Annual Progress Report to City Council
January 2015 - December 2015
Table of Contents
Progress Report Matrix 7
City of Virginia Beach Goals 2020
Goal 1: Grow the Local Economy 15 Goal 2: Create a Financially Sustainable City Providing Excellent Services 43 Goal 3: Improve Transportation System 65 Goal 4: Revitalize Neighborhoods and Plan for the Future 81 Goal 5: Be a Competitive, First Class Resort for Residents, Businesses and 95 Tourists
City of Virginia Beach Significant Departmental Activities (Grouped by Strategic Issue Teams)
Cultural & Recreation Opportunities 113 Economic Vitality 119 Family & Youth Opportunities 123 Quality Education & Lifelong Learning 125 Quality Organization 131 Quality Physical Environment 137 Safe Community 157
Index 159
PROGRESS REPORT MATRIX
Goal 1: Grow the Local Economy
Objectives • Pursue opportunities for R&D and medical related businesses • Develop Burton Station as a major business center • Retain and grow existing businesses • Retain and expand military presence and military-related business investments • Become a major “Amateur/Semi Pro” sports destination on the east coast • Position City and region to take advantage of alternative and renewable energy businesses • Expand higher paying job opportunities – children can return to Virginia Beach
BUSINESS INITIATIVES
Cultural & • Princess Anne Road/TCC Hotel Project
Recreational Opportunities
• Agriculture Business Analysis and Expansion Strategy
• APZ Land Use and Redevelopment
• Bioscience Business Development
• Burton Station SGA/Northampton Corridor Development
• Business Innovation Center: Development
• Economic Development Action Plan
• Economic Development Small Business and Diversification
Strategy
• Economic Development: Measures and Reporting
• Economic Incentive Funding
Economic • Energy Related Business Development within the ITA
Vitality • Higher Education Campus Expansion Strategy
• International Business Attraction: Strategy and Action
• London Bridge Commerce Center (APZ)
• Military and Related Business Strategy
• Princess Anne Road/TCC Hotel Project
• Proactively Implement our Target Markets
• Regional Branding
• Town Center Expansion (Beyond Core Area)
• Town Center Phase VI
• Workforce Development (including TCC and other institutions)
Quality Education • GrowSmart
& Lifelong • Workforce Development (including TCC and other institutions)
Learning 7
Goal 2: Create a Financially Sustainable City Providing Excellent Services
Objectives
• Deliver City services in the most cost-effective manner • Maintain AAA bond rating • Have top rated schools • Expand Public understanding of price of government linking to the cost of services and citizens’ expectations, needs and ability to pay: City and Businesses/Residents • Increase citizen satisfaction and easy access to City services • Increase citizen involvement and engagement
BUSINESS INITIATIVES
• City Properties: Inventory, Evaluation and Direction
Economic • Historic Kempsville Area Master Plan Implementation
Vitality • Sale of City-Owned Land: Evaluation, Policy Direction and
Actions
• Disaster Recovery / Organizational Resiliency
• Diversity-Core Strategy
• Employee Compensation - New Model
• Funding/Revenue Plan for FY 2016
• Healthcare Plan
Quality • Increase City Expenditures paid to Minority Business to 10% of Organization Expenditures
• Increase Employment for Underrepresented Groups
• Maintain AAA Bond Rating
• Master Technology Plan Implementation
• Process Improvement Steering Committee
• Comprehensive Plan - Transition Area Amendments - Chapter 4
Quality Physical • Landfill/SPSA: Comprehensive Waste Management Strategy
Environment • SPSA: Long Term Solid Waste Management for Southside
Localities
• Blackwater Fire and EMS Station Replacement
• Emergency Preparedness and Recovery Plan/Sheltering
Safe
Community • Master Technology Plan Implementation
• Thalia Fire/EMS Station Conversion Project
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Goal 3: Improve Transportation System
Objectives • Reduce congestion and improve traffic flow • Secure adequate funding for transportation projects • Better mass transit with increased local ridership • More alternative modes of transportation • Safer streets and intersections • Easier access to coastal Virginia • More flights to Norfolk International Airport
BUSINESS INITIATIVES
Cultural & • Bikeways and Trails Plan Implementation
Recreational Opportunities
• High Speed Rail Advocacy
• Light Rail Perception vs. Reality, Public Information
Economic
Vitality • Trolleys Re-Introduced for Oceanfront Shuttle Services
• Virginia Beach Transit Extension
• Bike Accommodations
• Centerville Turnpike Widening (Indian River Road to
Kempsville Road)
• Greenwich Flyover - I-64/I-264 Improvement Project
• Holland Road - Ph. VI (from Dam Neck Road to Nimmo
Parkway)
• Light Rail Perception vs. Reality, Public Information
• Local Road Funding: Long Term
• Lynnhaven Parkway XI Project
Quality Physical • Princess Anne Road Project Phase IV (VDOT Legacy Project)
Environment • Princess Anne/Kempsville Intersection Improvement Project
• Regional Transportation Funding
• Roadway Maintenance Program
• Seaboard Road
• Shore Drive Infrastructure Improvements
• Southeastern Parkway and Greenbelt
• Trolleys Re-Introduced for Oceanfront Shuttle Services
• Virginia Beach Transit Extension
• Wesleyan Drive Project
• Witchduck Road - Ph. II
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Goal 4: Revitalize Neighborhoods and Plan for the Future
Objectives • Increase the demand for housing stock • Improve neighborhood infrastructure and City amenities • Reuse of 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
BUSINESS INITIATIVES
Cultural & • Adam Thoroughgood House Visitor Center
Recreational • Students on the Swim (SOS) Aquatic Safety Program for 2nd
Grade Title 1 Schools Opportunities
• 2040 Vision to Action Community Coalition
Economic
Vitality • Pembroke SGA Zoning
Family & Youth • Housing Resource Center
Opportunities
• Bayville Creek Neighborhood Dredging SSD
• Comprehensive Plan Review and Update
• Coordinate evaluations of land use conformity issues with the
U.S. Navy
• Gills Cove Neighborhood Dredging SSD
• Harbour Point Neighborhood Dredging SSD
Quality Physical • Neighborhood Preservation Program and Plan
Environment • Old Donation Creek Neighborhood Dredging SSD
• Sand/Beach Replenishment
• Shadowlawn Neighborhood Dredging SSD
• Special Service District(s) for Sand Replenishment
• Storm Water Fee Policy Direction
• Western Branch Lynnhaven River
• Gang Strategy: Next Steps
Safe
Community • Neighborhood Safety: Evaluation and Direction
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Goal 5: Be a Competitive, First Class Resort 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: Convention Hotel • Increase residents’ understanding of the value and enjoyment of tourism to the community • Increase marketing as a year-round tourist destination • Leverage tourism dollar to aggressively brand Virginia Beach as a resort destination city
BUSINESS INITIATIVES
• African-American Cultural Center: City Support
• Baseball Complex at Princess Anne Commons
Cultural & • Construct the Mid-Atlantic Marine Animal Conservation Center
Recreational • Discovery & Veterinary Care Centers (Phases IV & V)
Opportunities • Owls Creek Marsh Pavilion Enhancement (Phases I, II, III, IV, V)
• ViBe Creative District Creation
• 25th Street Parking Garage
• Arena Project
• Branding: Virginia Beach Naturally
• Cavalier Hotel Preservation
• Convention Center Business Development
Economic • Convention Center Hotel Project
Vitality • Dome Site Development
• Oceanfront Late Night Behavior Strategy
• Pacific Avenue Improvements
• Public Information and Marketing of Resort to Residents
• Rudee Walk Phase II and III
Quality • City Manager Selection
Organization
• 19th Street Pedestrian Connection
Quality Physical • Resort Area Parking Plan
Environment • TMDL (Total Maximum Daily Load) Tracking System and City
TMDL Incentives
• Oceanfront Late Night Behavior Strategy Safe Community
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GOAL 1: GROW THE LOCAL ECONOMY
Goal 1: Grow the Local Economy City Council's Priority Initiatives
Agriculture Business Analysis and Expansion Strategy (Economic Vitality (EV): Initiative owned by David E. Trimmer, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Redevelop an Agriculture Business Analysis and Expansion Strategy • Agriculture Reserve Program
Status: As of December 31, 2015, the Agricultural Reserve Program (ARP) has enrolled 9,316.34 acres of agricultural land. The City’s ARP program continues to compliment the Governor’s State initiative of protecting agriculture land for future generations and preserving the State’s overall number one industry, Agriculture. The Agriculture Department has worked with the Virginia Department of Agriculture and Consumer Services (VDACS) to receive $925,543.66 in total reimbursement funding for the ARP program. By doing so, our local dollars can be further invested on more easements. A farm of 50.47 acres was recently enrolled on November 18, 2015, and utilized $282,632 of the funding listed above from VDACS. The farm contains approximately 16 acres of timber; 31 acres in cropland that is used to raise corn, wheat and soybeans; and the remaining acreage for the existing home site and supporting agricultural storage buildings. For many years, the family also raised strawberries and had a produce stand. Currently, the family rents their land to a local farmer to continue crop production for them. Having the farm enrolled in the ARP protects it from development and guarantees those acres will be available for agricultural production in the future while enhancing the rural character of the City.
At the decision of City Council, staff, along with the Agricultural Advisory Commission, discussed points of interest to consider for the ARP program. Those items include: raising the floor interest rate established in the offer letter to a current interest rate; having the ability to register CUSIP numbers for the Installment Purchase Agreement; making process improvements where possible; and looking at ways to protect agricultural lands in the floodplain. It is anticipated that City Council will be briefed on process improvements in the near future.
In an effort to preserve, sustain, and continue to grow the agriculture business sector in Virginia Beach, the Agriculture Department continues to pursue opportunities to provide farm stand markets at local libraries. Agriculture partnered with Public Libraries and four local farms, Vaughan Family Produce, Flanagan Farms, Cromwell Farms, and Bruce Henley Farm (Flip Flop Farms) to provide fresh produce at Kempsville Library, Meyera E.
15 Oberndorf Central Library, Princess Anne Library, and Bayside Library, two times a week during children and family programing hours; high traffic time frames.
Participating farmers started the week of June 2nd with a plan to provide their produce market once a week but demand quickly resulted in two times a week at both locations through Labor Day. This partnership provided citizens convenient access to purchase local farm products, increased awareness of sustainable living practices among citizens, and supported interest and demand for farm-to-table products in Virginia Beach. By the Virginia Beach Public Libraries hosting local produce farmers’ it provided opportunities for quality interaction with parents, grandparents and children to ask cooking and nutritional questions while they shopped. Programs such as this address the Strategic Plan initiative of expansion of agriculture and agriculture related businesses, as well as support the Buy Fresh Buy Local Program while providing quality customer service convenient to our citizens.
During 2016, the Agriculture Department will continue to evaluate the strategy and opportunities to expand fruit and vegetable programs to additional parts of the City. This strategy aims at providing citizens the opportunity to interact with farmers and purchase farm grown produce from farms in their city. The continued growth and success of such programs between the farm community and City’s citizens came to fruition as a result of the success of the Sandler Center’s “Why Not Wednesday” program. This event is in its eighth program year and continues to grow and provide a direct link between the farm communities with the heart of activity in the City’s Town Center area.
The Agriculture Department continues to identify and develop growth opportunities for farmers in the region. The Department works with a local auction company to provide local fruit and vegetable farmers an opportunity to sell their fresh products in bulk and smaller sizes direct to restaurants, citizens, and other farm stand operators via a “live” auction. The auction is held at the Farmers Market weekly from June through October. This program helps support the local farmers in their effort to supply the public with the freshest produce.
The City of Virginia Beach’s Farmers Market continues to be a highly popular shopping destination for citizens and tourist. The fiscal year 2015 showcased a record revenue year with revenues exceeding operating expenses by 13.9%. The record year is based on the popularity of the Farmers Market, tenants, day vendors, 15 major annual events, 31 Friday Night Hoe Down events, 2,161 K-5 school children that have taken part in the Rural Heritage Center Agriculture Educational program.
16 APZ Land Use and Redevelopment (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Connected Community; Thriving Economy
Activities: • Marketing and Public Relations for APZ1 program • Review and modification of Economic Development Investment Program • Creation of Policy for use of incentives for non-conforming uses to move out of APZ1
Status: YesOceana, Virginia Beach’s award-winning Oceana Land Use Conformity Program, was created to help reduce the incompatible land uses surrounding Naval Air Station Oceana, the Navy’s East Coast Master Jet Base. To date, a total of 53 non-conforming commercial properties have been eliminated in Accident Potential Zone 1 (APZ-1) and the City has committed a total of $2.5 million to 33 businesses to promote compatible uses within the APZ-1 district. Included in that total, the Development Authority has awarded $2 million in Economic Development Investment Program (EDIP) grants for projects, leveraging more than $27 million in new private investment.
The YesOceana program received a Gold Excellence Award from the International Economic Development Council (IEDC) for 2014-15. The IEDC’s Excellence in Economic Development Awards recognizes the world’s best economic development programs/departments, marketing materials, and the year’s most influential leaders. This prestigious award also led to an article written about the program that was featured in their winter 2015 “IEDC Economic Development Journal.”
Also this year, the program saw the completion of Elite Motors at 1732 Virginia Beach Boulevard. The building is approximately 8,000 sq. ft. and is the newest example of the redevelopment taking place in the APZ-1 area of Virginia Beach. The program also saw many businesses move into existing buildings as a result of expansions. In total, the program awarded $400,000 in EDIP funds to 9 businesses in the 2015 calendar year. The most recent businesses that were announced are 215 Gear, Stock Design, and Back Bay Brewing.
The commitment demonstrated by the Commonwealth, the City of Virginia Beach and the partnership with the Navy continues to be a successful model for reducing incompatible development. As a result of the program’s continued success, the Cities of Chesapeake and Hampton are receiving funding to develop similar programs to address encroachment.
17 Bioscience Business Development (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Bio Science initiative funded as part of FY16 Budget – May 12, 2015 • City Council presentation on Bio Medical initiative plan & policy update – July 7, 2015 • EDIP Policy update to include Bio Royalty Program to be completed and adopted. • Virginia Beach & Tidewater Community College Bio Accelerator formally established. • City Council briefing on project status – October 20, 2015 • City Council budget action - December 8, 2015
Status: During Mayor Sessoms’ State of the City address on March 13, 2014 he announced the formation of a Bio Medical and Health Sciences Task Force to explore opportunities and bolster this industry sector within the City of Virginia Beach, and subsequently the region and the state. He also identified approximately 1,500 acres of city owned property which could be used to further this initiative, all of which is within the ITA.
Tom Frantz of Williams Mullen was appointed as Chair and Rony Thomas of LifeNet Health as Vice Chair. Several organizational meetings were held with Mr. Frantz, Mr. Thomas, select industries leaders, and staff to discuss potential Bio Task Force participants and the general goals and objectives that the task force will accomplish.
In order to maximize the benefit to the region, it was decided that industry assets and leaders should be utilized from Virginia Beach to Richmond. The Task Force is comprised of industry leaders from biomedical companies, universities, and private equity firms, including:
• Bon Secours • Children’s Hospital of The King’s Daughters • College of William & Mary • Eden Capital • Eastern Virginia Medical School • Hampton University Proton Therapy Institute • Jefferson Lab • MCV Hospitals • Norfolk State University • Old Dominion University • Operation Smile • Riverside Health System • Sentara Healthcare
18 • Tidewater Community College • Virginia Biotech Park (Richmond)
Due to overwhelming interest, a second group of industry leaders were asked to serve in an Advisory capacity and provide additional support and input when needed.
Early on it was agreed upon that the guiding principles of the Task Force efforts would be as follows:
• Establish Virginia Beach and our region as the center for advanced bio-tech and healthcare research and industry "on the East Coast“ o Establish a hub in Virginia Beach’s Princess Anne Commons. o Physical location of hub participants will be region-wide. o Must be an economic driver for the regional economy. o Must drive substantial job creation in the region (focus on higher-income jobs). o Progress should be measurable and reportable annually. o Use existing regional assets and resources in hub development when appropriate. o All institutions of higher education, hospitals and large healthcare enterprises in the region will be asked to partner in achieving the mission. o Regional governmental authorities and private entities will work together. o Obtain state and federal funding for hub development and attract required private equity investment. • The first official Bio Task Force meeting was held on June 26, 2014; it was decided that the services of a consultant would be needed to guide the Task Force through the process of creating a plan, provide industry specific information, and meet with regional stakeholders. Facility Logix was chosen to serve as consultant to the Task Force. Subsequently the Task Force met on a monthly basis to begin drafting a plan for action. In October 2014, Facility Logix outlined their preliminary findings and a path forward. The Task Force requested that the consultant outline a bold strategy designed to put Virginia Beach “on the map” in the biomedical industry.
Issues considered as part of the study and Task Force work include asset evaluation, sub-industries that Virginia Beach should pursue that would offer the highest probability of success, the region which should be considered, various funding avenues that should support this initiative, and the development of a potential Bio Park within the Princess Anne Commons corridor. 155 acres of land bordering Princess Anne Road has been pinpointed for the first phase of a potential Bio Park.
The consultant performed research and conducted stakeholder interviews in the region and delivered a draft of a report in late January 2015 for the Bio Task Force to deliver to the Mayor and City Council. This report provided not only a “state of the region” assessment but also recommendations for areas of focus and detailed what kind of financial commitment will be necessary from the city, state, and private sector in order to succeed.
19 Once the plan was received, the Task Force provided recommendations for edits, and a final version of the report was presented to the City Council in March 2015.
This report included recommendations for the following: o Potential Areas of Focus (Metabolic Cardiovascular Disease, Diabetes, and Neuroscience/ Traumatic Brain Injury, Wounded Warriors related injuries) o Region considered (Richmond to the Oceanfront) o Initially an oversight organization was considered, but it was decided to use the Virginia Beach Development Authority for the near term. o Funding Needed (Both Public and Private)
Because of the importance of the Bio Industry sector initiative, City Council subsequently approved $1 million during the FY 15/16 budget process to be utilized for the pursuit of this industry sector. The Bio Task Force leadership along with staff have already outlined a 10 point marketing effort in which to implement. Certain components of this plan are still being finalized and should be complete by January 2015.
Below are the main themes for the 10 point plan:
1. Establish a new set of incentives 2. Create a “Bio Accelerator” 3. Package Accelerator Services 4. Begin to develop a Bio Park 5. Enhance high speed broadband 6. Create a Bio brand identity 7. Recruit new Bio companies from outside the market 8. Work with Commonwealth officials and industry stakeholders 9. Assist existing Bio companies 10. Enhance workforce development
To date a brand has been created for the both the Bio initiative and the VA Beach Bio Park. A new website for this initiative was launched at the end of November 2015. We have also have entered in to an agreement with TCC to create a Bio Accelerator in the Regional Health Professions building. Lastly, we are continuing to work with our existing Bio companies and new companies to the area and already have prospects interested in doing business in Virginia Beach.
20 Burton Station SGA/Northampton Corridor Development (Economic Vitality (EV): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment
Activities: • Phase I - Burton Station Road Improvements • Phase II - Neighborhood Loop Road Design ON HOLD (coordinated with Plan Amendment) • Phase III - Toliver Rd from Burton Station Road to Air Rail Boulevard • Application for Outlet Mall Road Comp Plan consistency - Planning Commission • City Council consideration of Planning Commission's findings re: Comp Plan Consistency • Burton Station Development - Lake Analysis Staff Recommendation (coordinated with Plan Amendment) • New Sanitary Sewer Pump Station Redesign ON HOLD (coordinated with Plan Amendment) • Airport Authority Property acquisition for new Tolliver Road • Acquire Burton Station Lake easement and ROW for Stormwater System
Status: A portion of Phase I water and sewer infrastructure for 10 homes in the Village residential area and all acquisition has been completed. The roadway plans have also been completed. The new pump station is currently in the beginning stages of design. Phases I and III will be combined and constructed together. Ninety-percent plans for the Phase III roadway are scheduled for submission the beginning of 2016. After this submittal, plats will be prepared to start the acquisition process. Rights of Way and utility easement negotiations are underway with property owners to include the Airport Authority. The relocated pump station that is included in Phase III is in the beginning stages of design. Phase IV, Wesleyan Drive Extension is not funded.
Business Innovation Center: Development (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy; Unique Environment
Status: Currently, the space in the Economic Development Department office is being subleased to Tidewater Community College Workforce Services Division, and also used by SCORE (Service Corps of Retired Executives) two days a week for small business counseling.
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Discussions are underway with Old Dominion University to establish and fund an Innovation/Accelerator Center that would be co-located with other ODU technology & small business resources. The university is still working to develop their final plans for Virginia Beach, but have not placed a timetable for a decision.
Economic Development Action Plan (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Regular meetings with Mayor and Council Representatives
Status: The Economic Development Strategic Plan was updated spring 2015, including confirmation of target business sectors. Additionally, a more detailed action plan for the City’s Bio/Health Science Cluster has been completed and presented to Council.
The Department’s Action/Marketing Plan for FY15/16 has been completed and summary provided to City Council as part of the VBDA Annual Report Update this past September.
Monthly marketing activity updates are also provided to VBDA and City Council liaisons, and the Director provides regular updates to the Mayor and City Manager.
The Department is currently working with its advertising agency to create a document format to provide more frequent updates to City Council in a format that would be easily shared with constituents. Expect this to roll out 1st quarter 2016.
Economic Development Small Business and Diversification Strategy (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Diverse Community; Learning Community; Thriving Economy
Activities: • Small Business Quarterly Workshop held February 19, 2015 with Wells Fargo, providing information on fraud traps for small businesses, as well as setting up online banking services.
22 • Small Business Quarterly Workshop held April 16, 2015 with Kaufman & Canoles, providing information on contract administration and key Federal Acquisition Regulation provisions.
Status: The Department continues expanding its programming for entrepreneurs, small and SWAM companies this year. One of every three startups in the Hampton Roads region continues to occur in Virginia Beach, and for the most recent fiscal year, SWAM businesses accounted for 13 of 52 announcements.
The Department is actively marketing to small and minority businesses and business leaders, locally and nationally, utilizing targeted informational forums through strategic partners (i.e., law firms, accountancies, banks, technology providers, etc.) as well as creating and participating in formal marketing events.
Key highlights of the second half of CY15 included having the Department’s Small Business program being featured on the Hampton Roads Business Weekly television show, as well as co-hosting the SWAM Forum with Councilmember Amelia Ross-Hammond, which featured business development executives from Duke Energy, Virginia Natural Gas, and Virginia Dominion Power who shared how their contracting and business partnership programs function.
In addition, the Department partnered with key local industry and academic stakeholders to launch the region’s first Cyber Security Roundtable event as a means to assist local technology providers in expanding their market opportunities beyond traditional DoD/government contracts. More than 70 people attended each of the first two Roundtable events, and plans are underway for additional functions in CY16. The Roundtable has already directly led to the establishment of a new Cyber Industry support center, led by private sector partners.
Other highlights during the year included publication of the Department’s first electronic marketing book for SWAM businesses, launch of the Virginia Beach 1Million Cups Chapter for entrepreneurs in partnership with the Kaufmann Foundation, hosting weekly SCORE Small Business Counseling services, and funding the Small Business Development Center of Hampton Roads.
23 Economic Incentive Funding (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Exploring allowable funding mechanisms as part the Updated Economic Development Strategy and Target Industry Strategy • The VBDA reviewed and approved a revised EDIP policy on September 21, 2010 Subsequently, City Council approved the revised EDIP policy on September 28, 2010 • Exploring allowable funding mechanisms as part of the update of the overall Economic Development Strategy and Target Industry Strategy • Review SGA Incentive Policy
Status: VBDED staff is reviewing and updating the city’s Economic Development Investment Program (EDIP). This comprehensive review will include a look at the administration of the program, funding, and overall structure. The update is expected to include the additional focus on Bioscience and Healthcare companies to include a royalty plan concept.
