Proposed fy 2016 budget

ILLIAMSBURGC I T Y O F

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Proposed Budget Fiscal Year 2016

CITY COUNCIL

Clyde A. Haulman Mayor Paul T. Freiling Vice Mayor Judith N. Knudson Member D. Scott Foster, Jr. Member Douglas G. Pons Member

OFFICIALS

Jackson C. Tuttle, II City Manager Jodi M. Miller Deputy City Manager Christina Shelton City Attorney Gerry S. Walton Deputy Clerk of Council Philip F. Serra Director of Finance Mark A. Barham Director of Information Technology Daniel G. Clayton Director of Public Works David C. Sloggie Police Chief W. Patrick Dent Fire Chief Lori C. Rierson Director of Recreation Reed T. Nester Director of Planning Peter P. Walentisch Michele Mixner DeWitt

Director of Human Services Economic Development Director

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, 2014.

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.

WILLIAMSBURG VOTERS Court System *Circuit Court Judge *Clerk of Circuit Court *District Court Judge *Juvenile/Domestic Relations Judge *Commonwealth Attorney *City/County Sheriff Commissioner of Revenue City/County Treasurer Electoral Board Voter Registrar FTE 4.5

Operational: *School Board (WJCC) *Library Board (WRL) Advisory *Planning Commission *Economic Dev. Authority *Arts Commission *Soc. Services Advisory Brd *Finance & Audit Committee *Public Housing Semi-Judicial *Architectural Review Board *Board of Zoning Appeals *Board of Bldg Code Appeals *Board of Equalization

Mayor Vice Mayor

CITY COUNCIL

City Attorney FTE 1.5

Clerk of Council

City Manager

Deputy City Manager Human Resources Communications

FTE 3.5

Executive Assistant/Deputy Clerk

*Accounting *Collections, Disbursements *Purchasing *Assessments *Investments

FTE 10

*Income Eligible Benefits *Adult and Child Protection *Community Outreach *Public Housing

FTE 19

Public Works: *Engineering *Streets & Stormwater *Mosquito Control *Landscaping *Vehicle Maintenance *Facilities Maintenance *Refuse/Recycling *Cemetery

FTE 23 Public Utilities: *Water Treatment *Water Distribution *Wastewater

FTE 26

*Recreation Center *Parks *Athletics

FTE 8.5

*Planning & Zoning *Code Compliance

FTE 9

*Uniform Services *Investigations *Support Services *Public Safety/E911 Comm.

*Parking Garage

FTE 41

Economic Dev. Dir. FTE 2

*Suppression *Prevention *Emergency Medical *Emergency Management

FTE 37

Human Services Finance

Fire Parks & Recreation

Planning & Codes

Police Public Works & Utilities

Boards and Commissions Constitutional and Independent Offices

City of Williamsburg

Organizational Chart

IT

*Information Technology

FTE 3

TO: Mayor and City CouncilDATE: March 27, 2015 SUBJECT: City Manager’s Budget Message

INTRODUCTION

The FY16 proposed budget can be summarized as cautiously optimistic as we start to see some growth in the city’s revenues and continue to carefully manage spending. The city is well positioned moving forward with consumer confidence high, local retail sales predicted to grow by over 4% and gasoline prices falling according to Professor Emeritus Roy Pearson with the College of William and Mary. Futurist Rebecca Ryan, author of ReGENERATION: A Manifestofor America’s Next Leaders would describe this time as a change in the 20-year life and societal cycle where we are getting further away from “winter” a time of “The Great Recession” and approaching “spring” a time of “peace and prosperity.”

Trends for FY16 budget include:

Property tax revenue continues to improve and increase by 2.8%.

Intergovernmental revenue is projected to increase by 1% due to higher VDOT street maintenance payments.

All other tax and fee revenue taken together are projected to be 3.3% higher than the FY15 budget.

General Fund Operating History and Projections

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General Fund expenditures are expected to increase by 1.5% (increase goes to 2.27% with Williamsburg Health Foundation grant)

The FY16 General Fund Operating Budget can be summarized by:

Projected revenues of $34,498,373 up by 2.9%.

Projected spending of $34,498,373 up by 2.27%.

No recommended increase in tax rates.

Recommended increases EMS Recovery Fees.

Full time equivalent authorized positions of 191, one more than the current year.

A fiduciary fund for the Quarterpath Community Development Authority (QCDA) is again part of next year’s budget. Fiscal year 2016 will be the second year special assessments will be collected by the city for the QCDA, which will be used to repay the public improvement bonds on the Quarterpath at Williamsburg development. More information on the fiduciary fund can be found in the Budget Summaries section.

In the Utility Budget, $6,551,200 in operating revenues are projected, a 2.3% increase. Recommended is a 3.5% Water and Sewer Rate increase, from $4.95 to $5.12 per one thousand gallons, beginning July 2015, per the Five Year Water and Sewer Rate Analysis. Comparing the city’s water and sewer rates regionally:

New capital spending in the amount of $10,216,242 in the General Fund Capital Improvement Program (CIP), plus $1,239,190 in debt service payments bring the projected total capital spending for FY16 to $11,455,432.

Newport News $ 9.22 Portsmouth $ 8.48 JCSA Residential $ 6.07 JCSA Commercial $ 6.67 Norfolk $10.86 Chesapeake $10.69 Virginia Beach $ 8.10 Williamsburg $ 4.95 (Does not include HRSD)

Water and Sewer Rates (FY15) Per 1000 gallons

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Highlights for CIP FY16 funding include:

Repaving Program with VDOT Revenue Sharing Funds

York Street Corridor Improvements

South Henry Street, Second Street and/or York Street at Quarterpath Underground Wiring Projects

Ironbound Road (Richmond Road to Longhill Connector) Phase I Engineering

Bicycle Facility Improvements - Monticello Avenue Shared-Use Path

Quarterpath Park and Kiwanis Park Improvements

Technology Projects including Computer Network Replacement, Prince George Parking Garage Equipment, and Arts District WiFi

Fourth Middle School at James Blair School

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 $56,084,176.

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 FY16 budget we forecast General Fund operating revenues of $34,498,373 a 2.91%increase from the current fiscal year. Looking at four broad categories:

Share of Budget

FY 2015 Adopted

FY 2016 Proposed Change

All Property Taxes 39% $12,982,540 $13,352,140 2.8%

Other Local Taxes 42% $14,225,000 $14,487,000 1.8%

Fees, Charges, Miscellaneous

10% $2,961,280 $3,272,146 10.5%

Intergovernmental 9% $3,354,167 $3,387,087 1%

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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 $1.79 billion, an increase of 2.8% (3.8% residential and 1% commercial) in landbook value. This continues the positive trend in the residential real estate market seen in the past two fiscal years.

An additional one penny on the real estate tax rate would generate an estimated $179,000. The 2016 Proposed Budget recommends continuing with the current rate of $.57 per hundred dollars of assessed value generating revenue of $10,024,000 (budgeted at 98% collection rate).

2. Personal Property Taxes. Personal property tax, known as the “car tax,” is currently $3.50 per $100 value (off set by tax relief from the state). We recommend keeping the current rate of $3.50 per $100 value yielding $2,690,000 in operating revenue, level with FY15.

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 $14,487,000, 1.8% over the current fiscal year budget.

Room and meal tax collections for FY16 are anticipated to total $9,910,000; room tax totaling $3,160,000, a 1% decrease and meal tax collections totaling $6,750,000, a 5.5 % 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 in the amount of $1,122,000.

Together, sources of taxation including property and local taxes are expected to generate $27,839,140, a 2.3% increase from the current year budget.

4. User Fees, Charges, and Miscellaneous. The broad category of locally generated revenue is expected to provide $3,272,146, a 10.5% increase.

EMS Recovery fees for FY16 are projected to grow by 14.5% as a result of utilizing a new billing vendor and increasing fees to Medicare allowable rates and comparable rates in the region. The new rates would be: Basic Life Support $501, Advance Life Support (ALS1) $595 and $860 (ALS2), and a $10.50 mileage rate. Additional revenue in this category also includes rental revenue from a fully leased Triangle Building.

5. Intergovernmental - Revenue from the Commonwealth. Revenues from the state, which include support for constitutional officers and various state grants, are estimated to be $3,387,177, a 1% increase.

The estimated Sales Tax for Education of $1,072,946 based on State Department of Education calculations, is down 2% due to a decline in school-aged (5 to 19) population as of July 1, 2013 as reported from the Weldon Cooper Center for Public Service.

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EXPENDITURE ISSUES

Proposed General Fund operating expenditures for FY16 total $34,498,373, a 2.27% increasefrom the current adopted budget. Expenditures are broken down into four large categories:

Share ofBudget

FY 2015Adopted

FY 2016Proposed

Change

City Departments 54% $17,721,960 $18,480,919 4.3%

Constitutional Officers and Judicial 6% $2,147,151 $2,162,740 .7%

Education and Library 28% $9,498,985 $9,663,865 1.7%

Outside Agencies 12% $4,365,545 $4,190,849 (4%)

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. In March 2015, Council approved a new five-year residential refuse servicescontract with Republic Services to provide curbside trash collection for the entire city starting July 2015. This change in service will allow the city to budget $125,000 less in next year’s operatingbudget.

