City of Williamsburg FY 2016 Adopted Budget by City of Williamsburg

WILLIAMSBURG C I T Y

O F

Adopted Budget Fiscal Year 2016

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 Gerry S. Walton 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 Deputy City Manager City Attorney Deputy 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

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-47

PERFORMANCE METRICS Cost Centers: Expenditures/Staffing/ Performance Measures/Targets & Trends

C-1 – C-46

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

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-37 E-38 – E-39 E-40 – E-47 E-48 – E-73

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 and Economic Data Glossary of Terms / Commonly Used Governmental Acronyms

G-2 – G-7 G-8 – G-14 G-15 – G-18

The Government Finance Officers Association of the United State and Canada (GFOA) presented an award for Distinguished Presentation to the City of Williamsburg for its annual budget for the fiscal year beginning July 1, 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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

Mayor

Parks & Recreation *Recreation Center *Parks *Athletics

FTE 8.5

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

Deputy City Manager  

Constitutional and Independent Offices

WILLIAMSBURG VOTERS

Human Resources Communications FTE 3.5

Police

Executive Assistant/Deputy Clerk Economic Dev. Dir. 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 9

FTE 10

FTE 26

IT *Information Technology FTE 3

TO: DATE: SUBJECT:

Mayor and City Council March 27, 2015 City Manager’s Budget Message

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

Trends for FY16 budget include: • Property tax revenue continues to improve and increase by 2.8%. • Intergovernmental revenue is projected to increase by 1% due to higher VDOT street maintenance payments. • All other tax and fee revenue taken together are projected to be 3.3% higher than the FY15 budget.

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 General Fund expenditures are expected to increase by 1.5% (increase goes to 2.27% with Williamsburg Health Foundation grant) The FY16 General Fund Operating Budget can be summarized by: 

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



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



No recommended increase in tax rates.



Recommended increases EMS Recovery Fees.



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

A fiduciary fund for the Quarterpath Community Development Authority (QCDA) is again part of next year’s budget. Fiscal year 2016 will be the second year special assessments will be collected by the city for the QCDA, which will be used to repay the public improvement bonds on the Quarterpath at Williamsburg development. More information on the fiduciary fund can be found in the Budget Summaries section. In the Utility Budget, $6,551,200 in operating revenues are projected, a 2.3% increase. Recommended is a 3.5% Water and Sewer Rate increase, from $4.95 to $5.12 per one thousand gallons, beginning July 2015, per the Five Year Water and Sewer Rate Analysis. Comparing the city’s water and sewer rates regionally: Water and Sewer Rates (FY15) Per 1000 gallons

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

$ 9.22 $ 8.48 $ 6.07 $ 6.67 $10.86 $10.69 $ 8.10 $ 4.95

(Does not include HRSD)

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

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Highlights for CIP FY16 funding include: 

Repaving Program with VDOT Revenue Sharing Funds



York Street Corridor Improvements



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



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



Bicycle Facility Improvements - Monticello Avenue Shared-Use Path



Quarterpath Park and Kiwanis Park Improvements



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



Fourth Middle School at James Blair School

The combined total of the five funds: General Operating Fund, Utility Fund, Sales Tax Capital Fund, Public Assistance Fund, and QCDA Fiduciary Fund amounts to $56,084,176. Beginning with revenue projections for the General Fund, the remainder of the Budget Message discusses issues helpful in understanding and reviewing the proposed budget. REVENUE PROJECTIONS For the FY16 budget we forecast General Fund operating revenues of $34,498,373 a 2.91% increase from the current fiscal year. Looking at four broad categories: Share of Budget

FY 2015 Adopted

FY 2016 Proposed

Change

All Property Taxes

39%

$12,982,540

$13,352,140

2.8%

Other Local Taxes

42%

$14,225,000

$14,487,000

1.8%

Fees, Charges, Miscellaneous

10%

$2,961,280

$3,272,146

10.5%

Intergovernmental

$3,354,167

$3,387,087

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In the Budget Guide (Section F) are detailed explanations of revenues, explaining the legal basis and ten year trends of all revenue sources. The following is a summary of significant revenue changes in next year’s budget under the four categories: 1. Real Estate Taxes. Property tax projections are based on a total anticipated value of real estate of $1.79 billion, an increase of 2.8% (3.8% residential and 1% commercial) in landbook value. This continues the positive trend in the residential real estate market seen in the past two fiscal years. An additional one penny on the real estate tax rate would generate an estimated $179,000. The 2016 Proposed Budget recommends continuing with the current rate of $.57 per hundred dollars of assessed value generating revenue of $10,024,000 (budgeted at 98% collection rate). 2. Personal Property Taxes. Personal property tax, known as the “car tax,” is currently $3.50 per $100 value (off set by tax relief from the state). We recommend keeping the current rate of $3.50 per $100 value yielding $2,690,000 in operating revenue, level with FY15. 3. Other Local Taxes. Other local taxation sources include various consumer utility taxes and franchise fees, business licenses, and transient lodging and prepared food (“room and meal” taxes). Together the other local taxes will generate $14,487,000, 1.8% over the current fiscal year budget. Room and meal tax collections for FY16 are anticipated to total $9,910,000; room tax totaling $3,160,000, a 1% decrease and meal tax collections totaling $6,750,000, a 5.5 % increase. Room tax estimate does not include the $2.00 destination marketing surcharge used for destination marketing which is included in a separate line item of the budget in the amount of $1,122,000. Together, sources of taxation including property and local taxes are expected to generate $27,839,140, a 2.3% increase from the current year budget. 4. User Fees, Charges, and Miscellaneous. The broad category of locally generated revenue is expected to provide $3,272,146, a 10.5% increase. EMS Recovery fees for FY16 are projected to grow by 14.5% as a result of utilizing a new billing vendor and increasing fees to Medicare allowable rates and comparable rates in the region. The new rates would be: Basic Life Support $501, Advance Life Support (ALS1) $595 and $860 (ALS2), and a $10.50 mileage rate. Additional revenue in this category also includes rental revenue from a fully leased Triangle Building. 5. Intergovernmental - Revenue from the Commonwealth. Revenues from the state, which include support for constitutional officers and various state grants, are estimated to be $3,387,177, a 1% increase. The estimated Sales Tax for Education of $1,072,946 based on State Department of Education calculations, is down 2% due to a decline in school-aged (5 to 19) population as of July 1, 2013 as reported from the Weldon Cooper Center for Public Service.

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EXPENDITURE ISSUES Proposed General Fund operating expenditures for FY16 total $34,498,373, a 2.27% increase from the current adopted budget. Expenditures are broken down into four large categories: Share of Budget

FY 2015 Adopted

FY 2016 Proposed

Change

City Departments

54%

$17,721,960

$18,480,919

4.3%

Constitutional Officers and Judicial

$2,147,151

$2,162,740

.7%

Education and Library

28%

$9,498,985

$9,663,865

1.7%

Outside Agencies

12%

$4,365,545

$4,190,849

(4%)

Details on operating expenditures can be found under Budget Summaries (Section D). Highlights of significant expenditure issues are divided between “City Operational Issues” and “Outside Agency Issues.” CITY OPERATIONAL ISSUES 1. Services. In March 2015, Council approved a new five-year residential refuse services contract with Republic Services to provide curbside trash collection for the entire city starting July 2015. This change in service will allow the city to budget $125,000 less in next year’s operating budget. A new Stormwater Operations cost center has been added to next year’s budget which includes three staff positions transferred from the Streets Division, mosquito control costs, equipment and operating costs. This new cost center will help the city better track current and future costs of managing stormwater. A Williamsburg Health Foundation grant totaling $260,000 for a pilot program to achieve better health outcomes for city children has been added to next year’s operating budget. If funded, the program will begin in July 2015 and will be managed by the Human Services Department in partnership with Child Resource Development and WJCC Public Schools. 2. Staffing. The number of full time equivalent (FTE) positions in FY15 totaled 190, down from 202 in FY09. The reduction has been accomplished through transfer and reorganization (including the 13 positions to York County as part of the 911 consolidation), job consolidations, and reductions in work force. The proposed FY16 budget includes one new FTE officer position in the Police Department, bringing total FTEs for FY16 to 191.

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3. Pay. A 2% allowance for merit pay increases has been included in the proposed budget, totaling $199,281 with benefits. This allowance will be apportioned to employees based on performance as indicated by annual performance evaluations, and by the relative position of the incumbent in their pay range as prescribed in the Personnel Manual. A Personnel Contingency has been added in the amount of $175,000 to cover anticipated retirement leave payouts in FY16 and to make adjustments for targeted compression and market issues. 4. Health Insurance Coverage. This is the city’s fourth year with the Commonwealth’s “Local Choice” health care insurance administered by Anthem. The city received a renewal notice calling for a 12.7% increase in next year’s health care premiums (6% average increase over 3 years). It is recommended that the city and employee percentage split for the premium payment remain the same for FY16. 5. Virginia Retirement System. The VRS biennial actuarial valuation for Williamsburg in FY16 is 22.04% (17.04% city share, 5% employee share) of payroll, same as in FY15. This is the second year for this rate which will be reset by VRS next year. The new VRS Hybrid Retirement Plan, implemented in July 2014, is blended with pre-hybrid plans in a single VRS contribution rate. OUTSIDE AGENCY ISSUES Nearly one-half of the city’s General Fund budget goes to agencies and activities not under City Council’s direct operational control. Funding relationships are often complex and vary in degrees of funding discretion possible from year to year. The “Notes of Funding Relationship” contained in the Budget Summaries and the Budget Guide (Sections D and F), help explain the city’s role in providing financial support to these agencies and activities. Background documentation from outside agencies is provided in the Appendix of the Proposed Budget, or provided under separate cover or electronically, as in the case of the School and Library budgets. A number of issues concerning outside agency requests need to be highlighted: 1. Schools. We expect the city’s contribution to the schools to be $8,812,703, a 1.76% increase, based on the Superintendent’s proposed budget, current state and federal funding, and the current five-year joint contract with James City County. Next year’s city share of school costs will be 9.5% compared to 90.5% for James City County. Determined by September 30, 2014 enrollment, the city’s school population for the purposes of apportioning cost between the city and county is 899, 8.20% of the total. The city’s funding share of the fourth middle school on the James Blair site needs to be negotiated and finalized per the current joint school contract. 2. Regional Library. The Williamsburg Regional Library is funded under an agreement with James City County and York County. The fifth restated and amended contract was approved in September 2013 including York County for the first time. The current contract calls for funding operational costs based on proportion of circulation by residency. The Library’s proposed budget of $6,266,322 is an increase of 1.28%, which results in a city contribution for FY16 of $838,320, 16% of circulation.

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3. Community Corrections Agencies. The city’s share of the Virginia Peninsula Regional Jail is expected to be $1,156,822, 1.7% decrease in funding from FY15. The city share of jail costs is based on the average use rate over the past five years. Each member of the regional jail (Williamsburg, James City County, York County and Poquoson) pays for their share of the inmate population, based on the location of where the offense occurred and the arresting authority. A new contract to house U.S. Immigration and Customs Enforcement (ICE) detainees provides added revenue to the jail. Juvenile detention costs at the Merrimac Center will continue to increase for FY16, based on both recent population increases and rising per diems for member localities. City usage was 354 and 464 days respectively for FY13 and FY14. Usage is estimated for FY15 and FY16 at 500 days, an estimated cost of $100,000 for each year. 4. Health Services. The agencies below provide health services to city residents, workers and visitors. The total recommended funding for FY16 is $435,495, a .65% decrease from FY15. The Peninsula Health District has requested $97,065, 2.8% decrease from the current year budget. The request is based on a complex use-based formula. The Human Services Advisory Board recommends Olde Towne Medical Center (Williamsburg Area Medical Assistance Corporation) receive level funding of $83,430. Lastly, Colonial Behavioral Health has requested $255,000 (level funding) from the city to provide mental health services to city residents. 5. Human Service Agencies. The city’s Human Services Advisory Board has evaluated human service agency requests for funding, as requested by the City Council. Their analysis and recommendations are in the Proposed Budget Appendix. Proposed for next year is $78,002, a 10.45% increase from FY15. A new funding request from Williamsburg Faith in Action has been recommended for funding in the amount of $2,500 to provide transportation, respite, and in-home services to city residents. The Healing Place of Hampton Roads, also a new request, has not been recommended for funding until sufficient data and additional resources are available. 6. Community and Economic Development Agencies. Tourism Promotion. The city has supported tourism promotion and advertising through the Colonial Williamsburg Foundation (CWF) as our premier “destination driver” and the Greater Williamsburg Chamber and Tourism Alliance (Alliance), as the regional destination marketing organization. The Colonial Williamsburg Foundation has requested level funding of $1,300,000 to support 20% of the Foundation’s marketing media budget. The Greater Williamsburg Chamber and Tourism Alliance has requested a total of $900,000 for city tourism promotion and business services, and for other specific seasonal marketing campaigns and promotions for the arts, sports tourism, and the Christmas holiday. This is a $250,000 increase over level funding of $650,000.

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The request by the Alliance for itemized project contributions on top of its base funding is certainly a legitimate approach, but it does depart from the city’s long standing practice of block funding to CWF and the Alliance. Block funding, based on a percentage split between CWF and the Alliance, places the responsibility of allocating money between worthy but competing purposes on the agency, not the city. For this reason, and recognizing the importance of tourism marketing to grow the city’s economic base for the future, we recommend fully funding Colonial Williamsburg’s request and level funding the Greater Williamsburg Chamber and Tourism Alliance totaling $1,950,000. This maintains a 2/3 CWF and 1/3 Alliance split. The FY15 budget includes a one-time tourism promotion contingency from Capital Fund reserves in the amount of $250,000 to be used for additional tourism marketing and/or tourism initiatives at City Council’s discretion. The following events have been funded from this contingency: the Leonardo Da Vinci exhibit ($50,000), Harvest Celebration event ($10,000), and Winter Blues Jazz Fest ($6,000) leaving a balance of $184,000 for FY16. The city has also received a request from the Virginia Arts Festival in the amount of $50,000 to add another day to Festival Williamsburg and to significantly enhance the artist roster for the entire 2016 Festival Williamsburg event, which would bring the total contribution for Festival Williamsburg to $100,000 in FY16. First Night Williamsburg also seeks support towards its goal of raising $50,000 by May 2015 to stabilize finances as they look to secure sponsors and long term funding sources. This one-time funding from the City would allow First Night to move forward with executing contracts for the 2015 event. These additional “one time” requests from the tourism promotion fund (balance $184,000) will be considered separately by the Council at its April 6, 2015 work session. The proposed budget also includes an estimated $1.12 million of pass through funding from the $2.00 surcharge to fund the Williamsburg Area Destination Marketing Committee’s destination marketing campaign and efforts. The total recommended city tax dollars for tourism promotion is $3,072,000. Economic and Community Development. In addition to tourism promotion, city support is recommended for a number of other organizations that make important economic development and community development contributions to Williamsburg. These are listed in the Budget Summary section. Funding for the Hampton Roads Economic Development Alliance request in the amount of $14,446 has been reprogrammed in the FY16 budget to support collaborative economic development marketing/promotion within our sub-region in partnership with James City and York Counties. In addition, funding has been included in next year’s budget to update the functionality and design of the city’s YesWilliamsburg economic development website, now nine years old. Funding in the amount of $200,000 has also been included in the FY16 CIP for demolition of the Country Hearth Inn and Suites and the White Lion motel structures with the goal of assembling these properties and returning them to the private sector for development. The city entered into contracts to purchase these properties in February 2015.

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Added in the FY15 budget was a one-time economic development contingency in the amount of $250,000 from Capital Fund reserves to be used for economic development incentives and projects and to date has not been utilized. We recommend that this contingency be carried forward in FY16 to be used for economic development incentives, as requested by the Williamsburg Economic Development Authority. 7. Cultural. The Williamsburg Arts Commission has once again performed the task of receiving, reviewing, and recommending funding for the arts. Their report is provided in the Appendix to the Proposed Budget. They recommend local arts funding of $120,000 (Williamsburg, James City County, and state challenge grant included). The city’s contribution would remain level at $55,000. THE BUDGET AS A POLICY DOCUMENT Before concluding this overview of the proposed budget, here is an introduction to important elements of public policy and managerial information contained in it: A. Budget Message providing management’s introduction to the budget. B. City Council’s Goals, Initiatives and Outcomes for the 2015 and 2016 Biennium. Adopted by City Council in November 2014, the “GIOs” set the strategic direction of the city to guide the annual budget process and to assess the performance of city government. C. Performance Metrics detailed by departments and cost centers. This section has been improved to show more metrics graphically. D. Budget Summaries provide precise budget information from the general to the specific, for all funds. E. Capital Improvement Program contains recommended capital appropriations in FY16, and the next four years of capital projections for planning purposes. F. Budget Guide contains background information helpful to understanding the complexities of a municipal budget in Virginia. NEXT STEPS The budget process now moves from the staff level, formation phase, to the Council and public level, adoption phase. City Council received outside agency proposals at the first Budget Work Session held on Monday, March 23. The school budget will be reviewed and the formal budget hearing will be held at the Thursday, April 9, City Council meeting. A second Budget Work Session is scheduled for Monday, April 13, if required. Adoption is scheduled for the May 14 Council meeting.

Jodi M. Miller Deputy City Manager

Jackson C. Tuttle City Manager

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Goals Initiatives and

Outcomes for the

2015 and 2016 Biennium The City of Williamsburg, Virginia

Adopted: November 13, 2014

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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 2015/2016 Biennial Goals, Initiatives and Outcomes, adopted on November 13, 2014, guide budget decisions for two fiscal years, that is, for FY 16 and FY 17. Under eight Goal statements 60 specific Initiatives are identified. In addition to the Initiatives, Outcomes from the National Citizen Survey (NCS); and “Desired Outcomes” and Observed Results,” provide performance metrics which help assess goal achievement. Williamsburg participated in the NCS in May 2008, 2010, 2012 and 2014. Reported here are citizen ratings of “Good” or “Excellent” for questions, including national benchmarks and trends since 2008. The Biennial GIOs are created in light of a variety of resources including the city's Comprehensive Plan, Five Year Capital Improvement Program (CIP), and Economic Development Strategic Plan; and with input from citizens, city staff, and volunteers. Biennial goal statements align with the 2013 Comprehensive Plan goals. Initiative statements with a symbol directly link to projects in the city’s CIP. Citizen engagement is vital to the success of this process from start to finish. Go to www.williamsburgva.gov/goals for status reports and to http://speakupwilliamsburg.com to offer your comments anytime.

Scott Foster Council Member

Clyde Haulman, Mayor

Jackson C. Tuttle, City Manger December 2014

Douglas Pons Council Member

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GOAL I: Character of the City Protect and enhance Williamsburg’s unique character as defined by its residential neighborhoods, urban places, open spaces, and by its iconic places—the Colonial Williamsburg Historic Area and campus of the College of William and Mary. Page 3

GOAL II: Economic Vitality Increase employment opportunities, personal income growth, business success, and city revenues by supporting, promoting and diversifying the city’s economic base of heritage tourism and higher education, and other development and redevelopment opportunities. Page 8

GOAL III: Transportation Provide an effective transportation system compatible with the future land use plan – with “complete streets” serving pedestrians, bicyclists and motorists, and promoting the expanded use of transit and rail. Page 13

GOAL IV: Public Safety Secure an ever safer community by enabling police, fire, emergency management and judicial operations to protect and serve city residents, visitors, businesses and historical assets. Page 18

GOAL V: Human Services and Education Seek opportunities and implement programs that address the educational, health, social, housing, economic and workforce training needs and expectations of city residents and workers. Page 23

GOAL VI: Recreation and Culture Add to the quality and availability of cultural and recreational facilities and programming, as might be typically available only in larger communities, to meet the needs and expectations of city residents and visitors. Page 28

GOAL VII: Environmental Sustainability Build an evermore sustainable and healthy city pursuing multiple strategies for conservation and restoration, and providing essential environmental services related to drinking water, waste water, stormwater and solid waste. Page 33

GOAL VIII: Citizen Engagement and City Governance Continuously improve the effectiveness of city government and its partnership with the people who live, work, and visit here to fulfill Williamsburg’s vision for the future. Page 38

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GOAL I

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

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

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

Prince George Street Rehabilitation and New Construction

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

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

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

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

F. Underground Utilities Design and price by June 2015 the next three underground utility projects with the goal of funding and constructing each one per the Capital Improvement Plan: - South Henry Street (4000’) from Newport Avenue to Port Anne (FY15-16) - York Street (450’) from Quarterpath Road to city limits (FY15-16) - Second Street (2100’) from Page Street to city limits (FY15-17) - Ironbound Road (1500’) west of Richmond Road (In conjunction with Ironbound Road widening (See Goal III – Transportation)

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

B-5

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

H. Open Space Preservation and Commercial Site Assembly Actively pursue acquisition of additional open space for land conservation both within the city limits and at the Waller Mill Reservoir for watershed protection purposes. Add to the city’s permanent open space ownership of non-commercially zoned properties during the biennium. Purchase land for the establishment of Capitol Landing Park on Queen’s Creek prior to the end of calendar 2015. Actively pursue opportunities to acquire and assemble underused (or blighted) commercial sites to enable commercial redevelopment by the private sector.

I. Neighborhoods Stability and Revitalization Focus city attention (Human Services, Codes Compliance, Police, Recreation, etc.) on stability and improving conditions in neighborhoods at risk of declining value. In particular, focus on the Merrimac Trail apartment corridor, collaborating with residents and property owners to improve physical conditions, safety and livability of the neighborhood. Evaluate adding neighborhoods to the city’s Rental Inspection Program when either declining property values, or rental use in single family neighborhoods exceed 50%, making city intervention through the rental inspection program necessary.

Rendition of New Stryker Center at Night

B-6

Desired Outcomes

Observed Results

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

Existing Land Use Proportions within the City Limits

Public / QuasiPublic, 19%

Open Space/Envir onmental, 18%

Residential, 28%

Public, W&M and CWF currently at 62%

Commercial, Institutional, 10% 25%

*Source: Williamsburg Planning Department

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

Residential Property Assessed Values

$1.22

$1.19

$1.20

$1.16 $1.14

$1.12

$1.10

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

$1.11

FY 14 and FY 15 showed annual average growth of +2.8%

$1.08

$1.04

$1.02 Billions

3. Maintain the residential assessment to sales ratio between 94% and 99% each year, as a measure of a rising real estate market.

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

FY 15

120%

Residential Assessment to Sales Ratio 105.2% Target 94% - 99%

100% 100.6%

100.1%

96.5% 93.4%

93.5%

80% FY 09

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

*Source: Williamsburg City Assessor

FY 10

FY 11

FY 12

FY 13

FY 14

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

*Source: Williamsburg City Assessor

$1.2

Commercial Property Assessed Values

$1.0 $0.8 $0.6

$0.67

$0.66

$0.69

$0.66

$0.62

$0.58

$0.61

$0.63

$0.4 $0.2 $0.0 Billions

FY 08

FY 09

FY 10

FY 11

FY 12

B-7

FY 13

FY 14

FY 15

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

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

Observed Results Neighborhoods in Rental Inspection Program Exceeding 50% Rentals:

100%

75% 69%

70%

FY 11

FY 12

73%

69%

50%

25%

0% FY 13

FY 14

Capitol Heights 59% Cary/Griffin/Newport 60% Matoaka Court 70% Mimosa Drive 77% Powhatan Park 88% W. Williamsburg 87% W. Williamsburg Hts. 64% Average 73% *Source: Williamsburg Planning Department

6. Rehabilitate or build new structures to refresh Williamsburgâ&#x20AC;&#x2122;s built environment as indicated by at least $25 million in new construction annually.

$18.0

Value of Building Permits Issued FY 12 includes Riverside Hospital construction, with FY 14 including building permits for apartments in the Quarterpath at Williamsburg development

FY 13

*Source: Williamsburg Code Compliance Division

$75

$49.7

$50

$55.4

$40.4

Target $25 Million

$25 $27.0 $22.7

$24.6

$0 Millions

FY 08

FY 09

FY 10

FY 11

B-8

FY 12

FY 14

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

National Citizen Survey Results Percent Rated Positive *

National Benchmark **

Trendline

2008 - 2014

Question (Trends Report page number)

2008

2010

2012

2014

Overall Quality of Life in Williamsburg (p.2)

78%

87%

81%

↔

Williamsburg as a place to live (p.2)

85%

88%

92%

88%

↔

Your neighborhood as a place to live (p.2)

76%

81%

78%

79%

↔

Recommend living in Williamsburg to someone who asks (p.22)

80%

84%

90%

83%

↔

Overall quality of new development in Williamsburg (p.2)

56%

60%

65%

68%

↔

Overall appearance of Williamsburg (p.2)

88%

91%

92%

93%

↑

Cleanliness of Williamsburg (p.2)

91%

92%

91%

89%

↑

Quality of overall natural environment (p.2)

76%

84%

87%

88%

↑

Preservation of natural areas (p.4)

58%

60%

66%

65%

↔

Sense of Community (p.5)

64%

66%

71%

73%

↔

Openness and acceptance of the community towards people of diverse backgrounds (p.3)

51%

55%

61%

60%

↔

Williamsburg as a place to raise children (p.2)

76%

88%

85%

89%

↔

Williamsburg as a place to retire (p.2)

87%

89%

88%

86%

↑

Overall built environment in Williamsburg (pg.2)

N/A

74%

↔

Public places in Williamsburg (p.2)

N/A

82%

↑

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher

↑

Higher

↔

B-9

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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

A. Tourism Development Work closely with the Greater Williamsburg Chamber and Tourism Alliance and other partners to revamp destination marketing around the “Freedoms” theme; to issue a “tourism scorecard” to track results; and to expand special events, including arts, culinary and sports, year round. Work closely with Colonial Williamsburg Foundation to expand the Historic Triangle tourist information center within the Colonial Williamsburg Visitor Center; and expand Colonial Williamsburg marketing reach and effectiveness. In addition to the Alliance “Scorecard,” track key in-city tourism performance indicators monthly, including room/meal/sales tax receipts, and lodging occupancy rates. Expand city’s economic analytics capacity to better understand visitation activity and trends.

B. Economic Diversification Strategies Support the re-launch and growth of the regional Triangle Business Innovation Center (TBIC) in Downtown Williamsburg and serve as the TBIC fiscal agent. Explore opportunities for locating a co-working space in the City. Work with Riverside Healthcare Association to recruit compatible and regional professional service businesses to Class A office space at “Quarterpath at Williamsburg,” offering a “hub” location for eastern Virginia, and supporting the Mega-Region concept (Initiative F.). Generate awareness and implement use of the Economic Development Authority’s incentives packages for transformative commercial uses. Continue to work with the Arts District Business Association to promote the district to customers and prospective creative economy businesses. Install a major public art project in the district (See Goal VI: Recreation and Culture). Evaluate potential for expanding Williamsburg WiFi in the Arts District.

B - 10

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

C. Redevelopment Engage in shaping the future of significant properties ripe for redevelopment, particularly in Midtown and Capitol Landing Road areas. Work with redevelopment prospects and property owners to plan for the long term success of the Midtown shopping center sites in particular. Work as a partner with the private sector to identify and redevelop transitional properties, including the City-owned property at 906 Richmond Road. McAuliffe Copper Fox Distillery Receives State Grant from Gov. McAuliffe

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

D. Support Existing Businesses Implement and analyze a Business Climate Survey to determine the needs of existing businesses. Use GIS to visualize economic vitality indicators geographically, such as private capital investment, return on public investment, and sales tax revenue. Consider engaging a retail consultant to determine the City’s retail niche and its growth potential and sustainability.

E. Facilities to Increase Overnight Visitation Continue to assess the feasibility and potential for developing a new multiuse events facility, such as a sports field house to host large scale tournaments attracting overnight visitors. Also, investigate the feasibility and potential for constructing a new performing arts venue, such as an outdoor amphitheater for music festivals, also geared to increase overnight stays (See Goal VI: Recreation and Culture).

F. Mega-Region Concept Encourage efforts in Hampton Roads and Richmond to create a mega-region from Richmond to the Ocean Front. A single Metropolitan Statistical Area in eastern Virginia would create the 18th largest MSA in the country to enhance regional economic competitiveness with Williamsburg near its geographical center.

B - 11

Desired Outcomes

Observed Results Tax Receipts From Meal, Room and Sales Taxes Average annual increase since FY 09: 1.3%

$16

1. Increase city revenues from retail $6.0 $12 $5.5 $5.6 and hospitality tax $8 sources by at least $4.4 $3.6 $3.2 3% annually. $4 $4.6 $3.9 $3.8 $0 FY 08

FY 09

FY 10

$6.4

$6.3

$6.0

$6.4

Meal Taxes Room Taxes

$3.4

$3.1

$4.0

$4.2

FY 11

FY 12

FY 13

FY 14

Sales Taxes

*Source: Williamsburg Finance Department

$ Millions

2. Increase the amount of retail sales in the city rela ve to City popula on by at least 3% annually.

$27,000

Per Capita Retail Sales in the City Average annual increase since FY 09: 2.6%

$26,611

$26,000 $25,830

$25,000 $24,000

$24,386

$24,117

$23,000

$23,934

*Source: Virginia Department of Taxa on

$23,376

$22,000 $21,000 FY 08

3. Stabilize the loss of room nights sold in the city and reverse downward trend.

FY 09

FY 10

FY 11

FY 12

FY 13

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

900

800 813

(FY 14 excludes 318 room (116,070 available room nights per yr) Hospitality House, purchased by College of William & Mary, May 2013) *Source: Williamsburg Finance Department

700 674 639

652

631

600

620 570

500 FY 08 Thousands

4. Increase Colonial Williamsburg Founda on’s cket sales annually by at least 2%.

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

900

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

800

700 707 686 660

670

650

651

2012

2013

600 2008

Thousands

2009

2010

2011

B - 12

*Source: Colonial Williamsburg Founda on

Desired Outcomes

Observed Results

900

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

800 783

779

783

790

796

802

790

700

*Source: Williamsburg Commissioner of Revenue

600 FY 08

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

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

$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 over the previous decade.

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

8. Increase annual Prince George Parking Garage revenues by at least 4% as an indicator of downtown commercial growth.

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

1990

2000

2010

Prince George Parking Garage Revenues Average annual growth from FY 08 to FY 14 was 5.5%

$350 $300 $250 $200 $150 $100 $50 $0 Thousands

FY 08

FY 09

FY 10

FY 11

B - 13

FY 12

FY 13

FY 14

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

National Citizen Survey Results Percent Rated Positive *

National Benchmark **

Trendline

2008 - 2014

Question (Livability Report page number)

2008

2010

2012

2014

Employment opportunities (p.4)

40%

35%

38%

39%

↔

Shopping opportunities (p.4)

76%

77%

72%

82%

↑↑

Williamsburg as a place to work (p.20)

53%

60%

58%

↔

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

65%

71%

77%

↔

Economic development services (p.6)

48%

49%

56%

62%

↔

Williamsburg as a place to visit (p.3)

N/A

93%

↑↑

Works in city boundaries (p.8)

N/A

54%

↑

Overall economic health (p.2)

N/A

66%

↔

Vibrant downtown/commercial area (p.2)

N/A

60%

↑

Purchased goods or services in Williamsburg (p.5)

N/A

98%

↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher

↑

Higher

↔

B - 14

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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

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

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

Make improvements to bicycle roadway systems such as lane markings (sharrows) and signage. Investigate feasibility of a single station or multistation bike sharing system beginning with the downtown area. Integrate the city’s bicycle friendly improvements with those of William and Mary.

B - 15

C. Williamsburg Area Transit Work with transit partners to make â&#x20AC;&#x153;first mile/last mileâ&#x20AC;? transit a reality in greater Williamsburg. Look for opportunities to assist transit partners to improve the quality and quantity of bus shelters throughout the city. Support transit partners in implementing an app for real time updates on bus/trolley schedules and locations.

D. Passenger Rail/Transportation Center Vision Create a concept plan for expanding the Transportation Center complex north of the CSX tracks on presently vacant property to demonstrate how the Williamsburg station could accommodate expanded intercity rail service (Amtrak) in the future. Work with Virginia for High Speed Rail, Virginia Department of Rail and Transit, CSX and other partners to expand the frequency, reliability and speed of Amtrak service to Williamsburg.

E. Electric Car Charging Station Install an electric car charging station in the Prince George Parking Garage as a pilot/demonstration project to encourage and highlight electric car technology.

F. Neighborhood Traffic Calming Review the cityâ&#x20AC;&#x2122;s policy for installation of speed bumps and other forms of traffic calming devices to assist neighborhoods in improving safety on residential streets. Implement traffic calming measures on Governor Berkeley Road.

G. Historic Area Street Surfacing Working with Colonial Williamsburg Foundation determine the most effective surface treatment for Duke of Gloucester and other Historic Area streets, and begin a phase program of resurfacing minimizing negative impacts on the visitor experience in the Historic Area.

H. Interstate and Air Connections to Williamsburg Work with regional and state partners to accelerate widening of I-64 from Richmond to Newport News, and I-95 from Washington to Richmond. Pursue traffic management advisories on I-295 in Richmond, and on I-64 to use capacity on US 60 until I-64 is widened. Engage with the City of Newport News and other partners to expand air service aimed at improving national and international access to Williamsburg during the biennium.

B - 16

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

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

K. Monticello Avenue Multi-Use Path In partnership with the College of William and Mary apply for a Transportation Alternatives grant (80% federal, 20% local) to build a multi-use path along Monticello Avenue from Ironbound Road to Compton Road and linking to the Compton Road pathway to the School of Education, and to the sidewalk on Monticello Avenue at Treyburn Drive. The intent is to provide a safe, lighted pedestrian and bicycle connection between campus and city (shopping centers/High Street) and campus and county (New Town).

L. Capital Landing Road/Bypass Road Intersection Pursue funding to reconstruct the Capitol Landing Road/Bypass Road intersection – either as a traditional signalized intersection or a roundabout - including a direct connection to the Colonial Williamsburg Visitor Center. Should funds not be available to complete the entire project, Phase One is the intersection reconstruction, and Phase Two the road to the Colonial Williamsburg Visitor Center.

B - 17

Desired Outcomes

Observed Results 90

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

80 76

72 55

Accidents With Injuries Within City Limits

Average number of injuries annually is 69

50 Target < 50

40 30 20 FY 08

FY 09

FY 10

FY 11

FY 12

1,056

1,077

FY 13

FY 14

1,010

1,027

*Source: Williamsburg Police Department

1,200

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

1,000 975

800

866 770

Average annual increase over seven years: 5.1%

600 400 200

0 Thousands

3. Increase the passenger rail ridership on Amtrak for trips originating and terminating at the Williamsburg Transportation Center by 3% annually.

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

70 60 59

50 50

53 49

*Source: Williamsburg Area Transport

Amtrak Departures and Arrivals at Williamsburg Station

Average annual increase over six years: 4.6%

30 20

*Source: Amtrak

0 Thousands

Williamsburg Area Transport Ridership

FY 08

FY 09

FY 10

FY 11

B - 18

FY 12

FY 13

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

National Citizen Survey Results Percent Rated Positive *

National Benchmark **

Trendline

2008 - 2014

Question (Trends Report page number)

2008

2010

2012

2014

Ease of car travel in Williamsburg (p.2)

68%

71%

72%

73%

↔

Ease of bus travel in Williamsburg

43%

57%

55%

N/A

Ease of bicycle travel in Williamsburg (p.2)

52%

58%

59%

54%

↔

Ease of walking in Williamsburg (p.2)

66%

73%

80%

82%

↑

Traffic flow on major streets (p.2)

52%

54%

64%

↔

Street repair (p.4)

61%

64%

58%

53%

↔

Street cleaning (p.4)

75%

74%

77%

69%

↔

Street lighting (p.4)

67%

68%

73%

69%

↔

Snow removal (p.4)

71%

49%

69%

63%

↔

Sidewalk maintenance (p.4)

66%

60%

68%

67%

↔

Amount of public parking

44%

50%

49%

N/A

Overall ease of travel (p.2)

N/A

75%

↔

Public parking (p.2)

N/A

53%

↔

Used public transportation instead of driving (p.5)

N/A

28%

↔

Carpooled instead of driving alone (p.5)

N/A

47%

↔

Walked or biked instead of driving (p.5)

N/A

72%

↑

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher

↑

Higher

B - 19

↔

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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

Williamsburg Emergency Operations Center

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

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

B - 20

Expand police led pedestrian and bicycle safety education programs at community and youth events, through instruction of J-1 visa hospitality workers, and by means of directed patrol enforcement.

D. Mental Illness Crisis Intervention Promote greater collaboration efforts between law enforcement, mental health care providers, and mentally ill individuals and their families through enhanced Crisis Intervention Team concepts, training and protocols. Expand police capacity by training an additional officer as a CIT instructor, and by training six additional officers in basic CIT skills, by September 2016.

E. Public Safety Officer Fitness, Health and Wellness Extend the success of the police and fire department’s fitness-for-duty and health and wellness programs. Improve implementation of an annual and semi-annual fitness assessment, work performance evaluation, physicals, nutritional counseling and exercise routines. Incorporate the health and wellness and fitness standards into the selection process for all new police officers and firefighters, and maintain standards by a permanent change in work place culture and individual life style changes throughout the biennium.

F. Public Safety Facilities and Equipment Renovate Fire Station office space and replace apparatus bay doors. Replace one medic unit and one rescue pumper over the biennium. Plan for future expansion and renovation of the Police Station to occur after the biennium. Replace the existing Prince George Street Parking Garage automated parking payment software and equipment by the end of the biennium.