On December 8 City Council asked the VBDA to perform a review of the SGA Incentive Policy. That review will be completed by mid-January.
Energy Related Business Development within the ITA (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Developing policy recommendations for Mayor and City Council • Marketing business development opportunities within the ITA
Status: While Alternative Energy is not a specific target industry sector within the City’s Economic Development Strategic Plan, it is included as a sub-cluster within the High-Performance Manufacturing sector, with responsibilities assigned to a specific Business Development Manager. Staff developed target marketing materials for alternative energy-related companies (specifically wind power), attended several alternative energy trade shows during FY15-16, and continued discussions with several different companies interested in waste-to-energy facility opportunities in the ITA.
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Economic Development staff serve as representatives to both the Mayor’s Energy Advisory Committee (MEAC) and the City’s Sustainability Task Force; MEAC compiled specific recommendations which were presented to the Mayor in June 2015.
GrowSmart (Quality Education and Lifelong Learning (QELL): Initiative owned by Karen F. Kehoe, Cindy A. Curtis)
Vision Element(s): Learning Community; Thriving Economy
Status: Virginia Beach GrowSmart completed a long-range strategic plan in December 2013. This plan, GrowSmart 2020, includes six major strategic goals. A 2015 year-end update on each strategic goal is listed below.
STRATEGY 1: We collaborate with community partners to ensure all children in our city have access to high-quality childcare and early education and enter kindergarten ready to learn.
A. Early Education Small Business Training Program: The 2015 class, Virginia Beach’s sixth class of early care and education small businesses, graduated from the program on October 31, 2015. Mayor Sessoms was the keynote speaker.
A new component was added to the program in 2015. A quarterly Director’s Forum provides advanced-level courses for owners and directors of small businesses in the childcare and early education industry. In the first three courses (March, June and September 2015), 75 participants have received advanced training in “Web Marketing for Childcare Businesses,” “Tuition Rates, Discounts, Benchmarking and Budgeting,” and “Human Resource Management.”
The Virginia Early Childhood Foundation (VECF) has approached the state director of the Virginia Small Business Development Center of Virginia with a proposal to partner and take this program – begun in Virginia Beach – state-wide. VECF will put this into its budget submission to the General Assembly for FY17.
B. Provider Training Series: GrowSmart is in its third year of offering this free professional development series to early education providers in our city through an annual contract with Children’s Harbor. The second year of the Virginia Beach Provider Training Series, which concluded in June 2015, provided high-quality professional development training over a 9-month period to approximately 330 Virginia Beach early education providers. Each session saw an average of 37 providers. In FY16, topics are aligned with and complementary to Square One’s professional development offerings.
25 C. Quality rating and improvement: GrowSmart continues to support Tidewater Community College’s efforts to recruit and enroll childcare centers and preschools in the updated version of the Virginia Star Quality Initiative (VSQI), a Quality Rating and Improvement System (QRIS) for sites that provide early care and education. The new name for the program is Virginia Quality, and this new program contains significant changes to the original QRIS/VSQI. The most notable revisions are: 1) a move from “star” ratings to quality “levels”; 2) Student-teacher ratios are no longer evaluated separately from the licensure process; and 3) Programs enrolled in the program will no longer be assigned dedicated mentors to assist them in the development and implementation of a Quality Improvement Plan; instead, technical assistance coaches, who each specialize in specific areas of quality improvement, will be available to sites for use as needed.
Additionally, the GrowSmart Policy Board voted last year to explore other opportunities for quality improvement and certification for our programs, beyond VSQI/Virginia Quality. In FY16, we are sponsoring one 4-star family day home to become accredited through NAFCC (National Association for Family Child Care) and one center-based program to achieve AdvancED accreditation. We also hope to sponsor at least one or two sites to pursue NAEYC (National Association for the Education of Young Children) accreditation by the end of FY16.
D. Teacher scholarships: In the 2014-2015 academic year, GrowSmart awarded 17 early education scholarships to professionals to assist them in building their skills and competencies as early childhood education professionals. In the fall semester of 2015, 16 early education professional received GrowSmart scholarships.
STRATEGY 2: We collaborate with the Virginia Beach City Public Schools to ensure all children have the opportunity to attend a customized kindergarten program that spans the length of the traditional school day and meets the educational needs of every student.
The Virginia Beach GrowSmart Foundation Board has had several discussions about taking this issue on. It has been recommended that this issue needs to have grass-roots citizen support and should not originate as a City-led initiative. Board members Marcy Sims and Dot Wood are the co-leads on this initiative for the Foundation. After the September 2015 board meeting, Ms. Sims asked former Deputy Superintendent Dr. Sheila Magula to serve on the board; Dr. Magula has accepted the invitation. Dr. Magula has expressed interest in the past in expanding access to extended day kindergarten. It is our hope that her joining the board will help us to formulate a strategy for engaging both the public and the School Board in this discussion.
STRATEGY 3: Virginia Beach GrowSmart and Virginia Beach City Public Schools have a strong mutual partnership and work together to ensure all children read at or above grade level by third grade.
GrowSmart is the current backbone organization for the local Campaign for Grade-Level Reading, Virginia Beach READS. As the result of a meeting of a task force created to make recommendations on a governance structure for our Campaign, we have engaged the
26 United Way of South Hampton Roads to join our efforts in a more meaningful way. A meeting convened by UWSHR took place in the Virginia Beach Department of Economic Development offices on December 11, 2015, to gather stakeholder input on the issue of K-3 literacy.
At the request of our liaison to the national Campaign for Grade-Level Reading Network, Virginia Beach GrowSmart served as the lead on a state-wide meeting of all Virginia communities engaged or hoping to engage with the Network. That meeting was convened on November 10 in Richmond to lay the ground work for a strong state-wide coalition whose goal will be to improve 3rd grade reading proficiency across the Commonwealth, especially for students in poverty.
GrowSmart is currently serving as the lead organization for the Virginia Beach READS tutoring program for the second consecutive year. Two significant developments to the program since its inaugural year (2014-15) include:
1. An MOU has been signed between GrowSmart and Virginia Beach City Public Schools to outline the purpose of the partnership program, delineate roles and responsibilities of each organization, and determine the appropriate extent and means for sharing of program data. 2. In July 2015, GrowSmart was selected as an AmeriCorps VISTA site for purposes of this program. A full-time VISTA volunteer, Basil Abdalla, currently serves as Mentor Program Coordinator for the Virginia Beach READS tutoring program. VISTA pays Mr. Abdalla a living stipend, as well as an education grant, in exchange for 40 hours per week of service; GrowSmart pays $5,000 in a cost share agreement with the Virginia Mentoring Partnerships. Mr. Abdalla reports to the GrowSmart coordinator and will be housed for a portion of the work week in the Office of Volunteer Resources. Remaining work hours are spent on-site at the three elementary schools in which the program operates, in the GrowSmart office and/or other open City office spaces.
STRATEGY 4: We collaborate with community partners to ensure all families have the knowledge, skills and abilities to support their children’s healthy physical, social-emotional and cognitive development at all stages from pre-natal to eight years of age.
Two large community outreach events are planned for 2016 in the service of Strategy #4: in February 2016, Lynnhaven Mall is providing space for a pregnant and baby expo. In April 2016, GrowSmart will put on the Celebrating Children event at Mt. Trashmore. This event was previously run by the Pendleton Child Service Center and did not take place in 2015. As part of this strategy, GrowSmart is committed to serving more children with developmental delays through Early Intervention/ Part C (the Infant and Toddler Connection). This requires both the identification of more children with delays and advocating for increased state funding that will enable the Infant and Toddler Connection of Virginia Beach to serve them. At the start of FY16, GrowSmart Team member Jennifer McElwee of the Infant and Toddler Connection estimated that approximately 7,000 children aged 0-36 months living in Virginia Beach have developmental delays that have not been identified. These children are not receiving critical early intervention services
27 that, if provided, could reduce or prevent later academic difficulties and the need for costly special education services and grade retention in grades K-12 grades. Mrs. McElwee also shared that increased state funding of just over $100,000 in FY16 will enable the Infant and Toddler Connection to add two service coordinators, which will result in an additional 80 children served. We are moving in the right direction, but there is still much work to be done before the estimated 7,000 unidentified children may receive these critical services. Other members of the GrowSmart team are trained facilitators in the Ages and Stages Questionnaires (ASQ-3), the primary screening tool for the identification of potential developmental delays. United Way of South Hampton Roads is also working to universalize this tool, and GrowSmart hopes to partner with that organization in this effort.
STRATEGY 5: We ensure alignment of resources and services for an early childhood coordinated system to ensure all children in Virginia Beach meet developmental milestones.
On August 1, 2015, Square One, the regional professional development and training program for early childhood educators and parents, was absorbed by the GrowSmart Foundation. The Square One program was in danger of being eliminated with the dissolution of the Virginia Business Coalition on Health; however, rather than lose this valuable partner and have to design professional development programs to take its place, GrowSmart seized the opportunity to assume leadership of Square One. This will ensure a streamlined and coordinated system of professional development options for Virginia Beach providers of early childcare and education.
STRATEGY 6: We connect with the private sector so that the Virginia Beach business community recognizes the importance of early childhood education and development for the economic growth of our city, actively supports Virginia Beach GrowSmart’s efforts, and helps to ensure its financial sustainability.
To sustain and build upon GrowSmart’s past successes, the Virginia Beach GrowSmart Foundation was incorporated in 2014. The Foundation engages influential business leaders in our community to serve as champions for the importance of early education as an economic imperative. Chaired by President Ann K. Crenshaw of Kaufman & Canoles, the GrowSmart Foundation membership includes: Martha J. (Marcy) Sims, retired Director of the Virginia Beach Public Library (Vice President); Lexi Custis, Vice President and eReceivables Consultant at Wells Fargo (Treasurer); Karen Kehoe, GrowSmart Coordinator (Secretary); and members Dr. Jane Bray, Dean of the Darden College of Education at Old Dominion University; Michael Harris, Senior General Manager of Lynnhaven Mall; Jane Short, Senior Vice President and Private Client Advisor with U.S. Trust; Jerry Stewart, Workforce Development Coordinator with the Virginia Beach Department of Economic Development; Joe Thomas, Regional Vice President at GEICO; Dick Trowbridge, Executive Director of Horizons, Hampton Roads, Inc.; Rob Whitacre, Independent Business and Legal Advisor; and Dorothy (Dot) Wood, of JD & W, Inc.
28 To date, the Foundation has raised over $97,000 in grants and private donations (August 2014-November 2015). Funding a full-time Development Specialist and Grants Manager will continue this forward momentum and capitalize on more opportunities to supplement the GrowSmart operating budget with public and private grants and contributions.
Higher Education Campus Expansion Strategy (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Learning Community; Thriving Economy
Status: The ODU master plan released in December of 2013 details the possibility of four additional buildings at the VBHEC. Each building would be approximately 51,000 square feet. The first proposed building would mirror the current facility and be adjacent to it. There is no definite timeline for construction.
The Dean of the new College of Continuing and Professional Development is located at the Virginia Beach campus. He is actively engaged with Economic Development and the Virginia Beach business community.
ODU continues to expand the curriculum and program activities at the Virginia Beach Higher Education Center.
International Business Attraction: Strategy and Action (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Diverse Community; Thriving Economy
Activities: • Expand the City's international business community • Increase the City's visibility among the global business community
Status: In FY14-15 staff participated in 16 international marketing missions and events, including:
• Hosted the Virginia Beach Roundtable with the 12 Honorary Counsuls based in the region • Hosted visits from Ambassadors to the U.S. of both the Philippines and Nicaragua • Hosted German Business Roundtable event at headquarters of CommerzBank in Frankfurt, Germany with the help of the Department’s German consultant • Co-sponsored the Virginia Conference on World Trade
29 • Participated in trade shows and marketing missions to the Philippines, Germany, Belgium, the Netherlands and Spain resulting in more than 250 new business contacts • Represented by German consultant at more than 7 German trade shows, resulting in more than 150 new business contacts • German office featured in edition of European CEO magazine, distributed to more than 7,000 chief executives in Germany/Western Europe; also stories were placed in three other European business publications.
In total, the city’s German office generated more than 130 new leads for the office during CY15.
The Department also formally launched/opened the Virginia Beach Olongapo Business Development Office, located on the third floor of the Olongapo, Philippines City Hall. An office manager has been hired (paid for by Olongapo City) and the office outfitted with computer equipment and a resource library. The office is being supervised by VBDED.
More than 30 international companies currently have established active business operations in Virginia Beach, a 33% increase since the city launched its international initiative in 2008. In March 2015 Haulotte North America, based in L’Horme France, relocated its corporate headquarters to Virginia Beach, leasing 85,000 square feet of existing space in Chandler Creek Industrial Park and creating 70 new jobs.
Military and Related Business Strategy (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Connected Community; Diverse Community; Thriving Economy
Activities: • Advisory Committee to meet monthly • MEDAC has established a sub-committee to provide more in depth analysis of the pending DoD budget cuts and their potential impacts on the City of Virginia Beach. • Economic Development Sub-committee created by MEDAC to focus on impacts of DoD and other Federal budget cuts • Partnership with the Commonwealth of Virginia Going Global Defense Initiative • Identification of employment opportunities for exiting military community
Status: MEDAC meets monthly to assist VBDED with military-related initiatives, and conducts several command-level briefings for leadership of DoD commands based in Virginia Beach. Additional briefings included the Virginia Secretary of Veterans Affairs and Homeland Security, Commander US Navy Fleet Forces Command, CEO Navy Exchange Services Command, Virginia Economic Development Partnership Going Global Initiative Program Manager, Commander Joint Expeditionary Base Little Creek-Fort Story. MEDAC members
30 participated in several existing industry retention calls with VBDED staff, providing input as to how companies and the City can assist with diversification of customer markets away from sole dependence on military and/or government contracts.
The MEDAC Economic Development Sub-Committee has established the following priority areas to partner with VBDED in order to help expand employment opportunities for exiting military members and help exiting DoD/Government contractors in transitioning to new market areas:
• Windpower/Alternative Energy • Biotechnology • Cyber Security • Modeling & Simulation • Big Data (i.e., data/information storage & mining) • Key accomplishments include: • Consulting & support for small business connection program with NEXCOM • Support for establishment of local Cyber Security industry cluster
The Department continues to support MEDAC's command visitation program with local military commanding officers, and share information on business activities that support military spouses and exiting military members.
Proactively Implement our Target Markets (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Expand existing industry and new business attraction activities • Develop new target industry marketing materials • Complete biennial review and update of Target Industry Study
Status: Business Development Managers are individually assigned target industry sectors, with primary responsibility for both business attraction and retention activities within each respective sector, which includes: • Corporate Headquarters/Professional Services • Advanced Manufacturing • Bio/Life Sciences • Information Sciences • Maritime/Logistics • Defense • Retail
31 Each of the 52 project announcements for FY 14/15 were in a target industry sector. Current unemployment numbers (for November 2015) show the City’s unemployment rate at 4.6% (lowest in the MSA).
The Virginia Beach Department of Economic Development (VBDED) continued its aggressive marketing efforts this past fiscal year, with key areas of focus: • Existing Industry: More than 700 direct outreach contacts with existing Virginia Beach companies • Business Attraction: 59 official targeted marketing events • Entrepreneurs & Launched weekly entrepreneurial networking program • Brand Development: Expanded mix of personal, print and digital marketing activities while increasing public relations opportunities
Major areas of focus this past year included connecting with small to mid-sized companies, site selection consultants, and SWaM (small, woman and minority owned) companies; launching the new Virginia Beach Bio initiative; increasing the Department’s digital presence; and increasing direct engagement with key private sector stakeholders.
Existing Industry VBDED staff made more than 700 direct contacts with their existing business clients, contributing to 39 announced expansions. Seven expanding Virginia Beach companies reported the creation of more than 100 jobs each.
Additionally, six industry-specific roundtable events were held to provide more focused information exchanges with the business communities. Staff also expanded its use of digital media to better highlight recognitions and activities of the existing Virginia Beach business community, specifically through Twitter and the Department’s website.
Business Attraction VBDED staff participated in 14 international and 45 domestic marketing events, resulting in meetings with more than 800 business decision makers and consultants, introducing and promoting Virginia Beach as a world-class business destination. These and other business attraction activities resulted in 13 new location announcements.
Outreach events included: • Five missions to meet with site selection consultants • Eight marketing missions • Twenty trade shows • Eleven professional conferences • Fifteen special events
Entrepreneurs & Small Business Development The City continued to expand its programming for entrepreneurs, small and SWaM companies. According to Virginia Employment Commission statistics, 33 percent of all new startup activity in the region now occurs in Virginia Beach, and for FY 2014/15, SWaM businesses accounted for 13 of 52 total business announcements.
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VBDED partnered with several local entrepreneurs in receiving a $500,000 grant from the Kaufmann Foundation to establish a 1Million Cups Chapter for entrepreneur networking in Virginia Beach. Economic Development continued its relationship with SCORE (Service Corps of Retired Executives) to provide individual small business counseling to 200 local businesses out of the VBDED office. Additional programming services included funding for the Small Business Development Center of Hampton Roads (SBDCHR), and hosting the Virginia Beach Small Business Workshop Series and Annual SWaM Business Forum.
Brand Development VBDED continued to expand its brand development activities this past year, utilizing a mix of targeted print and digital advertising, public relations and digital media outlets. The most aggressive initiative involved launching a targeted print advertising partnership with Fortune magazine that created 4,500 direct messaging opportunities for a targeted list of national business leaders.
The Department’s digital advertising campaign, built around contextual targeting of targeted industry sectors, performed extremely well, with engagement levels 38% above the industry average and a Call-to-Action rate 323% better than the network average. A new online video targeting millennial-oriented businesses significantly outperformed expectations, with more than 46% of viewers watching the 4 minute video to completion. Nineteen targeted email blasts were distributed to a database of 8,500 contacts, highlighting business announcements, existing business activities, and available commercial real estate properties.
VBDED launched a public relations campaign with targeted European business publications in support of its office in Dusseldorf, Germany. Feature stories were placed in 4 European print publications.
Use of digital media is a critical component of the overall brand development program, as it allows staff to more easily share critical data while also showing Virginia Beach as a city that understands and appreciates how technology can be used. This year, the Department’s digital profiles passed the 2,000 follower mark to become one of the “most followed” economic development agencies in Virginia. The www.yesvirginiabeach.com website was accessed by 32,000 first time visitors. The number of downloads of the YesVirginiaBeach iPad app doubled over the previous year, to nearly 600.
Target industry-specific marketing materials continue to be updated, with expanded information included in the Department’s new Community Profile and website. A review & validation of the Department’s list of Target Industries was completed spring 2015 in preparation of IEDC/AEDO accreditation.
33 Regional Branding (Economic Vitality (EV): Initiative owned by James Ricketts, Douglas L. Smith)
Vision Element(s): Thriving Economy
Status : The Coastal Virginia Tourism Alliance (CVTA) is a group of destination marketing professionals, established in 2012 as a 501c3 non-profit organization, representing one voice for tourism in the region. The organization’s goal is to advance a greater awareness of the tourism and hospitality industry as a major economic generator, promote Coastal Virginia as a destination and conduct research projects to gauge cross-visitation between the member cities. Jim Ricketts, director of the Convention & Visitors Bureau, was an original member of the tourism alliance and served as chairman of the board for a two year period. The tourism alliance membership now has ten cities including the two major airports in Norfolk and Newport News, the Chesapeake Bay Bridge-Tunnel and the Eastern Shore; most recently, Franklin Southampton County joined in October 2015.
The Virginia Beach Convention and Visitors Bureau continue to be an active member of the organization and a strong voice for regional support. The CVTA has been holding strategic planning discussions on ways to enhance its efforts and next steps required to take the organization up to the next level from a regional standpoint. In 2015, the CVTA board authorized a rebranding campaign led by agency of record DIA with a launch date of January 2016. Subsequently, the Virginia Beach Convention and Visitors Bureau is chairing the digital marketing content committee to generate continuous unique and engaging content in hopes that VisitCoastalVirginia.com becomes a referral site for destinations’ web traffic. The Convention and Visitors Bureau is also actively supporting grassroots efforts, like the Coastal Virginia Ale Trail and ViBe Creative District, to encourage regional visitation to the area.
Town Center Expansion (Beyond Core Area) (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Brief City Council liaisons on Columbus Village project • Discussion initiated regarding expanding Town Center Core Area south to Bonney Road. • Discussed Bonney Road and Market Street extension proposal with City Attorney's Office. • Armada Hoffler closes on property east of Town Center. • Discussed with Olympia Development potential development of Bonney Road site.
34 Status: On July 10, 2015, Armada Hoffler closed on the property east of Town Center from Constitution Drive to Beasley Drive which was owned by Klaff Realty Company. A mixed use project is under consideration and will potentially expand the Town Center core area to the east. Currently, Barnes and Noble is the major tenant. Additionally, city staff has been in discussions with developers regarding expanding Town Center southward to Bonney Road.
Town Center Phase VI (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • City Council Closed Session briefing on Town Center Phase VI including Term Sheet. • VBDA Closed Session briefing on Town Center Phase VI. • VBDA closes on Block 9 with Armada Hoffler. • Phase VI Term Sheet approved by City Council. • Public briefing on Term Sheet • Zeiders Theater locates on Block 6 as interim location. • VBDA ratify Phase VI Term Sheet. • Approve development documents. • Start construction • Construction completion
Status: The Virginia Beach Development Authority was originally briefed on Town Center Phase VI (Block 9) in Closed Session on November 18, 2014. On April 2, 2015 the Virginia Beach Development Authority closed on Block 9 with Armada Hoffler. On August 7, 2015 Zeiders Theater established a temporary location on Block 6, and upon completion will relocate to the new facility to be located on Block 9. On November 17, 2015 City Council was briefed on the Phase VI Term Sheet in Closed Session. On November 24, 2015 City Council was given a presentation on the proposed Phase VI project in Open Session. On December 1, 2015 City Council approved the Phase VI Term Sheet. On December 15, 2015 the Virginia Beach Development Authority ratified the Term Sheet. The tax exempt status for the Zieders American Dream Theatre was approved. Final development documents are being prepared. Construction of Phase VI of Town Center should commence by June 2016.
35 Workforce Development (including TCC and other institutions) (Economic Vitality (EV): Initiative owned by Jerry W. Stewart, Cindy A. Curtis)
Vision Element(s): Learning Community; Thriving Economy
Status: The Department continues to work closely with TCC’s Workforce Solutions by making joint visits with existing companies. The Workforce Solutions staff has assisted the Department in the recruitment of new business by offering specific training solutions that new businesses may need. Department staff has worked with ODU and TCC staff to meet any workforce development needs that may be required as a result of the Cyber and Bio initiatives of the Department. The Department has recently been working with the local liaison for the U.S. Department of Veterans Affairs to assist with their new goals of providing career transition assistance for the exiting military and their spouses and/or dependents.
36 Other Council Initiatives
Economic Development: Measures and Reporting (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Status: Monthly business and marketing activity updates are provided to the Virginia Beach Development Authority and City Council Liaisons. The annual marketing plan is presented to the City Manager’s office for review and concurrence. Semi-annual updates on business activities are provided to City Council, to include an annual briefing by the VBDA Chair on the past fiscal year activities and accomplishments; key performance metrics include: • Business Expansions • Business Relocations • Total Investment for dollars & square footage • Number of jobs created and retained • Incentive Fund Activity
The Director provides monthly updates to the City Manager and Deputy City Manager of key Economic Development projects and activities, as well as to review plans for the Department’s upcoming quarter.
The Department is currently working with its advertising agency to create a new reporting format that will more easily keep City Council and constituents updated. Plans are also in place to provide quarterly Economic Development updates to City Council.
