CITY OF WILLIAMSBURG

Proposed Budget Fiscal Year 2018

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 Donna Scott Clerk of Council Philip F. Serra Director of Finance Mark A. Barham Director of Information Technology Daniel G. Clayton Director of Public Works Andrew D. Barker Interim 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-10 CITY COUNCIL GOALS City Council’s Goals and Initiatives/Outcomes/Results B-1 – B-60 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 Quarterpath Community Development Authority D-33 Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balances/Working Capital/Graph D-34 – D-36 Revenue and Expenditure Trends/Graph D-37 – D-39

Supplemental Information: General Fund Revenues – Detail D-40 – D-43 General Fund Expenditures – Detail D-44 – D-63 Utility Fund Revenues – Detail D-64 Utility Fund Expenditures - Detail D-64 – D-67 Staffing Levels D-68 – D-70 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Summary – General E-1 – E-6 Project Information Detail - General E-7 – E-46 Capital Improvement Summary - Utility Fund E-47 – E-48 Project Information Detail - Utility Fund E-49 – E-56 Vehicle Replacement Plan/Correspondence E-57 – E-89 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-50 APPENDIX Outside Agency Budget Submittals G-2 – G-115 Utility Fund Water & Sewer Rate Analysis G-116 – G-122

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, 2016.

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. Assistant Voter Registrar *Board of Zoning Appeals *Board of Bldg Code Appeals *Board of Equalization City Manager FTE 5

Assistant City Manager Executive Assistant x Human Resources x Communications Economic Dev. Dir. FTE 3 FTE 2

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 42 FTE 40 *Refuse/Recycling *Cemetery FTE 23 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 3 TO: Honorable Mayor and City Council DATE: March 24, 2017 SUBJECT: City Manager’s Budget Message

INTRODUCTION

The fiscal year 2018 budget continues the trend of recent years with limited, positive increases and recovery in property values and revenues matched with the pressures of increased expenses for both core service provision and outside agency funding requests of jurisdictional and community partners. The budget is balanced and provides for increases in core services and outside agencies as limited by revenue without increasing property, sales, room, or meal tax rates or utility rates. Core service levels are maintained to provide excellence in municipal service delivery as in previous years. The focus of the FY 18 budget is to fund increases to core services using the modest increases in projected revenues and providing for an initial implementation of a compensation and classification study using existing operating funds from department budgets.

Core municipal services cross all departmental functions and are both valued and expected by the public. The increase from FY 17 adopted budget to the FY 18 proposed budget is $515,976 (1.46%). The core services that receive the benefit by percentage of the new revenue are as follows: education (43%), police (17%), transit (7%), economic development (6%), streets (5%); library (4%); information technology (3%), Council – VML Conference (3%), Refuse Collection (2%) and health agencies (2%). The remaining 8% are increases that individually account for 1% or less of the new revenues.

In order to deliver on the Vision that Williamsburg will be “served by a city General Fund Operating History and government – cohesively led, financially strong, Projections always improving and innovating” the organization must provide resources to retain and recruit talent at all levels. The City committed to conduct a comprehensive Compensation and Classification Study in FY 17 to update job descriptions and competitive pay scales for the first time in over 20 years. The FY 18 budget provides funds to implement a portion of the study to place employees in new pay grades and scales and move compensation towards market recommendations. Funding provided to implement year 1 of the study was identified

A -1 from the existing city department operating budgets. Full implementation will require additional funding in next budget year as resources allow.

Budget Trends for FY18 budget include: x Property tax revenue continues to modestly improve and increase by 1.9%. x Intergovernmental revenue is projected to decrease by 0.2% due to higher VDOT street maintenance payments, offset by reduced State tax for education and transfer of fire grants to the capital fund. x All other tax and fee revenue taken together are projected to be 1.5% higher than the FY17 budget. x Revenue classifications remain stable as a percentage of total revenues (see Revenues graph in Budget Summaries). Property taxes (38%) and other local taxes (42%) remain the top two revenue classifications. x Expenditures are stable by classification as a percentage of total expenditures with a slight increase in Education (up 0.3%) and decrease in Public Safety (-0.8%) that remain the top two expenditure classifications (see Expenditures graph in Budget Summaries).

The FY18 General Fund Operating Budget can be summarized by:

x Balanced budget projects revenues and expenditures of $35,951,196, up by 1.46%.

x No recommended increase in tax rates.

x Full time equivalent authorized positions of 197, 0.5 more than FY17 by adding a police officer position and eliminating a half-time administrative position in the City Manager’s Office.

The fiduciary fund for the Quarterpath Community Development Authority (QCDA) for Fiscal year 2018 is the fourth 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.

In the Utility Budget, $7,083,394 in operating Water and Sewer Rates (FY17) Per 1000 gallons revenues are projected, a 1.1% increase. No increase is recommended for Water and Newport News $ 8.79 Sewer with rates remaining at $5.30 per one Portsmouth $ 8.48 thousand gallons, per the Five Year Water JCSA $ 5.79 and Sewer Rate Analysis as shown in the Norfolk $11.68 Appendix. The graph to the right compares Virginia Beach $ 8.10 the city’s water and sewer rates regionally. Williamsburg $ 5.30 (Does not include HRSD or fixed service fees)

A -2 New capital spending in the amount of $13,138,260 in the General Fund Capital Improvement Program (CIP), plus $1,211,191 in debt service payments bring the projected total capital spending for FY17 to $14,349,451.

Highlights for CIP FY18 funding include:

x Ironbound/Longhill Road Intersection Relocation

x Capitol Landing Road Redesign

x Second Street Underground Wiring Project (FY17 carryover)

x Bicycle Facility Improvements – Monticello Avenue Shared-Use Path Design

x Improvements to Quarterpath Park (FY17 carryover), Kiwanis Park, and Waller Mill Park

x Fire and Police Station Renovation Design

x Public Safety Equipment Replacement

x Enterprise Resource Planning System Replacement (plus FY17 carryover)

x Scheduled Vehicle Replacement

x Williamsburg Regional Library Mechanical Systems

General Capital Improvement Projects (Sales Tax) Fund FY 2018

Public Works 64.6%

Police 3.8%

General Gov't 4.6%

Fire 10.7% Recreation Courthouse Schools Debt Service 2.1% 0.3% 2.0% 8.4% Contingency Library 1.4% 2.1%

A -3 Descriptions for all the capital improvement projects are located in the CIP Section.

The combined total of the five funds: General Operating Fund, Utility Fund, Sales Tax Capital Fund, Public Assistance Fund, and QCDA Fiduciary Fund amounts to $60,970,250.

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

REVENUE PROJECTIONS

For the FY18 budget we forecast General Fund operating revenues of $35,951,196 a 1.46% increase from the current fiscal year. Looking at four broad categories:

Share of FY 2017 FY 2018 Budget Adopted Proposed Change

All Property Taxes 38% $13,560,907 $13,821,900 1.9%

Other Local Taxes 42% $14,929,000 $14,996,000 0.5%

Fees,Charges, 10% $3,349,577 $3,545,445 5.9% Miscellaneous

Intergovernmental 10% $3,595,736 $3,587,851 -0.2%

In the Budget Guide (Section F) are detailed explanations of revenues, explaining the legal basis and ten year trends of all 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 $1.85 billion, an increase of 1.2% (1.4% residential and 0.9% commercial) in landbook value. This continues the positive trend in the residential real estate market seen in the past four fiscal years. An additional one penny on the real estate tax rate would generate an estimated $185,000. The FY18 Proposed Budget recommends continuing with the current rate of $.57 per hundred dollars of assessed value generating revenue of $10,400,000 (budgeted at 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). We recommend keeping the current rate of $3.50 per $100 value yielding $2,795,000 in operating revenue, up by 3.5 % from FY17.

A -4 3. Other Local Taxes. Other local taxation sources 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 $14,996,000, 0.45% over the current fiscal year budget. Room and meal tax collections for FY18 are anticipated to total $10,295,000; room tax totaling $3,300,000, a 1.2% decrease and meal tax collections totaling $6,995,000, a 0.51% increase. Room tax estimate does not include the $2.00 destination marketing surcharge used for destination marketing which is included in a separate line item of the budget and projected to remain $1,130,000. Together, sources of taxation including property and local taxes are expected to generate $28,817,900, a 1.2% increase from the current year budget. 4. User Fees, Charges, and Miscellaneous. The broad category of locally generated revenue is expected to provide $3,545,445, a 9.9% increase. EMS Recovery fees for FY18 are projected to increase to $631,000 based on the rising costs of service delivery and to maintain comparable rates in the region. The new rates are Basic Life Support $540, Advance Life Support (ALS1) $640 and $925 (ALS2), and a $10.95 mileage rate. The increased fees are collected from insurance carriers and will not impact the patient co-pay that is currently waived for Williamsburg residents but will be charged to non-residents. 5. Intergovernmental - Revenue from the Commonwealth. Revenues from the state, which include support for constitutional officers, sales taxes for education, 599 police funds, and street maintenance payments, are estimated to be $3,587,851, a 0.2% decrease.

The estimated Sales Tax for Education of $1,142,018 based on State Department of Education calculations, is down 1.5% based on the latest calculations for school-aged (5 to 19) population.

EXPENDITURE ISSUES

Proposed General Fund operating expenditures for FY18 total $35,951,196, a 1.46% increase from the current adopted budget. Expenditures are broken down into four large categories:

Share of FY 2017 FY 2018 Change Budget Adopted Proposed

City Departments 53% $18,886,193 $19,151,567 1.4%

Constitutional Officers and Judicial 6% $2,260,698 $2,220,786 -1.8%

Education and Library 28% $9,845,143 $10,083,456 2.4%

Outside Agencies 13% $4,443,186 $4,495,387 1.2%

A -5 Details on operating expenditures can be found under Budget Summaries (Section D). Highlights of significant expenditure issues are divided between “City Operational Issues” and “Outside Agency Issues.”

CITY OPERATIONAL ISSUES

1. Services. The recommended budget reflects a continuation of services provided to the public in FY18 with an emphasis on maintaining core services to provide improvements in communication, infrastructure maintenance, and implementing innovative practice. The budget also includes support for planned capital improvements and redevelopment.

Communication enhancements continue as staff works to implement a new phone system, implementing enhanced operating reports using existing Socrata software, and initiating year 2 of the Tyler ERP (Finance) system implementation.

The ability to respond and adapt to change is often referred to as resiliency. The FY18 budget promotes organizational resiliency by providing additional resources for public safety equipment replacement and maintenance. The Fire Department is replacing 32 self-contained breathing apparatus, air cylinders, and related equipment for all fire apparatus to operate safely in hazardous environments. Ongoing EMS training also requires equipment replacement including five automated external defibrillators, three video laryngoscopes, and three pediatric restraint kits. The Police Department will be maintaining and evaluating the Taser non-lethal units and body worn cameras in FY 18.

A Williamsburg Health Foundation grant totaling $260,000 for a pilot program to achieve better health outcomes for city children has been again included in next year’s operating budget. If funded, the third year of the innovative program will continue to be managed by the Human Services Department in partnership with Child Resource Development and WJCC Public Schools.

2. Staffing. The number of full time equivalent (FTE) positions in FY17 totaled 196.5, down from 202 in FY09, but an increase of 13 positions during the previous five fiscal years (FY12 – FY17). The proposed FY18 budget includes one new police officer position in the Police Department and eliminates a half-time administrative position in the City Managers Office, bringing total FTEs for FY18 to 197.

The new police officer position will provide for 20 additional hours per week assigned to community affairs and community emergency response team (CERT) programming and 20 additional hours per week assigned to school resource officer programs with the opening of the 4th middle school in the City at the James Blair site in September 2018.

The half-time administrative assistant position in the City Manager’s Office will be eliminated and the vacant, existing full-time City Clerk/Administrative Assistant position will be filled. Part-time funding is retained to continue the summer internship program to provide local college students and opportunity to learn about local government and gain professional experience.

A -6 3. Pay. Funding to implement a portion of the findings of the Compensation and Classification Study ($450,000) is included in the General Fund in FY18. The study evaluated existing salary scales and job descriptions to ensure that staff is competitively compensated for completed work. The study will provide a market comparison for the existing pay of the organization compared with like positions in the public and private sectors. The City will implement findings in future budget years to address and remaining inequities identified in the market, address compression, and promote and acquire talent by planning for succession.

The City operates on a merit based pay system. An additional $40,000 is budgeted to recognize employees based on performance as indicated by annual performance evaluations, and by the relative position of the incumbent in their pay range as prescribed in the Personnel Manual. 4. Health Insurance Coverage. This is the city’s sixth year with the Commonwealth’s “Local Choice” health care insurance administered by Anthem. The city received a renewal notice calling for no increase in next year’s health care premiums.

5. Virginia Retirement System. The VRS biennial actuarial valuation for Williamsburg in FY18 is 19.09% (14.09% city share, 5% employee share) of payroll. This is the second year for this rate. The new VRS Hybrid Retirement Plan, implemented in July 2014, is blended with pre-hybrid plans in a single VRS contribution rate.

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 (Sections D and F), 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. A number of issues concerning outside agency requests need to be highlighted: 1. Schools. We expect the city’s contribution to the schools to be $9,207,525, a 2.41% increase, based on current state and federal funding and the current five-year joint contract with James City County. Next year’s city share of school costs will be 9.46% compared to 90.54% for James City County. Determined by September 30, 2016 enrollment, the city’s school population for the purposes of apportioning cost between the city and county is 934, down eight (8) students from the prior year and 8.26% 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 including 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 $6,394,438 is an increase of 1.25%, which results in a city contribution for FY18 of $859,699, which represents 16.04% of circulation.

A -7 3. Community Corrections Agencies. The city’s share of the Virginia Peninsula Regional Jail is expected to be $1,151,327, a 3.4% decrease in funding from FY17. The city share of jail costs is based on the average 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. A new contract to house U.S. Immigration and Customs Enforcement (ICE) detainees provides added revenue to the jail. Juvenile detention costs at the Merrimac Center are estimated to be level with last year. FY17 City usage was 315 and 400 days respectively for FY15 and FY16. Usage is estimated for FY17 at 400 days, an estimated cost of $80,000 for FY17 and FY18. 4. Health Services. The agencies below provide health services to city residents, workers and visitors. The total recommended funding for FY18 is $448,719, a 2.3 % increase from FY17. The Peninsula Health District has requested $105,208, 5.2% increase from the current year budget. The request is based on a complex use-based formula. The Human Services Advisory Board and the proposed budget recommends Olde Towne Medical Center (Williamsburg Area Medical Assistance Corporation) receive funding of $88,511, and increase of 6.1%. Lastly, Colonial Behavioral Health has requested $265,000 from the city to provide mental health services to city residents. The FY18 proposed budget supports the recommendation of the Human Service Advisory Board to retain level funding of $255,000. 5. Human Service Agencies. The city’s Human Services Advisory Board has evaluated human service agency requests for funding, as requested by the City Council. Their analysis and recommendations are in the Proposed Budget Appendix. Proposed funding for next year is $86,883, a $2,000 (2.4%) increase from FY17. The increase fully funds the recommended amounts for previously funded agencies including a $500 increase to Hospice of Williamsburg. Funding to one new agency request of $1,500 was provided to ARC of Greater Williamsburg.

6. Community and Economic Development Agencies.

Tourism Promotion.

The city has supported tourism promotion and advertising through the Colonial Williamsburg Foundation (CWF) as our premier “destination driver” and the Greater Williamsburg Chamber and Tourism Alliance (Alliance), as the regional destination marketing organization.

The Colonial Williamsburg Foundation has requested increased funding of $1,500,000 (15.4%) to support increased costs to the Foundation’s marketing media budget. The proposed budget provides level funding of $1,300,000 for FY18.

The Greater Williamsburg Chamber and Tourism Alliance has requested a total of $875,000 for city tourism promotion and business services, and for other specific seasonal marketing campaigns and promotions for the arts, sports tourism, and the Christmas holiday. This is a

A -8 $75,000 (9.4%) request increase over current funding. The proposed budget provides level funding of $800,000 for FY18.

All funds from the FY17 budget roll-over in the Capital Fund in the amount of $53,835 for the continuation of the Tourism Contingency Fund were expended. The program provides funding for additional tourism marketing and/or tourism initiatives at City Council’s discretion for new or expanded activity in the City. The proposed FY18 budget does not fund the program.

The City has received a request from the Virginia Arts Festival in the amount of $55,000 for FY18 to support Festival Williamsburg in 2018. The City provided a total FY17 contribution for Festival Williamsburg of $75,000 with $50,000 allocated through an outside agency funding request and $25,000 provided in September 2016 from the operating contingency fund.

The budget includes an estimated $1.13 million of pass-through funding from the $2.00 surcharge to fund the Williamsburg Area Destination Marketing Committee’s destination marketing campaign and efforts.

The total recommended city tax dollars for tourism promotion (total of CWF, GWCTA, and WADMC) is $3,230,000, level with the FY17 approved budget.

Economic and Community Development.

In addition to tourism promotion, city support is recommended for a number of other organizations that make important economic development and community development contributions to Williamsburg. These are listed in the Budget Appendix section (G-3).

The proposed budget includes requested funding for Thomas Nelson Community College and the Greater Williamsburg Partnership. Funding for the Historic Triangle Collaborative was removed as requested by the organization in FY17.

The proposed budget includes $110,000 for the Economic Development Authority (EDA). The amount reflects level funding from FY17 to FY18 as requested (Budget Appendix section G-62).

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 recommend funding for local arts funding of $160,000 (Williamsburg, James City County, and state challenge grant included) is included in the proposed budget with level funding from FY17.

A -9 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 “GIOs” set the strategic direction of the city to guide the annual budget process and to assess the performance of city government. 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 FY18, and the next four years of capital projections for planning purposes.

F. Budget Guide contains background information helpful to understanding 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 20, 2017. Staff will present the proposed budget at the Council Work Session on Monday, April 10, 2017. The formal budget hearing will be held at the Thursday, April 13, 2017 City Council meeting. A second Budget Work Session is scheduled for Monday, April 17, 2017 if required. Adoption is scheduled for the May 11, 2017 City Council meeting.

Yours in public service,

Marvin E. Collins III City Manager

A -10 Goals Initiatives and Outcomes for the

201 and 201 Biennium )<%XGJHW0DQDJHPHQWLQ 3URJUHVV5HSRUW

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 is in process. The draft report is scheduled for completion in May 2017 with presentation to City Council and the community in the summer of 2017 following the staff review. Implementation costs will be considered in future budget years.

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)

Implementation of the completed study to be coordinated with the implementation of the Downtown, Vibrancy, Design & Marketing study. The current schedule is for staff to present implementation options in fall 2017. Implementation will also require a review, coordination, and potential amendment of the residential parking program to protect neighborhoods.

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)

Implementation and presentation will be coordinated with the Downtown Vibrancy and Downtown Parking study recommendations and reported in coordination with the two studies. Implementation costs will be considered in future budget years.

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)

Economic Development staff if working prospects with Colonial Williamsburg staff in the downtown area. The Downtown Vibrancy Plan will also guide efforts for infill development and ƌĞĚĞǀĞůŽƉŵĞŶƚ͘ ^ƚĂĨĨ ŚĂƐ ŵĞƚ ǁŝƚŚ ŝŶƐƚŝƚƵƚŝŽŶĂů ƉĂƌƚŶĞƌƐ ƚŽ ĚŝƐĐƵƐƐ ŝŶĨŝůů ŽƉƉŽƌƚƵŶŝƚŝĞƐŝŶƚŚĞĚŽǁŶƚŽǁŶĂƌĞĂ͘

B-4 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)

Staff worked with institutional partners and consultants to update the midtown concept plan working draft to include the Monticello Avenue Multi-Use Trail and additions to prepare for future redevelopment projects. A $5,000,000 project is included in the CIP in FY 2020 to complete a corridor enhancement on Monticello Avenue.

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)

Broad Street, LLC purchased the property in January 2017 and began discussions with tenants and the City. The developer is evaluating market options. Staff has met with the developers and will continue working closely to encourage development consistent with the Midtown concept.

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 issued an invitation for Letters of Intent for 1233 Richmond Road. The City decided to retain ownership while development plans are developed for the two Midtown shopping centers. 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)

The Art District banners were removed due to weathering. The City will wait for development plans in Midtown, sidewalk improvements, the Lafayette Street corridor improvement project, and a feasibility study for the district to be completed prior to expending funds to replace the banners. The feasibility and economic impact analysis project will be completed through a $50,000 project in FY 2022 of the CIP. Lafayette Street improvements are included in the FY 2022 with $1,800,000 budgeted.

B-5 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)

Richmond Road remains an active and desirable commercial corridor that responds to market conditions. Staff is working with commercial brokers and potential buyers for the purchase and completion of development for the High Street project. Revolutionary Golf is under tenant buildout at High Street, the Mole Hole is completing tenant buildout at 1425 Richmond Road and the Daily Donut is reported to remain open for carry-out and pre-order products. City property at 150 Ironbound Road (old fire station property) is being marketed for potential purchase and development of up to 15,000 sf of commercial space with the property shown to several prospective buyers. Milanos Restaurant (1635 Richmond Road) is under renovation and plans to re- open this summer. Sunoco (1510 Richmond Road) is under renovation and will be re-opened as a 7- 11 Store with fuel pumps. The EDA approved a demolition grant for the demolition of the structures at 1900 Richmond Road (formerly the Day’s Inn) to prepare the site for redevelopment. The former Holiday Inn Patriot (3032 Richmond Road) will be re-opened under the Clarion flag. SAS Shoes is renovating 1814 Richmond Road (formerly Edwards Hams) and will move to this location. Radio Shack and Gizmoes opened at 2229 Richmond Road (formerly Replay Sports).

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)

Tourism Zone and Culinary Arts and Hospitality Zoning District (B-4) were approved by City Council on October 13, 2016. The ordinance providing for food trucks in the B-4 zoning district was approved on November 10, 2016 as was the Small Business Improvement Grant. The grant is administered by the EDA with four (4) businesses approved for improvements to date; Mainstay Suites (814 Capitol Landing), Hampton Inn (911 Capitol Landing), Econo Lodge (216 Parkway), and Sal’s Ristorante (835 Capitol Landing).

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)

A Revenue Sharing grant application was approved by City Council and submitted to VDOT in December 2016 for decision in May 2016. A consultant was selected to develop cross-section options and a corridor concept drawing to assist in streetscape design and land development. The

B-6 concept plan will be presented to the public at a City Council work session in June 2017. The $5,774,300 project was included in the CIP for design in FY 2018 and construction in FY 2019.

E. Southeast Quadrant 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 further development. H.H. Hunt continues to develop townhouse lots in the residential section. Gas pumps were constructed on the outparcel in front of the Harris Teeter lot in the commercial development. Tenancy is stable in the commercial area and Aura apartment leasing is strong. Staff works closely with Riverside to provide needed data and assistance to meet the goal.

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

The $1,900,000 Second Street Underground Utility Project is in design and scheduled to commence in FY 2017. The York Street Underground Utility Project will be reconsidered for placement in the CIP during the FY 2019 budget development process. The Ironbound Road Improvement Project will be completed in three phases with underground wiring part of the scope of work Phase I will be completed by FY 2019 in coordination with the realignment of the intersection with Longhill.

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)

Staff completed and initial review of the Dominion pilot project for underground utilities and discussed the program with Dominion Power staff. Dominion failed to identify eligible projects under the program criteria in the City of Williamsburg in the initial funding year. Staff will work with Dominion Power to identify potential projects in the city in future budget years.

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)

B-7 See Goal I, D - Northeast Triangle for streetscape design project initiative update. The city is under contract to purchase the DMV property at the intersection of Capitol Landing and Merrimac and will incorporate a design feature to announce the entrance to the Culinary Arts District.

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)

The city is exploring opportunities to achieve this initiative. The redevelopment of the Capitol Landing Road corridor and Tourism Zone will assist in achieving this initiative.

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 an initial brochure for the tourism zone and culinary arts district to market city owned properties on Capitol Landing Road. Staff worked with an architect to develop a property specific digital model for a craft beverage concept. Staff is using existing funds in FY 2017 to develop marketing videos and material for target business recruitment. The city is under contract to purchase the DMV property for assembly with the adjoining demolished hotel property for future commercial redevelopment.

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)

Staff continues to monitor land available. Staff contacted Dominion Power for an initial conversation of interest in exploring clean energy options in the area of Waller Mill.

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)

Initiative is being coordinated with the Downtown Vibrancy, Design, & Marketing Study (see Goal I, A – Downtown Vibrancy). The Lafayette Street area evaluation is not scheduled at this time.

B-8 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)

City Council directed the City Manager to initiate a working group in the spring and summer of 2017 in advance of the opening of the Richmond Road site as student housing to address neighborhood concerns and implement opportunities to improve conditions and relations. An evaluation of ways to incorporate and enhance the Neighborhood Relations Committee will be included in the scope of the working group. Planning staff has implemented a landlord notification system when rental properties receive noise nuisance violations.

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 residential parking program will be examined in coordination with the city manager working group for neighborhood relations and the implementation of the Downtown Parking Study in the summer of 2017.

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 FY 2017 and initiate a comparative analysis in FY 2018 after the recruitment and acclimation of a zoning administrator and redevelopment & housing director.

B-9 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 7UHQGV5HSRUWSDJHQXPEHU

2YHUDOO4XDOLW\RI/LIHLQ:LOOLDPVEXUJ S       ļ

:LOOLDPVEXUJDVDSODFHWROLYH S      ļ

5HFRPPHQGOLYLQJLQ:LOOLDPVEXUJWR VRPHRQHZKRDVNV S      ļ

2YHUDOOTXDOLW\RIQHZGHYHORSPHQWLQ :LOOLDPVEXUJ S      ļ

2YHUDOODSSHDUDQFHRI:LOOLDPVEXUJ S       Ĺ

&OHDQOLQHVVRI:LOOLDPVEXUJ S      Ĺ

4XDOLW\RIRYHUDOOQDWXUDOHQYLURQPHQW S       ļ

3UHVHUYDWLRQRIQDWXUDODUHDV S       ļ

6HQVHRI&RPPXQLW\ S      ļ

2SHQQHVVDQGDFFHSWDQFHRIWKH FRPPXQLW\WRZDUGVSHRSOHRIGLYHUVH EDFNJURXQGV S      ļ

:LOOLDPVEXUJDVDSODFHWR UDLVHFKLOGUHQ S      ļ

:LOOLDPVEXUJDVDSODFHWRUHWLUH S      ļ

2YHUDOOEXLOWHQYLURQPHQWLQ :LOOLDPVEXUJ S 1$ 1$ 1$   ļ

3XEOLFSODFHVLQ:LOOLDPVEXUJ S 1$ 1$ 1$   Ĺ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH

B-10 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

$1.22 ResidenƟal Property 2. Increase overall $1.20 residenƟal property Assessed Values $1.17 values in the city by at $1.19 $1.15 Annual average drop in least 3% annually to $1.16 values from FY 10 to FY 13 $1.14 maintain quality and $1.12 $1.10 was –4.5% character of $1.11 $1.08 FY 14 to FY 17 showed neighborhoods. annual average growth of +2.9% $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% ResidenƟal Assessment to residenƟal assessment Sales RaƟo to sales raƟo between 105.2% 94% and 99% each year, Properes in the City are re Target 94% - 99% as a measure of a rising 100% -assessed annually— real estate market. 100.6% 100.1% 94.7% assessments generally lag 96.5% 93.4% 93.5% 92.6% sales values up to a year

80% FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 *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 least 2% annually to $0.6 Average annual change over $0.67 $0.66 $0.69 $0.66 $0.63 $0.64 $0.66 $0.62 $0.58 $0.61 past 9 years –.1% maintain the quality $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-11 Desired Outcomes Observed Results Neighborhoods in Rental 5. Of the InspecƟon Program 100% neighborhoods in the Exceeding 50% Rentals: rental inspecƟon Capitol Heights 52% program with over 50% 75% 73% Cary/Griffin/Newport 57% 70% 69% 70% rentals, reduce the 69% 66% Matoaka Court 73% average percent rental 50% Mimosa Drive 77% use to 70% or less. Powhatan Park 84% 25% W. Williamsburg 82% W. Williamsburg Hts. 65% Colonial Extension 70% 0% FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Wales 51% Average 66% *Source: Williamsburg Planning Department

$75 6. Rehabilitate or build Value of Building Permits Issued FY 12 includes new structures to $49.7 Riverside Hospital refresh Williamsburg’s $50 $55.4 $42.5 construcon, with FY 14 & built environment as $33.8 FY 15 including building Target $25 Million indicated by at least $24.9 permits for apartments in $25 $27.0 $25 million in new $22.7 $24.6 $22.6 the Quarterpath at Williamsburg development construcƟon annually. *Source: Williamsburg Code $0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Millions Compliance Division

B-12 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 was established in October 2016. An initial marketing brochure was developed and efforts are in process to inform existing businesses, prospective businesses, the public, and community partners. Targeted marketing video and product will be developed with existing FY 2017 funds this spring and summer following the RFQ release in March 2017 for marketing services and will include targeted culinary arts and related industries that benefit tourism.

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)

Staff has started an initial review of the existing tourism scorecard, data currently collected, and best practices for tourism markets. The project will be ongoing in FY 2018 and will be coordinated with implementation of other tourism, placemaking, and economic redevelopment efforts to track project results and assist in making improvements moving forward.

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 is working with affected industries to define the concept and develop the program for presentation to City ŽƵŶĐŝů Ăƚ ƚŚĞ Ɖƌŝů ϮϬϭϳ ǁŽƌŬ ƐĞƐƐŝŽŶ͘ dŚĞ ƉƌŽũĞĐƚ ŝƐ ƐĐŚĞĚƵůĞĚ ƚŽ ďĞ ĚĞǀĞůŽƉĞĚ ĂŶĚ ĨƵŶĚŝŶŐ ŝŵƉůĞŵĞŶƚĞĚďLJ:ĂŶƵĂƌLJϮϬϭϴǁŝƚŚĐŽŶƐƚƌƵĐƚŝŽŶŽĨƉƌŽũĞĐƚƐƚŽƐƚĂƌƚŝŶ&zϮϬϭϵ͘

B-13 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 staff to review the Tourism Zone program opportunities available at the Visitor Center property. Staff will develop a concept plan for a tourism venue to present to Colonial Williamsburg during FY 2018.

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 with existing FY 2017 funds this spring and summer. The RFQ was released in March 2017 with a scope of services sought for developing the marketing product. The marketing materials will be unique to the City of Williamsburg for use city economic development efforts and provided to State and Regional partners for use to promote the place and accomplishments of the city.

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

The ordinance that permits food trucks in the B-4 commercial district was adopted in November 2016. This project will be started in year 2 of the biennium following private sector use of the adopted ordinance.

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)

The EDA role incorporating evaluation of redevelopment interest for a city property, implementation of an expanded demolition fund, and development and implementation of a small business improvement grant. Staff is working with EDA leadership to develop a board training program to prepare for future needs related to redevelopment activities and strategic partnerships.

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)

B-14 Staff is participating in regional government discussions on digital infrastructure opportunities and implementation. Staff worked with VML during the 2017 Legislative Session to protect the ability of local government to provide digital infrastructure to benefit residents and business. Staff will develop and present options to implement the initiative in FY 2018 and consider funding during the FY 2019 budget process.

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)

EDA Board members and city staff represent the city on the GWP Board. The GWP plans to implement a private investor effort in May 2017. GWP staff has managed two (2) business prospects and established a working relationship with VEDP. The EDA and staff are supporting both private and public entrepreneur events in 2017.

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)

See Goal I – A, B, C, and D for implementation updates on redevelopment activity in Downtown, Midtown, Richmond Road, and the Northeast Triangle areas of the city. Staff worked with 33 prospects between November 2016 and February 2017. The demolition and site stabilization of the Super 8 property on Richmond Road is scheduled for completion by April 2017.

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)

EDA approved a demolition grant for the former Days Inn at 1900 Richmond Road to prepare the property for redevelopment.

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 SBDC retail consultant for a retail/food workshop and one-on- one consultations with businesses.

B-15 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 initiated joint meetings with College staff to discuss strategic goals of the city and listen to like needs of the College. Staff will encourage College participation during the 2018 update to the Comprehensive Land Use Plan to increase economic impact.

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)

EDA continues to promote existing business opportunities through Lunch Roundtable presentations including State grant opportunities and shared marketing opportunities for tourism affected business. Staff conducted 37 existing business visits between November 2016 and February 2017.

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 is working in partnership with the Williamsburg Hotel-Motel Association, Greater Williamsburg Chamber & Tourism Alliance, James City County, and York County to update a past fieldhouse study and determine market feasibility for several regional sites.

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 approved the appropriation of final Tourism Contingency Funds in January 2017 to the Muscarelle Museum to market the Botticelli Exhibit. No new funding is identified in the FY 2018 budget. 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 is working with affected industries to define the concept and develop the program for presentation to City Council at the April 2017 work session. The project is scheduled to be developed and funding implemented by January 2018 with construction of projects to start in FY 2019. Funding for special event development, expansion, and venues would be eligible for program funding.

B-16 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 theĂƉŝƚĂůdƌĂŝůŽŶƚŽ&ŽƌƚDŽŶƌŽĞ͘^ĞĞĂůƐŽ'ŽĂů///͕͘WĞĚĞƐƚƌŝĂŶĂŶĚŝĐLJĐůĞŽŶŶĞĐƚŝǀŝƚLJĂŶĚ /ŵƉƌŽǀĞŵĞŶƚƐĂŶĚ'ŽĂůs/͕͘WůĂŶŶŝŶŐ͕ŽŵƉůŝĂŶĐĞ͕ĂŶĚŽŶŶĞĐƚŝǀŝƚLJ͘;ŽƵŶĐŝůĂŶĚƐƚĂĨĨͿ Capital Trail extension is being investigated by HRTPO and VDOT for extension from JCC through Williamsburg to Hampton on the Peninsula and to Virginia Beach on the Southside. A public survey for the project was completed with Williamsburg participation indicating strong support for connection. Planning staff are active members of the work group.

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 Legislative Agenda by the city and encouraged by regional and strategic partners through HRPDC, HRTPO, and HTC. Staff will seek methods to support the initiative in FY 2018.

B-17  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 /LYDELOLW\5HSRUWSDJHQXPEHU

(PSOR\PHQWRSSRUWXQLWLHV S       ļ

6KRSSLQJRSSRUWXQLWLHV S      Ĺ

:LOOLDPVEXUJDVDSODFHWRZRUN S      ļ

2YHUDOOTXDOLW\RIEXVLQHVVDQGVHUYLFH      ļ HVWDEOLVKPHQWVLQ:LOOLDPVEXUJ S

(FRQRPLFGHYHORSPHQWVHUYLFHV S      Ļ

:LOOLDPVEXUJDVDSODFHWRYLVLW S 1$ 1$ 1$   ĹĹ

:RUNVLQFLW\ERXQGDULHV S  1$ 1$ 1$   Ĺ

2YHUDOOHFRQRPLFKHDOWK S 1$ 1$ 1$   ļ

9LEUDQWGRZQWRZQFRPPHUFLDODUHD S  1$ 1$ 1$   ļ

3XUFKDVHGJRRGVRUVHUYLFHVLQ :LOOLDPVEXUJ S 1$ 1$ 1$   ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-18

Desired Outcomes Observed Results

$16 $1.6 $1.1 Tax Receipts From Meal, $1.2 $1.1 $1.3 $1.3 $1.1 $1.3 $1.3 Room, Sales, and $2 1. Increase Hospitality $12 $6.0 $7.0 $6.3 $6.4 $6.4 $6.8 Lodging Taxes Revenues to $16 $5.5 $5.6 $6.0 $8 million annually. $4.4 $3.2 $3.3 $3.6 $3.2 $3.4 $3.4 $3.4 $3.1 Average annual increase $4 since FY 09: 1.8% $4.6 $4.0 $4.2 $4.2 $4.2 $4.4 $4.3 $3.8 $3.9 $0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 *Source: Williamsburg Finance Sales Room Meal $2 Lodging Taxes Taxes Taxes Taxes 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 relaƟve to City $24,000 Average annual increase populaƟon by at least $23,934 since FY 09: .01% $23,000 3% annually. $23,376 $22,000 *Source: Virginia Department of $21,000 2008 2009 2010 2011 2012 2013 2014 2015 TaxaƟon

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 FoundaƟon Ticket Sales 4. Increase Historic Tourism measured by 700

Colonial Williamsburg 669 655

FoundaƟon annual 600 630 626 Ɵcket sales. 588 *Source: Colonial Williamsburg 574 FoundaƟon (Ɵcket sales shown do not include complimentary 500 2010 2011 2012 2013 2014 2015 bulk promoƟonal Ɵckets sales) Thousands

B-19

Desired Outcomes Observed Results

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

$70,000 $57,465 Per Capita Personal $60,000 $55,639 $56,208 $53,871 6. Increase per capita $51,944 $50,787 $49,221 $50,035 Income of City Residents $50,000 $44,663 personal income of city residents by at least 3% $40,000 Average annual increase annually. $30,000 since 2006: 3.3% $20,000

$10,000 *Source: US Department of 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 opportuniƟes 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 $350 Prince George Parking 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 16 was of downtown $150 4.4% commercial growth. $100

$50

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

B-20

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 completed the initial evaluation of program requirements and is working with Bike- Walk Williamsburg to prepare the application by August 2017. Staff is partnering with Bike-Walk Williamsburg to promote and develop Bike Month events in May 2017 and bicycle safety public education events during FY 2018 within the city. Bicycle Friendly City signage was installed by Public Works at prominent City entrances on Monticello Avenue and Hwy 132.

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)

Staff will evaluate and present program requirements in FY 2018. Application for programs will be considered and prepared in FY 2019 as appropriate.

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)

Design consultant proposals were reviewed by staff and will be presented to City Council for award in April 2017. Design will commence in FY 2017 and construction nodding process and commencement of the project will follow in FY 2018. The $1,250,000 project is funded by FY 2017 carry-over funds in the CIP. The project is funded through a VDOT grant with the local match being split by the College of William & Mary and the City.

B-21 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 connectivity along Capitol Landing Road is part of the consultant scope of work in developing the road cross section and corridor concept currently in process. Connectivity between the Tourism Zone and areas south will be considered in FY 2018.

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)

Construction is in progress for the $275,000 Parkway Drive sidewalk project funded in FY 2017. The College and City are partnering to install an enhanced pedestrian crossing on Richmond Road like the existing crossing on Jamestown Road. The CIP identifies new sidewalk projects of $110,000 at Francis Street in FY 2020 in conjunction with Colonial Williamsburg Museum improvements and $275,000 for cross-streets between Lafayette and Richmond in FY 2021.

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 an RFP for consultant services to determine the feasibility and implementation cost options for a bike share program. The RFP will be released for response in May 2017 and the study will be completed by Fall 2017.

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)

The regional effort to extend the Capital Trail through Williamsburg and down the Peninsula to Fort Monroe includes an option to incorporate the Country Road as a segment of the new trail. Use of the Country Road for this purpose would accomplish the initiative outside of the jurisdictional control of the City.

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

B-22 The Capitol Landing Road corridor project will include connectivity between Merrimac and Capitol Landing as an alternate to the gap section and $30,000 is included in FY 2022 to begin a multi-use trail design on Strawberry Plains and John Tyler to close that gap in connectivity.

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)

Phase I of the Ironbound Road project is in-process to realign the intersection with Longhill Road and is funded in FY 2017 and FY 2018 in the amount of $3,500,000. The $100,000 improvement of the Longhill Road sidewalk to a multi-use path cross-section is funded in FY 2017 and will be constructed in FY 2018. The City applied for 100% VDOT funding for Phase II and Phase III in the amount of $5,235,100. The VDOT staff ranking of the projects support funding in FY 2022 and are included in the CIP.

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)

Staff will work in coordination with the new owner of the Williamsburg Shopping Center on the cross-section design. The CIP includes a $5,000,000 project to implement the cross-section in FY 2020 and includes application for VDOT Revenue Sharing funds for partial funding.

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)

The City applied for VDOT Revenue Sharing funds to offset local funds for a total project cost of $5,774,300. The City has acquired land to assist in implementing the cross-section design and a consultant design of the cross-section concept is in-process and will be presented to City Council in 2017. The design of the project is scheduled for FY 2018 with construction and project completion in FY 2019.

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 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 City applied for VDOT Smart Scale funding in the amount of $2,144,760. The VDOT staff ranking supports approval of the 100% State funding in FY 2022 and is included in the CIP.

B-23

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)

Staff applied for VDOT Smart Scale funding for traffic signal upgrades but the use was deemed not eligible for the program. The $275,000 CIP project includes funding to install streetlights contingent of traffic warrants being met in FY 2020. The City’s first LED streetlights were installed on York Street and the City will consider using LED lighting on Monticello Avenue Multi-Use Trail and the Capital Landing Streetscape projects.

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 by Public Works. Future projects will be considered as needed and warranted.

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 $110,000 Francis Street sidewalk project is included in the CIP in FY 2020.

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)

Progress on this initiative is on hold pending recruitment of new director. City is preparing locations for enhanced shelters in coordination with College projects, the Williamsburg Shopping Center redevelopment, and the Capitol Landing Road redevelopment.

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 Virginians for High Speed Rail.

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)

B-24

No action on this initiative to date. Staff will review in FY 2018.

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)

See Goal II – F for an implementation update on the initiative to support widening of I-64 from New Kent County to James City County. Given the recent issues faced by the Williamsburg-Newport News Airport, the City will withhold the $5,627 FY 2018 RAISE fund allocation payment to the EDA until such time the State completes its audit of the Airport Authority use of State funds. The City will evaluate options for city participation in recruiting air service to the market in FY 2018.

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 taken on this initiative to date. Action anticipated after a new WATA director is hired and the Downtown Parking Study is implemented.

B-25  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 7UHQGV5HSRUWSDJHQXPEHU

(DVHRIFDUWUDYHOLQ:LOOLDPVEXUJ S      ļ

7UDYHOE\SXEOLFWUDQVSRUWDWLRQ S QD     ļ

(DVHRIELF\FOHWUDYHOLQ:LOOLDPVEXUJ S      ļ

(DVHRIZDONLQJLQ:LOOLDPVEXUJ S      ļ

7UDIILFIORZRQPDMRUVWUHHWV S      Ĺ

6WUHHWUHSDLU S      Ĺ

6WUHHWFOHDQLQJ S      Ĺ

6WUHHWOLJKWLQJ S      ļ

6QRZUHPRYDO S      ļ

6LGHZDONPDLQWHQDQFH S      ļ

$PRXQWRISXEOLFSDUNLQJ    1$ 1$

2YHUDOOHDVHRIWUDYHO S 1$ 1$ 1$   ļ

3XEOLFSDUNLQJ S 1$ 1$ 1$   ļ

8VHGSXEOLFWUDQVSRUWDWLRQLQVWHDG RIGULYLQJ S 1$ 1$ 1$   ļ

&DUSRROHGLQVWHDGRIGULYLQJDORQH S 1$ 1$ 1$   ļ

:DONHGRUELNHGLQVWHDGRIGULYLQJ S 1$ 1$ 1$   Ĺ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-26

Desired Outcomes Observed Results

120 110 Accidents With Injuries 1. Improve pedestrian 100 107 Within City Limits and rider safety on city 90 80 79 Average number of streets as measured by 70 76 74 72 55 72 65 injuries since FY 08 reducing the number of 60 67 Target < 50 50 annually is 74 accidents with injuries 40 below 50. 30 20 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 *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% 400 annually. 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 60 61 61 61 Arrivals at Williamsburg 57 on Amtrak for trips 50 StaƟon 52 48 47 originaƟng and 40 47 terminaƟng at the 30 Average annual increase over 7 years: 3.5% Williamsburg 20

TransportaƟon Center 10 by 3% annually. 0 *Source: Amtrak 2008 2009 2010 2011 2012 2013 2014 2015 Thousands

4. Support regional $500 $450 TransportaƟon Agency transportaƟon $400 Funding iniƟaƟves, 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-27

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 complete. The plan was adopted by City Council in January 2017. After adoption by all participating jurisdictions, the plan will be sent to FEMA for final approval.

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)

No action taken to date. Initiative to be completed by December 2018.

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)

Nine citizens received CERT training in Fall 2016 (6 CWF employees and 3 city residents) bring the total active CERT trained to 87 individuals. The spring 2017 CERT class has 13 people enrolled. Staff will provide refresher training to existing CERT volunteers in FY 2018 and FY 2019. Staff will work to identify alternate funding to Federal grant program eligibility ending in April 2017. Staff will evaluate CERT program administration with addition of a new community affairs police position in FY 2018. The CERT program will be coordinated with increased efforts in community policing and neighborhood watch, fire prevention services, neighborhood stabilization working group, and community health initiatives.

B-28 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)

A new community affairs officer is included in the FY 2018 budget to increase SRO staffing from 0.5 FTE to 1.0 FTE in advance of the new middle school opening in the Fall 2018. The Fire Department provided oversight for fire drills and lock down drills at Matthew Whaley and Berkeley. Fire staff participated in Career Day at Matthew Whaley.

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 actions taken to date. The police department and fire department will include the initiative in conversations with the College police department in FY 2018.

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 will initiate its annual fitness testing in March 2017. All Fire Department staff participated in Stress First Aid training to assist with identifying personnel who are reacting to a wide range of stressors in their work and personal lives and are in need of interventions.

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

Police to be developed by Fire Department staff in FY 2018.

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)

B-29 The architectural evaluation of the existing structures and space needs analysis is in-process. CIP projects are funded for design in FY 2018 and construction in FY 2019 for both the Fire Department ($8,435,700 initial estimate) and the Police Station ($3,600,000 initial estimate). Staff is also evaluating the potential of a shared structure for the two departments to achieve efficiencies.

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)

See Goal I – A for the initiative update. Implementation will be coordinate with the Downtown Vibrancy, Design, & Marketing Study and will include a review of the residential parking program.

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)

The community affairs officer regularly meets with neighborhood, school, and civic groups. Community policing activity since November 2016 included a Computer Give-Away event, held a Stuff the Trailer event for holiday gifts for children in need, and initiated a bottled water program.

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)

Staff completed the product evaluation, policy development, training, and implementation of body worn cameras. Staff will evaluate the ongoing use of the product and policy during FY 2018 and provide a presentation to City Council.

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 completed with all police department staff completing the training program. Staff will evaluate existing policies and maintain consistency with best management practices.

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

Williamsburg will hold its 3rd National Night Out event in the summer of 2017. The NNO committee begins meeting in March 2017 to prepare.

B-30  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 7UHQGV5HSRUWSDJHQXPEHU

6DIHW\LQ:LOOLDPVEXUJ¶VGRZQWRZQ FRPPHUFLDODUHD S      ļ

6DIHW\LQ\RXUQHLJKERUKRRG S       ļ

6DIHW\IURPSURSHUW\FULPHV    1$ 1$

6DIHW\IURPYLROHQWFULPHV    1$ 1$

3ROLFHVHUYLFHV S      ļ

)LUHVHUYLFHV S      ļ

(06VHUYLFHV S      ļ

&ULPHSUHYHQWLRQVHUYLFHV S      Ĺ

)LUHSUHYHQWLRQDQGHGXFDWLRQ VHUYLFHV S      ļ

7UDIILFHQIRUFHPHQWVHUYLFHV S      ļ

(PHUJHQF\SUHSDUHGQHVV S      ļ

2YHUDOOIHHOLQJRIVDIHW\ S 1$ 1$ 1$   ļ

6WRFNHGVXSSOLHVIRUDQHPHUJHQF\ S 1$ 1$ 1$   ļ

'LGQRWUHSRUWDFULPH S 1$ 1$ 1$   ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-31

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 localiƟes 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 theŌ). City National *Source: Williamsburg Police Department and FBI

Average Police 2. Respond to Police Response Time calls for service averaging under 3 Average response Ɵme since FY11 is 2.5 minutes minutes from me of dispatch to arrival on *Source: Williamsburg Police scene. Department

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

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

B-32

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 16 : 100% fitness evaluaon for all 20 37 35 33 34 3534 35 36 34 15 29 32 32 2930 34 32 Fire FY 16: 97% police officers and 10 19 14 firefighters. 5 0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 *Source: Williamsburg Police and Fire Departments

Police Agency “Storm Ready” 6. Maintain NaƟonal Community DesignaƟon

Re-AccreditaƟon (NOAA—2015) cerficaons of public (CALEA—2015) (3 year designaƟon) 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 78 Neighborhood 72 (age, other involvements, 75 Response Teams in the 60 70 illness, relocaƟon, 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

*Source: Williamsburg Human Services

B-33

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 project entered year 2 in FY 2017 funded by a $260,000 grant from the Williamsburg Health Foundation (WHF). The WHF invited the City to apply for year 3 funding in the amount of $260,000 reflected in the FY 208 budget. Staff will begin discussions for funding options for the FY 2019 budget as the program begins the transition from pilot to recurring.

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 staff receives and reviews weekly construction updates for the 4th middle school project. The City Council received project updates for the 4th middle school and Lafayette auxiliary gym project at the joint meeting of W-JCC School Board, City Council, and Board of Supervisors in March 2017.

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 reported that the redistricting for the 4th will need to be completed by April 2018 in advance of the new middle school opening at James Blair in September 2018.

B-34 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)

Initiative will be advanced upon completion of the Downtown Vibrancy, Design, & Marketing Study in the summer of 2017 in cooperation with the WRHA Director.

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)

Initiative will be examined in FY 2019 by the WRHA Director and all capital and operating HUD funding will be used in consideration of impact on the policy until the options are reported and policy established by the WRHA Commission and City Council.

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)

The Charter Amendment will be completed in the 2017 Legislative Session. Following the recruitment of the WRHA Director, staff will implement the Charter Amendment to add the two new Commission members.

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 discussions between City and College leadership occurred in FY 2017. A $40,000 study of the proposed expansion and evaluation of the available College property is scheduled for FY 2019 in the CIP.

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)

Staff will start the initiative in FY 2018 after recruitment of the WRHA Director and the zoning administrator positions.

B-35 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 Outreach Coordinator in the Human Services Department continues to carry a case load of approximately 75 to 100 adults and children each month working with community non-profits and faith-based institutions. The public-private partnerships seek more stable housing for those in need through transitional housing, affordable monthly rentals, and longer term supportive housing. Staff continues to participate in the Peninsula Commission on Homelessness.

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 has received State funding through TANF to address regional employment incentives for program participants. Staff is working through the Peninsula Council on Workforce Development to explore the establishment of a One-Stop office in Greater Williamsburg in cooperation with TNCC and area providers under the Workforce Investment Opportunity Act.

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)

Initiative will be pursued after the recruitment of the WRHA Director and the zoning administrator positions. Staff evaluation will include the opportunity to use existing houses and properties to advance workforce housing needs.

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)

Initiative will be explored by staff during FY 2018 for potential implementation in FY 2019.

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 to date. Staff will evaluate the initiative in conjunction with the workforce housing analysis project with the WRHA Director and zoning administrator.

B-36 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 ǁŽƌŬƉƌŽŐƌĂŵƐĨŽƌƚŚĞĞůĚĞƌůLJĂŶĚĚŝƐĂďůĞĚǁŚŽƌĞƋƵŝƌĞŝŶƚĞƌǀĞŶƚŝŽŶ͕ŚŽŵĞǀŝƐŝƚƐŽƌŽƚŚĞƌ ĂƐƐŝƐƚĂŶĐĞ͘^ĞĞĂůƐŽ'ŽĂů/s͕͘ŵĞƌŐĞŶĐLJWƌĞƉĂƌĞĚŶĞƐƐ͘;^ƚĂĨĨĂŶĚĐŝƚŝnjĞŶƐͿ

Staff is working with the Williamsburg Health Foundation, James City County, and York County through a Robert Wood Johnson healthy community initiative grant to explore needs related to senior populations and access to healthy food options.

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)

Initiative will be completed through the Parks, Recreation, and Culture Master Plan during FY 2018.

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)

No action taken on this initiative to date. Staff will identify steps to achieve the initiative through ongoing efforts with the WHF and economic development target industry recruitment.

B-37  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 7UHQGV /LYDELOLW\5HSRUWSDJHQXPEHU

(GXFDWLRQDORSSRUWXQLWLHV S      Ĺ

3XEOLF6FKRROV S      ļ

$YDLODELOLW\RIDIIRUGDEOHTXDOLW\ KHDOWKFDUH S      Ĺ

$YDLODELOLW\RIDIIRUGDEOHTXDOLW\ 1$     ļ IRRG S

$YDLODELOLW\RISUHYHQWLYHKHDOWKVHUYLFHV S      ļ

+HDOWKDQGZHOOQHVVVHUYLFHV S    1$ 1$

$YDLODELOLW\RIDIIRUGDEOHTXDOLW\FKLOGFDUH SUHVFKRRO S      ļ

6HUYLFHVWRVHQLRUV    1$ 1$

6HUYLFHVWR\RXWK    1$ 1$

6HUYLFHVWRORZLQFRPHSHRSOH    1$ 1$

$YDLODELOLW\RIDIIRUGDEOHTXDOLW\ KRXVLQJ S      ļ

9DULHW\RIKRXVLQJRSWLRQV S      ļ

+HDOWKDQG:HOOQHVV S  1$ 1$ 1$   ļ

0HQWDO+HDOWK&DUH S 1$ 1$ 1$   ļ

$GXOWHGXFDWLRQ S 1$ 1$ 1$   Ĺ

$WHSRUWLRQVRIIUXLWVDQGYHJHWDEOHV S 1$ 1$ QD   ļ

3DUWLFLSDWHGLQPRGHUDWHRUYLJRURXV SK\VLFDODFWLYLW\ S 1$ 1$ 1$   ļ

,QYHU\JRRGWRH[FHOOHQWKHDOWK S 1$ 1$ 1$   ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-38

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

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

3. Reduce and maintain 50 Average Number of 45 Residents Receiving the number of city Temporary Aid for residents requiring Target < 40 40 Needy Families in City Temporary Aid for Needy 38

Families (TANF) at less 34 32 than 40 on average by 30 29 29 26 increasing employability 23 21 and self-sufficiency. 20 *Source: Williamsburg FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 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-39

Desired Outcomes Observed Results

100% Percent of Residenal 80% Properes Valued at 5. Maintain 50% or more Target < 50% 60% $250,000 or Less. of for-sale housing units 52% 54% 55% 53% 53% 51% 48% 50% in the City at less than 40%

$250,000 to provide 20% affordable housing.

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

B-40

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 in the FY 2017 budget and will carry-over into FY 2018. The RFQ to select a consultant will be released in May 2017. Work will start on the plan in summer 2017 after selection of the consultant. The plan is expected to be completed by late 2017 or early 2018 for initial implementation consideration in the FY 2019 budget process.

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 HRPDC on a regional effort to extend the Capital Trail through Williamsburg. Bicycle and pedestrian planning will also be incorporated into the Comprehensive Plan Update to be initiated in FY 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, and Culture Master Plan scope of work will include an evaluation of ADA accessibility at all parks and recreation facilities and provide recommendations to maintain compliance starting in FY 2018.

B-41 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)

The FY 2017 CIP includes a project to replace the playground and add an accessible route to the softball fields. The FY 2018 CIP includes a project to rebuild the basketball court, add a second court, and add an outdoor fitness circuit. The total project cost for both years is $403,250.

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 CIP includes a $2,550,000 project to construct the park with design starting in FY 2019 and construction in FY 2020. The park will also be considered as a potential Capital Trail trailhead and attract outdoor tourism.

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)

Carry-over funds from FY 2017 will complete a $214,200 project to improve softball fields. A $310,000 project is included in FY 2019 to replace playground equipment and improve accessibility. Center improvement is FY 2021 ($35,000) and FY 2022 ($30,000) will refinish the gym and classroom floors and install new lighting. Additional improvements will be considered in future budget processes based on the recommendations of the master plan.

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. Evaluation and feasibility will be examined in future budget years as project schedules demand.

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 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 is property use and sale. Future conversations will be dependent on funding availability, archaeological study, and future needs analysis.

B-42

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 Funds were appropriated to support the Botticelli exhibition at the College in 2017. Staff will include this initiative in the tourism development fund strategy.

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)

The development of a city-wide public art program is included in the scope of work for the Parks, Recreation, and Culture Master Plan funded in FY 2017 and scheduled for completion in FY 2018.

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 WRL building, the CIP has $480,000 programmed to replace HVAC mechanical system replacement of outdated air handlers in FY 2018 and FY 2019. The CIP includes $60,000 in FY 2019 and $540,000 in FY 2020 for design and construction to renovate the WRL Williamsburg building to include reprogrammed space available after Stryker construction, public restroom updates, elevators, public service areas, and desks.

B-43  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 7UHQGV5HSRUWSDJHQXPEHU

5HFUHDWLRQDORSSRUWXQLWLHV S      ļ

&LW\3DUNV S      ļ

5HFUHDWLRQSURJUDPVDQGFODVVHV S      ļ

5HFUHDWLRQFHQWHUVDQGIDFLOLWLHV S      ļ

3XEOLFOLEUDU\VHUYLFHV S      Ĺ

2SSRUWXQLWLHVWRDWWHQGFXOWXUDODFWLYLWLHV S      Ĺ

$YDLODELOLW\RISDWKVDQGZDONLQJWUDLOV S       ļ

)LWQHVVRSSRUWXQLWLHV S 1$ 1$ 1$   ļ

8VHG:LOOLDPVEXUJUHFUHDWLRQFHQWHUV S  1$     ļ

9LVLWHGD&LW\SDUN S 1$     ļ

8VHG:LOOLDPVEXUJSXEOLFOLEUDULHV S  1$     ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-44

Desired Outcomes Observed Results

30,000

26,135 25,886 Total Number of 1. Increase the total 25,487 25,000 ParƟcipants in all P&R 23,135 number of recreaƟon 22,010 21,376 20,902 Programs. program parƟcipants 21,684 20,000 (consistent with percent of city resident 18,899 Average annual increase parƟcipants and cost 15,000 over eight 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 RecreaƟon

40% Percent of Total P&R 2. Increase the percent 30% Program ParƟcipants who of city resident are City Residents 23.7% 20% 23.7% 24.1% 22.2% 21.1% parƟcipants in 20.9% 20.2% 18.5% 18.1% recreaƟon programs Average annual decrease 10% over eight years: -.7% relaƟve to total number of parƟcipants. 0% *Source: Williamsburg Park and FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 RecreaƟon

50% Percent of Total P&R 3. Increase percentage 40% OperaƟng Costs Covered of total Parks and 36% 34% by User Fees 30% 34% 34% 32% RecreaƟon operaƟng 32% 29% costs covered by user 20% 22% 24% Average annual increase fees. over eight years: 1.4% 10% *Source: Williamsburg Parks and 0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 RecreaƟon

100% 4. Achieve a rate of Percent of City PopulaƟon Holding a Valid Library acƟve library cards held 75% Card 65% by residents (including 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 populaƟon. 0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Library

B-45

Desired Outcomes Observed Results

Farmers Market Total 5. Achieve Sales by Vendors Williamsburg Farmers

Market annual vendor sales of at least $1 million *Source: Williamsburg Farmers Market

10,000 Number of General Public

8,374 and Students AƩending 6. Increase aƩendance 8,000 FesƟval Williamsburg at the Virginia Arts Events 6,000 FesƟval’s annual 4,524 5,425 3,624 “FesƟval Williamsburg” 4,000 4,812 Average annual increase 4,111 4,141 over eight years: 14.7% events each year. 3,331 2,000 2,833 * Source: Virginia Arts FesƟval 0 2008 2009 2010 2011 2012 2013 2014 2015 2016

B-46

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 Maximum Daily Load (TMDL) plan was completed. The budget includes a $20,000 FY 2017 carry-over and $60,000 FY 2018 allocation to accommodate needed improvements to the stormwater system consistent with the plan.

