FY26 Proposed Budget Full

CITY OF WILLIAMSBURG

FY 2026 PROPOSED BUDGET

TABLE OF CONTENTS

BUDGET MESSAGE ..................................................................... SECTION A

City Manager’s Budget Message

COMMUNITY PROFILE ................................................................ SECTION B

A Brief Overview of Williamburg’s History

CITY COUNCIL GOALS ............................................................... SECTION C

City Council Goals, Initiatives, and Outcomes

PERFORMANCE METRICS ......................................................... SECTION D

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

FINANCIAL PLAN & DEBT ANALYSIS ....................................... SECTION E

BUDGET SUMMARIES ................................................................ SECTION F

Budget Summary – All Funds

Budget Summary – General Fund F-4

Funding Summary - Major Categories F-14

Budget Summary – Utility Fund F-25

Budget Summary – Public Assistance Fund F-32

Budget Summary – Tourism Fund F-33

Fiduciary Fund – Quarterpath Community Development Authority Fund F-34

Schedules of Budgeted Revenues, Expenditures and Changes in Fund Balances/Working Capital/Graph F-35

FY 2026 CITY OFFICIALS

CITY COUNCIL

Douglas G. Pons

MAYOR

W. Pat Dent

VICE MAYOR

Barbara L. Ramsey MEMBER

OFFICIALS

Andrew O. Trivette CITY MANAGER

Michele Mixner Dewitt ASSISTANT CITY MANAGER

Christina Shelton CITY ATTORNEY

Dustie McCay CLERK OF COUNCIL

Barbara Dameron DIRECTOR OF FINANCE

Mark A. Barham CHIEF INFORMATION OFFICER

Jack Reed DIRECTOR OF PUBLIC WORKS & UTILITIES

Sean Dunn POLICE CHIEF

Larry W. Snyder, Jr. FIRE CHIEF

Stacy Kern-Scheerer MEMBER

Ayanna Williams MEMBER

Robbi Hutton DIRECTOR OF PARKS & RECREATION

Tevya Griffin DIRECTOR OF PLANNING & CODES COMPLIANCE

Wendy Evans DIRECTOR OF HUMAN SERVICES

Yuri Matsumoto DIRECTOR OF ECONOMIC DEVELOPMENT

CITY OF WILLIAMSBURG ORGANIZATIONAL CHART

CITY OF WILLIAMSBURG BUDGET PROCESS FLOW

OCTOBER

OUTSIDE AGENCIES

CFO, Tourism and Human Services send outside agency notices.

BUDGET GUIDANCE

CFO and Manager provide budget guidance to staff.

APRIL

PUBLIC REVIEW

City Council holds public hearings on budget proposal and advertises planned tax rate.

FEBRUARY

BUDGET RETREAT

City Council holds Budget Retreat

MARCH

CITY MANAGER’S BUDGET

After input from PC and EDA the City Manager delivers a proposed budget.

MAY

BUDGET ADOPTION

City Council adopts the budget in May of each year, setting the tax rate. WATCH HERE

JULY

FISCAL YEAR BEGINS

Virginia fiscal year begins July 1 and runs through June 30.

OCTOBER

AUDIT

An independent auditor conducts onsite review of financial reporting and compliance. The audit is reviewed with the Finance and Audit Committee.

AUGUST

MID-YEAR ADJUSTMENTS

Staff presents the current budget forecasts for FY end and recommends any adjustments through June 30.

NOVEMBER

ACFR

The Annual Comprehensive Financial Report relates the actual performance of the City’s budget plan. VIEW HERE

FY 2026

BUDGET MESSAGE

CITY MANAGER’S STATEMENT

Mayor and Members of Council,

I am pleased to present the City Manager’s proposed budget for Fiscal Year 2026 (FY26) and the associated five-year Capital Improvement Plan (CIP).

Over the last few years, we have compared our budgeting process and its outcomes to running a marathon. Our finish line is a Williamsburg 2040 that we can all be proud to share. Our route is guided by our biennial strategic planning process, the Goals, Initiatives, and Outcomes (GIOs). This past year we renewed our focus on 2040 by again conducting the GIO process, and this budget reflects those priorities. Like the GIOs, marathons often have waystations, providing course announcements that can require a runner to adjust strategy to finish in the best position.

The FY25-26 GIOs continue the emphasis on major public infrastructure renewal projects. Reaching the 2040 finish line with significant projects addressed or completed requires proper trajectory and pacing. We must align our spending plan with the priorities set by our community while ensuring that we have sufficient resources to deploy at the right time to finish the course in a position that satisfies our community vision. That vision includes milestone construction projects like the library, police station, and fire station; programming objectives like growing our youth achievement programs, participating in regional solutions to homelessness, and addressing affordable housing; and intermediate targets, such as taking advantage of the 250th anniversary of the nation, which coincides with the 100th anniversary of Colonial Williamsburg in 2026.

Over the years, we worked to advance at a pace that maintains the lowest real estate tax rate of the 38 cities in Virginia and 65% of the 95 counties. We achieve this low rate while simultaneously providing a high level of service without adding fees for services such as stormwater management and garbage and recycling collection. In the past, our strong tourism economy has offset the natural growth in the expense of providing services. Experts are

unsure how the world and the domestic economy will react to recent changes in federal policy. However, Greater Williamsburg has been fortunate that our tourism economy has showed resilience when, in similar periods of uncertainty, travel trends shift from international visits to regional drive markets.

This proposed budget realigns our approach with past trajectory and pace in mind. It reduces spending, wisely applies one-time funds, and increases revenue to meet needs consistent with our community’s values by:

• eliminating 29 capital projects, or $15.3M, in FY26.

• reducing departmental operating costs by $725K or 2%.

• instituting a funding freeze that saves $207K by holding 9 positions vacant through June 2025.

• reassigning $5.5M in COVID relief funds and $1M in reserve funds to the CIP.

• adjusting the water rate by $1.59/1,000 gallons for necessary infrastructure upgrades, effective July 1, 2025.

• increasing meals and lodging tax rates by 2% and 3%, respectively, and adds a new 10% admissions tax, all effective Jan. 1, 2026.

Together, these strategies for FY26 allow us to directly address aging water utility infrastructure, slowed revenue growth, and a structural imbalance in the CIP. We find ourselves at a waystation moment in the marathon to the Williamsburg of 2040. The proposed FY26 budget represents a corrected trajectory and pace to ensure a strong finish.

BUDGET DRIVERS

$10,319

COST PER STUDENT

The City’s participation in the joint school system is predicated on a five-year contract. FY26 will be Year 4 of the newest version of that contract. During this school year, the City has 1,134 students enrolled. The cost to the City per student for the operation of the school system is $10,319.

The City’s role as the minority funding partner in the WilliamsburgJames City County School System requires that the City contribute a percentage of WJCC OPERATING AND CAPITAL COSTS that is based on City student enrollment and state funding each year. The proposed FY26 budget includes the calculated percentage increase, 11.6%, of the total school request. During the budget process, the school board considers proposed budgets from the superintendent for both operating and capital expenses anticipated for the coming fiscal year. These initial budgets are based on estimated state and federal funding, resulting in a gap that local funding partners must address. The school board-approved budgets are then considered as part of the James City County budget. Ultimately, the local funding is determined by the JCC Board of Supervisors, and the City adjusts its provided funds based on that approval. Typically, the City’s proposed budget meets the needs represented in the school board’s approved budget. The FY26 proposal honors this tradition with a contribution of $12.7 million in annual operating funds, a $1.4 million increase or 12.4%, and capital funds totaling $1.4 million. In total, the school system represents 14.5% of this year’s total budget.

Each year, as the budget is assembled, we estimate revenues, compile a list of mandatory and discretionary changes to the operating budget, and adjust the capital plan to include new projects along with revised schedules and costs for planned projects. To MANAGE

GOVERNMENT EXPENSES

14.1%

REDUCTION IN PROPOSED FY26 EXPENSES

This budget proposal implements significant reductions in planned and requested spending to offset the impact of mandatory expenses in service costs for outside agencies, such as participation in the regional jail, regional transportation, and the joint school system.

in this budget proposal, we reduced the planned total expenditure by lowering costs in the operating budget by $725K; eliminating 29 projects from the capital plan, including $10.5 million proposed and $4.8 million previously planned projects that totaled $15.3 million in FY26 reductions and $14 million over the next four years; and making available $5.5 million in ARPA funds and $1 million in reserve funds. These reductions mean stretching the lifespan of major equipment, eliminating new projects and ideas proposed by departments, and reducing operating expenses, which will constrain services and employees.

$1.59

WATER RATE INCREASE

The proposed FY26 budget includes an increase in the utility rate from $5.30 to $6.89 per 1,000 gallons consumed — a 30% increase. This change is expected to raise the average residential utility bill by approximately $6.36 per month and the median commercial utility bill by $28.62 per month.

For many years, we have planned for INVESTMENT IN OUR WATER UTILITY and have studied the necessary upgrades to both the water treatment facility and the distribution network — upgrades that can no longer be postponed. We aim to implement a 10-year work plan that will require $27.1 million to complete. To fund this work as we progress through the work plan, we need to raise the utility rate. Starting in at least 2000, the City increased utility rates annually to keep up with rising service costs and reduced consumption with the introduction of higher efficiency fixtures. That practice was suspended in 2018, and the rate has not increased from $5.30 since. From 2000 to 2017, the average increase per year was 6%. If that trend had continued, the rate in FY26 would be nearly $8 per 1,000 gallons consumed. The budget proposal increases the utility rate from $5.30 to $6.89 per 1,000 gallons.

$4.15M

Implementing a modest increase in excise taxes, such as those on meals and lodging, along with the introduction of an admissions tax, can improve our city’s fiscal health. Since 2017, we have been cautiously monitoring the growth of revenue from excise taxes, including meals, lodging, and sales. Our concern has been that these revenues play a crucial role in funding our operations and capital expenses. SLOW GROWTH TRENDS led to a requested real estate tax increase of $0.08 in 2022 to help balance the capital plan amidst planned expenses for the joint school system. That need was postponed by a smaller increase of $0.04, which was reduced in the following year to $0.02 by deploying reserves funds, tourism funds, and COVID relief funds as a stabilization strategy. With those committed stabilization funds depleted, now is the time to improve recurring revenue. Increasing the meals tax by 2%, the lodging tax by 3%, and instituting an admissions tax of 10% with an effective date of Jan. 1, 2026, increases a proven recurring revenue stream that addresses the long-term needs of our capital plan.

INCREASED REVENUE

Proposed adjustments of 2% and 3% to meals and lodging tax rates, respectively, along with the introduction of a 10% admissions tax, are expected to increase revenue by $1.8M from meals, $1.1M from lodging, and at least $1.25M in admissions collections.

SPECIAL FUNDS

CIP FUND

The Capital Improvement Plan (CIP) Fund is a five-year plan for major infrastructure projects. The proposed FY26 CIP has projects totaling $39.5 million – $35.1 million in City projects, $1.4 million for the City’s share of school projects, and $3.0 million in debt service – for an increase of $12.1 million since last year. The proposed FY26 projects are funded by $7.5 million in sales tax and interest income, $11.7 million in grants, $7.5 million in regional contributions, $2.5 million in private donations, $1.6 million in Budget Stabilization funds, $3.5 million transfer from the General Fund, $5.2 million from CIP Reserves, and $40K in Courthouse maintenance funds.

The FY26 budget proposal provides for the next steps in the generational replacement of critical physical plant structures through a financing plan that extends over years, such as the new downtown Williamsburg Regional Library ($20 million) and the new home of the Williamsburg Police Department along Lafayette Street ($22 million). It also includes funding necessary to implement projects included in the City’s Goals, Initiatives, and Outcomes (GIOs), such as improving Williamsburg Area Transit Authority bus stops ($400K) and completing the African American Heritage Trail ($1,588,100).

A project’s inclusion in the CIP does not always indicate that it will proceed. Projects are often included in the CIP but depend on outside financing, such as grants or fundraising. If grants or donations are not received or enough to satisfy targets, the City Council may delay or cancel the project. Projects included in the CIP with an expense of more than $100,000 require additional review and approval by the City Council before implementation despite their inclusion in that year’s budget.

The City’s CIP includes a stabilization fund added in FY23 to provide needed one-time funding that reduced the real estate tax rate and prevented an increase for several years. In the FY26 budget proposal, that stabilization fund is exhausted, and new revenues in the form of increased excise taxes fully fund the plan for the next five years, reducing the pressure on local real estate taxes. The City will debt fund many of the larger building projects, spreading the cost over the generations benefitting from the facilities. Using debt to fund generational projects while increasing revenues from meals, lodging, and admissions collections – paid by millions of our visitors who contribute to the cost of services and not property owners alone – funds the full five-year CIP.

DEBT

CONT.

SPECIAL FUNDS

The FY26 Proposed Budget adds $26.8 million to our outstanding debt. This total includes debt funding projects like the new downtown Williamsburg Library and provides the funding for new projects under consideration, such as a downtown children’s park. While the City Council has not given final approval to either of these projects, the City must plan for any potential project’s financing to allow the work to occur if the decision is to move forward. Budgeting for projects does not mean the City will ultimately bear the entire cost. We can and will aggressively seek grants and private donations to offset city expenses and debt when possible. Budgeting provides a vehicle to proceed if the City Council elects to do so within FY26.

The proposed budget would put the City’s outstanding debt total at $79 million as of June 30, 2026. The current and proposed debt meets or exceeds all of the City’s debt policies to ensure the wise and limited use of debt. A portion of the outstanding debt includes the FY25 refunding of bond Series 2023 and past refunding of the Series 2010 and 2012 debt. The debt service, or annual debt payment, totals $3.65 million during FY26, of which $653K is funded from the Utility Fund, with the remaining $3.0 million funded from the general government Capital Improvement Fund.

The City uses debt as a tool to make money go further. By bonding expensive projects such as fire stations, police stations, libraries, parks, 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 to not overburden the available revenue for other projects to proceed.

TOURISM FUND

The Tourism Fund was adopted in 2017 to improve transparency regarding the City’s total expenses for tourism-related activities. The Tourism Fund’s estimated total revenues in Fiscal Year 2026 are $6.1 million. Revenue estimates from sales tax have increased by approximately 4.7% compared with FY25, while the $2 lodging tax estimate has risen by 27%. Revenues for the fund include $1.2 million from the $2 per night per room tax, $2.6 million from the City’s half of the 1% Historic Triangle Region Sales Tax, and a state-mandated transfer from the General Fund totaling $2.2 million.

The fund is intended to provide opportunity money for investment in new or expanded tourism offerings to drive overnight stays in Williamsburg. The primary tools to accomplish this goal are the Tourism Development Fund Grant Program (TDF) and the Tourism Promotion Contingency Fund (TCPF). The Tourism Development Grant Review Committee (TDGRC) guides any TDF expenses, evaluating the applications and recommending projects for funding to the City Council. The last grant cycle in 2023 included 11 applications, representing $35.8 million in total requested funds. After review, the TDGRC recommended, and the City Council approved, $1.6 million in grant awards for FY24, $900K in FY25 and additional funding in future years. The FY26 budget considers these funds committed. A grant cycle will not open this year as FY25 committed funds are disbursed to past grant recipients for projects such as the Greater Williamsburg Sports and Events Center and a new arrival center along Lafayette Street, among others.

The TPCF includes a similar process using a staff committee to review rolling applications throughout the year that the City Council considers for funding. In 2015, the City created the grant, which has provided $556,970 in funding to 15 applicants since Fiscal Year 2016. The funds have assisted in opening and promoting new events like art exhibits at the Musacrelle Museum of Art and recruited conferences like A Common Cause to All, which has gathered thousands of attendees from across the country in Williamsburg over the past three years.

TPCF | Historical Data

Additional FY26 Tourism Fund expenses are the tourism-oriented outside agency funds totaling $6.1 million, an increase of 4.7% from FY25, some of which are mandated by the Code of Virginia, and the Tourism Fund’s administration totaling $328K, an increase of $7.8%.

SPECIAL FUNDS CONT.

ARPA (PANDEMIC RELIEF)

The federal and state governments provided the City of Williamsburg with pandemic relief funds between 2020 and 2022 that totaled $21,419,663. The City used these funds to provide immediate tax relief and aid programs to businesses and residents, deployed $8.0M to reduce tax burdens associated with the CIP, and designated $13.4M for new projects designed to generate revenue and meet social needs. A public survey and a steering committee guided this final funding category of investments, which City Council ultimately approved.

The FY25 Proposed Budget designated these relief funds for affordable housing projects and programs, initial infrastructure for a research village for data science businesses, and seed money for the redevelopment of the Blayton Building as continued public housing. Instead of those designations, the FY26 proposal makes this $5.5 million in funding available for use to reduce the immediate need for new revenues. The increased revenues realized from increased excise taxes provide the opportunity to leave these funds unused or restore funding to these planned projects in future budgets.

UTILITY FUND

Since 1927, the City has operated a well-respected utility. Today, the enterprise Utility Fund is an independent fund of the City that supports itself through the water rate, paying for infrastructure and operations.

For years, we have watched the margin between revenue and expense shrink, with customer growth inherently limited and demand decreasing as higher-efficiency fixtures replace legacy items. At the same time, the cost of manufacturing water, distributing water, and collecting sewage has increased.

However, the City needs to make legacy improvements to the manufacturing and distribution of our potable water now. Review of our system shows that modernization of the utility system requires an investment of $27.6 million over the next 10 years. Modernization includes work at the Water Treatment Plant to repair structural flaws and replace hardware and software that handles settling sediment and adding treatments. We will also invest in upgrades to a well-aged distribution system, including replacing 4 of 15 pump stations and replacing clay and other substandard pipe throughout the city. These investments can no longer be delayed as they will guard against system failure in future years.

Utility Needs | Historical Data

Monthly Cost

5,000 Gallons

To fund this 10-year work plan, we will use revenue bonds specific to the Utility Fund. These bonds will be issued as needed to make progress on the work plan using a combination of our small utility workforce and contractors. Financing the bonds includes raising the water rate in FY26 from $5.30 to $6.89, an increase of 30%. The last rate increase occurred in 2017. Until Fiscal Year 2018, the water rate increased every year since 2000 with an average rate increase of 6%. If that trend had continued, today’s rate would be over $8 per 1,000 gallons consumed. Increasing the rate $1.59 generates $1.5 million in revenues for the fund. Despite this increase in our rate, we will maintain one of the lowest rates of any full-service water utility in Hampton Roads.

WHAT IS NEW

MANDATORY INCREASES

The Fiscal Year 2026 budget process began and ended with efforts to manage government costs. Estimated new revenue of $2.4 million was quickly consumed by $2.4 million in mandatory spending. Mandatory expenses include the rising costs of the City’s membership in regional organizations, personnel costs for existing employees, contractual service agreements, state-required funding arrangements, and the general increase in costs such as fuel, energy, and telecommunications. The only discretionary expense funded in this budget is a Cost-of-Living Adjustment (COLA) to the salary of City employees.