London Bridge Commerce Center (APZ) (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Time line presented to Oceana Land Use Conformity Committee – October 30, 2014 • City Council approved rezoning and transfer of property to the Virginia Beach Development Authority – February 3, 2015 • Virginia Beach Development Authority accepts transfer of property from the city- March 17, 2015
• Received appraisal of property in the amount of $4,510,000 – June 11, 2010
37 • Acquired property from Gene Seay for $6 million which eliminated 22 non- conforming uses - August 19, 2011 • Discuss with Navy retention pond and property access issues – June 4, 2012 • Met with VHB to discuss site plan development options – April 05, 2011 • Met with Kimley-Horn to discuss site plan development options- May 29, 2012 • Planning approved rezoning application to conditional I-1. • Demolition of existing structures begins – December 15, 2014
Status: The London Bridge Commerce Center is an 18 acre parcel located at the intersection of Virginia Beach Boulevard and London Bridge Road. The property is impacted by Navy easements and the APZ-1 zoning ordinance. These navy restrictions are not as strict as those found in the Oceana South Industrial Park which makes it an ideal place to have industrial users.
The property was acquired under the APZ-1 Acquisition Program in October 2011 in order to eliminate 22 incompatible business units. The property had three multi-tenanted, office buildings on the 18-acre tract of land. The entire property is located within APZ-1 and is also encumbered by a Navy restrictive easement. The property was recently rezoned from B-2 to I-1 and was transferred to the Virginia Beach Development Authority for management and marketing.
This parcel has the potential to become an industrial park that would help serve businesses that cannot locate in other areas of the London Bridge/Dam Neck corridor because of the Naval Restrictions. Also, it serves as one of the last large parcels available for development of industrial buildings in Virginia Beach.
The London Bridge Commerce Center, with the completion of the demolition of existing buildings, is positioned to be a strategic asset in the APZ-1 program as a result of being a designated business park. Current discussions center on funding the infrastructure improvements such as BMP and roads.
Princess Anne Road/TCC Hotel Project (Cultural & Recreational Opportunities (CRO): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy; Unique Environment
Activities: • Princess Anne Hospitality, LLC selected • REVPAR completed Hotel Feasibility Study • VBDA issues TCC Hotel RFQ with a 12/12/13 due date • Brief City Council in Closed Session on selected Hotel Project developer
38 • Meeting with TCC President and City Manager on status of hotel and hospitality project. • Joint meeting of City Staff, PHR, MEB & TCC to discuss Hospitality curriculum • Meeting between City Manager and TCC President on project status. • Update on the Princess Anne Hospitality, LLC site plan and design • Meeting with Jim Spore to review current hotel site plan and design. • City Manager meeting with TCC President to review hospitality curriculum and preliminary hotel design. • Meeting with Princess Anne Hospitality, LLC to review site plan and discuss development costs. • Met with TCC and Princess Anne Hospitality, LLC to initiate tem sheet discussions. • Meeting with Mayor, Dr. Edna Baehre-Kolovani, and Princess Anne Hospitality, LLC to discuss capital lease requirements by Tidewater Community College. • REVPAR updated study to be complete. • REVPAR presents updated study at VBDA meeting. • Hotel project included in city Legislative package. • Request for state funds to create Center of Excellence. • Project financing/direction is determined not to be viable.
Status: Project financing/direction is determined not to be viable on December 4, 2015. Staff will develop a strategy for a hotel on this side during the first quarter of 2016.
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GOAL 2: CREATE A FINANCIALLY SUSTAINABLE CITY PROVIDING EXCELLENT SERVICES
Goal 2: Create a Financially Sustainable City Providing Excellent Services City Council's Priority Initiatives
City Properties: Inventory, Evaluation and Direction (Economic Vitality (EV): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Thriving Economy
Activities: • Determine parcels for sale • Determine direction
Status: BRAC Properties: The BRAC Disposition Committee reviews, evaluates and directs the sale of property in accordance with the Comprehensive Plan. Public Works Real Estate updates the disposition committee’s recommendation in the SharePoint Data Base. This data base was created just for BRAC and all departments so that they can update and track. The data base allows Economic Development (“ED”) to run a report on all properties assigned to ED for marketing.
As for properties the City acquired through other funding, Real Estate has been proactive in following the Administrative Directive, presenting and preparing RFP for commercial and residential properties to be sold. As for Inventory - Public Works Real Estate depends on GIS/COMIT and/or Real Estate Assessor to provide the Inventory of City property, except for the BRAC properties. The City inventory list consists of 1422 properties (vacant parcels) assessed at a total of $285,237,900 (FY16). The list has been provided by the Real Estate Assessor’s Office. In 2016 Public Works Real Estate will be comparing the Assessor’s city inventory list to the Public Work inventory list to determine if additional properties can be brought forward as excess and consideration for sale.
Disaster Recovery / Organizational Resiliency
(Quality Organization (QO): Initiative owned by Matthew B. Arvay, David L. Hansen)
Vision Element(s): Connected Community; Thriving Economy; Unique Environment
Activities: • Resiliency Scope & Objective Phased Planning • Strategy Analysis
43 • Define Governance Structures • Risk Analysis (In progress.) • Disaster Recovery Framework (In progress.)
Status: Data Center Backup Power Improvements Procurement was completed in 2014. Purchase orders for equipment were submitted in January 2015. An assessment of the Building 2 Data Center was completed in March 2015. Installation of new power equipment began in May 2015. Testing of new power equipment followed each installation. As part of this project, a new generator and redundant (dual) uninterruptible power systems (UPS) were installed. In addition to this configuration, an enterprise power monitoring and alerting solution will be implemented to monitor building power, generator performance, and UPS operation. The New Generator and all electrical components have been installed. Currently ComIT is working on the alerting and monitoring configuration of these systems.
Converged Architecture (VBlock) Another critical element to protect the city’s data is the addition of a state-of-the-art converged architecture system called VBlock. In the past, an assortment of technology systems were deployed on a project-by-project basis, which resulted in duplicate systems by a myriad of vendors resulting in a highly complex architecture that was difficult to maintain. We are now moving to a converged infrastructure system which groups multiple information technology components (servers, networking and storage) into a single, optimized computing package that can handle enormous data in a single standardized, consolidated and integrated system. The result is a system that allows us to focus on one consolidated platform while providing customers with greatly increased speeds and expanded storage capabilities. In addition to providing streamlined technical and business efficiencies, the system is also cloud computing enabled—an important element of the Disaster Recovery Strategic Initiative. Initial installation was completed in October 2015 and server migrations are currently underway. This system will also allow us to leverage offsite storage capabilities to allow quick recovery of data and systems in emergency situations.
Employee Compensation - New Model (Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s): Thriving Economy
Activities: • Salary Compression Adjustments Provided • Review of Alternative Pay Practices
44 Status: The City has implemented two consecutive years of horizontal salary compression adjustments at a combined cost of $4 million. The third and final year of the three-year horizontal salary compression adjustments are slated for implementation July 2016.
Funding/Revenue Plan for FY 2016 (Quality Organization (QO): Initiative owned by Catheryn R. Whitesell, David L. Hansen)
Vision Element(s): Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment
Status:
^The FY 2015-16 Operating Budget and Capital Improvement Program were presented to City Council on March 24, 2015 and were adopted on May 12, 2015. This process reflected extensive community discussion on the proposed Budget and CIP, on line chats and surveys with both employees and citizens, and the implementation of the City's first open data initiative. This initiative allowed citizens to view extensive detail on the budget at the same level used by internal budget analysts. The intent was to improve transparency of the budget data and to help citizens understand the costs associated with programs and capital projects. All comments received were positive.
The Operating Budget and CIP included multi-year financing strategies for the major strategic projects. These included, funding the City's infrastructure requirements for a privately funded arena and funding for the construction of the extension of Light Rail from the existing end of the line station at Newtown Road to Town Center. These two projects are among the largest funding requirements in the City's history and will help define the future of the City. Developing funding plans for these large projects required discussion on modification of existing revenue dedications and projections of the program requirements. The Operating Budget carried a 6 cent real estate tax increase to provided needed funding both these projects as well as for the basic requirements of school and city programs. The City Council at their reconciliation workshop adjusted the proposed compensation plan for employees by increasing the proposed pay raise from 3% to 4%
(including the 1% VRS pay increase).
Healthcare Plan (Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s): Thriving Economy
Activities: • Employee Assistance Program Provider • Finalize Wellness Program Changes
45 Status: The City and Schools' wellness program has a new name - BeWell (Beach Employee Wellness). Additionally, we will be implementing a new wellness platform through Virgin Pulse. This platform will allow us to offer a more meaningful program to help employees reach their health goals and earn rewards along the way. Employees will earn points for all the healthy things they do, such as exercising at a gym or at home. Employees will redeem points for gift cards (Amazon, Target, iTunes, Visa and MasterCard), purchase items from an online store, or receive cash deposits. This new incentive program will kick-off January 4, 2016.
January 1, 2016 marks the beginning of the City/Schools Employee Assistance Program (EAP) with Humana. Under this new EAP provider, every discussion employees have will be with a trained counselor - even the initial phone call. Employees are being encouraged to use EAP for any work-life issues.
Increase City Expenditures paid to Minority Business to 10% of Expenditures (Quality Organization (QO): Initiative owned by Patti Phillips, David L. Hansen)
Vision Element(s): Diverse Community
Status: In an effort to increase minority bid submittals in 2015, the city has taken on several initiatives: • The Minority Business Council (MBC) hosted a second Contractors Roundtable which was held on April 23, 2015 at the Advanced Technology Center on the Virginia Beach campus of Tidewater Community College. This session served as a follow-up to the progress of prime and sub engagement from the 2014 Contractors Roundtable. • Staff developed a plan known as the Minority Procurement Workgroup Plan. Under the ‘Workgroup Plan’ several workshops and trainings have been developed. o Contractors Institute – held twice a year, in the fall and spring, this program provides small businesses with updated City, State and Federal policies and procedures related to the procurement process. o Project Information Sessions – held on a per project basis these sessions provide an up close look into a specific project and the requirements surrounding the project. These sessions are held anywhere from 6 months to a year of the project being solicited by the city. o Staff is continuing study and evaluation of a proposed bonding assistance program for contractors. o Staff has submitted a request for legislation to implement a race neutral program in the City’s 2016 legislative package for the General Assembly.
46 o Councilman Dyer has led the creation of a Small Business Subcommittee from his Process Improvement Task Force to better study the issues of small businesses in the community. A survey is being conducted and results should be available soon. o The City has contracted with Hampton University to assist the City in improving its minority participation program.
For FY 2015, City expenditures to minority vendors were $13.6 million, which represented 4.67% of total city expenditures, which is a $2.0 million increase from FY 2014. Minority firms received 8.6% of goods and services contracts and 1.73% of construction contracts. With the implementation of the Small Business Enhancement Program, which was approved by City Council and implemented in August, 2012, $3.3 million was awarded in FY 2015 to minority businesses.
The 17th Annual Minority Business Council Conference and Expo was held November 5, 2015. In effort to bring awareness to available resources in the City, staff provided a workshop on the City’s SWaM Business Programs. The workshop provided an overview of the various city programs available for small businesses. In addition, the Minority Business Council held a second Contractors Roundtable on April 23, 2015, which prime contractors provided information to subcontractors regarding upcoming projects and how to become a subcontractor with their company.
Contractors Institute began in October 2014 and since then there have been three additional institutes with over 120 participants receiving valuable information regarding City of Virginia Beach procurement policies as well as information regarding the procurement policies of state and government agencies. Participants were provided one- on-one consulting in bid and proposal submittals. Contractors Institute has contributed to over $1.5 million in awards to small businesses who have attended one of the institutes.
City staff has continued with providing Project Information Sessions related to large construction projects. Three sessions have been held and resulted in $1.2 million in awards to minority firms.
In the annual legislative package for the General Assembly, there are several items that address small businesses, which include utilization of ‘micro-small’ businesses, removal of pre-qualification process in the current bond waiver program process and stipends for large construction projects.
With the hiring of the new Purchasing Agent, Mr. Taylor Adams, more procurement initiatives are underway, including a partnership with Hampton University, which is designed to increase minority participation in city contracting opportunities.
47 Maintain AAA Bond Rating (Quality Organization (QO): Initiative owned by Patti Phillips, David L. Hansen)
Vision Element(s): Thriving Economy
Status: The City is rated triple-A by all three rating agencies, Fitch, Moody’s and S&P. The key rating drivers cited by the agencies are: exceptional financial management, moderate debt and rapid amortization, large diverse tax base, comprehensive financial policies, conservative budgeting, and full funding of retirement costs. The number of municipal defaults, as well as increased transparency requirements of GASB has caused the rating agencies to put greater emphasis on pensions, retiree health care, and debt issuance and administration in their rating analyses. In addition, the tax-exempt bond market is coming under increased scrutiny from the IRS and the SEC, the federal agencies charged with monitoring the tax-exempt bond market, placing greater demands on staff to create and to retain records in anticipation of possible IRS audits or SEC investigations. Recent developments in the tax-exempt bond market that affected the City include:
• Due to pressure from the IRS, City Council adopted a Post Issuance Compliance Policy in 2012 that requires staff to monitor the use of bond proceeds throughout the life of the bonds, including instances of private use of tax-exempt facilities, continuing disclosure, and record retention. • In 2013, there was an IRS examination of the City’s Storm Water Revenue Build America Bonds that was ultimately given a No Change Determination, but not until after a lot of bond counsel, consultant, and staff time had been devoted to the issue. • A new SEC initiative in 2014, the Municipalities Continuing Disclosure Cooperation Initiative, provides favorable treatment to issuers that self-report any misstatement, omission, or other failure to comply with continuing disclosure requirements. Staff has reviewed all submissions and believes the City to be in compliance over the years 2004 – 2013. • In order to maintain the triple-A rating into the future, the City must continue to monitor debt affordability, fully fund pension obligations, fully fund retiree health care, and insure financial sustainability and resilience.
In November 2014, the rating agencies were requested to evaluate the impact on the City's bond rating if the City were to implement several projects that are under discussion by City Council: (1) USM proposal to build an arena, (2) Light Rail and (3) various economic development projects.
Two of the agencies did not see a negative impact on the City's General Obligation bonds ratings. However, Fitch did see a possible down grade if all the projects were built and debt incurred. Fitch also believes that the debt for the arena would be treated as the City's overlapping debt. Moody's did not see a downgrade for the City's General Obligation bond rating, but did see a downgrade for its public facility revenue bonds if all the projects were implemented.
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The group of projects in the FY-16 six-year CIP includes $78.5 million for the arena infrastructure and $167.8 million for light rail (but no other key and transformational projects) totaling $246.3 million. The City’s debt policies were not breached in this six-year CIP and there has been no action to lower the City’s ratings at this time.
The City disagreed with Fitch's treatment of USM's arena debt as overlapping debt of the City and submitted comments on the draft revision to their tax-supported rating criteria. Staff raised concerns about the differing treatments of rebated taxes, which Fitch counts as overlapping debt, and the abatement of taxes, which is not allowed in Virginia and which Fitch does not count as overlapping debt. After review, Fitch agreed with the City and agreed it would no longer count USM'c arena debt as overlapping debt of the City.
In anticipation that Council will move forward with at least some of these projects, Council increased the debt per capita debt guideline from $2,800 to $3,000 in the FY-16 Resource Management Plan.
Master Technology Plan Implementation (Quality Organization (QO): Initiative owned by Matthew B. Arvay, David L. Hansen)
Vision Element(s): Connected Community; Diverse Community; Learning Community
Status: Although there are many initiatives in the Master Technology Plan, they can be summarized into four high-level objectives, or foundational pillars. Following are brief overviews of each pillar and updates of the significant in-progress initiatives:
Transforming Service Delivery: Evolving to a fully customer-centric and service- optimized IT organization is a challenging journey that requires fundamental changes in the way Communications and Information Technology (ComIT) is organized and staffed, how we do our work and how we relate to our customers. Ultimately, it involves a commitment to defining and delivering quality technology services and measuring performance to ensure that customer expectations are consistently met.
S-1: Create a Business Relationship Management (BRM) function within ComIT - The Business Relationship Management Program has four employees engaged and contributing to improved IT service delivery. We have completed an initial assessment of the current reality of technology for the Department of Human Services. A preliminary technology strategic plan has been provided to the DHS Leadership Team for review and comment. Our Business Relationship Management (BRM) Team is ready to begin the next round of current reality assessments with Public Safety Agencies (Police, Fire, EMS, ECCS, etc.).
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S-2 Define IT Processes and Services - To support the maturation of all IT processes and services, ComIT has adopted the industry-standard Information Technology Infrastructure Library (ITIL) best practices framework as the basis for developing well-defined IT processes. Starting in July, ComIT began providing training opportunities from a nationally accredited ITIL training firm to ComIT staff. ComIT also established a centrally managed IT process documentation library (knowledgebase) where staff can review IT process workflows and find work instructions for completing process steps. Significant achievement has also been made in the maturation of processes and services in the following areas: Release Management; Incident Management and Problem Management; IT Asset Management; and IT Service Level Management.
S-3 Acquire tools to help enable implementation of IT processes and services- ComIT is working to complete a review of its IT support processes in preparation for a management tool (application or hosted solution) purchase. We have also started development of an IT Services Catalog which will be published for customer review to aid in their request for service and to help them report issues with deployed technology. An IT Service Support Management tool will be acquired after the necessary requirements and research has been done to facilitate a tool selection.
S-5: Develop stronger resource capacity planning and management capabilities (Innotas) - Innotas is a web-based solution that was purchased as the tool to manage resource planning (RPM), application portfolio (APM), work planning, and project portfolio (PPM) for ComIT. The tool was implemented in April 2015 with ComIT operational units planning and reporting actual work. In September, the integration team successfully interfaced Web Help Desk (WHD) service ticket time into the Innotas timesheets that allows management insight into workloads tied to incident management and IT systems.
Building Better Business Solutions: Thinking more strategically in the way business systems and applications are managed means leveraging the solutions we already own on an enterprise level to benefit a greater number of users. It also involves looking at the city’s applications as a portfolio and looking at ways to keep the cost of development and support down, while increasing quality and user satisfaction.
B1: Formalize business analysis – ComIT is in progress with reviewing and refining the business analysis framework. Initial performance metrics have been identified. Financial worksheets have been updated to include more detailed financial measures. Training is underway for our BRM team as it relates to business analysis and the work intake process.
B2: Mature Application Portfolio Management (APM) capabilities – In July 2015, Phase II of the application assessment was completed where over 300 applications were assessed for their business and technical health. As of a result of the survey assessment ComIT produced an Application Portfolio Management (APM) framework and roadmap documents. Those documents have provided an outline and roadmap to continue to mature the APM capability.
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Additional work in this area includes: • A Six Year Release Management Plan: The plan was developed to provide Executive Management a view into the work and cost associated with application upgrades and to ensure customer departments are kept up to date with the most recent application releases. The plan also outlines estimated costs over a six year horizon. • Modernize and Retire Applications with obsolete and End of Life components: This initiative will assist with reducing risk and IT debt and will work in conjunction with the six year release management plan. • Develop APM Process and Procedures: A document was created to outline and identify hand-offs and governance for the application process throughout the organization including key roles and responsibilities. B5: Departmental Analysis and Reporting – ComIT has created a departmental dashboard with human resources and financial data to enable department directors to have easy access to their data for review and decision making. Work was also done with the Fire Department to automate daily reports.
B6: Leverage Existing Application Functionality - ComIT is working with the Department of Human Resources to implement a talent management application called Oracle Taleo Learn. This will replace two out of date learning management systems. Conversion of Oracle Discoverer reports to Microsoft Reporting Engine – in progress, ComIT developed reports will be converted by April 2016 (excluded Finance created reports).
B-9 Design and build interfaces between systems – Accela and GIS Services: The Accela expansion went live incorporating new GIS services to allow for real-time integration between Accela, Accela Citizen Access, and the mapping services. Work is being completed to refine the implementation and further automate the data relationships.
Courts and Public Safety Agencies: Implemented an interface between the Juvenile Detention Center's Juvenile Case Management System (JCS) and the State Department of Juvenile Justice's BADGE System to provide court data and juvenile contact information. This interface has increased the accuracy of the juvenile data in JCS and eliminated the need to enter duplicative information upon intake. Working collaboratively with DJJ, the City of Virginia Beach PD and Juvenile Intake ComIT implemented Video Conferencing for afterhours Juvenile Intake. This provides operational efficiencies for Police, the Courts and juveniles by allowing the intake officers to conduct remote interviews during afterhours. Mobile applications: As part of the rollout of VB Works, interfaces are being introduced to allow citizens to submit service requests via mobile devices and have the requests routed to Hansen and Accela work order management systems.
Strengthening Governance: Going forward, it’s imperative to involve departments and other city leaders more fully in deciding how to direct and manage the limited capital funding available for investments in new or enhanced business solutions. This work also requires that consideration be given to the business benefit, total cost of ownership of all proposed business solutions, and the resources that ComIT has available to support them.
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G-1 Establish an IT Investment Review Board (IRB) - ComIT is in progress with the development of an IT Investment Review Board (IRB). Recommendations for the Board will include membership, terms of service, roles and responsibilities and alignment with overall IT governance processes. ComIT is in review of an initial draft and is working to refine the proposed model and associated processes.
Improving Infrastructure and Operations: Improving the processes and technologies used to store, manage, protect and access the city’s data is fundamental to making information available to customers anytime and anywhere. This also involves looking at ways to increase network bandwidth, reduce cost of operations, and ensure that critical systems are operational and accessible when needed.
I-1 Implement a Next Generation Network (NGN) - The Next Generation Network (NGN) project is underway. Cox Communications has delivered fiber network audits for 6 of 7 (Phase 0 – Phase 6) phases. The audit for the last phase will be completed in January 2016. In December 2015, ComIT will finalize the order in which the physical fiber ring segments (Phase 0) are to be implemented. ComIT intends to award the contract for procurement of optical network equipment to support the Next Generation Network in early 2016. The design and build out for the fiber expansion to the currently identified 74 off-campus sites will be complete in 2017. I-2 Implement an enterprise data storage solution – ComIT replaced legacy data center infrastructure with a VBLOCK converged architecture platform. This next generation data center equipment provides high performance compute, storage and networking. Initial installation was completed in October 2015 and server migrations are currently underway. This system will also allow us to leverage offsite storage capabilities to allow quick recovery of data and systems in emergency situations. Another benefit of the new infrastructure is that it allows faster provisioning of IT solutions to our customers to keep pace with their changing business needs.
I-4 Maintain the integrity and security of corporate information - Multiple activities are underway in ComIT to create, maintain, and enforce IT security policies and procedures for the organization. ComIT is developing a requested reclassification of an existing vacancy to create a Chief Information Security Officer to lead the IT security program. In addition, funding was acquired for FY17 via the CIT/CIP process to conduct a network security penetration test and assessment by an outside agency. The results will be used to create a mitigation strategy and plan to close any gaps identified.
I-6 Develop and implement a Disaster Recovery/Business Continuity (DR/BC) plan - While ComIT works to determine and recommend an IT Disaster Recovery/Business Continuity Plan, work has begun to bring its existing data center to a more resilient state to protect the organizations mission critical and valued IT assets.
I-7 Develop a sustainable funding source for essential technology infrastructure - ComIT has developed spending plans for critical IT infrastructure. Funding for
52 replacement/sustainment has been programmed through FY21 as part of the Budget/CIP process. Additional fund requests will be submitted during the annual budget process.
I-8: Develop, fund and execute a City-wide radio system strategy – As part of the inaugural upgrade and maintenance contract, the public safety radio digital infrastructure (Astro 25) has been upgraded twice in 2015. ComIT is in the process of rolling out nearly 3400 state of the art Motorola Apex radios to Police, Fire, EMS, ECCS and the Sheriff’s Office.