G. Parking Program Review Review the city’s downtown parking regulations – both on-street and off-street – with the goal of maximizing use of parking assets. Look at issues such as parking regulation changes, escalating fines for repeat offenders, fine amounts, enforcement methods, timed parking lengths-of-stay, and use of advanced parking meters at high value locations. Complete review and implement recommended changes by the end of the biennium.

H. Leadership Development Develop a culture that encourages leadership behavior and accountability at all levels of the organization. Expand opportunities for professional growth of fire and police officers by such means as implementing a supervisor rotation plan for fire officers incorporating administrative assignments by June 2015; and fostering leadership by having two senior police officers attend the Professional Executive Leadership School (PELS) by the end of the biennium.

B - 21

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

Observed Results 60% 50% 49%

40%

46%

47%

45%

42%

47%

45%

30% 20%

26%

25%

Williamsburg exceeds similar size localities in the U.S. by approximately 100%

28%

26%

10% 0% FY 08

FY 09

FY 10

FY 11

City

FY 12

Clearance rate for Part I crimes for Williamsburg and nationally

FY 13

FY 14

National

*Source: Williamsburg Police Department and FBI

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

Average Police Response Time

4 Target 33 minutes minutes Target

3 2.7

2.7

2.4

*Source: Williamsburg Police Department

0 Minutes

FY 11

FY 12

FY 13

FY 14

6 Target 5 minutes

3. Respond to calls for fire and non-EMS emergencies averaging under 5 minutes from time of dispatch to apparatus arrival on scene. 4. Respond to emergency medical (EMS) calls for service averaging under 5 minutes from time of dispatch to Advanced Life Support (ALS) arrival on scene.

Average Fire 5.4

5.4

5.1 4.7

4.6

4.8

4.7

Response Time

0 Minutes

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

*Source: Williamsburg Fire Department

6 Target 5 minutes

5.9 5.5

5.2

5.1

5.2

Average ALS response Time

*Source: Williamsburg Fire Department

0 Minutes

FY 08

FY 09

FY 10

FY 11

B - 22

FY 12

FY 13

FY 14

Desired Outcomes

Observed Results Fire-Fit

Fire-Marginal

Fire-Not Fit

Police-Fit

Police-Marginal

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

30 25

0 1

29 30

FY 12

FY 13

1 1

34 35

Percent of Police and Fire Personnel Found “Fully Fit” for Duty.

12 15

20 35

32 34

32 19

5 0 FY 08

6. Maintain certifications of public safety and emergency readiness.

FY 09

Police FY 14 : 97% Fire FY 14: 100%

FY 10

FY 11

FY 14

*Source: Williamsburg Police and Fire Departments

Police Agency National Re-Accreditation (CALEA - 2012)

*Source: Williamsburg Police and Fire Departments

120

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

100

109 99

80 60

Number of Trained CERT Volunteers Available to Staff NRTs.

40 20

*Source: Williamsburg Human Services

0 FY 11

FY 12

FY 13

B - 23

FY 14

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

National Citizen Survey Results Percent Rated Positive * Question (Trends Report page number)

National Benchmark **

Trendline

2008 - 2014

2008

2010

2012

2014

Safety in Williamsburg’s downtown/ commercial area (p.2)

97%

95%

97%

95%

↔

Safety in your neighborhood (p.2)

95%

96%

98%

94%

↔

Safety from property crimes

73%

78%

N/A

Safety from violent crimes

80%

84%

86%

N/A

Police services (p.4)

81%

84%

88%

87%

↔

Fire services (p.4)

94%

96%

95%

94%

↔

EMS services (p.4)

91%

95%

92%

94%

↔

Crime prevention services (p.4)

80%

86%

84%

78%

↔

Fire prevention and education services (p.4)

80%

90%

87%

83%

↔

Traffic enforcement services (p.4)

64%

69%

72%

64%

↔

Emergency preparedness (p.4)

68%

78%

73%

74%

↔

Overall feeling of safety (p.2)

N/A

93%

↔

Stocked supplies for an emergency (p.5)

N/A

49%

↑

Did not report a crime (p.5)

N/A

87%

↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks :

↑↑

Much Higher

↑

Higher

B - 24

↔

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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

B. Fourth Middle School and School Contract Work with the Williamsburg James City County School System and James City County Board of Supervisors to finalize decisions and timelines for construction and operation of a fourth Middle School. Aim to open the school by fall 2018. Prepare for school contract negotiations with James City County which are to commence in January 2016.

â&#x20AC;&#x153;Read Across America Dayâ&#x20AC;? at Matthew Whaley

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

B - 25

D. Cedar Grove Cemetery Expansion

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

Memorial Day at Cedar Grove Cemetery

E. Transitional Housing/Homelessness Prevention Work with the faith based community to develop and implement a new â&#x20AC;&#x153;self-sufficiency modelâ&#x20AC;? in 2015 to provide transitional and permanent housing for city residents. Collect information on temporary and transitional housing issues in the city and work with city departments (Human Services, Fire, Police, Planning & Codes Compliance) to address issues on a case by case basis during the biennium.

F. Youth and Family Achievement Add new afterschool component to the cityâ&#x20AC;&#x2122;s year round Youth Achievement Program in cooperation with city police, to include tutoring, mentoring, Tae Kwon Do, and other prevention efforts.

2014 Summer Youth Achievement Program Graduates

B - 26

Desired Outcomes

Observed Results 600

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

589 Target < 500

595

527

500 511

400

414

300

323

242

200 FY 08

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

Average Number of Families Receiving Food Stamps in City.

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

600

547

500

539

533

FY 13

FY 14

491 453

400

*Source: Williamsburg Human Services

Average Number of Residents Receiving Medicaid Benefits in City

Target < 450

415 369

300

200 FY 08

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

FY 09

FY 10

FY 11

FY 12

*Source: Williamsburg Human Services

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

50 45

Target < 40

40 38 34

30 29

20 FY 08

4. Exceed statewide success rate of VIEW (VA Incentive for Employment Not Welfare) program participants at finding jobs.

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

Percent of Participants Finding Employment

100% City

*Source: Williamsburg Human Services

State

80% 79% 72%

60%

64%

58%

54% 48%

40%

47%

48% 49%

49%

51%

54% 54%

20%

0% FY 08

FY 09

FY 10

FY 11

B - 27

FY 12

FY 13

FY 14

*Source: Virginia Department of Social Services

Desired Outcomes

Observed Results 100%

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

Percent of Residential Properties Valued at $250,000 or Less.

80% Target < 50%

60%

40%

48%

50%

54%

52%

55%

53%

*Source: Williamsburg City Assessor

20%

0% FY 09

FY 10

FY 11

FY 12

B - 28

FY 13

FY 14

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

National Citizen Survey Results Percent Rated Positive *

National Benchmark **

Trendline

2008 - 2014

Question (Trends & Livability Report page number)

2008

2010

2012

2014

Educational opportunities (p.4)

78%

85%

78%

↑

Public Schools (p.3)

68%

78%

83%

79%

↔

Availability of affordable quality health care (p.4)

50%

55%

64%

72%

↑

72%

67%

71%

↔

Availability of preventive health services (p.3)

52%

60%

66%

73%

↔

Health and wellness services (p.37)

65%

73%

78%

N/A

Availability of affordable quality child care/ preschool (p.3)

28%

35%

48%

53%

↔

Services to seniors

75%

79%

N/A

Services to youth

50%

55%

56%

N/A

Services to low-income people

37%

42%

49%

N/A

Availability of affordable quality housing (p.4)

20%

30%

38%

36%

↔

Variety of housing options (p.4)

36%

42%

53%

↔

Health and Wellness (p.3)

77%

↔

Mental Health Care (p.3)

58%

↔

Adult education (p.3)

n/a

66%

↔

Ate 5 portions of fruits and vegetables (p.5)

n/a

88%

↔

Participated in moderate or vigorous physical activity (p.5)

n/a

86%

↔

In very good to excellent health (p.5)

n/a

63%

↔

Similar

↓

Availability of affordable quality food (p.3)

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher

↑

Higher

↔

B - 29

Lower

↓↓

Much Lower

* Not Available

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. Kiwanis Park Improvements Construct the fourth lighted softball field at Kiwanis Park in FY17 to make Kiwanis Park the premier park regionally for softball â&#x20AC;&#x201C; both for local teams and sports tourism. Install new ADA compliant playground equipment in FY16 to replace the current equipment for greater safety and accessibility.

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

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

B - 30

ages. Develop an 18-hole disc golf course capable of hosting regional tournaments. Complete all these projects by mid-2015 calendar year.

D. Sports Tourism Collaborate with the Greater Williamsburg Chamber and Tourism Alliance and adjoining counties in hosting major athletic competitions, including youth team and road races. Decide on which additional athletic facilities have the greatest potential for return on investment in attracting and delivering more sports tourism.

E. Fieldhouse Facility Feasibility Work with the regional partners following up on the recently completed feasibility study to determine possible locations and business plan to build a multipurpose fieldhouse to support the regionâ&#x20AC;&#x2122;s sports and cultural programs and to enable more sports tourism and overnight visitation for hosted events and promote tourism.

Waller Mill Disc Golf

F. Outdoor Performance Venue Evaluate the feasibility of creating an outdoor performance venue within the city during the biennium for the purpose of hosting music festivals and events to boost tourism.

G. This Century Art Gallery Assist This Century Art Gallery in developing their future home in City Square located between the Chamber Building and Community Building.

H. Library Facility Renewal and Renovation Assist the Williamsburg Regional Library in expansion and renovation within the Williamburg Library building, made possible by the freeing of space with the Stryker Center project (See Goal VIII: Engagement and Governance).

I. Arts District Sculpture Project Implement an Arts District Sculpture Project in 2015 to significantly expand public art in the city and to increase the profile and support the brand of the cityâ&#x20AC;&#x2122;s Arts District.

J. Save Country Road West Work with Colonial Williamsburg Foundation and James City Country to retain the Country Road between the Historic Area and Kingsmill as a share use hiking and biking trail, a premier linear park before the end of the biennium.

B - 31

Desired Outcomes

Observed Results 30,000

1. Increase the total number of recreation program participants (consistent with percent of city resident participants and cost recovery goals below).

25,000 26,135

25,886

25,487

Total Number of Participants in all P&R Programs.

22,010

20,000 20,902

21,376

FY 09

FY 10

Average annual increase over six years: 5.3%

18,899

15,000

10,000 FY 08

FY 11

FY 12

FY 13

FY 14

*Source: Williamsburg Parks and Recreation

40%

2. Increase the percent of city resident participants in recreation programs relative to total number of participants.

Percent of Total P&R Program Participants who are City Residents

30%

20%

23.7%

20.9%

22.2%

24.1% 21.1% 18.5%

10%

0% FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

Average annual decrease over six years: -.9% *Source: Williamsburg Park and Recreation

50%

3. Increase percentage of total Parks and Recreation operating costs covered by user fees.

Percent of Total P&R Operating Costs Covered by User Fees

40%

30%

34%

33%

32%

29%

20%

22%

24%

FY 08

FY 09

Average annual increase over six years: 1.6%

10%

0% FY 10

FY 11

FY 12

FY 13

FY 14

*Source: Williamsburg Parks and Recreation

75%

4. Achieve a rate of active library cards held by residents (including William and Mary students) of at least one half of total population.

Percent of City Population Holding a Valid Library Card 50%

53% 48%

50%

FY 08

FY 09

53% 49%

49%

50%

FY 11

FY 12

FY 13

25% FY 10

B - 32

FY 14

7,820 cards in FY14

*Source: Williamsburg Regional Library

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

$1,114,142

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

2009

2010

2011

2012

2013

6,000

6. Increase attendance at the Virginia Arts Festival’s annual “Festival Williamsburg” events each year.

5,425

4,524 4,812

3,624

4,000 4,111

4,141

Number of General Public and Students Attending Festival Williamsburg Events Average annual decrease over six years: -4.2%

2,833

2,000

* Source: Virginia Arts Festival

0 2008

2009

2010

2011

B - 33

2012

2013

2014

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

National Citizen Survey Results Percent Rated Positive *

National Benchmark **

Trendline

2008 - 2014

Question (Trends Report page number)

2008

2010

2012

2014

Recreational opportunities (p.3)

73%

71%

75%

↔

City Parks (p.4)

87%

91%

87%

92%

↔

Recreation programs and classes (p.4)

73%

87%

84%

79%

↔

Recreation centers and facilities (p.4)

74%

86%

83%

81%

↔

Public library services (p.4)

91%

94%

93%

↔

Opportunities to attend cultural activities (p.21)

64%

72%

76%

79%

↑

Availability of paths and walking trails (p.9)

54%

62%

69%

70%

↔

Fitness opportunities (p.3)

N/A

73%

↔

Used Williamsburg recreation centers (p.5)

N/A

55%

38%

52%

↔

Visited a City park (p.5)

N/A

86%

84%

82%

↔

Used Williamsburg public libraries (p.5)

N/A

84%

82%

74%

↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher

↑

Higher

B - 34

↔

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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 Doing Williamsburg’s part to achieve a clean, healthy Chesapeake Bay, implement requirements of State and Federal stormwater regulations as provided in the city’s revised Stormwater Plan, Stormwater Ordinance and the E&S ordinance. Develop a Total Maximum Daily Load (TMDL) action plan in 2015. Effectively administer the Virginia Stormwater Management Program which was passed down to local jurisdictions from the State.

B. Waste System Improvements Upgrade the city’s drinking water system by painting three (3) major water tanks, upgrading water tanks safety features, and replace remaining galvanized water service lines with new lines where they are found.

C. Sanitary Sewer System Rehabilitation

Water Tower at Quarterpath at Wiliamsburg

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

B - 35

D. Residential Refuse Collection Solicit bids for a new five year contract for residential refuse collection to become effective July 2015. Include a bid option to convert to citywide curbside collection with distinctive city logo carts on a neighborhood by neighborhood basis.

E. Recycling Monitor the implementation of the new residential recycling program in 2015 to ensure a smooth transition with residents and contractor. Correct any specific challenges with the new program as needed.

Expand the curbside resident recycling program to extend to small businesses, churches, small schools, and similar entities â&#x20AC;&#x201C; by means of subscription service at favorable rates using residential recycling contractor. Seek to have this service in place by fall 2015.

New City Recycling Containers

F. Water Plant Improvements Make permanent improvements by spring 2015 to the cityâ&#x20AC;&#x2122;s water treatment plant chemical feed systems based on successful testing using temporary measures. This project includes installation of permanent underground pipes from the chemical operations building to the mixing basins and ground storage tank.

Water Treatment Plant

G. Sustainability Partnership

Partner with the College of William and Mary to develop and implement Community Sustainability Seminars during the biennium.

B - 36

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).

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

Target 37.5%

40% 36%

47%

Calendar Year 2014 data not available *Source: Williamsburg Public Works & U li es.

27%

22%

2008

125% of stated goal in 2013

38%

36%

20% 0%

60%

2009

2010

2011

2012

2013

100%

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

80% 60% Target 42%

40%

44%

42%

43%

46%

44%

20% 0%

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

*Source: Williamsburg Public Works & U li es FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

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

100 80 75

60 54

(Next Challenge will be in FY 15)

40 20

*Source: Williamsburg Green Team

0 FY 11

4. Conserve drinking water by reducing daily household equivalent consump on below 150 gallons per day.

FY 12

200 173

172

170

160

Target < 150 155

154 143

140

120

FY 08

FY 09

FY 10

FY 11

B - 37

FY 12

FY 13

FY 14

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

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

Observed Results

*Source: Williamsburg Public Works & U li es

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

*Source: Williamsburg Public Works & U li es

7. Maintain recer fica on of the Public Works Department as an “Extraordinary Environmental Enterprise” (E4)

*Source: Williamsburg Public Works & U li es

B - 38

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

National Citizen Survey Results Percent Rated Positive *

National Benchmark **

Trendline

2008 - 2014

Question (Trends Report page number)

2008

2010

2012

2014

Sewer services (p.4)

86%

82%

88%

87%

↔

Drinking water (p.4)

64%

73%

78%

↔

Storm drainage (p.4)

67%

70%

72%

67%

↔

Yard waste pick-up (p.4)

80%

76%

82%

78%

↔

Recycling (p.4)

74%

80%

81%

71%

↔

Garbage collection (p.4)

91%

79%

90%

87%

↔

Open space (p.4)

N/A

67%

↔

Utility billing (p.4)

N/A

76%

↔

Conserved water (p.5)

N/A

83%

↔

Made home more energy efficient (p.5)

N/A

74%

↔

Recycled at home (p.5)

N/A

81%

86%

↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks :

↑↑

Much Higher

↑

Higher

B - 39

↔

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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

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

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

B - 40

D. Revenue Policy Reassess stated revenue and taxation policies prior to the FY16 budget year, aimed at growing city revenue base. Look at issues such as, potential untapped revenue sources, degree to which fees for service cover cost of service, and revenue collection policy and methods. Evaluate land-use policies particularly the degree to which residential use has encroached into commercial zones to improve long term revenue outlook.

E. Employee Health & Wellness Pursue employee lifestyle health and wellness through an aggressive program of nutrition education and fitness training. Strive to reverse the decades long trend of increasing employee and dependent healthcare costs by taking the next steps in the city’s employee health and wellness journey, possibly to include use of insurance premium incentives and an onsite clinic.

Employee “Boot Camp”

F. Performance Analytics – Next Generation of PM System/Dashboards Complete the setup and deployment of next generation dashboards for all city employees by the end of calendar 2015. Train all city employees who should have their own performance information to use new dashboards during the biennium. Deploy the latest public dashboards and continue to expand the number and usefulness of public dashboards. Train key staff as required to implement new ICMA Insights performance management system, and retain the “Certificate of Excellence” from the ICMA Center for Performance Analytics.

G. Community Visioning Exercise Using the tools of strategic forecasting, develop and implement a community visioning exercise for City Council and citizens during the biennium. Looking decades ahead develop a “preferred futures” for identified “domains” amid “possible scenarios.” Connect visioning exercise to the next update of the city’s Comprehensive Plan which will commence in the 2017/18 biennium.

2014 Goals, Initiatives and Outcomes Community Workshop

B - 41

Desired Outcomes

Observed Results

Budget vs. Operations

$36 $34.1 $34

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

$32.4

$32.3

$32

$31.3 Revenues

$30

Expenditures Budgeted

FY 08 Actual

FY 09 Actual

FY 10 Actual

FY 11 Actual

FY 12 Actual

FY 13 Actual

FY 14 Estimated

FY 15 Budget

100% 80%

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

60%

72.7%

70.8% 66.5%

74.0%

77.2%

59.2%

40% Target > 35%

20% 0%

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

$33.3 $32.1

$28

$33.7

$33.2

Annual Opera ng Revenues Compared to Budget and to Actual Expenditures *Source: Williamsburg Finance Department

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

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

*Source: Williamsburg Finance Department

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

12%

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

Target 10%

10% 9.5% 8.0%

6.8% 5.0%

5.0%

5.0% 4.5%

FY 08

FY 09

FY 10

FY 11

B - 42

FY 12

FY 13

FY 14

*Source: Williamsburg Human Resources

Desired Outcomes

Observed Results

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

3.3%

3.1% 2.6%

3.3%

2.6%

3.1% 2.4%

Target 2.5%

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

FY 08

FY 09

FY 10

FY 12

FY 13

FY 14

24 22

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

FY 11

*Source: Williamsburg Human Resources

Target 15

Auto and General Liability Claims Paid by the City Annually

4 0

$2.4 $2.0 7. Reduce employee health insurance claims $1.6 paid to less than 0% $1.2 annual growth rate.

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

*Source: Williamsburg Finance Department

FY 14

Amount of Health Insurance Claims Paid by the City

$2.19 $1.86 $1.61

$1.73

$1.97

$1.74

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

$1.30

$0.8 $0.4 $0.0 $ Millions

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

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

Number of Employees Comple ng Training

200 180 160

*Source: Williamsburg Human Resources

178

140

120

QUEST: 97% completed

100 80

HPO: 46% completed

40 20 0 QUEST

SELF

B - 43

*Source: Williamsburg Human Resources

Desired Outcomes

Observed Results

Number of Online Transac ons via Williamsburgva.gov Average annual increase over six years: 8%

10,000

8,000

9. Increase the use of online transac ons between ci zens and city.

6,000

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

6,380

6,436

4,996

4,000

4,288

4,061

2,000

6,399

5,858

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

*Source: Williamsburg Informa on Technology

FY 14

Number of Ci zens Signed Up to Receive Email No ces through “E‐no fy” Average annual increase over six years: 43%

6,000

5,072

4,000 4,062 3,412

2,000

2,276 1,686

756

FY 08

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 0

1,517

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

*Source: Williamsburg Informa on Technology

Number of City Facebook Fans and Twi er Followers Facebook up: 117% Twi er up: 417% *Source: Williamsburg

3,262

Facebook

2,972

3,009

Twitter 2,402 1,888 1,502 1,210

582

FY 11

Communica ons Specialist FY 12

FY 13

B - 44

FY 14

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

National Citizen Survey Results Percent Rated Positive * Question (Trends Report page number)

National Benchmark **

Trendline

2008 - 2014

2008

2010

2012

2014

The value of services for the taxes paid to Williamsburg (p.3)

76%

73%

75%

73%

↑

The overall direction that Williamsburg is taking (p.3)

55%

60%

65%

66%

↔

The job Williamsburg government does at welcoming citizen involvement (p.3)

62%

63%

56%

↔

Overall image or reputation of Williamsburg (p.2)

85%

87%

93%

87%

↑

Opportunities to participate in community matters (p.3)

68%

71%

77%

71%

↔

Opportunities to volunteer (p.3)

80%

86%

87%

83%

↔

Public information services (p.4)

76%

80%

84%

76%

↔

Knowledge of city employees

90%

83%

87%

N/A

Responsiveness of city employees

91%

77%

82%

N/A

Courtesy of city employees

91%

85%

N/A

Overall impression of city employees (p.3)

91%

79%

82%

↔

Services provided by city (p.3)

75%

82%

86%

83%

↔

Confidence in City government (p.3)

N/A

62%

↔

Acting in the best interest of Williamsburg (p.3)

N/A

62%

↔

Being honest (p.3)

N/A

67%

↔

Treating all residents fairly (p.3)

N/A

62%

↔

* Ratings of "Excellent" or "Good", or equivalent ↑↑ Much Higher ** Legend for National Benchmarks :

↑

Higher

B - 45

↔

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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

National Citizen Survey Results Percent Rated Positive * Question (Trends Report page number)

National Benchmark **

Trendline

2008 - 2014

2008

2010

2012

2014

Neighborliness of residents in Williamsburg (p.3)

N/A

69%

↔

Special Events (p.4)

N/A

71%

↔

Attended a City-sponsored event (p.6)

N/A

55%

↔

Contacted Williamsburg elected official (p.6)

N/A

14%

↔

Volunteered (p.6)

N/A

52%

57%

51%

↔

Talked to or visited with neighbors (p.6)

N/A

90%

↔

Done a favor for a neighbor (p.6)

N/A

80%

↔

Attended a local meeting (p.6)

N/A

29%

23%

20%

↔

Watched a local public meeting (p.6)

N/A

41%

36%

22%

↓

Read or watched local news (p.6)

N/A

85%

↔

Voted in local elections (p.6)

N/A

74%

71%

85%

↔

* Ratings of "Excellent" or "Good", or equivalent ** Legend for National Benchmarks : ↑↑ Much Higher

↑

Higher

B - 46

↔

Similar

↓

Lower

↓↓

Much Lower

* Not Available

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 60 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 2014 NCS results are shown for service areas. Finally, under each department are the budgetary Cost Centers which comprise that department. Detailed information including four years of expenditures and staffing, and performance trends, projections, and targets, is presented. Performance metrics – including workload measures, efficiency measures and other useful indicators of performance – are shown with operating data for the last two fiscal years, the projected number for the current year, and the target or expected number for next year.

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 2013 Actual

FY 2014

FY 2015

FTE

Actual

FTE

Budget

FY 2016

FTE

Adopted

FTE

City Manager

521,247

3.5

535,641

3.5

546,794

3.5

557,203

3.5

Human Resources

100,381

101,351

100,421

104,102

Clerk of Council / Comm.

169,829

183,178

161,064

153,120

Economic Development

163,268

260,803

273,239

289,389

Total

954,725

8.5

Desired Outcomes

1,080,973

8.5

1,081,518

8.5

1,103,814

8.5

Observed Results

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

Residents rated all Community areas shown for the 2014 survey “similar” or “higher” than the National benchmark comparison.

C-2

Desired Outcomes

Observed Results

2. Receive improving National Citizen Survey ratings for Overall Appearance, Natural Environment and Built Environment “higher” than the national benchmark.

The overall appearance, cleanliness, and natural environment were “higher”, and overall quality of new development was “similar” to the national benchmark.

3. Receive improving National Citizen Survey ratings for Overall Image, Direction, Opportunities for Participation in Community Matters and Public Information Services “higher” than the national benchmark.

Overall image or reputation of Williamsburg rated “higher”, with all other responses “similar” to the national benchmark.

4. Receive improving National Citizen Survey ratings for other Governance survey responses “higher” than the national benchmark.

Survey responses for these governance categories were all “similar” to the national benchmark.

* These are new survey questions for 2014

C-3

Desired Outcomes

Observed Results

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

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

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

Shown are yearend General Fund balance, excluding non-spendable (value of land held for resale) and $4.8 Million of restricted funds borrowed in FY 2014 for construction of the Stryker Center.

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

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

C-4

Office of City Manager Cost Centers: City Manager / Human Resources FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

563,429

582,799

591,092

604,940

Operating

58,199

54,193

56,123

56,365

621,628

636,992

647,215

661,305

Expenditures

Capital Outlay Total

Staffing City Manager

4.5

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

Citywide employee turnover rate

5.0%

4.5%

6.0%

<10%

Citywide sick leave use rate

2.8%

2.6%

2.5%

<2.5%

88%

97%

98%

100%

High Performance Organization Training

33.4%

46.1%

31.4%

>80%

Ethics Training

86.7%

95.2%

96%

100%

72%

71%

72%

>75%

<10

$1.87

$1.98

$2.30

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 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

155,930

171,015

149,264

141,320

Operating

13,899

12,163

11,800

169,829

183,178

161,064

153,120

Clerk of Council

Communications Specialist

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

Number of open Council meetings

Number of closed Council meetings

Number of Resolutions

Number of Ordinances

100%

175

188

166

>250

City Council Work Session — Citizen Attendance

125

114

>150

Boards & Commissions vacancy rate

102

100

Number Signed Up for E-Notify

931

1,010

1,100

>1,200

Number of E-Notifications Sent

402

346

280

300

—

321

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

Number of Press Releases

Everbridge Notification Activations *

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

C-6

Economic Development FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

129,357

186,536

189,809

194,459

Operating

33,911

74,267

83,430

94,930

163,268

260,803

273,239

289,389

Expenditures

Capital Outlay Total

Economic Development includes expenditures for Triangle Building Management

Staffing Economic Development Director

Economic Development Specialist

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

185

140

100

$1.2M

$3.3M

$30M

>$10M

802

790

>800

>50

136

142

100

>100

>50

36.9%

38.8%

38%

>45%

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 201 3 Actual

FY 201 4

FTE

Actual

FY 2015

FTE

Budget

FY 2016

FTE

Adopted

FTE

Finance

683,318

720,483

732,934

758,071

Real Estate Assessments

166,819

168,576

172,373

181,425

Total

850,137

889,059

905,307

939,496

Desired Outcomes

Observed Results

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

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.

C-8

Desired Outcomes

Observed Results

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

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

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

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.

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

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

88 sales

81 sales

72 sales

97 sales

93 sales

C-9

130 sales

Finance Cost Centers: Finance FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

643,125

676,906

691,039

716,561

Operating

40,193

43,577

41,895

41,510

683,318

720,483

732,934

758,071

Director of Finance

Deputy Director of Finance

Purchasing Agent

Utility Technician

Financial Technician

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Total bills processed

44,137

45,132

45,400

45,700

# consecutive years received GFOA financial reporting award

# consecutive years received GFOA budgeting award

# vendor payments processed

5,971

6,286

6,300

6,400

# payroll checks processed

6,191

6,253

6,300

Personal property tax collection rate

96.5%

96.6%

97%

Real estate tax collection rate

98.4%

98.5%

98.6%

.50%

.51%

>.53%

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

Average rate of investment return

C - 10

Real Estate Assessments FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

153,468

157,369

160,307

169,950

Operating

13,351

11,207

12,066

11,475

166,819

168,576

172,373

181,425

Real Estate Assessor

Assessment Technician

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

4,468

4,471

4,480

4,490

285

302

250

300

93.4%

93.5%

100%

104

100

120

# information requests - office / phone

2,503

2,340

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 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

297,424

313,147

319,577

346,033

Operating

277,689

276,719

306,600

314,000

24,603

25,337

32,000

20,000

599,716

615,203

658,177

680,033

Expenditures

Capital Outlay Total

Desired Outcomes

Observed Results

1. Respond to all I T HelpDesk service calls in less than 2 hours.

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

C - 12

Desired Outcomes

Observed Results

2. Increase website visitors by 10% annually.

The increase in unique website visitors averaged 3.4% annually from FY 2009 to FY 2014 the increase in returning website visitors for the same period averaged 31% annually.

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

The total number of eGov transactions increased significantly during FY 2010 and FY 2011, with the pace leveling thru FY 2014 - Average annual increase during this period was 8.7%

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

$4.3 Million was received for financial transactions over the Cityâ&#x20AC;&#x2122;s website from FY 2009 thru FY 2014. The average increase in receipts over the 5 fiscal years was 14.7%

C - 13

Information Technology

Staffing

FY 2013

FY 2014

FY 2015

FY 2016

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

965

718

900

950

92.8%

93.6%

90%

>94%

427,175

409,527

450,000

>450,000

6,380

6,436

6,000

>6,500

$882,126

$964,531

$1,000,000

>$1,000,000

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

Average time (in hours) to IT Ticket resolution

10.17

10.33

10.0

<8.0

Information Technology Director Systems Analyst Network Administrator 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 2013 Actual Law Enforcement Operations 3,534,593

FY 2014

FY 2015

FY 2016

FTE

Actual

FTE

Budget

FTE

Adopted

FTE

3,704,133

3,744,357

3,891,782

*Public Safety Communications

526,505

537,135

545,730

555,008

Parking Garage

136,215

135,191

139,643

142,994

4,197,313

4,376,459

4,429,730

4,589,784

*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 “similar” compared to the national benchmark for police services, crime prevention, and traffic enforcement for FY 2014.

1. Receive improving National Citizen Survey ratings for all services provided by the Police Department “Higher” than the national benchmark.

C - 15

Desired Outcomes

Observed Results

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

Citizen responses for FY 2014 were “similar” to the national benchmark for all categories.

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 2013 are the latest available).

C - 16

Police Department Cost Centers: Law Enforcement Operations FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

3,126,000

3,256,923

3,274,007

3,442,832

Operating

407,751

444,983

467,350

441,950

842

2,227

3,000

7,000

3,534,593

3,704,133

3,744,357

3,891,782

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 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

2.4

2.7

2.8

<3.0

Clearance Rate for Part I Crimes

46.8%

48.9%

48.0%

60.0%

Clearance Rate for Part I Crimes-National *

27.7%

28.7%

>30%

162

188

190

<150

<65

1,457

1,107

1,300

1,600

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 2012 & 2013 for localities 10,000 to 24,999 in population

C - 17

Parking Garage FY 2013

FY 2014

FY 2015

Expenditures

Actual

Budget

Adopted

Personnel

78,228

81,056

81,643

84,994

Operating

57,987

54,135

58,000

136,215

135,191

139,643

142,994

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

# of vehicles utilizing parking garage

80,332

90,689

89,000

>90,000

$2.64

$2.56

$2.50

$2.70

$284,100

$321,150

$305,000

>$310,000

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 2013 Actual Fire Suppression, Prevention & EMS

FY 2014 FTE

3,298,458 37

Actual 3,479,595

FY 2015 FTE 37

Budget 3,727,575

FY 2016

FTE 37

Adopted 3,856,209

FTE 37

Emergency Management staffing provided by Fire Department included above

Desired Outcomes

Observed Results Residents rated all Fire Services for the 2014 survey “similar” to the national benchmark comparison for all survey categories.

1. Receive improving National Citizen Survey ratings for all services provided by the Fire Department “Higher” than 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 has been under the 5 minute target since FY 11.

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 has consistently been just over the 5 minute or less target for the past five years.

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

FY 10 thru FY 14 resulted in average annual property loss of .60% of property value at risk.

C - 20

Fire Department Cost Centers: Fire Suppression, Prevention & Education, and Emergency Medical Services FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

2,941,739

3,103,716

3,264,885

3,388,819

Operating

275,880

295,803

355,690

355,390

80,839

80,076

107,000

112,000

3,298,458

3,479,595

3,727,575

3,856,209

Fire Chief

Deputy Fire Chief

Battalion chief

Fire Captain

Lieutenant

Technical Assistant

Fire Inspector

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

Average Fire response time in minutes

4.8

4.7

5.0

<5.0

Average EMS response time in minutes

5.2

5.0

<5.0

Fire Loss (% of total properties at risk)

0.1

0.2

< 1.0 %

Fire Prevention Inspections (%)

68%

67%

70%

80%

NIMSCAST score (Tier 1/Tier 2)

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/ Stormwater Operations

5. Landscaping

3. Refuse/Recycling Collection

4. Buildings / Facilities Maintenance

6. Cemetery

Expenditures and Staffing FY 2013 Actual

FY 2014

FTE

Actual

FY 2015 FTE

Budget

FY 2016

FTE

Adopted

FTE

City Shop

235,890

238,452

242,277

246,933

Engineering

269,532

249,582

255,100

266,272

Streets

1,057,026

1,017,481

1,084,729

828,709

Stormwater Operations

584

5,589

6,950

216,383

Refuse Collection

640,393

653,010

609,500

469,750

Buildings / Facilities Mtce

446,790

466,810

467,946

469,753

Landscaping

508,394

527,533

538,183

575,393

Cemetery

61,033

63,720

65,286

67,500

Total

3,219,642

3,222,177

3,269,971

3,140,693

Desired Outcomes

Observed Results All Street services surveyed were “similar” to national benchmark for 2014.

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

C - 22

Desired Outcomes

Observed Results Target set-out rate for recycling material is 42% - recycling information is available to residents in a variety of ways, including the City’s website, the Williamsburg Farmers Market during summer months, and the Neighborhood Council of Williamsburg.

2. Increase residential participation in recycling program Citywide.

Since FY 2010 the City has exceeded the State’s 25% goal - for FY 2014 the achievement rate was 188% of the State’s goal.

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

Garbage collection and recycling are contracted services. All survey responses were “similar” to the national benchmark for 2014.

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

C - 23

Public Works Cost Centers: City Shop FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

190,525

197,606

200,030

205,086

Operating

41,316

39,641

39,747

39,347

4,049

1,205

2,500

235,890

238,452

242,277

246,933

Shop Superintendent

Mechanic

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

# titled fleet vehicles maintained

# other equipment maintained

3.4%

4.5%

Unleaded fuel used (gals)

46,508

45,873

46,000

Diesel fuel used (gals)

18,267

17,215

17,000

256

200

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 / Stormwater Operations FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

812,891

707,064

819,529

790,224

Operating

504,020

539,390

499,250

503,140

10,815

26,198

28,000

18,000

1,327,726

1,272,652

1,346,779

1,311,364

Superintendent

Engineer

Supervisor

Administrative Secretary

Municipal Service Workers

Expenditures

Capital Outlay Total

Staffing

Public Works Inspector

Total

Performance Trends and Targets FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

# traffic signals maintained

705

653

575

2,100

2,850

8,100

5,760

Quarterly EMS meetings with all personnel

Linear lane miles of street swept

1,686

1,662

950

1,000

Tons of debris swept from street

197

196

225

230

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

C - 25

Refuse Collection FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

Operating*

640,393

653,010

609,500

469,750

640,393

653,010

609,500

469,750

Expenditures

Capital Outlay Total

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

Staffing None (contracted service)

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Residential refuse accounts

3,100

Residential refuse - tons collected

2,094

2,042

2,255

2,275

Tons refuse collected per account

0.05

0.06

3,514

3,520

3,500

Tons of recycling collected

701

653

700

710

Average pounds of recycling per account

.01

.02

% recycling of all refuse

25%

24%

25%

>25%

Exceed State 25% recycling goal by 150% (goal=37.5%)

38%

47%

48%

>50%

Recycling Set-out Rate (% participation)

46%

44%

>45%

Garbage collection misses

198

213

150

<150

Recycling collection misses

<40

Total

Performance Trends and Targets

Residential recycling accounts

C - 26

Buildings / Facilities Maintenance FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

137,747

142,429

145,576

150,183

Operating

297,944

308,643

301,870

299,070

11,099

15,738

20,500

446,790

466,810

467,946

469,753

Facilities Manager

Municipal Service Worker

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Community Building - electricity usage (kwh)

75,413

67,592

140,000

<140,000

Community Building - total events

137

138

180

>180

Community Building - fee revenue

$34,550

45,445

$38,000

>$40,000

Community Bldg窶馬atural gas usage (ccf)

2,949

1,975

4,800

<4,800

Municipal Bldg-electrical usage (kwh)

684,080

667,280

925,000

<925,000

Stryker Bldg-electrical usage (kwh) *

112,640

123,440

n/a

TBD

Police Station-electrical usage (kwh)

107,560

156,000

165,000

<165,000

Fire Station-electrical usage (kwh)

247,840

264,320

250,000

<250,000

Train Station-electrical usage (kwh)

107,560

103,852

100,000

<100,000

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

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

C - 27

Landscaping FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

292,424

331,944

331,633

371,943

Operating*

215,493

183,956

191,550

188,450

477

11,633

15,000

508,394

527,533

538,183

575,393

Superintendent

Supervisor

Municipal Service Workers

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

8,000

16,000

>12,000

>25

3,232

3,275

3,000

202,560

980

5,442

1,005

1,030

3,276

2,825

3,800

<4,000

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures Plant at least 16,000 bulbs per year Trees planted - new * Trees planted - replacement *

Mowed acreage Sq. ft. of planting beds maintained # street / park trees maintained Gallons of herbicide used

C - 28

Cemetery FY 2013

FY 2014

FY 2015

FY 2016

Expenditures

Actual

Budget

Adopted

Personnel

54,724

57,235

57,686

59,980

Operating

6,279

6,485

7,600

7,520

61,003

63,720

65,286

67,500

Capital Outlay Total

Staffing Caretaker Total

Performance Trends and Targets FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

# of interments

# of purchases - lots/spaces

$41,070

$38,000

$40,000

$2,693

$3,186

$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 2013 Actual

FY 2014

FTE

Administration

389,258

3.5

Parks

202,091

Programs

568,562

Total

1,159,911

Desired Outcomes

Actual

FY 2015 FTE

Budget

FY 2016 FTE

Adopted

FTE

408,704 3.5

445,323 3.5

455,917 3.5

198,957

242,753

246,276

530,790

588,483

547,289

8.5

1,138,451 8.5

1,276,559 8.5

1,249,482 8.5

Observed Results All survey responses were “similar” to the national benchmark for 2014.