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)

Staff reviewed the neighborhood for drainage issues and found minimal problems which can be handled by Public Works maintenance personnel. Staff will continue observe drainage in the neighborhood and make improvement consistent with city-wide efforts.

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)

Public Works staff is monitoring the development of this major project. Staff will provide for a work session presentation to City Council in FY 2018 by HRSD.

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

B-47

Staff continues to do “find and fix” repairs to the sewer system to prevent sewer overflows. The Utility Fund capital plan provides for $430,000 to address needs during the 5-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)

City purchased and implemented software (ReCollect) to educate the citizens about proper placement and removal of refuse and recycling containers. Staff is monitoring citizen response to the new system and will provide a work session report to City Council in FY 2018 regarding outcomes of the effort.

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)

Staff has initiated an evaluation of comparative practices. The initiative is on-hold pending the outcomes of the ReCollect system and an evaluation of the ability to improve voluntary compliance as directed by City Council.

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)

ReCollect software instituted. Staff continues promoting recycling by partnering with the College, attending Farmers Market and environmental events (Earth Day, Home Show, etc.).

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)

Engineering work and eventual construction of dam improvements are included in a $1,380,000 project funded over three years of the CIP ending in FY 2020.

B-48 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 is participating in regional meetings through the HRPDC to meet this initiative.

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)

Platinum level obtained and staff continues to look at opportunities to stay platinum in upcoming budget years.

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.

B-49  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 7UHQGV5HSRUWSDJHQXPEHU

6HZHUVHUYLFHV S      ļ

'ULQNLQJZDWHU S      ļ

6WRUPGUDLQDJH S      ļ

5HF\FOLQJ S      ļ

*DUEDJHFROOHFWLRQ S      ļ

2SHQVSDFH S 1$ 1$ 1$   ļ

8WLOLW\ELOOLQJ S 1$ 1$ 1$   ļ

&RQVHUYHGZDWHU S 1$ 1$ 1$   ļ

0DGHKRPHPRUHHQHUJ\HIILFLHQW S 1$ 1$ 1$   ļ

5HF\FOHGDWKRPH S 1$     ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-50

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 & UƟliƟes.

100% Average Percent of 2. Maintain residenƟal 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

100 Number of Business and 3. Increase 80 Households ParƟcipaƟng parƟcipaƟon in the 75 in Annual “Challenge” 60 City’s Green Business 54 Programs and ResidenƟal 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 ConnecƟons household equivalent 155 154 143 140 140 132 consumpƟon below 150 120 gallons per day. *Source: Williamsburg Public 80 Works & UƟliƟes FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

B-51

Desired Outcomes Observed Results

5. Maintain cerƟficaƟons of compliance with Federal/State safe drinking water regulaƟons. *Source: Williamsburg Public Works & UƟliƟes

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

Water” regulaƟons.

*Source: Williamsburg Public Works & UƟliƟes

7. Maintain recerƟficaƟon of the Public Works Department as an “Extraordinary

Environmental *Source: Williamsburg Public Enterprise” (E4) Works & UƟliƟes

B-52 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)

Initiative is in-process with a staff communications team conducting comparative analysis and drafting a draft policy. A presentation will be made to Council in FY 2018 prior to completion.

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 a new website that reinvigorates this most public facing asset. The City also launched the online Open Forum, Peak Democracy, to increase digital opportunities for citizen involvement on topics. A third effort was launching ReCollect to inform and remind citizens on solid waste services. A final effort to date is updating the Socrata performance measurement system to reflect the current GIO’s. Staff will continue improving and enhancing systems moving forward in the biennium.

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 2nd quarter of FY 2017 showed increased awareness and use of the Stryker Center for civic and community purposes. Current and upcoming events include the Farmers Market Forums and the Ignition “shark tank” like event to encourage new business development.

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

EŽĂĐƚŝŽŶŚĂƐďĞĞŶƚĂŬĞŶƚŽĚĂƚĞŽŶƚŚŝƐŝŶŝƚŝĂƚŝǀĞ

B-53 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 is nearing completion. The consultant, Evergreen Associates, will present to City Council in April or May 2017. Efforts to implement the findings and recommendations are included in the FY 2018 budget.

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.

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. Staff is focusing on comparative practices and revenues for tourism development fund programs.

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)

Staff and the consultant are working to implement phase I of the ERP replacement project. The first phase has a “go live” date of July 5, 2017. Future phases will include human resources, payroll, utility billing, real estate taxes, and codes compliance. The project will be completed over the next two years.

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 Health and Wellness committee is in process to review the existing program and will work with the human resource administrator to develop an updated program for review.

B-54 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 2017-2018 Biennium GIO’s.

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 for data mapping. A new internal GIS site is in final development stages and scheduled to be available for staff use on March 15, 2017.

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 for staff 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.

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 effort.

B-55  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 7UHQGV5HSRUWSDJHQXPEHU

7KHYDOXHRIVHUYLFHVIRUWKHWD[HVSDLGWR :LOOLDPVEXUJ S      Ĺ

7KHRYHUDOOGLUHFWLRQWKDW:LOOLDPVEXUJ LVWDNLQJ S       ļ

7KHMRE:LOOLDPVEXUJJRYHUQPHQWGRHV DWZHOFRPLQJFLWL]HQLQYROYHPHQW S      ļ

2YHUDOOLPDJHRUUHSXWDWLRQ RI:LOOLDPVEXUJ S      Ĺ

2SSRUWXQLWLHVWRSDUWLFLSDWHLQFRPPXQLW\ PDWWHUV S      ļ

2SSRUWXQLWLHVWRYROXQWHHU S      ļ

3XEOLFLQIRUPDWLRQVHUYLFHV S      ļ

.QRZOHGJHRIFLW\HPSOR\HHV    1$ 1$

5HVSRQVLYHQHVVRIFLW\HPSOR\HHV    1$ 1$

&RXUWHV\RIFLW\HPSOR\HHV    1$ 1$

2YHUDOOLPSUHVVLRQRIFLW\HPSOR\HHV S       ļ

6HUYLFHVSURYLGHGE\FLW\ S      ļ

&RQILGHQFHLQ&LW\JRYHUQPHQW S  1$ 1$ 1$   Ĺ

$FWLQJLQWKHEHVWLQWHUHVWRI :LOOLDPVEXUJ S 1$ 1$ 1$   ļ

%HLQJKRQHVW S 1$ 1$ 1$   ļ

7UHDWLQJDOOUHVLGHQWVIDLUO\ S 1$ 1$ 1$   ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-56  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 7UHQGV5HSRUWSDJHQXPEHU

1HLJKERUOLQHVVRIUHVLGHQWVLQ :LOOLDPVEXUJ S 1$ 1$ 1$   ļ

6SHFLDO(YHQWV S  1$ 1$ 1$   ļ

$WWHQGHGD&LW\VSRQVRUHGHYHQW S  1$ 1$ 1$   ļ

&RQWDFWHG:LOOLDPVEXUJHOHFWHG RIILFLDO S 1$ 1$ 1$   ļ

9ROXQWHHUHG S 1$     ļ

7DONHGWRRUYLVLWHGZLWKQHLJKERUV S  1$ 1$ 1$   ļ

'RQHDIDYRUIRUDQHLJKERU S  1$ 1$ 1$   ļ

$WWHQGHGDORFDOPHHWLQJ S  1$     ļ

:DWFKHGDORFDOSXEOLFPHHWLQJ S  1$     ļ

5HDGRUZDWFKHGORFDOQHZV S 1$ 1$    ļ

9RWHGLQORFDOHOHFWLRQV S  1$     ļ

5DWLQJVRI([FHOOHQWRU*RRGRUHTXLYDOHQW ** /HJHQGIRU1DWLRQDO%HQFKPDUNV :  ĹĹ 0XFK+LJKHU Ĺ +LJKHU ļ 6LPLODU Ļ /RZHU ĻĻ 0XFK/RZHU 1RW$YDLODEOH



B-57

Desired Outcomes Observed Results

Budget vs. Operations $36

$35.4 $34.1 $34.5 $34 $33.2 $33.3 Annual OperaƟng 1. Exceed budget $33.8 $32.4 Revenues Compared to expectaƟons by having $32.1 $32.3 $32 Budget and to Actual operaƟng revenues $31.3 Expenditures exceed operaƟng Revenues $30 expenditures each year. Expenditures Budget

$28 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 *Source: Williamsburg Finance Actual Actual Actual Actual Actual Actual Actual Actual Actual Budget Department

100%

2. Maintain sound 80% Percent of Unreserved 77.2% 74.7% 72.7% 74.0% 72.4% 66.5% 67.2% General Fund Balance fiscal health by 60% 70.8% exceeding city’s 35% 59.2% Compared to the Amount of the Annual OperaƟng operaƟng reserve 40% Revenues policy. Target - Reserves > 35% of Operating Revenues 20%

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

3. Retain cerƟficaƟons Certificate of Distinguished Certificate of Achievement for Budget Excellence in in financial reporƟng, Excellence in Presentation Performance budget presentaƟon, Financial Award Measurement and performance Reporting measurement. GFOA, 2016 GFOA, 2016 ICMA - 2016 (30th Award) (24th Award) (5th Award)

*Source: Williamsburg Finance Department

12% 11.7% Target 10% Percent of City Employees 4. Maintain annual 10% who Resign or ReƟre 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 2% Resources FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

B-58

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 CompleƟng Training employees: QUEST Employee OrientaƟon QUEST: 89% completed (100%), and High HPO: 41% completed Performance OrganizaƟon training

(65%). *Source: Williamsburg Human Resources

B-59

Desired Outcomes Observed Results Number of Online 10,000 TransacƟons via

8,000 Williamsburgva.gov

6,910 6,713 9. Increase the use of 6,000 6,399 6,380 6,436 Average annual increase online transacƟons 5,858 4,996 4,000 over eight years: 8.4% between ciƟzens and 4,288 city. 4,061 2,000

0 *Source: Williamsburg FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 InformaƟon Technology

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

0 756 InformaƟon 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 TwiƩer 11. Increase use of 5,000 Facebook 5,004 Followers Twitter social media as a means 4,000 3,968 of disseminaƟng public 3,885 3,000 3,382 Facebook up: 159% 3,262 2,972 informaƟon. 3,009 TwiƩer up: 760% 2,000 2,402 1,888

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

B-60 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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

City Manager 582,544 3.5 459,647 3.5 526,662 3.5 507,684 3 Human Resources 100,361 1 112,294 1 112,828 1 112,858 1

Clerk of Council / Comm. 102,483 2 118,529 2 149,989 2 202,434 2 Economic Development 257,043 2 285,793 2 290,558 2 319,201 2 Total 1,042,431 8.5 976,263 8.5 1,070,240 8.5 1,142,177 8

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” to the national sponses “higher” than benchmark for the national benchmark. 2016.

C-3

Desired Outcomes Observed Results

5. Exceed budget ex- Budget vs. Operations The city’s actual pectations by having $36 operating reve- operating revenues ex- $35.4 nues have ex- $34.1 ceed operating expendi- $34.5 ceeded expendi- $34 tures each year. $33.2 $33.3 tures for over 2 $33.8 decades. $32.4 $32.1 $32.3 $32

$31.3 Revenues $30 Expenditures Budget

$28 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Actual Actual Actual Actual Actual Actual Actual Actual Actual Budget

6. Maintain sound fiscal 100% Shown are year- health by exceeding end reserves for the General Fund City Council’s reserve 80% policy of a minimum not including non- 77.2% 74.7% spendable fund 35% of operating reve- 72.7% 74.0% 72.4% 66.5% 70.8% 67.2% balance (value of nues each year. 60% 59.2% land held for re- sale), and amounts 40% carried over at fis-

cal year end to Target - Reserves > 35% of Operating Revenues fund capital pro- 20% jects previously approved but not completed. 0% FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

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 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 627,148 519,788 577,125 565,677 Operating 55,757 52,153 62,365 54,865 Capital Outlay 0 0 0 0 Total 692,905 571,941 639,490 620,542

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 .5 0

Total 4.5 4.5 4.5 4

Performance Trends and Targets

FY 2015 FY 2016 FY 2017 FY 2018

Performance Measures Actual Actual Projected Target

Citywide employee turnover rate 5.9% 11.7% 6.0% <10%

Citywide sick leave use rate 3.1% 2.7% 2.5% <2.5%

Percent of Employees who completed:

Quest 5-day Orientation 90% 90% 98% 100% High Performance Organization 41.2% 31.4% >80% Training 41.2%

Ethics Training 92% 92% 96% 100%

Deferred Comp. Voluntary Participation 71% 68% 70% >75%

OSHA reportable injuries/incidents 34 23 15 <10

Healthcare Premiums Paid (millions) $2.0 $2.2 $2.4 $2.4

C-5

Clerk of Council / Communication

FY 2015 FY 2016 FY 2017 FY 20178 Expenditures Actual Actual Budget Proposed

Personnel 90,459 110,962 138,189 191,934 Operating 12,024 7,567 11,800 10,500 Capital Outlay 0 0 0 0 Total 102,483 118,529 149,989 202,434

Staffing

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

Performance Trends and Targets

FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Number of open Council meetings 37 28 30 30

Number of closed Council meetings 20 16 10 12

Number of Resolutions 18 19 16 20 Number of Ordinances 26 24 25 25 % of City Council minutes completed prior to next monthly meeting 100% 100% 100% 100% City Council Meeting — Citizen Attendance 210 266 280 >300 City Council Work Session — Citizen Attendance 72 65 100 >150 Boards & Commissions vacancy rate 0% 0% 0% 0% Number of Press Releases 20 39 35 100

Number Signed Up for E-Notify 547 452 600 >1,000 Number of E-Notifications Sent 346 296 360 400 Everbridge Notification Activations * 173 270 195 250

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

C-6

Economic Development FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed Personnel 178,276 196,809 194,028 211,971 Operating 78,767 88,984 96,530 107,230 Capital Outlay 0 0 0 0

Total 257,043 285,793 290,558 319,201

Staffing

Economic Development Director 1 1 1 1

Economic Development Specialist 1 1 1 1 Total 2 2 2 2

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Visits with existing businesses 138 135 100 100

Redevelopment opportunities supported 13 52 15 15 Value of Commercial construction $2.6M $1.5M $1.6M >$6M

Number of businesses in City 786 794 790 >800 Number of new business startups 84 90 50 >50 Marketing events and missions 152 204 100 >100 Business Prospects Assisted 45 52 60 >50 Number of ED grants Awarded 3 16 12 8 Hotel/Motel year-round Occupancy Rate 39.7% 42.5% 45% >50%

C-7

FINANCE DEPARTMENT Philip Serra, CPFO, 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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

Finance 731,286 8 757,832 8 788,747 9 808,157 9 Real Estate Assessments 171,473 2 181,452 2 182,559 2 182,582 2 Total 902,759 10 939,284 10 971,306 11 990,739 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 .60% and fully liquidity. insured by FDIC, $8M in collateral- ized certificates of deposit, and resid- ual balances in State Local Gov’t Investment Pool and interest- bearing checking accounts.

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 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 687,232 707,339 744,037 763,447 Operating 44,054 50,493 44,710 44,710 Capital Outlay 0 0 0 0 Total 731,286 757,832 788,747 808,157

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 4 5 5 Total 8 8 9 9

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Total bills processed 45,588 46,925 47,500 48,000 # consecutive years received GFOA financial reporting award 29 30 31 32 # consecutive years received GFOA budgeting award 23 24 25 26 # vendor payments processed 6,420 6,499 6,500 6,500 # payroll checks processed 6,229 6,265 6,300 6,300 Personal property tax collection rate 98.2% 98.8% 99.0% 99.0% Real estate tax collection rate 97.0% 96.9% 97.0% 97.0% Average rate of investment return .52% .58% .70% >.70%

C-10

Real Estate Assessments

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 160,446 172,040 171,084 171,107 Operating 11,027 9,412 11,475 11,475 Capital Outlay 0 0 0 0

Total 171,473 181,452 182,559 182,582

Staffing

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

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

# Real property (RE) parcels assessed 4,552 4,567 4,600 4,640

# RE transfers (non-timeshare) 415 370 350 350

Residential assessment to sales ratio 92.6% 94.7% 100% 100% # information requests - ([email protected]) 103 88 100 120

# information requests - office / phone 2,224 2,132 2,200 2,200 # information requests - tax relief pro- gram 17 22 30 35

# participants in tax relief program 10 9 12 15 # assessment appeals - office/phone/ letter/fax/email 17 75 40 50

# assessment appeals changed 7 56 4 5

Board of Equalization (BOE) appeals 7 7 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 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 328,721 358,561 380,944 362,596 Operating 290,431 308,973 342,500 378,300 Capital Outlay 31,652 19,897 35,500 35,500

Total 650,804 687,431 758,944 776,396

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 hours.

C-12

Desired Outcomes Observed Results

2. Increase website Overall website visitors by 10% annu- traffic is down due to social media ally. 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 by 4% in FY 2016. Total increase since FY 2010 is 34% in the number of eGov transactions.

4. Increase total dollar $6.9 Million was amount of online received for fi- transactions received nancial transac- from citizens by 10% tions over the annually. City’s website from FY 2009 thru FY 2016. The average in- crease in receipts over the 7 fiscal years was 14%

C-13

Information Technology

Staffing FY 2015 FY 2016 FY 2017 FY 2018

Information Technology Director 1 1 1 1 Systems Analyst 1 1 1 1 Network Administrator 1 1 1 1 Total 3 3 3 3

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Total # of Helpdesk requests 665 935 900 950 % of Helpdesk requests resolved with- in 24 hours 96% 97% 90% >94% Total # website visits 352,201 356,864 365,000 >400,000

Total # of eGov transactions 6,910 6,713 7,000 >7,500 Total dollar amount of eGov transac- tions $1,055,147 $1,228,394 $1,300,000 >$1,400,000 Total # of outside security breaches (unauthorized intrusion, virus, mal- ware, etc.) 0 0 0 0 Average time (in hours) to IT Ticket resolution 10.05 8.70 10.0 <8.0

C-14 POLICE DEPARTMENT Andrew D. Barker, Interim 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 2015 FY 2016 FY 2017 FY 2018

Actual FTE Actual FTE Budget FTE Proposed FTE

Law Enforcement Operations 3,697,777 40 3,834,257 40 3,960,371 40 4,048,580 41

*Public Safety Communications 545,730 0 555,008 0 555,008 0 561,108 0 Parking Garage 124,724 1 121,869 1 139,595 1 130,082 1 4,368,231 40 4,511,134 41 4,654,974 41 4,739,770 42

*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 Williamsburg’s at a rate well in excess Police Depart- of the national average ment achieved (Part I crimes are major clearance rates crimes such as: mur- for Part I crimes der, rape, robbery, ag- at almost double gravated assault, bur- the national rate glary, larceny and auto for 2008 thru theft). 2012.

(Calendar-year based FBI crime clearance statistics for 2014 are the latest available).

C-16 Police Department Cost Centers:

Law Enforcement Operations FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 3,279,485 3,439,162 3,493,421 3,623,980 Operating 416,668 389,605 459,950 421,600 Capital Outlay 1,624 5,490 7,000 3,000 Total 3,697,777 3,834,257 3,960,371 4,048,580

Staffing Chief of Police 1 1 1 1

Deputy Chief of Police 1 1 1 1

Sworn Police Officers 34 35 35 36

Administrative Assistant 1 1 1 1

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

Performance Trends and Targets

FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Average response time for calls for services (minutes) 2.4 2.3 2.8 <3.0

Clearance Rate for Part I Crimes 44.9% 41.2% 48.0% 50.0%

Clearance Rate for Part I Crimes-National * 28.7% 28.7% >30% >30%

Traffic accidents citywide 203 202 200 <175

Traffic accidents resulting in injuries 79 107 110 <80 DUI incidents 78 103 70 80

Moving violations 1,147 1,238 1,220 1,300 * FBI statistics for latest available years 2012 & 2013 for localities 10,000 to 24,999 in population

C-17 Parking Garage

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 77,901 75,678 81,095 81,082 Operating 46,823 46,191 58,500 49,000 Capital Outlay 0 0 0 0 Total 124,724 121,869 139,595 130,082

Staffing

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

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

# of vehicles utilizing parking garage 86,720 96,159 95,000 >95,000

Average hourly fee revenue per vehicle $2.63 $2.52 $2.53 >$2.60 Total parking garage revenue $318,325 $328,888 $320,000 >$320,000

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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

Fire Suppression, Prevention & EMS 3,556,563 37 3,734,705 37 4,087,257 40 3,937,484 40

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

Average Fire Response Time Average re- 2. Maintain an average 6 sponse time for fire response time of 5 Target 5 minutes all fire incidents minutes or less, from the has been un- time calls are received to 5.4 5.4 5.1 der the 5 mi- 4.8 4.7 4 4.7 4.6 4.3 arrival of first apparatus 4.1 nute target on the scene. since FY 11.

2

0 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 Minutes

3. Maintain an average Average EMS Response Time Average re- Emergency Medical 6 sponse time 5.9 Target 5 minutes for all EMS (EMS) response time of 5 incidents has minutes or less, from the 5.3 5.5 5.2 5.1 5.2 5.2 4.8 4.9 consistently time calls are received to 4 been just over arrival of first apparatus the 5 minute on the scene. or less target for the past five years. 2

0 Minutes FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

Property Loss to Property Value at Risk FY 11 thru FY 4. Minimize Ratio of Aver- $80 1.6% 16 resulted in age Property Loss to 1.47% 1.12% average annual Property Value at Risk to $70 1.4% property loss less than 1%. $60 1.2% of .06% of prop- erty value at risk. $50 0.97% 1.0%

$40 0.8% Millions

$30 0.6% Loss Ratio

$20 0.4% 0.25% 0.06% 0.21% $10 0.2% 0.06% $- 0.0% FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16

C-20 Fire Department Cost Centers:

Fire Suppression, Prevention & Education, and Emergency Medical Services

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 3,190,586 3,315,936 3,645,967 3,505,294 Operating 292,585 319,840 378,290 381,190 Capital Outlay 73,392 98,929 63,000 51,000 Total 3,556,563 3,734,705 4,087,257 3,937,484

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 22 25 25 Secretary 1 1 1 1 Total 37 37 40 40

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Average Fire response time in minutes 4.1 4.3 5.0 <5.0 Average EMS response time in minutes 4.8 4.9 5.0 <5.0 Fire Loss (% of total properties at risk) 0.9% .6% < 1.0 % < 1.0 % Fire Prevention Inspections (%) 53% 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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

City Shop 225,315 3 192,740 3 249,403 3 256,325 3

Engineering 261,626 2 265,203 2 271,209 2 275,899 2

Streets 1,036,017 9 823,218 6 869,195 6 895,599 6

Stormwater Operations 0 0 198,146 3 203,316 3 205,921 3

Refuse Collection 627,432 0 457,811 0 476,500 0 486,300 0

Buildings / Facilities Mtce 479,915 2 460,916 2 482,463 2 471,258 2

Landscaping 538,230 6 581,100 6 586,954 6 589,034 6 Cemetery 65,700 1 67,516 1 69,446 1 69,657 1 Total 3,234,235 23 3,046,650 23 3,208,486 23 3,249,993 23

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 42% - 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. 2015 the achieve- ment rate was 184% 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 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 183,611 155,978 205,356 213,755 Operating 38,697 35,362 41,047 39,570 Capital Outlay 3,007 1,400 3,000 3,000 Total 225,315 192,740 249,403 256,325

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Unleaded fuel used (gals) 44,232 42,707 45,000 45,000 Diesel fuel used (gals) 18,489 17,657 18,000 18,000 Maintenance “A” (oil changes) performed 160 141 200 235

C-24 Streets / Engineering / Stormwater Operations

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 733,488 771,607 803,220 841,319 Operating 548,122 510,979 522,500 523,400 Capital Outlay 16,033 3,981 18,000 12,700

Total 1,297,643 1,286,567 1,343,720 1,377,419

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 7 7 7 7 Total 12 12 12 12

Performance Trends and Targets

FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Leaf collection - tons collected/recycled 615 665 675 675

Regulatory signs installed 66 42 50 50

Animal control calls 246 261 300 300

Linear lane miles of street swept 1,253 432 950 1,000

Tons of debris swept from street 393 189 225 230

C-25 Refuse Collection

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 0 0 0 0 Operating* 627,432 457,811 476,500 486,300 Capital Outlay 0 0 0 0

Total 627,432 457,811 476,500 486,300 * 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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Residential refuse - tons collected 1,814 2,054 2,255 2,275

Tons of recycling collected 615 665 700 710

% recycling of all refuse 39% 46% >25% >25%

Recycling Set-out Rate (% participation) 69% 68% 44% >45%

Garbage collection misses 295 190 150 <150

Recycling collection misses 90 107 40 <40

C-26 Buildings / Facilities Maintenance

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 146,370 152,931 153,393 154,988 Operating 325,143 297,086 309,570 299,270 Capital Outlay 8,402 10,899 19,500 17,000

Total 479,915 460,916 482,463 471,258

Staffing

Facilities Manager 1 1 1 1 Municipal Service Worker 1 1 1 1 Total 2 2 2 2

Performance Trends and Targets

FY 2015 FY 2016 FY 2017 FY 2018

Performance Measures Actual Actual Projected Target

Community Building - electricity usage (kwh) 74,798 73,993 80,000 <100,000

Community Building - total events 140 146 180 >180

Community Building - fee revenue $50,618 $49,500 $40,000 >$40,000 Community Bldg—natural gas usage (ccf) 2,535 2,461 2,600 <2,800

Municipal Bldg-electrical usage (kwh) 689,120 677,200 672,000 <672,000

Stryker Center-electrical usage (kwh) * n/a 74,400 100,000 <100,000

Stryker Center-natural gas usage (ccf) * n/a 2,265 4,000 <4,000

* Stryker Bldg demolished and Stryker Center construction was completed in March, 2016

C-27 Landscaping

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 342,367 372,416 378,704 380,084 Operating* 195,223 202,572 193,250 199,950 Capital Outlay 640 6,122 15,000 9,000

Total 538,230 581,110 586,954 589,034

Staffing

Superintendent 1 1 1 1

Supervisor 0 0 1 1 Municipal Service Workers 5 5 4 4 Total 6 6 6 6

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 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 * 52 117 50 >25 Trees maintained 11,356 956 1,000 >500

C-28 Cemetery

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 59,671 61,813 61,726 61,737 Operating 6,029 5,703 7,720 7,920 Capital Outlay 0 0 0 0

Total 65,700 67,516 69,446 69,657

Staffing

Caretaker 1 1 1 1 Total 1 1 1 1

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

# of interments 69 55 60 60

# of purchases - lots/spaces 24 26 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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

Administration 410,771 3.5 354,019 3.5 486,387 3.5 343,612 3.5

Parks 216,258 1 224,506 1 248,640 1 259,596 1 Programs 445,593 4 474,762 4 562,737 4 527,144 4 Total 1,072,622 8.5 1,053,287 8.5 1,297,764 8.5 1,130,352 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 3%.

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 2016 was 18%.

C-31 Recreation Cost Centers:

Administration

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 313,809 252,312 347,462 220,487 Operating 96,962 101,707 138,925 123,125 Capital Outlay 0 0 0 0 Total 410,771 354,019 486,387 343,612

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Total number of recreation program participants 21,684 23,135 24,000 24,000 Number of City participants in recreation programs 4,371 4,194 4,250 4,300 Percent of total participants in Recreation programs who are city residents 20.2% 18.1% 19.5% >20% Average O & M cost per program partici- pant $21 $22 $24 $24

C-32 Parks

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 164,074 174,102 183,510 199,096 Operating 43,361 40,350 53,130 50,500 Capital Outlay 8,823 10,054 12,000 10,000 Total 216,258 224,506 248,640 259,596

Staffing

Park Manager / Waller Mill Park 1 1 1 1 Total 1 1 1 1

Performance Trends and Targets FY 2015 FY 2016 FY 2017 FY 2018 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 112,854 95,312 95,000 98,000

Waller Mill Dog Park members 224 276 300 300

Waller Mill Dog Park visits 4,956 5,736 5,000 5,050

Waller Mill boat rentals (participants) 12,200 11,398 13,000 13,500

Waller Mill Park revenues $142,371 $138,412 $149,100 $153,000

C-33 Programs

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 238,996 254,618 258,857 280,464 Operating 182,849 200,434 274,380 223,180 Capital Outlay 23,748 19,710 29,500 23,500 Total 445,593 474,762 562,737 527,144

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Walking Club participation 5,130 5,183 5,300 5,350 Open Play participation 4,941 5,062 5,500 6,000

Youth league participation 1,020 1,368 1,500 1,700

Adult league participation 2,753 1,874 2,200 3,950

Athletic camps & clinics 510 439 550 600

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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

Planning 496,525 4 518,589 4 512,299 4 435,283 4 Codes Compliance 366,818 5 414,842 5 430,369 5 426,709 5 Total 863,343 9 933,431 9 942,668 9 861,992 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 is historic character of the subject to review City through an effective by the Architectur- architectural review pro- al Review Board. gram. 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 710 proper- residential neighbor- ty maintenance hoods through proactive code inspections, and 224 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 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 430,682 469,563 448,649 380,733 Operating 65,843 49,026 63,150 54,050 Capital Outlay 0 0 500 500 Total 496,525 518,589 512,299 435,283

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target Zoning text amendments / % approved 6 / 100% 5 / 100% 5 5 Rezonings / % approved 1 / 100% 1 / 100% 3 3 Special Use Permits / % approved 3 / 100% 3 / 100% 4 4 Major Site Plans Reviewed 1 2 7 7 Major Subdivisions Reviewed 0 0 1 1 BZA variances / % approved 3 / 100% 3 / 100% 3 3 BZA special exceptions / % approved 4 / 75% 15 / 100% 10 10 ARB Building cases / % approved 102 / 94% 116 / 94% 130 130 ARB Sign cases / % approved 44 / 95% 55 / 86% 40 40

C-37 Codes Compliance

FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 337,030 381,550 383,719 385,709 Operating 29,788 33,292 46,650 41,000 Capital Outlay 0 0 0 0 Total 366,818 414,842 430,369 426,709

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

Residential plans reviewed 81 106 80 80

Residential building permits issued 104 133 105 110

Commercial plans reviewed 102 77 80 80

Commercial building permits issued 135 116 80 80 Erosion & Sedimentation Control permits issued 22 18 20 20 Erosion & Sedimentation Control inspections 931 687 800 800

Property Maintenance inspections 701 710 1,500 1,500 Property Maintenance cases brought into voluntary compliance 98% 98% 98% 100%

Rental Inspections 172 224 150 190 Rental Inspection cases brought into voluntary compliance 100% 100% 98% 100% Valuation of all permits issued ($1,000s) $33,809 $24,902 $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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

Health & Welfare 1,774,698 14 2,024,491 14 2,324,580 14 2,231,503 14 Less Subsidy from General Fund -761,751 -945,548 -825,533 -825,533 Total—Net Expenditures 1,012,947 14 1,078,943 14 1,499,047 14 1,405,970 14

Desired Outcomes Observed Results

1. Reduce and maintain The number of the number of city resi- City TANF recipi- dents requiring Tempo- ents fluctuates rary Aid for Needy Fam- with the econo- my—Highest ilies (TANF) at less than number of cases 40 per year on average in recent years by increasing employa- was 45 in FY bility and self- 2012, followed by sufficiency. two years of de- cline in cases, down approxi- mately 42% from the peak.

C-39 Desired Outcomes Observed Results

2. Reduce and maintain Demand for food the number of city resi- stamp services in dent families requiring the city has in- food stamps (SNAP) at creased at an average annual less than 500 per year rate of 12.4% on average by increas- since FY 2008. ing 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.

Average number 4. Reduce and maintain of City residents the number of city resi- requiring TANF— dents requiring Temporary average has re- Aid for Needy Families mained below the (TANF) at less than 40 on peak number of average per year by in- cases since FY12. creasing employability and self-sufficiency.

C-40 Human Services (all cost centers) FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Benefit Programs 366,670 424,800 484,216 462,810 Service Programs 828,992 960,448 1,094,750 1,046,350 Community Service Programs 398,554 461,968 526,325 503,054 Comprehensive Services 180,482 177,275 219,289 219,289 Total 1,774,698 2,024,491 2,324,580 2,231,503

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 2015 FY 2016 FY 2017 FY 2018 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) 56% 65% 50% >50% Timeliness of application processing- expedited food stamp applications 100% 100% 97% 97% APS/Adult Service cases 278 225 200 200 Foster Care cases 9 10 9 9 Family Services cases 99 97 95 110 Employment Services cases 170 150 161 175 Youth Achievement Program participants 29 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 2015 FY 2016 FY 2017 FY 2018 Actual FTE Actual FTE Budget FTE Proposed FTE

*Administration 1,991,332 4 2,008,384 4 2,230,521 4 2,265,561 4

Water Treatment 1,120,729 11 1,103,798 11 1,399,092 11 1,396,551 11 Water/Sewer Systems 3,058,100 11 3,027,054 11 3,030,912 11 3,130,108 11 Total 6,170,161 26 6,139,236 26 6,660,525 26 6,792,220 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. 2016 was 3.1%.

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 5.3%.

C-43 Public Utilities Cost Centers:

Administration FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 323,027 313,395 452,604 445,363 Operating 30,894 35,778 34,050 89,000 Capital Outlay (including debt service) 1,637,411 1,659,211 1,743,867 1,731,198 Total 1,991,332 2,008,384 2,230,521 2,265,561

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target

# of residential connections 3,606 3,663 3,600 3,650 Average gals of water consumed per residential connection per day 140 132 150 <160 Average water bill per residential con- nection (quarterly) $68.34 $67.15 $67.15 2% increase Availability fees collected $362,000 $507,000 $300,000 $300,000

C-44 Water Treatment FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 698,658 773,367 808,712 810,371 Operating 419,352 312,259 569,380 559,180 Capital Outlay 2,719 18,172 21,000 27,000 Total 1,120,729 1,103,798 1,399,092 1,396,551

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 2015 FY 2016 FY 2017 FY 2018 Performance Measures Actual Actual Projected Target Total gallons of water consumed (in thousands) 997,611 959,527 >950,000 >950,000 Rainfall for year in inches 53.3 55.2 45.0 45.0 Meet Federal & State drinking water regulations 9 9 9 9 Ave. daily water consumed (1,000’s gal) 2,734 2,629 2,700 <3,000 Reservoir level (lowest level) +1.5” +1.5” >+5.0” >+5.0”

C-45 Water & Sewer Systems FY 2015 FY 2016 FY 2017 FY 2018 Expenditures Actual Actual Budget Proposed

Personnel 687,073 740,919 785,112 801,108 Operating 2,357,492 2,268,938 2,207,000 2,288,000 Capital Outlay 13,535 17,197 38,800 41,000

Total 3,058,100 3,027,054 3,030,912 3,130,108

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 2015 FY 2016 FY 2016 FY 2017 Performance Measures Actual Actual Projected Target

# of water leaks repaired 32 31 40 40 MISS UTILITY tickets serviced 3,490 4,059 3,600 3,600 # sewer backups 35 47 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, 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 – Quarterpath Community Development Authority Fund ...... D-33 Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balance/Working Capital/Graph ...... D-34 - D-36 Revenue and Expenditure Trends/Graph ...... D-37 - D-39 Supplemental Information: General Fund Revenues - Detail ...... D-40 - D-43 General Fund Expenditures - Detail ...... D-44 - D-63 Utility Fund Revenues - Detail ...... D-64 Utility Fund Expenses - Detail ...... D-64 - D-67 Staffing Levels...... D-68 - D-70

D-1 CITY OF WILLIAMSBURG ALL FUNDS - FISCAL YEAR 2018

ACTUAL ESTIMATED PROPOSED FY 2016 FY 2017 FY 2018

REVENUES:

GENERAL PROPERTY TAXES $13,407,367 $13,651,907 $13,821,900 OTHER LOCAL TAXES 19,362,853 19,336,000 19,396,000 LICENSES AND PERMITS 229,485 177,740 195,990 FINES 155,032 180,200 195,200 USE OF MONEY & PROPERTY 917,633 898,056 904,056 CHARGES FOR SERVICES 7,733,805 7,444,569 7,466,594 MISCELLANEOUS 1,840,363 2,632,865 9,767,962 INTERGOVERNMENTAL 5,571,842 5,878,316 5,567,116 TOTAL BEFORE TRANSFERS $49,218,380 $50,199,653 $57,314,818

TRANSFER FROM (TO) SURPLUS $3,094,817 $7,612,150 $3,655,432

TOTAL REVENUES $52,313,197 $57,811,803 $60,970,250

EXPENDITURES / EXPENSES:

GENERAL GOV'T ADMINISTRATION 8,113,028 9,084,002 5,880,002 JUDICIAL ADMINISTRATION 365,281 440,000 480,000 PUBLIC SAFETY 10,810,099 10,648,850 12,089,805 PUBLIC WORKS 6,109,763 5,523,910 12,524,293 PUBLIC UTILITIES 6,348,772 7,716,826 7,787,522 HEALTH AND WELFARE 3,195,732 3,851,212 3,768,455 EDUCATION 8,929,129 11,702,983 9,510,402 PARKS, REC., AND CULTURAL 2,704,373 2,650,804 2,746,050 COMMUNITY DEVELOPMENT 4,279,837 4,764,263 4,792,832 DEBT SERVICE 1,457,183 1,428,953 1,390,889

TOTAL EXPENDITURES / EXPENSES 52,313,197 57,811,803 60,970,250

D-2 CITY OF WILLIAMSBURG BY FUNDS - FISCAL YEAR 2018

SALES TAX PUBLIC GENERAL CAPITAL UTILITY ASSISTANCE QUARTERPATH GRAND FUND IMPROVEMENTS FUND * FUND CDA ** TOTAL

REVENUES:

GENERAL PROPERTY TAXES $13,821,900 $0 $0 $0 $0 $13,821,900 OTHER LOCAL TAXES 14,996,000 4,400,000 0 0 0 19,396,000 LICENSES AND PERMITS 195,990 0 0 0 0 195,990 FINES 195,200 0 0 0 0 195,200 USE OF MONEY & PROPERTY 725,056 150,000 29,000 0 0 904,056 CHARGES FOR SERVICES 412,200 0 7,054,394 0 0 7,466,594 MISCELLANEOUS 2,016,999 7,020,083 0 260,000 470,880 9,767,962 INTERGOVERNMENTAL 3,587,851 40,000 0 1,939,265 0 5,567,116 TOTAL BEFORE TRANSFERS 35,951,196 11,610,083 7,083,394 2,199,265 470,880 57,314,818

TRANSFERS FROM SURPLUS 0 2,739,368 883,826 32,238 0 3,655,432

TOTAL REVENUES $35,951,196 $14,349,451 $7,967,220 $2,231,503 $470,880 $60,970,250

EXPENDITURES / EXPENSES:

GENERAL GOV'T ADMIN. $5,023,002 $857,000 $0 $0 $0 $5,880,002 JUDICIAL ADMINISTRATION 440,000 40,000 0 0 0 480,000 PUBLIC SAFETY 10,005,490 2,084,315 0 0 0 12,089,805 PUBLIC WORKS 3,249,993 9,274,300 0 0 0 12,524,293 PUBLIC UTILITIES 0 0 7,787,522 0 0 7,787,522 HEALTH AND WELFARE 1,536,952 0 0 2,231,503 0 3,768,455 EDUCATION 9,222,757 287,645 0 0 0 9,510,402 PARKS, REC., AND CULTURAL 2,151,050 595,000 0 0 0 2,746,050 COMMUNITY DEVELOPMENT 4,321,952 0 0 0 470,880 4,792,832 DEBT SERVICE 0 1,211,191 179,698 0 0 1,390,889

TOTAL EXPENDITURES $35,951,196 $14,349,451 $7,967,220 $2,231,503 $470,880 $60,970,250

* Includes Utility Fund Capital Projects ** Quarterpath CDA is a fiduciary fund for collection & remittance of special assessments each year.

D-3 CITY OF WILLIAMSBURG GENERAL FUND - FISCAL YEAR 2018

REVENUES

CHARGES FOR SERVICES 1% GENERAL PROPERTY TAXES 38% OTHER LOCAL TAXES 42%

LICENSES, PESMITS 1% USE OF INTERGOV'TL MISC 6% MONEY/PROPERTY 10% 2%

EXPENDITURES

HEALTH AND WELFARE EDUCATION 4.3% 25.7% PUBLIC WORKS 9.0%

COMMUNITY DEVELOPMENT 12.0%

PUBLIC SAFETY PARKS, REC., AND 27.8% CULTURAL 6.0% JUDICIAL GENERAL GOV'T ADMINISTRATION ADMINISTRATION 1.2% 14.0%

D-4 CITY OF WILLIAMSBURG GENERAL FUND - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 REVENUES:

GENERAL PROPERTY TAXES $13,042,626 $13,407,367 $13,560,907 $13,651,907 $13,821,900 OTHER LOCAL TAXES 14,723,079 15,064,110 14,929,000 14,936,000 14,996,000 LICENSES AND PERMITS 255,915 229,485 173,740 177,740 195,990 FINES 197,117 155,032 207,200 180,200 195,200 USE OF MONEY & PROPERTY 656,621 746,726 707,956 719,056 725,056 CHARGES FOR SERVICE 386,721 398,532 410,150 391,775 412,200 MISCELLANEOUS 1,532,795 1,840,363 1,850,531 1,880,999 2,016,999 INTERGOVERNMENTAL 3,466,598 3,537,004 3,595,736 3,541,736 3,587,851 TOTAL BEFORE FUND TRANSFERS 34,261,472 35,378,619 35,435,220 35,479,413 35,951,196

TRANSFER FROM (TO) SURPLUS (1,439,229) (2,163,293) (0) (245,850) 0

TOTAL REVENUES $32,822,243 $33,215,326 $35,435,220 $35,233,563 $35,951,196

EXPENDITURES:

GENERAL GOV'T ADMINISTRATION $4,010,967 $4,084,108 $4,477,967 $4,399,167 $5,023,002 JUDICIAL ADMINISTRATION 400,605 365,281 440,000 440,000 440,000 PUBLIC SAFETY 9,257,411 9,605,036 10,122,142 10,045,850 10,005,490 PUBLIC WORKS 3,234,235 3,046,660 3,208,486 3,176,910 3,249,993 HEALTH AND WELFARE 1,235,531 1,421,034 1,526,632 1,526,632 1,536,952 EDUCATION 8,540,794 8,388,204 9,002,983 9,002,983 9,222,757 PARKS, REC., AND CULTURAL 2,019,343 2,025,166 2,299,924 2,305,805 2,151,050 COMMUNITY DEVELOPMENT 4,123,357 4,279,837 4,357,086 4,336,216 4,321,952

TOTAL EXPENDITURES $32,822,243 $33,215,326 $35,435,220 $35,233,563 $35,951,196

D-5 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 REVENUE HIGHLIGHTS

General Property Taxes - All real estate, public service, personal and business General Property Taxes (millions) property taxes, including penalties and interest, are included. Real estate property reassessments for residential properties are expected to increase 1.4%, and commercial $12 values up by .9%, for an overall average increase of 1.2%. The real estate tax rate remains unchanged at $.57/$100. Overall real estate taxes are estimated to be $10.4 Million $8 for FY 2018. Personal property tax receipts are budgeted level at $2.8 Million, with no change in the $3.50/$100 tax rate. The tax relief rate for FY 2018 personal use vehicles is estimated to be 54%. Total property taxes, $4 including penalties and interest, are expected to increase 1.9% from last year’s levels.

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

Other Local Taxes -This category consists of Other Local Taxes consumer utility taxes, communication sales (millions) taxes, business and franchise, bank stock, $16 recordation, cigarette, room, meal, and $2 lodging taxes. Utility taxes are based on residential and commercial usage. Overall, other local tax receipts are estimated to increase slightly by .5% for FY 2018. $12 Room tax collections have slowly increased during FY 2015 & FY 2016, and are estimated to be $3.3 Million for FY 2017 and FY 2018. Meal taxes receipts have been steadily $8 increasing, and are estimated to be $6.99 Million for FY 2018. Pass-thru funding of the $2 Lodging Taxes to the Williamsburg Area Destination Marketing Committee are $4 estimated at $1.1 Million next year. More information on tourism revenues is included in the City Manager’s Budget Message. $0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-6 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 REVENUE HIGHLIGHTS

Licenses and Permits - Licenses and permits consist of city-wide on-street parking, Licenses & Permits building, electrical, plumbing, mechanical, (thousands) sign, and various inspection fees. The last several years have experienced fluctuations, largely from the High Street Williamsburg, $240 Riverside, and Quarterpath Crossing projects. Receipts were $229K in FY 2016, and expected to decrease to $173K for FY 2017, with totals for FY 2018 budgeted at $160 $196K, based on anticipated projects in the City. Ongoing construction at the Riverside development and other properties in the City will continue to increase license activity for $80 the next few years.

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

Fines - Court fines, parking citations, and Fines code violations make up this revenue (thousands) classification. Court fines are collected by the Clerk of Circuit Court and remitted to $240 the City monthly. Receipts during FY 2016 were $110K, down about 6% from the FY $210 2015 levels. Collections for FY 2016 and FY 2017 are expected to be fairly level at $180 $120,000. Parking fines are for violations in $150 on-street parking areas throughout the City, and revenue for FY 2017 and FY $120 2018 is anticipated to remain in the $75,000 range. $90 $60

$30

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-7 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 REVENUE HIGHLIGHTS

Use of Money & Property Use of Money and Property – Income from (millions) rentals of city-owned buildings, such as the $0.8 Train Station, Stryker Building, and Community Building, is included here. Parking fees are generated from the Prince George Parking Garage, and were $328K in FY 2016, and anticipated at $320K for FY $0.6 2017 and FY 2018. In FY 2013 the City took over responsibility of the Williamsburg Redevelopment & Housing Authority’s Triangle Building. Full occupancy of the building is anticipated in FY 2018, with $0.3 rental income budgeted at $120,000.

$0.1

Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

-$0.2

Charges for Services - Charges represent fees for various activities within the City, Charges for Services such as all recreation fees and program (thousands) revenues, cemetery lots, and grave openings. Entrance fees for Waller Mill Park $500 were imposed during FY 2011, and are expected to generate approximately $44,000 for FY 2017, and $46,000 for FY $400 2018. Overall charges for services are budgeted at $412K for FY 2018. $300

$200

$100

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-8 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 REVENUE HIGHLIGHTS

Miscellaneous - This category is comprised of various sources, such as payments in lieu Miscellaneous Revenues of taxes, Arts Commission reimbursement (millions) from James City County and the State, and $2.0 overhead charges from the Utility Fund. EMS Recovery Fees of $585K were $1.8 received during FY 2016, with anticipated receipts for FY 2017 of $500K $1.5 conservatively, and FY 2018 of $631K. Included in the miscellaneous category are $1.3 public safety special events reimbursements. Since FY 2014 a $1.0 contribution of $120,000 has been given to the City by the College of William & Mary to $0.8 help defray costs of providing emergency services to the campus, and is anticipated $0.5 again for FY 2018. A grant from the Williamsburg Community Health Foundation $0.3 in the amount of $260K was received during FY 2016, FY 2017, and is also anticipated $0.0 Actual FY Actual FY Budget FY Proposed FY for FY 2018. 2015 2016 2017 2018

Intergovernmental - These funds include State reimbursements for expenses incurred Intergovernmental for Constitutional Officers, sales taxes (millions) designated for education, 599 law enforcement funds, VDOT street maintenance payments, and various other $3.5 taxes returned to the City. The VDOT lane mileage reimbursement rate is expected to $3.0 increase 2%-3% for FY 2018, with estimated street maintenance payments of $1.81 $2.5 Million for FY 2018. Law enforcement 599 funds are budgeted level for FY 2018. $2.0 Funding by the State Compensation Board for the Commissioner of the Revenue, $1.5 Treasurer, and Registrar have been reduced in recent years, and are anticipated to be $1.0 level for FY 2018. $0.5

$0.0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-9 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 EXPENDITURE HIGHLIGHTS

General Government Administration - This category includes City Council, Clerk of General Gov't Administration (millions) Council/Communications, City Manager, Human Resources, City Attorney, $5.6 Commissioner of the Revenue, Assessor, Treasurer, Finance, Vehicle Repair Shop, $4.8 Electoral Board, Registrar and Information $4.0 Technology. Expenditures are estimated to be up 10% over the current year, due largely $3.2 to implementation of recommendations from the recent salary and classification study. A $2.4 $490K personnel contingency is included in the FY 2018 budget for implementation. $1.6 Health care costs are anticipated to be level $0.8 for FY 2018. Employer contribution costs of employee participation in the Virginia $0.0 Actual FY Actual FY Budget FY Proposed FY Retirement System are based on total 2015 2016 2017 2018 payroll, with the rate for FY 2018 at 14.09% for the second 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 $200 City County on a population basis each year. Funding of $440,000 is anticipated for FY2018. $100

$0 Actual FY Actual FY Budget FY Proposed FY 2015 2016 2017 2018

D-10 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 EXPENDITURE HIGHLIGHTS

Public Safety - Departments included in this classification are Police, Parking Garage, Public Safety consolidated E-911 Dispatch, Fire, Sheriff, (millions) Group Home Commission, Animal Control, $10 and Medical Examiner. The City participates in the VA Peninsula Regional Jail Authority. City’s share of jail costs are expected to be $8 down $40K for next year. The Police Department will add a full-time police officer position to maintain adequate service levels $6 and response times. Staffing in the Fire Department will remain level next year. Total $4 public safety expenditures will decrease by 1.1% next year, savings which is largely associated with attrition. The City will continue $2 its partnership with the regional E-911 dispatch services operated by York County, with an increase of 1.1% in funding next year, $0 Actual FY Actual FY Budget FY Proposed FY based on a CPI inflation index for 2016 as 2015 2016 2017 2018 referenced in the agreement.

Public Works – Engineering, Streets, Stormwater Operations, Refuse Collection, Public Works Landfill, Municipal Center, Codes (millions) Compliance, Rental Properties, Landscaping and Cemetery make up the Public Works $3.5 section of the operating budget. Overall costs are anticipated to increase by 1.3%. The $3.0 City’s annual street resurfacing program was transferred to the capital projects fund in FY 2011, and remains there. Full year operating $2.5 costs for the recently constructed Stryker Center are included for FY 2018. $2.0

$1.5

$1.0

$0.5

$0.0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-11 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 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 third $0.4 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 Proposed FY and welfare costs for FY 2018 are level for 2015 2016 2017 2018 next year.

Education – The City, along with James City County, jointly fund the Williamsburg-James Education (millions) City County Public School system. FY 2018 is $10 the first year of the FY18-FY22 School contract. The City’s contribution of school operating costs for FY 2018 is anticipated to $8 be $9.2 Million, up 2.4%, based on the current student enrollment-driven formula. The final level of funding for FY 2018 will be $6 determined according to the joint School contract with James City County by May, 2017 during the budget process. Capital costs $4 are budgeted in the Sales Tax Fund for the City’s portion of school projects next year. $2

$0 Actual FY Actual FY Budget FY Proposed FY 2015 2016 2017 2018

D-12 CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2018 EXPENDITURE HIGHLIGHTS

Parks, Recreation and Cultural - Recreation Parks, Recreation, and Cultural administration, playgrounds, parks, library, (millions) and grants provided to organizations upon recommendation of the Williamsburg Area $2.4 Arts Commission are included in this category. Recreation costs are expected to decrease 12.9% from last year, due largely to $1.8 salary and benefit savings from recent staffing changes. The City's contribution to the Williamsburg Regional Library, operated $1.2 jointly with James City County, is proposed at $859,699, up 2.2%. Arts Commission contributions are level at $160,000 for FY $0.6 2018, based on the recommendation of the Arts Commission. As funding partner, James City County reimburses the City half the $0.0 program costs. A $10,000 State Challenge Actual FY Actual FY Budget FY Proposed FY Grant is anticipated again in FY 2018. 2015 2016 2017 2018

Community Development - This includes contributions to various human service and Community Development community & economic development agencies (millions) within the City. Also included is the $2 per night $4.5 lodging tax, which is collected and remitted monthly to the Williamsburg Area Destination Marketing Committee (WADMC). This pass-thru funding is estimated to be $1.13 Million for FY 2018. The operating funds section of the budget $3.0 document includes details of all contributions to various outside agencies. A discussion on major contributions to community and economic development agencies is included in the City Manager’s budget message. $1.5

$0.0 Actual FY Actual FY Budget FY Proposed FY 2015 2016 2017 2018

D-13 CITY OF WILLIAMSBURG MAJOR FUNDING CATEGORIES - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGETED PROPOSED PURPOSE FY 2015 FY 2016 FY 2017 FY 2018

I CITY DEPARTMENTS $17,167,251 $17,513,131 $18,886,193 $19,151,567

II CONSTITUTIONAL OFFICERS 1,552,689 1,613,362 1,632,314 1,603,877

III JUDICIAL 552,461 529,103 628,384 616,909

IV HEALTH 435,495 438,399 438,399 448,719

V SCHOOLS 8,540,794 8,388,204 9,002,983 9,222,757

VI LIBRARY 827,166 842,160 842,160 860,699

VII DEBT SERVICE 0 0 0 0

VIII CONTRIBUTIONS TO AGENCIES 3,746,387 3,890,967 4,004,787 4,046,668

TOTAL $32,822,243 $33,215,326 $35,435,220 $35,951,196

*This table summarizes the funding history and proposed FY2018 budgets for the City's eight major funding categories. Debt Service is included in the Capital Improvement Program budget.