Virginia Beach Comprehensive Waste Management Strategy (Quality Physical Environment (QPE): Initiative owned by John C. Barnes, David L. Hansen)
Vision Element(s): Thriving Economy
Activities: • Present 5 Year Requirements to City Council (Complete) • Complete study of alternatives analysis and nuisance abatement techniques • Briefing on long term future options for SPSA and VB Landfill (CAO/SCS Report) • Implement Waste Management Fee • Transition to an Enterprise Fund • Evaluate variable rate or pay as you throw (PAYT) alternatives • Evaluate Zero Waste Strategies • Third Phase of Route Optimization Implemented • Draft Use and Support Agreements to be presented to SPSA Board • SPSA Board vote to approve U&SA scheduled • SPSA selects Waste Disposal Proposer from RFP • Execute New Use and Support Agreements • SPSA Board decision regarding contracted disposal method vs regional landfill Post 2018 (will not meet date) • SPSA RFP Waste Disposal Submittals Due • Member communities review and provide input until May 2015 • Post 2018 SPSA City Council Brief • Post 2018 SPSA City Council Brief Update
Status: Disposal alternatives have been evaluated, and SPSA is the preferred long term disposal option for Virginia Beach. SPSA has a long record of operational reliability, a more recent record of financial accountability, and will have all debt paid when Use and Support contracts expire in January 2018.
The status of Post 2018 agreements is tracked under a separate activity titled: SPSA: Long Term Solid Waste Management of Southside Localities.
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A Solid Waste Collections fee was initiated January 1, 2012 at $10 per household per month. In July 2013, the fee was increased to $21.31 and Waste Management was transitioned to an Enterprise Fund.
The current recycle rate is 37%. The direct landfill diversion rate is 91%; 74% including ash. 55% of the City’s municipal waste goes to a Waste to Energy facility to create steam and electricity. The ash byproduct of this process is ultimately landfilled. Variable rate alternatives and Zero Waste alternatives have been studied. No overall change in current practice are recommended at this time for either issue, however opportunities will continue to be monitored for best practices and changes in technology.
54 Other Council Initiatives
Blackwater Fire and EMS Station Replacement (Safe Community (SC): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community; Unique Environment
Status: This project is for the replacement of Fire Station 13, which was constructed in 1955. The project also includes working with Parks and Recreation in relocating the existing ball field to the Blackwater Neighborhood Park. Also, the scope of work addresses the need to keep the current Fire and EMS station operational during the construction, after which time it will be demolished. The project will be built using the design-build delivery method. The design-build contract Notice to Proceed was issued to RRMM Design-Build on November 1, 2013. The construction contract Substantial Completion date was achieved September 22, 2015. Project closeout is in progress.
Comprehensive Plan - Transition Area Amendments - Chapter 4 (Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Unique Environment
Status: In February 2014, Planning and Community Development's Comprehensive Planning Division was tasked by the Transition Area ITA Citizens Advisory Committee and Councilmember Barbara Henley to prepare an amendment to Chapter 4 of the City's Comprehensive Plan, "Princess Anne and Transition Area" with specific respect to the Transition Area portion of this chapter. Staff worked with the Committee and community stakeholders to draft an amendment, and public stakeholder and focus group meetings were held in April and May 2014. The draft amendment was presented by the Committee to the Planning Commission for consideration in November 2014, at which time the Planning Commission deferred action on it for an indefinite period of time. Thereafter, City Council "remanded" consideration of the proposed amendment and action by the Planning Commission in December 2014 by February 2015. The Planning Commission reconsidered the proposed amendments at a Special Workshop in January 2015 and recommended approval of the amendments in February 2015. City Council approved the amendments in March 2015. This item was completed with the Council adoption of the amendments.
55 Diversity-Core Strategy (Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s): Diverse Community
Activities: • Core Strategy: Diversity
Status: Hampton Roads Diversity and Inclusion Consortium (HRDIC) held the second annual Eastern Virginia Regional Diversity & Inclusion Conference on October 20, 2015 at the Virginia Beach Resort Hotel and Conference Center. A special Lifetime Achievement Award was presented to our City Manager, Jim Spore, for his work in promoting inclusion and diversity, including working with our Inclusion and Diversity Council (IDC) to hold roundtable discussions with public and private sector organizations on their diversity and inclusion efforts. These regional roundtable discussions directly led to the creation of the Hampton Roads Diversity and Inclusion Consortium. This award has been named the James K. Spore Community Service Award.
Emergency Preparedness and Recovery Plan/Sheltering (Safe Community (SC): Initiative owned by Steven R. Cover, Cindy A. Curtis)
Vision Element(s): Thriving Economy
Activities: • Review potential of evolving Virginia Beach Field House to incorporate this capability
Status:
• Plan to update shelter training for 2016 as we are currently out of compliance with updated ADA requirements. • In 2016 will be re-assessing staffing model to expand general shelter capacity. • Re-evaluating Pet Shelter plan to identify additional funding sources and capacity needs. • If funding is available, we would like to exercise the Field House in 2017 for a large- scale medically friendly shelter, utilizing newly purchased equipment and newly hired staff and volunteers. This exercise would allow us to identify any gaps in staffing numbers and equipment needs as well as garner the time required to set up and be ready/open to serve. The last time an exercise was conducted at the Field House was in 2010 before equipment was purchased. • Salem Middle School exercised a medically friendly set-up in July 2015 to further
56 train additional personnel on procedures and augments the MFS plan. Will continue these exercises annually. • Conducted a commodities exercise (water distribution) in July 2015 to test procedures capacity and refine time-lines. • In January 2016, a workshop will be held to build the training calendar for the year.
Historic Kempsville Area Master Plan Implementation (Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Diverse Community
Activities: • Intersection project completion • Kempes Landing Park and intersection project dedication • Complete landscaping and lighting for new intersection project
Status: The City staff maintained its work with the Citizens Advisory Committee which continues to provide community coordination in the redevelopment process for the Historic Kempsville Area Master Plan area. The Princess Anne, Kempsville - Witchduck Intersection Project roadway was completed in June 2015, and landscaping and lighting is anticipated to be completed by early 2016.
The City and VDOT finalized land transfers for excess right-of-way in the area that will help facilitate a redevelopment project for the northwest quadrant of the intersection of a commercial and retail area that would meet design criteria established in the Master Plan. City Council final approval of the project was obtained in November, 2014, but the project is currently undergoing reevaluation by the developer.
In the southwest quadrant of the intersection, the 525 @ Historic Kempsville project commenced construction in August 2015, now that final approval of a bald eagle nest and tree removal permit from the federal government was obtained and action completed in July 2015.
Formal dedication of the new Kempes Landing Park, located in the southeast quadrant of the intersection, took place on November 30, 2015, along with dedication of the intersection project and dedication of a new public monument symbolizing the Sister City relationship between the City and Olongapo, Philippines. A sculpture recognizing the historical importance of the site to youth baseball was also dedicated in the spring of 2015 in Kempes Landing Park. The City moved forward with acquisition of all but three remaining parcels in the southeast quadrant as it pursues assemblage for redevelopment of the remaining area in the quadrant through a projected Request for Interest (RFI) process in late 2016. In the northeast quadrant of the intersection, the City released a RFI for
57 redevelopment of the area in September 2015. City staff is currently working with one respondent to the RFI to finalize a design proposal by summer 2016.
Increase Employment for Underrepresented Groups (Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s): Diverse Community
Activities:
• Departmental Recruitment Objectives • Recruitment of women, minorities and others • Inclusive Selection System • Targeted Recruitment • Department briefings • Presentation to Department Leadership
Status: In March 2015, the Department of Human Resources produced the City's first Strategic Workforce and Employment Plan, which combines the City's efforts in the areas of EEO and workforce planning. This plan represents a systematic approach used to depict our current workforce, outline the future direction and needs of the organization, and identify gaps along with areas of underutilization. The plan includes information from departments on their accomplishments as well as initiatives in the areas of EEO and workforce planning to help ensure their department and the City is equipped with the personnel needed to continue moving the organization forward. This type of planning is critical in today's environment, where the number of service retirements, and therefore the amount of knowledge leaving the organization, is expected to increase.
Although this is a five-year plan (2015 - 2020), it is also a living document. Human Resources/Employee Relations and Staffing and Compensation Services have initiated meetings with departments to provide information and to engage them in discussions about the department's future plans in the areas of EEO and workforce planning. An update on citywide progress will be provided in 2018.
Human Resources/Employee Relations and Staffing and Compensation Services completed their goal to meet with each department to review their specific EEO data. These meetings were initiated by Human Resources to underscore the need to focus on diversity as well as overall workforce planning.
58 Process Improvement (Quality Organization (QO): Initiative owned by Catheryn R. Whitesell, David L. Hansen)
Vision Element(s): Thriving Economy
Activities: • Direction
Status: The Process Improvement Committee meets monthly and is currently working on several projects. The Small Business Subcommittee has recently completed a survey of small business owners to ascertain what barriers may exist to opening or expanding small businesses within the City and are identifying solutions to overcome those barriers allowing the Virginia Beach economy to be one where small businesses can thrive. This subcommittee which includes representatives from various small and minority owned business or business associations meets monthly.
Along this same line of improving opportunities for development and businesses, Deputy City Manager Doug Smith and Development Services Coordinator Nancy McIntire are continuing to work on improvements in the Development Services Center recommended by the Process Improvement Steering Committee and expect to provide feedback on their efforts in the near future.
Sale of City-Owned Land: Evaluation, Policy Direction and Actions (Economic Vitality (EV): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community; Unique Environment
Activities: • Direction on priority sales - ongoing, start January 2009 • Strategy and timing of sales - continuous since January 2009 • Dispose of excess APZ property - ongoing, start January 2009. • Sale of easements to Navy - on going, start January 2009
Status: Public Works/Real Estate is responsible for the acquisition of all properties for public purposes. In addition, with the assistance of GIS data public property inventory along with the real estate inventory real estate coordinates an interdepartmental team that reviews and recommends disposition. The effort to keep Oceana Naval Air Station here in Virginia Beach, a total of Seven Hundred and Eighty Seven (787) Residential Units was acquired, and Sixty Five (65) Commercial incompatible uses were acquired for the APZ1/Clear Zone. In the ITA/RAA Area the city acquired Fifty Nine (59) properties contain 2,213 acres.
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During this past year Public Works Real Estate has reviewed 54 properties, 11 properties were declared excess and sold at a value of $6,033,634 which included one sale of restrictive easement. Proceeds from BRAC related sales are shared with the Commonwealth and returned to the program for reuse.
SPSA: Long Term Solid Waste Management for Southside Localities (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Solid Waste Management of Southside Hampton Roads study by SCS Engineers was completed in 2008, updated in 2011 and last presented to the Virginia Beach City Council on Oct. 18, 2011. • Briefing on long term future options for SPSA and VB Landfill (CAO/SCAS) report (completed) • Brief City Council (completed) • Present Post 2018 Disposal Options to City Council (completed) • Adopt City Council Resolution regarding membership commitment (completed) • New Use and Support Agreement to be developed and executed • Future disposal method (WTE v Landfill) to be determined
Status: The revised SCS regional analysis of post 2018 waste disposal alternatives was presented to the Virginia Beach City Council on October 18, 2011. CAO’s and technical staff for member communities have collaborated to reach consensus. In an October 16, 2012 presentation to Virginia Beach City Council, staff recommended to pursue membership in SPSA post 2018. Resolutions have been passed by all member communities expressing support for continuation of SPSA. The Post 2018 SPSA Technical Committee identified a number of “issues and opportunities” that need to be addressed.
SPSA has drafted a new Use and Support Agreement and Strategic Operating Plan. The first draft was presented to the SPSA Board on March 25, 2015 and to the member community CAO’s on April 16, 2015. A second draft was routed for comments on September 30, 2015. The third draft was presented to the SPSA Board for questions and comments on December 9, 2015.
SPSA posted an RFP on October 23, 2014, for post 2018 disposal services. Wheelabrator, RePower, and Republic Services submitted proposals on January 15, 2015. A fourth option will also be considered to take all waste to the SPSA Regional Landfill in Suffolk. Negotiations are currently underway with the three responders with a goal to determine
60 the post 2018 disposal method. The schedule to complete negotiations by October 2015 was not met, and a revised schedule has not been set.
Other issues that need to be addressed include resolution of Cell VII CUP discrepancies and negotiation of a “Good Neighbor Agreement” with the City of Suffolk which would likely include an appropriate host fee. These items are critical to securing the regional landfill as the key to long term reliability and price control for SPSA members. Virginia Beach City Council was briefed on these issues June 9, 2015 and again on October 20, 2015.
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GOAL 3: BE A COMPETITIVE, FIRST CLASS RESORT FOR RESIDENTS, BUSINESSES & TOURISTS
Goal 3: Improve Transportation System City Council's Priority Initiatives
Bike Accommodations (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Active Lifestyle; Connected Community
Activities: • Evaluate bike accommodation opportunities. • Inventory existing bike and trail system.
Status: The roadway maintenance plan is evaluated yearly and in accordance with the City Council resolution, each year's resurfacing program is evaluated to enhance on-road biking. For FY15 18 miles of existing roadways were striped to better accommodate more space for bike riders. For FY16, Shore Drive improvements eastbound from Diamond Springs to Greenwell are estimated to start in March 2016. 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 2015 the City's paths and on-road accommodations totaled over 238 miles.
Bikeways and Trails Plan Implementation (Cultural & Recreational Opportunities (CRO): Initiative owned by Wayne T. Wilcox, Cindy A. Curtis)
Vision Element(s): Active Lifestyle; Connected Community
Activities: • Undertake Bikeway and Trail capital projects to implement the Plan
Status: Below is a list of the current and recent projects: • Bayside Middle School, Safe Routes to School: completed January 2015 • Transit corridor shared-use path: preliminary design study was completed in Fall 2015; CIP 2-108 was funded in FY16 • Buckner Blvd shared-use path: under design now; completion of construction is estimated in Fall 2016
65 • Thalia Creek Greenway, Phase 2: construction is estimated in Spring 2016 • Thalia Creek Greenway, Phase 3: selected for Transportation Alternatives grant; design will begin in Spring 2016 • Back Bay Refuge Trail: Alternative Transportation Study completion is estimated in January 2016 • Western Shore Drive: construction is estimated in Spring 2016 • Signed shared roadways: working with Public Works - Traffic Engineering on plans for BIKE ROUTE signs on 60 miles of low-volume, low-speed roadways (multi-year phased project) • Bike friendly efforts recognized at Bronze Level by National Bike Association
Centerville Turnpike Widening (Indian River Road to Kempsville Road) (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: Develop Funding Strategy for Phase II Project Complete Design of Phase II Begin Construction of Phase II Complete Construction Phase II
Status: The Centerville Turnpike - Phase II Project (Indian River Road to Kempsville Road) is currently in the site acquisition phase. Construction is scheduled to begin in 2018. Centerville Turnpike - Phase III (Kempsville Road to Chesapeake City Line) is programed for design start in FY18 but is not funded for construction. It was submitted for funding under the State's HB2 Program. These projects include improvements along Centerville Turnpike and the Indian River Road, Kempsville Road, and Lynnhaven Parkway intersections.
High Speed Rail Advocacy (Economic Vitality (EV): Initiative owned by Brian Solis, Douglas L. Smith)
Vision Element(s): Connected Community
Activities: • Support Norfolk Rail Service Opening • Quarterly High Speed Rail Task Force Meeting • TPO approves Phase 2A report, Scope of 2B
66 • Hampton Roads Passenger Rail Vision Plan - Alternative Analysis Phase 2B Draft Results (Route alternatives, ridership, costs, and implementation plan) • TPO Board authorized extension of study on Peninsula with TEMS - two months of work • Money in new draft SYIP for track improvement to add two trains between Richmond and Norfolk (2017-2019 construction/implementation) • Passenger Rail Task Force meeting to review previous work and future direction • On 11/20/14, HRTPO Board Approved the Hampton Roads High Speed Passenger Rail Vision Plan and will continue to work with VDRPT to pursue funding the Richmond to Hampton Roads Passenger Rail Tier II EIS • Future of Hampton Roads, Inc. Funded Completion of TEMS Study for Hampton Roads High Speed Passenger Rail Vision Plan • Future of Hampton Roads, Inc. Requesting Commonwealth to pursue TEMS Study Recommendations for Higher Speed Rail from Hampton Roads to Washington, D.C.
Status: • On 11/20/14, HRTPO Board Approved the Hampton Roads High Speed Passenger Rail Vision Plan (Route alternatives, ridership, costs, and implementation plan) and will continue to work with VDRPT to pursue funding the Richmond to Hampton Roads Passenger Rail Tier II Environmental Impact Statement • Funding is in place in the State Six Year Improvement Program for track improvement to add two additional passenger trains into Amtrak’s service from Norfolk to Richmond as early as 2017 • Continue to work through the HRTPO Passenger Rail Task Force to advocate for expediting the next phase of study to extend service from Richmond to Hampton Roads • In April 2015 Future of Hampton Roads, Inc. funded the completion of the Hampton Roads to Washington, D.C. High Speed Passenger Rail TEMS Study • In November 2015, Future of Hampton Roads, Inc. is requesting that the Commonwealth pursue TEMS Study Recommendations for Higher Speed Rail from Hampton Roads to Washington, D.C. • Monitor and advocate for proactive DRPT study and/or private proposals to extend high speed rail from Richmond to Hampton Roads at appropriate opportunities
Holland Road - Phase VI (from Dam Neck Road to Nimmo Parkway) (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Construction Start • Complete Construction
67 Status: Construction began on November 24, 2014 and is approximately 10% complete. It is scheduled to be 100% complete in November 2017.
Lesner Bridge (Quality Physical Environment (QPE): Initiative owned by Chris J. Wojtowicz, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Begin Construction • Complete Construction
Status: Project is under construction as of June 2, 2014, and is scheduled to be complete in June 2017. The following are scheduled major work items: • Westbound Bridge Piers and Abutments: August 14, 2014 - Nov 18, 2015 • Westbound Bridge Segment Casting: January 16, 2015 - November 27, 2015 • Westbound Bridge Span Construction: March 30, 2015 - December 7, 2015 • Demolition of existing bridge spans: April 8, 2016 - Sept 8, 2016 • Eastbound Bridge Piers and Abutments: May 10, 2016 - Oct 10, 2016 • Eastbound Bridge Segment Casting: November 27, 2015 - January 17, 2016 • Eastbound Bridge Span Construction: April 25, 2016 - March 30, 2017 • Complete Multi-Use Path on Westbound Bridge and Complete Landscaping: March 30, 2017 - June 14, 2017
Light Rail Perception vs. Reality, Public Information (Quality Physical Environment (QPE): Initiative owned by Julie Hill, David L. Hansen)
Vision Element(s): Connected Community; Thriving Economy
Activities: • Launch new/redesigned website • Develop video depicting light rail line and system • Develop Communication plan
Status :
• ^Developing informational materials (print, electronic and video) that explain the light rail initiative and the vision for the system
68 • Providing partner organizations (CBDA, VBVision, LRN, HRT, HRTPA) with requested data and materials • Launching new website December 2015 • Working with media to support and initiate stories • Supporting project with communication planning and community engagement around relevant project milestones • Developing monthly information briefings for City Council in 2016.
Local Road Funding: Long Term (Quality Physical Environment (QPE): Initiative owned by Robert Matthias, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Work at regional level to prepare road program and funding plan.
Status: The funds expected for the Hampton Roads Transportation Accountability Committee are to be realigned at a much lower rate than expected. A study to determine the extent of tolls needed and for which projects should be completed by mid-summer 2016.
The decision on HB-2 awards is also expected in that timeframe. The Federal Government has finally approved a five year transportation funding plan. However, the revenue sources are mostly one time and not very robust. Virginia will see a 10% ($500M) increase over 5 years. Council will be presented with harsh choices on local road funding during FY2017 budget/CIP process.
Lynnhaven Parkway XI Project (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Complete Construction
Status: Project is under construction approximately 60% complete, scheduled for completion in late 2016.
69 Princess Anne/Kempsville Intersection Improvement Project (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L.
Hansen)
Vision Element(s): Connected Community
Status: Construction was substantially complete on June 10, 2015. Final completion occurred in December 2015. Streetlights and landscaping activities are underway and scheduled to be complete in April 2016.
Regional Transportation Funding (Quality Physical Environment (QPE): Initiative owned by Robert Matthias, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Develop regional package of projects with HRTPO.
Status: Funding is accruing at less than expected rates. A study of potential Tolling is underway. Also a Supplemental Environmental Impact Statement is under way on the "Third Crossing.” This is examining the Patriots and other crossings along with expanding the HRBT. The work will not be completed for two years.
Roadway Maintenance Program (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Active Lifestyle; Connected Community
Activities: • Implement enhanced Roadway Maintenance Program.
Status: Additional funding ($2M each) was provided by City Council to Roadway Reconstruction CIP and Paving Maintenance Program CIP in FY11 by approving a ROW allocation from the water and sewer enterprise fund. The FY15 pavement overlay program completed 160
70 miles of roadway and associated turn lanes and markings. This year's plan continues to be focused on arterials and collector roads.
FY15 Reconstruction Projects: • Centerville Turnpike • Indian River Road & Reon Drive Intersection • Virginia Beach Boulevard & Thalia Road Intersection • The FY16 paving plan includes 170 lane miles and the reconstruction efforts include parts of Northampton Blvd and Shore Drive (in areas tied to the new bike accommodations).
Seaboard Road (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Complete Construction
Status: Construction was substantially complete and the roadway opened in September 2014. LED
Streetlights will be installed in early 2016.
Shore Drive Infrastructure Improvements (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L.
Hansen)
Vision Element(s): Connected Community
Activities: • Shore Drive Phase III: East side of Lesner Bridge to Croix Drive • Shore Drive Phase IV: West Side of Lesner Bridge to Marlin Bay (on hold pending funding) • Shore Drive Phase II: South Oliver to Treasure Island (on hold pending funding)
Status: Shore Drive Phase III is under design. A major initiative to consider the storm water management design for this project in light of the recurring flooding in the Eastern Shore Drive Corridor was completed in September 2014. Design work has re-commenced.
71 Start of construction is scheduled for spring 2018. Shore Drive Phase IV funding has been transferred to Phase III and is not funded for construction in the current CIP program.
Trolleys Re-Introduced for Oceanfront Shuttle Services (Economic Vitality (EV): Initiative owned by Mark E. Shea, Douglas L. Smith)
Vision Element(s): Active Lifestyle; Connected Community
Activities: • Atlantic Avenue Open Air Vintage Trolleys
Status: This project provides for the purchase of 14 vintage open air trolleys over a two-year period to replace the existing hybrid busses that are utilized for the Atlantic Avenue Shuttle service (HRT Route 30). Hampton Roads Transit (HRT) will use a state grant to fund 55% of the trolley cost, with the City providing the local match of 45%. The City's match will be provided by the Tourism Investment Program. This project was requested by the Resort Advisory Commission.
The vintage trolleys were manufactured and delivered from Wisconsin-based Hometown Trolleys and transitioned into service for the Route 30 Oceanfront Shuttle as of May 2015. The full order was complete and delivered in fall 2015.
The primary usage of the vehicles is to provide shuttle services to residents and tourists along the Atlantic Avenue Corridor from Rudee loop to 42nd Street and back. During the off-season, the vehicles will be available for special event use.
Cost to ride: A ticket for one trip will be $2 for adults; $1 for ages 65 and older, 17 and younger and people with disabilities; and free for children under 38 inches tall. HRT GoPass day discounts also will be available.