PERSONNEL INCREASES

AUTHORIZED FTEs

Given the lack of strong revenue growth anticipated in FY26, none of the new 21.5 requested FTE positions are funded, and one position is eliminated. One position was eliminated to help reduce expenses. The Utility Fund adds a new engineer to assist in the planned upgrades to the City’s water system and a FOG (Fats, Oils, and Grease) Inspector to ensure food service establishments comply with regulations required for all Hampton Roads localities under a consent order.

EXPENDITURES

$1.3M / 2%

$1.1M / 2%

$0.9M / 2%

$0.6M / 1%

$1.7M

Every year, personnel costs increase. The FY26 budget provides $19.2 million for personnel-related expenses; $582K is directed to compensate for increased taxes, insurance, and benefit coverages associated with current employees. Additionally, the budget provides $564K for a 3% cost-of-living adjustment.

SCHOOL REQUESTS

$1.4M

The FY26 budget proposal fully funds the WJCC schools funding request. Public education faces the same salary and staffing challenges as the City. This budget provides $12.7 million, the City’s share (10.53%) of the school’s requested budget of $114 million, which includes 62.85 new positions, a 3% increase for systemwide salary adjustments based on recent benchmarking and efforts to remain competitive in hiring and incentivize retention.

SERVICE COSTS

$1.6M

The City’s cost to provide the same services increase year over year. The FY26 proposed budget provides $6.4 million, which accommodates this increase, including $742K for membership organizations, $303K for increased contractual services, $57K for increased maintenance, $157K in additional funding for the Public Assistance Fund, and $270K for general service increases.

OUTSIDE AGENCIES

$612K

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 $4 million to meet outside agency requests including the recommended and mandatory increases. The largest increases include Virginia Peninsula Regional Jail ($226K), Williamsburg Area Transit Authority ($330K), and Williamsburg Regional Library ($56K).

WHAT IS NOT INCLUDED

UNFUNDED NEEDS

The budget process includes receiving budgetary requests from outside agencies, City departments, constitutional officers, and jointly funded offices. However, this year, mandatory increases exhausted anticipated new revenues, leaving no room to accommodate new budget requests in Fiscal Year 2026. In FY26, more than $6.5 million in new requests were received, and only a cost-of-living increase for full-time equivalent employees, totaling $564,000, is funded, leaving $2.8 million in unmet needs.

UNFUNDED BUDGET PRIORITIES

Williamsburg Redevelopment & Housing Authority - $721K

Several years ago, the City Council established a budget priority of funding the Williamsburg Redevelopment and Housing Authority (WRHA) without federal assistance to complete the merger of WRHA with the City government. This change would reduce reliance on the federal government for funding, limitations on improving public housing, and operational costs. This priority is unfunded in the FY26 budget.

NEW OUTSIDE AGENCY APPLICANTS

In October each year, the City opens applications for outside agency funding. Associated staff, committees, and the City Council consider these applications. This year, the City received 5 new applications from previously unfunded agencies. These requests totaled $175,000; none are funded in the FY26 budget proposal.

ACTUAL HEALTH DEPARTMENT, JCC JOINT ACTIVITIES, AND SCHOOL BUDGETS

The FY26 Proposed 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. We have received a request for funding from the Williamsburg-James City County School System, and this budget fully funds the City’s share of that request. However, this amount may be adjusted based on the finalized James City County contribution. The City’s budget will have to be adjusted to the extent that the funding requests differ from the estimates currently in the City’s current proposed budget.

ANY STATE OR FEDERAL FUNDING STREAM CHANGE

The adopted 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 and there is clarity regarding the continued availability of federal assistance programs.

UNFUNDED DEPARTMENT REQUESTS

The primary request of each department included new employees to assist with meeting increased workloads, improve staff coverage, and provide redundancy of coverage. The total number of unfunded but requested FTE positions for the FY26 budget is 21.5, which would have added $1.9 million in new personnel costs to the operating budget. Positions requested but unfunded include:

POLICE

6 FTEs ($475K)

• Patrol Officers

PUBLIC WORKS & UTILITIES

6 FTEs ($439K)

• Landscaping, general management and oversight, and facilities maintenance

FIRE

5 FTEs ($658K)

• 3 Firefighters, 1 Captain, Community Risk Reduction

WILLIAMSBURG REDEVELOPMENT & HOUSING AUTHORITY

1 FTE ($83K)

• Neighborhood Revitalization Coordinator

PARKS & RECREATION

1 FTE ($84K)

• Farmers Market administration

PLANNING & CODES COMPLIANCE

1 FTE ($74K)

• Administrative Support

VOTER REGISTRAR

0.5 FTE ($15K)

• Election support staff

ECONOMIC DEVELOPMENT & TOURISM

0.5 FTE ($21K)

• Existing business service and administrative support

CITY MANAGER’S OFFICE

0.5 FTE ($21K)

• Communications support

THE FUTURE

THINGS TO WATCH

The Fiscal Year 2026 proposed budget includes two significant impacts on our community: addressing the needed upgrades to our public utility, which manufactures and distributes potable water while collecting and transferring wastewater for treatment, and increasing revenues to address the structural imbalance in our capital plan.

As we move through FY26 and the nine years that follow, we must closely monitor our progress on utility upgrades. Recent events in Virginia underscore the importance of maintaining a resilient water utility. Our position along Virginia’s coast makes us vulnerable to many threats to service. By implementing the warranted and necessary improvements through a long-standing financing strategy of phased revenue bonds over the next 10 years, the City will be well-positioned to respond to any emergency without worrying about our water manufacturing and distribution system. Additionally, we will soon switch from quarterly to monthly billing to lessen the financial impact on our customers. We will also adopt the standard practice of having Hampton Roads Sanitation District (HRSD) directly bill for sanitary sewer services. We hope these changes to our billing will make it easier to manage these expenses month to month.

At the same time, we will examine the increased revenue from meals, lodging, and admissions excise taxes. Raising these rates closer to, and in some cases exceeding, those of other cities in the region and state is likely a long-term solution to the structural imbalance in the capital plan as we try to meet the demands of our joint school system and community. While our tourism economy has shielded the city from recent economic challenges, we remain vulnerable to fluctuations in consumer confidence.

The future of our national economy, Virginia’s economy, and that of Greater Williamsburg is uncertain. However, recent investments in sports tourism, which tends to be a recession-resistant travel demand among families, are likely to generate significant new revenues. Annually, meeting the needs of our community will get more expensive, and more revenue is needed to meet the current and future demands of our locality despite substantial constraints on planned and requested spending. By increasing the excise tax rates, we can spread the cost of services across our millions of visitors and not only our thousands of residents. As residents, we can choose to pay meals, lodging, and admissions taxes versus other revenue streams that are required, and the improved revenue likely meets the known needs of our community for many years.

THINGS TO CONSIDER

Improved revenue should not also mean increased spending. The FY26 budget proposal reduces the requested expenditures of the Williamsburg government by $16 million in FY26 and $14 million over the next five years. As we watch the impacts of raising excise taxes and utility rates on our budget after January 1, 2026, we will not rush to reinstate or expand projects. These changes are intended to preserve our low real estate tax rate and reduce the impact of revenue adjustments to meet the community’s needs and values. If we act too quickly to restore projects, programs, and staffing, we may erode the positive effects of prudent action.

We should also modernize the joint school contract with James City County. We have made significant progress over many months of discussion and negotiation. Following the hiring of a new superintendent, expected in May 2025, we can work more expeditiously to identify ways the funding partners and the School Board can collaborate to improve available funding in a dependable and dedicated way to address student outcomes. Community wealth building begins with a strong education system, and investing in education will pay dividends in future years.

FINAL THOUGHTS

When we look at financial news from around the world, the word we hear most often is “uncertainty.” We can and have taken the steps to be ready for whatever “uncertainty” might mean as we move into the next fiscal year. If the worst occurs, we will be grateful for actions taken that shore up revenues and trim expenses. However, we have faced challenges before, and the City of Williamsburg has emerged from such periods stronger than before.

Looking around at our community, I know you are as proud as I am of what we have accomplished in a few short years. We have not shied away from the tough challenges like improving our education system, addressing generational needs in public safety, and launching new programs to meet the needs of the most vulnerable in our community – and our community is better for it. Williamsburg has nearly 16,000 residents from all walks of life who welcome millions more visitors each year to share in the community we love. We are all working to preserve and grow what makes Williamsburg special. While it is easy to become mired in our own thoughts and ideas about what preservation or growth means, Williamsburg has consistently evolved to meet the needs of the many since 1699. Our community has served as a beacon for this nation’s founding, and continuing to be that model remains our aspiration.

As I consider the whole of Williamsburg, I see that my friends, neighbors, and colleagues are helping us earn that reputation anew every day.  Thank you for the continued honor of serving as your city manager. I am privileged to offer the following proposal for the City of Williamsburg’s Fiscal Year 2026 Budget for adoption by the City Council.

Andrew Omer Trivette

FISCAL YEAR 2026 PROPOSED BUDGET

PREPARED BY

CITY MANAGER

| Andrew O. 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 25 years experience in local government.

FINANCE DIRECTOR | Barbara

Dameron, CPA

Barbara Dameron has served as the City’s Finance Director since 2018. She has 26 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

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 bachelor’s degree in Business Administration Finance.

COMMUNITY PROFILE

WHERE THE PAST MEETS THE FUTURE

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

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 second-oldest higher learning institution in the U.S.

In 2025, the university ranked No. 54 in National Universities and No. 6 in Best Undergraduate Teaching.³ Although William & Mary has a 332-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.

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.

In 1780, 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.3

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 THE WILLIAMSBURG FARMERS MARKET. Flowerbeds and benches offer a tranquil setting for market shopping while listening to live music. 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 programming 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.

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

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 11,900 students served, about 10.4% are City residents.

All WJCC schools have earned full accreditation for the 18th year in a row. WJCC ranked ninth out of 130 Virginia school divisions in Niche’s 2025 Best School Districts rankings, scoring an overall A grade in this rigorous assessment of academic and student-life data.4

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 second full award cycle in February 2023.

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 big- city amenities.

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

• Williamsburg Christmas Market – on select days in November and December, enjoy craft vendors, Santa visits, live entertainment, and gluhwein in a European-style village

• Winter Blues Jazz Festival – a fourday jazz festival

• Ampersand International Arts Festival (formerly William & Mary Global Film Festival) – an annual celebration of film and live performances

• Grand Illumination – Colonial Williamsburg’s annual winter holiday celebration with unique decorations, musical performances, and fireworks

QUALITY OF LIFE

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 2,705-acre 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, wheelchairaccessible docks, and watercraft rentals.

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. Named the 2023 Virginia Library of the Year by the Virginia Library Association, WRL is a key part of our vibrant community, offering collections, programs and services for all ages. 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, multi-media presentations, and interactive learning. The library offers a wide range of film series, talks, book groups, concerts, and performances for all ages. Residents can be part of a local community of readers and learners, make new friends, bring their families 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.

WILLIAMSBURG POLICE DEPARTMENT

The Williamsburg Police Department is celebrating its 37th 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, including the Neighborhood Resource Officer Program that assigns a dedicated police officer to each neighborhood in the City.

WPD is currently staffed with 52 career personnel who manage approximately 41,000 calls per year. All officers are required to attend Crisis Intervention Training as well as verbal de-escalation training to ensure an officer’s presence creates the opportunity to manage situations without the need for higher levels of force whenever possible.

The WPD is committed to technology as a force multiplier. The department has implemented

a citywide license plate reader program to quickly identify wanted vehicles that enter our community. In addition, officers are required to use body-worn and in-car cameras during police incidents. At the same time, WPD maintains best practice policies to purge data to best protect the rights of residents. This technology and others aid with training, record-keeping, accountability, transparency, and overall efficiency of the agency. A Citizen Advisory Committee recently formed to ensure the WPD is doing its 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 for life-threatening medical emergencies.

In partnership with our public schools, WPD has assigned an officer to every City school. Events like Coffee with a Cop, Skate with a Cop, and Cone with a Cop offer a casual setting for the community to interact with officers of all ranks.

WILLIAMSBURG FIRE DEPARTMENT

For more than 270 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 well-being 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 2024 the department responded to 4,729 calls for service, a decrease of approximately 5.6% under total responses in 2023.

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 and installations, child safety seat education, fire inspections, home safety surveys, and public education events.

Through community engagement efforts, the department reached more than 3,373 community members through its community risk reduction programs.

The City’s Mobile Integrated Healthcare (MIH) program supported more than 76 clients and community members through a total of 2,085 interactions.

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 serves 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 23 local and collegiate members. In 2024 members of the program provided more than 3,413 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.

QUICK FACTS BY THE NUMBERS

A Population of 15,564 in 2023

Gender*

8,225 FEMALE

7,339 MALE

Age*

*per U.S. Census 2023

ECONOMIC STATISTICS BY THE NUMBERS

PRINCIPAL EMPLOYERS

CURRENT & NINE YEARS AGO

EMPLOYER

1 Includes part-time and seasonal employees

PRINCIPAL TAXPAYERS

UNEMPLOYMENT

Source: Virginia Employment Commission; https://virginiaworks.com/

DEMOGRAPHIC & ECONOMIC STATISTICS

1 Weldon Copper Center for Public Service - Demographics Research Group, demographics.coopercenter.org ² U.S. Dept of Commerce, Bureau of Economic Analysis, Regional Economic Data—Statistical Areas/Metropolitan Counties by State income & area population figures based on figures for the City of Williamsburg and neighboring James City County combined ³ Williamsburg-James City County Public Schools 4 Virginia Employment Commission; https://virginiaworks.com/

COMMUNITY PROFILE WORKS CITED

1 “Brief History.” City of Williamsburg, williamsburgva.gov/490/History-of-City-Government. Accessed April 7, 2021.

2 “College of William & Mary.” U.S. News, usnews.com/best-colleges/william-andMary-3705. Accessed April 7, 2021.

3 “Explore Colonial Williamsburg.” Colonial Williamsburg, colonialwilliamsburg.com/explore Accessed 20 August 2018.

4 Williamsburg-James City County Public Schools, wjccschools.org. April 2024

Vision

Prioritizing

Engaging

TO ADVANCE OUR CITY’S VISION,

the Williamsburg City Council identifies new strategic initiatives for our city government every two years. The Williamsburg City Council and staff are excited to present the 2025-2026 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.

The City is also concentrating on a more immediate milestone: 2026 is both the last year of the GIO period and the 250th anniversary of the American Revolution. Williamsburg has the opportunity to serve as the center of national and international attention as we commemorate our city’s crucial role in the founding of our nation. The Williamsburg 250th Committee has identified legacy projects, and you will see those projects reflected in this document.

Goals, Initiatives, and Outcomes (GIOs) are 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 GOALS

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

One Williamsburg

Courageously Leading Innovating a Modern City

Prioritizing Safety and Wellness

Engaging with Our Partners

Connecting with the World

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.

Affordable Housing Implementation

Evaluate the establishment of a City of Williamsburg first-time homebuyers program, including consideration of lower down payments, better interest rates, closing costs assistance, grants, tax credits, and education.

Investigate the expansion of the City’s workforce housing program to include the development of low-density, low-impact housing on the City’s surplus properties.

Propose zoning amendments to enable additional detached accessory dwelling units for owner-occupied homes as a vehicle to make the home more affordable and facilitate aging in place.

Assess neighborhood support for a Highland Park CDBG Housing Rehabilitation Program as a tool to slow gentrification and enable generational home improvement.

Neighborhood Balance Implementation

Continue to preserve downtown neighborhoods and community character by considering the impact of a Preservation Assistance Program for those with incomebased restrictions or first-time homebuyer status to make historic properties more accessible by defraying the costs of Architectural Review Board-compliant renovations in historic neighborhoods.

Analyze the potential impact of a Contingent Interest Mortgage Program by identifying a lending partner or partners.

Truth & Reconciliation Advancements

Continue to advance Truth & Reconciliation by issuing a Request for Proposals for the redevelopment of the Blayton and Triangle buildings that encourages minority respondents and provides for minority commercial tenants post-redevelopment.

Secure funding for Phase 2 of the African American Heritage Trail and substantially complete its construction by July 4, 2026, to include a trailhead at the corner of Virginia and Lafayette streets, offering an appropriate space for reflecting and gathering.

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

Formally establish the 40-By-40 Plan – the City Council’s desire to reduce the City’s carbon emission footprint 40% by the year 2040 – and identify reduction strategies.

Early Childhood Education

Quantify the City resident student pre-K demand and identify strategies to supplement early childhood education inside the City, focusing on affordability and opportunity.

Equity in Education

Review existing equity in education standards within the joint school division and research methods of pairing innovative curricula with the City of Williamsburg assets, such as William & Mary and Colonial Williamsburg Foundation, to improve opportunities for all children.

Reimagine K-12 Education

Modernize the joint operating contract for the public school division to identify existing models that have successfully differentiated and targeted resources to address specific challenges; facilitate improved student performance; streamline the educationto-career pipeline; and allow for smaller-scale additive programs within the larger public school division.

Smart City Initiatives

Consider the deployment of 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.

Transitional and Emergency Housing

Consolidate existing transitional and emergency housing programs in a new responsive housing model that is less reliant on grant funding.

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 and roadway improvements for the Capitol Landing Road Corridor and intersection of Capitol Landing and Bypass roads.

Children’s Park

Identify a funding strategy for and work toward completing the construction of a downtown children’s park that complements the design requirements of the Historic Area and facilitates interactive history.

Comprehensive Plan Update

Commission the completion of a Comprehensive Plan that, when complete, recommends a Complete Streets Policy; considers the appropriateness of existing Architectural Review Board District boundaries; reviews opportunities for additional housing downtown, infill development, and two-story development requirements; identifies school planning concerns; includes a citywide pedestrian/bike plan that considers existing facility improvements, expansion of assets, and trail connectivity; and a revised economic development strategic plan that emphasizes economic diversification, including opportunities for a Research Village as part of the megaregion that satisfies requirements of the Virginia Business Ready Sites Program.

Downtown Library

Following public input on the building’s design, select a general contractor, approve a finance plan, and begin construction for the replacement of the downtown library.

Placemaking

Continue to support existing special events inside the City and identify opportunities to further diversify the type and location of events offered.

Public Art

Facilitate the expansion of public art by developing approved art installation locations, evaluating a temporary or rotating exhibit approach, and completing the installation of the first gateway lantern feature.

Road Access to Sports Center

Initiate design and secure funding for additional access to the regional indoor sports center such that completion of the work coincides with the improvement of the Bypass-Capitol Landing Road intersection.

Tourism Product Renewal

Focus economic development recruitment efforts on the redevelopment of existing hotel properties and consider highest and best use of City-owned properties along Capitol Landing Road.

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.

Enhance Existing Park Facilities

Continue implementation of the comprehensive enhancements plan for the City’s Parks & Recreation facilities to boost visitation through the reconstruction of the Kiwanis Park tennis courts, completion of a new Wales neighborhood playground and fence, and redevelopment of the Strawberry Plains neighborhood playground.

