City of Williamsburg FY15 Adopted Budget by City of Williamsburg

CITY COUNCIL Clyde A. Haulman Paul T. Freiling Judith N. Knudson D. Scott Foster, Jr. Douglas G. Pons

Mayor Vice Mayor Member Member Member

OFFICIALS Jackson C. Tuttle, II Jodi M. Miller Christina Shelton Lisa Judkins Philip F. Serra Mark A. Barham Daniel G. Clayton David C. Sloggie W. Patrick Dent Lori C. Rierson Reed T. Nester Peter P. Walentisch Michele Mixner DeWitt

City Manager Assistant City Manager City Attorney Clerk of Council Director of Finance Director of Information Technology Director of Public Works Police Chief Fire Chief Director of Recreation Director of Planning Director of Human Services Economic Development Director

Table of Contents

City of Williamsburg Fiscal Year 2015 Adopted Budget

BUDGET MESSAGE City Manager’s Budget Message

A-1 - A-9

CITY COUNCIL GOALS City Council’s Goals and Initiatives/Outcomes/Results B-1 - B-56 Matrix of Goals by Department B-57 - B-58 PERFORMANCE METRICS Cost Centers: Expenditures/Staffing/ Performance Measures/Targets & Trends BUDGET SUMMARIES Budget Summary - All Funds Budget Summary - General Fund Funding Summary - Major Categories Budget Summary - Utility Fund Budget Summary - Public Assistance Fund Quarterpath Community Development Authority Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balances/Working Capital/Graph Revenue and Expenditure Trends/Graph

C-1 - C-46

D-1 - D-3 D-4 - D-13 D-14 - D-24 D-25 - D-31 D-32 D-33 D-34 - D-36 D-37 - D-39

Supplemental Information: General Fund Revenues - Detail General Fund Expenditures - Detail Utility Fund Revenues - Detail Utility Fund Expenditures - Detail Staffing Levels

D-40 - D-43 D-44 - D-63 D-64 D-64 - D-67 D-68 - D-70

CAPITAL IMPROVEMENT PROGRAM Capital Improvement Summary - General Project Information Detail - General Capital Improvement Summary - Utility Fund Project Information Detail - Utility Fund Vehicle Replacement Plan/Correspondence

E-1 - E-2 E-3 - E-31 E-32 - E-33 E-34 - E-41 E-42 - E-65

BUDGET GUIDE Budget Guide Department Codes and Responsibilities Revenue Sources and Trends Expenditure Classifications Funding Relationships Fund Structure Budget Policies

F-1 - F-9 F-10 - F-11 F-12 - F-32 F-33 - F-37 F-38 - F-43 F-44 - F-45 F-46 - F-49

APPENDIX Utility Fund Water & Sewer Rate Analysis Demographic & Economic Data, Glossary

G-2 - G-7 G-111-G-116

City of Williamsburg Organizational Chart Boards and Commissions 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

Constitutional and Independent Offices

WILLIAMSBURG VOTERS

Mayor

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

Vice Mayor

CITY COUNCIL City Attorney

Clerk of Council

FTE 1.5

FTE 4.5

City Manager

Assistant City Manager

Executive Assistant

 

Economic Dev. Dir.

Parks & Recreation *Recreation Center *Parks *Athletics

FTE 8.5

Human Resources Communications FTE 3.5

Police

FTE 2

Public Works & Utilities

Fire

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

*Suppression *Prevention *Emergency Medical *Emergency Management FTE 37

FTE 41

Public Works: *Engineering *Streets & Stormwater *Mosquito Control *Landscaping *Vehicle Maintenance *Facilities Maintenance *Refuse/Recycling *Cemetery FTE 23

Human Services *Income Eligible Benefits *Adult and Child Protection *Community Outreach *Public Housing FTE 19

Planning & Codes *Planning & Zoning *Code Compliance

Public Utilities: *Water Treatment *Water Distribution *Wastewater

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

FTE 8

FTE 10

FTE 26

IT *Information Technology FTE 3

TO: DATE: SUBJECT:

Mayor and City Council March 27, 2014 City Manager’s Budget Message

INTRODUCTION Little revenue growth is anticipated for fiscal year 2015 as the city continues to tightly manage its spending and still provide high quality services to citizens. Six years later, the city will continue to operate below the fiscal year 2009 operating budget which exceeded $34 million.

General Fund Operating History and Projections

Trends for FY15 budget include: • Property tax revenue continues to improve and increase by 2.6%. • Intergovernmental revenue is projected to increase by 4.9% due to higher state sales tax for education and VDOT street maintenance payments. • All other tax and fee revenue taken together are projected to be level with FY14 budget.

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• General Fund expenditures are expected to increase by 1.45% A fiduciary fund for the Quarterpath Community Development Authority (QCDA) has been added to next year’s budget. Fiscal year 2015 will be the first 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. The FY15 General Fund Operating Budget can be summarized by: •

Projected revenues of $33,522,987, up by 1.04%.

•

Projected spending of $33,753,444, up by 1.45%.

•

Reserves brought forward of $230,457 to balance the General Fund.

•

No recommended increase in tax rates, and no net increase in fees for service.

•

Full time equivalent authorized positions of 190 are the same as the current year.

In the Utility Budget, $6,404,540 in operating revenues are projected, a 1.4% increase. Recommended is a 3% Water and Sewer Rate increase, from $4.80 to $4.95 per one thousand gallons, beginning July 2014, per the Five Year Water and Sewer Rate Analysis. Comparing the city’s water and sewer rates regionally: Water and Sewer Rates (FY14) Per 1000 gallons

Newport News Portsmouth JCSA Residential JCSA Commercial Norfolk Chesapeake Virginia Beach Williamsburg

$ 9.04 $ 8.47 $ 6.07 $ 6.67 $10.47 $11.32 $ 8.10 $ 4.80

New capital spending in the amount of $5,247,500 in the General Fund Capital Improvement Program (CIP), plus $1,240,562 in debt service payments bring the projected total capital spending for FY15 to $6,488,062.

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Highlights for new CIP FY15 funding include: •

York Street Corridor Improvements

•

South Henry and York at Quarterpath Underground Wiring Planning

•

Quarterpath Park and Waller Mill Park Improvements

•

Parking Terrace Rehabilitation

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 $50,383,549. With the overview above, the remainder of the Budget Message discusses issues particularly helpful in understanding and reviewing the proposed budget, beginning with revenue projections for the General Fund. REVENUE PROJECTIONS For the FY15 budget we forecast General Fund operating revenues of $33,522,987, a 1.04% increase from the current fiscal year. Looking at four broad categories: Share of Budget

FY 2014 Adopted

FY 2015 Proposed

Change

All Property Taxes

39%

$12,652,720

$12,982,540

2.6%

Other Local Taxes

42%

$14,211,000

$14,225,000

.10%

Fees, Charges, Miscellaneous

$3,115,968

$2,961,280

(5.0)%

Intergovernmental

10%

$3,196,887

$3,354,167

4.9%

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 $1.73 billion, an increase of 2.6% (3.8% residential and .3% commercial) in landbook value. This continues the positive trend in the residential real estate market seen in the current fiscal year. The small gain in the commercial valuation comes from commercial property improvements mainly on Second Street.

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An additional one penny on the real estate tax rate would generate an estimated $173,000. The 2015 Proposed Budget recommends continuing with the current rate of $.57 per hundred dollars of assessed value generating revenue of $9,675,000 (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, a 4.5% increase. 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 $14,225,000, 0.1% over the current fiscal year budget. Room and meal tax collections for FY15 are anticipated to total $9,590,000; room tax totaling $3,190,000, a 3.33% decrease and meal tax collections totaling $6,400,000, a .4% 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 $1,300,000. Together, sources of taxation including property and local taxes are expected to generate $27,207,540, a 1.3% increase from the current year budget. 4. User Fees, Charges, and Miscellaneous. The broad category of locally generated revenue is expected to provide $2,961,280, a 5.0% decrease. The revenue decrease can be attributed to an anticipated 21.7% reduction (based on last year’s budgeted amount) for EMS Recovery fees. Less overall medical transports, more Medicaid transports, possible changes in Medicare payments for transport, and implementation of the Affordable Care Act (ACA) all factor into the reduced revenue projection. Additional revenue in this category includes an emergency services contribution ($120,000) provided by the College of William and Mary and new rental revenue from the Triangle Building coming from the Jewish Mother restaurant scheduled to open in spring 2014. Finally, there will be some code compliance fee additions to implement new stormwater management regulations. 5. Intergovernmental - Revenue from the Commonwealth. Revenues from the state, which include support for constitutional officers and various state grants, are estimated to be $3,354,167, a 4.9% increase. The estimated Sales Tax for Education of $1,094,254 based on State Department of Education calculations, is up 10.98% due to continued growth in the school census and state sales tax receipts.

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We expect to see some growth (2.88%) in VDOT street maintenance funds totaling $1,610,000 next year. EXPENDITURE ISSUES Proposed General Fund operating expenditures for FY15 total $33,753,444, a 1.45% increase from the current adopted budget. Expenditures are broken down into four large categories: Share of Budget

FY 2014 Adopted

FY 2015 Proposed

Change

City Departments

53%

$17,569,137

$17,721,960

.9%

Constitutional Officers and Judicial

$2,131,844

$2,161,601

1.4%

Education and Library

28%

$9,201,162

$9,504,338

3.3%

Outside Agencies

13%

$4,370,287

$4,365,545

(.1)%

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. Starting in July 2014, residential recycling services, managed by Virginia Peninsulas Public Service Authority (VPPSA), will convert to biweekly wheeled cart service for city neighborhoods. This change in service will allow the city to budget $53,000 less in next year’s operating budget. 2. Staffing. The total number of full time equivalent (FTE) positions in FY14 totals 190. During FY14 the addition of two positions (Public Housing Administrator and Eligibility Worker/Tenant Counselor) in the Human Services Department completed the WRHA reorganization. Total employment is 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. A position in the Utility Fund Budget will be filled and part-time hours will be added to the Codes Compliance Division next year to manage the new federal stormwater management requirements. 3. Pay. A 1% allowance for merit pay increases has been included in the proposed budget, totaling $98,000 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.

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4. Health Insurance Coverage. This is the city’s third year with the Commonwealth’s “Local Choice” health care insurance administered by Anthem. The city received a renewal notice calling for a 0% increase in next year’s health care premiums, after a 4.9% increase in the current budget. It is recommended that the city and employee percentage split for the premium payment remain the same for FY15.

5. Virginia Retirement System. The latest VRS biennial actuarial valuation for Williamsburg increases the rate from 21.29% to 22.04% (17.04% city share, 5% employee share) of payroll for FY15. Implementation of the new VRS Hybrid Retirement Plan in July 2014 is blended with prehybrid 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 $8,659,877, a 3.48% increase, based on the Superintendent’s proposed budget, the 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 9.68% compared to 90.32% for James City County. Determined by September 30, 2013 enrollment, the city’s school population for the purposes of apportioning cost between the city and county is 890, 8.24% of the total. The city’s share of the possible fourth middle school and new school administration building capital improvement projects will be negotiated when the projects are approved 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

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based on proportion of circulation by residency. The Library’s proposed budget of $6,220,538 is an increase of 1.28%, which results in a city contribution for FY15 of $831,619, 15.9% of circulation. 3. Regional Jail. The city’s share of the Virginia Peninsula Regional Jail is expected to be $1,191,240, level funding from FY14. 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. 4. Health Services. The agencies below provide health services to city residents, workers and visitors. The total recommended funding for FY15 is $438,345, a .9% increase over FY14. The Peninsula Health District has requested $99,915 a slight 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 funding of $83,430, level funding from the current budget year. Lastly, Colonial Behavioral Health has requested $255,000, a 1.84% increase, 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 $70,623, a 5.1% decrease from FY14. It is recommended that Information & Referral services provided by the United Way of Greater Williamsburg not be funded in next year’s budget. The city’s Human Services Department provides direct emergency outreach services to residents. The United Way’s Information and Referral services has received and can reapply for Emergency Food and Shelter Program (EFSP) funding, provided by FEMA, for emergency outreach services. It is also recommended that the city continue to fund Child Development Resources (CDR) on a fee for service basis pending the renewal of its federal grant to provide services in the city. 6. Community and Economic Development Agencies. Tourism Promotion. The city has supported tourism promotion and advertising through the Colonial Williamsburg Foundation as our premier “destination driver” and the Greater Williamsburg Chamber and Tourism Alliance, as the regional destination marketing organization.

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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 $650,000 for city tourism promotion and business services, plus an additional $50,000 to support the development of an Arts Month major weekend event either focusing on the performing or culinary arts and $25,000 to implement a destination social media initiative. Even with the city’s continuing budget challenges, it is important to continue to invest in tourism marketing to grow the city’s economic base for future budgets. We recommend fully funding Colonial Williamsburg’s request and level funding the Greater Williamsburg Chamber and Tourism Alliance at $650,000. Next year’s proposed budget includes bringing forward 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 in FY15 at City Council’s discretion. If Council decides to invest in an Arts Month weekend event or a destination social media initiative, as proposed by the Chamber and Tourism Alliance, the additional $50,000 or $25,000 would come from this tourism promotion contingency line-item. The proposed budget also includes an estimated $1.3 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 $3,250,000. 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. Added in the proposed budget is 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. If supported by City Council, this contingency can 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,

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James City County, and state challenge grant included). The city’s contribution would remain level at $55,000. Also recommended is continued support for the Virginia Arts Festival at $50,000 for Festival Williamsburg now in its tenth season. 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 2013 and 2014 Biennium. Adopted by City Council in November 2012 and updated in March 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 FY15, 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 24. The school budget will be reviewed and the formal budget hearing will be held at the Thursday, April 10, City Council meeting. A second Budget Work Session is scheduled for Monday, April 14, if required. Adoption is scheduled for the May 8 Council meeting.

Jackson C. Tuttle City Manager

Jodi M. Miller Assistant City Manager

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Goals Initiatives and

Outcomes for the

2013 and 2014 Biennium The City of Williamsburg, Virginia

Final Assessment March 2014

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. 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. Clyde Haulman Mayor

Paul Freiling Vice Mayor

Judy Knudson Council Member

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 2013/2014 Biennial Goals, Initiatives and Outcomes, adopted in November 2012, guide budget decisions for two fiscal years, that is, for FY 13 and FY 14. Under eight Goal statements 64 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 and 2012. Reported here are citizen ratings of “Good” or “Excellent” for 78 questions and whether those ratings were “above,” “below,” or “similar” to the benchmark average of hundreds of other cities and counties across the nation (cross referenced to the page in Williamsburg’s NCS Report). 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 draft 2013 Comprehensive Plan goals. Initiative statements with a symbol directly link to projects in the city’s CIP. Statements with a symbol identify Healthy Community initiatives, as that theme runs throughout the 2013/2014 GIOs.

Scott Foster Council Member

Citizen engagement is vital to the success of this process from start to finish. Go to www.williamsburgva.gov/goals anytime for status reports and to offer your comments.

Clyde Haulman, Mayor

Jackson C. Tuttle, City Manger

Douglas Pons Council Member

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QUICK LOOK: Final Assessment Page 4

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.

Page 12

GOAL II: Economic Vitality

Increase employment opportunities, income, business success, and city revenues by supporting and promoting the city’s economic base of heritage tourism and education, and other development and redevelopment opportunities.

Page 19

GOAL III: Transportation

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

Page 24

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 28

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 34

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 40

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.

Page 46

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 51 B-3

City of Williamsburg Biennial Goals, Initiatives and Outcomes (GIOs) 2013-2014 Final Assessment—Quick Look Adoption Date: November 2012

Assessment Date: March 2014

Goal I: CHARACTER OF THE CITY Initiatives

Key Outcome Measures

Citizen Survey Results (% rated good or excellent)

A. Comprehensive Plan

At least 60% of acreage for public, CW and W&M land use

Overall quality of life in Williamsburg—87%

B. Design Review Guidelines

Increase residential property values by at least 2% annually

Williamsburg as a place to live—92%

C. Downtown Vibrancy

Increase commercial property values by at least 2% annually

Your neighborhood as a place to live—78%

D. Arts District and Midtown

At least $50 million in new construction annually

Recommend living here to someone who asks—90%

E. Richmond Road Corridor

5 of 31 neighborhoods with more than 50% rental use

Quality of new development in Williamsburg—65%

F. Capitol Quarter

Overall appearance of Williamsburg—92%

G. Southeast Quadrant

Cleanliness of Williamsburg— 91%

H. Corridor Beautification

Quality of overall natural environment—87%

I. Open Space Preservation

Preservation of natural areas— 66%

J. Merrimac Trail Neighborhoods

Sense of Community—71%

K. Neighborhood Relations and Preservation near College

Acceptance of people with diverse backgrounds—61%

L. Citizens Committee on Community Wellness

Williamsburg as a place to raise children—85% Williamsburg as a place to retire—88%

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B-4

I 4

Goal II: ECONOMIC VITALITY Initiatives

Key Outcome Measures

Citizen Survey Results (% rated good or excellent)

A. Economic Development Strategic Plan

Increase revenues from retail and hospitality tax by 2%

Employment opportunities— 38%

B. Economic Diversification Strategies

Increase amount of retail sales relative to City population

Shopping opportunities—72%

C. Targeted Redevelopment Opportunities

Increase room nights sold by at least 3%

Williamsburg as a place to work—60%

D. Foreign Student/Short Term Worker Orientation

Increase Colonial Williamsburg’s ticket sales by at least 3%

Quality of business and service establishments—71%

E. Destination Tourism Promotion

Increase total number of businesses operating in city

Economic development services—56%

Increase household income of city residents by at least 3% Increase employment opportunities with growth of in-city jobs

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B-5

II 5

Goal III: TRANSPORTATION Initiatives

Key Outcome Measures

Citizen Survey Results

A. Pedestrian Connections

Reduce number of pedestrian/ rider accidents with injuries

Ease of car travel—72%

B. Ironbound Road Widening

Increase ridership on Williamsburg Area Transport

Ease of bus travel—55%

C. Quarterpath at Williamsburg Street Network

Increase ridership on Amtrak for trips to/from Wmsbg Transp. Ctr

Ease of bicycle travel—59%

D. Bike Friendly Community

Ease of walking—80%

E. Transportation Center Vision

Traffic flow on major streets— 54%

F. Williamsburg Area Transport

Street repair—58%

G. Prince George Street Streetscape

Street Cleaning—77%

H. Route 60 East Corridor Improvements

Street lighting—73%

I. Page Street Underground Wiring

Snow removal—69% Sidewalk maintenance—68% Amount of public parking— 49%

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B-6

III 6

Goal IV: PUBLIC SAFETY Initiatives

Key Outcome Measures

Citizen Survey Results

A. Community Engagement for Public Safety

Part 1 crimes cleared faster than national average

Safety in downtown area after dark/during day—83%/97%

B. Fire Department Improvements

Police response to calls for service under 3 minutes

Safety in neighborhood after dark/during day—81%/98%

C. Public Field Reporting

Fire/non-EMS response to calls for service under 6 minutes

Safety from property crimes— 78%

D. Public Safety Physical Fitness

EMS response to calls for service under 6 minutes

Safety from violent crimes— 86%

E. Public Safety Leadership and Technical Proficiency

Maintain fitness for duty for all police officers and firefighters

Police services—88%

F. Emergency Public Information Enhancements

Maintain certifications of public safety/emergency readiness

Fire services—95%

Increase number of trained NRT’s in 8 CERT Sectors

EMS services—92% Crime prevention services— 84% Fire prevention and education services—87% Traffic enforcement services— 72% Emergency preparedness— 73%

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B-7

IV 7

Goal V: HUMAN SERVICES & EDUCATION Initiatives

Key Outcome Measures

Citizen Survey Results

A. Williamsburg Redevelopment and Housing Authority Integration

Achieve passing scores for City students of at least 95%

Educational opportunities— 85%

B. Blayton Elderly Housing Expansion

Achieve attendance rates for City students by at least 94%

Public schools—83%

C. Youth Achievement

Reduce number of families requiring SNAP to less than 450

Availability of affordable quality health care—64%

D. Senior Support

Reduce number of residents getting Medicaid to less than 450

Availability of affordable quality food—67%

E. Homelessness Intervention and Prevention

Reduce number of residents needing TANF to less than 40

Availability of preventive health services—66%

F. SNAP at Farmers Market

Exceed state success rate of VIEW participants finding jobs

Health and wellness services—78%

G. School Facility Improvements

Increase number of youth in the youth achievement program

Availability of affordable quality child care—48%

Maintain at least 50% of for-sale housing units at less than $250k

Services to seniors—79% Services to youth—56% Services to low-income people—49% Availability of affordable quality housing—38% Variety of housing options— 53%

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B-8

V 8

Goal VI: RECREATION & CULTURE Initiatives

Key Outcome Measures

Citizen Survey Results

A. Sports Tourism

Increase number of recreation program participants

Recreational opportunities—71%

B. Country Road West

Increase % of city resident recreation program participants.

City parks—87%

C. Waller Mill Park Improvements

Increase % of P&R operating costs covered by user fees

Recreation programs and classes—84%

D. Quarterpath Park and Recreation Center Improvements

Active library card held by half of population (incl. W&M students)

Recreation centers and facilities—83%

E. Neighborhood Parks ADA Compliance

Farmers Market annual vendor sales of at least $1 million

Public library services— 94%

F. Kiwanis Park Improvements

Increase attendance at Festival Williamsburg events each year

Opportunities to attend cultural activities—76% Availability of paths and walking trails—69%

G. Friends of the Park Program H. Great City Walks App I. Future of This Century Art Gallery J. Future of Quarterpath Pool

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B-9

VI 9

Goal VII: ENVIRONMENTAL SUSTAINABILITY Initiatives

Key Outcome Measures

Citizen Survey Results

A. Stormwater Management

Recycle 37.5% of solid waste stream

Sewer services—88%

B. Wastewater Treatment

Maintain residential recycling set -out rate of at least 42%

Drinking water—73%

C. Drinking Water Conservation

Increase participation in Green Business/Residential challenges

Storm drainage—72%

D. Drinking Water System

Reduce water consumption to below 165 gallons per day

Yard waste pick-up—82%

E. Extraordinary Environmental Enterprise

Maintain compliance with Federal/State safe drinking water regs

Recycling—81%

F. Voluntary Residential Refuse Collection

Recertification of PW department in DEQ’s E-4 Program

Garbage collection—90%

G. Expanded Recycling/Reuse H. Waller Mill Watershed

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B - 10

VII 10

Goal VIII: CITIZEN ENGAGEMENT/CITY GOVERNANCE Initiatives

Key Outcome Measures

Citizen Survey Results

A. Stryker Center—City/Library Partnership

Have operating revenues exceed operating expenditures

Value of services for the taxes paid to Williamsburg—75%

B. Community Engagement

Exceeding 35% operating reserve policy

Overall direction that Williamsburg is taking—65%

C. Neighborhood Relations Committee

Retain certs in fin. reporting, budget pres., & perf. measures

Job Wmsbg does at welcoming citizen involvement—63%

D. Employee Succession

Employee turnover rate of 10% or less of permanent workforce

Overall image or reputation of Williamsburg—93%

E. Performance Management System

Reduce Sick Leave used per total hours to 2.5% or less

Opportunities to participate in community matters—77%

F. Employee Health & Wellness

Reduce # of Auto/General Liability claims paid to 15 or less

Opportunities to volunteer— 87%

G. Leadership Philosophy

Reduce health insurance claims paid to less than 5% growth rate

Public information services— 84%

Employee Training: QUEST100%, SELF-30%, HPO-65%

Knowledge of city employees— 87%

Increase online transactions by at least 5%

Responsiveness of city employees—82%

Increase # of citizens who receive E-notify email notices

Courtesy of city employees— 85%

Increase use of social media to disseminate public info

Overall impression of city employees—82% Services provided by city—86%

Completed

Improving*

Above Benchmark

Progress on Schedule

Consistent

Similar to Benchmark

Behind Schedule

Declining

Below Benchmark

Not Yet Started

* or Exceeds Target B - 11

VIII 11

GOAL I

A. Comprehensive Plan

Adopt the 2013 update to the Comprehensive Plan by March 2013, and complete implementation of immediate steps as recommended in the Plan by December 2013. Continue to coordinate comprehensive planning with James City County and York County. 2013 Comprehensive Plan adopted January 2013. Implementation was completed in October 2013. The Regional summary document is being finalized and is almost complete.

B. Design Review Guidelines

Evaluate the Architectural Review Board’s Design Review Guidelines and amend them as necessary, balancing architectural standards optimally with economic reality, construction technology and energy efficiency. Complete the Historic Building Survey update by the end of 2013. City Council adopted the revised Design Review Guidelines in October 2013. Historic Building Survey is complete, and is being entered into the Virginia Division of Historic Resources database.

C. Downtown Vibrancy

Extend the high quality and success of downtown 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 streetscape improvements (See Goal III: Transportation) and by means of public and private redevelopment. Public projects include the Stryker Center (See Goal VIII: Citizen Engagement and Governance), Triangle Building (See Goal II: Economic Vitality). Private sector projects include Prince George Commons retail and housing, reuse of the Health Evaluation Center, and development of surplus downtown properties owned by Colonial Williamsburg Foundation. Griffin Arms redevelopment project for corner of Prince George and North Boundary Streets approved in August 2013 is under construction. Prince George Commons has already been approved, and is awaiting action by the owner. EDA Demolition Loans were approved for these two redevelopment projects. City Council approved an Interim Agreement with Daniel & Company, in association with StemannPease Architecture for development of the Stryker Center in February 2014. Triangle Building fully leased with Jewish Mother restaurant planning to open in spring 2014. 12

B - 12

D. Arts District and Midtown

Pursue the vision for renewal of the Midtown area, anchored in the Arts District identity, and committed to the long term success of the shopping center sites. Continue to add “creative economy” businesses, services and housing supporting the William and Mary community and visitors. Sell the city owned “Tioga” site for development by the end of the biennium. Zoning and parking regulations for the Midtown Planning Area were revised as part of the Comprehensive Plan implementation. “Tioga” site listed with commercial broker Harvey Lindsay in March 2013. Eight qualified business in operation, with 43 new jobs in the Arts District.

E. Richmond Road Corridor

Maintain this prime entrance corridor the premier regional destination for restaurants, hotels 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, and construction of in-fill projects, such as the new “Cook-Out” Restaurant. Zoning regulations for the Richmond Road corridor from the Williamsburg Shopping Center to Ironbound Road were updated as a part of the Comprehensive Plan implementation. Cook-out restaurant opened in July 2013. La Yaca, Pendelton Outlet and Vanity Fair Outlet have opened at High Street during the past year. 1425 and 1433 Richmond Road under renovation to house Fat Tuna restaurant, Billy Bread Bakery and future businesses.

F. Capitol Quarter

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 streetscape and pedestrian improvements (See Goal III: Transportation), and return the now city-owned Lord Paget hotel to the private sector for redevelopment/reuse, by the end of the biennium. Other private sector projects include “Second Street Boutiques” and completion of “Capitol Landing Green.” Zoning regulations for the Northeast Triangle Planning Area were updated as a part of the Comprehensive Plan implementation. Commercial broker RJS hired to market Lord Paget hotel in June 2013. Parkway Townhomes (30 lots) are under construction on Parkway Drive, Second Street Shops is under construction on Second Street, Patriot Buick GMC will be relocating across the street on Second Street to a renovated building, and a new 7-11 is under construction at the corner of Page Street and Second Street. Plans are under review for a garden center at the old City Shop on Capitol Landing Road, and the Special Use Permit will be considered for approval in April 2014.

G. Southeast Quadrant

Work with Quarterpath at Williamsburg developers Willowwood, Riverside Healthcare Association, and other interests to build a high quality new city neighborhood with Doctors’ Hospital of Williamsburg as the anchor. Create a pedestrian friendly commercial, retail and residential village complimenting Williamsburg’s special character with opportunities for significant economic development and employment growth. Pending grant funding awards and participation by James City County, make improvements to Route 60 East and open the Country Road to pedestrians and cyclists – all linked by the completion of Battery Boulevard (See Goal III: Transportation)

B - 13

Plans for the 227 unit Aura at Quarterpath Apartments on Battery Boulevard were approved by Planning Commission in August 2013, and construction should begin in April 2014. Plans have been received and are under review for a 155-unit townhouse/manor house development behind the Aura Apartments â&#x20AC;&#x201C; Planning Commission approval is required.

H. Corridor Beautification

Complete several projects during the biennium designed to beautify entrance corridors and enhance streetscapes (see Initiatives and Goal III: Transportation) notably including: underground wiring on Page Street (Route 60), improvements to Route 60 East from the York/Page/Lafayette intersection to the city limits, and reconstruction of Prince George Street from Boundary to Armistead. Page Street underground wiring project is 95% complete. The Route 60 East Corridor Improvements project involving all three localities was not approved. City applied for Revenue Sharing funds and was approved in July 2013. Project anticipated to be done in FY15. The reconstruction of Prince George Street from Boundary to Armistead using Revenue Sharing funds is under construction and about 70% complete. Construction of several sidewalk improvements is also part of the Revenue Sharing Project and will start upon completion of Prince George Street and finish in FY15.

I. Open Space Preservation

Actively pursue acquisition of additional open space and land conservation both within the city limits and in the Waller Mill Reservoir watershed. Add to the cityâ&#x20AC;&#x2122;s permanent open space ownership during the biennium. One significant opportunity is under discussion with a private property owner, but not ready yet for public disclosure.

J. Merrimac Trail Neighborhoods

Focus city attention (Human Services, Codes Compliance, Police, Recreation, etc.) on neighborhood stability and improving social conditions in the Merrimac Trail apartment corridor, collaborating with residents and property owners. Codes Compliance is monitoring complaints at the Village of Woodshire Apartments, which has recently changed ownership. WPD has increased their presence with foot/bike patrols, use of the Radar Trailer for traffic management, and personal engagement with apartment managers and residents. All of these efforts have assisted in reducing the number of gang related calls or crimes.

K. Neighborhood Relations and Preservation near College

Improve the quality of life in the neighborhoods surrounding William and Mary by continuing to build effective working relationships between the city, college, students, neighbors and landlords using the Neighborhood Relations Committee (NRC); and by regular city-college meetings and improved communications among all parties.

B - 14

WPD regularly attended NRC, Town & Gown, Student Council Association, New Student Orientation meetings. Improved town/gown relationships resulted in a relatively low incidence of violations last year. NRC has met four times for the 2014/15 school year. Topics for this year have included primarily parking and noise complaints.

L. Citizens Committee on Community Wellness

Partner with the community to form a Citizens Committee on Community Wellness, appointed by the Mayor, to inventory Williamsburg facilities and activities that promote healthy lifestyles, and identify opportunities for improvements. Seek Virginia Healthy Community and/or similar designations, and create economic opportunities for health and sports related tourism. Request the Committee's report by fall, 2013. Committee, chaired by Vice-Mayor Freiling, met several times in spring 2013 to discuss community wellness initiative. W&M intern hired in spring and summer to research facilities and activities that promote healthy lifestyles.

B - 15

Desired Outcomes

Observed Results Exis ng Land Use Propor ons within the City Limits

1. Maintain at least 60% of the 5781 acres within the city limits for public, Colonial Williamsburg, and College land use to preserve Williamsburg’s unique character.

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

Public, W&M and CWF currently at 57% (this is not a decline from 60%, but a recalcula on)

PUBLICLY OWNED, 949 COLLEGE OWNED, 1,053

CWF OWNED, 1,384

PRIVATELY OWNED, 2,395

*Source: Williamsburg Planning Department

Residen al Property Assessed Values

$1.2

$1.19

$1.20

Average annual change over past 6 years ‐1.3%

$1.16 $1.1

$1.14

$1.13

FY 13 is the lowest year. FY 14 shows improvement. $1.06

$1.0

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

Billions

4. Rehabilitate or build new structures to refresh Williamsburg’s built environment as indicated by at least $50 million in new construc on annually.

FY 09

FY 10

FY 11

FY 12

FY 13

*Source: Williamsburg City Assessor

$1.2

Commercial Property Assessed Values

$1.0 $0.8 $0.6

$0.67

$0.66

$0.69

$0.66

$0.61

$0.57

FY 12

FY 13

$0.4 $0.2 $0.0 Billions

FY 08

FY 09

FY 10

FY 11

*Source: Williamsburg City Assessor

Value of Building Permits Issued

$75

$49.7 $50

Average annual change over past 6 years ‐3.1%

FY 12 contains Riverside Hospital construc on. Balancing FY 12 and FY 13 results are consistent.

$55.4

$25 $27.0

$22.7

$24.6 $18.0

$0 FY 08

FY 09

FY 10

FY 11

Millions

FY 12

FY 13

*Source: Williamsburg Code Compliance Division 16

B - 16

Desired Outcomes

Observed Results Number of Neighborhoods Exceeding 50% Rentals 12

5. Reduce to five (of 31 total) number of single family zoned neighborhoods with more than 50% rental use to preserve quality and character of neighborhoods.

Capitol Heights 61% Cary/Griﬃn/Newport 55%

9 8

Colonial Extension 72%

8 6

Matoaka Court 70%

Powhatan Park 86%

5 3

Wales 51% W. Williamsburg 87%

0 FY2010

FY2011

FY2012

FY2013

W. Williamsburg Hts. 67% *Source: Williamsburg Planning Department

6. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Character of the City” standing “Much Above” the na onal benchmark.

Williamsburg NCS ra ngs concerning “Character of the City” compared to the other ci es and coun es

SIMILAR, 2

ABOVE, 3

MUCH ABOVE, 8

*Source: Na onal Ci zen Survey

B - 17

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

Overall Quality of Life in Williamsburg (p.7)

78%

87%

much above

Williamsburg as a place to live (p.7)

85%

88%

92%

much above

Your neighborhood as a place to live (p.7)

76%

81%

78%

similar

Recommend living in Williamsburg to someone who asks (p.7)

80%

84%

90%

above

Overall quality of new development in Williamsburg (p.17)

56%

60%

65%

above

Overall appearance of Williamsburg (p.17)

88%

91%

92%

much above

Cleanliness of Williamsburg (p.29)

91%

92%

91%

much above

Quality of overall natural environment (p.29)

76%

84%

87%

much above

Preservation of natural areas (p.29)

58%

60%

66%

much above

Sense of Community (p.38)

64%

66%

71%

above

Openness and acceptance of the Community towards people of diverse backgrounds (p.38)

51%

55%

61%

similar

Williamsburg as a place to raise children (p.38)

76%

88%

85%

much above

Williamsburg as a place to retire (p.38)

87%

89%

88%

much above

B - 18

GOAL II Increase employment opportunities, income, business success, and city revenues by supporting and promoting the cityâ&#x20AC;&#x2122;s economic base of heritage tourism and education, and other development and redevelopment opportunities.

A. Economic Development Strategic Plan

Adopt the Economic Development Strategic Plan by January 2013 and implement during the biennium. Plan adopted December 2012. Implementation reviewed monthly by the EDA. Highlights include: increased private investment in the Northeast Triangle, public and private investment on Prince George Street downtown, launch of regional business incubator, support of Arts District business association, and Williamsburg Celebrates arts events (Gallery Crawl, Plein Air, and Comtemporary Artisans) and Arts Month continue to grow. Implement new or revise existing EDA programs to encourage and facilitate redevelopment and economic diversification. These programs may include adopting redevelopment tax benefits allowed in the State Code, enabling financing programs, establishing a â&#x20AC;&#x153;deal closingâ&#x20AC;? fund, updating the Shop and Dine map, and finding other new ways to support and encourage new and existing businesses. Re-applying for state Enterprise Zone designation in June 2014. EDA developing incentive policy for use in next biennium. During the biennium, one Demolition Loan and six eCommerce Grants were awarded.

B. Economic Diversification Strategies

Finalize regional incubator details and consider regional revenue sharing as an element of by July 2013. Regional Business and Innovation Center (formerly called the incubator) is operational, under the management of the William and Mary Mason School of Business. Analyze participation in regional entrepreneurship efforts - including economic gardening, access to regional incubation networks, venture capital strategies, and the William and Mary Mason School of Business - during the biennium. Co-working space feasibility being explored with a group of local entrepreneurs. 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 - Richmond to Hampton Roads. 19

B - 19

Attended HREDA marketing mission to build awareness of the Quarterpath business location opportunities with national site selection consultants. Submitted a Request for Information (RFI) to the state to compete for a business prospect for this property. Work with Arts District owners and businesses to designate and market (e.g. banners, Shop and Dine map, events) the Arts District to customers and prospective businesses by March 2013. Businesses in the district formed the Williamsburg Arts District Association and held a logo contest for the District. A logo was selected and three outdoor events have been held to attract customers to the District. Three events are planned this season, and a banner design has been developed. Banners should be installed this spring.

C. Targeted Redevelopment Opportunities

Work as a partner with the private sector to identify and redevelop transitional properties, including City owned property at 906 Richmond Road (Tioga site) and 901 Capital Landing Road (Lord Paget site) during the biennium. Identify and purchase properties for redevelopment where the City's ownership can spur private investment. After an RFP process, 906 Richmond Road listed with commercial broker Harvey Lindsay in March 2013. Continue to work with prospects interested in the Tioga and the Lord Paget sites.

D. Foreign Student/Short Term Worker Orientation

Design a manageable and repeatable program to orient and connect foreign students and short term workers to the Williamsburg community in partnership with the Tourism Alliance and the College of William and Mary. Twice annually the WPD Community Service officer makes a presentation to foreign students at the Busch Gardens International Housing Village on Capitol Landing Road. Topics discussed include personal safety, bicycle safety, city noise and alcohol consumption laws. Emergency and nonemergency police contact information is distributed.

E. Destination Tourism Promotion

Engage the Greater Williamsburg Chamber and Tourism Allianceâ&#x20AC;&#x2122;s transition to the regionâ&#x20AC;&#x2122;s complete destination marketing organization by 2014. Support the Allianceâ&#x20AC;&#x2122;s promotion of September as Arts Month, including increasing the number of quality arts events; and promotion of other visitor draws, such as, the holiday season, spring garden tours, and athletic competitions; all in addition to promoting the traditional summer family vacation. Regularly assess progress against outcome measures of economic success. GWCTA entered into MOU with WADMC to manage destination marketing campaign in November 2012 and destination Marketing Director hired in April 2013. New WADMC committee structure established and meeting regularly. City has provided a match in the amount of $25K for VTC grant to market Arts Month. 20

B - 20

Desired Outcomes

Observed Results Tax Receipts From Meal, Room and Sales Taxes Average annual increase since FY 09: 1.9%

$15

1. Increase city revenues from retail and hospitality tax sources by at least 2% annually.

$6.0 $5.5

$10

$6.4

$6.3

$6.0

$5.6

Meal Taxes Room Taxes

$4.4 $5 $4.6

$3.6

$3.2

$3.4

$3.8

$3.9

$4.0

$4.2

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Sales Taxes

*Source: Williamsburg Finance Department

$0 $ Millions FY 2008

$35,000

Per Capita Retail Sales in the City Average annual increase since FY 09: 1.4%

$30,000

2. Increase the amount of retail sales in the city rela ve to City popula on per year.

$29,839

$25,000

$24,364

$20,000

$23,150

$23,894

$24,339

$25,705

$15,000 $10,000

*Source: Virginia Department of Taxa on

$5,000 $0 FY 2008

3. Return to a pa ern of increasing room nights sold in the city by at least 3% per year.

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Hotel/Motel Room Nights Sold Average annual decrease since FY 09: ‐2.3%

900

800 813 700 674 600

639

650

FY 2010

FY 2011

613

632

*Source: Williamsburg Finance Department

500 FY 2008

FY 2009

FY 2012

FY 2013

Thousands

4. Increase Colonial Williamsburg Founda on’s cket sales annually by at least 3%.

900

800

700 707 660

686

670

650

600

651

500 Thousands

2008

2009

2010

2011

2012

2013

Colonial Williamsburg Founda on Ticket Sales Average annual decrease since FY 09: ‐.3% *Source: Colonial Williamsburg Founda on

B - 21

Desired Outcomes

Observed Results

900

Business Licenses Issued by the City Average annual increase over six years: .6%

800

5. Increase total number of businesses opera ng in the city.

783

779

783

796

790

802

700

*Source: Williamsburg Commissioner of Revenue

600 FY 2008

6. Increase the household income of city residents by at least 3% annually.

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

$60,000

Median Household Income of City Residents Average annual increase over ten years: 3.2%

$50,000 $50,794 $40,000 $30,000

$37,093

$20,000

$10,000

*Source: US Department of Commerce, Bureau of Economic Analysis (Wmsbg, JCC combined)

$0 2000

7. Increase employment opportuni es with growth of in‐city jobs from year to year.

2010

Number of Jobs Based in the City Average annual decrease 2000 to 2010: ‐1.6%

25,000 23,397

20,000

20,009

19,517 15,000 10,000

12,843

5,000

*Source: Virginia Employment Commission

0 1980

1990

2000

2010

8. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Economic Vitality” standing “Much Above” the na onal benchmark.

SIMILAR, 1 MUCH ABOVE, 2

ABOVE, 2

Number of Williamsburg NCS ra ngs concerning “Economic Vitality” compared to the other ci es and coun es. *Source: Na onal Ci zen Survey 22

B - 22

National Citizen Survey Results

Percent Rated “Good” or “Excellent” Question (NCS page number)

2008

Employment opportunities (p.20)

40%

Shopping opportunities (p.20)

76%

Williamsburg as a place to work (p.20)

2010 35%

Compared to 2012 National Benchmark 2012 38%

above

77%

72%

much above

53%

60%

similar

Overall quality of business and service establishments in Williamsburg (p.20)

65%

71%

much above

Economic development services (p.21)

48%

49%

56%

above

B - 23

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

A. Pedestrian Connections

Construct the next set of pedestrian improvements by the end of the biennium, with particular emphasis on filling in gaps, calming traffic, and taking maximum advantage of VDOT’s revenue sharing program for sidewalk construction. New sidewalks are proposed on Richmond Road (Waltz Farm Drive to Patriot Lane), Lafayette Street (Harrison Avenue to Wythe Street), Bypass Road (Route 132 to Parkway Drive), Parkway Drive (Bypass Road to Capitol Landing Road), Ironbound Road (Middle Street to former Fire Station site), Scotland Street (Prince George Street to King & Queen Apartments), Francis Street (end of existing sidewalk to Lafayette Street). Brick sidewalks are proposed on Prince George Street (Armistead Avenue to Scotland Street) and Armistead Avenue (Prince George Street to Scotland Street). The sidewalk project has been awarded along with the Prince George Street Reconstruction Project using Revenue Sharing Funds to fund half the cost. The sidewalks will start after the Prince George Street Project and be completed in FY15.

B. Ironbound Road Widening

Prepare for the widening of Ironbound Road from Richmond Road to Treyburn Drive, including signalization of the Longhill Road intersection and undergrounding of overhead wires, as the City’s next major road project scheduled for construction in 2016. This project is in the VDOT 6 year plan, but funding has not been secured. A Request to Administer (RTA) to VDOT for the city to handle the project rather than VDOT has been submitted. City has enough VDOT allocated money for engineering, but will need to look for additional revenue sources from VDOT.

C. Quarterpath at Williamsburg Street Network

Open Battery Boulevard to traffic linking Route 60 to Quarterpath Road, including sidewalk, trail and bikeway connections, in spring 2013, concurrent with the opening of Doctors’ Hospital of Williamsburg. Battery Boulevard was opened to traffic in September 2013.

B - 24

D. Bike Friendly Community

Apply for certification as a Bike Friendly Community from the League of American Bicyclists in 2013. The City was designated as a Bronze Level Bicycle Friendly Community in October 2013, and is one of only eight Virginia communities (and the only one in Hampton Roads) so designated.

E. Transportation Center Vision

Create a concept plan by 2014 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. This work is due to start once the Stryker Center is under contract.

F. Williamsburg Area Transport

Work with transit partners to maintain at least current levels of regional service, including the Williamsburg Trolley, in an era of declining and uncertain federal and state transit funding. Working with regional partners and with new state transportation funding, WAT was able to maintain existing levels of transit service, including the Williamsburg Trolley for FY14. Williamsburg Trolley service was enhanced to include 30-minute roundtrip service.

G. Prince George Street Streetscape

Complete the reconstruction of Prince George Street from Boundary to Armistead during the biennium, to include wider brick sidewalks, new street lighting and street trees. This project will extend the Prince George Street 2004 improvements to the west. Find ways to draw customers to and from Merchants Square and the Delly area. This project is included with the major sidewalk project. It is under construction and about 70% complete.

H. Route 60 East Corridor Improvements

Reapply for federal “Alternative Transportation” and other grants to make improvements to the function and aesthetics of Route 60 from the eastern edge of the Colonial Williamsburg Historic Area to Busch Gardens. Lead the effort of the three Historic Triangle localities to obtain funding and make improvements during the biennium. The project involving all three localities was not approved. City applied for Revenue Sharing funds and was approved in July 2013. Project anticipated to be done in FY15.

I. Page Street Underground Wiring

Bury electric and telecommunications overhead wires along Page Street from the CSX railroad tracks north to the Colonial Parkway as the city’s next major commercial corridor beautification project during the biennium. The Page Street Underground Wiring Project is 95% complete- completion is expected by April 2014.

B - 25

Desired Outcomes

Observed Results

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

Accidents With Injuries Within City Limits Average annual change over six years: ‐.8%

55 40

*Source: Williamsburg Police Department

0 FY 2008

2. Increase the ridership regionally on Williamsburg Area Transport.

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Williamsburg Area Transport Ridership Average annual increase over six years: 5.8%

1,200 1,000

1,056

800 600

1,077

975

1,010

866 770

400 200

*Source: Williamsburg Area Transport

0 FY 2008 Thousands

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

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

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

50 50 40

53 47

30 20

*Source: Amtrak

10 0 Thousands FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

4. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Transporta on” standing “Much Above” the na onal benchmark.

ABOVE, 2 SIMILAR, 1

MUCH ABOVE, 8

Williamsburg NCS ra ngs concerning “Transporta on” compared to the other ci es and coun es. *Source: Na onal Ci zen Survey

B - 26

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

Ease of car travel in Williamsburg (p.9)

68%

71%

72%

Ease of bus travel in Williamsburg (p.9)

43%

57%

55%

much above

Ease of bicycle travel in Williamsburg (p.9)

52%

58%

59%

much above

Ease of walking in Williamsburg (p.9)

67%

73%

80%

much above

Traffic flow on major streets (p.9)

53%

54%

above

Street repair (p.11)

61%

64%

58%

much above

Street cleaning (p.11)

75%

74%

77%

much above

Street lighting (p.11)

67%

68%

73%

much above

Snow removal (p.11)

71%

49%

69%

above

Sidewalk maintenance (p.11)

66%

60%

68%

much above

Amount of public parking (p.11)

44%

50%

49%

similar

much above

B - 27

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.

A. Community Engagement for Public Safety

Undertake a number of initiatives to engage residents in building a safer community during the biennium; such as, a stronger School Resource Officer partnership with Berkeley Middle School; continued emphasis on police partnership with the Neighborhood Relations Committee for improved town/gown relations; more active Neighborhood Watch program â&#x20AC;&#x201C; especially in the Merrimac Trail area; and continued emphasis on the Citizen Emergency Response Team (CERT) training and deployment. Two School Resource Officers (SROs) have been trained and assigned to Berkeley Middle School on a part-time basis. WFD participated in school lock-down drills with Matthew Whaley and Berkeley Middle School in February 2013. WPD has increased their presence in the Merrimac Trail area with foot/bike patrols, use of the radar trailer for traffic management, and personal engagement with apartment managers and residents. WPD regularly attends NRC, Town & Gown, Student Council Association, and New Student Orientation meetings. Two additional CERT training courses added 23 new members, including W&M staff and students. WFD continues to engage NRT radio holders in monthly radio drills. The August 2013 refresher class was not conducted in order to provide an initial CERT training course.

B. Fire Department Improvements

Upgrade fire department facilities and equipment over the next two years, including: renovate staff quarters in the fire station; replace certain personal protective equipment and breathing apparatus for optimal safety; replace another medic unit; and explore a new EMS reporting system to improve recordkeeping and reduce emergency room turnaround times for medical response teams. The restroom renovation project was completed in December 2013. The upgrade of personal protective clothing for all personnel was completed in June 2013 and a FEMA grant application to upgrade self-contained breathing apparatus will be submitted in 2014. A new medic unit was placed in-service in April 2013. Staff completed review of various records management software for 28

B - 28

FIRE/EMS reporting with an expectation of implementing a new reporting system by March 2014. The implementation phase is still in progress with an anticipated roll out date of May 2014.

C. Police Field Reporting

Install new networked laptops in all police vehicles, coupled to law enforcement communication and records systems, as mobile data terminals to allow complete digital origination of police reports in the field. Mobile Date Terminal laptops (MDT’s) were installed and operational July 2013. Visio software was purchased to integrate with the State’s TREDS accident reporting software.

D. Public Safety Physical Fitness

Strengthen the programs and policies of the police and fire departments to continually improve health and fitness; going beyond the lifestyle education and opportunities of the citywide program, to enforce job related fitness standards for all police officers and firefighters. WPD fitness assessment test results have improved since implementation of the officer wellness program now in its second year. Validated time requirements for the WFD Work Performance Physical Fitness Evaluation is in process. Once established, everyone will be required to complete the evaluation while breathing air from their self-contained breathing apparatus within the established time frame. The initial evaluation is scheduled for April 2014.

E. Public Safety Leadership and Technical Proficiency

Invest over the biennium in staff development to build leadership capacity and specialized skills; including advanced leadership/supervisory training for current and prospective senior police and fire officers; and specialized training, such as crisis intervention team, bicycle instructor, and emergency medical response for police officers. WPD: Six WPD supervisors have attended the Professional Executive Leadership School at the Jepsen School of Leadership, University of Richmond. Two additional supervisors will complete PELS in March, 2014. A WPD supervisor was certified as a crisis intervention team (CIT) instructor and has trained six officers in crisis intervention. A police investigator has been certified as a forensic technician, and an officer is now a Certified Police Bike Instructor. Three officers have been trained as Bike Patrol Officers. Presently, all of the twenty-six (26) officers in the Uniform Bureau and two (2) officers in the Special Operations Bureau have received 1st Responder Training, and nineteen have been certified. The remaining nine (9) officers are mid-way through the certification testing process. Recertification schools have been held and will continue to maintain each officer’s certification. WFD: Three senior firefighters attended the week-long Virginia Fire Officer Academy in June 2013 designed to develop future fire department leaders. Four Fire Battalion Chiefs are scheduled to attend a six-day Command & Control Decision Making course at the National Fire Academy in Emmitsburg, Maryland. Seven WFD officers attended various training sessions at the four-day Virginia Fire & Rescue Conference held in Va. Beach in February 2014. 29

B - 29

F. Emergency Public Information Enhancements

Explore and evaluate new means of enhancing communication of emergency public information to residents and visitors to build on existing methods, such as social media, news media, electronic communication and mass notification systems. The Everbridge mass notification system to enhance emergency communications efforts was purchased in June 2013. The orientation/implementation phase is complete. The Everbridge system is operational and has been utilized during emergency weather situations to communicate with citizens and city employees.

B - 30

Desired Outcomes 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 ).

Observed Results City

46%

40%

47%

45%

42%

47%

45%

30% 26%

25%

20%

28% 26%

23%

10% 0% FY 2008

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

4. Respond to emergency medical (EMS) calls for service averaging under 6 minutes from me of dispatch to Advanced Life Support (ALS) arrival on scene.

National

50%

3. Respond to calls for fire and non‐EMS emergencies averaging under 6 minutes from me of dispatch to apparatus arrival on scene.

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

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

*Source: Williamsburg Police Department and FBI

Average Police Response Time

Target 3 minutes

3 2.7

2.7

2.4

2 1

*Source: Williamsburg Police Department

0 Minutes

FY 2011

FY 2012

FY 2013

Average Fire

Target 6 minutes 5.4

5.4

5.1 4.7

4.6

Response Time

4.8

0 Minutes FY 2008

*Source: Williamsburg Fire Department FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Target 6 minutes

5.9 5.5

5.2

5.1

5.2

*Source: Williamsburg Fire Department

0 Minutes FY 2008

Average ALS response Time

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

B - 31

Desired Outcomes

Observed Results Fire‐Fit

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

Fire‐Marginal

Fire‐Not Fit

Police‐Fit

Police‐Marginal

0 1

32 34

29 30

FY 11

FY 12

FY 13

1 1

15 35

32 19

5 0 FY 09

FY 10

*Source: Williamsburg Police and Fire Departments

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

Police Agency National Re‐Accreditation

*Source: Williamsburg Police and Fire Departments

(CALEA - 2012)

Number of Trained CERT Volunteers Available to Staﬀ NRTs.

100 99 80 60

*Source: Williamsburg Human Services

0 FY 2011

FY 2012

8. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Public Safety” standing “Much Above” the na onal benchmark.

FY 08

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

Percent of Police and Fire Personnel Found “Fully Fit” for Duty. Police FY 13 : 97% Fire FY 13: 97%

ABOVE, 3

MUCH ABOVE, 8

FY 2013

Williamsburg NCS ra ngs concerning “Public Safety” compared to the other ci es and coun es. *Source: Na onal Ci zen Survey

B - 32

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

Safety in Williamsburg’s downtown area after dark/during the day (p.23)

78%/ 97%

80%/ 95%

83%/ 97%

much above

Safety in your neighborhood after dark/ during the day (p.23)

77%/ 95%

84%/ 96%

81%/ 98%

above

Safety from property crimes (p.23)

73%

78%

much above

Safety from violent crimes (p.23)

80%

84%

86%

much above

Police services (p.26)

81%

84%

88%

much above

Fire services (p.26)

94%

96%

95%

above

EMS services (p.26)

92%

95%

92%

much above

80%

86%

84%

much above

Fire prevention and education services (p.26)

80%

90%

87%

much above

Traffic enforcement services (p.26)

64%

69%

72%

above

Emergency preparedness (p.26)

69%

78%

73%

much above

Crime prevention services

(p.26)

B - 33

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.

A. Williamsburg Redevelopment and Housing Authority (WRHA) Integration

Enter into a memorandum of understanding with WRHA creating a formal, integrated operating structure between the city and WRHA, and create a citizen housing advisory committee to provide input and feedback on public housing; by March 2013. An MOU was executed effective March 1, 2013 and a blended model of operations was implemented integrating public housing staff as Human Services employees. A Public Housing Advisory Committee was formed and held three quarterly meetings since July of 2013.

B. Blayton Elderly Housing Expansion

Research viable funding opportunities and development partners as a joint City/Williamsburg Redevelopment and Housing Authority (WRHA) venture, to expand low and moderate income elderly housing on Blayton property during the biennium. As a part of the 2013 Comprehensive Plan implementation, zoning was changed to LB-1, allowing the possibility of mixed-use redevelopment and increased residential density for the Blayton Building property.

C. Youth Achievement

Expand the after-school component of the cityâ&#x20AC;&#x2122;s year round Youth Achievement Program to include career, dance and Outward Bound activities starting in January 2013 for approximately 50 city children. Evaluate results to determine continuation of program components during the biennium. Coordinate city efforts with school engagement initiatives which also target Youth Achievement children and families. Three new components were created during the FY 2012-13 school year: Career Module (16-18 year olds), Dance Module (13-16 year old girls), and Outward Bound Module (13-15 year old males), totaling 31 youth. An additional 13 youth received one-on-one mentoring. A 2013 Summer Youth Achievement Program was held for 26 youth. Family preservation support & stabilization services were provided (on an intervention/prevention) basis for 47 households. Number of families served totaled 80, which included 141 children.

B - 34

D. Senior Support

Expand the scope of services over the biennium to approximately 50 additional senior for in-home visitation by volunteers, and coordination of more intensive services as needed, such as transition to assisted living and nursing care. The City’s Adult Services Unit oversaw and/or coordinated the relocation of 32 city residents living at Madison Retirement Center which closed in January of 2013. A total of 55 cases (34 ongoing, 15 guardianships, and 6 open adult protective services cases) were open as of December, 2013.

E. Homelessness Intervention and Prevention

Cooperate with the new consortium of churches in the region (Community of Faith Mission) to provide temporary and transitional shelter integrated with the city’s ongoing work to prevent homelessness and move city residents in crisis into stable housing. The City worked with the Community of Faith Mission’s development of the Emergency Weekly Shelter Program from November 2012 - March of 2013, and November 2013 - March 2014. Six of the twelve participating churches were located in the City. The City’s Outreach Coordinator serves as a permanent member of the Greater Williamsburg’s Outreach Ministries Coalition (GWOM) developed as a faith-based umbrella organization serving homeless and those at risk of homelessness. To improve services and avoid duplication, a partnership between Human Services and St. Bede’s Outreach Ministry was developed to better serve the needs of transients and those at risk of homelessness.

F. SNAP at Farmers Market

Implement Supplemental Nutrition Assistance Program (SNAP) at the Williamsburg Farmers Market during the 2013 market season to provide healthy, fresh produce and products to SNAP eligible families in the region. Williamsburg Farmers Market began accepting SNAP benefit cards in April 2013. A “Fresh Food” fund was also created with donations to provide additional benefits to SNAP customers.

G. School Facility Improvements

Work with the Williamsburg/James City County Schools and with James City County to be ready to open a fourth middle school when required. This includes the work of the joint chief administrative officer committee to study relocation of the School’s Central Office to a permanent, efficient and effective building; and renovation and/or replacement of the existing James Blair facility as the fourth middle school. Negotiate the respective city share of these improvements with James City County during the biennium; and work to ensure quality facilities across the school system. The Schools have made substantial progress in identifying and analyzing prospective sites for the Central Office. A decision on the site should be reached by the end of 2013, with a financing plan to follow.

B - 35

Desired Outcomes

Observed Results Advanced‐Pass 2008

1. Achieve passing scores for W/JCC students residing in the city of at least 95%.

Proficient

2010

9.0%

43.0%

48.0% 0%

10.4%

54.2%

35.4%

2012

21.3%

32.8%

45.9%

2011

10.2%

67.8%

22.0%

3rd Grade Reading Passing Rate for the SOLs at Ma hew Whaley Elementary School: Passed in FY 12: 91%

16.1%

40.3%

43.5%

2009

Fail

25% 50% 75% 100% Pass Rate 2012: W‐JCC: Adv 45% Prof 48% Fail 8% Virginia: Adv 38% Prof 48% Fail 14%

*Source: W/JCC Schools

2. Achieve annual a endance rates for W/ JCC students residing in the city of at least 94%.

94.4% 94.2%

Average Annual School A endance Rates for City Children

94.3%

94.0%

Target 94%

93.8% 93.6%

93.8%

93.4% 93.2%

93.3%

93.0%

*Source: W/JCC Schools

92.8% 2009

3. Reduce and maintain the number of city resident families requiring food stamps (SNAP) at less than 450 on average.

2010

2011

2012

600

Average Number of Families Receiving Food Stamps in City.

589

500 511

Target 450 400

527

414

300

*Source: Williamsburg Human Services

323 242

200 FY2008

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

FY2009

FY2010

FY2011

FY2012

FY2013

600 491

500

547

Average Number of Residents Receiving Medicaid Benefits in City

539

Target 450 453 400

415 369

300

*Source: Williamsburg Human Services

200 FY2008

FY2009

FY2010

FY2011

FY2012

FY2013

B - 36

Desired Outcomes

Observed Results

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

30 29

*Source: Williamsburg Human Services

FY2008

Target 40

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

FY2009

FY2010

FY2011

FY2012

FY2013

100% City

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

80%

7. Increase and maintain the number of city youth that par cipate in the city’s youth achievement program at 60 children.

100

Percent of Par cipants Finding Employment

State

79% 72%

60%

64% 58%

64% 54% 48%

40%

47%

48% 49%

49% 51%

*Source: Virginia Department of Social Services

20% 0% FY2008

FY2009

FY2010

FY2011

FY2012

FY2013

Number of Youth Achievement Program Par cipants

Target 60

60 61 54

36 20

*Source: Williamsburg Human Services

0 FY2008

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

FY2009

FY2010

FY2011

FY2012

FY2013

100%

Percent of Residen al Proper es Valued at $250,000 or Less.

80%

Target 50%

60% 40%

48%

50%

52%

54%

55%

*Source: Williamsburg City Assessor

20% 0% FY2009

FY2010

FY2011

FY2012

FY2013

B - 37

Desired Outcomes 9. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Educa on and Human Services” standing “Much Above” the na onal benchmark.

Observed Results

BELOW, 2

SIMILAR, 3

MUCH ABOVE, 5

ABOVE, 2

Williamsburg NCS ra ngs concerning “Educa on and Human Services” compared to the other ci es and coun es. *Source: Na onal Ci zen Survey

B - 38

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

Educational opportunities (p.34)

78%

85%

much above

Public Schools (p.35)

67%

78%

83%

much above

Availability of affordable quality health care(p.36)

50%

55%

64%

much above

Availability of affordable quality food (p.36)

---

72%

67%

above

Availability of preventive health services (p.36)

52%

60%

66%

above

Health and wellness services (p.37)

65%

73%

78%

much above

Availability of affordable quality child care (p.38)

28%

35%

48%

similar

Services to seniors (p.40)

75%

79%

much above

Services to youth (p.40)

50%

55%

56%

similar

Services to low-income people (p.40)

37%

42%

49%

similar

Availability of affordable quality Housing (p.15)

20%

30%

38%

below

Variety of housing options (p.15)

36%

42%

53%

below

B - 39

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.

