Annual Report to City Council

2018 Annual Report to City Council

Table of Contents

Progress Report Matrix 7

City Council Goals & Initiatives

Goal 1: Grow the Local Economy 19 Goal 2: Create a Financially Sustainable City Providing Excellent Services 37 Goal 3: Improve Transportation System 53 Goal 4: Revitalize Neighborhoods and Plan for the Future 65 Goal 5: Be a Competitive, First Class Resort for Residents, Businesses and 73 Tourists Goal 6: Be the Safest City in Virginia 91 Goal 7: We are an Inclusive Community that is Welcoming and Empowers 101 All Goal 8: Our Community has World Class Schools and Educational 111 Programs Goal 9: Data and Technology are used to Enhance Community Livability, 123 Prosperity, and Sustainability Goal 10: City Assets and Infrastructure are Well Maintained and Meet 141 Community Expectations

Striving for Excellence – Bottom Line 155

Index 159

Progress Report Matrix

Goal 1: Grow the Local Economy

Objectives • Pursue opportunities for Research & Development (R&D) and medical related businesses. • Develop Burton Station as major business center and neighborhood community. • Retain and grow existing businesses. • Expand higher paying job opportunities. • Expand skill based training through partnerships with School Division, Tidewater Community College, and other education institutions preparing for 21st Century job opportunities. • Attract new “targeted” businesses, biomedical, health care and life sciences, finance, insurance and real estate, information technology and professional services, advanced manufacturing, retail. • Enhance opportunities for citizens to increase wealth and prosperity. • Be recognized as the Regional Center for Innovators and Entrepreneurs. Council Initiatives • Agriculture Business Analysis and Expansion Strategy • Arts & Humanities Commission Funded Programs 2018 • Bioscience Business Development • Bonney Road Development • Burton Station SGA/Northampton Corridor Development • Class “A” Office Space • Cyber Security Industry Development • Economic Development Small Business and Diversification Strategy (SWaM) • Farmer’s Market Business Development • GTS Advanced Materials R&D and Production Center • Historic Kempsville Quad “C” Development • London Bridge Commerce Center • Lynnhaven Corridor Improvements • Pembroke SGA Zoning • Princess Anne Road/TCC Hotel Project • Regional Branding • Town Center Expansion (Beyond Core Area) • Town Center Phase VI • Trans-Atlantic Cable Landing • ViBe Creative District Matching Grant Program • Workforce Development (including TCC and other institutions)

7 Goal 2: Maintain a Financially Sustainable City Providing Excellent Services

Objectives • Deliver City services in the most cost-effective manner • Maintain “AAA” bond rating • Expand public understanding price of government linking to the cost of services and citizens’ expectations, needs and the ability to pay • Increase satisfaction with easy access to City service • Increase citizen involvement and engagement

Council Initiatives • ARP Evaluation and Direction • City Properties: Inventory, Evaluation and Direction • Develop and Implement City-wide Damage Assessment Program • Disaster Recovery • Disaster Recovery Plan - Infrastructure • Employee Compensation: Policy Review • Historic Kempsville Area Master Plan Implementation • Maintain AAA Bond Rating • Marketing of Excess City and School Property • Master Technology Plan Implementation and Update • Police Staffing Plan • Public Safety Salary Compression • SPSA: Long Term Solid Waste Disposal for Southside Localities • Tourism Investment Program Fund Analysis • Value of Volunteerism

8 Goal 3: Improve the Transportation System

Objectives • Secure adequate funding for transportation projects • Reduce congestion and improve traffic flow • Explore more alternative modes of transportation • Advocate for high speed linking Hampton Roads to Northern Virginia and beyond • Better mass transit by improving frequency and reliability • More flights to Norfolk International Airport • Become a “Test Center” for emerging transportation technologies Council Initiatives

• Autonomous Vehicle Plan • Better Mass Transit by Improving Frequency and Reliability • Bike Construction • Bikeways and Trails Plan Implementation • Bond Referendum for Road Backlog • Centerville Turnpike Widening • Greenwich Flyover - I-64/I-264 Improvement Project • High Speed Rail Advocacy • Indian River Road/Kempsville Road Intersection Improvements • ITA (Interfacility Traffic Area) Study: Update • Lesner Bridge • Local Road Funding – Long Term • Nimmo Parkway – Phase VIIA • Princess Anne Road – Phase VII • Regional Transportation Funding • Roadway Maintenance Program • Shore Drive Infrastructure Improvements • UBER/LYFT Shared Ride Services Regulations • Witchduck Road - Phase II

Goal 4: Revitalize Neighborhoods and Plan for the Future

Objectives • Create a “sense of place” with a 15-minute radius in designated areas • Improve neighborhood infrastructure and City amenities • Reuse aging commercial areas • Use Community Vision, Strategic Growth Area Plans, and Comprehensive Plan to guide future development and land use • Increase home values throughout the City • Protect natural resources and waterways • Update/upgrade and diversify neighborhood aging housing work • Develop flex-use spaces

Council Initiatives

• 2040 Vision to Action Community Coalition • Advocate for Policy, Planning and Fiscal decisions Impacting Housing

Appropriations at the Federal, State and Local Levels

• Chesapeake Beach Sand Replenishment • Cleveland Street Area Development

• Housing Strategy: Policy and Implementation

• Land for Solar Farms; Development

• Sea Level Rise/Recurrent Flooding Comprehensive Analysis • Sherwood Lakes SW Flooding • Storm Water Fee Policy Direction • Thoroughgood House Education Center

10 Goal 5: Be a Competitive, Sustainable Year Round Resort Destination for Residents, Businesses, and Tourists

Objectives • Safer and more inviting environment for families: 24 hours a day • More variety of facilities and activities, including participatory events and local participation • Become year-round destination • Optimize the potential of the Convention Center • Increase residents’ understanding of the value of tourism to the community • Leverage tourism dollars to aggressively brand Virginia Beach as a resort destination City Council Initiatives

• Activate Atlantic Avenue • 19th Street Pedestrian Connection • Baseball Complex at Princess Anne Commons • Cavalier Hotel Preservation • Conduct “Research & Development” to Support Tourism Marketing • Convention Center Business Development • Convention Center Hotel Project • Construct the Darden Marine Animal Conservation Center • Develop a year-round market segments program • Dome Site Development • Expand Public Art Program and Community Art Programs • Owls Creek Marsh Pavilion Enhancement (Phases I & II) • Pacific Avenue Improvements • Public Information and Marketing of Resort to Residents • Resort Area Parking Plan • Sports Center • Support the Upgrade to and Development of Convention Quality Hotels • ViBE Creative District

Goal 6: Be the Safest City in the Nation

Objectives • Maintain lowest crime rate in Virginia with the highest clearance rate. • Have the capacity to deal with mental health issues and needs. • Be prepared for, respond to, and recover from catastrophic events. • Have a well-trained, well equipped public safety staff. • Have community policing that creates a sense of community. • Recruit and retain a top quality public safety workforce.

Council Initiatives

• Body Worn Cameras for Patrol Officers • College Beach Weekend Action Plan • Community Policing Strategy • Develop a Comprehensive Pre- and Post- Disaster Recovery Plan • Develop Continuity of Operations Plan • Develop Updated Evacuation and Shelter Plans to Align with New Evacuation Zone Initiative • Drone Use Policy • Fire Apparatus Replacement • Fort Story Fire Station • Housing Resource Center - Operations • Oceanfront Staffing, Operations and Homeless Outreach • Opioid Service Enhancements • Opioid/Heroin Initiative • Police Staffing Plan • Provide Emergency Preparedness outreach and education to the community including floor insurance education • Public Safety Recruitment and Academy Curriculum • Same Day Access to Behavioral Health Care

12 Goal 7: Be an Inclusive Community that is Welcoming and Empowers All

Objectives • Supportive services available to all residents when needed • Enhance the range of public engagement strategies and methods to build awareness • Have equitable access to city procurement and services • Increase citizen understanding of the city, city services and programs • Present accurate information to the community • Have effective methods of citizen engagement and involvement in the governance process • All citizens feeling welcome Council Initiatives

• African-American Cultural Center: Next Steps • Communication on Major Issues: Strategies and Actions • Disparity Study • Expansion of Behavioral Health Services in Criminal Justice System • Homeless Strategy: Implementation • Housing Resource Center • Mental Health Initiative • Permanent Supportive Housing for Individuals with Serious Mental Illness • Proactive Communication Enhancement Plan

Goal 8: Have World Class Schools and Educational Programs

Objectives • Achieve equitable attainment for a quality education for individuals from birth to adulthood. • Provide a broad range of arts and cultural resources and activities. • Expand the presence of Tidewater Community College and other higher learning institutions. • Collaborate with the school division and the entire community to ensure that all. • Students are successful in school, graduate on time and are productive and engaged global citizens.

Council Initiatives

• Academia Programs Expansion • City Summer Youth Employment: Expansion • Employee Tuition Reimbursement

14 Goal 9: Leverage Data and Technology to Enhance Community Livability, Prosperity and Sustainability

Objectives • Improve City services through strategic use of web-based technologies and systems. • Foster equitable economic prosperity and stability through community access to technology. • All citizens and businesses have access to state-of-the-art broadband services. • Use City public data to spark innovation, promote collaboration, increase government transparency and informed decision making. • Use data in developing City policies and services. • The City is recognized as a leader in technology. Council Initiatives

• Business Revenue and Personal Property Implementation • Data Infrastructure Security Enhancements • Disaster Recovery • Integrated Public Safety Initiative • Legislative Management Implementation • Offshore Wind Energy • PulsePoint Software Implementation

15 Goal 10: Modernize City Assets and Infrastructure

Objectives • Protect water resources. • Maintain high performance infrastructure systems citywide by retrofitting, designing for adaptability and investing in new technologies. • Have an effective storm water management system that is well-designed, well- built, and well-maintained. • Have well-designed, well-built, and well-maintained streets and sidewalks. • Align policies and codes to minimize the effects of storm water runoff for new development and redevelopment. • Prepare city infrastructure for sea level rise. • Have well designed, well-built and well-maintained city buildings and facilities. Council Initiatives

• Aragona Flooding SW Project • Ashville Park SW Flooding • Bayville Creek Neighborhood Dredging SSD • Central Beach District SW Flooding • Chesapeake Beach Sand Replenishment • Chubb Lake/Lake Bedford • City Hall 2020 • Croatan Beach Sand Replenishment • Disaster Recovery Plan - Infrastructure • Little Creek American Field Relocation • Princess Anne/Green Run Little League Direction • Storm Water Fee Policy Direction • Storm Water Management Policies, Planning, and Programs • Storm Water Watershed Management Master Planning, Analysis and Modeling • Virginia Beach Comprehensive Waste Management Strategy • Water Supply: Direction • Windsor Woods, Princess Anne, The Lakes SW Flooding

16 .

Goal 1 Grow the Local Economy

Goal 1 Grow the Local Economy City Council's Priority Initiatives

Agriculture Business Analysis and Expansion Strategy Initiative owned by David E. Trimmer, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: With the three purchases completed thus far in FY18-19, the Agricultural Reserve Program currently has 9821 acres, with 867 development rights. It is anticipated that at least another 113.07 acres with 9 development rights will close prior to the end of this fiscal year. The Agricultural Advisory Commission are exploring the issue(s) that has been broached by participants to expand the definition of allowable activities within ARP easements. The Agricultural Reserve Program staff is working on the following program enhancements: • An updated market study for agricultural land values is currently in progress by our independent appraiser. • Automation and digitizing of appropriate processes is being implemented through enhancement of the City’s automation program, Accela. This project is near completion. • Staff will work with the City Assessor’s office on updating of sole source justification for appraisal services

Bioscience Business Development Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: The VABeachBio initiative is a targeted business development program designed to enhance the City’s existing assets and build an ecosystem that will lead to translational research, collaboration, and economic growth. In 2018, Economic Development attended four biomedical conferences (Biotech Showcase, Bio International, BioEquity, and BioSpain) and regional events including the BioHealth Capital Region Summit, Virginia Bio Workforce Summit, and Women Building Bio. During BioSpain we executed a MOU with AseBio, the Spanish Biotech Association; AseBio will facilitate introductions to Spanish biotech regional clusters and identify mutually beneficial opportunities. In addition, we became a corporate sponsor of OBN (Oxford Biotech Network) to promote Virginia Beach to the Oxford-London-Cambridge biomedical community.

19 The VABeachBio Innovation Challenge, a partnership with the Center for Advancing Innovation, began and attracted more than 300 interested participants. Winners will utilize inventions licensed from universities and federal labs, with a focus on improving veteran health, to create startup companies in Virginia Beach. A Development Agreement is under review with Olympia Development for a 60,000 square foot building in the Innovation Park. The Development Authority will master lease 30,000 square feet, 20,000 of which will be used for a Biomedical Accelerator to house startup companies. Site infrastructure for the bio park will be advertised in December 2018 with bid opening and award by January 2019. The building construction will begin in 2019.

Burton Station SGA/Northampton Corridor Development Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment

Status: The funded projects include design and construction of an improved section of Burton Station Road from Northampton Boulevard to approximately the midway point to Miller Store Road as well as a segment of a new north/south road (Tolliver Road, formerly called Golf Road) intersection with Burton Station Road and extending to south of Tim Road. Improved road sections will include two lanes with curb and gutter, sidewalks and street lights. A new pump station and water and sewer lines will also be installed.

The Roadway Project is under construction as of April 2018 and is approximately 40% complete. Construction is currently on track to be completed by June 2019. The sanitary Pump Station Project is scheduled to go to construction in early 2019 and be complete in early 2020.

Class "A" Office Space Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: Economic Development is in discussions with Armada Hoffler regarding a Class “A” office building development on Block 2 in Town Center. A Term Sheet is under review with Olympia Development to develop a mixed use project that incorporates a Class “A” office building as a part of the Bonney Road Site. Olympia Development is also developing a 60,000 sf. office building to serve as a bio-medical accelerator in the VABeachBio Innovation Park. The Development Agreement for this project is under review. A Class “A” office building is also a component under consideration as part of the Dome Site project.

20 Cyber Security Industry Development Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: There are over 36,000 open cyber jobs in Virginia, according to the State’s Cyber Virginia web site, with an average starting salary of $88,000. The region was classified as having a “very low” supply of workers, with 3,055 job openings, according to Cyberseek. Our region’s projected 1.6 percent growth in cyber security industries is more than double its overall employment growth.

As a result, VBDED has been working with businesses, academia and government officials. Efforts have been focused on working with our cybersecurity business community. A Cyber Security Hacker Space Center (CSHSC), to be operated by a leading cybersecurity organization in Virginia Beach, has plans to open near the Oceanfront by the 2Q of 2019. The Center will provide cybersecurity students internships and apprenticeships, provide an incubator for high-tech start-ups, provide co-working space, and provide access to seed funding.

We’re working with another Virginia Beach cybersecurity firm to investigate the possibility of launching a Cyber Certified Service that enables emerging risk prevention capabilities and prepares our businesses and the community for hyper-secure network environment. In addition, we’ve support the efforts for the Regional Broadband Ring, attending and hosting various meetings along with incorporating our cybersecurity companies in the planning and discussions.

VBDED attended several cyber security events produced by higher education institutions in our region. We were on a panel at the ODU CyberOps conference. Plans are underway to hold the second Catapult event in the late spring or summer of 2019.

Staff has continued to actively participate in Councilwoman Wilson’s Cyber Security Advisory Committee.

Economic Development Small Business and Diversification Strategy (SWaM) Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Diverse Community; Learning Community; Thriving Economy

Status: As a result of input from the Process Improvement Committee, redesigned Web Business Portal is now operational. Preparing launch of new small business education series to engage national industry leaders with local small businesses in bioscience, tourism/experience-related retail and entertainment; expanded local marketing campaign;

21 development of new virtual/digital tools to support growth; and expand one-on-one and small group services focusing on innovation and evolution.

VB Talks is being designed as an annual series of workshops to educate and inspire business owners/entrepreneurs looking to start, grow or sustain their business. VB Talks will engage industry leaders within various sectors striving to ensure information provided will be a catalyst for effective change. The series will complement the existing target industry clusters and help small businesses/entrepreneurs better position themselves for growth. The proposed plan is to secure experts to address how Virginia Beach can leverage current assets and resources. Speakers and program leaders will be identified from dynamic metropolitan areas throughout the U.S. and key strategic local resources.

1 Million Cups celebrated its third year anniversary. To date, approximately 1200 business representatives have attended and there have been over 150 presenters. Joined 757 Accelerate as a means to identify venture capital support.

Historic Kempsville Quad "C" Development

Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: The Virginia Beach Development Authority acquired the former bank site at the North East corner of Princess Anne and Witchduck Roads in February 2018 for $1.55 million. The building was demolished and the .80 acre site was cleared on June 28, 2018. There are three additional non-contiguous sites remaining totaling 3.02 acres, which are critical to the development of the corridor. The additional sites have been negotiated for acquisition and are scheduled to close by December 2018. The acquisition price for the additional sites totals $3.84 million. The funding source has been appropriated in the Historic Kempsville CIP.

Deputy City Manager Steve Cover, Fire Chief David Hutcheson, and Emergency Medical Services Director Ed Brazle have been briefed on the potential relocation of the Kempsville Fire and EMS Station in conjunction with the Quad “C” development plans. Economic Development and the Planning Department are identifying potential sites that meet the requirements for service coverage in the area. We have received substantial regional and national interest for the development of this combined site from grocers, retailers, and service providers.

International Business Attraction: Strategy and Action Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Diverse Community; Thriving Economy

Status:

March 2018 • Groundbreaking ceremony for STIHL’s new $25 million 80,000 sf US headquarters • Targeted marketing missions: Spain, Germany, France, Canada (Bio, Datacenters & Telecom Cables, Manufacturing)

June/July 2018 • Met with representatives from PIMEC (Catalonian SME association) • Attendance and participation on 2018/2019 PIMEC Awards in Barcelona, Spain • Signed Sister City partnership agreement with Waiblingen, Germany • Attended Subsea EMEA-2018 in Marseille, France. Google announced plans for subsea cable (Dunant) from VB to France. Meetings with Marseille Vice-Mayor regarding business opportunities. • European representative Michael Vossel met Antje Abshoff, new VEDP European Representative, while traveling with Governor Northam and visited 3 companies in Italy.

August 2018 • A delegation from SANJO came to Virginia Beach to visit Virginia Beach and their new facility

September 2018 • Executed Memorandum of Understanding with ASEBIO (Spanish Biotech Association) for bio collaboration at Biospain conference. ASEBIO will facilitate introductions to Spanish biotech regional clusters and identify mutually beneficial opportunities. • Met with Bilbao’s Region (Bizkaia, Spain) to structure collaboration on attracting businesses from the area and promoting Bizkaia to VB businesses. Greg Twitt, President and CEO of Globalinx, joined staff in meeting Bizkaia representatives to explore opportunities to establish a carrier neutral campus in Bilbao.

December 2018 • United Kingdom representative Charles Macdowell attended the Genesis Biomedical conference and a networking event for the Oxford Biotech Network (OBN) on behalf of Virginia Beach. Department signed on as a corporate sponsor for OBN to increase name awareness and visibility to the world’s premier biotech hub.

23 London Bridge Commerce Center Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: The 18.245+ acre VBDA site is located at 130 London Bridge Road and was originally acquired by the City through the APZ-1 program. It is currently zoned conditional I-1 and also has underlying APZ-1 zoning and Navy deed restrictions. The site is being marketed for a compatible commercial use.

In early 2016 the site was prepared for commercial development, by razing the existing buildings. Currently there is a funded CIP in place for road and other infrastructure improvements totaling $2,095,100.

A request to the Navy for road access into the property opposite of the I-264 off ramp on London Bridge Road was submitted for comment. A formal response from the Navy was received; however, an alternative access alignment is now being pursued at Potters Road due to the original request being cost prohibitive based on a traffic study. The new road alignment has been surveyed and submitted to the Navy for comment. The Navy supports the new alignment, but has not formally approved it as of yet.

The City desires to sell the property to conforming uses consistent with APZ-1 zoning restrictions and a Navy restrictive easement that encumbers the property.

Lynnhaven Corridor Improvements Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: The City received 100% design plans from Kimley-Horn for the Lynnhaven Corridor Project on November 28, 2018. The City will review design and send back comments within 45 days. It is anticipated that the project will go to bid in spring 2019 and construction will begin summer 2019. Construction will last for approximately one year.

City staff worked with the Lynnhaven Business Association (LBA) representatives and the stakeholders on the design for gateway signage into the corridor. A monument style sign was chosen as an alternative to the proposed column sign that posed challenges due to height restrictions.

The next step consists of contacting the owners along the corridor for public sidewalk easements for the construction and use of the improvements including the path/sidewalk and pedestrian lights, mostly on the west side of Lynnhaven Pkwy. These easements are only needed in areas where existing Right of Way is limited, not for the entire length of the project. Per direction, these easements will have to be dedicated to the City and the LBA

has offered to help facilitate those conversations in the event any of the property owners are reluctant to grant access.

As a reminder, the scope includes aesthetic and connectivity improvements along Lynnhaven Parkway from Potters Road to Lishelle Place. These improvements include 7,600 linear feet of an 8 to 10-foot wide path with pedestrian lights and bus waiting areas along the west side of Lynnhaven Parkway as well 7,500 linear feet of 5 foot wide sidewalk and bus waiting areas on the east side of Lynnhaven Parkway. Additional improvements include gateway signage, the incorporation of BMP(s), the installation of crosswalks, 3,500 linear feet of concrete median replacement with pavers, and additional landscaping.

Pembroke SGA Zoning (Central Village District) Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: The Small Area Plan for the Central Village District of the Pembroke Strategic Growth Area is in final draft form. It is anticipated that once the alignment is decided for Cleveland Street, staff will begin public engagement in the summer of 2019. This area is bound by Kellam Avenue to the east, Broad Street to the north, Witchduck Road to the west and the former Norfolk/Southern Right-of-Way to the south. It is envisioned that this light industrial, underutilized area will redevelop over the next several years into a mixed- income, pedestrian-friendly, walkable district, complementing the Central Business Core of Town Center. The updated plan will reinstitute a typical urban grid street pattern, add a roundabout along Cleveland Street and design for open space and storm water management. Eventually, it is anticipated that new mixed-use zoning will follow the Form- Based Code model which will encourage higher density, mixed-use buildings developed close to the street, on-street parking and activation of the sidewalks.

Town Center Expansion (Beyond Core Area) Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: Construction of Town Center Phase VI began in November 2016, and was completed in October 2018. Phase VI includes 33,000 sf of retail; 5,000 sf of restaurants; 131 studio and one bedroom apartments; Zeiders American Dream Theater, a 309 seat live performance venue, and an elevated Public Plaza. Private investment is estimated at $41.3 million. Williams Sonoma and Pottery Barn have leased a total of 18,000 square feet of the retail space and opened the second week of July 2018. The pedestrian bridge connecting the Plaza to the Cosmopolitan garage was installed in July 2018.

The Proteus Festival which ran from Friday, October 5, 2018 through Sunday, October 7, 2018 was the Grand Opening Event for the Zeiders American Dream Theater.

Town Center Phase VI Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status:

Construction of Town Center Phase VI began in November 2016, and was completed in October 2018.

