FY2025 Proposed Budget by City of Williamsburg

CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget

CITY COUNCIL Mayor Vice Mayor Member Member Member

Douglas G. Pons W. Pat Dent Stacy Kern-Scheerer Barbara L. Ramsey Caleb T. Rogers

OFFICIALS Andrew O. Trivette Michele Mixner DeWittt Christina Shelton Dustie McCay Barbara Dameron Mark A. Barham Jack Reed Sean Dunn Larry Snyder Robbi Hutton Tevya Griffin Wendy Evans Yuri Adams

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

BUDGET MESSAGE City Manager’s Budget Message

Section A

COMMUNITY PROFILE A Brief Overview of Williamsburg’s History

Section B

CITY COUNCIL GOALS City Council’s Goals and Initiatives/Outcomes/Results

Section C

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

Section D

FINANCIAL PLAN AND DEBT Five-Year Financial Plan Summary of City Debt Profile and Future Issuances BUDGET SUMMARIES Budget Summary - All Funds Budget Summary - General Fund Funding Summary - Major Categories Budget Summary - Utility Fund Budget Summary - Public Assistance Fund Budget Summary – Tourism Fund Quarterpath Community Development Authority Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balances/Working Capital/Graph Revenue and Expenditure Trends

F-35 F-38

BUDGET DETAILS General Fund Revenues – Detail General Fund Expenditures – Detail Tourism Fund Revenues and Expenditures – Detail Utility Fund Revenues – Detail Utility Fund Expenditures - Detail Staffing Levels

G-1 G-3 G-15 G-16 G-16 G-19

CAPITAL IMPROVEMENT PROGRAM Capital Improvement Summary – General Capital Improvement Summary - Utility Vehicle Replacement Plan Planning Commission Correspondence

H-2 H-84 H-101 H-124

Section E

F-2 F-4 F-14 F-25 F-32 F-33 F-34

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

I-1 I-10 I-12 I-33 I-38 I-45 I-48

APPENDIX Outside Agency Budget Submittals Utility Fund Water & Sewer Rate Analysis

J-2 J-271

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation Award PRESENTED TO

City of Williamsburg Virginia

For the Fiscal Year Beginning

July 01, 2023

Executive Director

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

• • • • •

Parks & Recreation *Recreation Center *Parks *Athletics

FTE 8.5

Human Services *Income Eligible Benefits *Adult and Child Protection

Mayor

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

Vice Mayor

CITY COUNCIL City Attorney FTE 2.5

City Manager Assist. City Manager Human Resources Communications Administrative Aide FTE Graphic Designer 5

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

Executive Assistant Clerk Economic Dev. Dir.

FTE 3

Fire

Public Works & Utilities

*Suppression *Prevention *Emergency Medical *Emergency Management FTE 46

FTE 52

Planning & Codes *Planning & Zoning *Codes Compliance

*Public Housing FTE 25.5

Constitutional and Independent Offices

WILLIAMSBURG VOTERS

FTE 10

Finance *Accounting *Collections, Disbursements *Purchasing *Assessments *Investments *Payroll FTE 13

Public Works: *Engineering *Streets & Stormwater *Mosquito Control *Landscaping *Vehicle Maintenance *Facilities Maintenance *Refuse/Recycling *Cemetery Public Utilities: *Water Treatment *Water Distribution *Wastewater

FTE 24.5

FTE 26

IT *Information Technology FTE 6

FY 2025

BUDGET MESSAGE

FY25 PROPOSED BUDGET | BUDGET MESSAGE

Mayor and Members of Council, I am pleased to present the City Manager’s proposed budget for Fiscal Year 2025 (FY25) and the associated five-year Capital Improvement Plan. Last year we compared the City’s previous budget years, progress toward our strategic plan, and financial preparedness to a marathon. For a marathon runner to be successful, balancing pace, fuel for the race, and forward momentum are crucial. That parallel remains apt this year as we continue the course toward the vision for Williamsburg in 2040 – a vision refined as a community every two years through our strategic planning process.

CITY MANAGER’S

STATEMENT

Currently that vision includes major public infrastructure renewal projects, such as a new police station, a new library, and the redevelopment of the Blayton Building’s public housing. In addition, new and exciting programs remain in the workplan, such as the recommendations of the Truth & Reconciliation Committee to establish a scholarship fund and to imbue our City’s culture with a greater focus on diversity, equity, and inclusion. Our vision also includes addressing housing needs through ideas like direct loan programs, increased first-time buyer assistance, and strategies for lowering the cost of modernization to better enable aging in place. These projects and programs are all good examples of the City’s forward momentum, each serving as critical milestones along the course.

Each year, we must ask: At what pace are we progressing toward these milestones and the Williamsburg 2040 finish line? Many of these projects and programs are intended to be underway or complete within the current two-year work program, which ends in December. Major construction projects stretch across multiple budget years and two-year Goals, Initiatives, and Objectives (GIO) cycles, so we measure our progress in the steps taken toward the more public and vital stages of construction and program launch. As we approach the 250th anniversary of the nation and the 100th anniversary of Colonial Williamsburg, some projects seem ripe to coincide with those commemorations in 2026. This proposed budget, like all budgets, represents the fuel required to keep running. Steps taken in past years to establish financial resiliency, create dedicated funding sources, and correct structural deficiencies enable our fast pace. However, we still must overcome the challenges of the course, such as meeting the increases in funding needs for education debt service for public projects while maintaining structural balance in the Capital Improvement Fund and addressing aged utility infrastructure citywide. The FY25 Proposed Budget meets these challenges, providing for a $4.5 million increase in nondiscretionary spending, a $229,000 decrease in discretionary spending. The increase in nondiscretionary spending includes an approximately $886,000 increase to fully fund the request of the joint school system, largely to address teacher pay – all with no increase to the real property tax rate, which remains the lowest of any city in the state at $0.62 per $100 of assessed value, and no increase to the utility rate. Williamsburg has long been a pace-setter and leader. This proposed budget provides the fuel to achieve each milestone, one stride at a time, on our course toward the Williamsburg of 2040.

CITY OF WILLIAMSBURG

City Manager Andrew Omer Trivette, AICP, ICMA-CM Andrew Trivette was appointed to the role of City Manager in 2018 after joining the City team as Assistant City Manager in 2016. He has 24 years experience in local government.

Finance Director Barbara Dameron, CPA Barbara Dameron has served as the City’s Finance Director since 2018. She has 25 years of governmental finance experience, 14 years of private sector accounting experience, and is a CPA. Currently, she is a member of the GFOA’s Accounting, Auditing, and Financial Reporting Committee and is a past president of the Virginia Government Finance Officers Association.

Budget Analyst Davin Diesburg

FY25 PROPOSED BUDGET • $94.1M

Davin Diesburg was hired as a budget analyst in the summer of 2023. He is a Spring 2023 Graduate from Old Dominion University with a Bachelors in Business Administration Finance.

GENERAL FUND • $45.3M

CIP • $27.4M

UTILITY FUND • $11.7M TOURISM DEV FUND • $5.6M PUBLIC ASSISTANCE FUND • $3.8M QUARTERPATH CDA • $380K

FY25 PROPOSED BUDGET | BUDGET MESSAGE

DRIVERS

BUDGET 4

The City continues to wrestle with the challenges facing PUBLIC EDUCATION in our community. The first challenge is a statewide COST PER STUDENT effort to increase teacher pay at all The City’s participation in levels. The school board’s propoesd the joint school system is predicated on a five-year FY25 budget request includes an contract. FY25 will be Year additional $8 million to be paid by 3 of the newest version of the funding partners, the City’s that contract. During this share of which is an additional school year, the City has 1,153 10% or $885,869. This additional students enrolled. The cost to the City per student for the funding is primarily intended to operation of the school system address employee compensation. is $9,758. Continuing to focus on improved recruitment and retention of the stellar teaching staff is paramount to meeting the learning needs of all students. The second challenge is having the space to educate all students, ranging from pre-kindergarten to 12th grade. Despite slow or stagnant student enrollment growth for the City of Williamsburg, the joint division faces a number of schools just below, at, or over capacity. The division’s most significant project is the construction of two new pre-k facilities in James City County, intended to improve capacity. The City’s share of this project is $1,357,820. In total, the school system represents 13.7% of this year’s total budget – 22% of the operating budget ($11,266,758) and 6% of the Capital Improvement Plan ($1,646,400) – for a total requested amount of $12,913,158.

CITY OF WILLIAMSBURG

$9,758

At present, the City is once again engaged in the cycle of public infrastructure renewal. In the 1970s, many of the buildings we depend upon to provide service were constructed and are now at the end of their useful life. The City DEBT SERVICE MET recently completed and opened a new central fire station The FY25 budget as presented ($16 million). Now we are scheduled to begin construction includes the necessary funding to meet the requirements for of a new police station ($19 million), which clears the way debt service for the fire station, for a new library (City’s share $20 million). A final project in the library, and the projects this cycle is the replacement of the public housing known as associated with the new police the Blayton Building ($3 million of local funding). All of these station. projects are examples of opportunity to use debt as a tool. Historically the City has maintained a very low debt profile; however, to finance these projects and meet expected completion dates, adding debt is a necessity. As with any debt, it has to be repaid on a schedule known as debt service. For these projects, the total annual DEBT SERVICE will include $925,000 for the fire station and approximately $3.5 million for the police station and library projects, for a total of $4.4 million in annual debt service from 2028 through 2052. Debt service drops to $1.8 million from 2053 through 2055. Being prepared to meet this need is a critical priority of this budget.

100%

Though the City saw unprecedented tax revenues in the years immediately following the pandemic, the proposed FY25 budget predicts SLOWER REVENUE GROWTH. In FY23, meals tax increased 12.1% and lodging tax increased 10.4% compared to FY22. The development of the FY25 proposed budget includes the crucial step of estimating revenues, which considers revenue trends. Recently, these important revenues such as meals and lodging taxes have begun to demonstrate slower growth or even a negative trend. As a tourism economy, the City’s financial stability is reliant upon at least modest growth in tourism taxes.

DEPRECIATED PROPERTIES Revenue growth associated with real property assessments has also slowed. This year, the average assessment increased by 9.9% versus double-digit increases in past years. Real property assessments are based on actual sales data and income data for homes and property in Williamsburg. This year, 88 properties decreased in value based on comparative sales in the area.

One of the significant contributing costs to this year’s budget are INCREASED SERVICE COSTS. The services provided by the City are augmented by the numerous outside agencies that serve as force multipliers to OUTSIDE AGENCY NEEDS provide the necessary levels of service. As with any When considering the largest increases, budget, each year the cost for providing the same outside agency requests increased on average 59.7% since FY22. The City funds services increases. Like most organizations, one of the 64 outside agencies each year, which largest expenses is personnel. In recent years, the City apply for funding through a process that has been challenged to recruit and retain the brightest begins in October. Committees, staff, and members of our team. To overcome this challenge, the City Council consider these requests the City Council has addressed compensation and for inclusion in the City budget. benefits comprehensively. Strategies include a biennial internal benchmarking process, the implementation of enhanced benefits to remain competitive, an increase to our minimum wage, and an adjustment to emergency service personnel salaries to reward additional expertise and certifications. In FY24, employees received a cost-of-living increase of 7%. The FY25 Proposed Budget includes a 3% cost-ofliving increase, an available 2% merit increase, $22,000 for Public Safety Field Training Incentive, and some of the recommended salary adjustments resulting from the internal benchmarking process.

59.7%

FY25 PROPOSED BUDGET | BUDGET MESSAGE

SPECIAL

FUNDS

CIP FUND

The Capital Improvement Plan (CIP) Fund is a five-year plan for major infrastructure projects. The proposed FY25 CIP has projects totaling $27.5 million – $23 million in City projects, $1.7 million for the City’s share of school projects, and $2.8 million in debt service. This is an increase of $4.4 million since last year. The proposed FY25 projects are funded by $6.3 million in sales tax and interest income, $9.5 million in grants, $1.1 million in Budget Stabilization funds, $1.1 million in General Fund support, $9.4 million in CIP reserves and $106,000 in Courthouse maintenance funds. Keeping pace with the infrastructure replacement continues to burden the Capital Improvement Fund. Funding major core multi-generational infrastructure projects simultaneously is a substantial undertaking for a locality whose operating budget is about $50 million. However, these investments are necessary for the health and well-being of our community and include a fire station ($16 million), police station and relocation of public facilities ($32 million), library ($20 million of city funding) and reconstruction of the Blayton Building ($3 million of local funding). The American Rescue Plan Act (ARPA) funding the City received and used as lost revenue recovery to provide for governmental services in the operating fund (the General Fund) allowed the City to designate other funds as reserves dedicated to specific projects in the CIP Fund. Projects such as the fire and police stations, library, and the Blayton Building will not be needed again for another 40 to 50 years. The City will debt fund many of these projects, which spreads the cost over the generations benefitting from the facilities and helps the City maintain the lowest tax rate for cities in Virginia and one of the few that does not charge additional fees, such as solid waste collection, stormwater facilities, or recycling.

CITY OF WILLIAMSBURG

$1.1M

$670K

$950K

$2.6M

$5M

$2M

ARPA (PANDEMIC RELIEF) To combat the revenue impacts associated with the pandemic, the federal government and the Commonwealth worked to provide financial relief to the local governments closest to the people affected. By the close of Fiscal Year 2022, the City had benefited from the receipt of $21,221,044 in pandemic relief funds. These funds included $18,419,663 from the American Rescue Plan Act (ARPA), which the City used to replace lost revenue. The qualified recovery funds enabled the City Council to develop a strategic investment plan following a public survey and the input from a City Council-appointed steering committee. Many of the projects identified for funding are intended to represent investments that will provide returns when completed. Some funds have been made available to advance City operational needs, programming expansion, and stabilization of the existing capital projects schedule. The seed money for these investment projects is intended to sow opportunity, which requires time to realize. Each month, the City Council receives a report concerning project progress, and the staff continues to pursue development opportunities that satisfy the intent identified by the community, the stakeholders, and the policymakers.

FY25 PROPOSED BUDGET | BUDGET MESSAGE

FUNDS CONT.

SPECIAL 8

TOURISM FUND The Tourism Fund invests in tourism products and infrastructure that will generate visitation to Williamsburg, providing revenue streams that increase business investment in the community and help fund government services for residents while maintaining low tax rates. The fund is a repository for all tourism-dedicated revenues and expenses, providing better community transparency. The Tourism Fund is supported by revenues from the $2 per night per room tax, the City’s share of the 1% Historic Triangle Region Sales Tax, and a state-mandated transfer from the General Fund. Revenue from the regional 1% sales tax is split in half with 0.5% going directly to the Williamsburg Tourism Council for regional marketing efforts and 0.5% going to the locality in which the revenue was generated. When this tax was introduced in 2017, the City elected to use its share of the funds to create a tourism development grant program, with available annual funds totaling approximately $2.4 million. Following a brief pause in the grant program to allow the funds to offset revenue loss due to the pandemic, the application cycle was reopened in FY23. Eleven applications were submitted, representing $35.8 million in total requested funds. The Tourism Development Grant Review Committee (TDGRC) evaluates the applications and recommends projects for funding to the City Council. In FY24, the TDGRC recommended, and City Council approved, $1.7 million in grant awards. The Tourism Fund’s total revenues in FY25 are budgeted at $5.9 million. Revenue estimates from sales tax have increased by about 14% compared with the FY24 Budget, while the $2 lodging tax estimate has increased by 0.6%. In addition to funding the grant program, the Greater Williamsburg Chamber of Commerce, and the Williamsburg Tourism Council, the FY25 proposed budget sends half of the $2 lodging tax – $472,500 – to the state for redistribution to the Williamsburg Tourism Council. The FY25 Tourism Fund Budget provides $1.2 million for debt service on the regional indoor sports complex.

CITY OF WILLIAMSBURG

UTILITY FUND The City of Williamsburg operates a water and sanitary sewer utility using the enterprise Utility Fund. In operation since 1927, the utility has been well-managed and well-funded with historically low rates. Recent years have seen the narrowing of the margins in this fund due to conservation efforts and improvements in lower demand fixtures. A rate increase is likely if the general trend toward reduced consumption and increased costs continues. As the utility system ages, additional capital expenses are anticipated and operating capital continues to be a concern. The anticipated rate increase will be required to offset deficits. Fortunately, the City offers the lowest utility rate in the region and likely will continue to do so even with a modest increase in rates. No change in the rate is proposed in the FY25 budget.

Monthly Cost for 5,000 Gallons

DEBT The City uses debt as a tool to make money go further. By bonding expensive projects such as fire stations, police stations, and schools, our annual commitments to these projects are less and we can accomplish more in a truncated timeline. However, like any wise account holder, we must monitor the amount of debt and the associated debt payment so as not to choke the available revenue for other projects to proceed. As of June 30, 2024, the City’s outstanding debt totals will be $49 million. A portion of the outstanding debt refunded the Series 2010 and 2012 debt, and the remainder was new financing for the fire and police station projects, the Public Works relocation/expansion, and to address space needs in the Municipal Building. The debt service, or annual debt payment, totals $3.3 million during FY25, of which $518,000 is funded from the Utility Fund, with the remaining $2.8 million funded from the general government Capital Improvement Fund. This proposed budget includes requested expenses associated with school projects such as a pre-K facility in FY25. Should these projects proceed on schedule, they too may need to be bonded. FY25 PROPOSED BUDGET | BUDGET MESSAGE

NEW

WHAT IS 10

STRATEGIC PRIORITIES Last year’s budget process focused on three strategic priorities: funding the debt service associated with infrastructure replacement; completing the 2014 merger of the Williamsburg Redevelopment & Housing Authority with the City organization; and implementing enhanced benefits for employment. The Adopted FY24 Budget fully satisified one of these priorities, the enhanced benefits. This year’s budget process continues to focus on the remaining strategic priorities. This year another priority is fully satisfied, the required debt service for the police station and library projects. Future budgets will need to continue to try to meet the needs of the remaining priority along with any new priorities established by the City Council.

CITY OF WILLIAMSBURG

PERSONNEL COSTS $1.5M

NEW FTE The City of Williamsburg operates with a small staff of 237 full-time equivalent (FTE) positions. The FY25 proposed budget converts one parttime eligibility worker to a full-time position, raising the number of FTE to 237.5 and totaling an increased cost of $23,000.

EXPENDITURES

Every year, personnel costs increase. The proposed FY25 budget includes $1.5 million to address these increases; $895,000 is directed to compensate for increased taxes, insurance, and coverages associated with current employees. Additionally, the budget provides $593,000 for a cost-of-living adjustment, up to a 2% merit increase, and some of the increases recommended through the biennial benchmarking.

SCHOOL REQUESTS $886K

Public education faces the same salary and staffing challenges as the City. This budget provides the City’s share (10.27%) of the school’s requested $110 million, which includes a 4.5% increase for school personnel.

SERVICE COSTS TOTAL EXPENDITURES $50.9M

DEPARTMENTAL

$30.4M / 60%

SCHOOLS

$11.3M / 22%

TOURISM

$2.2M / 4%

CONSTITUTIONAL OFFICERS

$2.2M / 4%

LIBRARY

$1.1M / 2%

AGENCIES

$1.1M / 2%

DEBT SERVICE RESERVE

$1.1M / 2%

JUDICIAL

$1.0M / 1%

HEALTH

$0.6M / 1%

$819K

The City’s cost to provide the same services increase year over year. The FY25 proposed budget provides $819,000 to accommodate this increase, which includes $392,000 for increased contractual services, $151,000 for increased maintenance, $170,000 in additional funding for the Public Assistance Fund (including $110,500 in pass-through grants), and $106,000 for general service increases.

OUTSIDE AGENCIES $671K

City services are augmented through the 70 outside agencies and regional joint service providers, which also receive funding through the budget. This proposed budget provides $671,000 to meet approved outside agency requests for increased funding. The largest increases include Virginia Peninsula Regional Jail ($202,000), Williamsburg Area Transit Authority ($131,000), and the Williamsburg Regional Library ($74,000). FY25 PROPOSED BUDGET | BUDGET MESSAGE

INCLUDED

WHAT IS NOT 12

REMAINING NEEDS Unfortunately, even with some additional revenues expected, not every identified need can be met. During budget development, all of the Departments and Constitutional Officers were offered the opportunity to identify needs. These needs totaled $3.6 million. We were able to accommodate $2.1 million of these requests, leaving $1.5 million in needs unmet.

CITY OF WILLIAMSBURG

UNFUNDED BUDGET PRIORITIES

Williamsburg Redevelopment & Housing Authority - $750K Of the three priorities for the proposed FY25 Budget, funding the merger of the Williamsburg Redevelopment & Housing Authority with the City government could not be funded. In future years, $750,000 will be required to satisfy this goal.

UNFUNDED DEPARTMENT REQUESTS

Six Patrol Officers - $550K The City currently operates the Williamsburg Police Department with a staff that includes 48 sworn officers. WPD meets the needs of our 15,000 residents using four shifts that consist of three patrol officers, a patrol supervisor, and the on-duty administration. Increasing the number of patrol officers from four to five on each shift would require adding six more sworn officer positions at a cost of $550,000. Staff Accountant - $45K The Finance Department requested a staff accountant at a cost of $45K to assist with cross-training and grant management. Public Works Personnel - $174K Public Works requested to add an Arborist ($50,000), a Turf Manager ($47,000), and an Environmental Engineer ($77,000). Had funds been available for these positions, in addition to offering more services to the community, Public Works could have handled grounds maintenance for Parks & Recreation facilities, centralizing landscaping and ground maintenance to offer more consistent and efficient operations.

ACTUAL HEALTH DEPARTMENT, JCC JOINT ACTIVITIES, AND SCHOOL BUDGETS

The proposed FY25 Budget includes estimates for some services and functions. We have not received a complete request for funding from the Health Department nor James City County for Joint Activities, where costs are shared between the two localities. While we have received a request for funding from the Williamsburg-James City County School System, and the FY25 Proposed Budget includes an estimate for the City’s share of funding, we are still awaiting JCC’s budget decision regarding the fund request. The City’s proposed budget will have to be adjusted to the extent that the funding requests differ from the estimates currently in the City’s proposed budget.

INSURANCE PREMIUMS

While the City was fortunate not to have an increase in the cost of employees’ health insurance premiums, the cost of property insurance premiums and workers’ compensation is not yet available. The Fiscal Year 2025 Proposed Budget includes estimates for this cost believed to be adequate to cover any increases; however, budget adjustments may be necessary once these costs are known in the upcoming year.

ANY STATE FUNDING STREAM CHANGE

The proposed budget includes estimates for state funding revenue streams that are typically unknown until May. Adjustments may need to be made once the state passes its budget.

FY25 PROPOSED BUDGET | BUDGET MESSAGE

THE

FUTURE

THINGS TO WATCH

There are three significant concerns as we think about how this budget and the next budgets prepare the City to meet the future. The first concern is the fiscal health of the Capital Improvement Plan. For several years we have worked to stabilize the CIP using strategies such as transfers from the General Fund, debt funding more projects, and establishing individual project reserve funds. Another strategy included dedicating funds received as part of pandemic relief to the stabilization of the fund. Initial projections showed that stabilization money would be exhausted in Fiscal Year 2030; however, based on planned spending, new projections are FY28. It is important to note that escalating capital costs proposed by the joint school division will impact these estimates. The proposed FY25 CIP can support the projects planned by the City of Williamsburg over the next five years and remains healthy with funds available for other projects. The addition of $7.1 million in the City’s share of Williamsburg-James City County planned school projects causes the plan to be unfunded in FY26, FY28, and FY29. Both the exhaustion of the stabilization funding and the inclusion of joint school division costs will require additional revenue in future years. The second concern relates to slowing revenue growth. Expenses related to service provision, personnel, and education will continue to increase each year. Planning to meet these needs has included relying on organic revenue growth, meaning increased tax collection or fee payments without increasing tax or fee rates. This year’s budget indicates slowing of the historic growth in the taxes most easily associated with tourism, including lodging, meals, and sales. Additionally, the growth in the assessed values in the City has also slowed. The City will need to watch these trends closely to prepare for the unavoidable cost increases associated with City operations and core services. The third area of concern, like last year, remains economic uncertainty. Clearly, federal money policy, particularly related to interest rates, is impacting City revenue streams. In recent months, the Federal Reserve has loosened its grip on the cost of money. This may result in a rebound in revenue growth as home sales trend upward and consumer spending increases.

CITY OF WILLIAMSBURG

THINGS TO CONSIDER Steps taken toward preparedness are the key to fiscal resiliency. As we consider the challenges outlined in this Budget Message, two stand out. To improve the health of the Capital Improvement Plan fund with recurring revenue streams to address its dependence on the General Fund, one-time stabilization tools and the funding of required school costs is of paramount importance. Similarly, equipping our Utility with required equipment and the funding necessary to address capital improvement and deferred maintenance is also of critical concern. Addressing these two related shortfalls require an increase to available funding. For the CIP, strategies might include additional funding authorized by the state to address school construction and capital needs, reprioritizing projects, seeking additional grant funds and, as a last resort, tax or fee impositions. Tackling the challenges posed by the needs of the Utility require completing the conversion to smart meters to adjust billing for monthly collections from quarterly, separating out the combined HRSD costs, and a rate increase.

FINAL THOUGHTS While the City of Williamsburg faces challenges common to cities across the country, we meet them with the preparedness and forward-thinking that has been a hallmark of Williamsburg since 1699. These traits have served the City well in past years and continue to be critical to our success. The entire leadership team was honored to receive our third consecutive Virginia Municipal League Innovation Award for our reinvented community input process, Future Festivals. As we prepare for the next biennial strategic planning process, which establishes the City’s two-year workplan, public input will be more important than ever. We will work together as a community to set the targets that help us achieve our One Williamsburg vision for the Williamsburg of 2040. Thank you for the continued honor of serving as your city manager. It is my privilege to offer a draft of the City of Williamsburg’s 2025 fiscal year budget for adoption by City Council. Andrew Omer Trivette

FY25 PROPOSED BUDGET | BUDGET MESSAGE

COMMUNITY PROFILE

WILLIAMSBURG, VA WHERE THE PAST MEETS THE FUTURE

grew quickly into the center of political, religious, economic, and social life in Virginia.2

Williamsburg was founded as the capital of the Virginia Colony in 1699 and celebrated its 300th anniversary in 1999. The original capital of Jamestown was the first permanent Englishspeaking settlement in the New World founded in 1607. Colonial leaders petitioned the Virginia Assembly to relocate the capital from Jamestown to Middle Plantation, 5 miles inland between the James and the York Rivers. The new city was renamed Williamsburg in honor of England’s reigning monarch, King William III. From 1699 to 1780 Williamsburg was the political, cultural, and educational center where the dream of American freedom, independence, and self-government was nurtured by the leadership of historical figures such as George Washington, Thomas Jefferson, George Mason, and Peyton Randolph.1

Williamsburg also became a center of learning. Famous political leaders emerged from the College of William & Mary, founded in 1693, such as Presidents Thomas Jefferson, James Monroe, and John Tyler. Today, William & Mary is the secondoldest higher learning institution in the United States. In 2022, the university ranked No. 39 in National Universities and No. 9 in Best Undergraduate Teaching.3 Although William & Mary has a 329-year history, it remains a cutting-edge research university that is innovative, vibrant, and engaged. As a public university, William & Mary is an important partner in the region’s economic success, both in terms of local and regional impact as it collaborates with businesses, nonprofits, and the public sector to strengthen the economic core.

Williamsburg was one of America’s first planned cities. Laid out in 1699 under the supervision of Gov. Francis Nicholson, it was to be a “new and well-ordered city” suitable for the capital of the largest and most populous of the British colonies in America. A succession of beautiful capitol buildings became home to the oldest legislative assembly in the New World. The young city

FY 2025 PROPOSED BUDGET

Eastern State Hospital, the first hospital established in America for the care and treatment of mental illness, was founded in Williamsburg in 1773. The public hospital was built near the College of William & Mary in what is now known as Colonial Williamsburg. The hospital is still in operation today; however, it is no longer in the original restored building but is located on the outskirts of Williamsburg.

B–1

ing safety and wellness, engaging with our CITY OF WILLIAMSBURG VISION STATEMNT

In 1789, the capital was again moved, this time up the James River to Richmond, where it remains today. Williamsburg reverted to a quiet college town and rural county seat. In retrospect, Williamsburg’s loss of capital city status was its salvation, as many 18th-century buildings survived into the early 20th century. The restoration of Williamsburg began in 1926, after the Rector of Bruton Parish Church, the Rev. W.A.R. Goodwin, brought the City’s importance to the attention of John D. Rockefeller Jr., who then funded and led the massive reconstruction of the 18th century city we see today. National attention soon focused on the restoration effort. During a landmark visit in 1934, Franklin D. Roosevelt proclaimed its main thoroughfare, Duke of Gloucester Street, “the most historic avenue in America.”

WILLIAMSBURG TODAY Today Colonial Williamsburg is still the only place that takes you back to a time when our country was being born, and the ideals that established the United States of America were being defined. In the Historic Area of the City, the 18th century is happening right now. You can step back in time and experience the people who made America.4 Downtown Williamsburg is adjacent to the historic area and offers 21st century shopping and dining experiences – both indoors and outdoors. From April through November, you can enjoy a Saturday morning at Williamsburg’s Farmers Market. Flowerbeds and benches offer a tranquil setting for market shopping while listening to live music.

B–2

This award-winning produce-only market offers vegetables, fruit, fish, meats (including free-range chickens, beef, lamb and pork), artisan cheese, honey, peanuts, baked goods, pasta, handmade soap, potted plants, cut flowers, and many other offerings. The SHOPS AT HIGH STREET offer the perfect combination of dining, entertainment, and shopping. This area also offers a special community of luxurious condominiums, townhomes, and apartments – a vibrant downtown within a neighborly embrace. Williamsburg’s new city center, MIDTOWN ROW, opened in 2021 in the heart of Williamsburg. This unique experience-based retail, entertainment, and residential district is adjacent to the campus of William & Mary, less than a mile from Colonial Williamsburg, and less than 5 miles from Jamestown, Yorktown, Busch Gardens, and Water Country USA. The development is designed as a pedestrian- and bicycle-friendly community with a village green, where outdoor programing and community events are hosted. Midtown Row includes restaurants, 233,047 square feet of retail shops, 6,219 square feet of premium office space, entertainment, and new residential apartments that accommodate up to 628 residents. QUARTERPATH AT WILLIAMSBURG is a community designed to support a life of wellness. The neighborhood has walking trails, greenspaces, and world-class healthcare. This mixed-use village also features shops, restaurants, and office space.

FY 2025 PROPOSED BUDGET

EDUCATION WILLIAMSBURG-JAMES CITY COUNTY PUBLIC SCHOOLS (WJCC) serves the students of the City of Williamsburg and James City County. There are 16 schools: nine elementary, four middle and three high schools. Of the 11,965 students served, about 12.4% are City residents. All WJCC schools have earned full accreditation for the 15th year in a row. WJCC ranked 9th out of 131 Virginia school divisions in Niche’s 2021 Best School Districts rankings, scoring an overall A grade in this rigorous assessment of academic and student-life data.5

TOURISM Tourism has historically been the economic backbone of this region. The area’s rich history provides a journey into the battles and sacrifices that secured the nation’s liberty and independence. Sharing this history requires both marketing and infrastructure. Legislation passed by the General Assembly of Virginia (Senate Bill 942) on April 18, 2018, creates a revenue stream to assist with promoting the region’s many attractions. The bill established a 1% sales tax for the Historic Triangle (City of Williamsburg, James City County, and York County). Fifty percent of this tax fund goes to the Williamsburg Tourism Council for the marketing, advertising, and promoting of the Historic Triangle as a tourism destination. The other half of this tax is distributed to the locality in which the tax was collected. The City of Williamsburg contributes its share of the tax to fund the Tourism Development Fund (TDF). The purpose of the TDF is to increase patronage to restaurants, attractions, hotels, and events in the City of Williamsburg through financial assistance and reinvestment in tourism products, place-making projects, and public-private partnerships. Through an application process, the first series of grants were awarded in 2019. The TDF paused in FY 2020 due to the pandemic and relaunched for its 2nd full award cycle in February 2023.

FY 2025 PROPOSED BUDGET COMMUNITY PROFILE

Tourism has historically been the economic backbone of the region. B–3

QUALITY OF LIFE The City offers numerous festivals and special events throughout the year including: • An Occasion for the Arts – an Arts and Music Festival, complete with food vendors • Scrumptious – a food and beverage festival • Winter Blues & Jazz Festival • Ampersand International Arts Festival (formerly William & Mary Global Film Festival) • 2nd Sundays – an arts and music event held on the second Sunday of each month from March through December • Grand Illumination – Colonial Williamsburg’s annual winter holiday celebration with unique decorations, musical performances, and fireworks and many other opportunities throughout the year. There is no better place to celebrate our nation’s birth than July 4th in Williamsburg. Activities stretch from morning until after sundown. There are historic reenactments to enjoy as well as

concerts, recreational activities, and a variety of foods – everything from hot dogs to gourmet dining. At nightfall, the historic area adds the finishing touch to the celebration with an amazing firework display. The City of Williamsburg has a strong commitment to providing quality parks, recreation programs, and facilities that make Williamsburg a premier community in which to discover, imagine, and grow. Williamsburg maintains 12 parks that provide residents with varied uses, from passive activities to structured play. Park amenities include playground equipment, sand volleyball, tennis, basketball, picnic pavilions, athletic fields, and outdoor fitness equipment. Nestled among the trees is the scenic WALLER MILL PARK, a 2705acre park. Featured at the park is a 360-acre reservoir that is open for fishing, boating, pedal boating, canoeing, and kayaking. There are over 7 miles of hiking trails with water and wooded views. Additional park features include an 18-hole disc golf course, a 1.5-acre fenced dog park with agility equipment, playground structures, picnic shelters, grills, wheelchair-accessible docks, and watercraft rentals.

features a 360-acre

FY 2025 PROPOSED BUDGET

The Williamsburg Library offers so books for all ages.

The QUARTERPATH RECREATION CENTER is a 35,000-square-foot facility that offers a wide array of recreational activities and amenities. Various instructional classes, athletic programs for youth and adults, sports camps, open gym time and special events are held throughout the year at this facility. There are four rooms available for rent that are ideal for meetings, sports banquets, birthday celebrations, and other special events. The PARKS AND RECREATION DEPARTMENT is proud to host a variety of special events throughout the year that contribute to the individual, social, economic, and environmental health and well-being of our community. You can learn to play pickleball at one of our clinics or participate in one of our pickleball tournaments. Bring Fido to Pups in Pastels, our dog Easter egg hunt or our Canine Carnival. Let your kids drop a line at our Kid’s Fishing Derby or go dip netting for the invertebrates that call the reservoir their home in our Water Exploration Program. There are endless opportunities to get outside and get active with Williamsburg Parks and Recreation. The WILLIAMSBURG REGIONAL LIBRARY (WRL) enriches lives, opens doors to new learning experiences, and welcomes everyone. Offering collections, programs, and services for citizens of all ages, WRL is a key part of our vibrant

FY 2025 PROPOSED BUDGET

community. Residents can watch and listen to thousands of streaming movies, music, and audiobooks as well as read ebooks and magazines at wrl.org. People interested in learning a new life skill such as crocheting, using a green screen, or speaking a new language can access thousands of online instructional videos available on the library website. Visitors to our library buildings can explore new book displays and discover copies of the hottest bestsellers as well as audiobooks and DVDs, pursue in-depth reading and research, consult expert staff, and experience the visual arts, multimedia presentations, and interactive learning. The library offers a wide range of film series, talks, book groups, concerts, and performances for all ages. Citizens can be part of a local community of readers and learners, make new friends, bring their family to take part in a hands-on learning activity, or just sit back and enjoy a great read. The Regional Library serves Williamsburg, James City County, and York County with two locations: one in downtown Williamsburg and one in James City County. Also available is a mobile library, which has scheduled stops in neighborhoods, adult care facilities, camps, preschools, and schools.

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LOCAL GOVERNMENT The City of Williamsburg operates under the Council-Manager form of government. The members of City Council are elected at- large and consist of a mayor and four other members. City Council members serve four-year staggered terms, with the mayor selected from among City Council members every two years. The mayor serves as chair of City Council and the official head of City government. City Council performs the legislative function (establishes laws and sets policy) and appoints a city manager to administer the day-to-day operations of the City and to serve as the chief advisor to City Council.

LOCATION Williamsburg is in the northern part of the Hampton Roads metropolitan area, located on the Virginia Peninsula and bordered by the counties of James City and York. The City is located along Interstate 64, with easy access to Richmond, Virginia Beach and the East coast. The City has a unique blend of history, tourism, college, and a small-town feel with the benefit of access to bigcity amenities.

B –6

FY 2025 PROPOSED BUDGET COMMUNITY PROFILE

WILLIAMSBURG POLICE DEPARTMENT The Williamsburg Police Department, WPD, is celebrating their 35th anniversary as a CALEA accredited agency, the gold standard in policing. The WPD is committed to ensuring the safety and security of all residents and visitors to the City through community engagement in all areas of service. All WPD Officers are required to attend Crisis Intervention Training as well as verbal deescalation training to ensure our presence and conversation afford the opportunity to manage situations without the need for higher levels of force whenever possible. The WPD manages approximately 40,000 calls for service each year and yet only 30 or so of these incidents required a level of force beyond presence and verbal instructions. The WPD is committed to technology as a force multiplier and has implemented a citywide license plate reader program to quickly identify wanted vehicles entering our community while maintaining best practice policies to purge data to best protect citizen’s rights. The WPD utilizes technology to aid with training, record keeping, accountability, transparency, and overall efficiency of the agency. As for transparency and accountability, officers are required to utilize body worn and in car cameras during police incidents and a citizen advisory board has been recently implemented to ensure we are doing our very best each and every shift. In addition to traditional law enforcement services, like prevention, education and responding to police emergencies, officers are equipped with medical supplies, including Narcan and are often the first on scene with life threatening medical emergencies. The WPD has partnered with our public schools and have assigned an SRO to every school in the City. Events like Coffee with a Cop, Skate with a Cop, and Cone with a Cop provide an opportunity for members of the community to interact and ask questions with members of the department from all ranks and assignments in a casual setting.

FY 2023 ADOPTED BUDGET

B b–

FY 2025 PROPSOED BUDGET COMMUNITY PROFILE

B–7

The Williamsburg Police Department also conducts annual events to give back to the community: •Stuff the Trailer School Supply Drive •Stuff the Trailer Christmas Toy Drive •Annual Easter Egg Hunt The Neighborhood Resource Officer Program formalizes our commitment to community policing and assigns a dedicated police officer to each neighborhood for trust building and to act as a liaison between the community and the department. Officers provide a name and a face for residents to contact when they see problems or need answers to questions. The officers patrol their dedicated neighborhoods in addition to their regularly assigned duties, and participate in activities such as neighborhood picnics, walk and talks, and yard sales, providing the residents information on safety resources and upcoming programs. The Parking Ambassadors have had a huge positive impact on our community. The Ambassadors provide information to residents and visitors about city services, available parking locations, entertainment, and area restaurants. Ambassadors are highly visible in their royal blue shirts and hats. While they serve as our parking enforcement team, they are focused on education and ensuring the right balance between visitation and parking availability.

FY 2023 ADOPTED BUDGET COMMUNITY PROFILE

FY 2025 PROPOSED BUDGET COMMUNITY PROFILE

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WILLIAMSBURG FIRE DEPARTMENT For more than 268 years the Williamsburg Fire Department has protected our nation’s Colonial Capital and stands ever ready to serve all those who visit and call Williamsburg home. Through comprehensive emergency response to all-hazard types and community-focused programs, the department strives to ensure the safety and wellbeing of all. The Fire Department is currently staffed with 46 career personnel. Personnel are cross-trained to handle both fire and emergency medical services (EMS). In 2023 the department responded to 4,476 calls for service, which was approximately a 1% decrease from the total responses in calendar year 2022. The Department’s Community Risk Reduction Division works to identify and prioritize local risks and to strategically invest resources to reduce their occurrence and impact. This comprehensive approach has several supporting programs like smoke alarm checks & installations, child safety seat education, fire inspections, home safety.

In 2023, the department reached over 2,672 community members through its community risk reduction programs. The city’s Mobile Integrated Healthcare (MIH) program supported over 50 clients and recorded over 2,509 interactions with clients and community members referred to the program. The Community Emergency Response Team (CERT) is also a vital outreach program that utilizes community members to assist with the safety and well-being of our neighborhoods and serve as an integral part of the City’s emergency management and preparedness efforts.

VOLUNTEER FIRE & EMS PROGRAM Since 1754 the Williamsburg Volunteer Fire Department has supported the Williamsburg community. The organization is made up of 26 local and collegiate members. In 2023 members of the program provided more than 6,500 service hours to the community. The volunteer organization is a 501(c)(3) and assists with purchasing supplies and equipment needed to support Williamsburg’s career staff.

Responses Responses

FY 2025 PROPOSED BUDGET

QUICK FACTS

BY THE NUMBERS 1699

DATE ESTABLISHED BY VIRGINIA GENERAL ASSEMBLY

15,447

CITY AREA: 9.10 SQ. MILES

POPULATION IN 2022

1,093,168 CIRCULATED ITEMS IN FY 2023

REGIONAL PUBLIC LIBRARIES

46/20

FULL-TIME/VOLUNTEER FIREFIGHTERS

POLICE OFFICERS

PARKS

140

RESTAURANTS*

7 BALL FIELDS

43 HOTELS & MOTELS & B&B*

TENNIS COURTS

*as of January 31 2023

FY 2024 PROPOSED BUDGET COMMUNITY PROFILE

B B– 10

POPULATION BY GENDER

8,209

FEMALE

7,277

MALE POPULATION IN 2022

POPULATION BY AGE <17 18-24

1,609 6,216

25-34

1,638

35-44

1,154

45-54 55-64

840 1,459

65-74 1,438 75 and over 1,159

FY 2024 PROPOSED BUDGET COMMUNITY PROFILE

POPULATION IN 2022

B – 11

CITY OF WILLIAMSBURG COMMUNITY PROFILE B - 11

CITY OF WILLIAMSBURG COMMUNITY PROFILE

THE CITY OF WILLIAMSBURG

2023 - 2024

Biennial

GOALS • INITIATIVES • OUTCOMES

CONTENTS 3 4 5 6 7 8 9 10

Purpose Vision Statement & Goals One Williamsburg Courageously Leading Innovating a Modern City Prioritizing Safety and Wellness Engaging with Our Partners Connecting with the World

TO ADVANCE OUR CITY’S VISION,

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.

VISION STATEMENT One Williamsburg that is courageously leading, innovating a modern city, prioritizing safety and wellness, engaging with our partners, while connecting with the world.

GOALS One Williamsburg Courageously Leading Innovating a Modern City Prioritizing Safety and Wellness Engaging with Our Partners Connecting with the World

ONE WILLIAMSBURG 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.

AFRICAN AMERICAN HERITAGE TRAIL 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.

CDBG REHABILITATION GRANTS 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.

DIRECT LOAN PROGRAM Identify a lending partner to help the City establish a direct loan program that would assist income-qualified homeowners or homebuyers with home improvements and preservation projects in an effort to make housing more affordable.

HOTEL-TO-AFFORDABLE HOUSING CONVERSION Consider a revised and improved hotel-to-affordable housing conversion policy that may further convert underperforming hotel properties to restricted affordable housing.

HOUSING NAVIGATION 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.

MIDDLE HOUSING 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.

TRUTH & RECONCILIATION COMMITTEE PROJECTS Finish the Truth & Reconciliation Committee Report and pursue two recommendations that can be accomplished in the immediate term.

COURAGEOUSLY LEADING 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.

CARBON EMISSION REDUCTION Develop the next sustainability ladder for organizational reduction of carbon emissions that includes public education and implement at least two strategies from the ladder.

EARLY CHILDHOOD EDUCATION Explore Pre-K opportunities in the City as well as before- and after-school childcare programs.

REIMAGINE K-12 EDUCATION Consider alternatives to the traditional K-12 education model for improved pathways to higher education and certificate programs through coordination with local institutions.

SMART CITY INITIATIVES 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.

GOLF CART COMMUNITY 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.

INNOVATING A MODERN CITY 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.

CAPITOL LANDING ROAD 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.

CITY SQUARE PLAN 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.

DOWNTOWN VIBRANCY Complete a final evaluation of the 2018 Downtown Vibrancy Study, identify remaining implementation steps, and make recommendations to City Council.

OUTDOOR DINING Convert the successful temporary outdoor dining program to a permanent solution that provides necessary flexibility for restaurants and improves the aesthetics and function of the outdoor dining areas on Prince George Street.

PUBLIC ART 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.

RESEARCH VILLAGE 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.

SIGNATURE EVENT Find the best partner to design and launch a signature event that builds on the existing City brand as a world-class destination.

YEAR-ROUND EVENTS 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.

PRIORITIZING SAFETY & WELLNESS 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.

EMPLOYEE WELLNESS PROGRAM Expand the City’s employee wellness program to incentivize preventive health measures, provide robust mental health support, and offer rewards for employee well-being.

ENHANCE EXISTING PARK FACILITIES 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.

FOOD TRUCK POLICY Evaluate the existing food truck policies to streamline the inspection process while continuing to safeguard the public interest.

MENTAL HEALTH & SUBSTANCE USE Deploy and augment state opioid settlement funds as needed to implement Marcus Alert and One Mind protocols while seeking next-generation community support programs.

PARKS & RECREATION ADA IMPROVEMENTS 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.

PUBLIC RESTROOMS Identify locations for new public restrooms and construct two new public restroom sites.

ENGAGING WITH OUR PARTNERS 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.

CEDAR GROVE CEMETERY Complete negotiations with William & Mary to acquire property for the expansion of Cedar Grove Cemetery to meet 92 years of demand.

LEVERAGE EXTERNAL FUNDING Improve organizational coordination of state, federal and private sector funding opportunities to augment City funds for project implementation.

PHOTO HISTORY Work to identify the proper partners to serve as archivists and curators of a rotating photo history display and launch an inaugural exhibition.

REGIONAL RECREATIONAL FACILITIES Begin construction of a regional sports center and initiate a secondary development opportunity, such as an amphitheater, indoor performing arts center, or aquatic center.

RENT READY 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.

TOWN/GOWN REPORT Collaborate with William & Mary administration to develop an initial annual Town/Gown Report to highlight yearly cooperative efforts and student impacts in the community.

CONNECTING WITH THE WORLD 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.

BIRTHPLACE OF AMERICA TRAIL 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.

BUS STOP IMPROVEMENTS 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.

BUS TECHNOLOGY 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.

INTERNET CONNECTIVITY 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.

MEGA REGION 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.”

The Williamsburg City Council adopted the 2023/2024 Goals, Initiatives, and Outcomes (GIOs) on Nov. 10, 2022. Follow along with the progress at williamsburgva.gov/dashboards. FOR MORE INFORMATION CONTACT The City Manager’s Office Municipal Building 401 Lafayette St. Williamsburg, VA 23185

citymanager@williamsburgva.gov 757.220.6100

CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget PERFORMANCE METRICS INTRODUCTION

THE CITY’S VISION Williamsburg will become an evermore safe, beautiful, livable city of historical and academic renown, served by a city government--cohesively led, financially strong, always improving and innovating--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 six broad goals to specific accomplishments of 37 initiatives. Further, the preceding section identifies desired community outcomes and observed results that relate to each goal. This next section aligns budget and performance data to the City’s operating departments. For each department, a summary page includes the department’s 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 2022 NCS results are shown for service areas. Finally, under each department are the budgetary Cost Centers that 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.

D-1

OFFICE OF CITY MANAGER

Andrew O. Trivette, City Manager

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

Cost Centers 1. City Manager -Administration -Clerk of Council -Communications -Human Resources

2. Economic Development -Triangle Building Mgt.

Expenditures and Staffing FY 2022

FY 2023

FY 2024

FY 2025

Actual

FTE

Actual

FTE

Budget

FTE

Budget

FTE

867,833

1,167,565

1,167,260

1,344,797

129,771

182,020

177,360

184,360

Clerk of Council/ Comm.

9,051

2,908

Economic Development

198,406

310,818

358,095

415,455

Total

1,205,061

1,663,311

1,702,715

1,944,612

City Manager Human Resources

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

Observed Results Residents rated value of services for the taxes paid and quality of life “higher” than the national benchmark comparison, with all other results shown as “similar” to benchmark.

D-2

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

Observed Results The overall appearance and cleanliness and overall quality of new development and natural environment were all ranked “higher” than 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 of Williamsburg rated “higher”, with all other responses “similar” to the national benchmark for 2022.

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

Services provided by the City rated “higher ” than the national benchmark. All other categories rated “similar” to the national benchmark for 2022.

D-3

Desired Outcomes

Observed Results

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

Operating revenues surpassed budgeted expectations and mirror pre-pandemic percentage variances.

6. Maintain sound fiscal health by exceeding City Council’s reserve policy of a minimum 35% of operating revenues each year.

Shown is year-end unassigned fund balance. Prior to July 1, 2019, the General Fund and the Capital Improvement Fund was combined for reporting purposes. Effective July 1, 2019, the General Fund was reported separately for transparency. The year-end fund balance for FY18 has been restated.

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. Retirements skewed the FY16, FY19 and FY20 results. ICMA reports that average annual turnover rate in 2019 for state and local government excluding education is 19.5%.

D-4

Office of City Manager Cost Centers: City Manager / Human Resources FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

834,923

1,036,635

1,069,820

1,185,422

Operating

162,681

312,950

274,800

343,735

997,604

1,349,584

1,344,620

Capital Outlay Total

1,529,157

Staffing City Manager

0.5

6.5

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Citywide employee turnover rate

13.00%

18.50%

10.00%

<10%

Citywide sick leave use rate

24.70%

23.70%

17%

<2.5%

50%

75%

<10

$2.90

$3.00

$3.24

$2.90

Assistant City Manager Human Resource Director Executive Assistant/Clerk of Council Managerial Analyst Public Information Specialist Administrative Aide

Performance Trends and Targets Graphics Designer Total

Percent of Employees who completed: Quest 5-day Orientation OSHA reportable injuries/incidents Healthcare Premiums Paid (millions)

D-5

Clerk of Council / Communication FY 2022

FY 2023

FY 2024

FY 2025

Actual

Budget

Proposed

Personnel

Operating

9,051

2,908

9,051

2,908

Clerk of Council

Communications Specialist

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

Number of open City Council meetings

Number of Media Releases

105

100

Expenditures

Capital Outlay Total

Staffing

Performance Trends and Targets

Performance Measures

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

D-6

Economic Development FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

125,974

229,367

251,095

267,209

Operating

72,432

81,451

107,000

109,925

198,406

310,818

358,095

415,455

Capital Outlay Total

Staffing Economic Development Director

Economic Development Specialist

Tourism Development Specialist

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

325

148

140

150

$27.1M

$54.8M

$40.0M

$30.0M

698

705

715

333

121

130

140

35%

37%

38%

123

Performance Trends and Targets

Performance Measures Businesses assisted Value of Commercial Construction Number of Businesses Licenses in City Business Prospects Assisted Prospects Converted Average Hotel Occupancy Rate Number of Economic Development grants Awarded

D-7

FINANCE DEPARTMENT

Barbara Dameron, CPA, 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 2022

FY 2023

FY 2024

FY 2025

Actual

FTE

Actual

FTE

Budget

FTE

Proposed FTE

Finance

1,052,651

1,243,466

1,198,036

1,442,828

Real Estate Assessments

252,502

281,668

288,055

306,439

Total

1,305,153

1,525,134

1,486,091

1,749,267

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

Observed Results The Finance Dept collects all City revenues, with Real Estate Taxes being the single highest revenue source. Collections are consistently 98% - 99% each year. Staff follow-up on delinquent accounts raises collections close to 100% in subsequent years.

D-8

Desired Outcomes

Observed Results

2. Maintain Personal Property tax collections at least 97% 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 earning average yield of 1.08% fully insured by FDIC, with balances in State Local Gov’t Investment Pool (LGIP), bond proceeds in State Non-arbitrage Investment pool, SNAP, and interest-bearing 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.

D-9

Finance Cost Centers: Finance FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

999,256

1,129,516

1,105,566

1,369,929

Operating

53,395

113,949

92,470

72,899

1,052,651

1,243,466

1,198,036

1,442,828

Capital Outlay Total

Staffing Director of Finance

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Total customer payments processed

53,987

54,527

55,000

56,000

# consecutive years received GFOA financial reporting award

# consecutive years received GFOA budgeting award

# vendor payments processed

6,240

5,683

6,524

7,254

# payroll checks processed

6,217

6,909

7,656

8,403

Real Estate tax collection rate

96.9%

99.0%

97.5%

Personal Property tax collection rate

93.9%

87.0%

97.0%

Average rate of investment return

0.30%

3.64%

5.23%

>5%

Deputy Director of Finance Purchasing Agent Budget Manager Utility Billing Supervisor Utility Billing Specialist Financial Analyst Accountant Revenue Technician Payroll/AP Analyst Total Performance Trends and Target

D-10

Real Estate Assessments (City Assessor) FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

224,841

243,656

257,205

275,701

Operating

27,660

38,013

30,850

30,738

252,502

281,668

288,055

306,439

Real Estate Assessor

Assessment Technician

Total

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

# Real property (RE) parcels assessed

4,709

4,790

4,801

4,811

264

584

492

475

98.5%

99.5%

98.4%

99.0%

# participants in tax relief program

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

# assessment appeals changed

Board of Equalization (BOE) appeals

BOE appeals changed

Disabled Veteran Exemption Program

Capital Outlay Total

Staffing

Performance Trends and Targets

# RE transfers (non-timeshare) Residential assessment to sales ratio

D-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 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

521,827

636,541

674,801

841,453

Operating

450,267

605,203

585,250

717,450

972,094

1,241,744

1,260,051

1,558,903

Capital Outlay Total

Desired Outcomes 1. Respond to all IT Helpdesk service calls in less than 2 hours.

Observed Results Helpdesk response time was significantly reduced in FY 2023 with the hiring an additional staff member in the I.T. Department. Average response time for all Helpdesk service calls since FY 2014 was 2.7 hours.

D-12

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

3. Expand the use of the City’s web site to conduct City business by increasing eGov transactions at least 10% annually.

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

Observed Results Overall website traffic has increased due to pandemic. . Upgrade of the site, along with improved interconnectivity with social media sites will aid in increasing traffic further for this valuable tool.

The total number of eGov transactions increased significantly from FY 2014 thru FY 2023. A significant increase in FY 2020 due to COVID-19 pandemic.

$19.8 Million was received for financial transactions over the City’s website from FY 2014 thru FY 2023 1. The average increase in receipts over the 10 fiscal years was 245%.

D-13

Information Technology

Staffing

FY 2022

FY 2023

FY 2024

FY 2025

Information Technology Director

Systems Analyst

Network Administrator

GIS Analyst

IT Support Tech

Data Systems Analyst

4.5

5.0

6.0

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

97%

98%

Total # website visits

545,327

733,824

740,000

750,000

Total # of eGov transactions

13,771

15,193

15,500

15,750

Total dollar amount of eGov transactions

$2,820,679

$3,575,136

$3,600,000

$3,700,000

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

Average time (in hours) to IT Ticket resolution

2.3

2.5

Total

Performance Trends and Targets Performance Measures % of Helpdesk requests resolved within 24 hours

D-14

POLICE DEPARTMENT

Sean Dunn, 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

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

2. Public Safety Communications

3. Parking Garage

Expenditures and Staffing FY 2022 Actual Law Enforcement Operations 4,807,074

FY 2023

FY 2024

FY 2025

FTE

Actual

FTE

Budget

FTE

Adopted FTE

5,226,681

5,640,263

5,992,124

*Public Safety Communications

592,920

622,566

653,700

683,120

Parking Garage

86,698

100,872

126,701

230,379

5,486,692

5,950,118

6,420,664

6,905,648

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

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

Observed Results The percentage of Williamsburg citizens’ ratings of “good” or “excellent” were “higher” for crime prevention, with police services and traffic enforcement “similar” compared to the national benchmark for 2022.

D-15

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

Observed Results Overall safety is “higher” than national benchmark. Other responses for FY 2022 were “similar” to the national benchmark for the other 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 from FY 2014— FY2018

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 averaged 68% higher than the national rate for 2008 thru 2015. (Calendar-year based FBI

crime clearance statistics for 2015 are the latest available).

D-16

Police Department Cost Centers: Law Enforcement Operations FY 2022

FY 2023

FY 2024

FY 2025

Actual

Budget

Proposed

Personnel

4,104,787

4,514,299

4,885,933

5,186,424

Operating

700,616

708,043

748,330

799,700

1,670

4,338

6,000

4,807,074

5,226,681

5,640,263

5,992,124

Sworn Police Officers

Administrative Assistant

Records Clerk

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Budget

Target

Average response time for calls for services (minutes)

3.2

3.6

<3.6

Clearance Rate for Part I Crimes

41%

44%

45%

46%

Traffic accidents citywide

171

158

156

<155

Traffic accidents resulting in injuries

N/A

DUI incidents

1,452

1,581

1,600

1,750

34,808

40,708

41,000

43,000

Expenditures

Capital Outlay Total

Staffing Chief of Police Deputy Chief of Police

Parking Garage Total

Performance Trends and Targets

Performance Measures

Moving violations Total calls for service

D-17

Parking Garage FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

54,292

51,149

78,541

176,219

Operating

32,406

48,723

48,160

54,160

86,698

100,872

126,701

230,379

Parking Garage Supervisor

Parking Garage Enforcement Officer

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

123,102

120,451

121,500

>122,500

$1.99

$1.86

$1.90

>$1.92

$331,397

$308,231

$310,000

$312,000

Capital Outlay Total

Staffing

Performance Trends and Targets Performance Measures # of vehicles utilizing parking garage Average hourly fee revenue per vehicle Total parking garage revenue

D-18

FIRE DEPARTMENT Larry Snyder, 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 2022 Actual Fire Suppression, Prevention & EMS

FY 2023 FTE

4,703,674 46

FY 2024

FY 2025

Actual

FTE

Budget

FTE

Proposed FTE

5,031,918

5,423,445

6,015,109

Emergency Management staffing provided by Fire Department included above

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

Observed Results Residents rated “similar” to the national benchmarks. all survey categories.

D-19

Desired Outcomes 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.

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.

Observed Results Average response time for all fire incidents has been under the 5 minute target since FY 14. In FY 2023, moving to temporary facilities and an increase in demand contributed to an increase in the average response time.

Average response time for all EMS incidents has consistently been just over the 5 minute or less target for the past 10 years. In FY 2023, moving to temporary facilities and an increase in demand contributed to an increase in the average response time.

D-20

Fire Department Cost Centers: Fire Suppression, Prevention & Education, and Emergency Medical Services FY 2022

FY 2023

FY 2024

FY 2025

Actual

Budget

Proposed

Personnel

4,202,119

4,538,555

4,801,145

5,261,084

Operating

458,659

431,435

555,300

683,025

Capital Outlay

42,897

61,929

67,000

71,000

4,703,674

5,031,918

5,423,445

6,015,109

Fire Chief

Deputy Fire Chief

Battalion Chief

Fire Marshall Battalion Chief

Captain

MIH Coordinator

Fire Inspector

Firefighter / EMT/Paramedics

Assistant to the Fire Chief

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

Average Fire response time in minutes

5:95

6:18

5:43

5:30

Average EMS response time in minutes

6:21

6:27

5:57

5:40

Community Risk Reduction - # of people reached

1,451

2,167

2,100

2,250

Expenditures

Total

Staffing

EMS Battalion Chief

Performance Trends and Targets Performance Measures

D-21

PUBLIC WORKS

Jack Reed, 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

6. Cemetery

3. Refuse/Recycling 4. Buildings / Facilities Collection Maintenance

Expenditures and Staffing FY 2022

FY 2023

FY 2024

FY 2025

Proposed FTE

Actual

FTE

Actual

FTE

Budget

FTE

City Shop

241,940

330,168

314,488

386,623

Engineering

276,584

293,539

301,374

331,358

Streets

938,028

950,250

951,945

1,000,322

Stormwater Operations

162,533

174,829

170,248

261,909

Refuse Collection

681,724

736,826

836,900

1,020,726

Buildings / Facilities Maintenance

576,394

598,300

580,641

670,565

Landscaping

740,934

6.5

680,905

6.5

598,315 6.5

853,615

6.5

Cemetery

84,714

91,148

86,979

98,825

Total

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

3,702,852 24.5

3,855,965 24.5

3,840,890 24.5

4,623,943 24.5

Observed Results Street repair and street cleaning were rated “higher” than national benchmark with all other categories rated “similar” to the national benchmark for 2022.

D-22

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

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

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

Observed Results Target set-out rate for recycling material is 65% - 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.

Since 2014 the City has exceeded the State’s 25% goal - for 2023 the recycling rate was 39%.

Garbage collection and recycling are contracted services. All survey responses were “similar” to the national benchmark for 2022.

D-23

Public Works Cost Centers: City Shop FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

164,901

214,784

242,138

297,443

Operating

91,246

105,784

69,250

84,180

Capital Outlay

5,793

9,601

3,100

5,000

241,940

330,168

314,488

386,623

Shop Superintendent

Supervisor

Mechanic

Total

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Unleaded fuel used (gals)

43,101

44,618

46,000

45,000

Diesel fuel used (gals)

16,022

18,386

20,000

18,000

Total

Staffing

Performance Trends and Targets

D-24

Streets / Engineering / Stormwater Operations FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

961,969

957,687

949,117

1,112,639

Operating

415,175

453,342

473,450

479,950

7,589

1,000

1,377,145

1,418,618

1,423,567

1,593,589

Superintendent

Engineer

Supervisor

Administrative Secretary

Municipal Service Workers

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

Leaf collection - tons collected/recycled

640

630

650

660

Animal control calls

105

100

105

110

Tons of debris swept from street

440

510

520

525

Capital Outlay Total

Staffing

Public Works Inspector

Performance Trends and Targets

Performance Measures

D-25

Refuse Collection FY 2022

FY 2023

FY 2024

FY 2025

Actual

Budget

Proposed

Personnel

Operating*

681,724

736,826

836,900

1,020,726

681,724

736,826

836,900

1,020,726

None (contracted service)

Total

Expenditures

Capital Outlay Total

Staffing

Performance Trends and Targets FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

% recycling of all refuse

55%

40%

45%

>25%

Recycling Set-out Rate (% participation)

77%

80%

>65%

Garbage collection misses

204

168

155

<100

Recycling collection misses

145

<80

Performance Measures

D-26

Buildings / Facilities Maintenance FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

200,915

161,512

194,791

225,465

Operating

370,401

429,350

380,550

439,100

5,078

7,437

5,300

6,000

576,394

598,300

580,641

670,565

Facilities Manager

Municipal Service Worker

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

Community Building - total events

151

198

210

>200

Community Building - fee revenue

$72,230

$88,012

$93,346

>$80,000

Capital Outlay Total

Staffing

Performance Trends and Targets

Performance Measures

D-27

Landscaping FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

478,356

404,028

296,815

528,515

Operating

261,481

262,533

284,000

307,600

1,097

14,344

17,500

740,934

680,905

598,315

853,615

Municipal Service Workers

4.5

5.5

4.5

Total

6.5

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Plant at least 12,000 bulbs per year

18,000

13,600

14,000

>12,000

Capital Outlay Total

Staffing Superintendent Supervisor

Performance Trends and Targets

Miles of street trees maintained

D-28

Cemetery FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

76,526

82,439

78,979

88,225

Operating

8,188

8,709

7,000

9,600

1,000

84,714

91,148

86,979

98,825

Caretaker

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

# of interments

# of purchases - lots/spaces

Capital Outlay Total

Staffing

Performance Trends and Targets Performance Measures

D-29

RECREATION Robbi Hutton, 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 2022

FY 2023

FY 2024

FTE

Actual

Administration

394,492

3.5

492,381 3.5

499,353 3.5

651,912 3.5

Parks

291,024

371,692

415,931

456,656

Programs

417,469

476,774

517,278

643,072

Total

1,102,985

8.5

1,340,848 8.5

Budget

FTE Proposed FTE

Actual

Desired Outcomes

FTE

FY 2025

1,432,562 8.5

1,751,640 8.5

Observed Results

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

All survey responses were “similar” to the national benchmark for 2023.

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

Fitness opportunities responses were rated “similar “ to the national benchmark for 2023.

D-30

Recreation Cost Centers: Administration FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

280,828

377,522

362,013

487,432

Operating

113,664

114,859

137,340

164,480

394,492

492,381

499,353

651,912

Senior Secretary

Recreation Superintendent

Office Ass’t/Receptionist

Total

3.5

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Total number of recreation program participants

7,466

8,746

9,000

9,300

Number of City participants in recreation programs

363

489

500

600

Recreation Center attendance

285

40,661

41,000

45,000

Capital Outlay

Total

Staffing Recreation Director Deputy Recreation Director

Performance Trends and Targets

D-31

Parks

FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

241,491

327,035

345,526

354,381

Operating

42,562

40,099

60,905

74,775

Capital Outlay

6,971

4,680

9,500

27,500

291,024

371,814

415,931

456,656

Parks Superintendent

Waller Mill Parks Manager

Total

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Total park acreage (In City and Waller Mill)

2,787

Waller Mill Park attendance

127,079

131,575

138,000

140,000

Waller Mill Dog Park visits

3,862

4,027

4,150

4,300

Waller Mill Park revenues

$142,563

$161,421

$165,000

$170,000

Total

Staffing

Performance Trends and Targets

D-32

Programs

FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

287,777

275,751

265,708

334,292

Operating

110,838

184,870

230,070

269,280

Capital Outlay

16,854

16,153

21,500

39,500

Total

417,469

476,774

517,278

643,072

Athletic Field Technician

Maintenance and Operations Supervisor

Athletic Program Coordinator

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

487

Staffing

Performance Trends and Targets Performance Measures Sports Tourism number of teams

D-33

PLANNING & CODES COMPLIANCE

Tevya Griffin, Director of Planning and Codes Compliance

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 2022

FY 2023

FY 2024

FY 2025

Actual

FTE

Actual

FTE

Budget

FTE Proposed FTE

Planning

482,307

486,260

536,957

587,352

Codes Compliance

428,187

445,527

511,052

521,760

Total

910,494

931,788

1,048,009

1,109,112

Desired Outcomes 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.

Observed Results All categories are “similar” to the national benchmark.

D-34

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 220 cases in FY23 approving 90%.

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).

60% of the City is subject to Chesapeake Bay protection regulations. 486 inspections were performed in FY23 to ensure compliance with E & S regulations.

4. Protect the character and quality of the City’s residential neighborhoods through proactive enforcement of the Property Maintenance code and Rental Inspection program.

In FY 2023 there were 1,650 property maintenance code inspections, and 138 rental inspections performed. 100.0% of property maintenance and rental inspection cases were brought into voluntary compliance.

D-35

Planning and Codes Compliance Cost Centers: Planning FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

419,688

444,480

493,777

534,372

Operating

60,626

41,521

38,680

50,980

Capital Outlay

1,933

259

4,500

2,000

482,308

486,260

536,957

587,352

Planning Director/Zoning Administrator

Deputy Planning Director

Deputy Zoning Administrator

Administrative Assistant

Total

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Zoning text amendments / % approved

7/86%

1/100%

Rezoning's / % approved

2/100%

6/67%

Special Use Permits / % approved

11/91%

7/86%

1/0%

BZA special exceptions / % approved

3/100%

3/66%

ARB Building cases / % approved

100/97%

153/89%

150

126

ARB Sign cases / % approved

49/98%

67/93%

Total

Staffing

Performance Trends and Targets

BZA variances / % approved

D-36

Codes Compliance FY 2022

FY 2023

FY 2024

FY 2025

Expenditures

Actual

Budget

Proposed

Personnel

409,128

428,732

492,502

492,670

Operating

19,059

16,796

29,550

29,090

428,187

445,528

511,052

521,760

Codes Compliance Administrator

Codes Compliance Officer

Property Maintenance Inspector

Combination Inspector

Secretary (Technical Asst., Office Asst.)

Total Performance Trends and Targets

FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

Residential plans reviewed

148

112

100

Residential building permits issued

165

115

100

Commercial plans reviewed

154

121

125

Commercial building permits issued

125

129

125

Erosion & Sedimentation Control permits issued

Erosion & Sedimentation Control inspections

487

839

650

600

Property Maintenance inspections

1.433

1,650

1,600

Property Maintenance cases brought into voluntary compliance

98.0%

99%

100%

205

201

125

150

100%

$304,456

$355,633

$300,000

1,193

1.322

1,200

Capital Outlay Total

Staffing

Rental Inspections Rental Inspection cases brought into voluntary compliance Total Code Compliance Fees Total Permits Issued

D-37

HUMAN SERVICES - PUBLIC ASSISTANCE FUND Wendy Evans, 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 2022

Less Subsidy from General Fund

1. Process expedited food stamps (SNAP) within seven days.

FY 2025

FTE

Budget

FTE

Proposed FTE

2,602,494 18.5

2,972,224

3,669,849

3,766,485 25.5

-770,000

-1,147,636

FTE

Total—Net Expenditures 1,832,494 18.5

Desired Outcomes

FY 2024

Actual

Actual Health & Welfare

FY 2023

1,824,588

-1,635,163 24

2,034,686

-1,695,020 25

2,071,465 25.5

Observed Results Over the past ten years, on average 95.9% of expedited food stamp applications have been processed in seven days.

D-38

Human Services (all cost centers) FY 2022

FY 2023

FY 2024

FY 2025

Actual

Budget

Proposed

Personnel

1,818,585

1,597,868

2,255,776

2,385,105

Operating

793,909

1,374,356

1,414,073

1,381,380

2,602,494

2,972,224

3,669,849

3,766,485

FY 2022

FY2023

FY 2024

FY2025

Staffing

Actual

Budget

Proposed

Director

Eligibility Worker

Social Worker

Office/Clerical

3.5

Program staff

3.5

5.5

6.5

Total

18.5

25.5

Expenditures

Capital Improvements Total

Performance Trends and Targets FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

247

209

324

300

New SNAP Applications processed timely

99%

98%

100%

Number of Homeless requesting emergency housing intervention*

749

485

550

600

Number of families served with prevention interventions

108

114

125

135

Residents served by Employment Services

149

232

Performance Measures Youth Participating in Youth Programming ASP/Adult Service Cases Children Services Cases

*Numbers are duplicated and reflect multiple interactions with a resident.

D-39

PUBLIC UTILITIES - UTILITY FUND

Jack Reed, 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 2022

FY 2023

FY 2024

FY 2025

Actual

FTE

Actual

FTE

Budget

FTE

Proposed FTE

*Administration

2,529,048

2,828,114

2,618,611

2,770,699

Water Treatment

1,138,760

1,448,071

1,633,189

1,811,823

Water/Sewer Systems

3,695,619

4,170,417

3,928,500

4,390,996

Total

7,363,427

8,446,603

8,180,300

8,973,518

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

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

Observed Results 77% of the 2022 survey responses rated the City’s drinking water “good” or “excellent”, with both drinking water and sewer services “similar” to the national benchmark.

D-40

Desired Outcomes 2. Continue water conservation measures to target water consumption under 3.4 millions gallons per day..

Observed Results Water consumption remains below 3.4 million gallons per day.

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

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

4. Minimize sewer backups using preventive maintenance schedule.

Preventive maintenance at key locations around the city have decreased the number of backups since FY 2014 Average annual reduction since FY 2014 is 35.0%.

D-41

Public Utilities Cost Centers: Administration FY 2022

FY 2023

FY 2024

FY 2025

Expenses

Actual

Budget

Proposed

Personnel

362,228

442,855

509,401

424,799

Operating

23,101

20,471

21,680

19,950

Capital Outlay (including debt service)

2,143,719

2,364,789

2,087,530

2,325,950

Total

2,529,048

2,828,114

2,618,611

2,770,699

Director of Public Utilities

Project Engineer

Civil Engineer

Administrative Secretary

Total

Staffing

Performance Trends and Targets FY 2022

FY 2023

FY 2024

FY 2025

Performance Measures

Actual

Projected

Target

# of residential connections

4,015

4,086

4,150

4000

Average water bill per residential connection (quarterly)

$74.50

$78.40

$82.60

<$80.00

$687,000

$400,000

$100,000

Availability fees collected

D-42

Water Treatment FY 2022

FY 2023

FY 2024

FY 2025

Expenses

Actual

Budget

Proposed

Personnel

661,202

821,475

964,009

1,079,173

Operating

472,295

618,790

659,180

722,650

5,263

7,806

10,000

1,138,760

1,448,071

1,633,189

1,811,823

Superintendent

Chief Operator

Senior Operator/Operator IV

Operators

Total

Capital Outlay Total

Staffing

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

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

895,212

1,025,268

1,100,000

>900,000

52.44

47.15

45.00

40 - 45

✓

2,450

2,808

2,650

2,500

D-43

Water & Sewer Systems FY 2022

FY 2023

FY 2024

FY 2025

Expenses

Actual

Budget

Proposed

Personnel

636,221

827,256

862,540

991,996

Operating

3,042,337

3,305,428

3,043,860

3,375,800

17,061

37,733

22,100

23,200

3,695,619

4,170,417

3,928,500

4,390,996

Superintendent

Supervisor

Utility Locator Technician

Pump Station Manager

Municipal Service Workers

Total

FY 2022

FY 2023

FY 2024

FY 2025

Actual

Projected

Target

# of water leaks repaired

<35

# sewer backups

<60

Capital Outlay Total

Staffing

Performance Trends and Targets Performance Measures

D-44

CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget FINANCIAL PLAN AND DEBT

INTRODUCTION The Financial Plan provides a five-year forecast for future budgets. The Debt section provides background on the City’s debt issuances as well as yearly principal and interest of current outstanding debt for all funds.

CONTENTS

Page

FINANICAL PLAN ……. .............................................................................................................. E-2 DEBT ANALYSIS

...................................................................................................................... E-8

E-1

City of Williamsburg Five-Year Financial Forecast FY 2025-FY 2029 OVERVIEW The City of Williamsburg has formalized a Five-Year Plan for the General Fund to provide a framework for forecasting the City’s financial outlook over the next five years. In conjunction with the five-year Capital Improvement Plan, this forecast will enable the City to establish and track progress toward City Council’s strategic Goals, Initiatives and Objectives (GIOs). This multi-year planning process will allow new or large initiatives, as identified in the GIOs, to be planned, funded, and phased in overtime. This forecast is based on historical data, trends, and assumptions derived from various sources. As with all forecasts, many unpredictable economic factors affect the projection of revenue and expenditures, particularly employment factors and rising interest rates. The assumptions within this forecast are based on the most recent information available. As expected, projections may lose some of their validity as the forecast moves further into the future. FORECAST BUDGET – REVENUE CITY OF WILLIAMSBURG FIVE YEAR FORECAST -REVENUES FY 2025 TO FY 2029 FY 2024 Estimate

GENERAL PROPERTY TAXES REAL ESTATE PERSONAL PROPERTY PENALTIES AND INTEREST TOTAL GENERAL PROPERTY TAXES OTHER LOCAL TAXES UTILITY TAX AND BUSINESS LICENSES COMMUNICATION TAX LOCAL 1% HOTEL AND MOTEL TAXES RESTAURANT AND FOOD TAXES TOTAL OTHER LOCAL TAXES LICENSES AND PERMITS FINES USE OF MONEY AND PROPERTY PARKING CHARGES FOR SERVICES MISCELLANEOUS INTERGOVERNMENTAL TOTAL PRIOR TO TRANSFERS TRANSFER FROM G/F RESERVES TRANSFER FROM TOURISM FUND TRANSFER FROM SALES TAX FUND TRANSFER FROM ARPA FUND TOTAL TOTAL % CHANGE

FY 2025 Proposed

FY 2026 Projected

FY 2027 Projected

FY 2028 Projected

FY 2029 Projected

$ 17,540,000 $ 19,130,000 $ 20,086,500 $ 21,090,825 $ 22,145,366 $ 23,252,635 2,918,281 2,980,125 3,039,728 3,100,522 3,162,532 3,225,783 1,769,200 1,779,000 1,814,580 1,850,872 1,887,889 1,925,647 $ 22,227,481 $ 23,889,125 $ 24,940,808 $ 26,042,219 $ 27,195,788 $ 28,404,065 $ 3,757,600 $ 4,329,000 $ 4,415,580 $ 4,503,892 $ 4,593,969 $ 4,685,849 490,000 490,000 485,100 480,249 475,447 470,692 785,260 3,800,000 3,800,000 3,838,000 3,876,380 3,915,144 3,954,295 9,030,000 9,210,000 9,386,644 9,621,310 9,861,843 10,108,389 $ 17,077,600 $ 18,614,260 $ 18,125,324 $ 18,481,831 $ 18,846,403 $ 19,219,225 $

231,315 $ 169,075 $ 174,147 $ 179,372 $ 182,062 $ 185,703 150,000 140,000 141,400 142,814 144,242 145,685 525,463 466,870 466,870 471,539 476,254 481,017 388,300 413,500 1,061,950 1,061,950 1,061,950 1,061,950 452,900 457,050 461,621 466,237 470,899 475,608 3,215,700 3,126,210 3,357,472 3,591,047 3,626,957 3,663,227 3,472,520 3,441,165 3,475,577 3,510,332 3,545,436 3,580,890 $ 47,741,279 $ 50,717,255 $ 52,205,168 $ 53,947,340 $ 55,549,991 $ 57,217,369 6.23% 2.93% 3.34% 2.97% 3.00% $ - $ 106,000 $ - $ - $ - $ $ 47,741,279 $ 50,823,255 $ 52,205,168 $ 53,947,340 $ 55,549,991 $ 57,217,369 6.46% 2.72% 3.34% 2.97% 3.00%

E-2

FORECAST BUDGET – EXPENDITURE CITY OF WILLIAMSBURG FIVE YEAR FORECAST - EXPENSES FY 2025 TO FY 2029 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Estimate Proposed Projected Projected Projected Projected $ 11,739,722 $ 13,001,193 $ 13,456,235 $ 13,927,203 $ 14,414,655 $ 14,919,168 400,780 426,070 438,852 452,018 465,578 479,546 807,300 594,277 600,220 606,222 612,284 618,407 115,000 115,000 116,150 117,312 118,485 119,669 155,000 155,000 159,650 164,440 169,373 174,454 $ 13,217,802 $ 14,291,540 $ 14,771,107 $ 15,267,194 $ 15,780,375 $ 16,311,244

SALARY SALARY SALARY OVERTIME PART TIME SPECIAL EVENTS DISCRETIONARY LEAVE TOTAL SALARIES BENEFITS FICA RETIREMENT -VRS HOSPITALIZATION LIFE INSURANCE TOTAL BENEFITS

928,013 $ 1,990,660 2,019,623 155,775 $ 5,094,071 $

1,031,952 $ 2,569,994 2,112,098 173,105 5,887,149 $

1,068,070 $ 1,105,453 $ 2,569,994 2,698,494 2,154,340 2,197,427 176,567 180,098 5,968,971 $ 6,181,472 $

1,144,144 $ 1,184,189 2,698,494 2,833,418 2,241,375 2,286,203 183,700 187,374 6,267,713 $ 6,491,184

TOTAL PERSONNEL

$ 18,311,873 $ 20,178,689 $

20,740,078 $ 21,448,665 $

22,048,088 $ 22,802,428

$ 1,330,600 $ 500,700

1,382,759 $ 539,690

1,424,242 $ 1,466,969 $ 555,881 572,557

1,510,978 $ 1,556,307 589,734 607,426

1,454,755 984,726 879,584

1,476,576 1,004,421

1,521,206 1,044,999

CONTRACTUAL, GRANTS, OUTSIDE AGENCIES PROFESSIONAL SERVICES SERVICE CONTRACTS PURCHASE OF SERVICE -JAIL, ANIMAL CONTROL ETC SOLID WASTE CONTACTS UTILITIES -ELECTRICITY, HEATING, WATER, TELECOMMUNICATION SCHOOLS REGIONAL LIBRARY PUBLIC ASSISTANCE OUTSIDE AGENCIES

1,252,850 800,600 830,483

1,498,725 1,024,509

1,544,024 1,065,899

10,364,741 11,250,610 1,011,574 1,085,742 1,832,963 1,903,220 847,866 1,082,891 $ 18,772,377 $ 20,563,977 $

897,176 915,119 11,475,622 11,705,135 1,102,028 1,118,559 1,912,736 1,922,300 1,082,891 1,082,891 20,931,572 $ 21,306,763 $

933,422 952,090 11,939,237 12,178,022 1,135,337 1,152,367 1,931,911 1,941,571 1,082,891 1,082,891 21,689,715 $ 22,080,597

OTHER OPERATING EXPENSES

$ 6,702,048 $

6,644,785 $

6,977,024 $ 7,186,335 $

7,401,925 $ 7,623,983

TOTAL EXP BEFORE TRANSFERS

$ 43,786,298 $ 47,387,451 $

48,648,675 $ 49,941,763 $

51,139,728 $ 52,507,008

TRANSFERS Transfer to CIP TOTAL EXPENDITURES

2,205,000 2,205,000 590,000 1,230,804 $ 46,581,298 $ 50,823,255 $

2,205,000 2,205,000 50,853,675 $ 52,146,763 $

2,205,000 2,205,000 53,344,728 $ 54,712,008

FORECAST SURPLUS (DEFICIT)

Projected Surplus (Deficit) REVENUE EXPENDITURE Surplus (Deficit)

City of Williamsburg Five Year Forecast Real Estate Rate = 62 Cent Estimated Proposed FY 2024 FY 2025 FY 2026 $ 47,741,279 $ 50,823,255 $ 52,205,168 $ 46,581,298 50,823,255 50,853,675 $ 1,159,981 $ $ 1,351,493 $

FY 2027 53,947,340 $ 52,146,763 1,800,576 $

FY 2028 55,549,991 $ 53,344,728 2,205,263 $

FY 2029 57,217,369 54,712,008 2,505,361

E-3

REVENUE ASSUMPTIONS City of Williamsburg Five-Year Forecast REVENUE GROWTH ASSUMPTIONS GENERAL PROPERTY TAXES REAL ESTATE PERSONAL PROPERTY PENALTIES AND INTEREST

FY 2026

FY 2027

FY 2028

FY 2029

5.00% 2.00% 2.00%

OTHER LOCAL TAXES UTILITY TAX AND BUSINESS LICENSES COMMUNICATION TAX HOTEL AND MOTEL TAXES RESTAURANT AND FOOD TAXES

2.00% -1.00% 1.00% 2.00%

2.00% -1.00% 1.00% 2.50%

LICENSES AND PERMITS FINES USE OF MONEY AND PROPETY -RENTS CHARGES FOR SERVICES -SHERIFF, PARKS & REC, CEMETERY MISCELLANEOUS -PILOT, EMS RECOVERIES INTERGOVERNMENTAL - FEDERAL AND STATE AID

3.00% 1.00% 0.00% 1.00% 1.00% 1.00%

3.00% 1.00% 1.00% 1.00% 1.00% 1.00%

1.50% 1.00% 1.00% 1.00% 1.00% 1.00%

2.00% 1.00% 1.00% 1.00% 1.00% 1.00%

KEY REVENUE ASSUMPTION DETAILS PROPERTY TAXES Real Estate Real estate tax revenue accounts for approximately 35% to 40% of General Fund revenues, making it a significant budget driver for the City. Real estate assessments typically grow between 3% and 5% annually in stable economic times. Assessments are affected by many factors, including the type of property, the property’s condition, and location, and how these affect sales prices. For certain commercial-type properties, income and expenses for the property factor into the assessed value of the property. For the five-year forecast, current economic conditions are volatile, so predictions for the future are highly uncertain. Assessments for FY2025, not including new construction, are 6.3% higher than FY 2024 and 9.93% higher, including new construction. The City’s Real Estate Assessor states that in a stable real estate market, a typical annual assessment increase usually ranges from 4% to 5%. Therefore, due to current economic condition, 5% was used to forecast real estate assessment increases for FY 26 through FY 29. Personal Property Tax Personal Property tax is a tax on the value of mainly vehicle assessments. With current economic conditions, including supply chain issues, the value of used vehicles has increased, affecting personal property taxes. The Commissioner of Revenue projects that vehicle assessments will grow each year. However, personal property revenue collections are also dependent on collection rates and the number of delinquencies each year, which can be more volatile, so a conservative growth rate has been used for FY 26 through FY 29 E-4

CONSUMER-DRIVEN TAXES

Business Licenses FY22 rebounded to pre-pandemic levels, slightly surpassing FY 19 revenues. Budgeting for these licenses is challenging as current fiscal year revenue arrives late in the budget process. FY 23 exceeded expectations with a 12% increase over FY 22. Sales and meals taxes are strong and maintaining projections for FY24. It is anticipated that FY25 BPOL will increase compared to FY24 projected actuals. The forecast for FY 26 to FY 28 anticipates a steady growth rate of 2%. Hotel and Motel - General and Tourism Funds The hotel/motel tax is affected by room nights and changes in room rates to promote occupancy. In FY 20, it dropped by 30% due to COVID-19. FY21 saw a 46% decrease compared to prepandemic levels. FY22 had higher occupancy and revenue, surpassing pre-pandemic levels by nearly 5%. FY23 revenues saw a 12% increase in comparison to pre-pandemic levels. As we look ahead to FY24 and FY25, we anticipate a conservative growth trajectory. To account for volatility and economic uncertainty, a 1% growth rate is assumed for the next five years. Restaurant and Food (Meals) While restaurant and food tax revenue experienced a 20% decline during the pandemic years of FY20 and FY21, revenue for this tax increased in FY 2022 to be 7.5% higher than FY 2019’s prepandemic revenue. FY23 revenue for meal taxes were about 20% higher than pre-pandemic revenue. The latest FY24 projections are about 4% higher than what was originally budgeted. FY25 is predicted to retrogress to a more moderate level of growth. A 2.5% growth rate was used to forecast FY26 throughout FY29.

E-5

EXPENDITURE ASSUMPTIONS SALARY

BENEFITS

FY 2026

FY 2027

FY 2028

FY 2029

SALARY SALARY OVERTIME PART TIME SPECIAL EVENTS DISCRETIONARY LEAVE

3.50% 3.00% 1.00% 1.00% 3.00%

FICA RETIREMENT -VRS HOSPITALIZATION LIFE INSURANCE

3.50% 0.00% 2.00% 2.00%

3.50% 5.00% 2.00% 2.00%

3.50% 0.00% 2.00% 2.00%

3.50% 5.00% 2.00% 2.00%

3.00% 3.00% 1.50% 2.00%

2.00% 2.00% 1.50% 0.50% 0.00% 0.00%

5.00%

3.00%

CONTRACTUAL, GRANTS, OUTSIDE AGENCIES PROFESSIONAL SERVICES SERVICE CONTRACTS PURCHASE OF SERVICE -JAIL, ANIMAL CONTROL SOLID WASTE CONTRACTS UTILITIES -ELECTRICITY HEATING WATER TELECOMMUNICATION SCHOOLS REGIONAL LIBRARY PUBLIC ASSISTANCE OUTSIDE AGENCIES CARES GRANT FUNDING

OTHER OPERATING EXPENSES

KEY EXPENDITURE ASSUMPTIONS The general expenditure growth rates in the five-year forecast assume that City programs and services will continue mostly unchanged over the next five years without significant additional initiatives. City operations are primarily driven by personnel costs. The City has initiated a recruitment and retention strategy that will impact personnel costs. The baseline forecast assumes the City workforce is largely unchanged in the next five years and that implementation of the recruitment and retention strategy will increase costs for salaries and benefits at a rate exceeding previous historical trends, meeting or exceeding the rate of inflation. The impact of inflation has caused an increase in materials and services and most noticeably in the contribution to other regional agencies and capital improvement plan costs.

E-6

FORECAST FUND BALANCE Unassigned Fund Balance Increase (decrease) Fund Bal Use of fund balance Est Fund Balance at year end Policy 35% of Operating Revenues Over/(Under) policy

FY 2024 20,541,513 $ 20,541,513 $ 43% 16,709,448 3,832,065

FY 2025 20,541,513 $ (106,000) (106,000) 20,329,513 $ 40% 17,751,039 2,578,474

FY 2026 20,329,513 $ 1,351,493 21,681,006 $ 42% 18,271,809 3,409,198

FY 2027 21,681,006 $ 1,800,576 23,481,583 $ 44% 18,881,569 4,600,014

FY 2028 23,481,583 $ 2,205,263 25,686,846 $ 46% 19,442,497 6,244,349

FY 2029 25,686,846 2,505,361 28,192,207 49% 20,026,079 8,166,127

CONCLUSION: Taking into account conservative estimates and potential economic impacts related to inflationary growth, the City of Williamsburg anticipates a gradual increase in the unassigned fund balance over the next few years. This projection indicates that the unassigned fund balance will exceed the baseline fund balance policy for the forecasted period. It's important to recognize that this forecast is based on certain assumptions, and alterations to these assumptions could lead to different actual results. Notably, significant generational capital projects, such as the proposed sports complex, are expected to drive robust revenue growth in the foreseeable future. Moreover, the forecast assumes that the City will maintain a fund balance sufficient to withstand unforeseen inflationary impacts on the economy.

