L

James City County, so named in 1634 for James I ofEngland, was one ofthe eight original shires into which Virginia was divided. At the time, the new shire included what is now Suny County, part of Charles City County, and some ofNew Kent County. On May 13, 1607, twenty-seven years prior to the formation of James City County, 144 English explorers colonized a swampy peninsula adjacent to the James River calling their settlement James Cittie or James Towne. In Jamestown Church, burgesses, elected from each settlement in the colony, convened on July 19, 1619 in the New World's first representative assembly. Rightly, the County can be called the birthplace of Virginia and American government and the site of the first permanent English settlement as well as a number of early industrial ventures.

By 1632, European settlement had spread across the peninsula to the York River. Colonists began establishing small plantations throughout the countryside. The chief crop, tobacco, served as the comer­stone of Virginia's economy for 200 years. One of the New World's first industrial ventures, glass manufacturing, began at Jamestown. Also, James town served as the colony's first port and, it was there that a wide variety of imported products were exchanged for tobacco and other raw materials. Despite difficult early years, the small community at Jamestown persevered and Virginia's "first city" retained its role as the colony' s capital until 1699when the seat of government was shifted to Williamsburg. In 1780, when the State' s center of political activity was moved to Richmond, Williamsburg and James City County declined somewhat in influence.

During the early-to-mid 1800' s, James City County farmers availed themselves of the latest scientific advances and agriculture became more diversified. Also, industries such as lumber yards, tanneries, and grist mills proliferated. Tobacco waned in importance, and many farmers began growing cotton, wheat, com, oats and potatoes. In 1865 a disastrous loss occurred when a Richmond fire destroyed the James City records, stored there for safekeeping. After the Civil War, the local economy entered a period of decline, as the countryside suffered from the effects of war. During the 1880's, a rail line was established on the peninsula, stimulating the region's economy. During World War I, Toano grew and shipped so much produce, that there was talk of moving the County seat to that town. However, the boom was short lived.

By the 1920s, automobile and rail travel had begun to revolutionize the economy. When work got underway to restore the old Capital ofWilliamsburg by the Colonial Williamsburg Restoration, thousands came to see the surviving eighteen-century buildings and reconstructions of other major properties . The restoration work was a vital factor in minimizing the effects of the Great Depression, and it served as a stimulus to the local economy until the beginning ofWorld War II. During and after the war, the military's presence through the development of various training and supply installations also provided vital economic growth. In 1938,. when the Williamsburg Pottery was established, the County embarked upon a growth spurt that continues to this day.

In 1958, Dow Chemical began the County' s first modem industrial enterprise, and in 1962, Kingspoint became the first official residential subdivision. A new era began for the County in I 969 when Anheuser­Busch, Inc. purchased the eighteenth-century Kingsmill Plantation. They also opened a major brewery which attracted important support industries: Ball Metal and an Owens-Illinois glass plant. During the 1970s and 80s, tourism and commercial construction boomed in James City County and the surrounding areas.

Today, James City County has more than 45 ,219 residents and is 144.1 square miles in size. An attractive community located between two major metropolitan areas, the County has become an excellent place to start a family or retire. Also, major industries have afforded the County relatively low tax rates and a high level of public services. Residents as well as visitors continue to enjoy the surroundings and the proud history of this diverse County.

I I I I I I I I I I I I I I I I I I I

1999-2000 Adopted Budget

Prepared by the Department of Financial and Management Services

John McDonald, Manager Carol Davis, Assistant Manager

Adopted by james City County Board of Supervisors on April 27, 1999.

We would like to thank James City County for providing students of James Blair Middle School the opportunity to design artwork for James City County's FY 2000 Budget. Under the supervision of the Art Teacher, Mrs. Theresa Stuart, students from the sixth, seventh, and eighth grade classes completed drawings for the FY 2000 Budget Project. We hope that you enjoy the students' interpretations of our beautiful "Historical Scenes."

William Daniel, III Deanna Hite Sabrina Hu Kyle Luke

Sean O'Rourke Tony Martin

Megan McDonald Sakphany Roum

Brian Fernandes Bradley Moody Joyce N overas Julie Phillips

Mrs. Theresa Stuart

james City County Organization Chart

VOTERS

I I I I I · ----- I

Commonwealth Attorney Clerk of the Circuit Court Sheriff Board of Treasurer Commissioner of the Revenue Supervisors

County Administrator

----Assistant County Administrator County Attorney

I I I I 1

Fleet Maintenance Facilities Management Solid Waste Satellite Office Economic Development

Development James City Human Financial and Community Services

Police Management Service Authority Resources Management Services

Planning and ~Customer Service f.- Personnel Development

Utility Operations ~ Comm~nications Code Compliance . . and Neighborhood

Engmeermg Connections

Environmental Division Training and Quality

Performance

Volunteer Services

Information Resources Management

Real Estate Assessments

Accounting

Purchasing

effective 6/1/98

f Pa<k< aod Investigations

Recreation Uniform Patrol

Social Services Animal Control

Community Development Community

r Transit

Policing

Cooperative Extension Service

Colonial Community Corrections

General Assembly

I Circuit Court Judge

I Electoral Board

I General Registrar

Fire

t F;re Opmtio"' and Training

Fire Prevention

~ Emergency Medical Services

t Eme<geocy Services (Civil Defense)

Emergency Communications

Board of Su ervisors

r------------------------------------1 I Jack D. Edwards, Chairman I : Berkeley District :

I I 1 David L. Sisk, Vice-Chairman 1

I Roberts District I I I

l John J. McClennon Ronald A. Nervitt M. Anderson Bradshaw : 1 Jamestown District Powhatan District Stonehouse District 1 L------------------------------------~

Sanford B. Wanner County Administrator

William C. Porter, Jr. Assistant County Administrator

James City County operates under the traditional, or County Administrator form of government (as defined under Virginia Law) . The Board of Supervisors is a five-member body, elected by the voters oftheElectoralDistrict in which they live. The Chairman and Vice-Chairman ofthe Board are elected annually by its members. Each member serves a four­year term. This body enacts ordinances, appropriates funds, sets tax rates and establishes policies and generally oversees the operation of the County gov­ernment.

The County Administrator is appointed by, and serves at the pleasure of, the Board of Supervisors. As the Chief Executive Officer of the County, he is responsible for developing an annual budget and carrying out policies and laws which are re-viewed andapprovedbytheBoard. TheCounty Administra­tor directs business and administrative policies and recommends to the Board those methods, proce­dures, and policies which will properly govern the County.

JAMES CITY COUNTY Table of Contents

FY 1999 - 2000 BUDGET

. Introduction ·

Mission Statement 1

Organizational Chart ii

County Officials and Form of Government m Changes from Recommended to Adopted FY 1999-00 Budget 1 The Budget- An Overview 2 Statement of Fiscal Goals 8

Section A Coun Administrator's Bud et Messa e

County Administrator's Budget Message A-1 Where the Money Comes From and Goes- General Fund A-15 Where the Money Comes From and Goes- Capital Improvements Program A-16

Section B- General fund Revenues

Detailed Summary Revenues B-1 General Property Taxes B-2 Other Local Taxes B-4 Licenses, Permits and Fees B-6 Fines and Forfeitures B-8 Revenue from Use of Money and Property B-9 Revenue from the Commonwealth B-1 0 Revenue from the Federal Government B-12 Charges for Current Services B-13 Miscellaneous Revenues B-14

Section C- General Fund Ex enditures

Detailed Summary C-1

Administrative Services Board of Supervisors County Administration Satellite Office County Attorney Legal Services

Elections General Registrar Electoral Board/Elections

C-3 C-4 C-5 C-6 C-8

C-9 C-10

Human Resources Human Resources

JAMES CITY COUNTY Table of Contents

Training and Quality Performance Volunteer Services Communications and Neighborhood Connections

Financial Administration Treasurer Commissioner of the Revenue Financial and Management Services Accounting Purchasing Real Estate Assessments

Public Works Buildings Maintenance Grounds Maintenance Fleet Maintenance Solid Waste Management

Information Resources Management Information Technology Services

Development Management Development Management Planning and Development Environmental Division Code Compliance Economic Development Mosquito Control

Judicial Administration Courts/Judicial Clerk of the Circuit Court Commonwealth's Attorney New Courthouse

Public Safety Fire Department Emergency Medical Services Police Department Animal Control Sheriff Emergency Services Radio Maintenance Central Dispatch

C-10 C-11 C-12 C-13

C-14 C-15 C-16 C-17 C-18 C-19

C-20 C-21 C-22 C-23

C-25

C-27 C-28 C-30 C-31 C-32 C-33

C-34 C-36 C-38 C-39

C-40 C-41 C-42 C-43 C-44 C-45 C-46 C-47

Community Services Community Services

JAMES CITY COUNTY Table of Contents

Parks and Recreation Services Cooperative Extension Service Other Outside Agencies

Nondepartmental Nondepartmental Capital Projects

Transfers to Other Programs Contribution to Williamsburg-James City County Schools Williamsburg Regional Library and Arts Center Regional Jail Mental Health and Mental Retardation Social Services Public Health Department Contributions - Transit and Community Development

Section D- FY 1999- 2000 Capital Projects Budget Five-Year Ca ital Im rovements Pro ram

FY 1999-2000 Capital Projects Summary of Revenues Summary of Expenditures Revenue - Prior Year Fund Balance Revenue - General Fund Contribution Revenue - Other Revenues Revenue - Proceeds from Semiannual Revenue - Debt Financing Development Projects Parks and Recreation Summary General Services Summary Community Services Summary Public Safety Schools

C-48 C-49 C-51 C-52

C-54 C-55

C-56 C-58 C-60 C-61 C-62 C-63 C-64

D-1 D-2 D-2 D-3 D-3 D-4 D-4 D-5 D-6 D-11 D-15 D-18 D-20 D-22

James City Service Authority

JAMES CITY COUNTY Table of Contents

Section E - Utili Bud ets

Mission, Service and Goals E-1 Summary E-3 Administration Fund E-4 Water Fund E-6 Sewer Fund E-8 Capital Improvements Program Budget E-10

Section F - Other Funds

Virginia Public Assistance Fund F-1 James City Transit Company F-4 Community Development Fund F-6 Debt Service Fund F-8 Debt Service Spending - FY 1999 - FY 2005 F-1 0

Section G - Su lementa Information

Budgeted Employment Data All Funds G-1 Authorized Positions Per Department G-4 Reconciliation of Appropriations for FY 99 As Shown in FY 99-00 Budget G-19 Operating Budget Summary by Fund of All Funds G-20 General Fund Revenues by Source (In Percent)- Last Ten Fiscal Years G-21 General Fund Revenues by Source- Last Ten Fiscal Years G-22 Ratio of Annual Debt Service Expenditures for General Bonded

Debt to Total General Fund Expenditures G-23 Ratio of Net General Bonded Debt to Assessed Value and Net

Bonded Debt Per Capita G-24 Property Tax Rates Per $100 of Assessed Value -Last Ten Fiscal Years G-25 Assessed and Estimated Actual Value of Taxable Property -

Last Ten Fiscal Years G-26 Property Tax Levies and Tax Collections- Last Ten Fiscal Years G-27 List of Principal Property Taxpayers G-28 Households and Population G-29

A endix

Selected Financial Trends Analysis Information

Changes from Recommended to Adopted FY 1999-2000 Budget

The County Administrator's proposed budget was submitted to the Board of Supervisors on March 25, 1999, and was the ·subject of a public hearing on April3, as well as three Board work sessions. The budget was adopted by the Board on April 27, 1999, with the following changes form the proposed budget:

GENERAL FUND

Revenues:

General Fund Revenue as Proposed:

Changes: State Sales Tax for Education Revenue from the Commonwealth

Total Changes

Adopted General Fund Revenues

Expenditures:

General Fund Expenditures as Proposed:

Changes: Contribution to WJCC Schools Nondepartmental (contingency)

Total Changes Adopted General Fund Expenditures

-1-

$84,241,200

$

$

3,185 33.340

36,525

$84.277.725

$84,241,200

$ 3,185 33.340

$ 36,525 $84.277.725

THE BUDGET- AN OVERVIEW

The Budget Process

The budgetary process at James City County involves intensive procedures and covers a time span of many months. The 'process conforms to Title 15.2 of the Code of Virginia.

November:

December:

January:

February:

March:

Budget preparation manual is distributed to departments.

Budget training sessions are held with departments explaining budget calendar and use of forms. Financial assumption data is distributed to departments as well as any financial constraints that must be employed.

Sponsors prepare and submit formal CIP proposals to Planning Office.

Human Resource Department completes review of position requests and schedules Personnel Committee meetings.

Board of Supervisors establishes Budget Calendar as follows:

Public Hearing Work Sessions

Budget Adoption

First April Meeting Three or four dates chosen, after public hearing, prior to adoption Second April Meeting

Pre-budget Public Hearing. The Board of Supervisors considers the annual review of the County financial health contained in "Financial Trends in James City County." Revenue forecasts are reviewed and calculation of School Board's contribution for

the next fiscal year is reviewed.

Departmental budgets submitted for review by Department of Financial and Management Services and County Administration.

Outside agency budget requests are due.

Financial and Management Services completes mid-year Budget Review with County Administration.

Planning Commission presents CIP Budget to Board of Supervisors.

Formal School budget received. School Board adopts its budget.

Final decisions and adjustments by Financial and Management Services. Final Proposed Budget prepared with narratives and County Administrator's Message.

Proposed Budget released to Board of Supervisors, Press and the Public.

-2-

April-May:

May-June:

June:

Work Sessions, Budget Public Hearing, Budget adoption and establishment of tax rates.

Amendments to the Budget are made prior to start of new fiscal year. These amendments are based on final revenue estimates from the State which are not available at the time of Budget adoption. Other amendments are made based on updated information not previously available.

Adopted Budget made available to the Public and Staff for the start of Budget year.

Bud&etar:y Basis

Budgets are prepared for all funds with the exception of Trust and Agency Funds. These funds account for money and property held in a fiduciary capacity for individuals or other government entities. These funds do not involve the measurement of results of operations as they are custodial in nature. In addition, there is no requirement to formulate budgets for these funds.

Budgets are prepared on the modified accrual basis of accounting as used for financial reporting purposes. Encumbrance accounting, under which applicable appropriations are reserved for outstanding purchase orders, is employed as an extension of the formal budgetary integration in the General and certain Special Revenue Funds. Encumbrances outstanding at year-end are reported as Reservation of Fund Balances since they do not constitute expenditures or liabilities. Unexpended appropriations lapse at the end of the fiscal year in the General, Debt Service, and those Special Revenue Funds with legally adopted annual operating budgets. Program and project budgets are utilized in the Capital Projects Budget and Community Development funds where appropriations remain open and carry over to the succeeding years.

Bud&et Amendment Process

The Budget may be amended in one of two ways as outlined by the Code of Virginia.

If the amendment would change total revenues (such as the acceptance of a grant), then the governing body must adopt an appropriation resolution to transfer funds from one appropriation group to another. In certain instances, as outlined in the State Code, a public hearing may be required before the governing body can take action.

The County Administrator is authorized to transfer funds between departments/offices within an appropriation group or between budget line items within a particular department/office.

-3-

Organization of Budget

The financial transactions of the County are recorded in individual funds. Each fund is accounted for by providing a separate set of self-balancing accounts that comprise its assets, liabilities, reserves, fund equity, revenues and expenditures. The various funds are reported by generic classification within the financial statements of the Comprehensive Annual Financial Report.

The County Budget includes all funds where financial transactions are recorded, with the exception of Trust and Agency Funds.

The following fund types are used by the County and the Budget Document includes the Capital Improvements Plan.

Governmental Funds

a) General Fund - The general operating fund of the County. It is used to account for all financial resources except those required to be accounted for in another fund.

b) Special Revenue Funds- Used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes.

Virginia Public Assistance Transit Company Community Development

c) Capital Projects - Used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary funds).

d) Debt Service Fund- Used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Proprietary Fund

The focus of Proprietary Fund measurement is the determination of net income. The Generally Accepted Accounting Principles are those applicable to similar businesses in the private sector. The County has no proprietary funds. Included within the Budget Document is the budget for the James City Service Authority since its legislative and executive oversight and management are substantially integrated with those of James City County. The Authority operates water and sewer utility systems in the County and is a distinct legal entity.

The Service Authority budget covers four major projects areas:

Water Fund Sewer Fund Operations/ Administration Fund Capital Improvements Program (CIP)

-4-

The General Fund of the County is divided into functional areas, such as Administration, Planning and Development, Public Safety, etc. Each department within a functional area has its own budget; for example, Police, Fire and Emergency Medical Services, within the functional area of Public Safety. The Budget format presents expenditures by functional area and departments within a specific function.

Directions. Performance. Measurement and Monitoring

The County Administrator imparts to the departments at the beginning of the Budget cycle the tone and the focus of the overall Budget. This information is based on guidance to him from the Board of Supervisors.

During the fall of each year each department develops individually their overall Objectives and Strategies to be attained during the coming year. These objects provide the basic operating direction for each department, and are linked to the County's Strategic Management Plan. This information is presented within each department's budget.

The Budget document does not provide information regarding performance or the measurement of performance per department. However, departmental objectives are monitored by County Administration by the use of work programs. In addition, each department establishes efficiency and effectiveness measures in regards to their operations. These measures are monitored by the Office of Training and Quality Perfonnance and managed by County Administration.

The Budget is monitored by the issuance of Monthly Management Reports. These reports indicate actual financial results compared to Budget (Revenue-Expense). These reports are forwarded to the Board of Supervisors, County Administration and Departments for their analysis and management.

Budgetary control is maintained on a line-item basis.

Purchases of goods and services must be accomplished by the use of a formal purchase order. Funds are encumbered based on purchase orders to insure that an over-spent condition does not exist per Budget line item.

Relationship Between the Operating and Capital Budget

There are many features that distinguish James City County's Operating Budget from the Capital Budget. The Operating Budget includes expenditures that are generally of a recurring nature and are appropriated for one year only. It provides for the provision of all County services, but does not result in major physical assets for the community. Year-to-year changes in the Operating Budget are expected to be fairly stable, and represent incremental changes in the cost of doing business, the size of the County and the types and level of service that are provided. Resources for the Operating Budget generally come from taxes, user fees, and intergovernmental payments that typically recur from year to year.

The Capital Budget, on the other hand, includes one-time costs for projects that may last several years. The projects result in major physical assets in the community. Wide fluctuations are expected in the Capital Budget from year to year depending on the phasing of projects. Resources for the

-5-

Capital Budget generally come from bond sales, grants, other one-time sources and transfers from the Operating Budget.

In spite of these differences, the Operating and Capital Budgets are closely linked. The most obvious connection is that the Operating Budget assumes the cost of maintaining and operating new facilities that are built under the Capital Budget. In addition, a portion of the funding for capital projects are transfers from the Operating Fund.

The 1999-2000 Capital Budget includes projects that will have long-term financial consequences. The most notable are:

• Radio System Improvements • New Elementary School • District Park

In some cases operational needs drive the Capital Budget. A good example is the Radio System improvement, where the existing system can no longer be maintained and does not offer the capability and flexibility needed to serve citizens adequately.

The resources that support the Operating and Capital Budgets are also linked. Revenue generated in the Operating Fund is channeled to the Capital Budget by means of a transfer. The retirement of bonds issued for the construction of new schools will compete with the service requirements that are funded in the Operating Budget. The Capital Budget on its own does not generate any revenue. This means that some of the revenues that are generated and transferred to the Capital Budget are realized through property tax revenue. This relationship will impact the tax rate and the property taxes that the citizens of James City County will be required to pay. Reference to Section D indicates the estimated Operating Budget impact for each capital project.

In order to view the upcoming year's budget, it is important that County officials, employees and the citizens understand the linkage between these budgets.

Financial Planning

The budget document provides the following information to the citizens of James City County:

• Reflects the fiscal policies of the Board of Supervisors (Introductory Section).

• Indicates and explains the flow of financial resources (Revenues- Section B).

• Outlines the operational focus of the County organization and the individual departments (Section C).

• Outlines the priorities and sources of funding for major capital projects (Section D).

• References historical and current financial information, including the financial condition of each fund in the beginning of the budget and at the end of the year (Section G).

-6-

All the above components come together as part of a financial plan whose major criteria is:

• That the real estate tax increase be kept to a minimum.

• That resources other than general tax dollars are sought.

• That recommended Capital Projects relate to the Comprehensive and Strategic Management Plans and are prioritized based on available funding.

• That no new or enhanced program initiatives be implemented except those of the highest priority.

• That the school system, which is the largest component of the County's budget, be sufficiently funded.

• That ending fund balances are consistent with prior years and sufficient enough to provide for financial viability.

• That County employees' compensation be based on performance and be consistent with compensation plans within the County's labor market.

The above criteria of the financial planning process was formulated prior to the calculation of revenues and expenses. The adopted budget reflects concurrence with these financial planning criteria.

overview

-7-

RESOLUTION

STATEMENT OF FISCAL GOALS

WHEREAS, the Board of Supervisors of James City County desires to establish a comprehensive statement of fiscal goals;

NOW THEREFORE, BE IT RESOLVED that the Board of Supervisors of James City County, Virginia, hereby endorses and adopts the following:

STATEMENT OF FISCAL GOALS

General

1. To promote fiscal health of the County by encouraging a healthy diversified economy.

2. To establish minimally acceptable standards of quality for the County's various public services.

3. To take positive steps to improve productivity of County programs and employees.

4. To seek to eliminate duplicative functions within County government and semiautonomous agencies in the community.

5. At least every four years, to reassess services and service levels, utilizing service level standards of quality, seeking citizen advice and review in a zero-based budgeting process.

Accounting

6. To use accounting procedures and principles established by the Virginia Auditor of Public Accounts and Generally Accepted Accounting Principles (GAAP) and to annually apply to the Municipal Finance Officer's Association for its Certificate of Conformance in Financial Reporting.

7. To provide full disclosure in annual financial statements and bond representations.

Capital Improvements

8. To establish capital improvements as public investments, designed to effectively provide the highest net present value, both fmancially and in the determination of service needs.

9. To seek to maximize the expenditures that support capital investments in the provision of direct services to meet and maintain minimum standards of quality.

10. To annually inventory capital facilities, estimate actual value, and estimate remaining useful life and replacement cost.

11. To establish for capital project requests an annual capital budget based upon the Capital Improvements Plan with "life cycle" costs including operating and maintenance coordinated with the operating budget.

-8-

12. To accept recommendations from the Planning Commission for a multi-year Capital hnprovements Plan for public facility and infrastructure needs to include roads, water, sewer, land and land improvements, and building and building improvements, considered based upon need and consistent with the adopted Comprehensive Plan.

13. To avoid capital facility or infrastructure investments outside of the Comprehensive Plan's Primary Service Area for residential growth.

14. To develop fmancing plans for the multi-year improvement program based upon a five-year forecast of revenues and expenditures with advice and counsel on proposed capital fmancing needs coordinated with a citizen capital fmancing advisory committee composed of local fmancial professionals.

15. To evaluate alternatives to fmancing on a pay-as-you-go basis, to include debt fmancing (pay-as-you-use) for needed services.

16. To not incur general obligation debt of more than 3% of assessed valuation of property with debt service costs not to exceed 15% of net operating revenues; debt per capita not to exceed $2,000 and a 10% target (5% minimum) Fund balance.

17. To use revenue or other self-supporting bonds instead of general obligation bonds.

18. To avoid long-term debt to fmance current operations and short-term debt except for bond anticipation notes.

19. To create, to the extent feasible, a debt service escrow fund that accumulates one year's principal and interest on all outstanding debt.

20. To avoid fmancing if the term of the indebtedness exceeds the expected useful life of the asset.

Investments

21. To make a cash-flow analysis (disbursement, collection, and deposit) of all funds to ensure maximum cash availability. To provide monthly information concerning cash position and investment performance, which shall be reviewed periodically by a citizen investment committee composed of local fmancial professionals.

22. To pool cash, as permitted by law, from several different funds for investment purposes.

23. To review arrangements with fmancial institutions on a continued basis for a specified period of time and with specified fees for each service.

Operating Budgets

24. To annually forecast revenues and expenditures for the next five years.

25. To utilize workload measurements and performance ratings for all funds.

-9-

26. To maintain a budgeting control system that helps it adhere to the budget with monthly status reports comparing actual revenues and expenditures to budgeted amounts.

27. To provide for adequate maintenance of capital plant and equipment and develop from its fixed asset inventory records a capital asset replacement schedule.

28. To establish a risk management program to safeguard public assets held in trust and to minimize the fmancialliability arising from accidental injury or death.

29. To remain current in its payments to the Virginia Retirement System and to pursue legislative options that reduce or eliminate unfunded pension liabilities.

30. To review operating policies and procedures and facility master plans adopted by the Board of Supervisors in detail at least every three years with proposed revisions accompanied by a fmancial impact analysis.

31. To annually increase the proportion of expenditures providing direct services to total budgeted expenditures and to annually decrease the proportion of expenditures supporting administration or other non-direct service activities.

32. To fmance recurring expenses from recurring revenue sources and to not develop a dependency, within the operating budget, on nonrecurring revenue sources.

33. To maximize year-end carryforward balances through implementation of revenue enhancement and cost containment programs with the conditions that actual collections of property taxes, Federal and State revenue estimates should be within five percent of budgeted estimates and that unappropriated carryforward balances should be minimized.

Reserves

34. To establish a contingency reserve fund of two percent of the general fund operating budget to pay for needs caused by unforeseen events. The Board shall determine the amount of funds to be held in contingency. The contingency shall be held to help with the following three events: 1) Catastrophic reserves, to provide limited emergency funds in the event of natural or man-made disasters; 2) Operational reserves, to provide additional funds for limited unexpected needs; and, 3) Revenue reserves, to provide limited funds to smooth fluctuations in revenues caused by changes in economic conditions.

35. To maintain a ratio of cash on hand and short-term investments, divided by current liabilities, of at least 1:1.

36. To establish and, to the extent feasible, fund on an annual basis a capital equipment replacement fund.

Revenues

37. To attempt to establish a diversified revenue system with the maximum local legislative authority to set and change rates and fees.

38. To utilize state and federal funds in pursuit of County goals and objectives, whenever possible.

-10-

39. To the extent feasible, user fees which reflect the cost of service shall be utilized to support programs which may be characterized as special services to specific populations or users with the full costs, direct and indirect, of activities supported by user fees shall be recalculated at least every three years.

40. To pursue an aggressive policy of collecting property taxes with the level of uncollected property taxes not exceeding 5% and the rate of delinquency not rising more than one year in a row.

41. To the extent possible, the County shall attempt to decrease the dependency on real estate taxes to fmance the County's operating budget.

42. To review and update all rates and fees at least every three years.

43. To maximize State and Federal entitlement revenues.

Adopted by the Board of Supervisors of James City County, Virginia, this 9th day of January, 1984.

The aforementioned goals represent long-term "strategies" on the part of the Board of Supervisors. The implementation of these goals will be at the discretion of the Board as it applies to individual budget years.

-11-

L

L ge

George Washington at the Governor's Palace Drawing by Sean O'Rourke

To: The Members of the Board of Supervisors

I am pleased to submit to you and to the citizens of James City County the fmancial plan for Fiscal Year 1999-2000. This plan balances all operating expenditures without a change in property tax rates. The budget reflects an investment in quality and in our future that will serve us well as we move into the next millennium. The County continues its commitment to our strategic management and comprehensive plans through initiatives in public safety, capital investment and education. The continuation of our market-based pay system and environmental programs such as greenspace, drainage, landscaping and recycling is also reflected. The budget also reflects an investment in the future infrastructure needs of our community with additional general fund dollars targeted to capital projects and to paying down debt service.

The proposed budget totals $84,241,200, which is $7,205,681, or a 9.4 percent increase over the current year's budget. Of this amount, $4,445,230 relates to investment in capital projects and debt service, while $79,795,970 is spending on recurring items such as the County's contribution to the Williamsburg/James City County Schools. This spending increase is $5,761,071 or 7.8 percent over FY 1999. The budget increase is funded through growth in revenues that reflect a vibrant economy.

Continue to Move Forward While Serving the Needs of A Growing Communi

James City County continues to be one of the most rapidly growing localities in the State. From 1990 to 1998, the County's population increased at an average annual rate of 3 percent, making it the twelfth fastest growing locality in Virginia. The average locality in Virginia grew just 1.1 percent annually and the average Hampton Roads locality grew by only 0.6 percent over the same period. The County is an attractive community in which to work and live, which is reflected by the average net migration rate of 22.5 percent from 1990 to 1998. Our relatively high rate of growth creates certain challenges: controlling the quality of that growth and responding to additional demand for services and facilities, particularly in the areas of public safety, recreation, and education.

As in previous years, early in the budget process I issued guidance to County departments and outside agencies. We recognized that the upcoming fiscal years would continue to be challenging, as we fully fund the operating costs of a new fire station and a new City/County Courthouse. In addition, the seventh elementary school is slated to open in September 2000. While the major focus has been fmding resources to fund the personnel and support structure necessary to operate our new public facilities, we also wanted to continue to strengthen the County's overall service delivery and meet the commitments made through the strategic management and comprehensive planning processes.

As in previous years, departments were asked to do the following in preparing their budget requests:

Page A-1

~ Thoroughly examine opportunities for outsourcing and consolidating services with either other departments or other County supported agencies.

~ Seek resources other than general tax dollars to support their operations.

~ Ensure that the services that the department is providing are consistent with the County's Comprehensive Plan and Strategic Management Plan.

~ Identify strategies in operational plans for incorporating information technology tools.

The proposed budget reflects the results of these efforts, and focuses on the four County Goal areas adopted by the Board of Supervisors as part of the Strategic Management Plan:

I. Balance Service Demands With Available Resources

In many ways, this goal area overarches every aspect of County operations. The County ensures that resources are managed effectively by examining services, procedures and organizational structure; using methods such as benchmarking and continuous process improvement. Opportunities for cost savings and improved services are identified through regional cooperation, private sector involvement, and partnerships. Departments and County funded agencies are encouraged to identify alternative resources; such as grants, user fees and volunteer assistance, in order to provide services. The County's Neighborhood Connections program has been successful in educating citizens and citizen groups, helping them to address some of their service needs through self-help.

IT. Enhance the Character of the Community

James City County offers a high quality of life to its citizens, which is what makes it an attractive community. We want to preserve and enhance the County's character by balancing the natural environment and rural atmosphere with appropriate growth and economic development. This budget continues to provide resources for acquiring Greenspace and for landscaping of road medians. Funding is also included for environmental protection to preserve conservation and other environmentally sensitive areas, the accumulation and development of public greenways, and the development of bikeways. A new proposal this year is to put overhead utilities underground along Community Character Corridors. Where possible they are buried in conjunction with road projects. These enhancements are consistent with the County's Comprehensive Plan.

ill. Ensure Broad-Based Citizen Involvement in Decision Making

The County continues its commitment to encourage broad citizen participation in decision making. Our goal is to ensure citizen access to every stage of a continuous, open and visible communications process. This effort includes informing the public about issues and processes, getting feedback, following up on the feedback when making and implementing

Page A-2

decisions, and measuring how well the citizen's needs are met. Improvements are planned in television access, "FYf' circulation, and the County's web site.

IV. Promote a Healtby Community

This goal area focuses on providing for a community that is not only safe, but also has robust environmental and economic health. Meeting this goal is a major focus in the proposed budget. Public safety objectives include replacement of the County's radio system to improve both emergency and administrative communication, reducing fire and emergency response times, providing crime prevention, school resource and community policing programs, and reducing the number of preventable fires. Public Safety expenditures for Police, Fire, Emergency, and related services, continue to consume a large percentage of the General Fund budget - 12 percent of the total, and 16 percent of the increase in spending for FY 2000.

A new fire station will be constructed in the Centerville/News/Brickbat Road area to better respond to service requirements in the Route 5 corridor. Last year, the County began funding the cost of staffmg and operating the new station, and the proposed fmancial plan includes a full year's worth of spending for this effort. The County's cost for juvenile detention at the regional facility is increasing based on the number of County juveniles housed there as well as the number of alternatives to secure detention.

The environmental and economic health of the County is addressed in several areas. The James City Service Authority will make improvements to and expand its water delivery and wastewater collection services. The Economic Development department will continue its efforts to attract industry and businesses that increase the nonresidential tax base and improve job opportunities. Funds are also proposed to support the Crossroads Project. Community Services will provide loan and grant assistance to low- and moderate-income households for housing improvements, and will continue to support efforts to serve youth, the elderly and at-risk populations. Lastly, a Community Outreach Coordinator's position, whose grant funding ends this year, will be made a full-time position to continue the successes gained by working with neighborhoods to identify and address health issues.

Funds

The County generally groups expenditures into funds. The following categories of funds are included in this proposed budget:

General Fund: This is the County's major operating fund, and is where tax dollars are deposited. Most ongoing activities, such as police and fire services, and the County's contribution to school operations, are accounted for in the General Fund.

Capital Improvements Fund: The fund is used to account for the cost of major, one time infrastructure or equipment investments, except for those related to water and sewer service.

Page A-3

Proprietary Fund: The James City Service Authority, which is responsible for providing sewer and water service to certain areas of the County, has its own fund, which is supported solely by user fees. Both ongoing operations and capital investments are accounted for in this fund.

Special Revenue Funds: Programs where the major sources of revenue are not local tax dollars are classified under these funds. Such programs include Social Services and Transit operations .

..,_GENERAL FUND

The recommended General Fund budget for FY 2000 is depicted below:

Contribution to School Operations Debt Service/Nondepartmental Contribution to CIP Other County Spending

Outside Agenclee S'lo

0 the r County 0 per . 20'1.

Budget Recommended $ % FY99 FYOO Change Change

$41,987,738 $45,281,300 $3,293,562 7.8% 1,722,554 2,245,230 522,676 30.3% 1,278,066 2,200,000 921,934 72.1%

32,047,161 34,514,670 2,467,509 7.7% $77,035,519 $84,241,200 $7,205,681 9.4%

General Fund Expenditures By Category

Page A-4

%Of Total

Increase

45.7% 7.3%

12.8% 34.2%

100.0%

Where Ia the lncr .. •• In Revenue• Going?

Schools

The recommended contribution to the Williamsburg-James City County School system, which includes funding for both ongoing operations and debt service for School facilities, is $45,281,300, which represents 54 percent of the County's proposed operating budget, and is an 7.8 percent increase over the FY 1999 contribution of $41,987,738. The $3,293,562 increase in this amount consumes 46 percent of new revenues for FY 2000.

This proposed County contribution for FY 2000 funds the amount requested by the School Superintendent, and is sufficient to pay for an expansion of summer school and programs for at­risk children, technology upgrades and additional technology teaching positions, the extended Middle School program, the early funding of a principal and secretary for the new elementary school, staff compensation, and enrollment growth. Once again, the Superintendent and staff worked hard to fit the School budget within the revenue targets and were particularly cooperative in a joint effort to match needs and resources. I would like to extend my thanks for their participation in a successful, collaborative budget process.

Debt Service/Capital Fund Contribution

The FY 2000 proposed spending plan includes significant initiatives in the general fund contribution to the payment of debt service and to capital investment which represent an investment in the future of our County. Debt service costs are increasing because ·of a Virginia Public School Authority bond issue in 1999 used to fmance the renovation and expansion of Berkeley Middle School and the construction of the seventh elementary school. The robust economy has generated additional general fund revenue, and I believe the prudent use of this revenue is to pay down debt and invest in one-time expenditures. While the economic outlook continues to be positive in the near future, I want to minimize the increase in recurring

Page A-5

expenditures, allowing us to be more flexible in responding to a possible downturn in the business cycle. The general fund contribution toward the payment of debt service will increase by $522,676, to $2,245,230 in FY 2000. The contribution to the Capital Projects fund will increase by $921 ,934,. to $2,200,000. Projects funded by this contribution are discussed in the Capital Projects Fund section of this message.