CITY DEPARTMENTS 53.3%

CONSTITUTIONAL OFFICERS 4.5% JUDICIAL AND LEGAL 1.7% HEALTH 1.2% CONTRIBUTIONS TO AGENCIES 11.3% SCHOOLS LIBRARY 25.7% 2.4%

D-14 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

SECTION I

CITY DEPARTMENTS ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 1101 CITY COUNCIL Personnel 41,338 41,338 41,338 41,338 41,338 Operating 87,130 82,293 99,310 99,310 113,910 Capital Outlay 0 0 450 0 0 Total 128,468 123,631 141,098 140,648 155,248

1102 CLERK OF COUNCIL / COMMUNICATIONS Personnel 90,459 110,962 138,189 119,540 191,934 Operating 12,024 7,567 11,800 9,000 10,500 Capital Outlay 0 0 0 0 0 Total 102,483 118,529 149,989 128,540 202,434

1201 CITY MANAGER Personnel 532,815 419,660 476,497 470,279 465,019 Operating 49,729 39,987 50,165 46,830 42,665 Capital Outlay 0 0 0 0 0 Total 582,544 459,647 526,662 517,109 507,684

1202 NON-DEPARTMENTAL 260,441 226,572 353,106 306,978 769,000

1203 ECONOMIC DEVELOPMENT Personnel 178,276 196,809 194,028 190,856 211,971 Operating 78,767 88,984 96,530 96,460 107,230 Capital Outlay 0 0 0 0 0 Total 257,043 285,793 290,558 287,316 319,201

1204 CITY ATTORNEY Personnel 203,648 214,630 212,970 215,058 215,085 Operating 63,238 62,551 68,950 68,098 74,600 Capital Outlay 1,532 2,017 1,500 1,638 1,600 Total 268,418 279,198 283,420 284,794 291,285

1205 HUMAN RESOURCES Personnel 94,333 100,128 100,628 100,628 100,658 Operating 6,028 12,166 12,200 12,200 12,200 Capital Outlay 0 0 0 0 0 Total 100,361 112,294 112,828 112,828 112,858

1210 CITY ASSESSOR Personnel 160,446 172,040 171,084 171,013 171,107 Operating 11,027 9,412 11,475 8,760 11,475 Capital Outlay 0 0 0 0 0 Total 171,473 181,452 182,559 179,773 182,582

1214 DEPT OF FINANCE Personnel 687,232 707,339 744,037 763,349 763,447 Operating 44,054 50,493 44,710 44,710 44,710 Capital Outlay 0 0 0 0 0 Total 731,286 757,832 788,747 808,059 808,157

D-15 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

CITY DEPARTMENTS - (Con't) ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

1221 CITY SHOP Personnel 183,611 155,978 205,356 205,060 213,755 Operating 38,697 35,362 41,047 40,099 39,570 Capital Outlay 3,007 1,400 3,000 3,000 3,000 Total 225,315 192,740 249,403 248,159 256,325

3101 POLICE Personnel 3,279,485 3,439,162 3,493,421 3,485,461 3,623,980 Operating 416,668 389,605 459,950 425,440 421,600 Capital Outlay 1,624 5,490 7,000 2,394 3,000 Total 3,697,777 3,834,257 3,960,371 3,913,295 4,048,580

3102 POLICE - E911 Personnel 0 0 0 0 0 Operating 545,730 555,008 555,008 555,008 561,108 Capital Outlay 0 0 0 0 0 Total 545,730 555,008 555,008 555,008 561,108

3103 PARKING GARAGE Personnel 77,901 75,678 81,095 80,957 81,082 Operating 46,823 46,191 58,500 56,234 49,000 Capital Outlay 0 0 0 0 0 Total 124,724 121,869 139,595 137,191 130,082

3201 FIRE Personnel 3,190,586 3,315,936 3,645,967 3,645,967 3,505,294 Operating 292,585 319,840 378,290 371,478 381,190 Capital Outlay 73,392 98,929 63,000 63,000 51,000 Total 3,556,563 3,734,705 4,087,257 4,080,445 3,937,484

3401 CODES COMPLIANCE Personnel 337,030 381,550 383,719 383,320 385,709 Operating 29,788 33,292 46,650 44,921 41,000 Capital Outlay 0 0 0 0 0 Total 366,818 414,842 430,369 428,241 426,709

3501 ANIMAL CONTROL Personnel 0 0 0 0 0 Operating 18,900 18,900 18,900 18,900 18,900 Capital Outlay 0 0 0 0 0 Total 18,900 18,900 18,900 18,900 18,900

D-16 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

CITY DEPARTMENTS - (Con't) ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

4101 ENGINEERING Personnel 228,451 239,322 240,909 240,485 244,799 Operating 33,175 25,692 30,100 28,583 30,900 Capital Outlay 0 189 200 200 200 Total 261,626 265,203 271,209 269,268 275,899

4102 STREETS Personnel 505,037 360,177 392,595 403,524 422,199 Operating 514,947 459,249 458,800 451,515 460,900 Capital Outlay 16,033 3,792 17,800 17,800 12,500 Total 1,036,017 823,218 869,195 872,839 895,599

4103 STORMWATER OPERATIONS Personnel 0 172,108 169,716 172,462 174,321 Operating 0 26,038 33,600 30,600 31,600 Capital Outlay 0 0 0 0 0 Total 0 198,146 203,316 203,062 205,921

4203 REFUSE COLLECTION Personnel 0 0 0 0 0 Operating 627,432 457,811 476,500 466,100 486,300 Capital Outlay 0 0 0 0 0 Total 627,432 457,811 476,500 466,100 486,300

4307 BUILDINGS-FACILITIES MAINTENANCE Personnel 146,370 152,931 153,393 153,393 154,988 Operating 325,143 297,086 309,570 305,370 299,270 Capital Outlay 8,402 10,899 19,500 16,500 17,000 Total 479,915 460,916 482,463 475,263 471,258

4308 INFORMATION TECHNOLOGY Personnel 328,721 358,561 380,944 380,944 362,596 Operating 290,431 308,973 342,500 330,894 378,300 Capital Outlay 31,652 19,897 35,500 35,000 35,500 Total 650,804 687,431 758,944 746,838 776,396

4309 LANDSCAPING Personnel 342,367 372,416 378,704 378,479 380,084 Operating 195,223 202,572 193,250 189,057 199,950 Capital Outlay 640 6,122 15,000 6,000 9,000 Total 538,230 581,110 586,954 573,536 589,034

D-17 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

CITY DEPARTMENTS - (Con't) ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

5302- PUBLIC ASSISTANCE 5305 Personnel 0 0 0 0 0 Operating 800,036 982,635 1,088,233 1,088,233 1,088,233 Capital Outlay 0 0 0 0 0 Total 800,036 982,635 1,088,233 1,088,233 1,088,233

7101- RECREATION 7104 Personnel 716,879 681,032 789,829 790,129 700,046 Operating 323,172 342,491 466,435 472,015 396,805 Capital Outlay 32,571 29,764 41,500 41,500 33,500 Total 1,072,622 1,053,287 1,297,764 1,303,644 1,130,351

7108 CEMETERY Personnel 59,671 61,813 61,726 61,324 61,737 Operating 6,029 5,703 7,720 7,359 7,920 Capital Outlay 0 0 0 0 0 Total 65,700 67,516 69,446 68,683 69,657

8101 PLANNING Personnel 430,682 469,563 448,649 433,611 380,733 Operating 65,843 49,026 63,150 57,317 54,050 Capital Outlay 0 0 500 500 500 Total 496,525 518,589 512,299 491,428 435,283

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED TOTAL - CITY DEPARTMENTS FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

Personnel 11,815,338 12,199,133 12,904,794 12,887,178 12,851,881 Operating 5,183,060 5,135,499 5,776,449 5,631,469 6,132,886 Capital Outlay 168,853 178,499 204,950 187,532 166,800 Total 17,167,251 17,513,131 18,886,193 18,706,179 19,151,567

D-18 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

SECTION II

CONSTITUTIONAL OFFICERS ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

1209 COMM. OF REVENUE Personnel 197,573 203,831 204,844 204,844 203,091 Operating 10,975 10,391 10,110 10,110 10,110 Capital Outlay 0 0 0 0 0 Total 208,548 214,222 214,954 214,954 213,201

1213 TREASURER Personnel 50,402 56,501 57,870 59,146 60,078 Operating 2,944 3,020 2,455 2,455 2,455 Capital Outlay 0 0 0 0 0 Total 53,346 59,521 60,325 61,601 62,533

1301 ELECTORAL BOARD Personnel 6,668 6,575 6,668 6,668 6,668 Operating 9,496 28,597 17,465 17,465 17,465 Capital Outlay 0 0 0 0 0 Total 16,164 35,172 24,133 24,133 24,133

1302 REGISTRAR Personnel 85,445 93,423 129,635 127,087 141,443 Operating 8,425 15,649 11,740 11,369 11,240 Capital Outlay 0 0 0 0 0 Total 93,870 109,072 141,375 138,456 152,683

3301 REGIONAL JAIL Personnel 0 0 0 0 0 Operating 1,180,761 1,195,375 1,191,527 1,191,527 1,151,327 Capital Outlay 0 0 0 0 0 Total 1,180,761 1,195,375 1,191,527 1,191,527 1,151,327

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED TOTAL - CONST. OFFICERS FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

Personnel 340,088 360,330 399,017 397,745 411,280 Operating 1,212,601 1,253,032 1,233,297 1,232,926 1,192,597 Capital Outlay 0 0 0 0 0 Total 1,552,689 1,613,362 1,632,314 1,630,671 1,603,877

D-19 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

SECTION III

JUDICIAL ADMINISTRATION ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

2100 JOINT COURTHOUSE Personnel 0 0 0 0 0 Operating 400,605 365,281 440,000 440,000 440,000 Capital Outlay 0 0 0 0 0 Total 400,605 365,281 440,000 440,000 440,000

3303 MIDDLE PENINSULA JUVENILE DETENTION COMMISSION Personnel 0 0 0 0 0 Operating 62,434 78,031 100,000 80,000 80,000 Capital Outlay 0 0 0 0 0 Total 62,434 78,031 100,000 80,000 80,000

3304 GROUP HOME COMMISSION Personnel 0 0 0 0 0 Operating 79,889 76,258 78,851 78,851 84,494 Capital Outlay 0 0 0 0 0 Total 79,889 76,258 78,851 78,851 84,494

3305 COLONIAL COMMUNITY CORRECTIONS Personnel 0 0 0 0 0 Operating 9,533 9,533 9,533 9,533 12,415 Capital Outlay 0 0 0 0 0 Total 9,533 9,533 9,533 9,533 12,415

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED TOTAL - JUDICIAL ADMIN. FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

Personnel 0 0 0 0 0 Operating 552,461 529,103 628,384 608,384 616,909 Capital Outlay 0 0 0 0 0 Total 552,461 529,103 628,384 608,384 616,909

D-20 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

SECTION IV

HEALTH ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

5101 HEALTH - AGENCIES Peninsula Health District 97,065 99,969 99,969 99,969 105,208 Olde Towne Medical Ctr 83,430 83,430 83,430 83,430 88,511 Colonial Behavioral Healt 255,000 255,000 255,000 255,000 255,000 Total 435,495 438,399 438,399 438,399 448,719

Total Health 435,495 438,399 438,399 438,399 448,719

SECTION V

SCHOOLS ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

6101 SCHOOL BOARD Personnel 11,842 11,842 11,842 11,842 15,232 Total 11,842 11,842 11,842 11,842 15,232

6103 JOINT SCHOOL OPERATIONS Operating 8,528,952 8,376,362 8,991,141 8,991,141 9,207,525

TOTAL - SCHOOLS 8,540,794 8,388,204 9,002,983 9,002,983 9,222,757

SECTION VI

LIBRARY ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 7302 REGIONAL LIBRARY Operating 900 1,000 1,000 1,000 1,000 Operating-Contribution 826,266 841,160 841,160 841,160 859,699 Total 827,166 842,160 842,160 842,160 860,699

D-21 CITY OF WILLIAMSBURG SUMMARY OF EXPENDITURES - FISCAL YEAR 2018

SECTION VII

DEBT SERVICE ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 9301 DEBT SERVICE* Principal 0 0 0 0 0 Interest 0 0 0 0 0 Total 0 0 0 0 0 *Included in Sales Tax Fund

SECTION VIII ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

CONTRIBUTIONS TO AGENCIES Outside Agencies 3,626,832 3,761,248 3,844,787 3,844,787 3,886,668 Arts Commission 119,555 129,719 160,000 160,000 160,000 Total 3,746,387 3,890,967 4,004,787 4,004,787 4,046,668

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED SUMMARY: FY 2015 FY 2016 FY 2017 FY 2017 FY 2018

BY MAJOR PROGRAMS: CITY DEPARTMENTS 17,167,251 17,513,131 18,886,193 18,706,179 19,151,567 CONST. OFFICERS 1,552,689 1,613,362 1,632,314 1,630,671 1,603,877 JUDICIAL 552,461 529,103 628,384 608,384 616,909 HEALTH 435,495 438,399 438,399 438,399 448,719 SCHOOLS 8,540,794 8,388,204 9,002,983 9,002,983 9,222,757 LIBRARY 827,166 842,160 842,160 842,160 860,699 CONTRIB.-AGENCIES 3,746,387 3,890,967 4,004,787 4,004,787 4,046,668 TOTAL 32,822,243 33,215,326 35,435,220 35,233,563 35,951,196

BY MAJOR FUNCTION: PERSONNEL 12,167,268 12,571,305 13,315,653 13,296,765 13,278,393 OPERATING 20,486,122 20,465,522 21,914,617 21,749,266 22,506,003 CAPITAL OUTLAY 168,853 178,499 204,950 187,532 166,800 TOTAL 32,822,243 33,215,326 35,435,220 35,233,563 35,951,196

D-22 CITY OF WILLIAMSBURG - FISCAL YEAR 2018 CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL ACTUAL REQUESTED PROPOSED % OUTSIDE AGENCIES FY 2016 FY 2017 FY 2018 FY 2018 INCREASE

HUMAN SERVICES AGENCIES: AVALON $19,000 $19,000 $19,000 $19,000 0.00% COMMUNITY ACTION AGENCY 17,585 21,102 21,102 21,102 0.00% HOSPICE OF WILLIAMSBURG 6,000 6,500 7,000 7,000 7.69% PENINSULA AGENCY ON AGING 10,658 11,022 11,022 11,022 0.00% COLONIAL C.A.S.A. 6,000 6,000 6,000 6,000 0.00% CHILD DEVELOPMENT RESOURCES 5,000 5,000 5,000 5,000 0.00% ARC OF GREATER WILLIAMSBURG 0 0 2,500 1,500 new COMMUNITY SVCS. COALITION 7,500 7,500 7,500 7,500 0.00% PENINS. COMM. ON HOMELESSNESS 2,759 2,759 2,759 2,759 0.00% WILLIAMSBURG FAITH IN ACTION 2,500 5,000 10,000 5,000 0.00% LITERACY FOR LIFE 1,000 1,000 1,000 1,000 0.00% SUB-TOTAL $78,002 $84,883 $92,883 $86,883 2.36%

HEALTH AGENCIES LOCAL HEALTH DEPARTMENT $97,065 $99,969 $105,208 $105,208 5.24% OLDE TOWN HEALTH CLINIC 83,430 83,430 88,511 88,511 6.09% COLONIAL BEHAVIORAL HEALTH 255,000 255,000 265,000 255,000 0.00% SUB-TOTAL $435,495 $438,399 $458,719 $448,719 2.35%

CULTURAL: ARTS COMMISSION $130,000 $160,000 $160,000 $160,000 0.00% VA ARTS FESTIVAL 50,000 50,000 55,000 55,000 10.00% VA SYMPH.-LAKE MATOAKA CONCERT 6,000 6,000 6,000 6,000 0.00% SUB-TOTAL $186,000 $216,000 $221,000 $221,000 2.31%

D-23 CITY OF WILLIAMSBURG - FISCAL YEAR 2018 CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL ACTUAL REQUESTED PROPOSED % OUTSIDE AGENCIES FY 2016 FY 2017 FY 2018 FY 2018 INCREASE

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES: COLONIAL WMSBG FOUNDATION $1,300,000 $1,300,000 $1,500,000 $1,300,000 0.00% CHAMBER & TOURISM ALLIANCE 750,000 800,000 875,000 800,000 0.00% WMSBG AREA DESTINATION MKTG 1,122,000 1,130,000 1,130,000 1,130,000 0.00% H.R. PLANNING DISTRICT COMM. 11,914 12,051 11,888 11,888 -1.35% PEN. COUNCIL FOR WORKFORCE DEV. 5,947 5,947 5,947 5,947 0.00% GREATER WILLIAMSBURG PARTNERSHIP 14,446 14,310 14,117 14,117 -1.35% TNCC - SITE IMPROVEMENTS 8,222 7,716 7,632 7,632 -1.09% TNCC -WORKFORCE CENTER 2,451 2,525 2,600 2,600 2.97% TNCC - PWDC LEASE 10,500 10,500 10,500 10,500 0.00% COLONIAL SOIL & WATER CONSERVATION 3,500 3,500 3,500 3,500 0.00% VA COOP. EXT. - MASTER GARDENERS 0 5,451 5,602 5,602 2.77% HISTORIC VIRGINIA LAND CONSERVANCY 5,000 5,000 5,000 5,000 0.00% HERITAGE HUMANE SOCIETY 15,000 19,667 25,779 19,667 0.00% FARMERS MARKET 3,800 3,800 3,800 3,800 0.00% HISTORIC TRIANGLE COLLABORATIVE 6,200 0 0 0 0.00% FEDERAL FACILITIES ALLIANCE 7,447 7,532 7,430 7,430 -1.35% ** WMSBG CONTEMPORARY ART CENTER 17,716 0 0 0 0.00% WMSBG HOTEL & MOTEL ASSOCIATION 0 10,000 11,000 10,000 0.00% KINGSMILL CHAMPIONSHIP 15,000 15,000 15,000 15,000 0.00% SUB-TOTAL $3,299,143 $3,352,999 $3,634,795 $3,352,683 -0.01%

TRANSPORTATION: WILLIAMSBURG AREA TRANSPORT $309,798 $340,778 $375,975 $375,975 10.33% N.N. / WMSBG INT. AIRPORT 5,627 5,627 5,627 5,627 0.00% VIRGINIANS FOR HIGH SPEED RAIL 4,500 4,500 4,500 4,500 0.00% SUB-TOTAL $319,925 $350,905 $386,102 $386,102 10.03%

TOTAL CONTRIBUTIONS TO AGENCIES $4,318,565 $4,443,186 $4,793,499 $4,495,387 1.17%

* All $2/night Lodging Tax Receipts passed-thru to Williamsburg Area Destination Marketing Committee

** City contributed amounts equal to parking deck amenity fees for FY 2015 and FY 2016

D-24 CITY OF WILLIAMSBURG UTILITY FUND - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGETED ESTIMATED PROPOSED FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 REVENUES:

WATER SERVICE $4,535,561 $4,572,661 $4,761,000 $4,600,000 $4,623,000 SEWER SERVICE 1,955,990 1,868,382 1,800,000 1,850,000 1,850,000 OTHER SOURCES 272,031 387,230 255,400 302,794 281,394 INTEREST EARNINGS 28,353 29,570 29,000 29,000 29,000 WATER & SEWER AVAILABILITY 362,000 507,000 160,000 300,000 300,000 TRANSFERS-OPERATIONS (983,774) (1,225,607) (344,875) (657,601) (291,174) TRANSFERS-CAPITAL PROJECTS 657,054 427,529 1,100,000 1,485,000 1,175,000

TOTAL REVENUE $6,827,215 $6,566,765 $7,760,525 $7,909,193 $7,967,220

EXPENSES:

ADMINISTRATION $1,794,612 $1,790,391 $1,938,154 $1,827,481 $1,985,864 WATER TREATMENT 1,120,729 1,103,798 1,399,092 1,287,109 1,396,551 WATER SYSTEM 521,961 548,251 616,565 631,316 639,934 SEWAGE SYSTEM 2,536,139 2,478,803 2,414,347 2,485,920 2,490,173 DEBT SERVICE 196,720 217,993 192,367 192,367 179,698 SUPPLEMENTAL WATER 0 0 100,000 0 100,000 CAPITAL PROJECTS 657,054 427,529 1,100,000 1,485,000 1,175,000

TOTAL EXPENSES $6,827,215 $6,566,765 $7,760,525 $7,909,193 $7,967,220

REVENUES

WATER/SEWER AVAILABILITY 4.2% SEWER SERVICE 26.1%

OTHER SOURCES 4.0% INTEREST EARNINGS WATER SERVICE 0.4% 65.3%

EXPENSES

SEWAGE SYSTEM 31.3% WATER SYSTEM 8.0% DEBT SERVICE 2.3%

PURCHASED WATER WATER TREATMENT 1.3% 17.5% CAPITAL PROJECTS 14.7% ADMINISTRATION 24.9%

D-25 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2018 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 have increased for several years to pay debt service for a long-term raw $2.0 water source to supplement the City’s reservoir in times of drought. The $1.0 agreement with the City of Newport News was signed in 2009. $0.0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

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. The City does not have $1,500 any control over rates charged by HRSD, and have increased each of the past several years. $1,000

$500

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-26 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2018 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 $450 amount of revenues provided by these sources, and is difficult to estimate from $400 year to year. $350

$300

$250

$200

$150

$100

$50

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

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 $30,000 interest rates. The City invests in the State’s Local Government Investment Pool, and also in certificates of deposits at local banks. Interest rates are still at all-time lows, with the average annual yield $20,000 approximately .80% currently. Interest earnings rates are anticipated to be level for next year, although any future Federal Reserve actions would impact earnings. $10,000

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-27 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2018 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 $400,000 discussed previously, are additional charges, based on the cost of constructing connections to a home or business. Availability fees increase as development $300,000 takes place, and is difficult to estimate each year. Increases in building activity are proportional to availability fee revenue. The budget estimate for FY 2018 is $300,000. $200,000

$100,000

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-28 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2018 EXPENSE HIGHLIGHTS

Administration - Administration expenses account for 29% 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 $2.0 fiscal year based on last year's actual amounts. Overhead is reimbursed to the $1.6 General Fund for all administrative functions performed by the City Manager's office, Engineering, and the Shop on a set $1.2 percentage basis, as well as the Finance Department for billing, collection, and accounting activities. Depreciation (non-cash $0.8 expense) of the City’s intangible water rights purchased from Newport News in 2009 is calculated on an estimated 25 year period. $0.4

$0.0 Actual FY Actual FY Budget FY Proposed FY 2015 2016 2017 2018

Water Treatment - The City owns and operates its own water filter 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 daily, and continues to provide safe drinking $1.4 water to over 4,300 accounts. Expenses for the water treatment plant are estimated to be level for FY 2018. Capital expenses $1.1 required by the water treatment plant are provided for in the Utility Fund Capital Improvement Program. $0.7

$0.4

$0.0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-29 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2018 EXPENSE HIGHLIGHTS

Water System - Water system personnel are responsible for managing the water Water System distribution system, which consists of 60 (thousands) miles of lines and four water tanks throughout the City. Expenses for FY 2018 are expected to increase by 3.8% from last $600 fiscal year, mostly due to increases in healthcare costs for employees that have $500 recently been added to the City’s benefit plan. $400

$300

$200

$100

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

Sewage System - The sewer system Sewage System (millions) includes approximately 50 miles of sewer collection and transmission lines, and 15 pump stations within the City. The sewer $2.8 system collects and pumps raw sewage to the Hampton Roads Sanitation District $2.4 (HRSD) for treatment on a contractual basis. Overall, expenses for FY 2018 are $2.0 expected to increase by 3.1%, mostly from $1.6 an increased estimate for HRSD expenses that matches anticipated sewer services to $1.2 be billed for FY 2018. $0.8

$0.4

$0.0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-30 CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2018 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. The City obtained strong bond ratings from Standard & Poor’s (AA+) and Moody’s (Aa1) as part of this $100.0 refinancing. Standard & Poor’s upgraded the City’s bond rating to AAA in April, 2014. Principal payments on bonds are treated as fund liabilities and not budgeted as $0.0 Actual FY Actual FY Budget FY Proposed expenses in this fund, but are included in 2015 2016 2017 FY 2018 the water rate analysis each year.

Supplemental Water - The City pays for supplemental water if & when the reservoir’s Supplemental Water water levels are low, especially during ((thousands) drought conditions. Charges for water, if $100 needed and pumped to the City, are based on usage. No water has been purchased since 2003. Newport News raw water rates have increased, and $100,000 is included in $75 the FY 2018 budget in the event the City would need to purchase water.

$50

$25

$0 Actual FY Actual FY Budget FY Proposed 2015 2016 2017 FY 2018

D-31 CITY OF WILLIAMSBURG PUBLIC ASSISTANCE FUND - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGETED PROPOSED FY 2015 FY 2016 FY 2017 FY 2018 REVENUES: STATE $392,570 $381,439 $573,903 $555,267 FEDERAL 698,648 756,968 631,545 558,465 MISCELLANEOUS 44,730 38,467 260,000 260,000 CITY - GENERAL FUND 761,751 945,548 825,533 825,533 RESERVES (123,001) (97,931) 33,599 32,238 TOTAL REVENUES $1,774,698 $2,024,491 $2,324,580 $2,231,503

EXPENDITURES: HEALTH AND WELFARE $1,774,698 $2,024,491 $2,324,580 $2,231,503 TOTAL EXPENDITURES $1,774,698 $2,024,491 $2,324,580 $2,231,503

D-32

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 2018 is the fourth year special assessments will be collected by the City for the QCDA.

BUDGET SUMMARY – QCDA FUND

FY 2018 Expenditures: Proposed Budget Operating $470,880 Total Expenditures $470,880

Revenues: Recovered Costs $470,880

Total Revenues $470,880

D-33 CITY OF WILLIAMSBURG GOVERNMENTAL FUNDS - FISCAL YEAR 2018

SCHEDULE OF BUDGETED REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES

Sales Tax Fund Public General (General Capital Assistance Fund Improvement Fund) Fund Total

Fund Balance June 30, 2016 [audited] $40,751,158 -$7,630,105 $514,154 $33,635,207

Estimated Revenues - Fiscal 2017 $35,479,413 $5,313,866 $2,290,981 $43,084,260 Estimated Expenditures - Fiscal 2017 -$35,233,563 -$12,062,419 -$2,324,580 -$49,620,562 Estimated Encumbrances - Capital Improvements** - - -$8,095,310 - - -$8,095,310

Estimated Fund Balance June 30, 2017 $40,997,008 -$22,473,968 $480,555 $19,003,595

Estimated Revenues - Fiscal 2018 General Property Taxes $13,821,900 - - - - $13,821,900 Other Local Taxes $14,996,000 $4,400,000 - - $19,396,000 Licenses and Permits $195,990 - - - - $195,990 Fines and Forfeitures $195,200 - - - - $195,200 Revenue from Use of Money & Property $725,056 $150,000 - - $875,056 Charges for Services $412,200 - - - - $412,200 Miscellaneous $2,016,999 $6,520,083 - - $8,537,082 Courthouse (contingency) $0 $40,000 - - $40,000 Intergovernmental $3,587,851 $500,000 $2,199,265 $6,287,116 Total Revenues $35,951,196 $11,610,083 $2,199,265 $49,760,544

Estimated Expenditures - Fiscal 2018 General Government Administration -$5,023,002 -$857,000 - - -$5,880,002 Judicial Administration -$440,000 - - - - -$440,000 Public Safety -$10,005,490 -$2,084,315 - - -$12,089,805 Public Works -$3,249,993 -$9,274,300 - - -$12,524,293 Health and Welfare -$1,536,952 - - -$2,231,503 -$3,768,455 Education -$9,222,757 -$287,645 - - -$9,510,402 Parks, Recreation, and Cultural -$2,151,050 -$595,000 - - -$2,746,050 Community Development -$4,321,951 - - - - -$4,321,951 Courthouse (contingency) - - -$40,000 - - -$40,000 Debt Service - - -$1,211,191 - - -$1,211,191 Total Expenditures -$35,951,196 -$14,349,451 -$2,231,503 -$52,532,150

Estimated Fund Balances June 30, 2018 $40,997,008 -$25,213,336 $448,317 $16,231,989 Estimated General Fund - Fund Balance $40,997,008 -$25,213,336 $15,783,672

General Fund - % of FY 2018 Operating Revenues 43.9% General Fund Reserve Policy (% of operating revenues) 35.0%

* General Fund & Sales Tax Fund are combined in the General Fund in the Comprehensive Annual Financial Report in compliance with generally accepted accounting principals (GAAP).

**Amounts encumbered include carryover balances for renovation projects of the joint school system, new middle school, road improvements, underground wiring, and multi-use trail.

Total fund balance of the General Fund as of June 30, 2016 was $33.1 Million, and would decline to $18.5 Million at June 30, 2017 if all projects in the Capital Improvement Program were completed at the end of FY 2017.

Road repaving, redesign and construction, property purchases for economic development purposes, park and facility improvements, vehicles, and the City's share of school capital improvement costs will contribute to the 52% reduction in General Fund's fund balance from FY 2016 to FY 2018, with planned use of accumulated reserves.

Total estimated fund balance of the General Fund will be approximately $15.8 Million at June 30, 2018, and will continue above City Council's reserve policy of 35% of operating revenues, at 43.9%.

Fund balance of the Public Assistance Fund is anticipated to reduce to $448,317 at the end of FY 2018, as projected State and Federal revenues may not keep pace with rising program costs. Future increases in funding provided by the City's General Fund may be required.

D-34 CITY OF WILLIAMSBURG UTILITY FUND - FISCAL YEAR 2018

SCHEDULE OF BUDGETED REVENUES, EXPENSES, AND CHANGES IN WORKING CAPITAL

Utility Fund

Working Capital-June 30, 2016 [audited]*** $4,984,707

Estimated Revenues - Fiscal 2017 $7,081,794

Estimated Expenses - Fiscal 2017 -$7,909,193

Sub-total Estimated Working Capital - June 30, 2017 $4,157,308 Less Debt Service Principal Payments -$633,433 Add Depreciation Expense (non-cash item) $800,000 Estimated Working Capital June 30, 2017 $4,323,875

Estimated Revenues - Fiscal 2018 Revenue from Use of Money & Property $29,000 Charges for Services $7,054,394 Total Revenues $7,083,394

Estimated Expenses - Fiscal 2018 Public Utilities - Operations -$6,792,220 Capital Projects -$1,175,000 Total Expenditures/Expenses -$7,967,220

Subtotal Working Capital June 30, 2018 $3,440,049 Less Debt Service Principal Payments -$454,324 Add Depreciation Expense (non-cash item) $800,000 Estimated Working Capital - June 30, 2018 $3,785,725

***Working capital is the excess of current assets over current liabilities-approximates cash.

D-35 Estimated Changes in Fund Balances / Working Capital Fiscal Years 2006-2018

$40

$38

$36

$34

$32

$30

$28

$26

Millions $24

$22

$20

$18

$16

$14 Utility Fund $12 General Fund $10 Public Assistance Fund $8

$6

$4

$2

$0

Fiscal Year End * Actual ** Estimated

General Fund includes the City's Sales Tax CIP

D-36

GOVERNMENTAL FUNDS REVENUE / EXPENDITURE TRENDS - 1990-2016

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.

D-37

GOVERNMENTAL FUNDS REVENUE / EXPENDITURE TRENDS - 1990-2016

2008 Capital spending in FY2008 included Quarterpath Road improvements, maintenance on three city bridges, underground wiring projects, and the purchase of a former motel property for economic development. General Fund reserves decreased from $30.2 Million to $29.0 Million.

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.

D-38 Governmental Funds-Actual Revenue/Expenditure Historic Trends *

$50

$45

$40

$35

$30 Millions

$25

$20

$15

REVENUES

EXPENDITURES $10 FUND BALANCE

$5

Fiscal Year

* Governmental Funds include General and Special Revenue Funds Source: City of Williamsburg Comprehensive Annual Financial Reports

D-39 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

REVENUES REVENUE FROM LOCAL SOURCES: REAL PROPERTY TAXES 001-0110-0101 CURRENT FY 2018 TAXES $9,755,302 $10,051,710 $10,230,000 $10,250,000 $10,400,000 1.66% 001-0110-0102 DELINQUENT TAXES 160,902 151,052 140,000 140,000 140,000 0.00% TOTAL REAL PROPERTY TAXES 9,916,204 10,202,762 10,370,000 10,390,000 10,540,000 1.64%

PUBLIC SERVICES TAXES 001-0110-0201 REAL ESTATE TAXES 311,459 310,959 310,000 308,000 308,000 -0.65% 001-0110-0203 PERSONAL PROPERTY TAXES 1,863 707 707 707 700 -0.99% TOTAL PUBLIC SERVICE TAXES 313,322 311,666 310,707 308,707 308,700 -0.65%

PERSONAL PROPERTY TAXES 001-0110-0301 CURRENT FY 2018 TAXES 1,425,237 1,484,391 1,450,000 1,460,000 1,480,000 2.07% 001-0110-0302 DELINQUENT TAXES 39,202 31,325 35,000 35,000 35,000 0.00% TOTAL PERSONAL PROPERTY TAXES 1,464,439 1,515,716 1,485,000 1,495,000 1,515,000 2.02%

BUSINESS PROPERTY TAXES 001-0110-0401 CURRENT FY 2018 TAXES 1,207,466 1,250,479 1,250,000 1,315,000 1,315,000 5.20% 001-0110-0402 DELINQUENT TAXES 21,654 8,407 30,000 30,000 30,000 0.00% TOTAL BUSINESS PROPERTY TAXES 1,229,120 1,258,886 1,280,000 1,345,000 1,345,000 5.08%

PENALTIES AND INTEREST ON TAXES 001-0110-0601 PENALTIES - PROPERTY TAXES 48,021 57,793 45,000 45,000 45,000 0.00% 001-0110-0601A NON-FILE FEES 5,810 1,968 6,000 4,000 4,000 -33.33% 001-0110-0602 INTEREST- PROPERTY TAXES 31,411 24,078 30,000 30,000 30,000 0.00% 001-0110-0603 PENALTIES-ROOM AND MEAL TAXES 21,379 17,723 23,000 23,000 23,000 0.00% 001-0110-0604 INTEREST-ROOM AND MEAL TAXES 2,258 3,111 2,000 2,000 2,000 0.00% 001-0110-0605 PENALTIES-BUSINESS LICENSES 9,072 12,298 8,000 8,000 8,000 0.00% 001-0110-0606 INTEREST-BUSINESS LICENSES 1,590 1,366 1,200 1,200 1,200 0.00% TOTAL PENALTIES AND INTEREST 119,541 118,337 115,200 113,200 113,200 -1.74%

TOTAL GENERAL PROPERTY TAXES 13,042,626 13,407,367 13,560,907 13,651,907 13,821,900 1.92%

OTHER LOCAL TAXES CONSUMER UTILITY TAXES 001-0120-0201 DOMINION POWER 204,834 206,321 205,000 205,000 205,000 0.00% 001-0120-0202A COMMUNICATIONS SALES TAX 716,733 695,514 720,000 705,000 705,000 -2.08% 001-0120-0203 VIRGINIA NATURAL GAS 103,193 102,172 102,000 102,000 102,000 0.00% TOTAL CONSUMER UTILITY TAXES 1,024,760 1,004,007 1,027,000 1,012,000 1,012,000 -1.46%

BUSINESS LICENSE TAXES (BPOL) 001-0120-0301 CONTRACTING 227,750 268,335 230,000 230,000 250,000 8.70% 001-0120-0302 RETAIL SALES 736,092 740,661 735,000 740,000 740,000 0.68% 001-0120-0303 PROFESSIONAL 270,187 323,780 300,000 300,000 330,000 10.00% 001-0120-0304 REPAIRS & PERSONAL BUSINESS 448,006 447,843 440,000 440,000 450,000 2.27% 001-0120-0305 WHOLESALE 3,683 9,775 3,000 3,000 3,000 0.00% TOTAL BUSINESS LICENSE TAXES 1,685,718 1,790,394 1,708,000 1,713,000 1,773,000 3.81%

FRANCHISE LICENSE TAXES 001-0120-0401 COX - PEG FEES 21,544 21,732 22,000 22,000 22,000 0.00% 001-0120-0402 GAS & ELECTRIC 66,471 61,941 66,000 62,000 62,000 -6.06% 001-0120-0403 TELEPHONE 31,933 27,729 34,000 30,000 30,000 -11.76% 001-0120-0404 OTHER 3,100 3,000 2,000 2,000 2,000 0.00% TOTAL FRANCHISE LICENSE TAXES 123,048 114,402 124,000 116,000 116,000 -6.45%

D-40 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

MISCELLANEOUS TAXES 001-0120-0600 BANK STOCK TAXES 319,387 351,453 290,000 320,000 320,000 10.34% 001-0120-0701 RECORDATION TAXES 250,600 196,419 200,000 200,000 200,000 0.00% 001-0120-0800 CIGARETTE TAXES 156,911 134,640 150,000 150,000 150,000 0.00% TOTAL MISCELLANEOUS TAXES 726,898 682,512 640,000 670,000 670,000 4.69%

ROOM & MEAL TAXES 001-0121-0000 ROOM TAXES 3,220,638 3,319,625 3,340,000 3,300,000 3,300,000 -1.20% 001-0121-0050 $2 LODGING TAXES (FOR WADMC ) 1,122,632 1,130,176 1,130,000 1,130,000 1,130,000 0.00% 001-0121-0100 MEAL TAXES 6,819,385 7,022,994 6,960,000 6,995,000 6,995,000 0.50% TOTAL ROOM & MEAL TAXES 11,162,655 11,472,795 11,430,000 11,425,000 11,425,000 -0.04%

TOTAL - OTHER LOCAL TAXES 14,723,079 15,064,110 14,929,000 14,936,000 14,996,000 0.45% TOTAL - ALL TAXES 27,765,705 28,471,477 28,489,907 28,587,907 28,817,900 1.15%

LICENSES AND PERMITS 001-0130-0100 ANIMAL LICENSES (DOG) 1,942 2,268 2,000 2,000 2,000 0.00% 001-0130-0302 RENTAL INSPECTION FEES 4,250 6,450 5,000 5,000 4,250 -15.00% 001-0130-0303 ON STREET PARKING PERMITS 5,955 5,760 6,500 6,500 6,500 0.00% 001-0130-0304 LAND USE APPLICATION FEES 4,397 1,719 1,200 1,200 1,200 0.00% 001-0130-0305 TRANSFER FEES 1,196 2,903 500 500 500 0.00% 001-0130-0306 ZONING ADVERTISING FEES 2,400 3,000 2,000 2,000 2,000 0.00% 001-0130-0307 ZONING & SUBDIVISION PERMITS 1,850 330 1,000 1,000 1,000 0.00% 001-0130-0308 BUILDING PERMITS 54,489 60,260 65,000 60,000 65,000 0.00% 001-0130-0309 BUILDING INSPECTION FEES 200 320 200 200 200 0.00% 001-0130-0310 ELECTRICAL PERMITS 43,541 26,947 20,000 20,000 25,000 25.00% 001-0130-0311 ELECTRICAL INSPECTION FEES 0 0 100 100 100 0.00% 001-0130-0312 PLUMBING PERMITS 40,424 21,447 17,000 17,000 20,000 17.65% 001-0130-0313 PLUMBING INSPECTION FEES 0 0 100 100 100 0.00% 001-0130-0314 MECHANICAL PERMITS 40,780 27,749 17,000 17,000 22,000 29.41% 001-0130-0314A MECHANICAL INSPECTION PERMITS 40 80 100 100 100 0.00% 001-0130-0315 STREET VACATION PERMITS 0 300 0 0 0 0.00% 001-0130-0319 SIGN PERMITS & INSPECTION FEES 2,475 3,600 3,000 3,200 3,200 6.67% 001-0130-0320 RIGHT OF WAY PERMITS 2,940 2,580 1,500 1,500 1,500 0.00% 001-0130-0322 ELEVATOR PERMITS 10,650 10,265 7,000 7,000 10,000 42.86% 001-0130-0323 OCCUPANCY PERMITS 725 3,905 1,000 1,200 1,200 20.00% 001-0130-0324 EROSION & SED. CONTROL PERMITS 7,057 29,358 5,000 10,000 10,000 100.00% 001-0130-0327 SOLICITOR PERMITS 150 60 500 500 500 0.00% 001-0130-0331 TAXI DRIVER 850 925 800 800 800 0.00% 001-0130-0333 FIRE PREVENTION 25 500 400 500 500 25.00% 001-0130-0335 FIRE PROTECTION 8,921 3,962 4,000 5,000 5,000 25.00% 001-0130-0335A FIRE PROTECTION INSPECTION 0 0 40 40 40 0.00% 001-0130-0336 REZONING 4,082 0 1,000 1,000 1,000 0.00% 001-0130-0338 PRECIOUS METAL PERMIT 0 0 200 200 200 0.00% 001-0130-0340 TOUR GUIDES 5,900 5,300 2,400 2,400 2,400 0.00% 001-0130-0349 SITE PLAN REVIEW FEES 2,762 1,168 4,000 4,000 4,000 0.00% 001-0130-0405 GAS PERMITS 7,914 8,329 5,000 7,500 5,500 10.00% 001-0130-0406 GAS INSPECTION FEES 0 0 200 200 200 0.00% TOTAL LICENSES AND PERMITS 255,915 229,485 173,740 177,740 195,990 12.81%

FINES 001-0140-0101 COURT FINES 116,908 110,407 120,000 120,000 120,000 0.00% 001-0140-0102 PARKING FINES 80,159 44,625 87,000 60,000 75,000 -13.79% 001-0140-0103 CODE VIOLATIONS 50 0 200 200 200 0.00% TOTAL FINES 197,117 155,032 207,200 180,200 195,200 -5.79%

D-41 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

REVENUE FROM USE OF MONEY & PROPERTY 001-0150-0201 RENT - GENERAL PROPERTY 7,200 7,200 7,200 7,200 7,200 0.00% 001-0150-0201A RENT - LONGHILL PROPERTY 9,456 6,880 9,456 9,456 9,456 0.00% 001-0150-0201B RENT - CITY SQUARE - LOTS 1,2,3 51,905 49,163 50,000 50,000 50,000 0.00% 001-0150-0202 RENT - COMMUNITY BLDG 46,615 49,825 40,000 40,000 40,000 0.00% 001-0150-0203 RENT - MUNICIPAL CTR PARKING 15,402 15,600 15,300 15,600 15,600 1.96% 001-0150-0204 PGPG PARKING FEES 318,146 328,889 320,000 320,000 320,000 0.00% 001-0150-0205 SALE OF SURPLUS EQUIPMENT 29,545 28,154 10,000 10,000 10,000 0.00% 001-0150-0207 RENT - TRAIN STATION 127,397 127,346 131,000 131,000 131,000 0.00% 001-0150-0207A COMMISSIONS-TRAIN STATION 3,364 3,169 3,000 3,000 3,000 0.00% 001-0150-0208 STRYKER BLDG - RENT 0 0 0 0 2,000 0.00% 001-0150-0208A STRYKER CENTER - ROOM RENTALS 0 0 2,000 2,000 6,000 0.00% 001-0150-0213 RENT - 210-A STRAWBERRY PLAINS 2,256 10,800 0 10,800 10,800 0.00% 001-0150-0215 RENT - TRIANGLE BLDG 45,335 119,700 120,000 120,000 120,000 0.00% TOTAL- USE OF MONEY & PROPERTY 656,621 746,726 707,956 719,056 725,056 2.42%

CHARGES FOR SERVICES 001-0160-0103 SHERIFF FEES 1,366 1,366 1,350 1,350 1,350 0.00% 001-0160-0201 COMMONWEALTH ATTORNEY FEES 310 819 250 250 250 0.00% TOTAL CHARGES FOR SERVICES 1,676 2,185 1,600 1,600 1,600 0.00%

CHARGES FOR PARKS & RECREATION 001-0161-0303 TENNIS FEES 21,664 24,800 20,000 21,000 21,500 7.50% 001-0161-0304 WALLER MILL PARK RENTALS 76,246 68,833 75,000 77,000 78,500 4.67% 001-0161-0304A WALLER MILL PARK-ENTRANCE FEES 42,190 44,095 44,000 45,000 46,000 4.55% 001-0161-0305 VENDING MACHINES-QUARTERPATH 560 572 450 475 500 11.11% 001-0161-0306 CLASSES 14,678 16,888 13,500 16,000 17,000 25.93% 001-0161-0307 ATHLETICS 133,848 134,037 155,000 135,000 140,000 -9.68% 001-0161-0308 MISCELLANEOUS 28,625 27,904 38,000 32,000 33,000 -13.16% 001-0161-0309 WALLER MILL DOG PARK FEES 6,477 7,221 6,500 6,600 7,000 7.69% 001-0161-0310 WALLER MILL PARK PROGRAMS 5,580 5,494 6,500 7,000 7,500 15.38% 001-0161-0311 WALLER MILL PARK RETAIL SALES 11,878 12,769 13,000 13,500 14,000 7.69% TOTAL CHARGES - PARKS & REC. 341,746 342,613 371,950 353,575 365,000 -1.87%

CHARGES-PLANNING & COMM. DEVELOPMENT 001-0161-0601 SALE OF MAPS & SURVEYS 1,634 669 1,000 1,000 1,000 0.00% 001-0161-0602 SALE OF PUBLICATIONS 30 0 600 600 600 0.00% 001-0161-0603 SALE OF CEMETERY LOTS 19,010 21,790 16,000 16,000 20,000 25.00% 001-0161-0604 GRAVE OPENINGS 19,950 27,450 15,000 15,000 20,000 33.33% 001-0161-0605 GRAVE STONE FOUNDATIONS 2,675 3,825 4,000 4,000 4,000 0.00% TOTAL CHARGES 43,299 53,734 36,600 36,600 45,600 24.59%

MISCELLANEOUS 001-0189-0902 PAYMENTS IN LIEU OF TAXES 103,992 123,569 123,000 123,000 123,000 0.00% 001-0189-0905 EMS RECOVERY FEES 437,767 585,659 475,000 500,000 631,000 32.84% 001-0189-0910 EMERGENCY SVCS CONTRIBUTION 120,000 120,000 120,000 120,000 120,000 0.00% 001-0189-0916 OTHER 24,052 32,109 20,000 20,000 20,000 0.00% 001-0189-0919 ROYALTIES 87 175 175 175 175 0.00% 001-0189-0920 COLLECTION ADMIN. FEES 4,140 4,278 4,000 4,000 4,000 0.00% 001-0189-0921 FISCAL AGENT FEES 21,167 20,964 21,500 21,500 21,500 0.00% 001-0189-0925 PORT ANNE MTCE FEES 6,856 7,047 6,856 7,324 7,324 6.83% TOTAL MISCELLANEOUS 718,061 893,801 770,531 795,999 926,999 20.31%

D-42 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

REVENUE FROM THE COMMONWEALTH NON-CATEGORICAL AID 001-0220-0106 TAX ON DEEDS (GRANTORS TAX) 72,466 54,712 40,000 40,000 50,000 25.00% 001-0220-0107 ROLLING STOCK TAXES 9,870 10,088 9,000 9,000 9,000 0.00% 001-0220-0108 RENTAL CAR TAXES 33,242 33,450 30,000 30,000 33,000 10.00% TOTAL NON-CATEGORICAL AID 115,578 98,250 79,000 79,000 92,000 16.46%

SHARED COSTS 001-0230-0300 COMMISSIONER OF THE REVENUE 72,633 73,840 74,000 74,000 74,000 0.00% 001-0230-0400 TREASURER 18,146 18,467 18,500 18,500 18,500 0.00% 001-0230-0600 REGISTRAR / ELECTORAL BOARD 36,270 41,109 36,000 36,000 36,000 0.00% TOTAL SHARED COSTS 127,049 133,416 128,500 128,500 128,500 0.00%

EDUCATION 001-0240-0201 STATE SALES TAX 1,099,918 1,093,871 1,158,903 1,158,903 1,142,018 -1.46%

OTHER CATEGORICAL AID 001-0240-0401 599 FUNDS 373,312 373,312 385,333 385,333 385,333 0.00% 001-0240-0402 EMERGENCY PREP. GRANT 30,000 30,000 25,000 25,000 25,000 0.00% 001-0240-0406 STREET MAINTENANCE (VDOT) 1,623,919 1,719,116 1,760,000 1,760,000 1,810,000 2.84% 001-0240-0407 FIRE PROGRAMS 44,569 44,587 40,000 0 0 -100.00% 001-0240-0408 EMS FUNDS - 4 FOR LIFE 18,599 20,470 14,000 0 0 -100.00% 001-0240-0411 LITTER PREVENTION & RECYCLING 6,357 6,427 5,000 5,000 5,000 0.00% 001-0240-0414 DMV EQUIPMENT GRANTS 10,180 15,560 0 0 0 0.00% 001-0240-0480 STATE GRANTS 17,117 1,995 0 0 0 0.00% TOTAL OTHER CATEGORICAL AID 2,124,053 2,211,467 2,229,333 2,175,333 2,225,333 -0.18%

TOTAL REVENUE FROM COMMONWEALTH 3,466,598 3,537,004 3,595,736 3,541,736 3,587,851 -0.22%

NON-REVENUE RECEIPTS 001-0410-0500 UTILITY FUND-OVERHEAD CHARGES 654,481 641,312 650,000 650,000 650,000 0.00% 001-0410-0600 ARTS COMMISSION 65,000 65,000 70,000 75,000 75,000 7.14% 001-0410-0750 WHF GRANT 0 155,015 260,000 260,000 260,000 0.00% 001-0410-0800 OVERTIME / POLICE SERVICES 44,450 47,060 55,000 55,000 55,000 0.00% 001-0410-0900 OVERTIME / FIRE SERVICES 50,803 38,175 45,000 45,000 50,000 11.11% TOTAL NON-REVENUE RECEIPTS 814,734 946,562 1,080,000 1,085,000 1,090,000 0.93%

TOTAL OPERATING REVENUES BEFORE TRANSFERS 34,261,472 35,378,619 35,435,220 35,479,413 35,951,196 1.46%

TRANSFERS 001-0510-0103 TRANSFER - FROM (TO) RESERVES (1,439,229) (2,163,293) 0 (245,850) 0

TOTAL GENERAL FUND REVENUES 32,822,243 33,215,326 35,435,220 35,233,563 35,951,196 1.46%

D-43 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

EXPENDITURES CITY COUNCIL 001-1101-1001 SALARIES 38,400 38,400 38,400 38,400 38,400 0.00% 001-1101-2001 FICA 2,938 2,938 2,938 2,938 2,938 0.00% 001-1101-3002 PROFESSIONAL SERVICES - AUDIT 51,800 51,800 53,350 53,350 54,950 3.00% 001-1101-3006 PRINTING 333 285 2,000 2,000 500 -75.00% 001-1101-3007 ADVERTISING 2,532 2,714 3,000 3,000 3,000 0.00% 001-1101-3008 SPECIAL EVENTS 6,392 2,563 7,000 7,000 25,000 257.14% 001-1101-5201 POSTAGE 0 0 1,500 1,500 500 -66.67% 001-1101-5307 PUBLIC OFFICIAL LIABILITY 8,575 6,621 8,700 8,700 8,700 0.00% 001-1101-5401 OFFICE SUPPLIES 390 126 1,000 1,000 500 -50.00% 001-1101-5413 OTHER OPERATING SUPPLIES 1,571 937 2,000 2,000 1,000 -50.00% 001-1101-5501 TRAVEL - MILEAGE 248 94 400 400 400 0.00% 001-1101-5504 TRAVEL - CONFERENCES 995 1,415 3,000 3,000 3,000 0.00% 001-1101-5801 DUES & ASSOCIATION MEMBERSHIPS 7,996 7,888 8,000 8,000 8,000 0.00% 001-1101-5869 MAYOR'S CONTINGENCY 898 350 3,000 3,000 2,000 -33.33% 001-1101-5893 NATIONAL CITIZEN SURVEY 5,400 7,500 6,360 6,360 6,360 0.00% 001-1101-7007 ADP EQUIPMENT 0 0 450 0 0 0.00% TOTAL CITY COUNCIL 128,468 123,631 141,098 140,648 155,248 10.03%  CLERK OF COUNCIL / COMMUNICATIONS 001-1102-1001 SALARIES 75,188 91,782 107,194 100,000 124,834 16.46% 001-1102-1003 PART-TIME SALARIES 0 0 0 0 30,000 0.00% 001-1102-2001 FICA 5,749 7,053 8,200 7,000 11,845 44.44% 001-1102-2002 RETIREMENT [VRS] 7,485 11,343 14,954 11,500 17,415 16.46% 001-1102-2005 HEALTHCARE 1,507 0 7,000 0 7,000 0.00% 001-1102-2006 GROUP LIFE INSURANCE 510 764 820 1,020 820 0.00% 001-1102-2010 WORKERS COMPENSATION 20 20 20 20 20 0.00% 001-1102-2016 TRAINING 0 0 1,500 0 1,500 0.00% 001-1102-3006 ORDINANCES 10,478 7,208 7,000 7,000 7,000 0.00% 001-1102-5401 OFFICE SUPPLIES 19 0 300 300 300 0.00% 001-1102-5413 OTHER OPERATING SUPPLIES 1,013 44 1,000 500 500 -50.00% 001-1102-5501 TRAVEL - MILEAGE 0 0 100 100 100 0.00% 001-1102-5801 DUES & ASSOC. MEMBERSHIPS 330 315 900 900 900 0.00% 001-1102-5894 PUBLICATION RESOURCES 184 0 1,000 200 200 -80.00% TOTAL CLERK OF COUNCIL 102,483 118,529 149,989 128,540 202,434 34.97%

CITY MANAGER 001-1201-1001 SALARIES 388,455 291,077 333,362 320,000 309,983 -7.01% 001-1201-1003 PART-TIME SALARIES 19,591 22,112 25,000 25,000 15,000 -40.00% 001-1201-2001 FICA 26,740 24,052 22,825 22,825 20,346 -10.86% 001-1201-2002 RETIREMENT [VRS] 59,947 46,332 47,520 47,520 44,259 -6.86% 001-1201-2005 HEALTHCARE 26,292 25,856 35,856 43,000 59,000 64.55% 001-1201-2006 GROUP LIFE INSURANCE 4,186 3,178 4,324 4,324 4,021 -7.01% 001-1201-2010 WORKERS COMPENSATION 404 407 410 410 410 0.00% 001-1201-2011 CAR ALLOWANCE 7,200 6,646 7,200 7,200 12,000 66.67% 001-1201-3001 FLU VACCINE 4,119 3,914 4,500 3,700 4,500 0.00% 001-1201-3002 PROFESSIONAL SERVICES 0 6,720 0 1,530 0 0.00% 001-1201-3006 PRINTING 496 563 800 800 800 0.00% 001-1201-3007 ADVERTISING 1,265 0 1,000 1,000 1,000 0.00% 001-1201-5201 POSTAGE 1,079 593 1,700 1,700 1,000 -41.18% 001-1201-5203 TELECOMMUNICATION 6,807 6,351 5,000 6,800 5,000 0.00% 001-1201-5305 MOTOR VEHICLE INSURANCE 695 517 700 532 700 0.00% 001-1201-5307 PUBLIC OFFICIAL LIABILITY 6,431 4,965 6,500 3,890 4,700 -27.69% 001-1201-5308 GENERAL LIABILITY 172 133 185 98 185 0.00% 001-1201-5401 OFFICE SUPPLIES 1,422 1,420 4,000 4,000 1,500 -62.50% 001-1201-54083 GAS & OIL 1,270 407 480 480 480 0.00% 001-1201-5411 BOOKS & SUBSCRIPTIONS 406 498 500 500 500 0.00% 001-1201-5413 OTHER OPERATING SUPPLIES 5,006 2,502 5,000 4,000 2,500 -50.00% 001-1201-5501 TRAVEL - MILEAGE 871 19 800 800 800 0.00% 001-1201-5504 TRAVEL - CONFERENCES 13,922 4,739 12,000 10,000 12,000 0.00% 001-1201-5801 DUES & ASSOC. MEMBERSHIPS 5,768 6,646 7,000 7,000 7,000 0.00% TOTAL CITY MANAGER 582,544 459,647 526,662 517,109 507,684 -3.60% D-44 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

NON-DEPARTMENTAL 001-1202-5869 CONTINGENCY 64,343 63,239 103,187 100,000 100,000 -3.09% 001-1202-5870 AID TO THE COMMONWEALTH 28,051 0 0 0 0 0.00% 001-1202-5872 CREDIT CARD FEES 24,846 31,506 22,000 24,000 24,000 9.09% 001-1202-5873A HEALTHCARE CONTINGENCY 0 0 0 0 0 0.00% 001-1202-5873B PERSONNEL CONTINGENCY 0 0 35,919 0 490,000 0.00% 001-1202-5873C PAY & CLASSIFICATION STUDY 0 0 40,000 30,000 0 0.00% 001-1202-5874 LINE OF DUTY ACT (LODA) 38,913 38,913 42,000 42,978 45,000 7.14% 001-1202-5875 ECONOMIC DEVELOP. CONTINGENCY 100,000 81,569 110,000 110,000 110,000 0.00% 001-1202-5891 PERFORMANCE MEASUREMENT 4,288 11,345 0 0 0 0.00% TOTAL NON-DEPARTMENTAL 260,441 226,572 353,106 306,978 769,000 117.78%

ECONOMIC DEVELOPMENT 001-1203-1001 SALARIES 139,366 151,421 151,899 145,000 166,492 9.61% 001-1203-2001 FICA 10,616 11,510 11,620 11,000 12,737 9.61% 001-1203-2002 RETIREMENT [VRS] 22,692 25,301 21,191 25,000 23,227 9.61% 001-1203-2005 HEALTHCARE 4,017 6,810 7,348 7,356 7,356 0.10% 001-1203-2006 GROUP LIFE INSURANCE 1,585 1,767 1,970 2,500 2,159 9.61% 001-1203-3002 PROFESSIONAL SERVICES 9,061 19,251 20,000 20,000 20,000 0.00% 001-1203-3008 MARKETING 14,653 14,304 14,000 14,000 10,000 -28.57% 001-1203-3009 EXISTING BUSINESS PROGRAMS 4,928 5,753 5,000 5,000 5,000 0.00% 001-1203-5203 TELECOMMUNICATION 312 0 1,680 1,610 1,680 0.00% 001-1203-5401 OFFICE SUPPLIES 409 898 700 700 700 0.00% 001-1203-5413 OTHER OPERATING SUPPLIES 143 157 300 300 10,000 0.00% 001-1203-5501 TRAVEL - MILEAGE 0 440 250 250 250 0.00% 001-1203-5502 TRAVEL - BUSINESS RECRUITMENT 0 0 0 0 5,000 0.00% 001-1203-5504 TRAVEL - CONVENTION & EDUCATION 8,254 5,926 9,100 9,100 9,100 0.00% 001-1203-5801 DUES & ASSOC. MEMBERSHIPS 2,904 3,532 3,500 3,500 3,500 0.00% TOTAL ECONOMIC DEVELOPMENT 218,940 247,070 248,558 245,316 277,201 11.52%

CITY ATTORNEY 001-1204-1001 SALARIES 127,081 133,923 135,506 135,506 135,528 0.02% 001-1204-1003 PART-TIME SALARIES 26,768 27,407 27,300 27,300 27,300 0.00% 001-1204-2001 FICA 11,160 11,573 12,455 12,455 12,456 0.01% 001-1204-2002 RETIREMENT [VRS] 21,346 22,414 18,904 18,904 18,907 0.02% 001-1204-2005 HEALTHCARE 15,600 17,544 16,848 18,936 18,936 12.39% 001-1204-2006 GROUP LIFE INSURANCE 1,491 1,565 1,758 1,758 1,758 0.02% 001-1204-2010 WORKERS COMPENSATION 202 204 200 200 200 0.00% 001-1204-2016 TRAINING 0 190 200 0 200 0.00% 001-1204-3002 LEGAL RETAINER 50,089 50,004 55,000 55,000 60,000 9.09% 001-1204-30043 MAINTENANCE, OFFICE EQUIPMENT 709 1,064 1,100 1,100 1,100 0.00% 001-1204-3005 OTHER LEGAL FEES 1,499 1,147 1,300 1,300 1,300 0.00% 001-1204-3006 PRINTING 320 296 500 500 500 0.00% 001-1204-5201 POSTAGE 294 187 300 300 300 0.00% 001-1204-5203 TELECOMMUNICATION 796 885 650 850 850 30.77% 001-1204-5308 PROFESSIONAL LIABILITY 2,133 0 2,600 2,133 2,600 0.00% 001-1204-5401 OFFICE SUPPLIES 946 783 700 900 900 28.57% 001-1204-5411 BOOKS & SUBSCRIPTIONS 3,810 3,854 3,250 3,250 3,500 7.69% 001-1204-5413 OTHER OPERATING SUPPLIES 206 664 0 165 0 0.00% 001-1204-5501 TRAVEL - MILEAGE 717 971 600 600 600 0.00% 001-1204-5504 TRAVEL - CONFERENCES 1,719 2,506 2,750 2,000 2,750 0.00% 001-1204-5801 DUES & ASSOC. MEMBERSHIPS 1,532 2,017 1,500 1,638 1,600 0.00% TOTAL CITY ATTORNEY 268,418 279,198 283,420 284,794 291,285 2.77%

D-45 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

HUMAN RESOURCES 001-1205-1001 SALARIES 62,816 65,999 66,380 66,380 66,404 0.04% 001-1205-2001 FICA 4,513 4,721 5,078 5,078 5,080 0.04% 001-1205-2002 RETIREMENT [VRS] 10,660 11,089 9,353 9,353 9,356 0.04% 001-1205-2005 HEALTHCARE 15,600 17,544 18,948 18,948 18,948 0.00% 001-1205-2006 GROUP LIFE INSURANCE 744 775 870 870 870 0.04% 001-1205-5880 QUEST 878 1,182 1,200 1,200 1,200 0.00% 001-1205-5894 EMPLOYEE OMBUDSMAN 0 6,000 6,000 6,000 6,000 0.00% 001-1205-5896 HEALTH & WELLNESS PROGRAM 5,150 4,984 5,000 5,000 5,000 0.00% TOTAL HUMAN RESOURCES 100,361 112,294 112,828 112,828 112,858 0.03%

TRIANGLE BUILDING MANAGEMENT 001-1206-3002 SERVICE CONTRACTS 0 0 500 500 500 0.00% 001-1206-3003 TRASH REMOVAL 2,101 3,360 4,000 4,000 4,000 0.00% 001-1206-3004-2 MAINTENANCE-BUILDING 14,523 7,397 9,000 9,000 9,000 0.00% 001-1206-3007 ADVERTISING 1,211 0 200 200 200 0.00% 001-1206-3033 EXTERMINATING CONTRACT 0 0 2,000 2,000 2,000 0.00% 001-1206-5101 ELECTRICITY 5,490 9,907 4,000 4,000 4,000 0.00% 001-1206-5102 WATER/SEWER 3,271 5,604 4,000 4,000 4,000 0.00% 001-1206-5201 POSTAGE 0 0 200 200 200 0.00% 001-1206-5301 INSURANCE 1,561 0 2,000 2,000 2,000 0.00% 001-1206-5403 LANDSCAPING 0 0 1,000 1,000 1,000 0.00% 001-1206-5407 REPAIR & MAINTENANCE SUPPLIES 1,182 3,635 6,000 6,000 6,000 0.00% 001-1206-5413 OTHER OPERATING SUPPLIES 555 599 1,000 1,000 1,000 0.00% 001-1206-5651 REAL ESTATE TAXES 8,209 8,221 8,100 8,100 8,100 0.00% TOTAL TRIANGLE BUILDING 38,103 38,723 42,000 42,000 42,000 0.00%

COMMISSIONER OF THE REVENUE 001-1209-1001 SALARIES 143,954 147,373 150,092 150,092 148,665 -0.95% 001-1209-2001 FICA 10,838 11,048 11,482 11,482 11,373 -0.95% 001-1209-2002 RETIREMENT [VRS] 24,363 24,841 20,985 20,985 20,786 -0.95% 001-1209-2005 HEALTHCARE 16,717 18,834 20,334 20,334 20,334 0.00% 001-1209-2006 GROUP LIFE INSURANCE 1,701 1,735 1,951 1,951 1,933 -0.95% 001-1209-2016 TRAINING 0 0 300 300 300 0.00% 001-1209-3006 PRINTING 1,143 1,503 1,500 1,500 1,500 0.00% 001-1209-5201 POSTAGE 4,288 3,952 4,000 4,000 4,000 0.00% 001-1209-5203 TELECOMMUNICATION 2,160 2,297 2,200 2,200 2,200 0.00% 001-1209-5401 OFFICE SUPPLIES 856 684 400 400 400 0.00% 001-1209-5411 BOOKS & SUBSCRIPTIONS 1,029 478 400 400 400 0.00% 001-1209-5413 OTHER OPERATING SUPPLIES 517 301 250 250 250 0.00% 001-1209-5504 TRAVEL - CONFERENCES 617 826 800 800 800 0.00% 001-1209-5801 DUES & ASSOC. MEMBERSHIPS 365 350 260 260 260 0.00% TOTAL COMMISSIONER OF THE REVENUE 208,548 214,222 214,954 214,954 213,201 -0.82%

