About Tom

Tom Phillips is a strategic leader and problem solver with primary focus on municipal infrastructure and land development issues from the perspective of private industry. Throughout his 40-year experience he maintains a firm commitment to health and safety and quality metrics with demonstrated expertise in life-cycle cost analysis, execution planning, contractor claims management, development of public-private partnerships, project planning and scheduling.

Highlighting 40-years as senior manager on major construction and engineering projects are significant projects:

  • LNG plant project (Chevron) in Australia working for Bechtel Corp where he was bottom-line responsibility for delivery of $4.5 billion in civil scope,

  • wastewater treatment, desalination (RO) water plants,

  • city and planned unit development (PUD) master planning and infrastructure,

  • utility distribution systems and networks,

  • major transportation projects including highways and bridges,

  • marine facilities including a major port in Abu Dhabi,

  • university campus in Pakistan.

Tom spent nearly 2-1/2 decades of his career working and living in 9 countries including Jordan, Egypt, Kuwait, Qatar, United Arab Emirates, Saudi Arabia, Pakistan, Philippines and Australia.

While living in Amman, Jordan between 2003 and 2005 Tom served on the school board of the American School and was a board member of a school in Peshawar, Pakistan for the period 1990 - 1992.

Tom is currently employed as a Sr. Project Manager with Lane Construction responsible for leading proposal strategies for major transportation projects in the Hampton Roads area and he is a member of the American Water Works Association.

Mr. Phillips holds a BSBC from Virginia Polytechnic Institute and State University, Blacksburg, Virginia and he is married to Nadia Phillips for 32 years; they have 3 grown daughters all of whom are graduates of William & Mary.

Strategic Potable Water Plan for James City County

This proposed strategy prepared by Tom Phillips outlines a plan for development of potable water (PW) supply and distribution for JCC including consideration and evaluation of options and alternatives, including but not limited to:

  1. Evaluate use of the Cranston’s Mill Pond as a secondary supply source (circa 4.0-mgd)
    1. Treatment requirements
    2. Depends on DEQ permit
  2. Evaluate 2-stage brackish water reverse osmosis (BWRO) desalination plant on either the York or Chickahominy Rivers, 12-mgd output capacity (ultimate) 
    1. phase in increments of output (i.e. 4-mgd, 8-mgd, 12-mgd)
    2. study to site select
  3. Compare conventional filtration plant vs. desalination (BWRO)
  4. Evaluate recharging the aquifer through Sustainable Water Initiative For Tomorrow (SWIFT) delivery to eliminate need to conserve ground water and continue well water supply as primary source.
    1. Review results of pilot tests and costs to drill/recharge aquifer
    2. Time period for aquifer recharging; determine how verified
  5. Propose modifications and adjustments to the Central Water System area (without necessarily expanding high density housing)
  6. Evaluate feasibility of Design-Build-Finance-Operate-Maintain (DBFOM) delivery for new treatment plant (desal plant) through private sector water market to limit funding of development and operation by JCC
    1. Evaluate alternatives for higher output plant to consider sharing supply with adjacent counties
  7. Address independent water systems (community wells) that are located external to the PSA, determine long term plan (possibly phase out) [2 of these are already under JCSA]
  8. Consider disengaging from NNWW agreement providing the right to purchase PW to avoid potential deficit demand beginning in 2028.  Meet PW demands through other solutions.
    1. Evaluate renegotiating the existing NNWW agreement.
  9. Determine those long-term ground water withdrawals from the aquifer that should remain operational (19 wells including 5 at Five Forks) [currently 5.4-mgd]
  10. Convert PW disinfection process to UV when possible for preferred environmental approach and improved safety
  11. Assess future PW demands through current population data and number of connections (note decline in water use between 2011 and 2013)
  12. Development of an irrigation network capturing and using treated sewage effluent (TSE) for irrigation purposes (i.e. to irrigate golf courses and parks).



  • Public Safety – I intend to work to improve key areas of public safety involving support to our police department to ensure they have the resources needed to effectively execute their duties and to mitigate the increase in the crime rate of the county.  I will also support the EMS services through additional resources to ensure that all residents of the county can be reached within the 6-minute zone. EMS staff can be enhance by using volunteers.  A strong volunteer staff recruitment program is needed.


  • Restrain spending - As a fiscal conservative, I’ll look for ways to avoid tax increases.  The upward trend toward increasing tax revenues to support government’s involvement in projects and programs that are not the County government’s primary area of responsibility is not on my plate.  I’m also not a believer in the practice of deficit spending.


  • Develop a long-term solution to meeting the County’s need for potable water.  All indications are that water demand volumes for JCC are rising and restrictions by DEQ on ground water withdrawals and additional payment due to NNWW in 2019 under the existing agreement make this an urgent issue demanding viable alternatives.  I pledge to work with the Board, JCSA, DEQ and other agencies to determine an economical solution that provides JCC with a solution to meet its water demand requirements and one that provides control of the rates being paid by County residents. My Strategic Potable Water Plan for James City County outlines how I support evaluating all available PW supply alternatives.


  • Improve economic development of the County by encouraging viable investors offering light industrial and commercial opportunities.  I plan to work diligently with Economic Development to promote and generate investment. I am concerned that we are not attracting new businesses to JCC and commercial and industrial enterprises are critical to the economic health and growth of the County. The lack of growth in the number of jobs is evidence of this.


  • Provide transparency by adopting use of the on-line checkbook for all county citizens to see how our local government is spending.