E-7

DEBT The Virginia Constitution authorizes cities and counties in Virginia to issue general obligation bonds secured by a pledge of its full faith and credit. For the payment of such bonds, the city’s governing body is required to levy an ad valorem tax on all property subject to local taxation to ensure debt service payment. The issuance of general obligation bonds is subject to a limit of 10% of the assessed value of taxable real property in the city. The Public Finance Act of Virginia also authorizes a city in Virginia to issue limited liability revenue bonds provided that the rates, rents, fees, or other charges are sufficient to pay the cost of operation and administration and the principal and interest on the bonds when due. OUTSTANDING DEBT- ALL FUNDS The City has the following outstanding general obligation bond at the end of FY 2024: ISSUE DATE December 2017 $

ISSUE AMOUNT 19,630,000

GO Public Improvement Bonds

October 2022 $

24,500,000

24,500,000 10 year callable bond, fixed interest for first four

GO Public Improvement Bonds

Dec-23 $

10,195,000

10,195,000 Fixed interest rate bonds at 4.59% with final maturity

PURPOSE GO Public Improvement & Refunding Bonds

PRINCIPAL BALANCE AS OF 6/30/24 TERMS $ 14,015,000 All Interest paid semi-annually; principal annually 20 years, 2.736% pay-off July 2037

years at 3.10% with option to renegotiate for the remaining term, interest paid semi-annually with principal and accrued interest due at maturity, pay off November 2032

July 15, 2051. Subject to redemption prior to maturity at the option of the City; at a redemption price of 100% of principal plus accrued interes. Also subject to mandatory repurchase by the City at a price of 100% during the periods beginning 3 months before and ending 3 months following each of July 2034 and 2044 at the discretion of the registered owner, with 3 months prior written notice.

E-8

E-9

CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget BUDGET SUMMARIES

INTRODUCTION The Summary Section provides an overview of all budgeted funds for the upcoming year. These include the General Fund, Capital Project Improvement Fund (formerly Sales Tax Fund), Public Assistance Fund, Tourism 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 ....................................................................................................... -2 Budget Summary - All Funds-by Fund ........................................................................................ 3 Budget Summary - General Fund................................................................................................ -4 Revenue and Expenditure Highlights - General Fund ................................................................ -6 Budget Summary by Major Funding Categories ....................................................................... -14 Budget Summary - Utility Fund .................................................................................................. -25 Revenue and Expense Highlights - Utility Fund ........................................................................ -26 Budget Summary – Public Assistance Fund ............................................................................. -32 Budget Summary – Tourism Fund ............................................................................................ -33 Budget Summary – Quarterpath Community Development Authority Fund ............................ -34 Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balance/Working Capital/Graph ....................................................... -35 Revenue and Expenditure Trends ............................................................................................. Supplemental Information: General Fund Revenues - Detail ........................................................................................... -1 General Fund Expenditures - Detail ...................................................................................... Tourism Fund Revenues and Expenditures – Detail ......................................................... -15 Utility Fund Revenues - Detail ............................................................................................... -16 Utility Fund Expenses - Detail ............................................................................................... -16 Staffing Levels ....................................................................................................................... -19

F-1

CITY OF WILLIAMSBURG

ALL FUNDS - FISCAL YEAR 2025

PROPOSED FY 2025

ESTIMATED FY 2024

ACTUAL FY 2023

REVENUES General Property Taxes Other Local Taxes Licenses and Permits Fines Use of Money & Property Charges for Services Miscellaneous Intergovernmental Transfers From Fund Bal./Net Pos. Transfer from CIP Budget Stabilzation Transfer from Tourism Fund Transfer from ARPA Fund Other Financing Sources

(24,674,385) (26,655,852) (172,575) (220,000) (2,321,414) (8,557,050) (2,938,655) (14,013,472) (11,952,122) (1,080,000)

Total Revenues

(94,134,525)

General Gov't Administration Judicial Administration Public Safety Public Works Public Utilities Health and Welfare Education Parks, Rec., and Cultural Community Development Tourism Development Fund Debt Service

Total Before Transfers

(22,227,481) (26,409,745) (234,615) (210,000) (2,600,463) (8,052,900) (3,129,971) (6,037,391) 6,500,872 (490,000) (416,900) (265,000) (12,655,500)

(76,229,094)

(99,469,396)

13,013,788 806,000 23,306,067 13,648,827 11,570,288 4,368,335 12,913,158 3,825,782 2,146,243 5,650,000 2,886,037

9,467,505 670,000 19,309,624 5,888,840 8,987,428 4,485,167 11,380,889 3,360,136 3,095,549 5,474,440 2,727,230

6,521,460 572,862 24,674,051 5,522,535 7,091,817 3,112,096 9,333,227 2,332,271 2,695,240 5,657,124 1,898,736

94,134,525

74,846,808

69,411,420

(1,549,000)

(20,163,600) (26,260,227) (446,096) (187,316) (3,110,524) (8,163,643) (3,568,334) (7,052,448) (490,000)

(5,527,208) (24,500,000)

EXPENDITURES / EXPENSES

Transfers to Fund Balance/Net Position Total Expenditures/ Expenses/ Transfers

94,134,525

1,382,286 76,229,094

30,057,976 $

99,469,396

F-2

CITY OF WILLIAMSBURG

BY FUNDS - FISCAL YEAR 2025

CAPITAL IMPROVEMENTS PROJECTS FUND

GENERAL FUND

REVENUES

TOURISM DEVELOPMENT FUND

General Property Taxes Other Local Taxes Licenses and Permits Fines Use of Money & Property Charges for Services Miscellaneous Intergovernmental Other Financing Sources Transfer from F.B./Net Pos. CIP Transfer from F.B./Net Pos. OPR Transfer from Gen. Gov. CIP Transfer from General Fund Transfer from Budget Stabilizat. Transfer from G/F Reserves CH

$ (24,674,385) $ (17,829,000) (172,575) (220,000) (796,870) (457,050) (3,126,210) (3,441,165) -

- $ (5,281,852) (1,024,544)

(106,000)

(9,367,049)

(1,124,804) (1,080,000) -

Total

$ (50,823,255) $

(9,471,842) (106,000)

PUBLIC ASSISTANCE FUND

UTILITY FUND*

QUARTERPATH CDA**

- $ - $ - $ (3,545,000) (100,000) (400,000) (8,100,000) (446,945) (385,500) (3,380,985) (1,443,000) (2,458,500) (126,573) (92,500) (2,205,000) -

- $ (380,000) -

GRAND TOTAL (24,674,385) (26,655,852) (172,575) (220,000) (2,321,414) (8,557,050) (4,338,655) (16,293,992) (1,549,000) (2,458,500) (9,599,622) (92,500) (3,329,804) (1,080,000) -

(27,456,091) $

(5,850,000) $ (13,067,518) $ (3,766,485) $

(380,000) $ (101,343,349)

8,538,188 $ 700,000 15,068,567 4,623,943

4,475,600 $ 106,000 8,237,500 9,024,884

2,682,370 11,266,758 2,996,382 1,511,243

1,646,400 829,400 255,000

2,788,807

- $ - $ - $ 12,970,288 3,766,485 5,650,000 97,230 -

- $ 380,000 -

13,013,788 806,000 23,306,067 13,648,827 12,970,288 6,448,855 12,913,158 3,825,782 2,146,243 5,650,000 2,886,037

27,363,591 $

5,650,000 $ 13,067,518 $ 3,766,485 $

380,000 $

97,615,045

- $ $ -

2,205,000 92,500 1,430,804

EXPENDITURES / EXPENSES General Gov't Admin. Judicial Administration Public Safety Public Works Public Utilities Health and Welfare Education Parks, Rec., and Cultural Community Development Tourism Development Fund Debt Service

Total Before Transfers

$ 47,387,451 $

Transfer to Tourism Fund Transfer to Utility Fund Transfer to Gen. Gov. CIP

Total Expenditure / Expense & Transfers

2,205,000 $ $ 1,230,804

- $ 92,500 -

$ 50,823,255 $

27,456,091 $

- $ 200,000

- $

5,850,000 $ 13,067,518 $ 3,766,485 $

380,000 $ 101,343,349

F-3

CITY OF WILLIAMSBURG

GENERAL FUND - FISCAL YEAR 2025

CHARGES FOR SERVICES .9%

MISCELLANEOUS 6.0%

INTERGOVERNMENTAL 6.5%

USE OF MONEY AND PROPERTY 1.9%

GENERAL PROPERTY TAXES 47.9%

FINES .5% LICENSES AND PERMITS .2%

OTHER LOCAL TAXES 36.0%

REVENUES COMMUNITY DEVELOPMENT 2.6% PARKS, REC. AND CULTURAL 5.6%

TRANSFER TO TRANSFER TO CAPITAL TOURISM FUND IMPROVEMENT 4.8% FUND, 2.4%

GENERAL GOV'T ADMINISTRATION 19.6%

JUDICIAL ADMINISTRATION 1.4.%

EDUCATION 22.4%

HEALTH AND WELFARE 5.3%

PUBLIC WORKS 8.3%

EXPENDITURES

PUBLIC SAFETY 30.0%

F-4

CITY OF WILLIAMSBURG

PROPOSED FY 2025

ESTIMATED FY 2024

BUDGET FY 2024

GENERAL FUND - FISCAL YEAR 2025 ACTUAL ACTUAL FY 2023 FY 2022

REVENUES: GENERAL PROPERTY TAXES OTHER LOCAL TAXES LICENSES AND PERMITS FINES USE OF MONEY AND PROPERTY CHARGES FOR SERVICES MISCELLANEOUS INTERGOVERNMENTAL TRANSFER FROM G/F RESERVES CH TRANSFER FROM TOURISM FUND TRANSFER FROM ARPA FUND

(24,674,385) $ (22,227,481) $ (17,829,000) (17,077,600) (172,575) (234,615) (220,000) (210,000) (796,870) (850,463) (457,050) (452,900) (3,126,210) (3,215,700) (3,441,165) (3,472,520) (106,000) -

(22,218,838) $ (16,704,800) (112,250) (210,000) (862,151) (433,425) (2,974,650) (3,019,786) -

(20,163,600) $ (17,103,572) (446,096) (187,316) (825,547) (439,871) (2,915,796) (3,705,074) (5,527,208)

(17,593,809) (15,632,619) (275,127) (200,957) (800,689) (392,776) (2,981,350) (2,845,126) (12,892,454)

TOTAL REVENUES

(50,823,255) $ (47,741,279) $

(46,535,900) $

(51,314,079) $

(53,614,907)

8,538,188 $ 700,000 15,068,567 4,623,943 2,682,370 11,266,758 2,996,382 1,511,243

8,817,505 $ 670,000 13,749,624 3,888,840 2,450,481 10,380,889 2,603,136 1,225,823

8,810,527 $ 670,000 13,756,184 3,840,890 2,450,481 10,380,889 2,603,136 1,228,793

6,391,183 $ 572,862 12,535,479 3,855,965 1,932,238 8,727,918 2,258,804 1,303,719

5,565,827 482,442 11,756,506 3,702,852 1,745,419 8,665,672 2,009,639 1,263,554

TOTAL BEFORE FUND TRANSFERS

47,387,451 $

43,786,298 $

43,740,900 $

37,578,168 $

35,191,912

TRANSFER TO TOURISM FUND TRANSFER TO CAPITAL IMPROVEMENT FUND TRANSFER TO UTILITY FUND TRANSFER TO RESERVES

2,205,000 $ 1,230,804 -

2,205,000 $ 590,000 1,159,981

2,205,000 $ 590,000 $ $ -

2,205,000 $ 9,294,751 $ - $ 2,236,160

2,205,000 10,238,661 67,475 5,911,860

TOTAL EXPENDITURES

50,823,255 $

47,741,279 $

46,535,900 $

51,314,079 $

53,614,908

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

F-5

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

General Property Taxes - All real estate, public service, personal, and business property taxes, including penalties and interest. On average, real estate property reassessments are expected to increase by approximately 14.4%. The average increase in single-family residential reassessments is anticipated to be 12.0%, and the average commercial values are anticipated to increase 3.4%. Multi-family residential is expected to increase by 57.3% (excluding new construction.) The proposed real estate tax rate is $.62/$100.

Other Local Taxes - This category consists of consumer utility taxes, communication sales taxes, business and franchise, bank stock, recordation, cigarette, room, and meal taxes. Utility taxes are based on residential and commercial usage. Overall, other local tax receipts are estimated to increase by 6.7% for FY 25. This is primarily due to the anticipated leveling out of revenue volatility from the pandemic years. Specifically, the proposed FY 25 Budget adjusts for the increased revenue, with the FY 25 BPOL anticipated to be approximately 22% higher than FY 24 adopted budget.

REVENUE HIGHLIGHTS

General Property Taxes (millions)

$28 $24 $20 $16 $12 $8 $4 $0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Other Local Taxes (millions)

$20

$16 $12 $8 $4 $0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-6

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

Licenses and Permits - Licenses and permits consist of city-wide on-street parking, building, electrical, plumbing, mechanical, sign, and various inspection fees. This category of revenues fluctuates based on various development projects occurring in the City during a particular fiscal year. Receipts were $446K in FY 23 because of a few major private developments obtaining permits. It is expected to be $235K for FY 24, with totals for FY 25 budgeted at $173K, based on anticipated projects in the City.

REVENUE HIGHLIGHTS Licenses & Permits (thousands)

$480 $400 $320 $240 $160 $80 $0

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 generated revenues of $201K and $187K for FY 22 and FY 23. FY 24 revenues are expected to be $210K, and FY 25 is budgeted at $220K.

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Fines

(thousands)

$300 $270 $240 $210 $180 $150 $120 $90 $60 $30 $0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-7

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

Use of Money and Property – Income from rentals of city-owned buildings, such as the Train Station, Stryker Building, Community Building, and parking fees from the Prince Williams Parking Garage are included here. Revenues totaled $801K in FY 22. Revenue for FY 23 was $826K and is expected to be $850K for FY 24. The FY 25 proposed budget is set at $797K as revenues expected to mimic pre-pandemic values.

REVENUE HIGHLIGHTS

Use of Money & Property (millions)

$0.9 $0.9 $0.8 $0.8 $0.8 $0.8 $0.8

Charges for Services - Charges for services represent fees for various activities within the City, such as all recreation fees and program revenues, cemetery lots, and grave openings. Revenues for FY 22 and FY 23 were $393K and $440K, respectively. FY 24 revenues are expected to be $453K and increase to $457K in FY 25 as additional classes and activities are added.

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Charges for Services (thousands)

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

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-8

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

Miscellaneous - This category comprises various sources, such as payments in lieu of taxes, Arts Commission reimbursement from James City County and the State, overhead charges from the Utility Fund, EMS Recovery Fees, and an emergency services agreement with William & Mary. The estimated FY 24 revenue is $3.22M, and the proposed FY 25 is $3.12M. The overall decrease in FY 25 includes a decrease in fiscal agent feels of 91%.

REVENUE HIGHLIGHTS

Miscellaneous Revenues (millions)

$3.2 $3.1 $3.1 $3.0 $3.0 $2.9 $2.9 $2.8

Intergovernmental – These funds include State reimbursements for Constitutional Officers' expenses, 599 law enforcement funds, VDOT street maintenance payments, and various other taxes returned to the City. VDOT street maintenance payments, law enforcement 599 funding, and funding from the State Compensation Board for the Commission of Revenue, Treasurer, and Registrar were higher than expected in FY23. Also, beginning in FY 22, Sales Tax for Education went directly from the State to the Schools. In previous years, this passed through the City. There is projected to be a small increase in FY25 compared to FY24.

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Intergovernmental (millions)

$4.0 $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-9

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

General Government Administration – This category includes City Council, Clerk of Council/Communications, City Manager, Human Resources, City Attorney, Commissioner of the Revenue, City Assessor, Treasurer, Finance, Vehicle Repair Shop, Electoral Board, Registrar, and Information Technology. Expenditures are estimated to decrease by 3.4% or $302K compared to the FY2024 budget. Some of the significant factors for the decrease: • Decrease due to the retirement of the former City Treasurer. • Decrease in nondepartmental expenditures • Increases to balance were primarily salaries and benefits to all departments. • Due to economic conditions, inflation has also had an impact on operating costs.

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 FY01. 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 of $700K is anticipated for FY25.

EXPENDITURE HIGHLIGHTS

General Gov't Administration (millions)

$9.6 $8.8 $8.0 $7.2 $6.4 $5.6 $4.8 $4.0 $3.2 $2.4 $1.6 $0.8 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Judicial Administration (thousands)

$800 $700 $600 $500 $400 $300 $200 $100 $0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-10

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

Public Safety - Departments included in this classification are Police, Parking Garage, consolidated E-911 Dispatch, Fire, Group Home Commission, Colonial Commission Corrections, Animal Control, City’s share of the cost for participation in VA Peninsula Regional Jail Authority, and Codes Compliance. Public Safety costs increased for FY25 by $1.31M or 29.7%, compared to the FY24 adopted budget. The increase is due to changes in pay and benefits of $861K. Increases to the police budget include $20K for professional health services and $10K for uniforms and apparel. For Fire, the FY25 proposed budget includes a $43K increase for professional health services and a $22k increase for fire service contracts. In addition, there is a $29K increase for E-911 services paid to York County in FY25 and a $202K increase for the Regional Jail.

Public Works – The City Shop, Engineering, Streets, Stormwater Operations, Refuse Collection, Building, and Facility Maintenance, Landscaping, and Cemetery comprise the operating budget's Public Works section. Overall, costs for FY25 increased by $783K, which is 20.4% higher than FY24. Increases in electricity costs for streetlight costs of $25K and an increase to the solid waste contract of $200K are in the proposed budget.

EXPENDITURE HIGHLIGHTS

Public Safety (millions)

$16 $14 $12 $10 $8 $6 $4 $2 $0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Public Works (millions)

$5.0 $4.5 $4.0 $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-11

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

Health and Welfare - This category consists of the City’s contribution to the local Health Department, Colonial Behavioral Health (CBH), Olde Town Health Clinic, and the Public Assistance Fund and Public Assistance Transportation subsidy. Peninsula Health Center, Olde Town Medical Center, and Colonial Behavioral Health provide health services for the community. City contributions for the proposed FY25 budget increased by $232K, a 9.5% increase compared to FY24. The CBH contribution increased by $35K, the contribution to the Peninsula Health District increased by $19K, and Olde Towne Medical $5K. The City’s budgeted subsidy of $2.08M to the Public Assistance Fund increased by $170K in FY25 over the FY24 budget.

Education – The City and James City County jointly fund the Williamsburg-James City County Public School system. FY24 was the first year of the FY23-FY28 School contract. The City’s contribution of school operating costs for FY25 is anticipated to be $11.2M based on the joint School contract with James City County, which is a $881K increase from FY24 or a 8.5% increase. In FY24, the Schools received their portion of state sales tax directly from the State versus a pass-through from the City. Capital costs are budgeted in the Capital Improvement Fund for the City’s portion of school projects next year.

EXPENDITURE HIGHLIGHTS

Health & Welfare (millions)

$3.2 $2.8 $2.4 $2.0 $1.6 $1.2 $0.8 $0.4 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Education (millions)

$12 $10 $8 $6 $4 $2 $0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-12

CITY OF WILLIAMSBURG – GENERAL FUND – FISCAL YEAR 2025

Parks, Recreation and Cultural - Recreation administration, playgrounds, parks, library, and grants provided to organizations upon recommendation of the Williamsburg Area Arts Commission are included in this category. The City's contribution to the Williamsburg Regional Library, operated jointly with James City County, is proposed at $1,085,742, a $74K increase compared to FY24. Arts Commission contributions are funded at $159,000 for FY25. James City County reimburses the City for half the program costs as a funding partner. Overall, this category of expenditure increased $393K or 15.1% in FY25 compared to the FY 24 budget. Parks and Recreation had a increase in salaries and benefits by 203K due to filling vacant positions and a $80K increase in operating costs attributable to increases in maintenance costs, $18K, powered equipment supplies of $10K and increases to service contracts of 17K.

Community Development - This includes the Planning Department and contributions to various human service and community & economic development agencies within the City. This category’s budget for FY25 increased, by $282K or 23%, primarily due to increases in pay and benefits. Increases can be accredited to contributions to outside agencies such as Olivet Ministry dba Lacky, 30K, and WATA, 131K.

EXPENDITURE HIGHLIGHTS

Parks, Recreation, and Cultural (millions)

$3.6 $3.0 $2.4 $1.8 $1.2 $0.6 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Community Development (millions)

$1.6

$1.2

$0.8

$0.4

$0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-13

CITY OF WILLIAMSBURG

I II iii IV VI VI VII VIII

MAJOR FUNDING CATEGORIES - FISCAL YEAR 2025

PURPOSE

PROPOSED FY 2025

BUDGETED FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

City Departments Constitutional Officers Judicial Health Schools Library Contr. -Outside Agencies Transfer to Other Funds Transfer to Fund Balance

$ 30,392,168 2,078,272 884,820 596,800 11,266,758 1,085,742 1,082,541 3,435,804 -

$ 28,131,609 2,000,521 831,673 536,768 10,380,889 1,011,574 847,866 2,795,000 -

$ 24,207,444 $ 22,043,441 1,701,298 1,690,250 701,755 581,580 504,338 483,971 8,727,918 8,665,672 917,956 906,654 818,166 781,825 11,499,751 12,511,136 -

Total

$ 50,823,255

$ 46,535,900

$ 49,078,626 $ 47,664,530

* This table summaries the funding history and proposed FY 2025 budget for the City's eight major funding categories. Debt Service is included in the Capital Improvement Program budget. Contr. -Outside Agencies - 1.8%

Transfer to Other Funds 4.8 %

Library 2.2% Schools 22.4%

Health 1.2%

Judicial 1.8%

City Departments 61.6%

Constitutional Officers - 4.3%

F-14

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

SECTION I

PROPOSED FY 2025

CITY DEPARTMENTS 1101

CITY COUNCIL Personnel Operating Capital Outlay Total

1102

CLERK OF COUNCIL Personnel Operating Capital Outlay

81,938 94,827 176,765

5,250

2,908

9,051

1,043,062 301,735 -

918,960 331,300 -

930,960 236,300 -

905,513 262,052 -

724,123 143,709 -

1,344,797

1,250,260

1,167,260

1,167,565

867,833

1,876,761

2,502,244

2,860,578

686,632

882,856

272,730 142,725 -

251,095 108,348 -

251,095 107,000 -

229,367 81,451 -

125,974 72,432 -

415,455

359,443

358,095

310,818

198,406

430,090 23,900 -

387,795 21,500 -

387,795 20,500 -

271,944 61,994 -

253,448 61,019 -

453,990

409,295

408,295

333,937

314,467

142,360 42,000 -

138,860 41,833 -

138,860 38,500 -

131,122 50,898 -

110,800 18,971 -

184,360

180,693

177,360

182,020

129,771

275,701 30,738 -

257,205 30,870 -

257,205 30,850 -

243,656 38,013 -

224,841 27,660 -

306,439

288,075

288,055

281,668

252,502

1,369,929 72,899 -

1,380,142 79,400 -

1,105,566 92,470 -

1,129,516 113,949 -

999,256 53,395 -

Total

1,442,828

1,459,542

1,198,036

1,243,466

1,052,651

CITY SHOP Personnel Operating

297,443 84,180

242,138 95,600

242,138 69,250

214,784 105,784

164,901 71,246

CITY MANAGER Personnel Operating Capital Outlay

ECONOMIC DEVELOPMENT Personnel Operating Capital Outlay Total CITY ATTORNEY Personnel Operating Capital Outlay Total HUMAN RESOURCES Personnel Operating Capital Outlay Total CITY ASSESSOR Personnel Operating Capital Outlay Total

1221

83,544 115,705 199,249

9,051 -

1203

1214

124,626 $ 162,000 286,626

2,908 -

NON-DEPARTMENTAL

1210

124,626 $ 171,855 296,481

ACTUAL FY 2022

1202

1205

ACTUAL FY 2023

5,250 -

Total

1204

124,638 148,000 272,638

BUDGET FY 2024

Total 1201

ESTIMATE FY 2024

DEPT OF FINANCE Personnel Operating Capital Outlay

F-15

CITY OF WILLIAMSBURG

SECTION I CITY DEPARTMENTS Capital Outlay Total 3102

POLICE Personnel Operating Capital Outlay Total

3102

POLICE-E911 Personnel Operating Capital Outlay Total

3103

PARKING GARAGE Personnel Operating Capital Outlay Total

3201

FIRE Personnel Operating Capital Outlay Total

3401

CODES COMPLIANCE Personnel Operating Capital Outlay Total

3501

ANIMAL CONTROL Personnel Operating Capital Outlay Total

4101

ENGINEERING Personnel Operating Capital Outlay Total

4102

STREETS Personnel Operating Capital Outlay Total

4103

STORMWATER OPERATIONS Personnel Operating

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

PROPOSED FY 2025 5,000

ESTIMATE FY 2024 3,100

BUDGET FY 2024 3,100

ACTUAL FY 2023 9,601

ACTUAL FY 2022 5,793

386,623

340,838

314,488

330,168

241,940

5,186,424 799,700 6,000

4,885,933 748,330 6,000

4,514,299 708,043 4,338

4,104,787 700,616 1,670

5,992,124

5,640,263

5,226,681

4,807,074

683,120 -

653,700 -

622,566 -

592,920 -

683,120

653,700

622,566

592,920

176,219 54,160 -

75,581 48,160 -

78,541 48,160 -

52,149 48,723 -

54,293 32,406 -

230,379

123,741

126,701

100,872

86,698

5,261,084 683,025 71,000

4,801,145 555,300 67,000

4,538,555 431,435 61,929

4,202,119 458,659 42,897

6,015,109

5,423,445

5,031,918

4,703,674

492,670 29,090 -

481,502 25,950 -

481,502 29,550 -

428,732 16,796 -

409,128 19,059 -

521,760

507,452

511,052

445,528

428,187

45,000 -

18,900 -

45,000

18,900

306,358 25,000 -

278,874 22,500 -

283,227 10,312 -

261,051 15,533 -

331,358

301,374

293,539

276,584

574,472 425,850 -

530,095 405,850 -

530,095 421,850 -

525,929 424,321 -

557,224 380,803 -

1,000,322

935,945

951,945

950,250

938,028

231,809 30,100

140,148 30,100

148,532 26,298

143,694 18,839 F-16

CITY OF WILLIAMSBURG

SECTION I CITY DEPARTMENTS Capital Outlay Total 4203

SOLID WASTE OPERATIONS Personnel Operating Capital Outlay Total

4307

BUILDINGS-FACILITIES MAINTENANCE Personnel Operating Capital Outlay Total

4308

INFORMATION TECHNOLOGY Personnel Operating Capital Outlay Total

4309

LANDSCAPING Personnel Operating Capital Outlay Total

53025305

PUBLIC ASSISTANCE Personnel Operating Capital Outlay Total

71017104

RECREATION Personnel Operating Capital Outlay Total

7108

CEMETERY Personnel Operating Capital Outlay Total

8101

PLANNING Personnel Operating Capital Outlay Total

TOTAL - CITY DEPARTMENTS

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

PROPOSED FY 2025

ESTIMATE FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

261,909

170,248

174,829

162,533

1,020,726 -

816,600 -

836,900 -

736,826 -

681,724 -

1,020,726

816,600

836,900

736,826

681,724

225,465 439,100 6,000

194,791 430,850 5,300

194,791 380,550 5,300

161,512 429,350 7,437

200,915 370,401 5,078

670,565

630,941

580,641

598,300

576,394

841,453 717,450 -

674,801 585,250 -

636,541 605,203 -

521,827 450,267 -

1,558,903

1,260,051

1,241,744

972,094

528,515 307,600 17,500

296,815 287,300 17,500

296,815 284,000 17,500

404,028 262,533 14,344

478,356 261,481 1,097

853,615

601,615

598,315

680,905

740,934

2,085,570 -

1,913,713 -

1,427,900 -

1,261,448 -

2,085,570

1,913,713

1,427,900

1,261,448

1,176,105 508,535 67,000

973,247 428,315 31,000

980,274 339,741 20,833

812,096 267,064 23,825

1,751,640

1,432,562

1,340,848

1,102,985

88,225 9,600 1,000

80,979 9,300 1,000

78,979 7,000 1,000

82,439 8,709 -

76,526 8,188 -

98,825

91,279

86,979

91,148

84,714

534,372 50,980 2,000

493,777 38,680 4,500

493,777 41,650 4,500

444,480 41,521 259

419,688 60,626 1,993

587,352

536,957

539,927

486,260

482,308

PROPOSED FY 2025

ESTIMATE FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022 F-17

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

SECTION I

PROPOSED FY 2025

CITY DEPARTMENTS Personnel Operating Capital Outlay Total

ESTIMATE FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

19,579,124 10,637,544 175,500

17,608,509 10,433,098 135,400

17,346,893 10,649,316 135,400

$ 16,410,141 7,678,563 118,740

$ 14,926,986 7,034,103 82,353

30,392,168

28,177,007

28,131,609

$ 24,207,444

$ 22,043,441

F-18

CITY OF WILLIAMSBURG

SECTION II CONSTITUTIONAL OFFICERS 1209

COMMISSIONER OF REVENUE Personnel Operating Capital Outlay

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

376,374 $ 25,518 -

329,502 31,079 1,974

369,093

414,554

401,893

362,554

85,617 3,960 -

79,920 4,330 -

66,102 4,882 -

89,577

84,250

70,984

24,140 29,325 -

33,713 37,375 -

13,606 21,655 -

12,157 22,880 -

53,465

71,088

35,261

35,037

220,184 31,775 7,500

193,582 33,920 3,450

194,061 22,359 3,353

181,343 20,266 150

259,459

230,952

219,773

201,759

1,396,255 -

1,194,350 -

960,121 -

1,019,915 -

1,396,255

1,194,350

960,121

1,019,915

PROPOSED FY 2025

ESTIMATE FY 2024

BUDGET FY 2024

TREASURER Personnel Operating Capital Outlay

ELECTORAL BOARD Personnel Operating Capital Outlay

REGISTRAR Personnel Operating Capital Outlay Total

3301

REGIONAL JAIL Personnel Operating Capital Outlay Total

TOTAL - CONSTITUTIONAL OFFICERS

ACTUAL FY 2022

374,304 $ 40,250 -

Total 1302

ACTUAL FY 2023

374,304 $ 40,250 -

Total 1301

BUDGET FY 2024

339,093 $ 30,000 -

Total 1213

ESTIMATE FY 2024

PROPOSED FY 2025

ACTUAL FY 2023

ACTUAL FY 2022

583,417 $ 687,216 $ 687,216 $ 663,961 $ 589,104 1,487,355 1,309,855 1,309,855 1,033,984 1,099,022 7,500 3,450 3,450 3,353 2,124

Personnel Operating Capital Outlay

Total

$ 2,078,272 $ 2,000,521 $ 2,000,521 $ 1,701,298 $ 1,690,250

F-19

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

SECTION III

PROPOSED FY 2025

JUDICIAL ADMINISTRATION 2100

JOINT COURTHOUSE Personnel Operating Capital Outlay

ACTUAL FY 2022

- $ 670,000 -

- $ 572,862 -

482,442 -

700,000

670,000

572,862

482,442

MIDDLE PENINSULA JUVENILE DETENTION COMMISSION Personnel Operating 106,129 89,673 Capital Outlay -

89,673 -

59,436 -

52,764 -

106,129

89,673

59,436

52,764

45,000 -

42,266 -

21,800 -

45,000

42,266

21,800

33,691 -

27,000 -

27,191 -

24,574 -

33,691

27,000

27,191

24,574

PROPOSED FY 2025

ESTIMATE FY 2024

GROUP HOME COMMISSION Personnel Operating Capital Outlay Total

3305

ACTUAL FY 2023

- $ 670,000 -

Total 3304

BUDGET FY 2024

- $ 700,000 -

Total 3303

ESTIMATE FY 2024

COLONIAL COMMUNITY CORRECTIONS Personnel Operating Capital Outlay Total

TOTAL - JUDICIAL ADMINISTRATION

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

Personnel Operating Capital Outlay

- $ 884,820 -

- $ 831,673 -

- $ 701,755 -

581,580 -

Total

884,820 $

831,673 $

701,755 $

581,580

F-20

CITY OF WILLIAMSBURG

SECTION IV

PROPOSED FY 2025

HEALTH 5101

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

HEALTH - AGENCIES Peninsula Health District Olde Town Medical Center Colonial Behavioral Health Total

ESTIMATE FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

169,000 $ 121,800 306,000

149,768 $ 116,000 271,000

132,538 $ 112,800 259,000

115,460 109,511 259,000

596,800

536,768

504,338

483,971

16,148

16,147

16,148

16,147

11,250,610

10,364,741

8,711,770

8,649,525

11,250,610

10,364,741

8,711,770

8,649,525

11,266,758

10,380,889

8,727,918

8,665,672

1,085,742

1,011,574

917,956

906,654

1,085,742

1,011,574

917,956

906,654

SECTION V SCHOOLS 6101

SCHOOL BOARD Personnel Total

6103

JOINT SCHOOL OPERATIONS Operating Total TOTAL SCHOOLS

SECTION VI LIBRARY 7302

REGIONAL LIBRARY Operating Total

TOTAL IV,V,VI

PROPOSED ESTIMATE BUDGET ACTUAL ACTUAL FY 2025 FY 2024 FY 2024 FY 2023 FY 2022 12,949,300 11,929,231 11,929,231 10,150,212 10,056,297

F-21

CITY OF WILLIAMSBURG

SUMMARY OF EXPENDITURES - FISCAL YEAR 2025

SECTION VII

PROPOSED FY 2025

DEBT SERVICE 9301

DEBT SERVICE Principal $ Interest Total *Included in Capital Improvement Projects (Sales Tax) Fund

ESTIMATE FY 2024

- $ -

BUDGET FY 2024

- $ -

ACTUAL FY 2023

- $ -

ACTUAL FY 2022

38,626 470 39,096

38,626 661 39,287

SECTION VIII CONTRIBUTIONS TO AGENCIES Outside Agencies Arts Commission Total TRANSFERS TO OTHER FUNDS Transfer to Tourism Fund Transfer to Capital Project Fund Transfer to Utility Fund Total TRANSFER TO RESERVES Transfer to Reserves

933,541 149,000

698,866 149,000

668,166 150,000

632,789 149,036

1,082,541

847,866

818,166

781,825

2,205,000 1,230,804 -

2,205,000 590,000 -

2,205,000 9,294,751 -

2,205,000 10,238,661 67,475

3,435,804

2,795,000

11,499,751

12,511,136

SUMMARY BY MAJOR PROGRAMS City Departments Constitutional Officers Judicial Health Schools Library Contr. -Outside Agencies Debt Serv Leases SBITA Transfer to Other Funds Transfer to Fund Balance Total

BY MAJOR FUNCTION Personnel Operating Capital Outlay Debt Serv. Leases SBITA Transfer to Tourism Transfer to CIP Transfer to Utilities Transfer to Reserves Total

30,392,168 $ 2,078,272 884,820 596,800 11,266,758 1,085,742 1,082,541 3,435,804 50,823,255 $

28,177,007 $ 2,000,521 831,673 536,768 10,380,889 1,011,574 847,866 2,795,000 46,581,298 $

28,131,609 $ 2,000,521 831,673 536,768 10,380,889 1,011,574 847,866 2,795,000 46,535,900 $

24,207,444 $ 1,701,298 701,755 504,338 8,727,918 917,956 818,166 39,096 11,499,751 49,117,723 $

22,043,441 1,690,250 581,580 483,971 8,665,672 906,654 781,825 39,287 12,511,136 47,703,817

20,178,689 $ 27,025,412 183,000 2,205,000 1,230,804 50,823,255 $

18,311,873 $ 25,335,575 138,850 2,205,000 590,000 46,581,298 $

18,050,257 $ 25,551,793 138,850 2,205,000 590,000 46,535,900 $

17,090,249 $ 20,366,533 122,093 39,096 2,205,000 9,294,751 49,117,723 $

15,532,237 19,536,680 84,476 39,287 2,205,000 10,238,661 67,475 47,703,817

F-22

CITY OF WILLIAMSBURG

OUTSIDE AGENCIES HUMAN SERVICES 3e Restoration ARC of Greater Williamsburg Avalon Bacon St Youth and Family Services FISH Child Development Resources Colonial C.A.S.A Williamsburg Faith in Action Community Svcs. Agency Hospice of Williamsburg House of Mercy Olivet Medical Ministry Literacy for Life Peninsula Agency on Aging Penins. Comm. On Homelessness Williamsburg Faith in Action Housing Partnership Sub-total HEALTH AGENCIES Local Health Department Olde Town Health Clinic Colonial Behavioral Health Sub-total CULTURAL Arts Commission * VA Arts Festival VA Symph.-Lake Matoaka Concert Sub-total

CONTRIBUTIONS TO OUTSIDE AGENCIES - FISCAL YEAR 2025 PROPOSED FY 2025

ESTIMATED FY 2024

- $ 3,000 20,000 10,000 10,000 5,000 8,000 25,000 12,000 50,000 30,000 5,000 16,624 2,759 6,000 8,000

- $ 2,500 20,000 7,500 5,000 5,000 6,000 21,200 11,000 10,000 5,000 16,000 2,759 5,000 3,500

BUDGET FY 2024

- $ 2,500 20,000 7,500 5,000 5,000 6,000 21,200 11,000 10,000 5,000 16,000 2,759 5,000 3,500

ACTUAL FY 2023

ACTUAL FY 2022

- $ 2,500 19,000 5,000 5,000 6,000 21,200 10,000 8,000 3,000 15,400 2,759 5,000 2,500

CHANGE FY25/FY24

2,000 N/A 1,500 20.0% 19,000 0.0% 33.3% 100.0% 5,000 0.0% 6,000 33.3% 21,102 17.9% 5,000 N/A 7,500 9.1% 5,000 400.0% N/A 1,000 0.0% 15,278 3.9% 2,759 0.0% 5,000 20.0% 128.6% 2,500 98,639

75.5%

$ 169,000 $ 149,768 $ 149,768 $ 132,538 $ 115,460 121,800 116,000 116,000 112,800 109,511 306,000 271,000 259,000 271,000 259,000

12.84% 5.00% 12.92%

$ 596,800 $ 536,768 $ 536,768 $ 504,338 $ 483,971

11.18%

$ 149,000 $ 149,000 $ 149,000 $ 150,000 $ 149,036 10,000 10,000 10,000 9,000 9,000 9,713 9,713 9,713 9,250 9,250

0.0% 0.0% 0.0%

$ 168,713 $ 168,713 $ 168,713 $ 168,250 $ 167,286

0.0%

$ 211,383 $ 120,459 $ 120,459 $ 105,359 $

* Eligible to apply for funding through the Tourism Fund grant process.

F-23

CITY OF WILLIAMSBURG

OUTSIDE AGENCIES

CONTRIBUTIONS TO OUTSIDE AGENCIES - FISCAL YEAR 2025 PROPOSED FY 2025

ESTIMATED FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

CHANGE FY25/FY24

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES - $ Chamber of Commerce $ - $ - $ Colonial Soil & Water Conserva. 8,000 6,500 6,500 * Colonial Williamsburg Foundation 5,000 Farmers Market 5,000 5,000 Federal Facilities Alliance 8,112 8,008 8,008 Hampton Roads Planning District 34,465 34,465 34,465 Heritage Humane Society 40,000 35,000 35,000 * Kingsmill Golf Tournament Peninsula Council Work. Dev. 3,977 3,857 3,857 Peninsula ASAP 29,000 29,000 29,000 17,739 Reg. Econ. Dev. Initiatives 17,739 17,739 TNCC-Historic Triangle Campus TNCC-Site Improvements 28,989 18,489 18,489 TNCC-Workforce Dev. Center 10,500 10,500 10,500 Virginia Cooperative Extension 5,602 5,602 5,602 4,000 Bike Walk 4,000 Virginia First Cities * Williamsburg Hotel/Motel Assoc. Williamsburg Land Conservatory 5,000 5,000 5,000 Sub-total $ 196,384 $ 183,160 $ 183,160 $

- $ 6,500 3,800 7,729 32,114 25,000 3,734 29,000 14,614 18,489 10,500 5,602 2,000 5,000 164,082 $

6,500 3,800 7,692 30,655 25,000 5,947 14,613 18,489 10,500 5,229 2,000 5,000 135,425

N/A 23.1% N/A 0.0% 1.3% 0.0% 14.3% N/A 3.1% 0.0% 0.0% N/A 56.8% 0.0% 0.0% -100.0% N/A N/A 0.00% 7.22%

TRANSPORTATION High Speed Rail Coalition Williamsburg Area Transport

4,500 $ 4,500 $ 4,500 $ 501,561 371,034 371,034

4,500 $ 375,975

4,500 375,975

0.0% 35.2%

$ 506,061 $ 375,534 $ 375,534 $

380,475 $

380,475

34.8%

1,265,796

21.3%

Sub-total TOT. CONTRIB. TO OUTSIDE AGENCIES

1,679,341

1,384,634

1,322,504

* Maintenance of effort funding in Tourism Fund

F-24

CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2025 PROPOSED FY 2025

REVENUES Water Service Sewer Service Other Sources Grants Interest Earnings Water & Sewer Availability

ESTIMATED FY 2024

(5,100,000) $ (3,000,000) (346,945) (1,443,000) (400,000) (100,000)

BUDGET FY 2024

(4,900,000) $ (2,700,000) (332,325) (2,460,500) (200,000) (100,000)

ACTUAL FY 2023

ACTUAL FY 2022

(4,900,000) $ (4,906,973) $ (4,675,624) (2,816,800) (2,630,268) (2,700,000) (332,325) (620,156) (584,397) (2,460,500) (200,000) (303,926) (10,531) (100,000) (400,000) (687,000)

Transfer from GEN GOV CIP

(92,500)

Transfer from General Fund

(2,585,073)

(1,337,833)

(1,168,475)

Transfer from Net Pos. Total Revenue

(13,067,518) $ (12,030,658) $ (11,861,300) $ (9,047,855) $ (8,587,819)

EXPENSES Administration Water Treatment Water System Sewage System Debt Service Supplemental Water Capital Projects

2,695,049 $ 1,811,823 695,388 3,695,608 75,650 100,000 3,994,000

2,521,881 1,661,189 654,426 3,324,874 97,230 100,000 1,875,058

2,521,381 $ 1,633,189 649,126 3,279,374 97,230 100,000 1,785,000

2,710,217 $ 2,445,139 1,448,071 1,138,760 589,456 536,987 3,580,961 3,158,632 83,909 122,399 347,538 509,018

Total Expenses before transfers Transfers to CIP Transfers to Fund Balance

13,067,518 $ -

10,234,658 1,796,000 -

$ 10,065,300 $ $ 1,796,000 $ -

8,798,643 $ 7,872,445 - $ 249,212 715,374

Total Expenses and Transfers

13,067,518 $

12,030,658

$ 11,861,300 $

9,047,855 $ 8,587,819

Capital Projects - 17.7%

EXPENSES - $

(0) $

- $ Administration

25.1%

Supplemental Water 1.0%

Debt Service 1.0%

Other Sources 27.0%

Water Treatment 16.2%

Water System 6.4%

Sewage System 32.6% Interest Earnings 1.8%

Water & Sewer Availability 0.9%

REVENUES

Water Service 45.3% Sewer Service 24.9%

F-25

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2025

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 constant cash flow for this Enterprise Fund. An analysis of the water rates is included in the appendix. Rates increased several years in the past but have remained steady for the past five years. FY24 Water Service revenue was budgeted at $4.9 million; with level consumption rates and new development, water service revenues are expected to be $5.1 million in FY25.

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. HRSD sets the sewer rate for sewer treatment annually for all jurisdictions in the region. These rates have steadily increased to cover environmental regulations. Revenues from sewer service were budgeted at $2.7 million. Consumption is expected to continue to increase gradually in FY25 and is budgeted at $3.0M.

REVENUE HIGHLIGHTS

Water Service (millions)

$6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Sewer Service (thousands)

$4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0

Actual FY 2022

Actual FY Budget FY Proposed 2023 2024 FY 2025

F-26

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2025

Other Sources - These revenues consist of penalties, water and sewer connection fees, water tank antenna contracts, and other miscellaneous items. The amount of revenue provided by these sources is difficult to estimate from year to year. Revenue anticipated from other sources remains relatively level at $347K for FY25.

REVENUE HIGHLIGHTS

Other Sources (thousands)

$700 $600 $500 $400 $300 $200 $100 $0

Interest Earnings - Interest earnings in this fund, like any city fund, are a product of idle resources invested under the City's stringent investment policy and current interest rates. The City invests in the State's Local Government Investment Pool (LGIP) and Insured Cash Sweep Accounts (ICS) at local banks. In FY24 interest rates have increased and with this increase and anticipated cash resources, interest earnings are anticipated to be close to $400K for FY25.

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Interest Earnings $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0

Actual FY 2022

Actual FY Budget FY Proposed 2023 2024 FY 2025

F-27

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2025

Water & Sewer Availability - Availability fees are charges for a home or business to have access to existing water and sewer lines. As discussed previously, water and sewer connection charges are additional charges based on the cost of constructing connections to a home or business. Availability fees increase as development takes place and, therefore, can vary each year. Increases es in building activity are proportional to availability fee revenue. The budget estimate for FY25 is $100,000.

REVENUE HIGHLIGHTS

Water & Sewer Availability $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0

Actual Actual FY Budget FY Proposed FY 2022 2023 2024 FY 2025

Grants – In FY24, the City received federal and state grants for the Waller Mill Dam CIP project for $2.5 million. In FY25 the city will receive 1.4M in Congressionally Directed Spending Funds to replace the Colonial Parkway Main. Grants $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0

Actual Actual FY Budget FY Proposed FY 2022 2024 2023 FY 2025

F-28

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2025

Administration - Administration expenses account for 21% of the total utility fund. Three full-time people make up the administrative staff of the utility department. Depreciation expenses are expected to be level for the 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, the Shop, Information Technology, and the Finance Department (for billing, collections, and accounting) on a set percentage basis. Depreciation (a non-cash expense) of the City's intangible water rights purchased from Newport News in 2009 is based on an estimated 25-year period.

Water Treatment - The City owns and operates its water treatment plant located at the Waller Mill Reservoir in adjacent York County. The plant produces an average of 3.3 million gallons of water daily and provides safe drinking water to over 4,300 accounts. FY 2025, expenses for the water treatment plant are estimated to increase by about 10.9% compared to FY 2024 due to increases in chemical costs, electricity, and SCADA professional services Capital expenses required by the water treatment plant are provided for in the Utility Fund Capital Improvement Program.

EXPENSE HIGHLIGHTS

Administration (millions)

$3.2 $2.8 $2.4 $2.0 $1.6 $1.2 $0.8 $0.4 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Water Treatment (millions) $2.1 $1.8 $1.4 $1.1 $0.7 $0.4 $0.0

Actual FY 2022

Actual FY 2023

Budget FY Proposed 2024 FY 2025

F-29

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2025

Water System - Water system personnel are responsible for managing the water distribution system, consisting of 60 miles of lines and four water tanks throughout the City. Expenses for FY 2025 are expected to increase by 46K or 7.1% from the last fiscal year, mainly due to changes in salaries and benefits.

EXPENSE HIGHLIGHTS

Water System (thousands)

$700 $600 $500 $400 $300 $200 $100 $0

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 2025 are expected to increase by $416K. Because this expense represents payment to HRSD for revenues collected on their behalf, there is no impact on the Utility Fund's operating income.

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Sewage System (millions)

$4.0 $3.6 $3.2 $2.8 $2.4 $2.0 $1.6 $1.2 $0.8 $0.4 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

F-30

CITY OF WILLIAMSBURG – UTILITY FUND – FISCAL YEAR 2025

Debt Service – The remaining debt from the 1997 borrowing for Filter Plant renovations was repaid two years early in 2010 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. Part of the refunded 2010 debt was refinanced again in FY 2018 to take advantage of lower interest rates. The remaining 2010 debt will be paid in full by the end of FY 2027. The City maintained its strong bond ratings from Standard & Poor's (AAA) and Moody's (Aa1) as part of this refinancing. Principal payments on bonds are treated as fund liabilities and not budgeted as expenses in this fund but are included in the water rate analysis each year.

Supplemental Water - The City pays for supplemental water if & when the reservoir's water levels are low, especially during drought conditions. Water charges, if needed and pumped to the City, are based on usage. No water has been purchased since 2003. The FY 2025 budget includes $100,000, which is level with funding in the FY 2024 budget, in the event the City would need to purchase water.

EXPENSE HIGHLIGHTS

Debt Service (interest) (thousands)

$140.0 $120.0 $100.0 $80.0 $60.0 $40.0 $20.0 $0.0

Actual FY 2022

Actual FY 2023

Budget FY 2024

Proposed FY 2025

Supplemental Water (thousands)

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

Budget FY 2022

Actual FY 2023

Budget FY Proposed 2024 FY 2025

F-31

CITY OF WILLIAMSBURG

PUBLIC ASSISTANCE FUND - FISCAL YEAR 2025 PROPOSED FY 2025

REVENUES State Federal Miscellaneous City - General Fund Reserves Total Revenues

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

(994,034) $ (691,931) (385,500) (1,695,020) (3,766,485)

(975,511) $ (965,080) $ (794,606) (515,235) (275,000) (275,000) (1,206,478) (1,635,163) (3,669,849) $ (2,972,224) $

(494,245) (708,999) (488,274) (770,000) (140,976) (2,602,494)

3,766,485 $ 3,766,485 $

3,669,849 $ 3,669,849 $

2,602,494 2,602,494

EXPENDITURES Health and Welfare Transfer to Reserves Total Expenditures

2,972,224 $ 2,972,224 $

F-32

CITY OF WILLIAMSBURG

TOURISM FUND SUMMARY - FISCAL YEAR 2025 PROPOSED FY 2025

REVENUES

ESTIMATED FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

Transfer in from General Fund Local Taxes Interest Earnings Transfer from Fund Balance

(2,205,000) $ (2,205,000) $ (2,205,000) $ (2,205,000) $ (2,205,000) (3,545,000) (3,441,745) (3,219,440) (3,336,202) (2,976,264) (100,000) (50,000) (50,000) (107,904) (8,018) -

Total Revenue

(5,850,000) $ (5,696,745) $ (5,474,440) $ (5,657,124) $ (5,181,264)

304,090 $ 271,840 $ 271,840 $ 151,460 $ 220,465 1,272,500 1,269,720 1,269,720 1,289,321 1,263,108 3,723,410 2,782,880 2,782,880 1,863,500 1,856,000 350,000 1,150,000 1,150,000 2,352,844 836,819 14,444 -

5,650,000 $ 5,474,440 $ 5,474,440 $ 5,657,124 $ 4,190,836

EXPENSES Administration Tourism Marketing Tourism Grant Program Grant Awards Tourism Resiliency Program Total Expenses before transfers Transfer to General Fund Transfer to General Govt. CIP

Transfer to Fund Balance Total Expenses and Transfers

- $ 200,000 -

- $ 222,305

- $ -

990,428

5,850,000 $ 5,696,745 $ 5,474,440 $ 5,657,124 $ 5,181,264

F-33

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 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 requests 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 2025 is the eleventh year special assessments will be collected by the City for the QCDA. BUDGET SUMMARY – QCDA FUND

Expenditures:

FY 2025 Proposed Budget

Operating

$380,000

Total Expenditures

$380,000

Revenues: Recovered Costs

$380,000

Total Revenues

$380,000

F-34

CITY OF WILLIAMSBURG

GOVERNMENTAL FUNDS - FISCAL YEAR 2025

SCHEDULE OF BUDGETED REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES General Capital Improvement Fund

Tourism Fund

Public Assistance Fund

Fund Balance June 30 2023-unaudited $ 23,019,843

$ 62,026,394

$ 4,006,012

Estimated Operating Revenues - FY24 $ 47,741,279 Transfer from General Fund - FY24 Transfer from Tourism Fund - FY24 Transfer from Utility Fund - FY24 Transfer from CIP Fund - FY24 Transfer from ARPA Fund - FY24 -

20,027,805 590,000 416,900 1,796,000 265,000

General Fund

Estimated Total Revenues Estimated Expenditures - FY24

763,976

$ 89,816,225

3,491,745 2,205,000 -

3,627,162

74,887,991 2,795,000 416,900 1,796,000 265,000

$ 47,741,279 $ 23,095,705 $ 5,696,745 $ 3,627,162 $ 80,160,891 (46,581,298) (12,494,750) (7,318,225) (3,627,162) (70,021,435)

Estimated Fund Balance June 30 2024 $ 24,179,824 Estimated Revenues - FYl25 General Property Taxes Other Local Taxes Licenses and Permits Fines and Forfeitures Revenue - Use of Money & Property Charges for Services Miscellaneous Courthouse (contingency) Intergovernmental Other Financing Sources

Total

$ 24,674,385 17,829,000 172,575 220,000 796,870 457,050 3,126,210 3,441,165 -

$ 72,627,349

$ 2,384,532

763,976

$ 99,955,681

385,500 3,380,985 -

$ 24,674,385 26,655,852 172,575 220,000 1,921,414 457,050 3,511,710 106,000 18,498,992 -

$5,850,000 $ 5,850,000

$ 3,766,485 $ 3,766,485

$ 76,217,978 1,124,804 $ 77,342,782

3,766,485 $ 3,766,485

$ 13,013,788 806,000 23,306,067 13,648,827 6,448,855 12,913,158 9,475,782 1,766,243 2,788,807 2,205,000 1,230,804 $ 87,603,331

5,281,852 1,024,544 106,000 9,471,842 -

$15,884,238 1,124,804 -

3,545,000 100,000 2,205,000 -

Operating Revenues Transfer from General Fund Transfer from Utility Fund Transfer from ARPA Fund Total Revenues

$ 50,717,255 $ 50,717,255

$ 17,009,042

Estimated Expenditures - FY25 General Government Administration Judicial Administration Public Safety Public Works Health and Welfare Education Parks, Recreation, and Cultural Community Development Agencies /Interjurisdictional Debt Service & Contingency Transfer to General Fund Transfer to Tourism Fund Transfer to Capital Improvement Fund Total Expenditures

$ 8,538,188 700,000 15,068,567 4,623,943 2,682,370 11,266,758 2,996,382 1,511,243 2,205,000 1,230,804 $ 50,823,255

$ 4,475,600 106,000 8,237,500 9,024,884 1,646,400 829,400 255,000 2,788,807 $ 27,363,591

5,650,000 $ 5,650,000

Transfer to CIP

200,000

Transfer to Utility Fund

92,500

$ 24,073,824

$ 62,180,300

$ 2,384,532

763,976

$ 89,402,632

Est. Fund Balances June 30, 2025

Estimated General Fund Balance FY 2024 (includes nonspendable) 50.6% General Fund Reserve Policy (% of operating revenues) 35.0% Estimated General Fund Balance - FY 2025 (includes nonspendable) 47.5% Of the $62,180,300 Fund Balance in the GFCIP, approximately $39 million is nonspendable (invested in land held for resale) or bond proceeds.

F-35

Changes in FUnd Balance/Working Captial Fiscal Years 2020 - 2025 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-

Actual

Unaudited

Estimated

Budgeted

FY 2020

FY 2021

FY 2022

FY 2023

FY 2024

FY 2025

General Fund

General Fund CIP Tourism PAF Utility

$ $ $ $ $

FY 2020 Actual 13,723,115 26,609,840 4,207,011 768,671 8,364,721

$ $ $ $ $

FY 2021 Actual 14,840,024 26,794,646 3,023,602 897,239 8,621,056

CIP

Tourism

$ $ $ $ $

FY 2022 Actual 20,751,884 35,073,408 4,014,030 920,199 9,800,215

PAF

$ $ $ $ $

Utility

FY 2023 Unaudited 23,019,843 62,026,394 4,006,012 763,976 8,476,203

$ $ $ $ $

FY 2024 FY 2025 Estimated Budgeted 24,179,824 $ 24,073,824 72,627,349 $ 62,180,300 2,384,532 $ 2,384,532 763,976 $ 763,976 7,988,631 $ 5,811,307

F-36

CITY OF WILLIAMSBURG

UTILITY FUND - FISCAL YEAR 2025

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

Utility Fund Working Capital-June 30, 2023 [unaudited]

8,476,203

Estimated Revenues - Fiscal 2024

10,934,225

Estimated Expenses - Fiscal 2024

(11,840,597)

Sub-total Estimated Working Capital - June 30, 2024 Less Debt Service Principal Payments Add Depreciation Expense (non-cash item) Estimated Working Capital June 30, 2024 Estimated Revenues - Fiscal 2025 Revenue from Use of Money & Property Charges for Services Total Revenues Estimated Expenses - Fiscal 2025 Public Utilities - Operations Capital Projects Total Expenditures/Expenses Subtotal Working Capital June 30, 2025 Less Debt Service Principal Payments Add Depreciation Expense (non-cash item) Estimated Working Capital - June 30, 2024

$ $ $

7,569,831 (421,200) 840,000 7,988,631

2,382,445 8,100,000 10,482,445

(9,073,509) (3,994,000) (13,067,509)

$ $

5,403,567 (442,260) 850,000 5,811,307

F-37

GOVERNMENTAL FUNDS

REVENUE / EXPENDITURE TRENDS – FY 2014 – FY 2023

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: Fiscal Year 2014

Underground wiring on Page Street was completed for $1.0 million. Sidewalk construction projects totaled $473 thousand. The City borrowed $5 million for the construction of Stryker Center, with remaining funds of $4.82 million included in restricted fund balance at year-end, for completion of the project scheduled for December 2015. The total unassigned fund balance is $11.7 million, along with $19.3 million assigned for future capital projects.

2015

Stryker Center construction costs $3 million, street resurfacing costs $339 thousand, and two motel properties on Capitol Landing Road were purchased for $1.45 million. York Street sidewalk and roadway improvements from Page Street to Quarterpath Road were made at the cost of $750 thousand. The unassigned fund balance was $12 million, with $20.3 million assigned for future capital projects.

2016

Stryker Center construction was completed, totaling $3 million in FY 2016. York Street roadway & sidewalks were constructed for $747 thousand. Annual street resurfacing costs were $2 million, including Richmond Road, aided by VDOT grant funds. The unassigned fund balance was $12.4 million, with $18.8 million assigned for future capital projects.

2017

The City issued $13 million in bonds for Fire and Police Station renovations. Annual street resurfacing costs were $1 million, and underground wiring totaled $757.3 thousand. The ERP System replacement totaled $273.6 thousand. The unassigned fund balance was $12.6 million, with $15.5 million assigned for future capital projects.

2018

Effective July 1, 2018, the General Assembly added section 58.1-603 to the Virginia Code (Code), increasing the sales tax in the Historic Triangle (City of Williamsburg, James City County, and York County) by 1% and creating the Historic Triangle Marketing Fund to be managed and administered by the Tourism Council of the Greater Williamsburg Chamber and Tourism Alliance. The Historic Triangle Marketing Fund's sole purposes are marketing, advertising, and promoting the Historic Triangle area as an overnight tourism destination. One-half of the revenue from the increased sales tax and the $2/night room tax will fund the Historic Triangle Marketing Fund, while the other half will remain with the locality, imposing the tax. The City of Williamsburg has dedicated its share of these taxes to local tourism by establishing a Tourism Fund.

2019

The Ironbound Road Project Phase 1 was substantially completed during FY19. This phase included the relocation of Longhill Road and the redesign of the Longhill Road interchange, which was coordinated with the opening of the new James Blair Middle School. $2,227,800 was expended during FY19. Underground wiring was completed on Second Street at the cost of $1,068,657. Design work started on the Monticello Avenue Multiuse Trail project. This 4,200-foot-long lighted facility will run from the William and Mary School of Education to Ironbound Road. Prince George Parking Garage was updated with new parking software and garage hardware and tracking system, allowing gateless entry and exit. $165,780 was expended F-38

GOVERNMENTAL FUNDS REVENUE / EXPENDITURE TRENDS – 2013 - 2022 in FY19, and $97,200 carried forward to FY20 for additional improvements. A total of $7,913,834 was expended on capital projects during FY19, including $1,797,680 for the City's share of School capital improvements. As of June 30, 2019, the Capital Improvement Fund had a fund balance of $29.7 million, with $13.5 million restricted in bond funds (new Fire Station and Police Station renovations) and $13.2 million assigned for future capital projects. 2020

FY 2020 General Fund revenues outperformed FY 2019 in all categories of revenue through February 2020. In mid-March, COVID-19 restrictions required limited commercial activity. By year-end, total operating revenue in the General Fund was about $1.5 million less compared to operating revenue for FY 2019. The City's tourism-based revenues were hit the hardest, with the decreases in Meals Tax of $1.4 million, Lodging Tax of $1.0 million, and Business, Professional, and Occupational Licenses of $156 thousand. These decreases were offset by increases (compared to FY 2019) in Real Estate taxes of $652 thousand, Building Permits of $182 thousand, and Personal Property Taxes of $182 thousand. The Capital Improvement Fund had a reduction in Sales Tax revenue of $390 thousand compared to FY 2019. During FY 2020, the Monticello Avenue Redesign Project was substantially completed, with $2.5 million expended in the current year and $1.7 million carried forward to FY 2021 to complete the project and pay outstanding bills. This project redesigns Monticello Avenue to include three lanes, a two-way cycle track, a new traffic signal, and wide sidewalks with amenities such as bike racks and benches for a total cost of $4.2 million. The Monticello Avenue Multiuse Trail project was also completed. This project features a 4,200-foot-long lighted trail that runs from the entrance to William & Mary School of Education to Ironbound Road. $800 thousand was expended in FY 2020, with $641 thousand carried forward to FY 2021 for final invoices, for a total project cost of $1.6 million. The demolition of a derelict hotel was also completed at the cost of $465 thousand. School Capital Improvement Projects total $865 thousand. A total of $7 million was expended on capital projects during FY 2020, and as of June 30, 2020, the Capital Improvement Fund had a fund balance of $26.6 million. $13.7 million of the fund balance is restricted in bond funds for a new Fire Station, and $12.9 million is assigned for future projects.

2021

Overall FY 2021 General Fund revenues were $4.9 million higher than FY2020 due to the recognition of CARES funding of $2.6 million and a $1.5 million transfer to the General Fund from the Tourism Fund. The COVID-19 pandemic continued to impact the City's revenue during FY 2021. The City's revenues that decreased from FY 2021 included a decrease in Lodging Tax of $535 thousand, Business, Professional, and Occupational Licenses of $469 thousand, Building Permits of $197 thousand, and EMS Recovery fees of $171 thousand. These decreases were offset by increases (compared to FY 2020) in Real Estate taxes of $408 thousand and Personal Property Taxes of $126 thousand. The Capital Improvement Fund had a reduction in Sales Tax revenue of $390 thousand compared to FY 2020. During FY 2021, the Monticello Avenue Redesign Project incurred $1.1 million in costs. Repaving costs during FY 2021 were $691 thousand, including $280 thousand to resurface historic streets. The Monticello Avenue Multi-use Trail project expended $593 thousand during FY 2021. Public Safety projects totaled $795 thousand and included equipment and professional services costs to assist in determining options for a new fire station. F-39

GOVERNMENTAL FUNDS

REVENUE / EXPENDITURE TRENDS – 2013 - 2022

A total of $4 million was expended on capital projects during FY 2021, and as of June 30, 2021, the Capital Improvement Fund had a fund balance of $26.8 million. In the fund balance, $13.3 million is restricted in bond funds for a new Fire Station, and $13.5 million is assigned for future projects. 2022

Revenues in fiscal year 2022 experienced a healthy increase as the City continued its economic recovery from the COVID-19 pandemic. Total General Fund revenues increased by $2.6 million compared to FY 2021, with property taxes increasing by $1.6 million or 10.3% with a tax rate increase of 4 cents per $100 value attributing to a portion of the increase. Personal Property tax increased by $167 thousand or 5.2% over FY 2021. Other local taxes, including meal and lodging tax, increased by 42.3% or $4.6 million higher than FY 2022. By comparison, in FY2021, there was a one-time revenue of $2.6 million for the recognition of CARES funding and a $1.5 million transfer to the General Fund from the Tourism Fund. The Capital Improvement Fund had an increase in Sales Tax revenue of 8.7% or $386 thousand compared to FY 2021. During FY 2022, the Fire Station was under construction and spent $2.9 million; the new Police Station spent $716 thousand. The Capitol Landing Road Redesign Project incurred $277 thousand in costs. Repaving costs during FY 2021 were $877 thousand. Public Safety projects totaled $795 thousand and included equipment and professional services costs to assist in determining options for a new fire station. A total of $6.8 million was expended on capital projects during FY 2022, and as of June 30, 2022, the Capital Improvement Fund had a fund balance of $35.1 million. In the fund balance, $3.4 million is nonspendable land, $11.0 million is restricted in bond funds for a new Fire Station, and $20.7 million is assigned for future projects.

2023

Revenues continued a healthy trend in fiscal year 2023. General Fund operating revenues increased by $5.3 million compared with FY 2022. A strong housing market during FY 2023 and new construction contributed to increased assessed values and an increase of $2 million in current real estate revenue compared with FY 2022. Other significant increased revenues, as compared with FY 2022, were $955 thousand in meal taxes, $402 thousand in personal property taxes, $372K in public safety grants, $363K in lodging taxes, $302K in state revenue for street maintenance, $236K for Utility Fund overhead, $137 in FEMA reimbursement; and $102K in building permits. The Capital Improvement had an increase in sales tax revenue of $875K, or 18%, compared with FY 2022. Interest income for the year was $2.0M, an increase of $2017% compared with FY 2022. Of the interest earnings, $1.3M was available to fund any projects in the adopted plan, and $700K was available to fund projects funded by bond funds or to pay down the debt. A total of $17.7 million was expended on capital projects during FY 2023. Major project expenditures during the year included $9.9 million for the new Fire Station, $1.2 million in repaving projects, $755 thousand toward the vehicle replacement plan, $605 thousand for School Capital Improvement Projects, and $583 thousand for the new Police Station. In addition, $1.5 million for debt service payments was expended.

F-40

CITY OF WILLIAMSBURG Organization

Revenues

Object

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025 Account Description

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget

0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110 0010110

Property Tax 40101 CURRENT R.E. TAXES 40102 DELINQUENT R.E. TAXES 40201 CURRENT-PUB SVC-REAL PROP TAX 40202 DELINQ-PUB SVC-REAL PROP TAX 40203 CURRENT-PUB SVC-PERS PROP TAX 40301 CURRENT-PERS PROPERTY TAXES 40302 DELINQ- PERS. PROPERY TAXES 40401 CURRENT BUS. PERS. PROP TAXES 40402 DELINQ- BUS. PERS. PROP TAXES 40601 PENALTIES-ALL PROPERTY TAXES 40601A NON-FILE FEES-CURRENT YEAR PP 40602 INTEREST-ALL PROPERTY TAXES 40603 PENALTIES-ROOM AND MEAL TAX 40604 INTEREST-ROOM AND MEAL TAX 40605 PENALTIES-BUSINESS LICENSES 40606 INTEREST-BUSINESS LICENSES 44100 LOCAL 1% Total

$ (19,000,000) $ (130,000) (445,000) (500) (2,450,000) (84,625) (1,545,000) (25,000) (72,000) (40,000) (50,000) (16,500) (25,000) (5,500) (785,260) $ (24,674,385) $

(17,485,000) $ (55,000) (443,000) (281) (2,395,000) (80,000) (1,542,000) (33,000) (101,000) (50,000) (26,700) (5,000) (10,000) (1,500) (22,227,481) $

(17,485,000) $ (175,000) (371,000) (500) (2,450,000) (47,300) (1,500,000) (23,000) (72,338) (15,200) (33,000) (30,000) (5,000) (10,000) (1,500) (22,218,838) $

(15,489,329) $ (126,914) (375,626) (4,002) (480) (2,286,603) (76,734) (1,522,110) (13,852) (114,404) (50,701) (53,469) (16,325) (27,611) (5,441) (20,163,600) $

(13,451,101) (176,958) (370,964) (458) (1,874,444) (14,387) (1,507,494) 7,969 (91,187) (36,869) (48,161) (6,579) (18,726) (4,449) (17,593,809)

8.7% -25.7% 19.9% N/A 0.0% 0.0% 78.9% 3.0% 8.7% -0.5% -100.0% 21.2% 66.7% 230.0% 150.0% 266.7%

0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010120 0010121 0010121

Local Tax 41201 DOMINION ENERGY 41202A COMMUNICATION TAX 41203 VIRGINIA NATURAL GAS 41301 CONTRACTING 41302 RETAIL SALES 41303 PROFESSIONAL 41304 REPAIRS & PERSONAL BUSINESS 41305 WHOLESALE 41401 CABLE TV-PEG FEES 41402 GAS & ELECTRIC 41403 TELEPHONE 41600 BANK STOCK TAXES 41701 RECORDATION TAXES 41800 CIGARETTE TAX 42000 HOTEL AND MOTEL TAXES 42100 RESTAURANT AND FOOD TAXES Total

(210,000) (490,000) (92,000) (608,800) (1,212,000) (582,950) (644,050) (2,200) (15,000) (60,000) (22,000) $ (350,000) $ (370,000) (160,000) (3,800,000) (9,210,000) $ (17,829,000) $

(202,400) (490,000) (100,000) (500,000) (1,000,000) (400,000) (600,000) (2,200) (18,400) (60,000) (20,000) (380,000) $ (324,600) (150,000) (3,800,000) (9,030,000) (17,077,600) $

(202,400) (506,000) (90,000) (500,000) (1,000,000) (400,000) (600,000) (18,400) (60,000) (18,000) (380,000) $ (300,000) (150,000) (3,800,000) (8,680,000) (16,704,800) $

(205,665) (498,738) (81,835) (529,690) (1,045,467) (501,569) (559,287) (2,163) (12,672) (59,273) (21,609) (348,447) $ (386,468) (166,866) (3,851,435) (8,832,389) (17,103,572) $

(207,364) (513,646) (89,636) (498,002) (933,936) (437,210) (478,140) (2,569) (17,548) (60,840) (16,431) (376,742) (450,965) (182,672) (3,489,094) (7,877,823) (15,632,619)

3.8% -3.2% 2.2% 21.8% 21.2% 45.7% 7.3% N/A -18.5% 0.0% 22.2% -7.9% 23.3% 6.7% 0.0% 6.1% 6.7%

0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130 0010130

Permits 43100 ANIMAL LICENSES (DOG) 43302 RENTAL INSPECTION FEES 43303 ON STREET PARKING PERMITS 43305 TRANSFER FEES 43307 ZONING & SUBDIVISION PERMITS 43308 BUILDING PERMITS 43309 BUILDING INSPECTION FEES 43310 ELECTRICAL PERMITS 43311 ELECTRICAL INSPECTION FEES 43312 PLUMBING PERMITS 43313 PLUMBING INSPECTION FEES 43314 MECHANICAL PERMITS 43314A MECHANICAL INSPECTION PERMITS 43315 STREET VACATION PERMITS 43317 SPECIAL USE PERMITS 43319 SIGN PERMITS & INSPECTION FEES 43320 RIGHT OF WAY PERMITS 43322 ELEVATOR PERMITS 43323 OCCUPANCY PERMITS 43324 SWATER,EROS,SEDIM CONTROL PRM 43327 SOLICITOR PERMITS-BINGO,RAFFLE 43331 TAXI DRIVER 43333 FIRE PREVENTION 43335 FIRE PROTECTION 43335A FIRE PROTECTION INSPECTION 43336 REZONING 43338 PRECIOUS METAL PERMIT 43341 TOUR GUIDE PERMIT 43349 SITE PLAN REVIEW FEES 43405 GAS PERMITS 43406 GAS INSPECTION FEES Total

(2,000) $ (3,300) (6,700) (295) (2,500) (65,000) (800) (20,000) (700) (30,000) (55,000) (800) (2,000) (1,200) (1,020) (2,500) (1,200) (6,000) (100) (500) (17,000) (1,000) (10,000) (5,000) (234,615) $

(2,000) $ (750) (200) (50) (2,500) (58,000) (800) (5,000) (7,000) (3,000) (650) (1,000) (300) (1,000) (800) (3,200) (10,000) (1,000) (10,000) (5,000) (112,250) $

(2,082) $ (3,350) (6,700) (295) (4,460) (183,050) (3,200) (67,503) (900) (47,072) (900) (33,036) (1,300) (300) (10,300) (4,865) (3,130) (13,500) (4,220) (9,890) (330) (175) (500) (17,116) (8,750) (200) (1,200) (8,449) (9,023) (300) (446,096) $

(2,382) (4,652) (6,605) (417) (10,540) (80,843) (2,000) (31,783) (800) (22,944) (900) (26,948) (1,500) (4,100) (6,115) (2,840) (11,130) (9,359) (15,600) (345) (175) (500) (12,963) (400) (950) (650) (9,190) (8,296) (200) (275,127)

0.0% 366.7% 3250.0% 500.0% 60.0% 20.7% 275.0% 100.0% N/A 42.9% N/A 66.7% 53.8% N/A 150.0% 566.7% N/A 400.0% 25.0% 25.0% N/A N/A N/A 72.0% N/A 0.0% N/A N/A 0.0% 80.0% N/A 53.7%

(2,000) $ (3,500) (6,700) (300) (4,000) (70,000) (3,000) (10,000) (700) (10,000) (500) (5,000) (1,000) (2,500) (2,000) (2,000) (5,000) (1,000) (4,000) (200) (175) (500) (17,200) (1,000) (1,000) (10,000) (9,000) (300) (172,575) $

11.1%

G-1

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0010140 0010140

45101 45102

Fines COURT FINES AND FORFEITURES PARKING FINES Total

0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150 0010150

Use of Money and Property 47201 RENT - GENERAL PROPERTY 47201A RENT- LONGHILL PROPERTY 47201B RENT- CITY SQUARE - LOTS 1,2,3 47202 RENT - COMMUNITY BLDG. 47203 RENT- MUNICIPAL CENTER 47204 RENT - PARKING FEES PGPG 47205 SALE OF SURPLUS EQUIPMENT 47207 RENT - TRANSPORTATION CENTER 47207A COMMISSIONS-TRAIN STATION 47208 RENT - STRYKER CENTER 47208A STRYKER CENTER ROOM RENTALS 47213 RENT-210A STRAWBERRY PLAINS 47214 RENT - 743 SCOTLAND STREET 47215 RENT-TRIANGLE BLDG 47300 INTEREST - LEASES Total

0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010161 0010160

400302 400303 400304 400305 400306 400307 400308 400309 400310 400311 400603 400604 400605 48103

Charges for Services TENNIS FEES WALLER MILL PARK RENTALS WALLER MILL PARK ENTRANCE FEES VENDING MACHINES CLASSES ATHLETICS MISCELLANEOUS WALLER MILL DOG PARK FEES WALLER MILL PARK PROGRAMS WALLER MILL PARK RETAIL SALES SALE OF CEMETERY LOTS GRAVE OPENINGS GRAVE STONE FOUNDATIONS SHERIFFS FEES Total

0010189 0010189 0010189 0010189 0010189 0010189 0010189 0010189 0010189

410902 410905 410910 410916 410919 410921 410922 410925 410930

Miscellaneous PMTS IN LIEU OF TAXES,LOC,ENTI EMS RECOVERY FEES EMERGENCY SVCS AGREEMENT OTHER ROYALTIES FISCAL AGENT FEES CREDIT CARD FEES PORT ANNE MTCE FEES DEBT SET-OFF ADM FEES Total

0010220 0010220 0010220

Non-Categorical Aid 420107 ROLLING STOCK TAXES 420108 RENTAL CAR TAXES 420110 SKILL GAMES GAMBLING TAX Total

0010230 0010230 0010230

Shared Cost 430300 COMMISSIONER OF REVENUE 430400 TREASURER 430600 REGISTRAR/ELECTORAL BOARD Total

0010240 0010240 0010240 0010240 0010240 0010240 0010240 0010240

440401 440402 440406 440410 440411 440413 440414 440416

Categorical Aid 599 FUNDS EMERGENCY SERVICES GRANTS-CD STREET & SIDEWALKS ASSET FORFEITURE PROCEEDS LITTER PREVENTION & RECYCLING FEDERAL POLICE/FIRE GRANTS FEMA SAFER GRANT FEMA REIMBURSEMENT

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget

(140,000) $ (80,000) (220,000) $

(150,000) $ (60,000) (210,000) $

(108,493) $ (78,823) (187,316) $

(138,411) (62,546) (200,957)

-6.7% 33.3% 4.8%

(37,000) (15,000) (54,710) (75,000) (15,000) (330,000) (20,000) (93,160) - $ (5,000) (6,000) (6,000) (140,000) (796,870) $

(50,340) (12,768) (103,555) (70,000) (17,000) (325,000) (20,000) (88,000) - $ (1,800) (6,000) (6,000) (150,000) (850,463) $

(50,340) (12,768) (103,555) (70,000) (17,000) (335,000) (20,000) (79,688) - $ (5,000) (6,000) (6,000) (156,800) (862,151) $

(24,372) (12,368) (59,632) (76,671) (18,417) (308,232) (34,740) (88,998) (2,241) $ (532) (6,000) (6,000) (150,104) (37,241) (825,547) $

(10,650) (9,591) (56,083) (89,686) (14,470) (331,397) (11,402) (101,557) (1,758) (3,360) (6,065) (5,750) (132,044) (26,877) (800,689)

-26.5% 17.5% -47.2% 7.1% -11.8% -1.5% 0.0% 16.9% N/A 0.0% N/A 0.0% 0.0% -10.7% N/A -7.6%

$ $

(15,000) (92,000) (50,000) (550) (8,500) (130,000) (57,000) (7,500) (7,500) (14,000) (30,000) (40,000) (2,500) (2,500) $ (457,050) $

(15,000) (90,000) (50,000) (400) (10,000) (130,000) (55,000) (6,000) (8,000) (14,000) (29,000) (40,000) (3,000) (2,500) $ (452,900) $

(15,000) (90,000) (50,000) (400) (7,000) (130,000) (55,000) (7,500) (6,000) (14,000) (25,000) (30,000) (2,225) (1,300) $ (433,425) $

(11,237) (93,901) (43,587) (491) (8,219) (104,939) (72,974) (5,520) (7,146) (11,270) (29,408) (42,100) (7,125) (1,954) $ (439,871) $

(12,081) (89,019) (53,435) (265) (78,336) (47,374) (6,801) (8,256) (9,951) (42,368) (42,350) (1,175) (1,366) (392,776)

0.0% 2.2% 0.0% 37.5% 21.4% 0.0% 3.6% 0.0% 25.0% 0.0% 20.0% 33.3% 12.4% 92.3% 5.5%

(160,000) (700,000) (185,710) (50,000) (25,000) (5,000) $ (9,000) (2,000) (1,136,710) $

(150,000) (700,000) (185,700) (50,000) (276,700) - $ (8,800) (5,000) (1,376,200) $

(140,000) (700,000) (214,950) (40,000) (276,700) - $ (8,000) (1,379,650) $

(174,854) (608,981) (175,049) (62,599) (180) (24,668) (1,307) $ (8,265) (6,128) (1,062,030) $

(169,775) (635,065) (214,950) (90,261) (58) (26,838) (7,959) (690) (1,145,596)

14.3% 0.0% -13.6% 25.0% N/A -91.0%

(15,000) (52,000) $ (67,000) $

(14,000) (52,000) $ (66,000) $

(11,000) (52,000) $ (63,000) $

(20,134) (51,305) $ (71,439) $

(11,772) (52,120) (432) (64,324)

36.4% 0.0% N/A 6.3%

(130,000) $ (18,000) (65,000) (213,000) $

(95,000) $ (65,000) (160,000) $

(123,253) $ (19,958) (66,084) (209,295) $

(94,625) (19,132) (65,092) (178,849)

36.8% N/A 0.0% 33.1%

(500,000) $ (30,000) (2,585,000) (8,000) (38,165) -

(480,100) $ (30,000) (2,463,320) (13,800) (43,000) (163,300) -

(415,176) $ (30,000) (2,167,610) (8,000) (133,000) (43,000) -

(456,468) $ (30,000) (2,258,841) (11,000) (224,077) (301,583) (137,421)

(415,214) (30,000) (1,956,720) (1,023) (7,981) (21,274) (132,305) -

20.4% 0.0% 19.3% N/A 0.0% -71.3% -100.0% N/A

$ $

12.5% -17.6%

G-2

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0010240 0010240

440421 COVID RELIEF MUNICIPAL UTILITY 440480 MISC STATE GRANT Total

0010410 0010410 0010410 0010410 0010410 0010410

450500 450600 450750 450755 450800 450900

0010510 0010510

44500 44545

Other Categorical Aid ENTERPRISE FUND-OVERHEAD ARTS COMMISSION WHF GRANT HOME FIRST SENTARA GRANT OVERTIME/POLICE SERVICES OVERTIME/FIRE SERVICES Total Transfers TRANSFER FROM FUND BALANCE TRANSFER FROM ARPA FUND

Proposed FY 2025

(3,161,165) $

(3,193,520) $

(2,796,786) $

(4,950) (3,424,339) $

Proposed FY 25 % over FY24 Budget (20,231) N/A (17,206) N/A (2,601,954) 13.0%

(1,400,000) (84,000) $ (285,500) (100,000) (95,000) (25,000) (1,989,500) $

(1,380,000) (84,000) $ (283,500) (72,000) (20,000) (1,839,500) $

(1,150,000) (84,000) $ (275,000) (52,000) (34,000) (1,595,000) $

(1,384,427) (84,000) $ (275,000) (93,344) (16,995) (1,853,766) $

(1,148,844) (84,000) (493,274) (83,775) (25,860) (1,835,754)

21.7% 0.0% 3.8% N/A 82.7% -26.5% 24.7%

(106,000) - $

- $

(5,527,208) $

(12,892,454)

N/A N/A

(106,000)

(5,527,208)

(12,892,454)

N/A

Total Total Revenue Expenditures 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101 0011101

City Council 51001 SALARIES & WAGES 52001 FICA 52005 HOSPITALIZATION 53002 PROFESSIONAL SERVICE- AUDIT 53007 ADVERTISING 53008A SPECIAL EVENTS 55201 POSTAGE 55401 OFFICE SUPPLIES 55411 BOOKS & SUBSCRIPTIONS 55413 OTHER OPERATING SUPPLIES 55501 TRAVEL -MILEAGE 55504 TRAVEL -CONVENTION & EDUCATION 55801 DUES & ASSOCIATION MEMBERSHIPS 55869 MAYORS CONTINGENCY 55893 CITIZEN SURVEY Total

0011102 0011102 0011102 0011102 0011102 0011102

52016 53006 55401 55413 55504 55801

0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201 0011201

51001 51003 52001 52002 52005 52006 52011 52013 53002 53004 530041 53006 53007 55201 55203 55304 55401 554081 554083 55411 55413 55504 55801

Clerk of Council TRAINING ORDINANCES OFFICE SUPPLIES OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS Total City Manager SALARIES & WAGES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE CAR ALLOWANCE EDUCATION ASSISTANCE PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS PRINTING ADVERTISING POSTAGE TELECOMMUNICATION OTHER PROPERTY OFFICE SUPPLIES CAR & TRUCK SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS

Proposed Actuals FY 2024

$ (50,823,255) $

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

(47,741,279) $

(46,535,900) $

(51,314,079) $

(53,614,907)

9.2%

38,400 $ 2,938 83,300 80,000 30,000 5,000 3,000 5,000 23,000 2,000 272,638 $

38,400 $ 2,938 83,288 78,000 30,000 3,000 4,480 3,000 375 8,000 23,000 2,000 20,000 296,481 $

38,400 $ 2,938 83,288 78,000 30,000 3,000 3,000 3,000 23,000 2,000 20,000 286,626 $

38,400 $ 1,970 43,174 63,700 378 23,860 5,408 47 2,595 1,205 14,762 3,750 199,249 $

38,400 1,894 41,644 61,850 5,912 6,511 2,700 2,609 56 2,237 12,952 176,765

0.0% 0.0% 0.0% 2.6% N/A 0.0% 66.7% N/A N/A 0.0% N/A 66.7% 0.0% 0.0% -100.0%

- $ - $

2,000 $ 2,500 50 700 5,250 $

- $ - $

- $ 2,416 14 149 328 2,908 $

7,731 187 363 769 9,051

N/A N/A N/A N/A N/A N/A

772,153 $ 60,664 159,980 39,918 10,347 14,400 5,250 145,000 1,200 1,000 1,000 15,885 3,000 65,000 30,000 20,000

695,431 $ 3,000 52,958 118,377 39,918 9,276 8,300 5,000 165,000 1,000 1,000 15,500 6,400 600 2,500 3,000 50,000 50,000 18,000

695,431 $ 15,000 52,958 118,377 39,918 9,276 8,300 5,000 140,000 1,000 1,000 1,000 10,000 2,000 30,000 20,000 18,000

684,635 $ 2,561 48,624 114,437 46,467 8,790 14,428 7,897 92,129 2,119 768 415 13,778 377 124 320 2,953 77,463 27,930 19,712

559,716 8,105 40,353 82,284 26,673 6,993 7,228 2,646 49,365 45 1,880 850 547 8,727 7 629 3,474 28,445 20,312 18,580

11.0% -100.0% 14.6% 35.1% 0.0% 11.5% 73.5% 5.0% 3.6% N/A N/A 20.0% 0.0% 0.0% 58.9% N/A N/A N/A N/A 50.0% 116.7% 50.0% 11.1%

G-3

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0011201 0011201

55869 57002

0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202 0011202

Nondepartmental 52010 WORKERS COMPENSATION 55301 BOILER INSURANCE 55302 FIRE INSURANCE 55305 MOTOR VEHICLE INSURANCE 55306 SURETY BONDS 55307 PUBLIC OFFICIAL LIABILITY 55308 GENERAL LIABILITY 55604 OTHER PMT OR CONTRIB TO CIVIC 55869 CONTINGENCY 55871 CONTINGENCY HEALTHCARE 55872 CREDIT CARD FEES 55873A HEALTHCARE CONTINGENCY 55873B PERSONNEL CONTINGENCY 55873D PAY CONTINGENCY - ESSENTIAL 55874 LINE OF DUTY ACT 55875 ECONOMIC DEVELOP. CONTINGENCY 55876 CONTRIBUTION EDA TAX INCENTIVE 55895 PROMOTIONAL CITY VIDEO 55897 EMERGENCY SUPPLIES/SERVICES 55897A COVID-19 VACCINE CLINIC 55898B COVID MUNICIPAL UTILITY RELIEF Total

0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203 0011203

Economic Development 51001 SALARIES 51003 SALARIES-PART TIME 52001 FICA 52002 RETIREMENT-VRS 52005 HOSPITALIZATION 52006 GROUP INSURANCE 52016 TRAINING 53002 PROFESSIONAL SERVICES 53006 PRINTING 53007 ADVERTISING 53009A EXISTING BUSINESS PROGRAMS 55203 TELECOMMUNICATION 55413 OTHER OPERATING SUPPLIES 55502 TRAVEL-BUSINESS RECRUITMENT 55504 TRAVEL -CONVENTION & EDUCATION 55801 DUES & ASSOCIATION MEMBERSHIPS Total

0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204 0011204

City Attorney 51001 SALARIES 51003 PART-TIME SALARIES 52001 FICA 52002 RETIREMENT (VRS) 52005 HOSPITALIZATION 52006 GROUP INSURANCE 53002 CITY ATTORNEY-RETAINER 530043 MAINTENANCE-OFFICE EQUIPMENT 53005B OTHER LEGAL FEES 55201 POSTAGE 55401 OFFICE SUPPLIES 55411 BOOKS & SUBSCRIPTIONS 55413 OTHER OPERATING SUPPLIES 55501 TRAVEL -MILEAGE 55504 TRAVEL -CONVENTION & EDUCATION 55801 DUES & ASSOCIATION MEMBERSHIPS 57002 FURNITURE & FIXTURES Total