Phase VI includes 33,000 sf of retail; 5,000 sf of restaurants; 131 studio and one bedroom apartments; Zeiders American Dream Theater, a 309 seat live performance venue, and an elevated Public Plaza. Private investment is estimated at $41.3 million. Williams Sonoma and Pottery Barn have leased a total of 18,000 square feet of the retail space and opened the second week of July 2018. The pedestrian bridge connecting the Plaza to the Cosmopolitan garage was installed in July 2018.

The Proteus Festival which ran from Friday, October 5, 2018 through Sunday, October 7, 2018 was the Grand Opening Event for the Zeiders American Dream Theater.

Trans-Atlantic Cable Landing Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status:

The MAREA subsea cable, jointly owned by Microsoft, Facebook and Telxius, is fully operational and at 200tbs is the fastest highest capacity submarine cable in the world. The BRUSA cable from Virginia Beach to Rio de Janeiro, Brazil has been completed and is currently completing testing.

In 2018 we had two additional submarine cables announced that will land in Virginia Beach, the South Atlantic Express (SAEx) will be built from Cape Town South Africa to Virginia Beach scheduled for completion Q1 2021. The Dunant cable owned by Google will be built from France to Virginia Beach completion scheduled for Q1 2020.

The VBDA is adding additional conduit infrastructure to Corporate Landing Business Park to support the new cable landings, expansion of new data center developments and to enhance its future technology needs of the business park. The conduit plan will include eight 4-inch conduits on each side of Corporate Landing Parkway.

Work with the Hampton Roads Military and Federal Facilities Alliance

Initiative owned by Robert Matthias, David L. Hansen

Vision Element(s): Thriving Economy

Status: Congress has expressed to build multiple new Ford class carriers and a new class of submarines, as well as existing Virginia class submarines at Huntington Ingalls shipyard in Newport News. This will create thousands of high-paying jobs for Hampton Roads along with the significant spinoff effect.

The F- 35 Lightning C model for the Navy are all now being stationed on the West Coast. It will be the middle of the next decade before an environmental impact statement for basing of East Coast squadrons will be initiated.

Congress is continuing to fund the buildup of special operations such as Navy SEALs which means increased construction and operations at Joint Expeditionary Base Little Creek/Fort Story and Dam Neck annex.

Virginia Beach is the largest single contributor to the operations at HRMFFA. The mayor and staff take an active role in their activities including a recent visit to Washington DC to meet with powerbrokers at the Pentagon.

Workforce Development (including TCC and other institutions) Initiative owned by Jerry W. Stewart, Ronald H. Williams Jr.

Vision Element(s): Learning Community; Thriving Economy

Status: At the annual meeting of Opportunity Inc., the regional Workforce Development Board, it was announced the implementation of the new regional and statewide brands for workforce development. Opportunity Inc. is retiring its name and will now operate as Hampton Roads Workforce Council. The One Stop Workforce Center will also transition to a new statewide brand of Virginia Career Works. The Hampton Roads center will now be called the Virginia Career Works Hampton Roads Region. Additionally, the Southeastern Regional Workforce Collaborative was announced, which is a new partnership with the Greater Peninsula Workforce Development Board.

The Hampton Roads Veterans Employment Center continues to provide a valuable service to the military members and family. The Center provides individual assistance to help them identify, navigate, and access services and resources to attain their employment goals and support their successful transition to the civilian workforce. Since opening in January of 2018, the Center has had over 3300 military veterans and spouses visit, with 34% coming from Virginia Beach.

27 In November 2018, the department was one of the sponsors for the first Hire Virginia Career Fair. This state-wide recruiting partnership was designed to engage Virginia-based university students with potential employers in Hampton Roads. Eight Virginia universities and approximately 50 employers took part in the day-long career fair. The employers conducted onsite interviews throughout the day. Over 350 college students and alumni attended.

Goal 1 Grow the Local Economy Other Council Initiatives

Princess Anne Road/TCC Hotel Project Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy; Unique Environment

Status: The Virginia Beach Development Authority issued an updated RFP to solicit proposals for a 3.2-acre parcel on Princess Anne Road adjacent to Tidewater Community College April 2017. Two respondents were interviewed; Harmony Hospitality Inc. and ARP Hospitality June 2017. Harmony Hospitality was selected for further negotiations. Economic Development staff provided a project status report to then Councilman Bob Dyer July 2017 and discussed proposed next steps. Additionally, Kimley-Horn has prepared cost estimates for site and utilities infrastructure.

Harmony Hospitality participated in the Development Services Center pre-submittal meeting November 2017 and will go before the group again 1st quarter 2019. Harmony has been offered an opportunity to participate in a design review with the planning department. Alex Stiles and the attorney for Harmony are scheduled to work on the proposed term sheet and purchase agreement January 2019.

The Planning Commission recommended approval of the re-zoning application and proffers associated with the proposed development July 2018. A draft term sheet is being revised for review by Harmony Hospitality. The City Manager, City Attorney’s office and Economic Development staff and Harmony met to review the proposed design and hotel flag revisions. Ideally, City Council is scheduled to act on the proposed project in February 2019.

29 Goal 1 Grow the Local Economy Striving for Excellence (SFX) Initiatives

Arts & Humanities Commission Funded Programs 2018 Cultural Affairs

SFX Criteria: • Improved Customer Service • New Revenue Generated: $276,000.00

Status: In Fiscal Year 2018, the Arts and Humanities Commission funded 20 organizations producing over 377 performances and programs in the City of Virginia Beach. Commission sponsored programs reached a combined audience attendance of approximately 183,709. For example, funding from the Arts and Humanities Commission sponsored several Tidewater Winds performances in four distinct districts of Virginia Beach, Little Theatre of Virginia Beach performances of Sondheim's "Side by Side" and "Don't Dress for Dinner", Symphonicity's premiere of Kluge's "American Concerto" featuring pianist Thomas Pandolfi, and five performances from the Virginia Arts Festival including the Vienna Boys Choir and a star-studded presentation of "Bernstein on Broadway.”

Arts and Humanities Commission funding also facilitated the digitizing of 48 oral history recordings for the Virginia Beach Surf and Rescue Museum. More cultural events sponsored by the Arts and Humanities Commission generated approximately $276,000 in admission taxes and venue rental income.

Farmers Market - Business Results Agriculture

SFX Criteria: • Increased Productivity • New Revenue Generated: $9,906.00

Status: The Department of Agriculture developed a Farmers Market Sponsorship Program. The Farmers Market held monthly themed events, special events and seasonal events that engage the community and tourists in activities. These events offered us the opportunity to reach out to the business community to use the sponsorship program as a marketing tool to participating businesses offering exposure to thousands of visitors at the market. The program allowed for an annual sponsorship as well as single event sponsorship and was geared toward but not limited to entrepreneur businesses looking for face-to-face interaction with local citizens and tourists. As a sponsor, they were allowed to hang

banners offering name recognition as well as be on site at events to interact with the public. In FY18 $18,000 in sponsorship revenue was budgeted as a line item and brought in $26,000; resulting in $8,000 in new revenue. This revenue was deposited into revenue account 002-14110-416197 and reported to the Finance Comptroller's office as required by AD 1.13. The Rural Heritage Center (RHC) also had increased participation with the "Fun on the Farm" tour for younger children. Each tour is unique, inviting, educational, and fun for everyone! The RHC topped last year's revenue of $16,800 and brought in $18,706 in revenue, 11% increase ($1,906.00), which was deposited into revenue account 002-14110- 414059. The increased revenues from these programs served as an advertising and promotional resource for the City's business community, and increased citizen and tourist participation at the Farmers Market. The total new revenue is $9,906.00 and anticipated to be recurring. Overall though, Farmers Market FY18 budgeted amount of revenue was $231,643 and the year to date total was $257,295; an increase of $25,651 in revenue. We have continually succeeded to increase revenue each year.

Member Swap with Virginia Zoo Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service

Status: In June 2018, the Virginia Aquarium partnered with the Virginia Zoo for a month-long membership swap. As leaders in the animal care community, we chose to partner with the Zoo to promote regional tourism and showcase the Aquarium to a similar audience. This resulted in 20,770 Zoo members visiting the Aquarium, a huge boost in attendance from local and regional visitors during the month. The visitors also purchased in the Aquarium store and ate at the café, bolstering these sales.

Online Marketing Pays Off Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service • New Revenue Generated: $207,686.00

Status: The Virginia Aquarium team recognized the importance of online marketing, and put a heavy emphasis on it over FY18. These digital ads, which included retargeting and geo- fencing, helped drive online sales to a 61% increase over previous years, totaling $207,686. The added benefit of online sales is improved customer experience, as they do not need to purchase tickets at the door, minimizing the lines and wait time for walk-up guests.

31 Ticket Consignment Program Expansion Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service • New Revenue Generated: $191,469.00

Status: As the Aquarium continues to find new ways to engage our audiences, we expanded our ticket consignment program to include five new military partners. This expansion for consignment ticketing resulted in 9,584 consignment tickets sold, totaling in $191,469.00 of revenue for Fiscal Year 2018, compared to $172,829 in Fiscal Year 2017.

Total Earned Revenue Exceeds FY17 Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service • New Funds Raised/Donations: $173,710.00

Status: Admissions, theater admissions, memberships, and store sales comprise one of the most important categories for the Virginia Aquarium: total earned revenue. FY18 was one of the best for our team, with total earned revenue of $9,822,577, exceeding FY17's total by $173,710. This number shows the depth of our success and provides great insight into the positive impact we make in the City.

ViBe Creative District Matching Grant Program Cultural Affairs

SFX Criteria: • Improved Customer Service

Status: In February 2018, Economic Development and Cultural Affairs announced the ViBe Creative District Matching Grant Program through the Development Authority. The grants were designed to provide financial support to small and locally owned and operated businesses located within the ViBe Creative District. The program offered financial incentives in the form of matching grants to new and existing property owners or businesses that plan to make capital investments within the District. The funding could be used to improve storefronts, entrances, lighting, fencing, signage, landscaping, parking upgrades and open air cafe spaces, but not to fund routine maintenance. A total of 12 businesses were awarded approximately $75,000 in small business matching grants. The matching private investment exceeds $300,000.

32 Virginia Aquarium Capital Campaign Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service • New Funds Raised/Donations: $13,546,580.00

Status: The Virginia Aquarium is growing again, and this time it includes a complete renovation of the Marsh Pavilion and brand new construction of the Darden Marine Animal Conservation Center. These projects required long-term planning and financial goals, which our Development professionals exceeded. Private funds raised for both projects currently total $13,546,580.

Goal 2 Maintain a Financially Sustainable City Providing Excellent Services

Goal 2 Maintain a Financially Sustainable City Providing Excellent Services City Council's Priority Initiatives

City Properties: Inventory, Evaluation and Direction Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community; Thriving Economy; Unique Environment

Status: BRAC Properties: The BRAC Disposition Committee continues to review, evaluate and direct the sale of property in accordance with the Comprehensive Plan. Public Works Real Estate is the responsible agency for the disposition of excess residential City properties acquired through the BRAC program. Economic Development is the responsible agency for the marketing of commercial properties acquired through the BRAC program. Information regarding the acquisition and disposition of properties is documented in a SharePoint Data Base.

For FY18, nine (9) parcels have been sold, generating revenue of $782,864. The Disposition Committee continues to review City owned properties and will continue to recommend disposition of those determined to be in excess of the City’s needs. The properties acquired for BRAC using State assisted funding and sold as excess and/or easement requires one- half of the sales price to be returned to the State.

Other Properties: Public Works Real Estate continues to be proactive in following the Administrative Directive (AD 6.08) for the acquisition and disposition of properties. Public Works Real Estate depends on GIS/COMIT and/or the Real Estate Assessor to provide the Inventory of City property.

The FY18 inventory list for all City properties consists of 1501 properties assessed at a total of $355,523,000.

Employ ee Compensation: Policy Review Human Resources

Vision Element(s): Thriving Economy

Status:

Merit increases, which move employees from the minimum toward the maximum of the pay range and help create separation between salaries of current and new employees, were again provided this fiscal year. To assist in employee retention, an addition was made to

the merit practice to provide lump sum awards for those at the pay range maximum who meet performance standards.

Human Resources is continuing the review of employee benefits with the goal of better positioning the City to be a 21st century employer of choice. Several significant strides were made in this area: a new Maternity and Parental Leave policy was put into place January 1, 2018, a revamped leave donation program has been established, and new leave/holiday benefits were approved by City Council including the addition of Christmas Eve as a full-day annual holiday.

Health care premiums for 2018 were unchanged from 2017 for employees receiving the City health care supplement. Employees will experience a 1% increase in employee premiums for 2019. New for 2019, those enrolling in the Basic plan and electing a Health Savings Account (HSA) will receive a $500 individual/$1000 family annual contribution to HSA even if they previously received a $500 HSA contribution.

Historic Kempsville Area Master Plan Implementation Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Diverse Community

Status: City staff has been working with the Historic Kempsville Community Advisory Committee to address three historic signs, traffic calming and future development opportunities. Site selection and design for the three historic signs has begun and is anticipated to be complete by July 1, 2019. $50,000 of CIP funding is expected by July 1, 2020. Staff has also been working with the Committe to revise the B4K (Kempsville Business District). A draft of the revisions was distributed for public review in early 2018. It is anticipated the revisions will be considered by Planning Commission in Fall 2018. Funding has been authorized with the current CIP funds to install landscaping adjacent to the Kempshire Manor neighborhood.

Maintain AAA Bond Rating Initiative owned by Alice M. Kelly, Tom Leahy

Vision Element(s): Thriving Economy

Status: For nine consecutive years the City has been rated triple-A by all three major rating agencies, Fitch, Moody’s and Standard & Poor’s. The triple-A rating enables the City to obtain the best available interest rate as we finance our capital projects, and provides assurance to investors of the soundness and security of bonds issued by the City.

Agencies affirmed the City’s triple-A rating with stable outlooks in March 2018 stating credit factors of: strong economy/tax base, solid financial position, and very strong financial management/policies. Key rating drivers: exceptional financial management, moderate debt, rapid amortization, large diverse tax base, comprehensive financial policies, conservative budgeting, and full funding of retirement costs. Nationwide the growing number of municipal defaults and increasing long-term liabilities have caused rating agencies to emphasize pensions, retiree health care, and debt issuance and administration in their rating analyses.

Recent bond sale results: March 14, 2018 - 2018A Public Facility Revenue Bonds $33,395,000 & true interest cost (TIC) 2.909734% (ratings AA+/Aa1/AA+ one notch below GO bonds).

February 27, 2018 – Series 2018A General Obligation Public Improvement (GO) Bonds $67,595,000 & TIC of 2.886308% (ratings AAA/AAA/AAA).

Key debt ratios of the City’s Debt Management Policies are met as of June 30, 2018: • Overall Net Debt to Estimated Full Market Value <= 3.5%: 1.7% • Overall Net Debt Per Capita <=$3,000 per capita: $2,042 • Debt Per Capita to Per Capita Personal Income <= 6.5%: 3.7% • Annual Debt Service to General Government Expenditures <= 10%: 7.7%

Marketing of Excess City and School Property Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status:

Economic Development is marketing surplus properties on behalf of Virginia Beach City Public Schools (VBCPS). Land sale proceeds will accrue to the VBCPS system. The request for sale to be for the highest and best use. Use of the property should be consistent with the City’s Comprehensive Plan, and determined collaboratively between school and city staffs.

FORMER LINKHORN PARK ELEMENTARY SCHOOL-CURRENT LASKIN ROAD ANNEX • 1413 Laskin Road • +12.41 Acres • Building: 55,470 sf • Zoning: A-12 • Potential Uses: Residential/Child Care – Hilltop SGA Plan recommends non- residential, mixed use/office. • Three proposals were presented May 8th. School Board evaluating the property. Advised offerors to wait until the fall for a final decision. ADJACENT TO RENAISSANCE ACADEMY • 273 North Witchduck Road • +10.69 Acres • Zoning: B-2 • AICUZ: Noise Zone – less than 65 dB Ldn

• Potential Uses: Commercial/Apartments • Site plan approval process in the final stages. Franklin Johnston Group hopes to close on purchase of the property 1Q of 2019.

FORMER SEATACK ELEMENTARY SCHOOL/CURRENT LAW ENFORCEMENT TRAINING ACADEMY • 411 Integrity Way • +8 Acres • Building: 50,320 sf • Zoning: A-12 • AICUZ: Greater than 75 dB Ldn & APZ-2 • Potential Uses: Commercial • Recommend sale only when a relocation site has been determined for LETA.

Master Technology Plan Implementation and Update Initiative owned by Pedro R. Wallace, Tom Leahy Information Technology

Vision Element(s): Connected Community; Diverse Community; Learning Community

Status:

Out of 32 Master Technology Plan initiatives, 93 percent have been completed as of December 2018. • The Enterprise Architecture Review Team officially launched in the third quarter of 2018. • Information Technology (IT) has developed a total cost of ownership model in concert with Management Services. • The IT Department’s reorganization plans have been updated to meet the chief information officers (CIO) vision and are on schedule to be fully implemented by year-end. • An External Security Posture Assessment has been completed and resulting recovery plans will conclude by year-end. • Service Desk processes and the Service Catalog have been defined. The implementation of ServiceNow, a cloud-based enterprise platform to streamline, automate, and standardize IT business processes, is scheduled for deployment by year-end with full production use by the end of first quarter of 2019. • The IT Department’s recommendations for modernized job classes and specifications have been submitted to HR for approval. • To support the successful implementation of IT processes and services, a new solution owner and project manager have been assigned. • An enterprise customer relationship management (CRM) solution has been identified and Emergency Communications & Citizen Services (ECCS) was selected as the pilot. • The second version of the Master Technology Plan is in progress and listed as a separate initiative under Goal 9.

Police Staffing Plan Initiative owned by James A. Cervera, Steven R. Cover

Vision Element(s): Connected Community

Status: Oceanfront staffing requires seasonal transfers from Operations and full PD Mobilizations on key weekends. Currently fulltime officers are assigned to Oceanfront Community Policing and utilize officers for CBW/July 4th weekend.

Oceanfront staffing-nightly operations: OCOP- 20 Officers-opposite days off, 10 each day, all 20 on Saturdays. COP- 6 utilized as needed at Oceanfront Wednesday–Saturday SpecOps SWAT 6-8 Officers Friday/Saturday, Mounted 4-6 Horses/riders Thursday/Friday/Saturday

CBW Staffing: Day Traffic–19 Day Beats–42 Day Mobile Tactics-14 Beat Swing–60 Night Traffic–52

Night Beats–92 Night Mobile Tactics-44 Total: 323 Officers-not counting standby zone units/State Police/Chesapeake

July 4th: Friday 6/29 16 Beat Officers 16 SWAT Officers 7 Mobile Tactics 23 Traffic Officers 6 Sergeants Total: 68 Officers-not counting zones

Saturday 6/30 25 Beat Officers 8 SWAT Officers 7 Mobile Tactics 23 Traffic Officers 6 Sergeants Total: 63 Officers-not counting zones

Wed 7/4 28 Beat Officers 16 SWAT Officers 14 Mobile Tactics

73 Traffic Officers 16 Sergeants Total: 147 Officers-not counting zones

Friday 7/6 16 Beat Officers 16 SWAT Officers 7 Mobile Tactics 23 Traffic Officers 6 Sergeants Total: 68 Officers-not counting zones

Saturday 7/7 13 Beat Officers 8 SWAT Officers 7 Mobile Tactics 23 Traffic Officers 6 Sergeants Total: 57 Officers-not counting zones

Public Safety Salary Compression Initiative owned by Regina Hilliard, Steven R. Cover

Vision Element(s): Thriving Economy

Status: The City Manager established a work group to make recommendations on public safety salary compression. Three tasks were identified: provide recommendations regarding vertical compression in the public safety departments by June 30, 2018, provide recommendations to the MLT on public safety pay systems by October 1, 2018, and provide recommendations for horizontal compression in January 2019. Recommendations on a new methodology for vertical salary compression were provided to City Council by June 30, 2018. Based on direction from City Council, vertical compression adjustments were provided following the most recent methodology of providing supervisors an increase to adjust their salary $1 above the compressor. Those adjustments were implemented July 19, 2018. Additionally, horizontal compression adjustments were implemented September 13, 2018 using the prior methodology of providing $100 per year in title up to a maximum of $1,000. The City Manager's work group is continuing to review salary compression with the goal of providing recommendations which will provide fair and equitable, along with affordable and sustainable, solutions.

Goal 2 Maintain a Financially Sustainable City Providing Excellent Services Other Council Initiatives

ARP Evaluation and Direction Initiative owned by David E. Trimmer, Ronald H. Williams Jr.

Vision Element(s): Unique Environment

Status: December 11, 2018 - With the three purchases completed thus far in FY18-19, the Agricultural Reserve Program currently has 9821 acres, with 867 development rights. It is anticipated that at least another 113.07 acres with 9 development rights will close prior to the end of this fiscal year.

Develop and Implement City-wide Damage Assessment Program Initiative owned by Erin Sutton, Steven R. Cover

Vision Element(s): Thriving Economy

Status:

The Damage Assessment (DA) software has been provided to those departments that volunteered to support it initially and our office is in the process of adding additional departments. All the primary operational departments that conduct DA have access to Crisis Track and we continue to streamline the process. This software system integrates with the city’s mapping system and generates dashboards for ease of understanding DA across the city after a disaster.

Additionally, OEM will be sponsoring a Disaster Cost Recovery Workshop this winter to assist with all the new policies from FEMA and to build a cadre in the city that have the knowledge and expertise necessary for Disaster Cost Recovery.

Sale of City-Owned Land: Evaluation, Policy Direction and Actions Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community; Unique Environment

Status: Within the past year nine (9) parcels have been sold, generating revenue of $782,864. The Disposition Committee continues to review City owned properties and will continue to recommend disposition of those determined to be in excess of the City’s needs. The properties acquired for BRAC using State assisted funding and sold as excess and/or easement requires one-half of the sales price to be returned to the State.

SPSA: Long Term Solid Waste Disposal for Southside Localities Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: The SPSA (2.0) Use and Support Agreement began on January 25, 2018 and runs through June 30, 2027. The tip fee was reduced from $125/ton under the previous agreement to $65/ton. The FY 18/19 SPSA budget reduces the fee to $62/ton.

To conserve landfill space and provide a better environmental method of disposal, SPSA solicited RFP’s from alternative disposal vendors. A contract with RePower South (RPS) began on May 25, 2016, but was terminated August 2017 for failure to provided required deliverables. Wheelabrator was subsequently selected with an initial term of February 1, 2019 through June 30, 2027 with two 5 year extensions available.

A Good Neighbor/Host Agreement with Suffolk is in effect as of May 23, 2016 and includes a $4 Host Fee for each ton of waste deposited in the Regional Landfill for Suffolk’s role as the host community for the Landfill. A modified Cell VII CUP has been approved which better reflects the needs of both Suffolk and SPSA.

Commercial waste is being accepted at SPSA transfer stations, which lowers overall costs for member communities and ensures a competitive commercial hauler market.