A new Stormwater Operations cost center has been added to next year’s budget which includes three staff positions transferred from the Streets Division, mosquito control costs, equipment and operating costs. This new cost center will help the city better track current and future costs of managing stormwater.

A Williamsburg Health Foundation grant totaling $260,000 for a pilot program to achieve better health outcomes for city children has been added to next year’s operating budget. If funded, the program will begin in July 2015 and will 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 FY15 totaled 190, down from 202 in FY09. The reduction has been accomplished through transfer and reorganization (including the 13 positions to York County as part of the 911 consolidation), job consolidations, and reductions in work force. The proposed FY16 budget includes one new FTE officer position in the Police Department, bringing total FTEs for FY16 to 191.

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3. Pay. A 2% allowance for merit pay increases has been included in the proposed budget, totaling $199,281 with benefits. This allowance will be apportioned to 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. A Personnel Contingency has been added in the amount of $175,000 to cover anticipated retirement leave payouts in FY16 and to make adjustments for targeted compression and market issues.

4. Health Insurance Coverage. This is the city’s fourth year with the Commonwealth’s “Local Choice” health care insurance administered by Anthem. The city received a renewal notice calling for a 12.7% increase in next year’s health care premiums (6% average increase over 3 years). It is recommended that the city and employee percentage split for the premium payment remain the same for FY16.

5. Virginia Retirement System. The VRS biennial actuarial valuation for Williamsburg in FY16 is 22.04% (17.04% city share, 5% employee share) of payroll, same as in FY15. This is the second year for this rate which will be reset by VRS next year. The new VRS Hybrid Retirement Plan, implemented in July 2014, is blended with pre-hybrid plans in a single VRS contribution rate.

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 $8,812,703, a 1.76% increase, based on the Superintendent’s proposed budget, 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 9.5% compared to 90.5% for James City County. Determined by September 30, 2014 enrollment, the city’s school population for the purposes of apportioning cost between the city and county is 899, 8.20% of the total. The city’s funding share of the fourth middle school on the James Blair site needs to be negotiated and finalized per the current joint school contract.

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 $6,266,322 is an increase of 1.28%, which results in a city contribution for FY16 of $838,320,16% of circulation.

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3. Community Corrections Agencies. The city’s share of the Virginia Peninsula Regional Jail is expected to be $1,156,822, 1.7% decrease in funding from FY15. 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 will continue to increase for FY16, based on both recent population increases and rising per diems for member localities. City usage was 354 and 464 days respectively for FY13 and FY14. Usage is estimated for FY15 and FY16 at 500 days, an estimated cost of $100,000 for each year.

4. Health Services. The agencies below provide health services to city residents, workers and visitors. The total recommended funding for FY16 is $435,495, a .65% decrease from FY15.

The Peninsula Health District has requested $97,065, 2.8% decrease from the current year budget. The request is based on a complex use-based formula.

The Human Services Advisory Board recommends Olde Towne Medical Center (Williamsburg Area Medical Assistance Corporation) receive level funding of $83,430.

Lastly, Colonial Behavioral Health has requested $255,000 (level funding) from the city to provide mental health services to city residents.

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 for next year is $78,002, a 10.45% increase from FY15. A new funding request from Williamsburg Faith in Action has been recommended for funding in the amount of $2,500 to provide transportation, respite, and in-home services to city residents. The Healing Place of Hampton Roads, also a new request, has not been recommended for funding until sufficient data and additional resources are available.

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 level funding of $1,300,000 to support 20% of the Foundation’s marketing media budget.

The Greater Williamsburg Chamber and Tourism Alliance has requested a total of $900,000 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 $250,000 increase over level funding of $650,000.

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The request by the Alliance for itemized project contributions on top of its base funding is certainly a legitimate approach, but it does depart from the city’s long standing practice of block funding to CWF and the Alliance. Block funding, based on a percentage split between CWF and the Alliance, places the responsibility of allocating money between worthy but competing purposes on the agency, not the city.

For this reason, and recognizing the importance of tourism marketing to grow the city’s economic base for the future, we recommend fully funding Colonial Williamsburg’s request and level funding the Greater Williamsburg Chamber and Tourism Alliance totaling $1,950,000. This maintains a 2/3 CWF and 1/3 Alliance split.

The FY15 budget includes a one-time tourism promotion contingency from Capital Fund reserves in the amount of $250,000 to be used for additional tourism marketing and/or tourism initiatives at City Council’s discretion. The following events have been funded from this contingency: the Leonardo Da Vinci exhibit ($50,000), Harvest Celebration event ($10,000), and Winter Blues Jazz Fest ($6,000) leaving a balance of $184,000 for FY16.

The city has also received a request from the Virginia Arts Festival in the amount of $50,000 to add another day to Festival Williamsburg and to significantly enhance the artist roster for the entire 2016 Festival Williamsburg event, which would bring the total contribution for Festival Williamsburg to $100,000 in FY16. First Night Williamsburg also seeks support towards its goal of raising $50,000 by May 2015 to stabilize finances as they look to secure sponsors and long term funding sources. This one-time funding from the City would allow First Night to move forward with executing contracts for the 2015 event. These additional “one time” requests from the tourism promotion fund (balance $184,000) will be considered separately by the Council at its April 6, 2015 work session.

The proposed budget also includes an estimated $1.12 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 is $3,072,000.

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 Summary section.

Funding for the Hampton Roads Economic Development Alliance request in the amount of $14,446 has been reprogrammed in the FY16 budget to support collaborative economic development marketing/promotion within our sub-region in partnership with James City and York Counties. In addition, funding has been included in next year’s budget to update the functionality and design of the city’s YesWilliamsburg economic development website, now nine years old.

Funding in the amount of $200,000 has also been included in the FY16 CIP for demolition of the Country Hearth Inn and Suites and the White Lion motel structures with the goal of assembling these properties and returning them to the private sector for development. The city entered into contracts to purchase these properties in February 2015.

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Added in the FY15 budget was a one-time economic development contingency in the amount of $250,000 from Capital Fund reserves to be used for economic development incentives and projects and to date has not been utilized. We recommend that this contingency be carried forward in FY16 to be used for economic development incentives, as requested by the Williamsburg Economic Development Authority.

7. Cultural. The Williamsburg Arts Commission has once again performed the task of receiving, reviewing, and recommending funding for the arts. Their report is provided in the Appendix to the Proposed Budget. They recommend local arts funding of $120,000 (Williamsburg, James City County, and state challenge grant included). The city’s contribution would remain level at $55,000.

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 2015 and 2016 Biennium. Adopted by City Council in November 2014, 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 has been improved to show more metrics graphically.

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 FY16, 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 23. The school budget will be reviewed and the formal budget hearing will be held at the Thursday, April 9, City Council meeting. A second Budget Work Session is scheduled for Monday, April 13, if required. Adoption is scheduled for the May 14 Council meeting.

Jodi M. Miller Deputy City Manager

Jackson C. Tuttle City Manager

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Goals

201 and 201 Biennium

for the

and

Outcomes

The City ofWilliamsburg, Virginia

Initiatives

Mid-Course Cover.indd 1 8/23/2011 12:27:40 PM

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To advance the city’s vision, every two years the Williamsburg City Council identifies new strategic objectives for city government. Biennial Goals, Initiatives and Outcomes (GIOs) provide an expression of city priorities, as specific and measurable as possible, covering a two year period. Longer term objectives are expressed in terms of what the city hopes to accomplish in the near term toward that objective. GIOs are not intended to be a comprehensive list of all city services and activities. Instead, they provide a concrete, coordinated expression of City Council's direction for change and focus. In that way, they drive city government operating budget and capital budget formation. The 2015/2016 Biennial Goals, Initiatives and Outcomes, adopted on November 13, 2014, guide budget decisions for two fiscal years, that is, for FY 16 and FY 17. Under eight Goal statements 60 specific Initiatives are identified. In addition to the Initiatives, Outcomes from the National Citizen Survey (NCS); and “Desired Outcomes” and Observed Results,” provide performance metrics which help assess goal achievement. Williamsburg participated in the NCS in May 2008, 2010, 2012 and 2014. Reported here are citizen ratings of “Good” or “Excellent” for questions, including national benchmarks and trends since 2008. 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 Development Strategic Plan; and with input from citizens, city staff, and volunteers. Biennial goal statements align with the 2013 Comprehensive Plan goals. Initiative statements with a symbol 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 status reports and to http://speakupwilliamsburg.com to offer your comments anytime.

Clyde Haulman, Mayor Jackson C. Tuttle, City Manger

Clyde Haulman Mayor

Paul Freiling Vice Mayor

Judy Knudson Council Member

Scott Foster Council Member

Douglas Pons Council Member

CITY OF WILLIAMSBURG 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 — in full partnership with the people who live, work and visit here.

CITWof copa

December 2014

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GOAL I: Character of the City Protect and enhance Williamsburg’s unique character as defined by its residential neighborhoods,

urban places, open spaces, and by its iconic places—the Colonial Williamsburg Historic Area and campus of the College of William and Mary.

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GOAL II: Economic Vitality 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.