Virginia Beach Transit Extension (Economic Vitality (EV): Initiative owned by Brian Solis, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Obtain funding for EIS • Proposed as part of Comprehensive Plan and Master Transportation Plan Updates • TOD Overlay - Strategic Growth Area Plans • Restart AA/SDEIS
72 • FTA and HRT sign DEIS as complete and post Notice of Availability to EPA • Complete Draft Environmental Impact Statement (DEIS) and submit to FTA for review • Referendum on Light Rail approved • HRT prepares/submits request to FTA to enter "Project Development" and FEIS/30% Design Work Awarded • Brief City Council on DEIS • Locally Preferred Alternative (LPA) approved by HRTPO Board for inclusion in the Fiscally Constrained Regional Long Rang Transportation Plan (LRTP) • Completion of 30% design of Town Center Light Rail Extension Project • City of Virginia Beach requests addition of fourth alignment - Town Center end of line • Issue Letter of Interest to Construction Industry • City Council Briefing on TOD projections and Light Rail Corridor Shared Use Pathway • DEIS 45-Calendar Day Public Comment Period Ends • City Council Locally Preferred Alternative Decision to extend The Tide to Town Center at Constitution Drive • DEIS published in Federal Register - 45 calendar day public comment period begins • Prequalify Design-Build Teams- Start • RFP Issued to Prequalified Design-Build Teams • Design-Build Bid Opening • City Council consider adjusted Resource Management Plan • Light Rail Extension Project Notice to Proceed on Design Build Contract • Light Rail Extension Project Design Build Contract Complete • Light Rail System Testing Start • The Tide Light Rail Service to Town Center Begins • Light Rail Vehicle Procurement acknowledge ordinance by City Council
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Status: The Transportation District Commission of Hampton Roads (HRT) completed the Draft Environmental impact Statement (DEIS) for the Virginia Beach Transit Extension Study (VBTES); and the DEIS included an evaluation of a no build alternative and eight build alternatives as follows: four alternatives alignments, 1A Town Center, 1B Rosemont, 2 Norfolk Southern Right of Way to Oceanfront, and 3 Hilltop to Oceanfront; and each alternative alignment included two technology alternatives, light rail transit ("LRT") and bus rapid transit ("BRT"). HRT presented the DEIS in a series of four public hearings and formally solicited public comment during the DEIS public comment period between March 20, 2015 and May 5, 2015. On May 12, 2015 the City Council of Virginia Beach adopted Alignment Alternative 1A using light rail transit as its Locally Preferred Alternative to specifically include above-grade crossings of LRT at Witchduck Road and Independence Boulevard and at-grade LRT stations on the east side of Witchduck Road, west side of Kellam Road, and east side of Constitution Drive with the station at Constitution Drive being the terminal station.
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Also on May 12, 2015, City Council adopted the Fiscal Year 2016-2020 Resource Management Plan which included the programming of funding for the Virginia Beach Transit Extension Project at $310.4 million ($155 million to be funded from the state); the Light Rail Corridor Shared Use Pathway at $17.7 million (50% funding sought from grants) and 12 buses to support nearly doubling bus service in Virginia Beach for $3.6 million (68% to be funded from the state).
On May 28, 2015, the Transportation District Commission of Hampton Roads adopted a similarly-worded resolution and on June 18, 2015 the Hampton Roads Transportation Planning Organization approved an ordinance amending the region's 2034 Long Range Transportation Plan (LRTP) acknowledging the Locally Preferred Alternative decision and showing the extension of The Tide light rail system from Newtown in Norfolk to Town Center in Virginia Beach as transit extension project.
On June 17, 2015, the Commonwealth Transportation Board approved the FY 2016-21 Six Year Improvement Program (SYIP) which included funding for the Virginia Beach Light Rail Extension Project.
The key next milestones for the project are as follows: • RFQ Process - Prequalification of Design Build Teams - December 2015 – April 2016 • RFP Issued to Prequalified Design-Build Teams/Proposal Development - November 2016 - February 2017 • Bid Opening - March 2017 • City Council Brief of Proposals Received - April 2017 • City Council Resource Management Plan/FY18 Budget with Updated Costs - May 2017 • City Council Approval of Comprehensive Agreement - June 2017 • Design-Build Contract Implementation Phase - July 2017 – July 2019 • System Testing and Turnover Light Rail Operation to HRT - July 2019 – December 2019 • The Tide Light Rail System service to Virginia Beach Town Center Open to Public - December 2019
Witchduck Road - Phase II (I-264 to Virginia Beach Boulevard) (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Design Complete • Right of Way Acquisition Complete • Construction Start
74 • Complete Construction
Status: Design is 95% complete and acquisition is nearing completion, scheduled to be 100% complete by end of 2016. Construction advertisement is scheduled for March 2016.
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Other Council Initiatives
Greenwich Flyover - I-64/I-264 Improvement Project (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Construct I-64/I-264 Ramp Improvement Project & I-264/Witchduck Road Interchange Improvements • Clearfield and Cleveland Intersection Improvements
Status: The I-64/I-264 Interchange Project which includes the Greenwich Flyover is tentatively projected to be funded entirely with HRTAC funds. VDOT has received final design approval and right of way authorization from FHWA. If funded with HRTAC funds, advertisement for construction is scheduled to occur in spring 2017. As a separate but related initiative, the City has funded and is implementing the Cleveland/Clearfield Intersection Improvement Project in advance of the Greenwich Flyover construction. Phase 1A of the Cleveland/Clearfield Project which includes piping a major canal and constructing parking lots is complete. Phase 1B & 2, which include constructing an additional entrance and parking for VICOM; and realignment of the intersection and a new signal, are under design and scheduled for a construction start of July 2016 and construction completion of April 2017.
Southeastern Parkway and Greenbelt (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Connected Community
Activities: • Continue ROW acquisition of threatened properties (On-Going) • Letter from Chesapeake and Virginia Beach to be sent to Federal Highway Administration on Alternative Analysis • FEIS provided to City Council • Final Environmental Impact Statement (FEIS) published (to be published in Federal Register by end of March 2009) • FHWA rescinds prior concurrence on FEIS
77 • Staff from City and Congressional Delegation attend meeting in D.C. with VDOT and FHWA on how to proceed to have FEIS published. FHWA proposes using mediation firm to engage all stakeholders: VDOT, FHWA, Corps, EPA, Cities of Virginia Beach and Chesapeake
• Letter from FHWA that agencies have agreed to meet in "a facilitated meeting to identify and frame issues...for moving forward". Date to be determined. • Conduct mediation • Meeting with Army Corps of Engineers, EPA and others to review the Equivalent Service Evaluation • VDOT to have consultant do additional study of alternative service variation • Congressional delegation was asked to send a letter to FHWA to move project forward • Congressional office contacting FHWA on need for EQSV • FHWA publishes a notice to stop further environmental work. City developing strategy with VDOT and Congressional Delegation. • Joint Virginia Beach/Chesapeake reconsider action letter sent to FHWA. • Meeting held with FHWA Administrator. • Analyze wetland takes by elevating roadway in those areas. • A contract was signed with ODU/CITS to develop macro and micro models of the City of Virginia Beach. Work will be completed February 1, 2014. • Contract with ODU/CITS to develop SEPG models currently being reviewed and resubmitted for final approval and signature • City Council Brief • Begin Modelling • Complete Modelling
Status: Contract with ODU was executed in May 2014. Modeling work is nearing completion. The 2012 No-Build network has been completed and calibrated. Work has been completed on the 2034 No-Build network. Work has progressed developing origin and destination performance measures. Three Build scenarios have been developed this includes No Toll, Toll SEPG and I-264 and Toll SEPG I-264 and I-64. Two Hurricane evacuation scenarios are also being developed. Work is anticipated to be completed January 2016. City Council Briefing tentatively planned by February 2016.
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GOAL 4: IMPROVE TRANSPORTATION SYSTEM
Goal 4: Revitalize Neighborhoods and
Plan for the Future City Council's Priority Initiatives
2040 Vision to Action Community Coalition (Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
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 January 2014 to educate citizens and monitor and measure alignment of Council’s planning and implementation of the Community Vision. This past year the group invested their time in executing their public outreach and marketing strategy plan that emphasizes the six Vision Elements: Connected Community, Learning Community, Diverse Community, Unique Environment, Active Lifestyle, and Thriving Economy. Members of the Committee presented the Vision to over 200 individuals comprised of the Virginia Beach School Board Superintendent, Development Services Center (DSC) Consultants, Tidewater Community College students and faculty, Chamber of Commerce Board of Directors, Tidewater Community College management and executive staff, a group of Landscape Architecture students from Virginia Tech, and CBDA Executive Board. This fall, Committee leadership transitioned to Peggy Layne, Chair and Joseph Voorhees, Vice Chair. The group will brief Council on their achievements and strategy to move forward on January 12, 2016.
Bayville Creek Neighborhood Dredging SSD (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Analysis Complete • Council Adopts Ordinance • Execution - Notice To Proceed • Obtain Permits • Willingness Complete • Complete Construction • Advertise Contract
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Status: Environmental permits were approved on July 8, 2014. Preparation of construction documents is complete, contract documents were advertised April 19, 2015. Bid were opened May26, 2015, Notice to Proceed issued on August 11. Work began in early September and is progressing. Anticipated completion is February 2016.
Gills Cove Neighborhood Dredging SSD (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Analysis Complete • Willingness Complete • Council Adoption of Ordinance • Execution - First Dredging to Begin • Obtain Permits
Status: The Gills Cove Neighborhood reached the Minimum 80% property owner commitment for requesting the development of an SSD at the end of December, 2013 and Council adopted the district on March 25, 2014. Surveys and permit application preparation are underway; expect permits to be obtained by March 2016.
Harbour Point Neighborhood Dredging SSD (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Analysis Complete • Willingness Complete • Council Adoption of Ordinance • Execution - First Dredging to Begin • Easement Ordinance Adoption • Obtain Permits • Advertise Contract
82 Status: The Harbour Point Neighborhood reached the minimum 80% property owner commitment for requesting the development of an SSD at the end of November, 2013. City Council adopted the district on January 14, 2014. Surveys and permit application preparation are underway. Some issues regarding ownership of the bottomland in Harbour Point still need to be worked out as McLeskey Estate currently owns the rights to the bottom. The permit application will be submitted in advance of finalizing the McLeskey transaction to re-establish the project schedule.
Housing Resource Center (Family and Youth Opportunities (FYO): Initiative owned by Andy M. Friedman, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Council Approves design funding • Council decision on construction funding • Potential facility opening • Complete Design of Housing Resource Center • Begin Construction
Status: • August, 2013: Project funded for design in FY 13-14 budget. • March, 2014, Architect Waller, Todd and Sadler hired for design of facility, including a conceptual plan for the entirety of the city-owned land at Witchduck and Southern • July, 2014: Design charrettes completed. Draft design under review by city leadership • October, 2014: Council briefed on option of adding third story to structure and gives approval to inclusion of this in the upcoming CIP • December 17, 2014: Public open house to review final design concept • February, 2015: Architect underway with construction drawings • May, 2015: Council approves Construction funding in CIP • September, 2015: Council approves rezoning and conditional use permit • July, 2016: Groundbreaking • January, 2018: Facility opening • November, 2015: VB Home Now foundation is incorporated and is organizing to raise $1 million to support the Resource Center and programming within it
83 Old Donation Creek Neighborhood Dredging SSD (Quality Physical Environment (QPE): Initiative owned by Phillip J. Roehrs, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Analysis Completed • SSD Ordinance - Adoption Complete • Execution - Open Bids • Obtain Permits • Advertise Contract • Issue Notice to Proceed
Status: Notice to Proceed issued January 30, 2015. Work on the main Western Branch Lynnhaven River channel is in progress. Work in the Old Donation channel was anticipated to begin in November but has been delayed until January. All work to be completed by April 23, 2016.
Pembroke SGA Zoning (Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Stakeholder review of draft regulations • Public Information Meeting • Planning Commission Public Hearing • City Council Public Hearing
Status: Since the adoption of the Central Business Core District Zoning in the Pembroke SGA, staff continues to test and refine the draft zoning regulations for the remaining five districts of the Pembroke Strategic Growth Area. After further code testing, staff will begin working with stakeholders in January 2016 and intends to bring the five Pembroke SGA codes forward for adoption by June 2016.
84 Sand/Beach Replenishment (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Chesapeake Beach Sand Study approved by Council • Brief City Council on Sand Replenishment SSDs • Sandbridge Beach Replenishment Completed • Recommendations submitted to City Council liaisons • Beaches and Waterways Commission Begins Review of Alternative Funding Strategies
Status: The Resort Beach and Sandbridge Beach were both replenished in 2013. Ocean Park Beach was also replenished in 2013 as a beneficial use of the sandy material removed from the Lynnhaven Inlet federal navigation project. Cape Henry Beach was replenished in the spring of 2014 with sand that had been stockpiled at the Lynnhaven Inlet dredged material management area. 2016 replenishment is planned for Sandbridge, permit updates and federal funding is being pursued.
Shadowlawn Neighborhood Dredging SSD (Quality Physical Environment (QPE): Initiative owned by Phillip J. Roehrs, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Analysis Complete • Willingness Complete • Council Adopts Ordinance • Execution - First Dredging to Begin • Obtain Permits • Advertise Contract • Obtain Necessary Easements
Status: City Council adopted the district on March 12, 1013. Surveys and permit application preparation are underway. Easements are needed from most participants and rights of entry are needed from three property owners to create the circumstances for this to be a governmental activity. These property owners were contacted in November 2014, and it is
85 anticipated that the permit application will be submitted immediately after obtaining their rights of entry. Permits for the project are nearly finalized; construction plan preparation is underway, with an anticipated bid in February 2016.
Storm Water Fee Policy Direction (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Status: Changes of Stormwater fees will be considered during the development of the FY17 budget.
Students on the Swim (SOS) Aquatic Safety Program for 2nd Grade Title 1 Schools (Cultural & Recreational Opportunities (CRO): Initiative owned by Michael J. Kalvort, Cindy A. Curtis)
Vision Element(s): Learning Community
Status: The Students of Swim (S.O.S.) 2nd Grade Students on the Swim program is now in its second year. Ten elementary schools have been scheduled to participate in this two week program from October 2015 – June 2016. Over 1,000 students will be provided the opportunity to learn this lifelong skill as part of their school day curriculum. Classes are held at five community recreation centers across the City. Funding for the instructional cost of the program is dependent on private donations and maintained through the Virginia Beach Parks and Recreation Foundation. To date, over $30,000 has been donated. Cost for this school year’s participation is approximately $20,000. The Virginia Recreation and Parks Society awarded the department with the Best New Program award for S.O.S. at their 2015 annual conference. Also winning awards for Distinguished Volunteer were Councilmember Rosemary Wilson, and Dr. Petra Snowden, supporters of this initiative.
86 Western Branch Lynnhaven River (Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Unique Environment
Activities: • Completed Thalia dredged material transfer station • Contract Advertised • Execution - Open Bids • Notice to Proceed Issued • Dredging Begins • Construction Complete
Status: NTP was issued on January 30, 2015 and work is underway. Construction should be complete by April 23, 2016.
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Other Council Initiatives
Adam Thoroughgood House Visitor Center (Cultural & Recreational Opportunities (CRO): Initiative owned by Cynthia Whitbred- Spanoulis, Douglas L. Smith)
Vision Element(s): Connected Community; Learning Community; Unique Environment
Activities: • Civic League Open House • BZA Parking Variance Approval • State Department of Historic Resources Review of Plans • Execute Design Work Order with A & E Firm (WALLER, TODD & SADLER ARCHITECTS, INC) • Building and Site Design Review • Award Construction Contract • Construction Complete for project
Status: In October 2014, the Department of Public Works combined Phase I and Phase II of the Adam Thoroughgood House project into one project set to begin construction in March 2016. This project will consist of a new HVAC system for the historic house, new interior storm windows and new exterior restrooms. Additionally, a new 2,700 square foot visitor center will provide added exhibit, classroom and storage space.
Comprehensive Plan Review and Update (Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment
Activities: • City Council Public Hearing - Final Plan Adoption • Begin Public Meetings and Public Comment Period on Draft Policy Plan • Planning Commission Meeting - Final Plan Adoption
89 Status: On February 11, 2015, a preliminary report was presented to the Planning Commission documenting all preliminary studies conducted and Phase 1 public and stakeholder input received during the period January 1 – December 31, 2014. The Planning Commission conducted a series of informal work sessions with City staff to review each chapter of the 2009 Comprehensive Plan and provide direction for plan updates as follows: • February 23 (Urban Areas), March 9 (Princess Anne and Transition Area) • March 23 (Housing and Neighborhoods), April 16 (Rural Area) • April 29 (Transportation) • May 20 (Suburban Area) • May 27 (Environmental Stewardship).
A chapter on Economic Vitality was recommended to be added to the plan. Preliminary drafting began in June, including additional Planning Commission and stakeholder input and a new project time line was established in July. The results of the City-wide transportation modeling necessary to update the Master Transportation Plan are anticipated in late August. Beginning in October 2015, staff held work sessions with the Planning Commission to present preliminary draft chapters. A draft plan for public review and comment was presented to the City Council and the Planning Commission in December 2015. Staff immediately began Phase 2 public open houses and a public comment period to receive feedback, which will be incorporated into a final draft plan. The final draft plan will be presented in February with a 30-day public comment period. Public hearings for plan adoption occurring March - April 2016.
Coordinate evaluations of land use conformity issues with the U.S. Navy (Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Thriving Economy
Status: From January - December 2015, the Navy-City Joint Review Process (JRP) Group (formerly Joint Navy-City Staff MOU Group) reviewed four discretionary development applications and discussed one issue of relevance to the City and NAS Oceana. • January 22, 2015 Meeting/Proposed Virginia Beach Area: (AICUZ/APZ: 70 to 75 dB DNL AICUZ). The JRP reviewed the Alternative Compliance Application submitted by USM, for which a February 17 vote by City Council is anticipated. The arena was previously found to meet the requirements of the City's AICUZ Overlay Zoning Ordinance in March of 2014, and this application concerns technical Oceanfront Resort (OR) District Form Based Code issues not covered by the JRP. However, given the magnitude of the project, and the proximity of the structure to the airfield, the Virginia Beach staff expressed a desire to keep the NAS Oceana staff informed of developments throughout the project schedule.
90 • January 22, 2015 Meeting/McQ Builders/ 1046 and 1050 Old Dam Neck Road: (AICUZ/APZ: Greater than 75 dB DNL AICUZ). The JRP reviewed an application for the Conversion and Expansion of a Nonconforming Use, which proposes the redevelopment of 12 residential units. The property lies within the Greater than 75dB DNL, and is zoned AG2. Because the applicant desires to redevelop the property to the same or lesser density (in this case 12 residential units will be demolished and 12 sound attenuated residential units constructed), the proposal is permitted. • January 22, 2015 Meeting/Discussion Regarding Construction Cranes: The Oceana staff presented a brief presentation concerning the consequences of raising construction cranes in the airspace of NAS Oceana and the process for obtaining the required FAA height and obstruction evaluations prior to such activities. Various means of notifying developers and construction firms of the FAA requirement were explored, including the placement of notices on plans being reviewed by DSC, adding an FAA item to permitting checklists, and education and outreach efforts by NAS Oceana staff at Virginia Beach meetings of developers and consultants. • April 26, 2015 Meeting/Virginia Beach Field House/Landstown Centre Way: (AICUZ/APZ – 70 to 75 dB DNL AICUZ). The proposal is for eight outdoor sand volleyball courts near the Virginia Beach Field House. The Virginia Beach AICUZ Overlay Zoning Ordinance provides that outdoor recreational activities are compatible in this sound contour. • April 26, 2015 Meeting/Ashdon Builders/North side of Princess Anne Road east of Holland Road: (AICUZ/APZ – 65 to 70 dB DNL, Sub-Area 2). The proposal was to rezone property from AG1 and AG2 to Conditional R-10 to permit the construction of 17 single-family houses. The proposed residential density for this development is approximately 1.93 units/acre; the residential density of the adjacent development is approximately 2.2 units/acre. The proposal is in accord with the Virginia Beach Comprehensive Plan for development in this area. Based on these facts, the JRP found that the proposal meets the requirements of the AICUZ Overlay Ordinance, specifically pertaining to the criteria for residential development in Sub-Area 2.
Special Service District(s) for Sand Replenishment (Quality Physical Environment (QPE): Initiative owned by Mark Stiles, David L. Hansen)
Vision Element(s): Unique Environment
Status: Currently the only Special Service District (SSD) for sand replenishment that exists is for Sandbridge Beach. Under this program, the storm protection provided to the residential and commercial properties has resulted in a significant increase in their value. This perpetual program to maintain the beach to at least a minimum design level provides a tremendous risk reduction for the owners. Unfortunately, an SSD funding source does not exist for any of our other beaches. The main resort beach and adjacent North End beach
91 received their first replenishment (completion August 1, 2013) since the original federal cost share project was established under the hurricane protection project. The federal funding was obtained through the United States Army Corps of Engineers’ Work Plan for fiscal year 2013. Croatan Beach receives a littoral drift benefit from the south and is stable. Cape Henry Beach was replenished in 2009 with beach-quality sand dredged from the Lynnhaven Inlet federal channel system. That project was expanded to include a truck haul that allowed full coverage for the length of the beach. Ocean Park Beach was similarly replenished in 2013, with the sand derived from the Lynnhaven Inlet federal channel system. The next cycle of Lynnhaven Inlet dredging is planned for 2017, and that material will be deposited on Cape Henry Beach as we continue to alternate replenishments from Lynnhaven Inlet between these two beaches.
Baylake Beach continues to profess their private beach ownership, the beach is relatively stable and there is no sand replenishment project planned that involves public resources. Efforts are underway to confirm public rights on Chesapeake Beach. There is a pending lawsuit to confirm and document public rights in Chesapeake Beach, which currently has a trial date of May 24, 2016. There is a grass-roots effort by the bayfront homeowners to allow the placement of sand on Chesapeake Beach, and these individuals are supporting the lawsuit. A source of sand has been located in the Chesapeake Bay. Title issues and a conclusive determination of public rights must be resolved before this project can proceed.
A need exists to enhance storm protection through the placement of sand along our bay beaches. Only Sandbridge Beach has the certainty provided by an SSD. As such, along with new Congressional legislation to receive contributed funds, the Sandbridge SSD paid the full costs of its latest replenishment which occurred in early 2013. City Council had tasked the Beaches & Waterways Advisory Commission to review alternatives and make recommendations as to how all of the city's beaches could be replenished at periodic intervals through a universal funding strategy. The Commission completed its review and assessment of possible funding options and submitted a resolution to City Council in April 2014.
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GOAL 5: REVITALIZE NEIGHBORHOODS & PLAN FOR THE FUTURE
Goal 5: Be a Competitive, First Class Resort for Residents, Businesses, and Tourists City Council's Priority Initiatives
African-American Cultural Center: City Support (Cultural & Recreational Opportunities (CRO): Initiative owned by Emily Spruill Labows, Douglas L. Smith)
Vision Element(s): Diverse Community; Learning Community
Activities: • Confirm selection of preferred site • Complete Site Design • Non-profit org. to initiate private fundraising effort • Establish non-profit organization • Initiate site concepts and preliminary building design • Informational Briefing for City Council • Continue Public Involvement & Community Conversations • Develop MOU between City and African American Cultural Center, Inc. • Establish Capital Budget & Proform Operational Budget • African American Cultural Center included in Arts Plan 2030 • Public Hearing • MOU approved
Status: January 2015 - December 2015: The African American Cultural Center will be a place where local residents and visitors can learn about the richness and diversity of the African American experience relating to their lives, historically, aesthetically and culturally. It will be a Center that transcends race, and unite the history of many older communities, by sharing stories that shaped some of the fabric of the City of Virginia Beach/Princess Anne County. It will highlight the contributions of African Americans to the region.
Located in the Lake Edwards Park, the conceptual plan is a 25,000 square foot building: meeting rooms and cultural learning classrooms for Visual, Performing and Literary Arts; Multipurpose Hall (banquet/auditorium) with commercial kitchen; exhibits and exhibit spaces; outdoor activity areas and public art; walking trails; parking. City Council received an information briefing in July 2015 and Council approved a Memorandum of Understanding between the City of Virginia Beach and the African American Cultural Center, Inc. in fall 2015.
95 Next steps: Initiate fund raising strategy in and continue public involvement and community conversation. Engage design services to develop preliminary building and site plans in February 2016.
Arena Project (Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Active Lifestyle; Thriving Economy; Unique Environment
Activities: • Resolution directing negotiations with USM. • Infrastructure scope and cost estimate presented to City Council. • Received Arena DRAFT infrastructure cost from Kimley-Horn • Public Briefing • City Council Term Sheet Adoption • VB Council of Civil Organizations briefing by USM and Doug Smith regarding Arena status • City Council consideration of Arena development agreement • Start Arena construction • Complete Arena construction • Briefing of Seatack Civic League • Briefing of Resort Beach Civic League • Funding approved for on-site improvements and off-site traffic improvements • Public Meeting • City Council Public Hearing
Status: On November 20, 2014, the City and USM held a joint media briefing in which a summary of the tentative non-binding term sheet was unveiled.
A public town hall meeting was held on December 3, 2014, at the Virginia Beach Convention Center. Citizens heard the latest updates on the proposed arena and were able to express their opinions to City leaders and officials from USM.
On December 9, 2014, the Virginia Beach City Council unanimously approved a non-binding agreement for an entertainment and sports arena at the Oceanfront. City staff and the developer have worked out a detailed development agreement. Funding for area on-site improvements and off-site traffic improvements was approved May 12, 2015.
A Public Meeting was held November 19, 2015, to receive comment. A Public Hearing was held December 1, 2015, for public comment. City Council approved the arena deal on December 8, 2015. Groundbreaking could occur as early as fall 2016 and the facility could open in fall 2018. The outside opening date is October 2019.
96 Branding: Virginia Beach Naturally (Economic Vitality (EV): Initiative owned by James Ricketts, Cindy A. Curtis)
Vision Element(s): Thriving Economy; Unique Environment
Status: This recently developed segment further brands selected attributes of the Virginia Beach vacation experience to visitors and residents encouraging the notion of “Virginia Beach Naturally.” A portion of the FY 2016 media budget has been designated to unique and creative strategies to reach potential visitors and in a variety of markets by utilizing a mix of online media channels, our physical and online vacation guide, which is distributed and viewed by millions of potential domestic and international visitors, a website splash page and digital banners on iExplore.com. Public relations efforts dovetail with the “Virginia Beach Naturally” brand messaging to further enhance the natural offerings that make Virginia Beach an attractive destination.
Cavalier Hotel Preservation (Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Connected Community; Diverse Community; Thriving Economy; Unique Environment
Activities: • PHR Purchases Cavalier Hotel
Status: City approved the term sheet for a Development Agreement with Cavalier Associates LLC on July 2, 2014. The Development Agreement included Preservation Easements, Economic Development Grants and cost participation for the Development of Cavalier Drive. Cavalier Associates LLC closed on the property on July 22, 2014. The Cavalier Hotel placed on the Virginia Landmarks Register on March 20, 2014 and on the National Register of Historic Places on May 19, 2014. Tourism Development Gap Financing was approved by the Comptroller and Virginia Tourism Corporation on July 11, 2014.
The site plan (including the residential housing) was submitted July 29, 2014. The Erosion and Sediment/Land Disturbing Activity Permit was approved July 31, 2014 and construction began in August 2014. The building permit for the model home was approved December 18, 2014 and is currently nearing completion. Site plans for Village A and B were approved in May 2015 and Village C was approved in June 2015. Construction is proceeding on all phases of the historic hotel and residential neighborhood.
97 City Manager Selection (Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s): Connected Community
Activities: • Deadline for Applications • Interviews Conducted • Appointment Made
Status: City Council selected a consulting firm, Waters/Springsted, to lead the recruitment effort to fill the City Manager position. Several feedback mechanisms were used to solicit information from employees and citizens on what background and characteristics were needed for our next City Manager. City Council members held town hall meetings, the Mayor led several employee meetings, and Virtual Town Hall was available for input. The position has been advertised, and interviews were held in December with the goal of
selecting a new City Manager by December 31, 2015.
Oceanfront Late Night Behavior Strategy (Safe Community (SC): Initiative owned by James A. Cervera, James Spore)
Vision Element(s): Thriving Economy
Status: The Second Precinct implemented an effective plan for College Beach Weekend 2015. Members of the command, led by Deputy Chief Zucaro, attended and presented at a Special Events Summit held in Myrtle Beach, SC where other municipalities participated and presented. The idea around this event was for coastal communities to share their experiences related to policing a resort area. The information learned from this opportunity helped prepare the Department for the 2015 summer season as well as College Beach Weekend. The Second Precinct expanded its student outreach to Petersburg, Richmond, and Elizabeth City, NC, along with the Hampton Roads region to ensure students and administrators are familiar with the resort area, laws, and our policing strategy.
The Second Precinct attended two special events summits, Myrtle Beach (2014) and Los Angeles, CA (2015) to determine how other markets have addressed similar late night behavior issues. Second Precinct has developed PowerPoint presentations focused towards civic leagues and business associations at and near the resort area to educate and encourage participation in designing strategies for oceanfront behavior. The Second Precinct implemented a communication strategy focused on 18-25 years of age individuals
98 including college students. This approach included meetings with area college administrators throughout the greater Hampton Roads area.
The Second Precinct partnered with CVB to develop a PSA aimed at informing and educating visitors in the resort area. The Second Precinct partnered with Multi-Media Services to develop the Virginia Beach Insider which is an informational "one stop shop" compatible with mobile devices that provides regulatory information throughout the resort area.
The Second Precinct has sent letters to all ABC establishments outlining expectations on behavior with emphasis on noise issues, rope lines, and public view pat-downs for weapons. The Second Precinct conducted a briefing to the Hotel/Motel Association and Restaurant Association on planning for the College Beach Weekend 2015. The Second Precinct has worked with the Department of Alcoholic Beverage Control and the Commonwealth's Attorney's Office to address troubled bars to bring civil and criminal action when appropriate, and with the City Attorney's Office and the Commissioner of the Revenue to establish "cover charges" procedure and requirement for financial bonds to be paid prior to holding events requiring a cover charge.
The Second Precinct continues to work with oceanfront businesses, hoteliers, and the community at large to identify problem-solving strategies. In addition, the Second Precinct collaborates with other City departments and Alcoholic Beverage Control to ensure services are delivered and areas of concern are addressed. As an example, prior to the summer season of 2015, the command, under the direction of Chief Cervera, began to meet with local ABC establishments in order to address and discuss late night activities and opportunities for collaboration so undesired behaviors can be quickly mitigated.
The Second Precinct is in the planning phase for College Beach Weekend 2016. Members of the command, led by Deputy Chief Zucaro, attended and presented at a Special Events Summit in Myrtle Beach, SC where other municipalities participated and presented. The idea around this event was for coastal communities to share their experiences related to policing a resort area. In addition, Captain Todd Jones and Lieutenant Harry McBrien attended a Hospitality Symposium in Los Angeles, CA that focused on late night special events, ABC activities, and crowd management in entertainment districts. The information learned from these opportunities will help prepare the Department for the upcoming 2016 summer season as well as College Beach Weekend. The Second Precinct has expanded its student outreach to the military community, Petersburg, Richmond, and Elizabeth City, NC, along with the Hampton Roads region to ensure students and administrators are familiar with the resort area, laws, and our policing strategy.
99 Pacific Avenue Improvements (Economic Vitality (EV): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s): Thriving Economy
Status: This project is a 3-season project with construction limited to the winter months (October 1 to April 30).
Season 1 (October 2014 to April 2015) included a complete reconstruction of the roadway along with new sidewalks, water and sewer lines, storm drainage, gas line and new concrete duct bank and associated infrastructure to provide for relocating the overhead utilities to underground.
Season 2 (October 2015 to April 2016) includes work by the private utility companies pulling cable through the newly constructed duct bank and transferring service delivery from overhead to underground. The work is approximately 60% complete.
Season 3 (October 2016 to April 2017) includes upgrading the span wire traffic signal at 19th St to a mast arm signal, new LED street lights, decorative sidewalks, and other miscellaneous streetscapes. Construction is scheduled to begin on October 1, 2016.
Resort Area Parking Plan (Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, Douglas L.
Smith)
Vision Element(s): Active Lifestyle; Connected Community; Thriving Economy
Activities: • Implement Resort Area Parking Strategy Recommendations • Parking on Unimproved Lots Enforcement
Status: To encourage better utilization of parking facilities and to meet future needs by evaluating current conditions for parking availability and future needs as redevelopment and growth occur. The resort area has increasingly become a year-round destination, providing managed parking spaces are essential for successful economic growth.
The parking branding graphics and signs have been completed and installed in the resort area. Employee parking permitted in city lots. Employee parking fee increase approved and implementation is planned for January 2016.
100 Staff are monitoring and reviewing the parking on unimproved lots for summer 2015 and will develop enforcement recommendation(s) for 2016.
Rudee Walk Phase II and III (Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Active Lifestyle; Connected Community; Unique Environment
Status: Phase II extends the project from 4th Street parking area to the east side of Rudee Inlet Bridge and Phase III extends the project from the east side of the Rudee Inlet Bridge to the Boardwalk. The lighting for the project is being coordinated with LED light replacements for the entire Rudee Loop area and the 2nd and 4th Street Parking lots. The project also includes landscaping and a railing system. Construction is complete and the City hosted a
ribbon cutting celebration on June 6, 2015.
TMDL (Total Maximum Daily Load) Tracking System and City TMDL Incentives (Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Unique Environment
Activities: • Generate first report from TMDL activities tracking system to document progress and incentives implementation • Council adoption of recommended City TMDL incentives package • Brief Council on TMDL activities tracking system
Status: The City's Green Ribbon Committee and the Clean Waters Task Force have been working with City staff to develop an integrated approach for tracking City and community initiatives that have been undertaken, are underway, or are programmed that translate into helping address TMDL requirements. The tracking system will allow for sorting of implementation initiatives by watershed, organization/agency type, and anticipated pollutant removal capability. A team has been created to finalize a schedule for developing the tracking system by April 2016. Initial reports are anticipated by fall 2016.
101 ViBe Creative District Creation (Cultural & Recreational Opportunities (CRO): Initiative owned by Emily Spruill Labows, Douglas L. Smith)
Vision Element(s): Diverse Community; Thriving Economy; Unique Environment
Activities: • Council briefed on ViBe Creative District • Council adoption of ViBe District Ordinance • Committee completed IRS 501c3 application for non-profit status • Work with BCF and ViBe businesses to develop branding, website and supplemental information for District • Logo approved by ViBe Committee • ViBe Non-profit to Develop Loan Program with Private Sector Partners • Completed Economic Baseline Report for District • Held meeting of Key Property Owners in District & Developed Masterlist of Available Properties • Completed Sidewalk Assessment & held charette with ViBe Committee on priorities • Complete Sidewalk Plan and Evaluate Recommendations for CIP Request
• Worked with Parks and Rec to clean up City property on 18th St. and Mediterranean Ave. to use as parklet
• Completed work on culverts into parklet on 18th St. • ViBe Committee to develop design for banners
Status: January 2015-December 2015: ViBe Creative District
A group of artists, restaurants and businesses in and around 18th Street came together in 2014 to organize First Fridays events called First Friday ViBe. Based on the success of these events and the collaborative spirit of the existing creative businesses in the area, there was momentum to expand the effort and formally develop a district to be a vibrant center for the arts and technology and spur new business activities. City Council named the creation of the ViBe Creative District as a top priority for 2015. The ViBe Creative District was formally established by the City Council on April 21, 2015. Since the establishment of the District, there has been a surge of new businesses opening up in the ViBe. The number of creative businesses is now over forty and growing every month!
During the November 2015 First Friday event, the community came together to make the City’s new Creative District more vibrant! Virginia artist Ed Trask worked with the community to paint mural panels for the parklet at 18th St. and Mediterranean Ave., as well as other artists who volunteered their talents to paint additional panels.
102 During the First Friday festivities, the ViBe District businesses presented the “Key to the ViBe” to Mayor Sessoms during a special ceremony. Councilman John Uhrin, Councilman Ben Davenport and numerous City Staff attended to help put their mark on the first of many exciting community art events in the District!
Next steps: ViBe District businesses to continue to organize themselves to lead growth. Finalize Revolving Loan Fund with community partners. Finalize Sidewalk Plan for District/improve connectivity to related businesses. Create branding campaign and install signage/banners. Implement community building events within district.
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Other Council Initiatives
25th Street Parking Garage
(Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, Douglas L. Smith)
Vision Element(s): Active Lifestyle; Thriving Economy
Activities: I-Fly Development Parking Garage Infrastructure Apartment Complex
Status: The I-Fly Development and 25th Street Parking Garage included the development of an indoor sky diving facility (I-Fly); a new 565 space public parking garage; and, a new upscale 147 unit apartment complex. The development is a public private partnership with the City which increases existing public parking and provides much needed entertainment and year round residential housing in the Resort. The first phase of the project, the I-Fly opened to the public in February 2015. The garage property has transferred to the City and opened to the public in July 2015. The apartments are to be completed in spring 2016.
Baseball Complex at Princess Anne Commons (Cultural & Recreational Opportunities (CRO): Initiative owned by Barbara Duke, Cindy A. Curtis)
Vision Element(s): Active Lifestyle
Activities: • Groundbreaking for Construction • Opening Date for Stadium/Field Complex/PAAC Fields • Amend Deal Terms
Status: Staff briefed council in closed session on October 20, 2015 on proposed changes to VBPB proposed lease terms. Revisions included - phasing of tournament ball field construction, changing from artificial turf to grass fields, lower commercial retail development square footage, reduction in new parking provided, and a city contribution of $200,000 for PAAC softball quad expansion due to utility easement restrictions. City Council voted to approve the revised lease terms on November 3, 2015. VBPB has stated they plan to break ground in spring 2016, with the stadium and tournament ball fields ready for play in May 2017.
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Construct the Mid-Atlantic Marine Animal Conservation Center (Cultural & Recreational Opportunities (CRO): Initiative owned by Mark Swingle, Douglas L. Smith)
Vision Element(s): Unique Environment
Activities: • Awarded architectural design contract to Waller, Todd, and Sadler Architects, Inc. • Award construction contract • Complete building(s) construction • Complete transfer of operations and tentative grand opening • Complete A & E design and construction drawings
Status: This 18,000 sqft 'green' 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 upcoming Capital Campaign. The project is funded beginning in FY2015. Year 1 funding was used to hire the design firm of Waller, Todd and Sadler Architects and to develop preliminary site concepts and initiate schematic design. The schedule for FY 2016 includes completion of schematic design, then A&E design development, and finally production of construction drawings by October 2016.
Convention Center Business Development (Economic Vitality (EV): Initiative owned by James Ricketts, Douglas L. Smith)
Vision Element(s): Thriving Economy
Activities: • Convention Center sales plan • Status report to Council
Status : The Meeting and Convention and Sports Marketing efforts for the Convention and Visitors Bureau look to continue to produce solid results in the coming fiscal year. Sports Marketing continues to produce outstanding results for the destination venues and hotel partners. Cultivating productive relationships and taking advantage of excellent facilities, including the Virginia Beach Convention Center, Princess Anne Athletic Complex and Oceanfront Beach locations for alternative sports. Exceeding their goal, achieving nearly 110,000 room nights in FY 15 for current and future years, the Sports Marketing team will continue to produce excellent results.
106 Meetings and Conventions sales and marketing efforts are being pursued within two market segments; Single-Property, or small meetings and Convention Center/City-wide Conventions and Meetings. Convention and Visitors Bureau Sales have been deployed into strategic geographical and industry specific vertical markets for more efficient account coverage. These “right-fit” strategic market segments look to produce incremental meetings business and subsequent room nights for the destination. The Virginia Beach Convention Center remains our major focus due to its ability to attract large-scale, impactful events; however, more priority will be given to meetings and events that can utilize our Meeting and Conference Space with Hotel Partners throughout the Destination. Particular focus will be given to Corporate Meetings, State and Regional Association and North East Based Events in addition to placing events in non-summer months. The sales teams will be engaged in “Destination” selling with our local hotel partners and the City of Virginia Beach will be well represented in the meetings and events industry.
The Convention Center completed nearly 10 years of operations with the close of the fiscal year. Total FY15 attendance reached 583,355 which were just short of a new record. Most guests continue to come from the Hampton Roads area. While total revenue and revenue per event reached an all-time high, estimated room nights attributed to the Center’s 76,000 out of town visitors fell to a new low of 94,000. Still, the Center’s estimated total room pick up since opening is 1.17 million. Many of these room nights are attributed to seriously successful Sports Marketing Programs. The lack of a high quality headquarters hotel impairs our ability to bring larger, impactful association business and professional trade shows to Virginia Beach. Our competitive set continues to expand product and add connected hotel product to their Convention Centers.
The Center successfully negotiated to bring Cirque du Soleil to Virginia Beach for a month long summer run. This high quality entertainment event is part of the reason the Center’s admission tax collections are up 27%. The Virginia Beach Convention Center renewed its LEED Gold Certification July 21, 2015. The Center continues to be a leader in sustainable building operations both locally and nationally. Of the hundreds of convention centers across the nation, the Virginia Beach Convention Center is one of only a dozen centers to achieve this level of LEED certification.
Dome Site Development (Economic Vitality (EV): Initiative owned by Warren D. Harris, Douglas L. Smith)
Vision Element(s): Thriving Economy; Unique Environment
Activities: • VBDA authorized Liaison Committee to move forward • The Peterson Companies in town - tour & meeting with Committee. • VBDA approves one-year extension on exclusive negotiation period with six-month Term Sheet milestone. • The Peterson Companies visit with architectural design team
107 • The Peterson Companies meet with Hotel Motel Association to conduct market assessment • Meeting with The Peterson Companies and City staff to discuss development cost and schedule. • VBDA approved 6-month extension on exclusive negotiation period with Peterson until May 30, 2016. • City Council closed session briefing. • Term Sheet draft briefed. • Development Agreement completed. • Moran & Company initiated residential assessment for the project. • John Uhrin, Linwood Branch and Rob Nicholson met with The Peterson Companies at National Harbor. • Vice Mayor Jones met with The Peterson Companies at National Harbor.
Status: Peterson has been working to develop a proposal for the Dome Properties, but has not yet finalized that proposal. Accordingly, Peterson requested a six-month extension of the exclusive negotiation period to allow them sufficient time to complete necessary economic analysis and further develop their proposal. The Authority is of the opinion that such an extension of time is appropriate and in the best interests of the Authority and the City.
On November 18, 2014, the Authority authorized an extension of the exclusive negotiation period, not to exceed six (6) months, with The Peterson Companies, L.C., to prepare a proposal for development of the Dome Properties for consideration by the Authority. The term of the exclusive negotiation period shall now expire on May 30, 2016.
On June 16, 2015, the Authority authorized an extension of the exclusive negotiation period, not to exceed one year, with The Peterson Companies, L.C., with a six-month Term Sheet milestone. The Term Sheet has been drafted and is scheduled to be presented to the VBDA and City Council in January 2016.
The City completed the demolition and site clearance work on the assembled “Dome” blocks. Work on utility and street upgrades to Pacific Avenue to accommodate the eventual development of the “Dome” site are underway.
Owls Creek Marsh Pavilion Enhancement (Phases I, II, III, IV, & V) (Cultural & Recreational Opportunities (CRO): Initiative owned by Lynn Clements, Douglas L. Smith)
Vision Element(s): Active Lifestyle; Learning Community; Thriving Economy; Unique Environment
Activities: • Award architectural contract to WTS Architects
108 • Capital Campaign started • Capital Campaign completion • Project Construction Completion • Tentative Grand Opening of the New Building December 2019 • Contract Award • Advertise for bids • Project Construction to begin
Status: The project updates twenty-year-old exhibits by focusing on engaging children in exploring nature and inspiring conservation action. The architect has been selected and the project is in the design/development phase. The City and the Aquarium Foundation will partner to fund the project. The Aquarium Foundation's capital campaign began March 1, 2015 and will span 30 months in order to raise $10 million for exhibits. The City funded the design only of the final Phases, IV & V in FY16 that includes a Children’s Discovery Center and a Veterinary Care Center with all phases scheduled to open late in 2019. The FY17 CIP budget requests construction funds for Phases IV & V.
Public Information and Marketing of Resort to Residents (Economic Vitality (EV): Initiative owned by James Ricketts, Douglas L. Smith)
Vision Element(s): Connected Community; Thriving Economy
Activities: • Locals Campaign has been developed in final draft form and is ready for review and implementation • The local’s campaign was presented to and approved by the Resort Advisory Commission. • The Gift of Tourism Web site is live at www.giftoftourism.com
Status: The Virginia Beach Convention and Visitors Bureau continue to help lead the charge in creating greater awareness for the economic impact created by tourism. We are committed to celebrating and protecting the tourism industry, which is one of the largest revenue generators for Virginia Beach. Strategies this fiscal year included partnerships with City of Virginia Beach libraries and recreation centers to distribute key advocacy collateral materials to locals highlighting the importance of tourism, as well as partnerships with ten local restaurants to distribute advocacy collateral as well. A 30 second public service announcement was also produced for local television in conjunction with the Virginia Beach Travel and Tourism Foundation.
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Most importantly, the Virginia Beach Convention and Visitors Bureau purchased the Certified Tourism Ambassador Program, a formal certification program nationally recognized by more than 30 major destinations. The program serves to inspire citizens, local business owners, hospitality and service employees and community volunteers about Virginia Beach’s viability as a travel destination and ensure that every visitor encounter is a positive experience. Developed by Mickey Schaefer & Associates, the Certified Tourism Ambassador Program is being adopted by destination marketing organizations all over the United States and now including Bermuda. More than 30,000 individuals across the country have earned their CTA designation to date. Successful candidates who enroll in the program and complete the training will receive the designation Certified Tourism Ambassador (e.g. Joe Smith, CTA).
The first phase of the Virginia Beach Tourism Ambassador Program began with several focus groups of community citizens at the Virginia Beach Convention Center in November 2015. The Virginia Beach Convention and Visitors Bureau’s purchase of the Certified Tourism Ambassador Program as well as 200 initial 12-month membership enrollments for city employees and 200 membership enrollments for the private sector through the city’s Tourism Growth Investment Program Fund. The cost to enroll will be $25 and participants will be expected to commit to four hours of classroom time and devote several hours of personal time to extracurricular activities. Kickoff of this countywide program will begin in May 2016 as part of National Travel & Tourism Week.
In September, the Convention and Visitors Bureau helped secure Roger Dow, president and CEO of U.S. Travel Association for the keynote speaker during the State of the Tourism Industry luncheon. In October, the Convention and Visitors Bureau co-hosted a free tourism forum for local industry stakeholders to discuss marketing accessibility in partnership with the Mayors Committee for Persons with Disabilities.
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SIGNIFICANT DEPARTMENTAL ACTIVITITES
Significant Departmental Activities Cultural & Recreational Opportunities
Cultural Affairs
ACCESS the ARTS The Sandler Center for the Performing Arts Foundation is now in its sixth year of its innovative program entitled “ACCESS the ARTS”. Originally created to reach at-risk and underserved students in Title 1 schools throughout Hampton Roads, it now continues that mission with increased growth and funding to enhance educational programming at the Sandler Center. In the last year alone, over $53,000 of funding for programs has been used to assist Title 1 schools in the region with the costs associated with attending arts education programming at the Sandler Center.
In 2015, the ACCESS the ARTS program provided funding for 5,337 elementary-aged students (grades K-5) from Title 1 schools and other schools in-need to attend matinee education programs at the Sandler Center. These student matinees were based on beloved children’s classics and educational experiences. During 2015, students from over 33 Hampton Roads schools received funding through the ACCESS the ARTS program.