A. Sports Tourism

Support the Greater Williamsburg Chamber and Tourism Alliance in assessing facility needs for sports tourism and in hosting athletic competitions which add significantly to overnight visitation. Specifically, support events such as the 2013 National Softball Association (NSA) World Series Fast Pitch Softball tournament (July 22-28) by providing city softball fields and facilities, and provide public safety support for the Revolutionary 3 Half Triathlon (June 2013). Continue to build participation in “Run for the Dream;” and add more races. 2013 NSA World Series was a huge success with 144 teams participating in the six-day tournament, playing on eight city fields. NSA has agreed to return to the Greater Williamsburg Area for the 2014 World Series, July 14-19. The June 2013 Rev3 was also a success with 1500 participants. Run for the Dream continues its popularity and has dates secured through 2017.

B. 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 hiking and biking trail before the end of the biennium. This project awaits an arrangement between CWF and JCC for the use of the portion of the Country Road between Rt. 199 and Kingsmill (Mounts Bay).

C. Waller Mill Park Improvements

Replace the bulkhead and permanent boardwalk, replace existing permanent dock with a floating dock, and reconfigure the boat ramp in fall 2014. Establish a garden at Waller Mill Park in partnership with Virginia Dominion Power for the purpose of education and outreach by November 2012. Dominion Virginia Power donated supplies to build the fence for the Giving Garden and their employees built the fence in November 2012. This summer the garden produced summer squash, zucchini squash, corn, snap peas, cucumbers, cantaloupe and watermelons. All of the food, totaling over 200 lbs., has been donated to Avalon.

D. Quarterpath Park and Recreation Center Improvements

Replace roof on the Quarterpath Recreation Center which also serves as the City’s Emergency Shelter and the location of the IT Department’s backup servers in July 2013. Resurface the tennis courts 40

B - 40

weather permitting by early spring 2013. Make a decision on the future of Quarterpath Pool by fall 2012 and implement decision. The roof for the Quarterpath Recreation Center was replaced in September 2013. Decision was made to permanently close Quarterpath Pool and plans are being made for demolition of the pool.

E. Neighborhood Parks ADA Compliance

Assess the current condition of the Cityâ&#x20AC;&#x2122;s park system to determine if the parks are compliant with the standards set forth in the ADA before the 2015 regulatory deadline. All parks have been inspected by staff and recommendations are being compiled to create a plan to have the parks meet the ADA standards before the 2015 deadline.

F. Kiwanis Park Improvements

Resurface tennis courts and basketball court by early spring 2013. Develop unlighted infield portion of 4th softball field during fall 2012, and the full field by 2014. Install safety netting on softball fields along the sideline fence to protect spectators from errant thrown and batted balls during winter 2013. Kiwanis Park tennis courts were resurfaced along with the basketball court in April 2013. The trees were removed for the 4th softball field at Kiwanis Park in the spring of 2013. The area was cleared for the entire 200â&#x20AC;&#x2122; field in preparation for construction of the field. As a safety feature, netting was installed along the sideline fence at Kiwanis Park to help protect spectators from errant balls. This was completed in November 2012.

G. Friends of the Park Program

Grow the Friends of the Park program to at least 20 volunteers in 2013 to support the operations and maintenance needs in city parks. To date thirteen people have signed up to be volunteers at the park. Staff continues to advertise this volunteer opportunity at special events, cityâ&#x20AC;&#x2122;s website, and by personally talking with guests at the park. Additionally, businesses support the park by providing employee volunteers to perform community service projects including maintenance, cleaning of trails, highway cleanup and working in the Giving Garden.

H. Great City Walks App

Develop a mobile device App for the Great City Walks trail guide during 2013. A vendor was selected to build a new City app with Great City Walks being a part of it. Final testing is currently being done with expected rollout in spring 2014.

I. Future of This Century Art Gallery

Work with and assist This Century Art Gallery on a future gallery location within the city limits. City has entered into an agreement to lease the City Square lot adjoining the Community Building to TCAG for their future gallery. 41

B - 41

J. Future of Quarterpath Pool

Decide upon the future of the pool at Quarterpath Recreation Center and take initial steps to implement the decision. Ensure city children have effective opportunities to learn to swim. Decision was made to permanently close Quarterpath Pool and plans are being made to demolition the pool. The City partnered with Williamsburg Community Pool last summer to provide two sessions of swimming lessons for kids 3-11 years old. Fifty five kids participated in the lessons.

B - 42

Desired Outcomes

Observed Results

30,000

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

25,000 26,135

Total Number of Par cipants in all P&R Programs. Average annual increase over six years: 6.7%

25,886

22,010

20,000 20,902

21,376

18,899 15,000

*Source: Williamsburg Parks and Recrea on

10,000 FY2008

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

FY2010

FY2011

FY2012

FY2013

Percent of Total P&R Program Par cipants who are City Residents Average annual decrease over six years: ‐.5%

40%

30%

20%

23.7% 20.9%

22.2%

FY2009

FY2010

23.7%

24.1%

21.1%

10%

*Source: Williamsburg Park and Recrea on

0% FY2008

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

FY2009

FY2011

FY2012

FY2013

Percent of Total P&R Opera ng Costs Covered by User Fees Average annual increase over six years: 2.2%

50% 40% 30%

34%

33%

29% 20%

22%

24%

10%

*Source: Williamsburg Parks and Recrea on

0% FY2008

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.

FY2009

FY2010

FY2011

FY2012

FY2013

75%

Percent of City Popula on Holding a Valid Library Card 50% 48%

50%

FY2008

FY2009

53% 49%

49%

50%

FY2011

FY2012

FY2013

25% FY2010

7191 cards in FY13 *Source: Williamsburg Regional Library 43

B - 43

Desired Outcomes

Observed Results

$1,200,000

$1,133,423

$1,100,000

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

$1,034,984

Farmers Market Total Sales by Vendors

$1,000,000 $979,397

$900,000

$800,000 $817,357

$700,000 $701,156

*Source: Williamsburg Farmers Market

$600,000 $500,000 2008

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

2009

2010

2011

2012

2013

6,000 5,425 4,812

4,000

4,111

4,141

4,524

2,833 2,000

Number of General Public and Students A ending Fes val Williamsburg Events Average annual decrease over six years: ‐10.7% * Source: Virginia Arts Fes val

0 2008

7. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Recrea on and Culture” standing “Much Above” the na onal benchmark.

$1,114,142

2009

2010

2011

2012

ABOVE, 1 SIMILAR, 1

MUCH ABOVE, 5

2013

Williamsburg NCS ra ngs concerning “Recrea on and Culture” compared to the other ci es and coun es. *Source: Na onal Ci zen Survey

44 B - 44

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

Recreational opportunities (p.32)

73%

71%

much above

City Parks (p.33)

87%

91%

87%

similar

Recreation programs and classes (p.33)

74%

87%

84%

much above

Recreation centers and facilities (p.33)

74%

86%

83%

much above

Public library services (p.35)

91%

94%

much above

Opportunities to attend cultural activities (p.34)

63%

72%

76%

much above

Availability of paths and walking trails (p.9)

54%

62%

69%

above

B - 45

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.

A. Stormwater Management

Implement requirements of various existing and proposed state and federal stormwater runoff regulations, in 2013 and 2014. Complete annual reports outlining activities by October each year, avoiding if possible, imposition of a stormwater utility tax. All actions and submittals required of the City to regulatory agencies are up to date. New regulations are still pending federal and state action.

B. Wastewater Treatment

Meet deadlines in the Virginia Department of Environmental Quality (DEQ) Consent Order during the biennium. Use video inspections of sanitary sewers city wide to find and fix piping and manholes in order to reduce inflow and infiltration (I&I) into the system. Participate in the regional wastewater consolidation study underway which would put the locality sewer systems under one agency Hampton Roads Sanitation District. City has made large investments ($400k+) over the past year in addressing the Consent Order to reduce I/I and overflows. This will be an ongoing project as the system continues to age. A full consolidation of the locality sewer systems under HRSD was rejected in favor of a “hybrid” consolidation approach. Under the hybrid plan, localities retain ownership and maintenance of their systems and HRSD will handle major projects to alleviate Sanitary Sewer Overflow’s (SSO’s) for the region. Localities are in the process of voting on the plan – Williamsburg voted in favor.

C. Drinking Water Conservation

Promote water conservation through community outreach programs and events, such as Hampton Road Water Efficiency Team, Williamsburg Farmers Market, Earth Day events, and public relations activities during the biennium. PW personnel have been active at Farmers Market and Earth Day events promoting conservation. Personnel have also manned the HR Green Trailer which is a traveling exhibit used in the HR area promoting green practices including water conservation.

D. Drinking Water System

Procure engineering consultant by 2014 to develop plans and specifications for painting of three water tanks. Replace approximately 200 linear feet small diameter galvanized water lines. Work with 46

B - 46

new development projects such as Quarterpath at Williamsburg to enhance the water system concurrent with development. Consultant is on board and has developed the bid documents for the Project- bids are due in March, 2014. Water division personnel replaced 300+ feet of water line on Matoaka Court and 100+ feet on Chandler Court. In conjunction with Quarterpath at Williamsburg development, water system improvements including a new water tank were completed.

E. Extraordinary Environmental Enterprise

Maintain highest level of certification by the Department of Environmental Quality (DEQ) as an “Extraordinary Environmental Enterprise – E4” for the Public Works complex. PW complex reapplied and was approved as an E4 certified facility by DEQ.

F. Voluntary Residential Refuse Collection

Extend on a voluntary basis curbside refuse collection to at least two additional neighborhoods using distinctive carts with the city seal during the biennium. Piney Creek has converted to curbside service. Pilot programs are underway in Holly Hills and Skipwith Farms. All new subdivisions (e.g. Capitol Landing Green, Villages at Quarterpath) are issued city carts for curbside service.

G. Expanded Recycling/Reuse

Increase business recycling in the city, specifically in the Merchants Square area. Add more types of plastics to the curbside program, and investigate larger bin options. Work with Virginia Peninsulas Public Service Authority to bid and award new multi-year contract for residential recycling program in FY14. Explore feasibility of holding a “Shred-it” event, which provides residents with a secure mobile paper shredding and document destruction service. The contract for the next five year period starting July 2014 for recycling services through VPPSA has been awarded to a new vendor. The new program will use 65 gal. roll-out carts with every other week collection. Smaller carts will be provided upon request. “Shred-it” events were held at the Police Station April and August 2013 in conjunction with the “Drug take Back” event. Next scheduled event is April 26, 2014.

H. Waller Mill Watershed

Finalize purchase of two parcels of land in the watershed in 2012 and look for other opportunities to purchase property. Secure a permit from the Virginia Department of Conservation and Recreation to maintain and operate the Waller Mill dam which has been reclassified as a high hazard dam. Two parcels (Airport Rd/Mooretown Rd area) were purchased. The City was granted an extension on its dam permit. The dam improvements that are required under the new regulations are slated for FY17.

B - 47

Desired Outcomes

Observed Results

100%

Percent of Waste Stream Recycled

80%

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

152% of stated goal in 2012 Calendar Year 2013 Data not available

60% 40% 36%

20%

38%

36% 27%

22%

*Source: Williamsburg Public Works & U li es.

0% 2008

2. Maintain residen al recycling set‐out rate of at least 42%

2009

2010

2011

2012

100%

Average Percent of Recycling Bins Issued to City Residents Set‐Out on a Recycling Day.

80% 60%

Target 42% 40% 40%

44%

42%

41%

43%

46%

20%

*Source: Williamsburg Public Works & U li es

0% FY2008

3. Increase par cipa on in the City’s Green Business and Residen al Challenges each year.

FY2009

FY2010

FY2011

FY2012

FY2013

Number of Business and Households Par cipa ng in Annual “Challenge” Programs

100 80 75 60 54 40

(Next Challenge will be in FY 14)

*Source: Williamsburg Green Team

0 FY2011

4. Conserve drinking water by reducing daily household equivalent consump on below 165 gallons per day.

FY2012

200

Target 165 173 160

170

172

154

155

143

120

Water Consumed in Gallons Per Day Per Equivalent Household Connec ons *Source: Williamsburg Public Works & U li es

80 FY2008

FY2009

FY2010

FY2011

FY2012

FY2013

B - 48

Desired Outcomes 5. Maintain cer fica ons of compliance with Federal/State safe drinking water regula ons.

Observed Results

All Federal/State Safe Drinking Water Regulations Met with Full Compliance

*Source: Williamsburg Public Works & U li es

6. Maintain cer fica ons of compliance with Federal/State “Clean Water” regula ons.

Chesapeake Bay Protection Act (DNR‐2011)

Stormwater Discharge MS‐4 Permit

*Source: Williamsburg Public Works & U li es

7. Maintain recer fica on of the Public Works Department as an “Extraordinary Environmental Enterprise” (E4) 8. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Environmental Sustainability” standing “Much Above” the na onal benchmark.

Department of Environmental Quality E‐4 Program (DEQ ‐ 2012)

*Source: Williamsburg Public Works & U li es

ABOVE, 2

MUCH ABOVE, 4

Williamsburg NCS ra ngs concerning “Environmental Sustainability” compared to the other ci es and coun es. *Source: Na onal Ci zen Survey

B - 49

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

Sewer services (p.31)

86%

82%

88%

much above

Drinking water (p.31)

64%

73%

much above

Storm drainage (p.31)

67%

70%

72%

much above

Yard waste pick-up (p.31)

80%

76%

82%

much above

Recycling (p.31)

74%

81%

above

Garbage collection (p.31)

91%

79%

90%

above

B - 50

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.

A. Stryker Center – City/Library Partnership

Replace the 1967 Stryker Building with a facility to include a City Council chamber and conference room, community gallery/exhibit space, public meeting rooms, music and entertainment and Library administrative space. Technology for video production and origination, educational and cultural programming, film screen, and all kinds of community meetings and activities, would be shared by the City and Library. Open the new facility by the end of 2014 as the next major addition to the “City Square” municipal center. City Council approved an Interim Agreement with Daniel & Company, in association with StemannPease Architecture for development of the Stryker Center in February 2014.

B. Community Engagement

Enhance volunteerism and citizen engagement. Specific ideas include more effective on-line recruiting of citizens to serve on Boards and Commissions, and launching “Friends of the Park” (See Goal VI: Recreation and Culture). Adopt a statement of expectations based citizen input by June 2013 for neighborly behavior called “Customs and Courtesies,” which becomes a widely recognized and respected code of conduct, but without the force of law. “Neighborhood Courtesies” is completed and is included in City resident and neighborhood documents.

C. Neighborhood Relations Committee

Support the work of the Neighborhood Relations Community (composed of city, college, student, resident and landlord representation) to build partnerships and resolve problems in neighborhoods near the College to continue progress in town/gown relations over the biennium. NRC has met four times for the 2014/15 school year. Topics for this year have included primarily parking and noise complaints.

D. Employee Succession

Prepare and act during the upcoming biennium to replace key city staff members upon their projected retirement to perpetuate excellence in the city workforce and uphold responsive and effective city services.

B - 51

City Council members have been briefed on staff succession planning and development of future leaders. Processes for training and development, promotion, recruitment, selection, hiring and orientation are either in place or available to meet the need.

E. Performance Management System

Expand the use of automated, individual performance dashboards to at least two-thirds of city employees by the end of the biennium, and incorporate dashboard measures in to city budget and goal setting document. Expand number and usefulness of “public dashboards.” Retain ICMA “Certificate of Excellence” from the Center for Performance Measurement. Over 50% of staff has been trained in the use of the City’s dashboards. FY 2014 budget document included expanded Desired Outcomes and Results. Department-specific graphs as benchmark measures are incorporated in the FY 2015 budget. Training continues with the next iteration of Dashboards which provides additional options in terms of display and manipulation of data. The City received its second “Certificate of Excellence” from the Center for Performance Measurement in July, 2013.

F. Employee Health & Wellness

Take the City’s recently adopted Health & Wellness Program to the next level and demonstrate outcomes and degree of effectiveness. Find ways to connect the in-house program to community initiatives to encourage healthy lifestyles. Summer management intern started this effort by researching best practices for connecting wellness programs and health insurance cost containment. City staff has also met with a Benefits Consultant to learn about possible next stops in this effort.

G. Leadership Philosophy

Enable and encourage a workplace culture where all employees take increasing personal and joint ownership for the effectiveness of city government and for outcomes in the community. Adopt a formal “leadership philosophy” statement and take steps to infuse it into the city organization at all levels during the biennium. Leadership Philosophy statement adopted fall 2012 and included in the spring 2013 QUEST presentation. The Statement reads: We, the employees of the City of Williamsburg, agree that leadership is a shared responsibility of all employees. We are motivated by knowing that the work we do is essential to the wellbeing and success of the Williamsburg community. We will: • • • •

Communicate openly in all directions Collaborate in decision making Encourage creativity and innovation Value our diversity

Together, through mutual respect and trust, we will fulfill the City’s Vision. 52

B - 52

Desired Outcomes

Observed Results $36 $34.1 $34

1. Exceed budget expecta ons by having opera ng revenues exceed opera ng expenditures each year.

$33.2

$33.3 $32.3

$32.1 $32

$32.4

$31.3

Revenues

$30

Expenditures Budgeted

FY 2008 Actual

FY 2009 Actual

FY 2010 Actual

FY 2011 Actual

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

100%

2. Maintain sound fiscal health by exceeding city’s 35% opera ng reserve policy.

80% 60%

72.7%

70.8% 66.5%

74.0%

77.2%

59.2%

40%

Target 35% 20%

*Source: Williamsburg Finance Department

Percent of Unreserved General Fund Balance Compared to the Amount of the Annual Opera ng Revenues

0% FY 2008

3. Retain cer fica ons in financial repor ng, budget presenta on, and performance measurement.

$28 millions

Annual Opera ng Revenues Compared to Budget and to Actual Expenditures

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

*Source: Williamsburg Finance Department

12%

4. Maintain annual Employee Turnover Rate of 10% or less of the permanent workforce.

10% 8%

Percent of City Employees who Resign or Re re or Otherwise Terminate Employment

Target 10% 9.5% 8.0%

6.8% 5.0%

5.0%

FY 2011

FY 2012

FY 2013

*Source: Williamsburg Human Resources

2% FY 2008

FY 2009

FY 2010

B - 53

Desired Outcomes

Observed Results

3.3%

3.1%

5. Reduce Employee Sick Leave used per total hours worked to 2.5% or less.

Total Sick Leave Taken as a Percent of Total Hours Worked Annually

3.1%

2.6%

2.4%

Target 2.5%

*Source: Williamsburg Human Resources

0% FY 2008

FY 2009

FY 2010

FY 2011

FY 2013

24 20

6. Reduce number of Auto and General Liability claims paid annually to 15 or less.

FY 2012

22 18

Auto and General Liability Claims Paid by the City Annually

18 15

Target 15

12 8

*Source: Williamsburg Finance Department

0 FY 2008

$2.4 $2.0 7. Reduce employee health insurance claims $1.6 paid to less than 5% $1.2 annual growth rate.

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Amount of Health Insurance Claims Paid by the City

$2.19 $1.86 $1.61

$1.74

$1.73

Increase between FY 08 and FY 13 was at an annual rate of 8.6%

$1.30

$0.8 $0.4

*Source: Williamsburg Human Resources

$0.0 $ Millions FY 2008

8. Accomplish employee training as a percent of all employees: QUEST Employee Orienta on (100%), SELF Supervisory training (30%), and High Performance Organiza on training (65%).

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Number of Employees Comple ng Training

200 180 160

176

140

QUEST: 94% completed

120 100

SELF: 32% completed

60 61

20 0 QUEST

SELF

HPO: 49% completed

HPO

*Source: Williamsburg Human Resources 54

B - 54

Desired Outcomes

Observed Results

Number of Online Transac ons via Williamsburgva.gov Average annual increase over six years: 10%

10,000 8,000

9. Increase the use of online transac ons between ci zens and city by at least 5% annually.

6,000 5,858

6,399

6,380

4,996

4,000

4,288

4,061

2,000

*Source: Williamsburg Informa on Technology

0 FY 2008

10. Increase the number of ci zens who receive “E‐no fy” email no ces of city events and informa on.

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

4,000 4,062 3,412 2,000

2,276 1,686

3,500 3,000 11. Increase use of 2,500 social media as a means 2,000 of dissemina ng public 1,500 informa on. 1,000 500

1,517

756 FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

*Source: Williamsburg Informa on Technology

Number of City Facebook Fans and Twi er Followers Facebook up: 98% Twi er up: 224% *Source: Williamsburg

2,972

Facebook Twitter 2,402

1,888 1,502 1,210 582

Communica ons Specialist

0 FY 2011

12. Achieve “Good” or “Excellent” ra ngs on the Na onal Ci zen Survey for ques ons related to “Ci zen Engagement” and “City Governance” standing “Much Above” the na onal benchmark.

Number of Ci zens Signed Up to Receive Email No ces through “E‐no fy” Average annual increase over six years: 46%

6,000

FY 2012

MUCH ABOVE, 12

FY 2013

Williamsburg NCS ra ngs concerning “Ci zen Engagement” and “City Governance” compared to the other ci es and coun es.

*Source: Na onal Ci zen Survey

B - 55

National Citizen Survey Results Percent Rated “Good” or “Excellent”

Compared to 2012 National Benchmark

Question (NCS page number)

2008

2010

2012

The value of services for the taxes paid to Williamsburg (p.48)

76%

73%

75%

much above

The overall direction that Williamsburg is taking (p.48)

55%

60%

65%

much above

The job Williamsburg government does at welcoming citizen involvement (p.48)

62%

63%

much above

Overall image or reputation of Williamsburg (p.48)

85%

87%

93%

much above

Opportunities to participate in community matters (p.41)

69%

71%

77%

much above

Opportunities to volunteer (p.41)

80%

86%

87%

much above

Public information services (p.45)

76%

80%

84%

much above

Knowledge of city employees (p.51)

90%

83%

87%

much above

Responsiveness of city employees (p.51)

91%

77%

82%

much above

Courtesy of city employees (p.51)

91%

85%

much above

Overall impression of city employees (p.51)

91%

79%

82%

much above

Services provided by city (p.49)

75%

82%

86%

much above

B - 56

GOALS & INITIATIVES - FISCAL YEAR 2015

x = Primary Category

Economic Development Strategic Plan



Economic Diversification Strategies



Targeted Redevelopment Opportunities



x x x x x

Citizen Engagement and City Governance



Environmental Sustainability



Recreation & Culture

Transportation

x x x x x x x x x x x x

= Secondary Category 

Public Safety

Economic Vitality

Character of the City

Healthy Community Initiative

FY 2015 Capital Project

Matrix of Primary and Secondary Goal Categories

Human Services and Education

CITY OF WILLIAMSBURG

I. Character of the City Comprehensive Plan Design Review Guidelines Downtown Vibrancy Arts District and Midtown Richmond Road Corridor Capitol Quarter Southeast Quadrant Corridor Beautification



Open Space Preservation Merrimac Trail Neighborhoods Neighborhood Relations and Preservation near College Citizens Committee on Community Wellness



 



 



 



 



II. Economic Vitality

Foreign Student/Short Term Worker Orientation Destination Tourism Promotion



III. Transportation Pedestrian Connections



Ironbound Road Widening



 

Quarterpath at Williamsburg Street Network Bike Friendly Community



 



Transportation Center Vision



Williamsburg Area Transport



Prince George Street Streetscape



Route 60 East Corridor Improvements



Page Street Underground Wiring



x x x x x x x x x



   



IV. Public Safety



Community Engagement for Public Safety Fire Department Improvements



Police Field Reporting Public Safety Physical Fitness Public Safety Leadership and Technical Proficiency Emergency Public Information Enhancements

B - 57

x x x x x x



  

GOALS & INITIATIVES - FISCAL YEAR 2015

Citizen Engagement and City Governance

Environmental Sustainability

Human Services and Education

= Secondary Category 

Public Safety

Transportation

Character of the City

Healthy Community Initiative

FY 2015 Capital Project

Economic Vitality

x = Primary Category

Matrix of Primary and Secondary Goal Categories

Recreation & Culture

CITY OF WILLIAMSBURG

V. Human Services and Education Williamsburg Redevelopment & Housing Authority Integration



Blayton Elderly Housing Expansion



x x x x x x x

Youth Achievement Senior Support Homeless Prevention SNAP at Farmers' Market Fourth Middle School

    

VI. Recreation and Culture Sports Tourism



Country Road West



Waller Mill Park Improvements



Quarterpath Park and Rec. Center Improvements



x x x x x x x x x x

 

Neighborhood Parks ADA Compliance Kiwanis Park Improvements Friends of the Park Program Great City Walks App



Future of This Century Gallery



Future of Quarterpath Pool



VII. Environmental Sustainability Stormwater Management



Wastewater Treatment



x x x x x x x x

Drinking Water Conservation Drinking Water System



Extraordinary Environmental Enterprise Voluntary Residential Refuse Collection



Expanded Recycling/Reuse Waller Mill Watershed



 

VIII. Citizen Engagement and City Governance



Stryker Center-City/Library Partnership Community Engagement



Neighborhood Relations Committee



Employee Succession



Performance Management System Employee Health & Wellness Leadership Philosophy

B - 58



x x x x x x x

INTRODUCTION

THE CITY’S VISION Williamsburg will become an evermore safe, beautiful, livable city of historic and academic renown, served by a city government--cohesively led, financially strong, always improving--in full partnership with the people who live, work and visit here. DEPARTMENTAL BUDGET SUMMARY AND PERFORMANCE METRICS The preceding section on Biennial Goals and Initiatives links the City Council eight broad goals to specific accomplishments of 64 initiatives and to the Capital Improvement Program. Further, the preceding section identifies desired community outcomes and observed results which relate to each goal. This next section aligns budget and performance data to the operating departments of the city. For each department a summary page includes the department mission and expenditures and staffing, covering four years. Importantly, desired community outcomes related to each department, and observed results, are shown. Many of these measures parallel the measures arrayed under the eight goals in the preceding section, including the National Citizen Survey™ (NCS) results and ratings. Comparisons of Williamsburg citizen ratings with the national benchmark from the latest 2012 NCS results are shown for service areas. Finally, under each department are the budgetary Cost Centers which comprise that department. Detailed information including four years of expenditures and staffing, and performance trends, projections, and targets. Performance metrics – including workload measures, efficiency measures and other useful indicators of performance – are shown with operating data for the last two fiscal years, the projected number for the current year, and the target or expected number for next year.

OFFICE OF CITY MANAGER Jackson C. Tuttle, City Manager

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

Cost Centers 1. City Manager -Administration -Human Resources

2. Clerk / Communications -Clerk of Council -Communications

3. Economic Development -Triangle Building Mgt.

Expenditures and Staffing FY 2012 Actual

FY 2013

FY 2014

FTE

Actual

FTE

Budget

FY 2015

FTE

Adopted

FTE

City Manager

498,668

3.5

521,247

3.5

539,320

3.5

546,794

3.5

Human Resources

157,624

100,381

101,666

100,421

Clerk of Council / Comm.

157,738

169,829

184,680

161,064

Economic Development

131,301

163,268

268,856

273,239

Total

945,331

7.5

954,725

8.5

Desired Outcomes

1,094,522

8.5

1,081,518

8.5

Observed Results

1. Receive improving National Citizen Survey ratings for indicators of overall Community wellbeing and value of city services “Much Above” the national benchmark.

Residents rated all Community areas shown for the 2012 survey “much above” the National benchmark comparison, with the majority of ratings consistently improving over the past 3 surveys.

C-2

Desired Outcomes

Observed Results

2. Receive improving National Citizen Survey ratings for Land Use and Environmental Sustainability “Much Above” the national benchmark.

The overall quality of the natural environment was rated as “excellent” or “good” by 87% of 2012 survey respondents, and “much above” the national benchmark. Overall appearance of the city was rated “much above’ the national benchmark.

3. Receive improving National Citizen Survey ratings for Public Trust, Civic Engagement, and Information and Awareness “Much Above” the national benchmark.

Ratings for all areas showed positive improvement over the last three surveys - all were “much above” the national benchmark.

4. Receive improving National Citizen Survey ratings for City Employees Much Above” the national benchmark.

Ratings of city employees (among those who had contact) were all “much above” the national benchmark.

C-3

Desired Outcomes 5. Exceed budget expectations by having operating revenues exceed operating expenditures each year.

Observed Results $36

$34.1 $34

$33.2

$33.3 $32.4

$32.3

$32.1 $32

The cityâ&#x20AC;&#x2122;s actual operating revenues have exceeded expenditures for over 2 decades.

$31.3

Revenues

$30

Expenditures

Budgeted $28 millions

6. Maintain sound fiscal health by exceeding City Councilâ&#x20AC;&#x2122;s reserve policy of a minimum 35% of operating revenues each year.

FY 2008 Actual

FY 2009 Actual

FY 2010 Actual

FY 2011 Actual

FY 2012 Actual

FY 2013 Actual

FY 2014 Budget

100% 80% 60%

72.7%

77.7%

77.2%

FY 2012

FY 2013

70.8% 66.5%

59.2%

40%

Target > 35%

20%

Fund balances shown represent total fund balances of the General Fund, excluding non-spendable (value of land held for resale) and FY 2013 carryover funds of approximately $4.3M.

0% FY 2008

7. Maintain annual employee turnover rate of 10% or less of the permanent workforce.

FY 2009

FY 2010

FY 2011

This is an indicator of retention of employees who resign, retire, or otherwise terminate employment.

12%

Target <10%

10% 8%

9.5% 8.0%

6.8% 5.0%

5.5%

5.4%

FY 2012

FY 2013

2% FY 2008

FY 2009

FY 2010

C-4

FY 2011

Office of City Manager Cost Centers: City Manager / Human Resources FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

533,838

563,429

584,463

591,092

Operating

122,454

58,199

56,523

56,123

656,292

621,628

640,986

647,215

Expenditures

Capital Outlay Total

Staffing City Manager

4.5

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

Citywide employee turnover rate

5.5%

5.4%

6.0%

<10%

Citywide sick leave use rate

3.1%

2.8%

2.5%

<2.5%

98%

88%

98%

100%

High Performance Organization Training

35.5%

33.4%

31.4%

>80%

Ethics Training

98.0%

86.7%

96%

100%

72%

>75%

<10

$1.7

$1.9

$1.5

Assistant City Manager Human Resource Specialist Administrative Assistant Administrative Aide Total

Performance Trends and Targets

Performance Measures

Percent of Employees who completed: Quest 5-day Orientation

Deferred Comp. Voluntary Participation OSHA reportable injuries/incidents Healthcare Premiums Paid (millions)

C-5

Clerk of Council / Communication FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

153,168

155,930

173,280

149,264

Operating

4,570

13,899

11,400

11,800

157,738

169,829

184,680

161,064

Clerk of Council

Communications Specialist

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

Number of open Council meetings

Number of closed Council meetings

Number of Resolutions

Number of Ordinances

100%

213

175

166

>250

City Council Work Session — Citizen Attendance

114

>150

Boards & Commissions vacancy rate

Number of Press Releases

121

100

Number Signed Up for E-Notify

1,493

931

800

>1,000

Number of E-Notifications Sent

443

402

280

300

—

195

250

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

Performance Measures

% of City Council minutes completed prior to next monthly meeting City Council Meeting — Citizen Attendance

Everbridge Notification Activations *

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

C-6

Economic Development FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

111,701

129,357

191,396

189,809

Operating

19,600

33,911

77,460

83,430

131,301

163,268

268,856

273,239

Expenditures

Capital Outlay Total

Economic Development includes expenditures for Triangle Building Management

Staffing Economic Development Director

Economic Development Specialist

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

174

185

100

$36.8M

$1.2M

$15M

>$10M

796

802

785

>800

>50

120

136

100

>100

>50

37.3%

36.9%

42%

>55%

Total

Performance Trends and Targets Performance Measures Visits with existing businesses Redevelopment opportunities supported Value of Commercial construction Number of businesses in City Number of new business startups Marketing events and missions Business Prospects Assisted Number of ED grants Awarded Hotel/Motel year-round Occupancy Rate

C-7

FINANCE DEPARTMENT Philip Serra, CPFO, Director of Finance

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

Cost Centers 1. Finance

2. Real Estate Assessments

Expenditures and Staffing FY 2012 Actual

FY 201 3

FTE

Actual

FY 2014

FTE

Budget

FY 2015

FTE

Adopted

FTE

Finance

731,433

683,318

724,783

732,934

Real Estate Assessments

166,068

166,819

170,610

172,373

Total

897,501

850,137

880,167

905,307

Desired Outcomes 1. Maintain real estate property tax collections of at least 98% annually.

Observed Results Real Estate Tax Collection Rate

100.0%

98.0%

98.9% 97.9%

98.0%

98.2%

98.4%

96.0%

94.0%

92.0%

90.0% FY 2009

FY 2010

C-8

FY 2011

FY 2012

FY 2013

The Finance Dept collects all City revenues, with Real Estate Taxes being the single highest revenue source. Collections are consistently around 98% each year. Staff follow-up on delinquent accounts raises collections close to 100% in subsequent years.

Desired Outcomes 2. Maintain Personal Property tax collections at least 96% each fiscal year.

Observed Results Personal Property Tax Collection Rate

100.0%

98.0%

96.9% 98.0%

97.6%

96.5%

96.0% 96.2%

94.0%

92.0%

90.0% FY 2009

3. Maximize yield on investments while maintaining stringent City policy requirements of safety and liquidity.

FY 2010

FY 2011

FY 2012

FY 2013

Average Rate of Investment Return

1.00%

0.86% 0.80%

0.64% 0.60%

0.50% 0.50%

0.40% 0.28%

0.20%

0.00% FY 2009

4. Maintain residential property assessments at 100% of market value. .

FY 2010

FY 2011

FY 2012

FY 2013

Assessment to Sales Ratio Residential Properties

110.0% 105.2% 88 sales

106.0% 102.0% 101.0%

98.0% 94.0%

81 sales

100.0% 72 sales

93.5%

96.5%

93 sales

97 sales

90.0% FY 2009

FY 2010

C-9

FY 2011

FY 2012

FY 2013

Personal property tax collections include the State’s $773K PPTRA program each year. Follow-up action on delinquent accounts include State programs with debt set-off and DMV matching to increase collections in subsequent years.

City’s investment portfolio diversified with $14.1M earning average yield of .60% and fully insured by FDIC, $7 M in collateralized certificates of deposit, and residual balances in State Local Gov’t Investment Pool and interestbearing checking accounts.

The City Assessor closely tracks all property sales— assessments are based on latest market sales of properties with similar characteristics, including neighborhoods.

Finance Cost Centers: Finance FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

687,719

643,125

680,038

691,039

Operating

43,714

40,193

44,745

41,895

731,433

683,318

724,783

732,934

Director of Finance

Deputy Director of Finance

Purchasing Agent

Utility Technician

Financial Technician

FY 2012

FY 2013

FY 20134

FY 2015

Performance Measures

Actual

Projected

Target

Total bills processed

43,825

44,137

43,900

# consecutive years received GFOA financial reporting award

# consecutive years received GFOA budgeting award

# vendor payments processed

6,766

5,971

6,200

6,300

# payroll checks processed

6,462

6,191

6,500

Personal property tax collection rate

97.0%

96.5%

100%

Real estate tax collection rate

98.1%

98.4%

98.0%

100%

.64%

.50%

.58%

>.58%

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

Average rate of investment return

C - 10

Real Estate Assessments FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

151,697

153,468

157,744

160,307

Operating

14,371

13,351

12,866

12,066

166,068

166,819

170,610

172,373

Real Estate Assessor

Assessment Technician

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

4,474

4,468

4,480

4,490

337

285

250

300

105.2%

93.5%

100%

113

104

100

120

# information requests - office / phone

2,484

2,503

2,500

# information requests - tax relief program

# participants in tax relief program

# assessment appeals - office/phone/ letter/fax/email

# assessment appeals changed

Board of Equalization (BOE) appeals

<10

BOE appeals changed

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures # real property (RE) parcels assessed # RE transfers (non-timeshare) Residential assessment to sales ratio # information requests (assessor@williamsburgva.gov)

C - 11

INFORMATION TECHNOLOGY DEPARTMENT Mark Barham, Director

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

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

282,649

297,424

313,060

319,577

Operating

344,792

277,689

297,000

306,600

24,603

25,500

32,000

627,441

599,716

635,560

658,177

Expenditures

Capital Outlay Total

Desired Outcomes 1. Reduce average time to initial HelpDesk response by 10% annually.

Observed Results HelpDesk response time was significantly reduced in FY 2012 by implementing procedural changes in the I T Dept.

Average Time to HelpDesk Response (in minutes)

8 7

7.48

6 5 4 3 2

1.67

1.42

0 FY 2011

FY 2012

C - 12

FY 2013

Desired Outcomes 2. Increase website visitors by 10% annually.

Observed Results Website Visitors 250,000 232,176 193,165

187,933

200,000

194,999 183,973

150,000

157,149 120,960

100,000 50,000

69,461

Unique Website Visitors

75,152

67,305

Returning Website Visitors

The increase in unique website visitors averaged 10.7% annually from FY 2009 to FY 2013 the increase in returning website visitors for the same period averaged 33.4% annually.

0 FY 2009

3. Expand the use of the Cityâ&#x20AC;&#x2122;s web site to conduct City business by increasing eGov transactions at least 10% annually.

FY 2010

FY 2011

FY 2012

FY 2013

# eGov Transactions 8,000 7,500 7,000

6,399

6,380

FY 2012

FY 2013

6,500 5,858

6,000

5,500

4,996

5,000

The total number of eGov transactions increased significantly during FY 2010 and FY 2011, and the pace slowed for FY 2012 - Average annual increase during this period was 10.7%

4,500 4,000 FY 2010

4. Increase total dollar amount of online transactions received from citizens by 10% annually.

FY 2011

$ eGov Transactions $1,000,000 $900,000 $882,126

$800,000 $795,966

$700,000 $600,000 $605,677 $563,802

$500,000 $491,953

$400,000 FY 2009

FY 2010

C - 13

FY 2011

FY 2012

FY 2013

$3.34 Million was received for financial transactions over the Cityâ&#x20AC;&#x2122;s website from FY 2009 thru FY 2013. The average increase in receipts over the 5 fiscal years was 16.1%

Information Technology

Staffing

FY 2011

FY 2012

FY 2013

FY 2014

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

833

965

900

950

91.6%

92.8%

90%

>94%

314,125

427,175

450,000

>450,000

6,399

6,380

6,000

>6,500

$795,966

$882,126

$825,000

>$850,000

Total # of outside security breaches (unauthorized intrusion, virus, malware, etc.)

Average time (in hours) to IT Ticket resolution

12.33

10.17

10.0

<8.0

Information Technology Director Systems Analyst Systems Technician Total

Performance Trends and Targets Performance Measures Total # of Helpdesk requests % of Helpdesk requests resolved within 24 hours Total # website visits Total # of eGov transactions Total dollar amount of eGov transactions

C - 14

POLICE DEPARTMENT David C. Sloggie, Chief of Police

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

Cost Centers 1. Law Enforcement Operations -Support Services -Uniformed Bureau -Investigative Bureau

2. Public Safety Communications

3. Parking Garage

Expenditures and Staffing FY 2012 Actual Law Enforcement Operations 3,433,617

FY 2013

FY 2014

FY 2015

FTE

Actual

FTE

Budget

FTE

Adopted

FTE

3,534,593

3,752,769

3,744,257

*Public Safety Communications

512,750

526,505

537,592

545,730

Parking Garage

123,332

136,215

136,115

139,643

4,069,699

4,197,313

4,426,476

4,429,630

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

Desired Outcomes

Observed Results The percentage of Williamsburg citizens’ ratings of “good” or “excellent” were “much above” for police services and crime prevention, while traffic enforcement was “above” the national benchmark.

1. Receive improving National Citizen Survey ratings for all services provided by the Police Department “Much Above’ the national benchmark.

C - 15

Desired Outcomes

Observed Results

2. Receive improving National Citizen Survey responses “Much Above” the national benchmark for citizen ratings when asked if they feel safe in the City.

Survey responses for safety in neighborhoods during the day and after dark were “above”, while responses for safety from violent and property crimes were “much above” the national benchmark for the 2012 survey.

3. Maintain an average response time of 3 minutes or less for calls for service. (Response time is measured from the time the call is received by a regional dispatcher to arrival at the scene)

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

4. Clear Part I crimes at a rate well in excess of the national average (Part I crimes are major crimes such as: murder, rape, robbery, aggravated assault, burglary, larceny and auto theft).

Williamsburg’s Police Department achieved clearance rates for Part I crimes at almost double the national rate for 2008 thru 2012. (Calendar-year based FBI crime clearance statistics for 2012 are the latest available).

C - 16

Police Department Cost Centers: Law Enforcement Operations FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

2,978,628

3,126,000

3,257,519

3,274,007

Operating

445,702

407,751

489,750

467,250

9,287

842

5,500

3,000

3,433,617

3,534,593

3,752,769

3,744,257

Chief of Police

Deputy Chief of Police

Sworn Police Officers

Administrative Assistant

Records Clerk

Parking Enforcement Officer

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

2.7

2.4

2.8

<3.5

Clearance Rate for Part I Crimes

44.7%

46.8%

48.0%

60.0%

Clearance Rate for Part I Crimes-National *

25.8%

22.8%

>30%

145

162

150

<150

<65

115

1,800

1,457

1,600

2,200

Performance Measures Average response time for calls for services (minutes)

Traffic accidents citywide Traffic accidents resulting in injuries DUI incidents Moving violations * FBI statistics for latest available years 2010 & 2011 for localities 10,000 to 24,999 in population

C - 17

Parking Garage FY 2012

FY 2013

FY 2014

FY 2015

Expenditures

Actual

Budget

Adopted

Personnel

71,861

78,228

81,115

81,643

Operating

51,471

57,987

55,000

58,000

123,332

136,215

136,115

139,643

FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

# of vehicles utilizing parking garage

70,312

80,332

82,000

>82,000

$2.66

$2.64

$2.71

$2.75

$263,428

$284,100

$290,000

>$300,000

Capital Outlay Total

Staffing Parking Garage Attendant Total

Performance Trends and Targets

Average hourly fee revenue per vehicle Total parking garage revenue

C - 18

FIRE DEPARTMENT William Dent, Fire Chief

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

Cost Centers 1. Fire Suppression

2. Fire Prevention & 3. Emergency

4. Emergency Management /

Medical Services

Education

Disaster Preparedness

Expenditures and Staffing FY 2012 Actual Fire Suppression, Prevention & EMS

FY 2013 FTE

3,146,614 37

Actual 3,298,458

FY 2014 FTE 37

Budget 3,655,523

FY 2015

FTE 37

Adopted 3,727,575

FTE 37

Emergency Management staffing provided by Fire Department included above

Desired Outcomes

Observed Results Residents rated all Fire Services for the 2012 survey “above” the National benchmark comparison, with EMS, fire prevention & education, and emergency preparedness rated “much above”.

1. Receive improving National Citizen Survey ratings for all services provided by the Fire Department “Much Above” the national benchmark.

C - 19

Desired Outcomes

Observed Results

2. Maintain an average fire response time of 5 minutes or less, from the time calls are received to arrival of first apparatus on the scene.

Average response time for all fire incidents (in minutes) was 4.7, 4.6, and 4.8 for fiscal years 2011, 2012, and 2013 respectively.

3. Maintain an average Emergency Medical (EMS) response time of 5 minutes or less, from the time calls are received to arrival of first apparatus on the scene.

Average response time for all EMS incidents (in minutes) was 5.1, 5.2, and 5.2 for fiscal years 2011, 2012, and 2013 respectively.

4. Minimize Ratio of Average Property Loss to Property Value at Risk to less than 1%.

FY 10 thru FY 13 resulted in average annual property loss of .85% of property value at risk.

C - 20

Fire Department Cost Centers: Fire Suppression, Prevention & Education, and Emergency Medical Services FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

2,766,890

2,941,739

3,191,633

3,264,885

Operating

303,705

275,880

356,890

355,690

76,019

80,839

107,000

3,146,614

3,298,458

3,655,523

3,727,575

Fire Chief

Deputy Fire Chief

Battalion chief

Fire Captain

Lieutenant

Technical Assistant

Fire Inspector

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

Average Fire response time in minutes

4.6

4.8

5.0

<5.0

Average EMS response time in minutes

5.2

5.0

<5.0

Fire Loss (% of total properties at risk)

1.1%

0.1

< 1.0 %

Fire Prevention Inspections (%)

47%

68%

70%

80%

NIMSCAST score (Tier 1/Tier 2)

92% / 70%

95%/70%

100% / 80%

Expenditures

Capital Outlay Total

Staffing

Firefighters Secretary Total

Performance Trends and Targets Performance Measures

Note: NIMSCAST is an assessment tool provided by the federal government to measure a localityâ&#x20AC;&#x2122;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.

C - 21

PUBLIC WORKS Dan Clayton, Director of Public Works / Public Utilities

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

Cost Centers 1. City Shop

2. Engineering/Streets/ Mosquito Control

5. Landscaping

3. Refuse/Recycling Collection

4. Buildings / Facilities Maintenance

6. Cemetery

Expenditures and Staffing FY 2012 Actual

FY 2013

FTE

Actual

FY 2014 FTE

Budget

FY 2015

FTE

Adopted

FTE

City Shop

241,362

235,890

238,986

242,277

Engineering

256,966

269,532

250,788

255,100

Streets

1,038,177

1,057,026

1,087,980

1,084,729

Refuse Collection

636,125

640,393

673,250

609,500

Buildings / Facilities Mtce

425,875

446,790

448,755

467,946

Landscaping

521,731

508,394

526,631

538,183

Mosquito Control

6,149

584

6,950

Cemetery

60,064

61,033

64,360

65,286

Total

3,186,449

3,219,642

3,297,700

3,269,971

Desired Outcomes

Observed Results All Street services surveyed were “much above”, while traffic signal timing was “similar” to national benchmark for 2012.

1. Receive improving National Citizen Survey ratings for Street services provided “Much Above” the national benchmark.

C - 22

Desired Outcomes 2. Increase residential participation in recycling program Citywide.

Observed Results Percent of Recycling Bins Set-Out on Recycling Day 100% 80% 60%

Target 42% 40% 40%

44%

42%

41%

43%

46%

FY2009

FY2010

FY2011

FY2012

FY2013

20% 0% FY2008

3. To meet the State goal of recycling 25% of the City’s solid waste stream each year.

100%

Target set-out rate for recycling material is 42% - City achieved highest rate of 46% for FY 2013, with recycling information available to residents in a variety of ways, including the City’s website, and the Neighborhood Council of Williamsburg.

Since FY 2010 the City has exceeded the State’s goal - for FY 2012 the achievement rate was 152% of the State’s 25% goal.

Percentage of Waste Stream Recycled

80% 60% 40% 36%

20%

State Target 25% 22%

36%

38%

FY2011

FY2012

27%

0% FY2008

FY2009

FY2010

Garbage collection and recycling are contracted services - City received “good” or “excellent” responses by citizens consistently over 74% with the 2012 survey. Yard waste pick-up was “much above”, while recycling and garbage collection were “above” the national benchmark.

4. Receive improving National Citizen Survey ratings for essential services provided by the Public Works department “Much Above” the national benchmark.

C - 23

Public Works Cost Centers: City Shop FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

200,317

190,525

197,113

200,030

Operating

38,823

41,316

39,873

39,747

2,222

4,049

2,000

2,500

241,362

235,890

238,986

242,277

Shop Superintendent

Mechanic

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

# titled fleet vehicles maintained

# other equipment maintained

3.4%

4.5%

Unleaded fuel used (gals)

46,323

46,508

46,000

Diesel fuel used (gals)

15,602

18,267

15,600

212

256

235

100

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures

# of vehicles using alternative fuels % of vehicles using alternative fuels

Maintenance â&#x20AC;&#x153;Aâ&#x20AC;? (oil changes) performed Tires replaced

C - 24

Streets / Engineering / Mosquito Control FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

788,442

812,891

825,318

819,529

Operating

481,305

503,436

491,900

498,750

31,545

10,815

28,500

1,301,292

1,327,142

1,345,718

1,346,779

Superintendent

Engineer

Supervisor

Administrative Secretary

Municipal Service Workers

Expenditures

Capital Outlay Total

Staffing

Public Works Inspector

Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

# traffic signals maintained

578

705

575

2,050

2,100

8,100

5,760

Quarterly EMS meetings with all personnel

Linear lane miles of street swept

1,294

1,686

950

1,000

Tons of debris swept from street

197

208

225

230

Leaf collection - tons collected/recycled Linear feet of new sidewalk installed

C - 25

Refuse Collection FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

Operating

636,125

640,393

673,250

609,500

636,125

640,393

673,250

609,500

FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

Residential refuse accounts

3,100

Residential refuse - tons collected

2,250

2,094

2,255

2,275

0.05

0.06

3,493

3,514

3,500

Tons of recycling collected

695

701

700

710

Average pounds of recycling per account

.01

.02

25%

>25%

36%

38%

39%

>39%

43%

46%

44%

>45%

Garbage collection misses

117

198

150

<150

Recycling collection misses

<40

Expenditures

Capital Outlay Total

Staffing None (contracted service) Total

Performance Trends and Targets

Tons refuse collected per account Residential recycling accounts

% recycling of all refuse Exceed State 25% recycling goal by 150% (goal=37.5%) Recycling Set-out Rate (% participation)

C - 26

Buildings / Facilities Maintenance FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

128,072

137,747

142,085

145,576

Operating

292,732

297,944

286,170

301,870

5,071

11,099

20,500

425,875

446,790

448,755

467,946

Facilities Manager

Municipal Service Worker

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

139,060

75,413

140,000

<140,000

164

137

180

>180

$34,985

$34,550

$38,000

>$40,000

7,042

3,480

4,800

<4,800

686,560

684,080

925,000

<925,000

112,640

n/a

161,700

107,560

165,000

<165,000

228,840

247,840

250,000

<250,000

95,992

107,560

100,000

<100,000

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

Performance Measures Community Building - electricity usage (kwh) Community Building - total events Community Building - fee revenue Community Bldg窶馬atural gas usage (ccf) Municipal Bldg-electrical usage (kwh) Stryker Bldg-electrical usage (kwh) * Police Station-electrical usage (kwh) Fire Station-electrical usage (kwh) Train Station-electrical usage (kwh)

* Stryker Bldg to be demolished and Stryker Center constructed in FY 2015

C - 27

Landscaping FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

324,858

292,424

328,081

331,633

Operating*

180,623

215,493

183,550

191,550

16,250

477

15,000

521,731

508,394

526,631

538,183

Superintendent

Supervisor

Municipal Service Workers

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

Plant at least 16,000 bulbs per year

ď&#x192;ź

8,000

16,000

>12,000

Trees planted - new *

>25

Trees planted - replacement *

>25

3,521

3,232

3,000

202,560

# street / park trees maintained

1,258

980

1,005

1,030

Gallons of herbicide used

4,804

3,276

3,800

<4,000

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures

Mowed acreage Sq. ft. of planting beds maintained

C - 28

Cemetery FY 2012

FY 2013

FY 2014

FY 2015

Expenditures

Actual

Budget

Adopted

Personnel

54,424

54,724

57,060

57,686

Operating

5,640

6,279

7,300

7,600

60,064

61,003

64,360

65,286

Capital Outlay Total

Staffing Caretaker Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

# of interments

# of purchases - lots/spaces

$39,555

$41,070

$40,000

$3,003

$2,693

$2,800

Performance Measures

Revenue generated Cost per acre maintained (20 acres)

C - 29

RECREATION Lori C. Rierson, Recreation Director Mission To provide quality recreational facilities, parks and programs, which are safe, diverse, affordable and enriching to the community through our commitment to public service.

Cost Centers 1. Administration

2. Parks

3. Programs

Expenditures and Staffing FY 2012 Actual

FY 2013

FTE

Actual

FY 2014 FTE

Budget

FY 2015 FTE

Adopted

FTE

Administration

368,827

389,258 3.5

424,756 3.5

445,323 3.5

Parks

218,885

202,091

229,066

242,753

Programs

584,626

568,562

593,240

588,483

Total

1,172,338

Desired Outcomes

1,159,911 8.5

1,247,062 8.5

1,276,559 8.5

Observed Results City parks were “similar”, while Recreation opportunities, programs, and centers & facilities were rated “much above” the national benchmark for the latest 2012 survey.

1. Receive improving National Citizen Survey ratings for Recreation services and facilities “Much Above” the national benchmark.

C - 30

Desired Outcomes

Observed Results Biennial responses from the National Citizen Survey show a decline in use of the recreation center, and a slight decline in participation in programs & activities, and park visitation. It must be noted that the survey results include only City residents, as shown below.

2. Increase the number of City residents using the Recreation Center, visiting parks, and participating in recreation programs or activities.

3. Increase the total number of recreation program participants .

30,000

25,000 26,135

20,000

25,886

22,010 20,902

21,376

FY2009

FY2010

18,899

15,000

The co-sponsored STARZ fast-pitch softball program moved to another locality; pool closing and reduced number of tennis classes also impacted participation during FY 2013. Average annual increase over 6 years is 6.7%.

10,000 FY2008

4. Increase the percentage of City resident participation in recreation program.

FY2011

FY2012

FY2013

30,000

25,000 20,000 15,000 10,000

19,841

20,434

16,534

16,631

16,795

4,475

4,363

4,743

5,215

6,294

5,452

2008

2009

2010

2011

2012

2013

14,419

5,000

C - 31

Non-City recreation program participants City recreation program participants

Ratio of City resident to total program participants has ranged from 21% to 24% since 2008. City resident participation for 2013 was 21%.

Recreation Cost Centers: Administration FY 2012

FY 2013

FY 2014

Actual

Budget

Adopted

Personnel

282,363

297,870

323,976

327,943

Operating

86,464

91,388

100,780

117,380

368,827

389,258

424,756

445,323

Senior Secretary

Office Assâ&#x20AC;&#x2122;t/Receptionist

3.5

FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

Total number of recreation program participants

26,135

25,886

27,000

27,500

Number of City participants in recreation programs

6,294

5,452

6,000

Percent of total participants in Recreation programs who are city residents

24.1%

21.1%

22%

>24%

$22

$24

Expenditures

Capital Outlay Total

Staffing Recreation Director Deputy Recreation Director

Total

Performance Trends and Targets

Average O & M cost per program participant

C - 32

Parks

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

170,962

164,359

178,131

180,188

Operating

36,787

30,890

39,135

50,565

Capital Outlay

11,136

6,842

11,800

12,000

218,885

202,091

229,066

242,753

Expenditures

Total

Staffing Park Manager / Waller Mill Park Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

Total park acreage (In City and Waller Mill)

1,433.8

Waller Mill Park attendance

81,254

90,066

95,000

98,000

266

241

250

>250

5,731

4,729

4,800

4,900

13,194

12,770

13,000

13,500

$123,302

$125,842

$126,000

>$126,000

Waller Mill Dog Park members Waller Mill Dog Park visits Waller Mill boat rentals (participants) Waller Mill Park revenues

C - 33

Programs

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

280,469

291,291

298,640

287,688

Operating

272,729

252,388

265,100

271,295

31,428

24,883

29,500

584,626

568,562

593,240

588,483

Recreation Supervisor

Maintenance Superintendent

Maintenance Worker

FY 2012

FY 2013

FY 2014

Performance Measures

Actual

Projected

Target

Walking Club participation

2,943

3,777

4,000

>4,000

Open Play participation

6,569

7,319

7,300

>7,300

Youth league participation

1,843

1,628

1,600

1,700

Adult league participation

2,846

3,838

3,900

3,950

937

532

700

>700

1,896

n/a

>60

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

Athletic camps & clinics Pool attendance Swim lesson attendance

C - 34

PLANNING & CODES COMPLIANCE Reed T. Nester, AICP, Planning Director

Mission Guide the physical development of the City as recommended by the Comprehensive Plan, and protect the health, safety and welfare of citizens and businesses through the enforcement of land development ordinances and building and property maintenance codes.

Cost Centers 1. Planning

2. Codes Compliance

Expenditures and Staffing FY 2012 Actual

FY 2013

FTE

Actual

FY 2014

FTE

Budget

FY 2015

FTE

Adopted FTE

Planning

451,486

484,253

491,451

499,516

Codes Compliance

292,184

306,016

333,592

369,442

Total

743,670

790,269

825,043

868,958

Desired Outcomes

Observed Results Planning-related categories showed improvement over the last three National Citizen Surveys—land use, planning & zoning was “above”, while code enforcement scored “much above” the national benchmark.

1. Receive improving National Citizen Survey ratings for Land Use & Zoning services provided by the City’s Code Compliance department “Much Above” the national benchmark.

C - 35

Desired Outcomes 2. Protect the visual and historic character of the City through an effective architectural review program.

Observed Results Architectural Review Board Cases 180 160

140

120 Not approved

100

80 60

145

159 126

128

FY 2011

FY 2012

48% of City land is subject to review by the Architectural Review Board. ARB reviewed 163 cases in FY 2013, approving 98%.

Approved

40 20 0 FY 2010

3. Protect the environmental character and quality of the City through enforcement of city & state environmental regulations (Chesapeake Bay Preservation and Erosion & Sedimentation Control regulations).

Inspections

1,600 1,400

FY 2013

1335

1,200

1088

1037

1,000

813

800 600 400

200 0 FY 2010

4. Protect the character and quality of the Cityâ&#x20AC;&#x2122;s residential neighborhoods through proactive enforcement of the Property Maintenance code and Rental Inspection program.

3,000 2,500

FY 2011

FY 2012

Property Maintenance & Rental Inspections 112

148

2,000

1,500 1,000

FY 2013

267

Rental inspections

1,083

1,164

Property maintenance inspections

FY 2012

FY 2013

269

2,224

2,269

500

0 FY 2010

FY 2011

C - 36

60% of the City is subject to Chesapeake Bay protection regulations. In FY 2013 Planning Commission and staff approved 4 site plans complying with these regulations. 813 inspections were performed to ensure compliance with E & S regulations.

In FY 2013 there were 1,164 property maintenance code inspections, and 267 rental inspections performed. 99% of property maintenance, and 100% of rental inspection cases were brought into voluntary compliance.

Planning and Codes Compliance Cost Centers: Planning FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

396,730

411,954

425,801

431,366

Operating

54,756

72,299

65,150

67,650

500

451,486

484,253

491,451

499,516

Planning Director

Deputy Planning Director

Zoning Administrator

Administrative Assistant

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

Zoning text amendments / % approved

9 / 100%

11 / 100%

Rezonings / % approved

2 / 100%

9 / 100%

Special Use Permits / % approved

3 / 100%

2 / 100%

Major Site Plans Reviewed

Major Subdivisions Reviewed

BZA variances / % approved

3 / 100%

2 / 100%

BZA special exceptions / % approved

4 / 100%

2 / 100%

ARB Building cases / % approved

68 / 95%

121 / 97%

63 / 100%

42 / 100%

100

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures

ARB Sign cases / % approved

C - 37

Codes Compliance FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

260,933

278,396

289,392

326,092

Operating

31,251

27,620

44,200

43,350

292,184

306,016

333,592

369,442

Codes Compliance Administrator

Combination Inspector

Secretary (Technical Asst., Office Asst.)

FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

Residential plans reviewed

Residential building permits issued

105

110

Commercial plans reviewed

132

Commercial building permits issued

145

Erosion & Sedimentation Control permits issued

Erosion & Sedimentation Control inspections

1,037

813

800

Property Maintenance inspections

1,083

1,164

1,500

99%

98%

100%

269

267

150

190

100%

98%

100%

$66,104

$22,596

$28,000

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

Property Maintenance cases brought into voluntary compliance Rental Inspections Rental Inspection cases brought into voluntary compliance Valuation of all permits issued (1,000s)

C - 38

HUMAN SERVICES - PUBLIC ASSISTANCE FUND Peter Walentisch, Director of Human Services

Mission To respond to the physical, emotional, and general human service needs of children, adults, and families in crisis, and to provide stabilization for program participants.

Cost Centers 1. Benefit Programs

2. Service Programs

3. Community Service Programs

4. Comprehensive Services

Expenditures and Staffing FY 2012 Actual Health & Welfare

1,922,162

Less Subsidy from General Fund

-601,751

Total—Net Expenditures

1,320,411

Desired Outcomes

FY 2013 FTE 13

Actual 1,785,648

FY 2014 FTE 13

-601,751 13

1,183,897

Budget 2,072,160

FY 2015

FTE 14

-798,751 13

1,273,409

Adopted 2,017,765

FTE 14

-798,751 14

1,219,014

Observed Results Residents rated services to seniors for the 2012 survey “much above” , with services to youth & low-income people rated “similar” to the National benchmark comparison.

1. Receive improving National Citizen Survey ratings for Human Services “Much Above” the national benchmark.

C - 39

Desired Outcomes

Observed Results

2. Reduce and maintain the number of city resident families requiring food stamp (SNAP) at less than 450 per year on average.

Demand for food stamp services in the city has increased at an average annual rate of 20% since FY 2008.

3. Reduce and maintain the number of city residents requiring Medicaid at less than average of 450 per year.

The average number of residents receiving Medicaid benefits in the City increased at an annual rate of 10% between FY 2008 and FY 2012, and reducing slightly during FY 2013.

4. Exceed State standard of 95% of foster care youth with face-to-face contact with a social worker.

Average number of clients served over this time period is 7 - compliance history shown is at 100% of all cases with face-to-face contact with a social worker from the Human Services department.

