from $30.2 Million to $29 Million.

D - 38 GOVERNMENTAL FUNDS REVENUE / EXPENDITURE TRENDS - 1990-2017

2009 Major FY2009 projects included Kiwanis Park Ballfield improvements, the Emergency Operations Center, and design phase of the renovation and expansion of the Municipal Building. General Fund reserves decreased from $29.0 Million to $26.4 Million, well beyond the City’s 35% reserve policy.

2010 Projects included emergency restoration work on Merrimac Trail to stabilize the roadway at a cost of $.6 Million, $2.7 Million for work completed by June 2010 on the Municipal Building renovation and addition, and school projects costs, including two new schools, at a cost of $1.5 Million. Fund Balance decreased slightly from $26.4 Million to $26.0 Million, with a reserve ratio of 59.2% of revenues for the year.

2011 The Municipal building project was essentially completed, along with school projects, and street resurfacing. Operating budget experienced a $2.3 Million surplus, and Fund Balance remained at $26.5 Million, with the reserve ratio at 70.8%.

2012 New ballfield lighting was installed at Quarterpath Park. The Fire Department ordered a new ladder truck in the amount of $1.1 Million. School projects, street resurfacing, and final payments for the Municipal building project were made. City purchased the Lord Paget Hotel for $714K for future economic development purposes. Operating budget experienced a $1.3 Million surplus, and Unassigned Fund Balance remained at $25.3 Million, with the reserve ratio at 77%.

2013 A new medic unit for the Fire Department was purchased for $218K. School projects & street resurfacing totaled $916K. General Fund operating surplus was $1.3 million. Total Fund Balance of the General Fund was $30.6 Million, with the unassigned fund balance at $11.4 Million. Assigned Fund Balance was $18 Million, including $4.2 Million of prior year carryover for capital projects. Unassigned and Assigned Fund Balance, not including carryover funds, was $25.2 Million, with the reserve ratio remaining at 77%.

2014 Underground wiring on Page Street was completed at a cost of $1.0 Million. Sidewalk construction projects totaled $473K. City borrowed $5 Million for construction of Stryker Center, with remaining funds of $4.82 Million included in restricted fund balance at year end, for completion of project scheduled December 2015. Total unassigned fund balance of $11.7 Million, along with $19.3 Million assigned for future capital projects.

2015 Stryker Center construction costs of $3 Million, street resurfacing costing $339K, and two motel properties on Capitol Landing Road were purchased for $1.45 Million. York Street sidewalk and roadway improvements from Page Street to Quarterpath Road were made at a cost of $750K. Unassigned fund balance was $12 Million, with $20.3 Million assigned for future capital projects.

2016 Stryker Center construction completed, totaling $3 Million in FY 2016. York Street roadway & sidewalks constructed for $747K. Annual street resurfacing costs were $2 Million, including Richmond Road aided by VDOT grant funds. Unassigned fund balance was $12.4 Million, with $18.8 Million assigned for future capital projects.

2017 The City issued $13 Million in bonds for Fire and Police Station renovations. Annual street resurfacing costs were $1 Million and underground wiring totaled $757.3K. The ERP System replacement totaled $273.6K. Unassigned fund balance was $12.6 Million, with $15.5 Million assigned for future capital projects.

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D - 40 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

REVENUES REVENUE FROM LOCAL SOURCES: REAL PROPERTY TAXES 0010110-40101 CURRENT FY 2019 TAXES $10,051,710 $10,310,620 $10,400,000 $10,400,000 $11,038,000 6.13% 0010110-40102 DELINQUENT TAXES 151,052 119,225 140,000 140,000 130,000 -7.14% TOTAL REAL PROPERTY TAXES 10,202,762 10,429,845 10,540,000 10,540,000 11,168,000 5.96%

PUBLIC SERVICES TAXES 0010110-40201 REAL ESTATE TAXES 310,959 307,053 308,000 312,285 328,721 6.73% 0010110-40203 PERSONAL PROPERTY TAXES 707 353 700 700 700 0.00% TOTAL PUBLIC SERVICE TAXES 311,666 307,406 308,700 312,985 329,421 6.71%

PERSONAL PROPERTY TAXES 0010110-40301 CURRENT FY 2019 TAXES 1,484,391 1,472,802 1,480,000 1,480,000 1,480,000 0.00% 0010110-40302 DELINQUENT TAXES 31,325 35,850 35,000 35,000 35,000 0.00% TOTAL PERSONAL PROPERTY TAXES 1,515,716 1,508,652 1,515,000 1,515,000 1,515,000 0.00%

BUSINESS PROPERTY TAXES 0010110-40401 CURRENT FY 2019 TAXES 1,250,479 1,364,571 1,315,000 1,370,000 1,370,000 4.18% 0010110-40402 DELINQUENT TAXES 8,407 5,783 30,000 8,000 8,000 -73.33% TOTAL BUSINESS PROPERTY TAXES 1,258,886 1,370,354 1,345,000 1,378,000 1,378,000 2.45%

PENALTIES AND INTEREST ON TAXES 0010110-40601 PENALTIES - PROPERTY TAXES 57,793 52,870 45,000 50,000 50,000 11.11% 0010110-40601A NON-FILE FEES 1,968 634 4,000 4,000 4,000 0.00% 0010110-40602 INTEREST- PROPERTY TAXES 24,078 20,827 30,000 30,000 30,000 0.00% 0010110-40603 PENALTIES-ROOM AND MEAL TAXES 17,723 36,361 23,000 25,000 25,000 8.70% 0010110-40604 INTEREST-ROOM AND MEAL TAXES 3,111 3,808 2,000 2,000 2,000 0.00% 0010110-40605 PENALTIES-BUSINESS LICENSES 12,298 6,792 8,000 8,000 8,000 0.00% 0010110-40606 INTEREST-BUSINESS LICENSES 1,366 887 1,200 1,200 1,200 0.00% TOTAL PENALTIES AND INTEREST 118,337 122,179 113,200 120,200 120,200 6.18%

TOTAL GENERAL PROPERTY TAXES 13,407,367 13,738,436 13,821,900 13,866,185 14,510,621 4.98%

OTHER LOCAL TAXES CONSUMER UTILITY TAXES 0010120-41201 DOMINION POWER 206,321 207,965 205,000 205,000 207,000 0.98% 0010120-41202A COMMUNICATIONS SALES TAX 695,514 678,419 705,000 675,000 675,000 -4.26% 0010120-41203 VIRGINIA NATURAL GAS 102,172 82,559 102,000 82,000 82,000 -19.61% TOTAL CONSUMER UTILITY TAXES 1,004,007 968,943 1,012,000 962,000 964,000 -4.74%

BUSINESS LICENSE TAXES (BPOL) 0010120-41301 CONTRACTING 268,335 246,965 250,000 250,000 269,500 7.80% 0010120-41302 RETAIL SALES 740,661 749,435 740,000 750,000 808,400 9.24% 0010120-41303 PROFESSIONAL 323,780 343,626 330,000 340,000 366,500 11.06% 0010120-41304 REPAIRS & PERSONAL BUSINESS 447,843 483,417 450,000 480,000 517,400 14.98% 0010120-41305 WHOLESALE 9,775 10,547 10,000 10,000 10,700 7.00% TOTAL BUSINESS LICENSE TAXES 1,790,394 1,833,990 1,780,000 1,830,000 1,972,500 10.81%

FRANCHISE LICENSE TAXES 0010120-41401 COX - PEG FEES 21,732 22,254 22,000 22,000 22,000 0.00% 0010120-41402 GAS & ELECTRIC 61,941 65,224 62,000 62,000 64,000 3.23% 0010120-41403 TELEPHONE 27,729 29,970 30,000 30,000 30,000 0.00% 0010120-41404 OTHER 3,000 2,500 2,000 2,500 2,500 25.00% TOTAL FRANCHISE LICENSE TAXES 114,402 119,948 116,000 116,500 118,500 2.16%

MISCELLANEOUS TAXES 0010120-41600 BANK STOCK TAXES 351,453 307,396 320,000 300,000 305,000 -4.69% 0010120-41701 RECORDATION TAXES 196,419 291,551 200,000 250,000 316,204 58.10% 0010120-41800 CIGARETTE TAXES 134,640 130,032 150,000 130,000 135,000 -10.00% TOTAL MISCELLANEOUS TAXES 682,512 728,979 670,000 680,000 756,204 12.87%

ROOM & MEAL TAXES 0010121-42000 ROOM TAXES 3,319,625 3,316,634 3,300,000 3,200,000 3,300,000 0.00% 0010121-42050 $2 LODGING TAXES (FOR WADMC ) 1,130,176 1,128,430 1,130,000 1,130,000 0 -100.00% 0010121-42100 MEAL TAXES 7,022,994 7,043,184 6,995,000 6,900,000 7,153,600 2.27% TOTAL ROOM & MEAL TAXES 11,472,795 11,488,248 11,425,000 11,230,000 10,453,600 -8.50%

TOTAL - OTHER LOCAL TAXES 15,064,110 15,140,108 15,003,000 14,818,500 14,264,804 -4.92% TOTAL - ALL TAXES 28,471,477 28,878,544 28,824,900 28,684,685 28,775,425 -0.17% D - 41 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

LICENSES AND PERMITS 0010130-43100 ANIMAL LICENSES (DOG) 2,268 2,047 2,000 2,000 2,000 0.00% 0010130-43302 RENTAL INSPECTION FEES 6,450 7,500 4,250 4,250 4,250 0.00% 0010130-43303 ON STREET PARKING PERMITS 5,760 6,070 6,500 6,500 6,500 0.00% 0010130-43304 LAND USE APPLICATION FEES 1,719 5,142 1,200 1,200 1,200 0.00% 0010130-43305 TRANSFER FEES 2,903 2,408 500 500 1,100 120.00% 0010130-43306 ZONING ADVERTISING FEES 3,000 5,100 2,000 2,000 2,000 0.00% 0010130-43307 ZONING & SUBDIVISION PERMITS 330 710 1,000 1,000 1,000 0.00% 0010130-43308 BUILDING PERMITS 60,260 73,597 65,000 75,000 85,000 30.77% 0010130-43309 BUILDING INSPECTION FEES 320 680 200 200 200 0.00% 0010130-43310 ELECTRICAL PERMITS 26,947 28,727 25,000 28,000 30,000 20.00% 0010130-43311 ELECTRICAL INSPECTION FEES 0 0 100 100 100 0.00% 0010130-43312 PLUMBING PERMITS 21,447 21,793 20,000 20,000 22,000 10.00% 0010130-43313 PLUMBING INSPECTION FEES 0 0 100 100 100 0.00% 0010130-43314 MECHANICAL PERMITS 27,749 24,249 22,000 22,000 25,000 13.64% 0010130-43314A MECHANICAL INSPECTION PERMITS 80 80 100 100 100 0.00% 0010130-43319 SIGN PERMITS & INSPECTION FEES 3,900 4,110 3,200 4,000 4,000 25.00% 0010130-43320 RIGHT OF WAY PERMITS 2,580 3,360 1,500 1,500 1,500 0.00% 0010130-43322 ELEVATOR PERMITS 10,265 13,185 10,000 10,000 10,000 0.00% 0010130-43323 OCCUPANCY PERMITS 3,905 1,792 1,200 1,200 1,200 0.00% 0010130-43324 EROSION & SED. CONTROL PERMITS 29,358 17,251 10,000 10,000 13,000 30.00% 0010130-43327 SOLICITOR PERMITS 60 840 500 500 500 0.00% 0010130-43331 TAXI DRIVER 925 675 800 800 800 0.00% 0010130-43333 FIRE PREVENTION 500 525 500 500 500 0.00% 0010130-43335 FIRE PROTECTION 3,962 5,938 5,000 5,000 6,000 20.00% 0010130-43335A FIRE PROTECTION INSPECTION 0 40 40 40 40 0.00% 0010130-43336 REZONING 0 3,444 1,000 1,000 1,000 0.00% 0010130-43338 PRECIOUS METAL PERMIT 0 200 200 200 200 0.00% 0010130-43340 TOUR GUIDES 5,300 6,300 2,400 2,400 5,400 125.00% 0010130-43349 SITE PLAN REVIEW FEES 1,168 3,349 4,000 4,000 4,000 0.00% 0010130-43405 GAS PERMITS 8,329 10,707 5,500 6,000 7,000 27.27% 0010130-43406 GAS INSPECTION FEES 0 0 200 200 200 0.00% TOTAL LICENSES AND PERMITS 229,485 249,819 195,990 210,290 235,890 20.36%

FINES 0010140-45101 COURT FINES 110,407 128,999 120,000 120,000 125,000 4.17% 0010140-45102 PARKING FINES 44,625 52,176 75,000 75,000 90,000 20.00% 0010140-45103 CODE VIOLATIONS 0 0 200 200 200 0.00% TOTAL FINES 155,032 181,175 195,200 195,200 215,200 10.25%

REVENUE FROM USE OF MONEY & PROPERTY 0010150-47201 RENT - GENERAL PROPERTY 7,200 15,084 7,200 7,200 7,200 0.00% 0010150-47201A RENT - LONGHILL PROPERTY 6,880 8,552 9,456 9,456 9,768 3.30% 0010150-47201B RENT - CITY SQUARE - LOTS 1,2,3 49,163 32,390 50,000 33,000 50,000 0.00% 0010150-47202 RENT - COMMUNITY BLDG 49,825 52,290 40,000 50,000 50,000 25.00% 0010150-47203 RENT - MUNICIPAL CTR PARKING 15,600 15,600 15,600 15,600 15,600 0.00% 0010150-47204 PGPG PARKING FEES 328,889 350,777 320,000 340,000 350,000 9.38% 0010150-47205 SALE OF SURPLUS EQUIPMENT 28,154 46,602 10,000 10,000 25,000 150.00% 0010150-47207 RENT - TRAIN STATION 127,346 131,987 131,000 132,000 132,000 0.76% 0010150-47207A COMMISSIONS-TRAIN STATION 3,169 2,739 3,000 3,000 3,000 0.00% 0010150-47208 STRYKER BLDG - RENT 0 7,241 2,000 0 2,000 0.00% 0010150-47208A STRYKER CENTER - ROOM RENTALS 0 4,928 6,000 6,000 4,000 -33.33% 0010150-47213 RENT - 210-A STRAWBERRY PLAINS 10,800 10,800 10,800 10,800 10,800 0.00% 0010150-47214 RENT - 643 SCOTLAND STREET 0 0 0 0 6,000 100.00% 0010150-47215 RENT - TRIANGLE BUILDING 119,700 116,800 120,000 120,000 130,000 8.33% TOTAL- USE OF MONEY & PROPERTY 746,726 795,790 725,056 737,056 795,368 9.70%

CHARGES FOR SERVICES 0010160-48103 SHERIFF FEES 1,366 1,366 1,350 1,350 1,350 0.00% 0010160-48201 COMMONWEALTH ATTORNEY FEES 819 205 250 250 250 0.00% TOTAL CHARGES FOR SERVICES 2,185 1,571 1,600 1,600 1,600 0.00%

CHARGES FOR PARKS & RECREATION 0010161-400302 TENNIS FEES 24,800 26,036 21,500 20,000 20,000 -6.98% 0010161-400303 WALLER MILL PARK RENTALS 68,833 86,754 78,500 78,000 78,500 0.00% 0010161-400304 WALLER MILL PARK-ENTRANCE FEES 44,095 53,331 46,000 48,000 48,500 5.43% 0010161-400305 VENDING MACHINES-QUARTERPATH 572 546 500 400 400 -20.00% 0010161-400306 CLASSES 16,888 20,843 17,000 15,000 16,000 -5.88% 0010161-400307 ATHLETICS 134,037 134,833 140,000 117,500 140,000 0.00% 0010161-400308 MISCELLANEOUS 27,904 44,650 33,000 30,000 33,500 1.52% D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget 0010161-400309 WALLER MILL DOG PARK FEES 7,221 8,122 7,000 6,500 7,000 0.00% 0010161-400310 WALLER MILL PARK PROGRAMS 5,494 8,872 7,500 7,500 8,000 6.67% 0010161-400311 WALLER MILL PARK RETAIL SALES 12,769 14,713 14,000 14,000 14,000 0.00% TOTAL CHARGES - PARKS & REC. 342,613 398,700 365,000 336,900 365,900 0.25%

CHARGES-PLANNING & COMM. DEVELOPMENT 0010161-400601 SALE OF MAPS & SURVEYS 669 606 1,000 1,000 1,000 0.00% 0010161-400602 SALE OF PUBLICATIONS 0 0 600 200 200 -66.67% 0010161-400603 SALE OF CEMETERY LOTS 21,790 18,250 20,000 20,000 20,000 0.00% 0010161-400604 GRAVE OPENINGS 27,450 26,500 20,000 24,000 24,000 20.00% 0010161-400605 GRAVE STONE FOUNDATIONS 3,825 4,950 4,000 4,000 4,000 0.00% TOTAL CHARGES 53,734 50,306 45,600 49,200 49,200 7.89%

MISCELLANEOUS 0010189-410902 PAYMENTS IN LIEU OF TAXES 123,569 124,137 123,000 123,000 123,000 0.00% 0010189-410905 EMS RECOVERY FEES 585,659 579,148 631,000 631,000 631,000 0.00% 0010189-410910 EMERGENCY SVCS CONTRIBUTION 120,000 120,000 120,000 120,000 120,000 0.00% 0010189-410916 OTHER 32,109 33,586 20,000 25,000 25,000 25.00% 0010189-410919 ROYALTIES 175 118 175 120 120 -31.43% 0010189-410920 COLLECTION ADMIN. FEES 4,278 4,173 4,000 4,000 4,200 0.00% 0010189-410921 FISCAL AGENT FEES 20,964 24,440 21,500 24,000 24,000 11.63% 0010189-410925 PORT ANNE MTCE FEES 7,047 7,324 7,324 7,600 7,600 3.77% TOTAL MISCELLANEOUS 893,801 892,926 926,999 934,720 934,920 0.85%

REVENUE FROM THE COMMONWEALTH NON-CATEGORICAL AID 0010220-420106 TAX ON DEEDS (GRANTORS TAX) 54,712 68,449 57,000 57,000 60,000 5.26% 0010220-420107 ROLLING STOCK TAXES 10,088 9,104 9,000 9,000 9,000 0.00% 0010220-420108 RENTAL CAR TAXES 33,450 36,159 33,000 36,000 36,000 9.09% TOTAL NON-CATEGORICAL AID 98,250 113,712 99,000 102,000 105,000 6.06%

SHARED COSTS 0010230-430300 COMMISSIONER OF THE REVENUE 73,840 73,943 74,000 74,000 74,000 0.00% 0010230-430400 TREASURER 18,467 17,910 18,500 18,500 18,500 0.00% 0010230-430600 REGISTRAR / ELECTORAL BOARD 41,109 37,029 36,000 37,000 37,000 2.78% TOTAL SHARED COSTS 133,416 128,882 128,500 129,500 129,500 0.78%

EDUCATION 0010240-440201 STATE SALES TAX 1,093,871 1,134,338 1,142,717 1,142,717 1,270,267 11.16%

OTHER CATEGORICAL AID 0010240-440401 599 FUNDS 373,312 385,332 385,333 385,333 385,333 0.00% 0010240-440402 EMERGENCY PREP. GRANT 30,000 30,000 25,000 25,000 30,000 20.00% 0010240-440406 STREET MAINTENANCE (VDOT) 1,719,116 1,758,306 1,810,000 1,799,468 1,799,468 -0.58% 0010240-440407 FIRE PROGRAMS 44,587 0 0 0 0 0.00% 0010240-440408 EMS FUNDS - 4 FOR LIFE 20,470 18,296 0 0 0 0.00% 0010240-440410 ASSET FOREITURE PROCEEDS 0 10,125 0 0 0 0.00% 0010240-440411 LITTER PREVENTION & RECYCLING 6,427 6,192 5,000 6,000 6,000 20.00% 0010240-440413 DMV EQUIPMENT GRANTS 15,560 12,970 0 0 0 0.00% 0010240-440480 STATE GRANTS 1,995 934 0 0 0 0.00% TOTAL OTHER CATEGORICAL AID 2,211,467 2,222,155 2,225,333 2,215,801 2,220,801 -0.20%

TOTAL REVENUE FROM COMMONWEALTH 3,537,004 3,599,087 3,595,550 3,590,018 3,725,568 3.62%

NON-REVENUE RECEIPTS 0010410-450500 UTILITY FUND-OVERHEAD CHARGES 641,312 659,713 650,000 650,000 840,000 29.23% 0010410-450600 ARTS COMMISSION 65,000 75,000 75,000 75,000 75,000 0.00% 0010410-450750 WHF GRANT 155,015 260,000 260,000 260,000 260,000 0.00% 0010410-450800 OVERTIME / POLICE SERVICES 47,060 56,325 55,000 55,000 78,300 42.36% 0010410-450900 OVERTIME / FIRE SERVICES 38,175 43,560 50,000 50,000 50,000 0.00% TOTAL NON-REVENUE RECEIPTS 946,562 1,094,598 1,090,000 1,090,000 1,303,300 19.57%

35,378,619 36,142,516 35,965,895 35,829,669 36,402,371 1.21%

TRANSFERS 0010510-44500 TRANSFER - FROM (TO) RESERVES (2,163,293) (1,843,584) 0 (290,707) 0 0010510-44530 TRANSFER - FROM (TO) TDF 0 0 0 0 (2,205,000)

TOTAL GENERAL FUND REVENUES 33,215,326 34,298,932 35,965,895 35,538,962 34,197,371 -4.92%

D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

EXPENDITURES CITY COUNCIL 0011101-51001 SALARIES 38,400 38,400 38,400 38,400 38,400 0.00% 0011101-52001 FICA 2,938 2,938 2,938 2,938 2,938 0.00% 0011101-53002 PROFESSIONAL SERVICES - AUDIT 51,800 53,350 54,950 54,950 56,600 3.00% 0011101-53006 PRINTING 285 146 500 500 500 0.00% 0011101-53007 ADVERTISING 2,714 3,561 3,000 3,000 3,000 0.00% 0011101-53008A SPECIAL EVENTS 2,563 5,304 25,000 25,000 8,000 -68.00% 0011101-55201 POSTAGE 0 0 500 500 500 0.00% 0011101-55307 PUBLIC OFFICIAL LIABILITY 6,621 5,186 8,700 5,565 5,800 -33.33% 0011101-55401 OFFICE SUPPLIES 126 1,134 500 500 500 0.00% 0011101-55413 OTHER OPERATING SUPPLIES 937 1,596 1,000 1,000 1,000 0.00% 0011101-55501 TRAVEL - MILEAGE 94 232 400 400 400 0.00% 0011101-55504 TRAVEL - CONFERENCES 1,415 2,053 3,000 2,000 3,000 0.00% 0011101-55801 DUES & ASSOCIATION MEMBERSHIPS 7,888 7,995 8,000 8,000 8,000 0.00% 0011101-55869 MAYOR'S CONTINGENCY 350 3,920 2,000 2,000 2,000 0.00% 0011101-55893 NATIONAL CITIZEN SURVEY 7,500 6,360 6,360 6,360 9,800 54.09% 0011101-57007 ADP EQUIPMENT 0 0 0 0 0 0.00% TOTAL CITY COUNCIL 123,631 132,174 155,248 151,113 140,438 -9.54%

CLERK OF COUNCIL / COMMUNICATIONS 0011102-51001 SALARIES 91,782 97,642 127,904 90,000 117,804 -7.90% 0011102-51003 PART-TIME SALARIES 0 0 30,000 10,000 0 -100.00% 0011102-52001 FICA 7,053 7,502 12,080 7,650 9,012 -25.40% 0011102-52002 RETIREMENT [VRS] 11,343 9,648 17,848 12,000 16,073 -9.95% 0011102-52005 HEALTHCARE 0 0 7,000 19,056 20,794 197.06% 0011102-52006 GROUP LIFE INSURANCE 764 859 860 860 1,528 77.67% 0011102-52010 WORKERS COMPENSATION 20 18 20 20 20 0.00% 0011102-52016 TRAINING 0 0 1,500 0 1,500 0.00% 0011102-53006 ORDINANCES 7,208 7,920 7,000 7,000 7,000 0.00% 0011102-55401 OFFICE SUPPLIES 0 0 300 200 300 0.00% 0011102-55413 OTHER OPERATING SUPPLIES 44 0 500 300 500 0.00% 0011102-55501 TRAVEL - MILEAGE 0 0 100 100 100 0.00% 0011102-55801 DUES & ASSOC. MEMBERSHIPS 315 0 900 500 900 0.00% 0011102-55894 PUBLICATION RESOURCES 0 0 200 200 200 0.00% TOTAL CLERK OF COUNCIL 118,529 123,588 206,212 147,886 175,731 -14.78%

CITY MANAGER 0011201-51001 SALARIES 291,077 333,330 335,196 335,196 335,196 0.00% 0011201-51003 PART-TIME SALARIES 22,112 24,545 15,000 15,000 7,500 -50.00% 0011201-52001 FICA 24,052 25,545 22,439 22,439 21,626 -3.62% 0011201-52002 RETIREMENT [VRS] 46,332 43,281 48,113 49,860 46,025 -4.34% 0011201-52005 HEALTHCARE 25,856 28,674 59,000 31,920 34,843 -40.94% 0011201-52006 GROUP LIFE INSURANCE 3,178 3,894 4,379 4,379 4,375 -0.08% 0011201-52010 WORKERS COMPENSATION 407 351 410 391 410 0.00% 0011201-52011 CAR ALLOWANCE 6,646 7,200 12,000 12,000 12,000 0.00% 0011201-53001 FLU VACCINE 3,914 3,668 4,500 4,500 0 -100.00% 0011201-53002 PROFESSIONAL SERVICES 6,720 3,645 0 0 0 0.00% 0011201-53006 PRINTING 563 745 800 800 800 0.00% 0011201-53007 ADVERTISING 0 50 1,000 500 1,000 0.00% 0011201-55201 POSTAGE 593 942 1,000 1,000 1,000 0.00% 0011201-55203 TELECOMMUNICATION 6,351 7,836 5,000 7,000 7,000 40.00% 0011201-55305 MOTOR VEHICLE INSURANCE 517 532 700 575 600 -14.29% 0011201-55307 PUBLIC OFFICIAL LIABILITY 4,965 3,890 4,700 4,174 4,200 -10.64% 0011201-55308 GENERAL LIABILITY 133 98 185 103 115 -37.84% 0011201-55401 OFFICE SUPPLIES 1,420 3,559 1,500 1,500 1,500 0.00% 0011201-554083 GAS & OIL 407 421 480 480 480 0.00% 0011201-55411 BOOKS & SUBSCRIPTIONS 498 356 500 500 500 0.00% 0011201-55413 OTHER OPERATING SUPPLIES 2,502 3,596 2,500 2,500 2,500 0.00% 0011201-55501 TRAVEL - MILEAGE 19 1,254 800 800 800 0.00% 0011201-55504 TRAVEL - CONFERENCES 4,739 16,850 12,000 12,000 10,000 -16.67% 0011201-55801 DUES & ASSOC. MEMBERSHIPS 6,646 6,169 7,000 7,000 7,000 0.00% TOTAL CITY MANAGER 459,647 520,431 539,202 514,617 499,470 -7.37%

D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget NON-DEPARTMENTAL 0011202-55869 CONTINGENCY 63,239 116,102 100,000 50,000 100,000 0.00% 0011202-55870 AID TO THE COMMONWEALTH 0 0 0 0 0 0.00% 0011202-55872 CREDIT CARD FEES 31,506 35,889 24,000 36,000 36,000 50.00% 0011202-55873A EDUCATION CONTINGENCY 0 0 0 0 0 0.00% 0011202-55873B PERSONNEL CONTINGENCY 0 18,290 91,480 91,480 262,512 186.96% 0011202-55873C PAY & CLASSIFICATION STUDY 0 24,500 0 0 0 0.00% 0011202-55874 LINE OF DUTY ACT (LODA) 38,913 42,978 45,000 43,830 54,525 21.17% 0011202-55875 ECONOMIC DEVELOP. CONTINGENCY 81,569 110,000 110,000 110,000 110,000 0.00% 0011202-55891 PERFORMANCE MEASUREMENT 11,345 0 0 0 158,600 0.00% TOTAL NON-DEPARTMENTAL 226,572 347,759 370,480 331,310 721,637 94.78%

ECONOMIC DEVELOPMENT 0011203-51001 SALARIES 151,421 162,233 171,373 171,373 171,373 0.00% 0011203-52001 FICA 11,510 12,348 13,110 13,110 13,110 0.00% 0011203-52002 RETIREMENT [VRS] 25,301 22,107 23,915 23,915 23,381 -2.23% 0011203-52005 HEALTHCARE 6,810 6,130 7,356 7,356 8,030 9.16% 0011203-52006 GROUP LIFE INSURANCE 1,767 2,077 2,223 2,223 2,223 -0.01% 0011203-53002 PROFESSIONAL SERVICES 19,251 20,000 20,000 20,000 17,500 -12.50% 0011203-53008 MARKETING 14,304 13,384 10,000 10,000 10,000 0.00% 0011203-53009 EXISTING BUSINESS PROGRAMS 5,753 5,596 5,000 5,000 5,000 0.00% 0011203-55203 TELECOMMUNICATION 0 82 1,680 2,000 2,000 19.05% 0011203-55401 OFFICE SUPPLIES 898 879 700 700 700 0.00% 0011203-55413 OTHER OPERATING SUPPLIES 157 396 10,000 10,000 7,500 -25.00% 0011203-55501 TRAVEL - MILEAGE 440 206 250 250 250 0.00% 0011203-55502 TRAVEL - BUSINESS RECRUITMENT 0 0 5,000 4,000 5,000 0.00% 0011203-55504 TRAVEL - CONVENTION & EDUCATION 5,926 10,970 9,100 8,000 9,100 0.00% 0011203-55801 DUES & ASSOC. MEMBERSHIPS 3,532 2,971 3,500 2,500 3,500 0.00% TRANSFER TO EDA FOR PERF AGREEMENT TOTAL ECONOMIC DEVELOPMENT 247,070 259,379 283,207 280,427 278,667 -1.60%

CITY ATTORNEY 0011204-51001 SALARIES 133,923 136,086 136,893 136,893 136,893 0.00% 0011204-51003 PART-TIME SALARIES 27,407 27,853 27,300 27,300 27,300 0.00% 0011204-52001 FICA 11,573 11,512 12,560 12,560 12,561 0.01% 0011204-52002 RETIREMENT [VRS] 22,414 18,907 19,099 19,099 18,677 -2.21% 0011204-52005 HEALTHCARE 17,544 18,936 18,936 18,936 20,670 9.16% 0011204-52006 GROUP LIFE INSURANCE 1,565 1,758 1,776 1,776 1,776 -0.03% 0011204-52010 WORKERS COMPENSATION 204 176 200 195 200 0.00% 0011204-52016 TRAINING 190 33 200 200 200 0.00% 0011204-53002 LEGAL RETAINER 50,004 51,004 60,000 55,000 50,000 -16.67% 0011204-530043 MAINTENANCE, OFFICE EQUIPMENT 1,064 1,194 1,100 1,100 1,100 0.00% 0011204-53005 OTHER LEGAL FEES 1,147 255 1,300 1,000 1,300 0.00% 0011204-53006 PRINTING 296 314 500 500 500 0.00% 0011204-55201 POSTAGE 187 222 300 300 300 0.00% 0011204-55203 TELECOMMUNICATION 885 812 850 500 500 -41.18% 0011204-55308 PROFESSIONAL LIABILITY 0 2,133 2,600 2,133 2,600 0.00% 0011204-55401 OFFICE SUPPLIES 783 1,541 900 900 1,000 11.11% 0011204-55411 BOOKS & SUBSCRIPTIONS 3,854 4,184 3,500 3,500 4,200 20.00% 0011204-55413 OTHER OPERATING SUPPLIES 664 873 0 0 0 0.00% 0011204-55501 TRAVEL - MILEAGE 971 331 600 300 600 0.00% 0011204-55504 TRAVEL - CONFERENCES 2,506 2,440 2,750 2,750 2,750 0.00% 0011204-55801 DUES & ASSOC. MEMBERSHIPS 2,017 1,718 1,600 1,600 1,700 6.25% TOTAL CITY ATTORNEY 279,198 282,282 292,964 286,542 284,827 -2.78%

HUMAN RESOURCES 0011205-51001 SALARIES 65,999 50,527 66,404 66,404 60,502 -8.89% 0011205-52001 FICA 4,721 3,752 5,080 5,080 4,628 -8.89% 0011205-52002 RETIREMENT [VRS] 11,089 6,912 9,356 9,356 8,337 -10.89% 0011205-52005 HEALTHCARE 17,544 9,468 18,948 18,936 20,670 9.09% 0011205-52006 GROUP LIFE INSURANCE 775 633 870 793 793 -8.89% 0011205-52016 TRAINING 0 0 0 0 1,500 100.00% 0011205-55880 QUEST 1,182 1,628 1,200 1,200 1,200 0.00% 0011205-55894 EMPLOYEE OMBUDSMAN 6,000 6,000 6,000 6,000 6,000 0.00% 0011205-55896 HEALTH & WELLNESS PROGRAM 4,984 899 5,000 2,000 5,000 0.00% TOTAL HUMAN RESOURCES 112,294 79,819 112,858 109,769 108,630 -3.75%

D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget TRIANGLE BUILDING MANAGEMENT 0011206-53002 SERVICE CONTRACTS 0 0 500 500 1,000 100.00% 0011206-53003 TRASH REMOVAL 3,360 3,360 4,000 3,360 4,000 0.00% 0011206-53004-2 MAINTENANCE-BUILDING 7,397 6,642 9,000 12,000 13,000 44.44% 0011206-53007 ADVERTISING 0 936 200 200 200 0.00% 0011206-53033 EXTERMINATING CONTRACT 0 0 2,000 2,000 2,000 0.00% 0011206-55101 ELECTRICITY 9,907 10,235 4,000 11,000 10,500 162.50% 0011206-55102 WATER/SEWER 5,604 5,789 4,000 6,000 6,000 50.00% 0011206-55201 POSTAGE 0 0 200 200 200 0.00% 0011206-55301 INSURANCE 0 1,410 2,000 1,410 2,000 0.00% 0011206-55403 LANDSCAPING 0 2,100 1,000 1,000 1,000 0.00% 0011206-55407 REPAIR & MAINTENANCE SUPPLIES 3,635 12,528 6,000 5,000 6,000 0.00% 0011206-55413 OTHER OPERATING SUPPLIES 599 1,083 1,000 1,000 1,000 0.00% 0011206-55651 REAL ESTATE TAXES 8,221 8,221 8,100 8,100 8,100 0.00% TOTAL TRIANGLE BUILDING 38,723 52,304 42,000 51,770 55,000 30.95%

COMMISSIONER OF THE REVENUE 0011209-51001 SALARIES 147,373 148,999 148,665 148,665 193,640 30.25% 0011209-52001 FICA 11,048 11,178 11,373 11,373 14,813 30.25% 0011209-52002 RETIREMENT [VRS] 24,841 20,786 20,786 20,786 26,562 27.79% 0011209-52005 HEALTHCARE 18,834 20,424 20,334 32,124 55,831 174.57% 0011209-52006 GROUP LIFE INSURANCE 1,735 1,933 1,933 1,933 2,525 30.66% 0011209-52016 TRAINING 0 0 300 300 300 0.00% 0011209-53006 PRINTING 1,503 1,070 1,500 1,500 1,500 0.00% 0011209-55201 POSTAGE 3,952 4,000 4,000 4,000 4,000 0.00% 0011209-55203 TELECOMMUNICATION 2,297 2,315 2,200 3,200 3,200 45.45% 0011209-55401 OFFICE SUPPLIES 684 1,713 400 500 500 25.00% 0011209-55411 BOOKS & SUBSCRIPTIONS 478 1,098 400 400 400 0.00% 0011209-55413 OTHER OPERATING SUPPLIES 301 399 250 300 300 20.00% 0011209-55504 TRAVEL - CONFERENCES 826 856 800 800 5,800 625.00% 0011209-55801 DUES & ASSOC. MEMBERSHIPS 350 75 260 250 250 -3.85% TOTAL COMMISSIONER OF THE REVENUE 214,222 214,846 213,201 226,131 309,622 45.23%

CITY ASSESSOR 0011210-51001 SALARIES 120,032 122,238 129,542 129,542 136,717 5.54% 0011210-52001 FICA 8,864 9,008 9,910 9,910 10,459 5.54% 0011210-52002 RETIREMENT [VRS] 20,220 17,057 18,082 18,082 18,663 3.21% 0011210-52005 HEALTHCARE 21,003 24,886 20,334 25,968 28,346 39.40% 0011210-52006 GROUP LIFE INSURANCE 1,412 1,586 1,681 1,681 1,680 -0.05% 0011210-52010 WORKERS COMPENSATION 509 439 510 489 500 -1.96% 0011210-53002 PROFESSIONAL SERVICES 400 384 400 400 400 0.00% 0011210-53006 PRINTING 0 205 300 250 250 -16.67% 0011210-53007 ADVERTISING 0 106 125 100 100 -20.00% 0011210-55201 POSTAGE 1,543 26 900 900 900 0.00% 0011210-55203 TELECOMMUNICATION 1,148 1,157 1,200 1,600 1,600 33.33% 0011210-55305 MOTOR VEHICLE INSURANCE 344 355 475 384 400 -15.79% 0011210-55307 PUBLIC OFFICIAL LIABILITY 4,965 3,890 6,500 4,174 4,300 -33.85% 0011210-55401 OFFICE SUPPLIES 48 390 500 500 500 0.00% 0011210-554081 CAR & TRUCK SUPPLIES 0 20 100 100 100 0.00% 0011210-554083 GAS & OIL 0 0 300 300 300 0.00% 0011210-55413 OTHER OPERATING SUPPLIES 344 344 300 300 300 0.00% 0011210-55504 TRAVEL -CONVENTION & EDUCATION 400 0 200 200 200 0.00% 0011210-55801 DUES & ASSOC. MEMBERSHIPS 220 220 175 175 175 0.00% TOTAL CITY ASSESSOR 181,452 182,311 191,534 195,055 205,890 7.50%

TREASURER 0011213-51001 SALARIES 31,655 31,858 35,000 35,000 36,011 2.89% 0011213-51003 PART-TIME SALARIES 1,067 1,387 2,000 2,000 2,000 0.00% 0011213-52001 FICA 2,038 2,078 2,680 2,680 2,755 2.79% 0011213-52002 RETIREMENT [VRS] 5,290 4,422 6,359 5,484 5,022 -21.03% 0011213-52005 HEALTHCARE 16,082 17,468 19,056 19,056 20,794 9.12% 0011213-52006 GROUP LIFE INSURANCE 369 411 458 458 458 0.00% 0011213-530043 MAINTENANCE - OFFICE EQUIPMENT 0 0 100 100 100 0.00% 0011213-55201 POSTAGE 363 266 250 250 250 0.00% 0011213-55203 TELECOMMUNICATION 1,723 1,736 1,600 2,400 2,400 50.00% 0011213-55401 OFFICE SUPPLIES 647 168 150 150 150 0.00% 0011213-55501 TRAVEL - MILEAGE 62 0 75 75 75 0.00% 0011213-55504 TRAVEL - CONFERENCES 0 0 100 100 300 200.00% 0011213-55801 DUES & ASSOC. MEMBERSHIPS 225 225 180 180 225 25.00% TOTAL TREASURER 59,521 60,019 68,008 67,933 70,540 3.72%

' CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget FINANCE 0011214-51001 SALARIES 514,898 558,895 578,552 578,552 574,823 -0.64% 0011214-51003 SALARIES - PART-TIME 9,750 0 0 0 0 0.00% 0011214-52001 FICA 38,802 40,758 44,320 44,320 43,974 -0.78% 0011214-52002 RETIREMENT [VRS] 86,515 78,368 80,851 80,851 78,535 -2.86% 0011214-52005 HEALTHCARE 50,535 75,887 86,030 78,672 85,871 -0.19% 0011214-52006 GROUP LIFE INSURANCE 6,025 7,243 7,981 7,981 7,466 -6.45% 0011214-52010 WORKERS COMPENSATION 814 702 800 782 800 0.00% 0011214-52013 EDUCATION ASSISTANCE 4,950 6,604 3,000 3,000 1,000 -66.67% 0011214-52016 TRAINING 35 0 600 300 300 -50.00% 0011214-53002 PROFESSIONAL SERVICES 5,489 4,076 4,000 4,000 4,000 0.00% 0011214-530043 MAINTENANCE, OFFICE EQUIPMENT 524 398 400 400 400 0.00% 0011214-53005 MAINTENANCE, SERVICE CONTRACTS 0 0 300 0 0 -100.00% 0011214-53006 PRINTING 9,933 8,008 7,500 8,000 8,000 6.67% 0011214-53007 ADVERTISING 309 0 0 0 0 0.00% 0011214-55201 POSTAGE 9,191 9,346 9,000 9,000 9,000 0.00% 0011214-55203 TELECOMMUNICATION 6,698 6,922 6,300 8,700 8,700 38.10% 0011214-55305 MOTOR VEHICLE INSURANCE 344 355 500 384 400 -20.00% 0011214-55306 SURETY BONDS 709 708 800 660 700 -12.50% 0011214-55307 PUBLIC OFFICIAL LIABILITY 993 778 1,350 835 850 -37.04% 0011214-55308 GENERAL LIABILITY 531 393 710 410 450 -36.62% 0011214-55401 OFFICE SUPPLIES 2,486 1,851 2,500 1,900 1,900 -24.00% 0011214-554083 GAS & OIL 1,131 577 850 500 500 -41.18% 0011214-55411 BOOKS & SUBSCRIPTIONS 356 138 400 200 200 -50.00% 0011214-55413 OTHER OPERATING SUPPLIES 1,475 1,753 1,500 1,500 1,500 0.00% 0011214-55501 TRAVEL - MILEAGE 298 145 200 150 150 -25.00% 0011214-55504 TRAVEL - CONFERENCES 4,101 1,209 3,800 2,000 3,800 0.00% 0011214-55801 DUES & ASSOC. MEMBERSHIPS 940 805 1,000 900 900 -10.00% TOTAL FINANCE 757,832 805,919 843,244 833,997 834,218 -1.07%