D-46 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

CITY ASSESSOR 001-1210-1001 SALARIES 117,181 120,032 122,248 122,248 122,267 0.02% 001-1210-2001 FICA 8,732 8,864 9,352 9,352 9,353 0.02% 001-1210-2002 RETIREMENT [VRS] 19,817 20,220 17,054 17,054 17,057 0.02% 001-1210-2005 HEALTHCARE 12,827 21,003 20,334 20,334 20,334 0.00% 001-1210-2006 GROUP LIFE INSURANCE 1,384 1,412 1,586 1,586 1,586 0.02% 001-1210-2010 WORKERS COMPENSATION 505 509 510 439 510 0.00% 001-1210-3002 PROFESSIONAL SERVICES 345 400 400 400 400 0.00% 001-1210-3006 PRINTING 130 0 300 300 300 0.00% 001-1210-3007 ADVERTISING 140 0 125 125 125 0.00% 001-1210-5201 POSTAGE 1,640 1,543 900 900 900 0.00% 001-1210-5203 TELECOMMUNICATION 1,095 1,148 1,200 1,200 1,200 0.00% 001-1210-5305 MOTOR VEHICLE INSURANCE 463 344 475 355 475 0.00% 001-1210-5307 PUBLIC OFFICIAL LIABILITY 6,431 4,965 6,500 3,890 6,500 0.00% 001-1210-5401 OFFICE SUPPLIES 135 48 500 500 500 0.00% 001-1210-54081 CAR & TRUCK SUPPLIES 162 0 100 100 100 0.00% 001-1210-54083 GAS & OIL 0 0 300 300 300 0.00% 001-1210-5413 OTHER OPERATING SUPPLIES 281 344 300 300 300 0.00% 001-1210-5504 TRAVEL -CONVENTION & EDUCATION 0 400 200 200 200 0.00% 001-1210-5801 DUES & ASSOC. MEMBERSHIPS 205 220 175 190 175 0.00% TOTAL CITY ASSESSOR 171,473 181,452 182,559 179,773 182,582 0.01%

TREASURER 001-1213-1001 SALARIES 29,605 31,655 30,550 30,550 30,550 0.00% 001-1213-1003 PART-TIME SALARIES 2,356 1,067 2,000 2,000 2,000 0.00% 001-1213-2001 FICA 2,085 2,038 2,340 2,340 2,340 0.00% 001-1213-2002 RETIREMENT [VRS] 4,347 5,290 5,732 4,800 5,732 0.00% 001-1213-2005 HEALTHCARE 11,700 16,082 16,848 19,056 19,056 13.11% 001-1213-2006 GROUP LIFE INSURANCE 309 369 400 400 400 0.00% 001-1213-30043 MAINTENANCE - OFFICE EQUIPMENT 0 0 100 100 100 0.00% 001-1213-5201 POSTAGE 433 363 250 250 250 0.00% 001-1213-5203 TELECOMMUNICATION 1,642 1,723 1,600 1,600 1,600 0.00% 001-1213-5401 OFFICE SUPPLIES 429 647 150 150 150 0.00% 001-1213-5501 TRAVEL - MILEAGE 215 62 75 75 75 0.00% 001-1213-5504 TRAVEL - CONFERENCES 0 0 100 100 100 0.00% 001-1213-5801 DUES & ASSOC. MEMBERSHIPS 225 225 180 180 180 0.00% TOTAL TREASURER 53,346 59,521 60,325 61,601 62,533 3.66%

FINANCE 001-1214-1001 SALARIES 498,802 514,898 556,038 558,500 558,419 0.43% 001-1214-1003 SALARIES - PART-TIME 9,196 9,750 0 0 0 0.00% 001-1214-2001 FICA 38,050 38,802 42,537 42,537 42,719 0.43% 001-1214-2002 RETIREMENT [VRS] 84,148 86,515 77,570 78,400 77,902 0.43% 001-1214-2005 HEALTHCARE 50,151 50,535 59,880 75,900 75,900 26.75% 001-1214-2006 GROUP LIFE INSURANCE 5,875 6,025 7,212 7,212 7,707 6.86% 001-1214-2010 WORKERS COMPENSATION 1,010 814 800 800 800 0.00% 001-1214-2013 EDUCATION ASSISTANCE 0 4,950 3,000 3,000 3,000 0.00% 001-1214-2016 TRAINING 0 35 600 600 600 0.00% 001-1214-3002 PROFESSIONAL SERVICES 4,614 5,489 4,000 4,000 4,000 0.00% 001-1214-30043 MAINTENANCE, OFFICE EQUIPMENT 0 524 400 400 400 0.00% 001-1214-3005 MAINTENANCE, SERVICE CONTRACTS 0 0 300 300 300 0.00% 001-1214-3006 PRINTING 8,665 9,933 7,500 7,500 7,500 0.00% 001-1214-3007 ADVERTISING 643 309 0 0 0 0.00% 001-1214-5201 POSTAGE 8,929 9,191 9,000 9,000 9,000 0.00% 001-1214-5203 TELECOMMUNICATION 6,466 6,698 6,300 6,300 6,300 0.00% 001-1214-5305 MOTOR VEHICLE INSURANCE 464 344 500 500 500 0.00% 001-1214-5306 SURETY BONDS 762 709 800 800 800 0.00% 001-1214-5307 PUBLIC OFFICIAL LIABILITY 1,286 993 1,350 1,350 1,350 0.00% 001-1214-5308 GENERAL LIABILITY 687 531 710 710 710 0.00% 001-1214-5401 OFFICE SUPPLIES 1,472 2,486 2,500 2,500 2,500 0.00% 001-1214-54083 GAS & OIL 2,331 1,131 850 850 850 0.00% 001-1214-5411 BOOKS & SUBSCRIPTIONS 45 356 400 400 400 0.00% 001-1214-5413 OTHER OPERATING SUPPLIES 3,283 1,475 1,500 1,500 1,500 0.00% D-47 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

001-1214-5501 TRAVEL - MILEAGE 85 298 200 200 200 0.00% 001-1214-5504 TRAVEL - CONFERENCES 3,452 4,101 3,800 3,800 3,800 0.00% 001-1214-5801 DUES & ASSOC. MEMBERSHIPS 870 940 1,000 1,000 1,000 0.00% TOTAL FINANCE 731,286 757,832 788,747 808,059 808,157 2.46%

CITY SHOP 001-1221-1001 SALARIES 136,476 120,926 155,006 155,006 161,840 4.41% 001-1221-1002 SALARIES - OVERTIME 1,058 1,404 750 750 750 0.00% 001-1221-2001 FICA 10,418 9,394 11,915 11,915 12,438 4.39% 001-1221-2002 RETIREMENT [VRS] 22,618 20,237 21,624 21,624 22,578 4.41% 001-1221-2005 HEALTHCARE 9,441 567 12,000 12,000 12,000 0.00% 001-1221-2006 GROUP LIFE INSURANCE 1,580 1,413 2,010 2,010 2,099 4.41% 001-1221-2010 WORKERS COMPENSATION 2,020 2,037 2,050 1,754 2,050 0.00% 001-1221-2016 TRAINING 0 240 500 500 500 0.00% 001-1221-30042 MAINTENANCE, BUILDINGS 4,349 2,754 5,000 5,000 4,000 -20.00% 001-1221-30044 MAINTENANCE, POWERED EQUIPMENT 170 0 300 300 300 0.00% 001-1221-3005 MAINTENANCE, SERVICE CONTRACTS 1,166 2,355 1,600 1,600 2,000 25.00% 001-1221-3008 LAUNDRY & DRY CLEANING 5,849 5,473 4,800 4,800 5,700 18.75% 001-1221-5101 ELECTRICITY 9,773 9,549 10,000 10,000 10,000 0.00% 001-1221-5102 HEATING 4,963 3,427 5,900 5,000 5,000 -15.25% 001-1221-5203 TELECOMMUNICATION 446 465 500 500 500 0.00% 001-1221-5204 RADIO 180 180 300 300 300 0.00% 001-1221-5301 BOILER INSURANCE 180 125 130 130 130 0.00% 001-1221-5302 FIRE INSURANCE 2,063 2,006 1,887 2,228 2,300 21.89% 001-1221-5305 MOTOR VEHICLE INSURANCE 463 344 580 355 400 -31.03% 001-1221-5308 GENERAL LIABILITY 344 265 360 196 250 -30.56% 001-1221-5401 OFFICE SUPPLIES 88 54 60 60 60 0.00% 001-1221-5405 JANITORIAL SUPPLIES 55 29 130 130 130 0.00% 001-1221-5407 REPAIR & MAINTENANCE SUPPLIES 0 1 150 150 150 0.00% 001-1221-54081 CAR & TRUCK SUPPLIES 3,460 4,509 2,500 2,500 2,500 0.00% 001-1221-54082 TIRES 703 575 400 400 400 0.00% 001-1221-54083 GAS & OIL 3,153 1,949 4,000 4,000 3,000 -25.00% 001-1221-54084 POWERED EQUIPMENT AND SUPPLIES 0 0 150 150 150 0.00% 001-1221-5410 UNIFORMS & APPAREL 504 600 700 700 700 0.00% 001-1221-5413 OTHER OPERATING SUPPLIES 788 462 1,100 1,100 1,100 0.00% 001-1221-7005 MOTOR VEHICLES & EQUIPMENT 3,007 1,400 3,000 3,000 3,000 0.00% TOTAL CITY SHOP 225,315 192,740 249,403 248,159 256,325 2.78%

ELECTORAL BOARD 001-1301-1001 SALARIES 6,194 6,145 6,194 6,194 6,194 0.00% 001-1301-2001 FICA 474 430 474 474 474 0.00% 001-1301-3002 PROFESSIONAL SERVICES 3,075 18,711 7,500 7,500 7,500 0.00% 001-1301-30043 MAINTENANCE, VOTING MACHINE 3,735 5,381 5,240 5,240 5,240 0.00% 001-1301-5201 POSTAGE 27 53 0 0 0 0.00% 001-1301-5402 FOOD & SUPPLIES 455 1,435 1,300 1,300 1,300 0.00% 001-1301-5501 TRAVEL - MILEAGE 333 416 300 300 300 0.00% 001-1301-5504 TRAVEL - CONFERENCES 1,746 2,441 3,000 3,000 3,000 0.00% 001-1301-5801 DUES & ASSOCIATION MEMBERSHIPS 125 160 125 125 125 0.00% TOTAL ELECTORAL BOARD 16,164 35,172 24,133 24,133 24,133 0.00%

D-48 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

REGISTRAR 001-1302-1001 SALARIES 48,022 65,319 85,333 85,333 96,568 13.17% 001-1302-1003 PART-TIME SALARIES 23,286 7,246 9,000 9,000 9,000 0.00% 001-1302-2001 FICA 5,509 5,416 7,216 7,216 8,076 11.91% 001-1302-2002 RETIREMENT [VRS] 8,046 10,669 11,954 11,954 13,522 13.11% 001-1302-2005 HEALTHCARE 0 4,008 15,000 13,000 13,000 -13.33% 001-1302-2006 GROUP LIFE INSURANCE 562 745 1,111 563 1,257 13.11% 001-1302-2010 WORKERS COMPENSATION 20 20 20 20 20 0.00% 001-1302-3006 PRINTING 1,796 8,580 4,000 4,000 4,000 0.00% 001-1302-3007 ADVERTISING 206 224 800 500 500 -37.50% 001-1302-5201 POSTAGE 1,124 2,311 2,500 2,500 2,500 0.00% 001-1302-5203 TELECOMMUNICATION 1,094 1,148 1,100 1,100 1,100 0.00% 001-1302-5401 OFFICE SUPPLIES 530 1,068 900 900 900 0.00% 001-1302-5411 BOOKS & SUBSCRIPTIONS 170 153 200 200 200 0.00% 001-1302-5413 OTHER SUPPLIES 285 247 500 300 300 -40.00% 001-1302-5501 TRAVEL - MILEAGE 603 159 400 400 400 0.00% 001-1302-5504 TRAVEL - CONFERENCES 2,402 1,619 1,200 1,329 1,200 0.00% 001-1302-5801 DUES & ASSOC. MEMBERSHIPS 215 140 140 140 140 0.00% TOTAL REGISTRAR 93,870 109,072 141,375 138,456 152,683 8.00%

JOINT COURTHOUSE 001-2100-5899 J/A-COURTHOUSE 400,605 365,281 440,000 440,000 440,000 0.00% TOTAL JOINT COURTHOUSE 400,605 365,281 440,000 440,000 440,000 0.00%

POLICE 001-3101-1001 SALARIES 2,119,171 2,205,952 2,283,655 2,283,655 2,379,380 4.19% 001-3101-1003 PART-TIME SALARIES 37,704 18,433 18,000 18,000 18,000 0.00% 001-3101-1006 DISCRETIONARY LEAVE 49,338 53,919 48,000 48,000 48,000 0.00% 001-3101-1008 OVERTIME 69,667 92,517 80,000 80,000 80,000 0.00% 001-3101-1009 SPECIAL EVENTS 56,072 55,214 55,000 55,000 55,000 0.00% 001-3101-2001 FICA 171,561 177,843 190,076 190,076 197,399 3.85% 001-3101-2002 RETIREMENT [VRS] 357,409 368,672 318,538 318,538 333,028 4.55% 001-3101-2005 HEALTHCARE 345,135 391,978 423,360 420,000 435,000 2.75% 001-3101-2006 GROUP LIFE INSURANCE 24,959 25,729 28,792 28,792 30,173 4.80% 001-3101-2010 WORKERS COMPENSATION 48,469 48,905 48,000 43,400 48,000 0.00% 001-3101-2012 CLOTHING ALLOWANCE 2,500 3,583 2,500 2,500 2,500 0.00% 001-3101-2013 EDUCATION ASSISTANCE 3,596 9,036 5,500 17,878 10,000 81.82% 001-3101-2016 TRAINING 22,815 27,881 37,000 27,000 27,000 -27.03% 001-3101-3001 PROFESSIONAL HEALTH SERVICES 17,614 19,674 19,000 18,610 19,000 0.00% 001-3101-3002 PROFESSIONAL SERVICES 5,667 7,482 7,500 6,500 6,500 -13.33% 001-3101-3003 MEDICAL EXAMINER 0 0 100 0 0 -100.00% 001-3101-30041 MAINTENANCE, CARS & TRUCKS 11,400 10,961 12,000 12,000 12,000 0.00% 001-3101-30042 MAINTENANCE, BUILDINGS 13,896 5,477 8,000 5,800 4,000 -50.00% 001-3101-30043 MAINTENANCE, OFFICE EQUIPMENT 136 33 500 0 500 0.00% 001-3101-30044 ABANDONED VEHICLES 160 160 300 160 300 0.00% 001-3101-3005 MAINTENANCE, SERVICE CONTRACTS 75,027 74,518 95,000 78,243 80,000 -15.79% 001-3101-3007 ADVERTISING 1,500 2,452 2,500 500 2,500 0.00% 001-3101-3033 EXTERMINATING CONTRACT 0 0 400 0 0 -100.00% 001-3101-3099 DETECTIVE FUNDS 4,845 2,829 5,000 3,500 8,000 60.00% 001-3101-5101 ELECTRICITY 13,523 14,293 16,000 12,600 15,000 -6.25% 001-3101-5102 HEATING 2,354 1,364 2,500 2,000 2,500 0.00% 001-3101-5201 POSTAGE 2,124 1,666 2,000 1,600 2,000 0.00% 001-3101-5203 TELECOMMUNICATION 35,577 33,892 37,000 37,000 37,000 0.00% 001-3101-5204 RADIO 37,500 37,500 37,500 37,500 37,500 0.00% 001-3101-5301 BOILER INSURANCE 140 125 250 122 250 0.00% 001-3101-5302 FIRE INSURANCE 3,610 3,510 3,700 3,899 4,000 8.11% 001-3101-5305 MOTOR VEHICLE INSURANCE 9,731 7,230 11,000 7,447 8,000 -27.27% 001-3101-5306 SURETY BONDS 762 709 1,400 708 750 -46.43% 001-3101-5307 PUBLIC OFFICIAL LIABILITY 858 662 1,200 519 600 -50.00% 001-3101-5308 GENERAL LIABILITY 15,105 11,937 17,900 11,792 14,000 -21.79% 001-3101-5401 OFFICE SUPPLIES 10,863 12,300 12,000 8,000 10,000 -16.67% 001-3101-5405 JANITORIAL SUPPLIES 474 140 500 250 500 0.00% D-49 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

001-3101-5407 REPAIR & MAINTENANCE SUPPLIES 749 822 500 413 500 0.00% 001-3101-54081 CAR & TRUCK SUPPLIES 7,330 6,257 8,000 8,000 7,000 -12.50% 001-3101-54082 TIRES 3,199 4,752 6,000 4,000 5,000 -16.67% 001-3101-54083 GAS & OIL 50,464 28,944 36,000 38,000 40,000 11.11% 001-3101-5409 POLICE SUPPLIES 28,542 23,930 28,000 37,600 25,000 -10.71% 001-3101-5410 UNIFORMS & APPAREL 15,057 15,121 16,000 22,600 16,000 0.00% 001-3101-5411 BOOKS & SUBSCRIPTIONS 648 0 1,000 200 1,000 0.00% 001-3101-5413 OTHER OPERATING SUPPLIES 3,184 2,251 3,000 2,519 3,000 0.00% 001-3101-5416 AMMUNITION 6,297 7,827 8,000 8,000 8,000 0.00% 001-3101-5418 FORENSICS 2,129 1,680 4,500 2,500 3,000 -33.33% 001-3101-5504 TRAVEL -CONVENTION & EDUCATION 5,020 6,939 8,000 3,700 6,000 -25.00% 001-3101-5505 TRAVEL - EXTRADITIONS 827 388 1,500 500 1,500 0.00% 001-3101-5801 DUES & ASSOC. MEMBERSHIPS 1,445 1,280 1,200 1,280 1,200 0.00% 001-3101-7002 FURNITURE & FIXTURES 1,302 4,385 5,000 1,710 2,000 -60.00% 001-3101-7005 MOTOR VEHICLES & EQUIPMENT 322 1,105 2,000 684 1,000 -50.00% TOTAL POLICE 3,697,777 3,834,257 3,960,371 3,913,295 4,048,580 2.23%

POLICE - 911 DISPATCH 001-3102-3002 CONTRACT-YORK COUNTY 545,730 555,008 555,008 555,008 561,108 1.0991% TOTAL POLICE - 911 DISPATCH 545,730 555,008 555,008 555,008 561,108 1.10%

PARKING GARAGE 001-3103-1001 SALARIES 32,727 35,107 34,184 34,184 34,190 0.02% 001-3103-1002 OVERTIME 1,653 1,451 1,500 1,500 1,500 0.00% 001-3103-1003 PART-TIME SALARIES 17,503 15,926 21,000 21,000 21,000 0.00% 001-3103-1006 DISCRETIONARY LEAVE 0 0 500 500 500 0.00% 001-3103-2001 FICA 3,671 3,715 4,375 4,375 4,375 0.01% 001-3103-2002 RETIREMENT (VRS) 5,551 5,506 4,817 4,817 4,817 0.02% 001-3103-2005 HEALTHCARE 15,600 12,780 13,500 13,500 13,500 0.00% 001-3103-2006 GROUP LIFE INSURANCE 388 378 430 380 400 -6.98% 001-3103-2010 WORKERS COMPENSATION 808 815 790 702 800 1.27% 001-3103-3002 ARMORED TRANSPORT 7,680 6,748 8,500 8,500 8,500 0.00% 001-3103-3005 MAINTENANCE-GARAGE EQUIPMENT 9,852 9,411 19,000 17,000 10,000 -47.37% 001-3103-5101 ELECTRICITY 19,553 20,027 20,000 20,000 20,000 0.00% 001-3103-5203 TELEPHONE 1,358 845 2,000 1,000 1,500 -25.00% 001-3103-5302 PROPERTY INSURANCE 4,384 4,262 4,000 4,734 5,000 25.00% 001-3103-5407 SUPPLIES 3,996 4,898 5,000 5,000 4,000 -20.00% TOTAL PARKING GARAGE 124,724 121,869 139,595 137,191 130,082 -6.81%

D-50 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

FIRE 001-3201-1001 SALARIES 2,040,914 2,103,053 2,340,068 2,340,068 2,219,369 -5.16% 001-3201-1002 OVERTIME 81,579 90,664 85,000 85,000 85,000 0.00% 001-3201-1005 FEMA WAGES 0 5,071 0 0 0 001-3201-1006 DISCRETIONARY LEAVE 62,934 65,850 65,000 65,000 65,000 0.00% 001-3201-1009 SPECIAL EVENTS 45,232 34,600 45,000 45,000 50,000 11.11% 001-3201-2001 FICA 163,025 167,973 193,933 193,933 185,082 -4.56% 001-3201-2002 RETIREMENT [VRS] 332,784 339,671 311,574 311,574 296,780 -4.75% 001-3201-2005 HEALTHCARE 364,220 407,881 500,080 500,080 500,080 0.00% 001-3201-2006 GROUP LIFE INSURANCE 23,240 23,720 28,312 28,312 26,982 -4.70% 001-3201-2010 WORKERS COMPENSATION 76,658 77,453 77,000 77,000 77,000 0.00% 001-3201-2013 EDUCATION ASSISTANCE 2,416 7,716 8,000 8,000 8,000 0.00% 001-3201-2016 TRAINING 5,190 19,509 20,000 20,000 20,000 0.00% 001-3201-3001 PROFESSIONAL HEALTH SERVICES 12,128 16,731 23,000 23,000 23,000 0.00% 001-3201-3002 PROFESSIONAL SERVICES 23,581 31,368 35,000 35,000 35,000 0.00% 001-3201-30041 MAINTENANCE, VEHICLES 7,869 17,527 22,000 22,000 20,000 -9.09% 001-3201-30042 MAINTENANCE, BUILDINGS 14,043 26,713 18,000 18,000 18,000 0.00% 001-3201-30044 MAINTENANCE, POWERED EQUIPMENT 1,177 176 3,000 3,000 1,500 -50.00% 001-3201-3005 MAINTENANCE, SERVICE CONTRACTS 13,680 14,925 18,000 18,000 26,000 44.44% 001-3201-3007 ADVERTISING 445 0 550 550 550 0.00% 001-3201-3033 EXTERMINATING CONTRACT 0 515 700 700 700 0.00% 001-3201-5101 ELECTRICITY 23,272 22,054 25,000 25,000 24,000 -4.00% 001-3201-5102 HEATING 3,869 2,698 8,000 8,000 4,500 -43.75% 001-3201-5201 POSTAGE 192 353 300 300 300 0.00% 001-3201-5203 TELECOMMUNICATION 20,342 17,711 22,000 22,000 22,000 0.00% 001-3201-5204 RADIO 50,024 50,024 52,000 52,000 52,000 0.00% 001-3201-5301 BOILER INSURANCE 140 125 240 122 140 -41.67% 001-3201-5302 FIRE INSURANCE 3,094 3,009 3,200 3,342 3,400 6.25% 001-3201-5305 MOTOR VEHICLE INSURANCE 12,512 9,295 15,500 9,575 10,000 -35.48% 001-3201-5308 GENERAL LIABILITY 1,031 796 1,500 589 1,500 0.00% 001-3201-5401 OFFICE SUPPLIES 2,375 1,577 2,500 2,500 2,000 -20.00% 001-3201-5402 FOOD SERVICE / SUPPLIES 585 639 1,000 1,000 800 -20.00% 001-3201-5405 JANITORIAL SERVICES 3,922 4,353 4,500 4,500 4,500 0.00% 001-3201-5407 REPAIR & MAINTENANCE 2,201 1,847 10,000 10,000 3,000 -70.00% 001-3201-54081 CAR & TRUCK SUPPLIES 16,637 12,031 14,000 14,000 12,000 -14.29% 001-3201-54082 TIRES 11,063 8,000 10,000 10,000 10,000 0.00% 001-3201-54083 GAS & OIL 33,866 24,088 27,000 27,000 27,000 0.00% 001-3201-5410 UNIFORMS & APPAREL 12,103 13,301 15,000 15,000 14,000 -6.67% 001-3201-5411 BOOKS & SUBSCRIPTIONS 134 262 300 300 300 0.00% 001-3201-5413 OTHER OPERATING SUPPLIES 6,962 7,206 8,000 8,000 7,000 -12.50% 001-3201-5415 FIRE PREVENTION 7,038 3,746 8,000 8,000 8,000 0.00% 001-3201-5416 EMS SUPPLIES 0 0 0 0 20,000 0.00% 001-3201-5504 TRAVEL -CONVENTION & EDUCATION 35 656 1,000 1,000 1,000 0.00% 001-3201-5801 DUES & ASSOC. MEMBERSHIPS 659 889 1,000 1,000 1,000 0.00% 001-3201-7001 MACHINERY & EQUIPMENT 12,331 13,433 18,000 18,000 10,000 -44.44% 001-3201-7002 FURNITURE & FIXTURES 1,224 2,852 5,000 5,000 1,000 -80.00% 001-3201-7003 COMMUNICATIONS EQUIPMENT 6,147 0 10,000 10,000 10,000 0.00% 001-3201-7004 EQUIPMENT-SPECIAL PROGRAMS 17,891 36,955 0 0 0 0.00% 001-3201-7005 EQUIPMENT-EMS PROGRAMS 11,603 18,764 0 0 0 0.00% 001-3201-7006 EQUIPMENT-VA POWER FUNDS 24,196 26,925 30,000 30,000 30,000 0.00% TOTAL FIRE 3,556,563 3,734,705 4,087,257 4,080,445 3,937,484 -3.66%

D-51 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

VA PENINSULA REGIONAL JAIL 001-3301-3009 PURCHASE OF SERVICES 1,180,761 1,195,375 1,191,527 1,191,527 1,151,327 -3.37% TOTAL JAIL 1,180,761 1,195,375 1,191,527 1,191,527 1,151,327 -3.37%

MIDDLE PENINSULA JUVENILE DETENTION COMMISSION 001-3303-3009 PURCHASE OF SERVICES 62,434 78,031 100,000 80,000 80,000 -20.00% TOTAL JUVENILE DETENTION 62,434 78,031 100,000 80,000 80,000 -20.00%

GROUP HOME COMMISSION 001-3304-3009 PURCHASE OF SERVICES 79,889 76,258 78,851 78,851 84,494 7.16% TOTAL GROUP HOME COMMISSION 79,889 76,258 78,851 78,851 84,494 7.16%

COLONIAL COMMUNITY CORRECTIONS 001-3305-3009 PURCHASE OF SERVICES 9,533 9,533 9,533 9,533 12,415 30.23% TOTAL COLONIAL COMM. CORRECTIONS 9,533 9,533 9,533 9,533 12,415 30.23%

CODES COMPLIANCE 001-3401-1001 SALARIES 241,415 263,205 266,968 266,968 268,587 0.61% 001-3401-2001 FICA 17,854 19,340 20,423 20,423 20,547 0.61% 001-3401-2002 RETIREMENT [VRS] 40,175 44,158 37,243 37,243 37,469 0.61% 001-3401-2005 HEALTHCARE 31,750 48,708 52,592 52,592 52,592 0.00% 001-3401-2006 GROUP LIFE INSURANCE 2,806 3,084 3,463 3,463 3,484 0.61% 001-3401-2010 WORKERS COMPENSATION 3,030 3,055 3,030 2,631 3,030 0.00% 001-3401-2016 TRAINING 428 2,562 4,000 4,000 4,000 0.00% 001-3401-3002 PROFESSIONAL SERVICES 20 0 1,200 1,200 500 -58.33% 001-3401-3004 REPAIR & MAINTENANCE 0 0 300 300 300 0.00% 001-3401-30041 MAINTENANCE, CARS & TRUCKS 376 1,186 1,000 4,000 1,000 0.00% 001-3401-3006 PRINTING 401 429 800 500 500 -37.50% 001-3401-3007 ADVERTISING 170 244 500 500 500 0.00% 001-3401-3008 PUBLIC EDUCATION 254 316 500 500 500 0.00% 001-3401-5201 POSTAGE 388 493 800 500 600 -25.00% 001-3401-5203 TELECOMMUNICATION 4,354 5,287 3,700 3,700 3,700 0.00% 001-3401-5305 MOTOR VEHICLE INSURANCE 1,854 1,377 2,100 1,418 1,600 -23.81% 001-3401-5307 PUBLIC OFFICIAL LIABILITY 6,431 4,966 6,700 3,890 4,000 -40.30% 001-3401-5308 GENERAL LIABILITY 515 398 550 295 400 -27.27% 001-3401-5401 OFFICE SUPPLIES 1,891 1,321 1,800 1,418 1,300 -27.78% 001-3401-54081 CAR & TRUCK SUPPLIES 1,121 657 1,500 1,500 1,000 -33.33% 001-3401-54082 TIRES 0 154 500 500 500 0.00% 001-3401-54083 GAS & OIL 2,176 2,027 2,100 2,100 2,100 0.00% 001-3401-5410 UNIFORMS & APPAREL 800 1,091 1,100 1,100 1,000 -9.09% 001-3401-5411 BOOKS & SUBSCRIPTIONS 1,364 3,948 4,500 4,500 4,500 0.00% 001-3401-5413 OTHER OPERATING SUPPLIES 4,130 1,024 2,000 2,000 2,000 0.00% 001-3401-5415 ENFORCEMENT ACTION 514 1,679 5,000 5,000 5,000 0.00% 001-3401-5501 TRAVEL - MILEAGE 20 29 100 100 100 0.00% 001-3401-5504 TRAVEL - CONFERENCES 2,211 3,794 5,000 5,000 5,000 0.00% 001-3401-5801 DUES & ASSOC. MEMBERSHIPS 370 310 900 900 900 0.00% TOTAL CODES COMPLIANCE 366,818 414,842 430,369 428,241 426,709 -0.85%

ANIMAL CONTROL 001-3501-3009 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-52 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

ENGINEERING 001-4101-1001 SALARIES 155,047 160,861 162,693 162,693 165,858 1.95% 001-4101-2001 FICA 11,309 11,685 12,446 12,446 12,688 1.95% 001-4101-2002 RETIREMENT [VRS] 26,046 26,910 22,697 22,697 23,138 1.95% 001-4101-2005 HEALTHCARE 31,200 35,088 37,908 37,908 37,908 0.00% 001-4101-2006 GROUP LIFE INSURANCE 1,819 1,723 2,110 2,110 2,151 1.95% 001-4101-2010 WORKERS COMPENSATION 3,030 3,055 3,055 2,631 3,055 0.00% 001-4101-3002 PROFESSIONAL SERVICES 15,381 11,488 13,000 13,000 13,000 0.00% 001-4101-30041 MAINTENANCE, CARS & TRUCKS 849 1,272 300 300 600 100.00% 001-4101-3005 MAINTENANCE, SERVICE CONTRACTS 2,485 0 2,500 2,500 1,500 -40.00% 001-4101-3007 ADVERTISING 3,630 3,320 2,000 2,000 3,500 75.00% 001-4101-5201 POSTAGE 21 56 200 200 200 0.00% 001-4101-5203 TELECOMMUNICATION 3,032 3,038 3,000 2,800 3,200 6.67% 001-4101-5307 PUBLIC OFFICIAL LIABILITY 1,715 1,324 2,100 1,037 2,100 0.00% 001-4101-5308 GENERAL LIABILITY 344 265 450 196 450 0.00% 001-4101-5401 OFFICE SUPPLIES 1,789 438 1,250 1,250 1,250 0.00% 001-4101-54081 CAR & TRUCK SUPPLIES 559 370 1,000 1,000 700 -30.00% 001-4101-54083 GAS & OIL 2,177 1,854 1,800 1,800 2,000 11.11% 001-4101-5410 UNIFORMS & APPAREL 396 180 500 500 400 -20.00% 001-4101-5411 BOOKS & SUBSCRIPTIONS 0 0 150 150 150 0.00% 001-4101-5413 OTHER OPERATING SUPPLIES 642 1,818 1,200 1,200 1,200 0.00% 001-4101-5504 TRAVEL -CONVENTION & EDUCATION 0 224 400 400 400 0.00% 001-4101-5801 DUES & ASSOC. MEMBERSHIPS 155 45 250 250 250 0.00% 001-4101-7005 MOTOR VEHICLES & EQUIPMENT 0 189 200 200 200 0.00% TOTAL ENG / PUBLIC WORKS ADMIN. 261,626 265,203 271,209 269,268 275,899 1.73%

STREETS 001-4102-1001 SALARIES 319,292 220,836 250,043 250,043 263,580 5.41% 001-4102-1002 SALARIES - OVERTIME 7,686 3,786 4,000 4,000 4,000 0.00% 001-4102-2001 FICA 23,641 16,219 19,434 19,434 20,470 5.33% 001-4102-2002 RETIREMENT [VRS] 53,914 37,452 35,028 36,000 36,916 5.39% 001-4102-2005 HEALTHCARE 74,209 56,386 58,234 71,200 71,200 22.27% 001-4102-2006 GROUP LIFE INSURANCE 3,742 2,760 3,257 3,257 3,432 5.39% 001-4102-2010 WORKERS COMPENSATION 22,553 22,738 22,600 19,590 22,600 0.00% 001-4102-2016 TRAINING 200 25 500 500 500 0.00% 001-4102-30041 MAINTENANCE, CARS & TRUCKS 3,537 4,361 5,000 5,000 5,000 0.00% 001-4102-30044 MAINTENANCE, POWERED EQUIPMENT 654 0 500 500 500 0.00% 001-4102-30045 MAINTENANCE, SIGNS & ST. MARKING 49 0 2,000 2,000 2,000 0.00% 001-4102-30046 MAINTENANCE, TRAFFIC CONTROL 4,676 3,859 5,000 5,000 5,000 0.00% 001-4102-3005 MAINTENANCE, SERVICE CONTRACTS 93,032 96,607 100,000 100,250 105,000 5.00% 001-4102-3007 ADVERTISING 3,993 0 500 500 500 0.00% 001-4102-3008 LAUNDRY & DRY CLEANING 2,048 2,224 3,000 3,000 2,500 -16.67% 001-4102-5101 ELECTRICITY 206,890 199,128 210,000 205,000 208,000 -0.95% 001-4102-5201 POSTAGE 129 78 0 0 0 0.00% 001-4102-5203 TELECOMMUNICATION 1,692 1,746 2,100 2,100 2,100 0.00% 001-4102-5204 RADIO 540 540 0 0 0 0.00% 001-4102-5302 FIRE INSURANCE 1,031 1,003 1,000 1,114 1,200 20.00% 001-4102-5305 MOTOR VEHICLE INSURANCE 9,268 6,885 10,500 7,092 8,000 -23.81% 001-4102-5307 PUBLIC OFFICIAL LIABILITY 429 331 600 259 400 -33.33% 001-4102-5308 GENERAL LIABILITY 1,374 1,061 1,500 1,500 1,500 0.00% 001-4102-5401 OFFICE SUPPLIES 1,426 67 1,000 1,000 700 -30.00% 001-4102-5407 REPAIR & MAINTENANCE SUPPLIES 4,251 7,891 4,000 5,100 6,000 50.00% 001-4102-54081 CAR & TRUCK SUPPLIES 33,856 39,315 30,000 30,000 30,000 0.00% 001-4102-54082 TIRES 4,063 2,637 3,000 3,000 3,000 0.00% 001-4102-54083 GAS & OIL 22,838 14,552 16,800 16,800 16,800 0.00% 001-4102-54084 POWERED EQUIPMENT AND SUPPLIES 2,921 5,184 5,000 5,000 5,000 0.00% 001-4102-54085 SIGNS & ST MARKINGS SUPPLIES 4,762 8,293 8,000 8,000 8,000 0.00% 001-4102-5410 UNIFORMS & APPAREL 3,400 3,087 3,000 3,000 3,000 0.00% 001-4102-5411 BOOKS & SUBSCRIPTIONS 0 0 100 100 100 0.00% 001-4102-5413 OTHER OPERATING SUPPLIES 105,865 60,169 45,000 45,000 45,000 0.00% 001-4102-5504 TRAVEL - CONFERENCES 1,839 17 200 200 600 200.00% 001-4102-5801 DUES & ASSOC. MEMBERSHIPS 184 189 500 500 500 0.00% D-53 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

001-4102-7001 MACHINERY & EQUIPMENT 500 0 9,300 9,300 5,000 -46.24% 001-4102-7008 PEDESTRIAN IMPROVEMENTS 6,401 3,397 8,000 8,000 7,000 -12.50% 001-4102-7010 DRAINAGE-MAINTENANCE 9,132 395 0 0 0 0.00% 001-4102-8001 LEASE/RENT OF EQUIPMENT 0 0 500 500 500 0.00% TOTAL STREETS 1,036,017 823,218 869,195 872,839 895,599 3.04%

STORMWATER OPERATIONS 001-4103-1001 SALARIES 0 112,199 113,676 113,676 114,572 0.79% 001-4103-1002 SALARIES - OVERTIME 0 4,165 1,500 500 1,500 0.00% 001-4103-2001 FICA 0 8,346 8,811 8,811 8,880 0.78% 001-4103-2002 RETIREMENT [VRS] 0 18,981 15,858 16,100 15,983 0.79% 001-4103-2005 HEALTHCARE 0 27,104 28,395 31,900 31,900 12.34% 001-4103-2006 GROUP LIFE INSURANCE 0 1,313 1,474 1,474 1,486 0.79% 001-4103-3005 SERVICE CONTRACTS 0 3,436 4,600 4,600 4,600 0.00% 001-4103-54083 GAS & OIL 0 0 1,000 1,000 1,000 0.00% 001-4103-5413 OTHER OPERATING SUPPLIES 0 10,955 18,000 16,000 16,000 -11.11% 001-4103-7010 DRAINAGE MAINTENANCE 0 11,647 10,000 9,000 10,000 0.00% TOTAL STORMWATER OPERATIONS 0 198,146 203,316 203,062 205,921 1.28%

REFUSE COLLECTION 001-4203-3009 PURCH SVCS-JCSA-BULK WASTE 3,050 4,173 3,500 3,500 3,500 0.00% 001-4203-3031 GARBAGE COLLECTION 504,197 343,970 356,000 350,000 365,000 2.53% 001-4203-3032 RECYCLING PROGRAM 71,013 56,576 60,000 60,000 60,000 0.00% 001-4203-3033 HOUSEHOLD CHEMICALS 17,990 20,848 21,000 18,000 21,000 0.00% 001-4203-3034 COMPUTER RECYCLING 0 0 2,100 2,100 2,300 0.00% 001-4203-3035 GARBAGE - DUMPSTERS 21,182 21,994 23,400 22,000 24,000 2.56% 001-4203-5899 ADMINISTRATION FEE - VPPSA 10,000 10,250 10,500 10,500 10,500 0.00% TOTAL REFUSE COLLECTION 627,432 457,811 476,500 466,100 486,300 2.06%

BUILDINGS-FACILITIES MAINTENANCE 001-4307-1001 SALARIES 96,024 100,066 101,221 101,221 102,519 1.28% 001-4307-1002 SALARIES-OVERTIME 6,861 6,510 6,500 6,500 6,500 0.00% 001-4307-2001 FICA 7,602 7,844 8,241 8,241 8,340 1.20% 001-4307-2002 RETIREMENT [VRS] 16,127 16,743 14,121 14,121 14,302 1.28% 001-4307-2005 HEALTHCARE 15,600 17,544 18,948 18,948 18,948 0.00% 001-4307-2006 GROUP LIFE INSURANCE 1,126 1,169 1,313 1,313 1,330 1.28% 001-4307-2010 WORKERS COMPENSATION 3,030 3,055 3,050 3,050 3,050 0.00% 001-4307-2016 TRAINING 199 0 1,000 1,000 1,000 0.00% 001-4307-30042C MTCE-BLDG-COMM.CTR. 6,087 1,196 7,800 7,800 6,000 -23.08% 001-4307-30042M MTCE-BLDG-MUN. BLDG 49,927 17,640 10,000 10,000 10,000 0.00% 001-4307-30042O MTCE-BLDG-MISC. 7,831 2,985 7,000 7,000 5,000 -28.57% 001-4307-30042R MTCE-BLDG-RENTAL PROPERTIES 1,434 2,335 4,000 4,000 3,000 -25.00% 001-4307-30042S MTCE-BLDG-STRYKER 759 885 3,000 3,000 3,000 0.00% 001-4307-30042T MTCE-BLDG-TRAIN STATION 27,991 28,189 4,000 4,000 4,000 0.00% 001-4307-30042V MTCE-PGPG 10,774 13,129 4,000 4,000 4,000 0.00% 001-4307-30044C MTCE-POWER EQUIP-COMM.CTR 0 0 750 750 750 0.00% 001-4307-30044M MTCE-POWER EQUIP-MUN BLDG 0 0 1,750 1,750 1,750 0.00% 001-4307-30044O MTCE-POWER EQUIP-MISC. 0 0 750 750 750 0.00% 001-4307-30044S MTCE-POWER EQUIP-STRYKER 0 0 750 750 750 0.00% 001-4307-30044T MTCE-POWER EQUIP-TRAIN STATION 0 0 750 750 750 0.00% 001-4307-3005C SVC CONTRACTS-COMM.CTR. 30,165 28,781 28,000 28,000 30,000 7.14% 001-4307-3005M SVC CONTRACTS-MUN.BLDG. 49,533 52,422 54,000 54,000 53,000 -1.85% 001-4307-3005O SVC CONTRACTS-MISC. 890 1,810 4,000 4,000 2,000 -50.00% 001-4307-3005S SVC CONTRACTS-STRYKER 810 6,187 15,000 15,000 14,000 -6.67% 001-4307-3005T SVC CONTRACTS-TRAIN STATION 20,953 16,984 20,000 20,000 19,000 -5.00% 001-4307-3005V SERVICE CONTRACTS-PGPG 7,293 11,061 8,000 8,000 8,000 0.00% 001-4307-3008 LAUNDRY & DRY CLEANING 1,063 1,814 2,000 2,000 2,000 0.00% 001-4307-3033C EXTERM. CONTRACT-COMM.CTR. 0 0 500 500 500 0.00%

D-54 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

001-4307-3033M EXTERM. CONTRACT-MUN.BLDG. 0 0 500 500 500 0.00% 001-4307-3033R EXTERM. CONTRACT-RENTAL PROP. 0 0 500 500 500 0.00% 001-4307-3033S EXTERM. CONTRACT-STRYKER 0 0 500 500 500 0.00% 001-4307-3033T EXTERM. CONTRACT-TRAIN STATION 0 0 500 500 500 0.00% 001-4307-5101C ELECTRICITY-COMM. CTR. 7,561 6,957 9,000 9,000 8,000 -11.11% 001-4307-5101M ELECTRICITY-MUN.BLDG. 54,035 53,268 56,000 55,000 55,000 -1.79% 001-4307-5101O ELECTRICITY-OTHER 7,229 3,884 5,500 5,000 5,500 0.00% 001-4307-5101S ELECTRICITY-STRYKER 569 8,266 12,000 10,000 11,000 -8.33% 001-4307-5101T ELECTRICITY-TRAIN STATION 10,472 8,319 11,000 11,000 11,000 0.00% 001-4307-5102C GAS-COMMUNITY CENTER 2,394 1,844 2,500 2,500 2,500 0.00% 001-4307-5102S GAS-STRYKER 12 3,084 1,000 1,000 1,000 0.00% 001-4307-5203 TELECOMMUNICATION 1,698 2,247 2,000 2,000 2,400 20.00% 001-4307-5301C BOILER INSURANCE-COMM.CTR. 245 240 400 400 400 0.00% 001-4307-5301M BOILER INSURANCE-MUN.BLDG. 350 314 550 550 550 0.00% 001-4307-5301S BOILER INSURANCE-STRYKER 175 157 300 300 300 0.00% 001-4307-5301T BOILER INSURANCE-TRAIN STATION 350 314 550 550 550 0.00% 001-4307-5302 FIRE INSURANCE 1,031 1,003 1,100 1,100 1,100 0.00% 001-4307-5302C FIRE INSURANCE-COMM.CTR. 1,031 1,003 1,100 1,100 1,100 0.00% 001-4307-5302M FIRE INSURANCE-MUN.BLDG. 3,610 3,510 3,800 3,800 3,800 0.00% 001-4307-5302R FIRE INSURANCE-RENTAL PROPERTIES 1,546 1,504 1,600 1,600 1,600 0.00% 001-4307-5302S FIRE INSURANCE-STRYKER 1,546 1,504 1,600 1,600 1,600 0.00% 001-4307-5302T FIRE INSURANCE-TRAIN STATION 1,546 1,504 1,600 1,600 1,600 0.00% 001-4307-5308C GEN. LIABILITY-COMM.CTR. 344 265 550 550 550 0.00% 001-4307-5308M GEN. LIABILITY-MUN.BLDG. 687 531 900 900 900 0.00% 001-4307-5308O GEN. LIABILITY-OTHER 344 265 550 550 550 0.00% 001-4307-5308R GEN. LIABILITY-RENTAL PROPERTIES 172 133 320 320 320 0.00% 001-4307-5308S GEN. LIABILITY-STRYKER 344 265 550 550 550 0.00% 001-4307-5308T GEN. LIABILITY- TRAIN STATION 515 398 900 900 900 0.00% 001-4307-5308V GEN. LIABILITY-PGPG 344 265 550 550 550 0.00% 001-4307-5401 OFFICE SUPPLIES 505 237 300 300 300 0.00% 001-4307-5402 FOOD/COFFEE 2,162 2,069 2,500 2,300 2,500 0.00% 001-4307-5405 JANITORIAL SUPPLIES 428 710 800 800 800 0.00% 001-4307-5407C JANITORIAL SUPPLIES-COMM.CTR 1,026 724 1,000 1,000 1,000 0.00% 001-4307-5407M JANITORIAL SUPPLIES-MUN.BLDG. 1,575 724 1,500 1,300 1,500 0.00% 001-4307-5407O JANITORIAL SUPPLIES-OTHER 0 0 500 500 500 0.00% 001-4307-5407S JANITORIAL SUPPLIES-STRYKER 0 244 1,000 1,000 1,000 0.00% 001-4307-5407T JANITORIAL SUPPLIES-TRAIN STATION 1,027 635 1,000 1,000 1,000 0.00% 001-4307-5407V JANITORIAL SUPPLIES-PGPG 0 384 700 700 700 0.00% 001-4307-54081 CAR & TRUCK SUPPLIES 186 21 400 400 400 0.00% 001-4307-54082 TIRES 247 298 400 400 400 0.00% 001-4307-54083 GAS & OIL 602 536 600 600 700 16.67% 001-4307-5410 UNIFORMS & APPAREL 538 243 700 400 700 0.00% 001-4307-5413C OP. SUPPLIES-COMM.CTR. 39 141 500 500 500 0.00% 001-4307-5413M OP. SUPPLIES-MUN.BLDG. 1,433 2,436 1,500 1,500 1,500 0.00% 001-4307-5413O OP. SUPPLIES-OTHER 478 315 500 500 500 0.00% 001-4307-5413R OP. SUPPLIES-RENTAL PROPERTIES 963 907 500 500 500 0.00% 001-4307-5504 TRAVEL -CONVENTION & EDUCATION 75 0 200 200 200 0.00% 001-4307-7001 MACHINERY & EQUIPMENT 500 0 3,000 0 1,000 -66.67% 001-4307-7002 FURNITURE & FIXTURES 0 0 1,500 1,500 1,000 -33.33% 001-4307-7003 COMMUNICATIONS EQUIPMENT 0 0 500 500 500 0.00% 001-4307-7010C BUILDING-COMM.CTR. 500 609 5,000 5,000 4,000 -20.00% 001-4307-7010M BUILDING-MUN. BLDG. 972 2,462 2,500 2,500 2,500 0.00% 001-4307-7010O BUILDING-OTHER 5,695 7,067 7,000 7,000 8,000 14.29% 001-4307-7010S BUILDING-STRYKER 66 363 0 0 0 0.00% 001-4307-7010T BUILDING-TRAIN STATION 669 398 0 0 0 0.00% TOTAL MUNICIPAL CENTER 479,915 460,916 482,463 475,263 471,258 -2.32%

D-55 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

INFORMATION TECHNOLOGY ( I T ) 001-4308-1001 SALARIES 244,613 266,571 267,895 267,895 273,304 2.02% 001-4308-1003 PART-TIME SALARIES 0 0 25,000 25,000 0 0.00% 001-4308-2001 FICA 18,315 19,792 20,494 20,494 20,908 2.02% 001-4308-2002 RETIREMENT [VRS] 41,285 44,530 37,557 37,557 38,316 2.02% 001-4308-2005 HEALTHCARE 21,625 24,354 26,296 26,296 26,296 0.00% 001-4308-2006 GROUP LIFE INSURANCE 2,883 3,110 3,492 3,492 3,562 2.02% 001-4308-2010 WORKERS COMPENSATION 0 204 210 210 210 0.00% 001-4308-2016 TRAINING 3,500 3,500 3,000 2,500 2,500 -16.67% 001-4308-30042 MAINTENANCE-COMPUTERS 53,952 48,126 60,000 52,000 55,000 -8.33% 001-4308-30043 MAINTENANCE-VIDEO EQUIPMENT 20,104 19,818 10,000 10,000 10,000 0.00% 001-4308-30044 MAINTENANCE-MAPPING SYSTEM 53,066 67,547 60,000 60,000 60,000 0.00% 001-4308-30046 MAINTENANCE-PRINTERS 3,783 5,748 5,000 5,000 5,000 0.00% 001-4308-30047 MAINTENANCE-PHONES 8,453 7,905 5,000 2,500 2,500 -50.00% 001-4308-30048 MAINTENANCE-HARDWARE 31,652 19,897 35,500 35,000 35,500 0.00% 001-4308-30049 MAINTENANCE-SOFTWARE 77,248 84,825 114,500 114,500 158,300 38.25% 001-4308-3005 MTCE-COPIERS 10,243 10,509 12,000 11,000 11,000 -8.33% 001-4308-3009 PURCHASED SERVICES-JCC 5,050 5,050 8,500 8,500 8,500 0.00% 001-4308-5203 TELECOMMUNICATIONS 51,531 54,778 62,500 62,500 62,500 0.00% 001-4308-5401 OFFICE SUPPLIES 345 300 500 500 500 0.00% 001-4308-5413 OTHER OPERATING SUPPLIES 1,156 322 500 1,144 500 0.00% 001-4308-5504 TRAVEL-CONFERENCES 1,500 0 500 500 1,500 0.00% 001-4308-5801 DUES & ASSOC. MEMBERSHIPS 500 545 500 250 500 0.00% TOTAL INFORMATION TECHNOLOGY 650,804 687,431 758,944 746,838 776,396 2.30%

LANDSCAPING 001-4309-1001 SALARIES 219,077 231,125 235,302 235,302 236,425 0.48% 001-4309-1002 SALARIES - OVERTIME 0 0 500 500 500 0.00% 001-4309-1003 PART-TIME SALARIES 1,024 2,825 2,000 2,000 2,000 0.00% 001-4309-2001 FICA 15,711 16,485 18,192 18,192 18,278 0.47% 001-4309-2002 RETIREMENT [VRS] 37,060 39,056 32,913 33,240 33,070 0.48% 001-4309-2005 HEALTHCARE 59,031 71,466 77,177 77,177 77,177 0.00% 001-4309-2006 GROUP LIFE INSURANCE 2,587 2,716 3,060 3,060 3,075 0.48% 001-4309-2010 WORKERS COMPENSATION 4,041 4,074 4,060 3,508 4,060 0.00% 001-4309-2013 EDUCATION ASSISTANCE 3,836 4,669 5,500 5,500 5,500 0.00% 001-4309-2016 TRAINING 332 0 800 800 800 0.00% 001-4309-3002 PROFESSIONAL SERVICES 111,304 127,924 112,000 112,000 120,000 7.14% 001-4309-30041 MAINTENANCE, CARS & TRUCKS 602 1,116 1,000 1,000 1,000 0.00% 001-4309-30044 MAINTENANCE, POWERED EQUIPMENT 0 0 1,000 1,000 1,000 0.00% 001-4309-3005 MAINTENANCE, SERVICE CONTRACTS 477 0 200 200 200 0.00% 001-4309-3007 ADVERTISING 0 0 400 431 400 0.00% 001-4309-3008 LAUNDRY & DRY CLEANING 1,985 1,989 3,000 2,500 3,000 0.00% 001-4309-5203 TELECOMMUNICATION 1,538 1,899 1,500 1,500 1,500 0.00% 001-4309-5204 RADIO 0 0 300 300 300 0.00% 001-4309-5302 FIRE INSURANCE 1,031 1,003 1,000 1,114 1,200 20.00% 001-4309-5305 MOTOR VEHICLE INSURANCE 1,854 1,377 2,500 1,419 1,500 -40.00% 001-4309-5307 PUBLIC OFFICIAL LIABILITY 429 331 650 259 650 0.00% 001-4309-5308 GENERAL LIABILITY 515 398 700 295 700 0.00% 001-4309-5401 OFFICE SUPPLIES 47 134 200 200 200 0.00% 001-4309-5403 AGRICULTURAL SUPPLIES 26,241 29,081 25,000 25,000 26,000 4.00% 001-4309-54081 CAR & TRUCK SUPPLIES 6,500 2,911 5,000 5,000 4,000 -20.00% 001-4309-54082 TIRES 1,840 1,055 1,500 1,765 1,500 0.00% 001-4309-54083 GAS & OIL 9,057 6,846 8,800 7,200 8,800 0.00% 001-4309-54084 POWERED EQUIPMENT AND SUPPLIES 1,916 3,498 4,500 4,500 4,000 -11.11% 001-4309-5410 UNIFORMS & APPAREL 3,548 2,735 3,000 3,374 3,000 0.00% 001-4309-5411 BOOKS & SUBSCRIPTIONS 0 66 100 100 100 0.00% 001-4309-5413 OTHER OPERATING SUPPLIES 19,700 12,812 14,000 13,000 14,000 0.00%

D-56 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

001-4309-5418 LITTER CONTROL 5,444 5,503 5,500 5,500 5,500 0.00% 001-4309-5504 TRAVEL -CONVENTION & EDUCATION 863 1,654 500 500 500 0.00% 001-4309-5801 DUES & ASSOC. MEMBERSHIPS 0 240 100 100 100 0.00% 001-4309-7005 MOTOR VEHICLES & EQUIPMENT 640 6,122 14,000 6,000 8,000 -42.86% 001-4309-8001 LEASE / RENT OF EQUIPMENT 0 0 1,000 0 1,000 0.00% TOTAL LANDSCAPING 538,230 581,110 586,954 573,536 589,034 0.35%

PUBLIC HEALTH 001-5101-5601 LOCAL HEALTH DEPT 97,065 99,969 99,969 99,969 105,208 5.24% 001-5101-5602 OLDE TOWN HEALTH CLINIC 83,430 83,430 83,430 83,430 88,511 6.09% TOTAL PUBLIC HEALTH 180,495 183,399 183,399 183,399 193,719 5.63%

COMMUNITY SERVICES BOARD 001-5205-5602 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 001-5302-5701 GENERAL RELIEF-LOCAL CONTRIBUTION 610,000 610,000 610,000 610,000 610,000 0.00% 001-5302-5703 COMPREHENSIVE SERVICES ACT 91,060 99,842 99,842 99,842 99,842 0.00% 001-5302-5705 YOUTH & SENIOR INITIATIVES 30,000 30,000 30,000 30,000 30,000 0.00% 001-5302-5706 COMPREHENSIVE SVC ACT-ADMIN 5,691 5,691 5,691 5,691 5,691 0.00% 001-5302-5707 AT-RISK PREVENTION 15,000 15,000 15,000 15,000 15,000 0.00% 001-5302-5708 SUMMER YOUTH PROGRAM 35,000 35,000 35,000 35,000 35,000 0.00% 001-5302-5709 WHF GRANT PROGRAM 0 155,015 260,000 260,000 260,000 0.00% 001-5302-5710 LOCAL HOMELESSNESS PREVENTION 10,000 30,000 30,000 30,000 30,000 0.00% TOTAL PUBLIC ASSISTANCE 796,751 980,548 1,085,533 1,085,533 1,085,533 0.00%

PUBLIC ASSISTANCE - TRANSPORTATION 001-5305-30041 MAINTENANCE, CARS & TRUCKS 117 301 200 200 200 0.00% 001-5305-54081 CAR & TRUCK SUPPLIES 823 55 300 300 300 0.00% 001-5305-54082 TIRES 195 0 400 400 400 0.00% 001-5305-54083 GAS & OIL 2,150 1,731 1,800 1,800 1,800 0.00% TOTAL PUBLIC ASSIST.-TRANS. 3,285 2,087 2,700 2,700 2,700 0.00%

SCHOOL BOARD 001-6101-1001 SALARIES 11,000 11,000 11,000 11,000 14,150 28.64% 001-6101-2001 FICA 842 842 842 842 1,082 28.50% TOTAL SCHOOL BOARD 11,842 11,842 11,842 11,842 15,232 28.63%

JOINT SCHOOL OPERATIONS 001-6103-6001 SCHOOLS 7,434,698 7,292,845 7,832,238 7,832,238 8,065,507 2.98% 001-6103-6002 SALES TAX FOR EDUCATION 1,094,254 1,083,517 1,158,903 1,158,903 1,142,018 -1.46% TOTAL SCHOOL OPERATIONS 8,528,952 8,376,362 8,991,141 8,991,141 9,207,525 2.41%

D-57 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

RECREATION - ADMINISTRATION 001-7101-1001 SALARIES 195,806 152,046 196,791 196,791 121,978 -38.02% 001-7101-1003 PART-TIME SALARIES 35,749 31,449 65,000 65,000 50,000 -23.08% 001-7101-2001 FICA 17,396 13,651 20,027 20,027 13,156 -34.31% 001-7101-2002 RETIREMENT [VRS] 32,891 25,837 27,453 26,000 17,016 -38.02% 001-7101-2005 HEALTHCARE 27,650 25,488 33,588 15,000 15,000 -55.34% 001-7101-2006 GROUP LIFE INSURANCE 2,297 1,804 2,552 2,552 1,582 -38.02% 001-7101-2010 WORKERS COMPENSATION 2,020 2,037 2,050 1,754 1,754 -14.44% 001-7101-2016 TRAINING 721 552 1,000 800 1,000 0.00% 001-7101-3001 PROFESSIONAL HEALTH SERVICES 170 130 425 300 425 0.00% 001-7101-30041 MAINTENANCE, CARS & TRUCKS 55 18 400 200 400 0.00% 001-7101-30042 MAINTENANCE, BUILDINGS 30,123 24,534 42,000 40,000 10,000 -76.19% 001-7101-30043 MAINTENANCE, OFFICE EQUIPMENT 34 38 100 100 100 0.00% 001-7101-30044 MAINTENANCE, POWERED EQUIPMENT 535 550 600 600 1,000 66.67% 001-7101-3005 MAINTENANCE, SERVICE CONTRACTS 8,525 21,988 24,500 44,500 48,000 95.92% 001-7101-3007 ADVERTISING 0 2,192 1,000 1,000 1,000 0.00% 001-7101-3008 LAUNDRY & DRY CLEANING 191 76 250 250 250 0.00% 001-7101-3033 EXTERMINATING CONTRACT 994 1,230 1,200 1,200 1,500 25.00% 001-7101-5101 ELECTRICITY 31,784 32,543 38,000 35,000 33,000 -13.16% 001-7101-5102 HEATING 4,674 3,509 6,000 5,000 5,000 -16.67% 001-7101-5201 POSTAGE 19 49 400 200 400 0.00% 001-7101-5203 TELECOMMUNICATION 3,714 3,248 4,500 4,000 4,000 -11.11% 001-7101-5302 FIRE INSURANCE 5,157 5,014 5,200 5,570 5,600 7.69% 001-7101-5307 PUBLIC OFFICIAL LIABILITY 429 331 450 259 400 -11.11% 001-7101-5308 GENERAL LIABILITY 515 398 550 295 400 -27.27% 001-7101-5401 OFFICE SUPPLIES 1,041 1,306 1,600 1,600 1,100 -31.25% 001-7101-5405 JANITORIAL SUPPLIES 3,394 2,166 5,000 5,000 3,500 -30.00% 001-7101-5408 VEHICLE POWERED EQUIP.-SUPPLIES 0 175 100 100 100 0.00% 001-7101-5411 BOOKS & SUBSCRIPTIONS 58 0 100 100 100 0.00% 001-7101-5413 OTHER OPERATING SUPPLIES 2,529 1,160 3,000 3,000 2,000 -33.33% 001-7101-5501 TRAVEL - MILEAGE 0 0 50 50 50 0.00% 001-7101-5504 TRAVEL - CONFERENCES 1,850 0 2,000 1,000 3,000 50.00% 001-7101-5801 DUES & ASSOC. MEMBERSHIPS 450 500 500 500 800 60.00% TOTAL RECREATION - ADMIN. 410,771 354,019 486,387 477,748 343,612 -29.35%