100% 95%

90% 85% 80%

C - 40

Human Services (all cost centers) FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Benefit Programs

390,108

354,366

432,224

403,553

Service Programs

967,297

801,175

981,154

928,172

Community Service Programs

397,890

385,181

458,782

443,908

Comprehensive Services

166,867

244,926

200,000

242,132

1,922,162

1,785,648

2,072,160

2,017,765

Director

Eligibility Worker

Social Worker

Office/Clerical

Expenditures

Total

Staffing

Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

* Quality assurance negative action error rate

VIEW (Va Incentive for Employment, Not Welfare) percent employed (yearly avg)

48%

49%

50%

>50%

Timeliness of application processingexpedited food stamp applications

99%

97%

100%

257

247

170

Family Services cases

110

Employment Services cases

149

161

175

Youth Achievement Program participants

Performance Measures

APS/Adult Service cases Foster Care cases

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

C - 41

PUBLIC UTILITIES - UTILITY FUND Dan Clayton, Director of Public Works / Public Utilities

Mission To provide a safe, efficient, and cost-effective waterworks and sewage conveyance system throughout the City.

Cost Centers 1. Administration

2. Water Treatment

3. Water & Sewer System

Expenditures and Staffing FY 2012 Actual

FY 2013

FTE

Actual

FY 2014 FTE

Budget

FY 2015

FTE

Adopted

FTE

*Administration

1,981,456

2,048,854

2,229,371

2,207,765

Water Treatment

1,076,423

1,095,345

1,330,991

1,334,098

Water/Sewer Systems

2,437,817

2,634,145

2,611,798

2,766,285

Total

5,495,696

5,778,344

6,172,160

6,308,148

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

Desired Outcomes

Observed Results The National Citizen Survey includes “key drivers”, which are services that correlate most strongly with residents’ perceptions about overall City service quality. Drinking water is one of five services identified in the survey as a key driver.

1. Receive improving National Citizen Survey ratings for Water & Sewer services “Much Above” the national benchmark.

C - 42

Desired Outcomes

Observed Results

2. Continue water conservation measures to target water consumption under 165 gallons per residential connection per month.

The average annual reduction in residential water consumption from FY 2008 thru FY 2013 was 3.6%.

3. To provide water with a quality that exceeds minimum regulatory standards (i.e. as perfect as possible) and to operate water plant in an exemplary manner (within the provisions of the Virginia Optimization Program (VOP) of the Virginia Department of Health).

VOP establishes state-wide optimization and a mechanism for monitoring and tracking goal attainment, The programâ&#x20AC;&#x2122;s criteria is currently focused on enhanced particulate removal at surface water treatment plants with gravity flow, granular media filters.

Virginia Optimization Program Silver

Silver

Bronze

FY2010

FY2011

FY2009

4. Minimize sewer backups using preventive maintenance schedule.

FY2012

Preventive maintenance at key locations around the city have decreased the number of backups since FY 2010.

Sewer Backups 100 80 80 60

65 53

20 0 FY2009

FY2010

C - 43

FY2011

FY2012

FY2013

Public Utilities Cost Centers: Administration FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

309,767

324,172

421,683

420,592

Operating

17,486

34,377

33,300

32,900

1,654,203

1,690,305

1,774,388

1,754,273

1,981,456

2,048,854

2,229,371

2,207,765

Director of Public Utilities

Project Engineer

Civil Engineer

Administrative Secretary

Expenditures

Capital Outlay (including debt service) Total

Staffing

Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Performance Measures

Actual

Projected

Target

# of residential connections

3,651

3,653

3,600

3,650

153

142

165

<165

$64.57

$63.54

6% increase

$145,500

$268,000

$160,000

>$160,000

$4,139,455

$4,145,179

$4,151,250

$4,100,000

Average gals of water consumed per residential connection per day Average water bill per residential connection (quarterly) Availability fees collected Water sales

C - 44

Water Treatment FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

677,335

693,479

745,561

743,568

Operating

390,432

393,268

567,930

572,030

8,656

8,598

17,500

18,500

1,076,423

1,095,345

1,330,991

1,334,098

Expenditures

Capital Outlay Total

Staffing Superintendent

Chief Operator

Senior Operator

Operators

Total

Performance Trends and Targets FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

1,015,477

908,481

>1,000,000

60.0

61.0

45.0



2,717

2,489

2,900

<3,000

Peak day treatment (1,000’s gal)

4,416,000

4,147,000

4,500,000

Minimum day treatment (1,000’s gal)

1,820,000

1,703,000

2,000,000

-2.5”

+3.5”

>+5.0”

Performance Measures Total gallons of water treated (in thousands) Rainfall for year in inches Meet Federal & State drinking water regulations Ave. daily water consumed (1,000’s gal)

Reservoir level (lowest level)

C - 45

Water & Sewer Systems FY 2012

FY 2013

FY 2014

FY 2015

Actual

Budget

Adopted

Personnel

630,793

669,582

722,598

728,135

Operating

1,791,791

1,947,656

1,848,400

1,999,350

15,233

16,907

40,800

38,800

2,437,817

2,634,145

2,611,798

2,766,285

Superintendent

Program Manager

Supervisor

Municipal Service Workers

FY 2012

FY 2013

FY 2014

FY 2015

Actual

Projected

Target

3,503

2,779

3,800

3,900

<60

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures # of water leaks repaired MISS UTILITY tickets serviced # sewer backups

C - 46

INTRODUCTION The Summary Section provides an overview of all budgeted funds for the upcoming year. These include the General Fund, Sales Tax Fund (which provides for general capital improvements), Public Assistance Fund, Quarterpath Community Development Authority Fund, and the Utility Fund (which also includes capital improvements). Revenues and expenditures/expenses are categorized by type, in accordance with recommended standard formats of the Government Finance Officers Association, enabling consistency and comparability between all forms of local government.

CONTENTS Page Budget Summary - All Funds .......................................................................................................D-2 Budget Summary - All Funds-by Fund ......................................................................................... D-3 Budget Summary - General Fund .......................................................................................D-4 - D-5 Revenue and Expenditure Highlights - General Fund ......................................................D-6 - D-13 Budget Summary by Major Funding Categories ............................................................ D-14 - D-24 Budget Summary - Utility Fund ..................................................................................................D-25 Revenue and Expense Highlights - Utility Fund ............................................................ D-26 - D-31 Budget Summary â&#x20AC;&#x201C; Public Assistance Fund .............................................................................D-32 Budget Summary â&#x20AC;&#x201C; Quarterpath Community Development Authority Fund .............................D-33 Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balance/Working Capital/Graph ........................................... D-34 - D-36 Revenue and Expenditure Trends/Graph ...................................................................... D-37 - D-39 Supplemental Information: General Fund Revenues - Detail ............................................................................... D-40 - D-43 General Fund Expenditures - Detail .......................................................................... D-44 - D-63 Utility Fund Revenues - Detail ...............................................................................................D-64 Utility Fund Expenses - Detail .................................................................................... D-64 - D-67 Staffing Levels............................................................................................................ D-68 - D-70

CITY OF WILLIAMSBURG

ALL FUNDS - FISCAL YEAR 2015

ACTUAL FY 2013

ESTIMATED FY 2014

ADOPTED FY 2015

REVENUES: GENERAL PROPERTY TAXES OTHER LOCAL TAXES LICENSES AND PERMITS FINES USE OF MONEY & PROPERTY CHARGES FOR SERVICES MISCELLANEOUS INTERGOVERNMENTAL

12,346,204 18,949,746 151,637 228,172 805,125 6,366,030 1,373,113 5,032,997

12,718,540 18,425,000 159,520 205,200 759,025 6,603,940 6,548,863 5,507,029

12,982,540 18,425,000 155,230 205,200 838,450 6,793,140 2,234,929 5,473,744

TOTAL BEFORE TRANSFERS

45,253,024

50,927,117

47,108,233

TRANSFER FROM (TO) SURPLUS

(2,011,104)

(2,770,011)

2,606,964

TOTAL REVENUES

43,241,920

48,157,106

49,715,197

4,088,499 398,300 9,565,523 3,953,639 6,538,438 2,998,519 8,205,969 2,160,922 4,198,407 1,133,704

4,421,455 420,000 9,871,355 5,666,677 6,706,122 3,316,337 9,865,656 2,246,899 4,294,717 1,347,888

4,498,834 570,000 10,019,516 4,975,585 7,090,375 3,265,711 9,473,170 3,240,825 5,117,845 1,463,335

43,241,920

48,157,106

49,715,197

EXPENDITURES / EXPENSES: GENERAL GOV'T ADMINISTRATION JUDICIAL ADMINISTRATION PUBLIC SAFETY PUBLIC WORKS PUBLIC UTILITIES HEALTH AND WELFARE EDUCATION PARKS, REC., AND CULTURAL COMMUNITY DEVELOPMENT DEBT SERVICE TOTAL EXPENDITURES / EXPENSES

D-2

CITY OF WILLIAMSBURG

BY FUNDS - FISCAL YEAR 2015

GENERAL FUND

SALES TAX CAPITAL IMPROVEMENTS

UTILITY FUND *

PUBLIC ASSISTANCE QUARTERPATH FUND CDA

GRAND TOTAL

REVENUES: GENERAL PROPERTY TAXES OTHER LOCAL TAXES LICENSES AND PERMITS FINES USE OF MONEY & PROPERTY CHARGES FOR SERVICES MISCELLANEOUS INTERGOVERNMENTAL TOTAL BEFORE TRANSFERS

12,982,540 14,225,000 155,230 205,200 712,450 414,600 1,473,800 3,354,167 33,522,987

0 4,200,000 0 0 100,000 0 450,000 150,000 4,900,000

0 0 0 0 26,000 6,378,540 0 0 6,404,540

0 0 0 0 0 0 0 1,969,577 1,969,577

0 0 0 0 0 0 311,129 0 311,129

12,982,540 18,425,000 155,230 205,200 838,450 6,793,140 2,234,929 5,473,744 47,108,233

TRANSFERS FROM SURPLUS

210,654

1,439,513

908,608

48,188

2,606,964

33,733,641

6,339,513

7,313,148

2,017,765

311,129

49,715,197

3,960,834 420,000 9,493,516 3,409,085 0 1,247,946 8,671,719 2,223,825 4,306,716 0

538,000 150,000 526,000 1,566,500 0 0 801,451 1,017,000 500,000 1,240,562

0 0 0 0 7,090,375 0 0 0 0 222,773

0 0 0 0 0 2,017,765 0 0 0 0

0 0 0 0 0 0 0 0 311,129 0

4,498,834 570,000 10,019,516 4,975,585 7,090,375 3,265,711 9,473,170 3,240,825 5,117,845 1,463,335

33,733,641

6,339,513

7,313,148

2,017,765

311,129

49,715,197

TOTAL REVENUES

EXPENDITURES / EXPENSES: GENERAL GOV'T ADMIN. JUDICIAL ADMINISTRATION PUBLIC SAFETY PUBLIC WORKS PUBLIC UTILITIES HEALTH AND WELFARE EDUCATION PARKS, REC., AND CULTURAL COMMUNITY DEVELOPMENT** DEBT SERVICE TOTAL EXPENDITURES

* Includes Utility Fund Capital Projects ** Sales Tax Fund includes Council contingency for economic development & tourism promotion initiatives ** Quarterpath CDA is a fiduciary fund for collection & remittance of special assessments each year.

D-3

CITY OF WILLIAMSBURG

GENERAL FUND - FISCAL YEAR 2015

REVENUES

CHARGES FOR SERVICES 1% GENERAL PROPERTY TAXES 39%

OTHER LOCAL TAXES 43%

LICENSES, PERMITS 1% INTERGOV'TL 10%

MISC 4%

USE OF MONEY/PROPERTY 2%

EXPENDITURES

HEALTH AND WELFARE 3.7%

EDUCATION 25.7%

PUBLIC WORKS 10.1%

COMMUNITY DEVELOPMENT 12.8% PARKS, REC., AND CULTURAL 6.6%

PUBLIC SAFETY 28.1%

JUDICIAL ADMINISTRATION 1.2%

D-4

GENERAL GOV'T ADMINISTRATION 11.7%

CITY OF WILLIAMSBURG

GENERAL FUND - FISCAL YEAR 2015

ACTUAL FY 2012

ACTUAL FY 2013

BUDGETED FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

REVENUES: GENERAL PROPERTY TAXES OTHER LOCAL TAXES LICENSES AND PERMITS FINES USE OF MONEY & PROPERTY CHARGES FOR SERVICE MISCELLANEOUS INTERGOVERNMENTAL

12,377,773 14,195,933 181,806 259,308 522,455 445,800 1,389,001 3,142,149

12,346,204 14,455,418 151,637 228,172 667,132 421,724 1,373,113 3,003,663

12,652,720 14,211,000 134,630 220,500 627,325 423,850 1,709,663 3,196,887

12,718,540 14,225,000 159,520 205,200 633,025 402,100 1,473,863 3,359,869

12,982,540 14,225,000 155,230 205,200 712,450 414,600 1,473,800 3,354,167

32,514,225

32,647,063

33,176,575

33,177,117

33,522,987

TRANSFER FROM (TO) SURPLUS

(1,277,023)

(1,333,080)

TOTAL REVENUES

31,237,202

31,313,983

33,272,430

33,024,936

33,733,641

3,961,445 371,367 8,730,978 3,500,093 1,095,950 7,337,320 2,071,082 4,168,967

3,715,105 398,300 8,852,416 3,308,054 1,072,450 7,673,329 2,095,922 4,198,407

3,915,850 420,000 9,412,761 3,404,256 1,244,177 8,380,656 2,187,568 4,307,162

3,881,455 420,000 9,312,355 3,334,677 1,244,177 8,380,656 2,156,899 4,294,717

3,960,834 420,000 9,493,516 3,409,085 1,247,946 8,671,719 2,223,825 4,306,716

31,237,202

31,313,983

33,272,430

33,024,936

33,733,641

TOTAL BEFORE FUND TRANSFERS

95,855

(152,181)

210,654

EXPENDITURES: GENERAL GOV'T ADMINISTRATION JUDICIAL ADMINISTRATION PUBLIC SAFETY PUBLIC WORKS HEALTH AND WELFARE EDUCATION PARKS, REC., AND CULTURAL COMMUNITY DEVELOPMENT TOTAL EXPENDITURES

D-5

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2015

General Property Taxes - All real estate, public service, personal and business property taxes, including penalties and interest, are included. Real estate property reassessments for residential properties are expected to increase about 3.8%, and commercial values up slightly by 0.3% for an overall increase of 2.6%. The real estate tax rate remains unchanged at $.57/$100. Overall real estate taxes are estimated to be $9.6 Million for FY 2015. Personal property tax receipts are budgeted at $2.7 Million, with no change in the $3.50/$100 tax rate. Identification of vehicles in the City thru State DMV records continues to improve accuracy of vehicles located in the City, as vehicle decals are no longer required. The tax relief rate for FY 2015 personal use vehicles is estimated to be 56%. Total property taxes, including penalties and interest, are expected to increase 2.5% from last year’s levels.

Other Local Taxes -This category consists of consumer utility taxes, communication sales taxes, business and franchise, bank stock, recordation, cigarette, room, meal, and $2 lodging taxes. Utility taxes are based on residential and commercial usage. Overall, other local tax receipts are estimated to increase slightly by .10% for FY 2015. Room tax collections are estimated to be $3.19 Million, level with collection estimates for FY 2014. Meal taxes receipts are estimated to be $6.4 Million for FY 2015, level with collection estimates for FY 2014. The economic recession and its affects on tourism tax collections are discussed in greater detail in the City Manager’s Budget Message.

General Property Taxes (millions)

$12

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

Other Local Taxes (millions)

$16

$12

D-6

REVENUE HIGHLIGHTS

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; GENERAL FUND â&#x20AC;&#x201C; FISCAL YEAR 2015

Licenses and Permits - Licenses and permits consist of city-wide on-street parking, building, electrical, plumbing, mechanical, sign, and various inspection fees. The last several years have experienced fluctuations, largely from the High Street Williamsburg, Riverside, and Quarterpath Crossing projects. Receipts were $151K in FY 2013, and expected to increase to $159K for FY 2014, with totals for FY 2015 budgeted at $155,230. Development of the Riverside property will increase license activity for the next few years.

REVENUE HIGHLIGHTS

Licenses & Permits (thousands)

$240

$160

$80

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

Fines

Fines - Court fines, parking citations, and code violations make up this revenue classification. Court fines are collected by the Clerk of Circuit Court and remitted to the City monthly. Receipts during FY 2013 were $138,585, down about 10% from the FY 2012 level of $153,107. Collections for FY 2014 and FY 2015 are expected to be fairly level at $120,000. Parking fines are for violations in on-street parking areas throughout the City, and revenue for FY 2014 and FY 2015 is anticipated to remain in the $85,000 range.

(thousands)

$270 $240 $210 $180 $150 $120 $90 $60 $30 $0

D-7

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2015

REVENUE HIGHLIGHTS

Use of Money & Property

Use of Money and Property – Income from rentals of city-owned buildings, such as the Train Station, Stryker Building, and Community Building, is included here. Parking fees are generated from the Prince George Parking Garage, and were $284,100 in FY 2013 (up 7.8% from FY 2012), and expected to be $315,000 for FY 2014 and FY 2015 respectively. As of March 1, 2013, the City took over responsibility of the Williamsburg Redevelopment & Housing Authority’s Triangle Building. Rental income from the operation will help offset maintenance costs. Rental income of $140,000 is budgeted for FY 2015, with anticipated full occupancy of the building.

(millions)

$0.8

$0.5

$0.3

$0.0

Charges for Services - Charges represent fees for various activities within the City, such as all recreation fees and program revenues, cemetery lots, and grave openings. Entrance fees for Waller Mill Park were imposed during FY 2011, and are expected to generate approximately $42,000 for FY 2015. The Quarterpath Pool was closed during FY 2013. Overall charges for services are budgeted at $414,600 for FY 2015.

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

Charges for Services (thousands)

$500

$400

$300

$200

$100

D-8

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; GENERAL FUND â&#x20AC;&#x201C; FISCAL YEAR 2015

REVENUE HIGHLIGHTS

Miscellaneous Revenues (millions)

Miscellaneous - This category is comprised of various sources, such as payments in lieu of taxes, insurance dividend refunds [from a self-insurance liability pool], Arts Commission reimbursement from James City County and the State, and overhead charges from the Utility Fund. EMS Recovery Fees of $425,680 were received during FY 2013, with anticipated receipts for FY 2014 & FY 2015 to be $415,000. Also included in the miscellaneous category are public safety overtime reimbursements. During FY 2014 a contribution of $120,000 was given to the City by the College of William & Mary to help defray costs of providing emergency services to the campus.

$1.8 $1.5 $1.3 $1.0 $0.8 $0.5 $0.3 $0.0

Intergovernmental - These funds include State reimbursements for expenses incurred for Constitutional Officers, sales taxes designated for education, 599 law enforcement funds, VDOT street maintenance payments, and various other taxes returned to the City. An anticipated VDOT lane mileage reimbursement rate increase of 2%-3% will generate an additional $30,000 for FY 2015. Law enforcement 599 funds are expected to remain level with FY 2014 receipts of 373,313. Sales tax for education revenues are up substantially based on higher City student counts. Funding by the State Compensation Board for the Commissioner of the Revenue, Treasurer, and Registrar have been reduced in recent years, and are estimated to remain fairly level with FY 2014 reimbursements.

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

Intergovernmental (millions)

$3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0

D-9

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; GENERAL FUND â&#x20AC;&#x201C; FISCAL YEAR 2015

General Government Administration - This category is comprised of City Council, Clerk of Council/Communications, City Manager, Human Resources, City Attorney, Commissioner of the Revenue, Assessor, Treasurer, Finance, Vehicle Repair Shop, Electoral Board, Registrar and Information Technology. Expenditures are estimated to be up slightly by 1.15% over the current year. Health care costs are expected to remain level next year. Pension costs for the Virginia Retirement System are increasing from the current employer rate of 16.29% to 17.04% of payroll for all full-time employees. Employees will continue to pay their full 5% share.

Judicial Administration - Judicial functions are performed by the Circuit Court, General District Court, Juvenile and Domestic Relations Court, Clerk of the Circuit Court, Commonwealth Attorney, 9th District Court Service Unit, and Magistrate. Judicial functions have been performed in the jointly operated Williamsburg-James City County Courthouse since FY 2001. An expanded explanation is included in the "Notes on Funding Relationships" section of the budget guide. Costs are shared with James City County on a population basis each year. Funding at $420,000 is anticipated for FY2014.

EXPENDITURE HIGHLIGHTS

General Gov't Administration (millions)

$4.0 $3.2 $2.4 $1.6 $0.8 $0.0

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

Judicial Administration (thousands)

$500

$400

$300

$200

$100

D - 10

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2015

Public Safety - Departments included in this classification are Police, Parking Garage, consolidated E-911 Dispatch, Fire, Sheriff, Group Home Commission, Animal Control, and Medical Examiner. The City participates in the VA Peninsula Regional Jail Authority. Jail costs are level for FY 2015, at $1,191,240, based a slight reduction in City population at the Jail. Total public safety expenditures will increase slightly by 1.0% next year. The City will continue its partnership with the regional E-911 dispatch services operated by York County. Staffing levels remain unchanged for FY 2015.

EXPENDITURE HIGHLIGHTS

Public Safety (millions)

$10 $9 $8 $7 $6 $5 $4 $3 $2 $1 $0

Public Works – Engineering, Streets, Refuse Collection, Landfill, Municipal Center, Codes Compliance, Rental Properties, Landscaping and Cemetery make up the Public Works section of the budget. Overall costs for FY 2015 are anticipated to increase slightly by .14%. The City’s annual street resurfacing program was transferred to the capital projects fund in FY 2011, and remains there. Refuse collection costs will be reduced for FY 2015 with the recycling program moving to a biweekly schedule. Street department costs are budgeted to decrease next year by .30% with recent retirements of 2 long-time employees. Maintenance for all City-owned buildings will be up about 4% for FY 2015 largely from increased utility and miscellaneous maintenance costs.

Actual FY 2013

Budget FY 2014

Adopted FY 2015

Public Works (millions)

$3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0

D - 11

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2015

Health and Welfare - This category consists of Health, Mosquito Control, Colonial Behavioral Health, Public Assistance, and Public Assistance Transportation. The Health section budget is for the City's share of contributions to the Peninsula Health Center, Olde Town Medical Center, and Colonial Behavioral Health, which provides mental health services for the community. The City’s subsidy of $798,751 to the Public Assistance Fund is level with FY 2014. Overall, health and welfare costs for FY 2015 are estimated to increase slightly by .30% for next year.

Health & Welfare (millions)

$1.2

$0.8

$0.4

$0.0

Education - This is the City's annual contribution to the jointly operated Williamsburg-James City County Public School system. FY 2015 is the third year of the latest School contract. School operating costs for FY 2015 are estimated to be approximately $8.7 Million, up 3.5%, based on the current student enrollment-driven formula. City funding for the joint school system will ultimately depend on the level of funding provided by James City County. Capital costs are budgeted in the Sales Tax Fund for the City’s portion of projects next year.

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

Education (millions)

D - 12

EXPENDITURE HIGHLIGHTS

Actual FY 2012

Actual FY 2013

Budget FY 2014

Adopted FY 2015

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2015

Parks, Recreation and Cultural - Recreation administration, playgrounds, parks, library, and amounts provided to organizations through the Williamsburg Area Arts Commission are included in this category. Recreation costs are expected to increase by 1.9% from last year, from increased building HVAC maintenance costs, umpire fee increases, and increased supplies for the World Series program and disc golf. The City's contribution to the Williamsburg Regional Library, operated jointly with James City County, is $831,619, up 1.5%. Arts Commission contributions are expected to remain level at $120,000 for FY 2015. Each year, as funding partner, James City County reimburses the City half the program costs. A $10,000 State Challenge Grant is anticipated again in FY 2015.

Community Development - This includes contributions to various human service and community & economic development agencies within the City. Also included is the $2 per night lodging tax, which is collected and remitted monthly to the Williamsburg Area Destination Marketing Committee (WADMC). This pass-thru funding is again estimated to be $1.3 Million. Overall funding for this category is level with FY 2014. The operating funds section includes all details of other contributions to various outside agencies. A discussion on major contributions to community and economic development agencies is included in the City Manager’s budget message.

Parks, Recreation, and Cultural (millions)

$2.4

$1.8

$1.2

$0.6

$0.0

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

Community Development (millions)

$4.5

$3.0

$1.5

$0.0

D - 13

EXPENDITURE HIGHLIGHTS

Actual FY 2012

Actual FY 2013

Budget FY Adopted FY 2014 2015

CITY OF WILLIAMSBURG

MAJOR FUNDING CATEGORIES - FISCAL YEAR 2015

ACTUAL FY 2012

PURPOSE I

CITY DEPARTMENTS

CONSTITUTIONAL OFFICERS

III

ACTUAL FY 2013

BUDGETED FY 2014

ADOPTED FY 2015

16,572,597

16,432,836

17,569,137

17,721,960

1,659,857

1,576,427

1,572,422

1,567,729

JUDICIAL

601,970

551,195

559,422

579,422

HEALTH

449,233

430,031

434,576

438,345

SCHOOLS

7,337,320

7,673,329

8,380,656

8,671,719

LIBRARY

779,744

819,526

820,506

827,266

VII

DEBT SERVICE

VIII

CONTRIBUTIONS TO AGENCIES

3,836,481

3,830,639

3,935,711

3,927,200

31,237,202

31,313,983

33,272,430

33,733,641

TOTAL

*This table summarizes the funding history and adopted FY2015 budgets for the eight major funding categories of the City. Debt Service is included in the Capital Improvement Program budget.

CITY DEPARTMENTS 52.5%

CONSTITUTIONAL OFFICERS 4.6% JUDICIAL AND LEGAL 1.7% HEALTH 1.3% CONTRIBUTIONS TO AGENCIES 11.6%

SCHOOLS 25.7%

LIBRARY 2.5%

D - 14

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

SECTION I CITY DEPARTMENTS ACTUAL FY 2012 1101

CITY COUNCIL Personnel Operating Capital Outlay Total

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

41,338 79,876 0 121,214

41,338 98,444 0 139,782

41,338 94,511 420 136,269

41,338 98,011 450 139,799

CLERK OF COUNCIL / COMMUNICATIONS Personnel 153,168 Operating 4,570 Capital Outlay 0 Total 157,738

155,930 13,899 0 169,829

173,280 11,400 0 184,680

172,787 11,400 0 184,187

149,264 11,800 0 161,064

CITY MANAGER Personnel Operating Capital Outlay Total

450,799 47,869 0 498,668

474,003 47,244 0 521,247

491,297 48,023 0 539,320

489,493 48,023 0 537,516

496,671 50,123 0 546,794

1202

NON-DEPARTMENTAL

520,782

332,105

264,550

264,134

268,250

1203

ECONOMIC DEVELOPMENT Personnel Operating Capital Outlay Total

111,701 19,600 0 131,301

129,357 33,911 0 163,268

191,396 77,460 0 268,856

186,501 66,698 0 253,199

189,809 83,430 0 273,239

CITY ATTORNEY Personnel Operating Capital Outlay Total

159,345 72,224 350 231,919

164,778 63,159 2,116 230,053

189,488 79,150 750 269,388

201,934 66,150 750 268,834

204,667 69,150 750 274,567

HUMAN RESOURCES Personnel Operating Capital Outlay Total

83,039 74,585 0 157,624

89,426 10,955 0 100,381

93,166 8,500 0 101,666

93,058 7,000 0 100,058

94,421 6,000 0 100,421

CITY ASSESSOR Personnel Operating Capital Outlay Total

151,697 14,371 0 166,068

153,468 13,351 0 166,819

157,744 12,866 0 170,610

157,827 11,936 0 169,763

160,307 12,066 0 172,373

DEPT OF FINANCE Personnel Operating Capital Outlay Total

687,719 43,714 0 731,433

643,125 40,193 0 683,318

680,038 44,745 0 724,783

679,449 39,701 0 719,150

691,039 41,895 0 732,934

1102

1201

1204

1205

1210

1214

D - 15

CITY OF WILLIAMSBURG CITY DEPARTMENTS - (Con't)

1221

CITY SHOP Personnel Operating Capital Outlay

3102

3103

3201

3401

3501

3503

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

200,317 38,823 2,222

190,525 41,316 4,049

197,113 39,873 2,000

196,845 41,885 2,000

200,030 39,747 2,500

241,362

235,890

238,986

240,730

242,277

POLICE Personnel Operating Capital Outlay Total

2,978,628 445,702 9,287 3,433,617

3,126,000 407,751 842 3,534,593

3,257,519 489,750 5,500 3,752,769

3,228,808 424,045 4,300 3,657,153

3,274,007 467,250 3,000 3,744,257

POLICE - E911 Personnel Operating Capital Outlay Total

0 512,750 0 512,750

0 526,505 0 526,505

0 537,592 0 537,592

0 537,136 0 537,136

0 545,730 0 545,730

PARKING GARAGE Personnel Operating Capital Outlay Total

71,861 51,471 0 123,332

78,228 57,987 0 136,215

81,115 55,000 0 136,115

79,081 56,500 0 135,581

81,643 58,000 0 139,643

2,766,890 303,705 76,019 3,146,614

2,941,739 275,880 80,839 3,298,458

3,191,633 356,890 107,000 3,655,523

3,188,539 324,484 118,700 3,631,723

3,264,885 355,690 107,000 3,727,575

260,933 31,251 0 292,184

278,396 27,620 0 306,016

289,392 44,200 0 333,592

289,085 37,293 0 326,378

326,092 43,350 0 369,442

0 18,000 0 18,000

0 18,900 0 18,900

0 100 0 100

0 20 0 20

0 100 0 100

Total 3101

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

FIRE Personnel Operating Capital Outlay Total CODES COMPLIANCE Personnel Operating Capital Outlay Total ANIMAL CONTROL Personnel Operating Capital Outlay Total MEDICAL EXAMINER Personnel Operating Capital Outlay Total

D - 16

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

CITY DEPARTMENTS - (Con't) ACTUAL FY 2012 4101

4102

4203

4307

4308

4309

5103

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

ENGINEERING Personnel Operating Capital Outlay Total

231,437 25,529 0 256,966

237,386 32,146 0 269,532

225,288 25,300 200 250,788

224,516 25,355 200 250,071

228,400 26,500 200 255,100

STREETS Personnel Operating Capital Outlay Total

557,005 450,127 31,045 1,038,177

574,921 471,290 10,815 1,057,026

600,030 460,150 27,800 1,087,980

585,716 453,850 28,800 1,068,366

591,129 465,800 27,800 1,084,729

0 636,125 0 636,125

0 640,393 0 640,393

0 673,250 0 673,250

0 661,250 0 661,250

0 609,500 0 609,500

BUILDINGS-FACILITIES MAINTENANCE Personnel 128,072 Operating 292,732 Capital Outlay 5,071 Total 425,875

137,747 297,944 11,099 446,790

142,085 286,170 20,500 448,755

141,664 265,774 15,100 422,538

145,576 301,870 20,500 467,946

INFORMATION TECHNOLOGY Personnel Operating Capital Outlay Total

282,649 287,224 57,568 627,441

297,424 277,689 24,603 599,716

313,060 297,000 25,500 635,560

312,220 290,000 25,500 627,720

319,577 306,600 32,000 658,177

LANDSCAPING Personnel Operating Capital Outlay Total

324,858 431,594 16,250 772,702

292,424 215,493 477 508,394

328,081 183,550 15,000 526,631

328,100 182,712 12,200 523,012

331,633 191,550 15,000 538,183

0 5,649 500 6,149

0 584 0 584

0 6,450 500 6,950

REFUSE COLLECTION Personnel Operating Capital Outlay Total

MOSQUITO CONTROL Personnel Operating Capital Outlay Total

D - 17

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

CITY DEPARTMENTS - (Con't) ACTUAL FY 2012 5302- PUBLIC ASSISTANCE 5305 Personnel Operating Capital Outlay Total

8101

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

0 640,568 0 640,568

0 641,835 0 641,835

0 802,651 0 802,651

733,794 395,980 42,564 1,172,338

753,520 374,666 31,725 1,159,911

800,747 405,015 41,300 1,247,062

789,821 389,772 36,800 1,216,393

795,819 439,240 41,500 1,276,559

CEMETERY Personnel Operating Capital Outlay Total

54,424 5,640 0 60,064

54,724 6,279 0 61,003

57,060 7,300 0 64,360

56,862 7,300 0 64,162

57,686 7,600 0 65,286

PLANNING Personnel Operating Capital Outlay Total

396,730 54,756 0 451,486

411,954 72,299 0 484,253

425,801 65,150 500 491,451

424,595 54,260 0 478,855

431,366 67,650 500 499,516

7101- RECREATION 7104 Personnel Operating Capital Outlay Total 7108

ACTUAL FY 2013

TOTAL - CITY DEPARTMENTS Personnel Operating Capital Outlay Total

ACTUAL FY 2012 10,826,404 5,505,317 240,876 16,572,597

ACTUAL FY 2013 11,226,413 5,039,858 166,565 16,432,836

D - 18

BUDGET FY 2014 11,926,671 5,395,496 246,970 17,569,137

ESTIMATED FY 2014 11,868,239 5,189,270 245,270 17,302,779

ADOPTED FY 2015 12,075,357 5,394,903 251,700 17,721,960

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

SECTION II CONSTITUTIONAL OFFICERS ACTUAL FY 2012 1209

1213

1301

1302

3301

COMM. OF REVENUE Personnel Operating Capital Outlay Total

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

186,842 10,407 0 197,249

189,732 11,092 0 200,824

195,562 9,860 0 205,422

195,129 9,860 0 204,989

198,188 9,860 0 208,048

TREASURER Personnel Operating Capital Outlay Total

46,123 2,582 0 48,705

49,426 2,304 0 51,730

55,399 2,525 0 57,924

55,366 2,455 0 57,821

56,022 2,455 0 58,477

ELECTORAL BOARD Personnel Operating Capital Outlay Total

7,413 26,311 0 33,724

7,423 17,021 0 24,444

6,474 16,565 0 23,039

6,668 16,365 0 23,033

6,668 17,465 0 24,133

REGISTRAR Personnel Operating Capital Outlay Total

81,952 14,265 0 96,217

85,505 10,194 0 95,699

84,507 10,290 0 94,797

84,362 9,690 0 94,052

89,691 10,590 0 100,281

0 1,283,962 0 1,283,962

0 1,203,730 0 1,203,730

0 1,191,240 0 1,191,240

0 1,176,790 0 1,176,790

REGIONAL JAIL Personnel Operating Capital Outlay Total

TOTAL - CONST. OFFICERS Personnel Operating Capital Outlay Total

ACTUAL FY 2012 322,330 1,337,527 0 1,659,857

ACTUAL FY 2013 332,086 1,244,341 0 1,576,427

D - 19

BUDGET FY 2014 341,942 1,230,480 0 1,572,422

ESTIMATED FY 2014 341,525 1,229,610 0 1,571,135

ADOPTED FY 2015 350,569 1,217,160 0 1,567,729

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

SECTION III JUDICIAL ADMINISTRATION ACTUAL FY 2012 2100 JOINT COURTHOUSE Personnel Operating Capital Outlay Total

0 371,367 0 371,367

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

0 398,300 0 398,300

0 420,000 0 420,000

3303 MIDDLE PENINSULA JUVENILE DETENTION COMMISSION Personnel 0 0 Operating 142,096 63,829 Capital Outlay 0 0 Total 142,096 63,829

0 50,000 0 50,000

0 70,000 0 70,000

3304 GROUP HOME COMMISSION Personnel Operating Capital Outlay Total

0 79,889 0 79,889

3305 COLONIAL COMMUNITY CORRECTIONS Personnel 0 Operating 8,618 Capital Outlay 0 Total 8,618

0 9,177 0 9,177

0 9,533 0 9,533

TOTAL - JUDICIAL ADMIN. Personnel Operating Capital Outlay Total

ACTUAL FY 2012 0 601,970 0 601,970

ACTUAL FY 2013 0 551,195 0 551,195

D - 20

BUDGET FY 2014 0 559,422 0 559,422

ESTIMATED FY 2014 0 579,422 0 579,422

ADOPTED FY 2015 0 579,422 0 579,422

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

SECTION IV HEALTH ACTUAL FY 2012 5101 HEALTH - AGENCIES Peninsula Health District Olde Towne Medical Ctr CHIP Colonial Behavioral Health Total Total Health

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

100,594 83,430 19,349 245,860 449,233

100,741 83,430 0 245,860 430,031

100,741 83,430 0 250,405 434,576

99,915 83,430 0 255,000 438,345

449,233

430,031

434,576

438,345

SECTION V SCHOOLS ACTUAL FY 2012 6101 SCHOOL BOARD Personnel Total 6103 JOINT SCHOOL OPERATIONS Operating

TOTAL - SCHOOLS

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

11,842 11,842

7,325,478

7,661,487

8,368,814

8,659,877

7,337,320

7,673,329

8,380,656

8,671,719

SECTION VI LIBRARY ACTUAL FY 2012 7302 REGIONAL LIBRARY Operating Operating-Contribution Total

375 779,369 779,744

ACTUAL FY 2013 20 819,506 819,526

D - 21

BUDGET FY 2014 1,000 819,506 820,506

ESTIMATED FY 2014 1,000 819,506 820,506

ADOPTED FY 2015 1,000 826,266 827,266

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2015

SECTION VII DEBT SERVICE

9301 DEBT SERVICE* Principal Interest Total *Included in Sales Tax Fund

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

0 0 0

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

SECTION VIII

CONTRIBUTIONS TO AGENCIES Outside Agencies Arts Commission Total

SUMMARY:

3,717,481 119,000 3,836,481 ACTUAL FY 2012

3,714,154 116,485 3,830,639 ACTUAL FY 2013

3,815,711 120,000 3,935,711 BUDGET FY 2014

3,815,862 120,000 3,935,862 ESTIMATED FY 2014

3,807,200 120,000 3,927,200 ADOPTED FY 2015

BY MAJOR PROGRAMS: CITY DEPARTMENTS CONST. OFFICERS JUDICIAL HEALTH SCHOOLS LIBRARY CONTRIB.-AGENCIES TOTAL

16,572,597 1,659,857 601,970 449,233 7,337,320 779,744 3,836,481 31,237,202

16,432,836 1,576,427 551,195 430,031 7,673,329 819,526 3,830,639 31,313,983

17,569,137 1,572,422 559,422 434,576 8,380,656 820,506 3,935,711 33,272,430

17,302,779 1,571,135 579,422 434,576 8,380,656 820,506 3,935,862 33,024,936

17,721,960 1,567,729 579,422 438,345 8,671,719 827,266 3,927,200 33,733,641

BY MAJOR FUNCTION: PERSONNEL OPERATING CAPITAL OUTLAY TOTAL

11,160,576 19,835,750 240,876 31,237,202

11,570,341 19,577,077 166,565 31,313,983

12,280,455 20,745,005 246,970 33,272,430

12,221,606 20,558,060 245,270 33,024,936

12,437,768 21,044,173 251,700 33,733,641

D - 22

CITY OF WILLIAMSBURG - FISCAL YEAR 2015

OUTSIDE AGENCIES

CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL

REQUESTED

ADOPTED

FY 2013

FY 2014

FY 2015

INCREASE

HUMAN SERVICES AGENCIES: AVALON

18,700

COMMUNITY ACTION AGENCY

17,585

0.00%

HOSPICE OF WILLIAMSBURG

5,000

3,000

5,000

66.67%

PENINSULA AGENCY ON AGING

5,000

10,500

10,679

1.70%

COLONIAL C.A.S.A.

6,300

6,000

7,000

6,000

0.00%

10,000

n/a

6,500

n/a

10,000

2,500

3,000

20.00%

CHILD DEVELOPMENT RESOURCES UNITED WAY- INFO. AND REF. SVC. HISTORIC TRIANGLE SENIOR CENTER PENINSULA CENTER FOR INDEP. LIVING

0.00%

900

0.00%

COMMUNITY SVCS. COALITION

5,000

0.00%

PENINS. COMM. ON HOMELESSNESS

2,759

0.00%

LITERACY FOR LIFE SUB-TOTAL

500

1,000

0.00%

88,244

74,444

88,123

70,623

-5.13%

100,741

99,915

-0.82%

HEALTH AGENCIES LOCAL HEALTH DEPARTMENT OLDE TOWN HEALTH CLINIC

83,430

87,602

83,430

0.00%

245,860

250,405

255,000

1.84%

430,031

434,576

442,517

438,345

0.87%

ARTS COMMISSION

120,000

0.00%

VA ARTS FESTIVAL

50,000

55,000

50,000

0.00%

COLONIAL BEHAVIORAL HEALTH SUB-TOTAL CULTURAL:

VA SYMPH.-LK. MATOAKA CONCERT SUB-TOTAL

6,000

0.00%

176,000

181,000

176,000

0.00%

D - 23

CITY OF WILLIAMSBURG - FISCAL YEAR 2015

OUTSIDE AGENCIES

CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL

REQUESTED

ADOPTED

FY 2013

FY 2014

FY 2015

INCREASE

1,300,000

0.00%

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES: COLONIAL WMSBG FOUNDATION CHAMBER & TOURISM ALLIANCE

1,300,000 650,000

650,000

700,000

650,000

0.00%

1,300,000

0.00%

10,982

11,133

11,602

4.21%

5,947

0.00%

H.R. ECON. DEV. ALLIANCE

11,857

14,409

11,857

0.00%

TNCC - HAMPTON CAMPUS

7,892

8,222

7,864

-4.35%

TNCC - TN WORKFORCE CENTER LEASE

3,205

2,380

-25.74%

WMSBG AREA DESTINATION MKTG H.R. PLANNING DISTRICT COMM. PEN. COUNCIL FOR WORKFORCE DEV.

10,500

0.00%

COLONIAL SOIL & WATER CONSERV.

TNCC - PWDC LEASE

2,655

3,500

2,655

0.00%

HAMPTON ROADS PARTNERSHIP

4,900

n/a

WILLIAMSBURG LAND CONSERVANCY

5,000

10,000

5,000

0.00%

14,000

0.00%

FARMERS MARKET

3,800

0.00%

HISTORIC TRIANGLE COLLABORATIVE

6,500

0.00%

FEDERAL FACILITIES ALLIANCE

6,479

7,252

11.93%

HERITAGE HUMANE SOCIETY

THIS CENTURY GALLERY KINGSMILL CHAMPIONSHIP SUB-TOTAL

16,700

0.00%

15,000

0.00%

3,358,717

3,370,998

3,429,454

3,371,057

0.00%

265,000

300,775

0.00%

4,245

5,627

4,245

0.00%

TRANSPORTATION: WILLIAMSBURG AREA TRANSPORT N.N. / WMSBG INT. AIRPORT VIRGINIANS FOR HIGH SPEED RAIL SUB-TOTAL TOTAL CONTRIBUTIONS TO AGENCIES

4,500

0.00%

273,745

309,520

310,902

309,520

0.00%

4,326,737

4,365,538

4,451,996

4,365,545

0.00%

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

D - 24

CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2015 ACTUAL FY 2012

ACTUAL FY 2013

BUDGETED FY 2014

ESTIMATED FY 2014

ADOPTED FY 2015

REVENUES: WATER SERVICE SEWER SERVICE OTHER SOURCES INTEREST EARNINGS WATER & SEWER AVAILABILITY TRANSFERS-OPERATIONS TRANSFERS-CAPITAL PROJECTS TOTAL REVENUE

4,139,455 1,440,225 219,126 29,772 145,500 -481,611 1,280,522

4,145,179 1,508,867 277,358 29,914 268,000 -450,974 976,061

4,431,000 1,460,000 241,040 26,000 160,000 -145,881 1,140,000

4,250,000 1,550,000 241,840 26,000 160,000 -223,830 940,000

4,377,500 1,600,000 241,040 26,000 160,000 -96,392 1,005,000

6,772,989

6,754,405

7,312,159

6,944,010

7,313,148

1,743,676 1,076,423 451,253 1,986,564 234,551 0 1,280,522

1,825,588 1,095,345 496,050 2,138,095 223,266 0 976,061

1,921,483 1,330,991 572,943 2,038,854 237,888 70,000 1,140,000

1,832,369 1,229,010 566,890 2,137,853 237,888 0 940,000

1,919,992 1,334,098 573,456 2,192,828 222,773 65,000 1,005,000

6,772,989

6,754,405

7,312,159

6,944,010

7,313,148

EXPENSES: ADMINISTRATION WATER TREATMENT WATER SYSTEM SEWAGE SYSTEM DEBT SERVICE SUPPLEMENTAL WATER CAPITAL PROJECTS TOTAL EXPENSES

REVENUES

SEWER SERVICE 25.0%

WATER/SEWER AVAILABILITY 2.5%

OTHER SOURCES 3.8% INTEREST EARNINGS 0.4%

WATER SERVICE 68.3%

EXPENSES DEBT SERVICE 3.0% PURCHASED WATER 0.9%

SEWAGE SYSTEM 30.0%

CAPITAL PROJECTS 13.7% WATER SYSTEM 7.8% ADMINISTRATION 26.3%

WATER TREATMENT 18.2%

D - 25

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2015

Water Service - The Public Utilities department operates a water distribution system throughout the City. Commercial customers are billed monthly. Residential accounts are split into three sections of the City, each billed quarterly during alternate months to provide a constant cash flow for this Enterprise Fund. An analysis of proposed water rate increases is included in the appendix. Rates have increased for several years to pay debt service for a long-term raw water source to supplement the City’s reservoir in times of drought. The agreement with the City of Newport News was signed in 2009.

REVENUE HIGHLIGHTS

Water Service (millions)

$5.0 $4.0 $3.0 $2.0 $1.0 $0.0

Sewer Service - Sewer lines are maintained by the City, with 15 pump stations collecting and transmitting sewage to the Hampton Roads Sanitation District for treatment. Sewer charges are billed together with water, and both are based on consumption. Sewer charges are collected and paid to HRSD on a contractual basis. The City does not have any control over rates charged by HRSD, and have increased each of the past several years.

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

Sewer Service (thousands)

$1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0

D - 26

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2015

Other Sources - These revenues are made up of penalties, water and sewer connection fees, water tank antenna contracts, and other miscellaneous items. Development in the City dictates the amount of revenues provided by these sources, and is difficult to estimate from year to year.

REVENUE HIGHLIGHTS

Other Sources (thousands)

$300 $250 $200 $150 $100 $50 $0

Interest Earnings - Interest earnings in this fund, like any city fund, are a product of idle resources invested under the City's stringent investment policy, and current interest rates. The City invests in the State’s Local Government Investment Pool, and also in certificates of deposits at local banks. Interest rates are still at all-time lows, with the average annual yield approximately .50% currently. No significant changes in interest rates are anticipated in the near future.

Actual FY Actual FY Budget FY 2012 2013 2014

Adopted FY 2015

Interest Earnings $30,000

$20,000

$10,000

D - 27

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; UTILITY FUND â&#x20AC;&#x201C; FISCAL YEAR 2015

REVENUE HIGHLIGHTS

Water & Sewer Availability

Water & Sewer Availability - Availability fees are charges for a home or business to have access to existing water and sewer lines. Water and sewer connection charges, as discussed previously, are additional charges, based on the cost of constructing connections to a home or business. Availability fees increase as development takes place, and is difficult to estimate each year. Recent declines in building activity are proportional to availability fee revenue, and as reflected in the graph. The budget estimate for FY 2015 is $160,000.

$400,000

$300,000

$200,000

$100,000

D - 28

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2015

Administration - Administration expenses account for 31% of the total utility fund. Three full-time persons make up the administrative staff of the utility department. A staff position approved in 2009 is expected to be filled during FY 2015. Depreciation expenses are expected to be level for next fiscal year based on last year's actual amounts. Overhead is reimbursed to the General Fund for all administrative functions performed by the City Manager's office, Engineering, and the Shop on a set percentage basis, as well as the Finance Department for billing, collection, and accounting activities. Depreciation (non-cash expense) of the City’s intangible water rights purchased from Newport News is being depreciated over 25 years.

EXPENSE HIGHLIGHTS

Administration (millions)

$2.0

$1.6

$1.2

$0.8

$0.4

$0.0

Water Treatment - The City owns and operates its own water filter plant located at Waller Mill Reservoir, in adjacent York County. The plant produces an average of 3.3 million gallons of water daily, and continues to provide safe drinking water to over 4,300 accounts. Expenses for the water treatment plant are estimated to increase .23% for FY 2015. Capital expenses required by the water treatment plant are provided for in the Utility Fund Capital Improvement Program.

Actual FY 2012

Actual FY Budget FY Adopted FY 2013 2014 2015

Water Treatment (millions)

$1.4

$1.1

$0.7

$0.4

$0.0

D - 29

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; UTILITY FUND â&#x20AC;&#x201C; FISCAL YEAR 2015

Water System - Water system personnel are responsible for managing the water distribution system, which consists of 60 miles of lines and three water tanks throughout the City, with a fourth tank under construction. Expenses for FY 2015 are expected to increase slightly by .09% from last fiscal year, mostly due to over-budgeted healthcare costs last year.

EXPENSE HIGHLIGHTS

Water System (thousands)

$600 $500 $400 $300 $200 $100 $0

Actual FY 2012

Actual FY Budget FY Adopted FY 2013 2014 2015

Sewage System (millions)

Sewage System - The sewer system includes approximately 50 miles of sewer collection and transmission lines, and 15 pump stations within the City. The sewer system collects and pumps raw sewage to the Hampton Roads Sanitation District (HRSD) for treatment on a contractual basis. Overall, expenses for FY 2015 are expected to increase by 7.5%, mostly from increase gas & electricity costs, and increased rates for HRSD, which are also included in the water rate structure.

$2.0 $1.6 $1.2 $0.8 $0.4 $0.0

D - 30

Actual FY Actual FY Budget FY 2012 2013 2014

Adopted FY 2015

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2015

Debt Service – The remaining debt from the 1997 borrowing for Filter Plant renovations was repaid two years early in 2010 in order to save interest costs. The City borrowed $10 Million in a bank-qualified loan, and refinanced this debt in October, 2010 to take advantage of historically low long-term interest rates. The City obtained strong bond ratings from Standard & Poor’s (AA+) and Moody’s (Aa1) as part of this refinancing. Principal payments on bonds are treated as fund liabilities and not budgeted as expenses in this fund.

EXPENSE HIGHLIGHTS

Debt Service (interest) (thousands)

$300.0

$200.0

$100.0

$0.0

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

Supplemental Water

Supplemental Water - The City pays for supplemental water if & when the reservoir’s water levels are low, especially during drought conditions. Charges for water, if needed and pumped to the City, are based on usage. No water has been purchased since 2003. $65,000 is included in the FY 2015 budget for supplemental water.

((thousands)

$75

$50

$25

D - 31

Actual FY Actual FY Budget FY Adopted 2012 2013 2014 FY 2015

CITY OF WILLIAMSBURG

PUBLIC ASSISTANCE FUND - FISCAL YEAR 2015

ACTUAL FY 2012

ACTUAL FY 2013

BUDGETED FY 2014

ADOPTED FY 2015

508,216 740,913 41,822 601,751 33,367

459,423 608,993 37,529 601,751 90,017

632,813 591,382 0 798,751 49,214

580,144 590,682 0 798,751 48,188

TOTAL REVENUES

1,926,069

1,797,713

2,072,160

2,017,765

EXPENDITURES: HEALTH AND WELFARE

1,926,069

1,797,713

2,072,160

2,017,765

TOTAL EXPENDITURES

1,926,069

1,797,713

2,072,160

2,017,765

REVENUES: STATE FEDERAL MISCELLANEOUS CITY - GENERAL FUND RESERVES

D - 32

FIDUCIARY FUND QUARTERPATH COMMUNITY DEVELOPMENT AUTHORITY FUND The Quarterpath Community Development Authority (QCDA) was created in July 2006 to assist in financing public improvements for the property within the geographic boundaries of the Quarterpath Community Development Authority District. The property is located in the City at the intersection of US Routes 60 and 199 about two miles west of Rt. 199 interchange with Interstate 64. The District consists of approximately 222 acres proposed to be developed as a mixed-use project. The improvements include the design, planning, coordination, and/or construction related to the following:     

Battery Boulevard (East-West Access); Commonwealth Avenue; Sidewalks, bike trails, and public amenities; Water and sewer utilities; and Wastewater management

The improvements are all provided to meet the needs of the property in the District that result from the proposed development of the property, providing necessary road enhancements, public amenities, and water, sewer, and stormwater management facilities that did not previously exist. The QCDA issued $15 Million in Special Assessment Revenue Bonds in November 2011 to finance the acquisition, construction and equipping of the project. The bond proceeds cover all expenses for constructing improvements, issuance costs, bank fees, and capitalized interest. A Special Assessment Agreement between the City, Riverside Healthcare Association, Inc., and the QCDA was signed in November 2011. This agreement describes the levy and collection of special assessments on real property within the CDA District to pay the debt service on the $15 Million bonds. Special assessments are allocated to parcels within the District on a basis that reasonably reflects the benefit each parcel receives from the public improvements. The Board of the QCDA will request the City to collect Annual Installments of the special assessments within the CDA District in an amount to be determined in accordance with the Rate and Method sufficient to pay the CDA Obligations payable in the applicable Assessment Year. At its meeting on March 18, 2014 the QCDA Board members approved the Annual Assessment Report as presented by the Trustee. This report included the Annual Revenue Requirement for the 2014-2015 assessment year in the amount of $311,129. The Special Assessment Agreement provides that an amount equal to the annual installment be included in the City's budget for each fiscal year any Bonds are outstanding. The QCDA Fund will account for the special assessment activity each year. FY 2015 is the first year special assessments will be collected by the City for the QCDA.

BUDGET SUMMARY – QCDA FUND Expenditures:

FY 2015 Adopted Budget

Operating

$311,129

Total Expenditures

$311,129

Revenues: Recovered Costs Total Revenues

$311,129 $311,129

D - 33

CITY OF WILLIAMSBURG

GOVERNMENTAL FUNDS - FISCAL YEAR 2015

SCHEDULE OF BUDGETED REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES Sales Tax Fund (General Capital Improvement Fund)

General Fund

Public Assistance Fund

Total

Fund Balance June 30, 2013 [audited]

$35,968,392

-$5,325,095

$270,674

$30,913,971

Estimated Revenues - Fiscal 2014 Add Bond Proceeeds Estimated Expenditures - Fiscal 2014 Estimated Encumbrances - Capital Improvements**

$33,177,117

$2,022,946

$39,650,063

-$33,024,936 --

$4,450,000 $5,000,000 -$6,191,000 -$6,953,000

-$2,072,160 --

-$41,288,096 -$6,953,000

$36,120,573

-$9,019,095

$221,460

$27,322,938

$12,982,540 $14,225,000 $155,230 $205,200 $712,450 $414,600 $1,473,800 $0 $3,354,167 $33,522,987

-$4,200,000 --$100,000 -$450,000 $150,000 -$4,900,000

--------$1,969,577 $1,969,577

$12,982,540 $18,425,000 $155,230 $205,200 $812,450 $414,600 $1,923,800 $150,000 $5,323,744 $40,392,564

-$3,960,834 -$420,000 -$9,493,516 -$3,409,085 -$1,247,946 -$8,671,719 -$2,223,825 -$4,306,716 ---$33,733,641

-$538,000 --$526,000 -$1,566,500 --$801,451 -$1,017,000 --$150,000 -$1,240,562 -$5,839,513

-----$2,017,765 ------$2,017,765

-$4,498,834 -$420,000 -$10,019,516 -$4,975,585 -$3,265,711 -$9,473,170 -$3,240,825 -$4,306,716 -$150,000 -$1,240,562 -$41,590,919

-$500,000

$35,909,919

-$10,458,608

$173,272

$25,624,583

$35,909,919

-$10,458,608

Estimated Fund Balance June 30, 2014 Estimated Revenues - Fiscal 2015 General Property Taxes Other Local Taxes Licenses and Permits Fines and Forfeitures Revenue from Use of Money & Property Charges for Services Miscellaneous Courthouse (contingency) Intergovernmental Total Revenues Estimated Expenditures - Fiscal 2015 General Government Administration Judicial Administration Public Safety Public Works Health and Welfare Education Parks, Recreation, and Cultural Community Development Courthouse (contingency) Debt Service Total Expenditures Council Contingency Funds Brought Forward*** Estimated Fund Balances June 30, 2015 Estimated General Fund - Fund Balance

$25,451,311

General Fund - % of FY 2015 Operating Revenues General Fund Reserve Policy (% of operating revenues)

75.9% 35.0%

* General Fund & Sales Tax Fund are combined in the General Fund in the Comprehensive Annual Financial Report in compliance with generally accepted accounting principals. **Amounts encumbered include carryover balances for major sidewalk improvements, renovation projects of the joint school system, York Street corridor improvements, and construction of the new Stryker Center. Total fund balance of the General Fund as of June 30, 2013 was $30.6 Million, and would decline to $27.1 Million at June 30, 2014 if all projects in the Capital Improvement Program were completed at the end of FY 2014. Construction of the Stryker Center at a cost of $5 Million from FY 2014 bond proceeds is the major project contributing to the 11% reduction in fund balance for FY 2014. FY 2014 capital projects spending will exceed revenues, and will require use of reserves of approximately $3.3 Million, ***Council contingency funds brought forward for FY 2015 are one-time use of reserves for economic development and tourism promotion initiatives, as explained in the Budget Message. Total estimated fund balance of the General Fund will be approximately $25.5 Million at June 30, 2015, and will continue to be above City Council's 35% reserve policy at an estimated 75.9%.

D - 34

CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2015

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

Utility Fund Working Capital-June 30, 2013 [audited]***

$3,689,944

Estimated Revenues - Fiscal 2014

$6,227,840

Estimated Expenses - Fiscal 2014

-$6,944,010

Sub-total Estimated Working Capital - June 30, 2014 Less Debt Service Principal Payments Add Depreciation Expense (non-cash item) Estimated Working Capital June 30, 2014

$2,973,774 -$581,011 $845,000 $3,237,763

Estimated Revenues - Fiscal 2015 Revenue from Use of Money & Property Charges for Services Total Revenues

$26,000 $6,378,540 $6,404,540

Estimated Expenses - Fiscal 2015 Public Utilities - Operations Capital Projects Total Expenditures/Expenses

-$6,308,148 -$1,005,000 -$7,313,148

Subtotal Working Capital June 30, 2015 Less Debt Service Principal Payments Add Depreciation Expense (non-cash item) Estimated Working Capital - June 30, 2015

$2,329,155 -$602,853 $845,000 $2,571,302

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

D - 35

Estimated Changes in Fund Balances / Working Capital Fiscal Years 2005-2015

$34

Fu G

$32 $30

Ut G Pu

$28 $26

Millions

$24 $22 $20 $18 $16 $14 $12 Utility Fund

$10

General Fund

$8 $6 $4 $2 $0

Fiscal Year End * Actual ** Estimated General Fund includes the City's Sales Tax CIP

D - 36

Public Assistance Fund

GOVERNMENTAL FUNDS

REVENUE / EXPENDITURE TRENDS - 1982-2013

A trend analysis of the City's governmental funds operations shows how cycles of saving and spending have balanced over time to maintain adequate cash reserves: 1982-89

Although revenues kept rising 5% per year, the use of accumulated reserves were necessary to fund completion of major road repairs, a new municipal building, and a long list of other projects city-wide between 1988 and 1989.

1990-92

These years brought an overall revenue growth rate of 5.9%, while experiencing a cut in spending averaging 4% for the three-year period. This was again brought on by deferring capital projects. This period also brought about increases in fund balances totaling $2.46 million.

1993-94

Capital projects completed in 1993 brought overall spending to $18 million, an 18% increase over 1992. Because spending was held in check while revenues were increasing in prior years, accumulated reserves were available to finance these projects.

1995-96

Conservative spending combined with a strong local tourist economy provided the City with total fund balances in excess of $17 million at June 30, 1996. These reserves enabled completion of necessary capital projects during the following few fiscal years.

1997-98

In an effort to maintain prudent reserve levels, $8 million in bank qualified borrowing was used to fund the renovation of Matthew Whaley School and the Library. In addition construction began on the Municipal Center Plaza, joint Courthouse, and the water treatment plant. Capital spending and commitments totaled $22.26 million for these projects with completion in June, 1999. Total general fund expenditures outpaced revenues by $6.2 million during this two-year period.

1999-2001

The City Square Green and Plaza and the joint Courthouse were completed. Total capital spending was $14.2 million over this two year period, ending with reserves of $14.9 million. The Quarterpath Rec. Center expansion was well underway. Stormwater, street construction projects, and other public works improvements were completed. General Fund reserves increased to $17.3 Million. Utility Fund working capital also increased by $1 Million to $4.8 Million, largely again with the delay of capital projects.

2002

The Quarterpath Recreation Center expansion was completed, the Prince George Parking Garage (PGPG) was approved and site work began, and the Williamsburg Transportation Center was renovated. General Fund reserves increased by $8.6 Million, largely by borrowing $7.5 Million to finance the parking garage.

2003

Underground wiring for the Richmond Road improvement project, property acquisitions for the Cityâ&#x20AC;&#x2122;s economic development plans, and continued construction of the parking garage were the major capital projects for FY 2003. General Fund reserves decreased overall by $3.5 Million, to $22.4 Million during the year.