CITY SHOP 0011221-51001 SALARIES 120,926 142,458 166,410 130,000 167,460 0.63% 0011221-51002 SALARIES - OVERTIME 1,404 560 750 750 750 0.00% 0011221-52001 FICA 9,394 10,872 12,788 10,600 12,868 0.63% 0011221-52002 RETIREMENT [VRS] 20,237 19,982 23,222 17,800 22,848 -1.61% 0011221-52005 HEALTHCARE 567 5,410 12,000 0 0 -100.00% 0011221-52006 GROUP LIFE INSURANCE 1,413 1,872 2,159 2,159 2,172 0.60% 0011221-52010 WORKERS COMPENSATION 2,037 1,754 2,050 1,955 2,000 -2.44% 0011221-52016 TRAINING 240 0 500 500 500 0.00% 0011221-530042 MAINTENANCE, BUILDINGS 2,754 7,896 4,000 4,000 4,000 0.00% 0011221-530044 MAINTENANCE, POWERED EQUIPMENT 0 0 300 0 0 -100.00% 0011221-53005 MAINTENANCE, SERVICE CONTRACTS 2,355 1,826 2,000 2,000 2,000 0.00% 0011221-53008 LAUNDRY & DRY CLEANING 5,473 6,088 5,700 5,700 5,700 0.00% 0011221-55101 ELECTRICITY 9,549 8,978 10,000 9,000 10,000 0.00% 0011221-55102 HEATING 3,427 4,172 5,000 4,500 5,000 0.00% 0011221-55203 TELECOMMUNICATION 465 470 500 800 800 60.00% 0011221-55204 RADIO 180 270 300 250 250 -16.67% 0011221-55301 BOILER INSURANCE 125 162 130 122 130 0.00% 0011221-55302 FIRE INSURANCE 2,006 2,228 2,300 2,260 2,300 0.00% 0011221-55305 MOTOR VEHICLE INSURANCE 344 355 400 384 400 0.00% 0011221-55308 GENERAL LIABILITY 265 196 250 205 250 0.00% 0011221-55401 OFFICE SUPPLIES 54 647 60 60 0 -100.00% 0011221-55405 JANITORIAL SUPPLIES 29 56 130 130 130 0.00% 0011221-55407 REPAIR & MAINTENANCE SUPPLIES 1 0 150 150 150 0.00% 0011221-554081 CAR & TRUCK SUPPLIES 4,509 5,846 2,500 2,500 3,500 40.00% 0011221-554082 TIRES 575 468 400 400 400 0.00% 0011221-554083 GAS & OIL 1,949 2,046 3,000 2,500 2,500 -16.67% 0011221-554084 POWERED EQUIPMENT AND SUPPLIES 0 0 150 150 0 -100.00% 0011221-55410 UNIFORMS & APPAREL 600 511 700 700 800 14.29% 0011221-55413 OTHER OPERATING SUPPLIES 462 418 1,100 1,100 1,100 0.00% 0011221-57005 MOTOR VEHICLES & EQUIPMENT 1,400 3,257 3,000 3,000 3,000 0.00% TOTAL CITY SHOP 192,740 228,798 261,949 203,675 251,008 -4.18%

D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget ELECTORAL BOARD 0011301-51001 SALARIES 6,145 6,333 6,194 6,446 6,446 4.07% 0011301-52001 FICA 430 525 474 493 493 4.03% 0011301-53002 PROFESSIONAL SERVICES 18,711 12,595 7,500 7,500 7,500 0.00% 0011301-530043 MAINTENANCE, VOTING MACHINE 5,381 4,100 5,240 5,240 5,240 0.00% 0011301-55201 POSTAGE 53 4 0 0 0 0.00% 0011301-55402 FOOD & SUPPLIES 1,435 813 1,300 1,300 1,300 0.00% 0011301-55501 TRAVEL - MILEAGE 416 359 300 300 300 0.00% 0011301-55504 TRAVEL - CONFERENCES 2,441 3,503 3,000 3,000 3,000 0.00% 0011301-55801 DUES & ASSOCIATION MEMBERSHIPS 160 180 125 125 125 0.00% TOTAL ELECTORAL BOARD 35,172 28,412 24,133 24,404 24,404 1.12%

REGISTRAR 0011302-51001 SALARIES 65,319 92,016 98,814 98,800 98,814 0.00% 0011302-51003 PART-TIME SALARIES 7,246 4,013 9,000 9,000 9,000 0.00% 0011302-52001 FICA 5,416 7,189 8,248 8,076 8,248 0.00% 0011302-52002 RETIREMENT [VRS] 10,669 12,813 13,838 13,522 13,532 -2.21% 0011302-52005 HEALTHCARE 4,008 12,984 13,000 12,984 14,173 9.02% 0011302-52006 GROUP LIFE INSURANCE 745 1,191 1,286 1,257 1,286 0.03% 0011302-52010 WORKERS COMPENSATION 20 18 20 20 20 0.00% 0011302-53006 PRINTING 8,580 3,074 4,000 2,500 4,000 0.00% 0011302-53007 ADVERTISING 224 156 500 200 500 0.00% 0011302-55201 POSTAGE 2,311 3,200 2,500 2,500 2,500 0.00% 0011302-55203 TELECOMMUNICATION 1,148 1,175 1,100 1,600 1,600 45.45% 0011302-55401 OFFICE SUPPLIES 1,068 637 900 700 900 0.00% 0011302-55411 BOOKS & SUBSCRIPTIONS 153 0 200 200 200 0.00% 0011302-55413 OTHER SUPPLIES 247 789 300 300 300 0.00% 0011302-55501 TRAVEL - MILEAGE 159 0 400 400 400 0.00% 0011302-55504 TRAVEL - CONFERENCES 1,619 3,204 1,200 1,200 1,200 0.00% 0011302-55801 DUES & ASSOC. MEMBERSHIPS 140 170 140 140 140 0.00% TOTAL REGISTRAR 109,072 142,629 155,446 153,399 156,813 0.88%

JOINT COURTHOUSE 00112100-55899 J/A-COURTHOUSE 365,281 401,237 450,000 410,000 440,000 -2.22% TOTAL JOINT COURTHOUSE 365,281 401,237 450,000 410,000 440,000 -2.22%

D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget POLICE 0013101-51001 SALARIES 2,205,952 2,194,391 2,382,180 2,380,000 2,503,647 5.10% 0013101-51003 PART-TIME SALARIES 18,433 30,538 18,000 30,500 72,000 300.00% 0013101-51006 DISCRETIONARY LEAVE 53,919 54,009 48,000 48,000 54,000 12.50% 0013101-51008 OVERTIME 92,517 91,449 80,000 80,000 85,000 6.25% 0013101-51009 SPECIAL EVENTS 55,214 78,306 55,000 55,000 78,300 42.36% 0013101-52001 FICA 177,843 177,662 194,161 194,000 213,660 10.04% 0013101-52002 RETIREMENT [VRS] 368,672 302,509 334,097 330,000 342,304 2.46% 0013101-52005 HEALTHCARE 391,978 398,787 419,000 409,488 503,239 20.10% 0013101-52006 GROUP LIFE INSURANCE 25,729 28,125 30,875 30,173 31,971 3.55% 0013101-52010 WORKERS COMPENSATION 48,905 42,097 48,000 46,911 48,000 0.00% 0013101-52012 CLOTHING ALLOWANCE 3,583 1,073 2,500 2,500 2,500 0.00% 0013101-52013 EDUCATION ASSISTANCE 9,036 20,777 10,000 10,000 10,000 0.00% 0013101-52016 TRAINING 27,881 25,479 27,000 27,000 35,000 29.63% 0013101-53001 PROFESSIONAL HEALTH SERVICES 19,674 18,925 19,000 19,000 19,000 0.00% 0013101-53002 PROFESSIONAL SERVICES 7,482 34,213 6,500 6,500 6,500 0.00% 0013101-530041 MAINTENANCE, CARS & TRUCKS 10,961 13,341 12,000 12,000 12,000 0.00% 0013101-530042 MAINTENANCE, BUILDINGS 5,477 3,862 4,000 4,000 4,000 0.00% 0013101-530043 MAINTENANCE, OFFICE EQUIPMENT 33 30 500 500 500 0.00% 0013101-530044 ABANDONED VEHICLES 160 0 300 300 300 0.00% 0013101-53005 MAINTENANCE, SERVICE CONTRACTS 74,518 77,852 80,000 80,000 80,000 0.00% 0013101-53007 ADVERTISING 2,452 2,060 2,500 2,500 2,500 0.00% 0013101-53099 DETECTIVE FUNDS 2,829 4,644 8,000 8,000 8,000 0.00% 0013101-55101 ELECTRICITY 14,293 13,566 15,000 15,000 14,500 -3.33% 0013101-55102 HEATING 1,364 1,722 2,500 2,500 2,000 -20.00% 0013101-55201 POSTAGE 1,666 1,325 2,000 2,000 1,500 -25.00% 0013101-55203 TELECOMMUNICATION 33,892 35,937 37,000 37,000 36,000 -2.70% 0013101-55204 RADIO 37,500 37,532 37,500 37,500 41,052 9.47% 0013101-55301 BOILER INSURANCE 125 122 250 122 150 -40.00% 0013101-55302 FIRE INSURANCE 3,510 3,899 4,000 3,955 4,000 0.00% 0013101-55305 MOTOR VEHICLE INSURANCE 7,230 7,447 8,000 8,054 8,100 1.25% 0013101-55306 SURETY BONDS 709 708 750 660 700 -6.67% 0013101-55307 PUBLIC OFFICIAL LIABILITY 662 519 600 557 600 0.00% 0013101-55308 GENERAL LIABILITY 11,937 11,792 14,000 11,704 12,500 -10.71% 0013101-55401 OFFICE SUPPLIES 12,300 8,435 10,000 8,000 10,000 0.00% 0013101-55405 JANITORIAL SUPPLIES 140 170 500 200 500 0.00% 0013101-55407 REPAIR & MAINTENANCE SUPPLIES 822 825 500 500 500 0.00% 0013101-554081 CAR & TRUCK SUPPLIES 6,257 8,577 7,000 7,000 7,000 0.00% 0013101-554082 TIRES 4,752 5,873 5,000 5,000 5,000 0.00% 0013101-554083 GAS & OIL 28,944 44,820 40,000 40,000 40,000 0.00% 0013101-55409 POLICE SUPPLIES 23,930 30,124 25,000 25,000 26,000 4.00% 0013101-55410 UNIFORMS & APPAREL 15,121 16,093 16,000 16,000 20,000 25.00% 0013101-55411 BOOKS & SUBSCRIPTIONS 0 73 1,000 200 1,000 0.00% 0013101-55413 OTHER OPERATING SUPPLIES 2,251 4,084 3,000 3,000 3,000 0.00% 0013101-55416 AMMUNITION 7,827 7,831 8,000 8,000 8,000 0.00% 0013101-55418 FORENSICS 1,680 3,620 3,000 3,000 3,000 0.00% 0013101-55504 TRAVEL -CONVENTION & EDUCATION 6,939 3,427 6,000 8,000 6,000 0.00% 0013101-55505 TRAVEL - EXTRADITIONS 388 0 1,500 1,500 1,500 0.00% 0013101-55801 DUES & ASSOC. MEMBERSHIPS 1,280 1,125 1,200 1,200 1,200 0.00% 0013101-57002 FURNITURE & FIXTURES 4,385 2,261 2,000 2,000 2,000 0.00% 0013101-57004 ASSET FORFEITURE 0 10,007 0 0 0 0.00% 0013101-57005 MOTOR VEHICLES & EQUIPMENT 1,105 4,646 1,000 1,000 3,000 200.00% TOTAL POLICE 3,834,257 3,866,689 4,033,913 4,025,024 4,371,223 8.36%

POLICE - 911 DISPATCH 0013102-53002 CONTRACT-YORK COUNTY 555,008 555,008 561,108 561,108 572,330 2.00% TOTAL POLICE - 911 DISPATCH 555,008 555,008 561,108 561,108 572,330 2.00%

D - 4 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget PARKING GARAGE 0013103-51001 SALARIES 35,107 34,377 37,050 1 37,050 0.00% 0013103-51002 OVERTIME 1,451 506 1,500 1,500 1,500 0.00% 0013103-51003 PART-TIME SALARIES 15,926 10,288 21,000 21,000 16,432 -21.75% 0013103-51006 DISCRETIONARY LEAVE 0 0 500 500 500 0.00% 0013103-52001 FICA 3,715 3,109 4,594 4,594 4,594 0.00% 0013103-52002 RETIREMENT (VRS) 5,506 5,015 5,220 5,220 5,105 -2.19% 0013103-52005 HEALTHCARE 12,780 13,068 13,500 19,056 20,794 54.03% 0013103-52006 GROUP LIFE INSURANCE 378 448 437 485 485 11.07% 0013103-52010 WORKERS COMPENSATION 815 702 800 782 800 0.00% 0013103-53002 ARMORED TRANSPORT 6,748 7,818 8,500 8,500 0 -100.00% 0013103-53005 MAINTENANCE-GARAGE EQUIPMENT 9,411 18,509 10,000 10,000 0 -100.00% 0013103-55101 ELECTRICITY 20,027 20,868 20,000 20,000 20,000 0.00% 0013103-55203 TELEPHONE 845 926 1,500 800 800 -46.67% 0013103-55302 PROPERTY INSURANCE 4,262 4,734 5,000 4,802 4,900 -2.00% 0013103-55407 SUPPLIES 4,898 4,605 4,000 4,000 4,000 0.00% TOTAL PARKING GARAGE 121,869 124,973 133,601 101,240 116,961 -12.46%

FIRE 0013201-51001 SALARIES 2,103,053 2,143,463 2,292,190 2,230,000 2,345,324 2.32% 0013201-51002 OVERTIME 90,664 100,633 85,000 85,000 106,000 24.71% 0013201-51005 FEMA WAGES 5,071 320 0 0 0 0.00% 0013201-51006 DISCRETIONARY LEAVE 65,850 57,809 65,000 65,000 65,000 0.00% 0013201-51009 SPECIAL EVENTS 34,600 47,498 50,000 50,000 50,000 0.00% 0013201-52001 FICA 167,973 170,969 190,653 186,000 196,324 2.97% 0013201-52002 RETIREMENT [VRS] 339,671 291,781 307,040 314,000 320,733 4.46% 0013201-52005 HEALTHCARE 407,881 456,686 500,080 500,964 568,054 13.59% 0013201-52006 GROUP LIFE INSURANCE 23,720 27,143 27,936 27,936 29,133 4.29% 0013201-52010 WORKERS COMPENSATION 77,453 68,145 77,000 74,802 77,000 0.00% 0013201-52013 EDUCATION ASSISTANCE 7,716 5,659 8,000 7,000 8,000 0.00% 0013201-52016 TRAINING 19,509 13,608 20,000 20,000 29,000 45.00% 0013201-53001 PROFESSIONAL HEALTH SERVICES 16,731 16,880 23,000 22,000 20,600 -10.43% 0013201-53002 PROFESSIONAL SERVICES 31,368 29,855 35,000 30,000 35,000 0.00% 0013201-530041 MAINTENANCE, VEHICLES 17,527 14,663 20,000 27,000 22,000 10.00% 0013201-530042 MAINTENANCE, BUILDINGS 26,713 13,236 18,000 18,000 15,000 -16.67% 0013201-530044 MAINTENANCE, POWERED EQUIPMENT 176 424 1,500 1,500 1,500 0.00% 0013201-53005 MAINTENANCE, SERVICE CONTRACTS 14,925 11,931 26,000 30,000 32,000 23.08% 0013201-53007 ADVERTISING 0 0 550 550 550 0.00% 0013201-53033 EXTERMINATING CONTRACT 515 360 700 600 700 0.00% 0013201-55101 ELECTRICITY 22,054 21,396 24,000 23,000 24,000 0.00% 0013201-55102 HEATING 2,698 2,858 4,500 3,000 4,500 0.00% 0013201-55201 POSTAGE 353 340 300 400 400 33.33% 0013201-55203 TELECOMMUNICATION 17,711 16,491 22,000 22,000 24,000 9.09% 0013201-55204 RADIO 50,024 50,024 52,000 51,000 53,752 3.37% 0013201-55301 BOILER INSURANCE 125 122 140 122 140 0.00% 0013201-55302 FIRE INSURANCE 3,009 3,342 3,400 3,390 3,400 0.00% 0013201-55305 MOTOR VEHICLE INSURANCE 9,295 9,575 10,000 10,355 10,500 5.00% 0013201-55308 GENERAL LIABILITY 796 589 1,500 614 700 -53.33% 0013201-55401 OFFICE SUPPLIES 1,577 2,027 2,000 2,000 2,000 0.00% 0013201-55402 FOOD SERVICE / SUPPLIES 639 1,304 800 1,000 1,000 25.00% 0013201-55405 JANITORIAL SERVICES 4,353 4,686 4,500 4,700 4,700 4.44% 0013201-55407 REPAIR & MAINTENANCE 1,847 4,599 3,000 3,500 3,500 16.67% 0013201-554081 CAR & TRUCK SUPPLIES 12,031 15,559 12,000 13,000 12,500 4.17% 0013201-554082 TIRES 8,000 3,825 10,000 8,000 9,000 -10.00% 0013201-554083 GAS & OIL 24,088 27,143 27,000 25,000 27,000 0.00% 0013201-55410 UNIFORMS & APPAREL 13,301 20,503 14,000 17,000 18,000 28.57% 0013201-55411 BOOKS & SUBSCRIPTIONS 262 38 300 300 300 0.00% 0013201-55413 OTHER OPERATING SUPPLIES 7,206 6,853 7,000 7,000 7,000 0.00% 0013201-55414B VML-WELLNESS 0 75 0 0 0 0.00% 0013201-55415 FIRE PREVENTION 3,746 6,238 8,000 8,000 8,000 0.00% 0013201-55419 EMS SUPPLIES 0 0 20,000 17,000 20,000 0.00% 0013201-55504 TRAVEL -CONVENTION & EDUCATION 656 2,199 1,000 1,000 1,000 0.00% 0013201-55801 DUES & ASSOC. MEMBERSHIPS 889 840 1,000 900 1,000 0.00% 0013201-57001 MACHINERY & EQUIPMENT 13,433 17,292 10,000 15,000 12,000 20.00% 0013201-57002 FURNITURE & FIXTURES 2,852 3,556 1,000 1,000 1,000 0.00% 0013201-57003 COMMUNICATIONS EQUIPMENT 0 6,627 10,000 8,000 8,000 -20.00% 0013201-57004 EQUIPMENT-SPECIAL PROGRAMS 36,955 0 0 0 0 0.00% 0013201-57005 EQUIPMENT-EMS PROGRAMS 18,764 0 0 0 0 0.00% 0013201-57006 EQUIPMENT-VA POWER FUNDS 26,925 28,057 30,000 30,000 30,000 0.00% TOTAL FIRE 3,734,705 3,727,221 4,027,089 3,966,633 4,209,309 4.52%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget VA PENINSULA REGIONAL JAIL 0013301-53009 PURCHASE OF SERVICES 1,195,375 1,191,842 1,151,327 1,151,327 1,093,524 -5.02% TOTAL JAIL 1,195,375 1,191,842 1,151,327 1,151,327 1,093,524 -5.02%

MIDDLE PENINSULA JUVENILE DETENTION COMMISSION 0013303-53009 PURCHASE OF SERVICES 78,031 18,765 73,698 73,698 53,705 -27.13% TOTAL JUVENILE DETENTION 78,031 18,765 73,698 73,698 53,705 -27.13%

GROUP HOME COMMISSION 0013304-53009 PURCHASE OF SERVICES 76,258 78,851 84,494 84,494 100,732 19.22% TOTAL GROUP HOME COMMISSION 76,258 78,851 84,494 84,494 100,732 19.22%

COLONIAL COMMUNITY CORRECTIONS 0013305-53009 PURCHASE OF SERVICES 9,533 9,533 12,415 12,415 20,170 62.46% TOTAL COLONIAL COMM. CORRECTIONS 9,533 9,533 12,415 12,415 20,170 62.46%

CODES COMPLIANCE 0013401-51001 SALARIES 263,205 269,793 276,014 276,014 264,010 -4.35% 0013401-52001 FICA 19,340 19,883 21,282 21,282 20,197 -5.10% 0013401-52002 RETIREMENT [VRS] 44,158 37,469 38,823 38,823 36,168 -6.84% 0013401-52005 HEALTHCARE 48,708 52,584 52,592 33,648 36,730 -30.16% 0013401-52006 GROUP LIFE INSURANCE 3,084 3,484 3,610 3,596 3,438 -4.76% 0013401-52010 WORKERS COMPENSATION 3,055 2,631 3,030 2,932 3,000 -0.99% 0013401-52016 TRAINING 2,562 2,503 4,000 4,000 4,000 0.00% 0013401-53002 PROFESSIONAL SERVICES 0 0 500 500 500 0.00% 0013401-53004 REPAIR & MAINTENANCE 0 4 300 300 300 0.00% 0013401-530041 MAINTENANCE, CARS & TRUCKS 1,186 4,556 1,000 1,000 1,000 0.00% 0013401-53006 PRINTING 429 460 500 500 500 0.00% 0013401-53007 ADVERTISING 244 106 500 500 500 0.00% 0013401-53008 PUBLIC EDUCATION 316 692 500 500 500 0.00% 0013401-55201 POSTAGE 493 318 600 600 600 0.00% 0013401-55203 TELECOMMUNICATION 5,287 4,989 3,700 6,000 6,000 62.16% 0013401-55305 MOTOR VEHICLE INSURANCE 1,377 1,419 1,600 1,534 1,600 0.00% 0013401-55307 PUBLIC OFFICIAL LIABILITY 4,966 3,890 4,000 4,174 4,200 5.00% 0013401-55308 GENERAL LIABILITY 398 294 400 307 400 0.00% 0013401-55401 OFFICE SUPPLIES 1,321 1,927 1,300 1,300 1,300 0.00% 0013401-554081 CAR & TRUCK SUPPLIES 657 876 1,000 1,000 1,000 0.00% 0013401-554082 TIRES 154 261 500 500 500 0.00% 0013401-554083 GAS & OIL 2,027 2,285 2,100 2,100 2,100 0.00% 0013401-55410 UNIFORMS & APPAREL 1,091 1,098 1,000 1,000 1,000 0.00% 0013401-55411 BOOKS & SUBSCRIPTIONS 3,948 3,896 4,500 4,000 4,000 -11.11% 0013401-55413 OTHER OPERATING SUPPLIES 1,024 1,135 2,000 2,000 2,000 0.00% 0013401-55415 ENFORCEMENT ACTION 1,679 1,322 5,000 5,000 5,000 0.00% 0013401-55501 TRAVEL - MILEAGE 29 34 100 0 0 -100.00% 0013401-55504 TRAVEL - CONFERENCES 3,794 4,652 5,000 5,000 5,000 0.00% 0013401-55801 DUES & ASSOC. MEMBERSHIPS 310 315 900 900 900 0.00% TOTAL CODES COMPLIANCE 414,842 422,876 436,351 419,010 406,444 -6.85%

ANIMAL CONTROL 0013501-53009 PURCHASE OF SERVICES-JCC 18,900 18,900 18,900 18,900 18,900 0.00% TOTAL ANIMAL CONTROL 18,900 18,900 18,900 18,900 18,900 0.00%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget ENGINEERING 0014101-51001 SALARIES 160,861 166,659 173,158 173,158 173,158 0.00% 0014101-52001 FICA 11,685 12,133 13,246 13,246 13,247 0.00% 0014101-52002 RETIREMENT [VRS] 26,910 23,138 24,167 24,167 23,625 -2.24% 0014101-52005 HEALTHCARE 35,088 37,872 37,908 37,872 41,340 9.05% 0014101-52006 GROUP LIFE INSURANCE 1,723 2,151 2,247 2,247 2,246 -0.05% 0014101-52010 WORKERS COMPENSATION 3,055 2,631 3,055 2,932 3,000 -1.80% 0014101-53002 PROFESSIONAL SERVICES 11,488 10,765 13,000 13,000 12,500 -3.85% 0014101-530041 MAINTENANCE, CARS & TRUCKS 1,272 520 600 600 600 0.00% 0014101-53005 MAINTENANCE, SERVICE CONTRACTS 0 0 1,500 1,000 1,000 -33.33% 0014101-53007 ADVERTISING 3,320 2,771 3,500 3,000 3,000 -14.29% 0014101-55201 POSTAGE 56 44 200 100 200 0.00% 0014101-55203 TELECOMMUNICATION 3,038 3,675 3,200 3,600 3,600 12.50% 0014101-55307 PUBLIC OFFICIAL LIABILITY 1,324 1,037 2,100 1,113 1,300 -38.10% 0014101-55308 GENERAL LIABILITY 265 196 450 205 300 -33.33% 0014101-55401 OFFICE SUPPLIES 438 1,405 1,250 1,250 1,250 0.00% 0014101-554081 CAR & TRUCK SUPPLIES 370 1,184 700 700 700 0.00% 0014101-554083 GAS & OIL 1,854 1,421 2,000 1,600 1,800 -10.00% 0014101-55410 UNIFORMS & APPAREL 180 494 400 400 800 100.00% 0014101-55411 BOOKS & SUBSCRIPTIONS 0 0 150 150 150 0.00% 0014101-55413 OTHER OPERATING SUPPLIES 1,818 733 1,200 1,000 1,200 0.00% 0014101-55504 TRAVEL -CONVENTION & EDUCATION 224 240 400 400 1,000 150.00% 0014101-55801 DUES & ASSOC. MEMBERSHIPS 45 45 250 150 250 0.00% 0014101-57005 MOTOR VEHICLES & EQUIPMENT 189 0 200 200 200 0.00% TOTAL ENG / PUBLIC WORKS ADMIN. 265,203 269,114 284,881 282,090 286,465 0.56%

STREETS 0014102-51001 SALARIES 220,836 262,228 275,776 275,776 275,776 0.00% 0014102-51002 SALARIES - OVERTIME 3,786 3,108 4,000 4,000 4,000 0.00% 0014102-52001 FICA 16,219 19,112 21,490 21,490 21,403 -0.41% 0014102-52002 RETIREMENT [VRS] 37,452 36,685 38,795 38,795 37,931 -2.23% 0014102-52005 HEALTHCARE 56,386 68,094 71,200 76,824 83,859 17.78% 0014102-52006 GROUP LIFE INSURANCE 2,760 3,391 3,607 3,432 3,606 -0.03% 0014102-52010 WORKERS COMPENSATION 22,738 19,590 22,600 21,826 22,600 0.00% 0014102-52016 TRAINING 25 695 500 500 500 0.00% 0014102-530041 MAINTENANCE, CARS & TRUCKS 4,361 13,277 5,000 5,000 5,000 0.00% 0014102-530044 MAINTENANCE, POWERED EQUIPMENT 0 33 500 500 0 -100.00% 0014102-530045 MAINTENANCE, SIGNS & ST. MARKING 0 0 2,000 2,000 2,000 0.00% 0014102-530046 MAINTENANCE, TRAFFIC CONTROL 3,859 2,795 5,000 5,000 5,000 0.00% 0014102-53005 MAINTENANCE, SERVICE CONTRACTS 96,607 100,250 105,000 102,000 104,000 -0.95% 0014102-53007 ADVERTISING 0 431 500 500 500 0.00% 0014102-53008 LAUNDRY & DRY CLEANING 2,224 2,565 2,500 2,500 2,500 0.00% 0014102-55101 ELECTRICITY 199,128 217,461 208,000 208,000 218,000 4.81% 0014102-55201 POSTAGE 78 47 0 0 0 0.00% 0014102-55203 TELECOMMUNICATION 1,746 1,871 2,100 2,200 2,200 4.76% 0014102-55204 RADIO 540 810 0 960 960 100.00% 0014102-55302 FIRE INSURANCE 1,003 1,114 1,200 1,130 1,200 0.00% 0014102-55305 MOTOR VEHICLE INSURANCE 6,885 7,092 8,000 7,670 7,800 -2.50% 0014102-55307 PUBLIC OFFICIAL LIABILITY 331 259 400 279 300 -25.00% 0014102-55308 GENERAL LIABILITY 1,061 785 1,500 819 1,000 -33.33% 0014102-55401 OFFICE SUPPLIES 67 67 700 700 500 -28.57% 0014102-55407 REPAIR & MAINTENANCE SUPPLIES 7,891 11,391 6,000 6,000 8,000 33.33% 0014102-554081 CAR & TRUCK SUPPLIES 39,315 28,297 30,000 30,000 30,000 0.00% 0014102-554082 TIRES 2,637 1,784 3,000 2,500 3,000 0.00% 0014102-554083 GAS & OIL 14,552 14,809 16,800 16,000 15,800 -5.95% 0014102-554084 POWERED EQUIPMENT AND SUPPLIES 5,184 1,186 5,000 3,000 4,000 -20.00% 0014102-554085 SIGNS & ST MARKINGS SUPPLIES 8,293 6,364 8,000 6,000 8,000 0.00% 0014102-55410 UNIFORMS & APPAREL 3,087 4,105 3,000 3,000 4,000 33.33% 0014102-55411 BOOKS & SUBSCRIPTIONS 0 0 100 100 0 -100.00% 0014102-55413 OTHER OPERATING SUPPLIES 60,169 43,069 45,000 45,000 47,000 4.44% 0014102-55504 TRAVEL - CONFERENCES 17 3,241 600 600 600 0.00% 0014102-55801 DUES & ASSOC. MEMBERSHIPS 189 0 500 500 500 0.00% 0014102-57001 MACHINERY & EQUIPMENT 0 6,047 5,000 5,000 5,000 0.00% 0014102-57008 PEDESTRIAN IMPROVEMENTS 3,397 3,195 7,000 7,000 6,000 -14.29% 0014102-57010 DRAINAGE-MAINTENANCE 395 765 0 0 0 0.00% 0014102-58001 LEASE/RENT OF EQUIPMENT 0 0 500 500 500 0.00% TOTAL STREETS 823,218 886,013 910,868 907,101 933,035 2.43%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget STORMWATER OPERATIONS 0014103-51001 SALARIES 112,199 112,045 120,665 120,665 120,343 -0.27% 0014103-51002 SALARIES - OVERTIME 4,165 2,783 1,500 1,500 1,500 0.00% 0014103-52001 FICA 8,346 8,240 9,346 9,346 9,321 -0.27% 0014103-52002 RETIREMENT [VRS] 18,981 16,343 16,842 16,842 16,463 -2.25% 0014103-52005 HEALTHCARE 27,104 31,920 31,900 31,920 34,843 9.23% 0014103-52006 GROUP LIFE INSURANCE 1,313 1,486 1,566 1,566 1,565 -0.06% 0014103-53005 SERVICE CONTRACTS 3,436 5,032 4,600 4,600 5,000 8.70% 0014103-554083 GAS & OIL 0 22 1,000 50 1,000 0.00% 0014103-55413 OTHER OPERATING SUPPLIES 10,955 20,377 16,000 16,000 15,000 -6.25% 0014103-57010 DRAINAGE MAINTENANCE 11,647 7,980 10,000 10,000 10,000 0.00% TOTAL STORMWATER OPERATIONS 198,146 206,228 213,419 212,489 215,035 0.76%

REFUSE COLLECTION 0014203-53009 PURCH SVCS-JCSA-BULK WASTE 4,173 3,430 3,500 3,500 3,500 0.00% 0014203-53031 GARBAGE COLLECTION 343,970 347,930 365,000 360,000 373,000 2.19% 0014203-53032 RECYCLING PROGRAM 56,576 59,167 60,000 60,000 62,000 3.33% 0014203-53033 HOUSEHOLD CHEMICALS 20,848 19,669 21,000 21,000 21,000 0.00% 0014203-53034 COMPUTER RECYCLING 0 0 2,300 2,300 2,400 4.35% 0014203-53035 GARBAGE - DUMPSTERS 21,994 22,466 24,000 24,000 25,000 4.17% 0014203-55899 ADMINISTRATION FEE - VPPSA 10,250 10,500 10,500 10,500 10,750 2.38% TOTAL REFUSE COLLECTION 457,811 463,162 486,300 481,300 497,650 2.33%

BUILDINGS-FACILITIES MAINTENANCE 0014307-51001 SALARIES 100,066 103,028 107,719 107,719 107,719 0.00% 0014307-51002 SALARIES-OVERTIME 6,510 7,008 6,500 6,500 6,500 0.00% 0014307-52001 FICA 7,844 8,114 8,738 8,738 8,738 0.00% 0014307-52002 RETIREMENT [VRS] 16,743 14,302 15,035 15,035 14,697 -2.25% 0014307-52005 HEALTHCARE 17,544 18,936 18,948 18,936 20,670 9.09% 0014307-52006 GROUP LIFE INSURANCE 1,169 1,330 1,398 1,398 1,397 -0.06% 0014307-52010 WORKERS COMPENSATION 3,055 2,631 3,050 2,932 3,050 0.00% 0014307-52016 TRAINING 0 1,200 1,000 1,000 1,000 0.00% 0014307-530042 MAINTENANCE-BUILDINGS 66,359 53,330 35,000 35,000 40,000 14.29% 0014307-530044 MAINTENANCE-POWER EQUIPMENT 0 394 4,750 4,750 3,000 -36.84% 0014307-53005 SERVICE CONTRACTS 117,245 133,838 126,000 126,000 130,000 3.17% 0014307-53006A JANITORIAL SERVICES-COMM CTR 0 730 0 0 0 0.00% 0014307-53008 LAUNDRY & DRY CLEANING 1,814 2,953 2,000 2,000 2,900 45.00% 0014307-53033 EXTERMINATING 0 0 2,500 2,500 0 -100.00% 0014307-55101 ELECTRICITY 80,694 83,062 90,500 90,500 87,000 -3.87% 0014307-55102 GAS 4,928 6,692 3,500 3,500 6,000 71.43% 0014307-55203 TELECOMMUNICATION 2,247 3,359 2,400 2,400 2,400 0.00% 0014307-55301 BOILER INSURANCE 1,025 978 1,800 1,281 1,400 -22.22% 0014307-55302 FIRE INSURANCE 10,028 11,140 10,800 11,300 11,300 4.63% 0014307-55308 GENERAL LIABILITY 2,122 1,571 4,320 4,320 4,320 0.00% 0014307-55401 OFFICE SUPPLIES 237 220 300 300 300 0.00% 0014307-55402 FOOD/COFFEE 2,069 2,385 2,500 2,500 2,500 0.00% 0014307-55405 LAUNDRY, HOUSEKEEPING, JANITOR 710 1,077 800 800 800 0.00% 0014307-55407 REPAIR & MAINTENANCE SUPPLIES 2,711 3,099 5,700 4,000 4,000 -29.82% 0014307-554081 CAR & TRUCK SUPPLIES 21 149 400 400 200 -50.00% 0014307-554082 TIRES 298 0 400 400 400 0.00% 0014307-554083 GAS & OIL 536 678 700 700 700 0.00% 0014307-55410 UNIFORMS & APPAREL 243 248 700 700 500 -28.57% 0014307-55413 OTHER OPERATING SUPPLIES 3,799 4,352 3,000 3,000 4,000 33.33% 0014307-55504 TRAVEL -CONVENTION & EDUCATION 0 0 200 200 200 0.00% 0014307-57001 MACHINERY & EQUIPMENT 0 558 1,000 500 1,000 0.00% 0014307-57002 FURNITURE & FIXTURES 0 963 1,000 500 500 -50.00% 0014307-57003 COMMUNICATIONS EQUIPMENT 0 0 500 500 0 -100.00% 0014307-57010 BUILDING 10,899 9,305 14,500 10,000 14,500 0.00% 0014307-57010C BUILDING ALTERATIONS 0 663 0 0 0 0.00% TOTAL MUNICIPAL CENTER 460,916 478,293 477,658 470,309 481,690 0.84%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget INFORMATION TECHNOLOGY ( I T ) 0014308-51001 SALARIES 266,571 282,349 295,282 295,282 340,732 15.39% 0014308-51003 PART-TIME SALARIES 0 24,370 0 0 0 0.00% 0014308-52001 FICA 19,792 20,607 22,589 22,589 26,066 15.39% 0014308-52002 RETIREMENT [VRS] 44,530 38,316 41,413 41,413 46,679 12.72% 0014308-52005 HEALTHCARE 24,354 26,292 26,296 26,292 28,700 9.14% 0014308-52006 GROUP LIFE INSURANCE 3,110 3,562 3,850 3,848 4,438 15.26% 0014308-52010 WORKERS COMPENSATION 204 199 210 205 210 0.00% 0014308-52016 TRAINING 3,500 1,220 2,500 2,000 2,500 0.00% 0014308-53004D MAINTENANCE-COMPUTERS 48,126 47,924 55,000 50,000 55,000 0.00% 0014308-53004E MAINTENANCE-VIDEO EQUIPMENT 19,818 10,000 10,000 10,000 10,000 0.00% 0014308-53004F MAINTENANCE-MAPPING SYSTEM 67,547 47,529 60,000 52,000 20,000 -66.67% 0014308-53004H MAINTENANCE-PRINTERS 5,748 5,154 5,000 4,700 5,000 0.00% 0014308-530047 MAINTENANCE-PHONES 7,905 4,447 2,500 1,500 2,000 -20.00% 0014308-530048 MAINTENANCE-HARDWARE 19,897 34,193 35,500 35,500 39,750 11.97% 0014308-530049 MAINTENANCE-SOFTWARE 84,825 113,020 158,300 158,000 177,250 11.97% 0014308-53005C MAINTENANCE-COPIERS 10,509 10,655 11,000 10,750 11,000 0.00% 0014308-53009 PURCHASED SERVICES-JCC 5,050 8,500 8,500 8,500 8,500 0.00% 0014308-55203 TELECOMMUNICATIONS 54,778 66,203 62,500 57,000 57,000 -8.80% 0014308-55308 GENERAL LIABILITY 0 0 0 0 1,100 100.00% 0014308-55401 OFFICE SUPPLIES 300 256 500 500 500 0.00% 0014308-55413 OTHER OPERATING SUPPLIES 322 1,276 500 500 500 0.00% 0014308-55504 TRAVEL-CONFERENCES 0 1,043 1,500 1,500 1,500 0.00% 0014308-55801 DUES & ASSOC. MEMBERSHIPS 545 500 500 250 500 0.00% TOTAL INFORMATION TECHNOLOGY 687,431 747,615 803,440 782,329 838,925 4.42%

LANDSCAPING 0014309-51001 SALARIES 231,125 233,877 247,583 241,000 264,223 6.72% 0014309-51002 SALARIES - OVERTIME 0 0 500 500 500 0.00% 0014309-51003 PART-TIME SALARIES 2,825 2,527 2,000 2,000 2,000 0.00% 0014309-52001 FICA 16,485 16,688 19,273 18,628 20,404 5.87% 0014309-52002 RETIREMENT [VRS] 39,056 32,882 34,903 34,000 34,022 -2.52% 0014309-52005 HEALTHCARE 71,466 76,535 77,177 69,792 76,182 -1.29% 0014309-52006 GROUP LIFE INSURANCE 2,716 3,043 3,245 3,245 3,234 -0.33% 0014309-52010 WORKERS COMPENSATION 4,074 3,508 4,060 3,909 4,000 -1.48% 0014309-52013 EDUCATION ASSISTANCE 4,669 4,192 5,500 5,500 5,300 -3.64% 0014309-52016 TRAINING 0 0 800 800 500 -37.50% 0014309-53002 PROFESSIONAL SERVICES 127,924 132,028 120,000 120,000 125,000 4.17% 0014309-530041 MAINTENANCE, CARS & TRUCKS 1,116 411 1,000 1,000 1,000 0.00% 0014309-530044 MAINTENANCE, POWERED EQUIPMENT 0 0 1,000 1,000 700 -30.00% 0014309-53005 MAINTENANCE, SERVICE CONTRACTS 0 0 200 200 0 -100.00% 0014309-53007 ADVERTISING 0 431 400 400 400 0.00% 0014309-53008 LAUNDRY & DRY CLEANING 1,989 2,193 3,000 3,000 2,800 -6.67% 0014309-55203 TELECOMMUNICATION 1,899 1,387 1,500 2,000 2,000 33.33% 0014309-55204 RADIO 0 0 300 250 250 -16.67% 0014309-55302 FIRE INSURANCE 1,003 1,114 1,200 1,130 1,200 0.00% 0014309-55305 MOTOR VEHICLE INSURANCE 1,377 1,419 1,500 1,534 1,600 6.67% 0014309-55307 PUBLIC OFFICIAL LIABILITY 331 259 650 278 300 -53.85% 0014309-55308 GENERAL LIABILITY 398 295 700 307 400 -42.86% 0014309-55401 OFFICE SUPPLIES 134 88 200 200 200 0.00% 0014309-55403 AGRICULTURAL SUPPLIES 29,081 26,419 26,000 26,000 26,000 0.00% 0014309-554081 CAR & TRUCK SUPPLIES 2,911 7,509 4,000 4,000 4,000 0.00% 0014309-554082 TIRES 1,055 2,629 1,500 1,500 1,500 0.00% 0014309-554083 GAS & OIL 6,846 6,638 8,800 8,800 8,000 -9.09% 0014309-554084 POWERED EQUIPMENT AND SUPPLIES 3,498 5,013 4,000 4,000 4,500 12.50% 0014309-55410 UNIFORMS & APPAREL 2,735 3,374 3,000 3,000 3,000 0.00% 0014309-55411 BOOKS & SUBSCRIPTIONS 66 0 100 100 100 0.00% 0014309-55413 OTHER OPERATING SUPPLIES 12,812 17,101 14,000 14,000 15,000 7.14% 0014309-55418 LITTER CONTROL 5,503 5,500 5,500 5,500 5,500 0.00% 0014309-55504 TRAVEL -CONVENTION & EDUCATION 1,654 0 500 500 500 0.00% 0014309-55801 DUES & ASSOC. MEMBERSHIPS 240 0 100 100 100 0.00% 0014309-57005 MOTOR VEHICLES & EQUIPMENT 6,122 254 8,000 8,000 7,500 -6.25% 0014309-58001 LEASE / RENT OF EQUIPMENT 0 0 1,000 1,000 1,000 0.00% TOTAL LANDSCAPING 581,110 587,314 603,191 587,173 622,917 3.27%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget PUBLIC HEALTH 0015101-55601 LOCAL HEALTH DEPT 99,969 102,705 105,208 105,208 108,683 3.30% 0015101-55602 OLDE TOWN MEDICAL CENTER 83,430 83,430 88,511 88,511 89,511 1.13% TOTAL PUBLIC HEALTH 183,399 186,135 193,719 193,719 198,194 2.31%

COMMUNITY SERVICES BOARD 0015205-55602 COLONIAL BEHAVIORAL HEALTH 255,000 255,000 255,000 255,000 255,000 0.00% TOTAL COMM. SERVICES BOARD 255,000 255,000 255,000 255,000 255,000 0.00%

PUBLIC ASSISTANCE 0015302-55701 GENERAL RELIEF-LOCAL CONTRIBUTION 610,000 610,000 610,000 610,000 610,000 0.00% 0015302-55703 COMPREHENSIVE SERVICES ACT 99,842 99,842 99,842 99,842 99,842 0.00% 0015302-55705 YOUTH & SENIOR INITIATIVES 30,000 30,000 30,000 30,000 30,000 0.00% 0015302-55706 COMPREHENSIVE SVC ACT-ADMIN 5,691 5,691 5,691 5,691 5,691 0.00% 0015302-55707 AT-RISK PREVENTION 15,000 15,000 15,000 15,000 15,000 0.00% 0015302-55708 SUMMER YOUTH PROGRAM 35,000 35,000 35,000 35,000 35,000 0.00% 0015302-55709 WHF GRANT PROGRAM 155,015 260,000 260,000 260,000 260,000 0.00% 0015302-55710 LOCAL HOMELESSNESS PREVENTION 30,000 30,000 30,000 30,000 30,000 0.00% TOTAL PUBLIC ASSISTANCE 980,548 1,085,533 1,085,533 1,085,533 1,085,533 0.00%