Public

Restrooms

Identify locations for public restrooms and construct two public restroom sites.

Shoreline Access

Replace the stationary canoe/kayak launch at College Landing Park with a structured shoreline ADA-compliant launch that includes an accessible pathway.

Utilities Infrastructure

Complete the utilities master planning process, establish a funding plan, and initiate two identified infrastructure improvements for the City’s system.

Waller Mill Usage Plan

Consider opportunities for increased usage of the existing Waller Mill Park, reservoir, and surrounding City-owned land through the development of a Waller Mill Usage Plan.

Waller Mill Dam Improvements

Complete the improvement of Waller Mill Dam fortification to comply with the Department of Conservation and Recreation to secure against failure in the result of a worst-case rainfall event.

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.

Leverage External Funding

Research and deploy local government best practices for employment of or contracting for grant writing and management services as well as private fundraising for municipal projects.

Live Performance Venue

Complete initial design of the Williamsburg live performance venue, determine regional support, and evaluate facility completion by July 4, 2026.

Parking Technology

Continue to evaluate consistent parking hardware, software, and pricing models that emphasize convenience, ease of use, and turnover while implementing a new parking solution in the Prince George Parking Garage.

Regional Homelessness Strategy

Consider the findings of the regional Virginia Peninsula Homelessness Study and work to identify two regionally supported strategies.

Rent Ready

Complete public review of the Williamsburg Rent Ready Program and consider adoption while planning for staffing needs.

Sports Tourism Development

Evaluate the cost, economic impact, and local need of additional sports tourism facilities associated with the regional indoor sports center, including aquatic and ice sports.

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

Expand Williamsburg Area Transit Authority Route 15 to connect the Colonial Williamsburg Historic Area and Transportation Center with the Monticello commercial corridor, including pharmacies, grocery stores, and general shopping areas using a 15-minute frequency and electric bus infrastructure.

250th Commemoration

Facilitate the work of the Williamsburg 250th Committee, with particular focus placed on completing the identified 250th legacy projects and measuring tourism impacts of 250th-related travel.

Bus Stop Improvements

Identify the needed improvements to provide each City bus stop with a defined standard level of service, including a shelter and trash can, and then improve five stops to the new standard of service.

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.

Revised Communication Strategy

Evaluate current public outreach tools for effectiveness; identify new approaches aligned with community input; and redesign communication approaches for greater engagement.

Trail757

Establish the Williamsburg portions of Trail757, including connection to the expanded Capital Trail by obtaining funding for Phase 3 of the College Woods Circuit and planning for the trail’s continued routing through the City.

The Williamsburg City Council adopted the 2025/2026 Goals, Initiatives, and Outcomes (GIOs) on Nov. 14, 2024. Follow progress at williamsburgva.gov/gio.

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 2026 Proposed Budget

INTRODUCTION

THE CITY’S VISION

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

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 35 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, expenditures, and staffing, covering four years. Importantly, desired community outcomes related to each department, and observed outcomes are shown. Many of these measures parallel the measures arrayed under the six goals in the preceding section, including the National Citizen Survey™ (NCS) results and ratings. Comparisons of Williamsburg resident ratings with the national benchmark from the latest 2024 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 performance indicators – are shown with operating data for the last two fiscal years, the projected number for the current year, and the target or expected number for next year.

OFFICE OF CITY MANAGER

Andrew O. Trivette, City Manager

Mission

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

Cost Centers

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

Expenditures and Staffing

2.Economic Development -Triangle Building Mgt.

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

Residentsrated valueofservices forthetaxespaid andqualityoflife “higher” thanthe nationalbenchmarkcomparison, withallotherresultsshownas “similar” tobenchmarkfor2024.

Desired Outcomes Observed Results

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

Theoverallappearanceand cleanlinessand overallqualityof newdevelopment andnaturalenvironmentwereall ranked “higher” than thenational benchmark.The qualityofoverall naturalenvironmentranked “similar” tothe nationalbenchmarkfor2024.

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.

Overallimageof Williamsburgrated “higher”, withall otherresponses “similar” tothe nationalbenchmarkfor2024.

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

Overallconfidence inWilliamsburg andGenerally actinginthebest interestofthe communityranked “higher” in2024in comparisontothe 2022NCS.All categoriesranked similartothenationalbenchmark for2024.

Desired Outcomes Observed

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

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

Results

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

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

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

Thisisanindicator of retention of employees who resign, retire, or otherwise terminate employment. Retirements skewed theFY16, FY19 and FY20 results. ICMA reports that average annual turnover rate in 2019 for state and local government excluding education is19.5%.

Office of City Manager Cost Centers:

City Manager / Human Resources

Clerk of Council / Communication

Performance Trends and Targets

Economic Development

Performance Trends and Targets

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

Desired Outcomes Observed

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

The Finance Dept collects all City revenues, with Real Estate Taxes being the single highest revenue source. Collections are consistently 97% - 99% each year. Staff follow-up on delinquent accounts raises collections close to 100% in subsequent years.

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.

Real Estate Assessments (City Assessor)

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.

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 23-24 with the hiring an additional staffmember inthe I.T. Department. Average response time for all Helpdesk service calls since FY 2015 was2.57hours.

Desired Outcomes Observed

Results

2. Increase website visitors by 10% annually.

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.

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

The total number of eGov transactions increased significantly from FY 2015 thru FY 2024. Asignificant increase in FY 2020 due to COVID-19 pandemic.

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

$22.2 Million was received for financial transactions over the City’s website from FY 2015thruFY2024

1. The average increase in receipts over the 10 fiscal years was 13.6%.

Information Technology

Performance Trends and Targets

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 policing, integrity, fairness and professionalism.

Cost Centers

1. Law Enforcement Operations -Support Services -Uniformed Bureau

Investigative Bureau

Expenditures and Staffing

*City is part ofconsolidated 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

Thepercentageof Williamsburgcitizens’ ratingsof “good” or “excellent” were “higher” forcrime prevention,withpoliceservicesand trafficenforcement “similar” comparedto thenationalbenchmarkfor2024.

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

Overallsafetyis “higher” than nationalbenchmark. Other responsesfor FY2024were “similar” tothe nationalbenchmarkfortheothercategories.

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 fromFY 2015FY2018 and in FY 2024.

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 averaged 42% clearance rates for Part I crimes since FY 2015. This is 66.3% above the national average.

Police Department Cost Centers:

Law Enforcement Operations

Parking Garage

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

Expenditures and Staffing

Emergency Managementstaffing provided by Fire Department includedabove

Desired Outcomes

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

Observed Results

Residentsrated “similar” tothe nationalbenchmarksinallsurvey categoriesfor 2024.

Emergency Management / Disaster Preparedness

Desired Outcomes Observed Results

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

Average responsetimefor allfireincidents has been under the 5 minute target from FY15FY21. In FY 2023, moving to temporary facilitiesandan increase in demand contributed to an increase in the average responsetime.

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

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

Fire Department Cost Centers:

Fire Suppression, Prevention & Education, and Emergency Medical Services

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

5. Landscaping 6. Cemetery

Expenditures and Staffing

Desired Outcomes

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

Observed Results

Streetrepairand streetcleaning wererated “higher” thannational benchmarkwithall other categories rated “similar” tothe nationalbenchmark for2024.

Desired Outcomes

2. Increase residential participation in recycling program Citywide.

Observed Results

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

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

Since 2015 the Cityhasexceeded the State’s 25% goal - for 2024 the recycling rate was25%.

4. Receive improving National Citizen Survey ratings for essential services provided by the Public Works department

“Higher” than the national benchmark.

Garbagecollection andrecyclingare contractedservices.Allsurvey responseswere “similar” tothe nationalbenchmarkfor2024.All sectionsranked “higher” incomparisontothe 2022survey.

City Shop

Performance Trends and Targets

Streets / Engineering / Stormwater Operations

Solid Waste Operations

Performance Trends and Targets

Buildings / Facilities Maintenance

Landscaping

Trends and Targets

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

Expenditures and Staffing

3.Programs

4.Farmers Market

Desired Outcomes

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

Observed Results

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

All survey responses were “similar” to the national benchmark for 2024.

Fitness opportunities responses were rated “similar “ to the national benchmark for 2024. Overall Quality of Parks and Recreation opportunities began tracking in FY 2020.

Trends and Targets

Performance Trends and Targets

Programs

Farmers Market

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

Expenditures and Staffing

2. Codes Compliance

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

Allcategoriesare “similar” tothe nationalbenchmarkinthe2024 survey.Overall qualityofnewdevelopmentwas “higher” in2024 comparedto2022.

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. ARBreviewed 144 cases in FY24 approving85%.

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. 556 inspections were performed in FY24 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.

InFY2024there were 1,300 property maintenance code inspections, and 109 rental inspections performed. 59.0% of property maintenance and rental inspection cases were brought into voluntary compliance.

Codes Compliance

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

Desired Outcomes

1.Process expedited food stamps (SNAP) within seven days. The target is to process 97% of applications in seven days.

Observed Results

Overthepastten years,onaverage 95.7%of expeditedfood stampapplicationshavebeen processedin sevendays.

Human Services (all cost centers)

Numbers are duplicated and reflect multiple interactions with a resident.

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

Expenditures and Staffing

& Sewer System

*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

79% of the 2024 survey responses rated the City’s drinking water “good” or “excellent”, with both drinking water and sewer services “similar” to the national benchmark. The sewer services ranked “higher” in 2024 comparedto2022.

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. With the ten year average for water consumption in theCityis2.56.

4.Minimize sewer backups using preventive maintenance schedule.

Preventivemaintenance at key locations around the city have decreased the number of backups since FY 2015. The average annual reduction since FY 2015 is 6.8%.

Trends and Targets

Water Treatment

Performance Trends and Targets

Water & Sewer Systems

CITY OF WILLIAMSBURG

Fiscal Year 2026 Proposed Budget

INTRODUCTION

The Financial Plan provides a five-year forecast for future budgets. The Debt section provides background on the City’s debt, debt profile, actual debt policy results, and impact and costs of future planned debt issuances.

City of Williamsburg Five-Year Financial Forecast

FY 2026-FY 2030

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

FORECAST SURPLUS (DEFICIT)

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, condition, and location of specific properties. 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 FY2026, not including new construction, are 3.3% higher than FY 2025 and 4.02% 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 the current economic condition, 5% was used to forecast real estate assessment increases for FY 27 through FY 30

Personal Property Tax

Personal Property tax is a tax on the value of primarily vehicle assessments. In recent years, fluctuating supply chain conditions, inflationary pressures, and shifts in consumer demand have influenced used vehicle values, impacting personal property taxes. While vehicle assessments saw sharp increases during supply shortages, recent market stabilization and rising interest rates have led to more moderate valuation trends. The Commissioner of Revenue projects that vehicle assessments will experience steady but tempered growth. However, personal property revenue collections also depend on collection rates and delinquency levels, which remain variable due to economic uncertainties. As a result, a cautious growth estimate has been applied for FY26 through FY29

Business Licenses

In FY23, business license revenue surpassed pre-pandemic levels last seen in FY19. Budgeting for these licenses remains challenging, as current fiscal year revenue is received late in the budget process. FY24 significantly exceeded expectations, rising 16% over FY23. Sales and meals tax collections remain strong, aligning with projections for FY25. BPOL revenue is expected to grow in FY26 compared to the projected actuals for FY25, with a steady 2% growth rate anticipated from FY27 through FY30.

Hotel and Motel - General and Tourism Funds

The hotel and motel tax is influenced by room occupancy and fluctuations in room rates aimed at maintaining demand. In FY20, revenue declined by 30% due to the impact of COVID-19, followed by a 46% decrease in FY21 compared to pre-pandemic levels. However, FY22 experienced a rebound, with occupancy and revenue surpassing pre-pandemic figures by nearly 5%. FY23 continued this upward trend, recording a 10% increase over pre-pandemic levels, while FY24 saw minimal growth year-over-year. A 3% revenue increase is projected for FY25. Additionally, the lodging tax rate will rise from 5% to 8% on January 1, 2026, as part of FY26, aligning with evolving economic conditions. From FY27 through FY30, revenue growth is expected to stabilize at a steady rate of 1% annually.

Restaurant and Food (Meals)

Restaurant and food tax revenue experienced a 20% decline during the pandemic in FY20 and FY21. However, by FY22, revenue rebounded, exceeding FY19 pre-pandemic levels by 7.5%. FY23 saw continued growth, with meal tax revenue reaching approximately 20% above pre-pandemic figures. In FY24, revenues increased modestly by 1% year-over-year, with a projected 5% increase anticipated for FY25. In alignment with the planned lodging tax adjustment, the restaurant and food tax rate will increase from 5% to 7%, effective January 1, 2026. The City projects a steady growth rate of 2.5% annually from FY27 through FY30.

Admissions Tax

The City will implement an admissions tax beginning January 1, 2026, as part of the FY26 budget. A modest percentage of the ticket price will be collected at the point of sale by venues. This tax is expected to enhance revenue generation from the city's vibrant entertainment sector. A steady annual growth rate of 2% is projected from FY27 through FY30.

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.

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.

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 2025:

Public Improvement & Refunding Bonds

Public Improvement Bonds

All Interest paid semi-annually; principal annually 20 years, 2.736% pay-off July 2037

10 year callable bond, fixed interest for first four 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

Fixed interest rate bonds at 4.59% with final maturity 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.

CITY OF WILLIAMSBURG

BUDGET SUMMARIES

INTRODUCTION

The Summary Section provides an overview of all budgeted funds for the upcoming year. These include the General Fund, Capital ProjectImprovementFund (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.

CITY OF WILLIAMSBURG

REVENUES

General Property Taxes (26,093,280) $ (24,542,682) $ (22,082,840) $

Other Local Taxes (32,901,530) $ (26,923,502) $ (26,935,071)

Licenses and Permits (266,325) $ (172,110) $ (261,270)

Fines (270,000) $ (210,000) $ (216,748)

Use of Money & Property (2,754,905) $ (2,319,181) $ (4,273,287)

Charges for Services (10,763,200) $ (8,745,914) $ (9,190,681)

Miscellaneous (12,679,780) $ (2,192,834) $ (2,776,673)

Intergovernmental (17,307,761) $ (15,226,603) $ (6,736,255)

Transfers From Fund Bal./Net Pos. (5,429,262) $ (12,204,015) $ -

Transfer from CIP Budget Stabilzation (1,590,000) $ (1,080,000) $

Transfer from Tourism Fund - $

Transfer from ARPA Fund - $ (230,147)

Other Financing Sources (2,324,350) $ (1,443,000) $ (10,240,180) Total Revenues (112,380,393) $ (95,059,841) $ (82,943,152) $

/ EXPENSES

Financing Sources

Transfer from F.B./Net Pos. CIP

Transfer from F.B./Net Pos. OPR

(5,260,076) Transfer from Gen. Gov. CIP

(5,688,206)

Transfer from Courthouse Mtce

Transfer from Budget Stabilizat. (1,590,000) (1,590,000)

Transfer from G/F Reserves CH

EXPENDITURES / EXPENSES

Total Expenditure / Expense & Transfers

* Includes Utility Fund Capital Projects

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

*** Fund Balance/Net Position Transfers are not netted on this presentation for transparency. Reconciliation to All Funds Statement:

REVENUES

EXPENDITURES

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 4.02%. The average increase in single-family residential reassessments is anticipated to be 4.75%, and the average commercial values are anticipated to increase 1.57%. Multi-family residential is expected to increase by 6.54% (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 29% for FY 26 This is primarily due to the anticipated implementation of a increase in Meals tax by 2% and a 3% increase in Lodging tax. Additionally, there will now be a 10% admissions tax collected by the City.

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 $261K in FY 24 because of a few major private developments obtaining permits. It is expected to be $172K for FY 25, with totals for FY 26 budgeted at $266K, based on anticipated projects in the City.

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 $187K and $216K for FY 23 and FY 24. FY 25 revenues are expected to be $210K, and FY 26 is budgeted at $270K.

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 $813K in FY 23. Revenue for FY 24 was $806K and is expected to be $795K for FY 25 The FY 26 budget is set at $855K, as revenues are expected to mimic pre-pandemic values.

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 23 and FY 24 were $440K and $501K, respectively. FY 25 revenues are expected to be $646K and increase to $700K in FY 26 as additional classes and activities are added The driving force of the increase from previous fiscal years is the addition of the Farmers Market Revenues in FY 24.

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 25 revenue is $2.86M, and the proposed FY 26 is $2.99M

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. There is projected to be an increase of 179K or 5.2% in FY26 compared to FY25.

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 increase by 9.4% or $822K compared to the FY25 budget. Some of the significant factors for the increase:

• Increases to balance were primarily salaries and benefits to all departments.

• Due to economic conditions, inflation has also had an impact on operating costs.

• Increases in maintenance and service 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 WilliamsburgJames 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 pop ulation basis each year. Funding of $700K is anticipated for FY26.

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 FY26 by $1.41M or 9.4%, compared to the FY25 adopted budget. The increase is due to changes in pay and benefits of $920K. Increases to the police budget include $25K for vehicle expenses and $10K for police supplies. For Fire, the FY26 proposed budget includes a $22K increase for professional health services and a $26k increase for EMS supplies. In addition, there is a $21K increase for E-911 services paid to York County in FY26 and a $226K 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 FY26 increased by $292K, which is 6.3% higher than FY25 Building Facilities and Maintenance had an increase in service contracts of 40K. Another contributing factor to the increase is 74K in the Streets department.

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 FY26 budget decreased by $87K, a 3.3% decrease compared to FY25. The CBH contribution increased by $14K, the contribution to the Peninsula Health District decreased by $21K, and Olde Towne Medical $4K. The City’s budgeted subsidy of $2M to the Public Assistance Fund decreased by $83K in FY26 over the FY25 budget.

Education – The City and James City County jointly fund the Williamsburg-James City County Public School system. FY25 was the second year of the FY23-FY28 School contract The City’s contribution to school operating costs for FY 26 is anticipated to be $12.7M based on the joint School contract with James City County, which is a $1.4M increase from FY25 or a 12.4% increase. In FY 25, 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.

Parks, Recreation and Cultural - Recreation administration, playgrounds, parks, Farmers Market, 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 $1,141,588, a $56K increase compared to FY 25. Arts Commission contributions are funded at $159,000 for FY26. James City County reimburses the City for half the program costs as a funding partner. Overall, this category of expenditure increased $54K or 1.7% in FY26 compared to the FY25 budget. Parks and Recreation had an increasing trend in the overall budget due to the addition of the Farmers Market and other operating expenses adjusting for current economic conditions.

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 FY26 increased by $477K, or 33.2%, over what was budgeted in FY25 Increases can be accredited to contributions to outside agencies such as Williamsburg Area Transit Authority of 330K.

CITY OF WILLIAMSBURG

CATEGORIES

*This table summaries the funding history and proposed FY 2026 budget for the City's eight major funding categories. Debt Service is included in the Capital Improvement Program budget.