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

C - 30

Desired Outcomes

Observed Results Biennial responses from the National Citizen Survey show an upswing in use of the recreation center, and a slight decline in visitation of parks, although still positive for over 75% of respondents. 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 .

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 2014. Average annual increase since FY08 is 5.3%.

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

Ratio of City resident to total program participants has ranged from 19% to 24% since 2008. City resident participation for 2014 was 19%.

C - 31

Recreation Cost Centers: Administration FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

297,870

313,650

327,943

336,992

Operating

91,388

95,054

117,380

118,925

389,258

408,704

445,323

455,917

Senior Secretary

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

3.5

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Total number of recreation program participants

25,886

25,487

27,000

28,000

Number of City participants in recreation programs

5,452

4,721

5,000

>5,000

Percent of total participants in Recreation programs who are city residents

21.1%

18.5%

>20%

$22

$21

$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 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

164,359

159,101

180,188

181,946

Operating

30,890

29,789

50,565

52,330

6,842

10,067

12,000

202,091

198,957

242,753

246,276

Expenditures

Capital Outlay Total

Staffing Park Manager / Waller Mill Park Total

Performance Trends and Targets FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Total park acreage (In City and Waller Mill)

1,433.8

Waller Mill Park attendance*

90,066

109,144

95,000

98,000

241

256

250

>250

4,729

4,347

4,800

4,900

12,770

14,801

13,000

13,500

$125,842

$140,490

$126,000

>$130,000

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

*Renovations to the boat ramp and dock area are scheduled for completion in mid-2015, with an undetermined impact on attendance, rentals, and revenues.

C - 33

Programs

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

291,291

301,593

287,688

249,609

Operating

252,388

206,237

271,295

268,180

24,883

22,960

29,500

568,562

530,790

588,483

547,289

Recreation Supervisor

Maintenance Superintendent

Maintenance Worker

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Walking Club participation

3,777

4,773

4,000

>4,000

Open Play participation

7,319

5,597

6,500

>6,500

Youth league participation

1,628

1,275

1,600

1,700

Adult league participation

3,838

3,436

3,900

3,950

Athletic camps & clinics

532

720

700

>700

Swim lesson attendance

>60

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

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 2013 Actual

FY 2014

FTE

Actual

FY 2015

FTE

Budget

FY 2016

FTE

Adopted FTE

Planning

484,253

469,806

499,516

529,311

Codes Compliance

306,016

320,654

369,442

419,441

Total

790,269

790,460

868,958

948,752

Desired Outcomes

Observed Results Development & land use responses continually improved over the last 4 surveys. All categories were “similar” to the national benchmark.

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

C - 35

Desired Outcomes

Observed Results

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

48% of City land is subject to review by the Architectural Review Board. ARB reviewed 138 cases in FY 2014, approving 96.4%.

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.

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).

In FY 2014 there were 867 property maintenance code inspections, and 82 rental inspections performed. 99% of property maintenance, and 100% of rental inspection cases were brought into voluntary compliance.

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.

C - 36

Planning and Codes Compliance Cost Centers: Planning FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

411,954

425,491

431,366

442,381

Operating

72,299

44,315

67,650

86,430

500

484,253

469,806

499,516

529,311

Planning Director

Deputy Planning Director

Zoning Administrator

Administrative Assistant

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

11 / 100%

Rezonings / % approved

9 / 100%

4 / 80%

Special Use Permits / % approved

2 / 100%

4 / 100%

Major Site Plans Reviewed

Major Subdivisions Reviewed

BZA variances / % approved

2 / 100%

BZA special exceptions / % approved

2 / 100%

4 / 100%

ARB Building cases / % approved

121 / 97%

104 / 96%

ARB Sign cases / % approved

42 / 100%

42 / 98%

100

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets Performance Measures Zoning text amendments / % approved

C - 37

Codes Compliance FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

278,396

288,994

326,092

374,891

Operating

27,620

31,660

43,350

44,550

306,016

320,654

369,442

419,441

Codes Compliance Administrator

Combination Inspector

Secretary (Technical Asst., Office Asst.)

FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

Residential plans reviewed

Residential building permits issued

118

105

110

Commercial plans reviewed

132

Commercial building permits issued

145

142

Erosion & Sedimentation Control permits issued

Erosion & Sedimentation Control inspections

813

949

800

1,164

867

1,500

98%

100%

150

190

98%

100%

$28,000

Expenditures

Capital Outlay Total

Staffing

Total

Performance Trends and Targets

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

99% 267

100% $22,596

C - 38

$42,527

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 2013 Actual Health & Welfare

1,785,648

Less Subsidy from General Fund

-601,751

Totalâ&#x20AC;&#x201D;Net Expenditures

1,183,897

Desired Outcomes

FY 2014 FTE 13

Actual 1,827,827

FY 2015 FTE 13

-651,751 13

1,176,076

Budget 2,017,765

FY 2016

FTE 14

-798,751 13

1,219,014

Adopted 2,105,675

FTE 14

-825,533 14

1,280,142

Observed Results The number of City TANF recipients fluctuates with the economyâ&#x20AC;&#x201D; Highest number of cases in recent years was 45 in FY 2012, followed by two years of decline in cases, down approximately 29% from the peak.

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

C - 39

Desired Outcomes

Observed Results

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

Demand for food stamp services in the city has increased at an average annual rate of 16.8% 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 10.4% between FY 2008 and FY 2012, and reducing 2.6% since FY 2012.

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 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Benefit Programs

354,366

374,585

403,553

433,966

Service Programs

801,175

846,888

928,172

980,920

Community Service Programs

385,181

407,159

443,908

471,500

Comprehensive Services

244,926

199,195

242,132

219,289

1,785,648

1,827,827

2,017,765

2,105,675

Director

Eligibility Worker

Social Worker

Office/Clerical

Expenditures

Total

Staffing

Total

Performance Trends and Targets FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

* Quality assurance negative action error rate

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

49%

54%

50%

>50%

Timeliness of application processingexpedited food stamp applications

99%

100%

97%

100%

247

195

170

Foster Care cases

Family Services cases

110

149

138

161

175

Performance Measures

APS/Adult Service cases

Employment Services cases Youth Achievement Program participants * 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 2013 Actual

FY 2014

FTE

Actual

FY 2015 FTE

Budget

FY 2016

FTE

Adopted

FTE

*Administration

2,048,854

2,057,401

2,207,765

2,234,358

Water Treatment

1,095,345

1,118,342

1,334,098

1,371,046

Water/Sewer Systems

2,634,145

2,643,769

2,766,285

2,860,092

Total

5,778,344

5,819,512

6,308,148

6,465,496

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

Desired Outcomes

Observed Results 78% of 2014 survey responses rated the City’s drinking water “good” or “excellent” , with both “similar” to the national benchmark.

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

C - 42

Desired Outcomes

Observed Results

2. Continue water conservation measures to target water consumption under 150 gallons per residential connection per month.

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).

The average annual reduction in residential water consumption from FY 2008 thru FY 2014 was 3.5%.

GOLD

SILVER

BRONZE

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.

Preventive maintenance at key locations around the city have decreased the number of backups since FY 2010 Average annual reduction since FY 2010 is 19.7%.

4. Minimize sewer backups using preventive maintenance schedule.

C - 43

Public Utilities Cost Centers: Administration FY 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

324,172

340,945

420,592

440,243

Operating

34,377

30,723

32,900

31,900

1,690,305

1,685,733

1,754,273

1,762,215

2,048,854

2,057,401

2,207,765

2,234,358

Director of Public Utilities

Project Engineer

Civil Engineer

Administrative Secretary

Expenditures

Capital Outlay (including debt service) Total

Staffing

Total

Performance Trends and Targets FY 2013

FY 2014

FY 2015

FY 2016

Performance Measures

Actual

Projected

Target

# of residential connections

3,653

3,610

3,600

3,650

143

140

150

<160

$63.54

$66.15

6% increase

$268,000

$227,000

$160,000

>$160,000

$4,145,179

$4,203,056

$4,320,000

$4,449,600

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 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

693,479

712,326

743,568

783,016

Operating

393,268

388,724

572,030

569,530

8,598

17,292

18,500

1,095,345

1,118,342

1,334,098

1,371,046

Expenditures

Capital Outlay Total

Staffing Superintendent

Chief Operator

Senior Operator

Operators

Total

Performance Trends and Targets FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

908,481

962,626

>1,000,000

61.0

50.0

45.0



2,489

2,637

2,700

<3,000

Peak day treatment (1,000’s gal)

4,147,000

4,756,000

4,700,000

Minimum day treatment (1,000’s gal)

1,703,000

1,774,000

1,780,000

2,000,000

+3.5”

>+5.0”

Performance Measures Total gallons of water consumed (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 2013

FY 2014

FY 2015

FY 2016

Actual

Budget

Adopted

Personnel

669,582

690,626

728,135

770,292

Operating

1,947,656

1,944,159

1,999,350

2,051,000

16,907

8,984

38,800

2,634,145

2,643,769

2,766,285

2,860,092

Superintendent

Program Manager

Supervisor

Municipal Service Workers

FY 2013

FY 2014

FY 2015

FY 2016

Actual

Projected

Target

2,779

2,716

3,000

<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 2016

ACTUAL FY 2014

ESTIMATED FY 2015

ADOPTED FY 2016

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

$12,907,115 18,325,998 240,018 214,373 785,127 6,560,612 1,568,455 5,200,652

$13,019,248 18,555,000 217,430 207,200 746,950 6,690,950 1,939,056 5,547,250

$13,352,140 18,787,000 156,690 207,200 830,150 6,920,250 3,604,447 5,551,108

TOTAL BEFORE TRANSFERS

$45,802,350

$46,923,084

$49,408,985

-$303,277

$8,211,236

$6,982,239

$45,499,073

$55,134,320

$56,391,224

4,502,666 411,806 9,793,419 4,818,854 6,531,139 2,910,773 9,170,570 2,127,802 4,111,572 1,120,472

9,692,302 420,000 9,971,571 6,024,677 6,979,584 3,256,761 9,921,719 2,989,277 4,415,095 1,463,334

5,387,334 670,000 10,932,607 7,500,692 7,384,781 3,629,403 11,625,954 3,116,683 4,693,865 1,449,905

45,499,073

55,134,320

56,391,224

TRANSFER FROM (TO) SURPLUS TOTAL REVENUES

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 2016

SALES TAX CAPITAL IMPROVEMENTS

GENERAL FUND

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

$13,352,140 14,487,000 156,690 207,200 694,150 395,050 1,813,681 3,397,658 34,503,569

$0 4,300,000 0 0 110,000 0 1,790,766 150,000 6,350,766

$0 0 0 0 26,000 6,525,200 0 0 6,551,200

$0 0 0 0 0 0 0 2,003,450 2,003,450

$0 0 0 0 0 0 429,200 0 429,200

$13,352,140 18,787,000 156,690 207,200 830,150 6,920,250 4,033,647 5,551,108 49,838,185

TRANSFERS FROM SURPLUS

5,406,518

1,044,296

102,225

6,553,039

$34,503,569

$11,757,284

$7,595,496

$2,105,675

$429,200

$56,391,224

$4,427,334 420,000 9,788,607 3,140,692 0 1,523,728 8,715,910 2,222,633 4,264,665 0

$960,000 250,000 1,144,000 4,360,000 0 0 2,910,044 894,050 0 1,239,190

$0 0 0 0 7,384,781 0 0 0 0 210,715

$0 0 0 0 0 2,105,675 0 0 0 0

$0 0 0 0 0 0 0 0 429,200 0

$5,387,334 670,000 10,932,607 7,500,692 7,384,781 3,629,403 11,625,954 3,116,683 4,693,865 1,449,905

$34,503,569

$11,757,284

$7,595,496

$2,105,675

$429,200

$56,391,224

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 ** Quarterpath CDA is a fiduciary fund for collection & remittance of special assessments each year.

D-3

CITY OF WILLIAMSBURG

GENERAL FUND - FISCAL YEAR 2016

REVENUES

CHARGES FOR SERVICES 1%

GENERAL PROPERTY TAXES 39%

OTHER LOCAL TAXES 42%

LICENSES, PESMITS 1% INTERGOV'TL 10%

MISC 5%

USE OF MONEY/PROPERTY 2%

EXPENDITURES

HEALTH AND WELFARE 4.4%

EDUCATION 25.3%

PUBLIC WORKS 9.1%

COMMUNITY DEVELOPMENT 12.4% PUBLIC SAFETY 28.4% JUDICIAL ADMINISTRATION 1.2%

D-4

PARKS, REC., AND CULTURAL 6.4% GENERAL GOV'T ADMINISTRATION 12.8%

CITY OF WILLIAMSBURG

GENERAL FUND - FISCAL YEAR 2016

ACTUAL FY 2013

ACTUAL FY 2014

BUDGETED FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

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

$12,907,115 14,086,041 240,018 214,373 643,951 402,208 1,568,455 3,387,369

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

$13,019,248 14,255,000 217,430 207,200 610,950 346,150 1,474,056 3,379,485

$13,352,140 14,487,000 156,690 207,200 694,150 395,050 1,813,681 3,397,658

32,647,063

33,449,530

33,522,987

33,509,519

34,503,569

(1,333,080)

(1,180,243)

(312,786)

$31,313,983

$32,269,287

$33,733,641

$33,196,733

$34,503,569

$3,804,131 398,300 8,852,416 3,219,612 1,071,866 7,673,329 2,095,922 4,198,407

$3,906,014 411,806 9,233,336 3,222,177 1,125,125 8,181,450 2,077,807 4,111,572

$4,106,899 420,000 9,493,516 3,269,970 1,240,996 8,671,719 2,223,825 4,306,716

$4,008,527 420,000 9,445,571 3,153,677 1,238,996 8,671,719 2,154,277 4,103,966

$4,427,334 420,000 9,788,607 3,140,692 1,523,728 8,715,910 2,222,633 4,264,665

$31,313,983

$32,269,287

$33,733,641

$33,196,733

$34,503,569

REVENUES: GENERAL PROPERTY TAXES OTHER LOCAL TAXES LICENSES AND PERMITS FINES USE OF MONEY & PROPERTY CHARGES FOR SERVICE MISCELLANEOUS INTERGOVERNMENTAL TOTAL BEFORE FUND TRANSFERS TRANSFER FROM (TO) SURPLUS TOTAL REVENUES

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 2016

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 by 1.0% for an overall increase of 2.8%. The real estate tax rate remains unchanged at $.57/$100. Overall real estate taxes are estimated to be $10.0 Million for FY 2016. Personal property tax receipts are budgeted at $2.68 Million, with no change in the $3.50/$100 tax rate. The tax relief rate for FY 2016 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.

REVENUE HIGHLIGHTS

General Property Taxes (millions)

$12

$0 Actual FY 2013

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 1.8% for FY 2016. Room tax collections are estimated to be $3.16 Million, about 2% above the level estimated for FY 2015. Meal taxes receipts are estimated to be $6.75 Million for FY 2016, up about 2% above the FY 2015 estimate. Pass-thru funding of the $2 Lodging Taxes to the Williamsburg Area Destination Marking Committee are estimated at $1.1 Million next year. More information on tourism revenues is included in the City Manager’s Budget Message.

Actual FY 2014

Budget FY Adopted FY 2015 2016

Other Local Taxes (millions)

$16

$12

$0 Actual FY 2013

D-6

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; GENERAL FUND â&#x20AC;&#x201C; FISCAL YEAR 2016

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 $240K in FY 2014, and expected to decrease to $217K for FY 2015, with totals for FY 2016 budgeted at $156,690. Development of the Riverside property will continue to increase license activity for the next few years.

REVENUE HIGHLIGHTS

Licenses & Permits (thousands)

$240

$160

$80

$0 Actual FY 2013

Actual FY 2014

Budget FY Adopted FY 2015 2016

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 2014 were $127K, down about 8% from the FY 2013 levels. Collections for FY 2015 and FY 2016 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 2015 and FY 2016 is anticipated to remain in the $87,000 range.

(thousands)

$270 $240 $210 $180 $150 $120 $90 $60 $30 $0 Actual FY 2013

D-7

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2016

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 $321,150 in FY 2014 (up 11.3% from FY 2013), and expected to be $310,000 for FY 2015 and FY 2016 respectively. In FY 2013 the City took over responsibility of the Williamsburg Redevelopment & Housing Authority’s Triangle Building. Full occupancy of the building is anticipated in FY 2016, with rental income budgeted at $122,000.

REVENUE HIGHLIGHTS

Use of Money & Property (millions)

$0.8

$0.5 Actual FY 2013

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 2016. The Quarterpath Pool was closed during FY 2013. Overall charges for services are budgeted at $419K for FY 2016.

Actual FY 2014

Budget FY Adopted FY 2015 2016

Charges for Services (thousands)

$500

$400

$300

$200

$100

$0 Actual FY 2013

D-8

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; GENERAL FUND â&#x20AC;&#x201C; FISCAL YEAR 2016

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 $432,422 were received during FY 2014, with anticipated receipts for FY 2015 of $415,000. A new vendor contract and pricing schedule will anticipate revenues of $475,000 for FY 2016. Also included in the miscellaneous category are public safety overtime reimbursements. Since FY 2014 a contribution of $120,000 has been given to the City by the College of William & Mary to help defray costs of providing emergency services to the campus, and is anticipated for FY 2016.

REVENUE HIGHLIGHTS

Miscellaneous Revenues (millions)

$1.8 $1.5 $1.3 $1.0 $0.8 $0.5 $0.3 $0.0 Actual FY 2013

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%, and also additional streets added to the City system will generate an additional $43K for FY 2016. Law enforcement 599 funds are expected to remain level with FY 2015. 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 2015 reimbursements.

Actual FY 2014

Budget FY Adopted FY 2015 2016

Intergovernmental (millions)

$3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0 Actual FY 2013

D-9

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2016

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 7% over the current year. Merit pay increases are included for FY 2016, and discussed in the Budget Message. Health care costs are expected to increase 12.7% for next year. Pension costs for the Virginia Retirement System will be level with last year’s employer rate of 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 FY2016.

EXPENDITURE HIGHLIGHTS

General Gov't Administration (millions)

$4.8 $4.0 $3.2 $2.4 $1.6 $0.8 $0.0 Actual FY 2013

Actual FY 2014

Budget FY Adopted FY 2015 2016

Judicial Administration (thousands) $500

$400

$300

$200

$100

$0 Actual FY 2013

D - 10

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2016

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. The Jail budget for FY 2016 assumes level operating costs, with City population level reduced slightly, resulting in a decrease of 1.7% for City funding in FY 2016. Total public safety expenditures will increase by 3.5% next year, largely from healthcare insurance increases, and an additional police officer position. The City will continue its partnership with the regional E-911 dispatch services operated by York County, increasing 1.7% over FY 2015, based on inflation indexes referenced in the agreement.

EXPENDITURE HIGHLIGHTS

Public Safety (millions) $10

Public Works – Engineering, Streets, Stormwater Operations, Refuse Collection, Landfill, Municipal Center, Codes Compliance, Rental Properties, Landscaping and Cemetery make up the Public Works section of the budget. Overall costs are anticipated to decrease by 2.3%, largely from savings with a new garbage collection contract beginning in FY 2016. The City’s annual street resurfacing program was transferred to the capital projects fund in FY 2011, and remains there. New for FY 2016 is a stormwater operations cost center, of which the expenditures include personnel costs of 3 employees transferred from the street department, along with street sweeping, drainage maintenance, and other operational costs.

$9 $8 $7 $6 $5 $4 $3 $2 $1 $0 Actual FY 2013

Actual FY 2014

Budget FY 2015

Adopted FY 2016

Public Works (millions)

$3.5

$3.0

$2.5

$2.0

$1.5

$1.0

$0.5

$0.0 Actual FY 2013

D - 11

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2016

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 approximately $828K to the Public Assistance Fund is up slightly due to a homelessness prevention program. Overall, health and welfare costs for FY 2016 are estimated to increase by 1.80% for next year.

EXPENDITURE HIGHLIGHTS

Health & Welfare (millions)

$1.2

$0.8

$0.4

$0.0 Actual FY 2013

Education - This is the City's annual contribution to the jointly operated Williamsburg-James City County Public School system. FY 2016 is the fourth year of the latest School contract. The City’s contribution of school operating costs for FY 2016 is $8.7 Million, up .51%, based on the current student enrollment-driven formula. Capital costs are budgeted in the Sales Tax Fund for the City’s portion of projects next year.

Actual FY 2014

Budget FY Adopted FY 2015 2016

Education (millions)

$10

$0 Actual FY 2013

D - 12

Actual FY 2014

Budget FY 2015

Adopted FY 2016

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 decrease by 2.1% from last year, largely from net savings from personnel changes in the programs budget. The City's contribution to the Williamsburg Regional Library, operated jointly with James City County, is proposed at $838,320, up 1.5%. Arts Commission contributions are expected to remain level at $120,000 for FY 2016. 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 2016.

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 estimated to be $1.12 Million for FY 2016. 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 Managerâ&#x20AC;&#x2122;s budget message.

Parks, Recreation, and Cultural (millions)

$2.4

$1.8

$1.2

$0.6

$0.0 Actual FY 2013

Actual FY 2014

Budget FY Adopted FY 2015 2016

Community Development (millions)

$4.5

$3.0

$1.5

$0.0 Actual FY 2013

D - 13

Actual FY 2014

Budget FY Adopted FY 2015 2016

CITY OF WILLIAMSBURG

MAJOR FUNDING CATEGORIES - FISCAL YEAR 2016

PURPOSE

ACTUAL FY 2013

ACTUAL FY 2014

BUDGETED FY 2015

ADOPTED FY 2016

CITY DEPARTMENTS

$16,432,836

$16,907,377

$17,721,960

$18,480,919

CONSTITUTIONAL OFFICERS

1,576,427

1,568,255

1,567,729

1,556,949

III

JUDICIAL

551,195

597,333

579,422

605,791

HEALTH

430,031

433,750

438,345

435,495

SCHOOLS

7,673,329

8,181,450

8,671,719

8,715,910

LIBRARY

819,526

820,156

827,266

843,151

VII

DEBT SERVICE

VIII

CONTRIBUTIONS TO AGENCIES

3,830,639

3,760,966

3,927,200

3,865,354

$31,313,983

$32,269,287

$33,733,641

$34,503,569

TOTAL

*This table summarizes the funding history and proposed FY2016 budgets for the eight major funding categories of the City. Debt Service is included in the Capital Improvement Program budget.

CITY DEPARTMENTS 53.6%

CONSTITUTIONAL OFFICERS 4.5% JUDICIAL AND LEGAL 1.8% HEALTH 1.3%

CONTRIBUTIONS TO AGENCIES 11.2%

SCHOOLS 25.3%

LIBRARY 2.4%

D - 14

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

SECTION I CITY DEPARTMENTS ACTUAL FY 2013 1101

CITY COUNCIL Personnel Operating Capital Outlay Total

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

41,338 98,444 0 139,782

41,338 85,623 0 126,961

41,338 98,011 450 139,799

41,338 94,675 0 136,013

41,338 94,900 450 136,688

CLERK OF COUNCIL / COMMUNICATIONS Personnel 155,930 Operating 13,899 Capital Outlay 0 Total 169,829

171,015 12,163 0 183,178

149,264 11,800 0 161,064

107,209 11,800 0 119,009

141,320 11,800 0 153,120

CITY MANAGER Personnel Operating Capital Outlay Total

474,003 47,244 0 521,247

489,733 45,908 0 535,641

496,671 50,123 0 546,794

496,671 50,163 0 546,834

507,038 50,165 0 557,203

1202

NON-DEPARTMENTAL

332,105

210,170

268,250

244,514

449,000

1203

ECONOMIC DEVELOPMENT Personnel Operating Capital Outlay Total

129,357 33,911 0 163,268

186,536 74,267 0 260,803

189,809 83,430 0 273,239

178,749 74,430 0 253,179

194,459 94,930 0 289,389

CITY ATTORNEY Personnel Operating Capital Outlay Total

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

202,349 63,561 1,584 267,494

204,667 69,150 750 274,567

204,367 68,450 1,500 274,317

209,386 68,950 1,500 279,836

HUMAN RESOURCES Personnel Operating Capital Outlay Total

89,426 10,955 0 100,381

93,066 8,285 0 101,351

94,421 6,000 0 100,421

97,902 6,200 0 104,102

CITY ASSESSOR Personnel Operating Capital Outlay Total

153,468 13,351 0 166,819

157,369 11,207 0 168,576

160,307 12,066 0 172,373

164,975 11,766 0 176,741

169,950 11,475 0 181,425

DEPT OF FINANCE Personnel Operating Capital Outlay Total

643,125 40,193 0 683,318

676,906 43,577 0 720,483

691,039 41,895 0 732,934

685,742 41,536 0 727,278

716,561 41,510 0 758,071

1102

1201

1204

1205

1210

1214

D - 15

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

CITY DEPARTMENTS - (Con't) ACTUAL FY 2013 1221

CITY SHOP Personnel Operating Capital Outlay

3102

3103

3201

3401

3501

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

190,525 41,316 4,049

197,606 39,641 1,205

200,030 39,747 2,500

200,030 40,347 2,500

205,086 39,347 2,500

235,890

238,452

242,277

242,877

246,933

POLICE Personnel Operating Capital Outlay Total

3,126,000 407,771 842 3,534,613

3,256,923 445,083 2,227 3,704,233

3,274,007 467,350 3,000 3,744,357

3,276,007 446,165 3,000 3,725,172

3,442,832 441,950 7,000 3,891,782

POLICE - E911 Personnel Operating Capital Outlay Total

0 526,505 0 526,505

0 537,135 0 537,135

0 545,730 0 545,730

0 555,008 0 555,008

PARKING GARAGE Personnel Operating Capital Outlay Total

78,228 57,987 0 136,215

81,056 54,135 0 135,191

81,643 58,000 0 139,643

84,994 58,000 0 142,994

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

3,103,716 295,803 80,076 3,479,595

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

3,261,693 316,121 91,000 3,668,814

3,388,819 355,390 112,000 3,856,209

278,396 27,620 0 306,016

288,994 31,660 0 320,654

326,092 43,350 0 369,442

350,535 36,600 0 387,135

374,891 44,550 0 419,441

0 18,900 0 18,900

Total 3101

ACTUAL FY 2014

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

D - 16

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

CITY DEPARTMENTS - (Con't) ACTUAL FY 2013 4101

4102

4307

4308

4309

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

ENGINEERING Personnel Operating Capital Outlay Total

237,386 32,146 0 269,532

225,112 24,470 0 249,582

228,400 26,500 200 255,100

236,132 29,940 200 266,272

STREETS Personnel Operating Capital Outlay Total

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

481,952 509,331 26,198 1,017,481

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

500,644 471,800 27,800 1,000,244

385,309 425,600 17,800 828,709

0 584 0 584

0 5,589 0 5,589

0 6,950 0 6,950

168,783 47,600 0 216,383

0 640,393 0 640,393

0 653,010 0 653,010

0 609,500 0 609,500

0 469,750 0 469,750

BUILDINGS-FACILITIES MAINTENANCE Personnel 137,747 Operating 297,944 Capital Outlay 11,099 Total 446,790

142,429 308,643 15,738 466,810

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

145,576 260,112 18,000 423,688

150,183 299,070 20,500 469,753

INFORMATION TECHNOLOGY Personnel Operating Capital Outlay Total

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

313,147 276,719 25,337 615,203

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

319,577 289,000 25,000 633,577

346,033 314,000 20,000 680,033

LANDSCAPING Personnel Operating Capital Outlay Total

292,424 215,493 477 508,394

331,944 183,956 11,633 527,533

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

352,033 189,070 9,000 550,103

371,943 188,450 15,000 575,393

4103 STORMWATER OPERATIONS Personnel Operating Capital Outlay Total 4203

ACTUAL FY 2014

REFUSE COLLECTION Personnel Operating Capital Outlay Total

D - 17

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

CITY DEPARTMENTS - (Con't) ACTUAL FY 2013 5302- PUBLIC ASSISTANCE 5305 Personnel Operating Capital Outlay Total

8101

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

0 641,835 0 641,835

0 691,375 0 691,375

0 802,651 0 802,651

0 800,651 0 800,651

0 1,088,233 0 1,088,233

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

774,344 331,080 33,027 1,138,451

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

769,660 401,351 36,000 1,207,011

768,547 439,435 41,500 1,249,482

CEMETERY Personnel Operating Capital Outlay Total

54,724 6,279 0 61,003

57,235 6,485 0 63,720

57,686 7,600 0 65,286

57,686 7,529 0 65,215

59,980 7,520 0 67,500

PLANNING Personnel Operating Capital Outlay Total

411,954 72,299 0 484,253

425,491 44,315 0 469,806

431,366 67,650 500 499,516

431,366 65,400 0 496,766

442,381 86,430 500 529,311

7101- RECREATION 7104 Personnel Operating Capital Outlay Total 7108

ACTUAL FY 2014

TOTAL - CITY DEPARTMENTS Personnel Operating Capital Outlay Total

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

ACTUAL FY 2014 11,698,261 5,012,091 197,025 16,907,377

D - 18

BUDGET FY 2015 12,075,357 5,395,403 251,200 17,721,960

ESTIMATED FY 2015 11,948,322 5,193,060 214,000 17,355,382

ADOPTED FY 2016 12,503,866 5,738,103 238,950 18,480,919

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

SECTION II CONSTITUTIONAL OFFICERS ACTUAL FY 2013 1209

1213

1301

1302

3301

COMM. OF REVENUE Personnel Operating Capital Outlay Total

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

189,732 11,092 0 200,824

195,339 9,807 0 205,146

198,188 9,860 0 208,048

198,188 9,730 0 207,918

202,858 10,110 0 212,968

TREASURER Personnel Operating Capital Outlay Total

49,426 2,304 0 51,730

52,053 2,921 0 54,974

56,022 2,455 0 58,477

58,603 2,455 0 61,058

ELECTORAL BOARD Personnel Operating Capital Outlay Total

7,423 17,021 0 24,444

6,651 15,534 0 22,185

6,668 17,465 0 24,133

REGISTRAR Personnel Operating Capital Outlay Total

85,505 10,194 0 95,699

84,610 9,685 0 94,295

89,691 10,590 0 100,281

89,691 10,390 0 100,081

90,228 11,740 0 101,968

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

0 1,191,655 0 1,191,655

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

0 1,156,822 0 1,156,822

REGIONAL JAIL Personnel Operating Capital Outlay Total

TOTAL - CONST. OFFICERS Personnel Operating Capital Outlay Total

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

ACTUAL FY 2014 338,653 1,229,602 0 1,568,255

D - 19

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

ESTIMATED FY 2015 350,569 1,216,830 0 1,567,399

ADOPTED FY 2016 358,357 1,198,592 0 1,556,949

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

SECTION III JUDICIAL ADMINISTRATION ACTUAL FY 2013 2100 JOINT COURTHOUSE Personnel Operating Capital Outlay Total

0 398,300 0 398,300

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

0 411,806 0 411,806

0 420,000 0 420,000

3303 MIDDLE PENINSULA JUVENILE DETENTION COMMISSION Personnel 0 0 Operating 63,829 96,105 Capital Outlay 0 0 Total 63,829 96,105

0 70,000 0 70,000

0 100,000 0 100,000

3304 GROUP HOME COMMISSION Personnel Operating Capital Outlay Total

0 79,889 0 79,889

0 76,258 0 76,258

3305 COLONIAL COMMUNITY CORRECTIONS Personnel 0 Operating 9,177 Capital Outlay 0 Total 9,177

0 9,533 0 9,533

TOTAL - JUDICIAL ADMIN. Personnel Operating Capital Outlay Total

ACTUAL FY 2013 0 551,195 0 551,195

ACTUAL FY 2014 0 597,333 0 597,333

D - 20

BUDGET FY 2015 0 579,422 0 579,422

ESTIMATED FY 2015 0 609,422 0 609,422

ADOPTED FY 2016 0 605,791 0 605,791

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

SECTION IV HEALTH ACTUAL FY 2013 5101 HEALTH - AGENCIES Peninsula Health District Olde Towne Medical Ctr Colonial Behavioral Health Total Total Health

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

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

99,915 83,430 250,405 433,750

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

97,065 83,430 255,000 435,495

430,031

433,750

438,345

435,495

SECTION V SCHOOLS ACTUAL FY 2013 6101 SCHOOL BOARD Personnel Total 6103 JOINT SCHOOL OPERATIONS Operating

TOTAL - SCHOOLS

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

11,842 11,842

7,661,487

8,169,608

8,659,877

8,704,068

7,673,329

8,181,450

8,671,719

8,715,910

SECTION VI LIBRARY ACTUAL FY 2013 7302 REGIONAL LIBRARY Operating Operating-Contribution Total

20 819,506 819,526

ACTUAL FY 2014 650 819,506 820,156

D - 21

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

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

ADOPTED FY 2016 1,000 842,151 843,151

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2016

SECTION VII DEBT SERVICE

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

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

0 0 0

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

SECTION VIII

CONTRIBUTIONS TO AGENCIES Outside Agencies Arts Commission Total

SUMMARY:

3,714,154 116,485 3,830,639

ACTUAL FY 2013

3,641,766 119,200 3,760,966

ACTUAL FY 2014

3,807,200 120,000 3,927,200

BUDGET FY 2015

3,607,200 120,000 3,727,200

ESTIMATED FY 2015

3,735,354 130,000 3,865,354

ADOPTED FY 2016

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

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

16,907,377 1,568,255 597,333 433,750 8,181,450 820,156 3,760,966 32,269,287

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

17,355,382 1,567,399 609,422 438,345 8,671,719 827,266 3,727,200 33,196,733

18,480,919 1,556,949 605,791 435,495 8,715,910 843,151 3,865,354 34,503,569

BY MAJOR FUNCTION: PERSONNEL OPERATING CAPITAL OUTLAY TOTAL

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

12,048,756 20,023,506 197,025 32,269,287

12,437,768 21,044,673 251,200 33,733,641

12,310,733 20,672,000 214,000 33,196,733

12,874,065 21,390,554 238,950 34,503,569

D - 22

CITY OF WILLIAMSBURG - FISCAL YEAR 2016

OUTSIDE AGENCIES

CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL

REQUESTED

ADOPTED

FY 2014

FY 2015

FY 2016

INCREASE

HUMAN SERVICES AGENCIES: AVALON

$18,700

$20,000

$19,000

COMMUNITY ACTION AGENCY

17,585

0.00%

HOSPICE OF WILLIAMSBURG

3,000

5,000

6,000

20.00%

PENINSULA AGENCY ON AGING

3,000

10,679

10,658

-0.20%

COLONIAL C.A.S.A.

6,000

0.00%

5,000

n/a

6,500

n/a

10,000

3,000

n/a

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

1.60%

900

n/a

COMMUNITY SVCS. COALITION

5,000

7,500

50.00%

PENINS. COMM. ON HOMELESSNESS

2,759

0.00%

HEALING PLACE OF HAMPTON ROADS

10,043

n/a

WILLIAMSBURG FAITH IN ACTION

5,000

2,500

n/a

LITERACY FOR LIFE SUB-TOTAL

1,000

0.00%

$74,444

$70,623

$91,545

$78,002

10.45%

$99,915

$97,065

-2.85%

HEALTH AGENCIES LOCAL HEALTH DEPARTMENT OLDE TOWN HEALTH CLINIC

83,430

0.00%

250,405

255,000

0.00%

$433,750

$438,345

$435,495

-0.65%

ARTS COMMISSION

$120,000

$130,000

8.33%

VA ARTS FESTIVAL

50,000

0.00%

6,000

0.00%

$176,000

$186,000

5.68%

COLONIAL BEHAVIORAL HEALTH SUB-TOTAL CULTURAL:

VA SYMPH.-LAKE MATOAKA CONCERT SUB-TOTAL

D - 23

CITY OF WILLIAMSBURG - FISCAL YEAR 2016

OUTSIDE AGENCIES

CONTRIBUTIONS TO OUTSIDE AGENCIES

ACTUAL

REQUESTED

ADOPTED

FY 2014

FY 2015

FY 2016

INCREASE

$1,300,000

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES: COLONIAL WMSBG FOUNDATION CHAMBER & TOURISM ALLIANCE WMSBG AREA DESTINATION MKTG H.R. PLANNING DISTRICT COMM. PEN. COUNCIL FOR WORKFORCE DEV. H.R. ECON. DEV. ALLIANCE REGIONAL ECONOMIC DEV. INITIATIVE TNCC - HAMPTON CAMPUS TNCC - TN WORKFORCE CENTER LEASE TNCC - PWDC LEASE COLONIAL SOIL & WATER CONSERVATION WILLIAMSBURG LAND CONSERVANCY

$1,300,000

0.00%

650,000

900,000

750,000

15.38%

1,300,000

1,122,000

-13.69%

11,133

11,602

11,914

2.69%

5,947

0.00%

11,857

14,446

-100.00%

14,446

100.00%

8,222

7,864

8,222

4.55%

3,205

2,380

2,451

2.98%

10,500

0.00%

2,655

3,500

31.83%

5,000

0.00%

14,000

20,140

15,000

7.14%

FARMERS MARKET

3,800

0.00%

HISTORIC TRIANGLE COLLABORATIVE

6,500

6,200

-4.62%

FEDERAL FACILITIES ALLIANCE

6,479

7,252

7,447

2.69%

** THIS CENTURY ART GALLERY

16,700

**note

-100.00%

KINGSMILL CHAMPIONSHIP

15,000

0.00%

$3,370,998

$3,371,057

$3,614,567

$3,281,427

-2.66%

$300,775

$343,070

$309,798

3.00%

4,245

5,627

32.56%

HERITAGE HUMANE SOCIETY

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

4,500

0.00%

$309,520

$353,197

$319,925

3.36%

$4,364,712

$4,365,545

$4,670,804

$4,300,849

-1.48%

* All $2/night Lodging Tax Receipts passed-thru to Williamsburg Area Destination Marketing Committee ** Fees of $16,700 paid by TCAG in FY 2016 will be retained and recommended be returned when the building project is under construction.

D - 24

CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2016 ACTUAL FY 2013

ACTUAL FY 2014

BUDGETED FY 2015

ESTIMATED FY 2015

ADOPTED FY 2016

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

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

$4,203,056 1,582,863 259,336 28,330 227,000 (525,438) 373,504

$4,377,500 1,600,000 241,040 26,000 160,000 (231,392) 1,140,000

$4,320,000 1,610,000 254,800 26,000 160,000 (273,444) 1,105,000

$4,471,200 1,650,000 244,000 26,000 160,000 (85,704) 1,130,000

$6,754,405

$6,148,651

$7,313,148

$7,202,356

$7,595,496

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

$1,846,927 1,118,342 499,808 2,143,961 210,474 0 329,139

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

$1,852,369 1,229,772 584,590 2,207,853 222,772 0 1,105,000

$1,958,643 1,371,046 603,339 2,256,752 210,715 65,000 1,130,000

$6,754,405

$6,148,651

$7,313,148

$7,202,356

$7,595,496

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

REVENUES

SEWER SERVICE 25.2%

WATER/SEWER AVAILABILITY 2.4%

OTHER SOURCES 3.7% INTEREST EARNINGS 0.4%

WATER SERVICE 68.3%

EXPENSES

SEWAGE SYSTEM 29.7%

DEBT SERVICE 2.8%

PURCHASED WATER 0.9% CAPITAL PROJECTS 14.9%

WATER SYSTEM 7.9%

ADMINISTRATION 25.8%

WATER TREATMENT 18.1%

D - 25

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2016

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 Actual FY 2013

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 2014

Budget FY Adopted FY 2015 2016

Sewer Service (thousands)

$1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 Actual FY Actual FY Budget FY Adopted 2013 2014 2015 FY 2016

D - 26

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2016

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)

$290 $280 $270 $260 $250 $240 $230 $220 Actual FY 2013

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 Budget FY Adopted FY 2014 2015 2016

Interest Earnings $30,000

$20,000

$10,000

$0 Actual FY Actual FY Budget FY Adopted 2013 2014 2015 FY 2016

D - 27

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; UTILITY FUND â&#x20AC;&#x201C; FISCAL YEAR 2016

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 2016 is $160,000.

REVENUE HIGHLIGHTS

Water & Sewer Availability

$400,000

$300,000

$200,000

$100,000

$0 Actual FY Actual FY Budget FY Adopted 2013 2014 2015 FY 2016

D - 28

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2016

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 2016. 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 Actual FY 2013

Actual FY 2014

Budget FY Adopted FY 2015 2016

Water Treatment (millions)

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 2.8% for FY 2016, attributed mainly to increases in merit pay and healthcare premiums. Capital expenses required by the water treatment plant are provided for in the Utility Fund Capital Improvement Program.

$1.8

$1.4

$1.1

$0.7

$0.4

$0.0 Actual FY Actual FY Budget FY Adopted 2013 2014 2015 FY 2016

D - 29

CITY OF WILLIAMSBURG â&#x20AC;&#x201C; UTILITY FUND â&#x20AC;&#x201C; FISCAL YEAR 2016

Water System - Water system personnel are responsible for managing the water distribution system, which consists of 60 miles of lines and four water tanks throughout the City. Expenses for FY 2016 are expected to increase slightly by 5.2% from last fiscal year, mostly due to increases in merit pay and healthcare premiums.

EXPENSE HIGHLIGHTS

Water System (thousands)

$600 $500 $400 $300 $200 $100 $0 Actual FY 2013

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 2016 are expected to increase by 2.9%, mostly from increases in personnel costs, and increased rates for HRSD, which are also included in the water rate structure.

Actual FY Budget FY Adopted FY 2014 2015 2016

Sewage System (millions)

$2.0

$1.6

$1.2

$0.8

$0.4

$0.0 Actual FY Actual FY Budget FY 2013 2014 2015

D - 30

Adopted FY 2016

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2016

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. Standard & Poor’s upgraded the City’s bond rating to AAA in April, 2014. Principal payments on bonds are treated as fund liabilities and not budgeted as 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 2013 2014 2015 FY 2016

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 2016 budget for supplemental water.

Supplemental Water ((thousands)

$75

$50

$25

Actual FY Actual FY Budget FY Adopted 2013 2014 2015 FY 2016

D - 31

CITY OF WILLIAMSBURG

PUBLIC ASSISTANCE FUND - FISCAL YEAR 2016

ACTUAL FY 2013

ACTUAL FY 2014

BUDGETED FY 2015

ADOPTED FY 2016

$459,423 597,497 36,985 601,751 89,992

$444,254 680,894 73,476 651,751 (22,548)

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

$567,370 610,547 0 825,533 102,225

TOTAL REVENUES

$1,785,648

$1,827,827

$2,017,765

$2,105,675

EXPENDITURES: HEALTH AND WELFARE

$1,785,648

$1,827,827

$2,017,765

$2,105,675

TOTAL EXPENDITURES

$1,785,648

$1,827,827

$2,017,765

$2,105,675

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. 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 2016 is the second year special assessments will be collected by the City for the QCDA.

BUDGET SUMMARY – QCDA FUND

Expenditures:

FY 2016 Adopted Budget

Operating

$429,200

Total Expenditures

$429,200

Revenues: Recovered Costs Total Revenues

$429,200 $429,200

CITY OF WILLIAMSBURG

GOVERNMENTAL FUNDS - FISCAL YEAR 2016

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

General Fund Fund Balance June 30, 2014 [audited]

Sales Tax Fund (General Capital Improvement Fund)

Public Assistance Fund

Total

$32,327,980

$4,695,490

$293,222

$37,316,692

$33,509,519 -$33,196,733 --

$5,025,000 -$12,506,993 -$3,198,212

$1,969,577 -$2,017,765 --

$40,504,096 -$47,721,491 -$3,198,212

$32,640,766

-$5,984,715

$245,034

$26,901,085

$13,352,140 $14,487,000 $156,690 $207,200 $694,150 $395,050 $1,813,681 $0 $3,397,658 $34,503,569

-$4,300,000 --$110,000 -$1,790,766 $150,000 -$6,350,766

--------$2,003,450 $2,003,450

$13,352,140 $18,787,000 $156,690 $207,200 $804,150 $395,050 $3,604,447 $150,000 $5,401,108 $42,857,785

Estimated Expenditures - Fiscal 2016 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

-$4,427,334 -$420,000 -$9,788,607 -$3,140,692 -$1,523,728 -$8,715,910 -$2,222,633 -$4,264,665 ---$34,503,569

-$960,000 --$1,144,000 -$4,360,000 --$2,910,044 -$894,050 --$250,000 -$1,239,190 -$11,757,284

-----$2,105,675 ------$2,105,675

-$5,387,334 -$420,000 -$10,932,607 -$7,500,692 -$3,629,403 -$11,625,954 -$3,116,683 -$4,264,665 -$250,000 -$1,239,190 -$48,366,528

Estimated Fund Balances June 30, 2016

$32,640,767

-$11,391,233

$142,809

$21,392,343

$32,640,767

-$11,391,233

Estimated Revenues - Fiscal 2015 Estimated Expenditures - Fiscal 2015 Estimated Encumbrances - Capital Improvements** Estimated Fund Balance June 30, 2015 Estimated Revenues - Fiscal 2016 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 General Fund - Fund Balance General Fund - % of FY 2016 Operating Revenues General Fund Reserve Policy (% of operating revenues)

$21,249,534 61.6% 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, construction of the new Stryker Center, and contingency funds for economic development & tourism promotion initiatives. Total fund balance of the General Fund as of June 30, 2014 was $37.0 Million (including $4.8 Million in remaining borrowed funds restricted for Stryker Center construction), and would decline to $26.7 Million at June 30, 2015 if all projects in the Capital Improvement Program were completed at the end of FY 2015. Road repaving, underground wiring, park improvements, vehicle replacements, and the City's share of the cost of the new middle school contribute to the 20% reduction in fund balance for FY 2016. FY 2016 capital projects spending in the Sales Tax Fund will exceed revenues, and will require use of reserves of approximately $7.5 Million, Total estimated fund balance of the General Fund will be approximately $21.3 Million at June 30, 2016, and will continue to be above City Council's 35% reserve policy at an estimated 62.2%.

D - 34

CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2016

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

Utility Fund Working Capital-June 30, 2014 [audited]***

$4,008,681

Estimated Revenues - Fiscal 2015

$6,370,800

Estimated Expenses - Fiscal 2015

-$7,202,356

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

$3,177,125 -$602,853 $845,000 $3,419,272

Estimated Revenues - Fiscal 2016 Revenue from Use of Money & Property Charges for Services Total Revenues

$26,000 $6,525,200 $6,551,200

Estimated Expenses - Fiscal 2016 Public Utilities - Operations Capital Projects Total Expenditures/Expenses

-$6,465,496 -$1,130,000 -$7,595,496

Subtotal Working Capital June 30, 2016 Less Debt Service Principal Payments Add Depreciation Expense (non-cash item) Estimated Working Capital - June 30, 2016

$2,374,976 -$611,590 $845,000 $2,608,386

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

D - 35

Estimated Changes in Fund Balances / Working Capital Fiscal Years 2005-2016

$40 $38

$36

Ut G Pu

$34 $32 $30

Millions

$28 $26 $24 $22 $20 $18 $16 $14 Utility Fund

$12

General Fund

$10 $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 - 1982-2014

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.

1990-94

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

2002-2004

The Quarterpath Recreation Center expansion was completed, along with Williamsburg Transportation Center in 2002. City borrowed $7 Million in 2002 for the Prince George Parking Garage (PGPG) and was completed in March 2004. Major projects for 2003 included Richmond Road underground wiring and property acquisitions for the City’s economic development plans. FY 2004 projects included Prince George streetscape, and additional property was acquired for the Treyburn Drive extension. At June 30, 2004 General Fund reserves were $20.9 Million.

2005

Revenues exceeded spending in Fiscal Year 2005 as the preparation for expensive capital projects – such as the Richmond Road reconstruction and the Treyburn Drive extension – continued. Underground wiring continued along Monticello Avenue. Bonds were issued for $8.5 Million to pay for the 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.

D - 37

GOVERNMENTAL FUNDS

REVENUE / EXPENDITURE TRENDS - 1982-2014

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 Cityâ&#x20AC;&#x2122;s 35% reserve policy.

2010

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

2011

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

2012

New ballfield lighting was installed at Quarterpath Park. The Fire Department ordered a new ladder truck in the amount of $1.1 Million. School projects, street resurfacing, and final payments for the Municipal building project were made. City purchased the Lord Paget Hotel for $714K for future economic development purposes. Operating budget experienced a $1.3 Million surplus, and Unassigned Fund Balance remained at $25.3 Million, with the reserve ratio at 77%.

2013

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

2014

Underground wiring on Page Street was completed at a cost of $1.0 Million. Sidewalk construction projects totals $473K. City borrowed $5 Million for construction of Stryker Center, with remaining funds of $4.82 Million included in restricted fund balance at year end, for completion of project scheduled December 2015. Total unassigned fund balance of $11.7 Million, along with $19.3 Million assigned for future capital projects.

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

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

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

$9,123,019 151,920 9,274,939

$9,510,691 174,280 9,684,971

$9,675,000 140,000 9,815,000

001-0110-0201 001-0110-0203

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

342,550 120 342,670

308,365 1,378 309,743

308,400 1,340 309,740

309,588 1,860 311,448

309,000 1,340 310,340

0.19% 0.00% 0.19%

001-0110-0301 001-0110-0302

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

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

1,376,102 49,351 1,425,453

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

1,420,000 35,000 1,455,000

1,430,000 35,000 1,465,000

1.42% 16.67% 1.74%

001-0110-0401 001-0110-0402

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

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

1,296,350 39,165 1,335,515

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

1,260,000 30,000 1,290,000

-1.56% 20.00% -1.15%

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 TAXES INTEREST-ROOM AND MEAL TAXES PENALTIES-BUSINESS LICENSES INTEREST-BUSINESS LICENSES TOTAL PENALTIES AND INTEREST

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

52,721 13,826 39,393 33,013 4,442 7,238 800 151,433

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

45,000 12,000 30,000 25,000 2,000 8,000 800 122,800

12.50% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 8.87%

12,346,204

12,907,115

12,982,540

13,019,248

13,352,140

2.85%

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

204,376 723,507 105,226 1,033,109

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

205,000 730,000 100,000 1,035,000

0.00% -0.68% 0.00% -0.48%

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

226,152 693,806 272,833 433,527 3,242 1,629,560

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

235,000 720,000 275,000 440,000 3,000 1,673,000

2.17% 5.57% 6.59% 4.76% 0.00% 5.02%

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

21,644 67,417 37,831 2,900 129,792

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

0.00% 0.00% 0.00% 0.00% 0.00%

ACCOUNT

DESCRIPTION

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

REVENUES

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

D - 40

$9,700,000 $10,024,000 140,000 140,000 9,840,000 10,164,000

3.61% 0.00% 3.56%

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 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 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

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

272,642 166,048 148,320 587,010

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

270,000 200,000 150,000 620,000

8.00% 25.00% -9.09% 7.83%

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

3,369,785 1,222,448 6,391,022 10,983,255

3,129,261 1,130,804 6,446,505 10,706,570

3,190,000 1,300,000 6,400,000 10,890,000

3,100,000 1,100,000 6,600,000 10,800,000

3,160,000 1,122,000 6,750,000 11,032,000

-0.94% -13.69% 5.47% 1.30%

TOTAL - OTHER LOCAL TAXES TOTAL - ALL TAXES

14,455,418 26,801,622

14,086,041 26,993,156

14,225,000 27,207,540

14,255,000 27,274,248

14,487,000 27,839,140

1.84% 2.32%

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

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

2,578 2,350 6,150 950 759 1,500 6,090 110,067 1,120 24,243 40 18,229 40 20,145 80 2,905 2,240 7,140 1,479 11,150 40 1,100 400 5,483 0 0 200 6,400 1,646 5,494 0 240,018

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

2,000 5,000 6,500 1,200 500 2,000 1,000 60,000 100 35,000 100 35,000 40 35,000 100 2,000 1,500 5,000 1,100 7,000 500 800 400 3,900 40 1,000 200 2,400 4,000 4,000 50 217,430

2,000 5,000 6,500 1,200 500 2,000 1,000 60,000 100 18,000 100 15,000 100 15,000 100 2,000 1,500 6,000 800 2,500 500 800 400 3,900 40 1,000 200 2,400 4,000 4,000 50 156,690

0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -66.67% 0.00% -50.00% 7.14% 150.00% 0.00% 0.00% 0.00% 0.00% 20.00% -27.27% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.94%

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

FINES COURT FINES PARKING FINES CODE VIOLATIONS TOTAL FINES

138,585 89,385 202 228,172

127,363 87,010 0 214,373

120,000 85,000 200 205,200

120,000 87,000 200 207,200

0.00% 2.35% 0.00% 0.97%

D - 41

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

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 2,450 RENT- LONGHILL PROPERTY 10,956 RENT- CITY SQUARE - LOTS 1,2,3 40,820 RENT - COMMUNITY BLDG 40,850 RENT- MUNICIPAL CENTER 14,568 PGPG PARKING FEES 284,100 SALE OF SURPLUS EQUIPMENT 121,526 RENT - TRAIN STATION 124,340 COMMISSIONS-TRAIN STATION 3,199 RENT - STRYKER BLDG 4,920 RENT - 210-A STRAWBERRY PLAINS 3,500 RENT - TRIANGLE BLDG 15,903 TOTAL- USE OF MONEY & PROPERTY 667,132

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 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

7,700 9,456 41,667 50,470 15,006 321,150 21,904 122,912 3,358 4,160 6,125 40,043 643,951

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

7,200 9,450 49,000 40,000 15,300 305,000 10,000 127,000 3,000 0 0 45,000 610,950

8,400 9,450 49,000 40,000 15,300 310,000 10,000 127,000 3,000 0 0 122,000 694,150

16.67% 0.00% 3.16% 5.26% 0.00% -1.59% 0.00% 0.00% 0.00% 0.00% 0.00% -12.86% -2.57%

1,366 398 1,764

1,366 351 1,717

1,350 250 1,600

0.00% 0.00% 0.00%

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

0 22,608 74,053 44,330 683 11,947 144,583 41,513 6,814 3,601 11,692 361,824

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

0 15,000 50,000 30,000 450 12,000 150,000 30,000 6,000 5,500 9,000 307,950

0 18,000 72,500 42,000 450 12,500 152,000 35,000 6,400 6,000 12,000 356,850

0.00% -43.75% 3.57% 0.00% -10.00% -16.67% -1.94% -12.50% 0.00% 71.43% 0.00% -5.19%

CHARGES-PLANNING & COMM. DEVELOPMENT SALE OF MAPS, SURVEYS, ETC 1,785 SALE OF PUBLICATIONS 0 SALE OF CEMETERY LOTS 17,345 GRAVE OPENINGS 19,400 4,325 GRAVE STONE FOUNDATIONS TOTAL CHARGES 42,855

842 820 13,555 19,700 3,750 38,667

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

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

105,713 432,422 120,000 72,836 150 5,027 18,850 6,663 761,661

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

105,000 415,000 120,000 30,000 200 4,000 13,000 6,856 694,056

105,000 475,000 120,000 19,625 200 4,000 13,000 6,856 743,681

0.00% 14.46% 0.00% -34.58% 0.00% 0.00% 0.00% 3.88% 7.19%

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

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

D - 42

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 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 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

55,926 10,267 25,111 91,304

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

50,000 9,000 25,000 84,000

0.00% 0.00% 56.25% 12.00%

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

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

72,389 18,101 0 36,640 127,130

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

72,000 18,000 0 35,000 125,000

4.05% 9.09% -100.00% -4.63% 1.96%

EDUCATION STATE SALES TAX

801,635

972,223

1,094,254

1,083,517

-0.98%

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

373,312 25,000 138,175 1,580,437 42,250 18,416 6,366 0 12,756 0 2,196,712

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

373,313 25,000 0 1,623,918 35,000 14,000 5,000 0 0 0 2,076,231

373,313 25,000 0 1,652,828 35,000 14,000 5,000 0 0 0 2,105,141

0.00% 0.00% 0.00% 2.66% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.08%

3,003,663

3,387,369

3,354,167

3,379,485

3,397,658

1.30%

624,874 63,250 0 49,540 60,180 797,844

639,312 65,000 0 55,840 46,642 806,794

625,000 65,000 0 55,000 35,000 780,000

640,000 70,000 260,000 55,000 45,000 1,070,000

2.40% 7.69% 0.00% 28.57% 37.18%

32,647,063

33,449,530

33,522,987

33,509,519

34,503,569

2.93%

(1,333,080)

(1,180,243)

(312,786)

31,313,983

32,269,287

33,196,733

34,503,569

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 WHF GRANT OVERTIME / POLICE SERVICES OVERTIME / FIRE SERVICES TOTAL NON-REVENUE RECEIPTS

TOTAL OPERATING REVENUES BEFORE TRANSFERS

001-0510-0103

ACTUAL FY 2014

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

TOTAL REVENUE FROM COMMONWEALTH

001-0410-0500 001-0410-0600 001-0410-0750 001-0410-0800 001-0410-0900

ACTUAL FY 2013

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

D - 43

210,654 33,733,641

2.28%

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

EXPENDITURES 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 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 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 49,394 0 2,391 2,278 5 8,892 547 2,083 170 2,262 7,751 4,350 5,500 0 126,961

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

38,400 2,938 51,800 2,000 3,000 5,000 1,500 8,575 1,000 2,000 400 3,000 8,000 3,000 5,400 0 136,013

38,400 2,938 51,800 2,000 3,000 5,000 1,500 8,700 1,000 2,000 400 3,000 8,000 3,000 5,500 450 136,688

0.00% 0.00% -0.19% -33.33% 0.00% -16.67% 0.00% -11.32% 0.00% 0.00% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% -2.23%

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

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

115,674 8,749 18,653 11,472 1,362 20 538 10,452 287 375 0 405 1,842 169,829

129,355 9,700 18,538 12,053 1,350 19 874 7,462 240 627 0 920 2,040 183,178

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

75,000 8,341 11,000 12,048 800 20 1,500 7,000 300 1,000 100 900 1,000 119,009

107,194 8,200 18,085 7,000 820 20 1,500 7,000 300 1,000 100 900 1,000 153,120

-1.69% -1.69% -1.69% -41.90% -42.46% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -4.93%

001-1201-1001 001-1201-1003 001-1201-2001 001-1201-2002 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 001-1201-5413 001-1201-5501 001-1201-5504 001-1201-5801

CITY MANAGER SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] 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 OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL CITY MANAGER

334,368 24,108 23,763 55,073 25,080 4,023 388 7,200 3,150 789 0 1,115 7,078 769 7,358 197 2,625 765 535 3,787 624 11,876 6,576 521,247

347,094 23,167 24,525 56,919 26,292 4,158 378 7,200 3,745 845 0 1,294 6,706 746 6,669 177 2,538 605 469 3,423 808 12,000 5,883 535,641

349,090 25,000 24,028 60,123 26,292 4,562 375 7,200 4,000 800 300 1,700 5,000 768 7,358 197 4,000 700 500 5,000 800 12,000 7,000 546,794

349,090 25,000 24,028 60,123 26,292 4,562 375 7,200 4,000 800 1,265 1,700 5,000 695 6,431 172 4,000 800 500 5,000 800 12,000 7,000 546,834

355,011 25,000 24,481 61,122 29,631 4,183 410 7,200 4,500 800 1,000 1,700 5,000 700 6,500 185 4,000 480 500 5,000 800 12,000 7,000 557,203

1.70% 0.00% 1.88% 1.66% 12.70% -8.32% 9.33% 0.00% 12.50% 0.00% 233.33% 0.00% 0.00% -8.85% -11.66% -6.09% 0.00% -31.43% 0.00% 0.00% 0.00% 0.00% 0.00% 1.90%

D - 44

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

001-1202-5869 001-1202-5870 001-1202-5872 001-1202-5873A 001-1202-5873B 001-1202-5874 001-1202-5875 001-1202-5891

NON-DEPARTMENTAL CONTINGENCY AID TO THE COMMONWEALTH CREDIT CARD FEES HEALTHCARE CONTINGENCY PERSONNEL CONTINGENCY LINE OF DUTY ACT (LODA) ECONOMIC DEVELOP. CONTINGENCY PERFORMANCE MEASUREMENT TOTAL NON-DEPARTMENTAL

72,474 42,003 22,141 50,178 0 36,509 103,250 5,550 332,105

42,190 0 21,847 0 0 40,583 100,000 5,550 210,170

100,000 0 18,000 0 0 44,700 100,000 5,550 268,250

50,000 28,051 22,000 0 0 38,913 100,000 5,550 244,514

100,000 0 22,000 0 175,000 40,000 100,000 12,000 449,000

0.00% 0.00% 22.22% 0.00% 0.00% -10.51% 0.00% 116.22% 67.38%

001-1203-1001 001-1203-2001 001-1203-2002 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] 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

103,295 7,898 16,482 478 1,204 0 12,812 2,030 149 622 0 41 5,297 1,890 152,198

144,504 10,980 23,324 6,024 1,704 0 13,655 6,239 596 589 100 0 7,015 2,495 217,225

146,060 11,174 24,642 6,024 1,909 10,000 12,000 5,000 1,680 700 300 250 8,000 3,000 230,739

135,000 11,174 24,642 6,024 1,909 10,000 12,000 5,000 1,680 700 300 250 8,000 3,000 219,679

149,301 11,422 25,189 6,789 1,759 20,000 14,000 5,000 1,680 700 300 250 8,000 3,000 247,389

2.22% 2.22% 2.22% 12.70% -7.85% 100.00% 16.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 7.22%

001-1204-1001 001-1204-1003 001-1204-2001 001-1204-2002 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 001-1204-5411 001-1204-5501 001-1204-5504 001-1204-5801

CITY ATTORNEY SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING LEGAL RETAINER MAINTENANCE, OFFICE EQUIPMENT OTHER LEGAL FEES PRINTING POSTAGE TELECOMMUNICATION PROFESSIONAL LIABILITY OFFICE SUPPLIES BOOKS & SUBSCRIPTIONS TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL CITY ATTORNEY

108,940 21,183 9,873 17,569 5,736 1,283 194 0 50,962 625 670 1,100 215 684 1,500 647 3,633 768 2,355 2,116 230,053

125,744 27,420 11,384 20,203 15,934 1,476 188 327 50,004 595 1,162 816 145 797 2,031 1,284 3,725 588 2,087 1,584 267,494

126,513 27,300 11,767 21,344 15,900 1,653 190 500 55,000 600 1,000 500 300 650 3,600 750 3,000 750 2,500 750 274,567

126,513 27,300 11,767 21,344 15,600 1,653 190 500 55,000 800 1,300 500 300 650 2,600 700 3,000 600 2,500 1,500 274,317

129,051 27,300 11,961 21,773 17,581 1,521 200 200 55,000 1,100 1,300 500 300 650 2,600 700 3,250 600 2,750 1,500 279,836

2.01% 0.00% 1.65% 2.01% 10.57% -8.04% 5.26% -60.00% 0.00% 83.33% 30.00% 0.00% 0.00% 0.00% -27.78% -6.67% 8.33% -20.00% 10.00% 0.00% 1.92%

D - 45

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

001-1205-1001 001-1205-2001 001-1205-2002 001-1205-2005 001-1205-2006 001-1205-5880 001-1205-5888 001-1205-5896

HUMAN RESOURCES SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE QUEST EMPLOYEE LEGAL BENEFIT INITIATIVE 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 001-1209-2005 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] 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

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

59,774 4,324 9,737 14,880 711 975 1,400 8,580 100,381

62,173 4,467 10,089 15,600 737 1,226 0 7,059 101,351

62,551 4,785 10,659 15,600 826 1,000 0 5,000 100,421

63,807 4,881 10,873 17,581 759 1,200 0 5,000 104,102

2.01% 2.01% 2.01% 12.70% -8.04% 20.00% 0.00% 0.00% 3.67%

500 2,092 0 0 0 1,335 441 0 1,061 0 0 1,480 4,161 11,070

125 1,525 20,766 286 0 2,984 1,923 0 1,954 180 4,798 842 8,195 43,578

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

500 1,500 4,000 200 2,000 4,000 4,000 200 2,000 1,000 5,000 1,000 8,100 33,500

500 4,000 9,000 200 2,000 4,000 4,000 200 2,000 1,000 6,000 1,000 8,100 42,000

0.00% 166.67% 125.00% 0.00% 0.00% 0.00% -50.00% 0.00% -33.33% -50.00% -25.00% 0.00% 0.00% -1.18%

139,152 10,406 22,600 15,924 1,650 0 1,151 4,732 2,022 700 972 598 562 355 200,824

143,054 10,735 23,143 16,716 1,691 0 1,464 3,988 2,089 443 438 259 771 355 205,146

144,073 11,022 24,481 16,716 1,896 300 1,300 4,000 2,200 400 350 250 800 260 208,048

144,073 11,022 24,481 16,716 1,896 100 1,300 4,000 2,200 470 350 250 800 260 207,918

146,246 11,188 24,850 18,839 1,735 300 1,500 4,000 2,200 400 400 250 800 260 212,968

1.51% 1.51% 1.51% 12.70% -8.49% 0.00% 15.38% 0.00% 0.00% 0.00% 14.29% 0.00% 0.00% 0.00% 2.36%

D - 46

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

001-1210-1001 001-1210-2001 001-1210-2002 001-1210-2005 001-1210-2006 001-1210-2010 001-1210-3002 001-1210-3006 001-1210-3007 001-1210-5201 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

CITY ASSESSOR SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION PROFESSIONAL SERVICES PRINTING ADVERTISING POSTAGE 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

113,230 8,557 18,382 11,472 1,343 484 334 252 108 2,692 1,011 512 7,358 498 98 31 262 0 195 166,819

115,967 8,758 18,754 12,048 1,370 472 323 329 137 1,504 1,045 497 6,669 189 71 39 209 0 195 168,576

117,442 8,984 19,814 12,048 1,535 484 400 300 125 900 1,200 566 6,800 500 100 500 300 200 175 172,373

117,442 8,984 19,814 16,716 1,535 484 400 300 125 900 1,200 566 6,500 500 100 500 300 200 175 176,741

119,810 9,165 20,214 18,839 1,412 510 400 300 125 900 1,200 475 6,500 500 100 300 300 200 175 181,425

2.02% 2.02% 2.02% 56.37% -8.03% 5.37% 0.00% 0.00% 0.00% 0.00% 0.00% -16.08% -4.41% 0.00% 0.00% -40.00% 0.00% 0.00% 0.00% 5.25%

001-1213-1001 001-1213-1003 001-1213-2001 001-1213-2002 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] HOSPITALIZATION GROUP LIFE INSURANCE MAINTENANCE - OFFICE EQUIPMENT POSTAGE TELECOMMUNICATION OFFICE SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL TREASURER

27,021 2,455 1,957 4,607 13,049 337 0 221 1,516 174 113 100 180 51,730

29,501 1,808 2,012 4,736 13,650 346 0 269 1,563 693 216 0 180 54,974

29,950 2,000 2,340 5,732 15,600 400 100 250 1,600 150 75 100 180 58,477

30,550 2,000 2,340 5,732 17,581 400 100 250 1,600 150 75 100 180 61,058

2.00% 0.00% 0.00% 0.00% 12.70% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.41%

469,285 8,691 35,365 76,112 47,144 5,560 968 200 2,998 600 0 8,815 0 8,334 6,162 512 872 1,472

490,436 9,988 36,926 79,003 54,038 5,771 744 561 3,783 403 162 7,477 622 8,886 6,278 497 782 1,334

494,726 12,000 38,765 83,467 54,816 6,466 800 600 4,000 400 400 7,500 0 9,000 6,300 565 800 1,400

494,726 12,000 38,765 83,467 50,150 5,835 800 600 4,000 400 400 7,500 0 9,000 6,250 463 800 1,286

504,635 12,000 39,523 85,138 68,519 5,946 800 600 4,000 400 300 7,500 0 9,000 6,300 500 800 1,350

2.00% 0.00% 1.96% 2.00% 25.00% -8.04% 0.00% 0.00% 0.00% 0.00% -25.00% 0.00% 0.00% 0.00% 0.00% -11.50% 0.00% -3.57%

001-1214-1001 001-1214-1003 001-1214-2001 001-1214-2002 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

FINANCE SALARIES SALARIES - PART-TIME FICA RETIREMENT [VRS] 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

D - 47

CITY OF WILLIAMSBURG ACCOUNT 001-1214-5308 001-1214-5401 001-1214-54083 001-1214-5411 001-1214-5413 001-1214-5501 001-1214-5504 001-1214-5801

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

GENERAL LIABILITY OFFICE SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL FINANCE

001-1221-1001 001-1221-1002 001-1221-2001 001-1221-2002 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] 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 JANITORIAL SUPPLIES 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 001-1301-5402 001-1301-5501 001-1301-5504 001-1301-5801

ELECTORAL BOARD SALARIES FICA PROFESSIONAL SERVICES MAINTENANCE, VOTING MACHINE FOOD & SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOCIATION MEMBERSHIPS TOTAL ELECTORAL BOARD

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

788 1,953 665 322 1,920 117 3,349 1,114 683,318

710 2,471 1,763 400 3,076 235 3,428 709 720,483

730 2,500 1,000 400 1,500 200 3,600 1,000 732,934

687 2,500 1,000 400 1,500 150 3,600 1,000 727,278

710 2,500 850 400 1,500 200 3,600 1,000 758,071

-2.74% 0.00% -15.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.43%

141,601 265 10,699 22,880 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

146,427 896 11,114 23,515 12,048 1,718 1,888 223 6,178 40 1,566 4,859 9,634 5,662 422 180 128 1,887 497 355 47 34 30 2,286 486 3,875 0 605 647 1,205 238,452

147,253 750 11,322 24,844 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

147,253 750 11,322 24,844 12,048 1,925 1,888 500 5,000 300 1,600 4,800 9,700 5,900 400 300 130 1,887 580 360 60 130 150 2,500 100 4,000 150 700 1,100 2,500 242,877

150,104 750 11,540 25,325 13,578 1,769 2,020 500 5,000 300 1,600 4,800 9,700 5,900 400 300 130 1,887 580 360 60 130 150 1,500 100 4,000 150 700 1,100 2,500 246,933

1.94% 0.00% 1.93% 1.94% 12.70% -8.10% 6.99% 0.00% 0.00% 0.00% 0.00% 6.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -31.82% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.92%

6,895 528 7,948 5,590 1,065 253 2,040 125 24,444

6,179 472 7,494 4,810 1,131 119 1,735 245 22,185

6,194 474 7,500 5,240 1,300 300 3,000 125 24,133

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

D - 48

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

001-1302-1001 001-1302-1003 001-1302-2001 001-1302-2002 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] 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 001-3101-2005 001-3101-2006 001-3101-2010 001-3101-2012 001-3101-2013 001-3101-2016 001-3101-3001 001-3101-3002 001-3101-3003 001-3101-30041 001-3101-30042 001-3101-30043 001-3101-30044 001-3101-3005 001-3101-3007 001-3101-3033 001-3101-3099 001-3101-5101 001-3101-5102 001-3101-5201 001-3101-5203 001-3101-5204 001-3101-5301 001-3101-5302 001-3101-5305

POLICE SALARIES PART-TIME SALARIES DISCRETIONARY LEAVE OVERTIME & TRAFFIC CONTROL COMPENSATION-OFF DUTY POLICE FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION CLOTHING ALLOWANCE EDUCATION ASSISTANCE TRAINING PROFESSIONAL HEALTH SERVICES PROFESSIONAL SERVICES MEDICAL EXAMINER MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, OFFICE EQUIPMENT ABANDONED VEHICLES MAINTENANCE, SERVICE CONTRACTS ADVERTISING EXTERMINATING CONTRACT DETECTIVE FUNDS ELECTRICITY HEATING POSTAGE TELECOMMUNICATION RADIO BOILER INSURANCE FIRE INSURANCE MOTOR VEHICLE INSURANCE

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

46,332 25,619 5,518 7,471 546 19 3,031 470 2,375 1,011 949 245 614 16 1,343 140 95,699

47,788 23,048 5,521 7,673 561 19 3,761 689 1,410 1,045 376 0 318 293 1,726 67 94,295

48,165 27,000 5,750 8,126 629 20 3,500 450 2,000 1,100 1,100 200 500 400 1,200 140 100,281

48,165 27,000 5,750 8,126 629 20 3,500 450 2,000 1,100 900 200 500 400 1,200 140 100,081

48,642 27,000 5,787 8,207 573 20 4,000 800 2,500 1,100 900 200 500 400 1,200 140 101,968

0.99% 0.00% 0.63% 0.99% -8.96% 0.00% 14.29% 77.78% 25.00% 0.00% -18.18% 0.00% 0.00% 0.00% 0.00% 0.00% 1.68%