PUBLIC ASSISTANCE - TRANSPORTATION 0015305-530041 MAINTENANCE, CARS & TRUCKS 301 32 200 200 200 0.00% 0015305-554081 CAR & TRUCK SUPPLIES 55 13 300 300 300 0.00% 0015305-554082 TIRES 0 0 400 400 400 0.00% 0015305-554083 GAS & OIL 1,731 2,370 1,800 1,800 1,800 0.00% TOTAL PUBLIC ASSIST.-TRANS. 2,087 2,415 2,700 2,700 2,700 0.00%

SCHOOL BOARD 0016101-51001 SALARIES 11,000 11,550 14,150 14,150 16,200 14.49% 0016101-52001 FICA 842 884 1,082 1,082 1,239 14.54% TOTAL SCHOOL BOARD 11,842 12,434 15,232 15,232 17,439 14.49%

JOINT SCHOOL OPERATIONS 0016103-56001 SCHOOLS 7,292,845 7,645,813 8,064,808 8,064,808 8,560,654 6.15% 0016103-56002 SALES TAX FOR EDUCATION 1,083,517 1,158,903 1,142,717 1,142,717 1,270,267 11.16% TOTAL SCHOOL OPERATIONS 8,376,362 8,804,716 9,207,525 9,207,525 9,830,921 6.77%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget RECREATION - ADMINISTRATION 0017101-51001 SALARIES 152,046 138,765 134,189 133,790 133,790 -0.30% 0017101-51003 PART-TIME SALARIES 31,449 81,280 50,000 50,000 50,000 0.00% 0017101-52001 FICA 13,651 16,936 14,090 14,000 14,060 -0.21% 0017101-52002 RETIREMENT [VRS] 25,837 19,824 18,737 18,737 18,308 -2.29% 0017101-52005 HEALTHCARE 25,488 10,512 15,000 7,356 8,030 -46.47% 0017101-52006 GROUP LIFE INSURANCE 1,804 1,830 1,742 1,740 1,740 -0.09% 0017101-52010 WORKERS COMPENSATION 2,037 1,754 1,754 1,889 1,900 8.32% 0017101-52016 TRAINING 552 77 1,000 1,000 1,000 0.00% 0017101-53001 PROFESSIONAL HEALTH SERVICES 130 95 425 300 425 0.00% 0017101-530041 MAINTENANCE, CARS & TRUCKS 18 0 400 400 400 0.00% 0017101-530042 MAINTENANCE, BUILDINGS 24,534 13,859 10,000 10,000 10,000 0.00% 0017101-530043 MAINTENANCE, OFFICE EQUIPMENT 38 55 100 100 100 0.00% 0017101-530044 MAINTENANCE, POWERED EQUIPMENT 550 450 1,000 1,000 1,000 0.00% 0017101-53005 MAINTENANCE, SERVICE CONTRACTS 21,988 31,707 48,000 40,000 47,100 -1.88% 0017101-53007 ADVERTISING 2,192 932 1,000 1,000 1,000 0.00% 0017101-53008 LAUNDRY & DRY CLEANING 76 0 250 250 250 0.00% 0017101-53033 EXTERMINATING CONTRACT 1,230 1,184 1,500 1,500 1,500 0.00% 0017101-55101 ELECTRICITY 32,543 33,029 33,000 33,000 33,000 0.00% 0017101-55102 HEATING 3,509 3,738 5,000 4,000 5,000 0.00% 0017101-55201 POSTAGE 49 55 400 400 400 0.00% 0017101-55203 TELECOMMUNICATION 3,248 3,883 4,000 4,000 4,000 0.00% 0017101-55302 FIRE INSURANCE 5,014 5,570 5,600 5,650 5,700 1.79% 0017101-55307 PUBLIC OFFICIAL LIABILITY 331 259 400 278 350 -12.50% 0017101-55308 GENERAL LIABILITY 398 294 400 307 350 -12.50% 0017101-55401 OFFICE SUPPLIES 1,306 1,444 1,100 1,100 1,100 0.00% 0017101-55405 LAUNDRY, HOUSEKEEPING, JANITOR 2,166 4,101 3,500 3,500 3,500 0.00% 0017101-55408 VEHICLE POWERED EQUIP.-SUPPLIES 175 56 100 100 100 0.00% 0017101-55411 BOOKS & SUBSCRIPTIONS 0 98 100 100 100 0.00% 0017101-55413 OTHER OPERATING SUPPLIES 1,160 1,822 2,000 2,000 2,000 0.00% 0017101-55501 TRAVEL - MILEAGE 0 0 50 50 50 0.00% 0017101-55504 TRAVEL - CONFERENCES 0 943 3,000 2,000 4,000 33.33% 0017101-55801 DUES & ASSOC. MEMBERSHIPS 500 165 800 800 800 0.00% TOTAL RECREATION - ADMIN. 354,019 374,717 358,637 340,347 351,054 -2.11%

RECREATION - PARKS 0017102-51001 SALARIES 35,460 43,610 52,389 52,389 82,430 57.34% 0017102-51003 PART-TIME SALARIES 111,009 141,165 118,600 118,600 118,600 0.00% 0017102-52001 FICA 10,335 13,391 13,080 13,080 15,379 17.57% 0017102-52002 RETIREMENT [VRS] 5,995 6,089 7,314 7,314 11,246 53.77% 0017102-52005 HEALTHCARE 6,810 7,356 7,348 7,356 8,030 9.28% 0017102-52006 GROUP LIFE INSURANCE 419 566 680 680 1,069 57.23% 0017102-52010 WORKERS COMPENSATION 4,074 3,508 3,950 3,909 3,950 0.00% 0017102-530042 MAINTENANCE, BUILDINGS 1,970 776 1,800 1,800 1,800 0.00% 0017102-530044 MAINTENANCE, EQUIPMENT 1,520 2,187 2,500 2,500 2,500 0.00% 0017102-53005 MAINTENANCE, SERVICE CONTRACTS 6,686 8,246 9,500 9,500 9,700 2.11% 0017102-53006 PRINTING 355 1,409 1,000 1,000 1,000 0.00% 0017102-53007 ADVERTISING 89 185 500 500 500 0.00% 0017102-55101 ELECTRICITY 4,140 3,687 4,200 4,200 4,200 0.00% 0017102-55203 TELECOMMUNICATION 4,018 4,203 3,800 3,800 3,800 0.00% 0017102-55302 FIRE INSURANCE 1,504 1,671 1,700 1,695 1,700 0.00% 0017102-55307 PUBLIC OFFICIAL LIABILITY 331 259 350 278 350 0.00% 0017102-55308 GENERAL LIABILITY 265 196 350 205 350 0.00% 0017102-55401 OFFICE SUPPLIES 345 864 800 800 800 0.00% 0017102-55403 AGRICULTURAL SUPPLIES 4,375 7,830 6,000 6,000 6,000 0.00% 0017102-55404 MEDICAL SUPPLIES 0 100 100 100 100 0.00% 0017102-55405 LAUNDRY, HOUSEKEEPING, JANITOR 1,714 1,518 2,000 2,000 2,000 0.00% 0017102-55407 REPAIR & MAINTENANCE SUPPLIES 1,790 1,276 2,000 2,000 2,000 0.00% 0017102-55408 VEHICLE POWERED EQUIP/SUPPLIES 0 24 250 250 250 0.00% 0017102-554084 EQUIPMENT SUPPLIES 393 400 600 600 600 0.00% 0017102-55410 UNIFORMS & APPAREL 624 934 1,000 1,000 1,500 50.00% 0017102-55411 BOOKS & SUBSCRIPTIONS 0 16 50 50 50 0.00% 0017102-55413 OTHER OPERATING SUPPLIES 3,133 3,803 3,500 3,500 4,000 14.29% 0017102-55414 MERCHANDISE FOR RESALE 7,098 8,454 8,200 8,200 8,200 0.00% 0017102-55801 DUES & ASSOC. MEMBERSHIPS 0 100 300 300 500 66.67% 0017102-57001 MACHINERY & EQUIPMENT 731 501 1,000 1,000 1,000 0.00% 0017102-57005 MOTOR VEHICLES & EQUIPMENT 7,152 8,175 6,000 6,000 6,000 0.00% 0017102-58001 LEASE / RENT OF EQUIPMENT 2,171 2,220 3,000 3,000 3,000 0.00% TOTAL RECREATION - PARKS 224,506 274,719 263,861 263,606 302,605 14.68%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget RECREATION - PROGRAMS 0017104-51001 SALARIES 146,622 155,340 230,561 230,000 189,747 -17.70% 0017104-51003 PART-TIME SALARIES 39,279 29,097 40,000 40,000 40,000 0.00% 0017104-52001 FICA 19,009 18,163 24,217 20,655 17,576 -27.42% 0017104-52002 RETIREMENT [VRS] 21,346 22,139 32,265 32,265 25,998 -19.42% 0017104-52005 HEALTHCARE 18,245 33,648 49,650 41,004 44,760 -9.85% 0017104-52006 GROUP LIFE INSURANCE 1,461 2,003 2,398 2,398 2,471 3.06% 0017104-52010 WORKERS COMPENSATION 8,656 7,455 8,600 8,307 8,500 -1.16% 0017104-53002 PROFESSIONAL SERVICES 139,236 139,388 160,000 150,000 154,000 -3.75% 0017104-53004 REPAIR & MAINTENANCE 94 95 200 200 200 0.00% 0017104-530041 MAINTENANCE, CARS & TRUCKS 0 64 300 300 300 0.00% 0017104-530042 MAINTENANCE, BUILDINGS 7,589 5,697 8,000 8,000 8,000 0.00% 0017104-530043 MAINTENANCE, OFFICE EQUIPMENT 172 36 250 250 250 0.00% 0017104-530044 MAINTENANCE, POWERED EQUIPMENT 239 55 500 500 500 0.00% 0017104-53005 MAINTENANCE, SERVICE CONTRACTS 1,983 7,711 2,500 2,500 2,500 0.00% 0017104-530051 MAINTENANCE, POOL CONTRACT 5,342 3,310 0 0 0 0.00% 0017104-53006 PRINTING 270 555 500 500 500 0.00% 0017104-53007 ADVERTISING 772 242 1,000 1,000 1,000 0.00% 0017104-53008 LAUNDRY & DRY CLEANING 0 296 300 300 300 0.00% 0017104-55101 ELECTRICITY 12,038 12,150 12,500 12,500 12,500 0.00% 0017104-55201 POSTAGE 97 102 100 100 100 0.00% 0017104-55203 TELECOMMUNICATION 3,992 4,145 4,500 4,500 4,500 0.00% 0017104-55301 BOILER INSURANCE 157 153 180 152 180 0.00% 0017104-55302 FIRE INSURANCE 1,504 1,671 1,700 1,695 1,700 0.00% 0017104-55305 MOTOR VEHICLE INSURANCE 1,033 1,064 1,200 1,151 1,200 0.00% 0017104-55307 PUBLIC OFFICIAL LIABILITY 331 259 350 278 350 0.00% 0017104-55308 GENERAL LIABILITY 265 196 350 205 350 0.00% 0017104-55401 OFFICE SUPPLIES 554 565 650 650 650 0.00% 0017104-55405 LAUNDRY, HOUSEKEEPING, JANITOR 1,914 2,952 2,500 2,500 2,500 0.00% 0017104-55407 REPAIR & MAINTENANCE SUPPLIES 379 425 800 800 800 0.00% 0017104-55408 VEHICLE POWERED EQUIP.-SUPPLIES 0 70 250 250 250 0.00% 0017104-554081 CAR & TRUCK SUPPLIES 469 900 850 850 850 0.00% 0017104-554082 TIRES 0 0 600 600 600 0.00% 0017104-554083 GAS & OIL 2,737 3,391 3,500 3,500 3,500 0.00% 0017104-554084 EQUIPMENT SUPPLIES 216 362 500 500 500 0.00% 0017104-55410 UNIFORMS & APPAREL 743 976 1,000 1,000 1,200 20.00% 0017104-55411 BOOKS & SUBSCRIPTIONS 0 34 50 50 50 0.00% 0017104-55412 RECREATIONAL SUPPLIES 11,618 10,765 9,000 9,000 9,000 0.00% 0017104-55413 OTHER OPERATING SUPPLIES 5,372 6,607 6,650 6,650 6,650 0.00% 0017104-55501 TRAVEL - MILEAGE 1,108 357 2,000 1,000 2,000 0.00% 0017104-55504 TRAVEL - CONVENTION & EDUCATION 0 1,282 0 0 0 0.00% 0017104-55801 DUES & ASSOC. MEMBERSHIPS 210 70 400 300 400 0.00% 0017104-57001 MACHINERY & EQUIPMENT 9,291 17,038 13,000 13,000 13,000 0.00% 0017104-57005 MOTOR VEHICLES & EQUIPMENT 0 440 500 500 500 0.00% 0017104-58001 LEASE/RENT OF EQUIPMENT 10,419 8,911 10,000 9,500 10,000 0.00% TOTAL RECREATION - PLAYGROUNDS 474,762 500,179 634,371 609,410 569,932 -10.16%

CEMETERY 0017108-51001 SALARIES 37,944 38,833 40,100 40,100 40,099 0.00% 0017108-51002 SALARIES - OVERTIME 1,263 1,925 500 500 500 0.00% 0017108-52001 FICA 2,772 2,919 3,106 3,106 3,106 -0.01% 0017108-52002 RETIREMENT [VRS] 6,349 5,356 5,597 5,597 5,471 -2.25% 0017108-52005 HEALTHCARE 12,024 12,984 12,986 12,984 14,173 9.14% 0017108-52006 GROUP LIFE INSURANCE 443 498 520 520 520 0.02% 0017108-52010 WORKERS COMPENSATION 1,018 877 1,030 977 1,000 -2.91% 0017108-530044 MAINTENANCE, EQUIPMENT 0 20 500 500 400 -20.00% 0017108-53005 MAINTENANCE, SERVICE CONTRACTS 406 0 400 400 400 0.00% 0017108-53008 LAUNDRY & DRY CLEANING 221 223 400 400 400 0.00% 0017108-55101 ELECTRICITY 470 510 500 500 550 10.00% 0017108-55203 TELECOMMUNICATION 1,951 1,700 1,800 1,800 1,800 0.00% 0017108-55307 PUBLIC OFFICIAL LIABILITY 331 259 500 278 300 -40.00% 0017108-55403 AGRICULTURAL SUPPLIES 0 0 300 300 300 0.00% 0017108-554082 TIRES 0 0 100 100 100 0.00% 0017108-554083 GAS & OIL 50 34 120 120 120 0.00% 0017108-554084 EQUIPMENT SUPPLIES 210 72 500 500 500 0.00% 0017108-55413 OTHER OPERATING SUPPLIES 1,264 2,408 1,800 1,800 2,000 11.11% 0017108-57006 REPURCHASE OF CEMETERY LOTS 800 600 1,000 1,000 1,000 0.00% TOTAL CEMETERY 67,516 69,218 71,759 71,482 72,739 1.37%

D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget REGIONAL LIBRARY 0017302-55413 BUILDINGS-GROUNDS-MAINTENANCE 1,000 650 1,000 1,000 1,000 0.00% 0017302-56002 REGIONAL LIBRARY-CONTRACT 841,160 841,160 859,699 859,699 871,852 1.41% TOTAL REGIONAL LIBRARY 842,160 841,810 860,699 860,699 872,852 1.41%

PLANNING 0018101-51001 SALARIES 343,475 239,606 291,688 291,688 300,038 2.86% 0018101-52001 FICA 25,079 17,746 22,314 22,314 22,953 2.86% 0018101-52002 RETIREMENT [VRS] 54,884 31,664 40,706 40,706 41,037 0.81% 0018101-52005 HEALTHCARE 41,478 36,959 34,000 52,344 57,127 68.02% 0018101-52006 GROUP LIFE INSURANCE 3,833 2,919 3,785 3,785 3,901 3.07% 0018101-52010 WORKERS COMPENSATION 814 702 810 782 810 0.00% 0018101-52016 TRAINING 3,908 1,293 6,000 6,000 6,000 0.00% 0018101-53002 PROFESSIONAL SERVICES 8,572 10,480 0 0 7,000 100.00% 0018101-53004 REPAIR & MAINTENANCE 0 0 100 100 100 0.00% 0018101-530041 MAINTENANCE, CARS & TRUCKS 350 22 750 750 750 0.00% 0018101-53006 PRINTING 908 1,803 2,300 2,000 2,000 -13.04% 0018101-53007 ADVERTISING 7,277 6,942 7,500 6,000 5,000 -33.33% 0018101-55201 POSTAGE 956 1,072 1,200 1,200 1,200 0.00% 0018101-55203 TELECOMMUNICATION 5,713 4,851 6,200 6,200 6,200 0.00% 0018101-55305 MOTOR VEHICLE INSURANCE 516 532 600 575 600 0.00% 0018101-55307 PUBLIC OFFICIAL LIABILITY 4,966 3,890 5,000 4,174 4,300 -14.00% 0018101-55308 GENERAL LIABILITY 265 196 300 205 250 -16.67% 0018101-55401 OFFICE SUPPLIES 698 1,221 2,500 2,300 2,500 0.00% 0018101-554081 CAR & TRUCK SUPPLIES 13 959 1,200 1,000 1,000 -16.67% 0018101-554082 TIRES 0 0 150 150 150 0.00% 0018101-554083 GAS & OIL 403 142 600 500 500 -16.67% 0018101-55411 BOOKS & SUBSCRIPTIONS 113 94 500 500 500 0.00% 0018101-55413 OTHER OPERATING SUPPLIES 2,127 3,783 2,000 1,500 1,500 -25.00% 0018101-55501 TRAVEL - MILEAGE 0 0 400 400 400 0.00% 0018101-55504 TRAVEL - CONFERENCES 4,911 2,719 6,000 6,000 7,000 16.67% 0018101-55505 AWARD PROGRAMS 1,027 300 750 700 700 -6.67% 0018101-55507 NEIGHBORHOOD ENHANC. PROG. 4,149 2,682 7,500 7,500 7,500 0.00% 0018101-55801 DUES & ASSOC. MEMBERSHIPS 2,154 1,429 2,500 2,500 2,500 0.00% 0018101-57001 MACHINERY & EQUIPMENT 0 500 500 500 500 0.00% TOTAL PLANNING 518,589 374,506 447,853 462,373 484,016 8.07%

CONTRIBUTIONS TO OTHER ENTITIES 0018102-61010 PEN. COMM. ON HOMELESSNESS 2,759 2,759 2,759 2,759 2,759 0.00% 0018102-61020 WILLIAMSBURG FAITH IN ACTION 2,500 5,000 5,000 5,000 5,000 0.00% 0018102-61025 CHILD DEV. RESOURCES 5,000 5,000 5,000 5,000 5,000 0.00% 0018102-61035 COMMUNITY ACTION AGENCY 17,585 21,102 21,102 21,102 21,102 0.00% 0018102-61040 LITERACY FOR LIFE 1,000 1,000 1,000 1,000 1,000 0.00% 0018102-61045 PENINSULA AGENCY ON AGING 10,658 11,022 11,022 11,022 11,573 5.00% 0018102-61055 COMMUNITY SERVICES COALITION 7,500 7,500 7,500 7,500 7,500 0.00% 0018102-61060 HOSPICE OF WILLIAMSBURG 6,000 6,500 7,000 7,000 7,000 0.00% 0018102-61065 AVALON 19,000 19,000 19,000 19,000 19,000 0.00% 0018102-61070 ARC OF GREATER WILLIAMSBURG 0 0 1,500 1,500 1,500 0.00% 0018102-61075 COLONIAL C.A.S.A. 6,000 6,000 6,000 6,000 6,000 0.00% 0018102-61110 3e RESTORATION 0 0 0 0 1,000 0.00% 0018102-62010 TNCC-SITE IMPROVEMENTS 8,222 7,716 7,632 7,632 9,036 18.40% 0018102-62015 WMSBG HOTEL & MOTEL ASSOCIATION 0 10,000 10,000 10,000 0 -100.00% 0018102-62020 KINGSMILL CHAMPIONSHIP 15,000 15,000 15,000 15,000 0 -100.00% 0018102-62025 COLONIAL SOIL & WATER CONSERV. 3,500 3,500 3,500 3,500 5,500 57.14% 0018102-62030 HISTORIC TRIANGLE COLLABORATIVE 6,200 0 0 0 0 0.00% 0018102-62035 TNCC-WORKFORCE CENTER RENT 2,451 2,525 2,600 2,600 2,677 2.96% 0018102-62045 TNCC-PEN. WORKFORCE LEASE 10,500 10,500 10,500 10,500 10,500 0.00% 0018102-62055 WMSBG AREA DESTINATION MKTG 1,130,176 1,128,430 1,130,000 1,130,000 0 -100.00% 0018102-62060 HAMPTON RDS PLAN. DIST. COMMISSION 11,914 12,051 11,888 11,888 12,652 6.43% 0018102-62065 WMSBG CHAMBER/TOURISM ALLIANCE 750,000 800,000 800,000 800,000 0 -100.00% 0018102-62070 COLONIAL WMSBG FOUNDATION 1,300,000 1,300,000 1,300,000 1,300,000 0 -100.00% 0018102-62075 PENINSULA COUNCIL WORK. DEV. 5,947 5,947 5,947 5,947 5,947 0.00% 0018102-62085 HERITAGE HUMANE SOCIETY 15,000 19,667 19,667 19,667 25,000 27.12% 0018102-62095 FARMERS MARKET 3,800 3,800 3,800 3,800 3,800 0.00% 0018102-62100 WMSBG LAND CONSERVANCY 5,000 5,000 5,000 5,000 5,000 0.00% 0018102-62120 FEDERAL FACILITIES ALLIANCE 7,447 7,532 7,430 7,430 7,715 3.84% 0018102-62130 GREATER WILLIAMSBURG PARTNERSHIP 14,446 14,310 14,117 14,117 14,658 3.83% 0018102-62140 VA COOP. EXT. - MASTER GARDENERS 0 5,451 5,602 5,602 5,602 0.00% 0018102-63015 VA SYMPHONY-MATOAKA CONCERT 6,000 6,000 6,000 6,000 8,670 44.50% 0018102-63020 VA ARTS FESTIVAL 50,000 50,000 55,000 55,000 0 -100.00% 0018102-63115 THIS CENTURY GALLERY 17,718 0 0 0 0 0.00% D -  CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget 0018102-64010 VIRGINIANS FOR HIGH SPEED RAIL 4,500 4,500 4,500 4,500 4,500 0.00% 0018102-64015 WILLIAMSBURG AREA TRANSPORT 309,798 340,778 375,975 375,975 375,975 0.00% 0018102-64020 NN AIRPORT-AIR SERVICE FUND 5,627 5,627 5,627 5,627 0 -100.00% 0018102-62145 VIRGINIA'S FIRST CITIES 0 0 0 0 12,811 100.00% TOTAL CONTRIBUTIONS 3,761,248 3,843,217 3,886,668 3,886,668 598,477 -84.60%

ARTS COMMISSION 0018102-63010 WILLIAMSBURG MUSIC CLUB 2,000 2,000 2,500 2,500 3,000 20.00% 0018102-63030 WILLIAMSBURG SYMPHONIA 12,000 15,000 16,000 16,000 16,000 0.00% 0018102-63035 VIRGINIA SYMPHONY 4,600 7,500 8,000 8,000 9,000 12.50% 0018102-63040 WMSBG WOMENS CHORUS INC 1,800 2,000 2,000 2,000 2,400 20.00% 0018102-63045 TIDEWATER CLASSIC GUITAR 1,400 1,400 1,500 1,500 1,900 26.67% 0018102-63055 WILLIAMSBURG CHORAL GUILD 2,400 4,800 5,000 5,000 5,500 10.00% 0018102-63060 WILLIAMSBURG CONSORT 2,750 2,750 0 0 0 0.00% 0018102-63065 MAGIC OF HARMONY SHOW CHORUS 500 0 250 250 475 90.00% 0018102-63070 VIRGINIA OPERA 7,500 8,000 8,200 8,200 9,575 16.77% 0018102-63075 WILLIAMSBURG YOUTH ORCHESTRA 4,000 4,000 4,100 4,100 5,000 21.95% 0018102-63080 WILLIAMSBURG PLAYERS 7,500 10,000 10,000 10,000 11,000 10.00% 0018102-63085 VIRGINIA REPERTORY THEATRE 1,500 1,500 1,600 1,600 1,725 7.81% 0018102-63090 YOUNG AUDIENCES 4,250 5,000 4,600 4,600 5,000 8.70% 0018102-63095 VA SHAKESPEARE FESTIVAL 8,000 8,000 0 0 0 0.00% 0018102-63100 INSTITUTE FOR DANCE 3,000 3,000 2,700 2,700 1,500 -44.44% 0018102-63115 WMSBG CONTEMPORARY ART CENTER 12,000 12,000 11,400 11,400 11,500 0.88% 0018102-63120 CHESAPEAKE BAY WIND ENSEMBLE 500 450 500 500 500 0.00% 0018102-63125 AN OCCASION FOR THE ARTS 7,950 10,500 11,700 11,700 13,000 11.11% 0018102-63130 WHRO - TV 2,500 1,750 2,600 2,600 3,000 15.38% 0018102-63135 CULTURAL ALLIANCE 800 750 700 700 700 0.00% 0018102-63145 W A A C - ADMIN EXPENSES 722 1,029 1,000 1,000 1,000 0.00% 0018102-63150 CULTUREFIX 0 0 6,650 6,650 0 -100.00% 0018102-63155 FIRST NIGHT OF WILLIAMSBURG 9,000 10,000 9,600 9,600 0 -100.00% 0018102-63160 PANGLOSSIAN PRODUCTION INC 0 3,500 3,500 3,500 4,200 20.00% 0018102-63165 STAGELIGHTS 2,500 2,000 2,400 2,400 2,000 -16.67% 0018102-63170 CELEBRATE YORKTOWN COMMITTEE 750 1,000 2,200 2,200 2,200 0.00% 0018102-63175 GLOBAL FILM FESTIVAL-W & M 3,000 8,650 8,600 8,600 8,600 0.00% 0018102-63180 WMSBG BOOK FESTIVAL 0 800 1,000 1,000 1,300 30.00% 0018102-63185 COMM. ALLIANCE FOR PERF. ARTS 0 1,000 0 0 950 100.00% 0018102-63190 OPERA IN WILLIAMSBURG 5,500 10,000 10,500 10,500 13,500 28.57% 0018102-63200 VA ARTS FESTIVAL 7,500 7,000 7,500 7,500 8,750 16.67% 0018102-63220 FLUTE FRENZY 3,597 3,000 3,000 3,000 3,000 0.00% 0018102-63230 ACCORDIAN RENAISSANCE 1,200 1,200 1,400 1,400 1,100 -21.43% 0018102-63240 ART AT THE RIVER 1,000 1,500 1,700 1,700 2,450 44.12% 0018102-63245 AURA CURIATLAS PHYSICAL THEATRE 0 1,750 2,000 2,000 2,250 12.50% 0018102-63250 ON THE HILL GALLERY 0 500 0 0 0 0.00% 0018102-63260 ARC OF GREATER WILLIAMSBURG 2,000 1,700 0 0 0 0.00% 0018102-63270 VA REGIONAL BALLET 6,000 5,000 5,600 5,600 7,000 25.00% 0018102-63290 YORKTOWN ART FOUNDATION 0 0 0 0 925 100.00% TOTAL ARTS COMMISSION 129,719 160,029 160,000 160,000 160,000 0.00%

TOTAL GENERAL FUND EXPENDITURES 33,215,326 34,298,932 35,965,895 35,538,962 34,197,371 -4.92%

D -  CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

REVENUES:

0100610-41101 WATER SERVICE $4,572,661 $4,609,133 $4,623,000 $4,623,000 $4,623,000 0.00% 0100610-41101A SEWER SERVICE 1,868,382 2,160,249 1,850,000 2,160,000 2,160,000 16.76% 0100610-41102 WATER CONNECTIONS 1,600 7,200 2,400 2,400 2,400 0.00% 0100610-411021 HRSD TAP FEES 83,380 70,115 80,000 80,000 80,000 0.00% 0100610-41102A SEWER CONNECTIONS 2,400 4,000 1,000 2,400 2,000 100.00% 0100610-41103 PENALTIES - WATER & SEWER 25,663 25,982 18,000 18,000 18,000 0.00% 0100610-41110 OTHER SOURCES 104,193 11,635 10,000 30,000 180,000 1700.00% 0100610-41111 INTEREST EARNINGS 29,570 33,650 29,000 34,000 36,000 24.14% 0100610-41118 WATER TANK-ANTENNA CONTRACTS 169,994 174,614 169,994 218,244 218,244 28.38% 0100610-41120 WATER & SEWER AVAILABILITY 507,000 449,000 300,000 300,000 300,000 0.00% 0100610-41122 TRANSFER - CAPITAL PROJECTS -1,225,607 -1,152,933 -291,174 -612,692 -307,151 5.49% TOTAL UTILITY FUND REVENUES $6,139,236 $6,392,645 $6,792,220 $6,855,352 $7,312,493 7.66%

EXPENSES ADMINISTRATION 0101900-51001 SALARIES $227,352 $232,666 $335,832 $341,820 $341,820 1.78% 0101900-52001 FICA 17,414 16,120 25,691 26,150 26,149 1.78% 0101900-52002 RETIREMENT [VRS] 38,123 22,013 48,079 36,900 46,810 -2.64% 0101900-52005 HEALTHCARE 17,589 21,204 21,200 27,696 30,234 42.61% 0101900-52006 GROUP LIFE INSURANCE 2,662 2,985 4,361 3,432 4,450 2.04% 0101900-52010 WORKERS COMPENSATION 3,055 2,631 3,000 2,932 3,050 1.67% 0101900-52011 CAR ALLOWANCE 7,200 7,200 7,200 7,200 7,200 0.00% 0101900-52014 CONTINGENCY - PAY PLAN 0 0 52,000 52,000 47,800 -8.08% 0101900-53002 PROFESSIONAL SERVICE-OTHER 16,530 16,098 15,000 13,500 15,000 0.00% 0101900-53006 PRINTING 296 315 500 500 500 0.00% 0101900-53007 ADVERTISING 631 0 500 500 500 0.00% 0101900-55201 POSTAGE 7,427 6,079 6,500 6,500 6,500 0.00% 0101900-55203 TELECOMMUNICATION 3,015 2,974 3,100 3,100 3,100 0.00% 0101900-55204 RADIO 360 540 550 500 500 -9.09% 0101900-55302 FIRE 501 557 550 565 550 0.00% 0101900-55305 MOTOR VEHICLE 1,033 1,064 1,900 1,151 1,300 -31.58% 0101900-55401 OFFICE SUPPLIES 2,287 2,657 2,500 2,500 2,600 4.00% 0101900-554081 CAR & TRUCK SUPPLIES 118 153 500 0 0 -100.00% 0101900-554083 GAS & OIL 50 11 100 0 0 -100.00% 0101900-55411 BOOKS & SUBSCRIPTIONS 0 0 200 0 0 -100.00% 0101900-55413 OTHER OPERATING SUPPLIES 1,989 1,449 2,500 2,500 2,000 -20.00% 0101900-55504 TRAVEL (CONVENTION & EDUCATION) 1,456 6,354 2,000 2,000 2,500 25.00% 0101900-55801 DUES & SUBSCRIPTIONS 85 279 600 300 300 -50.00% 0101900-57002 FURNITURE & FIXTURES 0 0 500 300 300 -40.00% 0101900-57005 MOTOR VEHICLES & EQUIPMENT 0 0 1,000 500 1,000 0.00% 0101900-57008 OVERHEAD CHARGES 641,312 659,713 650,000 660,000 840,000 29.23% 0101900-57009 DEPRECIATION EXPENSE 799,906 811,191 800,000 815,000 815,000 1.88% TOTAL ADMINISTRATION $1,790,391 $1,814,253 $1,985,863 $2,007,546 $2,199,163 10.74%

D -  CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

WATER TREATMENT 0101910-51001 SALARIES $539,857 $544,313 $560,079 $550,000 $546,523 -2.42% 0101910-51002 SALARIES - OVERTIME 4,103 6,399 1,000 4,000 5,000 400.00% 0101910-51006 DISCRETIONARY LEAVE 6,821 3,949 7,000 7,000 7,000 0.00% 0101910-52001 FICA 37,627 37,954 43,458 42,900 42,727 -1.68% 0101910-52002 RETIREMENT [VRS] 74,953 52,103 78,532 65,600 74,981 -4.52% 0101910-52005 HEALTHCARE 93,060 100,229 102,000 103,440 112,913 10.70% 0101910-52006 GROUP LIFE INSURANCE 5,234 5,790 7,301 6,080 7,128 -2.37% 0101910-52010 WORKERS COMPENSATION 11,712 10,086 11,000 11,239 11,400 3.64% 0101910-52016 TRAINING 2,617 2,526 3,000 5,000 5,000 66.67% 0101910-53002 PROFESSIONAL SERVICE-OTHER 23,349 28,118 28,000 28,000 28,000 0.00% 0101910-53004 REPAIR & MAINTENANCE 7,133 7,345 7,000 7,000 7,000 0.00% 0101910-530041 MAINTENANCE, CARS & TRUCKS 933 3,154 1,000 1,000 1,000 0.00% 0101910-530042 MAINTENANCE, BUILDING 5,116 2,818 5,000 4,000 4,000 -20.00% 0101910-530044 MAINTENANCE, POWERED EQUIPMENT 3,498 1,935 7,000 5,000 6,000 -14.29% 0101910-53005 MAINTENANCE, SERVICE CONTRACTS 3,047 3,136 3,000 3,000 3,200 6.67% 0101910-53007 ADVERTISING 146 119 750 750 450 -40.00% 0101910-55101 ELECTRICITY 94,180 99,242 114,000 112,000 112,000 -1.75% 0101910-55201 POSTAGE 641 1,057 1,500 1,200 1,200 -20.00% 0101910-55203 TELECOMMUNICATION 1,757 1,751 1,500 1,780 1,780 18.67% 0101910-55204 RADIO 0 0 150 250 250 66.67% 0101910-55301 BOILER INSURANCE 314 305 480 305 325 -32.29% 0101910-55302 FIRE INSURANCE 4,012 4,456 4,300 4,520 4,600 6.98% 0101910-55305 MOTOR VEHICLES INSURANCE 344 355 650 384 400 -38.46% 0101910-55308 GENERAL LIABILITY INSURANCE 6,366 4,712 6,000 4,913 5,200 -13.33% 0101910-55401 OFFICE SUPPLIES 1,005 1,316 1,500 1,700 1,700 13.33% 0101910-55404 MEDICAL & LAB SUPPLIES 5,559 3,522 6,200 6,200 6,200 0.00% 0101910-55405 JANITORIAL SUPPLIES 1,199 742 2,500 2,000 2,000 -20.00% 0101910-55407 REPAIR & MAINTENANCE SUPPLIES 14,357 14,117 26,000 22,000 22,000 -15.38% 0101910-554081 CAR AND TRUCK SUPPLIES 1,576 213 600 600 600 0.00% 0101910-554082 TIRES 575 0 200 200 200 0.00% 0101910-554083 GAS AND OIL 1,271 1,354 2,000 2,000 2,000 0.00% 0101910-554084 POWERED EQUIPMENT SUPPLIES 0 1,234 1,000 1,000 1,000 0.00% 0101910-554086 GENERATOR FUEL 812 0 2,000 2,000 2,000 0.00% 0101910-55410 UNIFORMS & WEARING APPAREL 2,032 2,218 3,000 2,800 2,800 -6.67% 0101910-55411 BOOKS & SUBSCRIPTIONS 0 0 400 400 400 0.00% 0101910-55413 OTHER OPERATING SUPPLIES/CHEMICALS 130,222 160,808 257,500 225,000 250,000 -2.91% 0101910-55504 TRAVEL (CONVENTION & EDUCATION) 198 150 750 750 750 0.00% 0101910-55651 TAXES 0 34,637 72,000 70,000 70,000 -2.78% 0101910-55801 DUES & ASSOCIATION MEMBERSHIPS 0 0 200 200 200 0.00% 0101910-57002 FURNITURE & FIXTURES 7,265 1,162 5,000 5,000 5,000 0.00% 0101910-57005 MOTOR VEHICLES & EQUIPMENT 2,875 0 10,000 10,000 10,000 0.00% 0101910-57007 ADP EQUIPMENT 8,032 19,276 12,000 6,000 10,000 -16.67% TOTAL WATER TREATMENT $1,103,798 $1,162,601 $1,396,550 $1,327,211 $1,374,927 -1.55%

D -  CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

WATER SYSTEM 0101920-51001 SALARIES $214,057 $223,511 $251,514 $250,000 $266,139 5.81% 0101920-51002 SALARIES - OVERTIME 8,883 7,935 9,000 9,000 9,000 0.00% 0101920-51003 PART-TIME SALARIES 0 0 2,000 2,000 2,000 0.00% 0101920-52001 FICA 16,129 16,151 20,082 19,800 21,201 5.57% 0101920-52002 RETIREMENT [VRS] 38,427 21,897 35,169 32,950 36,448 3.64% 0101920-52005 HEALTHCARE 63,105 85,212 95,000 94,680 103,349 8.79% 0101920-52006 GROUP LIFE INSURANCE 2,686 2,904 3,270 3,044 3,465 5.96% 0101920-52010 WORKERS COMPENSATION 8,147 7,016 8,100 7,819 8,100 0.00% 0101920-52016 TRAINING 1,186 0 900 900 900 0.00% 0101920-53002 PROFESSIONAL SERVICE OTHER 15,274 11,731 14,000 14,000 14,000 0.00% 0101920-530041 MAINTENANCE, CARS AND TRUCKS 4,575 9,234 4,000 4,000 4,000 0.00% 0101920-530044 MAINTENANCE, POWERED EQUIPMENT 0 33 1,000 1,000 1,000 0.00% 0101920-530045 MAINTENANCE, WATER METERS 8,851 3,538 5,000 5,000 5,000 0.00% 0101920-53005 MAINTENANCE, SERVICE CONTRACTS 300 300 2,000 2,000 2,000 0.00% 0101920-53008 LAUNDRY & DRY CLEANING 3,165 2,850 4,000 3,000 4,000 0.00% 0101920-53010 STATE WATERWORKS ASSESSMENT 12,425 12,458 13,000 13,000 13,000 0.00% 0101920-55201 POSTAGE 2,604 2,539 2,600 2,700 2,700 3.85% 0101920-55203 TELECOMMUNICATION 3,194 3,245 4,500 4,500 4,500 0.00% 0101920-55204 RADIO 360 540 500 600 600 20.00% 0101920-55301 BOILER 314 305 500 305 350 -30.00% 0101920-55302 FIRE 6,017 6,684 6,300 6,780 6,800 7.94% 0101920-55305 MOTOR VEHICLES 3,099 3,196 5,600 3,452 3,600 -35.71% 0101920-55308 GENERAL LIABILITY 6,499 4,810 8,500 5,015 7,000 -17.65% 0101920-55401 OFFICE SUPPLIES 703 943 800 800 800 0.00% 0101920-55405 JANITORIAL SUPPLIES 173 337 1,000 500 500 -50.00% 0101920-55407 REPAIR & MAINTENANCE SUPPLIES 1,397 101 1,000 700 1,000 0.00% 0101920-554081 CAR AND TRUCK SUPPLIES 7,828 6,562 8,000 8,000 8,000 0.00% 0101920-554082 TIRES 1,888 1,892 1,500 1,500 1,500 0.00% 0101920-554083 GAS AND OIL 9,999 10,191 18,000 14,000 16,000 -11.11% 0101920-554084 POWERED EQUIPMENT SUPPLIES 120 43 1,500 800 1,000 -33.33% 0101920-55410 UNIFORMS & WEARING APPAREL 2,844 3,356 4,000 4,000 4,000 0.00% 0101920-55413 OTHER OPERATING SUPPLIES 66,992 50,877 57,000 57,000 60,000 5.26% 0101920-55417 WATER METERS 31,093 25,338 24,500 25,500 25,500 4.08% 0101920-55504 TRAVEL (CONVENTION & EDUCATION) 0 0 600 600 600 0.00% 0101920-57001 MACHINERY & EQUIPMENT 3,157 6,008 11,000 10,000 11,000 0.00% 0101920-57005 MOTOR VEHICLES & EQUIPMENT 2,760 0 11,000 10,000 10,000 -9.09% 0101920-57007 ADP EQUIPMENT 0 0 500 500 500 0.00% 0101920-58001 LEASE/RENT EQUIPMENT 0 4,453 3,000 3,000 3,000 0.00% TOTAL WATER SYSTEM $548,251 $536,190 $639,935 $622,445 $662,552 3.53%

D -  CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2019

ACTUAL ACTUAL BUDGET ESTIMATED ADOPTED % over ACCOUNT DESCRIPTION FY 2016 FY 2017 FY 2018 FY 2018 FY 2019 FY18 Budget

SEWAGE SYSTEM 0101940-51001 SALARIES $244,745 $244,914 $239,281 $262,000 $207,964 -13.09% 0101940-51002 SALARIES - OVERTIME 11,625 8,785 5,000 8,000 8,000 60.00% 0101940-52001 FICA 18,098 17,855 18,688 20,200 16,521 -11.59% 0101940-52002 RETIREMENT [VRS] 38,819 24,003 33,381 34,000 28,478 -14.69% 0101940-52005 HEALTHCARE 73,204 77,280 77,200 69,876 76,264 -1.21% 0101940-52006 GROUP LIFE INSURANCE 2,688 3,101 3,104 3,206 2,707 -12.78% 0101940-52010 WORKERS COMPENSATION 306 263 320 293 320 0.00% 0101940-53002 PROFESSIONAL SERVICE-OTHER 11,546 20,484 14,000 14,000 14,000 0.00% 0101940-530041 MAINTENANCE, CARS AND TRUCKS 0 0 500 500 500 0.00% 0101940-530042 MAINTENANCE, BUILDINGS 0 1,652 5,000 4,000 4,000 -20.00% 0101940-530044 MAINTENANCE, POWERED EQUIPMENT 10,355 7,232 10,000 8,000 10,000 0.00% 0101940-53005 MAINTENANCE SERVICE CONTRACTS 0 0 5,000 2,000 2,000 -60.00% 0101940-53008 LAUNDRY & DRY CLEANING 176 175 1,000 700 700 -30.00% 0101940-53032 HRSD SEWAGE 1,948,347 2,254,111 1,930,000 2,180,000 2,240,000 16.06% 0101940-55101 ELECTRICITY 35,527 32,730 34,000 34,000 34,000 0.00% 0101940-55102 HEATING 1,532 1,720 1,600 1,600 1,600 0.00% 0101940-55203 TELECOMMUNICATION 10,665 10,142 12,000 12,000 12,000 0.00% 0101940-55204 RADIO 360 540 300 600 600 100.00% 0101940-55301 BOILER INSURANCE 314 305 500 305 305 -39.00% 0101940-55302 FIRE INSURANCE 1,755 1,950 2,000 1,978 2,000 0.00% 0101940-55308 GENERAL LIABILITY INSURANCE 6,499 4,810 12,000 5,016 7,000 -41.67% 0101940-55401 OFFICE SUPPLIES 213 0 300 300 300 0.00% 0101940-55405 JANITORIAL SUPPLIES 29 56 500 200 200 -60.00% 0101940-55407 REPAIR & MAINTENANCE SUPPLIES 11,846 3,014 20,000 20,000 20,000 0.00% 0101940-554081 CAR AND TRUCK SUPPLIES 1,894 1,074 3,000 3,000 3,000 0.00% 0101940-554082 TIRES 288 0 800 800 800 0.00% 0101940-554083 GAS AND OIL 2,775 2,861 6,500 4,000 6,000 -7.69% 0101940-554084 EQUIPMENT SUPPLIES 16 780 4,400 2,000 4,400 0.00% 0101940-554086 GENERATOR FUEL 0 0 1,000 1,000 1,000 0.00% 0101940-55410 UNIFORMS & WEARING APPAREL 811 1,159 1,000 1,400 1,400 40.00% 0101940-55413 OTHER OPERATING SUPPLIES 33,090 25,198 32,000 32,000 33,000 3.13% 0101940-55504 TRAVEL (CONVENTION & EDUCATION) 0 0 300 300 300 0.00% 0101940-57005 MOTOR VEHICLES & EQUIPMENT 8,055 0 14,000 10,000 14,000 0.00% 0101940-57007 ADP EQUIPMENT 0 0 500 500 500 0.00% 0101940-58001 LEASE / RENT EQUIPMENT 3,225 1,547 1,000 1,000 1,000 0.00% TOTAL SEWAGE SYSTEM $2,478,803 $2,747,741 $2,490,174 $2,738,774 $2,754,859 10.63%

DEBT SERVICE 0101970-55839 INTEREST PAYMENTS $217,993 $131,860 $179,698 $159,376 $220,993 22.98% TOTAL DEBT SERVICE $217,993 $131,860 $179,698 $159,376 $220,993 22.98%

PURCHASED SERVICES 0101985-53015 NNWW - PURCHASE OF WATER $0 0 $100,000 $0 $100,000 0.00% 0101985-53016 NNWW - SUPPLEMENTAL WATER-MTCE $0 0 $0 $0 $0 0.00% TOTAL PURCHASED SERVICES $0 $0 $100,000 $0 $100,000 0.00%

TOTAL UTILITY FUND EXPENSES $6,139,236 $6,392,645 $6,792,220 $6,855,352 $7,312,493 7.66%

D -  CITY OF WILLIAMSBURG TOURISM FUND BUDGET - FISCAL YEAR 2019

ADOPTED ACCOUNT DESCRIPTION FY 2019

REVENUES

0030002-44100 SALES TAX $1,947,000 0030002-42050 LODGING $2 1,130,000 0030002-41121A TRANSFER FROM GENERAL FUND 2,205,000

TOTAL REVENUES $5,282,000

EXPENDITURES ADMINISTRATIVE 0033900-51001 SALARIES $45,000 0033900-52001 FICA 3,443 0033900-52002 RETIREMENT [VRS] 6,201 0033900-52005 HEALTHCARE 20,794 0033900-52006 GROUP LIFE INSURANCE 590 0033900-52016 TRAINING 1,000 0033900-53002 PROFESSIONAL SERVICES 20,000 0033900-53004-3 MAINTENANCE, OFFICE EQUIPMENT 1,000 0033900-53006 PRINTING 1,000 0033900-55201 POSTAGAE 1,000 0033900-55203 TELECOMMUNICATIONS 500 0033900-55401 OFFICE SUPPLIES 500 0033900-55411 BOOKS & SUBSCRIPTIONS 500 0033900-55411 OTHER OPERATING SUPPLIES 0 0033900-55501 TRAVEL - MILEAGE 1,000 0033900-55504 TRAVEL - CONFERENCES 2,000 0033900-55801 DUES & ASSOC. MEMBERSHIPS 500 TOTAL ADMINISTRATIVE EXPENDITURES $105,027

TOURISM MARKETING MAINTENANCE OF EFFORT 0033910-62015 HOTEL/MOTEL ASSOCIATION $10,000 0033910-62065 WMSBG CHAMBER/TOURISM ALLIANCE 800,000 0033910-62070 COLONIAL WMSBG FOUNDATION 1,300,000 0033910-62020 KINGSMILL CHAMPIONSHIP 15,000 0033910-63020 VA ARTS FESTIVAL 80,000 TOTAL TOURSIM MARKETING MAINTENANCE OF EFFOR $2,205,000

TOURISM DEVELOPMENT 0033920-65010 TOURISM CONTINGENCY MARKETING FUND $50,000 0033920-63125 AN OCCASION FOR THE ARTS 25,000 0033920-63150 CULTUREFIX 75,000 0033920-65020 DOWNTOWN VIBRANCY IMPLEMENTATION 150,000 0033920-65030 HISTORIC TRIANGLE MARKETING FUND 565,000 0033920-65040 TOURSIM DEVELOPMENT GRANT PROGRAM 2,106,973 TOTAL TOURISM DEVLEOPMENT $2,971,973

TOTAL EXPENDITURES $5,282,000

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D - 6 INTRODUCTION

The Capital Improvements Projects of the City of Williamsburg are administered through two funds, the Sales Tax Fund for general improvements, and the Utility Fund for water and sewer projects. Since 1991, the City has projected five year capital project requirements of all departments. The current year's projects are funded by City Council, with the remaining four years shown for planning purposes only. At year end, the funding for any uncompleted project is encumbered as necessary, and presumed to be finished in the next fiscal year.