Goal 2 Maintain a Financially Sustainable City Providing Excellent Services Striving for Excellence (SFX) Initiatives

Finance ERP Infrastructure Support Finance

SFX Criteria: • Technology Improvement Implemented

Status: Over the past year, Finance has helped ensure accuracy and continuity of services to departments across the City. In FY2018, Finance has reviewed specifications, created and modified requirements, provided user review of functionality, acceptance testing and data validation for the annual ERP Roll-up patches, quarterly preventive maintenance patches, and a number of new interfacing efforts including the Aurigo Masterworks, Treasurer's new Revenue application, and updates to Hansen, AP interfaces and GL interfaces. All of the new and existing interfaces Require accuracy validation and testing for each update or upgrade. The City's financial system supports over 40 interfaces with additional interface activities planned in the next year. Also in FY2018, IT's data transporter software and Spectre projects added new testing and validation activities. The procurement effort of the new ERP to replace the legacy 20 year old system functionality during this year contributed to the activities of requirements gathering, analysis of software options and selection of software, and an RFP process managed by the Purchasing Division of Finance. This process has added a great deal of tasks, review and analysis on top of existing ERP support activities which include report development, response to FOIA and Audit requests for data, maintaining general ledger budgetary control and set-up values, administering nightly data processing activities, responding to departmental requests for policy, procedure or ERP training needs, and managing reviews of business processes and controls.

Financial Infrastructure Training and Outreach Finance

SFX Criteria: • Process Improvement

Status: As a department who manages procurement, payroll and payment financial policies for all departments across the City, it is important that we continue to help our clients understand the ERP, policies, financial controls and processes.

As part of that effort, in the last year, Finance has provided training to over 547 enrollees in ERP inquiry, procurement, and dual year and forum trainings. Finance added in 2018 quarterly Forums for Financial Insight which are open to all in the organization, and provide departments with the opportunity to learn, share and grow in their understanding of financial functions. In addition to Finance, other departments are being invited to present information or 'best practices' at these forums. Budget and Management Services has been the first department outside of Finance to volunteer to present. Topics such as injury reporting, new policies, verifying your bills, managing your travel, managing your orders, and the new ERP are discussed. Departments are encouraged to follow-up with questions and contact Finance for additional information or training. Beachnet is also updated with these training materials.

GovMax Annual Budget Kickoff Budget and Management Services

SFX Criteria: • Process Improvement

Status: The City has roughly 333 GovMax users. In the past, user management for the GovMax platform was performed by editing each individual user account. This process took two employees 3.5 hours to complete. In 2018, Budget and Management Service and the Data Management Team (DMT) revamped how they approach user controls in GovMax by taking advantage of new functionality in the platform. DMT is now able to control access at a group level and reduced the amount of time and personnel needed from two employees at 3.5 hours to one employee at 0.5 hours.

High Performer Scoring under the HUD Section Eight Management Assessment Program (SEMAP) Housing and Neighborhood Preservation

SFX Criteria: • Improved Customer Service

Status: Housing and Neighborhood Preservation achieved a "High Performer" rating for fiscal year 2017- 18 under the Section Eight Management Assessment Program (SEMAP). Every year, the U.S. Department of Housing and Urban Development (HUD) uses the SEMAP to measure the managerial performance of public housing agencies that operate the Housing Choice Voucher program. The "High Performer" rating demonstrates that Housing and Neighborhood Preservation operates the program effectively and efficiently while providing affordable housing opportunities for households who need it. This was the tenth year in a row that the department received a "High Performer" rating from HUD.

Human Resources: Selection, Promotion, and Retention Human Resources

SFX Criteria: • Improved Customer Service. • Process Improvement. • Technology Improvement Implemented.

Status: The City revised its employment policy to allow internal-only recruitments if a qualified pool exists within the City. Previously, all vacancies had to be advertised externally. Part- time employees and volunteers may apply for internal competitive processes if they have worked/volunteered at least 500 hours in the preceding 12 months.

Significant resources have been dedicated to enhancing the Taleo Applicant Tracking and Onboarding systems. The customer user experience, as well as the internal administrative experience was in need of considerable work. Human Resources has worked closely with Information Technology and user departments to help ensure the Taleo software meet the City's needs. More work is needed, but much success has been realized.

Enhanced tools for recruitment and selection are a focus, including more use of external job boards (e.g., LinkedIn). The modernization of employee benefits that has occurred (and is ongoing) put the City in a better position to be an employer of choice.

Master Technology Plan Implementation and Update Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: Out of 32 Master Technology Plan initiatives, 93 percent have been completed as of December 2018. The Enterprise Architecture Review Team officially launched in the third quarter of 2018. Information Technology (IT) has developed a total cost of ownership model in concert with Management Services. The IT Department's reorganization plans have been updated to meet the Chief Information Officer’s (CIO) vision and are on schedule to be fully implemented by year-end. An External Security Posture Assessment has been completed and resulting recovery plans will conclude by year-end. Service Desk processes and the Service Catalog have been defined. The implementation of ServiceNow, a cloud- based enterprise platform to streamline, automate, and standardize IT business processes, is scheduled for deployment by year-end with full production use by the end of first quarter of 2019. The IT Department's recommendations for modernized job classes and specifications have been submitted to HR for approval.

To support the successful implementation of IT processes and services, a new solution owner and project manager have been assigned. An enterprise customer relationship management (CRM) solution has been identified and Emergency Communications & Citizen Services (ECCS) was selected as the pilot. The second version of the Master Technology Plan is in progress and listed as a separate initiative under Goal 9.

Photography Partner Build-Out and Relocation Aquarium, Historic Houses and Museums

SFX Criteria • Improved Customer Service • New Revenue Generated: $49,005

Status: To provide a better guest experience and a more cohesive flow through the Virginia Aquarium, staff built-out an area for Photogenic, the on-site photography partner. This new area, located at the end of the Aquarium, allowed Photogenic to sell the images of guests in a high traffic location. The build-out and relocation of Photogenic staff has generated $49,005 in additional revenue for the Aquarium.

Tourism Investment Program Fund Analysis Budget and Management Services

SFX Criteria: • Process Improvement

Status: Budget and Management Services provided multiple Tourism Investment Program (TIP) fund scenario analyses to determine fiscal health and sustainability of the TIP fund. Two presentations were provided to City Council ahead of the proposed FY 2018-19 Operating Budget. These analyses allowed City leaders to better understand the financial impact of their funding decisions on the TIP fund. With this information, City leaders were able to prioritize and plan future development within the resort area with a certain level of confidence that their decision would not negatively impact the sustainability of the TIP fund.

Updated Take Home Vehicle and Remote Parking Policy Finance

SFX Criteria: • Process Improvement

Status: Over the last year, Finance Risk Management, Payroll and Financial Services have collaborated with the City Attorney's Office and multiple departments to update the Take

Home Vehicle and Remote Parking Policy to implement strengthened controls, streamline reporting, eliminate redundancy and clarify expectations to meet IRS fringe benefit requirements. The updated policy with forms was supplemented by training at the Forum for Financial Insights, department director briefing and individualized training with heavy department users of the privilege. The updates to the policy helped eliminate one form, establish a mechanism for reporting tax eligible mileage and establish increased controls for remote parked vehicles to reduce the risk of vehicle misuse, improve remote park safety and reduce mileage to various job sites across the City.

Value of Volunteerism Office of Volunteer Resources

SFX Criteria: • Improved Customer Service • Savings: $27,662,743.00

Status: Established in 1978, the Virginia Beach Office of Volunteer Resources seeks to maximize the full potential of the City's volunteers by promoting awareness of opportunities, fostering effective volunteer resource management, documenting the scope and impact of volunteer engagement, and celebrating the contributions and spirit of volunteerism in Virginia Beach.

City departments and state-related agencies manage volunteer programs that supplement the work of staff and provide many services not otherwise available to our citizens. The exciting results are that 32 departments reported volunteer service via the Volgistics volunteer database. For fiscal year 2017-18, there were 15,207 volunteers that contributed 1.1 million hours of service valued at $27,662,743. With two volunteers to every one paid staff member, we strive to make Virginia Beach, a Community for a Lifetime. Since Hurricane Matthew in 2016, the Office of Volunteer Resources has continued to work on the Long Term Recovery Group with several other volunteer agencies.

This past fiscal year, volunteer partner organizations provided $510,873 in recovery services. The Office of Volunteer Resources remains a model of success across the country. Our volunteers continue to support city government by strengthening programs and expanding relationships and partnerships with citizens and businesses.

New VB Wave Trolley Mobile Fare Payment App Strategic Growth Area Office

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented • New Grants Realized: $292,830.00

Status: Mobile ticketing - a convenient, cashless way to ride public transit - is now available for customers of the VB Wave, the popular Oceanfront trolley service. HRT's mobile ticketing app is called the GoHRT Mobile App and can be downloaded from Google Play or Apple iTunes stores. The GoHRT Mobile App pilot program is running only on the Virginia Beach Oceanfront routes 30 and 31 on the 14 trolleys operating under the VB Wave brand. Mobile ticketing allows people to skip using cash to buy paper tickets. Instead, customers can create an account on their smart phones, purchase the number of tickets needed, and then have them validated upon boarding. HRT 's mobile ticketing pilot program will allow customers to purchase One Way, One Day and Three Day tickets on an Android or iOS (iPhone) mobile phone. Customers can continue to purchase and use paper tickets at any authorized outlet. For those customers who use paper tickets, the standard VB Wave fares are unchanged.

Mobile ticketing is being implemented by moovel, of Portland, OR, under a $292,000 grant from the Virginia Department of Rail and Public Transportation. The pilot program was approved by HRT's governing board at its February 2018 meeting and the pilot program launched in July 2018.

HRT hopes to transition to mobile ticketing across its entire system because the service can help to improve the rider experience and accessibility. Mobile ticketing also makes it easier to purchase tickets by allowing customers to buy when and where they want. Multiple passes can be stored on one phone, making it easier for families and friends traveling together.

Mobile ticketing can potentially help to reduce fare collection costs and agency overhead.

ViBe Creative District Mural Initiatives Cultural Affairs

SFX Criteria: • Improved Customer Service

Status: In May 2018, over 10 days, 10 new large-scale murals were painted by 10 national and local artists at private properties through the arts district. In partnership with locally owned businesses, mural locations and artists were selected giving the public an opportunity to tour the district and watch the artists' work come alive. The murals are on view year-round at each of the participating business's locations. Five Creative Crosswalks and 50 small sidewalk murals were painted by local artists throughout 2018. These were created during free public events where any and all visitors were invited to help paint. Citizens actively participated in these beautification and sense of place art projects which help to identify the ViBe district. These painting events garnered up to 500 participants and media coverage from all three major networks as well as print articles in The Virginian- Pilot.

Goal 3 Improve the Transportation System

Goal 3 Improve the Transportation System City Council's Priority Initiatives

Autonomous Vehicle Plan Initiative owned by Brian Solis, Tom Leahy

Vision Element(s): Connected Community

Status: AUTOMATED VEHICLES An automated vehicle (AV) shuttle is under research for the 19th Street corridor to provide east-west connectivity between the existing and planned convention, sports and entertainment venues and hotels, restaurants and the existing transit routes currently providing north-south connectivity via year-round bus and seasonal trolley service. The AV shuttle will be piloted prior to a new program proposal being requested for FY 2021, after the 19th Street CIP project is complete.

CONNECTED VEHICLES Hampton Roads won the 2018 Smart Infrastructure Challenge which includes establish a regional connected corridor, taking advantage of the 5-city fiber connectivity ring. To create a connected corridor parallel with the fiber connectivity ring, the City is entering the Signal Phase and Timing (SPaT) Challenge which encourages state and local public sector transportation Infrastructure Owners & Operators (IOOs) to deploy dedicated short-range communication (DSRC) radio infrastructure with SPaT and Map data (MAP) broadcasts in at least one coordinated corridor or network (at least 20 signalized intersections) in each state by January 2020. City staff will utilize the existing infrastructure such as fiber optic communication network, Traffic Management Center and other assets to deploy a connected vehicle (CV) communications system capable of being SPaT ready. Staff will analyze and identify the infrastructure upgrades at approximately 25 locations along Virginia Beach Boulevard between Lynnhaven Parkway and Newtown Road required for the City to self-deploy and create a test bed capable of demonstrating the benefits of the technology.

Better mass transit by improving frequency and reliability Initiative owned by Brian Solis, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Thriving Economy

Status:

The Transit Development Plan (10-year transit service plan) recommendations to be considered for implementation in FY 2020 are: • Route 24 Proposed – A new year-round bus route serving entire Witchduck Rd./Kempsville Rd. corridors from Town Center connecting to Greenbrier Mall and over to S. Military Hwy. Note: This new route will provide new north-south public transportation service to Kempsville and Centerville as well as the Housing Resource Center. The route would have 30-minute frequencies during peak morning and evening commuting times and 60-minute frequencies the remaining weekday timeframes and weekends. To date, the city staffs of Chesapeake, who would fund the 33% of the route within their city, and Virginia Beach, who has the majority of the route, have agreed to pursue the route's implementation. The new route is subject to approval of both cities' FY 20 operating budgets. • Route 35 - Bayfront-Oceanfront seasonal Shuttle, whose ridership grew over 80% year over year for the 2018 vs. 2017 season, will add a new stop to Gate 8 of Fort Story JEB to connect residents and visitors to the new shuttle to/from the Cape Henry Lighthouse and First Landing monuments. • Route 31 - Aquarium/Campground Shuttle - Will add weekend service through the month of September for 2019 where it had ended after Labor Day in the past. This will help support the Neptune Festival and the early shoulder season.

Bikeways and Trails Plan Implementation Initiative owned by Chad R. Morris, Kenneth Chandler

Vision Element(s): Active Lifestyle; Connected Community

Status: The system continues to grow, with the primary focus currently on a rewrite of the 2011 Bikeways and Trails Plan with anticipated completion, presentation and adoption in 2019. A national firm has been contracted to provide consult and recommendations on how to improve the network of alternative and active transportation throughout the City with an emphasis on equitable pedestrian mobility and a long-range multi-modal master plan.

Additionally, in concert with the Strategic Growth Area office, a conceptual study of the proposed Virginia Beach Trail in the former NSRR corridor across the City was conducted. This proposed Shared Use Path will provide a spine for the City's system of active transportation, providing economic development, recreational, tourism, and commuter opportunities throughout the hubs of the SGA’s and beyond. The study produced a 10’ wide

paved path with 2’ shoulders and includes a pedestrian bridge over Thalia Creek.

Bikeways Construction Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Active Lifestyle; Connected Community

Status: The schedule for FY 2019 included over 27 miles of existing roads to be striped for cycling accommodations while performing maintenance repaving. The Public Works & Parks and Recreation Departments, in accordance with the Bikeways & Trails Plan, are working to improve cycling for transportation and recreation for both on-road and on-paths, and enhance pedestrian connectivity throughout the City. In 2018, 33.5 miles of bike accommodations were added during paving operations by restriping for wider outside lanes and adding shoulders where possible.

Centerville Turnpike Widening Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: Centerville Turnpike - Phase II Project (Indian River Road to Kempsville Road) is currently in the site acquisition phase. Construction is scheduled to begin in late summer 2020. The Total Project Cost is $43.4M.

Centerville Turnpike - Phase III Project (Kempsville Road to the Chesapeake City Line) is now fully funded with Smart Scale funding. Design is underway and construction is scheduled to begin in 2022. The Total Project Cost is $32.0M.

High Speed Rail Advocacy Initiative owned by Brian Solis, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Thriving Economy

Status: On November 15, 2018, at the HRTPO Board meeting, the Board supported the following for their 2019 Legislative Agenda:

The HRTPO supports efforts that promote higher-speed passenger rail service between Hampton Roads and Richmond. A first step in this process would be the completion of a Tier II Environmental Impact Statement (EIS) for the Southside and Peninsula corridors by

the Virginia Department of Rail and Public Transportation (DRPT). The cost of this Tier II EIS has been estimated at $24 million by DRPT. Tier II EIS work has been completed for the Richmond to Washington, DC and Richmond to Raleigh segments, while only a Tier I EIS has been completed for the Richmond to Hampton Roads segments. For Hampton Roads to be in a position to compete for federal funding for improved passenger rail service, a Tier II EIS must be advanced. The HRTPO believes it is imperative that this work be completed in a timely manner to ensure that Hampton Roads is not bypassed by the northeast corridor. In addition, the HRTPO supports projects of independent utility that improve passenger rail service between Hampton Roads and Richmond.

Indian River Road/Kempsville Road Intersection Improvements Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: Construction is underway as of June 2018 and is approximately 15% complete. Construction completion is scheduled for June 2020. Total Project Cost is $23.1M.

ITA (Interfacility Traffic Area) Study: Update Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Connected Community

Status:

The ITA Plan was approved by City Council at their December 12, 2017 meeting. The adopted plan has been posted on the City’s Planning Department website, on the Comprehensive Plan web page (as an amendment) and as a link on the Document Library page. An ad-hoc committee of City Staff members from Planning, Public Works, Public Utilities, Parks and Recreation and Economic Development has been formed to collaborate on the development of the plan and is currently working on the scope of the implementation plan.

Lesner Bridge Initiative owned by Chris J. Wojtowicz, Tom Leahy

Vision Element(s): Connected Community

Status: The Lesner Bridge Project is for the replacement of the existing Lesner Bridge. The Total Project Cost is $115M. Project is substantially complete as of October 2018. A ribbon cutting ceremony was held on December 12. Final Completion schedule for Jan/Feb 2019.

Local Road Funding: Long Term Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: The City has been very successful in obtaining State and Federal Transportation funding over the past several years to supplement local funds. Over the past 10 years, the City received an average of $14M per year in Competitively Obtained Funding (COF), from various programs. In 2010, the guaranteed State Urban Formula Transportation Funding was removed and more recently the State has developed the "Smart Scale" Program to allocate State transportation funding to projects based on a project scoring system. In the first two rounds of Smart Scale, the City recieved $36M and $30M, respectively, for the following projects:

Round 1 (2016) Indian River Road Phase VII-A $ 20,000,000 Laskin Road Bridge $ 10,000,000 Centerville Turnpike Phase III $ 6,000,000 Total $ 36,000,000

Round 2 (2017) Indian River Road Phase VII-B $ 5,000,000 Laskin Road Phase 1-A $ 15,000,000 Cleveland Street Phase IV $ 10,000,000 Total $ 30,000,000

Round 3 (2018) General Booth Boulevard & Oceana Intersection $ 3,600,000 General Booth Boulevard (London Bridge--Nimmo Parkway) $ 8,000,000 Laskin Road Phase III (Republic to Va. Beach Blvd) $ 25,800,000 First Colonial Road (Old Donation to Republic Rd) $ 44,200,000 Total $ 91,600,000

Princess Anne Road - Ph. VII Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: This project is for the widening of Princess Anne Road to a four-lane roadway, from General Booth Blvd to Upton Drive. The Total Project Cost is $38.6M. Project design is complete. Site acquisition and Utility Relocations are underway. Construction bids were opened on November 1. Notice to Proceed is anticipated to be issued by January 2019. Construction is scheduled to be completed by January 2020.

Regional Transportation Funding/Six Major Projects Regional Agenda Initiative owned by Robert Matthias, Tom Leahy

Vision Element(s): Connected Community

Status:

• The Third Crossing renamed the Patriots Crossing is funded for $10 million for additional environmental work. That project will be considered for funding after the Hampton Roads Bridge Tunnel improvements are completed in 2024. • Phase 1 and 2 of the I-64/I-264 projects are underway be completed in 2020. This will provide for greatly improved access from I-64 West onto I-264 East including a flyover at Woodstock Road. • Phase 3 of the I-64/I-264 interchange is a study to look at the three remaining quadrants of this interchange. This is funded in the amount of $10 million and should be completed by the end of 2019. • The High-Rise Bridge improvements are underway in Chesapeake from route 168 to just east of the Bowers Hill interchange. The $600 million project will provide three lanes in each direction including the construction of a four lane bridge in the eastbound direction for the eventual full buildout of this project. The Bowers Hill interchange improvements are unfunded at $300 million. • The route 13/460/58 connector in Suffolk was funded for $10 million worth of preliminary engineering and design. That project has been terminated because of the wetland impacts at a savings of $7 million to flow to other HRTAC projects. • The General Assembly established the floor for regional gas tax in Hampton Roads during the 2018 session of the General Assembly. This provided approximately $22 million in additional funds to HRTAC and it also provided much more surety to the bond rating agencies. • The city is working with HRTAC to attempt to have improvements the I-264/ Independence Blvd. Interchange funded after the Hampton Roads Bridge Tunnel project is completed.

Roadway Maintenance Program Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Active Lifestyle; Connected Community

Status: In FY2018, the Pavement and Maintenance program completed over 170 miles of roadway and associated turn lanes and markings. The FY2019 paving plan includes another 200 lane miles with support funding of $11,000,000 that was outlined in the Friday package to City Council on July 13, 2018.

The FY2018 reconstruction projects include portions of Princess Anne Road, West Neck

Road & Muddy Creek Road. The FY2019 reconstruction projects will include portions of Sandfiddler Road & Indian River Road.

Shore Drive Infrastructure Improvements Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: Shore Drive Infrastructure Improvements are broken into four phases (Phase I: Demonstration Project; Phase II: South Oliver to Treasure Island; Phase III: East Side of Lesner Bridge to Croix Drive; Phase IV: West Side of Lesner Bridge to Marlin Bay). Also included are Interim Safety Improvements and BAC additional safety recommendations.

• Phase I - Interim Safety Improvements and the BAC additional safety recommendations have been completed. ($7M) • Phase II - Project is not programmed. ($24M) • Phase III - Project is in the acquisition phase. Construction is scheduled to start in summer 2019. ($24M) • Phase IV - Funding was restored for this project in the FY 19 CIP. Design activities will resume when funding becomes available in July 2020. ($14M)

UBER/LYFT Shared Ride Services Regulations Initiative owned by Brian Solis, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Thriving Economy

Status: The shared ride services industry is static at this time. However, what is referred to as Mobility as a Service (MaaS) is a trending program area that localities around the world are attempting to manage. MaaS refers to e-scooter, e-bike and bike share services. The City will be working with the community, MaaS providers and across the City organization to determine a program of services that is able to enhance mobility opportunities for our residents and visitors, while also putting safety and compatible use as the highest priority. If City Council concurs that Mobility as a Service is a priority moving forward, it is recommended that this initiative be changed and managed accordingly.

Witchduck Road - Ph. II Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: This project is for the widening of Witchduck Road to a six-lane divided roadway, from I- 264 to Virginia Beach Blvd. Total Project Cost is $60.1M. Construction began in January 2017 and is approximately 55% complete. Construction completion is scheduled for January 2020.

Goal 3 Improve the Transportation System Other Council Initiatives

Greenwich Flyover - I-64/I-264 Improvement Project Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Connected Community

Status: The I-64/I-264 Interchange Project which includes the Greenwich Flyover is under construction as of February 2018. Construction completion is scheduled for fall 2021.

The Greenwich Flyover portion of the project is scheduled to be completed in fall 2019.

Goal 4 Revitalize Neighborhoods and Plan for the Future

Goal 4 Revitalize Neighborhoods and Plan for the Future City Council's Priority Initiatives

2040 Vision to Action Community Coalition Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment

Status: City Council appointed the Vision to Action Community Coalition to educate citizens and monitor/measure alignment of Council’s planning and implementation of the Vision. The group has invested time in executing public outreach and marketing that emphasizes the 2040 Vision Elements.