2004

Parking garage was completed and operating in March, 2004. Prince George streetscape project was nearing completion at fiscal year end. Additional property was acquired for the Treyburn Drive extension. General Fund reserves decreased by $1.5 Million, to $20.9 Million during the year.

D - 37

GOVERNMENTAL FUNDS

REVENUE / EXPENDITURE TRENDS - 1982-2013

2005

Revenues exceeded spending in Fiscal Year 2005 as the preparation for expensive capital projects – such as the Richmond Road reconstruction and the Treyburn Drive extension – continued. Underground wiring continued along Monticello Avenue. Bonds were issued for $8.5 Million to pay for the 3 rd High School and refinance the Parking Garage, and as a result, General Fund reserves increased by $9.7 Million to $30.6 Million.

2006

Capital projects totaling $4.4 Million were completed in FY 2006. Construction on Richmond Road and Treyburn Drive was well underway at year end, underground wiring was completed on Monticello Avenue, and construction began on Warhill High and Matoaka Elementary Schools. General Fund reserves increased $1.9 Million to $32.5 Million.

2007

Treyburn Drive, Richmond Road, and Redoubt Park projects were completed. Major roof replacements were undertaken at the Police, Fire, and Library buildings. Warhill High and Matoaka Elementary schools were almost completed. General Fund reserves decreased from $32.5 Million to $30.2 Million.

2008

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

2009

Major FY2009 projects included Kiwanis Park Ballfield improvements, the Emergency Operations Center, and design phase of the renovation and expansion of the Municipal Building. General Fund reserves decreased from $29.0 Million to $26.4 Million, well beyond the City’s 35% reserve policy.

2010

Projects included emergency restoration work on Merrimac Trail to stabilize the roadway at a cost of $.6 Million, $2.7 Million for work completed by June 2010 on the Municipal Building renovation and addition, and school projects costs, including two new schools, at a cost of $1.5 Million. Fund Balance decreased slightly from $26.4 Million to $26.0 Million, with a reserve ratio of 59.2% of revenues for the year.

2011

The Municipal building project was essentially completed, along with school projects, and street resurfacing. Operating budget experienced a $2.3 Million surplus, and Fund Balance remained at $26.5 Million, with the reserve ratio at 70.8%.

2012

New ballfield lighting was installed at Quarterpath Park. The Fire Department ordered a new ladder truck in the amount of $1.1 Million. School projects, street resurfacing, and final payments for the Municipal building project were made. Operating budget experienced a $1.3 Million surplus, and Unassigned Fund Balance remained at $25.3 Million, with the reserve ratio at 77%.

2013

A new medic unit for the Fire Department was purchased for $218K. School projects & street resurfacing totaled $916K. General Fund operating surplus was $1.3 million. Total Fund Balance of the General Fund was $30.6 Million, with the unassigned fund balance at $11.4 Million. Assigned Fund Balance was $18 Million, including $4.2 Million of prior year carryover for capital projects. Unassigned and Assigned Fund Balance, not including carryover funds, was $25.2 Million, with the reserve ratio remaining at 77%.

D - 38

Governmental Funds-Actual Revenue/Expenditure Historic Trends * $45

$40

$35

Millions

$30

$25

$20

$15

REVENUES

$10

EXPENDITURES FUND BALANCE

Fiscal Year

* Governmental Funds include General and Special Revenue Funds

D - 39

Source: City of Williamsburg Comprehensive Annual Financial Reports

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

REVENUES

REVENUE FROM LOCAL SOURCES: REAL PROPERTY TAXES 001-0110-0101 CURRENT FY 2015 TAXES 001-0110-0102 DELINQUENT TAXES TOTAL REAL PROPERTY TAXES

001-0110-0201 001-0110-0203

PUBLIC SERVICES TAXES REAL ESTATE TAXES PERSONAL PROPERTY TAXES TOTAL PUBLIC SERVICE TAXES

001-0110-0301 001-0110-0302

$9,194,055 $9,123,019 $9,460,000 $9,460,000 $9,675,000 185,233 151,920 140,000 140,000 140,000 9,379,288 9,274,939 9,600,000 9,600,000 9,815,000

2.27% 0.00% 2.24%

316,061 0 316,061

342,550 120 342,670

342,000 120 342,120

308,400 1,340 309,740

-9.82% 1016.67% -9.46%

PERSONAL PROPERTY TAXES CURRENT FY 2015 TAXES DELINQUENT TAXES TOTAL PERSONAL PROPERTY TAXES

1,213,412 23,138 1,236,550

1,328,088 23,773 1,351,861

1,350,000 25,000 1,375,000

1,350,000 35,000 1,385,000

1,410,000 30,000 1,440,000

4.44% 20.00% 4.73%

001-0110-0401 001-0110-0402

BUSINESS PROPERTY TAXES CURRENT FY 2015 TAXES DELINQUENT TAXES TOTAL BUSINESS PROPERTY TAXES

1,305,993 18,734 1,324,727

1,234,277 17,270 1,251,547

1,225,000 20,000 1,245,000

1,280,000 30,000 1,310,000

1,280,000 25,000 1,305,000

4.49% 25.00% 4.82%

001-0110-0601 001-0110-0601A 001-0110-0602 001-0110-0603 001-0110-0604 001-0110-0605 001-0110-0606

PENALTIES AND INTEREST ON TAXES PENALTIES - PROPERTY TAXES NON-FILE FEES INTEREST- PROPERTY TAXES PENALTIES-ROOM AND MEAL TAX INTEREST-ROOM AND MEAL TAX PENALTIES-BUSINESS LICENSES INTEREST-BUSINESS LICENSES TOTAL PENALTIES AND INTEREST

49,475 16,607 28,950 13,435 1,828 9,614 1,238 121,147

44,843 11,532 30,486 24,282 2,290 11,238 516 125,187

35,000 12,000 20,000 13,000 1,800 8,000 800 90,600

40,000 12,000 25,000 25,000 3,000 8,000 800 113,800

40,000 12,000 25,000 25,000 2,000 8,000 800 112,800

14.29% 0.00% 25.00% 92.31% 11.11% 0.00% 0.00% 24.50%

12,377,773 12,346,204 12,652,720 12,718,540 12,982,540

2.61%

TOTAL GENERAL PROPERTY TAXES OTHER LOCAL TAXES CONSUMER UTILITY TAXES 001-0120-0201 DOMINION POWER 001-0120-0202A COMMUNICATIONS SALES TAX 001-0120-0203 VIRGINIA NATURAL GAS TOTAL CONSUMER UTILITY TAXES

001-0120-0301 001-0120-0302 001-0120-0303 001-0120-0304 001-0120-0305

BUSINESS LICENSE TAXES (BPOL) CONTRACTING RETAIL SALES PROFESSIONAL REPAIRS & PERSONAL BUSINESS WHOLESALE TOTAL BUSINESS LICENSE TAXES

001-0120-0401 001-0120-0402 001-0120-0403 001-0120-0404

FRANCHISE LICENSE TAXES COX - PEG FEES GAS & ELECTRIC TELEPHONE OTHER TOTAL FRANCHISE LICENSE TAXES

201,177 733,623 94,611 1,029,411

204,700 735,570 101,896 1,042,166

200,000 740,000 90,000 1,030,000

205,000 735,000 100,000 1,040,000

2.50% -0.68% 11.11% 0.97%

183,364 702,393 234,839 453,040 3,030 1,576,666

236,807 694,609 241,909 448,465 2,955 1,624,745

210,000 682,000 235,000 420,000 3,000 1,550,000

230,000 682,000 258,000 420,000 3,000 1,593,000

9.52% 0.00% 9.79% 0.00% 0.00% 2.77%

22,291 60,858 40,183 2,530 125,862

21,946 65,226 36,621 2,835 126,628

22,000 65,000 40,000 2,000 129,000

22,000 65,000 38,000 2,000 127,000

0.00% 0.00% -5.00% 0.00% -1.55%

D - 40

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

001-0120-0600 001-0120-0701 001-0120-0800

MISCELLANEOUS TAXES BANK STOCK TAXES RECORDATION TAXES CIGARETTE TAXES TOTAL MISCELLANEOUS TAXES

001-0121-0000 001-0121-0050 001-0121-0100

ACTUAL FY 2012

192,536 185,662 147,870 526,068

ACTUAL FY 2013

281,400 214,069 183,155 678,624

BUDGET FY 2014

190,000 160,000 180,000 530,000

ESTIMATED ADOPTED FY 2014 FY 2015

250,000 160,000 165,000 575,000

% over FY14 Budget

250,000 160,000 165,000 575,000

31.58% 0.00% -8.33% 8.49%

ROOM & MEAL TAXES ROOM TAXES $2 LODGING TAXES (FOR WADMC ) MEAL TAXES TOTAL ROOM & MEAL TAXES

3,396,446 3,369,785 3,300,000 3,190,000 3,190,000 1,264,046 1,222,448 1,300,000 1,300,000 1,300,000 6,277,434 6,391,022 6,372,000 6,400,000 6,400,000 10,937,926 10,983,255 10,972,000 10,890,000 10,890,000

-3.33% 0.00% 0.44% -0.75%

TOTAL - OTHER LOCAL TAXES TOTAL - ALL TAXES

14,195,933 14,455,418 14,211,000 14,225,000 14,225,000 26,573,706 26,801,622 26,863,720 26,943,540 27,207,540

0.10% 1.28%

001-0130-0100 001-0130-0302 001-0130-0303 001-0130-0304 001-0130-0305 001-0130-0306 001-0130-0307 001-0130-0308 001-0130-0309 001-0130-0310 001-0130-0311 001-0130-0312 001-0130-0313 001-0130-0314 001-0130-0314A 001-0130-0319 001-0130-0320 001-0130-0322 001-0130-0323 001-0130-0324 001-0130-0327 001-0130-0331 001-0130-0333 001-0130-0335 001-0130-0335A 001-0130-0336 001-0130-0338 001-0130-0340 001-0130-0349 001-0130-0405 001-0130-0406

LICENSES AND PERMITS ANIMAL LICENSES (DOG) RENTAL INSPECTION FEES ON STREET PARKING PERMITS LAND USE APPLICATION FEES TRANSFER FEES ZONING ADVERTISING FEES ZONING & SUBDIVISION PERMITS BUILDING PERMITS BUILDING INSPECTION FEES ELECTRICAL PERMITS ELECTRICAL INSPECTION FEES PLUMBING PERMITS PLUMBING INSPECTION FEES MECHANICAL PERMITS MECHANICAL INSPECTION PERMITS SIGN PERMITS & INSPECTION FEES RIGHT OF WAY PERMITS ELEVATOR PERMITS OCCUPANCY PERMITS EROSION & SED. CONTROL PERMITS SOLICITOR PERMITS TAXI DRIVER FIRE PREVENTION FIRE PROTECTION FIRE PROTECTION INSPECTION REZONING PRECIOUS METAL PERMIT TOUR GUIDES SITE PLAN REVIEW FEES GAS PERMITS GAS INSPECTION FEES TOTAL LICENSES AND PERMITS

3,056 7,950 6,825 809 842 2,100 500 57,797 120 19,926 40 16,949 0 18,232 0 3,850 2,380 8,175 1,312 5,520 940 1,325 950 8,087 0 930 800 5,000 2,497 4,894 0 181,806

1,707 6,250 6,815 1,200 417 1,700 590 56,003 1,040 11,541 0 9,566 80 11,518 0 3,245 2,420 6,840 684 1,548 180 975 625 3,507 0 968 200 5,100 12,846 4,072 0 151,637

2,000 5,000 6,500 1,200 500 2,000 1,000 45,000 300 15,000 200 12,000 40 15,000 100 2,000 1,500 4,000 1,100 2,500 500 800 400 3,900 40 1,000 600 2,400 4,000 4,000 50 134,630

2,000 5,000 6,500 1,200 500 2,000 1,000 60,000 920 20,000 200 14,000 40 15,000 100 2,500 1,920 5,000 1,100 2,950 500 800 400 4,200 40 1,000 200 2,400 4,000 4,000 50 159,520

2,000 5,000 6,500 1,200 500 2,000 1,000 60,000 300 18,000 200 14,000 40 15,000 100 2,000 1,500 5,000 1,100 2,500 500 800 400 3,900 40 1,000 200 2,400 4,000 4,000 50 155,230

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 33.33% 0.00% 20.00% 0.00% 16.67% 0.00% 0.00% 0.00% 0.00% 0.00% 25.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -66.67% 0.00% 0.00% 0.00% 0.00% 15.30%

001-0140-0101 001-0140-0102 001-0140-0103

FINES COURT FINES PARKING FINES CODE VIOLATIONS TOTAL FINES

153,107 106,201 0 259,308

138,585 89,385 202 228,172

120,000 100,000 500 220,500

120,000 85,000 200 205,200

0.00% -15.00% -60.00% -6.94%

D - 41

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

001-0150-0201 001-0150-0201A 001-0150-0201B 001-0150-0202 001-0150-0203 001-0150-0204 001-0150-0205 001-0150-0207 001-0150-0207A 001-0150-0208 001-0150-0213 001-0150-0215

REVENUE FROM USE OF MONEY & PROPERTY RENT - GENERAL PROPERTY 3,733 RENT- LONGHILL PROPERTY 14,456 RENT- CITY SQUARE - LOTS 1,2,3 37,788 RENT - COMMUNITY BLDG. 39,915 RENT- MUNICIPAL CENTER 14,144 PGPG PARKING FEES 263,428 SALE OF SURPLUS EQUIPMENT 15,372 RENT - TRAIN STATION 122,520 COMMISSIONS-TRAIN STATION 1,839 RENT - STRYKER BLDG 9,260 RENT - 210-A STRAWBERRY PLAINS 0 RENT - TRIANGLE BLDG 0 TOTAL- USE OF MONEY & PROPERTY 522,455

001-0160-0103 001-0160-0201

CHARGES FOR SERVICES SHERIFF FEES COMMONWEALTH ATTORNEY FEES TOTAL CHARGES FOR SERVICES

001-0161-0302 001-0161-0303 001-0161-0304 001-0161-0304A 001-0161-0305 001-0161-0306 001-0161-0307 001-0161-0308 001-0161-0309 001-0161-0310 001-0161-0311

CHARGES FOR PARKS & RECREATION SWIMMING POOL FEES TENNIS FEES WALLER MILL PARK RENTALS WALLER MILL PARK-ENTRANCE FEES VENDING MACHINES-QUARTERPATH CLASSES ATHLETICS MISCELLANEOUS WALLER MILL DOG PARK FEES WALLER MILL PARK PROGRAMS WALLER MILL PARK RETAIL SALES TOTAL CHARGES - PARKS & REC.

001-0161-0601 001-0161-0602 001-0161-0603 001-0161-0604 001-0161-0605

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

2,450 10,956 40,820 40,850 14,568 284,100 121,526 124,340 3,199 4,920 3,500 15,903 667,132

1,200 9,450 46,175 38,000 14,900 290,000 9,000 123,800 3,000 6,000 10,500 75,300 627,325

7,200 9,450 46,175 38,000 14,900 315,000 10,000 123,800 3,000 5,000 10,500 50,000 633,025

7,200 9,450 47,500 38,000 15,300 315,000 10,000 127,000 3,000 0 0 140,000 712,450

500.00% 0.00% 2.87% 0.00% 2.68% 8.62% 11.11% 2.58% 0.00% -100.00% -100.00% 85.92% 13.57%

1,307 392 1,699

1,366 398 1,764

1,350 250 1,600

0.00% 0.00% 0.00%

6,154 38,925 63,600 39,564 388 19,128 163,185 50,318 6,562 3,378 10,197 401,399

2,338 34,964 66,645 38,148 910 15,163 160,219 37,669 6,149 4,871 10,029 377,105

0 38,000 64,500 40,000 750 18,000 165,000 40,000 6,400 3,000 10,000 385,650

0 30,000 69,000 40,000 500 15,000 150,000 40,000 6,400 3,000 10,000 363,900

0 32,000 70,000 42,000 500 15,000 155,000 40,000 6,400 3,500 12,000 376,400

0.00% -15.79% 8.53% 5.00% -33.33% -16.67% -6.06% 0.00% 0.00% 16.67% 20.00% -2.40%

CHARGES-PLANNING & COMM. DEVELOPMENT SALE OF MAPS, SURVEYS, ETC 1,435 SALE OF PUBLICATIONS 1,712 SALE OF CEMETERY LOTS 15,680 GRAVE OPENINGS 20,250 GRAVE STONE FOUNDATIONS 3,625 TOTAL CHARGES 42,702

1,785 0 17,345 19,400 4,325 42,855

1,000 600 16,000 15,000 4,000 36,600

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

99,900 425,680 0 24,291 173 4,442 14,245 6,538 575,269

99,000 530,000 250,000 30,000 275 0 18,850 6,538 934,663

105,000 415,000 120,000 30,000 200 4,000 13,000 6,663 693,863

105,000 415,000 120,000 30,000 200 4,000 13,000 6,600 693,800

6.06% -21.70% -52.00% 0.00% -27.27% 0.00% -31.03% 0.95% -25.77%

MISCELLANEOUS 001-0189-0902 001-0189-0905 001-0189-0910 001-0189-0916 001-0189-0919 001-0189-0920 001-0189-0921 001-0189-0925

PAYMENTS IN LIEU OF TAXES EMS RECOVERY FEES EMERGENCY SVCS CONTRIBUTION OTHER ROYALTIES COLLECTION ADMIN. FEES FISCAL AGENT FEES PORT ANNE MTCE FEES TOTAL MISCELLANEOUS

92,750 463,534 0 47,374 383 6,304 0 4,457 614,802

D - 42

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

REVENUE FROM THE COMMONWEALTH NON-CATEGORICAL AID 001-0220-0106 TAX ON DEEDS (GRANTORS TAX) 001-0220-0107 ROLLING STOCK TAXES 001-0220-0108 RENTAL CAR TAXES TOTAL NON-CATEGORICAL AID

001-0230-0300 001-0230-0400 001-0230-0500 001-0230-0600

001-0240-0201

001-0240-0401 001-0240-0402 001-0240-0402A 001-0240-0406 001-0240-0407 001-0240-0408 001-0240-0411 001-0240-0413 001-0240-0414 001-0240-0475

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

48,411 9,692 15,647 73,750

50,000 9,000 12,000 71,000

50,000 10,267 16,000 76,267

50,000 9,000 16,000 75,000

0.00% 0.00% 33.33% 5.63%

SHARED COSTS COMMISSIONER OF THE REVENUE TREASURER MEDICAL EXAMINER REGISTRAR / ELECTORAL BOARD TOTAL SHARED COSTS

69,359 16,669 0 40,468 126,496

69,384 16,360 0 37,211 122,955

69,200 16,500 200 36,700 122,600

0.00% 0.00% 0.00% 0.00% 0.00%

EDUCATION STATE SALES TAX

845,143

801,635

985,974

1,094,254

10.98%

373,312 25,000 137,245 1,479,180 41,955 15,162 5,000 2,778 10,500 0 2,090,132

373,313 25,000 0 1,535,285 40,123 16,620 7,216 365 7,401 0 2,005,323

373,313 25,000 0 1,565,000 35,000 14,000 5,000 0 0 0 2,017,313

373,313 25,000 137,245 1,580,436 35,570 14,000 6,366 0 3,098 0 2,175,028

373,313 25,000 0 1,610,000 35,000 14,000 5,000 0 0 0 2,062,313

0.00% 0.00% 0.00% 2.88% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.23%

3,142,149

3,003,663

3,196,887

3,359,869

3,354,167

4.92%

620,412 65,000 59,973 28,814 774,199

624,874 63,250 49,540 60,180 797,844

620,000 65,000 55,000 35,000 775,000

625,000 65,000 55,000 35,000 780,000

0.81% 0.00% 0.00% 0.00% 0.65%

32,514,225 32,647,063 33,176,575 33,177,117 33,522,987

1.04%

OTHER CATEGORICAL AID 599 FUNDS EMERGENCY PREP. GRANT FEMA GRANTS STREETS & SIDEWALKS FIRE PROGRAMS EMS FUNDS - 4 FOR LIFE LITTER PREVENTION & RECYCLING FEDERAL GRANTS DMV EQUIPMENT GRANTS HOUSING/CD GRANTS TOTAL OTHER CATEGORICAL AID

NON-REVENUE RECEIPTS UTILITY FUND-OVERHEAD CHARGES ARTS COMMISSION OVERTIME / POLICE SERVICES OVERTIME / FIRE SERVICES TOTAL NON-REVENUE RECEIPTS

TOTAL OPERATING REVENUES BEFORE TRANSFERS

001-0510-0103

ACTUAL FY 2013

54,547 8,408 17,423 80,378

TOTAL REVENUE FROM COMMONWEALTH 001-0410-0500 001-0410-0600 001-0410-0800 001-0410-0900

ACTUAL FY 2012

TRANSFERS TRANSFER - FROM (TO) RESERVES TOTAL GENERAL FUND REVENUES

(1,277,023) (1,333,080)

95,855

(152,181)

210,654

31,237,202 31,313,983 33,272,430 33,024,936 33,733,641

D - 43

119.76% 1.39%

CITY OF WILLIAMSBURG ACCOUNT EXPENDITURES

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

001-1101-1001 001-1101-2001 001-1101-3002 001-1101-3006 001-1101-3007 001-1101-3008 001-1101-5201 001-1101-5307 001-1101-5401 001-1101-5413 001-1101-5501 001-1101-5504 001-1101-5801 001-1101-5869 001-1101-5893 001-1101-7007

CITY COUNCIL SALARIES FICA PROFESSIONAL SERVICES - AUDIT PRINTING / NEWSLETTER ADVERTISING SPECIAL EVENTS POSTAGE PUBLIC OFFICIAL LIABILITY OFFICE SUPPLIES OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOCIATION MEMBERSHIPS MAYOR'S CONTINGENCY NATIONAL CITIZEN SURVEY ADP EQUIPMENT TOTAL CITY COUNCIL

38,400 2,938 44,800 1,823 2,343 6,626 1,601 10,104 858 829 52 2,001 7,139 1,700 0 0 121,214

38,400 2,938 47,000 995 846 21,365 1,185 9,811 615 1,587 0 2,121 7,467 1,452 4,000 0 139,782

38,400 2,938 49,400 3,000 3,000 5,000 1,500 9,811 1,000 2,000 300 3,000 8,000 3,000 5,500 420 136,269

38,400 2,938 51,900 3,000 3,000 6,000 1,500 9,811 1,000 2,000 300 3,000 8,000 3,000 5,500 450 139,799

0.00% 0.00% 5.06% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.59%

001-1102-1001 001-1102-2001 001-1102-2002 001-1102-2004 001-1102-2005 001-1102-2006 001-1102-2010 001-1102-2016 001-1102-3006 001-1102-5401 001-1102-5413 001-1102-5501 001-1102-5504 001-1102-5801 001-1102-5894

CLERK OF COUNCIL / COMMUNICATION SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING ORDINANCES OFFICE SUPPLIES OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS PUBLICATION RESOURCES TOTAL CLERK OF COUNCIL

109,829 8,255 17,803 1,356 15,605 303 17 70 2,043 382 689 0 526 805 55 157,738

115,674 8,749 18,653 0 11,472 1,362 20 445 10,452 287 375 0 93 405 1,842 169,829

130,820 10,024 19,026 0 12,000 1,390 20 500 7,000 300 600 100 1,000 900 1,000 184,680

130,820 9,165 19,322 0 12,048 1,412 20 500 7,000 300 600 100 1,000 900 1,000 184,187

109,034 8,341 18,396 0 12,048 1,425 20 500 7,000 300 1,000 100 1,000 900 1,000 161,064

-16.65% -16.79% -3.31% 0.00% 0.40% 2.52% 0.00% 0.00% 0.00% 0.00% 66.67% 0.00% 0.00% 0.00% 0.00% -12.79%

CITY MANAGER SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION CAR ALLOWANCE FLU VACCINE PRINTING ADVERTISING POSTAGE TELECOMMUNICATION MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS

318,682 20,156 22,927 51,639 5,159 23,547 879 333 7,477 3,185 2,407 854 1,392 6,354 848 7,578 212 2,285 832 774

334,368 24,108 23,763 55,073 0 25,080 4,023 388 7,200 3,150 789 0 1,115 7,078 769 7,358 197 2,625 765 535

347,117 25,000 23,981 56,944 0 26,300 4,383 372 7,200 3,200 500 300 1,700 5,000 768 7,358 197 4,000 700 500

345,634 25,000 23,900 56,928 0 26,292 4,164 375 7,200 3,200 500 300 1,700 5,000 768 7,358 197 4,000 700 500

349,090 25,000 24,028 60,123 0 26,292 4,562 375 7,200 4,000 800 300 1,700 5,000 768 7,358 197 4,000 700 500

0.57% 0.00% 0.20% 5.58% 0.00% -0.03% 4.09% 0.81% 0.00% 25.00% 60.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

001-1201-1001 001-1201-1003 001-1201-2001 001-1201-2002 001-1201-2004 001-1201-2005 001-1201-2006 001-1201-2010 001-1201-2011 001-1201-3001 001-1201-3006 001-1201-3007 001-1201-5201 001-1201-5203 001-1201-5305 001-1201-5307 001-1201-5308 001-1201-5401 001-1201-54083 001-1201-5411

D - 44

CITY OF WILLIAMSBURG ACCOUNT 001-1201-5413 001-1201-5501 001-1201-5504 001-1201-5801

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL CITY MANAGER

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

3,082 497 11,636 5,933 498,668

3,787 624 11,876 6,576 521,247

5,000 800 11,000 7,000 539,320

5,000 800 11,000 7,000 537,516

5,000 800 12,000 7,000 546,794

0.00% 0.00% 9.09% 0.00% 1.39%

001-1202-5869 001-1202-5870 001-1202-5872 001-1202-5873A 001-1202-5874 001-1202-5875 001-1202-5891

NON-DEPARTMENTAL CONTINGENCY AID TO THE COMMONWEALTH CREDIT CARD FEES HEALTHCARE CONTINGENCY LINE OF DUTY ACT (LODA) ECONOMIC DEVELOP. CONTINGENCY PERFORMANCE MEASUREMENT TOTAL NON-DEPARTMENTAL

391,833 48,941 17,433 0 17,483 39,542 5,550 520,782

72,474 42,003 22,141 50,178 36,509 103,250 5,550 332,105

100,000 0 18,000 0 41,000 100,000 5,550 264,550

100,000 0 18,000 0 40,584 100,000 5,550 264,134

100,000 0 18,000 0 44,700 100,000 5,550 268,250

0.00% 0.00% 0.00% 0.00% 9.02% 0.00% 0.00% 1.40%

001-1203-1001 001-1203-2001 001-1203-2002 001-1203-2004 001-1203-2005 001-1203-2006 001-1203-3002 001-1203-3008 001-1203-3009 001-1203-5203 001-1203-5401 001-1203-5413 001-1203-5501 001-1203-5504 001-1203-5801

ECONOMIC DEVELOPMENT SALARIES FICA RETIREMENT-VRS DENTAL HOSPITALIZATION GROUP LIFE INSURANCE PROFESSIONAL SERVICES MARKETING EXISTING BUSINESS PROGRAMS TELECOMMUNICATION OFFICE SUPPLIES OTHER OPERATING SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOC. MEMBERSHIPS TOTAL ECONOMIC DEVELOPMENT

89,862 6,886 14,567 138 0 248 0 9,870 3,500 0 736 0 0 4,014 1,480 131,301

103,295 7,898 16,482 0 478 1,204 0 12,812 2,030 149 622 0 41 5,297 1,890 152,198

144,500 11,179 23,342 0 10,692 1,683 0 12,000 5,000 1,680 700 100 0 8,000 2,300 221,176

144,500 10,948 23,325 0 6,024 1,704 0 12,000 5,000 1,680 700 100 0 8,000 2,300 216,281

146,060 11,174 24,642 0 6,024 1,909 10,000 12,000 5,000 1,680 700 300 250 8,000 3,000 230,739

1.08% -0.05% 5.57% 0.00% -43.66% 13.42% n/a 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 30.43% 4.32%

001-1204-1001 001-1204-1003 001-1204-2001 001-1204-2002 001-1204-2004 001-1204-2005 001-1204-2006 001-1204-2010 001-1204-2016 001-1204-3002 001-1204-30043 001-1204-3005 001-1204-3006 001-1204-5201 001-1204-5203 001-1204-5308 001-1204-5401 001-1204-5405 001-1204-5411 001-1204-5501 001-1204-5504 001-1204-5801

CITY ATTORNEY SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING LEGAL RETAINER MAINTENANCE, OFFICE EQUIPMENT OTHER LEGAL FEES PRINTING POSTAGE TELECOMMUNICATION PROFESSIONAL LIABILITY OFFICE SUPPLIES JANITORIAL SERVICES BOOKS & SUBSCRIPTIONS TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL CITY ATTORNEY

103,627 21,363 9,513 16,773 104 7,513 286 166 0 60,335 586 789 198 272 871 2,167 1,260 325 3,660 421 1,340 350 231,919

108,940 21,183 9,873 17,569 0 5,736 1,283 194 0 50,962 625 670 1,100 215 684 1,500 647 0 3,633 768 2,355 2,116 230,053

125,305 22,100 11,600 20,208 0 8,791 1,309 175 500 65,000 600 1,000 500 300 650 3,600 750 0 3,000 750 2,500 750 269,388

125,260 27,300 11,600 20,208 0 15,900 1,476 190 500 52,000 600 1,000 500 300 650 3,600 750 0 3,000 750 2,500 750 268,834

126,513 27,300 11,767 21,344 0 15,900 1,653 190 500 55,000 600 1,000 500 300 650 3,600 750 0 3,000 750 2,500 750 274,567

0.96% 23.53% 1.44% 5.62% 0.00% 80.87% 26.31% 8.57% 0.00% -15.38% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.92%

D - 45

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

001-1205-1001 001-1205-2001 001-1205-2002 001-1205-2004 001-1205-2005 001-1205-2006 001-1205-5880 001-1205-5885 001-1205-5888 001-1205-5890 001-1205-5892 001-1205-5896

HUMAN RESOURCES SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE QUEST SELF PROGRAM EMPLOYEE LEGAL BENEFIT INITIATIVE RETIREE HEALTH SUPPLEMENT CITY LEADERSHIP CLASS EMPLOYEE ASSISTANCE PROGRAM TOTAL HUMAN RESOURCES

001-1206-3002 001-1206-3003 001-1206-3004-2 001-1206-3007 001-1206-3033 001-1206-5101 001-1206-5102 001-1206-5201 001-1206-5301 001-1206-5403 001-1206-5407 001-1206-5413 001-1206-5651

TRIANGLE BUILDING MANAGEMENT SERVICE CONTRACTS TRASH REMOVAL MAINTENANCE-BUILDING ADVERTISING EXTERMINATING CONTRACT ELECTRICITY WATER/SEWER POSTAGE INSURANCE LANDSCAPING REPAIR & MAINTENANCE SUPPLIES OTHER OPERATING SUPPLIES REAL ESTATE TAXES TOTAL TRIANGLE BUILDING

001-1209-1001 001-1209-2001 001-1209-2002 001-1209-2004 001-1209-2005 001-1209-2006 001-1209-2016 001-1209-3006 001-1209-5201 001-1209-5203 001-1209-5401 001-1209-5411 001-1209-5413 001-1209-5504 001-1209-5801

COMMISSIONER OF THE REVENUE SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE TRAINING PRINTING POSTAGE TELECOMMUNICATION OFFICE SUPPLIES BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL COMMISSIONER OF THE REVENUE

001-1210-1001 001-1210-2001 001-1210-2002 001-1210-2004 001-1210-2005 001-1210-2006 001-1210-2010 001-1210-3002 001-1210-3006 001-1210-3007 001-1210-5201

CITY ASSESSOR SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION PROFESSIONAL SERVICES PRINTING ADVERTISING POSTAGE

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

56,768 4,131 9,297 958 11,727 158 1,056 0 1,600 43,460 18,036 10,433 157,624

59,774 4,324 9,737 0 14,880 711 975 0 1,400 0 0 8,580 100,381

61,969 4,764 10,107 0 15,600 726 1,000 1,500 0 0 0 6,000 101,666

61,932 4,700 10,088 0 15,600 738 1,000 0 0 0 0 6,000 100,058

62,551 4,785 10,659 0 15,600 826 1,000 0 0 0 0 5,000 100,421

0.94% 0.44% 5.46% 0.00% 0.00% 13.73% 0.00% -100.00% 0.00% 0.00% 0.00% -16.67% -1.22%

0 0 0 0 0 0 0 0 0 0 0 0 0 0

500 2,092 0 0 0 1,335 441 0 1,061 0 0 1,480 4,161 11,070

500 2,000 4,000 200 2,000 4,000 10,980 200 5,000 2,000 8,000 1,000 7,800 47,680

500 1,500 3,000 200 1,000 3,500 8,000 200 3,000 2,000 5,000 1,000 8,018 36,918

500 1,500 4,000 200 2,000 4,000 8,000 200 3,000 2,000 8,000 1,000 8,100 42,500

0.00% -25.00% 0.00% 0.00% 0.00% 0.00% -27.14% 0.00% -40.00% 0.00% 0.00% 0.00% 3.85% -10.86%

132,357 9,953 21,571 3,307 19,287 367 0 1,616 4,562 1,890 984 636 385 39 295 197,249

139,152 10,406 22,600 0 15,924 1,650 0 1,151 4,732 2,022 700 972 598 562 355 200,824

143,050 10,956 23,172 0 16,700 1,684 300 1,300 4,000 2,200 400 350 250 800 260 205,422

142,647 10,900 23,172 0 16,716 1,694 300 1,300 4,000 2,200 400 350 250 800 260 204,989

144,073 11,022 24,481 0 16,716 1,896 300 1,300 4,000 2,200 400 350 250 800 260 208,048

0.72% 0.60% 5.65% 0.00% 0.10% 12.61% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.28%

107,816 8,177 17,546 2,417 15,026 299 416 400 305 105 2,278 D - 46

113,230 8,557 18,382 0 11,472 1,343 484 334 252 108 2,692

116,248 8,893 18,749 0 12,000 1,370 484 400 300 125 900

116,279 8,890 18,756 0 12,048 1,370 484 400 300 125 900

117,442 8,984 19,814 0 12,048 1,535 484 400 300 125 900

1.03% 1.03% 5.68% 0.00% 0.40% 12.04% 0.00% 0.00% 0.00% 0.00% 0.00%

CITY OF WILLIAMSBURG ACCOUNT 001-1210-5203 001-1210-5305 001-1210-5307 001-1210-5401 001-1210-54081 001-1210-54083 001-1210-5413 001-1210-5504 001-1210-5801

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

TELECOMMUNICATION MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY OFFICE SUPPLIES CAR & TRUCK SUPPLIES GAS & OIL OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOC. MEMBERSHIPS TOTAL CITY ASSESSOR

945 565 7,578 451 94 888 80 487 195 166,068

1,011 512 7,358 498 98 31 262 0 195 166,819

1,200 566 7,600 500 100 500 300 200 175 170,610

1,200 566 6,670 500 100 500 300 200 175 169,763

1,200 566 6,800 500 100 500 300 200 175 172,373

0.00% 0.00% -10.53% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.03%

001-1213-1001 001-1213-1003 001-1213-2001 001-1213-2002 001-1213-2004 001-1213-2005 001-1213-2006 001-1213-30043 001-1213-5201 001-1213-5203 001-1213-5401 001-1213-5501 001-1213-5504 001-1213-5801

TREASURER SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE MAINTENANCE - OFFICE EQUIPMENT POSTAGE TELECOMMUNICATION OFFICE SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL TREASURER

26,792 1,081 1,946 4,451 1,598 10,179 76 484 271 1,417 72 100 58 180 48,705

27,021 2,455 1,957 4,607 0 13,049 337 0 221 1,516 174 113 100 180 51,730

29,600 2,000 2,388 5,426 0 15,600 385 100 250 1,600 150 75 100 250 57,924

29,600 2,000 2,340 5,426 0 15,600 400 100 250 1,600 150 75 100 180 57,821

29,950 2,000 2,340 5,732 0 15,600 400 100 250 1,600 150 75 100 180 58,477

1.18% 0.00% -2.01% 5.64% 0.00% 0.00% 3.90% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -28.00% 0.95%

001-1214-1001 001-1214-1003 001-1214-2001 001-1214-2002 001-1214-2004 001-1214-2005 001-1214-2006 001-1214-2010 001-1214-2016 001-1214-3002 001-1214-30043 001-1214-3005 001-1214-3006 001-1214-3007 001-1214-5201 001-1214-5203 001-1214-5305 001-1214-5306 001-1214-5307 001-1214-5308 001-1214-5401 001-1214-54083 001-1214-5411 001-1214-5413 001-1214-5501 001-1214-5504 001-1214-5801

FINANCE SALARIES SALARIES - PART-TIME FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL SERVICES MAINTENANCE, OFFICE EQUIPMENT MAINTENANCE, SERVICE CONTRACTS PRINTING ADVERTISING POSTAGE TELECOMMUNICATION MOTOR VEHICLE INSURANCE SURETY BONDS PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL FINANCE

486,428 1,075 35,679 78,746 13,517 70,102 1,341 831 914 4,150 160 571 7,704 2,118 8,272 5,580 565 932 1,516 847 2,516 849 307 1,711 120 3,593 1,289 731,433

469,285 8,691 35,365 76,112 608 46,536 5,560 968 200 2,998 600 0 8,815 0 8,334 6,162 512 872 1,472 788 1,953 665 322 1,920 117 3,349 1,114 683,318

490,418 12,000 38,203 79,003 0 53,768 5,678 968 800 6,000 400 600 7,500 0 9,000 6,300 565 950 1,550 880 2,500 1,000 400 1,500 200 3,600 1,000 724,783

490,418 10,500 38,200 79,000 0 54,816 5,772 743 600 4,000 400 400 7,500 0 8,500 6,100 500 782 1,334 710 2,200 800 400 1,500 175 2,800 1,000 719,150

494,726 12,000 38,765 83,467 0 54,816 6,466 800 600 4,000 400 400 7,500 0 9,000 6,300 565 800 1,400 730 2,500 1,000 400 1,500 200 3,600 1,000 732,934

0.88% 0.00% 1.47% 5.65% 0.00% 1.95% 13.87% -17.36% -25.00% -33.33% 0.00% -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% -15.79% -9.68% -17.05% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.12%

D - 47

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

001-1221-1001 001-1221-1002 001-1221-2001 001-1221-2002 001-1221-2004 001-1221-2005 001-1221-2006 001-1221-2010 001-1221-2016 001-1221-30042 001-1221-30044 001-1221-3005 001-1221-3008 001-1221-5101 001-1221-5102 001-1221-5203 001-1221-5204 001-1221-5301 001-1221-5302 001-1221-5305 001-1221-5308 001-1221-5401 001-1221-5405 001-1221-5407 001-1221-54081 001-1221-54082 001-1221-54083 001-1221-54084 001-1221-5410 001-1221-5413 001-1221-7005

CITY SHOP SALARIES SALARIES - OVERTIME FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING MAINTENANCE, BUILDINGS MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS LAUNDRY & DRY CLEANING ELECTRICITY HEATING TELECOMMUNICATION RADIO BOILER INSURANCE FIRE INSURANCE MOTOR VEHICLE INSURANCE GENERAL LIABILITY OFFICE SUPPLIES LAUNDRY, HOUSEKEEPING, JANITOR. REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL POWERED EQUIPMENT AND SUPPLIES UNIFORMS & APPAREL OTHER OPERATING SUPPLIES MOTOR VEHICLES & EQUIPMENT TOTAL CITY SHOP

001-1301-1001 001-1301-2001 001-1301-3002 001-1301-30043 001-1301-5201 001-1301-5402 001-1301-5501 001-1301-5504 001-1301-5801

ELECTORAL BOARD SALARIES FICA PROFESSIONAL SERVICES MAINTENANCE, VOTING MACHINE POSTAGE FOOD & SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOCIATION MEMBERSHIPS TOTAL ELECTORAL BOARD

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

134,739 1,112 10,072 21,838 3,721 26,800 372 1,663 1,439 1,325 0 2,736 5,070 9,633 4,194 388 525 127 1,877 565 424 42 106 25 3,464 218 4,580 0 453 1,632 2,222 241,362

141,601 265 10,699 22,880 0 11,472 1,671 1,937 436 3,425 252 1,130 5,236 9,758 5,840 398 268 171 1,923 513 394 152 182 98 4,544 462 3,889 0 1,152 1,093 4,049 235,890

146,075 750 11,126 23,520 0 12,000 1,705 1,937 150 6,000 300 1,600 4,500 9,500 5,500 750 300 175 1,878 580 450 60 130 150 2,200 100 3,600 150 700 1,100 2,000 238,986

145,796 750 11,125 23,520 0 12,048 1,718 1,888 223 8,000 0 1,400 4,500 9,500 5,500 400 300 130 1,887 500 355 60 130 150 3,200 100 3,600 150 700 1,100 2,000 240,730

147,253 750 11,322 24,844 0 12,048 1,925 1,888 500 5,000 300 1,600 4,500 9,700 5,900 400 300 130 1,887 580 360 60 130 150 2,200 100 4,000 150 700 1,100 2,500 242,277

0.81% 0.00% 1.76% 5.63% 0.00% 0.40% 12.87% -2.53% 233.33% -16.67% 0.00% 0.00% 0.00% 2.11% 7.27% -46.67% 0.00% -25.71% 0.48% 0.00% -20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 11.11% 0.00% 0.00% 0.00% 25.00% 1.38%

6,886 527 11,882 9,201 236 1,825 698 2,344 125 33,724

6,895 528 7,948 5,590 0 1,065 253 2,040 125 24,444

6,014 460 7,500 5,240 0 1,300 400 2,000 125 23,039

6,194 474 7,500 5,240 0 1,300 300 1,900 125 23,033

6,194 474 7,500 5,240 0 1,300 300 3,000 125 24,133

2.99% 3.04% 0.00% 0.00% 0.00% 0.00% -25.00% 50.00% 0.00% 4.75%

D - 48

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

001-1302-1001 001-1302-1003 001-1302-2001 001-1302-2002 001-1302-2004 001-1302-2006 001-1302-2010 001-1302-3006 001-1302-3007 001-1302-5201 001-1302-5203 001-1302-5401 001-1302-5411 001-1302-5413 001-1302-5501 001-1302-5504 001-1302-5801

REGISTRAR SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL GROUP LIFE INSURANCE WORKERS COMPENSATION PRINTING ADVERTISING POSTAGE TELECOMMUNICATION OFFICE SUPPLIES BOOKS & SUBSCRIPTIONS OTHER SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL REGISTRAR

001-2100-5899

JOINT COURTHOUSE J/A-COURTHOUSE TOTAL JOINT COURTHOUSE

001-3101-1001 001-3101-1003 001-3101-1006 001-3101-1008 001-3101-1009 001-3101-2001 001-3101-2002 001-3101-2004 001-3101-2005 001-3101-2006 001-3101-2010 001-3101-2012 001-3101-2013 001-3101-2016 001-3101-3001 001-3101-3002 001-3101-30041 001-3101-30042 001-3101-30043 001-3101-30044 001-3101-3005 001-3101-3007 001-3101-3008 001-3101-3033 001-3101-3099 001-3101-5101 001-3101-5102 001-3101-5201 001-3101-5203 001-3101-5204 001-3101-5301

POLICE SALARIES PART-TIME SALARIES DISCRETIONARY LEAVE OVERTIME & TRAFFIC CONTROL COMPENSATION-OFF DUTY POLICE FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION CLOTHING ALLOWANCE EDUCATION ASSISTANCE TRAINING PROFESSIONAL HEALTH SERVICES PROFESSIONAL SERVICES MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, OFFICE EQUIPMENT ABANDONED VEHICLES MAINTENANCE, SERVICE CONTRACTS ADVERTISING LAUNDRY & DRY CLEANING EXTERMINATING CONTRACT DETECTIVE FUNDS ELECTRICITY HEATING POSTAGE TELECOMMUNICATION RADIO BOILER INSURANCE

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

43,979 25,286 5,321 7,129 99 121 17 4,682 1,102 4,358 945 1,103 96 469 249 1,121 140 96,217

46,332 25,619 5,518 7,471 0 546 19 3,031 470 2,375 1,011 949 245 614 16 1,343 140 95,699

47,800 23,000 5,404 7,721 0 557 25 3,500 450 2,000 1,100 800 200 500 400 1,200 140 94,797

47,688 23,000 5,400 7,692 0 562 20 3,500 450 2,000 1,100 600 200 300 200 1,200 140 94,052

48,165 27,000 5,750 8,126 0 629 20 3,500 450 2,000 1,100 1,100 200 500 400 1,200 140 100,281

0.76% 17.39% 6.40% 5.25% 0.00% 13.01% -20.00% 0.00% 0.00% 0.00% 0.00% 37.50% 0.00% 0.00% 0.00% 0.00% 0.00% 5.78%

371,367 371,367

398,300 398,300

420,000 420,000

0.00% 0.00%

1,883,731 52,854 47,094 80,886 56,624 155,958 305,878 27,670 322,344 5,210 40,379 2,500 14,132 19,120 15,914 8,395 21,210 8,694 819 0 65,645 1,126 3,012 276 2,938 14,155 1,362 2,155 29,767 37,500 127

2,006,736 48,643 47,492 81,332 64,521 165,527 323,550 1,252 316,608 23,635 46,704 2,500 4,437 18,454 15,373 5,961 15,135 5,478 176 125 60,970 1,978 0 657 4,139 14,155 2,137 2,042 29,821 37,500 130

2,087,720 65,000 46,000 80,000 55,000 176,441 338,793 0 338,000 23,861 46,704 2,500 3,500 25,000 17,500 7,500 15,000 8,000 500 300 109,000 1,500 0 400 4,000 16,000 3,000 2,000 39,000 40,000 250

2,067,058 65,000 46,000 80,000 55,000 176,400 332,000 0 338,000 23,800 45,550 2,500 3,500 20,000 16,500 7,500 12,000 6,000 200 100 80,000 1,300 0 400 4,000 15,000 2,500 2,000 32,000 37,500 128

2,087,188 65,000 46,000 80,000 55,000 178,489 350,670 0 338,000 26,659 47,000 2,500 3,500 25,000 17,500 7,500 15,000 8,000 500 300 95,000 1,500 0 400 5,000 16,000 3,000 2,000 34,000 37,500 250

-0.03% 0.00% 0.00% 0.00% 0.00% 1.16% 3.51% 0.00% 0.00% 11.73% 0.63% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -12.84% 0.00% 0.00% 0.00% 25.00% 0.00% 0.00% 0.00% -12.82% -6.25% 0.00%

D - 49

CITY OF WILLIAMSBURG ACCOUNT 001-3101-5302 001-3101-5305 001-3101-5306 001-3101-5307 001-3101-5308 001-3101-5401 001-3101-5405 001-3101-5407 001-3101-54081 001-3101-54082 001-3101-54083 001-3101-5409 001-3101-5410 001-3101-5411 001-3101-5413 001-3101-5416 001-3101-5418 001-3101-5504 001-3101-5505 001-3101-5801 001-3101-7002 001-3101-7005 001-3101-7007

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

FIRE INSURANCE MOTOR VEHICLE INSURANCE SURETY BONDS PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES LAUNDRY, HOUSEKEEPING, JANITOR. REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL POLICE SUPPLIES UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES AMMUNITION FORENSICS TRAVEL -CONVENTION & EDUCATION TRAVEL - EXTRADITIONS DUES & ASSOC. MEMBERSHIPS FURNITURE & FIXTURES MOTOR VEHICLES & EQUIPMENT ADP EQUIPMENT TOTAL POLICE

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

3,285 11,865 932 1,010 20,971 10,622 408 883 11,372 7,230 70,404 17,384 13,797 897 5,629 6,993 2,404 9,484 305 980 2,972 1,595 4,720 3,433,617

3,365 10,760 873 981 17,697 11,321 776 89 8,442 4,362 68,291 20,612 16,626 956 3,278 7,381 2,555 7,380 52 786 0 842 0 3,534,593

3,400 12,000 1,400 1,200 26,000 11,000 500 500 8,000 6,000 60,000 25,000 16,000 1,600 3,000 7,000 2,500 7,000 1,500 1,200 1,500 4,000 0 3,752,769

3,302 10,443 782 890 15,900 11,000 500 300 6,000 6,000 60,000 25,000 16,000 1,600 3,400 7,000 2,500 7,000 2,100 1,200 300 4,000 0 3,657,153

3,400 11,000 1,400 1,200 21,000 11,000 500 500 8,000 6,000 60,000 28,000 16,000 1,600 3,000 7,000 2,500 8,000 1,500 1,200 1,000 2,000 0 3,744,257

0.00% -8.33% 0.00% 0.00% -19.23% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 12.00% 0.00% 0.00% 0.00% 0.00% 0.00% 14.29% 0.00% 0.00% -33.33% -50.00% 0.00% -0.23%

% over FY14 Budget

001-3102-3002 001-3102-5205

POLICE - 911 DISPATCH CONTRACT-YORK COUNTY EMERGENCY 911 - TELEPHONE TOTAL POLICE - 911 DISPATCH

512,500 250 512,750

526,087 418 526,505

537,136 456 537,592

537,136 0 537,136

545,730 0 545,730

1.60% -100.00% 1.51%

001-3103-1001 001-3103-1002 001-3103-1003 001-3103-1006 001-3103-2001 001-3103-2002 001-3103-2004 001-3103-2005 001-3103-2006 001-3103-2010 001-3103-3002 001-3103-3005 001-3103-5101 001-3103-5203 001-3103-5302 001-3103-5407

PARKING GARAGE SALARIES OVERTIME PART-TIME SALARIES DISCRETIONARY LEAVE FICA RETIREMENT (VRS) DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION ARMORED TRANSPORT MAINTENANCE-GARAGE EQUIPMENT ELECTRICITY TELEPHONE PROPERTY INSURANCE SUPPLIES TOTAL PARKING GARAGE

29,989 927 19,856 115 3,678 4,911 52 11,584 84 665 6,919 17,704 15,606 1,628 3,989 5,625 123,332

31,590 619 21,050 0 3,792 5,146 0 14,880 376 775 7,970 17,063 23,167 1,804 4,086 3,897 136,215

32,372 1,000 21,000 500 4,186 5,299 0 15,600 383 775 8,000 20,000 16,000 2,000 4,000 5,000 136,115

32,240 1,000 20,000 0 3,850 5,252 0 15,600 384 755 8,000 17,500 20,000 2,000 4,000 5,000 135,581

32,562 1,000 21,000 500 4,212 5,549 0 15,600 430 790 8,000 20,000 20,000 2,000 4,000 4,000 139,643

0.59% 0.00% 0.00% 0.00% 0.63% 4.71% 0.00% 0.00% 12.23% 1.94% 0.00% 0.00% 25.00% 0.00% 0.00% -20.00% 2.59%

D - 50

CITY OF WILLIAMSBURG ACCOUNT

001-3201-1001 001-3201-1002 001-3201-1006 001-3201-1009 001-3201-2001 001-3201-2002 001-3201-2004 001-3201-2005 001-3201-2006 001-3201-2010 001-3201-2013 001-3201-2016 001-3201-3001 001-3201-3002 001-3201-30041 001-3201-30042 001-3201-30044 001-3201-3005 001-3201-3007 001-3201-3033 001-3201-5101 001-3201-5102 001-3201-5201 001-3201-5203 001-3201-5204 001-3201-5301 001-3201-5302 001-3201-5305 001-3201-5308 001-3201-5401 001-3201-5402 001-3201-5405 001-3201-5407 001-3201-54081 001-3201-54082 001-3201-54083 001-3201-5410 001-3201-5411 001-3201-5413 001-3201-5415 001-3201-5504 001-3201-5801 001-3201-7001 001-3201-7002 001-3201-7003 001-3201-7004 001-3201-7005 001-3201-7006

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

FIRE SALARIES OVERTIME DISCRETIONARY LEAVE SPECIAL EVENTS FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION EDUCATION ASSISTANCE TRAINING PROFESSIONAL HEALTH SERVICES PROFESSIONAL SERVICES MAINTENANCE, VEHICLES MAINTENANCE, BUILDINGS MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS ADVERTISING EXTERMINATING CONTRACT ELECTRICITY HEATING POSTAGE TELECOMMUNICATION RADIO BOILER INSURANCE FIRE INSURANCE MOTOR VEHICLE INSURANCE GENERAL LIABILITY OFFICE SUPPLIES FOOD SERVICE / SUPPLIES JANITORIAL SERVICES REPAIR & MAINTENANCE CAR & TRUCK SUPPLIES TIRES GAS & OIL UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES FIRE PREVENTION TRAVEL -CONVENTION & EDUCATION DUES & ASSOC. MEMBERSHIPS MACHINERY & EQUIPMENT FURNITURE & FIXTURES COMMUNICATIONS EQUIPMENT EQUIPMENT-SPECIAL PROGRAMS EQUIPMENT-EMS PROGRAMS EQUIPMENT-VA POWER FUNDS TOTAL FIRE

ACTUAL FY 2012

ACTUAL FY 2013

1,780,599 71,752 55,769 29,444 144,191 284,400 24,605 306,974 4,844 64,312 6,171 5,331 12,804 28,647 7,996 20,733 1,708 9,925 435 620 21,723 2,809 169 19,126 54,325 127 2,816 15,255 1,271 1,987 280 3,283 2,409 15,330 6,746 44,276 8,412 0 5,338 3,333 0 320 7,937 5,443 1,663 35,881 7,293 17,802 3,146,614

1,877,485 74,395 62,519 50,560 151,367 295,846 619 333,422 21,612 73,914 660 2,210 13,325 24,607 13,106 13,021 1,467 17,501 435 624 21,877 3,855 329 18,340 49,207 131 2,884 13,835 1,182 2,060 426 2,433 1,072 13,253 3,285 40,895 6,767 0 4,289 2,117 102 585 13,449 1,560 2,345 31,970 6,576 24,939 3,298,458

D - 51

BUDGET FY 2014

2,057,673 85,000 65,000 35,000 171,564 322,487 0 358,000 22,995 73,914 10,000 12,000 18,000 35,000 20,000 18,000 3,000 15,000 550 400 23,000 8,000 300 20,000 49,000 240 3,000 15,500 1,500 2,000 500 5,000 6,000 12,000 8,000 42,000 13,000 300 6,000 8,000 1,000 600 18,000 5,000 10,000 35,000 14,000 25,000 3,655,523

ESTIMATED ADOPTED FY 2014 FY 2015

2,078,522 76,000 57,000 35,000 165,000 317,000 0 365,000 23,000 72,017 3,000 13,000 19,000 30,000 14,500 14,500 3,000 16,500 450 700 22,500 4,000 300 19,200 50,100 131 2,850 13,500 1,065 2,200 500 3,500 3,000 10,000 8,000 43,800 13,000 300 6,000 4,700 600 588 14,500 3,700 3,500 51,000 21,000 25,000 3,631,723

2,098,563 85,000 65,000 35,000 174,693 341,773 0 365,000 25,857 74,000 8,000 15,000 20,000 30,000 18,000 15,000 3,000 18,000 550 700 23,000 8,000 300 20,000 52,000 240 3,000 15,500 1,500 2,500 500 4,000 6,000 12,000 8,000 44,000 13,000 300 6,000 6,000 1,000 600 18,000 5,000 10,000 35,000 14,000 25,000 3,727,575

% over FY14 Budget

1.99% 0.00% 0.00% 0.00% 1.82% 5.98% 0.00% 1.96% 12.45% 0.12% -20.00% 25.00% 11.11% -14.29% -10.00% -16.67% 0.00% 20.00% 0.00% 75.00% 0.00% 0.00% 0.00% 0.00% 6.12% 0.00% 0.00% 0.00% 0.00% 25.00% 0.00% -20.00% 0.00% 0.00% 0.00% 4.76% 0.00% 0.00% 0.00% -25.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.97%

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

1,283,962 1,283,962

1,203,730 1,203,730

001-3301-3009

VA PENINSULA REGIONAL JAIL PURCHASE OF SERVICES TOTAL JAIL

001-3303-3009

MIDDLE PENINSULA JUVENILE DETENTION COMMISSION PURCHASE OF SERVICES 142,096 TOTAL JUVENILE DETENTION 142,096

001-3304-3009

GROUP HOME COMMISSION PURCHASE OF SERVICES TOTAL GROUP HOME COMMISSION

001-3305-3009

COLONIAL COMMUNITY CORRECTIONS PURCHASE OF SERVICES TOTAL COLONIAL COMM. CORRECTIONS

001-3401-1001 001-3401-1003 001-3401-2001 001-3401-2002 001-3401-2004 001-3401-2005 001-3401-2006 001-3401-2010 001-3401-2016 001-3401-3002 001-3401-3004 001-3401-30041 001-3401-3006 001-3401-3007 001-3401-3008 001-3401-5201 001-3401-5203 001-3401-5305 001-3401-5307 001-3401-5308 001-3401-5401 001-3401-54081 001-3401-54082 001-3401-54083 001-3401-5410 001-3401-5411 001-3401-5413 001-3401-5415 001-3401-5501 001-3401-5504 001-3401-5801

CODES COMPLIANCE SALARIES PART-TIME WAGES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS PRINTING ADVERTISING PUBLIC EDUCATION POSTAGE TELECOMMUNICATION MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES ENFORCEMENT ACTION TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL CODES COMPLIANCE

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

1,191,240 1,191,240

1,176,790 1,176,790

-1.21% -1.21%

63,829 63,829

50,000 50,000

70,000 70,000

40.00% 40.00%

79,889 79,889

0.00% 0.00%

8,618 8,618

9,177 9,177

9,533 9,533

0.00% 0.00%

188,977 495 14,346 30,578 2,506 21,016 521 2,494 2,587 536 0 154 313 246 126 833 2,651 2,260 7,578 635 2,045 839 0 3,437 540 1,177 466 1,530 0 2,698 600 292,184

199,644 0 14,866 32,271 0 26,352 2,357 2,906 1,030 0 0 144 1,254 0 115 473 2,657 2,050 7,358 591 1,355 765 0 3,403 539 1,779 848 652 0 2,392 215 306,016

207,234 0 15,680 33,557 0 27,600 2,415 2,906 3,000 1,000 300 1,000 600 300 300 1,700 3,000 2,300 7,600 700 1,800 1,000 500 3,300 600 4,500 1,000 5,000 100 4,000 600 333,592

207,086 0 15,680 33,400 0 27,648 2,440 2,831 3,000 1,200 300 500 1,000 0 200 600 3,500 1,990 6,670 533 1,800 1,000 500 3,500 800 2,500 1,000 2,000 100 4,000 600 326,378

209,157 30,000 18,296 35,288 0 27,648 2,734 2,970 3,000 1,200 300 1,000 800 300 300 800 3,500 2,100 6,700 550 1,800 1,000 500 3,500 800 4,500 1,000 5,000 100 4,000 600 369,442

0.93% 0.00% 16.68% 5.16% 0.00% 0.17% 13.19% 2.20% 0.00% 20.00% 0.00% 0.00% 33.33% 0.00% 0.00% -52.94% 16.67% -8.70% -11.84% -21.43% 0.00% 0.00% 0.00% 6.06% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 10.75%

D - 52

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

001-3501-3009

ANIMAL CONTROL PURCHASE OF SERVICES-JCC TOTAL ANIMAL CONTROL

001-3503-3001

MEDICAL EXAMINER PROFESSIONAL HEALTH SERVICES TOTAL MEDICAL EXAMINER

001-4101-1001 001-4101-2001 001-4101-2002 001-4101-2004 001-4101-2005 001-4101-2006 001-4101-2010 001-4101-2016 001-4101-3002 001-4101-30041 001-4101-3005 001-4101-3007 001-4101-5201 001-4101-5203 001-4101-5204 001-4101-5307 001-4101-5308 001-4101-5401 001-4101-54081 001-4101-54082 001-4101-54083 001-4101-5410 001-4101-5411 001-4101-5413 001-4101-5504 001-4101-5801 001-4101-7005

001-4102-1001 001-4102-1002 001-4102-2001 001-4102-2002 001-4102-2004 001-4102-2005 001-4102-2006 001-4102-2010 001-4102-2016 001-4102-30041 001-4102-30044 001-4102-30045 001-4102-30046 001-4102-3005 001-4102-3007 001-4102-3008 001-4102-5101 001-4102-5201 001-4102-5203 001-4102-5204

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

18,000 18,000

18,900 18,900

0.00% 0.00%

100 100

20 20

100 100

0.00% 0.00%

ENGINEERING SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL SERVICES MAINTENANCE, CARS & TRUCKS MAINTENANCE, SERVICE CONTRACTS ADVERTISING POSTAGE TELECOMMUNICATION RADIO PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOC. MEMBERSHIPS MOTOR VEHICLES & EQUIPMENT TOTAL ENG / PUBLIC WORKS ADMIN.