As the ACCESS the ARTS program has grown, so has its scope. The Sandler Center Foundation’s program also provided funding for camp scholarships, Art Kart Fun at Ynot Wednesdays?, Senior Dance, tickets for the Virginia Symphony’s Peanut Butter & Jam Family Concerts, the Virginia Beach Public Schools’ All City Music Festival, and more. These increased opportunities are provided to span the ages and to offer vital arts experiences for Virginia Beach and Hampton Roads residents.
Art Gallery 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 in the 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. 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. Over the past year, the gallery featured numerous Hampton Roads artists including a 25-Year Retrospective of The Artists Gallery in Virginia Beach and a Juried Show from the Old Dominion University’s Senior Art Graduates. The Art Gallery also provided community outreach by exhibiting a vibrant mural painted by children who attended the Sandler Center’s Kids Arts Palooza event.
The Sandler Center Foundation hosts an artist opening reception for each exhibit. The reception is open to the public and 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 350 people attended the receptions this past year.
113 Arts and Humanities Commission Funded Programs In 2015, the Arts and Humanities Commission funded over 450 performances and programs in the City of Virginia Beach. Commission sponsored programs reached a combined audience attendance of approximately 177,000. For example, funding from the Arts and Humanities Commission sponsored several Virginia Beach Forum speakers at the Sandler Center, like beloved sports personality and author, Dick Vitale, supported Ryan McGinness: Studio Visit and New Waves 2015 at the Virginia Museum of Contemporary Art (MOCA), and Legally Blonde and Peter Pan produced by the Virginia Musical Theatre at the Sandler Center.
Arts organizations receiving Commission grants returned $348,932, approximately 70% of the Commission’s FY15 appropriation of $500,000, in direct revenue through admission taxes and rent to the City.
Arts Plan 2030 In 2015, the Office of Cultural Affairs completed the first ever strategic plan for the arts. Virginia Beach Arts Plan 2030 is the culmination of a year-long process of listening to our community, assessing our cultural strengths and weaknesses, and analyzing forces, trends and models to provide a blueprint for Virginia Beach's cultural development over the next 15 years. Over just six months, hundreds of individuals contributed to the Plan through meetings, interviews, events and surveys through the City's website.
The Plan is more than a guide for city government – it’s a Call to Action for the private sector, residents, civic leaders, and local arts groups to adopt these recommendations to create a more vibrant Virginia Beach through arts and culture. The Plan will serve as a roadmap for arts development for the next 15 years.
Dancing with the Seniors The Sandler Center for the Performing Arts had another successful year in arts education for our senior community. Sponsorship support from the Sandler Center Foundation, Atlantic Shores Retirement Community, and Senior Services of Southeastern Virginia allowed us to bring back the popular “Atlantic Shores’ Dancing with the Seniors”. This year’s program ran for 8 sessions alternating Tuesdays from February through May of 2015 and was offered free of charge to the first seniors aged 60+ who registered. The 45 participants learned Ballroom, Latin, Cultural, Line Dances, and more throughout the nine instructional sessions. The series concluded with a “Senior Prom” on May 21st to allow participants the opportunity to demonstrate their newly developed dancing dexterity to family members and friends.
These classes once again left the senior participants wanting more and we responded with “Atlantic Shores’ Senior Summer Camp”. This series took place Tuesdays from June 2 – August 18, 2015, and hosted 100 dancers. Seniors were able to sign up for a free weekly class of their choice. Each interactive session varied in technique and style and included Zumba Dance Fitness, Yoga, Ballroom, Latin Partner Dance, Line Dances, and BailaFit Dance Fitness. The Sandler Center Foundation’s Educational Programming and Outreach has been designed to include unique opportunities for Hampton Roads seniors to interact and learn about the arts.
114 Establishment of the City’s first Arts District - ViBe Creative District A group of artists, restaurants and businesses in and around 18th Street at the Oceanfront came together in 2014 to organize a First Fridays event. Based on the success of this event, there was momentum to expand that effort and formally develop a creative district in the area. The ViBe Creative District was formally established by the City Council on April 21, 2015. Since the establishment of the District, there has been a surge of new businesses opening up in the ViBe. The number of creative businesses is now over forty and growing every month!
During the November 2015 First Friday event, the community came together to make the City’s new Creative District more vibrant! Virginia artist Ed Trask worked with the community to paint mural panels for the parklet at 18th St. and Mediterranean Ave., as well as other artists who volunteered their talents to paint additional panels.
During the First Friday festivities, the ViBe District businesses presented the “Key to the ViBe” to Mayor Sessoms during a special ceremony. Councilman John Uhrin, Councilman Ben Davenport and numerous City Staff attended to help put their mark on the first of many exciting community art events in the District!
Norwegian Lady In collaboration with the Norwegian Lady Plaza Foundation and the Sister Cities Association of Virginia Beach, the Office of Cultural Affairs worked with Steve Roy Art Restoration to conserve the Norwegian Lady to her original statuary brown patina. Steve Roy and his co-worker removed active green corrosion from years of salt air and sandy winds, cleaned the statue and applied a protective wax to bring back her original beauty.
Originally dedicated to the City in 1962 from Norway, the statue commemorates the wreck of the Norwegian ship, the Dictator, in 1891 off the coast of Virginia Beach. The recently completed restoration work will ensure that our beloved Norwegian Lady will be enjoyed for years to come.
Relying on his skills and training in all phases of metallurgy and welding, Steve Roy has constructed and restored sculptures all over the world for over 37 years. His unsurpassed skill as a patina specialist also can be seen on sculptures at the White House, Hirshhorn Museum and Sculpture Garden at the Smithsonian, National Gallery of Art Sculpture Garden, and Virginia Museum of Fine Arts.
Out of the Box Concert Series The Sandler Center was pleased to announce a new winter series in partnership with WHRO Public Broadcasting. Over 3,070 people made their New Year's resolution to support local artists! Out of the Box featured live music from the Region's best emerging acts presenting original music. The series took place every Thursday from January 15 – March 5, 2015. This celebrated after- work event was collaboration with Paul Shugrue from the popular radio show, Out of the Box, on 89.5 WHRV. Out of the Box was a free event which provided the perfect setting to meet-up with co- workers and friends to enjoy a night of music, drinks, and food from our sponsor, California Pizza Kitchen.
115 Performance Series The Sandler Center has experienced tremendous success in 2015. Since the start of the year, we have hosted over 310 events, attended by over 138,666 patrons and guests. The City’s goal of always keeping the lights on at the Sandler Center has come to fruition with an average of almost 1 event per day taking place at the Sandler Center.
From January to October of 2015, the Sandler Center reached gross ticket sales of $1,176,584 which returned $106,647 back to the City in admissions taxes.
The Great Performance Series featured world renowned artists and performances including: STOMP!, Dancing Pros Live, Kathy Griffin, The Price is Right Live!, Lyle Lovett, Buddy Guy, Boz Scaggs, Bill Engvall, Tommy Emanuel and Tedeschi Trucks Band. The incredible attendance numbers this year demonstrates how residents and visitors of Hampton Roads continue to embrace the Sandler Center.
Our programming stretches far beyond the Great Performance Series, as our ten resident companies presented a wide range of programs that the entire community enjoyed. The arts groups that call the Sandler Center home present a full spectrum of the fine arts. We are honored to have the following arts organizations as Resident Companies: Ballet Virginia International, Symphonicity, Tidewater Winds, Virginia Arts Festival, Virginia Beach Chorale, Virginia Beach Forum, Virginia Beach Public Schools, Virginia Musical Theatre, Virginia Symphony Orchestra, and The Governor’s School for the Arts.
The Sandler Center’s Resident Companies added another astounding 141 events this year. These performances include Virginia Musical Theatre’s The Little Mermaid, Ballet Virginia International’s The Nutcracker, Virginia Beach Forum presented Dick Vitale, and another phenomenal season was presented by the Virginia Symphony Orchestra. These Resident Companies brought an astonishing total attendance of more than 40,680 to the Sandler Center this year.
Museums
Dinosaur Exhibit at the Virginia Aquarium Dinosaurs may have roamed the earth around 215 million years ago (mya) before man (1.8 mya), but Homo sapiens (human species) are still fascinated by them. The Virginia Aquarium & Marine Science Center featured this special changing exhibit from June thru December. Featured in the exhibit are eight dinosaur species that conquered the earth by land, air and sea during the Jurassic (200-140 mya) and the Cretaceous (140-65 mya) periods. During this period, the Virginia Aquarium saw an increase in total attendance of over 12% from the previous year.
Graphic Design USA In-House Design Award The Virginia Aquarium & Marine Science Center was selected as a winner for five designs in the 2015 American In-House Design Awards by Graphic Design USA. The winning entries were for the Sensible Seafood Fest save the date, the Sensible Seafood Fest poster, The Adventure Park at Virginia Aquarium opening invitation, the 2014 Annual Report for the Virginia Aquarium Foundation, and the 2014 Aquarium visitor map.
116 History Museums Increase Attendance by 17% The four Virginia Beach History Museums launched a series of new programs this year. Additionally, popular ongoing programs were revamped to attract additional visitors. Collectively, these changes resulted in an increase in total attendance of 17% over the previous year.
Nurturing Naturalists The Virginia Aquarium & Marine Science Center (VAQ) has developed Nurturing Naturalists: Helping Families Take a Walk on the “Wild Side” with $5,000 provided by the Association of Zoos and Aquariums and The Walt Disney Corporation. The goals of the program are to help parents build confidence in facilitating self-guided family nature experiences and foster a love of nature in children ages 4-12. VAQ educators will facilitate one-hour nature play sessions designed to promote open-ended exploration and social learning among family members. Sessions take place in the Aquarium’s urban forest and along the adjacent creek and have a different focus each month such as water play, nature art, and under the leaf litter.
Parks & Recreation
Bow Creek Community Recreation Center The original building, which was constructed in the 1960’s as a clubhouse for a private country club and golf course, was acquired by the city in 1975. At that time, the Bow Creek Golf Course was opened to the public, and the clubhouse was converted into a recreation center. In 1991, the outdoor pool was enclosed for year-round use, and the facility was expanded to 36,782 square feet to incorporate an indoor gymnasium and locker rooms. The decision to modernize was based on increased recreation center utilization and a 2009 condition assessment study that rated the buildings overall condition as “poor.” The recreation center was torn down in 2012 for a complete overhaul. The new energy efficient building re-opened on March 20, 2015 to a positive outpouring of support from the community, and at 67,743 square feet, was almost 31,000 square feet larger than the previous version. The new center features the following; a double gymnasium; early childhood wing with 3 dedicated rooms and an outdoor playground; a pool with 5 lap lanes, deep diving well, and interactive water amenities for small children; a dedicated group exercise room; weight room; youth game room; and 6 meeting rooms. The pool, weight room, 3 meeting rooms and outdoor observation deck have a beautiful view of the adjacent Bow Creek Family Golf Course. Membership sales and participation at Bow Creek are rivaling those of the Princess Anne and Williams Farm Community Recreation Centers which are historically the top two centers for membership sales. The neighborhood playground was rebuilt, several improvements were made to the stormwater management system on the recreation center and golf course site, and a walking path was constructed along the scenic water views complete with two pedestrian bridges.
Peace Monument at the Miyazaki Garden at Red Wing Park On March 26, 2015, the City of Virginia Beach dedicated a Peace Monument at the Miyazaki Garden at Red Wing Park in commemoration of the 50th Anniversary of USA DNBK Bushin Kan Dojo, established by Dr. Hiroyuki Tesshin Hamada, Professor Emeritus of Old Dominion University and Miyazaki City, Japan, a Sister City of Virginia Beach. The Peace Monument is constructed of a 30,000 lb. boulder extracted out of the deep mountains of Tennessee. This nine foot high monument symbolizes the spiritual serenity of nature and the eternal prayer for world
117 peace, harmony and prosperity as evidence by the Sister City relationship between Miyazaki City, Japan and Virginia Beach.
Sunday Funday Series at Mount Trashmore Park A successful new family focused special event series sponsored by Hampton Roads Pediatric Dentistry and Behl Orthodontics was introduced at Mount Trashmore Park. Held on the last Sunday May through August, the series featured a variety of recreational activities for people of all ages to enjoy at a premiere park. Jumbo yard games included giant sized Checkers, Connect Four, Pick Up Sticks, Bean Bag Tosses, and Tic-Tac-Toe for families to enjoy together. Volleyball, Horseshoes, Cornhole, Relays, Frisbee Toss Contests, Double Dutch, and Face-painting were also provided. A live DJ from Astro Entertainment provided the music and involved the crowd in line dancing, hoola-hooping, and trivia. The event also featured the crowd pleasing Eat the Streets 757 Food Trucks!
Virginia Recreation and Park Society Awards The Virginia Recreation and Park Society (VRPS) consists of parks and recreation professionals throughout the state of Virginia who are leading the way in protecting open space, connecting children to nature, and engaging our communities in strong conservation practices. The City of Virginia Beach Parks and Recreation Department received four (4) of the thirty-five (35) awards at the 61st Annual Virginia Recreation and Park Society (VRPS) Conference in November, 2015. Students on the Swim (S.O.S.) received the Best New Program Award. S.O.S. was formed to target 2nd grade students at Title 1 schools, allowing low income children the ability to access valuable water safety and basic swimming skills experiences during their school day. Councilmember Rosemary Wilson and Dr. Petra Snowden received the Distinguished Volunteer Service Award for their combined efforts in making the S.O.S. program a reality. Virginia Beach Urban Forest Management Plan received the Best New Environmental Sustainability Award. Virginia Beach’s urban forest touches the lives of its citizens every day. It includes every tree in the city on both public and private property. The “urban forest” provides numerous benefits to the city and its residents, including cleaner air and water, cooler temperatures and energy savings. Lake Lawson/Lake Smith Natural Area Restoration received the Best New Renovation/Addition Award. The restoration project was planned and implemented to creatively and sustainably restore this underutilized and little-known environmental gem. The department heard the concerns of the citizens and took careful steps to design and construct a place where families and individuals can gather to fish, play, paddle, recreate, or simply take in the breathtaking scenic views.
YMCA/Tides Swim Club/City Partnership at Princess Anne Commons This creative three-way partnership has provided the community a competition 50-meter pool and new YMCA facility in the Princess Ann Commons Athletic Village. Work on the pool was completed in November 2015.
118 Significant Departmental Activities Economic Vitality
Convention & Visitors Bureau
Thank the Visitor Day with the Coastal Virginia Tourism Alliance On May 8, the Virginia Beach Convention and Visitors Bureau joined the Coastal Virginia Tourism Alliance during the annual “Thank a Visitor Day” at Norfolk International Airport. Members of the region’s Convention and Visitors Bureau’s greeted arriving and departing guests, and thanked them for their contribution to the region’s travel and tourism industry. As a leading revenue generator in Virginia Beach, tourism is a driving force for the city’s economy, creating jobs and generating economic impact. In 2013, visitor spending for Virginia Beach reached a record $1.3 billion. Local travel-supported jobs totaled 12,257 while local and state visitor-related tax revenues were over $108 million.
Virginia Beach CVB Selects BCF as Advertising Agency for another three years. Following a stringent, competitive RFP process that attracted 7 proposals, the Virginia Beach CVB renewed a three-year contract with Virginia Beach-based, full-service marketing and public relations firm BCF. With accounts ranging from Aspen to Alexandria, BCF has held the Virginia Beach account for more than two decades and specializes in the travel and hospitality industry. Six local community stakeholders, ranging from restaurant owners to hoteliers, served on a selection panel.
Economic Development
Business Retention and Attraction A total of 52 expansion and new location projects were announced in the City of Virginia Beach for FY14/15, resulting in the creation of 2,200 new jobs and nearly $60 million in new investment. More than one of every three new jobs recorded were in the high paying technology sector, and more than 90% of announcements occurred within a designated target industry sector. The most recent statistics from the Virginia Employment Commission reflect a November 2015 unemployment rate of 4.6% for the City of Virginia Beach. In FY14/15 $1.6 million in EDIP grants were awarded leveraging $60 million in new investment and creation of more than 2,200 new jobs. Department staff engaged in a combined average of more than 85 existing industry/retention calls each month.
Cyber Security Strategy During CY15 the Department successfully launched the region’s first comprehensive Cyber Security Industry Strategy with two Roundtable events hosted at the VBDED offices. These events brought together leaders from private industry, academia and state/local government to explore how to establish a comprehensive Cyber business cluster in the Virginia Beach region. More than 70 people attended each event, which featured presentations from national Cyber leaders. As a direct result of the Department’s engagement with the local Cyber community, Cyber Protection Resources Coastal Virginia (CPRCV) was launched as the area’s first and only
119 organization to assess and promote cyber security awareness, education, workforce training and lobby for the region. Sponsored by VBDED and other local private businesses, CPRCV operates as a non-profit model for other regions in the Commonwealth. Plans are underway for a third Roundtable event to be held in March 2016, with a larger Cyber Symposium planned for fall 2016.
Enhanced Digital Marketing Program The Economic Development Department continues to set the standard among global economic developers with its integration of digital technologies into its overall marketing program. The Department has been recognized multiple times by the International Economic Development Council (IEDC) for creation and use of electronic books and its iPad application, with gold and silver awards. In addition, the Department’s innovative use of digital/web based advertising was recognized with a gold award by IEDC. This digital campaign targets specific user profiles in select geographic markets worldwide with unique messaging, and experiences engagement levels 38% greater than the industry average, with a call-to-action rate 323% above the industry average. These programs are being continued and enhanced for FY15/16.
Trans-Atlantic Fiber Optic Network (SIA) The City is currently working with private sector trans-atlantic fiber optic companies. The opportunity exists for Virginia Beach to be a strategic landing location for the next generation of fiber optic technology. Currently, most of this traffic is going to New York/New Jersey or to Florida. Our mid-atlantic location serves as an ideal opportunity for this industry and for Virginia Beach to host data centers associated with this project. Meetings are ongoing with representatives from the City, the Navy, and Camp Pendleton to determine the appropriate landing location. The goal will be to determine the agreed upon route in 1st quarter 2016.
Museums
TripAdvisor Award of Excellence The Virginia Aquarium & Marine Science Center was recently awarded The Certificate of Excellence by TripAdvisor. This award is given annually to businesses that consistently receive top ratings over the past year through TripAdvisor.com. When selecting Certificate of Excellence winners, TripAdvisor uses a proprietary algorithm that takes into account the quality, quantity and recency of reviews and opinions submitted by travelers on TripAdvisor over a 12-month period as well as business’s tenure and ranking on the Popularity Index on the site. To qualify, a business must maintain an overall TripAdvisor bubble rating of at least four out of five, have a minimum number of reviews and must have been listed on TripAdvisor for at least 12 months.
Strategic Growth Area
Virginia Beach Biannual Overnight Profile In support of Virginia Beach’s tourism market, a biannual Overnight Profile was derived. Continental Research surveyed hotel users and Resort attendees and compiled the results. The
120 Strategic Growth Areas Department analyzed the data and the Convention and Visitors Bureau published the findings in April 2015. The analysis was comprised of each seasonal segment and a comprehensive annual report. The analysis rendered additional analytical insight for enabling quality private sector and Resort Advisory Committee strategic tourism decisions. In 2014, the average total party spending for lodging, food and beverage, entertainment, and other spending increased 8% from $1,707 to $1,847. The analysis also indicated tourism quality revealing 92.0% of visitors were “quite” or “extremely” likely to return to the Resort in a subsequent year. The analysis survey work was funded through the Tourism Investment Program.
By deriving the analysis, retail, hotelier, entertainment venues, the meal industry, and the public sector are better informed and empowered to make decisions in terms of returns on their investments. The dollar value of $35,000 represents the comparative costs of procuring consulting services for the same specialized analysis.
121
Significant Departmental Activities Family & Youth Opportunities
Housing & Neighborhood Preservation
Baker Woods In June 2015, construction was completed on Baker Woods Apartments in Virginia Beach. Baker Woods, a Lawson Companies development, provides 96 units of affordable family housing. All units will be rented to families with incomes below 60 percent of area median income. Eight units at Baker Woods are designated for disabled families; these units are supported by vouchers that make them affordable to very low-income families. Housing and Neighborhood Preservation’s Housing Choice Voucher program provided the vouchers through a competitive process. In addition to providing affordability for these eight units, the vouchers helped the developer obtain the financing to build the entire project. Eleven million dollars of non-city funds were invested in the project. Over the required 15 years of affordability, 1,440 years of housing affordability will be provided to Virginia Beach families, including 120 years of very affordable housing for households with disabled members.
Crescent Square In December 2015, construction was completed on Crescent Square Apartments in Virginia Beach. When fully occupied, it will house 80 individuals from Virginia Beach and Norfolk. Forty-two formerly homeless single adults will have permanent supportive housing. Thirty-eight additional efficiency apartments will be rented at affordable rents to any single adult. Housing and Neighborhood Preservation contributed $876,000 in federal HOME funds toward the total development cost of $10.4 million. The department is also providing ongoing rental subsidies using federal funds for 32 residents. The project would not have been possible without Virginia Beach’s provision of vouchers and funding.
Ending Veteran Homelessness Virginia Beach and other South Hampton Roads localities successfully achieved the state and Federal goal of functionally ending veteran homelessness by the end of 2015. By Veterans Day, nearly 330 homeless veterans in South Hampton Roads were either housed or on their way to housing. In Virginia Beach alone, 157 homeless veterans now have or will soon have a place to call home. The United States Interagency Council on Homelessness, Department of Housing and Urban Development and the Department of Veterans Affairs (VA) provided specific criteria and benchmarks communities had to meet in order to achieve the goal under the initiative. These included identifying all veterans experiencing homelessness through coordinated outreach and quickly providing shelter or permanent housing to those wanting assistance. Improvements to the system of services were made in order to prioritize homeless veterans for housing programs and house them within 90 days or less. Veterans Affairs Supportive Housing (VASH) vouchers and the department’s prioritization of funding (Tenant Based Rental Assistance and Project Based Vouchers) were important parts of achieving the goal. In addition, the City of Virginia Beach collaborated with the City of Norfolk to apply for a Virginia Homeless Solutions Program (VHSP)
123 grant. The City of Virginia Beach was awarded $35,000 to fund supportive services to help veterans find housing and other resources.
Homeless Outreach Program The pilot outreach program implemented in 2014 to address and support homeless individuals in moving out of homelessness was continued and made permanent in Housing and Neighborhood Preservation’s budget for FY 2015-16. Contractual outreach peer specialists, all formerly homeless individuals, were hired to effectively engage homeless individuals primarily at the Oceanfront and encourage the use of community support services. The program is collaboration between Housing, Police, Human Services’ Projects for Assistance in Transition from Homelessness (PATH) Program, and multiple other providers of services to provide quicker access to resources, facilitate the delivery of coordinated services to homeless persons and create a sustainable pathway for individuals to move into housing.
Point-in-Time Count of Homeless On Jan. 29, Housing and Neighborhood Preservation, with help from the Police Department, members of the BEACH Community Partnership and many volunteers conducted the annual Point- in-Time Count of people who are experiencing homelessness. This year a total of 423 persons were counted as homeless. The U.S. Department of Housing and Urban Development requires that the city conduct the Point-in-Time Count to continue receiving federal funds through the Continuum of Care (CoC). Each year, more than $1.3 million is granted through the CoC to Virginia Beach agencies that provide emergency housing and services to the homeless. The data collected from the count also enables the city to assess the size and characteristics of the homeless population, which helps us to develop and enhance strategies for preventing and ending homelessness. This year more than 50 citizen volunteers, nonprofit service providers and city staff volunteered to canvass each of the city’s four police precincts and survey people who were homeless.