0011205 0011205 0011205 0011205 0011205

51001 52001 52002 52005 52006

CONTINGENCY FURNITURE & FIXTURES Total

Human Resources SALARIES FICA RETIREMENT (VRS) HOSPITALIZATION GROUP INSURANCE

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget N/A N/A

1,344,797 $

5,000 1,250,260 $

1,167,260 $

1,415 225 1,167,565 $

922 53 867,833

250,000 $ 3,160 97,000 62,600 2,430 46,000 19,000 305,221 63,000 66,000 623,200 79,150 110,000 150,000 1,876,761 $

250,000 $ 3,000 92,325 59,600 1,400 44,000 18,000 450,000 75,000 252,400 940,394 67,000 110,000 120,000 15,725 3,400 2,502,244 $

250,000 $ 3,000 60,000 53,000 1,400 45,000 16,000 450,000 75,000 252,400 1,233,378 70,000 110,000 241,400 2,860,578 $

234,192 $ 2,994 57,987 50,741 1,361 44,710 15,398 12,384 70,653 56,593 110,000 19,612 5,400 4,607 686,632 $

205,810 2,835 51,435 48,484 1,361 37,304 15,219 10,000 66,598 70,473 88,811 62,501 110,000 71,043 3,779 16,971 20,231 882,856

0.0% 5.3% 61.7% 18.1% 73.6% 2.2% 18.8% N/A -32.2% N/A -12.0% -100.0% -49.5% N/A 13.1% 0.0% -37.9% N/A N/A N/A N/A

192,780 $ 15,014 38,220 24,133 2,583 2,100 37,000 2,000 5,000 4,000 6,000 7,000 8,000 3,625 347,455 $

180,000 $ 13,770 30,780 24,133 2,412 2,400 15,000 2,000 5,000 4,000 12,500 7,000 8,000 4,000 310,995 $

162,356 $ 4,145 12,447 27,833 20,509 2,078 894 5,726 300 1,907 3,298 3,097 4,842 2,177 3,949 1,966 257,523 $

87,908 4,653 6,847 11,984 13,591 991 150 11,916 888 1,226 1,691 7,012 1,323 2,754 3,212 156,146

7.1% N/A 9.0% 24.2% 0.0% 7.1% -12.5% 146.7% N/A 0.0% 0.0% 0.0% -52.0% 0.0% 0.0% -9.4%

284,946 $ 37,081 25,043 56,682 22,520 3,818 2,100 3,000 300 6,500 1,500 2,000 4,000 2,000 2,500 453,990 $

262,717 $ 32,000 22,419 44,641 22,520 3,498 2,100 1,500 300 400 6,500 1,500 1,200 3,500 2,000 2,500 409,295 $

262,717 $ 32,000 22,419 44,641 22,520 3,498 2,100 1,500 300 6,500 1,500 600 3,500 2,000 2,500 408,295 $

171,961 $ 32,387 14,456 28,396 22,519 2,225 50,504 (2,158) 250 137 121 5,409 3,285 459 2,780 1,205 333,937 $

161,628 33,487 13,847 23,296 19,170 2,020 51,504 (1,842) 1,267 176 5,014 924 418 2,454 1,105 314,467

8.5% 15.9% 11.7% 27.0% 0.0% 9.1% N/A 0.0% 100.0% 0.0% N/A 0.0% 0.0% 233.3% 14.3% 0.0% 0.0%

89,429 $ 7,286 21,928 22,519 1,198

94,555 $ 6,388 14,279 22,519 1,119

86,236 $ 6,261 14,986 22,519 1,119

74,308 5,357 11,054 19,170 911

-5.4% 14.1% 53.6% 0.0% 7.1%

G-4

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0011205 0011205 0011205 0011205 0011205 0011205

52016 55801 55880 55890 55894 55896

0011206 0011206 0011206 0011206 0011206 0011206 0011206 0011206 0011206

Triangle Building Management 53003 TRASH REMOVAL 530042 MAINTENANCE-BLDG 53005 SERVICE CONTRACTS 53033 EXTERMINATING CONTRACT 55101 ELECTRICITY 55103 WATER/SEWER 55301A INSURANCE 55413 OTHER OPERATING SUPPLIES 55651 REAL ESTATE TAXES Total

0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209 0011209

51001 51003 52001 52002 52005 52006 52013 52016 53002 53006 55201 55203 55411 55413 55501 55504 55801 57002

Commissioner of the Revenue SALARIES & WAGES PARTTIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE EDUCATION ASSISTANCE TRAINING PROFESSIONAL SERVICES PRINTING POSTAGE TELECOMMUNICATION BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS FURNITURE & FIXTURES Total

0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210 0011210

51001 52001 52002 52005 52006 53002 53006 53007 55201 55203 554081 554083 55413 55504 55801 57002 57007

City Assessor SALARIES & WAGES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE PROFESSIONAL SERVICES PRINTING ADVERTISING POSTAGE TELECOMMUNICATION CAR & TRUCK SUPPLIES GAS & OIL OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS FURNITURE & FIXTURES ADP EQUIPMENT Total

0011213 0011213 0011213 0011213 0011213 0011213 0011213 0011213 0011213 0011213

51001 52001 52002 52005 52006 53006 55201 55203 55413 55801

Treasurer SALARIES & WAGES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE PRINTING POSTAGE TELECOMMUNICATION OTHER OPERATING SUPPLIES DUES & ASSOCIATION MEMBERSHIPS Total

TRAINING DUES & ASSOCIATION MEMBERSHIPS QUEST RETIREE HEALTH SUPPLEMENT EMPLOYEE OMBUDSMAN HEALTH & WELLNESS PROGRAM Total

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 175.0% 0.0% 0.0% N/A 0.0% 0.0%

5,500 500 8,000 8,000 20,000 184,360 $

2,000 500 8,000 3,333 8,000 20,000 180,693 $

2,000 500 8,000 8,000 20,000 177,360 $

4,825 542 11,981 8,000 25,549 182,020 $

1,305 319 4,463 8,000 4,884 129,771

15,000 $ 15,000 2,000 12,000 13,000 11,000 68,000 $

8,600 $ 15,000 2,000 1,000 8,348 3,000 10,500 48,448 $

8,600 $ 15,000 2,000 8,000 3,000 10,500 47,100 $

8,682 $ 15,522 4,637 14,867 4,709 133 4,744 53,295 $

10,115 8,676 8,175 3,662 1,890 54 9,688 42,260

74.4% 0.0% 0.0% N/A 50.0% 333.3% N/A N/A 4.8%

220,871 $ 17,828 51,987 45,447 2,960 3,500 6,000 3,700 4,000 4,000 1,000 3,000 300 3,000 1,500 369,093 $

254,091 $ 19,372 43,302 54,146 3,393 5,250 4,000 11,500 3,000 4,200 4,000 1,000 3,000 300 3,000 1,000 414,554 $

255,870 $ 497 18,642 42,035 56,151 3,179 3,113 2,946 3,863 3,734 3,643 140 3,423 133 3,130 1,395 401,893 $

225,817 15,899 29,961 55,296 2,528 2,500 1,900 2,272 2,949 3,658 791 13,529 300 2,535 645 1,974 362,554

-13.1% N/A -8.0% 20.1% -16.1% -12.8% -100.0% -12.5% -47.8% 23.3% -4.8% 0.0% 0.0% 0.0% 0.0% 0.0% 50.0% N/A

199,340 $ 15,250 35,921 22,519 2,671 11,754 1,400 150 3,100 7,700 180 5,864 590 306,439 $

186,126 $ 14,239 31,827 22,519 2,494 15,700 1,400 150 2,850 3,850 20 1,300 4,900 700 288,075 $

186,126 $ 14,239 31,827 22,519 2,494 15,700 1,400 150 2,850 3,850 1,300 4,900 700 288,055 $

166,965 $ 12,210 28,023 34,247 2,210 19,442 3,842 3,397 3,015 70 4,029 1,956 510 1,753 281,668 $

165,901 12,361 24,062 20,454 2,063 16,453 1,082 2,253 3,562 1,222 1,571 395 1,122 252,502

7.1% 7.1% 12.9% 0.0% 7.1% -25.1% 0.0% 0.0% 8.8% 100.0% N/A N/A -86.2% 19.7% -15.7% N/A N/A

- $ - $

55,550 $ 4,208 9,405 15,717 737 250 2,910 800 89,577 $

52,498 $ 3,718 8,621 14,407 676 93 504 2,729 604 400 84,250 $

44,288 3,089 6,059 12,140 526 158 2,744 1,605 375 70,984

-100.0% -100.0% -100.0% -100.0% -100.0% N/A -100.0% -100.0% -100.0% N/A

G-5

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214 0011214

51001 51003 52001 52002 52005 52006 52013 52016 53002 53006 53007 55201 55203 554081 554083 55411 55413 55504 55801 57002

Finance SALARIES & WAGES PARTTIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE EDUCATION ASSISTANCE TRAINING PROFESSIONAL SERVICES PRINTING ADVERTISING POSTAGE TELECOMMUNICATION CAR & TRUCK SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS FURNITURE & FIXTURES Total

0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221 0011221

51001 51002 52001 52002 52005 52006 52016 53004 530041 530042 53005 53008 55101 55102 55203 55204 55405 55407 554081 554082 554083 55410 55413 57005

City Shop SALARIES & WAGES SALARIES & WAGES OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, SERVICE CONTRACTS LAUNDRY & DRY CLEANING ELECTRICITY HEATING TELECOMMUNICATION RADIO LAUNDRY, HOUSEKEEPING, JANITOR REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES TIRES GAS & OIL UNIFORMS & APPAREL OTHER OPERATING SUPPLIES MOTOR VEHICLES & EQUIPMENT Total

0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301 0011301

51001 51003 52001 530043 53006 53007 55201 55401 55402 55411 55413 55501 55504 55801

Electoral Board SALARIES & WAGES SALARIES-PART TIME FICA MAINTENANCE, VOTING MACHINE PRINTING ADVERTISING POSTAGE OFFICE SUPPLIES FOOD SUPPLIES, FOOD SERV SUPP BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS Total

0011302 0011302 0011302 0011302

51001 51003 52001 52002

Registar SALARIES & WAGES PARTTIME SALARIES FICA RETIREMENT [VRS]

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget

961,949 $ 74,712 188,020 132,358 12,890 10,000 5,185 9,620 7,450 5,919 300 300 900 13,800 15,000 2,425 2,000 1,442,828 $

755,928 $ 300,000 74,700 129,376 110,000 10,138 12,000 10,000 11,000 9,000 4,000 300 300 700 18,000 10,000 2,100 2,000 1,459,542 $

757,627 $ 9,500 57,879 129,376 141,046 10,138 12,000 10,000 11,000 9,000 6,000 300 300 15,770 6,000 15,000 2,100 5,000 1,198,036 $

726,858 $ 111,423 57,350 118,539 106,320 9,028 9,477 35,722 12,962 2,126 5,566 1,723 145 30 24,578 7,818 2,165 11,638 1,243,466 $

733,155 54,527 106,393 96,154 9,026 3,330 947 6,193 13,242 7,701 3,755 80 417 140 5,088 11,524 978 1,052,651

27.0% -100.0% 29.1% 45.3% -6.2% 27.1% N/A -16.7% -48.2% -12.5% N/A -17.2% -1.4% 0.0% 0.0% -94.3% 130.0% 0.0% 15.5% -60.0%

217,985 $ 770 16,848 41,531 17,388 2,921 500 1,000 4,200 8,000 8,000 16,000 8,500 1,600 350 130 5,000 25,000 4,500 800 600 5,000 386,623 $

177,800 $ 770 13,541 30,267 17,388 2,372 500 6,000 4,200 9,000 7,000 18,000 8,500 1,600 350 130 5,000 25,000 9,300 500 520 3,100 340,838 $

177,800 $ 770 13,541 30,267 17,388 2,372 500 950 4,200 6,000 7,000 12,000 6,000 1,600 350 130 4,700 21,700 3,100 500 520 3,100 314,488 $

158,248 $ 11,924 26,353 16,206 2,053 23,847 525 7,400 8,698 15,451 8,438 1,527 336 350 7,997 24,524 4,478 941 1,270 9,601 330,168 $

127,926 227 9,734 18,003 7,447 1,563 1,260 527 5,458 5,868 8,403 11,305 6,706 1,497 336 165 2,238 2,481 21,003 2,722 641 636 5,793 241,940

22.6% 0.0% 24.4% 37.2% 0.0% 23.1% 0.0% 5.3% N/A 0.0% 33.3% 14.3% 33.3% 41.7% 0.0% 0.0% 0.0% N/A 6.4% 15.2% 45.2% 60.0% 15.4% 61.3%

7,562 $ 16,000 578 17,000 6,800 250 300 1,400 350 3,000 225 53,465 $

7,317 $ 24,000 2,396 20,000 11,000 250 150 2,100 350 300 3,000 225 71,088 $

7,289 $ 5,760 558 9,742 2,423 446 64 330 562 28 4,799 43 3,020 200 35,261 $

6,969 4,655 533 16,098 3,180 23 820 72 50 2,457 180 35,037

3.3% -33.3% -75.9% -15.0% -38.2% 0.0% 100.0% N/A -33.3% N/A 0.0% -100.0% 0.0% 0.0%

134,493 $ 25,500 10,384 25,486

121,392 $ 18,000 9,286 20,758

124,642 $ 5,925 9,588 21,064

121,323 5,202 9,253 17,459

10.8% 41.7% 11.8% 22.8%

G-6

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302 0011302

52005 52006 53006 53007 55201 55203 55401 55411 55413 55501 55504 55801 55898 57002 58002

HOSPITALIZATION GROUP INSURANCE PRINTING ADVERTISING POSTAGE TELECOMMUNICATION OFFICE SUPPLIES BOOKS & SUBSCRIPTIONS OTHER SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS CARES ACT EXPENDITURES FURNITURE & FIXTURES LEASE/RENT OF BUILDINGS Total

0012100

55899

J/A-COURTHOUSE

0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101 0013101

Police 51001 SALARIES & WAGES 51002 OVERTIME 51003 PART-TIME WAGES 51006 DISCRETIONARY LEAVE 51009 COMPENSATION-OFF DUTY POLICE 52001 FICA 52002 RETIREMENT [VRS] 52005 HOSPITALIZATION 52006 GROUP INSURANCE 52012 CLOTHING ALLOWANCE 52013 EDUCATION ASSISTANCE 52016 TRAINING 53001 PROFESSIONAL HEALTH SERVICES 53002 PROFESSIONAL SERVICES 53003 PROFESSIONAL SERVICES OTHER 530041 MAINTENANCE, CARS & TRUCKS 530042 MAINTENANCE, BUILDINGS 530043 MAINTENANCE, OFFICE EQUIPMENT 53004V ABANDONED VEHICLES 53005 MAINTENANCE, SERVICE CONTRACTS 53007 ADVERTISING 53033 EXTERMINATING CONTRACT 53055 INS RECOVERY, REPAIR & REPLACE 53099 DETECTIVE FUNDS 55101 ELECTRICITY 55102 HEATING 55201 POSTAGE 55203 TELECOMMUNICATION 55204 RADIO 55401 OFFICE SUPPLIES 55405 LAUNDRY, HOUSEKEEPING, JANITOR 55407 REPAIR & MAINTENANCE SUPPLIES 554081 CAR & TRUCK SUPPLIES 554083 GAS & OIL 55409 POLICE SUPPLIES 55410 UNIFORMS & APPAREL 55411 BOOKS & SUBSCRIPTIONS 55413 OTHER OPERATING SUPPLIES 55416 AMMUNITION 55417 TACTICAL TEAM 55418 FORENSICS 55504 TRAVEL -CONVENTION & EDUCATION 55504A TRAVEL-EXTRADITION OF PRISONER 55801 DUES & ASSOCIATION MEMBERSHIPS 57002 FURNITURE & FIXTURES 57005 MOTOR VEHICLES & EQUIPMENT Total

0013102

53002

0013103 0013103

51001 51003

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 0.0% 10.8% 50.0% -33.3% -24.0% 21.6% N/A 100.0% -25.0% 0.0% 0.0% 0.0% N/A 133.3% 11.1%

22,519 1,802 3,000 600 9,500 6,225 1,100 4,500 100 6,200 550 7,000 500 259,459 $

22,519 1,627 2,000 900 12,500 5,120 550 6,000 100 6,200 550 3,000 450 230,952 $

31,219 1,623 414 797 3,516 236 215 8,531 315 7,213 545 577 3,203 150 219,773 $

26,617 1,487 944 7,907 2,860 396 2,110 5,045 828 176 150 201,759

700,000 $

670,000 $

572,862 $

482,442

4.5%

3,349,662 $ 200,000 75,000 70,000 259,701 656,928 530,382 44,751 8,000 8,000 60,000 45,000 6,500 40,000 3,000 500 300 150,000 1,500 400 15,000 26,000 2,500 2,500 85,000 35,000 500 500 22,000 100,000 55,000 60,000 1,000 30,000 20,000 4,000 12,000 1,000 4,500 3,000 3,000 5,992,124 $

3,130,573 $ 200,000 60,300 75,000 70,000 243,628 534,075 530,506 41,851 8,000 8,000 60,000 25,000 6,500 40,000 3,000 500 300 150,000 1,500 400 12,000 26,000 2,330 2,500 84,000 35,000 500 500 18,000 95,000 55,000 50,000 1,000 25,000 17,000 4,000 12,000 1,000 4,300 3,000 3,000 5,640,263 $

2,828,442 $ 192,810 8,237 84,857 134,708 240,688 467,972 519,874 36,711 4,563 1,273 90,113 15,405 4,132 60 29,063 594 133,005 5,651 735 10,711 12,242 2,987 1,796 87,760 20,400 959 209 615 18,738 85,732 45,217 58,462 159 32,146 16,009 5,635 9,304 9,409 4,961 1,710 2,628 5,226,681 $

2,646,645 192,026 3,339 73,821 121,235 224,202 366,747 444,923 31,850 5,610 3,803 51,031 17,718 9,159 140 45,268 2,475 106,264 541 425 9,334 12,813 2,531 2,108 72,820 33,361 118 436 20,388 84,646 110,428 44,022 318 29,739 14,448 138 1,918 15,399 569 2,648 1,670 4,807,074

7.0% 0.0% -100.0% 0.0% 0.0% 6.6% 23.0% 0.0% 6.9% 0.0% 0.0% 0.0% 80.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 25.0% 0.0% 7.3% 0.0% 1.2% 0.0% N/A 0.0% 0.0% 22.2% 5.3% 0.0% 20.0% 0.0% 20.0% 17.6% N/A 0.0% 0.0% 0.0% 4.7% 0.0% 0.0%

YORK CONTRACT

683,120 $

653,700 $

622,566 $

592,920

4.5%

Parking Garage SALARIES PART-TIME WAGES

163,696 $

70,000 $

72,960 $

2,322 46,121 $

203 50,231

N/A 124.4%

G-7

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0013103 0013103 0013103 0013103 0013103 0013103 0013103

52001 FICA 53002 ARMORED TRANSPORT 53005D MAINTENANCE-GARAGE EQUIPMENT 53008 LAUNDRY & DRY CLEANING 55101 ELECTRICITY 55203 TELEPHONE 55407 SUPPLIES Total

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 124.4% N/A 0.0% 0.0% 0.0% 0.0% 60.0%

12,523 5,000 2,360 29,000 1,800 16,000 230,379 $

5,581 5,000 2,360 29,000 1,800 10,000 123,741 $

5,581 5,000 2,360 29,000 1,800 10,000 126,701 $

3,706 3,011 16,765 1,254 16,704 1,172 9,818 100,872 $

3,858 4,952 16,397 1,275 9,782 86,698

3,054,743 $ 180,000 80,000 45,000 232,811 520,400 647,411 40,780 10,000 35,600 40,000 34,000 50,000 20,000 1,500 57,000 1,200 30,000 10,000 500 30,000 52,000 25,000 19,000 3,500 25,000 45,000 25,000 300 8,500 7,000 22,000 2,000 1,200 20,000 2,500 7,000 37,500 5,423,445 $

2,892,061 $ 183,463 5,555 88,326 42,174 238,852 457,657 594,605 35,861 8,973 32,097 18,604 29,091 42,221 11,136 1,356 38,877 70 387 4,326 335 20,399 51,148 13,276 4,856 2,719 27,514 63,422 24,749 138 8,809 6,594 17,093 2,367 881 13,106 191 4,332 44,300 5,031,918 $

2,786,693 141,402 73,525 36,418 224,124 381,520 525,305 33,133 6,882 46,361 15,894 29,673 66,450 16,489 1,493 35,657 710 12,064 2,815 170 30,104 49,586 2,348 3,433 3,679 23,756 48,724 14,501 252 17,458 5,482 18,168 1,119 748 4,639 15,521 325 1,919 20 25,112 4,703,674

8.9% 11.1% N/A 0.0% 0.0% 11.5% 26.2% 0.0% 9.0% 0.0% 12.4% 108.0% 0.0% 20.0% 0.0% 0.0% 38.6% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 19.3% 0.0% 68.9% 0.0% 20.0% 33.3% 0.0% 0.0% 17.6% 14.3% 9.1% 25.0% 0.0% N/A 0.0% 0.0% 57.1% N/A 0.0%

0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201 0013201

Fire 51001 SALARIES & WAGES 51002 SALARIES AND WAGES OVERTIME 51005 F.E.M.A. WAGES 51006 DISCRETIONARY LEAVE 51009 SPECIAL EVENTS 52001 FICA 52002 RETIREMENT [VRS] 52005 HOSPITALIZATION 52006 GROUP INSURANCE 52013 EDUCATION ASSISTANCE 52016 TRAINING 53001 PROFESSIONAL HEALTH SERVICES 53002 PROFESSIONAL SERVICES 530041 MAINTENANCE, CARS & TRUCKS 530042 MAINTENANCE, BUILDINGS 530044 MAINTENANCE, POWERED EQUIPMENT 53005 MAINTENANCE, SERVICE CONTRACTS 53007 ADVERTISING 53033 EXTERMINATING CONTRACT 55101 ELECTRICITY 55102 HEATING 55201 POSTAGE 55203 TELECOMMUNICATION 55204 RADIO 55402 FOOD SUPPLIES, FOOD SERV SUPP 55405 LAUNDRY, HOUSEKEEPING, JANITOR 55407 REPAIR & MAINTENANCE 554081 CAR & TRUCK SUPPLIES 554083 GAS & OIL 55410 UNIFORMS & APPAREL 55411 BOOKS & SUBSCRIPTIONS 55413 OTHER OPERATING SUPPLIES 55415 FIRE PREVENTION 55419 EMS SUPPLIES 55504 TRAVEL -CONVENTION & EDUCATION 55801 DUES & ASSOCIATION MEMBERSHIPS 55871 CONTINGENCY HEALTHCARE 57001 MACHINERY & EQUIPMENT 57002 FURNITURE & FIXTURES 57003 COMMUNICATIONS EQUIPMENT 57005A EQUIPMENT-EMS PROGRAMS 57006A EQUIPMENT-DOMINION ENRGY FUNDS Total

3,327,795 $ 200,000 80,000 45,000 259,518 656,928 647,411 44,432 10,000 40,000 83,200 34,000 60,000 20,000 1,500 79,000 1,200 30,000 10,000 500 30,000 62,025 25,000 32,100 3,500 30,000 60,000 25,000 300 10,000 8,000 24,000 2,500 1,200 20,000 2,500 11,000 37,500 6,015,109 $

0013301

53009

REGIONAL JAIL

1,396,255 $

1,194,350 $

960,121 $

1,019,915

16.9%

0013303

53009B JUVENILE DETENTION

106,129 $

89,673 $

59,436 $

52,764

18.4%

0013304

53009C GROUP HOME COMMISSION

45,000 $

42,266 $

21,800

0.0%

0013305

53009D COLONIAL COMM CORRECTIONS

33,691 $

27,000 $

27,191 $

24,574

24.8%

0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401

51001 51003 52001 52002 52005 52006 52016 53002 53004 530041

376,218 $ 29,218 73,505 8,688 5,041 2,500 500 300 500

375,293 $ 28,595 63,917 8,688 5,009 2,500 500

375,293 $ 28,595 63,917 8,688 5,009 2,500 500 300 500

305,757 $ 41,099 26,626 51,292 3,957 800 1,059

314,706 13,131 24,981 41,190 11,566 3,554 1,231 -

0.2% N/A 2.2% 15.0% 0.0% 0.6% 0.0% 0.0% 0.0% 0.0%

Codes Compliance SALARIES & WAGES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS

G-8

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401 0013401

530043 MAINTENANCE, OFFICE EQUIPMENT 53006 PRINTING 53007 ADVERTISING 53008C PUBLIC EDUCATION 55201 POSTAGE 55203 TELECOMMUNICATION 554081 CAR & TRUCK SUPPLIES 554083 GAS & OIL 55410 UNIFORMS & APPAREL 55411 BOOKS & SUBSCRIPTIONS 55413 OTHER OPERATING SUPPLIES 55415B ENFORCEMENT ACTION 55504 TRAVEL -CONVENTION & EDUCATION 55801 DUES & ASSOCIATION MEMBERSHIPS Total

0013501

53009

ANIMAL CONTROL

0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101 0014101

51001 52001 52002 52005 52006 52016 53002 530041 53007 55201 55203 554081 554083 55410 55413 55504 55801

Engineering SALARIES & WAGES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING PROFESSIONAL SERVICES MAINTENANCE, CARS & TRUCKS ADVERTISING POSTAGE TELECOMMUNICATION CAR & TRUCK SUPPLIES GAS & OIL UNIFORMS & APPAREL OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS Total

0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102 0014102

51001 51002 52001 52002 52005 52006 52016 530041 530042 530045 530046 53007 53008 55101 55203 55204 55407 554081 554083 554084 554085 55410 55413 55504 55801 57001 57008 58001

Streets SALARIES & WAGES SALARIES & WAGES OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, SIGNS & ST MRKNGS MAINTENANCE, TRAFFIC CONTROL ADVERTISING LAUNDRY & DRY CLEANING ELECTRICITY TELECOMMUNICATION RADIO REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES GAS & OIL POWERED EQUIPMENT AND SUPPLIES SIGNS & ST MARKINGS SUPPLIES UNIFORMS & APPAREL OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS MACHINERY & EQUIPMENT PEDESTRIAN IMPROVEMENTS LEASE/RENT OF EQUIPMENT Total

0014103 0014103 0014103

51001 51002 52001

Stormwater Management SALARIES SALARIES - OVERTIME FICA

Proposed FY 2025

100 500 200 400 500 6,000 1,000 3,500 1,540 1,500 2,000 5,000 2,500 550 521,760 $

500 200 200 400 5,400 1,000 3,500 1,200 1,500 2,000 5,000 1,500 550 507,452 $

100 500 200 400 800 7,500 1,000 2,500 1,200 1,500 2,000 5,000 2,500 550 511,052 $

137 201 5,202 328 4,165 615 1,275 1,251 450 806 506 445,528 $

Proposed FY 25 % over FY24 Budget 0.0% 502 0.0% 0.0% 0.0% 419 -37.5% 7,999 -20.0% 290 0.0% 3,211 40.0% 994 28.3% 1,267 0.0% 2,241 0.0% (950) 0.0% 1,418 0.0% 438 0.0% 428,187

45,000 $

18,900 $

18,900

0.0%

227,678 $ 18,020 48,909 8,700 3,051 2,000 8,000 500 300 5,000 1,500 2,000 500 3,500 1,200 500 331,358 $

214,710 $ 16,263 36,352 8,700 2,849 500 8,000 500 5,000 1,500 1,800 500 3,500 1,200 301,374 $

218,584 $ 16,742 36,352 8,700 2,849 490 780 1,151 4,108 347 1,790 623 1,024 293,539 $

203,689 15,579 29,062 10,197 2,524 4,710 1,171 1 5,959 1,117 1,881 480 172 43 276,584

6.0% 10.8% 34.5% 0.0% 7.1% 300.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 11.1% 0.0% 0.0% 0.0% N/A

380,043 $ 4,200 29,260 70,930 84,946 5,093 2,500 8,000 2,100 5,200 500 5,800 270,000 4,500 1,050 21,700 27,000 9,000 3,500 52,000 6,000 6,000 1,000 1,000,322 $

356,609 $ 4,200 27,281 60,980 76,246 4,779 1,000 8,000 2,100 5,200 500 5,800 250,000 6,000 1,050 21,700 25,000 11,000 3,500 52,000 6,000 6,000 1,000 935,945 $

356,609 $ 4,200 27,281 60,980 76,246 4,779 1,000 8,000 2,100 5,200 500 5,100 270,000 3,700 1,050 21,700 26,000 9,000 3,500 52,000 6,000 6,000 1,000 951,945 $

355,153 $ 1,049 26,130 59,125 79,935 4,537 460 12,348 730 22,348 5,729 262,951 4,014 1,008 3,601 16,068 24,919 1,384 7,535 3,513 49,336 345 (99) 540 7,589 950,250 $

368,316 6,314 27,008 52,369 98,763 4,454 70 7,385 9,915 5,570 5,795 220,879 3,357 1,008 12,461 16,093 24,229 8,532 3,121 52,665 93 4,166 5,463 938,028

6.6% 0.0% 7.3% 16.3% 11.4% 6.6% 150.0% 0.0% N/A 0.0% 0.0% 0.0% 13.7% 0.0% 21.6% 0.0% N/A 0.0% 3.8% N/A 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0%

145,977 $ 3,100 11,408

83,931 $ 3,100 6,421

91,402 $ 1,050 6,569

90,701 2,060 6,566

73.9% 0.0% 77.7%

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

G-9

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0014103 0014103 0014103 0014103 0014103 0014103

52002 52005 52006 554083 55413 57010

0014203 0014203 0014203 0014203 0014203 0014203 0014203

Solid Waste Management 53009 PURCH SVCS-JCSA-BULK WASTE 53031 GARBAGE COLLECTION 53032 RECYCLING PROGRAM 53033A HOUSEHOLD CHEMICALS 53034 COMPUTER RECYCLING 53035 GARBAGE DISPOSAL 55899A ADMINISTRATION FEE - VPSA Total

0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307 0014307

51001 51002 52001 52002 52005 52006 52016 530042 530044 53005 53008 53033 55101 55102 55203 55402 55405 55407 554081 554083 55410 55413 57001 57010

0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308 0014308

Information Technology 51001 SALARIES 51003 SALARIES - PART-TIME 52001 FICA 52002 RETIREMENT [VRS] 52005 HOSPITALIZATION 52006 GROUP INSURANCE 52016 TRAINING 530047 MAINTENANCE-PHONES 530048 HARDWARE MAINTENANCE 530049 MAINTENANCE-SOFTWARE 53004D MAINTENANCE-COMPUTERS 53004E MAINTENANCE-VIDEO EQUIPMENT 53004F MAINTENANCE-MAPPING SYSTEM 53004H MAINTENANCE-PRINTERS 53005C MTCE-COPIERS 53009 PURCHASED SERVICES-JCC 55203 TELECOMMUNICATIONS 55413 OTHER OPERATING SUPPLIES 55504 TRAVEL-CONFERENCES 55801 DUES & MEMBERSHIPS Total

0014309 0014309 0014309 0014309

51001 51002 51003 52001

RETIREMENT [VRS] HOSPITALIZATION GROUP LIFE INSURANCE GAS & OIL OTHER OPERATING SUPPLIES DRAINAGE MTCE Total

Building Facilites and Maint SALARIES & WAGES SALARIES-OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING MAINTENANCE, BUILDINGS MAINTENANCE-POWERED EQUIPMENT SERVICE CONTRACTS LAUNDRY & DRY CLEANING EXTERMINATING CONTRACT ELECTRICITY GAS-COMMUNITY CENTER TELECOMMUNICATION FOOD/COFFEE LAUNDRY, HOUSEKEEPING, JANITOR REPAIR & MAINTENANCE SUPPLIES CAR & TRUCK SUPPLIES GAS & OIL UNIFORMS & APPAREL OTHER OPERATING SUPPLIES MACHINERY & EQUIPMENT BUILDING Total

Landscaping SALARIES & WAGES SALARIES & WAGES OVERTIME PART-TIME SALARIES FICA

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 105.2% 27.9% 73.9% 0.0% 0.0% 0.0%

29,450 39,918 1,956 100 20,000 10,000 261,909 $

14,352 31,219 1,125 100 20,000 10,000 170,248 $

14,431 33,973 1,107 24 16,354 9,920 174,829 $

12,335 30,988 1,044 79 13,680 5,080 162,533

5,000 $ 612,000 304,403 24,822 3,501 40,000 31,000 1,020,726 $

5,000 $ 510,000 233,500 21,400 3,300 32,400 11,000 816,600 $

5,000 $ 530,300 233,500 21,400 3,300 32,400 11,000 836,900 $

4,520 $ 464,316 198,844 20,895 3,210 34,042 11,000 736,826 $

4,780 420,860 194,210 19,620 3,049 28,206 11,000 681,724

0.0% 15.4% 30.4% 16.0% 6.1% 23.5% 181.8%

143,550 $ 8,500 11,154 28,118 32,219 1,924 2,500 63,000 1,000 210,000 3,000 3,000 130,000 11,000 2,000 1,800 2,500 2,300 200 1,400 800 4,600 6,000 670,565 $

124,160 $ 7,210 9,442 21,106 31,219 1,654 3,050 60,800 1,000 210,000 3,000 3,000 125,000 10,300 2,000 1,800 2,000 2,300 200 1,200 600 4,600 5,300 630,941 $

124,160 $ 7,210 9,442 21,106 31,219 1,654 3,050 60,800 1,000 160,000 3,000 3,000 125,000 10,300 2,000 1,500 2,000 2,300 200 1,200 600 4,600 5,300 580,641 $

103,039 $ 5,332 7,910 17,043 26,869 1,319 52,894 1,432 206,086 3,511 2,225 130,258 14,831 2,390 1,702 4,092 1,967 281 1,260 702 5,717 380 7,057 598,300 $

139,685 9,887 11,175 19,320 19,170 1,678 94,893 150,792 2,627 2,625 98,009 10,232 2,176 1,450 925 2,178 164 1,184 580 2,567 5,078 576,394

15.6% 17.9% 18.1% 33.2% 3.2% 16.3% -18.0% 3.6% 0.0% 31.3% 0.0% 0.0% 4.0% 6.8% 0.0% 20.0% 25.0% 0.0% 0.0% 16.7% 33.3% 0.0% N/A 13.2%

592,203 $ 46,231 118,837 76,246 7,936 5,500 3,500 95,000 436,400 55,000 16,800 15,000 5,000 20,000 8,500 48,000 750 7,500 500 1,558,903 $

494,315 $ 37,648 82,636 53,727 6,475 5,500 3,500 49,500 358,000 55,000 14,500 15,000 5,000 20,000 8,500 45,500 750 4,000 500 1,260,051 $

447,921 $ 33,373 35,954 74,318 39,194 5,781 239 2,683 47,368 400,610 52,080 13,700 15,000 4,697 (600) 8,475 56,425 1,659 2,367 500 1,241,744 $

379,662 23,302 29,610 54,350 30,212 4,691 2,500 1,365 47,058 250,529 53,154 12,300 10,540 4,882 621 8,475 53,970 1,722 2,650 500 972,094

19.8% N/A 22.8% 43.8% 41.9% 22.6% 0.0% 0.0% 91.9% 21.9% 0.0% 15.9% 0.0% 0.0% 0.0% 0.0% 5.5% 0.0% 87.5% 0.0%

305,895 $ 4,500 4,000 25,490

174,436 $ 3,500 4,000 13,618

252,235 $ 4,193 2,063 18,518

299,044 3,793 5,633 21,806

75.4% 28.6% 0.0% 87.2%

G-10

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

Proposed FY 2025

0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309 0014309

52002 RETIREMENT [VRS] 52005 HOSPITALIZATION 52006 GROUP INSURANCE 52013 EDUCATION ASSISTANCE 52016 TRAINING 53002 PROFESSIONAL SERVICES 53004 REPAIR & MAINTENANCE 530041 MAINTENANCE, CARS & TRUCKS 53007 ADVERTISING 53008 LAUNDRY & DRY CLEANING 55203 TELECOMMUNICATION 55204 RADIO 55302 FIRE INSURANCE 55403 AGRICULTURAL SUPPLIES 55408 VEHICLE POWERED EQUIPMENT-SUPP 554081 CAR & TRUCK SUPPLIES 554083 GAS & OIL 554084 POWERED EQUIPMENT AND SUPPLIES 55410 UNIFORMS & APPAREL 55413 OTHER OPERATING SUPPLIES 55415A LITTER CONTROL 55504 TRAVEL -CONVENTION & EDUCATION 55801 DUES & ASSOCIATION MEMBERSHIPS 57005 MOTOR VEHICLES & EQUIPMENT 58001 LEASE/RENT OF EQUIPMENT Total

0015101

55601

0015101

55602

0015205

55602A COLONIAL BEHAVIORAL HEALTH

0015302 0015302 0015302 0015302 0015302 0015302 0015302 0015302 0015302 0015302 0015302 0015302 0015302

55305 55701 55703 55705 55706 55707 55708 55709 55710 55711 55712 55715 55725

Public Assistance MOTOR VEHICLE INSURANCE GENERAL RELIEF-LOCAL CONT COMPREHENSIVE SERVICES ACT YOUTH & SENIOR INITIATIVE COMPREHENSIVE SVC ACT-ADMIN AT-RISK PREVENTION SUMMER YOUTH PROGRAM WHF GRANT HOMELESSNESS PREVENTION YOUTH PROGRAMS SENIOR/ADULT PROGRAMS OUTREACH PROGRAMS HOME FIRST SENTARA GRANT Total

0015305 0015305 0015305 0015305

530041 554081 554082 554083

Public Assistance - Transportation MAINTENANCE, CARS & TRUCKS CAR & TRUCK SUPPLIES TIRES GAS & OIL Total

0016101 0016101

51001 52001

School Board SALARIES & WAGES FICA Total

0016103

56001

SCHOOLS

0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101

51001 51003 52001 52002 52005 52006 52009 52016 53001

Recreation Administration SALARIES & WAGES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE UNEMPLOYMENT INSURANCE TRAINING PROFESSIONAL HEALTH SERVICES

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 107.1% 77.7% 75.8% 0.0% 127.3% 9.3% -100.0% 0.0% N/A 9.8% 0.0% N/A N/A 0.0% N/A 0.0% 12.5% 44.4% 20.0% 0.7% 0.0% N/A 0.0% 0.0% 0.0%

61,632 122,899 4,099 1,000 2,500 200,000 1,200 500 4,500 2,000 1,100 35,000 8,700 9,000 6,500 3,000 27,000 5,500 100 14,000 3,500 853,615 $

29,757 69,172 2,332 1,000 1,100 183,000 500 1,200 4,100 2,000 35,000 10,000 10,000 4,500 2,500 26,800 5,500 100 14,000 3,500 601,615 $

29,757 69,172 2,332 1,000 1,100 183,000 500 1,200 4,100 2,000 35,000 8,700 8,000 4,500 2,500 26,800 5,500 100 14,000 3,500 598,315 $

40,753 83,137 3,129 500 227 173,337 1,771 4,444 1,602 30,236 10,604 8,511 2,887 2,801 19,535 6,077 4,427 9,917 680,905 $

42,171 102,291 3,619 1,000 125 153,933 933 4,678 1,945 2,500 33,740 550 8,669 10,684 5,824 2,042 25,952 7,735 847 323 853 244 740,934

PAYMENT TO LOCAL HEALTH DEPT

169,000 $

149,768 $

132,538 $

115,460

12.8%

PMT TO OLDE TWN MEDICAL CLINIC

121,800 $

116,000 $

112,800 $

109,511

5.0%

306,000 $

271,000 $

259,000 $

259,000

12.9%

2,300 $ 1,283,865 227,650 11,205 285,500 75,000 20,000 75,000 100,000 2,080,520 $

2,200 $ 1,227,427 227,650 7,886 275,000 75,000 20,000 75,000 1,910,163 $

2,100 $ 800,000 227,650 7,886 275,000 35,000 20,000 55,000 1,422,636 $

2,000 407,464 227,650 15,000 7,886 30,000 25,000 488,274 55,000 1,258,274

4.5% 4.6% 0.0% N/A 42.1% N/A N/A 3.8% N/A 0.0% 0.0% 0.0% N/A

350 $ 200 4,500 5,050 $

150 $ 200 200 3,000 3,550 $

536 $ 4,727 5,264 $

174 3,000 3,174

133.3% 0.0% -100.0% 50.0%

15,000 $ 1,148 16,148 $

15,000 $ 1,147 16,147 $

15,000 1,147 16,147

0.0% 0.0%

$ 11,250,610 $

10,364,741 $

8,711,770 $

8,649,525

8.5%

201,450 $ 98,000 16,983 34,200 8,700 2,680 800 300

204,142 $ 104,645 23,568 33,843 8,700 2,624 87 789 88

172,963 43,501 16,253 24,355 21,695 2,062 1,354 154

42.3% 5.1% 47.3% 76.2% 0.0% 43.3% N/A 0.0% 0.0%

286,620 $ 103,000 25,014 60,257 8,700 3,841 800 300

G-11

CITY OF WILLIAMSBURG Organization

Object

0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101 0017101

53002 530041 530042 530043 530044 53005 53007 53033 55101 55102 55201 55203 55405 55408 554083 55413 55504 55801

0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102 0017102

51001 51003 52001 52002 52005 52006 52009 53002 530042 530044 53005 53006 53007 55101 55203 55403 55405 55407 55408 554081 554083 554084 55410 55413 55414 55801 57001 57005 58001

0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104

51001 51002 51003 52001 52002 52005 52006 53002 53004 530041 530042 530043 530044 53005 53006 53007 53008 55101 55201 55203

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025 Account Description

PROFESSIONAL SERVICES MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, OFFICE EQUIPMENT MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS ADVERTISING EXTERMINATING CONTRACT ELECTRICITY HEATING POSTAGE TELECOMMUNICATION LAUNDRY, HOUSEKEEPING, JANITOR VEHICLE POWERED EQUIPMENT-SUPP GAS & OIL OTHER OPERATING SUPPLIES TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS Total Recreation Parks SALARIES & WAGES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE UNEMPLOYMENT INSURANCE PROFESSIONAL SERVICES MAINTENANCE, BUILDINGS MAINTENANCE, EQUIPMENT MAINTENANCE, SERVICE CONTRACTS PRINTING ADVERTISING ELECTRICITY TELECOMMUNICATION AGRICULTURAL SUPPLIES LAUNDRY, HOUSEKEEPING, JANITOR REPAIR & MAINTENANCE SUPPLIES VEHICLE POWERED EQUIPMENT-SUPP CAR & TRUCK SUPPLIES GAS & OIL EQUIPMENT SUPPLIES UNIFORMS & APPAREL OTHER OPERATING SUPPLIES MERCHANDISE FOR RESALE DUES & ASSOCIATION MEMBERSHIPS MACHINERY & EQUIPMENT MOTOR VEHICLES & EQUIPMENT LEASE/RENT OF EQUIPMENT Total Recreation Programs SALARIES & WAGES SALARIES & WAGES OVERTIME PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, OFFICE EQUIPMENT MAINTENANCE, POWERED EQUIPMENT MAINTENANCE, SERVICE CONTRACTS PRINTING ADVERTISING LAUNDRY & DRY CLEANING ELECTRICITY POSTAGE TELECOMMUNICATION

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget N/A 0.0% 90.0% 0.0% 0.0% 5.5% 0.0% 0.0% 0.0% 85.2% 0.0% 33.3% 33.3% 0.0% N/A 0.0% 0.0% 0.0%

400 38,000 100 1,000 54,540 800 3,940 44,000 5,000 100 4,000 4,000 100 2,000 2,600 2,000 800 651,912 $

400 20,000 100 1,000 51,700 800 3,940 44,000 2,700 100 3,000 3,000 100 2,600 2,000 800 499,353 $

120 3,378 9,423 73 840 44,550 838 2,031 35,573 4,981 35 3,784 2,771 38 1,792 2,485 806 375 492,381 $

169 11,619 81 439 49,343 538 1,502 34,320 4,227 20 4,575 1,521 23 1,908 1,188 683 394,492

128,520 $ 165,000 9,975 25,033 24,131 1,722 1,800 2,000 15,170 1,000 400 4,900 3,555 16,000 2,000 1,500 250 10,600 1,500 4,800 9,000 300 15,500 9,000 3,000 456,656 $

128,000 $ 160,000 9,792 21,888 24,131 1,715 1,800 2,000 12,300 1,000 400 4,900 3,555 16,000 2,000 1,500 250 600 1,500 4,800 8,000 300 500 6,000 3,000 415,931 $

87,018 $ 184,508 21,643 14,142 18,655 1,069 (122) 152 1,092 994 7,231 811 226 2,850 3,371 6,084 1,750 1,435 206 17 489 1,423 3,764 8,205 414 2,348 1,919 371,692 $

113,719 83,036 14,880 15,600 12,923 1,333 390 947 1,971 3,708 798 277 3,701 4,178 12,194 1,970 294 257 199 389 529 4,287 6,473 312 5,327 1,332 291,024

0.4% 3.1% 1.9% 14.4% 0.0% 0.4% N/A N/A 0.0% 0.0% 23.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 1666.7% 0.0% 0.0% 12.5% 0.0% 3000.0% 50.0% 0.0%

175,360 $ 2,500 80,000 13,628 34,378 26,076 2,350 165,700 200 200 6,000 250 500 20,880 500 500 150 16,000 100 4,600

157,698 $ 38,000 12,064 29,757 26,076 2,113 150,200 200 200 6,000 250 500 8,600 500 500 150 16,000 100 3,470

141,447 $ 1,286 76,211 20,286 22,589 12,225 1,707 114,654 197 52 3,645 246 446 5,550 133 209 15,539 38 4,552

180,176 2,125 29,816 16,422 26,438 32,568 2,233 62,393 131 187 5,684 76 52 3,761 212 825 19 11,744 109 4,318

11.2% N/A 110.5% 13.0% 15.5% 0.0% 11.2% 10.3% 0.0% 0.0% 0.0% 0.0% 0.0% 142.8% 0.0% 0.0% 0.0% 0.0% 0.0% 32.6%

G-12

CITY OF WILLIAMSBURG

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025

Organization

Object

Account Description

0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104 0017104

55405 55407 55408 554081 554083 554084 55410 55412 55413 55501 55504 55801 57001 57005 58001

0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108 0017108

51001 51002 52001 52002 52005 52006 53004 53005 53008 55101 55203 554083 554084 55413 57006

Cemetary SALARIES & WAGES SALARIES & WAGES OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE REPAIR & MAINTENANCE MAINTENANCE, SERVICE CONTRACTS LAUNDRY & DRY CLEANING ELECTRICITY TELECOMMUNICATION GAS & OIL EQUIPMENT SUPPLIES OTHER OPERATING SUPPLIES REPURCHASE OF CEMETERY LOTS Total

0017302

56002

REGIONAL LIBRARY

0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101 0018101

51001 51003 52001 52002 52005 52006 52016 53002 53004 530041 53005 53006 53007 55201 55203 554081 554083 55411 55413 55501 55504 55801 57001 57002

Planning SALARIES & WAGES PART-TIME SALARIES FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING PROFESSIONAL SERVICES REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS MAINTENANCE, SERVICE CONTRACTS PRINTING ADVERTISING POSTAGE TELECOMMUNICATION CAR & TRUCK SUPPLIES GAS & OIL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS MACHINERY & EQUIPMENT FURNITURE & FIXTURES Total

0018102 0018202 0018102 0018102 0018102 0018102 0018102 0018102

61010 61020 61025 61035 61040 61045 61055 61060

LAUNDRY, HOUSEKEEPING, JANITOR REPAIR & MAINTENANCE SUPPLIES VEHICLE POWERED EQUIPMENT-SUPP CAR & TRUCK SUPPLIES GAS & OIL EQUIPMENT SUPPLIES UNIFORMS & APPAREL EDUCATIONAL & RECREATIONAL SUP OTHER OPERATING SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS MACH & EQUIP (PARK & REC DEV) MOTOR VEHICLES & EQUIPMENT LEASE/RENT OF EQUIPMENT Total

Outside Agencies PEN. COMM. ON HOMELESSNESS WMSBG FAITH IN ACTION CHILD DEV. RESOURCES WMBG JCC COMMUN ACTION AGENCY LITERACY FOR LIFE PENINSULA AGENCY ON AGING COMMUNITY SERVICES COALITION HOSPICE OF WILLIAMSBURG

Proposed FY 2025

Proposed Actuals FY 2024

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 40.0% 0.0% 0.0% 0.0% 8.1% 2666.7% 0.0% 11.1% 0.0% N/A 0.0% 0.0% 138.5% 0.0% 0.0%

3,500 500 250 250 4,000 8,300 1,000 10,000 24,000 1,500 400 31,000 500 8,000 643,072 $

2,500 500 250 250 3,700 300 1,000 9,000 24,000 1,500 400 13,000 500 8,000 517,278 $

2,224 398 50 74 4,061 10,099 987 10,541 9,622 70 1,428 55 10,504 348 5,300 476,774 $

1,184 330 264 210 4,504 63 550 6,702 7,257 53 210 9,263 315 7,276 417,469

53,550 $ 2,500 4,097 11,926 15,434 718 500 900 2,100 100 500 5,500 1,000 98,825 $

50,500 $ 2,000 3,825 8,550 15,434 670 400 800 2,000 100 500 5,500 1,000 91,279 $

50,500 $ 3,825 8,550 15,434 670 400 800 2,000 100 500 3,200 1,000 86,979 $

52,225 $ 1,659 3,901 8,550 15,434 670 71 531 753 2,272 29 5,053 91,148 $

49,397 2,838 3,780 6,779 13,145 589 1,000 467 571 2,713 92 3,346 84,714

6.0% N/A 7.1% 39.5% 0.0% 7.2% N/A N/A 25.0% 12.5% 5.0% 0.0% 0.0% 71.9% 0.0%

1,085,742 $

1,011,574 $

917,956 $

906,654

7.3%

373,214 $ 29,022 73,408 53,727 5,001 5,000 100 250 100 2,000 15,000 $ 3,000 6,900 100 230 6,500 300 9,000 2,500 2,000 587,352 $

348,997 $ 26,698 59,678 53,727 4,677 3,000 100 250 100 2,000 11,000 $ 1,200 6,900 100 230 5,000 300 6,000 2,500 500 4,000 536,957 $

348,997 $ 26,698 59,678 53,727 4,677 3,000 100 250 100 2,000 11,000 $ 1,200 10,000 100 100 5,000 300 6,000 2,500 500 4,000 539,927 $

326,693 $ 4,303 19,886 45,103 45,039 3,457 1,138 60 114 1,581 17,305 $ 3,463 6,854 167 222 201 7,536 18 1,220 1,642 259 486,260 $

307,377 22,337 40,069 46,555 3,350 3,880 25,024 719 15,194 1,419 8,315 9 184 131 4,872 880 1,993 482,308

6.9% N/A 8.7% 23.0% 0.0% 6.9% 66.7% N/A 0.0% 0.0% 0.0% 0.0% 36.4% 150.0% -31.0% 0.0% 130.0% N/A 30.0% 0.0% 50.0% 0.0% -100.0% -50.0%

2,759 $ 6,000 5,000 25,000 5,000 16,624 12,000

2,759 $ 5,000 5,000 21,200 5,000 16,000 11,000

2,759 $ 5,000 5,000 21,200 3,000 15,400 10,000

2,759 5,000 5,000 21,102 1,000 15,278 5,000 7,500

0.0% 20.0% 0.0% 17.9% 0.0% 3.9% N/A 9.1%

G-13

CITY OF WILLIAMSBURG Organization

Object

0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018202 0018102 0018102 0018102 0018102 0018102 0018102 0018202 0018202 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102 0018102

61065 61070 61075 61110 61115 61118 61120 61125 61130 62010 62025 62045 62060 62075 62085 62095 62100 62120 62130 62140 62150 62155 63010 63015 63030 63035 63040 63045 63055 63070 63075 63080 63090 63100 63110 63115 63120 63125 63126 63130 63145 63160 63165 63175 63180 63190 63200 63205 63206 63220 63225 63230 63245 63265 63270 63285 63286 64010 64015

0018999 0018999 0018999 0019001 0019001

59994 59992 59997 55839 55838

GENERAL FUNDS OPERATING BUDGET - FISCAL YEAR 2025 Account Description

AVALON ARC OF GREATER WMSBG HUMAN SRV COLONIAL CASA 3E RESTORATION HOUSE OF MERCY Olivet Ministry dba Lacky HOUSING PARTNERSHIP BACON ST YOUTH/FAMILY SERVICES FISH VPCC-SITE IMPROVEMENTS COLONIAL SOIL & WATER CONSERVA VPCC-WORKFORCE DEV CENTER HAMPTON RDS PLANNING DISTRICT PENINSULA COUNCIL WORK. DEV. HERITAGE HUMANE SOCIETY FARMERS MARKET WMSBG LAND CONSERVANCY FEDERAL FACILITIES ALLIANCE REG. ECON DEV INITIATIVES VIRGINIA COOPERATIVE EXTENSION BIKEWALK WILLIAMSBURG PENINSULA ASAP WILLIAMSBURG MUSIC CLUB VA SYMPHONY-MATOAKA CONCERT WMSBG SYMPHONY ORCHESTRA VIRGINIA SYMPHONY WMSBG WOMENS CHORUS INC. TIDEWATER CLASSIC GUITAR WILLIAMSBURG CHORAL GUILD VIRGINIA OPERA WILLIAMSBURG YOUTH ORCHESTRA WILLIAMSBURG PLAYERS YOUNG AUDIENCES INSTITUTE FOR DANCE MUSCARELLE MUSEUM WMSBG CONTEMPORARY ART CENTER CHESAPEAKE BAY WIND ENSEMBLE AN OCCASION FOR THE ARTS TIDEWATER ARTS OUTREACH WHRO-TV ARTS COMMISSION-ADM EXPENSES PANGLOSSIAN PRODUCTIONS STAGELIGHTS GLOBAL FILM FESTIVAL WAAC WILLIAMSBURG BOOK FESTIVAL OPERA IN WILLIAMSBURG VIRGINIA ARTS FESTIVAL JAMESTOWN-YORKTOWN FN OPEN DOOR CONCERTS FLUTE FRENZY VIRGINIA STAGE COMPANY ACCORDION RENAISSANCE AURA CURIATLAS PHYS THEATRE WMSBG YOUTH HARP SOCIETY VA REGIONAL BALLET CHAMBER MUSIC SOCIETY ACCESS VA HIGH SPEED RAIL COALITION WILLIAMSBURG AREA TRANSPORT Total

Proposed FY 2025

Original Budget FY 2024

Actuals FY 2023

Actuals FY 2022

Proposed FY 25 % over FY24 Budget 0.0% 20.0% 33.3% N/A 400.0% N/A 128.6% 33.3% 100.0% 56.8% 23.1% 0.0% 0.0% 3.1% 14.3% 0.0% 0.0% 1.3% 0.0% 0.0% -100.0% 0.0% N/A 0.0% 0.0% 0.0% 33.3% 16.7% 16.7% 0.0% 0.0% -17.4% 0.0% 0.0% -10.0% -9.1% 0.0% -100.0% N/A -14.3% -20.0% N/A 0.0% -100.0% 0.0% N/A 0.0% -2.1% 100.0% 0.0% 0.0% -100.0% 0.0% 0.0% 9.1% -10.0% 100.0% 0.0% 35.2%

20,000 3,000 8,000 50,000 30,000 8,000 10,000 10,000 28,989 8,000 10,500 34,465 3,977 40,000 5,000 5,000 8,112 17,739 5,602 29,000 9,713 15,900 11,000 2,000 3,500 3,500 9,000 6,000 9,500 5,000 6,000 9,000 10,000 500 1,500 3,000 1,200 2,000 1,000 14,000 10,000 7,000 1,000 3,000 1,250 2,500 2,500 12,000 4,500 2,000 4,500 501,561 1,082,891 $

20,000 2,500 6,000 10,000 3,500 7,500 5,000 18,489 6,500 10,500 34,465 3,857 35,000 5,000 5,000 8,008 17,739 5,602 4,000 29,000 9,713 15,900 11,000 1,500 3,000 3,000 9,000 6,000 11,500 5,000 6,000 10,000 11,000 500 3,000 3,500 1,500 2,000 9,500 1,000 10,000 7,150 500 3,000 1,250 1,200 2,500 2,500 11,000 5,000 1,000 4,500 371,034 847,866 $

19,000 2,500 6,000 8,000 2,500 5,000 18,489 6,500 10,500 32,114 3,734 25,000 3,800 5,000 7,729 14,614 5,602 2,000 29,000 3,000 9,250 15,900 13,500 2,400 2,000 3,900 10,000 5,000 11,400 4,000 3,900 9,000 10,400 500 5,000 3,000 793 2,500 9,000 1,000 15,900 9,000 700 2,500 1,000 1,000 2,000 1,500 8,500 4,500 375,975 817,459 $

19,000 1,500 6,000 2,000 5,000 2,500 18,489 6,500 10,500 30,655 5,947 25,000 3,800 5,000 7,692 14,613 5,229 2,000 3,800 9,250 15,900 14,500 2,400 2,100 5,000 13,800 11,000 4,000 3,000 11,000 500 9,000 3,300 457 1,900 2,500 9,000 15,900 9,000 5,300 1,000 3,000 1,000 1,100 8,000 4,500 375,975 781,246

1,230,804 $ 2,205,000 3,435,804 $

590,000 $ 2,205,000 2,795,000 $

9,294,751 $ 2,205,000 470 38,626 11,538,847 $

10,238,661 2,205,000 67,475 661 38,435 12,550,232

108.6% 0.0% N/A N/A N/A 22.9%

46,581,298 $

46,535,900 $

49,117,015 $

47,703,047

9.2%

Transfers TRANSFER TO CIP FUND TRANSFER TO TOURISM FUND TRANSFER TO UTILITY FUND INTEREST PAYMENTS PRINCIPAL PAYMENTS Total

Total Expenditures

$ 50,823,255

Proposed Actuals FY 2024

G-14

CITY OF WILLIAMSBURG Organization Object

Revenues 0030002 0030002 0030002 0030002 0030002

TOURISM FUND OPERATING BUDGET - FISCAL YEAR 2025 Account Description

Transfers 41121A TRANSFER IN FROM GENERAL FUND 42050 $2 LODGING TAX 44100 LOCAL 1% SALES TAX 44200 INTEREST INCOME 44500 TRANSFER FROM FUND BALANCE Total Total Revenue

Expenditures 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900 0033900

51001 52001 52002 52005 52006 52016 53002 530043 53020 55201 55203 55411 55413 55501 55504 55801 55869

TOURISM FUND ADMINISTRATIVE SALARIES & WAGES FICA RETIREMENT-VRS HOSPITALIZATION GROUP LIFE INSURANCE TRAINING PROFESSIONAL SERVICES MAINTENANCE, OFFICE EQUIPMENT VA250 COMMEMORATION POSTAGE TELECOMMUNICATION BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL -MILEAGE TRAVEL -CONVENTION & EDUCATION DUES & ASSOCIATION MEMBERSHIPS CONTINGENCY Total

0033910 0033910 0033910

62065 67030 67900

TOURISM MARKETING MAINT EFFORT - CHAMBER/TOURISM HISTORIC TRIANGLE MARKETING TOURISM EFFORT RESERVE Total

0033920 0033920 0033920 0033920 0033920 0033920 0033920 0033920 0033920 0033920

62015 62070 63020 63125 63150 63156 63176 67010 67025 67040

TOURISM DEVELOPMENT GRANT PRG HOTEL/MOTEL ASSOCIATION COLONIAL WMSBG FOUNDATION WILLIAMSBURG LIVE AN OCCASION FOR THE ARTS CULTUREFIX SPECIAL EVENTS GLOBAL FILM FESTIVAL CITY OSA TOURISM CONTINGENCY - GRANTS WILLIAMSBURG DOWNTOWN TOURISM DEVELOPMENT GRANT PRG Total

0033930 0033930 0033930

67055 67060 67080

TOURISM GRANT AWARDS 2019-KIWANIS PARK 4TH FIELD 2019-WAYFINDING SIGNAGE 2019-INDOOR SPORTS COMPLEX Total

0033940

67092

59994

TRANSFER TO RESERVE/OTHER TRANSFER TO CIP FUND Total TRANSFER TO FUND BALANCE Total Expenditure and Transfers

Projected Actuals Original Budget FY Actuals FY 2023 Actuals FY 2022 Proposed FY FY 2024 2024 25 % over FY 24 Budget

(2,205,000) $ (945,000) (2,600,000) (100,000) (5,850,000) $

(2,205,000) $ (941,745) (2,500,000) (50,000) (5,696,745) $

(2,205,000) $ (939,440) (2,280,000) (50,000) (5,474,440) $

(2,205,000) $ (978,642) (2,357,560) (107,904) (5,649,106) $

(2,205,000) (926,216) (2,050,048) (5,181,264)

0.0% 0.6% 14.0% 100.0% N/A

(5,850,000) $

(5,696,745) $

(5,474,440) $

(5,649,106) $

(5,181,264)

6.9%

74,558 $ 5,704 14,749 22,520 999 2,000 99,000 40,000 500 2,000 16,250 9,800 12,200 2,210 1,600 304,090 $

73,100 $ 5,590 12,500 22,520 980 2,000 99,000 2,000 16,000 3,500 50 31,000 2,000 1,600 271,840 $

71,418 $ 5,119 12,494 22,519 933 9,949 514 20 152 14,547 1,349 11,695 750 151,460 $

67,143 4,811 10,474 18,724 863 99,137 21 582 14,252 1,736 2,001 40 678 220,465

2.0% 2.0% 18.0% 0.0% 1.9% 0.0% 0.0% N/A N/A N/A 0.0% 1.6% 180.0% -100.0% -60.6% 10.5% 0.0% 11.9%

800,000 $ 472,500 1,272,500 $

800,000 $ 469,720 1,269,720 $

800,000 $ 489,321 1,289,321 $

800,000 463,108 1,263,108

0.0% 0.6% N/A 0.2%

12,000 $ 1,300,000 325,000 65,000 160,000 550,000 25,000 150,000 60,000 276,410 2,923,410 $

11,000 $ 1,300,000 125,000 40,000 160,000 288,000 25,000 150,000 56,000 627,880 2,782,880 $

11,000 $ 1,300,000 125,000 12,500 340,000 25,000 5,000 45,000 1,863,500 $

11,000 1,300,000 125,000 25,000 340,000 25,000 30,000 1,856,000

9.1% 0.0% 160.0% 62.5% 0.0% 91.0% 0.0% 0.0% 7.1% -56.0% 5.0%

- $ 1,150,000 1,150,000 $

6,579 $ 7,600 2,338,665 2,352,844 $

759,085 42,651 35,083 836,819

N/A N/A 0.0% 0.0%

14,444

N/A

TOURISM RESILIENCY PROJECTION PROJECT Total Expenditures

0038999

Proposed FY 2025

5,650,000 $

5,474,440 $

5,657,124 $

4,190,836

3.2%

200,000 $ 200,000 5,850,000 $

- $ 5,474,440 $

- $ 990,428 6,647,552 $

4,190,836

N/A N/A

6.9%

G-15

CITY OF WILLIAMSBURG Organization

Object

UTILITY FUND OPERATING AND CIP BUDGET - FISCAL YEAR 2025 Account Description

Proposed FY2025

Proposed Actuals FY2024

Original Budget FY2024

Actuals FY2023

Actuals FY2022

Proposed FY25 % over FY 24 Budget

Revenues 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610 0100610

41101 41101A 41101B 41102 411021 41102A 41103 41110 41111 41112 41118 41119 41120 41121 41121A 41122 41123 43036 44400 44410 44535 44537

Expenditures 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900 0101900

51001 52001 52002 52005 52006 52010 52014 53002 53007 55201 55203 55204 55302 55305 554083 55413 55504 555801 55898B 55898C 57002 57008A 57009A

0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910

51001 51002 51003 51006 52001 52002 52005 52006 52010 52016 53002 53004 530041 530042 530044 53008 55101 55201 55203 55301

WATER SERVICE SEWER SERVICE SURCHARGE - WATER SERVICE WATER CONNECTIONS HRSD TAP FEES SEWER CONNECTIONS PENALTY - WATER & SEWER OTHER SOURCES ENTERPRISE-INTEREST EARNINGS INTEREST - LEASES WATER TOWER USAGE WATER STORAGE TANK PROFFER WATER & SEWER AVAILABILITY UNRESTRICTED NET POSITION-CIP TRANSFER IN FROM GENERAL FUND XFER UNRESTRICTED NET POS-OPER TRANSFER FROM ARPA FUND CARES ACT REIMBURSEMENT GRANTS - STATE GRANTS - FEDERAL TRANSFER FROM GEN GOV CIP FUND ARPA MUNICIPAL UTILITY RELIEF Total Total Revenues

Utility Administration SALARIES & WAGES REGULAR FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE WORKERS COMPENSATION CONTINGENCY PAY PLAN PROFESSIONAL SERVICE-OTHER ADVERTISING POSTAGE TELECOMMUNICATION RADIO FIRE MOTOR VEHICLE GAS & OIL OTHER OPERATING SUPPLIES TRAVEL(CONVENTION & EDUCATION) DUES & SUBSCRIPTIONS COVID MUNICIPAL UTILITY RELIEF ARPA MUNICIPAL UTILITY RELIEF FURNITURE & FIXTURES OVERHEAD CHARGES DEPRECIATION EXPENSE Total Filter Plant SALARIES & WAGES REGULAR SALARIES & WAGES OVERTIME PART-TIME WAGES DISCRETIONARY LEAVE FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE WORKERS COMPENSATION TRAINING PROFESSIONAL SERVICE-OTHER REPAIR & MAINTENANCE MAINTENANCE, CARS & TRUCKS MAINTENANCE, BUILDING MAINTENANCE, POWERED EQUIPMENT LAUNDRY & DRY CLEANING ELECTRICITY POSTAGE TELECOMMUNICATION BOILER

(5,100,000) $ (3,000,000) (12,800) (80,000) (3,000) (30,000) (25,000) (400,000) (196,145) (100,000) (1,443,000) (92,500) (10,482,445) $

(4,900,000) $ (2,700,000) (12,800) (80,000) (3,000) (20,000) (25,000) (200,000) (191,525) (100,000) (1,337,833) (518,000) (1,942,500) (12,030,658) $

(4,900,000) $ (2,700,000) (12,800) (80,000) (3,000) (20,000) (25,000) (200,000) (191,525) (100,000) (1,168,475) (518,000) (1,942,500) (11,861,300) $

(4,906,973) $ (2,816,800) (202,400) (178,590) (1,600) (32,813) (10,910) (303,926) (188,707) (400,000) (5,136) (9,047,855) $

(4,675,624) (2,630,268) (99,400) (147,790) (2,400) (16,497) (39,706) (10,531) (24,244) (258,373) (687,000) (67,475) (20,231) (51,883) (8,731,422)

4.1% 11.1% N/A 0.0% 0.0% 0.0% 50.0% 0.0% 100.0% N/A 2.4% N/A 0.0% -100.0% N/A N/A N/A N/A 178.6% -100.0% N/A N/A -11.6%

(10,482,445) $

(12,030,658) $

(11,861,300) $

(9,047,855) $

(8,731,422)

-11.6%

297,791 23,253 59,837 39,928 3,990 5,000 500 750 6,200 700 500 4,500 1,500 300 300 1,400,000 850,000 2,695,049

299,553 22,721 50,789 39,928 3,980 4,430 88,000 5,000 500 750 6,200 700 700 1,630 500 4,400 1,500 300 300 1,150,000 840,000 2,521,881

299,553 22,721 50,789 39,928 3,980 4,430 88,000 5,000 500 750 6,200 700 700 1,630 4,400 1,500 300 300 1,150,000 840,000 2,521,381

319,299 24,631 51,153 39,928 3,980 3,865 6,485 196 4,690 672 885 1,791 4,602 1,065 85 5,136 1,384,427 857,328 2,710,217

291,459 20,320 14,548 29,912 2,596 3,393 8,565 679 6,226 672 785 1,711 12 3,940 426 85 20,231 51,883 1,148,844 838,851 2,445,139

-0.6% 2.3% 17.8% 0.0% 0.3% -100.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% -100.0% -100.0% N/A 2.3% 0.0% 0.0% N/A N/A 0.0% 21.7% 1.2% 6.9%

432,079 16,673 34,498 13,843 37,717 21,756 87,835 3,794 13,005 3,085 62,482 5,076 156 3,817 1,976 2,224 120,357 801 2,454 470

14.6% 29.0% 0.8% 33.3% 15.4% 25.5% 5.0% 14.6% -100.0% -12.5% 7.1% 7.1% 0.0% 187.5% 0.0% 0.0% 26.9% 0.0% 4.2% -100.0%

639,460 20,000 40,310 20,000 49,265 119,761 181,808 8,569 7,000 75,000 7,500 1,000 11,500 2,500 2,500 165,000 800 5,000 -

557,871 15,500 40,000 15,000 42,677 95,396 173,120 7,475 16,970 8,000 70,000 15,000 1,000 4,000 2,500 2,500 150,000 800 4,800 430

557,871 15,500 40,000 15,000 42,677 95,396 173,120 7,475 16,970 8,000 70,000 7,000 1,000 4,000 2,500 2,500 130,000 800 4,800 430

487,768 19,471 40,090 16,690 39,668 78,515 118,468 5,991 14,817 6,081 65,775 5,939 536 5,439 6,164 2,857 155,172 1,615 5,182 501

G-16

CITY OF WILLIAMSBURG Organization

Object

UTILITY FUND OPERATING AND CIP BUDGET - FISCAL YEAR 2025 Account Description

0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910 0101910

55302 55305 55308 55401 55404 55405 55407 554081 554083 554084 55410 55411 55413 55504 55651 55801 57002 57007

FIRE MOTOR VEHICLES GENERAL LIABILITY OFFICE SUPPLIES MEDICAL & LAB SUPPLIES LAUNDRY,HOUSEKEEPING, JANITOR REPAIR & MAINTENANCE SUPPLIES CAR AND TRUCK SUPPLIES GAS AND OIL POWERED EQUIPMENT SUPPLIES UNIFORMS & WEARING APPAREL BOOKS & SUBSCRIPTIONS OTHER OPERATING SUPPLIES TRAVEL(CONVENTION & EDUCATION) TAXES DUES & ASSOCIATION MEMBERSHIPS FURNITURE & FIXTURES ADP EQUIPMENT Total

0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920 0101920

51001 51002 52001 52002 52005 52006 52010 52016 53002 530041 530044 530045 53005 53008 53010 55201 55203 55204 55301 55302 55305 55308 55401 55407 554081 554082 554083 55410 55413 55417 57001 57005 57007 58001

Water System SALARIES & WAGES REGULAR SALARIES & WAGES OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP 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 REPAIR & MAINTENANCE SUPPLIES CAR AND TRUCK SUPPLIES TIRES GAS AND OIL UNIFORMS & WEARING APPAREL OTHER OPERATING SUPPLIES WATER METERS MACHINERY & EQUIPMENT MOTOR VEHICLES & EQUIPMENT ADP EQUIPMENT LEASE/RENT EQUIP

0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940

51001 51002 52001 52002 52005 52006 52016 53002 530041 530042 530044 53008 53032 55101 55102 55203 55204 55301 55302

Sewer System SALARIES & WAGES REGULAR SALARIES & WAGES OVERTIME FICA RETIREMENT [VRS] HOSPITALIZATION GROUP INSURANCE TRAINING PROFESSIONAL SERVICE-OTHER MAINTENANCE, CARS AND TRUCKS MAINTENANCE, BUILDINGS MAINTENANCE, POWERED EQUIPMENT LAUNDRY & DRY CLEANING HRSD SEWAGE ELECTRICITY HEATING TELECOMMUNICATION RADIO BOILER FIRE

Proposed FY2025

Proposed Actuals FY2024

Original Budget FY2024

Actuals FY2023

Actuals FY2022

Proposed FY25 % over FY 24 Budget

7,000 1,000 40,000 1,000 7,000 5,000 750 310,000 72,000 1,100 2,000 8,000 1,811,823

5,570 550 7,230 6,700 1,000 21,000 800 7,000 5,000 300,200 72,000 1,100 2,000 8,000 1,661,189

5,570 550 7,230 6,700 1,000 21,000 800 7,000 5,000 300,200 72,000 1,100 2,000 8,000 1,633,189

7,082 597 8,762 1,591 10,549 1,423 9,005 1,222 4,715 180 3,365 310,675 552 3,726 83 516 7,289 1,448,071

6,282 570 9,246 6,027 773 18,177 2,296 2,113 67 3,000 158 220,504 100 85 1,415 3,848 1,138,760

-100.0% -100.0% -100.0% N/A 4.5% 0.0% 90.5% 25.0% 0.0% N/A 0.0% N/A 3.3% N/A 0.0% 0.0% 0.0% 0.0% 10.9%

241,137 8,107 18,013 12,129 64,958 2,190 9,386 3,238 10,876 6,287 4,750 14,667 9,717 4,182 672 470 9,423 5,134 9,438 822 2,726 13,840 2,043 68,163 10,939 854 2,825 536,987

14.9% 36.4% 18.4% 38.6% 0.0% 15.5% -100.0% -16.7% 0.0% 0.0% N/A N/A 0.0% 0.0% 3.3% 20.0% 11.1% 0.0% -100.0% -100.0% -100.0% -100.0% N/A 0.0% 0.0% N/A 15.4% 7.4% 15.4% 0.0% 0.0% 0.0% 12.9% 0.0% 7.1%

182,758 7,457 13,369 9,141 66,062 1,513 26,409 160 537 2,719,080 37,750 2,170 17,853 672 470 2,748

12.2% 66.7% 14.4% 29.9% 26.0% 12.4% 233.3% 57.9% 33.3% 0.0% 0.0% 0.0% 11.1% 28.2% 0.0% 25.0% 0.0% -100.0% -100.0%

310,063 15,000 24,311 63,598 69,161 4,155 1,000 6,000 6,000 8,300 5,000 15,500 12,000 4,000 700 500 5,000 15,000 2,900 75,000 35,000 3,500 7,200 3,500 3,000 695,388

296,090 15,000 23,046 58,525 109,079 3,968 2,000 30,000 800 3,000 2,500 500 3,000,000 50,000 2,500 25,000 700 -

269,934 12,000 20,531 45,894 69,161 3,596 14,210 1,000 7,500 6,000 8,300 6,000 15,000 12,000 3,600 700 430 8,340 4,840 7,390 500 5,000 13,000 2,700 65,000 35,000 3,500 7,200 3,100 3,000 654,426

263,926 20,000 20,152 45,046 86,560 3,530 600 19,000 600 3,000 3,000 500 2,700,000 39,000 2,500 23,000 700 430 2,440

269,934 11,000 20,531 45,894 69,161 3,596 14,210 1,200 6,000 6,000 8,300 5,000 15,000 10,000 3,600 700 430 8,340 4,840 7,390 500 5,000 13,000 2,700 65,000 35,000 3,500 7,200 3,100 3,000 649,126

263,926 9,000 20,152 45,046 86,560 3,530 600 19,000 600 3,000 2,500 500 2,700,000 39,000 2,500 20,000 700 430 2,440

278,621 9,855 18,106 38,194 65,410 3,082 10,694 7,218 5,320 62 469 7,274 4,800 14,880 9,203 3,381 672 501 10,624 5,373 8,945 24 2,361 192 16,184 2,741 57,676 257 3,661 2,500 1,177 589,456

253,190 12,530 17,681 40,434 76,477 2,982 20,101 1,274 1,029 486 2,996,991 45,598 2,353 22,920 672 501 3,098

G-17

CITY OF WILLIAMSBURG Organization

Object

0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940 0101940

55308 55405 55407 55408 554081 554083 554086 55410 55413 57005 58001

0101970

UTILITY FUND OPERATING AND CIP BUDGET - FISCAL YEAR 2025 Account Description

Proposed FY2025

Proposed Actuals FY2024

Original Budget FY2024

Actuals FY2023

Actuals FY2022

Proposed FY25 % over FY 24 Budget

7,390 200 9,000 1,200 4,500 2,000 1,300 60,000 2,800 2,500 3,324,874

7,390 200 9,000 1,200 4,500 1,300 31,000 2,800 2,500 3,279,374

8,945 5,567 1,223 4,560 190 1,377 30,389 29,807 588 3,580,961

9,439 165 10,080 4,010 763 5,688 1,049 25,906 10,159 3,222 3,158,632

-100.0% 0.0% 183.3% N/A 0.0% 11.1% N/A 15.4% 0.0% 7.1% 20.0% 12.7%

GENERAL LIABILITY LAUNDRY, HOUSEKEEPING, JANITOR REPAIR & MAINTENANCE SUPPLIES VEHICLE POWERED EQUIPMENT CAR AND TRUCK SUPPLIES GAS AND OIL GENERATOR FUEL UNIFORMS & WEARING APPAREL OTHER OPERATING SUPPLIES MOTOR VEHICLES & EQUIPMENT LEASE/RENT EQUIP total

200 25,500 1,200 5,000 2,500 1,500 31,000 3,000 3,000 3,695,608

55839

Debt Service INTEREST PAYMENTS

75,650

97,230

117,898

83,909

-22.2%

0101985

53015

Utility Purchased Services NNWW - PURCHASE OF WATER

100,000

0.0%

0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990 0101990

577001 577015 577016 577017 577018 577019 577020 577021 577024 577025 577027 577028 577030 577031 577032 577994

185,000 200,000 250,000 75,000 300,000 100,000 75,000 170,000 100,000 1,804,000 385,000 100,000 100,000 150,000 3,994,000 13,067,518

300,000 75,000 115,058 1,095,000 75,000 215,000 1,796,000 3,671,058 12,030,658

300,000 75,000 25,000 1,095,000 75,000 215,000 1,796,000 3,581,000 11,861,300

142,499 5,039 200,000 347,538 248,579 9,042,720

148,115 302,824 58,079 509,018 715,374 8,587,819

-38.3% N/A N/A 0.0% 1100.0% N/A -90.9% 0.0% N/A N/A N/A N/A -53.5% N/A N/A -100.0% 11.5%

Utility Fund CIP VEHICLES FILTER PLANT FENCE LAGOON SLUDGE REMOVAL WATERSHED PROTECTION/QUALITY WATER TREATMENT IMPROVEMENTS WALLER MILL DAM IMPROVEMENTS WATER SYSTEM IMPROVEMENTS WATER/SEWER -CONTINGENCY PUMP STAT-RELIABILITY UPGRADE WATER SYS CONDITION ASSESSMENT COLONIAL PARKWAY MAIN MOORETOWN RD WATER MAIN SEWER SYSTEM REHAB-SSO SANITARY SEWER CONDITION ASSES SEWER SYSTEM SCADA TRANSFER TO CIP FUND Total Transfer to Fund Balance Total Expenditures

$ $ $

10.2%

G-18

CITY OF WILLIAMSBURG

FundFunctionDepart Code

Department/ Position Title

STAFFING LEVEL - FISCAL YEAR 2025

FY 2021

FY 2022

FY 2023

FY 2024

FY 2025

001-01-1201 001-01-1201 001-01-1203 001-01-1203 001-01-1203 001-01-1205 001-01-1201 001-01-1201 001-01-1201 001-01-1201 001-01-1201 001-01-1201

City Manager's Office City Manager Assistant City Manager Economic Development Director Economic Development Specialist Tourism Development Specialist (TDF) Human Resources Director Executive Assistant/Clerk of Council Clerk of Council Managerial Analyst Administrative Assistant Public Information Specialist (PIO) Multimedia Designer Sub-total

1 0 1 1 1 1 1 0 1 1 1 0 9

1 1 1 1 1 1 1 0 0 1 1 0.5 9.5

1 1 1 1 1 1 1 0 0 1 1 1 10

001-01-1204 001-01-1204 001-01-1204

City Attorney City Attorney Assistant City Attorney Legal Secretary Sub-total

1 0 0.5 1.5

1 1 0.5 2.5

001-01-1209 001-01-1209 001-01-1209 001-01-1209

Commissioner of Revenue Commissioner Chief Deputy Deputy III - Administrative Support Business Auditor Sub-total

1 0 2 1 4

1 1 2 0 4

1 2 1 0 4

1 2 0 0 3

Treasurer Deputy Treasurer

001-01-1302 001-01-1302

Registrar Registrar Deputy Registrar Sub-total

1 1 2

001-01-1210 001-01-1210

Assessor's Office City Assessor Real Estate Technician Sub-total

1 1 2

001-01-1214 001-01-1214 001-01-1214 001-01-1214 001-01-1214 001-01-1214 001-01-1214 001-01-1214 001-01-1214

Department of Finance Director of Finance Deputy Finance Director Purchasing Agent Payroll & AP Analyst Revenue Technician Utility Account Specialist Budget Manager / Special Projects Financial Analyst Accountant Sub-total

1 1 1 1 3 1 0 0 2 10

1 1 1 1 3 1 1 0 1 10

1 1 1 1 3 1 1 1 1 11

1 1 1 1 3 1 1 1 2 12

1 1 1 1 4 2 1 0 2 13

Information Technology Chief Information Officer

001-01-1213

001-01-4308

G-19

CITY OF WILLIAMSBURG

FundFunctionDepart Code

STAFFING LEVEL - FISCAL YEAR 2025

001-01-4308 001-01-4308 001-01-4308 001-01-4308 001-01-4308

Department/ Position Title Systems Analyst Network Administrator GIS Analyst Data Systems Analyst Help Desk Technician Sub-total

FY 2021 1 1 1 0 0 4

FY 2022 1 1 1 0 0.5 4.5

FY 2023 1 1 1 0 0.5 4.5

FY 2024 1 1 1 0 1 5

FY 2025 1 1 1 1 1 6

001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3101 001-03-3103 001-03-3101

Police Department Police Chief Deputy Police Chief Police Major Police Lieutenant Police Sergeant Police Officer Assistant to the Chief Administrative Secretary Records Clerk DORA Ambassador Parking Ambassador -Police Officer Parking Garage Supervisor Sub-total

1 1 3 5 4 29 0 2 0 0 1 1 47

1 1 3 5 4 29 1 0 1 0 1 1 47

1 1 3 5 4 31 1 0 1 0 2 0 49

1 1 3 5 4 31 1 0 1 2 2 0 51

1 1 3 5 4 32 1 0 1 2 2 0 52

001-03-3201 001-03-3201 001-03-3201 001-03-3201 001-03-3201 001-03-3201 001-03-3201 001-03-3201 001-03-3201 001-03-3201

Fire Department Fire Chief Deputy Fire Chief Battalion Chief EMS Battalion Chief Fire Marshall Battalion Chief Captain MIH Coordinator Fire Inspector Firefighter/EMT/Paramedics Assistant to the Fire Chief Sub-total

1 1 3 1 1 3 1 3 31 1 46

001-08-8101 001-08-8101 001-08-8101 001-08-8101

Planning Department Director Zoning Administrator Planner Administrative Assistant Sub-total

1 1 1 1 4

001-03-3401 001-03-3401 001-03-3401 001-03-3401 001-03-3401

Codes Compliance Codes Compliance Administrator Codes Compliance Officer Combination Inspector Property Manager Secretary Sub-total

1 1 2 1 1 6

001-04-4101 001-04-4101

Engineering Engineer Public Works Inspector Sub-total

1 1 2

1 1 2 G-20

CITY OF WILLIAMSBURG

FundFunctionDepart Code 001-04-4102 001-04-4102 001-04-4102

Department/ Position Title Street Street Superintendent Administrative Secretary Municipal Service Workers

001-04-4103 001-04-4103

Storm Water Street Sweeper Operator Municipal Service Workers

STAFFING LEVEL - FISCAL YEAR 2025

FY 2021

FY 2022

FY 2023

FY 2024

FY 2025

1 1 5 7

1 2 3

001-04-4309 001-04-4309 001-07-7108

Landscape Landscape Superintendent Municipal Service Workers Cemetery Caretaker Sub-total

1 5.5 1 7.5

001-01-1221 001-01-1221

Shop Shop Superintendent Mechanics Sub-total

1 2 3

001-07-7101 001-07-7101 001-07-7104 001-07-7101 001-07-7104 001-07-7104 001-07-7101 001-07-7102 001-07-7102 001-07-7101

Recreation Department Director Deputy Recreation Director Administrative Coordinator Recreation Superintendent Maintenance Operator Supervisor Athletic Field Technician Athletic Program Coordinator Parks Superintendent Park Manager/Waller Mill Park Office Assistant/Receptionist Sub-total

1 1 1 0 2 1 1 0 1 0.5 8.5

1 0 1 1 1 0 2 1 1 0.5 8.5

010-00-1900 010-00-1900 010-00-1900

Public Utilities Public Utilities Director Project Engineer Administrative Secretary Sub-total- Administration

1 1 1 3

010-00-1910 010-00-1910 010-00-1910 010-00-1910 010-00-1910 010-00-1910 010-00-1910

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 Sub-total - Plant

1 1 1 1 4 1 2 11

1 1 1 1 4 1 3 12

010-00-1920 010-00-1920 010-00-1940 010-00-1940

Water & Sewer Superintendent Water & Sewer Supervisor Utility Locator Technician Pump Station Manager

1 1 1 1

G-21

CITY OF WILLIAMSBURG

FundFunctionDepart Code 010-001920/1940

Department/ Position Title

STAFFING LEVEL - FISCAL YEAR 2025

FY 2021

FY 2022

FY 2023

FY 2024

FY 2025

Municipal Service Workers Sub-total - Operations Total Utilities

8 12 26

7 11 26

001-04-4307 001-04-4307

Buildings/Facilities Maintenance Facilities Manager Municipal Service Worker Sub-total

1 1 2

001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018 001-00-1018

Human Services Department Director Eligibility Worker Social Worker Office/Clerical Youth Program Coordinator Case Team Manager Life Coach FS/CT CAS Manager Case Team Nurse Housing Resource Navigator Employment Coordinator Sub-total

1 6 7 3 0 0 0 0 0 0 0 17

1 6 8 3.5 0 0 0 0 0 0 0 18.5

1 6 8 3.5 1 1 1 1 1 0 0.5 24

1 6 8 3.5 1 1 1 1 1 1 0.5 25

1 6 8 3.5 1 1 1 1 1 1 1 25.5

001-00-1027 001-00-1027 001-00-1027 001-00-1027 001-00-1027

Public Housing Executive Director -Public Housing Administrative/Account Specialist Public Housing Administrator Administrative Assistant Maintenance Mechanic Sub-total

1 1 1 0 2 5

1 1 1 0.5 2 5.5

1 1 1 1.5 2 6.5

217.5

220.0

229.5

235.0

237.5

Total City Employees

* Full-time equivalents (FTE's), including Constitutional Officers, Registrar Includes part-time employees but not temporary labor

G-22

CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget CAPITAL IMPROVEMENTS

INTRODUCTION The Capital Improvements Projects of the City of Williamsburg are administered through two funds, the Capital Improvement Project Funds (CIP) (formerly Sales Tax Fund) for general improvements, and the Utility Fund for water and sewer projects. The City projects capital projects for five years, with the current year's projects funded by City Council and 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 CIP 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. Historically, the CIP Fund has been 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 CIP Fund. In the past, 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. The City’s annual paving program is included as a capital expenditure in this fund because of its capital nature and to minimize the skewing effect on operations over time. 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 Council’s Goals, Initiatives, and Outcomes for the 2023 and 2024 Biennium, which the project supports.