164,404 12,426 26,655 5,717 19,287 454 2,494 0 12,370 32 1,756 64 103 2,105 178 2,021 424 1,361 1,003 798 1,788 344 205 715 147 115 0 256,966

173,591 12,742 23,707 0 22,708 1,732 2,906 365 14,199 16 2,198 2,586 63 2,525 178 1,962 394 1,271 1,685 0 2,731 259 0 1,454 225 35 0 269,532

153,442 11,210 24,650 0 31,200 1,880 2,906 0 12,000 300 1,800 100 200 2,300 300 2,100 450 1,200 850 0 1,400 500 150 1,000 400 250 200 250,788

152,833 11,200 24,650 0 31,200 1,802 2,831 0 12,000 300 1,800 100 200 2,300 300 2,100 355 1,200 600 0 1,800 500 150 1,000 400 250 200 250,071

154,362 11,809 26,043 0 31,200 2,017 2,970 0 12,500 300 1,800 100 200 2,300 300 2,100 450 1,250 1,000 0 1,900 500 150 1,000 400 250 200 255,100

0.60% 5.34% 5.65% 0.00% 0.00% 7.31% 2.20% 0.00% 4.17% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.17% 17.65% 0.00% 35.71% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.72%

STREETS SALARIES SALARIES - OVERTIME FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING MAINTENANCE, CARS & TRUCKS MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SIGNS & ST. MARKING MAINTENANCE, TRAFFIC CONTROL MAINTENANCE, SERVICE CONTRACTS ADVERTISING LAUNDRY & DRY CLEANING ELECTRICITY POSTAGE TELECOMMUNICATION RADIO

351,324 5,476 25,676 57,739 4,005 93,212 983 18,590 1,156 2,688 477 0 0 87,230 495 2,195 207,554 6 1,507 0

362,299 3,163 26,282 58,334 0 98,958 4,261 21,624 495 2,841 0 425 9,143 97,450 845 2,098 211,747 54 1,373 270

381,122 5,500 29,577 61,700 0 96,000 4,507 21,624 500 4,500 500 2,000 7,500 95,000 500 3,000 210,000 0 2,100 0

367,361 5,500 29,577 61,700 0 96,000 4,507 21,071 500 3,500 500 1,000 6,500 95,000 500 2,000 210,000 0 2,100 0

371,034 5,500 28,805 62,823 0 96,000 4,867 22,100 500 4,500 500 2,000 7,500 95,000 500 3,000 212,000 0 2,100 0

-2.65% 0.00% -2.61% 1.82% 0.00% 0.00% 7.98% 2.20% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.95% 0.00% 0.00% 0.00%

D - 53

CITY OF WILLIAMSBURG ACCOUNT 001-4102-5302 001-4102-5305 001-4102-5307 001-4102-5308 001-4102-5401 001-4102-5407 001-4102-54081 001-4102-54082 001-4102-54083 001-4102-54084 001-4102-54085 001-4102-5410 001-4102-5411 001-4102-5413 001-4102-5504 001-4102-5801 001-4102-7001 001-4102-7008 001-4102-7010 001-4102-8001

001-4203-3009 001-4203-3031 001-4203-3032 001-4203-3033 001-4203-3035 001-4203-5899

001-4307-1001 001-4307-1002 001-4307-2001 001-4307-2002 001-4307-2004 001-4307-2005 001-4307-2006 001-4307-2010 001-4307-2016 001-4307-30042C 001-4307-30042M 001-4307-30042O 001-4307-30042R 001-4307-30042S 001-4307-30042T 001-4307-30042V 001-4307-30044C 001-4307-30044M 001-4307-30044O 001-4307-30044S 001-4307-30044T 001-4307-3005C 001-4307-3005M 001-4307-3005O 001-4307-3005S 001-4307-3005T

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

FIRE INSURANCE MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL POWERED EQUIPMENT AND SUPPLIES SIGNS & ST MARKINGS SUPPLIES UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS MACHINERY & EQUIPMENT PEDESTRIAN IMPROVEMENTS DRAINAGE-MAINTENANCE LEASE/RENT OF EQUIPMENT TOTAL STREETS REFUSE COLLECTION PURCH SVCS-JCSA-BULK WASTE GARBAGE COLLECTION RECYCLING PROGRAM HOUSEHOLD CHEMICALS GARBAGE - DUMPSTERS ADMINISTRATION FEE - VPPSA TOTAL REFUSE COLLECTION BUILDINGS-FACILITIES MAINTENANCE SALARIES SALARIES-OVERTIME FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING MTCE-BLDG-COMM.CTR. MTCE-BLDG-MUN. BLDG MTCE-BLDG-MISC. MTCE-BLDG-RENTAL PROPERTIES MTCE-BLDG-STRYKER MTCE-BLDG-TRAIN STATION MTCE-PGPG MTCE-POWER EQUIP-COMM.CTR MTCE-POWER EQUIP-MUN BLDG MTCE-POWER EQUIP-MISC. MTCE-POWER EQUIP-STRYKER MTCE-POWER EQUIP-TRAIN STATION SVC CONTRACTS-COMM.CTR. SVC CONTRACTS-MUN.BLDG. SVC CONTRACTS-MISC. SVC CONTRACTS-STRYKER SVC CONTRACTS-TRAIN STATION

ACTUAL FY 2012

ACTUAL FY 2013

939 11,300 505 1,694 576 2,179 17,665 2,339 27,288 8,713 5,181 1,730 0 66,194 0 516 10,578 13,421 5,880 1,166 1,038,177

961 10,248 491 1,576 421 5,123 28,713 5,901 29,059 3,975 9,314 2,535 0 45,559 325 348 52 0 10,763 0 1,057,026

1,000 11,500 650 1,700 600 600 16,000 2,500 26,000 5,000 6,000 2,200 100 60,000 200 500 9,300 8,000 10,000 500 1,087,980

944 9,946 445 1,415 600 600 18,000 2,500 28,000 5,000 6,000 3,000 100 55,000 200 500 9,300 8,000 11,000 500 1,068,366

1,000 10,500 600 1,500 600 1,000 18,000 3,000 28,000 5,000 6,000 2,200 100 60,000 200 500 9,300 8,000 10,000 500 1,084,729

0.00% -8.70% -7.69% -11.76% 0.00% 66.67% 12.50% 20.00% 7.69% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -0.30%

2,949 460,458 127,840 19,655 15,473 9,750 636,125

3,403 455,306 133,231 22,897 15,806 9,750 640,393

3,500 491,000 128,000 23,000 18,000 9,750 673,250

3,500 465,000 142,000 23,000 18,000 9,750 661,250

3,500 480,000 75,000 23,000 18,000 10,000 609,500

0.00% -2.24% -41.41% 0.00% 0.00% 2.56% -9.47%

83,952 6,402 6,565 13,960 2,000 12,461 238 2,494 508 7,473 9,353 7,116 6,285 4,131 2,364 8,133 0 2,126 0 0 0 25,153 47,066 1,056 13,093 19,209

90,750 6,359 7,159 14,625 0 14,880 1,068 2,906 195 7,648 12,612 9,694 3,041 962 9,266 4,331 44 345 94 521 0 25,236 57,636 6,624 11,959 20,119

94,796 5,000 7,458 15,235 0 15,600 1,090 2,906 1,000 7,800 5,000 3,000 4,000 3,000 4,000 1,000 750 1,750 750 750 750 16,000 48,000 5,000 17,000 20,000

94,431 5,000 7,458 15,232 0 15,600 1,112 2,831 500 7,800 5,000 3,000 12,000 500 2,000 5,000 750 500 750 0 750 16,000 48,000 3,000 8,000 20,000

95,375 6,500 7,793 16,091 0 15,600 1,246 2,970 1,000 7,800 7,000 7,000 4,000 3,000 4,000 2,000 750 1,750 750 750 750 16,000 54,000 5,000 17,000 20,000

0.61% 30.00% 4.50% 5.62% 0.00% 0.00% 14.36% 2.20% 0.00% 0.00% 40.00% 133.33% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 12.50% 0.00% 0.00% 0.00%

D - 54

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

CITY OF WILLIAMSBURG ACCOUNT 001-4307-3005V 001-4307-3008 001-4307-3033C 001-4307-3033M 001-4307-3033R 001-4307-3033S 001-4307-3033T 001-4307-5101C 001-4307-5101M 001-4307-5101O 001-4307-5101S 001-4307-5101T 001-4307-5102C 001-4307-5102S 001-4307-5203 001-4307-5301C 001-4307-5301M 001-4307-5301S 001-4307-5301T 001-4307-5302 001-4307-5302C 001-4307-5302M 001-4307-5302R 001-4307-5302S 001-4307-5302T 001-4307-5308C 001-4307-5308M 001-4307-5308O 001-4307-5308R 001-4307-5308S 001-4307-5308T 001-4307-5308V 001-4307-5401 001-4307-5402 001-4307-5405 001-4307-5407C 001-4307-5407M 001-4307-5407O 001-4307-5407S 001-4307-5407T 001-4307-5407V 001-4307-54081 001-4307-54082 001-4307-54083 001-4307-5410 001-4307-5413C 001-4307-5413M 001-4307-5413O 001-4307-5413R 001-4307-5504 001-4307-7001 001-4307-7002 001-4307-7003 001-4307-7010C 001-4307-7010M 001-4307-7010O

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

SERVICE CONTRACTS-PGPG LAUNDRY & DRY CLEANING EXTERM. CONTRACT-COMM.CTR. EXTERM. CONTRACT-MUN.BLDG. EXTERM. CONTRACT-RENTAL PROP. EXTERM. CONTRACT-STRYKER EXTERM. CONTRACT-TRAIN STATION ELECTRICITY-COMM. CTR. ELECTRICITY-MUN.BLDG. ELECTRICITY-OTHER ELECTRICITY-STRYKER ELECTRICITY-TRAIN STATION GAS-COMMUNITY CENTER GAS-STRYKER TELECOMMUNICATION BOILER INSURANCE-COMM.CTR. BOILER INSURANCE-MUN.BLDG. BOILER INSURANCE-STRYKER BOILER INSURANCE-TRAIN STATION FIRE INSURANCE FIRE INSURANCE-COMM.CTR. FIRE INSURANCE-MUN.BLDG. FIRE INSURANCE-RENTAL PROPERTIES FIRE INSURANCE-STRYKER FIRE INSURANCE-TRAIN STATION GEN. LIABILITY-COMM.CTR. GEN. LIABILITY-MUN.BLDG. GEN. LIABILITY-OTHER GEN. LIABILITY-RENTAL PROPERTIES GEN. LIABILITY-STRYKER GEN. LIABILITY- TRAIN STATION GEN. LIABILITY-PGPG OFFICE SUPPLIES FOOD/COFFEE LAUNDRY, HOUSEKEEPING, JANITOR JANITORIAL SUPPLIES-COMM.CTR JANITORIAL SUPPLIES-MUN.BLDG. JANITORIAL SUPPLIES-OTHER JANITORIAL SUPPLIES-STRYKER JANITORIAL SUPPLIES-TRAIN STATION JANITORIAL SUPPLIES-PGPG CAR & TRUCK SUPPLIES TIRES GAS & OIL UNIFORMS & APPAREL OP. SUPPLIES-COMM.CTR. OP. SUPPLIES-MUN.BLDG. OP. SUPPLIES-OTHER OP. SUPPLIES-RENTAL PROPERTIES TRAVEL -CONVENTION & EDUCATION MACHINERY & EQUIPMENT FURNITURE & FIXTURES COMMUNICATIONS EQUIPMENT BUILDING-COMM.CTR. BUILDING-MUN. BLDG. BUILDING-OTHER TOTAL MUNICIPAL CENTER

ACTUAL FY 2012 8,063 1,005 276 184 368 314 254 12,350 55,940 5,419 9,679 8,738 5,379 339 2,070 243 319 159 319 938 938 3,285 1,408 1,408 1,408 423 847 424 212 423 635 423 726 3,213 0 1,107 3,253 258 2,082 1,552 0 59 0 1,065 228 93 1,595 218 0 27 2,208 0 0 175 338 2,350 425,875

D - 55

ACTUAL FY 2013 7,679 984 550 184 276 192 254 6,902 56,566 6,480 10,114 9,795 2,644 1,013 1,865 228 326 183 326 961 961 3,365 1,442 1,442 1,442 394 789 394 197 394 591 394 375 2,515 220 529 562 51 529 172 0 121 0 1,083 840 0 1,075 218 0 0 1,340 1,000 1,000 163 480 7,116 446,790

BUDGET FY 2014 8,000 2,000 500 500 500 500 500 10,000 55,000 4,000 12,000 10,000 6,000 3,200 2,000 400 550 300 550 1,100 1,100 3,800 1,600 1,600 1,600 550 900 550 320 550 900 550 300 3,000 800 1,000 1,500 500 1,000 1,000 700 400 400 700 500 500 1,500 500 500 200 3,000 1,500 500 6,000 2,500 7,000 448,755

ESTIMATED ADOPTED FY 2014 FY 2015 8,000 2,000 500 500 500 500 500 8,000 55,000 4,000 7,000 10,000 5,000 1,000 2,000 244 320 160 320 944 944 3,303 1,416 1,416 1,416 355 710 355 178 355 533 355 300 3,000 600 1,000 1,500 500 1,000 1,000 700 400 0 700 500 500 1,500 500 500 200 3,000 500 500 2,000 2,000 7,100 422,538

8,000 2,000 500 500 500 500 500 10,000 57,000 5,500 12,000 10,000 4,500 3,200 2,000 400 550 300 550 1,100 1,100 3,800 1,600 1,600 1,600 550 900 550 320 550 900 550 300 3,000 800 1,000 1,500 500 1,000 1,000 700 400 400 1,200 700 500 1,500 500 500 200 3,000 1,500 500 6,000 2,500 7,000 467,946

% over FY14 Budget

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.64% 37.50% 0.00% 0.00% -25.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 71.43% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.28%

CITY OF WILLIAMSBURG ACCOUNT

001-4308-1001 001-4308-2001 001-4308-2002 001-4308-2004 001-4308-2005 001-4308-2006 001-4308-2010 001-4308-2016 001-4308-30042 001-4308-30043 001-4308-30044 001-4308-30045 001-4308-30046 001-4308-30047 001-4308-30048 001-4308-30049 001-4308-3005 001-4308-3009 001-4308-5203 001-4308-5401 001-4308-5413 001-4308-5504 001-4308-5801

001-4309-1001 001-4309-1002 001-4309-1003 001-4309-2001 001-4309-2002 001-4309-2004 001-4309-2005 001-4309-2006 001-4309-2010 001-4309-2016 001-4309-3002 001-4309-3002 001-4309-30041 001-4309-30044 001-4309-3005 001-4309-3007 001-4309-3008 001-4309-5203 001-4309-5204 001-4309-5302 001-4309-5305 001-4309-5307 001-4309-5308 001-4309-5401 001-4309-5403 001-4309-54081 001-4309-54082 001-4309-54083 001-4309-54084

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

INFORMATION TECHNOLOGY ( I T ) SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING MAINTENANCE-COMPUTERS MAINTENANCE-VIDEO EQUIPMENT MAINTENANCE-MAPPING SYSTEM PC LIFE CYCLE MGT. MAINTENANCE-PRINTERS MAINTENANCE-PHONES MAINTENANCE-HARDWARE MAINTENANCE-SOFTWARE MTCE-COPIERS PURCHASED SERVICES-JCC TELECOMMUNICATIONS OFFICE SUPPLIES OTHER OPERATING SUPPLIES TRAVEL-CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL INFORMATION TECHNOLOGY

210,549 15,849 34,315 2,065 19,287 584 0 0 77,833 20,695 56,524 29,197 5,265 4,137 28,371 60,550 15,701 13,190 32,375 541 402 11 0 627,441

221,785 16,451 35,946 0 20,616 2,626 0 577 51,263 19,543 55,451 0 4,289 5,396 24,603 66,366 16,356 12,970 43,826 532 516 604 0 599,716

233,454 17,449 37,679 0 21,600 2,678 200 3,500 60,000 15,000 55,000 0 5,000 10,000 25,500 62,000 16,500 14,000 52,000 500 500 2,500 500 635,560

234,109 17,100 36,665 0 21,624 2,522 200 3,500 60,000 15,000 55,000 0 5,000 10,000 25,500 62,000 16,500 14,000 46,000 500 500 1,500 500 627,720

236,451 18,088 40,098 0 21,624 3,106 210 3,500 60,000 20,000 55,000 0 5,000 10,000 32,000 80,600 12,000 5,500 52,000 500 500 1,500 500 658,177

1.28% 3.66% 6.42% 0.00% 0.11% 15.99% 5.00% 0.00% 0.00% 33.33% 0.00% 0.00% 0.00% 0.00% 25.49% 30.00% -27.27% -60.71% 0.00% 0.00% 0.00% 0.00% 0.00% 3.56%

LANDSCAPING SALARIES SALARIES - OVERTIME PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL SERVICES EOC RECOVERY (EMERGENCY) MAINTENANCE, CARS & TRUCKS MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS ADVERTISING LAUNDRY & DRY CLEANING TELECOMMUNICATION RADIO FIRE INSURANCE MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES AGRICULTURAL SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL POWERED EQUIPMENT AND SUPPLIES

208,067 0 3,346 15,361 34,088 2,055 58,034 581 3,326 1,952 95,428 250,971 840 331 0 0 1,807 1,059 178 939 2,260 505 635 113 28,368 9,943 2,579 12,850 2,618

198,149 0 1,949 14,507 30,787 0 40,909 2,249 3,874 943 119,108 0 1,885 0 0 4,327 2,153 1,391 178 961 2,050 491 591 200 25,450 6,701 2,031 13,478 2,253

225,566 500 2,000 17,290 37,764 0 38,292 2,795 3,874 1,200 105,900 0 1,000 1,000 200 400 3,000 1,300 300 1,000 2,500 650 700 200 22,000 4,000 1,000 11,000 6,000

225,566 500 2,000 17,000 38,264 0 38,200 2,795 3,775 1,200 105,900 0 1,000 1,000 200 400 2,800 1,300 200 944 1,990 445 533 200 22,000 4,000 1,000 11,000 6,000

227,822 500 2,000 17,620 38,545 0 38,200 2,986 3,960 1,200 110,900 0 1,000 1,000 200 400 3,000 1,300 300 1,000 2,500 650 700 200 23,000 5,000 1,500 13,000 4,500

1.00% 0.00% 0.00% 1.91% 2.07% 0.00% -0.24% 6.83% 2.22% 0.00% 4.72% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.55% 25.00% 50.00% 18.18% -25.00%

D - 56

CITY OF WILLIAMSBURG ACCOUNT 001-4309-5410 001-4309-5411 001-4309-5413 001-4309-5418 001-4309-5504 001-4309-5801 001-4309-7005 001-4309-8001

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES LITTER CONTROL TRAVEL -CONVENTION & EDUCATION DUES & ASSOC. MEMBERSHIPS MOTOR VEHICLES & EQUIPMENT LEASE / RENT OF EQUIPMENT TOTAL LANDSCAPING

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

1,334 0 11,297 5,500 87 0 15,036 1,214 772,702

2,234 218 19,960 7,815 1,075 0 52 425 508,394

2,000 100 12,000 5,500 500 100 14,000 1,000 526,631

2,400 100 12,000 5,500 500 100 12,000 200 523,012

2,000 100 12,000 5,500 500 100 14,000 1,000 538,183

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.19%

100,594 83,430 19,349 203,373

100,741 83,430 0 184,171

99,915 83,430 0 183,345

-0.82% 0.00% 0.00% -0.45%

0 0 0 101 5,548 500 6,149

0 0 89 63 432 0 584

300 100 300 250 5,500 500 6,950

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

001-5101-5601 001-5101-5602 001-5101-5603

PUBLIC HEALTH LOCAL HEALTH DEPT OLDE TOWN HEALTH CLINIC CHIP TOTAL PUBLIC HEALTH

001-5103-5305 001-5103-5308 001-5103-54081 001-5103-54083 001-5103-5413 001-5103-7005

MOSQUITO CONTROL MOTOR VEHICLE INSURANCE GENERAL LIABILITY CAR & TRUCK SUPPLIES GAS & OIL OTHER OPERATING SUPPLIES MOTOR VEHICLES & EQUIPMENT TOTAL MOSQUITO CONTROL

001-5205-5602

COMMUNITY SERVICES BOARD COLONIAL BEHAVIORAL HEALTH TOTAL COMM. SERVICES BOARD

245,860 245,860

250,405 250,405

255,000 255,000

1.84% 1.84%

001-5302-5305 001-5302-5701 001-5302-5703 001-5302-5705 001-5302-5706 001-5302-5707 001-5302-5708 001-5302-5710

PUBLIC ASSISTANCE MOTOR VEHICLE INSURANCE GENERAL RELIEF-LOCAL CONTRIB. COMPREHENSIVE SERVICES ACT YOUTH & SENIOR INITIATIVES COMPREHENSIVE SVC ACT-ADMIN AT-RISK PREVENTION SUMMER YOUTH PROGRAM LOCAL HOMELESSNESS PREVENTION TOTAL PUBLIC ASSISTANCE

0 450,000 91,060 30,000 5,691 15,000 35,000 10,000 636,751

2,000 610,000 91,060 30,000 5,691 15,000 35,000 10,000 798,751

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

001-5305-30041 001-5305-54081 001-5305-54082 001-5305-54083

PUBLIC ASSISTANCE - TRANSPORTATION MAINTENANCE, CARS & TRUCKS CAR & TRUCK SUPPLIES TIRES GAS & OIL TOTAL PUBLIC ASSIST.-TRANS.

48 28 96 3,645 3,817

48 320 0 4,716 5,084

200 300 400 3,000 3,900

0.00% 0.00% 0.00% 0.00% 0.00%

001-6101-1001 001-6101-2001

SCHOOL BOARD SALARIES FICA TOTAL SCHOOL BOARD

11,000 842 11,842

0.00% 0.00% 0.00%

D - 57

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

6,469,380 856,098 7,325,478

6,889,019 772,468 7,661,487

7,382,840 985,974 8,368,814

7,565,623 1,094,254 8,659,877

2.48% 10.98% 3.48%

173,062 34,591 15,789 28,027 1,980 26,800 451 1,663 1,469 144 300 13,352 38 247 9,476 1,000 10 1,044 38,260 3,263 450 2,905 4,693 505 635 1,651 3,986 12 0 0 1,978 0 811 235 368,827

181,808 39,663 16,605 29,360 0 26,352 2,145 1,937 554 0 352 17,582 32 464 9,841 333 244 1,044 38,032 5,484 794 3,136 4,807 491 591 1,523 3,996 0 0 0 1,566 0 372 150 389,258

193,175 50,000 18,029 31,047 0 27,600 2,188 1,937 1,000 250 400 17,500 100 500 9,000 1,000 250 1,050 42,000 6,000 800 3,500 4,800 530 650 1,600 5,000 100 0 100 3,000 50 1,250 350 424,756

192,381 50,000 18,500 31,028 0 27,648 2,268 1,888 1,000 250 400 17,500 100 500 9,000 500 250 1,050 42,000 6,000 800 3,500 4,718 445 533 1,600 5,000 100 0 100 3,000 50 1,250 350 423,709

194,305 50,000 18,689 32,782 0 27,648 2,539 1,980 1,000 250 400 33,500 100 600 9,500 1,000 250 1,080 42,000 6,000 400 4,000 4,750 450 550 1,600 5,000 100 0 100 3,000 50 1,250 450 445,323

0.58% 0.00% 3.66% 5.59% 0.00% 0.17% 16.06% 2.22% 0.00% 0.00% 0.00% 91.43% 0.00% 20.00% 5.56% 0.00% 0.00% 2.86% 0.00% 0.00% -50.00% 14.29% -1.04% -15.09% -15.38% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 28.57% 4.84%

% over FY14 Budget

JOINT SCHOOL OPERATIONS 001-6103-6001 001-6103-6002

001-7101-1001 001-7101-1003 001-7101-2001 001-7101-2002 001-7101-2004 001-7101-2005 001-7101-2006 001-7101-2010 001-7101-2016 001-7101-3001 001-7101-30041 001-7101-30042 001-7101-30043 001-7101-30044 001-7101-3005 001-7101-3007 001-7101-3008 001-7101-3033 001-7101-5101 001-7101-5102 001-7101-5201 001-7101-5203 001-7101-5302 001-7101-5307 001-7101-5308 001-7101-5401 001-7101-5405 001-7101-5408 001-7101-54083 001-7101-5411 001-7101-5413 001-7101-5501 001-7101-5504 001-7101-5801

SCHOOLS SALES TAX FOR EDUCATION TOTAL SCHOOL OPERATIONS RECREATION - ADMINISTRATION SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL HEALTH SERVICES MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, OFFICE EQUIPMENT MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS ADVERTISING LAUNDRY & DRY CLEANING EXTERMINATING CONTRACT ELECTRICITY HEATING POSTAGE TELECOMMUNICATION FIRE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES LAUNDRY, HOUSEKEEPING, JANITOR. VEHICLE POWERED EQUIP.-SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL RECREATION - ADMIN.

D - 58

CITY OF WILLIAMSBURG ACCOUNT

001-7102-1001 001-7102-1003 001-7102-2001 001-7102-2002 001-7102-2004 001-7102-2005 001-7102-2006 001-7102-2010 001-7102-30042 001-7102-30044 001-7102-3005 001-7102-3006 001-7102-3007 001-7102-5101 001-7102-5201 001-7102-5203 001-7102-5302 001-7102-5307 001-7102-5308 001-7102-5401 001-7102-5403 001-7102-5404 001-7102-5405 001-7102-5407 001-7102-5408 001-7102-54083 001-7102-54084 001-7102-5410 001-7102-5411 001-7102-5413 001-7102-5414 001-7102-5416 001-7102-5801 001-7102-7001 001-7102-7005 001-7102-8001

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

RECREATION - PARKS SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION MAINTENANCE, BUILDINGS MAINTENANCE, EQUIPMENT MAINTENANCE, SERVICE CONTRACTS PRINTING ADVERTISING ELECTRICITY POSTAGE TELECOMMUNICATION FIRE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES AGRICULTURAL SUPPLIES MEDICAL SUPPLIES LAUNDRY, HOUSEKEEPING, JANITOR. REPAIR & MAINTENANCE SUPPLIES VEHICLE POWERED EQUIP/SUPPLIES GAS & OIL EQUIPMENT SUPPLIES UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES MERCHANDISE FOR RESALE NRPA-TAKE ME FISHING PROGRAM DUES & ASSOC. MEMBERSHIPS MACHINERY & EQUIPMENT MOTOR VEHICLES & EQUIPMENT LEASE / RENT OF EQUIPMENT TOTAL RECREATION - PARKS

ACTUAL FY 2012

31,609 113,120 11,496 4,118 314 6,887 92 3,326 1,165 1,948 0 1,994 419 3,941 40 2,794 1,408 505 424 684 4,986 78 1,783 3,389 154 602 309 543 40 4,082 5,374 0 125 970 8,164 2,002 218,885

D - 59

ACTUAL FY 2013

31,508 107,149 10,520 5,193 0 5,736 379 3,874 1,035 2,042 0 589 0 4,258 0 2,929 1,442 491 394 551 4,338 19 1,153 2,731 175 0 294 522 28 2,491 5,373 0 35 775 3,735 2,332 202,091

BUDGET FY 2014

32,389 118,600 11,585 5,296 0 6,000 387 3,874 1,500 2,000 0 2,000 500 5,000 0 3,400 1,500 530 430 700 5,000 100 2,000 2,500 250 0 400 650 50 4,000 6,500 0 125 1,000 8,500 2,300 229,066

ESTIMATED ADOPTED FY 2014 FY 2015

33,534 118,600 11,585 5,408 0 6,024 396 3,874 1,500 2,000 0 1,500 500 5,000 0 3,400 1,416 445 355 700 5,000 100 1,800 2,500 250 0 400 650 50 3,000 5,500 0 125 1,000 6,000 2,300 224,912

33,869 118,600 11,664 5,714 0 6,024 443 3,874 1,800 2,500 7,400 2,000 500 5,000 0 3,400 1,430 450 360 750 7,000 100 2,000 2,500 250 0 400 650 50 4,000 7,900 0 125 1,000 8,500 2,500 242,753

% over FY14 Budget

4.57% 0.00% 0.68% 7.90% 0.00% 0.40% 14.38% 0.00% 20.00% 25.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -4.67% -15.09% -16.28% 7.14% 40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 21.54% 0.00% 0.00% 0.00% 0.00% 8.70% 5.98%

CITY OF WILLIAMSBURG ACCOUNT

001-7104-1001 001-7104-1003 001-7104-2001 001-7104-2002 001-7104-2004 001-7104-2005 001-7104-2006 001-7104-2010 001-7104-3002 001-7104-3004 001-7104-30041 001-7104-30042 001-7104-30043 001-7104-30044 001-7104-3005 001-7104-30051 001-7104-3006 001-7104-3007 001-7104-3008 001-7104-5101 001-7104-5201 001-7104-5203 001-7104-5301 001-7104-5302 001-7104-5305 001-7104-5307 001-7104-5308 001-7104-5401 001-7104-5405 001-7104-5407 001-7104-5408 001-7104-54081 001-7104-54082 001-7104-54083 001-7104-54084 001-7104-5410 001-7104-5411 001-7104-5412 001-7104-5413 001-7104-5501 001-7104-5801 001-7104-7001 001-7104-7005 001-7104-8001

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

RECREATION - PROGRAMS SALARIES PART-TIME SALARIES & WAGES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, OFFICE EQUIPMENT MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS MAINTENANCE, POOL CONTRACT PRINTING ADVERTISING LAUNDRY & DRY CLEANING ELECTRICITY POSTAGE TELECOMMUNICATION BOILER INSURANCE FIRE INSURANCE MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES LAUNDRY, JANITORIAL REPAIR & MAINTENANCE SUPPLIES VEHICLE POWERED EQUIP.-SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL EQUIPMENT SUPPLIES UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS RECREATIONAL SUPPLIES OTHER OPERATING SUPPLIES TRAVEL -MILEAGE DUES & ASSOC. MEMBERSHIPS MACHINERY & EQUIPMENT MOTOR VEHICLES & EQUIPMENT LEASE/RENT OF EQUIPMENT TOTAL RECREATION - PLAYGROUNDS

ACTUAL FY 2012

158,251 37,711 18,986 25,963 2,000 30,049 442 7,067 169,886 79 376 8,412 22 416 1,676 37,703 1,332 110 89 13,841 478 3,421 160 1,408 1,695 505 423 889 1,980 339 67 923 144 7,941 218 289 0 9,546 7,295 881 185 21,933 20 9,475 584,626

D - 60

ACTUAL FY 2013

165,884 34,821 19,327 27,195 0 33,844 1,987 8,233 168,982 47 205 8,908 32 227 1,412 18,310 280 0 18 11,828 554 3,563 163 1,442 1,537 491 394 560 1,862 749 51 905 1,136 7,064 157 799 0 11,179 7,608 1,730 195 15,035 271 9,577 568,562

BUDGET FY 2014

168,088 40,000 16,218 25,999 0 38,076 2,026 8,233 190,000 100 300 9,500 250 500 2,000 5,000 2,000 1,000 300 14,000 500 3,700 180 1,450 1,700 530 430 1,000 2,500 500 250 850 1,200 6,500 300 800 50 8,500 7,500 1,500 210 17,000 500 12,000 593,240

ESTIMATED ADOPTED FY 2014 FY 2015

155,669 40,000 16,200 25,999 0 38,560 2,026 8,233 180,000 100 300 9,500 250 500 2,000 5,000 2,000 500 300 14,000 100 3,700 160 1,415 1,500 445 355 800 2,000 500 250 850 1,200 7,000 300 800 50 8,500 7,500 1,500 210 17,000 500 10,000 567,772

157,226 40,000 15,088 26,526 0 38,560 2,055 8,233 192,000 100 300 9,500 250 500 2,000 4,000 2,000 1,000 300 14,000 100 4,000 160 1,450 1,500 450 375 1,000 3,000 500 250 850 1,200 8,000 300 800 50 11,000 8,150 2,000 210 17,000 500 12,000 588,483

% over FY14 Budget

-6.46% 0.00% -6.97% 2.03% 0.00% 1.27% 1.42% 0.00% 1.05% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -20.00% 0.00% 0.00% 0.00% 0.00% -80.00% 8.11% -11.11% 0.00% -11.76% -15.09% -12.79% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 23.08% 0.00% 0.00% 0.00% 29.41% 8.67% 33.33% 0.00% 0.00% 0.00% 0.00% -0.80%

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

001-7108-1001 001-7108-1002 001-7108-2001 001-7108-2002 001-7108-2004 001-7108-2005 001-7108-2006 001-7108-2010 001-7108-30044 001-7108-3005 001-7108-3008 001-7108-5101 001-7108-5203 001-7108-5307 001-7108-5403 001-7108-54082 001-7108-54083 001-7108-54084 001-7108-5413 001-7108-7006

CEMETERY SALARIES SALARIES - OVERTIME FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION MAINTENANCE, EQUIPMENT MAINTENANCE, SERVICE CONTRACTS LAUNDRY & DRY CLEANING ELECTRICITY TELECOMMUNICATION PUBLIC OFFICIAL LIABILITY AGRICULTURAL SUPPLIES TIRES GAS & OIL EQUIPMENT SUPPLIES OTHER OPERATING SUPPLIES REPURCHASE OF CEMETERY LOTS TOTAL CEMETERY

32,578 1,179 2,369 5,279 324 11,774 90 831 21 0 192 400 1,335 505 38 112 100 590 1,447 900 60,064

34,310 882 2,429 5,531 0 10,200 404 968 0 0 206 502 2,000 491 0 0 62 758 1,760 500 61,003

35,982 500 2,714 5,792 0 10,692 412 968 500 400 400 400 1,500 500 300 100 200 500 1,500 1,000 64,360

35,792 500 2,714 5,774 0 10,692 422 968 500 400 400 400 1,500 500 300 100 200 500 1,500 1,000 64,162

36,150 500 2,804 6,099 0 10,692 472 968 500 400 400 400 1,800 500 300 100 200 500 1,500 1,000 65,286

0.47% 0.00% 3.31% 5.30% 0.00% 0.00% 14.67% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.44%

001-7302-5413 001-7302-6002

REGIONAL LIBRARY BUILDINGS-GROUNDS-MAINTENANCE REGIONAL LIBRARY-CONTRACT TOTAL REGIONAL LIBRARY

375 779,369 779,744

20 819,506 819,526

1,000 819,506 820,506

1,000 826,266 827,266

0.00% 0.82% 0.82%

001-8101-1001 001-8101-2001 001-8101-2002 001-8101-2004 001-8101-2005 001-8101-2006 001-8101-2010 001-8101-2016 001-8101-3001 001-8101-3002 001-8101-3004 001-8101-30041 001-8101-3006 001-8101-3007 001-8101-5201 001-8101-5203 001-8101-5305 001-8101-5307 001-8101-5308 001-8101-5401 001-8101-54081 001-8101-54082 001-8101-54083 001-8101-5411 001-8101-5413 001-8101-5501 001-8101-5504 001-8101-5505 001-8101-5507 001-8101-5801 001-8101-7001

PLANNING SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING COMPREHENSIVE PLAN PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS PRINTING ADVERTISING POSTAGE TELECOMMUNICATION MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES AWARD PROGRAMS NEIGHBORHOOD ENHANC. PROG. DUES & ASSOC. MEMBERSHIPS MACHINERY & EQUIPMENT TOTAL PLANNING

288,875 21,205 46,830 1,796 36,562 797 665 2,264 13,622 1,911 0 32 1,167 6,717 906 3,756 848 7,578 424 4,074 358 0 1,004 3,235 1,892 412 2,284 100 699 1,473 0 D 451,486 - 61

304,174 22,277 49,057 0 32,088 3,583 775 3,541 21,432 5,413 0 0 1,435 12,440 1,347 4,435 769 7,358 394 1,951 16 284 580 3,725 1,356 145 3,080 9 798 1,791 0 484,253

313,565 23,832 50,374 0 33,600 3,655 775 3,000 0 15,000 100 750 3,000 6,000 1,500 4,500 900 7,500 400 4,500 150 150 800 3,500 2,000 400 6,000 1,000 1,500 2,500 500 491,451

312,310 23,800 50,374 0 33,672 3,684 755 8,000 0 5,000 0 700 1,500 7,000 1,200 5,000 750 6,700 360 2,000 50 0 600 3,700 2,000 100 5,000 1,000 1,500 2,100 0 478,855

315,433 24,131 53,218 0 33,672 4,122 790 6,000 0 10,000 100 750 2,000 7,000 1,500 6,200 900 7,500 400 3,500 150 150 800 3,800 2,000 400 6,000 1,000 5,000 2,500 500 499,516

0.60% 1.25% 5.65% 0.00% 0.21% 12.79% 1.94% 100.00% 0.00% -33.33% 0.00% 0.00% -33.33% 16.67% 0.00% 37.78% 0.00% 0.00% 0.00% -22.22% 0.00% 0.00% 0.00% 8.57% 0.00% 0.00% 0.00% 0.00% 233.33% 0.00% 0.00% 1.64%

CITY OF WILLIAMSBURG ACCOUNT

001-8102-5604 001-8102-56041 001-8102-56043 001-8102-56045 001-8102-56047 001-8102-56048 001-8102-56049 001-8102-5604A 001-8102-5604B 001-8102-5604C 001-8102-5604D 001-8102-5604E 001-8102-5604F 001-8102-5604G 001-8102-5604H 001-8102-5604I 001-8102-5604J 001-8102-5604K 001-8102-5604M 001-8102-5604N 001-8102-5604P 001-8102-5604R 001-8102-5604T 001-8102-5604U 001-8102-5604V 001-8102-5604X 001-8102-5604Y 001-8102-5604Z 001-8102-5605 001-8102-5610 001-8102-5611 001-8202-5604 001-8202-5604B 001-8202-5605 001-8202-5605A 001-8202-5605E 001-8202-5606

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

CONTRIBUTIONS TO OTHER ENTITIES TNCC-SITE IMPROVEMENTS TNCC-DISCOVERY CENTER LEASE TNCC-WORKFORCE DEV. CENTER CHILD DEV. RESOURCES VA ARTS FESTIVAL VIRGINIANS FOR HIGH SPEED RAIL WMSBG AREA DESTINATION MKTG HAMPTON RDS PLAN. DIST. COMM WMSBG CHAMBER/TOURISM ALLIANCE COMMUNITY ACTION AGENCY LITERACY FOR LIFE PENINSULA AGENCY ON AGING UNITED WAY-INFO & REFERRAL COMMUNITY SERVICES COALITION WILLIAMSBURG AREA TRANSPORT HOSPICE OF WILLIAMSBURG COLONIAL WMSBG FOUNDATION AVALON PENINSULA COUNCIL WORK. DEV. NN AIRPORT-AIR SERVICE FUND COLONIAL CASA HERITAGE HUMANE SOCIETY PEN. CENTER FOR INDEP. LIVING BIG BROTHERS / BIG SISTERS HAMPTON ROADS PARTNERSHIP HISTORIC TRIANGLE SENIOR CENTER FARMERS' MARKET WMSBG LAND CONSERVANCY PEN. COMM. ON HOMELESSNESS VA SYMPHONY-MATOAKA CONCERT KINGSMILL CHAMPIONSHIP COLONIAL SOIL & WATER CONSERV. THIS CENTURY GALLERY CROSSROADS SUPPORT HAMPTON RDS ECON. DEV. ALLIANCE FEDERAL FACILITIES ALLIANCE HISTORIC TRIANGLE COLLABORATIVE TOTAL CONTRIBUTIONS

ACTUAL FY 2012

ACTUAL FY 2013

7,892 0 10,500 0 50,000 4,500 1,264,046 11,264 650,000 17,585 500 5,000 6,500 5,000 265,000 5,000 1,300,000 18,700 5,949 4,245 6,300 14,000 900 3,000 4,900 10,000 3,800 5,000 2,759 5,000 0 2,655 0 2,500 11,857 6,479 6,650 3,717,481

7,892 3,205 10,500 10,000 50,000 4,500 1,252,448 10,982 650,000 17,585 500 5,000 6,500 5,000 265,000 5,000 1,300,000 18,700 5,947 4,245 6,300 14,000 900 0 4,900 10,000 3,800 5,000 2,759 6,000 0 2,655 0 0 11,857 6,479 6,500 3,714,154

D - 62

BUDGET FY 2014

8,222 3,205 10,500 0 50,000 4,500 1,300,000 10,982 650,000 17,585 1,000 3,000 6,500 5,000 300,775 3,000 1,300,000 18,700 5,947 4,245 6,000 14,000 900 0 4,900 10,000 3,800 5,000 2,759 6,000 15,000 2,655 16,700 0 11,857 6,479 6,500 3,815,711

ESTIMATED ADOPTED FY 2014 FY 2015

8,222 3,205 10,500 0 50,000 4,500 1,300,000 11,133 650,000 17,585 1,000 10,500 6,500 5,000 300,775 3,000 1,300,000 18,700 5,947 4,245 6,000 14,000 900 0 4,900 2,500 3,800 5,000 2,759 6,000 15,000 2,655 16,700 0 11,857 6,479 6,500 3,815,862

7,864 2,380 10,500 0 50,000 4,500 1,300,000 11,602 650,000 17,585 1,000 10,679 0 5,000 300,775 5,000 1,300,000 18,700 5,947 4,245 6,000 14,000 900 0 0 3,000 3,800 5,000 2,759 6,000 15,000 2,655 16,700 0 11,857 7,252 6,500 3,807,200

% over FY14 Budget

-4.35% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.65% 0.00% 0.00% 0.00% 255.97% -100.00% 0.00% 0.00% 66.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -100.00% -70.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -0.22%

CITY OF WILLIAMSBURG ACCOUNT

001-8102-5605A 001-8102-5605B 001-8102-5605C 001-8102-5605D 001-8102-5605E 001-8102-5605F 001-8102-5605G 001-8102-5605H 001-8102-5605I 001-8102-5605J 001-8102-5605K 001-8102-5605L 001-8102-5605M 001-8102-5605N 001-8102-5605O 001-8102-5605P 001-8102-5605Q 001-8102-5605R 001-8102-5605S 001-8102-5605T 001-8102-5605U 001-8102-5605V 001-8102-5605W 001-8102-5605X 001-8102-5605Y 001-8102-5605Z 001-8102-5606 001-8102-5606B 001-8102-5606C 001-8102-5606D 001-8102-5606E 001-8102-5606J 001-8102-5606N 001-8102-5606O 001-8102-5606P 001-8102-5606Q 001-8102-5606R 001-8102-5606U 001-8102-5606V 001-8102-5606X

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ARTS COMMISSION WILLIAMSBURG SYMPHONIA VIRGINIA SYMPHONY WMSBG WOMENS CHORUS INC TIDEWATER CLASSIC GUITAR VIRGINIA CHORAL SOCIETY WILLIAMSBURG CHORAL GUILD WILLIAMSBURG CONSORT MAGIC OF HARMONY SHOW CHORUS VIRGINIA OPERA WILLIAMSBURG YOUTH ORCHESTRA WILLIAMSBURG PLAYERS THEATRE IV YOUNG AUDIENCES VA SHAKESPEARE FESTIVAL INSTITUTE FOR DANCE LYRIC OPERA VIRGINIA MUSCARELLE MUSEUM THIS CENTURY ART GALLERY CHESAPEAKE BAY WIND ENSEMBLE AN OCCASION FOR THE ARTS WHRO - TV CULTURAL ALLIANCE NATIONAL STORYTELLYING NETWORK W A A C - ADMIN EXPENSES WMSBG YOUTH WIND ENSEMBLE FIRST NIGHT OF WILLIAMSBURG WILLIAMSBURG MUSIC CLUB PANGLOSSIAN PRODUCTION INC STAGELIGHTS CELEBRATE YORKTOWN COMMITTEE GLOBAL FILM FESTIVAL-W&M VA ARTS FESTIVAL FLUTE FRENZY VIRGINIA STAGE COMPANY COMMUNITY ALLIANCE / PERF. ARTS WRL FOUNDATION ART AT THE RIVER VIRGINIA CHORALE ARC OF GREATER WILLIAMSBURG VA REGIONAL BALLET TOTAL ARTS COMMISSION

TOTAL GENERAL FUND EXPENDITURES

ACTUAL FY 2012

11,500 10,500 750 2,300 200 4,500 2,000 750 7,000 4,200 6,000 2,900 2,600 6,250 1,250 0 1,000 10,500 200 5,395 2,500 1,000 0 400 0 8,700 1,000 0 2,000 500 0 5,500 750 425 1,530 6,500 0 1,800 3,000 3,600 119,000

ACTUAL FY 2013

10,100 11,225 1,200 2,000 200 5,000 2,750 600 8,000 0 6,000 2,500 3,500 7,000 0 0 0 11,500 325 0 3,000 800 0 600 1,200 9,500 1,500 1,500 2,000 500 7,000 8,000 1,000 0 0 4,000 0 1,500 0 6,000 120,000

ESTIMATED ADOPTED FY 2014 FY 2015

10,100 11,225 1,200 2,000 200 5,000 2,750 600 8,000 0 6,000 2,500 3,500 7,000 0 0 0 11,500 325 0 3,000 800 0 600 1,200 9,500 1,500 1,500 2,000 500 7,000 8,000 1,000 0 0 4,000 0 1,500 0 6,000 120,000

% over FY14 Budget

11,000 9,000 2,100 0 0 4,800 2,000 500 7,500 3,750 6,000 0 4,250 7,500 3,000 700 0 10,000 450 7,000 2,500 800 1,100 600 0 9,000 1,500 0 2,000 550 6,000 7,500 1,700 0 0 0 500 1,200 0 5,500 120,000

8.91% -19.82% 75.00% -100.00% -100.00% -4.00% -27.27% -16.67% -6.25% n/a 0.00% -100.00% 21.43% 7.14% n/a n/a 0.00% -13.04% 38.46% n/a -16.67% 0.00% n/a 0.00% -100.00% -5.26% 0.00% -100.00% 0.00% 10.00% -14.29% -6.25% 70.00% 0.00% 0.00% -100.00% n/a -20.00% 0.00% -8.33% 0.00%

31,237,202 31,313,983 33,272,430 33,024,936 33,733,641

1.39%

D - 63

11,500 10,500 900 2,000 200 4,500 2,000 800 7,000 3,800 6,000 1,000 2,900 7,000 1,250 0 900 10,500 0 8,100 3,000 0 0 400 750 9,000 1,000 0 2,000 500 0 7,000 1,000 320 0 6,500 0 1,750 15 2,400 116,485

BUDGET FY 2014

CITY OF WILLIAMSBURG ACCOUNT

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

% over FY14 Budget

REVENUES: 010-0610-1101 010-0610-1101A 010-0610-1102 010-0610-11021 010-0610-1102A 010-0610-1103 010-0610-1110 010-0610-1111 010-0610-1118 010-0610-1120 010-0610-1122 EXPENSES 010-1900-1001 010-1900-2001 010-1900-2002 010-1900-2004 010-1900-2005 010-1900-2006 010-1900-2010 010-1900-2011 010-1900-2013 010-1900-3002 010-1900-30041 010-1900-3006 010-1900-3007 010-1900-5201 010-1900-5203 010-1900-5204 010-1900-5302 010-1900-5305 010-1900-5401 010-1900-54081 010-1900-54083 010-1900-5411 010-1900-5413 010-1900-5504 010-1900-5801 010-1900-7002 010-1900-7005 010-1900-7008 010-1900-7009

WATER SERVICE SEWER SERVICE WATER CONNECTIONS HRSD TAP FEES SEWER CONNECTIONS PENALTIES - WATER & SEWER OTHER SOURCES INTEREST EARNINGS WATER TANK-ANTENNA CONTRACTS WATER & SEWER AVAILABILITY TRANSFER - CAPITAL PROJECTS TOTAL UTILITY FUND REVENUES

$4,139,455 $4,145,179 $4,431,000 $4,250,000 $4,377,500 1,440,225 1,508,867 1,460,000 1,550,000 1,600,000 0 2,000 2,000 2,800 2,000 32,215 78,090 50,000 50,000 50,000 1,900 3,500 1,000 1,000 1,000 23,803 19,086 18,000 18,000 18,000 7,910 12,642 8,000 8,000 8,000 29,772 29,914 26,000 26,000 26,000 153,298 162,040 162,040 162,040 162,040 145,500 268,000 160,000 160,000 160,000 -478,382 -450,974 -145,881 -173,405 -96,392 $5,495,696 $5,778,344 $6,172,159 $6,054,435 $6,308,148

-1.21% 9.59% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -33.92% 2.20%

ADMINISTRATION SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION CAR ALLOWANCE EDUCATION ASSISTANCE PROFESSIONAL SERVICE-OTHER MAINTENANCE, CARS AND TRUCKS PRINTING ADVERTISING POSTAGE TELECOMMUNICATION RADIO FIRE MOTOR VEHICLE OFFICE SUPPLIES CAR & TRUCK SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL (CONVENTION & EDUCATION) DUES & SUBSCRIPTIONS FURNITURE & FIXTURES MOTOR VEHICLES & EQUIPMENT OVERHEAD CHARGES DEPRECIATION EXPENSE TOTAL ADMINISTRATION

$231,247 $243,606 $319,746 $249,200 $316,611 16,588 17,631 24,461 18,600 24,221 36,974 39,906 52,799 41,252 54,646 1,755 0 0 0 0 20,079 17,208 18,000 18,072 18,072 630 2,915 3,771 3,014 4,142 2,494 2,906 2,906 2,831 2,900 0 7,200 7,200 7,200 7,200 199 0 0 0 0 449 7,335 3,500 3,500 3,500 16 0 500 500 500 209 1,098 500 500 500 0 1,140 500 500 500 6,010 7,468 6,500 7,000 7,000 1,890 2,022 4,000 3,500 3,500 675 423 550 550 550 469 481 550 550 550 1,695 1,537 1,900 1,900 1,900 3,062 2,426 2,500 2,500 2,500 564 409 500 500 500 408 232 750 350 350 0 108 200 200 200 1,299 1,986 2,500 2,500 2,500 426 427 550 550 550 115 85 600 600 600 0 0 500 500 500 0 0 1,000 1,000 1,000 620,412 624,874 620,000 620,000 620,000 796,011 842,165 845,000 845,000 845,000 $1,743,676 $1,825,588 $1,921,483 $1,832,369 $1,919,992

-0.98% -0.98% 3.50% 0.00% 0.40% 9.85% -0.21% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 7.69% -12.50% 0.00% 0.00% 0.00% 0.00% 0.00% -53.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -0.08%

D - 64

CITY OF WILLIAMSBURG ACCOUNT

010-1910-1001 010-1910-1002 010-1910-1006 010-1910-2001 010-1910-2002 010-1910-2004 010-1910-2005 010-1910-2006 010-1910-2010 010-1910-2016 010-1910-3002 010-1910-3004 010-1910-30041 010-1910-30042 010-1910-30044 010-1910-3005 010-1910-3007 010-1910-5101 010-1910-5201 010-1910-5203 010-1910-5204 010-1910-5301 010-1910-5302 010-1910-5305 010-1910-5308 010-1910-5401 010-1910-5404 010-1910-5405 010-1910-5407 010-1910-54081 010-1910-54082 010-1910-54083 010-1910-54084 010-1910-54086 010-1910-5410 010-1910-5411 010-1910-5413 010-1910-5501 010-1910-5504 010-1910-5651 010-1910-5801 010-1910-7002 010-1910-7005 010-1910-7007

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

WATER TREATMENT SALARIES $483,535 $495,920 $519,956 $509,761 $514,858 SALARIES - OVERTIME 1,615 2,009 1,000 1,000 1,000 DISCRETIONARY LEAVE 7,071 4,391 2,500 2,500 2,500 FICA 36,449 34,484 40,044 40,000 39,654 RETIREMENT [VRS] 69,091 64,767 84,303 67,000 87,319 DENTAL 6,093 0 0 0 0 HOSPITALIZATION 62,743 76,038 80,400 80,472 80,472 GROUP LIFE INSURANCE 1,177 4,731 6,158 4,893 6,764 WORKERS COMPENSATION 9,561 11,139 11,200 10,854 11,000 TRAINING 4,320 2,222 5,000 5,000 5,000 PROFESSIONAL SERVICE-OTHER 25,824 22,863 22,000 22,000 24,000 REPAIR & MAINTENANCE 4,636 16,992 7,000 7,000 7,000 MAINTENANCE, CARS & TRUCKS 16 16 500 500 500 MAINTENANCE, BUILDING 185 1,757 5,000 5,000 5,000 MAINTENANCE, POWERED EQUIPMENT 0 6,871 7,000 7,000 7,000 MAINTENANCE, SERVICE CONTRACTS 8,270 1,845 3,000 3,000 3,000 ADVERTISING 0 1,259 750 750 750 ELECTRICITY 112,644 104,768 114,000 114,000 114,000 POSTAGE 2,427 2,872 2,000 3,000 3,000 TELECOMMUNICATION 1,038 868 1,650 1,650 1,650 RADIO 525 178 150 150 150 BOILER 319 326 480 480 480 FIRE 3,754 3,846 4,300 4,300 4,300 MOTOR VEHICLES 565 512 650 650 650 GENERAL LIABILITY 10,165 9,454 12,000 12,000 12,000 OFFICE SUPPLIES 2,315 708 1,700 1,700 1,700 MEDICAL & LAB SUPPLIES 4,596 6,031 6,000 6,200 6,200 LAUNDRY,HOUSEKEEPING, JANITOR 1,833 2,471 2,000 2,000 2,000 REPAIR & MAINTENANCE SUPPLIES 17,818 12,671 24,000 24,000 24,000 CAR AND TRUCK SUPPLIES 1,340 751 600 600 600 TIRES 633 2,492 200 200 200 GAS AND OIL 2,947 3,961 2,100 3,000 3,000 POWERED EQUIPMENT SUPPLIES 0 73 1,000 1,000 1,000 GENERATOR FUEL 0 1,483 8,000 8,000 8,000 UNIFORMS & WEARING APPAREL 1,420 2,684 3,000 3,000 3,000 BOOKS & SUBSCRIPTIONS 0 0 400 400 400 OTHER OPERATING SUPPLIES/CHEMICALS 182,336 183,294 257,500 257,500 257,500 TRAVEL (MILEAGE) 332 0 0 0 0 TRAVEL (CONVENTION & EDUCATION) 174 0 750 750 750 TAXES 0 0 75,000 0 75,000 DUES & ASSOCIATION MEMBERSHIPS 0 0 200 200 200 FURNITURE & FIXTURES 749 1,765 2,500 2,500 2,500 MOTOR VEHICLES & EQUIPMENT 1,974 0 10,000 10,000 10,000 ADP EQUIPMENT 5,933 6,833 5,000 5,000 6,000 TOTAL WATER TREATMENT $1,076,423 $1,095,345 $1,330,991 $1,229,010 $1,334,098

D - 65

% over FY14 Budget

-0.98% 0.00% 0.00% -0.97% 3.58% 0.00% 0.09% 9.84% -1.79% 0.00% 9.09% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 50.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.33% 0.00% 0.00% 0.00% 0.00% 42.86% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 0.23%

CITY OF WILLIAMSBURG ACCOUNT

010-1920-1001 010-1920-1002 010-1920-1003 010-1920-2001 010-1920-2002 010-1920-2004 010-1920-2005 010-1920-2006 010-1920-2010 010-1920-2016 010-1920-3002 010-1920-30041 010-1920-30044 010-1920-30045 010-1920-3005 010-1920-3008 010-1920-3010 010-1920-5201 010-1920-5203 010-1920-5204 010-1920-5301 010-1920-5302 010-1920-5305 010-1920-5308 010-1920-5401 010-1920-5405 010-1920-5407 010-1920-54081 010-1920-54082 010-1920-54083 010-1920-54084 010-1920-5410 010-1920-5413 010-1920-5417 010-1920-5504 010-1920-7001 010-1920-7005 010-1920-7007 010-1920-8001

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

WATER SYSTEM SALARIES SALARIES - OVERTIME PART-TIME SALARIES FICA RETIREMENT [VRS] DENTAL HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL SERVICE OTHER MAINTENANCE, CARS AND TRUCKS MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, WATER METERS MAINTENANCE, SERVICE CONTRACTS LAUNDRY & DRY CLEANING STATE WATERWORKS ASSESSMENT POSTAGE TELECOMMUNICATION RADIO BOILER FIRE MOTOR VEHICLES GENERAL LIABILITY OFFICE SUPPLIES LAUNDRY, HOUSEKEEPING,JANITOR REPAIR & MAINTENANCE SUPPLIES CAR AND TRUCK SUPPLIES TIRES GAS AND OIL POWERED EQUIPMENT SUPPLIES UNIFORMS & WEARING APPAREL OTHER OPERATING SUPPLIES WATER METERS TRAVEL (CONVENTION & EDUCATION) MACHINERY & EQUIPMENT MOTOR VEHICLES & EQUIPMENT ADP EQUIPMENT LEASE/RENT EQUIPMENT TOTAL WATER SYSTEM

ACTUAL FY 2012

$203,368 6,220 0 15,304 33,272 8,733 27,813 567 6,651 256 9,769 1,963 187 2,656 300 2,588 8,600 545 4,936 329 319 5,632 5,085 10,377 923 636 511 5,096 464 20,536 827 1,646 53,510 8,644 75 1,749 0 0 1,166 $451,253

D - 66

ACTUAL FY 2013

$213,979 4,433 0 15,975 34,857 0 35,496 2,546 7,749 566 8,902 1,213 400 1,487 300 4,388 12,376 2,214 3,967 423 326 5,768 5,289 10,509 938 1,276 1,049 13,781 1,299 18,021 1,276 3,130 49,163 21,268 360 6,826 4,500 0 0 $496,050

BUDGET FY 2014

$241,962 9,000 2,000 19,351 39,130 0 47,892 2,858 7,750 500 12,000 1,600 1,000 3,000 2,000 4,600 8,700 200 4,000 500 500 6,300 5,600 11,000 800 500 2,000 6,000 1,500 18,000 1,500 2,800 59,000 25,500 600 11,000 11,000 500 800 $572,943

ESTIMATED ADOPTED FY 2014 FY 2015

$243,908 9,000 2,000 18,900 38,000 0 37,224 2,608 7,550 500 12,000 1,600 1,000 3,000 2,000 4,600 12,700 200 4,000 500 500 6,300 5,600 11,000 800 1,000 2,000 6,000 1,500 18,000 1,500 3,000 59,000 25,500 600 11,000 11,000 500 800 $566,890

$246,347 9,000 2,000 19,687 41,671 0 37,224 3,228 7,600 500 12,000 1,600 1,000 3,000 2,000 4,600 12,700 200 4,000 500 500 6,300 5,600 11,000 800 1,000 2,000 6,000 1,500 18,000 1,500 3,000 59,000 24,500 600 11,000 11,000 500 800 $573,456

% over FY14 Budget

1.81% 0.00% 0.00% 1.74% 6.49% 0.00% -22.28% 12.95% -1.94% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 45.98% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 7.14% 0.00% -3.92% 0.00% 0.00% 0.00% 0.00% 0.00% 0.09%

CITY OF WILLIAMSBURG ACCOUNT

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2015 DESCRIPTION

ACTUAL FY 2012

ACTUAL FY 2013

BUDGET FY 2014

ESTIMATED ADOPTED FY 2014 FY 2015

010-1940-1001 010-1940-1002 010-1940-2001 010-1940-2002 010-1940-2004 010-1940-2005 010-1940-2006 010-1940-2010 010-1940-2016 010-1940-3002 010-1940-30041 010-1940-30042 010-1940-30044 010-1940-3005 010-1940-3008 010-1940-3032 010-1940-5101 010-1940-5102 010-1940-5203 010-1940-5204 010-1940-5301 010-1940-5302 010-1940-5308 010-1940-5401 010-1940-5405 010-1940-5407 010-1940-54081 010-1940-54082 010-1940-54083 010-1940-54084 010-1940-54086 010-1940-5410 010-1940-5413 010-1940-5504 010-1940-7005 010-1940-7007 010-1940-8001

SEWAGE SYSTEM SALARIES $212,041 $228,354 $228,585 $229,906 $232,205 SALARIES - OVERTIME 11,006 10,348 3,000 5,000 5,000 FICA 16,190 16,814 17,716 17,500 18,146 RETIREMENT [VRS] 33,956 35,577 36,868 36,528 39,176 DENTAL 838 0 0 0 0 HOSPITALIZATION 54,006 60,564 63,492 63,516 63,516 GROUP LIFE INSURANCE 578 2,599 2,693 2,670 3,035 WORKERS COMPENSATION 250 291 300 283 300 TRAINING 3,261 0 0 0 0 PROFESSIONAL SERVICE-OTHER 6,789 7,843 14,000 14,000 14,000 MAINTENANCE, CARS AND TRUCKS 227 497 500 500 500 MAINTENANCE, BUILDINGS 4,229 3,789 5,000 5,000 5,000 MAINTENANCE, POWERED EQUIPMENT 6,546 10,386 10,000 10,000 10,000 MAINTENANCE SERVICE CONTRACTS 7,221 4,500 5,000 5,000 5,000 LAUNDRY & DRY CLEANING 170 225 1,000 1,000 1,000 HRSD SEWAGE 1,497,150 1,619,256 1,510,000 1,600,000 1,650,000 ELECTRICITY 31,502 34,032 31,000 34,000 34,000 HEATING 1,744 1,689 1,600 1,600 1,600 TELECOMMUNICATION 8,968 9,251 14,500 14,500 13,500 RADIO 653 487 300 300 300 BOILER 319 326 500 500 500 FIRE 1,643 1,682 2,000 2,000 2,000 GENERAL LIABILITY 10,378 9,651 12,000 12,000 12,000 OFFICE SUPPLIES 153 116 300 300 300 LAUNDRY, HOUSEKEEPING, JANITOR 106 180 500 500 500 REPAIR & MAINTENANCE SUPPLIES 18,998 23,126 20,000 20,000 20,000 CAR AND TRUCK SUPPLIES 2,199 2,845 2,000 2,000 2,000 TIRES 761 0 800 800 800 GAS AND OIL 5,661 7,522 5,500 6,500 6,500 EQUIPMENT SUPPLIES 2,052 4,542 4,400 4,400 4,400 GENERATOR FUEL 0 0 1,000 1,000 1,000 UNIFORMS & WEARING APPAREL 202 1,151 500 750 750 OTHER OPERATING SUPPLIES 34,438 34,871 26,000 30,000 30,000 TRAVEL (CONVENTION & EDUCATION) 11 0 300 300 300 MOTOR VEHICLES & EQUIPMENT 11,410 4,793 16,000 14,000 14,000 ADP EQUIPMENT 0 0 500 500 500 LEASE / RENT EQUIPMENT 908 788 1,000 1,000 1,000 TOTAL SEWAGE SYSTEM $1,986,564 $2,138,095 $2,038,854 $2,137,853 $2,192,828

010-1970-5839

DEBT SERVICE INTEREST PAYMENTS TOTAL DEBT SERVICE

010-1985-3015 010-1985-3016

PURCHASED SERVICES NNWW - PURCHASE OF WATER NNWW - SUPPLEMENTAL WATER-MTCE TOTAL PURCHASED SERVICES TOTAL UTILITY FUND EXPENSES

% over FY14 Budget

1.58% 66.67% 2.43% 6.26% 0.00% 0.04% 12.69% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 9.27% 9.68% 0.00% -6.90% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 18.18% 0.00% 0.00% 50.00% 15.38% 0.00% -12.50% 0.00% 0.00% 7.55%

$234,551 $234,551

$223,266 $223,266

$237,888 $237,888

$222,773 $222,773

-6.35% -6.35%

$0 $3,229 $3,229

$0 $0 $0

$65,000 $5,000 $70,000

$0 $0 $0

$65,000 $0 $65,000

0.00% -100.00% -7.14%

$5,495,696 $5,778,344 $6,172,159 $6,004,010 $6,308,148

2.20%

D - 67

CITY OF WILLIAMSBURG

STAFFING LEVELS - FISCAL YEAR 2015 FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

City Manager's Office City Manager Assistant City Manager Economic Development Director Economic Development Specialist Communications Specialist Human Resources Specialist Administrative Assistant Administrative Aide Sub-total

1 1 1 0 1 1 1 0.5 6.5

1 1 1 0 0 1 1 0.5 5.5

1 1 1 1 0 1 1 0.5 6.5

Clerk of Council / Communication Clerk of Council Communications Specialist Sub-total

1 0 1

1 1 2

City Attorney City Attorney Legal Secretary Sub-total

1 0 1

1 0.5 1.5

Commissioner of Revenue Commissioner Clerk Sub-total

1 2 3

1 0.5 1.5

Assessor's Office City Assessor Assessment Technician Sub-total

1 1 2

Department of Finance Director of Finance Deputy Director of Finance Financial Technician Utility Account Clerk Compliance/Revenue Mgr. Sub-total

1 1 5 1 1 9

1 1 4 1 1 8

Information Technology I T Director Systems Analyst Systems Technician Sub-total

1 1 1 3

Police Department Police Chief Deputy Police Chief Police Major Police Lieutenant Police Sergeant Police Officer Administrative Secretary Communications Operator Parking Enforcement Officer Parking Garage Attendant Sub-total

1 1 2 5 4 23 2 13 2 1 54

1 1 2 5 4 21 2 0 2 1 39

1 1 2 5 4 22 2 0 2 1 40

1 1 2 5 4 23 2 0 2 1 41

Registrar Registrar Clerk Sub-total

D - 68

CITY OF WILLIAMSBURG

STAFFING LEVELS - FISCAL YEAR 2015 FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

Fire Department Fire Chief Deputy Fire Chief Battallion Chief EMS Captain Fire Protection Captain Lieutenant Technical Assistant Fire Inspector Firefighter / EMT Secretary-Senior Sub-total

1 1 3 1 1 3 1 3 22 1 37

Planning Department Director Zoning Administrator Planner Secretary Sub-total

1 1 1 1 4

Code Compliance Code Compliance Administrator Plans Examiner Combination Inspector Secretary Sub-total

1 1 3 2 7

1 0 3 1 5

1 0 2 1 4

Engineering Engineer Public Works Inspector Sub-total

1 1 2

1 1 1 7 10

1 1 1 6 9

1 6 1 8

1 5 1 7

Shop Shop Superintendent Mechanics Sub-total

1 2 3

Recreation Department Director Deputy Director Maintenance Superintendent Parks & Recreation Specialist Facilities/Grounds Manager Maintenance Worker Senior Secretary Park Manager/Waller Mill Park Program Coordinator Office Assistant/Receptionist Sub-total

1 1 1 2 1 1 1 1 0 0 9

1 1 1 2 0 1 1 1 0 0 8

1 1 1 2 0 1 1 1 0 0.5 8.5

Street Department Street Superintendent Street Supervisor Administrative Secretary Municipal Service Workers Landscape Landscape Superintendent Municipal Service Workers Cemetery Caretaker Sub-total

D - 69

CITY OF WILLIAMSBURG

STAFFING LEVELS - FISCAL YEAR 2015 FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

Public Utilities Public Utilities Director Project Engineer Civil Engineer Administrative Secretary Superintendent - Filter Plant Water Plant - Chief Operator Senior Operator Water Plant Operator I Water Plant Operator II Water Plant Operator III Water Plant Operator IV Water & Sewer Superintendent Water & Sewer Supervisor Facilities Supervisor Municipal Service Workers Sub-total

1 1 1 1 1 1 1 1 4 1 2 1 1 1 8 26

Buildings/Facilities Maintenance Facilities Manager Municipal Service Worker Sub-total

1 1 2

Human Services Department Director Eligibility Worker Social Worker Office/Clerical Sub-total

1 4 5 3 13

1 5 5 3 14

Public Housing Administrative/Account Specialist Public Housing Administrator Public Housing Manager Maintenance Mechanic Sub-total

0 0 0 0 0

1 0 1 2 4

1 1 1 2 5

202.0

185.5

182.5

183.5

188.0

190.0

Total City Employees

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

D - 70

INTRODUCTION The Capital Improvements Projects of the City of Williamsburg are administered through two funds, the Sales Tax Fund for general improvements, and the Utility Fund for water and sewer projects. Since 1991, the City has projected five year capital project requirements of all departments. The current year's projects are funded by City Council, with the remaining four years shown for planning purposes only. At year end, the funding for any uncompleted project is encumbered as necessary, and presumed to be finished in the next fiscal year. Revenues of the Sales Tax Fund are derived from the 1% Sales Tax that is collected and distributed monthly by the state. All taxable purchases in the Hampton Roads area of Virginia are charged at the rate of 6%, one percent of which is returned to localities by law. It has been the policy of the City Council for over 25 years to use this revenue to fund general capital projects in the City. Examples of projects completed with the use of these funds are schools, municipal buildings, land acquisitions, roads, vehicles, and equipment. It is a general fund type, and combined with the General Fund for financial statement presentation. For budgeting purposes management has traditionally chosen to keep it separate because of its capital project nature. Interest earnings of the General Fund are accounted for in the Sales Tax Fund. In the past the operating budget has experienced drastic swings in these revenues caused by extreme changes in interest rates, tending to skew operating budgets. This approach helps stabilize operations for comparison each year. On the spending side, the Cityâ&#x20AC;&#x2122;s annual paving program is included as a capital expenditure in this fund because of its capital nature, and also to minimize the skewing effect on operations over time. As noted above, the Sales Tax Fund is ultimately included in the General Fund for financial statement presentation as required by generally accepted accounting principles. Also for FY 2015, the capital improvement program includes one-time funding Council contingency for (1) economic development and (2) tourism promotion initiatives, each funded with an additional $250,000 from reserves brought forward. Revenues of the Utility Fund are used to fund capital improvements, as well as operating costs, for the water and sewer systems. Capital project detail sheets include a reference to one or more of the specific City Councilâ&#x20AC;&#x2122;s 2013 and 2014 Biennium Goals & Initiatives the project will contribute toward.