Page 8

GOAL III: Transportation Provide an effective transportation system compatible with the future land use plan – with “complete streets”

serving pedestrians, bicyclists and motorists, and promoting the expanded use of transit and rail. Page 13

GOAL IV: Public Safety 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. Page 18

GOAL V: Human Services and Education Seek opportunities and implement programs that address the educational, health, social, housing,

economic and workforce training needs and expectations of city residents and workers. Page 23

GOAL VI: Recreation and Culture 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.

Page 28

GOAL VII: Environmental Sustainability Build an evermore sustainable and healthy city pursuing multiple strategies for conservation

and restoration, and providing essential environmental services related to drinking water, waste water, stormwater and solid waste.

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GOAL VIII: Citizen Engagement and City Governance 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. Page 38

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A. Downtown Vibrancy Extend the unique character and high quality of the downtown core (Merchants Square) into immediately adjacent areas – specifically along Henry Street to the north and south, and along Prince George and Scotland Streets to the west – by means of public and private redevelopment. Public projects include the Stryker Center (See Goal VIII: Citizen Engagement and Governance), Triangle Building and Blayton area (See Goal II: Economic Vitality), and a parking review (See Goal III: Transportation).

Private sector projects include Prince George Commons retail and housing; reuse of the Health Evaluation Center; development of surplus downtown properties owned by Colonial Williamsburg Foundation, and studying the demand for a downtown boutique hotel to fill the gap created by the loss of the Hospitality House.

B. Arts District and Midtown

Pursue the vision of renewal in the Midtown area, anchored and branded with the “Arts District” identity, and committed to the long term success of the shopping center sites. Consider using a visioning process to precede future planning and action steps. Work closely with current and prospective owners to rejuvenate and redevelop the Williamsburg Shopping Center; continue to add “creative economy” businesses, services and housing; and sell the city owned “Tioga” property at 906 Richmond Road site for development by the end of the biennium (See Goal II: Economic Vitality). Improve Monticello Avenue (See Goal III: Transportation).

GOAL IProtect 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.

GOProbby spaHis

Prince George Street Rehabilitation and New Construction

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C. Richmond Road Corridor Maintain this prime entrance corridor the premier regional destination for restaurants, lodging and complementary services for visitors and locals. Make progress during the biennium in build out/lease out of High Street, redevelopment of the “Spotswood” site at Ironbound Road, redevelopment of obsolete commercial properties, and construction of new in-fill projects along the corridor. Improve Ironbound Road at Longhill and Richmond Roads (See Goal III: Transportation).

D. Northeast Triangle Follow the guidance from the Northeast Triangle Focus Group, as consolidated in the Comprehensive Plan update, to bring new life to the “Capitol Quarter” area. Make progress toward reconstruction of the Bypass/Capitol Landing Road intersection and make pedestrian improvements on Bypass Road and Parkway Drive (See Goal III: Transportation) by the end of the biennium. Support private sector projects in progress including Shops at Second Street, Evelyn Nursery, Capitol Landing Green, and Copper Fox Distillery at the former Lord Paget site.

E. Southeast Quadrant Work with “Quarterpath at Williamsburg” developers and Riverside Healthcare Association to build a high quality, new city neighborhood with Doctors’ Hospital of Williamsburg as its anchor. Create a pedestrian friendly commercial, retail and residential village complementing Williamsburg’s special character with opportunities for significant economic development and employment growth. Strive for Quarterpath at Williamsburg to become a regional hub site for all of the Eastern Virginia Mega Region. (see Goal II: Economic Vitality). Pursue the construction of Redoubt Road with developer funds to complete the road backbone, and develop the unpaved segment of Quarterpath Road as a multiuse trail once Redoubt Road is open to traffic. Preserve and connect environmentally sensitive land for passive recreation and to further the cause of Civil War battlefield preservation.

F. Underground Utilities Design and price by June 2015 the next three underground utility projects with the goal of funding and constructing each one per the Capital Improvement Plan:

- South Henry Street (4000’) from Newport Avenue to Port Anne (FY15-16) - York Street (450’) from Quarterpath Road to city limits (FY15-16) - Second Street (2100’) from Page Street to city limits (FY15-17) - Ironbound Road (1500’) west of Richmond Road (In conjunction with Ironbound Road widening (See Goal III – Transportation)

G. Entry Corridor Beautification Complete by the end of calendar year 2015 the streetscape and pedestrian/bicycle improvements on the York Street (Route 60 East) entry corridor per the Capital Improvement Program. Work with regional partners to continue Route 60 East corridor improvements outside the city limits to the Route 199 overpass.

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Accomplish additional corridor beautification with the underground utility projects above, and with street/pedestrian/bicycle improvements described in Goal III – Transportation.

H. Open Space Preservation and Commercial Site Assembly Actively pursue acquisition of additional open space for land conservation both within the city limits and at the Waller Mill Reservoir for watershed protection purposes. Add to the city’s permanent open space ownership of non-commercially zoned properties during the biennium. Purchase land for the establishment of Capitol Landing Park on Queen’s Creek prior to the end of calendar 2015. Actively pursue opportunities to acquire and assemble underused (or blighted) commercial sites to enable commercial redevelopment by the private sector. I. Neighborhoods Stability and Revitalization Focus city attention (Human Services, Codes Compliance, Police, Recreation, etc.) on stability and improving conditions in neighborhoods at risk of declining value. In particular, focus on the Merrimac Trail apartment corridor, collaborating with residents and property owners to improve physical conditions, safety and livability of the neighborhood. Evaluate adding neighborhoods to the city’s Rental Inspection Program when either declining property values, or rental use in single family neighborhoods exceed 50%, making city intervention through the rental inspection program necessary.

Rendition of New Stryker Center at Night

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Desired Outcomes Observed Results

1. Maintain at least 60% of the 5787 acres within the city limits for public, Colonial Williamsburg, and College land use to preserve Williamsburg’s unique character.

Exis ng Land Use Propor ons within the City Limits

Public, W&M and CWF currently at 62% *Source: Williamsburg Planning Department

2. Increase overall residen al property values in the city by at least 3% annually to maintain quality and character of neighborhoods.

Residen al Property Assessed Values

Annual average drop in values from FY 10 to FY 13 was –4.5%

FY 14 and FY 15 showed annual average growth of +2.8% *Source: Williamsburg City Assessor

3. Maintain the residen al assessment to sales ra o between 94% and 99% each year, as a measure of a rising real estate market.

Residen al Assessment to Sales Ra o

Proper es in the City are re-assessed annually—assessments generally lag sales values up to a year

*Source: Williamsburg City Assessor

4. Increase overall commercial property values in the city by at least 2% annually to maintain the quality and character of commercial corridors.

Commercial Property Assessed Values

Average annual change over past 7 years –1.4% *Source: Williamsburg City Assessor

$1.14

$1.19$1.20

$1.16

$1.11

$1.04

$1.08

$1.10

$1.02

$1.12

$1.22

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15Billions

$0.67 $0.66 $0.69 $0.66$0.62 $0.58 $0.61 $0.63

$0.0

$0.2

$0.4

$0.6

$0.8

$1.0

$1.2

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15Billions

96.5%

100.6% 100.1%

105.2%

93.4% 93.5%

80%

100%

120%

FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

Target 94% - 99%

Residential, 28%

Commercial, 10%Institutional,

25%

Open Space/Environmental,

18%

Public / Quasi-

Public, 19%

B - 7


5. Of the neighborhoods in the rental inspec on program with over 50% rentals, reduce the average percent rental use to 70% or less.

Neighborhoods in Rental Inspec on Program Exceeding 50% Rentals: Capitol Heights 59% Cary/Griffin/Newport 60% Matoaka Court 70% Mimosa Drive 77% Powhatan Park 88% W. Williamsburg 87% W. Williamsburg Hts. 64%

Average 73% *Source: Williamsburg Planning Department

6. Rehabilitate or build new structures to refresh Williamsburg’s built environment as indicated by at least $25 million in new construc on annually.

Value of Building Permits Issued FY 12 includes Riverside Hospital construc on, with FY 14 including building permits for apartments in the Quarterpath at Williamsburg development *Source: Williamsburg Code Compliance Division

69% 70% 69%73%

0%

25%

50%

75%

100%

FY 11 FY 12 FY 13 FY 14

$55.4

$27.0$22.7 $24.6

$49.7

$18.0

$40.4

$0

$25

$50

$75

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14Millions

Target $25 Million

B - 8

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 ResultsNational Trendline

Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :

Positive *Percent Rated

B - 9

A. Tourism Development Work closely with the Greater Williamsburg Chamber and Tourism Alliance and other partners to revamp destination marketing around the “Freedoms” theme; to issue a “tourism scorecard” to track results; and to expand special events, including arts, culinary and sports, year round. Work closely with Colonial Williamsburg Foundation to expand the Historic Triangle tourist information center within the Colonial Williamsburg Visitor Center; and expand Colonial Williamsburg marketing reach and effectiveness. In addition to the Alliance “Scorecard,” track key in-city tourism performance indicators monthly, including room/meal/sales tax receipts, and lodging occupancy rates. Expand city’s economic analytics capacity to better understand visitation activity and trends. B. Economic Diversification Strategies Support the re-launch and growth of the regional Triangle Business Innovation Center (TBIC) in Downtown Williamsburg and serve as the TBIC fiscal agent. Explore opportunities for locating a co-working space in the City. Work with Riverside Healthcare Association to recruit compatible and regional professional service businesses to Class A office space at “Quarterpath at Williamsburg,” offering a “hub” location for eastern Virginia, and supporting the Mega-Region concept (Initiative F.). Generate awareness and implement use of the Economic Development Authority’s incentives packages for transformative commercial uses. Continue to work with the Arts District Business Association to promote the district to customers and prospective creative economy businesses. Install a major public art project in the district (See Goal VI: Recreation and Culture). Evaluate potential for expanding Williamsburg WiFi in the Arts District.