398,300 398,300

411,806 411,806

420,000 420,000

0.00% 0.00%

2,006,736 48,643 47,492 81,332 64,521 165,527 323,550 317,860 23,635 46,704 2,500 4,437 18,454 15,373 5,961 20 15,135 5,478 176 125 60,970 1,978 657 4,139 14,155 2,137 2,042 29,821 37,500 130 3,365 10,760

2,086,905 57,768 52,065 77,076 59,243 171,347 335,861 346,574 24,535 45,549 2,500 5,203 21,607 15,437 7,220 100 13,676 2,718 109 250 78,217 167 0 4,456 16,370 2,160 1,843 37,846 38,181 128 3,302 10,443

2,087,188 65,000 46,000 80,000 55,000 178,489 350,670 338,000 26,659 47,000 2,500 3,500 25,000 17,500 7,500 100 15,000 8,000 500 300 95,000 1,500 400 5,000 16,000 3,000 2,000 34,000 37,500 250 3,400 11,000

2,087,188 65,000 48,000 80,000 55,000 178,489 350,670 338,000 26,659 47,000 2,500 3,500 25,000 17,500 7,500 100 10,000 8,000 500 300 85,000 1,500 400 5,000 16,000 2,500 2,000 34,000 37,500 250 3,610 11,000

2,226,222 18,000 48,000 80,000 55,000 185,683 375,545 380,926 25,456 48,000 2,500 3,500 27,000 17,000 7,500 100 12,000 8,000 500 300 95,000 1,500 400 5,000 16,000 2,500 2,000 34,000 37,500 250 3,700 11,000

6.66% -72.31% 4.35% 0.00% 0.00% 4.03% 7.09% 12.70% -4.51% 2.13% 0.00% 0.00% 8.00% -2.86% 0.00% 0.00% -20.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -16.67% 0.00% 0.00% 0.00% 0.00% 8.82% 0.00%

D - 49

CITY OF WILLIAMSBURG ACCOUNT 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

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

SURETY BONDS PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES JANITORIAL SUPPLIES 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 TOTAL POLICE

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

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 3,534,613

782 889 15,860 10,701 515 573 6,102 5,564 77,079 27,746 14,659 0 3,933 5,748 2,897 6,747 2,080 1,275 769 1,458 3,704,233

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 3,744,357

1,400 1,200 15,105 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 3,725,172

1,400 1,200 17,900 12,000 500 500 8,000 6,000 36,000 28,000 16,000 1,000 3,000 8,000 4,500 8,000 1,500 1,200 5,000 2,000 3,891,782

0.00% 0.00% -14.76% 9.09% 0.00% 0.00% 0.00% 0.00% -40.00% 0.00% 0.00% -37.50% 0.00% 14.29% 80.00% 0.00% 0.00% 0.00% 400.00% 0.00% 3.94%

001-3102-3002 001-3102-5205

POLICE - 911 DISPATCH CONTRACT-YORK COUNTY EMERGENCY 911 - TELEPHONE TOTAL POLICE - 911 DISPATCH

526,087 418 526,505

537,135 0 537,135

545,730 0 545,730

555,008 0 555,008

1.70% 0.00% 1.70%

001-3103-1001 001-3103-1002 001-3103-1003 001-3103-1006 001-3103-2001 001-3103-2002 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) HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION ARMORED TRANSPORT MAINTENANCE-GARAGE EQUIPMENT ELECTRICITY TELEPHONE PROPERTY INSURANCE SUPPLIES TOTAL PARKING GARAGE

31,590 619 21,050 0 3,792 5,146 14,880 376 775 7,970 17,063 23,167 1,804 4,086 3,897 136,215

32,365 906 21,872 0 3,922 5,252 15,600 384 755 8,004 18,332 17,613 2,017 4,010 4,159 135,191

32,562 1,000 21,000 500 4,212 5,549 15,600 430 790 8,000 20,000 20,000 2,000 4,000 4,000 139,643

33,230 1,500 21,000 500 4,302 5,662 17,581 430 790 8,000 19,000 20,000 2,000 4,000 5,000 142,994

2.05% 50.00% 0.00% 0.00% 2.12% 2.05% 12.70% 0.00% 0.00% 0.00% -5.00% 0.00% 0.00% 0.00% 25.00% 2.40%

D - 50

CITY OF WILLIAMSBURG ACCOUNT

001-3201-1001 001-3201-1002 001-3201-1006 001-3201-1009 001-3201-2001 001-3201-2002 001-3201-2005 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 2016 DESCRIPTION

FIRE SALARIES OVERTIME DISCRETIONARY LEAVE SPECIAL EVENTS FICA RETIREMENT [VRS] 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 2013

1,877,485 74,395 62,519 50,560 151,367 295,846 334,041 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

ACTUAL FY 2014

2,001,394 72,518 57,311 41,040 158,645 314,010 363,843 22,939 72,016 540 4,175 16,434 27,170 10,691 14,056 848 14,525 0 0 22,476 4,238 157 18,173 50,024 128 2,831 13,427 1,065 1,430 19 4,189 3,922 9,761 7,774 44,031 10,702 0 7,523 4,878 82 534 4,479 472 1,272 32,443 25,330 16,080 3,479,595

BUDGET FY 2015

2,098,563 85,000 65,000 35,000 174,693 341,773 365,000 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

ESTIMATED ADOPTED FY 2015 FY 2016

2,098,563 75,000 65,000 43,000 168,000 341,773 370,000 23,700 76,658 3,000 4,000 20,000 28,000 12,000 15,000 2,000 15,000 445 500 24,000 5,000 300 19,000 51,000 140 3,094 12,511 1,031 2,500 500 4,200 4,000 10,000 8,000 44,000 11,000 300 8,000 6,000 1,000 600 7,000 1,000 4,000 35,000 14,000 30,000 3,668,814

2,146,998 85,000 65,000 45,000 179,163 349,834 416,990 23,835 77,000 8,000 20,000 20,000 30,000 18,000 18,000 3,000 18,000 550 700 25,000 8,000 300 20,000 52,000 240 3,200 15,500 1,500 2,500 500 4,500 10,000 12,000 8,000 27,000 13,000 300 8,000 6,000 1,000 600 18,000 5,000 10,000 35,000 14,000 30,000 3,856,209

% over FY15 Budget

2.31% 0.00% 0.00% 28.57% 2.56% 2.36% 14.24% -7.82% 4.05% 0.00% 33.33% 0.00% 0.00% 0.00% 20.00% 0.00% 0.00% 0.00% 0.00% 8.70% 0.00% 0.00% 0.00% 0.00% 0.00% 6.67% 0.00% 0.00% 0.00% 0.00% 12.50% 66.67% 0.00% 0.00% -38.64% 0.00% 0.00% 33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 20.00% 3.45%

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

001-3301-3009

VA PENINSULA REGIONAL JAIL PURCHASE OF SERVICES TOTAL JAIL

001-3303-3009

ACTUAL FY 2013

ACTUAL FY 2014

1,203,730 1,203,730

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

1,191,655 1,191,655

1,176,790 1,176,790

1,156,822 1,156,822

-1.70% -1.70%

MIDDLE PENINSULA JUVENILE DETENTION COMMISSION PURCHASE OF SERVICES 63,829 TOTAL JUVENILE DETENTION 63,829

96,105 96,105

70,000 70,000

100,000 100,000

42.86% 42.86%

001-3304-3009

GROUP HOME COMMISSION PURCHASE OF SERVICES TOTAL GROUP HOME COMMISSION

79,889 79,889

76,258 76,258

-4.55% -4.55%

001-3305-3009

COLONIAL COMMUNITY CORRECTIONS PURCHASE OF SERVICES TOTAL COLONIAL COMM. CORRECTIONS

9,177 9,177

9,533 9,533

0.00% 0.00%

001-3401-1001 001-3401-1003 001-3401-2001 001-3401-2002 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] 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

199,644 0 14,866 32,271 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

207,244 0 15,431 33,400 27,648 2,440 2,831 1,566 1,200 0 111 838 1,333 119 480 3,421 1,989 6,669 533 1,206 1,554 181 3,090 565 3,812 1,219 400 31 1,038 305 320,654

209,157 30,000 18,296 35,288 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

248,000 0 18,296 35,288 43,248 2,734 2,970 2,500 1,000 300 500 800 300 300 800 3,500 2,100 6,700 550 1,800 1,000 500 3,500 800 4,000 1,000 1,000 50 3,000 600 387,135

257,058 0 19,665 43,369 48,740 3,029 3,030 3,000 1,200 300 1,000 800 500 500 800 3,700 2,100 6,700 550 1,800 1,500 500 2,100 1,100 4,500 2,000 5,000 100 4,000 800 419,441

22.90% 0.00% 7.48% 22.90% 76.29% 10.80% 2.02% 0.00% 0.00% 0.00% 0.00% 0.00% 66.67% 66.67% 0.00% 5.71% 0.00% 0.00% 0.00% 0.00% 50.00% 0.00% -40.00% 37.50% 0.00% 100.00% 0.00% 0.00% 0.00% 33.33% 13.53%

001-3501-3009

ANIMAL CONTROL PURCHASE OF SERVICES-JCC TOTAL ANIMAL CONTROL

18,900 18,900

0.00% 0.00%

D - 52

CITY OF WILLIAMSBURG ACCOUNT

001-4101-1001 001-4101-2001 001-4101-2002 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 001-4101-54083 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 001-4102-2005 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 001-4102-5302 001-4102-5305 001-4102-5307 001-4102-5308 001-4102-5401 001-4102-5407 001-4102-54081 001-4102-54082

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

ENGINEERING SALARIES FICA RETIREMENT [VRS] 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 GAS & OIL UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOC. MEMBERSHIPS MOTOR VEHICLES & EQUIPMENT TOTAL ENG / PUBLIC WORKS ADMIN.

173,591 12,742 23,707 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 2,731 259 0 1,454 225 35 0 269,532

153,448 11,181 24,650 31,200 1,801 2,832 188 12,169 98 2,194 0 47 2,351 0 1,779 355 1,227 926 1,739 323 0 883 21 170 0 249,582

154,362 11,809 26,043 31,200 2,017 2,970 0 12,500 300 1,800 100 200 2,300 300 2,100 450 1,250 1,000 1,900 500 150 1,000 400 250 200 255,100

157,470 12,046 26,567 35,162 1,855 3,030 0 16,000 300 2,500 100 200 2,300 300 2,100 450 1,250 1,000 1,140 500 150 1,000 400 250 200 266,272

2.01% 2.01% 2.01% 12.70% -8.03% 2.02% 0.00% 28.00% 0.00% 38.89% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.38%

STREETS SALARIES SALARIES - OVERTIME FICA RETIREMENT [VRS] 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 FIRE INSURANCE MOTOR VEHICLE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES TIRES

362,299 3,163 26,282 58,334 98,958 4,261 21,624 495 2,841 0 425 9,143 97,450 845 2,098 211,747 54 1,373 270 961 10,248 491 1,576 421 5,123 28,713 5,901

304,474 7,404 22,418 44,233 79,129 3,223 21,071 95 4,902 53 0 713 93,604 0 2,590 198,840 25 1,910 540 944 9,945 445 1,420 142 13,218 36,358 3,673

371,034 5,500 28,805 62,823 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 1,000 10,500 600 1,500 600 1,000 18,000 3,000

337,000 5,500 28,805 54,000 47,920 4,867 22,553 500 4,500 500 2,000 7,500 95,000 500 3,000 212,000 0 2,100 0 1,000 10,500 600 1,500 600 1,000 24,000 3,000

242,018 4,000 18,820 41,001 54,006 2,863 22,600 500 4,500 500 2,000 7,500 76,800 500 3,000 212,000 0 2,100 0 1,000 10,500 600 1,500 1,000 3,000 22,000 3,000

-34.77% -27.27% -34.66% -34.74% -43.74% -41.16% 2.26% 0.00% 0.00% 0.00% 0.00% 0.00% -19.16% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 66.67% 200.00% 22.22% 0.00%

D - 53

CITY OF WILLIAMSBURG ACCOUNT 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

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

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

ACTUAL FY 2013 29,059 3,975 9,314 2,535 0 45,559 325 348 52 0 10,763 0 1,057,026

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

28,000 5,000 6,000 2,200 100 60,000 200 500 9,300 8,000 10,000 500 1,084,729

28,000 5,000 6,000 2,200 100 60,000 200 500 9,300 8,000 10,000 500 1,000,244

16,800 5,000 6,000 3,000 100 42,000 200 500 9,300 8,000 0 500 828,709

0 0 0 0 0 0 0 0 584 0 584

0 0 0 0 0 0 0 0 5,589 0 5,589

0 0 0 0 0 0 0 0 6,950 0 6,950

109,418 1,500 8,485 18,460 29,631 1,289 18,600 1,000 18,000 10,000 216,383

3,403 455,306 133,231 22,897 15,806 9,750 640,393

3,566 460,403 139,605 22,902 16,784 9,750 653,010

3,500 480,000 75,000 23,000 18,000 10,000 609,500

3,500 355,000 60,000 23,000 18,000 10,250 469,750

0.00% -26.04% -20.00% 0.00% 0.00% 2.50% -22.93%

90,750 6,359 7,159 14,625 14,880 1,068 2,906 195 7,648 12,612 9,694 3,041 962 9,266 4,331 44 345

94,897 5,364 7,393 15,231 15,600 1,113 2,831 44 23,188 12,880 9,139 11,617 158 3,941 4,663 0 0

95,375 6,500 7,793 16,091 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

95,375 6,500 7,793 16,091 15,600 1,246 2,970 1,000 7,800 7,000 7,000 4,000 759 4,000 2,000 750 1,750

97,498 6,500 7,956 16,449 17,581 1,149 3,050 1,000 7,800 7,000 7,000 4,000 3,000 4,000 2,000 750 1,750

2.23% 0.00% 2.08% 2.23% 12.70% -7.84% 2.69% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

STORMWATER OPERATIONS (new cost center) SALARIES SALARIES - OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE SERVICE CONTRACTS GAS & OIL OTHER OPERATING SUPPLIES DRAINAGE MAINTENANCE TOTAL STORMWATER OPERATIONS

001-4203-3009 001-4203-3031 001-4203-3032 001-4203-3033 001-4203-3035 001-4203-5899

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] 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

BUDGET FY 2015

29,546 4,332 12,295 3,387 0 90,162 13 179 8,810 3,000 14,388 0 1,017,481

001-4103-1001 001-4103-1002 001-4103-2001 001-4103-2002 001-4103-2005 001-4103-2006 001-4103-3005 001-4103-54083 001-4103-5413 001-4103-7010

001-4307-1001 001-4307-1002 001-4307-2001 001-4307-2002 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

ACTUAL FY 2014

D - 54

-40.00% 0.00% 0.00% 36.36% 0.00% -30.00% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% -23.60%

CITY OF WILLIAMSBURG ACCOUNT 001-4307-30044O 001-4307-30044S 001-4307-30044T 001-4307-3005C 001-4307-3005M 001-4307-3005O 001-4307-3005S 001-4307-3005T 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

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

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 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 JANITORIAL SUPPLIES 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

ACTUAL FY 2013 94 521 0 25,236 57,636 6,624 11,959 20,119 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

D - 55

ACTUAL FY 2014 250 0 0 28,109 57,440 5,182 10,098 17,262 6,944 1,083 14 14 107 0 14 7,246 53,035 6,394 10,715 9,110 2,002 872 1,894 244 320 160 320 944 944 3,302 1,415 1,415 1,415 355 710 355 178 355 532 355 299 2,154 0 1,267 2,013 20 760 987 132 225 0 1,024 378

BUDGET FY 2015 750 750 750 16,000 54,000 5,000 17,000 20,000 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

ESTIMATED ADOPTED FY 2015 FY 2016 750 0 750 16,000 54,000 5,000 0 20,000 8,000 2,000 500 500 500 0 500 10,000 57,000 5,500 569 10,000 2,500 12 1,900 245 350 175 350 1,031 1,031 3,800 1,547 1,547 1,547 344 687 344 172 343 515 344 300 2,200 800 1,000 1,500 500 0 1,000 700 400 400 1,000 700

750 750 750 22,000 54,000 5,000 15,000 20,000 8,000 2,000 500 500 500 500 500 9,000 56,000 5,500 12,000 10,000 2,500 1,000 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 1,000 700 400 400 600 700

% over FY15 Budget

0.00% 0.00% 0.00% 37.50% 0.00% 0.00% -11.76% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -10.00% -1.75% 0.00% 0.00% 0.00% -44.44% -68.75% 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% -50.00% 0.00%

CITY OF WILLIAMSBURG ACCOUNT 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 001-4307-7010S 001-4307-7010T

001-4308-1001 001-4308-2001 001-4308-2002 001-4308-2005 001-4308-2006 001-4308-2010 001-4308-2016 001-4308-30042 001-4308-30043 001-4308-30044 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 001-4309-2005 001-4309-2006 001-4309-2010 001-4309-2013 001-4309-2016 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

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

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 BUILDING-STRYKER BUILDING-TRAIN STATION TOTAL MUNICIPAL CENTER

0 1,075 218 0 0 1,340 1,000 1,000 163 480 7,116 0 0 446,790

78 1,375 323 874 0 1,876 0 0 5,940 670 7,252 0 0 466,810

500 1,500 500 500 200 3,000 1,500 500 6,000 2,500 7,000 0 0 467,946

500 1,500 500 500 200 2,000 1,500 500 6,000 1,000 7,000 0 0 423,688

500 1,500 500 500 200 3,000 1,500 500 6,000 2,500 7,000 0 0 469,753

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% 0.39%

INFORMATION TECHNOLOGY ( I T ) SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION TRAINING MAINTENANCE-COMPUTERS MAINTENANCE-VIDEO EQUIPMENT MAINTENANCE-MAPPING SYSTEM 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

221,785 16,451 35,946 20,616 2,626 0 577 51,263 19,543 55,451 4,289 5,396 24,603 66,366 16,356 12,970 43,826 532 516 604 0 599,716

233,464 17,429 37,678 21,624 2,752 200 644 48,276 15,450 64,632 4,415 9,573 25,337 62,983 12,116 10,552 47,595 325 158 0 0 615,203

236,451 18,088 40,098 21,624 3,106 210 3,500 60,000 20,000 55,000 5,000 10,000 32,000 80,600 12,000 5,500 52,000 500 500 1,500 500 658,177

236,451 18,088 40,098 21,624 3,106 210 3,000 55,000 18,000 55,000 5,000 7,500 25,000 75,000 12,000 5,500 51,000 500 500 500 500 633,577

255,553 19,550 43,325 24,370 3,026 210 3,500 60,000 20,000 58,000 5,000 10,000 20,000 85,000 12,000 5,500 52,000 500 500 1,500 500 680,033

8.08% 8.08% 8.05% 12.70% -2.59% 0.00% 0.00% 0.00% 0.00% 5.45% 0.00% 0.00% -37.50% 5.46% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.32%

198,149 0 1,949 14,507 30,787 40,909 2,249 3,874 0 943 119,108 1,885 0 0 4,327 2,153 1,391 178 961 2,050 491 D - 56591

220,029 0 97 15,879 35,507 52,387 2,594 3,775 1,676 0 105,089 1,627 0 0 188 2,235 1,817 0 944 1,989 445 532

227,822 500 2,000 17,620 38,545 38,200 2,986 3,960 0 1,200 110,900 1,000 1,000 200 400 3,000 1,300 300 1,000 2,500 650 700

227,822 500 2,000 17,620 38,545 58,600 2,986 3,960 0 1,200 110,000 1,000 1,000 200 400 3,000 1,300 300 1,000 2,500 650 700

232,722 500 2,000 17,994 39,374 66,042 2,750 4,060 6,500 800 110,900 1,000 1,000 200 400 3,000 1,300 300 1,000 2,500 650 700

2.15% 0.00% 0.00% 2.13% 2.15% 72.89% -7.91% 2.53% 0.00% -33.33% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

LANDSCAPING SALARIES SALARIES - OVERTIME PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION EDUCATION ASSISTANCE TRAINING PROFESSIONAL SERVICES 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

CITY OF WILLIAMSBURG ACCOUNT 001-4309-5401 001-4309-5403 001-4309-54081 001-4309-54082 001-4309-54083 001-4309-54084 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 2016 DESCRIPTION

OFFICE SUPPLIES AGRICULTURAL SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL POWERED EQUIPMENT AND SUPPLIES 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 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

200 25,450 6,701 2,031 13,478 2,253 2,234 218 19,960 7,815 1,075 0 52 425 508,394

187 24,566 4,352 26 11,786 4,707 2,794 0 13,052 5,459 2,161 0 11,479 154 527,533

200 23,000 5,000 1,500 13,000 4,500 2,000 100 12,000 5,500 500 100 14,000 1,000 538,183

200 23,000 5,000 1,500 11,000 4,500 2,000 100 12,420 5,500 500 100 8,000 1,000 550,103

200 24,000 5,000 1,500 7,800 4,000 3,000 100 13,000 5,500 500 100 14,000 1,000 575,393

0.00% 4.35% 0.00% 0.00% -40.00% -11.11% 50.00% 0.00% 8.33% 0.00% 0.00% 0.00% 0.00% 0.00% 6.91%

001-5101-5601 001-5101-5602

PUBLIC HEALTH LOCAL HEALTH DEPT OLDE TOWN HEALTH CLINIC TOTAL PUBLIC HEALTH

100,741 83,430 184,171

99,915 83,430 183,345

97,065 83,430 180,495

-2.85% 0.00% -1.55%

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

0.00% 0.00%

001-5302-5305 001-5302-5701 001-5302-5703 001-5302-5705 001-5302-5706 001-5302-5707 001-5302-5708 001-5302-5709 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 WHF GRANT PROGRAM LOCAL HOMELESSNESS PREVENTION TOTAL PUBLIC ASSISTANCE

0 450,000 91,060 30,000 5,691 15,000 35,000 0 10,000 636,751

0 500,000 91,060 30,000 5,691 15,000 35,000 0 10,000 686,751

2,000 610,000 91,060 30,000 5,691 15,000 35,000 0 10,000 798,751

0 610,000 91,060 30,000 5,691 15,000 35,000 0 10,000 796,751

0 610,000 99,842 30,000 5,691 15,000 35,000 260,000 30,000 1,085,533

-100.00% 0.00% 9.64% 0.00% 0.00% 0.00% 0.00% 0.00% 200.00% 35.90%

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.

48 320 0 4,716 5,084

100 394 927 3,203 4,624

200 300 400 3,000 3,900

200 300 400 1,800 2,700

0.00% 0.00% 0.00% -40.00% -30.77%

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 2016 DESCRIPTION

001-6103-6001 001-6103-6002

JOINT SCHOOL OPERATIONS SCHOOLS SALES TAX FOR EDUCATION TOTAL SCHOOL OPERATIONS

001-7101-1001 001-7101-1003 001-7101-2001 001-7101-2002 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 001-7101-5411 001-7101-5413 001-7101-5501 001-7101-5504 001-7101-5801

RECREATION - ADMINISTRATION SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] 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 JANITORIAL SUPPLIES VEHICLE POWERED EQUIP.-SUPPLIES BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL - MILEAGE TRAVEL - CONFERENCES DUES & ASSOC. MEMBERSHIPS TOTAL RECREATION - ADMIN.

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

6,889,019 772,468 7,661,487

7,183,634 985,974 8,169,608

7,565,623 1,094,254 8,659,877

7,620,551 1,083,517 8,704,068

0.73% -0.98% 0.51%

181,808 39,663 16,605 29,360 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 1,566 0 372 150 389,258

193,176 40,000 17,642 31,029 27,648 2,267 1,888 994 77 142 22,114 23 453 9,423 0 98 1,050 36,023 5,420 570 3,314 4,718 445 532 1,381 3,460 0 0 1,602 0 2,915 300 408,704

194,305 50,000 18,689 32,782 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 5,000 100 100 3,000 50 1,250 450 445,323

194,305 50,000 18,689 32,782 27,648 2,539 1,980 1,000 255 400 30,000 100 600 9,500 0 250 1,080 38,000 6,000 400 4,000 5,157 429 515 1,600 4,000 100 100 3,000 0 1,850 450 436,729

198,853 50,000 19,037 33,549 31,159 2,343 2,050 1,000 425 400 37,000 100 600 9,500 1,000 250 1,200 38,000 6,000 400 4,500 5,200 450 550 1,600 5,000 100 100 3,000 50 2,000 500 455,917

2.34% 0.00% 1.86% 2.34% 12.70% -7.74% 3.54% 0.00% 70.00% 0.00% 10.45% 0.00% 0.00% 0.00% 0.00% 0.00% 11.11% -9.52% 0.00% 0.00% 12.50% 9.47% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 60.00% 11.11% 2.38%

D - 58

CITY OF WILLIAMSBURG ACCOUNT

001-7102-1001 001-7102-1003 001-7102-2001 001-7102-2002 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 001-7102-5203 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 001-7102-54084 001-7102-5410 001-7102-5411 001-7102-5413 001-7102-5414 001-7102-5801 001-7102-7001 001-7102-7005 001-7102-8001

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

RECREATION - PARKS SALARIES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION MAINTENANCE, BUILDINGS MAINTENANCE, EQUIPMENT MAINTENANCE, SERVICE CONTRACTS PRINTING ADVERTISING ELECTRICITY TELECOMMUNICATION FIRE INSURANCE PUBLIC OFFICIAL LIABILITY GENERAL LIABILITY OFFICE SUPPLIES AGRICULTURAL SUPPLIES MEDICAL SUPPLIES JANITORIAL SUPPLIES REPAIR & MAINTENANCE SUPPLIES VEHICLE POWERED EQUIP/SUPPLIES EQUIPMENT SUPPLIES UNIFORMS & APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES MERCHANDISE FOR RESALE DUES & ASSOC. MEMBERSHIPS MACHINERY & EQUIPMENT MOTOR VEHICLES & EQUIPMENT LEASE / RENT OF EQUIPMENT TOTAL RECREATION - PARKS

ACTUAL FY 2013

31,508 107,149 10,520 5,193 5,736 379 3,874 1,035 2,042 0 589 0 4,258 2,929 1,442 491 394 551 4,338 19 1,153 2,731 175 294 522 28 2,491 5,373 35 775 3,735 2,332 202,091

D - 59

ACTUAL FY 2014

32,384 101,198 9,916 5,409 6,024 395 3,775 468 1,320 0 175 264 4,158 3,099 1,415 445 355 552 2,108 75 1,716 2,219 113 364 490 54 3,682 6,592 125 394 7,652 2,021 198,957

BUDGET FY 2015

33,869 118,600 11,664 5,714 6,024 443 3,874 1,800 2,500 7,400 2,000 500 5,000 3,400 1,430 450 360 750 7,000 100 2,000 2,500 250 400 650 50 4,000 7,900 125 1,000 8,500 2,500 242,753

ESTIMATED ADOPTED FY 2015 FY 2016

33,869 118,600 11,664 5,714 6,024 443 3,874 1,800 2,500 7,400 2,000 500 4,200 3,500 1,547 429 344 750 5,000 100 2,000 2,500 250 400 650 50 4,000 7,000 150 1,000 7,000 2,500 237,758

34,633 118,600 11,722 5,843 6,789 408 3,950 1,800 2,500 8,550 2,000 500 5,000 3,600 1,550 430 350 750 7,000 100 2,000 2,500 250 400 650 50 4,000 8,200 150 1,000 8,500 2,500 246,276

% over FY15 Budget

2.26% 0.00% 0.50% 2.26% 12.70% -7.82% 1.96% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.88% 8.39% -4.44% -2.78% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.80% 20.00% 0.00% 0.00% 0.00% 1.45%

CITY OF WILLIAMSBURG ACCOUNT

001-7104-1001 001-7104-1003 001-7104-2001 001-7104-2002 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 2016 DESCRIPTION

RECREATION - PROGRAMS SALARIES PART-TIME SALARIES & WAGES FICA RETIREMENT [VRS] 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 JANITORIAL SUPPLIES 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 2013

165,884 34,821 19,327 27,195 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

D - 60

ACTUAL FY 2014

164,506 43,360 19,623 25,651 38,557 1,874 8,022 141,573 90 311 10,972 77 492 1,412 4,000 481 0 0 11,588 35 4,004 160 1,415 1,492 445 355 377 2,028 19 10 697 770 6,352 0 424 0 6,939 8,223 1,211 285 12,611 0 10,349 530,790

BUDGET FY 2015

157,226 40,000 15,088 26,526 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

ESTIMATED ADOPTED FY 2015 FY 2016

157,226 40,000 15,088 26,526 12,048 2,055 8,586 180,000 100 300 9,500 250 500 2,000 0 1,000 0 300 12,200 100 4,500 175 1,547 1,390 429 344 600 3,000 500 100 850 0 7,000 300 950 0 8,000 8,150 1,200 210 13,000 500 12,000 532,524

146,676 40,000 14,281 24,746 13,578 1,728 8,600 192,000 100 300 9,500 250 500 2,000 4,000 2,000 1,000 300 14,000 100 4,500 180 1,550 1,400 440 350 600 3,000 500 250 850 1,200 4,800 300 800 50 11,000 8,150 2,000 210 17,000 500 12,000 547,289

% over FY15 Budget

-6.71% 0.00% -5.35% -6.71% -64.79% -15.90% 4.46% 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% 12.50% 12.50% 6.90% -6.67% -2.22% -6.67% -40.00% 0.00% 0.00% 0.00% 0.00% 0.00% -40.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -7.00%

CITY OF WILLIAMSBURG ACCOUNT

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

001-7108-1001 001-7108-1002 001-7108-2001 001-7108-2002 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] 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

34,310 882 2,429 5,531 10,200 404 968 0 0 206 502 2,000 491 0 0 62 758 1,760 500 61,003

36,151 484 2,769 5,773 10,692 422 944 0 136 170 455 1,727 445 0 0 89 191 1,472 1,800 63,720

36,150 500 2,804 6,099 10,692 472 968 500 400 400 400 1,800 500 300 100 200 500 1,500 1,000 65,286

36,150 500 2,804 6,099 10,692 472 968 500 400 400 400 1,800 429 300 100 200 500 1,500 1,000 65,215

36,883 500 2,860 6,223 12,050 435 1,030 500 400 400 400 1,800 500 300 100 120 500 1,500 1,000 67,500

2.03% 0.00% 2.00% 2.03% 12.70% -8.02% 6.40% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% -40.00% 0.00% 0.00% 0.00% 3.39%

001-7302-5413 001-7302-6002

REGIONAL LIBRARY BUILDINGS-GROUNDS-MAINTENANCE REGIONAL LIBRARY-CONTRACT TOTAL REGIONAL LIBRARY

20 819,506 819,526

650 819,506 820,156

1,000 826,266 827,266

1,000 842,151 843,151

0.00% 1.92% 1.92%

001-8101-1001 001-8101-2001 001-8101-2002 001-8101-2005 001-8101-2006 001-8101-2010 001-8101-2013 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] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION EDUCATION ASSISTANCE 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

304,174 22,277 49,057 32,088 3,583 775 0 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

313,574 22,899 50,375 33,672 3,679 755 537 5,858 0 5,415 0 354 1,094 8,117 1,015 4,463 746 6,669 355 1,137 169 0 598 3,884 1,061 80 422 351 334 2,193 0 469,806

315,433 24,131 53,218 33,672 4,122 790 0 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

315,433 24,131 53,218 33,672 4,122 790 0 3,000 0 25,000 0 500 1,000 7,500 1,200 5,000 700 6,500 400 1,500 150 150 600 3,800 1,800 100 3,000 500 500 2,500 0 496,766

321,101 24,564 54,174 37,948 3,783 810 0 6,000 0 30,000 100 750 2,000 7,500 1,200 6,200 900 7,500 400 2,500 150 150 480 3,900 1,800 400 6,000 1,000 5,000 2,500 500 529,311

1.80% 1.80% 1.80% 12.70% -8.23% 2.53% 0.00% 0.00% 0.00% 200.00% 0.00% 0.00% 0.00% 7.14% -20.00% 0.00% 0.00% 0.00% 0.00% -28.57% 0.00% 0.00% -40.00% 2.63% -10.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.96%

D - 61

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 001-8102-5604V 001-8102-5604X 001-8102-5604Y 001-8102-5604Z 001-8102-5605 001-8102-5610 001-8102-5611 001-8202-5604 001-8202-5604B 001-8202-5605A 001-8202-5605E 001-8202-5605G 001-8202-5606 001-8202-5607

GENERAL FUND OPERATING BUDGET - FISCAL YEAR 2016 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 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 HAMPTON RDS ECON. DEV. ALLIANCE FEDERAL FACILITIES ALLIANCE REGIONAL ECON DEV INITIATIVES HISTORIC TRIANGLE COLLABORATIVE WILLIAMSBURG FAITH IN ACTION TOTAL CONTRIBUTIONS

ACTUAL FY 2013

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 4,900 10,000 3,800 5,000 2,759 6,000 0 2,655 0 11,857 6,479 0 6,500 0 3,714,154

D - 62

ACTUAL FY 2014

8,222 3,205 10,500 0 50,000 4,500 1,130,804 11,133 650,000 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 10,000 3,800 5,000 2,759 6,000 15,000 2,655 16,700 11,857 6,479 0 6,500 0 3,641,766

BUDGET FY 2015

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 3,000 3,800 5,000 2,759 6,000 15,000 2,655 16,700 11,857 7,252 0 6,500 0 3,807,200

ESTIMATED ADOPTED FY 2015 FY 2016

7,864 2,380 10,500 0 50,000 4,500 1,100,000 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 3,000 3,800 5,000 2,759 6,000 15,000 2,655 16,700 11,857 7,252 0 6,500 0 3,607,200

8,222 2,451 10,500 5,000 50,000 4,500 1,122,000 11,914 750,000 17,585 1,000 10,658 0 7,500 309,798 6,000 1,300,000 19,000 5,947 5,627 6,000 15,000 0 0 0 3,800 5,000 2,759 6,000 15,000 3,500 0 0 7,447 14,446 6,200 2,500 3,735,354

% over FY15 Budget

4.55% 2.98% 0.00% 0.00% 0.00% 0.00% -13.69% 2.69% 15.38% 0.00% 0.00% -0.20% 0.00% 50.00% 3.00% 20.00% 0.00% 1.60% 0.00% 32.56% 0.00% 7.14% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 31.83% 0.00% -100.00% 0.00% n/a -4.62% 0.00% -1.89%

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 001-8102-5606H 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 2016 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 STORYTELLING 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 OPERA IN WILLIAMSBURG VA ARTS FESTIVAL FLUTE FRENZY VIRGINIA STAGE COMPANY ACCORDIAN RENAISSANCE WRL FOUNDATION ART AT THE RIVER VIRGINIA CHORALE ARC OF GREATER WILLIAMSBURG VA REGIONAL BALLET TOTAL ARTS COMMISSION

TOTAL GENERAL FUND EXPENDITURES

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

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 0 7,000 1,000 320 0 6,500 0 1,750 15 2,400 116,485

10,100 11,225 1,200 2,000 100 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 0 500 600 9,500 1,500 1,500 2,000 500 7,000 0 8,000 1,000 0 0 4,000 0 1,500 0 6,000 119,200

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 0 7,500 1,700 0 0 0 500 1,200 0 5,500 120,000

12,000 4,600 1,800 1,400 0 2,400 2,750 500 7,500 4,000 7,500 1,500 4,250 8,000 3,000 0 0 12,000 500 7,950 2,500 800 0 600 0 9,000 2,000 0 2,500 750 3,000 5,500 7,500 4,000 0 1,200 0 1,000 0 2,000 6,000 130,000

9.09% -48.89% -14.29% 0.00% 0.00% -50.00% 37.50% 0.00% 0.00% 6.67% 25.00% 0.00% 0.00% 6.67% 0.00% -100.00% 0.00% 20.00% 11.11% 13.57% 0.00% 0.00% -100.00% 0.00% 0.00% 0.00% 33.33% 0.00% 25.00% 36.36% -50.00% 0.00% 0.00% 135.29% 0.00% 0.00% 0.00% 0.00% -100.00% 0.00% 9.09% 8.33%

31,313,983

32,269,287

33,733,641

33,196,733

34,503,569

2.28%

D - 63

CITY OF WILLIAMSBURG ACCOUNT

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

ESTIMATED ADOPTED FY 2015 FY 2016

$4,145,179 1,508,867 2,000 78,090 3,500 19,086 12,642 29,914 162,040 268,000 -450,974 $5,778,344

$4,203,056 1,582,863 5,200 67,915 800 16,102 7,279 28,330 162,040 227,000 -481,073 $5,819,512

$4,377,500 1,600,000 2,000 50,000 1,000 18,000 8,000 26,000 162,040 160,000 -96,392 $6,308,148

$4,320,000 1,610,000 2,800 60,000 1,000 18,000 8,000 26,000 165,000 160,000 -173,405 $6,197,395

$4,471,200 1,650,000 2,000 50,000 1,000 18,000 8,000 26,000 165,000 160,000 -85,704 $6,465,496

2.14% 3.13% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 1.83% 0.00% -11.09% 2.49%

$243,606 17,631 39,906 17,208 2,915 2,906 7,200 7,335 0 1,098 1,140 7,468 2,022 423 481 1,537 2,426 409 232 108 1,986 427 85 0 0 624,874 842,165 $1,825,588

$250,540 18,035 41,253 18,072 3,014 2,831 7,200 13,700 0 715 281 6,525 2,890 360 472 1,492 1,547 1,020 89 0 1,354 163 115 0 279 639,312 835,152 $1,846,411

$316,611 24,221 54,646 18,072 4,142 2,900 7,200 3,500 500 500 500 7,000 3,500 550 550 1,900 2,500 500 350 200 2,500 550 600 500 1,000 620,000 845,000 $1,919,992