CONTENTS General Capital Improvements – CIP Fund …….………………................. Water and Sewer Capital Improvements – Utility…………………………... Vehicle Replacement Plan………………………………………..…………… Planning Commission Correspondence………………………………………

Page H-2 H-84 H-101 H-124

H-1

Total Revenues

265,000 490,000 590,000

10,195,000

648 5,959

11,819 69,450 30,974 9,961

272,555

3,238

40,581

5,890,400 1,500,000 23,600

1,796,000 $ 21,195,185

Estimated Through FY 2024

13,692,070 $

1,500,000

327,000 316,900 100,000 50,000

96,225 191,814 171,283

159,738 422,000

1,145,000

Proposed

18,089,042

1,080,000 339,544 785,260

3,000,000

50,000 20,000

200,000

1,500,000

1,117,100 61,000 43,300 600,000 1,982,090 898,352

5,281,852 1,000,000 24,544 106,000

Budget FY 2025

- $ 3,003,896 205,875 1,964,358 2,374,300 142,500 47,700 300,000 749,000 250,881 173,600

Carryover to FY 2025 from FY 2024

32,774,880

490,000

7,500,000 2,500,000

3,000,000

70,000

50,000 20,000

500,000

1,500,000

3,429,000 3,650,000 1,347,529

1,743,700

6,249,125 700,000 25,526

FY 2026

38,162,442

490,000

7,500,000 2,500,000 19,850,000

50,000 20,000

12,715,205

610,000 690,000

3,465,000

50,000 20,000

150,060

6,824,045 700,000

206,100

FY 2028

206,100

6,669,735 700,000 26,547

FY 2027

FOR PLANNING PURPOSES

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2025 - 2029 - Preliminary

Sales Tax Interest Earnings Bond Interest Earnings Courthouse Maintenance Fund - Transfer VDOT - Excess UA&RS(Capitol Landing Road Redesign) VDOT - Revenue Sharing (Capitol Landing Road outfall) VDOT - Smart Scale (Cap. Landing Rd. / Bypass Rd. Intersection) VDOT - Smart Scale (Ironbound Road Phase 2&3) VDOT - Smart Scale (Richmond Rd Signal & Pedestrian Improv) VDOT - Smart Scale (Lafayette St Signal & Pedestrian Improv) VDOT - Smart Scale (Lafayette Street Reconstruction) VDOT - Smart Scale (Monticello Ave/Richmond Lafayette Roundabout) VDOT - College Woods Shared Use Circuit Trail VDOT - Revenue Road Repaving State of Good Repair Repaving - Repaving Program State of Good Repair Repaving - Repaving Program applied CLRR Transportation Alternatives (Newport Ave. & S. Henry St Sidewalks Transportation Alternatives (Francis Street Sidewalk/Trail) Federal-Community Assistance Fund - Walnut Hills State Stormwater Local Assistance Fund - Route 143 Port Anne Outfall -Homeowner's Association State Stormwater Local Assistance Fund/HOA - Port Anne Outfall VDOT - Federal Funding - (HSIP - Flashing Yellow Arrow) Downtown Fountain Feature HUD Comm.Develop Funding (African American Historic Trail) Tourism Grant for African American Historic Trail Toursim Grant for Wayfinding HUD CDBG (Highland Park) Brownfield Grant Comm. of VA - Aid to Localities Grant (Fire Equipment) Comm. of VA - Four for Life Grant (EMS Training & Equipment) EMS Scholarship Grant Waller Mill Training Facility Asset Forfeiture National Opiod Settlement Grant for Recreation Center Generator Grant - Children Park Private Investment - Childrens Park Bond Proceeds FY 2023 Library Regional Revenue Library Private Investment Bonds Library FY26 ARPA Funds Transfer from Budget Stabilization - Real Estate Taxes Transfer General Fund - DSRS Transfer General Fund - Support of CIP Transer from Utility Fund (Capitol Landing Road Redesign)

CAPITAL REVENUES

H-2

7,949,225

50,000 20,000

7,179,225 700,000

FY 2029

3,000,000 412,200 300,120 500,000 200,000 250,000 100,000 70,000 3,000,000 3,000,000 15,000,000 5,000,000 23,315,000 2,670,000 1,029,544 785,260 109,690,794

32,203,982 3,800,000 76,617 106,000 2,860,800 61,000 43,300 4,029,000 5,632,090 2,245,881

Five Year Total

Public Safety Facilities

Total Recreation, Culture & Open Space

Kiwanis Park Quarterpath Park Waller Mill Park College Park, Highland Park & Wales Subdivision

Recreation, Culture & Open Space Facilities

Total Public Works

Stormwater Master Plan Stormwater Management Improvements Capitol Landing Road Outfall Stream Restoration Walnut Hills Outfall Stream Restoration RT143 Embank & Outfall Erosion Port Anne Outfall Stabilization Restoration - SLAF Grant 21-42

Stormwater Management

S. Henry St Sidewalks To The Oaks Newport Avenue Sidewalks Francis Street Sidewalk/Trail African American Hertiage Trail Birthpace of America Trail College Woods Circuit

Pedestrian & Bicycle Improvements

Ironbound Road Improvements (Phase I, II, & III) Lafayette Street Reconstruction Capitol Landing Road Redesign Curbless Boundary Street at City Square Lantern Art Gateway Features

Corridor Enhancement & Underground Wiring

531,631 464,222 38,435 1,034,288

8,409 2,244 119,429 62,369 4,532,594

28,550 33,025 54,305 99,872

1,830,306 250,000 -

1,196,139 78,433 350,000 26,126 69,389 24,000 300,000 -

Estimated Through FY 2024

485,314 $ 1,241,455 1,177,620 110,000 3,014,389 $

50,000 110,889 435,004 474,245 225,669 16,939,641 $

145,950 66,975 174,388 713,195 50,000 547,264

2,374,300 300,000 7,074,892 350,000

Proposed

22,400 92,000 665,000 50,000 829,400

40,000 8,664,884 $

393,300 1,032,184

1,117,100 600,000 250,000

310,000 150,000

2,160,000 1,983,000 61,000 125,000 43,300 400,000 -

Budget FY 2025

- $ 749,000 2,381,652 142,500 167,041 47,700 2,365 180,611 40,000 36,000 100,000 -

Carryover to FY 2025 from FY 2024

400,000 28,000 250,000 120,000 798,000

15,714,977 $

570,000 1,548,277

1,743,700 5,245,000 250,000

320,000 -

2,180,000 $ 3,650,000 125,000 33,000 50,000 -

FY 2026

55,000 236,000 291,000

300,120 3,305,070

274,950 -

250,000

700,000 450,000 1,000,000 330,000 -

FY 2027

- $ 130,000 30,000 160,000 $

300,120 3,677,070 $

274,950 -

725,000 $ 37,000 2,000,000 340,000 -

FY 2028

FOR PLANNING PURPOSES

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2025 - 2029 - Preliminary

Street Maintenance Program - Including Parking Lots (Repaving) Monticello Avenue Richmond Rd Lafayette St Roundabout Capitol Landing Road & Bypass Road Intersection Second St. & Page St traffic Signals Smart Scale Richmond Rd Traffic Signals Flashing Yellow Arrow Smart Scale Lafayette St. Bridge Inspections and Maintenance Prince George St Outdoor Dining Conversion Golf Cart Community Public Works Infrastructure Master Plan Highland Park CDBG Historic Area Maintenance (Streets) Crosswalk In-Road Light Warning System

CAPITAL EXPENDITURES Public Works Street Construction

H-3

- $ - $

1,100,000 $

422,400 250,000 1,000,000 406,000 2,078,400

40,000 600,240 32,462,001

549,900 963,300 2,580,461

2,860,800 5,845,000 750,000

6,515,000 5,633,000 61,000 700,000 43,300 470,000 50,000 3,000,000 1,650,000 150,000

Five Year Total

750,000 $ 350,000 -

FY 2029

Roof & Gutters replacement Blayton Building Elevator

Redevelopment & Housing

Public Art Program - FY25 to be revsied as CIP finalized Community Event Brownfiled-Hazardous Substance

Community & Economic Development Economic Development

Total Public Safety

Portable Radio Upgrades ATL - Firefighting Equipment 4 for Life Gas Monitoring Instrumentation Replacement - Fire Department EMS Scholarship Training ARPA Police Equipment Law Enforcement Equipment - Body Worn Cameras/Tasers Mobile Data Terminals Axon Fleet 3 In-Car Camera System Police Take Home Vehicles Cardiac Monitoring & Defibrillator Replacement - Fire Department Cell on Wheels Axon VR De-Escalation & Conflict Training Flock Safety ALPR -automated license plate reader Police Duty Pistol Replacement Bolowrap Breaching Trailer Real Time Crime Center Technology (RTCC) Crime Scene Van Additional SCBA Packs National Opioid Settlement Asset Forfeiture Cascade System Medication Drug Dispensing Program Hose and Nozzle Initiative EMS Training Equipment GIS Performance Dashboards Replacement Generator for Quarterpath Rec Center Mobile Command for Public Safety EMS Toughbook Replacement Program Fire EMS Equipment Ballistic Vests SmartWater CSI -Crime Scene Investigation

Equipment

1,200 -

874

265,000 142,206 35,000 40,561 35,681 50,000 10,000 75,000 15,000 18,652 5,609,249

75,000 44,957 16,792 13,101

153,410 97,895

514,685 24,000 -

Proposed

60,000 -

65,000 -

50,000 16,500 40,000 123,000 49,000 82,000 11,000 75,000 75,000 70,000 56,000 2,127,500 $

85,000 350,000

5,450,000 50,000 16,500 123,000 42,000 70,000 200,000 11,000 75,000 25,000 150,000 150,000 75,000 85,000 30,000 6,697,500 $

45,000 1,000,000

FY 2026

50,000 16,500 123,000 49,000 96,000 11,000 75,000 75,000 101,000 15,000 1,156,500

45,000 500,000

FY 2027

330,000 50,000 16,500 123,000 49,000 96,000 11,000 75,000 75,000 895,735 58,000 2,409,235 $

85,000 -

45,000 500,000

FY 2028

FOR PLANNING PURPOSES

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

45,000 100,000

Budget FY 2025

47,112 53,937 24,003 10,884 400,000 11,000 50,000 20,000 50,000 20,000 11,348 31,595 10,823 23,608,435 $

Estimated Carryover to FY Through FY 2025 from FY 2024 2024 45,000 1,183,411 18,932,933 1,500,000 200 84,800 3,543,688 2,350,000 -

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2025 - 2029 - Preliminary

E-911 Regional Center Expansion Police Station Construction Fire Training Tower Waller Mill Training Facility Law Enforcement - Range Upgrade Law Enforcement - Range Repairs and Upgrades New Fire Station Relocation and Construction of Public Works Storage Yard Facilities Former Police Station Demolition

H-4

125,000 -

660,000 250,000 82,500 40,000 615,000 238,000 440,000 200,000 55,000 375,000 325,000 150,000 150,000 75,000 186,000 30,000 70,000 895,735 56,000 58,000 15,000 13,761,235

Five Year Total 225,000 2,600,000 170,000 5,450,000 350,000 330,000 50,000 16,500 123,000 49,000 96,000 11,000 75,000 75,000 1,370,500 $

45,000 500,000

FY 2029

Williamsburg Regional Library Complex - Bond Library Regional Library Private Courthouse Maintenance Projects

Agencies & Interjurisdictional Facilities

Total General Government

Vehicle Replacement Plan -still under review

Vehicles

Cemetery Software PC Replacement Program Microsoft Office 365 Program Upgrade Switch Infrastructure Replacement Tyler Munis Project Accounting Wireless Internet at City Parks Cyber Security GIS Plotter Replacement Tenable.ot at Water Treatment Plant Voter Registration and Elections Voting Machines Electronic Pollbook Upgrade

Technology

Renovation of 3rd floor Municipal Building Facility Misc Repairs and Replacements Access Control & Security Improvements Electric Vehicle Access Smart City Infrastucture Deployment Downtown Fountain Feature - Childrens Park Bus Stop Improvements Community & Municipal Building HVAC Affordable Housing Amphitheatre Triangle Redevelopment Research Village One Williamsburg Gas Pump Canopy Fleet Vehicle Maintenance Equipment City Square Renovations Cedar Grove Cemetery Expansion Land Purchase

Facilities & Land

450,000 -

513,217 774,607

- $ - $

750,181 16,177,911 $

5,000

2,100,000 $ 163,109 245,385 22,000 60,000 50,000 275,000 346,500 950,000 5,000,000 3,000,000 2,000,000 1,105,507 16,010 717 85,252 3,251 -

13,990 29,283 67,000 114,748 9,206 1,669 -

22,615 2,879

- $ 106,000

1,200,000 5,675,600

20,600 5,000

30,000 70,000 75,000 25,000 40,000

- $ 250,000 40,000 30,000 75,000 3,000,000 275,000 280,000 100,000 60,000 100,000 -

Estimated Carryover to FY Proposed Through FY 2025 from FY Budget FY 2025 2024 2024 85,060 13,164 45,000 853 29,670 328,300 43,811 41,189 100,000 60,876 86,727 50,000 $ 520,975 $ 960,739 $ 255,000 $

- $ 7,500,000 2,500,000 -

1,070,000 4,900,000

35,000 70,000 -

- $ 140,000 50,000 35,000 75,000 3,000,000 275,000 150,000 -

45,000 100,000 50,000 260,000 $

FY 2026

12,600,000 7,500,000 2,500,000 -

985,000 1,690,000

35,000 70,000 -

150,000 75,000 275,000 100,000 -

45,000 100,000 50,000 195,000

FY 2027

6,950,000 $ -

910,000 1,370,000

40,000 70,000 -

- $ 75,000 275,000 -

45,000 100,000 50,000 195,000 $

FY 2028

FOR PLANNING PURPOSES

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2025 - 2029 - Preliminary

Total Community & Economic Development

HVAC Replacement Fence and Dumpster Triangle Building Storefront Replacement Work Force Housing Renovation WRHA Security Sewer Line Replacement

H-5

- $ - $

1,210,000 1,595,000

40,000 70,000 -

19,550,000 15,000,000 5,000,000 106,000

5,375,000 15,230,600

20,600 5,000

180,000 350,000 75,000 25,000 40,000

390,000 240,000 65,000 300,000 6,000,000 1,375,000 280,000 100,000 60,000 100,000 250,000 -

Five Year Total 180,000 400,000 200,000 - $ 905,000 - $ 275,000 -

FY 2029

Carryover Funds Revenue - Draw of Education Stabilization from F.B. School Requested: Maintenance and Improvements New Construction: Pre-Kindergarten School construction & FFE Operations - Centralized Storage facility Additional Buses Total CIP City's Share of CIP Estimated Total Fund Balance at June 30 NonSpendable Restricted - Bond Restricted - Grants Assigned - Education Stabilization Fund Debt Service Stabilization

Estimated Fund Balance at June 30th: NonSpendable Restricted - Bond Restricted - Grants Budget Stabilization Debt Service Stabilization Available for future projects

700,000

2,670,000 613,600 12,778,489 $

3,778,524

19,840,613 $

34,887,255 76,663,926 (41,776,671)

61,110,457 $

409,342 $

3,778,524 1,590,000 1,773,448 4,977,992 $

12,119,964

18,089,042 (25,809,691) (7,720,649)

25,809,691

92,500

3,488,807 $

1,052,740 1,736,067

700,000

106,000

17,266,447 $ 3,778,524 613,600

1,874,166 -

9,912,000

9,560,890

479,000 9,912,000 1,017,962 2,716,472 $ 3,778,524 1,461,932

6,470,280 16,031,170 1,646,400 7,899,398 $ 3,778,524 1,762,948

3,778,524 1,100,000 1,798,974 1,277,502 $

7,955,000

32,774,880 (36,939,844) (4,164,964)

36,939,844

3,139,367

1,106,680 1,632,687

400,000

10,000,000

FY 2026

2,152,000 503,000 10,544,000 1,082,869 6,615,778 3,778,524 1,488,479

7,889,000

3,778,524 610,000 1,825,521 6,723,130

12,937,175

38,162,442 (33,180,267) 4,982,175

33,180,267

18,015,000 1,850,141 (2,127,552) $ 3,778,524 650,918

18,015,000

3,778,524 1,000,962 1,264,500 $

6,043,986

12,715,205 (19,608,394) (6,893,189)

19,608,394

2,383,035 250,000 4,847,089

725,000 300,000 3,942,697

400,000

6,950,000

FY 2028

1,051,530 762,524

1,163,280 1,354,417

400,000

22,600,000

FY 2027

FOR PLANNING PURPOSES

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

SCHOOL FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

$ 61,617,284

Beginning Fund Balance

Add Revenues, Grants, and Bond Proceeds Less CIP Projects & Debt Service Expended Estimated Operating Fund Surplus (Deficit)

$ 15,553,469

189,043 2,631,756

1,003,800 1,438,913

Total Capital Expenditures

Proposed Budget FY 2025

- $

450,000

Carryover to FY 2025 from FY 2024

Estimated Through FY 2024

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2025 - 2029 - Preliminary

Transfer to Utility for PW share of Excavator (Added Vehicle) Transfer to General Fund

Total Contingency & Debt Service

Principal Payments Existing Interest Payments Existing Principal Payments - New New Debt - Principal and Interest Issuance Costs

Outstanding Bonded Debt

Capital Project Contingency

Contingency & Debt Service Contingency

Total Agencies & Interjurisdictional

H-6

13,102,000 1,616,500 14,718,500 1,511,590 (4,290,060) $ 3,778,524 -

1,614,544

3,778,524 -

5,393,068

7,949,225 (8,600,143) (650,918)

8,600,143

2,318,673 4,534,643 $

1,107,490 708,480

6,470,280 3,768,500 982,000 69,220,670 7,108,962 (4,290,060) 3,778,524 -

58,478,890

1,614,544

3,778,524 -

5,393,068

19,840,613 109,690,794 (124,138,339) (14,447,545)

124,138,339

550,000 14,525,895

5,481,720 6,194,175

2,300,000

39,656,000

Five Year Total - $

400,000

FY 2029

Assigned - Budget Stabilzation Available for future projects

H-7

Estimated Through FY 2024

Carryover to FY Proposed 2025 from FY Budget FY 2025 2024 2,670,000 1,590,000 $ 10,204,323 $ 767,926 $

FY 2026 1,100,000 (3,623,984) $

FY 2027 610,000 765,322 $

(6,556,994) $

FY 2028

FOR PLANNING PURPOSES

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2025 - 2029 - Preliminary

Five Year Total (8,068,584) $ (8,068,584)

FY 2029

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

One Williamsburg African American Heritage Trail 2024 None Public Works African American Heritage Trail Public Works

Project Description:

The proposed project is an approximately 2.3-mile-long marked pathway to connect various sites of historic and cultural importance to the African American community within the City of Williamsburg. The African American community dates to the City’s establishment in 1699. Two of the oldest sites on the trail are the 1760 Williamsburg Bray School and the 1776 First Baptist Church but more modern sites such as the Blayton Building and the memorial to Reverend Dr. Martin Luther King, Jr. are also included to tell the whole story. The total cost of the project is estimated at $1,413,900. Phase 1 cost of $450,600 includes Segment A which starts at a trail head across from the Municipal Building at Lafayette Street and Virginia Avenue. A 10' wide asphalt trail then runs cross country through 'Harris Bottom' to eventually emerge adjacent to First Baptist Church and the Blayton Building at the intersection of Scotland Street and Prince George Street. The phase also includes conversion of the unused 1933 Pump Station #1 building at the trail head into a unisex comfort station (public restroom). $327,000 is being funded through HUD Community Development Funding (Congressionally Directed Spending).

FY 2025

Cost Estimate: Total Cost

FY 2026

393,300

193,300

200,000

393,300

FY 2027

570,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants: (HUD CDF) (Tourism Development Fund)

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The Trail will expand the City’s heritage tourism offerings and attract more visitors and residents of diverse cultural backgrounds and interests. This increases foot traffic to downtown with immediate and long term gains of more customers downtown, which increases sales, meals, and room tax revenue.

H-8

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

One Williamsburg CDBG Rehabilitation Grants 2024 N/A Public Works Highland Park CDBG WRHA / Public Works

Project Description: Based upon the 2021/2022 Goals, Initiatives & Outcomes, Community Development Block Grant (CDBG) funding will be sought for improvements in the Highland Park community. Originally created while in York County, Highland Park was annexed into the City in 1964 and while improvements had been made over the years such as sewers, street paving, drainage improvements and a community park, a comprehensive infrastructure evaluation has not. FY2024 funds are anticipated through a CDBG planning grant to evaluate the level of improvements, engage the community, and fine-tune the costs. This will lead to a comprehensive application for CDBG Community Improvement Grants (CIG) to fund improvements to the infrastructure including curbs and gutters, storm sewers, water and sewer system enhancements, sidewalks and lighting.

Cost Estimate:

FY 2025

FY 2026

Total cost

FY 2027

FY 2028

FY 2029

1,000,000

2,000,000

1,000,000

2,000,000

1,000,000

2,000,000

- $

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The fiscal impact from this project will be nominal. Despite added infrastructure such as drainage pipes, sidewalks, and streetlights there is a small annual savings in operations from having newer or rehabilitated infrastructure.

H-9

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Coureageously Leading Carbon Emission Reduction 2023 None Public Works Monticello Ave-Richmond Rd-Lafayette St Roundabout Public Works

Project Description:

In the third round of Smart Scale funding conducted in 2018, City Council endorsed and requested Public Works to apply for funds to convert the existing signalized intersection of Richmond Road/Lafayette Street/Monticello Avenue into a 1 or 2 lane Roundabout. This project was originally envisioned in a study of the Monticello Avenue corridor prior to the development of Midtown Row and is to serve as the eastern anchor to the corridor. During the application, safety analysis was conducted and the roundabout shows a marked decrease in injuries and property damage over the current signalized intersection while also providing improved throughput for traffic flow. Funding was granted by the Commonwealth Transportation Board in 2019 in the Six-Year Improvement Plan (SYIP). The $6,381,090 is 100% federal Smart Scale funds from VDOT with no local match required. $910 in FY25 is for rounding.

FY 2025

Cost Estimate: Total Cost

FY 2026

FY 2027

1,983,000

3,650,000

$ $

910 1,982,090

3,650,000

1,983,000

3,650,000

FY 2028

FY 2029

562 562

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

The fiscal impact from this project will be nominal. Despite adding pavement, sidewalks, and streetlights there is a small annual savings from removing the traffic signal. The traveling public will receive savings as idle time is reduced with a roundabout versus a traffic signal.

H-10

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Coureageously Leading Smart City Initiatives/Carbon Emission Reduction 2020 None Public Works Traffic Signals Public Works

Project Description:

The City is planning on upgrading signal detection systems in FY25 and FY26 at a cost of $250,000 and full replacement of the Scotland Street and Richmond Road signals in FY27 at a cost of $450,000 as part of a 30-40 year life cycle based on use and general condition. The City also applied for and was awarded Smart Scale funding in FY24 and FY25 for Pedestrian Improvements and Signal Optimization for two corridors: Richmond Road ($203,500) and Lafayette Street ($91,000). This funding is 100% federal dollars and will install or upgrade pedestrian signals on a limited basis and provide for synchronization of the traffic signals for improved progression during peak and off-peak hours. This project began the design phase in FY24.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

229,300

125,000

450,000

125,000

450,000

$ $

61,000 43,300

229,300

125,000

450,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants: Smart Scale (Rich. Rd) Smart Scale (Laf. St) Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

562

Fiscal Impact Summary:

There is no direct fiscal impact beyond the initial capital outlay since no new signals are proposed. Improvements in traffic operations result in reduced travel time delays and energy savings for the users of the transportation network.

H-11

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Coureageously Leading Smart City Initiatives 2025 None Public Works Crosswalk In-Road Light Warning System Public Works

Project Description:

Public Works proposes council consider installing 3 in-road crosswalk warning systems in the City. The system, with installation, is $50,000 each. This will help pedestrian safety as they illuminate the crosswalk so drivers are able to see the the crosswalk and pedestrian better. These are especially effective at night. FY 2025

Cost Estimate: Total cost

150,000

15,000 15,000

FY 2026

FY 2027

FY 2028

FY 2029

15,000 15,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants: Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

These units require extensive maintenance due to being driven over and issues with moisture. Multiple lights may need to be changed annually and systems rewired biannually.

H-12

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading N/A 2020 None Public Works Route 143 Embankment & Outfall Erosion Repair Public Works

Project Description: The roadway embankment at the corporate limit with York County on Merrimac Trail is eroding from a storm drainage inlet outfall. The project will extend and repair the storm sewer and discharge it lower on the slope to the existing stream channel while dissipating the energy. The embankment will then be regraded to a uniform slope and permanently stabilized with vegetative cover. The City applied in 2023 for a grant from VDOT state-aid Revenue Sharing funds for FY27-28. The total cost of $600,240 is a 50% State, 50% City distribution. Design would begin in late summer 2026 with construction in late summer 2027.

Cost Estimate: Total cost

FY 2025 $

FY 2026 $

FY 2027

FY 2028

FY 2029

300,120

$ $

150,060 150,060

$ $

150,060 150,060

300,120

- $

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

Beyond the costs of construction, this project will not have a fiscal impact. The additional maintenance costs will likely be negligible.

H-13

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading N/A 2020 None Public Works Walnut Hills Outfall Stream Restoration Public Works

Project Description: The City has worked with our local congressional representative and was awarded $422,000 of Community Project Funding in the federal appropriations bill in late 2021. This funding provides 80% federal dollars to 20% local matching funds and is administered through the EPA for stream bank stabilization and restoration of an existing channel in the Berkeley Hills and Walnut Hills subdivisions adjacent to Walnut Hills Baptist Church. The existing channel will be restored using guidance for water quality improvements for nutrient and sediment reduction and included in the City’s Chesapeake Bay TMDL Action Plan. The total estimated cost is $637,600 with $40,000 included in FY25 to account for inflation.

Cost Estimate: Total cost

FY 2025

FY 2026

40,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

Beyond the costs of construction, this project will not have a fiscal impact. The additional maintenance costs will likely be negligible.

H-14

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 2024 - Title change Public Works Street Maintenance Program Public Works

Project Description: The City budgets in the CIP for repaving of those urban secondary roads as needed. Streets are selected based on an annual street survey conducted by the department. Approximately $645,000 is budgeted in FY2025 with increases annually for inflation so all streets are repaved on a rotating basis every 10-20 years dependent on traffic volumes and general condition. The City applied for $1,500,000 in SGR funds for resurfacing of Jamestown Road from College Corner to Mill Neck Road and York Street from Page Street to the Corporate Limits near Quarterpath Road. Both roads have been rated in poor condition mainly due to the underlying concrete slabs creating reflective cracking at the joints. Paving fabric is proposed for the overlay to alleviate this issue in the future. THe City anticipates applying for $1,500,000 in additional SGR funds in FY26 for resurfacing segments of Richmond Road and Route 132.

Cost Estimate: Total cost

FY 2025 $

FY 2026

FY 2027

FY 2028

FY 2029

2,160,000

2,180,000

700,000

725,000

750,000

660,000

680,000

700,000

725,000

750,000

1,500,000

2,180,000

700,000

725,000

750,000

- $

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) $ Grants: $ Jamestown Rd/York St SGR Richmond Rd/Rt 132 SGR

1,500,000

Bonding Total Revenue

2,160,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion. Repaving reduces long-term fiscal impacts as preventative maintenance reduces more considerable reactive maintenance expenses.

H-15

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 2023 - Title Change Public Works Historic Area Maintenance Public Works

Project Description:

In 2018, Colonial Williamsburg requested a modification of the Historic Area Streets agreement whereby the City would again maintain all the pavements within the Historic Area starting in July 2019. It had been many years since the pavements were last resurfaced, and wear from weather and heavy use combined with various repairs have culminated in a surface that does not fit with the surrounding area and atmosphere that visitors have come to expect. All streets in the Historic area were resurfaced by 2022. This is a multi-year project focusing on infrastructure repairs and refurbishments in the oldest section of the City. Improvements will be incorporated to best blend with the historic nature of Colonial Williamsburg but will also focus on longterm durability, accessibility, and affordability.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

310,000

320,000

330,000

340,000

350,000

310,000

320,000

330,000

340,000

350,000

310,000

320,000

330,000

340,000

350,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

There is no direct fiscal impact beyond the initial capital outlay. Resurfacing reduces long-term fiscal impacts because preventative maintenance reduces larger reactive maintenance and repair expenses.

H-16

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 None Public Works Bridge Inspection and Maintenance Public Works

Project Description: This project includes federally required biennial inspections in even numbered fiscal years ($20,000 with 10% increases each biennium) for five (5) bridges and one large box culvert. They are located along Page Street, Capitol Landing Road, Merrimac Trail, Bypass Road, Quarterpath Road, and South Henry Street. In addition to the biennial inspections, replacement of the Page Street bridge bearings are scheduled for FY2025 at a cost of $400,000.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

400,000

33,000

37,000

400,000

33,000

37,000

400,000

33,000

37,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and reduced maintenance costs.

H-17

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2017 None Public Works Ironbound Road Improvements (Phases II & III) Public Works

Project Description:

Ironbound Road Improvements is divided into 3 phases. Phase I included the redesign of the Longhill Road intersection and the relocation of Longhill Road. This phase was completed in FY19. Phases II & III of the Ironbound Road project will be completed concurrently due to available funding. The combined project includes the redesign and widening from Middle Street to Depue Drive. The planned improvement includes a roadway with three (3) lanes, pedestrian/bicycle improvements, streetlights, underground wiring, and creating dual left turn lanes at the Richmond Road intersection. The project also includes coordination of the traffic signals at Richmond Road, Longhill Road, and Treyburn Drive. This project will be completely funded through the VDOT federal-aid Smart Scale program for a total cost of $5,235,100 in FY24-FY26.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

1,117,100

1,743,700

1,117,100

1,743,700

1,117,100

FY 2028

FY 2029

1,743,700

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants: Smart Scale (IB Ph 3) Smart Scale (IB Ph 2) Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

The fiscal impact from these projects will be negligible. Despite adding pavement and additional lanes, increased maintenance and revenue will be minimal.

H-18

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 None Public Works Lafayette Street Reconstruction Public Works

Project Description: This project will widen the roadway from south of Wythe Avenue to north of Bacon Avenue to provide wider travel lanes (from 9 ft to 11 ft) and meet standards for a minor arterial; maintain on-street parking on the east side of street; widen the sidewalk on the west side; add a shared-use path on the east side to connect to the Municipal Center; underground wiring; and the installation of new streetlights. The Arts District sidewalk project from prior year CIPs is combined with this project for a total budget of $6,145,000 through FY26. The City was awarded $4,329,000 in VDOT federal-aid Smart Scale funding beginning in FY24. The remaining funds ($1,816,000) will be from local funds to pay for underground wiring and utility betterments. Costs in FY24-FY25 are to begin design and utility relocations in anticipation of construction in FY26.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

600,000

5,245,000

600,000

$ $

1,816,000 3,429,000

600,000

FY 2028

FY 2029

5,245,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

The fiscal impact from this project will be negligible. Despite adding pavement, sidewalks, and streetlights, increased maintenance and revenue will be minimal.

H-19

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City Public Art 2023 None Public Works Lantern Art Gateway Features Public Works

Project Description:

The proposed project will work with the Williamsburg Public Art Council to complete plans for the installation of lantern art pieces to designate gateway entrances to the City. Initial entrances will be at Richmond Road (Route 60 West) and Monticello Avenue at Ironbound Road. In FY24, the Tourism Development Fund awarded $100,000 for the lantern project as part of Wayfinding - Phase 4 and an additional $100,000 was granted by Williamsburg Public Art Council for the initial design and fabrication. FY25-FY27 are costs for installation at other locations.

FY 2025

Cost Estimate: Total Cost

FY 2026

FY 2027

FY 2028

250,000

- $

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

A maintenance cost of the lantern art is nominal for electricity for uplighting. This is offset by replacing the existing gateway signage.

H-20

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2024 None Vehicles/Equipment Excavator Public Works and Utilities

Project Description: The Public Works and Utilities Department needs an excavator for Water/Sewer, Streets/Stormwater, and Landscape to share. The equipment will require a new trailer for $25,000 and the excavator for $160,000. The excavator will allow us to maintain a smaller work zone while on the street. It has better visibility for safety and is more efficient than a backhoe. It's better suited to repetitive tasks, smaller while still maintaining lift and digging capabilities, and does not need to constantly reposition to continue working. We currently rent Excavators so in time so those savings will offset the cost. We would like to split the cost of the unit equally between the Public Works and Public Utilities CIP funds.

Cost Estimate: Total cost

FY 2025

FY 2026

92,500

$ $

92,500

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Utilities) Operating Revenues (PW)

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary: The additional cost of the equipment is offset by rental costs as well as personnel by increased efficiency.

H-21

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Connecting with the World Birthplace of America Trail 2019 2021 - Title & Scope Public Works College Woods Circuit Shared-Use Trail Public Works

Project Description: The Planning Commission has encouraged the construction of a 1.5 mile± multi-use path connecting John Tyler Lane and the Strawberry Plains residential area. The GIO’s call for the consideration of a shared-use facility along Strawberry Plains Road, John Tyler Lane, Jamestown Road, and Richmond Road that would form a loop with the recently completed Monticello Avenue trail. In FY22, a study was performed to aid in developing a funding application through the VDOT Transportation Alternatives Set-Aside program to fund Phase 2 of this loop from Berkeley Middle School on Ironbound Road to Berkeley Lane at John Tyler Lane. TA Set-Aside funding provides 80% in federal matching dollars up to $2.5M. The current estimated cost for this section is $3,277,597 with an anticipated design start date in 2023 and construction completion in 2027. The City was awarded $585,926 in federal TA Set-Aside funds in 2022 and applied for the remaining funding in Fall 2023. Costs previously allocated in FY23 ($317,650 FY23 + 5,918 FY22) are to begin design, property acquisitions/agreements and utility relocations in anticipation of construction in FY25-FY26.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

1,032,184

1,548,277

$ $

291,038 898,352

$ $

436,559 1,347,529

1,189,390

1,784,088

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants (TA Set-Aside):

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

Beyond the capital costs of the construction, this project’s long-term fiscal impact is minimal other than routine pavement maintenance.

H-22

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Connecting with the World N/A 2020 None Public Works Newport Avenue & S. Henry St Sidewalks Public Works

Project Description:

These two projects are combined to facilitate the work and value due to volume pricing as well as to take advantage of the VDOT Revenue Sharing program to leverage City funds. The Newport Avenue project will install a sidewalk along one side of Newport Avenue between Griffin Avenue and South Boundary Street. The sidewalk will not only provide for a neighborhood requested pedestrian improvement but will also provide a deterrent to cut-thru vehicular traffic by narrowing the street and slowing speeds. $100,000 was programmed for FY23 to saw cut the existing pavement, install new curb and gutter & entrances, and construct the new sidewalk. The S. Henry St sidewalk extension runs about 2,200 feet, from College Landing Park along South Henry Street to the entrance to The Oaks subdivision. The sidewalk will provide pedestrian access from The Oaks subdivision into the downtown area of the City. $50,000 was included in FY23 to determine routing and design documents and an additional $124,500 was added in FY24. The City applied for FY27-28 Revenue Sharing funding for the remaining dollars for construction. The total project cost is $886,400.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

274,950

$ $

68,850 206,100

$ $

68,850 206,100

274,950

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants: (VDOT Revenue Sharing)

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

The fiscal impact from this project will be negligible. Despite adding sidewalks, increased maintenance and revenue will be offset by the decrease in the existing pavement width.

H-23

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Golf Cart Community 2024 None Public Works Golf Cart Community Public Works

Project Description: One of City Council's 2024-2025 Goals is to 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. FY24 funds are for initial infrastructure at the Municipal Center to accomodate the City's golf carts including chargers, dedicated parking spaces and weather protection and for further cost and implementation studies. In future years funding is included for additional signage and striping necessary to implement a future ordinance for the golf cart community. Revenues and license fees are included to offset these costs.

FY 2025

Cost Estimate: Total Cost

FY 2026 $

50,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

50,000

750

900

1,050

1,200

750 $

900

1,050

1,200

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

A revenue proposed for license fees assumes a $30/year with an initial of 25 registrants and increasing at 5 registrants per year

H-24

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY 2024 None Parks, Recreation & Culture Kiwanis Park Trash Can Replacement Parks & Recreation

Project Description: The current trash cans at Kiwanis Park are not designed to meet the needs of the park. To be effective for high volume use the lids must be removed. The park will need to be outfitted with 28 new trash cans with lids.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

22,400

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

22,400

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Upgrading trash cans will provide a savings on the amount of staff time required to pick up excess litter around the receptacle. Estimated staff savings is $1007 annually.

H-25

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY 2024 None Parks, Recreation & Culture QP Recreation Center Bathroom Renovation Parks & Recreation

Project Description: The bathrooms (5) at the Quarterpath Recreation are showing their age and should be renovated. The floors, walls, partitions, and counter tops are stained, tiles are beginning to crack and tile colors should be updated. The renovation will include fixtures, partitions, countertop, and tiles.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

130,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

130,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Replacing all fixtures should reduce maintenance calls to Facilities for service. Estimated staff savings is $1800 annually.

H-26

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY2024 None Parks, Recreation & Culture Replace Sheet Metal Siding Parks & Recreation

Project Description:

Upgrade the exterior sheet metal siding surrounding the Quarterpath Recreation Center gymnasium to address the issue of water infiltration. The base of the current sheet metal has deteriorated, allowing water to seep behind the cinder block walls, resulting in further degradation of the cinder blocks

FY 2025

Cost Estimate: Total cost

FY 2026

92,000

FY 2027 -

FY 2028 -

FY 2029 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants TBD

92,000

Bonding Total Revenue

92,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There will be no additional fiscal impact as a result of this project.

H-27

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Exisiting Park Facilities Fy 2024 None Parks, Recreation & Culture Quarterpath Park Trash Can Replacement Parks & Recreation

Project Description: The current trash cans at Quarterpath Park should be replaced with a more functional trash can that is graffiti resestant and has an enclosed lid. This will help prevent squirrels from rummaging in the can and pulling the litter out. Also transitioning to a uniform can will allow cans to be interchangeable with our other parks. 35 trash cans with lids are needed to outfit the park.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

28,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

28,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Upgrading trash cans will provide a savings on the amount of staff time required to pick up excess litter around the receptacle. Estimated staff savings is $988

H-28

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY 2024 None Parks, Recreation & Culture Waller Mill Park Access Control Parks & Recreation

Project Description: To better control access to the Waller Mill Park dog park an access control card system should be installed at the entrance gate of the dog park. Additionally, an access control key card system should be installed at the Boathouse.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

40,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

40,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There will be an ongoing fee to provide access cards for members of the dog park and for employees. Supply costs will be $500 annually.

H-29

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY 2024 None Parks, Recreation & Culture Waller Mill Park Static Fitness Circuit Parks & Recreation

Project Description:

Enhance Waller Mill Park by adding a static fitness circuit.

FY 2025

Cost Estimate: Total cost

FY 2026

75,000

$ $

75,000

FY 2027

FY 2028

FY 2029

75,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Staff will be required to routinely inspect and clean the equipment as part of normal operations. Staff time and cleaning supplies will cost $1188 annually.

H-30

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY2024 None Parks, Recreation & Culture Waller Mill Park Bathrooms Renovation Parks & Recreation

Project Description: The bathrooms (2) at Waller Mill Park, built in 20000, need an upgrade. There are cracked tiles, stained countertops, sinks and toilets, and poor lighting.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

200,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

200,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Due to the poor operation of the bathrooms, Facilities Staff is called for repairs monthly. New fixtures should alleviate the call volume for repair and free up their time for other maintenance services. Estimated staff savings is $1800 annually.

H-31

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY 2024 None Parks, Recreation & Culture WMP Shelter #4 Parking Lot Paving Parks & Recreation

Project Description: To improve ADA accessibility, the shelter #4 parking lot should be paved to include designated handicap parking spaces.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

30,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

30,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: The shelter parking lot will need to be striped every 3-5 years (as needed) and will be included when the main lot is serviced. Estimated $3000 every 3-5 years.

H-32

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Enhance Existing Park Facilities FY 2024 None Parks, Recreation & Culture Parks Trash Can Replacement Parks & Recreation

Project Description: Replace trash cans in the parks system (Redoubt, Strawberry Plains, College Landing, Highland, Bicentennial, Geddy, and Wales) to a more functional trash can that has a covered lid to prevent rain water collection, to keep squirrels out, and are graffiti resistant.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

16,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

16,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Upgrading trash cans will provide a savings on the amount of staff time required to pick up excess litter around the receptacle. Estimated staff savings is $494 annually.

H-33

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A FY24 None Public Safety Public Works Facility Relocation and Modernization Police Department

Project Description: The Public Works storage facilities and work yard must be relocated to allow the construction of the new police station. To accommodate this, and to enhance the capabilities of the public works team, new, modern facilities will be constructed, including a new vehicle maintenance facility, salt/sand storage facility, as well as a golf cart storage structure, and employee outdoor space.

FY 2025

Cost Estimate:

FY 2026

FY 2027

FY 2028

FY 2029

5,450,000

Carry forward funding Operating Revenues (Sales Tax) Grants:

$ $

2,350,000 -

Bonding

7,800,000

Total Revenue

7,800,000

Total cost for City Funding Sources:

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: The fiscal impact of this project is dependant upon building design. Operating budget impacts may occur depending upon the operating costs of a new building, which may be significantly different depending upon design, and HVAC requirements.

H-34

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A FY18 None Public Safety Former Police Station Demolition Police Department

Project Description: Following the construction of the new police station, the current building will require either extensive remodeling or demolition. This project has been broken out to capture the cost in the event that it is decided to demolish the existing structure.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

350,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

350,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There are no fiscal impacts beyond the cost of the project.

H-35

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY2020 None Public Safety Law Enforcement Equip - Body Cameras & Tasers Police Department

Project Description: The Axon OSP7+ program includes additional GPS tracking and redaction features, as well as Axon’s Records, Citizen and Performance modules. These increase the safety of the officers while ensuring the highest level of officer accountability. The administrative suite of features will increase personnel effectiveness and efficiency while ensuring FOIA compliance. This is a continuation of a FY21 project.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

123,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

123,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

(22,400)

(22,889)

(23,347)

(23,814)

(24,290)

(22,400) $

(22,889) $

(23,347) $

(23,814) $

(24,290)

Fiscal Impact Summary: The use of non-lethal devices and body cameras may reduce legal liability for the department. The Commonwealth Attorney's office needs additional staff to file, store, and review data recorded by the cameras. The City will incur its share of the cost to support two additional paralegals in the CA's Office. The City's share of the cost for FY23 will be $22,000. A two percent increase in salary cost is assumed with each successive year.

H-36

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY 2021 None Public Safety Axon Fleet 3 In-Car Camera System Police Department

Project Description:

The WPD utilizes the Axon Fleet system in the police vehicles. This system is integrated into the Evidence Storage System for video storage and has proven to be more effective and efficient with lower cost. The Axon 3 system will provide more features that will increase safety and accountability. This system includes a fully-integrated ALPR system, increasing effectiveness while reducing expense and additional complex systems. The cost increases from FY25 to FY27 are due to the increased number of patrol cars in the fleet which require camera systems in the later years.

FY 2025

Cost Estimate:

Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

70,000

82,000

96,000

70,000

82,000

96,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

70,000

82,000

96,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

3,000 $

3,000

3,000 $

3,000

3,000 $

3,000

3,000 $

3,000

3,000 $

3,000

Fiscal Impact Summary: The inclusion of an ALPR in the new system will eliminate the need to purchase separate ALPR units and their associated maintenance fees, which amount to approximately $3,000 / year. By comparison, to outfit each patrol car with an ALPR from our current ALPR vendor would require an initial investment of approximately $480,000 plus a maintenance fee of

H-37

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Connecting with the world Internet Connectivity FY24 None Public Safety Real Time Crime Center Technology Police Department

Project Description: By unifying live video, data and sensor feeds from numerous existing sources, this project will enable us to create a greatly enhanced situational awareness among officers responding to emergency situations and create a robust archive of information for investigators to exploit as they work to solve criminal offenses. This cloud-based technology increases staff efficacy while enhancing safety of officers and citizens.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

75,000

$ $

50,000 25,000

75,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

75,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There is no fiscal impact beyond the cost of the program.

H-38

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Couragously Leading Smart City Initiatives FY 2021 None Public Safety Law Enforcement Equipment, Mobile Data Terminal Police Department

Project Description: The mobile data terminals were replaced recently. To ensure continuity of the MDT program, the MDT's are on a current recycling cycle of five (5) years. The costs of each unit is $7,000 and includes the hardware, software and installation. Maintenance costs are $25 per month per unit, beginning after the one year warranty expires.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

42,000

49,000

42,000

49,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

42,000

49,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

(8,000)

(12,000)

(8,000) $

(12,000) $

(12,000)

Fiscal Impact Summary: The annual maintenance costs associated with this project are $25 per month, per unit, beginning after the one year warranty expires.

H-39

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating A Modern City N/A FY 2021 None Public Safety Firing Range Repairs Police Department

Project Description:

The WPD's Firing Range is in need of refurbishment in order to adequately address concerns of safety, liability, and efficiency. These concerns are due to almost 20 years of projectile build-up and the use of common, mixed-grade impact berm media (clay, dirt, gravel, and sand) which has resulted in a situation where ricochet is a higher possibility. The storage buildings at the range are also in need of replacement. This is the minimal investment required to maintain the range in a safe and orderly manner. This project only serves to maintain our current capabilities, not expand them to meet the goals stated in the Waller

FY 2025

Cost Estimate:

Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

85,000

$ $

85,000 -

85,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

85,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There are no annual contract costs associated with this repair and upgrade program and maintenance costs, if any, should be minimum as the project is projected to be completed every five years, eliminating any annual costs.

H-40

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY 2022 None Public Safety Flock Safety ALPR Police Department

Project Description: Flock Safety ALPR system provides real-time actionable intelligence and evidence that increases case clearance rates. WPD has been working with Flock Safety on a test and evaluation program and we have identified a series of significant success stories.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

75,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

75,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

15,000

Fiscal Impact Summary: Staffing savings are realized from a decrease in the number of hours a detective or other investigating officer would be required to perform surveillance or other like activity to develop a suspect that the stationary Flock system can provide with a simple query.

H-41

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY 2022 None Public Safety SmartWater CSI Police Department

Project Description: SmartWater CSI uses an invisible solution to discreetly mark valuables, making them tracable back to the original owner in the event that they are stolen. This system would be deployed to members of the community most at risk of suffering losses from burglary or other larceny crimes. Our community would become known as a SmartWater community, and we believe the incidents of larceny would decrease. This would provide 200 kits for distribution within our community.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

15,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

15,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There is no fiscal impact beyond the fee for the program.

H-42

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY24 None Public Safety Breaching Trailer - Active Threat Response Training Police Department

Project Description: To enable officers to respond to active threats as expediously as possible we must train to breach doors to gain access to the perpetrator. We do not have any breaching training equipment currently. By purchasing a portable unit we will be able to integrate breaching into our larger active threat scenario training.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

$ $

20,000 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

20,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There are no foreseeable fiscal impacts of this project.

H-43

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY23 None Public Safety Crime Scene Van Insert Police Department

Project Description: The Forensic Technician currently utilizes a regular police SUV type vehicle. This vehicle is not efficiently conducive for the transportation and use of the specialized equipment that is necessary for this function. A van that can be modified for this purpose is a more effective mode of transport. We seek to repurpose a retired Human Services van with a cargo insert designed for forensic services. This project will include funds to modernize some of the forensic tools used at crime scenes.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

$ $

20,000 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

20,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: This vehicle will be put in the regular vehicle CIP program. We anticipate that this vehicle will have an extended life as it will not be included in the take home vehicle fleet.

H-44

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#5 Engaging with our Partners N/A FY 2017 None Public Safety E-911 Regional Center Expansion Fire

Project Description: The City Council approved consolidation of the public safety answering point (PSAP) with York County in February 2009. This required an expansion of the PSAP in York County. The City supported costs of that renovation equal to annual debt service of $45,000 in each FY of CIP. At the time the estimated City savings due to the consolidation equaled approximately $200,000 annually.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

$45,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants TBD

Bonding Total Revenue

45,000

200,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

200,000

Fiscal Impact Summary: The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including equipment.

H-45

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY 2022 None Public Safety Fire Training Center Fire

Project Description:

The Fire Department currently does not have a local facility capable of conducting training. A comprehensive fire training center that incorporates several training props and structures would greatly benefit the preparedness of the department while also enhancing Insurance Safety Office (ISO) scoring, along with countless other benefits. The training center would be developed in phases over approximately ten years. Each year specific capital improvements would be planned that improve the overall capacity and ability of the training center. A local training center will also have a positive impact on employee retention and morale and increase the number and types of training that we are allowed to offer. It will also allow us to train with our automatic aid partners in our surrounding counties and may even afford us the opportunity to offer a local new recruit training academy speeding up the amount of time needed and customizing the training to get new recruits released to duty. Potential for cost participation with James City County and York County.

FY 2025

Cost Estimate: Total cost

FY 2026

100,000

$100,000

100,000

1,000,000

FY 2027

500,000

FY 2028

500,000

FY 2029

500,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$1,000,000

$500,000

Bonding Total Revenue

1,000,000

20,000 20,000

500,000

50,000 50,000

500,000

50,000 50,000

500,000

50,000 50,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: There will be costs that will need to be incurred to operate this facility. Operating costs will depend upon the agree upon phased approach to build out the training center over the next ten years. Grant opportunities will be sought to alleviate the finacial impact of this CIP request.

H-46

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY 2021 Public Safety Cardiac Monitoring and Defibrillator Replacement Fire

Project Description: The fire department's current inventory of cardiac monitors and defibrillators are aging, nearing their life expectancy. In anticipation of emerging technology in the next few years, coupled with the life expectancy of our current units, planning to replace these units is a priority for the fire department. Cardiac monitors and defibrillators are critical to the adequate Advanced Life Support service delivery to our community.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

600,000

$ $

400,000 200,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

600,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: This project was delayed a year as vendors rolled out their new products. Additionally more money is being requested to cover the cost escalation.

H-47

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A N/A Public Safety Aid to Localities - Firefighting Equipment Fire

Project Description: This project consists of Aid to Localities funding and includes future funding estimated at $50,000 in each year for the next four years. State code mandates specific use of these funds, with annual reporting to the Virginia Department of Fire Programs. While it is difficult to forecast specific fire equipment needs, some examples of the type of equipment purchased with this funding includes personal protective equipment, hose, firefighting tools and fire suppression foam.

FY 2025

Cost Estimate: Total cost for City

FY 2026

50,000

$ $

50,000

FY 2027

FY 2028

FY 2029

50,000

$ $

50,000

$ $

50,000

$ $

50,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

50,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: The availability of grant funds for fire equipment reduces expenditures in the Fire Department operating budget each year, as these are essential to operations.

H-48

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A N/A Public Safety 4 for Life Fire

Project Description:

Use of this funding is limited to providing EMS training and purchasing EMS equipment, and is reported annually to the Virginia Office of Emergency Medical Services. This funding is primarily used to support EMT-Paramedic training, Advanced Cardiac Life Support training and to replace EMS equipment and supplies used on a daily basis. The majority of FY22 funding will be utilized to enhance training opportunities for Advanced Life Support providers and equipment. The anticipated expense in each future FY accommodates annual paramedic training and daily EMS supplies.

FY 2025

Cost Estimate:

Total cost for City

FY 2026

16,500

$ $

16,500

FY 2027

FY 2028

FY 2029

16,500

$ $

16,500

$ $

16,500

$ $

16,500

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

16,500

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: The availability of grant funds for EMS equipment and training reduces expenditures in the Fire Department operating budget each year, as these are essential to operations.

H-49

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness FY 2022 N/A Public Safety Cell on Wheels Fire

Project Description: Funds would provide an Cellular on Wheel devise that boosts cell phone signal for on site City of Williamsburg personnel for large scale events. Boosting service benefits communication clarity and speed of overall data and mission critical information. This device is mobile in nature and is applicable to a wide range of events from emergency to large tourism events.

FY 2025

Cost Estimate: Total cost for City

FY 2026

50,000

$ $

50,000 -

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

50,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

1,000 $

1,000

1,000 $

1,000

5,000 $

5,000

5,000 $

5,000

Fiscal Impact Summary: Project will have a direct impact on guest experiences at large assembly special events, while also increasing the cellular capacity of public safety agencies to ensure adequate communications. Future operating costs pertain to equipment upgrades as needed based upon IT needs.

H-50

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Prioritizing Safety and Wellness FY 2025 Public Safety Medication Drug Dispensing Program Fire

Project Description: Office of Emergency Medical Services (OEMS) has indicated in the next few years, regional EMS councils and participating hospitals will stop providing and exchanging pre-hospital care's drug box programs. This deployment change shifts the financial burden to provide medications to pre-hospital EMS agencies to the localities. We were informed late November 2023 that this change should be expected to take place in November of 2024.

FY 2025

Cost Estimate:

FY 2026

FY 2027

FY 2028

FY 2029

$150,000

Total cost for City Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

150,000

Bonding Total Revenue

150,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

10,000 $

10,000

10,000 $

10,000

10,000 $

10,000

10,000 $

10,000

Fiscal Impact Summary: We are not expecting any grants or other funding mechanisms to offset the cost of our current medication box deployment program. This change will have a direct financial impact on the department's ability to provide EMS to the community. Fiscal impact will be the purchasing of additional medications to restock used drug boxes. This will specifically impact the EMS Supplies line.

H-51

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness Prioritizing Safety and Wellness FY 2025 Public Safety Hose and Nozzle Initiative Fire

Project Description: Currently, the department has various styles and types of nozzles and hoses on suppression apparatus. In addition to having a varied inventory, many of the nozzles are reaching their useful life expectancy. This hose and nozzle initiative will streamline the department's nozzle inventory and ensure that the 1.75 and 2.5 hose are compatible with the nozzles selected. This will greatly benefit fire suppression efforts and enhance apparatus operators' efficiency.

FY 2025

Cost Estimate: Total cost for City

FY 2026

75,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

75,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

500 $

500

500 $

500

1,000 $

1,000

1,000 $

1,000

Fiscal Impact Summary: This initiative will greatly benefit the suppression efforts of the department and improve apparatus operator's efficiency. Future operating costs will entrail maintenance and repair as needed which will be absorbed in operating budget.

H-52

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2023 N/A Public Safety Replacement Generator Quarterpath Rec Center Fire

Project Description: The generator at Quarterpath Recreation Center is nearing it's useful life expectancy. Repair and maintenance costs continue to increase and a long term replacement plan is necessary. The $70,000 proposed in FY 2026 is for a 150kW Natural Gas Generator. Grants are available to help offset the cost of the generator. Currently the plan will be to apply for two grant cycles to reduce the expense of the generator replacement with a funding committed scheduled for FY 2026 if grant applications are unsuccessful.

FY 2025

Cost Estimate:

FY 2026

Total cost

70,000

1,200 1,200

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

1,200 1,200

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

Long term impact will be reduced maintenance and repair. Also, switching from diesel to Natural Gas will make the unit more efficient in terms of maintenance, fuel supply, and planning efforts.

H-53

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2023 N/A Public Safety Cascade System Fire

Project Description: The current SCBA cascade systems is approximately 10 years old and is nearing its expected useful life. Industry standard is to replace cascade systems every 15-20 years. Cascade would be replaced with a system that meets industry standards and utilizes technology that enhances the user experience and safety.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

$150,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$150,000

Bonding Total Revenue

150,000

$1,000 1,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

Operating costs will be incurred in the out years for repair and maintenance of the unit after its initial warranty expires.

H-54

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2023 N/A Public Safety Mobile Command for Public Safety Fire and Police

Project Description: While prioritizing ARPA funds, Fire and Police sought funding to purchase a mobile command unit that would support incident and event operations while also having the flexibility to be used for other City outreach efforts. As planned events, such as special events, continue to increase the need for the physical presence of a mobile command unit becomes increasingly more important for the management of these events and incidents, while promoting the inclusion of our partners.

FY 2025

Cost Estimate:

FY 2026

FY 2027

FY 2028

Total cost

FY 2029

$895,735

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$895,735

Bonding Total Revenue

895,735

2,000 2,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

Costs will be incurred to operate the vehicle, including routine repair and maintenance, and technology upgrades

H-55

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2025 N/A Public Safety EMS Training Equipment Fire

Project Description: The department needs to improve its EMS training equipment. We have outdated equipment and most have reached their useful life. The training equipment will include different mannequins and simulation kits. As we strive to be a leading EMS agency, this cache of equipment is critical to train our personnel.

Cost Estimate:

FY 2025

Total cost

$85,000

FY 2026

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$85,000

Bonding Total Revenue

85,000

1,000 1,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

1,000 $

1,000

1,000 $

1,000

1,000 $

1,000

Fiscal Impact Summary:

Some operating costs will be incurred to repair equipment as needed.

H-56

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2025 N/A Public Safety Ballistic Vest Soft Armor Replacement Fire

Project Description: The protective plate inserts for our ballistic vests are recommended to be replaced every five years. To ensure provider safety will also meeting manufacturer recommendations, the plate inserts will need to be programmed to be replaced in FY 2028. The ballist vests are important protective equipment for personnel when responding to active threat or other potential dangerous incidents.

FY 2025

Cost Estimate:

FY 2026

FY 2027

FY 2028

Total cost

FY 2029

$58,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$58,000

Bonding Total Revenue

500 500

58,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

500 $

500

500 $

500

500 $

500

Fiscal Impact Summary:

Some operating costs will be incurred to repair equipment as needed.

H-57

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2025 N/A Public Safety EMS Training Equipment Fire

Project Description: Several of our EMS pieces of equipment are coming to the end of their useful life and will be due for replacement. Our stair chairs which help us move patients up and down stairs and steps will need to be replaced. In addition, our inventory of Lucas devices which are cardiopulmonary assist devices that perform manual chest compressions, and are now a gold standard for cardiopulmonary resuscitation efforts, need to replaced.

FY 2025

Cost Estimate:

FY 2026

FY 2027

Total cost

101,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

$14,000

$15,000

$17,000

Fiscal Impact Summary:

Equipment purchased will be included in our annual repair and maintenance contract with the vendor. Current projection for repair and maintenance contract in FY25 will be $39,525.85.

H-58

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2025 N/A Public Safety Portable Radio Replacement Fire

Project Description: Standard useful life for Motorola portable radios are approximately 10-15 years. Our current inventory is older than ten years. As our portable radios age, replacement parts will be more difficult to find. To maintain the proper life cycle of portable radios, we are proposing a replacement of our portable radio inventory, approximately 84 radios in FY2028.

FY2025

Cost Estimate:

FY 2026

FY 2027

FY 2028

Total cost

FY 2029

$330,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

330,000

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

50,000

Fiscal Impact Summary:

Our current radio equipment is included in our repair and maintenance contract with Motorola.

H-59

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2025 N/A Public Safety Gas Monitor Replacement and Upgrade Fire

Project Description:

Our inventory of four gas monitors are nearing their useful life and the recent monitors that needed to be repaired have repair costs that are similar to purchasing new units. In an effort to improve the department's gas monitor, we are planning to move from a four gas monitor to a five gas monitor. The five gas monitor is more sensitive and is capable of recognizing a larger range of gases improving incident outcomes and firefighter safety. In addition, we will be replacing our aging inventory of carbon monoxide monitors. This monitors are used on our all the department's EMS bags and helps detect environments with high carbon monoxide levels greatly improving firefighter safety and awareness.

FY 2025

Cost Estimate:

FY 2026

Total cost

FY 2027

FY 2028

FY 2029

40,000

1,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

Purchase of the units includes a full three year warranty that will cover repair and maintenance.

H-60

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

#4 Prioritizing Safety and Wellness N/A FY2025 N/A Public Safety EMS Toughbook Replacement Program Fire

Project Description: Our current inventory of ten Panasonic Toughbooks are coming to the end of their useful life. They were purchased in 2020 with a life expectancy of five years. In FY25 budgets, we have requested funding to extend the manufacturer warranty for an additional year. We will need to plan to replace these computers in 2026. These computers are utilized to capture our EMS report documentation which is directly tied to our EMS billing, revenue recovery program.

FY 2025

Cost Estimate:

FY 2026

Total cost

FY 2027

FY 2028

FY 2029

56,000

5,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

Once purchased, the computers come with a three year warranty for repair and maintenance. In FY2029 we will need to plan to extend the warranty for one year.

H-61

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives FY2025 N/A Public Safety GIS Performance Dashboards Fire

Project Description: On of the Fire Department's goal and objectives over the next three years is to transition to be more data driven. Through this City's existing Arc GIS platform, there are industry best practices to leverage the Arc GIS platform to create dynamic performance dashboards to monitor the performance and goal achievement of the department.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

$30,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$30,000

Bonding Total Revenue

30,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

The department along with IT will select a vendor to help build the dashboards after an appropriate mechanism is deployed to obtain the necessary data from our regional PSAP. Outside of initial upfront costs, no other reoccuring costs are expected at this time.

H-62

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading N/A FY 2023 None General Government Transportation Center Upgrades Public Works

Project Description: Upkeep of the buildings maintains a fresh and professional appearance for these public buildings which is the outward and very visible face of the City of Williamsburg. Some repairs are required to maintain aging systems. In FY25 and FY26, $100,000 is proposed for replacing the 20 custom interior doors and replacement of door frames that are in disrepair at the Transportation Center to allow for the installation of access control in FY26. The total cost of the doors are $200,000 and the cost for the electronic access control is $50,000. Additionally, in FY26, $40,000 is for exterior repainting at the Transportation Center.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

100,000 $

190,000

100,000 $

190,000

100,000

190,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

- $

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for maintenance repairs and painting.

H-63

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety & Wellness N/A FY 2023 None General Government Community Building Upgrades Public Works

Project Description: Upkeep of the buildings maintains a fresh and professional appearance for these public buildings which is the outward and very visible face of the City of Williamsburg. Some repairs are required to maintain aging systems. This project will provide for improved access control systems and improvements to enhance the faciltiy's ability to operate in adverse conditions as well as improve the facility's appearance. In FY25 funding of $40,000 is proposed for installing an access control system for the Community Building as well as $150,000 is proposed for interior renovations particularly for the kitchen and bathrooms. In FY26, $100,000 is proposed for the exterior door replacements. A diesel generator is proposed for the building in FY27 at a cost of $150,000 since back-up power is required at the City’s designated polling site.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

190,000 $

100,000 $

150,000

190,000 $

100,000 $

150,000

190,000

100,000

150,000

- $

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for control software and equipment.

H-64

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Carbon Emission Reduction FY 2024 None General Government Electric Vehicle Access Public Works

Project Description: This project will provide for improved access to Electric Vehicle Charging Stations at public parking garages and parking lots. Upgrading existing EV charging stations from Level 2 to Level 3 is proposed in FY25 and FY26 in addition to the $22,000 in carryover from FY24 at approximately $20,000 per station (in 2023 dollars).

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

30,000 $

35,000

30,000 $

35,000

30,000

35,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

- $

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

It is anticipated that operating costs for the EV stations will increase due to the improved use but this cost could not be determined.

H-65

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives 2024 None Public Works Smart City Infrastructure Deployment Public Works

Project Description:

The proposed project will 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. Examples include trash collection that notifies the City when the trash or recycling bin is full, smart fire hydrants which are equipped with sensors to convey pressure in the water system, air quality sensors, or radar-based traffic signal detection/counters for vehicles, pedestrian, and bicycles.

FY 2025

Cost Estimate: Total Cost

FY 2026

FY 2027

FY 2028

FY 2029

75,000

- $

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

Smart City infrastructure will increase operating costs for trash collection, etc., but those costs will be offset by increased efficiency of use.

H-66

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City Public Art 2023 None Public Works Downtown Fountain Feature/Childrens Park Public Works

Project Description: The proposed project will work with the Williamsburg Public Art Council to pursue a downtown fountain feature to serve as an anchor for a children's park. $50,000 in costs designated in FY24 were for conceptual design and site selection, while potential final design and construction costs are included in FY25 and FY26.

FY 2025

Cost Estimate: Total Cost

FY 2026

3,000,000

FY 2027

3,000,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants: (TDF) Private Funding

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

A fountain will increase operating costs for maintenance and water supply, but those costs will be offset by increased tourism and downtown vibrancy.

H-67

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Bus Stop Improvements Connecting with the World FY 2022 None General Government Bus Stop Improvements Planning & Code Compliance

Project Description: An inventory of all WATA bus stops located in the city was conducted in August of 2023. Each bus stop was visited and data was collected to include the type of amenities present, proximity to a cross walk, handicap accessbility, the presence of sidewalks, if any, and the condition of the sidewalk. From this data a matrix has been created to aid in the prioritization of stops to be improved. The stated goal is to improve 70% of stops to the new standard of service that includes, at minimum, a shelter and a trash can. The next steps are to present findings to city administration, and subsequently the City Council to determine which stops will be improved using the FY 2025. The city has 70 bus stops, all with differing amenities already in place. This equals 49 bus stops over 5 years. The goal is to provide amenities to 10 bus stops the first 4 years and 9 the last The budget request is based on current pricing for amenities as provided by WATA. There may be a desire to modify the design or type of an amenity which could alter the total cost or the number of bus stops to be improved.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

275,000

250,000

$ $

75,000 200,000 $

275,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants TBD

Bonding Total Revenue

275,000 $

275,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

The total cost provided are estimates based on current pricing and does not consider funding from various sources included but not limited to Congestion Mitigation and Air Quality, VDOT SmartSCale, and Flexible STP funds. WATA would lead the funding request effort on behalf of the three participating jurisdictions. If grant funds are not utilized or their is a gap in funding, the city would be responsible for funding.

H-68

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading N/A FY 2023 None General Government Community Building HVAC Improvements Public Works

Project Description: This project will provide for improvements or replacements to various HVAC systems in building facilities. The improvements will allow for higher efficiency and improved operational capability as these systems age. In FY24 & FY25, a total of $440,000 is budgeted to replace the 20-year old HVAC system at the Community Building.

FY 2025

Cost Estimate: Total cost

FY 2026

280,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

- $

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for replacement equipment and control software upgrades.

H-69

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety & Wellness FY 2025 None General Government New Gas Pump Canopy Public Works

Project Description: This project will provide for a new gas pump canopy to protect drivers as well as equipment from inclement weather. The project includes $50,000 for the purchase of a new canopy as well as an additional $50,000 for installation.

FY 2025

Cost Estimate: Total cost

FY 2026

100,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

- $

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for the canopy and installation.

H-70

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety & Wellness FY 2025 None General Government Fleet Vehicle Maintenance Equipment Public Works

Project Description: This project will provide for a new rack ($18,000 with installation $10,000) with turf kit ($5,000), tire balancer ($11,000), tire pressure monitoring system TPMS ($2,000), low profile jacks ($3,000), as well as island terminal software for gas pumps ($11,000). The total for this project is $60,000. This new equipment will increase the efficiency of maintenance staff as well as replace antiquated equipment that is no longer supported by the manufacturer.

FY 2025

Cost Estimate: Total cost

FY 2026

60,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

- $

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for the equipment.

H-71

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City City Square Plan FY 2025 None General Government City Square Renovation Public Work and Utilities

Project Description:

The Landscape division of Public Works will have an outside contractor install a new irrigation system in the City Square i.e. Library, Library fountain lawn, Community, Chamber, and Allgood buildings. The Irrigation system will be approximately $75,000. Landscape will remove Sycamore trees and plant new trees at the Community Building and Library fountain lawn. Landscape will install new Zoysia sod to replace the Fescue in the City Square for durablity. The trees and sod will be done in-house at a cost of approximately $25,000. The City Square is utilized more each year for weddings, Library events and other gathering, thus this project will give the City the foundation for a sustainable landscape that can uphold a high level of foot traffic while also providing beautification. FY 2025

Cost Estimate: Total cost

FY 2026

100,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants TBD

Bonding Total Revenue

- $

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary: The additional cost of the irrigation will offset repair costs from the current system. New landscaping and sod will result in savings from durability and reduction of current repair and trimming costs by staff.

H-72

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Engaging with our Partners Cedar Grove Cemetery Expansion 2024 N/A Public Works Cedar Grove Cemetery Expansion City Manager / Public Works

Project Description: Based upon a request proposed in the 2021/2022 Goals, Initiatives & Outcomes, a feasibility study was accomplished to determine the number of spaces available and a projection was made to expand Cedar Grove Cemetery to meet 92 years of demand. A white paper was produced in January 2022 that indicatess that the existing Cemetery capacity will be reached in 2045. To reach the target year of 2112, an additional 4728 burials are projected to occur require an additional 6 det developable acres. Two other alternates were proposed: Purchase 10 useable acres to last until 2156 (134 years) or purchase 26 useable acres to have capacity until about 2334 (312 years). FY2026 funds of $150,000 are for landscape architecture to plan the proposed expansion, and FY2027 is for initial clearing, grading, and installation of perimeter fencing.

Cost Estimate:

FY 2025

Total cost

FY 2026

FY 2027

150,000

100,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

150,000

100,000

150,000

100,000

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

(14,000)

27,600 13,600

Fiscal Impact Summary:

The staffing costs assume an additional 20% FTE for cemetery caretaker being offset by selling plots at the rate noted in the white paper for a net impact of $13,600 revenue per year resulting in a approximate 30-year payback at 3% beginning when the property is developed.

H-73

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A FY 2025 None General Government GIS Plotter Replacement Information Technology

Project Description:

GIS work in the city is ever-expanding and works across all departments. The plotter in use allows for scanning and printing of large-format documents. The current plotter is more than 10 years old and needs to be replaced with more current technologies.

FY 2025

Cost Estimate:

FY 2026

$25,000

Total cost

FY 2027 -

FY 2028 -

FY 2029 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$25,000

Bonding Total Revenue

25,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

None

H-74

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Connecting with the World N/A FY 2019 None General Government Office 365 Information Technology

Project Description: The City of Williamsburg utilizes the features and functionality of the Microsoft Office 365 platform across the entire organization. This project renews that licensing on an annual basis.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

$70,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

70,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

No follow-on impacts related to the budget outside of the annual renewal.

H-75

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading N/A FY 2020 None General Government PC Replacement Program Information Technology

Project Description: Annually, the City follows a PC replacement schedule, replacing those computers that have reached the end of life (4 years) or fail during the FY. The department requests $30,000 for this expense in the upcoming FY.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

$35,000

$40,000

$35,000

$40,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

35,000

40,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

The replacement of computers will not have a direct fiscal impact beyond the cost of completion. Efficiency is gained by staying current with new technology and software.

H-76

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Connecting with the World N/A FY 2025 None General Government Cybersecurity Upgrades - Authentication and Sign-On Information Technology

Project Description: Cybersecurity threats are pervasive across all organizations. One of the best methods to mitigate these attacks is through the use of alternate authentication processes. This project will change the network authentication protocols for the organization to utilize biometrics and other forms that are much less susceptible to attack. Additionally, this project will institute a single sign-on and self-service password reset system allowing employees to more easily access common systems.

FY 2025

Cost Estimate:

FY 2026

$75,000

Total cost

FY 2027 -

FY 2028 -

FY 2029 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$75,000

Bonding Total Revenue

75,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

We will pay licensing and maintenance costs for the first 3 years. Year 4 and beyond will be handled in the operating budget.

H-77

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety and Wellness N/A FY 2025 None General Government Tenable.ot at Water Treatment Plant Information Technology

Project Description: Cybersecurity threats are pervasive across all organizations. As part of the city's Vulnerability Management Program, we utilize Tenable to identify cybersecurity-related vulnerabilities across the city's network infrastructure. Tenable.ot is a product that identifies vulnerabilities in operational technology systems, such as those that are found at the Water Treatment Plant. Through identification, we can mitigate these vulnerabilities before they turn into exploits used by people and nation-state organizations.

FY 2025

Cost Estimate:

FY 2026

$40,000

Total cost

FY 2027 -

FY 2028 -

FY 2029 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

$40,000

Bonding Total Revenue

40,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact Fiscal Impact Summary:

Software and maintenance costs will be approximately $10,000/year in year 2 and beyond and will be handled I nthe Software Maintenance fund of the IT department budget.

H-78

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2025 None General Government Additional Voting Machines Voter Registration and Elections

Project Description: With the additional requirement to now report by precinct for the Early Voting,By Mail, and Same Day Registration Provisionals, this requires the use of our additional spare units that we would currently use as a second machine at the polling place durning Presidential Years. We are requesting funding for three additional voting machines to cover the requirement to have two scanners at each polling place. § 24.2-627. Electronic voting systems; number required. A. The governing body of any county or city that adopts for use at elections ballot scanner machines shall provide for each precinct at least one voting booth with a marking device for each 425 registered voters or portion thereof and shall provide for each precinct at least one scanner. However, each precinct having more than 4,000 registered voters shall be provided with not less than two scanners at a presidential election, unless the governing body, in consultation with the general registrar and the electoral board, determines that a second scanner is not necessary at any such precinct on the basis of voter turnout and the average wait time for voters in previous presidential elections.

FY 2025

Cost Estimate: Total cost

FY 2026

20,600

FY 2027 -

FY 2028 -

FY 2029 -

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants TBD

20,600

Bonding Total Revenue

20,600

3,800 3,800

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

3,800 3,800

Fiscal Impact Summary: The additonal operating cost is the annual maintence fee for software and hardware.

H-79

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

N/A N/A FY 2025 None Vehicles/Equipment Vehicles/Equipment Finance and Departments

Project Description: The City replaces vehicles following industry standards and after extensive use. When general fleet vehicles are replaced they are repurposed or sold as surplus.. Following a replacement schedule in FY 2025, several vehicles are scheduled to be replaced.

Cost Estimate:

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

1,200,000

1,070,000

985,000 $

910,000

1,210,000

Carry forward funding Operating Revenues (Sales Tax) $ Grants:

1,200,000

1,070,000

985,000

910,000

1,210,000

1,200,000

1,070,000

985,000

910,000

1,210,000

- $

Total cost Funding Sources:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary: When city vehicles are replaced, they are either repurposed or sold as surplus. Typically operating and maintenance costs are reduced with newer vehicles.

H-80

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Engaging with our Partners N/A FY 2019 Annually Agencies and Interjurisdictional Williamsburg Library Replacement Finance

Project Description: The Williamsburg Library facility was constructed in 1974 with two additions in 1982 and 1988. In FY22, the facility hosted over 285,000 annual visits, over 35,000 attendees to meetings and programs, and 60% of the almost 820,000 annual system physical check-out transaction as WRL continues to rebound from the COVID pandemic. The Williamsburg Regional library system meets almost all major Virginia AAA Public Library Standards, with the exception of facilities, where it ranks a single A. The AAA standard is 1 square foot per capita. The actual library space, minus the theatre and basement, is 25,000 square feet, which translates to .34 per capita of the population served. At 300% beyond recommended capacity, the library lacks any additional space to expand collections, collaborative works spaces, adequate seating, a teen area, interactive learning experiences, or other spaces for 21st Century library services. The project start date began in late FY24 with some design funding already allocated by the City. The localities are continuing discussions on a jointly funded capital project replacement library. The outcome of the negotiations will determine the final size of the new library project. The previous budget accounted for $450,000 for design.

FY 2025

Cost Estimate:

FY 2026

FY 2027

$10,000,000

Total cost

22,600,000

FY 2028 $

FY 2029

6,950,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants TBD

$10,000,000

$10,000,000 12,600,000

Bonding Total Revenue

10,000,000

6,950,000

22,600,000

6,950,000

25,000

1,350,000 1,375,000

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary:

H-81

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Engaging with our Partners N/A N/A N/A Agencies and Interjurisdictional Courthouse Maintenance Finance

Project Description: The City of Williamsburg and James City County jointly own and operate the Williamsburg/James City County Courthouse as authorized by §17.1-281 of the Code of Virginia. Each locality has previously authorized the assessment of a courthouse maintenance fee of $2 for each civil and criminal action and/or traffic case in the District or Circuit Courts for the City of Williamsburg and James City County. The Clerk of the Circuit Court collects and remits fees monthly to the City’s Department of Finance, acting as agent for the Courthouse Maintenance Fund. Funds are invested in the Commonwealth of Virginia’s Local Government Investment Pool. Disbursements are approved by resolution of both the Williamsburg City Council and the James City County Board of Supervisors for capital projects deemed necessary.

FY 2025

Cost Estimate: Total cost

FY 2026

FY 2027

FY 2028

FY 2029

106,000

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: Fiscal impact will be analyzed when specific projects are determined.

H-82

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Engaging with our Partners N/A N/A Annually Agencies and Interjurisdictional Williamsburg/ JCC Schools Finance

Project Description: This project represents City contribution to various capital expenditures for the joint Williamsburg-James City County school system. These estimates are based on the school system CIP. The City’s share of these expenses is estimated at 10.27% of the FY2025 total as stipulated in the current funding agreement between JCC and the City. Remaining funds for any projects not completed at fiscal year-end are carried forward to the following year.

FY 2025

Cost Estimate: Total cost for City

FY 2026

FY 2027

FY 2028

FY 2029

1,646,400

1,017,962

1,082,869

1,850,141

1,511,590

1,646,400

1,017,962

1,082,869

1,850,141

1,511,590

1,646,400

1,017,962

1,082,869

1,850,141

1,511,590

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

Fiscal Impact Summary: The completion of work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements, including appliances.

H-83

H-84

100,000 1,804,000 385,000 100,000

200,000

75,000 300,000

Total Utility Fund Capital Improvements

Vehicles/Equipment Excavator Vehicles

Water/Sewer System Contingency Water/Sewer System - Contingency

$ 1,681,648

125,000

$ 2,131,417

345,000

3,994,000

185,000 -

75,000

2,458,500 3,994,000 $

100,000 100,000 170,000 150,000

25,216

Sewer Collection/Transmission Sewer System Rehab - SSO San. Sewer Cond. Assess. & Sewer Pump Station Reliability Sewer SCADA 252,354

1,761,201

1,440,000

45,000 370,000

100,000

100,000 100,000 150,000

100,000 300,000 -

75,000 100,000

1,440,000 1,440,000 $

250,000

1,114,237

75,000 115,058

- $

92,500

FY 2026

1,443,000

PROPOSED BUDGET FY 2025

Plant Wastewater Lagoons Lagoon Sludge Removal

Water Distribution/Storage Water System Improve./Galv Colonial Parkway Water Replace Mooretown Road Water Extension Penniman Road Water Interconnect Water Sys. Cond. Assess. &

CAPITAL EXPENSES Water Supply Watershed Protection/Water Quality Water Treatment Improvements Waller Mill Dam Improvements Filter Plant Fence

CAPITAL REVENUES Grants (CDS-Col Parkway Water) Transfer from General Gov CIP (Excavator) Transfer from Net Position (reserves) Total Revenues $

Carryforward Expended from FY 2024 Thru FY 2024 to FY 2025

575,000 $

100,000

100,000 100,000 -

100,000 -

75,000 100,000

575,000 575,000 $

FY 2027

655,000 $

80,000

100,000

100,000 100,000 -

100,000 -

75,000 100,000

655,000 655,000 $

FY 2028

FOR PLANNING PURPOSES

655,000 $

80,000

100,000

100,000 100,000 -

100,000 -

75,000 100,000

7,319,000

230,000 530,000

475,000

500,000 100,000 570,000 300,000

250,000

500,000 1,804,000 385,000 300,000 100,000

375,000 700,000 200,000

5,783,500 7,319,000

92,500

1,443,000

Five Year Total

655,000 655,000 $

FY 2029

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

City of Williamsburg - Utility Fund Capital Improvement Program Summary - Fiscal Years 2025 - 2029

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety and Wellness N/A 2020 None Water Supply Watershed Protection / Water Quality Public Works and Utilities

Project Description: 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 in FY25 to provide additional land acquisition should property become available. Funding is also for other initiatives such as forestry management and security improvements to the Plant and watershed (signage, access control).

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

75,000

- $

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

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, but this minimal impact is eliminated with the increased water quality benefit to water treatment.

H-85

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety and Wellness N/A 2024 None Water Supply Water Treatment Improvements Public Works and Utilities

Project Description: The Water Plant was constructed nearly in 1944 with a major expansion in 1978. As with many older structures, periodic repairs are needed due to deterioration and use. In FY24, $15,000 was budgeted for a structural evaluation of the floor system/basement ceiling which has cracked and corroded due to chlorine exposure. A placeholder of $100,000 was included in FY25 for the floor system repairs but was increased when we received budget numbers for probable repair costs. Also included are placeholders of $100,000 per year for continued upgrades to be identified by the water master plan.

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

300,000

100,000

300,000

100,000

300,000

100,000

- $

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

H-86

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety and Wellness N/A 2020 None Plant Wastewater Lagoons Lagoon Sludge Removal Public Works and Utilities

Project Description: The Water Plant must backwash the filter tanks and the sedimentation basins which produces wastewater that is directed to two (2) on-site lagoons. The waste is mostly liquid with residuals of the chemicals added to treat the water such as carbon, alum, and fluoride. The wastewater flows by pipe to the wastewater lagoons. The solids/sludge settle to the bottom and eventually, over time, fill up the lagoons and the sludge needs to be removed. The lagoons will need to be cleaned soon – $250,000 is budgeted in FY2025 for that project.

Cost Estimate: Total cost

FY 2025

FY 2026

250,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

H-87

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2023 none Water Distribution/Storage Mooretown Road Water Main Extension Public Works and Utilities

Project Description:

This project would connect an existing 16" main at the St. Demetrios Greek Orthodox Church at 4900 Mooretown Road to an existing 12" main that crosses the CSX railroad tracks at Williamsburg Storage at 5151 Mooretown Road. Most of the project is in York County and would improve flows and provide redundancy for the Mooretown Road and Richmond Road corridor north of Bypass Road. The loop would also improve water quality and fire protection for the area. The total length is 1,550 feet and requires crossing several pipelines and infrastructure in the Dominion Energy Right of Way as well as an encased crossing of Mooretown Road. Funds are programmed at a cost of $10,000 to complete the engineering design in FY2024, and $385,000 for construction in FY2025

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

385,000

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The additional cost for maintenance of the new pipeline is offset by lower operating costs due to lowering of hydraulic losses in a looped system and greater reliability.

H-88

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2023 none Water Distribution/Storage Colonial Parkway Water Main Replacement Public Works and Utilities

Project Description:

The project will involve replacement of a 60-year old pipe that has a history of prior breaks due to swampy soil conditions and brittle material. The pipe would provide additional redundancy for a large area of the City and improve pressures especially at the distal ends of the system. Because this would be an in-situ replacement, minimal disturbance to the environment and natural resources would be required. 83% of the proposed replacement length (3,950 LF) is within the Colonial National Historical Park. Portions of the park will be closed to traffic for rehabilitation in the coming years through the Legacy Restoration Fund of the Great America Outdoors Act (GAOA). This closure represents an opportune time to replace the pipe. In FY25, the City received $1,443,000 in Congressionally Directed Spending (CDS) funds for replacing the main. This

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

1,804,000

$ $

361,000 1,443,000

1,804,000

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The additional cost for maintenance of the new pipeline is offset by lower operating costs due to lowering of hydraulic losses in a looped system and greater reliability.

H-89

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2023 none Water Distribution/Storage Penniman Road Water Main Interconnect Public Works and Utilities

Project Description: This project would connect an existing 12" main at the City limit on Penniman Road to an existing 12" main that crosses the CSX railroad tracks just east of Harrop Lane. The entire project is in York County and would improve flows for the entire Penniman Road area and provide redundancy for the Second Street corridor. The loop would also improve water quality and fire protection for the area. The total length is 1,320 feet. Service lines for the 10 existing customers in Middletown Farms that front Penniman Road would be replaced and the small diameter galvanized steel main serving these homes abandoned. FY2026 funds are programmed at a total cost of $300,000.

Cost Estimate:

FY 2025

Total cost

FY 2026

FY 2027

300,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The additional cost for maintenance of the new pipeline is offset by lower operating costs due to lowering of hydraulic losses in a looped system and greater reliability.

H-90

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2023 None Water Distribution/Storage Water System Condition Assessment & Planning Public Works and Utilities

Project Description:

The City's water distribution system dates to the late 1910's and early 1920's. Significant expansion corresponding to annexations in 1923, 1943, 1964, & 1984 was accomplished as the City grew but there are still many older parts of the system still in operation. This project is to provide funds for a consultant to evaluate the existing water distribution system and determine conceptual scopes for improving the pipe network through either replacement due to age or condition, capacity increases where needed, looping for redundancy, valve installations to enhance operations, and sensors for leak detection. A master plan would aid in programming of capital improvements over the next 10-15 years to provide the best benefit for dollars expended as well as aid in applying for state and federal grant funds. $75,000 was approved for FY 24 but we will

Cost Estimate: Total cost

FY 2025

FY 2026

100,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

No direct operating impacts will be felt with this project, however, the projects generated from the plan would provide greater efficiency.

H-91

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2023 None Water Distribution/Storage Water System Improvements Public Works and Utilities

Project Description: The City's water distribution system dates to the late 1910's and early 1920's. Significant expansion corresponding to annexations in 1923, 1943, 1964, & 1984 was accomplished as the City grew but there are still many older parts of the system still in operation. This ongoing project is to fund replacements of known galvanized and cast iron water mains due to their age and propensity to rupture and leak. This will eliminate costly repairs and water loss. We will begin with the steel mains on Forrest Hill Dr. and Haynes Dr. for $100,000. Also included are placeholders of $100,000 per year for continued upgrades to be identified by the water master plan.

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

100,000

- $

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

No direct operating impacts will be felt with this project, however, the projects generated from the plan would provide greater efficiency.

H-92

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 None Sewer Collection/Transmission System Sewer System Rehab - SSO Program Public Works and Utilities

Project Description: The original consent decree issued to all HRSD localities by the Virginia Department of Environmental Quality (DEQ) was revised substantially. HRSD is managing the more extensive Sanitary Sewer Overflow (SSO) capacity problems including those associated with the Regional Wet Weather Management Plan (RWWMP). The localities are responsible for their respective collection systems and are charged with resolving structural deficiencies and issues associated with management, operations, and maintenance (MOM) of the sanitary sewer system. As such, the City is budgeting money for inspection, repairs and rehabilitation.

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

100,000

- $

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

These capital expenditures will be a factor in increasing utility rates. However, upgrading the sewer system will help reduce operation and maintenance costs.

H-93

CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2023 None Sewer Collection/Transmission System Sanitary Sewer Condition Assessment & Planning Public Works and Utilities

Project Description:

The City's sanitary sewage collection system dates to the early 1930's with the onset of the reconstruction. Significant expansion corresponding to annexations in 1943, 1964, & 1984 was accomplished as the City grew but there are still many older parts of the system still in operation. This project is to provide funds for a consultant to evaluate the existing sewage system and pumping stations and determine conceptual scopes of work for necessary repair, rehabilitation and replacement in a logical and systematic manner. The project will also generate inputs for the HRSD Regional and Local Hydraulic Model databases as required by the Regional Consent Order. This data which will be incorporated into the City's GIS system. A plan would aid in programming of capital improvements over the next 10-15 years to provide the best benefit for dollars expended as well as aid in applying for state and federal grant funds. $75,000 was approved for FY 24 but we will need an additional $100,000 to complete the study.

Cost Estimate: Total cost

FY 2025

FY 2026

100,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

No direct operating impacts will be felt with this project, however, the projects generated from the plan would provide greater efficiency.

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CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Courageously Leading Smart City Initiatives 2020 None Sewer Collection/Transmission System Sewer Pump Station Reliability Public Works and Utilities

Project Description:

There are 15 sewage pumping stations in the City. Because the City drains into shellfish waters, the stations are classified as Reliability Class I stations which provides for the strictest standards of reliability. For example, the stations are required to have emergency backup power or other means of operating the pumps in case of power failure. As part of the Sanitary Sewer Overflow (SSO) Consent Decree, pump stations were identified as critical infrastructure to operate/maintain to avoid sewer overflows. These designations require heightened maintenance and failure avoidance. We would begin with full pump replacements in Pump Station 9 for $170,000. Also included are placeholders of $100,000 per year for continued upgrades to be identified by the sewer master plan.

Cost Estimate:

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

170,000

100,000

Carry forward funding Operating Revenues (Sales Tax) $ Grants:

170,000

100,000

170,000

100,000

- $

Total cost Funding Sources:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including equipment.

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CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City Smart City Initiatives 2024 None Sewer Collection/Transmission System Sewer System SCADA Public Works and Utilities

Project Description: The City is in need of a sewer SCADA system similar to the water SCADA system. SCADA stands for Supervisory Control and Data Acquisition. SCADA gives the ability for remote control and monitoring from anywhere on a PC or mobile device. This remote ability will greatly add to the pump station's operational efficiency and function by allowing staff to monitor and adjust pump rates as needed remotely. This system will help to reduce sanitary sewer overflows and reduce the need for additional staff. This would be funded over two years, $150,000 per year, for a total of $300,000.

Cost Estimate:

FY 2025

FY 2026

FY 2027

150,000

Carry forward funding Operating Revenues (Sales Tax) $ Grants:

150,000

Total cost

FY 2028

FY 2029

Funding Sources:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion due to improved reliability and efficiency of any new improvements including equipment.