On January 16, 2018, the Committee briefed City Council on their 2017 achievements. In April, the Committee received the Hampton Roads Volunteer Achievement Award, Community Honoree Civic Group.

Members have presented the community Vision to the following groups: Sandbridge Civic League, 1st Precinct, Bay Island Civic League, and the Hampton Roads Asian Community.

To further community engagement and stay well-informed, they have visited and observed the Achievable Dreams program and the Old Donation Center.

Guests attended the Committee’s meetings and shared subject matter related to: Reinvent Hampton Roads; Chesapeake Bay Foundation; the WAVE project; Association of University Women, Gender Pay Gap; Jim Oliver, regionalism/localism.

The committee is currently working on developing a social media plan and revising their community outreach plan/strategy.

Cleveland Street Area Development Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Diverse Community; Thriving Economy

Status:

The Central Village Small Area Plan is in final draft form. It is anticipated that public engagement will begin for the plan in summer 2019 once the alignment for Cleveland Street is defined.

There are one state/VDOT and three City CIP projects that support the Central Village Small Area Plan and Pembroke SGA Plan implementation as follows:

Cleveland St. III status - Phase 1A and 1B are complete related to stormwater improvements. Phase 2 design is complete and prepared for the Clearfield/Cleveland intersection improvements. Phase 3 includes the 4-lane section of Cleveland from Clearfield to Witchduck and is under design.

Cleveland St. IV status - Project fully funded by both the City and State. An alignment study is complete and recommends a 3-lane Complete Street section with on-street parking instead of the 4-lane section from Witchduck Road to Independence Boulevard. Detailed design is to begin in July 2018 with completion by December 2025.

Witchduck Rd. Phase II - Under construction and scheduled for completion in May 2020.

I-264/I-64 Phase II with Greenwich/Cleveland Flyover - Under construction and on schedule for a Sept. 2021 completion.

Gills Cove Neighborhood Dredging SSD Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: Final permits have been obtained. The SSD membership has selected the option to delay execution to both bundle with the Eastern Branch dredging project and to utilize the London Bridge dredged material transfer station, with work starting in late 2019.

Sea Level Rise/Recurrent Flooding Comprehensive Analysis Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: The Hazard Data Development & Building Level Risk Assessment (Phase I) is complete for all four major watersheds. The development and evaluation of adaptation strategies (Phase 2) for the Lynnhaven and Southern watersheds is underway and scheduled to be complete in the spring 2019. Hydrodynamic modeling for the adaptation strategy alternatives is scheduled to be complete in the spring of 2019, followed by the creation of a matrix to screen the alternatives to come up with the top three. Also, a draft of the Policy Strategy was submitted and the MLT was briefed on the policy findings in December 2018. The adaptation plan draft document for the preferred alternatives is scheduled to be submitted in spring 2019. The study of future flood insurance coverage needs and residual risk is ongoing.

Sherwood Lakes SW Flooding Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: Public Works Operations has positioned a portable pump to lower the lake levels between 3.0 and 3.5-ft in advance of significant storm events until the program of planned improvements has been constructed. The water surface elevations are monitored once a month or after a rain event whichever is more frequent. The design for the permanent pump station including the pipe connecting the 2 lakes is complete. Construction for the interconnect pipe has begun and the notice to proceed for the construction of the pump station will begin in January 2019. Construction on both projects is anticipated to be complete in September 2019.

Storm Water Fee Policy Direction Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s):

Unique Environment

Status:

Public Works has evaluated each of the primary functional components of the storm water program that include water quality/regulatory compliance, operations and maintenance, and flood control. The unfunded storm water needs were presented to City Council in the fall 2016 and spring 2017 as part of the FY2018 budget process. These unfunded needs are significant and include both capital improvement program and operational requirements.

City Council approved a 15-year, $300 million program which addresses about half of the unfunded needs. This program included dedication of one cent on real estate tax and an increase of 12.5 cents over five years to the storm water fee.

Additional stormwater projects needs and funding options are being developed for the FY2020 budget cycle. The Sea Level Rise and Stormwater Master Planning studies underway will identify long-term needs and costs.

Goal 4 Revitalize Neighborhoods and Plan for the Future

Other Council Initiatives

Housing Strategy: Policy and Implementation Initiative owned by Andy M. Friedman, Ronald H. Williams Jr.

Vision Element(s): Diverse Community

Status: Housing Strategy proposals will be developed in coordination with the City Manager’s Neighborhood Revitalization Strategic Goal team and presented for consideration. The following areas for action are being developed: Zoning and development policy changes to allow and promote desired development and reduce development inconsistent with planning goals; development of design options and ideas to promote new types and styles of housing - a $50,000 VHDA grant was obtained to support this; expansion of housing affordability programs; integration of homeowner rehabilitation programs with goals for flood resistance and resilience.

Goal 5 Be a Competitive Sustainable Year Round Resort Destination for Residents, Businesses, and Tourists

Goal 5 Be a Competitive, Sustainable Year Round Resort Destination for Residents, Businesses, and Tourists City Council's Priority Initiatives

Activate Atlantic Avenue Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: Activate Atlantic Avenue is an initiative to improve the Atlantic Avenue corridor in the core area 15th to 25th Streets. The City and the Atlantic Avenue Association of business owners and operators have been working closely together in an effort to attract more visitors to Atlantic Avenue in the off-season. In 2018, the City launched an on-street parking pilot program in February for six weeks. The program was well-received and will be extended this year from November 1, 2018 - March 31, 2019 (6th Street to 25th Street) and from mid-January to March 31, 2019 for streets north of 25th Street. Several pilot programs were executed in the shoulder season of 2018 to include a block party on Atlantic Avenue, art installations at Rudee Loop and the City’s first projection mapping light show. EDSA, an urban planning consultant, conducted public engagement workshops in November 2018 and June 2019 and provided formal recommendations for revitalizing this core area. The recommendations encourage Tactical Urbanism techniques which include flexible, low cost, short-term projects to advance long-term goals related to street safety, public space and community building. The City is working closely with the Atlantic Avenue Association of business owners and operators to continue to plan and implement various pilot projects that will attract visitors to Atlantic Avenue in the shoulder season.

Cavalier Hotel Preservation Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Diverse Community; Thriving Economy; Unique Environment

Status:

• Marriott Oceanfront under construction • Atlantic Avenue realignment field change to hotel site plan. • Start of construction depends on real estate acquisition.

Convention Center Headquarters Hotel Development Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: Virginia Beach’s tourism industry continues to lose ground in the meetings and convention industry due to the absence of a headquarters hotel adjacent and connected to our convention center. Virginia Beach is the only city with a convention center of our quality that does not have a headquarter hotel. All other cities that we compete against for meetings and conventions have at least one and in many cases two or more headquarter hotels adjacent or connected to their convention center. This makes Virginia Beach non- competitive when professional meeting planners compare our package to what they can do in any other city. The recently completed HVS study (August 2018) was the sixth study that the city had commissioned over the past 24 years that emphasized our need to add this product to be competitive and grow our tourism volume. The study states, “…the lack of a headquarters hotel in Virginia Beach has decreased the desirability of the VBCC and impeded its efforts to book quality events.” With a preferred site for the hotel recently receiving the designation as a federal Qualified Opportunity Zone we have a new tool to leverage this opportunity. However, this opportunity has a limited time table available to secure its benefits which has created a new sense of urgency to move forward with this project for the benefit of our tourism economy.

Expand Public Art Program and Community Art Programs Initiative owned by Emily Spruill Labows, Ronald H. Williams Jr.

Vision Element(s): Unique Environment

Status:

• Mount Trashmore Stair Mural o In partnership with Parks and Recreation o Public voted on winning design o Artist: Aimee Bruce, “ Helping Hands” was completed April 6, 2018 • Rudee Walkway Mural by artist Pepe Gaka was completed May 2nd after national competition • Eco-Responsive Installation at Pleasure House Point o Partnership with Parks and Recreation and the Brock Environmental Center o After RFP process, artist Benjamin Heller was selected o “Terrapin Basin” completed August 2018 • Interactive Placemaking Element/Temporary Sculpture at Rudee Loop o Partnership with VBDA, Planning / SGA Department o Fall 2018 installation by Work Program Architects • African American Cultural Center, Community Public Art Installation o In partnership with AACC

o Fall 2018 installation • School Public Art Residency - In progress - Pending on school schedule and coordination • Maser Maze on 19th St. & Parks Ave. - Summer installation • "The Canoes” by Donald Lipski at the Lesner Bridge o Presentation of Art and Engineering at VB school with Project Manager, Chris Wojtowicz in February 2018 o March 1st hosted talk “The Marriage and Harmony of Art and Engineering” at MOCA o Installation and community dedication on July 28, 2018 • Created a more artist friendly Public Art website • “Children Playing” sculpture restoration at Court House completed May 2018 • FY19 Public Art Plan in development

Goal 5 Be a Competitive, Sustainable Year Round Resort Destination for Residents, Businesses, and Tourists Other Council Initiatives

19th Street Pedestrian Connection Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Active Lifestyle; Connected Community; Unique Environment

Status:

The 19th Street Project includes improvements along 19th Street from Parks Ave to Arctic Avenue. Improvements include a new three lane roadway section with on‐street parking, 10’ minimum sidewalks, undergrounding of all overhead utilities, stormwater upgrades, new sanitary sewer, new traffic signals, street and pedestrian lighting, landscaping and street furnishings. The Total Project Cost for this project is $16.5M. Construction is underway as of May 2018 and is approximately 20% complete. Construction is scheduled to be completed in June 2020.

Conduct "Research & Development" to support tourism marketing investments Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status:

The CVB remains focused on its ability to use its research capabilities and data sources to plan, measure and analyze its owned and paid media efforts. In addition to the Smith Travel Research reports that provide past hotel performance data, the CVB partnered with DestiMetrics to see forward‐looking hotel data. Additionally, through the reservation data submitted by accommodation partners to DestiMetrics, the CVB can discern the top origin markets of visitors to Virginia Beach. This origin market data coupled with origin market data from other sources, such as VisaVue data detailing visitor spending, allows the CVB to evaluate what markets it should be targeting with its advertising efforts. Through analysis of this data, the CVB determined that Charlotte, NC is a valuable market to add to upcoming media plans. As the CVB plans out future media buys, the team is using Simmons Research data on the media consumption habits of the CVB’s target markets to help guide its media channel investments. For performance data, the CVB started working with Arrivalist to tag owned and paid digital media to measure the impact of marketing and advertising efforts through actual arrivals in the destination after exposure to tagged media.

76 To further evaluate the effectiveness of advertising efforts, the CVB conducted a brand awareness and perception study in 2018 as a follow up to the same study that was conducted in 2013 and 2016. The results were favorable, and when asked, “When you think of an ocean beach destination, what are the first five that come to mind?” Virginia Beach ranked 7th in unaided respondent beach destinations compared to 13th in 2016.

Construct the Darden Marine Animal Conservation Center Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: As part of the Virginia Aquarium Foundation’s successful capital campaign, the Joshua P. and Elizabeth D. Darden Foundation generously donated $2.5 million to name this research center, the first of four identified in the Owls Creek Master Plan. This 18,000 sq. ft. support facility for the Virginia Aquarium is a joint project between the City of Virginia Beach, through the CIP, and the Virginia Aquarium Foundation, through the ongoing Capital Campaign and will be known as the Darden Marine Animal Conservation Center. The donated funds will be used to help construct and equip the new facility.

The project was funded beginning in FY2015. The design firm of Waller, Todd and Sadler Architects completed the A&E construction drawings and the City put the project out for bid in early 2018. Bids came in over budget and staff worked with the low bidder, MEB General Contractors, to reduce significant costs in the project. Following transfer of unused funds from the Housing Resource Center CIP, the project was fully funded and City staff completed the construction contract with MEB. Construction officially started in September 2018 and completion is scheduled for spring 2020.

Convention Center Business Development Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Unique Environment

Status: Meetings, Convention & Sports Marketing sales efforts continue to be a critical focus to weatherproofing and making Virginia Beach a year‐around destination. By securing contracted meeting and convention business and sports tourism events into the future, we provide our hospitality partners a baseline of dependable business to build their marketing plans. Marketing strategies include account development, relationship selling and supporting facility growth.  M&C sales produces and distributes qualified leads to destination partners from small meetings to large‐scale citywide conventions. As such, the meeting and convention team distributed nearly 350 lead opportunities in 2018. The

opportunities represent nearly 125,000 attendees and 170,000 potential hotel room nights. • The Meetings and Conventions sales teams are utilizing new tools and marketing assets to leverage meeting planner relationships. The meetings “Inspiration Guide”, vibrant web site for meetings professionals and video testimonials, the M&C team is finding new ways to attract meeting planners to Virginia Beach. • Marketing platforms like Cvent, Experient and HelmsBriscoe will drive exposure and increase customer contacts to Regional and National Customers. Nearly 60 percent of the 300 plus leads that the M&C Team develops reach us via Cvent. A key meetings industry search engine, Cvent allows planners to quickly reach our sales professionals with rfp’s and date requests. • The M&C Team selected and opened the first meeting sales office in the DC metro market in August and has enjoyed increased productivity from this very important feeder market… • Virginia Beach Convention Center (VBCC) continues to be a major focus due to its ability to attract large-scale, impactful events. The M&C Team currently has 60 plus Convention Center/City-wide opportunities under consideration with a possible 62,000 potential hotel rooms nights for the destination.

The VBCC hosted an estimated 612,870 guests and 345 events in fiscal year 2018, generating approximately 106,573 room nights.

Develop Virginia Beach into a Year Round Resort Destination Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: Through owned, earned and paid messaging the CVB aims to increase the awareness and familiarity of Virginia Beach as a year-round destination. To achieve this goal, the CVB continues to make efforts to further improve shoulder season visitation and maintain strong summer visitation. The CVB’s FY19 media campaigns leveraged increased media budgets and new media partners, and included our largest Fall Campaign to date, a 25% increase in spend over FY18. These efforts culminated in Virginia Beach leading the competitive set (Myrtle Beach, Coastal Carolina, Ocean City and Williamsburg) in year-to- date occupancy (66.5%) as of the October 2018 STR report. Through a brand awareness study completed by SIR over the summer of 2018, it was found that respondents who were aware of Virginia Beach’s advertising were eleven percentage points more likely to visit Virginia Beach in their lifetime than those respondents who were unaware. Based on the same study, it was also found that familiarity with Virginia Beach is significantly higher among respondents located in markets where the CVB ran brand and lifestyle interest campaigns, compared to markets where only the brand campaign was run or where no media was run. Due to the strength of the lifestyle interest campaign and its ability to encourage potential visitors, the CVB will continue to implement this effective campaign strategy in FY20.

78 Dome Site Development Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy; Unique Environment

Status:

On January 15, 2019 the City Council approved a non-binding term sheet outlining negotiated development terms for a mixed-use family friendly entertainment district with Venture Waves LLC. The anticipated development, The Wave/Atlantic Park, includes an estimated 150,000 SF of Class A office space, 200,000 SF of restaurant / retail, 425 apartments, a surf park, a 3500 person entertainment venue called The Dome and more than 1900 parking spaces. Total estimated development costs are $325 million including 95.5 million of City investment for the parking facilities, the entertainment venue and common spaces / streetscapes. The source of the City’s capital investment is the Tourism Investment Program Fund.

The next steps include negotiation for lease or acquisition of a surface parking lot owned by the United Methodist Church on 19th ST, negotiation for the acquisition of the 18th ST right of way and adjoining parcel from Norfolk Southern, and negotiation of the entertainment venue operating terms for a lease agreement with Oak View Group. Ultimately a binding Development Agreement for the design and construction of The Wave/Atlantic Park will be scheduled for City Council consideration by June 2019.

Improving the Authentic Virginia Beach Experiences Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: The tourism industry is a very competitive industry. Consumers are continuously receiving marketing messages promoting destination choices for a variety of different travel experiences. Being a successful tourism destination in the past does not ensure future success. Our competition continues to transform and consumer’s tastes change. If we don’t evolve as a destination we will be left behind. New generations of travelers, such as the millennial generation and the rising Gen Z, are seeking different types of experiences than their preceding generations. Today’s new travelers are seeking to experience the unique qualities of a destination that highlight the authenticity of the place, what makes the destination unique and what creates the local culture and personality of a place. The Convention and Visitors Bureau fully supports the vision of creating experiences that are unique to Virginia Beach. Creating new product and reinventing existing product that differentiate our destination and creates authentic Virginia Beach experiences that highlight our culture. Examples of these important initiatives include the mixed-use vision of the Dome Site development, continued support for the Vibe Creative District, reinventing the Atlantic

Avenue corridor to add place-making space and the creation of new unique events and entertainment programing through our “Live! on Atlantic” program.

Owls Creek Marsh Pavilion Enhancement (Phases I & II) Initiative owned by Cynthia Whitbred-Spanoulis, Kenneth Chandler

Vision Element(s): Active Lifestyle; Learning Community; Thriving Economy; Unique Environment

Status: Phase I is a project to renovate the twenty-two-year-old Virginia Aquarium Marsh Pavilion with the City and the Aquarium Foundation as partners. The Foundation initiated a capital campaign in March 2015 to fund new exhibits for the facility. An architectural firm is under contract and the project is in the design/development phase. The FY2018 budget included a Capital request for Phase II, to complete the project for the Veterinary Care Center which is needed to meet AZA’s accreditation standards for animal care and ensure a staff veterinarian and vet tech are onsite at all times. Guests will observe the Aquarium’s medical and husbandry staff in action as they care for animals in the exhibit collection and conservation programs. Also includes an area where children can role-play as Aquarium scientists helping injured marine animals and view our water quality lab. The Phase II Veterinary Care Center will complete the Marsh Pavilion Enhancements by providing teachable moments that inspire conservation to our youngest audiences and their families. This phase will also fund extra parking for the entire renovated Marsh Pavilion building as well as the Adventure Park. In FY 2018, the two phases were combined into one construction project. Construction is scheduled to begin in the spring of 2019, with an estimated completion of May 2021.

Resort Area Parking Plan Initiative owned by Barry B. Frankenfield, Ronald H. Williams Jr.

Vision Element(s): Active Lifestyle; Connected Community; Thriving Economy

Status: A parking study was completed for the Dome Site and its data is helping to shape the planning of the land uses and parking demand for “The Wave” project.

The SGA/parking management office is assisting the Convention Center in managing parking demand during the construction of the new Sports Center. A vehicle counting system was installed to assist attendees find available spaces. The data from this system will eventually be added to a new parking app so convention center attendees can use the app ahead of their trip to find the appropriate lot to park. It is anticipated this new app will be operational by the 2019 resort season. Future expansion of the parking app could include parking availability at Town Center, the three Sandbridge lots, the Virginia Aquarium, and the Lynnhaven River Boat Ramp.

In addition, this past year the City offered two new resort parking programs oriented

towards locals in 2018 to make access of the resort easier and convenient. The City created a loyalty points card that allows a free parking session after 5 uses in all lots and garages and created a seasonal pass for the surface lots for frequent beach goers. Approximately 5000 loyalty cards were redeemed in one season and 338 seasonal passes were sold. The SGA/parking management office also advertised all municipal resort locations and mobile payment app in two resort industry publications that accounted for 1M total copies to help tourists and visitors find parking as well as providing awareness of convenient, easy to use app to pay for metered parking. Currently, the office is working on developing an app that will assist visitors find open parking spaces and to pay for the on-street spaces.

Sports Center Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Thriving Economy

Status: In July of 2018, the City Council approved a PPEA Comprehensive Agreement with MEB General Contractors to commence the construction of the Virginia Beach Sports Center, a state of the art sports tourism facility located adjacent to the VB Convention Center in the City’s Central Beach Entertainment District. MEB’s team includes Clark Nexsen and Hanbury as design –builders of the 285,000 sq. ft. venue. Through the use of the Tourism Investment Program Fund, the City is investing $68 million for a the facility that will feature 117,000 sq. ft. of hardwood court space that will hold 12 basketball courts (convertible to 24 volleyball courts) as well as a world class hydraulically banked 200- meter indoor track and 1,100 new surface parking spaces. The scheduled opening of the facility is November 2020.

In December of 2018, the City Council approved an Operating Agreement with Eastern Sports Management for a maximum term of 20 years. Additionally, the Virginia Beach CVB Sports Marketing team have been marketing the Sports Center for tournament bookings and have attended the Connect Sports Conference, TEAMS Conference, Amateur Athletic Union Conference, USA Track and Field Conference, SPORTS Relationship Conference and US Sports Congress. In addition, one-on-one meetings have been held with numerous interested clients including: Virginia High School League, Old Dominion Athletic Conference (ODAC), Mid-Eastern Athletic Conference (MEAC), National Collegiate Athletic Association (NCAA) and various national governing bodies of sport including USA Field Hockey, USA Team Handball, USA Fencing, National Wheelchair Basketball Association, AAU and many others.

City Department partners including CVB, Public Works, Planning, SGA, Fire Marshall, COMiT, Purchasing, Legal, Permits/Inspections and the City Manager’s Office meet regularly to make collaborative decisions to keep the project moving forward and on time.

Tourism Advocacy Initiative owned by Brad van Dommelen, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Thriving Economy

Status:

Advocacy messaging to residents outlining the benefits of tourism continues to be a focus for the CVB. In addition to building on the momentum of the radio and digital campaigns created to raise awareness of the recently launched advocacy website, www.TourismWorksVB.com, the CVB ran radio campaigns with two popular radio outlets in conjunction with the first-ever Coastal Virginia Restaurant Week. This offered the CVB a chance to provide marketing and publicity opportunities for our restaurant industry partners while also reaching the public with tourism advocacy messages. New economic impact figures for 2017, released by the state, led to the updating and distribution of the CVB Economic Impact of Tourism fact sheet. A new rack card is currently being created for the public’s use and will be available at all city recreation centers and public libraries. The 2018 State of Tourism address held in November was another prime opportunity to share the benefits of tourism; this year the attendance hit a record high and was covered by local print and broadcast media.

Goal 5 Be a Competitive, Sustainable Year Round Destination for Residents, Businesses, and Tourists Striving for Excellence (SFX) Initiatives

Aquarium Removes Single Use Plastic Straws Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service

Status: Recognizing our role as advocates, the Virginia Aquarium joined 18 other aquariums across the United States to form the Aquarium Conservation Partnership. This collective aimed to remove all single use plastics from member facilities, and began with single use plastic straws and bags. The Virginia Aquarium eliminated single-use plastic bags several years ago, and removed single-use plastic straws from our facility by July 1, 2018, thereby eliminating up to 500,000 straws from the waste stream. The next major goal is to remove all single use plastics from the guest experience by July 2020.

Church Street Station Studios Housing and Neighborhood Preservation

SFX Criteria: • Improved Customer Service

Status: Church Street Station Studios, the newest permanent supportive housing development in Hampton Roads opened in January. The 80-unit apartment community, located in Norfolk, provides permanent supportive housing for formerly homeless individuals and low-income adults from Virginia Beach and Norfolk. Housing and Neighborhood Preservation contributed $750,000 in HUD funding toward the development and is supporting 10 units for formerly homeless individuals with project-based vouchers. A total of 16 units are designated for Virginia Beach households.