D-58 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

RECREATION - PARKS 001-7102-1001 SALARIES 33,779 35,460 36,240 36,240 48,922 34.99% 001-7102-1003 PART-TIME SALARIES 104,314 111,009 118,600 118,600 118,600 0.00% 001-7102-2001 FICA 9,781 10,335 11,845 11,845 12,815 8.19% 001-7102-2002 RETIREMENT [VRS] 5,735 5,995 5,056 5,056 6,825 34.99% 001-7102-2005 HEALTHCARE 6,025 6,810 7,348 7,348 7,348 0.00% 001-7102-2006 GROUP LIFE INSURANCE 400 419 470 470 635 34.99% 001-7102-2010 WORKERS COMPENSATION 4,040 4,074 3,950 3,950 3,950 0.00% 001-7102-30042 MAINTENANCE, BUILDINGS 1,553 1,970 1,800 1,800 1,800 0.00% 001-7102-30044 MAINTENANCE, EQUIPMENT 1,898 1,520 2,500 2,500 2,500 0.00% 001-7102-3005 MAINTENANCE, SERVICE CONTRACTS 7,445 6,686 9,000 9,100 9,500 0.00% 001-7102-3006 PRINTING 1,449 355 2,000 2,000 1,000 -50.00% 001-7102-3007 ADVERTISING 13 89 500 500 500 0.00% 001-7102-5101 ELECTRICITY 4,631 4,140 5,000 4,200 4,200 -16.00% 001-7102-5203 TELECOMMUNICATION 3,635 4,018 3,600 3,800 3,800 5.56% 001-7102-5302 FIRE INSURANCE 1,547 1,504 1,550 1,671 1,700 9.68% 001-7102-5307 PUBLIC OFFICIAL LIABILITY 429 331 430 259 350 -18.60% 001-7102-5308 GENERAL LIABILITY 344 265 350 196 350 0.00% 001-7102-5401 OFFICE SUPPLIES 745 345 750 750 800 6.67% 001-7102-5403 AGRICULTURAL SUPPLIES 5,897 4,375 7,000 7,000 6,000 -14.29% 001-7102-5404 MEDICAL SUPPLIES 61 0 100 100 100 0.00% 001-7102-5405 JANITORIAL SUPPLIES 1,100 1,714 2,000 2,000 2,000 0.00% 001-7102-5407 REPAIR & MAINTENANCE SUPPLIES 1,973 1,790 2,500 2,500 2,000 -20.00% 001-7102-5408 VEHICLE POWERED EQUIP/SUPPLIES 0 0 250 250 250 0.00% 001-7102-54084 EQUIPMENT SUPPLIES 230 393 400 400 600 50.00% 001-7102-5410 UNIFORMS & APPAREL 458 624 1,000 1,000 1,000 0.00% 001-7102-5411 BOOKS & SUBSCRIPTIONS 0 0 50 50 50 0.00% 001-7102-5413 OTHER OPERATING SUPPLIES 2,734 3,133 4,000 4,000 3,500 -12.50% 001-7102-5414 MERCHANDISE FOR RESALE 7,079 7,098 8,200 8,200 8,200 0.00% 001-7102-5801 DUES & ASSOC. MEMBERSHIPS 140 0 150 150 300 100.00% 001-7102-7001 MACHINERY & EQUIPMENT 708 731 1,000 1,000 1,000 0.00% 001-7102-7005 MOTOR VEHICLES & EQUIPMENT 5,902 7,152 8,500 8,500 6,000 -29.41% 001-7102-8001 LEASE / RENT OF EQUIPMENT 2,213 2,171 2,500 2,500 3,000 20.00% TOTAL RECREATION - PARKS 216,258 224,506 248,640 247,936 259,596 4.41%

D-59 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

RECREATION - PROGRAMS 001-7104-1001 SALARIES 146,244 146,622 158,006 158,006 158,794 0.50% 001-7104-1003 PART-TIME SALARIES & WAGES 25,913 39,279 40,000 40,000 40,000 0.00% 001-7104-2001 FICA 17,751 19,009 15,147 15,147 15,208 0.40% 001-7104-2002 RETIREMENT [VRS] 24,112 21,346 22,043 22,043 22,153 0.50% 001-7104-2005 HEALTHCARE 14,723 18,245 13,012 33,650 33,650 158.61% 001-7104-2006 GROUP LIFE INSURANCE 1,667 1,461 2,049 2,049 2,060 0.50% 001-7104-2010 WORKERS COMPENSATION 8,586 8,656 8,600 8,600 8,600 0.00% 001-7104-3002 PROFESSIONAL SERVICES 132,108 139,236 198,000 198,000 160,000 -19.19% 001-7104-3004 REPAIR & MAINTENANCE 89 94 100 100 200 100.00% 001-7104-30041 MAINTENANCE, CARS & TRUCKS 39 0 300 300 300 0.00% 001-7104-30042 MAINTENANCE, BUILDINGS 5,602 7,589 9,500 9,500 8,000 -15.79% 001-7104-30043 MAINTENANCE, OFFICE EQUIPMENT 49 172 250 250 250 0.00% 001-7104-30044 MAINTENANCE, POWERED EQUIPMENT 104 239 500 500 500 0.00% 001-7104-3005 MAINTENANCE, SERVICE CONTRACTS 1,412 1,983 2,000 2,000 2,500 25.00% 001-7104-30051 MAINTENANCE, POOL CONTRACT 0 5,342 4,000 4,000 0 -100.00% 001-7104-3006 PRINTING 448 270 2,000 1,000 500 -75.00% 001-7104-3007 ADVERTISING 0 772 1,000 1,000 1,000 0.00% 001-7104-3008 LAUNDRY & DRY CLEANING 152 0 300 300 300 0.00% 001-7104-5101 ELECTRICITY 12,217 12,038 14,000 12,200 12,500 -10.71% 001-7104-5201 POSTAGE 120 97 100 100 100 0.00% 001-7104-5203 TELECOMMUNICATION 4,400 3,992 4,500 4,500 4,500 0.00% 001-7104-5301 BOILER INSURANCE 175 157 180 153 180 0.00% 001-7104-5302 FIRE INSURANCE 1,547 1,504 1,550 1,671 1,700 9.68% 001-7104-5305 MOTOR VEHICLE INSURANCE 1,390 1,033 1,400 1,064 1,200 -14.29% 001-7104-5307 PUBLIC OFFICIAL LIABILITY 429 331 440 259 350 -20.45% 001-7104-5308 GENERAL LIABILITY 344 265 350 196 350 0.00% 001-7104-5401 OFFICE SUPPLIES 256 554 600 600 650 8.33% 001-7104-5405 JANITORIAL SUPPLIES 1,624 1,914 3,000 3,000 2,500 -16.67% 001-7104-5407 REPAIR & MAINTENANCE SUPPLIES 463 379 500 500 800 60.00% 001-7104-5408 VEHICLE POWERED EQUIP.-SUPPLIES 0 0 250 250 250 0.00% 001-7104-54081 CAR & TRUCK SUPPLIES 701 469 850 850 850 0.00% 001-7104-54082 TIRES 0 0 1,200 1,200 600 -50.00% 001-7104-54083 GAS & OIL 4,232 2,737 4,800 3,200 3,500 -27.08% 001-7104-54084 EQUIPMENT SUPPLIES 39 216 300 362 500 66.67% 001-7104-5410 UNIFORMS & APPAREL 1,275 743 1,000 1,000 1,000 0.00% 001-7104-5411 BOOKS & SUBSCRIPTIONS 0 0 50 50 50 0.00% 001-7104-5412 RECREATIONAL SUPPLIES 6,496 11,618 11,000 11,000 9,000 -18.18% 001-7104-5413 OTHER OPERATING SUPPLIES 5,903 5,372 8,150 8,150 6,650 -18.40% 001-7104-5501 TRAVEL -MILEAGE 1,025 1,108 2,000 1,500 2,000 0.00% 001-7104-5801 DUES & ASSOC. MEMBERSHIPS 210 210 210 210 400 90.48% 001-7104-7001 MACHINERY & EQUIPMENT 13,496 9,291 17,000 17,000 13,000 -23.53% 001-7104-7005 MOTOR VEHICLES & EQUIPMENT 450 0 500 500 500 0.00% 001-7104-8001 LEASE/RENT OF EQUIPMENT 9,802 10,419 12,000 12,000 10,000 -16.67% TOTAL RECREATION - PLAYGROUNDS 445,593 474,762 562,737 577,960 527,144 -6.32%

D-60 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

CEMETERY 001-7108-1001 SALARIES 36,363 37,944 38,383 38,383 38,392 0.02% 001-7108-1002 SALARIES - OVERTIME 2,324 1,263 500 500 500 0.00% 001-7108-2001 FICA 2,756 2,772 2,975 2,975 2,975 0.02% 001-7108-2002 RETIREMENT [VRS] 6,100 6,349 5,355 5,355 5,356 0.02% 001-7108-2005 HEALTHCARE 10,692 12,024 12,986 12,986 12,986 0.00% 001-7108-2006 GROUP LIFE INSURANCE 426 443 498 249 498 0.02% 001-7108-2010 WORKERS COMPENSATION 1,010 1,018 1,030 877 1,030 0.00% 001-7108-30044 MAINTENANCE, EQUIPMENT 23 0 500 500 500 0.00% 001-7108-3005 MAINTENANCE, SERVICE CONTRACTS 0 406 400 400 400 0.00% 001-7108-3008 LAUNDRY & DRY CLEANING 218 221 400 300 400 0.00% 001-7108-5101 ELECTRICITY 534 470 400 400 500 25.00% 001-7108-5203 TELECOMMUNICATION 1,732 1,951 1,800 1,800 1,800 0.00% 001-7108-5307 PUBLIC OFFICIAL LIABILITY 429 331 500 259 500 0.00% 001-7108-5403 AGRICULTURAL SUPPLIES 72 0 300 300 300 0.00% 001-7108-54082 TIRES 0 0 100 100 100 0.00% 001-7108-54083 GAS & OIL 69 50 120 100 120 0.00% 001-7108-54084 EQUIPMENT SUPPLIES 151 210 500 500 500 0.00% 001-7108-5413 OTHER OPERATING SUPPLIES 2,201 1,264 1,700 1,700 1,800 5.88% 001-7108-7006 REPURCHASE OF CEMETERY LOTS 600 800 1,000 1,000 1,000 0.00% TOTAL CEMETERY 65,700 67,516 69,446 68,683 69,657 0.30%

REGIONAL LIBRARY 001-7302-5413 BUILDINGS-GROUNDS-MAINTENANCE 900 1,000 1,000 1,000 1,000 0.00% 001-7302-6002 REGIONAL LIBRARY-CONTRACT 826,266 841,160 841,160 841,160 859,699 2.20% TOTAL REGIONAL LIBRARY 827,166 842,160 842,160 842,160 860,699 2.20%

PLANNING 001-8101-1001 SALARIES 316,154 343,475 327,931 324,000 281,473 -14.17% 001-8101-2001 FICA 23,225 25,079 25,087 24,800 21,533 -14.17% 001-8101-2002 RETIREMENT [VRS] 53,112 54,884 45,748 45,748 39,267 -14.17% 001-8101-2005 HEALTHCARE 33,674 41,478 44,820 34,000 34,000 -24.14% 001-8101-2006 GROUP LIFE INSURANCE 3,709 3,833 4,253 4,253 3,651 -14.17% 001-8101-2010 WORKERS COMPENSATION 808 814 810 810 810 0.00% 001-8101-2016 TRAINING 1,966 3,908 6,000 6,000 6,000 0.00% 001-8101-3002 PROFESSIONAL SERVICES 24,384 8,572 10,000 10,000 0 -100.00% 001-8101-3004 REPAIR & MAINTENANCE 26 0 100 100 100 0.00% 001-8101-30041 MAINTENANCE, CARS & TRUCKS 255 350 750 750 750 0.00% 001-8101-3006 PRINTING 831 908 2,000 2,300 2,300 15.00% 001-8101-3007 ADVERTISING 8,319 7,277 7,500 7,500 7,500 0.00% 001-8101-5201 POSTAGE 993 956 1,200 1,200 1,200 0.00% 001-8101-5203 TELECOMMUNICATION 5,670 5,713 6,200 5,000 6,200 0.00% 001-8101-5305 MOTOR VEHICLE INSURANCE 695 516 900 531 600 -33.33% 001-8101-5307 PUBLIC OFFICIAL LIABILITY 6,431 4,966 7,500 3,890 5,000 -33.33% 001-8101-5308 GENERAL LIABILITY 344 265 400 196 300 -25.00% 001-8101-5401 OFFICE SUPPLIES 965 698 2,500 2,500 2,500 0.00% 001-8101-54081 CAR & TRUCK SUPPLIES 97 13 150 1,100 1,200 700.00% 001-8101-54082 TIRES 0 0 150 0 150 0.00% 001-8101-54083 GAS & OIL 542 403 600 400 600 0.00% 001-8101-5411 BOOKS & SUBSCRIPTIONS 3,470 113 500 400 500 0.00% 001-8101-5413 OTHER OPERATING SUPPLIES 1,365 2,127 1,800 2,000 2,000 11.11% 001-8101-5501 TRAVEL - MILEAGE 117 0 400 200 400 0.00% 001-8101-5504 TRAVEL - CONFERENCES 3,207 4,911 6,000 6,000 6,000 0.00% 001-8101-5505 AWARD PROGRAMS 77 1,027 1,000 750 750 -25.00% 001-8101-5507 NEIGHBORHOOD ENHANC. PROG. 4,536 4,149 5,000 5,000 7,500 50.00% 001-8101-5801 DUES & ASSOC. MEMBERSHIPS 1,553 2,154 2,500 1,500 2,500 0.00% 001-8101-7001 MACHINERY & EQUIPMENT 0 0 500 500 500 0.00% TOTAL PLANNING 496,525 518,589 512,299 491,428 435,283 -15.03%

D-61 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

CONTRIBUTIONS TO OTHER ENTITIES 001-8102-5604 TNCC-SITE IMPROVEMENTS 7,864 8,222 7,716 7,716 7,632 -1.09% 001-8102-56041 TNCC-WORKFORCE CENTER RENT 2,380 2,451 2,525 2,525 2,600 2.97% 001-8102-56043 TNCC-PEN. WORKFORCE LEASE 10,500 10,500 10,500 10,500 10,500 0.00% 001-8102-56045 CHILD DEV. RESOURCES 0 5,000 5,000 5,000 5,000 0.00% 001-8102-56047 VA ARTS FESTIVAL 50,000 50,000 50,000 50,000 55,000 10.00% 001-8102-56048 VIRGINIANS FOR HIGH SPEED RAIL 4,500 4,500 4,500 4,500 4,500 0.00% 001-8102-56049 WMSBG AREA DESTINATION MKTG 1,122,632 1,130,176 1,130,000 1,130,000 1,130,000 0.00% 001-8102-5604A HAMPTON RDS PLAN. DIST. COMM 11,602 11,914 12,051 12,051 11,888 -1.35% 001-8102-5604B WMSBG CHAMBER/TOURISM ALLIANCE 650,000 750,000 800,000 800,000 800,000 0.00% 001-8102-5604C COMMUNITY ACTION AGENCY 17,585 17,585 21,102 21,102 21,102 0.00% 001-8102-5604D LITERACY FOR LIFE 1,000 1,000 1,000 1,000 1,000 0.00% 001-8102-5604E PENINSULA AGENCY ON AGING 10,679 10,658 11,022 11,022 11,022 0.00% 001-8102-5604G COMMUNITY SERVICES COALITION 5,000 7,500 7,500 7,500 7,500 0.00% 001-8102-5604H WILLIAMSBURG AREA TRANSPORT 300,775 309,798 340,778 340,778 375,975 10.33% 001-8102-5604I HOSPICE OF WILLIAMSBURG 5,000 6,000 6,500 6,500 7,000 7.69% 001-8102-5604J COLONIAL WMSBG FOUNDATION 1,300,000 1,300,000 1,300,000 1,300,000 1,300,000 0.00% 001-8102-5604K AVALON 18,700 19,000 19,000 19,000 19,000 0.00% 001-8102-5604L ARC OF GREATER WILLIAMSBURG 0 0 0 0 1,500 0.00% 001-8102-5604M PENINSULA COUNCIL WORK. DEV. 5,947 5,947 5,947 5,947 5,947 0.00% 001-8102-5604N NN AIRPORT-AIR SERVICE FUND 4,245 5,627 5,627 5,627 5,627 0.00% 001-8102-5604P COLONIAL CASA 6,000 6,000 6,000 6,000 6,000 0.00% 001-8102-5604R HERITAGE HUMANE SOCIETY 14,000 15,000 19,667 19,667 19,667 0.00% 001-8102-5604S VA COOP. EXT. - MASTER GARDENERS 0 0 5,451 5,451 5,602 0.00% 001-8102-5604T PEN. CENTER FOR INDEP. LIVING 900 0 0 0 0 0.00% 001-8102-5604X HISTORIC TRIANGLE SENIOR CENTER 0 0 0 0 0 0.00% 001-8102-5604Y FARMERS MARKET 3,800 3,800 3,800 3,800 3,800 0.00% 001-8102-5604Z WMSBG LAND CONSERVANCY 5,000 5,000 5,000 5,000 5,000 0.00% 001-8102-5605 PEN. COMM. ON HOMELESSNESS 2,759 2,759 2,759 2,759 2,759 0.00% 001-8102-5609 WMSBG HOTEL & MOTEL ASSOCIATION 0 0 10,000 10,000 10,000 0.00% 001-8102-5610 VA SYMPHONY-MATOAKA CONCERT 6,000 6,000 6,000 6,000 6,000 0.00% 001-8102-5611 KINGSMILL CHAMPIONSHIP 15,000 15,000 15,000 15,000 15,000 0.00% 001-8202-5604 COLONIAL SOIL & WATER CONSERV. 2,655 3,500 3,500 3,500 3,500 0.00% 001-8202-5604B THIS CENTURY GALLERY 16,700 17,718 0 0 0 0.00% 001-8202-5605A HAMPTON RDS ECON. DEV. ALLIANCE 11,857 0 0 0 0 0.00% 001-8202-5605E FEDERAL FACILITIES ALLIANCE 7,252 7,447 7,532 7,532 7,430 0.00% 001-8202-5605G GREATER WILLIAMSBURG PARTNERSHIP 0 14,446 14,310 14,310 14,117 0.00% 001-8202-5606 HISTORIC TRIANGLE COLLABORATIVE 6,500 6,200 0 0 0 0.00% 001-8202-5607 WILLIAMSBURG FAITH IN ACTION 0 2,500 5,000 5,000 5,000 0.00% TOTAL CONTRIBUTIONS 3,626,832 3,761,248 3,844,787 3,844,787 3,886,668 1.09%

D-62 CITY OF WILLIAMSBURG GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

ARTS COMMISSION 001-8102-5605A WILLIAMSBURG SYMPHONIA 11,000 12,000 15,000 15,000 16,000 6.67% 001-8102-5605B VIRGINIA SYMPHONY 9,000 4,600 7,500 7,500 8,000 6.67% 001-8102-5605C WMSBG WOMENS CHORUS INC 2,100 1,800 2,000 2,000 2,000 0.00% 001-8102-5605D TIDEWATER CLASSIC GUITAR 0 1,400 1,400 1,400 1,500 7.14% 001-8102-5605E VIRGINIA CHORAL SOCIETY 0 0 0 0 0 0.00% 001-8102-5605F WILLIAMSBURG CHORAL GUILD 4,800 2,400 4,800 4,800 5,000 4.17% 001-8102-5605G WILLIAMSBURG CONSORT 2,000 2,750 2,750 2,750 0 -100.00% 001-8102-5605H MAGIC OF HARMONY SHOW CHORUS 500 500 0 0 250 0.00% 001-8102-5605I VIRGINIA OPERA 7,500 7,500 8,000 8,000 8,200 2.50% 001-8102-5605J WILLIAMSBURG YOUTH ORCHESTRA 3,750 4,000 4,000 4,000 4,100 2.50% 001-8102-5605K WILLIAMSBURG PLAYERS 6,000 7,500 10,000 10,000 10,000 0.00% 001-8102-5605L VIRGINIA REPERTORY THEATRE 0 1,500 1,500 1,500 1,600 6.67% 001-8102-5605M YOUNG AUDIENCES 4,250 4,250 5,000 5,000 4,600 -8.00% 001-8102-5605N VA SHAKESPEARE FESTIVAL 7,500 8,000 8,000 8,000 0 -100.00% 001-8102-5605O INSTITUTE FOR DANCE 3,000 3,000 3,000 3,000 2,700 -10.00% 001-8102-5605P LYRIC OPERA VIRGINIA 350 0 0 0 0 0.00% 001-8102-5605R WMSBG CONTEMPORARY ART CENTER 10,000 12,000 12,000 12,000 11,400 -5.00% 001-8102-5605S CHESAPEAKE BAY WIND ENSEMBLE 450 500 450 450 500 11.11% 001-8102-5605T AN OCCASION FOR THE ARTS 7,000 7,950 10,500 10,500 11,700 11.43% 001-8102-5605U WHRO - TV 2,500 2,500 1,750 1,750 2,600 48.57% 001-8102-5605V CULTURAL ALLIANCE 800 800 750 750 700 -6.67% 001-8102-5605W NATIONAL STORYTELLING NETWORK 1,100 0 0 0 0 0.00% 001-8102-5605X W A A C - ADMIN EXPENSES 505 722 1,000 1,000 1,000 0.00% 001-8102-5605Y CULTUREFIX 0 0 0 0 6,650 0.00% 001-8102-5605Z FIRST NIGHT OF WILLIAMSBURG 9,000 9,000 10,000 10,000 9,600 -4.00% 001-8102-5606 WILLIAMSBURG MUSIC CLUB 1,500 2,000 2,000 2,000 2,500 25.00% 001-8102-5606B PANGLOSSIAN PRODUCTION INC 0 0 3,500 3,500 3,500 0.00% 001-8102-5606C STAGELIGHTS 2,000 2,500 2,000 2,000 2,400 20.00% 001-8102-5606D CELEBRATE YORKTOWN COMMITTEE 550 750 1,000 1,000 2,200 120.00% 001-8102-5606E GLOBAL FILM FESTIVAL-W & M 6,000 3,000 8,650 8,650 8,600 -0.58% 001-8102-5606F WMSBG BOOK FESTIVAL 0 0 800 800 1,000 25.00% 001-8102-5606G COMM. ALLIANCE FOR PERF. ARTS 0 0 1,000 1,000 0 -100.00% 001-8102-5606H OPERA IN WILLIAMSBURG 0 5,500 10,000 10,000 10,500 5.00% 001-8102-5606J VA ARTS FESTIVAL 7,500 7,500 7,000 7,000 7,500 7.14% 001-8102-5606N FLUTE FRENZY 1,700 3,597 3,000 3,000 3,000 0.00% 001-8102-5606O VIRGINIA STAGE COMPANY 0 0 0 0 0 0.00% 001-8102-5606P ACCORDIAN RENAISSANCE 0 1,200 1,200 1,200 1,400 16.67% 001-8102-5606Q WRL FOUNDATION 0 0 0 0 0 0.00% 001-8102-5606R ART AT THE RIVER 500 1,000 1,500 1,500 1,700 13.33% 001-8102-5606S AURA CURIATLAS PHYSICAL THEATRE 0 0 1,750 1,750 2,000 14.29% 001-8102-5606T ON THE HILL GALLERY 0 0 500 500 0 -100.00% 001-8102-5606U VIRGINIA CHORALE 1,200 0 0 0 0 0.00% 001-8102-5606V ARC OF GREATER WILLIAMSBURG 0 2,000 1,700 1,700 0 -100.00% 001-8102-5606X VA REGIONAL BALLET 5,500 6,000 5,000 5,000 5,600 12.00% TOTAL ARTS COMMISSION 119,555 129,719 160,000 160,000 160,000 0.00%

TOTAL GENERAL FUND EXPENDITURES 32,822,243 33,215,326 35,435,220 35,233,563 35,951,196 1.46%

D-63 CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

REVENUES:

010-0610-1101 WATER SERVICE $4,535,561 $4,572,661 $4,761,000 $4,600,000 $4,623,000 -2.90% 010-0610-1101A SEWER SERVICE 1,955,990 1,868,382 1,800,000 1,850,000 1,850,000 2.78% 010-0610-1102 WATER CONNECTIONS 2,400 1,600 2,400 2,400 2,400 0.00% 010-0610-11021 HRSD TAP FEES 64,635 83,380 55,000 80,000 80,000 45.45% 010-0610-1102A SEWER CONNECTIONS 1,600 2,400 1,000 2,400 1,000 0.00% 010-0610-1103 PENALTIES - WATER & SEWER 20,332 25,663 18,000 18,000 18,000 0.00% 010-0610-1110 OTHER SOURCES 17,270 104,193 10,000 30,000 10,000 0.00% 010-0610-1111 INTEREST EARNINGS 28,353 29,570 29,000 29,000 29,000 0.00% 010-0610-1118 WATER TANK-ANTENNA CONTRACTS 165,794 169,994 169,000 169,994 169,994 0.59% 010-0610-1120 WATER & SEWER AVAILABILITY 362,000 507,000 160,000 300,000 300,000 87.50% 010-0610-1122 TRANSFER - CAPITAL PROJECTS -983,774 -1,225,607 -344,875 -657,601 -291,174 -15.57% TOTAL UTILITY FUND REVENUES $6,170,161 $6,139,236 $6,660,525 $6,424,193 $6,792,220 1.98%

EXPENSES ADMINISTRATION 010-1900-1001 SALARIES $251,982 $227,352 $340,480 $260,000 $335,832 -1.37% 010-1900-2001 FICA 18,255 17,414 26,047 19,000 25,691 -1.37% 010-1900-2002 RETIREMENT [VRS] 21,444 38,123 48,726 32,100 48,079 -1.33% 010-1900-2005 HEALTHCARE 18,075 17,589 22,680 21,200 21,200 -6.53% 010-1900-2006 GROUP LIFE INSURANCE 3,041 2,662 4,421 3,400 4,361 -1.36% 010-1900-2010 WORKERS COMPENSATION 3,030 3,055 3,050 2,631 3,000 -1.64% 010-1900-2011 CAR ALLOWANCE 7,200 7,200 7,200 3,600 7,200 0.00% 010-1900-2012 CONTINGENCY - PAY PLAN 0 0 0 0 52,000 0.00% 010-1900-3002 PROFESSIONAL SERVICE-OTHER 12,510 16,530 13,500 13,500 15,000 11.11% 010-1900-3006 PRINTING 320 296 500 500 500 0.00% 010-1900-3007 ADVERTISING 0 631 500 500 500 0.00% 010-1900-5201 POSTAGE 7,660 7,427 6,500 6,500 6,500 0.00% 010-1900-5203 TELECOMMUNICATION 3,166 3,015 3,100 3,100 3,100 0.00% 010-1900-5204 RADIO 360 360 550 550 550 0.00% 010-1900-5302 FIRE 516 501 550 550 550 0.00% 010-1900-5305 MOTOR VEHICLE 1,390 1,033 1,900 1,900 1,900 0.00% 010-1900-5401 OFFICE SUPPLIES 2,448 2,287 2,500 2,500 2,500 0.00% 010-1900-54081 CAR & TRUCK SUPPLIES 351 118 500 500 500 0.00% 010-1900-54083 GAS & OIL 69 50 100 100 100 0.00% 010-1900-5411 BOOKS & SUBSCRIPTIONS 0 0 200 200 200 0.00% 010-1900-5413 OTHER OPERATING SUPPLIES 1,068 1,989 2,500 2,500 2,500 0.00% 010-1900-5504 TRAVEL (CONVENTION & EDUCATION) 921 1,456 550 550 2,000 263.64% 010-1900-5801 DUES & SUBSCRIPTIONS 115 85 600 600 600 0.00% 010-1900-7002 FURNITURE & FIXTURES 0 0 500 500 500 0.00% 010-1900-7005 MOTOR VEHICLES & EQUIPMENT 0 0 1,000 1,000 1,000 0.00% 010-1900-7008 OVERHEAD CHARGES 654,481 641,312 650,000 650,000 650,000 0.00% 010-1900-7009 DEPRECIATION EXPENSE 786,210 799,906 800,000 800,000 800,000 0.00% TOTAL ADMINISTRATION $1,794,612 $1,790,391 $1,938,154 $1,827,481 $1,985,864 2.46%

D-64 CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

WATER TREATMENT 010-1910-1001 SALARIES $504,173 $539,857 $559,453 $545,000 $560,079 0.11% 010-1910-1002 SALARIES - OVERTIME 6,210 4,103 1,000 5,400 1,000 0.00% 010-1910-1006 DISCRETIONARY LEAVE 8,245 6,821 7,000 7,000 7,000 0.00% 010-1910-2001 FICA 35,900 37,627 43,410 42,000 43,458 0.11% 010-1910-2002 RETIREMENT [VRS] 45,905 74,953 78,448 74,000 78,532 0.11% 010-1910-2005 HEALTHCARE 81,642 93,060 100,492 102,000 102,000 1.50% 010-1910-2006 GROUP LIFE INSURANCE 4,967 5,234 7,294 6,500 7,301 0.11% 010-1910-2010 WORKERS COMPENSATION 11,616 11,712 11,616 10,086 11,000 -5.30% 010-1910-2016 TRAINING 3,639 2,617 5,000 3,000 3,000 -40.00% 010-1910-3002 PROFESSIONAL SERVICE-OTHER 30,941 23,349 28,000 28,000 28,000 0.00% 010-1910-3004 REPAIR & MAINTENANCE 5,798 7,133 7,000 7,000 7,000 0.00% 010-1910-30041 MAINTENANCE, CARS & TRUCKS 0 933 500 3,100 1,000 100.00% 010-1910-30042 MAINTENANCE, BUILDING 900 5,116 5,000 5,000 5,000 0.00% 010-1910-30044 MAINTENANCE, POWERED EQUIPMENT 203 3,498 7,000 3,000 7,000 0.00% 010-1910-3005 MAINTENANCE, SERVICE CONTRACTS 2,460 3,047 3,000 2,000 3,000 0.00% 010-1910-3007 ADVERTISING 0 146 750 750 750 0.00% 010-1910-5101 ELECTRICITY 103,097 94,180 114,000 95,000 114,000 0.00% 010-1910-5201 POSTAGE 507 641 1,500 800 1,500 0.00% 010-1910-5203 TELECOMMUNICATION 911 1,757 1,500 1,500 1,500 0.00% 010-1910-5204 RADIO 0 0 150 0 150 0.00% 010-1910-5301 BOILER 350 314 480 305 480 0.00% 010-1910-5302 FIRE 4,126 4,012 4,300 4,456 4,300 0.00% 010-1910-5305 MOTOR VEHICLES 463 344 650 650 650 0.00% 010-1910-5308 GENERAL LIABILITY 8,245 6,366 12,000 4,712 6,000 -50.00% 010-1910-5401 OFFICE SUPPLIES 618 1,005 1,700 1,500 1,500 -11.76% 010-1910-5404 MEDICAL & LAB SUPPLIES 5,418 5,559 6,200 6,200 6,200 0.00% 010-1910-5405 JANITORIAL SUPPLIES 3,538 1,199 2,500 2,500 2,500 0.00% 010-1910-5407 REPAIR & MAINTENANCE SUPPLIES 26,926 14,357 26,000 26,000 26,000 0.00% 010-1910-54081 CAR AND TRUCK SUPPLIES 1,060 1,576 600 600 600 0.00% 010-1910-54082 TIRES 0 575 200 200 200 0.00% 010-1910-54083 GAS AND OIL 3,360 1,271 2,000 2,000 2,000 0.00% 010-1910-54084 POWERED EQUIPMENT SUPPLIES 0 0 1,000 1,000 1,000 0.00% 010-1910-54086 GENERATOR FUEL 0 812 4,000 2,000 2,000 -50.00% 010-1910-5410 UNIFORMS & WEARING APPAREL 2,806 2,032 3,500 3,000 3,000 -14.29% 010-1910-5411 BOOKS & SUBSCRIPTIONS 0 0 400 400 400 0.00% 010-1910-5413 OTHER OPERATING SUPPLIES/CHEMICA 212,859 130,222 257,500 257,500 257,500 0.00% 010-1910-5504 TRAVEL (CONVENTION & EDUCATION) 255 198 750 750 750 0.00% 010-1910-5651 TAXES 0 0 72,000 0 72,000 0.00% 010-1910-5801 DUES & ASSOCIATION MEMBERSHIPS 872 0 200 200 200 0.00% 010-1910-7002 FURNITURE & FIXTURES 282 7,265 5,000 5,000 5,000 0.00% 010-1910-7005 MOTOR VEHICLES & EQUIPMENT 0 2,875 10,000 10,000 10,000 0.00% 010-1910-7007 ADP EQUIPMENT 2,437 8,032 6,000 17,000 12,000 100.00% TOTAL WATER TREATMENT $1,120,729 $1,103,798 $1,399,092 $1,287,109 $1,396,551 -0.18%

D-65 CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

WATER SYSTEM 010-1920-1001 SALARIES $224,451 $214,057 $261,007 $251,000 $251,514 -3.64% 010-1920-1002 SALARIES - OVERTIME 8,353 8,883 9,000 9,000 9,000 0.00% 010-1920-1003 PART-TIME SALARIES 0 0 2,000 2,000 2,000 0.00% 010-1920-2001 FICA 16,743 16,129 20,809 19,500 20,082 -3.49% 010-1920-2002 RETIREMENT [VRS] 19,812 38,427 36,507 35,000 35,169 -3.67% 010-1920-2005 HEALTHCARE 52,825 63,105 68,148 95,000 95,000 39.40% 010-1920-2006 GROUP LIFE INSURANCE 2,677 2,686 3,394 3,200 3,270 -3.67% 010-1920-2010 WORKERS COMPENSATION 8,081 8,147 8,100 7,016 8,100 0.00% 010-1920-2016 TRAINING 1,100 1,186 900 900 900 0.00% 010-1920-3002 PROFESSIONAL SERVICE OTHER 9,038 15,274 12,000 12,000 14,000 16.67% 010-1920-30041 MAINTENANCE, CARS AND TRUCKS 1,457 4,575 2,000 4,000 4,000 100.00% 010-1920-30044 MAINTENANCE, POWERED EQUIPMENT 1,166 0 1,000 1,000 1,000 0.00% 010-1920-30045 MAINTENANCE, WATER METERS 4,649 8,851 4,000 4,000 5,000 25.00% 010-1920-3005 MAINTENANCE, SERVICE CONTRACTS 686 300 2,000 2,000 2,000 0.00% 010-1920-3008 LAUNDRY & DRY CLEANING 2,463 3,165 4,000 4,000 4,000 0.00% 010-1920-3010 STATE WATERWORKS ASSESSMENT 12,425 12,425 13,000 13,000 13,000 0.00% 010-1920-5201 POSTAGE 2,459 2,604 2,600 2,600 2,600 0.00% 010-1920-5203 TELECOMMUNICATION 4,110 3,194 4,500 4,500 4,500 0.00% 010-1920-5204 RADIO 360 360 500 500 500 0.00% 010-1920-5301 BOILER 350 314 500 500 500 0.00% 010-1920-5302 FIRE 6,188 6,017 6,300 6,300 6,300 0.00% 010-1920-5305 MOTOR VEHICLES 4,171 3,099 5,600 5,600 5,600 0.00% 010-1920-5308 GENERAL LIABILITY 8,417 6,499 8,500 8,500 8,500 0.00% 010-1920-5401 OFFICE SUPPLIES 921 703 800 800 800 0.00% 010-1920-5405 JANITORIAL SUPPLIES 329 173 1,000 1,000 1,000 0.00% 010-1920-5407 REPAIR & MAINTENANCE SUPPLIES 99 1,397 1,000 1,000 1,000 0.00% 010-1920-54081 CAR AND TRUCK SUPPLIES 9,958 7,828 8,000 8,000 8,000 0.00% 010-1920-54082 TIRES 3,512 1,888 1,500 1,500 1,500 0.00% 010-1920-54083 GAS AND OIL 13,645 9,999 18,000 18,000 18,000 0.00% 010-1920-54084 POWERED EQUIPMENT SUPPLIES 911 120 1,500 1,500 1,500 0.00% 010-1920-5410 UNIFORMS & WEARING APPAREL 2,968 2,844 3,000 3,000 4,000 33.33% 010-1920-5413 OTHER OPERATING SUPPLIES 62,288 66,992 57,000 57,000 57,000 0.00% 010-1920-5417 WATER METERS 22,899 31,093 24,500 24,500 24,500 0.00% 010-1920-5504 TRAVEL (CONVENTION & EDUCATION) 136 0 600 600 600 0.00% 010-1920-7001 MACHINERY & EQUIPMENT 6,800 3,157 11,000 11,000 11,000 0.00% 010-1920-7005 MOTOR VEHICLES & EQUIPMENT 2,854 2,760 11,000 11,000 11,000 0.00% 010-1920-7007 ADP EQUIPMENT 0 0 500 500 500 0.00% 010-1920-8001 LEASE/RENT EQUIPMENT 2,660 0 800 800 3,000 275.00% TOTAL WATER SYSTEM $521,961 $548,251 $616,565 $631,316 $639,935 3.79%

D-66 CITY OF WILLIAMSBURG UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2018

ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED % over ACCOUNT DESCRIPTION FY 2015 FY 2016 FY 2017 FY 2017 FY 2018 FY17 Budget

SEWAGE SYSTEM 010-1940-1001 SALARIES $236,656 $244,745 $238,308 $236,000 $239,281 0.41% 010-1940-1002 SALARIES - OVERTIME 12,122 11,625 5,000 5,000 5,000 0.00% 010-1940-2001 FICA 17,666 18,098 18,613 18,000 18,688 0.40% 010-1940-2002 RETIREMENT [VRS] 21,171 38,819 33,245 33,200 33,381 0.41% 010-1940-2005 HEALTHCARE 63,516 73,204 77,570 77,200 77,200 -0.48% 010-1940-2006 GROUP LIFE INSURANCE 2,697 2,688 3,091 3,000 3,104 0.41% 010-1940-2010 WORKERS COMPENSATION 303 306 320 320 320 0.00% 010-1940-3002 PROFESSIONAL SERVICE-OTHER 11,468 11,546 14,000 14,000 14,000 0.00% 010-1940-30041 MAINTENANCE, CARS AND TRUCKS 16 0 500 500 500 0.00% 010-1940-30042 MAINTENANCE, BUILDINGS 435 0 5,000 5,000 5,000 0.00% 010-1940-30044 MAINTENANCE, POWERED EQUIPMENT 8,653 10,355 10,000 10,000 10,000 0.00% 010-1940-3005 MAINTENANCE SERVICE CONTRACTS 14 0 5,000 5,000 5,000 0.00% 010-1940-3008 LAUNDRY & DRY CLEANING 618 176 1,000 1,000 1,000 0.00% 010-1940-3032 HRSD SEWAGE 2,030,893 1,948,347 1,855,000 1,930,000 1,930,000 4.04% 010-1940-5101 ELECTRICITY 35,484 35,527 34,000 34,000 34,000 0.00% 010-1940-5102 HEATING 1,456 1,532 1,600 1,600 1,600 0.00% 010-1940-5203 TELECOMMUNICATION 10,204 10,665 12,000 12,000 12,000 0.00% 010-1940-5204 RADIO 360 360 300 300 300 0.00% 010-1940-5301 BOILER 350 314 500 500 500 0.00% 010-1940-5302 FIRE 1,805 1,755 2,000 2,000 2,000 0.00% 010-1940-5308 GENERAL LIABILITY 8,417 6,499 12,000 12,000 12,000 0.00% 010-1940-5401 OFFICE SUPPLIES 50 213 300 300 300 0.00% 010-1940-5405 JANITORIAL SUPPLIES 55 29 500 500 500 0.00% 010-1940-5407 REPAIR & MAINTENANCE SUPPLIES 17,640 11,846 20,000 20,000 20,000 0.00% 010-1940-54081 CAR AND TRUCK SUPPLIES 3,240 1,894 3,000 3,000 3,000 0.00% 010-1940-54082 TIRES 545 288 800 800 800 0.00% 010-1940-54083 GAS AND OIL 5,892 2,775 6,500 6,500 6,500 0.00% 010-1940-54084 EQUIPMENT SUPPLIES 2,226 16 4,400 4,400 4,400 0.00% 010-1940-54086 GENERATOR FUEL 0 0 1,000 1,000 1,000 0.00% 010-1940-5410 UNIFORMS & WEARING APPAREL 926 811 1,000 1,000 1,000 0.00% 010-1940-5413 OTHER OPERATING SUPPLIES 39,931 33,090 32,000 32,000 32,000 0.00% 010-1940-5504 TRAVEL (CONVENTION & EDUCATION) 109 0 300 300 300 0.00% 010-1940-7005 MOTOR VEHICLES & EQUIPMENT 1,221 8,055 14,000 14,000 14,000 0.00% 010-1940-7007 ADP EQUIPMENT 0 0 500 500 500 0.00% 010-1940-8001 LEASE / RENT EQUIPMENT 0 3,225 1,000 1,000 1,000 0.00% TOTAL SEWAGE SYSTEM $2,536,139 $2,478,803 $2,414,347 $2,485,920 $2,490,173 3.14%

DEBT SERVICE 010-1970-5839 INTEREST PAYMENTS $196,720 $217,993 $192,367 $192,367 $179,698 -6.59% TOTAL DEBT SERVICE $196,720 $217,993 $192,367 $192,367 $179,698 -6.59%

PURCHASED SERVICES 010-1985-3015 NNWW - PURCHASE OF WATER $0 $0 $100,000 $0 $100,000 0.00% 010-1985-3016 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 $6,170,161 $6,139,236 $6,660,525 $6,424,193 $6,792,220 1.98%

D-67 CITY OF WILLIAMSBURG STAFFING LEVELS - FISCAL YEAR 2018

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 City Manager's Office City Manager 1 1 1 1 1 1 1 Assistant City Manager 1 1 1 1 1 1 1 Economic Development Director 1 1 1 1 1 1 1 Economic Development Specialist 0 1 1 1 1 1 1 Human Resources Specialist 1 1 1 1 1 1 1 Executive Assistant 1 1 1 1 1 1 1 Administrative Aide 0.5 0.5 0.5 0.5 0.5 0.5 0 Sub-total 5.5 6.5 6.5 6.5 6.5 6.5 6 Clerk of Council / Communications Clerk of Council/Admin. Assistant 1 1 1 1 1 1 1 Communications Specialist 1 1 1 1 1 1 1 Sub-total 2 2 2 2 2 2 2 City Attorney City Attorney 1111111 Legal Secretary 0.5 0.5 0.5 0.5 0.5 0.5 0.5 Sub-total 1.5 1.5 1.5 1.5 1.5 1.5 1.5 Commissioner of Revenue Commissioner 1111111 Clerk 2 2 2 2 2 2 2 Sub-total 3 3 3 3 3 3 3 Treasurer Deputy Treasurer 1 1 1 1 1 1 1 Registrar Registrar 1111111 Clerk 0.5 0.5 0.5 0.5 1 1 1 Sub-total 1.5 1.5 1.5 1.5 2 2 2 Assessor's Office City Assessor 1 1 1 1 1 1 1 Assessment Technician 1 1 1 1 1 1 1 Sub-total 2 2 2 2 2 2 2 Department of Finance Director of Finance 1 1 1 1 1 1 1 Deputy Director of Finance 1 1 1 1 1 1 1 Financial Technician 5 4 4 4 4 5 5 Utility Account Clerk 1 1 1 1 1 1 1 Compliance/Revenue Mgr. 1 1 1 1 1 1 1 Sub-total 9 8 8 8 8 9 9 Information Technology I T Director 1111111 Systems Analyst 1 1 1 1 1 1 1 Systems Technician 1 1 1 1 1 1 1 Sub-total 3 3 3 3 3 3 3 Police Department Police Chief 1 1 1 1 1 1 1 Deputy Police Chief 1 1 1 1 1 1 1 Police Major 3333333 Police Lieutenant 5555555 Police Sergeant 4 4 4 4 4 4 4 Police Officer 22 22 22 22 23 23 24 Administrative Secretary 2 2 2 2 2 2 2 Parking Enforcement Officer 1 1 1 1 1 1 1 Parking Garage Supervisor 1 1 1 1 1 1 1 Sub-total 40 40 40 40 41 41 42

D-68 CITY OF WILLIAMSBURG STAFFING LEVELS - FISCAL YEAR 2018

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Fire Department Fire Chief 1111111 Deputy Fire Chief 1 1 1 1 1 1 1 Battallion Chief 3 3 3 3 3 3 3 EMS Captain 1 1 1 1 1 1 1 Fire Protection Captain 1 1 1 1 1 1 1 Lieutenant 3333333 Technical Assistant 1 1 1 1 1 1 1 Fire Inspector 3 3 3 3 3 3 3 Firefighter / EMT 22222222222525 Secretary-Senior 1 1 1 1 1 1 1 Sub-total 37373737374040 Planning Department Director 1 1 1 1 1 1 1 Zoning Administrator 1 1 1 1 1 1 1 Planner 1 1 1 1 1 1 1 Secretary 1 1 1 1 1 1 1 Sub-total 4 4 4 4 4 4 4 Codes Compliance Codes Compliance Administrator 1 1 1 1 1 1 1 Codes Compliance Officer 0 0 0 1 1 1 1 Combination Inspector 2 2 2 2 2 2 2 Secretary 1 1 1 1 1 1 1 Sub-total 4 4 4 5 5 5 5 Engineering Engineer 1111111 Public Works Inspector 1 1 1 1 1 1 1 Sub-total 2 2 2 2 2 2 2 Street Department Street Superintendent1111111 Street Supervisor 1 1 1 1 1 1 1 Administrative Secretary 1 1 1 1 1 1 1 Municipal Service Workers 6 6 6 6 6 6 6 9999999 Landscape Landscape Superintendent 1 1 1 1 1 1 1 Municipal Service Workers 5 5 5 5 5 5 5 Cemetery Caretaker 1 1 1 1 1 1 1 Sub-total 7 7 7 7 7 7 7 Shop Shop Superintendent 1 1 1 1 1 1 1 Mechanics 2 2 2 2 2 2 2 Sub-total 3 3 3 3 3 3 3 Recreation Department Director 1 1 1 1 1 1 1 Deputy Director 1 1 1 1 1 1 1 Maintenance Superintendent 1 1 1 1 1 1 1 Parks & Recreation Specialist 2 2 2 2 2 2 2 Facilities/Grounds Manager 0 0 0 0 0 0 0 Maintenance Worker1111111 Senior Secretary 1 1 1 1 1 1 1 Park Manager/Waller Mill Park 1 1 1 1 1 1 1 Program Coordinator 0 0 0 0 0 0 0 Office Assistant/Receptionist 0 0.5 0.5 0.5 0.5 0.5 0.5 Sub-total 8 8.5 8.5 8.5 8.5 8.5 8.5

D-69 CITY OF WILLIAMSBURG STAFFING LEVELS - FISCAL YEAR 2018

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Public Utilities Public Utilities Director 1 1 1 1 1 1 1 Project Engineer 1 1 1 1 1 1 1 Civil Engineer 1 1 1 1 1 1 1 Administrative Secretary 1 1 1 1 1 1 1 Superintendent - Filter Plant 1 1 1 1 1 1 1 Water Plant - Chief Operator1111111 Senior Operator 1 1 1 1 1 1 1 Water Plant Operator I 1 1 1 1 1 1 1 Water Plant Operator II 4 4 4 4 4 4 4 Water Plant Operator III 1 1 1 1 1 1 1 Water Plant Operator IV 2 2 2 2 2 2 2 Water & Sewer Superintendent 1 1 1 1 1 1 1 Water & Sewer Supervisor 1 1 1 1 1 1 1 Facilities Supervisor 1 1 1 1 1 1 1 Municipal Service Workers 8 8 8 8 8 8 8 Sub-total 26262626262626 Buildings/Facilities Maintenance Facilities Manager 1 1 1 1 1 1 1 Municipal Service Worker 1 1 1 1 1 1 1 Sub-total 2 2 2 2 2 2 2 Human Services Department Director 1 1 1 1 1 1 1 Eligibility Worker 4 4 5 5 5 5 5 Social Worker 5555555 Office/Clerical 3 3 3 3 3 3 3 Sub-total 13131414141414 Public Housing Administrative/Account Specialist 0 1 1 1 1 1 1 Public Housing Administrator 0 0 1 1 1 1 1 Public Housing Manager 0 1 1 1 1 1 1 Maintenance Mechanic 0 2 2 2 2 2 2 Sub-total 0 4 5 5 5 5 5 Total City Employees 183.5 188.0 190.0 191.0 192.5 196.5 197.0

* Full-time equivalents (FTE's), including Constitutional Officers, Registrar

D-70

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-46 Water and Sewer Capital Improvements - Utility Fund ...... E-47 - E-56 Vehicle Replacement Plan ...... E-57 - E-74 Planning Commission Correspondence ...... E-75 - E-87 Operating Cost Impact of Capital Projects ...... E-88 - E-89

E-1 CITY OF WILLIAMSBURG GENERAL CAPITAL IMPROVEMENT PROJECTS - FISCAL YEAR 2018

ACTUAL ESTIMATED PROPOSED FY 2016 FY 2017 FY 2018 REVENUES: 1% SALES TAX $4,298,743 $4,400,000 $4,400,000 INTEREST EARNINGS 141,337 150,000 150,000 GRANTS 1,578,409 572,000 6,353,417 WRL FOUNDATION-STRYKER CTR 0 166,666 166,666 STORMWATER MGT 0 13,200 0 TRANSFER - COURTHOUSE MTCE 160,140 12,000 40,000 TRANSFER - UTILITY FUND 0 0 500,000 TRANSFER FROM (TO) RESERVES 5,019,368 6,748,553 2,739,368 TOTAL REVENUES $11,197,997 $12,062,419 $14,349,451

EXPENDITURES: PUBLIC WORKS $3,063,103 $2,347,000 $9,274,300 POLICE 232,405 169,000 542,315 FIRE 972,658 434,000 1,542,000 RECREATION-OPEN SPACE 679,207 345,000 295,000 GENERAL GOVERNMENT 3,843,399 4,609,835 657,000 CONTINGENCY 185,521 75,000 200,000 LIBRARY 181449 134,000 300,000 SCHOOLS 540,925 2,700,000 287,645 COURTHOUSE 260,140 12,000 40,000 DEBT SERVICE 1,239,190 1,236,584 1,211,191 TOTAL EXPENDITURES $11,197,997 $12,062,419 $14,349,451

General Capital Improvement Projects (Sales Tax) Fund FY 2018

Public Works 64.6%

Police 3.8%

General Gov't 4.6%

Fire 10.7% Recreation Courthouse Schools Debt Service 2.1% 0.3% 2.0% 8.4% Contingency Library 1.4% 2.1%

E-2 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2018 - 2022

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

Proposed FOR PLANNING PURPOSES Estimated thru Carryover Budget Five Year FY 2017 from FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 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 -- 150,000 150,000 150,000 150,000 150,000 750,000 Courthouse Maintenance Fund - Transfer 12,000 -- 40,000 ------40,000 Stormwater Management 13,200 ------VDOT - Grant (Repaving Program) 507,000 -- 500,000 ------500,000 VDOT - Revenue Sharing (Ironbound Road P1) -- -- 1,173,753 ------1,173,753 VDOT - Revenue Sharing (Capitol Landing Road Redesign) -- -- 2,887,000 ------2,887,000 VDOT - Revenue Sharing (Monticello Avenue Reconstruction) ------2,500,000 -- -- 2,500,000 VDOT - Revenue Sharing (Lafayette Street Improvements) ------900,000 900,000 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 - 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 Federal Funding - (Ironbound Road P1) -- -- 527,664 ------527,664 Land Water Conservation Fund Grant ------250,000 ------250,000 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 Services Facilities - FD, PD, Park) ------12,100,000 ------12,100,000 Williamsburg Regional Library Foundation-Stryker Center Grant 166,666 -- 166,666 ------166,666 Transfer from EDA (Economic Development Strategic Plan) -- -- 75,000 ------75,000 Transfer from Utility Fund (Capitol Landing Road Redesign) -- -- 500,000 ------500,000 Total Revenues 5,313,866 0 11,610,083 16,965,000 7,115,000 4,615,000 12,894,860 53,199,943

CAPITAL EXPENDITURES Public Works Street Construction Repaving Program 1,000,000 -- 1,000,000 450,000 450,000 450,000 450,000 2,800,000 Ironbound Road Improvements (Phase I, II, & III) -- 1,500,000 2,000,000 ------5,235,100 7,235,100 Capitol Landing Road & Bypass Road Intersection ------2,144,760 2,144,760 Traffic Signals ------275,000 -- -- 275,000 Bridge Inspections -- -- 95,000 400,000 ------495,000

PROPOSED CIP - FY 2018 E-3 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2018 - 2022

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

Proposed FOR PLANNING PURPOSES Estimated thru Carryover Budget Five Year FY 2017 from FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total Corridor Enhancement & Underground Wiring Capitol Landing Road Redesign -- -- 5,774,300 ------5,774,300 Monticello Avenue Redesign -- 50,000 -- -- 5,000,000 -- -- 5,000,000 Lafayette Street Improvements ------1,800,000 1,800,000 Second Street Underground Wiring 100,000 1,800,000 ------0 South Henry Street Phase I Underground Wiring 687,000 ------0 Pedestrian & Bicycle Improvements Sidewalk Construction 260,000 20,000 -- -- 110,000 275,000 -- 385,000 Monticello Avenue Multi-Use Trail -- 1,250,000 ------0 Strawberry Plains & John Tyler Multi-Use Trail ------30,000 30,000 Longhill Road Shared-Use Path -- 100,000 ------0 Stormwater Management Stormwater Infrastructure Improvements 10,000 20,000 60,000 ------60,000 Total Public Works 2,057,000 4,740,000 8,929,300 850,000 5,835,000 725,000 9,659,860 25,999,160

Recreation, Culture & Open Space Facilities Kiwanis Park -- 236,250 167,000 ------167,000 Quarterpath Park 215,000 214,200 -- 310,000 -- 35,000 30,000 375,000 Waller Mill Park 100,000 -- 128,000 -- 50,000 85,000 -- 263,000 Papermill Creek Park ------300,000 2,250,000 -- -- 2,550,000 Total Recreation, Culture & Open Space 315,000 450,450 295,000 610,000 2,300,000 120,000 30,000 3,355,000

Public Safety Facilities Fire Station Renovation -- -- 750,000 7,685,700 ------8,435,700 Police Station Renovation -- -- 350,000 3,250,000 ------3,600,000 E-911 Regional Center Expansion 45,000 -- 45,000 45,000 45,000 45,000 45,000 225,000 Equipment Radio Replacement 68,000 ------0 Parking Garage Equipment Replacement -- 160,000 ------0 Firefighting Equipment 41,000 150,860 285,000 45,000 45,000 45,000 45,000 465,000 EMS Equipment 22,000 20,000 132,000 25,000 25,000 25,000 25,000 232,000 Law Enforcement Equipment 60,000 -- 51,315 51,315 51,315 51,315 51,315 256,575 Total Public Safety 236,000 330,860 1,613,315 11,102,015 166,315 166,315 166,315 13,214,275

PROPOSED CIP - FY 2018 E-4 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2018 - 2022

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

Proposed FOR PLANNING PURPOSES Estimated thru Carryover Budget Five Year FY 2017 from FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total Community & Economic Development Planning Comprehensive Plan Update -- -- 40,000 ------40,000 Economic Development EDA Demolition Grant 250,000 ------0 Economic Development Strategic Plan Update -- -- 75,000 ------75,000 Arts District Viability Study ------50,000 50,000 Tourism Promotion Initiatives - Contingency 36,835 ------0 Redevelopment & Housing City Housing Renovation -- -- 40,000 40,000 ------80,000 Total Community & Economic Development 286,835 0 155,000 40,000 0 0 50,000 245,000

General Government Facilities & Land Purchase of Property (Super 8, DMV) 3,470,000 ------0 Parking Terrace Rehab 198,000 ------0 Stryker Center Art 27,000 ------0 Human Services Front Window Update -- -- 20,000 ------20,000 Facility Painting -- -- 52,000 ------52,000 Cedar Grove Cemetery Expansion ------40,000 ------40,000 Technology Enterprise Resource Planning (ERP) System Replacement 385,000 -- 215,000 ------215,000 PC Replacement Program 30,000 -- 30,000 30,000 30,000 30,000 30,000 150,000 Telephone System Replacement -- -- 150,000 ------150,000 Vehicles Vehicle Replacement Plan 800,000 -- 851,000 1,250,000 798,000 155,000 295,000 3,349,000 Total General Government 4,910,000 0 1,318,000 1,320,000 828,000 185,000 325,000 3,976,000

PROPOSED CIP - FY 2018 E-5 City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2018 - 2022

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

Proposed FOR PLANNING PURPOSES Estimated thru Carryover Budget Five Year FY 2017 from FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total

Agencies & Interjurisdictional Facilities Williamsburg Regional Library Renovations ------60,000 540,000 -- -- 600,000 Williamsburg Regional Library Mechanical Systems 134,000 -- 300,000 180,000 ------480,000 Courthouse Maintenance Projects 12,000 -- 40,000 ------40,000 Schools School System Capital Contribution 2,700,000 2,000,000 287,645 1,428,404 262,987 425,355 743,092 3,147,483 Total Agencies & Interjurisdictional 2,846,000 2,000,000 627,645 1,668,404 802,987 425,355 743,092 4,267,483

Contingency & Debt Service Contingency Capital Project Contingency 75,000 300,000 200,000 200,000 200,000 200,000 200,000 1,000,000 Biennial GIOs Planning Initiatives 100,000 274,000 ------0 Outstanding Bonded Debt Principal Payments 1,032,568 -- 1,029,676 1,063,571 1,089,465 394,991 404,886 3,982,589 Interest Payments 204,016 -- 181,515 146,479 123,382 99,193 88,532 639,101 Future Bonded Debt Principal Payments ------406,000 423,000 829,000 Interest Payments ------484,000 484,000 467,000 1,435,000 Total Contingency & Debt Service 1,411,584 574,000 1,411,191 1,410,050 1,896,847 1,584,184 1,583,418 7,885,690

Total Capital Expenditures 12,062,419 8,095,310 14,349,451 17,000,469 11,829,149 3,205,854 12,557,685 58,942,608

Beginning Fund Balance (General & Sales Tax Funds) 33,121,053 Add Revenues, Grants, and Bond Proceeds 5,313,866 11,610,083 16,965,000 7,115,000 4,615,000 12,894,860 Less CIP Projects & Debt Service -12,062,419 -14,349,451 -17,000,469 -11,829,149 -3,205,854 -12,557,685 Less FY 2017 Carryover Projects -8,095,310 Subtotal 18,277,190 16,037,822 16,502,353 12,288,204 14,197,350 15,034,525 Estimated Operating Fund Surplus each year 500,000 500,000 500,000 500,000 500,000 500,000 Estimated Fund Balance at June 30th: 18,777,190 16,537,822 17,002,353 12,788,204 14,697,350 15,534,525

PROPOSED CIP - FY 2018 E-6

City Council Goal: N/A City Council Initiative: N/A

Category: Public Works

Project Title: Repaving Program

Project Description: Annually 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. The project typically uses approximately $500,000 in VDOT revenue sharing funds if they are available. Prior to the end of FY17 the Department will complete repaving in the amount of $715,777. Currently $1,000,000 is available to be spent prior to July of 2017. FY18 planned costs include $500,000 that is not grant dependent for expenditure. Starting in FY19, the department will budget 450,000 annually to complete this work.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $1,000,000 $450,000 $450,000 $450,000 $450,000 $2,800,000

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-7 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 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 project was designed during FY16-17 and will utilize $1,500,000 in FY17 carryover funds for a total project budget of $3,500,000. The City has applied for Revenue Sharing funds through VDOT totaling $1,173,753 and $527,664 in federal funding. The City share of the total cost is anticipated to be $298,583 if all expected grants are received.

