Proposed fy 2016 budget

WILLIAMSBURG C I T Y

O F

Proposed 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

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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 x x

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

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x 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: x

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

x

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

x

No recommended increase in tax rates.

x

Recommended increases EMS Recovery Fees.

x

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: x

Repaving Program with VDOT Revenue Sharing Funds

x

York Street Corridor Improvements

x

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

x

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

x

Bicycle Facility Improvements - Monticello Avenue Shared-Use Path

x

Quarterpath Park and Kiwanis Park Improvements

x

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

x

Fourth Middle School at James Blair School

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

FY 2015 Adopted

FY 2016 Proposed

Change

All Property Taxes

39%

$12,982,540

$13,352,140

2.8%

Other Local Taxes

42%

$14,225,000

$14,487,000

1.8%

Fees, Charges, Miscellaneous

10%

$2,961,280

$3,272,146

10.5%

Intergovernmental

9%

$3,354,167

$3,387,087

1%

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

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EXPENDITURE ISSUES Proposed General Fund operating expenditures for FY16 total $34,498,373, a 2.27% 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

6%

$2,147,151

$2,162,740

.7%

Education and Library

28%

$9,498,985

$9,663,865

1.7%

Outside Agencies

12%

$4,365,545

$4,190,849

(4%)

Details on operating expenditures can be found under Budget Summaries (Section D). Highlights of significant expenditure issues are divided between “City Operational Issues” and “Outside Agency Issues.” CITY OPERATIONAL ISSUES 1. Services. In March 2015, Council approved a new five-year residential refuse 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

201 and 201 Biennium The City of Williamsburg, Virginia

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CIT OF WILLIAMSBURG VISION CITY Williamsburg will become an evermore safe, beautiful, livable city W of historic and academic renown, served by a city government — cohesively led, financially strong, always improving — in full co partnership with the people who live, work and visit here. pa 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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GO GOAL I

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

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.

ExisƟng Land Use ProporƟons 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 residenƟal property values in the city by at least 3% annually to maintain quality and character of neighborhoods.

ResidenƟal 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 residenƟal assessment to sales raƟo 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%

ResidenƟal Assessment to Sales RaƟo 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

Proper es 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 inspecƟon program with over 50% rentals, reduce the average percent rental use to 70% or less.

Observed Results Neighborhoods in Rental InspecƟon 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 Williamsburg’s built environment as indicated by at least $25 million in new construcƟon annually.

$18.0

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

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

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B-9

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

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 18 th 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

$3.4

$3.4

$3.1

$4.0

$4.2

$4.2

$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 relaƟve to City populaƟon 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 TaxaƟon

$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: Ͳ2.3%

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 FoundaƟon’s Ɵcket sales annually by at least 2%.

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

900

Colonial Williamsburg FoundaƟon Ticket Sales Average annual decrease since FY 09: Ͳ.3%

800

700 707 686 660

670

650

651

2012

2013

600 2008

Thousands

2009

2010

2011

B - 12

*Source: Colonial Williamsburg FoundaƟon

Desired Outcomes

Observed Results

900

5. Increase total number of businesses operaƟng 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 opportuniƟes with growth of inͲcity jobs over the previous decade.

2010

Number of Jobs Based in the City Average annual decrease 2000 to 2010: Ͳ1.6%

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

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B - 14

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

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 “first mile/last mile� transit a reality in greater Williamsburg. Look for opportunities to assist transit partners to improve the quality and quantity of bus shelters throughout the city. Support transit partners in implementing an app for real time updates on bus/trolley schedules and locations.

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

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

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

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

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

B - 16

I. Ironbound Road Widening/Longhill 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

70

74

72 55

60

72

Accidents With Injuries Within City Limits

65

67

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 originaƟng and terminaƟng at the Williamsburg TransportaƟon Center by 3% annually.

FY 08

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

70 60 59

50 50

40

62

53 49

*Source: Williamsburg Area Transport

Amtrak Departures and Arrivals at Williamsburg StaƟon

47

Average annual increase over six years: 4.6%

30 20

10

*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 *

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B - 19

GO IV GOAL Secure an ever safer community by enabling police, fire, Sec e m emergency management and judicial operations to protect and ser 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 na onal average. (Part 1 crimes are major crimes such as: murder, rape, robbery, assault, burglary, larceny and auto theĹŒ).