CONTENTS Page General Capital Improvements - Sales Tax Fund ................................................ E-2 - E-31 Water and Sewer Capital Improvements - Utility Fund ...................................... E-32 - E-41 Vehicle Replacement Plan .................................................................................. E-42 - E-58 Planning Commission Correspondence ............................................................. E-59 - E-63 Operating Cost Impact of Capital Projects ......................................................... E-64 - E-65

CITY OF WILLIAMSBURG

GENERAL CAPITAL IMPROVEMENT PROJECTS - FISCAL YEAR 2015 ACTUAL FY 2013

REVENUES: 1% SALES TAX INTEREST EARNINGS GRANTS/PROFFERS BOND PROCEEDS TRANSFER - CTHOUSE MTCE TRANSFER FROM (TO) RESERVES TOTAL REVENUES

ESTIMATED FY 2014

4,494,328 108,221 94,200 0 103,265 (1,467,870) 3,332,144

4,200,000 100,000 75,000 5,000,000 75,000 (3,259,000) 6,191,000

4,200,000 100,000 450,000 0 150,000 1,588,062 6,488,062

645,585 276,002 437,105 65,000 183,930 189,464 0 532,640 103,265 899,153

2,332,000 249,000 310,000 90,000 340,000 200,000 0 1,485,000 75,000 1,110,000

1,566,500 107,000 419,000 867,000 238,000 300,000 150,000 801,451 150,000 1,240,562

3,332,144

6,191,000

5,839,513

EXPENDITURES: PUBLIC WORKS POLICE FIRE RECREATION-OPEN SPACE GENERAL GOVERNMENT CONTINGENCY LIBRARY SCHOOLS COURTHOUSE DEBT SERVICE TOTAL EXPENDITURES

RESERVES BROUGHT FORWARD: COUNCIL CONTINGENCY FOR ECONOMIC DEVELOPMENT COUNCIL CONTINGENCY FOR TOURISM PROMOTION TOTAL RESERVES BROUGHT FORWARD

250,000 250,000 500,000

TOTAL EXPENDITURES AND RESERVES BROUGHT FORWARD

6,339,513

General Capital Improvement Projects (Sales Tax) Fund FY 2015

Public Works 26.8%

Debt Service 21.2%

Police 1.8%

Library 2.6%

General Government 4.1%

Fire 7.2%

Recreation 14.8%

ADOPTED FY 2015

Schools 13.7% Courthouse 2.6%

E-2

Contingency 5.1%

CITY OF WILLIAMSBURG SALES TAX FUND - CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2015-2019 CATEGORY Project Title Project Description PUBLIC WORKS Street Construction Repaving Program (VDOT Revenue Sharing FY15) Ironbound Road (Richmond Rd to DePue Dr.) Capitol Landing Road/Bypass Road Intersection Monticello Avenue (Richmond Road to Treyburn Drive) * Traffic Signals

ESTIMATED THROUGH FY 2014

CARRYOVER FROM FY 2014

450,000 -----

------

ADOPTED BUDGET FY 2015

5 - YEAR CAPITAL IMPROVEMENT PROGRAM 5 - YEAR FIVE-YEAR TOTAL

FOR PLANNING PURPOSES ONLY

FY 2016

900,000 50,000 50,000 ---

FY 2017

FY 2018

FY 2019

450,000 -----

450,000 ---240,000

450,000 ---220,000

450,000 ---260,000

2,700,000 50,000 50,000 TBD 720,000

* Currently unfunded - Ironbound Road - $3.5 Million, Capitol Landing Rd/Bypass Rd. - $5.5 Million, Monticello Ave - $4.0 Million Corridor Enhancement / Underground Wiring Guardrail Improvement Program York Street Corridor Improvement (VDOT Revenue Sharing FY14) South Henry Street (U.W.) York Street (U.W.) Second Street (U.W.) Lafayette Street (U.W.) Quarterpath Road (U.W.) (by Dominion Power) Ironbound Rd. (U.W.) (incl. in Ironbound Rd. Street Construction)

---------

-400,000 -------

75,000 211,500 30,000 -50,000 ----

--845,000 175,000 -----

----1,260,000 ----

---------

75,000 211,500 875,000 175,000 1,310,000 TBD TBD TBD

Pedestrian and Bicycle Improvements Pedestrian Facility Improvements Bicycle Facility Improvements

200,000 --

733,000 --

-20,000

---

450,000 --

---

450,000 20,000

Stormwater Management Stormwater Management Projects Total Public Works

60,000 710,000

60,000 1,193,000

50,000 1,436,500

100,000 1,570,000

100,000 2,500,000

50,000 720,000

50,000 760,000

350,000 6,986,500

RECREATION AND OPEN SPACE Facilities Quarterpath Park Improvements Kiwanis Park Improvements Waller Mill Park Improvements Total Recreation and Open Space

90,000 --90,000

---0

145,000 -690,000 835,000

224,000 180,000 42,000 446,000

TBD 1,100,000 60,000 1,160,000

25,000 390,000 70,000 485,000

125,000 45,000 -170,000

519,000 1,715,000 862,000 3,096,000

PUBLIC SAFETY Facilities E-911 Regional Center - Expansion Fire Station Improvements

45,000 70,000

---

45,000 49,000

45,000 --

225,000 49,000

-115,000

-0

65,000 159,000

60,000 105,000

-45,000

185,000 459,000

Equipment Portable Radio Replacement Total Public Safety

E-3

Adopted CIP - FY 2015

CITY OF WILLIAMSBURG SALES TAX FUND - CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2015-2019 CATEGORY Project Title Project Description GENERAL GOVERNMENT Facilities Stryker Center Parking Terrace Rehab

ESTIMATED THROUGH FY 2014

CARRYOVER FROM FY 2014

5 - YEAR CAPITAL IMPROVEMENT PROGRAM

ADOPTED BUDGET FY 2015

5 - YEAR FIVE-YEAR TOTAL

FOR PLANNING PURPOSES ONLY

FY 2016

FY 2017

FY 2018

FY 2019

250,000 --

5,250,000 --

-150,000

---

0 150,000

Information Technology iPad Replacement PC Replacement Program

---

30,000 30,000

-30,000

30,000 150,000

Vehicles Vehicle Replacement Plan

337,000

557,000

1,392,000

767,000

928,500

806,000

4,450,500

Contingency Capital Projects - Contingency * Total General Government

75,000 662,000

-5,250,000

300,000 * 1,067,000

200,000 1,622,000

200,000 997,000

200,000 1,158,500

200,000 1,036,000

1,100,000 5,880,500

-100,656

---

150,000 150,000 *

185,000 --

600,000 --

300,000 --

180,000 --

1,415,000 150,000

500,000

1,485,000 1,585,656

510,000 510,000

801,451 1,101,451

2,596,838 3,281,838

293,658 893,658

276,617 576,617

274,045 454,045

4,242,609 6,307,609

3,162,656

6,953,000

4,598,951

7,024,838

5,655,658

2,985,117

2,465,045

22,729,609

683,989 152,188 836,177

--0

988,147 252,415 1,240,562

1,006,410 232,780 1,239,190

1,032,568 204,016 1,236,584

1,029,676 181,515 1,211,191

1,063,571 146,479 1,210,050

5,120,372 1,017,205 6,137,577

3,998,833

6,953,000

5,839,513

8,264,028

6,892,242

4,196,308

3,675,095

28,867,186

AGENCIES / INTERJURISDICTIONAL Facilities Williamsburg Library Renovations Courthouse Mtce. Projects (contingency) * Housing Programs Affordable Housing Initiative Schools - Contribution Renovation Projects Total Agencies / Jurisdictional Total Capital Improvements/Projects Debt Service Principal Payments Interest Payments Total Debt Service Total with Debt Service

* The City may have a financial responsibility (undetermined at this time) to assist in a major repair to the failing slate roof at the Courthouse, which is jointly owned with James City County.

E-4

Adopted CIP - FY 2015

City Council Goal:

III.

Transportation

Category: Public Works Project Title: Street Construction Project Description: Repaving Program The City sets aside money each year to resurface a portion of its street system. Annual resurfacing prolongs the life of the street and provides a safe riding surface for vehicles and bicycles. For FY15, the City has applied for Revenue Sharing Funds and plans to double its standard paving budget to $900,000. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$900,000

$450,000

$2,700,000

Fiscal Impact: No additional operational costs, since road surface area is unchanged with this maintenance program. While there is an outlay of substantial funds for annual resurfacing, the long term fiscal impact is minimal when considering replacement cost if this preventive maintenance was not performed.

E-5

City Council Goals: III. City Council Initiatives:

Transportation Ironbound Road Widening

Category: Public Works Project title: Street Construction Project description: Major Road Projects All three road projects listed below serve important City needs, and need to be pursued. No dates have been selected for these projects, and the order of construction will be based on the issues of constructability, funding and proposed development. Ironbound Road (Richmond Rd to Longhill Connector) - $3.514 million Ironbound Road will be widened to 3 lanes from Richmond Road to DePue Drive with dual left turns onto Richmond Road. The intersection at Longhill Road will be shifted to the west to provide better separation from Richmond Road. The project includes underground wiring and improved pedestrian and bicycle facilities. Cost estimates include $335,000 for PE, $1,626,000 for R/W and Utilities (including $1 million for underground wiring), and $1,553,000 for Construction, for a total cost of $3,514,000. The project originally envisioned using Urban Allocation Funds with a 2% City share plus 50% for underground wiring. This funding has not been available since 2010 and wonâ&#x20AC;&#x2122;t be reinstituted until FY18, and the Ad date for the Project is projected for 2021. At this point, $350,000 of Urban Allocation money is available. No project date is specified but $50,000 is included in FY15 for preliminary planning. Capitol Landing Road/Bypass Road Intersection - $5-6 million The Capitol Landing Road/Bypass Road intersection will be realigned either by using a roundabout design or a standard 90ď&#x201A;° intersection (signalized or unsignalized). A fourth leg at the intersection is contemplated that will connect to the road system at the CWF Regional Visitor Center, potentially generating more traffic for the businesses in the Northeast Triangle area. The estimated cost is $5-6 million depending on the design. Due to the high cost of the Project, the City will need to look for other funding sources from State and Federal programs. No project date is specified, but $50,000 is included in FY15 for preliminary planning. Monticello Avenue ( Richmond Road to Treyburn Drive) - $4 million Monticello Avenue will be widened from 3 to 5 lanes between Richmond Road and Treyburn Drive. Since this road is an arterial corridor between two shopping centers, connection points to the shopping centers must be properly designed to provide both sufficient access and to move traffic through the corridor. Pedestrian and bicycle facilities will be improved. The estimated cost is $4 million. As with the other road projects, the City will need to pursue other funding sources. No project date is specified. Estimated Capital Budget: FY15

FY16

FY17

FY18

$100,000

FY19

TOTAL $100,000

Fiscal Impact: No significant change in maintenance costs for existing streets.

E-6

Capitol Landing Rd / Bypass Rd Intersection

Major Road Projects

E-7

City Council Goals:

III.

Transportation

Category: Public Works Project Title: Street Construction Project Description: Traffic Signal Improvements Money is included in FY17, FY18 and FY19 for future traffic signal installations at Richmond Road/Waltz Farm Drive, Second Street/Parkway Drive, and York Street/Quarterpath Road. The timing of their installation will depend on meeting traffic signal warrants, which are dependent on traffic and development in the vicinity of the proposed traffic signal. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$240,000

$220,000

$260,000

$720,000

Fiscal Impact: New signals will increase the operations and maintenance budget for traffic signals; however, more efficient signal operations will provide energy savings to vehicular traffic.

Second Street/Parkway Drive

Richmond Road/Waltz Farm Drive

York Street/Quarterpath Road

E-8

City Council Goal:

I. Character of the City

Category: Public Works Project Title: Underground Wiring/Corridor Enhancement Project Description: Guardrail Improvement Program This project involves replacing existing galvanized steel guardrails with painted guardrails. A portion of the South Henry Street guardrails were replaced in FY05. Money has been budgeted in FY15 to complete the guardrail replacement on South Henry Street (650 feet). Estimated Capital Budget: FY15

FY16

FY17

FY18

$75,000

FY19

Total $75,000

Fiscal Impact: No near-future cost impact on operations. Estimated long-term maintenance cost of painted guardrails will be greater than galvanized guardrails but the powder coated system has a 10-15 year maintenance-free period.

The Oaks

E-9

City Council Goal: City Council Initiative:

I. Character of the City Corridor Beautification

Category: Public Works Project Title: Underground Wiring/Corridor Enhancement Project Description: York Street Corridor Improvement This project is proposed for the York Street (Rt. 60 East) Corridor from Page Street to the Corporate Limits. The Historic Triangle Collaborative initiated a regional plan which included Williamsburg, James City County and York County. Funding from VDOT was not approved for the Regional plan so Williamsburg decided to move forward with their part of the plan. The City has applied for FY14 Revenue Sharing Funds to make improvements to the York Street corridor. The estimated cost of the project is $611,500 and if the Revenue Sharing application is approved, the City will be reimbursed 50% or $305,750. The improvements include:  5’ Brick sidewalk and curb/gutter on the north side of York Street from YorkPage-Lafayette to the former motel that was converted to apartments.  6’ exposed aggregate sidewalk along the Colonial Williamsburg pasture land.  Asphalt multi-use path from Pocahontas Street to Quarterpath Rec Center.  New streetlighting system along the entire corridor.  Landscaping improvements. Estimated Capital Budget: Carryover

FY14

FY15

$400,000

$211,500

FY16

FY17

FY18

FY19

Total $211,500

Fiscal Impact: There will be an ongoing maintenance cost for these improvements.

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City Council Goal: City Council Initiative:

I. Character of the City Corridor Beautification

Category: Public Works Project Title: Underground Wiring/Corridor Enhancement Project Description: Underground wiring This project involves replacing all overhead wiring including electric, telephone and cable television with underground wiring on major corridors identified by City Council and the Corridor Beautification Plan. $5.55 million has been invested in underground wiring over the last seven years. Ironbound Road (a James City County project with a section in the City) was completed in FY11-12. A new 20-year franchise agreement was awarded to Dominion Virginia Power in FY09. The franchise agreement identifies four underground wiring projects that are anticipated to occur during the 20-year franchise period: Quarterpath Road, Page Street, South Henry Street, and York Street. Page Street has been completed. The Quarterpath Road underground wiring will be paid for by Dominion Power with timing to be determined. South Henry Street and York Street are at the City’s expense and are planned to be direct bury rather than duct bank installations, which will be less expensive to construct. Second Street and Lafayette Street are additional projects. Also, wires will be placed underground as a part of the future Ironbound Road reconstruction project. The cost will be included as part of the road project, and the timing is to be determined. The following specific projects are planned over the next five years, and are primarily covered by the franchise agreement: 1. South Henry Street (4,000’) - Newport Ave. to Port Anne 2 York Street (450’) - Quarterpath Rd. to Corporate limits 3. Second Street (2,100’) – Page St. to City Limits 4. Lafayette Street (1,800’) – Richmond Rd. to Wythe St. 5. Quarterpath Road (3,700’) – Redoubt #2 to Route 199 6. Ironbound Road (with road improvements)

FY15: FY16: FY16: FY15: FY17: TBD TBD TBD

$30,000 (Design) $845,000 $175,000 $50,000 (Design) $1,260,000 TBD Cost by Dominion Power With road improvements

Estimated Capital Budget: FY15 $80,000

FY16 $1,020,000

FY17 $1,260,000

FY18

FY19

Total

TBD

$2,360,000

Fiscal Impact: Underground wiring is primarily aesthetic with little operating impact.

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TBD

TBD FY15-17

FY16 FY15-16

TBD

Underground Wiring FY15-16: South Henry Street TBD: Lafayette Street

FY16: York Street

TBD: Ironbound Road

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FY15-17: Second Street TBD: Quarterpath Road

City Council Goal: III. City Council Initiative:

Transportation Pedestrian Connections

Category: Public Works Project Title: Pedestrian and Bicycle Improvements Project Description: Pedestrian Facility Improvements A master plan for major sidewalk improvements is part of the 2013 Comprehensive Plan and is intended to fill in the gaps in the existing sidewalk system. The City was approved for revenue sharing funds in FY13 to construct 8 sidewalks at a cost of $984,000. Some of the sidewalks will be completed in FY14 and it is estimated that $733,000 will be carried over to FY15. The following sidewalks were included: 1. 2. 3. 4. 5. 6. 7. 8.

Richmond Road (Waltz Farm Drive to Patriot Lane) Ironbound Road (Middle Street to former Fire Station site) Lafayette Street (Harrison Avenue to Wythe Street) Prince George Street (Armistead Avenue to Scotland Street) Bypass Road (Route 132 to Parkway Drive) Parkway Drive (Bypass Road to Capitol Landing Road) York Street (end of existing sidewalk to Lafayette Street) Scotland Street (Prince George Street to King & Queen Apartments)

Funds have been programmed for FY17 using VDOT Revenue Sharing monies for additional sidewalk projects based on recommendations of the 2013 Comprehensive Plan. The following areas are included for FY17: Arts District â&#x20AC;&#x201C; additional sidewalks along Lafayette Street and the side streets between Lafayette Street and Richmond Road; Northeast Triangle Planning Area â&#x20AC;&#x201C; extend the existing sidewalk from Wyndham Plantation to Capitol Landing Road. Sidewalk improvements for future consideration include: connecting the sidewalk on Harrison Avenue to Lafayette Street; sidewalks on Governor Berkeley Road between Richmond Road and Longhill Road; and a sidewalk on South Henry Street between College Landing Park and the entrance to The Oaks. Estimated Capital Budget: Carryover

FY14

$733,000

FY15

FY16

FY17

FY18

$450,000

FY19

Total $450,000

Fiscal Impact: Construction of new sidewalks will, over time, increase the City maintenance costs for sidewalks.

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1 2

Pedestrian Facility Improvements FY13-14 1. 2. 3. 4. 5. 6. 7. 8.

FY17 9. Arts District (Lafayette Street and side streets) 10. Parkway Drive (Wyndham Plantation to Capitol Landing Road)

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City Council Goal: III. City Council Initiative:

Transportation Bike Friendly Community Designation

Category: Public Works Project Title: Pedestrian and Bicycle Improvements Project Description: Bicycle Facility Improvements Funds are allocated for FY15 for improvements to the City’s bicycle facilities. These improvements could include: installation of bicycle racks at key locations such as public buildings, Prince George Parking Garage and City Square Parking Terrace, and Prince George Street; improvements to bike lanes such as lane markings and signage; installation of additional signs, where appropriate, on City streets designated as “shared use” by the Regional Bikeway Plan and the City’s Comprehensive Plan. Estimated Capital Budget: FY15

FY16

FY17

FY18

$20,000

FY19

Total $20,000

Fiscal Impact: Additional bicycle facilities will add minor maintenance costs.

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City Council Goal: VII. Environmental Sustainability City Council Initiative: Stormwater Management Category: Public Works Project Title: Stormwater Management Project Description: Stormwater Management Projects Typical activities include: erosion control; drainage system improvements (piping, inlets, ditches, curbing, etc.), stormwater management facilities, renovate shouldered/ditched roadways, and state permit requirements. The stormwater master plan was completed in FY96. The plan includes a capital improvement program for stormwater projects throughout the City. A major part of the plan anticipated construction of regional BMP facilities. Haynes Pond BMP located in the York River Basin was constructed in FY02 at a cost of $200,000; the Skipwith Pond BMP for the James River Basin was constructed in 1993. Pollard Park/Griffin Avenue xdrain project was completed in FY08-09. In FY11, the Route 143 embankment stabilization project was completed. In accordance with a new Virginia Department of Environmental Quality mandate, the City is required to update its 1996 Stormwater Management Plan. Money is included in FY15 in anticipation of new State requirements relative to our Stormwater permit including TMDL regulations. Two drainage projects (Richmond Road cross-drain, Lafayette Street outfall) are slated for FY16 and FY17 and $50,000 is earmarked for future improvements in FY18 and FY19. Estimated Capital Budget: Carryover

FY14

FY15

FY16

$60,000

$50,000 $100,000

FY17

FY18

FY19

Total

$100,000

$50,000

$350,000

Fiscal Impact: Drainage improvements must be maintained, but incremental cost over current operating budgets should not be significant.

Lafayette Street Outfall

Richmond Road Cross-Drain

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City Council Goal: VI. City Council Initiative:

Recreation and Culture Quarterpath Park and Recreation Center Improvements

Category: Recreation and Open Space Project Title: Facilities Project Description: Quarterpath Park Improvements With the permanent closing of Quarterpath Pool and more emphasis on sports tourism, priorities for Quarterpath Park have changed. The 1960s pool and pool building need to be demolished. With this space available, planning for an addition to the Quarterpath Rec Center is needed since gymnasium space is at a premium as more programs are developed. Planning and design is scheduled for FY16. To continue attracting quality softball tournaments, the infields of Fields #1 (built in 1971) and #3 (built in 1987) need to be rebuilt. Field #2 has major drainage issues due to improper grading when it was rebuilt after Hurricane Isabelle and needs to be rebuilt. Irrigation and covered dugouts are needed for all fields. The Quarterpath Rec Center is starting to show its age and refurbishments are needed to continue offering a quality facility to the participants. The refurbishment includes: replacement of gym divider curtain, safety wall mats, carpet runners, two scoreboards and painting of gym walls. The playground equipment needs to be replaced and an accessible route constructed to meet ADA standards and possibly increased in size to accommodate the growing population in proximity to Quarterpath Park. FY15: FY15: FY16: FY16: FY16: FY17: FY18: FY19:

Demolish pool and pool building Refurbish gymnasium Rebuild softball field #2 including irrigation & ADA walkway Rebuild softball infields on #1 & #3 with irrigation Planning and design for addition to Quarterpath Rec Center Construct addition and renovate existing building Install computer controlled lights for sand volleyball courts Replace playground equipment and construct accessible route

$100,000 $45,000 $108,000 $96,000 $20,000 $TBD $25,000 $125,000

Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$145,000

$224,000

$TBD

$25,000

$125,000

$519,000

Fiscal Impact: The addition to the Recreation Center will increase operating expenses for the department for staff, maintenance and programming needs.

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City Council Goal: VI. City Council Initiative:

Recreation and Culture Kiwanis Park Improvements

Category: Recreation and Open Space Project Title: Facilities Project Description: Kiwanis Park Improvements In order to meet ADA standards, the playground equipment needs to be replaced and an accessible route constructed to the playground and shelter. The operations building at the tennis courts was built in the early 1970s and has no restroom. A new operations building would provide restroom facilities, office for attendant, and areas for vending and storage. Construction of the 4th ballfield has been a placeholder in the Capital Improvement Program for several years. With the growing emphasis on sports tourism, having the fourth field would allow us to have more teams participate in weekend tournaments and league play instead of being turned away or sent to play at another locality. FY16 FY17 FY18 FY19

Replace playground and build accessible route $180,000 Construct and light 4th ballfield and rebuild basketball court $1,100,000 Construct new Tennis Operations building and pave parking lot $390,000 Replace shelter by playground $45,000

Estimated Capital Budget: FY15

FY16 $180,000

FY17 FY18 $1,100,000 $390,000

FY19 $45,000

Total $ 1,715,000

Fiscal Impact: The construction of both the operations building and the fourth field will increase operating cost for the department.

Unlighted Infield

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City Council Goal: VI. City Council Initiative:

Recreation and Culture Waller Mill Park Improvements

Category: Recreation and Open Space Project Title: Facilities Project Description: Waller Mill Park Improvements The 40-year-old Waller Mill Park, which provides recreational opportunities for both tourists and residents of the Greater Williamsburg area, is starting to show its age and is in need of upgrades. To enhance the recreational experience, coordinated improvements are proposed to the dock area of the park, last renovated in 1996. Replacing the existing permanent dock with a floating dock will function with the varying water levels in the Waller Mill Reservoir, and will meet ADA requirements. The bulkhead and permanent boardwalk needs to be replaced. The boat ramp needs to be reconfigured, since it is not useable when the water level is down. In addition, several areas in the park, including shelters and playgrounds, need to be renovated to meet ADA requirements. FY15: FY15: FY16: FY17: FY17: FY18:

Construct coordinated improvements to the dock area Construct a new fishing pier at the point Repave parking lot Replace Shelter #1 (built in 1972) Renovate Shelter #3 to meet ADA standards Renovate playground at Shelter #3 to meet ADA standards

$540,000 $150,000 $ 42,000 $ 40,000 $ 20,000 $70,000

Estimated Capital Budget: FY15

FY16

FY17

FY18

$690,000

$42,000

$60,000

$70,000

FY19

Total $862,000

Fiscal Impact: No major impacts are anticipated, since these projects upgrade existing facilities.

Waller Mill Park Dock Area

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City Council Goal:

IV.

Public Safety

Category: Public Safety Project Title: E-911 Regional Center Expansion Project Description: To provide enhanced 911 emergency dispatch services more economically and efficiently, the Williamsburg and York County 911 public safety answering point (PSAP) was consolidated in July 2009. The existing facility in York County was expanded to accommodate the additional staff and operating work stations needed by this merger, and requires City funding of $45,000 annually to cover debt service on the building expansion. This amount is included in FY15-19. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$45,000

$225,000

Fiscal Impact: Operational efficiencies of the consolidation are expected to achieve savings estimated at $150,000 - $200,000 per year.

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City Council Goal: V. City Council Initiative:

Public Safety Fire Department Improvements

Category: Public Safety Project Title: Facilities Project Description: Fire Station Improvements This project will replace existing apparatus doors and controllers as many of the components have exceeded their expected service life. No optical safety devices are present on the existing doors creating a safety hazard. Replacing 12 apparatus doors will assist the department in meeting its evolving mission, ensure that facilities enhance our efforts to bring high quality work environments to our staff, and removes obstacles that could interfere with the delivery of a high level of services to our community. Estimated Capital Budget: FY15

FY16

FY17

FY18

$49,000

FY19

Total $49,000

Fiscal Impact: This project updates and improves existing facilities, reduces maintenance costs, protects apparatus and provides additional safety features.

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City Council Goal:

Public Safety

Category: Public Safety Project Title: Equipment Project Description: Portable Radio Replacement This project replaces existing portable radios assigned to each member of the fire department. The replacement cost for an APX7000 portable radio is $5,000 per unit â&#x20AC;&#x201C; thirteen radios will be replaced in FY15 and twelve in both FY16 and FY17. The APX7000 portable radio designed specifically for first responders provides optimal functionality with loud and clear audio in a compact rugged form. The control knobs and emergency button have a new larger design to enhance firefighter communications and safety while working in smoke-filled environments. Estimated Capital Budget: FY15

FY16

FY17

$65,000

$60,000

FY18

FY19

Total $185,000

Fiscal Impact: This project updates and improves existing equipment reducing the need for high cost repairs on outdated equipment while adding additional safety features.

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City Council Goal:

VIII. Citizen Engagement/City Governance

Category: General Government Project Description: Municipal Center The City’s Municipal Center includes the City’s major governmental functions and public buildings, and covers a 25-acre area centered on City Square on North Boundary Street. This area has long been the focus of planning efforts by the City. By 1980, most of the present Municipal Center buildings were in place: the Stryker Building (1968), Library (1973), Police Station (1978) and Fire Station (1978). Another group of buildings were completed prior during the 1980s: Arts Center (1982), City Shop (1985), Municipal Building (1988), and the remodeling of the Stryker Building for the present City Council Chamber (1989). A major upgrade to the Municipal Center was completed in 1999 with the creation of City Square, a large tree-lined green that serves as the area’s centerpiece and defining element, and which unifies the varied architectural styles of the surrounding buildings. Surrounding City Square, in addition to the Library (expanded in 1999) and Stryker Building, is the 153-space Parking Terrace (1999) and the Community Building (1999) which provides community meeting space in two adjoining meeting rooms. Sites for three commercial and/or office buildings with approximately 18,000 square feet of floor area were provided on the west and south sides of the Parking Terrace, and two of these buildings have been completed. The Transportation Center, the City’s multimodal transportation hub, was renovated in 2002, and functions as a central terminal for Amtrak, Greyhound and Trailways bus lines, and Williamsburg Area Transport bus service. Long-term parking, automobile rental and taxi services are also provided. Recent improvements to the Municipal Center include a new Emergency Operation Center and Fire Administration offices as an addition to the Fire Station (2011), and the expansion and renovation of the Municipal Building (2011). This expansion provided needed facilities for the City administration, and included space for bringing the City Attorney’s office and the Williamsburg Redevelopment and Housing Authority into the Municipal Building. The next steps in the evolution of the Municipal Center will include the replacement of the aging Stryker Building with a new Stryker Center fronting on City Square. This new facility will advance the partnership between the City and the Williamsburg Regional Library to better meet the city’s governmental needs and to satisfy unmet demands for civic and community activity space. A site for future development is also reserved on the southwest corner of North Boundary Street and Lafayette Street, adjacent to the Stryker Center. In addition, the acquisition of a key lot south of City Square and across Boundary Street from the Library would complete the 60-year development of the Municipal Center into the City’s civic center.

E - 23

(2014-2015)

E - 24

City Council Goal: VIII. Citizen Engagement/City Governance City Council Initiative: Stryker Center – City/Library Partnership Category: General Government Project Title: Facilities Project Description: Stryker Center The next project in the continuing development of the City’s Municipal Center will extend the partnership between the City and the Williamsburg Regional Library to meet the city’s governmental needs and to satisfy unmet demands for civic and community activity space. The existing Stryker Building will be demolished and replaced with a 15,000 square foot Stryker Center to include the City Council chamber, meeting rooms, administrative space for the Williamsburg Regional Library, and exhibition, gallery and reception space. The public spaces will be shared with Library uses such as educational and arts programming, video production and origination, film screening, and diverse community meeting and activities. The Stryker Center will become a place where citizens interact easily with government and one another. The total project cost for the Stryker Center is $5,500,000. Estimated Capital Budget: Carryover

FY14 FY15 $5,250,000

FY16

FY17

FY18

FY19

Total $0

Fiscal Impact: Library staff will assist with programming and operation of the building, and no additional city staffing will be required to support the building. There will be ongoing facilities operation and maintenance cost offset by current maintenance costs for the existing Stryker Building.

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City Council Goal:

III.

Transportation

Category: General Government Project Title: Facilities Project Description: Parking Terrace Rehab The Parking Terrace was constructed in 1999 as part of the City Square master plan, and in conjunction with the adjacent Community Building. This structure needs some maintenance and repair work. Work includes sealing the upper deck to prevent water infiltration, and concrete spalling beneath the upper deck also needs to be prepared. Estimated Capital Budget: FY15

FY16

FY17

FY18

$150,000

FY19

Total $150,000

Fiscal Impact: The rehabilitation work will reduce future maintenance costs.

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City Council Goal:

VIII. Citizen Engagement/City Governance

Category: General Government Project Title: Information Technology Project Description: iPad Replacement The City currently has approximately 40 iPads in use in various locations throughout the organization. This project will replace all iPad versions 1, 2 or 3 with the iPad Air and the device will be issued to the end user as City owned equipment. All maintenance for these devices will be handled by IT. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

$30,000

Total $30,000

Fiscal Impact: There are no recurring costs with this project.

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City Council Goal:

VIII. Citizen Engagement/City Governance

Category: General Government Project Title: Information Technology Project Description: PC Replacement Program The purpose of the PC Replacement Program is to ensure the adequacy of all City computers through a replacement schedule. The schedule is currently 4 years. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$30,000

$150,000

Fiscal Impact: There are no recurring costs with this project.

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City Council Goal:

VII. Recreation and Culture

Category: Agencies/Interjurisdictional Project Title: Facilities Project Description: Williamsburg Library HVAC Replacements and Renovation The Cityâ&#x20AC;&#x2122;s HVAC service contractor has provided the following replacement costs. In FY15, replace the existing chiller, which has reached the end of its service life, at an estimated cost is $150,000. In FY16, replace 29 pneumatic VAV box controllers, which have reached the end of their service life, to DDC (Direct Digital Control) at an estimated cost is $110,000; plus replace all three AHU humidifiers, which have reached the end of their service life, at a cost of $75,000. Spanning FY18 & FY19, all three Air Handler Units will need replacement. These units were installed in 1997 and have a 20 year useful life; estimated cost per unit ranges from $140,000 to $180,000. This price includes replacing the air handler and the frequency drive for each unit. In FY17 or after the completion of the Stryker Center, the library facility will need renovation to repurpose office and meeting room space. This renovation is currently estimated at approximately $600,000. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$150,000

$185,000

$600,000

$300,000

$180,000

$1,415,000

Fiscal Impact: Reduce maintenance and service costs. Increase public service space.

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City Council Goal:

IV.

Public Safety

Category: Agencies/Interjurisdictional Project Title: Facilities Project Description: Courthouse Maintenance Projects The City of Williamsburg and James City County jointly own and operate the Williamsburg-James City County Courthouse as authorized by §17.1-281 of the Code of Virginia. Each locality has previously authorized the assessment of a courthouse maintenance fee of $2 for each civil and criminal action and/or traffic case in the District or Circuit Courts for the City of Williamsburg and James City County. The Clerk of the Circuit Court collects and remits fees monthly to the City’s Department of Finance, acting as agent for the Courthouse Maintenance Fund. Funds are invested in the Commonwealth of Virginia’s Local Government Investment Pool. Disbursements are approved by resolution of both the Williamsburg City Council and the James City County Board of Supervisors for capital projects deemed necessary to maintain the Courthouse. For FY15 and beyond, the balance of the Fund is available for projects as they are identified and approved by the governing bodies. Estimated Capital Budget: FY15

FY16

FY17

FY18

$150,000

FY19

Total $150,000

Fiscal Impact: Courthouse Maintenance projects are usually routine in nature, not requiring additional operating or maintenance costs beyond existing levels.

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City Council Goal: V. City Council Initiative:

Human Services and Education Blayton Elderly Housing Expansion

Category: Agencies/Interjurisdictional Project Title: Housing Programs Project Description: Affordable Housing Initiative Funding is proposed for future joint ventures with the Williamsburg Redevelopment and Housing Authority in FY16. The goals are to rehabilitate substandard housing throughout the City and/or construct low and moderate income infill housing in appropriate locations. Estimated Capital Budget: FY15

FY16

FY17

FY18

$500,000

FY19

Total $500,000

Fiscal Impact: By removing blighted conditions, the project should increase property values and business opportunities, which should provide a positive fiscal impact

Blayton Building

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CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2015

REVENUES: TRANSFER FROM RESERVES TOTAL REVENUES

EXPENSES: WATER DISTRIBUTION / STORAGE SEWER COLLECTION SYSTEM SEWAGE PUMP STATIONS CONTINGENCY VEHICLES/EQUIPMENT WATER SUPPLY TOTAL EXPENSES

ACTUAL FY 2013

ESTIMATED FY 2014

ADOPTED FY 2015

976,061 976,061

940,000 940,000

1,005,000 1,005,000

23,330 686,708 61,224 16,156 45,230 143,413 976,061

240,000 400,000 0 75,000 0 225,000 940,000

360,000 250,000 60,000 75,000 75,000 185,000 1,005,000

Utility Fund Capital Improvements FY 2015 Sewer Collect/Transmission 25%

Contingency 8%

Water Supply 23% Water Dist/Storage 44%

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CITY OF WILLIAMSBURG UTILITY FUND - CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2015-2019

Project Title PUBLIC UTILITIES Water Supply Watershed Protection/Water Quality Waller Mill Dam Improvements Water Treatment Improvements

CARRYOVER FROM FY 2014

5 - YEAR CAPITAL IMPROVEMENT PROGRAM

ADOPTED BUDGET FY 2015

FIVE-YEAR 5 - YEAR TOTAL

FOR PLANNING PURPOSES ONLY

FY 2016

FY 2017

FY 2018

FY 2019

0 0 0

60,000 40,000 85,000

-40,000 50,000

100,000 100,000 50,000

-700,000 50,000

75,000 600,000 --

235,000 1,480,000 235,000

0 200,000

60,000 300,000

---

60,000 300,000

Sewer Collection/Transmission System Sewer System Rehab - SSO Program Sewer Pump Station Reliability

0 0

250,000 60,000

250,000 --

250,000 55,000

250,000 --

1,250,000 115,000

Water/Sewer System Contingency Water/Sewer System - Contingency

75,000

375,000

Vehicles/Equipment Equipment

75,000

170,000

30,000

350,000

1,005,000

490,000

800,000

1,105,000

1,000,000

4,400,000

Water Distribution/Storage Water System Improvements Water Tank Painting

Total Utility Fund Capital Improvements

200,000

E - 33

Adopted CIP - FY 2015

City Council Goal: VII. Environmental Sustainability City Council Initiative: Waller Mill Watershed Category: Public Utilities

Department: Utility Fund

Project Title: Water Supply Project Description: Watershed Protection/Water Quality The City has been aggressive in purchasing watershed property for several decades to protect our drinking water source. The City now owns or has conservation easements on 57% of the watershed. Money is set aside each year in case property becomes available. Money is also set aside for other initiatives such as forestry management, security improvements to the Plant and watershed (signage, access control). Estimated Capital Budget: FY15 $60,000

FY16

FY17

FY18

$100,000

FY19

Total

$75,000

$235,000

Fiscal Impact: While protecting the watershed around Waller Mill Reservoir will ensure a high quality water source, purchase or control of more property will result in a larger area to be managed.

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City Council Goal: City Council Initiative:

VII. Environmental Sustainability Waller Mill Watershed

Category: Public Utilities

Department: Utility Fund

Project Title: Water Supply Project Description: Waller Mill Dam Improvements The City’s operation and maintenance permit expired in November 2011 and upon expiration a conditional permit has been issued until November 2014 from the Department of Conservation and Recreation (DCR). The City’s consultant has completed work on several aspects of the permit renewal – Emergency Action Plan (EAP) and the Investigation and Analysis of Impounding Structure Failure Floods based on the new regulations. Because of the new regulations, the dam went from a low hazard classification to a high hazard which will require a substantial amount of work to the dam. The City was approved for a conditional permit extension until FY17-18. All required construction work needs to be completed by November, 2018. The CIP over the next three years reflects both soft costs for dam inspections and construction work related to the inspections. The higher costs shown in FY18-19 reflect the substantial amount of work required on the dam as a result of the new regulations. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$40,000

$100,000

$700,000

$600,000

$1,480,000

Fiscal Impact: The impact is dependent on which type of solution is chosen but there will be more maintenance required.

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City Council Goal: VII. Environmental Sustainability City Council Initiative: Drinking Water System Category: Public Utilities

Department: Utility Fund

Project Title: Water Supply Project Description: Water Treatment Improvements Water treatment improvements include all facets of the Water Treatment Plant including raw water/finished water pumping, chemical applications, lab facilities, buildings/ structures, electrical improvements, piping projects, instrumentation and IT to name a few. Improvements for FY15 include finalizing improvements to the chemical feed systems, currently under review by the Health Department. Estimated Capital Budget: FY15

FY16

FY17

FY18

$85,000

$50,000

FY19

Total $235,000

Fiscal Impact: Electrical costs will increase marginally for both projects.

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City Council Goal: VII. Environmental Sustainability City Council Initiative: Drinking Water System Category: Public Utilities

Department: Utility Fund

Project Title: Water Distribution/Storage Project Description: Water System Improvements Examples of water system improvements include:  Upgrade line size on developer installed systems (e.g. contribution to 16" extension to Fairfield Timeshares on Mooretown Road).  Small line replacement program to improve water pressure in specific areas (past projects Jefferson Avenue, Adams Street, Penniman Road, Tanyard Street, and Middletown Farms system).  Master plan improvements – past projects include 12" water line extension to Strawberry Plains redevelopment project; 12” extension along Henry Street and Francis Street for improved flows to the CWF Lodge and Inn area; York Street extension for redevelopment project.  Upgrades/replacements of pipelines in conjunction with road construction/ reconstruction projects (e.g. Treyburn Drive, Richmond Road Reconstruction, Braxton Court). $60,000 is budgeted in FY15 to extend and loop the existing 16” line on Mooretown Road to provide both reliability and improved fire flow. Replacement of small pipelines (galvanized) will continue using in-house personnel and are not included as a CIP project. Larger pipeline improvements/extensions are primarily paid for by development. Estimated Capital Budget: FY15

FY16

FY17

FY18

$60,000

FY19

Total $60,000

Fiscal Impact: Scheduled replacement of water system infrastructure should reduce operating costs. Water extensions add piping to the water system with minor increases in operating and maintaining infrastructure.

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City Council Goal: VII. Environmental Sustainability City Council Initiative: Drinking Water System Category: Public Utilities

Department: Utility Fund

Project Title: Water Distribution/Storage Project Description: Water Tank Painting This project is for the painting of three water storage tanks in the City: 1. 500,000 gallon Jamestown Road elevated tank. 2. 500,000 gallon Magruder elevated tank 3. 1,000,000 gallon City Shop ground tank It is anticipated that complete sandblasting of the tanks will not be required. They were last painted in 1995 and were sandblasted at the time. The Cityâ&#x20AC;&#x2122;s 750,000 gallon Quarterpath at Williamsburg elevated tank was brought online in FY13 and therefore will not require painting. Estimated Capital Budget: Carryover

FY14

FY15

$200,000

$300,000

FY16

FY17

FY18

FY19

Total $300,000

Fiscal Impact: Tank painting will have a positive impact on the operation and maintenance costs of the water system.

E - 38

City Council Goal: VII. Environmental Sustainability City Council Initiative: Wastewater Treatment Category: Public Utilities

Department: Utility Fund

Project Title: Sewer Collection/Transmission System Project Description: Sewer System Rehab – SSO Program All localities in the HRPDC region have been issued a consent order by the State Department of Environmental Services to virtually eliminate sanitary sewer overflows (SSOs). SSOs are primarily caused by rainwater inflow and infiltration (I&I) and blockages caused by grease and roots. The consent order sets goals, deliverables and timetables for upgrading the region’s sanitary sewer systems. The State initiative is guided by the Federal Environmental Protection Agency. The region, City included, will be spending significant amounts of money to “tighten up” its sanitary sewer system in an effort to control SSOs. It is anticipated that the region will agree to have HRSD manage the more extensive SSO problems including the Regional Wet Weather Management Plan (RWWMP) and improvements. The localities will retain ownership of their respective collection systems and take care of structural deficiencies and issues associated with MOM (Management, Operation, Maintenance) of the sanitary sewer system. While the exact figures can not be determined until sewer line evaluation work is done, the City is setting aside funding each year for the next 5 years. Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$250,000

$1,250,000

Fiscal Impact: These expenditures will be a major driver in increasing utility rates. In the long run, however, upgrading the sewer system will reduce O&M costs.

E - 39

City Council Goal: VII. Environmental Sustainability City Council Initiative: Wastewater Treatment Category: Public Utilities

Department: Utility Fund

Project Title: Sewer Collection/Transmission System Project Description: Sewer Pump Station Reliability/Improvements There are 15 sewage pumping stations in the City. Because the City drains into shellfish waters, the stations are classified as Reliability Class I stations which provides for the strictest standards of reliability. For example, the stations are required to have emergency back up power or other means of operating the pumps in case of power failure. As part of the SSO consent order, a MOM (Management, Operation, Maintenance) report was developed for the sewer system that requires pump station improvements such as wet well cleaning of all stations. The following is a breakdown of the pump station improvements included in the CIP. Station 13 â&#x20AC;&#x201C; Stabilize area around station Station 14 â&#x20AC;&#x201C; Rehab wet well

FY15 FY17

$60,000 $55,000

Estimated Capital Budget: FY15 $60,000

FY16

FY17

FY18

$55,000

FY19

Total $115,000

Fiscal Impact: No fiscal impact.

E - 40

City Council Goal:

VII. Environmental Sustainability

Category: Public Utilities

Department: Utility Fund

Project Title: Water/Sewer System Contingency Project Description: Water/Sewer System Contingency Water and sewer system contingency must be budgeted to cover unforeseen items on a yearly basis. The utility must have the money reserved in order to continue to operate on a continuous basis. Examples of water and sewer contingencies include:        

Emergencies - major pipeline failures, drought. Emergency sewer repairs/rehab. Water pump/motor burn out. Loss of power and emergency generator failure. Drought requiring public notification campaign to conserve water. Water/sewer line extensions at property owner request. Contributions to new pump stations installed by Development. Capital project contingency.

Estimated Capital Budget: FY15

FY16

FY17

FY18

FY19

Total

$75,000

$375,000

Fiscal Impact: No impact.

E - 41

CITY OF WILLIAMSBURG

Departmental Summary - By Fund FUND

DEPARTMENT

VEHICLE REPLACEMENT FIVE-YEAR PLAN FY2015

FY2016

FY2017

FY2018

FY2019

SALES TAX

BUILDING INSPECTION

$28,000

CITY MANAGER

$28,000

ENGINEERING

$28,000

FINANCE

$30,000

$28,000

$305,000

$750,000

$150,000

$370,000

$750,000

$28,000

$25,000

$35,000

$30,000

$62,000

$136,000

$188,000

$294,000

$42,000

$130,000

$350,000

$345,000

$140,000

$32,000

$43,000

$33,500

$14,000

$557,000

$1,392,000

$767,000

$928,500

$806,000

$75,000

$170,000

$30,000

UTILITIES TOTAL

$75,000

$170,000

$30,000

GRAND TOTAL

$632,000

$937,000

$958,500

$806,000

FIRE HUMAN SERVICES PLANNING POLICE

PUBLIC WORKS RECREATION SALES TAX TOTAL

UTILITIES

PUBLIC UTILITIES

E - 42

$1,467,000

City of Williamsburg - Vehicle Replacement Five-Year Plan Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

BUILDING INSPECTION

37,843

$28,000

129016L

49,367

$28,000

114731L

35,657

$28,000

5606

2002

JEEP

SPORT UTILITY

Yes

19-408L

4129

2004

FORD

ESCAPE 4X4 SUV

Yes

14-765L

1132

2007

FORD

ESCAPE 4X4 - HYBRID

Yes

6573

2008

FORD

ESCAPE 4X4 SUV Hyrid

Yes

TOTAL BUILDING INSPECTION

E - 43

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

2006

CHEVROLET

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

CITY MANAGER 3321

Mileage

4 DOOR SEDAN

Yes

114-724L

TOTAL CITY MANAGER

E - 44

39,187

$28,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

2001

CHEVROLET

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

ENGINEERING 0724

Mileage

4 DOOR SEDAN IMPALA

Yes

49-452L

TOTAL ENGINEERING

E - 45

67,626

$28,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

FINANCE 8281

2002

FORD

EXPLORER

Yes

49-458L

68,666

$30,000

0780

2005

CHEVROLET

IMPALA 4 DR SEDAN

Yes

24-292L

38,000

$28,000

$30,000

$28,000

TOTAL FINANCE

E - 46

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

FIRE

$5,000

84-728L

boat VA 2132 BT

24-322L

$750,000

34' "SAFE HOUSE"

74-912L

HAULMARK

UTIL TRAILER

65-835L

2000

PIERCE

FIRE TRUCK

40275L

$750,000

5004

2004

CARGO

TRAILER

129018L

7761

2004

ACSI

DECONTAMINATION TRAI

Yes

84-725L

1409

2005

FORD

3/4 TON DIESEL 4X4 PICK

122-973L

53,309

$40,000

2324

2005

FORD

EXPLORER 4x4

122-984L

47,761

$35,000

3499

2006

HORTON

AMBULANCE

114726lL

93,894

$300,000

5724

2006

FORD

F350 SUPERCAB

129-003L

39,124

$35,000

8941

1949

MACK

FIRE TRUCK

16-977L

1988

HOMEMADE

BOAT TRAILER (ZODIAC)

A292

1992

ZODIAC

INFLATABLE BOAT 15'

3086

1995

SUTPHEN

SQUAD/PUMPER

7423

1995

MILLER MOD.834

8405

1998

0140

E - 47

974

31,461

51,029

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

8855

2006

CHEVROLET

TAHOE - SUV

123-000L

48,197

$40,000

0700

2008

CHEVROLET

4 DOOR IMPALA

114733L

41,052

$35,000

2410

2008

CHEVROLET

4 DOOR IMPALA

114734L

39,490

$35,000

8061

2008

GMC

AMBULANCE

Yes

159651L

61,371

$300,000

2256

2009

FORD

F-350 DIESEL 4x4 PU

129042L

28,903

2042

2011

PIERCE

PUMPER

159672L

17,940

6972

2011

FORD

PIERCE RESCUE

159653L

2,055

8179

2011

VMA/PAMU

CARGO TRAILER

159682L

2818

2012

PIERCE

QUANTUM FIRE TRUCK

172004L

5,564

4115

2013

HORTON

HORTON AMBULANCE

Yes

172015L

14,078

2025

2014

FORD

SUV INTERCEPTOR WHI

172019L

$305,000

TOTAL FIRE

E - 48

$750,000 $150,000 $370,000 $750,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

HUMAN SERVICES 5972

2001

FORD

4 DOOR SEDAN

Yes

49-459L

63,957

$28,000

1666

2008

GMC

12 PASSENGER VAN

114735L

37,334

$35,000

4069

2008

FORD

FUSION 4 DOOR

129031L

81,701

$25,000

9026

2013

GMC

12 PASSENGER VAN

172013L

4,583

$28,000

$25,000

$35,000

TOTAL HUMAN SERVICES

E - 49

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

2005

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

PLANNING 3188

Mileage

DODGE

CARAVAN

16-998L

TOTAL PLANNING

E - 50

32,707

$30,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

POLICE 5565

1999

SCAT

UTIL TRL

26-950L

1017

2000

SCAT

RADAR TRAILER

26-950L

$20,000

5075

2006

FORD

VAN (CARGO)

KBB2595

69,884

$34,000

0900

2007

HARLEY

FLPI-MOTORCYCLE

2199L

12,692

$20,000

0967

2008

CHEVROLET

IMPALA 4 DR SEDAN

XWR-8242

65,735

$30,000

4791

2008

CHEVROLET

IMPALA 4 DR SEDAN

XXC-7142

66,636

$30,000

6839

2010

FORD

CROWN VIC (NON REPLA

114-749L

8852

2010

CHEVROLET

4WD FOUR DOOR SUV

XSL1671

91,116

$42,000

1609

2011

FORD

4D CROWN VIC

XCC9355

32,475

$42,000

1610

2011

FORD

4D CROWN VIC

ECN1102

31,796

$42,000

8779

2011

FORD

CROWN VIC (PATROL)

159673L

34,369

$42,000

3157

2012

FORD

SUV ESCAPE XLT

159683L

12,081

$42,000

1333

2013

FORD

SUV INTERCEPTOR (PAT

172008L

12,498

$42,000

E - 51

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

1334

2013

FORD

SUV INTERCEPTOR (PAT

172009L

33,018

$42,000

1335

2013

FORD

SUV INTERCEPTOR (PAT

172010L

24,022

$42,000

1337

2013

FORD

SUV INTERCEPTOR (PAT

172012L

13,243

$42,000

5873

2013

JEEP

WRANGLER

172016L

0000

2014

FORD

SUV INTERCEPTOR (PAT

$42,000

2023

2014

FORD

SUV INTERCEPTOR (PAT

172017L

742

$42,000

2024

2014

FORD

SUV INTERCEPTOR (PAT

172018L

557

$42,000

2026

2014

FORD

SUV INTERCEPTOR (UN

WNN4064

4689

2014

SMART

LOW SPEED VEHICLE

172020L

9778

2014

FORD

FORD - INTERCEPTOR Se

WNR8302

$42,000

$62,000

TOTAL POLICE

E - 52

$136,000 $188,000 $294,000 $42,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

PUBLIC UTILITIES

$30,000

2,344

24-313L

40,894

$75,000

49-500L

90,057

$35,000

84-730L

MODEL 2103 SEWER CLE

11-4704L

13,565

$100,000

FORD

F350 3/4 TON UTILITY TR

122999L

49,421

$40,000

2005

GMC

SIERRA 3/4 TON UTILITY

122998L

100,961

$40,000

8245

2006

FORD

VAN-CAMERA TRUCK

114-748L

20,904

0423

2007

GMC

PICKUP TRUCK

129017L

54,962

$30,000

0537

1966

COX

BOAT TRAILER

16-978L

1382

1992

FORD

SEWER CLEANER

93-898L

A393

1993

Caroline Skiff

16'8 Lenth

5640

1994

WILLIAMS

UTIL TRAILER

1105

1996

GATOR

UTIL VEH

1593

1996

FORD

DUMP TRUCK

7816

2002

DODGE

3/4 TON PICKUP

0152

2003

VENTURE

BOAT TRAILER

1549

2004

VACTOR

7493

2005

9992

36,032

24-294L

E - 53

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

2,399

4708

2008

CASE

580L BACKHOE

9610

2011

YAMAHA

50HP OUTBOARD MOTOR

4686

2012

CHEVROLET

1/2 TON PICKUP TRUCK

172003L

6,016

7697

2012

CHEVROLET

PICKUP TRUCK

172002L

14,720

8374

2013

FORD

EXPLORER

172006L

9,128

$75,000

$170,000

$30,000

TOTAL PUBLIC UTILITIES

E - 54

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

0000

1592

1996

1117

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

PUBLIC WORKS 0111

Mileage

50,315

$100,000

19-409L

54,970

$30,000

19-405L

27,925

$75,000

994

43,299

$75,000

16-994L

35,024

$75,000

49-454L

72,297

$35,000

n/a

3,616

$70,000

TRACK LOADER

n/a

2,023

$60,000

MERCURY

GRAND MARQUIS GS 4 D

Yes

JEP2515

103,385

Mid Atlantic

UTIL TRAILER

26-938L

WATER TANK

FORD

DUMP TRUCK

24-319L

1999

FORD

F150 PICKUP TRUCK

0002

2000

FORD

DUMP/PLOW/SPREADER

3268

2000

FORD

TRACTOR

5298

2000

HAULMARK

ENCLOSED UTILITY TRAI

40-280L

9827

2000

FORD

DUMP/PLOW/SPREADER

16-996L

9828

2000

FORD

DUMP/PLOW/SPREADER

9479

2001

GMC

1/2 TON 4X4 PICKUP

2476

2002

CASE

BACKHOE

5086

2002

BOBCAT

1571

2003

5293

2003

E - 55

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

39,164

$150,000

99,203

$35,000

49,833

$30,000

26,704

$70,000

172007L

129006L

114-722L

41,237

$30,000

PU TRUCK SIERRA

114-723L

54,251

$30,000

FORD

EXPLORER 4 x 4

114729L

43,107

$35,000

2008

FORD

3/4 TON PICKUP

114740L

27,412

$35,000

2008

CASE

580L BACKHOE

2,833

3664

2004

BRI-MAR

2 AXLE DUMP TRAILER

24-260L

5881

2004

ELGIN

WHIRLWIND STREET SW

19-412L

9590

2005

FORD

1/2 TON PICKUP

172021L

0155

2006

HUDSON

UTIL TRAILER

129020L

0995

2006

GMC

PU TRUCK

114-721L

1608

2006

FORD

DUMP TRUCK

129025L

1827

2006

CARRYON

CARRY ON TRL

4706

2006

CURRAHEE

UTIL TRL

9142

2006

GMC

PU TRUCK C2500

9151

2006

GMC

0869

2007

2835

4698

E - 56

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

8498

2008

INTERNATIONAL

DUMP TRUCK

114732L

6,259

0931

2009

FORD

F-250 GAS 4X2 PU

129043L

44,040

2018S

2012

FORD

PICKUP TRUCK

172001L

15,526

6236

2012

VOLVO

ROLLER

9242

2012

FORD

BUCKET TRUCK

Yes

172014L

1,419

9442

2012

FORD

F250 CREWCAB

172005L

4,805

0200

2013

WORKMAN

GATOR-WORKMAN

11111

2014

JOHN DEERE

LEAF BOX

$20,000

22222

2014

SPREADER/SANDE SPREADER/SANDER

$10,000

$130,000

TOTAL PUBLIC WORKS

E - 57

$350,000 $345,000 $140,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2015

FY2016

FY2017

FY2018

FY2019

at 1-10-2014

RECREATION

$2,000

1,361

$16,500

5,415

$8,000

1,301

$16,500

$13,000

PU CREW CAB

129-004L

$35,000

JOHN DEERE

UTIL VEHICLE - TH6X4

$12,000

2010

JOHN DEERE

UTIL VEHICLE - TX4X2

$12,000

2427

2010

Yamaha 25 HP

OUTBOARD MOTOR-Yam

9320

2010

JOHN DEERE

MOWER X320 WITH 48X E

$4,000

4845

2011

CHEVROLET

PICKUP 4WD

159675L

001

2014

RESCUE BOAT

ALUM 16'

$3,500

$32,000

$43,000

$33,500

$14,000

5169

1994

TRITON

UTIL TRAILER

19-406L

0138

1995

JOHN DEERE

TRACTOR- BUNKER/RAK

5773

1997

JOHN DEERE

UTIL VEHICLE - 4X2

0231

2005

JOHN DEERE

TRACTOR- BUNKER/RAK

3578

2005

JOHN DEERE

TRACTOR-2210 HST LV22

2171

2006

CHEVROLET

5534

2006

1177

TOTAL RECREATION

E - 58

71,974

15,677

Capital Improvements for FY14 December 19, 2013 Page 1

TO:

Mayor and City Council Planning Commission

DATE:

December 19, 2013

SUBJECT:

Capital Improvements for FY14 - Status of Current Projects

The following list details the status of capital improvement projects in FY14 (this budget year). Allocated costs listed are for FY14 in the current Capital Improvement Plan. PUBLIC WORKS Street Construction 1.