Transfers to Other Programs

Transfers to programs other than County operations and the School system amounts to $7,325,734 for FY 2000, which is a $351,005 or 5 percent increase over the FY 1999 budget of $6,974,729. The three largest items in this are the County's cost of incarcerating prisoners in the Regional Jail, the contribution to the Williamsburg Regional Library and contributions to outside agencies.

Regional Jail

The County is a member of the Virginia Peninsula Regional Jail Authority, which oversees the jail, located in James City County. This budget includes the County's share of operations for the facility for FY 2000. The Jail Authority's members include the Counties of James City and York, and the Cities of Williamsburg and Poquoson. The County's cost for inmate incarceration will decrease by $41,301, reflecting both the number of James City County inmates incarcerated and a lower per-diem charge.

Regional Library

The City of Williamsburg and James City County share the cost of Library operations, based on their respective share of circulation. James City County's relative circulation increased with the opening of the new Library in Norge, so our share of operating expenditures has been increasing.

Beginning in FY 2000, the contract between the City and the County for Library services changes. A key provision in the revised contract will bring library employees under the County's personnel and pay plans. The Library will also open additional hours. The contract also calls for a one-time additional payment from the City of $60,880 in FY 2000.

After adjusting for the one-time City payment, the County contribution to the Library is $2,773,759. This amount does not fully fund the Library's request; it is $17,195 short of the $2,790,954 requested by the Regional Library Board. However, the recommended funding increase of 4.5 percent will allow for additional staff hours required for expanded opening times, adjustments to the Library's compensation plan needed to bring the Library employees onto the County's pay plan, and an overall merit increase of 4 percent.

Contributions to Outside Agencies

The County contributes to a number of outside agencies, such as the James City County Volunteer Rescue Squad, James City/Bruton Volunteer Fire Department, the Community Action

Page A-6

Agency, Peninsula Agency on Aging and Williamsburg Arts Commission, which provide services to County residents and businesses. Two years ago, the County began assessing an additional 2 percent in room tax, bringing the total room tax to 4 percent. This additional tax is required by State law .to be targeted at efforts to increase visitation in the County. The proceeds of $1,020,000 are targeted to the Williamsburg Area Convention and Visitors Bureau, Tourism Investment Grants, Entryway Landscaping and Jamestown 2007 planning, and other marketing efforts. A complete list of contributions to outside agencies can be found on Pages C-53 and C-54.

County Expenditures

Spending for that portion of the General Fund budget that includes the basic operating departments of the County will increase by 7.7 percent for 2000. This increase is funded by revenue growth. Most of the spending increase is directed at public safety enhancements.

Personnel

0 fflce Supplies 0 .5%

Operating Suppllea t . ~%

Profeaalonal Services 2 . 2%

Equip/Bldg M alntenance 2 .3%

Capital Outlays ~ . t%

Utllltl•• & Phone 5 . ~%

Com pone n ts o I County Department SpendIng

Other(AIIcategorles com prlalng I••• than 1% or

total) 7 . $%

New Positions

The FY 2000 General Fund includes 13 V2 net new full-time positions, most of which are directed at Public Safety and Criminal Justice. In addition, two Police positions and a Community Outreach Coordinator's position that were previously paid primarily with grant funding, are proposed to be paid 100 percent by the County. A Plumbing and Mechanical Inspector whose cost was partially paid by the Stonehouse Development last year will be fully funded by the County beginning in FY 2000. A Personnel Analyst position required under the new Library contract will be fully funded by the Library. These positions also address County Goal Areas as follows:

Page A-7

Promote A Healthy Community

Police Department (1) Police Officer Recruit to respond to the increase number of arrests resulting from the new domestic violence law, and other workload increases.

(2) Police Officer positions, the majority of whose cost were previously paid with grant money that is now expiring, will be upgraded from limited term to permanent status and fully funded by the County. The two positions are a Narcotics Officer and a Middle School Resource Officer.

Fire Department (1) Firefighter Recruit to increase minimal staffmg at Station 1.

Central Dispatch (2) Telecommunicator Trainee positions to address a growing workload, including the increased dispatch requirements generated by the new Fire Station.

Commonwealth Attorney (1) Entry level prosecutor in response to the increased prosecutions resulting from the new domestic violence law, along with workload increases.

Courts (1) Facilities Superintendent to oversee the building administration of the new City/County Courthouse. The City of Williamsburg will pay for 20 percent of the cost of this position.

Sheriff (3) Sheriff Deputies to staff the control room and additional courtrooms at the new Courthouse. The City of Williamsburg will pay for 20 percent of the cost of these positions. The Sheriff is asking the State to fund a portion of the positions.

Neighborhood Connections (1) Community Outreach Coordinator, whose two-year Health Community 2000 Grant ends in 1999, will be upgraded from limited-term to permanent status and fully funded by the County.

Code Compliance (1) Plumbing and Mechanical Inspector, whose cost was partially paid by Stonehouse Development in FY 1999, will be changed from limited term to permanent status and fully funded by the County.

Enhance the Character of the Community

Environmental Division ( 1) Civil Engineer to implement a storm water management program.

Page A-8

.,,

Planning ( 1) Landscape Planner to help ensure high quality development.

Balance Service Demands with Available Resources

Data Processing

Human Resources

Satellite Office

(1) Programmer/Analyst to provide more cost-effective support for the Commissioner, Treasurer and Real Estate Assessor's software packages.

(1) Full-time limited-term Personnel Analyst to provide personnel services to the Library employees under the new library contract. The Williamsburg Regional Library pays the cost of this position.

(1) Part-time Citizens' Assistance Officer will be upgraded to full­time to ensure minimal staffmg of at least two employees at all times.

Maintaining the Market Based Pay Plan

Because last year's update to our salary structure has kept it competitive, I'm not recommending an adjustment to the salary ranges this year. Five job classes have been reclassified because of significant changes in duties and/or responsibilities. Eight job classes will be moved to different salary ranges because of changes in salaries for those jobs in our market. The total cost for maintaining the pay plan is $37,830.

Pay for Performance

Employees will be eligible for an average 4 percent salary increase based on performance. This amount is the same percentage as last year and is consistent with what was in the biennial budget. The cost including fringe benefits will be $613,000.

Salary Adjustments

I am also recommending salary adjustments to differentiate among the salaries of employees with various years of experience who are clustered together near the beginning of their salary ranges. These adjustments will cost $114,334 including fringe benefits. Almost 80 percent of the cost is in Public Safety jobs.

This budget does not contain improvements to other State retirement programs but maintains the current VRS program offered by the County.

Page A-9

Operating Expenditures

Public Safety

Enhancements and growth in the Public Safety area consume 16 percent of the new dollars for FY 2000, and 12 percent of the total spending. Most of the increase results from a full year's worth of staffmg and operation requirements related to the new Fire Station, along with the new positions noted above for the Sheriff, Commonwealth Attorney, and Police department. The strong tourism industry creates additional demands on the Police and Fire departments, as the number of people in the County is markedly higher during periods of heavy visitation. The new City/County Courthouse will be completed in 1999, and the associated operating costs are also programmed in this spending plan.

Parks and Recreation

The majority of the increase in the Parks and Recreation budget reflects an enhanced level of service, targeted at programs for youth. In addition, funds are included in support of a Special Needs Camp for children with disabilities. This camp is a collaborative partnership between the County and the Williamsburg/James City County Public Schools. Also, this budget reflects a continuation of the new child care program offered for parents using the facilities at the James City County/Williamsburg Recreation Center. User fee revenue will increase with expanded service offerings, membership growth, and proposed sponsorships. For FY 2000, user fee revenue is expected to cover 58 percent of the direct cost of recreation activities.

Maintaining Existing Services

Beyond the funding required to fund a full year of operations for the new Fire Station, other public safety enhancements, and an increase in debt service and transfer to the Capital Projects fund, there are few other initiatives included in this budget. Ninety-three percent of the $7,205,681 in new revenue for FY 2000 is consumed by additional funding for Schools, Public Safety and Judicial costs, the Williamsburg Regional Library, the additional debt service and transfer for capital spending. The majority of the remaining dollars fund the adjustments in our market based pay system and the pay for performance increase. The Neighborhood Connections program will be extended to additional neighborhoods within the County and the Community Outreach Coordinator position will be maintained.

Adherence to a Two-Year Financial Plan

Last year, the Board of Supervisors adopted a two-year budget. The first year, FY 1999, was officially appropriated and the second year was established as a fmancial target for this year's operating budget. We expected some changes to be unavoidable, particularly given the surge in residential development and the change in fiscal policies at the State level. The following chart compares the FY 2000 budget I've proposed to the FY 2000 budget adopted by the Board for planning purposes last April:

Page A-10

FY 2000 Budget Current Adopted in Proposed $ %

1998 FY 2000 Budget Change Change

Contribution to School Operations $44,811,600 $45,281,300 469,700 1.0% Debt Service/Nondepartmental 1,902,080 2,245,230 343,150 18.0% Contribution to CIP 1,518,132 2,200,000 681,868 44.9% Other County Spending 33,232,012 34,514,670 1,282,658 3.9%

$81,463,824 $84,241,200 2,777,376 3.4%

The change in debt service is attributed to a focus on increasing the amount of general fund dollars that go toward paying down debt, reducing the amount of debt service fund balance that is used. The contribution to the Capital Improvements Program reflects an investment in future facilities. The School increase fully funds the School Superintendent's request and passes through increases in the State sales tax for education. Other County spending is largely the result of enhancements in public safety and judicial costs, including funding a full year of operating costs associated with the new City/County Courthouse and an increase in juvenile detention costs .

.,.REVENUES

The FY 2000 budget includes two revenue initiatives related to the continuation of recovering costs of certain services through user fees. However, the revenue impact of these two items is minimal.

1. Fire department fees related to burning: A "debris waste-open" burning permit fee of $50. A bonfire permit fee of $25. A fireworks permit fee of $100.

The total revenue expected from these fees is $3,700.

2. $50 fee for open gathering permits. The total fee revenue from this item is expected to be no more than $500, but the fee supports the cost of the advertisement.

Additional State funding contributes significantly to the overall revenue generated for FY 2000. Part of this funding results from a shift in local dollars generated by the car tax to state reimbursement to the County for the refund of most of this tax. The car tax reimbursement is expected to be $3,310,295 for FY 2000, but local car tax revenue will decrease by $3,087,200. In addition, the State has reinstated full payment of 599 monies in support of police operations. The County is expected to receive $575,202 in additional 599 funds for FY 2000, bringing the total to $904,659. Overall, State revenue will increase by $4,060,909 for FY 2000.

Page A-ll

!com ponenta of Revenue lnoreaaeJ

.... CAPITAL PROJECTS FUND

The County's Capital Projects Budget for FY 2000 is $9,792,858, and reflects the County's commitment to the Comprehensive Plan and the four goal areas of the Strategic Management Plan mentioned at the beginning of this message:

v' Economic Development Infrastructure - $750,000 is included to invest in property for economic development efforts. This could include acquiring a site and building a second, shell building primarily funded by proceeds from the sale of the first shell building at Stonehouse. The Crossroads area is one potential location.

v' Monticello A venue Extended - The Virginia Department of Transportation will match local dollars one for one, up to $500,000, under a revenue sharing program. In 1999-2001, monies will be used to partially fund the extension of Monticello Avenue. The local match will come from developers in two of those years.

v' Underground Utilities - $380,000 is programmed for a new proposal, consistent with the Comprehensive Plan, to put overhead utilities underground. The initial focus will be on those Community Character Corridors leading to Jamestown.

v' Greenspace - The County will continue its investment in the Greenspace fund, which was created by the Board of Supervisors, in response to community feedback, to fmance the acquisition of property or easements that would create permanent greenspace in several areas of the County.

v' District Park - The proposed budget for the next four years focuses on continuing improvements in accordance with the master plan for the development of the County's District Park.

Page A-12

./ Radio System Improvements - the Fire Department has proposed to replace the existing radio system, both emergency and administration, with a trunked 800 mhz radio system .

./ School Projects - These include:

• New Elementary School in the Stonehouse district of the County. • School Bus Replacements

Other investments funded as part of the FY 2000 Capital Budget include:

Road Matching Funds Upgrading existing County roads by matching additional State dollars.

Bikeways local match Federal funding requiring a local match is designated for five bikeways in the Ironbound, Centerville, Croaker, and Jamestown Road areas.

Regional Drainage Basins To better manage runoff from existing development that occurred prior to stormwater management regulations

Sidewalk Improvements The list includes the Longhill Road, District Park, Centerville Road, Ironbound Road, Strawberry Plains Road, and John Tyler Highway areas.

Economic Development Incentive Fund These funds allow the County to consider inducements for commercial and industrial investment in James City County.

Community Networking The emphasis will be on making improvements to the central server and network, and on connecting the five County fire stations, the new jail and juvenile detention facility, the new Courthouse and the law enforcement center to the fiber network.

Government Center Expansion A space needs study is completed and funds exist for the expansion of space at the County's Government Center. The scope and timing of the expansion will depend on an implementation plan .

..,.. PROPRIETARY FUND

The James City Service Authority (JCSA), found in Section E of this document, represents the fmancial plan for operating and capital costs of the water and sewer programs, which are provided to certain areas of the County. The JCSA is financed entirely by user fees and receives no revenue from the County.

Page A-13

Within the FY 2000 water fund, revenues are projected to increase by $341,658 or 6.1 percent, primarily due growth in the numbers of users served. Within the sewer fund, revenues are expected to grow by $330,010, or 10 percent in FY 2000. These increases arise primarily from customer growth, and the sewer fund reflects a customer service enhancement by placing more emphasis on Wastewater Systems Preventive Maintenance and Rehabilitative Programs.

One additional Utility Operations Specialist is included in the FY 2000 budget to assist the Industrial Electrician and Mechanic with electrical preventive maintenance programs.

The JCSA Capital Budget is dominated by renovation/rehabilitation projects for both water and sewer, in a continuing effort to maintain and improve the systems.

lill- SPECIAL REVENUE FUNDS

The majority of support in the Special Revenue Funds, which are found in Section F, comes from State and Federal Grants. The County General Fund contributes to these funds, though; which include Transit, Community Development, and Social Services operations. The Transit budget is focusing efforts on the successful Visitor's Shuttle, which will be in its third year. The cost of this Shuttle is shared with the City of Williamsburg and York County. The Social Services fund increases 11 percent from the FY 1999 funding level, most of which reflects state and federal funding for new initiatives in Foster Care and Day Care. The Community Development Fund maintains the current level of service.

Conclusion

I am pleased to submit to you a proposed budget for FY 2000 which attempts to balance the demands created by growth with available resources, and invests in the future of our County. We are able to fund enhancements in public safety, education and the library with no increase in the property tax rates. Two user fee initiatives contribute a modest amount of revenue to the overall budget, but continue the Board of Supervisor's effort in funding costs through such fees where appropriate. The County, like other localities and the State, has been helped in no small measure by the robust economy. If the local economy grows at a slower rate or declines, we could face funding challenges, particularly with a rapidly growing population.

To mitigate increasing tax burdens as we move forward, the County continues to focus effort in the area of economic development so that we can maintain a diversified tax base. Moreover, we remain committed to continuing to provide high quality services at a reasonable cost. This budget proposal meets that commitment.

Respectively submitted,

&~~ Sanford . Wanner --County Administrator

Page A-14

How each dollar in the County is spent .•• Let's say all the County spends each year to provide the tax-supported services in the Operating Budget became one hundred pennies (one dollar). If that were the case, here's how in 1999-2000 those pennies are budgeted to be spent:

I Hecreation and Library

Capital lmestment/Debt Community Services

General and Financial Administration Public Works

Developme'nt ::\'lanagement Courts/jails •

Other County Operations

Where each doll at• in the County comes from ... State and Federal He,·enue

.02 .02 .03 .03 .06 .08 I General Property Taxes

.13 I .63

Sales Tax Hoom and :\leals Tax

Business and Professional Licenses Other Local Taxes/Fees

Parks and Hecreation He,·enue Interest Income

$2,200,000

Fund Balance $3,092,000

Financing/Semiannual Tax Billing $3,790,858

Where the money comes from .••

Capital Improvements

Program •

·~·~· -Where ~he money goes ...

FY 2000

General $1 ,956,180

Recreation $2,093,876

Public Safety $1,092,000

Development $3,817,500

Community Services $323,051

Schools $51 0,251

Total $9,792,858

L...

Eene ·· ••• -~·-"·" ·.:.=.: ,:, ' .

Re ues ;;,B

.. . . ....

The Magazine Drawing by Kyle Luke

EXPECTED ORIGINAL EXPECTED FY2000 FY1999 FY1999 FY2000 FY2000 DlfF FROM FY99

BUDGET REVENUES BUDGET REVENUES $ %

B-2 General Property Taxes $50,949,767 $51,668,937 $54,318,556 $53,046,638 $2,096,871 4.1%

B-4 Other Local Taxes 11,634,876 11,943,711 12,715,634 12,475,707 840,831 7.2%

B-6 Licenses, Permits and Fees 3,907,664 4,181,834 4,078,270 4,134,290 226,626 5.8%

B-8 Fines and Forleitures 65,000 50,000 65,000 50,000 -15,000 (23.1%)

B-9 Revenue from Use of Money and Property 1,314,000 1,614,000 1,314,000 1,614,000 300,000 22.8%

B-10 Revenue from the Commonwealth 6,849,768 7,800,976 7,012,979 10,947,202 4,097,434 59.8%

B-12 Revenue from the Federal Government 2,100 2,100 2,100 2,100

B-13 Charges for Current Services 1,734,491 1,761,221 1,852,752 1,903,255 168,764 9.7%

B-14 Miscellaneous Revenues 167,752 200,312 104,533 104,533 (63,219) (37.7%)

Carry-Forward Funds 410,101 410,101 (410,101)

TOTAL REVENUES $77,035,519 $79,633,192 $81,463,824 $84,277,725 $7,242,206 9.4%

Page B-1

BUDGET SUMMARY

Real Estate $ Personal Property

Personal Property- Mobile Homes Personal Property- Machinery

Public Service Delinquent Real Estate Taxes Delinquent Personal Property

Delinquent Mobile Homes Penalties

Interest on Delinquent Taxes

FY99 Budget

32,118,120 11 ,189,669

68,921 4,724,471 1,190,168

864,780 238,345

12,367 344,706 198,220

.c;n Q.t1CJ.767 Total $ -~v ._

BUDGET COMMENTS

$

$

FYOO FYOO Adopted Plan Adopted

34,366,388 $ 37,509,102 12,084,843 8,102,469

68,232 56,300 4,818,961 4,705,600 1,213,971 1,201,047

927,266 712,400 258,345 206,320

12,367 10,000 369,963 375,440 198,220 167,960

54,318,556 $ 53,046,638

General Property Taxes include revenues received from levies made on real and personal property of County residents and business establishments.

Real Estate Property Taxes on residential and business land and buildings are based upon a tax rate per $100 of assessed value, which is adopted by the Board of Supervisors during the budget process. The tax rate is then applied to the assessed value of individual property, as determined by the Real Estate Assessor during the annual assessment. The Commonwealth of Virginia requires localities to assess real property at 100 percent of market value.

The percentage increase in real property tax revenues is a product of three different factors:

1. FY 1999 Budgeted Real Estate Revenues were deflated because cash collections of taxes due in June 1999 were projected to be delayed into July (FY 2000). This will not happen because general accounting practices record cash collections for 45 days after the fiscal year ends as collections in FY 1999.

2. FY 1999 Budgeted revenues, and those originally forecast for FY 2000, were conservative based on the actual pace of low construction in both residential and commercial.

3. The FY 2000 outlook remains positive and the County should realize continued growth through new construction and through reassessments.

Personal Property Taxes are assessed by the Commissioner of the Revenue on four major property categories - individual personal property, business personal property, mobile homes, and machinery and tools. The tax rate is $4.00 per $100 of assessed value. Individual and business vehicles are assessed at 100 percent of loan value as determined by the National Automobile Dealers Association. Business equipment, machinery, and tools are assessed at 25 percent of capitalized cost. Mobile homes are assessed at current market value and are billed at the real estate tax rate. Beginning in FY 1999, the State began reimbursing localities for car taxes refunded to citizens under the new law. In calendar 1999, the State will reimburse 27.5% of such taxes, and 47.5% in calendar 2000. The result of this change is a drop in personal property tax collections locally and an increase in State revenue.

Page B-2

BUDGET COMMENTS, Continued

Public Service Assessments are performed by the State Corporation Commission or the State Department of Taxation on property owned by regulated public utilities, which include railroads, electric, telephone, gas, and water companies.

Real Estate revenues increase by $5,390,982, or 16.8 percent for FY 2000. The existing real estate tax rate of 87 cents per $100 of assessed value is not proposed to increase in either year. The revenue growth reflects expected new construction and reassessment of existing property. The County collects real estate taxes twice a year, with payments due on June 5 and December 5.

Personal Property tax revenue collection will change, beginning in FY 1999, as the State reimburses localities for car tax refunds. Local personal property tax revenue will therefore decrease by $3,087,200 for FY 2000, with a corresponding increase of $3,310,295 in Revenue from the Commonwealth (see Page B-10).

Machinery and Tools taxes are similar to personal property, but the basis of assessment is cost, not market value. Assessments are expected to remain relatively flat for FY 2000.

Public Service are payments in lieu of taxes from utilities and CSX Railroad. A modest increase is expected over FY 1999.

In recent years, improved collection efforts produced increased collections of Delinquent Taxes, Penalties, and Interest. The County historically has collected over 99 percent of real and personal property taxes within the flrst three years. FY 2000 indicates a decrease reflecting a small balance of delinquent taxes and an aggressive collection policy.

Page B-3

BUDGET SUMMARY

Local Sales Tax $ Recordation Tax

Transient Occupancy Tax Deeds of Conveyance

Bank Franchise Tax Meals Tax

E-911Emergency Telephone Tax

FY99 Budget

5,922,076 337,050'

1,900,000 170,000 11

88,00011 2,874,000/

343,750./ 11 h~4.876 Total $ & & .~~

BUDGET COMMENTS

$

$

FYOO FYOO Adopted Plan Adopted

6,747,590 $ 6,396,163 353,903 353,903

2,000,000 2,040,000 170,000 170,000 90,000 90,000

2,992,821 3,028,276 361,320 397,365

12,715,634 $ 12,475,707

Other Local Taxes include the budget for the 1 percent Local Sales Tax. This tax is collected with the 3.5 percent State sales tax at the time of sale, and remitted to the County.

Transient Occupancy Tax revenues are those received from the tax imposed on hotel, motel room sales, and rental condominium units. In FY 1998, this tax increased from two percent to four percent. The additional two percent tax is targeted toward tourism in accordance with the language of the State legislation authorizing the additional tax.

Delinquent taxes are those collected to satisfy property taxes over three years in arrears and are collected by the County Treasurer.

Deeds of Conveyance records revenue received from the tax imposed on conveyance of property deeds. The tax is based on the value of the property involved.

Bank Franchise Tax represents revenue received from the tax imposed on bank deposits in the County, less certain allowable deductions.

The Telephone E-911 Charge is assessed to recover capital and maintenance expenses of the County's enhanced 911 program and is collected as part of residential and commercial telephone bills. The rate will remain at $1.20 per month for FY 2000.

The Recordation Taxes are fees levied for documents recorded at the Clerk of Circuit Court's Office. Fees vary based on the type of document. The principal fee source is based on real estate transfers. Recordation taxes are expected to increase from their FY 1999 estimated levels, mostly from the sales of time-shares.

The Meals Tax represents a tax on food eaten on premises. The County levies a 4 cents tax on prepared food and beverages. In November of 1988, the voters of James City County approved, by referendum, the establishment of a meals tax in the County. Because of the impact on tourism in the County, it is estimated that 70 percent of the revenue will be generated by nonresidents of the County. The amount of meals tax revenue budgeted for FY 2000 is expected to increase by 2 percent over the FY 1999 expected amount. These increases reflect the expected growth in food and beverage sales in the County.

Page B-4

BUDGET COMMENTS, Continued

Local Sales Tax is projected to increase by 8 percent over the FY 1999 budget. This growth will come from both an increase in the number of businesses and an increase in the level of retail sales, with tourism contributing to the growth. General economic conditions are expected to remain positive during FY 2000.

The Transient Occupancy Tax will increase by 2 percent over FY 1999's expected actual amount in FY 2000, reflecting expected growth in visitation. Half of the transient occupancy tax revenue will be directed towards tourism (see Section C).

The Bank Franchise Tax is budgeted to increase by slightly in FY 2000, based on the assumption of an increase in the level of economic activity in the fmancial community.

Page B-5

BUDGET SUMMARY

Motor Vehicle Licenses $ Business and Professional Licenses

Building Permits Planning and Zoning Fees

Dog Licenses Cable Television Franchise Fee

Septic Tank Permit Fees Revenues - Erosion Control

FY99 Budget

42,000V $ 2,771,000v

565,600\/ 160,000t/

7,922v 259,584\/

5,558V 96,000.1

1 007,664 Total $ ~v~· . $

BUDGET COMMENTS

FYOO FYOO Adopted Plan Adopted

44,100 $ 44,100 2,900,000 2,900,000

579,740 579,740 165,000 203,250

7,922 7,500 269,967 333,000

5,941 5,500 105,600 61,200

4,078,270 $ 4,134,290

This budget provides for revenues received from various permit and privilege fees required by the County.

Motor Vehicle Decal Fees have been eliminated; decals are provided at no additional cost if personal property taxes are received. For first time registrants, the vehicle fee is $5.

Business and Professional License Fees are as follows:

Contractors Services Professionals Retail Merchants

Dog Licenses cost $4.00, with an additional fee schedule for kennels.

Rate per $100

$ .16 .36 .58 .20

Erosion Control Fees are based on the volume of development and are used to offset costs by the Division of Code Compliance in controlling development-induced expenses.

The Cable Television Franchise Fee is 3 percent of the gross receipts and is used to offset expenses of the Communications Office.

Septic Tank Permit Fees are $100 and are used to offset inspection and soil testing costs necessary to establish appropriate sites for septic tanks.

Motor Vehicle Licenses are expected to increase slightly from FY 1999. The rate per vehicle is $5.00, but only for the first time a vehicle is registered.

Business and Professional License Taxes are expected to increase from those budgeted in FY 1999, based on anticipated growth.

Page B-6

BUDGET COMMENTS, Continued

Planning and Zoning Fees and Erosion Control and Building Permits fee revenues for FY 2000 reflect expected activity. A small amount of revenue is included for implementing a $50 fee for open gathering pennits.

Cable Franchise Fees are based on the estimated number of County subscribers.

Page B-7

BUDGET SUMMARY

Fines and Jail Committals

BUDGET COMMENTS

FY99 Budget

$ 65,000

FYOO Adopted Plan

$ 65,000

FYOO Adopted

$ 50,000

This category of revenue reflects monies received as a result of the imposition of fmes on persons charged with violations of County ordinances and fees from detention of prisoners from other jurisdictions. No change is expected from the FY 1999 level of activity.

Page B-8

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Interest on Short-Term Investments $ 1,300,000 $ 1,300,000 $ 1,600,000 Rent- James River 14,000 14,000 14,000

Total $ 1,314,000 $ 1,314,000 $ 1,614,000

BUDGET COMMENTS

This category provides for revenues earned by the County from investment of funds and the rental of property. The County Treasurer invests funds that are available but not needed for immediate disbursement. The investment of temporarily idle cash is a priority as are the appropriate steps to ensure liquidity of funds. Therefore, investments are made for periods ranging from a single weekend to 90 and 120 days.

The James City County Health and Social Services Departments pay rent to the County for space at the Human Services Building. This revenue is shown as an offset to the expenses of Facilities Management.

This budget shows an increase in investment income, based on actual receipts expected for FY 2000, anticipated cash levels and interest rates.

The County receives rent for classroom space used by the Head Start Program. This revenue was previously budgeted under Recreation User Fees.

Page B-9

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Non-Categorical Aid:

Recordation Tax Distribution $ 565,110 $ 565,110 $ 565,110 HB 599 Payments 329,457 329,457 904,659

State Tax Reimbursement: Car Tax 0 0 3,310,295 ABC Profits 85,860 85,860 85,860

Wine Tax 47,739 47,739 47,739 Car Rental Sales Tax 600 700 700

Mobile Home Tax Commissions 35,000 40,000 40,000 Rolling Stock Tax 43,470 44,774 44,774

1,107,236 1,113,640 4,999,137

Shared Expenses (Categorical):

State Sales Tax for Education 4,281,217 4,539,001 4,460,822 Share of Expenses for:

Treasurer 115,905 119,382 121,121 Commissioner of the Revenue 117,600 121,128 122,892

General Registrar 43,493 44,798 44,798 Sheriff 399,000 410,970 426,930

Commonwealth's Attorney 272,584 280,762 284,850 Clerk of the Circuit Court 9,548 9,548 9,548

Medical Examiner 543 559 559 Operational Expense - Cars 15,525 15,525 15,525

5,255,415 5,541,673 5,487,045

Categorical Aid:

Department of Youth Grant 242,293 242,293 242,293 Police Grants 67,266 0 66,829 Civil Defense 38,000 38,000 38,000

Litter Control Grant 3,198 3,198 3,198 Commission for the Arts 3,500 3,500 3,500

Emergency Medical Services 30,675 30,675 30,675

384,932 317,666 384,495

Miscellaneous 36,813 40,000 40,000

Total $ 6,784,396 $ 7,012,979 $ 10,910,677

Page B-10

BUDGET COMMENTS

Description

This budget provides for revenue received from the Commonwealth of Virginia in three categories - Non­Categorical Aid, Shared Expenses (Categorical), and Categorical Aid. Non-Categorical Aid includes revenues which are raised by the State and shared with the local government. The use of such revenues is at the discretion of the local government. Shared Expenses (Categorical) includes revenues received from the Commonwealth for the State's share of expenditures in activities that are considered to be joint responsibilities. Categorical Aid includes revenues received from the Commonwealth, which are designated by the Commonwealth for a specific use by the local government.

Change

State support is expected to increase by 59.3 percent in FY 2000, primarily because of $3,310,295 the State will reimburse the County for in car tax refunds. In addition, the State will restore full funding of HB 599 funds, which support police expenditures. The increase in this funding is $575,202. Without these two items, State revenue increases by 2.6%. Most sources of revenue reflect the general economic conditions of the State. A police grant will expire in FY 2000.

Non-Categorical Aid increases by $3,891,891 from FY 1999 because of the two new State revenue initiatives discussed above.

Shared Expenses revenues increase by 4.4 percent in FY 2000. These increases are based on estimated reimbursement from the Compensation Board along with increased Sales Tax for Education, reflecting the general economic conditions and enrollment growth. To date, we have not received fmal numbers from the Compensation Board, so these amounts may need to be adjusted.

Categorical Aid will remain fairly level.

Page B-11

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Payments in Lieu of Taxes $ 2,100 $ 2,100 $ 2,100 Police Grant 0 0 0

Total $ 2,100 $ 2,100 $ 2,100

BUDGET COMMENTS

This budget provides for payments received from the Federal Government in lieu of taxes and for certain Federal grants.

Payments in lieu of taxes is the only ongoing revenue component expected to be received from the Federal Government.

Page B-12

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Fees for Service $ 221,335 $ 226,335 $ 226,335 Parks and Recreation Revenues 1,513,156 1,626,417 1,676,920

Total $ 1,734,491 $ 1,852,752 $ 1,903,255

BUDGET COMMENTS

This budget provides for revenue received as a result of fees charged for certain services provided to citizens and other public agencies. It does not include revenues for enterprise type activities (e.g., transfer station tipping fees, water and sewer charges, and bus fares) which are budgeted under their respective activities. The Fees for Services category includes fees collected by the Clerk of the Circuit Court in excess of the amount needed to pay the salaries and expenses of that office, fees collected by the Commonwealth's Attorney Office and remitted to the County, fees collected by the Sheriffs Department for serving court papers, and fees collected by the Clerk of the Circuit Court to record land transfers and for providing plats and maps to requesters.

Fees for the use of Parks, Recreation Center, and Recreational program fees are expected to increase by 10.8 percent in FY 2000, which reflects both an increase in participation and program offerings, and a new initiative to seek partnerships with the private sector.

Other fees for service are expected to increase modestly from their FY 1999 budgeted levels.

Page B-13

BUDGET SUMMARY

Sale of County Vehicles or Equipment $ Xerox Machines

Streetlights and Signs Code Books and Ordinances Court Appointed Attorneys

Parking Tickets Drug Task Force

Miscellaneous

FY99 Budget

10,000 700

8,000 520

2,000 5,200

20,000 121,332 11\7 752 Total $ --··

BUDGET COMMENTS

$

$

FYOO FYOO Adopted Plan Adopted

10,000 $ 10,000 700 700

8,000 8,000 520 520

2,000 2,000 5,200 5,200

20,000 20,000 58,113 58,113

104,533 $ 104,533

This budget provides for small or nonrecurring revenues received that are not appropriately recorded under other revenue budgets. These include receipts from the sale of used property and equipment and receipts from the sale of County Code Books and Ordinances.

Overall, miscellaneous revenues decrease for FY 2000. There are no Carryforward Funds programmed for the operating budget. The estimated fund balance at the end of FY 1999 will be used to fmance Capital Improvements.

Page B-14

The St. George-Tucker House on Nickolson Street Drawing by Deanna Hite

FY99 FY99 FYOO Difference from FY 99

BUDGET ESTIMAlE BUDGET $ %

ADMINISTRATIVE

C-3 Board of Supervisors $202,877 $202,277 $213,479 $10,602 5.2% C-4 County Administrator 374,061 373,152 412,977 38,916 10.4% C-5 Satellite Office 97,463 97,192 126,411 28,948 29.7% C-6 County Attorney 283,491 280,761 298,282 14,791 5.2% C-7 Legal Services 20,751 16,650 16,650 (4,101) -19.8%

$978,643 $970,032 $1,067,799 $89,156 9.1%

ELECTIONS

C-8 General Registrar $142,365 $142,185 $135,408 ($6,957) -4.9% C-9 Electoral Bd./Elections 73,991 73,991 74,489 498 0.7%

$216,356 $216,176 $209,897 ($6,459) -3.0%

HUMAN RESOURCES

C-10 Human Resources $336,393 $331,890 $360,225 $23,832 7.1% C-11 Training and Quality 187,013 185,865 194,395 7,382 3.9% C-12 Volunteer Services 78,113 77,333 83,217 5,104 6.5% C-13 Communications 378,652 378,272 374,068 (4,584) -1.2%

$980,171 $973,360 $1,011,905 $31,734 3.2%

FINANCIAL ADMIN.