Revenues of the Sales Tax Fund are derived from the 1% Sales Tax that is collected and distributed monthly by the state. All taxable purchases in the Hampton Roads area of Virginia are charged at the rate of 6%, one percent of which is returned to localities by law. It has been the policy of the City Council for over 25 years to use this revenue to fund general capital projects in the City. Examples of projects completed with the use of these funds are schools, municipal buildings, land acquisitions, roads, vehicles, and equipment. It is a general fund type, and combined with the General Fund for financial statement presentation. For budgeting purposes management has traditionally chosen to keep it separate because of its capital project nature.

Interest earnings of the General Fund are accounted for in the Sales Tax Fund. In the past the operating budgets experienced drastic swings in these revenues caused by extreme changes in interest rates, tending to skew operating budgets. This approach helps stabilize operations for comparison each year. On the spending side, the City’s annual paving program is included as a capital expenditure in this fund because of its capital nature, and also to minimize the skewing effect on operations over time. As noted above, the Sales Tax Fund is ultimately included in the General Fund for financial statement presentation as required by generally accepted accounting principles.

Revenues of the Utility Fund are used to fund capital improvements, as well as operating costs, for the water and sewer systems.

Capital project detail sheets include a reference to one or more of the specific City Council’s Goals, Initiatives and Outcomes for the 2017 and 2018 Biennium the project will contribute toward.

CONTENTS

Page General Capital Improvements - Sales Tax Fund ...... E-2 - E-40 Water and Sewer Capital Improvements - Utility Fund ...... E-41 - E-50 Vehicle Replacement Plan ...... E-51 - E-69 Planning Commission Correspondence ...... E-70 - E-75 Operating Cost Impact of Capital Projects ...... E-76 - E-77

E - 1 CITY OF WILLIAMSBURG GENERAL CAPITAL IMPROVEMENT PROJECTS - FISCAL YEAR 2019

ACTUAL ESTIMATED ADOPTED FY 2017 FY 2018 FY 2019 REVENUES: 1% SALES TAX 4,388,595 4,400,000 $4,400,000 INTEREST EARNINGS 167,087 150,000 160,000 GRANTS 1,124,608 65,000 1,190,000 WRL FOUNDATION-STRYKER CTR 166,667 166,666 0 STORMWATER MGT 13,200 0 0 BOND PROCEEDS - PUBLIC SAFETY 0 13,000,000 0 TRANSFER - COURTHOUSE MTCE 11,032 0 40,000 TRANSFER - EDA 0 75,000 0 TRANSFER - UTILITY FUND 0 500,000 0 TRANSFER FROM (TO) RESERVES 4,934,348 -10,024,642 1,649,883 TOTAL REVENUES $10,805,537 $8,332,024 $7,439,883

EXPENDITURES: PUBLIC WORKS 2,447,498 $2,293,984 $1,927,437 POLICE 366,253 192,315 296,315 FIRE 446,676 992,000 1,200,000 RECREATION-OPEN SPACE 281,247 382,809 203,000 GENERAL GOVERNMENT 4,414,247 174,352 170,000 CONTINGENCY 163,536 264,039 200,000 LIBRARY 133,666 321,334 268,740 SCHOOLS 1,304,798 2,500,000 1,481,379 COURTHOUSE 11,032 0 40,000 DEBT SERVICE 1,236,584 1,211,191 1,653,012 TOTAL EXPENDITURES $10,805,537 $8,332,024 $7,439,883

General Capital Improvement Projects (Sales Tax) Fund FY 2019

Public Works 25.9%

Police 4.0% Debt Service 22.2% General Gov't 2.3%

Fire 16.1% Library 3.6% Recreation Courthouse Schools 2.7% 0.5% 19.9% Contingency 2.7%

E - 2 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2019 - 2023

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

FOR PLANNING PURPOSES Adopted Budget Estimated Carryover FY 2019 thru FY 2018 from FY 2018 FY 2020 FY 2021 FY 2022 FY 2023 Five Year Total CAPITAL REVENUES State 1% Sales Tax 4,400,000 4,400,000 4,400,000 4,400,000 4,400,000 4,400,000 22,000,000 Interest Earnings 150,000 160,000 160,000 160,000 160,000 160,000 800,000 Courthouse Maintenance Fund - Transfer 40,000 ------40,000 VDOT - Revenue Sharing, Urban, and Other (Ironbound Road P1) 1,701,417 ------0 VDOT - Excess Urban Allocation (Capitol Landing Road Redesign) 1,988,871 ------0 VDOT - Revenue Sharing (Capitol Landing Road Redesign) -- -- 1,371,129 ------1,371,129 VDOT - Smart Scale (Cap. Landing Rd. / Bypass Rd. Intersection) ------2,144,760 -- 2,144,760 VDOT - Grant (Monticello Avenue Multi-Use Path) -- -- 1,000,000 ------1,000,000 VDOT - Grant (Francis Street Sidewalk/Trail) -- 208,250 ------208,250 VDOT - Smart Scale (Ironbound Road P2) ------1,922,700 -- 1,922,700 VDOT - Smart Scale (Ironbound Road P3) ------3,312,400 -- 3,312,400 William & Mary (Monticello Avenue Multi-Use Path) -- -- 125,000 ------125,000 VDOT - Federal Funding - (HSIP - Flashing Yellow Arrow) ------97,940 145,060 243,000 Comm. of VA - Aid to Localities Grant (Fire Equipment) 45,000 -- 45,000 45,000 45,000 45,000 45,000 225,000 Comm. of VA - Four for Life Grant (EMS Training & Equipment) 20,000 -- 20,000 20,000 20,000 20,000 20,000 100,000 Bond Proceeds (Core Public Safety Services Facilities) 13,000,000 ------0 Williamsburg Regional Library Foundation-Stryker Center Grant 166,666 ------0 W-JCC Schools Contribution (Ironbound P1) 288,600 ------Transfer from EDA (Economic Development Strategic Plan) 75,000 ------0 Transfer from Utility Fund (Capitol Landing Road Redesign) 500,000 -- -- 500,000 ------500,000 Total Revenues 18,356,666 3,978,888 5,790,000 6,704,379 4,625,000 12,102,800 4,770,060 33,992,239

CAPITAL EXPENDITURES Public Works Street Construction Repaving Program 475,000 -- -- 250,000 475,000 475,000 475,000 1,675,000 Ironbound Road Improvements (Phase I, II, & III) 1,000,000 2,448,299 ------5,235,100 -- 5,235,100 Capitol Landing Road & Bypass Road Intersection ------2,144,760 -- 2,144,760 Traffic Signals ------97,940 145,060 243,000 Bridge Inspections 178,754 -- 350,000 ------350,000 Corridor Enhancement & Underground Wiring Capitol Landing Road Redesign -- -- 590,000 1,400,000 1,470,000 2,900,000 -- 6,360,000 Monticello Avenue Redesign -- 4,167,563 832,437 ------832,437 Pedestrian & Bicycle Improvements Sidewalk Construction 15,230 -- -- 298,250 275,000 -- 573,250 Monticello Avenue Multi-Use Trail -- 1,250,000 ------0 Strawberry Plains & John Tyler Multi-Use Trail ------30,000 -- 30,000 Stormwater Management Stormwater Infrastructure Improvements 50,000 60,000 70,000 ------70,000 Total Public Works 1,718,984 7,925,862 1,842,437 1,948,250 2,220,000 10,882,800 620,060 17,513,547

Recreation, Culture & Open Space Facilities Kiwanis Park -- 0 50,000 60,000 75,000 -- -- 185,000 E - 3

ADOPTEDCIPͲFY2018 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2019 - 2023

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

FOR PLANNING PURPOSES Adopted Budget Estimated Carryover FY 2019 thru FY 2018 from FY 2018 FY 2020 FY 2021 FY 2022 FY 2023 Five Year Total Quarterpath Park 254,809 -- 150,000 45,000 ------195,000 Waller Mill Park 128,000 -- -- 50,000 85,000 -- -- 135,000 Total Recreation, Culture & Open Space 382,809 0 200,000 155,000 160,000 0 0 515,000

Public Safety Facilities Fire Station Renovation -- 750,000 530,000 6,970,000 2,750,000 -- -- 10,250,000 Police Station Renovation -- 350,000 -- 1,805,555 1,444,450 -- -- 3,250,005 E-911 Regional Center Expansion 45,000 -- 45,000 45,000 45,000 45,000 45,000 225,000 Equipment Firefighting Equipment 285,000 -- 45,000 45,000 45,000 45,000 45,000 225,000 EMS Equipment 132,000 -- 25,000 25,000 25,000 25,000 25,000 125,000 Law Enforcement Equipment 51,315 -- 51,315 51,315 51,315 51,315 51,315 256,575 Parking Study Implementation 200,000 62,954 ------0 Total Public Safety 713,315 1,162,954 696,315 8,941,870 4,360,765 166,315 166,315 14,331,580

Community & Economic Development Planning Comprehensive Plan Update 10,000 30,000 ------0 Economic Development Economic Development Strategic Plan Update -- 75,000 ------0 Arts District Viability Study ------50,000 50,000 Redevelopment & Housing City Housing Renovation 40,000 -- 50,000 ------50,000 Total Community & Economic Development 50,000 105,000 50,000 0 0 50,000 0 100,000

General Government Facilities & Land Human Services Front Window Update 20,000 0 ------0 Cedar Grove Cemetery Expansion ------40,000 ------40,000 Technology PC Replacement Program 30,000 -- 0 30,000 30,000 30,000 30,000 120,000 Virtual Server Replacement -- -- 90,000 ------90,000 Enterprize Resource Planning (ERP) System Replacement 250,000 Vehicles Vehicle Replacement Plan 1,140,352 -- 918,000 428,000 458,000 615,000 200,000 2,619,000 Total General Government 1,170,352 270,000 1,008,000 498,000 488,000 645,000 230,000 2,869,000

Agencies & Interjurisdictional Facilities Williamsburg Regional Library Renovations -- -- 60,000 ------60,000 Williamsburg Regional Library Mechanical Systems 321,334 208,740 ------208,740 Courthouse Maintenance Projects -- -- 40,000 ------40,000 Schools School System Capital Contribution 2,500,000 1,750,308 1,481,379 220,685 2,453,235 504,151 730,419 5,389,870

E - 4

ADOPTEDCIPͲFY2018 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2019 - 2023

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

FOR PLANNING PURPOSES Adopted Budget Estimated Carryover FY 2019 thru FY 2018 from FY 2018 FY 2020 FY 2021 FY 2022 FY 2023 Five Year Total Total Agencies & Interjurisdictional 2,821,334 1,750,308 1,790,119 220,685 2,453,235 504,151 730,419 5,698,610

Contingency & Debt Service Contingency Capital Project Contingency 100,000 148,000 200,000 200,000 200,000 200,000 200,000 1,000,000 Biennial GIOs Planning Initiatives 164,039 161,000 ------0 Outstanding Bonded Debt Principal Payments 1,029,676 -- 907,571 954,465 792,797 833,032 873,144 4,361,009 Interest Payments 181,515 -- 745,441 679,033 638,818 598,173 555,518 3,216,983 Total Contingency & Debt Service 1,475,230 309,000 1,853,012 1,833,498 1,631,615 1,631,205 1,628,662 8,577,992

Total Capital Expenditures 8,332,024 11,523,124 7,439,883 13,597,303 11,313,615 13,879,471 3,375,456 49,605,729

Beginning Fund Balance (General & Sales Tax Funds) 31,310,088 Add Revenues, Grants, and Bond Proceeds 22,335,554 5,790,000 6,704,379 4,625,000 12,102,800 4,770,060 Less CIP Projects & Debt Service -8,332,024 -7,439,883 -13,597,303 -11,313,615 -13,879,471 -3,375,456 Less FY 2018 Carryover Projects -11,523,124 Subtotal 33,790,494 32,640,611 26,247,687 20,059,072 18,782,400 20,677,004 Estimated Operating Fund Surplus each year 500,000 500,000 500,000 500,000 500,000 500,000 Estimated Fund Balance at June 30th: 34,290,494 33,140,611 26,747,687 20,559,072 19,282,400 21,177,004 Fisacl Policy Fund Balance Calculation NonSpendable $ 3,186,974 $ 3,190,161 $ 3,193,351 $ 3,196,544 $ 3,199,741 Restricted $ 825,533 $ 866,810 $ 910,150 $ 955,658 $ 1,003,441 Assigned $ - $ - $ - $ - $ - Unassigned $ 29,128,104 $ 22,690,716 $ 16,455,571 $ 15,130,198 $ 16,973,822 Percentage of 2017 CAFR Operating ($36,142,516) [35% required] 81% 63% 46% 42% 47%

E - 5

ADOPTEDCIPͲFY2018 City Council Goal: N/A City Council Initiative: N/A

Category: Public Works

Project Title: Repaving Program

Project Description: As needed the City budgets in the CIP for repaving of the roads that are in need of substantial repair. This is done on rotation and the actual expense is dependent on the streets or sections of street selected for work. Streets are selected based on an annual street survey conducted by the department. FY19 does not include resurfacing projects or repair. Costs are expected to resume annually in FY20.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $250,000 $475,000 $475,000 $475,000 $1,675,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion. Repaving reduces long-term fiscal impacts as preventative maintenance reduces larger reactive maintenance expenses.

E - 6 City Council Goal: I. Character of the City, III: Transportation City Council Initiative: A. Underground Utilities, B. Road Improvements

Category: Public Works – Street Construction

Project Title: Ironbound Road Improvements (Phase I, II, & III)

Project Description: Ironbound Road is being reconstructed in three (3) phases. Phase 1 includes the redesign of the Longhill Road intersection and the relocation of Longhill Road. This project is under construction and is being coordinated with the opening of James Blair School and will provide better access for the Aldi store and the out parcels in that development. The total cost of the project is $3,500,000 which has been previously budgeted and any remaining funds will be carried over to FY19 for the completion of Phase 1.

Phase 2 (FY22) of the Ironbound Road project will include the redesign and improvement of the Richmond Road to Longhill Road section. The improvement planned includes dual left turn lanes onto Richmond Road and Coordination of the traffic signals at Richmond Road and Longhill Road. This phase will be completely funded through the VDOT Smart Scale program for $1,922,700.00.

The third phase (FY22) of the Ironbound Road project will feature the redesign and improvement from Longhill Road to Treyburn Drive section. The planned improvement includes a roadway with three (3) lanes, pedestrian/bicycle improvements, streetlights, and underground wiring. This phase will be completely funded through the VDOT Smart Scale program for $3,312,400.00.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $5,235,100 $5,235,100

Fiscal Impact: The fiscal impact from these projects will be negligible. Despite adding pavement and additional lanes, increased maintenance and revenue will be minimal.

E - 7 City Council Goal: I. Character of the City, III: Transportation City Council Initiative: D. Northeast Triangle, F. Undergrounding Utilities, H. Open Space Preservation and Commercial Site Assembly, G. Entry Corridor Beautification, A. Pedestrian and Bicycle Connectivity and Improvements, B. Road Improvements,

Category: Public Works – Street Construction

Project Title: Capitol Landing Road & Bypass Road Intersection

Project Description: Capital Landing Road is being reconstructed as part of an effort to encourage redevelopment along this gateway corridor. The project includes two (2) anchor intersections. The Capitol Landing and Bypass Roads intersection is the western terminus of the redevelopment project. The redesign includes a standard, signalized, 90- degree “T” intersection, which will create a focal point and a new development pad along the southwestern edge of the intersection. The City was awarded Smart Scale funds from VDOT which will provide 100% of the required funding for this project in FY22.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $2,144,760 $2,144,760

Fiscal Impact: The ongoing fiscal impact from this project will be negligible. Despite adding pavement and additional lanes, increased maintenance will be de minimis. The potential for additional revenue exists if a new development pad results post construction.

E - 8 City Council Goal: N/A City Council Initiative: N/A

Category: Public Works – Street Construction

Project Title: Traffic Signals – Flashing Yellow Arrow

Project Description: The city has applied for FY19 federal Highway Safety Improvement Program (HSIP) funds to install “flashing yellow arrow” (FYA) indications for 12 of the 17 traffic signals in the City. The remaining 5 signals are unsuitable for the FYA signals. The flashing yellow arrows provide for a more intuitive left turning motion than the currently used “yield on green ball” indicators and many studies have shown that a safer roadway system results from their use.

The cost for the project is $243,000, which if awarded, will be 100% HSIP dollars.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $97,940 $145,060 $243,000

Fiscal Impact: New signals will increase the operations and maintenance budget for traffic signals; however, more efficient signal operations will provide energy savings.

E - 9 City Council Goal: N/A City Council Initiative: N/A

Category: Public Works – Street Construction

Project Title: Bridge Inspections

Project Description: This project includes the required inspection and resultant maintenance for five (5) bridges. They are located along Page Street, Capitol Landing Road, Merrimac Trail, Bypass Road, and Quarterpath Road. Replacing the expansion joints on Page Street, By-Pass Road and Capitol Landing Road is scheduled for completion in FY18. In addition to the biennial inspections, replacement of the Page Street bridge bearings is scheduled for FY19 along with the decks being sealed on By- Pass Road and Capital Landing Road bridges for a total of $350,000.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $350,000 $350,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability reduced maintenance costs.

E - 10 City Council Goal: I. Character of the City, III: Transportation City Council Initiative: D. Northeast Triangle, F. Undergrounding Utilities, H. Open Space Preservation and Commercial Site Assembly, G. Entry Corridor Beautification, A. Pedestrian and Bicycle Connectivity and Improvements, B. Road Improvements,

Category: Public Works – Corridor Enhancement & Underground Wiring

Project Title: Capitol Landing Road Redesign

Project Description: Using the “complete streets” design standard Capitol Landing Road between Merrimac Trail and Bypass Road will be redesigned to include accommodations for vehicles, mass transit, bicycles, and pedestrians. This project may include the reduction of lanes and will include the installation of wider sidewalks, underground wiring, and new streetlights. The total project budget is $6,360,000. $1,988,871 in excess VDOT funds from completed transportation projects was shifted to the project in FY18. The city has applied for $1,371,129 in FY19 VDOT Revenue Sharing funds that have yet to be approved. The remaining balance will be funded through $2,500,000 in CIP funds and $500,000 from the Utility Fund. These local funds will provide the necessary match requirements for grants received.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $590,000 $1,400,000 $1,470,000 $2,900,000 $6,360,000

Fiscal Impact: The fiscal impact from this project will be positive. Despite adding pavement and additional features, increased maintenance will be minimal. The additional revenue created by new business development and expansion of existing businesses will be strong.

E - 11 City Council Goal: III. Transportation City Council Initiative: B. Road Improvements

Category: Public Works – Corridor Enhancement & Underground Wiring

Project Title: Monticello Avenue Redesign

Project Description: As the discussion of the redevelopment of the Williamsburg Shopping Center progresses and in support of a City Council goal, Monticello Avenue will be redesigned. When complete, it will include a roadway featuring three (3) lanes, parallel parking, a two-way cycle track, a new traffic signal and wide sidewalks with amenities such as bike racks, benches, landscaping, and trash receptacles. At present, the project’s total budget is estimated at $5,000,000. $4,167,563 will be carried over from FY18, leaving $832,437 budgeted for FY19 to complete the project. The project is slated for construction in conjunction with the Williamsburg Shopping Center redevelopment project with completion in the summer of 2019.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $832,437 $832,437

Fiscal Impact: The fiscal impact from this project will be positive. Despite adding pavement and additional features, increased maintenance will be minimal. The additional revenue created by new business development and expansion of existing businesses will be strong.

E - 12 City Council Goal: III. Transportation City Council Initiative: A. Pedestrian and Bicycle Connectivity Improvements, B. Road Improvements

Category: Public Works – Pedestrian and Bicycle Improvements

Project Title: Sidewalk Construction

Project Description: The Francis Streetwalk/Trail project will provide pedestrian and/or bicycle accommodations between Nassau Street and South England Street and is planned concurrently with the completion of the DeWitt-Wallace Gallery expansion. The total length is approximately 1,190 feet along Francis Street within the historic area. The existing pedestrian facility is a gravel path that frequently becomes impassable in heavy weather and does not meet ADA requirements.

The route also lies along recommended Segment Rec-1E of the Birthplace of America Trail (BoAT, a planned extension of the Capital Trail, which will run from Jamestown and pass through Williamsburg and Yorktown before terminating at Fort Monroe in Hampton. As result, converting the sidewalk to a multi-use trail will be considered as a part of the project’s design.

The City has applied for Transportation Alternatives (TA) Set-Aside funding in FY20. TA funds are an 80% grant and require a minimum 20% local match. To improve the potential for award of the grant funds, the city has proposed a 30% match ($90,000) towards the estimated $298,250 project budget.

FY21 includes a project that will feature new sidewalks in the Arts District along the side streets connecting Lafayette Street and Richmond Road at a cost of $275,000. Bacon, Shirley, and Wythe Avenues have sidewalks on one (1) side of the street. This funding will provide dual sidewalks on all five (5) Avenues.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $298,250 $275,000 $573,250

Fiscal Impact: Beyond the initial costs of construction, the fiscal impact from this project will be negligible.

E - 13 City Council Goal: III. Transportation City Council Initiative: A. Pedestrian and Bicycle Connectivity Improvements, B. Road Improvements

Category: Public Works – Pedestrian and Bicycle Improvements

Project Title: Monticello Avenue Multi-Use Trail

Project Description: The Monticello Avenue Multi-use Trail was approved for Transportation Alternatives Program (TAP) funding to allow construction in FY19. This 4,200 foot long lighted facility will run from the entrance to the William and Mary School of Education to Ironbound Road. The estimated cost for the project is $1,250,000. The grant will cover 80% of the total cost or $1,000,000 and the College of William and Mary will provide 10%, and the city will provide the final share of 10% ($125,000). This facility will serve City residents and William and Mary students who currently use the corridor to travel between the Midtown area of the City, the Campus, and the New Town area of James City County. All of the estimated costs are included in the FY18 carryover amount. Project design is underway in FY18 with construction expected in FY19.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total

Fiscal Impact: Beyond the costs of construction, this project will not have a fiscal impact. This section of Monticello Avenue is owned and maintained by VDOT. They will also maintain the new multi-use path.

E - 14 City Council Goal: III. Transportation City Council Initiative: A. Pedestrian and Bicycle Connectivity Improvements

Category: Public Works – Pedestrian and Bicycle Improvements

Project Title: Strawberry Plains & John Tyler Multi-Use Trail

Project Description: The Planning Commission has encouraged the construction of a 1.5 mile± multi-use path connecting to John Tyler Lane and the Strawberry Plains residential area. Additionally, the GIO’s call for the consideration of a multi-use trail along Strawberry Plains Road that would connect to the proposed Monticello Avenue multi-use trail. The planned expense of $30,000 in FY22 will fund a study of the proposed project to help identify the best route and construction estimates.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $30,000 $30,000

Fiscal Impact: Beyond the costs of the study, this project’s long-term fiscal impact is unknown at this time. The design will determine fiscal risk.

E - 15 City Council Goal: VII. Environmental Sustainability City Council Initiative: A. Stormwater Management, B. Sanitary Sewer System Rehabilitation

Category: Public Works – Stormwater Management

Project Title: Stormwater Infrastructure Improvements

Project Description: A new 5-year MS4 Permit will be issued in FY19 but is not significantly different from the previous MS4 Permit. The City is budgeting $70,000 in FY19 to accommodate needed improvements to the stormwater system. Such improvements may include erosion control, drainage system improvements (piping, inlets, ditches, curbing, etc.), stormwater management facilities, and renovation of shouldered/ditched roadways.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $70,000 $70,000

Fiscal Impact: Beyond the costs of construction, this project will not have a fiscal impact. The additional maintenance costs will likely be negligible.

E - 16 City Council Goal: VI. Recreation and Culture City Council Initiative: B. Parks and Open Space

Category: Recreation, Culture, and Open Space

Project Title: Kiwanis Park

Project Description: Improvements planned for Kiwanis Park over the next five years include repair and resurface the tennis courts ($50,000) in FY19. FY20 projects will include replacing the tennis court fence ($60,000). Finally, in FY21 conversion of the softball infields from a sand based system to a soil based system will improve safety and drainage.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $50,000 $60,000 $75,000 $185,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and reduced maintenance of any new improvements. New playing surfaces will reduce liability for injury due to maintenance issues.

E - 17 City Council Goal: VI. Recreation and Culture City Council Initiative: A. Planning, Compliance, and Connectivity C. Recreation Facilities and Programs

Category: Recreation, Culture, & Open Space

Project Title: Quarterpath Park

Project Description: Improvements are planned for Quarterpath Park over the next five (5) years. During FY19, improvements include replacing softball bleachers on fields #2 and #3, cover dugouts, replace player benches, and water fountains ($150,000). Additional improvements include, in FY20, refinishing the gym floor, adding permanent pickleball court lines and refinishing a multi-purpose room floor ($45,000). Implementation of the Parks and Recreation Master Plan should be expected in FY21- FY23 and will be budgeted following completion of the plan. Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $150,000 $45,000 $195,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and reduced maintenance of any new improvements.

E - 18 City Council Goal: VI. Recreation and Culture City Council Initiative: A. Planning, Compliance, and Connectivity

Category: Recreation, Culture, and Open Space

Project Title: Waller Mill Park

Project Description: Waller Mill Park improvements planned for the next five years include renovation of shelters #2 and #4 for accessibility (FY20 $50,000). The playground at shelter #3 will be renovated in FY21 ($85,000).

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $50,000 $85,000 $135,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and reduced maintenance of any new improvements. Reduction in liability is also a fiscal consideration with asset renovation.

E - 19 City Council Goal: IV. Public Safety City Council Initiative: D. Public Safety Facilities and Equipment

Category: Public Safety

Project Title: Fire Station Replacement

Project Description: The Fire Station, constructed in 1978, has planned maintenance costs that are prohibitive given the life of the structure and the capability of the existing station to meet the needs of the department. The station lacks accommodations to include bunkrooms, lockers, office facilities and living quarters to meet minimum needs of staff. The women’s bunkroom accommodates only three beds and has limited space for lockers. Other building space deficiencies exist such as personal protective gear locker area, shop area, apparatus bay, medical storage, and decontamination area. An increase in staff or apparatus at the station will compound the need for additional space. A study of need and current facility conditions provided a recommendation for improvement that has informed these cost estimates. During FY18 the City Council issued bonds to fund the construction of a new fire station. The process is underway with site selection work. The schedule provides for consultant selection in FY18-19 (FY18 carryover $750,000), design during FY19 ($530,000), and construction will begin in FY20 ($6,970,000) completing in FY21 ($2,750,000). The anticipated total cost of this project is $11,000,000.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $530,000 $6,970,000 $2,750,000 $10,250,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including appliances.

E - 20 City Council Goal: IV. Public Safety City Council Initiative: D. Public Safety Facilities and Equipment

Category: Public Safety

Project Title: Police Station Renovation

Project Description: The Police Station constructed in 1978 has gone without major renovation and is due for improvement. The facility currently is suffering from a failing roof, structural decay, and needs safety upgrades. A study of need and current facility capability was completed in FY17. The study provided a recommendation for improvement that has informed the cost estimates for construction. The City Council’s bonding action during 2018 included provision for the renovation of the police station. The project is scheduled to start design work during FY20 with completion expected in FY21. The project includes $350,000 in FY18 carryover monies that were intended for early design costs.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $1,805,555 $1,444,450 $3,250,005

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including appliances.

E - 21 City Council Goal: N/A City Council Initiative: N/A

Category: Public Safety

Project Title: E-911 Regional Center Expansion

Project Description: The City Council approved consolidation of the public safety answering point (PSAP) with York County in February of 2009. This required an expansion of the dispatch center in York County. The City supported costs of that renovation equate to annual debt service of $45,000 in each FY of the CIP. Estimated City savings due to the consolidation equal as much as $200,000 annually.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $45,000 $45,000 $45,000 $45,000 $45,000 $225,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including appliances.

E - 22 City Council Goal: N/A City Council Initiative: N/A

Category: Public Safety

Project Title: Firefighting Equipment (ATL Fire Grant)

Project Description: This project consists of Aid-to-Localities funding and includes future funding estimated at $45,000 in each year for the next four years. State code mandates specific use of these funds, with annual reporting to the Virginia Department of Fire Programs. While it is difficult to forecast specific fire equipment needs, some examples of the type of equipment purchased with this funding includes personal protective equipment, hose, firefighting tools and fire suppression foam.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $45,000 $45,000 $45,000 $45,000 $45,000 $225,000

Fiscal Impact: The availability of grant funds for Fire equipment reduces expenditures in the Fire Department operating budget each year, as these are essential to operations.

E - 23 City Council Goal: N/A City Council Initiative: N/A

Category: Public Safety

Project Title: EMS Equipment (Four-for-Life Grant)

Project Description: This project includes Four-for-Life funding. Use of this funding is limited to providing EMS training and purchasing EMS equipment, and is reported annually to the Virginia Office of Emergency Medical Services. This funding is primarily used to support EMT-Paramedic training, Advanced Cardiac Life Support training and to replace EMS equipment and supplies used on a daily basis. The anticipated expense in each future FY accommodates annual paramedic training and daily EMS supplies.

The five-year projections may vary based on the revenue received by the State.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $25,000 $25,000 $25,000 $25,000 $25,000 $125,000

Fiscal Impact: The availability of grant funds for EMS equipment and training reduces expenditures in the Fire Department operating budget each year, as these are essential to operations.

E - 24 City Council Goal: IV. Public Safety City Council Initiative: F. Community Policing and Engagement with Public Safety

Category: Public Safety

Project Title: Law Enforcement Equipment

Project Description: During FY17 the Police Department launched a body worn camera policy and implemented use of the equipment. The equipment provided under the contract includes non-lethal Taser units, the cameras, docking stations and software. The annual support for the equipment totals $47,000, which will be budgeted in each future FY of the CIP. Additionally, the Department entered into an agreement for the annual provision of the battery cartridges for the units that expire with time. This cost will be $4,315.68 over five years.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $51,315 $51,315 $51,315 $51,315 $51,315 $256,575

Fiscal Impact: The contract for services includes an annual service fee of $47,000 and the battery replacement plan fee of $4,315.68, which will continue to be funded through the CIP. The use of non-lethal devices and response cameras may reduce legal liability for the department.

E - 25 City Council Goal: IV. Public Safety City Council Initiative: E. Parking Program Review

Category: General Government

Project Title: Parking Study Implementation

Project Description: City staff completed an implementation plan for the 2016 parking study during FY18. This plan was presented to the City Council and progress recommended toward year one objectives. The total cost of implementation is expected to be $262,954 or less. The entirety of this budget is provided through FY18 carryover funds. The project is a phased plan that may span several years. The initial phase of this project includes purchase of new parking software, garage hardware and tracking equipment. Money unspent will carryover through full implementation of the plan.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total

Fiscal Impact: Each of three elements of acquisition will require annual maintenance and management fees that will be additional costs for the annual operating budget.

E - 26 City Council Goal: VIII: Citizen Engagement/City Governance City Council Initiative: G. Community Visioning Exercise

Category: Community and Economic Development

Project Title: Comprehensive Plan Update

Project Description: The Virginia State Code requires a jurisdiction to update its Comprehensive Plan every five (5) years. The City’s current plan, adopted in 2013, will need updating in calendar year 2018 to be compliant with Virginia Code. As part of the update, an initiative in the GIO’s is to conduct a community visioning exercise and to develop a methodology to complete the Comprehensive Plan update. CIP funds will provide for a facilitator for the community vision exercise, to contract the update of the economic and population sections of the plan, and for polishing and copying the formal document. City staff will complete the remainder of the work. The Downtown Parking Study, Downtown Vibrancy, Marketing and Design Study, Parks, Recreation and Cultural Master Plan Study and the Bike Share Study will be incorporated into the 2019 Comprehensive Plan. The Department plans to spend $40,000 for this project, $10,000 in FY18 and $30,000 in FY19. The entire cost of this project is funded by carryover funds from FY18.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 Total

Fiscal Impact: The completion of the plan will not have a direct fiscal impact beyond the cost of completion. The plan, as a policy guide, will shape future fiscal decisions.

E - 27 City Council Goal: II. Economic Vitality VIII. Citizen Engagement City Council Initiative: B. Economic Diversification Strategies (EDA) G. Community Visioning Exercise

Category: Community and Economic Development

Project Title: Economic Development Strategic Plan Update

Project Description: The department plans to update the Economic Development strategic Plan in coordination with the Comprehensive Plan update planned for FY19. This will keep these two important documents current with their counterpart’s recommendations. The present plan was adopted in December of 2012. The update shall include the adopted policies and plan recommendations from the Target Industry Analysis of the Greater Williamsburg Partnership, the Downtown Vibrancy, Design and Marketing Plan, Tourism Zone and Culinary Arts District, Midtown conceptual vision, Parks, Recreation, and Culture Master Plan, and like policies and ordinances adopted by the City. A consultant will be engaged to develop a professional plan that will aid the Economic Development Authority in both concentrating its focus and marketing the City to prospects. The total cost of this project is provided through the FY18 Economic Development Authority budget (75,000).

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total

Fiscal Impact: The completion of the plan will not have a direct fiscal impact beyond the cost of completion. The plan, as a policy guide, will shape future fiscal decisions and aid in revenue development through business attraction.

E - 28 City Council Goal: I. Character of the City City Council Initiative: B. Arts District and Midtown

Category: Community and Economic Development

Project Title: Arts District Viability Study

Project Description: The City of Williamsburg created its Arts District in February 2011. The District provides tax incentives and regulatory relief to qualified creative businesses and artists who do business in the District. The intent of this project is to analyze the viability of the Arts District and artist live/work space based on current policy, market demands, property condition, property availability, and property values. A consultant will be engaged to identify recommendations for the City’s next steps for the Arts District.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $50,000 $50,000

Fiscal Impact: The completion of the analysis will not have a direct fiscal impact beyond the cost of completion. The resulting recommendations will shape future fiscal decisions and aid in revenue development through business attraction.

E - 29 City Council Goal: V: Human Services, Health and Education City Council Initiative: E. Transitional Housing

Category: Community and Economic Development

Project Title: City Housing Renovation

Project Description: The city owns four (4) housing units that are leased to city employees in an effort to supply workforce housing. The properties scheduled for renovation include a duplex and a single family dwelling unit located on Longhill Road and a second single family dwelling unit located on Waller Mill Road which is adjacent to the Water Plant. The units on Longhill Road and Waller Mill Road will receive renovations including foundation repair and further kitchen rehab during FY19. The estimated cost of this work is $50,000.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $50,000 $50,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including appliances.

E - 30 City Council Goal: N/A City Council Initiative: N/A

Category: General Government Facilities

Project Title: Human Services Continuing Administrative Area Update

Project Description: This project is intended to update what may be the most visited office in the Municipal Building. The update will improve customer service, ADA compliance and provide risk management for employees. Work includes replacing cubicles in the rear of the front/administrative area to improve traffic flow for staff and clients. This change, coupled with the new window, and removal of a portion of the current wall will make the front area compliant with ADA and State/Federal confidentiality guidelines. This work is funded through FY18 carryover monies.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total

Fiscal Impact: No additional funds are anticipated beyond the work that is scheduled. These improvements will improve safety and work environments consistent with risk management strategies.

E - 31 City Council Goal: II: Economic Vitality City Council Initiative: D. Support Existing Businesses

Category: General Government

Project Title: Cedar Grove Cemetery Expansion

Project Description: This project proposes to study the feasibility of expanding Cedar Grove Cemetery in the future. All of the property surrounding the Cemetery belongs to the College of William and Mary so the city will be coordinating the study with the College.

$40,000 is requested in FY20 for a feasibility study to expand Cedar Grove Cemetery.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $40,000 $40,000

Fiscal Impact: No impact as these are existing facilities.

E - 32 City Council Goal: N/A City Council Initiative: N/A

Category: General Government

Project Title: PC Replacement Program

Project Description: Annually the City follows a PC replacement schedule, replacing those computers that have reached end of life (4 years) or fail during the FY. The department requests $30,000 for this expense in most FY.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $30,000 $30,000 $30,000 $30,000 $120,000

Fiscal Impact: The replacement of computers will not have a direct fiscal impact beyond the cost of completion. Efficiency is gained by staying current with new technology and software.

E - 33 City Council Goal: City Council Initiative:

Category: General Government

Project Title: Information Technology

Project Description: Virtual Server Replacement

The City’s computing and storage infrastructure is comprised of a 3 node virtual server network and a 3 node storage area network. These two systems work together to run all of the servers and storage required to operate all City systems. This system was installed in 2012 and is now obsolete and beyond its useful life.

IT proposes to replace this existing system with a new, hyper converged system that will take up 1/6 of the space and consume 1/6 of the power of the existing system. The new system will allow us to run tiered storage on any server, meaning critical systems will be able to take advantage of solid state storage which is significantly faster than traditional storage systems. Finally, since the new system converges compute and storage into a single platform, the ability to add resources is as simple as installing a new device into the platform and the resources are made available.

This project is necessary for the continued operation of all City computing services.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $90,000 $90,000

Fiscal Impact: No recurring support costs until year 4, which will be $4300 and handled in the operating budget.