Church Street Station Studios was recognized at the 2018 Virginia Governor’s Housing Conference for Best Regional Partnership. The award is given to a regional effort that exemplifies how leveraging successful partnerships can lead to vibrant communities. The development was a collaboration between the Cities of Virginia Beach and Norfolk and nonprofit developer Virginia Supportive Housing.

Church Street Station Studios is the sixth permanent supportive housing development that Virginia Beach has collaborated with other Southside cities on since 2005. A total of 400 units of affordable housing have been created in four cities.

Expanded Programming in the Miller Studio Theatre Cultural Affairs

SFX Criteria: • Improved Customer Service

Status: This year the Sandler Center was able to expand programming in the Miller Studio Theatre to not only include the "Out of the Box" winter concert series but to also include a summer jazz series titled, The Miller Jazz Series."Out of the Box" - In January of 2018, the Sandler Center kicked off its fifth season of "Out of the Box" at the Sandler Center. This series was created in response to the tremendous success of our Summer Series, "Ynot Wednesdays?", and is in partnership with Paul Shugrue and his radio program on WHRV FM. This series gave the opportunity to invite patrons inside the Sandler Center's Miller Studio Theatre for an intimate experience with the region's best acts performing original music.

The after-work time slot made this event a popular stop on the route home for many Town Center professionals and residents, as well as attracting Virginia Beach visitors and fans of the performing bands. During the event, Paul Shugrue broadcasted live remote segments from the event during his radio show. For this first time this year, WHRO was also on- site for a few of the performances to promotional material for the series. Throughout the 8-week series, over 1,750 guests came to enjoy the event, many visiting Sandler Center for the first time. Miller Jazz Series kicked off June 2018 and ran until September. This series occurred once a month and featured local jazz musician Jimmy Masters and his band as they played in the intimate Miller Studio Theatre. Patrons were delighted by the smooth sounds of jazz in an artist-in-the- round performance setting. Throughout the 4 performance series, over 315 guest came and enjoyed the Miller Jazz Series.

In-House Graphic Design Award Winners Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service

Status: Long-known to be a leader in the graphic design field, the Virginia Aquarium team won four In-House Design Awards for work on the Sensible Seafood Fest Poster, FY17 Annual Report, spring 2018 VAQ Member Magazine, and 2017 Membership Kits. These awards meant Aquarium designed were part of the top 15% of the over 5,000 entries.

Marketing Communications Team Restructure Convention & Visitor’s Bureau

SFX Criteria: • Process Improvement • Savings: $71,539

Status: City Council approved a plan to restructure the Marketing Communications Unit of the CVB. The goals of the restructure were to reduce overall markup expenditures with the current advertising agency of record, bring in-house staff on board for greater speed to market, utilize in-house staff as subject matter experts and increase overall productivity and output of tourism marketing efforts. Initiatives included developing a new tourism website managed in-house, hiring creative, PR and graphic design staff and gradually reducing overall account management time and dependency on outside resources. Funds saved were used to increase media advertisement placements to generate greater awareness and familiarity of Virginia Beach with consumers. Not only were overall cost savings goals met, but the Marketing Communications team exceeded the goal by 28.1 percent above what was projected.

OCEARCH Team Includes Aquarium Veterinarian Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service

Status: Aquarium veterinarian Dr. Allyson McNaughton took her experience on the road (or to the sea, to be more correct), serving as on-board veterinarian for a portion of OCEARCH Expedition: Mid- Atlantic. Dr. McNaughton joined the OCEARCH team for the second time as they searched the mid- Atlantic for sharks and other fish, assessing population and migratory routes.

Opening of New Zeiders American Dream Theater at Town Center Cultural Affairs

SFX Criteria: • Improved Customer Service

Status: The cultural landscape in Virginia Beach changed forever in October with the grand opening of the Zeiders American Dream Theater's beautiful new facility. Mike Zeiders founded the Zeiders American Dream Theater, known as The Z, in 2015 to be built in the Town Center of Virginia Beach in partnership with the City of Virginia Beach During

construction, the organization had been producing significant programming in their temporary space and filling a much needed void in Virginia Beach.

In October 2016, construction officially began for their permanent home marking the start of a new chapter in the history of The Z and the arts in Virginia Beach. The facility opened in October 2018 with the debut of the new annual Proteus Festival which included approximately 31 performances, 50 master classes, as well as panel discussions, and culinary surprises. Headlining performances featured local indie-alternative-folk-rock family, THE HUNTS, and violinist-singer-composer, Kishi Bashi. More than 400 Festival- goers purchased badges at a variety of affordable price-points for access to dozens of activities and performances in music, theater, and film. Additionally, in celebration of the grand opening, the public enjoyed numerous free performance and engagement opportunities presented at the new Z Theater and partner venues around Town Center. Designed to focus on local artists while also bringing national attention to the venue and Virginia Beach, the grand opening appealed to a wide range of Virginia Beach residents, tourists, and businesses. Opening the venue with the Proteus festival provided an extended opportunity to highlight the new state-of-the-art 310-seat theater and studio theater available to Virginia Beach artists and audiences. The addition of these new spaces generate a new, exciting connection between the performer and the audience and will help establish Virginia Beach as a nationally recognized center of artistic creativity.

Partner Pipeline Convention & Visitor’s Bureau

SFX Criteria: • Process Improvement

Status: To increase the number of business and event listings on our new tourism website (VisitVirginiaBeach.com), the CVB launched a customized online service portal for our hospitality industry partners. The Partner Pipeline allows our partners to engage with our staff and each other in a number of ways, with the ultimate goal of highlighting the most current information about Virginia Beach happenings to visitors and potential visitors. The portal launched in late 2017. Statistics for year one show that the CVB has conducted 21 training sessions on the Pipeline’s dashboard capabilities, reaching 22% of our partners in the system. In addition, more than 900 tourism-relevant listings (businesses and events) were available on our site and more than 1,400 individual issues, questions or concerns were addressed and resolved by CVB staff. Listings are being populated and/or updated daily.

Sandler Center Art Gallery Cultural Affairs

SFX Criteria: • Process Improvement

Status: During public meetings with local artists, the Office of Cultural Affairs learned that artists need more local venues to exhibit their work. After hearing this need from the community, the Sandler Center Art Gallery was created on the second and third floor lobbies of the Sandler Center for the Performing Arts.

The Gallery offers great exposure for artists seeking to reach local patrons and visitors to this multi-use facility. In this most recent fiscal year, the gallery featured numerous Hampton Roads artists including Lisa Ashinoff, Doug Clarke, Ed Obermeyer, Barbara Kobylinska, and Roberto Jamora. Several of the Gallery artists sold multiple pieces as a direct result of their exhibitions at the Sandler Center, in addition to an increase in inquiries and traffic to their websites. he Sandler Center Foundation hosts an artist opening reception for each exhibit.The reception gives the opportunity for people to talk one on one with the featured artist and meet other members of the community. The receptions have increased traffic to the Sandler Center and provided increased exposure for the artists. An estimated 525 people attended the receptions this past year. The Sandler Center Art Gallery is free and open to the public during regular operation hours: Monday through Friday, 10am-6pm, Saturday from 10am-2pm and during any performance at the Sandler Center.

Sandler Center Resident Company Cooperative Marketing Program Cultural Affairs

SFX Criteria: • Process Improvement

Status: In 2018, the Office of Cultural Affairs and Sandler Center marketing staff worked with the Sandler Center's Resident Companies to share the costs of a monthly print and digital advertising campaign to publicize their events. Through print advertising in The Virginian- Pilot, Coastal Virginia Magazine and VEER Magazine, the Sandler Center events were able to reach a total readership throughout the year of 3,189,000 both locally and in the surrounding areas. New this year, we ran local advertising with Jewish News, WTKR and WAVY. Our diverse media campaign allows the Sandler Center and Office of Cultural Affairs to bring awareness to the many cultural programs taking place in the City.

Thoroughgood House Education Center Opening Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service. • New Funds Raised/Donations: $164,515.00

Status: The "All America Was Virginia" museum exhibit opened at the Thoroughgood House Education Center in May 2018. This privately funded exhibit included a 17th century portrait on loan to the Virginia Beach History Museums. The portrait, likely one of the first portraits in Virginia, showed William Moseley II.

The museum and exhibit brought in $165,515 in funds for the capital campaign. The new building reflects the Thoroughgood House's significance as a National Historic Landmark and period reproductions help bring the past to life for visitors.

Where Legends Rise Convention & Visitor’s Bureau

SFX Criteria: • Increased Productivity

Status: The Virginia Beach CVB created a multi-platform marketing and PR plan to announce and promote the new Virginia Beach Sports Center. The theme of the campaign, Where Legends Rise, is centered on inviting the sports tourism community to anticipate the arrival of our state-of-the-art Virginia Beach Sports Center scheduled to open in 2020. The 285,000 sq. ft. Virginia Beach Sports Center will feature 117,000 sq. ft. of hardwood court space accommodating 12 basketball courts (converting to 24 volleyball courts) as well as a 200- meter hydraulically banked track. The multi-channel campaign was brought to life with a sales brochure, website, social media, print advertising, on-site activation at industry trade shows and themed client giveaways. In addition to creating awareness, the ultimate goal of this campaign is to reach sports event rights holders and create a new base of business for the facility. This professional, detailed campaign was created in partnership with the CVB Marketing and Communications Unit and new local creative services partner Vigilant, saving the CVB more than two-thirds the cost of previous campaign developments.

Goal 6 Be the Safest City in the Nation

Goal 6 Be the Safest City in the Nation City Council's Priority Initiatives

Body Worn Cameras for Patrol Officers Initiative owned by James A. Cervera, Steven R. Cover

Vision Element(s): Connected Community

Status: The Virginia Beach Police Department completed Phase I of implementation in September 2018 where we equipped 110 officers across four precincts, Special Operations and the Warrant/Fugitive Unit with body-worn cameras. We are working with our partners in IT and the Office of the Commonwealth’s Attorney to conduct workload assessments for each agency.

We are prepared to purchase the equipment needed to implement Phase II of our project. This will give body cameras to another 110 officers across the department. This acquisition and training will begin in early 2019 with a launch on or before March 1, 2019.

We will also begin installation of in-car cameras and signal devices that will automatically activate cameras in certain situations.

College Beach Weekend Action Plan Initiative owned by James A. Cervera, Steven R. Cover

Vision Element(s): Connected Community

Status:

The Police Department has concluded an after action review that includes a review by the Chief’s Office and the Deputy Chief of Professional Development and Training responsible for Community Outreach. In addition, the Operations Division conducted a survey and review that solicited input from all involved Officers and Public Safety Partners. The Department also participated in a community based review sponsored by Councilmembers Dyer and Kane. The AAR reveals an appreciation for better communication and situational awareness prior to the event as a few minor recommendations (from participating traffic officers) specific to improving the traffic plans. Most notably, and due to the outcomes of the weekend, the department has placed a greater emphasis on patrolling and surveilling the municipal parking lots as the shootings and shooter appeared to emanate from these areas. This focus has been in place for subsequent events.

Planning for College Beach Weekend 2019 has been altered as the City has permitted a special event for the weekend, proposed by Pharrell Williams, an internationally known artist from Virginia Beach. The event is being called “Something in the Water” and is intended to be a multi-faceted event featuring events and activities that are of interest to adolescent and college aged adults. This is anticipated to be a well-attended event with many venues of entertainment and learning opportunities that will be centered in the resort area. Planning for the event is underway with an event management company that represents Mr. Williams. The Police Department is committed to working to ensure a safe and prosperous event for 2019.

Community Policing Strategy Initiative owned by James A. Cervera, Steven R. Cover

Vision Element(s): Connected Community

Status: Through City Council’s progressive vision, additional staffing has been allocated to the Police Department with a specific earmark for their assignment being the Third Precinct’s Community Policing Team. These officers have been devoted in two major areas of our operations: providing dedicated and sustained community policing efforts in the Western Bayside area and consistent staffing in the Town Center area. Our goal has been the enhanced deployment of resources to optimize and stabilize officer assignments in this fairly large geographic area with a dedicated community policing presence. To the degree possible we have sought to eliminate gaps in coverage created by officers’ shifts and days off, and the five additional sworn positions allocated by Council has allowed us to close in on that goal. Our elevated staffing level has allowed for a total of six officers and a sergeant to be assigned to primarily a night shift while four officers and a sergeant are assigned to a day shift. These officers dedicate the majority of their efforts toward our community policing initiatives and by alternating the officers’ days off, we maximized their presence in the target areas. These efforts have had excellent crime abatement results and have been well received by the community.

Drone Use Policy Initiative owned by James A. Cervera, Steven R. Cover

Vision Element(s): Unique Environment

Status: The Addendum to AD 5.12 is complete. It is being reviewed by Legal and will be sent out for Department Leaders to review and sign. This will provide a City-wide standard operating procedure for all agencies that have an Unmanned Aircraft Systems. The Police Department completed a City-wide update to City Manager Hansen and Deputy City Manager Cover in October.

Oceanfront Staffing, Operations and homeless outreach Initiative owned by James A. Cervera, Steven R. Cover

Vision Element(s): Connected Community

Status:

Officers continue to identify homeless individuals and work closely with various City and State agencies to provide long term assistance and care for the homeless population. Oceanfront staffing levels have remained consistent with previous years, with the addition of officers for special events, tourist increases, and any unplanned Expressive Activity gatherings.

Opioid Service Enhancements Initiative owned by Dannette R. Smith, Kenneth Chandler

Vision Element(s): Connected Community; Unique Environment

Status:

Human Services supports opioid prevention, treatment, and recovery in Virginia Beach. The REVIVE! Opioid and Nalaxone Education Program has trained 294 individuals between December 2017-December 2018.

Between 2016-2018, the Prevention Office worked with National Cinemedia Movie theaters to educate individuals on opioid prevention with two million public service announcements. In 2018, Prevention used Adams Outdoor Billboards with 400,636 views during the one month campaign. Prevention also had 13 digital billboards displayed at Norfolk International Airport with 2,248,000 views and an opioid ad campaign with Health Journal magazine for three consecutive months which brought 72,000 readers.

Opioid/Heroin Initiative Initiative owned by Heidi Kulberg, Kenneth Chandler

Vision Element(s): Active Lifestyle; Diverse Community; Learning Community

Status: The Virginia Beach Department of Public Health has been actively involved in providing Education, Community Awareness, and Naloxone dispensing. The four departments continue to collaborate to provide REVIVE! Classes. In 2018, Public Health provided seven Revive! Lay Rescuer certification for Opioid Overdoes which has included over 350 people in the Virginia Beach area. The Department has 1 of 2 people that are able to provide the Revive! Train-the-Trainer certification in the Eastern Region of Virginia and has conducted one training in the past six months. Over 50 people have been trained either as Lay

Rescuers or Lay Rescuer Instructors. The Department has dispensed well over 200 Drug Disposal kits and instructions on proper medication disposal. The Virginia Beach Department of Public Health is planning to increase outreach in 2019 under guidance of the acting Health Director and by targeting at risk populations.

Goal 6 Be the Safest City in the Nation Other Council Initiatives

Develop a Comprehensive Pre- and Post- Disaster Recovery Plan Initiative owned by Erin Sutton, Steven R. Cover

Vision Element(s): Thriving Economy

Status:

The Office of Emergency Management (OEM) has begun the draft plan and will be providing the document to the MLT and Department Directors for review and input by the end of January/beginning of February. A Recovery Plan workshop will be scheduled in the early spring for all representatives to attend for plan review and discussion.

Develop Updated Evacuation and Shelter Plans to Align with New Evacuation Zone Initiative owned by Erin Sutton, Steven R. Cover

Vision Element(s): Thriving Economy

Status:

The new evacuation zones were used during Hurricane Florence and due to lessons learned OEM will be making changes to the Evacuation plan. The Sheltering plan has been updated and VBCPS is working to develop an updated shelter list based on new school construction and an improved approach to opening shelters. A Tiered approach to opening them was introduced during Florence and we are now going to have the shelter list reflect that plan moving forward.

Goal 6 Be the Safest City in the Nation Striving for Excellence (SFX) Initiatives

Fort Story Fire Station Fire

SFX Criteria: • Improved Customer Service

Status: Engine 15 was placed in service at Ft. Story in May of 2018, staffed with a four-person crew, co-existing with Joint Expeditionary Base Little Creek as a joint-use fire station located on a military base (the first of its kind in the nation). Formal Ribbon Cutting Ceremony was held on June 22, 2018.

Housing Resource Center - Operations Housing and Neighborhood Preservation

SFX Criteria: • Improved Customer Service • Process Improvement

Status: The Housing Resource Center (HRC), opened in September 2018, is a one-stop shop of services for families and individuals experiencing homelessness or a housing crisis. The potentially LEED- certified facility features: 51 singles shelter beds; 10 motel-style units (40 beds) for short-term family housing; 30 one-bedroom apartments (one for on-site manager); day services: laundry, showers, and housing support; Human Services: child welfare prevention, employment services, financial assistance, PATH, behavioral health; health center; dining hall; and learning facility. Providers use the same triage assessment and database in order to refer participants to each other's services, with the goal of connecting people to housing, if needed. The integration of these housing resources and supportive services in one facility makes it the first of its kind in the region.

It serves single homeless adults and families, including youth, veterans, those with mobility issues, and members of the LGBT community. During its first year, it is projected that 40 homeless individuals/day will access day services; 200 unduplicated single adults and youth (ages 18-24) will access emergency shelter; 40 families will have short-term housing (28 families moving on to permanent housing); 40,000 meals will be provided to shelter and day services participants; and at least 29 formerly homeless individuals will experience a year of stable housing. The broader community can access mainstream benefits through HSD and services at the health center.

HRC partners include City agencies, nonprofits, the faith community, schools, and businesses. The facility enhances and expands the community's efforts to make homelessness rare, brief and nonrecurring. It expands affordable housing and shelter in Virginia Beach. A new prevention and diversion program also helps people who are at-risk early on in their crisis before they become homeless. The City received the Hampton Roads Housing Consortium Housing Partner: Special Project Award for the HRC.

Implement a Mobile Co-Response Team in the City of Virginia Beach Human Services

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement

Status: The Mobile Co-Response Team Initiative was formed from a partnership between the Virginia Beach Department of Human Services' Emergency Services Unit, Virginia Beach Police Department, and Virginia Beach Department of Emergency Medical Services to meet the immediate needs of individuals experiencing behavioral health or substance use disorder crises at the time of the event and divert individuals from arrest and jail time to appropriate services and treatment. This involves a Human Services' Emergency Services Clinician riding with a Crisis Intervention Team (CIT)-trained Police Officer five days per week, with support from EMS paramedics to provide on-site medical screening for individuals needing hospitalization. As of December 7, 2018, the team has responded to over 30 calls, diverting all but 2 from arrest to other services.

Office of Emergency Management Training and Exercise Program Office of Emergency Management

SFX Criteria: • Process Improvement

Status: Over the last 12 months, OEM has completed dozens of trainings and multiple exercises for responders, leadership, external stakeholders and department representatives. OEM taught EOC orientation, assisted with shelter training and the Captain's Academy, set up ICS training for members, and attended multiple department staff meetings to educate others on our office and what we do and how each department fits into emergency management. We conducted, supported or evaluated many exercises this year; Medically Friendly Shelter, Family Assistance Center/Family Reception Center, College Beach Weekend, Active Shooter, Pre-Air Show, FEMA USAR, and the National Level Exercise. By Emergency Management leading the change on planning, training and exercising, this allows our city to prepare, respond and recover more quickly, efficiently and effectively.

This allows the city to get back to daily operations quicker and to "restart the economic engine" as soon as possible, saving the city time and money.

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Goal 7 Be an Inclusive Community that is Welcoming and Empowers All

Goal 7 Be an Inclusive Community that is Welcoming and Empowers All City Council's Priority Initiatives

Homeless Strategy: Implementation Initiative owned by Andy M. Friedman, Ronald H. Williams Jr.

Vision Element(s): Connected Community; Unique Environment

Status: Key action items aligned with the Strategic Plan that are being worked on are: • Construct, open and operate the Housing Resource Center - this is reported on as a separate initiative • Develop additional resources - we are supporting the work of the non-profit VB Home Now organization as they successfully expand the donations they obtain to support the housing resource center - their donation balance as of June, 2018 was approximately $458,000. ; In addition, we continue to apply for and obtain available state and Federal funding • Adding a homeless prevention and diversion component to the system: this is funded in the FY 18-19 budget and began operation in September 2018, along with the housing resource center.

Mental Health Initiative Initiative owned by Dannette R. Smith, Kenneth Chandler

Vision Element(s): Connected Community; Learning Community; Unique Environment

Status: As part of the Mental Health Forum, Human Services has brought together city departments and community stakeholders to discuss and address behavioral health issues in Virginia Beach. The group has agreed to develop a charter to define collaborative strategies to address this issue in Virginia Beach. Additional meetings will occur monthly until after the Mental Health Forum event. Once the charter and strategies are established, the group will meet regularly to begin implementation moving forward.

The Charter has been established, and the collaborative renamed the Behavioral Health Consortium. It is currently on hold while awaiting charter approval by the City Manager.

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Goal 7 Be an Inclusive Community that is Welcoming and Empowers All Other Council Initiatives

Disparity Study Initiative owned by Alice M. Kelly, Tom Leahy

Vision Element(s): Diverse Community

Status: BBC Research and Consulting presented draft results of the disparity study on October 16, 2018. The study reviewed total contracting over a five-year period, FY 2013 – FY 2017, of $1.73B (rounded up to $1.2B). Of that amount the City awarded 18.9% ($221.8M) to women (8.2%) and minority-owned businesses (10.7%). As a result it can be concluded that the City Council's existing 10% goal for minority owned business contracting was achieved within the study period.

The disparity study analysis is based on a 100-point disparity index scale, where success is measured by meeting an 80% utilization threshold. The City’s disparity index was calculated at 75% for minority and women owned contract awards; thereby creating a 5% disparity index gap or $15.4M over five years.

The final report will provide detailed data regarding availability, contract participation and recommendations for the City to consider to aid in advancing our SWaM procurement program. The final report is complete and will be briefed to City Council in early 2019.

Implement Open Table Initiative in Virginia Beach to Serve High-Risk Youth and their Families Initiative owned by Dannette R. Smith, Kenneth Chandler

Vision Element(s): Learning Community; Thriving Economy

Status: The Virginia Beach Department of Human Services, through its Children's Services Act (CSA) program is partnering with local Hampton Roads' faith-based communities to implement Open Table, an evidence-based model for empowering individuals to reach their goals for self-sufficiency. This program creates a mentor-community, similar to a personal "board of directors," around each individual participant and their family to provide wrap-around services and ensure they reach their goals for success. Through

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discussions with our partner Interfaith Alliance at the Beach, the initiative, funded by CSA dollars, will support two clusters of 10 churches that will lead Open Tables in the City of Virginia Beach; starting with children and families eligible for CSA-funded supports.

Permanent Supportive Housing for Individuals with Serious Mental Illness Initiative owned by Dannette R. Smith, Kenneth Chandler

Vision Element(s): Connected Community; Diverse Community; Unique Environment

Status: Human Services received funding from the Commonwealth of Virginia in September 2016, to provide permanent supportive housing to 52 individuals; subsequently receiving additional funding in September 2017 to provide housing supports for another 20 individuals. The goal is to provide safe, affordable housing options for individuals with a serious mental illness. These housing options are specifically designed to be integrated into community settings and participants receive supportive services, as needed. As of December 1, 2018 (FY 2019), 71 individuals have been housed under this initiative with an additional 5 participants slated to be housed by the end of the year. 58% of those housed were previously homeless as defined by the U.S. Department of Housing and Urban Development (HUD) with 44% of referrals received through the Virginia Beach Coordinated Entry Point system.

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Goal 7 We are an Inclusive Community that is Welcoming and Empowers All Striving for Excellence (SFX) Initiatives

African American Cultural Center: Next Steps Cultural Affairs

SFX Criteria: • Improved Customer Service • Technology Improvement Implemented

Status: A key priority within the Virginia Beach Arts Plan 2030, the partnership between the Office of Cultural Affairs (OCA) and the African American Cultural Center of Virginia Beach (AACC) continued making significant progress during 2018. In April 2018, the AACC launched their capital campaign with a public kick-off event featuring guest speaker, Risë Nelson, Director of the Afro- American Cultural Center at Yale University. Approximately 150 people were in attendance for the kick-off event. Between April and December 2018, approximately $34,000 was raised along with 3 three-year pledges and 1 five-year pledge (estimated value of $9,500). Significant in-kind pledges from surveyors and legal assistance services were also committed this year. On November 20, 2018, by unanimous decision, the City Council of Virginia Beach granted the AACC the transfer of deed to the property on Hampshire Way where the permanent venue will be constructed. The transfer of deed to the organization marks an historic moment for the City of Virginia Beach and its citizenry as a tangible and significant commitment to the preservation and cultivation of the history, heritage, and future of the African American population of Hampton Roads. Following the deed transfer, the AACC hosted their first community fundraiser performance at the E. Ray Cox Convocation Center on December 1, 2018. The evening of jazz and comedy attracted approximately 100 attendees from the local community and directly impacted the capital campaign.

Blue Star History Museums Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service

Status: In an effort to engage new audiences, the History Museums participated in the Blue Star Museum program for the first time. This program is a collaboration among the National Education Association, Department of Defense, and more than 2000 museums nationwide,

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and offers free admission to active duty military personnel and their families from Memorial Day through Labor Day. To recognize all military in our community, the History Museums extended this benefit to veterans and retirees and their families.

Community Arts Grant Program Cultural Affairs

SFX Criteria: • Improved Customer Service Status: The Virginia Beach Arts and Humanities Commission's Community Arts Grant Program is designed to provide support for arts projects that provide innovative and/or participatory experiences that reflect the changing communities in which we live, broaden access to arts experiences with an emphasis on projects that bring the community together to celebrate the diversity of artistic heritage to increase understanding, acceptance and positive regard among our communities. A high strategic priority in the Virginia Beach Arts Plan 2030 is to develop, support and promote greater diversity of arts offerings - particularly in the area of culturally/ethnically specific arts.

Actively expanding culturally diverse activities directly fulfills City Council's Goal 7 to be "An Inclusive Community that is Welcoming and Empowers All." The grant program, online forms, and criteria were approved in fiscal year 18 and launched in fiscal year 19. The impact and efficacy of the grant program will be demonstrated in future seasons.

Community Engagement/Outreach Communications Office

SFX Criteria: • Improved Customer Service • Process Improvement

Status: Departments, especially those with public-facing services, employ many methods to engage and outreach to citizens. The Communications Office has developed engagement/outreach continuum of action to guide its efforts. It recognizes that offering range of engagement/ input options tailored to particular issues and projects, allows choices, enabling participation at levels that meet individual interests, abilities and schedules. Examples: City Hall, Dome Site, Sea Level Rise/flooding, College Beach Weekend, Police Recruitment, Adoption/Foster Parents Recruitment and artwork for Mount Trashmore.

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Increase Support and Resources for Kinship Guardians of Children Entering Foster Care Human Services

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • New Grants Realized: $63,000.00

Status: In partnership with Chesapeake, Portsmouth, Suffolk, and Norfolk Departments of Social Services, the Virginia Beach Department of Human Services submitted a successful grant application to the Virginia Department of Social Services to increase supports for individuals taking care of related children (kinship care) within the foster care system. This $63,000 grant will support an additional staff member who will work across the region to provide targeted case management and resources to kinship guardians throughout Hampton Roads. Grant funding is guaranteed through September 30, 2019.

Minority Business Expo 20th year Anniversary Finance

SFX Criteria: • Process Improvement

Status: 2018 marked the 20th conference and expo for the Minority Business Council (MBC). This year attendees were inspired by local foodie entrepreneur and key note speaker Duane Thompson, founder and CEO of Sabrosa Foods, Inc. and his small minority-owned business success. The expo had over 230 attendees, including 40 exhibitors.

The MBC, who co-sponsored the event with the City, celebrated their 20^th year anniversary in 2015.

Open Government Spending Finance

SFX Criteria: Technology Improvement Implemented

Status: As part of the effort to provide citizens and staff with additional financial transparency, Finance worked closely with all departments and groups including IT, STIR and the Data Governance Board to create a listing of city payments to vendors for our OpenGov website.

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Prior to the release of the dashboard, Finance worked with the vendor and IT to ensure that payment data was accurate and easy to understand. STIR facilitated feedback from city open data community experts and IT assisted with the development of the extraction file.

Proactive Communications Enhancement Plan/Communication on Major Issues Communications Office

SFX Criteria: • Improved Customer Service • Process Improvement

Status: Departments strive to proactively address major issues and concerns. In addition to employing participation continuum to help design appropriate communication plans, it is frequently necessary to address misinformation and correct misperceptions, as well. On social media, in some cases, the correction has caused the poster to delete the original post and since no social media outlets offer archiving, no record remains. The Communications Office has procured Pagefreezer software to provide enterprise-wide archiving. That will go into effect January 1, 2019.

Other initiatives:

Publicinput.com; to date 14,744 participants in 8 public surveys VB411 and companion website, VB411: Fact or Fiction - launched March 10, show has covered topics including TIP Fund, Unfunded Liabilities, ARP, Stormwater projects, Code Enforcement Process, Sports Center, Hurricane Preparedness, Adopt-a Drain and more. The full list of programs and articles can be found on www.VBGov.com. Programs average 2000-3000 views and generate comments to which staff responds. Community meetings/workshops paired with PublicInput and Facebook Live to provide range of options for proactive communications.

Special Needs Under the Sea Aquarium, Historic Houses and Museums

SFX Criteria: Improved Customer Service

Status: Recognizing the changing needs of our citizens, the Virginia Aquarium implemented a series of Special Needs Under the Sea programming aimed at inclusion. The Aquarium opened early on four Sunday mornings for a sensory-friendly event that allowed a calm, comfortable exploration of the Aquarium without the crowds and noise of a busy day. The program continues to evolve and grow to meet the needs of all citizens, and has expanded for FY2019.

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Goal 8 Have World Class Schools and Educational Programs

Goal 8 Have World Class Schools and Education Programs City Council's Priority Initiatives

Academia Programs Expansion Initiative owned by Taylor Adams, Ronald H. Williams Jr.

Vision Element(s): Learning Community; Thriving Economy

Status: Old Dominion University significantly expanded its health sciences programs at the Virginia Beach Higher Education Center. The expansion was officially announced at a launch event on October 16, 2018, which included remarks from Governor Ralph Northam, Mayor Louis Jones, and ODU President John Broderick. Through a reconfiguration of the space, and in continued partnership with Norfolk State University, the Center now offers upper-level undergraduate and graduate courses in nursing and telehealth training. New technology in the building, including a mock “Monarch General Hospital,” provides students dynamic new classroom environments and hands-on opportunities in these critical fields. The move complements ODU’s existing health science presence in Norfolk and will bring an additional 850 students and 62 faculty members to Virginia Beach.

City Summer Youth Employment: Expansion Initiative owned by Michael F. Kirschman, Kenneth Chandler

Vision Element(s): Learning Community

Status: This year, the Youth Opportunities Office (YOO) employed 105 Virginia Beach residents, ages 16-21 in the Summer Youth Employment Program (SYEP). This is an increase from 86 participants in 2017 (Approximately 20% increase). The program provides opportunities to gain work experience in the public, private and not-for-profit sectors, learn new skills, earn and save money. There are currently 86 young people working throughout City agencies, and 17 in private companies.

The goal of the SYEP is to increase 25% annually to 200 participants.

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Employee Tuition Reimbursement Initiative owned by Regina Hilliard, Kenneth Chandler

Vision Element(s): Learning Community

Striving for Excellence: Increased Productivity.

Status: The following reflects tuition reimbursements for the 2018 calendar year: • Spring - 105 Applications submitted; 89 successfully completed/paid out; $1,253 average payout/application. • Summer - 74 Applications submitted; 63 successfully completed/paid out; $1,319 average payout/application. • Fall - 103 Applications submitted; currently processing. We have also worked to establish formal partnerships with several colleges and universities for employee discounts towards tuition, fees and application fees. Discounts and cost savings differ by educational entity.

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Goal 8 Have World Class Schools and Educational Programs Other Council Initiatives

Seed Library Initiative owned by Eva Poole, Kenneth Chandler

Vision Element(s): Learning Community

Status: Libraries and Virginia Beach Master Gardeners partnered to create a seed library for the Virginia Beach community. The goal was to provide resources for budding gardeners while also helping ensure that a diversity of plants grow in the community. The seed library offers customers seasonal selections of vegetable, herb and flower seeds at the Meyera E. Oberndorf Central Library, up to three packs, free, whenever the building is open. Virginia Beach Master Gardeners are stationed at the seed library regularly to answer gardening questions and the library hosts free gardening programs throughout the year to help residents grow their own plants. More than 300 people attended the January 2018 launch of the seed library. At the beginning of the year the Master Gardeners and library staff predicted the seed library would dispense about 32,000 seeds in its first year. By the end of November 2018, the seed library had dispensed more than 100,000 seeds.

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Goal 8 Have World Class Schools and Educational Programs Striving for Excellence (SFX) Initiatives

Early Elementary Coding Toys Initiative owned by Eva Poole, Kenneth Chandler Libraries

SFX Criteria: • Improved Customer Service • New Grants Realized: $22,050.00

Status: Libraries increased its collection of educational toys that teach children how to code without the need for a computer or tablet. KIBO and Cubetto, programmable robots for ages four to seven, engage children with fun, hands-on activities while introducing and reinforcing coding concepts including algorithms, functions and loops. At the heart of these activities are important 21st century skills including persistence, critical thinking and problem solving. The toys, purchased with funding from a $22,050 grant from the Virginia Beach Library Foundation, will be incorporated into children's programs and further expand coding experiences for the Library's young customers.

Early Literacy iPads Libraries

SFX Criteria: • Improved Customer Service • Technology Improvement Implemented • New Grants Realized: $14,324.00

Status: Libraries replaced aging Early Literacy Stations in its branches with iPads that are pre- loaded with 20 educational apps. The pre-loaded apps support early literacy skills such as reading, writing, speaking and playing, and introduce science and technology concepts. For children ages two to six years, the iPads are available in the children's areas of all library locations. Funding for the Early Literacy iPads was provided by a $14,324 grant from the Friends of the Virginia Beach Public Library.

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Employee Tuition Reimbursement Human Resources

SFX Criteria: • Increased Productivity

We have also worked to establish formal partnerships with several colleges and universities for employee discounts towards tuition, fees and application fees. Discounts and cost savings differ by educational entity.

Expanded 3-D Printing Services Libraries

SFX Criteria: • Improved Customer Service • Technology Improvement Implemented

Status: Libraries upgraded and expanded its 3-D printing services from two locations, Meyera E. Oberndorf Central Library and the TCC/City Joint-Use Library, to four locations, adding Great Neck Area Library and Bayside and Special Services Library. The aging 3-D printers were replaced at Central and JUL locations, so all four locations feature MakerBot Replicator+ printers. In 2018, library customers reserved the printers nearly 300 times to print objects ranging from figurines to product prototypes.

GEICO Contribution Economic Development

SFX Criteria: • Increased Productivity • New Funds Raised/Donations: $20,000.00

Status: GEICO has provided service and employment opportunities in the Commonwealth since 1962. On Friday, Oct. 26, 2018, GEICO celebrated its 20th year at the Corporate Landing location. As part of their 20th celebration "GEICO Cares" donated $20,000 to the Virginia Beach GrowSmart Foundation to support quality childcare. GEICO understands that high

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quality, affordable child care has a significant impact on economic growth and competitiveness of our companies and community. By investing in improving the quality of childcare in Virginia Beach GEICO was giving back to the community and supporting workforce development. A world-class workforce begins with a world-class education system. We know that the path to a good education and successful career starts at birth by supporting healthy development at the earliest stages. Children birth to age five need access to high quality programs that support their emotional and cognitive development and lay the critical foundation for future life success.

GEICO's contribution will be used to expand the number of centers participating in Virginia Quality and increase the quality levels of participating centers. GrowSmart is working with Virginia Quality to launch focused cohorts of early childhood education program and increase the quality of care which will increase access to quality for families and children.

Internal Training for Employees, Supervisors and Managers Human Resources

SFX Criteria: • Increased Productivity • Technology Improvement Implemented

Status: In January 2018, Human Resources rolled out 15 new courses. Most notably, this expansion included a Supervisors' Boot Camp for tenured supervisors who have been in their current role for more than two years, as well as a Boot Camp for team leaders. Additionally, the kick off for the second round of the Citywide Mentorship Program occurred in the fall of 2018 with 20 pairs of mentors/mentees from across the organization. Final touches are being made on a new program for training and facilitation that will be launched through a collaborative effort between HR/Learning and Development and the STiR office.

The city's learning management system, Taleo Learn, was redesigned to be more user friendly and to incorporate some of the newer features the program released this year

LENA Start Expansion Economic Development

SFX Criteria: • Increased Productivity • New Funds Raised/Donations: $35,000.00

Status: Last year, the Lena Research Foundation selected Virginia Beach as one of 11 communities to join LENA Start, a program that helps parents/caregivers of children aged 0-30 months close the talk gap. Research shows that talking with babies/toddlers is one of the most critical elements in brain development. It uses innovative "talk pedometer" technology

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with simple strategies offered in a series of efficient, engaging sessions. Parents learn to use feedback from the LENA System M about their home language environment and receive parent materials, free books to build a home library and easy-to-use talking tips to increase interactive talk. Measured outcomes in number of adult words, conversational turns and participant graduation are used as success measures.

The program is offered by www.vbgrowsmart.com a division of Virginia Beach Economic Development, to ensure healthy development and school readiness. It is a cost-share model with United Way of South Hampton Roads, LENA Research and Virginia Beach which resulted in $35,000 of funding support for expanding our reach.

The program is launched with GrowSmart collaborative partners such as Virginia Beach Public Libraries, Parks and Recreation, Human Services - Early Intervention, Mile High Head Start, Health Department - Healthy Families, Virginia Beach City Public Schools and Square One.

LENA Start uses a cost effective and scalable approach by delivering feedback and strategies to increase talk to parents. A 3-month sequence of weekly 1-hour sessions builds family engagement and social capital as well as strengthens engagement between families and the community.

Staffing needs are reduced, while impact is increased. Effective implementation is ensured by delivering the program through videos and scripted instruction-and by continuous data feedback. The goal is to increase communication between parents and children to bridge achievement and word gaps and increase children's school readiness. In FY2018-19 100 families will be positively impacted.

Read Across America Day 2019 Economic Development

SFX Criteria: • Increased Productivity • Savings: $14,500.00

Status: Each year, Virginia Beach GrowSmart organizes a community wide Read Across America Day celebration. In 2018 more than 150 community volunteers, including guest reader Katie Collette from WAVY/FOX 43, read to 5,000+ students in 237 Virginia Beach early care and education classrooms. Read Across America Day highlights the importance of reading aloud to children. Each child who participates will receive a special book to continue reading at home with their family. The RAAD event will be held on March 1, 2019.

Read Across America Day books are funded by the GrowSmart Foundation. The 2019 book "HAPPY!" by Pharrell Williams, was ordered last summer from the First Book BookBank at

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a reduced cost which resulted in a cost savings of $14,500. First Book is a nonprofit social enterprise that provides new learning materials, and other essentials to children in need. Due to the additional cost savings, GrowSmart & the GrowSmart Foundation are able to distribute 6,000 books to children in 2019. Additionally, Pharrell has signed 70 books for the kindergarten students who attend Seatack Achievable Dream School.

Motivating children to read is an important factor in student achievement and creating lifelong successful readers. Research has shown that children who enjoy reading are motivated, spend more time reading, and do better in school. Committed families and communities can make a huge difference in our children's reading ability."

Sandler Center Foundation's Three Pillars of Excellence Cultural Affairs

SFX Criteria: • Improved Customer Service • New Funds Raised/Donations: $134,500.00

Status: The Foundation is structured with three pillars, Education, Community Outreach and Performance Underwriting. The Education Program is the most established area of focus and completed its eighth season during the 2017-2018 year. It began in 2010 with the Foundation providing funding for Virginia Beach Title I students to experience an educational live performance at the Sandler Center. The Foundation now underwrites the cost of the entire education program at the Sandler Center, as well as providing funding for Title I students throughout the Hampton Roads region to attend one of these weekday matinees. Over 60,000 students have walked through the Sandler Center doors since the Education Program's inception. In 2018, the Sandler Center Foundation launched a Community Programs and Grants Committee, which is aptly named to oversee community programs and outreach, as well as grant making to support other non-profit organizations championing for the performing arts. These program partnerships helped fulfil the Foundation's goal of enriching and building the community. Collectively these community programs have reached and inspired 1,200+ Hampton Roads families. Through the Foundation's strategic partnerships and program support, a love of the arts has been further instilled in our community. A key component of the Foundation's mission is to instill an appreciation of the arts through the underwriting of world-class performances at the Sandler Center. Through a partnership with Virginia Arts Festival, the Foundation provided performance underwriting support to host "Bernstein on Broadway" at the Sandler Center in May 2018 as part of the world- wide centennial celebration of Leonard Bernstein. More than 1,000 patrons participated in the signature event of "Bernstein on Broadway."

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STEAM iPad Stations Libraries

SFX Criteria: • Improved Customer Service • Technology Improvement Implemented • New Grants Realized: $10,000.00

Status: Libraries began offering STEAM iPad Stations for children ages six to nine in fall of 2018 in its branches and through targeted outreach in the Western Bayside and Oceanfront areas. Each station features an iPad loaded with select educational apps that explore a range of STEAM (Science, Technology, Engineering, Art and Math) concepts. The stations encourage children to conduct investigations, make connections between concepts and scientific discoveries and to become independent thinkers and lifelong learners. The stations are funded by a $10,000 grant from Cox Charities to the Virginia Beach Library Foundation on behalf of Virginia Beach Public Library.

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Goal 9 Leverage Data and Technology to Enhance Community Livability, Prosperity, and Sustainability

Goal 9 Leverage Data and Technology to Enhance Community Livability, Prosperity and Sustainability

City Council's Priority Initiatives

Disaster Recovery Initiative owned by Kevin Fairley, Tom Leahy

Vision Element(s): Connected Community; Thriving Economy; Unique Environment

Status: The Information Technology (IT) Department will leverage its recently completed Continuity of Operations (COOP) plan and current initiatives as the foundation for a business impact analysis (BIA). This analysis will forecast possible effects on business functions or processes should a disruption occur, and information will be compiled to establish recovery strategies. The goal is ensure the City can perform essential functions during a disaster. IT has partnered with Emergency Communications & Citizen Services (ECCS) to develop a CIP funding request for FY20 which will provide resiliency for the mission-critical public safety technology services housed in Building 30. The ECCS Alternate Worksite, located at 4130 Virginia Beach Boulevard, will serve as an interim solution. If the CIP request is funded for FY20, IT will conduct surveys and perform analysis to identify a fully redundant back-up site for Building 30. This will help support operations and increase system reliability in case of failure.

Integrated Public Safety Initiative Initiative owned by Ed C. Feeney, Tom Leahy

Vision Element(s): Connected Community; Learning Community

Status:

The City launched a new Computer Aided Dispatch (CAD) platform February 27, 2018 with Motorola’s PremierOne CAD and Mobile CAD. The PremierOne administration platform allows features and functionality to be configured based on the City’s business and operational needs. This software provides integration to over 25 internal and external systems, dispatch recommendations based on real-time vehicle location, user friendly graphical displays, native ESRI-based mapping with geo-fencing, as well as integrated towing and notification modules.

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Information Technology, in partnership with the City’s public safety agencies, are in the final stages of the CAD/Mobile CAD implementation. Next steps include the implementation of an integrated CAD-to-CAD data exchange with neighboring jurisdictions; CAD accessibility on handheld devices; advanced messaging and integration services with the state; and completion of the reliability period.

The team continues to work through post-production refinement activities and prepare for an upcoming upgrade to version 4.4. Phase II, which focuses on Police Records Management Systems and eTicketing, will continue into FY2020.

Offshore Wind Energy Initiative owned by Robert Matthias, David L. Hansen

Vision Element(s): Thriving Economy; Unique Environment

Status: Dominion Energy had put the Virginia Offshore Wind Technology Application Project VOWTAP) on hold due to high cost. They are now partnering with Orsted energy, formally known as Danish Oil and Natural Gas (DONG). They plan to erect the two test turbines 25 miles off the coast of Virginia Beach later this year with operation beginning in 2020. The hope is they will move to a production windfarm with 50 or more turbines sometime after the mid-2020s.

The Commonwealth of Virginia is aggressively pursuing becoming the construction and maintenance Center for offshore wind in the mid-Atlantic. This will help to diversify the Commonwealth’s and certainly the region’s economy. The state is attempting to have the ports of Virginia declared by the US government to be ports of special interest for offshore wind. The Governor has also announced an initiative to create a supply chain with neighboring states for wind development.

The General Assembly adopted legislation in the 2018 session of the General Assembly requiring Dominion Energy to provide 5000 MW of renewable energy, primarily from solar and wind, over the next decade.

Staff is playing an active role in promotion and development of wind energy off the Mid- Atlantic by participating in the Virginia Offshore Wind Development Authority (VOWDA) and outreach to the wind development community.

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Goal 9 Leverage Data and Technology to Enhance Community Livability, Prosperity and Sustainability Striving for Excellence (SFX) Initiatives

Adopt-a-Drain Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Technology Improvement Implemented

Status: The City of Virginia Beach provided its residents an opportunity to adopt drains through a program run by Public Works www.drains.vbgov.com. The City collaborated with Code for America by inheriting an existing Adopt-a-Drain application they developed for other cities; Information Technology (IT) customized and enhanced the application for the City and hosted it in Amazon Web Services (AWS). The goal is to engage citizens while preventing pollution in lakes and streams. The responsive web application consists of an interactive map that shows all of the City storm drains and lets users easily adopt them. Citizens assign a name to their adopted drain and pledge to keep debris from entering the drain. The project was launched in March 2018 and since then, over 760 drains have been adopted.

Business Revenue and Personal Property Implementation Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The Information Technology (IT) Department, in partnership with the Commissioner of the Revenue and the City Treasurer, have implemented a modernized software solution that provides the capability to assess value, calculate taxes, and manage invoice, payment and collection functions for Business Revenue, Personal Property and Miscellaneous Billing.

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This deployment allows the City to retire the legacy mainframe and take full advantage of a single application to quickly assist citizens. Additionally, the new solution offers role-based security, easy configuration to adjust how functions perform, a quick menu-driven import/export feature and a detailed delinquent management module. By installing this application, the City has been able to redesign invoices and include bar codes and scan lines to accelerate citizen transactions.

During the second phase of development, IT will deliver business intelligence capability for self- service reporting as well as a Historical Data Viewer application that helps investigate legacy transactions while identifying applications to retire. Phase II will also include local vehicle registration (LVR) changes and enhanced features from customer change requests.

Data and Infrastructure Security Enhancements Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The Information Technology Department continues to prioritize security and infrastructure. IT recently upgraded the City's internet-facing firewalls to Cisco Next Generation Firewalls (NGFW), which simultaneously allowed Cisco Firepower to become the City's Next Generation Intrusion Prevention System (NGIPS). Firepower integrates Cisco's Talos threat analysis and detection service into the NGIPS module. The City is now able to quickly identify and include new threats such as malicious sites into its protection services. The combination of Talos threat management and application visibility supports a quick response and helps block malicious code from entering the City's network. Alerts from the Firepower NGIPS are forwarded to the Splunk Security Event Information Manager (SEIM) where they can be correlated with log data from various IT security systems. With the new firewalls, IT can perform a deep inspection of all internet traffic and ensure that hackers do not hide malicious code in encrypted network traffic.

IT is preparing to introduce a new information security awareness training for all staff. Through this program, employees will receive timely, up-to-date awareness training about current threats. The program is in the initial testing phase while being evaluated by the Information Security Office. After a two-week test period, the program will be expanded to IT before being deployed to all users of the City's network.

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Disaster Recovery - Information Technology Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement

Energy Efficiency has Rewards Convention & Visitor’s Bureau

SFX Criteria: • Process Improvement • Technology Improvement Implemented • Cost Avoided: $18,505.73

Status: The Convention Center participated in two rebate programs with CPower Energy Management: an Energy Efficiency Program and an Emergency Capacity Demand Response Program. CPower is a demand-side energy management company that "helps organizations SAVE on energy costs, EARN revenue through energy curtailment, increase grid reliability, and achieve sustainability goals." By upgrading the lighting in the exhibit halls and much of the building to electricity saving LEDs, the Convention Center was able to participate in CPower's Energy Efficiency Program. In addition, new technology in LED bulbs allowed VBCC to convert older fluorescent bulbs to more efficient LED bulbs without buying new fixtures. The CPower Demand Response Program requires a yearly test to insure program participants can effectively reduce their peak electricity demand when called upon. For the demand response test, the Convention Center lowered their average demand of 1200 kilowatts down to 635 kilowatts, for a performance that was 155.89% of our reduction goal. Successful participation in the two programs earned the convention center an $18,505.73 rebate on their Dominion Energy bill and CPower featured the City of Virginia Beach and the Convention Center in a case study highlighting the successful

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programs. The case study can be found on CPower’s website at this address: www.cpowerenergymanagement.com/case-study-city-virginia-beach.

Enhancements to Internal Data and Analytics Capabilities Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement

Status: Under the Data Analytics Center of Excellence, the Data Academy Initiative has been implemented to empower City employees and enrich their current role through promoting data and digital literacy. Under the initiative, analytics trainings are offered to all employees interested in gaining actionable insight from their data. The initiative teaches users in various departments how to import, manipulate, and visualize data, regardless of their technical background. Currently, two trainings are being offered: "Introduction to Power BI and Analytics" and "Advanced Analytics: Adding More to Your Report." After completing the introductory course, participants are able to pull data from different sources, clean and manipulate data more efficiently, automate repetitive data manipulation processes, and use rich visualization libraries to deliver their findings as reports and dashboards.

To date, 26 introductory trainings have been held, and over 200 City employees from 20 departments have been trained. Employees can continue their development by sharing content, having discussions, and learning from each other via an internal site. The Data Academy Initiative helps all departments empower data owners to make more informed decisions on their own while discovering better ways to serve and interact with citizens.

Foundant Grant Management Software Launch Cultural Affairs

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: In Fiscal Year 2018, the Office of Cultural Affairs implemented the use of Foundant Grant Management Software for the Arts and Humanities Commission Grant cycle. In an effort to streamline the grant-making process, increase access, improve reporting and reduce paper waste, Foundant Solutions customized a suite of cloud-based forms for use in the application, contracting, and reporting process for organizations seeking grants from the

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City of Virginia Beach Arts and Humanities Commission. By mimicking the process used by Virginia Commission on the Arts, this system created a more user-friendly, globally accessible method of applying for grants. It also reduced the need for paper copies, large file boxes, and employee and commissioner time previously required for assembly and pick-up. Implementation of the online system saved on printing expenses for community organizations. Eighteen organizations applied for Virginia Beach grants through the software and seventeen were granted funds as a result of their applications through the new technology asset.

Integrated Public Safety Initiative Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The City launched a new Computer Aided Dispatch (CAD) platform February 27, 2018, with Motorola's PremierOne CAD and Mobile CAD. The PremierOne administration platform allows features and functionality to be configured based on the City's business and operational needs. This software provides integration to over 25 internal and external systems, dispatch recommendations based on real-time vehicle location, user friendly graphical displays, native ESRI-based mapping with geo-fencing, as well as integrated towing and notification modules.

Information Technology, in partnership with the City's public safety agencies, are in the final stages of the CAD/Mobile CAD implementation. Next steps include the implementation of an integrated CAD-to-CAD data exchange with neighboring jurisdictions; CAD accessibility on handheld devices; advanced messaging and integration services with the state; and completion of the reliability period.

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Investment Review Board Implementation (Technology) Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity

Status: Concluded in March 2018, the first phase of the Investment Review Board (IRB) Implementation included the investment review framework and prioritizing and funding Capital Improvement Projects (CIPs). Phase II was initiated to focus on a broader governance framework and business projects that did not meet the criteria for CIPs. In December 2018, the IRB Charter was updated to reflect these improvements.

With limited resources across Information Technology and other City business units, a broader governance model was required to ensure the right investments are prioritized and aligned with resource capabilities for successful implementation. Phase II successfully completed on time and within budget.

Legislative Management Implementation Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The Information Technology (IT) Department has been managing the integration and implementation of legislative management software throughout the City to improve the efficiency and transparency of the public meeting process, which fosters better citizen engagement. The Department of Planning and the City Clerk's Office will be the first to utilize the Granicus Legislative Management solution to simplify the legislative meeting process. Once implemented, this solution can be used by all departments who submit Council agenda items. The original go-live dates (December 2018-Department of Planning and January 2019-citywide) must be rescheduled due to the November election. The newly elected mayor and council members have yet to receive requisite software training. Once this occurs, new launch dates will be set for the Department of Planning and the City.

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Master Technology Plan 2.0 Development Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity

Status: The second version of the Master Technology Plan is on schedule for delivery in the second quarter of FY19 and for publication in the third quarter of FY19. The assessment and data collection phases are complete. Information Technology (IT) is working to refine and document foundational strategic initiatives for the City's business and technology roadmap, which will cover the next three to five years, beginning in the third quarter of 2019.

The identified strategic initiatives will be closely aligned with the City's Strategic Goal Team objectives to ensure continuity in service development and delivery. This alignment will promote agility, accountability, and transparency while supporting the City's mission and Council's vision. IT will define and document programs integral to the plan's successful implementation. During the second quarter of FY19, IT will work with City leadership to develop the FY20 budget to include program proposals and capital improvement project requests. The goal is to ensure initiatives within the new plan are prioritized for funding once it is approved.

New Virginia Beach Public Art Website Cultural Affairs

SFX Criteria: • Increased Productivity • Technology Improvement Implemented • Cost Avoided: $300.00

Status: In 2018, the Office of Cultural Affairs redesigned the City's Public Art website. Once housed on the City's SharePoint server and maintained by the City's IT department, www.vbpublicart.org is now on WordPress through Amazon LightSail, and maintained and updated in the Cultural Affairs office. The new site hosts the city's inventory of public art in a visual gallery, and includes an interactive map the public can use to locate and/or virtually tour the city's sculptures and murals. Artists have a page they can bookmark for opportunities and resources. The Public Art Foundation's projects are included on this site along with current events and community news.

The annual subscription cost to Cultural Affairs was previously $2,346 annually from 2014- 18. Beginning July 2019, the cost will be $2,000, a 15 percent savings, and years 2020-2024 annual subscription will be $1,500, a 36 percent savings.

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Next Generation Network (Remote City Site Connection) Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The City is strategically aligning itself with projects that will allow for future growth by creating additional capacity, expanding the data center footprint, and adding resiliency and redundancy.

The first phase of Next Generation Network (NGN) focused on designing and building a carrier grade optical fiber network. This phase encompassed connecting off-campus locations, implementing network redundancy between six super sites, and connecting 60 remote sites to the NGN network.

Phase II construction activities for FY19 will center on the expansion of existing fiber infrastructure by adding capacity and redundancy. These activities will allow the City to be strategically positioned for future regional, economic, and educational opportunities and partnerships.

NGN Phase II activities for FY19 will provide infrastructure resiliency, bringing additional capacity and diverse entryways to supersites such as the Virginia Beach Convention Center, Fire Station 4, and Fire Station 7. More Public Safety and Health and Human Services locations will be added to NGN, providing a higher level of reliability and network performance.

Next steps include increasing the City's critical infrastructure segments up to the standard 144 count and expanding capacity along the primary corridors of Virginia Beach to leverage future opportunities in Corporate Landing Park

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Octopus Video Goes Viral Aquarium, Historic Houses and Museums

SFX Criteria: • Improved Customer Service

Status: One of the most exciting things that can happen at the Aquarium is the birth of an animal. The Aquarium's resident octopus laid hundreds of eggs, and Aquarium staff caught some of the hatching on video. After being posted to social media, the video racked up millions of views and tens of millions of impressions, and garnered local, regional, national, and international media coverage. This coverage totaled in over $2.5 million of advertising equivalency value, according to media monitoring service Meltwater.

Point of Sales Upgrade to Accept Chip-Equipped Cards Aquarium, Historic Houses and Museums

SFX Criteria: Technology Improvement Implemented

Status: In an effort to continue to exceed customer expectations, the Virginia Aquarium upgraded our ticketing system to allow acceptance of chip-equipped credit and debit cards. This technology is far more secure than the traditional magnetic stripes on older cards, further protecting customer card data when they make purchases at the Virginia Aquarium.

Public Input through Balancing Act Budget and Management Services

SFX Criteria: • Improved Customer Service

Status: This year, Budget and Management Services continued and expanded the use of Balancing Act, a platform which allows citizens to submit their own budget by adjusting revenues and expenditures at the department level. This year one hundred and one citizens submitted budgets through the software, and their responses were provided to Council during the reconciliation process to assist with their budget deliberations. Since the platforms launch in 2016, over 7,000 citizens have explored the tool with an average time of almost five minutes on the site per visitor.

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SFX Criteria: • Improved Customer Service • Process Improvement • Technology Improvement Implemented

Status: The City Council’s vision of teaming up with the phone app PulsePoint was realized in mid- 2018 on July 14th, EMS held a kick-off and media event at its Headquarters to mark the implementation of PulePoint. Through the combined efforts of IT, ECCS and EMS, the city activated PulsePoint to alert followers of cardiac arrests geographically near their current location. The app is tied-in with ECCS and CAD and uses GeoFencing to notify users who are within 2,500 feet of a confirmed cardiac arrest. Those people are a combination of public safety providers and regular citizens who are trained in using an Automatic External Defibrillator (AED) and how to do CardioPulonary Resuscitation. When activated, the individual can often get to the patient sooner than even the multi-tiered response of EMS, Police and Fire. Since going live, the EMS Headquarters staff received an activation announcing a cardiac arrest at one of the neighboring buildings and were able to arrive prior to the dispatched ERS units.

PulsePoint Software Implementation Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Technology Improvement Implemented

Status: The City launched a modernized Computer Aided Dispatch (CAD) and Mobile CAD platform on February 27, 2018. The PulsePoint Connect service runs from the City's local CAD environment and delivers select system dispatch data to PulsePoint through a secure, encrypted communication portal. Specific information is then distributed from the PulsePoint cloud service to registered CPR-certified citizens located within close proximity of the cardiac event.

The Public Safety IT Solutions team and Emergency Medical Services completed the implementation of the PulsePoint application and released it during a community event on July 14.

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Software Upgrade/Replacement Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The Software Upgrade/Replacement Initiative addresses aging infrastructure that is not compliant with industry standards. Through this plan, the Information Technology (IT) Department has been able to develop a schedule and respond to outdated technology while maintaining a consistent lifecycle for software.

In FY18, IT implemented the rationalization process to modernize applications. Rationalization reorganizes the application portfolio to achieve better business outcomes. The process includes evaluating applications to determine whether to upgrade, consolidate and/or retire software based on a detailed business and technical assessment. During the first year of software modernization, a tiger team was established to address legacy software investments. The team will remain intact throughout the modernization effort. To date, 23 application upgrades were completed; 15 applications were retired; and three application investments were replaced.

Additionally, a lifecycle management plan was created and implemented to ensure all software investments remain current. For FY19 modernization efforts, 34 software investments have been identified for remediation. IT will continue to emphasize software modernization to ensure compliance with industry standards and keep Virginia Beach among the nation's top digital cities.

Transoceanic Fiber Cable Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The MAREA cable has been accepted by owners and is in operational status. All onsite and offshore activities and testing have been completed for the BRUSA cable. Final acceptance of the cable to Alcatel Submarine Networks is complete, and the cable is currently active.

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VB Elections Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The Information Technology Department is building an Elections app for the Registrar’s Office for the elections in June 2019. The office previously used a combination of an Access application and Google Forms to manage the election process by periodically reporting ballot counts from each election precinct. This cumbersome process made it difficult to send data to the State on time. The progressive web application IT’s Software Development team will create offers the following benefits: access from any device, anytime, and anywhere; real-time data entry and periodic reporting of ballot counts; data traffic encryption; secure application access using role-based authentication and authorization mechanics; secure storage of the data in an Relational Database Management System (RDBMS); and most importantly, accurate and expedient ballot count information from all 100+ election precincts that tally nearly 127,000 votes across Virginia Beach.

Voice Search Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: The Information Technology Department has integrated voice search into the City’s public site www.vbgov.com. This feature provides citizens an alternate means through which they can navigate content throughout the site. The site serves as one of the core information portals for the City and receives approximately 9.4 million unique visits per year. Voice integration expands search options and can increase traffic, help citizens receive answers faster, and improve overall user experience. It also impacts multiple stakeholders especially people with cognitive difficulties or vision impairments.

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Working Conditions Information Technology

SFX Criteria: • Improved Customer Service • Increased Productivity • Process Improvement • Technology Improvement Implemented

Status: Information Technology is developing an application for Human Resources to manage working conditions associated with all job positions in the City. The City is a large and complex organization consisting of several positions. While the 8,000+ jobs may share similarities in working conditions, there are some variations that are important to document and attach to the positions. Supervisors will be able to fill out a questionnaire that compiles a working conditions profile for each of their employees. A cloning feature will be provided to speed up the data entry, and all of the data will be centrally located. The system will convert completed questionnaires into PDF format for upload into the employee’s record in the HR System, and historical data will also be available. The development is in progress and scheduled to be completed by the end of February 2019. Upon completion, the HR department will be centralize and track the working conditions associated with all positions in the City of Virginia Beach.

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Goal 10 Modernize City Assets and Infrastructure

Goal 10 Modernize City Assets and Infrastructure City Council’s Priority Initiatives

Aragona Flooding SW Project Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: This project addresses drainage inadequacies in the Aragona subdivision. A major storm drain system will be installed along Sullivan Boulevard from the intersection of Sullivan Boulevard and Holladay Lane eastward crossing Aragona Boulevard and southeast to Overman Avenue and the outfall tributary system. A preliminary study of the main storm pipe system was completed, followed by a study to develop the project scope for upgrades to the storm drain system. The design is at 100%, and construction of this $3.76M project is anticipated to begin in March 2019.

Ashville Park SW Flooding Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s):

Unique Environment

Status: The City retained a national engineering firm to develop a comprehensive drainage analysis to identify improvements to address the flooding. The improvements were divided into two phases and the design of Phase I plans are underway. Public Works Operations has positioned a portable pump to lower the lake levels in advance of significant storm events until the program of planned improvements has been constructed. A permanent weir structure and associated gates are needed to protect against tidal influence from Back Bay of the Ashville Park storm drainage system. The notice to proceed (NTP) for the weir structure was issued on July 23, 2018 and the construction is approximately 50% complete. A cost participation agreement between the Developer and the City for Phase I has been executed. The pump station and interim improvements at the Sandbridge Road/New Bridge Road intersection are both scheduled to be advertised for construction in the summer of 2019. Acquisition will be required from the US Fish and Wildlife Service for the final intersection improvement project. The design and acquisition coordination efforts are underway.

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Central Beach District SW Flooding Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: A design Charrette was held in December 2016 to discuss the alternatives analysis. The ultimate project includes an offshore ocean outfall, a tide control structure, a large pump station, new stormwater conveyance system including replacing undersized box culverts and redirecting 25 acres of drainage area to the existing 16th Street pump station all for an estimated cost of $113M. A presentation was given to City Council on November 21, 2017 to review the purpose and need for the project and to discuss the interim projects that can be designed and constructed for $21M. This project received $500K on July 1, 2018 to begin design on the first interim project which will replace an existing 42-inch pipe with a box culvert or bridge at 24th Street.

Chubb Lake/Lake Bradford Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: This is a new project in FY 2018, with partial funding to begin to address the repetitive residential and roadway flooding that has been occurring with moderate to heavy rainfall and tidal events in the eastern portion of Stormwater Watershed 31 including areas west of Northampton Blvd and portions of Church Point and Thoroughgood subdivisions that drain into Lake Bradford before they drain through Little Creek and into the Chesapeake Bay. The drainage improvements include, but are not limited to, storm drain pipe and structure improvements, additional stormwater culverts located under multi-lane arterial roadways, tide control devices such as mechanized sluice gates, stormwater management pond improvements and, potentially, some channel/ditch clearing and improvements. The first phase is underway which involves a preliminary engineering report to identify early implementation projects. The preliminary engineering report should be complete in the summer 2019. The estimated total project cost is $32M. To date, $7.6M has been programmed in the CIP.

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Disaster Recovery Plan - Infrastructure Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: Completed projects to improve back up power to City facilities included the Housing Resource Center. Central Plant - feeds 17 buildings in the municipal area. If power is lost, HVAC will not be supplied to critical buildings to include the Correctional Center, school administration and other City buildings. Funding was approved for $5,305,585 to design/construct/install an emergency generator and construction will occur in CY2019.

Correctional Center - houses approximately 1400 inmates. A mitigation grant for $531,658 was awarded to replace/increase the capacity of the existing generator. The grant funded 75% ($398,744) and the City funded the remaining 25%. Construction/installation of the new generator has been completed. Additional design effort to increase emergency power to Buildings A & B is in progress with construction in CY2019.

EMS Headquarters - Funding was approved for $801,728 to design/construct/install an emergency generator at the EMS Headquarters located at 4160 Virginia Beach Blvd. Construction will occur in CY 2019. This emergency generator will provide 100% back-up power, enabling the EMS Headquarters building to function as an alternate Emergency Operations Center and 911/311 call center.

In addition, a generator assessment was completed by the Dept. of Public Works, Facilities Management Group, Energy Office in 2017 and will be updated in 2019.

Little Creek American Field Relocation Initiative owned by Chad R. Morris, Kenneth Chandler

Vision Element(s): Active Lifestyle

Status: Little Creek American (LCA) is a youth baseball program with PONY affiliation. Their home field complex is on Little Creek Joint Expeditionary Base. LCA lease for their fields will expire in February 2019, and will not be renewed.

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LCA is requesting two fields on a single site within their participation boundary to use as home game fields. Staff have analyzed numerous sites and are recommending Luxford Elementary School as LCA’s home field location. Currently, Aragona-Pembroke is allocated the practice field at Luxford and will be moved to the new field at Old Donation School.

Two fields will be constructed at Luxford and site improvements starting in January 2019 will include backstops, dugout shelters, fencing, bleachers and bleacher pads. Additional site improvements will include a lavatory shelter, tent pad and connecting walkways to insure ADA accessibility. Grading of the infields and outfields will take place in February/March to insure the seeding is completed for ideal germination. The fields will be allowed to grow during the summer and will be ready for LCA games in the late summer/early fall 2019.

Princess Anne/Green Run Little League: Direction Initiative owned by Chad R. Morris, Kenneth Chandler

Vision Element(s): Active Lifestyle

Status: The Green Run Little League board is considering construction of a concessions/restroom building and have requested financial assistance from the City. Working through the Virginia Beach Development Authority, funding is possible. In addition, there are a few site improvements such as paving the parking lot that should be completed before other new construction activities take place. Discussions with Planning and Parks and Recreation are ongoing. The Green Run Little League Board is currently reviewing the loan arrangement and their ability to repay the loan.

Storm Water Management Policies, Planning and Programs

Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: The MS4 stormwater permit requires the submittal of an annual report to DEQ by October 1st of each year. Public Works Engineering Stormwater Management Regulatory Division completed the annual report and submitted in compliance with the permit requirements in September of 2018. The next annual report is due on October 1, 2019. The most recent completed milestone was the submittal of the Chesapeake

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Bay and Local Water Quality Action Plans by June 30, 2018. Both local action plans for phosphorus and bacteria impairments were approved in July 2018. The Chesapeake Bay Action Plan is still under review by DEQ. These action plans are posted on www.vbgov.com/stormwater-program. A key component of the action plans to improve local water quality is based on the partnership with the Hampton Roads Sanitation District on the Sustainable Water Initiative for Tomorrow (SWIFT). The City entered into an agreement with HRSD in September 2017 to allow for pollutant reduction trading to support restoration of the Chesapeake Bay. This agreement will reduce the burden on the City of Virginia Beach ratepayers by avoiding future costs, estimated at $315M, associated with the Chesapeake Bay TMDL. Water Quality Improvement projects will be implemented citywide to address local water quality needs.

Storm Water Watershed Management Master Planning, Analysis and Modeling Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Thriving Economy; Unique Environment

Status: This project is updating the City’s stormwater master plans that were prepared in the late 1980’s. The first step to manage a stormwater system is to know what exists now and how it performs. The modeling identifies deficiencies in the City’s stormwater system considering both stormwater quality and quantity and provides design parameters such as downstream water surface levels to developers for projects. In addition, by mapping out the City’s stormwater management system, the City is meeting one of the requirements of its MS4 permit. The models are interactive and will be kept updated. The analysis and modeling is divided into 5 main watersheds, Lynnhaven River, Little Creek, Atlantic Ocean, Elizabeth River and Southern Rivers watersheds. These 5 main watersheds are then divided into 31 sub- watersheds. The master plans for the Lynnhaven River watershed were completed in June 2018. The master plans for the Little Creek watershed were complete in December 2018. The master plans for the Atlantic Ocean watershed were complete in December 2018. The master plans for the Elizabeth River watershed will be complete in August 2019. And the master plans for the Southern Rivers watershed will be complete in August 2019.