C-14 Treasurer $629,286 $627,995 $678,787 $49,501 7.9% C-15 Commiss. of the Rev. 438,402 438,162 446,331 7,929 1.8% C-16 Finan. and Mgt Serv. 378,876 378,119 407,467 28,591 7.5% C-17 Accounting 149,286 149,272 161,147 11,861 7.9% C-18 Purchasing 187,142 184,458 230,799 43,657 23 .3% C-19 Real Estate Assess. 450,920 450,006 467,500 16,580 3.7%

$2,233,912 $2,228,012 $2,392,031 $158,119 7.1%

PUBLIC WORKS

C-20 Building Maintenance $1,162,062 $1,158,102 $1,215,760 $53,698 4.6% C-21 Grounds Maintenance 412,955 411,846 438,477 25,522 6.2% C-22 Fleet Maintenance 420,087 419,902 428,443 8,356 2.0% C-23 Refuse Disp. & Collect 1,262,595 1,260,906 846,712 (415,883) -32.9%

$3,257,699 $3,250,756 $2,929,392 ($328,307) -10.1%

INFORMATION RESOURCES MANAGEMENT

C-25 Information Tech Serv. $1,048,124 $1,047,036 $1,161,771 $113,647 10.8%

DEVELOPMENT MGT

C-27 Development Mgt $300,245 $298,440 $320,295 $20,050 6.7% C-28 Planning and Develop. 742,462 738,165 803,867 61,405 8.3% C-30 Environmental Div. 660,073 656,130 693,044 32,971 5.0% C-31 Code Compliance 690,806 688,675 686,889 (3,917) -0.6% C-32 Econ. Development 222,773 221,331 250,947 28,174 12.6% C-33 Mosquito Control 58,231 57,737 41,403 (16,828) -28.9%

$2,674,590 $2,660,478 $2,796,445 $121,855 4.6%

JUDICIAL

C-34 Courts/Judicial $734,796 $862,927 $921,547 $186,751 25.4% C-36 Clerk of Circuit Ct 89.612 88,425 151,640 62,028 69.2% C-38 C'wealth's Attorney 439,525 439,161 520,970 81,445 18.5% C-39 New Courthouse 284,362 284,362

$1,263,933 $1,390,513 $1,878,519 $614,586 48.6%

Page C-1

FY99 FY99 FY 00 Difference from FY 99

BUDGET ESTIMA1E BUDGET __ $ %

PUBLIC SAFETY

C-40 Fire Department $3,367,299 $3,365,369 $3,910,217 $542,918 16.1%

C-41 Emerg. Medical Serv. 944,398 943,431 1,066,204 121,806 12.9%

C-42 Police Department 3,264,962 3,256,066 3,443,443 178,481 5.5%

C-43 Animal Control 95,195 92,199 122,871 27,676 29.1%

C-44 Sheriff 617,036 615,842 758,659 141,623 23.0%

C-45 Emergency Services 96,695 79,910 112,041 15,346 15.9%

C-46 Radio Maintenance 87,439 85,917 78,518 (8,921) -10.2%

C-47 Central Dispatch 736,323 736,181 876,631 140,308 19.1% $9,209,347 $9,174,915 $10,368,584 $1,159,237 12.6%

COMMUNITY SERVICES

C-48 Community Services $378,693 $378,211 $401,594 $22,901 6.0%

C-49 Parks and Recreation 2,737,759 2,706,427 2,886,497 148,738 5.4%

C-51 Cooperative Extension 93,205 91 ,107 90,968 (2,237) -2.4%

C-52 Outside Agencies 1,457,239 1,457,239 1,561,773 104,534 7.2% $4,666,896 $4,632,984 $4,940,832 $273,936 5.9%

NONDEPARTMENTAL

C-54 Nondepartmental $1,722,554 $1,722,554 $2,278,570 $556,016 32.3% C-55 Capital Projects 1,278,066 1,278,066 2,200,000 921,934 72.1%

$3,000,620 $3,000,620 $4,478,570 $1,477,950 49.3%

County Operations $29,530,291 $29,544,882 $33,235,745 __!3,705,454 12.5%

C-56 WJCC Schools $41,987,738 $41,987,738 $45,284,485 $3,296,747 7.9% C-58 Library and Arts Center 2,659,514 2,659,514 2,834,639 175,125 6.6% C-60 Regional Jail 918,969 819,060 877,668 (41,301) -4.5% C-61 Mental Health 427,377 427,377 438,984 11,607 2.7% C-62 Social Services 787,149 787,148 822,756 35,607 4.5%

C-63 Public Health 424,739 424,739 468,271 43,532 10.2% C-64 Transit & Comm. Dev. 299,742 299,742 315,177 15,435 5.1%

$47,505,228 $47,405,318 $51,041,980 $3,536,752 7.4%

TOTAL $77,035,519 $76,950,200 $84,277,725 $7,242,206 9.4%

Page C-2

DESCRIPTION OF SERVICES

The Board of Supervisors is composed of five County residents, elected by District, and each supervisor serves a four-year term. · The Board is responsible for legisiative policy, adopting County ordinances and budgets, and for hiring both the County Administrator and County Attorney.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel

BUDGET COMMENTS

$

FY99 Budget

60,590 140,137

2,150 $ _ __.;;;,20.;.;;;2;.:.;;, 8...;..77.;....

1

$

FYOO FYOO Adopted Plan Adopted

62,446 $ 62,594 149,272 149,985

900 900 212,618 $ 213,479

1 1

The overall budget is expected to increase by 5.2 percent in FY 2000, based on anticipated operating costs.

Page C-3

DESCRIPTION OF SERVICES

The County Administrator is the Chief Administrative Officer of the County and the James City Service Authority. He is appointed by the Board of Supervisors and is responsible to the Board for the execution of policies it establishes. The County Administrator acts as Clerk to the Board and is expected to handle the daily administrative operations of the County, as well as recommend service and policy improvements, develop an annual budget, generally guide the work of County employees, and ensure that the affairs of the County are conducted in an effective and responsible manner. Also in this budget is the Capital Projects Administrator.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel Part-time Personnel

BUDGET COMMENTS

FY99 Budget

$ 347,229 24,682

2,150

174.061 $ __ .....;,__

4 1

$

$

FYOO Adopted Plan

362,582 35,094 15,150

412,826

4 1

$

FYOO Adopted

362,733

35,094 15,150

$ 412,977

4 1

Budget expenditures provide for a continuation of services. Operating expenditures are projected to increase based on actual levels for FY 2000. Additional funds are included in support of the Healthy Community Initiative, which focuses on collaboration between service providers to improve the access of citizens to available services. A replacement vehicle is programmed for the capital projects administrator.

Page C-4

DESCRIPTION OF SERVICES

To promote local government services to citizens residing in the upper section of the County, offer information and assistance to all segments of the population, and promote citizen participation in the County Government.

OBJECTIVES

Increase public usage of services available at the Satellite Office while maintaining high quality and professional support to citizens.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 86,161 $ 90,299 $ 111,429 Operating 6,992 7,574 7,682

Capital 4,310 0 7,300 Total $ 97,463 $ 97,873 $ 126,411

PERSONNEL

Full-time Personnel 2 2 3 Part-time Personnel 1 1 0

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Decals/Dog Tags Distributed 2,693 Building Permits Issued 477

Citizens Assisted 26,730 28,066 29,470 Transactions Completed 19,379 20,348

BUDGET COMMENTS

Funds are included in this budget to upgrade a part-time Citizen's Assistance Officer to full-time to ensure minimal staffing of at least two employees at all times. The budget also includes money to add an additional window and a security system. The Historical Commission expenditures are moved to the Planning division beginning in FY 2000. ·

Page C-5

DESCRIPTION OF SERVICES

To offer comprehensive, responsive, and expeditious legal assistance to the Board of Supervisors, County Administrator, James City Service Authority, and staff.

OBJECTIVES

1. To represent the Board of Supervisors, County Administrator, James City Service Authority, other departments, agencies and Boards and Commissions in rendering legal advice/assistance in a timely/effective manner (includes preparation of contracts, documents, and other legal agreements).

2. Provide quality, professional legal advice to prevent suits against the County; aid the Board of Supervisors, County Administrator and/or Division Heads in making an informed decision; represent the County in litigation against/on behalf of the County.

3. Enhance customer service by increasing the use of teclmology in County Attorney's Office.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Adopted Plan Adopted

Personnel $ 288,238 $ 302,460 $ 304,352 Operating 16,653 16,780 16,780

Capital 3,600 2,150 2,150 Received from JCSA (25,000) (25,000) {25,000)

Total $ 283,491 $ 296,390 $ 298,282

PERSONNEL

Full-time Personnel 4 4 4 Part-time Personnel 1 1 1

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Documents Reviewed/Drafted 3,904 2,295 3,950 Formal Legal Opinions 347 215 425

Court Appearances 180 139 275 Ordinance Revisions 72 107 100

Administrative Hearings 20 17 30 Hours Developing/Tracking Legislation 351 364 400

BUDGET COMMENTS

The proposed FY 2000 includes additional part-time hours for a clerical position in order to handle increased workload. Overall, the budget increases by 5.2 percent.

Page C-6

DESCRIPTION OF SERVICES

This budget, which is managed by the County Attorney, provides for those items that relate to the legal services necessary for the operation of the County government. Claims Against the County is an account used to pay claims relating to erroneous assessments, poultry and livestock, and other miscellaneous claims against the County treasury. Legal Services includes the costs associated with property acquisition, and certain counsel for the James City Service Authority, Industrial Development Authority, James City Transit Company, the Social Services Board and Community Development. The Code Revision account provides funds for making revisions to the County Code, which becomes necessary when new ordinances are adopted or current ordinances are changed.

BUDGET SUMMARY

Claims Against the County Legislative Services

Code Revision Total

BUDGET COMMENTS

FY99 Budget

$ 8,351 5,000 7,400

20,751 $ __ ;;;,;;,:,;..;;...;;;....

FYOO Adopted Plan

$ 4,250 5,000 7,400

$ 16,650

$

FYOO Adopted

4,250 5,000 7,400

$ __ 1 __ 6,--65_0_

This budget provides for additional outside legal services and claims against the County. Funds are included in the FY 2000 budget to allow for the expected level of legal activity.

Page C-7

DESCRIPTION OF SERVICES

To encourage and enable all qualified James City County residents to exercise their voting rights.

OBJECTIVES

1. Provide James City County voters quality and timely voter registration services. 2. Ensure James City County is divided into logical, equitable voting precincts. 3. Provide James City County voters with the voter information they need to make informed decisions.

BUDGET SUMMARY FY99 Budget

$ 124,210 18,155

0

Personnel Operating

Capital Total $ 142,365

PERSONNEL

Full-time Personnel Part-time Personnel

WORKLOAD INDICA TORS

Agency Applications Received Applications Rerouted to Correct Localities

Applications Denied Requests (Absentee Ballot Appl., National

Voter Registration Act Forms, etc.) Voting Record Checks

Absentee Applications Processed Electoral Board Support Hours

Total Inactive Voters Total Registered Voters

3 1

$

FYOO Adopted Plan

116,516 18,499

0 $ 135,015

FY98 Actual

5,189 662 404

830 20,532

822 177

1,728 28,207

3 1

FY99 Projected

6,716 727 428

862 17,142

574 271

1,842 30,745

* Includes November 98 General Election and Possible June 99 Primary ** Includes Actual November 98 Election and June 99 Primary

$

FYOO Adopted

116,909 18,499

0 $ 135,408

* **

3 1

FYOO Projected

8,000 1,024

640

1,500 32,929

1,500 300

1,700 35,049

*** ****

*** Includes Possible November 99 General Election, Possible February 00 Presidential, and Possible June 00 Primary

**** Includes Possible November 99 General Election, Possible February 00 Presidential Primary, and Possible June 00 Primary

BUDGET COMMENTS

This bud~rovides for a continuation of the current level of service.

Page C-8

DESCRIPTION OF SERVICES

To conduct elections in accordance with the laws of the State and Federal governments and to do so efficiently.

BUDGET SUMMARY

Personnel Operating

Capital Total

BUDGET COMMENTS

FY99 Budget

$ 50,915 21,076

2,000 73,991 $ __ _..;...;~-

This budget provides for two elections in FY 2000.

Page C-9

FYOO Adopted Plan

$ 51,183 21 ,179

2,000 $ 74,362

$

FYOO Adopted

51 ,310 21,179

2,000 $ 74,489 -------

DESCRIPTION OF SERVICES

Support employees and citizens in providing quality service to the community.

OBJECTIVES

1. Revise Human Resource Policies and Procedures to reflect the County's values. 2. Provide timely and accurate personnel and productivity information to help employees make optimal

decisions. 3. Work in partnership with departments to attract and select a well-qualified diverse work force.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Adopted Plan Adopted

Personnel $ 239,714 $ 252,213 $ 293,145 Operating 88,354 91,715 106,938

Capital 8,325 3,000 6,100 Received from Williamsburg

Regional Library (45,958) Total $ 336,393 $ 346,928 $ 360,225

PERSONNEL

Full-time Personnel 4 4 5

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Positions Filled 278 240 260 Personnel Actions Taken 1,819 1,030 1,950

Medical Claims Processed 16 25 25

BUDGET COMMENTS

The budget for Human Resources reflects the addition of a personnel analyst position to provide services to the Williamsburg Regional Library under the terms of the revised contract. The cost of this position is paid by the Library, which is supported by fines and other local revenues, State aid, York County, James City County, and the City of Williamsburg. The Human Resource Department will continue its efforts in improving employee selection, retention, and safety.

Page C-10

DESCRIPTION OF SERVICES

To use performance improvement philosophy, productivity analysis methods, and problem solving tools and techniques to assist the organization with providing quality services to customers.

OBJECTIVES

1. Provide skills-based training and professional development program to enable employees to meet current and future job needs.

2. Provide personnel and productivity tools and options to help employees make optimal decisions.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 161,073 $ 166,606 $ 165,895 Operating 25,940 26,500 28,500

Capital 0 0 0 Total $ 187,013 $ 193,106 $ 194,395

PERSONNEL

Full-time Personnel 3.5 3.5 3.5

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Training Programs Sponsored 44 40 40 Training Programs Conducted 45 48 45

Employees Completing Training 774 750 900

BUDGET COMMENTS

The FY 2000 budget for this division includes funds to improve the County's training program. There will be an increase in number of employees completing training as a result of addition of Library staff which will be somewhat offset by a decrease in number of programs as a result of consolidating new employee orientation sessions. Overall, the division's budget is increasing by 4.6 percent.

Page C-11

DESCRIPTION OF SERVICES

Support employees and citizens in providing quality service to the community.

OBJECTIVES

Work in partnership with departments to attract and select a well-qualified diverse volunteer work force.

BUDGET SUMMARY

$

FY99 Budget

65,983 12,130

0

Personnel Operating

Capital Total $ 78,113

PERSONNEL

Full-time Personnel

WORKLOAD INDICA TORS

Applicants Screened Neighborhood Projects staffed by Vol

Volunteer Hours

BUDGET COMMENTS

1.5

FY98 Actual

100 0

45,178

$

$

FYOO Adopted Plan

FYOO Adopted

68,747 $ 68,462 12,255 14,755

0 0 81,002 $ 83,217

1.5

FY99 Projected

60 1

50,000

1.5

FYOO Projected

75 3

55,000

This division recruits and manages the volunteer effort of the County. Overall expenditures increase 6.5 percent for FY 2000. The County relies heavily on volunteers in order to provide service. A volunteer recognition program continues to be funded.

Page C-12

DESCRIPTION OF SERVICES

Support employees and citizens in providing quality service to the community.

OBJECTIVES

1. Provide resources to enable citizens to achieve their community goals. 2. Streamline Communications/Neighborhood Connections operations to improve efficiency, meet

service demands, and balance resources.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 283,799 $ 280,112 $ 296,818 Operating 135,634 128,900 145,900

Capital 16,000 5,000 5,000 Reimbursements {56,781) {63,825) (73,650)

Total $ 378,652 $ 350,187 $ 374,068

PERSONNEL

Full-time Personnel 6 6 6 Part-time Personnel 0 0 1

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Cable Programs Produced 318 400 425 News Releases 185 203 225

Publications Produced 44 44 50 Special Events 12 14 15

Citizen Training Events 3 12 20

BUDGET COMMENTS

The FY 2000 budget reflects the County's continued support of the Neighborhood Connections Program. This program is designed to provide neighborhoods with self-sufficiency in handling many of their concerns, and has been a very successful initiative. Funds are also included for enhancements of the County's cable programming. Capital funds are budgeted for upgrading of video equipment. The City of Williamsburg provides funding support to the Communications Department to defray the cost of video services, to include a limited-term position of Communications/Cable Specialist transferred from Cox Cable (formerly Continental Cable). A part-time limited term Communications Specialist position is programmed to free up the full-time Communications Specialist to manage the information content, appearance and marketing of the County's web page.

Page C-13

DESCRIPTION OF SERVICES

The Treasurer is responsible for the collection of all licenses, fees, and taxes rendered by the County and all State Fiduciary Income and State Estimated Income Taxes; as well as the proper accounting of all receipts, investing idle cash balances, maintaining all bank accounts used by the County and the School Board, and assisting in debt service administration. The State of Virginia and the City of Williamsburg share in the cost of the operation of this department.

BUDGET SUMMARY

Personnel Operating

Capital Received from Williamsburg

Total

PERSONNEL

Full-time Personnel

WORKLOAD INDICATORS

Revenue Collected:

FY99 Budget

$ 419,355 209,131

4,800 {4,000)

f\')Q 286 $ ~-~·

11

FY 98 Actual

General Funds $ 126,354,881

BUDGET COMMENTS

$

$

FYOO Adopted Plan

436,047 210,990

16,600 (4,000)

659,637

11

FY99 Projected

$ 110,903,442

$

$

FYOO Adopted

437,297 224,890

20,600 {4,000)

678,787

11

FYOO Projected

$ 118,112,166

This budget increases by 7.9 percent for FY 2000, due to computer hardware and software upgrades and the replacement of a burster/signer. The State Compensation Board is expected to contribute $121,121 towards the cost of this office, paying for approximately 18 percent of net expenditures. The County's net cost will therefore be $557,666. The Compensation Board has not released final funding numbers yet, so the revenue may need to be adjusted once the final numbers are received.

MEMO Net County Funding: FY99 FYOO FYOO

Bud~ Adopted Plan Adopted

Total Budget $ 629,286 $ 659,637 $ 678,787 State/Other Revenue {115,905) (119,382) (121,121) Net County Funding $ 513,381 $ 540,255 $ 557,666

Page C-14

DESCRIPTION OF SERVICES

The Commissioner of the Revenue is responsible to the citizens of the County for the assessment of personal property, public utilities, and bank franchise taxes, as well as the processing of business licenses. The Commissioner also assists in the real estate assessments process by handling land transfers, updating records, taking applications from those who qualify for tax relief for the elderly and handicapped, preparing the Land Book, and meeting other State requirements. In addition, the Commissioner is responsible for assisting taxpayers in filing State Income Tax returns and in reviewing those returns for the State of Virginia.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 362,302 $ 381,795 $ 384,206 Operating 56,800 57,125 57,125

Capital 19,300 5,000 5,000 Total $ 438,402 $ 443,920 $ 446,331

PERSONNEL

Full-time Personnel 10 10 10

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Income Tax Returns Processed 14,722 15,000 15,500 Business Licenses 3,239 3,400 3,575

BUDGET COMMENTS

The FY 2000 budget reflects a 1.8 percent increase; however, after expected state funding, the net County cost increases by less than 1 percent. Increases in the salaries of the Commissioner and his staff are offset to some degree by additional State funds. The State Compensation Board is expected to contribute $122,892 towards the cost of this office, paying for approximately 28 percent of expenditures. The County's net cost will therefore be $323,439.

MEMO Net Countx Funding: FY98 FY99 FYOO

Budget Budget Budget

Total Budget $ 376,344 $ 438,402 $ 446,341 State/Other Revenue (112,000) (117,600) (122,892) Net County Funding $ 264,344 $ 320,802 $ 323,439

Page C-15

DESCRIPTION OF SERVICES

To provide quality, diversified, financial services, driven by customer needs, with subsidiaries providing accounting vehicle management and maintenance, risk management, and information services in support of James City County goals.

OBJECTIVE

Provide adequate financial information to departments and Board of Supervisors in order to allow and encourage informed decisions.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 272,948 $ 285,057 $ 285,610 Operating 119,476 122,837 157,087

Capital 19,690 500 500 Received from JCSA {33,238) (35,730) (35,730)

Total $ 378,876 $ 372,664 $ 407,467

PERSONNEL

Full-time Personnel 5 5 5

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Insurance Claims Filed 53 55 55 Insurance Reports Reviewed 218 220 220

Outgoing Metered Mail 108,755 170,000 175,000

BUDGET COMMENTS

Overall, the FY 2000 budget will increase 7.5 percent from the FY 1999 level. Funds are included for a process review of the Purchasing function.

Page C-16

DESCRIPTION OF SERVICES

To record, maintain, and report financial information that is provided efficiently, timely, accurately, and is useful to citizens, management, and departments in order to enhance decision-making.

OBJECTIVES

1. Provide financial information that customers want in the clearest manner possible. 2. Provide timely and quality information in a cost-effective manner that meets customer needs. 3. Develop/distribute all financial reports required by law, by granting agencies and for management

purposes by user departments. 4. Manage disbursements in a way that treats funds with fiduciary care, while promptly and accurately

disburses money to vendors.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 336,795 $ 353,781 $ 353,291 Operating 20,771 21,244 21,244

Capital 0 0 0 Received from JCSA, etc. (208,280) {213,388) {213,388)

Total $ 149,286 $ 161,637 $ 161,147

PERSONNEL

Full-time Personnel 9 9 9

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Invoices Processed 27,611 28,962 29,000 Payroll Checks Issued 19,201 19,500 22,000

BUDGET COMMENTS

The budget for the Accounting division increases by 7.9 percent in FY 2000. The Service Authority, Regional Jail and Regional Juvenile Detention facility pay a combined total of approximately 57 percent toward the cost of this division because the County serves as fiscal agent.

Page C-17

DESCRIPTION OF SERVICES

To provide the benefits of centralized procurement, service and support to County Offices and related agencies in accordance with County, State, and Federal requirements and guidelines.

OBJECTIVES

1. Continue maintenance and refinement of procedures to reduce processing time for purchasing requests and thereby obtain the items needed more quickly.

2. Prepare bid and proposal packets for supplies, materials, equipment, services in the FY 2000 Operating and CIP budgets consistent with available funding and with time requirements of County Departments.

3. Provide information, revised policies and procedures governing the operation of centralized purchasing system to enhance efficiency of procurement process to promote timely and proper purchases.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel

WORKLOAD INDICATORS

Requisitions Received Purchase Orders Issued

Contracts Solicitations

BUDGET COMMENTS

$

FY99 Budget

151,880 27,462 7,800

$ 187,142

3

FY98 Actual

4,012 3,528

88 102

$

FYOO Adopted Plan

160,023 27,462 7,800

$ 195,285

3

FY99 Projected

4,217 3,471

72 90

$

FYOO Adopted

159,237 63,762

7,800 $ 230,799

3

FYOO Projected

4,416 3,283

64 110

The FY 2000 budget provides for continuation of the current level of effort. Funds are included for the lease and other expenses of the new office space in the Olde Towne Road area. During FY 2000, the Purchasing function will undergo a process review to determine opportunities for improving workflow. Efficiencies in reducing paperwork, electronic connections to vendors and regional procurement efforts will offset the increase in activity, particularly relating to the new Courthouse project.

Page C-18

DESCRIPTION OF SERVICES

To fairly and equitably assess all property, both taxable and exempt, as mandated by State Ordinance while providing accurate information to customers, other agencies and the general public in a timely and efficient manner.

OBJECTIVES

1. Conduct annual assessment of all parcels in County that is equitable, meets requirements for appraising all property at 100 percent of Fair Market Value and mandated by the State.

2. Update and maintain accurate information on all parcels of County property to assist the appraisal process and provide other County offices and the public with timely information.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 362,526 $ 387,058 $ 399,064 Operating 58,394 54,936 58,436

Capital 30,000 10,000 10,000 Total $ 450,920 $ 451 ,994 $ 467,500

PERSONNEL

Full-time Personnel 9 9 9

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Parcels Assessed 22,170 23,070 23,970 Property Transfers Updated 3,381 3,425 3,450

New Parcels Subdivided 842 900 900 Parcels Physically Assessed 4,750 4,900 5,000

Supplements Assessed 769 795 825

BUDGET COMMENTS

The major focus of this division is the fair and equitable assessment of all property and the integration of the CAMA (Computer-Assisted Mass Appraisal) system with the tax billing software. The FY 2000 budget is programmed to increase by 3. 7 percent, reflecting a continuation of the level of service.

Page C-19

DESCRIPTION OF SERVICES

To provide quality, timely maintenance, repair, and custodial services for all County buildings and for selected joint use public facilities.

OBJECTIVES

1. Maintain buildings in a manner reflecting the pride of the community and which provides safe, pleasant work area for employees, citizens, and visitors.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 737,790 $ 768,357 $ 751,723 Operating 549,351 535,932 596,282

Capital 45,733 18,667 46,067 Billings of Joint Activities (170,812) {170,812) (170,812)

Total $ 1,162,062 $ 1,152,144 $ 1,223,260

PERSONNEL

Full-time Personnel 16 16 15 Part-time Personnel 14 14 13

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Job Orders Written 1,744 1,705 1,740 % of A vail able Hours Attributed

to Job Orders 81 % 80% 85%

BUDGET COMMENTS

One full-time and one part-time custodian are transferred from this budget to the new Courthouse budget for FY 2000. Operating costs associated with the cleaning and maintenance of the James City County/Williamsburg Community Center are moved from the recreation budget to this budget. A replacement truck is planned in capital outlay. Overall, funding for the Building Maintenance function increases by 5.3 percent.

Page C-20

DESCRIPTION OF SERVICES

To provide quality, timely maintenance and landscaping services for all County grounds.

OBJECTIVES

1. Grounds Maintenance - Maintain public grounds in a quality timely manner reflecting the pride of the community in its facilities and which provides a safe, pleasant environment for employees, citizens, and visitors.

2. Parks Maintenance- Maintain and improve parks and athletic facilities to provide a safe, pleasant environment for citizens' outdoor activities and optimum conditions for participants and spectators at all sports events.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 270,687 $ 284,862 $ 291,884 Operating 146,418 142,443 125,843

Capital 16,350 16,350 33,750 Billing of Joint Activities (20,500) (20,500) (20,500)

Total $ 412,955 $ 423,155 $ 430,977

PERSONNEL

Full-time Personnel 8 8 8

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Job Orders Written 1,638 1,475 * 1,625 % of A vail able Hours Attributed

to Job Orders 80% 80% 80%

*Fewer jobs due to Route 5 tree planting and storm debris pickup.

BUDGET COMMENTS

The proposed budget for FY 2000 increases by 4.4 percent, providing for a continuation of the existing level of service. A new four wheel drive vehicle is planned for FY 2000 to allow access to the Warhill Sports Complex and surrounding property.

Page C-21

DESCRIPTION OF SERVICES

To contribute to the efficient and effective delivery of County services by providing user agencies with safe, reliable, timely, and economical automotive transportation and related management/support services in a courteous and responsive manner, while conserving the value of the County's investment in its motor vehicle fleet.

OBJECTIVE

Provide timely and quality vehicle maintenance services to vehicles operated in support of the activities of County departments and related public agencies.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Amended Plan Adopted

Personnel $ 309,744 $ 326,255 $ 324,649 Operating 34,007 32,423 32,423

Capital 10,600 9,500 9,500 Parts, Labor, Billing 65,736 61,871 61,871

Total $ 420,087 $ 430,049 $ 428,443

PERSONNEL

Full-time Personnel 7 7 7

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Number of Repair Orders 2,000 2,250 2,250 Number of Road Calls 185 150 125

Parts Transactions Completed 24,736 25,500 26,500

BUDGET COMMENTS

This division will continue to look for ways to improve service and control costs in FY 2000. Operating and capital costs decrease, reflecting expected vehicle repair and maintenance costs. Billings to outside agencies also decrease. Internal billings (charges to internal departments) continue to drop as the County's aggressive preventive maintenance program limits repair incidents.

Page C-22

DESCRIPTION OF SERVICES

To provide refuse disposal, collection, and recycling activities in compliance with local, State, and Federal regulations.

OBJECTIVES

1. Provide convenient, environmentally safe, refuse disposal option for County generators of residential, commercial, industrial, and governmental solid waste in compliance with all local, State, and Federal regulations.

2. Provide convenient, controlled solid waste collection for refuse and recyclables to County residents not served by curbside collection.

3. Ensure closed landfill complies with State and Federal Regulations. 4. Maintain County's 74 percent recycling rate in order to exceed the 25 percent State mandate.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 238,885 $ 247,875 $ 249,938 Operating 858,235 438,216 429,628

Capital 301,075 280,575 304,006 User Fees ~135,600) (134,900) (136,860)

Total $ 1,262,595 $ 831,766 $ 846,712

PERSONNEL

Full-time Personnel 6 6 6 Part-time Personnel 1 1

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Tons of Recyclables Diverted 3,373 6,366 * 4,000 Residential Customers Monthly

(Average) 11 ,604 11,527 14,000 Tons Collected from Residents 2,960 1,612 3,500

* Includes debris from ice storm

Page C-23

BUDGET COMMENTS

The County Landfill closed in October 1993 under a closure plan designed to meet Federal and State requirements. A transfer station, to consolidate waste and transport it to private landfills, was constructed at the current landfill site. This transfer station was privatized in FY 1999, reducing the County's cost for disposing of household waste. The additional capital costs reflect the revised contract with Virginia Peninsula Public Service Authority for household recycling. The Solid Waste budget includes funds for the continuation of the household hazardous chemical disposal program, which began last year. The FY 1999 budget included the cost of picking up debris after the Christmas Eve, 1998 ice storm, which is why the budget decline is so large for FY 2000.

Page C-24

DESCRIPTION OF SERVICES

To employ electronic automation to manage and to help employees manage information in the form of images, text, video, and ·voice. This includes furnishing quality and cost-effective graphic design services, the design, production and management of standard and text-based active documentation (electronic or paper), timely access to and preservation of County records in all forms, and the management of voice and related network telecommunications.

OBJECTIVES

1. All - Ensure that all office automation software used internally by the Information Technology Services sections is Year 2000 date compliant.

2. Graphics (GR) - Employ mainstream graphic design and production tools to meet or exceed customer needs.

3. Publications Management (PM) -To continue to improve service levels to user departments and agencies by providing quality documents in a specified time frame.

4. Records Management (RM)- To maintain vital County records to help departments implement effective and economical records management.

5. Telecommunications Management (TM)- Support improvements in James City County internal communications and telecommunications service to citizens.

6. Data Processing (DP) - Continue development of distributed data processing at major County service centers providing for more effective use of information resources through networks, on-site computers, software, and employees trained in their use. Furnish distributed and central computing services, on both the client and the server sides, in the most cost-effective manner.

7. Data Processing (DP) - Support internal County networks and shared external connections to improve productivity and employee collaboration.

BUDGET SUMMARY

Personnel $ Operating

Capital Billings to Users

Total $

PERSONNEL

Full-time Personnel Part -time Personnel

FY99 Budget

744,973 481,186

57,500 (235,535) 1,048,124

-~----

15 1

PageC-25

$

$

FY 00 Adopted Plan

784,999 481,179

75,200 {237,077} 1,104,301

15 1

$

$

FY 00 Adopted

834,830 486,854

80,700 {240,613} 1,161,771

16 1

WORKLOAD INDICATORS FY98 FY99 FY 00 Actual Projected Projected

GR - Projects/ Assignments 410 415 420 PM- Lines for Web Updates N/A 191,701 287,552

PM - Updates to Visinet N/A 232 252 PM - Lines Typed from Manuscript 1,818,477 1,000,000 1,056,387

PM- Web Consults 1,028 500 550 PM - Help Desk 713 246 369

RM- Records Received/Pulled/Reflled 3,085 3,700 3,700 RM - Documents Scanned/Inspected/Filmed 61,055 80,000 80,000

RM - Files Eliminated/ Added to storage (fr3) 689 800 800

TM - MAC and Programming 225 250 280 TM-Projects 18 18 18

DP - Network Requests Completed 321 210 375 DP - Requisitions Prepared 364 164 150

DP - New PC's Delivered 83 94 115 DP - PC Upgrades/Repairs Completed 141 144 176

Info Center- Hours User Training Contact 940 500 500 Info Center - Help Desk Requests Resolved 3,160 1,691 1,500

BUDGET COMMENTS

This budget combines Information Resources Management, Data Processing, Information Center, Graphic Design, Publications Management, Records Management, and Telecommunications Management into one cost center in the Information Resources Management Division.

The FY 2000 budget reflects the addition of a programmer/analyst position to provide support for the Commissioner of Revenue, Treasurer, and Real Estate Assessor's software packages. This division continues to provide service and support for County departments, which have enhanced productivity through the use of microcomputers. This division will continue to provide technical support, procurement aid, and training to departments as it applies to microcomputers, telephone systems and networks. The major focus of this division will be the integration of departments and County supported agencies into the fiber backbone. In addition, the division is heavily involved in a Countywide effort to address Y2K issues. Approximately 17 percent of this division's budget is reimbursed by user charges from other departments and agencies. Increased costs reflect maintenance spending on an ever-growing range of networks among and between County facilities.

PageC-26

DESCRIPTION OF SERVICES

To assist in the creation and achievement of community goals and visions; to manage the related development activities iii a way that focuses towards the achievement of those goals and visions.

OBJECTIVES

1. Plan and implement a comprehensive training program for all department personnel. 2. Establish and maintain an effective system to utilize GIS within the department.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel

BUDGET COMMENTS

FY99 Budget

$ 264,363 17,002 18,880

300,245 $ __ __;.._

4.5

FYOO Adopted Plan

$ 275,473 28,536 9,100

$ 313,109

4.5

$

FYOO Adopted

274,659 35,036 10,600

$ 320,295 __ ......;...._

4.5

This budget includes funds for equipment needed to make the GIS system portable, along with system upgrades. Most of the 6.7 percent budget increase is driven by computer hardware and software upgrades. Overall, the budget provides for a continuation of the current level of service.

Page C-27

DESCRIPTION OF SERVICES

To provide analysis and planning of public facilities, utilities, transportation, and land use.

OBJECTIVES

1. Continue implementing programs and strategies of the Comprehensive Plan. 2. Ensure effective citizen participation and quality customer service. 3. Continue implementing the strategies identified in the County's Strategic Plan. 4. Provide for the effective and efficient review of proposals. 5. Support the informational needs of internal and external agencies for programs related to the efficient

planning of the County.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 623,440 $ 639,528 $ 658,603 Operating 117,922 79,914 110,114

Capital 1,100 34,500 35,150 Total $ 742,462 $ 753,942 $ 803,867

PERSONNEL

Full-time Personnel 13 13 13.5

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Planning Site Plans Processed 309 342 376

Subdivisions Processed 252 288 324 Conceptual Plans Reviewed 246 370 760

Information Requests 4,031 4,866 5,702

Zoning Code Compliance Violations 230 268 307

No. of Home Occupations Applications 316 300 268 Residential Site Plan Reviews 821 856 892

Zoning/Code Inquiries 594 570 •564 Complaints 428 447 466

BZA Applications 11 13 16 Septic Reviews 84 88 92

Page C-28

BUDGET COMMENTS

The proposed budget reflects the addition of a landscape architect position to ensure hlgh quality growth in the County. A half-time greenway planner position is moved to the Recreation division. The budget includes operating funding for technical assistance for traffic counts, a subarea study of the Jamestown!Greensprings Community Character Area and a shoreline erosion study. Two vehlcles are scheduled for replacement in FY 2000.

Page C-29

DESCRIPTION OF SERVICES

To protect James City County's natural resources through effective management of public and private land development activities.

OBJECTIVES

1. Protect the County's natural water resources through enforcement of erosion and sediment control practices and stormwater management controls.

2. Provide effective management of wetlands and other environmental resources.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 302,289 $ 317,298 $ 365,496 Operating 273,034 285,548 286,298

Capital 84,750 58,000 41,250 Total $ 660,073 $ 660,846 $ 693,044

PERSONNEL

Full-time Personnel 6 6 7

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Land Disturbing Permits 90 85 85 Erosion Control Plans Reviewed 140 145 145

E & S Inspections 6,753 6,000 6,200 Wetlands Board Cases Heard 18 20 20

Single-Family Plans Reviewed 0 725 750 Streetlight & Street Sign Requests Handled 71 70 70

BUDGET COMMENTS

The FY 2000 budget for this division is proposed to increase by 5 percent. A Civil Engineer position is included to implement a stormwater management program.

Page C-30

DESCRIPTION OF SERVICES

To protect the health, safety, welfare, and property of James City County residents through Code Administration and Enforcement programs.