II

SUMMARY OF EXPENDITURES - FISCAL YEAR 2026

*Included in Capital Improvement Projects (Sales Tax) Fund

SUMMARY

CITY OF WILLIAMSBURG

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

EXPENSES

REVENUES

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 FY26 includes a proposed rate increase of 30%. FY25 Water Service revenue was budgeted at $5.1 million; with level consumption rates and rate increase, water service revenues are expected to be $6.66 million in FY26.

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. In FY25 revenues from sewer service were budgeted at $3.0 million. Consumption is expected to continue to increase gradually in FY26 and is budgeted at $3.4M.

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 $373K for FY26.

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 FY25 interest rates have increased and with this increase and anticipated cash resources, interest earnings are anticipated to be close to $400K for FY26.

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 in building activity are proportional to availability fee revenue The budget estimate for FY26 is $100,000.

Grants –In FY25 the city budgeted to receive 1.4M in Congressionally Directed Spending Funds to replace the Colonial Parkway Main. The city does not plan on applying or receiving any grants in FY26.

Administration - Administration expenses account for 23.2% of the total utility fund. The utility department's administrative staff consists of three full-time personnel. FY26 proposed includes the funding for +1 FTE, a Civil Engineer. 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 2026, expenses for the water treatment plant are estimated to increase by about 14.4% compared to FY 2025 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.

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 2026 are expected to increase by 173K or 23.5% from the last fiscal year, mainly due to repair and maintenance supplies.

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 2026 are expected to increase by $439K. This expense represents payment to HRSD for revenues collected on their behalf, and there is no impact on the Utility Fund's operating income.

Debt Service – 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 In FY26, the City will be issuing the first of three bonds in an effort to modernize the Water Treatment Plant. The 10-year plan equates to $27.6 million.

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.

EXPENSES

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 2026 is the twelfth year special assessments will be collected by the City for the QCDA.

BUDGET SUMMARY – QCDA FUND

Expenditures: FY 2026 Proposed

CITY OF WILLIAMSBURG

Of the $61,094,061 Fund Balance in the GFCIP, approximately $39 million is nonspendable (invested in land held for resale) or bond proceeds.

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

$70,000,000

$60,000,000

$50,000,000

$40,000,000

$30,000,000

$20,000,000

$10,000,000

City Attorney

001-00-1027

001-00-1027

001-00-1027

001-00-1027

* Full-time equivalents (FTE's), including Constitutional Officers, Registrar Includes part-time employees but not temporary labor

CITY OF WILLIAMSBURG

Fiscal Year 2026 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 2025 and 2026 Biennium, which the project supports.

CONTENTS

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2026 - 2030 Preliminary

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2026 - 2030 Preliminary

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2026 - 2030 Preliminary

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2026 - 2030 Preliminary

City of Williamsburg - Capital Improvement Program Summary - Fiscal Years 2026 - 2030 Preliminary

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Innovating a Modern City

Year Introduced: 2020

Change: 2024 - Title change

Program Category: Public Works

Project Title: Street Maintenance Program

Managing Department: 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 $680,000 is budgeted in FY2026 with increases biannually 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 applied for $2,000,000 in additional SGR funds in FY25 for resurfacing segments of Richmond Road, from High Street to Governor Berkeley Street.

Cost Estimate:

2026 FY 2027

2028

2029

Funding Sources:

Rd/York St SGR

Impacts:

Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost)

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.

City Council Goal: Coureageously Leading

City Council Initiatives:

Year Introduced: 2023 Change: None

Program Category: Public Works

Project Title:

Monticello Ave-Richmond Rd-Lafayette St Roundabout

Managing Department: 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.

Estimate:

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Coureageously Leading City Council Initiatives:

Smart City Initiatives/Carbon Emission Reduction

Year Introduced: 2020 Change: None

Program Category: Public Works

Project Title: Traffic Signals

Managing Department: 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.

Estimate:

Grants: Smart Scale (Rich. Rd) Smart Scale (Laf. St)

Impacts:

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Public Works

Project Title: Bridge Inspection and Maintenance

Managing Department: Public Works

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

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.

Savings (Cost)

(Cost)

(Cost)

(Cost)

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2020 Change: 2023 - Title Change

Program Category: Public Works

Project Title: Historic Area Maintenance

Managing Department: 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.

Estimate:

Funding Sources:

Operating Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2017 Change: None

Program Category: Public Works

Project Title: Ironbound Road Improvements (Phases II & III)

Managing Department: 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.

Cost Estimate:

2026

Funding Sources:

Revenues (Sales Tax)

(IB Ph 3)

Scale (IB Ph 2)

Impacts:

Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost)

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Public Works

Project Title: Lafayette Street Reconstruction

Managing Department: 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.

Estimate:

(Cost)

Savings (Cost)

Savings (Cost)

(Cost)

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.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Connecting with the World

Year Introduced: 2020 Change: None

Program Category: Public Works

Project Title: Newport Avenue & S. Henry St Sidewalks

Managing Department: Public Works

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 has been awarded the FY27-28 Revenue Sharing funding for the remaining dollars for construction. The total project cost is $886,400.

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

Funding Sources:

Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

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.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Connecting with the World N/A

Year Introduced: 2025 Change: None

Program Category: Public Works

Project Title: Merrimac Trail Sidewalk

Managing Department: Public Works

Project Description:

This projects involves installing a sidewalk to connect existing sidewalks on Merrimac Trail. This sidewalk will provide a safer route for pedestrian traffic walking on the road. Due to the topography, some significant filling and grading will be required to address steep slopes along the sidewalks intended path. We anticipate design starting in FY27 with construction taking place in FY 2028. The total project cost is $315,000.

Funding Sources:

(Sales Tax)

(VDOT Revenue Sharing)

(Cost)

(Cost)

(Cost)

(Cost)

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.

City Council Goal: One Williamsburg

City Council Initiatives:

African American Heritage Trail

Year Introduced: 2024 Change: None

Program Category: Public Works

Project Title: African American Heritage Trail

Managing Department: 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 trail will have interpretive sites including signage, as well as lighting, ADA accessibility and seating areas along the route. The total cost of the project is estimated at $2,748,900.

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).

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. The new trail will create approximately 2,150 feet of new sidewalk to maintain as well as a new public restoorm that will require upkeep and cleaning.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Connecting with the World

Trail 757

Year Introduced: 2019

Change: 2021 - Title & Scope

Program Category: Public Works

Project Title: College Woods Circuit Shared-Use Trail

Managing Department: Public Works

Project Description: Cost Estimate:

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 received 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.

2026

2027

2028

2029

2030

Funding Sources:

Impacts:

Savings (Cost)

Savings (Cost)

Savings (Cost)

(Cost)

Fiscal Impact Summary:

Beyond the capital costs of the construction, this project’s long-term fiscal impact is minimal other than routine pavement maintenance.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Courageously Leading City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Public Works

Project Title: Route 143 Embankment & Outfall Erosion Repair

Managing Department: Public Works

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.

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

Funding Sources:

Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost) Operating (Cost)

Fiscal Impact Summary:

Beyond the costs of construction, this project will not have a fiscal impact. The additional maintenance costs will likely be negligible.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY 2021 Change: None

Program Category: Parks, Recreation & Culture

Project Title: Kiwanis Park Tennis Courts

Managing Department: Parks & Recreation

Project Description:

Rebuild the Kiwanis Park tennis courts. The courts were constructed in 1973 and have exceeded their lifespan. Unless rebuilt, crack repairs will only last approximately 6-8 months.

Estimate:

Funding Sources:

Fiscal Impact Summary:

There will not be a fiscal impact due to these projects. The amount of staff time and resources will remain the same as it currently is.

City Council Goal: Prioritizing Safety & Wellnes

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2025

Change: None

Program Category: Parks, Recreaetion, & Culture

Project Title: Youth Softball Field Warning Tracks

Managing Department: Parks & Recreation

To improve the safety of our youth softball fields, warning tracks will be installed. These tracks are designed to provide athletes with a three-step warning that they are close to the edge of the field and approaching the fence. This 10' safety component will be installed around the perimeter of each softball field at Kiwanis Park. The warning track surface will be the same infield mix blend that we currently use.

Project Description: Cost Estimate:

Staffing Savings (Cost)

Savings (Cost)

Savings (Cost)

(Cost)

Fiscal Impact Summary:

The staff time and resources of mowing and weeding the fence lines will now transition into grooming and maintaining the warning tracks, resulting in an even trade of time and resources. This project should minimize the risk of injury which will minimize the number of insurance claims.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhancing Exisiting Parks Facilities

Year Introduced: Fy 2024 Change: None

Program Category: Parks, Recreation & Culture

Project Title: Quarterpath Park Trash Can Replacement

Managing Department: Parks & Recreation

Project Description:

The current trash cans at Quarterpath Park should be replaced with a more functional trash can that is graffiti resistant 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 allow cans to be interchangeable with our other parks. 35 trash cans with lids are needed to outfit the park.

Estimate:

for City

Funding Sources:

Impacts:

(Cost)

(Cost)

(Cost)

(Cost)

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

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2025

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Adult Softball Field Warning Tracks

Managing Department: Parks & Recreation

Project Description:

To improve the safety of our adult softball fields, warning tracks will be installed. These tracks are designed to provide athletes with a three-step warning that they are close to the edge of the field and approaching the fence. This 10' safety component will be installed around the perimeter of each softball field at Quarterpath Park. The warning track surface will be the same infield mix blend that we currently use.

Estimate:

Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost)

Fiscal Impact Summary:

The staff time and resources of mowing and weeding the fence lines will now transition into grooming and maintaining the warning tracks, resulting in an even trade of time and resources. This project should minimize the risk of injury which will minimize the number of insurance claims.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhancing Existing Park Facilities

Year Introduced: FY2025

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Quarterpath Park Self-Cleaning Toilets

Managing Department: Parks & Recreation

Project Description:

Smart, self-cleaning public restrooms will replace the current port-a-johns located between softball fields #2 and #3 at Quarterpath Park. This modular restroom facility offers remote access control, automated cleanings, graffiti-resistant surfaces, and is ADA-compliant. This structure will house two family bathrooms and is approximately 9' x 22'. The completion of this project would satisfy one of two public bathrooms as outlined in the GIOs.

Impacts:

Fiscal Impact Summary:

This project will incur utility expenses and by being a self-cleaning operation will provide a staff a significant staff savings. It is estimated there will be a water consumption savings of 9 liters per flush,and 3,720 liters per month related to cleaning when compared to a traditional restroom.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2021

Change: Increase in funding

Program Category: Parks, Recreation, & Culture

Project Title: QP Park Accessible Walkways

Managing Department: Parks & Recreation

Project Description:

To become ADA compliant the walkways at Quarterpath Park (walkways from parking lot to softball fields, playground, and shelter) need to be paved. This project was first introduced in FY21 but was put on hold until the location of the regional sports center was determined. The price for this project has increased by $30,000.

Funding Sources:

Impacts:

Savings (Cost)

Savings (Cost)

Savings (Cost)

(Cost)

Fiscal Impact Summary:

There will not be an additional fical impact as a result of this project.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Parks & Recreation ADA Improvements

Year Introduced: FY 2024 Change: None

Program Category: Parks, Recreation & Culture

Project Title: QP Recreation Center Bathroom Renovation

Managing Department: Parks & Recreation

Project Description:

The bathrooms (5) at the Quarterpath Recreation are showing their age and should be renovated. The floors, walls, partitions, and countertops are stained, tiles are beginning to crack and tile colors should be updated. The renovation will include fixtures, partitions, countertops, and tiles.

cost for City

Funding Sources:

Impacts:

(Cost)

Savings (Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

Replacing all fixtures should reduce maintenance calls to Facilities for service. Estimated staff savings is $1800 annually.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY 2021 Change: None

Program Category: Parks, Recreation & Culture

Project Title: Waller Mill Park Improvements

Managing Department: Parks & Recreation

Project Description:

Re-establish the mountain bike trail at Waller Mill Park.

Estimate:

Funding Sources:

Summary:

There will not be an additional fiscal impact as a result of this project.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhace Existing Parks Facilities

Year Introduced: FY2024

Change: None

Program Category: Parks, Recreation & Culture

Project Title: Waller Mill Park Bathrooms Renovation

Managing Department: Parks & Recreation

Project Description:

The bathrooms (2) at Waller Mill Park, built in 2000, need an upgrade. There are cracked tiles, stained countertops, sinks and toilets, and poor lighting.

(Cost)

(Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY 2021 Change: None

Program Category: Parks, Recreation & Culture

Project Title: Waller Mill Park Improvements

Managing Department: Parks & Recreation

Project Description:

Replace six pedal boats that are used as a rental amenity of Waller Mill Park.

Funding Sources:

Fiscal Impact Summary:

There will not be an additional fiscal impact as a result of this project. We currently offer peddle boats as a rental amenity. Therefore there wouldn't be an additonal staffing expenses.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY 2023

Change: None

Program Category: Parks, Recreation & Culture

Project Title: Waller Mill Park Jon Boats

Managing Department: Parks & Recreation

Project Description:

The fleet of jon boats at Waller Mill Park are over 40 years old and have exceeded their life expectancy. The fleet is currently down to 10 boats from 15. This request will replace the existing boats and bring the fleet back to 15.

Funding Sources:

Impacts:

(Cost)

Savings (Cost)

Savings (Cost)

(Cost)

There is no additional fiscal impact from these projects. We currently offer jon boats as a rental amentiy. Therefore there wouldn't be an additional staff expense.

City Council Goal: Prioritizing Health & Wellness

City Council Initiatives:

Parks & Recreation ADA Improvements

Year Introduced: FY 2024 Change: None

Program Category: Parks, Recreation & Culture

Project Title: WMP Shelter #4 Parking Lot Paving

Managing Department: Parks & Recreation

Project Description:

To improve ADA accessibility, the shelter #4 parking lot should be paved to include designated handicap parking spaces.

Funding Sources:

Impacts:

(Cost)

(Cost)

(Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2025

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Waller Mill Park Self-Cleaning Restroom & Shower Facility

Managing Department: Parks & Recreation

Waller Mill Park will transform into a revitalized park with more opportunities for visitors to enjoy. To accommodate campground patrons, a restroom and shower facility will replace the existing port-a-johns located between shelters #2 & #3. This amenity consists of four family-style restroom units with a shower. Additionally, coin-operated/card reader laundry will be included. This 30' X 24', vandal-resistant amenity is ADA-compliant and constructed with high-strength precast floors, walls, and roof.

Project Description: Cost Estimate:

for City

Impacts:

Fiscal Impact Summary:

This project will incur utility expenses, staffing, and supply costs.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2025

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Paving Shelter Road at Waller Mill Park

Managing Department: Parks & Recreation

Project Description:

The current dirt shelter roadway will be paved to allow for improved accessibility. Due to the volume of use of this roadway, it often contains excessive potholes that need constant maintenance. This project will also include paving the Shelter #3 parking lot.

for City

Impacts:

Fiscal Impact Summary: The results of this project will reduce repair costs (filling in potholes).

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Park ADA Access Efforts

Year Introduced: FY 2022

Change: None

Program Category: Parks, Recreation & Culture

Project Title: Wales Subdivision

Managing Department: Parks & Recreation

Project Description:

Replace the playground and fence at Wales Subdivision.

Estimate:

Funding Sources:

Fiscal Impact Summary:

There is no additional fiscal impact due to these projects.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Park ADA Access Efforts

Year Introduced: FY 2022

Change: None

Program Category: Parks, Recreation & Culture

Project Title: Park Improvements

Managing Department: Parks & Recreation

Project Description:

Replace the stationary canoe/kayak launch with a functional ADA-compliant launch with an accessible pathway at College Landing Park. This project will satisfy the GIO to improve shoreline access. Additionally, a self-service kayak kiosk station will be installed. This amenity houses four kayaks, paddles, and life preservers for park visitors to rent at their leisure. This revenue-generating amenity is set up as a 50% profit share with Rent-it-Fun.

(Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

The kayak rental station, a new revenue stream, is a 50% profit share with the rental company.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: FY2026

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Williamsburg Farmers Market Trialer

Managing Department: Parks & Recreation

Project Description:

To aid in farmers market effiency and streamline setup/breakdown proceedures, a mobile storage/operations unit is needed. This custom unit will not only provide proper storage, but it will allow staff to mange market operations from this unit while at the market. Additianlly, it will provide much needed climate control for staff during extreme weather conditions as the market transitions to a year-round opportunity, The trailer will be custom wrapped to showcase it as the City of Williamsburg Farmers Market.

Funding Sources:

Fiscal Impact Summary:

This unit will reduce staff time for setup and breakdown of market operations and reduce risk of injury. There will be minimal cost associated with basic trailer maintenance and annual inspections.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Parks Facilities

Year Introduced: FY 2024 Change: None

Program Category: Parks, Recreation & Culture

Project Title: Parks Trash Can Replacement

Managing Department: Parks & Recreation

Project Description:

Replace trash cans in the parks system (Redoubt, Strawberry Plains, College Landing, Highland, Bicentennial, Geddy, and Wales) with a more functional trash can that has a covered lid to prevent rainwater collection, to keep squirrels out, and graffiti resistant.

Estimate:

Funding Sources:

Impacts:

(Cost)

(Cost)

(Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY 2022

Change: None

Program Category: Parks, Recreation & Culture

Project Title: Strawberry Plains Playground

Managing Department: Parks & Recreation

Project Description:

Replace the aging playground and amenities (installed 2007) at Strawberry Plains Park with innovative play structures and provide an ADA-compliant accessible route.

Estimate:

Funding Sources:

Fiscal Impact Summary:

There is no additional fiscal impact for this project.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2025

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Repave Redoubt #1 Walkway and Parking Lot

Managing Department: Parks & Recreation

Project Description:

The paved walkway from the parking lot to Redoubt #1 is in need of repair due to tree root damage and wear ($85,000). This has caused numerous wide cracks that will continue to spread if not repaired. Due to the quantity of repairs, it will be more beneficial to do a complete repave. This walkway was originally installed in 2007. During this project, we will also convert grass parking into paved parking at Redoubt Park and restripe existing parking spaces that was introduced in FY23 ($20,000). These projects have been combined so that we can use the same contractor and only mobilize once.

for City

Funding Sources:

Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

Debt Service Net Impact

Fiscal Impact Summary:

-

There will not be an additional fical impact as a result of this project.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Public Art

Year Introduced: FY2023

Change: None

Program Category: Parks, Recreation, & Culture

Project Title: Downtown Children's Park

Managing Department: Parks & Recreation

Project Description:

The downtown children's park concept includes an artistic fountain as an anchor for a playground that may also include climbing centers, an interactive play garden, a slide, playground sand, a carousel, and public restrooms. The children's park will be designated to compliment and celebrate the architecture of the Historic District. As one of five 250th legacy projects, the project is slates for possible completion in 2026 pending City Council Approval. In FY24, $50,000 was designated for conceptual design and site selection work, while potential final design and construction costs are included in FY25 and FY26. A location for this project has not been determined, though 201N. Henry St. has been identified as a suitable location for the project. The Children's park has an estimated total cost of $6,500,000.

Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

for City

Funding Sources:

Impacts:

Staffing Savings (Cost) (50,000)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

Debt Service

Fiscal Impact Summary:

The water feature (fountain) and carousel will increase staffing and operating costs which include maintenance and utilities, however, those costs will be offset by increased tourism and downtown vibrancy.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY 2017 Change: N/A

Program Category: Public Safety

Project Title: E-911 Regional Center Expansion

Managing Department: Fire

Project Description: Cost Estimate:

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.

Impacts:

(Cost)

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.

City Council Goal: Innovating A Modern City

City Council Initiatives:

Year Introduced: FY 2021 Change: None

Program Category: Public Safety

Project Title: Firing Range Repairs

Managing Department: Police Department

Project Description:

This project was initially funded in FY2024, but we have been unable to proceed until the Public Works Dam project commences. The second installation of funds is scheduled for FY2026 with third traunce in FY2028.

Estimate:

Funding Sources:

(Cost)

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.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Innovating a Modern City N/A

Year Introduced: FY18 Change:

None

Program Category: Public Safety

Project Title: Former Police Station Demolition

Managing Department: 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.

(Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

There are no fiscal impacts beyond the cost of the project.

City Council Goal:

City Council Initiatives:

CITY

Courageously Leading N/A

Year Introduced: FY 2021 Change: None

Program Category: Public Safety

Project Title: Public Safety Emergency Radios

Managing Department: Police Department

Project Description:

Approximately 50% of the radios in the police department are 20 years old. This funding will allow us to replace them with the up to date devices.

Estimate:

Sources:

Fiscal Impact Summary:

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: N/A Change: N/A

Program Category: Public Safety

Project Title: Aid to Localities - Firefighting Equipment

Managing Department: Fire

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.

Project Description: Cost Estimate:

cost for City

Funding Sources:

Operating Impacts:

Savings (Cost)

Savings (Cost)

(Cost)

(Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: N/A Change: N/A

Program Category: Public Safety

Project Title: 4 for Life

Managing Department: 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 FY26 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.

Estimate:

Funding Sources:

Impacts:

Staffing Savings (Cost)

Savings (Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: Gas Monitor Replacement and Upgrade

Managing Department: 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 capablity, 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. These 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.

Estimate:

Funding Sources:

Fiscal Impact Summary:

Purchase of the units includes a full three year warranty that will cover repair and maintenance.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Courageously Leading Smart City Initiatives

Year Introduced: FY2021

Change:

None

Program Category: Public Safety

Project Title: Law Enforcement Equip - Body Cameras & Tasers

Managing Department: 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.

Funding Sources:

Impacts:

(Cost)

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 FY26 will be $22,889. A two percent increase in salary cost is assumed with each successive year.

City Council Goal:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Couragously Leading Smart City Initiatives

City Council Initiatives: Year Introduced: FY 2021 Change: None

Program Category: Public Safety

Project Title: Law Enforcement Equipment, Mobile Data Terminal Managing Department: Police Department

Project Description:

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 $7800 and includes the hardware, software and installation. Maintenance costs are $25 per month per unit, beginning after the one year warranty expires.

Estimate:

for City

Funding Sources:

Impacts:

(Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

The annual maintenance costs associated with this project are $25 per month, per unit, beginning after the one year warranty expires.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Courageously Leading Smart City Initiatives

Year Introduced: FY 2021 Change: None

Program Category: Public Safety

Project Title: Axon Fleet 3 In-Car Camera System

Managing Department: 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 FY26 to FY30 are due to the increased number of patrol cars in the fleet which require camera systems in the later years.

Funding Sources:

Impacts:

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 $36,000 per year.

City Council Goal: Courageously Leading City Council Initiatives: Year Introduced: FY 2022

Change:

Smart City Initiatives

None

Program Category: Public Safety

Project Title: Flock Safety ALPR Managing Department: Police Department

Project Description:

Flock Safety ALPR system provides real-time actionable intelligence and evidence that increases case clearance rates. Since our initial deployment we have experienced numerous successes with the technology.

Estimate:

cost for City

Funding Sources:

Impacts:

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY 2022 Change: None

Program Category: Public Safety

Project Title: Non-Lethal Restraint Equipment

Managing Department: Police Department

The BoloWrap is a remote restraint device which deploys an eight foot Kevlar teather to temporarily restrain subjects from a distance of ten to twenty feet. This device will increase officer safety and reduce the liklihood of injury to persons who are aggressively resisting arrest.

Project Description: Cost Estimate:

Funding Sources:

Operating Impacts:

(Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

There is no fiscal impact beyond the purchase price of the devices.

City Council Goal:

City Council Initiatives:

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

Connecting with the world Internet Connectivity

Year Introduced: FY24

Change:

None

Program Category: Public Safety

Project Title: Real Time Crime Center Technology

Managing Department: 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.

Estimate:

for City

Funding Sources:

Operating Impacts:

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: EMS Training Equipment

Managing Department: 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 be replaced.

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Enhance Existing Park Facilities

Year Introduced: FY2023

Change: N/A

Program Category: Public Safety

Project Title: Replacement Generator Quarterpath Rec Center

Managing Department: 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 $130,000 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.

Cost Estimate:

Sources:

(Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: EMS Toughbook Replacement Program

Managing Department: Fire

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029

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 FY 2026. These computers are utilized to capture our EMS report documentation which is directly tied to our EMS billing, and revenue recovery program.

Sources:

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: MDT Replacement

Managing Department: Fire

Project Description:

Mobile Data Terminals (MDTs) are devices assigned to front-line apparatus that provide critical real-time information for responding personnel including access to several map layers to improve tactical decisions and general incident planning. Traditionally, the department has replaced mobile data terminals (MDTs) as part of the vehicle replacement plan. MDTs are suggested to be replaced every four to five years. Over the next two fiscal years, we will need to replace approximately four MDTs.

Funding Sources:

Savings (Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

Routine replacement of our MDTs according to the manufacturer and the 911 Center guidance helps minimize repair and maintenance needs to keep our MDT inventory operational. Additionally, the annual operating cost for the AirCard fees for the units is approximately $5,000.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2026

Change: N/A

Program Category: Public Safety

Project Title: Glidescope Intubation Equipment Replacement

Managing Department: Fire

Project Description:

Glidescope is the department's preferred laryngoscope system. The glidescope is critical for the airway management of patients requiring intervention and assistance. The department's current inventory is nearing its useful life and is in need of replacement.

Funding Sources:

Fiscal Impact Summary:

Repair and maintenace of the equipment will be on the ongoing fiscal impact which is shown as operating costs.

City Council Goal: Courageously Leading City Council Initiatives: Year Introduced: FY2026

Change:

None

Program Category: Public Safety

Project Title: Historical File Digitizing Project Managing Department: Police Department

Project Description:

The police department has maintained decades of historical files in boxes at the Municipal Building. This project would allow for us to have a vendor digitze the files and destory them, removing our need to store them further.

There are no financial impacts beyond the scope of the project.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: Portable Radio Replacement

Managing Department: Fire

Project Description:

Estimate:

Funding Sources:

Impacts:

Fiscal Impact Summary:

Our current radio equipment is included in our repair and maintenance contract with Motorola.

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 plan of 3 years for our portable radio inventory, approximately 84 radios beginning in FY28.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: Work Performance Equipment

Managing Department: Fire

Project Description:

The department conducts annual work performance evaluations (WPE) to review the physical fitness level of all career firefighters. The WPEs are currently performed at James City County Station 22. There are plans to demolish Station 22 thus necessitating the need to be able to conduct WPE independently. This project allows us to phase in that transition by procuring the additional equipment for WPE and any replacement equipment in the station gym that helps prepare firefighters for WPE.

Estimate:

Sources:

Impacts:

Savings (Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

The fiscal impact of this equipment will be minimal and expenses shown are for any repair and maintenance needs that will occur from use.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY2025

Change: N/A

Program Category: Public Safety

Project Title: Ballistic Vest Soft Armor Replacement

Managing Department: Fire

Project Description:

The protective plate inserts for our ballistic vests are recommended to be replaced every five years. To ensure provider safety while also meeting manufacturer recommendations, the plate inserts will need to be programmed to be replaced in FY 2028. Ballistic vests are important protective equipment for personnel when responding to active threats or other potentially dangerous incidents.

Estimate:

Funding Sources: Carry forward

Some operating costs will be incurred to repair equipment as needed.

City Council Goal:

City Council Initiatives:

Courageously Leading Smart City Initiatives

Year Introduced: FY 2022

Change:

None

Program Category: Public Safety

Project Title: SmartWater CSI

Managing Department: 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.

for City

Funding Sources:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost) Operating (Cost) Debt Service

Fiscal Impact Summary: There is no fiscal impact beyond the fee for the program.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: FY25 Change: N/A

Program Category: Community & Economic Development

Project Title: Train Station Storage Conversion to Commercial Managing Department: Economic Development & Tourism

Project Description:

Currently, the +/-1350sf storage space in the Williamsburg Transportation Center is being used as a workshop for the City's Facilities Maintenance Division. There are plans to build a new workshop for the Division in the Public Works Yard in FY26-FY27. When they vacate the storage room, Economic Development proposes converting this space to a leasable commercial unit, preferably for a cafe. The space could be leased to a long-term tenant or could be used as a retail incubator space managed by the Economic Development Authority. To achieve "vanilla box" status for the space, an estimated $250,000 will be required. This estimate includes $150,000 for a Contractor; $50,000 for Architecture, Engineering, Plumbing and HVAC; and $50,000 for finishing elements such as lighting, flooring and contingency. Estimates were secured for these items and verified by Public Works.

Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029

Funding Sources:

(Cost)

Fiscal Impact Summary:

This project will generate lease revenue for the Economic Development Authority and sales and meals tax revenue for the General Fund. Managing the space will require either hiring a property management team or training Economic Development staff. The project has several potential positive impacts, including stimulating economic activity by supporting small businesses or attracting a long-term tenant, enhancing the appeal of the transportation center, transforming underutilized space into a productive asset, and aligning with the 2017 Downtown Vibrancy Study. However, there are potential negative impacts as well, such as increased maintenance costs and staff burden, financial risks if the space remains vacant, and potential community criticism if the project does not meet expectations.

City Council Goal: One Williamsburg

City Council Initiatives:

Year Introduced: FY25

Change: N/A

Program Category: Community & Economic Development

Project Title: African American Heritage Trail Trailhead Sculpture

Managing Department: Economic Development & Tourism

Project Description:

The City of Williamsburg has identified the creation of an African American Heritage Trail as a strategic initiative within its Goals, Initiatives, and Outcomes, under the goal area of One Williamsburg. This project will establish a two-mile pedestrian trail through downtown Williamsburg, featuring a trailhead and restroom facility on Lafayette Street. Additionally, the trailhead will include a contemplative space designed to accommodate an art sculpture, providing a place for reflection and recognition of African American heritage.

This request for $500,000 is intended to fund the design, fabrication, and installation of the sculpture at the trailhead, serving as a focal point for the trail and enhancing its historical and cultural significance.

Estimate:

Funding Sources:

Impacts:

(Cost)

Savings (Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

This request covers design, fabrication, and installation of a Trailhead Sculpture, with potential benefits to the City including increased tourism, enhanced community engagement, and strengthened heritage tourism. The project could increase visitor spending at local businesses while also enriching the city’s cultural landscape. However, it carries financial considerations such as ongoing maintenance and potential vandalism risks.

City Council Goal: Prioritizing Safety & Wellness

Initiative:

Year Introduced: FY 2023

Change: N/A

Program Category: Health and Safety

Project Title: Replacement of Roofs and Gutters

Managing Department: WRHA

Project Description:

The Authority seeks to replace the roofs and gutters for all sites over a 5 year period starting in FY 2024. It is the Authority's goal to address 4-6 roofs per year.

Funding Sources:

(Cost)

Fiscal Impact Summary:

The existing 3-tab shingle roofs and the deteriorating plywood and gutters will be replaced over a 5 year time frame starting in FY 2024, with the goal being 4-6 roofs per year. Replacing these roofs and gutters will assist in preventative maintenance, energy effeciency, and property value.

City Council Goal: Prioritizing Safety & Wellness

Initiative:

Year Introduced: FY 2023

Change: N/A

Program Category: Health and Safety

Project Title: HVAC replacement Managing Department: WRHA

Project Description:

The Authority seeks to replace 10 HVAC units, including Programmable Thermostats, per year until all Family Site units (66) have energy efficient systems.

for

HVAC

Funding Sources:

Fiscal Impact Summary:

City Council Goal: One Williamsburg

Initiative:

Year Introduced: FY 2023

Change: N/A

Program Category: Health and Safety

Project Title: Workforce Housing Renovation

Managing Department: WRHA

Project Description:

There are (16) housing units that are utilized for City employees in an effort to provide workforce housing. The funds requested will be used to renovate and maintain the housing units.

-$50,000 is maintaining current workforce housing units In FY 2026, the increase is due to renovation, repairing, and restoring the house in Rochambeau Drive to bring online as workforce housing.

-$100,000 is the restoration and addition of 2 units for workforce housing

Funding Sources:

Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

Fiscal Impact Summary:

To sustain workforce housing units and ensure the availability of affordable housing for employees in the City of Williamsburg, we must address ongoing maintenance expenses for existing units while planning for the renovation costs of a new structure to accommodate two additional workforce housing units.

City Council Goal: Prioritizing Safety & Wellness

Initiative:

Year Introduced: FY 2023

Change: N/A

Program Category: Health and Safety

Project Title: Sewer Line Replacement Managing Department: WRHA

Project Description:

Funding Sources:

City Council Goal: Prioritizing Safety & Wellness

Initiative:

Year Introduced: FY 2026

Change: N/A

Program Category: Health and Safety

Project Title: Plumbing Replacement

Managing Department: WRHA

Project Description:

$15,000 in FY2026 is for the replacement of hot water tanks at all sites to maintain code compliance.

Impact Summary:

The Authority's ability to provide energy efficient hot water supply to reduce costs to tenants.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Courageously Leading City Council Initiatives:

Year Introduced: FY 2023

Change: None

Program Category: General Government

Project Title: Transportation Center Upgrades

Managing Department: 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, $200,000 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 $100,000 and the cost for the electronic access control is $50,000. Additionally, in FY26, $40,000 is for exterior repainting at the Transportation Center.

(Cost)

Savings (Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for maintenance repairs and painting.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY 2023

Change: None

Program Category: General Government

Project Title: Community Building Upgrades

Managing Department: 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 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. Door replacement in FY30 at a cost of $42,000.

Cost Estimate:

Funding Sources:

2026

2027

2028

2029

Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost) Debt Service

Fiscal Impact Summary:

There is minimal fiscal impact other than the initial capital outlay for control software and equipment.

IMPROVEMENTS

City Council Goal: Innovating a Modern City City Council Initiatives:

Year Introduced: FY 2026 Change: None

Program Category: General Government

Project Title: Seal Coat Prince George Parking Garage

Managing Department: Public Work and Utilities

Project Description:

This Public Works project involves seal coating the top level of the Prince George Parking Garage. Seal coating will prolong the life of the garage by helping keep moisture out of the concrete of all levels. A similar coating was applied to the parking terrace on Boundary Street producing positive results.

Estimate:

Funding Sources:

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.

City Council Goal: Innovating a Modern City City Council Initiatives:

Year Introduced: FY 2026

Change: None

Program Category: General Government

Project Title: Pedestrian Bridge Bearing Replacement

Managing Department: Public Work and Utilities

Project Description:

This project involves removing and replacing the bearings in the pedestrian bridge at the City Square parking terrace located on Boundary Street. The bridge bearings transfer the weight of a bridge deck (superstructure) onto the supporting piers (substructure) while also allowing for controlled movement due to factors like temperature changes, allowing the bridge to expand and contract without damage, essentially acting as a flexible connection point between the two parts of the bridge structure.

Estimate:

Funding Sources:

Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost)

(Cost)

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.

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY 2026 Change: None

Program Category: General Government

Project Title: Voter Registrar Improvements

Managing Department: Public Work and Utilities

Project Description:

This project involves installing a wall with service window in the Voter Registrars office. The new barrier will provide better security for staff of the registrars office as well as confidential information. The new wall with service windows will mirror the Commisioner of the Revenue service windows in the Municipal Building.

Funding Sources:

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.

City Council Goal: Courageously Leading City Council Initiatives:

Year Introduced: FY 2024 Change: None

Program Category: General Government

Project Title: Electric Vehicle Access Managing Department: Public Works

Project Description: Cost Estimate:

Funding Sources:

Fiscal Impact Summary:

City Council Goal: Innovating a Modern City City Council Initiatives:

Year Introduced: FY 2026

Change: None

Program Category: General Government

Project Title: Street Light Replacement

Managing Department: Public Work and Utilities

Project Description:

This project involves replacing City owned street lights due to age and the difficulty of finding replacement parts. The City currently owns 150 street light but will likely install more over time. $75,000 will cover the replacement of approximately 10% per year with the installation of 15 in FY 2026 and 15 in FY 2027.

Funding Sources:

Carry forward funding

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Comprehensive Plan Update

City Council Initiatives:

Innovating a Modern City

Year Introduced: 2025

Change: N/A

Program Category: General Government

Project Title: City Comprehensive Plan Update

Managing Department: Planning and Codes Compliance

Project Description:

Commission the completion of a Comprehensive Plan that, when complete, recommends a Complete Streets Policy; considers the appropriateness of existing Architectural Review Board District boundaries; reviews opportunities for additional housing downtown, infill development, and two-story development requirements; identifies school planning concerns; includes a citywide pedestrian/bike plan that considers existing facility improvements, expansion of assets, and trail connectivity; and a revised economic development strategic plan that emphasizes economic diversification, including opportunities for a Research Village as part of the megaregion that satisfies requirements of the Virginia Business Ready Sites Program.

Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

Funding Sources:

(Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

The State Code mandates that all localities review their Comprehensive Plan every five years. The City’s current plan, adopted in 2021, is based on research, data, goals, and implementation steps developed prior to the COVID-19 pandemic. Since then, the pandemic has significantly disrupted various markets and systems, particularly those affecting housing and commercial investment. Beyond these transformative shifts, changes in state and local dynamics also necessitate a reassessment. It is crucial for the City to revisit its vision for the built environment, transportation systems, and overall development strategy. This review will help ensure the City is well-positioned to sustain, improve, and enhance the quality of life for both current and future residents.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Courageously Leading City Council Initiatives:

Year Introduced: FY 2020 Change: None

Program Category: General Government

Project Title: PC Replacement Program Managing Department: 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 $35,000 for this expense in the upcoming FY.

Estimate:

Funding Sources:

Operating Impacts:

Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost) Operating (Cost)

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Connecting with the World City Council Initiatives:

Year Introduced: FY 2019 Change: None

Program Category: General Government

Project Title: Office 365 Managing Department: Information Technology

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.