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Virginia Beach Comprehensive Waste Management Strategy Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Thriving Economy

Status: The SPSA (2.0) Use and Support Agreement for regional solid waste disposal began January 25, 2018. All member communities continued participation and all debt was retired. To avoid debt in the future, SPSA is pursuing a pay as you go funding strategy for large landfill expenditures such as cell development and closure.

Virginia Beach began the Solid Waste Collections fee on January 1, 2012. Waste Management was transitioned to an Enterprise Fund in July 2013 and is now a standalone fund. Numerous efficiency measures have been implemented to ensure both high quality and high value services. Virginia Beach’s collection fee is extremely competitive given the wide range of services provided.

China’s stringent policy on contamination of recycle materials has had a dramatic impact on the recycling industry. Some recycling programs have been discontinued and many others have seen price increases. In Virginia Beach, the City’s recycling vendor (TFC) continues to meet the obligations of its contract, which runs through at least June 30, 2024. City staff and TFC are working together to address high rates of contamination in the curbside recycling stream through education and enforcement.

The contract with KW1 for yard debris processing was not extended for the final available term and expired June 30, 2018. KW1 experienced multiple mound fires and was subsequently found to have several Fire Code violations. Yard debris is currently being taken to the HRRC Landfill. Alternative yard debris processing options are currently being evaluated, including a City facility option. Yard debris accounts for approximately half of the City’s recycling, therefore the City’s next recycling rate will be roughly half of the previous 37.4% rate when calculated.

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Water Supply: Direction Initiative owned by Bob Montague, Tom Leahy

Vision Element(s): Thriving Economy; Unique Environment

Status: An amended agreement between Norfolk and Virginia Beach will extend the current water services contract from 2030 to 2060. In addition, this amended agreement provides rolling one-year extensions after 2060, subject to a 10- year notice to terminate by either party. Effective January 1, 2019, a new water sales agreement will run concurrently with the existing water services contract. The water sales agreement provides that Virginia Beach will purchase 10 million gallons of water per day of Norfolk’s surplus water. The water services contract and water sales agreement will ensure quality water services and adequate water supply for Virginia Beach residents for decades to come. The new agreement and amended services contract were executed in November 2018.

Windsor Woods, Princess Anne, The Lakes SW Flooding Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: The City has retained a national engineering firm to develop a detailed engineering analysis and provide technical engineering services to develop and apply stormwater management models, analyze existing stormwater management infrastructure, identify and recommend improvements including cost and phasing plans, design, preparation of construction documents, and construction phase services to identify improvements addressing flooding in Windsor Woods, Princess Anne Plaza/Northgate and The Lakes. The total project cost is estimated at more than $350M. The first phase of this project is to develop the detailed engineering analyses to determine the specific program of flood control measures. In the meantime, four early implementation projects that can be constructed within 3 years and provide independent beneficial flood relief for a total of $14.5M are underway. This follows $6M of canal dredging projects that have improved the stormwater management system’s performance. The draft engineering analysis for Windsor Woods, Princess Anne Plaza and The Lakes was submitted in July and is under review.

147 Goal 10 Modernize City Assets and Infrastructure Other Council Initiatives

Croatan Beach Sand Replenishment Initiative owned by Mark A. Johnson, Tom Leahy

Vision Element(s): Unique Environment

Status: Council approved a $1.76M project for Croatan Beach Sand Replenishment in the FY 2018 budget. All permits were obtained by July 27, 2018 for an approximate 50,000 cubic yard replenishment by truck haul from upland sources. Construction documents are completed and advertisement is planned for January of 2019. Work should begin in March and be complete in May 2019.

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Goal 10 Modernize City Assets and Infrastructure Striving for Excellence (SFX) Initiatives

Arc Flash Improvements Public Utilities

SFX Criteria: • Increased Productivity • Technology Improvement Implemented

Status: Arc flash and other electrical hazards are among the many risks Public Utilities' electricians face on a daily basis. To safely complete their work, they are required to follow strict standards and wear bulky protective gear whenever they perform electrical maintenance and repairs on Public Utilities facilities. Even quick and routine procedures, like obtaining voltage readings at pump stations, require suiting up-a task that takes longer than obtaining the reading.

To eliminate unnecessary hazards and exposure to arc flash, as well as minimize time spent suiting up, Public Utilities electricians conceived, designed, and installed voltage test stations at 50 sites.

With approval from Permits & Inspections and Dominion Energy, these voltage test stations were installed on electrical panels located in various pump stations throughout the city. These stations allow staff to safely and quickly obtain a voltage reading without opening the electrical panel and exposing staff to arc flash hazards.

In addition to enhancing safety, this modification has increased efficiencies by eliminating the time-consuming task of gearing up in protective clothing to obtain a voltage reading. The voltage test station has reduced the time to obtain a reading by approximately 30 minutes each time a voltage reading is needed. Voltage tests are performed on average twice a year at 450 sites.

The added efficiencies have increased productivity in other areas, allowing the electricians to focus more time on other maintenance activities needing their attention. In 2019, voltage test stations are scheduled to be installed in the remaining 400 sites.

149 CIPs in Infrastructure Keep Convention Center in Top Condition Convention & Visitor’s Bureau

SFX Criteria: • Improved Customer Service • Technology Improvement Implemented

Status: Investments in infrastructure keep the Virginia Beach Convention Center looking fresh and operating smoothly. The Tower Café underwent a remodel. New tilework, counters and carpet replaced the seldom used concession style features, turning the area into a sleek and modern space for cocktail parties and receptions. Thanks to upgraded lighting, the Tower is topped by improved color changing LED lighting that includes eight (8) different colors and is programmed with themes to fit the holidays – from bright patriotic red, white, and blue to the subtlety of fall orange and yellow. Once inside the convention center, patrons are drawn to the new LED box office marquees. They provide events details, ticket prices, maps, and images of Virginia Beach’s most recognizable attractions. Behind the scenes, safety and security enhancements were made to the convention center by replacing and adding cameras for a total of 200+ views. A new security display console was also installed to further enhance the functionality of the closed circuit television (CCTV) system. Last but not least, the second of the convention center’s three centrifugal chillers for heating and cooling received an overhaul. This work extends the life and energy efficiency of the sophisticated HVAC system.

City Hall Replacement Public Works

SFX Criteria: • Improved Customer Service • Increased Productivity

Status: City Council considered 6 options developed by Moseley Architects and Public Works Facilities to either renovate or replace Building 1 at the Municipal Center. On October 3, 2017, City Council adopted a resolution, by consent directing the City Manager to pursue design alternative, Option 2, a new building to be located at the Municipal Center between Buildings 1 and 2, along George Mason Drive. The planning and programming study documents identified a 2070 need for 149,939SF, at a cost of $55,620,000. On October 13, 2017 the City Manager informed City Council that Public Works

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Facilities would proceed with designing the new City Hall to meet the 2017 program need of 134,000SF. The design and construction of a 134,000SF facility can be met within the approved CIP 3-072 ($50,250,000). Moseley Architects completed design in December 2018. A construction services solicitation will be advertised in January 2019. A construction contractor will be selected and a Notice-To-Proceed will be issued in June 2019. Construction of the new City Hall will be complete in July 2021.

SCADA System Improvements Public Utilities

SFX Criteria: • Technology Improvement Implemented

Status: Public Utilities operates and maintains a complex network of infrastructure required to provide quality water and sanitary sewer collection services to its customers. To promote optimal system performance and reliability, Public Utilities uses a Supervisory Control and Data Acquisition (SCADA) system. This system allows staff to comprehensively monitor and operate the water and sewer systems from its control center. Throughout 2018, Public Utilities has been systematically enhancing its aging SCADA infrastructure. These enhancements include programmable logic controllers, communication equipment, sensors, and measuring devices at critical facilities. The upgraded SCADA system has further improved the control center's ability to verify the status of critical Public Utilities facilities, especially during power outages. New electrical sensors allow control center operators to remotely ascertain whether a facility is being powered by an emergency generator or Dominion Energy.

Prior to having this capability, a crew had to be dispatched to verify whether electrical service from Dominion Energy had been restored. With the new sensors, operators now receive real-time information to identify when power from Dominion Energy has been restored so that portable emergency generators can be deployed to other facilities. Additionally, in the event of a power outage, data related to wet well levels in sewer pump stations are now continuously received with an uninterrupted power supply (UPS) device. The availability of this information has eliminated the need for dispatching crews to pump stations for the purpose of verifying wet well statuses.

These enhancements have provided Public Utilities with enhanced data to make informed decisions when responding to routine and emergency work, improving operational efficiencies and service reliability.

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Striving for Excellence

Bottom Line

The Bottom Line

This section reports the quantitative savings identified by departments in association with quality and productivity initiatives completed during the past year. It also denotes the qualitative nature of the initiatives. This data reflects initiatives reported for the 2018 calendar year.

Number of City Council Goals Initiatives Grow the Local Economy 8 Create a Financially Sustainable City Providing Excellent Services 11 Improve the Transportation System 1 Revitalize Neighborhoods and Plan for the Future 1 Be a Competitive First Class Resort for Residents, Businesses & Tourists 8 Be the Safest City in Virginia 7 We are an Inclusive Community that is Welcoming and Empowers 8 Our Community has World Class Schools and Educational Programs 10 Data and Technology is used to Enhance Community Livability, Prosperity And Sustainable 21 City Assets and Infrastructure are Well Maintained and Meet Community Expectations 5

Nature of Initiatives Service Enhancements through Improved Customer Service 58 Service Enhancements through Increased Productivity 32 Process Improvement 28 Technology Improvements Implemented 26

Financial Results Savings $ 27,677,243 Cost Avoided $ 300 New Revenue Generated $ 734,066 New Grants Realized $ 402,204 New Funds Raised/Donations $ 14,074,305

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Volunteer Contributions

For fiscal year 2017-18 there were 15,207 volunteers that contributed 1.1M hours of service valued at $27,662,743. With two volunteers to every one paid staff member, we strive to make Virginia Beach, a Community for a Lifetime.

The Office was responsible for taking leading roles in many major City initiatives. Since Hurricane Matthew in 2016, the Office of Volunteer Resources has continued to work on the Long Term Recovery Group with several other volunteer agencies.

This past fiscal year, volunteer partner organizations provided $510,873 in recovery services. The Office of Volunteer Resources remains a model of success across the country. Our volunteers continue to support City government by strengthening programs and expanding relationships and partnerships with citizens and businesses.

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Index

Council Page Initiative Initaitive Type Goal Number 19th Street Pedestrian Connection 5 Council Other 76 2040 Vision to Action Community Coalition 4 Council Priority 65 Academia Programs Expansion 8 Council Priority 111 Activate Atlantic Avenue 5 Council Priority 73 Adopt‐a‐Drain 9 Striving for Excellence 125 African American Cultural Center: Next Steps 7 Striving for Excellence 104 Agriculture Business Analysis and Expansion Strategy 1 Council Priority 19 Aquarium Removes Single Use Plastic Straws 5 Striving for Excellence 83 Aragona Flooding SW Project 10 Council Priority 141 Arc Flash Improvements 10 Striving for Excellence 149 ARP Evaluation and Direction 2 Council Other 43 Arts & Humanities Commission Funded Programs 2018 1 Striving for Excellence 30 Ashville Park SW Flooding 10 Council Priority 141 Autonomous Vehicle Plan 3 Council Priority 53 Better mass transit by improving frequency and reliability 3 Council Priority 54 Bikeways and Trails Plan Implementation 3 Council Priority 54 Bikeways Construction 3 Council Priority 55 Bioscience Business Development 1 Council Priority 19 Blue Star History Museums 7 Striving for Excellence 104 Body Worn Cameras for Patrol Officers 6 Council Priority 91 Burton Station SGA/Northampton Corridor Development 1 Council Priority 20 Business Revenue and Personal Property Implementation 9 Striving for Excellence 125 Cavalier Hotel Preservation 5 Council Priority 73 Centerville Turnpike Widening 3 Council Priority 55 Central Beach District SW Flooding 10 Council Priority 142 Chubb Lake/Lake Bradford 10 Council Priority 142 Church Street Station Studios 5 Striving for Excellence 83 CIPs in Infrastructure Keep Convention Center in Top Condition 10 Striving for Excellence 150 City Hall Replacement 10 Striving for Excellence 150 City Properties: Inventory, Evaluation and Direction 2 Council Priority 37 City Summer Youth Employment: Expansion 8 Council Priority 111 Class "A" Office Space 1 Council Priority 20 Cleveland Street Area Development 4 Council Priority 66 College Beach Weekend Action Plan 6 Council Priority 91 Community Arts Grant Program 7 Striving for Excellence 105 Community Engagement/Outreach 7 Striving for Excellence 105 Community Policing Strategy 6 Council Priority 92 Conduct "Research & Development" to support tourism marketing 5 Council Other 76 Construct the Darden Marine Animal Conservation Center 5 Council Other 77 Convention Center Business Development 5 Council Other 77 Convention Center Headquarters Hotel Development 5 Council Priority 74 Croatan Beach Sand Replenishment 10 Council Other 148 Cyber Security Industry Development 1 Council Priority 21 Data and Infrastructure Security Enhancements 9 Striving for Excellence 126 Develop a Comprehensive Pre‐ and Post‐ Disaster Recovery Plan 6 Council Other 95 Develop and Implement City‐wide Damage Assessment Program 2 Council Other 43 Develop Updated Evacuation and Shelter Plans to Align with New Evacuation Zone 6 Council Other 95 Develop Virginia Beach into a Year Round Resort Destination 5 Council Other 78 Disaster Recovery 9 Council Priority 123 Disaster Recovery ‐ Information Technology 9 Striving for Excellence 127 Disaster Recovery Plan ‐ Infrastructure 10 Council Priority 143 Disparity Study 7 Council Other 102 Dome Site Development 5 Council Other 79 Drone Use Policy 6 Council Priority 92 Early Elementary Coding Toys 8 Striving for Excellence 114 Early Literacy iPads 8 Striving for Excellence 114 Economic Development Small Business and Diversification Strategy (SWaM) 1 Council Priority 21 Employee Compensation: Policy Review 2 Council Priority 37 Employee Tuition Reimbursement 8 Council Priority 112 Employee Tuition Reimbursement 8 Striving for Excellence 115 Energy Efficiency has Rewards 9 Striving for Excellence 127 Enhancements to Internal Data and Analytics Capabilities 9 Striving for Excellence 128 Expand Public Art Program and Community Art Programs 5 Council Priority 74 Expanded 3‐D Printing Services 8 Striving for Excellence 115 Expanded Programming in the Miller Studio Theatre 5 Striving for Excellence 84 Farmers Market ‐ Business Results 1 Striving for Excellence 30 Finance ERP Infrastructure Support 2 Striving for Excellence 45 Financial Infrastructure Training and Outreach 2 Striving for Excellence 45 Fort Story Fire Station 6 Striving for Excellence 96 Foundant Grant Management Software Launch 9 Striving for Excellence 128 GEICO Contribution 8 Striving for Excellence 115

159 Council Page Initiative Initaitive Type Goal Number Gills Cove Neighborhood Dredging SSD 4 Council Priority 66 GovMax Annual Budget Kickoff 2 Striving for Excellence 46 Greenwich Flyover ‐ I‐64/I‐264 Improvement Project 3 Council Other 61 High Performer Scoring under the HUD Section Eight Management Assessment Program (SEM 2 Striving for Excellence 46 High Speed Rail Advocacy 3 Council Priority 55 Historic Kempsville Area Master Plan Implementation 2 Council Priority 38 Historic Kempsville Quad "C" Development 1 Council Priority 22 Homeless Strategy: Implementation 7 Council Priority 101 Housing Resource Center ‐ Operations 6 Striving for Excellence 96 Housing Strategy: Policy and Implementation 4 Council Other 69 Human Resources: Selection, Promotion, and Retention 2 Striving for Excellence 47 Implement a Mobile Co‐Response Team in the City of Virginia Beach 6 Striving for Excellence 97 Implement Open Table Initiative in Virginia Beach to Serve High‐Risk Youth and their Families 7 Council Other 102 Improving the Authentic Virginia Beach Experiences 5 Council Other 79 Increase Support and Resources for Kinship Guardians of Children Entering Foster Care 7 Striving for Excellence 106 Indian River Road/Kempsville Road Intersection Improvements 3 Council Priority 56 In‐House Graphic Design Award Winners 5 Striving for Excellence 84 Integrated Public Safety Initiative 9 Council Priority 123 Integrated Public Safety Initiative 9 Striving for Excellence 129 Internal Training for Employees, Supervisors and Managers 8 Striving for Excellence 116 International Business Attraction: Strategy and Action 1 Council Priority 23 Investment Review Board Implementation (Technology) 9 Striving for Excellence 130 ITA (Interfacility Traffic Area) Study: Update 3 Council Priority 56 Legislative Management Implementation 9 Striving for Excellence 130 LENA Start Expansion 8 Striving for Excellence 116 Lesner Bridge 3 Council Priority 56 Little Creek American Field Relocation 10 Council Priority 143 Local Road Funding: Long Term 3 Council Priority 57 London Bridge Commerce Center 1 Council Priority 24 Lynnhaven Corridor Improvements 1 Council Priority 24 Maintain AAA Bond Rating 2 Council Priority 38 Marketing Communications Team Restructure 5 Striving for Excellence 85 Marketing of Excess City and School Property 2 Council Priority 39 Master Technology Plan 2.0 Development 9 Striving for Excellence 131 Master Technology Plan Implementation and Update 2 Council Priority 40 Master Technology Plan Implementation and Update 2 Striving for Excellence 47 Member Swap with Virginia Zoo 1 Striving for Excellence 31 Mental Health Initiative 7 Council Priority 101 Minority Business Expo 20th year Anniversary 7 Striving for Excellence 106 New VB Wave Trolley Mobile Fare Payment App 2 Striving for Excellence 49 New Virginia Beach Public Art Website 9 Striving for Excellence 131 Next Generation Network (Remote City Site Connection) 9 Striving for Excellence 132 Oceanfront Staffing, Operations and homeless outreach 6 Council Priority 93 OCEARCH Team Includes Aquarium Veterinarian 5 Striving for Excellence 85 Octopus Video Goes Viral 9 Striving for Excellence 133 Office of Emergency Management Training and Exercise Program 6 Striving for Excellence 97 Offshore Wind Energy 9 Council Priority 124 Online Marketing Pays Off 1 Striving for Excellence 31 Open Government Spending 7 Striving for Excellence 106 Opening of New Zeiders American Dream Theater at Town Center 5 Striving for Excellence 85 Opioid Service Enhancements 6 Council Priority 93 Opioid/Heroin Initiative 6 Council Priority 93 Owls Creek Marsh Pavilion Enhancement (Phases I & II) 5 Council Other 80 Partner Pipeline 5 Striving for Excellence 86 Pembroke SGA Zoning (Central Village District) 1 Council Other 25 Permanent Supportive Housing for Individuals with Serious Mental Illness 7 Council Other 103 Photography Partner Build‐Out and Relocation 2 Striving for Excellence 48 Point of Sales Upgrade to Accept Chip‐Equipped Cards 9 Striving for Excellence 133 Police Staffing Plan 2 Council Priority 41 Princess Anne Road ‐ Ph. VII 3 Council Priority 57 Princess Anne Road/TCC Hotel Project 1 Council Other 29 Princess Anne/Green Run Little League: Direction 10 Council Priority 144 Proactive Communications Enhancement Plan/Communication on Major Issues 7 Striving for Excellence 107 Public Input through Balancing Act 9 Striving for Excellence 133 Public Safety Salary Compression 2 Council Priority 42 Pulse Point Software 9 Striving for Excellence 134 PulsePoint Software Implementation 9 Striving for Excellence 134 Read Across America Day 2019 8 Striving for Excellence 117 Regional Transportation Funding/Six Major Projects Regional Agenda 3 Council Priority 58 Resort Area Parking Plan 5 Council Other 80 Roadway Maintenance Program 3 Council Priority 58

160 Council Page Initiative Initaitive Type Goal Number Sale of City‐Owned Land: Evaluation, Policy Direction and Actions 2 Council Other 44 Sandler Center Art Gallery 5 Striving for Excellence 87 Sandler Center Foundation's Three Pillars of Excellence 8 Striving for Excellence 118 Sandler Center Resident Company Cooperative Marketing Program 5 Striving for Excellence 87 SCADA System Improvements 10 Striving for Excellence 151 Sea Level Rise/Recurrent Flooding Comprehensive Analysis 4 Council Priority 67 Seed Library 8 Council Other 113 Sherwood Lakes SW Flooding 4 Council Priority 67 Shore Drive Infrastructure Improvements 3 Council Priority 59 Software Upgrade/Replacement 9 Striving for Excellence 135 Special Needs Under the Sea 7 Striving for Excellence 107 Sports Center 5 Council Other 81 SPSA: Long Term Solid Waste Disposal for Southside Localities 2 Council Other 44 STEAM iPad Stations 8 Striving for Excellence 119 Storm Water Fee Policy Direction 4 Council Priority 67 Storm Water Management Policies, Planning and Programs 10 Council Priority 144 Storm Water Watershed Management Master Planning, Analysis and Modeling 10 Council Priority 145 Thoroughgood House Education Center Opening 5 Striving for Excellence 88 Ticket Consignment Program Expansion 1 Striving for Excellence 32 Total Earned Revenue Exceeds FY17 1 Striving for Excellence 32 Tourism Advocacy 5 Council Other 82 Tourism Investment Program Fund Analysis 2 Striving for Excellence 48 Town Center Expansion (Beyond Core Area) 1 Council Other 25 Town Center Phase VI 1 Council Other 26 Trans‐Atlantic Cable Landing 1 Council Other 26 Transoceanic Fiber Cable 9 Striving for Excellence 135 UBER/LYFT Shared Ride Services Regulations 3 Council Priority 59 Updated Take Home Vehicle and Remote Parking Policy 2 Striving for Excellence 48 Value of Volunteerism 2 Striving for Excellence 49 VB Elections 9 Striving for Excellence 136 ViBe Creative District Matching Grant Program 1 Striving for Excellence 32 ViBe Creative District Mural Initiatives 2 Striving for Excellence 50 Virginia Aquarium Capital Campaign 1 Striving for Excellence 33 Virginia Beach Comprehensive Waste Management Strategy 10 Council Priority 146 Voice Search 9 Striving for Excellence 136 Water Supply: Direction 10 Council Priority 147 Where Legends Rise 5 Striving for Excellence 88 Windsor Woods, Princess Anne, The Lakes SW Flooding 10 Council Priority 147 Witchduck Road ‐ Ph. II 3 Council Priority 60 Work with the Hampton Roads Military and Federal Facilities Alliance 1 Council Other 27 Workforce Development (including TCC and other institutions) 1 Council Other 27 Working Conditions 9 Striving for Excellence 137

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