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CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 None Water/Sewer System Contingency Water/Sewer System Contingency Public Works and Utilities

Project Description: Water and sewer system contingency funds must be budgeted to cover unforeseen items on a yearly basis. The utility must have the money reserved in order to continue to operate on a continuous basis. Examples of water and sewer contingency expenditures include: • Emergencies - major pipe line failures, pump/motor replacement, generator failures • Contributions to new infrastructure installed by development • Capital project contingency

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

FY 2028

FY 2029

75,000

100,000

75,000

100,000

75,000

100,000

- $

Funding Sources: Carry forward funding Operating Revenues Grants:

Bonding Total Revenue Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

There is no fiscal impact to these emergency/contingency funds.

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CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2024 None Vehicles/Equipment Vehicles/Equipment Public Works and Utilities

Project Description: The Public Works and Utilities Department needs an excavator for Water/Sewer, Streets/Stormwater, and Landscape to share. The equipment will require a new trailer for $25,000 and the excavator for $160,000. Furthermore, we would like to add a brush cutter attachment in FY26 $45,000. The excavator will allow us to maintain a smaller work zone while on the street. It has better visibility for safety and is more efficient than a backhoe. It's better suited to repetitive tasks, smaller while still maintaining lift and digging capabilities, and does not need to constantly reposition to continue working. We currently rent Excavators so in time so those savings will offset the cost. We would like to split the cost of the unit equally between the Public Works and Public Utilities CIP funds.

Cost Estimate: Total cost

FY 2025

FY 2026

FY 2027

185,000

45,000

$ $

92,500 92,500

45,000

185,000

45,000

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Utilities) Operating Revenues (PW)

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary: The additional cost of the equipment is offset by rental costs as well as personnel by increased efficiency.

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CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Innovating a Modern City N/A 2020 None Vehicles/Equipment Vehicles/Equipment Public Works and Utilities

Project Description: The City replaces vehicles following industry standards and after extensive use. Following a replacement schedule in FY 2026, 2028, & 2029 several vehicles are scheduled to be replaced as follows: -2009 Ford F350 Diesel 4x4 FY26 -2006 Ford Van-Camera Truck FY26 -2014 Ford F150 FY28 -2013 Ford Explorer FY28 -2015 Chevrolet Silverado FY29

Cost Estimate:

FY 2025

Total cost

FY 2026

FY 2027

FY 2028

FY 2029

370,000

80,000

370,000

80,000

370,000

80,000

- $

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary: When city vehicles are replaced, they are either cycled down in the organization or sold as surplus.

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CITY OF WILLIAMSBURG – FY 25 CAPITAL IMPROVEMENTS City Council Goal: City Council Initiatives: Year Introduced: Change: Program Category: Project Title: Managing Department:

Prioritizing Safety and Wellness N/A 2025 None Water Supply Filter Plant Fence Public Works and Utilities

Project Description:

The Filter Plant needs to complete the fence that surrounds the compound. The current fence does not currently encapsulate the entire property. This will reduce the chances of unwanted visitors accessing the site while also keeping children and animals at safe distance from dangers on the property. Completing the fence was recommended in Vulnerability Assessment completed in 2004. The cost of completing the fence is $200,000

Cost Estimate: Total cost

FY 2025

FY 2026

200,000

FY 2027

FY 2028

FY 2029

Funding Sources: Carry forward funding Operating Revenues (Sales Tax) Grants:

Bonding Total Revenue

Operating Impacts: Revenue Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost) Debt Service Net Impact

- $

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

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To:

Mayor and City Council Planning Commission

From:

Barbara A. Dameron, Director of Finance

Date:

January 18, 2024

RE:

Capital Improvements for FY 2024– Status of Current Projects

Attachments: None This memorandum provides a review and update of the progress made toward projects during FY 2024 through the City of Williamsburg’s Capital Improvement Plan (CIP). Capital budgeting aims to facilitate the economic viability and development of the community; therefore, it is one of the most important duties of a local government. The State of Virginia provides, through state statute, that a locality’s Planning Commission may review the capital improvement program annually and provide recommendations prior to adoption by the governing body. A capital program consists of two (2) components: the capital plan and the capital budget. The capital budget is an element of the locality’s annual budget adoption process and details the upcoming year’s planned capital project expenditures. This capital budget is based on the capital improvement plan. The plan is a listing of capital items that the locality anticipates undertaking within the five (5) years following the capital budget year. The City of Williamsburg defines a capital expense as any construction project or property acquisition exceeding $20,000 in the total cost and any major study or tangible asset with a total cost of $10,000 or more and a useful life of at least five (5) years. The FY 2024 CIP development included an initial structure from the staff with review and input from the Planning Commission and the public. The City Manager’s office constructed the plan’s first draft for inclusion in the presented budget. The City Council initially considered the plan during the February budget retreat, and the final FY 2024 plan was adopted during the FY 2024 budget adoption in May. The final FY 2024 adopted CIP budget of $23,036,226 includes $15,752,408 for City CIP project completion during the operating year, $2,474,361 for debt service payments, $700,000 for contingencies, $226,320 for public art, $40,000 for courthouse maintenance, $0.00 transfer to the General Fund and $3,843,137 for the City’s contribution for school CIP. Additionally, the plan includes $51,295,349 of funding carryforward from FY 2023 for incomplete projects or outstanding invoices.

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The FY 2024 capital budget included the following six categories: Public Works; Recreation, Cultural and Open Space; Public Safety; Community and Economic Development; General Government; and Agencies and Interjurisdictional. These six (6) categories provided 109 individual projects with FY 2024 funding. Of these 109 projects, fifteen (15) have been completed, fifty (50) are underway or will be completed during FY 2024, and forty-four (44) projects are more extensive and will require more than one year to complete (funds will carry forward to FY 2025). Three projects are on hold pending the award of grant funding. The following list provides a status update, by category, for these projects and carryforward projects. CMP indicates that a project is included in or is consistent with the current comprehensive plan. GIO indicates that a project is included in or is consistent with a Goal, Initiative, or Outcome (GIO) adopted by City Council in November 2020. PC indicates the project was encouraged in the Planning Commission comments letter provided during the FY 2024 budget process. Additionally, budgeted amounts reported below for FY 2023 carryforward funds are based on the most recent financial report and will not support the totals listed above as the adopted budget. Public Works: 4 project areas with 26 projects totaling $9,690,208 in FY 2024 and $8,776,117 in FY 2023 carryforward: (1) Street Construction (10 projects- $2,496,240 FY 2024 budget ($2,771,986 FY 2023 carryforward)) a. Repaving Program ($525,000 FY 2024 budget ($671,139 FY 2023 carryforward)) The City’s annual street maintenance program will take place in the spring of 2024 for city roads. Carryforward work was completed in the Fall of 2023. b. Historic Area Streets ($300,000 FY 2024 budget) - City staff has been working with Colonial Williamsburg on restoration of the Nassau Meadow BMP east of Nassau Street and north of Prince George adjacent to the Robert Carter House. City funds will be used to improve the Scotland Street path from Mathew Whaley to the Governor’s Palace. Work is hoped to begin in late winter-spring but will depend on the outcome of archaeology studies at the site to minimize impacts from the BMP construction. c. Capitol Landing Road & Bypass Road Intersection – ($437,240 FY 2024 budget ($1,925,315 FY 2023 carryforward)). As part of the reconstruction of Capitol Landing Road, this intersection project will redesign the intersection to include a signalized 90-degree T intersection. Work on design began in FY 2022, with design and construction being finalized in FY 2024/2025. Plans are at 60% and awaiting federal authorizations for the right-of-way phase expected in early Spring 2024. GIO, CMP d. Monticello Avenue Richmond Rd Lafayette St Roundabout ($749,000 FY 2024) – Federal authorization to begin preliminary engineering phase activities is expected in FY 2026 as full funding becomes available.

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e. Bridge Inspections/Improvements ($20,000 FY 2024 budget ($8,491 FY 2023 carryforward)) – Inspections are required biennial in even-numbered years. Railroad authorizations have been approved, and inspections will occur prior to Summer 2024. CMP f. Traffic Signals – ($167,041 FY 2023 carryforward) - The FY 2024 budget fund utilizes federal HSIP grant funds to construct flashing yellow arrows on ten traffic signalized intersections. Design is complete, and federal authorization to advertise for construction was granted in January 2024, with Council award considered in March 2024. CMP g. Prince George St Outdoor Dining Conversion ($250,000 FY 2024 budget) Two of the three bump-outs have been constructed using in-house forces. The final bump-out in the 400 block of Prince George Street will commence when temperatures are more favorable for concrete placement. h. Golf Cart Community ($40,000 FY 2024 budget) A study to determine the legal means and signage necessary will be conducted in the second half of 2024. GIO i. Public Works Infrastructure Master Plan ($75,000 FY 2024 budget) Consultant study is expected in the second half of FY 2024 and first half of 2025 to facilitate the FY 2026 5-year capital budget process. j. Highland Park CDBG ($100,000 FY 2024 budget) A Virginia DHCD CDBG Planning Grant application for the project is expected in the second half of FY 2024 under the leadership of the WRHA with support from Planning and Public Works Engineering. (2) Corridor Enhancement/Underground Wiring - (5 projects - $5,920,300 FY 2024 budget; $4,311,187 FY 2023 carryforward): a. Ironbound Road Phase II & III ($2,374,300 FY 2024 budget) - Ironbound Road is being reconstructed in three (3) phases. Phase I, which included the redesign of the Longhill Road intersection and the relocation of Longhill Road, was completed in FY 2019. Phases II and III are scheduled for design and construction to begin in FY 2024 using VDOT Smart Scale program funding. City staff is anticipating final approval from VDOT to implement a Design-Build PPTA for Phase II and III combined. GIO, CMP b. Capitol Landing Road Redesign ($2,996,000 FY 2024 budget ($4,061,187 FY 2023 carryforward)) – Design plans are 60% complete and ready to begin the right of way and utility relocation phase. Construction will continue through Spring 2025. GIO, CMP, PC c. Lafayette Street Reconstruction ($300,000 FY 2024 budget) Federal authorization to begin preliminary Engineering phase activities is expected in FY 2026. d. Curbless Boundary Street at City Square – ($250,000 FY 2023 carryforward) This work is expected to begin in Spring 2024. CMP e. Lantern Art Gateway Features ($250,000 FY 2024 budget) Under the leadership of Economic Development, an RFP design and fabrication will be developed and issued in Spring 2024.

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(3) Pedestrian and Bicycle Improvements – (6 projects $1,048,668 FY 2024 budget ($547,956 FY 2023 carryforward)): a. Francis Street Sidewalk ($174,388 FY 2023 carryforward) – The project was completed in Spring 2023 using in-house forces from the Public Works Streets division. GIO, CMP b. College Woods Circuit Shared Use Trail – ($323,568 FY 2024 budget ( ($323,568 carryforward FY 2023)) The City applied for $2.27 million FY 2023/2024 transportation alternative program funds and received $585,926. An additional grant for FY 2025/2026 is being considered in Spring 2024 for the remaining Construction funds. Construction is anticipated in 2025. PC, CMP c. Newport Avenue Sidewalks - ($100,000 FY 2024 budget) Design has begun with surveying already complete. Public input will be solicited to finalize the designs in the Spring of 2024 with the hopes that construction can begin as soon as funding is available. d. S. Henry Street Sidewalk to the Oaks - ($124,500 FY 2024 budget ($50,000 FY 2023 carryforward)) -The design of routing for pedestrian access to the Oaks Design and construction will begin in FY 2026. e. African American Heritage Trail - ($450,600 FY 2024 budget) Architectural design of the trailhead bathroom, trailhead contemplative park, and Segment A of the project began in January 2024. f. Birthplace of America Trail - ($50,000 FY 2024 budget) Design concepts for the Jamestown Road segment between Lake Matoaka and College Corner were developed in late summer 2023. (4) Stormwater Management – (5 projects $225,000 FY 2024 budget ($1,144,988 FY 2023 carryforward)) – GIO, CMP a. Stormwater Master Plan ($50,000 FY 2024 budget) In late December 2023, Virginia DEQ released guidance documents for the anticipated update to the stormwater and erosion and sediment control ordinance to the City Code. b. Stormwater Infrastructure Improvements – ($119,298 FY 2023 carryforward) – To accommodate, as needed, improvements to the stormwater infrastructure system. GIO, CMP c. Capitol Landing Road Outfall Stream Restoration – ($435,004 FY 2023 carryforward) – Design is complete, and final easements are being coordinated with the property owner. The design is expected to be complete in FY 2025, construction to start in FY 2026. GIO, CMP d. Walnut Hills Outfall Stream Restoration – ($175,000 FY 2024 budget ($302,647 FY 2023 carryforward)) – Stream Bank stabilization of an existing channel using 80% federal Community Project Funding. Preliminary design and NEPA document preparation have been completed, and a public meeting was held for area residents in Fall 2023. GIO, CMP e. Port Anne Outfall Stabilization SLAF Grant - ($288,039 FY 2023 carryforward) Work to restore stream in neighborhood funded through SLAF grant from DEQ and Homeowners Association funds. Work to occur MarchSeptember 2024.

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Recreation, Culture, and Open Space: (4 project areas with 25 projects totaling $1,629,000 in FY 2024 ($2,269,768 FY 2023 carryforward)) (1) Kiwanis Park (8 projects $233,000 FY 2024, ($708,945 FY 2023 carryforward)) a. Kiwanis Park Improvements – ($307,945 FY 2023 carryforward) Projects planned to be completed in FY 2024 include the softball field fence #3 ($9,000). Installation of security cameras and mow strips for both Kiwanis and Waller ($100,000) for security cameras and ($30,000) for mow strips are scheduled to be done by the end of the calendar year 2024. Rebuild of tennis courts is expected in FY 2025. GIO, CMP b. Automated Irrigation – ($25,000 FY 2023 carryforward) Grounds plans were completed and will be constructed by the end of FY 2024. c. Shade for Bleachers – ($120,000 FY 2023 carryforward) Shade will be complete in the spring of calendar year 2024. d. Remote access to Bathrooms – ($16,000 FY 2023 carryforward) Project will be completed in FY 2024. GIO e. Dugouts and Pathways – ($100,000 FY 2024) This project is in the planning stage and will be completed in FY 2025. GIO f. Player Benches – ($133,000 FY 2024) The benches will be finished by the end of FY 2024. g. Tennis Court Fence – ($60,000 FY 2023 carryforward) Fence will be constructed by the end of FY 2024. h. Basketball Court Renovation – ($180,000 FY 2023 carryforward) The renovation is planned to begin in FY 2025. (2) Quarterpath Park – (9 projects $866,000 FY 2024 ($773,202 FY 2023 carryforward)) a. Quarterpath Park Improvements - ($551,629 FY 2023 carryforward)) – Projects that are planned to be completed in FY 2023 include replacing the softball field fence ($67,000) by the end of the calendar year 2023, the shelter roof replacement ($450,000), and the paint for the interior ($25,000) are scheduled to be done. Other improvements will be made in FY 2024 and FY 2025 for amenity upgrades and contingencies. GIO, CMP b. Accessible Pathway and Shelter – ($120,000 FY 2023 carryforward) Planning has begun, and the project will be completed in fall 2024. GIO c. Outdoor Lights Volleyball – ($61,920 FY 2023 carryforward) The lights will be installed in FY 2025. d. Softball Dugout – ($20,000 FY 2023 carryforward) Dugouts will be renovated in FY 2025 e. Volleyball Fence – ($19,653 FY 2023 carryforward) This project will be completed in 2025. f. Ninja Warrior Course – ($400,000 FY 2024) Course will be constructed in FY 2025. g. Field #3 Drainage – ($50,000 FY 2024) Project will be completed in calendar year 2024. h. Public Bathrooms – ($400,000 FY 2024) Planning has begun, and the bathrooms are anticipated to be built in FY 2025. GIO

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Fields 2&3 Scoreboards – ($16,000 FY 2024) Scoreboards will be installed before the end of FY 2024. (3) Waller Mill Park – (6 projects $530,000 FY 2024 ($677,620 FY 2023 carryforward. a. Waller Mill Park Improvements ($502,141 for FY 2023 carryforward) – The park gate replacement fiber pilot is installed and will be operational by spring 2024 ($45,000). Installation of dog park fence ($50,000) is completed. Replacing columns at the park office ($15,000) is underway, with both projects completed by the end of winter 2023. The dog agility equipment replacement ($10,000) was completed in winter 2023. The replacement of the well ($80,000) GIO, CMP b. Renovate Shelter 3 Playground – ($128,000 FY 2023 carryforward) Playground will be built in FY 2025. c. Outdoor Lighting Alert System – ($13,400 FY 2023 carryforward) Lighting system is planned to be installed in fall 2024. d. Fish Dock – ($34,079 FY 2023 carryforward) The dock is planned for completion in FY 2025. e. Shingle for Shelters 2-3-4 – ($30,000 FY 2024) Shingles will be installed by the end of FY 2024. f. Bathrooms – ($500,000 FY 2024) This project is planned to be completed in FY 2025. (4) College Park, Highland Park & Wales Subdivision – (2 Projects $110,000 FY 2023 carryforward) a. Install ADA pathway at College Landing Park from the parking lot to the pier ($25,000) is planned for spring 2024. GIO, CMP b. Replace the playground and fence at the Highland Park subdivision ($60,000) to be designed and ordered in FY 2023, and the Highland Park basketball court improvements ($25,000) will be made in the calendar year 2024. GIO, CMP i.

Public Safety: 2 project areas with 25 projects totaling $11,539,561 in FY 2024 ($16,679,428 FY 2023 carryforward) (1) Facilities (6 projects with $10,260,000 FY 2024 ($16,504,896 FY 2023 carryforward)): a. Fire Station Renovation ($130,000 in FY 2024 ($315,612 in FY 2023 carryforward)) – City Council approved the award of the PPEA designbuild contract in February 2021. While the COVID-19 pandemic impacted construction lead times and cost, the building was completed this current year. GIO, CMP, PC b. Police Station Renovation – ($10,000,000 in FY 2024 with additional funds in contingency ($12,339,284 in FY 2023 carryforward)) - In the FY 2024 budget, City Council approved the funding for the replacement of the Police Station Building, which was constructed in 1978 and has serious structural and spacing issues. A Request for Proposal for the designbuild of the building was issued in June 2022, and an interim agreement is being negotiated. Work is scheduled to begin shortly, with the relocation

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of utilities and public works facilities to be completed in late fall of 2024. A contract to manage the construction management services was awarded in FY 2023. The demolition of the old police station is planned for FY 2025. GIO, CMP, PC c. Relocation and Construction of Public Works Storage Yard Facilities($2,350,000 FY 2023 carryforward) – In conjunction with the construction of the Police Station Renovation, the Public Works storage yard and fleet maintenance building will be relocated in FY 2025. GIO, CMP, PC d. E-911 Regional Center Expansion ($45,000 in FY 2024) – The City Council approved the consolidation of the public safety answering point (PSAP) with York County in February of 2009. This required an expansion of the dispatch center in York County. The City’s supported renovation cost equated to an annual debt service of $45,000 in each FY of the CIP. Estimated City savings due to the consolidation equal as much as $200,000 annually. CMP e. Waller Mill Training Facility – ($1,500,000 FY 2023 carryforward) A project to transform the City’s outdated firing range into a dynamic regional training facility is on hold pending grant funding. f. Law Enforcement Range Upgrade – ($85,000 in FY 2024) Design has been constructed, and project completion is expected in FY 2025. (2) Equipment (19 projects $1,279,561 FY 2024 ($174,532 FY 2023 carryforward)) a. Firefighting Equipment (Aid to Localities) - ($42,069 FY 2023 carryforward) – This project provides the opportunity for the Fire Department to purchase needed equipment to replace or upgrade existing gear and acquire new standard equipment. Replacement of vacant positions will necessitate the use of this funding. The remaining funds will carry forward and be available for future equipment and protective gear replacement. The budget is based on estimated awards. GIO b. EMS Equipment (4 for Life) – ($20,000 in FY 2024 ($50,729 FY 2023 carryforward)) – This annual project allows the Fire Department to upgrade, replace or purchase new life-saving tools for use in EMS actions. These funds also support EMT-Paramedic training and Advanced Cardiac Life Support training. Funds will be used on the Pulse Point program and other EMS supplies. The remaining funds carry forward to future years and are available for life-saving tools and training. GIO c. Gas Monitoring Instrumentation Replacement - ($13,101 FY 2023 carryforward). The replacement of a four-gas monitoring system with a five-gas monitoring system to mitigate gas emergencies is planned for purchase in FY 2024. d. Cardiac Monitoring & Defibrillator – ($400,000 in FY 2024) Equipment will roll into the FY 2025 CIP plan to purchase new and increased quality brand of product. e. Portable Radios - ($75,000 in FY 2024) Radios will be purchased before the end of the current fiscal year.

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f. Cell on Wheels – ($50,000 in FY 2024) - The purchase of the Cell on Wheels device, designed to augment cell phone bandwidth capacity during large assembly events such as Williamsburg Live, CW July 4th, and Grand Illumination Celebrations, thus improving public safety, is under review and will be purchased in FY 2024. GIO g. SCBA Packs – ($20,000 in FY 2024) Items have been expensed in the fall of 2023. h. Fire EMS Scholarship Training – ($38,543 FY 2023 carryforward) Scholarships will be utilized in the spring of 2024 to current students in the program. GIO g. Law Enforcement Equipment - ($123,000 FY 2024 ($30,090 FY 2023 carryforward)) – The equipment budgeted in FY 2024 includes body-worn cameras, docking stations, software, and non-lethal Taser units. h. ARPA Police Equipment – ($265,000 in FY 2024) - A grant will be utilized by December 31, 2024. This equipment includes a money counter, drug ID systems, and safety products. i. Mobile Data Terminals (MDTs) – ($35,000 in FY 2024) MDTs were purchased in the fall of 2023. j. In-Car Camera System – ($40,561 in FY 2024) Equipment has been expensed in the fall of 2023. k. Flock Safety Automated License Plate Reader – ($60,000 in FY 2024) ALPR will be expensed in the spring of 2024. l. Pistol Replacement – ($75,000 FY 2024) Pistols have been replaced as of January FY 2024. m. Bolowrap – ($15,000 in FY 2024) These were expensed in the fall of 2023. n. De-escalation & Conflict Training – ($11,000 in FY 2024) The training has been conducted, and equipment is being ordered and received by the end of the current year. GIO o. Crime Scene Van – ($20,000 in FY 2024) This will depend on the availability of retired vehicles from other departments. p. Real-Time Crime Center (RTCC) – ($50,000 in FY 2024) The RTCC will be presented to Council in February 2024. GIO q. Breaching Trailer – ($20,000 in FY 2024) The trailer will be purchased before the end of the current fiscal year. Community and Economic Development: 2 project areas with 8 projects totaling $362,603 in FY 2024 ($580,426 FY 2023 carryforward): (1) Redevelopment and Housing (6 projects - $362,603 FY 2024, ($251,253 carryforward FY 2023) GIO a. The City owns four (12) housing units that are leased to city employees to provide for workforce housing. ($130,000 FY 2024 ($251,253 FY 2023 CF) i. Work includes roof and gutter replacement project ($60,000 FY 2024 ($94,610 FY 2023 carryforward)) ii. elevator upgrade for Blayton ($97,895 FY 2023 carryforward)

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iii. fence and dumpster replacements ($15,000 FY 2024 ($15,523 FY 2023 carryforward)) iv. HVAC Replacement ($55,000 FY 2024 ($43,225 FY 2023 carryforward)). b. City Housing Renovations – ($85,000 FY 2024) On-going projects through the end of FY 2024. c. WRHA Security – ($147,603 FY 2024) Installation of security cameras has been completed in FY 2024. (2) Economic Development (2 projects - $329,173 FY 2023 carryforward) a. Triangle Building Storefront Replacement – ($328,300 FY 2023 carryforward) - Work is underway to assess conditions and potential solutions, with construction planned for spring FY 2024. b. Brownfield Hazardous Substance ($873 carryforward from FY 2023) Williamsburg is the fiscal agent for this regional $600,000 US EPA grant. The grant pays for brownfield identification and remediation efforts to make commercial properties with environmental concerns ready for redevelopment. Of the $600,000 grant, $360,000 is for Hazardous Substance efforts. This projects funds have been exhausted as of Spring 2024. General Government: 3 project areas with 18 projects totaling $1,696,000 in FY 2024 ($17,182,463 carryforward from FY 2023): (1) Facilities and Land (10 projects - $724,000 in FY 2024 ($16,633,116 carryforward from FY 2023)): a. Renovation of 3rd Floor Municipal Building – ($4,385,000 FY 2023 carryforward) – To complete the unfinished space on the 3rd floor. This project is part of the Police Station project. b. Facility Repairs and Painting ($97,000 in FY 2024, ($66,109 FY 2023 carryforward)) – For FY 2024 funding, $42,000 is for replacing doors in the community building, $20,000 is to replace the municipal building balcony floor, the remaining $35,000 is to relocate fire station tent for storage. The FY 2023 carryforward funding: $45,000 is for repairs, painting, and insulation replacement at the City Shop but is on hold until after the completion of the new fire station to minimize disruptions to operations. The remaining $21,109 is for repainting in the spring of 2024. The carryforward will be used for other repairs and painting of city facilities as needed. c. Community & Municipal HVAC – ($220,000 in FY 2024 ($126,500 FY 2023 carryforward)) – Funding of $220,000 is to improve or replace 20-year-old HVAC systems in Municipal Buildings – Funding of $36,500 is for heater replacements at Auto and W&S Shop will be completed after the new fire station is complete to minimize disruptions to operations. The remaining $90,000 is for the IT Server Room. A compressor was purchased, and the remaining work may be delayed depending on the 3rd-floor renovation and potential relocation of IT.

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d. Bus Stop Improvement – ($275,000 in FY 2024) The progress to renovate bus stops is continuing through FY 2024. e. Smart City Infrastructure – ($60,000 in FY 2024) This is planned to be implemented in FY 2025. GIO f. Downtown Fountain Feature – ($50,000 in FY 2024) Planning has begun with drawings introduced in the fall of 2023. g. Electric Vehicle Access – ($22,000 in FY 2024) Along with electric vehicle initiative, vehicle access will be available end of FY 2024. GIO h. Community Investment Projects – The ARPA funds the City received in FY 2021 and FY 2022 were eligible to be used for revenue recovery to replenish general fund losses. This allowed the City to reallocate funds to other investment-type projects. After considering public input and steering committee recommendations, City Council budgeted the following projects, which are in the planning phases in FY 2024: i. Research Village – ($2,000,000 FY 2023 carryforward) – In collaboration with W&M, development of a state-of-the-art research facility for technology and data research. ii. Amphitheater ($5,000,000 FY 2023 carryforward) -Initial funding to create an outdoor amphitheater. iii. Triangle Redevelopment ($3,000,000 FY 2023 carryforward) – Redevelopment of the Blayton Building. Triangle Building and Library area of City Square. GIO, CMP iv. Affordable Housing ($950,000 FY 2023 carryforward) – Funding to assist in implementing the Affordable Housing Work Plan. GIO, CMP, PC v. One Williamsburg Projects- ($1,105,507 FY 2023 carryforward) – Funding for projects to strengthen and modernize city facilities to improve service and create efficiencies. GIO (2) Technology (7 projects – ($332,000 in FY 2024 ($12,457 FY 2023 carryforward): a. PC Replacement Program ($30,000 in FY 2024) – The purpose of the PC Replacement Program is to ensure the adequacy of all City computers through a replacement schedule. This project is an annual project to replace 25% of the City PCs. The project is complete for FY 2024. GIO b. Microsoft Office 365 Program Upgrade ($67,000 FY 2024) – All City computers have been upgraded to a mixture of Microsoft 365 and Microsoft Office 2019. This project is an annual project for all Microsoft Office 365 software licenses and has been completed for this fiscal year, and all funds have been expended. GIO c. Tyler/Munis Project Accounting using CAMA System Replacement funding ($9,206 FY 2023 carryforward) – It is anticipated that training costs for the project module will be expended by the end of this current year. d. Wireless Internet in City Parks – ($3,251 FY 2023 carryforward) – Wireless service expansion to Quarterpath and Kiwanis ballfields. This project has been completed as of Spring 2024.

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e. Electronic Pollbook upgrades – ($5,000 FY 2024 Budget) – Upgrade for electronic poll books that were purchased in the fall of 2023. f. Switch Infrastructure Replacement – ($200,000 FY 2024) This project is expected to be completed before the end of the current fiscal year. g. Cemetery Software – ($30,000 FY 2024 Budget) Planning has begun using 50% of funds in fall 2023. GIO (3) Vehicles (1 project $640,000 FY 2024 ($534,890 FY 2023 carryforward)): Vehicle Replacement Plan - The City replaces vehicles following industry standards for public safety departments and after extensive use for the general fleet. When general fleet vehicles are replaced, they are cycled down in the organization or sold as surplus. Agencies and Interjurisdictional: 2 project areas with 7 projects totaling $4,333,173 in FY 2024 ($2,604,106 FY 2023 carryforward): 1. Facilities (2 projects 490,000 FY 2024) a. Williamsburg Library Renovation and Mechanical System ($450,000 FY 2024) - Funds for the mechanical system are included in the FY 2024 budget, but will only be used if needed before the new library is completed. GIO, CMP, PC b. Williamsburg/JCC Courthouse Maintenance Projects (contingency) ($40,000 FY 2024) – The Clerk of 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. This funding is intended for routine maintenance of the jointly owned Williamsburg-James City County Courthouse. 2. Schools (5 projects - $3,843,173 in FY 2024 ($2,604,106 FY 2023 carryforward)): School System Capital Contribution – This project represents the City’s contribution to various capital expenditures for the joint Williamsburg-James City County school system. In FY 2024, five school projects totaling $82,627 were appropriated, and the City’s share was $3,843,137. The City set aside $135,945 as an educational stabilization fund to support future projects in the Capital Improvement Plan. The remaining funds for projects not completed at fiscal year-end are carried forward to the following year. GIO CMP, PC

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TO:

Andrew O. Trivette, City Manager

FROM:

Planning Commission

DATE:

February 29, 2024

RE:

Capital Improvement Program (CIP)

The Williamsburg Planning Commission has completed its review of the proposed FiveYear Capital Improvement Program. The Commission held a work session on January 24, 2024, and a public hearing on February 21, 2024. Following a discussion on the CIP, the consensus of the Commission is to support the proposed Five-Year Capital Improvement Plan and strongly supports the following: • Safety: Improving safety for pedestrians and bicyclists with a focus on improvements and repairs to walking surfaces, increased lighting, bus stop and crosswalk improvements, and safety for bicyclists and pedestrians. The Commission agrees with the tenets of Complete Streets, an approach to planning, designing, building, operating, and maintaining streets that enables safe access for all people who need to use them, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. The Commission requests attention be paid to the following areas: o Lafayette Street from its intersection with Page Street to Matthew Whaley. For a long stretch, there are no sidewalks, and in certain areas, the sidewalks are very narrow and outdated; and o Merrimac Trail. The sidewalks are very narrow, outdated, and poorly lit. In the stretch near the Capitol Landing Road intersection, there is no sidewalk at all; and o Mill Neck Road from Jamestown Road through the S-Curve to the road/pathway into College Woods; and o Jamestown Road from Ukrop Way to the 1100 block of Jamestown Road. Specifically, we recommend that the City conduct a speed study, consider traffic calming measures, and consider re-striping for safe bicycle access and pedestrian crossings along Jamestown Road. • School Capacity: Addressing capacity issues at our local schools. A strong school system provides the best tools to educate our children, and helps our community attract the best teachers. Further, excellent schools are important for our future because they help attract new businesses, contributing many economic and social benefits to our city. • Affordable Housing: Examining and implementing recommendations from the Affordable Housing Work Group to improve the availability of workforce housing in the City. • Civic Center Redevelopment: Ensuring there is a cohesive vision for the redevelopment of the Civic Center Area. The Commission strongly supports the statement in the City’s Goals, Initiatives, & Outcomes that improvements in this

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•

area should create a sense of place and be comprised of complementary architecture and design features. Broadband: Continuing the city’s current Broadband initiative and its possible future expansion to allow our citizens access to the internet as part of the city’s services.

The Commission looks forward to continuing its partnership with you and your staff to develop and implement the City’s Capital Improvement Program.

James Boswell, Chair Williamsburg Planning Commission

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CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget BUDGET GUIDE This Guide is designed to assist those responsible for preparing the Annual Operating Budget and the Five-Year Capital Improvement Plan 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 roadmap 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 the City Council in March each year. It also serves as a mid-year review to identify adjustments necessary to the current year’s 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 ............................................................................................................... I-2 - I-3 Operating Budget Instructions .................................................................................................. I-4 Capital Improvement Plan Instructions .............................................................................. I-5 - I-6 Biennial Goal Setting................................................................................................................ I-7 Budgetary Accounts ................................................................................................................. I-8 Department Codes & Responsibility .............................................................................. I-9 - I-10 Revenue Sources & Trends .......................................................................................... I-11 - I-32 Expenditure Classifications ........................................................................................... I-33 - I-37 Funding Relationships................................................................................................... I-38 - I-44 Funding Structure ......................................................................................................... I-45 - I-47 Budget Policies ............................................................................................................. I-48 - I-56

I-1

October 2023

FY 2024 BUDGET CALENDAR

Finance and Human Services Departments distribute applications to outside agencies advising of budget submittal requirements and deadlines (including Tourism). Requests are due back to Finance/Human Services on November 9.

Preliminary Revenue Projections – initial

25 Instructions sent to departments for FY25 operating budget requests, FY 25 CIP requests, FY 24 CIP updates and Performance Metrics. Requests and updates are due on or before December 1. November 2023 9

Outside Agency Request due to Human Services or Finance

14 Revise Preliminary revenue projections 22 FY25 CIP requests and FY24 CIP updates due December 2023 1 Taxes Due 1 Input of operating budget request due in the Minis System along with submission of Performance Metrics 11 Meet with Departments on Operating Budgets, Performance Metrics and CIP January 2024 1-14

Finance/Planning Directors finalize the City’s FY 2024 Capital Improvement Program status update and new proposed FY 25 Capital Improvement Projects.

18 Planning Commission Meeting – CIP Letter to City Manager February 2024 8 City Council Meeting – recommendation – Amend Real Estate Revenue FY 24 14 City Council Retreat on budget preview and long-term financial outlook 21 Planning Commission holds Public Hearing on Capital Improvement Plan March 2024 5 City Council Work Session – Library and Culture Fix presentations Outside

I-2

Agencies Presentations, Art Commission 13 Advertise proposed property tax increase (if applicable- 7-day minimum notice requirement VA Code § 58.1 3321). March 20 is contingency date for March 27. 22 Proposed FY 2025 Operating and Capital Improvement Budgets delivered to City Council and the media. (Per VA Code § 15.2 2503 the city manager, on or before April 1 of each year shall prepare and submit to the council a proposed budget.) 22 Balancing Act budget released on the website for public input 27 Budget Synopsis / Notice of Public Hearing on Proposed Budget and Bond Resolution advertised in VA Gazette. (Budget - VA Code § 15.2-2506, 7-day minimum notification; for Bonds -VA Code § 15.2-2606 2 consecutive notice between 6 and 21 days), Backup dates April 2 and April 6 (bonds 2nd notice) 27 2nd Notice of Public Hearing for Water Rate Increase Advertisement in VA Gazette (if applicable – VA Code § 15.2-5136). Backup date is April 2 April 2024 3 Second Notice of Public Hearing for Bond Resolution Advertisement in VA Gazette (if applicable – VA Code § 15.2-2606). Backup date is April 6 8 City Council Work Session – Overview of FY 2025 Budget and Open Forum 11 City Council Meeting – Public Hearing on Proposed Budget, Tax Levy, Bond, and Utility Rates May 2024 3 City Council Election 9 City Council Meeting – Adopt FY 2025 Operating, Capital, Utility, Tourism, Public Assistance, and Quarterpath CDA Fund Budgets with Budget Resolution with new Tax Rate if applicable. (Per City Charter Section 34.2 the budget shall be formally adopted not later than June 1.) July 2024 1

New City Council Members take office

Begin Fiscal Year 2025

August 2024 5

Print Budget Documents distributed to City Council

I-3

INSTRUCTIONS General In early October, Finance staff will provide instructions and access to the Munis budget system for departments with operating activity for department to review and update departmental line items: A.

Prior year’s expenditures for the last two fiscal years

Current year budget

Current year expenditures

A column for estimating current fiscal year total expenditures through June 30

A column for next fiscal year’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’s 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 in the system 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.

Departments are responsible for managing their operating budget by 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 before obligating spending over the adopted budget.

I-4

CAPITAL IMPROVEMENT PROGRAM INSTRUCTIONS Definition of a Capital Project The Capital Improvement Program (CIP) identifies, schedules, and budgets capital projects. A capital project is a major expenditure that 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.

Examples of capital projects include 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 nonrecurring nature, are included in the CIP even if they are not assets in the sense of a building. Relation Between Capital Budget and Capital Improvement Plan 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 Improvement Plan 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 & 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

I-5

Five-Year Vehicle Replacement Plan All vehicles owned by the city are listed on a replacement plan. The plan is based on a five-year projection. It is updated annually along with the CIP. Annual Update Each year departments submit an update to the CIP as the first step in budget formulation. Updates include: 1. New Projects - Submission of a Capital Project Form for new projects with a description of the project, funding source(s), estimated costs, an operating budget fiscal impact statement, and an appropriate picture of the project. 2. Existing Projects - Submission of a statement for each current year project of work accomplished at the six-month point and the accomplishments expected by the twelvemonth point. 3. 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 provide a status report by Dec. 1 of each year of all projects funded during the prior fiscal year ended June 30. 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.

I-6

BIENNIAL GOAL SETTING The City of Williamsburg has a vision for the future. In order to advance the City’s vision, every two years, the City Council identifies new strategic objectives for the city government. The 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 the City Council’s direction for change and focus in the near future. Two or three new or incumbent council members are elected in November of even-numbered years. The newly elected council members inherit a recently adopted strategic plan giving them time to become familiar with the workings of city government before attempting 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 adopted goals then became a guide for the two succeeding budgets. In this way, the Council spends the six months prior to the election deciding what should be accomplished based on the various forms of public input and staff recommendations, and the remaining 24 months before the next election concentrating on implementing its goals. This process, with a newly elected Council inheriting a strategic plan, provides much-needed stability to the organization. Goals provide both means of setting priorities and a standard against which to measure effectiveness. Goal setting is an integral part of the budget process and drives the budget process. In order to be fully useful, goal statements should have the following characteristics: • Goals should be as specific as possible. •

Goals achievements 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 such goals.

I-7

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, Fiduciary, and Proprietary. The Governmental Funds consist of the General Fund (001), Tourism Fund (003), the Capital Improvement Program (Sales Tax 004), the Public Assistance Fund (006), and the American Rescue Plan Fund (777). The Fiduciary Fund consists of the Quarterpath Community Development Authority (QCDA 555). The Proprietary Fund is an Enterprise Fund (010) 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 includes entities funded through City government, such as constitutional officers, detention, schools, library, and outside agencies. The Tourism Fund is a major special revenue fund used to account for tourism tax revenue (1% Historic Triangle regional sales tax and $2 lodging tax). The expenditures in the Tourism Fund are for the purpose of funding tourism development projects. The Public Assistance Fund is a non-major special revenue fund used to account for the social services programs of the City and is funded primarily through intergovernmental revenues. American Rescue Plan Fund is a fund to account for the activities funded by the State and Local Fiscal Recovery Funds provided by the federal government under the American Rescue Plan Act to respond to the impacts of the COVID-19 pandemic. This fund also includes ARPA funding for Municipal Utility Relief Funding, ARPA Tourism funding passed through from the Commonwealth, and COVID-19 contingency. The Capital Improvement Program is used to account for major capital outlay items. Historically, the city has used the state’s 1% sales tax revenue to fund capital projects. The City has one Fiduciary Fund, the Quarterpath Community Development Authority (QCDA), for which the City collects special assessments on behalf of the QCDA. 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. Departmental Codes and Responsibility lists the individual responsible for submitting and managing each departmental budget. 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.

I-8

Fund Dept. Number Number General Fund: 001 1101 001 1102 001 1201 001 1203 001 1204 001 1206 001 1209 001 1210 001 1213 001 1214 001 1221 001 1301 001 1302 001 2100 001 3101 001 3102 001 3103 001 3201 001 3301 001 3303 001 3401 001 3501 001 3503 001 3505 001 4101 001 4102 001 4103 001 4203 001 4305 001 4306 001 4307 001 4308 001 4309 001 5101 001 5103 001 5302 001 5305 001 6101 001 6103 001 7101 001 7102 001 7104 001 7108 001 7302

DEPARTMENT CODES AND RESPONSIBILITY Department

Responsibility

Legislative Clerk of Council City Manager Economic Development City Attorney Triangle Building Mgt. Commissioner of the Revenue City Assessor Treasurer Finance City Shop Electoral Board Registrar Joint Activities Police E-911 Parking Facility Fire Regional Jail Middle Pen. Juv. Det. Center Codes Compliance Animal Control Medical Examiner Emergency Management Engineering Streets Stormwater Management 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

Andrew Trivette Andrew Trivette Andrew Trivette Yuri Adams Christina Shelton Yuri Adams Lara Overy Derek J. Green Jennifer Tomes Barbara Dameron Jack Reed Tina Reitzel Tina Reitzel Barbara Dameron Sean Dunn Sean Dunn Sean Dunn Larry Snyder Roy Witham Gina Mingee Laura Springsteen Jack Reed Larry Snyder Larry Snyder Jack Reed Jack Reed Jack Reed Jack Reed Jack Reed Jack Reed Jack Reed Mark Barham Jack Reed Barbara Dameron Jack Reed Wendy Evans Wendy Evans Barbara Dameron Barbara Dameron Robbi Hutton Robbi Hutton Robbi Hutton Jack Reed Barbara Dameron

I-9

Fund Number 001 001 001

Dept. Number 8101 8102 8202

Department Planning Contrib. to Other Agencies Soil & Water Conservation

Responsibility Tevya Griffith Barbara Dameron Jack Reed

Administrative Expenditures Tourism Marketing Tourism Development Tourism Grant Awards Tourism Resiliency

Yuri Adams Andrew Trivette Andrew Trivette Andrew Trivette Andrew Trivette

Capital Project Improvements (Sales Tax) Fund: 004 9000-9080 Capital Improvements Plan

Andrew Trivette

Public Assistance Fund: 006 1100-1700

Public Assistance expenses

Wendy Evans

Utility Fund: 010 1900 010 1910 010 1920 010 1940 010 1970 010 1985 010 1990

Administration Filter Plant Water System Sewage System Debt Service Purchased Services Reserve-Utility CIP

Jack Reed Jack Reed Jack Reed Jack Reed Jack Reed Jack Reed Jack Reed

Quarterpath CDA: 555 0001

Special Assessments

Barbara Dameron

American Rescue Plan 777 0700

Federal Grant

Barbara Dameron

Tourism Fund: 003 3900 003 3910 003 3920 003 3930 003 3940

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REVENUE SOURCES AND TRENDS GENERAL PROPERTY TAXES General Property Taxes account for approximately 48% of the City’s general fund operating revenues. These taxes are derived from the 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 and 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 calendar year basis and must be completed and mailed to property owners by June 30 for the next fiscal year. Taxes are then due on Dec. 1 and June 1 of that fiscal year. The current tax rate (FY23) is $.62 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 Years 1987

$.52

Fiscal Years 1988

.51

Fiscal Years 1989

.50

Fiscal Year 1990

.52

Fiscal Year 1991-2012

.54

Fiscal Year 2013-2018

.57

Fiscal Year 2019-2021

.60

Fiscal Year 2022

.64

Fiscal Year 2023-2024

.62

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Real property taxes generated by other selected Virginia localities for the fiscal year ended June 30, 2023 are as follows 1: Tax Rate / $100 /FY 2023

Real Property Tax Revenues FY 2023

James City County

$0.830

116,005,636

% Change Over FY 2022 7.65%

York County

$0.770

80,959,673

Winchester

$0.930

Hampton

% of Total Local Revenues

Tax Rate vs. Wmsbg.

Per Capita Revenue

48.84%

34%

$1,429

2.90%

44.99%

24%

$1,135

33,649,630

5.01%

33.39%

50%

$1,185

$1.160

168,984,971

9.80%

42.38%

87%

$1,224

Newport News

$1.180

243,401,065

12.82%

43.45%

90%

$1,335

Williamsburg

$0.620

15,616,243

14.59%

34.82%

$954

Locality

Real property tax revenues received during the past 10 fiscal years are shown below 2: Fiscal Year

Real Property Tax Revenue

% Change

2014

9,684,971

4.40%

2015

9,916,204

2.39%

2016

10,202,762

2.89%

2017

10,429,845

2.23%

2018

10,589,077

1.53%

2019

11,134,520

5.15%

2020

11,787,371

5.86%

2021

12,195,473

3.46%

2022

13,628,060

11.75%

2023

15,489,329

13.66%

1 Commonwealth of Virginia – 2023 Comparative Report of Local Government Revenues and

Expenditures – Exhibit B

2 City of Williamsburg’s Annual Comprehensive Financial Reports. Amounts include prior years’

delinquent real estate tax receipts.

I-12

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

2014

1,687,212,000

3.64%

2015

1,736,611,700

2.93%

2016

1,786,176,800

2.85%

2017

1,829,331,800

2.42%

2018

1,859,446,900

1.65%

2019

1,865,144,000

.31%

2020

1,988,694,300

6.62%

2021

2,057,421,500

3.46%

2022

2,150,088,100

4.5%

2023

2,492,933,670

15.95%

For each 1¢ of the City’s tax rate, approximately $290K is generated annually, based on the 2024 land book values. New construction each year tends to skew increases in total property valuations shown above from year to year.

I-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 1st, and taxes are due on December 1st of the same year. The rate of assessment for motor vehicles is determined by the NADA or “Blue Book” average loan value. Furniture, machinery, etc., is assessed at 30% of the 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, 2023, are as follows 3:

Locality

Tax Rate / $100/FY 2023

FY 2023 Personal Property Tax Revenues*

% Change Over FY 2022

% of Total Local Revenues

Per Capita Revenue

James City County

$4.00

$42,682,621

17.00%

17.97%

$526

York County

$3.90

$22,318,949

0.33%

12.40%

$313

Winchester

$4.80

$16,499,690

8.35%

16.37%

$581

Hampton

$4.50

$40,292,002

10.84%

10.11%

$292

Newport News

$4.50

$88,254,281

9.16%

15.75%

$484

Williamsburg

$3.50

$3,809,192

12.62%

8.49%

$233

*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

2014

1,433,970

1,326,998

2,760,968

6.05%

2015

1,479,829

1,213,731

2,693,560

-2.44%

2016

1,517,268

1,257,334

2,774,602

3.01%

2017

1,508,651

1,370,354

2,879,005

3.76%

2018

1,534,842

1,342,087

2,876,929

-0.07%

2019

1,555,200

1,407,810

2,963,010

2.99%

2020

1,646,598

1,524,638

3,171,236

7.03%

2021

1,712,152

1,573,031

3,285,183

3.59%

2022

1,888,831

1,499,526

3,388,357

3.14%

2023

2,363,337

1,535,962

3,899,299

15.08%

*Business personal property tax receipts include autos, machinery, & tools 3 Commonwealth of Virginia – 2023 Comparative Report of Local Government Revenues and

Expenditures. 4 City of Williamsburg’s Annual Comprehensive Financial Reports. Amounts includes prior years’ delinquent personal property tax receipts and state share of personal property tax reimbursement.

I-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: Total Public Service Corporation Revenue

Fiscal Year

Real Estate Assessments

Personal Property Assessments

2014

54,641,933

47,907

309,742

2015

54,554,188

20,197

313,322

2016

53,869,000

10,080

311,666

2017

54,786,988

19,648

307,406

2018

54,685,977

19,421

312,974

2019

55,650,032

19,401

328,796

2020

57,687,990

13,316

334,579

2021

58,484,900

13,081

346,589

2022

60,518,784

13,703

375,696

2023

66,174,949

8,052

380,107

Penalties and Interest Personal property and first-half fiscal year real estate taxes are due December 1st each year. Second half real estate taxes are due June 1st. 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 Jan. 1 for delinquent first-half real estate and personal property taxes and July 1 for second-half taxes. Interest is computed monthly, with an annual percentage rate of 10% as provided for in the Williamsburg City Code.

I-15

Penalty and interest revenues over the past 10 fiscal years are shown in the following table: Fiscal Year

Penalties

Interest

Total

2014

66,547

39,393

105,940

2015

53,831

31,411

85,242

2016

59,761

24,078

83,839

2017

53,504

20,827

74,331

2018

60,494

23,920

84,414

2019

60,892

18,179

79,071

2020

63,115

18,077

81,192

2021

87,542

32,963

120,505

2022

91,187

36,869

128,056

2023

114,404

50,701

165,105

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 Commissioner of Revenue. Local Sales and Use Taxes Effective July 18, 2018, additional Historic Triangle Regional sales and use tax of 1% was levied for all of York County, James City County, and City of Williamsburg businesses under Senate Bill 942’s authorization raised the overall general sales tax to 7%. The taxes are collected and submitted to the Virginia Department of Taxation monthly, 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 the original 1% to pay for its ongoing capital improvement program, and the new 1% is reported in the Tourism Fund. Revenues received from the Commonwealth of Virginia for sales taxes over the last ten fiscal years are as follows: Local 1% Sales Tax

Local 1% Historic Triangle

2014

4,239,957

2015

4,352,601

2016

4,298,743

2017

4,388,596

2018

4,706,583

2019

4,828,777

2,012,985

2020

4,438,772

1,949,303

2021

4,451,081

1,973,334

2022

4,837,678

2,050,048

2023

5,712,549

2,357,560

Fiscal Year

I-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 FY07 are 5% for all Virginia localities. The following table highlights the purpose and rates charged by these utility companies in effect during the fiscal year 2025: 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

Wireless

5% per month

Telephone – E-911

$2/month

Type

Electricity

Res. Max Per month

Maximum - State Code Residential CommComm/Ind. Maximum Industrial Maximum Allowable Allowable Max/month Charge/month Charge/month

$1.00

$20.00

20% up to $15=$3

20% up to $200=$40

$1.00

$20.00

20% up to $15=$3

20% up to $200=$40

5% per month

No limit

$2/month

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 10 fiscal years are as follows: Fiscal Year

Electric

Natural Gas

Fiscal Year

Communication Sales Taxes

% Change

2014

204,376

105,226

2014

723,051

-1.70%

2015

204,834

103,193

2015

716,733

-0.87%

2016

206,321

102,172

2016

695,515

-2.96%

2017

207,965

82,559

2017

678,419

-2.46%

2018

207,991

84,772

2018

657,210

-3.13%

2019

206,625

87,607

2019

609,697

-7.23%

2020

202,537

86,141

2020

595,795

-2.28%

2021

202,363

86,924

2021

529,200

-11.18%

2022

207,364

89,636

2022

513,646

-2.94%

2023

205,665

81,835

2023

498,738

-2.90%

I-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 Feb. 15. 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 2 and interest accruing at a 10% annual percentage rate. A detailed list of rates is provided for information purposes. Trade/Type

Fee*

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 – 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

*Based on gross receipts

I-18

Business Licenses receipts over the last ten fiscal years are as follows: Fiscal Year

Business License Receipts

% Change

2014

1,630,018

-1.01%

2015

1,685,718

3.42%

2016

1,790,395

6.21%

2017

1,833,991

2.43%

2018

2,049,988

11.78%

2019

2,330,418

13.68%

2020

2,174,694

-6.68%

2021

1,770,954

-18.57%

2022

2,349,858

32.69%

2023

2,648,176

12.70%

Utility License Fees The Code of Virginia, § 58.1, governs the licensing and regulation of cable television in the City. Gas and electric utilities using the city streets and rights-of-way 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 franchise agreement with Cox Communications expires in 2026.

Activity

Fee

Cable TV

5% of gross receipts

Telephone

$.50 per access line

Gas

$.004/CCF first 500CCf per month

Electric

Under 2,500kWh = $.00159/kWh/month 2,500 – 50,00 kWh = $.00102/kWh/month over 50,000 kWh = $.00077/kWh/month

Taxi & Bus Services

$100 flat-fee plus $100 per cab owned

I-19

Utility License fees collected over the past 10 years are shown below: Fiscal Year

PEG Fees*

Gas & Electric

Telephone

Other

Total Utility License Fees

2014

21,644

67,417

37,831

2,900

129,792

2015

21,544

66,471

31,933

3,100

123,048

2016

21,733

61,941

27,729

3,000

114,403

2017

22,254

65,224

29,970

2,500

119,948

2018

22,324

63,786

33,632

3,200

122,942

2019

21,650

62,556

32,854

3,600

120,660

2020

20,262

57,993

29,956

1,200

109,411

2021

18,840

59,848

17,956

96,644

2022

17,548

60,840

16,431

94,819

2023

12,672

59,273

21,609

93,554

* Public, Educational, and Governmental Access Channels (PEG).

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 City’s local tax is 80% of the State tax rate of $1.00 per $100 of a bank’s taxable value on Jan. 1 of each year. Banks submit the portion of their 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:

Fiscal Year

Bank Stock Receipts

% Change

2014

272,642

-3.11%

2015

319,387

17.15%

2016

351,453

10.04%

2017

307,396

-12.54%

2018

355,989

15.81%

2019

415,100

16.60%

2020

368,697

-11.18%

2021

383,842

4.11%

2022

376,742

-1.85%

2023

348,447

-7.51%

Commonwealth of Virginia, Dept of Taxation, Virginia Bank Franchise Tax, 1997 Forms

I-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 10 fiscal years are as follows: Fiscal Year

Recordation Fees

% Change

2014

166,048

-22.40%

2015

250,600

50.90%

2016

196,420

-21.60%

2017

291,551

48.40%

2018

392,423

34.60%

2019

228,641

-41.70%

2020

313,652

37.20%

2021

284,106

-9.42%

2022

450,965

58.73%

2023

386,468

-14.30%

Cigarette Taxes The City of Williamsburg began imposing a cigarette tax of 25¢ per pack on July 1, 2003, and the current rate for FY24 is 40¢. The timing of vendor stamp replenishment is unpredictable each year. Total cigarette taxes collected over the past 10 years are as follows:

Fiscal Year

Cigarette Taxes

% Change

2014

148,320

-19.00%

2015

156,911

5.80%

2016

134,640

-14.20%

2017

130,032

-3.40%

2018

167,638

28.90%

2019

140,211

-16.40%

2020

126,420

-9.80%

2021

129,061

2.09%

2022

182,672

41.54%

2023

166,866

-8.65%

Code of Virginia §58.1-801.

I-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 20th of the following month. Room tax collections over the last 10 fiscal years are: Fiscal Year

Room Tax Collections

% Change

2014

3,129,262

-7.10%

2015

3,220,638

2.90%

2016

3,319,625

3.10%

2017

3,316,634

-0.10%

2018

3,358,649

1.30%

2019

3,308,661

-1.50%

2020

2,305,404

-30.30%

2021

1,770,894

-23.20%

2022

3,489,094

97.02%

2023

3,851,435

10.38%

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 “food & beverages” 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 10 fiscal years are: Fiscal Year

Meal Tax Collections

% Change

2014

6,446,505

0.90%

2015

6,819,384

5.80%

2016

7,022,994

3.00%

2017

7,043,184

0.30%

2018

7,062,010

0.30%

2019

7,308,479

3.50%

2020

5,896,140

-19.30%

2021

5,850,176

-0.80%

2022

7,877,823

34.66%

2023

8,832,389

12.12%

7 Williamsburg City Code, Section 18.271

I-22

The City’s adopted fiscal year FY25 operating budget estimates room & meal tax revenues to be $13,010,000 or 25.67% of the total operating budget. Rates charged by nearby Virginia localities, and the percentage of budgeted FY23 receipts to total operating budgets, are presented below:

Locality

Room Tax Rate

% of FY 2023 Budget

Meal Tax Rate

% of FY 2023 Budget

Total % of Budget

York County*

5.0%

3.9%

4.0%

2.6%

6.5%

James City County*

5.0%

2.1%

4.0%

4.1%

6.2%

Virginia Beach* ^

9.0%

3.7%

5.5%

6.6%

10.3%

Hampton *

8.0%

1.1%

7.5%

5.0%

6.1%

Newport News *

8.0%

1.0%

7.5%

6.0%

7.0%

Norfolk *

9.0%

1.6%

6.5%

4.8%

6.4%

Williamsburg*

5.0%

7.6%

5.0%

17.4%

24.9%

*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 tourism development. Half of the receipts are sent to the state’s Historic Triangle Marketing Fund, and the other half the City retains in the Tourism Fund. In addition, Virginia Beach, Newport News, and Hampton charge a flat-rate tax of $1 per night per room, and Norfolk charges $2 per night per room. ^For Virginia Beach, only a 2% room tax rate and a 3.5% meals tax rate is allocated to the General Fund. Percentage of Budget shown for Virginia Beach is that portion dedicated to the General Fund only.

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 category’s major components consist of building, electrical, plumbing, and mechanical permits. A 10-year history of permit revenues follows: Fiscal Year

Building

Electrical

Plumbing

Mechanical

Other*

Total

2014

111,187

24,283

18,269

20,225

66,053

240,017

2015

54,689

43,541

40,458

40,820

76,407

255,915

2016

60,580

26,947

21,448

27,829

92,681

229,485

2017

74,277

28,727

21,793

24,329

100,693

249,819

2018

128,380

25,321

24,276

25,791

99,051

302,819

2019

68,570

37,947

37,557

26,532

112,054

282,660

2020

248,280

65,643

69,796

52,166

66,022

501,907

2021

51,474

36,975

20,899

40,291

91,193

240,832

2022

82,843

32,583

23,844

28,448

107,409

275,127

2023

186,250

68,403

47,972

34,336

109,136

446,097

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

I-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 October 2018, the City implemented the following parking fine structure: Number of Violations 1st Violation 2nd Violation 3rd Violation

Fee Prior to Notice $10 $35 $50

Fee After Notice* $20 $50 $100

4th Violation More than 4 Violations

$100 $300

$200 $500

*Ordinance #18-09 was adopted October 2018 to amend Sections 11-162, 11-165, and 11-167 of Chapter 11, Article VI of the Code of the City of Williamsburg regarding Parking Fines. If payment for any ticket is made after 14 days of issuance, the fine for the ticket shall increase.

Revenue collections for fines and forfeitures over the last 10 fiscal years are as follows: Fiscal Year

Court Fines

Parking Fines

Total

2014

127,363

87,010

214,373

2015

116,958

80,159

197,117

2016

110,407

44,625

155,032

2017

128,999

52,176

181,175

2018

144,499

104,712

249,211

2019

165,431

112,298

277,729

2020

147,955

70,432

218,387

2021

159,651

38,020

197,671

2022

138,411

62,546

200,957

2023

108,493

78,823

187,316

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 is reported in the Capital Improvement Program Fund, as Utility Fund revenues are highlighted in the budget section, Budget Summaries. Rental income includes various rental properties, including the Community Building user fees. The base rate for a weekday is $125/3 hour minimum and $300 for the weekend.

I-24

Revenue collections from use of money and property over the last 10 fiscal years are presented below: Fiscal Year

Interest Earnings

Rental Income

Sale of Surplus

Total

2014

112,846

622,047

21,904

756,797

2015

137,786

627,076

29,545

794,407

2016

141,337

718,572

28,154

888,063

2017

167,086

749,188

46,602

962,876

2018

478,858

694,940

26,778

1,200,576

2019

808,414

663,619

36,307

1,508,340

2020

600,739

546,364

30,146

1,177,249

2021

79,975

571,330

651,305

2022

93,599

762,410

11,402

867,411

2023

1,730,827

753,567

34,740

2,519,134

A breakdown of rental income from properties over the last 10 fiscal years is presented below: Muni Center

Stryker Bldg

Trans Center

Gen. Prop*

Parking

Square

Longhill Prop

50,470

41,667

9,456

15,006

4,160

126,270

53,868

321,150

622,047

2015

46,615

51,905

9,456

15,402

130,762

54,790

318,146

627,076

2016

49,825

49,163

6,880

15,600

130,515

137,700

328,889

718,572

2017

52,290

32,390

8,552

15,600

12,169

134,726

142,684

350,777

749,188

2018

54,475

33,361

9,018

15,600

3,886

134,584

126,056

317,960

694,940

2019

52,625

34,362

9,344

15,600

1,982

135,779

151,386

262,541

663,619

2020

30,135

29,812

9,456

15,600

5,936

118,796

75,095

261,534

546,364

2021

26,875

52,081

9,456

20,650

108,125

82,075

272,068

571,330

2022

89,686

56,083

9,591

14,470

3,360

103,315

165,910

331,397

773,812

2023

76,671

59,632

12,368

18,417

532

91,239

221,216

308,232

788,307

Fiscal Year

Comm Bldg

2014

City

Garage

Total

*Includes Triangle Building Commercial rent and houses on Strawberry Plains Road and Scotland Street.

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. 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 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.

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Charges for Services collected over the past 10 years are shown below: Fiscal Year

Sheriff’s Fees

Commonwealth Attorney’s Fees

Parks & Recreation

Planning & Comm. Dev.

Total

2014

1,366

351

361,824

38,667

402,208

2015

1,366

310

341,745

43,300

386,721

2016

1,366

819

342,613

53,734

398,532

2017

1,366

205

398,700

50,305

450,576

2018

1,366

337

391,493

53,946

447,142

2019

1,366

672

392,219

39,315

433,572

2020

1,366

280

242,223

67,960

311,829

2021

1,366

287,775

88,025

377,166

2022

1,366

305,517

85,893

392,776

2023

1,954

359,284

78,633

439,871

Parks & Recreation fees for the last 10 fiscal years are highlighted in detail below: Fiscal Year

Pool Fees*

Tennis Fees

2014

22,608

Waller Mill Park 140,490

2015

21,664

2016

24,800

2017

2018

Vending Machines

Classes

Athletics

Misc.

Total

683

11,947

144,583

41,513

361,824

142,370

560

14,678

133,848

28,625

341,745

138,412

572

16,888

134,037

27,904

342,613

26,036

171,791

546

20,843

134,833

44,651

398,700

20,155

166,016

485

17,445

147,526

39,866

391,493

2019

21,488

161,381

407

19,451

141,862

47,630

392,219

2020

8,151

101,767

367

14,878

88,549

28,511

242,223

2021

13,060

225,591

34,171

14,905

287,775

2022

12,081

167,462

265

78,336

47,374

305,518

2023

11,237

156,500

491

8,219

104,939

72,974

354,360

*Pool service at Quarterpath contracted out to a vendor in FY13, so no fees collected. The pool was completely filled in FY15.

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Cemetery lot sales and grave opening fees over the last 10 years are as follows: Fiscal Year

Cemetery Lot Sales

Grave Openings

2014

13,555

19,700

2015

19,010

19,950

2016

21,790

27,450

2017

18,250

26,500

2018

21,550

27,350

2019

16,350

19,100

2020

32,500

32,300

2021

37,200

46,500

2022

42,368

42,350

2023

29,408

42,100

Emergency Medical Transport – As of July 1, 2005, the City began a program of billing health insurance providers for emergency medical transportation services. Receipts over the last 10 years are as follows: Fiscal Year

EMS Fees

2014

432,422

2015

437,767

2016

585,658

2017

579,149

2018

615,312

2019

649,103

2020

664,324

2021

493,052

2022

635,065

2023

608,981

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 directly 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 by state code.

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Non-categorical Aid 1. 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. 2. 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. Rental companies submit the taxes monthly to the Department of Motor Vehicles with a report by locality. The Commonwealth distributes these funds monthly to localities. 3. 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

Rolling Stock Taxes

Rental Car Taxes

Grantor’s

2014

10,267

25,111

55,925

2015

9,870

33,242

72,466

2016

10,088

33,450

54,712

2017

9,104

36,159

68,449

2018

13,181

40,134

104,466

2019

10,949

35,045

56,132

2020

9,744

31,588

53,744

2021

6,630

47,397

2022

11,772

52,120

2023

20,134

51,305

Taxes

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

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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, 2022, total reimbursements were 26.1% 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 Annual Comprehensive 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 FY22, salaries were reimbursed by the State at 76% for the Registrar and 81% 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 Annual Comprehensive 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 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.

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Categorical Aid received over the last 10 fiscal years is as follows: Fiscal Year

Comm. of Rev.

Treasurer

Registrar/ Electoral Bd.

599 Funds

State Sales Tax

2014

72,389

18,101

36,640

373,312

972,222

2015

72,633

18,146

36,271

373,312

1,099,918

2016

73,840

18,467

41,109

373,312

1,093,871

2017

73,943

17,910

37,029

385,332

1,134,338

2018

75,701

18,299

37,399

385,332

1,096,059

2019

75,457

18,347

37,500

399,592

1,287,212

2020

77,858

18,935

51,330

415,176

1,391,001

2021

78,800

18,908

42,510

442,071

1,576,279

2022

94,625

19,132

65,092

415,214

2023

123,253

19,958

66,084

456,468

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. FY23 was a "special" year. Within the first two quarters the city was reimbursed $24,012.06/lane mile for Principle/Manor Arterials and $14,089.26/lane mile for Collector/Local Streets. In March 2023, VDOT increased the rates for the second two quarters due to budget bill update and release of fuel reserves to $28,012.07/lane mile for Principle/Manor Arterials and $16,446.80/lane mile. Lane miles used to calculate reimbursement change only when additional roads are built in the City. Total revenue for FY23 will be $2,257,840.13 based on peak hour moving lane miles of state arterial roads in the City of 39.70 miles and local streets of 80.22 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 capabilities to deal with nuclear accidents 8. Annual training exercises are performed, within program, guidelines, and are coordinated throughout the geographic area with other local VA of Emergency Services - Funding to State and Local Government Agencies and Supporting Organizations, June, 1992 8

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governments and Dominion Power. Amounts received each year are based on the projected annual cost of administering the state and loc,al 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. This revenue is reported in the Capital Improvement Plan (Sales Tax) Fund. 5. EMS Funds- Four for Life - State Code provides an additional $4 per year to be charged and collected when registrations for pickups, panel trucks, and motor vehicles 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 paid personnel training, equipment, and supplies for emergency purposes. This revenue is reported in the Capital Improvement Project (Sales Tax) Fund. 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 10 fiscal years is as follows:

Fiscal Year

Arts Commission

Street Maintenance

Emergency Services

Fire Programs

EMS 4 for Life

Litter Control

2014

65,000

1,580,437

25,000

42,250

18,416

6,366

2015

65,000

1,623,919

30,000

44,569

18,599

6,357

2016

65,000

1,719,115

30,000

44,587

20,470

6,427

2017

70,000

1,758,306

30,000

45,652

18,296

6,192

2018

74,500

1,799,468

30,000

48,726

21,566

7,038

2019

79,500

1,859,430

30,000

48,694

17,692

6,202

2020

79,500

1,877,532

30,000

51,238

17,979

4,883

2021

84,000

1,923,840

30,000

53,613

17,347

5,608

2022

84,000

1,956,720

30,000

56,940

16,347

7,981

2023

84,000

1,956,720

30,000

61,887

11,000

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REVENUE FROM THE FEDERAL GOVERNMENT The City’s Annual Comprehensive 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. 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 FY21, the City received $4,552 from DCJS for bulletproof vests, $25,995 from DCJS for Coronavirus Emergency Supplemental, and $20,680 DMV Federal Grant for personnel costs. In FY22, the City received $11,970 from DMV Federal Grant for personnel costs, and $3,674 from DCJS for bulletproof vests. 2. Department of Emergency Services - These funds are administered by the Federal Emergency Management Agency (FEMA). 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. FY22, we received $14,483 for the Surfside Condominium Collapse in Florida. In FY23 we received $37,258 for Tropical Cyclone Ian. In FY22 we received $148,525 for our Staffing for Adequate Fire and EMS Response (SAFER) grant. In FY23, we received $250,150 for our Staffing for Adequate Fire and EMS Response (SAFER) grant. In FY23 we received $82,819 for our Assistance to Firefighter Grant (AFG) to install a diesel exhaust system in the new fire station. 3. Department of Transportation - These federal revenue-sharing funds are used for street planning and construction. During FY20, $312,356 in federal funds was received for the Ironbound Road Phase 1 Improvements and Monticello Multi-use Trail. During FY21, $404,870 in federal funds was received for the Capitol Landing Road Improvements, Monticello Multi-use Trail, and the Francis Street Sidewalk/Trail. During FY23, $406,051 in federal funds was received for Capitol Landing Road Improvements, Citywide Flashing Yellow Arrow (FYA) Signals, Capitol Landing / Bypass Roads Intersection, Francis Street Sidewalk/Trail, and SGR Resurfacing on Jamestown Road, South Henry Street, and Richmond Road. Department of Treasury - The City received $2,609,358 of Coronavirus Relief Funds in FY20/FY21. In FY21, the City received $7,757,512; in FY22, $5,527,208 of State and Local Fiscal Recovery Funds (SLFRF) under the American Rescue Plan Act. The final tranche of $12,892,454 of SLFRF was received in FY23. REVENUE FROM WILLIAM AND MARY The City provides fire and emergency medical services to the College of William and Mary. As a state agency, the university is exempt from local taxation. In light of this, the university committed to providing financial support to the City in the amount of $165,000 per year to partially defray the cost of providing these essential servicers on campus. POTENTIAL REVENUE SOURCES State Code Section 58.1-3840 allows cities or towns to charge excise taxes on admissions, which the City does not impose.

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EXPENDITURE CLASSIFICATIONS Expenditures of the City of Williamsburg are classified by the fund and within each fund by the department. Expenditures are classified by object (line item) within each department. 51000

SALARIES AND WAGES

51001

Salaries Compensation for all full-time employees who hold permanent positions.

51002

Salaries-Overtime Compensation for overtime and holiday pay for all eligible employees in accordance with the Personnel \Manual.

51003

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)

51005

Salaries - Temporary Compensation for employees who are working on a temporary basis. (See Personnel Manual)

51006

Discretionary Leave Compensation for police, fire, or water plant personnel who must work on stated holidays. (See Personnel Manual)

51008

Traffic Control Compensation for police department personnel who work extra hours for traffic control purposes.

51009

Off-Duty Policemen Compensation for police personnel hired by outside establishments after regular working hours. (City is reimbursed by contracting party.)

52000

FRINGE BENEFITS

52001

FICA Employer’s share of Social Security Taxes.

52002

Virginia Retirement System (VRS) Cost of contributions to Virginia Retirement System for all full-time employees. VRS enrollment is mandatory for all full-time employees and paid as a percentage of base salary.

52004

Dental Costs for employee dental reimbursement program.

52005

Hospitalization City's cost for medical benefit package premiums, not including dental.

52006

Group Life Insurance City's cost for VRS group life insurance policy.

52009

Unemployment Insurance Costs for unemployment insurance. Worker's Compensation Costs for worker's compensation insurance.

52010

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52012

Clothing Allowance Costs associated with the purchase of clothing by designated personnel.

52013

Education Allowance Costs for tuition assistance.

52016

Training Costs associated with training fire, police, and water plant personnel.

52021

Cleaning Allowance Costs associated with cleaning of uniforms and clothing.

53000

PROFESSIONAL SERVICES

53001

Professional Health Services Costs associated with medical services such as physicals for certain employees.

53002

Professional Services-Other Costs for legal, financial, engineering, and other specialized professional services.

53004

Repair and Maintenance Costs for services for repair or maintenance of city equipment and structures.

53004- 1 2 3 4 5 6

Cars and Trucks Buildings Office Equipment Powered Equipment Street Signs, Markings, and Water Meters Traffic Signals

53005

Service Contracts Costs for all service contracts except radio.

53006

Printing Costs associated with the printing of forms, documents, manuals, etc.

53007

Advertising Costs for classified and legal advertisements.

53008

Laundry and Dry Cleaning Costs associated with uniform rental.

53009

Purchase of Services Costs for purchasing of services and supplies from other governmental agencies. Does not include joint activities.

53013

Jurors, Commissioners, Witnesses Costs associated with court trials and legal disputes.

53031

Garbage Contract Costs for garbage pick-up and disposal.

53032

HRSD Costs for treatment of raw sewage by Hampton Roads Sanitation District.

53033

Exterminating Costs for extermination contracts for city-owned buildings.

53099

Detective Funds - Costs associated with police work.

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55000

PURCHASE OF GOODS AND SERVICES

55101

Electricity Costs of electricity (Dominion Energy). Heating Fuel Purchase of natural gas and heating oil.

55102 55103

Water and Sewer Costs of water and sewer services.

55201

Postage Stamps, stamped envelopes, postage meter costs, permit fees, etc.

55203

Telecommunications Costs incurred for landline, cellular phone, and pager service.

55204

Radios Cost of operating city-wide radio systems.

55205

Emergency "911" Costs of operating emergency lines for the dispatch operation.

55301

Boiler Insurance Costs of insuring heating plants, generators, and other mechanical equipment.

55302

Fire Insurance Costs of insuring buildings and contents against fire.

55305

Motor Vehicle Insurance Costs of insurance for motor vehicles.

55306

Surety Bonds Costs for surety bonds for certain city personnel.

55307

Public Officials Liability Costs of insuring certain public officials against suits, etc.

55308

General Liability Insurance Cost of insuring the city against certain accidents, etc.

55401

Office Supplies Costs of office supplies such as envelopes, pens, pencils, paper, forms, etc. used in everyday office operations.

55402

Food and Food Service Supplies Costs of providing miscellaneous food or supplies at Fire Station.

55403

Agricultural Supplies Costs for care and treatment of plants, lawns, landscaping, including small tools.

55404

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.

55405 55406

Linen Supplies Costs of linens used in Fire Department.

55407

Repair and Maintenance Supplies Costs of building material supplies, paint, electrical, and plumbing supplies.

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55408

Vehicle and Powered Equipment Supplies Supplies for cars, trucks, heavy equipment, etc. used by City Shop.

55408- 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

55409

Police Supplies Costs of items such as guns, ammunition, flashlights, etc.

55410

Uniforms and Wearing Apparel Costs for uniforms, protective clothing, boots, overalls, and other items or working apparel provided to employees.

55411

Books and Subscriptions Costs for professional periodicals, books, and publications.

55412

Recreation Supplies Costs for supplies used for Recreation Department programs.

55413

Other Operating Supplies Costs for chemicals and other supplies not covered in other accounts.

55414

Merchandise for Resale Costs of vending machine merchandise.

55415

Fire Prevention Materials Costs of materials used by Fire Department for fire prevention.

55416

Pool Supplies Costs of supplies for operation of Quarterpath Pool.

55417

Water Meters Costs of purchasing water meters for the Utility Fund.

55418

Litter Control Costs associated with litter pickup.

55501

Travel Expense Mileage reimbursement – Based on IRS mileage rates

55504

Travel (Conferences and Conventions) Costs for lodging, transportation, registration fees, and materials. All travel must have prior department head approval.

55602

Colonial Behavioral Health (formerly Colonial Services Board) Costs of City's contribution to community program.

55604

Contributions to Other Agencies Donations to outside organizations approved by City Council.

55801

Dues and Memberships Costs for dues and memberships in professional organizations. Other Costs (non-recurring) not budgeted under other accounts.

55805 55838

Principal Repayment of long-term debt principal.

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55839

Interest Interest payments on long-term debt.

55899

Joint Activity Payments to James City County for jointly operated departments and agencies.

57000

FIXED ASSETS

57001 57002 57003 57005 57007 57008 57009 57010

Machinery and Equipment Furniture and Fixtures Communication Equipment Motor Vehicles ADP Equipment Pedestrian Improvements Street Resurfacing Building Alterations

58000

LEASES AND RENTALS

58001

Lease and Rental of equipment Cost for temporary rental or lease of equipment (no lease-purchase agreements).

58002

Lease and Rental of buildings Costs for rental or lease of office or storage space.

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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 and 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.

Treasurer State

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 Virginia Retirement System costs. JCC bills the City for a percentage of the non-reimbursable 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 Williamsburg/James City County Schools.

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).

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Agency/Organization List of Other Contributors Clerk of Circuit Court JCC, State

Notes

Commonwealth Attorney JCC, State

The Compensation Board sets the salaries for the Commonwealth’s Attorney, four assistants, and four fulltime support staff. All positions receive a salary supplement, ranging from 1.5% to 61%, paid by the City and James City County 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 stateapproved 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 the majority of the registrar’s salary. For FY22, that rate was 76%. Costs associated with one fulltime 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. Holly B. Smith) State

The City and JCC share in the cost of the judge’s secretary, legal assistant, jurors, capital outlay, and operating expenses of this office. The judge’s salary is paid by the State. All courthouse personnel and operating costs are the responsibility of the local government and are split between the City and County based on population year.

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Agency/Organization List of Other Contributors General District Court Joshua P. DeFord)

Notes

(Hon.

The City and James City County 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. Mara M. Matthews) JCC, State

The City and James City County share in the cost of operating expenses for this office based on the Courthouse Agreement. The Judge’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 James City County. For the District office, the City pays 1/11th 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 Juvenile Services JCC, York, and Gloucester counties State Dept of Youth & Family Svcs.

This Commission is Funded through State block grant, and member localities share operating costs based on utilization. Programs include 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. The City pays its share based on the number of prisoners held for crimes committed in the City.

Middle Peninsula Juvenile Detention Commission 18 Localities, State-Dept of Juvenile Justice

The commission operates the Merrimac Center, a 48-bed center, providing secure detention for juveniles for localities in the 9th and 15th District Court Service Units. City pays its share based on the 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.

The organization 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

The City’s contribution is based on a funding formula that apportions local share among district jurisdictions. Some monies are refunded to City based on generated revenues each year.

Colonial Behavioral Health State funds, JCC, York County, Poquoson Federal Funds, fee revenues

Colonial Behavioral Health is funded at the discretion of the Social Security Advisory Board. The funding request is based on population and usage.

Department of Human Services State, Fed Dept. of Social Services

Approximately 70% of personnel and operating costs are reimbursed by the State and Federal governments.

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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, 2007, 2012 and 2012. The contract was amended in FY22. Historically state support has been approximately 30% of total school system cost and based on a 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 5th Amended Contract for Library Services 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

This organization is funded at the discretion of the Council the per advice of the Social Services Advisory Board.

Peninsula Agency on Aging State and Federal funds, Newport News, Hampton, Poquoson, JCC, York County, private donations

The organization is funded at the discretion of the Council the per advice of the Social Services Advisory Board.

Historical Triangle Senior Center JCC, York Counties

The organization is funded at the discretion of the Council the per advice of the Social Services Advisory Board.

Community Action Agency JCC, donations, State/Fed. grants

The agency is funded at the discretion of Council per the advice of Social Services Advisory Board.

Chip Development Resources Public/private partnership-partner agencies, corporations, foundations, individuals, local gov’ts

The organization is funded at discretion of Council per the advice of Social Services Advisory Board.

Hospice of Williamsburg United Way, private donations

The organization is funded at discretion of Council per advice of Social Services Advisory Board.

Williamsburg Area Transportation Authority JCC, York County, State funds

The authority is 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.

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Agency/Organization List of Other Contributors Colonial Williamsburg Foundation Endowments, generated revenue, private contributions.

Notes Funded at the discretion of the Council based on an annual application for investment in projects and events to benefit residents and visitors and thereby generate revenue through taxes on the goods and services provided.

The Williamsburg Tourism Council Williamsburg, JCC, York County

Funded by sales and use tax as prescribed by State Code 58.1-603.2. Fifty percent of the revenues collected are distributed to localities, and by agreement, the localities appropriate at least $126,600 annually to the Williamsburg Tourism Council to promote the area and regional events.

The Greater Williamsburg Chamber of Commerce Williamsburg, JCC, York County

Funded by sales and use tax as prescribed by State Code 58.1-603.2. Fifty percent of the revenues collected are distributed to localities, and by agreement, the localities appropriate at least $402,000 annually to the Greater Williamsburg Chamber of Commerce to advocate, collaborate and create an environment in which business can grow and succeed.

Historic Triangle Recreational Facilities Authority (HTRFA) Williamsburg, JCC, York County

Funded by sales and use tax as prescribed by State Code 58.1-603.2. Fifty percent of the revenues collected are distributed to localities, and by agreement, the localities appropriate at least $1,450,000 annually to the HTRFA to oversee the construction and management of regional recreational facilities as part of the redevelopment of 160+ acres alongside the Colonial Williamsburg Visitor Center.

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

These organizations are funded at discretion of Council.

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Virginia Peninsula 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

The commission is 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

The organization is funded at discretion of Council.

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Agency/Organization List of Other Contributors Virginia Peninsulas 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

The foundation is funded at discretion of Council.

Colonial Court Appointed Special Advocates (CASA) JCC, York County, State grants, private donations

CASA is funded at discretion of Council per advice of Social Services Advisory Board.

Williamsburg Area Medical Assistance Corporation (WAMAC) State and JCC

The organization is funded at discretion of Council per advice of Social Services Advisory Board.

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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 focuses on determining financial position and changes in financial position, rather than on determining net income as would apply to a commercial enterprise. General Fund - This fund accounts for all revenues and expenditures of the City that 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. Capital Improvement Program (Sales Tax) Fund - 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. Tourism Fund – This fund is a special revenue fund used to account for tourism tax revenue (1% Historic Triangle regional sales tax and $2 lodging tax). The expenditures in the Tourism Fund are for the purpose of funding tourism development projects. Public Assistance Fund – This fund accounts for the activities of the City’s Human Services Department. The majority of funding is provided by the federal and state government for social service programs. The remainder of its funding is provided by the City as an annual contribution from the General Fund. American Rescue Plan Fund – This fund accounts for the activities funded by the State and Local Fiscal Recovery Funds provided by the federal government under the American Rescue Plan Act to respond to the impacts of the COVID-19 pandemic. This fund also includes ARPA funding for Municipal Utility Relief Funding and ARPA Tourism funding passed through from the Commonwealth of Virginia. Proprietary Funds account for operations that are financed in a manner similar to private business enterprises. The Proprietary Fund measurement focus is upon the determination of net income, financial position, and cash flows. Enterprise funds account for the financing of services to the general public where all or most of the operating expenses involved are recovered in the form of charges to users of such services. The Utility Fund, consisting of the operations for water and sewer services, is the City's only Enterprise Fund. Fiduciary Funds (Trust, Custodial and Agency Funds) account for assets held by the City unit in a trustee capacity or as an agent or custodian for individuals, private organizations, other governmental units, or other funds. Agency Funds utilize the accrual basis of accounting and do not have a measurement focus. Agency Funds include the Williamsburg Regional Library, the Williamsburg Tricentennial Fund, Economic Development Authority, the Quarterpath Community Development Authority, the Farmers Market, and the Special Welfare Fund. Budgets and Budgetary Accounting Formal budgetary integration is employed as a management control device during the year for the General Fund, Capital Improvement Program Fund, Tourism Fund, Utility Fund, Quarterpath Community Development Authority Fund and Public Assistance Fund. Annual operating budgets

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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. 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 to fund 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. Fiduciary Funds: The accrual basis of accounting is used for all Fiduciary Funds and they do not have a measurement focus. 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 City’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 employee’s separation from the City but is not known or budgeted due to the unknown nature of employee’s use of vacation leave.

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ALL FUNDS

GOVERNMENTAL FUNDS

GENERAL FUND

CAPITIAL IMPROVEMENT FUND

PROPRIETARY FUND

SPECIAL REVENUE FUND

UTILITY FUND

FIDUCIARY FUND

QUARTERPATH COMMUNITY DEVELOPMENT AUTHORITY FUND

TOURISM FUND

PUBLIC ASSISTANCE FUNDS

AMERICAN RESCUE PLAN FUND (ARPA)

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A. Financial Planning Policies:

BUDGET POLICIES

1. Balanced Budgets: a. The general operating fund (General Fund) and the special local option sales tax fund (General Capital Improvement Program, or CIP), Utility Fund operating fund, and the Utility Fund CIP are subject to the annual budget process. b. All operating and capital fund budgets must be balanced - total anticipated revenues plus fund balances or reserves brought forward must equal total estimated expenditures each year. c. The Utility Fund (the City’s only Enterprise Fund type) will be self-supporting. d. All budgets will be formulated and adopted in conformity with accounting principles generally accepted in the United States of America (US GAAP). e. The budget process will include coordinating the development of the capital improvement budget with the 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 City’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-ofliving as well as changes in methods or levels of service delivery. a. Rental of City properties – Charges will be reviewed annually and compared with market rates for comparable space or property in the community. The City will

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consider annual escalator clauses in multi-year rental contracts to take into effect the impact of increases in the cost of living. b. Building permit, and inspection fees will be reviewed annually. c. Recreation program charges will be reviewed annually. In general, all efforts will be made to provide programs and activities at an affordable level for the residents of the Williamsburg area while still recovering a major portion of incidental costs of programs, not to include administrative costs or the use of facilities. i. Charges for specialty classes such as yoga, aerobics, dance, dog obedience, etc., will be set at a level to encourage maximum participation and 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. d. The City’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. 4. Real Estate Review Policy – See Section H C. Expenditure Policies: 1. Operating/Capital Expenditure Accountability: a. The City will finance all current expenditures with current revenues. The City will not short-term borrow to meet cash-flow needs. b. Future operating costs associated with new capital improvements will be projected and included in operating budgets. c. Capital improvement program budgets will provide for adequate maintenance of capital equipment and facilities and for their orderly replacement. d. The budgets for all funds shall be controlled at the department level. Expenditures may not exceed total appropriations for any department without approval from the City Manager. e. All operating fund appropriations will lapse at fiscal year-end. Any encumbered appropriations at year-end may be re-appropriated by City Council in the subsequent year. Multi-year capital improvement projects may be carried-forward in the subsequent year, at the discretion of the City Manager. f. The City will include contingency line items in the General Fund, General CIP, and Utility Fund CIP, not to exceed $200,000, to be administered by the City Manager, to meet unanticipated expenditures of a non-recurring nature. g. The City will maintain a budgetary control system to ensure adherence to the budget and will prepare and present to City Council monthly financial reports comparing actual revenues and expenditures with budgeted amounts.

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D. Debt Policy (revised policy adopted by City Council June 11, 2021): The City will maintain the following standards on general government debt to ensure a higher level of financial security than that afforded by meeting minimum State standards: Planning Floor

Planning Ceiling

Debt as a Percentage of Assessed Value

2.75%

3.0%

Debt Service as a Percentage of General Fund Expenditures

10.0%

12.0%

10 Year Payout Ratio

60%

50% (floor)

Ratio

• •

•

Debt as a Percentage of Assessed Value – Outstanding debt divided by real estate assessed values as of the most recent Landbook. Debt Service as a Percentage of General Fund Operating Expenditures – Total debt service for general government divided by total General Fund Operating Expenditures. Actual is based on actual debt service for the most recent audit fiscal year divided by total General Fund operating expenditures for the same period. General Fund operating expenditures = operating expenditures plus transfers out less any one-time expenditures financed with non-recurring revenues (for example, Coronavirus Act Relief Funds). 10 Year Payout Ratio – is calculated by totaling principal payments of general government debt for the next ten years and dividing by the current outstanding debt.

Other standards adhered to by the City of Williamsburg for General Government debt include the following: 1. A five-year capital improvements program (CIP) will be developed and updated annually, along with corresponding anticipated funding sources. 2. Capital Improvements Program projects financed by issuing general obligation bonds or other long-term debt, including lease-purchase obligations, will be repaid within a period not to exceed the expected useful life of the improvement. In consideration of bond issue cost, bond issues shall be appropriately sized, preferably not less than $3 million. Several projects may be grouped in a single bond issue. 3. To maintain a predictable debt service burden, the City will give preference to debt that carries a fixed interest rate. However, consideration may be given to variable-rate debt. Conservative estimates will be used in budgeting variable rate debt service interest expense. Variable-rate debt will be limited to no more than 20% of total outstanding debt. 4. The City’s outstanding debt will be reviewed for opportunities to refinance when interest rate conditions are favorable for producing debt service savings. Generally, refunding will be considered if the present value savings on the refunding issue exceed 3% of the refunded principal or if the refunding/restructuring favorably enhances the City's financial sustainability. 5. SEC requirements of continuing disclosure agreements for all bond issues will be complied with, including annual filings of audited financial statements to the Municipal Securities Rulemaking Board and all national rating agencies which have assigned a bond rating for the City.

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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 statutes and guidelines governing the investment of public funds in Virginia, including the Investment of Public Funds Act 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. Fund Balance Policy (adopted by City Council on June 9, 2011, amended June 9, 2022):

Sound financial management principles require that the City retains sufficient funds to provide a stable financial base at all times. Maintaining adequate fund balance levels is essential to mitigate risks (e.g., revenue shortfalls and unanticipated expenditures), ensure stable tax rates, and protect against reducing service levels. 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 capital funding as credit markets carefully monitor fund balance levels to evaluate creditworthiness. The Governmental Accounting Standards Board requires that the General Fund fund balance be classified according to five levels of constraints. The following classifications constitute the Fund Balance: • Nonspendable Fund Balance – Amounts that cannot be spent due to form (such as inventories and prepaid amounts) and amounts that must be maintained legally or contractually intact (such as the long-term portion of loans receivable and nonfinancial assets held for sale). • Restricted Fund Balance – Amounts constrained by external parties, constitutional provisions, or enabling legislation for a specific purpose. • Committed Fund Balance – Amounts constrained for a specific purpose by the 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. • Assigned Fund Balance – Amounts constrained for a specific purpose by the City Manager, who the City Council has given the delegated authority to assign amounts. The amount reported as assigned should not result in a deficit in the unassigned fund balance. • Unassigned Fund Balance – Amounts not classified as nonspendable, restricted, committed, or assigned. Unassigned fund balance represents the residual fund balance after deducting the nonspendable, restricted, committed, and assigned

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fund balance categories. The General Fund is the only fund that would report a positive amount in the unassigned fund balance. Funding Requirements of Unassigned Fund Balance and the Budget Stabilization Fund of the General Fund • This Policy establishes a minimum level for the General Fund unassigned fund balance and a Budget Stabilization Reserve. The General Fund unassigned fund balance shall be maintained at 35% of General Fund operating revenue as shown in the City's most recent audited Annual Comprehensive Financial Report (Annual Report). Operating revenue will not include any substantial one-time revenue sources (such as Coronavirus Aid, Relief and Economic Security Funds, or American Rescue Plan Funds). The target for the Budget Stabilization Reserve is 5% of General Fund operating revenues (excluding any substantial one-time revenue), as shown in the City's most recent audited Annual Report. Use and Replenishment of General Fund Unassigned Fund Balance • The Budget Stabilization Reserve and Unassigned Fund Balance will be permitted to provide temporary funding for unforeseen emergency needs. The Budget Stabilization Reserve shall be exhausted before the unassigned fund balance is used. • The use of unassigned fund balance should be restored as soon as reasonably possible. In determining the expediency of returning unassigned fund balance to the policy level, both the level of funding and the deficit's size should be considered. The replenishment plan should consider the long-term forecast for both the operating budget and the capital improvement program. If feasible, the unassigned fund balance should be replenished within one or two years of use. • The City Manager shall develop an explicit strategy to replenish the unassigned fund balance as part of each year's budget and long-term financial plan. • If the event that requires the use of reserves is not a temporary situation, the strategic plan for replenishing reserves should address how expenditures and revenues will be adjusted to match the new economic reality. • The strategy development should consider any unintended consequences. Examples to consider are necessary reductions in service levels due to reduced expenditures, increased cost of delaying capital improvements, the potential safety and risk factors, the impact on employee morale or customer service, or other costs associated with staff reductions. Monitoring and Funding • City staff will report on compliance with this policy during the Annual Report presented at the City Council's regular meeting in December. • The City's Proposed Operating and Capital Improvement Plan Budgets shall demonstrate the City's commitment to the Fund Balance Policy.

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G. Tourism Development Fund Policy (adopted by City Council - August 10, 2017, amended - February 14, 2019): Section 1. Establishment of Special Revenue Fund and Fiscal Policy A. Special Revenue Fund 1. The TDF will be established as a special revenue fund in the City Budget. 2. The TDF will be subject to the fiscal controls of the City and shall abide by the adopted Budget Policies of the City regarding financial planning, revenues, expenditures, debt, investment, and fund balance. 3. The TDF annual budget shall include a 5-year financial plan, with year one being the budget appropriation and the following four years for planning. 4. Unspent or unallocated funds shall remain in the fund and be a carryover to the next fiscal year. 5. Funds can be used to pay debt service obligations and borrowing expenses associated with TDF projects. 6. Funds are subject to the City audit and Comprehensive Annual Finance Report (CAFR) policies and processes. Section 2. Tourism Development Fund Purpose and Eligible Expenditures A. Purpose – The purpose of the Tourism Development Fund (TDF) is to increase patronage to restaurants, attractions, hotels, and events in the City of Williamsburg through financial assistance and reinvestment in tourism products, place-making projects, special events, and public-private partnerships. B. Types of Expenditures Allowed 1. Development, expansion, or renovation of tourism products and infrastructure for tourism products. 2. Place-making projects and events. 3. Support projects and programs of the Economic Development Authority (EDA) for forprofit companies that meet the eligibility criteria and receive recommendations for funding. 4. Administrative costs of up to 10% shall be retained by the City. C. Examples of Eligible Products 1. Streetscape renovations and enhancements 2. Transit improvements (bike share, pedestrian access, enhanced bus shelters) 3. Convention and group meeting facilities 4. Outdoor and indoor recreation facilities and amenities 5. Public parks 6. Tourism venues 7. Business improvement grants (through EDA) 8. Public art and place-making 9. Special events grants and marketing 10. Visitor infrastructure 11. Culinary arts incubators 12. Regional trails and cultural sites 13. Other projects that meet the eligibility criteria, demonstrate feasibility, and receive recommendation Section 3. Tourism Development Fund Process and Project Application

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A. Project Applications The TDF application process will consist of two phases of application. The Phase 1 application is to establish eligibility and the Phase 2 process is to provide details necessary for staff and the TDF review committee to provide recommendations to City Council. 1.

Phase 1 Application – At a minimum, the Phase 1 application will include information on the applying organization, amount of funding requested, identify if the project is new or an expansion, a project description, and the initial project budget and construction values. Phase 2 Application – At a minimum, the Phase 2 application will include information on project feasibility, room night calculations, marketing plan, business plan, drawings, photos, renderings, site plans, organization leadership, project management, detailed project description, description on impact to local tourism, timeliness, project schedule, phasing, uniqueness of project, potential to stimulate other projects, letter of funding commitment, brand consistency, and methodology intended to capture visitation statistics provided.

B. Process Requests for funding from the Tourism Development Fund shall follow the following process: 1. 2. 3. 4. 5. 6.

Submission of Phase 1 applications in March. Submission of Phase 2 applications in May. TDF Review Committee application review, interviews, and site visits in June and July. TDF Review Committee application recommendation to City Council provided to the City Manager in September. City Council considers approval of projects in September. Funding is appropriated and available to the TDF in October.

Section 4. Tourism Development Fund Review Committee A. Purpose of the Review Committee The TDF Review Committee will review and evaluate proposals from applicants for Tourism Development Fund projects for the purpose of providing a recommendation to the City Council and City Manager for the budgeting and appropriation of funds. Recommendations shall be based on consistency and impact of the project and the purpose of the TDF. B. Appointment – The TDF Review Committee shall be appointed by the City Council and serve two (2) year terms. TDF Review Committee members are eligible for re-appointment to serve three (3) consecutive terms (six years). TDF Review Committee members must be residents of the City, own or represent a City business, or represent an event that occurs in the City. C. Committee Composition – The TDF Review Committee shall consist of five (5) members, with three (3) members representing the tourism industry and two (2) members being selected at-large.

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D. Ex-Officio Members – A member of the Planning Commission and a member of the Economic Development Authority shall serve as ex-officio members of the TDF Review Committee without a vote.

H. Real Estate Review Policy (policy adopted by City Council June 10, 2021): The Real Estate Tax Rate Review Policy commits to maintain a fair real property tax rate to appropriately fund the city government's services and initiatives, maintain an adequate reserve, and provide economic stability to the residents and businesses in the City. The City of Williamsburg complies with Title 58.1, Subtitle III, Chapter 32, Article 9, Section 58.1-3321 A of the Code of Virginia, which requires cities to reduce their tax rate so that the revenue generated on reassessments (less new construction) is no more than 101% of the previous year's tax levy. In lieu of reducing the tax rate, a City shall give notice of a proposed real property tax increase and public hearing. Annually, as a part of the budget development process, the City shall review the real property tax rate for increase or reduction. The review shall include consideration of the following variables presented in priority order: (1) Reserve Balance – Projected balances for the unassigned fund balances in the General Fund and the Capital Improvement Fund (Sales Tax Fund) (2) Budget Stabilization – projected balances in the: a. General Fund budget stabilization line, b. the Capital Improvement Fund stabilization line, and c. the Capital Improvement Fund School CIP stabilization line (3) Fiscal Health – The year-end balances in each of the five years depicted in the five-year financial plan for the General Fund and Capital Fund (4) Assessed Value – Increase or decrease in the average assessed value resulting in an effective real property tax rate increase or decrease (5) Economic Conditions – Anticipated changes in economic conditions on a national, state, or local level, such as a depression or a recession Objectives of the budget practice each year: The City's operating revenue projections will be reviewed annually to determine if the projections for both the current budget year and the long-term forecast are modestly conservative and aligned with the economic forecast for the region. Indicators to be considered, but not limited to, are Consumer Price Index (CPI), employment rates, and established and reputable forecast from nonbiased industry experts (including, but not limited to, the hotel and travel industry).

Budgets will be developed to strategically achieve City Council's Goals, Initiatives, and Objectives. The City's operating expenditures will be reviewed, and projections verified in regards to contractual increases, inflationary increases, compensation packages that are sufficient to attract and retain quality employees, are competitive with other public-sector employers, and personnel budgeted at levels necessary for providing quality services. Budgets will not include unnecessary or excessive spending and costs. Costs associated with new services or increased service levels will be identified for City Council's consideration. The City's Capital Improvement Plan will include projects consistent with City Council's Goals, Initiatives, and Outcomes developed during the strategic planning process. The plan should include projects that maintain the City's facilities and

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infrastructure; grow, maintain, or diversify the City's economic base, support the City's quality of services, and improve the quality of life for residents and visitors. Care should be taken to ensure the plan does not increase the cost in future budgets by delaying the necessary maintenance of the City's assets. The City maintains compliance with legal requirements and Fiscal Policies, particularly the Fund Balance and Debt Policies.

Utility Working Capital Policy (amended June 10, 2021) 1.

Target • Target working capital is equal to 75% (270 days, based on 360 days) of operating and maintenance expenses (not including depreciation), capital expenses, and debt service. Withdrawal & Replenishment of Reserves • To the extent that working capital remains above the target, 20% of the reserve may be used to fund significant capital improvement projects. For emergency repairs or unforeseen and sudden revenue shortfall of 10% or more, up to 30% of the reserve may be used in conjunction with a committed plan to restore working capital to the target level within three to five years. The plan to restore working capital will be submitted as part of the annual budget process, Reporting and Oversight • Working capital target levels will be analyzed annually and reported to City Council as part of the year-end financial report presentation.

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CITY OF WILLIAMSBURG Fiscal Year 2025 Proposed Budget APPENDIX CONTENTS Page CONTRIBUTIONS TO OUTSIDE AGENCIES ................................................................................ J-2 HUMAN SERVICE AGENCIES: Human Services Advisory Board Recommendation ................................................................. J-4 CULTURAL AGENCIES: Arts Commission Recommendations ...................................................................................... J-5 Virginia Symphony Orchestra – Matoaka ................................................................................ J-6 COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES: AVAdventure Productions.......................................................................................................J-15 Colonial Community Corrections ............................................................................................ J-31 Colonial Soil & Water Conservation District............................................................................ J-35 Hampton Roads Military and Federal Facilities Alliance ......................................................... J-46 Hampton Roads Planning District Commission ...................................................................... J-56 Hampton Roads Workforce Council ....................................................................................... J-62 Heritage Human Society ........................................................................................................J-67 Historic Virginia Land Conservancy........................................................................................ J-81 Peninsula ASAP.................................................................................................................. . J-90 Peninsula EMS Council..........................................................................................................J-115 Virginia Cooperative Extension ............................................................................................ J-132 Virginia Peninsula Community College ................................................................................ J-143 Williamsburg Farmers Market .............................................................................................. J-153 TRANSPORTATION AGENCIES: Virginians for High-Speed Rail ............................................................................................. J-165 Williamsburg Area Transit Authority ..................................................................................... J-172 TOURISM FUND AGENCIES: An Occasion for the Arts ...................................................................................................... J-185 Colonial Williamsburg Foundation… .......... ………………………………………………………J-198 Culturefix..............................................................................................................................J-212 Virginia Arts Festival.................................................................................................................J-225 Williamsburg Area Arts Commission ……………………………………………………………J-240 Williamsburg Downtown.........................................................................................................J-245 Williamsburg Hotel & Motel Association…… ………………………………………… ....... … J-263 UTILITY FUND WATER AND SEWER RATE ANALYSIS .....…………………………………….

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CITY OF WILLIAMSBURG

CONTRIBUTIONS TO OUTSIDE AGENCIES - FISCAL YEAR 2025 PROPOSED FY 2025

ESTIMATED FY 2024

- $ 3,000 20,000 10,000 10,000 5,000 8,000 25,000 12,000 50,000 30,000 5,000 16,624 2,759 6,000 8,000

- $ 2,500 20,000 7,500 5,000 5,000 6,000 21,200 11,000 10,000 5,000 16,000 2,759 5,000 3,500

BUDGET FY 2024

- $ 2,500 20,000 7,500 5,000 5,000 6,000 21,200 11,000 10,000 5,000 16,000 2,759 5,000 3,500

ACTUAL FY 2023

ACTUAL FY 2022

- $ 2,500 19,000 5,000 5,000 6,000 21,200 10,000 8,000 3,000 15,400 2,759 5,000 2,500

CHANGE FY25/FY24

2,000 N/A 1,500 20.0% 19,000 0.0% 33.3% 100.0% 5,000 0.0% 6,000 33.3% 21,102 17.9% 5,000 N/A 7,500 9.1% 400.0% 5,000 N/A 0.0% 1,000 3.9% 15,278 2,759 0.0% 5,000 20.0% 128.6% 2,500 98,639

75.5%

$ 169,000 $ 149,768 $ 149,768 $ 132,538 $ 115,460 121,800 116,000 116,000 112,800 109,511 306,000 271,000 271,000 259,000 259,000

12.84% 5.00% 12.92%

$ 596,800 $ 536,768 $ 536,768 $ 504,338 $ 483,971

11.18%

$ 149,000 $ 149,000 $ 149,000 $ 150,000 $ 149,036 10,000 10,000 10,000 9,000 9,000 9,713 9,713 9,713 9,250 9,250

0.0% 0.0% 0.0%

$ 168,713 $ 168,713 $ 168,713 $ 168,250 $ 167,286

0.0%

$ 211,383 $ 120,459 $ 120,459 $ 105,359 $

* Eligible to apply for funding through the Tourism Fund grant process.

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CITY OF WILLIAMSBURG

OUTSIDE AGENCIES

CONTRIBUTIONS TO OUTSIDE AGENCIES - FISCAL YEAR 2025 PROPOSED FY 2025

ESTIMATED FY 2024

BUDGET FY 2024

ACTUAL FY 2023

ACTUAL FY 2022

CHANGE FY25/FY24

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES Chamber of Commerce $ - $ - $ - $ Colonial Soil & Water Conserva. 8,000 6,500 6,500 * Colonial Williamsburg Foundation Farmers Market 5,000 5,000 5,000 Federal Facilities Alliance 8,112 8,008 8,008 Hampton Roads Planning District 34,465 34,465 34,465 Heritage Humane Society 40,000 35,000 35,000 * Kingsmill Golf Tournament Peninsula Council Work. Dev. 3,977 3,857 3,857 Peninsula ASAP 29,000 29,000 29,000 Reg. Econ. Dev. Initiatives 17,739 17,739 17,739 TNCC-Historic Triangle Campus TNCC-Site Improvements 28,989 18,489 18,489 TNCC-Workforce Dev. Center 10,500 10,500 10,500 Virginia Cooperative Extension 5,602 5,602 5,602 Bike Walk 4,000 4,000 Virginia First Cities * Williamsburg Hotel/Motel Assoc. Williamsburg Land Conservatory 5,000 5,000 5,000 Sub-total $ 196,384 $ 183,160 $ 183,160 $

- $ 6,500 3,800 7,729 32,114 25,000 3,734 29,000 14,614 18,489 10,500 5,602 2,000 5,000 164,082 $

6,500 3,800 7,692 30,655 25,000 5,947 14,613 18,489 10,500 5,229 2,000 5,000 135,425

N/A 23.1% N/A 0.0% 1.3% 0.0% 14.3% N/A 3.1% 0.0% 0.0% N/A 56.8% 0.0% 0.0% -100.0% N/A N/A 0.00% 7.22%

TRANSPORTATION High Speed Rail Coalition Williamsburg Area Transport

4,500 $ 4,500 $ 4,500 $ 501,561 371,034 371,034

4,500 $ 375,975

4,500 375,975

0.0% 35.2%

$ 506,061 $ 375,534 $ 375,534 $

380,475 $

380,475

34.8%

1,265,796

21.3%

Sub-total TOT. CONTRIB. TO OUTSIDE AGENCIES

1,679,341

1,384,634

1,322,504

* Maintenance of effort funding in Tourism Fund

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CITY OF WILLIAMSBURG FY-2025 HUMAN SERVICES PARTNER AGENCY GRANT REQUEST I. CURRENTLY FUNDED AGENCIES Avalon: A Center for Women & Children

FY2024 Awarded

FY2025 Requested

$20,000.00

∆ Awarded FY24FY2025 Recommended Recommended by SSAB FY25

$20,000.00

$0.00

$20,000.00

Services to end domestic and sexual violence through prevention, education, shelter, and support services. $7,500.00 $10,000.00 Bacon Street Youth and Family Services Treatment services for youth and their families with mental health and substance use disorders

$500.00

$8,000.00

$5,000.00 $5,000.00 $0.00 Child Development Resources Early childhood services; screenings, Early Head start, Infant and Parent Program, child care and Parents As Teachers.

$5,000.00

$6,000.00 $8,000.00 $0.00 Colonial CASA Volunteers to advocate for abused/neglected children in the Juvenile and Domestic Relations Court System.

$6,000.00

Community Action Agency

$21,200.00

$25,000.00

$1,100.00

$22,300.00

Community based services promoting self-sufficiency to include Head Start, Project Discovery, and money management $5,000.00 $10,000.00 FISH Provides food, clothing and small housewares to persons in need. 100% volunteer organization. Hospice House & Support of Williamsburg

$11,000.00

$12,000.00

$300.00

$5,300.00

$1,000.00

$11,000.00

Hospice, patient and family, bereavement and support care. $3,500.00 $8,000.00 $200.00 Housing Partnership Repairs or replaces substandard housing. Emergency home repairs, home modifications, and replacing dilapidated homes. Literacy For Life

$5,000.00

$3,700.00

$0.00

$5,000.00

Teaches adults literacy skills including ESL, math/writing/reading, GED, career development services, and HEAL. Olivet Ministries dba Lackey Clinic

30000

$0.00

$16,000.00

Provides primary medical and dental care to its patients. Offers the Medical Access Program. Peninsula Agency on Aging, Inc.

$16,000.00

$16,624.00

Services to seniors including Williamsburg Resource Center, RIDES program, nutrition services, and One-Call Center. The Arc of Greater Williamsburg .

$2,500.00

$3,000.00

$500.00

$3,000.00

Programs for adults with intellectual & developmental disabilities to include Arc of Abilities, Wheels4Work, respite, transportation, and resource referrals. Williamsburg Area Faith in Action

$5,000.00

$6,000.00

$300.00

$5,300.00

Transportation, respite, chores, caregiver support, well check calls and home visits, and other supportive services to seniors. $10,000.00 Williamsburg House of Mercy Services and supports for individuals facing homelessness. Food distribution

$50,000.00

$500.00

$10,500.00

$306,000.00

$13,500.00

$284,500.00

II. CURRENTLY FUNDED HEALTH AGENCIES Colonial Behavioral Health,

$271,000.00

Comprehensive community mental health, substance abuse, and developmental disabilities services. $116,000.00 $121,800.00 Olde Town Medical & Dental Center Provides primary medical and dental care to its patients. Offers the Medical Access Program.

$5,800.00

$121,800.00

$0.00

$2,759.00

$23,700.00

$530,159.00

III. REGIONAL AGREEMENTS Peninsula Commission On Homelessness

$2,759.00

Joint exercise of powers of six localities to oversee the regional homelessness initiatives.

Totals

$507,459.00

$639,183.00

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FY25 WAAC Funding Recommendations ORGANIZATION 1 Access Virginia 2 Aura CuriAtlas 3 Chamber Music Society of Wmbg 4 Chesapeake Bay Wind Ensemble 5 Flute Frenzy 6 Institute for Dance 7 Jamestown Yorktown Foundation 8 Junior Women's Club of Wmbg 9 Muscarelle Museum 10 Open Door Concerts 11 Opera in Williamsburg 12 StageLights 13 Tidewater Arts Outreach 14 Tidewater Classical Guitar 15 Virginia Arts Festival 16 Virginia Opera 17 Virginia Regional Ballet 18 Virginia Stage Company 19 Virginia Symphony 20 WHRO 21 WJCC Community Action Agency 22 Williamsburg Arts Council 23 Williamsburg Book Festival 24 Williamsburg Choral Guild 25 Williamsburg Contemporary Art Center 26 Williamsburg Players 27 Williamsburg Symphony Orchestra 28 Williamsburg Women's Chorus 29 Williamsburg Youth Harp Society 30 Williamsburg Youth Orchestra 31 Young Audiences of VA/Arts for Learning 32 WAAC Admin TOTAL

FY24 Award $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

1,000 2,500 5,000 500 3,000 6,000 7,150 10,000 500 2,000 3,000 10,000 9,000 11,000 1,250 11,000 3,500 1,000 3,000 11,000 11,500 15,900 1,500 2,500 6,000 5,000 1,500

FY25 Request $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

8,000 2,500 5,000 1,000 4,000 8,000 7,500 5,000 16,000 2,000 18,000 2,500 3,000 5,000 15,000 10,000 15,000 1,250 13,500 5,000 65,415 5,000 2,000 5,500 11,000 9,500 16,100 2,500 8,000 6,000 5,000 1,500 284,765

FY25 Rec $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2,000 2,500 4,500 500 3,000 6,000 7,000 9,000 1,000 14,000 2,000 1,150 3,500 10,000 9,000 12,000 1,250 11,000 3,000 1,000 3,500 10,000 9,500 15,900 2,000 2,500 6,000 5,000 1,200 159,000

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Application: Virginia Symphony Orchestra Heather Nevins - grants@virginiasymphony.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 9 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

Funding Formula/Dues Application Many agencies in this group are contractual arrangements (often based on funding formulas) or partnership agreements. As such, some components of the application may not apply to your organization. In such cases, please answer the question as it most closely relates to your agency or mark as not applicable. Also, please feel free to attach additional information to the application.

Agency Information J-6

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Agency Name Virginia Symphony Orchestra

Contact Person Heather Nevins

Position Title Institutional Relations Manager

Email Address

grants@virginiasymphony.org

Phone Number 7572131419

Address 150 Boush Street, Suite 201, Norfolk, VA, 23510

Total City Funding Request for FY 2025 $ 9,000.00

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Short description of how funding will be used: Funding will be used to provide a community concert for Williamsburg and James City County residents. This concert will occur at Lake Matoaka on August 29th, 2024. The VSO will use funds to cover necessary expenses for producing a professional orchestra concert, such as paying for musicians' salaries, benefits, and transportation to the venue, along with related administrative costs.

Agency Overview

Agency Purpose Driven by our core values of artistic excellence and inclusion, the Virginia Symphony Orchestra’s mission is to create world-class symphonic performances, transformative music education, and purposeful community engagement throughout Southeastern Virginia.

Funding Formula Please see the attached five-year contract made on May 28, 2021, between the Virginia Symphony Orchestra and the City of Williamsburg to provide concerts at Lake Matoaka.

Summary of other funding sources The Virginia Symphony Orchestra receives funding from the Williamsburg Area Arts Commission for its programs in Williamsburg and James City County. The VSO received $11,000 for FY24 and is currently applying for funding for FY25.

Partnerships with Other Agencies or City Departments In addition to its partnership with the Williamsburg Area Arts Commission, the VSO also partners with the City of Williamsburg and the College of William & Mary for this community concert. For its education programs, the VSO partners with Williamsburg’s public schools and public libraries.

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Proposed FY25 Programs/Services With support from the City of Williamsburg’s Outside Agency fund, the VSO will provide its annual community concert to Williamsburg and James City County residents. This family-friendly tradition features the full Virginia Symphony Orchestra and has been a staple in Williamsburg for over 15 years. This performance is provided at no cost to community members. The 2024 concert will take place at Lake Matoaka’s Martha Wren Briggs Amphitheatre on August 29.

Specific Benefits to Williamsburg Residents The VSO is dedicated to making its programs accessible to everyone. By performing community concerts in more casual venues, the VSO hopes to reach an even broader and more diverse audience. This performance has been well-loved by the whole community, with over 1,000 Williamsburg residents attending last year. The VSO’s community concert provides a joyful, family-friendly, musical experience Williamsburg residents would otherwise not have access to, improving their quality of life.

Please attach any additional information that will support your request for funding.

Lake Matoaka Contract FE 2021-2025.pdf

Five-year contract, made in 2021, between the Virginia Symphony Orchestra and the City of Williamsburg to provide concerts at Lake Matoaka Filename: Lake Matoaka Contract FE 2021-2025.pdf Size: 217.8 kB

Final Page

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Application: AVAdventure Productions Liz Sykes - liz@theavadventure.com Outside Agency Funding Requests

FY25 Outside Agency Application - Extended Completed - Dec 1 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type Please select which applies to your agency and funding request:

General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name AVAdventure Productions

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Contact Person Liz Sykes

Position Title Owner/Producer

Email Address liz@theAVAdventure.com

Phone Number 703-362-9577

Address AVAdventure Productions 2216A Stuart Ave Richmond, VA 23220

Total City Funding Request for FY 2025 $ 550000

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Short description of how funding will be used: The funding will be used for the operational costs of six festivals. The events aim to attract local and regional visitors, while creating a more vibrant community, and generate overnight stays in the City of Williamsburg. Each event has a unique focus that will help amplify the City's status as a premier tourism destination.

Agency Overview

Agency Purpose AVAdventure Productions (AVA) is a Williamsburg live event and videography production company established in 2011. Adam Stackhouse and Liz Sykes, the co-owners of AVA and alumni of William & Mary, are also the key operational staff and serve as producers for all events with additional staff hired as needed on a project-by-project basis. AVA specializes in all aspects of event production and videography services including conceptualization, programming, securing locations, branding design, marketing, press, partner and sponsor acquisition and relations, staffing, and day-of onsite event management.

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Programs and Services Offered An overview of each event is provided below.

1) The Last Word Comedy Festival A four-day festival of comedy programming throughout the City of Williamsburg, including stand up, sketch, improv, and experimental acts. The festival would be headlined by one or two nationally-known acts to build buzz and increase exposure, with a robust offering of other comedy acts scheduled throughout City venues for the duration of the festival. Acts would be acquired via a submission process, with an eye toward showcasing a diverse slate of programming from both local and visiting performers. The festival will also offer special workshops, panels, and discussions on comedic performance, adding an educational component to further incentivize extended visitation.

2) Williamsburg Whiskey & Wine Weekend A two-day celebration of all things whiskey & wine featuring food and drink vendors, tasting events, tours and educational events, restaurant specials, and live music.

3) Virginia Cat Festival A two - three day festival featuring all things felines! This event will target cat lovers of all ages for a weekend of varying activities, all in celebration of cats. Programming options will include a cat show, film screenings, adoption drives, educational panels and presentations, a merchant/vendor fair, showcase of local pets, themed restaurant and store specials, and maybe even some celebrity cat photo opportunities!

4) CLUBWAKA Summer Olympics A weekend social competition, produced in partnership with CLUBWAKA, a social gaming club organization offering adult sports leagues in volleyball, bowling, flag football, softball, kickball, cornhole, axe throwing, and more. CLUBWAKA currently hosts nationwide leagues for these activities as well as one annual summer camp retreat based at a campground in Lake Hughes, California. This olympics event will be their first east coast corresponding event, offering a weekend of social events, food and drink, and an olympic-themed showdown across a variety of casual sporting activities.

5) Tabletop Gaming Conference A weekend mini-conference developed in partnership with the east coast MAGFest (Mid-Atlantic Gaming Festival) non-profit organization. Featuring game (video game, board game, tabletop game, role playing game) panels, presentations, communal play spaces, arcades, concerts, vendors and more.

6) The Ampersand International Arts Festival A week-long festival featuring film, music, dance, theater, literature, and visual arts programming. Additionally, the J-18

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AIAF Industry Summit features professional workshops, panel discussions, and networking receptions for attendees interested in learning more about various career options in the arts.

Target Population or Audience of the Agency's Programs/Services 1) The Last Word Comedy Festival Target audience: Residents, tourists, and students. The primary demographic will be 21+ because most events will be held in the evening or late at night and serve alcohol.

2) Williamsburg Whiskey & Wine Weekend Target audience: Residents and tourists. Although this is an event focused on alcoholic beverages, there will be live music and other non-alcohol related activities to make it more welcoming to families.

3) Virginia Cat Festival Target audience: Residents, tourists, and students of all ages. Based on attendance to similar festivals in other regions of the country, this event has a very strong tourism draw.

4) CLUBWAKA Summer Olympics Target audience: 21+ This audience is limited to existing CLUBWAKA participants, which have very high engagement in their east coast divisions.

5) Tabletop Gaming Conference Target audience: Residents, tourists, students, and families. Partnership with MAGFest will help draw many of the organization's participants.

6) Ampersand International Arts Festival Target audience: Residents, tourists, and students of all ages. The multiple programming tracks ensure there are opportunities for attendees to find events that appeal to their interests. There is a family program each year, along with educational opportunities for both youth and adults.

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Projected Number of Residents to be Served or Attendees in FY 2025 Events 1 - 5 This will be the first year these events are produced and establish baseline attendance numbers.

6) Ampersand International Arts Festival The projected number of attendees is 3,500. The projection is based on attendance in previous years and an expanded marketing campaign.

Partnerships with Other Agencies or City Departments AVA maintains key relationships with businesses and organizations in the Williamsburg community that bring value to their production services. Through past and ongoing production services, AVA maintains strong relationships with William & Mary, Colonial Williamsburg, the Greater Williamsburg Chamber of Commerce, The Williamsburg Hotel & Motel Association, Williamsburg Downtown, the Williamsburg Area Restaurant Association, local arts organizations and museums, and dozens of Williamsburg small businesses.

Some professional relationships - including partners beyond Williamsburg - are noted below in conjunction with specific event concepts, when relevant.

Number of Employees in the Agency N/A; 2 contractors with support from freelancers hired as needed

Percent of FY 2025 Budget Provided by the City 100

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Fees Charged for Services or Events Each of the six events will feature a variety of programming. Ticket prices for each program will vary, generally not to exceed $40. For example, programs featuring performance groups that travel to Williamsburg will be priced at the top of the range.

When possible, some programs will be offered free of charge to ensure everyone in the community may enjoy part of the event.

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2) Williamsburg Whiskey & Wine Weekend A two-day festival featuring food and drink vendors, tasting events, tours and educational events, restaurant specials, and live music.

3) Virginia Cat Festival A two - three day festival featuring a cat show, film screenings, adoption drives, educational panels and presentations, a merchant/vendor fair, showcase of local pets, themed restaurant and store specials, and maybe even some celebrity cat photo opportunities.

5) Tabletop Gaming Conference A weekend mini-conference, developed in partnership with the east coast MAGFest (Mid-Atlantic Gaming Festival) non-profit organization, featuring game (video game, board game, tabletop game, role playing game) panels, presentations, communal play spaces, arcades, concerts, vendors and more.

6) The Ampersand International Arts Festival A week-long festival featuring film, music, dance, theater, literature, and visual arts programming. Additionally, the

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AIAF Industry Summit features professional workshops, panel discussions, and networking receptions for attendees interested in learning more about various career options in the arts.

What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Expected outcomes for all events include increased tourism throughout Williamsburg (increase of patronage at local hotels, businesses, restaurants) and strengthening partnerships between the City of Williamsburg, William & Mary, Colonial Williamsburg, and other collaborating stakeholders.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Visitors to the area will be measured via the ticketing platform, which will capture data such as the ticket purchaser's home zip code. Local partners, including hotels and restaurants, will be asked to share data about patronage during the events and redemptions of any special offers. Attendees will also be sent a surveys asking about their experience and activities, for example, the number of times they dined out during their time in the City.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

AIAF Attendees

2,958

3,250

3,500

AIAF Ticket Sales

$17,193

$20,000

$25,000

Measures

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FY 2023 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

0.0

Total

All applicants should attach a preliminary FY 2025 comparative total agency budget that includes your FY 2024 budget and FY 2023 actual revenues and expenditures. If you have applied for funding of a single program or project, please also attach a comparative expenditure budget for that program or project. You may complete the tables below or attach separate documents.

Please attach your budget document(s).

AVA - FY25 AIAF Budget.pdf

Budget for the Ampersand International Arts Festival Filename: AVA - FY25 AIAF Budget.pdf Size: 123.7 kB AVA - FY25 Event Budgets.pdf

Budgets for the five other events. This will be the first year these events are produced so no previous data is available for comparison. Filename: AVA - FY25 Event Budgets.pdf Size: 76.1 kB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Salaries Benefits Other Personnel Office Supplies Telephone Postage Travel Conferences Rent Printing/Publications Organization Dues Insurance Marketing/Advertisin g Other (please describe below) Total

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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The City of Williamsburg Fiscal Year 2025 Outside Agency Request for Funding Event: Ampersand International Arts Festival Presented by WM

Agency Revenues City Funding State Funding Federal Funding Other Grants Contributions Fees (Ticket sales) Other (FY23 reserve) Total Revenues

Agency Expenses Salaries Benefits Other Personnel Total Personnel Office Supplies Telephone Postage Travel Screening Fees Speaker Fees Venue Costs Guest Accommodations Production & Supplies Marketing / Advertising Other (Receptions) Total Non-Personnel Total Expenses

FY 2023 FY 2024 Actuals Budget $ 25,000 $ 293,000

77,000

17,193

$ $ 119,193 $

FY 2023 Actuals

$ 39,373.00 $ 39,373.00

FY 2025 Planned $ 250,000

17,000 $

20,000 $ 25,000 565 330,565 $ 295,000

FY 2024 Budget

$ $

$ 4,504.00 $ $ 8,900.00 $ $ 36,175.00 $ $ 1,359.00 $ $ 7,777.00 $ $ 4,145.00 $ $ 12,832.00 $ $ 3,500.00 $ $ 79,192.00 $ $ 118,565.00 $

20,000

FY 2025 Planned

65,000 $ 65,000 $

12,000 10,000 125,000 8,000 12,000 40,000 50,000 8,500 265,500 330,500

65,000 65,000

$ 10,000 $ 10,000 $ 130,000 $ 5,000 $ 12,000 $ 15,000 $ 40,000 $ 8,000 $ 230,000 $ 295,000

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FY25 Outside Agency Application AVAdventure Productions – Event Budgets Williamsburg Whiskey & Wine Weekend A two-day celebration of all things Whiskey and Wine featuring food and drink vendors, tasting events, tours and educational events, restaurant specials and live music. EVENT BUDGET Event Production Programming Venues Marketing Event Supplies Miscellaneous TOTAL

$25,000 $29,000 $10,000 $5,000 $3,000 $1,000 $75,000

CLUBWAKA Summer Olympics Weekend social competition produced in partnership with CLUBWAKA, a national social gaming club organization offering adult sports leagues with a strong local following. CLUBWAKA hosts an annual Summer Camp retreat in California, the Williamsburg Summer Olympics would be their first corresponding East Coast event. EVENT BUDGET Event Production Programming Venues Marketing Event Supplies Miscellaneous TOTAL

$15,000 $8,000 $6,000 $3,000 $10,000 $500 $42,500

Tabletop Gaming Conference A weekend mini-conference. Featuring games (video, board, tabletop, and role-playing games), panels, presentations, arcades, concerts, vendors and more. Potential partnership with Mid-Atlantic Gaming Festival. EVENT BUDGET Event Production Programming Venues Marketing Event Supplies Miscellaneous TOTAL

$25,000 $24,000 $10,000 $5,000 $10,000 $1,000 $75,000

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The Last Word Comedy Festival A four-day festival of comedy programming throughout the City including standup, sketch, improv and experimental acts. The Comedy Festival would bring in 1-2 nationally known headlining acts to build buzz and increase exposure. EVENT BUDGET Event Production Programming Venues Marketing Event Supplies Miscellaneous TOTAL

$20,000 $16,000 $4,000 $4,000 $3,000 $500 $47,500

Virginia Cat Festival A 2-3 day festival featuring all things feline. Programming will include a cat show, film screenings, adoption drives, educational panels, presentations, a merch/vendor fair, showcase of local pets, themed restaurant and store specials. EVENT BUDGET Event Production Programming Venues Marketing Event Supplies Miscellaneous TOTAL

$20,000 $19,000 $6,000 $6,000 $8,000 $1,000 $60,000

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Application: Colonial Community Corrections Amy Martin - amy.jacobson@jamescitycountyva.gov Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 3 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

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Agency Name Colonial Community Corrections

Contact Person Amy Martin

Position Title Agency Director

Email Address

amy.jacobson@jamescitycountya.gov

Phone Number 7575642308

Address 4093 Ironbound Road Suite B Williamsburg, VA 23188

Total City Funding Request for FY 2025 $ 33691.00

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Short description of how funding will be used: The primary use of locality funding is to support personnel costs and rent of office space at 4093 Ironbound Road, Williamsburg, VA.

Agency Overview

Agency Purpose Colonial Community Corrections shall seek to enhance public safety, empower our clients, and improve the quality of life in our community by providing judicial alternatives to adult incarceration, transitional services, and criminal justice planning to the localities we serve.

We provide pretrial investigation and supervision; probation supervision, and reentry services to those individuals whose criminal justice involvement originated in the City of Williamsburg.

Funding Formula Colonial Community Corrections adheres to the funding formula agreed to the in the Governance Agreement between James City County, City of Williamsburg, York County, City of Poquoson, New Kent County and Charles City County; wherein the amount of local funding due from each locality shall be in the same ratio to the total amount of local funding needed, as each locality’s population bears to the total population of all participating localities, utilizing population data as maintained by the Weldon Cooper Center for Public Service. James City County = .36 City of Williamsburg = .08 York County = .355 Poquoson = .065 New Kent County = .10 Charles City County = .04

Summary of other funding sources Local revenue from other jurisdictions = $387,445 Supervision Fees = $22,000 CCCA/PSA Grant = $827,691 PAPIS Grant = $121,480

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Partnerships with Other Agencies or City Departments Colonial Community Corrections serves the 9th Judicial Circuit south of the York River - involves partnerships with four court systems; four Commonwealth's Attorney's offices; six law enforcement agencies and numerous other system stakeholders. CCC has an exceptional partnership with the Williamsburg Police Department, working in tandem on numerous domestic violence initiatives to include department protocols (LAP and Strangulation) and the High-Risk Domestic Violence Task Force.

Proposed FY25 Programs/Services -Provide pretrial investigation and supervision to 100 defendants charged with crimes occurring in the City of Williamsburg. -Provide evidence-based probation supervision to 130 persons convicted of crimes occurring in the City of Williamsburg. -Provide reentry services to persons incarcerated in the Virginia Peninsula Regional Jail who will be returning to homes in the City of Williamsburg.

Specific Benefits to Williamsburg Residents Colonial Community Corrections will enhance the welfare of the City of Williamsburg by providing evidence-based supervision to those persons involved in criminal justice system and living and working in the city. For those incarcerated individuals returning to the Williamsburg community, reentry services (to include cognitive behavioral programming) will promote a purposeful and effective transition.

Please attach any additional information that will support your request for funding.

Final Page

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Application: Colonial Soil and Water Conservation District Jim Wallace - jim.wallace@colonialswcd.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 6 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

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Agency Name Colonial Soil and Water Conservation District

Contact Person Jim Wallace

Position Title District Manager

Email Address

jim.wallace@colonialswcd.org

Phone Number (757) 645-4895

Address 205 Bulifants Blvd. Suite C Williamsburg, VA 23188

Total City Funding Request for FY 2025 $ 8,000

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Short description of how funding will be used: Virginia Conservation Assistance Program (VCAP) Supplemental Support ($6,000) - The Colonial SWCD offers the VCAP program to residents of each of the localities it serves. Due to the structure of the program, technical and administrative support funding provided by the program does not cover all of the upfront costs incurred by the district, nor the long-term costs associated with the 10-year commitment the district has to inspect and certify each installed conservation practice. The funds requested will supplement those funds provided by the program to cover District costs and allow the district to continue offering the program to Williamsburg residents.

Turf Love Program ($2,000)- Since taking over the Turf Love Program from the Virginia Cooperative Extension Service in February 2019, the Colonial SWCD has received Turf Love applications from residents living with the City of Williamsburg. Funds provided by the City will allow District staff to continue marketing and offering technical expertise and educational programming to City constituents.

Agency Overview

Agency Purpose The Colonial SWCD is a political subdivision of state government, which serves the localities of Charles City, New Kent, James City, York, and Williamsburg. The district's purpose is to administer locally led, voluntary conservation initiatives by offering technical and financial incentives to residents, homeowners, businesses, farmers, and other landowners.

Programs and Services Offered The Colonial SWCD offers incentive-based conservation programs including the Virginia Agricultural Cost Share Program (VACS) and the Virginia Conservation Assistance Program (VCAP), in addition to providing technical assistance to landowners through the Turf Love Program. The district's educational programs include support of the Williamsburg Community Growers and their efforts to encourage urban agriculture and local conservation efforts. The district also supports the Envirothon program, which is a team-based competition for high school students who are interested in the environment and conservation.

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Target Population or Audience of the Agency's Programs/Services All residents and/or landowners of the City are potential targets of Colonial SWCD programs.

Projected Number of Residents to be Served or Attendees in FY 2025 The district expects to serve approximately 150 residents through its programs, outreach, and educational events

Partnerships with Other Agencies or City Departments Being a regional governmental body, the five jurisdictions served by the Colonial SWCD are all considered partners, as is Virginia Cooperative Extension, the Virginia Department of Conservation and Recreation, and the United States Department of Agriculture.

Number of Employees in the Agency 7 full-time staff and 2 part-time staff

Percent of FY 2025 Budget Provided by the City 0.6

Fees Charged for Services or Events Of the services provided, the Colonial SWCD only charges a fee for the Turf Love program. Fees charged cover costs of program implementation that are not otherwise provided by state, federal, or grant funds.

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Performance Measurement: Please explain how you measure the services you provide, such as the number of people served, quantity of service units, or other quantifiable performance measures. Depending on the purpose of your agency, measures may include customer impact/outcome (examples are: increased levels of knowledge and skills, altered attitudes and behaviors, or improved social or health concerns), increase in number of tourist, increase in sales tax, meals tax, or any other data that measures the impact of the services, programs, or events. What are the proposed outputs (direct products/services)? Each participant in the Turf Love program will receive a site visit conducted by a trained Master Gardener and a completed Nutrient Management Plan specific to their property, which is written by state-certified nutrient management planners. This plan details lime and fertilizer needs for turfgrass lawns over a period of three years to encourage optimal turf growth and prevention of soil erosion. Along with the Nutrient Management Plan, participants receive supporting educational materials that detail the importance of responsible lawn care and how improving turfgrass management can benefit the surrounding environment.

VCAP - Any resident who requests technical assistance with stormwater or erosion issues will receive a site visit to the property in question by a trained district staff person. This staff person will assess the areas of concern along with the rest of the property to determine what best management practice (BMP) may be most appropriate and feasible for the landowner to address the issues. If the BMP is eligible for VCAP funding assistance, the staff person will then guide the landowner through the application process and through construction if approved. Approved applications can result in financial assistance up to $30,000, depending on the type of BMP approved and its size. Regardless of whether an application is submitted, district staff will continue to assist the landowner with guidance or further resources as requested.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? The greatest expected outcome is increased knowledge of local environmental concerns and opportunities for improvement. With each of the proposed programs, Turf Love and VCAP, the District seeks to provide sound technical and educational assistance to City residents to empower them to better protect and maintain their surrounding environment. Turf Love will provide written plans and reports, while VCAP may provide assistance with planning and designing stormwater best management practices and has the potential to provide financial reimbursement for these practices if approved. The technical and educational services provided by the district often lead to positive changes in attitude toward environmental stewardship.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Outputs for Turf Love will be measured by the number of participants and the total acreage of turfgrass managed with a certified nutrient management plan. These outputs are measured and recorded in an Excel spreadsheet that also contains contact information and watershed information for each participant.

Site visits completed through the VCAP program are tracked on a monthly basis in the District Manager’s report to the CSWCD Board of Directors, and copies of all program applications resulting from site visits are kept on file electronically and in the district office.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

Turf Love Site Visits

VCAP Site Visits

135

210

Measures

Outreach & Education Programs N/A

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FY 2025 Funding Requests from Other Sources Funding Sources

Amount Requested

York County

11250

James City County

20450

New Kent County

25950

Charles City County

19950

Total

77600.0

Amount Approved

Please attach your budget document(s).

FY 2025 working budget draft.pdf

Colonial SWCD FY 2025 preliminary budget including FY 2024 approved budget and FY 2023 actual revenues and expenditures. Filename: FY 2025 working budget draft.pdf Size: 153.6 kB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Colonial Soil & Water Conservation District Budget FY 2025 FY 2025 FY 2024 Income (budgeted) (estimated) DCR Operations Grant DCR VACS TA Grant DCR RMP Support DCR Tillage Survey Local Funding Charles City James City New Kent Williamsburg York Hampton Three Rivers SWCD Tidewater SWCD Investment Income Turf Love USDA Farm to School Grant NACD Urban Ag Grant JRA Living Shoreline INSR Grant Program Income from SEP & TL VCAP Area 3 Envirothon VEE DAPA Grant VA Tech NRCS CIG Grant License Plate Grants USDA RIPE Partnership Grant Misc.

Total Income

Interns

Turf Love Soil Samples & Shipping Supplies Promotion Events Training & Prof. Development USDA RIPE Partnership Grant Supplies Additional Contract Labor Shoreline Evaluation Program VCAP Area 3 Envirothon VEE DAPA Grant VA Tech NRCS CIG Grant License Plate Grants NACD Urban Ag Grant

(actual)

$ $ $ $

208,840 264,462 ‐ ‐

$ $ $ $

208,840 264,462 ‐ ‐

$ $ $ $

208,840 296,583 ‐ ‐

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

19,950 20,450 25,950 8,000 11,250 10,000 10,000 10,000 10,000 42,000 ‐ ‐ ‐ 2,000 210,800 ‐ ‐ ‐ ‐ 350,390 ‐

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

18,950 22,450 24,450 6,500 5,000 10,000 ‐ ‐ 10,000 42,000 21,816 ‐ 5,000 2,000 100,000 ‐ ‐ ‐ 5,000 356,227 ‐

$ $ $ $ $ $

18,950 10,500 22,450 6,500 3,500 5,000

$ $ $ $ $ $ $ $ $ $ $ $ $

14,132 40,000 37,742 ‐ ‐ 1,890 101,284 3,764 ‐ ‐ ‐ ‐ 495

$ 1,204,092 $ 1,102,695 $ 771,630

Expenses Rent Utilities Office Supplies & Equip. Payroll Directors Truck gas & maintenance Insurance Dues Staff Training Staff Mileage Reimbursement Field Supplies & Equip. Recognition Event/Banquet Outreach CSWCD Envirothon Camp Scholarship Postage Human Resources Consulting Misc. USDA Farm to School Grant Supplies

FY 2023

FY 2025

FY 2024

(budgeted)

(estimated)

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

26,000 6,200 15,000 803,737 8,000 4,500 5,200 4,200 15,000 3,000 8,000 5,000 15,000 500 1,350 600 5,000 1,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $

‐ ‐

$ $ $ $ $ $ $ $ $ $ $ $ $ $

25,000 5,040 10,000 753,775 8,000 50,000 5,200 4,200 14,000 2,000 6,000 5,000 15,040 500 1,350 500 5,000 4,192

FY 2023 (actual)

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

21,216 4,890 22,420 475,730 7,473 2,398 4,107 4,182 8,410 2,173 3,711 1,165 10,615 367 1,350 408 800 (245)

$ $

2,000 $ 4,325 $

11,267 ‐

1,260 840 525 630 1,050

$ $ $ $ $

1,200 800 500 600 1,000

$ $ $ $ $

1,436 558 196 253 400

21,500 46,000 ‐ 200,000 ‐ ‐ ‐ 5,000 ‐

$ $ $ $ $ $ $ $ $

26,450 53,623 2,000 90,400 ‐ ‐ ‐ 5,000 ‐

‐

$ $ $ $ $ $ $

‐ 94,484 3,692 ‐ ‐ ‐ ‐

Total Expenses

$ 1,204,092 $ 1,102,695 $ 683,457

Net Income

0 $

‐

$88,172

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Application: Hampton Roads Military and Federal Facilities Alliance Rick Dwyer - rdwyer@hrmffa.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Oct 27 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

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Agency Name Hampton Roads Military and Federal Facilities Alliance

Contact Person Todd Nichols

Position Title Deputy Executive Director

Email Address

tnichols@hrmffa.org

Phone Number 8505665696

Address 723 Woodlake Dr Chesapeake VA 23320

Total City Funding Request for FY 2025 $ 8112.00

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Short description of how funding will be used: These funds are used to pay the salary and benefits of the Executive Director and Deputy Executive Director; consulting and lobbying services of The Roosevelt Group; travel and per diem for staff trips to Washington, Richmond and relevant professional conferences; and the normal costs associated with an office (office equipment and consumables, professional subscriptions and memberships, etc.).

Agency Overview

Agency Purpose HRMFFA is a not-for-profit, tax-exempt corporation that promotes and protects all participating municipalities by working to attract, retain and grow Federal facilities to Hampton Roads. Working closely with Federal installation leadership, local municipalities, the Governor’s staff and the entire Congressional delegation, the organization advocates and influences Federal policy, legislation and appropriations for the economic benefit of the region. The organization consists of an Executive Director, Deputy Executive Director and a consulting/lobbying firm in Washington, DC. Our Board of Directors consists of the Mayors and County Supervisors of the 16 Hampton Roads municipalities and 14 private sector businesses.

Programs and Services Offered HRMFFA’s objective is to promote and protect all participating municipalities by working to attract, retain and grow Federal facilities to Hampton Roads. HRMFFA advocates on behalf of all Federal facilities in Hampton Roads to attract, sustain and nurture this vital piece of our regional economy. The Federal presence contributes over $24 billion in direct spending to the Hampton Roads economy and accounts for approximately 44% of overall regional GDP. All municipalities benefit from HRMFFA’s efforts on their behalf.

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Target Population or Audience of the Agency's Programs/Services Areas of recent focus include working to ensure the Air Force moves its F-22 Formal Training Unit to Langley AFB from Florida; NASA Langley Federal funding priorities remain intact; advocating for the establishment of a Department of Energy supercomputing facility at Jefferson Lab; continuing to support the growth of the Whole of Government Center of Excellence at William & Mary; addressing veteran's transition to employment in Hampton Roads after separating from service; continuous engagement with our Congressional delegation to shape the FY2024/25 Federal budget to minimize the adverse impact on Hampton Roads; and continuing efforts in support of Naval Weapons Station Yorktown, USCG Training Center Yorktown, Joint Base Langley-Eustis, NASA Langley Research Center, and Jefferson Lab.

Projected Number of Residents to be Served or Attendees in FY 2025 100%

Partnerships with Other Agencies or City Departments The other 15 municipal members of HRMFFA also contribute a $0.50 per capita rate. The 11-voting private sector board members each pay a flat $5,000 annual fee.

Number of Employees in the Agency 2

Percent of FY 2025 Budget Provided by the City 0.9

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Fees Charged for Services or Events None.

What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? The Federal presence contributes over $27 billion in direct spending to the Hampton Roads economy and accounts for approximately 44% of overall regional GDP. All municipalities benefit from HRMFFA’s efforts on their behalf.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Sustained Federal presence and mission growth to the Hampton Roads region.

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

Mission growth

Measures Sustained Federal presence and mission growth to the Hampton Roads

No loss of mission to the Region

region. Sustained Federal presence and mission growth to the Hampton Roads

No loss of mission to the Region

region. Sustained Federal presence and mission growth to the Hampton Roads

No loss of mission to the Region

region. Sustained Federal presence and mission growth to the Hampton Roads

No loss of mission to the Region

region.

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FY 2025 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

875926

55000

930926.0

0.0

The other 15 municipal members of HRMFFA also contribute a $0.50 per capita rate. The 11 voting private sector board members each pay a flat $5,000 annual fee.

Total

Please attach your budget document(s).

DRAFT HRMFFA FY2025 Budget.pdf

Draft HRMFFA 2025 Budgey Filename: DRAFT HRMFFA FY2025 Budget.pdf Size: 1.2 MB Approved HRMFFA FY2024 Budget.pdf Filename: Approved HRMFFA FY2024 Budget.pdf Size: 733.6 kB Approved HRMFFA FY2023 Budget.pdf Filename: Approved HRMFFA FY2023 Budget.pdf Size: 732.0 kB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Application: Hampton Roads Planning District Commission Sheila Wilson - wilsons@hrpdcva.gov Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 6 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

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Agency Information

Agency Name Hampton Roads Planning District Commission

Contact Person Sheila Wilson

Position Title Chief Financial Officer

Email Address

wilsons@hrpdcva.gov

Phone Number (757) 420-8300

Address 723 Woodlake Drive, Chesapeake, VA 23320

Total City Funding Request for FY 2025 $ 34,465

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Short description of how funding will be used: Each fiscal year, the HRPDC relies on per capita member locality dues and special program assessments to carry out the organization’s Unified Planning Work Program (UPWP) and additional activities endorsed by the HRPDC, the HRTPO, and their respective advisory committees during the year.

Agency Overview

Agency Purpose The purpose of the HRPDC is to encourage and facilitate local government cooperation and state-local cooperation in addressing on a regional basis problems of greater than local significance.

The HRPDC’s mission is to: • Serve as a forum for local elected officials and chief administrators to deliberate and decide issues of regional importance;

• Provide the local governments and citizens of Hampton Roads credible and timely planning, research and analysis on matters of mutual concern; and

• Provide leadership and offer strategies and support services to other public and private, local and regional agencies, in their efforts to improve the region's quality of life.

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Funding Formula • Member Contribution Dues are based on a per capita figure of $1.00 as approved by the Commissioners. Per capita population figures are based on the latest WeldonCooper adjusted census figure, in this case from 07/01/22. Dues are assessed to HRPDC member localities, which benefit from the analysis and planning work performed during the fiscal year. Please note that costs are subject to change when the published, updated population estimates for 07/01/23 are received.

• Metropolitan Medical Response System (MMRS) contribution is based on a per capita figure of $0.20 as approved by the Commissioners. Dues are assessed to each member locality. The entire region benefits from the regional asset known as the MMRS Strike Team and the medical response capabilities administered regionally by the MMRS program.

• Special program budgets are developed through the HRPDC’s committees for the following work areas: Hampton Roads Regional Construction Standards Program; Coastal Resiliency Program, Regional Water and Wastewater Programs, Regional Stormwater Program; and Environmental Education Programs.

Summary of other funding sources Anticipated Revenue Funding for FY2025:

Federal - $16,869,810 State (DHCD) - $165,943 State (Other) - $2,728,499 Other - $9,157,906 Locality Dues & Special Programs $3,594,179 Total Anticipated Revenue Funding for FY2025 - $32,516,337

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Partnerships with Other Agencies or City Departments With its affiliated organization, the Hampton Roads Transportation Planning Organization (HRTPO), the Hampton Roads Planning District Commission (HRPDC) is a member organization that serves all 17 localities in the region.

Proposed FY25 Programs/Services Please see the attached Preliminary Local Jurisdiction Contribution spreadsheet for the proposed program area.

Specific Benefits to Williamsburg Residents The HRPDC serves the entire population by being the region’s resource for technical expertise on issues pertaining to economics, emergency management, housing, planning, and water resource management. The organization also advances regional initiatives to improve the region's economic well-being and quality of life.

Please attach any additional information that will support your request for funding.

PRELIM FY25 Locality Contribution Summary.pdf

The attached document shows the estimated cost for each locality for membership dues and special programs. Filename: PRELIM FY25 Locality Contribution Summary.pdf Size: 143.3 kB

Final Page

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CENSUS WeldonCooper 7/1/2022 Population Estimates (Published 1/30/2023)

TOTAL FY2024 DIFFERENCE

1,751,852 0

Chesapeake 251,959 Franklin 7,987 Gloucester County 38,799 Hampton 136,387 Isle of Wight County 31,417 James City County 79,488 Newport News 183,504 Norfolk 237,770 Poquoson 12,624 Portsmouth 96,700 Smithfield 8,533 Southampton County 17,913 Suffolk 99,179 Surry County 6,492 Virginia Beach 455,385 Williamsburg 16,224 York County 71,491 HRSD 0 HRUHCA 0 NN Water Works 0 TOTAL FY2025 1,751,852

JURISDICTION

(Estimate 09/28/23)

350,371.00 0.00

Per Capita

50,392.00 1,597.00 7,760.00 27,277.00 6,283.00 15,898.00 36,701.00 47,554.00 2,525.00 19,340.00 1,707.00 3,583.00 19,836.00 1,298.00 91,077.00 3,245.00 14,298.00 0.00 0.00 0.00 350,371.00

Per Capita

1,751,852.00 0.00

670525 47100

Total Coastal Resiliency Program

79,900.00 0.00

304,335.00 0.00

9,518.00 43,529.00 324.00 1,402.00 1,452.00 6,736.00 5,293.00 23,757.00 1,134.00 5,262.00 2,960.00 13,667.00 7,069.00 32,193.00 9,591.00 41,415.00 481.00 2,177.00 3,706.00 17,025.00 329.00 1,513.00 697.00 3,110.00 3,618.00 16,720.00 257.00 1,143.00 17,696.00 79,669.00 593.00 2,786.00 2,682.00 12,231.00 5,000.00 0.00 5,000.00 0.00 2,500.00 0.00 79,900.00 304,335.00

233525 49501

242625 42201

233725 49502

235125 49500

237025 49100

239025 49600

219,335.00 0.00

31,372.00 1,011.00 4,855.00 17,122.00 3,792.00 9,850.00 23,202.00 29,848.00 1,569.00 12,270.00 1,090.00 2,241.00 12,050.00 824.00 57,417.00 2,008.00 8,814.00 0.00 0.00 0.00 219,335.00

Per committee

Coastal Resiliency TA

Flood Insurance Outreach

40,000.00 0.00

5,721.00 184.00 885.00 3,122.00 692.00 1,796.00 4,231.00 5,443.00 286.00 2,238.00 199.00 409.00 2,198.00 150.00 10,472.00 366.00 1,608.00 0.00 0.00 0.00 40,000.00 45,000.00 0.00

6,436.00 207.00 996.00 3,513.00 778.00 2,021.00 4,760.00 6,124.00 322.00 2,517.00 224.00 460.00 2,472.00 169.00 11,780.00 412.00 1,809.00 0.00 0.00 0.00 45,000.00

Per committee Per committee

USGS Subsidence Monitoring

297,000.00 0.00

42,481.00 1,369.00 6,574.00 23,184.00 5,135.00 13,336.00 31,417.00 40,417.00 2,124.00 16,615.00 1,475.00 3,035.00 16,318.00 1,115.00 77,749.00 2,719.00 11,937.00 0.00 0.00 0.00 297,000.00

Per committee

Regional Stormwater Program

82,307.00 0.00

5,777.00 380.00 154.00 3,842.00 278.00 2,145.00 4,172.00 5,726.00 433.00 2,809.00 267.00 104.00 2,032.00 13.00 11,127.00 247.00 2,235.00 40,566.00 0.00 0.00 82,307.00

Per committee

Regional Wastewater Program

234325 49500

80,771.00 0.00

11,253.00 561.00 816.00 0.00 642.00 3,797.00 0.00 11,249.00 0.00 5,405.00 513.00 125.00 4,384.00 0.00 21,636.00 693.00 0.00 0.00 0.00 19,697.00 80,771.00

Per committee

HRWET Staff Program

(H2O)

Help 2 Others

H2O

235725 49500

90,000.00 0.00

12,539.00 625.00 910.00 0.00 715.00 4,230.00 0.00 12,534.00 0.00 6,024.00 573.00 139.00 4,884.00 0.00 24,108.00 772.00 0.00 0.00 0.00 21,947.00 90,000.00 28,437.00 0.00

3,959.00 198.00 287.00 0.00 226.00 1,336.00 0.00 3,957.00 0.00 1,901.00 180.00 44.00 1,543.00 21.00 7,611.00 244.00 0.00 0.00 0.00 6,930.00 28,437.00

Per committee Per committee

HRWET Direct

HRWET

234025 49500

PRELIM FY25 Locality Contribution Summary.xlsx

159,265.00 0.00

17,916.00 3,159.00 3,511.00 2,384.00 3,269.00 7,625.00 0.00 17,911.00 2,384.00 9,845.00 3,090.00 2,556.00 8,435.00 0.00 32,246.00 3,340.00 2,384.00 9,640.00 0.00 29,570.00 159,265.00

Per committee

Regional Water TA Program

RESILIENCY AND WATER RESOURCES PROGRAMS Coastal Resiliency Program Water Stormwater Wastewater

Per Committee Per committee

MMRS RCS Metropolitan Regional Medical Construction Response Standards System (MMRS) $0.20

398700 46000

251,959.00 7,987.00 38,799.00 136,387.00 31,417.00 79,488.00 183,504.00 237,770.00 12,624.00 96,700.00 8,533.00 17,913.00 99,179.00 6,492.00 455,385.00 16,224.00 71,491.00 0.00 0.00 0.00 1,751,852.00

$1.00

Activities Member Contributions

MBR DUES Agency

100200 45400

HAMPTON ROADS PLANNING DISTRICT COMMISSION Local Jurisdiction Contributions FISCAL YEAR 2025 SUMMARY

75,000.00 0.00

5,264.00 346.00 140.00 3,501.00 254.00 1,954.00 3,802.00 5,218.00 395.00 2,559.00 243.00 95.00 1,852.00 12.00 10,139.00 225.00 2,036.00 36,965.00 0.00 0.00 75,000.00

Per committee

HRFOG Direct

239225 49600

239325 46600

5,000.00 0.00

351.00 23.00 9.00 234.00 17.00 130.00 254.00 347.00 26.00 171.00 16.00 6.00 124.00 1.00 676.00 15.00 136.00 2,464.00 0.00 0.00 5,000.00

Per committee

HRFOG Consultant

80,771.00 0.00

5,670.00 372.00 151.00 3,769.00 273.00 2,104.00 4,094.00 5,621.00 425.00 2,756.00 262.00 102.00 1,994.00 13.00 10,919.00 243.00 2,193.00 39,810.00 0.00 0.00 80,771.00

Per committee

HRFOG Staff

237225 49100

HRSTORM

237125 46500

63,135.00 0.00

9,030.00 291.00 1,397.00 4,929.00 1,092.00 2,837.00 6,678.00 8,592.00 451.00 3,532.00 314.00 645.00 3,468.00 237.00 16,527.00 578.00 2,537.00 0.00 0.00 0.00 63,135.00

Per committee

69,500.00 0.00

8,509.00 1,242.00 2,163.00 5,098.00 1,907.00 3,356.00 6,554.00 8,144.00 1,376.00 3,937.00 1,261.00 1,537.00 3,885.00 1,197.00 14,744.00 1,480.00 3,110.00 0.00 0.00 0.00 69,500.00

Per committee

Stormwater Stormwater Management Management Education askHRgreen Staff

ASKHRGREEN PROGRAMS HRFOG

239325 49600

239625 48000

50,000.00 0.00

7,117.00 229.00 1,101.00 3,884.00 1,107.00 2,234.00 5,263.00 6,771.00 356.00 2,784.00 243.00 508.00 2,734.00 187.00 13,026.00 456.00 2,000.00 0.00 0.00 0.00 50,000.00

Per committee

HRCLEAN Admin

61,000.00 0.00

8,599.00 334.00 1,381.00 4,720.00 1,388.00 2,740.00 6,375.00 8,184.00 486.00 3,399.00 350.00 669.00 3,339.00 283.00 15,689.00 605.00 2,459.00 0.00 0.00 0.00 61,000.00

Per committee

HRCLEAN Direct

HRCLEAN

239525 48000

TOTAL

3,628,644.00 0.00

493,863.00 20,439.00 73,341.00 248,259.00 60,399.00 159,837.00 328,076.00 471,001.00 26,263.00 198,508.00 20,869.00 34,868.00 194,345.00 12,269.00 900,024.00 34,465.00 131,729.00 134,445.00 5,000.00 80,644.00 3,628,644.00

Application: Hampton Roads Workforce Foundation Andrew Nissman - anissman@theworkforcecouncil.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 8 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

Agency Information J-62

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Agency Name Hampton Roads Workforce Foundation

Contact Person Andrew Nissman

Position Title Director of Grants & Corporate Stewardship

Email Address

anissman@theworkforcecouncil.org

Phone Number 7573142370

Address 999 Waterside Drive, Suite 1314 Norfolk, VA 23510

Total City Funding Request for FY 2025 $ 3977

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Short description of how funding will be used: The Hampton Roads Workforce Foundation, supporting the work of the Hampton Roads Workforce Council, will provide the following services to Williamsburg residents, businesses, government entities, and community partners:

Access to labor market information, assessment, employability planning, counseling/case management, academic education, occupational skills training, supportive services, and employment services.

These services place job seekers, including individuals with disabilities, youth, and military-connected individuals, into training and upskilling programs, helping position them for fulfilling careers in local industries.

Agency Overview

Agency Purpose The mission of the Hampton Roads Workforce Council is to provide the talent employers need to grow the economy that helps everyone thrive. Our vision is to help create one region, one workforce, and one economy in Hampton Roads that delivers economic empowerment for everybody.

Funding Formula We are requesting $0.25 per capita from the City of Williamsburg based on the most recently available census data. The Hampton Roads Workforce Council makes similar annual requests to each of the 15 separate municipalities which we serve. Based on 2022 census data, the population of Williamsburg residents is 15,909 individuals. The funding requested for FY2025, therefore, is $3,977.

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Summary of other funding sources The Hampton Roads Workforce Council and Foundation receive funding from a combination of federal, state, local government, corporate, and foundation funders. These include the following: Federal WIOA Title 1 Formula Funding, other federal grant funding, U.S. Navy funding, Virginia General Assembly funding, GO Virginia economic development funds, foundation grants, corporate grants, and corporate sponsorships.

Locality funding requests for FY25 programming includes the following: Chesapeake - $63,122 Franklin - $2,062 Gloucester - $9,873 Hampton - $34,509 Isle of Wight - $10,038 James City - $20,300 Newport News - $46,077 Norfolk - $58,249 Poquoson - $3,146 Portsmouth - $24,257 Southampton - $4,483 Suffolk - $24,634 Virginia Beach - $113,905 Williamsburg - $3,977 York - $17,835

Partnerships with Other Agencies or City Departments Our partnerships with local Williamsburg government agencies include collaboration with the following organizations: Department of Social Services, Department of Housing and Redevelopment, City of Williamsburg, Economic Development, Virginia Employment Commission, City of Williamsburg Public Schools, Chamber of Commerce.

The Hampton Roads Workforce Council also works intimately with higher education and community-based partners, including Peninsula Community College, Urban League of Hampton Roads, and Literacy for Life.

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Proposed FY25 Programs/Services The Hampton Roads Workforce Foundation and Council will provide the following programs and services to Williamsburg residents in FY24:

Emerging Workforce Internships - In partnership with local businesses and community-based organizations, the Emerging Workforce Internship program provides paid internship opportunities to youth ages 16-21 living and working in the Williamsburg area.

Hampton Roads Veterans Employment Center (HRVEC) - The HRVEC provides employment, education, and training resources to active-duty military, transitioning service members, and military spouses.

Individualized Workforce Services - In addition to the programs described above, the Hampton Roads Workforce Council also provides a diverse set of employment and financial literacy tools for job seekers with targeted programming for individuals facing significant barriers to employment.

Talent Alignment - The Council's Talent department focuses on identifying disconnection points in local talent pipelines and creating innovative solutions to connect skilled, qualified candidates to the business community. Our Talent initiative focuses on 3 key pillars: Talent Attraction, Talent Retention, and Talent Development.

Specific Benefits to Williamsburg Residents Williamsburg residents will have access, through the Virginia Career Works Center located on the Historical Triangle Campus of Virginia Peninsula Community College, to dedicated employment and training assistance from qualified career development professionals. Williamsburg residents who are connected to the Hampton Roads Workforce Council's programs and services will achieve the following outcomes: - Increased employment - Increased median earnings - Measurable gains in in-demand skills - Attainment of credentials for employment in a local industry

Please attach any additional information that will support your request for funding.

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Application: FY25 Heritage Humane Society Kimberly Laska - Kimberly@heritagehumanesociety.org Outside Agency Funding Requests

FY25 Outside Agency Application - Extended Completed - Nov 22 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Heritage Humane Society

Contact Person Kimberly Laska

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Position Title Executive Director

Email Address

KLaska@heritagehumane.org

Phone Number 7572210910

Address 430 Waller Mill Rd Williamsburg, VA 23185

Total City Funding Request for FY 2025 $ 40000

Short description of how funding will be used: The funding requested is for services provided per our contract with the City of Williamsburg to provide residents a safe place to surrender their pets when they can no longer care for them, a place for stray and seized pets to be brought by citizens or Animal Control officers, and an adoption and education center for all City residents. In addition, Your local shelter is providing assistance for residents with the community outreach program, Kibble Kitchen, and through it's partnership with House of Mercy. In total, approximately 300 pets are being cared for monthly in here in our community on average.

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Agency Overview

Agency Purpose Heritage Humane Society is a private 501(c)(3) non-profit organization that functions as an open admission, high adoption animal shelter. Stray and unwanted companion animals from the City of Williamsburg, James City County, and District 1 of York County are housed here. The mission of The Heritage Humane Society is as follows: The Heritage Humane Society serves as the compassionate steward of companion animals that are in transition from stray/surrender to forever homes. The Heritage Humane Society will also educate the public about humane animal care and treatment, advocate animal welfare, and provide affordable adoption services for unwanted companion animals.

Programs and Services Offered Animal In-Take Services Adoptions Services Humane Education Community Outreach Dog Training Classes Education/ Awareness about pet ownership

Target Population or Audience of the Agency's Programs/Services Our target population is community-wide. We work with families that are in crisis or are looking to expand by adding a pet to their household. We work with students by providing humane education and shelter tours, college and university students on volunteer projects and research, special need individuals and groups including Colonial Behavioral Health and Eastern State Hospital, retirees that are volunteers or when we take pets to senior facilities for enrichment, and with people that need services or support from the experts in the animal welfare field. We strive to have a positive impact on the community-at-large.

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Projected Number of Residents to be Served or Attendees in FY 2025 So far, 2023 has been extremely challenging for us just as it has been for everyone else. Animal shelters across the country have been slammed with pets and people in crisis and with no where to turn. Many stray animals that enter our program are never reported as lost or reclaimed, and we have been operating above our capacity for care for many months now.

In FY 2025, we expect to serve thousands of residents through volunteerism, classes, outreach, humane education and adoption services. The needs for safe shelter for pets and pet retention continues to grow since our facility is already so overwhelmed with pets in crisis.

Partnerships with Other Agencies or City Departments JCC and City of Williamsburg Animal Control, City of Williamsburg Police Department, Parks and Recreation, William and Mary, Colonial Williamsburg Foundation, WMBG, The Tide, WY Daily, Virginia Gazette, local businesses and schools, and many, many more.

Number of Employees in the Agency 28

Percent of FY 2025 Budget Provided by the City 2.3

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Fees Charged for Services or Events Adoption fees range from $50 to $225 depending on species and age and or weight of the pet.

Dog training classes are $140 for 6-weeks but anyone that adopts a dog gets a $40 discount for the classes.

Fundraising events range in timeframe, but the most popular one for the City of Williamsburg is the Holiday Bazaar at Bruton Parish Hall before Thanksgiving and then the Fur Tree that is up from Thanksgiving through the New Year in Downtown Williamsburg.

We house stray animals and the return to owner fee for 1 day is $35 and $15 for each additional day.

Surrender fees for unwanted pets are normally $50 if the resident is able to assist.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Since the early part of 2022, we have see an increase in homeless pets here in our community. We are utilizing the learnings from Covid to utilize our foster care base in new ways, and we are striving to provide a constant place of hope for these pets that don't know why they are suddenly in a shelter that is overrun with other pets. With our new classroom, we are able to focus more attention to more education and pet retention services (keeping animals in their homes). We are going to continue to expand our community outreach efforts to allow more pets to stay with the owners even during times of crisis. Your continued help and support has never been so needed here at The Heritage Humane Society.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. We track our live animal release data on a monthly basis for the board of directors using the tools in our animal software program - PetPoint. On an annual basis, we submit our numbers to the Virginia State Vet which is shareable nationwide and that same data is included on our website. Our annual audit and 990 is also made available on our website for community members to review.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

92.16

1862

1925

1900

510

1125

1650

10480

12480

13480

Measures Live Animal Release Rate # of pets sheltered # of students educated # of lbs. of pet food dist. to House of Mercy

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FY 2023 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

City of W'burg

35000

York County

35000

James City County

170000

190000

240000.0

260000.0

Total

Please attach your budget document(s).

FY24 Approved Budget.pdf Filename: FY24 Approved Budget.pdf Size: 85.8 kB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Heritage Humane Society

FY24 Approved Budget FY24 Budget

Ordinary Income/Expense Income 4000 · AUXILIARY INCOME 4240 · Auxiliary 4240.2 · Antique Mall 4240.21 · Auxiliary Membership Dues 4240.4 · Bazaar (Bazaar $41K/ Market $4k) 4240.5 · Belk 4240.61 · Hearts for Homeless Pets 4240.93 · Fur Tree 4240.94 · Golf Classic 4240.96 Non Event 4240.98 · Scarf Sales 4240.99 · Sponsorship 4241 · Spring Bloom Total 4240 · Auxiliary 4290 · Canister Campaign Total 4000 · AUXILIARY INCOME 4001 · PROGRAM & CONTRACT REV, SALES 4201 · Shop Sales Total 4201 · Shop Sales 4202 · Paid S&H Fees Collected 4220 · Adoption Fees 4220.1 · Adoption Fee Round-up 4220 · Adoption Fees - Other Total 4220 · Adoption Fees 4225 · Spay/Neuter 4230 · Spay/Neuter Income 4230.1 · Neuter Scooter Total 4230 · Spay/Neuter Income Total 4225 · Spay/Neuter 4250 · Donations, Government Funds 4250.1 · City of Williamsburg 4250.2 · York County 4250.3 · James City County Total 4250 · Donations, Government Funds 4260 · Education & Camp Income 4260.2 · Classroom Income 4260.3 · Humane Education 4260.4 · Birthday Parties 4260 · Education & Camp Income - Other Total 4260 · Education & Camp Income 4300 · Behavior Classes Income 4401 · Insurance Claim Income 4404 · Surrender Fees & Donations 4406 · Return To Owner Fees Total 4001 · PROGRAM & CONTRACT REV, SALES 4002 · RESTRICTED GIFTS 4002.2 · Spay/Neuter Fund Donations 4002.3 · Donations CARE Fund

4002.7 · McDuff Fund

FY23 PYE

FY23 Budget FY22 Actual

FY21 Actual

6,500.00 2,000.00 50,000.00 1,500.00 4,500.00 12,500.00 82,000.00 5,000.00 17,500.00

8,639.59 2,002.30 47,965.94 1,506.00 4,354.84 12,255.51 76,702.26 0.00 2,305.52 4,367.66 15,374.29

5,000.00 2,100.00 45,000.00 1,250.00 4,000.00 14,500.00 62,640.00 3,500.00 5,500.00 8,000.00

8,511.48 1,953.20 41,251.99 1,391.90 3,509.41 13,641.35 38,074.72 0.00 3,415.75 2,200.76 7,020.12

4,778.87 1,175.00 21,341.90 1,389.19 0.00 14,002.90 0.00 2,230.00 3,419.52 4,160.00 5,533.98

181,500.00 14,000.00

175,473.91 14,304.58

151,490.00 14,000.00

120,970.68 13,625.19

58,031.36 11,775.67

195,500.00

189,778.49

165,490.00

134,595.87

69,807.03

35,000.00 -

20,331.09 0.00

15,000.00 50.00

9,818.55 31.80

10,199.19 151.05

1,300.00 140,000.00

1,036.05 130,829.70

1,300.00 110,000.00

1,044.90 114,143.16

1,249.00 104,144.25

141,300.00

131,865.75

111,300.00

115,188.06

105,393.25

0.00 0.00

26.00 26.00

533.00

0.00

50.00

26.00

533.00

35,000.00 35,000.00 159,500.00

25,000.00 35,000.00 157,140.00

25,000.00 30,000.00 156,508.00

25,000.00 30,000.00 87,167.34

25,000.00 14,250.00 87,405.87

229,500.00

217,140.00

211,508.00

142,167.34

126,655.87

6,200.00 1,350.00 12,775.00 47,400.00

600.00 1,396.25 201.51 31,177.30

67,725.00 30,000.00 10,500.00 4,000.00

33,375.06 31,482.79 5,848.12 10,440.00 3,935.00

45,184.00 35,000.00 11,000.00 4,000.00

23,645.72 29,938.07 0.00 10,510.03 3,680.50

0.00 31,626.11 0.00 8,246.00 4,485.00

518,025.00

454,417.81

433,092.00

335,006.07

287,289.47

7,000.00 7,500.00

5,770.36 6,394.00

5,000.00 7,500.00

13,156.36 7,570.09

977.45 4,717.56

15,000.00

1,500.00

1,118.44

1,218.44

0.00 0.00 7,844.88

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4002.9 Foster Care Fund 4002.93 · Brick Campaign 4002.94 · Income Restricted Donations Public cremations 4002.94 · Income Restricted Donations - Other Total 4002.94 · Income Restricted Donations 4002.95 · Feral Cat Fund 4002.96 · Rescue Wagon 4002.98 Dog Runs 4002.99 · Community Outreach Total 4002 · RESTRICTED GIFTS 4003 · UNRESTRICTED GIFTS (TOTAL) 4003.1 · Unrestricted Gifts 4004 · Tribute Gifts Total 4004 · Tribute Gifts 4005 · Monthly Giving 4006 · HHS Mailings 4006.2 · Newsletter 4006.3 · Direct Mail/ Lapsed Donor 4006.4 · Electronic Mailing 4006.7 · Holiday Pet Sponsorship Total 4006 · HHS Mailings 4007 · Community Engagement Total 4007 · Community Engagement 4008 · HHS Fund Raising Funds 4008.1 · Marscon 4008.2 Tails on the Trail 4008.3 · Giving Tuesday 4008.4 · Give Local 757 4008.5 · Dog Street Strut 4008.6 · Dip Jar 4008.7 · Drool in the Pool 4008.8 · Furever 8K, 5K, & Pet Fun Run 4008.9 New Initiative Total 4008 · HHS Fund Raising Funds 4009 · Matching Gifts 4011 · Annual Support 4100 · Care for Transferred Animals 4210 · Donations, United Way 4213 · Shelter Program Sponsorship 4213.1 · Adoption Fee Sponsorship Total 4213 · Shelter Program Sponsorship 4216 · Planned Giving 4216.1 · Royalty Income 4216 · Planned Giving - Other Total 4216 · Planned Giving 4003.1 · Unrestricted Gifts - Other Total 4003.1 · Unrestricted Gifts 4407 · Program Service Refund Total 4003 · UNRESTRICTED GIFTS (TOTAL) 4600 · Investment Income 4650 · Dividend Income

FY24 Approved Budget FY24 Budget

FY23 PYE

500.00 20,000.00

42.00 500.00

381.70 81,112.69

FY23 Budget FY22 Actual 20,000.00

FY21 Actual

0.00 3,637.38

51.75 2,493.15

0.00 0.00

300.00

0.00 1,040.00 2,000.00 0.00 150.00

0.00 3,350.00 2,000.00 2,240.29 1,226.00

60,000.00 1,750.00 5,000.00

81,494.39 1,575.00 0.00 0.00 3,682.49

116,750.00

100,958.24

35,800.00

28,672.27

18,274.64

60,000.00 35,000.00

45,640.42 32,073.53

80,000.00 35,000.00

77,523.65 28,290.72

55,001.51 29,946.66

20,000.00 55,000.00 20,000.00 2,000.00

2,703.53 55,036.96 19,970.33 1,772.18

20,000.00 72,000.00 10,000.00 2,500.00

9,712.40 0.00 0.00 1,659.54

13,454.97 75,118.44 0.00 762.95

97,000.00

79,483.00

104,500.00

11,371.94

89,336.36

30,000.00

39,146.58

40,000.00

36,877.07

36,213.99

2,500.00 75,000.00 35,000.00 4,000.00 14,000.00 100,000.00

2,789.00 0.00 71,871.95 30,719.97 0.00 149.00 2,923.00 15,022.00 0.00

1,500.00 50,000.00 30,000.00 2,500.00 12,500.00 40,000.00

1,880.01 0.00 58,208.03 28,381.90 50.00 0.00 1,908.66 26,537.56 0.00

0.00 75.00 47,108.98 26,953.55 1,453.00 25.00 0.00 10,404.00 0.00

230,500.00 13,500.00 85,000.00 5,000.00 5,500.00

123,474.92 13,463.51 156,900.58 3,445.85 5,489.02

136,500.00 8,000.00 70,000.00 5,000.00 11,500.00

116,966.16 8,012.00 105,729.77 6,710.64 11,545.09

86,019.53 9,581.80 95,781.20 3,297.50 16,032.81

7,500.00

7,040.14

7,000.00

4,791.05

4,836.23

7,500.00

7,040.14

7,000.00

4,791.05

4,836.23

7,500.00 1,000.00

7,120.24 0.00

5,000.00 1,000.00

5,284.08 514.55

1,761.37 11,277.91

8,500.00

7,120.24 0.00

6,000.00 -

5,798.63

13,039.28

577,500.00 (1,500.00)

513,277.79 -1,966.20

503,500.00 413,616.72 439,086.87 (1,250.00) $ (900.00) $ (2,487.50)

576,000.00

511,311.59

502,250.00

412,716.72

436,599.37

17,500.00

16,446.40

20,000.00

25,227.44

19,019.91

1,500.00

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FY24 Approved Budget FY24 Budget

4991 · Interest Income 4992.1 · Investments Fees Total 4600 · Investment Income 4800 · In Kind Donations 4992 · Donations, New Building 4993 · Endowments and Bequests 4994 · Grants Total Income Cost of Goods Sold 5000 · Cost of Sales, Shirts, & Pet Su 5002 · Boutique Other 5004 · Clothing 5004.2 · Volunteer T-shirts 5004.3 · Retail Clothing Total 5004 · Clothing 5000 · Cost of Sales, Shirts, & Pet Su - Other Total 5000 · Cost of Sales, Shirts, & Pet Su Total COGS Gross Profit Transfer from Capital Campaign Expense 6000 · EMPLOYEE & VOLUNTEER EXPENSES 6002 · Payroll Expenses 6002.1 · Payroll Tax Expense 6002.5 · Salaries 6002.7 · Payroll Processing Fees 6002.8 · Retirement Contribution ER Total 6002 · Payroll Expenses 6003 · Volunteer Expenses 6004 · Employee Expenses 6005 · Employee Recognition 6006 · Training and Travel 6007 · Meals & Entertainment 6008 · Uniforms 6220 · Insurance Expenses 6220.1 · Group Health Insurance 6220.2 · Group Specialty Insurance 6220.3 · Workers Compensation Insurance Total 6220 · Insurance Expenses 6230 · Volunteer Board Expenses 6245 · Staff Parting Gift or Incentive Total 6000 · EMPLOYEE & VOLUNTEER EXPENSES 6210 · VETERINARIAN CARE & ANIMAL SUPP 6210.1 · Food Litter & Cleaning Supplies 6210.2 · Spay/Neuter Costs 6210.5 · Euthanasia & Cremation 6210.6 · Medical Supplies 6210.61 · Enrichment Supplies 6210.62 · Behavior Classes Expenses 6210.7 · Preventative Medicine 6210.8 · Shelter Vet (Contract)

FY23 PYE

500.00 581.58 (3,500.00) $ (2,966.36) 14,500.00 191,000.00 40,000.00

14,061.62 660.00 320,449.67 33,358.62

1,651,775.00 1,624,996.04

0.00

1,250.00 12,000.00

969.50 6,338.00

13,250.00 10,000.00 23,250.00 23,250.00

7,307.50 7,258.96 14,566.46 14,566.46

1,628,525.00 1,610,429.58 85,000.00 1,713,525.00

FY23 Budget FY22 Actual

FY21 Actual

100.00 120.44 (5,000.00) $ (4,049.35) $ 15,100.00 120,000.00 45,000.00

213.54 (3,304.16)

21,298.53 4,405.51 356,681.88 349,869.39 55,721.32

15,929.29 13,161.69 181,871.05 687,419.87 27,673.49

1,316,732.00 1,698,967.56

1,738,025.90

0.00

0.00 0.00

1,478.00

0.00 3,165.13 3,165.13 3,165.13

1,478.00 4,673.90 6,151.90 6,151.90

1,309,232.00 1,695,802.43

1,731,874.00

2,500.00 5,000.00 7,500.00 7,500.00

71,000.00 888,418.00 7,500.00 14,500.00

53,213.85 715,843.72 6,560.04 13,218.50

58,000.00 733,891.00 6,000.00 11,500.00

45,005.23 608,875.17 5,882.55 11,780.49

40,632.07 550,336.47 4,206.30 10,362.19

981,418.00 1,500.00 150.00 3,500.00 5,500.00 4,500.00 2,000.00

788,836.11 562.29 57.73 3,151.60 2,339.98 3,792.94 2,225.20

809,391.00 1,000.00 150.00 2,000.00 7,500.00 4,000.00 1,152.00

671,543.44 759.94 0.00 794.49 5,461.47 2,487.79 0.00

605,537.03 444.42 604.95 1,446.80 490.00 2,174.69 33.91

36,000.00 3,600.00 7,500.00

30,757.65 3,171.99 7,333.00

46,772.00 3,600.00 7,500.00

36,688.89 3,141.06 6,087.00

34,194.05 4,509.98 5,688.25

47,100.00 1,500.00

41,262.64 563.80 0.00

57,872.00 1,481.00

45,916.95

44,392.28

1,047,168.00

842,792.29

884,546.00

726,964.08

655,124.08

30,000.00 72,000.00 2,000.00 22,000.00 1,000.00 250.00 63,000.00 30,550.00

26,447.68 66,846.10 6,855.60 18,741.60 466.79 21.00 59,240.80 2,812.50

20,000.00 55,000.00 2,000.00 24,000.00 1,000.00 400.00 45,000.00 8,000.00

18,463.72 52,623.04 1,627.84 21,130.86 778.54 42.00 45,182.44 4,825.00

15,278.92 40,907.89 1,917.47 18,030.73 894.55 1,380.00 37,656.36 9,833.00

0.00

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Heritage Humane Society

6210.9 · Veterinary Care Total 6210 · VETERINARIAN CARE & ANIMAL SUPP 6300 · Depreciation 6400 · SHELTER MAINTENANCE & UPKEEP 6510 · Maintenance 6250 Inclement Weather 6760 · Shelter Equip. & Repairs Total 6400 · SHELTER MAINTENANCE & UPKEEP 6500 · PROFESSIONAL SERVICES 6503 · Legal & Professional Fees 6500 · PROFESSIONAL SERVICES - Other Total 6500 · PROFESSIONAL SERVICES 6700 · OPERATIONAL COSTS 6120 · Auto Expenses 6140 · Bank Charges 6280 · Dues & Subscriptions 6440 · Education & Camp 6441 · Humane Education Expense 6589 · Insurance Expense 6490 · Insurance - Building 6491 · Insurance Auto and Liability Total 6589 · Insurance Expense 6600 · Office Supplies 6602 · Printing and Copying 6603 · Postage 6800 · Taxes & Licenses 6850 · Telephone, Internet, Website 6900 · Utilities Total 6700 · OPERATIONAL COSTS 6750 · MARKETING, COMMS & EVENTS 6110 · Advertising 6240 · Cost of Auxiliary Activities 6460 · Event Expenses 6601 · Newsletter, Direct Mail 6751 · Donor Cultivation & Signage Total 6750 · MARKETING, COMMS & EVENTS 7700 · Board Approved Exceptions 7700.1 · Marketing/Development Expenses 7700.2 · Professional Services Expenses Total 7700 · Board Approved Exceptions 8001 · Unrealized Gain or Loss 8005 Realized Gain/ Loss Investments 8003 · Gifts In kind Expense Total Expense Net Ordinary Income

FY24 Approved Budget FY24 Budget 64,600.00

FY23 PYE FY23 Budget FY22 Actual 60,093.48 40,000.00 34,423.42

FY21 Actual 28,604.19

285,400.00 -

241,525.55

195,400.00 -

179,096.86 131,496.79

154,503.11 117,585.68

9,000.00 28,500.00

6,287.75 0.00 34,524.26

12,250.00 11,000.00

6,353.37 0.00 9,998.93

7,322.59 80.39 12,775.04

37,500.00

40,812.01

23,250.00

16,352.30

20,178.02

12,000.00 16,000.00

10,550.00 11,245.00

9,000.00 15,500.00

10,155.00 0.00

9,365.00 0.00

28,000.00

21,795.00

24,500.00

10,155.00

9,365.00

5,500.00 15,550.00 1,107.00 4,000.00 1,000.00

4,784.41 15,249.74 817.32 3,357.30 1,027.75

4,500.00 12,000.00 2,200.00 2,780.00 500.00

3,620.62 13,150.27 2,330.97 1,178.47 272.25

2,452.50 11,546.34 1,389.93 0.00 0.00

6,500.00 8,500.00

5,471.00 7,304.00

6,000.00 4,000.00

5,086.00 3,969.69

5,239.00 4,690.69

15,000.00 4,800.00 7,500.00 2,500.00 1,500.00 34,500.00 48,000.00

12,775.00 4,410.97 6,482.45 2,040.55 1,221.19 32,046.13 47,248.00

10,000.00 4,500.00 9,000.00 2,550.00 1,000.00 35,000.00 46,000.00

9,055.69 3,773.11 9,031.35 2,244.88 660.28 28,914.83 42,471.66

9,929.69 2,841.48 8,486.67 1,952.70 1,679.22 34,713.43 39,374.77

140,957.00

131,460.81

130,030.00

116,704.38

114,366.73

2,500.00 55,000.00 10,000.00 12,000.00 10,000.00

550.00 48,897.74 4,531.25 8,412.67 4,819.23

4,500.00 36,576.00 10,000.00 20,000.00 5,430.00

523.00 18,127.68 10,066.12 15,515.57 397.50

150.00 5,678.36 4,398.25 2,683.48 0.00

89,500.00

67,210.89

76,506.00

44,629.87

12,910.09

85,000.00

6,730.66 4,771.03

10,177.72 6,712.08

8,285.70 2,180.00

85,000.00 11,501.69 0.00 0.00 1,713,525.00 1,357,098.24 253,331.34 253,331.34

16,889.80 10,465.70 107,949.71 $ (147,597.90) 0.00 $ (4,542.14) -4,470.40 0.00 1,334,232.00 1,345,768.39 942,358.37 (25,000.00) 350,034.04 789,515.63 (25,000.00) 350,034.04 789,515.63

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Agency Name Historic Virginia Land Conservancy (HVLC)

Contact Person Patrice Sadler

Position Title Executive Director

Email Address

patrice@historicvirginialandconservancy.org

Phone Number 7575650343

Address 5000 New Point Road, Suite 2202 Williamsburg, VA 23188

Total City Funding Request for FY 2025 $ 5000.00

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Short description of how funding will be used: HVLC uses funds to help carry out the mission of protecting and preserving scenic, agricultural, and historic lands in the lower James, York, Rappahannock, and Chowan Rivers and surrounding watersheds. Our territory is expanding, yet our budget remains modest, with limited part-time staff.