Project Description: Cost Estimate:

Funding Sources:

Operating Impacts:

Staffing Savings (Cost) Facility Savings (Cost)

Program Savings (Cost) Operating (Cost)

Fiscal Impact Summary:

No follow-on impacts related to the budget outside of the annual renewal.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety & Wellness

City Council Initiatives:

Year Introduced: FY 2026

Change: None

Program Category: General Government

Project Title: Municipal Building CCTV

Managing Department: Information Technology

Project Description:

The city completed an assessment performed by DHS two years ago. A major recommendation of that assessment was to install cameras on the exterior and interior of the Municipal Building to provide for better situational awareness. The Fire station and Police station both have, or will have, cameras installed in this same manner. This project will add cameras on both the interior and exterior of the Municipal Building, tied back to the Genetec system. "23 Cameras" interior and exterior

Estimate:

Funding Sources:

Fiscal Impact Summary:

License renewals are $46/camera/year and will be handled in the IT operating budget.

City Council Goal: Connecting with the World City Council Initiatives:

Year Introduced: FY 2026 Change: None

Program Category: General Government

Project Title: Switch Infrastructure Replacement Managing Department: Information Technology

Project Description:

Funding Sources:

Savings (Cost)

Savings (Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

The wireless network is a critical componenet of ensuring seamless operations across the entire organziation. The existing wireless network has been in place for over 6 years and is reaching the end of its useful life. This project will replace the inbuilding wireless network across all city facilities with a new, state-of-the-art wireless network. THe new accecss points will be manufactured by our wired network vendor (Extreme Networks) allowing us to better leverage seamless acccess for employees, tighter control over security and significantly improved speeds. This project comes with a 3 year license, so there will be no operating impact until fiscal year 2029.

City Council Goal: Courageously Leading

City Council Initiatives:

Year Introduced: 2026

Change:

None

Program Category: General Government

Project Title: Voting Equipment

Managing Department: 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 four voting machines to cover the requirement to have two scanners at each polling place. § 24.2-627 and phase out older equipment with newer versions of software/equipment.

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.

Estimate:

Fiscal Impact Summary:

The additonal operating cost is the annual maintence fee for software and hardware.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: N/A

City Council Initiatives:

Year Introduced: FY 2026

Change: None

Program Category: Vehicles/Equipment

Project Title: Vehicles/Equipment

Managing Department: 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 2026, several vehicles are scheduled to be replaced.

Estimate:

Funding Sources:

When city vehicles are replaced, they are either repurposed or sold as surplus. Typically operating and maintenance costs are reduced with newer vehicles.

City Council Goal: Engaging with our Partners City Council Initiatives:

Year Introduced: FY 2019 Change: Annually

Program Category: Agencies and Interjurisdictional

Project Title: Williamsburg Library Replacement Managing Department: Finance

Project Description:

The Williamsburg Library facility was constructed in 1972 with two additions in 1982 and 1998. In FY24, the facility hosted over 335,000 annual visits, over 59,000 attendees to meetings and programs, and 60% of the almost 800,000 annual system physical check-out transactions. 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.

Cost Estimate: FY 2026 FY 2027

2028

Operating Impacts:

Staffing Savings (Cost) Facility Savings (Cost) Program

(Cost)

Fiscal Impact Summary:

The Library Building Evaluation Committee has reviewed several proposals that were submitted in response to the RFP for the Construction of a New Williamsburg Library.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Engaging with our Partners

City Council Initiatives:

Year Introduced: N/A

Change: N/A

Program Category: Agencies and Interjurisdictional

Project Title: Courthouse Maintenance

Managing Department: 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.

Estimate:

Funding Sources:

(Cost)

(Cost)

(Cost)

(Cost)

Fiscal Impact Summary:

Fiscal impact will be analyzed when specific projects are determined.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Engaging with our Partners City Council Initiatives:

Year Introduced: N/A Change: Annually

Program Category: Agencies and Interjurisdictional Project Title: Williamsburg/ JCC Schools

Managing Department: Finance

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 10.53% of the FY2026 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.

Project Description: Cost Estimate:

Operating Impacts:

(Cost)

(Cost)

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.

City of Williamsburg - Utility Fund Capital Improvement Program Summary - Fiscal Years 2026 - 2030

FIVE YEAR CAPITAL IMPROVEMENT PROGRAM

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Water Supply

Project Title: Watershed Protection / Water Quality

Managing Department: Public Works and Utilities

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 FY26 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).

Project Description: Cost Estimate: FY 2026

Sources:

Operating Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost) Operating (Cost)

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.

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2024 Change: None

Program Category: Water Supply

Project Title: Water Treatment Improvements

Managing Department: 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. In FY 26, we complete the structural repairs at the plant for $200,000. $100,000 for a new server and SCADA system to remove the system from outside access, $60,000 to replace valves in one of the raw water pump houses, and $60,000 to purchase and install a new automatic tranfer switch for the plants generator. $80,000 for filter inspections.$100,000 dollars in FY 27 and FY 28 are for additional valve replacement with $500,000 in FY 29 and FY 30 for major pump and motor replacements.

Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

Funding Sources:

Operating Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost) Debt

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2026 Change: None

Program Category: Water Supply

Project Title: Sediment Basin Rehab

Managing Department: Public Works and Utilities

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

A recently conducted evaluation and rehabilitation design for components of the settling basins includes recommendations to replace all isolation valves, weir gates, for the flash mix, flocculators, and sedimentation areas of the Water Treatment Plant. Also, this project will add more direct connections to the floc tanks to allow for greater operational control of the system. Furthermore, this project will adress structural repairs needed to the sedimentation basins.

Funding Sources:

Impacts:

Savings (Cost)

Savings (Cost)

Savings (Cost)

(Cost)

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2026 Change: None

Program Category: Water Supply

Project Title: Filter Basin Rehab

Managing Department: Public Works and Utilities

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

This project is a full rehabilitation of the seven (7) filters at the Water Treatment Plant. This includes replacment of filter media, isolation valves, controls, and instrumentation. The filter basins are from the 1940’s and were last inspected in 2009. The media is replaced when needed. Anthracite media was added in 2015 but was not fully replaced. The valve assemblies will need to be replaced when each filter is scheduled to next be brought down for structural rehabilitation. The unit's intrumentation and controls need to be replaced as they are original and are becomming obsolete. Additional valves need to be added to isolate the filters to the header pipe in the pipe galley serving the plant discharge piping.

Funding Sources:

(Cost)

Savings (Cost)

Savings (Cost)

(Cost)

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2026

Change: None

Program Category: Water Supply

Project Title: Raw Water Piping

Managing Department: Public Works and Utilities

Project Description:

Funding Sources:

(Cost)

Savings (Cost)

Savings (Cost)

(Cost)

Fiscal Impact Summary:

The water facility draws water from an on-site reservoir through two raw water pumping stations. The raw water suction piping from the reservoir is constructed through the berm of the reservoir and is exposed and actively leaking. The piping is fed by a single withdrawal point from the reservoir and cannot be isolated without shutting down the raw water supply. A permanent secondary withdrawal point from the reservoir needs to investigated and installed to provide the system with needed reliability and resilience to maintain a continuous water supply to the facility. The completion of the work will not have a direct fiscal impact beyond the cost of completion.

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2026 Change: None

Program Category: Water Supply

Project Title: Water Pump Testing

Managing Department: Public Works and Utilities

Project Description:

The raw water and finished water pumps have not been performance tested to determine if they are properly operating as manufactured. Proactive testing of the pumps is recommended to establish a baseline to better predict operational decline. This allows the City to replace the pumps prior to failure thereby providing additional assurance and system reliability. Pump testing will be conducted on reglar intervals.

Funding Sources:

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2026 Change: None

Program Category: Water Supply

Project Title: Chemical Systems

Managing Department: Public Works and Utilities

Project Description:

Improvements to the chemical building are recommended to improve safety and reliability. This includes additional HVAC throughout the building, additional tankage and containment areas, and a replumbing of the chemical pumping and piping systems.

Funding Sources:

Fiscal Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Prioritizing Safety and Wellness

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Water Supply

Project Title: Waller Mill Dam Improvements

Managing Department: Public Works and Utilities

Project Description:

The City has an operation and maintenance permit for Waller Mill Dam from the Department of Conservation and Recreation (DCR). Due to new regulations, the dam went from a low hazard to a high hazard classification. This new designation may require a substantial amount of work be completed at the dam. Using new rainfall criteria required by the State, our engineering firm did a study of the dam’s capability to handle a worst-case rainfall event. Results of the study indicated that the earthen dam would overtop. This means that the City may be required to raise the dam or armor it with structural material.

The City has a permit from the State conditioned upon improvements being made to the dam. Money was budgeted in FY21 for engineering work to review the latest State requirements and to determine options to protect the dam. Estimated budget figures are shown in FY26 for construction of anticipated improvements.

Estimate:

Impacts:

(Cost) Facility

(Cost) Program

(Cost)

(Cost)

Impact Summary:

The completion of the work will not have a direct fiscal impact beyond the cost of completion.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2023 Change: None

Program Category: Water Distribution/Storage

Project Title: Water System Improvements

Managing Department: 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.

Estimate:

Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

Fiscal Impact Summary:

No direct operating impacts will be felt with this project, however, the projects generated from the plan would provide greater efficiency.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2023

Change: none

Program Category: Water Distribution/Storage

Project Title: Mooretown Road Water Main Extension

Managing Department: Public Works and Utilities

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 were programmed at a cost of $10,000 to complete the engineering design in FY2024, and $625,000 for construction in FY2026 and FY2027.

Project Description: Cost Estimate:

Sources:

2026

2027

2028

2029

2030

Impacts:

Savings (Cost)

Savings (Cost)

Savings (Cost)

(Cost)

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.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2023 Change: none

Program Category: Water Distribution/Storage

Project Title: Penniman Road Water Main Interconnect

Managing Department: Public Works and Utilities

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 $550,000.

Project Description: Cost Estimate: FY 2026 FY 2027 FY 2028 FY 2029 FY 2030

Funding Sources:

Impacts:

Savings (Cost)

Savings (Cost)

Savings (Cost)

(Cost)

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Sewer Collection/Transmission System

Project Title: Sewer System Rehab - SSO Program

Managing Department: 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: FY 2026 FY 2027

2028

2029

Sources:

Operating Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

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.

CITY OF WILLIAMSBURG – FY 26 CAPITAL IMPROVEMENTS

City Council Goal: Courageously Leading

City Council Initiatives:

Smart City Initiatives

Year Introduced: 2020 Change: None

Program Category: Sewer Collection/Transmission System

Project Title: Sewer Pump Station Rehabilitation

Managing Department: Public Works and Utilities

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. Following this project we plan to upgrade and/or replace a pump station each year based on recent utility assessments performed.

Project Description: Cost Estimate:

Operating Impacts: Revenue

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

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.

City Council Goal: Courageously Leading City Council Initiatives:

Smart City Initiatives

Year Introduced: 2020 Change: None

Program Category: Sewer Collection/Transmission System

Project Title: Sewer Pump Station Testing

Managing Department: Public Works and Utilities

Project Description:

There are 15 sewage pumping stations in the City. Pump testing was conducted of 4 pump stations in 2024. Testing to identify proactive maintenance needs will be conducted of the remaining pump stations at regular intervals over the next two fiscal years.

Estimate:

Funding Sources:

(Cost)

(Cost)

(Cost)

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.

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Water/Sewer System Contingency

Project Title: Water/Sewer System Contingency

Managing Department: 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

Estimate:

Impacts:

Staffing Savings (Cost) Facility Savings (Cost) Program Savings (Cost)

(Cost)

Fiscal Impact Summary:

There is no fiscal impact to these emergency/contingency funds.

CITY

City Council Goal: Innovating a Modern City

City Council Initiatives:

Year Introduced: 2020 Change: None

Program Category: Vehicles/Equipment

Project Title: Vehicles/Equipment

Managing Department: 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, and 2030 several vehicles are scheduled to be replaced as follows:

-2009 Ford F350 Diesel 4x4 FY26

-2006 Ford Van-Camera Truck FY26

-2013 Ford Explorer FY26

-2014 Ford F150 FY28

-2013 Ford Explorer FY29

-2015 Chevrolet Calorado FY30

-2018 F-250 4x4 Super Cab

Funding Sources:

Operating Impacts:

Staffing Savings (Cost)

Facility Savings (Cost)

Program Savings (Cost)

Operating (Cost)

Fiscal Impact Summary:

When city vehicles are replaced, they are either cycled down in the organization or sold as surplus.

DepartmentalSummary-ByFund

To: Mayor and City Council Planning Commission

From: Barbara A. Dameron, Director of Finance

Date: January 15, 2025

RE: Capital Improvements for FY 2025 – Status of Current Projects

Attachments: None

This memorandum provides a review and update of the progress made toward projects during FY 2025 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 2025 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 2025 plan was adopted during the FY 2025 budget adoption in May. The final FY 2025 adopted CIP budget of $27,456,091 includes $12,364,946 for City CIP project completion during the operating year, $2,788,807 for debt service payments, $675,000 for contingencies, $106,000 for courthouse maintenance, $92,500 transfer to the Utility Fund and $1,646,400 for the City’s contribution for school CIP. Additionally, the plan includes $68,124,769 of funding carryforward from FY 2024 for incomplete projects or outstanding invoices

The FY 2025 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 130 individual projects with FY 2025 funding. Of these 130 projects, twenty (20) have been completed, sixty-five (65) are underway or will be completed during FY 2025, and forty-five (45) projects are more extensive and will require more than one year to complete (funds will carry forward to FY 2026).

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 2025 budget process. Additionally, budgeted amounts reported below for FY 2024 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 30 projects totaling $8,664,884 in FY 2025 budget and $17,004,827 in FY 2024 carryforward:

(1) Street Construction (13 projects - $5,082,300 FY 2025 budget; $5,091,625 FY 2024 carryforward)

a. Repaving Program – ($2,160,000 FY 2025 budget ($210,548 FY 2024 carryforward)) The City’s annual street maintenance program will take place in the spring of 2025 for city roads. Carryforward work was completed in the Fall of 2024.

b. Historic Area Streets – ($310,000 FY 2025 budget ($300,000 FY 2024 carryforward)) 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 – ($2,381,950 FY 2024 carryforward) As part of the reconstruction of Capitol Landing Road, this intersection project will redesign the intersection to include a signalized 90degree 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 2025. GIO, CMP

d. Smart Scale Richmond Rd – ($61,000 FY 2025 budget ($142,500 FY 2024 carryforward)) Awaiting federal authorizations for the right-of-way phase expected in early Spring 2025.

e. Monticello Avenue Richmond Rd Lafayette St Roundabout – ($1,983,000 FY 2025 budget ($749,000 FY 2024 carryforward)) Federal authorization

to begin preliminary engineering phase activities is expected in late FY 2025 as full funding becomes available.

f. Bridge Inspections/Improvements – ($400,000 FY 2025 budget ($21,691 FY 2024 carryforward)) Inspections are required biennial in evennumbered years. Railroad authorizations have been approved, though inspections were delayed due to CSX reorganization. CMP

g. 2ND & Page Street Traffic Signals – ($350,000 FY 2024 carryforward) Project on hold due to anticipated shortfall in funding

h. Traffic Signals – ($125,000 FY 2025 budget ($559,441 FY 2024 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. The project is expected to be completed in FY 2025. CMP

i. Prince George St Outdoor Dining Conversion – ($142,526 FY 2024 carryforward) The three bump-outs have been constructed using in-house forces outside of extending the sidewalk on Henry. The project will be completed in FY 2025.

j. Golf Cart Community – ($40,000 FY 2024 carryforward) A study to determine the legal means and signage necessary will be conducted in the second half of 2025. GIO

k. Public Works Infrastructure Master Plan – ($74,782 FY 2024 carryforward) Consultant study is expected to be concluded in the first half of 2025 to facilitate the FY 2026 5-year capital budget process.

l. Highland Park CDBG – ($91,487 FY 2024 carryforward) A Virginia DHCD CDBG Planning Grant application for the project is expected in the second half of FY 2025 under the leadership of the WRHA with support from Planning and Public Works Engineering.

m. Smart Scale Lafayette St – ($43,300 FY 2025 budget ($47,700 FY 2024 carryforward)) Awaiting federal authorizations for the right-of-way phase expected in early Spring 2025

(2) Corridor Enhancement/Underground Wiring - (6 projects - $2,117,100 FY 2025 budget; $9,424,571 FY 2024 carryforward):

a. Ironbound Road Phase II & III – ($1,117,100 FY 2025 budget ($2,270,345 FY 2024 carryforward)) 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 – ($6,154,226 FY 2024 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 – ($600,000 FY 2025 budget ($300,000 FY 2024 carryforward)) Federal authorization to begin preliminary Engineering phase activities is expected in late FY 2025.

d. Crosswalk In-Road Warning System – ($150,000 FY 2025 budget) Systems will be installed in late FY 2025.

e. Curbless Boundary Street at City Square – ($250,000 FY 2024 carryforward) This project has been put on hold due to its proximity of the new regional library project. CMP

f. Lantern Art Gateway Features – ($250,000 FY 2025 budget ($450,000 FY 2024 carryforward)) Under the leadership of Economic Development, an RFP design and fabrication will be developed and issued in Spring 2025.

(3) Pedestrian and Bicycle Improvements – (6 projects $1,425,484 FY 2025 budget; $1,706,840 FY 2024 carryforward):

a. Francis Street Sidewalk – ($175,774 FY 2024 carryforward) The project was completed in Spring 2024 using in-house forces from the Public Works Streets division. GIO, CMP

b. College Woods Circuit Shared Use Trail – ($1,032,184 FY 2025 budget ($552,705 FY 2024 carryforward)) 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 2025 for the remaining Construction funds. Construction is anticipated in 2026. PC, CMP

c. Newport Avenue Sidewalks – ($83,891 FY 2024 carryforward) Design has begun with surveying already complete. Public input has been solicited and staff is awaitning feedback to finalize the design.

d. S Henry Street Sidewalk to the Oaks – ($160,574 FY 2024 carryforward) The design of routing for pedestrian access to the Oaks Design and construction will begin when funds are available.

e. African American Heritage Trail – ($393,300 FY 2025 budget ($683,896 FY 2024 carryforward)) Architectural design of the trailhead bathroom, trailhead contemplative park, and Segment A of the project began in January 2024 and is still ongoing. Environmental documentation of the HUD-administered federal funding has been completed.

f. Birthplace of America Trail – ($50,000 FY 2024 carryforward) Design concepts for the Jamestown Road segment between Lake Matoaka and College Corner have been developed and are under review.