Repaving Program - $450,000 allocated. The City’s annual street repaving program is scheduled for Spring 2014.

Prince George Street Reconstruction - $75,000 allocated (total project cost $870,000). This is included in the City’s FY13 VDOT Revenue Sharing Funds (50% match) program in conjunction with sidewalk improvements. Construction is underway, and will be completed in Spring 2014.

Underground Wiring/Corridor Enhancement 3.

Signage Improvements - $48,000 allocated. This upgrades all of the City’s street name sign brackets, and was completed in November 2013.

York Street Corridor Improvement - $400,000 allocated ($611,500 total project cost). This will improve the York Street corridor from Page Street to Quarterpath Road and will include existing sidewalk improvements, a new 6’ wide concrete aggregate 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 underway, and the project should be completed in Winter 2014.

Page Street Underground Wiring - $280,000 allocated ($1 million total project cost). The Page Street underground wiring project should be completed in January 2014.

E - 59

Capital Improvements for FY14 December 19, 2013 Page 2 Pedestrian and Bicycle Improvements 6.

Sidewalk Construction Projects - $700,000 carryover from FY13. VDOT Revenue Sharing Funds (50% match) have been approved for eight sidewalk projects: Richmond Road (Waltz Farm Drive to Patriot Lane), Lafayette Street (Harrison Avenue to Wythe Street), York Street (end of existing brick sidewalk to Lafayette Street), Bypass Road (Rt. 132 to Parkway Drive), Parkway Drive (Bypass Road to Capitol Landing Road), Ironbound Road (Middle Street to former Fire Station site) and Prince George Street (see #2). Sidewalk construction should be completed in August 2014.

Stormwater Management Projects 7.

Update of 1996 Stormwater Management Plan - $60,000 allocated. This will update the 1996 Stormwater Management Plan. The update is underway, and should be completed in Spring 2014.

RECREATION AND OPEN SPACE Facilities 8.

Quarterpath Park Improvements – Replace Rec Center Roof - $90,000 allocated. This was completed in September 2013.

PUBLIC SAFETY Facilities 9.

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.

10.

Fire Station Improvements - $70,000 allocated. This project renovates the three existing bathroom and shower facilities located in the fire station. Construction was completed in December 2013.

11.

LIFEPAK Monitor Replacement - $70,000 allocated. This project replaces the final two LIFEPAK monitors for the City’s medic units. They have been purchased and are in service.

GENERAL GOVERNMENT Facilities 12.

Stryker Center - $5,500,000 allocated. The existing Stryker Building will be demolished and replaced with a 15,000 square foot “Stryker Center” to include the City Council chamber, meeting rooms, administrative space for the Williamsburg Regional Library, and exhibition, gallery and reception spaces. City Council selected Daniels

E - 60

Capital Improvements for FY14 December 19, 2013 Page 3 & Company, Inc. in association with David Stemann Architect, LLC as the top ranked proposer for design and construction of the Stryker Center, and a PPEA Interim Agreement is being negotiated. Final design work will begin in early 2014, and construction is expected to start later in the year. Information Technology 13.

Server Virtualization - $20,000 allocated. Another storage server was added to the existing network in September 2013 to add capacity for new and existing servers.

14.

Wireless Network Replacement - $40,000 allocated. This project replaced an aging and problematic wireless network with a completely new state of the art wireless network, and was completed in November 2013.

15.

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.

AGENCIES/INTERJURISDICTIONAL Facilities 16.

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. Two projects were recently completed â&#x20AC;&#x201C; a structural repair to a storm drain to help prevent further erosion around the drain inlets was made at a cost of $5,968, and a roof repair was made at a cost of $8,375.

17.

Schools â&#x20AC;&#x201C; Renovation and Capital Maintenance Projects - $217,130 allocated for FY14, plus carryover funds from prior years totaling $1.8 Million. City contribution to various capital expenditures for the joint Williamsburg-James City County school system totaled approximately $615,000 through December 2013 in FY14.

Reed T. Nester, AICP Planning Director [CIP\FY14\PCM02]

E - 61

E - 62

E - 63

CITY OF WILLIAMSBURG

GENERAL FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2015 FY 2015

PUBLIC WORKS Street Construction Repaving Program Ironbound Rd. Capitol Landing Road/Bypass Rd Intersection Traffic signals Corridor Enhancement / Underground Wiring Guardrail Improvement Program Regional Corridor Improvement Program South Henry Street (U.W.) York Street (U.W.) Second Street (U.W.)

FY 2016

FY 2017

FY 2018

FIVE-YEAR TOTAL

FY 2019

$0 $0 $0 $0

$0 $0 $0 $300

$0 $0 $0 $900

$0 $2,000 $0 $0 $0

$0 $10,000 $0 $0

Pedestrian and Bicycle Improvements Pedestrian Facility Improvements Bicycle Facility Improvements

$1,000 $100

$1,200 $100

$5,600 $500

Stormwater Management Stormwater Management Projects Total Public Works

$0 $3,100

$0 $3,600

$0 $17,000

$0 $0 $0 $0

$0 $800 $0 $800

$1,000 $1,800 $0 $2,800

$3,000 $6,200 $0 $9,200

$0 -$200

$0 -$1,000

$0 -$200

$0 -$1,000

$0 -$200

Information Technology iPad Replacement PC Replacement Program

$0 $0

Vehicles Vehicle Replacement Plan Capital Projects - Contingency Total General Government

$0 $0 $0

-$500 $0

-$2,500 $0

$0 -$500

$0 -$2,500

$2,400

$3,200

$5,700

$22,700

RECREATION AND OPEN SPACE Facilities Quarterpath Park Improvements Kiwanis Park Improvements Waller Mill Park Improvements Total Recreation and Open Space PUBLIC SAFETY Facilities E-911 Regional Center - Expansion ** Fire Station Improvements Equipment Portable Radio Replacement Total Public Safety GENERAL GOVERNMENT Facilities Stryker Center Parking Terrace Rehab

AGENCIES / INTERJURISDICTIONAL Facilities Williamsburg Library Renovations Courthouse Mtce. Projects (contingency) Housing Programs Affordable Housing Initiative Schools - Contribution Renovation Projects Total Agencies / Jurisdictional Total Additional Operational Costs

* 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

E - 64

CITY OF WILLIAMSBURG

UTILITY FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2015 FY 2015

PUBLIC UTILITIES Water Supply Watershed Protection/Water Supply Waller Dam Improvements Water Treatment Improvements

FY 2016

FY 2017

FY 2018

FY 2019

FIVE-YEAR TOTAL

$2,500 $2,000 $200

$12,500 $10,000 $1,000

-$500 -$500

-$2,500 -$2,500

-$1,500 $0

-$7,500 $0

Water/Sewer System Contingency Contingency

Vehicles/Equipment Equipment (replacement)

$2,200

$11,000

Water Distribution/Storage Water System Improvements Water Tank Painting Sewer Collection/Transmission System Sewer System Rehab - SSO Sewer Pump Station Reliability

Total Additional Operational Costs

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

E - 65

INTRODUCTION This Guide is designed to assist those responsible for preparing the Annual Operating Budget and the Five Year Capital Improvement Program of the City of Williamsburg. The budget process defines, communicates, and funds the city's programs and priorities. The completed budget is City Council's financial road map, and a primary management tool for the City Manager and Department Heads. To that end, it must be a quality document, and our best efforts should be expended in its preparation. The Budget Guide is a formal call for all departments of the city, and agencies associated with the city, to prepare and submit an estimate of the resources required for the next fiscal year. It includes a set of procedures for building a comprehensive budget to be submitted to City Council in March each year. It also serves as a mid-year review to identify adjustments necessary to the current year budget. AUTHORITY The Charter and Code of Ordinances of the City of Williamsburg, and the Code of Virginia, prescribe budgetary responsibility and process. Budgetary accounts are maintained according to the Uniform Financial Reporting Manual for Virginia Counties and Municipalities, as prescribed by the Auditor of Public Accounts, Commonwealth of Virginia. This guide consolidates pertinent budgetary information as concisely as possible, providing a reference for making sound, informed, consistent budget decisions. CONTENTS

Page

Budget Calendar ................................................................................................................. F-2 - F-3 Operating Budget Instructions ..................................................................................................... F-4 Capital Improvement Program (CIP) Instructions ................................................................ F-5 -F-6 Biennial Goal Setting Policy and Procedures ..................................................................... F-7 - F-8 Budgetary Accounts ..................................................................................................................... F-9 Department Codes & Responsibility ............................................................................... F-10 - F-11 Revenue Sources & Trends ............................................................................................ F-12 - F-32 Expenditure Classifications ............................................................................................. F-33 - F-37 Funding Relationships .................................................................................................... F-38 - F-43 Fund Structure ................................................................................................................ F-44 - F-45 Budget Policies ............................................................................................................... F-46 - F-49

September 2013

BUDGET CALENDAR

7 & 9 City Council Retreat and Work Session â&#x20AC;&#x201C; Update on 2013/2014 Biennial Goals, Initiatives, and Outcomes. November 2013 29

Finance department sends letters to outside agencies advising of budget submittal requirements and deadlines.

December 2013 2

City Manager and Finance Director distribute budget guidance and capital improvement planning instructions to operating departments.

January 2014 6

Begin series of meetings between City Manager and City employees in small groups to discuss budget issues.

Finance department distributes FY2015 Budget Worksheets to Department Heads and Constitutional Officers.

Planning Director prepares a status report on the FY 2014 CIP, focused on major capital items, and provide to Planning Commission and City Council.

City Council Retreat on budget preview and long-term financial outlook.

Planning Commission public hearing on capital improvement program.

Deadline for receipt of all Outside Agency budget requests for FY 2015 funding.

Departmental and Constitutional Officer operating budgets due to Finance Department. Finance begins compilation and review of budgets, and completes revenue projections for FY 2015.

City Manager and Finance Director begin meetings with Department Heads on budget submittals as necessary.

February 2014 8

City Council Retreat â&#x20AC;&#x201C; Budget Discussion (if necessary)

Planning Commission provides input to City Manager and City Council for update of the Five Year Capital Improvement Program.

F-2

March 2014 12

Advertise proposed property tax increase (if applicable-30 day minimum notice requirement Va Code §58.1-3321).

City Council Meeting – Williamsburg Regional Library Budget Presentation.

City Council Work Session – Outside Agency Budget Requests (4:00pm-5:30pm Tourism Marketing, 5:30pm-6:30pm Arts Commission, Human Services Agencies).

1st Notice of Public Hearing for Water Rate Increase Advertisement in Va Gazette (if applicable – Va Code §15.2-2143)

Proposed Operating and Capital Improvement Budgets delivered to Council.

Budget Synopsis / Notice of Public Hearing on Proposed Budget advertised in Va Gazette. (Va Code §15.2-2506-7 day minimum notification)

April 2014 2

2nd Notice of Public Hearing for Water Rate Increase – Advertisement in Va Gazette (if applicable – Va Code §15.2-2143)

City Manager budget report to Neighborhood Council of Williamsburg.

City Council Work Session – Overview of FY 2015 Budget and Open Forum.

City Council Meeting - Public Hearing on Proposed Budget, Tax Levy, and Utility Rates, W-JCC Public Schools Budget Presentation.

City Council Budget Work Session (4:00 pm, if required).

Supervisors and Department Heads submit annual employee performance evaluations for input into Merit Pay Plan.

May 2014 8

City Council Meeting - Adopt FY 2015 Operating, Capital, and Public Assistance Fund Budgets with Budget Resolution. Council Sets Tax Rate.

July 2014 1

Begin Fiscal Year 2015.

F-3

General

INSTRUCTIONS

In early January, Finance staff will provide spreadsheets to departments with operating activity for each departmental line item: A.

Prior yearâ&#x20AC;&#x2122;s expenditures for last two fiscal years.

Current year budget.

Current year expenditures through December 31st.

A column for estimating current fiscal year total expenditures through June 30 th.

A column for next fiscal yearâ&#x20AC;&#x2122;s line-item budget estimates.

Each department head should complete items D and E. The current year estimate is both the basis for recommending amendments to the current year budget, and for determining next year's amount for consideration by City Council. Recommendations on personnel expenditures (addition/deletion of positions, etc.) should be submitted in memo form. Payroll and fringe benefits line items on the printout should be left blank. Finance will calculate and enter these line items. Reminders for Preparers of Budget Requests 1.

Analyze each line item separately. Compare historical data, current year budget, and estimated spending levels for the current year to assist with your request.

Round all figures to the nearest $10.00 (i.e., $32 to $30 and $85 to $90).

Verify all object codes, amounts, and totals.

Meet all Budget Calendar deadline dates. Preparers should highlight key dates and actions.

Keep backup materials used in computing your budget request. These will be used both in explaining budget recommendations and administering the budget.

This is your operating budget. You are responsible for closely monitoring expenditures and encumbrances against the budget monthly. Written requests for Budget Account Transfers or Supplemental Appropriations must be submitted on forms provided and approved prior to obligating spending over the adopted budget.

F-4

CAPITAL IMPROVEMENT PROGRAM INSTRUCTIONS Definition of a Capital Project The Capital Improvements Program (CIP) identifies, schedules and budgets capital projects. A capital project is a major expenditure which adds to the net assets of the City. Capital projects fall within one or more of the following categories: 1. 2. 3. 4. 5. 6.

Land acquisition or long-term lease. Construction of buildings, public facilities, and infrastructure, generally exceeding $20,000. Acquisition or improvement of property, generally exceeding $20,000. Major additions or rehabilitation to public facilities, generally exceeding $20,000. Major studies such as engineering, feasibility, etc., related to public facilities. Vehicles and equipment, generally exceeding $10,000.

Some examples of capital projects are: street construction, sewer lines, parks, sidewalks, storm drains, water lines, building construction or major renovation, fire trucks, and police cars. Engineering or planning studies, which are directly linked to a specific capital project, are part of the cost of that project. Such engineering studies should be included in the project description of which they are a part. Other studies and plans, which constitute a major expense of a non-recurring nature, are included in the CIP even if they are not assets in the sense of a building. Relation Between the Capital Budget and the Capital Improvement Program The Five Year Capital Improvement Program is presented annually to the City Council. The first year of the Capital Improvement Program is a capital budget and contains the list of projects for implementation during the coming fiscal year. The CIP is updated annually as new needs become known and as priorities change. It is possible that a project with low priority can remain in the CIP program longer than five years as more important projects appear and move ahead of it. Conversely, a project may be implemented sooner than originally planned due to changing priorities. Project Review All requests for capital projects and input on priorities will be evaluated by the City Manager and Finance Director before being submitted to City Council. The Planning Commission will receive the proposed Capital Improvements Program when it is distributed to City Council. The Commission will be invited to advise Council on the consistency of the CIP with the Comprehensive Plan of the City. Capital Project Form Capital Improvement Program projects will be submitted on forms provided by the City Manager. The following is a non-inclusive list of project categories: Streets and Traffic Solid Waste Management Building Improvement Economic Development Parking Facilities Property Acquisition

Stormwater Management Park Development Water and Wastewater Improvements Field Equipment Planning/Feasibility Studies Vehicles

F-5

Five Year Vehicle Replacement Plan All vehicles owned by the city are listed on a replacement plan. The plan is based on a five-year projection. It is updated annually with the rest of the CIP. Annual Update Each year departments submit an update to the CIP as the first step in budget formulation. Updates include: 1.

Submission of the current year Capital Project Form with either: a. pen and ink annotation to update the form for the next five year period, or b. staple a revised form if changes are too many for pen and ink update.

Submission of a statement for each current year project of work accomplished at the six month point, and the accomplishments expected by the twelve month point.

Submission of a revised Capital Improvement Summary for that portion of the CIP assigned to the originator's department.

The second step requires department heads to a status report by July 31 st each year of all projects funded during the prior fiscal year ended June 30 th. This information will be provided to the Finance Department to determine the balance of capital projects funds needed to carry forward to the next fiscal year for project completion.

F-6

BIENNIAL GOAL SETTING The City of Williamsburg recognizes the importance of setting specific goals. Goals provide both means of sorting out priorities, and a standard against which to measure effectiveness. More than any other determinant, stated goals drive the budget. Goal setting is an integral part of the budget process. To advance the City’s vision, every two years the City Council identifies new strategic objectives for city government. Biennial Goals, Initiatives, and Outcomes (GIO’s) provide an expression of city priorities, as specific and measurable as possible, covering a two year period. GIO’s provide a coordinated expression of City Council’s direction for change and focus in the near future. Two or three new or incumbent council members are elected in May of even numbered years. The newly elected Council members then have several months to become familiar with the workings of city government before the Council attempts to chart the City's course. This is done through a methodical goal setting process in the Fall of even numbered years. The City Council's adopted goals then become a guide for the two succeeding budgets. In this way, a Council spends the first six months after the election deciding what it wants to accomplish, and the remaining eighteen months before the next election concentrating on implementing its goals. During the midterm, or odd numbered years, the Council monitors progress towards achieving its goals. A mid-biennium status report is prepared by staff, and includes desired outcomes and observed results. But the formal goal setting process takes place only every two years. In order to be fully useful, goals statements should have the following characteristics:  Goals should be as specific as possible. 

Goals achievement should be measurable.



Goals should be short-range-one or two years. Longer range goals should be expressed in terms of what intermediate goals or objectives must be undertaken now to achieve the ultimate goal.



Goals should be developed by exception. The continuation of existing policies and practices of city government should not be listed as goals, however important they may be. Only new or altered policies or practices should be listed.



Goals should be followed by an implementation strategy provided in operating and capital budgets.



The cost of achieving a goal should be counted in terms of time, money, and commitment, realizing each goal actively pursued takes away resources that could be applied to other activities.



Goals should be limited to those which city government has the power to achieve. While it may be well to state goals which are primarily the responsibility of others, it should be recognized that while the City has considerable influence, it does not have substantial control over goals such as these.

F-7

The calendar below outlines City Council's Goals, Initiatives, and Outcomes process. The City Council's two- year election cycle fits well with this biennial goal setting cycle. CALENDAR (even number years only) May

Council Election

July 1

New Council members take office.

July-Aug.

City Manager provides status report on accomplishment of stated goals. Council holds retreat to evaluate goal accomplishment and discuss future priorities.

September

Council offers public comment opportunities to hear citizens' ideas and suggestions on goals.

October

City Manager presents a draft Goals Statement based on the outcome of the retreat and public comment for Council consideration. Council has workshop sessions as necessary, and adopts a statement of goals.

November

City Staff begins work on operating and capital budgets for coming fiscal year reflecting priorities in the statement of goals.

F-8

BUDGETARY ACCOUNTS Budgetary Accounts and Responsibility The City of Williamsburg operates its budgetary system on a fund accounting basis. The funds used by the City of Williamsburg are Governmental and Proprietary. The Governmental Funds consist of the General Fund (01) and the Capital Improvement Program (Sales Tax 04). These funds are combined in the Cityâ&#x20AC;&#x2122;s Comprehensive Annual Financial Report (CAFR), but for budgeting purposes, are kept separate due to the operating and capital differences. The Proprietary Fund is an Enterprise Fund (10) which accounts for the city water and wastewater as the Utility Fund. The General Fund is used to account for all financial resources except those required to be accounted for in one of the other funds. The General Fund encompasses all city departments, except utilities, and also includes entities funded through city government such as constitutional officers, detention, schools, library, and outside agencies. Capital Improvements Program is used to account for major capital outlay items. Historically, the city has used the Stateâ&#x20AC;&#x2122;s 1% sales tax revenue to fund capital projects. Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business. The intent of these operations is that the cost of providing continued services to the public be financed primarily from user charges and fees. Expenditures of the City of Williamsburg are classified by fund, and within each fund by department. Expenditures are classified by object (line item) within each department. Departmental Codes and Responsibility, lists the individual responsible for submitting and managing each departmental budget. In the case of outside agencies, Appendix A lists the city employee responsible for overseeing agency funding. Revenue Sources and Trends, documents all existing and potential sources of revenue received by the City of Williamsburg to finance its operations each year. It contains a thorough description of each revenue source, trends, and other pertinent information that should help the reader gain an understanding of the basis of each of these sources. Expenditure Classifications, provides an explanation of each line item to help in properly and consistently classifying expenditures.

F-9

Fund Dept. Number Number General Fund: 01 1101 01 1102 01 1201 01 1203 01 1204 01 1206 01 1209 01 1210 01 1213 01 1214 01 1221 01 1301 01 1302 01 2100 01 3101 01 3102 01 3103 01 3201 01 3301 01 3303 01 3401 01 3501 01 3503 01 3505 01 4101 01 4102 01 4203 01 4305 01 4306 01 4307 01 4308 01 4309 01 5101 01 5103 01 5302 01 5305 01 6101 01 6103 01 7101 01 7102 01 7104 01 7108 01 7302 01 8101 01 8102 01 8202

DEPARTMENT CODES AND RESPONSIBILITY Department

Responsibility

Legislative Clerk of Council City Manager Economic Development City Attorney Triangle Building Mgt. Commissioner of the Revenue City Assessor Treasurer Finance City Shop Electoral Board Registrar Joint Activities Police E-911 Parking Facility Fire Regional Jail Middle Pen. Juv. Det. Center Codes Compliance Animal Control Medical Examiner Emergency Management Engineering Streets Refuse Collection Municipal Complex Rental Properties New Municipal Building Information Technology Landscaping Health Department Mosquito Control Public Assistance Public Assist.-Transportation School Board Joint School Contributions Recreation Administration Waller Mill Park Recreation Programs Cemetery Library - Contributions Planning Contrib. to Other Agencies Soil & Water Conservation

Jackson C. Tuttle Lisa Judkins Jackson C. Tuttle Michelle Dewitt Christina Shelton Michelle Dewitt Judy Fuqua John Mattson Ann Davis Philip Serra Daniel Clayton Winifred Sowder Winifred Sowder Philip Serra David C. Sloggie David C. Sloggie David C. Sloggie William Patrick Dent John Kuplinski Michael Sawyer Matt Westheimer Daniel Clayton William Patrick Dent William Patrick Dent Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton Mark Barham Daniel Clayton Philip Serra Daniel Clayton Peter Walentisch Peter Walentisch Philip Serra Philip Serra Lori Rierson Lori Rierson Lori Rierson Daniel Clayton Philip Serra Reed Nester Philip Serra Daniel Clayton

F-10

Fund Dept. Number Number Sales Tax Fund: 04 0001

Department

Responsibility

Capital Improvements Projects

Jackson C. Tuttle

Utility Fund: 10 10 10 10 10 10 10

Administration Filter Plant Water System Sewage System Debt Service Purchased Services Reserve-Utility CIP

Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton Daniel Clayton

1900 1910 1920 1940 1970 1985 1990

F-11

REVENUE SOURCES AND TRENDS GENERAL PROPERTY TAXES General Property Taxes account for approximately 35% of the City’s general fund operating revenues. These taxes are derived from annual assessment of real estate and tangible personal property located in the City. The City Assessor appraises real estate property annually. This category includes property tax collections for current and delinquent years. Also included in this category are collections for Public Service Corporations, property appraised by the State Corporation Commission, and cover real, personal property, and machinery & tools. Revenues received for property tax on mobile homes, boats, and motorcycles are also included in this revenue category. Real Property Taxes By state law, all real property taxes must be assessed each year at 100% of fair market value. The assessments are made on a fiscal year basis and must be complete and mailed to property owners by June 30th for the next fiscal year. Taxes are then due on Dec 1, and June 1 of that fiscal year. The current tax rate (FY 2014) is $.57 per $100 of assessed value. The City’s real estate tax rate history is shown in the following tabulation: Real Estate Property Tax Rates (per $100 assessed valuation) Fiscal Year 1987

$.52

Fiscal Year 1988

.51

Fiscal Year 1989

.50

Fiscal Year 1990

.52

Fiscal Years 1991-2012

.54

Fiscal Year 2013

.57

Real property taxes generated by other selected Virginia localities for the fiscal year ended June 30, 2012 are as follows1:

Locality

Tax Rate / Real Property Tax % Change $100 Revenues FY 2012 Over FY 2011

% of Total Local Revenues

Tax Rate Per vs. Capita Wmsbg. Revenue

James City County

$.77

$86,502,226

1.1%

56.8%

+43%

$1,256

York County

$.658

$61,687,438

5.8%

50.5%

+22%

$935

Winchester

$.86

$25,164,038

4.3%

38.3%

+59%

$962

Hampton

$1.04

$121,733,477

1.5%

43.9%

+93%

$886

Newport News

$1.10

$162,111,566

-1.6%

42.8%

+104%

$896

Williamsburg

$.54

$9,379,288

-4.8%

28.6%

$658

Commonwealth of Virginia – 2012 Comparative Report of Local Government Revenues and Expenditures

F-12

Real property tax revenues received during the past ten fiscal years are shown below 2: Fiscal Year

Real Property Tax Revenue

% Change

2004

6,158,084

11.5%

2005

6,526,520

5.9%

2006

7,333,851

12.4%

2007

8,476,536

15.6%

2008

9,737,885

14.9%

2009

10,136,979

4.1%

2010

10,178,109

.4%

2011

9,850,627

-3.2%

2012

9,379,288

-4.8%

2013

9,274,939

-1.1%

Real estate taxes are generated based on the annually reassessed value of property. Taxable real estate property values for the last ten fiscal years are as follows:

Fiscal Year

Taxable Real Estate Property Values

% Change

2004

1,117,426,100

12.23%

2005

1,202,692,600

7.63%

2006

1,338,705,000

11.31%

2007

1,547,651,600

15.61%

2008

1,803,239,200

16.51%

2009

1,895,456,000

5.11%

2010

1,892,571,800

-.1%

2011

1,827,509,200

-3.4%

2012

1,736,157,600

-5.0%

2013

1,627,903,200

-6.2%

For each 1¢ of the City’s tax rate, approximately $162,790 is generated annually, based on the fiscal year 2013 land book values. New construction each year tends to skew increases in total property valuations shown above from year to year.

City of Williamsburg’s Comprehensive Annual Financial Reports-amounts include prior years’ delinquent real estate tax receipts.

F-13

Personal Property Taxes Tangible personal property is classified into two categories for valuation purposes, personal and business property. Cars, trucks, boats, trailers, etc., comprise personal property, and furniture, fixtures, and machinery account for business property. Property is assessed each January 1 st, and taxes are due on December 1st, of the same year. The rate of assessment for motor vehicles is determined by the NADA or “Blue Book” average loan value. Furniture, machinery, etc., is assessed at 30% of original cost. The City does not prorate for partial year occupancy. The tax rate is $3.50/$100 of assessed value. Personal property taxes generated by select Virginia localities for the fiscal year ended June 30, 2012 are as follows3: Locality

Tax Rate / Personal Property % Change $100 Tax Revenues* Over FY 2011

% of Total Local Revenues

Per Capita Revenue

James City County

$4.00

$1,738,060

5.3%

14.3%

$316

York County

$4.00

$13,279,598

-11.9%

10.9%

$201

Winchester

$4.50

$9,094,538

-5.0%

13.8%

$348

Hampton

$4.25

$21,923,285

.6%

7.9%

$160

Newport News

$4.25

$52,096,953

2.9%

13.8%

$288

Williamsburg

$3.50

$1,834,376

-1.5%

5.6%

$129

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

Personal Property tax revenues received during the past ten fiscal years are shown below4: Fiscal Year

Personal*

Business*

Total Amount

% Change

2004

1,076,523

1,254,363

2,330,886

1.4%

2005

1,056,463

1,259,291

2,315,754

-.6%

2006

1,229,677

1,143,727

2,373,404

2.5%

2007

1,292,157

1,130,964

2,423,121

2.1%

2008

1,326,707

1,210,744

2,537,451

4.7%

2009

1,409,945

1,307,209

2,717,154

7.1%

2010

1,315,193

1,276,328

2,591,521

-4.6%

2011

1,212,702

1,330,793

2,543,495

-1.8%

2012

1,257,024

1,304,252

2,561,276

.7%

2013

1,506,575

1,096,833

2,603,408

1.64%

*Business personal property tax receipts include autos, machinery, & tools 3

Commonwealth of Virginia – 2011 Comparative Report of Local Government Revenues and Expenditures. 4

City of Williamsburg’s Comprehensive Annual Financial Reports-amounts include prior years’ delinquent personal property tax receipts, and State share of personal property tax reimbursement.

F-14

Public Service Corporations Tax revenues are generated by public service corporations based on annual assessments of property, both real and personal, by the State Corporation Commission. Public service corporations are those providing services such as water, heat, light and power, telecommunications, and railroads within local government boundaries. Property assessments for the last ten fiscal years, along with the total revenue receipts for public service corporations are provided as follows: Fiscal Year

Real Estate Assessments

Personal Property Assessments

Total Public Service Corporation Revenue

2004

53,151,294

287,017

2005

55,531,820

316,177

2006

52,041,889

281,026

2007

51,334,159

21,358

277,952

2008

52,220,912

13,527

282,466

2009

51,598,088

14,870

279,150

2010

57,063,079

12,804

308,589

2011

58,838,333

567

318,294

2012

60,096,469

3,450

316,061

2013

54,105,420

38,324

342,671

Penalties and Interest Personal property and first half fiscal year real estate taxes are due December 1 st each year. Second half real estate taxes are due June 1 st. Penalties are charged on all property tax accounts if not paid by these due dates. Penalty charges for delinquent property taxes are as follows: Amount of Taxes

Personal Property

Real Estate

Up to $10

Penalty is same as tax

Penalty is 10%

$10.01 - $100

Penalty is $10

Penalty is 10%

$100.01 and up

Penalty is 10%

Interest charges begin January 1st for delinquent first half real estate and personal property taxes, and July 1st for second half taxes. Interest is computed monthly, with an annual percentage rate of 10% as provided for in the Williamsburg City Code.

F-15

Penalty and interest revenues over the past ten fiscal years are shown in the following table: Fiscal Year

Penalties

Interest

Total

2004

71,508

18,461

89,969

2005

63,900

15,386

79,286

2006

34,307

13,673

47,980

2007

32,017

20,274

52,291

2008

38,024

19,094

57,118

2009

40,637

20,696

61,333

2010

34,866

15,825

61,333

2011

73,693

30,581

104,274

2012

66,082

28,950

95,032

2013

56,375

30,486

86,861

OTHER LOCAL TAXES This category of local revenues differs from general property taxes in that they are not billed by the City [except in the case of business licenses]. They are dependent on business volume, and most are self-imposed [businesses report sales activity directly to the City, and charges are based on these reported figures]. Business activity is subject to verification by the Senior Tax Analyst. Local Sales and Use Taxes Local sales and use taxes are based on business activity in the City reported to the Commonwealth of Virginia by all businesses that are required to charge State sales tax of 6%. The taxes are collected and submitted to the Virginia Department of Taxation on a monthly basis and one percent of these proceeds are then returned to the City directly from the State. As a matter of policy, the City has designated these revenues to pay for its ongoing capital improvement program. Revenues received from the Commonwealth of Virginia for sales taxes over the last ten fiscal years are as follows: Fiscal Year

1% Sales Tax Receipts

% Change

2004

4,210,450

11.35%

2005

4,219,603

.22%

2006

4,303,203

1.99%

2007

4,867,792

13.12%

2008

4,562,028

-6.28%

2009

3,844,275

-15.73%

2010

3,885,065

1.06%

2011

3,963,454

2.02%

2012

4,161,131

5.00%

2013

4,494,328

8.01%

F-16

Consumer Utility Taxes Use taxes are collected by public utility companies and remitted to the City on a monthly basis. City Council approves the rates charged annually. Telecommunications sales taxes since FY 2007 are 5% for all Virginia localities. The following table highlights the purpose and rates charged by these utility companies in effect during fiscal year 2013: Current City Charges Residential Rate

Commercial Rate

Gas

$.70/ month Plus .007468 per kw hours $.70/month Plus .014 per CCF

$1.15/month Plus .006947 per kw hours $1.15/month Plus.0243 per CCF

Propane

N/A

Telephone

Type

Electricity

Res. Max Per month

Maximum-State Code Residential CommComm/Ind. Maximum Industrial Maximum Allowable Allowable Max/month Charge/month Charge/month 20% up to $15=$3

$1.00

$20.00

$1.00

$20.00

N/A

5% per month

No limit

Wireless

5% per month

No limit

Telephone â&#x20AC;&#x201C; E-911

$.75/month

20% up to $15=$3 Same as above

20% up to $200=$40 20% up to $200=$40 Same as above

The Commonwealth of Virginia deregulated gas and electric utilities in 2001. Since then local utility taxes for those industries are designed to be revenue neutral to localities. Beginning July 1, 2003, the City of Williamsburg began imposing a tax on wireless communications. Total receipts collected over the last ten fiscal years are as follows:

Fiscal Year

Electric

Telephone

Natural Gas

E-911*

Wireless

Commun. Sales Taxes

Total Collections

2004

180,296

170,339

57,982

236,670

139,415

784,702

2005

181,451

198,580

59,930

263,202

258,868

962,031

2006

200,166

191,027

60,331

245,767

189,097

886,388

2007

201,075

83,671

62,243

112,628

89,231

353,702

902,550

2008

200,307

82,563

824,920

1,107,790

2009

201,825

89,224

749,461

1,040,510

2010

204,672

90,122

752,584

1,047,378

2011

203,571

97,389

748,840

1,049,809

2012

201,177

94,611

733,624

1,029,412

2013

204,700

101,896

735,570

1,042,166

*Effective July 2, 2001, E-911 rate was increased to $2.00 but mid-year FY 2007 (beginning January 1, 2007), all E-911, telephone, and wireless revenues are included as communications sales taxes under State legislation.

F-17

Business License Taxes (BPOL) All businesses in the City must obtain a business license to operate. The Commissioner of the Revenue sends business license applications in late December each year. Forms provided include prior year information [name, address, type of business conducted, gross receipts, etc.] and it is the responsibility of licensees to confirm or change information. The applications must be returned to the Commissioner by February 15th. The charges for business licenses are based on gross receipt figures provided on the application. The due date for payment of business licenses is March 1 st each year, with a 10% penalty beginning March 2nd, and interest accruing at 10% annual percentage rate. A detailed list of rates is provided for information purposes. Trade/Type

Fee [based on gross receipts]

Minimum Fee

Business or Personal Service

$.36/$100

$30 up to $8,200

Contractor

$.16/$100

$30 up to $18,000

Fortune Teller

$1,000 flat fee

Flat license fee

Itinerant Merchant or Peddler License

$500 flat fee

Flat license fee

Professional Service

$.58/$100

$30 up to $5,000

Retail Merchant

$.20/$100

$30 up to $15,000

Wholesale Merchant

$.05/$100

$30 up to $60,000

Restaurant (seating 50-100)

$200

Flat license fee

Restaurant (seating 101-150)

$350

Flat license fee

Restaurant (seating 151-up)

$500

Flat license fee

Bed & Breakfast â&#x20AC;&#x201C; Mixed Beverage

$40

Flat license fee

On/Off Sale of Beer-Wine

$150

Flat license fee

On/Off Premises Sale of Beer

$100

Flat license fee

On Premises Sale of Beer & Wine

$150

Flat license fee

On Premises Sale of Beer

$100

Flat license fee

Off Premises Sale of Beer & Wine

$150

Flat license fee

Off Premises Sale of Beer

$100

Flat license fee

F-18

Business Licenses receipts over the last ten fiscal years are as follows: Fiscal Year

Business License Receipts

% Change

2004

1,628,458

-.81%

2005

1,749,413

7.43%

2006

1,789,386

2.28%

2007

1,593,478

-10.95%

2008

1,754,093

10.08%

2009

1,595,535

-9.04%

2010

1,571,483

-1.51%

2011

1,497,159

-4.73%

2012

1,598,958

6.80%

2013

1,646,691

2.99%

Utility License Fees The Code of Virginia, § 58.1-37 governs the licensing and regulation of cable television in the City. Gas and electric utilities using the city streets and right-of-ways to conduct business are classified here also, with consumption taxes set by state code. The Code of Virginia § 58.1-2904 imposes consumption taxes on consumers of natural gas in the City, and the Code of Virginia § 58.1-2900 covers consumption taxes on electricity in the City. These taxes are separate from consumer utility taxes charged monthly. The City’s current agreement with Cox Cable was renegotiated in May, 2011 for 10 years.

Activity

Fee

Cable TV

5% of gross receipts

Telephone

$.50/$100 gross receipts

Gas

$.004/CCF first 500CCf per month

Electric

Under 2,500kWh = $.00155/kWh/month 2,500 – 50,00 kWh = $.00099/kWh/month over 50,000 kWh = $.00075/kWh/month

Taxi & Bus Services

$75 flat fee plus $60 per cab owned

F-19

Utility License fees collected over the past ten years are shown below: Fiscal Year

Cable TV *

Gas & Electric

Telephone

Other

Total Utility License Fees

2004

129,335

59,675

34,509

2,197

225,716

2005

141,092

58,910

33,094

2,100

235,196

2006

151,111

60,465

35,986

3,200

250,762

2007

79,168

55,818

33,860

2,900

171,746

2008

62,290

37,343

3,200

102,833

2009

64,035

40,685

3,300

108,020

2010

64,905

52,843

3,500

121,248

2011

67,753

40,838

2,430

111,021

2012

60,858

40,183

2,530

103,571

2013

65,226

36,621

2,835

104,682

* Beginning January 1, 2007, cable franchise fees are included in the Communication Sales Tax program

Bank Stock Taxes Every incorporated bank, banking association or trust company organized by or under the authority of the laws of the Commonwealth are responsible for filing bank franchise taxes5. A specific state tax form is prepared annually for banks, and filed with the Commonwealth of Virginia. The tax is essentially 8/10â&#x20AC;&#x2122;s of 1% of a bankâ&#x20AC;&#x2122;s total equity capital (including reserves for losses) less real estate and personal property holdings which are taxed by Virginia localities. Banks submit the portion of its total bank stock taxes to local governments based on the percentage of banking operations within each locality. Bank stock tax collections over the past ten years are shown below:

2004

Bank Stock Receipts 112,958

2005

118,772

5.15%

2006

168,696

42.03%

2007

172,298

2.14%

2008

156,853

-8.96%

2009

128,755

-17.91%

2010

167,652

30.21%

2011

202,189

20.60%

2012

192,536

-4.78%

2013

281,401

46.16%

Fiscal Year

% Change -19.82%

Commonwealth of Virginia, Dept of Taxation, Virginia Bank Franchise Tax, 1997 Forms

F-20

Recordation Taxes State law gives City Council the power to impose recordation taxes upon the first recordation of each taxable instrument recorded in the City. Taxable instruments generally consist of deeds, deeds of trust, and marriage licenses. The rate charged is $.15 on every $100 or fraction thereof of the consideration of the deed or the actual value of the property conveyed, whichever is greater 6. For deed recordation in excess of $10 million value, a sliding scale is used. The Clerk of the Circuit Court is responsible for collecting and remitting these fees monthly to the City. In addition to these fees, a local tax is imposed (equal to up to 1/3 of the state recordation tax) and submitted to the City. The City has charged this maximum fee for many years. A grantor’s tax is also collected by the Clerk of the Circuit Court, and submitted to the State for quarterly distribution. This tax is classified under the Non-Categorical Aid section of this report. Local recordation taxes collected over the past ten fiscal years are as follows: Fiscal Year

Recordation Fees

% Change

2004

196,203

49.6%

2005

266,594

35.9%

2006

387,953

45.5%

2007

342,137

-11.8%

2008

326,508

-4.6%

2009

170,417

-47.8%

2010

136,891

-19.7%

2011

141,452

3.3%

2012

185,661

31.3%

2013

214,070

15.3%

Cigarette Taxes The City of Williamsburg began imposing a cigarette tax of 25¢ per pack on July 1, 2003 and the current rate for FY 2013 is 30¢. The timing of vendor stamp replenishment is unpredictable each year. Total cigarette taxes collected over the past ten years are as follows:

Fiscal Year

Cigarette Taxes

2004

305,729

% Change --

2005

209,340

-31.5%

2006

184,080

-12.1%

2007

172,872

-6.1%

2008

180,701

4.5%

2009

144,534

-20.0%

2010

158,460

9.6%

2011

148,032

-6.6%

2012

147,870

-0.1%

2013

183,155

23.9%

Code of Virginia §581-801.

F-21

Hotel & Motel Room Taxes The City levies a transient occupancy tax on hotels, motels, bed and breakfasts, and other facilities offering guest rooms at a rate of 5%. Businesses collect this tax and submit it to the City by the 20 th of the following month. Room tax collections over the last ten fiscal years are: Fiscal Year

Room Tax Collections

% Change

2004

3,996,782

.55%

2005

3,695,937

-7.53%

2006

3,787,611

2.48%

2007

4,350,871

14.88%

2008

4,447,662

2.22%

2009

3,574,810

-19.62%

2010

3,248,789

-9.12%

2011

3,384,922

4.19%

2012

3,396,446

.03%.

2013

3,369,785

-.78%

Restaurant / Food Taxes The Code of Virginia allows the City to impose this excise tax on all food and beverages sold in the City as a meal. City Code defines â&#x20AC;&#x153;food & beveragesâ&#x20AC;? as all food, beverages or both, including alcoholic beverages, which are meant for refreshment or nourishment value, purchased in or from a restaurant, whether prepared in such restaurant or not, and whether consumed on the premises or not.7 Restaurant Food tax rate is 5%. Meal tax collections over the last ten fiscal years are: Meal Tax Collections

% Change

2004

5,393,776

2.85%

2005

5,367,745

-.48%

2006

5,600,162

4.33%

2007

5,851,680

9.68%

2008

6,005,227

2.62%

2009

5,522,541

-8.04%

2010

5,607,318

1.54%

2011

5,989,446

6.81%

2012

6,277,434

4.81%

2013

6,391,022

1.81%

Fiscal Year

Williamsburg City Code, Section 18.271.

F-22

The Cityâ&#x20AC;&#x2122;s adopted fiscal year FY 2014 operating budget estimates room & meal tax revenues to be $9,672,000, or 29% of the total operating budget. Rates charged by nearby Virginia localities, and the percentage of budgeted FY 2014 receipts to total operating budgets, are presented below: Room Tax Rate

% of FY 2014 Budget

Meal Tax Rate

% of FY 2014 Budget

Total % of Budget

York County* James City County*

2.5%

4.2%

6.7%

1.3%

3.7%

5.0%

Virginia Beach*

.6%

5.5%

3.8%

4.4%

Hampton

.8%

7.5%

4.0%

4.8%

Newport News

.8%

7.5%

5.1%

5.8%

Norfolk

.7%

6.5%

3.2%

3.9%

Williamsburg*

9.0%

20.0%

29.0%

Locality

*In addition to room taxes, the City of Williamsburg, James City County and York County collect a $2.00 per night per room tax, which commenced on July 1, 2004 per Code of Virginia, section 58.1-3823C. The revenues generated are designated and expended solely for advertising the Historic Triangle Area. Receipts are sent to the Williamsburg Area Destination Marketing Committee each month. In addition, Virginia Beach and Hampton charge a flat rate tax of $1 per night, per room and Norfolk charges $2 per night, per room.

Permits, Privilege Fees and Regulatory Licenses The City uses the Virginia Uniform Statewide Building Code (USBC), which covers new construction, renovation, demolition, plumbing, gas, mechanical, electrical, fire protection system installations and asbestos removal. The categoryâ&#x20AC;&#x2122;s major components consist of building, electrical, plumbing, and mechanical permits. A ten-year history of permit revenues follows: Fiscal Year

Building

Electrical

Plumbing

Mechanical

Other*

Total

2004

119,376

42,548

40,780

35,675

67,383

305,762

2005

100,048

39,543

29,755

29,711

57,605

256,662

2006

99,860

28,580

21,025

23,568

102,708

275,741

2007

81,102

19,362

22,908

14,016

56,891

194,279

2008

141,096

52,036

51,462

44,506

78,220

367,320

2009

62,170

21,653

19,819

19,061

74,767

197,470

2010

46,741

14,447

14,033

17,601

68,642

161,464

2011

45,546

16,355

14,116

15,303

62,788

154,108

2012

57,917

19,966

16,949

18,232

68,742

181,806

2013

57,043

11,541

9,646

11,518

61,889

151,637

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

F-23

Fines and Forfeitures This revenue category is used to account for court and parking fines. The Court system has guidelines for setting case-related fines, while City Code sets the rates for parking fines. The Clerk of the Circuit Court collects court fines and submits receipts to the City monthly, while parking fines are paid directly to the Department of Finance. Effective January 1, 2004, the City implemented a graduated parking fine structure. During a 60-day period, which begins with the first overtime parking violation, fines will graduate as follows: 1st violation is $10.00, 2nd violation is $30.00 and the 3rd or more is $50.00. Revenue collections for fines and forfeitures over the last ten fiscal years are as follows: Fiscal Year

Court Fines

Parking Fines

Total

2004

164,346

90,360

254,706

2005

147,580

86,577

234,157

2006

142,927

86,852

229,779

2007

157,756

123,856

281,612

2008

143,836

97,484

241,320

2009

147,173

86,089

233,262

2010

108,744

93,743

202,487

2011

108,422

113,345

221,767

2012

153,107

106,201

259,308

2013

138,787

89,385

228,172

Revenue from Use of Money and Property This revenue classification includes interest earnings on surplus funds, rental income from Cityowned properties, and sale of surplus vehicles and equipment. Interest earnings reported here include only the General Fund, as Utility Fund revenues are highlighted in the next section, Budget Summaries. Revenue collections from use of money and property over the last ten fiscal years are presented below: Fiscal Year

Interest Earnings

2004

154,762

285,957

440,719

2005

464,761

378,192

842,953

2006

931,410

414,625

36,653

1,382,688

2007

1,600,447

522,010

33,368

2,155,825

2008

1,209,815

531,537

24,433

1,765,785

2009

457,041

464,813

8,175

930,029

2010

236,316

469,207

25,319

730,842

2011

87,800

505,752

30,825

624,377

2012

125,429

507,083

15,373

647,885

2013

108,221

545,606

121,526

775,353

Rental Income Sale of Surplus

F-24

Total

Rental income includes various rental properties. Specific charges as of January 1, 2013 are as follows: Category

Location/Purpose

Monthly Rent

Municipal Center

U.S. Post Office-Parking Lot

$1,238

3 City-owned houses

Longhill Rd. & Waller Mill Rd.

$1,288

General Property

Triangle Building – Commercial

$11,736

Transportation Center

Triangle Taxi

$400

Transportation Center

Williamsburg Area Transport

$7,250

Transportation Center

Hampton Roads Transit

$60

Transportation Center

Amtrak

$2,860

City Square

Parking & Amenities for 3 Lots

$311.60 each plus $62.32 per parking space

The Community Building user fees are included in rental income. The base rate for a weekday is $150/3 hour minimum and $300 for the weekend. A breakdown of rental income from remaining properties over the last ten fiscal years is presented below: Fiscal Year

Comm Bldg

City Square

Longhill Prop

Muni Center

Stryker Bldg

Trans Center

Gen. Prop*

Parking Garage

Total

2004

32,206

36,908

7,395

14,466

3,400

50,386

118,660

22,536

285,957

2005

39,922

38,016

8,610

15,650

6,950

50,104

71,947

146,993

378,192

2006

38,100

38,418

7,095

15,600

8,050

54,330

48,326

204,706

414,625

2007

41,075

41,069

7,600

15,600

8,930

120,720

54,556

232,460

522,010

2008

50,575

40,341

9,150

15,600

6,960

123,061

46,595

239,255

531,537

2009

37,284

43,988

10,456

15,550

7,160

123,273

17,802

209,300

464,813

2010

40,255

44,071

8,946

13,332

6,050

125,203

18,858

212,492

469,207

2011

46,641

43,340

9,456

13,732

3,770

119,720

19,185

248,370

504,214

2012

39,915

37,788

14,456

14,144

9,260

124,359

3,733

263,428

507,083

2013

40,850

40,820

10,956

14,568

4,920

127,539

21,853

284,100

545,606

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

Charges for Services The City uses this revenue classification to account for various revenue sources requiring charges. Minor amounts are included under Sheriff’s fees and Commonwealth Attorney’s fees, of which the City has no control over. Also included are charges for maintenance of highways, streets, and sidewalks, which is used for billing special mowing or trash pickup and are minimal in amount. Charges for Planning & Community Development include minor amounts for maps and surveys, with

F-25

the largest dollars attributable to sales of Cedar Grove Cemetery lots and grave openings. The largest item under this category is Charges for Parks & Recreation. City Code authorizes the Recreation Department to set and collect charges for programs and activities for use of its facilities and services. Charges for Services collected over the past ten years are shown below: Fiscal Year

Sheriffâ&#x20AC;&#x2122;s Fees

Commonwealth Attorneyâ&#x20AC;&#x2122;s Fees

2004

1,366

414

270,705

45,360

317,845

2005

1,366

412

316,991

46,257

365,026

2006

1,366

394

302,835

56,566

361,161

2007

1,366

242

288,754

36,073

326,435

2008

1,378

160

298,453

43,750

343,741

2009

1,331

138

317,573

28,698

347,740

2010

1,460

266

350,497

37,881

390,104

2011

1,414

805

390,220

43,742

436,181

2012

1,307

392

401,398

42,702

445,799

2013

1,366

398

377,104

42,855

421,723

Parks & Planning & Recreation Comm. Dev.

Total

Recreation fees for the last ten fiscal years are highlighted in detail below: Fiscal Year

Pool Fees

Tennis Fees

Waller Mill Park

Vending Machines

Classes

Athletics

Misc.

Total

2004

6,342

10,352

44,111

4,153

49,769

133,219

22,759

270,705

2005

5,379

11,959

51,361

3,844

42,804

168,737

32,907

316,991

2006

5,161

8,551

55,701

3,298

32,878

160,908

36,338

302,835

2007

6,559

14,674

54,664

2,697

25,306

146,961

37,893

288,754

2008

6,641

19,595

62,481

1,567

22,326

146,948

38,895

298,453

2009

6,083

18,900

73,909

584

15,742

157,829

44,526

317,573

2010

7,989

27,891

79,938

356

15,022

157,526

61,775

350,497

2011

5,451

32,482

106,180

409

17,444

164,883

63,371

390,220

2012

6,154

38,925

103,165

388

19,128

163,185

70,453

401,398

2013

2,338

34,964

125,841

910

15,163

160,219

37,669

377,104

F-26

Cemetery lot sales and grave opening fees over the last ten years are as follows: Fiscal Year

Cemetery Lot Sales

Grave Openings

2004

19,526

23,400

2005

22,450

21,675

2006

27,400

19,550

2007

18,700

12,250

2008

16,843

18,250

2009

12,383

14,450

2010

15,200

18,050

2011

22,520

14,950

2012

15,680

20,250

2013

17,345

19,400

Emergency Medical Transport â&#x20AC;&#x201C; As of July 1, 2005, the City began a program of billing health insurance providers for emergency medical transportation services. Receipts to date are as follows: Fiscal Year

EMS Fees

2006

180,024

2007

341,472

2008

353,613

2009

411,430

2010

396,546

2011

409,588

2012

463,534

2013

425,679

REVENUE FROM THE COMMONWEALTH Monies received from the Commonwealth of Virginia are classified as either Non-categorical or Categorical aid. Non-categorical revenues are received quarterly according to State code, are not billed or itemized by the City or any constitutional officer, and are not designated to be used for any specific purpose. These are direct-deposited in the General Fund and used to pay for overall operations. Categorical aid must be spent on specific purposes. In the case of constitutional officers, expenditures are itemized and sent to the Commonwealth for reimbursement, based on various formulas provided for by state code.

F-27

Non-categorical Aid 1. ABC Profits - Total net profits for ABC sales for the state are determined by the Department of Alcoholic Beverage Control, and reported to the Department of Accounts quarterly for distribution to localities. The funding formula for ABC profits is: Locality population (based on latest census) ÷ total state population X net profits. 2. Wine Taxes - 40¢/ liter wine tax is charged on all wine sold in Virginia. Taxes are remitted to the Department of Taxation, and 44% of the tax is re-distributed to localities based on the share of each locality’s respective population. 3. Rolling Stock Taxes - The State Corporation Commission determines the assessed value of “Certified Motor Vehicle Carriers” [primarily bus companies] and assesses a property tax at the rate of $1 per $100 value. These revenues are distributed quarterly to the localities based on the miles the vehicles travel throughout the localities [based on reports submitted from the carriers]. 4. Rental Car Taxes - Payments received from the Commonwealth are based on rental car taxes collected by rental companies within each jurisdiction. A 4% rental car tax is required to be assessed on all rental vehicles (prior to July, 1997 the tax applied only to rented passenger cars). Rental companies submit the taxes monthly to DMV with a report by locality. The Commonwealth distributes these funds monthly to localities. 5. Grantor’s Tax - The Clerk of the Circuit Court collects additional recording fees for this purpose, details monthly activity, and deposits these receipts in a State Account. Activity is separated at the courthouse for deeds relating to Williamsburg or James City County. Funds are distributed quarterly by the Commonwealth, from a $10 million fund [$40 million per year] to localities based on their share of overall grantor tax collections in the Commonwealth. Non-Categorical Aid received over the last ten fiscal years is as follows: Fiscal Year

ABC Profits

Wines Taxes

Rolling Stock Taxes

Rental Car Taxes

Grantor’s Taxes

2004

18,297

11,342

6,773

8,138

61,944

2005

7,035

7,373

6,906

5,737

49,980

2006

7,035

7,373

6,785

11,528

65,619

2007

7,034

7,373

5,370

18,510

65,597

2008

7,034

7,373

7,883

24,777

78,970

2009

8,940

15,899

55,459

2010

2,900

16,154

48,165

2011

9,046

10,604

49,845

2012

8,408

17,423

54,547

2013

9,692

15,647

48,411

F-28

Categorical Aid 1. Shared Expenses - Constitutional offices included as City departments/operations with reimbursements provided (in-part) by the Commonwealth of Virginia. a. Sheriff - This is a joint activity shared with James City County. The state refunds approximately 100% of state-approved salaries and operating costs of this department. However, since the City now is part of the Virginia Peninsula Regional Jail Authority, the Sheriff now provides only courtroom security and prisoner transfer activities. Jail staffing at the Courthouse has been significantly reduced, as many former employees now work for the Authority. Salary supplements are not reimbursed by the State. b. Commissioner of the Revenue - State code provides for reimbursements to the City at 50% of salaries, fringe benefits and a minor portion of operating expenses. Any constitutional officer can make special requests for payment from the Compensation Board for additional consideration. For the City’s Comprehensive Annual Financial Report dated June 30, 2013 total reimbursements were 34.6% of expenditures. c. Treasurer - This is also a joint activity shared with James City County. The state reimburses the City 2/3 of salary, fringe benefits, and operating costs for the Deputy Treasurer, whose office is in the Municipal Building. The City, in turn, bills James City County 25% of the non-reimbursed amount annually. In the City’s Comprehensive Annual Financial Report, only the State reimbursed monies are classified as Categorical Aid. Reimbursements received from James City County are classified as credits to the expenditures in the Treasurer Department 1213. d. Medical Examiner - Reimbursed at $30 per examination. e. Registrar/Electoral Board - For FY 2013, salaries were reimbursed by the State at 69.96% for the Registrar and 81.06% for the Electoral Board members. No reimbursements are made for fringe benefits or operating expenditures. The Department of Finance files for reimbursement to the State Electoral Board annually. 2. Welfare - Pertaining to the City’s general fund, only minor amounts of reimbursements are accounted for here. All of the City’s Human Services programs are accounted for as a special revenue fund and is included in the City’s Comprehensive Annual Financial Report in the Virginia Public Assistance Fund. 3. Education - State Sales Tax for Education -The Governor distributes 1% of statewide sales tax receipts to every school district based on state census figures provided for school-age population. This is adjusted with each triennial census performed by the joint school system and verified by the localities. 4. 599 Funds - Each locality in the Commonwealth is eligible to receive a percentage of the total amount to be distributed equal to the percentage of the total adjusted crime index attributable to each locality as determined by the Department of Criminal Justice Services. The City must notify the Department prior to July 1 each year that

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its law enforcement personnel have complied with minimum training standards as provided for by State Code. These distributions are made quarterly. 5. Other Categorical Aid - See the next section for a detail description. Categorical Aid received over the last ten fiscal years is as follows: Fiscal Year

Comm. of Rev.

Treasurer

Medical Examiner

Registrar/ Electoral Bd.