OBJECTIVES

1. Assure the safety of new construction in the County by administering and enforcing the provisions of the Uniform Statewide Building Code.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel

WORKLOAD INDICA TORS

Inspections Performed Building Permits Issued

Plans Reviewed

BUDGET COMMENTS

$

FY99 Budget

602,459 53,347 35,000

$ -~69;...;0..:..;;,8....;;..06;_

14

FY 98 Actual

25,377 6,565 1,390

$

$

FYOO Adopted Plan

633,179 $ 53,775

0 686,954 $

14

FY99 Projected

15,358 3,650

753

FYOO Adopted

630,114 56,775

0 686,889

14

FYOO Projected

28,500 3,950 1,450

The FY 2000 budget remains virtually level and provides for a continued level of service. In FY 1999, the Stonehouse development contributed $20,000 toward the cost of a new inspector position. This funding goes away in FY 2000.

Page C-31

DESCRIPTION OF SERVICES

To foster the development and expansion of a diversified and healthy base of primary business and industry that will better balance the tax base, increase job opportunities, and enhance both the quality and standard of living in James City County.

OBJECTIVES

1. Pursue recruitment of new primary business/industry that would result in increased nonresidential tax base and at -place employment.

2. Provide resources, marketing tools to make James City County competitive for compatible Economic Development projects.

3. Encourage retention, expansion, and formation of primary businesses in James City County. 4. Provide staff support to expanded role of County Industrial Development Authority (IDA). 5. Make, keep, and showcase James City County as a professionally competent, premiere business

location at local, regional, national levels.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Adopted Plan Adopted

Personnel $ 146,568 $ 152,246 $ 154,980 Operating 74,505 79,867 93,467

Capital 1,700 2,500 2,500 Total $ 222,773 $ 234,613 $ 250,947

PERSONNEL

Full-time Personnel 3 3 3

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Visits to Local Business/Industry 19 10 12 Business Meetings/Presentations 65 65 65

Meetings Staged 41 30 35 Prospect Visits N/A 25 20

New Prospect Requests Serviced 53 45 40 Prospect Follow-up Contacts Made 210 200 180

BUDGET COMMENTS

The FY 2000 budget will increase by 12.6 percent. $15,000 is included for the County's share to continue the Crossroads study. The division will continue its focus on attracting desirable commercial and industrial development. Enhancements are planned for the Economic Development web site and a promotional CD will be developed in FY 2000.

Page C-32

DESCRIPTION OF SERVICES

To promote the health, safety, and welfare of County residents and visitors through a program of integrated pest management practices to control populations of indigenous mosquitoes which may become a nuisance or a threat to health.

OBJECTIVES

1. Assess predominant mosquito populations in James City County which contribute to nuisance/health threat to humans.

2. Use a range of preemptive/reactive abatement techniques whereby mosquito populations may be inhibited/mitigated relative to established tolerance levels.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 12,408 $ 12,408 $ 12,408 Operating 24,473 24,495 25,995

Capital 21,350 3,000 3,000 Total $ 58,231 $ 39,903 $ 41,403

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Miles Sprayed 1,019 1,460 1,200 Breeding Site Control Acres 610 35 100

Requests for Service 72 103 95

BUDGET COMMENTS

This budget provides for continuation of the current level of service, although the focus of the program has shifted from weekly spraying on set routes to selective spraying when necessary, combined with a public education effort. A continued effort will be made to isolate and eliminate breeding areas with an emphasis on larvaciding. An Environmental Specialist employed by the Department of Development Management administers the program.

Page C-33

DESCRIPTION OF SERVICES

This activity provides for local contributions to the Circuit Court, General District Court, Juvenile and Domestic Relations Court and the Court Services Unit. Probation and juvenile services activities are also included. All are State or Regional activities and are primarily supported with State and Federal financial assistance with some local commitments required as matching funds.

Ninth Judicial District Court Services Juvenile and Domestic Relations Court

General District Court Circuit Court

Magistrates City/County Court Services Unit

Juvenile Detention Costs

Colonial Group Home Commission:

PERSONNEL

Local Funds State Pass - Through

Total Group Home

Total

Full-time Personnel

BUDGET COMMENTS

$

$

FY99 Bud~

4,827 $ 11,575 26,150 60,161

5,600 27,650

240,000 375,963

116,540 242,293 358,833

734,796 $

2

FYOO FYOO Adopted Plan Adopted

4,827 $ 4,827 11,575 35,450 26,150 46,645

108,877 99,481 5,600 6,900

27,650 27,923 240,000 340,975 424,679 562,201

116,540 117,053 242,293 242,293 358,833 358,833

783,512 $ 921,547

3 2

Ninth Judicial District Court Services - The expenses of this office are shared equally by eleven jurisdictions. The budget remains level for FY 2000.

Juvenile and Domestic Relations Court - This budget increases because of equipment needed when the Court relocates to the new facility. The County's share of Courthouse related budgets increases to approximately 78 percent of local costs under the new contract; the City pays the other 22 percent, effective on or about September 1, 1999.

General District Court- Additional equipment needs drive most of the budget increase. The cost is shared with the City of Williamsburg.

Circuit Court - Included in this hudget are funds for replacement computers and a fax machine. This budget is shared with the City of Williamsburg.

Page C-34

BUDGET COMMENTS, Continued

Magistrates - A state-mandated computer upgrade is included in the increase. This budget is shared with the City of Williamsburg·.

Court Services Unit - This budget remains level for FY 2000. The costs are shared with the City of Williamsburg.

Detention Costs - Expenses for secure and less than secure detention, outreach and electronic monitoring through providers other than the Group Home Commission. Juvenile detention costs have been steadily rising over the past few years.

Colonial Group Home Commission- A regional court alternatives program operates Crossroads, a FOG home, Volunteers in Probation, community supervision, and recently, electronic monitoring for juveniles, funding includes both a local component and the pass-through of Juvenile Justice funds.

Page C-35

DESCRIPTION OF SERVICES

The Clerk of the Circuit Court maintains all legal records of the County and assists the Judge of the Circuit Court in carrying out court-associated responsibilities. The position is elected and the State Compensation Board sets salaries annually which are paid out of fees. This budget provides for the County's share of the operation. The City of Williamsburg also contributes a portion of the budget.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 407,823 $ 444,485 $ 432,251 Operating 49,989 49,989 53,689

Capital 4,500 4,500 28,500 Total Received- Joint Activity (372,700) {382,700) (362,800)

Total $ 89,612 $ 116,274 $ 151,640

PERSONNEL

Full-time Personnel 10 10 10 Part-time Personnel 3 3 2

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Deed Book Recordings 24,076 26,000 27,000 Cases Commenced 1,972 2,076 2,100 Cases Terminated 1,789 2,172 2,200 Marriage Licenses 584 650 700

Passports 1,528 1,400 1,450 Probate Activities 1,139 1,100 1,150

Judgments 1,921 2,300 2,450 Financing Statements 965 975 985

BUDGET COMMENTS

The FY 2000 budget continues the present level of services. One part-time limited term position is eliminated, with additional hours added two one of the two remaining positions. Funding is included for additional supplies and equipment needed when the office moves to the new courthouse. The Clerk's office produces excess fees, 2/3 of which are retained by the County and are shown in revenue. The County's share of the Clerk's budget increases with the new courthouse agreement between the City of Williamsburg and James City County. The City will pay approximately 22 percent of the unreimbursed cost of operating this office. The final State revenue amounts will not be received until April, so they may be adjusted from what is shown in this proposed budget.

Page C-36

MEMO Net Count): Funding: FY99 FYOO FYOO

Budget Adopted Plan Adopted

Total Budget $ 89,612 $ 116,274 $ 151 ,640 State/Other Revenue {174,548) (179,548) (179,548) Net County Funding $ (84,936) $ (63 ,274) $ (27,908)

Page C-37

DESCRIPTION OF SERVICES

The Commonwealth's Attorney is an elected official authorized by the State Constitution, and is responsible for the prosecution of all violations of State law in the County and the City of Williamsburg. Special emphasis over the last few years has been to aid victims/witnesses through the legal process by better educating them about the court processes and keeping them up to date and consistently informed on their cases to make the process as easy on them as possible. The County and City supplement the State approved budget of this office for both salaries and office expenses.

BUDGET SUMMARY

Personnel $ Operating

Capital Received from Williamsburg

FY99 Bud~

463,266 41,259

7,000 ~72,000) 4.~Q 525 Total $ __ _ ,

PERSONNEL

Full-time Personnel Part-time Personnel

BUDGET COMMENTS

7

$

$

FYOO Adopted Plan

468,000 41,259

7,000 (74,074) 442,185

7 1

$

$

FYOO Adopted

530,731 41,259

7,000 (58,020) 520,970

8 1

The proposed budget includes an additional entry-level prosecutor position to respond to the increased number of arrests and prosecutions resulting from the domestic violence law and to other workload increases in prosecuting misdemeanors. The Commonwealth Attorney will continue to seek State funding in support of this position, but it will be locally funded for FY 2000. The State contributes approximately 49 percent of the cost of this office. The City of Williamsburg will pay approximately 20 percent of the local cost of this operating budget, based on the revised courthouse agreement.

MEMO Net County Funding: FY99 FYOO FYOO

Bud~ Adopted Plan Adopted

Total Budget $ 439,525 $ 442,185 $ 520,970 State/Other Revenue (272,584) (280,762) (284,850) Net County Funding $ 166,941 $ 161,423 $ 236,120

Page C-38

DESCRIPTION OF SERVICES

This activity accounts for the costs of operating the new 71,661-square foot City/County Courthouse that is being constructed on a site off Monticello A venue. The project was planned in concert with the City of Williamsburg to replace the existing City/County Courthouse. The Courthouse will include the Circuit Court, District Court, Juvenile and Domestic Relations Court, Sheriff, Clerks of the Courts, and Commonwealth Attorney.

BUDGET SUMMARY

Personnel Operating Expenses

Capital Received from Williamsburg

Total Expenses

PERSONNEL

Full-time Personnel Part-time Personnel

BUDGET COMMENTS

$

FY99 Budget

$ ____ _

0 0

$

FYOO Adopted Plan

$ ____ _

0 0

$

FYOO Adopted

75,167 289,400

0 (80,205)

$ __ 2_8_4,;,..,3_62_

2

This budget is new for FY 2000. The new City/County Courthouse is slated to open in September 1999. The County will be the fiscal agent and the City will pay approximately 22 percent of the operating costs under the terms of the contract. The proposed budget is based on estimates of operating costs and may have to be adjusted once the facility's actual experience is better known. A Facilities Superintendent position is included as specified in the courthouse contract to manage the physical plant of the new courthouse and will report to the Circuit Court Judge. A full-time custodian and a part-time custodian position, now assigned to the existing courthouse, have been transferred to this budget from the Building Maintenance budget.

Page C-39

DESCRIPTION OF SERVICES

To provide fire protection, prevention services, and other emergency services to the citizens and visitors of James City County.

OBJECTIVES

1. Provide for the safe and efficient control of fires and other emergencies. 2. Provide for code enforcement, fire investigation, and public safety education of school age children. 3. Provide for the training and education of fire and EMS personnel.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 3,098,086 $ 3,425,592 $ 3,508,564 Operating 174,483 178,966 270,494

Capital 109,730 151,859 151,859 Received for Training {15,000) (17,000) (20,700)

Total $ 3,367,299 $ 3,739,417 $ 3,910,217

PERSONNEL

Full-time Personnel 66 66 66 Part-time Personnel 1 1

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Fire Incidents 4,711 2,725 2,800 Fire Inspections 534 717 900

Fire Prevention Programs 295 242 240 Site and Building Plans Reviewed 221 223 230

Training Staff Hours 22,600 18,500 14,995

BUDGET COMMENTS

The County will construct a fifth fire station in the Route 5/Centerville Road area to provide improved response to the growing number of households in that area. Twelve new positions will staff the new station on a 24-hour basis. Because of the construction timing, the positions were budgeted for only six months in FY 1999, so FY 2000 will reflect a full year of funding. An additional firefighter recruit position is recommended for FY 2000 to increase minimal staffing at Station 1. Funds are included for replacement of telephone systems at Stations 2, 3, and 4. This budget also reflects Donation Trust Fund monies of $42,000, which is also included in revenue. One position is moved to the EMS budget.

Page C-40

DESCRIPTION OF SERVICES

To provide a system of basic and advanced pre-hospital life support of sick and injured persons.

OBJECTIVES

1. Deliver comprehensive emergency medical services in a timely manner to mitigate life threatening injuries or illnesses.

2. Improve staff technical and practical skills, abilities, and knowledge through educational and training opportunities.

3. Provide public outreach and education and information programs to all citizens.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 841,498 $ 867,586 $ 913,879 Operating 61,165 68,887 70,140

Capital 41,735 35,085 82,185 Total $ 944,398 $ 971,558 $ 1,066,204

PERSONNEL

Full-time Personnel 17 17 18

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Calls for Response 3,710 4,200 4,326 Times Advanced Life Support Used 1,514 1,700 1,836

Transports 62 Number Patients Treated* 3,112 3,498 3,602

Training Staff Hours 2,701 2,428 2,620 *New indicator.

BUDGET COMMENTS

The budget reflects additional operating costs associated with supporting the new fire station. Funds are recommended to match a state grant for the purchase an OPTICOM system, which allows authorized emergency vehicles to activate, detect and select signalized intersections for momentary right-of-way, allowing these vehicles to cross intersections more safely. One position was moved from the Fire Department budget to the EMS budget beginning in FY 2000.

Page C-41

DESCRIPTION OF SERVICES

Perform our duties and fulfill our responsibilities of enforcing the law, preserving the peace and providing police services so that it improves the quality of life for all citizens within our jurisdiction.

OBJECTIVES

1. Provide effective law enforcement services to the citizens and visitors of James City County, while responding to all calls for service.

2. Maximize clearance rates for victims of all reported crimes. 3. Utilize a community policing oriented approach to crime prevention and drug abuse prevention.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Adopted Plan Adopted

Personnel $ 2,573,039 $ 2,697,910 $ 2,819,134 Operating 233,134 236,540 244,835

Capital 240,141 252,626 287,726 Grant Programs 218,648 159,029 91,748

Total $ 3,264,962 $ 3,346,105 $ _1443,443

PERSONNEL

Full-time Personnel 60 61 62 Part -time Personnel 1 1 1

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Calls for Service 15,570 16,115 16,679 Major Crimes Reported 1,604 1,660 1,718

Major Crimes Cleared 704 728 753

BUDGET COMMENTS

Community policing will continue to be a focus for this department. Two positions that are currently supported by grant funding will be 100 percent funded by the County as the grants expire, because of the success of the programs. These positions are a Middle School Resource Officer and a Narcotics Officer. An additional Police Officer is budgeted FY 2000 in order to respond to the increased number of arrests resulting from the domestic violence law and to other workload increases. Overall, the expenditure budget is increasing by 5.5 percent in FY 2000, but some grant revenue will be eliminated. The County will receive $575,202 in additional State 599 funds in support of the Police department. Replacement vehicles comprise the majority of capital expenditures.

Page C-42

DESCRIPTION OF SERVICES

To perform our duties and fulfill our responsibilities of enforcing animal laws. To protect citizens, property' and domestic animals from harm.

OBJECTIVES

1. Reduce repeat nuisance complaints. 2. Provide a safe and humane facility. 3. Carry out a program of rabies prevention through enforcement and education.

BUDGET SUMMARY FY99 FY 00 FY 00 Budget Adopted Plan Adopted

Personnel $ 91,654 $ 95,164 $ 95,100 Operating 13,966 15,571 16,163

Capital 75 16,000 24,506 Received from Williamsburg {10,5002 {10,5002 {12,8982

Total $ 95,195 $ 116,235 $ 122,871

PERSONNEL

Full-time Personnel 2 2 2 Part-time Personnel 1 1 1

WORKLOAD INDICA TORS FY98 FY99 FY 00

Projected Projected Projected

Requests for Service 2,480 2,505 2,530 Summons Served 94 95 96

Animals Impounded 813 821 829 Animals Adopted 532 538 543

BUDGET COMMENTS

This budget continues the current level of service for the animal control function with overall costs increasing 29 percent in FY 2000. A replacement vehicle is budgeted, contributing to most qf the increase. The City of Williamsburg provides reimbursement to the County based on the County's provision of animal control services to the City.

PageC-43

DESCRIPTION OF SERVICES

The Sheriff is a Constitutional Officer who is elected by the voters for a four-year term. The Department is charged with responsibilities for courtroom security, transportation of prisoners to and from court, and civil processing services.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Adopted Plan Adopted

Personnel $ 555,836 $ 562,723 $ 703,810 Operating 53,700 54,571 58,781

Capital 26,000 26,000 74,000 Received from Williamsburg (18,500) (19,055) (77,932)

Total $ 617,036 $ 624,239 $ 758,659

PERSONNEL Full-time Personnel 15 15 18

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Civil Warrants 22,209 23,670 25,225 Criminal Warrants 264 320 387

Concealed Weapon Permit Applicants 353 236 159 Transportations 370 254 177

Staff Days - Court 734 1,130 1,740 Inmates Holdings for Court- Juvenile 0 312 345

Inmates Holdings for Court - Adults 0 2,550 2,932

BUDGET COMMENTS

Included in the funding recommendation for this office are three deputy sheriff positions to staff the Control Room and to provide security for the additional courtrooms at the new courthouse. The Sheriff is seeking reimbursement from the State Compensation Board for a portion of these costs, but those funds have not been approved yet. The City of Williamsburg pays for approximately 20 percent of the local cost of this office. The General Assembly approved salary adjustments averaging 13.7 percent for Deputy Sheriffs, effective December 1, 1999.

MEMO Net County Funding: FY99 FYOO FYOO

Budget Adopted Plan Adopted

Total Budget $ 617,036 $ 624,239 $ 758,659 State/Other Revenue (399,000) (410,970) (426,930) Net County Funding $ 218,036 $ 213,269 $ 331,729

Page C-44

DESCRIPTION OF SERVICES

To provide disaster planning and response and coordinate the emergency management for James City County.

OBJECTIVE

Test and evaluate emergency activation system for all citizens, visitors, and employees of James City County.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 56,467 $ 58,667 $ 58,403 Operating 36,628 20,678 30,038

Capital 3,600 3,600 23,600 Total $ 96,695 $ 82,945 $ 112,041

PERSONNEL

Full-time Personnel 1 1 Part-time Personnel 1 1 1

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Drillsffests of Emergency System 11 2 2 Educational Presentations 3 5 10

Employee Workshops 9 5 4

BUDGET COMMENTS

This budget indicates a continuation of the level of service. Funds are included to provide a 15 percent match for a state grant to construct a database of County residents who have special needs. This database would allow the department to more easily identify residents who require unique services during a general County emergency. Additional funds are budgeted to purchase a computer domain controller for the Emergency Operations Center.

Page C-45

DESCRIPTION OF SERVICES

To provide electronic system repair services to all County departments.

OBJECTIVES

Maintain two-way communication and related equipment in a cost-effective manner.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 47,431 $ 49,807 $ 49,590 Operating 28,080 31,363 31,363

Capital 15,198 925 925 Parts and Reimbursements (3 ,270) (3,360) (3,360)

Total $ 87,439 $ 78,735 $ 78,518

PERSONNEL

Full-time Personnel 1 1 1

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Radio Repairs 160 129 140 FCC Checks Performed 63 50 60

Radios Installed/Repaired 66 31 23 Other Electronic Repairs 370 296 310

BUDGET COMMENTS

This budget provides for in-house maintenance of all radio equipment for the County and James City Service Authority, including radio installation. This office will continue to provide timely and cost­effective radio maintenance.

Page C-46

DESCRIPTION OF SERVICES

To receive and dispatch emergency calls for assistance for police, fire, and other public service agencies.

OBJECTIVE

Process all calls for service in a quick and efficient manner.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Personnel $ 510,471 $ 620,010 $ 650,266 Operating 203,352 209,645 210,365

Capital 22,500 4,500 16,000 Total $ 736,323 $ 834,155 $ 876,631

PERSONNEL

Full-time Personnel 12 14 14 Part-time Personnel 4 4 4

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Emergency Calls Dispatched 34,638 35,380 38,220 Nonemergency Calls Dispatched 27,018 29,300 30,765 E-911 Telephone Calls Received 21,194 19,425 20,400 Other Telephone Calls Received 84,028 91,800 96,390

BUDGET COMMENTS

The proposed budgets include two additional telecommunicator positions are proposed in FY 2000 to handle the increased requirements generated by the new Fire Station along with a growing general workload. Funds are included in capital outlay to upgrade the logging recorder for Y2K compatibility. Revenue generated by the E-911 tax supports this budget, as shown below.

MEMO Net Countx Funding: FY99 FYOO FYOO

Budget Adopted Plan Adopted

Total Budget $ 736,323 $ 834,155 $ 876,631 E-911 Tax Revenue (343,750) (361,320) (397,365) Net County Funding $ 392,573 $ 472,835 $ 479,266

Page C-47

DESCRIPTION OF SERVICES

The Office of Community Services provides coordination and oversight to the various Human Services functions of the County. ·The six divisions within the Department include:

Virginia Cooperative Extension Parks and Recreation

Transit Social Services

Housing and Community Development Colonial Community Corrections

The Department also partners with a wide range of community based organizations, such as the Historic Triangle Senior Center, the Community Services Board, Community Action Agency, and Olde Towne Medical Center, that support its mission of promoting self-reliance, prevention, promoting healthy lifestyles, and meeting basic human needs.

OBJECTIVE

The Department has seven objectives in the FY 1999-2000 budget:

1. Maintain and create partnerships to meet service demands. 2. Preserve the diverse, natural, cultural, and environmental character of the community. 3. Improve the quality of life for low- and moderate-income families. 4. Reduce substance abuse. 5. Promote independence for seniors and disabled citizens. 6. Increase interaction among citizens along social, economic, and racial lines. 7. Ensure youth services meet identified needs and are not duplicated.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel

BUDGET COMMENTS

FY99 Budget

$ 296,718 81,975

0 17R 693 $ -. _,

5

FYOO Adopted Plan

$ 309,224 49,332

0 $ 358,556

5

$

$

FYOO AdOQted

308,762 92,832

0 401,594

5

This budget includes funds in support of youth programs, including the Neighborhood Basketball League. Additional resources are programmed for transportation of participants. A portion of the 6 percent overall increase in this budget reflects unspent funds for self-sufficiency training that are being carried forward from FY 1999 to FY 2000.

Page C-48

DESCRIPTION OF SERVICES

The Parks and Recreation Division works in partnership with citizens to ensure responsive facilities and open space which promote personal growth, social development, and healthy life-styles.

OBJECTIVE

The division strives to: provide adequate recreation open space; to plan and develop diversified park facilities based on public demand; to provide safe, accessible and affordable recreation programs and services based on identified community needs; and to provide support services to the functional units which offer direct programs and services to the residents of James City County.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel Part-time Personnel

WORKLOAD INDICA TORS

$

FY99 Budget

1,884,672 829,633

23,454 2,737,759

26.5 42

$

$

FY 00 Adopted Plan

1,940,906 852,997

11,000 2,804,903

26.5 42

$

$

FY 00 Adopted

1,966,160

905,157 15,180

2,886,497

27 42

FY 00 Projected

Total Attendance 625,000 Improve Division's Revenue Recovery

Rate 10% 60% % Increase in Participation 10%

% Increase in Family Usage 10% % Programs Offered vs. Conducted 90%

%Positive Customer Responses 95% % Increase Retention of Annual Card Holders 70%

%Increase in Low-Income Participants 100% 25% %Increase in Partnerships 25% 25%

%Increase in Meeting External Deadlines 95% 95% %of Participants "Deep Water Safe" Qualified 95% 95%

% Decrease in Heart Rates of New Fitness Class Participants 95% 95%

Please Note: These are new workload indicators so we do not have FY 98 Actual data for them.

PageC-49

BUDGET COMMENTS

Overall, this budget increases by 2.9 percent in FY 2000. The majority of the increase reflects an enhanced level of service, targeted at programs for youth. Principal activities are instructional classes, summer playground, after-school programs, and a summer day camp. Additional part-time Recreation Leader hours are included to offer a summer camp for children with special needs. The Parks and Recreation department is actively seeking partnerships with and sponsorships from the private sector in support of its operations. User fee revenue will increase with expanded service offerings, membership growth, and proposed sponsorships. For FY 2000, user fee revenue is expected to cover 58 percent of the direct cost of recreation activities. A landscape planner position that was shared 50/50 with the Planning department is 100% funded in the Recreation budget beginning in FY 2000.

MEMO Net County Funding: FY99 FYOO FYOO

Budget Adopted Plan Adopted

Total Budget $ 2,737,759 $ 2,804,903 $ 2,886,497 Recreation User Fees (1,513,156) (I ,626,417) (I ,676,920) Net County Funding $ 1,224,603 $ 1,178,486 $ 1,209,577

Page C-50

DESCRIPTION OF SERVICES

The mission of the James City County Unit of the Virginia Cooperative Extension is to provide cost-effective educational programming · for youth and adults that help participants increase knowledge, develop new skills, modify attitudes, and facilitate change leading to a higher quality of life in a safe, pleasant environment.

OBJECTIVES

l. Provide research-based educational programs and services that help participants to increase economic value from commercial pursuits in horticulture, agriculture, and management of natural resources.

2. Provide training and support for maintaining a network of highly trained Extension volunteers who are empowered to assist in planning, implementing and evaluating Extension educational programs.

3. Develop, implement new, and maintain current, 4-H community clubs, special interest clubs, camping programs to provide educational opportunities for county youth ages 5-19.

4. Offer variety of educational programs, services, activities to targeted at-risk communities to give youth/families opportunity/motivation to develop to become self-directive, contributing citizens.

BUDGET SUMMARY

PERSONNEL

Personnel Operating

Capital Total

Full-time Personnel Part-time Personnel

$

FY99 Budget

70,324 22,881

0 $ 93,205 __ _.;....;;...:..;;.;;..;;....

3 0

$

FYOO Adopted Plan

61,705 27,521

0 $ __ ...;8;.;;..9.:.;;;,2.;;.26;;_

3 0

These are State employees with County paying part of compensation.

WORKLOAD INDICA TORS

Educational Programs Conducted People Served by Staff

People Served by Volunteers Media Programming (TV, Newspaper, etc.)

Samples Analyzed (Soil, Insects, Weeds, etc.) Newsletters Mailed

*Workload indicators changed beginning in FY 1999.

BUDGET COMMENTS

This budget provides for a continued level of service.

FY98 Actual

Page C-51

0 0 0 0 0 0

FY99 Projected

159 4,719 4,117

74 148

5,080

$

FYOO Adopted

63,447 27,521

0 $ -~9...;.;0,~96..;...;8;....

3 0

FYOO Projected

150 5,000

11,000 75

200 6,000

DESCRIPTION OF SERVICES

This budget provides for the County's contribution to a number of non-County agencies. Some of these agencies provide services that the County itself would have to assume if the agency were not in place, while others are either mandated by the State or are regional activities. Some provide services to the disadvantaged, especially youth, elderly and handicapped, and a few provide services to County residents in the areas of recreational and cultural activities.

BUDGET SUMMARY FY99 FYOO FYOO Bud~ Adopted Plan Adopted

Jamestown 2007 Fund Contribution $ 200,000 $ 200,000 $ 200,000 Marketing Promotion 90,000 90,000 100,000

Williamsburg AIDS Network 2,000 2,500 2,500 Adult Skills 1,500 1,500 1,500

Community Action Agency 102,375 102,375 104,935 Peninsula Agency on Aging 7,000 7,000 7,000

WACCC 5,000 0 0 2007 ffercentenary Entryway Road Landscaping 54,500 75,000 75,000

Forestry Fire Control 0 0 2,854 Newport News Subregional Library 9,000 9,000 9,000 Court-Appointed Special Advocates 12,000 12,000 12,000

Foster Grandparents Program 4,609 4,609 4,609 Thomas Nelson Community College 20,000 20,000 0

LHSA and JHSA After-Prom Events 1,000 1,000 1,000 Heritage Humane Society 20,000 20,000 20,000

Williamsburg Land Conservancy 10,000 10,000 10,000 Williamsburg Arts Commission 68,790 75,000 57,550

James City County/Bruton Volunteer Fire 65,430 58,800 68,700 Peninsula EMS Council 2,200 2,200 2,200

Historic Triangle Senior Center 12,000 12,000 15,100 Peninsula Center for Independent Living 5,000 5,000 5,000

Avalon (Task Force Battered Women) 20,000 20,000 22,000 Hospice of Williamsburg 5,500 5,500 6,000

Community Partnership for Excellence in Education 500 500 500 Williamsburg Regional Chamber of Commerce 12,500 12,500 12,500

Peninsula Chamber of Commerce 0 0 1,000 Colonial Williamsburg Exhibit 0 0 40,000

Williamsburg Convention and Visitors Bureau 550,000 550,000 550,000 Hampton Roads Planning District Commission 19,770 19,770 19,975

Colonial Soil/Water Conservation 12,000 12,000 15,000 James City County Volunteer Rescue Squad 18,775 18,775 18,775

Small Business Development Center 5,000 5,000 5,000 Peninsula Alliance for Economic Development 50,000 50,000 59,575

Michelob Championship 8,500 10,000 10,000

Page C-52

BUDGET SUMMARY, Continued

FY99 FYOO FYOO Budget Adopted Plan Adopted

Hampton Roads Planning District Commission-Stormwater $ 2,040 $ 2,040 $ 4,250 Association for Preservation of Virginia Antiquities 22,000 25,000 45,000

J amestown!Y orktown Foundation 20,000 40,000 40,000 James River Development Corporation 3,250 3,250 3,250

Hampton Roads Partnership 10,000 10,000 10,000

Total $ 1,457,239 $ 1,497,319 $ 1,561 ,773

BUDGET COMMENTS

This budget provides for contributions to outside agencies that provide services on behalf of County residents and businesses. In FY 2000, the overall contributions increase by 7.2 percent. Much of the increase is attributed to an agreement to allocate half of the proceeds of the Transient Occupancy Tax to tourism:

FY99 FYOO FYOO Budget Adopted Plan Adopted

Williamsburg Convention and Visitors Bureau $ 550,000 $ 550,000 $ 550,000 Jamestown 2007 Fund Contribution 200,000 200,000 200,000 Tourism Investment Grant Program 90,000 90,000 100,000

Jamestown 2007/Williamsburg Tercentenary Entryway Landscaping 54,500 75,000 75,000

Michelob Championship 8,500 10,000 10,000 Association for Preservation of Virginia Antiquities

22,000 25,000 45,000 Jamestown-Yorktown Foundation 25,000 40,000 40,000

Total $ 950,000 $ 990,000 $ 1,020,000

Other increases include $40,000 to support an exhibit for Colonial Williamsburg, and an increase in the contribution to the Peninsula Alliance for Economic Development.

Page C-53

PURPOSE

This budget provides funding for debt service payments, including bonds and lease-purchase agreements, for nonschool projects. It also provides for a contingency reserve to pay for needs caused by unforeseen events falling into three categories: 1) Catastrophic reserves, to provide limited emergency funds in the event of natural or man-made disasters; 2) Operational reserves, to provide additional funds for limited unexpected service needs; and 3) Revenue reserves, to provide limited funds to smooth fluctuations in revenues caused by changes in economic conditions.

BUDGET SUMMARY

Debt Service Innovation

Contingency Total

BUDGET COMMENTS

FY99 Budget

$ 1,420,000 25,000

277,554 1 7??,554 $ -·· --

FYOO Adopted Plan

$ 1,540,000 25,000

337,080 $ 1,902,080

FYOO Adopted

$ 1,900,000 25,000

353,570 $ 2,278,570

Contingency is estimated at less than one half of 1 percent of the total General Fund budget in an effort to establish a small fund for possible contingent events. A small reserve has been established to provide "seed" money for departments to develop approved innovation projects. The debt service increase is targeted to slow the use of the debt reserve fund balance.

Page C-54

PURPOSE

The Board of Supervisors has adopted the practice of allocating a portion of operating revenues to the Capital Projects budget. · The practice is subject to annual review and possible revision by the Board.

BUDGET SUMMARY

Contribution to Capital Projects

BUDGET COMMENTS

FY99 Budget

$ 1,278,066 $

FYOO Adopted Plan

FYOO Adopted

1,518,132 $ __ 2....;.'....;20;..;.0.;..;.,0..;..00;....

This budget provides for a portion of the funding for capital projects through a direct transfer from the General Fund to the Capital Projects Fund. The revenues and spending for capital projects are presented in Section D of this budget.

Page C-55

DESCRIPTION OF SERVICES

The Williamsburg-James City County Public Schools operates as an independent, regional school division. In FY 2000, the division will operate eleven schools - six elementary schools, three middle schools, and two high schools. Funding is received from several sources - local appropriations, State aid, Federal aid, and charges for certain services. This budget provides for James City County's share of the Schools' operating budget and the Grant Fund contribution for Debt Service relating to school facilities.

BUDGET SUMMARY

Education

Breakdown

Local Contribution State Sales Tax Debt Service Salary/Fringes - Board Summer Youth Training

BUDGET COMMENTS

FY99 Budget

$ 41,987,738

$

$

FY99

31,176,671 4,281,217 6,500,000

16,850 13,000

41,987,738

$

$

$

FYOO Adopted Plan

44,794,244

FYOO

33,541,853 4,539,001 6,700,000

16,850 13,390

44,794,244

$

$

$

FYOO Adopted

45,284,485

FYOO

33,590,238 4,464,007 7,200,000

16,850 13,390

45,284,485

The Schools remain the single largest investment of County funds within this budget consuming 54 percent of total County resources in FY 2000. A total increase of $3,293,562 (7.8 percent) in County funds represents a commitment of 46 percent of all new revenue for FY 2000.

A shift in the funding formula under the revised School contract results in a smaller increase in City funds. State revenues and other revenue sources increase by 11 percent in the School Budget.

The level of County funding proposed in this budget will provide the Schools with funds for an overall budget increase of 7.9 percent. The recommended County contribution to the School system funds the FY 2000 request by the School Superintendent; however, the School Board has not yet approved a funding request.

Page C-56

The funding proposal recolillilended in this budget funds the School Board' s request:

FY .99 FYOO FYOO FYOO FYOO School School County Additional Percent Budget Proposed Adopted Funds Increase

County $ 35,457,888 $ 38,054,245 $ 38,054,245 $ 2,396,357 7.32% City 5,633,650 5,802,209 5,802,209 168,559 2.99% Other 13,932,617 15,367,177 15,367,177 1,434,560 10.30%

$ 55,024,155 $ 59,223,631 $ 59,223,631 $ 4,199,476 7.77%

The City share is calculated to match the County's proposed under the current contract. City Council may appropriate either less than or more than the contribution shown above.

DEBT SERVICE- SCHOOLS

Of the County's total debt service for FY 2000, 78 percent relates to school facilities. Much of this debt service relates to new and renovated school facilities constructed in the last few years:

Montague Elementary School Toano Middle School Operations Center Baker Elementary School and Addition Jamestown High School

OTHER COSTS

Lafayette Renovation Blair and Berkeley Middle School Renovations Rawls Byrd Elementary School Addition James River Elementary School Seventh Elementary School

The County pays its five School Board members their modest annual stipend from this budget. This budget includes $3,000 per year for each of the five School Board members, with an additional $1,000 for the Chairman, and the employer share of certain fringe benefits.

Page C-57

DESCRIPTION OF SERVICES

The Regional Library System officially serves Williamsburg and James City County residents as a result of a regional contract implemented in 1977. Two library buildings, in downtown Williamsburg and Norge, are comprise the Regional Library System.