As a nationally accredited organization, a prestigious industry distinction awarded in 2015 and maintained through November of 2025, HVLC is required to inspect these protected lands on an annual basis to ensure compliance with the restrictions and allowances negotiated in the Deed of Conservation Easement. These restrictions and allowances are put in place to adequately protect the conservation values cited that make the land eligible for the federal and state protection benefits. Compliance with restrictions ensures the fullest public benefit of the land that contribute to our lovely community ambiance that folks want to visit! The 'land protected forever' or 'in perpetuity' features of an easement is the responsibility of HVLC, to the benefit of the community, and these inspections must be sustained financially.

Agency Overview

Agency Purpose HVLC's mission has remained steadfast in the entire 33-year history, which is a mission designed equally for everyone to enjoy the same level of public viewsheds, coupled with improved water quality, alongside the overall positive impact protected land can have on the local economy. People choose to live and invest in a thoughtfully planned community that strikes a balance of growth and greenspace. People also choose to invest in a balanced community, especially with what we now know about what open spaces provide to our citizens in terms of improving our mental and physical well-being. Open spaces provide desperate relief from the world's pressures and keep us vibrant and productive citizens.

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Funding Formula HVLC funding has stayed the same throughout our history, which involves donations from individuals, civic organizations, business sponsors, local government grants, fundraising events (we are working on a good one!), and the occasional bequest. This year HVLC held its most successful outdoor awareness event--the 3rd Annual Friends & Family Fall Festival--and the best turnout in three years, where over 250 people showed up to enjoy free children's activities and learn about land protection and conservation. The hope is that to continue awareness with multi-generational events will help to continue the donation sources, and hopefully secure some new supporters.

Summary of other funding sources HVLC has not other funding sources that what has been stated above.

Partnerships with Other Agencies or City Departments Since HVLC serves the Historic Triangle, HVLC enjoys partnerships or affiliations with other public service non-profit organizations, such as the Colonial Williamsburg Foundation, with HVLC protecting land using a conservation easement, held in perpetuity, for the Route 132 CW Entry Corridor. Also, the Williamsburg Farmer's Market and HVLC have a long-time working relationship of serving the community, including HVLC currently sponsoring the Power of Produce (POP) program for children on the days of the farmers market. HVLC found the original grant that paid the very first executive director of the farmers market.

Inherent within land protection conducted by HVLC, an accredited organization, as awarded by the Land Trust Alliance and the Land Trust Accreditation Commission, is a need to consult with the city or county within which a landowner wants to place an easement over their property before the transaction is complete to ensure it is in synch with the locality's comprehensive plan.

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Proposed FY25 Programs/Services Due to unforeseen circumstances, and considering participation levels, unfortunately, HVLC had to cancel the 3rd annual bike event created for families. Families remains the focus as we strive to entice future conservationists with an awareness of land protection and its benefits. Although the June event was cancelled, the October 3rd Annual Friends & Family Fall Festival--with no admission fee--was a hit, smashing previous years records for attendance. The event was expanded to include two hands-on activities for children, and more educational tables to help with general conservancy awareness.

2024 will witness the return of a fundraiser for HVLC, and it will be in the form of an Oyster Roast, to be held on 9/29/2024. Its success is highly anticipated so with that in mind, 2025 should easily see the 2nd Annual HVLC Oyster Roast. Aquaculture and its cleansing ability with our waterways will be the educational focus.

Specific Benefits to Williamsburg Residents The entire Historic Triangle benefits from the Conservancy's mission. City of Williamsburg, York County, and James City County residents offer blurred lines to visitors who want to experience the incredible public benefit of VA Captial Trail, Greensprings Trail with Church on the Main as a trail spur, Mainland Farm, and especially the entrance corridor to Colonial Williamsburg, all provide Williamsburg residents and beyond with historic, scenic, and agricultural beauty and benefit. HVLC maintains that these benefits are made available equally to all citizens for optimal human well-being that leads to a productive community.

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Please attach any additional information that will support your request for funding. HVLC Brochure NEW mission stmt acreage acc renewal.pdf

This brochure is updated to new mission statement, as well as continuing to provide a good overview of 'who we are' and 'what we do.' Filename: HVLC Brochure NEW mission stmt acreage acc renewal.pdf Size: 10.0 MB 2023 Final approved BUDGET.xlsx

This budget is the latest Board approved budget. The 2024 and 2025 budget will be adjusted for new staff of a Stewardship Manager and new Executive Director, as well as the re-introduction of a major fundraiser. Filename: 2023 Final approved BUDGET.xlsx Size: 33.1 kB Final Church on the Main brochure.pdf

Engraved Brick Donor program engages all citizens to memorialize and honor loved ones. It's pretty successful and BSA Troop 103 helps by presenting the color guard at each brick laying ceremony. Filename: Final Church on the Main brochure.pdf Size: 1.1 MB

Final Page

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Income

4300 · Grants - Other

4302 · Unrestricted Govt Grants

4800.3 · DCR Contribution

4800.1 · Easement Acquisition

4800 · Stewardship Revenue

4765 · Special Rent Contribution

Total 4700 · Miscellaneous Collections

4700 · Miscellaneous Collections - Other

Total 4703 · Cares Act Funding

4703 · Cares Act Funding - Other

4703.2 · PPP Loan

4703.1 · EIDL Loan

4703 · Cares Act Funding

4701 · Misc. & Other Income Received

4700 · Miscellaneous Collections

Total 4600 · Membership/Contributions

Total 4699 · Individual Support

4699.4 · Oak Leaf

4699.3 · Bronze Leaf

4699.2 · Silver Leaf

4699.1 · Gold Leaf

4699 · Individual Support

4672 · Civic Support

4664 · John Muir Society

4663 · Aldo Leopold Society

Total 4662 · Business Support

4662.6 · Business Event Title Sponsor

4662.5 · Business Community Partner

4662.4 · Business Supporting

4662.3 · Business Sponsoring

4662.2 · Business Patron

4662.1 · Business Leadership

4662 · Business Support

4660 · Stewards of the Land Society

4659 · Conservers of the Land Society

4600 · Membership/Contributions

4500. · In-kind conservation easement

Total 4300 · Grants

4300 · Grants

2022 Actual

40,000.00 15,800 40,000.00 68,307.72

29,000.00 29,000 29,000.00 500.00 1,500 29,500.00 6,000.00 6,000

0.00

7,000.00 8,100 6,500.00 7,865 3,500.00 4,425 1,000.00 1,746.25 18,000.00 22,126.25 76,000.00 79,936.25

2,500.00 7,500 2,000.00 0 500.00 0 0 4,000.00 4,000 2,500.00 0 11,500.00 11,500 15,000 15,000.00 10,000 800.00 550.00

5,000.00 10,750 15,000.00 10,000

7,100.00 7,800 3,900.00 10,500 11,000.00 18,300

2022 Budget

40,000 44,000

6,000.00

0 0 1,500

8,100 7,900 4,400 1,700 22,100 81,900.00

5,000 (Before $5K sponsorship of European Cars) 1,000 500 0 4,000 2,500 13,000.00 15,000.00 10,000 800

11,000 10,000

7,800 25,000 (5K WCF; 20K VOF/ VaULT) 32,800.00

2023 Budget

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Expense

Total Income

6710 · Prospect Networking/Recruitment

6700 · Member Retention & Recruitment

Total 6500 · Land/Easement Maintenance

6521 · Real Estate Tax

6520 · Land Stewardship

6515 · Easement Acquistition

6500 · Land/Easement Maintenance

Total 6300 · Education/Programs

6300 · Education/Programs - Other

6330 · Educational Materials

6300 · Education/Programs

6100 · Annual Meeting

Total 6010 · Advertising/Marketing

6010 · Advertising/Marketing - Other

6043 · Ad/Display

Total 6020 · Newsletters

6020 · Newsletters

6010 · Advertising/Marketing

6000 · Operating Expenses

Total 5900 · Donated conservation easements

5900.1 · In-kind conservation easement

5900 · Donated conservation easements

Total 5500 · HVLC Excess Op Investment

5504 · Amortization of Premium Bonds

5503 · Unrealized Gain/(Loss) Excess

5502 · Realized Gain(Loss) Excess Op

5501 · Investment Dividends

5500 · HVLC Excess Op Investment

5001 · Gain on Sale of Fee Simple

5000 · IN KIND Income

4985 · Interest and Dividends

Total 4900 · Special Projects

4973 · Fundraiser Major Annual Event

4934 · Virtual Yard Sale

4931 · 30th Anniversary Appeal

4917 · Church on the Main Paver Proj.

4900 · Special Projects

Total 4800 · Stewardship Revenue

500.00 291.50

7,500.00 7,253.21 4,800.00 4,626.62 12,300.00 11,879.83

600.00 0 4,000.00 2060 4,600.00 2060.00

600.00 399.20 250.00 574.68 850.00 973.88 500.00 48.15 5,500.00 11,600.00 6,850.00 12,179.05 3,000.00 3071.05

221,800.00 217,741.17

(978) (1257)

500.00 1365.00

20,000.00 20,000

5088.00 7,000.00 4,088.00 7,000.00 6963.00 2,500.00 1784.34

1,875.00

80,000.00 84,107.72

500

12,300

600 3,500 (VaULT conferences; WFM sponsorship) 4,100

800 100 12,150 12,250 3,000

235,200.00

2,500.00

20,000.00

4,000 6,000.00 500.00

2,000

84,000.00

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Total 7500 · Office Expenses

7500 · Office Expenses - Other

7575 · Telephone

7565 · Repairs

7560 · Rent

7555 · Printing/Reproduction

7550 · Postage & Delivery

7547 · Offsite Storage

7545 · Office Supplies

7540 · Maintenance Contract

7530 · Gas

7525 · Electric

7520 · Dues and Subscriptions

7515 · Computer Software

7510 · Computer Hardware

7505 · Internet

7500 · Office Expenses

Total 7400 · Miscellaneous/Contingencies

7400 · Miscellaneous/Contingencies - Other

7410 · Board & Committee Meetings

7400 · Miscellaneous/Contingencies

Total 7300 · Insurance

7300 · Insurance - Other

7345-Cyber Insurance

7340 · Umbrella Liability Coverage

7335 · Workman's Comp

7330 · Terrafirma Insurance

7320 · Officers/ Directors Insurance

7310 · Commercial Package Insurance

7300 · Insurance

7202 · Credit Card Fees

7101 · Bank & Investment Fees

7000 · Overhead Expenses

Total 6000 · Operating Expenses

Total 6800 · Special Projects

6800 · Special Projects - Other

6832 · Church on the Main

6815 · Fundraiser Major Annual Event

6800 · Special Projects

Total 6700 · Member Retention & Recruitment

6700 · Member Retention & Recruitment - Other

6720.1 · Member Retain/Spon Benefits

6715 · Special Events

36,000.00 31,700.00

1,000.00 269 1,500.00 2,541.00 2,500.00 2810

1212.00 10,000.00 10,000.00 10,000

1,750.00 875

9,500.00 8721.17 358 500.00 10,000.00 9079.17 43,750.00 45,801.66

3,000.00 2,855.63 3,857.93 3,500.00 572.50 7,000.00 7,532.56

34,000.00

1,000 1,000 2,000

11,000 (cyber -volatile rates)

9,000 500 500 (20thyear Andy's Earth Day) 10,000 49,950.00

3,000 3,500 500 7,500

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Total Other E9101 · Fees, stewardship & endowment

Other Expense

Total Other InTotal 8300 · HVLC Endowment Investment

8303 · Unrealized Gain/(Loss) Endowmnt

8302 · Realized Gain/(Loss) Endowment

8301 · Investment Dividends

8300 · HVLC Endowment Investment

Total 8200 · Stewardship Investment Income

8203 · Unrealized Gain/(Loss) Stewdshp

8202 · Realized Gain/(Loss) Stewdshp

8201 · Investment Dividends

8200 · Stewardship Investment Income

Total 8100 · RESTRICTED CONTRIBUTIONS

Total 8120 · Land Stewardship

8125 · Grantor Contributions

8120 · Land Stewardship

8102 · Event Carryovers

8100 · RESTRICTED CONTRIBUTIONS

Other Income

Other Income/ Expense

7950 · Depreciation

Total 7000 · Overhead Expenses

Total Expense

NET ORDINARY INCOME

7900 · Travel - Other

7930 · Mileage Reimbursement

7920 · Meals

7910 · Lodging

Total 7900 · Travel

7900 · Travel

Total 7800 · Registration Fees

7830 · SCC

7820 · Conference/Local/State/National

7800 · Registration Fees

7730 · Prof. Fee-Consulting

7720 · Prof. Fee-Accounting

7710 · Prof. Fee-Legal

Total 7600 · Payroll Expenses

7600 · Payroll Expenses - Other

7602 · Simple Match

7601 · Payroll Taxes

7600 · Payroll Expenses

2600.00 168,275.00 160,054 217,025.00 196,082 9,775.00 (10,584.00)

1,200.00 1,000.00 1,000.00

500.00 250 25.00 25 525.00

94,800.00 95,218.00 94,800.00 2,000.00 0 15,000.00 12,955.00 7,500.00 13,799.00

183,725.00 233,675.00 1,525.00

3,200.00

500 25 525

2,000 15,000 6,000 (where Strategic plan grant expensed)

110,000

Application: FY25 Peninsula Alcohol Safety Action Program Rohan Williams - williamsr@penasap.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Oct 20 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

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Agency Name Peninsula Alcohol Safety Action Program

Contact Person Rohan Mohamed Williams

Position Title Executive Director

Email Address

williamsr@penasap.org

Phone Number 7575948970 Ex 306

Address 216 Village Parkway, Newport News, VA 23601

Total City Funding Request for FY 2025 $ 29,000

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Short description of how funding will be used: Funding will be used to cover agency operational costs so that the agency can effectively meet the needs of the VA Peninsula residents and our courts. The City of Williamsburg accounts for approximately 18% of all services provided. This funding will help to provide staffing so that the agency can effectively provide programs and services to the residents of the City of Williamsburg.

Agency Overview

Agency Purpose PASAP provides services that improve highway safety by decreasing the incidents of driving under the influence of alcohol and drugs. PASAP provides court-mandated probational services to citizens convicted of DUI and/or drug arrests who are sent by the court to the agency. The agency provides rehabilitative substance abuse services in the form of in-house treatment and intensive education. Outpatient treatment referrals to licensed treatment providers, individual case management, and reporting.

Programs and Services Offered Peninsula ASAP offers the following programs: *Probation testing monitoring and court reporting for individuals convicted of DUI/DUID, substance abuse (narcotics or other illegal drugs). *Intensive Substance Abuse Education and Rehabilitation, Treatment and Rehabilitation Education, DMV Driver Improvement Course, Reckless and aggressive Driving Education, Intervention Interview, Ignition interlock, Remote Alcohol Device monitoring, Habitual Offender, license restoration evaluation and monitoring, young offender treatment, and monitoring, court-ordered screening, court-ordered community service, Drug Offender programs.

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Target Population or Audience of the Agency's Programs/Services The agency provides the State of Virginia mandated programs (see 18.7-271.1, 18.2-270.1, 18.2-251, 18.2-251.4, 18.2-252, 18.2254.1, 4.1-1120, 18.2-266, 18.2-268) to citizens referred from the courts (JDR, GDR & Circuit) after being convicted by the courts or as a result of deferred dispositions. The agency provides services to citizens required by DMV or the courts to complete Driver Improvement education or Intervention interviews. We also help citizens who were declared "habitual offender", who has served the required suspension and

Projected Number of Residents to be Served or Attendees in FY 2025 The projected number of residents or attendees receiving services for FY2024 is 536.

Partnerships with Other Agencies or City Departments The agency is partners with the city's court systems, Williamsburg Police Department and Sheriff Department, probationary services, and public schools.

Number of Employees in the Agency 16

Percent of FY 2025 Budget Provided by the City 2

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Fees Charged for Services or Events Fees are charged for services; however, the fees do not adequately cover the agency expenses. In addition, some clients default on their financial obligations, and some are declared indigent by the courts.

What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? The expected outcome of individuals entering our program is: Increase the level of awareness and modify behaviors to substance abuse and/or driving impaired driving. We aim to protect the safety and financial wellbeing of the citizens of Williamsburg by providing rehabilitative programs and services to individuals convicted of drunk or impaired driving. Our goal is to make the roadways of the City of Williamsburg safe from individuals driving drunk or impaired.

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How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Data is collected on programs and services offered to each of the seven jurisdictions Peninsula ASAP serves. We are able to determine how many people entered the program, the types of services and programs offered, and the final outcome or success rates.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

Measures Enroll DUI clients in treatment education class within 30 days of entry into program. Complete and return all request for license restoration within 30 days of request. Develop Virtual Programs and provide to clients. Follow-up evaluations with clients who are halfway complete with their programs to offer support and progress information.

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FY 2025 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

City of Hampton

30000

20000

York County

25000

Newport News

40000

26000

James City County

26000

15000

121000.0

86000.0

Total

Please attach your budget document(s).

FY23 Budget (Final)03292022.pdf

Peninsula ASAP Fy23 Budget. Filename: FY23 Budget (Final)03292022.pdf Size: 3.3 MB Peninsula ASAP FY22 Approved Budget.pdf

Peninsula ASAP FY22 Budget Filename: Peninsula ASAP FY22 Approved Budget.pdf Size: 1.2 MB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: none

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Application: Peninsulas EMS Council Michael Player - mplayer@vaems.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 9 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Peninsulas Emergency Medical Services Council

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Contact Person Michael B. Player

Position Title Executive Director

Email Address

mplayer@vaems.org

Phone Number 8046936234

Address PO Box 1297 6876 Main Street Gloucester, VA 23061

Total City Funding Request for FY 2025 $ 2596.00

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Short description of how funding will be used: On a regional level, the Peninsulas EMS Council, Inc., a 501(c)(3) non-profit, tax-exempt agency, is created by state statute to be an integral part of Virginia's comprehensive EMS (Emergency Medical Services) system. In essence, the Council integrates and coordinates resources to ensure a system of rapid response and expert patient care from the 16 jurisdictions, 10 hospitals and more than 48 EMS agencies. The Peninsulas EMS Council delivers, facilitates, and/or coordinates the programs listed as part of a comprehensive regional EMS delivery system.

Agency Overview

Agency Purpose The primary mission of the Peninsulas Emergency Medical Services Council, Inc. is to assist local emergency medical services components and to assess, identify, coordinate, plan and implement an efficient and effective regional emergency medical services delivery system in partnership with the Virginia Office of EMS and the Virginia EMS Advisory Board.

Programs and Services Offered The PEMS Council is responsible for coordination and monitoring the efficiency and effectiveness of: Regional Medical Direction, Regional Medical Advisory Committee, Protocol, Policies and Procedures Implementation, Pediatric Care, EMS Performance Improvement, Regional EMS Supplies Restocking, Drug Box Standardization and Exchange, Provision of Whole Blood, Regional EMS Plans - Trauma Triage, Stroke, ST-Elevation Myocardial Infarction (Heart Attack), Strategic EMS, Mass Casualty Incident Support, Exercise Design and Management, Regional Coordination, Information and Referral, EMS CE/training, Critical Incident Stress Management (CISM) Team and Peer EMS provider support, RSAF Grant Program, Mobile Integrated Healthcare/Community Paramedicine, Community Health and the Greater Williamsburg HEARTSafe Alliance.

Target Population or Audience of the Agency's Programs/Services Total population of residents and visitors to the City of Williamsburg.

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Projected Number of Residents to be Served or Attendees in FY 2025 Total population of residents and visitors to the City of Williamsburg during the effected FY.

Partnerships with Other Agencies or City Departments The PEMS Council serves the Cities of Hampton, Newport News, Poquoson, and Williamsburg, and the Counties of Essex, Gloucester, James City, King and Queen, King William, Lancaster, Mathews, Middlesex, Northumberland, Richmond, Westmoreland and York. It also serves the 10 hospitals and 48 EMS agencies of the region. It coordinates with the Eastern Virginia Healthcare Coalition, and the Hampton Roads Metropolitan Medical Response System among other organizations. Its primary partnership in the City of Williamsburg is with the Fire Department.

Number of Employees in the Agency 8

Percent of FY 2025 Budget Provided by the City 0.004

Fees Charged for Services or Events Costs to purchase regional medication boxes are passed through to the EMS agency. The costs for educational programs not covered by grants or service contracts are borne by the students. Prices for discounted tickets to EMS Day at Busch Gardens are set by Busch Gardens, meal tickets are provided by partner organizations. There are no fees charged for other programs or services beyond the .16/per capita contribution of local governments.

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Performance Measurement: Please explain how you measure the services you provide, such as the number of people served, quantity of service units, or other quantifiable performance measures. Depending on the purpose of your agency, measures may include customer impact/outcome (examples are: increased levels of knowledge and skills, altered attitudes and behaviors, or improved social or health concerns), increase in number of tourist, increase in sales tax, meals tax, or any other data that measures the impact of the services, programs, or events. What are the proposed outputs (direct products/services)? he PEMS Council is responsible for coordination and monitoring the efficiency and effectiveness of: Regional Medical Direction, Pediatric Care, Regional Medical Advisory Committee, Protocol, Policies and Procedures Implementation, EMS Performance Improvement, Regional EMS Supplies Restocking, Drug Box Standardization and Exchange, Provision of Whole Blood, Regional EMS Plans - Trauma Triage, Stroke, STElevation Myocardial Infarction (Heart Attack), Strategic EMS, Mass Casualty Incident Support, Regional Coordination, Information and Referral, EMS CE/training, Critical Incident Stress Management (CISM) Team and Peer EMS provider support, RSAF Grant Program, Mobile Integrated Healthcare/Community Paramedicine, Community Health and the Greater Williamsburg HEARTSafe Alliance. • Regional EMS Communications Systems Advocacy • Peninsulas Interfacility Cooperation Organization (PICO) • PEMS and VA OEMS Coordination • Regional Awards Program • Rescue Squad Assistance Fund (RSAF) Grant Program • EMT Instructor Networking

The Peninsulas EMS Council interacts with the Virginia Office of Emergency Medical Services committees to provide avenues for two-way information sharing and statewide system improvements and enhancements. State committees for which the Peninsulas EMS Council has committed staff, volunteers and resources include: State EMS Advisory Board, State Medical Direction Committee, State Emergency Management Committee, State EMS Awards Committee, State Medical Direction Committee, State Legislation and Planning Committee, State Financial Assistance Review Committee, State Trauma Performance Improvement Committee, State Workforce Development Committee, Virginia Stroke Care Quality Improvement Advisory Group, State Provider Health and Safety Committee, Governor's Secure and Resilient Commonwealth Panel, Health and Human Resources Subpanel.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? The PEMS Council's work helps to ensure consistently better care to Williamsburg residents and visitors who need emergency medical services. Our oversight of vital areas such as Regional Treatment Protocol development, Regional Medication Box management, Regional Equipment Exchange Agreement management, Whole Blood Provision, Trauma Triage, Stroke, Mass Casualty, Highly Infectious Diseases and other regional EMS planning, EMS provider training, continuing education, Community Health, and Mobile Integrated Healthcare/Community Paramedicine and EMS Instructor networks, help local governments and their EMS agencies maintain currency and excellence. It also reinforces the EMS system within local government as the healthcare safety net for the community.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. While each licensed EMS agency and Hospital is responsible for their own performance outcomes, the PEMS Council does maintains a Performance Improvement Committee which monitors regional aggregate performance in the areas of Trauma Triage, ST-Elevation Myocardial Infarction or STEMI (Heart Attack) and Stroke. The metrics used to track performance are established nationally as consensus standards and involve both prehospital (EMS Care) and in hospital care. Each Clinical Program (Trauma, STEMI, Stroke) is also overseen by a separate regional committee of specialists to monitor system performance and offer advise. The PEMS Council Performance Improvement Committee, Trauma Triage Committee, STEMI Committee and Stroke Committee each meets quarterly. By using national standard metrics, Individual EMS agency, hospital and regional EMS system performance is then measured against state and national performance metrics.

The PEMS Council also maintains a Regional Medical Incident Reporting process that allows anyone in the system to generate an inquiry into patient care, system performance problems, errors or irregularities.

The PEMS Council maintains a Regional EMS Strategic Plan that lists its strategic goals.

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

See Plan

Measures Please See Regional EMS Plan Please See Regional EMS Plan Please See Regional EMS Plan Please See Regional EMS Plan

FY 2025 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

Commonwealth of VA

0.00

0.0

Private Foundations/Grants/Partn erships/Sponsorships 16 Local Governments in the PEMS Region (Including Williamsburg) Grants and Other Total

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Please attach your budget document(s). Williamsburg FY25 Funding Request Letter.docx

Williamsburg FY25 Funding Request Letter Filename: Williamsburg FY25 Funding Request Letter.docx Size: 104.5 kB Williamsburg FY25 Funding Request Comparative Budget.pdf

Williamsburg FY25 Funding Request Comparative Budget Filename: Williamsburg FY25 Funding Request Comparative Budget.pdf Size: 88.6 kB PEMS Regional EMS Strategic and Operational Plan 2020-2023 .pdf

PEMS Regional EMS Strategic and Operational Plan 2020-2023 Filename: PEMS Regional EMS Strategic and Operational Plan 2020-2023 .pdf Size: 806.2 kB PEMS IRS Determination Letter 501(c)(3).pdf

PEMS IRS Determination Letter 501 (c) (3) Filename: PEMS IRS Determination Letter 501(c)(3).pdf Size: 882.8 kB PEMS Council W9.pdf

PEMS Council W9 Filename: PEMS Council W9.pdf Size: 151.6 kB PEMS Council Inc. Bylaws - 9-18-19.pdf

PEMS Council Inc. Bylaws Filename: PEMS Council Inc. Bylaws - 9-18-19.pdf Size: 128.6 kB PEMS Articles of Incorporation.pdf

PEMS Articles of Incorporation Filename: PEMS Articles of Incorporation.pdf Size: 314.1 kB PEMS FY2022 Audited Financials (Final).pdf

PEMS FY22 Audited Financials Filename: PEMS FY2022 Audited Financials (Final).pdf Size: 231.0 kB FY25 PEMS Local Government Contribution Worksheet.docx J-122

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FY25 PEMS Local Government Contribution Worksheet Filename: FY25 PEMS Local Government Contribution Worksheet.docx Size: 19.3 kB

FY2022 PEMS Final 990.pdf

FY2022 PEMS Final 990 Filename: FY2022 PEMS Final 990.pdf Size: 431.8 kB

Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: No response

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: No Response

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: No Response

Final Page

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PENINSULAS EMS COUNCIL, INC Comparative Budgets

FY2023 Budget Revenue 10.00 Commonwealth of VA Revenue 10.10 State Service Contract 398,617.24 10.1001 Contract Add Ons 52,159.90 10.1002 Contract Modification 16,151.50 10.1003 Vector LMS Services 10.11 EMSTF Contracts(CE and Aux) 10.1101 CE and Aux MOU Admin 10.1102 Category 1 CE Programs 10.1103 Aux EMS Training Courses 10.12 Consolidated Test Site 10.1308 OSHA Infection Control Courses Total 10.00 Commonwealth of VA Revenue 466,928.64 11.00 Loc Gov, Transp, Fed Agency Rev 11.10 City of Hampton 21,684.00 11.11 City of Newport News 29,052.00 11.12 City of Poquoson 1,981.00 11.13 City of Williamsburg 2,474.00 11.14 Essex County 1,716.00 11.15 Gloucester County 5,974.00 11.16 James City County 12,482.00 11.17 King and Queen County 1,112.00 11.18 King William County 2,746.00 11.19 Lancaster County 1,746.00 11.20 Mathews County 1,386.00 11.21 Middlesex County 1,757.00 11.22 Northumberland County 1,927.00 11.23 Richmond County 1,462.00 11.24 Westmoreland County 2,887.00 11.25 York County 11,133.00 Total 11.00 Loc Gov, Transp, Fed Agency 101,519.00 Rev 13.00 Grants, Donations, and Other 13.15 Private Foundations - Sentara H 10,000.00 13.16 Private Foundations - Riverside 15,000.00 13.17 Bon Secours 5,000.00 13.19 Private Foundations - VCU/Air Meth 2,500.00 13.20 Private Foundations - RGH 2,500.00 Tappahannock 5,000.00 13.22 Private Foundations 13.50 Miscellaneous Grants, Donations 13.5004 Donated Equioment Total 13.00 Grants, Donations, and Other 40,000.00 16.00 Training Revenues (Non State) 16.20 Consolidated Test Site Fees 16.50 Other Misc Training (Non-State) Total 16.00 Training Revenues (Non State) 17.00 Sales Revenue 17.12 Drug Kits/Boxes Sales 1,000.00 17.1201 Training Drug Kit/Boxes Sales 3,000.00 Total 17.12 Drug Kits/Boxes Sales 4,000.00 17.50 EMS Day Busch Gardens Ticket Sales 3,200.00 Total 17.50 Sales Revenue 7,200.00 18.00 Greater Williamsburg Heartsafe Alliance PENINSULAS EMS COUNCIL, INC Comparative Budgets

FY2023 Budget

*FY2023 Actual

**FY2024 Budget

FY2025 Projected Budget

424,697.19 26,079.35 16,151.50 4,500.00

412,097.04 75,085.70 74,524.00 5,250.00

412,097.04 45,854.00

471,428.04

566,956.74

463,201.04

21,684.00 29,052.00 1,981.00 2,474.00 1,716.00 5,974.00 12,482.00 1112.00 2,746.00 1,746.00 1,386.00 1,757.00 1,927.00 1,462.00 2,887.00 11,133.00

21,853.00 29,613.00 2,002.00 2,563.00 1,703.00 6,197.00 12,571.00 1,057.00 2,884.00 1,751.00 1,359.00 1,694.00 1,861.00 1,431.00 2,966.00 11,251.00

21,822.00 29,361.00 2,020.00 2,596.00 1,692.00 6,208.00 12,718.00 1,066.00 2,897.00 1,721.00 1,351.00 1,725.00 1,884.00 1,466.00 3,002.00 11,439.00

101,519.00

102,756.00

102,968.00

10,000.00 15,000.00 5,000.00

2,500.00

10,000.00 15,000.00 5,000.00 2,500.00 2,500.00 5,000.00 2,500.00

32,500.00

42,500.00

1,000.00 4,000.00 5,000.00 3,200.00

5,250.00

135.00 135.00 2,072.52 4,188.78 6,261.30 3,787.92 10,049.22

*FY2023 Actual

**FY2024 Budget

FY2025 Projected Budget

18.10 Grants 18.1001 Williamsburg Health Foundation 18.1002 Wal-Mart

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18.1003 Domion Energy Foundation 18.1004 Miscellaneous Grants Total 18.10 Grants 18.20 Grants 18.2001 Organization Contributions 18.2002 Individaul Contributions Total 18.20 Grants 18.30 Program Funding 18.3001 AED Program 18.3002 Pulse Point 18.3003 Health Screening 18.3004 CPR Training Total 18.30 Program Funding 18.40 Fundraising 18.4001 Annual Campaign Total 18.40 Fundraising 18.50 In-Kind Revenue 18.5001 Volunteers 18.5002 Administrative Support/Office Space 18.5003 Training Equipment Total 18.50 In-Kind Revenue 18.60 Miscellaneous Income 18.6001 Interest Income Total 18.60 Miscellaneous Income 19.00 Miscellaneous Income 19.10 Investment Income 19.1001 Change in Market Value (LPL) 19.11 Interest Income 19.50 Other Miscellaneous Income 19.60 Gifts In Kind Total 19.00 Miscellaneous Income Total Revenue Expenditures 20.00 Salaries & Wages 20.10 Executive Dir Salary 20.12 Business Manager Salary 20.13 Field Coordinator Salaries 20.1301 FC Clinical Care Salary 20.1302 FC Operations Salary 20.1303 FC Clinical Programs Salary 20.1304 FC Community Health Salary 20.1305 FC Hospital Programs 20.1306 FC Education Programs 20.1501 PC EMS Planning & EM Salary 20.1701 EMS Systems - IT Specialist Total 20.00 Salaries & Wages 21.00 Salaries & Wages (CTS) 21.10 EMT Salaries 21.11 Evaluator Salaries

2,880.00

4,293.59

3,500.00

2,880.00

4,293.59

3,500.00

618,527.64

619,924.85

723,912.74

620,369.04

96,263.93 62,000.00

96,263.96 62,000.12

98,000.00 66,500.00

29,050.00 29,000.00 30,500.00 62,000.00

29,287.94 28,995.20 31,629.86 61,340.69

31,200.00 31,200.00 31,200.00 66,500.00

29,000.00 62,000.00 30,000.00 429,813.93

28,493.36 62,000.12 28,914.84 428,926.09

31,200.00 66,500.00 17,409.00 439,709.00

31,200.00 66,500.00 422,300.00

PENINSULAS EMS COUNCIL, INC Comparative Budgets

FY2023 Budget 21.12 Moulage Tech Salaries 21.13 Patient Salaries 21.14 Registrar Salaries 21.15 Runner Salaries 21.16 Logistics Coordinator Salaries 21.17 Site Coordinator Salaries Total 21.00 Salaries & Wages (CTS) 23.00 Benefits 23.1004 Helath Ins-FC Clinical Care 23.1005 Health Ins-FC Hospital Programs 23.1101 Executive Director Life Ins 23.1103 Business Manager Life Ins 23.1104 FC Clinical Care Lif Ins

*FY2023 Actual

**FY2024 Budget

FY2025 Projected Budget

-76.80 1,141.00 955.00

978.50 1043.50

1,101.00 1,101.00

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23.1105 FC Hospital Programs Life Ins 23.1107 PC EMS Planning & EM Life Ins 870.00 23.1112 FC Behavioral Health Life Ins 870.00 23.1201 Executive Director RP 2,880.00 23.1202 Business Manager RP 1,860.00 23.1204 FC Clinical Care RP 23.1207 PC EMS Planning & EM RP 1,860.00 23.1212 FC Behavioral Health RP 1,860.00 23.1214 FC Hospital Programs RP 23.13 Paid Time Off 23.16 403(b) Expense 1,426.00 23.17 Wage Works 225.00 23.00 Total Benefits 13,947.00 24.00 Payroll Taxes 24.10 FICA 24.1001 Social Security 34,000.00 24.1002 Medicare 24.11 State Unemployment 300.00 24.13 Federal Unemployment Total 24.00 Payroll Taxes 34,300.00 30.00 Contractual Services Expenses 30.12 Auditing Services 8,750.00 30.14 Management Services-Consultant 30.1401 Management Consulting Svs 3,300.00 30.1402 Grantsmanship/Development 30.10 Regional Medical Director 14,400.00 30.15 Custodial Services 5,000.00 30.16 Maintenance & Repair Services 1,200.00 30.18 Other Misc Contractual Services 30.1801 IT/AV Mainenance & Repair 30.1802 Fire Alarm Services 920.00 30.1803 CTS Contractor Expense Total 30.18 Other Misc Contractual Svs 30.19 CE/AUX Contractors 30.20 Marketing Expense Total 30.00 Contractual Services Expenses 33,570.00 31.00 General Operating Expenses 31.10 Organizational Memberships 31.1001 Regional Directors Group 1,000.00 Total 31.10 Organizational Memberships 1,000.00 31.11 Publications/Subscriptions PENINSULAS EMS COUNCIL, INC Comparative Budgets

31.12 Prof Development - Fees 31.14 Postal Services 31.15 Printing Services 31.16 Telecommunications Services 31.1601 Cable 31.1602 Internet 31.1603 Telephone 31.1604 Wireless Comms/Secure Fax 31.1605 Conference Calling Service 31.1606 Cell Phone Reimb (PEMS) 31.1607 Satellite Phone Total 31.16 Telecommunications Services 31.18 Council Vehicle Repair & Maint 31.1803 Explorer/SUV 1 (Lic 49-628S) 31.1804 Explorer/SUV 2 (Lic 49-627S) 31.1805 Trailer 1 (Utility Trailer) 31.1806 Trailer 2 (CTS Trailer) 31.1807 Explorer/SUV 3 (Lic 67-181S) 31.1808 Trailer 3 (Bariatric Shelter) 31.1809 Explorer/SUV 4 (Lic 75-508S) Total 31.18 Council Vehicle Repair & Maint 31.19 Travel - Personal Vehicle

813.00

1,860.04

850.00 850.00 2,940.00 1,995.00 1,995.00 1,995.00

631.00 225.00 10,222.10

1,400.00 225.00 14,450.00

32,812.84

34,000.00

33,000.00

119.99 (365.97) 32,566.86

300.00

34,300.00

33,300.00

8,750.00

10,000.00

10,500.00

3,300.00

1,500.00

14,400.00 4,992.00 1,703.40

20,400.00 5,810.00 1,200.00

420.00 684.00

735.00

500.00 34,749.40

39,645.00

40,145.00

875.00 1,000.00 1,875.00

1,000.00 1,000.00

2,887.82 1,860.04

FY2023 Budget 3,000.00 500.00 800.00

*FY2023 Actual 1,901.13 481.61 1277.33

**FY2024 FY2025 Budget Projected Budget 3,000.00 3,000.00 500.00 500.00 800.00 800.00

2,200.00 3,000.00 900.00 1,964.00

2,264.91 2,939.61 777.77 2,014.20

2,400.00 3,000.00 800.00 1,925.00

5,400.00 530.00 18,294.00

5,250.00 519.00 17,425.56

6,600.00 530.00 15,255.00

1,300.00 1,300.00 400.00 400.00 1,300.00 400.00 1,300.00 6,400.00

236.16 2208.22 354.12 166.36 113.30 25.00 441.08 3,544.24 80.00

1,300.00 1,300.00 400.00 400.00 1,300.00 400.00 1,300.00 6,400.00

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31.20 Travel - Public Carriers 31.21 Travel - Lodging 1,600.00 31.23 Travel - Meal Reimb - Not IRS 1,200.00 31.24 Grant Support Costs 31.2404 OSHA Infection Control 31.2409 Sentara-MIH CP 31.2410 Sentara Beh Health Total 31.24 Grant Support Costs 31.25 EVA Costs 31.50 Misc General Operating Expenses 31.5002 Financial Fees 1,400.00 31.5003 Org Registr & Fees (CLIA/CSR) 300.00 31.5004 Reg Meeting Support 1,700.00 31.5005 Reg Training Support 1,500.00 31.5006 State Corporate Commission 25.00 31.5008 Interest Expense 200.00 31.5011 Gifts In Kind Total 31.50 Misc General Operating Expenses 5,125.00 Total 31.00 General Operating Expenses 33,619.00 32.00 Supply & Materials Expenses 32.10 Apparel Supplies/Services 350.00 32.11 Office Supplies 3,580.00 32.13 Gasoline 32.1303 Explorer/SUV 1 (Lic 49-628S) 2,000.00 32.1304 Explorer/SUV 2 (Lic 49-627S) 2,000.00 32.1305 Voyager Fees 96.00 32.1306 Explorer/SUV 3 (lic 67-181S) 2,000.00 32.1307 Explorer/SUV 4 3,000.00 Total 32.13 Gasoline 13,026.00 32.14 Lic/Tags Tolls/EZPass/Parking 140.00 32.16 Educational Supplies PENINSULAS EMS COUNCIL, INC Comparative Budgets

FY2023 Budget 32.1601 CTS (Equipment/Medical Supply) 32.1602 Training Equipment & Supplies Total 32.16 Educational Supplies 32.17 Awards/Honorariums/Prizes 32.18 Regional EMS Awards 32.19 Drug Kits/Boxes Purchase and Re 32.1901 Training Drug Kit/Boxes Exp Total 32.19 Drug Kits/Boxes Purchase 32.50 Other Miscellaneous Supplies/Materials Total 32.00 Supply & Materials Expenses 33.00 Insurance Expenses 33.12 Property Insurance 33.15 Other Insurance 33.1502 Workmans Compensation 33.1503 Virginia's Risk 33.1504 Bonding 33.1505 Indemnification of Officers Emp 33.1506 Cybersecurity Total 33.15 Other Insurance Total 33.00 Insurance Expenses 34.00 Rentals 34.11 Equipment Rentals 34.1102 Water Cooler Rental & Refills Total 34.11 Equipment Rentals 34.12 Building Rentals 34.1201 Office Rent (includes CAM) Total 34.12 Building Rentals Total 34.00 Rentals 35.00 Public Utilities 35.10 Electrical Service Charges Total 35.00 Public Utilities 36.00 Equipment Purchases

500.00 500.00

140.14 1,938.60 1,388.02

1,600.00 1,400.00

1,600.00 1400.00

1,496.02 126.00 1,284.94 1,500.00 25.00 200.00

1,600.00 300.00 1,700.00 1,500.00 25.00 200.00

4,631.96 32,571.55

5,325.00 35,280.00

152.48 4,669.01

350.00 4,200.00

506.48 1,283.60 96.00 556.10 1,528.53 3,970.71 280.00 194.40

2,000.00 2,000.00 96.00 2,000.00 3,000.00 9,096.00 140.00

*FY2023 Actual

**FY2024 Budget

FY2025 Projected Budget 500.00 500.00

13,000.00

530.02 303.04 20,519.60

640.00 1,000.00 14,000.00

4,000.00 1,000.00

7,064.92 1,316.25

47,850.00 4,000.00

1,000.00 4,000.00

31,666.00

38,806.03

81,136.00

34,286.00

795.00 265.00 1,293.00 2,715.00 345.00 596.00

773.36 276.00 1,165.00 2,433.00 344.45 550.00

850.00 300.00 1,293.00 2,715.00 345.00 600.00

6,009.00

5,541.81

6,103.00

47,000.00

45,923.74

48,000.00

49,000.00

47,000.00

45,923.74

48,000.00

49,000.00

4,000.00 4,000.00

1,738.08 1,738.08

4,400.00 4,400.00

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36.10 Office Equipment 36.1001 IT/AV Equipment Total 36.10 Office Equipment 36.12 Software Purch & License Fees 36.1201 Bookkeeping Software 36.1203 Calendar Software 36.1204 Inventory Software 36.1205 Survey Software 36.1206 Work Order Software 36.1207 Grant Software 36.1208 Timesheet Software 36.1210 Protocol Software 36.1211 File Management Software 36.1250 Other Misc Software Purch & Lic Total 36.12 Software Purch & LicFees 36.13 Depreciation Total 36.00 Equipment Purchases 37.00 Greater Williamsburg Heartsafe Alliance 37.10 Contractual Services Expenses

1,000.00 1,000.00 1,250.00 72.00 1,176.00 99.00

4,250.00

300.00

371.26 95.39 466.65 133.87 1,239.00 83.99 1,176.00

1,000.00 1,000.00

1,250.00 72.00 1,176.00

198.00

99.00

4,250.00 299.88

4,250.00

1,000.00

8,847.00

1,000.00

9,147.00

8,580.74

PENINSULAS EMS COUNCIL, INC Comparative Budgets

FY2023 Budget

*FY2023 Actual

**FY2024 Budget

37.1001 Executive Director Total 37.10 Contractual Services Expenses 37.20 Salaries & Wages 37.2001 Salaries & Wages Total 37.20 Salaries & Wages 37.30 Taxes 37.3001 FICA 37.3002 VA Eunemployment Tax Total 37.30 Taxes 37.40 Program Expenses 37.4001 AED Program 37.4002 Pulse Point 37.4003 Health Screening 37.4004 CPR Training Total 37.40 Program Expenses 37.50 General Operating Expenses 37.5001 Professional Development 37.5002 Postage Expense 37.5003 Printing Expense 37.5004 Office Supplies 37.5005 Office Equioment 37.5006 Financial Fees 37.5007 Training Equipment 37.5008 Fundraising & Marketing Expenses 37.5009 Computer & Software Expenses Total 37.50 General Operating Expenses 37.60 In-Kind Expenses 37.6001 Volunteers 37.6002 Administrative Support/Office Space 37.6003 Training Equipment Total 37.60 In-Kind Expenses Total 37.70 Depreciation Expense Total Expenditures 643,071.93 640,093.05 711,870.00 Gain/Loss On Disposal Net Revenue (24,544.29) (20,168.20) 12,042.74 * Pending final audit ** Budget to be presented with the mid-yearbudget adjustment at the Board of Directors Executive Committee Meeting in January

FY2025 Projected Budget

648,111.00 (27,741.96)

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Peninsulas Emergency Medical Services Council, Inc. 6876 Main Street, PO Box 1297 Gloucester, VA 23061 Office (804) 693-6234 - Fax (804) 693-6277 www.peninsulas.vaems .org

November 9, 2023 Barbara A. Dameron, CPA Finance Director City of Williamsburg 402 Lafayette Street Williamsburg, VA 2185 Dear Ms. Dameron: The mission of the Peninsulas Emergency Medical Services Council is to assist Peninsula, Middle Peninsula and Northern Neck local governments, emergency medical services agencies, and hospitals assess, identify, coordinate, plan and implement an efficient and effective regional emergency medical services delivery system. Council's work helps to ensure consistently better care to Williamsburg residents and visitors who need emergency medical services. Our oversight of vital areas such as Regional Treatment Protocol development, Regional Medication Box management, Regional Equipment Exchange Agreement management, Trauma Triage, Stroke, Mass Casualty, Highly Infectious Diseases and other regional Emergency Medical Services planning, Emergency Medical Services provider training, continuing education and test site coordination help local governments and their Emergency Medical Services agencies maintain currency and excellence. While the Peninsulas Emergency Medical Services Council does receive grants that underwrite specific deliverable projects or services, the Council has always relied on the support of local governments to help pay for the costs of coordinating certain aspects of the provision of pre hospital emergency medical care to citizens of and visitors to Williamsburg. We ask that you favorably endorse continuation of support for our important work as you deliberate the requirements of Budget Year 2025. Support is calculated at $0.16 per person, or $2,596 based the most current population figures of 16,224 as obtained from the Weldon Cooper Center for Public Services, Demographic and Workforce Section. Should you require any additional information or need further explanation relative to any service we provide to you, please communicate your needs. I can be reached at (804) 693-6234 or at mplayer@vaems.org . Thank you for your continued support. We look forward to working with you to meet the needs of your citizens and visitors. Sincerely

Michael B. Player, MPA, NRP, Executive Director to

WE ARE PEMS! J-131

Application: Virginia Cooperative Extension Janet Spencer - jaashle2@vt.edu Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 9 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Virginia Cooperative Extension

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Contact Person Janet Spencer

Position Title District Director

Email Address

jaashle2@vt.edu

Phone Number 757-807-6532

Address 3127 Forge Road P O Box 69 Toano, VA 23168

Total City Funding Request for FY 2025 $ 5602

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Short description of how funding will be used: Approved funding will be used to support the local James City/New Kent Agriculture and Natural Resources Extension Agent, who will provide direct support to the Extension Master Gardener Volunteers in the City of Williamsburg. Funding for this position will be primarily provided by Virginia Cooperative Extension, James City County, and New Kent County. Virginia Cooperative Extension will provide 50% funding for this position and James City County and New Kent County will each provide 25% funding. We are requesting funding from the City of Williamsburg to provide additional programmatic support, as the ANR Extension Agent would be responsible for providing educational opportunities to the residents of the City of Williamsburg. Areas of focus will include home horticulture and commercial horticulture with the goal of encouraging and promoting environmentally sound horticulture practices through sustainable landscape management.

Agency Overview

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Agency Purpose Virginia Cooperative Extension, established in 1914, was designed as a partnership of the U.S. Department of Agriculture, the Land-Grant Universities, and local governments. Today, Virginia Cooperative Extension provides research-based educational programs to the people of the Commonwealth through Extension Agents in 107 county and city offices. Local citizens are engaged in helping Extension agents design, implement and evaluate educational programs in the areas of Agriculture and Natural Resources, 4-H Youth Development, Family and Consumer Sciences, and Community Viability Extension programs are designed to address the educational needs of local residents.

Agriculture and natural resources (ANR) programs help sustain the profitability of agricultural and forestry production and enhance and protect the quality of our land and water resources. Within these ANR programs is the Extension Master Gardener Program, which provides research-based, unbiased information to local citizens on topics related to Environmental Horticulture. The James City County/Williamsburg Master Gardener volunteers educate, inform, and work with individuals on all aspects of horticulture to protect and enhance the environment, including turf, landscape, vegetables, trees, shrubs and pest management practices. They accomplish this through approximately twenty-four educational projects that touch on various topics providing best management practices for the lawn, garden and water resources. Several of their programs educate the youth by providing hands-on experiences with water conservation and wise use of natural resources while growing plants for food and beauty. They assisted many schools by creating school gardens for educational purposes. Other programs reach those who are elderly, mentally ill, lower income and in the JCC/W Youth detention center.

Programs and Services Offered Extension Master Gardener Programs are needs-based and will address specific issues or questions from citizens within the City of Williamsburg. These programs will include, but are not limited to, Landscape Love, Turf Love, the Williamsburg Farmer's Market, the Colonial Williamsburg Garden, and Mattey's Garden (Mathew Whaley Elementary School). Specific issues addressed with these programs include soil testing, plant recommendations, diagnostic identification of pests (weeds, insects, plant diseases), urban nutrient management, water quality, and sustainable landscape development. Programs will include both adult and youth participants.

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Target Population or Audience of the Agency's Programs/Services Services available through Virginia Cooperative Extension are open to all residents within the City of Williamsburg. Agricultural and Natural Resource programs include both homeowner environmental education programs, as well as programs and resources for traditional producers. Programs in the City of Williamsburg are expected to focus on environmental horticulture, mainly marketed to homeowners, educational centers throughout the city, and neighborhood developments.

Projected Number of Residents to be Served or Attendees in FY 2025 The Extension Master Gardener program saw significant regrowth in 2023. The number of residents reached through their programs exceeded the expected reach by over 200% and rebounded participation in programs to pre-pandemic levels. The total number of attendees served through the master gardening programs will be approximately 14,392 for 2023. Consistent levels are expected in 2023 programs, so total number of attendees is anticipated to remain around 14,000.

Partnerships with Other Agencies or City Departments The James City County/Williamsburg Extension Master Gardeners utilize key partnerships within the county and city to promote, coordinate, and expand programs. Partnerships with local agencies vary depending on the specific need or program, but current partnerships include the local school system, Parks & Recreation, Soil & Water Conservation District (SWCD), and Colonial Williamsburg.

Number of Employees in the Agency 6

Percent of FY 2025 Budget Provided by the City 7

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Fees Charged for Services or Events We do not have a list of set fees for services or events; however, fees are occasionally charged for Virginia Cooperative Extension programs to help offset administrative costs. Fees are not intended to increase revenue for our department, but rather are an effort to help recoup costs not covered through sponsorships or donations.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Evaluations are conducted for all extension programs to determine the impact on participants. Impacts can include knowledge gained, behavior changes, practice adoption, and economic benefits. The Agriculture and Natural Resources Extension Agent would work with both commercial/traditional agriculture enterprises, as well as coordinate and manage the local Extension Master Gardener volunteers that develop environmental horticulture programs for residents in the area. Impact measures for commercial agricultural would include decreases in farm inputs, increases in farm profit, and adoption of more sustainable farming practices. Measures would also include number of producers who would obtain pesticide applicator certification credit necessary to legally apply pesticides to their farms. Environmental education programs would educate citizens on appropriate and environmentally-sound horticultural practices and would include a wide variety of topics and delivery methods. Measurable impacts would include reduction of unnecessary fertilizer applications to lawns/gardens, increased tree canopy within the city, improvement in existing tree health, and development/maintenance of learning and community gardens. Environmental youth programs would also be coordinated by the agent and Master Gardener volunteers to educate local youth on natural resources, sustainability, and agriculture.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Paper and electronic surveys and evaluations are given to all program participants who participate in VCE programs. Data and information gathered through these evaluations are used to measure positive impacts on program participants and collect valuable information about community needs for future programs.

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

2000, $59900

6153,$200,526

6200, $202,058

550

2418

2400

3500

11974

11000

n/a

Measures Total number of Extension Master Gardener volunteer hours and estimated value to the City of Williamsburg (https://independent

sector.org) Number of residents learning and utilizing Sustainable landscaping practices on their lawns/gardens Number of citizens learning historical gardening practices through the Colonial Williamsburg learning garden n/a

FY 2025 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

39160

James City County

19580

New Kent County

19580

78320.0

Virginia Cooperative Extension

Total

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Please attach your budget document(s).

Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Salaries

5602

Benefits

Other Personnel

Office Supplies

Telephone

Postage

Travel

Conferences

Rent

Printing/Publications

Organization Dues

Insurance

5602.0

Marketing/Advertisin g Other (please describe below) Total

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Application: Virginia Peninsula Community College Geraldine Mathey - matheyg@tncc.edu Human Services Partner Agency Application

FY25 Partner Agency Application Completed - Nov 1 2023

Human Services Partner Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Partner Agency Human Services Partner Agency Application

Organization Information

Formal Name of Organization Virginia Peninsula Community College

Address (principal location) 99 Thomas Nelson Drive Hampton, VA 23666

Mailing Address (if different) PO Box 9407 Hampton, VA 23670

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Agency Website

www.vpcc.edu

Agency Director Dr. Towuanna Porter Brannon

Phone Number 7578252717

Email Address brannonp@vpcc.edu

Alternative Agency's Point of Contact: Steven Ray Carpenter

Alternative Phone Number 7578252717

Alternative Email Address carpenters@vpcc.edu

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Organization Mission Statement We change lives and transform our community through diverse, inclusive, and equitable education and workforce training, excellent support and services, and innovative partnerships.

Organization Services (List major categories in order of importance.) Award two-year associate degrees (Associate of Arts, Associate of Applied Science, Associate of Fine Arts & Associate of Science), Career Certificates, Career Studies Certificates & Workforce job training programs.

Funds will be used as follows: $16,026 Facility Improvement; $2,463 Historic Triangle Trade Center lease; and $10,500 Enrollment Support.

Amount Requested for FY 2025 $ 28,989.00

Narrative Information

1. Please provide a brief description of the direct services your organization provides to City of Williamsburg residents. 1. Provide citizens the opportunity to earn Associate, Applied Associate, Career Studies Certificates, and Certificates. 2. Provide citizens the opportunity to learn new skills or enhance existing skills for job seekers or those wanting to improve their skills. 3. Provide just-in-time training opportunities for companies in the service region.

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2. Are there other organizations in the Historic Triangle who provide the same or similar services (by program)? If so, please indicate how you partner and collaborate with such agencies. The only institution of higher education in the Historic Triangle is The College of William and Mary. Virginia Peninsula CC has an articulation agreement with The College which allows community college students to seamlessly transfer to the 4-year college.

3. Describe your ongoing working relationship with the City’s Department of Human Services. No direct working relationship with Williamsburg Human Services.

4. Please indicate whether your agency charges for services. If so, please discuss the fee scale and how your agency deals with those who are unable to pay. The only charge is tuition and associated fees. Students can apply for financial aid.

5. What were your agency’s most challenging programmatic issues in the past year? Maintaining/increasing enrollment. We had experienced several years of declining enrollment and are now beginning to reverse the trend.

Program Services & Client Data/Demographics

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Program Services/Client Data Instructions: Enter the total number of unduplicated clients served by the agency from the localities listed. (An unduplicated client is an individual who is counted one time during the contract year, even though that individual may receive multiple services or one service multiple times.)

PREVIOUS FISCAL

YTD CURRENT:

PROJECTED: Estimated

YEAR: Unduplicated

Unduplicated Clients

Unduplicated Clients FY

Clients FY 2023 (7/1/22 to

(4mos) FY 2024 (7/1/23 to

2025 (7/1/24 to 6/30/25)

6/30/23)

10/31/23)

City of Williamsburg

639

575

550

James City County

784

706

695

Upper York County

1095

986

950

Other

6158

5542

5370

TOTAL

8676.0

7809.0

7565.0

PREVIOUS FISCAL

YTD CURRENT:

PROPOSED: Estimated

YEAR: Unduplicated

Unduplicated Clients

Unduplicated Clients FY

Clients FY 2023 (7/1/22 to

(4mos) FY 2024 (7/1/23 to

2025 (7/1/24 to 6/30/25)

6/30/23)

10/31/23)

160.20

164.81

Cost Per Client*

172.84

*Divide the Adopted Budget or Projected Budget for the FY listed at the top of each column by the total number of unduplicated clients.

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Program Services/Client Demographics Note: Please indicate the number of unduplicated clients served in each category for FY 24 (7/1/23 - 6/30/24)

Racial/Ethnic Data

City of Williamsburg

James City County

Upper York

Other Localities

Hispanic/Latino

100

159

105

103

1888

Asian

292

White

313

447

563

2176

Other

138

634

TOTAL

575.0

706.0

986.0

5149.0

Black/African American

Comparative Agency Budget History

Required Attachments

Please upload the following required documents.

Comparative Agency Budget History Form

You must download and complete this excel form and upload it here.

FY25_Budget_Sheet.xlsx Filename: FY25_Budget_Sheet.xlsx Size: 16.2 kB

Board List Local Board Members.pdf Filename: Local Board Members.pdf Size: 10.5 kB

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Organizational Chart

VPCC Organizational Chart.pdf Filename: VPCC Organizational Chart.pdf Size: 218.1 kB

Brochure Links for FY25 Williamsburg Partner Agencies Application from Virginia Peninsula Community College.docx Filename: Links for FY25 Williamsburg Partner Agencies Application from Virginia Peninsula Community College.docx Size: 12.6 kB

Most recent audit (if monetary request is greater than $10,000) Links for FY25 Williamsburg Partner Agencies Application from Virginia Peninsula Community College.docx Filename: Links for FY25 Williamsburg Partner Agencies Application from Virginia Peninsula Community College.docx Size: 12.6 kB

Final Page

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City of Williamsburg FY 2025 Partner Agency Application

Comparative Agency Budget History - INCOME Please do not enter numbers in the yellow cells! Agency Operating Budget:

INCOME: 1. UW Allocation 2. Individual Contributions 3. City of Williamsburg 4. James City County 5. York County 6. Other Gov. Income 7. Grant Income (list all sources below)

8. Williamsburg Health Foundation 9. Community Health Foundation 10. Special Events (net after expenses) 11. Membership Dues 12. Program Service Fees 13. Sales to Public 14. Interest Income 15. Miscellaneous 16. Total Income (1-15):

FY 2023 7/01/22 to 6/30/2023 (Actuals)

$ $ $ $ $

28,989 152,702 136,060 536,179

$ $ $ $ $ $ $ $ $ $ $ $ $ $

853,930

FY 2024 FY 2025 FY 25 Budget vs 7/01/24 to 6/30/25 7/01/23 to FY24 Budget $ 6/30/2024 (Proposed Budget) (dollar difference +/-) (Projected Budget)

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

28,989 152,702 136,060 536,179 853,930

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

28,989 152,702 136,060 536,179 853,930

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

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VIRGINIA PENINSULA COMMUNITY COLLEGE Local College Board

Hampton Mary Bunting Dr. Jonathan Romero Dr. Vince Warren Dr. Donna Woods James City County Joseph Fuentes TiJuana Gholson Newport News Izabela Cieszynski Andrew Crawford Stephen Ferguson Dr. Keisha Melvin Poquoson Allan Melton Williamsburg David Durham Dr. Linda Reviea

SUCCESS. IT'S CLOSER THAN YOU THINK. 99 Thomas Nelson Drive

Hampton, VA 23666

TEL: 757.825.2700

www.vpcc.edu J-151

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Special Events

Communications & Marketing

Dr. Mary T. Christian Auditorium

Development, Alumni & Educational Foundation

FOIA Officer

Institutional Advancement Vice President

*Services Provided to Paul D. Camp Community College

Campus Police

Facilities, Planning & Capital Outlay

Financial Aid/Veterans’ Affairs & Scholarships

General Accounting*

Bursar*

Budget

Finance & Administration Vice President

Institutional Research & Effectiveness

Business, Econ, Accounting, Communication, Humanities, Social Sciences

Communications, Humanities & Social Sciences

Nursing, EMT, Fire, Dental, Early Childhood, Paralegal, Criminal Justice, Administrative Support Technology

Health Professions and Public Services

Sciences, IT, Engineering, Mechatronics, Math, Welding, HVAC, Plumbing, Machining

Science, Technology, Engineering and Math

Academic Advising Student Support - TRiO

WES/AIS Billing, HR, Logistics, and Facilities

Information & Reception Information Services

WES/Schedule Student Accounts

WES/Financials Budget & Reporting

Secondary School Programs

Testing

Admissions, Registration & Records

Enrollment Management

Instructional Technologies

AV Services

Learning Services

Help Desk

Academic Technologies

Enterprise Services Group

Athletics & Intramurals Dual Enrollment

Information Security

Great Expectations Student Life & Leadership

Workforce Development Operations

WFD Career Coach

WFD Financial Aid

WFD Student Advising

Learner Support & Industry Engagement

Learning Resources & Tutoring

eCampus

Academic Scheduling

Asset Coordination

Desktop Support

Retention Coaching

Curriculum

Counseling

Telecommunications

Network Infrastructure

Network Services

Information Technology Director

Disability Services

Title IX Coordinator

Student Services

Student Affairs Vice President

Thomas Nelson College Board

Dual Enrollment

Curriculum & Instruction

Southeast Higher Education Center

Academic Affairs & Workforce Development Vice President

President

VCCS Chancellor

VCCS State Board

Thomas Nelson Community College Organizational Chart Approved December 13, 2019

Payroll

Workforce Management

Talent Development

Talent Management

Title IX Deputy Coordinator

Human Resources Director

Application: Williamsburg Farmers Market Tracy Frey - THerner@williamsburgva.gov Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 8 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Williamsburg Farmers Market

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Contact Person Tracy Frey

Position Title Market Manager

Email Address

therner@williamsburgva.gov

Phone Number 757-259-3768

Address 202 Quarterpath Road Williamsburg, VA 23185

Total City Funding Request for FY 2025 $ 5,000

Short description of how funding will be used: Funds received from the City of Williamsburg will be used towards the operation of the weekly farmers market, held in Colonial Williamsburg, from March through December.

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Agency Overview

Agency Purpose The Williamsburg Farmers Market's mission is to sustain, foster, and operate a weekly farmers market in Merchants Square for growers and producers to sell fresh seasonal food and farm products directly to consumers in the Williamsburg area. Objectives: Provide healthy regionally produced food to all economic levels of the Williamsburg community. Stimulate the regional farm economy and preserve agricultural land. Sustain and enhance the historic role of the Williamsburg town center as a premier gathering place for markets, social, cultural, and entertainment events. Create a fun and educational venue to enhance community life in Williamsburg.

Programs and Services Offered -Weekly Farmers Market -Live Music -Chefs Demonstrations (May - October) -POP Club - Power of Produce Club (Memorial Day - Labor Day) -children's programming includes a 2-bite challenge, fun activity (farm/environment/health/safety related), and $3 to spend at the market. -Green initiative - the market became a green-certified event early in 2020, before COVID-19. We look forward to educating the community on recycling and composting. We will be working with W&M to educate the community on composting. -SNAP and VA Fresh Match - the market has accepted SNAP (food stamps) since 2013. In addition, WFM has been a leader in making food at the market affordable to all income levels by providing fresh food incentives to those who need it. In 2019, the market was the first in the state to pilot the POP+ program, which gave the incentive to SNAP Families who brought their children to the market with them. Senior Farmers Market Nutrition Program - Farm Market Direct- WFM and Virginia Farmers Market Associated has worked closely with DARS and the Peninsula Agency on Aging. Seniors were distributed vouchers for $50 this season, good for fruits and vegetables. The market used Fresh Food Funds to match this season to match an additional $50, good for anything SNAP eligible.

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Target Population or Audience of the Agency's Programs/Services The target population is residents or those visit Williamsburg. All are welcome at the farmers market.

Projected Number of Residents to be Served or Attendees in FY 2025 The market has been averaging 4500 customers per market post-COVID. It is very hard to project customer or attendance numbers but Williamsburg Farmers Market has had interns working to gather data related to market counts.

Partnerships with Other Agencies or City Departments Williamsburg Farmers Market works closely with the City of Williamsburg finance department, Parks and Rec, Economic Development, and the police department. Outside of the City, the market also works closely with Colonial Williamsburg, Merchants Square Association, JCC Master Gardeners, William & Mary, Williamsburg Health Foundation, SHIP, Virginia Farmers Market Association, Farmers Market Coalition, VA Fresh Match, and many more agencies and organizations.

Number of Employees in the Agency 4

Percent of FY 2025 Budget Provided by the City 2

Fees Charged for Services or Events The market charges vendors 6% of their weekly sales and a $35 application fee, which is waived for returning vendors.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? WFM is a popular Saturday morning event. By bringing local farmers, bakers, and watermen to the residents and visitors, we will increase the health and vibrancy of the community. As the market opens hours before the surrounding businesses, this will increase the early morning sales of those businesses.

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How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. WFM collects a variety of data. This includes daily counts of customers (on-the-hour and full counts). Four times a year, customer surveys are taken to determine the amount of economic trickle the market has on surrounding businesses. In the past, this has shown that customers who come to the market, stay in the downtown area and, on average, spend $50 per day. The market will continue to research a variety of ways to improve the accuracy of customer counting. The market works with the Farmers Market Coalition and the Virginia Farmers Market Association to collect this data using best practices researched by markets nationwide. In addition to customer counts, the market also measures success by the vendors' success. The market strives to be a million-dollar market with combined sales of vendors exceeding a million dollars. To determine this, we collect weekly sales information. To have a vibrant farmers market, high-quality vendors are recruited and retained. The market tracks new vendors and vendors who return. The market has a list of items it would like to add to the offerings of the market and seek vendors to fulfill those items.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

45,000

50,000

55,000

1,680,549.21

1,900,000

2,000,000

Measures Customer Counts Vendor Sales Revenue Vendor Recruitment/Retentio n N/A

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FY 2025 Funding Requests from Other Sources Funding Sources Merchants Square Association Colonial Williamsburg Foundation

Total

Amount Requested

Amount Approved

4000

5000

9000.0

4000.0

Please attach your budget document(s).

2024 WFM Budget Draft.pdf

2024 Budget draft for 2024. Board reviewed November 8, 2023 but will not approve until December board meeting. Filename: 2024 WFM Budget Draft.pdf Size: 71.5 kB 2023 WFM Budget.pdf

Attached is the 2023 approved budget. Filename: 2023 WFM Budget.pdf Size: 71.3 kB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Employees Subtotal

27,049

009-0001-91005 Wages: Personnel

79,689

Personnel Expenses Total

544 1,337 105 -

$ $ $ $ $ $

009-0001-95413 Market Supplies (formerly: Other Operating Supplies)

009-0001-95501 Travel: Mileage

009-0001-95504 Travel: Transportation, Lodging, Meals, Parking

009-0001-95800 Volunteer Appreciation

009-0001-97999 Gift Certificates

009-0001-99000 Contingency

Advertising: Magazines, Newsletters & Other Periodicals

Advertising: Radio and TV

Advertising: Internet

Marketing Materials

009-0001-93002

009-0001-93003

009-0001-93004

009-0001-93020

009-0001-95700 Vendor Annual Meeting

Prepared by Tracy Frey

009-0001-97400 Fruit and Veggie Tokens Redeemed $

009-0001-97300 Bonus Bucks Redeemed

Token Expenses Total

009-0001-97200 Credit Card, W&M Express and Cash Tokens Redeemed

TOTAL EXPENDITURES

009-0001-97100 EBT/SNAP Tokens Redeemed

245,875

99,460

20,250

6,174

56,775

16,261

37,215

009-0001-95422 Other Entertainment

5,455

009-0001-95416 Credit Card and W&M Express

Sponsorship Expenses Total

919

Token Expenses

28,891

$ $

009-0001-95414 Market Events

1,950

009-0001-95412 Music at the Market: Honorararia to performers

009-0001-95415 SNAP Expenses

$ $

12,610

3,956

8,655

009-0001-93010 Chef at the Market:Supplies

009-0001-93011 Chef at the Market:Honoraria to Chefs

Sponsorship Expenses

009-0001-95600 WFM Logoed Items

Marketing Expenses Total

Advertising: Newspapers

009-0001-93001

Promotions

Advertising

009-0001-93007

Marketing Expenses

424 2,524

009-0001-95411 Education: Books & Subscriptions, Memberships

16,900

621

009-0001-95410 Education: Meeting & Conference Fees

Operating Expenses Total

009-0001-95403 Special Projects (non-events)

782

009-0001-95401 Office Supplies

$ $

009-0001-95400 Lease

5,417 227

009-0001-95308 Insurance: Liability; Directors & Officers

1,347

009-0001-95203 Telecommunications

New Special Projects (scholarships)

1,144

009-0001-95202 Fiscal Agent Fee/Professional Services

New Special Projects (vendor rebate)

316 2,114

009-0001-95201 Postage

Operating Expenses

009-0001-96002 Indep. Contractor Pymt: Market Helpers

64 79,689

009-0001-92010 Workers Comp Insurance

Independent Contractors Subtotal

5,776

009-0001-92001 FICA

009-0001-91006 Wages: Contingency for Bonuses

46,800

2022 ACTUAL

EXPENDITURES

009-0001-91001 Salary: Market Manager

Indep. Contractors

Employees

Personnel Expenses

J-163 $

$ $

225,686

74,000

10,000

4,000

50,000

10,000

16,450

1,000

4,750

2,200

5,000

2,000

500

1,000

13,500

4,500

9,000

29,247

700

1,300

1,900

1,500

460

600

5,000

4,600 3,000

1,350

1,200

2,187

450

92,489

2,300

6,139

1,000

33,450

49,600

2023 BUDGET

$ $

191,158

84,514

13,574

1,327

59,601

10,012

11,986

344

2,507

1,808

4,678

1,200

1,449

12,221

4,271

7,950

12,537

518

1,251

900

301

517

330

4,583 2,814

723

428

118

69,900

1,906

4,345

894

21,775

40,981

2023 ACTUAL 10/31/23

$ $

COMMENTS/NOTES

Page 1 of 2

233,424

76,500 expenses without tokens = $106,644

10,000 VA Fresh Match will institute a limit on match

6,500 Food Acces Programing, such as SFMNP and Veggie Rx programs

50,000

10,000

17,719

2,000 Sponsored by Farm Bureau

4,719 Based on increased credit cards processed at market

2,500 Advertising expenses for regional marketing

5,000 Vendor Dinner

2,000 Payments to performers from Sponsor

500 20 Chefs @ $25, Sponsor offsets

1,000 Supplies used by chefs, Sponsor offsets

20,000

5,000 Purchase of totes, t-shirts, posters, etc for marketing and sales

15,000 Market Advertising - Including Sponsorship Mentions

24,542

- offset account only

5,000 Used also for board events/appreciation, shirts

1,300 Conference Attendance

1,900 Visiting ALL vendors

1,500 Tape, Glue, Namebadges

460

600 VAFMA Market Management Cert/Annual Meeting

5,000 POP Club

417 Lease 402 W Duke of Gloucester St, Suite 217, 219 A & B 3,000 Marketspread Software/Quickbooks

1,350 D&O - $744, Liabillity- $485, VDACS - $40, State - $25,

1,000 cell phone and wi-fi hotspot

2,565 1.5% of revenue budgeted without tokens or reserves brought forward ($145,824)

450 Token Reimbursement Mailed - 41 weeks

94,664

2,300 Price is based on pay for employees.

6,564 7.65%

- To be used at the discretion of the board

49,600 Manager increase to be determined by Executive Committee 1300 hours at $18.00/hr (market assistant) = $21,450 400 Hours at $16.00/hr (token coordinator) = $6,000 36,200 400 Hours at $16.00/hr (program coordinator) = $6,000

2024 BUDGET DRAFT

2024 Budget

Updated 11/7/23

2,500 7,190 46,647 1,175

$ $ $ $ $ $ $

009-0002-49130 Founding Sponsor: Historic Virginia Land Conservancy

009-0002-49140 Major Sponsor: POP Club

009-0002-49150 Major Sponsor: Chefs Tent

009-0002-49160 Major Sponsor: Music

009-0002-49170 Contributions: Other Businesses & Organizations

009-0002-49180 Grants

009-0002-49320 Friends of the Market "Membership"

$ $

009-0002-49799 Gift Certificate Purchase

009-0002-49900 Reserves Brought Forward

$4,000 In-kind Assistance from Colonial Williamsburg - Addendum to be added

$41,200 In-kind Assistance from the City - Addendum to be added

009-0000-1001 Cash 009-0000-1012 Investments

CASH EQUIVALENCY

Prepared by Tracy Frey

TOTAL RESERVES

TOTAL REVENUE

009-0002-49730 Fresh Food Fund Contributions (Bonus Bucks) $

009-0002-49720 $5 Tokens Purchased

Token Revenue Total

009-0002-49710 EBT/SNAP Tokens Purchased

252,926

75,759

2,995

56,709

16,055

7,246

009-0002-49310 Miscellaneous Revenue

5,374

009-0002-49330 Sale of Merchandise

Other Revenue Total

1,872

009-0002-49300 Interest Earnings: Investment Account

65,312

4,000

009-0002-49120 Founding Sponsor: Merchants Square Association

009-0002-49110 Founding Sponsor: Colonial Williamsburg Found.

Contributions Total

3,800

009-0002-49100 Founding Sponsor: City of Williamsburg

104,609

009-0002-49220 Vendor Fees: 8%

Fees Total

350 104,259

2022 ACTUAL

009-0002-49210 Vendor Fees: 6%

REVENUE

009-0002-49200 Vendor Fees: Space Rental

Token Revenue

Other Revenue

Contributions

Fees

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225,686

64,000

4,000

50,000

10,000

19,862

15,862

3,500

500

57,300

500

20,000

15,000

2,500

5,000

4,000

3,800

84,524

314

84,000

210

2023 BUDGET

196,377

64,715

1,521

52,915

10,279

8,629

4,347

4,282

29,511

675

12,916

4,620

1,000

2,500

4,000

3,800

93,522

93,242

280

2023 BUDGET ACTUAL 10/31/23

COMMENTS/NOTES

Page 2 of 2

233,424 Revenue without tokens = $131.662

62,400

2,400

50,000

10,000

5,000

- To balance budget, based on budgets provided by committees.

- Offset account

3,500 Poster sales, tshirt sales, cooler bag sales

1,500 Increased interest rate

51,500

500

20,000 FINI Grant

12,000 Colonial Farm Credit, Farm Bureau

2,500

2,500 Chefs program sponsor

5,000 POP Club Expense = $5000

4,000

- CWF moved to in-kind support

5,000 Increase applied for and received from outside agency funding request.

114,524

314

114,000 Based on goal of $1.9M in vendor sales

210 Goal - 6 new vendors

2024 BUDGET DRAFT

2024 Budget

Updated 11/7/23

Application: Virginians for High Speed Rail Danny Plaugher - danny@vhsr.com Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Oct 25 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

Agency Information J-165

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Agency Name Virginians for High Speed Rail

Contact Person Danny Plaugher

Position Title Executive Director

Email Address

Danny@vhsr.com

Phone Number 8048645193

Address 1108 East Main Street, Suite 1108, Richmond, Virginia 23219

Total City Funding Request for FY 2025 $ 4500

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Short description of how funding will be used: As the only organization in the state who works to protect, expand, and improve Virginia's passenger rail service; Williamsburg's funding will go towards our efforts to ensure the continued operation of the Williamsburg Amtrak Regional trains, as well as our work to improve and expand passenger rail service along the Peninsula.

Agency Overview

Agency Purpose Virginians for High Speed Rail (VHSR) is a 501 (C) (3) non-profit association of citizens, localities, economic development agencies, community organizations, and businesses that educate and advocate for the improvement and expansion of fast, frequent, and reliable passenger rail service linking Virginia and the east coast. We were founded in 1994 as a partnership between the Greater Richmond Chamber of Commerce and the Future of Hampton Roads.

Funding Formula Our request is based on the average ridership at the Williamsburg Station over the last five years and run through our membership formula. Williamsburg's ridership has averaged 55,968 over the last decade years which places the City in our 50,000-100,000 membership level whose annual dues request is $4,500.

Summary of other funding sources We receive funding from hundreds of individuals; other localities, economic development agencies, foundations, and governmental entities (VA. Dept. of Rail and Public Transportation, Virginia Beach, James City County, Fredericksburg, Norfolk, Richmond, Charlottesville, New River Valley), and the corporate community (Dominion, Altria, Caterpillar, Siemens, JBG Smith etc.).

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Partnerships with Other Agencies or City Departments Amtrak, VA Department of Rail and Public Transportation, and Virginia Passenger Rail Authority.

Proposed FY25 Programs/Services -Protect Williamsburg's Amtrak Regional Trains; -Advance the Long Bridge project (which is one of the projects needed to add more service to Williamsburg); -Advance the Commonwealth Corridor study (which the study recommended a route of Newport News-Williamsburg to Roanoke/New River Valley on an east-west corridor via Richmond and Charlottesville); -Work to secure additional state/federal funding to improve our stations and rail corridors.

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Specific Benefits to Williamsburg Residents With tourism and higher education major industries for the City of Williamsburg, our efforts to bring about enhanced passenger rail service are critically important to the local economy. VHSR serves as the primary advocate for passenger rail at the Virginia General Assembly and at Congress representing the interests of our local governments. No other organization has taken on the task of pulling together rail interests from across the state to build the support that is required for public funding of enhanced and improved intercity passenger rail service. Our board members from the area are Caleb Rogers, Jack Tuttle, Thomas G. Tingle, and Sean Driscoll who have been tireless workers on behalf of rail transportation improvements.

In FY 2022, Williamsburg's Amtrak station was the 120th (out of 511 total stations) largest station by passenger volume in the US and served by one of the most successful Regional corridor in Amtrak's network. Through the first eleven months of FY 2023, the Newport News/Williamsburg Amtrak Regional trains are on-pace to have their highest ridership ever!

During FY 2022, Virginia’s passenger trains removed 607.8 million passenger miles from our roadways, reduced the burning of fuel by 8 million gallons, and eliminated the release of 71,000+ metric tons of greenhouse gas emissions annually. Furthermore, they helped to generate nearly $686 million in economic benefits which created/sustained over 6,900+ jobs. Our Amtrak trains also generated an estimated over $20.9 million in economic benefits for the Greater Williamsburg which created/sustained hundreds of local jobs.

With the cost of building a new highway lane mile in Virginia exceeding $44 million, the residents of Williamsburg benefit by having greater access to communities along the east coast and improved intercity mobility.

Please attach any additional information that will support your request for funding.

VHSR Williamsburg Request Packet.pdf

Packet includes our cover letter, Virginia Passenger Rail Overview for FY 2022, Williamsburg Passenger Rail Station Impact Overview for FY 2022, and our FY 2024 Information Packet. Filename: VHSR Williamsburg Request Packet.pdf Size: 4.5 MB

Final Page

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October 25, 2023 Ms. Barbara Dameron Director of Finance City of Williamsburg 401 Lafayette Street Williamsburg, Virginia 23185 Dear Ms. Dameron: On behalf of my board of directors, I want to thank you again for the opportunity to request funding from the City of Williamsburg. Enclosed with our application for funding you will find our FY 2024 information packet, our 2023 Williamsburg passenger rail impact report, and an impact overview of our passenger rail trains. Since our founding we have helped to expand Virginia’s passenger rail service by 101 percent, increase the ridership on our trains by 74 percent, and improve passenger rail service for 6.8 million Virginians. Our trains and the investments we’ve made to improve them have generated $11.6 billion in economic benefits while also reducing roadway traffic by nearly 12.5 billion passenger miles traveled. This in return has lowered fuel consumption by 164 million gallons and stopped the release of 1.46 million metric tons of CO2. Your generous support has helped us to fight for funding used to sustain Virginia's Amtrak Regional trains, including the two that serve the Williamsburg station; advance the DCRichmond high speed rail corridor which will lead to improved service to Williamsburg; and promote construction projects that will improve reliability, increase tourism, and reduce travel times to and from Williamsburg. With continued capacity constraints on our roadways and at our airports, passenger rail is playing an increasingly important role in moving our citizens. This is no doubt why Williamsburg residents love their trains. Even during the global pandemic, the Williamsburg-Newport News Regional corridor continued to be one of the most successful Regional train corridors in Amtrak's entire network! During FY 2022, Virginia’s passenger trains removed 607.8 million passenger miles from our roadways, reduced the burning of fuel by 8 million gallons, and eliminated the release of 71,000+ metric tons of greenhouse gas emissions annually. Furthermore, they helped to generate nearly $686 million in economic benefits which created/sustained over 6,900+ jobs. Our Amtrak trains also generated an estimated over $20.9 million in economic benefits for the Greater Williamsburg which created/sustained hundreds of local jobs. Our Amtrak Regionals are the foundation of our vision for intercity passenger rail in the Commonwealth.

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Our vision for the Peninsula is to increase service by 300 percent to Williamsburg and Newport News; improve their on-time performance to above 90 percent; and reduce their travel time from Williamsburg to Washington by nearly an hour and to New York to less than 6 hours for the total trip. While the last few years have been challenging, passenger rail is well positioned. Ridership on the Newport News/Williamsburg Amtrak Regional trains are on-pace for their highest ridership ever for the FY 2023 fiscal year! Over the course of FY 2025, we will be aggressively working to protect the state funding dedicated to our Regional trains and passenger rail program; advocate for the continued advancement of the Long Bridge (railroad bridge over the Potomac River connecting Virginia and DC) and Transforming Rail in Virginia project so that we can expand the infrastructure capacity necessary to add more passenger trains along the Peninsula; work to make our trains more attractive and accessible to families and tourist by improving their reliability, lower tickets prices, and improve our stations; and work on identifying funding to complete the federal high speed rail study for the Richmond to Hampton Roads corridors which will determine how Virginia can expand and enhance even more service to Williamsburg and Newport News. The success of Virginians for High Speed Rail is only made possible by the generous support of localities like the City of Williamsburg who fund our work to connect Virginia with fast, frequent, and reliable intercity passenger rail. We could not do what we do, without your support. I hope that you will renew your support for $4,500 for FY 2025. Regards,

Danny Plaugher Executive Director

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Application: Williamsburg Area Transit Authority Ben Goodill - BGoodill@gowata.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 7 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

Agency Information J-172

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Agency Name Williamsburg Area Transit Authority

Contact Person Ben Goodill

Position Title Director of Planning & Administration

Email Address

BGoodill@gowata.org

Phone Number 757.790.2408

Address 7239 Pocahontas Trl Williamsburg, VA 23185

Total City Funding Request for FY 2025 $ 501,561

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Short description of how funding will be used: Funding will be used to continue operations of the city bus service operating throughout the Greater Williamsburg area. The contribution will cover operating and capital needs for FY25.

Agency Overview

Agency Purpose The purpose of WATA is to provide opportunities for economic growth and improve the quality of life for our region by providing public transportation services for residents, tourists, and the local workforce.

Funding Formula The formula takes WATA's operating cost per hour and multiples by the number of fixed route revenue hours to be operated within the City of Williamsburg.

Summary of other funding sources WATA is funded by a combination of federal, state and local dollars from agencies such as FTA, DRPT, HRTPO, York Country and James City County. Additional funding comes from contracts with W&M and CWF, as well as minimal funding from fares and advertising.

Partnerships with Other Agencies or City Departments The City Council of Williamsburg appoints a representative to sit on the WATA Board of Directors. We also coordinate with the local police department on a variety of issues involving road closures affecting bus routes, passenger safety, and other police matters. WATA also participates in the One Call group network for providing accessible rides in the area, coordinating with agencies like Peninsula Agency on Aging, Faith in Action, and the Arc of Williamsburg.

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Proposed FY25 Programs/Services WATA will complete and present its Transit Strategic Plan, Evolving WATA, in FY25. WATA will begin reconstruction and expansion of its operations and maintenance facility, located in the City of Williamsburg, as well as construction of a new northern transfer center, located in upper York County.

Specific Benefits to Williamsburg Residents By providing quality transportation services to the residents and guests of the City of Williamsburg, we are helping to provide a better quality of life for those who may not be able to get around without public transportation. Through the benefits of strong public transportation, we encourage economic growth as studies estimate a 4:1 return for every dollar invested. By providing reliable and convenient public transportation, we can also help reduce traffic congestion and carbon emissions.

Please attach any additional information that will support your request for funding.