GOAL II 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.

GOIncbuandandred

B - 10

Lease the remaining portions of the Williamsburg Redevelopment Housing Authority owned “Triangle Building” for commercial purposes. C. Redevelopment

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.

Work as a partner with the private sector to identify and redevelop transitional properties, including the City-owned property at 906 Richmond Road. McAuliffe

Identify and assemble sites for redevelopment where the City’s interim ownership can spur private investment.

D. Support Existing Businesses Implement and analyze a Business Climate Survey to determine the needs of existing businesses. Use GIS to visualize economic vitality indicators geographically, such as private capital investment, return on public investment, and sales tax revenue. Consider engaging a retail consultant to determine the City’s retail niche and its growth potential and sustainability. E. Facilities to Increase Overnight Visitation Continue to assess the feasibility and potential for developing a new multiuse events facility, such as a sports field house to host large scale tournaments attracting overnight visitors. Also, investigate the feasibility and potential for constructing a new performing arts venue, such as an outdoor amphitheater for music festivals, also geared to increase overnight stays (See Goal VI: Recreation and Culture). F. Mega-Region ConceptEncourage efforts in Hampton Roads and Richmond to create a mega-region from Richmond to the Ocean Front. A single Metropolitan Statistical Area in eastern Virginia would create the 18th largest MSA in the country to enhance regional economic competitiveness with Williamsburg near its geographical center.

Copper Fox Distillery Receives State Grant from Gov. McAuliffe

B - 11


1. Increase cityrevenues from retailand hospitality taxsources by at least3% annually.

Tax Receipts From Meal,Room and Sales Taxes

Average annual increasesince FY 09: 1.3%

*Source: Williamsburg FinanceDepartment

2. Increase the amountof retail sales in the cityrela ve to Citypopula on by at least3% annually.

Per Capita Retail Sales inthe City

Average annual increasesince FY 09: 2.6%

*Source: Virginia Department ofTaxa on

3. Stabilize the loss ofroom nights sold in thecity and reversedownward trend.

Hotel/Motel Room NightsSoldAverage annual decreasesince FY 09: 2.3%

(FY 14 excludes 318 room(116,070 available room nightsper yr) Hospitality House,purchased by College of William& Mary, May 2013)


4. Increase ColonialWilliamsburgFounda on’s cketsales annually by atleast 2%.

Colonial WilliamsburgFounda on Ticket Sales

Average annual decreasesince FY 09: .3%

*Source: Colonial WilliamsburgFounda on

$4.6 $3.8 $3.9 $4.0 $4.2 $4.2 $4.2

$4.4$3.6 $3.2 $3.4 $3.4 $3.4 $3.1

$6.0

$5.5 $5.6 $6.0 $6.3 $6.4 $6.4

$0

$4

$8

$12

$16

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14$ Millions

MealTaxesRoomTaxesSalesTaxes

$26,611

$23,376

$24,117 $23,934$24,386

$25,830

$21,000

$22,000

$23,000

$24,000

$25,000

$26,000

$27,000

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13

813

674639 652

631620

570

500

600

700

800

900

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14Thousands

707

660686 670

650 651

600

700

800

900

2008 2009 2010 2011 2012 2013Thousands

B - 12


5. Increase totalnumber of businessesopera ng in the cityannually.

Business Licenses Issuedby the City

Average annual increaseover six years: .6%

*Source: WilliamsburgCommissioner of Revenue

6. Increase thehousehold income ofcity residents by atleast 3% annually.

Median HouseholdIncome of City Residents

Average annual increaseover ten years: 3.2%

*Source: US Department ofCommerce, Bureau of EconomicAnalysis (Wmsbg, JCC combined)

7. Increaseemploymentopportuni es withgrowth of in city jobsover the previousdecade.

Number of Jobs Based inthe City

Average annual decrease2000 to 2010: 1.6%

*Source: Virginia EmploymentCommission

8. Increase annualPrince George ParkingGarage revenues by atleast 4% as an indicatorof downtowncommercial growth.

Prince George ParkingGarage Revenues

Average annual growthfrom FY 08 to FY 14 was5.5%

779 783 783 790 796 802790

600

700

800

900

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

$37,093

$50,794

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

2000 2010

12,843

19,517

23,397

20,009

0

5,000

10,000

15,000

20,000

25,000

1980 1990 2000 2010

$0

$50

$100

$150

$200

$250

$300

$350


B - 13

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


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :

Percent RatedPositive *

B - 14

A. Pedestrian Connections and Crossings Construct the next set of pedestrian improvements by the end of the biennium, with particular emphasis on filling in gaps, calming traffic, adding crosswalks where advisable, and taking maximum advantage of VDOT’s revenue sharing program for sidewalk construction. New sidewalks are proposed on Bypass Road (Route 132 to Parkway Drive), Parkway Drive (Bypass Road to Capitol Landing Road), Ironbound Road (Middle Street to former Fire Station site), the Arts District (Lafayette Street and the side streets) and Parkway Drive (Capitol Landing Road to Wyndham) Investigate with CSX the potential for safe pedestrian crossings of rail tracks near locations such as Quarterpath Road in the city, and near Commons Way and Reserve Way in York County.

B. Bicycle Friendly Community Improvements Make improvements to the City’s bicycle infrastructure during the biennium, such as the following: Install bike racks at public buildings, parks and bus shelters throughout the city. Create a matching grant program to encourage businesses to install bike racks.

Make improvements to bicycle roadway systems such as lane markings (sharrows) and signage. Investigate feasibility of a single station or multi-station bike sharing system beginning with the downtown area.

Integrate the city’s bicycle friendly improvements with those of William and Mary.

GOAL III Provide an effective transportation system compatible with the future land use plan – with “complete streets” serving pedestrians, bicyclists and motorists; and promoting the expanded use of transit and rail.

GOProwwitserpro

B - 15

C. Williamsburg Area Transit Work with transit partners to make “first mile/last mile” transit a reality in greater Williamsburg. Look for opportunities to assist transit partners to improve the quality and quantity of bus shelters throughout the city. Support transit partners in implementing an app for real time updates on bus/trolley schedules and locations. D. Passenger Rail/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 (Amtrak) in the future. Work with Virginia for High Speed Rail, Virginia Department of Rail and Transit, CSX and other partners to expand the frequency, reliability and speed of Amtrak service to Williamsburg.

E. Electric Car Charging Station Install an electric car charging station in the Prince George Parking Garage as a pilot/demonstration project to encourage and highlight electric car technology. F. Neighborhood Traffic Calming Review the city’s policy for installation of speed bumps and other forms of traffic calming devices to assist neighborhoods in improving safety on residential streets. Implement traffic calming measures on Governor Berkeley Road.

G. Historic Area Street Surfacing Working with Colonial Williamsburg Foundation determine the most effective surface treatment for Duke of Gloucester and other Historic Area streets, and begin a phase program of resurfacing minimizing negative impacts on the visitor experience in the Historic Area. H. Interstate and Air Connections to Williamsburg Work with regional and state partners to accelerate widening of I-64 from Richmond to Newport News, and I-95 from Washington to Richmond. Pursue traffic management advisories on I-295 in Richmond, and on I-64 to use capacity on US 60 until I-64 is widened. Engage with the City of Newport News and other partners to expand air service aimed at improving national and international access to Williamsburg during the biennium.

B - 16

I. Ironbound Road Widening/Longhill RealignmentConstruct Phase One of the Ironbound Road Widening Project – Treyburn to Richmond Road – by relocating the Longhill Road/Ironbound intersection. Coordinate project with future development at James Blair School and the former Governor Spotswood property, and prepare to complete the Ironbound project including widening, underground wiring and increased capacity of the Ironbound/Richmond Road intersection as funding allows.

J. Monticello Avenue Widening Construct Phase One of the eventual widening of Monticello Avenue – Treyburn Drive to Richmond Road – by adding a second travel lane in conjunction with anticipated redevelopment on Williamsburg Shopping Center property. Align the Monticello Avenue main entrance to the Shopping Center to fit the redevelopment plan. Prepare for subsequent phases of Monticello Avenue improvement timed to match redevelopment opportunity and funding availability.

K. Monticello Avenue Multi-Use Path In partnership with the College of William and Mary apply for a Transportation Alternatives grant (80% federal, 20% local) to build a multi-use path along Monticello Avenue from Ironbound Road to Compton Road and linking to the Compton Road pathway to the School of Education, and to the sidewalk on Monticello Avenue at Treyburn Drive. The intent is to provide a safe, lighted pedestrian and bicycle connection between campus and city (shopping centers/High Street) and campus and county (New Town). L. Capital Landing Road/Bypass Road Intersection Pursue funding to reconstruct the Capitol Landing Road/Bypass Road intersection – either as a traditional signalized intersection or a roundabout - including a direct connection to the Colonial Williamsburg Visitor Center. Should funds not be available to complete the entire project, Phase One is the intersection reconstruction, and Phase Two the road to the Colonial Williamsburg Visitor Center.