$249,200 18,600 41,252 18,072 3,014 2,831 7,200 3,500 500 500 500 7,000 3,500 550 550 1,900 2,500 500 350 200 2,500 550 600 500 1,000 640,000 845,000 $1,852,369

$330,619 25,292 57,015 20,367 3,900 3,050 7,200 3,500 500 500 500 6,500 3,000 550 550 1,900 2,500 500 350 200 2,500 550 600 500 1,000 640,000 845,000 $1,958,643

4.42% 4.42% 4.33% 12.70% -5.86% 5.17% 0.00% 0.00% 0.00% 0.00% 0.00% -7.14% -14.29% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.23% 0.00% 2.01%

% over FY15 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

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

EXPENSES 010-1900-1001 010-1900-2001 010-1900-2002 010-1900-2005 010-1900-2006 010-1900-2010 010-1900-2011 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

ADMINISTRATION SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE WORKERS COMPENSATION CAR ALLOWANCE 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

D - 64

CITY OF WILLIAMSBURG ACCOUNT

010-1910-1001 010-1910-1002 010-1910-1006 010-1910-2001 010-1910-2002 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 010-1910-5504 010-1910-5651 010-1910-5801 010-1910-7002 010-1910-7005 010-1910-7007

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

WATER TREATMENT SALARIES $495,920 SALARIES - OVERTIME 2,009 DISCRETIONARY LEAVE 4,391 FICA 34,484 RETIREMENT [VRS] 64,767 HOSPITALIZATION 76,038 GROUP LIFE INSURANCE 4,731 WORKERS COMPENSATION 11,139 TRAINING 2,222 PROFESSIONAL SERVICE-OTHER 22,863 REPAIR & MAINTENANCE 16,992 MAINTENANCE, CARS & TRUCKS 16 MAINTENANCE, BUILDING 1,757 MAINTENANCE, POWERED EQUIPMENT 6,871 MAINTENANCE, SERVICE CONTRACTS 1,845 ADVERTISING 1,259 ELECTRICITY 104,768 POSTAGE 2,872 TELECOMMUNICATION 868 RADIO 178 BOILER 326 FIRE 3,846 MOTOR VEHICLES 512 GENERAL LIABILITY 9,454 OFFICE SUPPLIES 708 MEDICAL & LAB SUPPLIES 6,031 JANITORIAL SUPPLIES 2,471 REPAIR & MAINTENANCE SUPPLIES 12,671 CAR AND TRUCK SUPPLIES 751 TIRES 2,492 GAS AND OIL 3,961 POWERED EQUIPMENT SUPPLIES 73 GENERATOR FUEL 1,483 UNIFORMS & WEARING APPAREL 2,684 BOOKS & SUBSCRIPTIONS 0 OTHER OPERATING SUPPLIES/CHEMICALS 183,294 TRAVEL (CONVENTION & EDUCATION) 0 TAXES 0 DUES & ASSOCIATION MEMBERSHIPS 0 FURNITURE & FIXTURES 1,765 MOTOR VEHICLES & EQUIPMENT 0 6,833 ADP EQUIPMENT TOTAL WATER TREATMENT $1,095,345

D - 65

ACTUAL FY 2014

BUDGET FY 2015

$506,188 3,518 4,299 35,119 66,983 80,472 4,893 10,854 5,144 25,921 3,992 525 0 0 1,189 0 107,868 478 886 0 320 3,774 497 8,519 2,228 4,030 2,092 26,356 561 277 2,443 82 1,856 5,817 347 182,493 914 0 115 0 6,804 10,488 $1,118,342

$514,858 1,000 2,500 39,654 87,319 80,472 6,764 11,000 5,000 24,000 7,000 500 5,000 7,000 3,000 750 114,000 3,000 1,650 150 480 4,300 650 12,000 1,700 6,200 2,000 24,000 600 200 3,000 1,000 8,000 3,000 400 257,500 750 75,000 200 2,500 10,000 6,000 $1,334,098

ESTIMATED ADOPTED FY 2015 FY 2016

$509,761 1,000 2,500 40,000 67,000 80,472 4,893 11,616 5,000 22,000 7,000 500 5,000 7,000 3,000 750 114,000 3,000 1,650 150 480 4,300 650 12,000 1,700 6,200 2,000 24,000 600 200 3,000 1,000 8,000 3,000 400 257,500 750 0 200 2,500 10,000 5,000 $1,229,772

$538,139 1,000 2,500 41,435 91,261 90,692 6,373 11,616 5,000 24,000 7,000 500 5,000 7,000 3,000 750 114,000 3,000 1,650 150 480 4,300 650 12,000 1,700 6,200 2,000 24,000 600 200 3,000 1,000 8,000 3,500 400 257,500 750 72,000 200 2,500 10,000 6,000 $1,371,046

% over FY15 Budget

4.52% 0.00% 0.00% 4.49% 4.51% 12.70% -5.78% 5.60% 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% 16.67% 0.00% 0.00% 0.00% -4.00% 0.00% 0.00% 0.00% 0.00% 2.77%

CITY OF WILLIAMSBURG ACCOUNT

010-1920-1001 010-1920-1002 010-1920-1003 010-1920-2001 010-1920-2002 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 2016 DESCRIPTION

WATER SYSTEM SALARIES SALARIES - OVERTIME PART-TIME SALARIES FICA RETIREMENT [VRS] 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 JANITORIAL SUPPLIES 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 2013

$213,979 4,433 0 15,975 34,857 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

D - 66

ACTUAL FY 2014

$220,680 7,562 0 16,669 35,830 37,224 2,617 7,550 132 11,350 891 733 5,406 336 2,736 12,375 2,391 4,573 360 320 5,661 4,475 8,697 882 204 194 8,790 401 18,468 1,120 2,883 47,120 24,883 239 2,702 3,255 0 99 $499,808

BUDGET FY 2015

$246,347 9,000 2,000 19,687 41,671 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

ESTIMATED ADOPTED FY 2015 FY 2016

$243,908 9,000 2,000 18,900 38,000 52,824 2,608 7,550 500 12,000 1,600 1,000 3,000 2,000 4,600 12,700 2,300 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 $584,590

$251,112 9,000 2,000 20,052 42,477 59,533 2,966 8,100 500 12,000 1,600 1,000 3,000 2,000 4,600 13,000 2,300 4,000 500 500 6,300 5,600 11,000 800 1,000 2,000 7,000 1,500 18,000 1,500 3,000 57,000 24,500 600 11,000 11,000 500 800 $603,339

% over FY15 Budget

1.93% 0.00% 0.00% 1.85% 1.93% 59.93% -8.11% 6.58% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 2.36% 1050.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 16.67% 0.00% 0.00% 0.00% 0.00% -3.39% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.21%

CITY OF WILLIAMSBURG ACCOUNT

UTILITY FUND OPERATING BUDGET - FISCAL YEAR 2016 DESCRIPTION

ACTUAL FY 2013

ACTUAL FY 2014

BUDGET FY 2015

$232,004 10,265 17,227 36,530 63,516 2,669 283 9,036 984 196 4,785 0 176 1,649,368 33,679 1,382 9,731 360 320 1,651 8,697 0 51 15,899 3,713 0 8,075 1,512 0 554 28,370 0 2,928 0 0 $2,143,961

$232,205 5,000 18,146 39,176 63,516 3,035 300 14,000 500 5,000 10,000 5,000 1,000 1,650,000 34,000 1,600 13,500 300 500 2,000 12,000 300 500 20,000 2,000 800 6,500 4,400 1,000 750 30,000 300 14,000 500 1,000 $2,192,828

$229,906 5,000 17,500 36,528 63,516 2,670 283 14,000 500 5,000 10,000 5,000 1,000 1,670,000 34,000 1,600 14,500 300 500 2,000 12,000 300 500 20,000 2,000 800 6,500 4,400 1,000 750 30,000 300 14,000 500 1,000 $2,207,853

$236,888 5,000 18,504 39,966 71,583 2,791 320 14,000 500 5,000 10,000 5,000 1,000 1,700,000 34,000 1,600 12,000 300 500 2,000 12,000 300 500 20,000 2,000 800 6,500 4,400 1,000 1,000 31,500 300 14,000 500 1,000 $2,256,752

2.02% 0.00% 1.97% 2.02% 12.70% -8.03% 6.67% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 3.03% 0.00% 0.00% -11.11% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 33.33% 5.00% 0.00% 0.00% 0.00% 0.00% 2.92%

$223,266 $223,266

$210,474 $210,474

$222,773 $222,773

$222,772 $222,772

$210,715 $210,715

-5.41% -5.41%

$0 $0 $0

$0 $516 $516

$65,000 $0 $65,000

$0 $0 $0

$65,000 $0 $65,000

0.00% 0.00% 0.00%

$5,778,344

$5,819,512

$6,308,148

$6,097,356

$6,465,496

2.49%

010-1940-1001 010-1940-1002 010-1940-2001 010-1940-2002 010-1940-2005 010-1940-2006 010-1940-2010 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 $228,354 SALARIES - OVERTIME 10,348 FICA 16,814 RETIREMENT [VRS] 35,577 HOSPITALIZATION 60,564 GROUP LIFE INSURANCE 2,599 WORKERS COMPENSATION 291 PROFESSIONAL SERVICE-OTHER 7,843 MAINTENANCE, CARS AND TRUCKS 497 MAINTENANCE, BUILDINGS 3,789 MAINTENANCE, POWERED EQUIPMENT 10,386 MAINTENANCE SERVICE CONTRACTS 4,500 LAUNDRY & DRY CLEANING 225 HRSD SEWAGE 1,619,256 ELECTRICITY 34,032 HEATING 1,689 TELECOMMUNICATION 9,251 RADIO 487 BOILER 326 FIRE 1,682 GENERAL LIABILITY 9,651 OFFICE SUPPLIES 116 JANITORIAL SUPPLIES 180 REPAIR & MAINTENANCE SUPPLIES 23,126 CAR AND TRUCK SUPPLIES 2,845 TIRES 0 GAS AND OIL 7,522 EQUIPMENT SUPPLIES 4,542 GENERATOR FUEL 0 UNIFORMS & WEARING APPAREL 1,151 OTHER OPERATING SUPPLIES 34,871 TRAVEL (CONVENTION & EDUCATION) 0 MOTOR VEHICLES & EQUIPMENT 4,793 ADP EQUIPMENT 0 788 LEASE / RENT EQUIPMENT TOTAL SEWAGE SYSTEM $2,138,095

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

D - 67

ESTIMATED ADOPTED FY 2015 FY 2016

% over FY15 Budget

CITY OF WILLIAMSBURG

STAFFING LEVELS - FISCAL YEAR 2016 FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

City Manager's Office City Manager Assistant City Manager Economic Development Director Economic Development Specialist Human Resources Specialist Administrative Assistant Administrative Aide Sub-total

1 1 1 0 1 1 0.5 5.5

1 1 1 1 1 1 0.5 6.5

Clerk of Council / Communication Clerk of Council Communications Specialist Sub-total

1 1 2

1 0.5 1.5

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 21 2 0 1 1 38

1 1 2 5 4 22 2 0 1 1 39

1 1 2 5 4 23 2 0 1 1 40

1 1 2 5 4 24 2 0 1 1 41

City Attorney City Attorney Legal Secretary Sub-total Commissioner of Revenue Commissioner Clerk Sub-total Registrar Registrar Clerk Sub-total

D - 68

CITY OF WILLIAMSBURG

STAFFING LEVELS - FISCAL YEAR 2016 FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

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

Codes Compliance Codes Compliance Administrator Codes Compliance Officer Combination Inspector Secretary Sub-total

1 0 3 1 5

1 0 2 1 4

1 1 2 1 5

Engineering Engineer Public Works Inspector Sub-total

1 1 2

1 1 1 7 10

1 1 1 6 9

Landscape Landscape Superintendent Municipal Service Workers Cemetery Caretaker Sub-total

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

D - 69

CITY OF WILLIAMSBURG

STAFFING LEVELS - FISCAL YEAR 2016 FY 2010

FY 2011

FY 2012

FY 2013

FY 2014

FY 2015

FY 2016

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

184.5

181.5

182.5

187.0

189.0

190.0

191.0

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 budgets experienced drastic swings in these revenues caused by extreme changes in interest rates, tending to skew operating budgets. This approach helps stabilize operations for comparison each year. On the spending side, the 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. 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 2015 and 2016 Biennium Goals & Initiatives the project will contribute toward.

CONTENTS Page General Capital Improvements - Sales Tax Fund ................................................ E-2 - E-37 Water and Sewer Capital Improvements - Utility Fund ...................................... E-38 - E-47 Vehicle Replacement Plan .................................................................................. E-48 - E-64 Planning Commission Correspondence ............................................................. E-65 - E-71 Operating Cost Impact of Capital Projects ......................................................... E-72 - E-73

CITY OF WILLIAMSBURG

GENERAL CAPITAL IMPROVEMENT PROJECTS - FISCAL YEAR 2016 ACTUAL FY 2014

ESTIMATED FY 2015

ADOPTED FY 2016

REVENUES: 1% SALES TAX INTEREST EARNINGS GRANTS/PROFFERS WRL FOUNDATION-STRYKER CTR STORMWATER MGT BOND PROCEEDS TRANSFER - CTHOUSE MTCE TRANSFER FROM (TO) RESERVES TOTAL REVENUES

$4,239,957 112,846 533,360 0 3,500 5,000,000 27,635 (5,199,930) $4,717,368

$4,300,000 110,000 450,000 0 15,000 0 150,000 7,481,993 $12,506,993

$4,300,000 110,000 1,624,100 166,666 0 0 150,000 5,406,518 $11,757,284

EXPENDITURES: PUBLIC WORKS POLICE FIRE RECREATION-OPEN SPACE GENERAL GOVERNMENT CONTINGENCY LIBRARY SCHOOLS COURTHOUSE DEBT SERVICE

$1,596,677 245,245 314,838 49,995 366,840 229,812 0 989,120 27,635 897,206

$2,871,000 107,000 419,000 835,000 5,303,775 380,000 0 1,250,000 100,656 1,240,562

$4,360,000 297,000 847,000 559,050 660,000 300,000 335,000 2,910,044 250,000 1,239,190

TOTAL EXPENDITURES

$4,717,368

$12,506,993

$11,757,284

General Capital Improvement Projects (Sales Tax) Fund FY 2016

Public Works 37.1%

Debt Service 10.5%

Library 2.8% Police 2.5%

General Government 5.6% Fire 7.2%

Schools 24.8% Recreation Courthouse 4.8% 2.1%

E-2

Contingency 2.6%

CITY OF WILLIAMSBURG SALES TAX FUND - CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2016-2020 5 - YEAR CAPITAL IMPROVEMENT PROGRAM CATEGORY Project Title Project Description

ESTIMATED THROUGH FY 2015

CARRYOVER FROM FY 2015

PUBLIC WORKS Street Construction Repaving Program (VDOT Revenue Sharing FY16) 900,000 Ironbound Road / Longhill Road Relocation -Monticello Avenue (Richmond Road to Treyburn Drive) * -Capitol Landing Road / Bypass Road Intersection -Traffic Signals -Bridge Inspections -* Currently unfunded - Capitol Landing Rd/Bypass Rd. - $5 to $6 Million, Monticello Ave - $4.0 Million

ADOPTED BUDGET FY 2016

5 - YEAR FIVE-YEAR TOTAL

FOR PLANNING PURPOSES ONLY

FY 2017

FY 2018

FY 2019

FY 2020

-------

1,000,000 150,000 50,000 --95,000

450,000 2,726,000 TBD -240,000 60,000

450,000 --50,000 220,000 400,000

450,000 ---260,000 95,000

450,000 ------

2,800,000 2,876,000 50,000 50,000 720,000 650,000

Corridor Enhancement / Underground Wiring York Street Corridor Improvement (VDOT Revenue Sharing FY14) South Henry Street (U.W.) Second Street (U.W.) York Street (U.W.) Ironbound Rd. (U.W.) (incl. in Ironbound Rd. Street Construction) Quarterpath Road (U.W.) (by Dominion Power)

100,000 ------

487,000 ------

363,000 300,000 800,000 200,000 ---

-425,000 1,000,000 275,000 ---

-------

363,000 725,000 1,800,000 475,000 TBD TBD

Pedestrian and Bicycle Improvements Pedestrian Facility Improvements Bicycle Facility Improvements

453,853 20,000

---

-1,249,000

450,000 --

-100,000

---

450,000 1,349,000

75,000 1,548,853

61,000 548,000

75,000 4,282,000

100,000 5,726,000

100,000 1,320,000

50,000 855,000

50,000 500,000

375,000 12,683,000

RECREATION AND OPEN SPACE Facilities Quarterpath Park Improvements Kiwanis Park Improvements Waller Mill Park Improvements Total Recreation and Open Space

145,000 -690,000 835,000

---0

235,200 236,250 44,100 515,550

TBD 1,155,000 63,000 1,218,000

131,250 390,000 73,500 594,750

169,600 95,000 -264,600

26,250 70,000 42,000 138,250

562,300 1,946,250 222,600 2,731,150

PUBLIC SAFETY Facilities E-911 Regional Center - Expansion Fire Station Improvements

45,000 43,000

---

45,000 --

225,000 0

65,000 ---153,000

----0

60,000 37,000 160,000 22,000 324,000

60,000 ---105,000

----45,000

120,000 37,000 160,000 22,000 564,000

Stormwater Management Stormwater Management Projects Total Public Works

Equipment Portable Radio Replacement Self Contained Breathing Apparatus Replacement Parking Garage Equipment Replacement Police Weapons Safety Equipment Total Public Safety

E-3

Adopted CIP - FY 2016

CITY OF WILLIAMSBURG SALES TAX FUND - CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2016-2020 5 - YEAR CAPITAL IMPROVEMENT PROGRAM CATEGORY Project Title Project Description GENERAL GOVERNMENT Facilities Stryker Center Parking Terrace Rehab Train Station Windows Property Demolition Projects City Shop Roof Replacement

ESTIMATED THROUGH FY 2015

CARRYOVER FROM FY 2015

ADOPTED BUDGET FY 2016

5 - YEAR FIVE-YEAR TOTAL

FOR PLANNING PURPOSES ONLY

FY 2017

FY 2018

FY 2019

FY 2020

3,500,000 -----

1,743,775 -----

-150,000 30,000 200,000 45,000

------

0 150,000 30,000 200,000 45,000

-----

30,000 40,000 125,000 20,000

30,000 ----

150,000 40,000 125,000 20,000

557,000

941,500

982,000

1,168,000

960,000

567,000

4,618,500

350,000 50,000 100,000 4,557,000

-200,000 150,000 2,093,775

300,000 --1,881,500

200,000 --1,212,000

200,000 --1,398,000

200,000 --1,190,000

200,000 --797,000

1,100,000 0 0 6,478,500

-100,656 --

----

335,000 150,000 * 100,000 *

600,000 ---

300,000 ---

180,000 ---

----

1,415,000 150,000 100,000

20,000

3,800,000

3,820,000

-1,250,000 1,350,656

-557,000 557,000

2,584,000 326,044 3,515,044

-615,768 1,215,768

-628,785 4,728,785

-55,950 235,950

-570,525 570,525

2,584,000 2,197,072 10,266,072

Total Capital Improvements/Projects

8,444,509

3,198,775

10,518,094

9,476,768

8,086,535

2,590,550

2,050,775

32,722,722

Debt Service Principal Payments Interest Payments Total Debt Service

988,147 252,415 1,240,562

--0

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

1,089,465 123,382 1,212,847

5,221,690 888,172 6,109,862

Total with Debt Service

9,685,071

3,198,775

11,757,284

10,713,352

9,297,726

3,800,600

3,263,622

38,832,584

Information Technology PC Replacement Program Firewall Replacement Network Infrastructure Replacement Arts District Wi-Fi Vehicles Vehicle Replacement Plan Contingency Capital Projects - Contingency Economic Development - Contingency Tourism Promotion Initiatives - Contingency Total General Government AGENCIES / INTERJURISDICTIONAL Facilities Williamsburg Library Renovations Courthouse Mtce. Projects (contingency) * Courthouse Roof * Housing Programs Affordable Housing Initiative Schools - Contribution Middle School Renovation Projects Total Agencies / Jurisdictional

* As of 1/31/15 the full scope & cost of major roof repairs to the Williamsburg-James City County Courthouse have not been determined - Balance of Courthouse Maintenance Funds will be used for this project, with remaining project costs to be split in a yet-to-be determined ratio between the City and County.

E-4

Adopted CIP - FY 2016

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 FY16, the City has applied for VDOT Revenue Sharing Funds and plans to double its standard paving budget to $1,000,000. The additional $500,000 is contingent upon approval of VDOT Revenue Sharing funding. Estimated Capital Budget: FY16

FY17

$1,000,000 $450,000

FY18

FY19

FY20

Total

$450,000

$2,800,000

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: City Council Initiatives:

III. Transportation Ironbound Road & Monticello Avenue Widening and Capitol Landing Road/Bypass Road Intersection

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. The order of construction will be based on the issues of constructability, funding, and proposed development. Ironbound Road (Richmond Rd to Longhill Connector) - Phase I, $2.9 million A phased approach is proposed for Ironbound Road with the initial phase involving relocation of Longhill Road and the Longhill/Ironbound intersection to the west. Phase I will be coordinated with the James Blair School redevelopment as well as providing access to the former Governor Spottswood site. The City has applied for FY16 Revenue Sharing funds at a total of $2,876,000 with the City paying 50%. Assuming approval, $150,000 is included in FY16 for engineering and the remaining $2,726,000 is allocated in FY17 for construction. Ultimately, Ironbound Road will be widened to three lanes from Richmond Road to DePue Drive with access to Blair School at Treyburn Drive and dual left turns onto Richmond Road. The project includes underground wiring and improved pedestrian and bicycle facilities. Cost estimates include $475,000 for PE, $2,650,000 for R/W and Utilities (including $1 million for underground wiring), and $4,875,000 for Construction, for a total of $8 million. Monticello Avenue (Richmond Road to Treyburn Drive) - $5 million Monticello Avenue is planned to be widened from three to five lanes between Richmond Road and Treyburn Drive. The estimated cost is $5 million. Road design and construction needs to be coordinated with future improvements to the two shopping centers. A phased approach may be needed to accelerate a project to coincide with any shopping center redevelopment. As with the other road projects, the City will need to pursue possible funding sources. $50,000 is included in FY16 for preliminary planning/engineering. 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 to connect to the road system at the CWF Regional Visitor Center. 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. $50,000 is included in FY18 for preliminary planning/engineering. Estimated Capital Budget: FY16

FY17

FY18

$200,000

$2,726,000 $50,000

FY19

FY20

TOTAL $2,976,000

E-6

Fiscal Impact: No significant change in maintenance costs for existing streets.

Ironbound Rd

Capitol Landing Rd / Bypass Rd Intersection Monticello Ave

Major Road Projects

E-7

Category: Public Works Project Title: Street Construction Project Description: Traffic Signal Improvements Money is included in FY17-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: FY16

FY17

FY18

FY19

$240,000

$220,000

$260,000

FY20

Total

$720,000

Fiscal Impact: New signals will increase the operations and maintenance budget for traffic signals; however, any additional operating costs will be offset with more efficient signal operations and will provide energy savings to vehicular traffic.

Second Street/Parkway Drive

Richmond Road/Waltz Farm Drive

York Street/Quarterpath Road

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Category: Public Works Project Title: Street Construction Project Description: Bridge Inspections Inspection and maintenance work on all City bridges needs to be completed in FY16-FY20. The City owns and maintains the following five bridges: 1. Page Street 2. Capitol Landing Road 3. Merrimac Trail 4. Bypass Road 5. Quarterpath Road The following work is anticipated over the next five years: 1. 2. 3. 4. 5. 6.

Reseal bridge decks (Bypass, CLR) Repaint, seal brick (Merrimac Trail) Biennial inspections (all bridges) Replace bearings (Page St.) Concrete spalding (Bypass) Biennial inspections (all bridges)

$95k $40k $20k $400k $75k $20k

FY16 FY17 FY17 FY18 FY19 FY19

Estimated Capital Budget: FY16

FY17

FY18

FY19

$95,000

$60,000

$400,000

$95,000

Fiscal Impact: No fiscal impact.

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FY20

Total $650,000

City Council Goal: City Council Initiative:

I. Character of the City Entry Corridor Beautification

Category: Public Works Project Title: Corridor Enhancement/Underground Wiring 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 was approved for FY14 Revenue Sharing Funds to make improvements to the York Street corridor. The estimated cost of the project is $849,623 and the City will be reimbursed 50% or $424,811. The improvements include:  5’ Brick sidewalk and curb/gutter on the north side of York Street from York-PageLafayette to the former motel that was converted to apartments.  7’ exposed aggregate sidewalk along the Colonial Williamsburg pasture land.  7’ exposed aggregate multi-use path from Pocahontas Street to Quarterpath Rec Center.  New streetlighting system along the entire corridor.  Landscaping improvements. Estimated Capital Budget: Carryover

FY15

FY16

$487,000

$363,000

FY17

FY18

FY19

FY20

Total $363,000

Fiscal Impact: Additional maintenance cost for these improvements will be minimal.

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City Council Goal: City Council Initiative:

I. Character of the City Underground Utilities

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. Seven million has been invested in underground wiring in the City over the last ten years. The 20 year franchise agreement with Dominion Power (2009) identified four projects – Page Street (complete), South Henry Street, York Street, and Quarterpath Road. The Quarterpath Road underground wiring will be paid for by Dominion Power with the timing to be determined. South Henry Street, York Street, and Second Street are all candidates for underground wiring with funding for all three projects included in FY16 and FY17. Working with Dominion Power on design and construction will determine time for each project. Rough estimates for these three projects have been received from the three utility companies and are noted below. 1. 2 3. 4. 5.

South Henry Street (4000’) - Newport Ave. to Cemetery nd 2 Street (2400’) – Page St. to C/L York Street (650’) - Quarterpath Rd. to Corporate limits Ironbound Rd (with road improvements) Quarterpath Rd (3,700’) – Redoubt #2 to Route 199

FY16-17: $725,000 FY16-17: $1,800,000 FY16-17: $475,000 TBD: with road improvements TBD: by Dominion Power

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 proposed road project. Estimated Capital Budget: FY16

FY17

FY18

FY19

$1,300,000 $1,700,000

FY20

Total $3,000,000

Fiscal Impact: Underground wiring is primarily aesthetic with little operating impact.

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TBD Ironbound Rd

Ironbound Rd

FY16-17 Second St

FY16-17 York St

FY16-17 S Henry St

TBD

Quarterpath Rd

Underground Wiring

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City Council Goal: City Council Initiative:

III. Transportation Pedestrian Connections and Crossings

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. The following sidewalks were completed in FY15: 1. 2. 3. 4. 5. 6. 7.

Richmond Road (Waltz Farm Drive to Patriot Lane) 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. Estimated Capital Budget: FY16

FY17

FY18

FY19

$450,000

FY20

Total $450,000

Fiscal Impact: Construction of new sidewalks will, over time, minimally increase the City maintenance costs for sidewalks.

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1 2

Pedestrian Facility Improvements FY17 1. Arts District (Lafayette Street and side streets) 2. Parkway Drive (Wyndham Plantation to Capitol Landing Road)

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City Council Goal: City Council Initiative:

III. Transportation Bike Friendly Community Improvements

Category: Public Works Project Title: Pedestrian and Bicycle Improvements Project Description: Bicycle Facility Improvements Two 10-foot wide Shared-Use Paths will expand the City’s bicycle and pedestrian infrastructure, and will improve pedestrian and bicycle safety in these areas. 

The Monticello Avenue Shared-Use Path is proposed for FY16, and is dependent upon receiving a Transportation Alternatives Program grant, which was applied for in November 2014. This 4,200 foot long lighted facility will run from the Treyburn Drive entrance for the William and Mary School of Education to Ironbound Road. The estimated cost for this project is $1,249,000, and funding would be 80% Federal with a 20% local match ($250,000) shared equally by the College of William and Mary and the City. This facility will serve City residents and William and Mary students who currently use the corridor to travel between the Midtown area of the City, the Campus, and the New Town area of James City County.



The Longhill Road Shared-Use Path is proposed for FY18. The 2,500 foot long Shared-Use Path will run from the City limits to James Blair Middle School. The estimated cost for this project is $100,000. This facility will connect to the existing path around the James City Rec Center and along DePue Drive, and will tie in to a future Shared-Use Path along Ironbound Road from James Blair Middle School to Plumeri Park. This will allow for a complete future “Rec Center Loop” as well as connection to the existing shared-use path along Ironbound Road from Plumeri Park to Monticello Avenue, and to the proposed shared-use path along Monticello Avenue. This facility will provide a “Safe Route to School” for the newly renovated James Blair Middle School, which is proposed to open in September 2018, and will serve the City neighborhoods of Skipwith Farms, Piney Creek, Savannah Green and Longhill Woods.

Estimated Capital Budget: FY16 $1,249,000

FY17

FY18

FY19

$100,000

FY20

Total $1,349,000

Fiscal Impact: Maintenance costs of the shared-use path will be paid by Virginia Department of Transportation.

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FY18 Longhill Rd Shared-Use Path James Blair Middle School

FY16

Monticello Avenue Shared-Use Path

Shared-Use Paths Existing Proposed Future

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City Council Goal: City Council Initiative:

VII. Environmental Sustainability 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 requirements including TMDL regulations. The stormwater master plan was updated in FY15. The plan includes a capital improvement program for stormwater projects throughout the City. Also in FY15, the Cityâ&#x20AC;&#x2122;s TMDL Action Plan was in process and expected to be completed. Two drainage projects (Richmond Road cross-drain, Lafayette Street outfall) are slated for FY17 and FY18 totaling $100,000 each year, and $50,000 is earmarked for future improvements in FY19 and FY20. $75,000 is included in FY16 for anticipated projects identified in the final TMDL Action Plan. Estimated Capital Budget: FY16

FY17

FY18

FY19

FY20

Total

$75,000

$100,000

$50,000

$375,000

Fiscal Impact: Drainage improvements must be maintained, but incremental cost over current operating budgets should not be significant. Waltz Farm Drive

Lafayette Street Outfall

Richmond Road Cross-Drain

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City Council Goal: City Council Initiative:

VIII. Recreation and Culture Quarterpath Park and Recreation Center Improvements

Category: Recreation and Open Space Project Title: Facilities Project Description: Improvements

Quarterpath

Park

Priorities for Quarterpath Park have changed due to the City’s interest in promoting and supporting sports tourism. With the outdoor pool demolished, planning and design for a new addition to Quarterpath Recreation Center is scheduled for FY16. In order to continue attracting quality softball tournaments, the infields of fields #1 and #3 need to be rebuilt, and irrigation and covered dugouts need to be added. Field #2 has major drainage issues and needs to be rebuilt, including irrigation. The playground equipment needs to be replaced (and possibly increased in size) and an accessible route needs to be constructed to meet ADA standards. 

FY16:

 

FY16: FY17:

  

FY18: FY19: FY19:

 

FY19: FY20:

Rebuild softball field #1,#2,& #3 (including irrigation & $214,200 ADA walkways) Plan and design addition to Quarterpath Rec Center $21,000 Build new addition, renovate areas, replace exterior doors & install swipe card system, install rollup door in gymnasium $TBD Replace playground equipment & construct accessible route $131,250 Replace bleachers on softball fields #2 & #3 w/ ADA approved $64,000 Replace player benches, cover dugouts all softball fields, $61,600 replace all outdoor water fountains &replace softball field #3 fence Build ADA accessible routes to fields #1 & #3 $44,000 Install new computer controlled lights for sand volleyball courts $26,250

Estimated Capital Budget: FY16

FY17

FY18

FY19

FY20

Total

$235,200

$TBD

$131,250

$169,600

$26,250

$562,300

Fiscal Impact: Rec Center addition design work will include estimates on additional operating costs, while other projects will have no impact on operations.

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City Council Goal: City Council Initiative:

VIII. Recreation and Culture Kiwanis Park

Category: Recreation and Open Space Project Title: Facilities Project Description: Kiwanis Park Improvements In FY16, the playground equipment will be replaced and an accessible route to the playground and shelter will be constructed to be compliant with the ADA standards. The construction of the fourth ballfield is planned for FY17. Having the fourth field would allow more teams to participate in weekend tournaments and league play supporting the City’s and the region’s efforts in Sports Tourism. The operations building at the tennis courts was built in the early 1970’s and currently has no restrooms. A new operations building scheduled for FY18 will provide restroom facilities, office for attendant, and areas for vending and storage. Repairs, resurfacing, and fencing for the tennis courts are scheduled for FY19 and FY20.  

FY16 FY17



FY18

 

FY19 FY20

Replace playground and shelter, add accessible route $236,250 Construct and light 4th 200’ ballfield and rebuild $1,155,000 basketball court Construct new Tennis Operations building $390,000 and pave parking lot at tennis courts Repair and resurface tennis courts $95,000 Replace tennis court fence $70,000

Estimated Capital Budget: FY16

FY17

FY18

$236,250

$1,155,000 $390,000

FY19

FY20

Total

$95,000

$70,000

$1,946,250

Fiscal Impact: Ongoing maintenance of fourth ballfield and the tennis operations building will increase operating costs approximately $2,500 per year.

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City Council Goal: City Council Initiative:

VII. Recreation and Culture Waller Mill Park Improvements

Category: Recreation and Open Space Project Title: Facilities Project Description: Waller Mill Park Improvements Waller Mill Park provides recreational opportunities for both tourists and residents of the Greater Williamsburg area. The park needs to be renovated to become compliant with the new ADA standards. Areas of focus include park shelters and playgrounds.    

FY16: Mill, repave and stripe parking lot FY17: Replace Shelter #1 (built in 1972) and renovate Shelter #3 to meet ADA standards FY18: Renovate playground at Shelter #3 to meet ADA standards FY20: Renovate Shelters #2 & #4 to meet ADA standards

$ 44,100 $ 63,000 $73,500 $42,000

Estimated Capital Budget: FY16

FY17

FY18

$44,100

$63,000

$73,500

FY19

FY20

Total

$42,000

$222,600

Fiscal Impact: No major impacts are anticipated, since these projects upgrade existing facilities.

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Category: Public Safety Project Title: E-911 Regional Center Expansion Project Description: Annual Capital Funding Contribution The Williamsburg and York County 911 Public Safety Answering Point (PSAP) was consolidated in July 2009 to provide enhanced 911 emergency dispatch services more economically and efficiently. The existing facility in York County was expanded to accommodate additional staff and operating work stations needed by this merger requiring City funding of $45,000 annually to cover debt service on the building expansion. This amount is included in FY16-20. Estimated Capital Budget: FY16

FY17

FY18

FY19

FY20

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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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; 13 radios were replaced in FY15 and 12 radios need to be replaced in both FY16 and FY17. The APX7000 portable radio is designed to provide first responders with optimal loud and clear audio functionality 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: FY16

FY17

$60,000

FY18

FY19

FY20

Total $120,000

Fiscal Impact: This project updates and improves existing equipment reducing the need for high cost repairs of outdated equipment while providing additional safety features.

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Category: Public Safety Project Title: Self Contained Breathing Apparatus (SCBA) Replacement Project Description: SCBA Replacement and Upgrade The Fire Department applied for a regional â&#x20AC;&#x153;Assistance to Firefightersâ&#x20AC;? grant with James City and York Counties. If funded, the Fire Department would receive 35 new air packs, 35 additional spare air bottles, 15 spare face masks, and two Rapid Intervention Packs with air bottles. Total cost of the equipment for Williamsburg is projected to be $203,022, with a local match of 10% ($20,000) required. This grant will continue to improve regional interoperability and make the Fire Department compliant with National Fire Protection Association (NFPA) standards. The Fire Department is concurrently executing a staggered replacement plan for the current SCBA air bottles. The federal Department of Transportation (DOT) regulations stipulates that the life cycle of composite cylinders is 15 years and they must be hydrostatic tested every five years to ensure cylinder integrity. In FY16, 20 SCBA cylinders need to be replaced totaling $17,000. At the end of January 2016, the Fire Department will have replaced all of its air bottles and its inventory will be within applicable DOT standards. Estimated Capital Budget: FY16

FY17

FY18

FY19

$37,000

FY20

Total $37,000

Fiscal Impact: This project updates and improves the SCBA inventory and enhances the interoperability with regional partners.

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City Council Goal: City Council Initiative:

IV. Public Safety Public Safety Facilities and Equipment

Category: Public Safety Project Title: Equipment Project Description: Prince George Parking Garage Equipment Replacement The Prince George Parking Garage opened in 2004. The parking control systems and equipment at the garage are now more than 10 years old and require replacement. This project will replace the existing parking control systems (hardware, software, and remote monitoring systems) with new state of the art parking system. The new system will incorporate new technologies (such as credit card chip functionality and improved video capture capability) ensuring that this system will be functional for the next 10 â&#x20AC;&#x201C; 15 years. Estimated Capital Budget: FY16

FY17

FY18

FY19

$160,000

FY20

Total $160,000

Fiscal Impact: Year one maintenance costs for this new system are factored into the costs for this project. Future year maintenance is expected to be $12,000 annually, saving the Police Department approximately $5,000 per year.