E - 34 City Council Goal: VII: Citizen Engagement/City Governance City Council Initiative: D. Revenue Policy

Category: General Government

Project Title: Enterprise Resource Planning (ERP) System Replacement

Project Description: Work on this project is well underway. Currently, staff has migrated financial applications, payroll and human resources. Work is beginning on the utility billing and codes compliance applications followed by the remaining revenue applications. This project is funded entirely with a carryover of FY18 monies totaling approximately $250,000. The final payment is expected in December of 2019.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total

Fiscal Impact: Yearly maintenance costs will be approximately $40,000 and will be handled in the IT operating budget. Additional savings should be realized through improved efficiency.

E - 35 City Council Goal: N/A City Council Initiative: N/A

Category: General Government

Project Title: Vehicle Replacement Plan

Project Description: The City replaces vehicles following industry standards for public safety departments and after extensive use for general fleet. When general fleet vehicles are replaced, they are cycled down in the organization or sold as surplus. Following a replacement schedule in FY19, several general fleet and public safety vehicles will be replaced. The large expense in FY19 is attributed to the replacement of a 2000 model Pierce Fire Engine.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $918,000 $428,000 $458,000 $615,000 $200,000 $2,619,000

Fiscal Impact: The replacement of vehicles reduces annual expense as fuel efficiencies increase in newer models and maintenance costs are less on low mileage vehicles.

E - 36 City Council Goal: VI. Recreation and Culture City Council Initiative: F. Library Facility Renewal and Renovation

Category: Agencies and Interjurisdictional

Project Title: Williamsburg Library Renovation

Project Description: The Williamsburg Library facility was constructed in 1974 with two subsequent additions in 1982 and 1988. The facility hosts 600,000 annual visits, over 2500 meetings and programs, and 65% of the 1.2 million system annual check-out transactions. The Williamsburg Regional Library system meets almost all major AAA standards with the exception of facilities, where it ranks a single A. The actual library space, minus the theater and basement is 25,000 square feet, which translates to .34 SF per capita. The standard is 1 square foot per capita. At 300% beyond recommended capacity the library lacks any additional space to offer new technology, a teen area, seating, collaborative work spaces, maker spaces, media labs or space for other contemporary library services. The WRL Board of Trustees has engaged a library architect to conduct an assessment of the building and provide cost estimates for a total renovation or a replacement facility. The library is interested in exploring options with the City regarding possible sites, parking expansion, or a possible combined new facility with James City County. New public library construction in Virginia averages $350.00 per square foot. A replacement building of a comparable size of 34,000 SF would require a construction budget of $11,900,000 in 2018. The costs for a total renovation are unknown pending the architectural assessment. The cost of a joint library facility cannot be established until the size is determined. This project budgets for the first steps in answering some of the pending questions. Using $60,000 in FY19 the City can assist the Library Board in considering space needs. Which will guide discussions with James City County, York County and the City of Williamsburg concerning the possibility of a joint facility.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $60,000 $60,000

Fiscal Impact: The completion of the renovations will reduce ongoing maintenance costs. The use of more efficient equipment and design may minimally reduce operating costs.

E - 37 City Council Goal: VI. Recreation and Culture City Council Initiative: F. Library Facility Renewal and Renovation

Category: Agencies and Interjurisdictional

Project Title: Williamsburg Library Mechanical Systems

Project Description: The HVAC systems at the Williamsburg Library are in need of complete replacement and the City has been working toward that goal over the last few budget years. In FY 19 this work will continue with $208,740 budgeted. This project includes the replacement of the third Air Handler Unit, which has reached the end of its service life. The unit was installed in 1997 and had a 20 year useful life. This price includes replacing the air handler and the frequency drive for each unit.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $208,740 $0 $0 $0 $0 $208,740

Fiscal Impact: The completion of the replacement will reduce ongoing maintenance costs. The use of more efficient equipment will reduce operating costs.

E - 38 City Council Goal: N/A City Council Initiative: N/A

Category: Agencies and Interjurisdictional

Project Title: Williamsburg/JCC Courthouse Maintenance Projects (contingency)

Project Description: The City of Williamsburg and James City County jointly own and operate the Williamsburg/James City County Courthouse as authorized by §17.1-281 of the Code of Virginia. Each locality has previously authorized the assessment of a courthouse maintenance fee of $2 for each civil and criminal action and/or traffic case in the District or Circuit Courts for the City of Williamsburg and James City County. The Clerk of the Circuit Court collects and remits fees monthly to the City’s Department of Finance, acting as agent for the Courthouse Maintenance Fund. Funds are invested in the Commonwealth of Virginia’s Local Government Investment Pool. Disbursements are approved by resolution of both the Williamsburg City Council and the James City County Board of Supervisors for capital projects deemed necessary to maintain the Courthouse.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $40,000 $40,000

Fiscal Impact: The completion of work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including appliances.

E - 39 City Council Goal: N/A City Council Initiative: N/A

Category: Agencies and Interjurisdictional

Project Title: Williamsburg/JCC Schools Capital Contribution

Project Description: This project represents City contribution to various capital expenditures for the joint Williamsburg-James City County school system. Anticipated funding amounts are $1,481,379 FY19, $220,685 FY20, $2,453,235 FY21, $504,151 in FY22, and $730,419 in FY23. These estimates are based on the school system CIP, and the CIP proposed by the JCC Board of Supervisors. The City share of these expenses are 9.53% of the FY total as stipulated in the current funding agreement between JCC and the City. Remaining funds for any projects not completed at fiscal year-end are carried forward to the following year.

Estimated Capital Budget:

FY19 FY20 FY21 FY22 FY23 Total $1,481, 379 $220,685 $2,453,235 $504,151 $730,419 $5,389,870

Fiscal Impact: The completion of work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including appliances.

E - 40 CITY OF WILLIAMSBURG UTILITY FUND - FISCAL YEAR 2019

ACTUAL ESTIMATED ADOPTED FY 2017 FY 2018 FY 2019 REVENUES: TRANSFER FROM RESERVES $1,033,582 $1,469,000 $390,000 TOTAL REVENUES $1,033,582 $1,469,000 $390,000

EXPENSES: WATER DISTRIBUTION / STORAGE $830,680 $794,000 $75,000 SEWER COLLECTION SYSTEM 94,495 145,000 20,000 SEWAGE PUMP STATIONS 0 0 0 CONTINGENCY 40,142 75,000 75,000 VEHICLES/EQUIPMENT 0 265,000 30,000 WATER SUPPLY 68,265 190,000 190,000 TOTAL EXPENSES $1,033,582 $1,469,000 $390,000

Utility Fund Capital Improvements FY 2019

Contingency 17.4% Sewer Water Dist/Storage Collect/Transmission 17.4% 4.7% Vehicles 16.3%

Water Supply 44.2%

E - 41 City of Williamsburg - Utility Fund Capital Improvement Program Summary - Fiscal Years 2019 - 2023

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

Adopted FOR PLANNING PURPOSES Estimated Carryover Budget Five Year thru FY 2018 from FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Total CAPITAL REVENUES Transfer from Retained Earnings (reserves) Total Revenues 1,469,474 -- 390,000 1,265,000 1,180,000 425,000 155,000 3,415,000

CAPITAL EXPENSES Water Supply Watershed Protection/Water Quality 75,000 -- 75,000 ------75,000 Waller Mill Dam Improvements 65,000 -- 65,000 465,000 950,000 -- -- 1,480,000 Water Treatment Improvements 50,000 -- 50,000 ------50,000

Water Distribution/Storage Water System Improvements 500,000 -- 75,000 500,000 ------575,000 Water Tank Roof Replacement 294,474 ------0

Plant Wastewater Lagoons Lagoon Sludge Removal ------110,000 -- -- 110,000

Sewer Collection/Transmission System Sewer System Rehab - SSO Program 100,000 -- -- 100,000 -- 100,000 -- 200,000 Sewer Pump Station Reliability 45,000 -- 20,000 -- 45,000 -- 40,000 105,000

Water/Sewer System Contingency Water/Sewer System - Contingency 75,000 -- 75,000 75,000 75,000 75,000 75,000 375,000

Vehicles/Equipment Vehicles 265,000 -- 30,000 125,000 0 250,000 40,000 445,000

Total Utility Fund Capital Improvements 1,469,474 -- 390,000 1,265,000 1,180,000 425,000 155,000 3,415,000

E - 42 PROPOSEDUTILITYFUND CIPͲFY2019 City Council Goal: I. Character of the City City Council Initiative: H. Open Space Preservation and Commercial Site Assembly

Category: Utility Fund – Water Supply

Project Title: Watershed Protection/Water Quality

Project Description: The City has been aggressive in purchasing watershed property for several decades to protect our drinking water source. The City now owns or has conservation easements on 60% of the watershed. Funding is set aside in FY19 to provide additional land acquisition should property become available. Funding is also requested for other initiatives such as forestry management and security improvements to the Plant and watershed (signage, access control).

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $75,000 $75,000

Fiscal Impact: While protecting the watershed around Waller Mill Reservoir will ensure a high quality water source, purchase or control of more property will result in a larger area to be managed, though additional operating costs would be minimal.

E - 43 City Council Goal: VII. Environmental Sustainability City Council Initiative: D. Water Plant Improvements

Category: Utility Fund – Water Supply

Project Title: Waller Mill Dam Improvements

Project Description: The City has an operation and maintenance permit for Waller Mill Dam from the Department of Conservation and Recreation (DCR). Due to new regulations, the dam went from a low hazard to a high hazard classification. This new designation may require a substantial amount of work be completed at the dam. Using new rainfall criteria required by the State, the City’s engineering firm did a study of the dam’s capability to handle a worst-case rainfall event. Results of the study indicated that the earthen dam would overtop. This means that the city may be required to armor the dam with structural material.

The City has a permit from the State conditioned upon these improvements being made to the dam. Money is budgeted in FY19, FY20, and FY21 for both engineering work and construction costs to armor the earthen dam.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $65,000 $465,000 $950,000 $1,480,000

Fiscal Impact: The impact is dependent on which type of solution is chosen, but any additional operating costs would be minimal.

E - 44 City Council Goal: VII. Environmental Sustainability City Council Initiative: D. Water Plant Improvements

Category: Utility Fund – Water Supply

Project Title: Water Treatment Improvements

Project Description: Water treatment improvements include all facets of the Water Treatment Plant including raw water/finished water pumping, chemical applications, lab facilities, buildings/ structures, electrical improvements, piping projects, instrumentation and IT.

Improvements for FY19 include reservoir level monitoring and IT upgrades for Plant operations.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $50,000 $50,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including equipment.

E - 45 City Council Goal: VII. Environmental Sustainability City Council Initiative: D. Water Plant Improvements

Category: Utility Fund – Water Supply

Project Title: Water System Improvements

Project Description: The water distribution and collection systems require maintenance and upgrade as they age. This project addresses those needs as they are anticipated in any fiscal year. Examples of water system improvements include: x Upgrade line size on developer installed systems (e.g. contribution to 16" extension to Fairfield Timeshares on Mooretown Road). x Small line replacement program to improve water pressure in specific areas (e.g. Nelson Avenue and Lafayette Street in FY16). x Upgrades/replacements of pipelines in conjunction with road construction projects (e.g. Richmond and Braxton Court).

$75,000 is budgeted in FY19 to extend and loop the existing 16” line on Mooretown Road to provide both reliability and improved fire flow using in-house personnel.

$500,000 is earmarked in FY20 for water line improvements on Capitol Landing Road (CLR) in conjunction with the CLR streetscape project.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $75,000 $500,000 $575,000

Fiscal Impact: Scheduled replacement of water system infrastructure should reduce operating costs. Water extensions add piping to the water system with minimal increases in operating and maintaining infrastructure.

Mooretown Road Utility Project Scope of Work

E - 46 City Council Goal: VII. Environmental Sustainability City Council Initiative: D. Water Plant Improvements

Category: Utility Fund – Plant Wastewater Lagoons

Project Title: Lagoon Sludge Removal

Project Description: The Water Plant must backwash the filter tanks and the sedimentation basins which produces wastewater that is directed to two (2) on-site lagoons. The waste is mostly liquid with residuals of the chemicals added to treat the water such as carbon, alum, and fluoride.

The wastewater flows by pipe to the lagoons. The solids/sludge settle to the bottom and eventually, over time, fill up the lagoons and the sludge needs to be removed. The lagoons will need to be cleaned by year 2021 – therefore, money is budgeted ($110,000) in FY2021 for that project. Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $110,000 $110,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion.

E - 47 City Council Goal: VII. Environmental Sustainability City Council Initiative: B. Sanitary Sewer System Rehabilitation

Category: Utility Fund – Sewer Collection/Transmission System

Project Title: Sewer System Rehab – SSO Program

Project Description: The original consent decree issued to all HRPDC localities by the State Department of Environmental Services was revised substantially. HRSD is managing the more extensive Sanitary Sewer Overflow (SSO) problems including those associated with the Regional Wet Weather Management Plan (RWWMP). The localities are responsible for their respective collection systems and resolving structural deficiencies and issues associated with management, operations, maintenance (MOM) of the sanitary sewer system. The City is budgeting money for repairs and sewer lining. These costs are substantially reduced from those should the city be solely responsible for the projects. Any sewer rehab in FY19 will be funded through FY18 carry over money.

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $100,000 $100,000 $200,000

Fiscal Impact: These capital expenditures will be a driver in increasing utility rates. However, upgrading the sewer system will reduce operation and maintenance costs.

E - 48 City Council Goal: VII. Environmental Sustainability City Council Initiative: B. Sanitary Sewer System Rehabilitation

Category: Utility Fund – Sewer Collection/Transmission System

Project Title: Sewer Pump Station Reliability

Project Description: There are 15 sewage pumping stations in the City. Because the City drains into shellfish waters, the stations are classified as Reliability Class I stations which provides for the strictest standards of reliability. For example, the stations are required to have emergency back up power or other means of operating the pumps in case of power failure. As part of the Sanitary Sewer Overflow (SSO) Consent Decree, pump stations were identified as critical infrastructure to operate/maintain to avoid sewer overflows. These designations require heightened maintenance and failure avoidance. The following is a breakdown of the pump station improvements included over the next 5 years.

Waller Mill Rd. Station - FY19 $20,000 Station 8 – Reconfigure/Replace pumps FY21 $45,000 Station 14 – Rehab wet well FY23 $40,000

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $20,000 $45,000 $40,000 $105,000

Fiscal Impact: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including equipment.

Typical Pump Station

E - 49 City Council Goal: VII. Environmental Sustainability City Council Initiative: B. Sanitary Sewer System Rehabilitation

Category: Utility Fund – Water Sewer System - Contingency

Project Title: Water Sewer System - Contingency

Project Description: Water and sewer system contingency funds must be budgeted to cover unforeseen items on a yearly basis. The utility must have the money reserved in order to continue to operate on a continuous basis. Examples of water and sewer contingency expenditures include:

x Emergencies - major pipe line failures, pump/motor replacement, generator failures x Contributions to new pump stations installed by development x Capital project contingency

Estimated Capital Budget: FY19 FY20 FY21 FY22 FY23 Total $75,000 $75,000 $75,000 $75,000 $75,000 $375,000

Fiscal Impact: These capital expenditures will be a driver in increasing utility rates. However, upgrading the sewer system will reduce operation and maintenance costs.

James York Plaza Water Main Rupture

E - 50 CITY OF WILLIAMSBURG VEHICLE REPLACEMENT FIVE-YEAR PLAN Departmental Summary - By Fund

FUND DEPARTMENT FY2019 FY2020 FY2021 FY2022 FY2023

SALES TAX

BUILDING INSPECTION $30,000 $0 $30,000 $0 $0

CITY MANAGER $0 $0 $0 $0 $0

ECONOMIC DEV. $0 $0 $0 $0 $0

ENGINEERING $0 $0 $0 $35,000 $0

FINANCE $0 $0 $28,000 $0 $0

FIRE $600,000 $84,000 $60,000 $375,000 $0

HUMAN SERVICES $0 $0 $0 $35,000 $0

PLANNING $0 $0 $40,000 $0 $0

POLICE $200,000 $194,000 $98,000 $20,000 $0

PUBLIC WORKS $85,000 $150,000 $190,000 $150,000 $130,000

RECREATION $3,000 $0 $12,000 $0 $30,000

WRHA $0 $0 $0 $0 $40,000

SALES TAX TOTAL $918,000 $428,000 $458,000 $615,000 $200,000

UTILITIES

PUBLIC UTILITIES $30,000 $125,000 $0 $0 $290,000

UTILITIES TOTAL $30,000 $125,000 $0 $0 $290,000

E - 51 City of Williamsburg - Vehicle Replacement Five-Year Plan

Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

BUILDING INSPECTION at 01/05/2018 1132 2007 FORD ESCAPE 4X4 - HYBRID Yes No 129016L 73,808 $30,000 $0 $0 $0 $0

6573 2008 FORD ESCAPE 4X4 SUV Hyrid Yes No 114731L 55,409 $0 $0 $30,000 $0 $0

2679 2016 FORD EXPLORER 4WD No No 172031L 12,013 $0 $0 $0 $0 $0

4988 2017 JEEP COMPASS 4X4 4 DR No No 172037L 5,537 $0 $0 $0 $0 $0

TOTAL BUILDING INSPECTION $30,000 $0 $30,000 $0 $0

E - 52 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

CITY MANAGER at 01/05/2018 5925 2017 FORD EXPLORER - SILVER No No 172044L 7,029 $0 $0 $0 $0 $0

TOTAL CITY MANAGER $0 $0 $0 $0 $0

E - 53 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

ECONOMIC DEV. at 01/05/2018 0048 2018 YAMAHA YAMAHA GOLF CART Yes No NA $0 $0 $0 $0 $0

TOTAL ECONOMIC DEV. $0 $0 $0 $0 $0

E - 54 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

ENGINEERING at 01/05/2018 2324 2005 FORD EXPLORER 4x4 No Yes 122-984L 64,887 $0 $0 $0 $35,000 $0

TOTAL ENGINEERING $0 $0 $0 $35,000 $0

E - 55 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

FINANCE at 01/05/2018 0780 2005 CHEVROLET IMPALA 4 DR SEDAN No No 24-292L 55,239 $0 $0 $28,000 $0 $0

5924 2017 FORD EXPLORER No No 172046L 2,456 $0 $0 $0 $0 $0

TOTAL FINANCE $0 $0 $28,000 $0 $0

E - 56 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

FIRE at 01/05/2018 8941 1949 MACK FIRE TRUCK No No 16-977L 974 $0 $0 $0 $0 $0

66 1988 HOMEMADE BOAT TRAILER (ZODIAC) No No 84-728L $0 $0 $0 $0 $0

8405 1998 HAULMARK UTIL TRAILER No No 65-835L $0 $0 $0 $0 $0

0140 2000 PIERCE FIRE TRUCK No No 40275L 69,667 $600,000 $0 $0 $0 $0

5004 2004 CARGO TRAILER No No 129018L $0 $0 $0 $0 $0

7761 2004 ACSI DECONTAMINATION TRAI No No 84-725L $0 $0 $0 $0 $0

1409 2005 FORD 3/4 TON DIESEL 4X4 PICK No No 122-973L 65,996 $0 $0 $60,000 $0 $0

0700 2008 CHEVROLET 4 DOOR IMPALA No No 114733L 58,888 $0 $42,000 $0 $0 $0

2410 2008 CHEVROLET 4 DOOR IMPALA No No 114734L 64,734 $0 $42,000 $0 $0 $0

8061 2008 GMC AMBULANCE (Reserve No No No 159651L 81,553 $0 $0 $0 $0 $0

2042 2011 PIERCE PUMPER No No 159672L 38,756 $0 $0 $0 $0 $0

6972 2011 FORD PIERCE RESCUE No No 159653L 3,800 $0 $0 $0 $0 $0

8179 2011 VMA/PAMU CARGO TRAILER No No 159682L $0 $0 $0 $0 $0

2818 2012 PIERCE QUANTUM FIRE TRUCK No No 172004L 19,001 $0 $0 $0 $0 $0

4115 2013 HORTON HORTON AMBULANCE No No 172015L 58,651 $0 $0 $0 $375,000 $0

E - 57 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

RC313 2013 WING INFLATABLE 15' 6" No No $0 $0 $0 $0 $0

2025 2014 FORD SUV INTERCEPTOR WHI No No 172019L 36,881 $0 $0 $0 $0 $0

3398 2014 SCOTTY SAFE HOUSE No No 172023L $0 $0 $0 $0 $0

7593 2014 LOAD RITE BOAT TRAILER/16' JON B No No 172025L $0 $0 $0 $0 $0

6509 2016 ROAD RESCUE FREIGHTLINER AMBULAN No No 172033L 4,545 $0 $0 $0 $0 $0

0582 2017 CHEVROLET TAHOE No No 172049L 7,524 $0 $0 $0 $0 $0

0932 2017 FORD EXPLORER - WHITE No No 172043L 11,863 $0 $0 $0 $0 $0

0933 2017 FORD EXPLORER - WHITE No No 172042L 8,971 $0 $0 $0 $0 $0

6258 2017 HORTON AMBULANCE No No 202553L 470 $0 $0 $0 $0 $0

6835 2017 PIERCE FIRE TRUCK-PUMPER VE No No 172-039L 7,291 $0 $0 $0 $0 $0

9453 2017 CHEVROLET TAHOE No No 172048L 4,000 $0 $0 $0 $0 $0

TOTAL FIRE $600,000 $84,000 $60,000 $375,000 $0

E - 58 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

HUMAN SERVICES at 01/05/2018 1666 2008 GMC 12 PASSENGER VAN No Yes 114735L 44,806 $0 $0 $0 $35,000 $0

9026 2013 GMC 12 PASSENGER VAN No No 172013L 14,367 $0 $0 $0 $0 $0

9878 2015 DODGE CARAVAN No No 172028L 21,529 $0 $0 $0 $0 $0

4870 2017 JEEP COMPASS 4X4 4 DR No No 172038L 11,374 $0 $0 $0 $0 $0

TOTAL HUMAN SERVICES $0 $0 $0 $35,000 $0

E - 59 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

PLANNING at 01/05/2018 3188 2005 DODGE CARAVAN No No 16-998L 44,930 $0 $0 $40,000 $0 $0

TOTAL PLANNING $0 $0 $40,000 $0 $0

E - 60 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

POLICE at 01/05/2018 5565 1999 SCAT UTIL TRL No No 26-950L $0 $0 $0 $0 $0

5572 2003 TEXAS BRAGG TRAILER-CONE No No 111793L $0 $0 $0 $0 $0

0900 2007 HARLEY FLPI-MOTORCYCLE No No 2199L $0 $0 $0 $20,000 $0

1609 2011 FORD 4D CROWN VIC No No XCC9355 45,385 $0 $48,000 $0 $0 $0

1610 2011 FORD 4D CROWN VIC No No ECN1102 72,625 $0 $48,000 $0 $0 $0

8779 2011 FORD CROWN VIC (PATROL) No No 159673L 99,634 $0 $0 $0 $0 $0

3157 2012 FORD SUV ESCAPE XLT No No 159683L 25,820 $0 $0 $48,000 $0 $0

1333 2013 FORD SUV INTERCEPTOR (PAT No No 172008L 66,333 $50,000 $0 $0 $0 $0

1334 2013 FORD SUV INTERCEPTOR NON No No 172009L 110,921 $0 $0 $0 $0 $0

1335 2013 FORD SUV INTERCEPTOR NON No No 172010L 99,349 $0 $0 $0 $0 $0

1337 2013 FORD SUV INTERCEPTOR (PAT No No 172012L 73,870 $0 $0 $0 $0 $0

5873 2013 JEEP WRANGLER No No 172016L 20,831 $0 $0 $0 $0 $0

2023 2014 FORD SUV INTERCEPTOR (PAT No No 172017L 96,927 $50,000 $0 $0 $0 $0

2024 2014 FORD SUV INTERCEPTOR (PAT No No 172018L 96,290 $50,000 $0 $0 $0 $0

2026 2014 FORD SUV INTERCEPTOR (UN No No WNN4064 44,731 $0 $50,000 $0 $0 $0

E - 61 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

2068 2014 SMART RADAR TRAILER No No 172-027L $0 $0 $0 $0 $0

4689 2014 SMART LOW SPEED VEHICLE No No 172020L 5,755 $0 $0 $0 $0 $0

6293 2014 FORD SUV INTERCEPTOR (PAT No No 172022L 71,833 $50,000 $0 $0 $0 $0

9778 2014 FORD FORD - INTERCEPTOR Se No No WNR8302 54,388 $0 $48,000 $0 $0 $0

0 2015 FREEDOM CARGO TRAILER-ENCLO No No 172047L $0 $0 $0 $0 $0

3935 2015 FORD 4D INTERCEPTOR UNMA No No 172034L 21,673 $0 $0 $0 $0 $0

6999 2015 CHEVROLET TAHOE K1500 No No VBC7971 56,960 $0 $0 $50,000 $0 $0

1881 2016 CHEVROLET TAHOE No No VRJ7648 11,891 $0 $0 $0 $0 $0

3753 2016 FORD UNMARKED SUV INTERC No No VHV8535 28,053 $0 $0 $0 $0 $0

5032 2017 FORD SUV INTERCEPTOR (PAT No No 172050L 18,267 $0 $0 $0 $0 $0

5033 2017 FORD SUV INTERCEPTOR (PAT No No 202551L 18,014 $0 $0 $0 $0 $0

TOTAL POLICE $200,000 $194,000 $98,000 $20,000 $0

E - 62 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

PUBLIC UTILITIES at 01/05/2018 0537 1966 COX BOAT TRAILER No No 16-978L $0 $0 $0 $0 $0

1382 1992 FORD SEWER CLEANER No No 93-898L 39,682 $0 $0 $0 $0 $0

A393 1993 Caroline Skiff 16'8 Lenth No No $0 $0 $0 $0 $0

5640 1994 WILLIAMS UTIL TRAILER No No 24-294L $0 $0 $0 $0 $0

1105 1996 GATOR UTIL VEH No No $0 $0 $0 $0 $0

7816 2002 DODGE 3/4 TON PICKUP No No 49-500L 103,933 $0 $0 $0 $0 $0

0152 2003 VENTURE BOAT TRAILER No No 84-730L $0 $0 $0 $0 $0

1549 2004 VACTOR MODEL 2103 SEWER CLE No No 11-4704L 17,720 $0 $0 $0 $0 $250,000

7493 2005 FORD F350 3/4 TON UTILITY TR No No 122999L 67,070 $0 $40,000 $0 $0 $0

8245 2006 FORD VAN-CAMERA TRUCK No No 114-748L 21,755 $0 $0 $0 $0 $0

0423 2007 GMC PICKUP TRUCK No No 129017L 84,241 $30,000 $0 $0 $0 $0

4708 2008 CASE 580L BACKHOE No No 4,343 $0 $85,000 $0 $0 $0

9610 2011 YAMAHA 50HP OUTBOARD MOTOR No No NA $0 $0 $0 $0 $0

4686 2012 CHEVROLET 1/2 TON PICKUP TRUCK No No 172003L 24,046 $0 $0 $0 $0 $40,000

8374 2013 FORD EXPLORER No No 172006L 43,317 $0 $0 $0 $0 $0

E - 63 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

2742 2014 FORD F150 PICKUP TRUCK No No 172024L 27,123 $0 $0 $0 $0 $0

1394 2015 CHEVROLET 4 WHEEL SILVERADO PU No No 172035L 19,790 $0 $0 $0 $0 $0

7798 2015 INTERNATIONAL DUMP TRUCK No No 172029L 4,344 $0 $0 $0 $0 $0

TOTAL PUBLIC UTILITIES $30,000 $125,000 $0 $0 $290,000

E - 64 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

PUBLIC WORKS at 01/05/2018 0111 0000 WATER TANK No No NA $0 $0 $0 $0 $0

1117 1999 FORD F150 PICKUP TRUCK No No 19-409L 66,890 $0 $0 $0 $0 $0

0002 2000 FORD DUMP/PLOW/SPREADER No No 172036L 36,333 $0 $0 $0 $0 $0

3268 2000 FORD TRACTOR No No $0 $0 $0 $0 $0

5298 2000 HAULMARK ENCLOSED UTILITY TRAI No No 40-280L $0 $0 $0 $0 $0

9827 2000 FORD DUMP/PLOW/SPREADER No No 16-996L 49,779 $0 $0 $0 $0 $0

9828 2000 FORD DUMP/PLOW/SPREADER No No 16-994L 43,449 $0 $0 $0 $0 $0

9479 2001 GMC 1/2 TON 4X4 PICKUP-LOA No Yes 49-454L 87,714 $0 $0 $0 $35,000 $0

2476 2002 CASE BACKHOE No No n/a 4,529 $0 $0 $85,000 $0 $0

5293 2003 Mid Atlantic UTIL TRAILER No No 26-938L $0 $0 $0 $0 $0

3664 2004 BRI-MAR 2 AXLE DUMP TRAILER No No 24-260L $0 $0 $0 $0 $0

0155 2006 HUDSON UTIL TRAILER No No 129020L $0 $0 $0 $0 $0

0995 2006 GMC PU TRUCK No No 114-721L 68,526 $0 $0 $35,000 $0 $0

1608 2006 FORD DUMP TRUCK No No 129025L 38,086 $0 $80,000 $0 $0 $0

1827 2006 CARRYON CARRY ON TRL No No 172007L $0 $0 $0 $0 $0

E - 65 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

4706 2006 CURRAHEE UTIL TRL No No 129006L $0 $0 $0 $0 $0

8855 2006 CHEVROLET TAHOE - SUV No No 123-000L 69,537 $0 $0 $0 $0 $40,000

9142 2006 GMC PU TRUCK C2500 No No 114-722L 61,485 $0 $35,000 $0 $0 $0

9151 2006 GMC PU TRUCK SIERRA No No 114-723L 73,846 $0 $35,000 $0 $0 $0

0869 2007 FORD EXPLORER 4 x 4 No No 114729L 67,062 $0 $0 $35,000 $0 $0

2835 2008 FORD 3/4 TON PICKUP No No 114740L 42,463 $0 $0 $0 $35,000 $0

4698 2008 CASE 580L BACKHOE No Yes 4,505 $85,000 $0 $0 $0 $0

8498 2008 INTERNATIONAL DUMP TRUCK No No 114732L 15,505 $0 $0 $0 $0 $0

0931 2009 FORD F-250 GAS 4X2 PU No No 129043L 62,254 $0 $0 $35,000 $0 $0

2256 2009 FORD F-350 DIESEL 4x4 PU No Yes 129042L 49,547 $0 $0 $0 $40,000 $0

2018S 2012 FORD PICKUP TRUCK No Yes 172001L 40,532 $0 $0 $0 $0 $40,000

6236 2012 VOLVO ROLLER No No $0 $0 $0 $0 $0

9242 2012 FORD BUCKET TRUCK No No 172014L 6,269 $0 $0 $0 $0 $50,000

9442 2012 FORD F250 CREWCAB No Yes 172005L 24,919 $0 $0 $0 $40,000 $0

0200 2013 WORKMAN GATOR-WORKMAN No No NA $0 $0 $0 $0 $0

22222 2014 SPREADER/SANDE SPREADER/SANDER No No $0 $0 $0 $0 $0

E - 66 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

8232 2014 JOHN DEERE LEAF BOX-BLSH TRAILER No No 172026L $0 $0 $0 $0 $0

4273 2015 FORD F150 CREW CAB 4 X 2 No No 172032L 17,725 $0 $0 $0 $0 $0

7797 2015 INTERNATIONAL DUMP TRUCK/PLOW/SPR No No 172030L 7,709 $0 $0 $0 $0 $0

2504 2016 BOBCAT COMPACT TRACK LOADE No No NA 1,556 $0 $0 $0 $0 $0

9619 2018 INTERNATIONAL STREET SWEEPER No No 202552L 10 $0 $0 $0 $0 $0

TOTAL PUBLIC WORKS $85,000 $150,000 $190,000 $150,000 $130,000

E - 67 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

RECREATION at 01/05/2018 5169 1994 TRITON UTIL TRAILER No No 19-406L $3,000 $0 $0 $0 $0

3321 2006 CHEVROLET 4 DOOR SEDAN No No 114-724L 59,546 $0 $0 $0 $0 $30,000

1177 2010 JOHN DEERE UTIL VEHICLE - TX4X2 No No NA $0 $0 $12,000 $0 $0

2427 2010 Yamaha 25 HP OUTBOARD MOTOR-Yam No No NA $0 $0 $0 $0 $0

4845 2011 CHEVROLET PICKUP 4WD No No 159675L 45,045 $0 $0 $0 $0 $0

0360 2014 JOHN DEERE TRACTOR- BUNKER/RAK No No NA $0 $0 $0 $0 $0

2901 2014 JOHN DEERE UTIL VEHICLE - GATOR No No NA $0 $0 $0 $0 $0

0292 2015 JOHN DEERE TRACTOR-BUNKER/RAKE No No NA $0 $0 $0 $0 $0

0871 2015 JOHN DEERE TRACTOR-1027R No No NA $0 $0 $0 $0 $0

2981 2015 JOHN DEERE UTIL VEHICLE 4X2 No No NA $0 $0 $0 $0 $0

6350 2015 JOHN DEERE MOWER X320 WITH 48X No No NA $0 $0 $0 $0 $0

3000 2017 FORD F150 CREW CAB No No 172041L 6,316 $0 $0 $0 $0 $0

TOTAL RECREATION $3,000 $0 $12,000 $0 $30,000

E - 68 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2019 FY2020 FY2021 FY2022 FY2023

WRHA at 01/05/2018 3661W 2002 DODGE PU TRUCK RAM150 No No 111,679 $0 $0 $0 $0 $0

8281 2002 FORD EXPLORER No No 49-458L 101,236 $0 $0 $0 $0 $40,000

7853 2004 CHEVY 3500 VAN No No 60,086 $0 $0 $0 $0 $0

TOTAL WRHA $0 $0 $0 $0 $40,000

E - 69 To: Mayor and City Council Planning Commission

From: Andrew O Trivette, Assistant City Manager

Date: Thursday, January 11, 2018

RE: Capital Improvements for FY18 – Status of Current Projects

Attachments: None

The intention of this memorandum is to provide a review and update of the progress made toward projects during FY18 through the City of Williamsburg’s Capital Improvement Plan (CIP).

One of the most important duties of a local government is capital improvement planning. The State of Virginia provides through state statute that a locality’s Planning Commission may annually review the capital improvement program and provide recommendations prior to adoption by the governing body. A capital improvement program consists of two (2) components, the capital plan and the capital budget. The capital budget is an element of the locality’s annual budget adoption process and details the upcoming year’s planned expenditures for capital projects. This capital budget is based on the capital improvement plan. The plan is a listing of capital items that the locality anticipates undertaking within the five (5) years following the capital budget year. The City of Williamsburg defines a capital expense as any construction project or property acquisition exceeding $20,000 in total cost and any major study or tangible asset with a total cost of $10,000 or more and a useful life of at least five (5) years.

The FY 18 CIP development included initial structure from staff with review and input from the Planning Commission and public. The City Manager’s office constructed the first draft of the plan for inclusion in the presented budget. The City Council initially considered the plan during the January budget retreat and final adoption occurred during the final FY18 budget adoption in June. The final CIP included a total FY18 budget of $11,610,083 for project completion during the operating year. Additionally the plan included $8,095,310 in funding carried over from the FY17 CIP that is former budget year project funding that was not expended but programmed for projects still underway. The plan includes debt service and contingency funds associated with CIP related projects. FY18 debt service and contingency funds added $1,411,191 to the CIP. This culminated in an adopted FY18 capital improvement budget of $21,116,584.

The FY18 capital budget included the six (6) project categories of Public Works, Recreation, Culture and Open Space, Public Safety, Community Development, General Government, and Agencies & Interjurisdictional. These six (6) categories provided 32 individual projects. Of these 32 projects, nine (9) have been completed, 16 are underway or will be completed before FY19, and seven (6) have been postponed, retitled or canceled.

The following list provides a status update, by category, for these projects. CP indicates that a project is included in or is consistent with the current comprehensive plan. The symbol indicates that a project is included in or is consistent with a Goals, Initiative or Outcome (GIO) as adopted by City Council in October of 2016. The PC symbol indicates that the project was encouraged in the Planning Commission comments letter provided during the FY18 budget process. Additionally, budgeted amounts reported below for FY18 and FY17 carryover are based on the most recent finance report and will not support the totals listed above as the adopted budget.

E - 70 Public Works: 4 project areas with 10 projects totaling $8,929,300 in FY18 ($4,740,000 FY17 carryover) (1) Street Construction (3 projects = $10,201,863 FY18 (4,239,065 FY17 carryover)): a. Repaving Program $1,000,000 FY18 (500,000 VDOT Revenue Sharing) – Unfortunately, the City was not awarded the anticipated VDOT Revenue Sharing funds this year. This limits the expected expenditure to the local funding of $500,000. Streets are scheduled to be paved in the April-June 2018 timeframe. The Public Works Department is currently developing the paving schedule. CP b. Ironbound Road Phase 1, 2 &3 ($1,448,299 FY17 carryover) $2,000,000 FY18 ($527,664 Federal Funding, $1,173,753 VDOT Revenue Sharing) - Ironbound Road is being reconstructed in three (3) phases. Phase 1 includes the redesign of the Longhill Road intersection and the relocation of Longhill Road. Currently utility work is underway which includes relocating all major utilities and is 80% complete. Construction will be completed in FY19. This project is being coordinated with the opening of James Blair School. c. Bridge Inspections/Improvements ($83,754 FY17 carryover) $95,000 FY18 – This project includes the required inspection and resultant maintenance for five (5) bridges. They are located along Page Street, Capitol Landing Road, Merrimac Trail, Bypass Road, and Quarterpath Road. Expansion joints on the Page Street, By-Pass Road, and Capitol Landing Road Bridges have been repaired. Additional work is planned for FY19. (2) Corridor Enhancement/Underground Wiring (3 projects = $7,076,863 FY18 ($1,261,782 FY17 carryover)): a. Capitol Landing Road Redesign $5,774,300 FY18 ($2,887,000 VDOT Revenue Sharing) {revised CP to $2,887,000} – During FY18 this project began initial design work with more planned for FY19. A charrette will be held in the spring of 2018 to review initial concepts prior to continuing design work in FY19. Construction will be completed in FY20. The current estimate for total cost of construction is $6,360,000. The VDOT Revenue Sharing funds were reallocated to the Monticello Avenue Redesign project. PC CP b. Monticello Avenue Redesign ($50,000 FY17 carryover) {revised $4,189,863} – During FY18, the City received and accepted an unsolicited proposal for construction of this project. Pursuant to the Virginia Public Private Transportation Act, the City released a request for competitive bids that closes in April of 2018. Construction is planned to coordinate with the development of the Midtown Row project and should be complete in the summer of 2019. Final design is underway. CP c. Second Street Underground Wiring $1,873,782 FY17 carryover {revised $1,261,782} – Work is underway to relocate overhead utilities underground along Second Street. This project is currently 70% complete and should finish work in April of 2018.

(3) Pedestrian and Bicycle Improvements (3 projects = ($1,365,230 FY17 carryover): a. Sidewalk Construction ($15,230 FY17 carryover) – This project includes new and improved CP sidewalks across the city. There were no planned projects for FY18. This carryover amount is intended to meet needs that may arise during the fiscal year and serve as a sidewalk repair contingency. Year to date repairs have totaled $12,611. Major projects are scheduled for future years. CP b. Monticello Avenue Multi-Use Trail ($1,250,000 FY17 carryover) ($1,000,000 VDOT Grant & $125,000 W&M Share) – This project is funded through a FY17 carryover consisting of a grant from VDOT of 80%, 10% from the College of William and Mary, and the city share of 10% ($125,000). Final design is underway now with construction planned for FY19. CP c. Longhill Road Multi-Use Trail Extension ($100,000 FY17 carryover) - The 2,500 foot long Shared- Use Path will run from the City limits to James Blair Middle School. This project is slated for a design-bid-build process beginning in February of 2018. Completion is expected in June of 2018.

(4) Stormwater Management (1 project = $30,000 FY18 ($80,000 FY17 carryover)) a. Srormwater Infrastructure Improvements $60,000 FY18 ($80,000 FY17 carryover) {revised CP $110,000} – Approximately $30,000 was transferred from this project to the Monticello Avenue redesign project. The remaining funds are slated to complete a pipelining project between Francis Street and Duke of Gloucester Street in partnership with the Colonial Williamsburg Foundation.

E - 71 Recreation, Culture, and Open Space: 1 project area with 3 projects totaling $295,000 in FY18 ($511,010 FY17 carryover) (1) Facilities (3 projects = $295,000 FY18 ($511,010 FY17 carryover)): a. Kiwanis Park Improvements $167,000 FY18 ($236,250 FY 17 carryover) – FY18 funding for Kiwanis Park provides for rebuilding the existing basketball court in an alternate location and the addition of a second court with amenities as well as adding an outdoor fitness circuit to the existing playground area. The final FY18 project for this park will be replacing the playground equipment and adding an accessible route. Additionally the shelter will be reconstructed. This project is underway with an RFP issued in November of 2017. The submission period will close in January of 2018. Work will begin in April and complete in June. b. Quarterpath Park Improvements ($254,809 FY17 carryover) – A project carried over from FY17 includes the improvement of the softball fields at a cost of $214,200 that is now underway. The RFP for work was issued in September and a contract for the work is being finalized. Construction will be completed prior to the start of FY19. c. Waller Mill Park $128,000 FY18 ($19,951 FY17 carryover) - Waller Mill Park improvements scheduled for FY18 include replacement of shelter 1 and the renovation of shelter 3 for accessibility. The RFP for the work at Kiwanis Park includes this work. This component of the project will be completed prior to the start of FY19. We will also complete sectional repaving of the hard surface trail. A RFP for the repaving will be issued in January of 2018 with construction expected in FY18.