B - 17


1. Improve pedestrian and rider safety on city streets as measured by reducing the number of accidents with injuries below 50.

Accidents With Injuries Within City Limits Average number of injuries annually is 69

*Source: Williamsburg Police Department

2. Increase the ridership regionally on Williamsburg Area Transport by 3% annually.

Williamsburg Area Transport Ridership Average annual increase over seven years: 5.1% *Source: Williamsburg Area Transport

3. Increase the passenger rail ridership on Amtrak for trips origina ng and termina ng at the Williamsburg Transporta on Center by 3% annually.

Amtrak Departures and Arrivals at Williamsburg Sta on Average annual increase over six years: 4.6%

*Source: Amtrak

7255 67

74 72 65

76

20

30

40

50

60

70

80

90

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

Target < 50

770866

9751,056 1,077

1,010 1,027

0

200

400

600

800

1,000

1,200


50 49 4753

5962

0

10

20

30

40

50

60

70

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13Thousands

B - 18

Provide an effective transportation system compatible with the future land use plan,serving pedestrians, bicyclists and motorists, and promoting the expanded use oftransit and rail.


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 19

A. Emergency Preparedness

Conduct a comprehensive review and revision of the Emergency Operations Plan to ensure the plan reflects current best practices in disaster mitigation, preparedness, response and recovery. Present the revised plan to City Council for adoption by March 2016. Renew the Storm Ready Community Designation by January 2016.

B. School Safety and Security Strengthen the safety and security of in-city schools by working closely with school administrators to expand existing programs in the coming school years through 2016/17. Strategies include: Dividing School Resource Officer responsibilities into three areas to deepen school/police engagement (Education, Counseling and Law Enforcement); Assisting school staff responsible for safety and security in policy development; Providing enhanced fire safety education for younger children using the new Safety House; Guiding onsite fire drills and lock down drills; Participating in school activities by uniformed police officer and firefighters to convey positive community models for children.

C. Police Bike Patrol and Bicycle Safety Expand the police bike program, and number of bicycle trained officers, to actively patrol neighborhoods, conduct selective enforcement, and enhance public safety at special events.

GOAL IV 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.

GOSeceemser

Williamsburg Emergency Operations Center

B - 20

Expand police led pedestrian and bicycle safety education programs at community and youth events, through instruction of J-1 visa hospitality workers, and by means of directed patrol enforcement. D. Mental Illness Crisis Intervention Promote greater collaboration efforts between law enforcement, mental health care providers, and mentally ill individuals and their families through enhanced Crisis Intervention Team concepts, training and protocols. Expand police capacity by training an additional officer as a CIT instructor, and by training six additional officers in basic CIT skills, by September 2016. E. Public Safety Officer Fitness, Health and WellnessExtend the success of the police and fire department’s fitness-for-duty and health and wellness programs. Improve implementation of an annual and semi-annual fitness assessment, work performance evaluation, physicals, nutritional counseling and exercise routines. Incorporate the health and wellness and fitness standards into the selection process for all new police officers and firefighters, and maintain standards by a permanent change in work place culture and individual life style changes throughout the biennium.

F. Public Safety Facilities and Equipment Renovate Fire Station office space and replace apparatus bay doors. Replace one medic unit and one rescue pumper over the biennium. Plan for future expansion and renovation of the Police Station to occur after the biennium. Replace the existing Prince George Street Parking Garage automated parking payment software and equipment by the end of the biennium. G. Parking Program Review Review the city’s downtown parking regulations – both on-street and off-street – with the goal of maximizing use of parking assets. Look at issues such as parking regulation changes, escalating fines for repeat offenders, fine amounts, enforcement methods, timed parking lengths-of-stay, and use of advanced parking meters at high value locations. Complete review and implement recommended changes by the end of the biennium. H. Leadership Development Develop a culture that encourages leadership behavior and accountability at all levels of the organization. Expand opportunities for professional growth of fire and police officers by such means as implementing a supervisor rotation plan for fire officers incorporating administrative assignments by June 2015; and fostering leadership by having two senior police officers attend the Professional Executive Leadership School (PELS) by the end of the biennium.

B - 21


1. Clear Part I crimes at a rate well exceeding the na onal average. (Part 1 crimes are major crimes such as: murder, rape, robbery, assault, burglary, larceny and auto the ).

Clearance rate for Part I crimes for Williamsburg and na onally Williamsburg exceeds similar size locali es in the U.S. by approximately 100% *Source: Williamsburg Police Department and FBI

2. Respond to Police calls for service averaging under 3 minutes from me of dispatch to arrival on scene.

Average Police Response Time *Source: Williamsburg Police Department

3. Respond to calls for fire and non-EMS emergencies averaging under 5 minutes from

me of dispatch to apparatus arrival on scene.

Average Fire Response Time *Source: Williamsburg Fire Department

4. Respond to emergency medical (EMS) calls for service averaging under 5 minutes from me of dispatch to Advanced Life Support (ALS) arrival on scene.

Average ALS response Time *Source: Williamsburg Fire Department

46%42% 45% 47%

45%47%

49%

25%26% 26% 26%

28%

0%

10%

20%

30%

40%

50%

60%

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14City National

2.7 2.72.4

2.7

0

1

2

3

4

5

FY 11 FY 12 FY 13 FY 14Minutes

Target 3 minutesTarget 3 minutes

5.4 5.4 5.14.7 4.6

4.8 4.7

0

2

4

6

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14Minutes

Target 5 minutes

5.9

5.5 5.2 5.1 5.2 5.2 5.2

0

2

4

6

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14Minutes

Target 5 minutes

B - 22


5. Maintain “fitness for duty” as determined by annual medical and fitness evalua on for all police officers and firefighters.

Percent of Police and Fire Personnel Found “Fully Fit” for Duty. Police FY 14 : 97% Fire FY 14: 100%

*Source: Williamsburg Police and Fire Departments

6. Maintain cer fica ons of public safety and emergency readiness.

*Source: Williamsburg Police and Fire Departments

7. Increase and maintain the number of trained and func oning Neighborhood Response Teams in the City’s 8 CERT Sectors.

Number of Trained CERT Volunteers Available to Staff NRTs.

*Source: Williamsburg Human Services

Police AgencyNational

Re-Accreditation

(CALEA - 2012)

*Source: W

35 33 32 32 29 3434

2

1

02 1 1

29

1914

3430

35 35

1215

3

1 1

0

5

10

15

20

25

30

35

40

FY08

FY09

FY10

FY11

FY12

FY13

FY14

Fire-Fit Fire-Marginal Fire-Not Fit Police-Fit Police-Marginal

7075

99

109

0

20

40

60

80

100

120

FY 11 FY 12 FY 13 FY 14

B - 23

Secure an ever safer community by enabling police, fire, emergency management andjudicial operations to protect and serve city residents, visitors, businesses, andhistorical assets.


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 24

A. Health Outcomes for Children Work with Williamsburg Health Foundation, Child Development Resources and Williamsburg James City County Schools to develop a collaborative and replicable pilot program leading to better health outcomes for city children. This approach to improving the health of city children will feature a care team model which includes providing direct human services and health services to city children and their families. Submit a grant application to Williamsburg Health Foundation to implement the pilot program in 2015.

B. Fourth Middle School and School Contract

Work with the Williamsburg James City County School System and James City County Board of Supervisors to finalize decisions and timelines for construction and operation of a fourth Middle School. Aim to open the school by fall 2018.

Prepare for school contract negotiations with James City County which are to commence in January 2016.

C. WRHA Operations/Blayton Building Redevelopment Complete Williamsburg Redevelopment and Housing Authority transition for full integration into Department of Human Services in 2015. Finalize Blayton site redevelopment study and determine if redevelopment is financially feasible by spring 2015.

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

GOSeeeedutra

“Read Across America Day” at Matthew Whaley

B - 25

D. Cedar Grove Cemetery Expansion

Work with the College of William and Mary to determine the feasibility of expanding Cedar Grove Cemetery on College owned property during the biennium.

E. Transitional Housing/Homelessness Prevention Work with the faith based community to develop and implement a new “self-sufficiency model” in 2015 to provide transitional and permanent housing for city residents. Collect information on temporary and transitional housing issues in the city and work with city departments (Human Services, Fire, Police, Planning & Codes Compliance) to address issues on a case by case basis during the biennium. F. Youth and Family Achievement Add new afterschool component to the city’s year round Youth Achievement Program in cooperation with city police, to include tutoring, mentoring, Tae Kwon Do, and other prevention efforts.

Memorial Day at Cedar Grove Cemetery

2014 Summer Youth Achievement Program Graduates

B - 26


1. Reduce and maintain the number of city resident families requiring food stamps (SNAP) at less than 500 on average.

Average Number of Families Receiving Food Stamps in City. *Source: Williamsburg Human Services

2. Reduce and maintain the number of city residents requiring Medicaid at less than 450 on average.

Average Number of Residents Receiving Medicaid Benefits in City *Source: Williamsburg Human Services

3. Reduce and maintain the number of city residents requiring Temporary Aid for Needy Families (TANF) at less than 40 on average.