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Category: Public Safety Project Title: Equipment Project Description: Replace Weapon Safety Equipment In 2014, the Police Department took advantage of a special program offered by Glock to purchase new weapons for $50 a piece (with trade-in of existing weapons) saving more than $15,000. The new weapons do fit existing holsters, and many have become worn and have lost small pieces. This project includes purchasing Safariland Sam Brown Belts, sized appropriately to fit the belt loops of Safariland 7TS ALS Holsters, along with several Customize Hardware Kits, Trijicon HD Night Sights and Streamlight TLR-1 weapon lights. All equipment will improve safety. Estimated Capital Budget: FY16

FY17

FY18

FY19

$22,000

FY20

Total $22,000

Fiscal Impact: This project replaces existing, unserviceable equipment while adding additional safety features and increasing officer efficiency. Weapons and equipment will last approximately 10 years.

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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: FY16

FY17

FY18

FY19

$150,000

FY20

Total $150,000

Fiscal Impact: The rehabilitation work will minimally reduce future maintenance costs.

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Category: General Government Project Title: Facilities Project Description: Train Station Windows The City purchased the center from the Colonial Williamsburg Foundation in 1998 and renovated it in 2002 creating a regional multi-modal transportation center. This project entails replacement of three sets of windows on the front of the Williamsburg Transportation Center. The sashes are deteriorating and allowing moisture in the building. Estimated Capital Budget: FY16

FY17

FY18

FY19

$30,000

FY20

Total $30,000

Fiscal Impact: No fiscal impact.

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Category: General Government Project Title: Facilities Project Description: Property Demolition Projects The City has entered into contracts to purchase the Country Hearth Inn and Suites and the White Lion motel on Capitol Landing Road in FY15. The Cityâ&#x20AC;&#x2122;s goal is to assemble these two properties into a larger development site and once assembled return the site to the private sector for development. Both properties have existing structures that need to be demolished in FY16. Estimated Capital Budget: FY16

FY17

FY18

FY19

$200,000

FY20

Total $200,000

Fiscal Impact: By removing blighted conditions the project should increase property values and business opportunities in the Capitol Landing Road corridor.

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Category: General Government Project Title: Facilities Project Description: City Shop Roof Replacement This project entails replacement of the two A-frame roofs at the City Shop, located behind the Municipal Building. There are several areas of the Shop Complex that experience leaks from the failing roofs. It is anticipated that several sheets of new plywood will be needed to replace the sections of deteriorated plywood. Estimated Capital Budget: FY16

FY17

FY18

FY19

$45,000

FY20

Total $45,000

Fiscal Impact: No fiscal impact.

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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 to replace computers every four years. Estimated Capital Budget: FY16

FY17

FY18

FY19

FY20

Total

$30,000

$150,000

Fiscal Impact: There are no recurring costs with this project.

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Category: General Government Project Title: Information Technology Project Description: Firewall Replacement The City currently has two firewalls in place between the internal networks and the connection to the Internet. The purpose of these firewalls is to protect City networks from attacks or malware originating from the Internet and targeted at City systems. The current firewalls have been classified as â&#x20AC;&#x153;end of lifeâ&#x20AC;? by the manufacturer. This project will replace these existing firewalls with new firewalls that incorporate many new features into a single appliance. Estimated Capital Budget: FY16

FY17

FY18

FY19

$40,000

FY20

Total $40,000

Fiscal Impact: Yearly subscription and maintenance costs will be approximately $9,500 and will be included in the IT operating budget. These costs will be offset by the elimination of maintenance for redundant systems, resulting in a net increase of approximately $5,000 per year.

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Category: General Government Project Title: Information Technology Project Description: Network Infrastructure Replacement The Cityâ&#x20AC;&#x2122;s network infrastructure is the backbone of all City computing resources. The current infrastructure has been in place for seven years and is becoming outdated technology. Advancements in technology over this time provide the City an opportunity to build a new infrastructure capable of meeting City computing needs for many years to come. This project will replace all network switching infrastructure devices. Estimated Capital Budget: FY16

FY17

FY18

FY19

$125,000

FY20

Total $125,000

Fiscal Impact: Any change in maintenance costs will vary depending upon the vendor selected, but will be minimal. These costs will be handled within the IT operating budget.

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City Council Goal: City Council Initiative:

II. Economic Vitality Economic Diversification Strategies

Category: General Government Project Title: Information Technology Project Description: Arts District WiFi This project will evaluate and implement free, outdoor wireless Internet access in the Arts District. The new Wi-Fi service will support existing businesses and patrons in the district as well as attract new visitors to this area of the City. Estimated Capital Budget: FY16

FY17

FY18

FY19

$20,000

FY20

Total $20,000

Fiscal Impact: If implemented, ongoing maintenance costs would be approximately $1,000 annually, and included in the IT Department operating budget.

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City Council Goal: City Council Initiative:

VII. Recreation and Culture Library Facility Renewal and Renovation

Category: Agencies/Interjurisdictional Project Title: Facilities Project Description: Williamsburg Library HVAC Replacements and Renovation The existing chiller has reached the end of its service life and needs to be replaced at an estimated cost is $150,000 in FY16. In addition 29 pneumatic VAV box controllers, a DDC (Direct Digital Control) and three AHU humidifiers totaling $185,000 need to be replaced in FY16. All three Air Handler Units will need replacement in FY18 and FY19 with an estimated cost per unit ranging 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 to be renovated to repurpose vacated office space for public use. This renovation is currently estimated at approximately $600,000. Estimated Capital Budget: FY16

FY17

FY18

FY19

$335,000

$600,000

$300,000

$180,000

FY20

Total $1,415,000

Fiscal Impact: Reduce maintenance and service costs. Increase public service space.

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Category: Agencies/Interjurisdictional Project Title: Facilities Project Description: Courthouse Maintenance Projects The City of Williamsburg and James City County jointly own and operate the WilliamsburgJames 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 FY16 and beyond, the balance of the Fund is available for projects as they are identified and approved by the governing bodies. FY16 projects will include major repairs to the Courthouse roof. The balance of the Courthouse Maintenance Funds will be used for the roof project with the remaining to be split in a yet-to-be determined ratio between the City and James City County. Estimated Capital Budget: FY16

FY17

FY18

FY19

$150,000

FY20

Total $150,000

Fiscal Impact: Courthouse Maintenance projects are routine in nature, not requiring additional operating or maintenance costs beyond existing levels.

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City Council Goal: City Council Initiative:

V. Human Services and Education WRHA Operations/Blayton Building Redevelopment

Category: Agencies/Interjurisdictional Project Title: Housing Programs Project Description: Affordable Senior Housing Initiative In FY18, funding is proposed for a future joint redevelopment project on the Blayton property, located at 613 Scotland Street, with the Williamsburg Redevelopment and Housing Authority. The project would be completed in two phases with phase 1 replacing the existing 38 low-income elderly housing units on the site in FY18. Phase 2 would include adding new market rate senior housing and limited commercial uses to the site at a future time. WRHA Board of Commissioners approved moving forward with a Phase 2 planning study for the redevelopment project in February 2015. Funding for the Phase 2 planning study is included in FY16. Estimated Capital Budget: FY16 $20,000

FY17

FY18

FY19

$3,800,000

FY20

Total $3,820,000

Fiscal Impact: By removing blighted conditions, the project should increase property values, business opportunities and provide more senior housing, which should provide a positive fiscal impact.

Blayton Building

E - 36

City Council Goal: City Council Initiative:

V. Human Services and Education Fourth Middle School

Category: Agencies/Interjurisdictional Project Title: School-Contribution Project Description: Fourth Middle School City Council voted to support the WJCC School Board’s recommendation to build a twophase fourth middle school on the James Blair property in January 2015. The first phase of the project would construct a 600-student middle school through a three-story classroom wing addition and renovation of portions of the existing building. The Central Office would remain in the two-story section of the existing building and in the James Blair Annex. The second phase would demolish the two-story section of the building and the Annex to make way for construction that would house an additional 300 students. Funding has been included in FY16 to fund the City’s share of the James Blair Middle School Renovation and Expansion project with the City’s funding share yet to be determined per the five year school contract with James City County. WJCC Schools estimate a total project cost of $32.3 million. Estimated Capital Budget: FY16

FY17

FY18

FY19

$2,584,000

FY20

Total $2,584,000

Fiscal Impact: The City’s share of additional operating costs for this school are not currently known.

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CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2016

ACTUAL FY 2014

ESTIMATED FY 2015

ADOPTED FY 2016

REVENUES: TRANSFER FROM RESERVES TOTAL REVENUES

$328,139 $328,139

$1,105,000 $1,105,000

$1,130,000 $1,130,000

EXPENSES: WATER DISTRIBUTION / STORAGE SEWER COLLECTION SYSTEM SEWAGE PUMP STATIONS CONTINGENCY VEHICLES/EQUIPMENT WATER SUPPLY TOTAL EXPENSES

$56,826 150,691 0 71,876 0 48,746 $328,139

$550,000 250,000 60,000 75,000 75,000 95,000 $1,105,000

$550,000 200,000 60,000 75,000 40,000 205,000 $1,130,000

Utility Fund Capital Improvements FY 2016

Sewer Collect/Transmission 23%

Vehicles 3%

Water Supply 18%

Water Dist/Storage 49%

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CITY OF WILLIAMSBURG UTILITY FUND - CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2016-2020 5 - YEAR CAPITAL IMPROVEMENT PROGRAM

Project Title PUBLIC UTILITIES Water Supply Watershed Protection/Water Quality Waller Mill Dam Improvements Water Treatment Improvements

CARRYOVER FROM FY 2015

ADOPTED BUDGET FY 2016

FIVE-YEAR 5 - YEAR TOTAL

FOR PLANNING PURPOSES ONLY

FY 2017

FY 2018

FY 2019

FY 2020

0 0 0

75,000 80,000 50,000

-700,000 50,000

-600,000 50,000

--50,000

----

75,000 1,380,000 200,000

Water Distribution/Storage Water System Improvements Water Tank Roof Replacement

0 0

60,000 490,000

---

60,000 490,000

Sewer Collection/Transmission System Sewer System Rehab - SSO Program Sewer Pump Station Reliability

0 0

200,000 60,000

200,000 --

200,000 55,000

200,000 --

1,000,000 115,000

Water/Sewer System Contingency Water/Sewer System - Contingency

75,000

375,000

Vehicles/Equipment Equipment

40,000

35,000

170,000

30,000

275,000

Total Utility Fund Capital Improvements

1,130,000

1,060,000

1,150,000

355,000

275,000

3,970,000

E - 39 Adopted CIP - FY 2016

City Council Goal: City Council Initiative:

I. Character of the City Open Space Preservation

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 60% of the watershed. Funding 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: FY16

FY17

FY18

FY19

$75,000

FY20

Total $75,000

Fiscal Impact: While protecting the watershed around Waller Mill Reservoir will ensure a high quality water source - purchase or control of more property will result in a larger area to be managed, though additional operating costs would be minimal.

E - 40

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. Due to new regulations, the dam went from a low hazard classification to a high hazard which may 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 FY17-18 reflect the substantial amount of work required on the dam as a result of the new regulations. Estimated Capital Budget: FY16

FY17

FY18

$80,000

$700,000

$600,000

FY19

FY20

Total $1,380,000

Fiscal Impact: The impact is dependent on which type of solution is chosen, but any additional operating costs would be minimal.

E - 41

City Council Goal: City Council Initiative:

VII. Environmental Sustainability Water Plant Improvements

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 FY16 include finalizing improvements to the chemical feed systems and telemetry/antennae improvements at the Plant and water tanks. Estimated Capital Budget: FY16

FY17

FY18

FY19

$50,000

FY20

Total $200,000

Fiscal Impact: Electrical costs will increase marginally for both projects, estimated at $200 per year.

E - 42

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 include Penniman Road, Tanyard Street, Middletown Farms and Ballard Lane (2015).  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 Colonial Williamsburg 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 FY16 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. Larger pipeline improvements/extensions are primarily paid for by development. Estimated Capital Budget: FY16

FY17

FY18

FY19

$60,000

FY20

Total $60,000

Fiscal Impact: Scheduled replacement of water system infrastructure should reduce operating costs. Water extensions add piping to the water system with minimal increases in operating and maintaining infrastructure.

E - 43

City Council Goal: City Council Initiative:

VII. Environmental Sustainability Water System Improvements

Category: Public Utilities

Department: Utility Fund

Project Title: Water Distribution/Storage Project Description: Water Tank Roof Replacement This project is for the replacement of the concrete roof on the million gallon ground storage tank at the Water Treatment Plant. The double-T reinforced concrete roof panels are starting to fail and need to be replaced. Estimated Capital Budget: FY16

FY17

FY18

FY19

$490,000

FY20

Total $490,000

Fiscal Impact: No fiscal impact.

E - 44

City Council Goal: City Council Initiative:

VII. Environmental Sustainability Sanitary Sewer System Rehabilitation

Category: Public Utilities

Department: Utility Fund

Project Title: Sewer Collection/Transmission System Project Description: Sewer System Rehab â&#x20AC;&#x201C; SSO Program The original consent order issued to all HRPDC localities by the State Department of Environmental Services was revised substantially. HRSD will now manage the more extensive SSO problems including the Regional Wet Weather Management Plan (RWWMP) and those associated improvements. The localities retained 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. The City is setting aside money each year but substantially reduced from the allocations previously used when the City was solely responsible. Estimated Capital Budget: FY16

FY17

FY18

FY19

FY20

Total

$200,000

$1,000,000

Fiscal Impact: These capital 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 - 45

City Council Goal: City Council Initiative:

VII. Environmental Sustainability Sanitary Sewer System Rehabilitation

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. Since 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

FY16 FY18

$60,000 $55,000

Estimated Capital Budget: FY16 $60,000

FY17

FY18

FY19

$55,000

FY20

Total $115,000

Fiscal Impact: No fiscal impact.

E - 46

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 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: FY16

FY17

FY18

FY19

FY20

Total

$75,000

$375,000

Fiscal Impact: No impact.

E - 47

CITY OF WILLIAMSBURG

VEHICLE REPLACEMENT FIVE-YEAR PLAN

Departmental Summary - By Fund FUND

DEPARTMENT

FY2016

FY2017

FY2018

FY2019

FY2020

SALES TAX $28,000

$28,000

CITY MANAGER

$28,000

ENGINEERING

$28,000

FINANCE

$30,000

$28,000

$750,000

$155,000

$445,000

$750,000

$410,000

HUMAN SERVICES

$25,000

$35,000

PLANNING

$30,000

POLICE

$70,000

$264,000

$294,000

$87,000

PUBLIC WORKS

$50,000

$415,000

$345,000

$140,000

$35,000

RECREATION

$43,500

$35,000

$14,000

$941,500

$982,000

$1,168,000

$960,000

$567,000

$40,000

$35,000

$170,000

$30,000

UTILITIES TOTAL

$40,000

$35,000

$170,000

$30,000

GRAND TOTAL

$981,500

$1,017,000

$1,338,000

$990,000

$567,000

BUILDING INSPECTION

FIRE

SALES TAX TOTAL

UTILITIES

PUBLIC UTILITIES

E - 48

City of Williamsburg - Vehicle Replacement Five-Year Plan Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

BUILDING INSPECTION 5606

2002

JEEP

SPORT UTILITY

Yes

19-408L

58,852

$28,000

4129

2004

FORD

ESCAPE 4X4 SUV

Yes

14-765L

41,880

$28,000

1132

2007

FORD

ESCAPE 4X4 - HYBRID

Yes

129016L

55,943

$28,000

6573

2008

FORD

ESCAPE 4X4 SUV Hyrid

Yes

114731L

41,660

$28,000

TOTAL BUILDING INSPECTION

E - 49

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

2006

CHEVROLET

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

CITY MANAGER 3321

Mileage

4 DOOR SEDAN

Yes

114-724L

TOTAL CITY MANAGER

E - 50

44,883

$28,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

2001

CHEVROLET

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

ENGINEERING 0724

Mileage

4 DOOR SEDAN IMPALA

Yes

49-452L

TOTAL ENGINEERING

E - 51

70,771

$28,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

FINANCE 8281

2002

FORD

EXPLORER

Yes

49-458L

81,399

$30,000

0780

2005

CHEVROLET

IMPALA 4 DR SEDAN

Yes

24-292L

43,925

$28,000

$30,000

$28,000

TOTAL FINANCE

E - 52

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

FIRE

$750,000

129018L

Yes

84-725L

122-973L

56,694

$35,000

EXPLORER 4x4

122-984L

52,477

$35,000

HORTON

AMBULANCE

114726lL

99,714

2006

FORD

F350 SUPERCAB

129-003L

41,528

$40,000

8855

2006

CHEVROLET

TAHOE - SUV

123-000L

54,540

$35,000

0700

2008

CHEVROLET

4 DOOR IMPALA

114733L

45,583

$35,000

8941

1949

MACK

FIRE TRUCK

16-977L

1988

HOMEMADE

BOAT TRAILER (ZODIAC)

84-728L

3086

1995

SUTPHEN

SQUAD/PUMPER

24-322L

8405

1998

HAULMARK

UTIL TRAILER

65-835L

0140

2000

PIERCE

FIRE TRUCK

40275L

5004

2004

CARGO

TRAILER

7761

2004

ACSI

DECONTAMINATION TRAI

1409

2005

FORD

3/4 TON DIESEL 4X4 PICK

2324

2005

FORD

3499

2006

5724

E - 53

974

32,034

52,071

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

2410

2008

CHEVROLET

4 DOOR IMPALA

114734L

45,382

$35,000

8061

2008

GMC

AMBULANCE

Yes

159651L

66,146

$375,000

2256

2009

FORD

F-350 DIESEL 4x4 PU

129042L

39,514

$45,000

2042

2011

PIERCE

PUMPER

159672L

25,502

6972

2011

FORD

PIERCE RESCUE

159653L

2,412

8179

2011

VMA/PAMU

CARGO TRAILER

159682L

RB111 2011

WING

INFLATABLE 15' 6"

2818

2012

PIERCE

QUANTUM FIRE TRUCK

172004L

8,946

4115

2013

HORTON

HORTON AMBULANCE

Yes

172015L

29,528

$375,000

2025

2014

FORD

SUV INTERCEPTOR WHI

172019L

10,044

3398

2014

SCOTTY

SAFE HOUSE

172023L

7593

2014

LOAD RITE

BOAT TRAILER/16' JON B

172025L

$750,000

TOTAL FIRE

E - 54

$155,000 $445,000 $750,000 $410,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

HUMAN SERVICES 1666

2008

GMC

12 PASSENGER VAN

114735L

38,354

$35,000

4069

2008

FORD

FUSION 4 DOOR

129031L

88,762

$25,000

9026

2013

GMC

12 PASSENGER VAN

172013L

6,890

9878

2015

DODGE

CARAVAN

172028L

$25,000

$35,000

TOTAL HUMAN SERVICES

E - 55

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

2005

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

PLANNING 3188

Mileage

DODGE

CARAVAN

16-998L

TOTAL PLANNING

E - 56

35,956

$30,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

POLICE 5565

1999

SCAT

UTIL TRL

26-950L

5572

2003

TEXAS BRAGG

TRAILER-CONE

111793L

5075

2006

FORD

VAN (CARGO)

KBB2595

$34,000

0900

2007

HARLEY

FLPI-MOTORCYCLE

2199L

$20,000

0967

2008

CHEVROLET

IMPALA 4 DR SEDAN

XWR-8242

78,620

$35,000

4791

2008

CHEVROLET

IMPALA 4 DR SEDAN

XXC-7142

80,810

$35,000

6839

2010

FORD

CROWN VIC (NON REPLA

114-749L

90,072

1609

2011

FORD

4D CROWN VIC

XCC9355

28,684

$42,000

1610

2011

FORD

4D CROWN VIC

ECN1102

42,930

$42,000

8779

2011

FORD

CROWN VIC (PATROL)

159673L

51,186

$42,000

3157

2012

FORD

SUV ESCAPE XLT

159683L

15,543

$42,000

1333

2013

FORD

SUV INTERCEPTOR (PAT

172008L

28,892

$42,000

1334

2013

FORD

SUV INTERCEPTOR (PAT

172009L

61,515

$42,000

E - 57

78,009

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

1335

2013

FORD

SUV INTERCEPTOR (PAT

172010L

48,933

$42,000

1337

2013

FORD

SUV INTERCEPTOR (PAT

172012L

32,657

$42,000

5873

2013

JEEP

WRANGLER

172016L

7,683

2023

2014

FORD

SUV INTERCEPTOR (PAT

172017L

27,937

$42,000

2024

2014

FORD

SUV INTERCEPTOR (PAT

172018L

25,175

$42,000

2026

2014

FORD

SUV INTERCEPTOR (UN

WNN4064

11,091

$42,000

2068

2014

SMART

RADAR TRAILER

172-027L

4689

2014

SMART

LOW SPEED VEHICLE

172020L

3,689

6293

2014

FORD

SUV INTERCEPTOR (PAT

172022L

10,556

$42,000

9778

2014

FORD

FORD - INTERCEPTOR Se

WNR8302

9,866

$42,000

6999

2015

CHEVROLET

TAHOE K1500

VBC7971

$45,000

$87,000

$70,000

TOTAL POLICE

E - 58

$264,000 $294,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

0000

1592

1996

1117

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

PUBLIC WORKS 0111

Mileage

51,805

$100,000

19-409L

58,497

$30,000

19-405L

30,788

$75,000

1,027

44,134

$75,000

16-994L

37,329

$75,000

49-454L

77,991

$35,000

n/a

3,829

$70,000

TRACK LOADER

n/a

2,187

$60,000

MERCURY

GRAND MARQUIS GS 4 D

Yes

JEP2515

108,561

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 - 59

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

41,385

$150,000

106,374

$50,000

53,809

$30,000

29,877

$70,000

172007L

129006L

114-722L

45,224

$30,000

PU TRUCK SIERRA

114-723L

58,991

$30,000

FORD

EXPLORER 4 x 4

114729L

49,214

$35,000

2008

FORD

3/4 TON PICKUP

114740L

30,881

$35,000

2008

CASE

580L BACKHOE

3,412

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 - 60

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

8498

2008

INTERNATIONAL

DUMP TRUCK

114732L

8,665

0931

2009

FORD

F-250 GAS 4X2 PU

129043L

48,749

$35,000

2018S

2012

FORD

PICKUP TRUCK

172001L

23,037

6236

2012

VOLVO

ROLLER

9242

2012

FORD

BUCKET TRUCK

Yes

172014L

3,219

9442

2012

FORD

F250 CREWCAB

172005L

9,738

0200

2013

WORKMAN

GATOR-WORKMAN

11111

2014

JOHN DEERE

LEAF BOX

22222

2014

SPREADER/SANDE SPREADER/SANDER

$50,000

TOTAL PUBLIC WORKS

E - 61

$415,000 $345,000 $140,000 $35,000

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

RECREATION 5169

1994

TRITON

UTIL TRAILER

19-406L

$2,000

5773

1997

JOHN DEERE

UTIL VEHICLE - 4X2

$10,000

0231

2005

JOHN DEERE

TRACTOR- BUNKER/RAK

$16,500

3578

2005

JOHN DEERE

TRACTOR-2210 HST LV22

$13,000

2171

2006

CHEVROLET

PU CREW CAB

129-004L

$35,000

1177

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

0360

2014

JOHN DEERE

TRACTOR- BUNKER/RAK

2901

2014

JOHN DEERE

UTIL VEHICLE - GATOR

$43,500

$35,000

$14,000

TOTAL RECREATION

E - 62

80,385

23,346

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

at 1-10-2015

PUBLIC UTILITIES

$30,000

43,815

93,391

$35,000

14,647

$100,000

122999L

54,234

$40,000

122998L

111,993

$40,000

114-748L

21,226

129017L

63,185

$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

24-313L

7816

2002

DODGE

3/4 TON PICKUP

49-500L

0152

2003

VENTURE

BOAT TRAILER

84-730L

1549

2004

VACTOR

MODEL 2103 SEWER CLE

11-4704L

7493

2005

FORD

F350 3/4 TON UTILITY TR

9992

2005

GMC

SIERRA 3/4 TON UTILITY

8245

2006

FORD

VAN-CAMERA TRUCK

0423

2007

GMC

PICKUP TRUCK

37,098

24-294L

E - 63

Unit No Year

Make

Description

Hybrid?

Future - PotentialAlternative Fuel?

License No.

Mileage

FY2016

FY2017

FY2018

FY2019

FY2020

2,928

4708

2008

CASE

580L BACKHOE

9610

2011

YAMAHA

50HP OUTBOARD MOTOR

4686

2012

CHEVROLET

1/2 TON PICKUP TRUCK

172003L

10,471

8374

2013

FORD

EXPLORER

172006L

17,404

2742

2014

FORD

F150 PICKUP TRUCK

172024L

1,541

$40,000

$35,000

$170,000

$30,000

TOTAL PUBLIC UTILITIES

E - 64

Capital Improvements for FY15 January 9, 2015 Page 1

TO:

Mayor and City Council Planning Commission

DATE:

January 9, 2015

SUBJECT: Capital Improvements for FY15 - Status of Current Projects The following list details the allocated costs and status of capital improvement projects in FY15 (this budget year). Total allocated capital improvements/projects spending for FY15 including debt service and prior year’s carryover is $14,700,686 (including $5.2 million for the Stryker Center project). PUBLIC WORKS Street Construction 1.

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

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

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

Corridor Enhancement/Underground Wiring 4.

Guardrail Improvement Program - $75,000 allocated. This project involves replacing the remaining steel guardrails with painted guardrails on South Henry Street (650 feet). The guardrails will be installed in spring 2015.

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

E - 65

Capital Improvements for FY15 January 9, 2015 Page 2 improvements, a new sidewalk along the Colonial Williamsburg Pasture, a multi-use path from Pocahontas Street to the Quarterpath Rec Center, and streetlight and landscape improvements. The City has received approval for FY14 VDOT Revenue Sharing Funds (50% match) for this project. Engineering design is completed, and the project will be advertised for bids in spring 2015 with construction completed in FY16. 6.

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

Pedestrian and Bicycle Improvements 7.

Bicycle Facility Improvements - $20,000 allocated (plus $38,382 carryover from FY14). This project includes the installation of bicycle racks at key public locations and additional lane markings and signage. Sixty-three bike racks for 13 different locations have been ordered and will be installed by spring 2015. “Share the Road” signs will be installed throughout the City in spring 2015.

Stormwater Management 8.

Stormwater Management Projects - $50,000 allocated (plus $86,662 carryover from FY14). This project is for engineering services to develop a Total Maximum Daily Load (TMDL) plan for the City and to develop potential strategies to the City’s TMDL. Engineering services will be completed by the end of FY15.

RECREATION AND OPEN SPACE Facilities 9.

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

10.

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

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Capital Improvements for FY15 January 9, 2015 Page 3 PUBLIC SAFETY Facilities 11.

E-911 Regional Center Expansion - $45,000 allocated. This project combined the Cityâ&#x20AC;&#x2122;s E-911 Center with York County, and was fully implemented in July 2009. $45,000 is required annually to cover debt service on the building expansion.

12.

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

Equipment 13.

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

GENERAL GOVERNMENT Facilities 14.

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

15.

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

Information Technology 16.

iPad Replacement - $30,000 allocated. This project replaces 40 iPad versions 1, 2, and 3 with iPad Airs and was completed in October 2014.

17.

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

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Capital Improvements for FY15 January 9, 2015 Page 4 Vehicles 18.

Vehicle Replacement Plan - $557,000 allocated. This ongoing program is to ensure that that Cityâ&#x20AC;&#x2122;s aging vehicle fleet is replaced according to a set schedule based on vehicle miles and overall vehicle condition. Two new dump trucks, one ambulance, one SUV for the Police Department, and tractor and gator for the Parks and Recreation Department are scheduled to be purchased in FY15.

19.

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

AGENCIES/INTERJURISDICTIONAL Facilities 20.

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

21.

Courthouse Maintenance Projects - $150,000 allocated. The Clerk of the Circuit Court collects and remits a courthouse maintenance fee of $2 for each civil and criminal action and/or traffic case in the District or Circuit Courts for Williamsburg and James City County. The balance of the Fund is available for projects approved by the governing bodies. As of December 2014, $22,047 has been spent to repair the roof.

22.

Schools â&#x20AC;&#x201C; Renovation and Capital Maintenance Projects - $801,451 allocated (plus $1,005,916 carryover from FY14). City contribution to various capital expenditures for the joint Williamsburg-James City County school system totaled $415,367 through December in FY15.

Jodi M. Miller, ICMA-CM Deputy City Manager

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CITY OF WILLIAMSBURG

GENERAL FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2016

FY 2016 PUBLIC WORKS Street Construction Repaving Program Major Road Projects Traffic Signal Improvements Bridge Inspections Corridor Enhancement / Underground Wiring York Street Corridor Improvement Underground Wiring Projects

FY 2017

FY 2018

FY 2019

FIVE-YEAR TOTAL

FY 2020

$0 $0 $0 $0

$0 $0

Pedestrian and Bicycle Improvements Pedestrian Facility Improvements Bicycle Facility Improvements

$0 $0

Stormwater Management Stormwater Management Projects Total Public Works

$0 $0

RECREATION AND OPEN SPACE Facilities Quarterpath Park Improvements Kiwanis Park Improvements Waller Mill Park Improvements Total Recreation and Open Space

$0 $0 $0 $0

$0 $2,500 $0 $2,500

$0 $10,000 $0 $10,000

PUBLIC SAFETY Facilities E-911 Regional Center - Expansion **

$0 $0 -$5,000 $0 -$5,000

$0 $0 -$25,000 $0 -$25,000

$0 $0 $0 $0

Information Technology PC Replacement Program Firewall Replacement Network Infrastructure Replacement Arts District WiFi

$0 $0 $0 $1,000

$0 $0 $0 $5,000

Vehicles Vehicle Replacement Plan Capital Projects - Contingency Total General Government

$0 $0 $1,000

$0 $0 $5,000

$0 $0

-$4,000

-$1,500

-$10,000

Equipment Portable Radio Replacement Breathing Apparatus Parking Garage Equipment Replacement Weapon Safety Equipment Total Public Safety

GENERAL GOVERNMENT Facilities Parking Terrace Rehab Train Station Windows Property Demolition Projects City Shop Roof Replacement

AGENCIES / INTERJURISDICTIONAL Facilities Williamsburg Library HVAC/Renovations Courthouse Mtce. Projects (contingency) Housing Programs Affordable Housing Initiative Schools - Contribution School/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

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CITY OF WILLIAMSBURG

UTILITY FUND - OPERATING IMPACT OF CAPITAL PROJECTS - FISCAL YEAR 2016

FY 2016 PUBLIC UTILITIES Water Supply Watershed Protection/Water Supply Waller Dam Improvements Water Treatment Improvements

FY 2017

FY 2018

FY 2019

FY 2020

FIVE-YEAR TOTAL

$0 $0 $200

$0 $0 $0

$0 $0 $800

$0 $0

-$1,500 $0

-$7,500 $0

Water/Sewer System Contingency Contingency

Vehicles/Equipment Equipment (replacement)

-$1,300

-$1,500

-$6,700

Water Distribution/Storage Water System Improvements Water Tank Roof Replacement 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.

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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

BUDGET CALENDAR September 2014 6 & 8 City Council Retreat and Work Session – Update on 2015/2016 Biennial Goals, Initiatives, and Outcomes. 11

City Council Meeting – Public Comment; and Community Workshop on 2015/2016 Biennial Goals, Initiatives, and Outcomes, and Community Workshop.

October 2014 9 City Council Meeting – Public Hearing and First Draft of 2015/2016 Biennial Goals, Initiatives, and Outcomes. November 2014 13

City Council Meeting – Adoption of 2015/2016 Biennial Goals, Initiatives, and Outcomes.

“State of the City” Biennial Mayor’s address on City accomplishments and outlook.

Finance department sends letters to outside agencies advising of budget submittal requirements and deadlines.

December 2014 1

City Manager and Finance Director distribute budget guidance and capital improvement planning instructions to operating departments.

January 2015 5

Begin series of meetings between City Manager and City employees in small groups to discuss budget issues.

Finance department distributes FY2016 Budget Worksheets to Department Heads and Constitutional Officers.

Planning Director prepares a status report on the FY 2015 CIP, focused on major capital items, and provide to Planning Commission and City Council.

Planning Commission public hearing on capital improvement program.

Deadline for receipt of all Outside Agency budget requests for FY 2016 funding.

Departmental and Constitutional Officer operating budgets due to Finance Department. Finance begins compilation and review of budgets, and completes revenue projections for FY 2016.

City Manager and Finance Director begin meetings with Department Heads on budget submittals as necessary.

City Council Retreat on budget preview and long-term financial outlook.

F-2

February 2015 18

Planning Commission provides input to City Manager and City Council for update of the Five Year Capital Improvement Program.

March 2015 7

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.

1st Notice of Public Hearing for Water Rate Increase Advertisement in Va Gazette (if applicable – Va Code §15.2-2143).

City Council Work Session – Outside Agency Budget Requests (4:00pm-5:30pm Tourism Marketing, 5:30pm-6:30pm Arts Commission, Human Services Agencies).

2nd 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 2015 4

City Manager budget report to Neighborhood Council of Williamsburg.

City Council Work Session – Overview of FY 2016 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 2015 14

City Council Meeting - Adopt FY 2016 Operating, Capital, and Public Assistance Fund Budgets with Budget Resolution. Council Sets Tax Rate.

July 2015 1

Begin Fiscal Year 2016.

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OPERATING BUDGET INSTRUCTIONS General 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.

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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

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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.

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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.

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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

DEPARTMENT CODES AND RESPONSIBILITY 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 4103 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

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 Stormwater Operations 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 Gerry Walton Jackson C. Tuttle Michelle Dewitt Christina Shelton Michelle Dewitt Judy Fuqua John Mattson Jennifer Tomes Philip Serra Daniel Clayton Winifred Sowder Winifred Sowder Philip Serra David C. Sloggie David C. Sloggie David C. Sloggie William Patrick Dent John Kuplinski Gina Mingee Matt Westheimer Daniel Clayton William Patrick Dent William Patrick Dent Daniel Clayton 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 Improvement 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 39% 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 2015) is $.57 per $100 of assessed value. The City’s real estate tax rate history is shown in the following tabulation: Real Estate Property Tax Rates (per $100 assessed valuation) Fiscal Year 1987

$.52

Fiscal Year 1988

.51

Fiscal Year 1989

.50

Fiscal Year 1990

.52

Fiscal Years 1991-2012

.54

Fiscal Years 2013-2014

.57

Real property taxes generated by other selected Virginia localities for the fiscal year ended June 30, 2013 are as follows1:

Locality

Tax Rate / Real Property Tax % Change $100 Revenues FY 2013 Over FY 2012

% of Total Local Revenues

Tax Rate Per vs. Capita Wmsbg. Revenue

James City County

$.77

$84,676,751

-2.1%

54.9%

+35%

$1,218

York County

$.7415

$64,724,705

4.9%

52.2%

+30%

$974

Winchester

$.95

$26,503,804

5.3%

38.8%

+67%

$974

Hampton

$1.04

$118,338,968

-2.8%

42.5%

+82%

$852

Newport News

$1.10

$154,420,089

-4.7%

40.3%

+93%

$842

Williamsburg

$.57

$9,274,939

-1.1%

27.8%

$640

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

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%

2014

9,684,971

4.4%

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

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%

2014

1,687,212,000

3.64%

For each 1¢ of the City’s tax rate, approximately $168,721 is generated annually, based on the fiscal year 2014 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 1 st, 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, 2013 are as follows3:

Locality

Tax Rate / Personal Property % Change $100 Tax Revenues* Over FY 2012

% of Total Local Revenues

Per Capita Revenue

James City County

$4.00

$22,585,132

3.9%

14.7%

$325

York County

$4.00

$11,821,219

-10.9%

9.5%

$178

Winchester

$4.50

$9,047,213

-.52%

13.3%

$333

Hampton

$4.25

$22,827,999

4.1%

8.2%

$164

Newport News

$4.25

$56,179,461

7.9%

14.7%

$306

Williamsburg

$3.50

$1,829,836

-.25%

5.5%

$126

*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 below 4: Fiscal Year

Personal*

Business*

Total Amount

% Change

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%

2014

1,433,970

1,326,998

2,760,968

6.05%

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

Commonwealth of Virginia – 2013 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

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

2014

54,641,933

47,907

309,742

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

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

2014

66,547

39,393

105,940

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

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%

2014

4,239,957

-5.66%

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 2014: 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

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

2014

204,376

105,226

723,051

1,032,653

*Effective July 2, 2001, E-911 rate was increased to $2.00 but mid-year FY 2007 (beginning January 1, 2007), all E-911, telephone, and wireless revenues are included as communications sales taxes under State legislation.