WATA FY25 Budget Draft.docx

Initial draft of the WATA FY25 budget Filename: WATA FY25 Budget Draft.docx Size: 116.9 kB

Final Page

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Williamsburg Area Transit Authority Fiscal Year 2025 Draft Budget

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Table of Contents Table of Contents................................................................................................1 1

Organization & Governance ..........................................................................2 1.1 1.2 1.3 1.4

Board of Directors ...............................................................................................................2 Budget Process & Schedule..................................................................................................3 Budget highlights from the Executive Director......................................................................3 Draft Resolution of Appropriation........................................................................................6

Operating Revenue Detail .............................................................................7

Operating Expenses Detail ............................................................................8

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1 Organization & Governance 1.1 Board of Directors The Board of Directors for Williamsburg Area Transit Authority are each appointed by their locality for service. The Board then elects officials in July to serve for the remainder of that fiscal year. The appointed members for Fiscal Year 2024 are: Voting Members Mark Bellamy, Chair – Deputy County Administrator Representing York County Michele DeWitt, Vice-Chair – Assistant City Manager Representing The City of Williamsburg Denise Kirschbaum – Chief of Social Services Representing James City County Paul Holt – Director of Community Development & Planning Representing James City County Non-Voting Members Bill Horacio – Director, Parking & Transportation Services Representing The College of William & Mary Patrice Strachan – Transit Programs Manager Representing The Virginia Department of Rail and Public Transportation Sarah Jones – Manager of Bus Operations Representing The Colonial Williamsburg Foundation Supporting Members Jennifer Tomes Serving as Treasurer Pender & Coward Serving as Legal Counsel Matthew Scalia Serving as Secretary

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1.2 Budget Process & Schedule As a political subdivision of the Code of Virginia, WATA has an array of federal, state, and local funding pots to utilize. Each funding source available may present different restrictions or funding matches. Key Dates in WATA’s budget process include: Month November November- February January April June July

Item Draft budget to Board of Directors Submit requests to partner agencies for funding, including State & Federal. Apply for earmarks through Congressional Representatives Confirm budget approvals from requested revenues Present final proposed budget to the Board of Directors New budget takes effect

As written in the bylaws, pending approval by our partners, staff are required to present a draft budget at the November board meeting. This draft budget allows staff to submit funding requests to our partner localities for consideration in their budget processes. Upon approval of the attached draft budget, staff would refine the overall budget book for FY25 and present the first full draft in April.

1.3 Budget highlights from the Executive Director I am pleased to submit for your consideration the Draft Fiscal Year 2025 Proposed Operating Budget and Capital Improvements Plan (CIP) for the Williamsburg Area Transit Authority. Operating Budget The overall operating budget for Fiscal Year 2025 totals $9,798,684. Operating Revenue Operating Revenue for FY2024 continues to come primarily from the same sources as in previous years, with an item of note being the last allocation of AARA funding, totaling $2,007,213. We will receive $$2,245,042 in State operating, $4,492,359 in federal, $3,061,283 in local. Operating funding provided by the Commonwealth of Virginia is slightly higher than last year. As part of the Amended and Restated Williamsburg Area Transit Authority and The Colonial Williamsburg Foundation Bus Service Agreement, dated March 31, 2023, WATA will receive $700,000 from CWF in Year 1 of the agreement. This is annotated in the budget under Contracted Services. As proposed in the draft Transit Strategic Plan, the delta will be divided among the localities with the City of Williamsburg taking on the largest share. Projected revenue from local member jurisdictions meets our request of $1,688,667; this includes a Community Support Agency Grant appropriation of $45,000 from the City of Newport News for our service to Lee Hall to connect with Hampton Roads Transit. The contribution requested of member

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jurisdictions is also a result of the work done by WATA staff and Jarrett Walker & Associates on the Evolving WATA draft TSP. Operating Expenses The budget includes funding for 84 total staff positions to support WATA’s operations. This reflects the additional six (6) fixed-route drivers the Board of Directors approved on April 19, 2023, to support WATA’s commencement of Route 15 Colonial. Yet, hiring and retaining qualified operators continues to prevent WATA from providing services to previous standards of frequency and reliability prior to the pandemic. Staff are consistently reviewing different approaches to increase retention rates. Full-time ADMIN

Executive Director

ADMIN

Director of Administration/Planning

ADMIN

Grants/Budget Administrator

ADMIN

Marketing and Administrative Specialist

ADMIN

Information Technology Administrator

ADMIN

Transit Planner

OPS

Director of Operations

OPS

ADA Coordinator

OPS

Transit Supervisors

OPS

Safety & Security Coordinator

OPS

Transit Dispatcher

OPS

Lead Drivers

OPS

Bus Operator Fixed Route

OPS

Bus Operator (Flex-Extra Board)

OPS

Bus Operator ADA

OPS

Limited Term Operator (demonstration route)

Total

OPS

Bus Operator Fixed Route (1040hrs.)

OPS

Bus Operator Fixed Route (1560hrs.)

OPS

Bus Operator ADA (1040hrs.)

OPS

Customer Service (1040 hrs)

Part-time

Total Positions

Overall maintenance expenses are again projected to increase due to the costs of fuel and parts. Additionally, the new maintenance contract agrees to a 3.7% increase in fixed costs for the upcoming

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fiscal year. This same increase was then applied across the board for variable fees related to vehicle maintenance. The overall budget for vehicle maintenance, however, appears to decrease since staff have removed potential cost of services related to the southeastern demonstration route. As in years past, personnel, maintenance, and fuel make up the largest percentage of WATA’s operating expenses at 84%. The largest increase of all operating expenses is related to salaries since WATA has planned to bring janitorial services in house, become fully staff in admin, and included general increases for salaries and benefits.

Capital Improvement Plan (CIP) The overall capital budget for Fiscal Year 2025 is $16,326,337. The CIP is significantly higher than some previous years because of the two major facilities projects, a renovation of the administration and operations facility on Pocahontas Trail and a new northern transfer facility, totaling $12,102,536 budgeted for FY25. Included in these funds are temporary work locations for the administrative staff as well as operations and maintenance office space during the renovation. We are also planning $410,000 for vehicle replacement in FY2024. The priority is to replace two (2) body on chassis vehicles and one (1) support vehicle. We also anticipate placing orders for two (2) CNG replacements, and one (1) diesel replacement for bus 805. Staff have ongoing negotiations that are making progress to improve the current bus stop at Longhill Grove apartments. We anticipate a $130,000 project to get underway in FY25. In addition, staff have budgeted for the installation of fifteen (15) EcoSeats throughout the service area. Conclusion The past year presented many challenges to WATA as its professional staff and operators continued to provide the best services as feasible despite severe personnel shortages and turnover. WATA’s FY2025 budget takes into careful consideration the difficult environment characterized by supply chain delays, high fuel costs, and workforce shortage, in addition to the capital considerations needed for the construction of two facilities. Though the current poor employment environment has prevented WATA from reinstituting some services ante-pandemic or commence other anticipated initiatives, there has been a modest but steady increase of drivers in recent months. As proposed in the TSP WATA is exploring increased frequency and service improvements beginning in FY26. It will be critical to continue to invest in the recruitment and retention of our operators to ensure we are prepared for these improvements. The attached documentation provides further detail and a draft resolution which staff would bring back to the Board of Directors for approval in June 2024.

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1.4 Draft Resolution of Appropriation Fiscal Year 2025 Resolution of Appropriation WHEREAS, the Executive Director has proposed an Operating Budget for the fiscal year beginning July 1, 2024, and ending June 30, 2025, and a FY 2025-2029 Capital Improvement Plan, of which the first year is for appropriation and the final four years are for informational and fiscal planning purposes only; and WHEREAS, it is necessary to appropriate funds to carry out the activities proposed for the fiscal year beginning July 1, 2024, and ending June 30, 2025, and to provide for certain revenue in support of those appropriations. NOW THEREFORE BE IT RESOLVED by the Board of Directors of the Williamsburg Area Transit Authority that: 1. The following amounts are hereby appropriated in the Operating Fund for Authority operations activities for the fiscal year beginning July 1, 2024, and ending June 30, 2025: Operating Revenues Federal State Local Total Revenues

FY2025 $4,492,359 $2,245,042 $3,061,283 $9,798,684

Operating Expenses Administration Admin Rural Safety & Training Operations – Fixed Route Operations – Rural Fixed Route Operations - ADA William & Mary Colonial Williamsburg Foundation Demo – Route 10: Grafton Total Expenditures

FY2025 $1,023,470 $216,671 $99,218 $5,088,274 $1,281,813 $806,305 $239,743 $806,878 $0 $9,798,684

2. An appropriation in the amount of $16,326,337 is hereby made in the Capital Fund as detailed below: Capital Revenues Federal State Local Total

FY2024 $13,061,070 $3,096,315 $184,884 $16,342,269

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2 Operating Revenue Detail Description INTEREST-SHORT-TERM INVEST LEASE-INTEREST REVENUE RENT VDRPT STATE GRANTS STATE CAPITAL STATE GRANTS CWF FTA FEDERAL GRANTS FTA FEDERAL CAPITAL HRPDC/VDRPT FEDERAL GRANTS FEDERAL ARRA FUNDS FTA GRANTS SECTION 5311 RURAL FTA GRANTS SECTION 5307 CWF FARES-PASS PROGRAM BUS FARES FARES-HANDI-TRANSIT FARES-CREDIT CARDS MOBILE TICKETING PAYMENT IN LIEU OF FARES CONTRACT SERVICES INSURANCE RECOVERY MISCELLANEOUS REVENUE SALE OF VEHICLES SALE OF OTHER PROPERTY ADVERTISEMENT INCOME JCC CONTRIBUTION WILLIAMSBURG CONTRIBUTION YORK CONTRIBUTION YORK COUNTY PARATRANSIT SVCS NEWPORT NEWS CONTRIBUTION LOCAL SHARE CAPITAL CWF/YORK CARRYFORWARD FUNDS CARRYFORWARD ENCUMBRANCES

Fund Balance Total

FY2023 Budget Projected

FY2024 Proposed

$ - $ $ - $ $ 23,935 $ 69,588 $ 2,082,073 $ 1,813,686 $ - $ $ 34,880 $ $ - $ 3,571,311 $ - $ 64,000 $ 180,000 $ 180,000 $ 1,031,700 $ $ 494,351 $ 530,392 $ 193,997 $ $ 9,463 $ 28,500 $ 158,662 $ 237,500 $ 24,137 $ 42,750 $ 36,317 $ 51,300 $ - $ 18,950 $ 67,869 $ 54,000 $ 32,789 $ 1,105,600 $ 9,757 $ $ 50 $ $ 2,575 $ $ - $ $ 31,858 $ 35,000 $ 618,849 $ 680,734 $ 337,304 $ 371,034 $ 181,018 $ 377,377 $ 17,500 $ 17,500 $ 45,000 $ 45,000 $ - $ $ - $ $ - $ $ 25,000 $ $ 5,639,084 $ 9,294,222

FY25 Proposed $ $ $ 70,000 $ 2,008,730 $ 236,312 $ $ 1,779,205 $ 65,000 $ 200,000 $ 2,007,213 $ 440,941 $ $ 28,500 $ 237,500 $ 42,750 $ 51,300 $ 18,950 $ 54,000 $ 955,600 $ $ $ 100 $ 300 $ 36,000 $ 706,286 $ 450,306 $ 347,191 $ 17,500 $ 45,000 $ $ $ $ $ 9,798,684

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Salaries, Full- Time Salaries, Part-Time Salaries, Overtime Fringe Benefits Advertising Professional Services Promotion/ Marketing Dues, Memberships, Subscriptions Utilities Insurance Equipment Maintenance Building & Grounds Maintenance Postage Telecommunications Travel and Training Annual Audit Radio Maintenance Vehicle Maintenance Employee Recognition Fuel Vehicle Parts and Supplies Office Supplies Leases/Rentals Uniforms Software Furniture and Equipment Legal Services Fiscal Agent Fee Enhancements WTC Lease Bus Stop Amenities CWF Ops Budget Purchasing Services Insurance Claim Expenses Transit Strategic Plan Hardware Fund Balance - Operating Reserve Total

Administration Fixed Route ADA Admin Rural Ops - Rural Safety & Training William & Mary CWF Operations Special Projects Total $ 403,328 $ 1,844,182 $ 246,697 $ 88,536 $ 458,974 $ 58,448 $ 95,298 $ - $ - $ 3,195,463 $ - $ 527,324 $ 156,289 $ - $ 150,061 $ - $ - $ - $ - $ 833,674 $ 4,034 $ 237,151 $ 4,029 $ 885 $ 52,942 $ - $ - $ - $ - $ 299,041 $ 177,450 $ 1,140,299 $ 152,170 $ 38,953 $ 283,713 $ 32,270 $ 61,053 $ - $ - $ 1,885,908 $ 6,560 $ - $ - $ 1,440 $ - $ - $ 1,000 $ - $ 5,000 $ 14,000 $ 12,546 $ 5,454 $ - $ 2,000 $ 800 $ 6,000 $ - $ - $ - $ 26,800 $ 6,560 $ - $ - $ 1,440 $ - $ - $ 500 $ - $ 32,000 $ 40,500 $ 10,660 $ - $ - $ 2,340 $ - $ - $ - $ - $ - $ 13,000 $ 32,800 $ - $ - $ 7,200 $ - $ - $ - $ - $ - $ 40,000 $ 46,002 $ - $ - $ 10,098 $ - $ - $ - $ - $ - $ 56,100 $ - $ 8,200 $ - $ - $ 1,800 $ - $ - $ 36,500 $ 50,000 $ 96,500 $ - $ 79,458 $ - $ - $ 17,442 $ - $ - $ - $ - $ 96,900 $ 251 $ - $ - $ - $ 55 $ - $ - $ - $ - $ 306 $ 36,675 $ - $ - $ - $ 8,051 $ - $ - $ - $ - $ 44,725 $ 11,480 $ 3,280 $ 1,640 $ 2,520 $ 1,080 $ 2,000 $ - $ - $ - $ 22,000 $ 19,237 $ - $ - $ 4,223 $ - $ - $ - $ - $ - $ 23,460 $ - $ 43,311 $ 13,677 $ - $ 12,510 $ - $ - $ - $ - $ 69,498 $ 10,482 $ 588,091 $ 93,140 $ 3,364 $ 158,473 $ - $ 43,278 $ 293,346 $ - $ 1,190,174 $ 4,100 $ - $ - $ 900 $ - $ - $ - $ - $ - $ 5,000 $ 2,198 $ 440,175 $ 60,000 $ 482 $ 81,032 $ - $ 27,574 $ - $ 611,461 $ 24,122 $ 144,732 $ 72,366 $ 5,295 $ 47,656 $ - $ 10,000 $ - $ - $ 304,170 $ 4,510 $ - $ - $ 990 $ - $ 500 $ - $ - $ - $ 6,000 $ 4,100 $ - $ - $ 900 $ - $ - $ - $ - $ - $ 5,000 $ - $ 20,467 $ 3,838 $ - $ 5,335 $ - $ 1,040 $ - $ 1,000 $ 31,680 $ 5,003 $ - $ - $ 901 $ - $ - $ - $ - $ 40,000 $ 45,904 $ 2,870 $ - $ - $ 630 $ - $ - $ - $ - $ - $ 3,500 $ 8,200 $ - $ - $ 1,800 $ - $ - $ - $ - $ - $ 10,000 $ 112,894 $ - $ - $ 24,782 $ - $ - $ - $ - $ - $ 137,676 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ 24,600 $ - $ - $ 5,400 $ - $ - $ - $ - $ - $ 30,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 30,000 $ 30,000 $ - $ - $ - $ - $ - $ - $ - $ 477,032 $ - $ 477,032 $ 48,708 $ - $ - $ 10,692 $ - $ - $ - $ - $ - $ 59,400 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ 25,000 $ 25,000 $ 4,100 $ 6,150 $ 2,460 $ 900 $ 1,890 $ - $ - $ - $ 5,500 $ 21,000 $ - $ - $ - $ - $ - $ - $ - $ - $ 47,812 $ 47,812 $ 1,023,470 $ 5,088,274 $ 806,305 $ 216,671 $ 1,281,813 $ 99,218 $ 239,743 $ 806,878 $ 236,312 $ 9,798,684

3 Operating Expenses Detail

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Application: An Occasion for the Arts Nancy Wigley - npwigley30@gmail.com Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 6 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name An Occasion for the Arts

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Contact Person Rachel Williams

Position Title President

Email Address rmwilliams@wm.edu

Phone Number 301-356-2289

Address PO Box 363 Williamsburg, VA 23187

Total City Funding Request for FY 2025 $ 65,000

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Short description of how funding will be used: $20,000 funding will be used to implement a comprehensive marketing and communication plan that will be spent in advance of the event to promote tour our local and regional audience. $20,000 will be used to help fund our annual operations that are required to execute this three-day event. $25,000 will be used to offset the increase in salary to hire an Executive Director who will manage all aspects of the show, with support from the Board of Directors.

Agency Overview

Agency Purpose It is the Mission of AOFTA to promote interest and participation in the arts in the Greater Williamsburg area through an annual exhibition and to promote the expansion of the arts in the community and to encourage students to pursue the arts.

For over 50 years, An Occasion for the Arts has been committed to making the arts accessible to all Williamsburg residents and guests. We can estimate 15,000 to 20,000 patrons of the arts attend the show annually, making it the third largest community event behind only the celebrations of the 4th of July and the Grand Illumination. One hundred and forty jury-selected artists display and sell their art, resulting in nearly $500,000 in gross sales and most spend a minimum of 2 nights in local hotels.

All Williamsburg James City County public schools (K-12), and many area private schools from surrounding counties participate in the Youth Art Show resulting in more than 1,000 creative pieces of the art on display from our schools. We also invite artists from The Arc of Williamsburg to display their art alongside the Youth Art. 14 musical or performance groups perform over the weekend.

We are run by an all-volunteer board with currently one paid part-time Executive Director.

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Programs and Services Offered AOFTA produces a two-day art and music festival featuring over 150 artists from all over the country, live performances, interactive community art experiences and a Youth Art Exhibit open to all local students. We are introducing our inaugural Artist in Residence Program in a WJCC school during this 2023-24 school year and plan to host this annually.

Target Population or Audience of the Agency's Programs/Services Our target population is anyone who has an appreciation for the arts, live music, community engagement, and cultural enrichment.

Projected Number of Residents to be Served or Attendees in FY 2025 20,000 attendees over two days.

Partnerships with Other Agencies or City Departments Fire, Police, City Manager, Williamsburg Contemporary Art Center, The Muscarelle Museum of Art, Merchants Square Association, The Arc of Williamsburg, WJCC Schools, Colonial Williamsburg, Williamsburg Chamber and Tourism Alliance, Kiwanis Club of Williamsburg.

Number of Employees in the Agency One

Percent of FY 2025 Budget Provided by the City 30

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Fees Charged for Services or Events The entire two-day show is free and open to the public.

This year we recorded zip codes from guests who were purchasing beer and wine tickets. We collected over 600 zip codes. About 75% were local - Williamsburg, James City County and York. 15% were more regional - Richmond, Hampton, Va Beach. The remaining 10% were farther away in the state, out of state or from another country.

What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? - 145 artists (and a partner) spending two nights in a motel and eating meals at local restaurants - Merchants Square benefitting from additional patronage - 30 local schools participating in the only comprehensive Youth Art Show in Williamsburg - One local school will benefit from our Artist in Residence Program

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How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. We use a detailed artist survey to track sales and quality of the show.

We are collaborating with our marketing consultants, Consociate Marketing, on best practices to capture audience data and will institute those recommendations next year.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

Zip Code Collection

N/A

800

1000

Artist Sales

N/A

500,000

none

N/A

none

N/A

Measures

FY 2025 Funding Requests from Other Sources Funding Sources Williamsburg Area Arts Commission

1500

Sponsorship

30000

Corporation

Amount Approved

10000

Individual Donations

Virginia Tourism

Total

Amount Requested

20000 61500.0

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Please attach your budget document(s).

AOFTA Budget 2023-24-25.pdf Filename: AOFTA Budget 2023-24-25.pdf Size: 70.2 kB

Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Actual YTD 12/31/2022

Projected 12/31/2023

Income Artist Application Fees City Support - OPS Artist Booth Fees - Other Beverage sales Individual Donations WAAC Grant Sponsors Virginia Arts Commission Virginia Tourist Commission Donor Cultivation Event Other Donations (non-recurring) Total Income Expense

19,748.32 17,500.00 ‐ 2,088.63 31,250.00 ‐ 5,340.65 76.69 $ 76,004.29

Accounting & Legal Advertising/Marketing AEFTA Artist Marketing Artist Expenses Artist in Residence Bank Fees Beverages & Ice Chamber Membership Consultants - Artists Consultant - Travel Consultants - Marketing Database Management Decor Donor Cultivation Event Insurance Meeting Expense Merit Awards Office & Admin

1,611.25 45,921.26 695.00 4,240.00 75.00 210.00 250.00 23,441.63 1,047.53 ‐ 2,527.76 ‐ 1,479.00 31.30 100.00 840.04

67,538.20 40,000.00 500.00 7,406.08 1,300.00 28,700.00 20,000.00 11,603.12 4.45 $ 177,051.85

2,500.00 41,798.00 5,250.00 695.00 2,912.73 107.77 6,536.63 250.00 32,500.00 1,397.47 1,274.99 311.96 1,635.32 2,341.64 361.54 4,000.00 742.79

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Performing Artist Fees/MC Porta-John Security Show Setup Expenses Communications Signs / Posters Sound (Audio Visual) Street Captains Storage Tents/table/chairs Trash Pickup Volunteers Web Site Work Youth Art Miscellaneous- Checks Total Expense Net Operatin

‐

1,079.52 8,011.68 5,408.27 $ 102,572.73

10,250.00 2,070.00 11,325.00 743.21 1,141.26 90.00 3,000.00 3,000.00 3,689.76 9,715.53 2,412.00 1,910.77 5,975.00 107.77

($ 26,568.44)

$ 160,046.14

502.20 ‐ 2,173.29 ‐ 2,928.00

$ 17,005.71

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Budget

Projected Budget

2023

2024

$9,000.00 $40,000.00 $70,000.00 $8,000.00 $1,500.00

70,000.00 65,000.00 9,000.00 8,000.00 1,500.00

$10,000.00 $30,000.00 $7,500.00 $0.00 $10,000.00 $0.00

10,000.00 30,000.00 0.00 20,000.00 0.00 0.00

$186,000.00

238,000.00

$2,500.00 $25,000.00 $8,000.00 $1,500.00 $5,200.00 $15,000.00 $75.00

2,500.00 42,000.00 0.00 1,500.00 5,000.00 15,000.00 110.00

$5,000.00

7,000.00

$250.00 $30,000.00

250.00 55,000.00

$3,000.00 $0.00

3,000.00 0.00

$2,500.00 $2,000.00

2,500.00 2,000.00

$0.00 $2,000.00

2,000.00 3,000.00

$0.00 $4,500.00

500.00 4,500.00

$1,500.00

1,500.00

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$10,000.00

11,000.00

$4,000.00

4,000.00

$12,000.00

12,000.00

$1,000.00 $0.00

1,000.00 1,200.00

$2,500.00 $3,000.00

2,500.00 3,000.00

$3,000.00

3,000.00

$3,000.00 $15,000.00 $2,500.00

4,000.00 15,000.00 2,500.00

$1,500.00 $9,000.00

2,000.00 10,000.00

$500.00 $500.00

250.00 250.00

$175,525.00

231,060.00

$10,475.00

6,940.00

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Application: Colonial Williamsburg Foundation Sophia Hart - shart@cwf.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 3 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name The Colonial Williamsburg Foundation

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Contact Person Sophia Crysler Hart

Position Title Director, Corporate & Foundation Relations

Email Address

shart@cwf.org

Phone Number 7572207272

Address The Colonial Williamsburg Foundation 134 North Henry Street Williamsburg, VA 23185

Total City Funding Request for FY 2025 $ 1,300,000

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Short description of how funding will be used: Colonial Williamsburg will use the funding provided by the City of Williamsburg to produce tangible benefits for the citizens of the City through investment in the following areas:

Independence Day Logistics and Fireworks ($150K) Grand Illumination/Holiday Events Logistics and Fireworks ($175K) Juneteenth ($25K) Summer Breeze Concerts ($60K) Lighting of the Cressets ($25K) Ice Rink Operations ($125K -- inclusion of City logo as an official sponsor) Historic Area Holiday Entertainment, Decor and Landscaping (($125K) Merchants Square Dining Area Maintenance ($100K) Nassau Meadows Storm Water Improvements, Phase 3 Implementation ($200K) Historic Area Beautification ($315K)

This investment will directly benefit both the City of Williamsburg and the Foundation by creating a world-class experience for residents, out-of-town guests and overnight visitors, and by generating revenue through taxes on the goods and services provided.

Agency Overview

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Agency Purpose Founded in 1926, Colonial Williamsburg is a private, not-for-profit educational, historic and cultural institution that receives no regular state or federal funding. It owns and operates one of the largest and best-known museum complexes in the world. The Foundation's mission, "that the future may learn from the past," is accomplished by the preservation, restoration and presentation of 18th-century Williamsburg, Virginia's colonial capital. Each day, 365 days a year, it offers programs and activities that engage, inform and inspire people to learn about this historic place, the events that occurred here and the diverse people who helped shape a new nation. Today, Colonial Williamsburg is the largest living history museum in the country, with annual ticketed visitation of approximately 500,000, which includes 150,000 school children and homeschoolers, as well as 500 teachers from across the U.S. who attend the annual Bob and Marion Wilson Teacher Institute in person each summer. In addition to our in-person ticketed visitors, we estimate another 4.5 million individuals stroll the streets of the Historic Area and approximately 5 million tour remotely via our website www.colonialwilliamsburg.org, our various social

media platforms and our live stream programming channel.

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Programs and Services Offered Colonial Williamsburg's centerpiece is the 301-acre Historic Area, with more than 600 restored or reconstructed buildings that have been returned to their colonial appearance, thanks to extensive archaeological, architectural and documentary research. The Historic Area is staffed by several hundred highly-trained character interpreters and tradespeople who portray the men, women and children -- both free and enslaved -- who bring the nation's founding era to life for more than half a million onsite visitors each year who want to experience a total immersion in the 18th century. The Historic Area's iconic structures and inspirational programs are supplemented by approximately 80 historic gardens and an unparalleled Rare Breeds program, which not only protects and preserves a variety of endangered 18th-century animal breeds, but also helps us recreate a more authentic period ambiance through the presence of draft animals that would have been a critical part of every day colonial life. The Foundation also owns and operates the recently expanded Art Museums of Colonial Williamsburg, which include the DeWitt Wallace Decorative Arts Museum and the Abby Aldrich Rockefeller Folk Art Museum. The world-class collections and daily program offerings in these two outstanding museum facilities attract close to a quarter million in-person visitors each year.

Early in 2023, Colonial Williamsburg relocated the Williamsburg Bray School from the W&M campus to the heart of the Historic Area, making it the Foundation's 89th original restoration project. In March, Colonial Williamsburg hosted the first national planning meeting for 2026, bringing together 350 planners, educators and museum professionals from across the country, and commemorating the 250th anniversary of Virginia lawmakers' call at the Raleigh Tavern for all 13 colonies to collaborate and share information through "Committees of Correspondence," an intercolonial network of written communication. We also launched the Colonial Williamsburg Innovation Studios to create new digital content with the first production being the far-reaching podcast "Ben Franklin's World," which had more than 11 million downloads. More recently, we moved staff back into the renovated Goodwin Building downtown, broke ground for a new state-of-the-art Archaeology Center across the street from the Art Museums complex and opened a new bookstore in Merchants Square. In late October we launched a comprehensive fundraising campaign -- "The Power of Place" -- tied to the 100th anniversary of the Foundation and our nation's 250th anniversary. In November/December, we also plan to reopen the Kimball Theatre in time for the holidays.

Target Population or Audience of the Agency's Programs/Services Colonial Williamsburg's primary target audience includes the 6.4 million individuals in Northern Virginia, Washington, D.C. and Maryland as well as the 2.9 million individuals in Greater Williamsburg, Greater Richmond and Hampton Roads.

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Projected Number of Residents to be Served or Attendees in FY 2025 Colonial Williamsburg's public streets permit residents to stroll freely along historic Duke of Gloucester Street and enjoy the charm of 18th-century life through encounters with interpretive staff and visits to all of its restored and reconstructed buildings, ornamental and functional gardens, and top-notch Art Museums. Each day, hundreds of local residents -- including students from William & Mary, whose student IDs provide them with free admission -traverse the Historic Area. The annual Independence Day and Grand Illumination events attract between 25,000 and 60,000 visitors, the majority of whom come from Greater Williamsburg, Greater Richmond and Hampton Roads. Nearly 9,000 local residents also take advantage of the discounted Good Neighbor Pass, which provides a full year of admission. Good Neighbor Passes are available at a cost of $20 annually to residents who live in the following zip codes: 23089, 23090, 23127, 23168, 23185, 23186, 23187, 23188.

Partnerships with Other Agencies or City Departments Colonial Williamsburg works in partnership with the City administration, the Economic Development Authority, the Architectural Review Board, and Police and Fire to create a seamless transition between City and Foundation services. The Foundation also leverages the work of the Virginia Tourism Corporation, the Williamsburg Tourism Council, the Greater Williamsburg Chamber of Commerce and the Merchants Square Association to maximize engagement with potential overnight and day visitors.

Number of Employees in the Agency 1,682

Percent of FY 2025 Budget Provided by the City 1

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Fees Charged for Services or Events Colonial Williamsburg has several ticket options for visitors in the Historic Area and the Art Museums. Prices start at $14.99 for a single-day ticket and continue through a tiered pricing strategy to $74.99 for an Annual Pass, which provides access to the Historic Area, the Art Museums and special programs. Some programming and events, such as evening tours, require additional fees. Events such as Independence Day and Grand Illumination fireworks and programs, the Summer Breeze Concert Series, Juneteenth, Lighting of the Cressets during the holidays and Historic Area Christmas decorations are offered free of charge to the public.

Net Promoter Scores (Customer Satisfaction Ratings)

Community Engagement

Sales, Meals & Hotel Taxes (through Merchants Square sales, taverns and CW restaurants, hotels and other taxable products and programs)

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Increased visitation overall, including increased overnight visits from NOVA/DC/MD and increased day visits from Greater Williamsburg, Greater Richmond and Hampton Roads

Increased service levels resulting in higher guest satisfaction and favorable social media

Increased patronage of city businesses

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Taxes collected and paid to the City by Colonial Williamsburg and other businesses in Merchants Square and the Historic Area

Attendance during free events, such as Independence Day, Grand Illumination and more

Attendance during free community events, such as Williamsburg Farmers Market, Occasion for the Arts, Art on the Square, Second Sunday

Guest satisfaction reported through the use of Net Promoter Scores (NPS), which measure customer loyalty to a given company. [NOTE: Colonial Williamsburg's overall NPS in 2023 is 71.3, which translates to a customer satisfaction rating of 90.6%, up from 67.9 and 88.4%, respectively, from 2022.]

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

60,000

63,000

66,150

25,000

26,250

27,650

5,000

5,250

5,500

10,000

10,500

11,000

Measures Estimated free attendance at Grand Illumination Estimated free attendance at Independence Day Estimated free attendance at Juneteenth Estimated free attendance at Lighting of the Cressets

FY 2025 Funding Requests from Other Sources Funding Sources

Total

Amount Requested

Amount Approved

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Please attach your budget document(s).

CWF Audited Financial Stmt - 2022.pdf Filename: CWF Audited Financial Stmt - 2022.pdf Size: 951.1 kB 2023 Budget for Educational Activities.pdf Filename: 2023 Budget for Educational Activities.pdf Size: 184.5 kB FY25 Nassau Meadows Storm Water Improvements Phase 3 Budget.docx Filename: FY25 Nassau Meadows Storm Water Improvements Phase 3 Budget.docx Size: 9.6 MB FY25 Historic Area Beautification Budget.docx Filename: FY25 Historic Area Beautification Budget.docx Size: 30.6 kB FY25 Independence Day Budget.docx Filename: FY25 Independence Day Budget.docx Size: 30.6 kB FY25 Grand Illumination Budget.docx Filename: FY25 Grand Illumination Budget.docx Size: 30.6 kB FY25 Juneteenth Budget .docx Filename: FY25 Juneteenth Budget .docx Size: 30.3 kB FY25 Lighting of the Holiday Cressets Budget.docx Filename: FY25 Lighting of the Holiday Cressets Budget.docx Size: 47.5 kB FY25 Ice Rink Operations Budget.docx Filename: FY25 Ice Rink Operations Budget.docx Size: 3.7 MB FY25 Historic Area Holiday Entertainment Decor and Landscaping Budget.docx Filename: FY25 Historic Area Holiday Entertainment Decor and Landscaping Budget.docx Size: 9.2 MB FY25 Merchants Square Dining Area Maintenance Budget.docx Filename: FY25 Merchants Square Dining Area Maintenance Budget.docx Size: 30.4 kB FY25 Summer Breeze Concert Series Budget .docx Filename: FY25 Summer Breeze Concert Series Budget .docx Size: 30.3 kB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Colonial Williamsburg Foundation Educational Activities Statement of Activities For the calendar year ending December 31, 2023 ($ in 000's) 2023 Budget Operating Revenues (a) Programs & Admissions

19,992

Revenue from admissions to the Historic Area, museums, and other programs.

Gifts Unrestricted for Operations Gifts Restricted for Operations

26,049 6,162

Gifts mainly recognized in the Colonial Williamsburg Fund. Gifts restricted for specific programs. For budget purposes, the foundation recognizes restricted gift revenue as expenditures are made on the programs.

Endowment Support for Operations

41,483

Annual endowment support for operations is based on a 12quarter weighted average of the endowment's market value. For 2023, the spending rate is 6%.

Total Revenues

93,685

Operating Expenses Programs & Admissions

49,676

Programs & Admissions

43,590

Historic Area Maintenance

6,087

Restricted Gift Spending Development Corporate Services Destination Advertising Depreciation and Amortization Interest Expense Total Expenses Operating Surplus/(Deficit)

6,162 12,471 17,102 2,284 5,528 729 93,953 $

(267)

(a) Operating Revenues exclude gifts for endowment, capital, objects, new pledges, life income, and other planned giving gifts. The audited financial statements include adjustments for gift reporting.

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Application: Culturefix Stephen Rose - info@culture-fix.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 8 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name CultureFix

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Contact Person Steve Rose

Position Title Executive Director/Founder

Email Address

info@culturefix.org

Phone Number 7575924289

Address 4403 Ironbound Road Williamsburg, VA 23188

Total City Funding Request for FY 2025 $ 160,000

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Short description of how funding will be used: CultureFix has been delivering creative placemaking events in the City of Williamsburg for the last eight years. Annual events and monthly placemaking offerings draw thousands of attendees to the downtown area. The funds for FY25 will be used to suppor two major events--the Christmas Market and Winter Blues Jazz Fest. In addition, a portion of the funding will support a corresponding amount of our fixed costs in marketing, personnel, insurance, and office expenses.

Agency Overview

Agency Purpose Our vision is to see the Greater Williamsburg community as a creative, vibrant community rooted in history and blossoming with culture. Mission: Our mission is to promote and enhance the cultural energy and vitality of our community by creating experiences and educational opportunities that encourage visitation and enrich the lives of those who live here. To produce unique arts and cultural events for the greater Williamsburg area; To support and collaborate with local artists, organizations, and businesses that are mission-aligned and foster mutually beneficial relationships; To work towards an art-inspired communal space and an enhanced arts infrastructure; To capture arts and culture grant money that is designated for livability and creative placemaking Creative Placemaking: An evolving field of practice that intentionally leverages the power of the arts, culture and creativity to serve a community's interest while driving a broader agenda for change, growth and transformation in a way that also builds character and quality of place.

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Programs and Services Offered With City Funding: Winter Blues Jazz Fest--Weekend long event over Martin Luther King, Jr. holiday weekend Christmas/Holiday market--Friday after Thanksgiving for 5 subsequent weekends Thursday-Sunday.

With Other Funding:

Newtown Tunes Concert Series Scrumptious Weekend

Target Population or Audience of the Agency's Programs/Services We have two distinct markets. Local residents, who encompass an area from Richmond to Virginia Beach. Tourists from throughout the US and World. Those traveling to see our world class history museums often need the motivation to make that trip, and our events set a date and create the urgency.

Projected Number of Residents to be Served or Attendees in FY 2025 Local residents (encompassing Hampton Roads Area): 70,000 Out of Town Tourists: 12,000

Partnerships with Other Agencies or City Departments Culturefix has very strong partnerships with the Business Council, Tourism Council, and Economic Development Authority. We also have a great working relationship with Colonial Williamsburg and the College of William and Mary. Our intention is to continue to work with these organizations in determining the most effective events to both create an enhanced quality of life for residents and to achieve the city’s goal of attracting out of town guests to stay overnight and spend money in the local economy. Using the City's funding, we are in a strong position to leverage further support from neighboring jurisdictions and to enhance our relationships with the Virginia Tourism Corporation, the Mid Atlantic Arts Commission, the Virginia Commission for the Arts, and other funding sources.

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Number of Employees in the Agency 4

Percent of FY 2025 Budget Provided by the City 41

Fees Charged for Services or Events Culturefix collects revenue for the sale of food and beverages, ticket sales to annual events and merchandise sales. Culturefix contracts with Merchants Square Association for the event management of the Summer Breeze Concert Series, and with several associations for the management of the Newtown Tunes Concert Series. We also collect vendor fees for the Christmas Market.

Performance Measurement: Please explain how you measure the services you provide, such as the number of people served, quantity of service units, or other quantifiable performance measures. Depending on the purpose of your agency, measures may include customer impact/outcome (examples are: increased levels of knowledge and skills, altered attitudes and behaviors, or improved social or health concerns), increase in number of tourist, increase in sales tax, meals tax, or any other data that measures the impact of the services, programs, or events. What are the proposed outputs (direct products/services)? Direct outputs are fun, engaging, and memorable events featuring music, food, shopping and other family oriented activities. A strong calendar of events, specifically geared to both residents and tourists that deliver quality experiences that enhance the cultural offerings to our community. Almost 50% are offered free to the public and therefore encourage inclusion for all based on no financial barrier. Data is collected from all ticketed events including attendance, repeat attendance, guest spending. Surveys are given to measure attendees satisfaction of events.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Enhanced quality of life for local residents through many cultural offerings. Extremely positive promotion of the Williamsburg area by attendees of our events from outside the area. Residual spending in local restaurants and shops. We plan our events to be in close proximity to the downtown area and work with businesses to establish offers and deals to encourage patronage. Timing on many events is planned not to compete but to enhance the guests ability to experience local merchants. An example would be with the new Christmas Market, we met with local merchants and marketing groups to coordinate our efforts to ensure a collaborative event that would benefit all.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Our events are split into two categories when it comes data collection. Free and ticketed. For our free events we do physical counts at the event and keep data relevant to food/alcohol purchases. Random surveys are taken to establish the mix of locals versus tourists. For our ticketed events we use the Eventbrite ticket platform. This allows us to track all purchases. We track: Attendee residence- city/state Guest age when offered Type of accommodations staying in: Hotel/Motel, with friends or family, timeshare How they heard of the event Years Attending/ repeat customers Ticket sale growth from year to year

We are also able to track all of our events for marketing metrics. For this we use Google, Facebook, and Instagram analytics.

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

45,678

50,245

55,269

20,028

22,030

24,233

1,586

1,744

1,918

1,122

1,234

1,357

Measures Christmas Mkt-Total Attendees Christmas Mkt-Out of Town Visitors WBJF-Ticket Sales WBJF, Ticket SalesOut of Town Attendees

FY 2025 Funding Requests from Other Sources Funding Sources

Total

Amount Requested

Amount Approved

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Please attach your budget document(s).

Final Culturefix Events Budget FY25 with City Funding.numbers

CultureFix budget with City Funding Filename: Final Culturefix Events Budget FY25 with City Funding.numbers Size: 740.3 kB Final Culturefix Agencywide Budget FY25.numbers

CultureFix budget total Filename: Final Culturefix Agencywide Budget FY25.numbers Size: 757.2 kB

Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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CultureFix FY2023 Actuals, FY2024 Budget, FY2025 Budget July 1 - June 30 FY2023 Actuals

FY2024 Projections

FY2025 Budget

Revenue Income Ticket Sales

$72,075.00

$62,500.00

$75,000.00

City Funding

340,000.00

160,000.00

Vendor Fees

56,625.00

82,500.00

93,500.00

Event Management

118,710.00

66,000.00

Alcohol Sales

134,005.00

62,000.00

68,000.00

Sponsorship Packages

7,000.00

5,000.00

Private Sector Grants

10,000.00

2,500.00

Donations

3,843.00

5,000.00

10,000.00

848.00

2,000.00

Merchandise Sales Total Income

743,106.00

447,500.00

482,000.00

Expenditures Payroll Expense

$84,100.00

$85,000.00

Office Space

17,007.00

9,600.00

Advertising & Marketing Expense

36,946.00

25,000.00

Alcohol Expense

64,277.00

40,000.00

Audio Production Expense

47,802.00

30,000.00

Bank Charges & Fees

695.00

1,000.00

Charitable Donations

500.00

Entertainment Expenses

128,935.00

107,000.00

Food & Beverage Expense

16,862.00

15,000.00

Insurance Expense

11,258.00

12,000.00

Job Supplies

12,291.00

26,000.00

10,000.00

Legal & Professional Services

3,594.00

3,600.00

36,000.00

Meals & Staff Entertainment

4,983.00

2,000.00

Merchandise Expenses

3,515.00

2,000.00

Office Supplies & Software

5,534.00

2,500.00

Production Expense

53,967.00

35,000.00

Rental Expenses

140,462.00

60,000.00

9,928.00

7,500.00

Security & Staffing Expenses Taxes & Licenses

333.00

$85,000.00

400.00

Total Expenditures

642,989.00

464,100.00

480,500.00

Net Operating Revenue

100,117.00

16,600.00

1,500.00

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$ $ $ $

Payroll/Salary

Rent/Insurance/Office Exp

TOTAL

405,000.00

55,000.00

85,000.00

25,000.00

160,000.00

10,000.00

40,000.00

15,000.00

50,000.00

General Expenses Marketing/video/web

Christmas/Holiday Market

130,000.00

Total Budget City Portion $ 110,000.00 $ 45,000.00

CultureFix FY2025 Budget by Event & City Funding Portion

Culturefix Funding - City of Williamsburg FY22 Budget

Event Winter Blues Jazz Festival

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$ $ $ $

Payroll/Salary

Rent/Insurance/Office Exp

TOTAL

390,000.00

55,000.00

85,000.00

60,000.00

160,000.00

10,000.00

40,000.00

15,000.00

50,000.00

General Expenses Marketing/video/web

Christmas/Holiday Market

90,000.00

Total Budget City Portion $ 100,000.00 $ 45,000.00

CultureFix FY2025 Budget by Event & City Funding Portion

Culturefix Funding - City of Williamsburg FY22 Budget

Event Winter Blues Jazz Festival

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Application: Virginia Arts Festival Laurie Cherry - lcherry@vafest.org Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 9 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Virginia Arts Festival

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Contact Person Scott Jackson

Position Title General Manager

Email Address

sjackson@vafest.org

Phone Number 757-282-2806

Address 440 Bank Street Norfolk, VA 23510

Total City Funding Request for FY 2025 $ 325,000

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Short description of how funding will be used: On behalf of the Board of Directors of the Virginia Arts Festival, we respectfully request underwriting support from the City of Williamsburg for FY2025 in the amount of $325,000 in support of FY2025 Virginia Arts Festival programming in Williamsburg as part of the Festival's 28th Season.

Programming will include a three-day Williamsburg Live event, two chamber concerts, a December holiday concert, and arts education for Williamsburg-James City County public school students. The Festival's 28th Season marketing plan will include special attention for FY25 Williamsburg events and highlight Williamsburg's cultural opportunities, excellent lodging and fine dining. Through these performances and the 28th Season initiatives, the Festival will focus national PR exposure on the Historic Triangle as a premier destination for the music lover and cultural tourist.

Agency Overview

Agency Purpose The Festival is a leading cultural tourism destination and one of the largest presenting arts organizations between Washington D.C. and Atlanta. A key part of the Festival’s success is its extensive arts education outreach program which reaches approximately 40,000 students, teachers and chaperones through over 100 events annually.

The Festival is built on a four-part foundation. • Bringing impactful artistry – Most performers are craftsmen – but a very few are truly artists – Kenny Loggins, Sheryl Crow, Alison Kraus and Rhiannon Giddens – When they perform, they demand the audience pay attention, they inspire us, they teach us about being human; when the performance is over, they stay with us. Bringing this artistry into Williamsburg is one of the cornerstones of the Festival. • Impacting the lives of children – The Festival’s goal is that every child in Williamsburg experiences the Festival at least once during their school years. Many artists who perform as part of the Festival will participate in arts education programming as part of their residency. • Leaving Something Behind – Commissioning great art by the finest artists for our future generations, to include world premieres and the debut of promising young artists as a part of the Festival line-up. The Festival isn’t just finding the world’s greatest artists; it is creating impactful art and sharing it with the world. • Making a difference for Williamsburg: Currently, 50% of the audience at our Williamsburg events come from out of town, contributing over $1,000,000 annually to the economy.

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Programs and Services Offered In 2025, the Virginia Arts Festival will maintain the momentum of its pre and post Covid seasons through the high quality of artists and vibrancy of marketing. Williamsburg will be a significant part of this 28th season. The 2025 Annual Virginia Arts Festival Celebration will be held from April 4 – June 22, 2025, including Williamsburg Live Friday, June 20 through Sunday, June 22, 2025, serving as the signature event closing the season. We will feature a diverse line-up of world-renowned artists and positively impact students through the arts student with matinées, in-school performances, workshops and master classes.

This request includes a significant increase over past requests ($200K increase plus $125K regular request), due to the extensive costs of creating a venue from scratch on the Lawn of the Art Museums of Colonial Williamsburg and the ever-increasing costs of stagehands and ancillary personnel required to run Williamsburg Live. This increase is meant to keep the Williamsburg Live event strong and successful while the new performance venue is being built in Williamsburg. Once the new venue is finished, the Virginia Arts Festival will no longer have to build a temporary venue to produce Williamsburg Live.

The Festival is already putting together a stellar artist roster for the 2024 Williamsburg Live to be held in June 2024 and plans to maintain this quality for Williamsburg Live in 2025.

Why it is important to keep Williamsburg Live as successful as possible until the new venue is complete and the impact this event has for the City of Williamsburg.

Since 2016, the Virginia Arts Festival has presented six annual June outdoor, weekend music festivals on the Lawn of the Art Museums of Colonial Williamsburg. Two of those were 2-day festivals and the rest were 3-day festivals. Over the course of the six weekends held, there were a total of 19 days of events. Those 19 days of Williamsburg Live events accomplished the following: • Attracted a total of 44,211 attendees • Attracted 19,068 out-of-region attendees • Attracted out-of-region attendees from 35 states, Washington D.C. and 5 foreign countries • Generated $3,244,076 in ticket sales and food and beverage revenue • Generated at least $8,732,640 in economic impact within the Historic Triangle from out-of-region attendees (this does not include local attendee spending) • Resulted in 12,033 rooms booked • Showcased a variety of award-winning artists to include Kenny Loggins, Bruce Hornsby, Sheryl Crow, Alison Krause, Norah Jones, Emmylou Harris, Mandolin Orange, Parker Milsap, Chris Thile, Leyla McCalla, The Lone Bellow, Mandy Moore, Jason Isbell & the 400 Unit and Martina McBride. J-228

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In 2025, Williamsburg Live will continue to feature a varied and high-profile artist roster that will attract an increased number of out-of-town visitors and create more media buzz for the Historic Triangle. The Festival will also: • Create a marketing plan to increase attendance and out of town visitation • Create a food and beverage “experience”, in addition to the performance experience, by focusing on distinct and gourmet food vendors, local craft breweries and Virginia wine vendors. • Continue our partnerships with Colonial Williamsburg and Visit Williamsburg • Advertise event/hotel packages through Marriott.com (Colonial Williamsburg’s Lodge is managed by the Marriott Hotel Corporation.) • The DeWitt Wallace Decorative Arts Museum will partner with this event so that ticket buyers will also receive entrance to the museum with a special ticket package. • Visit Williamsburg will facilitate marketing and public relations initiatives to promote the event.

Working in partnership with the City of Williamsburg, as well as other public and private entities, the Virginia Arts Festival wants 2025 to be another transformational year which will set a new bar for arts entertainment for decades to come.

The 2025 Williamsburg Live will feature the following performances: • June 20, 2025 - Mainstage Concert with well-known headline artist Large tent in the green space on the Lawn of the Arts Museums of Colonial Williamsburg • June 21, 2025 - Mainstage Concert with well-known headline artist Large tent in the green space on the Lawn of the Arts Museums of Colonial Williamsburg • June 22, 2025 - Mainstage Concert with well-known headline artist Large tent in the green space on the Lawn of the Arts Museums of Colonial Williamsburg

In addition, there will be two chamber concerts at the Hennage Auditorium-Art Museums of Colonial Williamsburg or other appropriate Williamsburg venue, a holiday concert in December 2024 and a number of in-school performances, master classes and student matinees in venues throughout Hampton Roads. Included is a plan for all 5th Grade Williamsburg-James City County Public School Students to attend the Virginia International Tattoo Student Matinee. Location and dates for arts education outreach will be coordinated in collaboration with Williamsburg-James City County and York County Public Schools.

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Target Population or Audience of the Agency's Programs/Services The Virginia Arts Festival’s Greater Williamsburg target audience includes: • Greater Williamsburg residents • Hampton Roads residents visiting Williamsburg to attend events, dine in restaurants, shop and utilize city parking • Out-of-town of town cultural tourists visiting Williamsburg to attend events, stay overnight in hotels, dine in restaurants, shop and utilize city parking • the K-12 Williamsburg-James City County student population

Projected Number of Residents to be Served or Attendees in FY 2025 Our goals for FY25 are to reach 1,000 youth and 9,860 adults through Williamsburg Live, chamber concerts, a holiday concert and arts education for WJCC students.

Partnerships with Other Agencies or City Departments The Festival has nurtured long-term partnerships with local arts and community organizations to include Visit Williamsburg, Colonial Williamsburg Foundation, Williamsburg-James City County Public Schools, Merchant Square, Yankee Candle Village Williamsburg, and many others.

Number of Employees in the Agency Full-time: 32; Part-time: 1; Contract & Seasonal: 22; Active volunteers: 325; Total volunteer hours: 4,997

Percent of FY 2025 Budget Provided by the City 30

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Fees Charged for Services or Events Ticket prices for coffee concerts are $25, chamber concerts are typically $35, Williamsburg Live tickets range from $35-$450 (3-day VIP pass), and holiday concert tickets are $28-$85. Discounts for the chamber concert and holiday concert are 10% off for seniors/military, 15% off for AAA members and 25% off for students.

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The overall Festival’s outcomes include: (1) bringing world-class performing arts to our citizens and visitors, (2) positively impacting the lives of students through outstanding year-round educational programs, (3) commissioning works of national and international significance, and (4) making a tangible difference in southeast Virginia with regional partnerships and the positive economic impact generated by cultural tourism.

The success of the Festival is measured by the following: • Quality of the artistic line-up presented. • Number of local arts and community partners we collaborate with each season. • Occupancy of hotels and motels during the weeks of the Festival. • Amount of media coverage of the Festival, locally, nationally and internationally. • Number of local residents who attend Festival performances. • Amount of parking fees paid to the cities in which we host performances. • Number of area residents who attend Virginia Arts Festival performances and eat in local restaurants. • Number of area students that are reached each season, as well as the depth and breadth of the Festival’s artsin-education programs through long-term engagement with artists.

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? The Festival’s expected outcomes include: (1) bringing world-class performing arts to our citizens and visitors, (2) positively impacting the lives of students through outstanding year-round educational programs, (3) commissioning works of national and international significance, and (4) making a tangible difference in Williamsburg with regional partnerships and the positive economic impact generated by cultural tourism.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. The success of the Festival is measured by the following: • Quality of the artistic line-up presented. • Number of out-of-region visitors attending Williamsburg events. • Number of local arts and community partners we collaborate with each season. • Occupancy of Williamsburg hotels and motels during the weeks of the Festival. • Amount of media coverage of the Festival, locally, nationally and internationally. • Number of Williamsburg residents who attend Festival performances. • Amount of parking fees paid to the City of Williamsburg. • Number of Greater Williamsburg residents who attend Virginia Arts Festival performances and eat in Williamsburg restaurants. • Number of Williamsburg-James City County Public Schools students that are reached each season, as well as the depth and breadth of the Festival’s arts-in-education programs through long-term engagement with artists.

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

8941

9400

9860

479

750

1000

n/a

Measures Reached through VAF Wmsbg Events WJCC Students/Teachers Reached

FY 2025 Funding Requests from Other Sources Funding Sources Government Support (nonCity of Wmsbg) Corporate Support & Individual Giving Concert Income

Amount Requested

Amount Approved

10000

110726

500000

142581

763307.0

0.0

Other (concessions, education, endowment, inkind) Total

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Please attach your budget document(s).

VAF 3 Yr Org Budget_FY25 Project Budget.pdf

Virginia Arts Festival 3 Year Organizational Budget and FY25 Project Budget Filename: VAF 3 Yr Org Budget_FY25 Project Budget.pdf Size: 69.7 kB

Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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CITY OF WILLIAMSBURG GRANT APPLICATION FOR FISCAL YEAR 2025 Budget and Summary Financial Statement of Grant Applicant & Proposed Project Budget FINANCIAL INFORMATION ACTUAL UNAUDITED ESTIMATED LAST FISCAL YEAR CURRENT FISCAL YEAR 23 24

ESTIMATED NEXT FISCAL YEAR 25

PROPOSED PROJECT BUDGET

125,000 200,000

325,000

1,451,392 130,372 15,000 824,129 610,322

1,402,505 78,600 10,000 830,000 740,000

1,430,555 80,172 10,200 846,600 754,800

10,000

743,609 423,580

763,318 1,500,000

778,584 1,530,000

2,335,389 106,130 52,169

2,350,000 110,000 53,000

2,397,000 112,200

500,000 69,978

15,103 5,000

I. REVENUE - Do not include donated or in-kind services, materials, facilities, or income legally restricted for acquisitions or capital expenditures. For in-kind categories, see Section II.

A. Revenues - Contributions: 1. City of Williamsburg a. Williamsburg Special Request 2. Membership Fees 3. Other Grants Municipal State Federal 4. Individual Contributions 5. Corporate Contributions 6. Other (specify) Foundations Exceptional Gifts B. Revenues - Program Generated 7. Admissions/Ticket Sales 8. Concessions/Product Sales 9. Interest 10. Other (specify) Performance fees/Contracted services Co-Production Commissions Endowment/Investment Income Education C. Revenues - Net Profits from Fund Raising: (Net Profits) (Specify) Special Events D. Revenues - Other Sources (specify) VAF Management Endowment Distribution - VAF Endowment Distribution - Rollover II. IN-KIND CONTRIBUTIONS A. Services (Advertising/Promotion) B. Goods and Materials C. Space (Facility usage) D. Donated Property/Equipment Other (specify) Non Cash Contribution TOTAL REVENUES:

125,000 N/A

75,726 35,000

0 69,849

70,000

71,400

535,876

37,000

37,740

305,459

184,528

188,219

791,526 1,777,461

1,300,000 301,049

1,275,360 307,070

78,422 29,750 17,100

80,000 30,000 18,000 0 700,000 10,883,000

81,600 30,600 18,360 0 714000 10,989,460

682,189 11,104,723

2,500 50,000 1,088,307

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CITY OF WILLIAMSBURG GRANT APPLICATION FOR FISCAL YEAR 2025 Budget and Summary Financial Statement of Grant Applicant & Proposed Project Budget ACTUAL UNAUDITED LAST FISCAL YEAR 23

ESTIMATED NEXT FISCAL YEAR 25

PROPOSED PROJECT BUDGET

400,000 2,900,000 1,800,000 450,000

408,000 2,958,000 1,836,000 459,000

0 25,000 400,000 16,962

151,824 87,832 130,502 152,813 143,097 0 292,708 45,705 448,647

150,000 100,000 140,000 155,000 175,000 0 300,000 50,000 450,000

153,000 102,000 142,800 158,100 179,500 0 306,000 51,000 459,000

49,473

779,898 47,276

800,000 50,000

816,000 51,000

222,659

225,000

229,500

7,817 1,013

8,000 5,000

8,160 5,100

73,762 174,992 133,680

75,000 180,000 135,000

76,500 183,600 137,700

905,853 187,812 311,284 712,949 418,947 30,197

950,000 190,000 300,000 310,000 425,000 35,000

969,000 193,800 306,000 239,700 433,500

146,892

121,682 11,066,350

125,000 10,883,000

127,500 10,989,460

52,500 1,088,307

III. EXPENSES A. Salaries/Wages/Honoraria - (include fringe benefits and payroll taxes) 1.a. Administration - Directors 396,805 1.b. Administrative - Support (Salaries & Benefits) 2,865,543 2. Guest Artist and Composer Fees 1,784,587 3. Consultants, Legal, Insurance & Interest 436,465 4. Other (Please specify) B. Non-Personnel 1. Office Rent (Bldg Expenses) 2. Utilities/Phone 3. Insurance/Bonding 4. Office Supplies, Materials & Equipment 5. Travel & Lodging Meals 6. Materials 7. Printing and Duplicating 8. Postage and Delivery 9. Advertising/Marketing 10. Equipment Purchase 11. Equipment Rental 12. Repairs and Maintenance 13. Facility Rental-Performance & Reheasal Space a. Williamsburg Live Infrastructure (including production crew, fees & permits, lighting & sound, contract services, equipment rental, supplies) *from multiple lines in the operating budget 14. Real Estate Taxes 15. Other Taxes 16. Interest Expenses 17. Bank Service Charges & Credit Card Fees 18. Admission Taxes 19. Fundraising Expenses 20. Other Tattoo Production Education VAF Management Expenses Special Events Production, House & Stagehands Professional Development & Dues Debt Service 25th Season Celebration Expenses Non-Cash TOTAL EXPENSES (excluding depreciation)

FINANCIAL INFORMATION ESTIMATED CURRENT FISCAL YEAR 24

14,906 293 110,000

249,901 1,312 1,068

20,000

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Application: Williamsburg Area Arts Commission Thomas Phelps - phelps4141@gmail.com Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Oct 19 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: Funding Formula/Dues Application

Formula Application If you experience any technical issues, please do not hesitate to contact us.

Agency Information J-240

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Agency Name Williamsburg Area Arts Commission

Contact Person Thomas C Phelps

Position Title Chair

Email Address

phelps4141@gmail.com

Phone Number 703--4082679

Address 2302 Eaglescliffe Williamsburg, VA 23188

Total City Funding Request for FY 2025 $ 159,000.00

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Short description of how funding will be used: Funding supports the arts and culture grant fund, which is used to support requests eligible non-profit organizations that provide arts and cultural enrichment to the community in the surrounding area. The fund is provided in partnership with James City County. A small portion of the fund is used to manage the operations of the Commission, including workshops and forums presented by the Commission for the benefit of arts and cultural organizations.

Agency Overview

Agency Purpose The purpose of the Williamsburg Area Arts Commission is to support and stimulate excellence in the arts and to create an atmosphere which encourages the growth, development, and accessibility of cultural amenities for the citizenry of and visitors to the area of Williamsburg. This is done in accordance with the resolution adopted by the City Council of Williamsburg in Chapter 2 of the Code of the City in Article X.

Funding Formula Equal allocations from the City of Williamsburg and James City County provide the funding formula.

Summary of other funding sources James City County

Virginia Commission for the Arts

Partnerships with Other Agencies or City Departments Equal support is provided in agreement with James City County.

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Proposed FY25 Programs/Services The Commission will evaluate applications for grant funds submitted by eligible organizations and institutions in January of 2024 for support through grants offered and made available for FY2025. Following prescribed guidelines issued by the Commission, the fund would be awarded based on the merit of the application and the qualification of the applicants in accordance with the Commission's allotment. The Commission will also sponsor/host and conduct Workshops or Forums designed to provide technical assistance to non-profit arts organizations, who are, for the most part, the Commission's clients.

Specific Benefits to Williamsburg Residents By administering the grant fund, the Commission assists the City Council and the City Manager in determining what funds should be allocated to the area's arts and cultural economy. Activities conducted by the Commission help in advising both the City and James City County regarding the artistic quality; use, preservation and maintenance of specific arts objects; acceptability of performances, venues, and programs; and other arts and cultural endeavors in the greater Williamsburg/James City County area.

Please attach any additional information that will support your request for funding.

Additional Information-Williamsburg Area Arts Commission.pdf

Data regarding funding level Filename: Additional Information-Williamsburg Area Arts Commission.pdf Size: 86.6 kB

Final Page

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Addi�onal Informa�on: The Commission believes it is worth no�ng that, while the it is reques�ng an amount consistent with level funding, the amount requested by arts and culture organiza�ons eligible to apply for funds from the Commission has increased by 26% over the past three years. Moreover, the Commission, limited by its alloted funding, can recommend support from the fund for only 69% of the amount requested by eligible organiza�ons. The Commission presents this data not so much to argue for addi�onal funding, but as evidence that the Commission could, if given the opportunity, reasonably and responsibly provide addi�onal support to arts and culture organiza�ons throughout the area.

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Application: Williamsburg Downtown Leslie Skinner - leslie.skinner@skinnerlawoffice.com Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 8 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Williamsburg Downtown

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Contact Person Leslie Skinner

Position Title Vice President, Executive Board

Email Address leslie.skinner@skinnerlawoffice.com

Phone Number 7577077728

Address 501 Prince George St Suite 204 Williamsburg, VA 23185

Total City Funding Request for FY 2025 $ 60,000.00

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Short description of how funding will be used: The Santa Experience would use $41,000 to pay for Santa, the Photographers, the Photographers Assistant, the Elves on Staff as well as Staffing the Santa at the Milk and Cookies event, the Sugarplum Fairies, Mrs. Claus and other characters that will show up from the book picked by the Williamsburg Regional Library. The full details are found in programs and services under the Santa Experience as well as all the costs associated with running both Santa events under the Income and Expense attachment.

The Bunny Experience would use the proposed $12,000 funding (adjusted down from the previous granted amount - as we were able to get backdrops, bags and other expensive items donated with pledges for 2024 already) to pay for the Salaries and Expenses to offer this free Egg-cellent event to the Greater Williamsburg Area and the only Downtown Egg Hunt Experience. Components of the Bunny Experience include a Present to Past Scavenger Hunt leading up to the event as well as a scavenger hunt the day of the hunt to let families enjoy Downtown. There are pictures with our Bunny, Hip Hop, that are an additional revenue source and include the salaries of Hip Hop the Bunny, The Photographer, the Photographers Assistant and the Helper Chicks. The full details are found in programs and services under the Bunny Experience as well as all the costs associated with running all three Bunny events under the Income and Expense attachment.

The Present to Past Historical Preservation Project started as the Blessing of Reverence in Cedar Grove Cemetery for the Descendant Family Memories of Williamsburg. We did our second Blessing this year and what we heard as we started planning the May 2022 event in Fall of 2021 --- was there wasn’t a place for Descendant Family members to connect. This led immediately to the creation of the Descendant Family portion of the Williamsburg Downtown Website, the Finding your Roots Series, the continuation of the Blessing of Reverence event, bringing together Ancestor Research and all the other wonderful things listed in the full details found in programs and services under the Present to Past Historic Preservation Project as well as all the costs associated with running all of the events under the Income and Expense attachment. The Present to Past Project would ask for $7000 to pay for Website Build Fees, Website Upkeep, Finding Your Roots Outreach and hosting costs, Storage of Pictures/Verbal Memories, Photography and Videography Equipment.

Agency Overview

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Agency Purpose In October of 2018 the Economic Development Authority (EDA) presented Downtown Vibrancy recommendations to the City Council of the City of Williamsburg. This recommendation included the development of a Downtown Business Association to include Merchants, Retail, Business, Hotel, and Restaurants. The City Council requested the EDA facilitate this effort and apply for a Commercial District Affiliate Status through the Department of Housing and Community Development’s (DHCD) Main Street Program. In August of 2019 the City was accepted as a DHCD Commercial District Affiliate. In January of 2020 the EDA hired a consultant to assist with the effort of introducing the Main Street Model to the community and establishing a local Board. Fast Forward to Covid and the model stalled but was reinvigorated in late Summer of 2021. Williamsburg Downtown, as the Main Street Model- Other is now called, was born with a decision to bring a cohesive downtown experience to Merchants, Businesses, City Organizations, The Library, local Chamber of Commerce, Colonial Williamsburg, Downtown Churches, and William and Mary. local Downtown non-profits, the NAACP, as well as locals and visitors. The goal of Williamsburg Downtown as its own entity is to provide opportunities for Economic Development, Partnerships, and to be the Conduit to bring diverse groups of interested parties together in a way that downtown remains vibrant, viable, and a strong tax and revenue generator for years to come.

Executive Board Members: Ben Munson, Memorie Group: President Leslie Skinner, Skinner Law Office: Vice President Monique Osterhoudt, Williamsburg Downtown Director: Secretary/Treasurer Katherine Morris Bailey, William and Mary Law School: Human Resources

Board Members: Kimberly Angles, Wythe Candy Bobby Braxton, First Baptist Church and Let Freedom Ring Foundation Diane Kohn, Bruton Parish Shop Adam Steely, Illy and Blue Talon Bistro

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Programs and Services Offered We have a lot of new opportunities and now that we have a fantastic Director overseeing the details - we have become laser focused on our goals and mission to curate and support city improvement projects and events that make the most of Williamsburg's historical and natural beauty. Williamsburg Downtown specifically is a development organization created in partnership with Downtown businesses, retail, municipal, church, campus and local people to enhance the awareness and economic vitality of the downtown business district. Williamsburg Downtown acts as a connector in the Downtown area to bridge the gap in communication across businesses in the region. Our goal is to help facilitate communication between businesses and consumers and business to business. Strengthening communication and collaboration will only enhance the community's economic vitality and revenue generation.

We reiterate our purpose to say this because we have separated out our 3 distinct programs to capitalize on our wonderful relationships within the community while staying true to our objectives. Our 3 main programs are: 1. The Santa Experience 2. The Bunny Experience 3. The Present to Past Historic Preservation Project

The Santa experience is where we not only bring magic to Downtown for the Holidays but we raise the majority of the money needed to fund Programs 2 and 3 as well as the free social media and advertising for all of our Downtown Partners. Santa comes to town the day after Thanksgiving and stays through December 23rd when he leaves to get back to the North Pole in time for heading out on his sleigh on Christmas Eve. Santa also brings his elves together not only for photos but also a wonderful Milk and Cookies event held on a Saturday with Pete the Cat from the Library and his friend The Grinch. This event is new in 2023 and will be in its second year in 2024. This new experience has a lot of excitement around it and we are finding parents and grandparents are booking photos and also a milk and cookies slot. Elves make merry and bring cookies and crafts to the story time adventure with Santa. Pete the Cat is an added bonus from the Library and Santa reads all about him from his Williamsburg Regional Library book. There is a morning and evening time and we will continue that tradition so families can stay and play Downtown after or before the event depending on their time slot. Freshly baked cookies and delicious cold milk top off the event that is sure to become a family favorite as part of our Santa Experience. We have worked with other groups who had a “Santa” Downtown last year and partnered with them so there are no other Santa’s in our Downtown area. We can’t control other parts of Williamsburg but we are bringing a top notch product and you can’t beat the fun activities all around to stay and play in Downtown – including the exciting new Christmas Movies at the Kimball Theatre on DOG Street.

The Bunny Experience is where we bring the big fun to the lawn of the Community Building in Downtown. Diverse Kids of all ages flood the lawn when it is time for their age group to find the “golden egg” and as many other eggs J-249

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as they can stuff into their special egg hunt bag donated by a generous sponsor. We start this experience in January with a Scavenger Hunt kids can enjoy while they are Downtown with their parents ice skating, eating, enjoying the library or the art museum – we offer them something extra to keep them Downtown – where all the fun happens! The Bunny Experience continues with an announcement a few weeks before Easter that Hip Hop is on his way and is ready for Easter Pictures. This small venue set up is perfect for that amazing Easter Picture to send to Grandparents and hold your memories of the Holidays. We start signing up each age group for the FREE easter egg hunt at this time as well. We group by specific age and once that group fills up – we close out the reservations for the free event. The Egg Hunt is absolute mayhem and we love it! You can check out some of the pictures on our attachment of better yet – come join in this year!

The Present to Past Historic Preservation Project started as the Blessing of Reverence in Cedar Grove Cemetery for the Descendant Family Members of Williamsburg. We did our second Blessing this year and what we heard as we started planning the May 2022 event in Fall of 2021 was there wasn’t a place for Descendant Family members to connect with all of the valuable information that was being shared throughout the Williamsburg area. This led immediately to the creation of the Descendant Family portion of the Website, the Finding your Roots Series, the continuation of the Blessing of Reverence event, bringing together Ancestor Research, as well as attaching all of the Daughter and Granddaughter Churches of First Baptist Church together in one simplified place to click and go. This gives us the ability to keep building this large portion of the website while following Ancestor trails as they leave Downtown and go to the York River, Isle of Wight, Charles City County, the Northern Neck and even the Eastern Shore of Virginia. This has brought many, many Descendant Families back Downtown to do research, enjoy the day remembering place and time- both happy and unhappy memories but telling the stories that have not always been told as part of history. This huge project includes a video series that is waiting in our high volume picture and data storage as well as all aspects of keeping the website current while still building out the sections for all of the original Descendant Families off the Baptismal Rolls from First Baptist. We work in connection with the Williamsburg Chapter Daughters of the American Revolution to get research and GPS all the Daughter and Granddaughter Church Graveyards, we work with Cedar Grove to cross reference all the families we know, we work with the Lemon Project and Bray School Lab sharing Ancestor line research and trading information on the families of Magruder as well as those families that lived and worked around the Triangle Building. The NAACP has taken an interest in our project and it has been a huge burden lifted off some of our older Descendant Family members who had information to share but did not have a connection to do so.

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Target Population or Audience of the Agency's Programs/Services The Target Population is Local Tourism to the Area – All Events have a component where we give opportunities and request that the event attendees stay and play Downtown. We want to bring in a multi-layer approach with visitors that include locals in the Historic Triangle, Hampton Roads, Virginia Beach Areas, Richmond Area, Northern Virginia and Surrounding States. For our friends who want to make a whole day OR two of Downtown – we have special links set up with the local hotels and we publicize those online with the event sign ups. We find that we are family friendly so our age groups go from the very young to the most amazing Grandparents. We have built up quite a following and we now have people who are telling their friends and families in their Regions and this is how we are building the Local Tourism to increase the Patronage of City Businesses. The numbers are below but before and during our biggest event (which is the Santa Experience) we have cross marketing going on with Merchants Square, Colonial Williamsburg, the Williamsburg Regional Library and our newest exciting thing this year – the Kimball Theatre is back. We have an in house ELF YELP where parents scan the QR code to go on to their next adventure Downtown. Our Families really want to make a day of it and we are here to help them fill their time with fun and dining. We also have new this year the Santa Express newsletter which is featured on our Facebook page and in stores Downtown. This weekly newsletter has all the latest happenings in Santa’s town for that week and what to do so families are prepared before they come into town for their pictures. During the Holiday Season each store Downtown also features a Santa QR code card at the Registers with all the restaurants and stores downtown loaded on the back end of the QR code as well as the daily calendar for Downtown. The result is scan and go - have fun with all the information right on your phone.

We have had 50 to 100 people at the Blessing of Reverence Each Year – our goal would be to increase by 50% this year and make it 150 people. The Santa numbers run about 5 people per family (we allow up to 6 per session) so our goal is to see about 9600+ people throughout the Santa Season. The Bunny Experience which includes Pictures with Hip Hop the Bunny and a free Easter Egg Hunt for City of Williamsburg Easter of 2022 (1st year) – 433 Egg Hunters signed up with an average family of 4 we counted 1,732 family members on the Community Building Lawn Downtown. Easter of 2023 – 2nd GOAL – 500 Egg Hunters signed up with an average family of 4 our GOAL is to count 2000+ family members on the Community Building Lawn Downtown.

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Projected Number of Residents to be Served or Attendees in FY 2025 For purposes of this application request – we define Historic Triangle Residents as living in: Williamsburg, James City County, York County, Toano and Lanexa.

Historic Triangle Residents only -- the breakdown is below: We have had 50 to 100 people at the Blessing of Reverence Each Year – our goal would be to increase by 50% this year and make it 150 people. 95% of those attending are local: 143 LOCAL attendees expected for next year.

The Santa numbers run about 5 people per family (we allow up to 6 per session) so our goal and projection is to see about 9600+ people throughout the Santa Season. The local component based on those numbers for Williamsburg Zip Codes and Addresses is 47% Historic Triangle with 53% non local Historic Triangle but Virginia Residents. We did have one family from Pennsylvania last year. So that equates to 4500+ Historic Triangle Residents and 5100+ non local friends.

The Bunny Experience which includes Pictures with Hip Hop the Bunny and a free Easter Egg Hunt for City of Williamsburg Easter of 2022 (1st year) – 433 Egg Hunters signed up with an average family of 4 we counted 1,732 family members on the Community Building Lawn Downtown.

Easter of 2023 – 2nd GOAL – 500 Egg Hunters signed up with an average family of 4 our GOAL is to count 2000+ family members on the Community Building Lawn Downtown.

This is 100% local to the Historic Triangle and is designed to be so at the request of the City in the goals and initiatives set out at the conception of Williamsburg Downtown. We were happy to complete this request for the first time in Spring of 2023!

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Partnerships with Other Agencies or City Departments Williamsburg Downtown partners with:

The City of Williamsburg Municipality, City of Williamsburg Economic Development, City of Williamsburg Police, City of Williamsburg Fire Department, Cedar Grove Cemetery, City of Williamsburg Public Works, Williamsburg Area Arts Commission, Williamsburg Art Council

As well as non City entities: Greater Williamsburg Chamber of Commerce, Williamsburg Regional Library, YJCW NAACP, Merchants Square Business Association, Prince George Street Businesses-Restaurants-Tenants, Colonial Williamsburg, William and Mary, William and Mary Bray School Lab, William and Mary Lemon Project, William and Mary Athletics, William and Mary Alumni Association, William and Mary Sororities, William and Mary Students, MCV Foundation, Williamsburg Chapter Daughters of the American Revolution, Williamsburg Hotel Motel Association, Colonial Williamsburg Hotels and Restaurants, Let Freedom Ring Foundation of First Baptist Church, Bruton Parish Church and Gift Shop, Juneteenth Consortium of Williamsburg, Local Performing Arts Groups, Williamsburg Area Restaurant Association

Number of Employees in the Agency 1

Percent of FY 2025 Budget Provided by the City 24

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Fees Charged for Services or Events Fees Charged for Services or Events The Santa Experience: $65 per photo session with Santa $23 per person for Milk and Cookies with Santa

The Bunny Experience: $0 per person – Community Event $23 per photo session for Hip Hop the Bunny Photos

The Present to Past Historic Preservation Project: $0 to Descendant Family Members and Businesses and Community Members – Community Historic Preservation Project $0 to Invitees to the Blessing of Reverence Program at Cedar Grove Cemetery - a memorial ceremony to Descendant Family Members - Descendant Family Community Event $0 to maintain and connect all the Descendant Families and their genealogy and family pictures

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Performance Measurement: Please explain how you measure the services you provide, such as the number of people served, quantity of service units, or other quantifiable performance measures. Depending on the purpose of your agency, measures may include customer impact/outcome (examples are: increased levels of knowledge and skills, altered attitudes and behaviors, or improved social or health concerns), increase in number of tourist, increase in sales tax, meals tax, or any other data that measures the impact of the services, programs, or events. What are the proposed outputs (direct products/services)? The Santa Experience which includes Pictures with Santa and Milk and Cookies event Measurement is done in paid time slots which are captured in Pixie Set at time of payment as well as data on location. December of 2021 (1st year in existence) there were 1210 paid time slots with Santa. December of 2022 (2nd year in existence) there were 1339 paid time slots with Santa. Increase of 11%. December of 2023 GOAL is 1938 paid time slots – 3rd year in existence – would be an increase of 31% for Santa Photos. AND December 2023 -1st year - Milk and Cookies 300 total slots we hope to sell 90% for a GOAL of 270 slots sold / 270 family members.

Present to Past Project which includes saving Descendant Family Cemeteries, History and Preserving Ancestor Lineage, Blessing of Reverence, Daughter and Granddaughter Church GPS’ing. The Performance Measurement here is social media followers which is shown on our Facebook page (main numbers below) as well as Instagram. The large following below is our main source of measurement and is based on Facebook data which is available every day as well as monthly and yearly captures. Social Media 2021 end of year (1st year) – 1800 followers Social Media 2022 end of year (2nd year) – 3700 followers 47% increase Social Media 2023 end of year goal for 3rd year – 5500 followers predicted 67% increase

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Increase Local Tourism to the Area which will increase the patronage in City businesses– All Events have a component where we give opportunities and request that the event attendees stay and play Downtown.

As you have already read - because want to bring in a multi-layer approach with visitors that include locals in the Historic Triangle, Hampton Roads, Virginia Beach Areas, Richmond Area, Northern Virginia and Surrounding States we have a two prong approach based on their driveability - Come and Play or Stay and Play. We have built up quite a following and we now have people who are telling their friends and families in their Regions and this is how we are building the Local Tourism to increase the Patronage of City Businesses including local hotels. The numbers are below but our biggest event - The Santa Experience –is where we have cross marketing going on with Merchants Square, Colonial Williamsburg, the Williamsburg Regional Library and our newest exciting thing this year – the Kimball Theatre is back. We have an in house ELF YELP where parents scan the QR code to go on to their next adventure Downtown. Our Families really want to make a day of it and we are here to help them fill their time with fun and dining. We also have new this year the Santa Express newsletter which is featured on our Facebook page and in stores Downtown. This weekly newsletter has all the latest happenings in Santa’s town for that week and what to do so families are prepared before they come into town for their pictures and can book a night to stay if needed. We make sure to provide our link that goes directly to Downtown hotels to aid in booking overnight stays. This is generated on our Facebook posts throughout the Holiday Season. Due to our robust presence on social media we are able to target family groups encouraging them to come Downtown as we change our posts to reflect happenings around the area and even update based on weather so there is always something to do. Because our families come prepared to stay for the day - the external revenue output that is generated by them stays in City businesses Downtown. There is a significant boost in patronage that translates into more tax dollars and a new line of revenue for City businesses. This Santa Magic also carries through the year as families realize there IS A LOT to do Downtown. A deeper explanation on how we count people and the social media engagement is below.

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2000+ family members on the Community Building Lawn Downtown.

This is where the social media becomes very important. With posts reaching an average of 3K to 5K people per post and engagement at over 21,000 just in October of 2023 - it is vital that we remain a constant force in family event planning. We have become a go to source for "what to do? weekends". Our posts that had a what to do downtown component starting from the first day of WJCC Schools Holiday vacation last year were averaging 10K views per day as we gave the parents an activity every day that included eat, stay, play all in Downtown. We use both the numbers at our events as well as the social media reach to understand how we are impacting the community. We strategically plan out weekends with all of our major Downtown partners and then share the corresponding posts to a myriad of usual and unusual groups on social media. We want everyone to come down and be able to find their niche of joy. We expect our social media outcomes to exceed last year numbers and plan to reach 5500+ followers this year to do so.

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How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. Santa Photos and Milk and Cookies are online reservation system data collection. In order to book either experience you give your name, contact information, including email and home address as well as phone number. These items are able to be extracted then compared against the numbers in the Pixie Set photo system on actual completed photos. We monitor these numbers as reservations start coming in to track progress toward stated photo goals as well as to monitor age and place of attendees. This data is then collected and twisted to form the data view we are monitoring both at beginning, during and end processes. As we roll into Santa season these are monitored weekly during October and switched to daily in November.

We use the same measurements for people in our Hip Hop the Bunny Egg Hunt event and also our Hip Hop Bunny Photos. The Scavenger Hunt is harder to manage but we can see downloads from the website and we run a contest for the clues.

The Historic Preservation events are personal invitations and email collections. We know all of the attendees personally and monitor those rsvp’s as they are received and compare them to attendance at the events. Once the Descendant Family website is fully built out and then announced to the Descendant Families and then to the general public we will monitor place, number of sessions, and duration on the site which will happen in November 2023 and then February 2024.

Social Media is measured and monitored daily, gauged weekly and monitored monthly. We can tell by the tone of our post and the pictures included whether it was a win or a loss in engaging our audience. We use a 3 prong approach to every post and our audience has grown to expect a place/event, a shop, and a dine/grab and go on every click. Statically we can look and see the number of followers at any time and that number is measured on goals for our Director.

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Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

1210

1339

1938

1800

3700

5500

Measures Santa Tickets Sold Social Media Followers

FY 2025 Funding Requests from Other Sources Funding Sources Self Funding Santa Photos Self Funding Bunny Photos

Total

Amount Requested

Amount Approved

0.00

75000

0.00

2500

0.0

77500.0

Please attach your budget document(s).

city wmbg grant request 2023 entry deadline.pdf Filename: city wmbg grant request 2023 entry deadline.pdf Size: 14.8 MB

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Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: (No response)

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: (No response)

Final Page

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Application: Williamsburg Hotel & Motel Association Ron Kirkland - ron.kirkland@widomaker.com Outside Agency Funding Requests

FY25 Outside Agency Application Completed - Nov 9 2023

FY25 Outside Agency Application Fiscal Year 2025 Outside Agency Request for Funding

Application Type NOTE This application is for Outside Agency funding requests. If you are applying for Human Services Partner Agency funding, please click here.

Please select which applies to your agency and funding request: General Application

General Application If you experience any technical issues, please do not hesitate to contact us.

General Application

Agency Information

Agency Name Williamsburg Hotel & Motel Association

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Contact Person Ronald T Kirkland

Position Title Executive Director

Email Address ron.kirkland@widomaker.com

Phone Number 7572203330

Address 1001 A Richmond rd Suite 2 E

Total City Funding Request for FY 2025 $ 12,000.00

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Short description of how funding will be used: The WHMA in partnership with the City of Williamsburg and Vista Graphics produces a 2 page detailed map of the City with locations references for Dining, Shopping, and Attractions in the GoWilliamsburg Visitor Guide. As part of our long term partnership we provide 1 page for free with the city providing funding for 1 page. Buy one get one free, if you will..

Agency Overview

Agency Purpose With our extensive distribution in market and in feeder locations throughout the state. We provide the traveling public with the #1 tourist publication in the state and the only consistent and regularly distributed visitor guide in the Greater Williamsburg destination.

Programs and Services Offered This application offers publication in the GoWilliamsburg Visitor Guide. However; The City specifically benefits from the association with our sister products. Among those are the GoWilliamsburg website, GoWilliamsburg Map, GoWilliamsburg Menu Guide, GoWilliamsburg E-Newsletter, and much more.

Target Population or Audience of the Agency's Programs/Services Primarily overnight guests and additionally locals.

Projected Number of Residents to be Served or Attendees in FY 2025 2 million. Our research indicates that each printed piece is read by 3 people or 1.5 million folks. The website which is a free listing we provide the city reaches an additional 500,000 in a regular season for a total of 2 million.

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Partnerships with Other Agencies or City Departments EDA, Parks & Rec, City Manager, City Council etc.

Number of Employees in the Agency 2

Percent of FY 2025 Budget Provided by the City 2.5

Fees Charged for Services or Events The visitor guide is provided free of charge

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What are the expected outcomes (changes in knowledge, increase in service levels, increase in overnight visits, increase in patronage of City businesses, or other measures)? Your presence in the GoWilliamsburg Visitor Guide helps readers find businesses in the city. This helps to generate sales and increase overnight visitation.

How will the outputs and outcomes be measured? How often? Describe data collection or measurement tools that will be used to track and monitor these. We measure success by distribution. Tourists consumed 100% of our printed publications last year. We expect that to continue in the next fiscal year.

Performance Goals: Please list at least two measures of goal attainment/service impact, and benchmark measure values for FY 2025, your FY 2023 results, and the FY 2024 projected values. Performance

FY 2023 Results

FY 2024 Projected

FY 2025 Goal

N/A

Measures N/A N/A

FY 2025 Funding Requests from Other Sources Funding Sources

Amount Requested

Amount Approved

N/A N/A N/A N/A Total

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Please attach your budget document(s).

Revenues If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

City Funding State Funding Federal Funding Other Grants Contributions Fees Other (describe below) Total

Other: This is really a contract situation. I spoke with the finance director and she suggested making a note that we are requesting funds to pay for the 2 page ad in the visitors guide and there really isn't a budget.

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Expenses If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

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(Additional Information for Single Program/Project Request only) If you are attaching your own budget documents, please check the "Not Used" boxes below.

None None None None None None None None None None None None None None Not Used

FY 2023 Actuals

FY 2024 Budget

FY 2025 Planned

Other: Thank You :-)

Final Page

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EXHIBIT 1

Fiscal Year Ending June 30:

CITY OF WILLIAMSBURG WATER & SYSTEM OPERATIONS-CASH FLOWS Revenue under existing rates: Water Sewer Total Revenue Under Existing Rates

2023

2024

2025

2026

2027

2028

2029

Actual*

Estimated

Projected

4,906,973 2,816,800

4,900,000 2,700,000

5,100,000 3,000,000

5,125,500 3,015,000

5,151,128 3,030,075

5,176,883 3,045,225

5,202,768 3,060,452

7,723,773

7,600,000

8,100,000

8,140,500

8,181,203

8,222,109

8,263,219

Additional Water Revenues:

Effective Date July 1, 2024 July 1, 2025 July 1, 2026 July 1, 2027 July 1, 2028

Rate Increase 0.00% 0.00% 0.00% 0.00% 0.00%

Proposed Rate $5.30 $5.30 $5.30 $5.30 $5.30

Months Effective 12 12 12 12 12

Subtotal, Additional Revenue from Increases

Total Revenue from User Charges

7,723,773

7,600,000

8,100,000

8,140,500

8,181,203

8,222,109

8,263,219

Other Utility Income Total Operating Revenues Operation and Maintenance Expenses Water and Sewer Expenses Add back depreciation expense Total Direct Operation & Maintenance Expenses

8,743,929

Operating Income Add Interest Income-Operations Net Income from Operations

Major Capital Improvements Grant for DAM Capital Improvements Expenses Transfer to General Government CIP Balance - Fiscal Year Operations

2,892,825 **

1,020,156

$ 10,492,825

$ 10,082,445

(8,328,705) 857,328 (7,471,377) $

(8,162,370) 840,000 (7,322,370)

(8,897,868) 850,000 (8,047,868)

1,272,552

3,170,455

303,926 1,576,478

(2,384,793) $

Newport News Water Agreement Expenses: Debt Service-Principal Debt Service-Interest Operating Costs/Purchase of Water Total Water Agreement Expenses

1,982,445 ***

441,400 3,611,855

30,855

(397,800) (117,898) (515,698)

(421,200) (97,227) (518,427)

400,000 2,434,577

8,640,500

(9,075,825) 850,000 (8,225,825) $ 414,675

(3,994,000)

(1,559,423)

500,000

2,034,577

(1,785,000) (1,796,000)

(808,315) $

500,000

150,000 564,675

(504,000)

(442,260) (75,641) (100,000) (617,901)

60,675

8,681,203

500,000 $

8,763,219

(9,257,342) 850,000 (8,407,342) $

(9,442,489) 850,000 (8,592,489) $

(9,631,338) 850,000 (8,781,338)

273,861

129,620

(18,119)

150,000 423,861

(115,000)

(463,320) (53,001) (100,000) (616,321)

308,861

8,722,109

500,000

150,000 279,620

150,000 131,881

(225,000)

(486,720) (29,250) (100,000) (615,970)

54,620

(225,000)

(93,119)

(166,140) (12,929) (100,000) (279,069)

Working Capital - Beginning of Year

9,800,215

8,476,203

7,988,631

5,811,307

5,255,660

4,948,551

4,724,102

Working Capital - End of Year

8,476,203

7,988,631

5,811,307

5,255,660

4,948,551

4,724,102

4,351,913

Target Working Capital

8,421,897

7,201,948

$ 10,132,327

7,647,110

7,491,234

7,459,918

7,601,556

786,683

(4,321,020)

54,306 Assumptions: 0.5% Growth in Water Consumption for FY 2025 thru FY 2028 2.0% Growth in Operating Expenses for FY 2025 thru FY 2028 *Unaudited Includes grant funds of $2,460,000** and $1,443,000***

(2,391,450)

(2,542,683)

(2,735,817)

(3,249,642)

J-271