Average Number of Residents Receiving Temporary Aid for Needy Families in City

*Source: Williamsburg Human Services

4. Exceed statewide success rate of VIEW (VA Incen ve for Employment Not Welfare) program par cipants at finding jobs.

Percent of Par cipants Finding Employment

*Source: Virginia Department of Social Services

369

415

453

491

547 539 533

200

300

400

500

600

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

Target < 450

23

29

38

29

45

34 32

20

30

40

50

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

Target < 40

79%

64% 64%

72%

48% 49%54%

58%54%

48% 47% 49% 51%54%

0%

20%

40%

60%

80%

100%

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

City State

242

323

414

511

527

589 595

200

300

400

500

600

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

Target < 500

B - 27


5. Maintain 50% or more of for-sale housing units in the City at less than $250,000 to provide affordable housing.

Percent of Residen al Proper es Valued at $250,000 or Less. *Source: Williamsburg City Assessor

48% 50% 52% 54% 55% 53%

0%

20%

40%

60%

80%

100%

FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

Target < 50%

B - 28

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


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 29

A. Kiwanis Park Improvements Construct the fourth lighted softball field at Kiwanis Park in FY17 to make Kiwanis Park the premier park regionally for softball – both for local teams and sports tourism. Install new ADA compliant playground equipment in FY16 to replace the current equipment for greater safety and accessibility.

B. Quarterpath Park and Recreation Center Improvements Demolish and backfill the Quarterpath pool, including decking, fence and outdoor restroom building, in 2015. Explore viable options for reuse of the pool site, and develop criteria for deciding among those options, during the biennium. Rebuild the Quarterpath Park softball infields on Fields #1 and #3 to include irrigation. Totally rebuild Field #2 to include irrigation and ADA compliant walkways to each field in FY16. With these improvements implement a better field and turf management program.

C. Waller Mill Park Improvements Replace the existing bulkhead and permanent boardwalk and dock with a new floating dock and a reconfigured boat ramp. Construct a new fishing pier at the point to improve fishing access for all

GOAL VI 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.

GOAdfaciin lcity

B - 30

ages. Develop an 18-hole disc golf course capable of hosting regional tournaments. Complete all these projects by mid-2015 calendar year. D. Sports Tourism Collaborate with the Greater Williamsburg Chamber and Tourism Alliance and adjoining counties in hosting major athletic competitions, including youth team and road races. Decide on which additional athletic facilities have the greatest potential for return on investment in attracting and delivering more sports tourism. E. Fieldhouse Facility Feasibility Work with the regional partners following up on the recently completed feasibility study to determine possible locations and business plan to build a multipurpose fieldhouse to support the region’s sports and cultural programs and to enable more sports tourism and overnight visitation for hosted events and promote tourism. F. Outdoor Performance Venue Evaluate the feasibility of creating an outdoor performance venue within the city during the biennium for the purpose of hosting music festivals and events to boost tourism. G. This Century Art Gallery Assist This Century Art Gallery in developing their future home in City Square located between the Chamber Building and Community Building.

H. Library Facility Renewal and Renovation

Assist the Williamsburg Regional Library in expansion and renovation within the Williamburg Library building, made possible by the freeing of space with the Stryker Center project (See Goal VIII: Engagement and Governance). I. Arts District Sculpture Project Implement an Arts District Sculpture Project in 2015 to significantly expand public art in the city and to increase the profile and support the brand of the city’s Arts District. J. Save Country Road West Work with Colonial Williamsburg Foundation and James City Country to retain the Country Road between the Historic Area and Kingsmill as a share use hiking and biking trail, a premier linear park before the end of the biennium.

Waller Mill Disc Golf

B - 31


1. Increase the total number of recrea on program par cipants (consistent with percent of city resident par cipants and cost recovery goals below).

Total Number of Par cipants in all P&R Programs. Average annual increase over six years: 5.3%

*Source: Williamsburg Parks and Recrea on

2. Increase the percent of city resident par cipants in recrea on programs rela ve to total number of par cipants.

Percent of Total P&R Program Par cipants who are City Residents Average annual decrease over six years: -.9%

*Source: Williamsburg Park and Recrea on

3. Increase percentage of total Parks and Recrea on opera ng costs covered by user fees.

Percent of Total P&R Opera ng Costs Covered by User Fees Average annual increase over six years: 1.6%

*Source: Williamsburg Parks and Recrea on

4. Achieve a rate of ac ve library cards held by residents (including William and Mary students) of at least one half of total popula on.

Percent of City Popula on Holding a Valid Library Card

7,820 cards in FY14 *Source: Williamsburg Regional Library

18,89920,902 21,376

22,010

26,135 25,886 25,487

10,000

15,000

20,000

25,000

30,000

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

23.7%

20.9% 22.2%23.7% 24.1%

21.1%18.5%

0%

10%

20%

30%

40%

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

22% 24%

29%

34% 34% 33% 32%

0%

10%

20%

30%

40%

50%

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

48% 50%53%

49% 49% 50%53%

25%

50%

75%

FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14

B - 32


5. Achieve Williamsburg Farmers Market annual vendor sales of at least $1 million

Farmers Market Total Sales by Vendors

*Source: Williamsburg Farmers Market

6. Increase a endance at the Virginia Arts Fes val’s annual “Fes val Williamsburg” events each year.

Number of General Public and Students A ending Fes val Williamsburg Events Average annual decrease over six years: -4.2%

* Source: Virginia Arts Fes val

$701,156

$817,357

$1,034,984

$979,397

$1,114,142

$1,133,423

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

$1,100,000

$1,200,000

2008 2009 2010 2011 2012 2013

5,425

4,812

4,111 4,141

4,524

2,833

3,624

0

2,000

4,000

6,000

2008 2009 2010 2011 2012 2013 2014

B - 33

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 andexpectations of city residents and visitors.


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 34

A. Stormwater Management Doing Williamsburg’s part to achieve a clean, healthy Chesapeake Bay, implement requirements of State and Federal stormwater regulations as provided in the city’s revised Stormwater Plan, Stormwater Ordinance and the E&S ordinance. Develop a Total Maximum Daily Load (TMDL) action plan in 2015. Effectively administer the Virginia Stormwater Management Program which was passed down to local jurisdictions from the State. B. Waste System Improvements Upgrade the city’s drinking water system by painting three (3) major water tanks, upgrading water tanks safety features, and replace remaining galvanized water service lines with new lines where they are found.

C. Sanitary Sewer System Rehabilitation Approve and implement the revised Consent Order with Department of Environmental Quality which resulted from the hybrid consolidation of sewer systems with Hampton Roads Sanitation District. Pursue continuous “find and fix” improvements to the sanitary sewer system to correct stormwater inflow and groundwater infiltration and thereby prevent sanitary sewer overflows.

GOAL VII Build an evermore sustainable and healthy city pursuing multiple strategies for conservation and restoration, and providing essential environmental services related to drinking water, waste water, stormwater and solid waste.

GOBummuprowa

Water Tower at Quarterpath at Wiliamsburg

B - 35

D. Residential Refuse Collection Solicit bids for a new five year contract for residential refuse collection to become effective July 2015. Include a bid option to convert to citywide curbside collection with distinctive city logo carts on a neighborhood by neighborhood basis. E. RecyclingMonitor the implementation of the new residential recycling program in 2015 to ensure a smooth transition with residents and contractor. Correct any specific challenges with the new program as needed.

Expand the curbside resident recycling program to extend to small businesses, churches, small schools, and similar entities – by means of subscription service at favorable rates using residential recycling contractor. Seek to have this service in place by fall 2015.

F. Water Plant Improvements Make permanent improvements by spring 2015 to the city’s water treatment plant chemical feed systems based on successful testing using temporary measures. This project includes installation of permanent underground pipes from the chemical operations building to the mixing basins and ground storage tank. G. Sustainability Partnership Partner with the College of William and Mary to develop and implement Community Sustainability Seminars during the biennium.

New City Recycling Containers

Water Treatment Plant

B - 36


1. Recycle 37.5% ofsolid waste stream(150% of Virginia’s 25%recycling goal).

Percent of Waste StreamRecycled

125% of stated goal in2013

Calendar Year 2014 data notavailable

*Source: Williamsburg PublicWorks & U li es.

2. Maintain residen alrecycling set out rate ofat least 42%

Average Percent ofRecycling Bins Issued toCity Residents Set Out ona Recycling Day.

*Source: Williamsburg PublicWorks & U li es

3. Increasepar cipa on in theCity’s Green Businessand Residen alChallenges each year.

Number of Business andHouseholds Par cipa ngin Annual “Challenge”Programs(Next Challenge will be in FY15)

*Source: Williamsburg GreenTeam

4. Conserve drinkingwater by reducing dailyhousehold equivalentconsump on below 150gallons per day.

Water Consumed in GallonsPer Day Per EquivalentHousehold Connec ons


54

75

0

20

40

60

80

100

FY 11 FY 12

B - 37


5. Maintaincer ca ons ofcompliance withFederal/State safedrinking waterregula ons. *Source: Williamsburg Public

Works & U li es

6. Maintaincer ca ons ofcompliance withFederal/State “CleanWater” regula ons.


7. Maintainrecer ca on of thePublic WorksDepartment as an“ExtraordinaryEnvironmentalEnterprise” (E4)


B - 38

Build an evermore sustainable and healthy city pursuing multiple strategies forconservation and restoration, and providing esssential environmental services relatedto drinking water, waste water, stormwater and solid waste.


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 39

A. Citizen Engagement Initiatives Implement new online citizen engagement initiatives, such as Granicus City Council agenda comments and SpeakUp online forum. Continue to develop other effective ways for citizens to dialogue with the City government and with one another continuously in the public square, such as the use of instant polling at community meetings.

B. Stryker Center Project in City Square Complete the Stryker Center Project in partnership with the Williamsburg Regional Library during the biennium. The building will include the City Council Chamber, community/library exhibit space, public meeting rooms and Library administrative offices in City Square ― all to enhance city governance and community life of Williamsburg.

C. Employee Development and Succession Develop leadership potential among employees in all departments by such methods as reinstating tuition reimbursement for work related higher education, and participating in the UVA based Senior Executive Institution (SEI) for local government leaders. Act to replace key staff members upon retirement ― with effective recruitment/promotion and with adequate compensation and incentives ― to perpetuate excellence.

GOAL VIII 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.

GOCoaandher

B - 40

D. Revenue Policy Reassess stated revenue and taxation policies prior to the FY16 budget year, aimed at growing city revenue base. Look at issues such as, potential untapped revenue sources, degree to which fees for service cover cost of service, and revenue collection policy and methods. Evaluate land-use policies - particularly the degree to which residential use has encroached into commercial zones to improve long term revenue outlook. E. Employee Health & Wellness Pursue employee lifestyle health and wellness through an aggressive program of nutrition education and fitness training. Strive to reverse the decades long trend of increasing employee and dependent healthcare costs by taking the next steps in the city’s employee health and wellness journey, possibly to include use of insurance premium incentives and an onsite clinic. F. Performance Analytics – Next Generation of PM System/Dashboards Complete the setup and deployment of next generation dashboards for all city employees by the end of calendar 2015. Train all city employees who should have their own performance information to use new dashboards during the biennium. Deploy the latest public dashboards and continue to expand the number and usefulness of public dashboards. Train key staff as required to implement new ICMA Insights performance management system, and retain the “Certificate of Excellence” from the ICMA Center for Performance Analytics. G. Community Visioning Exercise Using the tools of strategic forecasting, develop and implement a community visioning exercise for City Council and citizens during the biennium. Looking decades ahead develop a “preferred futures” for identified “domains” amid “possible scenarios.” Connect visioning exercise to the next update of the city’s Comprehensive Plan which will commence in the 2017/18 biennium.

Employee “Boot Camp”

2014 Goals, Initiatives and Outcomes Community Workshop

B - 41


1. Exceed budgetexpecta ons by havingopera ng revenuesexceed opera ngexpenditures each year.

Annual Opera ngRevenues Compared toBudget and to ActualExpenditures


2. Maintain soundscal health by

exceeding city’s 35%opera ng reservepolicy.

Percent of UnreservedGeneral Fund BalanceCompared to the Amountof the Annual Opera ngRevenues


3. Retain cer ca onsin nancial repor ng,budget presenta on,and performancemeasurement.


4. Maintain annualEmployee TurnoverRate of 10% or less ofthe permanentworkforce.

Percent of City Employeeswho Resign or Re re orOtherwise TerminateEmployment

*Source: Williamsburg HumanResources

B - 42


5. Reduce EmployeeSick Leave used pertotal hours worked to2.5% or less.

Total Sick Leave Taken as aPercent of Total HoursWorked Annually


6. Reduce number ofAuto and GeneralLiability claims paidannually to 15 or less.

Auto and General LiabilityClaims Paid by the CityAnnually


7. Reduce employeehealth insurance claimspaid to less than 0%annual growth rate.

Amount of HealthInsurance Claims Paid bythe City

Increase between FY 08and FY 14 was at an annualrate of 8.1%


8. Accomplishemployee training as apercent of allemployees: QUESTEmployee Orienta on(100%), and HighPerformanceOrganiza on training(65%).

Number of EmployeesComple ng Training

QUEST: 97% completedHPO: 46% completed


$ Millions

178

85

020406080

100120140160180200

QUEST SELF

B - 43


9. Increase the use ofonline transac onsbetween ci zens andcity.

Number of OnlineTransac ons viaWilliamsburgva.gov

Average annual increaseover six years: 8%

*Source: WilliamsburgInforma on Technology

10. Increase thenumber of ci zens whoreceive “E no fy” emailno ces of city eventsand informa on.

Number of Ci zens SignedUp to Receive EmailNo ces through “E no fy”

Average annual increaseover six years: 43%

*Source: WilliamsburgInforma on Technology

11. Increase use ofsocial media as a meansof dissemina ng publicinforma on.

Number of City FacebookFans and Twi erFollowers

Facebook up: 117%Twi er up: 417%

*Source: WilliamsburgCommunica ons Specialist

1,502

2,402

2,9723,262

582

1,210

1,888

3,009

B - 44

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


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 45

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


Benchmark **

Question 2008 2010 2012 2014 2014 2008 - 2014

** :


B - 46

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--in full partnership with the people who live, work and visit here.

* These are new survey ques-tions for 2014

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

Economic Development includes expenditures for Triangle Building Management

97 sales

81 sales 72 sales

88 sales

93 sales 130 sales

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

(Part I crimes are major crimes such as: mur-der, rape, robbery, ag-gravated assault, bur-glary, larceny and auto theft).

(Calendar-year based FBI crime clearance statistics for 2013 are the latest available).

Response time is measured from the time the call is re-ceived by a regional dispatcher to arrival at the scene).

Police response time target of 3 minutes or less has been met since FY 2011.

National

FBI statistics for latest available years 2012 & 2013 for localities 10,000 to 24,999 in population

Emergency Management staffing provided by Fire Department included above

fire response time

Note:

NIMSCAST is an assessment tool provided by the federal government to measure a locality’s compliance with the National Incident Management System (NIMS) implementation schedule. Progress towards full implementation is required to maintain eligibility for federal grant funding. Beginning in FY07 the assessment was split into two tiers with Tier 1 being required and Tier 2 being recommended.

New refuse collection & disposal contract effective 7/1/15 changes collection from backyard/side yard to curbside service.

* Stryker Bldg demolished and Stryker Center construction will be completed in FY 2016

80%

85%

90%

95%

100%

* Target figures are State mandated and tracked by Va Dept of Social Services

*Administration includes Newport News water agreement charges and debt service costs

as per-fect as possible SILVER

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(including debt service)

Mill

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* Governmental Funds include General and Special Revenue Funds

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Capital Improvements for FY15January 9, 2015Page 1

TO: Mayor and City CouncilPlanning Commission

DATE: January 9, 2015

SUBJECT: Capital Improvements for FY15 - Status of Current Projects

The following list details the allocated costs and status of capital improvement projects in FY15 (this budget year). Total allocated capital improvements/projects spending for FY15 including debt service and prior year’s carryover is $14,700,686 (including $5.2 million for the Stryker Center project).

PUBLIC WORKSStreet Construction

1. Repaving Program - $900,000 allocated. The City received Revenue Sharing Funds that allowed for doubling the standard paving budget.The annual street repaving program is scheduled for May-June 2015. Streets to be paved are Rt. 132/Henry Street, Capitol Landing Road, Merrimac Trail, York Street, Jamestown Road, S. Boundary Street (Jamestown Rd. to Newport Ave.), Yorkshire Drive/Whitby Court, and Indian Springs Road.

2. Ironbound Road (Richmond Rd. to DePue Dr.) – $50,000 allocated.City applied for VDOT Revenue Sharing funding for design/construction of Phase I for Ironbound Road which will realign Longhill Road to the west and create a 4-way signalized intersection.

3. Capitol Landing Road/Bypass Road Intersection – $50,000 allocated.Preliminary design work for two alternatives (a roundabout and standard 90° intersection) has been completed.

Corridor Enhancement/Underground Wiring 4. Guardrail Improvement Program - $75,000 allocated. This project

involves replacing the remaining steel guardrails with painted guardrails on South Henry Street (650 feet). The guardrails will be installed in spring 2015.

5. York Street Corridor Improvement - $211,500 allocated (plus $347,937 carryover from FY14). This will improve the York Street corridor from Page Street to Quarterpath Road and will include existing sidewalk

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improvements, a new sidewalk along the Colonial Williamsburg Pasture, a multi-use path from Pocahontas Street to the Quarterpath Rec Center, and streetlight and landscape improvements. The City has received approval for FY14 VDOT Revenue Sharing Funds (50% match) for this project. Engineering design is completed, and the project will be advertised for bids in spring 2015 with construction completed in FY16.

6. Underground Wiring Design Work - $80,000 allocated (plus $937,682 carryover from FY14 for Page Street). Cost estimates from the three overhead utilities (Dominion, Verizon, and Cox) will be received in January 2015 for three projects (South Henry Street, Second Street, and York Street). Projects will be prioritized and included in the next five-year CIP.