Phase 2 (FY22) of the Ironbound 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. It is anticipated that this phase will be completely funded through the VDOT Smart Scale program.

The third phase (FY22) of the Ironbound project will feature the redesign and improvement of the Longhill Road through Treyburn Drive section. The planned improvement includes a roadway with three (3) lanes, pedestrian/bicycle improvements, streetlights and underground wiring. It is anticipated that this phase will be completely funded through the VDOT Smart Scale program.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $2,000,000 $5,235,100 $7,235,100

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-8 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 has applied for Smart Scale funds from VDOT which would provide 100% of the required funding for this project.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 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-9 City Council Goal: N/A City Council Initiative: N/A

Category: Public Works – Street Construction

Project Title: Traffic Signals

Project Description: Engineering expects that any of three (3) intersections may meet traffic warrant requirements for signalization by FY20. They include Richmond Road/Waltz Farm Drive, Second Street/Parkway Drive, and York Street/Quarterpath Road. The $275,000 budgeted will fund the signalization of one (1) intersection.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $275,000 $275,000 Fiscal Impact: New signals will increase the operations and maintenance budget for traffic signals; however, more efficient signal operations will provide energy savings.

Second Street/Parkway Drive Richmond Road/Waltz Farm Drive

York Street/Quarterpath Road

E-10 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. It is expected that during the five-year scope of the CIP $95,000 will be required to reseal the bridge decks of Bypass Road and Capitol Landing Road. This work is anticipated in FY18. The Page Street Bridge will likely need new bearings in FY19 at an anticipated cost of $400,000.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $95,000 $400,000 $495,000

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-11 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. This project includes a grant award, which has not yet been approved, providing funding through VDOT Revenue Sharing ($2,887,000). The total local share is anticipated to be $2,887,300 including $500,000 from the Utility Fund that will provide monies for utility upgrades and relocation as needed.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $5,774,300 $5,774,300

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: 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. The exact configuration is still uncertain. When complete, it could include a roadway featuring three (3) or five (5) lanes. Roundabouts are also being considered for the key intersections. The project may include an alternate route, which would be new construction along the boundary of the shopping center property to aid in reducing traffic congestion. At present, the project’s total budget is estimated at $5,050,000, including $50,000 in carryover funds from FY17. The bulk will be expended in FY20 but cannot be confirmed until a design standard and scope is selected. This project is contingent on approximately $2.5 million in grant funds.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $5,000,000 $5,000,000

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-13 City Council Goal: I. Character of the City City Council Initiative: F. Underground Utilities

Category: Public Works – Corridor Enhancement & Underground Wiring

Project Title: Lafayette Street Improvements

Project Description: Lafayette Street is considered an important corridor for the city. The department will be pursuing an improvement designed using the concept of “complete streets”. This means the inclusion of improvements to accommodate better use by vehicles, mass transit, bicycles, and pedestrians. Underground wiring and new streetlights are also planned elements. The Department will apply for VDOT Revenue Sharing funds for this project ($900,000).

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $1,800,000 $1,800,000

Fiscal Impact: Beyond the initial costs of construction, the fiscal impact from this project will be negligible. Despite adding pavement and features, increased maintenance and revenue will be minimal.

E-14 City Council Goal: I. Character of the City City Council Initiative: F. Underground Utilities

Category: Public Works – Corridor Enhancement & Underground Wiring

Project Title: Second Street Underground Wiring

Project Description: Work is underway to relocate overhead utilities underground along Second Street. The Second Street project encompasses Page Street to the corporate limits and is expected to conclude during FY18. This project is funded entirely with a carryover of FY17 monies totaling $1,800,000 and $100,000 that is expected to be spent in FY17.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total

Fiscal Impact: Beyond the initial costs of construction, the fiscal impact from this project will be negligible.

E-15 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: This project includes new and improved sidewalks across the city. A planned project for FY20 is a new sidewalk along Francis Street ($110,000) from South England Street to Nassau Street, which will be constructed concurrently with the completion of the DeWitt-Wallace Gallery expansion. This section of Francis may serve a role in the extension of the Capital Bike Trail, which will be considered as a part of this project’s design. 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: FY18 FY19 FY20 FY21 FY22 Total $110,000 $275,000 $385,000

Fiscal Impact: Beyond the initial costs of construction, the fiscal impact from this project will be negligible.

E-16 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 FY18. 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. This amount is funded through a FY17 carryover consisting of a grant from VDOT covering 80% of the costs. 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 FY17 carryover amount. Project design will occur in FY18 with construction expected in FY19.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 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-17 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 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 will fund a study of the proposed project to help identify best route and construction techniques.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $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-18 City Council Goal: N/A City Council Initiative: N/A

Category: Public Works – Pedestrian and Bicycle Improvements

Project Title: Longhill Road Multi-Use Path

Project Description: The Longhill Road Shared-Use Path is proposed for FY18. The 2,500 foot long Shared-Use Path will run from the City limits to James Blair Middle School. The estimated cost for this project is $100,000 that is funded entirely through FY17 carryover funds. This facility will connect to the existing path around the James City Rec Center and along DePue Drive, and will tie in to a future Shared-Use Path along Ironbound Road from James Blair Middle School to Plumeri Park. This will allow for a complete future “Rec Center Loop” as well as connection to the existing shared-use path along Ironbound Road from Plumeri Park to Monticello Avenue, and to the proposed shared-use path along Monticello Avenue. This facility will provide a “Safe Route to School” for the new James Blair Middle School, which is proposed to open in 2018, and will serve the City neighborhoods of Skipwith Farms, Piney Creek, Savannah Green and Longhill Woods.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total

Fiscal Impact: Beyond the costs of construction, this project will not have a fiscal impact. The additional maintenance costs will likely be negligible.

E-19

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: The stormwater masterplan was updated in FY15. Additionally, the total maximum daily load (TMDL) Action Plan was approved by the Virginia Department of Environmental Quality (DEQ) in FY16. The City is budgeting $60,000 in FY18 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. The Department will also utilize $20,000 in FY17 carryover funds during FY18.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $60,000 $60,000

Fiscal Impact: Beyond the costs of construction, this project will not have a fiscal impact. The additional maintenance costs will likely be negligible.

E-20 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: FY18 funding for Kiwanis Park will provide 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 with equipment to the existing playground area. The final FY18 project for this park will be replacing the playground equipment and adding an accessible route. This will be accomplished using FY17 funding of $236,250. The total cost for Kiwanis Park improvements will be $403,250.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $167,000 $167,000

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-21

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. The Department will rebuild the softball fields, adding irrigation and accessible routes during FY18 using $214,200 of FY17 funding. During FY19, we intend to begin planning and design for a recreation center addition and the replacement of aging playground equipment and construction of an accessible route. Additional improvements include refinishing the gym floor and a classroom floor at a total cost of $35,000 in FY21 and in FY22 we expect to install computer controlled lighting at a cost of $30,000.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $310,000 $35,000 $30,000 $375,000

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-22

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 scheduled for FY18 include replacement of shelter 1 and the renovation of shelter 3 for accessibility ($68,000). We will also complete sectional repaving of the hard surface trail ($60,000). Further planned improvements include the renovation of shelter 2 and 4 for accessibility ($50,000 FY 20) and playground 3 in FY21 for a cost of $85,000.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $128,000 $50,000 $85,000 $263,000

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-23 City Council Goal: VI. Recreation and Culture City Council Initiative: B. Parks and Open Space

Category: Recreation, Culture, and Open Space

Project Title: Papermill Creek Park

Project Description: The Papermill Creek Preservation Area along South Henry Street consists of approximately 37 acres of city owned property. The site is adjacent to the Colonial Parkway, Great Neck Picnic Area and College Landing Park. It is a natural park expansion area. This project includes design funding in FY19 of $300,000 in preparation for $2,200,000 in FY20 to complete park amenity construction. Additionally, the Department will apply for a grant from the National Park Service Land and Water Conservation Fund totaling $250,000 with the anticipation of award in FY19, which will be applied toward the FY20 total.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $300,000 $2,250,000 $2,550,000

Fiscal Impact: The completion of the work will have a direct fiscal impact beyond the cost of completion due to the additional park area and the need for additional staffing, equipment, and materials. Until design is complete, it is impossible to estimate these costs.

E-24

City Council Goal: IV. Public Safety City Council Initiative: D. Public Safety Facilities and Equipment

Category: Public Safety

Project Title: Fire Station Renovation

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 was recently completed. The study provided a recommendation for improvement that has informed these cost estimates. Options for improvement include reconstruction, renovation, or the construction of new joint Public Safety Facility that would include the Police Department. The programmed $750,000 for FY18 will provide for design work associated with this recommendation. Construction is planned for FY19 at an estimated cost of $7,685,700. This estimate is based on reconstruction and a comparison of costs for similar projects.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $750,000 $7,685,700 $8,435,700

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-25 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 without major renovation is due improvement. The facility currently is suffering from a failing roof, structural decay, and needs safety improvements. A study of need and current facility capability was recently completed. The study provided a recommendation for improvement that has informed the cost estimates for construction. Options for improvement include reconstruction, renovation, or the construction of new joint Public Safety Facility that would include the Fire Department. The programmed $350,000 for FY18 will provide for design work associated with this recommendation. Construction is planned for FY19 at an estimated cost of $3,250,000.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $350,000 $3,250,000 $3,600,000

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-26 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:

FY18 FY19 FY20 FY21 FY22 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-27 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. The current grant fund carry-over balance is $150,860.

During FY 18 this project will include replacement of the Self-Contained Breathing Apparatus (SCBA) on all emergency response apparatus. SCBA is a critical component for firefighters to operate safely in hazardous environments. The existing air packs do not meet the current National Fire Protection Association standard and are not compatible with our mutual aid partners. The one-time purchase would replace 32 complete SCBA units, air cylinders, and related equipment for all fire department apparatus. The expense of this equipment is anticipated to be $240,000.

The five-year cost projections may vary based on the revenue received by the State.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $285,000 $45,000 $45,000 $45,000 $45,000 $465,000

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-28 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. This project will include $20,000 in FY17 funding.

This project will allow the Fire Department to upgrade, replace or purchase new life saving tools for use in EMS actions. Planned purchases in FY18 ($65,000) include five (5) automated external defibrillators (AED), (3) McGrath Video Laryngoscope devices, and three (3) pediatric restraint kits. Additionally in FY18, the Fire Department will complete the stretcher replacement project, which has been funded over several years, with $42,000 for the final power unit. These, industry standard, units reduce the risk of injury to our personnel and the patient through motorized lift. $25,000 is the anticipated expense in each future FY, which accommodates annual paramedic training and daily EMS supplies.

The Department is applying for $53,000 in grant funding from the Rescue Squad Assistance Fund. If awarded the funds would reduce the local share of the total FY18 expense. However, the expense is not grant dependent.

The five-year projections may vary based on the revenue received by the State.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $132,000 $25,000 $25,000 $25,000 $25,000 $232,000

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-29

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 will enter into an agreement for the annual provision of the battery cartridges for the units that expire with time. This cost will be $4,315 over five years.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $51,315 $51,315 $51,315 $51,315 $51,315 $256,575

Fiscal Impact: The contract for services will include an annual service fee of $47,000 and the battery replacement plan fee of $4,315, 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-30 City Council Goal: IV. Public Safety City Council Initiative: E. Parking Program Review

Category: General Government

Project Title: Parking Garage Equipment Replacement

Project Description: The Prince George Parking Garage opened in 2004. The parking control systems and equipment at the garage are now more than 10 years old and require replacement. This project will replace the existing parking control systems (hardware, software, and remote monitoring systems) with a new state of the art parking system. The new system will incorporate new technologies (such as credit card chip functionality and improved video capture capability) ensuring that this system will be functional for the next 10-15 years. This project is funded through the carryover of FY17 monies totaling $160,000.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total

Fiscal Impact: Year one maintenance costs for this new system are factored into the costs for this project. Future year maintenance is expected to be $12,000 per year and will be included in the Police Department operating budget.

E-31 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 last City’s current plan, adopted in 2013, will need updating in 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. Funds need to be provided for a facilitator for the community vision exercise, to contract HRPDC to update 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 2018 Comprehensive Plan.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $40,000

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-32 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: In conjunction with the Comprehensive Plan update, complete the five (5) year update to the Economic Development Strategic Plan. The current plan was adopted in December of 2012. The update shall include the adopted policies and plan recommendations from the following studies: x Target Industry Analysis of the Greater Williamsburg Partnership x Downtown Vibrancy, Design and Marketing Plan x Tourism Zone and Culinary Arts District x Midtown Conceptual Vision x Parks, Recreation, and Culture Master Plan; x 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 Economic Development Authority will provide the total cost ($75,000) of this project. The remaining cost shall be funded by the City.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $75,000 $75,000

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-33 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:

FY18 FY19 FY20 FY21 FY22 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-34

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. All four (4) units are in need of renovations, particularly the kitchens and bathrooms. Two (2) units (219, 223 Longhill Road) are slated for improvements in FY18 and two (2) units are planned for FY19. The estimated cost for FY18 is $40,000 and another $40,000 in FY19. The housing is primarily offered to public works employees who can readily respond to emergencies so that the city derives a valuable benefit of having employees in close proximity to the work.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total

$40,000 $40,000 $80,000

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-35

City Council Goal: N/A City Council Initiative: N/A

Category: General Government

Project Title: Human Services Front Window Update

Project Description: The most visited office of the Municipal Building may be the Human Services Department. However, the front counter is not welcoming nor safe for visitors and employees. The current service window was installed in the 1980’s. This project will provide new windows and counter space, which will allow for better workstation design and enhanced safety for the employees serving the public. The projected cost for the project is $20,000 to be spent in FY18.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $20,000

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.

E-36

City Council Goal: II: Economic Vitality City Council Initiative: D. Support Existing Businesses

Category: General Government

Project Title: Facility Painting

Project Description: This project provides for painting of portions of three (3) public buildings. The exterior of the Transportation Center is in need of painting. This facility provides a first impression of Williamsburg for many people arriving to the city by train or bus. The estimated cost is $25,000.

The roofs of both the Community Building and the Triangle Building need to be painted. These buildings are in the heart of the city and adjacent to downtown Williamsburg. This project goes hand-in-hand with the city’s downtown vibrancy study, which will be completed in the spring. It is important that the city make an investment in its property as we promote the business sector to make similar commitments. The estimated costs for the Community and Triangle Buildings are $17,000 and $10,000 respectively.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $52,000 $52,000

Fiscal Impact: No impact as these are existing facilities.

E-37 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 FY19 for a feasibility study to expand Cedar Grove Cemetery.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $40,000 $40,000

Fiscal Impact: No impact as these are existing facilities.

E-38 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: The City’s Enterprise Resource Planning (ERP) system is comprised of all financial, tax, revenue, codes compliance and HR/Payroll applications. The current system has been in place, with only minor patches and upgrades, since 1994. Additionally, the current system lacks in functionality, capabilities, documentation, requires many tweaks by staff, and is limiting for citizens and businesses. The current system is based in Access databases, which is not an ideal enterprise level system.

Replacement of this system with a new, state of the art web based system will allow for a completely integrated financial, HR and Codes Compliance system without the limitations and constraints of the existing system. This implementation will take 2 years to complete. The total project cost is $600,000.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $215,000 $215,000

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-39 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 each FY.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $30,000 $30,000 $30,000 $30,000 $30,000 $150,000

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-40

City Council Goal: N/A City Council Initiative: N/A

Category: General Government

Project Title: Telephone System Replacement

Project Description: The City’s telephone system consists of a primary Private Branch Exchange (PBX) server and three (3) remote gateways located at the Police Department, Fire Department and Quarterpath. The original system dates back to the mid to late 90’s with some minor upgrades performed during the Municipal Building expansion project. This system is now obsolete and beyond its useful life.

We are proposing to replace the entire phone system with a new, state of the art Voice over IP (VoIP) based system. This will replace all hardware, including non-VoIP phones, with new network based equipment providing for greatly enhanced fault tolerance. We will keep the survivability that we currently have between buildings, but we will also add another connection to the phone system to allow us to operate should the primary connection go down. Finally, this will give us the ability to truly work and communicate from anywhere, utilizing our smart phones and computers with the telephone system in ways that we cannot currently. This is a generational project and, based on the age of the existing equipment, is of urgent need.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $150,000 $150,000

Fiscal Impact: Recurring support costs of approximately $9000 will be handled in the IT operating budget.

E-41 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 FY18, several general fleet and public safety vehicles will be replaced. Expected costs in future years are $1,250,000 FY19, $798,000 FY20, $155,000 FY21, and $295,000 FY22.

Estimated Capital Budget:

FY18 FY19 FY20 FY21 FY22 Total $851,000 $1,250,000 $798,000 $155,000 $295,000 $3,349,000

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-42

City Council Goal: VI: Recreation and Culture City Council Initiative: F. Library Facility Renewal and Renovation

Category: Agencies and Interjurisdictional

Project Title: Williamsburg Regional Library Renovations

Project Description: With the construction of the Stryker Center and the relocation of staff from the library building into that new space, new programing space is available. This project allows for design of new programing space in the recently vacated areas of the library in FY19 at a cost of $60,000 with construction budgeted for FY20 at $540,000. Projects to be completed include improvements to the public restrooms, facility elevators, and public service areas and desks

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $60,000 $540,000 $600,000

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-43 City Council Goal: VI: Recreation and Culture City Council Initiative: F. Library Facility Renewal and Renovation

Category: Agencies and Interjurisdictional

Project Title: Williamsburg Regional 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 FY18, we will continue this work with $300,000 budgeted and in FY19, the project completes through an additional allocation of $180,000. This project includes the replacement of all three (3) air handlers, which were installed in 1997. These types of units have an expected useful life of 20 years.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $300,000 $180,000 $480,000

Fiscal Impact: The completion of the replacement will reduce ongoing maintenance costs. The use of more efficient equipment will reduce operating costs.

E-44 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:

FY18 FY19 FY20 FY21 FY22 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-45 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 $1,428,404 FY19, $262,987 FY20, $425,355 FY21, and $743,355 in FY2022. These estimates are based on the school system CIP, which has not yet been reviewed by the JCC Board of Supervisors. The City share of these expenses are 9.46% 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:

FY18 FY19 FY20 FY21 FY22 Total $287,645 $1,428,404 $262,987 $425,355 $743,092 $3,147,483

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-46 CITY OF WILLIAMSBURG UTILITY FUND - FISCAL YEAR 2018

ACTUAL ESTIMATED PROSOSED FY 2016 FY 2017 FY 2018 REVENUES: TRANSFER FROM RESERVES $427,529 $1,485,000 $1,175,000 TOTAL REVENUES $427,529 $1,485,000 $1,175,000

EXPENSES: WATER DISTRIBUTION / STORAGE $62,332 $1,121,000 $500,000 SEWER COLLECTION SYSTEM 200,000 125,000 100,000 SEWAGE PUMP STATIONS 40,148 75,000 45,000 CONTINGENCY 42,167 50,000 75,000 VEHICLES/EQUIPMENT 36,473 0 265,000 WATER SUPPLY 46,409 114,000 190,000 TOTAL EXPENSES $427,529 $1,485,000 $1,175,000

Utility Fund Capital Improvements FY 2018

Contingency 6% Sewer Collect/Transmission 23% Water Dist/Storage 43% Vehicles 23%

Water Supply 16%

E-47 City of Williamsburg - Utility Fund Capital Improvement Program Summary - Fiscal Years 2018 - 2022

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

Proposed FOR PLANNING PURPOSES Estimated thru Carryover Budget Five Year FY 2017 from FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Total CAPITAL REVENUES Transfer from Retained Earnings (reserves) Total Revenues 1,485,000 -- 1,175,000 960,000 885,000 435,000 220,000 3,675,000

CAPITAL EXPENSES Water Supply Watershed Protection/Water Quality 13,000 -- 75,000 ------75,000 Waller Mill Dam Improvements 40,000 -- 65,000 815,000 500,000 -- -- 1,380,000 Water Treatment Improvements 61,000 -- 50,000 ------50,000

Water Distribution/Storage Water System Improvements 70,000 -- 500,000 -- 170,000 -- -- 670,000 Water Tank Roof Replacement 1,051,000 --

Plant Wastewater Lagoons Lagoon Sludge Removal ------110,000 -- 110,000

Sewer Collection/Transmission System Sewer System Rehab - SSO Program 125,000 -- 100,000 -- 100,000 -- 100,000 300,000 Sewer Pump Station Reliability 75,000 -- 45,000 -- 40,000 -- 45,000 130,000

Water/Sewer System Contingency Water/Sewer System - Contingency 50,000 -- 75,000 75,000 75,000 75,000 75,000 375,000

Vehicles/Equipment Vehicles -- -- 265,000 70,000 -- 250,000 -- 585,000

Total Utility Fund Capital Improvements 1,485,000 -- 1,175,000 960,000 885,000 435,000 220,000 3,675,000

PROPOSED UTILITY FUND CIP - FY 2018 E-48

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 FY18 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: FY18 FY19 FY20 FY21 FY22 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-49

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, our 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 FY18, FY19, and FY20 for both engineering work and construction costs to armor the earthen dam.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $65,000 $815,000 $500,000 $1,380,000

Fiscal Impact: The impact is dependent on which type of solution is chosen, but any additional operating costs would be minimal.

E-50 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 FY18 include repaving the access and parking areas and IT upgrades for Plant operations.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 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-51 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 anticipate 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).

$500,000 is budgeted in FY18 as a payment to the sales tax based CIP to compensate for utility costs inherent to the Capitol Landing Road redesign project.

$170,000 is budgeted in FY20 to extend and loop the existing 16” line on Mooretown Road to provide both reliability and improved fire flow. To replace small pipelines (galvanized) will continue using in-house personnel. Larger pipeline improvements/extensions are primarily accomplished through developer improvements.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $500,000 $170,000 $670,000

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-52 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: FY18 FY19 FY20 FY21 FY22 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-53

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 resolve 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.

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $100,000 $100,000 $100,000 $300,000

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-54

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.

Station 10 – Replace pumps (original 1980) FY18 $45,000 Station 14 – Rehab wet well FY20 $40,000 Station 5 – Increase Capacity FY22 $45,000

Estimated Capital Budget: FY18 FY19 FY20 FY21 FY22 Total $45,000 $40,000 $45,000 $130,000

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-55 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: FY18 FY19 FY20 FY21 FY22 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-56 CITY OF WILLIAMSBURG VEHICLE REPLACEMENT FIVE-YEAR PLAN Departmental Summary - By Fund

FUND DEPARTMENT FY2018 FY2019 FY2020 FY2021 FY2022

SALES TAX

BUILDING INSPECTION $0 $28,000 $28,000 $0 $0

CITY MANAGER $0 $0 $0 $0 $0

ENGINEERING $0 $0 $0 $0 $35,000

FINANCE $0 $0 $0 $28,000 $0

FIRE $375,000 $830,000 $413,000 $0 $0

HUMAN SERVICES $0 $0 $0 $0 $35,000

PLANNING $0 $30,000 $0 $0 $0

POLICE $96,000 $260,000 $192,000 $45,000 $0

PUBLIC WORKS $345,000 $100,000 $165,000 $70,000 $225,000

RECREATION $0 $2,000 $0 $12,000 $0

WRHA $35,000 $0 $0 $0 $0

SALES TAX TOTAL $851,000 $1,250,000 $798,000 $155,000 $295,000

UTILITIES

PUBLIC UTILITIES $265,000 $70,000 $0 $250,000 $0

UTILITIES TOTAL $265,000 $70,000 $0 $250,000 $0

GRAND TOTAL $1,116,000 $1,320,000 $798,000 $405,000 $295,000

E-57 City of Williamsburg - Vehicle Replacement Five-Year Plan

Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

BUILDING INSPECTION at 12/31/2016 1132 2007 FORD ESCAPE 4X4 - HYBRID Yes No 129016L 67,439 $0 $28,000 $0 $0 $0

6573 2008 FORD ESCAPE 4X4 SUV Hyrid Yes No 114731L 51,514 $0 $0 $28,000 $0 $0

2679 2016 FORD EXPLORER 4WD No No 172031L 7,347 $0 $0 $0 $0 $0

4988 2017 JEEP COMPASS 4X4 4 DR No No 172037L 634 $0 $0 $0 $0 $0

TOTAL BUILDING INSPECTION $0 $28,000 $28,000 $0 $0

E-58 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

CITY MANAGER at 12/31/2016 5925 2017 FORD EXPLORER - SILVER No No 172044L 447 $0 $0 $0 $0 $0

TOTAL CITY MANAGER $0 $0 $0 $0 $0

E-59 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

ENGINEERING at 12/31/2016 2324 2005 FORD EXPLORER 4x4 No No 122-984L 61,508 $0 $0 $0 $0 $35,000

TOTAL ENGINEERING $0 $0 $0 $0 $35,000

E-60 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

FINANCE at 12/31/2016 0780 2005 CHEVROLET IMPALA 4 DR SEDAN No Yes 24-292L 52,427 $0 $0 $0 $28,000 $0

5924 2017 FORD EXPLORER No No 172046L 380 $0 $0 $0 $0 $0

TOTAL FINANCE $0 $0 $0 $28,000 $0

E-61 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

FIRE at 12/31/2016 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 65,046 $0 $750,000 $0 $0 $0

5004 2004 CARGO TRAILER No No 129018L $0 $0 $0 $0 $0

7761 2004 ACSI DECONTAMINATION TRAI No Yes 84-725L $0 $0 $0 $0 $0

1409 2005 FORD 3/4 TON DIESEL 4X4 PICK No No 122-973L 64,635 $0 $42,000 $0 $0 $0

0700 2008 CHEVROLET 4 DOOR IMPALA No No 114733L 54,459 $0 $38,000 $0 $0 $0

2410 2008 CHEVROLET 4 DOOR IMPALA No No 114734L 61,212 $0 $0 $38,000 $0 $0

8061 2008 GMC AMBULANCE No Yes 159651L 78,088 $375,000 $0 $0 $0 $0

2042 2011 PIERCE PUMPER No No 159672L 34,415 $0 $0 $0 $0 $0

6972 2011 FORD PIERCE RESCUE No No 159653L 3,306 $0 $0 $0 $0 $0

8179 2011 VMA/PAMU CARGO TRAILER No No 159682L $0 $0 $0 $0 $0

E-62 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

2818 2012 PIERCE QUANTUM FIRE TRUCK No No 172004L 15,464 $0 $0 $0 $0 $0

4115 2013 HORTON HORTON AMBULANCE No No 172015L 49,244 $0 $0 $375,000 $0 $0

RC313 2013 WING INFLATABLE 15' 6" No No $0 $0 $0 $0 $0

2025 2014 FORD SUV INTERCEPTOR WHI No No 172019L 30,693 $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 15,813 $0 $0 $0 $0 $0

0582 2017 CHEVROLET TAHOE No No 172049L $0 $0 $0 $0 $0

0932 2017 FORD EXPLORER - WHITE No No 172043L $0 $0 $0 $0 $0

0933 2017 FORD EXPLORER - WHITE No No 172042L $0 $0 $0 $0 $0

6835 2017 PIERCE FIRE TRUCK-PUMPER VE No No 172-039L 2,186 $0 $0 $0 $0 $0

9453 2017 CHEVROLET TAHOE No No 172048L 65 $0 $0 $0 $0 $0

TOTAL FIRE $375,000 $830,000 $413,000 $0 $0

E-63 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

HUMAN SERVICES at 12/31/2016 1666 2008 GMC 12 PASSENGER VAN No No 114735L 42,331 $0 $0 $0 $0 $35,000

9026 2013 GMC 12 PASSENGER VAN No No 172013L 10,936 $0 $0 $0 $0 $0

9878 2015 DODGE CARAVAN No No 172028L 13,016 $0 $0 $0 $0 $0

4870 2017 JEEP COMPASS 4X4 4 DR No No 172038L 2,159 $0 $0 $0 $0 $0

TOTAL HUMAN SERVICES $0 $0 $0 $0 $35,000

E-64 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

PLANNING at 12/31/2016 3188 2005 DODGE CARAVAN No No 16-998L 43,048 $0 $30,000 $0 $0 $0

TOTAL PLANNING $0 $30,000 $0 $0 $0

E-65 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

POLICE at 12/31/2016 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 $20,000 $0 $0 $0

6839 2010 FORD CROWN VIC (NON REPLA No No 114-749L 98,704 $0 $0 $0 $0 $0

1609 2011 FORD 4D CROWN VIC No No XCC9355 42,239 $0 $48,000 $0 $0 $0

1610 2011 FORD 4D CROWN VIC No No ECN1102 63,016 $0 $0 $48,000 $0 $0

8779 2011 FORD CROWN VIC (PATROL) No No 159673L 81,352 $48,000 $0 $0 $0 $0

3157 2012 FORD SUV ESCAPE XLT No No 159683L 23,113 $0 $0 $48,000 $0 $0

1333 2013 FORD SUV INTERCEPTOR (PAT No No 172008L 47,457 $0 $48,000 $0 $0 $0

1337 2013 FORD SUV INTERCEPTOR (PAT No No 172012L 61,207 $48,000 $0 $0 $0 $0

5873 2013 JEEP WRANGLER No No 172016L 15,808 $0 $0 $0 $0 $0

2023 2014 FORD SUV INTERCEPTOR (PAT No No 172017L 73,551 $0 $48,000 $0 $0 $0

2024 2014 FORD SUV INTERCEPTOR (PAT No No 172018L 71,900 $0 $48,000 $0 $0 $0

E-66 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

2026 2014 FORD SUV INTERCEPTOR (UN No No WNN4064 33,216 $0 $0 $48,000 $0 $0

2068 2014 SMART RADAR TRAILER No No 172-027L $0 $0 $0 $0 $0

4689 2014 SMART LOW SPEED VEHICLE No No 172020L 4,207 $0 $0 $0 $0 $0

6293 2014 FORD SUV INTERCEPTOR (PAT No No 172022L 55,959 $0 $48,000 $0 $0 $0

9778 2014 FORD FORD - INTERCEPTOR Se No No WNR8302 37,166 $0 $0 $48,000 $0 $0

3935 2015 FORD 4D INTERCEPTOR UNMA No No 172034L 12,502 $0 $0 $0 $0 $0

4038 2015 FREEDOM CARGO TRAILER-ENCLO No No 172047L $0 $0 $0 $0 $0

6999 2015 CHEVROLET TAHOE K1500 No No VBC7971 40,839 $0 $0 $0 $45,000 $0

1881 2016 CHEVROLET TAHOE No No VRJ7648 250 $0 $0 $0 $0 $0

3753 2016 FORD UNMARKED SUV INTERC No No VHV8535 15,074 $0 $0 $0 $0 $0

5032 2017 FORD SUV INTERCEPTOR (PAT No No 172050L 10 $0 $0 $0 $0 $0

5033 2017 FORD SUV INTERCEPTOR (PAT No No 202551L 10 $0 $0 $0 $0 $0

TOTAL POLICE $96,000 $260,000 $192,000 $45,000 $0

E-67 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

PUBLIC UTILITIES at 12/31/2016 0537 1966 COX BOAT TRAILER No No 16-978L $0 $0 $0 $0 $0

1382 1992 FORD SEWER CLEANER No No 93-898L 38,797 $230,000 $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 100,897 $35,000 $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 16,709 $0 $0 $0 $250,000 $0

7493 2005 FORD F350 3/4 TON UTILITY TR No No 122999L 62,058 $0 $40,000 $0 $0 $0

8245 2006 FORD VAN-CAMERA TRUCK No Yes 114-748L 21,674 $0 $0 $0 $0 $0

0423 2007 GMC PICKUP TRUCK No No 129017L 77,015 $0 $30,000 $0 $0 $0

4708 2008 CASE 580L BACKHOE No No 3,893 $0 $0 $0 $0 $0

9610 2011 YAMAHA 50HP OUTBOARD MOTOR No No NA $0 $0 $0 $0 $0

E-68 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

4686 2012 CHEVROLET 1/2 TON PICKUP TRUCK No No 172003L 19,681 $0 $0 $0 $0 $0

8374 2013 FORD EXPLORER No No 172006L 35,563 $0 $0 $0 $0 $0

2742 2014 FORD F150 PICKUP TRUCK No No 172024L 18,930 $0 $0 $0 $0 $0

1394 2015 CHEVROLET 4 WHEEL SILVERADO PU No No 172035L 9,637 $0 $0 $0 $0 $0

7798 2015 INTERNATIONAL DUMP TRUCK No No 172029L 3,277 $0 $0 $0 $0 $0

TOTAL PUBLIC UTILITIES $265,000 $70,000 $0 $250,000 $0

E-69 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

PUBLIC WORKS at 12/31/2016 0111 0000 WATER TANK No No NA $0 $0 $0 $0 $0

1117 1999 FORD F150 PICKUP TRUCK No No 19-409L 64,644 $45,000 $0 $0 $0 $0

0002 2000 FORD DUMP/PLOW/SPREADER No No 172036L $100,000 $0 $0 $0 $0

3268 2000 FORD TRACTOR No No 1,027 $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 48,859 $100,000 $0 $0 $0 $0

9828 2000 FORD DUMP/PLOW/SPREADER No No 16-994L 41,738 $100,000 $0 $0 $0 $0

9479 2001 GMC 1/2 TON 4X4 PICKUP-LOA No No 49-454L 83,572 $0 $0 $0 $0 $35,000

2476 2002 CASE BACKHOE No No n/a 4,292 $0 $70,000 $0 $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

5881 2004 ELGIN WHIRLWIND STREET SW No No 19-412L 45,532 $0 $0 $0 $0 $0

0155 2006 HUDSON UTIL TRAILER No No 129020L $0 $0 $0 $0 $0

E-70 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

0995 2006 GMC PU TRUCK No No 114-721L 64,074 $0 $30,000 $0 $0 $0

1608 2006 FORD DUMP TRUCK No No 129025L 35,379 $0 $0 $70,000 $0 $0

1827 2006 CARRYON CARRY ON TRL No No 172007L $0 $0 $0 $0 $0

4706 2006 CURRAHEE UTIL TRL No No 129006L $0 $0 $0 $0 $0

8855 2006 CHEVROLET TAHOE - SUV No No 123-000L 66,865 $0 $0 $0 $0 $0

9142 2006 GMC PU TRUCK C2500 No No 114-722L 56,132 $0 $0 $30,000 $0 $0

9151 2006 GMC PU TRUCK SIERRA No No 114-723L 68,312 $0 $0 $30,000 $0 $0

0869 2007 FORD EXPLORER 4 x 4 No No 114729L 60,938 $0 $0 $0 $35,000 $0

2835 2008 FORD 3/4 TON PICKUP No No 114740L 38,743 $0 $0 $0 $35,000 $0

4698 2008 CASE 580L BACKHOE No No 4,296 $0 $0 $0 $0 $70,000

8498 2008 INTERNATIONAL DUMP TRUCK No No 114732L 13,419 $0 $0 $0 $0 $0

0931 2009 FORD F-250 GAS 4X2 PU No No 129043L 56,806 $0 $0 $35,000 $0 $0

2256 2009 FORD F-350 DIESEL 4x4 PU No No 129042L 49,496 $0 $0 $0 $0 $40,000

E-71 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

2018S 2012 FORD PICKUP TRUCK No No 172001L 34,158 $0 $0 $0 $0 $40,000

6236 2012 VOLVO ROLLER No No $0 $0 $0 $0 $0

9242 2012 FORD BUCKET TRUCK No Yes 172014L 5,187 $0 $0 $0 $0 $0

9442 2012 FORD F250 CREWCAB No No 172005L 20,150 $0 $0 $0 $0 $40,000

0200 2013 WORKMAN GATOR-WORKMAN No No NA 34,852 $0 $0 $0 $0 $0

22222 2014 SPREADER/SANDE SPREADER/SANDER No No $0 $0 $0 $0 $0

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 9,955 $0 $0 $0 $0 $0

7797 2015 INTERNATIONAL DUMP TRUCK/PLOW/SPR No No 172030L 4,867 $0 $0 $0 $0 $0

2504 2016 BOBCAT COMPACT TRACK LOADE No No NA

TOTAL PUBLIC WORKS $345,000 $100,000 $165,000 $70,000 $225,000

E-72 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

RECREATION at 12/31/2016 5169 1994 TRITON UTIL TRAILER No No 19-406L $0 $2,000 $0 $0 $0

3321 2006 CHEVROLET 4 DOOR SEDAN No Yes 114-724L 55,697 $0 $0 $0 $0 $0

1177 2010 JOHN DEERE UTIL VEHICLE - TX4X2 No No NA $0 $0 $0 $12,000 $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 36,989 $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 699 $0 $0 $0 $0 $0

TOTAL RECREATION $0 $2,000 $0 $12,000 $0

E-73 Future - Potential- Unit No Year Make Description Hybrid? Alternative Fuel? License No. Mileage FY2018 FY2019 FY2020 FY2021 FY2022

WRHA at 12/31/2016 3661W 2002 DODGE PU TRUCK RAM150 No No 106,195 $35,000 $0 $0 $0 $0

8281 2002 FORD EXPLORER No Yes 49-458L 99,967 $0 $0 $0 $0 $0

7853 2004 CHEVY 3500 VAN No No 54,189 $0 $0 $0 $0 $0

TOTAL WRHA $35,000 $0 $0 $0 $0

E-74 CITY OF WILLIAMSBURG MEMORANDUM

To: Mayor and City Council Planning Commission

From: Andrew O. Trivette, Assistant City Manager

Date: Saturday January 7, 2017

RE: Capital Improvements for FY17 – Status of Current Projects

The intention of this memorandum is to provide a review and update of the progress made toward projects during FY17 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 17 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 with final FY17 budget adoption in June. The final CIP included a total FY17 budget of $10,773,781 for project completion during the operating year. Additionally the plan included $7,242,625 in funding carried over from the FY16 CIP which is former budget year project funding that was not expended but programmed for projects still underway. Finally, the plan includes debt service associated with CIP related projects. In FY17 debt service added $1,236,584 to the CIP culminating in a FY17 capital improvement budget of $19,252,990.

The FY17 capital budget included the five (5) project categories of Public Works, Recreation and Open Space, Public Safety, General Government, and Agencies/Interjurisdictional. These five (5) categories provided 34 individual projects. Of these 19 have been completed, eight (8) are underway or will be completed before FY18, and seven (7) have been postponed 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 Objective (GIO) as adopted by City Council in October of 2014. The PC symbol indicates that the project was encouraged in the Planning Commission comments letter provided during the FY17 budget process. Page | 1

E-75 CITY OF WILLIAMSBURG MEMORANDUM

Public Works: 3 project areas with 7 projects totaling $5,472,000 in FY17 (1) Street Construction (3 projects FY17): a. Repaving Program $161,062 FY16 carryover $1,000,000 FY17 – The City was approved for the VDOT revenue sharing program for repaving in the amount of $500,000. Streets are scheduled to be paved in the April-June 2017 timeframe. Streets included are Holly Hills, Sir Thomas Lunsford, Parke, Weston, Curtis Neck, Pipe Kiln, Helmsley, Lafayette, Henry, S. Boundary, Ireland, Nassau, Parkway, Bypass, Page, Jamestown, and the Community Building drives. CP PC b. Ironbound Road / Longhill Road Relocation $ 175,945 FY16 carryover $1,500,000 FY17 – The City began engineering for this project in FY16 and will complete the design work in FY17. Construction is planned for FY18 in conjunction with the completion of James Blair School. CP PC c. Monticello Avenue (Richmond Road to Treyburn Drive) $25,000 FY16 carryover $50,000 FY17 – This project’s design is contingent on the redevelopment plans for the Williamsburg Shopping Center. Work on the project will not begin until the redevelopment plan is more certain. It is expected that this will occur in FY18. (2) Corridor Enhancement/Underground Wiring (2 projects FY17): a. South Henry Street (U.W.) $622,000 FY16 carryover – This project was completed in the CP PC fall of 2016. Staff coordinated the work of Dominion Power and other utility providers. b. Second Street (U.W.) $1,900,000 FY17 – Underground wiring projects require assistance CP from Dominion Power and the other overhead utility providers and are subject to their availability to complete the work. The Second Street project will advance to construction in FY17-18 based on response from Dominion Power who lead the process. (3) Pedestrian and Bicycle Improvements (2 projects FY17) a. Pedestrian Facility Improvements $275,000 FY17 – Planned pedestrian improvements in CP FY17 include the Parkway Drive connection from Wyndham Plantation to Capitol Landing Road. This work will be completed in the spring of 2017. b. Bicycle Facility Improvements $1,226,766 FY16 Carryover $125,000 FY17 – Bicycle CP PC improvements planned for FY18 were in design and engineering during FY17. This included the grant funded project to construct a multiuse path along Monticello Avenue between Treyburn Drive and Ironbound Road. Design is underway and construction is expected to begin during FY18.

Recreation and Open Space: 1 project area with 3 projects totaling $765,450 in FY17 (1) Facilities (3 projects FY17): a. Quarterpath Park Improvements $429,200 FY17 – FY17 year to date improvements at CP Quarterpath Park include repainting in the recreation center, and resurfacing the gym floor. Savings were found through staff work versus contracted painters. Other projects planned included rebuilding softball fields and HVAC equipment replacement. The softball field work has been postponed to accommodate the national championship tournament in the spring. This work will be completed in FY18 dependent on new revenue sources. The purchase contract for replacement of the HVAC chiller has been awarded and the work will be completed prior to FY18. b. Kiwanis Park Improvements $236,250 FY17 – The department is engaged in the design of new playground equipment for Kiwanis Park play area and construction will include the installation of a new accessible route. This work will be completed in FY17. c. Waller Mill Park Improvements $100,000 FY17 – The Waller Mill Park parking lot was milled, repaved and restriped during the fall of 2016. This work was accomplished for less than the budgeted amount ($71,350).

Page | 2

E-76 CITY OF WILLIAMSBURG MEMORANDUM

Public Safety: 2 project areas with 9 projects totaling $716,350 in FY17 (1) Facilities (3 projects FY17): a. E-911 Regional Center – Expansion $45,000 FY17 – 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 which is completed. The City supported costs of that renovation equate to annual debt service of $45,000 in each FY of the CIP. Estimated savings due to the consolidation equal as much as $200,000 annually. b. Police Station Needs Study $50,000 FY17 – As the Police Station ages it no longer offers operational support for the needs of the department. Additionally the structure is incurring maintenance costs that are mounting. Concurrent with the study of the Fire Department the Police Department is also working through an assessment of need and functionality for the station building located on Armistead Avenue. This project will complete in April 2017 and provide recommended next steps. Action will be taken in FY18 and 19 toward implementation of the findings. (2) Equipment (7 projects FY17): a. Portable Radio Replacement $66,600 FY16 carryover - The Fire Department has replaced the total 37 radios in use by the department. 25 were replaced in FY16 and 12 during FY17. b. Self-Contained Breathing Apparatus Replacement $20,000 FY17 – This project was planned dependent on a grant through the Assistance to Firefighters program. Unfortunately, the grant application was unsuccessful and as a result the purchase postponed until FY18. c. Aid to Localities Fire Equipment grant $150,000 FY16 carryover $44,500 FY17 – This project allows for the capture of grant funds across budget years. The funding is utilized to purchase firefighter protective equipment. d. 4 for Life Equipment & Training grant $60,000 FY16 carryover $18,500 FY17 - This project allows for the capture of grant funds across budget years. The funding is utilized to purchase EMS training and equipment. e. Parking Garage Equipment Replacement $160,000 FY17 – This project was planned for FY17 to allow for the replacement of failing equipment used for parking access at the Prince George street parking garage. However, as the City embarked on a downtown parking study the prudent decision was made to postpone this project until the study was concluded and an implementation plan developed. It is expected that this will occur in the FY18 or 19 CIP. f. Stretcher Replacement $11,425 FY16 $41,750 FY17 – The Fire Department is in the process of replacing the now dated manual stretchers used in EMS operations with power units that reduce risk of injury to both personnel and patients. One unit was purchased in FY17 and the final unit will be replaced in FY18. g. Police Body Worn Cameras $60,000 FY17 – The Police Department implemented a body worn camera policy in the fall of 2016 and subsequently purchased the equipment. The cameras have been deployed and are currently in use by officers.

Page | 3

E-77 CITY OF WILLIAMSBURG MEMORANDUM

General Government: 4 project areas with 9 projects totaling $1,892,835 in FY17 (1) Facilities (2 projects FY17): a. Fire Station Renovation $40,000 FY17 – Concurrent with the study of the Police Department the Fire Department is also working through an assessment of need and functionality for the station building located on Lafayette Street. The building is functionally obsolete in several areas such as housing of personnel. Maintenance costs for large items like HVAC units spur the need for discussion of a more comprehensive renovation. This project will complete in April 2017. Action will be taken toward implementation of the study findings in FY18 and 19. b. Parking Terrace Rehab $190,897 FY16 carryover $150,000 FY17 – The parking terrace located off of Boundary Street needed repair due to age. During the fall of 2017 resurfacing and repairs were completed at the terrace. (2) Information Technology (3 projects FY17): a. PC Replacement Program $30,000 FY17 – Annually the IT Department replaces computers that have reached the end of life and are in need of maintenance. The department’s replacement policy is based on a four (4) year cycle. This replacement typically occurs in the spring and is planned for the spring of FY17. PC b. Enterprise Resource Planning (ERP) System Replacement $385,000 FY17 – The ERP system is the backbone of local government record keeping. There are few areas of the city that the software does not interact with when fully implemented. The first phase of implementation will be the finance functions which were budgeted in FY 17. The new software is replacing legacy systems with an industry trusted partner product. Training and conversion are occurring now. Further years of the CIP will include budgeted funds to continue the migration across the organization. c. Arts District Wi-Fi $20,000 FY16 carryover – Implementation of this project began with planning and design in FY16. The final installation and launch was intended to occur in June of 2016 allowing access to Wi-Fi within the arts district. However, with the pending redevelopment of the Williamsburg Shopping Center, this project is on hold to determine how the redevelopment might influence the design of the system and if it is still needed. (3) Vehicles (1 Project FY17) a. Vehicle Replacement Plan $73,992 FY16 carryover $743,000 FY17 – 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 the City has replaced several vehicles in the general fleet during the fall of 2016 as well as some public safety passenger cars. (4) Contingency (4 projects FY17) a. Capital Projects - Contingency $286,072 FY16 carryover $200,000 FY17 – The capital contingency is intended to accommodate unexpected expenditures during the FY. To date in FY17 a heat pump unit in the Quarterpath Gym and at the Fire Department have been replaced using this funding at a cost of $14,588. b. Biennial GIOs Planning Initiatives $306,200 FY17 – Projects planned to assist with the implementation of GIO’s included: CP PC i. the Downtown Vibrancy Study $59,965 – currently underway with expected delivery in the spring of 17, ii. the Downtown Parking Study $72,500 - completed in the Fall of 2016 and implementation is being considered currently, CP PC iii. the Parks, Recreation and Cultural Master Plan $76,200 – Staff is completing the RFP which is anticipated for release in the fourth quarter of FY17.

Page | 4

E-78 CITY OF WILLIAMSBURG MEMORANDUM

c. Tourism Promotion Initiatives - Contingency $36,835 FY17 – The Tourism Promotion Contingency is planned to provide funding for projects that are unanticipated during the budget year. It is managed as a grant fund with required application and approval by the City Council. The City Council approved a grant application from the Muscarelle Museum of Art’s upcoming Botticelli exhibit. The fund will aid in the marketing campaign for the new event.

Agencies / Interjurisdictional: 2 project areas with 4 projects totaling $6,991,943 in FY17 (1) Facilities (2 projects FY17): a. Williamsburg Library Renovations $80,000 FY16 carryover $75,000 FY17 – 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. During FY17 the AHU humidifiers will be replaced and additional funding is planned for FY18 to further the effort. b. Courthouse Maintenance Projects (contingency) $40,000 FY17 – 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 Contribution (2 projects FY17): a. Middle School $2,866,285 FY16 carryover $2,200,000 FY17 – This project consists of CP two funding amounts. The FY16 component of $2,866,285 supplied the City’s share of construction costs. The FY 17 allocation of $2.2 million was intended to fund a contingency for the construction of the fourth middle school in the Williamsburg James City County Public School System. The contract for construction was awarded in FY17. The contingency is not required and will remain with the City for use during FY18 for other CIP projects. b. Renovation Projects $842,267 FY16 carryover $745,181 FY17 – This project represents City contribution to various capital expenditures for the joint Williamsburg-James City County school system. Major projects budget for in FY17 include Norge Elementary School rehab, including roof and HVAC replacements, and Lafayette High School auxiliary gym and roof replacement. Remaining funds for any projects not completed at fiscal year-end are carried forward to the following year.

Page | 5

E-79 E-80 CITY OF WILLIAMSBURG MEMORANDUM

To: Marvin E. Collins, III, City Manager

From: Andrew O Trivette, Assistant City Manager

Date: Thursday, March 16, 2017

RE: Preliminary Transmission of the Submitted FY18 Capital Improvement Projects

Attachments: FY18 CIP Spreadsheet Draft, Project Detail Worksheets

The intention of this memorandum is to close the submission period for Capital Improvement Plan (CIP) projects for the FY 18 budget process.

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 four (4) 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 process for development of the FY18 CIP includes: 1. the submission of project worksheet by the departments to the City Manager’s Office 2. The City Manager’s Office convenes the CIP Committee, consisting of management and staff, to review and prioritize the submitted projects. 3. Using this priority listing the Chief Financial Officer develops the CIP and the resultant capital improvement budget for FY18. 4. The Planning Commission conducts a public hearing to take comment on the upcoming FY CIP and reviews the draft project listing with budget data. 5. These items are included as a part of the City Manager’s proposed draft budget, which will be reviewed by the City Council in late January. 6. The City Council provides input on the CIP prior to the delivery of the City Manager’s proposed budget in March. 7. The City Council then considers the budget including the CIP, altering as they see fit, prior to adoption in June.

This process will be altered for the FY19 CIP to include a formal scoring and ranking of submitted projects. This will further aid in the scheduling of projects for future FY.

The Office of the City Manager opened the submission period for new and revised CIP worksheets influencing the FY18 budget on December 1, 2016. The open submission period concluded on December 16, 2016 at the close of business. Nine (9) departments submitted 40 projects. This total includes 13 new projects and 27 revisions to, or the continuation of, projects currently included in the CIP. The FY18 capital budget consists of $12,938,260 of project funding requests, $7,521,310 in FY17 carryover funds, $1,411,191 in contingency and debt service for bonded projects for a total expenditure of $21,870,761. We anticipate grant or reimbursement funding in the amount of $11,610,083 during FY18, representing 53% of the total FY18 capital budget.

Page 1 of 7

E-81 Below are descriptions of the submitted projects from each department. 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 Objective 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 FY17 budget process.

Public Works: 4 project areas with 14 projects totaling $8,929,300 in FY18 ($4,740,000 FY17 carryover) (1) Street Construction (5 projects = $3,095,000 FY18 (1,500,000 FY17 carryover)): a. Repaving Program $1,000,000 FY18 (500,000 VDOT Revenue Sharing) – Annually 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. The project typically uses approximately $500,000 in VDOT revenue sharing funds if they are available. FY18 planned costs include $500,000 that is not grant dependent for expenditure. Starting in FY19, the department will budget 450,000 annually to complete this work. CP b. Ironbound Road Phase 1, 2 &3 $1,500,000 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. This project 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 project was designed during FY16-17 and will utilize $1,500,000 in FY17 carryover funds for a total project budget of $3,500,000. The City share of this total is anticipated to be $298,583 if all anticipated grants are received. i. Ironbound Road Phase 2 $1,922,700 FY22 ($1,922,700 VDOT Smart Scale) - Phase 2 of the Ironbound 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. ii. Ironbound Road Phase 3 $3,312,400 FY22 ($3,312,400 VDOT Smart Scale) - The third phase of the Ironbound project will feature the redesign and improvement of the Longhill Road through Treyburn Drive section. The planned improvement includes a roadway with three (3) lanes, pedestrian/bicycle improvements, streetlights and underground wiring. CP c. Capitol Landing/Bypass Roads Intersection Redesign $2,144,760 FY22 ($2,144,760 VDOT Smart Scale) – Capital Landing Road is being reconstructed as part of an effort to encourage redevelopment along this gateway corridor. The project includes two anchor intersections. The Capitol Landing and Bypass 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. CP d. Traffic Signals $275,000 FY20 – Engineering expects that any of three (3) intersections may meet traffic warrant requirements for signalization by FY20. They include Richmond Road/Waltz Farm Drive, Second Street/Parkway Drive, and York Street/Quarterpath Road. The $275,000 budgeted will fund the signalization of one (1) intersection. e. Bridge Inspections/Improvements $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. It is expected that during the five-year scope of the CIP $95,000 will be required to reseal the bridge decks of Bypass Road and Capitol Landing Road. This work is anticipated in FY18. The Page Street Bridge will likely need new bearings in FY19 at an anticipated cost of $400,000.

Page 2 of 7

E-82 (2) Corridor Enhancement/Underground Wiring (4 projects = $5,774,300 FY18 ($1,850,000 FY17 carryover)): a. Capitol Landing Road Redesign $5,774,300 FY18 ($2,887,000 VDOT Revenue Sharing) – Using CP 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. PC CP b. Monticello Avenue Redesign $50,000 FY17 carryover ($2,500,000 VDOT Revenue Sharing) – 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. The exact configuration is still uncertain. When complete it could include a roadway featuring three (3) or five (5) lanes. Roundabouts are also being considered for the key intersections. The project may include an alternate route, which would be new construction along the boundary of the shopping center property to aid in reducing traffic congestion. At present, the project’s total budget is estimated at $5,000,000 in FY20 but cannot be confirmed until a design standard and scope is selected. This project is contingent on approximately $2.5 million in grant funds. PC CP c. Lafayette Street Improvements $1,800,000 FY22 ($900,000 VDOT Revenue Sharing) – Lafayette Street is considered an important corridor for the city. The department will be pursuing an improvement designed using the concept of “complete streets”. This means the inclusion of improvements to accommodate better use by vehicles, mass transit, bicycles, and pedestrians. Underground wiring and new streetlights are also planned elements. CP d. Second Street Underground Wiring $1,800,000 FY17 carryover – Work is underway to relocate overhead utilities underground along Second Street. The Second Street project encompasses Page Street to the corporate limits and is expected to conclude during FY18. This project is funded with a carryover of FY17 monies.

(3) Pedestrian and Bicycle Improvements (4 projects = $0.00 FY18 ($1,370,000 FY17 carryover)) a. Sidewalk Construction $20,000 FY17 carryover – This project includes new and improved CP sidewalks across the city. A planned project for FY20 is a new sidewalk along Francis Street ($110,000) from South England Street to Nassau Street, which will be constructed concurrently with the completion of the DeWitt-Wallace Gallery expansion. 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 for all five (5) avenues. CP b. Monticello Avenue Multi-Use Trail $1,250,000 FY17 carryover ($1,000,000 VDOT Grant & $125,000 W&M Share) – The Monticello Avenue Multi-Use Trail was approved for TAP funding to allow construction in FY18. This project is a new multi-use path along Monticello Avenue between Treyburn Drive and Ironbound Road. 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). c. Strawberry Plains/John Tyler Multi Use Trail ($30,000 FY22) - The Planning Commission has encouraged the construction of a multi-use path connecting to John Tyler Lane and the Strawberry Plains residential area. The planned expense of $30,000 will fund a study of the proposed project to help identify best route and construction techniques. CP d. Longhill Road Multi-Use Trail Extension ($100,000 FY17 carryover) - The Longhill Road Multi- Use Path extension is proposed for FY18. The 2,500 foot long Shared-Use Path will run from the City limits to James Blair Middle School. The estimated cost for this project is $100,000 that is funded entirely through FY17 carryover funds. This facility will connect to the existing path around the James City Rec Center and along DePue Drive, and will tie in to a future Shared-Use Path along Ironbound Road from James Blair Middle School to Plumeri Park. This will allow for a complete future “Rec Center Loop” as well as connection to the existing shared-use path along Ironbound Road from Plumeri Park to Monticello Avenue, and to the proposed shared-use path along Monticello Avenue. This facility will provide a “Safe Route to School” for the new James Blair

Page 3 of 7

E-83 Middle School, which is proposed to open in September 2018, and will serve the City neighborhoods of Skipwith Farms, Piney Creek, Savannah Green and Longhill Woods. (4) Stormwater Management (1 project = $60,000 FY18 ($20,000 FY17 carryover)) a. Srormwater Infrastructure Improvements $60,000 FY18 ($20,000 FY17 carryover) - The CP stormwater masterplan was updated in FY15. Additionally, the total maximum daily load (TMDL) Action Plan was approved by the Virginia Department of Environmental Quality (DEQ) in FY16. The City is budgeting $60,000 in FY18 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. The Department will also utilize $20,000 in FY17 carryover funds during FY18.

Recreation, Culture, and Open Space: 1 project area with 4 projects totaling $295,000 in FY18 ($450,450 FY17 carryover) (1) Facilities (4 projects = $295,000 FY18 ($450,450 FY17 carryover)): a. Kiwanis Park Improvements $167,000 FY18 ($236,250 FY 17 carryover) – FY18 funding for Kiwanis Park will provide 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. b. Quarterpath Park Improvements $310,000 FY19 ($214,200 FY17 carryover) – Improvements are planned for Quarterpath Park over the next five (5) years. A project carried over from FY17 includes the improvement of the softball fields at a cost of $214,200 that is now planned for FY18. During FY19 we intend to begin planning and design for a recreation center addition and the replacement of aging playground equipment and construction of an accessible route. Additional improvements include refinishing the gym floor and a classroom floor at a total cost of $35,000 in FY21 and in FY22 we expect to install computer controlled lighting at a cost of $30,000. c. Waller Mill Park $128,000 FY18 - Waller Mill Park improvements scheduled for FY18 include replacement of shelter 1 and the renovation of shelter 3 for accessibility ($68,000). We will also complete sectional repaving of the hard surface trail ($60,000). Further planned improvements include the renovation of shelter 2 and 4 for accessibility ($50,000 FY 20) and playground 3 in FY21 for a cost of $85,000. PC CP d. Papermill Creek Park $300,000 FY19 ($250,000 NPS Grant) – The Papermill Creek Preservation Area along South Henry Street consists of approximately 37 acres of city owned property. The site is adjacent to the Colonial Parkway, Great Neck Picnic Area and College Landing Park. It is a natural park expansion area. This project includes design funding in FY19 of $300,000 in preparation for $2,250,000 in FY20 to complete park amenity construction. Additionally, the Department will apply for a grant from the National Park Service Land and Water Conservation Fund totaling $250,000 with the anticipation of award in FY19, which will be applied toward the FY20 total.