(4) Stormwater Management – (5 projects $40,000 FY 2025 budget; $781,791 FY 2024 carryforward) – GIO, CMP

a. Stormwater Master Plan – ($49,855 FY 2024 carryforward) In late December 2023, Virginia DEQ released guidance documents and stormwater and erosion and sediment control ordinance has been added to the City Code.

b. Stormwater Infrastructure Improvements – ($22,889 FY 2024 carryforward) To accommodate, as needed, improvements to the stormwater infrastructure system GIO, CMP

c. Capitol Landing Road Outfall Stream Restoration – ($430,678 FY 2024 carryforward) – Design is complete, final easements are completed, and project is under construction. GIO, CMP

d. Walnut Hills Outfall Stream Restoration – ($40,000 FY 2025 budget ($490,577 FY 2024 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 will be held for area residents in Fall FY 2026 GIO, CMP

e. Port Anne Outfall Stabilization SLAF Grant – ($278,369 FY 2024 carryforward) Work to restore stream in neighborhood funded through SLAF grant from DEQ and Homeowners Association funds. Work will be completed in Spring FY 2025.

Recreation, Culture, and Open Space: 4 project areas with 26 projects totaling $829,400 in FY 2025 budget and $3,047,360 in FY 2024 carryforward:

(1) Kiwanis Park (5 projects $22,400 FY 2025, ($540,411 FY 2024 carryforward))

a. Kiwanis Park Improvements – ($121,068 FY 2024 Carryforward) Projects planned to be completed in FY 2025 include the Installation of security cameras for both Kiwanis and Waller Mill Park ($100,000) for security cameras. Rebuild of tennis courts is expected in FY 2026. GIO, CMP

b. Shade for Bleachers – ($93,216 FY 2024 carryforward) This project has been completed in FY 2025.

c. Dugouts and Pathways – ($100,000 FY 2024 carryforward) This project is in the planning stage and will be completed in FY 2026. GIO

d. Player Benches - ($46,127 FY 2024 carryforward) This project will be completed in FY 2025

e. Trash-Can Replacements – ($22,400 FY 2025 budget) This project is scheduled to be completed spring 2025

f. Basketball Court Renovation – ($180,000 FY 2024 carryforward) The renovation is planned to begin in FY 2025.

(2) Quarterpath Park – (8 projects $92,000 FY 2025 ($1,223,265 FY 2024 carryforward))

a. Quarterpath Park Improvements - ($550,464 FY 2024 carryforward)) –Projects planned to be completed include the shelter roof and playground replacement ($450,000) – playground replacement is put on hold until future of Quarterpath Recreation Center is determined, and the paint for the interior ($25,000) will be completed in FY 2025 Other Improvements are scheduled in Spring of 2025 including amenity upgrades and contingencies. GIO, CMP

b. Accessible Pathway and Shelter – ($120,000 FY 2024 carryforward) Planning has begun, and the project will be completed in 2025 GIO

c. Outdoor Sheet Metal Siding – ($92,000 FY 2025 budget) This project will be completed in FY 2025.

d. Outdoor Lights Volleyball – ($61,920 FY 2024 carryforward) This project has been placed on hold until FY 2026

e. Softball Dugout – ($20,000 FY 2024 carryforward) Dugouts will be renovated in FY 2025 and be completed in FY 2026.

f. Ninja Warrior Course – ($400,000 FY 2024 Carryforward) Course has been put on hold and plans to begin in FY 2026.

g. Public Bathrooms – ($51,228 FY 2024 Carryforward) Planning has begun, and the bathrooms are anticipated to be completed in FY 2026. GIO

h. Volleyball Fence – ($19,653 FY 2024 Carryforward) This project will be completed in FY 2025

(3) Waller Mill Park – (9 projects $665,000 FY 2025 ($1,173,684 FY 2024 carryforward.

a. Waller Mill Park Improvements ($489,925 for FY 2024 carryforward) – The park gate replacement fiber pilot is installed and will be operational by spring 2026 ($45,000). The replacement of the Waller Mill Well will be completed in FY 2026 ($80,000) GIO, CMP

b. Renovate Shelter 3 Playground – ($300,000 FY 2025 budget ($128,000 FY 2024 carryforward)) Playground will be built in FY 2025.

c. Static Fitness Court – ($75,000 FY 2025 budget) Court will be constructed in FY 2026.

d. Outdoor Lighting Alert System – ($13,400 FY 2024 carryforward) Lighting system is put on hold and planned to be installed in FY 2026.

e. Entrance Gate System – ($250,000 FY 2025 budget) – Project has been placed on hold and will be completed in FY 2026.

f. Dog Park Access Control – ($40,000 FY 2025 budget) – Project is currently in progress and will be completed before fiscal year end FY 2025.

g. Fish Dock – ($34,079 FY 2024 carryforward) The dock is planned for completion in FY 2025.

h. Shingle for Shelters 2-3-4 ($8,280 FY 2024 carryforward) Shingles have been installed as of fall FY 2025.

i. Bathrooms – ($500,000 FY 2024 carryforward) This project is planned to be completed in FY 2026

(4) College Park, Highland Park & Wales Subdivision – (4 Projects $50,000 FY 2025 budget ($110,000 FY 2024 carryforward)

a. Install ADA pathway at College Landing Park from the parking lot to the pier ($25,000) is planned for spring 2025. GIO, CMP

b. College Park Solar-Power Stations – ($50,000 FY 2025 budget) Planned to construct stations in FY 2026.

c. Replace the playground and fence at the Highland Park subdivision ($60,000) to be designed ordered in FY 2025, and the Highland Park basketball court improvements ($25,000) are scheduled to be completed in 2025. GIO, CMP

Public Safety: 2 project areas with 28 projects totaling $6,697,500 in FY 2025 and $24,285,626 in FY 2024 carryforward:

(1) Facilities – (6 projects with $5,595,000 FY 2025; $23,377,653 FY 2024 carryforward):

a. Fire Station Renovation ($196,129 in FY 2024 carryforward) – The Williamsburg Fire Station has renovations occurring in spring of 2025. GIO, CMP, PC

b. Police Station Construction – ($19,246,524 in FY 2024 carryforward) - In the FY 2024 budget, City Council approved the funding for the replacement of the Police Station. The City entered into a Comprehensive Agreement with Henderson, Inc. and construction of the project is currently underway. The project is estimated be completed in midDecember 2025. The demolition of the old police station is planned for FY 2026. GIO, CMP, PC

c. Relocation and Construction of Public Works Storage Yard Facilities –($5,450,000 in FY 2025 budget ($2,350,000 in FY 2024 carryforward)) In conjunction with the construction of the Police Station Renovation, the Public Works storage yard and fleet maintenance building will be relocated in late 2025. The facilities are currently in the design phase. GIO, CMP, PC

d. E-911 Regional Center Expansion - ($45,000 in FY 2025 budget) – 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 – ($100,000 in FY 2025 budget ($1,500,000 FY 2024 carryforward)) - A project to determine the feasibility of constructing a joint public safety training facility to accommodate the growing training needs of the police and fire departments. For the fire department this project is expected in included regional cooperation with James City and York Counties. In FY 25 a master plan was completed to provide insight on the overall cost of this project. The project would be planned to be completed in phases over the next ten years

f. Law Enforcement Range Upgrade – ($85,000 FY 2024 carryforward) This project is on hold as it is staged behind the Waller Mill Dam project. Work will commence once that project is underway.

(2) Equipment – (22 projects $1,132,500 in FY 2025 budget; $907,973 in FY 2024 carryforward):

a. Police Portable Radio Replacement – ($75,000 FY 2024 carryforward) The radios plan to be purchased by the end of FY 2025.

b. Firefighting Equipment (Aid to Localities) - ($50,000 in FY 2025 budget (33,885 FY 2024 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

c. EMS Equipment (4 for Life) – ($16,500 in FY 2025 budget ($53,826 FY 2024 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

d. Gas Monitoring Instrumentation Replacement – ($13,101 FY 2024 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 2025.

e. Cardiac Monitoring & Defibrillator – ($200,000 FY 2025 budget ($400,000 in FY 2024 carryforward)) The fire department replaced its previous inventory of cardiac monitors and defibrillators in fall of 2024, which were aging and nearing their life expectancy. The replacement units incorporated the latest and emerging technology and are critical to the adequate Advanced Life Support service delivery to our community.

f. Cell on Wheels – ($50,000 FY 2024 carryforward) 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 2026. GIO

g. Cascade System – ($150,000 FY 2025 budget) This project is complete. The previous SCBA cascade system had met its useful life. The replacement cascade system is state-of-the-art and will meet the current and future needs of the department

h. Medication and Drug Dispensing Program – ($150,000 FY 2025 budget) This project is complete. 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 will make this transition in early 2025.

i. Hose and Nozzle Initiative – ($75,000 FY 2025 budget) This project is still in progress and will be completed later in FY25. 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.

j. EMS Training Equipment – ($85,000 FY 2025 budget). This project is complete. 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.

k. GIS Performance Dashboards – ($30,000 FY 2025 budget) This project is still in progress. One 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.

l. Law Enforcement Equipment – ($123,000 FY 2025 budget ($10,884 FY 2024 carryforward)) The equipment budgeted in FY 2025 includes bodyworn cameras, docking stations, software, and non-lethal Taser units.

m. ARPA Police Equipment – ($107,846 FY 2024 carryforward) - A grant will be utilized and completed FY 2025. This equipment includes a money counter, drug ID systems, and safety products.

n. Police Mobile Data Terminals (MDTs) – ($42,000 in FY 2025 budget ($35,000 FY 2024 carryforward)) - Units will be ordered by February 2025. This represents an ongoing maintenance expense for these devices.

o. Take Home Police Vehicle Program – ($27,431 FY 2024 carryforward) Each year we include a funding request for vehicles in this program.

p. In-Car Camera System – ($70,000 in FY 2025 budget) – This represents the annual payment for the Police Department’s In-Car Camera system.

q. Flock Safety Automated License Plate Reader – ($75,000 in FY 2025 budget) This represents our annual expense for our Flock ALPR program.

r. De-escalation & Conflict Training – ($11,000 in FY 2025 ($11,000 FY 2024 carryforward)) The training has been conducted, and equipment is being ordered and received by the end of the current year. GIO

s. Crime Scene Van – ($20,000 in FY 2024 carryforward) This will depend on the availability of retired vehicles from other departments

t. Real-Time Crime Center (RTCC) – ($25,000 FY 2025 budget ($50,000 in FY 2024 carryforward)) The City Council voted to authorize the City Manager to enter into a contract with Fusus to provide the real time crime information center technology. The Contract has been executed and the system is currently active and expansion is underway. GIO

u. Breaching Trailer – ($20,000 FY 2024 carryforward) The trailer will be purchased before the end of the current fiscal year.

v. GIS Performance Dashboards – ($30,000 FY 2025 budget) The Dashboards will be implemented before the end of the current fiscal year.

Community and Economic Development: 2 project areas with 9 projects totaling $280,000 in FY 2025 and $825,722 in FY 2024 carryforward:

(1) Redevelopment and Housing (8 projects - $255,000 in FY 2025 ($801,222 in carryforward from FY 2024)) GIO

a. The City owns fourteen (14 rental units) 13 units are currently available for rental housing units that are leased to city employees to provide for workforce housing. ($155,000 in FY 2025 ($304,495 carryforward from FY 2024))

i. Work includes roof and gutter replacement project ($60,000 FY 2025 ($20,060 FY 2024 carryforward)) Project is on track to be completed FY 2028.

ii. Elevator upgrade for Blayton ($230,895 FY 2024 carryforward) Projects should be completed FY 2026.

iii. Fence and dumpster replacements ($10,842 FY 2024 carryforward) Project will be completed in FY 2025.

iv. HVAC Replacement ($45,000 FY 2025 ($42,698 FY 2024 carryforward)) Project is on track to be completed in FY 2028

v. Sewer Line Replacement ($50,000 FY 2025 budget) Sewer Line project will be on-going through FY 2028.

b. City Housing Renovations – ($100,000 FY 2025) This project will be ongoing.

c. WRHA Laundromat – ($410,000 FY 2024 carryforward) Project will be complete in FY 2025.

d. WRHA Security – ($86,727 FY 2024 carryforward) Installation of security cameras will be completed by FY 2026.

(2) Economic Development (1 project - $25,000 FY 2025 ($24,500 in carryforward from FY 2024))

a. Community Event - ($25,000 FY 2025 budget ($24,500 FY 2024 carryforward)) - The City of Williamsburg's Future Festivals are interactive public input sessions designed to engage residents in the city's biennial strategic planning process, known as the Goals, Initiatives, and Outcomes (GIO) document. These festivals feature games and activities aimed at gathering community feedback to inform the city's work plan for the upcoming two-year work period. In FY25 seven Future Festivals were produced over two weeks and held at various locations around the city.

General Government: 3 project areas with 25 projects totaling $5,639,850 in FY 2024 ($19,327,367 carryforward from FY 2023):

(1) Facilities and Land (16 projects - $4,210,000 in FY 2025 ($18,727,853 carryforward from FY 2024)):

a. Municipal Building Renovations – ($5,960,000 FY 2024 carryforward) In addition to completing the unfinished space on the 3rd floor, a space study has commenced to optimize the layout of the municipal building.

b. Facility Repairs and Painting – ($250,000 in FY 2025 ($104,446 FY 2024 carryforward)) For FY 2024 funding, $42,000 is for replacing doors in the community building. The FY 2024 carryforward funding: is for repairs, painting, and insulation replacement at the City Shop. The remaining amount is for repainting in the spring of 2025. The carryforward will be used for other repairs and painting of city facilities as needed.

c. Access Control & Security Improvement – (40,000 in FY 2025 budget ($264,400 FY 2024 carryforward)) For FY 2024 funding, 40,000 is proposed for installing an access control system for the Community Building. $250,000 is for a new generator proposed to provide backup power for the Municipal Center

d. Community & Municipal HVAC – ($280,000 in FY 2025 ($346,500 FY 2024 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. 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.

e. Gas Pump Canopy – ($100,000 in FY 2025 budget) An invitation for bid is currently being developed and should go out for bid in the by the next fiscal year.

f. Fleet Vehicle Maintenance – ($60,000 in FY 2025 budget) Quotes are being obtained currently and equipment will be purchased in FY 2025

g. City Square Renovations – (100,000 in FY 2025 budget) This project has been put on hold due to its proximity of the new regional library project.

h. Bus Stop Improvement – ($275,000 in FY 2025 ($275,000 FY 2024 carryforward)) The progress to renovate bus stops is continuing through FY 2025.

i. Smart City Infrastructure – ($75,000 in FY 2025 budget ($60,000 FY 2024 carryforward)) This is planned to be implemented in FY 2025. GIO

j. Downtown Fountain Feature – ($3,000,000 in FY 2025 budget ($50,000 in FY 2024 carryforward)) Planning has begun with drawings introduced in the fall of 2024 Project plans to be completed in FY 2026.

k. Electric Vehicle Access – ($30,000 in FY 2025 budget ($22,000 FY 2024 carryforward)) Along with electric vehicle initiative, vehicle access will be in FY 2026 GIO

l. 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 2024 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 2024 carryforward) Initial funding to create an outdoor amphitheater.

iii. Triangle Redevelopment – ($2,590,000 FY 2024 carryforward) Redevelopment of the Blayton Building. Triangle Building and Library area of City Square GIO, CMP

iv. Affordable Housing ($950,000 FY 2024 carryforward) – Funding to assist in implementing the Affordable Housing Work Plan. GIO, CMP, PC

v. One Williamsburg Projects - ($1,105,507 FY 2024 carryforward) –Funding for projects to strengthen and modernize city facilities to improve service and create efficiencies GIO

(2) Technology (8 projects – $260,600 in FY 2025 ($9,206 FY 2024 carryforward)):

a. PC Replacement Program – ($30,000 in FY 2025 budget) 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 2025. GIO

b. Microsoft Office 365 Program Upgrade – ($70,000 FY 2025) 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 – ($9,206 in FY 2024 carryforward) Project accounting is planned to be implemented by the end of FY 2025.

d. GIS Plotter Replacement – ($25,000 in FY 2025 budget) This project replaces an end-of-life plotter used by all city departments to print large format documents and images. This project has been fully completed.

e. Tenable.OT Water Treatment Plant – ($40,000 in FY 2025 budget) This project aims to increase the cybersecurity posture at the Williamsburg Water Treatment Plant by adding operational technology (OT) scanning capabilities to identify and mitigate vulnerabilities. We have the software in place and working but are on hold with installing the sensor as we wait for network upgrades at the plant. GIO

f. Cybersecurity – ($75,000 in FY 2025 budget) This project establishes adds bio-metric login capabilities as well as single-sign-on capabilities to all city computers and applications, reducing our cyber exposure due to misplaced or compromised end-user passwords. This project is on-going and will be completed in fiscal year 2025. GIO

g. T2 Parking Software – ($30,750 FY 2025 budget amendment) This project extends the support of our parking control and enforcement system. This project is completed. GIO

h. Voting Machines – ($20,600 FY 2025 Budget) – Three voting machines were purchased to phase out old machines in November 2024.

(3) Vehicles (1 project - $1,200,000 FY 2025 ($590,308 FY 2024 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 12 projects totaling $1,752,400 in FY 2025 ($4,257,881 FY 2024 carryforward):

1. Facilities (2 projects - $106,000 in FY 2025 budget ($437,750 FY 2024 carryforward)):

a. Williamsburg Library Renovation and Mechanical System ($437,750 FY 2024 carryforward) - Funds for the mechanical system were carried forward from the FY 2024 budget and will only be used if needed before the new library is completed. GIO, CMP, PC

b. Williamsburg/JCC Courthouse Maintenance Projects (contingency) ($106,000 in FY 2025 budget) – 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 (10 projects - $1,646,400 in FY 2025 ($3,820,131 FY 2024 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 2025 the City’s share was $1,646,400. The remaining funds for projects not completed at fiscal year-end are carried forward to the following year. GIO CMP, PC

CITY OF WILLIAMSBURG

Fiscal Year 2026 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

September 2024

10-20 GIO Fall Festival

October 2024

1 Finance and Human Services Departments distribute applications to outside agencies advising them of budget submittal requirements and deadlines (including Tourism). Requests are due back to Finance/Human Services on November 8.

9 Preliminary Revenue Projections – 1st round

14-15 City Council GIO Retreat

16 Instructions sent to departments for FY26 operating budget requests, FY 26 CIP requests, FY 25 CIP updates and Performance Metrics. Requests and updates are due on or before November 22, and Performance Metrics, December 1.

23 Send Budget Class videos to departments

November 2024

8 Outside Agency Request due to Human Services or Finance

13 Revise Preliminary Revenue Projections – 2nd round

22 FY26 CIP requests and FY25 CIP updates due

December 2024

1 Taxes Due

2 Input of operating budget request due in the Munis System along with submission of Performance Metrics

6 Prepare data/presentations for Department reviews, including Performance Metrics

9 Human Services Advisory Board recommendation due

11-18 Meet with Departments on Operating Budgets, Performance Metrics and CIP

January 2025

3 Finance/Planning Directors finalize the City’s FY 2025 Capital Improvement

Program status update and new proposed FY 26 Capital Improvement Projects.