Public Safety: 2 project areas with 7 projects totaling $1,613,315.68 in FY18 ($310,860 FY17 carryover) (1) Facilities (3 projects $1,145,000 FY18): a. Fire Station Renovation $750,000 FY18 – During FY18 the City Council issued bonds to fund the construction of a new fire station. The process is underway with site selection work. The schedule provides for consultant selection in FY18-19, design during FY19-20, and construction completing in FY21. The anticipated cost is $11,750,000. CP b. Police Station Renovation $350,000 FY18 – The City Council’s bonding action during 2018 included provision for the renovation of the police station. The project will not start design work until FY20 with completion expected in FY21. c. E-911 Regional Center Expansion $45,000 FY18 – The City Council approved consolidation of the public safety answering point (PSAP) with York County in February of 2009. This required an expansion of the dispatch center in York County. The City supported costs of that renovation equate to annual debt service of $45,000 in each FY of the CIP. Estimated City savings due to the consolidation equal as much as $200,000 annually. (2) Equipment (4 projects = $468,315.68 FY18 ($310,860 FY17 carryover)) a. Parking Garage Equipment Replacement ($262,954 FY18 carryover) – City staff completed an implementation plan for the 2016 parking study during FY18. This plan was presented to the City Council and progress recommended toward year one objectives. The total cost of implementation is expected to be $262,954 or less. The project is a phased plan that may span several years. b. Firefighting Equipment $285,000 FY18 ($150,860 FY17 carryover) – This project provides the opportunity for the Fire Department to purchase needed equipment for replacement or upgrade of existing gear and acquisition of new standard equipment. During FY18, the Fire Department did replace 32 Self-Contained Breathing Apparatus (SCBA). Other Examples of annual purchases include hose replacement and personal protective equipment. c. EMS Equipment $132,000 FY18 – This annual project allows the Fire Department to upgrade, replace or purchase new life saving tools for use in EMS actions. Purchases completed in FY18 include five (5) automated external defibrillators (AED), (3) McGrath Video Laryngoscope devices, and three (3) pediatric restraint kits. Additionally in FY18, the Fire Department completed the stretcher replacement project. $25,000 is the anticipated expense in each future FY. d. Law Enforcement Equipment $51,315.68 FY18 – This annual expense provides for contracted equipment and services. The equipment provided under the contract includes non-lethal Taser units, body-worn cameras, docking stations and software. The contract has a five-year initial term with optional renewals.

E - 72 Community and Economic Development: 3 project areas with 3 projects totaling $155, 000 in FY18 (1) Planning (1 project = $40,000 FY18): a. Comprehensive Plan Update $40,000 FY18 – The required Comprehensive Plan update is due and scheduled to begin in the Spring of FY18 with initial public meetings. The work on this important document will span into FY19.

(2) Economic Development (1 projects = 75,000 FY18) a. Economic Development Strategic Plan Update $75,000 FY18 –Updating the Economic Development Strategic Plan is being coordinated with the completion of the updated comprehensive plan to ensure that these two important plans are consistent in their recommendations and strategies for growth and development. This plan will kick-off in FY19 with the solicitation of a consultant.

(3) Redevelopment and Housing (1 project = $50,000 FY19) a. City Housing Renovation $50,000 FY19 - The city owns four (4) housing units that are leased to city employees in an effort to supply workforce housing. The properties scheduled for renovation include a duplex and a single family dwelling unit located on Longhill Road and a second single family dwelling unit located on Waller Mill Road which is adjacent to the Water Plant. The units on Longhill Road and Waller Mill Road will receive renovations including foundation repair and further kitchen rehab during FY19. The estimated cost of this work is $50,000.

General Government: 3 project areas with 6 projects totaling $1,318,000 in FY18 (1) Facilities and Land (2 projects = $72,000 FY18): a. Human Services Front Window Update $20,000 FY18 – This project is intended to update what may be the most visited office in the Municipal Building. The update will improve customer service, ADA compliance and provide risk management for employees. This work was intended to begin and be completed in FY18. However, as designs took shape it became apparent that more change is needed than expected. This project will advance in FY19 with additional funding to complete the upgrades. b. Facility Painting $52,000 FY18 – The Transportation center was repainted in the fall of FY18. The roofs of both the Triangle and Community Building will be repainted in the spring of 18, which will complete this project.

(2) Technology (3 projects = $395,000 FY18 ($111,364 FY17 carryover)): a. Enterprise Resource Planning System (ERP) Replacement $215,000 FY18 ($111,364 FY17 carryover) – The City’s Enterprise Resource Planning (ERP) system is comprised of financial, tax, revenue, codes compliance and HR/Payroll applications. The current system has been in place, with only minor patches and upgrades, since 1994. This project is ongoing with the expenses planned for FY18 being the final payment for implementation despite full implementation being scheduled for FY20. The total cost of this project is $600,000. During FY18 Phases 1 and 2 will be completed which include Finance functions such as accounts payable, general ledger, and budgeting. Phase 2 functions expand conversion to payroll and human resources. b. PC Replacement Program $30,000 FY18 – Annually the City follows a PC replacement schedule, replacing those computers that have reached end of life (4 years) or fail during the FY. The replacement units have been delivered and will be installed during the spring of 2018. c. Telephone System Replacement $150,000 FY18 – The IT department completed this project ahead of schedule and under budget, using an IP based phone system. The remaining money from this project has been transferred to the Parking Study Implementation project.

(3) Vehicles (1 project = $851,000 FY18 ($289,352 FY17 carryover)): a. Vehicle Replacement Plan $851,000 FY18 ($289,352 FY17 carryover) – The City replaces vehicles following industry standards for public safety departments and after extensive use for general fleet. When general fleet vehicles are replaced, they are cycled down in the organization or sold as surplus. Following a replacement schedule, in FY18 the City has ordered a new medic unit, three new dump trucks with snow removal attachments, and two patrol vehicles for the Police Department. The City will order three more service vehicles and a sewer “flush” truck prior to the start of FY19.

E - 73 Agencies and Interjurisdictional: 2 project areas with 3 projects totaling $627,645 in FY18 ($3,422,969 FY17 carryover) (1) Facilities (2 projects = $340,000 FY18 ($21,334 FY17 carryover)): a. Williamsburg Regional Library Mechanical Systems $300,000 FY18 ($21,334 FY17 carryover) - The HVAC systems at the Williamsburg Library are in need of complete replacement and the City has been working toward that goal over the last few budget years. In FY18, The City will complete replacement of two air-handling units before the start of FY19 and finish this work in FY19 with the replacement of the third and final unit. b. Williamsburg/JCC Courthouse Maintenance Projects (contingency) $40,000 FY18 – The Clerk of the Circuit Court collects and remits a courthouse maintenance fee of $2 for each civil and criminal action and/or traffic case in the District or Circuit Courts for Williamsburg and James City County. The balance of the fund is available for projects approved by the governing bodies. This funding is intended for routine maintenance of the jointly owned Williamsburg James City County Courthouse.

(2) Schools (1 project = $287,645 FY18 ($3,401,635 FY17 carryover)): a. School System Capital Contribution $287,645 FY18 ($3,401,635 FY17 carryover) – This project represents City contribution to various capital expenditures for the joint Williamsburg-James City County school system. Major projects budgeted for in FY18 include design of new HVAC systems for Rawls Byrd Elementary and Jamestown High, repairing exterior masonry at Clara Byrd Baker Elementary, and creating an innovation makerspace and chemistry lab at Warhill High. Remaining funds for any projects not completed at fiscal year-end are carried forward to the following year.

E - 74 E - 75 CITY OF WILLIAMSBURG GENERAL FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2019

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 TOTAL PUBLIC WORKS Street Construction Repaving Program $0 $0 $0 $0 $0 $0 Major Road Projects $0 $0 $0 $0 $0 $0 Traffic Signal Improvements $0 $0 $0 $0 $0 Bridge Inspections $0 $0 $0 $0 $0 $0 Corridor Enhancement / Underground Wiring Street Redesign / Improvements $0 $0 $0 $0 $0 $0 Underground Wiring Projects $0 $0 $0 $0 $0 $0 Pedestrian and Bicycle Improvements Sidewalk Construction $0 $0 $0 $0 $0 $0 Pedestrian Facility Improvements $0 $0 $0 $0 $0 $0 Stormwater Management Stormwater Management Projects $0 $0 $0 $0 $0 $0 Total Public Works $0 $0 $0 $0 $0 $0 RECREATION AND OPEN SPACE Facilities Quarterpath Park Improvements $0 $0 $0 $0 $0 $0 Kiwanis Park Improvements $0 $0 $0 $0 $0 $0 Waller Mill Park Improvements $0 $0 $0 $0 $0 $0 Papermill Creek Park $0 $0 $0 $0 $0 Total Recreation and Open Space $0 $0 $0 $0 $0 $0 PUBLIC SAFETY Facilities Fire Station Renovation $0 $0 $0 $0 $0 $0 Police Station Renovation $0 $0 $0 $0 $0 $0 E-911 Regional Center - Expansion ** $0 $0 $0 $0 $0 $0 Equipment Portable Radio Replacement $0 $0 $0 $0 $0 $0 Parking Garage Equipment Replacement $12,000 $12,000 $12,000 $12,000 $12,000 $60,000 Firefighting/EMS Equipment $0 $0 $0 $0 $0 $0 Law Enforcement Equipment $0 $0 $0 $0 $0 $0 Total Public Safety $12,000 $12,000 $12,000 $12,000 $12,000 $60,000

COMMUNITY & ECONOMIC DEVELOPMENT Comprehensive Plan Update $0 $0 $0 $0 $0 $0 Economic Development Plan Update $0 $0 $0 $0 $0 $0 Arts District Viability Study $0 $0 $0 $0 $0 $0 City Housing Renovation $0 $0 $0 $0 $0 $0 Total Community & Econ. Development $0 $0 $0 $0 $0 $0

GENERAL GOVERNMENT Facilities & Land Human Svcs Front Window Update $0 $0 $0 $0 $0 $0 Facility Painting $0 $0 $0 $0 $0 $0 Cedar Grove Cemetery Expansion $0 $0 $0 $0 $0 $0 Technology ERP System Replacement*** $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 PC Replacement Program $0 $0 $0 $0 $0 $0 Telephone System Replacement $9,000 $9,000 $9,000 $9,000 $9,000 $45,000 Vehicles Vehicle Replacement Plan $0 $0 $0 $0 $0 $0 Capital Projects - Contingency $0 $0 $0 $0 $0 $0 Total General Government $29,000 $29,000 $29,000 $29,000 $29,000 $145,000

AGENCIES / INTERJURISDICTIONAL Facilities Williamsburg Library Renovations -$500 -$500 -$500 -$500 -$500 -$2,500 Courthouse Mtce. Projects (contingency) $0 $0 $0 $0 $0 $0 Schools - Contribution School/Renovation Projects $0 $0 $0 $0 $0 $0 Total Agencies / Jurisdictional -$500 -$500 -$500 -$500 -$500 -$2,500 Total Additional Operational Costs $40,500 $40,500 $40,500 $40,500 $40,500 $202,500

* Estimated impact on operating costs are assumed to begin in project year, and continue thereafter.

** E-911 service consolidation with neighboring York County in 2009 results in General Fund operational savings of approximately $150,000 to $200,000 per year, net of capital contributions in five-year CIP ***ERP software support costs are estimated to be $40,000 annually, $20,000 per year above the current level of support, and budgeted in the Information Technology department.

E - 76 CITY OF WILLIAMSBURG UTILITY FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2019

FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 TOTAL PUBLIC UTILITIES Water Supply Watershed Protection/Water Supply $0 $0 $0 $0 $0 $0 Waller Dam Improvements $0 $0 $0 $0 $0 $0 Water Treatment Improvements $200 $200 $200 $0 $0 $600 Water Distribution/Storage Water System Improvements $0 -$1,000 $0 $0 $0 -$1,000 Water Tank Roof Replacement $0 $0 $0 $0 $0 $0 Plant Wastewater Lagoons Lagoon Sludge Removal $0 $0 $0 $0 $0 $0 Sewer Collection/Transmission System Sewer System Rehab - SSO $0 -$1,500 $0 -$1,500 $0 -$3,000 Sewer Pump Station Reliability $0 $0 $0 $0 $0 $0 Water/Sewer System Contingency Contingency $0 $0 $0 $0 $0 $0 Vehicles/Equipment Equipment (replacement) $0 $0 $0 $0 $0 $0 Total Additional Operational Costs $200 -$2,300 $200 -$1,500 $0 -$3,400

* Estimated impact on operating costs are assumed to begin in project year, and continue thereafter.

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E - 78 INTRODUCTION

This Guide is designed to assist those responsible for preparing the Annual Operating Budget and the Five Year Capital Improvement Program of the City of Williamsburg. The budget process defines, communicates, and funds the city's programs and priorities. The completed budget is City Council's financial road map, and a primary management tool for the City Manager and Department Heads. To that end, it must be a quality document, and our best efforts should be expended in its preparation.

The Budget Guide is a formal call for all departments of the city, and agencies associated with the city, to prepare and submit an estimate of the resources required for the next fiscal year. It includes a set of procedures for building a comprehensive budget to be submitted to City Council in March each year. It also serves as a mid-year review to identify adjustments necessary to the current year budget.

AUTHORITY

The Charter and Code of Ordinances of the City of Williamsburg, and the Code of Virginia, prescribe budgetary responsibility and process. Budgetary accounts are maintained according to the Uniform Financial Reporting Manual for Virginia Counties and Municipalities, as prescribed by the Auditor of Public Accounts, Commonwealth of Virginia. This guide consolidates pertinent budgetary information as concisely as possible, providing a reference for making sound, informed, consistent budget decisions.

CONTENTS Page

Budget Calendar ...... F-2 - F-3 Operating Budget Instructions ...... F-4 Capital Improvement Program (CIP) Instructions ...... F-5 - F-6 Biennial Goal Setting Policy and Procedures ...... F-7 - F-8 Budgetary Accounts ...... F-9 Department Codes & Responsibility ...... F-10 - F-11 Revenue Sources & Trends ...... F-12 - F-32 Expenditure Classifications ...... F-33 - F-37 Funding Relationships ...... F-38 - F-43 Fund Structure ...... F-44 - F-45 Budget Policies ...... F-46 - F-52

F - 1 BUDGET CALENDAR September 2017 20 City Council Retreat - 2017/2018 Biennial Goals, Initiatives, and Outcomes Mid-Course Assessment.

November 2017 17 Finance and Human Services departments send letters to outside agencies advising of budget submittal requirements and deadlines.

December 2017 4 City Manager and Finance Director distribute budget guidance and capital improvement planning instructions to Department Heads.

January 2018 2 Begin series of meetings between City Manager and City employees in small groups to discuss budget issues.

5 Finance department distributes FY 2019 budget guidance and worksheets to Department Heads and Constitutional Officers.

12 Planning Director prepares a status report on the City’s FY 2018 Capital Improvement Program, focused on major capital items, and provides to Planning Commission and City Council.

17 Planning Commission public hearing on capital improvement program.

19 Departmental and Constitutional Officer operating budgets due to Finance Department. Finance begins compilation and review of budgets, and completes revenue projections for FY 2019.

19 Deadline for receipt of all Outside Agency budget requests for FY 2019 funding.

24 Planning Commission – Work session on CIP

27 City Council Retreat on budget preview and long-term financial outlook.

29 City Manager and Finance Director begin meetings with Department Heads on budget submittals as necessary.

February 2018 16 Planning Commission provides input to City Manager and City Council for update of the Five Year Capital Improvement Program.

F-2 March 2018 TBD James City County to host joint meeting of the JCC Board of Supervisors, School Board, and City Council to discuss budget, enrollment, and other matters of interest.

10 Advertise proposed property tax increase (if applicable-30 day minimum notice requirement Va Code §58.1-3321).

8 City Council Meeting – Williamsburg Regional Library Budget Presentation.

14 1st Notice of Public Hearing for Water Rate Increase Advertisement in Va Gazette (if applicable – Va Code §15.2-2143).

19 City Council Work Session – Outside Agency Budget Requests (4:00pm-5:00pm Arts Commission, Human Services Agencies, 5:00pm-6:30pm Tourism Marketing).

21 2nd Notice of Public Hearing for Water Rate Increase Advertisement in Va Gazette (if applicable – Va Code §15.2-2143).

23 Proposed FY 2019 Operating and Capital Improvement Budgets delivered to City Council.

28 Budget Synopsis / Notice of Public Hearing on Proposed Budget advertised in Va Gazette. (Va Code §15.2-2506-7 day minimum notification).

April 2018 7 City Manager budget report to Neighborhood Council of Williamsburg.

9 City Council Work Session – Overview of FY 2019 Budget and Open Forum.

12 City Council Meeting - Public Hearing on Proposed Budget, Tax Levy, and Utility Rates.

16 City Council Budget Work Session (4:00 pm, if required).

30 Supervisors and Department Heads submit annual employee performance evaluations for input into Merit Pay Plan.

May 2018 10 City Council Meeting - Adopt FY 2019 Operating, Capital, Utility, Public Assistance, and Quarterpath CDA Fund Budgets with Budget Resolution.

Council Sets Tax Rate.

July 2018 1 Begin Fiscal Year 2019.

F-3 INSTRUCTIONS General

In early January, Finance staff will provide spreadsheets to departments with operating activity for each departmental line item:

A. Prior year’s expenditures for last two fiscal years.

B. Current year budget.

C. Current year expenditures through December 31st.

D. A column for estimating current fiscal year total expenditures through June 30th.

E. A column for next fiscal year’s line-item budget estimates.

Each department head should complete items D and E. The current year estimate is both the basis for recommending amendments to the current year budget, and for determining next year's amount for consideration by City Council.

Recommendations on personnel expenditures (addition/deletion of positions, etc.) should be submitted in memo form. Payroll and fringe benefits line items on the printout should be left blank. Finance will calculate and enter these line items.

Reminders for Preparers of Budget Requests

1. Analyze each line item separately. Compare historical data, current year budget, and estimated spending levels for the current year to assist with your request.

2. Round all figures to the nearest $10.00 (i.e., $32 to $30 and $85 to $90).

3. Verify all object codes, amounts, and totals.

4. Meet all Budget Calendar deadline dates. Preparers should highlight key dates and actions.

5. Keep backup materials used in computing your budget request. These will be used both in explaining budget recommendations and administering the budget.

6. This is your operating budget. You are responsible for closely monitoring expenditures and encumbrances against the budget monthly. Written requests for Budget Account Transfers or Supplemental Appropriations must be submitted on forms provided and approved prior to obligating spending over the adopted budget.

F-4 CAPITAL IMPROVEMENT PROGRAM INSTRUCTIONS

Definition of a Capital Project

The Capital Improvements Program (CIP) identifies, schedules and budgets capital projects. A capital project is a major expenditure which adds to the net assets of the City. Capital projects fall within one or more of the following categories:

1. Land acquisition or long-term lease. 2. Construction of buildings, public facilities, and infrastructure, generally exceeding $20,000. 3. Acquisition or improvement of property, generally exceeding $20,000. 4. Major additions or rehabilitation to public facilities, generally exceeding $20,000. 5. Major studies such as engineering, feasibility, etc., related to public facilities. 6. Vehicles and equipment, generally exceeding $10,000.

Some examples of capital projects are: street construction, sewer lines, parks, sidewalks, storm drains, water lines, building construction or major renovation, fire trucks, and police cars.

Engineering or planning studies, which are directly linked to a specific capital project, are part of the cost of that project. Such engineering studies should be included in the project description of which they are a part. Other studies and plans, which constitute a major expense of a non-recurring nature, are included in the CIP even if they are not assets in the sense of a building.

Relation Between the Capital Budget and the Capital Improvement Program

The Five Year Capital Improvement Program is presented annually to the City Council. The first year of the Capital Improvement Program is a capital budget and contains the list of projects for implementation during the coming fiscal year. The CIP is updated annually as new needs become known and as priorities change. It is possible that a project with low priority can remain in the CIP program longer than five years as more important projects appear and move ahead of it. Conversely, a project may be implemented sooner than originally planned due to changing priorities.

Project Review All requests for capital projects and input on priorities will be evaluated by the City Manager and Finance Director before being submitted to City Council.

The Planning Commission will receive the proposed Capital Improvements Program when it is distributed to City Council. The Commission will be invited to advise Council on the consistency of the CIP with the Comprehensive Plan of the City.

Capital Project Form Capital Improvement Program projects will be submitted on forms provided by the City Manager. The following is a non-inclusive list of project categories:

Streets and Traffic Stormwater Management Solid Waste Management Park Development Building Improvement Water and Wastewater Improvements Economic Development Field Equipment Parking Facilities Planning/Feasibility Studies Property Acquisition Vehicles

F-5 Five Year Vehicle Replacement Plan All vehicles owned by the city are listed on a replacement plan. The plan is based on a five-year projection. It is updated annually with the rest of the CIP.

Annual Update Each year departments submit an update to the CIP as the first step in budget formulation. Updates include:

1. Submission of the current year Capital Project Form with either: a. pen and ink annotation to update the form for the next five year period, or b. staple a revised form if changes are too many for pen and ink update.

2. Submission of a statement for each current year project of work accomplished at the six month point, and the accomplishments expected by the twelve month point.

3. Submission of a revised Capital Improvement Summary for that portion of the CIP assigned to the originator's department.

The second step requires department heads to a status report by July 31st each year of all projects funded during the prior fiscal year ended June 30th. This information will be provided to the Finance Department to determine the balance of capital projects funds needed to carry forward to the next fiscal year for project completion.

F-6 BIENNIAL GOAL SETTING

The City of Williamsburg recognizes the importance of setting specific goals. Goals provide both means of sorting out priorities, and a standard against which to measure effectiveness. More than any other determinant, stated goals drive the budget. Goal setting is an integral part of the budget process.

To advance the City’s vision, every two years the City Council identifies new strategic objectives for city government. Biennial Goals, Initiatives, and Outcomes (GIO’s) provide an expression of city priorities, as specific and measurable as possible, covering a two year period. GIO’s provide a coordinated expression of City Council’s direction for change and focus in the near future.

Two or three new or incumbent council members are elected in May of even numbered years. The newly elected Council members then have several months to become familiar with the workings of city government before the Council attempts to chart the City's course. This is done through a methodical goal setting process in the Fall of even numbered years. The City Council's adopted goals then become a guide for the two succeeding budgets. In this way, a Council spends the first six months after the election deciding what it wants to accomplish, and the remaining eighteen months before the next election concentrating on implementing its goals.

During the midterm, or odd numbered years, the Council monitors progress towards achieving its goals. A mid-biennium status report is prepared by staff, and includes desired outcomes and observed results. But the formal goal setting process takes place only every two years.

In order to be fully useful, goals statements should have the following characteristics: x Goals should be as specific as possible.

x Goals achievement should be measurable.

x Goals should be short-range-one or two years. Longer range goals should be expressed in terms of what intermediate goals or objectives must be undertaken now to achieve the ultimate goal.

x Goals should be developed by exception. The continuation of existing policies and practices of city government should not be listed as goals, however important they may be. Only new or altered policies or practices should be listed.

x Goals should be followed by an implementation strategy provided in operating and capital budgets.

x The cost of achieving a goal should be counted in terms of time, money, and commitment, realizing each goal actively pursued takes away resources that could be applied to other activities.

x Goals should be limited to those which city government has the power to achieve. While it may be well to state goals which are primarily the responsibility of others, it should be recognized that while the City has considerable influence, it does not have substantial control over goals such as these.

F-7 The calendar below outlines City Council's Goals, Initiatives, and Outcomes process. The City Council's two- year election cycle fits well with this biennial goal setting cycle.

CALENDAR (even number years only)

May Council Election

July 1 New Council members take office.

July-Aug. City Manager provides status report on accomplishment of stated goals. Council holds retreat to evaluate goal accomplishment and discuss future priorities.

September Council offers public comment opportunities to hear citizens' ideas and suggestions on goals.

October City Manager presents a draft Goals Statement based on the outcome of the retreat and public comment for Council consideration. Council has workshop sessions as necessary, and adopts a statement of goals.

November City Staff begins work on operating and capital budgets for coming fiscal year reflecting priorities in the statement of goals.

F-8 BUDGETARY ACCOUNTS

Budgetary Accounts and Responsibility

The City of Williamsburg operates its budgetary system on a fund accounting basis.

The funds used by the City of Williamsburg are Governmental and Proprietary. The Governmental Funds consist of the General Fund (001) and the Capital Improvement Program (Sales Tax 004). These funds are combined in the City’s Comprehensive Annual Financial Report (CAFR), but for budgeting purposes, are kept separate due to the operating and capital differences. The Proprietary Fund is an Enterprise Fund (010) which accounts for the city water and wastewater as the Utility Fund.

The General Fund is used to account for all financial resources except those required to be accounted for in one of the other funds. The General Fund encompasses all city departments, except utilities, and also includes entities funded through city government such as constitutional officers, detention, schools, library, and outside agencies.

Capital Improvements Program is used to account for major capital outlay items. Historically, the city has used the State’s 1% sales tax revenue to fund capital projects.

Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business. The intent of these operations is that the cost of providing continued services to the public be financed primarily from user charges and fees.

Expenditures of the City of Williamsburg are classified by fund, and within each fund by department. Expenditures are classified by object (line item) within each department.

Departmental Codes and Responsibility, lists the individual responsible for submitting and managing each departmental budget. In the case of outside agencies, Appendix A lists the city employee responsible for overseeing agency funding.

Revenue Sources and Trends, documents all existing and potential sources of revenue received by the City of Williamsburg to finance its operations each year. It contains a thorough description of each revenue source, trends, and other pertinent information that should help the reader gain an understanding of the basis of each of these sources.

Expenditure Classifications, provides an explanation of each line item to help in properly and consistently classifying expenditures.

F-9 DEPARTMENT CODES AND RESPONSIBILITY Fund Dept. Number Number Department Responsibility General Fund: 001 1101 Legislative Marvin E. Collins III 001 1102 Clerk of Council Andrew Trivett 001 1201 City Manager Marvin E. Collins III 001 1203 Economic Development Michelle Dewitt 001 1204 City Attorney Christina Shelton 001 1206 Triangle Building Mgt. Michelle Dewitt 001 1209 Commissioner of the Revenue Lara Overy 001 1210 City Assessor John Mattson 001 1213 Treasurer Jennifer Tomes 001 1214 Finance Barbara Dameron 001 1221 City Shop Daniel Clayton 001 1301 Electoral Board Winifred Sowder 001 1302 Registrar Winifred Sowder 001 2100 Joint Activities Barbara Dameron 001 3101 Police Sean Dunn 001 3102 E-911 Sean Dunn 001 3103 Parking Facility Sean Dunn 001 3201 Fire William Patrick Dent 001 3301 Regional Jail John Kuplinski 001 3303 Middle Pen. Juv. Det. Center Gina Mingee 001 3401 Codes Compliance Matt Westheimer 001 3501 Animal Control Daniel Clayton 001 3503 Medical Examiner William Patrick Dent 001 3505 Emergency Management William Patrick Dent 001 4101 Engineering Daniel Clayton 001 4102 Streets Daniel Clayton 001 4103 Stormwater Management Daniel Clayton 001 4203 Refuse Collection Daniel Clayton 001 4305 Municipal Complex Daniel Clayton 001 4306 Rental Properties Daniel Clayton 001 4307 New Municipal Building Daniel Clayton 001 4308 Information Technology Mark Barham 001 4309 Landscaping Daniel Clayton 001 5101 Health Department Barbara Dameron 001 5103 Mosquito Control Daniel Clayton 001 5302 Public Assistance Peter Walentisch 001 5305 Public Assist.-Transportation Peter Walentisch 001 6101 School Board Barbara Dameron 001 6103 Joint School Contributions Barbara Dameron 001 7101 Recreation Administration Robbi Hutton 001 7102 Waller Mill Park Robbi Hutton 001 7104 Recreation Programs Robbi Hutton 001 7108 Cemetery Daniel Clayton 001 7302 Library - Contributions Barbara Dameron 001 8101 Planning Carolyn Murphy 001 8102 Contrib. to Other Agencies Barbara Dameron 001 8202 Soil & Water Conservation Daniel Clayton

F-10 Fund Dept. Number Number Department Responsibility Sales Tax Fund: 004 0001 Capital Improvements Projects Marvin E. Collins III

Utility Fund: 010 1900 Administration Daniel Clayton 010 1910 Filter Plant Daniel Clayton 010 1920 Water System Daniel Clayton 010 1940 Sewage System Daniel Clayton 010 1970 Debt Service Daniel Clayton 010 1985 Purchased Services Daniel Clayton 010 1990 Reserve-Utility CIP Daniel Clayton

F-11 REVENUE SOURCES AND TRENDS

GENERAL PROPERTY TAXES

General Property Taxes account for approximately 31% of the City’s general fund operating revenues. These taxes are derived from annual assessment of real estate and tangible personal property located in the City. The City Assessor appraises real estate property annually. This category includes property tax collections for current and delinquent years. Also included in this category are collections for Public Service Corporations, property appraised by the State Corporation Commission, and cover real, personal property, and machinery & tools. Revenues received for property tax on mobile homes, boats, and motorcycles are also included in this revenue category.

Real Property Taxes

By state law, all real property taxes must be assessed each year at 100% of fair market value. The assessments are made on a fiscal year basis and must be complete and mailed to property owners by June 30th for the next fiscal year. Taxes are then due on Dec 1, and June 1 of that fiscal year. The current tax rate (FY 2017) is $.57 per $100 of assessed value. The City’s real estate tax rate history is shown in the following tabulation:

Real Estate Property Tax Rates (per $100 assessed valuation) Fiscal Year 1987 $.52 Fiscal Year 1988 .51 Fiscal Year 1989 .50 Fiscal Year 1990 .52 Fiscal Years 1991-2012 .54 Fiscal Years 2013-2017 .57

Real property taxes generated by other selected Virginia localities for the fiscal year ended June 30, 2016 are as follows1:

% of Total Tax Rate Per Tax Rate / Real Property Tax % Change Local vs. Capita Locality $100 Revenues FY 2016 Over FY 2015 Revenues Wmsbg. Revenue James City County $.84 $95,984,432 12.08% 54.9% +47% $1,309 York County $.752 $67,191,963 2.08% 50.3% +32% $967 Winchester $.91 $26,810,293 -.17% 35.3% +60% $974 Hampton $1.24 $135,302,923 2.01% 43.8% +118% $976 Newport News $1.22 $174,097,563 1.91% 41.2% +114% $949 Williamsburg $.57 $10,202,762 2.9% 28.7% -- $687

1 Commonwealth of Virginia – 2016 Comparative Report of Local Government Revenues and Expenditures

F-12 Real property tax revenues received during the past ten fiscal years are shown below2:

Real Property Fiscal Year % Change Tax Revenue 2008 9,737,885 14.9% 2009 10,136,979 4.1% 2010 10,178,109 .4% 2011 9,850,627 -3.2% 2012 9,379,288 -4.8% 2013 9,274,939 -1.1% 2014 9,684,971 4.4% 2015 9,916,204 2.39% 2016 10,202,762 2.89% 2017 10,429,845 2.23%

Real estate taxes are generated based on the annually reassessed value of property. Taxable real estate property values for the last ten fiscal years are as follows:

Taxable Real Estate Fiscal Year % Change Property Values 2007 1,547,651,600 15.61% 2008 1,803,239,200 16.51% 2009 1,895,456,000 5.11% 2010 1,892,571,800 -.1% 2011 1,827,509,200 -3.4% 2012 1,736,157,600 -5.0% 2013 1,627,903,200 -6.2% 2014 1,687,212,000 3.64% 2015 1,736,611,700 2.93% 2016 1,786,176,800 2.85% 2017 1,829,331,800 2.42%

For each 1¢ of the City’s tax rate, approximately $182,933 is generated annually, based on the fiscal year 2017 land book values. New construction each year tends to skew increases in total property valuations shown above from year to year.

2 City of Williamsburg’s Comprehensive Annual Financial Reports-amounts include prior years’ delinquent real estate tax receipts.

F-13 Personal Property Taxes Tangible personal property is classified into two categories for valuation purposes, personal and business property. Cars, trucks, boats, trailers, etc., comprise personal property, and furniture, fixtures, and machinery account for business property. Property is assessed each January 1st, and taxes are due on December 1st, of the same year. The rate of assessment for motor vehicles is determined by the NADA or “Blue Book” average loan value. Furniture, machinery, etc., is assessed at 30% of original cost. The City does not prorate for partial year occupancy. The tax rate is $3.50/$100 of assessed value. Personal property taxes generated by select Virginia localities for the fiscal year ended June 30, 2016 are as follows3:

FY 2016 Personal % of Total Tax Rate / % Change Per Capita Locality Property Tax Local $100 Over FY 2015 Revenue Revenues* Revenues James City County $4.00 $26,596,413 9.1% 15.2% $363 York County $4.00 $14,761,688 15.2% 11% $213 Winchester $4.50 $11,447,975 3.8% 15.1% $416 Hampton $4.50 $27,105,155 8.1% 8.8% $195 Newport News $4.50 $63,546,505 6.4% 15% $346 Williamsburg $3.50 $2,001,030 4.2% 5.6% $135 *Includes Machinery & Tools and excludes State reimbursement for Personal Property Tax Relief Act.

Personal Property tax revenues received during the past ten fiscal years are shown below4:

Fiscal Year Personal* Business* Total Amount % Change

2008 1,326,707 1,210,744 2,537,451 4.7% 2009 1,409,945 1,307,209 2,717,154 7.1% 2010 1,315,193 1,276,328 2,591,521 -4.6% 2011 1,212,702 1,330,793 2,543,495 -1.8% 2012 1,257,024 1,304,252 2,561,276 .7% 2013 1,506,575 1,096,833 2,603,408 1.64% 2014 1,433,970 1,326,998 2,760,968 6.05% 2015 1,479,829 1,213,731 2,693,560 -2.44% 2016 1,517,268 1,257,334 2,774,602 3.01% 2017 1,508,651 1,370,354 2,879,005 3.76%

*Business personal property tax receipts include autos, machinery, & tools

3 Commonwealth of Virginia – 2016 Comparative Report of Local Government Revenues and Expenditures.

4 City of Williamsburg’s Comprehensive Annual Financial Reports-amounts include prior years’ delinquent personal property tax receipts, and State share of personal property tax reimbursement.

F-14 Public Service Corporations

Tax revenues are generated by public service corporations based on annual assessments of property, both real and personal, by the State Corporation Commission. Public service corporations are those providing services such as water, heat, light and power, telecommunications, and railroads within local government boundaries. Property assessments for the last ten fiscal years, along with the total revenue receipts for public service corporations are provided as follows:

Total Public Service Real Estate Personal Property Fiscal Year Corporation Assessments Assessments Revenue 2008 52,220,912 13,527 282,466

2009 51,598,088 14,870 279,150

2010 57,063,079 12,804 308,589

2011 58,838,333 567 318,294

2012 60,096,469 3,450 316,061

2013 54,105,420 38,324 342,671

2014 54,641,933 47,907 309,742

2015 54,554,188 20,197 313,322

2016 53,869,000 10,080 311,666

2017 54,786,988 19,648 307,406

Penalties and Interest

Personal property and first half fiscal year real estate taxes are due December 1st each year. Second half real estate taxes are due June 1st. Penalties are charged on all property tax accounts if not paid by these due dates. Penalty charges for delinquent property taxes are as follows:

Amount of Taxes Personal Property Real Estate Up to $10 Penalty is same as tax Penalty is 10% $10.01 - $100 Penalty is $10 Penalty is 10% $100.01 and up Penalty is 10% Penalty is 10%

Interest charges begin January 1st for delinquent first half real estate and personal property taxes, and July 1st for second half taxes. Interest is computed monthly, with an annual percentage rate of 10% as provided for in the Williamsburg City Code.

F-15 Penalty and interest revenues over the past ten fiscal years are shown in the following table:

Fiscal Year Penalties Interest Total 2008 38,024 19,094 57,118 2009 40,637 20,696 61,333 2010 34,866 15,825 61,333 2011 73,693 30,581 104,274 2012 66,082 28,950 95,032 2013 56,375 30,486 86,861 2014 66,547 39,393 105,940 2015 53,831 31,411 85,242 2016 59,761 24,078 83,839 2017 53,504 20,827 74,331

OTHER LOCAL TAXES This category of local revenues differs from general property taxes in that they are not billed by the City [except in the case of business licenses]. They are dependent on business volume, and most are self-imposed [businesses report sales activity directly to the City, and charges are based on these reported figures]. Business activity is subject to verification by the Senior Tax Analyst. Local Sales and Use Taxes

Local sales and use taxes are based on business activity in the City reported to the Commonwealth of Virginia by all businesses that are required to charge State sales tax of 6%. The taxes are collected and submitted to the Virginia Department of Taxation on a monthly basis and one percent of these proceeds are then returned to the City directly from the State. As a matter of policy, the City has designated these revenues to pay for its ongoing capital improvement program. Revenues received from the Commonwealth of Virginia for sales taxes over the last ten fiscal years are as follows: 1% Sales Tax Fiscal Year % Change Receipts 2008 4,562,028 -6.28% 2009 3,844,275 -15.73% 2010 3,885,065 1.06% 2011 3,963,454 2.02% 2012 4,161,131 5.00% 2013 4,494,328 8.01% 2014 4,239,957 -5.66% 2015 4,352,601 2.66% 2016 4,298,743 -1.24% 2017 4,388,596 2.09%

F-16 Consumer Utility Taxes

Use taxes are collected by public utility companies and remitted to the City on a monthly basis. City Council approves the rates charged annually. Telecommunications sales taxes since FY 2007 are 5% for all Virginia localities. The following table highlights the purpose and rates charged by these utility companies in effect during fiscal year 2018:

Current City Charges Maximum-State Code Residential Comm- Comm/Ind. Residential Commercial Res. Max Maximum Type Industrial Maximum Allowable Rate Rate Per month Allowable Max/month Charge/month Charge/month $.70/ month $1.15/month 20% up to Electricity Plus .007468 per Plus .006947 per kw $1.00 $20.00 20% up to $200=$40 $15=$3 kw hours hours $.70/month $1.15/month 20% up to Gas $1.00 $20.00 20% up to $200=$40 Plus .014 per CCF Plus.0243 per CCF $15=$3

Wireless 5% per month 5% per month No limit No limit No limit No limit

Telephone – $2/month $2/month $2/month $2/month $2/month $2/month E-911

The Commonwealth of Virginia deregulated gas and electric utilities in 2001. Since then local utility taxes for those industries are designed to be revenue neutral to localities. Beginning July 1, 2003, the City of Williamsburg began imposing a tax on wireless communications. Total receipts collected over the last ten fiscal years are as follows:

Commun. Total Collections Fiscal Year Electric Natural Gas Sales Taxes

2008 200,307 82,563 824,920 1,107,790

2009 201,825 89,224 749,461 1,040,510

2010 204,672 90,122 752,584 1,047,378

2011 203,571 97,389 748,840 1,049,809

2012 201,177 94,611 733,624 1,029,412

2013 204,700 101,896 735,570 1,042,166

2014 204,376 105,226 723,051 1,032,653

2015 204,834 103,193 716,733 1,024,760

2016 206,321 102,172 695,515 1,004,008

2017 207,965 82,559 678,419 968,943

F-17 Business License Taxes (BPOL)

All businesses in the City must obtain a business license to operate. The Commissioner of the Revenue sends business license applications in late December each year. Forms provided include prior year information [name, address, type of business conducted, gross receipts, etc.] and it is the responsibility of licensees to confirm or change information. The applications must be returned to the Commissioner by February 15th. The charges for business licenses are based on gross receipt figures provided on the application. The due date for payment of business licenses is March 1st each year, with a 10% penalty beginning March 2nd, and interest accruing at 10% annual percentage rate.

A detailed list of rates is provided for information purposes.

Trade/Type Fee [based on gross receipts] Minimum Fee Business or Personal Service $.36/$100 $30 up to $8,200 Contractor $.16/$100 $30 up to $18,000 Fortune Teller $1,000 flat fee Flat license fee

Itinerant Merchant or Peddler License $500 flat fee Flat license fee

Professional Service $.58/$100 $30 up to $5,000 Retail Merchant $.20/$100 $30 up to $15,000 Wholesale Merchant $.05/$100 $30 up to $60,000 Restaurant (seating 50-100) $200 Flat license fee Restaurant (seating 101-150) $350 Flat license fee Restaurant (seating 151-up) $500 Flat license fee Bed & Breakfast – Mixed Beverage $40 Flat license fee On/Off Sale of Beer-Wine $150 Flat license fee On/Off Premises Sale of Beer $100 Flat license fee On Premises Sale of Beer & Wine $150 Flat license fee On Premises Sale of Beer $100 Flat license fee Off Premises Sale of Beer & Wine $150 Flat license fee Off Premises Sale of Beer $100 Flat license fee

F-18 Business Licenses receipts over the last ten fiscal years are as follows:

Business License Fiscal Year % Change Receipts 2008 1,754,093 10.08% 2009 1,595,535 -9.04% 2010 1,571,483 -1.51% 2011 1,497,159 -4.73% 2012 1,598,958 6.80% 2013 1,646,691 2.99% 2014 1,630,018 -1.01% 2015 1,685,718 3.42% 2016 1,790,395 6.21% 2017 1,833,991 2.43%

Utility License Fees

The Code of Virginia, § 58.1 governs the licensing and regulation of cable television in the City. Gas and electric utilities using the city streets and right-of-ways to conduct business are classified here also, with consumption taxes set by state code. The Code of Virginia § 58.1-2904 imposes consumption taxes on consumers of natural gas in the City, and the Code of Virginia § 58.1-2900 covers consumption taxes on electricity in the City. These taxes are separate from consumer utility taxes charged monthly. The City’s current agreement with Cox Cable was renegotiated in May, 2011 for 10 years.

Activity Fee Cable TV 5% of gross receipts

Telephone $.50 per access line

Gas $.004/CCF first 500CCf per month Under 2,500kWh = $.00155/kWh/month Electric 2,500 – 50,00 kWh = $.00099/kWh/month over 50,000 kWh = $.00075/kWh/month Taxi & Bus Services $100 flat fee plus $100 per cab owned

F-19 Utility License fees collected over the past ten years are shown below:

Gas & Total Utility Fiscal Year PEG Fees** Telephone Other Electric License Fees 2008 0 62,290 37,343 3,200 102,833

2009 0 64,035 40,685 3,300 108,020

2010 0 64,905 52,843 3,500 121,248

2011 0 67,753 40,838 2,430 111,021

2012 22,291 60,858 40,183 2,530 125,862

2013 21,946 65,226 36,621 2,835 126,628

2014 21,644 67,417 37,831 2,900 129,792

2015 21,544 66,471 31,933 3,100 123,048

2016 21,733 61,941 27,729 3,000 114,403

2017 22,254 65,224 29,970 2,500 119,948 * Beginning January 1, 2007, cable franchise fees are included in the Communication Sales Tax program. ** Public, Educational and Governmental Access Channels (PEG).