Observed Results 60% 50% 49%

40%

46%

47%

45%

42%

47%

45%

30% 20%

26%

25%

Williamsburg exceeds similar size localiĆ&#x;es in the U.S. by approximately 100%

28%

26%

26%

10% 0% FY 08

FY 09

FY 10

FY 11

City

FY 12

Clearance rate for Part I crimes for Williamsburg and na onally

FY 13

FY 14

National

*Source: Williamsburg Police Department and FBI

5

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

Average Police Response Time

4 Target 33 minutes minutes Target

3 2.7

2.7

2.7

2

2.4

1

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

Average Fire 5.4

5.4

5.1 4.7

4

4.6

4.8

4.7

Response Time

2

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

5.2

5.2

Average ALS response Time

4

2

*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

40

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

35

2

2

30 25

3

0 1

29 30

34

FY 12

FY 13

1 1

1

1

35

34 35

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

12 15

20 35

15

29

33

10

32 34

32 19

14

5 0 FY 08

6. Maintain cer fica ons 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)

Williamsburg Police *Source: W and Fire Departments

120

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

100

109 99

80 60

70

Number of Trained CERT Volunteers Available to Staff NRTs.

75

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.

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National Benchmark **

Trendline

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B - 24

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

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.

“Read Across America Day� 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 “self-sufficiency model� in 2015 to provide transitional and permanent housing for city residents. Collect information on temporary and transitional housing issues in the city and work with city departments (Human Services, Fire, Police, Planning & Codes Compliance) to address issues on a case by case basis during the biennium.

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

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

32

30 29

29

23

20 FY 08

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

FY 09

FY 10

FY 11

FY 12

FY 13

FY 14

Percent of Par cipants Finding Employment

100% City

*Source: Williamsburg Human Services

State

80% 79% 72%

60%

64%

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 aordable housing.

Percent of Residen al Proper es 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 **

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B - 29

GO VI GOAL Add to the quality and availability of cultural and recreational Ad facilities and programming, as might be typically available only fac iin n llarger 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 – 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 region’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 city’s Arts District.

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

B - 31

Desired Outcomes

Observed Results 30,000

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

25,000 26,135

25,886

25,487

Total Number of ParƟcipants 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 RecreaƟon

40%

2. Increase the percent of city resident parƟcipants in recreaƟon programs relaƟve to total number of parƟcipants.

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

30%

20%

23.7%

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 RecreaƟon

50%

3. Increase percentage of total Parks and RecreaƟon operaƟng costs covered by user fees.

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

40%

30%

34%

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 RecreaƟon

75%

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

Percent of City PopulaƟon 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 aƩendance at the Virginia Arts FesƟval’s annual “FesƟval Williamsburg” events each year.

5,425

4,524 4,812

3,624

4,000 4,111

4,141

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

2,833

2,000

* Source: Virginia Arts FesƟval

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 **

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B - 34

GO VII GOAL Build an evermore sustainable and healthy city pursuing Bu multiple m u strategies for conservation and restoration, and pro providing essential environmental services related to drinking wa 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 – 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 city’s water treatment plant chemical feed systems based on successful testing using temporary measures. This project includes installation of permanent underground pipes from the chemical operations building to the mixing basins and ground storage tank.

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

Percent of Waste Stream Recycled

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

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Calendar Year 2014 data not available *Source: Williamsburg Public Works & UĆ&#x;liĆ&#x;es.

2. Maintain residenĆ&#x;al recycling setͲout rate of at least 42%

Average Percent of Recycling Bins Issued to City Residents SetͲOut on a Recycling Day.

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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 consumpĆ&#x;on below 150 gallons per day.

FY 12

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B - 37

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Water Consumed in Gallons Per Day Per Equivalent Household ConnecĆ&#x;ons *Source: Williamsburg Public Works & UĆ&#x;liĆ&#x;es

Desired Outcomes 5. Maintain cerƟĮcaƟons of compliance with Federal/State safe drinking water regulaƟons.

Observed Results

*Source: Williamsburg Public Works & UƟliƟes

6. Maintain cerƟĮcaƟons of compliance with Federal/State “Clean Water” regulaƟons.

*Source: Williamsburg Public Works & UƟliƟes

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

*Source: Williamsburg Public Works & UƟliƟes

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 *

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B - 39

GO VIII GOAL Continuously improve the effectiveness of city government Co aand nd its partnership with the people who live, work, and visit here to fulfill Williamsburg’s vision for the future. her

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

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*Source: Williamsburg Finance Department

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

Percent of City Employees who Resign or ReĆ&#x;re or Otherwise Terminate Employment

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B - 42

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Desired Outcomes

Observed Results

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

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

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*Source: Williamsburg Finance Department

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Amount of Health Insurance Claims Paid by the City

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

*Source: Williamsburg Human Resources

$ Millions

8. Accomplish employee training as a percent of all employees: QUEST Employee OrientaĆ&#x;on (100%), and High Performance OrganizaĆ&#x;on training (65%).

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200 180 160

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140

120

QUEST: 97% completed

100 80

85

60

HPO: 46% completed

40 20 0 QUEST

SELF

B - 43

*Source: Williamsburg Human Resources

Desired Outcomes

Observed Results

Number of Online TransacĆ&#x;ons via Williamsburgva.gov Average annual increase over six years: 8%

9. Increase the use of online transacĆ&#x;ons between ciĆ&#x;zens and city.

*Source: Williamsburg InformaĆ&#x;on Technology

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