In addition to an extensive collection of hardbound and paperback books, the Library circulates musical and instructional audiotapes and books on tape for adults and children. There are very special collections for adults who are just acquiring reading skills (ABE) and for those to whom English is a second language (ESL). The video collection, on VHS only, contains feature films for adults and children as well as instructional and cultural tapes. A librarian is on duty at all times to assist with reference, research, and information services including interlibrary loans. The book van delivers home service to outlying communities of the County, to the jail, and to nursing homes and the home-bound. The Children's Department conducts story hours each week, many worthwhile programs and classes throughout the year and maintains a special Dial-A-Story by phone. The downtown Arts Center offers a concert series, a free weekly film series, several art exhibits and a variety of events. The 268-seat theater, two meeting rooms, and lobby gallery are available for rental to the general public.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Regional Library System and Arts Center $ 2,659,514 $ 2,916,125 $ 2,834,639

Total Regional Library System Budget: FY99 FYOO FYOO

Projected Adopted Plan Adopted

County $ 2,659,514 $ 2,916,125 $ 2,773,759 City 544,720 544,720 656,761

Other 695,082 713,317 771,886 Total $ 3,900,086 $ 4,174,162 $ 4,202,406

BUDGET COMMENTS

The proposed funding for the Regional Library System provides for the operation of both the Williamsburg and Norge branches. Beginning in FY 2000, the contract between the City and the County for library services changes. A key provision in the revised contract will bring library employees under the County' s personnel and pay plans. The library will also open additional hours. The contract also calls for a one time additional payment from the City of $60,880 in FY 2000.

After adjusting for the one time City payment, the County contribution to the Library is $2,773,759. This amount does not fully fund the Library's request; it is $17,195 short of the $2,790,954 requested by the Regional Library Board. However, the recommended funding increase of 4.5 percent will allow for additional staff hours required for expanded opening times, adjustments to the Library's compensation plan needed to bring the Library employees onto the County's pay plan, and an overall merit increase of 4 percent. The $2,834,639 in the recommended County budget includes a contingency of $60,880, which is equal to the one-time payment by the

Page C-58

City. This amount is included so there will not be a large swing in the County's funding cost from FY 1999 to FY 2000.

The City/County percentage is calculated on the basis of FY 1998 circulation, and results in the following funding percentages: City - 17 percent; County - 83 percent. The City's contribution is based on the minimum required by the current contract. The City may, however, appropriate additional funds.

Page C-59

DESCRIPTION OF SERVICES

To keep safely incarcerated those people who are defined by State as local prisoners.

BUDGET SUMMARY

Virginia Peninsula Regional Jail $

BUDGET COMMENTS

FY99 Budget

918,969 $

FYOO Adopted Plan

1,007,370 $

FYOO Adopted

877,668

The County is a member of the Virginia Peninsula Regional Jail Authority, along with the Cities of Williamsburg and PCX}uoson, and the County of York. The operational spending is the expected per diem cost of County prisoners. That per diem cost will cover all local costs associated with the operations of the Regional Jail , as well as debt service for the facility. The budget decreases for FY 2000, reflecting the County' s expected costs for incarcerated prisoners.

Page C-60

SERVICE

This budget provides for the County's contribution to the Colonial Services Board, a regional agency that provides overall administration and coordination of mental health, mental retardation, and substance abuse programs for Williamsburg, James City County, York County, and Poquoson. Services include psychiatric evaluation and treatment, individual and group counseling, drug and alcohol abuse treatment, vocational workshops for the developmentally disabled, and special educational and rehabilitation programs for handicapped children. Local funding is shared according to an agreed, predetermined formula. Funding for administrative expenses is based on population, while programmatic funding is based 20 percent on population and 80 percent on current utilization figures.

BUDGET SUMMARY

Mental Health

BUDGET COMMENTS

FY99 Budget

$ __ 4...;;2.;..;7 ·~37.;...7.;...

FYOO Adopted Plan

$ __ 44_.;.8.:..;., 1..;;...37.;._

FYOO Adopted

$ __ 4...;.3.;..:8'.;...98.;...4_

The budgeted expenditures increase 2.7 percent FY 2000. An increase in expenses for service to special education students when they leave the public schools, as well as increased use by County citizens, particularly in the early intervention, substance abuse and mental retardation programs, are the major reasons for this increase.

Page C-61

DESCRIPTION OF SERVICES

This budget provides for the local contribution to the Social Services Department. The Federal and State governments also provide funding, and program details may be found in the separate Virginia Public Assistance Fund budget.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Virginia Public Assistance $ 720,293 $ 741,900 $ 755,900 Comprehensive Service 66,856 66,856 66,856

Total $ 787,149 $ 808,756 $ 822,756

TOTAL BUDGET FY99 FYOO FYOO

Projected Adopted Plan Adopted

FederaJ/State $ 2,085,499 $ 2,090,810 $ 2,336,056 County 787,149 808,756 822,756

Other 201,461 201,461 260,438 Total $ 3,074,109 $ 3,101,027 $ 3,419,250

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Applications for Benefit Programs 2,642 1,494 1,600 Average Open Benefit Cases 2,027 1,858 1,900

Service Applications 903 508 520 Average Open Service Cases 596 586 600

BUDGET COMMENTS

The General Fund contribution increases by 4.5 percent in FY 2000. State and Federal funding is expected to increase because several new programs related to child care and foster care are being added with 100 percent of the cost paid by State and Federal grants. This agency continues to implement Welfare Reform, and its major focus is on self sufficiency.

Page C-62

DESCRIPTION OF SERVICES

This budget provides for the County's contribution to the Williamsburg-James City County Health Department, a State agency with shared funding. The department offers a wide range of preventive, diagnostic, and rehabilitative medical and health services to all County residents, regardless of age, sex, race, or income whenever the need arises. The Health Department provides those health services that are mandated to include immunization, sexually transmitted diseases and environmental health services. Nurses provide Home Care following hospitalization and for home-bound patients. Sanitarians inspect all eating establishments, train all food handlers, supervise the installation and proper operation of septic tanks, inspect housing, and provide rabies surveillance for all animal bites. Other clinical services are provided by a not-for-profit corporation, Williamsburg Area Medical Assistance Corporation. The Williamsburg Area Medical Assistance Corporation is funded by local jurisdictions, the local hospital, local businesses, and the State Health Department. It is staffed by volunteer physicians and paid administrative and nursing staff. The Corporation focuses on family practice to low-income families who have no or limited access for their health care needs. Local funds are also used to primarily provide prenatal care.

BUDGET SUMMARY

Public Health Contribution Local Effort - Insurance

Williamsburg Medical Assistance Corp Total Public Health

BUDGET COMMENTS

$

$

FY99 Budget

144,179 $ 3,300

277,260 424,739 $

FYOO Adopted Plan

FYOO Adopted

144,179 $ 187,557 3,300 3,454

277,260 277,260 424,739 $ __ 4;,.;;.6.;.:8,:.;;;.27.;...;1;....

The funding for public health generally reflects the County's utilization of the regional Public Health Department, and Williamsburg Area Medical Assistance Corporation (y./ AMAC). The County has realized the benefits of the W AMAC initiative as local required funding for the Health Department has decreased over the past two years. Significant increases in the County's share of Environmental Health Services provided by the Health Department constitute the majority of the increase in that line item. The County's contribution toW AMAC remains level.

Page C-63

PURPOSE

This budget records the County's contribution from the General Fund to the James City Transit Company and Community Development Fund. Program details may be found in the separate budgets for these activities.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Community Development $ 224,935 $ 235,370 $ 235,370 Transit 74,807 74,807 79,807

Total $ 299,742 $ 310,177 $ 315,177

WORKLOAD INDICA TORS FY98 FY99 FYOO Actual Projected Projected

Riders on Fixed-Routes 62,568 68,000 72,000 Disabled Passenger Trips 5,652 4,500 4,700

Visitor Shuttle Passengers 121,000 121,000 139,000

BUDGET COMMENTS

County funding of both the Transit system will increase by $5,000 or 6.7 percent for FY 2000, and the contribution to Community Development will increase by 4.6 percent. A complete presentation of the total revenues and spending for both years is shown in Section F of this budget.

Page C-64

Bruton Parish Drawing by Tony Martin

The Capital hnprovements Program, contained in this section of the budget, plans for the necessary Capital Projects over the five-year period of July 1, 1999, to June 30,2004. The first year of this Program is the Capital Project Budget for Fiscal Year 2000. The Capital Project budget for FY 2000 is the only year for which funds are actually appropriated. The remaining four years are used and submitted for planning purposes only.

The basis for the Capital hnprovements Program is found in the Comprehensive Plan. The specific departmental and agency capital budget requests are reviewed, initially, by the County's Planning Commission (a citizen's committee) and a recommendation is forwarded to the County Board of Supervisors to consider during the budget process.

FY 2000 CAPITAL PROJECTS BUDGETS

REVENUES

Page Description

3 Estimated Prior Year Fund Balance 3 General Fund Contribution 4 Other Revenue

TOTAL RECURRING 4 Semiannual Tax Billing 5 Federal/State Financing 5 Debt Financing

TOTAL REVENUES

EXPENDITURES

Page Description

6 Development Projects II Parks and Recreation 15 General Services 18 Community Services 20 Public Safety

TOTAL NON-SCHOOL 22 Schools

TOTAL EXPENDIT1JRES

FY 1999 Budget

$ 1,886,667 1,278,066

859,500

4,024,233 2,180,417

0 7,200,000

$ 13,404,650

FY 1999 Budget

$ 1,183,500 1,640,000 1,311,900 1,262,250

454,000

5,851,650 7,553,000

$ 13,404,650

Page D-1

$

Planned FY 2000

Budget

1,775,000 1,518,132

750,000

4,043,132 0 0

9,221,868

$ 13,265,000

Planned FY 2000

Budget

$ 1,229,750 1,385,500

747,750 121,000 190,000

3,674,000 9,591,000

$ 13,265,000

$

$

$

$

Adopted FY 2000

Budget

3,092,000 2,200,000

580,000

5,872,000 3,790,858

130,000 0

9,792,858

Adopted FY 2000

Budget

3,817,500 2,093,876 1,956,180

323,051 1,092,000

9,282,607 510,251

9,792,858

SUMMARY OF REVENUES

Page Description FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 TOTAL

3 Estimated Prior Year Fund Balance $ 3,092,000 $ 1,850,000 $ 1,920,000 $ 1,990,000 $ 2,000,000 $ 10,852,000

3 General Fund Contribution 2,200,000 2,290,000 2,500,000 2,500,000 2,680,000 12,170,000

4 Other Revenue 580,000 500,000 2,100,000 300,000 300,000 3,780,000 4 Proceeds from Semi-

Annual Tax Billing 3,790,858 0 0 0 0 3,790,858

5 FederaVState 130,000 1,078,000 1,466,000 252,000 543,000 3,469,000

TOTAL NON-DEBT 9,792,858 5,718,000 7,986,000 5,042,000 5,523,000 34,061,858

5 Debt Financing 0 8,000,000 0 0 0 8,000,000

TOTAL REVENUES $ 9,792,858 $ 13,718,000 $ 7,986,000 $ 5,042,000 $ 5,523,000 $ 42,061,858

SUMMARY OF EXPENDITURES

Page Description FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 TOTAL

6 Development Projects $ 3,817,500 $ 2,289,000 $ 4,211,000 $ 2,463,200 $ 2,450,000 $ 15,230,700 II Parks and Recreation 2,093,876 1,679,370 1,721,166 1,400,860 1,375,000 8,270,272 15 General Services 1,956,180 294,180 269,180 269,180 269,180 3,057,900 18 Community Services 323,051 1,274,570 1,667,570 458,570 754,570 4,478,331 20 Public Safety 1,092,000 8,050,000 __22.000 381,750 674,250 10,248,000

TOTAL NON-SCHOOL 9,282,607 13,587,120 7,918,916 4,973,560 5,523,000 41,285,203 22 Schools 510,251 130,680 67,084 ~440 0 776,455

TOTAL EXPENDITURES $ 9,792,858 $ 13,717,800 $ 7,986,000 $ 5,042,000 $ 5,523,000 $ 42,061,658

Page D-2

REVENUE -PRIOR YEAR FUND BALANCE

Nonnally this figure is estimated for the fiscal year just prior to this budget. It is the sum of the funds estimated to be unspent from the prior year budget and any revenues that are estimated to be collected in excess of the total revenues budgeted.

The fonnula to calculate the prior year surplus is as follows:

FY 1998 Estimated Revenues less FY 1998 Budgeted Revenues equals Estimated Excess Revenues

From Page B-1 , Revenue Summary

BUDGET COMMENTS

Plus FY 1998 Budgeted Expenditures less FY 1998 Estimated Spending equals Estimated Underspending

From Page C-3, Expenditure Summary

Prior Plan FY 2000 PREDICTED BEGINNlNG FUND BALANCE: FY 2000 FY 2000 FY 1999

Prior Year-End Unobligated Balance Estimated Excess Revenues Estimated Underspending TOTAL ESTIMATE

Forecast for Capital Budget

Forecast for Future Years

REVENUE - GENERAL FUND CONTRIBUTION

$ 295,000 2,712,000

85,000 $ 3,092,000 =======

FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004

$ 0 $ 0 1,500,000 1,507,092

275,000 379,575 $ 1,775,000 $ 1,886,667

$ 1,886,667 3,092,000 (1 ,775,000 previous planned) 1,850,000 1,920,000 1,990,000 2,000,000

The County Board of Supervisors has traditionally diverted funds from current operating revenues and contributed a portion of them to the Capital Budget. There is no set figure but the amount is considered annually.

FIVE-YEAR BUDGET ASSUMPTIONS

The assumptions used in identifying operating revenues to be contributed to the Capital Budget attempt to defme a fairly consistent dollar transfer. There are no ongoing operating revenues specifically dedicated to Capital projects. The decision as to the amount of funds allocated to the Capital Budget is made annually by the Board of Supervisors.

FY 2000 FY2001 FY 2002 FY 2003 FY 2004

$2,200,000 (1 ,100,000 previous planned) 2,290,000 2,500,000 2,500,000 2,680,000

Page D-3

REVENUE - OTHER REVENUES

The Board of Supervisors has previously contributed other sources of monies to the Capital budget, usually related to capital investments of a one-time nature. Nonrecurring revenues, proceeds from the sale of property, judgments in favor of the County, certain State and Federal grants, and donated funds are examples.

FIVE-YEAR BUDGET ASSUMPTIONS

FY 1999

FY 2000

FY 2001 FY 2002

FY 2003 FY 2004

VDOT Rec Road Access - District Park City of Williamsburg- Courthouse Developer Road Match

Developer Road Match - T.LD. Reallocation of Capital Project Balances

Developer Road Match- T.l.D. Developer Road Match- T.I.D. Sale of Shell Building

Other Other

PROCEEDS FROM SEMIANNUAL BILLING

$350,000 Hotwater Coles 159,500 Last of$4.2 million commit 350,000 859,500

500,000 (350,000 previous planned) 80,000 (400,000 previous planned) ----'----

580,000

500,000 500,000

1,600,000 2,100,000

300,000 300,000

In June of 1998, the County will begin billing twice a year for both real and personal property tax payments. For FY 1998 and FY 1999 this produced a one-time revenue benefit that the Board has previously appropriated to one-time capital projects, such as the courthouse. When the revenue estimates were originally crafted, they appear to have been underestimated. The additional expected collections, which include all delinquent collections in FY 1999, will therefore be appropriated in FY 2000.

FIVE-YEAR BUDGET ASSUMPTIONS

Prior Years

FY 2000

Annual Real Estate Taxes Collected Annual Personal Property Taxes Collected Annual Machinery and Tools Taxes Collected

Appropriation of Residual One-time Tax Receipts

Transfer to the Debt Service Fund Capital Budget

Total

Total Current

Estimates $16,565,000

6,833,000 2,576,008

$25,974,008

Collections Previously

Appropriated $14,461,958

4,970,452 1,825,740

$21,258,150

$4,715,858 (925,000)

$3,790,858

The $1,400,000 listed above is recommended to be transferred to the County's Debt Service Fund. For further information, please see Page F-8 of this document.

Page D-4

PROCEEDS FROM DEBT FINANCING

The issuance of debt to fund long-life facilities such as schools can be both efficient and equitable. Paying for the entire amount of the construction costs of public facilities out of current revenues imposes substantial burdens on the County's existing taxpayers. Extending the fmancing over the useful life of the facilities ensures that all users share in the cost of building the facilities.

Bonded indebtedness is suggested as the funding choice for certain projects, listed below, with the appropriate year identified. Details on the impact on operating budgets in the future from debt service requirements are shown on Page F-13. The actual debt issue for FY 1999 should be $19,220,000.

BUDGET ASSUMPTIONS

FY 1999 VPSA Bonds - School Projects $1 9,220,000

FY 2000 None 0

FY 2001 Lease Purchase Financing - Radio System 8,000,000

FY 2002 0

FY 2003 0

FY 2004 0

FEDERAUSTATE REVENUES

TRANSIT OPERATING EQUIPMENT The Federal and State governments split the costs of new public transit equipment, 80 percent Federal and 20 percent State. The funds below would fmance the replacement of the transit buses now in service for fixed routes, demand services such as those for the disabled, and the Tourist Shuttle. A discussion of the equipment being replaced is on Page D-18.

FY 2000 s 130,000 FY2001 1,078,000 FY 2002 1,466,000 FY 2003 252,000 FY2004 543,000

Page D-5

PROJECT SUMMARY

Page Development

6 Industrial Property Investment 7 Bikeways 7 Sidewalks 8 Econ Development Incentive Fund 8 Greenspace 8 Road Match 9 Roadway Improvements I 0 Environmental Protection I 0 Underground Utilities 10 Storm water Drainage

TOTAL DEVELOPMENT

Offsetting Funds

Road Match- T.I.D. Brandon Woods Stormwater

Contribution Proceeds - Sale of Shell Building

Industrial Propertv Investment

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 TOTAL

$ 750,000 $ 0 $ 1,850,000 $ 0 $ 0 $ 2,600,000

50,000 50,000 50,000 50,000 50,000 250,000 117,500 109,200 110,000 103,200 0 439,900 430,000 460,000 490,000 520,000 550,000 2,450,000 430,000 460,000 490,000 520,000 550,000 2,450,000

500,000 500,000 500,000 500,000 500,000 2,500,000

1,000,000 120,000 111,000 130,000 130,000 1,491 ,000

50,000 80,000 70,000 70,000 70,000 340,000

430,000 460,000 490,000 520,000 550,000 2,450,000

60,000 50,000 50,000 50,000 50,000 260,000

$ 3,817,500 $ 2,289,200 $ 4,211,000 $ 2,463,200 $ 2,450,000 $ 15,230,900

$500,000 $500,000 $ 500,000

60,000 1,600,000

Planning Commission Priority Medium Lead Agencies: County Administration

Monies are requested in FY 2000 to invest in industrial property. This could include acquiring a site and building a second, slightly larger, shell building primarily funded by proceeds from the sale of the first shell building at Stonehouse. An exact location of a possible second shell building is unknown; there are at least three sites that have possibilities. The timing of the construction of the second building may be different than what is shown, dependent on the timing of the sale and the proposed use of sale proceeds. Other investments in industrial property may be considered if a second shell building is not constructed.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$750,000 0

750,000

FY 2001

$2,000,000 0 0

Page D-6

FY 2002

$ 0 0

1,850,000

FY 2003

$ 0 0 0

FY 2004

$ 0 0 0

TOTAL

$2,750,000 0

2,600,000

m.m::,:mmt: mmmmmm I ·mmm'iiii r ·mmm·•m•:•·•m•·•:m•·•••·•••·: ~WiP~®Jlit~JettlP~~··•• :,:,,., •... ? •••••••·•••••••••·•••••••••··•·• ···

'•••·••• H•::••••••••••••••••·' urw:••·'·•••••••••·•-••n···•n:•••:u'·•••••·•••.n:··•••···· ::•••·•••·•·•·•·• [ ))evelofment Projects•·•• n•••n•••·······

Bikeways Planning Commission Priority High Lead Agencies: Planning Department

Most bikeway improvements are fimded by a combination of Federal and State fimds, but some include requirements for up to 20 percent local matching fimds. The roads identified that show the need for bikeway improvements are Centerville Road in the vicinity of Montague School, two connections to the Colonial Parkway, and Jamestown and Strawberry Plains Roads. Improvements are anticipated on Ironbound Road, as well, after the completion of Monticello Avenue, extended. The recommended fimding is a little Jess than what was proposed. A balance of$350,000 currently exists in this account.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Sidewalks

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004

$80,000 50,000 50,000

$80,000 50,000 50,000

$80,000 50,000 50,000

$80,000 50,000 50,000

$80,000 0

50,000

Planning Commission Priority High Lead Agency: Development Management

TOTAL

$400,000 200,000 250,000

These projects are done within available fimds, and are in the following priority order based on the standards adopted by the Board of Supervisors:

District Park Entrance Road - 6,000 feet Longhill Road (Lafayette to District Park)- I ,400 feet Jamestown Road (Ironbound Road to Sandy Bay Road) - 2,300 feet John Tyler Highway (Duer to Femclifl)- 1,300 feet Ironbound Road (Strawberry Plains to Indigo Terrace)- 1,800 feet Richmond Road (Depot Street to Greystone Ind)- 800 feet Centerville Road (News Road to Green Swamp Road)- 3,000 feet John Tyler Highway (Greensprings Road to Heritage Landing)- 2,300 feet Richmond Road (Sheldon Lumber to OK Corral)- 580 feet Strawberry Plains Road (Ironbound Road to the Midlands) Ironbound Road (News Road to Powhatan Timeshares) Strawberry Plains Road (Midlands to Farmers Market) Longhill Road (Regency Apartments to Olde Towne Road) John Tyler Highway (Ironbound Road to St. George's)

FY 2000 FY 2001

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

$117,500 117,500 117,500

$109,200 109,200 109,200

Page D-7

FY 2002

$110,000 110,000 110,000

100,000 Funded 120,000 Funded 37,500 50,000 45,000 20,000 74,200 42,500 14,500 53,000

103,200 28,500 46,800 95 ,400

FY 2003

$103,200 103,200 103,200

FY 2004

$170,700 0 0

FY 1999 FY 1999 FY2000 FY 2000 FY 2000/01 FY 2001 FY 2001 FY 2002 FY 2002 FY 2002 FY 2003 n/a n/a n/a

TOTAL

$610,600 439,900 439,900

Economic Development Incentive Fund Planning Commission Priority Medium Lead Agencies: Industrial Development Authority

Office of Economic Development

These funds allow the County to consider inducements for commercial and industrial investments in James City County, particularly in areas of the County where industrial development is now occurring. The specific funding for FY 1999 through FY 200 I is necessary to fund an agreement between the Industrial Development Authority and Solarex, endorsed by the Board of Supervisors. This consists of five annual payments, beginning in January 1997, as part of the real estate option purchase agreement executed with Solarex in September 1995. Those payments will be more than offset by tax revenues from Solarex. Other payments from this fund will be made to businesses who qualify under the County's enterprise zone benefit program, such as Service Metals and Ball.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Greens pace

FY 2000

$300,000 100,000 430,000

FY 2001

$300,000 100,000 460,000

FY 2002

$300,000 100,000 490,000

FY 2003

$300,000 100,000 520,000

FY 2004

$300,000 0

550,000

Planning Commission Priority High Lead Agency: Board of Supervisors

TOTAL

$1,500,000 400,000

2,450,000

This fund was created by the Board of Supervisors to finance the acquisition of property or easements that would create permanent greenspace in several areas of the County. The Board of Supervisors has agreed to set aside the equivalent of one-cent on the real estate tax, annually, to invest in greenspace.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Road Match

FY 2000

$380,000 370,000 430,000

FY 2001

$410,000 410,000 460,000

FY 2002

$450,000 450,000 490,000

FY 2003

$490,000 480,000 520,000

FY 2004

$550,000 0

550,000

Planning Commission Priority High Lead Agency: Development Management

TOTAL

$2,280,000 1,710,000 2,450,000

The Virginia Department of Transportation (VDOT) will match local dollars $1 for $1 , up to $500,000, under a revenue sharing program. The 1999,2000, and 2001 monies will be used to partially fund the extension of Monticello Avenue. The local match will come from private developers in two of those years. In 2002 and 2003, the local match is expected to be County funds for other road projects.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$500,000 350,000 500,000

FY 2001

$500,000 350,000 500,000

Page D-8

FY 2002

$500,000 350,000 500,000

FY 2003

$500,000 350,000 500,000

FY 2004

$500,000 0

500,000

TOTAL

$2,500,000 1,400,000 2,500,000

Roadway Improvements Planning Commission Priority Monticello Extended Other Highway Improvements

Lead Agency: Development Management

High Medium

This project was created in FY 1993 to comply with State Code requirements to include, in the County's Capital Program, road projects that are proffered, either in cash or in real property, from an owner/developer. County funds are generally not used for these improvements. There are two specific subcategories:

Road hnprovement Plan - Construction of a variety of road improvements throughout the County as identified by the 2010 Peninsula Transportation study, the County's Secondary and Primary Road plans, and the County's Comprehensive Plan.

Monticello Avenue Extended- Construction of a new four-lane highway that extends Monticello Avenue from Route 199 to John Tyler Highway, near Governor's Land. This project is being fmanced by a Transportation hnprovement District, and includes News and Ironbound Roads. This project is also known as Alternate Route 5.

Local funds will be needed to supplement the total construction costs when the project is bid in July 1999, in an amount shown below. These funds will be reimbursed through VDOT secondary road funding in FY 2002. When received, these funds will be deposited in the County's debt service fund.

In addition, several road improvement projects were requested, and they are grouped here. Roadway Aesthetics was requested for standard road signs, to paint light poles green, or using black roadside fences to avoid the harsh metallic look. Dirt Streets are those private streets not yet in the State system, many have right-of-way problems. The streets proposed are Red Oak Landing Road ($70,000) in FY 2000 and the unnamed road offChickahominy Road past the Church ($50,000) in FY 200 I . Paved roads include those who have not yet been dedicated to the State, and need improvements before they can. These include Meadows Circle ($40,000); South Cove ($20,000); Barlows Run ($20,000) and Lexington Drive ($80,000). The project proposed for FY 2000 is Lexington Drive. Also included is a continuing effort in the area of highway landscaping, particularly in highway medians and alongside roadways.

REQUESTED

Monticello A venue Extended Roadways Aesthetics Dirt Streets Paved Roads Highway Landscaping

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$700,000 30,000 70,000 80,000

120,000

$1,000,000

FY 2000

$1,000,000 122,250

1,000,000

FY 2001

$ 0 30,000 50,000 20,000 20,000

$120,000

FY 2001

$120,000 94,400

120,000

Page D-9

FY 2002

$ 0 30,000 40,000 20,000 20,000

$110,000

FY 2002

$110,000 90,000

111,000

FY 2003

$ 0 30,000 40,000 40,000 20,000

$130,000

FY 2003

$130,000 90,000

130,000

FY 2004

$ 0 30,000 50,000 50,000 20,000

$150,000

FY 2004

$150,000 0

130,000

TOTAL

$ 700,000 150,000 250,000 100,000 60,000

$1 ,260,000

TOTAL

$1,510,000 396,650

1,491,000

Environmental Protection Planning Commission Priority High Lead Agency: Development Management

The enviromnental protection project address the preservation of conservation areas and other enviromnentally sensitive areas. Previous funds have been used to pay for watershed studies, stream stabilization and BMP engineering. In addition, the County intends to use these funds for stream restoration, stormwater management and protection. Monies requested for

continued efforts at developing public/private stormwater management areas with developers are also shown below.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Underground Utilities

FY 2000

$50,000 80,000 50,000

FY 2001

$80,000 80,000 80,000

FY 2002

$70,000 80,000 70,000

FY 2003

$70,000 80,000 70,000

FY 2004

$70,000

0 70,000

Planning Commission Priority Low Lead Agency: Development Management

TOTAL

$340,000 320,000 340,000

This is a new proposal, consistent with the Comprehensive Plan, to put overhead utilities underground. Where possible they are buried in conjunction with road projects, as we hope to do with the improvements to Ironbound and Longhill Roads in the next several years. The "one-penny" on the real estate tax rate approach mirrors the greenspace and economic development incentive funding proposals. Jamestown Road is the top road on the list for these kinds of improvements.

Agency/Department Proposal Prior CIP Recommendation

Current Recommendation

Stormwater Drainage Basins

FY 2000

$500,000 0

430,000

FY 2001

$500,000 0

460,000

FY 2002

$500,000

0 490,000

FY 2003

$500,000

0 520,000

FY 2004

$500,000

0 550,000

Planning Commission Priority High Lead Agency: Development Management

TOTAL

$2,500,000

0 2,450,000

Funds are being recommended to develop new design criteria for regional drainage basins, to facilitate the development of fewer regional basins, to develop channel protection criteria and to conduct subwatershed studies to meet both quality and quantity targets for stormwater management.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$60,000 0

60,000

FY 2001

$50,000

0 50,000

Page D-10

FY 2002

$50,000

0 50,000

FY 2003

$50,000

0 50,000

FY 2004

$50,000

0 50,000

TOTAL

$260,000 0

260,000

PROJECT SUMMARY

Page Parks and Recreation FY 2000 FY2001 FY 2002 FY 2003 FY2004 TOTAL

II JCW Community Center $ 96,152 $ 179,848 $ 0 $ 0 $ 0 $ 276,000 12 District Park 1,487,724 1,424,522 1,311 ,166 1,325,860 1,300,000 6,849,272 13 Green ways 50,000 50,000 50,000 50,000 50,000 250,000 13 Upper County Park 235,000 0 0 0 0 235,000 13 Little Creek Reservoir 0 0 215,000 0 0 215,000 14 Mid County Park 200,000 0 120,000 0 0 320,000 14 Grant in Aid Program 25,000 25,000 25 ,000 25,000 25 ,000 125,000

TOTAL COSTS $ 2,093,876 $ 1,679,370 $ 1,721 ,166 $ 1,400,860 $ 1,375,000 $ 8,270,272

James City/Williamsburg Community Center Planning Commission Priority Low Lead Agency: Division of Parks and Recreation

The funds requested in FY 2000 are to redesign the electrical systems so they can be connected to a mobile generator in the event that power goes out. The generator specs would be such that the entire facility would continue to function and might be used as a shelter in the event of area-wide power outages. The request in FY 200 I is to fund the addition of playground equipment, rest rooms, irrigation and a concession area for the sports fields. The FY 2002 request is to acquire the water tower site and to partially fund a development plan that includes overflow parking, greenspace, and picnic facilities. Future plans include an expansion of outdoor facilities, if needed. Funding is recommended for the outdoor improvements and the capacity for a generator, but nothing is included for the water tank site.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$26,000 0

96,152

FY 2001

$250,000 0

179,848

Page D-11

FY 2002

$400,000 220,800

0

FY 2003

$ 0 34,455

0

FY 2004

$ 0 0 0

TOTAL

$676,000 255,255 276,000

District Park Planning Commission Priority High Lead Agency: Division of Parks and Recreation

This budget continues the program of development at the Warhill site and begins the development of the Hotwater Coles site, in accordance with the Master Plan.

REQUESTED Prior FY 2000 FY 2001 FY 2002 FY 2003 FY2004 Roads/Entry Ways $ 2,231 ,494 $ $ $ $ $ Outdoor Educational Center 613,000 Utilities 113,410 600,000 1,225,000 45,000 Baseball/Softball Complex 668,614 1,170,000 1,663,000 Soccer Complex 454,923 Trails 281 ,000 Maintenance Facility 284,000 296,000 Contingency 226,107 200,000 320,000 117,000 85,000 195,000

Pool Complex (112 cost) 2,000,000 Skate Facility 150,000 Restrooms/Concession 340,000 Lighting - Entry and Parking 90,000 Design/Engineering 330,000 115,000 320,000 117,000 85,000 195,000

$ 4,024,548 $ 1,495,000 $ 4,146,000 $ 1,404,000 $ 1,067,000 $ 2,394,000 Warhill Site Hotwater Site Warhill Site Hotwater Site Warhill Site

200,000 Hotwater Site

The funding schedule below addresses the FY 2000 request completely, but does not include the Hotwater pool complex, utilities or design costs in FY 2001 . These are now deferred beyond the five-year program. The later years include some differences in timing and part of the additional investment in the baseball/softball complex, requested in FY 2004 for Warhill , may need to be deferred.

Agency/Department Proposal Prior ClP Recommendation Current Recommendation

FY 2000

$1,495,000 1,220,000 1,487,724

FY 2001

$4,226,000 1,220,000 1,424,522

Page D-12

FY 2002 FY 2003

$1,404,000 $1 ,067,000 1,340,000 1,400,000 1,311,166 1,325,860

FY 2004

$2,394,000 0

1,300,000

TOTAL

$10,586,000 5,180,000 6,849,272

Greenways and Open Space Planning Commission Priority Medium Lead Agency: Division of Parks and Recreation

These funds have begun to accumulate to develop public greenways. They may be used as a public match for private, State or Federal grants or may be used to develop facilities on property acquired by proffers, donation or purchase. A balance of $150,000 currently exists in this account.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Upper County Park

FY 2000

$50,000 50,000 50,000

FY 2001

$50,000 50,000 50,000

FY 2002

$50,000 50,000 50,000

FY 2003

$50,000 50,000 50,000

FY 2004

$50,000 0

50,000

Planning Commission Priority Medium Lead Agency: Division of Parks and Recreation

Funds requested for FY 2000 are for a volleyball court, a basketball court, and parking improvements. The FY 2001 request is for four tennis courts, a multipurpose field, and two shelters. Funding is proposed for all but the tennis courts ($1 10,000).

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Little Creek Reservoir

FY 2000

$100,000 0

235,000

FY 2001

$245,000 0 0

FY 2002

$ 0 0 0

FY 2003

$ 0 39,300

0

FY 2004

$ 0 464,800

0

Planning Commission Priority Unranked Lead Agency: Division of Parks and Recreation

TOTAL

$250,000 200,000 250,000

TOTAL

$345,000 504,100 235,000

The funding proposal for FY 2001 includes monies for road access/parking improvements, picnic shelters, an outdoor classroom, a new boat ramp, and nature trails. Also included are rest rooms and a tot-lot facility. Each of these facilities would be located on the upper peninsula, with a boardwalk connecting the peninsulas. As a specialized, regional fishing facility, the reservoir has limited utility for the average County resident. The FY 2003 request includes funds for additional rest rooms, playground, outdoor classroom/interpretive area, and picnic shelters. The FY 2003 project funding is not now proposed.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$ 0 0 0

FY 2001

$215,000 195,600

0

PageD-13

FY 2002

$ 0 0

215,000

FY 2003

$390,000 0 0

FY 2004

$ 6 0 0

TOTAL

$605,000 195,600 215,000

Mid County Park Planning Commission Priority Medium Lead Agency: Division of Parks and Recreation

The FY 2000 project includes lighting for Kids burg, tennis courts, basketball courts, and sidewalks necessary for safety and to light nighttime activities. The funding proposed in FY 2002 includes additional parking, and modifications to signs, screens, and buffer material needed to respond to the changing Monticello Avenue streetscape. Includes the replacement of the rest rooms, office, storage, and the addition of a meeting room/activity area.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Grant in Aid Program

FY 2000

$200,000 90,500

200,000

FY 2001

$ 0 0 0

FY 2002

$120,000 197,245 120,000

FY 2003

$ 0 82,000

0

FY 2004

$250,000 0 0

Planning Commission Priority Medium Lead Agency: Division of Parks and Recreation

TOTAL

$570,000 369,745 320,000

This program would aid nonprofit organizations in James City County by providing recreational facilities and lands for the general use of the citizens of the County. It is anticipated that these funds would generate community involvement in the use of parks and recreational facilities. Guidelines for these grants have been drafted, but have not been approved. Funds for a pilot are included in 2000, to be combined with funds generated from private sponsorships and grant revenues.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$25,000 25,000 25,000

FY 2001

$25,000 0

25,000

Page D-14

FY 2002

$25,000 0

25,000

FY 2003

$25,000 0

25,000

FY 2004

$25,000 0

25,000

TOTAL

$125,000 25,000

125,000

PROJECT SUMMARY

Page General Services FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 TOTAL

16 Facility hnprovements $ 142,750 $ 92,750 $ 92,750 $ 92,750 $ 92,750 $ 513,750 16 Government Center 1,325,000 0 0 0 0 1,325,000 17 Technology hnprovement 488,430 201 ,430 176,430 176,430 176,430 1,219,150

TOTAL COSTS $ 1,956,180 $ 294,180 $ 269,180 $ 269,180 $ 269,180 $ 3,057,900

Page D-15

Facility Improvements Planning Commission Priority None Lead Agency: Office of County Administrator

For FY 2000, a program of facility improvements is required, as follows: Fire Station Nwnber 3 Roof, HV AC and Boiler EOC Building Underground Storage Tank (UST)/Generator Roof Replacements- Buildings A and Cat Government Center Phased Heat Pwnp Replacement - Hwnan Services Building Fire Station No. 3 UST/Generator Replacement Fire Station Number 2 ramp, kitchen, carpet, doors Government Center Computer Room Rehab/Generator Installation Parking/Lighting Improvements Other Work Human Services Building Roof/Electrical Government Center HVAC/Electrical/Alt Power Generator Painting - Interior and Exterior

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$142,750 60,000

142,750

FY 2001

$142,750 34,000

142,750

FY 2002

$142,750 0

142,750

$

$

FY 1998 45 ,000 $

31,000 230,285

306,285 $

FY 2003

$142,750 0

142,750

FY 1999 45,000 $ 25,000

10,000

50,000 40,000

26,000 10,000 28,500

234,500 $

FY2004

$142,750 0

142,750

Government Center Expansion Planning Commission Priority High Lead Agency: Office of County Administrator

FY 2000

55,000 60,000

27,750

142,750

TOTAL

$713,750 94,000

713,750

A space needs study has been completed and funds are being requested for an expansion of space at the County's Government Center. The proposal is to master plan the 40 acres of developable property at the Center and to construct a 27,000-square foot building to meet current and future space needs. The exact mix of departments and functions occupying this new facility has not been determined. The funding estimates include $2,295,000 (27,000 square feet at $85), $240,000 for design work and $200,000 in furnishings for a project total of$2,735,000. Of that total, $1,410,000 has been previously appropriated, leaving a balance of $1,325,000.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$1,325,000 482,000

1,325,000

FY 2001

$ 0 0 0

Page D-16

FY 2002

$ 0 0 0

FY 2003

$ 0 0 0

FY 2004

$ 0 0 0

TOTAL

$1,325,000 482,000

1,325,000

Technology Improvements

Central Server/Network Improvements PC Replacement Program Orthophotography Lease Financial Systems Software Central Imaging System Year 2000 Contingency Metro Area Network Connectors

$

Planning Commission Priority Low Lead Agency: Information Resources Management

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004

115,000 $ 55,000 $ 55,000 $ 55,000 $ 55,000 75,000 50,000 50,000 50,000 50,000 28,000 28,000 28,000 28,000 28,000 80,000 30,000 30,000 30,000 30,000 60,430 13,430 13,430 13,430 13,430 50,000 25,000 80,000

The central server/network improvements are ongoing, four-year, staggered replacements and upgrades of servers, communication devices, storage, and capacity. In addition, $40,000 is programmed in FY 2000 for incremental improvements to software systems recently installed for Code Compliance, Accounting, and Human Resource, as well as the County mail system. The PC replacement program is a phased attempt to replace older PCs with newer ones, on a recurring schedule, to maintain a network where PCs can exchange information and make fullest use of interconnections and improved software. The additional funds in FY 2000 are being requested to respond to "nonscheduled" replacements precipitated by the need to be Year 2000 reliable.

The orthophotography lease is an ongoing contract for annual updates to our aerial photography to use in the County's geographic information system and real estate assessment process. The fmancial systems software costs are for the ongoing needs of the Treasurer, Commissioner ofRevenue, and Real Estate Assessments to respond adequately to the changing needs of customers due to changes in the State law, like the car tax initiative. The Y2K contingency is a modest set aside to deal with any needed system improvements resulting from the transition on January I , 2000.

The M.A.N. connections are those that have been made to the County facilities connecting to the fiber backbone running through the County. This will complete the initial list of facilities connected to the central network over fiber. The central imaging system funding is for updating servers, disk space and software to accommodate the increase in electronic storage of records that were previously stored as paper.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$488,430 158,000 488,430

FY 2001

$201 ,430 158,000 201 ,430

Page D-17

FY 2002

$176,430 138,000 176,430

FY 2003

$176,430 78,000

176,430

FY 2004

$176,430 0

176,430

TOTAL

$1 ,219,150 532,000

1,219,150

PROJECT SUMMARY

Page Community Services FY 2000 FY2001 FY 2002 FY2003 FY2004 TOTAL

18 Thomas Nelson $ 66,481 $ 70,000 $ 75,000 $ 80,000 $ 85,000 $ 376,481 18 Transit Operating Equipment 130,000 1,078,000 1,466,000 252,000 543,000 3,469,000 19 Housing Development Fund 50,000 50,000 50,000 50,000 50,000 250,000 19 Video Center Equipment 76,570 76,570 76,570 76,570 76,570 382,850

TOTAL COSTS $ 323,051 $ 1,274,570 $ 1,667,570 $ 458,570 $ 754,570 $ 4,478,331

Offsetting Revenues: Transit Funding $ 130,000 $ 1,078,000 $ 1,466,000 $ 252,000 $ 543,000 $ 3,469,000

Thomas Nelson Community College Planning Commission Priority Medium Lead Agency: Department of Financial & Management Services

The funding proposal for Thomas Nelson Community College (TNCC) includes three components. The first is in response to the State law requiring that local governments pay for site development costs at the community college serving its citizens. These costs are for parking and sidewalk projects ($25,481) at the main TNCC campus in Hampton. The second is a three-year lease ($20,000) for a Williamsburg area office and several leased classrooms. The third is a contribution of $21,000 a year to pay for the County's proportional share of a workforce development center at TNCC's Hampton campus.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Transit Operating Equipment

$

FY 2000

66,481 $ 14,000 66,481

FY 2001

70,000 $ 14,000 70,000

FY 2002

75,000 $ 14,000 75,000

FY 2003

80,000 $ 14,000 80,000

FY 2004

85,000 $ 0

85,000

Planning Commission Priority Medium Lead Agency: County Transit Company

TOTAL

376,481 56,000

376,481

The proposal is to replace operating equipment of the Transit Company - each purchase is eligible, if approved, for I 00 percent Federal and State funding. Nothing will be replaced without those nonlocal contributions

Fixed Route Buses (5) Demand Response Buses (2) Body on Chassis w/Lift (2) Tourist Shuttle (7)

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$ 0 0

130,000 0

FY 2000

$130,000 0

130,000

FY 2001

$ 0 58,000

0 1,020,000

FY 2001

$1 ,078,000 0

1,078,000

Page D-18

FY 2002 FY 2003 FY 2004 TOTAL

$480,000 $252,000 $543,000 $1 ,275,000 61,000 0 0 119,000

0 0 0 130,000 925,000 0 0 1,945,000

FY 2002 FY 2003 FY 2004 TOTAL

$1,466,000 $252,000 $543,000 $3,469,000 0 0 0 0

1,466,000 252,000 543,000 3,469,000

Housing Development Fund Planning Commission Priority High Lead Agency: Department of Community Services

The purpose of this fund is to accumulate monies to use in furthering the housing policies of the County. Usually these funds are leveraged against Federal and State program funds, such as the Community Development Block Grant monies, to fmance improvement and rehabilitation programs in targeted areas of the County. The funds for FY 1998 are targeted for site development costs of an affordable housing site to be acquired with funds donated by the Stonehouse Corporation and to demolish and clear five blighted properties identified within neighborhoods involved in the Neighborhood Connections Program.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Video Center Equipment

FY 2000

$75,000 50,000 50,000

FY 2001

$50,000 50,000 50,000

FY 2002

$50,000 50,000 50,000

FY 2003

$50,000 50,000 50,000

FY 2004

$50,000 0

50,000

Planning Commission Priority Low

TOTAL

$275,000 200,000 250,000

Lead Agency: Communications and Neighborhood Connections

The Williamsburg/James City County Video Center has set up an inventory and schedule for the replacement of all video equipment either at the Video Center or in remote locations such as the Board Room at the County Government Center. This is based on a depreciation schedule set up for all the existing County equipment, donated City and School equipment and the public access equipment inherited from Continental Cable. Setting it up in the Capital Budget is one way to set out and fund a replacement schedule that allows an annual carryforward ofunspent funds. In addition, a schedule of improvements have been identified, with a five-year total of $132,850 -these have also been included in the schedule.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$76,570 50,000 76,570

FY 2001

$76,570 50,000 76,570

Page D-19

FY 2002

$76,570 50,000 76,570

FY 2003

$76,570 50,000 76,570

FY 2004

$76,570 0

76,570

TOTAL

$382,850 200,000 382,850

PROJECT SUMMARY

Page Public Safety FY 2000

20 Radio System $ 1,000,000 $

21 Fire Equipment 92,000 21 Grove Fire Station 0

TOTAL COSTS $ 1,092,000 $

Offsetting Funds Lease Purchase Financing $

Radio System Improvements

FY 2001 FY 2002 FY 2003

8,000,000 $ 0 $ 0 $

50,000 50,000 50,000

0 0 331,750

8,050,000 $ 50,000 $ 381,750 $

8,000,000

Planning Commission Priority Lead Agency: Fire Department

FY2004 TOTAL

0 $ 9,000,000 50,000 292,000

624,250 956,000

674,250 $ 10,248,000

Low

The Fire Department has proposed to replace the existing radio system, both emergency and administration, with a trunked 800 mhz radio system. These installations have become common, they are efficient and flexible and offer several alternatives currently unavailable. Improving the tower sites would also allow coverage on the road and in buildings anywhere in the County. That feature does not exist now. A police officer leaving his vehicle and entering a building is likely to lose his/her ability to communicate with Dispatch. The existing radio system can no longer be maintained. The elements of the proposal are:

Towers, Base Stations

Public Safety Radios Other Radio Instruments

$ 5,000,000

2,000,000 2,000,000

A preliminary analysis of the figures indicates that they overstate the costs, further study and design is proposed in FY 2000 with a lease-purchase instrument fmancing both this system and needed mobile data units. The proposal calls for three existing tower sites to be used to "hang" antenna, with small structures. Further work needs to proceed to elicit the active interest of both the Schools and the City of Williamsburg in partnering with this project. When the system design is [me­tuned, and the costs and funding sources examined in detail, we would recommend that the County enter into a lease-purchase arrangement to fmance both these improvements and a mobile data system for public safety.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

$5,000,000 0

1,000,000

FY 2001

$2,000,000

0 8,000,000

Page D-20

FY 2002

$2,000,000

0 0

FY 2003

$ 0 0 0

FY 2004

$ 0 0 0

TOTAL

$9,000,000

0 9,000,000

Fire Equipment Planning Commission Priority Lead Agency: Fire Department

Low

In FY 2000, a 25-foot boat with fire pump capability for river rescue and response is shown. The primary use of a boat would center on water rescue, water search, and for law enforcement activities. There are over 2,000 boats in the County at a half dozen County marinas. Beginning in FY 2001 , $50,000 is proposed each year to replace ambulance chassis components for a period of five years.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

Grove Fire Station

FY 2000

$92,000 90,000 92,000

FY 2001

$50,000 0

50,000

FY 2002

$50,000 0

50,000

FY 2003

$50,000 0

50,000

Planning Commission Priority Lead Agency: Fire Department

FY 2004

$50,000 0

50,000

Unranked

TOTAL

$292,000 90,000

292,000

The Grove Fire Station, Fire Station No. 2, was originally built as a temporary station, pending the completion of the fmal plans for the development of the Kingsrnill property, Busch Gardens, and the Brewery. It has outlived its usefulness. The proposal below would totally replace the building at the same site. The funding estimates are developed as follows:

Construction Demolition Design Contingency

$ 726,000 6,600 square feet at $110 per square foot 100,000 50,000 80,000

Planning beyond FY 2004 includes the possible construction of a new fire station near the Stonehouse development. This may be a new building at the site of the current Station 1 in Toano or at another site in the Stonehouse District.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

s 0 0 0

FY 2001

$ 0 0 0

Page D-21

FY 2002

$ 0 0

0

FY 2003

$ 50,000 0

331 ,750

FY 2004

$906,000 0

624,250

TOTAL

$956,000 0

956,000

PROJECT SUMMARY

Page Schools FY 2000 FY 2001 FY2002 FY 2003 FY 2004 TOTAL

22 School Buses $ 124,000 $ 130,680 $ 67,084 $ 68,440 $ 0 $ 390,204

23 New Elementary School (368,749) 0 0 0 0 (368,749)

23 School Escrow Fund 755,000 0 0 0 0 755,000

TOTALS $ 510,251 $ 130,680 $ 67,084 $ 68,440 $ 0 $ 776,455

In the Spring of 1999, the County has plans to issue $19,200,000 in VPSA bonds that will partially fmance the seventh elementary school and fully fmance the expansion and renovation of Berkeley Middle School.

Berkeley Middle School New Elementary School

School Buses

Other Total Project Financing Spring 1999 Appropriated

Costs Sources VPSABonds FY 1998/99 --$ 9,560,536 $ 1,830,536 $ 7,730,000 $ 7,730,000

12,397,669 907,669 11 ,490,000 11 ,490,000 $ 21,958,205 $ 2,738,205 $ 19,220,000 $ 19,220,000

Planning Commission Priority Lead Agency: School Board

Medium

This budget proposal includes additional buses due to enrollment growth, shown below by year. The addition ofbuses in 2001 and 2003 reflect the expected needs of increases in the number of special education students. These numbers will change if the Schools assume responsibility for transporting preschool children, such as those currently enrolled in Headstart.

Projected Change in Enrollment

78 passenger bus 42 pass bus wllift

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

90

FY 2000 2

FY 2000

$124,000 191,000 124,000

87 34

FY 2001 FY 2002

I

FY 2001 FY 2002

$130,680 $ 67,084 199,000 206,000 130,680 67,084

Page D-22

-8 -53

FY 2003 FY 2004

I

FY 2003 FY 2004 J'OTAL

$ 68,440 $ 0 $390,204 145,000 0 741,000 68,440 0 390,204

New Elementary School Planning Commission Priority Lead Agency: School Board

Unranked

A 26-acre building site has been acquired and initial site work is underway on a seventh elementary school. The construction bids will be received in February 1999, and occupancy is expected in May 2000. The building is located near Anderson's Corner in Toano. The budget was calculated on the basis of the following estimates:

Site Acquisition Building- 83,000 square feet at $88/square foot Road Construction Site Work Furniture Teclmology County Recreation Fields AlE Fees and Const Monitoring Miscellaneous Contingency

Planning Total

Savings - Project Bids

New Project Total

$ 370,000 7,304,000

164,400 1,457,070

840,000 500,000 255,000 788,722 267,558 450,919

$ 12,397,669

(755,000)

$ 11 ,642,669

Building is designed with 24 K-5 classrooms, four preschool classrooms, and general support areas. Special features will allow the building to operate as a self-contained Red Cross shelter. These features include a full-sized generator. Most of the project funding will be from bonds issued through the Virginia Public Schools Authority.

Previous appropriations of$12,011,418 exceed the needed funds so a reduction of$368,749 was adopted. These, and other local funds, were put into a School Escrow Fund.

Agency/Department Proposal Prior CIP Appropriation Current Recommendation

School Capital Escrow Fund

FY 2000

$11,642,669 12,011,418

(368,749)

FY 2001

$ 0 0 0

FY 2002

$ 0 0 0

FY 2003

$ 0 0 0

FY 2004 TOTAL

$ 0 $11 ,642,669 0 12,011 ,4 18 0 (368,749)

Planning Commission Priority Unranked Lead Agency: Board of Supervisors

The following funds have been escrowed for some future school project or capital investment. The best possibility is to acquire a site for the third high school.

Agency/Department Proposal Prior CIP Recommendation Current Recommendation

FY 2000

s 0 0

755,000

FY 2001

$ 0 0 0

Page D-23

FY 2002

$ 0 0 0

FY 2003

$ 0 0 0

FY 2004

$ 0 0 0

$

TOTAL

0 0

755,000

Duke of Gloucester Street and Governor's Palace Drawing by Megan McDonald

TABLE OF CONTENTS

James City Service Authority

Mission, Service, Goals, and Objectives Summary Administration Fund Water Fund Sewer Fund Capital Improvements Program Budget

1 3 4 6 8

10

MISSION: To provide municipal water and wastewater service to County residences and businesses in the Primary Service Area between Toano and Grove and to operate dedicated detached central water systems in other areas of the County in accordance with local, State and Federal rules and regulations.

SERVICE: The James City Service Authority was created in 1969 to fmance, construct, operate and maintain water and wastewater systems in designated areas of the County. The Authority operations are administered by a Board of Directors appointed by the County's Board of Supervisors. At the present time, they have appointed themselves as the members of the Board of Directors to more fully coordinate activities with those of the County in the planning and development of utility systems.

GOALS IN FY 00

GOAL 1 Provide municipal potable water service to customers by operating and maintaining water supply facilities in accordance with local, State, and Federal requirements to ensure the availability of a potable and reliable water supply.

OBJECTIVES

1. Enhance operational effectiveness and reliability of the James City Service Authority water distribution and transmission systems.

Performance Measure: Construction (system) projects completed.

2. Improve availability of drinkable water and facilities to customers.

Performance Measure: Construction (facilities) projects completed.

3. Improve water quality and reduce Total Coliform positive analysis of routine monthly water bactie samples.

Performance Measure: Water samples in compliance.

4. Increase the reliability of all water production facilities and reduce facility.

Performance Measure: Facility emergencies.

5. Increase the reliability of the water distribution systems.

Performance Measure: Distribution system failures.

Page E-1

T

GOAL2 Provide municipal wastewater collection service to customers by operating and maintaining wastewater pumping stations, gravity sewers and force mains in accordance with local, State, and Federal requirements to provide reliable public wastewater service without polluting the environment.

OBJECTIVES

1. Enhance operational effectiveness reliability for the wastewater gravity sewer and force main systems.

Performance Measure: Construction (system) projects completed.

2. Reduce the number of wastewater spills within the collection system.

Performance Measure: Wastewater spills in collection system.

3. Reduce the number of wastewater spills within the pumping facilities.

Performance Measure: Wastewater spills in pumping stations.

4. Increase reliability of wastewater pumping facilities.

Performance Measure: Pump station emergencies.

5. Increase the reliability of the wastewater collection systems.

Performance Measure: Distribution system failures.

Page E-2

The operations of the JCSA are the responsibility of a General Manager, assisted by a Assistant General Manager, Chief Engineer, Utility Operations Administrator and a Customer Services Supervisor. Support services in legal, planning, fmance, payroll and general administrative areas are provided by various County departments on a reimbursable basis. The Authority's operations are coordinated through four separate funds:

Administration Fund Water Fund Sewer Fund Capital Improvements Program (CIP)

The Administration Fund contains expenses such as payroll, fringes, office supplies and other items which are not directly attributable to one of the other funds. These costs are then distributed to the water and sewer funds using a percentage allocation of 42 percent from the Water Fund and 58 percent from the Sewer Fund.

The Water Fund contains the County's groundwater supply and distribution system. The Sewer Fund contains the sewer collection and movement system. The Capital Improvements Program provides for major water and sewer expansions, replacements, and rehabilitations.

These budgets reflect the assessment of key service rates and charges for FY 2000, as follows:

1. Water Service Retail Rate

2. Sewer Service Retail Rate

3. Water System Facility Charge

4. Sewer System Facility Charge

Residential: (Per Billing Period)

Commercial:

Flat Rate

5/8 inch meter

5/8 inch meter

1st Block 2nd Block

3rd Block

Flat Rate

Page E-3

< 15,000 gallons > 15,000 to < 25,000 gallons > 25,000 gallons

$2.50 per 1,000 gallons $2.60 per 1,000 gallons

$4.60 per 1 ,000 gallons

$2.60 per 1,000 gallons

$2.30 per 1 ,000 gallons

$300 per bathroom fixture

$300 per bathroom fixture

T

PURPOSE

The James City Service Authority fmances, constructs, operates, and maintains public water and sewer systems within the Primary Service Area. Operational and maintenance responsibilities include wells, water distribution lines, sewage pumping stations, and sewage collection lines. Expenses are charged directly to a particular project or are allocated to the different operating areas as indirect costs. The Administration Fund allocation formula is based on the number of customers, work order man-hours, number of bills, number of facilities, equipment, and vehicles. The current allocation provides for a ratio of 42 percent from Water Fund and 58 percent from Sewer Fund.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Expenditures: Personnel Expenses $ 2,090,719 $ 2,210,222 $ 2,210,077 Operating Expenses 757,253 773,560 796,510 Capital Outlay 25,000 66,857 66,850

Total $ 2,872,972 $ 3,050,632 $ 3,073,437

Allocation of Expenditures: Water Fund $ 1,206,648 $ 1,281,265 $ 1,290,844 Sewer Fund 1,666,324 1,769,367 1,782,593

Total $ 2,872,972 $ 3,050,632 $ 3,073,437

WORKLOAD INDICATORS FY98 FY99 FYOO Actual Projected Projected

Billings 69,170 71,266 74,829 Delinquent Billings 12,451 12,528 13,154 Meters Read 43,015 45 ,168 47,426 Plan Reviews 385 406 426 Construction Inspections 8,871 10,360 10,878 Meter Inspections 847 889 933 Utility Markings 3,880 4,074 4,277 Private Well Inspections 138 170 178

PERSONNEL

Full-time 48 49 Part-time 0 0

Page E-4

•

BUDGET COMMENTS

Administration expenses are reimbursed from the operating areas through utility consumption charges, water and sewer inspection fees, billing service charges, and office rent charged to James City County. Overall, this FY 2000 budget will increase 6.8 percent from the FY 1999 level. Capital Equipment Outlay includes two replacement vehicles, replacement computers and operational equipment. Personnel expenses include one new full-time position and salary adjustment consistent with those granted to County employees.

Page E-5

T

PURPOSE

This budget provides funds for the operation and maintenance of 34 wells, 5 water storage tanks and 250 miles of water distribution lines which serve portions of the County. Indirect operating and maintenance costs are reimbursed to the Administration Fund. Revenue is provided from service charges, interest income and other miscellaneous items. Included in the budget are funds for water purchases in bulk from the City of Williamsburg.

BUDGET SUMMARY

Revenues:

Service Charges Interest Miscellaneous

Total

Exnenditures: Administration Fund Allocation Direct Water Fund Expenses Capital Equipment Outlay To Capital Improvements Program

Total

WORKLOAD INDICATORS

Water Customers Well Facilities Miles of Water Line Storage Tank Gallons Produced (millions) Well Facility Work Orders Well Facility PM's Well Facility Emergencies Water System Work Orders

PERSONNEL

Full-time

FY99 Budget

$ 3,175,670 470,250 302,012

$ 3,947,932

$ 1,206,648 1,028,341

115,400 1,597,543

$ 3,947,932

FY98 Actual

10,025 34

234 5

1,145 M 491

1,134 46

793

Page E-6

FYOO FYOO Adonted Plan Adonted

$ 3,242,660 $ 3,297,660 491,512 575,000 309,908 316,930

$ 4,044,080 $ 4,189,590

$ 1,281,265 $ 1,290,844 845,164 882,204 96,700 96,700

1,820,954 1,919,842

$ 4,044,080 $ 4,189,590

FY99 FYOO Projected Projected

10,794 11,382 34 34

240 250 5 5

1,169 M 1,171 M 264 277

1,184 1,243 44 44

752 789

9 9

BUDGET COMMENTS

Overall, FY 2000 budget expenditures, less CIP contribution, will decrease 3.7 percent from the FY 1999 level. This decrease is due to termination of water purchase agreement with the City of Williamsburg. This Budget continues to reflect customer service enhancement by placing emphasis on Water System Preventive Maintenance and Rehabilitative Programs. Existing systems are aging and require rehabilitative measures to meet the demands of increased usage and protect the public investment. These measures will improve both water quality and reliability. Direct water fund expenses reflect costs to support water disinfection and treatment. Water production has grown 80 percent since FY 1990. Capital Equipment Outlay includes water sample stations, two vehicle replacements, chlorine analyzers, portable test kits, temperature analyzers, and other operation equipment. Personnel expenses include a salary adjustment consistent with those granted to County employees. The overall increase in revenue in FY 2000 is due to customer growth.

Page E-7

T

PURPOSE

This operating budget provides funds to operate and maintain 76 sewage pumping stations and 305 miles of sewage collection lines located throughout the Primary Service Area. Indirect operating and maintenance costs are reimbursed to the Administration Fund. Revenues are received from service charges, interest, and miscellaneous items.

BUDGET SUMMARY

Revenues: Service Charges Interest Miscellaneous

Total

Expenditures: Administration Fund Allocation Direct Sewer Fund Expenses Capital Equipment Outlay To Capital Improvements Program

Total

WORKLOAD INDICATORS

Sewer Customers Pump Stations Miles of Sewer Lines Gallons Collected (millions) Pump Station Work Orders Pump Station PM's Pump Station Emergencies Sewer System Work Orders Residential Grinder Pumps Grinder Pumps Repaired

PERSONNEL

Full-time

FY99 Budget

$ 3,021,203 $ 141,750 115,998

$ 3,278,951 $

$ 1,666,324 $ 855,857

87,700 669,070

3,278,951 $_....__.;...._ $

FY98 Actual

11,440 72

297 1,531 M 1,370 1,129

141 956 471 119

Page E-8

FYOO Adopted Plan

3,075,299 148,837 118,336

3,342,472

1,769,367 875,571 45,000

652,534

3,342,472

FY99 Projected

11,942 74

300 1,553 M 1,616 1,068

296 998 490 168

9

$

$

$

FYOO Adopted

3,265,096 220,500 123,365

3,608,961

1,782,593 870,896 45,000

910,472

$ _ ___.3 ,_60_8 ...... 9_61_

FYOO Projected

12,530 76

305 1,576 M 1,697 1,121

296 1,048

510 118

9

BUDGET COMMENTS

Overall, FY 2000 budget expenditures, less CIP contributions, will increase 3.2 percent from the FY 1999 level. Budget increases reflect customer service enhancement by placing more emphasis on Wastewater Systems Preventive Maintenance and Rehabilitative Programs. Existing systems are aging and require rehabilitative measures to meet the demands of increased usage and protect the public investment. These measures will improve wastewater collection and movement reliability. The wastewater collected and moved has grown 64 percent since FY 1990. Capital Equipment Outlay includes installation of three lighting mixers. Personnel expenses include a salary adjustment consistent with those granted to County employees. The overall increase in revenue in FY 2000 is due to customer growth.

Page E-9

T

PURPOSE

The Utility Capital Improvements Program budget provides for the construction of wastewater systems and water transmission, distribution and supply facilities, to include the engineering and acquisition program for additional groundwater supplies. Other water and wastewater system improvements are fmanced by accumulated Authority funds for rehabilitation, replacement, extensions and expansions.

BUDGET COMMENTS

This budget proposes to direct facility fees (the initial connection fees when a new house or business connects to the system) towards financing Expansion projects and to transfer budgeted operating fund revenue (commodity service charges) towards financing Rehabilitation and Replacement (R & R) projects.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Revenues: Operating Fund Transfer $ 2,266,613 $ 2,473,488 $ 2,830,314 Facility Charges 2,784,900 2,948,100 2,948,100

Total Revenue $ 5,051,513 $ 5,421,598 $ 5,778,414

Expenditures: Water Supply $ 2,496,513 $ 2,211,988 $ 1,809,414 Water Distribution 530,000 970,000 970,000 Water Storage 400,000 300,000 300,000 Small System Acquisition 50,000 50,000 50,000 Water Transmission 100,000 250,000 500,000 Sewer System Improvements 1,175,000 1,293,600 1,708,000 Other Projects 300,000 346,000 441,000

Total Expenditures $ 5,051,513 $ 5,421,588 $ 5,778,414

The FY 2000-2004 Capital Improvements Program (CIP) consists of seven separate, but interrelated, segments of the utility program, all of which are important in keeping pace with County development. The proposed five-year plan defines an integrated program for the development of each of the six segments along parallel time frames, designed for adequate service to be provided in step with the County Comprehensive Plan and Strategic Management Plan. A brief description of the essential features of the six segments follows:

1. WATER SUPPLY 005-100)

Water Supply Escrow (1015) - This is a modified project request. This escrow account has been established to provide funding for new water supply projects in the future. This funding will allow the JCSA to explore other alternatives to meet the water demands of James City County in the future. The existing fund balance of $1,960,308 is requested to be carried forward in the FY 2000-2004 CIP with an additional $14,436,173 requested over the five-year CIP to maintain this escrow. This is an expansion project.

Page E-10

Water Supply SCADA 0050)- This is a modified project request. SCADA is a Supervisory Control and Data Acquisition System. Funds for this project will enable the JCSA to compile historical data and assist in facility operations during normal conditions and emergencies. The existing fund balance of $781,689 is requested to be carried forward in the FY 2000-2004 CIP with an additional $300,000 requested in FY 2000 to complete this project. This is an expansion project.

Tank Coatings (1100) -This is a modified project request. This request is to provide for water tank coating inspections and repairs to protect tank surfaces from corrosion and limit bacteria formation. The existing fund balance of $106,842 is requested to be carried forward in the FY 2000-2004 CIP with an additional $500,000 requested over the five-year CIP. This is a rehabilitation project.

W-5 (Ewell Hall) Upgrade CXXXX) -This is a new project request. This project will enhance water production and quality by constructing a new production well and replacing the 20,000-gallon ground storage tank and 5,000-gallon pressure tank. A total of $150,000 is requested in FY 2000 to complete this project. This is a rehabilitation project.

2. WATER DISTRIBUTION 005-llQ)

James Terrace (1140)- This is a modified project request. This project provides for the replacement of old and undersized water mains in the James Terrace subdivision. The existing fund balance of $380,372 is requested to be carried forward in the FY 2000-2004 CIP with an additional $350,000 requested to complete this project. This is a replacement project.

Water System Improvements (1150) -This is a modified project request. This project will provide funds for water distribution improvements to include installing water mains to close distribution loops and up sizing mains to enhance water distribution. The existing fund balance of $100,000 is requested to be carried forward in the FY 2000-2004 CIP. An additional $800,000 ($100,000 in FY 2000 and FY 2001, $200,000 in FY 2002, FY 2003, and FY 2004) is requested to complete this project. This is a rehabilitation project.

Automatic Meter Reading System (1190)- This is a modified project request. This project provides for the replacement of existing water meter registers with an encoder register that will improve meter reading 2-3 times faster and can shorten billing cycle. The existing fund balance of $332,431 is requested to be carried forward in the FY 2000-2004 CIP with an additional $510,000 requested over the five-year CIP to complete this project. This is a replacement project.

Ewell Hall Water Line Replacement (XXXX)- This is a new project request. This project provides funds to replace existing water service lines which have been experiencing leaks due to corrosion of galvanized service lines. The existing balance of $100,000 is requested to be carried forward in the FY 2000-2004 CIP. A total of $350,000 is requested to complete this project. This is a replacement project.

3. WATER STORAGE (105-120)

Water Storage Escrow (1240) - This is a modified project request. This project provides for the construction of multiple size water storage tanks in the PSA in accordance with the Master Water Plan. The existing fund balance of $767,600 is requested to be carried forward in the FY 2000-2004 CIP with an additional $650,000 requested to complete the project ($300,000 in FY 2000, $100,000 in FY 2001, and $250,000 in FY 2002). This is an expansion project.

Page E-ll

T

4. SMALL WATER SYSTEMS ACQUISITIONS ESCROW 005-130)

Water System (1300)- This project is an ongoing effort by the JCSA to buy and interconnect water systems in accordance with the Master Water Plan. The targeted private water systems are experiencing problems in maintenance and have fair to poor water quality, presenting both health and safety problems. The existing fund balance of $300,000 is requested to be carried forward in the FY 2000-2004 CIP. A total of $250,000 in additional funding ($50,000 in each of the remaining years) is requested to fund this project. This is an expansion project.

5. WATER TRANSMISSION 005-140)

Transmission Main Improvements (1495) - This is a modified project request. This project provides for the replacement of water transmission lines to convey large volumes of water through existing distribution system to enhance system pressures, fire flows, and water quality. The existing fund balance of $527,318 is requested to be carried forward in the FY 2000-2004 CIP. A total of $1,150,000 in additional funding is requested over the five-year CIP. This is a replacement project.

Alternate Route 5 Betterment (1505)- This is a new project request. This project provides for the relocation and enlargement of an existing water main along a portion of Route 5. This 12-inch main will provide better fire flow and water pressures. The existing fund balance of $32,400 is requested to be carried forward in the FY 2000-2004 CIP. A total of $455,000 in additional funding is requested to complete this project. This is an expansion project.

6. WASTEWATER IMPROVEMENTS (105-150)

Inflow and Infiltration (2020)- This is a modified project request. The purpose of this project is to make repairs to the sanitary sewer system to eliminate extraneous water. The existing fund balance of $99,587 is requested to be carried forward to FY 2000-2004 CIP with an additional $625,000 requested over the five-year CIP to complete this project. This is a rehabilitation project.

Odor Control System (2045) - This is a modified project request. The project will provide for the installation of an odor control system at the most offensive lift stations. The existing fund balance of $109,717 is requested to be carried forward in the FY 2000-2004 CIP. An additional $173,600 is requested to complete this project. This is a rehabilitation project.

Longhill Gravity Main (Wallace Estates) (2050) - This is a modified project request. This project provides for the extension of mandatory gravity sewer which eliminates the need for additional lift stations, force mains, and reduce the number of existing lift stations. The existing fund balance of $389,640 is requested to be carried forward in the FY 2000-2004 CIP. A total of $75,000 is requested to complete this project. This is a rehabilitation project.

Tutter's Neck Force Main (2063) - This is a new project that involves the replacemen~ of failing 6-inch sewer force main on Tutter's Neck in Kingsmill. $200,000 is requested to be set aside for this project in FY 2000 and FY 2001. This is a replacement project.

Sewer System Improvements (2100)- This is a modified project request. This project will provide funds for sewer system improvements during the next five years. The existing balance of $59,701 is requested to be carried forward in the FY 2000-2004 CIP while an additional $1,800,000 is required to complete this project. This is a rehabilitation project.

Page E-12

Right-of-Way Clearing (2105)- This is a modified project that involves the clearing of brush and trees along approximately 60 miles of right-of-ways held by the JCSA. This project helps reduce inflow and infiltration by eliminating threats to water and sewer lines such as root growth. A total of $250,000 is requested over the five-year CIP to complete this project. This is a rehabilitation project.

Lift Station 6-8 (Depot Street) Upgrade (2150)- This is a modified project request. The project will provide for the complete rehab to LS 6-8 located at 122 Depot Street in Toano. The existing fund balance of $392,840 is requested to be carried forward in the FY 2000-2004 CIP. An additional $17 50,000 is requested to complete this project. This is a rehabilitation project.

Lift Station 7-2 (Burton Woods) Upgrade (2215)- This is a new project request. This project will include replacing the existing structure, upgrade the motor control center and wet well improvements. A total of $17 5,000 is requested in FY 2000 to complete this project. This is a rehabilitation project.

Lift Station Wet Well Cleaning Contract (2250)- This is a new project request. This contract would provide for annual cleaning of all Lift Station wet wells to remove grease and grit. This type of service is required to prevent sewer spills and damage to station pumps and generators. The existing fund balance of $112,000 is requested to be carried forward in the FY 2000-2004 CIP. An additional $130,000 is requested to continue this service on an annual basis. This is a rehabilitation project.

Lift Station Access Road Improvements (XXX)() - This is a new project request. This request will provide funds to make improvements to access roads for LS 1-2, 1-6, 3-2, 3-5, 6-2, and 6-3. A total of $100,000 is requested in FY 2000 to complete this project. This is a rehabilitation project.

Lift Station Wet Well Rehabilitation (XXXX)- This is a new project request. This contract will provide for leak repair, root intrusion, and structural defects in facility wet wells. It is anticipated that six to eight stations will be identified in the initial study. A total of $275,000 is requested to complete this project. This is a rehabilitation project.

Lift Station Dry Well Rehabilitation (XXXX)- This is a new project. This contract will provide for leak repair, improving atmosphere (humidity) and paint walls/equipment. It is anticipated that six to eight stations will require this rehabilitation. A total of $195,000 is requested to complete this project. This is a rehabilitation project.

Lift Station 1-2 (John Tyler Highway) Replacement (XXX)() - This is a new project request. This project will provide for a new facility replacement with more capacity and capability to discharge directly into HRSD force main. A total of $2,450,000 is requested to complete this project. JCSA will explore the possibility of sharing costs with HRSD. This is a replacement project.

Gravity Sewer Survey (XXX)() - This is a new project request. The purpose of this study is to survey existing trunk sewers and establish a hydraulic model. This model would allow the JCSA to monitor the trunk sewers and ensure that adequate capacity is available. A total of $25,000 is required to complete this survey. This is a rehabilitation project.

Monticello A venue Extension Force Main (XXXX) -This is a new project request. This project will provide the force main linkage between Lift Station 1-2 along Monticello Avenue to Longhill Road where it will tie into the HRSD force main. A total of $2,495,000 is requested to complete this project. JCSA will explore the possibility of sharing costs with HRSD. This is an expansion project.

Page E-13

T -

7. OTHER PROJECTS (105-160)

Tewning Road Expansion (3005) - This is a modified project request. The purpose of this project is to escrow funds for expansion of Tewning Road facilities. Tewning Road activities have no room for expansion. Continued growth will require acquisition of additional land and new operational facilities. The existing fund balance of $400,000 is requested to be carried forward in the FY 2000-2004 CIP. An additional $500,000 is requested for this five year plan. This is an expansion project.

Tewning Road Facility (3050) - This is a new project request. This request would provide funds to construct a employee ready room facility and warehouse chemical eye wash/shower station. A total of $86,000 is requested in FY 2000 for this project. This is an expansion project.

Heayy Equipment (3085) - This is a modified request to replace several heavy equipment items. Scheduled equipment replacement includes replacement of a trencher, dump truck, and eight-inch pump in FY 2000. Two line trucks, crane truck, backhoe, and mini-vac truck are projected for replacement in FY 2001. An all-terrain vehicle, dump truck, Jet-Vac truck, one-ton truck, and backhoe are projected for replacement ofFY 2002. A total of $1,380,000 is requested over the five­year CIP. This is a replacement project.

Grounds Maintenance (3095) - This is a new project request. The purpose of the project is to outsource the ground maintenance for all JCSA facilities. There are currently 107 facilities that would require grass cutting and plant trimming. A total of $35,000 is requested on an annual basis to support this contract. This is a rehabilitation project.

Page E-14

DESCRIPTION

Water Supply (105-100)

1015 Water Supply Escrow

1050 SCADA ll 00 Tank Coatings

XXXX W-5 (Ewell Hall) Upgrade

Water Distribution (105-110)

1140 James Terrace

1150 Water Systems Improvements 1190 Automatic Meter Reading System

1205 Ewell Hall Waterline Replacement

Water Storage (105-120) 1240 Water Storage Escrow

PREVIOUSLY

FUNDED (MEMO ONLY FY 00

$1,960,308 781 ,689

106,842

0

Subtotal 2,848,839

380,372

100,000

332,431

100,000 Subtotal 912,803

$1 ,159,414

300,000

200,000 150,000

1,809,414

350,000

100,000

170,000

350,000

970,000

767,600 300,000 Subtotal 767,600 300,000

Water System Acquisition (105-130) 1300 Water System

Water Transmission (105-140)

1495 Transmission Main Improvements 1505 Alternate Route 5 Betterment

Sewer Improvements (105-150)

2020 Inflow & Infiltration

2031 LS 1-5 (Windsor Forest) Pump Replacement 2045 Odor Control System

2050 Longhill Gravity Main (Wallace Estates)

2063 Tutter's Neck

2100 Sewer System Improvements 2105 Right-of-Way Clearing

2150 LS 6-8 Upgrade (Toano) & Force Main 2215 LS 7-2 (Burton Woods) Genset

300,000 50,000 Subtotal 300,000 50,000

527,318 250,000

---::-3:-::2~,4:-:-00::- 250,000 Subtotal 559,718 500,000

$99,587

8,380

109,717

389,640

0

59,701 50,000

392,840

5,615 2250 Lift Station Grease/Grit Removal Contract Services ll2,000

0

0 0

0

0

0

$ 225,000

8,000 0

75,000

100,000 300,000

50,000 175,000

175,000

0 XXXX Lift Station Access Road Improvements

XXXX Lift Station Wet Well Rehabilitation XXXX Lift Station Dry Well Rehabilitation

XXXX LS 1-2 (John Tyler Highway) Replacement

XXXX Gravity Sewer Survey XXXX Monticello Avenue Extension Force Main

Other Projects (105-160)

3000 Contingency 3005 Tewning Road Enhancements

3050 Tewning Road Facility 3085 Heavy Equipment

3095 Grounds Maintenance

Subtotal 1,227,480

99,077

400,000

42,303

54,326

35,000

100,000 35,000

35,000 240,000

25,000

165,000 1,708,000

50,000 100,000

86,000

170,000

35,000

FY01 FY02 FY03 FY04 TOTAL

$1,666,147 $2,227,025 $4,101,811

0

50,000

0

$5,281,776 0

50,000

0

$14,436,173

300,000 500,000

150,000

0 0 100,000 100,000

0 0 --:--:::-:-::-:-:::-

1,766,147 2,327,025 4,151,811 5,331,776 15,386,173

0 100,000

170,000 0

270,000

100,000

100,000

50,000 50,000

300,000

205,000 505,000

$50,000

45,000

93,600 0

100,000 375,000

50,000

0

0

65,000

0

120,000

160,000 1,118,000

0

804,000

2,980,600

50,000 100,000

0

300,000

35,000

0 0 200,000 200,000

170,000 0 0 0

370,000 200,000

0

200,000 0

0

200,000

350,000 800,000 510,000 350,000

2,010,000

250,000 0 0 650,000 250,000 0 0 650,000

50,000 50,000 50,000 __ 250,000

50,000 50,000 50,000 250,000

200,000 200,000 200,000 1,150,000

-----=-0 0 0 455,000 200,000 200,000 200,000 1,605,000

$150,000

0

0

0

0

375,000

50,000 0

0

0

0

120,000

0

1,092,000

0 763,000

2,550,000

50,000 100,000

0 510,000

35,000

$150,000

0

80,000

0

0

375,000

50,000

0

0

65,000 0

0

0

0

0 763,000

1,483,000

50,000 100,000

0

200,000

35,000

$50,000

0

0

0

0

375,000

50,000 0

0

0

0

0

0

0

0

0

475,000

0

100,000

0 200,000

35,000

$625,000

53,000 173,600

75,000

200,000

1,800,000

250,000 175,000

175,000

130,000

100,000

275,000 195,000

2,450,000

25,000

2,495,000

9,196,600

200,000 500,000

86,000 1,380,000

175,000

Subtotal 630,706 441,000 485,000 695,000 385,000 335,000 2,341,000

GRAND TOTAL $7,247,146 $5,778,414 $6,156,747 $6,442,025 $6,469,811 $6,591,776 $31,438,773

Page E-15

I I I I I I I I I I

• Other Funds I I I I ..

I I I I Bruton Parish Drawing by Sakphany Roum

DESCRIPTION OF SERVICES

To promote self-reliance and protection for James City County residents through the provision of community based services.

GOALS

1. Child Protective Services: To expand prevention efforts and promote family preservation. 2. Benefits Pro~:;ram: To provide fmancial assistance to eligible residents. 3. Adult Services: To maintain the elderly and disabled in the community through the provision of

support services.

BUDGET SUMMARY FY99 FYOO FYOO Budget Adopted Plan Adopted

Revenues:

From Federal/State $ 1,993,501 $ 1,993,501 $ 2,238,744 General Fund and Fund Balance 840,040 840,040 929,316 Grant 10,284 10,284 10,284 Local Share Comprehensive 66,856 71,202 66,856 State Share Comprehensive 81,714 87,025 87,025 Schools Comprehensive Services 81,714 87,025 87,025

Total $ 3,074,109 $ 3,160,004 $ 3,419,250

Expenditures:

Administration $ 2,081,706 $ 2,152,633 $ 2,181,516 Public Assistance 165,815 165,815 420,723 Purchased Services 566,192 566,192 538,647 Comprehensive Services Act 148,570 158,227 158,227 Local Non-Reimbursable 13,712 13,712- 19,400 Grant Programs 81,714 87,025 13,712 Comprehensive Services - Schools 81,714 87,025 87,025

Total $ 3,074,109 $ 3,160,004 $ 3,419,250

Local Funding $ 906,896 $ 982,169 $ 996,172

Page F-1

AUTHORIZED POSITIONS

FY99 FYOO FYOO Budget Adopted Plan Proposed

Full-time Permanent: Social Services Director 1 1 1 Social Work Supervisor 5 5 5 Chief of Services 1 1 1 Chief of Eligibility 1 1 1 Eligibility Supervisor 2 2 2 Social Worker 10 10 10 Case Aide 3 3 3 Administrative Secretary 1 1 1 Account Clerk II 1 1 1 Senior Office Assistant 2 2 2 Senior Eligibility Worker 1 1 1 Eligibility Worker 8 8 8 Fiscal Specialist 1 1 1 Fiscal Specialist Assistant 1 1 1 Automated Systems Specialist 1 1 1 Senior Social Worker 0 0 0 Secretary _l _l _l

40 40 40

Full-time Limited Term: Eligibility Worker 0 0 0 Social Worker 2 2 2 Family Preservation and Support Act 0 0 0 Case Aide 0 0 0 Account Clerk II _Q _Q _Q

2 2 2

Total Full-Time 42 42 42

Part-time Permanent: Senior Office Assistant (2,080 hours) 1 1 1 Social Worker (2,080 hours) _2 _2 _2

3 3 3

Part-time Tempor~: Fuel Assistance Worker (640 hours) 1 1 1

Page F-2

BUDGET COMMENTS

The Social Services budget reflects goals and objectives identified in Goal Four of the County's Strategic Plan; Promoting a Healthy Community. Top priorities in this year's budget include implementation of Welfare Reform and supporting children in Foster Care. James City County was ranked first in the State for founded incidence of child abuse and neglect. Services to an ever increasing elderly population are also a priority. Community Based Social Work will be expanded FY 2000 and a focus on prevention will continue. Services to at-risk youth will be expanded in order to prevent costly placements. Finding avenues to address the high use of cocaine will be explored as a clear link has been identified between drugs and a significant increase in demand for services, such as those order by the Court. An aggressive Welfare Fraud Program will also be expanded.

Administrative expenses include compensation that supports the Market-Based Pay System and an expansion of programs related to the Foster Care and Child Care. The Cost of the Comprehensive Services Act for At­Risk Youth continues to increase and a interagency regional Community Policy and Management Team meets monthly and explores cost effective service delivery. These funds are used only for children in Foster Care.

Other direct services provided by Social Services include Investigation of Child Abuse and Neglect, Home Evaluations and Custody Mediation for the Court, Recruitment and Training of Foster Parents, Family Preservation and Support Services, Parent Education and Training, Job Assistance, Investigation of Adult Abuse and Neglect, Nursing Home Screenings, and services to the Elderly and Disabled.

Financial Programs include Temporary Assistance to Needy Families, Medicaid, Food Stamps, Auxiliary Grants, State and Local Hospitalization, Fuel Assistance, General Relief, and Title IVE Foster Care.

Page F-3

DESCRIPTION OF SERVICES

To foster economic development and self-sufficiency through efficient and effective public transportation services.

GOALS

1. To ensure services meet the social and business needs of our community by supporting economic development and self-sufficiency through Fixed-Route, transportation for the Disabled, and Visitors Shuttle services.

2. To help improve traffic management along Route 60 corridor and support economic development.

BUDGET SUMMARY FY99 FYOO FYOO Budget AdoQted Plan AdOQted

Revenues:

Federal Grants $ 566,085 $ 496,407 $ 500,503 State Grants 142,900 233,600 193,750 County Grants 74,807 74,807 79,807 Other Locality Grants 69,898 50,246 38,000 Farebox Revenues 122,000 130,000 123,000

Total $ 975,690 $ 985,060 $ 935,060

Exp_enditures:

Personnel Expenses $ 320,000 $ 333,800 $ 333,800 Operating Expenses 267,690 247,510 252,510 Visitors Shuttle 333,000 348,750 348,750 Capital Outlay 55,000 55,000 0

Total $ 975,690 $ 985,060 $ 935,060

* Includes $5,000 in expenses/revenues for youth initiative to encourage use by middle and high school children by providing free pass with Student l.D.

** $130,000 for two vehicles to begin service to Casey New Town in FY 01 are funded in the Capital Projects Fund and are shown on page D-18.

Page F-4

*

*

**

T

AUTHORIZED POSITIONS

Full-time Limited Term: Transit Administrator Transit Assistant/Secretary Bus Driver Lead Bus Driver

Part-time Limited Term: Bus Driver

On-Call: Bus Driver

BUDGET COMMENTS

FY99 ~

1 1 2

.l

5

6

4,315 hours

FYOO FYOO Adopted Plan Adopted

1 1 1 1 2 2

.l _l

5 5

6 6

4,660 hours 4,660 hours

FY 2000 budget because capital expenditures are shown in the Capital Projects Fund. There will be a continued focus on the Visitors Shuttle and Fixed-Route/Disabled Transportation Services. Federal Demonstration Revenues for Visitors Shuttle, stability in State revenues, and expanded eligibility of Federal capital allocations for expenses will contain contribution by County and other localities. Capital spending of $130,000 for new buses is 100% funded by Federal and State revenues and is shown on page D-18.

Page F-5

DESCRIPTION OF SERVICES

To promote and support the provision of affordable, decent, safe, and sanitary housing for all County residents and to upgrade housing conditions, public facilities and services, land development patterns, and environmental quality in low- and moderate-income neighborhoods.

GOALS

1. Neighborhood Improvement: To plan, obtain resources, and administer neighborhood improvement projects, which upgrade the physical environment and support self-sufficiency.

2. Low- and Moderate-Income Housing Programs: To identify housing needs of the County's low- and moderate-income families and to obtain resources and administer programs, which address these needs and promote self-sufficiency.

BUDGET SUMMARY

Revenues:

County Contribution Federal and State Grants

Local Innovation CDBG* Section 8 - Administration Homeless Intervention Indoor Plumbing/Rehab Emergency Home Repair

Program Income Fund Balance

Total Revenues

Expenditures:

Personnel Expenses Operating Expenses Capital Outlay

Equipment Housing and Comm. Dev. Programs

Total Expenditures

* CDBG Funds Carryforward

$

FY99 Budget

224,935

100,000 45,200

117,628 150,000

12,236 80,000

134,517

$

SU\.1 566 $ -- .,. $

$

$

334,566 $ 54,500

7,500 468,000

864,566 $

Page F-6

FYOO Adopted Plan

235,370

0 36,000

117,628 150,000

12,236 90,000

124,136

765,370

$

$

341,870 $ 55,500

0 368,000

FYOO AdOQted

235,370

0 49,331

117,628 150,000

12,236 90,000

161,636

816,201

355,201 55,500

7,500 398,000

765,370 $ 816,201

T

AUTHORIZED POSITIONS

FY99 FYOO Budget Adopted Plan

Full-time Permanent: Administrator 1 1 Housing Rehabilitation Specialist 1 1 Housing Specialist 2 2 Community Development Planner _l _l

5 5

Full-time Limited Term: Housing Assistant 1 1 Housing Specialist 1 1 Social Worker* 0.5 _Q

2.5 2

Part-time Limited Term: Senior Office Assistant (1 ,560 hours) 1 1

*Position shared between Community Development and Social Services.

WORKLOAD INDICATORS

Applications Processed Households Assisted

BUDGET COMMENTS

FY98 Actual

241 164

FY99 Projected

400 185

FYOO Adopted

1 1 2

_l

5

1 1

0.5

2.5

1

FYOO Projected

300 190

The FY 2000 Community Development Fund Budget provides for continued operation of County-wide low­and moderate-income housing programs. The FY 2000 Budget County General Fund Contribution equals the County Contribution included in the FY 2000 Adopted Plan. Increases in FY 2000 Budget expenditures compared to the FY 2000 Adopted Plan are funded from increased Federal and State grant revenue as well as from increased program income. The Budget does not include figures for additional Federal and State grant and loan funds, which are subject to award based on competitive applications.

Page F-7

PURPOSE

The County Debt Service Fund provides for the payment of principal and interest on long-term general obligation debt of the County. These debt service payments are usually for a period of 20 years before the bonds are fully repaid. The Warhill debt service, by contract, is being paid over five years.

BUDGET COMMENTS

Fund Balance. The Board of Supervisors, since 1987, has been building a fund balance in the Debt Service Fund to help absorb the expected increases in annual debt service costs resulting from a School expansion and improvement program. This fund balance grew to approximately $8.8 million by FY 1998 and is expected to level off at approximately $2,700,000 in FY 2005. The balance proposed to be the beginning of a funding strategy for future bond issues for public facilities such as new schools.

Revenues. Revenues for the debt service fund are primarily derived from annual contributions from the County's General Fund. When funds are borrowed, they are invested until they are spent. This investment income also is included as a revenue source.

Expenditures. Expenditure budgets are included for the debt service requirements, the repayment of principal and interest on the borrowed monies from previous bond issues. In addition, spending is estimated for contemplated borrowings, as well. These contemplated borrowings include one bond issue proposed for both the Berkeley Middle School expansion and renovation and a new elementary school. These bonds are expected to be issued in May 1999. Although a final financing option has not yet been identified, the County is now working under the assumption that an $8,000,000 lease financing will be the major component of the financing of a 800 mhz trunked radio system.

Assumed Interest Rate

FY 1998 None

FY 1999 VPSA - Schools 19,220,000 5.20%

FY 2000 None

FY 2001 Radio System Lease Financing 8,000,000 approx. 7.00%

FY 2002 None

FY 2003 None

Page F-8

BUDGET SUMMARY

FY 1999 FY2000 FY 2000 Budget Adopted Plan Adopted

FUND BALANCE $ 8,158,578 $ 7,009,078 $ 6,919,006

REVENUES General Fund Contribution - Schools 6,500,000 6,700,000 7,200,000 General Fund Contribution - Other 1,420,000 1,540,000 1,900,000 Transfer Station Lease 1,600,000 0 100,000 Semiannual Tax Proceeds 0 0 925,000 School Capital Grant 0 0 325,756 Proceeds from Refinancing 59,000 0 0 Interest on Bond Proceeds 200,000 200,000 250,000

Total Revenues 9,779,000 8,440,000 10,700,756

Total Revenues and Fund Balance 17,937,578 15,449,078 17,619,762

EXPENDITURES Mathew Whaley (1980) 42,350 39,410 39,410 Rawls Byrd (1987) 39,372 38,214 38,214 Opns Center/Baker (1991) 287,533 275,108 275,108 Lit Fund- Toano (1992) 215,526 209,275 209,275 VRA- Landfill Closure (1993) 1,744,015 173,750 0 VPSA Refunding (1994) 2,779,394 2,539,962 2,539,962 Referendum ( 1994) 901 ,550 878,275 878,275 Referendum (1995) 2,768,234 2,772,034 2,772,034 Warhill (1996) 638,564 638,564 638,564 VPSA- Schools (1997) 1,572,034 1,571 ,234 1,571,234 VPSA - Schools ( 1999) 0 1,584,200 1,883,520 Mainland Farm (1999) 0 0 138,000 Radio System (2001) 0 0 0 Bank/Fiscal Agent 30,000 30,000 30,000

Total Expenditures 11,018,572 10,750,026 11,013,596

FUND BALANCE (Shown as Capital Reserve Fund) $ 6,919,006 $ 4,699,052 $ 6,606,166

Page F-9

T

FY 1999 FY2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005

FUND BALANCE s 8,158,578 s 6,919,006 s 6,606,166 s 5,370,923 s 4,605,884 s 3,575,500 s 2,921,835

REVENUES

General Fund Contribution - Schools 6,500,000 7,200,000 7,380,000 7,560,000 7,740,000 7,920,000 8,100,000

General Fund Contribution - Other 1,420,000 1,900,000 1,800,000 1,800,000 1,800,000 1,800,000 1,830,000

Transfer Station Lease 1,600,000 100,000 0 0 0 0 0

Semi81Ulual Tax Proceeds* 0 925,000 0 0 0 0 0

School Capital Grant 0 325,756 0 0 0 0 0

Alternate Route 5 ** 0 0 0 700,000 0 0 0

Proceeds from Refinancing 59,000 0 0 0 0 0 0

Interest on Bond Proceeds 200,000 250,000 200,000 0 0 0 0

Total Revenues 9,779,000 10,700,756 9,380,000 10,060,000 9,540,000 9,720,000 9,930,000

Total Revenues and Fund Balance 17,937,578 17,619,762 15,986,166 15,430,923 ~145,884 13,295,500 12,851,835

EXPENDITURES Mathew Whaley (1980) 42,350 39,410 36,470 0 0 0 0

Rawls Byrd (1987) 39,372 38,214 37,056 35,898 34,740 33,582 32,424

Operations Center/Baker (1991) 287,533 275,108 264,433 200,435 192,995 190,246 182,309

Lit Fund- Toano (1992) 215,526 209,275 203,025 196,776 190,525 184,275 178,026

VRA- Landfill Closure (1993) 1,744,015 0 0 0 0 0 0

VPSA Refunding (1994) 2,779,394 2,539,962 2,424,655 2,363,226 2,216,585 2,110,962 1,990,697

Referendum (1994) 901 ,550 878,275 855,000 831 ,725 808,094 783,869 759,169

Referendum (1995) 2,768,234 2,772,034 2,756,514 2,745,182 2,752,195 2,773,814 2,790,089

Warhill (1996) 638,564 638,564 0 0 0 0 0

VPSA - Schools (1997) 1,572,034 1,571,234 1,568,754 1,566,157 1,568,390 1,568,837 1,563,849

VPSA - Schools ( 1999) 0 1,883,520 1,833,600 1,783,680 1,733,760 1,683,840 1,633,920

Mainland Farm (1999) 0 138,000 134,100 130,200 126,300 122,400 118,500

Radio System (200 1) 0 0 471,636 941,760 916,800 891 ,840 866,880 Bank/Fiscal Agent 30,000 30,000 30,000 30,000 30,000 30,000 30,000

Total Expenditures 11 ,018,572 11,013,596 10,615,243 10,825,039 ~570,384 10,373,665 10,145,863

FUND BALANCE s 6,919,006 s 6,606,166 s 5,370,923 s 4,605,884 s 3,575,500 s 2,921 ,835 s 2,705,972

(Shown as Capital Reserve Fund)

NOTES:

• These funds are proposed to be transferred from the Capital Budget. For further information, please see Page D-4 .

•• These funds represent the repayment, by VDOT, of an advance made by the County in FY 2000 to the construction of

Monticello Avenue extended, or Alternate Route 5.

Page F-10

L

L

L..

The Magazine Drawing by Sabrina Hu

DEPARTMENT

Board of Supervisors

County Attorney

County Administration

Human Resources

Training and Quality

Performance

Volunteer Services

Registrar

Financial and

Management Services

Accounting

Commissioner of

the Revenue

Real Estate Assessments

Treasurer

Purchasing

Fleet Maintenance

FIT 1 1

PIT 0 0

FIT 3.25 3.25

PIT 0 0

FIT 3.25 3.25

PIT 0 0

FIT 4 4

PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

FIT PIT

0

3

1

0

0

2

2

6

0

6

0

9

0

7

0

8

0

3

0

7

0

0

3

1

0

0

2

2

6

0

7

0

9

0

7

0

8

0

3

0

7

0

1 1 1 1

0 0 0 0

3.25 3.25 3.25 3.25

0 0 0 0

3.25 3.25 3.25 3.25

0 0 0 0

4 4 4 4

0

2

1

0

0

2

2

6

0

7

0

9

0

7

0

8

0

3

0

7

0

Page G-1

0

2.5

0

1.5

0

2

2

6

0

7

0

9

0

7

0

8

0

3

0

7

0

0

2.5

0

1.5

0

3

6

0

7

0

9

0

8

0

8

0

3

0

8

0

0

3.5

0

1.5

0

3

5

0

7

0

9

0

9

0

8

0

3

0

8

0

1

0

3

1

4

4

0

3.5

0

1.5

0

3

1

5

0

7

0

10

0

9

0

9

0

3

0

7

0

1

0

3

1

4

1

4

0

1

0

4

1

4

1

4

0

1

0

4

1

4

1

5

0

3.5 3.5 3.5

0 0 0

1.5 1.5 1.5

0 0 0

3 3 3

1 1

5 5 5

0 0 0

9 9 9

0 0 0

10 10 10

0 0 0

9 9 9

0 0 0

11 11 11

0 0 0

3 3 3

0 0 0

7 7 7

0 0 0

DEPARTMENT

Facilities Maintenance

Grounds Maintenance

Information Technology

Development Mangement

Planning

Code Compliance

Environmental Services

Economic Development

Solid Waste Management

Courts/Judicial

Clerk of the Circuit Court

Commonwealth's Attorney

Sheriff

Police

Animal Control

1.221 1m 1m 1m 1m 1m 1.221 1m 1222 2000

FIT 13

PIT 7

FIT 7

PIT 0

FIT 12

PIT 2

FIT 5

PIT 0

FIT 11

PIT 0

FIT 18

PIT 0

FIT

PIT

FIT 1.5

PIT 0

FIT 15

PIT 2

FIT

PIT

FIT

PIT

FIT

PIT

1

0

9

3

5

0

FIT 6

PIT 0

FIT 50

PIT 0

FIT 2

PIT 0

13

7

7

0

13

1

5

0

11

0

18

0

1.5

0

15

2

1

0

9

3

6

0

6

0

50

0

2

0

13

7

6

0

13

5

0

11

0

18

0

1.5

0

15

2

0

9

3

6

0

6

0

50

0

2

0

Page G-2

14

7

6

0

14

5

0

10 0

18

0

1.5

0

12

2

2

0

9

3

6

0

6

0

51

0

2

0

14

7

8

0

14

1

5

0

10

0

18

0

2.5

0

10

2

2

0

10

2

6

0

7

0

52

0

2

0

14

7

8

0

14

5

0

10

0

18

0

2.5

0

5

2

0

10

2

6

0

7

0

58

2

0

14 14 16 15

7 7 14 13

8 8 8 8

0 0 0 0

15 15 15 16

1 1

5 5 4.5 4.5

1 1 0 0

10.5 10.5 13 13.5 0 0 0 0

14 14 14 14

0 0 0 0

3

0

5

2

0

10

2

7

0

7

0

59

2

0

6

0

3

0

6

1

2

0

10

3

7

0

15

0

60

1

2

1

6

0

3

0

6

1

2

0

10

3

7

1

15

0

60

1

2

1

7

0

3

0

6

4

10

2

8

1

18

0

62

1

2

DEPARTMENT

Fire

EMS

Emergency Services

Radio Maintenance

Central Dispatch

Community Services

FIT 47

PIT 0

FIT 16

PIT 0

FIT

PIT

FIT

PIT

FIT

PIT

FIT

PIT

2

1

1

0

9

2

5

0

Communications and FIT 3

0 Neighborhood Connections PIT

Satellite Office

Parks and Recreation

Extension Service

Total General Fund

JCSA

Transit

Community Development

Social Services

Grand Total All Funds

FIT 2

PIT 0

FIT 17 PIT 1

FIT 5

PIT 0

FIT 325

PIT 21

FIT 49

PIT 0

FIT 6

PIT

FIT

PIT

4

5

0

FIT 31

PIT 4

FIT 416

PIT 29

47

0

16

0

2

1

0

11

2

6

0

3

0

2

0

18

0

4

0

331

19

49

0

6

3

5

0

31

4

422

26

47

0

16

0

2

1

1

0

11

2

6

0

3

0

2

0

18

20.3

4

0

329

39.3

54

0

6

3

7

0

35

4

431

46.3

47

0

16

0

2

1

1

0

11

2

5

0

3

0

2

0

23

24

4

0

335

42

56

0

6

3

7

37

4

441

50

A list of Authorized Positions Per Department begins on Page G-4.

Page G-3

50

1

17 0

1

1

0

11

2

5

0

3

2

0

23

29

3

0

344

47

58

0

6

6

7

1

37

4

452

58

53

1

17 0

1

1

0

11

2

5

0

4

1

2

0

23

29

3

0

350

47

59

0

6

6

7

35

4

457

58

54

1

17 0

1

1

0

11

4

5

0

5

0

54

17 0

1

0

11

4

5

0

6

0

66

1

17 0

1

0

12

4

5

0

6

0

66

1

18

0

1

1

0

14

4

5

0

6

1

2 2 2 3

1 1 0

27.5 28.5 26.5 27

49 49 42 42

3 3 3 3

0 0 0 0

358 374 390 404

72

61

0

6

6

7

74

63

0

6

6

7

74

66

0

5

6

7

1

73

67

0

5

6

7

42 42 42 42

3 3 3 3

474 492 510 525

82 84 84 83

EY.21 EY.28 ~ :EY.llil

Board of Supervisors Eull-Iime Eermanent

Secretary to the Board 1 1 1 1

County Attorney Eull-Iime Eermanent

County Attorney 1 1 1 1

Deputy County Attorney 1 1 1

Assistant County Attorney 0 0 1

Administrative Secretary 1 1 1 1

3 3 4 4

Eart-Iime Eermanent

Office Assistant (1 ,040 hrs) 1 1 1 1

Part-Iime Iemporacy

Law Clerk 480 hrs 480 hrs 480 hrs 480 hrs

County Administration Eull-Iime Eermanent

County Administrator 1 1 1

Assistant County Administrator 1 1

Administrative Aide 1 1

Capital Projects Administrator 1 1 1 1 --- ---4 4 4 4

Eart-Iime Eermanent

Secretary (1 ,040 hrs) 1 1

Eart-Iime Iemporacy

Secretary 0 0 624 hrs 624 hrs

On-Call

Senior Office Assistant 504 hrs 100 hrs 0 0

Human Resources Eull-Iime Eermanent

Human Resource Manager 1 1

Senior Personnel Analyst 1 1

Personnel Analyst 1 1 1

Personnel Assistant 1 1 1 - ---4 4 4 4

Eull-Iime Limited-Term*

Personnel Analyst 0 0 0

*Position funded b~ the Williamsburg Regional Library

Page G-4

.EY..21 EY..2.8 EY.22 F.YJlO

Human Resources, On-Call

Continued Senior Office Assistant 780 hrs 100hrs 100 hrs 100 hrs

Training and Quality Full-Time Permanent

Performance Training and Quality Performance Coordina 1 1 1 1

Training and Quality Performance Analyst 2 2 2 2

Secretary 0 .50 * 0.50 * 0.50 * 0.50 * ---

3.50 3.50 3.50 3.50

Volunteer Services Full-Time Permanent

Volunteer Coordinator 1 1 1

Secretary 0 .50 * 0.50 * 0.50 * 0 .50 * ---

1.50 1.50 1.50 1.50

General Registrar Full-Time Permanent

General Registrar 1 1

Chief Assistant General Registrar 1 1 1

Assistant General Registrar 1 1 1

3 3 3 3

Part-Time Permanent

Assistant General Registrar (1,352 hrs) 1 1 1 1

On-Call

Office Assistant 300 hrs 300 hrs 300 hrs 300 hrs

Electoral Board/ Appointed Electoral Board 3 3 3 3

Elections

Financial and Full-Time Permanent

Management Manager of EMS 1 1

Services Assistant Manager 1 1 1

Senior Administrative Secretary 1 1

Secretary 1 1 1

Mail Clerk 1 1

5 5 5 5

*One-half of full-time position shared between Volunteer Services and Training and Quality Performance.

Page G-5

rrn EL28 IT.22 .EY.OO

Accounting Eull-Iime Eermanent

Accounting Supervisor 1 1 1 1

Senior Accountant 1 1 1 1

Payroll Specialist 1 1 1 1

Account Clerk IT 2 2 2 2

Accounting Technician 2 2 2 2 ---7 7 7 7

Eull-Iime I .imited-Ierm*

Accountant 0 1 1 1

Account Clerk I 0 1 1 1 --- ---0 2 2 2

Eart-Iime Iemporacy

Intern 1,180 hrs 1,000 hrs 1,000 hrs 1,000 hrs

Commissioner of the Constitutional Qfficer

Revenue Commissioner of the Revenue 1 1 1 1

Eull-Iime Eermaoent**

Chief Deputy Commissioner 1 1 1 1

Business License Inspector 1 1 1 1

Deputy ill 0 0 1 1

Deputy IT 2 2 4 4

Deputy I 4 4 1 1

Tax Auditor 1 1 1 1 - ---

9 9 9 9

Real Estate Eull-Iime Eermanent

Assessments Director of Real Estate Assessments 1 1 1 1

Principal Real Estate Appraiser

Senior Real Estate Appraiser 1 1

Real Estate Appraiser 1 1 1 1

GIS/Cartographic Analyst 2 2 2 2

Real Estate Information Specialist 1 1 1 1

Real Estate Technical Assistant 2 2 2 2 --- ---9 9 9 9

* Positions funded by Regional Jail and Juvenile Detention Commission.

**Positions partially funded by the State.

Page G-6

EY..21 .EY.28 .EY..22 £Y..OO

Treasurer Constitutional Officer

Treasurer 1 1 1 1

Full-Time Permanent

Assistant Treasurer* 1 1 1 1

Fiscal Technician* 3 3 2 2

Account Clerk I* 1 1 0 0

Account Clerk II* 2 4 4 4

Accounting Technician* 1 1 3 3

8 10 10 10

Part-lime lempora.~"'

Account Clerk I 1,377 hrs 1,718 hrs 100 hrs 100 hrs

Purchasing Full-lime Permanent

Purchasing Director 1 1 1

Senior Buyer 1 1 1 1

Buyer Technician 1 1 1

3 3 3 3

Fleet Maintenance Full-lime Permanent

Fleet Maintenance Administrator 1 1 1

Shop Foreman 1 1 1

Automotive Mechanic 4 4 4 4

Automotive Inventory Specialist 1 1 1

7 7 7 7

"' Positions approved and partially or totally funded by the State.

Page G-7

.EY..21 IT.28 EY.2.2 .EY..OO

Facilities Management Full-Time Permanent

Facilities Management Administrator 1 1 1 1

Building Maintenance Superintendent 1 1 1 1

Facilities Management Assistant 1 1 1 1

Custodial Supervisor 1 1 1 1

Custodian** 3 3 3 2

Lead Custodian* 0 0 2 2

Building Maintenance Specialist I 2 2 2 2

Building Maintenance Specialist II 1 1 1 1

HV AC/Electrician 2 2 2 2

HV AC Mechanic 1 1 1

Master Electrician 1 1 --- ---14 14 16 15

Part-Time Permanent

Custodian (7 ,020 hrs)** 7 7 7 6

Custodian (9,022 hrs)* 0 0 7 7 --- ---7 7 14 13

~

Custodian 1,850 hrs 1,850 hrs 1,850 hrs 1,850 hrs

Custodian* 0 hrs 0 hrs 338 hrs 338 hrs - ---1,850 hrs 1,850 hrs 2,188 hrs 2,188 hrs

Grounds Maintenance Full-Time Permanent

Parks and Grounds Maintenance Super. 1 1 1 1

Landscape Foreman 1 1 1 1

Small Engine Mechanic 1 1 1 1

Grounds Maintenance Assistant/Specialist 5 5 5 5 --- ---

8 8 8 8

Seasonal Positions

Grounds Maintenance Assistants 2,058 hrs 2,058 hrs 2,058 hrs 2,058 hrs

*Positions were moved from Parks and Recreation, effective FY 1999.

**Positions moved to Courthouse, effective FY 2000.

Page G-8

:EY..21 EY.28 ~ EY..OO

Information Resources Full-Time Pennanent

Management Director of IRM 1 1 1

Data Processing Administrator 1 1 1

Programmer Analyst 1 1 1 2

Programmer Analyst/Integrator 1 1 1 1

Information Center Specialist 1 1

Microcomputer Specialist 2 1

Microcomputer Network Specialist 0 1 2 2

Information Systems Operations Technician 1 1 0 0

Publications Management Supervisor 1 1 1 1

Publications Specialist Iill 2 2 2 2

Telecommunications Network Specialist 1 1 1 1

Graphics Specialist 1 1 1

Records and Imaging Specialist 1 1

Records Center Clerk 1 1

15 15 15 16

Part-Time Pennanent

Publications Specialist Iill (1 ,300 hrs) 1 1

Development Full-Time Permanent

Management Development Manager

Civil Engineer 1 1 1 1

Environmental Specialist 1 1 1

Administrative Secretary** 1 1 0 0

Planning Technician 1 1 1.50 * 1.50 *

5 5 4.50 4.50

Part-Time Limited-Term

Engineering Technician (1,040 hrs) 1 0 0

*One position shared between Development Management and Planning.

**This position was reclassified to a Development Technician in FY 99.

Page G-9

IT.21 EY.28 EY.9.2 rr.oo

Planning and Full-Time Permanent

Development Director of Planning 1 1 1 1

Principal Planner/Zoning Administrator 1 1 1 1

Principal Planner 1 1 1 1

Code Compliance Officer * 0 0 2 2

Planner/Senior Planner 5 5 5 5

Planning Technician** 0 1 1.50 1.50

Administrative Secretary 1 1 1 1

Secretary 1 0 0 0

Landscape Planner 0 0 0 1

Park/Greenway Planner*** 0.50 0 .50 0.50 0.00 --- ---

10.50 10.50 13.00 13.50

Part-Time Temporary

Development Management Technician 375 hrs 0 hrs 0 hrs 0 hrs

Code Compliance Full-Time Permanent

Director of Code Compliance 1

Chief Building Inspector 1 1 1 1

Inspector/Combination Inspector 7 7 8 9

Plans Examiner 1 1 1 1

Permit Technician 1 1 1 1

Senior Permit Technician 1 1 1 1

Code Compliance Officer 2 2 0 0 --- ---

14 14 13 14

Eull-Iim~ Limited-Term

Inspector/Combination Inspector 0 0 1 0

Part-Iime Temporary

Assistant Plans Examiner 0 1,040 hrs 1,040 hrs 1,040 hrs

Office Assistant 0 1,040 hrs 1,040 hrs 1,040 hrs

* Transferred from Code Compliance.

**Position shared between Development Management and Planning

***Position shared with Recreation Administration through 1999.

Page G-10

~=~'~:=-~-~:~ ~,~,~-~'~:~ ~=?~'~'~=~:~ ~ : )~:: :::::{<{:: :·: :,:-:::{-:: ~<{<\ : :-: r-: :-: :-: :-:-: :-=: :-:.( : :-:-: :.:.:.: :::. . . . . ....... ·-·:: .. :: : . : : : :-: : :-:::::::::::::::::::::::: ::: : : : : : : : :-:-:-: :-: : : : ........... .

A.Uiliorize<t P.o$itioriS :Per gepart!llerit ' ;

Environmental

Services

Economic

Development

Solid Waste

Management

Mosquito Control

Full-Time Permanent

Environmental Director

Engineering Inspector

Civil Engineer

Management Assistant

Full-Time Permanent

Economic Development Director

Economic Development Assistant

Economic Development Project Coord.

Full-Time Permanent

Solid Waste Superintendent

Solid Waste Assistant

Convenience Center Attendant I

Convenience Center Attendant II

Part-time Permanent

Recycling/Beautification Coordinator

(1,560 hrs)

Full-Time Temporary

Convenience Center Attendant II

Part-Time Temporary

Convenience Center Attendant I

Uitlall Convenience Center Attendants

Seasonal Positions

Assistant Biologist

Mosquito Control Operator

Page G-11

1

4

0

6

1

1

3

1

2

5

1

2,080 hrs

1

4

0

1

6

1

3

1

1

2

2

6

1

0 hrs

1

4

0

1

6

1

1

3

1

1

2

2

6

1

0 hrs

1

4

1

1

7

1

3

1

1

2

2

6

0 hrs

1,248 hrs 1,248 hrs 1,040 hrs 1,040 hrs

720 hrs 720 hrs 720 hrs 720 hrs

1,160 hrs 1,160 hrs 1,160 hrs 1,160 hrs

500 hrs 500 hrs 500 hrs _ _.:;...;...:_ 500 hrs

1,660 hrs 1,660 hrs 1,660 hrs 1,660 hrs

EY...21 .EY.28 EY..22

Contribution to Courts/ Circuit Court

Judicial

Euii-Iime Eermanent*

Court Administrator 2 2 2

Temporary*

Law Clerk 1,317 hrs 1,317 hrs 1,317 hrs

New Courthouse Eull-Iime Eermanent

Courthouse Superintendant

Custodian***

Part-time Permanent

Custodian (1,040 hours)

Clerk of the Constitutional Officer

Circuit Court Clerk of the Circuit Court

Eull-Iime Other*

Assistant Chief Deputy

Deputy Clerk IV

Deputy Clerk IT

Deputy Clerk I

Senior Clerk Typist

Part-Time Other**

General Office Clerk (2,912 hrs total)

Part-Time Limited-Term**

General Office Clerk (1,560 hrs)

*Positions partially funded by both County and City of Williamsburg.

**Positions funded by the State.

***Positions moved from Building Maintenance

Page G-12

0 0 0

0 0 0 ---

0 0 0

0 0 0

1 1 1

0 1 1

1 1 1

4 3 3

4 3 4

0 1 0 ---

9 9 9

2 2 2

1 1 1

.EY..OO

2

1,317 hrs

1

1 ---

2

1

1

1

3

4

0 ---

9

2

0

•: un rr•·•·••u)•• ::• n·.··•r··••''••·••••·••••?m••·•·•·•·;••·•···•n•·•·•·· H&ulh6ri7.ed. Pri~iti6ns •'Peti ·n;art:ment••···•····•·•··•······ ·

Commonwealth

Attorney

Constitutional Officer*

Commonwealth Attorney

Full-Time Other*

Attorney IV

Attorney ill

Juvenile Justice Attorney I

Prosecutor

Paralegal Assistant

Secretary

Administrative Aide I

Full-Time ljmited Term**

Assistant Commonwealth Attorney II

Part-Time Other*

Secretary (1 ,560 hours)

1

1

0

0

1

1

5

1

0

1

1

1

1

0

1

1

6

0

0

... :::;<·::.::::::.::::::.::::::::::·:·:::;::.:::::.:·=.=.:·::<·=.=::=.=;::::::·:::.::::::: : : : : : : : : ; : : : : : : : : : : : : : : : : : : ; : : : : : : : : : : : : : ~ : ~ : : ~ ; ~ : ; : : : ; : ; ; ; ; ; ; ; ; ; : : : ; ; : .

1

1

1

1

0

1

6

0

1

1

1

1

1

1

7

0

1

Part-Time Temporary**

Law Clerk 1,000 hrs 1,000 hrs 1,000 hrs 1,000 hrs

Sheriff Constitutional Officer*

Sheriff

Full-Time Other*

Deputy Sheriff***

Civil Process Server

Secretary***

*Positions approved and partially funded by the State.

**Positions funded by the County and the City of Williamsburg.

5

1

0

6

1

12

14

***Eight positions added January 1, 1998, when Sheriff combined with City of Williamsburg.

Page G-13

1 1

12 15

1

14 17

EY.21 EY..28 .EY..22 EY..OO

Police Department Full-Time Pennanent

Police Chief 1 1 1 1

Deputy Police Chief 1 1 1 1

Police Major 1 1 1 1

Investigator/Sr. Investigator 6 6 6 6

Lieutenant 6 6 6 6

Property Control Officer 1 1 1 1

Police Officer/Senior Officer/Master

Officer/Recruit 35 35 38 40

Crime Prevention Officer 1 1 0 0

Police Planner/ Analyst 1 1 1 1

Administrative Secretary 1 1 1 1

Police Records Clerk 1 1 1 1

Senior Office Assistant 1 1 1 1 --- ---56 56 58 60

Euii-Iime, Limited-Ienn*

Police Officer 3 4 2 2

Part-Iime Limited-Term

Grant Administrator (780 hrs) 1 1 1 1

Animal Control Euii-Iime Permanent

Animal Warden 1 1 1 1

Deputy Animal Warden 1 1 1 1 --- ---2 2 2 2

Part-Iime Permanent

Deputy Animal Warden (1,560 hrs) 0 1 1

On-Call

Deputy Animal Warden 1,790 hrs 450 hrs 450 hrs 450 hrs

*Grant supported positions.

Page G-14

.EY.21 EY..28 .EY..22 .EYJill

Fire Department Full-Time Pennanent

Fire Chief 1 1 1

Deputy Chief 1 1 1 1

Fire/EMS District Chief 3 3 3 3

Fire/EMS Captain 12 12 15 15

Fire Inspector 1 0 0 0

Deputy Fire Marshal 0 1 1 1

Fire Prevention and Safety Officer 0 0 0

Firefighter/Senior Firefighter/Firefighter 34 35 44 44

Medic/Senior Firefighter Medic/Recruit

Administrative Secretary 1 1 1

54 54 66 66

Part-Time Pennanent

Senior Office Assistant (1,040 hrs) 0 0 0

Senior Office Assistant (1 ,560 hrs) 0 1 1

Emergency Medical SerFuii-Time Pennanent

Fire/EMS Captain 3 3 3 3

Firefighter Medic/Senior Firefighter Medic/ 13 13 13 14

Firefighter/Senior Firefighter

District Chief 1 1 1

17 17 17 18

Emergency Services Full-Time Permanent

Administrative Secretary 1

Part-Time Permanent

Deputy Emergency Services Coordinator 1 1

{1,248 hrs)

Radio Maintenance Full-Time Permanent

Electronics Technician 1 1

Page G-15

Central Dispatch Full-Time Permanent

Emergency Communications Director

Telecommunicator Trainee/

Telecommunicator

Senior Telecommunicator

Part-Time Permanent

Telecommunicator Trainee/

Telecommunicator (4,160 hrs)

Community Services Full-Time Permanent

Office Community Services Manager

Assistant Manager

Administrative Secretary

Senior Human Services Specialist

Human Services Specialist

Communications and Full-Time Permanent

Neighborhood

Connections

Satellite Office

Communications and Neighborhoods

Administrator

Communications/Video Coordinator

Healthy Community Coordinator**

Neighborhood Resource Coordinator

Video Engineer

Communications/Cable Specialist***

Full-Time, Limited-Term

Communications/Cable Specialist***

Healthy Community Coordinator**

Part-Time, Limited Tenn

Communications Specialist (1,040 hrs.)*

Full-Time Pennanent

Citizens Assistance Officer II

Citizens Assistance Officer I

*Partially funded by the City of Williamsburg.

**Position was grant funded through FY 1999.

***Upgraded to full-time permanent in FY 2000.

Page G-16

:EY.21

1

6

4

11

4

1

1

1

1

5

1

0

1

1

0

4

1

0

1

0

1

2

FY.28

1

6

4

11

4

1

1

1

5

1

0

1

1

0

4

2

0

2

EY.22

1

7

4

12

4

1

1

1

1

5

1

0

1

1

0

4

1

2

0

1

2

.EY..OO

1

9

4

14

4

1

5

1

1

1

1

1

6

0

0

0

1

2

3

Satellite Office,

Continued

Parks and Recreation

Part-Time Permanent

Citizen Assistance Officer I (1,040 hrs)

Full-Time Pennaoent

Superintendant of Recreation

Administrative Secretary

Recreation Program Specialist

Recreation Program Coordinator

Sr. Recreation Program Coordinator

Superintendent of Parks

Secretary

Community Centers Administrator

Senior Customer Assistant

Lead Custodian**

Senior Operations and Aquatic Coordinator

Aquatic Coordinator

Automated Systems Specialist

Customer Service Coordinator

Parks and Recreation Director

Deputy Director

Park/Greenway Planner*

Management Assistant

Revenue Development Administrator

Fiscal Specialist

Account Clerk I

Part-time Permanent

Senior Recreation Leader (11,414 hrs)

Lifeguard (9,828 hrs)

Custodian (9,022 hrs)**

Customer Assistant (16,296 hrs)

Senior Customer Assistant (2,418 hrs.)

Park Supervisor (1,469 hrs)

Park Attendant (2,418 hrs)

Fitness Attendant (11,115 hrs)

Office Assistant (1 ,300 hrs)

Senior Office Assisant (1,560 hrs)

*Split with the Planning Division through FY 1999

**Moved to Facilities Management, beginning in FY 1999.

Page G-17

1

1

1

2

4

1

1

1

2

6

2

1

0

1

1

0

0.50

0

1

0

27.5

8

7

7

16

0

1

2

7

1

0

49

1 1 0

1 1 1

1 1 1

2 2 0

4 3 5

1 1

1 1 1

1 1 1

1 1 1

6 5 5

2 0 0

1 1

1 2 2

0 1 1

1

1 1 1

0.50 0.50 1

0 0 0

1 1 1

1 1 1

1 1

28.5 26.5 27.0

8 8 8

7 7 7

7 0 0

14 14 14

2 2 2

0 0 0

9 9 9

1 0 0

0 1 1

49 42 42

"'''Auth6nze<J Po~itions ref" g;aHment:

Parks and Recreation, Seasonal Positions

Continued Recreation Leader

Cooperative

Ext. Service

Senior Recreation Leader

Bus Driver

Lifeguard

Customer Assistant

Park Supervisor

Park Attendant

On-Call

Lifeguard

Fitness Attendant

Custodian**

Customer Assistant

Part-Time Temporary

Account Clerk I

Full-Time Other*

Unit Administrator

Extension Agent

On-Call

Secretary

*Funded primarily by Federal and State Governments.

**Moved to Facilities Management, beginning in FY 1999.

Page G-18

EY21 .EY..28 EY.22 EY.llil

16,413 hrs 24,866 hrs 24,866 hrs 25,482 hrs

2,440 hrs 11,530 hrs 1,964 hrs 2,838 hrs

691 hrs 1,300 hrs 1,300 hrs 1,300 hrs

2,563 hrs 2,563 hrs 2,563 hrs 2,563 hrs

780 hrs 780 hrs 0 hrs 0 hrs

920 hrs 920 hrs 920 hrs 920 hrs

5,856 hrs 5,856 hrs 5,106 hrs 5,106 hrs

29,663 hrs 47,815 hrs 36,719 hrs 38,209 hrs

1,284 hrs

624 hrs

338 hrs

780 hrs

3,026 hrs

1,040 hrs

1

2

3

1,284 hrs 2,246 hrs

624 hrs 624 hrs

338 hrs 0 hrs

780 hrs 1,348 hrs

3,026 hrs 4,218 hrs

0 hrs

1

2

3

0 hrs

1

2

3

0 hrs 520 hrs 600 hrs

2,246 hrs

624 hrs

0 hrs

1,348 hrs

4,218 hrs

0 hrs

1

2

3

600 hrs

Revenues Expenditures

FY 99 Appropriations, As Adopted, May 1998 $76,496,827 $76,496,827

Appropriation adjustments during the year:

Williamsburg Arts Commission 4,750 4,750

Criminal Justice 44,742 44,742

Neighborhood Connections 18,000 18,000

Extension City Program 12,000 12,000

Ventue Grant- Neighborhood Health 3,719 3,719

PHBA Training Program 35,000 35,000

Grove Community Center 4,101 4,101

Emergency Services 16,380 16,380

Storm Debris 400,000 400,000

Total Adjustments 538,692 538,692

FY 99 Appropriations, As Shown in FY 2000 Budget Document $77,035 ,519 $77,035 ,519

Page G-19

...

1999 1999 2000 Increase %

Fund Budget Estimated Budget (Decrease) Change

General $77,035,519 $76,950,200 $84,241 ,200 $7,205,681 9.13%

Virginia Public

Assistance 2,954,754 2,954,754 3,419,250 464,496 4.04%

Transit Company 715,475 715,475 935,060 219,585 30.69%

Community Dev. 864,566 864,566 816,201 -48,365 (2.54%)

Debt Service ll ,018,572 ll,018,572 ll,013,596 -4,976 -0.05%

Service Authority 7,226,883 7,226,883 7,798,551 571,668 7.91%

99,815,769 99,730,450 108,223,858 8,408,089 8.42%

Less Interfund Transfers

From General to:

Virginia Public (787,149) (787,149) (822,756) 35,607 (4.52%) Assistance

Transit Company (74,807) (74,807) (79,807) 5,000 (6.68%) Community Dev. (224,935) (224,935) (235,370) 10,435 (4.64%) Debt Service (7,920,000) (7,920,0002_ (9,000,000) 1,080,000 (13 .64%)

Total Transfers (9,006,891) (9,006,891) (1 0, 137,933) 1,131,042 (0.01%)

Net Total Funds $90,808,878 $90,723,559 $98,085,925 $7,277,047 8.01%

Page G-20

Use of Charges General Other Licenses, Fines Money for

Fiscal Property Local Permits, and and Current Inter-

Year Taxes Taxes Fees Forfeitures Property Services Government Miscellaneous Total

1990 60.2 16.1 7.6 0.3 3.1 3.0 9.6 0.1 100.00

1991 61.2 15.1 6.8 0.4 3.0 4.2 9.1 0.2 100.00

1992 61.3 16.3 6.4 0.2 2.1 4.7 8.9 0.1 100.00

1993 61.9 16.5 6.4 0.2 1.5 5.0 8.1 0.4 100.00

1994 61.8 16.0 6.7 0.1 1.7 4.4 9.1 0.2 100.00

1995 63 .8 14.9 6.4 0.1 2.4 2.6 9.1 0.7 100.00

1996 65 .3 15.3 5.9 0.1 2.3 1.8 9.1 0.2 100.00

1997 65.4 14.6 6.2 0.1 1.8 2.4 9.4 0.1 100.00

1998 64.4 15.9 5.8 0.1 2 2.6 9 0.2 100.00

1999 (Est) 64.6 15.4 5.2 0.1 2 2.2 9.8 0.7 100.00

2000 (Est) 63 14.8 4.9 0 1.9 2.3 13 0.1 100.00

Page G-21

General Other Licenses, Fines Money Charges Fiscal Property Local Permits, and and for Inter-

Year Taxes Taxes Fees Forfeitures ~ Services Governmental Misc. Total

1990 22,124,503 5,947,009 2,809,474 I I2,001 1,151 ,534 1,101,328 3,539,698 42,618 36,828,165

1991 24,702,757 6,098,106 2,746,368 159,877 1,217,563 1,696,107 3,668,422 89,551 40,378,751

1992 26,258,679 6,957,547 2,744,842 90,153 886,001 1,996,818 3,824,865 51,462 42,810,367

1993 29,079,191 7,733,096 3,025,537 82,323 706,209 2,362,134 3,804,648 177,944 46,971 ,082

1994 30,361,525 7,835,113 3,317,734 85,104 825,918 2,139,614 4,464,327 76,700 49,106,035

1995 35,713,477 8,323,191 3,605,026 57,816 1,318,864 1,462,646 5,093,707 365,815 55,940,542

1996 38,372,491 9,024,463 3,478,039 84,700 1,331,642 1,077,228 5,370,083 139,268 58,877,914

1997 42,783,327 9,530,823 4,074,409 65,768 1,172,496 1,577,069 6,136,718 65,082 65,405,692

1998 47,256,166 11 ,652,701 4,278,365 63,930 1,476,152 1,871,793 6,633,267 126,370 73,358,744

1999 (Est) 51,668,937 12,309,876 4,181 ,834 50,000 1,614,000 1,761 ,221 7,811 ,868 577,853 79,975,589

2000 (Est) 53,046,638 12,475,707 4,134,290 50,000 1,614,000 1,903,255 10,912,777 104,533 84,241,200

Page G-22

Ratio of

Total Total Debt Service

Fiscal Debt General to General

Year Principal Interest Service Expenditures* Expenditures

1990 1,247,360 778,646 2,026,006 46,641 ,890 .0434

1991 1,098,750 1,431 ,396 2,530,146 50,227,467 .0504

1992 1,103,820 1,873,162 2,976,982 51 ,954,131 .0573

1993 1,635,015 2,051 ,728 3,686,743 56,442,557 .0653

1994 1,884,000 2,146,525 4,030,525 62,176,407 .0648

1995 1,886,374 2,510,013 4,396,387 65,6ll ,047 .0670

1996 2,576,698 3,594,395 6,171 ,093 72,110,801 .0856

1997 4,075,636 4,188,639 8,264,275 80,469,144 .1027

1998 4,189,360 4,655,804 8,845,164 85,269,633 .1037

1999 (Est) 4,423 ,917 4,212,076 8,635,993 76,950,200 .1122

2000 (Est) 4,966,748 5,270,284 10,237,032 84,241 ,200 .1215

* Includes General and Other Fund Expenditures and the County percentage of School Board Expenditures

Page G-23

Ratio of Net Bonded

Gross Debt Service Net Debt to Net Bonded

Fiscal Household Assessed Bonded Monies Bonded Assessed Debt Per

Year Population Valuation Debt Available Debt Valuation ~ita

1990 36,605 2,294,211,939 17,950,448 3,921,327 14,029,121 .0061 383

1991 37,568 2,577,430,530 23,991,491 5,707,796 18,283,695 .0071 487

1992 38,114 2,714,786,797 30,063,421 6,473,822 23,589,599 .0087 619

1993 38,812 2,842,311,143 30,808,315 4,552,787 26,255,528 .0092 676

1994 40,074 3,038,099,235 29,334,209 4,520,250 24,813,959 .0082 619

1995 41,271 3,209,642,622 37,017,835 6,360,078 30,657,757 .0096 743

1996 42,530 3,604,374,427 71,761,970 8,560,525 63,201,445 .0175 1,486

1997 44,023 3,967,265,891 86,562,168 9,042,174 77,519,994 .0195 1,761

1998 46,377 4,190,025,601 82,453,641 8,158,578 74,295,063 .0176 1,587

1999 (Est) 47,320 4,875,583,680 95,549,724 6,919,006 88,630,718 .0182 1,877

2000 (Est) 49,036 5,133,347,734 90,582,976 6,606,166 83,976,810 .0164 1,713

Counties in the Commonwealth of Virginia are not subject to a legal debt limitation based on a percentage of total assessed value of real estate.

Page G-24

Fiscal Year Real Estate Personal Property *

1990 0.66 4.00

1991 0.71 4.00

1992 0.71 4.00

1993 0.73 4.00

1994 0.75 4.00

1995 0.83 4.00

1996 0.84 4.00

1997 0.87 4.00

1998 0.87 4.00

1999 0.87 4.00

2000 0.87 4.00

*Assessments on vehicles are 100 percent ofNADA loan value, except in 1995 95 percent of loan value

1990-1994 90 percent of loan value

Page G-25

Real Property and Assessed Value Public Service Personal Property

Total Percentage of Percentage

Fiscal Real Personal Public Assessed Estimated of Estimated Year Property Property Service Value Actual Value Actual Value

1990 2,090,930,367 131,051 ,216 72,230,356 2,294,211,939 100.00 **

1991 2,287,576,138 206,325,031 83,529,361 2,577,430,530 100.00 **

1992 2,396,309,200 221,715,103 96,762,494 2,714,786,797 100.00 **

1993 2,495,077. 700 239,120,013 108,113,430 2,842,311 ,143 100.00 **

1994 2,627,964,000 286,320,401 123,814,834 3,038,099,235 100.00 **

1995 2,890,167,090 325,746,537 126,513,888 3,342,427,515 100.00 **

1996 3,115,601,694 359,787,791 128,984,942 3,604,374,427 100.00 **

1997 3,443,111 ,310 391 ,877,787 132,276,794 /4 3,967,265,891) 'l? 100.00 **

1998 3,650,018,019 399,249,984 140,757,498 4,190,025,501 100.00 **

1999 (Est) 4,308,806,049 423,204,983 143,572,648 4,875,583,680 100.00 **

2000 (Est) 4,538,306,351 448,597,282 146,444,101 5,133,347,734 100.00 **

** Personal Property assessed as follows: Mobile Homes at 100 percent of Estimated Actual Value: Machinery and Tools at 25 percent of capitalized cost; Vehicles for 1990- 1994, at 90 percent ofNADA loan value, 95 percent for 1995 and 100 percent for 1996 and later.

Page G-26

Total

Total Collection %of Collection Collections, %ofTotal

Fiscal Tax of Current Levy of Back Current Collections

Year Levy Taxes Collected Taxes and Back to Tax Levy

1990 22,503,666 21,507,939 95 .58% 438,007 21 ,945,946 97.52%

1991 25,113,810 23,995,535 95.55% 396,316 24,391 ,851 97.13%

1992 26,386,984 24,913,667 94.42% 931,835 25,845,502 97.95%

1993 28,763,519 27,486,387 95 .56% 1,406,586 28,892,973 100.45%

1994 30,350,604 29,194,971 96.19% 951,160 30,146,131 99.33%

1995 35,239,005 34,207,469 97.07% 1,055,718 35,263,187 100.07%

1996 38,099,756 36,987,047 97.08% 900,916 37,887,963 99.44%

1997 41,352,732 40,582,157 98.14% 966,829 41 ,548,986 100.47%

*1998 79,301,223 68,720,545 86.66% 1,013,929 69,734,474 87.94%

** 1999 (Est) 52,142,787 50,243,437 96.36% 3,325,918 53,569,355 102.74%

2000 (Est) 56,835,638 54,766,821 96.36% 1,108,639 55,875,460 98.31%

* In 1998, twice a year tax collections were implemented. The tax levy for the six months ending June 30, 1998, was $23,682,110. Percentage of collections of tax levies due in FY 98 equal95 .656%.

**Collection ofBack Taxes includes collections from six-month tax levy in the year ending June 30, 1998, that are collected in FY 99.

Page G-27

FY 98 Property Percent of

Name Taxes Assessed County Total

1. Anheuser-Busch, Inc. $5 ,854,791 8.27

2. Busch Entertainment 1,638,948 2.31

3. Busch Properties, Inc. 930,344 1.31

4. Ball-Metal Containers 910,224 1.29

5. Powhatan Associates 756,017 1.07

6. Owens-Brockway, Inc. 659,595 0.93

7. Williamsburg Landing 512,759 0.72

8. Virginia Power 504,584 0.71

9. Horizon/Glen Outlet 453,382 0.64

10. Riverside Healthcare Associates 408,832 0.58

11 . Greensprings Plantation 363,249 0.51

12. Stonehouse, Inc. 348,461 0.49

Totals $13,341 ,186 18 .83

Page G-28

Total

Fiscal Total Institutional Household Number of Persons Per

Year Population Population Population* Households Household

1990 36,605 838 35,767 13,783 2.6

1991 37,568 874 36,694 14,250 2.6

1992 38,114 785 37,329 14,610 2.6

1993 38,812 719 38,093 14,651 2.6

1994 40,074 601 39,473 15,182 2.6

1995 41 ,271 510 40,761 15,677 2.6

1996 42,530 505 42,025 16,163 2.6

1997 44,023 664 43,359 16,676 2.6

1998 46,377 785 45,592 17,275 2.6

1999 (Est) 47,320 802 46,518 17,873 2.6

2000 (Est) 49,036 818 48,218 18,506 2.6

* Household population represents total population less population of institutions. Institutional

population figures represent Eastern State Hospital residents from 1990-1996. Institutional population

figures for 1997-2000 include Eastern State Hospital, Virginia Peninsula Regional Jail, and the

Merrimac Center.

Source: Planning Division (End of Second Quarter Data)

Page G-29

Appendix

Fiscal Stress Rank, 1995/96 1 =Highest Stress; 135=Lowest Stress

Locality Rank Norfolk 1

Portsmouth 4 Newport News 10

Hampton 17 Williamsburg 27

Virginia Beach 46 Chesapeake 56 Gloucester 83

I

!

Henrico 104 York 108

James City 114 Chesterfield 122.5

Source: Commission on Local Government

1

Population and Growth Rates 1998

Avg. Ann. Net

State Rank: Locality

Population Growth

Migration Growth

Rate Rate York 57,200 3.6% 29.8% 7

James City 44,600 2.9% 22.5% 12

New Kent 13,100 2.7% 19.7% 13

Chesterfield 246,100 2.0% 9.1% 25

Henrico 247,200 1.5% 8.6% 37

Gloucester 33,900 1.4% 8.7% 40

Williamsburg 12,000 0.6% 4.0% 76

N.News 179,200 0.5% -5.3% 82

Hampton 136,500 0.2% -5.3% 97

Hpt. Ads. 1,492,000 0.6% -2.8%

State 6,791,300 1.1% 4.0% L____

Source: Weldon Cooper Center

2

0 ,-0 Hampton Rds 0

C\1 or-

0 0 0 C\1 Hampton ... c 0

Williamsburg en ·- 1t) c ~ 0 co :+::: (..) Q)

:::J "0' Newport New

,_ c.. 1t) a.. 0 c

0

a... ·u; en

Gloucester 1t) E c or- E 0 ()

CD ..... c

C) James City 1t) Q)

C'\1 E c >. 0

co c. E ..c York co UJ

() C'\1

~ c

~ I 0> 0 1t) 0 1t) 0 1t) 0

,_

c C") C'\1 C'\1 or- or- 0 > CD

or-0 Q)

0 lUa::uad C'\1 (..) I

,_ 0 ::J :..... 0 0

CD 0 (/') C'\1

a...

Building Permit Activity, 1988-1998

800

(/) - 600 E ._ Q)

a_ -0 ._ Q) 400

..0 E :::J z

200

0 ......t. I ......t. I ......t. I ......t. I ......t. I ......t. I ......t. I ......t. I ......t. l ......t. I ......t. <0 <0 ......t.

Single Family/Other• 822 631 350 405 I 438 I 573 I 605 I 580 I 446 I 556 I 746 Condo/Multi-family • 199 80 68 30 32 210 58 241 112 169 140

4

Average Cost of Single Family Residential Units, 1997

$300

$250

en $200 "'0 c cu $150 en :::3 0

..c $100 .....

$50

$0 ~ Ol 3 en cr c """' <C

z I en CD Ol -Ol ::E 3 -"'0 "'0 CD 0 -~ 0

::::::1 z ::0 CD ::E 0

Ol en a.

c._ -< 0 I (j) z I Ol 0 ::::r CD 0 CD Ol 3 """' CD ::::::1 ::E 3 CD

7\ en """' c - ()" 0 :A "'0 en CD CD -0 =t.. 0 en CD 0 - ::::::1 ::::::1

;::::::t: (0" CD -'< """' a.

•1 $259 I $182 I $104 I $101 I $95 I $93 I $87 I $76 $61 $98 I $104

Source: Weldon Cooper Center

5

Median Household Income - 1996

< :I: -· "'C ., (Q ....

• -· ::s :IJ -· 0 Q) Q) Q. tn

$41 I $39

6

en 1999 1998 ro 1997

Q) 1996 +-1 1995 ro 1994 +-1 en 1993 w 1992

- ro 1991 ro+-~ 1990 Q) 0 1989 (t::r- 1988

'+- 1987 ro 0 1986 ·- Q) 1985 s-+-1 0> 1984 en ro 1983

::::J +-1 1982 ""'C c: 1981 c: Q) 1980 - u ........... s- 1979 co Q) 1978 ·- (L 1977 u s- 1976 Q) 1975

E 1974

E 1973 1972

0 1971 () Bet 1970

0 0 0 0 0 0 0 (0 l{) v ('I) N 'II'""" 0 0 0 0 0 0 0 0

•

•

....lo. 0 0 0 0 0 .... .... .... . ~

. . . ~ c.o 0 N en co 0 N c.o 0 0 0 0 0 0 0 0 ())

·6qswennM c 0 D) ;o ..... (/)

lUa}t MaN CD

)iJOA Q) -~~~ sawer

() m 0 en 3 ~ Jalsa:>no1~ Q) -c ~

O:>!JUaH Q) CD ...., --i -· Pla!:JJalSall~ en Q) 0 >< SMaN"N ::J

UOldWeH ;o .... Q) .

N en ~

CD

·BAy alels

'-Q) TOTAL N

c.. N---It)

0) c 0) ·-Q)

~

!I Administratio 0

C) c c N--- Recr/Cultural

.....

co co 'II"" I

..c >< 0)

() w ~ Comm. Dev. II)

N

-co Public Safety 'It

::l c Public Works N

N

c <( Education en

.t:f

Debt Service ..... c:n 'II""

l{) 0 l{) 0 l{) 0 l{) I N N "r" "r" . I

lU8~J8d

•

•

Total Spending Per Pupil, 1997

$8,000

$7,000

$6,000

$5,000

$4,000

$3,000

$2,000

$1,000

$0 :E z J: J: . CD I» 3 z :s 3 tn CD :::!. "C C"

~ 0 .... cc 0 0 - :s c.... 0

$5,441 1$5,161

Source: Virginia Dept of Education

0 ::r CD tn .... CD 3! CD -c.

z ~

" CD :s ....

. -< 0 ... "

$5,083 I $5,064 1 $5,051

10

G) -0 c 0 CD tn .... CD ...

$4,913

en .... I» .... CD

$5,907

•

Local Spending Per Pupil, 1997

$5,000

$4,000

$3,000

$2,000

$1,000

$0 ~~--~--~--~--~~--~--~--~--~ :E 3 t/) C" cc c::

:::t: CD ::::s :::!. n 0

0 ::r CD t/) r+ CD 3, CD Q.

z CD :e " CD ::::s r+

z z CD

~

:::t: Q)

3 "C r+ 0 ::::s

-< 0 "" "

• 1 $4,551 I $2,922 I $2,309 I $1,925 1 $1,895 1 $1,879 1 $1,851

Source: Virginia Dept of Education

11

G) -0 c n CD t/) r+ CD

"" $1,666

en Dr co

$2,921

•

Ratio of Bonded Debt to Assessed Value of Real Estate

3.5

3

2.5

....... 2 c Q) (..) ..... Q)

1.5 a...

1

0.5

0 1989 11990 11991 11992 11993 11994 11995 /1996 /1997 /1998

Percent• ! 0.49 County Goal Limit• 3

0.61 I 0.71 I 0.87 I 0.92 I 0.82 I 0.96 1

1.75 1

1.95 1

1.76 3 3 3 3 3 3 3 3 3

12

Ratio of Debt Service to Total Revenue

16

14

12

10 ..... c Q)

8 u "-Q) a..

6 ·-----

4

2

0 1989 11990 l1991 l1992 l1993 l1994 l1995 l1996 l1997 l1998

Percent• 5.9 5.2 5 5.6 6.4 6.7 6.5 8.5 10.4 10 County Goal Limit• 15 15 15 15 15 15 15 15 15 15

I

_j

• 13