every two years the Williamsburg City Council identifies new strategic initiatives for our city government. The Williamsburg City Council and staff are excited to present the 2023 / 2024 Goals, Initiatives, and Outcomes.
In 2020, the City of Williamsburg launched a new vision statement that is meant to carry us through the next two decades. It is our vision for the Williamsburg of 2040, and we will fulfill that vision with a strategic approach.
Goals, Initiatives, and Outcomes (GIOs) provide an expression of priorities, as specific and measurable as possible, and cover a two-year period. They are not intended to be a comprehensive list of all city services and activities. Instead, GIOs are a concrete, coordinated expression of the City Council’s direction and focus.
One Williamsburg that is courageously leading, innovating a modern city, prioritizing safety and wellness, engaging with our partners, while connecting with the world.
One Williamsburg Courageously Leading Innovating a Modern City Prioritizing Safety and Wellness Engaging with Our Partners Connecting with the World
A welcoming city where all people who live, work, and visit have the opportunity to thrive, regardless of age, race, ethnicity, income, sexual orientation, religion, or gender identity. The culture of our city will promote a variety of housing and employment options that welcome a diversity of backgrounds and opinions.
Convene members of the Descendant Community and other City residents to advise on the content for the African American Heritage Trail; begin construction of Phase 1; and obtain funding for the remaining phases.
Pursue the award of CDBG funding for residential improvements in neighborhoods, such as Highland Park, Wales, and Crispus Attucks, to enable aging in place and to preserve affordable housing.
Identify a lending partner to help the City establish a direct loan program that would assist income-qualified home owners or homebuyers with home improvements and preservation projects in an effort to make housing more affordable.
Consider a revised and improved hotel-to-affordable housing conversion policy that may further convert underperforming hotel properties to restricted affordable housing.
Evaluate the addition of a housing coordinator position to better identify and secure housing options that serve as emergency, transitional, and affordable housing for residents in need.
Consider necessary zoning amendments to enable the appropriate allowance for affordable accessory units and the possibility of additional low-impact density to create entry- to middle-level housing opportunities in the expensive Williamsburg market.
Finish the Truth & Reconciliation Committee Report and pursue two recommendations that can be accomplished in the immediate term.
A commitment to leadership that is willing to embrace change with compassion, innovation, and aspiration to serve and engage the community. Our creativity, professionalism, and ability to deliver results will be recognized as a national governance model.
Develop the next sustainability ladder for organizational reduction of carbon emissions that includes public education and implement at least two strategies from the ladder.
Explore Pre-K opportunities in the City as well as before- and after-school childcare programs.
Consider alternatives to the traditional K-12 education model for improved pathways to higher education and certificate programs through coordination with local institutions.
Deploy Smart City infrastructure to enable better data collection and policy development in service areas such as parking, downtown trash collection, visitation, air quality, lighting, road conditions, and code enforcement.
Conduct a community conversation about transforming Williamsburg into a safe and sustainable golf cart community, as well as draft program guidelines and necessary ordinances for City Council’s consideration.
The equitable enhancement and protection of our entire city’s natural beauty by respecting our past and building our tomorrow. Our modern city will include attractive streetscapes, diverse housing and employment options, inviting public spaces, appropriately located infill redevelopment, and modern connectivity — all to position our city so it can attract the next big opportunity.
Complete utility relocation, install new water main, and begin roadway improvements for the Capitol Landing Road Corridor and intersection of Capitol Landing and Bypass roads.
Develop a master plan for the continued redevelopment of City Square; demolish and relocate the police station and Public Works Yard; identify and secure additional office space for the growth of core services in the Municipal Building; and initiate construction of a 21st-century library in City Square.
Complete a final evaluation of the 2018 Downtown Vibrancy Study, identify remaining implementation steps, and make recommendations to City Council.
Convert the successful temporary outdoor dining program to a permanent solution that provides necessary flexi bility for restaurants and improves the aesthetics and function of the outdoor dining areas on Prince George Street.
Direct the Williamsburg Public Art Council to pursue a downtown fountain feature to serve as an anchor for a children’s park and to complete the plan for a lantern art piece to designate gateway entrances to the City.
Identify and secure an appropriate site for a mixed-use development that includes a technology focus with research and development, housing, and light commercial spaces.
Find the best partner to design and launch a signature event that builds on the existing City brand as a world-class destination.
Attract regional visitation by partnering with the best possible vendor to provide year-round events that are diverse, exciting, and add to the quality of life for residents and businesses.
Targeted services that support, improve, and sustain individual health and community safety. Our city will proactively address public safety and social health by daring to be creative in our practices as we address homelessness and racial equity, as well as pursue a robust parks and recreation system that reimagines the use of green space.
Expand the City’s employee wellness program to incentivize preventive health measures, provide robust mental health support, and offer rewards for employee well-being.
Begin the implementation phase of the comprehensive enhancements plan for the City’s Parks & Recreation facilities to boost visitation by constructing public restrooms at Quarterpath Park and installing industrial dog agility equipment at Waller Mill Dog Park.
Evaluate the existing food truck policies to streamline the inspection process while continuing to safeguard the public interest.
Deploy and augment state opioid settlement funds as needed to implement Marcus Alert and One Mind protocols while seeking next-generation community support programs.
Continue to implement changes at public parks and facilities to improve access and use in compliance with the Americans for Disabilities Act (ADA), including path and walkway improvements for spectators and participants at Kiwanis and Quarterpath parks.
Identify locations for new public restrooms and construct two new public restroom sites.
Collaborations that re-energize and reimagine relationships with our partners that result in mutual success. The city will leverage our position in the middle of the evolving Hampton Roads / Richmond Mega Region, establish future priorities with William & Mary and Colonial Williamsburg Foundation, and explore other partnership opportunities. The city will maximize strategic partnerships with James City and York counties, as well as expand our partner base to reinforce our national prominence and top-tier brand.
Complete negotiations with William & Mary to acquire property for the expansion of Cedar Grove Cemetery to meet 92 years of demand.
Improve organizational coordination of state, federal and private sector funding opportunities to augment City funds for project implementation.
Work to identify the proper partners to serve as archivists and curators of a rotating photo history display and launch an inaugural exhibition.
Begin construction of a regional sports center and initiate a secondary development opportunity, such as an amphitheater, indoor performing arts center, or aquatic center.
Complete initial draft of the Williamsburg Rent Ready program guidelines to include a model lease, landlord-renter curriculum and ordinance for approval and adoption by the City Council.
Collaborate with William & Mary administration to develop an initial annual Town/Gown Report to highlight yearly cooperative efforts and student impacts in the community.
Leverage our strategic location on the Interstate 64 corridor to our economic advantage by expanding technology and infrastructure and ensuring the daily mobility of our residents and visitors.
15-MINUTE CITY
Require Williamsburg Area Transit Authority to convert the Colonial Williamsburg shuttle route into a combined urban core route that connects the Colonial Williamsburg Visitor Center, Historic Area, and Transit Center with the Monticello commercial corridor, including pharmacies, grocery stores, and general shopping areas, using a 15-minute frequency and electric bus infrastructure.
Create connections to the future Birthplace of America Trail within the City to include completing the design of and obtaining the funding for Phase 2 of the College Woods Circuit, as well as finding ways to use the Carter’s Grove Country Road as the multiuse trail’s exit toward Fort Monroe.
Inventory the bus stops in the city; identify the needed improvements to provide each stop with a defined standard level of service, including a shelter and trash can; and improve 70% of stops to the new standard of service.
Create a joint committee with Williamsburg Area Transit Authority to benchmark best-in-class route, arrival, and real-time bus tracking technology and to design and implement the new platform.
Support the continued expansion of broadband providers to improve pricing, availability, and speed while seeking an appropriate solution to provide internet connectivity as a next-generation public utility.
Establish a position for Williamsburg with the RVA757 Connects Board of Directors in full support of the megaregion concept and the success of the Board’s vision to “improve the economic success and quality of life for everyone in the RVA and 757 regions.”