Public Safety: 2 project areas with 7 projects totaling $1,613,315in FY18 ($330,860 FY17 carryover) (1) Facilities (3 projects $1,145,000 FY18): a. Fire Station Renovation $750,000 FY18 – 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. A study of need and current facility capability was recently completed. The study provided a recommendation for improvement that has informed the cost estimates for construction. Options for improvement include reconstruction, renovation, or the construction of a new joint Public Safety Facility that would include the Police Department. The programmed $750,000 for FY18 will provide for design work associated with this recommendation. Construction is planned for FY19 at an estimated cost of $7,685,700. CP b. Police Station Renovation $350,000 FY18 – The Police Station constructed in 1978 without major renovation is due improvement. The facility currently is suffering from a failing roof, structural decay, and needs safety improvements. A study of need and current facility capability was recently completed. The study provided a recommendation for improvement that has informed the cost estimates for construction. Options for improvement include reconstruction, renovation, or the construction of new joint Public Safety Facility that would include the Fire Department. The Page 4 of 7

E-84 programmed $350,000 for FY18 will provide for design work associated with this recommendation. Construction is planned for FY19 at an estimated cost of $3,600,000. 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 ($330,860 FY17 carryover)) a. 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 will replace 32 Self-Contained Breathing Apparatus (SCBA) which do not meet the National Fire Protection Standards. Other Examples of annual purchases include hose replacement and personal protective equipment. $45,000 is the anticipated expense in each FY. b. EMS Equipment $132,000 FY18 (20,000 FY17 carryover) – This project will allow the Fire Department to upgrade, replace or purchase new life saving tools for use in EMS actions. Planned purchases 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 will complete the stretcher replacement project, which has been funded over several years, with $42,000 for the final power unit. These, industry standard, units reduce the risk of injury to our personnel and the patient through motorized lift. $25,000 is the anticipated expense in each future FY, which accommodates annual paramedic training and daily EMS supplies. c. Law Enforcement Equipment $51,315.68 FY18 – 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 will enter 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 annually over five (5) years. d. Parking Garage Equipment Replacement ($160,000 FY17 carryover) - The Prince George Parking Garage opened in 2004. The parking control systems and equipment at the garage are now more than 10 years old and require replacement. This project will replace the existing parking control systems (hardware, software, and remote monitoring systems) with a new state of the art parking system. The new system will incorporate new technologies (such as credit card chip functionality and improved video capture capability) ensuring that this system will be functional for the next 10- 15 years. This project is funded through the carryover of FY17 monies totaling $160,000.

Community and Economic Development: 3 project areas with 4 projects totaling $155, 000 in FY18 (1) Planning (1 project = $40,000 FY18): a. Comprehensive Plan Update $40,000 FY18 – The current comprehensive plan was completed in 2013. The Code of Virginia requires that the plan be updated every five (5) years. This project will allow staff to complete the plan. Staff will seek assistance from consultants as needed in areas such as research, demographics, community engagement and design. (2) Economic Development (2 projects = 75,000 FY18) a. Economic Development Strategic Plan Update $75,000 FY18 – The department plans to update the Economic Development strategic Plan in coordination with the Comprehensive Plan update, which is planned for FY18. This will keep these two important documents current with their counterpart’s recommendations. The update is timely given the pending completion of the Downtown Vibrancy Plan, the Downtown Parking Plan and the Parks, Recreation and Cultural Master Plan. The total cost of this project will be provided through the Economic Development Authority budget. b. Arts District Viability $50,000 FY22 – This project will allow for the engagement of a consulting firm to review the viability of the existing Arts District based on current policy, market demands, property condition, property availability, and property values. This analysis will identify recommendations for the City’s next steps for the Arts District.

Page 5 of 7

E-85 (3) Redevelopment and Housing (1 project = $40,000 FY18) a. City Housing Renovation $40,000 FY18 - The city owns four (4) housing units that are leased to city employees to provide for workforce housing. A duplex and a single-family dwelling are located on Longhill Road and a single-family dwelling is located on Waller Mill Road adjacent to the Water Plant. All four (4) units are in need of renovations. This project will include the renovation of the kitchen and bathrooms at all four (4) locations. Two (2) units (219, 223 Longhill Road) are slated for improvements in FY18 and two units are planned for FY19. The estimated cost for FY18 is $40,000 and another $40,000 in FY19. The housing is primarily offered to public works employees who can readily respond to emergencies so that the city derives a valuable benefit of having employees in close proximity.

General Government: 3 project areas with 7 projects totaling $1,279,000 in FY18 (1) Facilities and Land (3 projects = $72,000 FY18): a. Human Services Front Window Update $20,000 FY18 – The most visited office of the Municipal Building may be the Human Services Department. However, the front counter is not welcoming nor safe for visitors and employees. This project will provide new windows and counter space, which will allow for better workstation design and enhanced safety for the employees serving the public. b. Facility Painting $52,000 FY18 – This project includes the repainting of several key facilities, or portions thereof, during FY18. The Transportation Center exterior will be entirely repainted for an estimated cost of $25,000. The Community Building Roof and Triangle Building Roof will be repainted costing $17,000 and $10,000 respectively. CP c. Cedar Grove Cemetery Expansion $40,000 FY19 - 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. The city will be coordinating the study with the College.

(2) Technology (3 projects = $395,000 FY18): a. Enterprise Resource Planning System (ERP) Replacement $215,000 FY18 – 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. Additionally, the current system lacks in functionality, capabilities, documentation, requires many adjustments by staff, and is limiting for citizens and businesses. Replacement of this system with a new, state of the art, web-based system will allow for a completely integrated financial, HR and Codes Compliance system without the limitations and constraints of the existing system. This implementation will take 2 years to complete. 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. 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 department requests $30,000 for this expense in each FY. c. Telephone System Replacement $150,000 FY18 - The City’s telephone system consists of a primary Private Branch Exchange (PBX) server and three (3) remote gateways located at the Police and Fire Departments. The third is located in the Quarterpath Recreation Center. The original system dates back to the mid to late 90’s with some minor upgrades performed during the Municipal Building expansion project. This system is now obsolete and beyond its useful life. The new system will maintain and build upon the functionality of the current system allowing for greater productivity with new features and enhanced reliability through new infrastructure and redundancy.

(3) Vehicles (1 project = $851,000 FY18): a. Vehicle Replacement Plan $851,000 FY18 – 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, several general fleet and public safety vehicles will be replaced. Expected costs in future years are $1,250,000 FY19, $798,000 FY20, $155,000 FY21, and $295,000 FY22 for a total project expense over five years of $3,349,000.

Page 6 of 7

E-86 Agencies and Interjurisdictional: 2 project areas with 4 projects totaling $627,645 in FY18 ($2,000,000 FY17 carryover) (1) Facilities (3 projects = $340,000 FY18): a. Williamsburg Regional Library Renovations $60,000 FY19 – With the construction of the Stryker Center and the relocation of staff from the library building into that new space, new programing space is available. This project allows for design of new programing space in the recently vacated areas of the library in FY19 at a cost of $60,000 with construction budgeted for FY20 at $540,000. b. Williamsburg Regional Library Mechanical Systems $300,000 FY18 - 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, we will continue this work with $300,000 budgeted and in FY19, the project completes through an additional allocation of $180,000. The total budget for this project is $480,000. c. 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 ($2,000,000 FY17 carryover)): a. School System Capital Contribution $2,000,000 FY17 carryover $287,645 FY18 – This project represents City contribution to various capital expenditures for the joint Williamsburg-James City County school system. Anticipated funding amounts are $1,428,404 FY19, $262,987 FY20, $425,355 FY21, and $743,092 in FY2022. These estimates are based on the school system CIP, which has not yet been reviewed by the JCC Board of Supervisors. The City share of these expenses are 9.46% 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.

Page 7 of 7

E-87 CITY OF WILLIAMSBURG GENERAL FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2018

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 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-88 CITY OF WILLIAMSBURG UTILITY FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2018

FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 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 $200 $0 $800 Water Distribution/Storage Water System Improvements -$2,000 $0 -$1,000 $0 $0 -$3,000 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 -$1,500 $0 -$1,500 $0 -$1,500 -$4,500 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 -$3,300 $200 -$2,300 $200 -$1,500 -$6,700

* Estimated impact on operating costs are assumed to begin in project year, and continue thereafter.

E-89

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-50

F-1

BUDGET CALENDAR September 2016 10&12 City Council Retreat - 2017/2018 Biennial Goals, Initiatives, and Outcomes.

13 Community Workshop on 2017/2018 Biennial Goals, Initiatives, and Outcomes,

October 2016 13 City Council Meeting – Public Hearing and First Draft of 2017/2018 Biennial Goals, Initiatives, and Outcomes.

November 2016 10 City Council Meeting – Adoption of 2017/2018 Biennial Goals, Initiatives, and Outcomes.

17 “State of the City” Biennial Mayor’s Address on City accomplishments and outlook.

21 Finance department sends letters to outside agencies advising of budget submittal requirements and deadlines.

December 2016 2 City Manager and Finance Director distribute budget guidance and capital improvement planning instructions to operating departments.

January 2017 3 Begin series of meetings between City Manager and City employees in small groups to discuss budget issues.

6 Finance department distributes FY 2018 Budget Worksheets to Department Heads and Constitutional Officers.

13 Planning Director prepares a status report on the FY 2017 CIP, focused on major capital items, and provide to Planning Commission and City Council.

18 Planning Commission public hearing on capital improvement program.

20 Departmental and Constitutional Officer operating budgets due to Finance Department. Finance begins compilation and review of budgets, and completes revenue projections for FY 2018.

20 Deadline for receipt of all Outside Agency budget requests for FY 2018 funding.

21 City Council Retreat on budget preview and long-term financial outlook.

23 City Manager and Finance Director begin meetings with Department Heads on budget submittals as necessary.

F-2

February 2017 1 Planning Commission – Work session on CIP

15 Planning Commission provides input to City Manager and City Council for update of the Five Year Capital Improvement Program.

March 2017 TBD W-JCC Schools to host joint meeting of the JCC Board of Supervisors, School Board, and City Council to discuss budget, enrollment, and other matters of interest.

4 Advertise proposed property tax increase (if applicable-30 day minimum notice requirement Va Code §58.1-3321).

9 City Council Meeting – Williamsburg Regional Library Budget Presentation.

15 1st Notice of Public Hearing for Water Rate Increase Advertisement in Va Gazette (if applicable – Va Code §15.2-2143).

20 City Council Work Session – Outside Agency Budget Requests (4:00pm-5:00pm Arts Commission, Human Services Agencies, 5:00pm-6:30pm Tourism Marketing).

22 2nd Notice of Public Hearing for Water Rate Increase Advertisement in Va Gazette (if applicable – Va Code §15.2-2143).

24 Proposed FY 2018 Operating and Capital Improvement Budgets delivered to City Council.

29 Budget Synopsis / Notice of Public Hearing on Proposed Budget advertised in Va Gazette. (Va Code §15.2-2506-7 day minimum notification).

April 2017 1 City Manager budget report to Neighborhood Council of Williamsburg.

10 City Council Work Session – Overview of FY 2018 Budget and Open Forum.

13 City Council Meeting - Public Hearing on Proposed Budget, Tax Levy, and Utility Rates.

17 City Council Budget Work Session (4:00 pm, if required).

29 Supervisors and Department Heads submit annual employee performance evaluations for input into Merit Pay Plan.

May 2017 11 City Council Meeting - Adopt FY 2018 Operating, Capital, Utility, Public Assistance, and Quarterpath CDA Fund Budgets with Budget Resolution.

Council Sets Tax Rate.

July 2017 1 Begin Fiscal Year 2018.

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 (01) and the Capital Improvement Program (Sales Tax 04). 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 (10) 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: 01 1101 Legislative Marvin E. Collins III 01 1102 Clerk of Council Donna Scott 01 1201 City Manager Marvin E. Collins III 01 1203 Economic Development Michelle Dewitt 01 1204 City Attorney Christina Shelton 01 1206 Triangle Building Mgt. Michelle Dewitt 01 1209 Commissioner of the Revenue Judy Fuqua 01 1210 City Assessor John Mattson 01 1213 Treasurer Jennifer Tomes 01 1214 Finance Philip Serra 01 1221 City Shop Daniel Clayton 01 1301 Electoral Board Winifred Sowder 01 1302 Registrar Winifred Sowder 01 2100 Joint Activities Philip Serra 01 3101 Police Andrew Barker 01 3102 E-911 Andrew Barker 01 3103 Parking Facility Andrew Barker 01 3201 Fire William Patrick Dent 01 3301 Regional Jail John Kuplinski 01 3303 Middle Pen. Juv. Det. Center Gina Mingee 01 3401 Codes Compliance Matt Westheimer 01 3501 Animal Control Daniel Clayton 01 3503 Medical Examiner William Patrick Dent 01 3505 Emergency Management William Patrick Dent 01 4101 Engineering Daniel Clayton 01 4102 Streets Daniel Clayton 01 4103 Stormwater Management Daniel Clayton 01 4203 Refuse Collection Daniel Clayton 01 4305 Municipal Complex Daniel Clayton 01 4306 Rental Properties Daniel Clayton 01 4307 New Municipal Building Daniel Clayton 01 4308 Information Technology Mark Barham 01 4309 Landscaping Daniel Clayton 01 5101 Health Department Philip Serra 01 5103 Mosquito Control Daniel Clayton 01 5302 Public Assistance Peter Walentisch 01 5305 Public Assist.-Transportation Peter Walentisch 01 6101 School Board Philip Serra 01 6103 Joint School Contributions Philip Serra 01 7101 Recreation Administration Robbi Hutton 01 7102 Waller Mill Park Robbi Hutton 01 7104 Recreation Programs Robbi Hutton 01 7108 Cemetery Daniel Clayton 01 7302 Library - Contributions Philip Serra 01 8101 Planning Carolyn Murphy 01 8102 Contrib. to Other Agencies Philip Serra 01 8202 Soil & Water Conservation Daniel Clayton

F-10

Fund Dept. Number Number Department Responsibility Sales Tax Fund: 04 0001 Capital Improvements Projects Marvin E. Collins III

Utility Fund: 10 1900 Administration Daniel Clayton 10 1910 Filter Plant Daniel Clayton 10 1920 Water System Daniel Clayton 10 1940 Sewage System Daniel Clayton 10 1970 Debt Service Daniel Clayton 10 1985 Purchased Services Daniel Clayton 10 1990 Reserve-Utility CIP Daniel Clayton

F-11

REVENUE SOURCES AND TRENDS

GENERAL PROPERTY TAXES

General Property Taxes account for approximately 38% 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 2013-2016 .57

Real property taxes generated by other selected Virginia localities for the fiscal year ended June 30, 2015 are as follows1:

% of Total Tax Rate Per Tax Rate / Real Property Tax % Change Local vs. Capita Locality $100 Revenues FY 2015 Over FY 2014 Revenues Wmsbg. Revenue James City County $.77 $85,642,417 -.2% 53.5% +35% $1,204 York County $.7515 $65,821,466 .43% 51.2% +32% $977 Winchester $.91 $26,855,711 -.49% 35.9% +60% $987 Hampton $1.24 $132,640,604 -.44% 44.4% +117% $957 Newport News $1.22 $170,831,207 .9% 41.6% +114% $932 Williamsburg $.57 $9,916,204 2.4% 28.9% -- $658

1 Commonwealth of Virginia – 2015 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 2007 8,476,536 15.6% 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%

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 1,813,417,700 4.42%

For each 1¢ of the City’s tax rate, approximately $181,342 is generated annually, based on the fiscal year 2016 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, 2015 are as follows3:

FY 2015 Personal % of Total Tax Rate / % Change Per Capita Locality Property Tax Local $100 Over FY 2014 Revenue Revenues* Revenues James City County $4.00 $24,371,849 -.70% 15.2% $343 York County $4.00 $12,818,069 5.3% 9.9% $190 Winchester $4.50 $11,030,383 9.6% 14.7% $406 Hampton $4.50 $25,065,944 4.9% 8.4% $181 Newport News $4.50 $59,740,897 1.9% 14.6% $326 Williamsburg $3.50 $1,919,988 -3.4% 5.6% $127 *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

2007 1,292,157 1,130,964 2,423,121 2.1% 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%

*Business personal property tax receipts include autos, machinery, & tools

3 Commonwealth of Virginia – 2015 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 2007 51,334,159 21,358 277,952

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

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 2007 32,017 20,274 52,291 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

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 2007 4,867,792 13.12% 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%

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 2017:

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 Same as Propane N/A N/A N/A N/A Same as above above

Telephone 5% per month 5% per month No limit No limit No limit No limit

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 Telephone Natural Gas E-911* Wireless Sales Taxes

2007 201,075 83,671 62,243 112,628 89,231 353,702 902,550 2008 200,307 0 82,563 0 0 824,920 1,107,790

2009 201,825 0 89,224 0 0 749,461 1,040,510

2010 204,672 0 90,122 0 0 752,584 1,047,378

2011 203,571 0 97,389 0 0 748,840 1,049,809

2012 201,177 0 94,611 0 0 733,624 1,029,412

2013 204,700 0 101,896 0 0 735,570 1,042,166

2014 204,376 0 105,226 0 0 723,051 1,032,653

2015 204,834 0 103,193 0 0 716,733 1,024,760

2016 206,321 0 102,172 0 0 695,515 1,004,008

*Effective July 2, 2001, E-911 rate was increased to $2.00 but mid-year FY 2007 (beginning January 1, 2007), all E-911, telephone, and wireless revenues are included as communications sales taxes under State legislation.

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 2007 1,593,478 -10.95% 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%

Utility License Fees

The Code of Virginia, § 58.1-37 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/$100 gross receipts

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 $75 flat fee plus $60 per cab owned

F-19

Utility License fees collected over the past ten years are shown below:

Gas & Total Utility Fiscal Year Cable TV * PEG Fees** Telephone Other Electric License Fees 2007 79,168 0 55,818 33,860 2,900 171,746

2008 0 0 62,290 37,343 3,200 102,833

2009 0 0 64,035 40,685 3,300 108,020

2010 0 0 64,905 52,843 3,500 121,248

2011 0 0 67,753 40,838 2,430 111,021

2012 0 22,291 60,858 40,183 2,530 125,862

2013 0 21,946 65,226 36,621 2,835 126,628

2014 0 21,644 67,417 37,831 2,900 129,792

2015 0 21,544 66,471 31,933 3,100 123,048

2016 0 21,733 61,941 27,729 3,000 114,403 * 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 2007 172,298 2.14% 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%

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 2007 342,137 -11.8% 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%

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 2017 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 2007 172,872 -6.1% 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%

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 2007 4,350,871 14.88% 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%

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 2007 5,851,680 9.68% 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%

7 Williamsburg City Code, Section 18.271.

F-22

The City’s adopted fiscal year FY 2017 operating budget estimates room & meal tax revenues to be $10,300,000, or 29.1% of the total operating budget. Rates charged by nearby Virginia localities, and the percentage of budgeted FY 2017 receipts to total operating budgets, are presented below:

Room Tax % of FY 2017 Meal Tax % of FY 2017 Total % of Locality Rate Budget Rate Budget Budget York County* 5% 2.6% 4% 4.4% 7.0% James City 5% 1.4% 4% 3.7% 5.1% County* Virginia Beach* 8% .6% 5.5% 3.9% 4.5% Hampton 8% .8% 7.5% 4.3% 5.1% Newport News 8% .8% 7.5% 5.2% 6.0% Norfolk 8% .6% 6.5% 2.6% 3.2% Williamsburg* 5% 9.4% 5% 19.6% 29.0%

*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 2007 81,102 19,362 22,908 14,016 56,891 194,279 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

*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 2007 157,756 123,856 281,612 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

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 2007 1,600,447 522,010 33,368 2,155,825 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

F-24

Rental income includes various rental properties. Specific charges as of January 1, 2017 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. $1,288 General Property Triangle Building – Commercial $9,688 (Two new tenants begin late spring 2015) Transportation Center Triangle Taxi $450 Transportation Center Williamsburg Area Transport $7,343 Transportation Center Hampton Roads Transit $60 Transportation Center Amtrak $3,146 $340.48 each City Square Parking & Amenities for 3 Lots plus $68.09 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

2007 41,075 41,069 7,600 15,600 8,930 120,720 54,556 232,460 522,010

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 *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. 2007 1,366 242 288,754 36,073 326,435

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

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 2007 6,559 14,674 54,664 2,697 25,306 146,961 37,893 288,754 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 *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

2007 18,700 12,250 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

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 2007 341,472 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

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 2007 7,034 7,373 5,370 18,510 65,597 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

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, 2016 total reimbursements were 34.5% 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 2016, salaries were reimbursed by the State at 69.22% for the Registrar and 80.25% 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. 2007 80,308 21,158 90 47,355 441,820 707,580 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

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 2017 reimbursements for principal/minor arterial roads are $20,717 per lane mile, while collector/local streets are at a rate of $12,161 per lane mile. Lane miles used to calculate reimbursement change only when additional roads are built in the City. Total revenue for FY 2017 will be $1,757,516 based on peak hour moving lane miles of state arterial roads in the City of 39.5 miles, and local streets of 77.23 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 2007 72,885 1,277,857 75,000 29,102 11,893 5,307 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

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 2016, the City received $6,244 for the Byrne Justice Assistance Grant Program and the Local LE Block Grant.

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.

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.

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, which the City does not impose.

F-32

EXPENDITURE CLASSIFICATIONS 1000 SALARIES AND WAGES 1001 Salaries Compensation for all full time employees who hold permanent positions. 1002 Salaries-Overtime Compensation for overtime and holiday pay for all eligible employees in accordance with the Personnel Manual. 1003 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) 1005 Salaries-Temporary Compensation for employees who are working on a temporary basis. (See Personnel Manual) 1006 Discretionary Leave Compensation for police, fire, or water plant personnel who must work on stated holidays. (See Personnel Manual) 1008 Traffic Control Compensation for police department personnel who work extra hours for traffic control purposes. 1009 Off-Duty Policemen Compensation for police personnel hired by outside establishments after regular working hours. (City is reimbursed by contracting party.)

2000 FRINGE BENEFITS 2001 FICA Employer’s share of Social Security Taxes. 2002 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. 2004 Dental Costs for employee dental reimbursement program. 2005 Hospitalization City's cost for medical benefit package premiums, not including dental. 2006 Group Life Insurance City's cost for VRS group life insurance policy. 2009 Unemployment Insurance Costs for unemployment insurance. 2010 Worker's Compensation Costs for worker's compensation insurance. 2012 Clothing Allowance Costs associated with purchase of clothing by designated personnel.

F-33

2013 Education Allowance Costs for tuition assistance. 2016 Training Costs associated with training fire, police, and water plant personnel. 2021 Cleaning Allowance Costs associated with cleaning of uniforms and clothing.

3000 PROFESSIONAL SERVICES 3001 Professional Health Services Costs associated with medical services such as physicals for certain employees. 3002 Professional Services-Other Costs for legal, financial, engineering, and other specialized professional services. 3004 Repair and Maintenance Costs for services for repair or maintenance of city equipment and structures. 3004- 1 Cars and Trucks 2 Buildings 3 Office Equipment 4 Powered Equipment 5 Street Signs, Markings, and Water Meters 6 Traffic Signals 3005 Service Contracts Costs for all service contracts except radio. 3006 Printing Costs associated with the printing of forms, documents, manuals, etc. 3007 Advertising Costs for classified and legal advertisements. 3008 Laundry and Dry Cleaning Costs associated with uniform rental. 3009 Purchase of Services Costs for purchasing of services and supplies from other governmental agencies (do not include joint activities). 3013 Jurors, Commissioners, Witnesses Costs associated with court trials and legal disputes. 3031 Garbage Contract Costs for garbage pick-up and disposal. 3032 HRSD Costs for treatment of raw sewage by Hampton Roads Sanitation District. 3033 Exterminating Costs for extermination contracts for city-owned buildings.

3099 Detective Funds Costs associated with police work.

F-34

5000 PURCHASE OF GOODS AND SERVICES 5101 Electricity Costs of electricity (Dominion Power). 5102 Heating Fuel Purchase of natural gas and heating oil. 5103 Water and Sewer Costs of water and sewer services. 5201 Postage Stamps, stamped envelopes, postage meter costs, permit fees, etc. 5203 Telecommunications Costs incurred for land-line, cellular phone, and pager service. 5204 Radios Cost of operating city-wide radio systems. 5205 Emergency "911" Costs of operating emergency lines for the dispatch operation. 5301 Boiler Insurance Costs of insuring heating plants, generators, and other mechanical equipment.

5302 Fire Insurance Costs of insuring buildings and contents against fire. 5305 Motor Vehicle Insurance Costs of insurance for motor vehicles. 5306 Surety Bonds Costs for surety bonds for certain city personnel. 5307 Public Officials Liability Costs of insuring certain public officials against suits, etc. 5308 General Liability Insurance Cost of insuring the city against certain accidents, etc. 5401 Office Supplies Costs of office supplies such as envelopes, pens, pencils, paper, forms, etc. used in everyday office operations. 5402 Food and Food Service Supplies Costs of providing miscellaneous food or supplies at Fire Station. 5403 Agricultural Supplies Costs for care and treatment of plants, lawns, landscaping, including small tools. 5404 Material and Lab Supplies Costs for purchasing medical and laboratory supplies for appropriate city departments. 5405 Laundry, Housekeeping and Janitorial Supplies Costs of custodial and housekeeping supplies, including light bulbs. 5406 Linen Supplies Costs of linens used in Fire Department.

F-35

5407 Repair and Maintenance Supplies Costs of building material supplies, paint, electrical, and plumbing supplies. 5408 Vehicle and Powered Equipment Supplies Supplies for cars, trucks, heavy equipment, etc. used by City Shop. 5408- 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 5409 Police Supplies Costs of items such as guns, ammo, flashlights, etc. 5410 Uniforms and Wearing Apparel Costs for uniforms, protective clothing, boots, overalls, and other items or working apparel provided to employees. 5411 Books and Subscriptions Costs for professional periodicals, books, and publications. 5412 Recreation Supplies Costs for supplies used for Recreation Department programs. 5413 Other Operating Supplies Costs for chemicals and other supplies not covered in other accounts. 5414 Merchandise for Resale Costs of vending machine merchandise. 5415 Fire Prevention Materials Costs of materials used by Fire Department for fire prevention. 5416 Pool Supplies Costs of supplies for operation of Quarterpath Pool. 5417 Water Meters Costs of purchasing water meters for the Utility Fund. 5418 Litter Control Costs associated with litter pickup. 5501 Travel Expense Mileage reimbursement @ 54¢/mile for approved use of private vehicles for job- related travel. 5504 Travel (Conferences and Conventions) Costs for lodging, transportation, registration fees, and materials. All travel must have prior department head approval. 5602 Colonial Behavioral Health (formerly Colonial Services Board) Costs of City's contribution to community program. 5604 Contributions to Other Agencies Donations to outside organizations approved by City Council. 5801 Dues and Memberships Costs for dues and memberships in professional organizations.

F-36

5805 Other Costs (non-recurring) not budgeted under other accounts. 5838 Principal Repayment of long term debt principal. 5839 Interest Interest payments on long term debt. 5899 Joint Activity Payments to James City County for jointly operated departments and agencies.

7000 FIXED ASSETS 7001 Machinery and equipment 7002 Furniture and fixtures 7003 Communication equipment 7005 Motor vehicles 7007 ADP Equipment 7008 Pedestrian Improvements 7009 Street resurfacing 7010 Building alterations

8000 LEASES AND RENTALS 8001 Lease and Rental of equipment Cost for temporary rental or lease of equipment (no lease-purchase agreements). 8002 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 2016 that rate was 69.22%. 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.

F-50 CONTENTS Page CONTRIBUTIONS TO OUTSIDE AGENCIES ...... G-2 - G-3

HUMAN SERVICE AGENCIES:

Human Services Advisory Board Recommendation...... G-4 – G-5

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES:

Colonial Williamsburg Foundation ...... G-6 - G-8 Chamber and Tourism Alliance ...... G-9 - G-19 Hampton Roads Planning District Commission ...... G-20 - G-23 Peninsula Council for Workforce Development ...... G-24 - G-27 Greater Williamsburg Partnership ...... G-28 - G-29 Thomas Nelson Community College ...... G-30 - G-39 Colonial Soil & Water Conservation ...... G-40 - G-44 Williamsburg Land Conservancy ...... G-45 - G-46 Heritage Humane Society ...... G-47 - G-50 Williamsburg Farmers Market ...... G-51 - G-54 Hampton Roads Military and Federal Facilities Alliance ...... G-55 - G-56 Kingsmill Championship ...... G-57 Virginia Cooperative Extension ...... G-58 - G-61 Williamsburg Economic Development Authority ...... G-62 - G-63 Williamsburg Hotel & Motel Association ...... G-64

CULTURAL AGENCIES:

Arts Commission Recommendations ...... G-65 - G-69 Virginia Arts Festival ...... G-70 - G-77

TRANSPORTATION AGENCIES:

Williamsburg Area Transit Authority ...... G-78 - G-79 Regional Air Service Enhancement Fund ...... G-80 - G-91 Virginians for High Speed Rail ...... G-92 - G-94

HEALTH SERVICES AGENCIES:

Peninsula Health District ...... G-95 - G-108 Colonial Behavioral Health ...... G-109 - G-115

UTILITY FUND WATER AND SEWER RATE ANALYSIS...... G-116 - G-122

G-1 CITY OF WILLIAMSBURG - FISCAL YEAR 2018 CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL ACTUAL REQUESTED PROPOSED % OUTSIDE AGENCIES FY 2016 FY 2017 FY 2018 FY 2018 INCREASE

HUMAN SERVICES AGENCIES: AVALON $19,000 $19,000 $19,000 $19,000 0.00% COMMUNITY ACTION AGENCY 17,585 21,102 21,102 21,102 0.00% HOSPICE OF WILLIAMSBURG 6,000 6,500 7,000 7,000 7.69% PENINSULA AGENCY ON AGING 10,658 11,022 11,022 11,022 0.00% COLONIAL C.A.S.A. 6,000 6,000 6,000 6,000 0.00% CHILD DEVELOPMENT RESOURCES 5,000 5,000 5,000 5,000 0.00% ARC OF GREATER WILLIAMSBURG 0 0 2,500 1,500 0.00% COMMUNITY SVCS. COALITION 7,500 7,500 7,500 7,500 0.00% PENINS. COMM. ON HOMELESSNESS 2,759 2,759 2,759 2,759 0.00% WILLIAMSBURG FAITH IN ACTION 2,500 5,000 10,000 5,000 0.00% LITERACY FOR LIFE 1,000 1,000 1,000 1,000 0.00% SUB-TOTAL $78,002 $84,883 $92,883 $86,883 2.36%

HEALTH AGENCIES LOCAL HEALTH DEPARTMENT $97,065 $99,969 $105,208 $105,208 5.24% OLDE TOWN HEALTH CLINIC 83,430 83,430 88,511 88,511 6.09% COLONIAL BEHAVIORAL HEALTH 255,000 255,000 265,000 255,000 0.00% SUB-TOTAL $435,495 $438,399 $458,719 $448,719 2.35%

CULTURAL: ARTS COMMISSION $130,000 $160,000 $160,000 $160,000 0.00% VA ARTS FESTIVAL 50,000 50,000 55,000 55,000 10.00% VA SYMPH.-LAKE MATOAKA CONCERT 6,000 6,000 6,000 6,000 0.00% SUB-TOTAL $186,000 $216,000 $221,000 $221,000 2.31%

G-2 CITY OF WILLIAMSBURG - FISCAL YEAR 2018 CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL ACTUAL REQUESTED PROPOSED % OUTSIDE AGENCIES FY 2016 FY 2017 FY 2018 FY 2018 INCREASE

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES: COLONIAL WMSBG FOUNDATION $1,300,000 $1,300,000 $1,500,000 $1,300,000 0.00% CHAMBER & TOURISM ALLIANCE 750,000 800,000 875,000 800,000 0.00% WMSBG AREA DESTINATION MKTG 1,122,000 1,130,000 1,130,000 1,130,000 0.00% H.R. PLANNING DISTRICT COMM. 11,914 12,051 11,888 11,888 -1.35% PEN. COUNCIL FOR WORKFORCE DEV. 5,947 5,947 5,947 5,947 0.00% GREATER WILLIAMSBURG PARTNERSHIP 14,446 14,310 14,117 14,117 100.00% TNCC - SITE IMPROVEMENTS 8,222 7,716 7,632 7,632 -1.09% TNCC -WORKFORCE CENTER 2,451 2,525 2,600 2,600 2.97% TNCC - PWDC LEASE 10,500 10,500 10,500 10,500 0.00% COLONIAL SOIL & WATER CONSERVATION 3,500 3,500 3,500 3,500 0.00% VA COOP. EXT. - MASTER GARDENERS 0 5,451 5,602 5,602 n/a HISTORIC VIRGINIA LAND CONSERVANCY 5,000 5,000 5,000 5,000 0.00% HERITAGE HUMANE SOCIETY 15,000 19,667 25,779 19,667 0.00% FARMERS MARKET 3,800 3,800 3,800 3,800 0.00% HISTORIC TRIANGLE COLLABORATIVE 6,200 0 0 0 0.00% FEDERAL FACILITIES ALLIANCE 7,447 7,532 7,430 7,430 -1.35% ** WMSBG CONTEMPORARY ART CENTER 17,716 0 0 0 n/a WMSBG HOTEL & MOTEL ASSOCIATION 0 10,000 11,000 10,000 n/a KINGSMILL CHAMPIONSHIP 15,000 15,000 15,000 15,000 0.00% SUB-TOTAL $3,299,143 $3,352,999 $3,634,795 $3,352,683 -0.01%

TRANSPORTATION: WILLIAMSBURG AREA TRANSPORT $309,798 $340,778 $375,975 $375,975 10.33% N.N. / WMSBG INT. AIRPORT 5,627 5,627 5,627 5,627 0.00% VIRGINIANS FOR HIGH SPEED RAIL 4,500 4,500 4,500 4,500 0.00% SUB-TOTAL $319,925 $350,905 $386,102 $386,102 10.03%

TOTAL CONTRIBUTIONS TO AGENCIES $4,318,565 $4,443,186 $4,793,499 $4,495,387 1.17%

* All $2/night Lodging Tax Receipts passed-thru to Williamsburg Area Destination Marketing Committee

** City contributed amounts equal to parking deck amenity fees for FY 2015 and FY 2016

G-3 Human Services City of Williamsburg 3/21/17 FY 2018 Partner Agency Applications

ACTUAL # CITY PROJ. #. CITY # CITY RESIDENTS SERVED # CITY TOTAL SERVED ACTUAL BUDGET TOTAL PROJ. BUDGET CITY FUNDS REC'D NEW CITY REQUEST FY-2018 FUNDS NAME OF ORGANIZATION CATEGORY OF SERVICES % CITY RESIDENTS RESIDENTS 7/1/16 TO RESIDENTS 7/15 TO 6/2016 7/5 TO 6/16 FY-2017 FY-2018 FY-2017 FY-2018 RECOMMENDED 12/31/16 FY-2018

CURRENTLY FUNDED AGENCIES/PROGRAMS

Residential and School-based services & Avalon: A Center for Women & counseling for women & children in 194 578 33.56% 82 230 $1,261,600 $1,437,200 $19,000 $19,000 $19,000 Children domestic violence/sexual assault situations.

CAA: Community Action Agency Head Start, Youth, Family, Neighborhood 1784 6077 29.36% 901 1820 $4,621,308 $4,713,735 $21,102 $21,102 $21,102 Inc. Development, Weatherization, etc.

CASA: Colonial Court Appointed Child Advocacy Services to Juvenile 18 112 16.07% 10 23 $241,467 $230,547 $6,000 $6,000 $6,000 Special Advocate Program, Inc. Court, Home Studies, etc.

CDR: Child Development Resources Child developmental, infant & parent, 99 674 14.69% 77 110 $7,086,389 $7,198,889 $5,000 $5,000 $5,000 Inc. playgroup, & family support services.

Provides one-stop, multi-door services Community Services Coalition, Inc. at community services center housing 5990 33290 17.99% 2800 6230 $240,620 $246,100 $7,500 $7,500 $7,500 area agencies.

Hospice House & Support Care of Hospice, patient and family, & 305 1939 15.73% 152 341 $951,750 $974,050 $6,500 $7,000 $7,000 Wburg bereavement, & support care.

Literacy For Life Literacy skills, ESL, tutoring, etc. 25 828 3.02% 38 26 $684,465 $684,465 $1,000 $1,000 $1,000

A. Personal care, meals, in-home PAA: Peninsula Agency on Aging, nursing, outreach, and I&R services for 60 3287 1.83% 55 58 $3,632,812 $3,833,235 $11,022 $11,022 $11,022 Inc. seniors. B. RIDES

Transportation, respite, in-home, and Williamsburg Area Faith in Action 408 36 77 $554,099 $629,344 $5,000 $10,000 $5,000 misc. services. 71 17.40%

Sub-total Currently Funded $82,124 $87,624 $82,624 Agencies

II. CURRENTLY FUNDED HEALTH AGENCIES

Mental Health, Substance Abuse, and Colonial Behavioral Health Inc. 4325 177 280 $17,057,325 $18,070,336 $255,000 $265,000 $255,000 Intellectual Disabilities Services. 277 6.40%

Williamsburg Area Medical Assistance Primary Care, Dental, and Related Corp. (Olde Towne Medical & Dental Health Services for Historic Triangle 1226 4772 25.69% 880 1270 $2,500,604 $2,530,138 $83,430 $88,511 $88,511 Center) residents

Sub-total Health-related Agencies $338,430 $353,511 $343,511

III. REGIONAL AGREEMENTS

[Joint Exercise of Powers]

Peninsula Commission On $2,759 $2,759 $2,759 Homelessness (N.N.)

Sub-total Health-related Agencies Joint locality support for homeless & multi- $2,759 $2,759 $2,759 information system on Peninsula.

IV. NEW REQUESTS*

American Red Cross 314 41175 0.76% 142 320 $3,820,156 $3,974,298 $0 $5,000 $0

Bacon Street 62 284 21.83% 30 95 $339,299 $359,500 $0 $5,000 $0

The Arc of Greater Williamsburg 48 292 16.44% 46 48 $217,726 $237,423 $0 $2,500 $1,500

Williamsburg Area Meal on Wheels 107 645 16.59% 87 180 $393,116 $395,234 $0 $2,500 $0

Sub-total New Requests $0 $15,000 $1,500

GRAND TOTAL (I, II,III,IV) $423,313 $458,894 $430,394

PRESENTLY FUNDED NEW REQUESTS RECOMMENDATION AGENCIES FY 2017 FY 2018 FY 2017 I. Currently Funded $82,124 $87,624 $82,624 Agencies

II. Currently Funded Health- $338,430 $353,511 $343,511 related Agencies

III. Currently Funded $2,759 $2,759 $2,759 Regional Agreements

IV. New Requests $0 $15,000 $1,500

Grand Total $423,313 $458,894 $430,394

Total Increase / Decrease $7,081 FY2018

G-4 3/21/17 Partner Agencies Worksheet Final FY 2018 recomendations

CITY OF WILLIAMSBURG CITY OF WILLIAMSBURG NAME OF ORGANIZATION Recommended FUNDED FY 2017 REQUESTED FY 2018

I. CURRENTLY FUNDED COMMUNITY AGENCIES/PROGRAMS

Avalon: A Center for Women & Children $19,000 $19,000 $19,000

CAA/ Community Action Agency Inc. $21,102 $21,102 $21,102 CASA: Colonial Court Appointed Special Advocate Program, $6,000 $6,000 $6,000 Inc. CDR: Child Development Resources Inc. $5,000 $5,000 $5,000 Community Services Coalition, Inc. (Building Owner, 312 $7,500 $7,500 $7,500 Waller Mill Rd.) Hospice Support Care of Williamsburg $6,500 $7,000 $7,000

Literacy for Life $1,000 $1,000 $1,000

Peninsula Agency on Aging $11,022 $11,022 $11,022

Williamsburg Area Faith in Action $5,000 $10,000 $5,000

I. SUBTOTAL COMMUNITY AGENCIES $82,124 $87,624 $82,624 II. CURRENTLY FUNDED HEALTH AGENCIES

Colonial Behavioral Health $255,000 $265,000 $255,000

Williamsburg Area Medical Assistance Corp. (Olde Towne $83,430 $88,511 $88,511 Medical & Dental Center)

II. SUBTOTAL FUNDED HEALTH AGENCIES $338,430 $353,511 $343,511

III. REGIONAL AGREEMENTS [Joint Exercise of Powers]

Peninsula Commission On Homelessness (N.N.) $2,759 $2,759 $2,759

III. SUBTOTAL REGIONAL AGREEMENTS $2,759 $2,759 $2,759

IV. NEW REQUESTS*

American Red Cross $0 $5,000 $0

Bacon Street $0 $5,000 $0

The Arc of Greater Williamsburg $0 $2,500 $1,500

Williamsburg Area Meals on Wheels $0 $2,500 $0

IV. SUBTOTAL NEW REQUEST $0 $15,000 $1,500

GRAND TOTAL (I, II,III,IV) $423,313 $458,894 $430,394 Notes: Net decrease / increase recommended for FY2018 $7,081

1.67%

G-5 G-6 G-7 G-8

Request to the City of Williamsburg for Funding Support for FY 2018 Due January 20, 2017

As the Destination Marketing Organization, the Tourism Alliance promotes the Greater Williamsburg region as a premier year-round travel destination. 2016 was a busy year with many new initiatives and programs at the Tourism Alliance. We developed and produced several tourism marketing programs that delivered strong local tax revenues for the City.

I. Outcomes of FY2107 funding - Accomplishments

According to the Virginia Tourism Corporation (VTC) data using consistent research methodology for the past 13 years, tourism expenditures for the City of Williamsburg increased to $408 million, a 2.7% increase from 2014 to 2015. The same report shares that tourism employment in the City increased by 3% with almost 4,000 people employed in the tourism industry. Local tax receipts for the City of Williamsburg increased 6% to almost $17,000,000.

We have also attached the most recent metric score card for the City of Williamsburg through September of 2016. Despite more than a 30% reduction in lodging inventory, a pause by CWF for January, and a challenging summer season, the City maintained tourism expenditures. x The number of occupied hotels is flat based on continued loss of inventory x Room sales tax decreased 1.1% x Retail sales tax decreased 1.0% x Meals tax increased 1.0%

We generated over 39,200 room nights via Sports Williamsburg efforts, with successes in softball, soccer, lacrosse, cycling and running events.

We promoted the Winter Blues Jazz Festival and drew in visitors from across the state and the Mid-Atlantic region.

We continued a second year of promotion for Williamsburg Spring Arts, with 40 events from mid-March through Memorial Day.

We printed over 25,000 copies of the Visitor Guide and over 100,000 copies of rack brochure, plus created a new Williamsburg Arts, Williamsburg Tasting Trail and Outdoors rack brochures to ensure our collateral is current and appealing.

1

G-9

We successfully partnered with the City, Virginia Arts Festival and Colonial Williamsburg to produce and promote the first Funhouse Fest, with four days of music.

We updated and modernized the panels in the East Coast Gateway Welcome Center in addition to the new electronic displays, which we update seasonally.

We created and launched the highly successful Williamsburg Tasting Trail with the craft brewers, the Williamsburg Winery, Copper Fox Distillery and Silver Hand Meadery. This entailed a map, new website content and brochures, plus significant PR coverage.

We promoted a robust Williamsburg Fall Arts effort, with over 100 events from Labor Day to Columbus Day, including an expanded An Occasion for the Arts weekend.

As a founding partner, the Tourism Alliance managed the implementation of the second annual Williamsburg Harvest Celebration culinary event and took over all marketing and public relations aspects of the ten day event. It is our vision to continue to grow this event into a signature culinary event for the destination.

We built new content for the Visitwilliamsburg.com website, highlighting more outdoors, culinary and Tasting Trail messages. The site is mobile friendly, which is critical to success since so many visitors are using the site when they arrive to find things to do.

We ended the year with a strong marketing push for the 2016 Christmas in Williamsburg season, with a new advertising campaign and increased social media and public relations.

II. Requested level of funding

Our objectives are to grow visitation volume and grow total tourism expenditures, so we can compete favorably with other destinations and deliver strong tax revenues.

This requires a sustained investment in tourism. In fact, right now every $1 the City of Williamsburg invests in tourism is returning $8 in ROI through local tax revenues.

Building on the investment in seasonal events such as Christmas, Spring Arts and Fall Arts, as well as the Williamsburg Harvest Celebration provides us with a very good economic return and builds our image as a year-round destination. We also need to increase investment in sports tourism, conference sales and group sales to deliver strong ROI and support our tourism partners’ revenues.

In reviewing the trend of the past ten years, the Tourism Alliance is actually promoting significantly more events and programs with $300,000 less than we had to work with in FY2009

2

G-10 (see attached). Compounding our challenge to create high impact in key feeder markets for visitation is a 7% inflationary increase for media placement.

Flat or reduced funding to tourism campaigns negatively affects the economic impact we can generate for the City and the destination.

Breakdown of requested funds: FY18

Sports marketing $ 95,000 Leisure travel marketing $160,000 Visitor brochures/collateral $ 50,000 International marketing $ 5,000 Conference marketing & sales $ 75,000 Group Tour marketing & sales $ 55,000 Seasonal Spring/Summer marketing $125,000 Seasonal Fall/Winter marketing $150,000 Seasonal Christmas holiday marketing $160,000 Total: $875,000

This represents a 9% increase in investment from the City of Williamsburg, year over year.

III. Narrative Description of tourism programs to be funded

Here’s how we plan to use the tourism funds the City provides, to offer tourism marketing programs not available through any other organization:

x Implement recommendations from the 2016 sports marketing plan to drive Sports Williamsburg efforts x Promote Spring Arts season events to drive visitation in months of March-May x Keep growing the Falls Arts season to drive visitation from September-October x Promote the Christmas season heavily in November through New Year x Build the Williamsburg Harvest Celebration to grow ticket sales, and overnight visitation x Partner with Virginia Arts Festival to grow visitation around Funhouse Fest 2017 x Build momentum for the Williamsburg Tasting Trail

A. Sports Marketing Sports Williamsburg focuses efforts towards attracting youth and adult sports groups to the destination. The sports economic impact study completed in 2015 showed that sports has driven tourism revenues to our area and has great potential to drive more revenues.

3

G-11

The destination experienced increased demand from sporting groups in 2016, including: a. Rev3 Half, an Olympic Triathlon: 800 room nights b. National Softball Association regional tournaments: 5,000 room nights c. Hogan Lacrosse: 1,000 room nights d. Virginia Youth Soccer Association: 10,300 room nights e. Capital Lacrosse: 1,500 room nights f. Dynamic Baseball: 800 room nights g. Executive Women’s Golf: 500 room nights h. Revolutionary Rumble volleyball: 2,000 room nights

Sports marketing grants were made to a total of 30 groups. In total, these groups represent 22,169 room nights, worth over $5.8 million in economic impact. Grants funding totaled $90,000. That’s an ROI of $64:1.

The Tourism Alliance hired Dr. Lisa Neirotti of George Washington University to review our sports efforts and make recommendations for the destination’s first sports marketing plan. We have begun implementing these initiatives, including: x Dedicated Director of Sports Development x Updating a sports facility inventory database x Creating a comprehensive sport calendar for the entire destination x Increasing marketing promotion of Sports Williamsburg x Expanding trade show presence x Developing new collateral materials and increased website content

B. Leisure Travel Over 100,000 rack brochures will be distributed at twelve Virginia Welcome Centers that feature The City of Williamsburg’s attractions, as well as lodging, dining and shopping establishments.

The Tourism Alliance represents the City at four trade shows aimed directly at the leisure market. We host a AAA familiarization tour for AAA counselors in the U.S. to learn more about the destination; 20 sales visits each year to update Virginia Welcome Center staff members and 58 sales visits to east coast AAA offices to update their staff about tourism opportunities in the destination.

C. International Travel The Tourism Alliance is increasing efforts to work with international tour operators through partnerships with area airport authorities, as well as the Virginia Tourism Corporation and Cap Region USA in order to attract more international visitors. We will attend the IPW trade show being held in Washington, D.C. this June. We are excited to also host a post-convention familiarization tour (FAM) from June 8-11 to show off our destination to attendees.

4

G-12

D. Group Tour Travel We send quarterly e-blasts to tour operators nationally, featuring itineraries and “What’s New” items that include City attractions, lodging, dining and shopping establishments. The Tourism Alliance also represents the City at 6 trade shows and plans over 40 group tour operator sales calls to introduce our area to group tour operators. Finally, we host a familiarization trip for tour operators to provide them with firsthand experience with what their clients would see on a trip to our destination.

E. Business Conferences The Tourism Alliance hired a full-time person, Dominique Holt, focusing 100% of her efforts on the conference market for the destination. Holt worked for several years in an East Coast office for a San Diego hotel conglomerate marketing those properties to East Coast corporate, association and religious market segments. In December the Tourism Alliance generated more than 11,000 room night leads, with 345 room nights already confirmed for the destination. Efforts for 2017 include a closer targeting on prospects in the mid-Atlantic region with focus on Virginia and Washington, DC.

For FY 2016 the Tourism Alliance produced 36,000 room night leads for the destination with potential revenue of more than $9.6 million. The Tourism Alliance is utilizing new IDSS sales software for all market segments that will allow better tracking of leads, definite bookings, cancellations and other client communication.

F. Seasonal tourism programs Seasonal programs are designed to attract visitors during shoulder periods when attractions, lodging, dining and retail establishments need support. Below is the line-up of events the Tourism Alliance will be creating, sponsoring, partnering on and actively promoting through marketing, advertising, PR, social media and video in 2017-18. Our plan is to invest in events that drive strong economic impact and showcase a variety of fun things for visitors to do in the destination inclusive of music, the arts, and culinary.

January Winter Blues Jazz Festival and Cabaret & Cocktails Feb-April Botticelli Exhibition at the Muscarelle Museum of Art Mar-Apr Williamsburg Spring Arts June Funhouse with Virginia Arts Festival Sept-October Williamsburg Fall Arts November Harvest Celebration Nov-Dec Christmas in Williamsburg

5

G-13 1. Spring Arts While the number of Spring Arts events is less than those available during Fall Arts, the season offers great potential for additional offerings and ability to drive visitation to the region. There are currently more than 25 Spring Arts events being planned headlined by the Botticelli exhibition at the Muscarelle Museum of Art.

The Tourism Alliance will continue to work with each of the event organizers to promote these events to our prospective overnight visitors. The Tourism Alliance primarily markets the destination for our Spring Arts offerings through content marketing, public relations, social media, e-blasts and paid search.

During 2016 the Tourism Alliance was able to drive more than 5,000 people to arts related content on the VisitWilliamsburg.com website. In the ten years from 2005 to 2015 available rooms in the City of Williamsburg have decreased by 30%, yet room nights during the Spring Arts period have only decreased by 10%.

2. Fall Arts We continue to build on our efforts to promote Williamsburg Fall Arts encouraging consumers to visit during the more than 100 art events from Labor Day through October of each year. The Fall Arts media buy is focused on the Washington DC, Baltimore, Virginia, and Raleigh-Durham markets.

The results from Williamsburg Fall Arts continue to be a positive impact on visitation and expenditures for the destination. While the inventory of available rooms has declined by 30%, the number of occupied rooms during this period is down 12% for the City, while being up 6% for the destination.

Meals sales for the City have increased by 30% since 2009 during Williamsburg Fall Arts, resulting in more than $1.1 million in additional meal taxes revenues over the past six years for the City of Williamsburg.

Sales taxes during the same period are up 17% compared to 2009, generating more than $35 million in additional sales and over $350,000 in additional sales tax revenues.

3. Christmas The Tourism Alliance leads efforts to market the destination during the holiday season with the Christmas in Williamsburg campaign that began in 2008.

We continue to create a cooperative marketing campaign funded by our municipalities and area tourism partners, as well as the Virginia Tourism Corporation. In 2016 the Virginia Tourism Corporation experienced cuts during their fiscal year, resulting in a reduction in their funding of the Christmas in Williamsburg campaign. In spite of that

6

G-14 reduction we developed a targeted and efficient media buy and public relations effort that resulted in a 62% increase in visits to the website with over 240,000 site visits during the period.

Increased public relations efforts resulted in the destination being named one of the top US Christmas destinations by US News and World Report, Cosmopolitan Magazine, Bella New York and Yahoo.

2016 tax data is not available at this time. The 2015 Christmas in Williamsburg campaign yielded strong growth in meals sales, with almost $25 million in increased meal revenues since 2008, resulting in over $1.2 million in additional meal tax revenues during the period. Meal tax collections in 2015 were up by more than $320,000 over 2008, our baseline year.

Sales revenues for the City of Williamsburg have grown during the period with an additional $700,000 in collections since 2008. Sales tax revenues for the City of Williamsburg in 2015 were up more than $104,000 over 2008.

The City of Williamsburg experienced a decline in room nights of 2.9% in 2015 from 2008, but with such a large reduction in the number of available rooms this should be seen as neutral impact.

IV. Other Tourism Alliance Programs

Our advocacy efforts take place at the state and local level. We continue to advocate against changes to the post-Labor Day school opening and have opposed Airbnb legislation that would create an unfair playing field for our lodging partners and supersede local zoning ordinances. We join with other Chambers on the Peninsula in seeking commitment to transportation funding to finish the I-64 widening, ideally all the way to Richmond to alleviate congestion, for our visitors, 96% of which travel by car. For a list of our legislative priorities, please see attachments.

On the local level, our efforts are aimed at sharing the views of the business community when those views are appropriate and useful to local elected officials.

Tourism Education and training efforts keep expanding to meet the needs of our tourism partners. x We will offer informative Tourism Marketing Super Sessions on topics such as: website content, VTC tools, conference sales, and sports marketing. x The Prepare Care Share program is a free program open to all hospitality partners to educate front line staff on our destination.

7

G-15 x The Tourism Forum showcases all the marketing programs of the Tourism Alliance and WADMC for the coming year, so partners can see the program strategy and tactics, to build complementary programs. x The Tourism Rally is held to educate the business and civic community about the positive economic impact tourism has for all of us.

V. Revenue sources for the GWCTA 2016-17 fiscal year: Amount Percent Membership & Business Services $749,625 27.5% James City County $750,000 27.5% City of Williamsburg $800,000 29% York County $430,000 15% Virginia Tourism Corporation $ 50,000 01% $2,779,625 100%

VI. Contact Information Karen Riordan, President & CEO Phone: 757-253-2217 Email: [email protected]

VII. Copy of audited financial statements

In addition to our audited financial statements, please find the following: - Legislative priorities for 2017 - Tourism Metrics Score Card - Tourism Alliance Funding chart - Tourism Expenditures chart - Infographic on economic impact from tourism

Thank you for your consideration. We are happy to answer any questions in regard to this request.

8

G-16

Request to the City of Williamsburg for Funding Support for FY 2018 Virginia Cycling Classic January 20, 2017

As previously discussed with staff and City Council, the Tourism Alliance has been in discussions with RPM Events in regard to a major pro cycling event, to take place August 24-27, 2017. This is a UCI and USA Cycling sanctioned event. We are requesting one-time special event funding to stage the Virginia Cycling Classic event.

I. Requested level of funding

Our objectives are to grow visitation through our Sports Williamsburg program and grow total tourism expenditures, so we can deliver strong local tax revenues.

Breakdown of requested funds: FY18

One third of cash requirement $ 50,000 Additional funds for expenses* $ 10,000

Total: $ 60,000

*In addition to cash to be an official sponsor and host destination for the event, The Tourism Alliance is required to provide: o Police support o Public works o Permits o Resident & business notifications o Waste management and recycling o TV compound and connectivity o Media work room o Press conference area o Commissaire meeting room o Parking requirements for teams, staff, VIP, media, vendors and spectators o Overnight security

1

G-17 o Flower bouquets for awards ceremony o Insurance

Revenue sources for the GWCTA 2016-17 fiscal year: Amount Percent Membership & Business Services $749,625 27.5% James City County $750,000 27.5% City of Williamsburg $800,000 29% York County $430,000 15% Virginia Tourism Corporation $ 50,000 01% $2,779,625 100%

II. Narrative Description of sports tourism program to be funded

Attached please find the signed letter of intent to participate in this event. This LOI was approved by the GWCTA Board of Directors on January 19, 2017. We have negotiated that Greater Williamsburg will host the opening ceremony on August 23 and the start day of the four-day event on August 24. It will be a complete circuit within the destination, with the exact route to be determined at the contract stage in the next month. Both Men’s and Women’s team will compete.

For pre-event activity, we have the opportunity to house the event staff upon their arrival to the destination, as well as the potential of over 1,600 room nights with teams and vendors and spectators. With international and domestic teams arriving as early as August 21, this represents a multi-day event. We also have the advantage of the official kick-off press conference on August 23, as well as any other local events we’d like to organize, such as a music event, a beer festival, a military/veteran’s race or family fun cycling event.

The Tourism Alliance will also form a local organizing committee (LOC) and provide up to 400 volunteers, working with the cycling groups and retailers in the destination to create a strong event.

This opportunity is precisely the kind of major sporting event the Tourism Alliance and its Sports Williamsburg committee is excited to pursue to build our reputation as an excellent sports destination for youth and adults.

Sports Williamsburg focuses efforts towards attracting youth and adult sports groups to the destination. The sports economic impact study completed in 2015 showed that sports tourism directly generates over $10 million dollars in tourism expenditures to our area each year.

RPM Events estimates the direct economic impact of this race to be $3.5 million dollars.

2

G-18 This event also helps to build our awareness and reputation of Williamsburg as a bicycle friendly City and helps showcase the Virginia Capital Trail.

It is our intent to request one third of the funds for this exciting special sporting event from the City of Williamsburg, James City County and York County.

We are excited about the potential for this to be an annual event that drives strong economic impact at the end of the summer season. Our lodging partners enthusiastically support this event as being helpful to their efforts and agree the dates are optimal for August visitation and room nights. It will also be a major boost to attractions, retail and dining and the Williamsburg Tasting Trail.

III. Contact Information Karen Riordan, President & CEO Phone: 757-253-2217 Email: [email protected]

IV. Attachments

In addition to our request, please find the following: - Letter of Intent to RPM Events - Overview of Virginia Classic

Thank you for your consideration. We are happy to answer any questions in regard to this request.

3

G-19 G-20 G-21 G-22 G-23 G-24 G-25 G-26 G-27

January 19, 2017

Mr. Phillip Serra Director of Finance City of Williamsburg 401 Lafayette Street Williamsburg, Virginia 23185

Re.: Greater Williamsburg Partnership (GWP) Funding Request

Dear Mr. Serra:

Thank you for the opportunity to submit a funding request to the City of Williamsburg on behalf of the Greater Williamsburg Partnership for the upcoming government fiscal year (GFY). The funding requested will provide support for a period starting July 1, 2017 and ending June 30, 2018.

The GWP requests total funding from the City of $14,117.00. The amount requested is based on a pre-arranged agreement between the three localities that comprise the GWP to fund the organization at a rate of $0.95 per capital population. The population on which the rate is applied was agreed to be the most recent estimated population figure published by the Weldon Cooper Center for Public Service; in the case of The City of Williamsburg that figure, as of the date of this letter, is 14,860 population. The same formula has been applied to requests for funding from York County and the James City County based on their population numbers. Each locality’s elected body passed a resolution committing to this funding and in August of 2015 the three economic development authorities (EDAs) executed a Memorandum of Understanding committing to supporting the GWP at this financial level. Currently, our total organization funding comes from the three localities under the stated formula and requests for funding the next fiscal year are broken down:

City of Williamsburg: $14,117 James City County: $69,659 York County: $65,993

The GWP has made and continues to make strong progress toward becoming a premier regional economic development marketing organization in Virginia; committed to diversification of the regional economy and providing economic opportunities and increased prosperity for its citizens. Just a few highlights include:  Hiring a part-time Executive Director to organize and build the GWP and to set it on a sustainable path.  Conducting several outreach activities to the Virginia Economic Development Partnership (VEDP) and to site location consultants to raise awareness and to stimulate opportunities for attracting new businesses to the GWP region.