Pedestrian and Bicycle Improvements7. Bicycle Facility Improvements - $20,000 allocated (plus $38,382

carryover from FY14). This project includes the installation of bicycle racks at key public locations and additional lane markings and signage. Sixty-three bike racks for 13 different locations have been ordered and will be installed by spring 2015. “Share the Road” signs will be installed throughout the City in spring 2015.

Stormwater Management 8. Stormwater Management Projects - $50,000 allocated (plus $86,662

carryover from FY14). This project is for engineering services todevelop a Total Maximum Daily Load (TMDL) plan for the City and to develop potential strategies to the City’s TMDL. Engineering services will be completed by the end of FY15.

RECREATION AND OPEN SPACEFacilities

9. Quarterpath Park Improvements - $145,000 allocated. This project includes demolition of the pool and pool house and refurbishing the gymnasium. The pool demolition contract has been awarded to ToanoContractors Inc. with work to begin in January 2015. Gymnasium refurbishment work to begin in March 2015.

10. Waller Mill Park Improvements - $690,000 allocated. This projectincludes replacing and enhancing the dock area and constructing a new fishing pier at the point. Contract with AES and TAM Consultants has been executed and bid package is in the process of being finalized. Construction will start in spring 2015.


PUBLIC SAFETYFacilities

11. E-911 Regional Center Expansion - $45,000 allocated. This project combined the City’s E-911 Center with York County, and was fully implemented in July 2009. $45,000 is required annually to cover debt service on the building expansion.

12. Fire Station Improvements - $49,000 allocated. This project includes replacing 12 apparatus doors and controllers, and was completed in December 2014.

Equipment

13. Portable Radio Replacement - $65,000 allocated ($185,000 total project cost). This project includes replacing 13 existing portable radios assigned to each member of the fire department and replacing 12 radios in both FY16 and FY17. Replacement radios will be ordered in January 2015.

GENERAL GOVERNMENTFacilities

14. Stryker Center - $5,243,775 allocated (carryover from FY14). The Stryker Center will include the City Council chamber, meeting rooms, administrative space for the Williamsburg Regional Library, and exhibition, gallery and reception spaces. Demolition has been completed. Construction started in December 2014 with completion estimated in December 2015.

15. Parking Terrace Rehab - $150,000 allocated. This project includes maintenance and repair work to the Parking Terrace in City Square. This project will be reprogrammed for FY16-17 due to the need for additional parking spaces during construction of the Stryker Center.

Information Technology16. iPad Replacement - $30,000 allocated. This project replaces 40 iPad

versions 1, 2, and 3 with iPad Airs and was completed in October 2014.

17. PC Replacement Program - $30,000 allocated. This ongoing program is to ensure the adequacy of all City computers through a replacement schedule, which is currently four years.


Vehicles

18. Vehicle Replacement Plan - $557,000 allocated. This ongoing program is to ensure that that City’s aging vehicle fleet is replaced according to a set schedule based on vehicle miles and overall vehicle condition. Two new dump trucks, one ambulance, one SUV for the Police Department, and tractor and gator for the Parks and Recreation Department are scheduled to be purchased in FY15.

19. Capital Contingency - $300,000 allocated (plus $80,188 in carryover from FY14). $192,920 allocated for Stryker Center constructionmanagement contract. Yet to be determined roof replacement cost for Williamsburg-James City courthouse will be charged to contingency.

AGENCIES/INTERJURISDICTIONALFacilities

20. Williamsburg Library Renovations- $150,000 allocated. An engineering study is currently being performed to evaluate the heating and cooling needs of the facility, with results to be programmed in the next five-year capital improvement plan.

21. Courthouse Maintenance Projects - $150,000 allocated. 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. As of December 2014, $22,047 has been spent to repair the roof.

22. Schools – Renovation and Capital Maintenance Projects - $801,451 allocated (plus $1,005,916 carryover from FY14). City contribution to various capital expenditures for the joint Williamsburg-James City County school system totaled $415,367 through December in FY15.

Jodi M. Miller, ICMA-CMDeputy City Manager

* 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

* Estimated impact on operating costs are assumed to begin in project year, and continue thereafter.

per $100 of assessed value

(per $100 assessed valuation)

Includes Machinery & Tools and excludes State reimbursement for Personal Property Tax Relief Act.

*Business personal property tax receipts include autos, machinery, & tools

self-imposed

6 Code of Virginia §581-801.

*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.

*Other includes dog licenses, parking, zoning, right-of-way, raffle, rental inspections, gas and fire prevention permits.

*Includes Triangle Building Commercial rent and house on Strawberry Plains Road.

*Pool service at Quarterpath Rec Center ended in FY 2013. Pool demolition completed in FY 2015.

each

8 Va of Emergency Services - Funding to State and Local Government Agencies and Supporting Organizations, June, 1992

admissions,

(adopted by City Council on June 9, 2011)

CONTENTS

CONTRIBUTIONS TO OUTSIDE AGENCIES

HUMAN SERVICE AGENCIES:

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES:

CULTURAL AGENCIES:

TRANSPORTATION AGENCIES:

HEALTH SERVICES AGENCIES:

OTHER OUTSIDE AGENCY LETTERS:

UTILITY FUND WATER AND SEWER RATE ANALYSIS

CITY OF WILLIAMSBURG - FISCAL YEAR 2016 CONTRIBUTIONS TO OUTSIDE AGENCIES

10.45%

-0.65%

0.00%

G - 2

CITY OF WILLIAMSBURG - FISCAL YEAR 2016 CONTRIBUTIONS TO OUTSIDE AGENCIES

-5.63%

3.36%

-4.00%

Fees of $16,700 paid by TCAG in FY 2016 will be retained and recommended be returned when the building project is under construction.

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

G - 3

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9

G -

4

Human Services Committee Final Recomendations Worksheet 2/28/2015

NAME OF ORGANIZATION CITY OF WILLIAMSBURGFUNDED FY 2014-15

CITY OF WILLIAMSBURG REQUESTED FY 2015-16

Recommended

I. CURRENTLY FUNDED COMMUNITY AGENCIES/PROGRAMS

Avalon: A Center for Women & Children

$18,700.00 $20,000.00 $19,000.00

CAA/ Community Action Agency Inc. $17,585.00 $17,585.00 $17,585.00

CASA: Colonial Court Appointed Special Advocate Program, Inc.

$6,000.00 $6,000.00 $6,000.00

CDR: Child Development Resources Inc.

$0.00 $5,000.00 $5,000.00Community Services Coalition, Inc. (Building Owner, 312 Waller Mill Rd.)

$5,000.00 $7,500.00 $7,500.00

Hospice Support Care of Williamsburg

$5,000.00 $6,000.00 $6,000.00

Insight Enterprises, Inc., Pen. Ctr. for Independent Living

$900.00 $0.00 $0.00

Literacy for Life $1,000.00 $1,000.00 $1,000.00

Peninsula Agency on Aging, Inc. $10,679.00 $10,658.00 $10,658.00

I. SUBTOTAL COMMUNITY AGENCIES $64,864.00 $73,743.00 $72,743.00II. CURRENTLY FUNDED HEALTH AGENCIESColonial Behavioral Health $255,000.00 $255,000.00 $255,000.00

Williamsburg Area Medical Assistance Corp. (Olde Towne Medical & Dental Center)

$83,430.00 $83,430.00 $83,430.00

II. SUBTOTAL FUNDED HEALTH AGENCIES $338,430.00 $338,430.00 $338,430.00III. REGIONAL AGREEMENTS

Peninsula Commission On Homelessness (N.N.)

$2,759.00 $2,759.00 $2,759.00

III. SUBTOTAL REGIONAL AGREEMENTS $2,759.00 $2,759.00 $2,759.00IV. NEW REQUESTS*

The Healing Place of Hampton Roads (See Note 1)

$0.00 $10,043.00

Williamsburg Faith in Action $0.00 $5,000.00 $2,500.00

IV. SUBTOTAL NEW REQUEST $0.00 $15,043.00 $2,500.00

GRAND TOTAL (I, II,III,IV) $406,053.00 $429,975.00 $416,432.00Notes1. Defer to City Manager's Contingency Fund, once sufficient data and funding sources are available.

G - 5

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G - 7

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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

G - 116

G - 117

G - 118

G - 119

G - 120

G - 121

G - 122

G - 123

G - 124

G - 125

G - 126

G - 127

G - 128

G - 129

G - 130

G - 131

G - 132

G - 133

G - 134

G - 135

G - 136

EXHIBIT 1

CITY OF WILLIAMSBURGWATER & SYSTEM OPERATIONS-CASH FLOWS 2014 2015 2016 2017 2018 2019 2020

Assumptions:

Fiscal Year Ending June 30:

G - 137

EXHIBIT 2

CITY OF WILLIAMSBURGWATER & SYSTEM OPERATIONS-CASH FLOWS 2014 2015 2016 2017 2018 2019 2020

Assumptions:

Fiscal Year Ending June 30:

G - 138

EXHIBIT 3

R:\WATER\WATER AND SEWER RATES COMPARISON 2014 updated 03192014.docx

WATER AND SEWER RATES COMPARISON (FY2015)

WATER SEWER TOTAL

G - 139

CITY OF

WILLIAMSBURG401 Lafayette Street • Williamsburg, VA 23185

Documents

Proposed fy 2016 budget