Bank Stock Taxes

Every incorporated bank, banking association or trust company organized by or under the authority of the laws of the Commonwealth are responsible for filing bank franchise taxes5. A specific state tax form is prepared annually for banks, and filed with the Commonwealth of Virginia. The tax is essentially 8/10’s of 1% of a bank’s total equity capital (including reserves for losses) less real estate and personal property holdings which are taxed by Virginia localities. Banks submit the portion of its total bank stock taxes to local governments based on the percentage of banking operations within each locality. Bank stock tax collections over the past ten years are shown below:

Bank Stock Fiscal Year % Change Receipts 2008 156,853 -8.96% 2009 128,755 -17.91% 2010 167,652 30.21% 2011 202,189 20.60% 2012 192,536 -4.78% 2013 281,401 46.16% 2014 272,642 -3.11% 2015 319,387 17.15% 2016 351,453 10.04% 2017 307,396 -12.54%

5 Commonwealth of Virginia, Dept of Taxation, Virginia Bank Franchise Tax, 1997 Forms

F-20 Recordation Taxes

State law gives City Council the power to impose recordation taxes upon the first recordation of each taxable instrument recorded in the City. Taxable instruments generally consist of deeds, deeds of trust, and marriage licenses. The rate charged is $.15 on every $100 or fraction thereof of the consideration of the deed or the actual value of the property conveyed, whichever is greater6. For deed recordation in excess of $10 million value, a sliding scale is used. The Clerk of the Circuit Court is responsible for collecting and remitting these fees monthly to the City. In addition to these fees, a local tax is imposed (equal to up to 1/3 of the state recordation tax) and submitted to the City. The City has charged this maximum fee for many years. A grantor’s tax is also collected by the Clerk of the Circuit Court, and submitted to the State for quarterly distribution. This tax is classified under the Non-Categorical Aid section of this report. Local recordation taxes collected over the past ten fiscal years are as follows:

Fiscal Year Recordation Fees % Change 2008 326,508 -4.6% 2009 170,417 -47.8% 2010 136,891 -19.7% 2011 141,452 3.3% 2012 185,661 31.3% 2013 214,070 15.3% 2014 166,048 -22.4% 2015 250,600 50.9% 2016 196,420 -21.6% 2017 291,551 48.43%

Cigarette Taxes

The City of Williamsburg began imposing a cigarette tax of 25¢ per pack on July 1, 2003 and the current rate for FY 2018 is 30¢. The timing of vendor stamp replenishment is unpredictable each year. Total cigarette taxes collected over the past ten years are as follows:

Fiscal Year Cigarette Taxes % Change 2008 180,701 4.5% 2009 144,534 -20.0% 2010 158,460 9.6% 2011 148,032 -6.6% 2012 147,870 -0.1% 2013 183,155 23.9% 2014 148,320 -19.0% 2015 156,911 5.79% 2016 134,640 -14.2% 2017 130,032 -3.42%

6 Code of Virginia §581-801.

F-21 Hotel & Motel Room Taxes The City levies a transient occupancy tax on hotels, motels, bed and breakfasts, and other facilities offering guest rooms at a rate of 5%. Businesses collect this tax and submit it to the City by the 20th of the following month. Room tax collections over the last ten fiscal years are:

Room Tax Fiscal Year % Change Collections 2008 4,447,662 2.22% 2009 3,574,810 -19.62% 2010 3,248,789 -9.12% 2011 3,384,922 4.19% 2012 3,396,446 .03%. 2013 3,369,785 -.78% 2014 3,129,262 -7.14% 2015 3,220,638 2.92% 2016 3,319,625 3.07% 2017 3,316,634 -.09%

Restaurant / Food Taxes

The Code of Virginia allows the City to impose this excise tax on all food and beverages sold in the City as a meal. City Code defines “food & beverages” as all food, beverages or both, including alcoholic beverages, which are meant for refreshment or nourishment value, purchased in or from a restaurant, whether prepared in such restaurant or not, and whether consumed on the premises or not.7 Restaurant Food tax rate is 5%. Meal tax collections over the last ten fiscal years are:

Meal Tax Fiscal Year % Change Collections 2008 6,005,227 2.62% 2009 5,522,541 -8.04% 2010 5,607,318 1.54% 2011 5,989,446 6.81% 2012 6,277,434 4.81% 2013 6,391,022 1.81% 2014 6,446,505 .87% 2015 6,819,384 5.78% 2016 7,022,994 2.99% 2017 7,043,184 .29%

7 Williamsburg City Code, Section 18.271.

F-22 The City’s adopted fiscal year FY 2018 operating budget estimates room & meal tax revenues to be $10,295,000, or 28.6% of the total operating budget. Rates charged by nearby Virginia localities, and the percentage of budgeted FY 2018 receipts to total operating budgets, are presented below:

Room Tax % of FY 2018 Meal Tax % of FY 2018 Total % of Locality Rate Budget Rate Budget Budget York County* 5% 2.6% 4% 4.4% 7.0% James City 5% 1.4% 4% 3.6% 5.0% County* Virginia Beach* 8% .6% 5.5% 3.9% 4.5% Hampton 8% .8% 7.5% 4.4% 5.2% Newport News 8% .8% 7.5% 5.3% 6.1% Norfolk 8% .8% 6.5% 3.6% 4.4% Williamsburg* 5% 9.2% 5% 19.4% 28.6%

*In addition to room taxes, the City of Williamsburg, James City County and York County collect a $2.00 per night per room tax, which commenced on July 1, 2004 per Code of Virginia, section 58.1-3823C. The revenues generated are designated and expended solely for advertising the Historic Triangle Area. Receipts are sent to the Williamsburg Area Destination Marketing Committee each month. In addition, Virginia Beach and Hampton charge a flat rate tax of $1 per night, per room and Norfolk charges $2 per night, per room.

Permits, Privilege Fees and Regulatory Licenses

The City uses the Virginia Uniform Statewide Building Code (USBC), which covers new construction, renovation, demolition, plumbing, gas, mechanical, electrical, fire protection system installations and asbestos removal. The category’s major components consist of building, electrical, plumbing, and mechanical permits.

A ten-year history of permit revenues follows:

Fiscal Year Building Electrical Plumbing Mechanical Other* Total 2008 141,096 52,036 51,462 44,506 78,220 367,320 2009 62,170 21,653 19,819 19,061 74,767 197,470 2010 46,741 14,447 14,033 17,601 68,642 161,464 2011 45,546 16,355 14,116 15,303 62,788 154,108 2012 57,917 19,966 16,949 18,232 68,742 181,806 2013 57,043 11,541 9,646 11,518 61,889 151,637 2014 111,187 24,283 18,269 20,225 66,053 240,017 2015 54,689 43,541 40,458 40,820 76,407 255,915 2016 60,580 26,947 21,448 27,829 92,681 229,485 2017 74,277 28,727 21,793 24,329 100,693 249,819

*Other includes dog licenses, parking, zoning, right-of-way, raffle, rental inspections, gas and fire prevention permits.

F-23 Fines and Forfeitures

This revenue category is used to account for court and parking fines. The Court system has guidelines for setting case-related fines, while City Code sets the rates for parking fines. The Clerk of the Circuit Court collects court fines and submits receipts to the City monthly, while parking fines are paid directly to the Department of Finance. Effective January 1, 2004, the City implemented a graduated parking fine structure. During a 60-day period, which begins with the first overtime parking violation, fines will graduate as follows: 1st violation is $10.00, 2nd violation is $30.00 and the 3rd or more is $50.00. Revenue collections for fines and forfeitures over the last ten fiscal years are as follows:

Fiscal Year Court Fines Parking Fines Total 2008 143,836 97,484 241,320 2009 147,173 86,089 233,262 2010 108,744 93,743 202,487 2011 108,422 113,345 221,767 2012 153,107 106,201 259,308 2013 138,787 89,385 228,172 2014 127,363 87,010 214,373 2015 116,958 80,159 197,117 2016 110,407 44,625 155,032 2017 128,999 52,176 181,175

Revenue from Use of Money and Property

This revenue classification includes interest earnings on surplus funds, rental income from City- owned properties, and sale of surplus vehicles and equipment. Interest earnings reported here include only the General Fund, as Utility Fund revenues are highlighted in the next section, Budget Summaries. Revenue collections from use of money and property over the last ten fiscal years are presented below:

Fiscal Interest Rental Income Sale of Surplus Total Year Earnings 2008 1,209,815 531,537 24,433 1,765,785 2009 457,041 464,813 8,175 930,029 2010 236,316 469,207 25,319 730,842 2011 87,800 505,752 30,825 624,377 2012 125,429 507,083 15,373 647,885 2013 108,221 545,606 121,526 775,353 2014 112,846 622,047 21,904 756,797 2015 137,786 627,076 29,545 794,407 2016 141,337 718,572 28,154 888,063 2017 167,086 749,188 46,602 962,876

F-24 Rental income includes various rental properties. Specific charges as of January 1, 2018 are as follows:

Category Location/Purpose Monthly Rent Municipal Center U.S. Post Office-Parking Lot $1,300 3 City-owned houses Longhill Rd. & Waller Mill Rd. $1,314 General Property Triangle Building – Commercial $11,502 (Two new tenants begin late spring 2015) Transportation Center Triangle Taxi $478 Transportation Center Williamsburg Area Transport $7,376 Transportation Center Hampton Roads Transit $60 Transportation Center Amtrak $3,146 $350.70 each City Square Parking & Amenities for 3 Lots plus $70.14 per parking space

The Community Building user fees are included in rental income. The base rate for a weekday is $150/3 hour minimum and $300 for the weekend. A breakdown of rental income from remaining properties over the last ten fiscal years is presented below:

Fiscal Comm City Longhill Muni Stryker Trans Gen. Parking Total Year Bldg Square Prop Center Bldg Center Prop* Garage

2008 50,575 40,341 9,150 15,600 6,960 123,061 46,595 239,255 531,537

2009 37,284 43,988 10,456 15,550 7,160 123,273 17,802 209,300 464,813

2010 40,255 44,071 8,946 13,332 6,050 125,203 18,858 212,492 469,207

2011 46,641 43,340 9,456 13,732 3,770 119,720 19,185 248,370 504,214

2012 39,915 37,788 14,456 14,144 9,260 124,359 3,733 263,428 507,083

2013 40,850 40,820 10,956 14,568 4,920 127,539 21,853 284,100 545,606

2014 50,470 41,667 9,456 15,006 4,160 126,270 53,868 321,150 622,047

2015 46,615 51,905 9,456 15,402 0 130,762 54,790 318,146 627,076

2016 49,825 49,163 6,880 15,600 0 130,515 137,700 328,889 718,572

2017 52,290 32,390 8,552 15,600 12,169 134,726 142,684 350,777 749,188 *Includes Triangle Building Commercial rent and house on Strawberry Plains Road.

Charges for Services The City uses this revenue classification to account for various revenue sources requiring charges. Minor amounts are included under Sheriff’s fees and Commonwealth Attorney’s fees, of which the City has no control over. Also included are charges for maintenance of highways, streets, and sidewalks, which is used for billing special mowing or trash pickup and are minimal in amount. Charges for Planning & Community Development include minor amounts for maps and surveys, with the largest dollars attributable to sales of Cedar Grove Cemetery lots and grave openings. The

F-25 largest item under this category is Charges for Parks & Recreation. City Code authorizes the Recreation Department to set and collect charges for programs and activities for use of its facilities and services.

Charges for Services collected over the past ten years are shown below:

Fiscal Sheriff’s Commonwealth Parks & Planning & Total Year Fees Attorney’s Fees Recreation Comm. Dev. 2008 1,378 160 298,453 43,750 343,741

2009 1,331 138 317,573 28,698 347,740

2010 1,460 266 350,497 37,881 390,104

2011 1,414 805 390,220 43,742 436,181

2012 1,307 392 401,398 42,702 445,799

2013 1,366 398 377,104 42,855 421,723

2014 1,366 351 361,824 38,667 402,208

2015 1,366 310 341,745 43,300 386,721

2016 1,366 819 342,613 53,734 398,532

2017 1,366 205 398,700 50,305 450,576

Recreation fees for the last ten fiscal years are highlighted in detail below:

Fiscal Pool Tennis Waller Vending Classes Athletics Misc. Total Year Fees* Fees Mill Park Machines 2008 6,641 19,595 62,481 1,567 22,326 146,948 38,895 298,453 2009 6,083 18,900 73,909 584 15,742 157,829 44,526 317,573 2010 7,989 27,891 79,938 356 15,022 157,526 61,775 350,497 2011 5,451 32,482 106,180 409 17,444 164,883 63,371 390,220 2012 6,154 38,925 103,165 388 19,128 163,185 70,453 401,398 2013 2,338 34,964 125,841 910 15,163 160,219 37,669 377,104 2014 0 22,608 140,490 683 11,947 144,583 41,513 361,824 2015 0 21,664 142,370 560 14,678 133,848 28,625 341,745 2016 0 24,800 138,412 572 16,888 134,037 27,904 342,613 2017 0 26,036 171,791 546 20,843 134,833 44,651 398,700 *Pool service at QPath contracted out to a vendor in FY 2013 so no fees collected. Pool completely filled in FY 2015.

F-26 Cemetery lot sales and grave opening fees over the last ten years are as follows:

Fiscal Year Cemetery Lot Sales Grave Openings

2008 16,843 18,250 2009 12,383 14,450 2010 15,200 18,050 2011 22,520 14,950 2012 15,680 20,250 2013 17,345 19,400 2014 13,555 19,700 2015 19,010 19,950 2016 21,790 27,450 2017 18,250 26,500

Emergency Medical Transport – As of July 1, 2005, the City began a program of billing health insurance providers for emergency medical transportation services. Receipts over the last ten years are as follows:

Fiscal Year EMS Fees 2008 353,613 2009 411,430 2010 396,546 2011 409,588 2012 463,534 2013 425,679 2014 432,422 2015 437,767 2016 585,658 2017 579,149

REVENUE FROM THE COMMONWEALTH

Monies received from the Commonwealth of Virginia are classified as either Non-categorical or Categorical aid. Non-categorical revenues are received quarterly according to State code, are not billed or itemized by the City or any constitutional officer, and are not designated to be used for any specific purpose. These are direct-deposited in the General Fund and used to pay for overall operations. Categorical aid must be spent on specific purposes. In the case of constitutional officers, expenditures are itemized and sent to the Commonwealth for reimbursement, based on various formulas provided for by state code.

F-27 Non-categorical Aid

1. ABC Profits - Total net profits for ABC sales for the state are determined by the Department of Alcoholic Beverage Control, and reported to the Department of Accounts quarterly for distribution to localities. The funding formula for ABC profits is: Locality population (based on latest census) ÷ total state population X net profits.

2. Wine Taxes - 40¢/ liter wine tax is charged on all wine sold in Virginia. Taxes are remitted to the Department of Taxation, and 44% of the tax is re-distributed to localities based on the share of each locality’s respective population.

3. Rolling Stock Taxes - The State Corporation Commission determines the assessed value of “Certified Motor Vehicle Carriers” [primarily bus companies] and assesses a property tax at the rate of $1 per $100 value. These revenues are distributed quarterly to the localities based on the miles the vehicles travel throughout the localities [based on reports submitted from the carriers].

4. Rental Car Taxes - Payments received from the Commonwealth are based on rental car taxes collected by rental companies within each jurisdiction. A 4% rental car tax is required to be assessed on all rental vehicles (prior to July, 1997 the tax applied only to rented passenger cars). Rental companies submit the taxes monthly to DMV with a report by locality. The Commonwealth distributes these funds monthly to localities.

5. Grantor’s Tax - The Clerk of the Circuit Court collects additional recording fees for this purpose, details monthly activity, and deposits these receipts in a State Account. Activity is separated at the courthouse for deeds relating to Williamsburg or James City County. Funds are distributed quarterly by the Commonwealth, from a $10 million fund [$40 million per year] to localities based on their share of overall grantor tax collections in the Commonwealth.

Non-Categorical Aid received over the last ten fiscal years is as follows:

Fiscal ABC Wines Rolling Stock Rental Car Grantor’s Year Profits Taxes Taxes Taxes Taxes 2008 7,034 7,373 7,883 24,777 78,970 2009 0 0 8,940 15,899 55,459 2010 0 0 2,900 16,154 48,165 2011 0 0 9,046 10,604 49,845 2012 0 0 8,408 17,423 54,547 2013 0 0 9,692 15,647 48,411 2014 0 0 10,267 25,111 55,925 2015 0 0 9,870 33,242 43,112 2016 0 0 10,088 33,450 43,538 2017 0 0 9,104 36,159 45,263

F-28 Categorical Aid

1. Shared Expenses - Constitutional offices included as City departments/operations with reimbursements provided (in-part) by the Commonwealth of Virginia.

a. Sheriff - This is a joint activity shared with James City County. The state refunds approximately 100% of state-approved salaries and operating costs of this department. However, since the City now is part of the Virginia Peninsula Regional Jail Authority, the Sheriff now provides only courtroom security and prisoner transfer activities. Jail staffing at the Courthouse has been significantly reduced, as many former employees now work for the Authority. Salary supplements are not reimbursed by the State.

b. Commissioner of the Revenue - State code provides for reimbursements to the City at 50% of salaries, fringe benefits and a minor portion of operating expenses. Any constitutional officer can make special requests for payment from the Compensation Board for additional consideration. For the City’s Comprehensive Annual Financial Report dated June 30, 2017 total reimbursements were 34.4% of expenditures.

c. Treasurer - This is also a joint activity shared with James City County. The state reimburses the City 2/3 of salary, fringe benefits, and operating costs for the Deputy Treasurer, whose office is in the Municipal Building. The City, in turn, bills James City County 25% of the non-reimbursed amount annually. In the City’s Comprehensive Annual Financial Report, only the State reimbursed monies are classified as Categorical Aid. Reimbursements received from James City County are classified as credits to the expenditures in the Treasurer Department 1213.

d. Medical Examiner - Reimbursed at $30 per examination.

e. Registrar/Electoral Board - For FY 2017, salaries were reimbursed by the State at 69.96% for the Registrar and 81.62% for the Electoral Board members. No reimbursements are made for fringe benefits or operating expenditures. The Department of Finance files for reimbursement to the State Electoral Board annually.

2. Welfare - Pertaining to the City’s general fund, only minor amounts of reimbursements are accounted for here. All of the City’s Human Services programs are accounted for as a special revenue fund and is included in the City’s Comprehensive Annual Financial Report in the Virginia Public Assistance Fund.

3. Education - State Sales Tax for Education -The Governor distributes 1% of statewide sales tax receipts to every school district based on state census figures provided for school-age population. This is adjusted with each triennial census performed by the joint school system and verified by the localities.

4. 599 Funds - Each locality in the Commonwealth is eligible to receive a percentage of the total amount to be distributed equal to the percentage of the total adjusted crime

F-29 index attributable to each locality as determined by the Department of Criminal Justice Services. The City must notify the Department prior to July 1 each year that its law enforcement personnel have complied with minimum training standards as provided for by State Code. These distributions are made quarterly.

5. Other Categorical Aid - See the next section for a detail description.

Categorical Aid received over the last ten fiscal years is as follows:

Registrar/ Fiscal Comm. of Medical State Treasurer Electoral 599 Funds Year Rev. Examiner Sales Tax Bd. 2008 84,230 22,677 0 52,529 443,843 717,848 2009 85,464 22,475 0 48,245 427,158 698,356 2010 83,733 18,024 0 43,044 391,496 796,087 2011 69,878 17,333 0 38,385 386,896 827,078 2012 69,359 16,668 0 40,468 373,312 845,143 2013 69,384 16,360 0 37,211 373,313 801,635 2014 72,389 18,101 0 36,640 373,312 972,222 2015 72,633 18,146 0 36,271 373,312 1,099,918 2016 73,840 18,467 0 41,109 373,312 1,093,871 2017 73,943 17,910 0 37,029 385,332 1,134,338

Other Categorical Aid

Other aid received from the Commonwealth and designated for specific use includes:

1. Arts Commission - Grant funds are applied for by the City and James City County to the Commonwealth for the Local Government Challenge Grant Program. Funds are received directly by each locality. James City County reimburses the City for the State portion, and also an additional amount each year as provided for during the annual budget process. Since Fiscal Year 1998 each locality has received the $5,000 state maximum allowed under this grant.

2. Street and Highway Maintenance - The City is reimbursed quarterly by the Commonwealth according to lane miles of streets within its boundaries. For FY 2018 reimbursements for principal/minor arterial roads are $21,061 per lane mile, while collector/local streets are at a rate of $12,365 per lane mile. Lane miles used to calculate reimbursement change only when additional roads are built in the City. Total revenue for FY 2018 will be $1,798,664 based on peak hour moving lane miles of state arterial roads in the City of 39.72 miles, and local streets of 77.81 lane miles. Payment rates change periodically, and are at the discretion of the Commonwealth of Virginia.

F-30 3. Emergency Services - Each year funds are received for Radiological Emergency Preparedness. These funds support the activities of state agencies and certain local governments in establishing, maintaining, and operating emergency plans, programs and capabilities to deal with nuclear accidents8. Annual training exercises are performed, within program guidelines, and are coordinated throughout the geographic area with other local governments and Dominion Power. Amounts received each year are based on the projected annual cost of administering the state and local government programs for the power stations.

4. Fire Programs - This is a special appropriation to localities to be used for fire service training, training facilities, and fire-fighting equipment or vehicles. Localities must provide detailed expenditure reports annually to qualify for these funds.

5. EMS Funds- Four for Life - State Code provides for an additional $4 per year to be charged and collected when registrations for pickups, panel trucks, and motor vehicle are made at the Department of Motor Vehicles. These monies are paid into the State treasury to be used for emergency medical service purposes. Twenty-six percent of these funds are returned to the localities where the registrations were made. It supports volunteer and paid- personnel training, equipment, and supplies for emergency purposes.

6. Litter Control - The City receives this annual grant from the Department of Waste Management to aid in litter control. Monies are used for litter prevention, elimination and control. The grant must be applied for each year, and an accounting is made each year to verify that funds are spent appropriately. Amounts vary each year depending on available funds and local program requirements.

Other Categorical Aid received over the last ten fiscal years is as follows:

Fiscal Arts Street Emergency Fire EMS 4 Litter Year Commission Maintenance Services Programs for Life Control 2008 75,070 1,332,230 0 31,628 22,661 6,508 2009 76,350 1,382,944 0 32,650 14,676 6,337 2010 75,390 1,376,050 25,000 37,342 13,915 5,125 2011 65,000 1,426,219 25,000 34,643 15,493 5,910 2012 65,000 1,479,180 25,000 41,955 15,162 5,000 2013 63,250 1,550,215 25,000 40,123 16,620 7,216 2014 65,000 1,580,437 25,000 42,250 18,416 6,366 2015 65,000 1,623,919 30,000 44,569 18,599 6,357 2016 65,000 1,719,115 30,000 44,587 20,470 6,427 2017 70,000 1,758,306 30,000 45,652 18,296 6,192

8 Va of Emergency Services - Funding to State and Local Government Agencies and Supporting Organizations, June, 1992

F-31 REVENUE FROM THE FEDERAL GOVERNMENT

The City’s Comprehensive Annual Financial Report itemizes Federal receipts on the Schedule of Federal Awards, according to the Catalog of Federal Domestic Assistance catalog numbers. Human Services programs account, by far, for the majority of the City’s federal funds. These programs are accounted for in the Public Assistance Fund. For General Fund purposes, only limited sources of federal funding exist. These programs are highlighted:

1. Local Law Enforcement Block Grant - The City must apply for these funds each year through the Department of Justice. An interest-bearing checking account is maintained for this grant, and detailed quarterly reports must be filed until the funds are spent. During FY 2017, the City received $11,366 for the Byrne Justice Assistance Grant Program, $2,435 for the Bulletproof Vest Program and $5,200 DMV Federal Grant for purchase of equipment.

2. Department of Homeland Security - These funds are federal pass-thru grants administered by the Commonwealth of Virginia. During FY 2016, the City received $47,850 for Citizen's Corp Project and the Citizen Emergency Response Team training. During FY 2017 no funds were received.

3. Department of Emergency Services - These funds are administered by the Federal Emergency Management Agency (FEMA). The City of Virginia Beach acts as fiscal agent for this program. Funds are received for disaster assistance and hurricane preparedness, and more specifically, are intended to supplement the cost of deploying the City’s Emergency Management team in accordance with FEMA requirements during natural disasters. During FY 2014, 2015 and 2016, the City received $3,530, $115 and $75 from FEMA for drills and training. No funds were received in FY 2017.

4. Department of Transportation - These federal revenue sharing funds are used for street planning and construction. During FY 2017, $173,200 in federal funds was received for the Ironbound Road Improvements Phase I.

REVENUE FROM THE COLLEGE OF WILLIAM AND MARY

The City provides fire and emergency medical services to the College of William and Mary. As a state agency, the College is exempt from local taxation. In light of this, the College committed to providing financial support to the City in the amount of $120,000 per year to partially defray costs of providing these essential services on campus. The City has received this funding every year since FY 2014.

POTENTIAL REVENUE SOURCES

State Code Section 58.1-3840 allows cities or towns to charge excise taxes on admissions. The City adopted ordinance #17-10 on August 10, 2017, with the effective date of July 1, 2018, to begin charging a 3.5% tax on events to which admission is charged.

F-32 EXPENDITURE CLASSIFICATIONS 51000 SALARIES AND WAGES 51001 Salaries Compensation for all full time employees who hold permanent positions. 51002 Salaries-Overtime Compensation for overtime and holiday pay for all eligible employees in accordance with the Personnel Manual. 51003 Salaries, Part-time Employees Compensation for all part time employees (less than 40 hours per week) who are paid on an hourly basis and are not eligible for all employee benefits. (See Personnel Manual) 51005 Salaries-Temporary Compensation for employees who are working on a temporary basis. (See Personnel Manual) 51006 Discretionary Leave Compensation for police, fire, or water plant personnel who must work on stated holidays. (See Personnel Manual) 51008 Traffic Control Compensation for police department personnel who work extra hours for traffic control purposes. 51009 Off-Duty Policemen Compensation for police personnel hired by outside establishments after regular working hours. (City is reimbursed by contracting party.)

52000 FRINGE BENEFITS 52001 FICA Employer’s share of Social Security Taxes. 52002 Virginia Retirement System (VRS) Cost of contributions to Virginia Retirement System for all fulltime employees. VRS enrollment is mandatory for all full-time employees, and paid as a percentage of base salary. 52004 Dental Costs for employee dental reimbursement program. 52005 Hospitalization City's cost for medical benefit package premiums, not including dental. 52006 Group Life Insurance City's cost for VRS group life insurance policy. 52009 Unemployment Insurance Costs for unemployment insurance. 52010 Worker's Compensation Costs for worker's compensation insurance. 52012 Clothing Allowance Costs associated with purchase of clothing by designated personnel.

F-33 52013 Education Allowance Costs for tuition assistance. 52016 Training Costs associated with training fire, police, and water plant personnel. 52021 Cleaning Allowance Costs associated with cleaning of uniforms and clothing.

53000 PROFESSIONAL SERVICES 53001 Professional Health Services Costs associated with medical services such as physicals for certain employees. 53002 Professional Services-Other Costs for legal, financial, engineering, and other specialized professional services. 53004 Repair and Maintenance Costs for services for repair or maintenance of city equipment and structures. 53004- 1 Cars and Trucks 2 Buildings 3 Office Equipment 4 Powered Equipment 5 Street Signs, Markings, and Water Meters 6 Traffic Signals 53005 Service Contracts Costs for all service contracts except radio. 53006 Printing Costs associated with the printing of forms, documents, manuals, etc. 53007 Advertising Costs for classified and legal advertisements. 53008 Laundry and Dry Cleaning Costs associated with uniform rental. 53009 Purchase of Services Costs for purchasing of services and supplies from other governmental agencies (do not include joint activities). 53013 Jurors, Commissioners, Witnesses Costs associated with court trials and legal disputes. 53031 Garbage Contract Costs for garbage pick-up and disposal. 53032 HRSD Costs for treatment of raw sewage by Hampton Roads Sanitation District. 53033 Exterminating Costs for extermination contracts for city-owned buildings.

53099 Detective Funds Costs associated with police work.

F-34 55000 PURCHASE OF GOODS AND SERVICES 55101 Electricity Costs of electricity (Dominion Power). 55102 Heating Fuel Purchase of natural gas and heating oil. 55103 Water and Sewer Costs of water and sewer services. 55201 Postage Stamps, stamped envelopes, postage meter costs, permit fees, etc. 55203 Telecommunications Costs incurred for land-line, cellular phone, and pager service. 55204 Radios Cost of operating city-wide radio systems. 55205 Emergency "911" Costs of operating emergency lines for the dispatch operation. 55301 Boiler Insurance Costs of insuring heating plants, generators, and other mechanical equipment. 55302 Fire Insurance Costs of insuring buildings and contents against fire. 55305 Motor Vehicle Insurance Costs of insurance for motor vehicles. 55306 Surety Bonds Costs for surety bonds for certain city personnel. 55307 Public Officials Liability Costs of insuring certain public officials against suits, etc. 55308 General Liability Insurance Cost of insuring the city against certain accidents, etc. 55401 Office Supplies Costs of office supplies such as envelopes, pens, pencils, paper, forms, etc. used in everyday office operations. 55402 Food and Food Service Supplies Costs of providing miscellaneous food or supplies at Fire Station. 55403 Agricultural Supplies Costs for care and treatment of plants, lawns, landscaping, including small tools. 55404 Material and Lab Supplies Costs for purchasing medical and laboratory supplies for appropriate city departments. 55405 Laundry, Housekeeping and Janitorial Supplies Costs of custodial and housekeeping supplies, including light bulbs. 55406 Linen Supplies Costs of linens used in Fire Department. 55407 Repair and Maintenance Supplies

F-35 Costs of building material supplies, paint, electrical, and plumbing supplies. 55408 Vehicle and Powered Equipment Supplies Supplies for cars, trucks, heavy equipment, etc. used by City Shop. 55408- 1 Cars and trucks 2 Tires and tubes 3 Gas and oil for vehicles 4 Powered equipment - light and heavy 5 Sign and street marking supplies 6 Generator fuel 55409 Police Supplies Costs of items such as guns, ammo, flashlights, etc. 55410 Uniforms and Wearing Apparel Costs for uniforms, protective clothing, boots, overalls, and other items or working apparel provided to employees. 55411 Books and Subscriptions Costs for professional periodicals, books, and publications. 55412 Recreation Supplies Costs for supplies used for Recreation Department programs. 55413 Other Operating Supplies Costs for chemicals and other supplies not covered in other accounts. 55414 Merchandise for Resale Costs of vending machine merchandise. 55415 Fire Prevention Materials Costs of materials used by Fire Department for fire prevention. 55416 Pool Supplies Costs of supplies for operation of Quarterpath Pool. 55417 Water Meters Costs of purchasing water meters for the Utility Fund. 55418 Litter Control Costs associated with litter pickup. 55501 Travel Expense Mileage reimbursement @ 54¢/mile for approved use of private vehicles for job- related travel. 55504 Travel (Conferences and Conventions) Costs for lodging, transportation, registration fees, and materials. All travel must have prior department head approval. 55602 Colonial Behavioral Health (formerly Colonial Services Board) Costs of City's contribution to community program. 55604 Contributions to Other Agencies Donations to outside organizations approved by City Council. 55801 Dues and Memberships Costs for dues and memberships in professional organizations. 55805 Other

F-36 Costs (non-recurring) not budgeted under other accounts. 55838 Principal Repayment of long term debt principal. 55839 Interest Interest payments on long term debt. 55899 Joint Activity Payments to James City County for jointly operated departments and agencies.

57000 FIXED ASSETS 57001 Machinery and equipment 57002 Furniture and fixtures 57003 Communication equipment 57005 Motor vehicles 57007 ADP Equipment 57008 Pedestrian Improvements 57009 Street resurfacing 57010 Building alterations

58000 LEASES AND RENTALS 58001 Lease and Rental of equipment Cost for temporary rental or lease of equipment (no lease-purchase agreements). 58002 Lease and Rental of buildings Costs for rental or lease of office or storage space.

F-37 FUNDING RELATIONSHIPS Agency/Organization List of Other Contributors Notes Constitutional Officers Compensation Board. The state pays a portion of salary, (Generally) benefits, and some operating costs. The City pays salary supplements in some cases, fringe benefits. Operating salaries for these officers are approved by the State..

Commissioner of the Revenue The City provides office space for this officer and staff. The State State reimburses the City for 50% of salary, fringes (except healthcare) and some operating expenses. The reimbursable portion of the Commissioner's salary is based on the 1980 salary amount divided in half plus any all increases in pay since that date. The State pays 50% of 2 full-time positions allowed based on population. A salary supplement is provided by the City. The State reimburses half the employer cost of VRS (Retirement), FICA, and Group Life insurance. The balance of fringes is paid by the City. The staff participates in all City employee programs (e.g., health insurance, deferred and workers compensation), including the Pay Plan. Legislation may affectively reduce the level of State funding for the Commissioner of the Revenue’s operation.

Treasurer The City, State and JCC share in the local cost of the State Treasurer. The State reimburses 88% of state approved salary, 100% of FICA match, and 46% of VRS costs. JCC bills the City for a percentage of the non-reimbursable costs based on population. Office space is provided by both localities. The State reimburses the City for 2/3rds of salary, and fringes (except healthcare) for the City Deputy Treasurer, whose office is located in the Municipal Building. The City bills JCC for 25% of the non-reimbursable costs for salary and fringes associated with the City Deputy Treasurer position for work associated with W/JCC Schools. Pending legislation may drastically reduce the level of State funding for the Treasurer’s operation.

Clerk of Circuit Court The State funds salaries and a portion of fringes and JCC, State operating expenses for the Clerk and staff. A portion of fringe benefits is supplemented. Twelve positions in this office are fully State funded. Two part-time positions are locally funded. All temporary part-time personnel costs are reimbursed by the State, but not permanent part-time. These part-time salaries and some fringes are paid by the City and County per the Courthouse Agreement (See Circuit Court).

F-38 Agency/Organization List of Other Contributors Notes Clerk of Circuit Court The State funds salaries and a portion of fringes and JCC, State operating expenses for the Clerk and staff. A portion of fringe benefits is supplemented. Twelve positions in this office are fully State funded. Two part-time positions are locally funded. All temporary part-time personnel costs are reimbursed by the State, but not permanent part-time. These part-time salaries and some fringes are paid by the City and County per the Courthouse Agreement (See Circuit Court).

Commonwealth Attorney The Compensation Board sets the salaries for the JCC, State Commonwealth Attorney, four assistants, and four full-time support staff. All positions receive a salary supplement, ranging from 1.5% to 61%, paid by the City and JCC based on population each year. In addition, the Victim’s Assistance program consists of three grant positions, which are supplemented locally. The balance of any fringes in excess of the amount provided by the State is paid by the City and JCC based on population per the courthouse agreement.

Sheriff’s Department The joint Williamsburg/James City County Sheriff is JCC, State responsible for courtroom security and serving civil warrants, but no longer handles jail facilities since the City became part of the Va Peninsula Regional Jail Authority. City/JCC share local cost on a population formula as provided in the City/County Joint Courthouse Agreement. Payroll and operating expenses have been administered by James City County since January 1, 1998. The state compensation board will reimburse the County for state-approved salaries, benefits, and some operating expenses. Salary supplements and a portion of unreimbursed operating expenses are shared locally based on the Courthouse Agreement. Sheriff's employees participate in the JCC’s worker compensation, health insurance, and Va Retirement System programs.

Voter Registrar The State pays majority of the Registrar’s salary. For FY Board of Elections, State 2017 that rate was 69.96%. Costs associated with one full- time employee, fringe benefits, and operating costs are paid by the City. Staff participates in the City’s workers compensation, health insurance, and other employee benefit programs. The City provides accounting and payroll services.

Circuit Court (Hon. Michael E. The City and JCC share in the cost of the Judge’s secretary, McGinty) jurors, capital outlay, and operating expenses of this office. State City and JCC also fund a Legal Assistant position for the Circuit Court Judge. The Judge’s salary is paid by the State.

The City/JCC agreement dates December 12, 1996 provides for joint operations of all courthouse activities. All courthouse personnel and operating costs which are the responsibility of local government are split between the City and County based on population, and is updated as of December each year.

F-39 Agency/Organization List of Other Contributors Notes General District Court (Hon. The City and JCC share in the cost of operating expenses Colleen K. Killilea) and capital outlay for this office based on the Courthouse Agreement. The Judge's salary is paid by the State.

Juvenile and Domestic Relations The City and JCC share in the cost of operating expenses Court (Hon. George C. Fairbanks IV) for this office based on the Courthouse Agreement. The JCC, State Judge’s salary is paid by the State.

Ninth District Court Services Unit Salaries and fringes for this office are paid by the State. Juvenile Probation Office State, JCC, Local operating costs are shared between the City and JCC. th York, Charles City, King William, King For the District office, the City pays 1/11 of the operating & Queen, Mathews, Gloucester, New costs. In addition, the City pays actual juvenile detention expenses for the Merrimac Center through the Middle Kent, Middlesex, Poquoson Peninsula Juvenile Detention Commission for City cases.

Colonial Group Home Funded through State block grant and member localities Commission share operating costs based on population. Programs JCC, York, and Gloucester counties include Crossroads, Community Supervision, and State Dept of Youth & Family Svcs. Psychological Services.

Virginia Peninsula Regional Jail The City shares in the cost of operating this authority. Authority VPRJA operates a regional jail on Route 143 in lower James JCC, York County, Poquoson, Dept. City County. City pays its share based on number of of Corrections prisoners held for crimes committed in the City.

Middle Peninsula Juvenile Operates the Merrimac Center, a 48-bed center, providing th th Detention Commission secure detention for juveniles for localities in the 9 and 15 18 Localities, State-Dept of Juvenile District Court Service Units. City pays its share based on Justice number of juveniles held for offenses committed in the City.

Colonial Community Corrections Provides alternatives to incarceration to persons awaiting JCC, York County, Poquoson, New trial, pre-trial, post-trial and re-entry services, and substance Kent Co., Charles City Co., and State. abuse counseling to offenders.

Health District Contribution is based on funding formula which apportions State, Newport News, JCC, York local share among district jurisdictions. Some monies are County, and Poquoson refunded to City based on generated revenues each year.

Colonial Behavioral Health Funded at discretion of Council. Funding request is based on (Chapter X) population and usage. State funds, JCC, York County, Poquoson Federal Funds, fee revenues (clients, Medicare, Medicaid, etc.)

Department of Human Services Approximately 70% of personnel and operating costs are State, Federal Dept. of Health and reimbursed by the State and Federal governments. Human Services

F-40 Agency/Organization List of Other Contributors Notes Williamsburg-James City County Local funding share is apportioned between the City and Public Schools JCC based on the Joint Schools Agreement, as amended in 1991, 1996, 2001, 2007, and 2012. FY 2017 was the last year of the latest revised 5-year contract period currently under negotiation. Historically State support has been approximately 30% of total school system cost, and based on formula and General Assembly appropriations. Federal funding is received and largely directed to categorical programs, and received on a cost-reimbursement basis.

Williamsburg Regional Library City, JCC and York County cost sharing is governed by the JCC, York County, State funds September, 2013 five-year agreement, and based on and generated revenues circulation. Each jurisdiction pays for the capital costs associated with the library buildings located therein. The State contributes approximately 5% of total operating costs on a formula basis, through the Library of Virginia.

Avalon Center for Women and Funded at discretion of Council per advice of Human Children Services Review Committee United Way, State Housing Dept., JCC, York County, private donations

Foster Grandparents Program Funded at discretion of Council per advice of Human Hampton, JCC, York County, Newport Services Review Committee News, Federal funds

Peninsula Agency on Aging Funded at discretion of Council per advice of Human State and Federal funds, Newport Services Review Committee News, Hampton, Poquoson, JCC, York County, private donations

Historical Triangle Senior Center Funded at discretion of Council per advice of Human JCC, York Counties Services Review Committee

Community Action Agency Center Funded at discretion of Council per advice of Human JCC, donations, State/Fed. grants Services Review Committee

CHIP of Virginia Funded at discretion of Council per advice of Human Public/private partnership-partner Services Review Committee. agencies, corporations, foundations, individuals, local gov’ts

Hospice of Williamsburg Funded at discretion of Council per advice of Human United Way, private donations Services Review Committee.

Williamsburg Area Transport Funded at discretion of Council. Agency administers the JCC, York County, State funds regional transit system serving residents, visitors, and students through fixed-routes, and services disabled in the City, JCC, and the Bruton District of York County.

F-41 Agency/Organization List of Other Contributors Notes Colonial Williamsburg Foundation Funded at discretion of Council for purpose of purchasing Endowments, generated revenue, advertising time to attract visitors to Colonial Williamsburg. private contributions

Greater Williamsburg Chamber & Funded at the discretion of Council. In recent years all Tourism Alliance funding has been dedicated to tourism promotion except for JCC, York County, Wmsbg $100,000 per year for Alliance operations. Hotel/Motel Association Membership, programs

Hampton Roads Planning District City share is based on per capita membership assessment Commission and Metropolitan each year. Planning Organization (MPO) JCC, York county, Newport News, Poquoson, Hampton, Gloucester, Tidewater jurisdictions, State and Federal funds

Hampton Roads Economic Funded at discretion of Council. Development Alliance/Peninsula Council for Workforce Development Hampton, Newport News, JCC, York County, Gloucester, Poquoson

Thomas Nelson Community Funded at discretion of Council, based on population formula College for improvements to parking and site, not including buildings. State, Newport News, JCC, Poquoson, York County, Hampton

Colonial Soil and Water This is a State agency and is primarily funded by the State. Conservation District Historically, the CSWCD member jurisdictions have shared State, JCC, York County in the cost of funding one position.

Williamsburg Area Arts Funded at discretion of Council. Agency recommends Commission funding to over 30 groups and monitors how arts groups JCC, State funds spend funds. James City County pays half by agreement.

Animal Control The City pays JCC to provide animal control services under JCC a 1993 inter-local agreement.

Heritage Humane Society Funded at discretion of Council. JCC, York County, private donations

F-42 Agency/Organization List of Other Contributors Notes Virginia Peninsulas Public Service The City share is based on a budget formula adopted by the Authority VPPSA Board of Directors each year. JCC, York County, Hampton, Newport News, Poquoson, and Middle Peninsula jurisdictions

Jamestown-Yorktown Foundation Funded at discretion of Council. JCC, York County, State grants, private donations, admission fees

Colonial Court Appointed Special Funded at discretion of Council per advice of Human Advocates (CASA) Services Review Committee. JCC, York County, State grants, private donations

Williamsburg Aids Network Private Funded at discretion of Council per advice of Human donations Services Review Committee.

Williamsburg Extension Services Funded at discretion of Council per advice of Human State Services Review Committee.

Williamsburg Area Medical Funded at discretion of Council per advice of Human Assistance Corporation (WAMAC) Services Review Committee. State and JCC

F-43 FUND STRUCTURE

The City's accounting system is organized on the basis of funds and groups of accounts, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for by providing a separate set of self-balancing accounts which comprise its assets, liabilities, fund equity, revenues and expenditures or expenses. The various funds are grouped in the financial statements as follows:

Governmental Funds account for the expendable financial resources, other than those accounted for in proprietary or fiduciary funds. The Governmental Fund measurement focus is upon determination of financial position and changes in financial position, rather than upon net income determination as would apply to a commercial enterprise. The individual Governmental Funds which are budgeted are the General Fund, Sales Tax Fund, which are combined in the General Fund as presented in the City’s Comprehensive Annual Financial Report (CAFR) each year. The Public Assistance Fund is also a governmental fund, and accounts for programs offered by the Human Services Department.

General Fund - This fund accounts for all revenues and expenditures of the City which are not accounted for in other funds. Revenues are derived from general property taxes, other local taxes, licenses and permits, and revenues from other governmental units.