4345 New Town Avenue Suite 200 Williamsburg, VA 23188

844-GWP-2020 [email protected] Facebook: GWPartnership G-28 Twitter: @GWPVA

 Gaining official recognition by VEDP; appearing in marketing materials and web resources as they market the Virginia brand (including the GWP) around the country and around the globe.  Hiring a very talented part-time administrative assistance to support the GWP allowing for the Executive Director to dedicate more time in putting together a strong, sustainable and active regional marketing program for diversification of our economy and creation of new economic opportunity for our citizens.

There are many challenges ahead in the coming and future fiscal years but I hope you will agree that we are making progress and on the right path. The City of Williamsburg’s support will help us to achieve the goals and aspirations we have set for our organization and for success in the region.

Thank you for your consideration and please let me know you have any questions or concerns about the GWP or this request.

Regards,

David W. Denny, Executive Director

4345 New Town Avenue Suite 200 Williamsburg, VA 23188

844-GWP-2020 [email protected] Facebook: GWPartnership G-29 Twitter: @GWPVA G-30 G-31 G-32 G-33 G-34 G-35 G-36 G-37 G-38 G-39 G-40 G-41 G-42 G-43 G-44 G-45 G-46 FY18 Funding Request to City of Williamsburg January 2017

CONTACT INFORMATION

Kimberly Laska, Executive Director 430 Waller Mill Road, Williamsburg, VA 23185 Direct Phone: 757-221-0910 / Shelter Main Phone: 757-221-0150 / Fax: 757-221-0361 Email: [email protected] Website: www.heritagehumanesociety.org Find us on Facebook and Twitter

AGENCY NARRATIVE & SERVICES PROVIDED Heritage Humane Society is a private 501(c)(3) non-profit organization that functions as an open admission high adoption animal shelter that houses and cares for stray and unwanted companion animals from the City of Williamsburg, James City County and the 1st District of York. The mission of Heritage Humane Society is as follows: The Heritage Humane Society serves as the compassionate steward of companion animals that are in transition from stray/surrender to forever homes. Heritage Humane Society will also educate the public about humane animal care and treatment, advocate animal welfare, and provide affordable adoption and spay/neuter services to measurably reduce overpopulation of unwanted companion animals.

Heritage Humane Society is managed by an experienced full-time Executive Director who is supervised by a volunteer Board of Directors consisting of 14 volunteers from the respective localities that the agency serves. Heritage Humane Society has a paid staff of 20 workers comprised of 12 full-time employees and 8 part-time employees. In addition, Heritage Humane Society is lucky to have a well-trained and committed volunteer pool who are also representative of the localities we serve. Many of those volunteers are also members of the Heritage Humane Society Auxiliary. The Auxiliary helps raise funds for the agency operating budget by hosting special events throughout the year. Last year, this group contributed more than $100,000.

Heritage Humane Society meets our client's needs by providing a healthy, safe and clean shelter for the animals in our care, enrichment and socialization for our dogs and cats, high quality food as part of a partnership with Hills Science Diet, wellness and specialized medical care for adoptable animals who require surgery or special medication thanks to the CARE Fund, foster care for animals too young for shelter life or those in need of a hospice situation, reduced cost spay and neuter services for those in need within our communities, and offsite activities whenever possible. We partner with Dr. Andrew MacDougall to provide the best possible consistent medical care for the pets at Heritage.

Because Heritage Humane Society is an open admission shelter, we accept every animal that comes through our door as long as the animal is from our service area. This is especially important in a time when more local shelters are making the transition to becoming private shelters. We take not only the pets we deem adoptable, but also the sick, malnourished and injured animals. Many of the animals have significant health and

1 | Page

G-47 FY18 Funding Request to City of Williamsburg January 2017 behavior issues making the feasibility of adoption difficult. Even knowing this, our adoption rate remains high and euthanasia rate low.

OUTCOMES FOR 7/1/2015 to 6/30/2016

NUMBER OF ANIMALS SERVED: 1645

ŝƚLJŽĨtŝůůŝĂŵƐďƵƌŐ Total Cat Intakes ϳϰ Total Dog Intakes ϱϭ Total Animal Other ϵ TOTAL SERVED ϭϯϰ

(**Numbers listed above include Animal Control animals, owner surrenders and strays)

SUMMARY

1. HHS received 54 stray cats from City residents.

2. HHS received 14 cats surrendered by City residents (owner surrenders).

3. HHS received 7 stray cats from JCC Animal Control for City of Williamsburg.

4. HHS received 20 stray dogs from City residents.

5. HHS received 11 stray dogs from JCC Animal Control for City of Williamsburg.

6. HHS received 19 dogs surrendered by City residents (owner surrenders).

7. HHS received 1 Guinea Pig and 1 rabbit from City residents.

8. HHS received 1 lizard and 6 rabbits stray from City residents.

Last Fiscal Year, we serviced 96 animals from the City of Williamsburg, and the funding amount we received (excluding the violation) was $20,140. This year, we are requesting the 28% increase based on the additional number of animals served. This increase is $5,639, so our total request for FY18 is for $25,779. We hope that the City Officials will see this as a worthwhile investment for the services we provide 365 days a year for the residents of the City of Williamsburg and the homeless pets within our community. The numbers here do not include the residents that we serve with our Pet Retention program (Kibble Kitchen, low cost spay neuter services through community partnerships) and the residents we help through education and outreach.

Attached you will find a copy of our Fiscal Year 2017 budget. As you can see, we are doing our best to minimize operating expenses, yet our costs associated with safely housing and caring for the homeless pets in our community continue to rise. We are working hard to provide a haven for the unwanted pets in our community and this process is not easy or inexpensive.

Amount Requested: $25,779

2 | Page

G-48 Heritage Humane Society FY17 Approved vs. FYE16 Approved Budget o s Revenue FY17 Proposed Budget FY16 PYE Estimate FY16 Budget FY15 PYE FY15 Budget FY14 Actuals FY14 Budget Unrestricted Gifts$ 538,050 $ 422,260 $ 457,500 $ 394,736 $ 479,285 $ 405,343 $ 535,753 Unrestricted Gifts $ 277,050 $ 225,328 $ 360,000 $ 324,671.54 $ 392,285 $ 357,972 $ 497,725 Donations, United Way $ 18,500 $ 18,915 $ 7,500 $ 7,113.99 $ 17,000 $ 13,349 $ 19,967 Substantial 1 Time Gift/Reserve Fund $ 80,000 $ 80,000 $ 80,000 $ 60,000.00 $ 60,000 $ 34,022 $ - Grant Funded Marketing/Dev Position w/fringe $ 40,000 $ - Shelter Program Sponsorships $ 6,500 $ 2,655 $ 10,000 $ 2,950.08 $ 10,000 $ - $ - Grants $ 36,000 $ 22,838 Planned Giving $ 80,000 $ 72,524

Restricted Gifts $ 26,800 $ 18,891 $ 23,500 $ 23,503.92 $ 37,400 $ 26,836 $ 25,813 Spay/Neuter Fund Donations $ 5,000 $ 2,960 $ 8,500 $ 3,910.00 $ 11,000 $ 10,240 $ 2,850 Donations CARE Fund $ 14,000 $ 10,201 $ 8,500 $ 5,900.92 $ 10,000 $ 6,289 $ 13,570 HHS Fund Donations - Other $ 500 $ 270 $ 1,000 $ - $ 1,000 $ - $ - Feral Cat / Career Cat Fund $ 2,600 $ 1,380 Brick Campaign $ 2,000 $ 1,410 Adopt-a-Pet Revenue $ 2,700 $ 2,670 $ 5,500 $ 8,700.00 $ 5,200 $ 5,038 $ 4,193

Program & Contract Revenue, Sales $ 234,275 $ 218,083 $ 232,500 $ 192,199.70 $ 269,550 $ 240,429 $ 155,635 Surrender donations $ 9,000 $ 8,207 $ 7,000 $ 6,862.07 $ 7,700 $ 6,604 $ 7,420 Return to Owner fees $ 7,500 $ 7,036 $ 5,000 $ 4,715.00 $ 6,000 $ 5,163 $ 5,821 Spay/Neuter fees & Refunds $ - $ 150 $ 1,000 $ 29,379.00 $ 35,000 $ 34,189 $ 28,848 Adoption fees $ 100,000 $ 92,355 $ 100,000 $ 72,799.50 $ 98,000 $ 82,713 $ 64,690 Education & Camp $ 20,000 $ 16,367 $ 24,500 $ 15,458.00 $ 31,000 $ 26,565 $ 12,000 Shop Sales $ 7,500 $ 6,086 $ 5,500 $ 4,035.95 $ 8,500 $ 6,333 $ 9,226 Contract Fees, Govt funds $ 85,000 $ 82,473 $ 82,000 $ 50,803.23 $ 77,000 $ 73,032 $ 68,478 Interest income $ 275 $ 266 $ 500 $ 525.16 $ 850 $ 789 $ 1,213 Dividend income $ 5,000 $ 5,143 $ 7,000 $ 7,621.79 $ 5,500 $ 5,042 $ 4,847

Auxiliary Income $ 140,875 $ 118,008 $ 118,547 $ 96,309.82 $ 118,547 $ 107,770 $ 126,705 Donations HHS Auxiliary $ 127,875 $ 106,813 $ 107,547 $ 86,603.09 $ 107,547 $ 97,624 $ 115,250 Canister campaign $ 13,000 $ 11,195 $ 11,000 $ 9,706.73 $ 11,000 $ 10,146 $ 11,455

Total Revenue$ 940,000 $ 777,242 $ 832,047 $ 706,749 $ 904,782 $ 780,378 $ 843,905

Operating Expenses FY17 Proposed Budget FY16 PYE Estimate FY16 Budget FY15 PYE FY15 Budget FY14 Actuals FY14 Budget

Employee & Volunteer Expenses$ 619,535 $ 484,734 $ 535,980 587,755.17 $ 564,796 $ 548,898 $ 568,616 Shelter Wages$ 480,000 $ 387,671 $ 462,000 497,836.56 $ 489,754 $ 480,151 $ 490,489 Grant Funded Marketing/Dev Position w/fringe$ 40,000 Payroll Taxes$ 38,400 $ 30,242 $ 36,000 38,909.17 $ 38,500 $ 36,235 $ 36,381 Processing Fees$ 3,900 $ 3,347 $ - 0.00 $ - Payroll Expenses_Other$ - $ 23,505 $ - 0.00 $ -

Group Health Insurance*$ 32,335 $ 16,240 $ 19,000 31,790.71 $ 25,000 $ 23,987 $ 25,652 Insurance - Work Comp$ 12,500 $ 14,100 $ 6,000 9,893.00 $ 4,000 $ 3,612 $ 5,000 Training & Travel$ 5,000 $ 4,814 $ 4,500 3,401.35 $ 3,200 $ 1,458 $ 4,620 Meals & Entertainment$ 3,000 $ 2,802 $ 2,380 2,458.12 $ 1,100 $ 851 $ 1,550 Staff & Volunteer Uniforms $ 2,500 $ 958 $ 4,500 3,227.50 $ 2,500 $ 1,745 $ 3,501 Volunteer & Board Expenses$ 1,600 $ 1,056 $ 1,600 238.76 $ 742 $ 860 $ 1,423 Staff Incentives, Rewards & Parting Gifts$ 300 $ 145

Veterinarian Care & Animal Supplies$ 139,500 $ 131,924 126,700.00 161,045.78 $ 166,000 $ 168,001 $ 120,998 Medical Supplies$ 32,500 $ 31,359 39,000.00 37,390.28 $ 37,000 $ 36,803 $ 32,543

Confidential Page 1 of 2 Prepared by K. Laska and C. Reeves, Presented 6/14/16 G-49 Heritage Humane Society FY17 Approved vs. FYE16 Approved Budget

Preventative Medicine$ 12,500 $ 11,851 Veterinarian Care$ 10,000 $ 9,306 18,000.00 10,407.34 $ 5,500 $ 6,225 $ 4,518 Contract Services - Shelter Vet$ 14,000 $ 13,049 13,000.00 11,990.00 $ 20,000 $ - $ - Euthanasia & Cremation$ 3,000 $ 2,987 2,700.00 2,597.00 $ 5,500 $ 5,354 $ 5,717 Spay/Neuter Costs$ 57,500 $ 55,568 41,000.00 50,958.74 $ 34,000 $ 51,097 $ 34,229 Food, Litter & Cleaning Supplies$ 10,000 $ 7,804 13,000.00 12,935.44 $ 17,000 $ 17,229 $ 11,485

Shelter Maintenance & Upkeep$ 22,790 $ 11,844 $ 28,500 14,432.30 $ 23,000 $ 14,701 $ 22,948 Maintenance$ 18,840 $ 10,284 $ 4,500 3,735.12 $ 9,000 $ 3,781 $ 8,915 Shelter Equip & Repair$ 3,950 $ 1,561 $ 24,000 10,697.18 $ 14,000 $ 10,921 $ 14,033

Marketing, Communications & Events$ 47,050 $ 34,496 $ 58,700 30,180.31 $ 63,400 $ 47,210 $ 70,808 Advertising$ 4,000 $ 3,348 $ 6,000 5,191.35 $ 6,000 $ 4,945 $ 8,655 Adopt-a-Pet Advertising$ 2,800 $ 2,638 $ 5,200 4,341.65 $ 5,200 $ 5,171 $ 3,706 Newsletter$ 18,000 $ 9,661 $ 21,000 7,058.69 $ 21,000 $ 17,470 $ 16,373 Event Expenses$ 2,000 $ 1,704 $ 3,000 1,516.54 $ 5,700 $ 5,454 $ 6,872 Cost of Auxiliary Activities$ 19,500 $ 16,394 $ 20,000 12,072.08 $ 20,000 $ 14,170 $ 35,202 Donor Cultivation & Signage$ 750 $ 750 $ 3,500 $ 5,500 $ - $ -

Professional Services$ 15,425 $ 12,488 $ 17,515 19,842.80 $ 16,640 $ 11,040 $ 11,040 Accounting$ 150 $ 4,760 $ 4,515 4,666.50 $ 4,740 $ 4,740 $ 4,740 Legal & Professional Fees$ 7,775 $ 7,728 $ 13,000 15,176.30 $ 6,300 $ 6,300 $ 6,300 Organization & Business Consultants$ 7,500 $ - $ 5,600 $ - $ -

Operational Costs$ 95,700 $ 93,856 $ 87,800 82,571.73 $ 93,200 $ 87,834 $ 95,578 Auto Expense$ 3,500 $ 2,783 $ 3,900 2,951.49 $ 3,900 $ 3,720 $ 4,092 Bank Charges$ 5,800 $ 5,263 $ 5,500 5,138.86 $ 6,000 $ 5,804 $ 5,037 Cost of Sales, Shirts, & Pet Supplies$ 4,882 $ 3,000 2,511.61 $ 2,000 $ 746 $ 1,800 Dues & Subscriptions$ 1,600 $ 1,445 $ 2,000 1,440.88 $ 1,450 $ 934 $ 1,502 Education & Camp$ 2,000 $ 1,764 $ 2,000 1,672.25 $ 2,500 $ 1,915 $ 2,383 Insurance-Building$ - $ - $ 5,000 4,856.00 $ 3,700 $ 3,500 $ 6,200 Insurance-Auto & Liability (Incl Building)$ 8,500 $ 8,108 $ 4,000 3,453.63 $ 7,000 $ 6,260 $ 8,300 Office Supplies$ 3,500 $ 3,082 $ 2,500 3,408.06 $ 6,000 $ 5,603 $ 7,442 Printing/Copying$ 8,000 $ 7,803 $ 6,600 6,188.29 $ 8,000 $ 7,993 $ 7,963 Postage$ 2,100 $ 2,095 $ 1,900 1,706.82 $ 1,550 $ 1,634 $ 1,900 Taxes & Licenses $ 1,200 $ 1,070 $ 1,400 1,331.80 $ 1,100 $ 703 $ 1,633 Shetler Based_Telephone, Internet, Website$ 7,500 $ 6,982 $ 10,000 8,640.13 $ 10,000 $ 9,546 $ 10,553 Cloud-Based_Online Subscription Services$ 12,000 $ 9,587 Utilities$ 40,000 $ 37,507 $ 40,000 39,271.91 $ 40,000 $ 39,475 $ 36,773 Operation Cost _ Other$ - $ 1,486 $ - 0.00 Total Operating Expenses:$ 940,000 $ 769,342 $ 855,195 $ 895,828 $ 927,036 $ 877,684 $ 889,988

Operating Income$ (0) $ 7,901 $ (23,148) (189,079.04)$ (22,254) $ (97,306) $ (46,083) *Health Care Spending Account includes the amount we pay minus the employee contribution

Depreciation Items - Computers x 3, 1 awning$ 3,629 GTA - Arch Fees $ 6,293 3,800.00 $ 11,500 $ - $ - Donations, New Building $ 15,000 $ 15,685 $ - Endowments and Bequests $ 36,000 $ 11,883 $ - Gain/Loss on sale as… $ (500) $ (396) $ - Unrealized Gain or Loss $ 15,000 $ 14,877 $ - Total Other Income: $ 65,500 $ 42,048 $ -

Net Income (Loss) $ 43,246 $ (55,258) $ (46,083)

Confidential Page 2 of 2 Prepared by K. Laska and C. Reeves, Presented 6/14/16 G-50 G-51 G-52 G-53 G-54 G-55 G-56 G-57 Virginia Cooperative Extension James City County Unit 3127 Forge Road, PO Box 69 Toano, Virginia 23168 757-564-2170 Fax: 757-566-8413 www.offices.ext.vt.edu/james-city

January 18, 2017

Philip Serra- Director of Finance City of Williamsburg 401 Lafayette Street Williamsburg, VA 23185

Virginia Cooperative Extension Funding Request for FY2018

Description of Program and Services

Cooperative Extension is a federal program under the USDA that emphasizes taking knowledge gained through research and education and bringing it directly to citizens to create positive changes. Extension is offered in every state in the country through the land-grant university system. Virginia Cooperative Extension (VCE) is the educational outreach program of Virginia's land-grant universities: Virginia Tech (VT) and Virginia State University (VSU). The mission of VCE is to deliver research-based educational experiences and information that meet local needs and help citizens improve the quality of their lives. VCE offices are located in 107 counties and cities throughout the state. There are three main focus areas for VCE programming: 1) Family and Consumer Science (FCS) programs provide education on human development, parenting, financial management, home management, healthy living, and nutrition; 2) 4-H programs deliver positive youth development by teaching youth life skills through hands-on, learn-by-doing approaches; and 3) Agriculture and Natural Resources (ANR) programs assist property owners with horticultural needs and work to enhance and protect the quality of our land and water resources. There are three specific programs that operate under the ANR focus area in James City County/Williamsburg. The Master Gardeners are an organization of approximately 185 volunteers whose primary goal is to educate the community on environmentally sound horticultural practices. The Turf Love program helps homeowners and commercial property managers produce healthy turf while reducing the use of fertilizers, pesticides, and insecticides that pollute our waterways. The Garden Love program helps property owners design and build rain gardens that decrease runoff and filter out pollutants.

This request is specifically seeking funding to support the Master Gardener program, as that is the program that has been previously identified as most relevant to meeting the needs of Williamsburg citizens. In 2009, our office lost the Agriculture and Natural Resources Extension Agent position due to decreased funding. In 2014, we were able to secure funding through various sources to hire a part-time ANR Program Assistant to coordinate the Master Gardener

Invent the Future

VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY ExtensionisajointprogramofVirginiaTech,VirginiaStateUniversity,theU.S.DepartmentofAgriculture,andstateandlocalgovernments. VirginiaCooperativeExtensionprogramsandemploymentareopentoall,regardlessofrace,color,nationalorigin,sex,religion,age,disability,politicalbeliefs, sexualorientation,geneticinformation,marital,family,orveteranstatus,oranyotherbasisprotectedbylaw.Anequalopportunity/affirmativeactionemployer. G-58 program and provide additional horticultural outreach education for the community. In FY17, part of the funding for the ANR Program Assistant was no longer available. Funding from the City of Williamsburg and James City County helped fill in the gap in funding for the portion of time this position spends running the Master Gardener Program. We hope the City of Williamsburg will continue to support this position and program in FY18.

The goal of the Master Gardener program is to educate local citizens on environmentally sound horticultural practices. The program is made up of approximately 185 volunteers that go through a rigorous 50-hour training course. In FY 2016, these volunteers donated approximately 13,618 hours to the local community. The Master Gardener program has 20 different educational projects that reach diverse audiences and touch on various topics. Several of their projects educate youth by providing hands-on experiences in water and natural resource conservation. The Seeds of Learning program provides horticulture education programs to every first grader in the WJCC school division, and Master Gardeners have assisted many WJCC schools in creating school gardens for educational purposes. Therapeutic Gardening programs are conducted at facilities throughout the community that provide assisted living, nursing care, and adult day care. These programs have the goal of promoting the well-being and quality of life of people with special needs. Youth in the Merrimac Juvenile Detention Center receive a program that introduces them to the horticulture and landscape industry and provides them with marketable skills in these fields. Master Gardeners offer a variety of clinics that assist citizens with issues such as correct pruning practices, pest control, plant disease identification and treatment, vegetable production, and composting. Master Gardeners also work with Colonial Williamsburg, the Williamsburg Farmer’s Market, and the Williamsburg Botanical Garden to provide residents and tourists with educational experiences. Master Gardeners are dedicated to improving the community in which they live by creating an inviting and healthy landscape for current and future generations.

Masters Gardeners have been offering services and programs to citizens of Williamsburg, and we are now requesting funding support from the city to continue those services. Master Gardener volunteers have donated approximately 3,575 hours in the city so far this year. Of the 185 volunteers, 12 are Williamsburg residents. With financial support from the city we hope to increase that number. Examples of programs provided in the city over the past year, and their attendance numbers, include: Landscape Love served 16 residents with landscape planning; Turf Love served 4 residents with certified nutrient management plans and provided one full-day educational program in 2016; the Master Gardener booth at the Williamsburg Farmer’s Market reported 750 contacts for 2016; the Colonial Williamsburg Demonstration Garden reported 419 contacts; and Mattey’s Schoolyard Garden at Mathew Whaley Elementary School worked with over 500 children one to two times a week throughout the 2015/2016 school year.

Justification for Funds Requested

Virginia Cooperative Extension (VCE) in James City County/Williamsburg is requesting a total of $5,602 from the City of Williamsburg for FY 2018.

VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY An equal opportunity, affirmative action institution

G-59 This proposal is based on operating costs associated with the Master Gardener program in James City County and Williamsburg and is split by population size of the locality.

U.S. Census Bureau 2015 Population Estimates: x James City County population 73,147 83% x City of Williamsburg population 15,052 17%

Cost to support ANR/Master Gardener Program in FY2018: $32,952

x Wages and Fringe for Part-Time ANR Program Assistant to coordinate Master Gardener Program: $25,860 x Travel for ANR Program Assistant: $1,800 x Program Supplies: $2,050 x Dues/Memberships to professional development organizations for ANR Program Assistant: $300 x 1/3 of office telecommunication expenses: $834 x 1/3 of storage unit rental fee: $716 x Postage: $100 x 1/3 of office copier maintenance expenses: $1,167 x 1/3 of office meter machine rental: $125

Proposed cost share: x James City County (83%) $27,350 x City of Williamsburg (17%) $5,602

The table below shows the proposed operating budgeting for the James City County/Williamsburg VCE office for FY18.

Percent of overall Revenue Source Projected FY18 operating budget James City County $63,491 22% Virginia Department of Social Services (Family Focus Program) $50,000 17% James City County Stormwater Division (Turf Love/Garden Love Program) $40,000 14% VCE State Office $128,477 45% City of Williamsburg $5,602 2% Totals $287,570

VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY An equal opportunity, affirmative action institution

G-60 City and county funding are the main sources of funding used to support this program. Each year our office is provided a small operating budget from Virginia Cooperative Extension (approximately $11,000) to cover office operating expenses, agent travel, and a small amount of funds for 4-H and FCS programming. Salaries of FCS and 4-H Agents are split between VCE and the county. Financial support for the ANR and Master Gardener program relies on securing funding from partnering organizations and localities, such as the City of Williamsburg.

If you have any questions regarding this request, please do not hesitate to contact me at [email protected] or 757-564-2170.

Sincerely,

Sally Brooks Virginia Cooperative Extension James City County 4-H Agent [email protected] 757-564-2170

VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY An equal opportunity, affirmative action institution

G-61 G-62 G-63 Ron Kirkland 1915 Pocahontas Trail Suite A-1 Williamsburg, Va. 23185

January 23rd, 2017

Mayor Paul Freiling & members of City Council

401 Lafayette Street Williamsburg Virginia, 23185-3617

Dear Mayor Freiling:

The WHMA is excited to report that the 2016/2017 editions of the GoWilliamsburg magazine were so successful that we came very close to running out. That’s a good problem to have. The response from city merchants and consumers is that they like and use the map that Council funded last year.

As you make your plans for the next budget cycle I would ask that you consider setting aside $11,000 for the map in the 2018 edition. I am sure that you would agree, consumers using the map to find their way around the “downtown” area is of great benefit to the city and something worth repeating.

I appreciate your consideration.

Sincerely,

Ron Kirkland Executive Director

G-64 January 13, 2017

City of Williamsburg Director of Finance Mr. Phillip Serra 401 Lafayette Street Williamsburg, VA 23185-3617

Dear Phil,

The Williamsburg Area Arts Commission is requesting level funding of $160,000 for the 2017-18 budget for support of 32 area non-profit arts organizations. The commission received grant applications from 33 agencies for a total of $239,650. Level funding would reflect support of $75,000 from the City of Williamsburg and $75,000 from James City County. An additional $10,000 would come from the State of Virginia in the form of two Local Challenge Grants; $5,000 for the City of Williamsburg and $5,000 for James City County. I will apply for those grants.

At the request of the City Manager, the commissioners have made additional recommendations to reflect disbursement of funds if a 5% ($7,500) increase could be made to the budget; and also made recommendations to reflect a 5% ($7,500) decrease to the budget. If a budget increase is possible, the commissioners would recommend allocating the increase as following: $1,500 to agency No. 1, Williamsburg Symphony Orchestra $1,500 to agency No. 10, Williamsburg Players $1,500 to agency No. 15, Williamsburg Contemporary Arts Center $1,000 to agency No. 9, Opera in Williamsburg $1,000 to agency No. 18, An Occasion for the Arts $1,000 to agency No. 23, CultureFix

The commissioners would reluctantly reflect a decrease as follows: $1,500 to agency No. 2, Virginia Symphony Orchestra $1,500 to agency No. 17, Virginia Arts Festival $1,500 to agency No. 24, Virginia Opera $1,500 to agency No. 32, WHRO $1,000 to agency No. 11, Panglossian Production, Inc. $ 500 to agency No. 30, Virginia Regional Ballet

Respectfully submitted, Terry Buntrock Terry Buntrock, Contracted Liaison, Williamsburg Area Arts Commission 757 293-8553 [email protected]

G-65 WILLIAMSBURG AREA ARTS COMMISSION- FY 2018

Amount Amount Amount Amount Amount Amount Amount Total # Served Organization Requested Funded Requested Recommend Recommend Recommend Recommend FY 2016 Description of Grant Request Reason for not funding FY 2016-2017 FY 2016-2017 FY 2017-2018 LEVEL 5% -5% FY 2017-2018 (Latest Full Year of Data) Instrumental Performance Group

1 THE WILLIAMSBURG SYMPHONY ORCHESTRA $15,000.00 $15,000.00 $16,500.00 $16,000.00 $17,500.00 $16,000.00 $16,000.00 Youth - 7,500 Operating expenses related to 10 concerts P O BOX 400 Adults - 3,700 18 performances "Meet the Musician" Williamsburg, VA 23187 Other - 4,000 Carolyn Keurajian 757 229-9857 Total - 15,200 [email protected]

2 THE VIRGINIA SYMPHONY ORCHESTRA $20,000.00 $7,500.00 $20,000.00 $8,000.00 $8,000.00 $6,500.00 $8,000.00 Youth - 925 Event expenses related to VSO Classical Series, SOAR, YPC, Library Series 150 Boush St., Suite 201 Adults - 2,541 New SOAR Workshop Norfolk, VA 23510 Other - 0 Andrew Nissman 757-213-1403 Total - 3,466 [email protected]

3 Accordion Renaissance $3,500.00 $1,200.00 $2,500.00 $1,400.00 $1,400.00 $1,400.00 $1,400.00 Youth - 40 A concert with performances by kids and local ensemble and professionals 100 Sharps Lane Adults - 70 Event expenses Williamsburg, VA 23185 Other - 25 Marcy Horwitz 804-740-3032 Total - 135 [email protected]

4 TIDEWATER CLASSICAL GUITAR SOCIETY, INC. $2,500.00 $1,400.00 $2,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 Youth - 6 Event and operating expenses for 7 concerts (3 of which are in Williamsburg) P O BOX 777 Adults - 201 Norfolk, VA 23501 Other - 49 Sam Dorsey 757 575-4611 Total - 256 [email protected]

5 CHESAPEAKE BAY WIND ENSEMBLE $500.00 $450.00 $500.00 $500.00 $500.00 $500.00 $500.00 Youth -53 Event expesne, advertising, music and programs P.O. Box 6633 Adults - 300 Yorktown, VA 23690-6633 Other -310 Bonnie Baffer 757-856-2152 Total - 663 [email protected]

WILLIAMSBURG CONSORT $4,000.00 $2,750.00 $0.00 $0.00 0,00 $0.00 $0.00 This organization did not apply for funding this year. 1490-5A Quarterpath Rd., Suite 377 Williamsburg Va 23185 Sally Craig 757 258-7798 [email protected]

Subtotal of Instrumental Performance Groups $45,500.00 $28,300.00 $41,500.00 $27,400.00 $28,900.00 $25,900.00 $27,400.00 TOTAL 19,720

Vocal Performance Group

6 WILLIAMSBURG CHORAL GUILD $10,000.00 $4,800.00 $10,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 Youth - 32 Operating expenses for 3 concerts and Christmas concert PO BOX 1864 Adults - 1,288 Williamsburg, VA 23187 Other -901 Maia Conrad 757 810-0013 Total - 2,221 [email protected]

7 MAGIC OF HARMONY SHOW CHORUS $1,000.00 $0.00 $750.00 $250.00 $250.00 $250.00 $250.00 Youth - Operating expenses for continuing education for members and music 24 Markham Drive Adults - Hampton, VA 23669 Other - Margaret Shelton 757-478-5890 Total - N/A [email protected]

8 WILLIAMSBURG WOMEN'S CHORUS, INC. $2,300.00 $2,000.00 $2,600.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 Youth - 85 Event expense- new venue (rent), more musicans, programs, promotion PO Box 685 Adults -450 Williamsburg, VA 23187-0685 Other - 50 Susan Releford 859-240-3137 Total - 585 [email protected]

9 OPERA IN WILLIAMSBURG $20,000.00 $10,000.00 $14,000.00 $10,500.00 $11,500.00 $10,500.00 $10,500.00 Youth - 350 Operating/Production expense, artist fees, rent, 2 productions and 4-6 P.O. Box 2041 Adults - 500 performances Williamsburg, VA 23188-2041 Other - 1250 Naama Zahavi-Ely 757-5441-9461 Total - 2100 [email protected]

VIRGINIA MUSICAL MUSEUM $7,400.00 $0.00 This organization did not apply for funding this year. P O BOX 135 Lightfoot, VA 23090 Kimberly Stratton 757-303-9298 [email protected]

Subtotal Vocal Performance Group $40,700.00 $16,800.00 $27,350.00 $17,750.00 $18,750.00 $17,750.00 $17,750.00 TOTAL 4,906

Theatrical Groups

10 WILLIAMSBURG PLAYERS, INC. $10,000.00 $10,000.00 $10,000.00 $10,000.00 $11,500.00 $10,000.00 $10,000.00 Youth - 750 Event expense- royalty performance expense, costumes, props, set cost P O BOX 91 Adults - 8000 2 musicians, 3 plays, 4 children's productions, 4 special events Williamsburg, VA 23187 Other - 4500 Michael Westenberger 757 291-7489 Total - 13,250 [email protected]

11 PANGLOSSIAN PRODUCTION INC. $3,500.00 $3,500.00 $10,000.00 $3,500.00 $3,500.00 $2,500.00 $3,500.00 Youth - na Event performance expense. 3 productions 4220 Falcon Creek Dr. Adults na Professional designers, materials, constumes, etc. G-66 WILLIAMSBURG AREA ARTS COMMISSION- FY 2018

Amount Amount Amount Amount Amount Amount Amount Total # Served Organization Requested Funded Requested Recommend Recommend Recommend Recommend FY 2016 Description of Grant Request Reason for not funding FY 2016-2017 FY 2016-2017 FY 2017-2018 LEVEL 5% -5% FY 2017-2018 (Latest Full Year of Data) Williamsburg VA 23187 Other - na James Dwyer 757-784-8277 Total - na [email protected]

12 AURA CURIATLAS PHYSICAL THEATRE $2,000.00 $1,750.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 Youth - na Event expenses: rental cost, production staff & performers, transportion 2825 Hidden Lake Dr. Adults na Williamsburg, VA 23185 Other - na Joan Gavaler 757-561-4242 Total - na [email protected] or [email protected]

VA SHAKESPEARE FESTIVAL $9,000.00 $8,000.00 This organization did not apply for funding this year. College of W & M - Box 8795 Williamsburg, VA 23187-8795 Christopher Owens 757-221-2683 [email protected] Subtotal Theatrical Groups $24,500.00 $23,250.00 $22,000.00 $15,500.00 $17,000.00 $14,500.00 $15,500.00 TOTAL 13,250

Concerts and Performances

13 CELEBRATE YORKTOWN COMMITTEE $2,000.00 $1,000.00 $3,000.00 $2,200.00 $2,200.00 $2,200.00 $2,200.00 Youth - 75 Event expense: 7-10 concerts, July & August artist fees OF THE YORKTOWN FOUNDATION Adults - 1000 110 Yorkview Road Other - 700 Yorktown Va 23692 Total - 1,775 Susan Powell 757 898-5510 [email protected]

14 THE WILLIAMSBURG $4,500.00 $2,000.00 $4,000.00 $2,500.00 $2,500.00 $2,500.00 $2,500.00 Youth - 10 Event performance expense: 9 morning musicians, student development program MUSIC CLUB Adults - 600 for 5th-12th graders, honoraries, venue rental, paino tuning, publicility PO Box 1808 Other - 820 Williamsburg, VA 23187 Total - 1,430 Bill Herman 757-604-6400 [email protected]

Subtotal Concerts and Performances $6,500.00 $3,000.00 $7,000.00 $4,700.00 $4,700.00 $4,700.00 $4,700.00 TOTAL 3,205

Visual Arts Groups

15 WILLIAMSBURG CONTEMPORARY ART CENTER $12,000.00 $12,000.00 $12,000.00 $11,400.00 $12,900.00 $11,400.00 $11,400.00 n/a Hire consultant to overhaul art education curriculum, instructors, refurbish new P.O. BOX 388 location. Programs for children, special needs and seniors with disabilities. Williamsburg, VA 23187 Vernon Stocker 757-258-9498 [email protected]

THE ARC OF GREATER WILLIAMSBURG $4,000.00 $1,700.00 This organization did not apply for funding this year. 150-D Strawberry Plains Rd. Williamsburg, VA 23188 Katie Reid 757 225-3535 [email protected] or [email protected]

ON THE HILL GALLERY, of the Yorktown Arts Foundation $3,000.00 $500.00 This organization did not apply for funding this year. P.O. Box 657 Yorktown, VA 23692 Peter G. Stripe 401-300-9183 [email protected] or [email protected]

Subtotal Visual Arts Groups $19,000.00 $14,200.00 $12,000.00 $11,400.00 $12,900.00 $11,400.00 $11,400.00

FESTIVALS

16 FIRST NIGHT WILLIAMSBURG, INC. $12,000.00 $10,000.00 $15,000.00 $9,600.00 $9,600.00 $9,600.00 $9,600.00 Youth - 500 Event and operating expenses: 30 performers, entertainer fees, production PO BOX 1382 Adults - 4,000 facilities, lighting, marketing, security Williamsburg VA 23187 Other - 2,000 Shivani Narayan Total - 6,500 [email protected]

17 VIRGINIA ARTS FESTIVAL $10,000.00 $7,000.00 $10,000.00 $7,500.00 $7,500.00 $6,000.00 $7,500.00 Youth - 922 Event/performance expenses for artist fees, production costs, venue rental 440 Bank Street Adults - 7,452 art education Norfolk, VA 23510 Other - 0 Laurie Cherry 757-517-2888 Total - 8,374 [email protected]

18 AN OCCASION FOR THE ARTS $10,500.00 $10,500.00 $14,000.00 $11,700.00 $12,700.00 $11,700.00 $11,700.00 n/a Event and operating expenses, consultant costs, signs, décor, performers PO Box 363 cancelled due update website, youth art expansion Williamsburg, VA 23187 to hurricane Stuart Honenberger 757 503-2722 [email protected]

19 GLOBAL FILM FESTIVAL, THE COLLEGE OF W & M $20,150.00 $8,650.00 $10,000.00 $8,600.00 $8,600.00 $8,600.00 $8,600.00 Youth - 200 Event expenses for 4 day festival: rent, screening fees, travel lodging, speaker P.O. Box 8795 Adults - 2000 fees, print & promotional costs Williamsburg VA 23187-8795 Other - 250 Liz Sykes 703-362-9577 Total - 2,450 [email protected] G-67 WILLIAMSBURG AREA ARTS COMMISSION- FY 2018

Amount Amount Amount Amount Amount Amount Amount Total # Served Organization Requested Funded Requested Recommend Recommend Recommend Recommend FY 2016 Description of Grant Request Reason for not funding FY 2016-2017 FY 2016-2017 FY 2017-2018 LEVEL 5% -5% FY 2017-2018 (Latest Full Year of Data) 20 ART AT THE RIVER, a committee of the Yorktown Foundation $3,000.00 $1,500.00 $3,000.00 $1,700.00 $1,700.00 $1,700.00 $1,700.00 Youth - 100 Event and operating expenses: monetary prizes and ribbons 110 Yorkview Road Adults - 1500 Yorktown VA 23692 Other - 1000 Susan Powell 757-898-5510 Total - 2,600 [email protected]

21 WILLIAMSBURG BOOK FESTIVAL $1,000.00 $800.00 $1,200.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 Youth - na Operating expenses: headline author fee, marketing * production, educational 124 Peyton Rd. Adults - na opportunities, speaker fees for workshop, space rental Williamsburg, VA 23185 Other - na Greg Lilly 757-345-0741 Total - na [email protected]

22 JUNIOR WOMEN'S CLUB OF WILLIAMSBURG $500.00 $0.00 0,00 $0.00 $0.00 Youth - na Operating expenses: brochure costs and design for Art on the Square P.O. Box 1117 Adults - na Williamsburg, VA 23187 Other - na Meg Trainor 757-880-8794 Total - na [email protected]

23 CultureFix $18,600.00 $6,650.00 $7,650.00 $6,650.00 $6,650.00 Youth - na Event and operating expenses: performers, entertainment fees, licensing fees, 4403 Ironbound Rd. Adults - na artisan supplies, stage design, facility rental, video equipment Williamsburg, VA 23188 Other - na Steve Rose 757-592-4289 Total - na [email protected] Subtotal Festivals $56,650.00 $38,450.00 $72,300.00 $46,750.00 $48,750.00 $45,250.00 $46,750.00 Total 19,924

IN-SCHOOL ARTS EDUCATIONAL PROGRAMMING

24 VIRGINIA OPERA $15,000.00 $8,000.00 $15,000.00 $8,200.00 $8,200.00 $6,700.00 $8,200.00 Youth -1,500 Eight in-school performances, 3 public performances in Williamsburg P O BOX 2580 Adults - 603 Artist fees, production cost, travel costs Norfolk, VA 23501-2580 Other -250 Susan Porter 757 627-9545 ext. 3372 Total - 2,353 [email protected]

25 VIRGINIA REPERTORY THEATRE $3,000.00 $1,500.00 $1,575.00 $1,600.00 $1,600.00 $1,600.00 $1,600.00 Youth - 3,150 Event expenses- touring in-school programs 114 West Broad Street Adults - 90 9 programs in WJCC Schools/ $1400/performances Richmond, VA 23220 Other - Hannah Miller 804-783-1688 ext. 1123 Total - 3,240 [email protected]

26 YOUNG AUDIENCES OF VIRGINIA, INC. $6,000.00 $5,000.00 $6,000.00 $4,600.00 $4,600.00 $4,600.00 $4,600.00 Youth - 1,957 Event expenses for local art experiences in local schools 420 North Center Dr. Ste 239 Adults - 242 Norfolk, VA 23502-4067 Other - 105 Anna Heyood Green 757-466-7555 ext. 306 Total - 2,304 [email protected]

Subtotal In-school Arts Educational Programming $24,000.00 $14,500.00 $22,575.00 $14,400.00 $14,400.00 $12,900.00 $14,400.00 TOTAL 7,897

Youth Music Programs

27 WMSBG. YOUTH ORCHESTRAS $4,000.00 $4,000.00 $5,000.00 $4,100.00 $4,100.00 $4,100.00 $4,100.00 Youth - 110 Operating expenses: compensate WYO executive and music directors, P.O. BOX 1502 Adults - 750 coaches, performers, facility rental fees, tuition scholarships Williamsburg, VA 23187-1502 Other - 100 Paula Hannaford-Agor 757-259-1556 Total - 960 [email protected]

28 FLUTE FRENZY ASSOCIATION $4,500.00 $3,000.00 $4,500.00 $3,000.00 $3,000.00 $3,000.00 $3,000.00 Youth - 30 Event and operating expenses: summer flute camp, visiting specialist, workshops P.O. Box 1266 Adults - 50 new instrument fund Williamsburg, VA 23187-1266 Other - 50 Teresa Denner 757-508-4689 Total - 130 [email protected]

Subtotal Youth Music Programs $8,500.00 $7,000.00 $9,500.00 $7,100.00 $7,100.00 $7,100.00 $7,100.00 TOTAL 1,090

Youth Theater and Dance Program

29 STAGELIGHTS, INC. $2,500.00 $2,000.00 $2,500.00 $2,400.00 $2,400.00 $2,400.00 $2,400.00 Youth - 200 Event expenses, scholarships for students ages 6-17 for summer program, PO Box 1910 Adults - 900 expenses for proudction costs Williamsburg, VA 23187 Other - 400 Debra Whisenant 757-880-3206 Total - 1,500 [email protected]

30 VIRGINIA REGIONAL BALLET, INC. $35,000.00 $5,000.00 $11,000.00 $5,600.00 $5,600.00 $5,100.00 $5,600.00 Youth - 2,800 Event expenses- production and promotion of Nutcracker Ballet and Spring 1228 Richmond Road Adults - 280 Concerts. Four eductional school performances Williamsburg, Va 23185 Other -30 Facility rental, printing postage, 2 pairs of shoes per dancer, performance fees Adelle Carpenter 757 927-0837 Total - 3,110 [email protected]

31 INSTITUTE FOR DANCE $4,200.00 $3,000.00 $3,000.00 $2,700.00 $2,700.00 $2,700.00 $2,700.00 Youth - Event expenses for holiday production: costumes, prop replacement, venue rental 3356 Ironbound Road #501 Adults - Williamsburg, VA 23188 Other - Christie Buie 757-532-1661 Total - 930 [email protected]

COMMUNITY ALLIANCE FOR THE $40,000.00 $1,000.00 This organization did not apply for funding this year. PERFORMING ARTS (CAPA) FUND P.O. Box 2953 G-68 WILLIAMSBURG AREA ARTS COMMISSION- FY 2018

Amount Amount Amount Amount Amount Amount Amount Total # Served Organization Requested Funded Requested Recommend Recommend Recommend Recommend FY 2016 Description of Grant Request Reason for not funding FY 2016-2017 FY 2016-2017 FY 2017-2018 LEVEL 5% -5% FY 2017-2018 (Latest Full Year of Data) Williamsburg, Va 23187 Ron Boucher 757 229-8535 [email protected] or [email protected]

Subtotal Youth Theater and Dance Program $81,700.00 $11,000.00 $16,500.00 $10,700.00 $10,700.00 $10,200.00 $10,700.00 TOTAL 5,540

Humanities, Promotions and Advocacy

32 WHRO $4,000.00 $1,750.00 $5,000.00 $2,600.00 $2,600.00 $1,100.00 $2,600.00 Event expenses- Production and post production cost of CURATE, personnel and 5200 Hampton Blvd. n/a marketing costs Norfolk, VA 23508 Richard Luong 757-889-9102 [email protected]

33 CULTURAL ALLIANCE OF GREATER $800.00 $750.00 $1,000.00 $700.00 $700.00 $700.00 $700.00 Youth - Operating expenses- marketing, speaker fees, rental costs HAMPTON ROADS Adults - 455 420 No. Center Drive Ste 239-B Other - 200 Norfolk, VA 23502 Total - 655 Joan Rhodes-Copeland 757 961-4002 [email protected]

Subtotal Humanities, Promotions and Advocacy $4,800.00 $2,500.00 $6,000.00 $3,300.00 $3,300.00 $1,800.00 $3,300.00 TOTAL 655

WILLIAMSBURG AREA ARTS COMMISSION $600.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00

TOTAL $312,450.00 $160,000.00 $237,725.00 $160,000.00 $167,500.00 $152,500.00 $160,000.00 76,187

Source of Funds

CITY of WILLIAMSBURG $75,000.00

JAMES CITY COUNTY $75,000.00

STATE CHALLENGE GRANT $10,000 TOTAL $160,000.00

G-69 G-70 G-71 G-72 G-73 G-74 G-75 G-76 G-77 G-78 G-79 G-80 G-81 G-82 G-83 G-84 G-85 G-86 G-87 G-88 G-89 G-90 G-91 G-92 G-93 G-94 G-95 G-96 G-97 G-98 G-99 G - 100 G - 101 G - 102 G - 103 G - 104 G - 105 G - 106 G - 107 G - 108 G - 109 G - 110 G - 111 G - 112 G - 113 G - 114 G - 115 CITY OF WILLIAMSBURG Public Works & Utilities Department

UTILITY FUND WATER AND SEWER RATE ANALYSIS FY2018-FY2022

The FY2018-2022 water rate review looks at the financial viability of the Utility Fund in terms of projected expenses and revenues and year end working capital for each of the next five year period. The water rate was increased last year from $5.12/1000 gallons to $5.30/1000 gallons. The City does not have a separate rate for sewer.

A. Expenses Outlook:

1. Capital

a. Water System – The proposed 5 year capital expenses for the water system amount to approximately $3.7 million. The two large projects are the major water main upgrade along Capitol Landing road and improvements to Waller Mill Dam. The water main project is planned for FY18 and the dam improvements in FY19-20. Capital debt service is the other driver in capital expenses affecting the water rate. The City has a long-term water supply agreement with Newport News Waterworks (NNWW). The 2009 agreement is a 50 year contract with 25 year renewals thereafter. Williamsburg contracted for 2 million gallons of water per day (mgd). The purchase cost is based on $12.5 million per 1 mgd of water thus making our total commitment $25 million for 2 mgd. The City paid $12.5 million initially and the remaining $12.5 million is due in 2024. However, the City can opt out of the second $12.5 million payment at which time our allotment would drop to 1 mgd. The City’s strategy for the first $12.5 million payment was to pay $2.5 million from the Utility Fund cash balance and it borrowed the remaining $10 million using a 15 year bank qualified loan. The $10 million loan was refinanced in 2012 for another 15 years i.e. thru 2027. So there would be a 3 year overlap in financing should the city decide to purchase the other 1 mgd in 2024. In addition to the capital expense to reserve the water, money is budgeted for the cost of purchasing the water, if needed. Capital debt service plus water purchase expenses together cost the City approximately $.7 million per year. Given a Utility Fund budget of $6.5 million, the impact is substantial and ongoing thru at least 2023 and longer if the City purchases the other 1 mgd in 2024.

b. Sewer System - On the sanitary sewer capital side of the Utility Fund, a major swing in responsibilities from the City to HRSD has occurred. HRSD and the 14 jurisdictions in the HRSD service areas have signed a MOU in regards to Sanitary Sewer Overflows (SSO’s). The agreement puts HRSD responsible for dealing with

401 Lafayette Street, Williamsburg, Virginia 23185-3617 / (757) 220-6180 / fax (757) 259-3796 / [email protected]

G - 116 large cost items to control overflows in the entire service area of HRSD. HRSD will develop and implement the long range Regional Wet Weather Management Plan (RWWMP). The localities still own their individual sewer systems and are responsible for normal operation and maintenance. That work is commonly referred to as MOM (Maintenance, Operation and Management) work. The locality consent decrees were substantially reduced in nature to only require the localities to perform MOM duties. Therefore, the City will not need to budget for major SSO work but, due to the aging sewer infrastructure, there will still be capital investment needed for the City’s sanitary sewer facilities (piping, manholes, pump stations). Further, the residents can expect substantial HRSD sewer rate increases. However, with HRSD managing the major SSO work, the overall rate impacts to the public will be less in the long run; reason being, HRSD will treat the region as one sewer system and choose the most cost effective projects versus the localities doing projects in all their respective systems.

2. Operating

On the operating side, the Utility expects to provide a modest increase (2%/year) in expenses over the next 5 year planning period due to regulatory requirements, an aging infrastructure, and personnel expenses. Regulatory requirements continue to affect Water Plant operations as more and more testing is mandated and in some cases Plant procedures need to be modified. The aging infrastructure calls for more attention and the city is active in maintaining and requiring/replacing infrastructure. And expansion of the water and sewer systems e.g. High Street, Riverside and York County development requires more effort to operate and maintain.

B. Revenue Outlook:

1. Growth in Water Demand - Water demand has declined slightly over the past several years as a result of both the economy and emphasis on water conservation by way of water saving fixtures and compounded by water and sewer rate increases. Also, the City has experienced some redevelopment which tends to reduce water use as more modern water saving plumbing fixtures are used.

We are projecting a modest increase (.5%) in yearly water demand over the 5 year study period. Residential development appears to be on the rise again. Some modest commercial activity is expected (High Street, Riverside etc.). Further, water conservation (e.g. College) along with redevelopment of existing properties is contributing to the slow down in water demand and thus revenue. Potential revenue from JCSA was not included since water sales to the Authority are on an emergency basis only.

Water and Sewer Fees - The fees are broken into 3 areas: Availability fees, Hampton Roads Sanitation District (HRSD) fees and connection fees. The availability fees are designed to have new development pay for capital improvements which primarily benefit future customers. The HRSD wastewater facility charge is for new connections and covers the cost of treatment capacity

G - 117 expansion, line extensions and pump stations. The third fee is the connection fee which is the construction cost of the City installing the water and sewer connections to the customer’s property line.

The availability fees are based on meter size to reflect capacity and demand on the system. Five years ago, the City increased the fees substantially. This increase was predicated on new growth paying equitably in the growth of the system including securing a new water supply and the expenses associated with the capital investment in the utility system. A review of the City’s fees compared to other water purveyors in Virginia shows our fee structure to be at or higher than average. An increase in availability fees is not recommended for FY2018.

HRSD establishes their fees and rates and reviews them each year. They are expected to increase because of the SSO Consent Order with the Environmental Protection Agency (EPA) and the added responsibilities of the HRSD- Locality MOU’s. The City elects to collect and forward to HRSD their fees as well as usage charges for a one-stop “shopping” experience for City residents and businesses.

The water and sewer connection fees are the costs associated with the City installing water and sewer service lines. Service lines run from the main lines to the customer’s property line. For the most part, on new development, the developer installs the service line as part of the overall infrastructure of the development project. The City primarily installs service lines to infill development in existing subdivisions and small commercial sites. The water connection fee is based on meter size while the sewer connection fee is more of a flat fee for residential or commercial construction. An increase is not recommended for FY2018 since the fees are representative of actual costs of constructing water and sewer service connections. The City’s connection fees are in line with other water and sewer purveyors in the region.

Rate Analysis:

Working capital projections were developed for the next 5 year period through 2022. The year-end working capital is essentially the Fund’s cash balance - the difference between short term assets and liabilities.

Exhibit 1 shows working capital projections with no rate increase over the 5 year study period. It was developed using the .5%/year increase in revenue and a 2%/year increase in expenses over the 5 year study period. Capital improvement expenses are based on recently submitted FY18-22 CIP budget figures. Debt service principal and interest along with estimated water purchase costs are shown for the long-term water contract with NNWW. Exhibit 2 shows working capital projections with no rate increase in FY18 and 2% increases the remaining 4 years of the 5 year study period.

G - 118 G-119 EXHIBIT 1

CITY OF WILLIAMSBURG Fiscal Year Ending June 30: WATER & SYSTEM OPERATIONS-CASH FLOWS 2016 2017 2018 2019 2020 2021 2022 Actual Estimated Proposed Projected Projected Projected Projected Revenue under existing rates: Water 4,572,661 4,600,000 4,623,000 4,646,115 4,669,346 4,692,692 4,716,156 Sewer 1,868,382 1,850,000 1,850,000 1,859,250 1,868,546 1,877,889 1,887,278

Total Revenue Under Existing Rates 6,441,043 6,450,000 6,473,000 6,505,365 6,537,892 6,570,581 6,603,434

Additional Water Revenues:

Rate Proposed Months Effective Date Increase Rate Effective July 1, 2017 0.00% $5.30 12 0 0 0 0 0 July 1, 2018 0.00% $5.30 12 0 0 0 0 0 July 1, 2019 0.00% $5.30 12 0 0 0 0 0 July 1, 2020 0.00% $5.30 12 0 0 0 0 0 July 1, 2021 0.00% $5.30 12 0 0 0 0 0

Subtotal, Additional Revenue from Increases 0 0 0 0 0

Total Revenue from User Charges 6,441,043 6,450,000 6,473,000 6,505,365 6,537,892 6,570,581 6,603,434

Other Utility Income 894,230 602,794 581,394 581,394 581,394 581,394 581,394

Total Operating Revenues 7,335,273 7,052,794 7,054,394 7,086,759 7,119,286 7,151,975 7,184,828

Operation and Maintenance Expenses Water and Sewer Expenses -5,818,375 -6,231,826 -6,512,522 -6,642,772 -6,775,628 -6,911,140 -7,049,363 Add back depreciation expense 799,906 800,000 800,000 800,000 800,000 800,000 800,000 Total Direct Operation & Maintenance Expenses -5,018,469 -5,431,826 -5,712,522 -5,842,772 -5,975,628 -6,111,140 -6,249,363

Operating Income 2,316,804 1,620,968 1,341,872 1,243,987 1,143,658 1,040,835 935,465

Add Interest Income-Operations 29,570 29,000 29,000 25,000 25,000 25,000 25,000 Net Income from Operations 2,346,374 1,649,968 1,370,872 1,268,987 1,168,658 1,065,835 960,465

Major Capital Improvements Capital Improvements Expenses -548,043 -1,485,000 -1,175,000 -960,000 -885,000 -435,000 -220,000

Balance - Fiscal Year Operations 1,798,331 164,968 195,872 308,987 283,658 630,835 740,465

Newport News Water Agreement Expenses: Debt Service-Principal -611,590 -633,433 -454,324 -467,430 -480,535 -498,009 -511,115 Debt Service-Interest -210,715 -192,367 -179,698 -166,069 -151,106 -134,288 -119,347 Operating Costs/Purchase of Water 0 0 -100,000 -100,000 -100,000 -100,000 -100,000 Total Water Agreement Expenses -822,305 -825,800 -734,022 -733,499 -731,641 -732,297 -730,462

Working Capital - Beginning of Year 4,008,681 4,984,707 4,323,875 3,785,725 3,361,213 2,913,229 2,811,767

Working Capital - End of Year 4,984,707 4,323,875 3,785,725 3,361,213 2,913,229 2,811,767 2,821,770

Assumptions: 0.5% Growth in Water Consumption for FY 2018 thru FY 2022 2.0% Growth in Operating Expenses for FY 2018 thru FY 2022

G - 120 EXHIBIT 2

CITY OF WILLIAMSBURG Fiscal Year Ending June 30: WATER & SYSTEM OPERATIONS-CASH FLOWS 2016 2017 2018 2019 2020 2021 2022 Actual Estimated Proposed Projected Projected Projected Projected Revenue under existing rates: Water 4,572,661 4,600,000 4,623,000 4,646,115 4,669,346 4,692,692 4,716,156 Sewer 1,868,382 1,850,000 1,850,000 1,859,250 1,868,546 1,877,889 1,887,278

Total Revenue Under Existing Rates 6,441,043 6,450,000 6,473,000 6,505,365 6,537,892 6,570,581 6,603,434

Additional Water Revenues:

Rate Proposed Months Effective Date Increase Rate Effective July 1, 2017 0.00% $5.30 12 0 0 0 0 0 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 6,441,043 6,450,000 6,473,000 6,597,825 6,725,123 6,854,944 6,987,338

Other Utility Income 894,230 602,794 581,394 581,394 581,394 581,394 581,394

Total Operating Revenues 7,335,273 7,052,794 7,054,394 7,179,219 7,306,517 7,436,338 7,568,732

Operation and Maintenance Expenses Water and Sewer Expenses -5,818,375 -6,231,826 -6,512,522 -6,642,772 -6,775,628 -6,911,140 -7,049,363 Add back depreciation expense 799,906 800,000 800,000 800,000 800,000 800,000 800,000 Total Direct Operation & Maintenance Expenses -5,018,469 -5,431,826 -5,712,522 -5,842,772 -5,975,628 -6,111,140 -6,249,363

Operating Income 2,316,804 1,620,968 1,341,872 1,336,447 1,330,889 1,325,198 1,319,369

Add Interest Income-Operations 29,570 29,000 29,000 25,000 25,000 25,000 25,000 Net Income from Operations 2,346,374 1,649,968 1,370,872 1,361,447 1,355,889 1,350,198 1,344,369

Major Capital Improvements Capital Improvements Expenses -548,043 -1,485,000 -1,175,000 -960,000 -885,000 -435,000 -220,000

Balance - Fiscal Year Operations 1,798,331 164,968 195,872 401,447 470,889 915,198 1,124,369

Newport News Water Agreement Expenses: Debt Service-Principal -611,590 -633,433 -454,324 -467,430 -480,535 -498,009 -511,115 Debt Service-Interest -210,715 -192,367 -179,698 -166,069 -151,106 -134,288 -119,347 Operating Costs/Purchase of Water 0 0 -100,000 -100,000 -100,000 -100,000 -100,000 Total Water Agreement Expenses -822,305 -825,800 -734,022 -733,499 -731,641 -732,297 -730,462

Working Capital - Beginning of Year 4,008,681 4,984,707 4,323,875 3,785,725 3,453,673 3,192,921 3,375,822

Working Capital - End of Year 4,984,707 4,323,875 3,785,725 3,453,673 3,192,921 3,375,822 3,769,729

Assumptions: 0.5% Growth in Water Consumption for FY 2018 thru FY 2022 2.0% Growth in Operating Expenses for FY 2018 thru FY 2022

G - 121 EXHIBIT 3

WATER AND SEWER RATES COMPARISON (FY2017)

WATER SEWER TOTAL

Williamsburg $5.30/1000 gallons Included in water rate $5.30/1000 gallons

0-15 $2.80/1000 gallons JCSA $2.99/1000 gallons $5.79/1000 gallons 15-30 $4.93/1000 gallons

0-30 $4.29/1000 gallons Newport News $4.50/1000 gallons $8.79/1000 gallons >30 $4.93/1000 gallons

Portsmouth $4.76/1000 gallons $3.72/1000 gallons $8.48/1000 gallons

VA Beach $4.41/1000 gallons $3.69/1000 gallons(est.) $8.10/1000 gallons(est.)

Norfolk $6.37/1000 gallons $5.31/1000 gallons $11.68/1000 gallons

HRSD N.A. $6.03/1000 gallons $6.03/1000 gallons

G - 122