F - 17

Business License Taxes (BPOL) All businesses in the City must obtain a business license to operate. The Commissioner of the Revenue sends business license applications in late December each year. Forms provided include prior year information [name, address, type of business conducted, gross receipts, etc.] and it is the responsibility of licensees to confirm or change information. The applications must be returned to the Commissioner by February 15th. The charges for business licenses are based on gross receipt figures provided on the application. The due date for payment of business licenses is March 1st each year, with a 10% penalty beginning March 2nd, and interest accruing at 10% annual percentage rate. A detailed list of rates is provided for information purposes. Trade/Type

Fee [based on gross receipts]

Minimum Fee

Business or Personal Service

$.36/$100

$30 up to $8,200

Contractor

$.16/$100

$30 up to $18,000

Fortune Teller

$1,000 flat fee

Flat license fee

Itinerant Merchant or Peddler License

$500 flat fee

Flat license fee

Professional Service

$.58/$100

$30 up to $5,000

Retail Merchant

$.20/$100

$30 up to $15,000

Wholesale Merchant

$.05/$100

$30 up to $60,000

Restaurant (seating 50-100)

$200

Flat license fee

Restaurant (seating 101-150)

$350

Flat license fee

Restaurant (seating 151-up)

$500

Flat license fee

Bed & Breakfast 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

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%

2014

1,630,018

-1.01%

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

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

2014

67,417

37,831

2,900

108,148

* 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 taxes 5. 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:

2005

Bank Stock Receipts 118,772

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%

2014

272,642

-3.11%

Fiscal Year

% Change 5.15%

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

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%

2014

166,048

-22.4%

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 2014 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

2005

209,340

% Change -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%

148,320

-19.0%

2014

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

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%

2014

3,129,262

-7.14%

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

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%

2014

6,446,505

.87%

Fiscal Year

Williamsburg City Code, Section 18.271.

F - 22

The Cityâ&#x20AC;&#x2122;s adopted fiscal year FY 2015 operating budget estimates room & meal tax revenues to be $9,590,000, or 28.5% 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 2015 Budget

Meal Tax Rate

% of FY 2015 Budget

Total % of Budget

York County* James City County*

2.5%

4.3%

6.8%

1.5%

3.6%

5.1%

Virginia Beach*

.6%

5.5%

3.8%

4.4%

Hampton

.8%

7.5%

4.2%

5.0%

Newport News

.7%

7.5%

5.2%

5.9%

Norfolk

.7%

6.5%

3.3%

4.0%

Williamsburg*

9.5%

19.0%

28.5%

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

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

2014

111,187

24,283

18,269

20,225

66,053

240,017

*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

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

2014

127,363

87,010

214,373

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

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

2014

112,846

622,047

21,904

756,797

Rental Income Sale of Surplus

F - 24

Total

Rental income includes various rental properties. Specific charges as of January 1, 2015 are as follows: Category

Location/Purpose

Monthly Rent

Municipal Center

U.S. Post Office-Parking Lot

$1,275

3 City-owned houses

Longhill Rd. & Waller Mill Rd.

$1,288

Triangle Building – Commercial

$11,565

General Property

(Two new tenants begin late spring 2015)

Transportation Center

Triangle Taxi

$424

Transportation Center

Williamsburg Area Transport

$7,280

Transportation Center

Hampton Roads Transit

$60

Transportation Center

Amtrak

$2,860

City Square

Parking & Amenities for 3 Lots

$320.94 each plus $64.20 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

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

2014

50,470

41,667

9,456

15,006

4,160

126,270

53,868

321,150

622,047

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

Charges for Services The City uses this revenue classification to account for various revenue sources requiring charges. Minor amounts are included under Sheriff’s fees and Commonwealth Attorney’s fees, of which the City has no control over. Also included are charges for maintenance of highways, streets, and sidewalks, which is used for billing special mowing or trash pickup and are minimal in amount. Charges for Planning & Community Development include minor amounts for maps and surveys, with the largest dollars attributable to sales of Cedar Grove Cemetery lots and grave openings. The

F - 25

largest item under this category is Charges for Parks & Recreation. City Code authorizes the Recreation Department to set and collect charges for programs and activities for use of its facilities and services. Charges for Services collected over the past ten years are shown below: Fiscal Year

Sheriffâ&#x20AC;&#x2122;s Fees

Commonwealth Attorneyâ&#x20AC;&#x2122;s Fees

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

2014

1,366

351

361,824

38,667

402,208

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

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

2014

22,608

140,490

683

11,947

144,583

41,513

361,824

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

F - 26

Cemetery lot sales and grave opening fees over the last ten years are as follows: Fiscal Year

Cemetery Lot Sales

Grave Openings

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

2014

13,555

19,700

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

2014

432,422

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

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

2014

10,267

25,111

55,925

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, 2014 total reimbursements were 35.3% 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 2014, salaries were reimbursed by the State at 70.96% for the Registrar and 82.13% 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

F - 29

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

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

2014

72,389

18,101

36,640

373,312

972,222

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 2015 reimbursements for principal/minor arterial roads are $19,202 per lane mile, while collector/local streets are at a rate of $11,275 per lane mile. Lane miles used to calculate reimbursement change only when additional roads are built in the City. Total revenue for FY 2015 will be $1,623,678 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 governments in establishing, maintaining, and operating emergency plans, programs and

F - 30

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

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

2014

65,000

1,580,437

25,000

42,250

18,416

6,366

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

F - 31

REVENUE FROM THE FEDERAL GOVERNMENT The City’s Comprehensive Annual Financial Report itemizes Federal receipts on the Schedule of Federal Awards, according to the Catalog of Federal Domestic Assistance catalog numbers. Human Services programs account, by far, for the majority of the City’s federal funds. These programs are accounted for in the Public Assistance Fund. For General Fund purposes, only limited sources of federal funding exist. These programs are highlighted: 1. Local Law Enforcement Block Grant - The City must apply for these funds each year through the Department of Justice. An interest-bearing checking account is maintained for this grant, and detailed quarterly reports must be filed until the funds are spent. During FY 2014, the City received $4,657 for the Byrne Justice Assistance Grant Program and the Local LE Block Grant. 2. Department of Homeland Security - These funds are federal pass-thru grants administered by the Commonwealth of Virginia. During FY 2014, the City received $12,725 for Citizen's Corp Project and the Citizen Emergency Response Team training. 3. Department of Emergency Services - These funds are administered by the Federal Emergency Management Agency (FEMA). The City of Virginia Beach acts as fiscal agent for this program. Funds are received for disaster assistance and hurricane preparedness, and more specifically, are intended to supplement the cost of deploying the City’s Emergency Management team in accordance with FEMA requirements during natural disasters. During FY 2014, the City received $3,530 from FEMA for drills and training.

REVENUE FROM THE COLLEGE OF WILLIAM AND MARY The City provides fire and emergency medical services to the College of William and Mary. As a state agency, the College is exempt from local taxation. In light of this, during FY 2015 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.

F - 32

EXPENDITURE CLASSIFICATIONS 1000

SALARIES AND WAGES

1001

Salaries Compensation for all full time employees who hold permanent positions.

1002

Salaries-Overtime Compensation for overtime and holiday pay for all eligible employees in accordance with the Personnel Manual.

1003

Salaries, Part-time Employees Compensation for all part time employees (less than 40 hours per week) who are paid on an hourly basis and are not eligible for all employee benefits. (See Personnel Manual)

1005

Salaries-Temporary Compensation for employees who are working on a temporary basis. (See Personnel Manual)

1006

Discretionary Leave Compensation for police, fire, or water plant personnel who must work on stated holidays. (See Personnel Manual)

1008

Traffic Control Compensation for police department personnel who work extra hours for traffic control purposes.

1009

Off-Duty Policemen Compensation for police personnel hired by outside establishments after regular working hours. (City is reimbursed by contracting party.)

2000

FRINGE BENEFITS

2001

FICA 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.

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 2013

Clothing Allowance Costs associated with purchase of clothing by designated personnel. Education Allowance

F - 33

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.

5407

Repair and Maintenance Supplies

F - 35

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. Other

5805

F - 36

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.

F - 37

FUNDING RELATIONSHIPS Agency/Organization List of Other Contributors Constitutional Officers (Generally)

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 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).

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 2014 that rate was 70.96%. 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 2016 is the fourth 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, JCC and York County cost sharing is governed by the September, 2013 five-year agreement, and based on circulation. Each jurisdiction pays for the capital costs associated with the library buildings located therein. The State contributes approximately 5% of total operating costs on a formula basis, through the Library of Virginia.

Avalon Center for Women and 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 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.

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 Cityâ&#x20AC;&#x2122;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 â&#x20AC;&#x201C; This fund accounts for activities of the Cityâ&#x20AC;&#x2122;s Human Services Department. The majority of funding is provided by the Federal and State government for social service programs. The remainder of its funding is provided by the City as annual contribution from the General Fund. Proprietary Funds account for operations that are financed in a manner similar to private business enterprises. The Proprietary Fund measurement focus is upon determination of net income, financial position, and cash flows. Enterprise funds account for the financing of services to the general public where all or most of the operating expenses involved are recovered in the form of charges to users of such services. The Utility Fund, consisting of the operations for water and sewer services, is the City's only Enterprise Fund. Budgets and Budgetary Accounting Formal budgetary integration is employed as a management control device during the year for the General Fund, Sales Tax Fund, Utility Fund, and Public Assistance Fund. Annual operating budgets are adopted by ordinances and resolutions passed by the City Council for those funds. Budgets are prepared on the same basis of accounting used for financial reporting purposes. The City does not integrate the use of encumbrance accounting in any of its funds. The original budgets and revisions, if any, are authorized at the department level by City Council. The City Manager has the authority to transfer funds within the departments, so long as the total appropriation for a department is not adjusted. All appropriations for operating budgets lapse at year-end to the extent that they have been fully expended. As capital projects can be multi-year, funds appropriated by City Council can carry over to future years for projects not completed each year, at the discretion of the City Manager.

F - 44

Basis of Accounting: Governmental Funds: Governmental Funds utilize the modified accrual basis of accounting under which revenues and related assets are recorded when measurable and available to finance operations during the year. Accordingly, real and personal property taxes are recorded as revenues and receivables when billed, net of allowances for uncollectible amounts. Property taxes not collected within 45 days after year-end are reflected as deferred revenues - uncollected property taxes. Sales and utility taxes, which are collected by the State or utilities and subsequently remitted to the City, are recognized as revenues and receivables upon collection by the State or utility, which is generally in the month preceding receipt by the City. Licenses, permits, fines and rents are recorded as revenues when received. Intergovernmental revenues, consisting primarily of federal, State and other grants for the purpose of funding specific expenditures, are recognized when earned or at the time of the specific expenditure. Expenditures are recorded as the related fund liabilities are incurred. Proprietary Funds: The accrual basis of accounting is used for the Utility Fund. Under the accrual method, revenues are recognized in the accounting period in which they are earned, while expenses are recognized in the accounting period in which the related liability is incurred. Basis of Accounting vs. Basis of Budgeting Budgets are prepared on the same basis of accounting used for financial reporting purposes (GAAP). There are some instances whereas the generally accepted accounting principles used for financial reporting purposes will differ from those used in budget preparation. Under GAAP reporting requirements changes in the fair market value of the 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.

F - 45

BUDGET POLICIES A. Financial Planning Policies: 1. Balanced Budgets: a. The general operating fund (General Fund) and the special local option sales tax fund (General Capital Improvement Program, or CIP), Utility Fund operating fund, and the Utility Fund CIP are subject to the annual budget process. b. All operating and capital fund budgets must be balanced - total anticipated revenues plus fund balances or reserves brought forward must equal total estimated expenditures each year. c. The Utility Fund (the 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 consider annual escalator clauses in multi-year rental contracts to take into effect the impact of increases in the cost of living.

F - 46

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.

F - 47

D. Debt Policy: 1. The objective of the City’s debt policy is to maintain the City’s ability to incur present and future debt at the most beneficial interest rates in amounts needed for financing the adopted Capital Improvement Program without adversely affecting the City’s ability to finance essential City services. 2. A five-year capital improvements program will be developed and updated annually along with corresponding anticipated funding sources. 3. Capital projects financed through either bank qualified loan or the issuance of bonded debt will be financed for a period not to exceed the useful life of the project. 4. Debt service principal payments will be scheduled in equal installments over the life of the indebtedness. 5. Requirements of continuing disclosure agreements for all bond issues will be complied with, including annual filing of audited financial statements and adopted budgets, to the Municipal Securities Rulemaking Board, and all national rating agencies which have assigned a bond rating for the City. 6. Pay-as-you-go financing will be the normal method of funding the capital program, with debt financing not to exceed the limits established below. 7. Actual ratios of per capita debt, and debt service to operating expenditures, and the not-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.

F - 48

F. Fund Balance Policy (adopted by City Council on June 9, 2011): 1. Background and Purpose a. Sound financial management principles require that sufficient funds be retained by the City to provide a stable financial base at all times. Adequate levels of fund balance are essential to protect against reducing service levels because of temporary revenue shortfalls or unanticipated expenditures. Fund balance provides resources during the time it takes to develop and implement a longer term financial solution. Fund balance is also crucial in long-term financial planning and financing as credit markets carefully monitor levels of fund balance to evaluate creditworthiness. 2. Components of Fund Balance The following individual items shall constitute the Fund Balance: a. Nonspendable Fund Balance – Amounts that cannot be spent due to form (such as inventories and prepaid amounts), and/or amounts that must be maintained legally intact or contractually intact (such as principal of a permanent fund). b. Restricted Fund Balance – Amounts constrained for a specific purpose by external parties, constitutional provisions, or enabling legislation. c. Committed Fund Balance – Amounts constrained for a specific purpose by City Council using its highest level of decision-making authority. It would require another action of the City Council to remove or change the constraints placed on the resources. Commitments must be established. d. Assigned Fund Balance – Amounts constrained for a specific purpose by the City Manager, who has been given the delegated authority by the City Council to assign amounts. The amount reported as assigned should not result in a deficit in unassigned fund balance. e. Unassigned Fund Balance – Amounts not classified as nonspendable, restricted, committed, or assigned. The General Fund is the only fund that would report a positive amount in the unassigned fund balance. 3. Funding Requirements of Unassigned Fund Balance of the General Fund a. An unassigned fund balance shall be established at an amount equal to a minimum of 35% of General Fund operating revenues as shown in the City’s most recent comprehensive annual financial report (CAFR). b. The use of the unassigned fund balance will be permitted to provide temporary funding of unforeseen emergency needs. c. If the unassigned fund balance falls below an amount equal to 35% of the General Fund operating revenues as outlined above, a plan to replenish the fund balance within twelve months will be presented to the City Council. d. Unassigned fund balance represents the residual fund balance after the nonspendable, restricted, committed and assigned fund balance categories are deducted. 4. Monitoring and Funding a. City staff will report on compliance with this Policy during the presentation of the Comprehensive Annual Financial Report (CAFR) at the regular meeting of City Council in December each year. b. The City shall annually demonstrate that it will comply with this Policy based on its proposed Operating and Capital Budget for each year.

F - 49

CONTENTS

Page

UTILITY FUND WATER AND 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 PRINCIPAL TAXPAYERS .................................................................................................... G-11 UNEMPLOYMENT RATE ..................................................................................................... G-12 LAND AREA ......................................................................................................................... G-12 DEMOGRAPHIC AND ECONOMIC STATISTICS ................................................................ G-13 MISCELLANEOUS STATISTICS ......................................................................................... G-14 GLOSSARY OF TERMS .......................................................................................... G-15 – G-17 COMMONLY USED GOVERNMENTAL ACRONYMS ......................................................... G-18 CALCULATION OF FUTURE CASH RESERVES ................................................................ G-19

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

2014

2015

Actual

Estimated

Fiscal Year Ending June 30: 2016 2017 2018 Proposed

2019

2020

Projected

4,203,056 1,582,863

4,320,000 1,610,000

4,320,000 1,650,000

4,341,600 1,658,250

4,363,308 1,666,541

4,385,125 1,674,874

4,407,050 1,683,248

5,785,919

5,930,000

5,970,000

5,999,850

6,029,849

6,059,998

6,090,298

0 0 0 0 0

Additional Water Revenues:

Effective Date July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019

Rate Increase 0.00% 0.00% 0.00% 0.00% 0.00%

Proposed Rate $4.95 $4.95 $4.95 $4.95 $4.95

Months Effective 12 12 12 12 12

Subtotal, Additional Revenue from Increases Total Revenue from User Charges

5,785,919

5,930,000

5,970,000

5,999,850

6,029,849

6,059,998

6,090,298

486,336

414,800

404,000

6,272,255

6,344,800

6,374,000

6,403,850

6,433,849

6,463,998

6,494,298

-5,602,359 835,152 -4,767,207

-5,874,583 845,000 -5,029,583

-6,189,781 845,000 -5,344,781

-6,220,730 845,000 -5,375,730

-6,345,145 845,000 -5,500,145

-6,472,047 845,000 -5,627,047

-6,601,488 845,000 -5,756,488

1,505,048

1,315,217

1,029,219

1,028,120

933,705

836,951

737,810

28,330 1,533,378

26,000 1,341,217

26,000 1,055,219

25,000 1,053,120

25,000 958,705

25,000 861,951

25,000 762,810

-423,157

-1,105,000

-1,130,000

-1,060,000

-1,150,000

-355,000

-275,000

1,110,221

236,217

-74,781

-6,880

-191,295

506,951

487,810

-581,010 -210,474 0 -791,484

-602,853 -222,773 0 -825,626

-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

-480,535 -151,106 -65,000 -696,641

Working Capital - Beginning of Year

3,689,944

4,008,681

3,419,272

2,457,186

1,559,505

669,188

477,640

Working Capital - End of Year

4,008,681

3,419,272

2,457,186

1,559,505

669,188

477,640

268,809

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 2016 0.5% Growth in Water Consumption for FY 2017 thru FY 2020 0.5% Growth in Operating Expenses for FY 2016 & FY 2017; 2.0% Growth in Operating Expenses for FY 2018 to FY 2020

G-5

EXHIBIT 2

CITY OF WILLIAMSBURG WATER & SYSTEM OPERATIONS-CASH FLOWS Revenue under existing rates: Water Sewer Total Revenue Under Existing Rates

2014

2015

Actual

Estimated

Fiscal Year Ending June 30: 2016 2017 2018 Proposed

2019

2020

Projected

4,203,056 1,582,863

4,320,000 1,610,000

4,320,000 1,650,000

4,341,600 1,658,250

4,363,308 1,666,541

4,385,125 1,674,874

4,407,050 1,683,248

5,785,919

5,930,000

5,970,000

5,999,850

6,029,849

6,059,998

6,090,298

151,200 0 0 0 0

151,200 178,848 0 0 0

151,200 178,848 186,866 0 0

151,200 178,848 186,866 195,209 0

151,200 178,848 186,866 195,209 203,890

151,200

330,048

516,914

712,123

916,013

Additional Water Revenues:

Effective Date July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018 July 1, 2019

Rate Increase 3.50% 4.00% 4.00% 4.00% 4.00%

Proposed Rate $5.12 $5.32 $5.54 $5.76 $5.99

Months Effective 12 12 12 12 12

Subtotal, Additional Revenue from Increases Total Revenue from User Charges

5,785,919

5,930,000

6,121,200

6,329,898

6,546,763

6,772,121

7,006,311

486,336

414,800

404,000

6,272,255

6,344,800

6,525,200

6,733,898

6,950,763

7,176,121

7,410,311

-5,602,359 835,152 -4,767,207

-5,874,583 845,000 -5,029,583

-6,189,781 845,000 -5,344,781

-6,220,730 845,000 -5,375,730

-6,345,145 845,000 -5,500,145

-6,472,047 845,000 -5,627,047

-6,601,488 845,000 -5,756,488

1,505,048

1,315,217

1,180,419

1,358,168

1,450,619

1,549,074

1,653,823

28,330 1,533,378

26,000 1,341,217

26,000 1,206,419

25,000 1,383,168

25,000 1,475,619

25,000 1,574,074

25,000 1,678,823

-423,157

-1,105,000

-1,130,000

-1,060,000

-1,150,000

-355,000

-275,000

1,110,221

236,217

76,419

323,168

325,619

1,219,074

1,403,823

-581,010 -210,474 0 -791,484

-602,853 -222,773 0 -825,626

-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

-480,535 -151,106 -65,000 -696,641

Working Capital - Beginning of Year

3,689,944

4,008,681

3,419,272

2,608,386

2,040,753

1,667,350

2,187,925

Working Capital - End of Year

4,008,681

3,419,272

2,608,386

2,040,753

1,667,350

2,187,925

2,895,106

G-6

EXHIBIT 3

WATER AND SEWER RATES COMPARISON (FY2015) WATER

SEWER

TOTAL

Williamsburg

$4.95/1000 gallons

Included in water rate

$4.95/1000 gallons

JCSA

0-15 $2.85/1000 gallons 15-30 $3.45/1000 gallons

$3.22/1000 gallons

$6.07+/1000 gallons

Newport News

$4.93/1000 gallons

$4.29/1000 gallons

$9.22/1000 gallons

Portsmouth

$4.76/1000 gallons

$3.72/1000 gallons

$8.48/1000 gallons

VA Beach

$4.41/1000 gallons

$3.69/1000 gallons(est.)

$8.10/1000 gallons(est.)

Norfolk

$5.95/1000 gallons

$4.91/1000 gallons

$10.86/1000 gallons

Chesapeake

$6.13/1000gallons

$4.56/1000 gallons

$10.69/1000 gallons

HRSD

N.A.

$5.12/1000 gallons

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

G-7

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Debt Service

Computation of Legal Debt Margin (as of June 30, 2014) Assessed Value of Real Estate Subject to Taxation - June 30, 2014

$1,687,212,000

Debt Limit: 10 Percent of Assessed Value*

$168,721,200

Total Bonded Debt

$17,717,679

Total Amount of Debt Applicable to Debt Limit

$17,717,679

Legal Debt Margin

$151,003,521

*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

Principal Payments

Interest

Total Debt Service

Debt Service by Fiscal Year: Fiscal Year

Fund

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

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 2016 Operating Budget

Statistical Information

Assessed Value of Taxable Property- Last Ten Fiscal Years

Fiscal Year 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Real Estate 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 1,736,611,700

Personal Property 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 78,614,267

Public Service Corporations: Personal Real Estate Property 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 38,324 54,641,933 47,907

Total 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 1,820,442,377 1,869,915,807

Ratio of Annual Debt Service Expenditures for G.O. Bonded Debt to Total General Governmental Expenditures - Last Ten Fiscal Years

Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Principal 918,000 5,872,179 992,425 2,314,249 1,036,704 1,064,816 1,388,610 886,240 758,761 683,990

Interest Total Debt Service 437,444 1,355,444 505,332 6,377,511 554,257 1,546,682 477,006 2,791,255 377,798 1,414,502 337,621 1,402,437 326,357 1,714,967 250,284 1,136,524 758,761 213,216 897,206

Total General Governmental Expenditures 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 38,165,055

* Fiscal Year 2006 included debt principal payoff Property Tax Rates (per $100 of valuation)

Fiscal Year

Real Estate

Personal Property

Personal Property Tax Relief Rate

Machinery & Tools

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

0.54 0.54 0.54 0.54 0.54 0.54 0.54 0.57 0.57 0.57

3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50

70.0% 70.0% 65.0% 60.0% 54.0% 58.0% 60.0% 58.0% 58.0% 56.0%

3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50

G-9

Ratio of Debt Service to Total General Governmental Expenditures * 4.30% 15.79% 3.52% 6.34% 3.46% 3.58% 4.56% 3.03% 2.12% 2.35%

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Statistical Information

Principal Employers - Current and Nine Years Ago

2005

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 Marriott Educational Svcs. Inc. Riverside Doctors' Hospital Walsingham Academy Patrick Henry Inn National Center for State Courts Red Lobster & The Olive Garden

Employees¹ 1,000+ 1,000+ 1,000+ 500 to 999

100 to 249 100 to 249 100 to 249

2014

Rank

Percentage of Total City Taxable Assessed Value

1 2 3 4

16.25% 12.58% 6.63% 4.88%

5 6 7

8 9 10

1.25% 0.63% 0.63%

0.63% 0.63% 0.63%

¹ includes part-time and seasonal employees ² now Sentara Healthcare-relocated to neighboring York County in August 2006

G - 10

Rank

Percentage of Total City Taxable Assessed Value

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%

Employees¹

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Statistical Information

Principal Taxpayers - Current and Nine Years Ago

2005

Taxpayers Colonial Williamsburg Foundation Art Williamsburg Williamsburg Improvements, LLC JIN, Inc. Chelsea GCA Realty Partnership 351 York Street LLC Woodshire, LTD Westgate Resorts, LTD LTD Associates Two, LLC LTD Associates One, LLC Bluegreen Vacations, Unlimited Riverside Healthcare Associates High Street Retail Phase I LLC Sterling Manor Apartments LLC SNL Quarterpath Associates LLC 160 Merrimac Associates LLC Ludwell Apartrments LLC

Taxable Assessed Value $ 196,480,300 15,252,100 14,032,100 9,922,900 8,870,500 8,467,700 8,247,600 7,389,700 7,268,600 7,172,200

2014

Percentage of Total City Taxable Rank Assessed Value 1 2 3 4 5 6 7 8 9 10

16.13% 1.25% 1.15% 0.81% 0.73% 0.70% 0.68% 0.61% 0.60% 0.59%

G - 11

Taxable Assessed Value

Rank

Percentage of Total City Taxable Assessed Value

$259,314,700

15.31%

13,734,200

0.81%

14,279,000

0.84%

20,526,200 61,463,600 21,098,100 21,035,600 12,187,300 11,870,600 10,549,800

5 2 3 4 8 9 10

1.21% 3.63% 1.25% 1.24% 0.72% 0.70% 0.62%

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 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

5,127

4,840

287

5.6%

2008

5,313

4,854

459

8.6%

2009

5,578

4,722

856

15.3%

2010

5,818

5,223

595

10.2%

2011

6,005

5,416

589

9.8%

2012

6,231

5,677

554

8.9%

2013

6,251

5,733

518

8.3%

Land Area of Original City of Williamsburg and Subsequent Annexations Year

Description

Annexation Area (Sq. Miles)

Accumulative Area (Sq. Miles)

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

G - 12

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Statistical Information

Demographic and Economic Statistics, Last Ten Fiscal Years

Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

City Population 13,344 13,411 13,416 13,574 13,758 14,068 14,256 14,503 14,893 15,064

Area Population² 71,560 73,879 75,912 77,367 78,755 81,077 83,130 84,448 85,124 86,204

Personal Income (thousands of dollars)²

Per Capita Personal Income²

2,992,612 3,302,489 3,607,164 3,834,280 3,760,090 3,907,522 4,267,524 4,502,567 4,592,180

42,252 44,663 47,370 49,327 47,116 47,983 51,652 53,495 53,571

n/a

Public School Enrollment ³ 9,820 10,105 10,137 10,248 10,503 10,549 10,671 10,748 10,998 11,116

Unemployment Rate¹ 7.1% 5.9% 5.6% 8.6% 15.3% 10.2% 9.8% 8.9% 8.3% 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

G - 13

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Statistical Information

Miscellaneous Statistics - June 30, 2014 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 (2014)*

11,998 14,068 15,064

Area

9.05 Sq. Miles

Miles of Streets

51.2

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

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 2014 Number of Patrons - June 2014 Number of Items Circulated - FY 2014

2 334,102 52,468 1,084,499

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

3,610 906 2,637,000 49 6

Municipal Employees

190

Number of Hotels & Motels

Number of Bed & Breakfasts

Number of Restaurants

* Weldon Cooper Center for Public Service

G - 14

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Glossary of Terms

Accounting System - The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of the City. Accrual Basis of Accounting - The method of accounting under which revenues are recorded when they are earned (whether or not cash is received at that time) and expenditures are recorded when goods and services are received (whether cash disbursements are made at that time or not). Account Number - A numerical code identifying Revenues and Expenditures by Fund, Department, Activity, Type and Object. Activity - One of the tasks, goals, etc., of a departmental program. Allocate – To set apart or earmark for a specific purpose Appropriation - An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the budget. Assessment – The value set by the City Assessor annually for a particular real property in the City. Balanced Budget – The City Manager annually proposes, and the City Council adopts, a budget or financial plan for the upcoming year in which the revenues available (including any available fund balance from prior years) match or exceed the projected expenditures. Budget - A comprehensive plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The City’s annual budget is established by City Council with a budget resolution. Budget Revision - A formal change in the total amount of budgeted expenditures during a fiscal year by action of City Council. Budget Transfer - A formal transfer from one activity [usually a departmental line item] to another, without changing a department's budget total. Transfers are approved at the City Manager level, and do not require action by City Council. Capital Equipment - An expenditure for a fixed asset that has an expected life of more than (1) year and the cost of which is in excess of $20,000. Capital items include office equipment, furniture, computers, etc. Capital Improvement - New or expanded physical facilities for the community that are of relatively large size, are relatively expensive, and permanent in nature. For example: street improvements, sidewalks, bridge rehabilitation, buildings, park improvements, and City vehicles. Capital improvements are accounted for in either the Sales Tax Fund for general improvements, or the Utility Capital Improvement Fund for water and sewer related projects. Carryover – Refers to the process of transferring specific funds and obligations previously approved by City Council from the end of one fiscal year to the next fiscal year. City policy is to used this process only for capital projects. Constitutional Offices – The offices or agencies directed by elected officials whose positions (Sheriff, Treasurer, Commissioner of the Revenue, etc.) are established by the Constitution of the Commonwealth of Virginia or its statutes. Contingency Account - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for.

G - 15

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Glossary of Terms

Contractual Service - An expenditure for services performed by a non-employee. For example: computer, building, and copy machine maintenance, special studies, etc. Debt Service – Principal and interest that the City pays on funds borrowed for capital projects. Department - The Department is the primary administrative unit in City operations. Each is directed by a department head. Departments are generally composed of divisions of activities which share a common purpose. Depreciation - (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence; (2) that portion of the cost of a capital asset which is charged as an expense during a particular period. Enterprise Fund - Used to account for the financing of services where all or most of the operating expenses involved are recovered in the form of charges to users of such services. Expenditure - An expenditure is a decrease in net financial resources for the governmental funds. This includes current operating expenditures requiring the present or future use of current assets. Expense - The same as above when applied to a fund accounted for on an accrual basis, such as the City's Utility Fund. Fiscal Year - The twelve month period on which the City operates its financial affairs. The City of Williamsburg's fiscal year is July 1 through June 30. Fixed Asset - An expenditure for a good that has an expected life of more than (1) year and the cost of which is in excess of $5,000. Capital items include real property, office equipment, furnishings and vehicles. Fund - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance - The equity of a fund, oftentimes incorrectly referred to as "surplus". It is the difference between a fund's assets and liabilities. Fund Balance is calculated by taking the beginning balance as of the beginning of the fiscal year, adding in all revenues received during the year, and deducting the year’s expenditures. It is available to support the spending needs of the fund if necessary. General Fund – The fund type that accounts for the daily operations of the City, supported by local taxes, fees, and State revenues. It is the largest fund in the City’s budget. Governmental Funds – Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds. Infrastructure - Roads, bridges, curbs and gutters, streets, sidewalks, drainage systems and lighting systems installed for the common good. Line Item - An individual expenditure (or expense) category listing in the budget (salaries, supplies, etc.) Major Fund – Governmental or enterprise fund reported as a separate column in the basic fund financial statements and subject to a separate opinion in the independent auditor’s report. The general fund is always a major fund.

G - 16

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 Operating Budget

Glossary of Terms

Modified Accrual Basis of Accounting - (a) Revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Pay-As-You-Go - Refers to the method of financing capital projects from savings or normal cash flow. This requires annual appropriation of existing resources without the need to borrow funds. Personal Property – A category of property identified for purposes of taxation in Virginia. It is comprise of personally owned vehicles, as well as corporate property and business equipment. Examples include automobiles, motorcycles, trailers, boats, airplanes, business furnishings, and manufacturing equipment. Real Property – Real estate, including land and improvements, classified for purposes of assessment. Retained Earnings - The total earnings of an enterprise fund (in governmental accounting) since the establishment of the fund. The amount is adjusted by the fund income less expenses - on a full accrual basis of accounting. Revenue – The yield of sources of income that the City of Williamsburg collects and receives into the treasury to pay for public services. Taxes, fees for services and grants are sources of revenue, for example. Sales Tax Fund - This fund accounts for the scheduled major capital improvements for the upcoming year. Williamsburg also refers to this as the General Capital Improvements Program, and is supported exclusively by 1% retail sales tax revenues returned to the locality from the Commonwealth of Virginia, and interest earnings. Supplemental Appropriation – An increase to a department’s budget (spending authority) approved by City Council during the course of the fiscal year. It generally involves appropriation of a grant or other outside revenue. Surplus - The excess of revenues over expenditures for a fund during a fiscal year. Taxes - Compulsory charges levied by a government, school, sewer or other special district for the purpose of financing services performed for the common benefit. Tax Base – The total market value of real property (land, buildings, and related improvements), public service corporation property, and personal property (cars, boats, and business tangible equipment) in the City. Tax Levy - The total amount to be raised by either real or personal property taxes. Tax Rate - The amount of taxes levied for each $100 of assessed valuation, either real or personal property. Transfer - A transfer is a movement of monies from one fund, activity, department, or account to another. This includes budgetary funds and/or movement of assets. Working Capital – Current assets less current liabilities. This measure indicates the relatively liquid portion of total enterprise fund capital, which constitutes a margin or buffer for meeting obligations. Workload Measures – Represent the numerical inputs, outputs and/or outcomes of City operating programs.

G - 17

CITY OF WILLIAMSBURG, VIRGINIA Fiscal Year 2016 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 - 18

CITY OF WILLIAMSBURG, VIRGINIA CALCULATION OF FUTURE CASH RESERVES

Category Public Works Street Paving/Construction Signage/Signals Und. Wiring / Corridor Enhancements Repaving Pedestrian Improvements Bridge Inspections Stormwater Mgt. Recreation & Open Space Quarterpath Park Kiwanis Park Waller Mill Park Public Safety Facilities Equipment General Government Facilities Information Technology Vehicles Contingency Economic Dev. Contingency Tourism Promotion Contingency Agencies / Interjurisdictional WRL Renovations Affordable Housing Courthouse Roof Courthouse-Contingency W-JCC Schools-Capital Projects Total Projects

Estimated Total Capital Expenditures FY 2015 $140,000 $38,000 $1,192,000 $900,000 $453,000 -$75,000

--$486,437 ---$61,000

$145,000 -$690,000

Total Subtractions from Cash Estimated Fund Balance at June 30th

PRELIMINARY CAPITAL IMPROVEMENT PLAN - FY 2016 - 2020 Projects Projects Projects Projects Projects Budgeted Budgeted Budgeted Budgeted Budgeted FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 $200,000

Combined Total Fiscal Years 2015 thru 2020

$688,186 $1,000,000 $1,249,000 $95,000 $75,000

$2,726,000 $240,000 $300,000 $450,000 $450,000 $60,000 $100,000

$50,000 $220,000 $1,000,000 $450,000 $100,000 $400,000 $100,000

-$260,000 $800,000 $450,000 -$95,000 $50,000

--$475,000 $450,000 --$50,000

$3,116,000 $758,000 $4,941,623 $3,700,000 $2,252,000 $650,000 $511,000

----

$235,200 $236,250 $44,100

TBD $1,155,000 $63,000

$131,250 $390,000 $73,500

$169,600 $95,000 --

$26,250 $70,000 $42,000

$707,300 $1,946,250 $912,600

$45,000 $114,000

---

$45,000 $279,000

$45,000 $60,000

$45,000 --

$270,000 $453,000

$3,500,000 $60,000 $557,000 $350,000 $50,000 $100,000

$1,743,775 ---$200,000 $150,000

$180,000 $215,000 $1,392,000 $300,000 ---

-$30,000 $767,000 $200,000 ---

-$30,000 $928,500 $200,000 ---

-$30,000 $806,000 $200,000 ---

-$30,000 $950,000 $200,000 ---

$5,423,775 $395,000 $5,400,500 $1,450,000 $250,000 $250,000

---$100,000 $1,250,000

----$557,000

$335,000 -$100,000 $150,000 $2,608,192

$600,000 ---$288,198

$300,000 $3,800,000 --$271,474

$180,000 ---$268,949

----$250,000

$1,415,000 $3,800,000 $100,000 $250,000 $5,493,813

$9,759,000

$3,198,212

$9,426,928

$7,534,198

$8,489,724

$3,449,549

$2,588,250

$44,445,861

$37,023,471

$27,575,697

$21,859,579

$18,826,797

$13,425,882

$13,066,283

$4,100,000 $100,000 -$450,000 $100,000 $4,750,000

$4,200,000 $100,000 $500,000 -$150,000 $4,950,000

$4,200,000 $100,000 -$1,438,000 -$5,738,000

$4,200,000 $100,000 ---$4,300,000

$25,100,000 $600,000 $500,000 $1,888,000 $250,000 $28,338,000

-$9,759,000 -$3,198,212 -$988,147 -$252,415

-$9,426,928

-$7,534,198

-$8,489,724

-$3,449,549

-$2,588,250

-$1,006,410 -$232,780

-$1,032,568 -$204,016

-$1,029,676 -$181,515

-$1,063,571 -$146,479

-$1,089,465 -$123,382

-$41,247,649 -$3,198,212 -$6,209,837 -$1,140,587

-$14,197,774

-$10,666,118

-$8,770,782

-$9,700,915

-$4,659,599

-$3,801,097

-$51,796,285

$27,575,697

$21,859,579

$18,826,797

$13,425,882

$13,066,283

$13,565,186

Beginning Fund Balance (General & Sales Tax Funds) Additions: 1% Sales Tax Revenue Interest Income/Misc WRL Foundation-Stryker Building Grants - VDOT/HUD Transfer from Courthouse Mtce Fund Total Additions to Cash Subtractions: Capital Projects from above * FY 2015 Carryover Projects Debt Service-Principal Debt Service-Interest

Estimated Carryover from FY 2015

Assumptions: 1) Break-even operations; 2) WRL Foundation contribution in FY 2016; 3) New Middle School funded in FY 2016; 4) Investments earnings remain very low

G - 19

CITY COUNCIL RETREAT - JANUARY 31, 2015