Sales Tax Fund (also referred to as General Capital Improvement Program) - This fund accounts for scheduled major capital improvements for the upcoming year. Revenues are traditionally derived from the 1% Sales Tax monies collected monthly at the State level, and interest earnings.

Public Assistance Fund – This fund accounts for activities of the City’s Human Services Department. The majority of funding is provided by the Federal and State government for social service programs. The remainder of its funding is provided by the City as annual contribution from the General Fund.

Proprietary Funds account for operations that are financed in a manner similar to private business enterprises. The Proprietary Fund measurement focus is upon determination of net income, financial position, and cash flows. Enterprise funds account for the financing of services to the general public where all or most of the operating expenses involved are recovered in the form of charges to users of such services. The Utility Fund, consisting of the operations for water and sewer services, is the City's only Enterprise Fund.

Budgets and Budgetary Accounting Formal budgetary integration is employed as a management control device during the year for the General Fund, Sales Tax Fund, Utility Fund, and Public Assistance Fund. Annual operating budgets are adopted by ordinances and resolutions passed by the City Council for those funds. Budgets are prepared on the same basis of accounting used for financial reporting purposes. The City does not integrate the use of encumbrance accounting in any of its funds. The original budgets and revisions, if any, are authorized at the department level by City Council. The City Manager has the authority to transfer funds within the departments, so long as the total appropriation for a department is not adjusted. All appropriations for operating budgets lapse at year-end to the extent that they have been fully expended. As capital projects can be multi-year, funds appropriated by City Council can carry over to future years for projects not completed each year, at the discretion of the City Manager.

F-44 Basis of Accounting:

Governmental Funds:

Governmental Funds utilize the modified accrual basis of accounting under which revenues and related assets are recorded when measurable and available to finance operations during the year. Accordingly, real and personal property taxes are recorded as revenues and receivables when billed, net of allowances for uncollectible amounts. Property taxes not collected within 45 days after year-end are reflected as deferred revenues - uncollected property taxes. Sales and utility taxes, which are collected by the State or utilities and subsequently remitted to the City, are recognized as revenues and receivables upon collection by the State or utility, which is generally in the month preceding receipt by the City. Licenses, permits, fines and rents are recorded as revenues when received. Intergovernmental revenues, consisting primarily of federal, State and other grants for the purpose of funding specific expenditures, are recognized when earned or at the time of the specific expenditure. Expenditures are recorded as the related fund liabilities are incurred.

Proprietary Funds:

The accrual basis of accounting is used for the Utility Fund. Under the accrual method, revenues are recognized in the accounting period in which they are earned, while expenses are recognized in the accounting period in which the related liability is incurred.

Basis of Accounting vs. Basis of Budgeting

Budgets are prepared on the same basis of accounting used for financial reporting purposes (GAAP). There are some instances whereas the generally accepted accounting principles used for financial reporting purposes will differ from those used in budget preparation. Under GAAP reporting requirements changes in the fair market value of the City’s investments are treated as adjustments to revenue at fiscal year-end, and those effects are not considered (or known) in the budget process. The other difference is the annual adjustment necessary to reflect the value of earned but unused vacation leave due to employees at fiscal year-end. Such amount would be paid upon an employee’s separation from the City, but is not known or budgeted due to the unknown nature of employee’s use of vacation leave.

F-45 BUDGET POLICIES A. Financial Planning Policies: 1. Balanced Budgets: a. The general operating fund (General Fund) and the special local option sales tax fund (General Capital Improvement Program, or CIP), Utility Fund operating fund, and the Utility Fund CIP are subject to the annual budget process. b. All operating and capital fund budgets must be balanced - total anticipated revenues plus fund balances or reserves brought forward must equal total estimated expenditures each year. c. The Utility Fund (the City’s only Enterprise Fund type) will be self-supporting. d. All budgets will be formulated and adopted on the basis of accounting consistent with generally accepted accounting principles (GAAP). e. The budget process will include coordinating development of the capital improvement budget with development of the operating budget. 2. Long-Range Planning: a. Budgets will be adopted annually, taking into consideration input from all organizational levels of the City. The Planning Commission will review current and future capital improvement projects and make recommendations to staff for input to the annual budget document. b. The long-term revenue, expenditure, and service implications of continuing or ending existing programs or adding new programs, services, and debt will be considered while formulating all budgets annually. c. The City will assess the condition of all major capital assets, including buildings, roads, bridges, water and sewer lines, vehicles, and equipment annually. d. To estimate the City’s future financial position, the long-term impact of operating and capital spending will be analyzed five years forward, concurrent with the formulation of all budgets. e. The General Fund will maintain a minimum of 35% of total operating revenues as its unassigned fund balance. f. Fund Balance of the General Fund shall be used only for emergencies, non- recurring expenditures, or major capital purchases that cannot be accommodated through current year savings.

B. Revenue Policies: 1. Revenue Diversification: The City will strive to maintain a diversified and stable revenue system to protect the City from short-run fluctuations in any one revenue source and ensure its ability to provide ongoing services. a. The City will identify all revenue and grant options available to the City each year. b. All revenue collection rates, especially for real estate and personal property taxes, will be reviewed annually, and all efforts to maximize receipt of revenues due will be made by the Finance Department. 2. User Fees and Charges: Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost-of- living as well as changes in methods or levels of service delivery. a. Rental of City properties – Charges will be reviewed annually and compared with market rates for comparable space or property in the community. The City will consider annual escalator clauses in multi-year rental contracts to take into effect

F-46 the impact of increases in the cost of living. b. Building permit and inspection fees will be reviewed annually. c. Recreation program charges will be reviewed annually. In general, all efforts will be made to provide programs and activities at an affordable level for the residents of the Williamsburg area while still recovering a major portion of incidental costs of programs, not to include administrative costs or the use of facilities. i. Charges for specialty classes such as yoga, aerobics, dance, dog obedience, etc. will be set at a level to encourage maximum participation, and also enable 75% to 80% of program receipts to be used to compensate instructors. ii. Team sports participation fees will also be set to encourage maximum participation, with approximately 80% to 90% of charges being used to defray costs of officiating, prizes and awards, scorekeepers, and team pictures. iii. Admission fees for the use of the Quarterpath Pool are intended to provide an affordable service to citizens. Fees are not intended to recover 100% of the costs of operating this facility. The City encourages individual and family seasonal membership passes at a minimum fee, which provide an even more affordable opportunity for residents to enjoy this outdoor facility during the summer months. d. The City’s Utility Fund will be self-supporting. Water and sewer charges will be reviewed annually and set at levels which fully cover the total direct and indirect costs - including operations, capital outlay, and debt service.

3. Use of One-time or Limited-time Revenues: a. To minimize disruptive effects on services due to non-recurrence of these sources, the City will not use one-time revenues to fund operating expenditures.

C. Expenditure Policies:

1. Operating/Capital Expenditure Accountability: a. The City will finance all current expenditures with current revenues. The City will not short-term borrow to meet cash-flow needs. b. Future operating costs associated with new capital improvements will be projected and included in operating budgets. c. Capital improvement program budgets will provide for adequate maintenance of capital equipment and facilities and for their orderly replacement. d. The budgets for all funds shall be controlled at the department level. Expenditures may not exceed total appropriations for any department without approval from the City Manager. e. All operating fund appropriations will lapse at fiscal year-end. Any encumbered appropriations at year-end may be re-appropriated by City Council in the subsequent year. Multi-year capital improvement projects may be carried-forward in the subsequent year, at the discretion of the City Manager. f. The City will include contingency line items in the General Fund, General CIP, and Utility Fund CIP, not to exceed $200,000, to be administered by the City Manager, to meet unanticipated expenditures of a non-recurring nature. g. The City will maintain a budgetary control system to ensure adherence to the budget and will prepare and present to City Council monthly financial reports comparing actual revenues and expenditures with budgeted amounts.

F-47 D. Debt Policy:

1. The objective of the City’s debt policy is to maintain the City’s ability to incur present and future debt at the most beneficial interest rates in amounts needed for financing the adopted Capital Improvement Program without adversely affecting the City’s ability to finance essential City services. 2. A five-year capital improvements program will be developed and updated annually along with corresponding anticipated funding sources. 3. Capital projects financed through either bank qualified loan or the issuance of bonded debt will be financed for a period not to exceed the useful life of the project. 4. Debt service principal payments will be scheduled in equal installments over the life of the indebtedness. 5. Requirements of continuing disclosure agreements for all bond issues will be complied with, including annual filing of audited financial statements and adopted budgets, to the Municipal Securities Rulemaking Board, and all national rating agencies which have assigned a bond rating for the City. 6. Pay-as-you-go financing will be the normal method of funding the capital program, with debt financing not to exceed the limits established below. 7. Actual ratios of per capita debt, and debt service to operating expenditures, and the not-to- exceed limit are shown below.

xOutstanding Debt per Capita (maximum): $1,700 - $2,400, including Utility Fund xRatio of Debt Service to Operating Expenditures includes capital projects.

E. Investment Policy:

In recognition of its fiduciary role in the management of all public funds entrusted to its care, it shall be the policy of the City that all investable balances be invested with the same care, skill, prudence and diligence that a prudent and knowledgeable person would exercise when undertaking an enterprise of like character and aims. Further, it shall be the policy of the City that all investments and investment practices meet or exceed all statues and guidelines governing the investment of public funds in Virginia, including the Investment Code of Virginia and the guidelines established by the State Treasury Board and the Governmental Accounting Standards Board.

Copies of the City’s comprehensive investment policy, including the objectives, allowable investments, quality, maturity restrictions, prohibited securities, and additional requirements are available at the Department of Finance.

F-48 F. Fund Balance Policy (adopted by City Council on June 9, 2011): 1. Background and Purpose a. Sound financial management principles require that sufficient funds be retained by the City to provide a stable financial base at all times. Adequate levels of fund balance are essential to protect against reducing service levels because of temporary revenue shortfalls or unanticipated expenditures. Fund balance provides resources during the time it takes to develop and implement a longer term financial solution. Fund balance is also crucial in long-term financial planning and financing as credit markets carefully monitor levels of fund balance to evaluate creditworthiness. 2. Components of Fund Balance The following individual items shall constitute the Fund Balance: a. Nonspendable Fund Balance – Amounts that cannot be spent due to form (such as inventories and prepaid amounts), and/or amounts that must be maintained legally intact or contractually intact (such as principal of a permanent fund). b. Restricted Fund Balance – Amounts constrained for a specific purpose by external parties, constitutional provisions, or enabling legislation. c. Committed Fund Balance – Amounts constrained for a specific purpose by City Council using its highest level of decision-making authority. It would require another action of the City Council to remove or change the constraints placed on the resources. Commitments must be established. d. Assigned Fund Balance – Amounts constrained for a specific purpose by the City Manager, who has been given the delegated authority by the City Council to assign amounts. The amount reported as assigned should not result in a deficit in unassigned fund balance. e. Unassigned Fund Balance – Amounts not classified as nonspendable, restricted, committed, or assigned. The General Fund is the only fund that would report a positive amount in the unassigned fund balance. 3. Funding Requirements of Unassigned Fund Balance of the General Fund a. An unassigned fund balance shall be established at an amount equal to a minimum of 35% of General Fund operating revenues as shown in the City’s most recent comprehensive annual financial report (CAFR). b. The use of the unassigned fund balance will be permitted to provide temporary funding of unforeseen emergency needs. c. If the unassigned fund balance falls below an amount equal to 35% of the General Fund operating revenues as outlined above, a plan to replenish the fund balance within twelve months will be presented to the City Council. d. Unassigned fund balance represents the residual fund balance after the nonspendable, restricted, committed and assigned fund balance categories are deducted. 4. Monitoring and Funding a. City staff will report on compliance with this Policy during the presentation of the Comprehensive Annual Financial Report (CAFR) at the regular meeting of City Council in December each year.

F-49 b. The City shall annually demonstrate that it will comply with this Policy based on its proposed Operating and Capital Budget for each year.

G. Tourism Development Fund Policy (adopted by City Council on August 10, 2017):

1. Establishment of Special Revenue Fund and Fiscal Policy

a. Special Revenue Fund b. The TDF will be established as a special revenue fund in the City Budget. c. The TDF will be subject to the fiscal controls of the City and shall abide by the adopted Budget Policies of the City regarding financial planning, revenues, expenditures, debt, investment, and fund balance. d. The TDF annual budget shall include a 5-year financial plan with year one being the budget appropriation and the following four years for planning. e. Unspent or unallocated funds shall remain in the fund and be a carryover to the next fiscal year. f. Funds can be used to pay debt service obligations and borrowing expenses associated with TDF projects. g. Funds are subject to the City audit and Comprehensive Annual Finance Report (CAFR) policies and processes.

2. Tourism Development Fund Purpose and Eligible Expenditures

a. Purpose – The purpose of the Tourism Development Fund (TDF) is to increase patronage to restaurants, attractions, hotels, and events in the City of Williamsburg through financial assistance and reinvestment in tourism products, place-making projects, special events, public-private partnerships, and destination marketing.

b. Types of Expenditures Allowed 1. Development, expansion, or renovation of tourism product and infrastructure for tourism products. 2. Place-making projects and events. 3. Provide funding for marketing of the destination to the Williamsburg Area Destination Marketing Committee. 4. Support projects and programs of the Economic Development Authority (EDA) for for-profit companies that meet the eligibility criteria and receive recommendations for funding. 5. Administrative costs of up to 10% shall be retained by the City. 6. Examples of Eligible Products 7. Streetscape renovations and enhancements 8. Transit improvements (bike share, pedestrian access, enhanced bus shelters) 9. Convention and group meeting facilities 10. Outdoor and indoor recreation facilities and amenities 11. Public parks 12. Tourism venues 13. Business improvement grants (through EDA) 14. Public art and place-making 15. Special events grants and marketing 16. Visitor infrastructure

F-50 17. Culinary arts incubators 18. Regional trails and cultural sites 19. Other projects that meet the eligibility criteria, demonstrate feasibility, and receive recommendation.

3. Tourism Development Fund Process and Project Application

a. The TDF application process will consist on two phases of application. The Phase 1 application is to establish eligibility and the Phase 2 process is to provide details necessary for staff and the TDF review committee to provide recommendation to City Council.

1. Phase 1 Application – At a minimum, the Phase 1 application will include information on the applying organization, amount of funding requested, identify if the project is new or an expansion, a project description, and the initial project budget and construction values. 2. Phase 2 Application – At a minimum, the Phase 2 application will include information on project feasibility, room night calculations, marketing plan, business plan, drawings, photos, renderings, site plans, organization leadership, project management, detailed project description, description on impact to local tourism, timeliness, project schedule, phasing, uniqueness of project, potential to stimulate other projects, letter of funding commitment, brand consistency, and methodology intended to capture visitation statistics provided.

b. Requests for funding from the Tourism Development Fund shall follow the following process: 1. Submission of Phase 1 applications in August. 2. Submission of Phase 2 applications in October 3. TDF Review Committee application review, interviews, and site visits in November and December. 4. TDF Review Committee application recommendation to City Council provided to the City Manager in December. 5. Planning Commission review of projects in January. 6. City Manager proposed budget released prior to April with TDF recommendation. 7. City Council considers approval of budget in May. 8. Funding is appropriated and available to the TDF in July.

4. Tourism Development Fund Review Committee

a. Purpose of the Review Committee -The TDF Review Committee will review and evaluate proposals from applicants for Tourism Development Fund projects for the purpose of providing a recommendation to the City Council and City Manager for the budgeting and appropriation of funds. Recommendations shall be based on consistency and impact of the project and the purpose of the TDF.

b. Appointment – The TDF Review Committee shall be appointed by the City Council and serve two (2) year terms. TDF Review Committee members are eligible for re- appointment to serve three (3) consecutive terms (six years). TDF Review Committee members must be residents of the City, own or represent a City business, or represent an event that occurs in the City.

F-51 c. Committee Composition – The TDF Review Committee shall consist of five (5) members with three (3) members representing the tourism industry and two (2) members being selected at-large.

F-52

CONTENTS

Page

UTILITY FUND WATER AND SEWER RATE ANALYSIS ...... G-2 - G-8

DEBT SERVICE ...... G-9

ASSESSED VALUE OF TAXABLE PROPERTY ...... G-10

RATIO OF ANNUAL DEBT SERVICE EXPENDITURES FOR G.O. BONDED DEBT TO TOTAL GENERAL GOVERNMENTAL EXPENDITURES ...... G-10

PROPERTY TAX RATES ...... G-10

PRINCIPAL EMPLOYERS ...... G-11

PRINCIPAL TAXPAYERS ...... G-12

UNEMPLOYMENT RATE ...... G-13

LAND AREA ...... G-13

DEMOGRAPHIC AND ECONOMIC STATISTICS ...... G-14

MISCELLANEOUS STATISTICS ...... G-15

GLOSSARY OF TERMS ...... G-16 – G-18

COMMONLY USED GOVERNMENTAL ACRONYMS ...... G-19

G - 2 G - 3 G - 4 G - 5 EXHIBIT 1

CITY OF WILLIAMSBURG Fiscal Year Ending June 30: WATER & SYSTEM OPERATIONS-CASH FLOWS 2017 2018 2019 2020 2021 2022 2023 Actual Estimated Proposed Projected Projected Projected Projected Revenue under existing rates: Water 4,609,133 4,623,000 4,623,000 4,646,115 4,669,346 4,692,692 4,716,156 Sewer 2,160,249 2,160,000 2,160,000 2,170,800 2,181,654 2,192,562 2,203,525

Total Revenue Under Existing Rates 6,769,382 6,783,000 6,783,000 6,816,915 6,851,000 6,885,255 6,919,681

Additional Water Revenues:

Rate Proposed Months Effective Date Increase Rate Effective July 1, 2017 0.00% $5.30 12 0 0000 July 1, 2018 0.00% $5.30 12 0 0000 July 1, 2019 0.00% $5.30 12 0 0000 July 1, 2020 0.00% $5.30 12 0 0000 July 1, 2021 0.00% $5.30 12 0 0000

Subtotal, Additional Revenue from Increases 0 0000

Total Revenue from User Charges 6,769,382 6,783,000 6,783,000 6,816,915 6,851,000 6,885,255 6,919,681

Other Utility Income 742,546 651,044 800,644 630,644 630,644 630,644 630,644

Total Operating Revenues 7,511,928 7,434,044 7,583,644 7,447,559 7,481,644 7,515,899 7,550,325

Operation and Maintenance Expenses Water and Sewer Expenses -6,260,785 -6,695,976 -6,991,500 -7,131,330 -7,273,957 -7,419,436 -7,567,824 Add back depreciation expense 811,191 815,000 815,000 815,000 815,000 815,000 815,000 Total Direct Operation & Maintenance Expenses -5,449,594 -5,880,976 -6,176,500 -6,316,330 -6,458,957 -6,604,436 -6,752,824

Operating Income 2,062,334 1,553,068 1,407,144 1,131,229 1,022,687 911,463 797,500

Add Interest Income-Operations 33,650 34,000 36,000 32,000 32,000 32,000 32,000 Net Income from Operations 2,095,984 1,587,068 1,443,144 1,163,229 1,054,687 943,463 829,500

Major Capital Improvements Capital Improvements Expenses -1,033,582 -1,469,474 -390,000 -1,265,000 -1,180,000 -175,000 -405,000

Balance - Fiscal Year Operations 1,062,402 117,594 1,053,144 -101,771 -125,313 768,463 424,500

Newport News Water Agreement Expenses: Debt Service-Principal -633,433 -454,324 -467,430 -480,535 -432,203 -451,968 -476,856 Debt Service-Interest -131,860 -159,376 -220,993 -194,668 -167,044 -144,940 -121,719 Operating Costs/Purchase of Water 0 0 -75,000 -75,000 -75,000 -75,000 -75,000 Total Water Agreement Expenses -765,293 -613,700 -763,422 -750,203 -674,247 -671,908 -673,575

Working Capital - Beginning of Year 4,984,707 5,281,816 4,785,710 5,075,432 4,223,458 3,423,899 3,520,454

Working Capital - End of Year 5,281,816 4,785,710 5,075,432 4,223,458 3,423,899 3,520,454 3,271,379

Assumptions: 0.5% Growth in Water Consumption for FY 2019 thru FY 2023 2.0% Growth in Operating Expenses for FY 2019 thru FY 2023

G - 6 EXHIBIT 2

CITY OF WILLIAMSBURG Fiscal Year Ending June 30: WATER & SYSTEM OPERATIONS-CASH FLOWS 2017 2018 2019 2020 2021 2022 2023 Actual Estimated Proposed Projected Projected Projected Projected Revenue under existing rates: Water 4,609,133 4,623,000 4,623,000 4,646,115 4,669,346 4,692,692 4,716,156 Sewer 2,160,249 2,160,000 2,160,000 2,170,800 2,181,654 2,192,562 2,203,525

Total Revenue Under Existing Rates 6,769,382 6,783,000 6,783,000 6,816,915 6,851,000 6,885,255 6,919,681

Additional Water Revenues:

Rate Proposed Months Effective Date Increase Rate Effective July 1, 2017 0.00% $5.30 12 0 0000 July 1, 2018 2.00% $5.41 12 0 92,460 92,460 92,460 92,460 July 1, 2019 2.00% $5.51 12 0 0 94,772 94,772 94,772 July 1, 2020 2.00% $5.62 12 0 0 0 97,132 97,132 July 1, 2021 2.00% $5.74 12 0 0 0 0 99,541

Subtotal, Additional Revenue from Increases 0 92,460 187,232 284,363 383,904

Total Revenue from User Charges 6,769,382 6,783,000 6,783,000 6,909,375 7,038,231 7,169,618 7,303,585

Other Utility Income 742,546 651,044 800,644 630,644 630,644 630,644 630,644

Total Operating Revenues 7,511,928 7,434,044 7,583,644 7,540,019 7,668,875 7,800,262 7,934,229

Operation and Maintenance Expenses Water and Sewer Expenses -6,260,785 -6,695,976 -6,991,500 -7,131,330 -7,273,957 -7,419,436 -7,567,824 Add back depreciation expense 811,191 815,000 815,000 815,000 815,000 815,000 815,000 Total Direct Operation & Maintenance Expenses -5,449,594 -5,880,976 -6,176,500 -6,316,330 -6,458,957 -6,604,436 -6,752,824

Operating Income 2,062,334 1,553,068 1,407,144 1,223,689 1,209,918 1,195,826 1,181,405

Add Interest Income-Operations 33,650 34,000 36,000 32,000 32,000 32,000 32,000 Net Income from Operations 2,095,984 1,587,068 1,443,144 1,255,689 1,241,918 1,227,826 1,213,405

Major Capital Improvements Capital Improvements Expenses -1,033,582 -1,469,474 -390,000 -1,265,000 -1,180,000 -175,000 -405,000

Balance - Fiscal Year Operations 1,062,402 117,594 1,053,144 -9,311 61,918 1,052,826 808,405

Newport News Water Agreement Expenses: Debt Service-Principal -633,433 -454,324 -467,430 -480,535 -432,203 -451,968 -476,856 Debt Service-Interest -131,860 -159,376 -220,993 -194,668 -167,044 -144,940 -121,719 Operating Costs/Purchase of Water 0 0 -75,000 -75,000 -75,000 -75,000 -75,000 Total Water Agreement Expenses -765,293 -613,700 -763,422 -750,203 -674,247 -671,908 -673,575

Working Capital - Beginning of Year 4,984,707 5,281,816 4,785,710 5,075,432 4,315,918 3,703,590 4,084,508

Working Capital - End of Year 5,281,816 4,785,710 5,075,432 4,315,918 3,703,590 4,084,508 4,219,337

Assumptions: 0.5% Growth in Water Consumption for FY 2019 thru FY 2023 2.0% Growth in Operating Expenses for FY 2019 thru FY 2023

G - 7 G - 8 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Debt Service

Computation of Legal Debt Margin (as of June 30, 2017)

Assessed Value of Real Estate Subject to Taxation - June 30, 2017 $1,829,331,800 Debt Limit: 10 Percent of Assessed Value* $182,933,180 Total Bonded Debt $12,645,590 Total Amount of Debt Applicable to Debt Limit $12,645,590 Legal Debt Margin $170,287,590

*Virginia statute limits bond issuing authority of Virginia cities to 10% of the assessed real estate value. The above calculation includes all debt secured by the full faith and credit of the City

Summary of Debt Issues:

Bond: Fund Purpose Date Matures Interest Rate Amount Issued 1 Utility Newport News Water Agreement October, 2010 June, 2027 2.75% $9,291,800

2 General Parking Garage (re-fi short term) October, 2010 June, 2027 2.75% $1,343,200

3 General Parking Garage / High School June, 2012 June, 2020 2.40% $5,180,000

4 General Stryker Center December, 2013 December, 2028 2.60% $5,000,000

Debt Service by Fiscal Year:

Fiscal Year Fund Principal Payments Interest Total Debt Service 2018 General $1,029,676 $181,515 $1,211,191

2019 General $1,063,571 $146,479 $1,210,050

2020 General $1,089,465 $123,382 $1,212,847

2021 General $394,991 $99,193 $494,184

2022 General $404,886 $88,532 $493,418

2023 General $417,043 $76,556 $493,599

2024 General $429,832 $64,132 $493,964

2025 General $441,358 $52,327 $493,685

2026 General $453,884 $40,199 $494,083

2027 General $465,410 $27,937 $493,347

2028 General $387,000 $15,353 $402,353

2029 General $397,000 $5,161 $402,161

Fiscal Year Fund Principal Payments Interest Total Debt Service 2018 Utility $454,324 $179,699 $634,023

2019 Utility $467,430 $166,069 $633,499

2020 Utility $480,535 $151,106 $631,641

2021 Utility $498,009 $134,288 $632,297

2022 Utility $511,115 $119,347 $630,462

2023 Utility $532,957 $96,850 $629,807

2024 Utility $559,168 $72,867 $632,035

2025 Utility $576,642 $54,781 $631,423

2026 Utility $594,116 $36,171 $630,287

2027 Utility $611,590 $18,348 $629,938 G - 9 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Statistical Information

Assessed Value of Taxable Property - Last Ten Fiscal Years

Public Service Corporations: Personal Personal Fiscal Year Real Estate Property Real Estate Property Total 2009 $1,851,350,800 $76,702,715 $51,598,088 $14,870 $1,979,666,473 2010 $1,891,045,000 $73,274,874 $57,063,079 $12,804 $2,021,395,757 2011 $1,827,509,200 $74,745,531 $58,838,278 $16,191 $1,961,109,200 2012 $1,736,157,600 $74,858,716 $58,529,832 $0 $1,869,546,148 2013 $1,627,903,200 $77,078,529 $59,919,374 $3,450 $1,764,904,553 2014 $1,687,212,000 $79,086,633 $54,105,420 $38,324 $1,820,442,377 2015 $1,736,611,700 $78,614,267 $54,641,933 $47,907 $1,869,915,807 2016 $1,786,176,800 $80,268,560 $54,554,188 $20,197 $1,921,019,745 2017 $1,829,331,800 $83,819,562 $53,869,000 $10,080 $1,967,030,442 2018 $1,859,446,900 $83,652,597 $54,786,988 $19,648 $1,997,906,133

Ratio of Annual Debt Service Expenditures for G.O. Bonded Debt to Total General Governmental Expenditures - Last Ten Fiscal Years

Ratio of Debt Service to Total Total General General Governmental Governmental Fiscal Year Principal Interest Total Debt Service Expenditures Expenditures * 2007 $992,425 $554,257 $1,546,682 $43,943,851 3.52% 2008 $2,314,249 $477,006 $2,791,255 $44,038,522 6.34% 2009 $1,036,704 $377,798 $1,414,502 $40,852,067 3.46% 2010 $1,064,816 $337,621 $1,402,437 $39,137,556 3.58% 2011 $1,388,610 $326,357 $1,714,967 $37,643,699 2.40% 2012 $886,240 $250,284 $1,136,524 $37,454,613 3.03% 2013 $758,761 $140,392 $899,153 $35,800,086 2.51% 2014 $683,990 $213,216 $897,206 $38,165,055 2.35% 2015 $988,147 $252,415 $1,240,562 $41,256,517 3.01% 2016 $1,006,410 $232,780 $1,239,190 $45,496,859 2.72% 2017 $1,032,568 $204,016 $1,236,584 $44,868,450 2.76%

Property Tax Rates (per $100 of valuation)

Personal Personal Property Machinery & Fiscal Year Real Estate Property Tax Relief Rate Tools 2008 $0.54 $3.50 65.0% $3.50 2009 $0.54 $3.50 60.0% $3.50 2010 $0.54 $3.50 54.0% $3.50 2011 $0.54 $3.50 58.0% $3.50 2012 $0.54 $3.50 60.0% $3.50 2013 $0.57 $3.50 58.0% $3.50 2014 $0.57 $3.50 58.0% $3.50 2015 $0.57 $3.50 56.0% $3.50 2016 $0.57 $3.50 56.0% $3.50 G - 10 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Statistical Information

Principal Employers - Current and Nine Years Ago

2008 2017 Percentage Percentage of Total of Total City City Employer Employees¹ Rank Employment Employees¹ Rank Employment

College of William & Mary 1,000+ 1 20.50% 1,000+ 1 19.81% Colonial Williamsburg Foundation 1,000+ 2 11.56% 1,000+ 2 10.68% Colonial Williamsburg Company 1,000+ 3 8.34% 1,000+ 3 6.81% City of Williamsburg 250 to 499 4 1.22% 250 to 499 5 1.77% Williamsburg Hospitality House 100 to 249 5 0.93% Marriott Educational Svcs. Inc. 100 to 249 6 0.93% National Center for State Courts 100 to 249 7 0.93% 100 to 249 9 0.71% Red Lobster & The Olive Garden 100 to 249 8 0.93% 100 to 249 10 0.71% Yankee Candle 100 to 249 9 0.93% Bluegreen 100 to 249 10 0.93% W-JCC Schools 250 to 499 4 2.54% Sodexo 100 to 249 6 1.05% Riverside Doctors' Hospital 100 to 249 7 0.71% Walsingham Academy 100 to 249 8 0.71%

¹ includes part-time and seasonal employees

G - 11 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Statistical Information

Principal Taxpayers - Current and Nine Years Ago

2008 2017

Percentage Percentage Taxable of Total Taxable of Total Assessed City Taxable Assessed City Taxable Taxpayers Value Rank Assessed Value Value Rank Assessed Value

Colonial Williamsburg Foundation 272,787,400 1 15.08% $255,667,200 1 13.98% Westgate Resorts, LTD 26,140,300 2 1.44% 15,281,100 8 0.84% Riverside Healthcare Associates 22,181,700 3 1.23% 31,977,600 3 1.75% King James Group LLC 18,382,800 4 1.02% Bluegreen Vacations, Unlimited 17,348,500 5 0.96% 16,327,700 7 0.89% Virginia Landmark Hotels LLC 15,465,400 6 0.85% Jin, Inc. 13,119,100 7 0.73% Oam Shree Corporation 12,898,800 8 0.71% Medalist Properties 5 LLC 10,654,900 9 0.59% Woodshire, LTD 9,710,100 10 0.54% Quarterpath Williamsburg LLC 43,914,700 2 2.40% BRG Quarterpath LLC 25,677,000 4 1.40% High Street Retail Phase I LLC 21,220,400 5 1.16% Sterling Manor Apartments LLC 21,095,400 6 1.15% SNL Quarterpath Associates LLC 14,804,700 9 0.81% 160 Merrimac Associates LLC 12,508,600 10 0.68%

G - 12 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Statistical Information

Unemployment Rate and Labor Force (Source, Virginia Employment Commission) Unemployment Year Labor Force Employed Unemployed Percentage 2003 4,589 4,220 369 8.0% 2004 4,600 4,243 357 7.8% 2005 4,773 4,426 347 7.3% 2006 4,811 4,525 286 5.9% 2007 5,112 4,825 287 5.6% 2008 5,331 4,874 457 8.6% 2009 5,543 4,721 822 14.8% 2010 6,516 5,856 660 10.1% 2011 6,745 6,138 607 9.0% 2012 6,846 6,277 569 8.3% 2013 6,881 6,354 527 7.7% 2014 6,662 6,174 488 7.3% 2015 6,572 6,155 417 6.3% 2016 6,553 6,228 325 5.0% 2017 6,470 6,185 285 4.4%

Land Area of Original City of Williamsburg and Subsequent Annexations Annexation Area Accumulative Area Year Description (Sq. Miles) (Sq. Miles)

1722 Original City 0 0.86 1915 Annexation 0.11 0.97 1923 Annexation 0.48 1.45 1941 Annexation 1.66 3.11 1964 Annexation 2.06 5.17 1984 Annexation 3.88 9.05

G - 13 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Statistical Information

Demographic and Economic Statistics, Last Ten Fiscal Years

Per Income Capita Public Fiscal City Area (thousands Personal School Unemployment Year Population Population² of dollars)² Income² Enrollment ³ Rate¹ 2007 13,416 76,149 3,863,691 50,739 10,137 5.6% 2008 13,574 77,732 4,175,375 53,715 10,248 8.6% 2009 13,758 79,805 4,078,729 51,109 10,503 14.8% 2010 14,068 81,434 4,196,931 51,538 10,549 10.1% 2011 14,256 82,520 4,474,583 54,224 10,671 9.0% 2012 14,503 84,005 4,703,429 55,990 10,748 8.3% 2013 14,893 85,431 4,745,679 55,550 10,998 7.7% 2014 15,064 86,979 4,954,338 56,960 11,116 7.3% 2015 14,860 88,199 5,160,028 58,504 11,303 6.3% 2016 15,429 89,044 n/a 59632 11,431 5.60% 2017 15,031 90,555 n/a n/a 11,431 5.00%

¹ Virginia Employment Commission

² Source - U.S. Dept of Commerce, Bureau of Economic Analysis, Regional Accounts Data - income & area population figures based on figures for the City of Williamsburg and neighboring James City County combined

³ Source - Williamsburg-James City County Public Schools - Sept 30th figures

G - 14 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Statistical Information

Miscellaneous Statistics - June 30, 2017

Date Established by Virginia General Assembly 1699 Date of Incorporation by Royal Charter 1722 Form of Government since 1932 Council-Manager Population (2000 U.S. Census) 11,998 Population (2010 U.S. Census) 14,068 Population (2016)* 15,404 Area 9.05 Sq. Miles Miles of Streets 65 Number of Traffic Signals 15 Fire Protection: Number of Stations 1 Firemen: full-time 39 volunteer 25 Police Protection Number of Stations 1 Sworn Officers 36 Education: Schools (Williamsburg-James City County Public Schools) Grades: K-5 9 6-8 3 9-12 3 Number of Parks 4 Number of Ball Fields 6 Number of Tennis Courts 10 Number of Total Acres 2,036 Culture: Number of Public Libraries (Regional) 2 Number of Volumes - June 2016 296,347 Number of Patrons - June 2016 68,150 Number of Items Circulated - FY 2016 1,171,824

Municipal Water Department Number of Residential Connections 3,600 Number of Commercial Connections 917 Average Daily Consumption (gallons FY 2016) 2,700,000 Number of Water Tanks 6 Municipal Employees 196.5 Number of Hotels & Motels 26 Number of Bed & Breakfasts 18 Number of Restaurants 92

* Weldon Cooper Center for Public Service

G - 15 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Glossary of Terms

Accounting System - The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of the City.

Accrual Basis of Accounting - The method of accounting under which revenues are recorded when they are earned (whether or not cash is received at that time) and expenditures are recorded when goods and services are received (whether cash disbursements are made at that time or not).

Account Number - A numerical code identifying Revenues and Expenditures by Fund, Department, Activity, Type and Object.

Activity - One of the tasks, goals, etc., of a departmental program.

Allocate – To set apart or earmark for a specific purpose

Appropriation - An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the budget.

Assessment – The value set by the City Assessor annually for a particular real property in the City.

Balanced Budget – The City Manager annually proposes, and the City Council adopts, a budget or financial plan for the upcoming year in which the revenues available (including any available fund balance from prior years) match or exceed the projected expenditures.

Budget - A comprehensive plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The City’s annual budget is established by City Council with a budget resolution.

Budget Revision - A formal change in the total amount of budgeted expenditures during a fiscal year by action of City Council.

Budget Transfer - A formal transfer from one activity [usually a departmental line item] to another, without changing a department's budget total. Transfers are approved at the City Manager level, and do not require action by City Council.

Capital Equipment - An expenditure for a fixed asset that has an expected life of more than (1) year and the cost of which is in excess of $20,000. Capital items include office equipment, furniture, computers, etc.

Capital Improvement - New or expanded physical facilities for the community that are of relatively large size, are relatively expensive, and permanent in nature. For example: street improvements, sidewalks, bridge rehabilitation, buildings, park improvements, and City vehicles. Capital improvements are accounted for in either the Sales Tax Fund for general improvements, or the Utility Capital Improvement Fund for water and sewer related projects.

Carryover – Refers to the process of transferring specific funds and obligations previously approved by City Council from the end of one fiscal year to the next fiscal year. City policy is to used this process only for capital projects.

Constitutional Offices – The offices or agencies directed by elected officials whose positions (Sheriff, Treasurer, Commissioner of the Revenue, etc.) are established by the Constitution of the Commonwealth of Virginia or its statutes.

Contingency Account - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for.

G - 16 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Glossary of Terms

Contractual Service - An expenditure for services performed by a non-employee. For example: computer, building, and copy machine maintenance, special studies, etc.

Debt Service – Principal and interest that the City pays on funds borrowed for capital projects.

Department - The Department is the primary administrative unit in City operations. Each is directed by a department head. Departments are generally composed of divisions of activities which share a common purpose.

Depreciation - (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence; (2) that portion of the cost of a capital asset which is charged as an expense during a particular period.

Enterprise Fund - Used to account for the financing of services where all or most of the operating expenses involved are recovered in the form of charges to users of such services.

Expenditure - An expenditure is a decrease in net financial resources for the governmental funds. This includes current operating expenditures requiring the present or future use of current assets.

Expense - The same as above when applied to a fund accounted for on an accrual basis, such as the City's Utility Fund.

Fiscal Year - The twelve month period on which the City operates its financial affairs. The City of Williamsburg's fiscal year is July 1 through June 30.

Fixed Asset - An expenditure for a good that has an expected life of more than (1) year and the cost of which is in excess of $5,000. Capital items include real property, office equipment, furnishings and vehicles.

Fund - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources which are segregated for the purpose of carrying on specific activities or attaining certain objectives.

Fund Balance - The equity of a fund, oftentimes incorrectly referred to as "surplus". It is the difference between a fund's assets and liabilities. Fund Balance is calculated by taking the beginning balance as of the beginning of the fiscal year, adding in all revenues received during the year, and deducting the year’s expenditures. It is available to support the spending needs of the fund if necessary.

General Fund – The fund type that accounts for the daily operations of the City, supported by local taxes, fees, and State revenues. It is the largest fund in the City’s budget.

Governmental Funds – Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.

Infrastructure - Roads, bridges, curbs and gutters, streets, sidewalks, drainage systems and lighting systems installed for the common good.

Line Item - An individual expenditure (or expense) category listing in the budget (salaries, supplies, etc.)

Major Fund – Governmental or enterprise fund reported as a separate column in the basic fund financial statements and subject to a separate opinion in the independent auditor’s report. The general fund is always a major fund.

G - 17 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Glossary of Terms

Modified Accrual Basis of Accounting - (a) Revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due.

Pay-As-You-Go - Refers to the method of financing capital projects from savings or normal cash flow. This requires annual appropriation of existing resources without the need to borrow funds.

Personal Property – A category of property identified for purposes of taxation in Virginia. It is comprise of personally owned vehicles, as well as corporate property and business equipment. Examples include automobiles, motorcycles, trailers, boats, airplanes, business furnishings, and manufacturing equipment.

Real Property – Real estate, including land and improvements, classified for purposes of assessment.

Retained Earnings - The total earnings of an enterprise fund (in governmental accounting) since the establishment of the fund. The amount is adjusted by the fund income less expenses - on a full accrual basis of accounting.

Revenue – The yield of sources of income that the City of Williamsburg collects and receives into the treasury to pay for public services. Taxes, fees for services and grants are sources of revenue, for example.

Sales Tax Fund - This fund accounts for the scheduled major capital improvements for the upcoming year. Williamsburg also refers to this as the General Capital Improvements Program, and is supported exclusively by 1% retail sales tax revenues returned to the locality from the Commonwealth of Virginia, and interest earnings.

Supplemental Appropriation – An increase to a department’s budget (spending authority) approved by City Council during the course of the fiscal year. It generally involves appropriation of a grant or other outside revenue.

Surplus - The excess of revenues over expenditures for a fund during a fiscal year.

Taxes - Compulsory charges levied by a government, school, sewer or other special district for the purpose of financing services performed for the common benefit.

Tax Base – The total market value of real property (land, buildings, and related improvements), public service corporation property, and personal property (cars, boats, and business tangible equipment) in the City.

Tax Levy - The total amount to be raised by either real or personal property taxes.

Tax Rate - The amount of taxes levied for each $100 of assessed valuation, either real or personal property.

Transfer - A transfer is a movement of monies from one fund, activity, department, or account to another. This includes budgetary funds and/or movement of assets.

Working Capital – Current assets less current liabilities. This measure indicates the relatively liquid portion of total enterprise fund capital, which constitutes a margin or buffer for meeting obligations.

Workload Measures – Represent the numerical inputs, outputs and/or outcomes of City operating programs.

G - 18 CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2019 Operating Budget Glossary of Terms

Commonly Used Governmental Acronyms:

BPOL - Business, Professional and Occupational License Tax, administered by the Commissioner of the Revenue.

CDBG – Community Development Block Grant program, funded by the U.S. Dept of Housing & Urban Development (HUD). These grant funds are used in the City to improve housing, neighborhoods, and economic conditions of the City’s low and moderate income residents. The City works exclusively with the Williamsburg Redevelopment & Housing Authority (WRHA), as the agency receives Federal funds directly for CDBG projects.

CIP – Capital Improvement Program – a five-year plan for capital projects, with the first year of the plan appropriated by City Council by budget resolution.

CSA – Comprehensive Services Act for Youth and Families

st FY – Fiscal Year – City’s FY begins July 1 each year.

GAAP – Generally accepted accounting principals. Uniform minimum standards for financial accounting, recording, and reporting purposes.

GASB – Governmental Accounting Standards Board – A non-profit organization organized in 1984 as an operating entity of the Financial Accounting Foundation (FAF) to establish standards of financial accounting and reporting for state and local governmental entities.

GFOA – Government Finance Officers Association of the United States and Canada. The purpose of the GFOA is to enhance and promote the professional management of governments for the public benefit.

FTE - Full-Time Equivalent - The percentage of time a staff member works represented as a decimal. A full-time authorized staff position is 1.00, equating to 2,080 hours of work per year (2,912 for uniformed firefighters) a half-time person is .50 and a quarter-time person is .25.

I T – Information Technology, a department responsible for the City’s current and future technology requirements, including local area network and infrastructure, computer hardware, software, maintenance and replacement plan, voice, video, security, and disaster recovery.

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