599 Funds

State Sales Tax

2004

69,689

18,983

270

36,985

304,172

559,110

2005

71,946

19,556

450

44,049

340,364

657,483

2006

77,082

20,316

570

45,445

366,764

696,305

2007

80,308

21,158

47,355

441,820

707,580

2008

84,230

22,677

52,529

443,843

717,848

2009

85,464

22,475

48,245

427,158

698,356

2010

83,733

18,024

43,044

391,496

796,087

2011

69,878

17,333

38,385

386,896

827,078

2012

69,359

16,668

40,468

373,312

845,143

2013

69,384

16,360

37,211

373,313

801,635

Other Categorical Aid Other aid received from the Commonwealth and designated for specific use includes: 1. Arts Commission - Grant funds are applied for by the City and James City County to the Commonwealth for the Local Government Challenge Grant Program. Funds are received directly by each locality. James City County reimburses the City for the State portion, and also an additional amount each year as provided for during the annual budget process. Since Fiscal Year 1998 each locality has received the $5,000 state maximum allowed under this grant. 2. Street and Highway Maintenance - The City is reimbursed quarterly by the Commonwealth according to lane miles of streets within its boundaries. For FY 2014 reimbursements for principal/minor arterial roads are $18,684 per lane mile, while collector/local streets are at a rate of $10,970 per lane mile. Lane miles used to calculate reimbursement change only when additional roads are built in the City. Total revenue for FY 2014 will be $1,579,813 based on peak hour moving lane miles of state arterial roads in the City of 39.85 miles, and local streets of 76.14 lane miles. Payment rates change periodically, and are at the discretion of the Commonwealth of Virginia. 3. Emergency Services - Each year funds are received for Radiological Emergency Preparedness. These funds support the activities of state agencies and certain local

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governments in establishing, maintaining, and operating emergency plans, programs and capabilities to deal with nuclear accidents8. Annual training exercises are performed, within program guidelines, and are coordinated throughout the geographic area with other local governments and Dominion Power. Amounts received each year are based on the projected annual cost of administering the state and local government programs for the power stations. 4. Fire Programs - This is a special appropriation to localities to be used for fire service training, training facilities, and fire-fighting equipment or vehicles. Localities must provide detailed expenditure reports annually to qualify for these funds. 5. EMS Funds- Four for Life - State Code provides for an additional $4 per year to be charged and collected when registrations for pickups, panel trucks, and motor vehicle are made at the Department of Motor Vehicles. These monies are paid into the State treasury to be used for emergency medical service purposes. Twenty-six percent of these funds are returned to the localities where the registrations were made. It supports volunteer and paidpersonnel training, equipment, and supplies for emergency purposes. 6. Litter Control - The City receives this annual grant from the Department of Waste Management to aid in litter control. Monies are used for litter prevention, elimination and control. The grant must be applied for each year, and an accounting is made each year to verify that funds are spent appropriately. Amounts vary each year depending on available funds and local program requirements. Other Categorical Aid received over the last ten fiscal years is as follows: Fiscal Year

Arts Street Emergency Fire Commission Maintenance Services Programs

EMS 4 for Life

Litter Control

2004

69,175

1,131,859

35,000

17,902

6,176

4,495

2005

73,150

1,169,565

37,000

23,629

6,742

4,495

2006

73,375

1,229,662

36,087

27,182

11,029

6,568

2007

72,885

1,277,857

75,000

29,102

11,893

5,307

2008

75,070

1,332,230

31,628

22,661

6,508

2009

76,350

1,382,944

32,650

14,676

6,337

2010

75,390

1,376,050

25,000

37,342

13,915

5,125

2011

65,000

1,426,219

25,000

34,643

15,493

5,910

2012

65,000

1,479,180

25,000

41,955

15,162

5,000

2013

63,250

1,550,215

25,000

40,123

16,620

7,216

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

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REVENUE FROM THE FEDERAL GOVERNMENT The City’s Comprehensive Annual Financial Report itemizes Federal receipts on the Schedule of Federal Awards, according to the Catalog of Federal Domestic Assistance catalog numbers. Human Services programs account, by far, for the majority of the City’s federal funds. These programs are accounted for in the Public Assistance Fund. For General Fund purposes, only limited sources of federal funding exist. These programs are highlighted: 1. Local Law Enforcement Block Grant - The City must apply for these funds each year through the Department of Justice. An interest-bearing checking account is maintained for this grant, and detailed quarterly reports must be filed until the funds are spent. The City received $5,440 for the Byrne Justice Assistance Grant Program for FY 2013. 2. Department of Homeland Security - These funds are federal pass-thru grants administered by the Commonwealth of Virginia. The City received $20,126 for Citizen's Corp Project and the Citizen Emergency Response Team training. 3. Department of Emergency Services - These funds are administered by the Federal Emergency Management Agency (FEMA). The City of Virginia Beach acts as fiscal agent for this program. Funds are received for disaster assistance and hurricane preparedness, and more specifically, are intended to supplement the cost of deploying the City’s Emergency Management team in accordance with FEMA requirements during natural disasters. The City received $7,401 from FEMA for drills and hurricane Sandy deployment. Also received was $44,000 Assistance to Firefighters Grant. In for Fiscal Year 2012, the City received $137, 245 (50%) reimbursement for Hurricane Irene (Aug 2011) and received the final payment in FY 2014. REVENUE FROM THE COLLEGE OF WILLIAM AND MARY The City provides fire and emergency medical services to the College of William and Mary. As a state agency, the College is exempt from local taxation. In light of this, during FY 2014 the College committed to providing financial support to the City in the amount of $120,000 per year to partially defray costs of providing these essential services on campus. POTENTIAL REVENUE SOURCES State Code Section 58.1-3840 allows cities or towns to charge excise taxes on admissions, which the City does not impose.

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EXPENDITURE CLASSIFICATIONS 1000

SALARIES AND WAGES

1001

Salaries Compensation for all full time employees who hold permanent positions.

1002

Salaries-Overtime Compensation for overtime and holiday pay for all eligible employees in accordance with the Personnel Manual.

1003

Salaries, Part-time Employees Compensation for all part time employees (less than 40 hours per week) who are paid on an hourly basis and are not eligible for all employee benefits. (See Personnel Manual)

1005

Salaries-Temporary Compensation for employees who are working on a temporary basis. (See Personnel Manual)

1006

Discretionary Leave Compensation for police, fire, or water plant personnel who must work on stated holidays. (See Personnel Manual)

1008

Traffic Control Compensation for police department personnel who work extra hours for traffic control purposes.

1009

Off-Duty Policemen Compensation for police personnel hired by outside establishments after regular working hours. (City is reimbursed by contracting party.)

2000

FRINGE BENEFITS

2001

FICA Employerâ&#x20AC;&#x2122;s share of Social Security Taxes.

2002

Virginia Retirement System (VRS) Cost of contributions to Virginia Retirement System for all fulltime employees. VRS enrollment is mandatory for all full-time employees, and paid as a percentage of base salary.

2004

Dental Costs for employee dental reimbursement (program ended 7/1/2012).

2005

Hospitalization City's cost for medical benefit package premiums, not including dental.

2006

Group Life Insurance City's cost for VRS group life insurance policy.

2009

Unemployment Insurance Costs for unemployment insurance. Worker's Compensation Costs for worker's compensation insurance.

2010 2012

Clothing Allowance Costs associated with purchase of clothing by designated personnel.

F-33

2013

Education Allowance Costs for tuition assistance.

2016

Training Costs associated with training fire, police, and water plant personnel.

2021

Cleaning Allowance Costs associated with cleaning of uniforms and clothing.

3000

PROFESSIONAL SERVICES

3001

Professional Health Services Costs associated with medical services such as physicals for certain employees.

3002

Professional Services-Other Costs for legal, financial, engineering, and other specialized professional services.

3004

Repair and Maintenance Costs for services for repair or maintenance of city equipment and structures.

3004- 1 2 3 4 5 6

Cars and Trucks Buildings Office Equipment Powered Equipment Street Signs, Markings, and Water Meters Traffic Signals

3005

Service Contracts Costs for all service contracts except radio.

3006

Printing Costs associated with the printing of forms, documents, manuals, etc.

3007

Advertising Costs for classified and legal advertisements.

3008

Laundry and Dry Cleaning Costs associated with uniform rental.

3009

Purchase of Services Costs for purchasing of services and supplies from other governmental agencies (do not include joint activities).

3013

Jurors, Commissioners, Witnesses Costs associated with court trials and legal disputes.

3031

Garbage Contract Costs for garbage pick-up and disposal.

3032

HRSD Costs for treatment of raw sewage by Hampton Roads Sanitation District.

3033

Exterminating Costs for extermination contracts for city-owned buildings.

3099

Detective Funds Costs associated with police work.

F-34

5000 5101 5102

PURCHASE OF GOODS AND SERVICES Electricity Costs of electricity (Dominion Power). Heating Fuel Purchase of natural gas and heating oil.

5103

Water and Sewer Costs of water and sewer services.

5201

Postage Stamps, stamped envelopes, postage meter costs, permit fees, etc.

5203

Telecommunications Costs incurred for land-line, cellular phone, and pager service.

5204

Radios Cost of operating city-wide radio systems.

5205

Emergency "911" Costs of operating emergency lines for the dispatch operation.

5301

Boiler Insurance Costs of insuring heating plants, generators, and other mechanical equipment.

5302

Fire Insurance Costs of insuring buildings and contents against fire.

5305

Motor Vehicle Insurance Costs of insurance for motor vehicles.

5306

Surety Bonds Costs for surety bonds for certain city personnel.

5307

Public Officials Liability Costs of insuring certain public officials against suits, etc.

5308

General Liability Insurance Cost of insuring the city against certain accidents, etc.

5401

Office Supplies Costs of office supplies such as envelopes, pens, pencils, paper, forms, etc. used in everyday office operations.

5402

Food and Food Service Supplies Costs of providing miscellaneous food or supplies at Fire Station.

5403

Agricultural Supplies Costs for care and treatment of plants, lawns, landscaping, including small tools.

5404

Material and Lab Supplies Costs for purchasing medical and laboratory supplies for appropriate city departments. Laundry, Housekeeping and Janitorial Supplies Costs of custodial and housekeeping supplies, including light bulbs.

5405 5406

Linen Supplies Costs of linens used in Fire Department.

F-35

5407

Repair and Maintenance Supplies Costs of building material supplies, paint, electrical, and plumbing supplies.

5408

Vehicle and Powered Equipment Supplies Supplies for cars, trucks, heavy equipment, etc. used by City Shop.

5408- 1 2 3 4 5 6

Cars and trucks Tires and tubes Gas and oil for vehicles Powered equipment - light and heavy Sign and street marking supplies Generator fuel

5409

Police Supplies Costs of items such as guns, ammo, flashlights, etc.

5410

Uniforms and Wearing Apparel Costs for uniforms, protective clothing, boots, overalls, and other items or working apparel provided to employees.

5411

Books and Subscriptions Costs for professional periodicals, books, and publications.

5412

Recreation Supplies Costs for supplies used for Recreation Department programs.

5413

Other Operating Supplies Costs for chemicals and other supplies not covered in other accounts.

5414

Merchandise for Resale Costs of vending machine merchandise.

5415

Fire Prevention Materials Costs of materials used by Fire Department for fire prevention.

5416

Pool Supplies Costs of supplies for operation of Quarterpath Pool.

5417

Water Meters Costs of purchasing water meters for the Utility Fund.

5418

Litter Control Costs associated with litter pickup.

5501

Travel Expense Mileage reimbursement @ 56.5Â˘/mile for approved use of private vehicles for jobrelated travel.

5504

Travel (Conferences and Conventions) Costs for lodging, transportation, registration fees, and materials. All travel must have prior department head approval.

5602

Colonial Behavioral Health (formerly Colonial Services Board) Costs of City's contribution to community program.

5604

Contributions to Other Agencies Donations to outside organizations approved by City Council.

5801

Dues and Memberships Costs for dues and memberships in professional organizations.

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5805

Other Costs (non-recurring) not budgeted under other accounts.

5838

Principal Repayment of long term debt principal.

5839

Interest Interest payments on long term debt.

5899

Joint Activity Payments to James City County for jointly operated departments and agencies.

7000 7001 7002 7003 7005 7007 7008 7009 7010 8000

FIXED ASSETS Machinery and equipment Furniture and fixtures Communication equipment Motor vehicles ADP Equipment Pedestrian Improvements Street resurfacing Building alterations LEASES AND RENTALS

8001

Lease and Rental of equipment Cost for temporary rental or lease of equipment (no lease-purchase agreements).

8002

Lease and Rental of buildings Costs for rental or lease of office or storage space.

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Agency/Organization List of Other Contributors Constitutional Officers (Generally)

FUNDING RELATIONSHIPS Notes

Compensation Board. The state pays a portion of salary, benefits, and some operating costs. The City pays salary supplements in some cases, fringe benefits. Operating salaries for these officers are approved by the State..

Commissioner of the Revenue State

The City provides office space for this officer and staff. The State reimburses the City for 50% of salary, fringes (except healthcare) and some operating expenses. The reimbursable portion of the Commissioner's salary is based on the 1980 salary amount divided in half plus any all increases in pay since that date. The State pays 50% of 2 full-time positions allowed based on population. A salary supplement is provided by the City. The State reimburses half the employer cost of VRS (Retirement), FICA, and Group Life insurance. The balance of fringes is paid by the City. The staff participates in all City employee programs (e.g., health insurance, deferred and workers compensation), including the Pay Plan. Legislation may affectively reduce the level of State funding for the Commissioner of the Revenueâ&#x20AC;&#x2122;s operation.

Treasurer State

The State reimburses the City and JCC for half the cost of the Treasurer and staff. The City, State and JCC share in the local cost of the Treasurer. The State reimburses 88% of state approved salary, 100% of FICA match, and 46% of VRS costs. JCC bills the City for a percentage of the nonreimbursable costs based on population. Office space is provided by both localities. The State reimburses the City for 2/3rds of salary, and fringes (except healthcare) for the City Deputy Treasurer, whose office is located in the Municipal Building. The City bills JCC for 25% of the non-reimbursable costs for salary and fringes associated with the City Deputy Treasurer position for work associated with W/JCC Schools. Pending legislation may drastically reduce the level of State funding for the Treasurerâ&#x20AC;&#x2122;s operation.

Clerk of Circuit Court JCC, State

The State funds salaries and a portion of fringes and operating expenses for the Clerk and staff. A portion of fringe benefits is supplemented. Twelve positions in this office are fully State funded. Two part-time positions are locally funded. All temporary part-time personnel costs are reimbursed by the State, but not permanent part-time. These part-time salaries and some fringes are paid by the City and County per the Courthouse Agreement (See Circuit Court).

F-38

Agency/Organization List of Other Contributors Clerk of Circuit Court JCC, State

Notes

Commonwealth Attorney JCC, State

The Compensation Board sets the salaries for the Commonwealth Attorney, four assistants, and four full-time support staff. All positions receive a salary supplement, ranging from 1.5% to 61%, paid by the City and JCC based on population each year. In addition, the Victim’s Assistance program consists of three grant positions, which are supplemented locally. The balance of any fringes in excess of the amount provided by the State is paid by the City and JCC based on population per the courthouse agreement.

Sheriff’s Department JCC, State

The joint Williamsburg/James City County Sheriff is responsible for courtroom security and serving civil warrants, but no longer handles jail facilities since the City became part of the Va Peninsula Regional Jail Authority. City/JCC share local cost on a population formula as provided in the City/County Joint Courthouse Agreement. Payroll and operating expenses have been administered by James City County since January 1, 1998. The state compensation board will reimburse the County for state-approved salaries, benefits, and some operating expenses. Salary supplements and a portion of unreimbursed operating expenses are shared locally based on the Courthouse Agreement. Sheriff's employees participate in the JCC’s worker compensation, health insurance, and Va Retirement System programs.

Voter Registrar Board of Elections, State

The State pays majority of the Registrar’s salary. For FY 2013 that rate was 69.96%. Costs associated with one parttime employee, fringe benefits, and operating costs are paid by the City. Staff participates in the City’s workers compensation, health insurance, and other employee benefit programs. The City provides accounting and payroll services.

Circuit Court (Hon. Michael E. McGinty) State

The City and JCC share in the cost of the Judge’s secretary, jurors, capital outlay, and operating expenses of this office. City and JCC also fund a Legal Assistant position for the Circuit Court Judge. The Judge’s salary is paid by the State. The City/JCC agreement dates December 12, 1996 provides for joint operations of all courthouse activities. All courthouse personnel and operating costs which are the responsibility of local government are split between the City and County based on population, and is updates as of December each year.

F-39

Agency/Organization List of Other Contributors General District Court (Hon. Colleen K. Killilea)

Notes

The City and JCC share in the cost of operating expenses and capital outlay for this office based on the Courthouse Agreement. The Judge's salary is paid by the State.

Juvenile and Domestic Relations Court (Hon. George C. Fairbanks IV) JCC, State

The City and JCC share in the cost of operating expenses for this office based on the Courthouse Agreement. The Judgeâ&#x20AC;&#x2122;s salary is paid by the State.

Ninth District Court Services Unit Juvenile Probation Office State, JCC, York, Charles City, King William, King & Queen, Mathews, Gloucester, New Kent, Middlesex, Poquoson

Salaries and fringes for this office are paid by the State. Local operating costs are shared between the City and JCC. th For the District office, the City pays 1/11 of the operating costs. In addition, the City pays actual juvenile detention expenses for the Merrimac Center through the Middle Peninsula Juvenile Detention Commission for City cases.

Colonial Group Home Commission JCC, York, and Gloucester counties State Dept of Youth & Family Svcs.

Funded through State block grant and member localities share operating costs based on population. Programs include Crossroads, Community Supervision, and Psychological Services.

Virginia Peninsula Regional Jail Authority JCC, York County, Poquoson, Dept. of Corrections

The City shares in the cost of operating this authority. VPRJA operates a regional jail on Route 143 in lower James City County. City pays its share based on number of prisoners held for crimes committed in the City.

Middle Peninsula Juvenile Detention Commission 18 Localities, State-Dept of Juvenile Justice

Operates the Merrimac Center, a 48-bed center, providing th th secure detention for juveniles for localities in the 9 and 15 District Court Service Units. City pays its share based on number of juveniles held for offenses committed in the City.

Colonial Community Corrections JCC, York County, Poquoson, New Kent Co., Charles City Co., and State.

Provides alternatives to incarceration to persons awaiting trial, pre-trial, post-trial and re-entry services, and substance abuse counseling to offenders.

Health District State, Newport News, JCC, York County, and Poquoson

Contribution is based on funding formula which apportions local share among district jurisdictions. Some monies are refunded to City based on generated revenues each year.

Colonial Behavioral Health (Chapter X) State funds, JCC, York County, Poquoson Federal Funds, fee revenues (clients, Medicare, Medicaid, etc.)

Funded at discretion of Council. Funding request is based on population and usage.

Department of Human Services State, Federal Dept. of Health and Human Services

Approximately 70% of personnel and operating costs are reimbursed by the State and Federal governments.

F-40

Agency/Organization List of Other Contributors Williamsburg-James City County Public Schools

Notes

Local funding share is apportioned between the City and JCC based on the Joint Schools Agreement, as amended in 1991, 1996, 2001, and 2007. FY 2014 is the third year of the latest revised 5-year contract period. Historically State support has been approximately 30% of total school system cost, and based on formula and General Assembly appropriations. Federal funding is received and largely directed to categorical programs, and received on a costreimbursement basis.

Williamsburg Regional Library JCC, York County, State funds and generated revenues

City/County cost sharing is governed by the February, 2010 five-year agreement, and based on circulation. Each jurisdiction pays for the capital costs associated with the library buildings located therein. York County also contributes based on a Sept. 2013 contract. The State contributes approximately 5% of total operating costs on a formula basis, through the Library of Virginia.

Avalon Center for Women and Children United Way, State Housing Dept., JCC, York County, private donations

Funded at discretion of Council per advice of Human Services Review Committee

Foster Grandparents Program Hampton, JCC, York County, Newport News, Federal funds

Funded at discretion of Council per advice of Human Services Review Committee

Peninsula Agency on Aging State and Federal funds, Newport News, Hampton, Poquoson, JCC, York County, private donations

Funded at discretion of Council per advice of Human Services Review Committee

Historical Triangle Senior Center JCC, York Counties

Funded at discretion of Council per advice of Human Services Review Committee

Community Action Agency Center JCC, donations, State/Fed. grants

Funded at discretion of Council per advice of Human Services Review Committee

CHIP of Virginia Public/private partnership-partner agencies, corporations, foundations, individuals, local govâ&#x20AC;&#x2122;ts

Funded at discretion of Council per advice of Human Services Review Committee.

Hospice of Williamsburg United Way, private donations

Funded at discretion of Council per advice of Human Services Review Committee.

Williamsburg Area Transport JCC, York County, State funds

Funded at discretion of Council. Agency administers the regional transit system serving residents, visitors, and students through fixed-routes, and services disabled in the City, JCC, and the Bruton District of York County.

F-41

Agency/Organization List of Other Contributors Colonial Williamsburg Foundation Endowments, generated revenue, private contributions

Notes

Funded at discretion of Council for purpose of purchasing advertising time to attract visitors to Colonial Williamsburg.

Greater Williamsburg Chamber & Tourism Alliance JCC, York County, Wmsbg Hotel/Motel Association Membership, programs

Funded at the discretion of Council. In recent years all funding has been dedicated to tourism promotion except for $100,000 per year for Alliance operations.

Hampton Roads Partnership Hampton Roads communities, businesses, civic organizations, military, and educational institutions

Provides regional leadership to focus on those strategic issued that will improve Hampton Roadsâ&#x20AC;&#x2122; competitive position in the global economy. Funded at the discretion of Council.

Hampton Roads Planning District Commission and Metropolitan Planning Organization (MPO) JCC, York county, Newport News, Poquoson, Hampton, Gloucester, Tidewater jurisdictions, State and Federal funds

City share is based on per capita membership assessment each year.

Hampton Roads Economic Development Alliance/Peninsula Council for Workforce Development Hampton, Newport News, JCC, York County, Gloucester, Poquoson

Funded at discretion of Council.

Thomas Nelson Community College State, Newport News, JCC, Poquoson, York County, Hampton

Funded at discretion of Council, based on population formula for improvements to parking and site, not including buildings.

Colonial Soil and Water Conservation District State, JCC, York County

This is a State agency and is primarily funded by the State. Historically, the CSWCD member jurisdictions have shared in the cost of funding one position.

Williamsburg Area Arts Commission JCC, State funds

Funded at discretion of Council. Agency recommends funding to over 30 groups and monitors how arts groups spend funds. James City County pays half by agreement.

Animal Control JCC

The City pays JCC to provide animal control services under a 1993 inter-local agreement.

Heritage Humane Society JCC, York County, private donations

Funded at discretion of Council.

F-42

Agency/Organization List of Other Contributors Virginia Peninsula Public Service Authority JCC, York County, Hampton, Newport News, Poquoson, and Middle Peninsula jurisdictions

Notes

The City share is based on a budget formula adopted by the VPPSA Board of Directors each year.

Virginia Peninsula Regional Jail Authority JCC, York County. Poquoson, Dept. of Corrections

Information & Referral ServiceUnited Way JCC, York County, Williamsburg Hotel/Motel Assoc., membership programs

Funded at discretion of Council per advice of Human Services Review Committee

Jamestown-Yorktown Foundation JCC, York County, State grants, private donations, admission fees

Funded at discretion of Council.

Colonial Court Appointed Special Advocates (CASA) JCC, York County, State grants, private donations

Funded at discretion of Council per advice of Human Services Review Committee.

Williamsburg Aids Network Private donations

Funded at discretion of Council per advice of Human Services Review Committee.

Williamsburg Extension Services State

Funded at discretion of Council per advice of Human Services Review Committee.

Williamsburg Area Medical Assistance Corporation (WAMAC) State and JCC

Funded at discretion of Council per advice of Human Services Review Committee.

F-43

FUND STRUCTURE The City's accounting system is organized on the basis of funds and groups of accounts, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for by providing a separate set of self-balancing accounts which comprise its assets, liabilities, fund equity, revenues and expenditures or expenses. The various funds are grouped in the financial statements as follows: Governmental Funds account for the expendable financial resources, other than those accounted for in proprietary or fiduciary funds. The Governmental Fund measurement focus is upon determination of financial position and changes in financial position, rather than upon net income determination as would apply to a commercial enterprise. The individual Governmental Funds which are budgeted are the General Fund, Sales Tax Fund, which are combined in the General Fund as presented in the City’s Comprehensive Annual Financial Report (CAFR) each year. The Public Assistance Fund is also a governmental fund, and accounts for programs offered by the Human Services Department. General Fund - This fund accounts for all revenues and expenditures of the City which are not accounted for in other funds. Revenues are derived from general property taxes, other local taxes, licenses and permits, and revenues from other governmental units. Sales Tax Fund (also referred to as General Capital Improvement Program) - This fund accounts for scheduled major capital improvements for the upcoming year. Revenues are traditionally derived from the 1% Sales Tax monies collected monthly at the State level, and interest earnings. Public Assistance Fund – This fund accounts for activities of the City’s Human Services Department. The majority of funding is provided by the Federal and State government for social service programs. The remainder of its funding is provided by the City as annual contribution from the General Fund. Proprietary Funds account for operations that are financed in a manner similar to private business enterprises. The Proprietary Fund measurement focus is upon determination of net income, financial position, and cash flows. Enterprise funds account for the financing of services to the general public where all or most of the operating expenses involved are recovered in the form of charges to users of such services. The Utility Fund, consisting of the operations for water and sewer services, is the City's only Enterprise Fund. Fiduciary Funds account for resources held by the City as a trustee or agent for parties outside the government and cannot be used to support the City’s own programs. Quarterpath Community Development Authority Fund – This is an agency fund that accounts for special assessments collected by the City, as directed by the QCDA Board members each year, and remitted to the QCDA per the Special Assessment Agreement between the City, Riverside Healthcare Association, Inc., and the QCDA. Budgets and Budgetary Accounting Formal budgetary integration is employed as a management control device during the year for the General Fund, Sales Tax Fund, Utility Fund, and Public Assistance Fund. Annual operating budgets are adopted by ordinances and resolutions passed by the City Council for those funds. Budgets are

F-44

prepared on the same basis of accounting used for financial reporting purposes. The City does not integrate the use of encumbrance accounting in any of its funds. The original budgets and revisions, if any, are authorized at the department level by City Council. The City Manager has the authority to transfer funds within the departments, so long as the total appropriation for a department is not adjusted. All appropriations for operating budgets lapse at year-end to the extent that they have been fully expended. As capital projects can be multi-year, funds appropriated by City Council can carry over to future years for projects not completed each year, at the discretion of the City Manager. Basis of Accounting: Governmental Funds: Governmental Funds utilize the modified accrual basis of accounting under which revenues and related assets are recorded when measurable and available to finance operations during the year. Accordingly, real and personal property taxes are recorded as revenues and receivables when billed, net of allowances for uncollectible amounts. Property taxes not collected within 45 days after year-end are reflected as deferred revenues - uncollected property taxes. Sales and utility taxes, which are collected by the State or utilities and subsequently remitted to the City, are recognized as revenues and receivables upon collection by the State or utility, which is generally in the month preceding receipt by the City. Licenses, permits, fines and rents are recorded as revenues when received. Intergovernmental revenues, consisting primarily of federal, State and other grants for the purpose of funding specific expenditures, are recognized when earned or at the time of the specific expenditure. Expenditures are recorded as the related fund liabilities are incurred. Proprietary Funds: The accrual basis of accounting is used for the Utility Fund. Under the accrual method, revenues are recognized in the accounting period in which they are earned, while expenses are recognized in the accounting period in which the related liability is incurred. Basis of Accounting vs. Basis of Budgeting Budgets are prepared on the same basis of accounting used for financial reporting purposes (GAAP). There are some instances whereas the generally accepted accounting principles used for financial reporting purposes will differ from those used in budget preparation. Under GAAP reporting requirements changes in the fair market value of the Cityâ&#x20AC;&#x2122;s investments are treated as adjustments to revenue at fiscal year-end, and those effects are not considered (or known) in the budget process. The other difference is the annual adjustment necessary to reflect the value of earned but unused vacation leave due to employees at fiscal year-end. Such amount would be paid upon an employeeâ&#x20AC;&#x2122;s separation from the City, but is not known or budgeted due to the unknown nature of employeeâ&#x20AC;&#x2122;s use of vacation leave.

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A. Financial Planning Policies:

BUDGET POLICIES

1. Balanced Budgets: a. The general operating fund (General Fund) and the special local option sales tax fund (General Capital Improvement Program, or CIP), Utility Fund operating fund, and the Utility Fund CIP are subject to the annual budget process. b. All operating and capital fund budgets must be balanced - total anticipated revenues plus fund balances or reserves brought forward must equal total estimated expenditures each year. c. The Utility Fund (the Cityâ&#x20AC;&#x2122;s only Enterprise Fund type) will be self-supporting. d. All budgets will be formulated and adopted on the basis of accounting consistent with generally accepted accounting principles (GAAP). e. The budget process will include coordinating development of the capital improvement budget with development of the operating budget. 2. Long-Range Planning: a. Budgets will be adopted annually, taking into consideration input from all organizational levels of the City. The Planning Commission will review current and future capital improvement projects and make recommendations to staff for input to the annual budget document. b. The long-term revenue, expenditure, and service implications of continuing or ending existing programs or adding new programs, services, and debt will be considered while formulating all budgets annually. c. The City will assess the condition of all major capital assets, including buildings, roads, bridges, water and sewer lines, vehicles, and equipment annually. d. To estimate the Cityâ&#x20AC;&#x2122;s future financial position, the long-term impact of operating and capital spending will be analyzed five years forward, concurrent with the formulation of all budgets. e. The General Fund will maintain a minimum of 35% of total operating revenues as its unassigned fund balance. f. Fund Balance of the General Fund shall be used only for emergencies, nonrecurring expenditures, or major capital purchases that cannot be accommodated through current year savings. B. Revenue Policies: 1. Revenue Diversification: The City will strive to maintain a diversified and stable revenue system to protect the City from short-run fluctuations in any one revenue source and ensure its ability to provide ongoing services. a. The City will identify all revenue and grant options available to the City each year. b. All revenue collection rates, especially for real estate and personal property taxes, will be reviewed annually, and all efforts to maximize receipt of revenues due will be made by the Finance Department. 2. User Fees and Charges: Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost-of- living as well as changes in methods or levels of service delivery. a. Rental of City properties â&#x20AC;&#x201C; Charges will be reviewed annually and compared with market rates for comparable space or property in the community. The City will

F-46

consider annual escalator clauses in multi-year rental contracts to take into effect the impact of increases in the cost of living. b. Building permit and inspection fees will be reviewed annually. c. Recreation program charges will be reviewed annually. In general, all efforts will be made to provide programs and activities at an affordable level for the residents of the Williamsburg area while still recovering a major portion of incidental costs of programs, not to include administrative costs or the use of facilities. i. Charges for specialty classes such as yoga, aerobics, dance, dog obedience, etc. will be set at a level to encourage maximum participation, and also enable 75% to 80% of program receipts to be used to compensate instructors. ii. Team sports participation fees will also be set to encourage maximum participation, with approximately 80% to 90% of charges being used to defray costs of officiating, prizes and awards, scorekeepers, and team pictures. iii. Admission fees for the use of the Quarterpath Pool are intended to provide an affordable service to citizens. Fees are not intended to recover 100% of the costs of operating this facility. The City encourages individual and family seasonal membership passes at a minimum fee, which provide an even more affordable opportunity for residents to enjoy this outdoor facility during the summer months. d. The Cityâ&#x20AC;&#x2122;s Utility Fund will be self-supporting. Water and sewer charges will be reviewed annually and set at levels which fully cover the total direct and indirect costs - including operations, capital outlay, and debt service. 3. Use of One-time or Limited-time Revenues: a. To minimize disruptive effects on services due to non-recurrence of these sources, the City will not use one-time revenues to fund operating expenditures. C. Expenditure Policies: 1. Operating/Capital Expenditure Accountability: a. The City will finance all current expenditures with current revenues. The City will not short-term borrow to meet cash-flow needs. b. Future operating costs associated with new capital improvements will be projected and included in operating budgets. c. Capital improvement program budgets will provide for adequate maintenance of capital equipment and facilities and for their orderly replacement. d. The budgets for all funds shall be controlled at the department level. Expenditures may not exceed total appropriations for any department without approval from the City Manager. e. All operating fund appropriations will lapse at fiscal year-end. Any encumbered appropriations at year-end may be re-appropriated by City Council in the subsequent year. Multi-year capital improvement projects may be carried-forward in the subsequent year, at the discretion of the City Manager. f. The City will include contingency line items in the General Fund, General CIP, and Utility Fund CIP, not to exceed $200,000, to be administered by the City Manager, to meet unanticipated expenditures of a non-recurring nature. g. The City will maintain a budgetary control system to ensure adherence to the budget and will prepare and present to City Council monthly financial reports comparing actual revenues and expenditures with budgeted amounts.

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D. Debt Policy: 1. The objective of the City’s debt policy is to maintain the City’s ability to incur present and future debt at the most beneficial interest rates in amounts needed for financing the adopted Capital Improvement Program without adversely affecting the City’s ability to finance essential City services. 2. A five-year capital improvements program will be developed and updated annually along with corresponding anticipated funding sources. 3. Capital projects financed through either bank qualified loan or the issuance of bonded debt will be financed for a period not to exceed the useful life of the project. 4. Debt service principal payments will be scheduled in equal installments over the life of the indebtedness. 5. Requirements of continuing disclosure agreements for all bond issues will be complied with, including annual filing of audited financial statements and adopted budgets, to the Municipal Securities Rulemaking Board, and all national rating agencies which have assigned a bond rating for the City. 6. Pay-as-you-go financing will be the normal method of funding the capital program, with debt financing not to exceed the limits established below. 7. Actual ratios of per capita debt, and debt service to operating expenditures, and the not-toexceed limit are shown below.

 Outstanding Debt per Capita (maximum): $1,700 - $2,400, including Utility Fund  Ratio of Debt Service to Operating Expenditures includes capital projects.

E. Investment Policy: In recognition of its fiduciary role in the management of all public funds entrusted to its care, it shall be the policy of the City that all investable balances be invested with the same care, skill, prudence and diligence that a prudent and knowledgeable person would exercise when undertaking an enterprise of like character and aims. Further, it shall be the policy of the City that all investments and investment practices meet or exceed all statues and guidelines governing the investment of public funds in Virginia, including the Investment Code of Virginia and the guidelines established by the State Treasury Board and the Governmental Accounting Standards Board. Copies of the City’s comprehensive investment policy, including the objectives, allowable investments, quality, maturity restrictions, prohibited securities, and additional requirements are available at the Department of Finance.

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F. Fund Balance Policy (adopted by City Council on June 9, 2011): 1. Background and Purpose a. Sound financial management principles require that sufficient funds be retained by the City to provide a stable financial base at all times. Adequate levels of fund balance are essential to protect against reducing service levels because of temporary revenue shortfalls or unanticipated expenditures. Fund balance provides resources during the time it takes to develop and implement a longer term financial solution. Fund balance is also crucial in long-term financial planning and financing as credit markets carefully monitor levels of fund balance to evaluate creditworthiness. 2. Components of Fund Balance The following individual items shall constitute the Fund Balance: a. Nonspendable Fund Balance – Amounts that cannot be spent due to form (such as inventories and prepaid amounts), and/or amounts that must be maintained legally intact or contractually intact (such as principal of a permanent fund). b. Restricted Fund Balance – Amounts constrained for a specific purpose by external parties, constitutional provisions, or enabling legislation. c. Committed Fund Balance – Amounts constrained for a specific purpose by City Council using its highest level of decision-making authority. It would require another action of the City Council to remove or change the constraints placed on the resources. Commitments must be established. d. Assigned Fund Balance – Amounts constrained for a specific purpose by the City Manager, who has been given the delegated authority by the City Council to assign amounts. The amount reported as assigned should not result in a deficit in unassigned fund balance. e. Unassigned Fund Balance – Amounts not classified as nonspendable, restricted, committed, or assigned. The General Fund is the only fund that would report a positive amount in the unassigned fund balance. 3. Funding Requirements of Unassigned Fund Balance of the General Fund a. An unassigned fund balance shall be established at an amount equal to a minimum of 35% of General Fund operating revenues as shown in the City’s most recent comprehensive annual financial report (CAFR). b. The use of the unassigned fund balance will be permitted to provide temporary funding of unforeseen emergency needs. c. If the unassigned fund balance falls below an amount equal to 35% of the General Fund operating revenues as outlined above, a plan to replenish the fund balance within twelve months will be presented to the City Council. d. Unassigned fund balance represents the residual fund balance after the nonspendable, restricted, committed and assigned fund balance categories are deducted. 4. Monitoring and Funding a. City staff will report on compliance with this Policy during the presentation of the Comprehensive Annual Financial Report (CAFR) at the regular meeting of City Council in December each year. b. The City shall annually demonstrate that it will comply with this Policy based on its proposed Operating and Capital Budget for each year.

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CONTENTS

Page UTILITY FUND WATER & SEWER RATE ANALYSIS .................................................. G-2 - G-7 DEBT SERVICE ..................................................................................................................... G-8 ASSESSED VALUE OF TAXABLE PROPERTY ................................................................... G-9 RATIO OF ANNUAL DEBT SERVICE EXPENDITURES FOR G.O. BONDED DEBT TO TOTAL GENERAL GOVERNMENTAL EXPENDITURES ...................................... G-9 PROPERTY TAX RATES ....................................................................................................... G-9 PRINCIPAL EMPLOYERS ................................................................................................... G-10 UNEMPLOYMENT RATE ..................................................................................................... G-11 LAND AREA ......................................................................................................................... G-11 DEMOGRAPHIC & ECONOMIC STATISTICS ..................................................................... G-12 MISCELLANEOUS STATISTICS ......................................................................................... G-13 GLOSSARY OF TERMS ........................................................................................... G-14 - G-16 COMMONLY USED GOVERNMENTAL ACRONYMS ......................................................... G-17

G-2

G-3

G-4

EXHIBIT 1

CITY OF WILLIAMSBURG WATER & SYSTEM OPERATIONS-CASH FLOWS Revenue under existing rates: Water Sewer Total Revenue Under Existing Rates

2013

2014

Actual

Estimated

Fiscal Year Ending June 30: 2015 2016 2017 Proposed

2018

2019

Projected

4,145,179 1,508,867

4,250,000 1,550,000

4,250,000 1,600,000

4,250,000 1,608,000

4,271,250 1,616,040

4,292,606 1,624,120

4,314,069 1,632,241

5,654,046

5,800,000

5,850,000

5,858,000

5,887,290

5,916,726

5,946,310

0 0 0 0 0

Additional Water Revenues:

Effective Date July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018

Rate Increase 0.00% 0.00% 0.00% 0.00% 0.00%

Proposed Rate $4.80 $4.80 $4.80 $4.80 $4.80

Months Effective 12 12 12 12 12

Subtotal, Additional Revenue from Increases Total Revenue from User Charges

5,654,046

5,800,000

5,850,000

5,858,000

5,887,290

5,916,726

5,946,310

545,359

401,840

401,040

6,199,405

6,201,840

6,251,040

6,259,040

6,288,330

6,317,766

6,347,350

-5,617,275 842,165 -4,775,110

-5,766,122 845,000 -4,921,122

-6,020,375 845,000 -5,175,375

-6,200,986 845,000 -5,355,986

-6,387,016 845,000 -5,542,016

-6,578,626 845,000 -5,733,626

1,424,295

1,280,718

1,075,665

1,083,665

932,344

775,751

613,724

29,914 1,454,209

26,000 1,306,718

26,000 1,101,665

25,000 1,108,665

25,000 957,344

25,000 800,751

25,000 638,724

-916,859

-940,000

-1,005,000

-490,000

-800,000

-1,105,000

-1,000,000

537,350

366,718

96,665

618,665

157,344

-304,249

-361,276

-567,905 -249,245 0 -817,150

-581,011 -237,888 0 -818,899

-602,853 -222,773 -65,000 -890,626

-611,590 -210,715 -65,000 -887,305

-633,433 -192,368 -65,000 -890,801

-454,324 -179,698 -65,000 -699,022

-467,430 -166,069 -65,000 -698,499

Working Capital - Beginning of Year

3,969,744

3,689,944

3,237,763

2,443,802

2,175,162

1,441,705

438,433

Working Capital - End of Year

3,689,944

3,237,763

2,443,802

2,175,162

1,441,705

438,433

-621,342

Other Utility Income Total Operating Revenues Operation and Maintenance Expenses Water and Sewer Expenses Add back depreciation expense Total Direct Operation & Maintenance Expenses Operating Income Add Interest Income-Operations Net Income from Operations Major Capital Improvements Capital Improvements Expenses Balance - Fiscal Year Operations Newport News Water Agreement Expenses: Debt Service-Principal Debt Service-Interest Operating Costs/Purchase of Water Total Water Agreement Expenses

Assumptions: 0.0% Growth in Water Consumption for FY 2015 and FY 2016 0.5% Growth in Water Consumption for FY 2017 thru FY 2019 3.0% Growth in Operating Expenses for FY 2017,FY 2018, and FY 2019; expense levels for FY2015 and 2016 approximately 2.2% above the FY2014 budget

G-5

EXHIBIT 2

CITY OF WILLIAMSBURG WATER & SYSTEM OPERATIONS-CASH FLOWS Revenue under existing rates: Water Sewer Total Revenue Under Existing Rates

2013

2014

Actual

Estimated

Fiscal Year Ending June 30: 2015 2016 2017 Proposed

2018

2019

Projected

4,145,179 1,508,867

4,250,000 1,550,000

4,250,000 1,600,000

4,250,000 1,608,000

4,271,250 1,616,040

4,292,606 1,624,120

4,314,069 1,632,241

5,654,046

5,800,000

5,850,000

5,858,000

5,887,290

5,916,726

5,946,310

127,500 0 0 0 0

127,500 175,100 0 0 0

127,500 175,100 182,104 0 0

127,500 175,100 182,104 190,238 0

127,500 175,100 182,104 190,238 198,702

127,500

302,600

484,704

674,942

873,644

Additional Water Revenues:

Effective Date July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018

Rate Increase 3.00% 4.00% 4.00% 4.00% 4.00%

Proposed Rate $4.95 $5.15 $5.35 $5.57 $5.79

Months Effective 12 12 12 12 12

Subtotal, Additional Revenue from Increases Total Revenue from User Charges

5,654,046

5,800,000

5,977,500

6,160,600

6,371,994

6,591,669

6,819,954

545,359

401,840

401,040

6,199,405

6,201,840

6,378,540

6,561,640

6,773,034

6,992,709

7,220,994

-5,617,275 842,165 -4,775,110

-5,766,122 845,000 -4,921,122

-6,020,375 845,000 -5,175,375

-6,200,986 845,000 -5,355,986

-6,387,016 845,000 -5,542,016

-6,578,626 845,000 -5,733,626

1,424,295

1,280,718

1,203,165

1,386,265

1,417,048

1,450,693

1,487,368

29,914 1,454,209

26,000 1,306,718

26,000 1,229,165

25,000 1,411,265

25,000 1,442,048

25,000 1,475,693

25,000 1,512,368

-916,859

-940,000

-1,005,000

-490,000

-800,000

-1,105,000

-1,000,000

537,350

366,718

224,165

921,265

642,048

370,693

512,368

-567,905 -249,245 0 -817,150

-581,011 -237,888 0 -818,899

-602,853 -222,773 -65,000 -890,626

-611,590 -210,715 -65,000 -887,305

-633,433 -192,368 -65,000 -890,801

-454,324 -179,698 -65,000 -699,022

-467,430 -166,069 -65,000 -698,499

Working Capital - Beginning of Year

3,969,744

3,689,944

3,237,763

2,571,302

2,605,262

2,356,509

2,028,180

Working Capital - End of Year

3,689,944

3,237,763

2,571,302

2,605,262

2,356,509

2,028,180

1,842,048

G-6

EXHIBIT 3

WATER AND SEWER RATES COMPARISON (FY2014) WATER

SEWER

TOTAL

Williamsburg

$4.80/1000 gallons

Included in water rate

$4.80/1000 gallons

JCSA

0-15 $2.85/1000 gallons 15-30 $3.45/1000 gallons

$3.22/1000 gallons

$6.07+/1000 gallons

Newport News

$4.75/1000 gallons

$4.29/1000 gallons

$9.04/1000 gallons

Portsmouth

$4.75/1000 gallons

$3.72/1000 gallons

$8.47/1000 gallons

VA Beach

$4.41/1000 gallons

$3.69/1000 gallons(est.)

$8.10/1000 gallons(est.)

Norfolk

$5.75/1000 gallons

$4.72/1000 gallons

$10.47/1000 gallons

Chesapeake

$5.86/1000gallons

$5.57/1000 gallons

$11.32/1000 gallons

HRSD

N.A.

$4.75/1000 gallons

G-7

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Debt Service

Computation of Legal Debt Margin (as of June 30, 2013) Assessed Value of Real Estate Subject to Taxation - June 30, 2013

$1,627,903,200

Debt Limit: 10 Percent of Assessed Value*

$162,790,320

Total Bonded Debt

$14,049,370

Total Amount of Debt Applicable to Debt Limit

$14,049,370

Legal Debt Margin

$148,740,950

*Virginia statute limits bond issuing authority of Virginia cities to 10% of the assessed real estate value. The above calculation includes all debt secured by the full faith and credit of the City

Summary of Debt Issues: Bond:

Fund

Purpose

Date

Matures

Interest Rate

Amount Issued

Utility

Newport News Water Agreement

October, 2010

June, 2027

2.75%

$9,291,800

General

Parking Garage (re-fi short term)

October, 2010

June, 2027

2.75%

$1,343,200

General

Parking Garage / School

June, 2012

June, 2020

1.31%

$5,180,000

General

Stryker Center

December, 2013

December, 2028

2.60%

$5,000,000

Total Debt Service

Debt Service by Fiscal Year: Fiscal Year

Fund

Principal Payments

Interest

2014

General

$683,990

$213,216

$897,206

2015

General

$988,147

$252,415

$1,240,562

2016

General

$1,006,410

$232,780

$1,239,190

2017

General

$1,029,676

$204,016

$1,233,692

2018

General

$1,032,568

$181,515

$1,214,083

2019

General

$1,063,571

$146,479

$1,210,050

2020

General

$1,089,465

$123,382

$1,212,847

2021

General

$394,991

$99,193

$494,184

2022

General

$404,886

$88,532

$493,418

2023

General

$417,043

$76,556

$493,599

2024

General

$429,832

$64,132

$493,964

2025

General

$441,358

$52,327

$493,685

2026

General

$453,884

$40,199

$494,083

2027

General

$465,410

$27,937

$493,347

2028

General

$387,000

$15,353

$402,353

Fiscal Year

Fund

Principal Payments

Interest

Total Debt Service

2014

Utility

$581,011

$237,888

$818,899

2015

Utility

$602,853

$222,773

$825,626

2016

Utility

$611,590

$210,715

$822,305

2017

Utility

$633,433

$192,368

$825,801

2018

Utility

$454,324

$179,699

$634,023

2019

Utility

$467,430

$166,069

$633,499

2020

Utility

$480,535

$151,106

$631,641

2021

Utility

$498,009

$134,288

$632,297

2022

Utility

$511,115

$119,347

$630,462

2023

Utility

$532,957

$96,850

$629,807

2024

Utility

$559,168

$72,867

$632,035

2025

Utility

$576,642

$54,781

$631,423

2026

Utility

$594,116

$36,171

$630,287

2027

Utility

$611,590

$18,348

$629,938

G-8

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Statistical Information

Assessed Value of Taxable Property- Last Ten Fiscal Years

Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Real Estate 1,202,692,600 1,338,705,000 1,547,651,600 1,803,239,200 1,851,350,800 1,891,045,000 1,827,509,200 1,736,157,600 1,627,903,200 1,687,212,000

Personal Property 67,621,580 72,164,111 71,871,600 70,304,080 76,702,715 73,274,874 74,745,531 74,858,716 77,078,529 79,086,633

Public Service Corporations: Personal Real Estate Property 55,531,820 17,388 52,041,889 0 51,334,159 21,358 52,220,912 13,527 51,598,088 14,870 57,063,079 12,804 58,838,278 16,191 58,529,832 0 59,919,374 3,450 54,105,420 0

Total 1,325,863,388 1,462,911,000 1,670,878,717 1,925,777,719 1,979,666,473 2,021,395,757 1,961,109,200 1,869,546,148 1,764,904,553 1,820,404,053

Ratio of Annual Debt Service Expenditures for G.O. Bonded Debt to Total General Governmental Expenditures - Last Ten Fiscal Years

Fiscal Year Principal Interest Total Debt Service 2002 788,000 290,907 1,078,907 2003 908,000 361,125 1,269,125 2004 5,413,000 352,333 5,765,333 2005 918,000 437,444 1,355,444 2006 5,872,179 505,332 6,377,511 2007 992,425 554,257 1,546,682 2008 2,314,249 477,006 2,791,255 2009 1,036,704 377,798 1,414,502 2010 1,064,816 337,621 1,402,437 2011 1,388,610 326,357 1,714,967 2012 886,240 250,284 1,136,524 2013 758,761 140,392 899,153 * Fiscal Years 2004 and 2006 included debt principal payoff

Total General Governmental Expenditures 27,507,905 32,029,353 37,274,645 31,518,436 40,393,943 43,943,851 44,038,522 40,852,067 39,137,556 37,643,699 37,454,613 35,800,086

Property Tax Rates (per $100 of valuation) Fiscal Year

Real Estate

Personal Property

Personal Property Tax Relief Rate

Machinery & Tools

2005 2006 2007 2008 2009 2010 2011 2012 2013

0.54 0.54 0.54 0.54 0.54 0.54 0.54 0.54 0.57

3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50

70.0% 70.0% 70.0% 65.0% 60.0% 54.0% 58.0% 60.0% 58.0%

3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50

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Ratio of Debt Service to Total General Governmental Expenditures * 3.92% 3.96% 15.47% 4.30% 15.79% 3.52% 6.34% 3.46% 3.58% 4.56% 3.03% 2.51%

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Statistical Information

Principal Employers- Current and Nine Years Ago

2004

Employer College of William & Mary Colonial Williamsburg Foundation Colonial Williamsburg Company Williamsburg Community Hospital ² W-JCC Schools Aramark City of Williamsburg Williamsburg Hospitality House Red Lobster & The Olive Garden Walsingham Academy Patrick Henry Inn National Center for State Courts Outback Steakhouse

2013

Percentage of total City Employees¹ Rank Employment 1,000+ 1,000+ 1,000+ 500 to 999

1 2 3 4

16.25% 12.58% 6.63% 4.88%

250 to 499 100 to 249 100 to 249 100 to 249

5 6 7 8

1.56% 1.25% 0.63% 0.63%

100 to 249 100 to 249

9 10

0.63% 0.63%

Employees¹ Rank

Percentage of total City Employment

1,000+ 1,000+ 1,000+

1 2 3

22.99% 11.38% 7.62%

250 to 499 250 to 499 250 to 499

4 5 6

2.21% 1.91% 1.84%

100 to 249 100 to 249

7 8

0.71% 0.71%

100 to 249 100 to 249

9 10

0.71% 0.35%

¹ includes part-time and seasonal employees ² now Sentara Healthcare-relocated to neighboring York County in August 2006

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Statistical Information

Unemployment Rate and Labor Force (Source, Virginia Employment Commission) Year

Labor Force

Employed

Unemployed

Unemployment Percentage

2003

4,647

4,276

371

8.0%

2004

4,669

4,319

350

7.5%

2005

4,800

4,457

343

7.1%

2006

4,815

4,533

282

5.8%

2007

5,087

4,800

287

5.6%

2008

5,338

4,879

459

8.6%

2009

5,576

4,721

855

15.3%

2010

6,109

5,216

893

14.6%

2011

6,295

5,404

891

14.2%

2012

6,274

5,433

841

13.4%

2013

6,175

55,266

649

10.5%

Land Area of Original City of Williamsburg and Subsequent Annexations Annexation Area Accumulative Area (Sq. Miles) (Sq. Miles)

Year

Description

1722

Original City

0.86

1915

Annexation

0.11

0.97

1923

Annexation

0.48

1.45

1941

Annexation

1.66

3.11

1964

Annexation

2.06

5.17

1984

Annexation

3.88

9.05

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Statistical Information

Demographic and Economic Statistics, Last Ten Fiscal Years

Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

City Population 13,438 13,344 13,411 13,416 13,574 13,758 14,068 14,256 14,503 14,893

Area Population² 69,198 71,560 73,879 75,912 77,367 78,755 81,077 83,130 84,448 85,124

Personal Income (thousands of dollars)²

Per Capita Personal Income²

3,026,524 3,353,728 3,669,903 3,916,926 3,852,139 4,028,062 4,408,223 4,610,247

42,731 45,356 48,194 50,390 48,269 49,451 53,364 54,796

2,853,834

n/a

41,865

n/a

Public School Enrollment ³ 9,402 9,820 10,105 10,137 10,248 10,503 10,549 10,671 10,748 10,998

Unemployment Rate¹ 7.5% 7.1% 5.9% 5.6% 8.6% 15.3% 14.6% 14.2% 13.4% n/a

¹ Virginia Employment Commission ² Source - Weldon Cooper Center; U.S. Dept of Commerce, Bureau of Economic Analysis, Regional Accounts Data income & area population figures based on figures for the City of Williamsburg and neighboring James City County combined ³ Source - Williamsburg-James City County Public Schools - Sept 30th figures

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Statistical Information

Miscellaneous Statistics - June 30, 2013 Date Established by Virginia General Assembly

1699

Date of Incorporation by Royal Charter

1722

Form of Government since 1932

Council-Manager

Population (2000 U.S. Census) Population (2010 U.S. Census) Population (2012)*

11,998 14,068 14,503

Area

9.05 Sq. Miles

Miles of Streets

50.02

Number of Traffic Signals

Fire Protection: Number of Stations Firemen: full-time volunteer

1 36 30

Police Protection Number of Stations Sworn Officers

1 36

Education: Schools (owned by joint school system) Grades: K-5 6-8 9-12

9 3 3

Recreation: Number of Parks Number of Ball Fields Number of Tennis Courts Number of Total Acres

4 6 10 2,036

Culture: Number of Public Libraries (Regional) Number of Volumes - June 2013 Number of Patrons - June 2013 Number of Items Circulated - FY 2013

2 337,645 49,180 1,218,113

Municipal Water Department Number of Residential Connections Number of Commercial Connections Average Daily Consumption (gallons FY 2013) Miles of Water Distribution Number of Water Tanks

3,653 898 2,489,000 48 6

Municipal Employees

188

Number of Hotels & Motels

Number of Bed & Breakfasts

Number of Restaurants

* Weldon Cooper Center for Public Service

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Glossary of Terms

Accounting System - The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of the City. Accrual Basis of Accounting - The method of accounting under which revenues are recorded when they are earned (whether or not cash is received at that time) and expenditures are recorded when goods and services are received (whether cash disbursements are made at that time or not). Account Number - A numerical code identifying Revenues and Expenditures by Fund, Department, Activity, Type and Object. Activity - One of the tasks, goals, etc., of a departmental program. Allocate – To set apart or earmark for a specific purpose Appropriation - An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the budget. Assessment – The value set by the City Assessor annually for a particular real property in the City. Balance Budget – The City Manager annually proposes, and the City Council adopts, a budget or financial plan for the upcoming year in which the revenues available (including any available fund balance from prior years) match or exceed the projected expenditures. Budget - A comprehensive plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The City’s annual budget is established by City Council with a budget resolution. Budget Revision - A formal change in the total amount of budgeted expenditures during a fiscal year by action of City Council. Budget Transfer - A formal transfer from one activity [usually a departmental line item] to another, without changing a department's budget total. Transfers are approved at the City Manager level, and do not require action by City Council. Capital Equipment - An expenditure for a fixed asset that has an expected life of more than (1) year and the cost of which is in excess of $20,000. Capital items include office equipment, furniture, computers, etc. Capital Improvement - New or expanded physical facilities for the community that are of relatively large size, are relatively expensive, and permanent in nature. For example: street improvements, sidewalks, bridge rehabilitation, buildings, park improvements, and City vehicles. Capital improvements are accounted for in either the Sales Tax Fund for general improvements, or the Utility Capital Improvement Fund for water and sewer related projects. Carryover – Refers to the process of transferring specific funds and obligations previously approved by City Council from the end of one fiscal year to the next fiscal year. City policy is to used this process only for capital projects. Constitutional Offices – The offices or agencies directed by elected officials whose positions (Sheriff, Treasurer, Commissioner of the Revenue, etc.) are established by the Constitution of the Commonwealth of Virginia or its statutes. Contingency Account - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for.

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Glossary of Terms

Contractual Service - An expenditure for services performed by a non-employee. For example: computer, building, and copy machine maintenance, special studies, etc. Debt Service – Principal and interest that the City pays on funds borrowed for capital projects. Department - The Department is the primary administrative unit in City operations. Each is directed by a department head. Departments are generally composed of divisions of activities which share a common purpose. Depreciation - (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence; (2) that portion of the cost of a capital asset which is charged as an expense during a particular period. Enterprise Fund - Used to account for the financing of services where all or most of the operating expenses involved are recovered in the form of charges to users of such services. Expenditure - An expenditure is a decrease in net financial resources for the governmental funds. This includes current operating expenditures requiring the present or future use of current assets. Expense - The same as above when applied to a fund accounted for on an accrual basis, such as the City's Utility Fund. Fiscal Year - The twelve month period on which the City operates its financial affairs. The City of Williamsburg's fiscal year is July 1 through June 30. Fixed Asset - An expenditure for a good that has an expected life of more than (1) year and the cost of which is in excess of $5,000. Capital items include real property, office equipment, furnishings and vehicles. Fund - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance - The equity of a fund, oftentimes incorrectly referred to as "surplus". It is the difference between a fund's assets and liabilities. Fund Balance is calculated by taking the beginning balance as of the beginning of the fiscal year, adding in all revenues received during the year, and deducting the year’s expenditures. It is available to support the spending needs of the fund if necessary. General Fund – The fund type that accounts for the daily operations of the City, supported by local taxes, fees, and State revenues. It is the largest fund in the City’s budget. Infrastructure - Roads, bridges, curbs and gutters, streets, sidewalks, drainage systems and lighting systems installed for the common good. Line Item - An individual expenditure (or expense) category listing in the budget (salaries, supplies, etc.) Modified Accrual Basis of Accounting - (a) Revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Pay-As-You-Go - Refers to the method of financing capital projects from savings or normal cash flow. This requires annual appropriation of existing resources without the need to borrow funds.

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Glossary of Terms

Personal Property – A category of property identified for purposes of taxation in Virginia. It is comprise of personally owned vehicles, as well as corporate property and business equipment. Examples include automobiles, motorcycles, trailers, boats, airplanes, business furnishings, and manufacturing equipment. Real Property – Real estate, including land and improvements, classified for purposes of assessment. Retained Earnings - The total earnings of an enterprise fund (in governmental accounting) since the establishment of the fund. The amount is adjusted by the fund income less expenses - on a full accrual basis of accounting. Revenue – The yield of sources of income that the City of Williamsburg collects and receives into the treasury to pay for public services. Taxes, fees for services and grants are sources of revenue, for example. Sales Tax Fund - This fund accounts for the scheduled major capital improvements for the upcoming year. Williamsburg also refers to this as the General Capital Improvements Program, and is supported exclusively by 1% retail sales tax revenues returned to the locality from the Commonwealth of Virginia, and interest earnings. Supplemental Appropriation – An increase to a department’s budget (spending authority) approved by City Council during the course of the fiscal year. It generally involves appropriation of a grant or other outside revenue. Surplus - The excess of revenues over expenditures for a fund during a fiscal year. Taxes - Compulsory charges levied by a government, school, sewer or other special district for the purpose of financing services performed for the common benefit. Tax Base – The total market value of real property (land, buildings, and related improvements), public service corporation property, and personal property (cars, boats, and business tangible equipment) in the City. Tax Levy - The total amount to be raised by either real or personal property taxes. Tax Rate - The amount of taxes levied for each $100 of assessed valuation, either real or personal property. Transfer - A transfer is a movement of monies from one fund, activity, department, or account to another. This includes budgetary funds and/or movement of assets. Working Capital – Current assets less current liabilities. This measure indicates the relatively liquid portion of total enterprise fund capital, which constitutes a margin or buffer for meeting obligations. Workload Measures – Represent the numerical inputs, outputs and/or outcomes of City operating programs.

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CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2015 Operating Budget

Glossary of Terms

Commonly Used Governmental Acronyms: BPOL - Business, Professional and Occupational License Tax, administered by the Commissioner of the Revenue. CDBG – Community Development Block Grant program, funded by the U.S. Dept of Housing & Urban Development (HUD). These grant funds are used in the City to improve housing, neighborhoods, and economic conditions of the City’s low and moderate income residents. The City works exclusively with the Williamsburg Redevelopment & Housing Authority (WRHA), as the agency receives Federal funds directly for CDBG projects. CIP – Capital Improvement Program – a five-year plan for capital projects, with the first year of the plan appropriated by City Council by budget resolution. CSA – Comprehensive Services Act for Youth and Families st

FY – Fiscal Year – City’s FY begins July 1 each year. GAAP – Generally accepted accounting principals. Uniform minimum standards for financial accounting, recording, and reporting purposes. GASB – Governmental Accounting Standards Board – A non-profit organization organized in 1984 as an operating entity of the Financial Accounting Foundation (FAF) to establish standards of financial accounting and reporting for state and local governmental entities. GFOA – Government Finance Officers Association of the United States and Canada. The purpose of the GFOA is to enhance and promote the professional management of governments for the public benefit. FTE - Full-Time Equivalent - The percentage of time a staff member works represented as a decimal. A full-time authorized staff position is 1.00, equating to 2,080 hours of work per year (2,912 for uniformed firefighters) a half-time person is .50 and a quarter-time person is .25. I T – Information Technology, a department responsible for the City’s current and future technology requirements, including local area network and infrastructure, computer hardware, software, maintenance, and replacement plan, voice, video, security, and disaster recovery.

G - 17