8 Preliminary Revenue Projections – 3rd round

10 Extra sessions to meet with Departments on Operating Budgets, Performance Metrics, and CIP

13-17 Finance update and proof budget

15 Planning Commission holds Public Hearing on Capital Improvement Plan

28 Planning Commission Work Session - Capital Improvement Plan

February 2025

13 City Council Meeting – recommendation – Amend Real Estate Revenue FY 2025

14 City Council Retreat on budget preview and long-term financial outlook

24 Preliminary Revenue Projections – 4th round

26 Planning Commission holds Public Hearing on Capital Improvement Plan

March 2025

10 City Council Work Session - Library and Culture Fix presentations, Outside Agencies Presentations, Art Commission

24 Submit Budget Synopsis to run on March 29 in the Virginia Gazette and 2nd Notice to run on April 2 Per State Code § 15.2-2506 must be advertised 7 days before public hearing

27 1st Notice of Public Hearing for Water Rate Increase Advertisement in VA Gazette (if applicable – VA Code § 15.2-5136) 2nd notice date is April 2

29 Advertise notice of public hearing for proposed property tax increase (if applicable - 7-day minimum notice requirement VA Code § 58.1 3321)

29 Advertise proposed Meals, Lodging, and Admissions tax increase (if applicable7-day minimum notice requirement VA Code § 58.1 3007)

31 Balancing Act interactive budget released on the city website for public input

31 Proposed FY 2026 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.)

April 2025

2 2st Notice of Public Hearing for Water Rate Increase Advertisement in VA Gazette (if applicable – VA Code § 15.2-5136)

2 Budget Synopsis / Notice of Public Hearing on Proposed Budget advertised in the Virginia Gazette. (Per State Code § 15.2-2506 must be advertised 7 days before public hearing)

7 City Council Work Session – Overview of FY 2026 Budget and Open Forum

10 City Council Meeting – Public Hearing on Proposed Budget, Tax Levy, Bond, and Utility Rates

May 2025

5 Council Work Session

8 City Council Meeting – Adopt FY 2026 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.)

20 Communicate with Outside Agencies on Award

July 2025

1 Begin Fiscal Year 2026 August 2025

4 Print Budget Documents distributed to City Council

OPERATING BUDGET 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

B. Current year budget

C. Current year expenditures

D. A column for estimating current fiscal year total expenditures through June 30

E. 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.

2. Round all figures to the nearest $10.00 (i.e., $32 to $30 and $85 to $90).

3. Verify all object codes, amounts, and totals.

4. Meet all Budget Calendar deadline dates. Preparers should highlight key dates and actions.

5. Keep backup materials used in computing your budget request. These will be used both in explaining budget recommendations and administering the budget.

6. 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.

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. Land acquisition or long-term lease.

2.Construction of buildings, public facilities, and infrastructure, generally exceeding $20,000.

3. Acquisition or improvement of property, generally exceeding $20,000.

4. Major additions or rehabilitation to public facilities, generally exceeding $20,000.

5. Major studies such as engineering, feasibility, etc., related to public facilities.

6. 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

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.

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.

The calendar below outlines City Council’s Goals, Initiatives, and Outcomes process. The City Council’s two-year election cycle fits well with this biennial goal-setting cycle.

CALENDAR

(even number years only)

January New Council members take office.

July-Aug. City Manager provides a status report on the accomplishment of stated goals. Council holds a retreat to evaluate goal accomplishment and discuss future priorities.

September Council offers public comment opportunities to hear citizens’ ideas and suggestions on goals.

October City Manager presents a draft Goals Statement based on the outcome of the retreat and public comment for Council consideration. Council has workshop sessions as necessary and adopts a statement of goals.

November Council Election

November City Staff begins work on operating and capital budgets for the coming fiscal year reflecting priorities in the statement of goals.

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.

Fund Dept.

Number Number

General Fund:

001 1101

001 1102

001 1201

001 1203

001 1204

001 1205

001 1206

001 1207

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 7106

001 7108

001 7302

DEPARTMENT CODES AND RESPONSIBILITY

Department Responsibility

Legislative

Clerk of Council

City Manager

Economic Development

City Attorney

Human Resources

Triangle Building Mgt.

Workforce Housing

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

Andrew Trivette

Andrew Trivette

Andrew Trivette

Yuri Matsumoto

Christina Shelton

Dawn Hicks

Tyrone Franklin

Tyrone Franklin

Barbara Dameron

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

Joint School ContributionsBarbara Dameron

Recreation AdministrationRobbi Hutton

Waller Mill Park

Recreation Programs

Farmers Market

Cemetery

Library – Contributions

Robbi Hutton

Robbi Hutton

Robbi Hutton

Jack Reed

Barbara Dameron

Tourism

003

003

Responsibility

Tevya

Barbara

Jack

Yuri

Andrew

Andrew

Andrew

Andrew Trivette

Andrew Trivette

Wendy

Jack

Jack

Jack

Jack

Jack

Jack

Jack

Barbara Dameron

Barbara Dameron

REVENUE SOURCES AND TRENDS

GENERAL PROPERTY TAXES

General Property Taxes account for approximately 45% 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 (FY25) is $.62 per $100 of assessed value. The City’s real estate tax rate history is shown in the following tabulation:

Real property taxes generated by other selected Virginia localities for the fiscal year ended June 30, 2024 are as follows 1:

1 Commonwealth of Virginia – 2024 Comparative Report of Local Government Revenues and Expenditures – Exhibit B

Real property tax revenues received during the past 10 fiscal years are shown below 2:

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:

For each 1¢ of the City’s tax rate, approximately $316K is generated annually, based on the 2025 land book values. New construction each year tends to skew increases in total property valuations shown above from year to year.

2 City of Williamsburg’s Annual Comprehensive Financial Reports. Amounts include prior years’ delinquent real estate tax receipts.

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, 2024, are as follows 3:

*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:

*Business personal property tax receipts include autos, machinery, & tools

3 Commonwealth of Virginia – 2024 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.

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:

*data is not available from FY 2024

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:

and up Penalty is 10% 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.

Penalty and interest revenues over the past 10 fiscal years are shown in the following table:

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:

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 2026:

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:

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.

Business Licenses receipts over the last ten fiscal years are as follows:

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.

Cable TV

Telephone

Gas

Electric

Taxi & Bus Services

5% of gross receipts

$.50 per access line

$.004/CCF first 500CCf per month

Under 2,500kWh = $.00159/kWh/month

2,500 – 50,00 kWh = $.00102/kWh/month over 50,000 kWh = $.00077/kWh/month

$100 flat-fee plus $100 per cab owned

Utility License fees collected over the past 10 years are shown below:

* 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:

5 Commonwealth of Virginia, Dept of Taxation, Virginia Bank Franchise Tax, 1997 Forms

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:

Cigarette Taxes

The City of Williamsburg began imposing a cigarette tax of 25¢ per pack on July 1, 2003, and the current rate for FY25 is 40¢. The timing of vendor stamp replenishment is unpredictable each year. Total cigarette taxes collected over the past 10 years are as follows:

6 Code of Virginia §58.1-801.

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 8%. 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:

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 7%. Meal tax collections over the last 10 fiscal years are:

7 Williamsburg City Code, Section 18.271.

The City’s proposed fiscal year FY25 operating budget estimates room and meal tax revenues to be $16,790,000, or 29.0% of the total operating budget. Rates charged by nearby Virginia localities, and the percentage of budgeted FY24 receipts to total operating budgets, are presented below:

*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, Newport News and Chesapeake charge a flat-rate tax of $1 per night per room, and Virginia Beach and Hampton a flat-tax rate of $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:

*Other includes dog licenses, parking, zoning, right-of-way, raffle, rental inspections, gas, and fire prevention permits.

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 Fee Prior to Notice Fee After Notice*

1st Violation

2nd Violation

3rd Violation

4th Violation

More than 4 Violations

$10

$35

$50

$100

$300

$20

$50

$100

$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:

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.

Revenue collections from use of money and property over the last 10 fiscal years are presented below:

A breakdown of rental income from properties over the last 10 fiscal years is presented below:

*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.

Charges for Services collected over the past 10 years are shown below:

Parks & Recreation fees for the last 10 fiscal years are highlighted in detail below:

*Pool service at Quarterpath contracted out to a vendor in FY13, so no fees collected The pool was completely filled in FY15.

Cemetery lot sales and grave opening fees over the last 10 years are as follows:

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:

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.

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:

Categorical Aid

1. Shared Expenses - Constitutional offices included as City departments/operations with reimbursements provided, in part, by the Commonwealth of Virginia.

a. Sheriff - This is a joint activity shared with James City County. The state refunds approximately 100% of state-approved salaries and operating costs of this department. However, since the City now is part of the Virginia Peninsula Regional Jail Authority, the Sheriff now provides only courtroom security and prisoner transfer activities. Jail staffing at the Courthouse has

been significantly reduced, as many former employees now work for the Authority. Salary supplements are not reimbursed by the State.

b. Commissioner of the Revenue - State code provides for reimbursements to the City at 50% of salaries, fringe benefits, and a minor portion of operating expenses. Any constitutional officer can make special requests for payment from the Compensation Board for additional consideration. For the City’s Comprehensive Annual Financial Report dated June 30, 2023, total reimbursements were 30.7% 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 FY23, 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.

Categorical Aid received over the last 10 fiscal years is as follows:

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. In July 2024, VDOT updated fuel reserves to $29,094.20/lane mile for Principle/Manor Arterials and $17,082.15/lane mile. Lane miles used to calculate reimbursement change only when additional roads are built in the City. Total revenue for FY24 will be $2,459,322 based on peak hour moving lane miles of state arterial roads in the City of 41.58 miles and local streets of 81.04 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 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.

8 VA of Emergency Services - Funding to State and Local Government Agencies and Supporting Organizations, June, 1992

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:

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 services on campus.

POTENTIAL REVENUE SOURCES

State Code Section 58.1-3840 allows cities or towns to charge excise taxes on admissions, which the City has proposed to implement starting January 1, 2026.

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.

52010 Worker's Compensation

Costs for worker's compensation insurance.

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-

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.

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.

55000 PURCHASE OF GOODS AND SERVICES

55101 Electricity

Costs of electricity (Dominion Energy).

55102 Heating Fuel

Purchase of natural gas and heating oil.

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.

55405 Laundry, Housekeeping and Janitorial Supplies

Costs of custodial and housekeeping supplies, including light bulbs.

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.

55408 Vehicle and Powered Equipment Supplies

Supplies for cars, trucks, heavy equipment, etc. used by City Shop. 55408-

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.

55805 Other

Costs (non-recurring) not budgeted under other accounts.

55838 Principal

Repayment of long-term debt principal.

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 Machinery and Equipment

57002 Furniture and Fixtures

57003 Communication Equipment

57005 Motor Vehicles

57007 ADP Equipment

57008 Pedestrian Improvements

57009 Street Resurfacing

57010 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.

FUNDING RELATIONSHIPS

Agency/Organization

List of Other Contributors

Constitutional Officers Generally

Commissioner of the Revenue State

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

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

Clerk of Circuit Court

JCC, 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.

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).

List of Other Contributors

Clerk of Circuit Court JCC, State

Commonwealth Attorney JCC, State

Sheriff’s Department JCC, State

Voter Registrar Board of Elections, State

Circuit Court (Hon. Holly B. Smith) State

Notes

The State funds salaries and a portion of fringes and operating expenses for the Clerk and staff. A portion of fringe benefits is supplemented. Twelve positions in this office are fully State-funded. Two part-time positions are locally funded. All temporary part-time personnel costs are reimbursed by the State, but not permanent part-time. These part-time salaries and some fringes are paid by the City and County per the Courthouse Agreement (See Circuit Court).

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.

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.

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.

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.

List of Other Contributors

General District Court (Hon. Joshua P. DeFord)

Juvenile and Domestic Relations Court (Hon. Mara M. Matthews) JCC, State

Ninth District Court Services Unit

Juvenile Probation Office State, JCC, York, Charles City, King William, King & Queen, Mathews, Gloucester, New Kent, Middlesex, Poquoson

Colonial Juvenile Services

JCC, York, and Gloucester counties State Dept of Youth & Family Svcs.

Virginia Peninsula Regional Jail Authority

JCC, York County, Poquoson, Dept. of Corrections

Middle Peninsula Juvenile Detention Commission

18 Localities, State-Dept of Juvenile Justice

Colonial Community Corrections

JCC, York County, Poquoson, New Kent Co., Charles City Co., and State.

Health District

State, Newport News, JCC, York County, and Poquoson

Colonial Behavioral Health

State funds, JCC, York County, Poquoson Federal Funds, fee revenues

Department of Human Services

State, Fed Dept. of Social Services

Notes

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.

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.

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.

This Commission is Funded through State block grant, and member localities share operating costs based on utilization Programs include Community Supervision and Psychological Services.

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.

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.

The organization provides alternatives to incarceration to persons awaiting trial, pre-trial, post-trial and re-entry services, and substance abuse counseling to offenders.

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 is funded at the discretion of the Social Security Advisory Board The funding request is based on population and usage.

Approximately 70% of personnel and operating costs are reimbursed by the State and Federal governments.

List of Other Contributors

Williamsburg-James City County Public Schools

Williamsburg Regional Library

JCC, York County, State funds and generated revenues

Avalon Center for Women and Children United Way, State Housing Dept., JCC, York County, private donations

Peninsula Agency on Aging State and Federal funds, Newport News, Hampton, Poquoson, JCC, York County, private donations

Historical Triangle Senior Center JCC, York Counties

Community Action Agency JCC, donations, State/Fed. grants

Chip Development Resources

Public/private partnership-partner agencies, corporations, foundations, individuals, local gov’ts

Hospice of Williamsburg United Way, private donations

Williamsburg Area Transportation Authority

JCC, York County, State funds

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.

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.

This organization is funded at the discretion of the Council the per advice of the Social Services Advisory Board.

The organization is funded at the discretion of the Council the per advice of the Social Services Advisory Board

The organization is funded at the discretion of the Council the per advice of the Social Services Advisory Board

The agency is funded at the discretion of Council per the advice of Social Services Advisory Board

The organization is funded at discretion of Council per the advice of Social Services Advisory Board

The organization is funded at discretion of Council per advice of Social Services Advisory Board

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.

List of Other Contributors

Colonial Williamsburg Foundation Endowments, generated revenue, private contributions.

The Williamsburg Tourism Council

Williamsburg, JCC, York County

The Greater Williamsburg Chamber of Commerce

Williamsburg, JCC, York County

Historic Triangle Recreational Facilities Authority (HTRFA)

Williamsburg, JCC, York County

Hampton Roads Planning District Commission and Metropolitan Planning Organization (MPO)

JCC, York County, Newport News, Poquoson, Hampton, Gloucester, Tidewater jurisdictions, State and Federal funds

Hampton Roads Economic Development Alliance/Peninsula Council for Workforce Development

Hampton, Newport News, JCC, York County, Gloucester, Poquoson

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.

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.

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.

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.

City share is based on per capita membership assessment each year.

These organizations are funded at discretion of Council.

Virginia Peninsula Community College State, Newport News, JCC, Poquoson, York County, Hampton

Colonial Soil and Water Conservation District State, JCC, York County

Williamsburg Area Arts Commission JCC, State funds

Animal Control JCC

Heritage Humane Society JCC, York County, private donations

Funded at discretion of Council, based on population formula for improvements to parking and site, not including buildings.

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.

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.

The City pays JCC to provide animal control services under a 1993 inter-local agreement.

The organization is funded at discretion of Council.

Agency/Organization

List of Other Contributors

Virginia Peninsulas Public Service Authority

JCC, York County, Hampton, Newport News, Poquoson, and Middle Peninsula jurisdictions

Jamestown-Yorktown Foundation

JCC, York County, State grants, private donations, admission fees

Colonial Court Appointed Special Advocates (CASA)

JCC, York County, State grants, private donations

Williamsburg Area Medical Assistance Corporation (WAMAC) State and JCC

Notes

The City share is based on a budget formula adopted by the VPPSA Board of Directors each year.

The foundation is funded at discretion of Council.

CASA is funded at discretion of Council per advice of Social Services Advisory Board.

The organization is funded at discretion of Council per advice of Social Services Advisory Board

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

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.

GENERAL FUND

GOVERNMENTAL FUNDS

ALL FUNDS

PROPRIETARY FUND

FUNDS

AMERICAN RESCUE PLAN FUND (ARPA)

FUND

BUDGET POLICIES

A. Financial Planning Policies:

1. Balanced Budgets:

a. The general operating fund (General Fund) and the special local option sales tax fund (General Capital Improvement Program, or CIP), Utility Fund operating fund, and the Utility Fund CIP are subject to the annual budget process.

b. All operating and capital fund budgets must be balanced - total anticipated revenues plus fund balances or reserves brought forward must equal total estimated expenditures each year.

c. The Utility Fund (the 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-of- living 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

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.

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:

10 Year Payout 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.

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

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.

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

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.

2. 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. Submission of Phase 1 applications in March.

2. Submission of Phase 2 applications in May.

3. TDF Review Committee application review, interviews, and site visits in June and July.

4. TDF Review Committee application recommendation to City Council provided to the City Manager in September.

5. City Council considers approval of projects in September.

6. 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.

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

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.

I. 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.

2. 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,

3. 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.

CITY OF WILLIAMSBURG

COMMUNITY AND ECONOMIC DEVELOPMENT AGENCIES:

CITY OF WILLIAMSBURG

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

Services to end domestic and sexual violence through prevention, education, shelter, and support services.

Treatment services for youth and their families with mental health and substance use disorders

Early childhood services; screenings, Early Head start, Infant and Parent Program, child care and Parents As Teachers.

Volunteers to advocate for abused/neglected children in the Juvenile and Domestic Relations Court System.

Community based services promoting self-sufficiency to include Head Start, Project Discovery, and money management

Provides food, clothing and small housewares to persons in need. 100% volunteer organization.

Hospice, patient and family, bereavement and support care.

Repairs or replaces substandard housing. Emergency home repairs, home modifications, and replacing dilapidated homes.

Teaches adults literacy skills including ESL, math/writing/reading, GED, career development services, and HEAL.

Provides primary medical and dental care to its patients. Offers the Medical Access Program.

Services to seniors including Williamsburg Resource Center, RIDES program, nutrition services, and One-Call Center.

Programs for adults with intellectual & developmental disabilities to include Arc of Abilities, Wheels4Work, respite, transportation, and resource referrals.

Transportation, respite, chores, caregiver support, well check calls and home visits, and other supportive services to seniors.

Services and supports for individuals facing homelessness. Food distribution

Comprehensive community mental health, substance abuse, and developmental disabilities services.

Provides primary medical and dental care to its patients. Offers the Medical Access Program.

Joint exercise of powers of six localities to oversee the regional homelessness initiatives.

Winter shelter program

Program to support children in Headstart and middle school students

Fiscal Year Ending June 30: