Strategic Plan Accomplishments

The City's 2018-2020 Strategic Plan (updated March 2019 for Council Retreat) outlines priorities, objectives, strategies, actions, and targets to accomplish over the next five years.

2016-2020 Strategic Plan Performance Measures and Accomplishments

Goal 1-A

Goal: Encourage sustainable economic growth and partnerships through business and workforce development

Objective: Increase effectiveness of workforce development efforts by building on existing collaborative partnerships between the City and local organizations

Strategy: Support a comprehensive workforce development strategy

Action Items Benchmark Target By Date 2017 2018 2019 2020
Unemployment Rate1 4.1% 3.9% Fall 2020 3.4% 3.1% 2.7%  
Number of technical education classes and STEM classes offered at Winchester Public Schools and at Lord Fairfax Community College 30 33 Fall 2020 30 30 33  
Produce and distribute resource booklet for workforce partners None Exists Completed Fall 2018 Partnering with
VWC
In Progress In Progress  
Number of apprenticeships and employer-based on-the-job training opportunities 5 7 Fall 2020 8 22 22  
Produce and distribute resource booklet for underemployed and persons with limited education and skills Non Exists Completed Fall 2017 Completed - - -

1Virginia Unemployment Commission

Goal 1-B

Goal: Encourage sustainable economic growth and partnerships through business and workforce development

Objective: Increase effectiveness of business retention, attraction and expansion efforts

Strategies:

  1. Develop comprehensive business development strategy
  2. Support the growth and expansion of small businesses in targeted and tourism-related industries
Action Items Benchmark Target By Date 2017 2018 2019 2020
Vacant commercial real estate 7.8% 7.6% Fall 2020 3.6% 3.6% 6.7%  
Appreciation of all properties2 4% Bi-Annually 5% Bi-Annually Fall 2020 5.7% N/A   -
Total assessed value of real estate $2,915,293,372
(2015)
$3.1B Fall 2020 $3.082M N/A $3.2 N/A
Number of jobs3 24,605 25,800 Fall 2020 25,888 26,756 26,826  
Number of jobs paying above median wage4 13,682 13,900 Fall 2020 15,432 14,352 14,805  
Private sector investment through Public Private Partnership with EDA $0 $15M Fall 2020 $0 $11,385,500 0  
Identify and attract new businesses to Winchester 0 5 Fall 2020 N/A 4 4  
Number of incubator projects 0 1 Fall 2019 0 0 0  
Direct contacts with site selectors 0 10 Annually 0 10 7  
Number of Enterprise Zone packages created 12 20 Fall 2020 12 12 16  
Number of MOU's between EDA and private sector entities incentivizing mixed use development 0 3 Fall 2020 0 3 2  
Produce and distribute small business attraction promotional material None Exists Completed Spring 2018 In Progress In Progress In Progress  
Number of Enterprise Zone applications 4 4 Annually 7 23 16  
Amount of economic incentives awarded per year $145,000 $159,500 Annually $216,104 $388,846 $363,393  
Business visits and assistance outreach updated in Business Retention and Expansion tracking software 0 30 Annually 0 51 39  
Entrepreneur retention program None Exists Implemented Summer 2018 Part of EDSP In Progress In Progress  

2Co-Star, 3CAFR (2015), 4VA Employment Commission

Goal 1-C

Goal: Encourage sustainable economic growth and partnerships through business and workforce development

Objective: Support local businesses through destination branding and marketing to visitors

Strategy: Improve overall Tourism strategy to promote Winchester to a broader audience

Action Item Benchmark Target By Date 2017 2018 2019 2020
Hotel tax revenues5 $944,990 $1,040,000 Spring 2018 $974,564 $1,001,770 $1,003,812  
Unique website visits-visitwinchesterva.com 169,100 200,000 Spring 2018 192,761 297,823 395,025  
Number of people utilizing the Visitor Center 14,112 14,500 Spring 2018 11,251 11,087 10,426  
Bounce rate average on visitwinchesterva.com 56.7% 45.0% Spring 2018 64.4% 61.8% 61.73%  
Social media followers (Facebook) - Tourism 3,820 4,200 Spring 2018 4,395 4,932 5,685  
Social media reach (Instagram) - Tourism 300 450 Spring 2018 1,121 1,683 2,108  
Unique website visits-oldtownwinchesterva.com 164,473 175,000 Spring 2018 190,442 115,416 121,835  
Social media followers (Facebook) - Old Town 13,500 15,000 Fall 2020 17,104 19,905 22,433  
Social media reach (Instagram) - Old Town 618 1,600 Fall 2020 1,403 2,201 3,236  
Hotel occupancy rates 66.5% 67.5% Spring 2018 65.8% 66.2% 64.2%  
Hotel REVPAR (revenue per available room) $50.86 $55.00 Spring 2018 $53.96 $56.26 $54.37  
Tourism Strategic Plan None Exists Completed Fall 2018 On hold due
to EDSP
In Progress Pending
Adoption
 
Tourism Brand New Completed Spring 2017 Completed - - -
Tourism Ambassador Program None Exists Implemented Spring 2018 Progressing Implemented - -
Connector transportation from SU to Old Town None Exists Implemented Spring 2019 None Exists In Discussions with SU In Discussions  

5VA Tourism Corporation


Goal 2-A & B

Goal: Promote and accelerate revitalization of catalyst sites and other areas throughout the city

Objectives:

  1. Continue promoting redevelopment/development of previously identified catalyst sites
  2. Identify additional targeted areas and promote redevelopment/development of areas not previously identified as catalyst sites

Strategies:

  1. Advance the redevelop/develop catalyst sites and targeted areas
  2. Advance redevelopment or development of target sites that were not previously listed in the 2011 Comp Plan or Economic Development Master Plan as catalyst sites
Accomplishment Benchmark Target By Date 2017 2018 2019 2020
Assessed values of targeted properties* $129,614,700 $163M Fall 2020 $130.4M $185.4M** $133M  
Amount of private investment in the targeted properties* $1,566,358 $1M Annually $7.6M $1.2M    
Cumulative private investment in Old Town (since mid-80's) $120M $121M Fall 2020 $128M $137.2M $142M  
Number of net new businesses opened in Old Town 12 8 Fall 2020 10 3 3  
Number of site plan reviews and permit applications Average 40
Annually
Average 50
Annually
Fall 2020 48 57 41  
Meadow Branch Avenue Extension - Completed Summer 2016 Completed - - -
Hope Drive Extension and Tevis Street Culdesac - Completed Summer 2020 N/A In Progress -  
East Tevis Street Extension to I-81 - Completed Spring 2018 Underway Completed - -
Economic Development Analysis Strategic Plan - Updated Fall 2018 Underway Completed -  
Comprehensive Plan - Updated Spring 2019 N/A N/A In Progress  
Valley Avenue Improvements Project - Completed Summer 2020 N/A In Progress -  
Updated Historic Winchester Guidelines - Completed Fall 2017 Completed - - -
Install Gateway Signs (5) - Completed  Fall 2020 N/A 2 2  
Conway Street Extended - Completed Fall 2020 N/A N/A N/A  
Electronic Plan Review and Processing None Exists Implemented Fall 2020 N/A N/A In Progress  

*Federal Mogul, Winchester Towers, Old Town (Primary and Secondary), Ward Plaza, and National Fruit
**Added Zero Pak to targeted properties in 2018


Goal 3-A

Goal: Advance the quality of life for all Winchester residents by increasing cultural, recreational and tourism opportunities; enhance and maintain infrastructure and promote and improve public safety

Objective: Increase cultural, recreational and tourism-related opportunities in Winchester

Strategy: Create, coordinate and conduct community events, programs and activities

Action Items Benchmark Target By Date 2017 2018 2019 2020
Number of event days held in Old Town 65 Annually 68 Annually Fall 2020 66 55 76  
Parking revenue during events $6,000 Annually $7,000 Annually Fall 2020 $8,000 $16,684 $56,322  
Number of events held in Jim Barnett Park or
community parks
50 Annually 57 Annually Fall 2020 62 23 27  
Number of event days conducted by Old Town* 17 Annually 19 Annually Fall 2020 18 30 46  
Attendance at City-sponsored events conducted in Old Town 20,000 Annually 22,000 Annually Fall 2020 25,400 27,000 24,000  
Ticket sales from City-sponsored events conducted by Old Town $27,700 Annually $28,000 Annually Fall 2020 $24,500 $30,244    
Number of visitors at Old Town Welcome Center 1,745 Annually 1,950 Annually June 2018 1,904 2,159 2,608  
Number of programs offered for seniors by Parks & Recreation 10 Annually 15 Annually Fall 2020 6 10 5  
Number of programs held in neighborhood parks 7 Annually 10 Annually Fall 2020 0* 3 6  
Online centralized list of community events None Exists Completed Spring 2016 Completed - - -
Special event permitting process - Streamline & 
Improved
Fall 2019 N/A N/A N/A  
Park field analysis - Completed Fall 2018 N/A Completed - -

*Programs previously held at neighborhood parks (i.e. Bubble Van) were moved to the Jim Barnett Park Amphitheater in 2017. Programs in neighborhood parks will be held in neighborhood parks in 2018.

Goal 3-B

Goal: Advance the quality of life for all Winchester residents by increasing cultural, recreational and tourism opportunities; enhance and maintain infrastructure and promote and improve public safety

Objective: Develop and maintain Winchester's infrastructure

Strategy: Complete infrastructure projects that enhance Winchester's quality of life and improves overall transportation safety

Action Items Benchmark Target By Date 2017 2018 2019 2020
Improve citizen survey results concerning traffic flow 50% Satisfied 55% Satisfied Fall 2020 50% N/A N/A  
Improve citizen survey results concerning street lighting 51% Satisfied 55% Satisfied Fall 2020 56% N/A N/A  
Number of bus/RV parking spaces in downtown on 
public property
0 3 Fall 2020 2 2 3  
Linear feet of sidewalk replaced 5,280 Linear
Feet Annually
15,840 Linear
Feet Annually*
Fall 2020 2,000 0 18,040  
Miles of roads repaved 10.18 Lane
Miles Annually

10.00 Lane
Miles Annually

Fall 2020 9.5 0 9.44  
Final leg of Green Circle Trail funding for design
and easements
- Secured Fall 2020 Secured $3M
available in 2020
- -  
Number of adaptive traffic systems installed 3 Total 5 Total Fall 2020 0 0 0  
Miles of water/sewer main replaced 0 6 Fall 2020 0** 0.04 0.5  
Street light improvement plan None Exists Completed Fall 2020 N/A N/A N/A  
City street light retrofitted to LED Some All Fall 2017 All - - -

*Significantly higher due to the upcoming water meter replacement project that will also include sidewalk replacements
**Council adopted water/sewer rate increases to begin water/sewer replacement plan

Goal 3-C

Goal: Advance the quality of life for all Winchester residents by increasing cultural, recreational and tourism opportunities; enhance and maintain infrastructure and promote and improve public safety

Objective: Promote and improve community safety

Strategy: Support and improve existing and new community safety policies and programs

Action Items Benchmark Target By Date 2017 2018 2019 2020
Uniform Crime Reporting 2,436 (2015) 2,250 Fall 2020 2,118 (2016) 2,073 (2017) 2,142 (2018)  
# of CIT certified officers 20 3 Annually Fall 2020 23 33 47  
# of traffic crashes 650 -10% Fall 2020 632 597 1,115  
# of DUI arrests 171 +15% Fall 2020 200 189 150  
# of traffic citations 2,560 +15% Fall 2020 2,959 4,171 3,452  
Fire & Rescue emergency incident response times 3.11 minutes =/<3 minutes Fall 2020 3.42 4.89 4.86  
Cardiac arrest resuscitation rate 46% =/>48% Fall 2020 39.39% 30.77%* 38%  
Advanced Life Support on scene times < 6 minutes < 6 minutes Fall 2020 < 6 minutes
(94.3%)
5.06 4.86  
Drug court operational None Exists Operational Fall 2016 Operational - - -
Fire and Rescue staffing plan (NFPA 1710) None Exists

Implemented

Fall 2020 N/A In Progress In Progress  
Total # of active volunteers who meet responder qualifications 0 35 Fall 2020 28 12 14  
Capital Improvement Plan for City and volunteer fire companies None Exists Completed Spring 2018 N/A N/A N/A  
PACT Model None Exists Implemented Fall 2018 Completed - -  
Body-worn camera program None Exists Implemented Fall 2018 Funding secured Implemented - -
Junior Police Academy Program None Exists Implemented  Summer 2018 N/A Implemented - -
Live fire training facility None Exists Operational Fall 2019 Funding secured Ordered Operational -
City-owned fire and rescue apparatus 0 1 Fall 2019 Funding allocated Ordered 1  
Fire and rescue personnel assigned to suppression apparatus 1 2 Fall 2020 N/A 1 1  

*National Average: 26.3%


Goal 4-A

Goal: Improve City services and advance the strategic plan goals by promoting a culture of transparency, efficiency and innovation

Objective: Implement cost saving innovative internal strategies to improve efficiency

Strategies:

  1. Maintain and enhance the City’s financial health
  2. Promote efficiency throughout all departments
Accomplishment Benchmark Target By Date 2017 2018 2019 2020
Overall quality of life customer satisfaction with City services 70% Satisfied 82% Satisfied Fall 2020 80% N/A N/A  
Increase bond refunding savings through a reduced interest rate 5% 5%* Fall 2020 5% N/A N/A  
Reaffirmed AAA bond rating from current rating agency - Achieved Spring 2019 Achieved - Achieved  
Second AAA bond rating - Achieved Fall 2020 N/A N/A N/A  
Increase amount in capital reserves $500,000 $2M Fall 2020 $500,000 $500,000    
Comprehensive review of City's pay plan - Completed Summer 2017 Completed - - -
NOVATime software In Progress Fully 
Implemented
Spring 2017 Completed - - -
New utility billing software In Progress Fully
Implemented
Spring 2017 Completed - - -
FOIA request management software None Exists Fully
Implemented
Winter 2017 Completed - - -
City-wide career development and succession plan None Exists Fully
Implemented
Summer 2020 N/A In Progress In Progress  
CEMS revision In Progress Completed Fall 2017 Completed - - -
Records Management Policy and Program** None Exists Completed Fall 2020 N/A In Progress In Progress  
CAFR yields clean audit - Achieved Annually Completed - - -
OpenGov Performance Metrics Dashboard None Exists Launch Summer 2018 Purchased Launched - -

*Changed to 5% target due to Federal tax low changes (tax-exempt advanced refunding no longer allowed)
**Draft policy completed

Goal 4-B

Goal: Improve City services and advance the strategic plan goals by promoting a culture of transparency, efficiency and innovation

Objective: Increase government transparency and communication capabilities

Strategies:

  1. Enhance external communication
  2. Enhance employee/internal communication
Action Items Benchmark Target By Date 2017 2018 2019 2020
Satisfaction ratings in citizen survey (communications)-
availability of information
60% Satisfied
(2014)
67% Satisfied Fall 2020 64% N/A N/A  
Satisfaction ratings in citizen survey (customer service) 67% Satisfied
(2014)
72% Satisfied Fall 2020 73% N/A N/A  
Facebook followers 10,217 12,000 Fall 2020 11,000 12,127 14,888  
Twitter followers 2,468 3,500 Fall 2020 3,000 3,427 3,723  
City website sessions 31,000/month 40,000/month Fall 2020 34,348 39,000 36,766  
City website redesign #1 - Completed Spring 2016 Completed - - -
Mass Care web page for emergencies None Exists Completed Fall 2019 N/A N/A N/A  
OpenGov - Budget Transparency Tool None Exists Launch Winter 2016 Launched - - -
NeoGov - Relaunch Fall 20188 N/A Completed - -
Accela board member management software - Launch Winter 2016 Launched - - -
Mobile app None Exists Launch Winter 2017 Launched - - -
Knowledgebase None Exists Launch Spring 2016 Launched - - -
Intranet for City employees - Redesign & 
Improve
Fall 2020 N/A In Progress N/A  
Municode None Exists Launch Fall 2018 Purchased Launched - -
Police arrest log and blotter online - Launch Winter 2017 N/A Launched - -
Forms database on City and PD websites None Exists Launch Fall 2018 N/A In Progress Launched  
City website redesign #2 - Launch Fall 2019 N/A In Progress In Progress  

Goal 4-C

Goal: Improve City services and advance the strategic plan goals by promoting a culture of transparency, efficiency and innovation

Objective: Enhance service delivery to residents, economic partners and visitors

Strategies:

  1. Development Team
  2. Public Safety
  3. Human Services
  4. Support Services
Accomplishment Benchmark Target By Date 2017 2018 2019 2020
City Hall Renovation - Completed Fall 2018* Began Sept
2017
Phase III
in Progress
97% Complete  
GFOA Distinguished Budget Award Yes Achieved Annually Achieved Achieved (6th) Achieved (7th)  
GFOA Certificate of Achievement for CAFR Yes Achieved Annually Achieved Achieved (26th) N/A  
Number of hourly customers using the four  downtown garages 160,000
Annually
170,000
Annually
Fall 2020 164,778 80,921 153,878  
Number of monthly parking space rentals in garages 955 990 Fall 2020 984 1,026 1,141  
Public Safety Radio Communications project - Fully
Implemented
Winter 2016 Implemented - - -
Mass care table top exercise - Completed Spring 2016 Completed - - -
Second active shooter full-scale exercise First exercise:
Sept. 2016
Completed Fall 2017 Completed - In Planning -
Park Master Plan - Update Fall 2020 N/A N/A N/A  
IT Strategic Plan - Update Fall 2020 N/A N/A Draft in Review  
New internal technology assistance request portal (Help Desk) - Launch Summer 2019 N/A Launched - -
Conference room scheduler None Exists Install Winter 2019 N/A Installed - -
Informational monitors in City facilities None Exists Install Winter 2019 N/A Partially
Installed
Installed  
Regional Mitigation Plan - Adopted Fall 2018 Updating Adopted - -
Emergency Operations Plan - Adopted Fall 2018 N/A Adopted - -
Equipment necessary to adequately respond to
active shooter incidents
- Procured  Fall 2019 N/A Equipment
Received
- -

2018 Strategic Plan-

2018-2020 Strategic Plan Final