Rental Housing Assistance Housing and Neighborhood Preservation provided more than $18 million in rental housing assistance through the Housing Choice Voucher Program, Veterans Affairs Supportive Housing Program, Tenant Based Rental Assistance and Rental Security Deposit Program. Through these programs, more than 2,200 households are able to obtain affordable and decent rental housing throughout the city and neighboring jurisdictions. This year, the department was awarded an additional 17 Veterans Affairs Supportive Housing vouchers, which brought the total number of veterans who receive housing assistance from this program to 131.
124 Significant Departmental Activities Quality Education & Lifelong Learning
Cultural Affairs
Education Takes Center Stage With the ultimate goal of “every child, every grade, every year,” the Sandler Center presented education outreach opportunities, workshops and master classes geared towards school-aged children in grades K–12. The arts play a vital role in education and the Sandler Center is proud to bring engaging, meaningful arts experiences to young people in our communities. During 2015, the Sandler Center has thus far reached 6,962 students from Virginia Beach Public Schools and other schools throughout Hampton Roads with our matinee performances.
During three days in January, 219 students experienced From Tidewater to the Northern Lights, a unique and interactive performance that took place in the Miller Studio Theatre. It was a creative experience with Alaska’s Fiddling Poet that took the students on a journey incorporating music, geography, poetry, and writing. On January 21, 2015, the Sandler Center’s second student matinee of the year, Sid the Science Kid Live: Let’s Play! took 1,827 elementary school students on an adventure full of excitement as they explored their five senses through fun games and experiments. On March 11, 2015, the third matinee of the season, Dog Love Books, brought in 1,842 students to experience a light-hearted and fun play about a dog that loves books so much that he opens up his very own bookstore. On March 30, 2015, the Sandler Center Foundation presented a daytime performance by The African Children’s Choir for 1,435 students. This program was offered at no cost to students, teachers, and home-schoolers.
The Sandler Center also reached students through education outreach, meet and greets, and master classes throughout the year. On March 19th a select group of 10 students from Landstown High School had the unique opportunity to participate in a master class with the Washington Saxophone Quartet. In total, the 2015 Sandler Center educational and outreach programs reached over 8,000 people.
The Sandler Center’s Education Department worked closely with the public schools’ arts administrators on scheduling and programming to ensure that these programs complement the districts’ curriculum and align with the Virginia Standards of learning (SOL’s).
The education programs at the Sandler Center for the Performing Arts are discounted to allow for maximum school participation. However, these programs generated over $56,000 in ticket revenue for the Sandler Center to date this year.
125 Libraries
Books on the Beach In June 2015, Virginia Beach Public Library (VBPL) launched a new service, “Books on the Beach,” in which staff bicycled to the boardwalk from the Oceanfront Area Library branch and provided free books to beachgoers. Residents and visitors experienced VBPL in a non-traditional setting and received books to read for pleasure while at the beach. VBPL staff rode bikes to the boardwalk four days per week, two hours per day, giving more than 3,000 gently used books to beachgoers. Staff spoke to more than 2,300 people, promoting library card applications and library programs and services for residents and visitors, including free WiFi and Internet cards.
PreSchool Science Virginia Beach Public Library (VBPL) expanded its emphasis on STEAM (science, technology, engineering, art and math) with a system-wide Preschool Science program during 2015. The expansion included staff training from Sarah Waldrop of the Science Museum of Virginia to highlight new ways to present STEAM programming with hands-on activities. VBPL received a $1,000 grant from the Virginia Beach Rotary Club, which helped library staff creates nine science programming kits used to teach these important concepts to Virginia Beach’s preschoolers. The initial pilot of four classes at one location has been expanded to about 13 weekly classes across the city; this additional capacity for the program from serving about 48 children to about 160 children, a 233% increase.
Pungo Comicon Virginia Beach Public Library (VBPL) partnered with Tidewater Comicon to bring a comic book- themed convention to Virginia Beach’s rural southeastern corner in Pungo. “Pungo Comicon” was a highlight of “Year of the Comic Book,” a year of programming partnerships between Tidewater Comicon and VBPL. Held at the library’s Pungo Blackwater branch, Pungo Comicon highlighted VBPL’s Summer Reading Challenge and featured comic book and superhero-themed games, crafts, a costume contest, local vendors, local artists and superhero storytimes. VBPL staff snapped photos of attendees using its green screen equipment and superimposed them on a selection of themed backgrounds. VBPL also partnered with staff at Creeds Elementary School to ensure smooth operations for their shared space. The event brought in 650 people including families with children, teens and adults.
Smart Investing Virginia Beach Public Library received a $66,100 grant to expand financial literacy programming and services for Virginia Beach residents. On Feb. 2, 2015, the Financial Industry Regulatory Authority (FINRA) Investor Education Foundation and the American Library Association (ALA) named VBPL as one of 21 libraries in the country to receive funding as part of its “Smart investing@your library®” initiative. The goal is to connect communities to high-quality, unbiased financial education and information resources via their public libraries.
VBPL’s grant will fund a campaign entitled, “Live Simply,” to tap into the consumer trend toward minimalism. The goal of the project is to help Beach residents become more conscious of their financial decisions through engaging activities dealing with budgeting, saving and investing. VBPL
126 will integrate personal finance topics into existing library programs that have devoted followings. The library will also establish a series of “life event” workshops and courses on retirement planning, financing higher education, preparing financially for a new child and managing changes to marital status. The library will partner with city departments and local organizations to implement the programs through December 2016.
The grant was received on behalf of VBPL by the Virginia Beach Library Foundation, a 501c3 certified public charity whose mission is to secure, manage and invest privately raised funds, gifts and bequests in support of Virginia Beach Public Library.
Strategic Plan Virginia Beach Public Library (VBPL) gathered and analyzed information with the help of strategic planning consultant CIVICTechnologies to create a new, five-year strategic plan. The plan went into effect on October 1, 2015.
CIVICTechnologies combined neighborhood-based national market segmentation data, Census data and current year estimate of population data with VBPL’s checkout data (without identifying individual customer information). The data helped VBPL pinpoint prospective customers, create detailed neighborhood profiles and locate people who need services. In addition to quantitative data, VPBL held focus groups with customers and non-customers and posed questions using the City’s Virtual Town Hall to ask residents what they want and need from their libraries. The new plan provides VBPL with data-driven, customer-focused strategies to best meet the needs of the Virginia Beach community.
Summer Success During summer 2015, Virginia Beach Public Library (VBPL) served 1,644 students at 10 Title I schools. The students participated in programs and activities provided by VBPL staff as part of the Summer Reading Challenge. A $3,000 grant from Dollar General helped purchase books for the students to keep. Year 3 of this partnership between VBPL and Virginia Beach City Public Schools’ Title I office supported participants with literacy skill maintenance and development over the summer break through continued reading, literacy and STEAM programming, incentives and free books. The educational outcomes for the program use Developmental Reading Assessment (DRA) scores to assess whether or not participating students experienced Summer Slide, or loss of reading skills, over the summer break. These tests are administered by Virginia Beach City Public Schools each fall, and VBPL will have data to evaluate literacy skill outcomes in early 2016. However, Year 2 results demonstrate that 69% of participants did not experience backslides.
Teen Lock-Ins In 2015, VBPL offered two “lock-ins,” after-hour programs for teens in grades 6 through 12, which drew combined attendance of 460. The events were funded by the Friends of VBPL. In January, Virginia Beach Public Library hosted a successful after-hours event, “Teen Lock-in: Comic Book Edition,” that attracted 177 teens from across Virginia Beach and beyond. Held Friday, January 30, from 6 to 10 p.m. at Central Library, the event included a costume contest, green screen photo booth, pop-art makeup, hairstyling, crafting, gaming and more. Teens also checked out lots of books. The event resulted in a front page story in the Beacon.
127 In July 2015, VBPL expanded on the successful elements of the first teen lock in and brought in an amazing 283 teens. Before the doors opened for the after-hours event, a line formed outside the library and wrapped around the building and into the parking lot. The event was hosted by VBPL’s Teen and Youth and Family Services teams and held at Central Library. Teens played video games, sang karaoke, went on scavenger hunts and participated in author chats via Google Hangout. Local blacksmiths were also on hand, demonstrating the trade.
Museums
Virginia Aquarium’s New Partnership with National Geographic Since 1888, National Geographic has been creating awareness for our environment and promoting environmental and historical conservation around the globe—all the while, inspiring the humanity in each and every one of us. This year, the Virginia Aquarium proudly announced a partnership with this premier organization to brand the new digital giant screen 3D theater as a National Geographic 3D Theater. With the National Geographic Brand, the Virginia Aquarium gains exclusive access to award-winning films in 2D and 3D digital formats, along with access to many National Geographic resources. The theater enjoys the distinction of only 12 National Geographic Theaters in the country. To complement the selection of National Geographic as a strategic partner, the Aquarium embarked on a dramatic renovation of the theater in early September of 2014. The renovation included a replacement of the large format film of the past with the state of the art digital technology that offers flexibility as an open platform for showcasing a wide variety of digital media. Additionally, the former silver screen was replaced with a white screen to accommodate a projected image of 78 ft. wide by 43 ft. tall; the largest screen in the Commonwealth of Virginia. The carpets, seating, and stair trends were completely replaced, and an advanced digital sound system capable of servicing a 2,000 seat arena replaced the old sound system
Parks & Recreation
Tree City USA Award (35th Consecutive) and Tree City USA Growth Award (2nd Year) The Virginia Department of Forestry presented Virginia Beach with its 35th consecutive “Tree City USA” award at the Arbor Day celebration on April 24, 2015. In order to qualify for the award, Parks and Recreation demonstrated and documented commitment to an effective urban forest management program throughout the previous year. Requirements included: a designated tree board or commission, a tree care ordinance, an urban forestry program with an annual budget of at least $2 per capita, and an Arbor Day observance and proclamation. The award recognized the importance of trees to our community and the commitment made to sustain its quality physical environment. For the second consecutive year, Parks and Recreation also received a special Tree City USA Growth Award for developing and implementing the Urban Forest Management Plan as a component of the CVB Comprehensive Plan.
2015 International Society of Arboriculture Gold Leaf Award The International Society of Arboriculture, Mid-Atlantic Chapter, presented Virginia Beach with the Gold Leaf Award at its annual meeting on October 6, 2015. The Gold Leaf Award recognizes outstanding landscape beautification programs created by individuals, organizations or
128 municipalities in the Mid-Atlantic region. Parks and Recreation developed and implemented the Urban Forest Management Plan, which was adopted by the City of Virginia Beach in 2014 as a component of the city’s Comprehensive Plan. According to the nomination, the multi-faceted plan was selected for this honor based on policy guidance, goals and objectives which were designed to protect and enhance Virginia Beach’s urban forest.
Award of Merit for Francis Land House In the spring of 2015, the Council of Garden Clubs of Virginia Beach and the Virginia Beach Beautification Commission presented the Landscape Maintenance Division with an award of merit for providing outstanding and consistent landscape maintenance at the Francis Land House. The team members established consistent landscape practices that created efficiencies in the completion and thoroughness of their maintenance routine which allowed them to provide timely response to service requests and effective customer service delivery.
Trees for Clean Water Grant In 2015, the Parks and Recreation Department received a Trees for Clean Water Grant for $4,500, from the Virginia Department of Forestry to educate and engage 4th Grade Students about the importance of trees in their community and to plant 60 trees at four (4) schools with less than 7% urban tree canopy cover. This collaborative effort proved to yield more positive outcomes than originally forecasted, include: An Earth Science module was developed and provided to all Virginia Beach 4th grade teachers as a learning tool to help students and teachers meet benchmark objectives in the Earth Science unit and more than 400 students were educated about their connection to trees and their significance to the community and how they relate to cleaner waterways. As a result of this cooperative effort Parks and Recreation and Virginia Beach Public Schools committed to continuing this program, and in February, 2015, a grant was awarded for the second consecutive year to increase the amount of forested cover in the Virginia Beach watersheds, while fostering a better understanding of the benefits that trees provide for the health of our waterways. Funding was granted to plant 40 trees at four (4) public schools.
Princess Anne Community Recreation Center Preschool Buddies Program Virginia Beach Parks and Recreation supports the City’s commitment to quality early childhood education and the Virginia Beach GrowSmart Team and Policy Board’s mission to work with the community so that all children will be born healthy, continue to thrive and enter kindergarten ready to succeed in school and in life.
Princess Anne Community Recreation Center’s Preschool Buddies Program recently went through the Virginia Star Quality Initiative re-rating in July, 2015. The program was rated on four standard categories:
1. Education, Qualifications, and Training 2. Interactions 3. Structure 4. Environment and Instruction
Under the previous system, rated centers receive from 1 to 5 stars. Princess Anne Preschool Buddies Program received a 4-Star rating. (Total score of 125 points out of 170.) The center was
129 initially rated in 2012 and received a 1-Star rating. The team has shown tremendous dedication and commitment to quality improvement. Princess Anne is one of 12 Star Rated programs in Virginia Beach. Of the 12 rated programs, only 3 are rated as a 4-Star program. There are no 5- Star programs in Virginia Beach.
Very recently, new Virginia Quality standards 2.0 have been put in place and Princess Anne is currently completing the transfer into the new standards. Scores from the July 2015 observation rating are valid for 3 years. Parks and Recreation has received confirmation from the Hub that observation scores for Princess Anne Preschool Buddies are high enough to meet the Level 5 threshold for both ERS (Environmental Rating Scale) and CLASS (Classroom Assessment Scoring System). The focus of staff will be on completing all items in Level 1 – 3, with the main focus on curriculum development to achieve the Level 5 rating.
Project Green Teens – Oyster Castle Reef Project Green Teens, a Parks and Recreation volunteer group that strives to improve the environment coordinated a four-day project in May 2015 to build oyster castle reefs along the eastern branch of the Lynnhaven River at Great Neck Park. Oyster castles are artificial structures made of interlocking concrete blocks that serve as areas for oyster colonies to grow. When multiple castles are placed in a reef formation they help to stabilize the shoreline, provide marine habitat and purify the water. With the assistance of military volunteers who staged the blocks along the river, the teens built and installed thirty castles by hand; each castle includes nineteen 35-pound blocks. The final stage of thirty additional castles is slated for installation in May of 2016. This project was funded completely by the teens through grants, donations, fundraising and the support of the Virginia Beach Parks and Recreation Foundation. Additionally, Project Green Teens submitted the oyster project for consideration by the Guinness Book of World Records as the first and largest oyster castle reef built entirely by teens.
130 Significant Departmental Activities Quality Organization
Convention & Visitors Bureau
Virginia Beach Tourism Director Announces Retirement The Virginia Beach Convention & Visitors Bureau announced that Jim Ricketts, long-time director of the CVB informed the City Manager of his plan to retire April 1, 2016. While Jim Ricketts’ professional background includes the U.S. Navy and Norfolk Port and Industrial Authority, he has dedicated his majority of his career to the growth of the travel industry as an active member of the U.S. Travel Association. As director of the Virginia Beach Convention & Visitors Bureau, Mr. Ricketts served in numerous regional, state and national leadership capacities to include: Travel Industry Association of America Government Relations Committee (2004-2006), Virginia Tourism Corporation (Vice Chair, Board of Directors, 1998 and 2014), Southeast Tourism Society (Chairman, Board of Directors, 1995-1997), Virginia Hospitality and Travel Association (Board of Directors, 1994-1996), Virginia Delegate to the 1995 White House Conference on Travel and Tourism, Governor’s Commission on Development of the Virginia Travel and Tourism Industry (Chairman, Organizational Structure Committee), Virginia Travel Council (President, 1993), Atlantic Coastal Attractions (President, 1978) and Ocean Highway Association (Vice President, 1978). Under Mr. Ricketts leadership, the CVB has been honored four times with prestigious Destinations Council Destiny awards (1976, 1978, 1983 and 1989), the Travel and Tourism Research Association of America's J. Desmond Slattery Marketing Award (1992 and 2007) and the Southeast Tourism Society Shining Example Award five times. Mr. Ricketts is a founding member of the Coastal Virginia Tourism Alliance and is currently serving on the board of the U.S. Travel Association. This September, Mr. Ricketts received the honorable Dorothy Hardman Spirit of Southeast Tourism Society award, which recognizes professionals who epitomize the greatest attributes of the tourism industry. The recruitment process for a new CVB Director is underway and should be completed before April 2016.
Finance
Bonds Issued The City issued $51.3 million General Obligation bonds in FY-15 and refunded $56.5 million to achieve debt service savings of $8.8 million over 14 years. It also issued $48.2 million Public Facility Revenue bonds and refunded $34.9 million to achieve debt service savings of $3.5 million over the next 13 years. Also issued were $23.5 million Storm Water Utility Revenue bonds. As a result of the ratings review process, all three major rating agencies, Standard & Poor’s, Moody’s Investors Service and Fitch Ratings, affirmed the City’s triple-A ratings on its General Obligation bonds. As of June 30, 2015, the City had $1.0 billion of outstanding tax supported debt.
131 Fixed Asset Administrative Directive and Guidance Manual The Manual provides guidance on accountability for departments’ fixed assets. During the current year, Finance staff provided classroom training sessions for over 115 departmental staff. A self- paced on-line training course was launched as well, providing training on the essentials of asset management, how to control assets through annual inventory and how to record and dispose of City assets.
Training Departments on Financial Topics for Supervisors In November, Finance provided a ‘train the trainer’ classroom session for 57 employees across departments that covered various financial topics including Business Continuity after an Event, Hybrid Employee Benefits, Overtime Reports and Monitoring, Accounts Payable Payment Processes, Risk Management Liability and Workers’ Compensation Reporting, Small, Minority and Women-Owned Business procurement targets, and Small Purchases decentralized buyer authority. This training session was taped and will be available on beachnet as a reference tool.
AD for Rehire of Retired Employees In October, a new Administrative Directive for the rehire of retired employees was implemented to help departments ensure that all IRS, state and city regulations related to the rehiring of VRS retired employees are being met. This administrative directive will protect employees from having to ‘un-retire’ and ensure that the City avoids costly penalties for non-compliance.
VRS Procedures Finance partnered with Communications and Information Technology to improve payroll reporting for VRS mandated benefit deductions. In addition to improved reporting, a complete re- evaluation of reconciliation procedures for monthly VRS payments was completed. Based on this analysis, a procedure for reconciling enrollments was added to the reconciliation procedures, ensuring timely and appropriate reporting of new and terminating members. This project enabled Finance to more readily identify and account for variances in VRS accounts and track payments more effectively.
Contract Negotiations The Risk Management team, along with CorVel, the City’s third party administrator reviewed all of the contracts that were in place with the current panel of physicians to understand what the current discounts were for each provider and then re-entered negotiations with each provider to increase those discounts. These negotiations provided an extra 5 to 20% reduction in costs to the City for each contract that was in place.
Indemnity Payment Process Improvement Risk Management moved the payment of indemnity benefits for active employees from CorVel to the City’s payroll department. Originally, when an employee is out of work, the employee would receive a portion of their paycheck from the City and from CorVel. This created confusion and customer service concerns from employees. Risk Management, Payroll and CorVel worked together to develop and implement a process where an algorithm was built within the payroll system to correctly calculate the 66 2/3 that CorVel paid and combine that with what the City paid to eliminate confusion and concerns and provide one check with the complete breakdown for payment from the City.
132 Disaster Recovery An important function of the Risk Management Division is the recovery of city assets after a disaster. The Stafford Act authorizes financial assistance to State and local governments following presidentially declared major disasters and emergencies. The Stafford Act describes the declaration process, the types and extent of assistance that may be provided, and fundamental eligibility requirements. Risk Management was able to recoup $839,430.16 in disaster funds.
OpenVB The Budget & Management Services, Communication and Information Technology, and Finance Departments and Socrata (vendor) have worked together to provide citizens with budget and expenditure information on the City’s operating accounts, capital improvement program and revenues at the line item level. The City has a $2.6 Billion dollar budget that funds multiple services and programs across the City. OpenVB is a gateway that connects our citizens with this data to review, compare, download and analyze the budget and expenditures in an easy to use format. To date, there has been 828 users of the site accounting for 8,940 views to the data with an average time on the site of 5.14 minutes per view.
Financial Accounting and Reporting Group Finance received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the FY14 CAFR and obtained a Clean Audit Opinion from Cherry Bekaert for the FY15 CAFR. Billed $45M to VDOT for reimbursements of roadways expenditures.
Housing & Neighborhood Preservation
Rental Housing Document Scan and Conversion Project In August 2014, Housing and Neighborhood Preservation began converting its rental housing case files electronically. Case files for approximately 2,000 rental housing clients, each containing multiple pages of documents, had been stored in large filing cabinets. Storage space reached its limit, and as participant files grew, so did paper, printing, recycling and shredding costs. To address this problem, staff developed a plan to use existing software to scan all participant files over a period of 15 months. ComIT also assisted Rental Housing with setting up the process using the department’s existing copiers. Thousands of hard copy documents were successfully converted to electronic files in June 2015. All case files have been scanned and stored electronically for use on an ongoing basis. Now, not only are case files better organized and easier to manage, but the department was also able to reduce paper usage and related costs, and free up office space.
Museums
Charity Navigator 4 Star Rating The Virginia Aquarium & Marine Science Center Foundation was awarded a 4-star rating by Charity Navigator, an independent charity evaluator. The 4-star rating is the highest possible, and represents excellent fiscal responsibility and transparency. The Virginia Aquarium Foundation is a private, non-profit organization dedicated to inspiring conservation of the marine environment
133 through education, research and sustainable practices. The Foundation was formed in 1981, three years before construction on the Aquarium even began. Over the years, the Foundation’s role in support of the Aquarium has not only included garnering financial support to pay for the Aquarium’s exhibits, but it has expanded to include funding of education programs, and research and conservation efforts such as the Virginia Aquarium Stranding Response and Sensible Seafood™ programs.
Virginia Beach History Museums Launch Mobile Friendly Website The History Museums website is the primary means of providing visitor information to prospective visitors, donors and the community. The website was last redesigned in 2010, and was in need of significant technology enhancements such as mobile compatibility. The History Museums partnered with Communications and Information Technology (ComIT) to redesign and implement an improved web site for the History Museums. This public facing web site (www.museumsvb.org ) was completed in May 2015. In addition to a new look and feel, the website was developed to accommodate a responsive design allowing site visitors to have an excellent user experience regardless of the device (computer, tablet, or mobile phone) used for access. The site will automatically scale to the size of the device, as well as, presenting the site information in an easy to view/read format.
Planning
Accela Automation Expansion Launches Online Planning and Community Development (PCD) has dramatically expanded the use of Accela Automation, adding more than 70 record types to the system in use in Permits and Inspections since 2010. Designed as a technology solution responsive to customer requests for greater transparency, accountability, and equity in delivery of planning and development services, Accela is a robust workflow management system that leverages electronic document review, geographic information systems, and internet technologies. More than 30 departments, divisions, or external agencies participate in the review of plans to the Development Services Center or applications to one of the Boards or Commissions. The manual process to route and track paper plans was eliminated and replaced with the ability to distribute, track, review, and comment on plans electronically. This solution saves the customer the cost of printing and delivering multiple large format documents. It improved the process of submitting revisions to plans. It improved information sharing, the ability to collaborate, and access to documents. The project was completed in 18 months from kick off to go live and required more than 150 man hours per week, which included three meetings and six training sessions with consultants/applicants, two meetings and nine training sessions with reviewers, and approximately 15 meetings/webinars per week with Planning staff. ComIT assisted by providing contract management and computing infrastructure.
Prior to the implementation of Accela, Planning and Community Development maintained three internal finance systems that provided customer receipts with internal controls and many data sets. The department transitioned to one customer invoicing and receipt system and converted records from multiple data bases into Accela, providing a consistent format and location for
134 research and decision-making. Over 100,000 records were converted from various data bases and are now available in Accela.
Accela Citizen Access (ACA) is a customer focused portal that allows for online submittals of at least 50 different Planning and Community Development record types. Through this portal, customers are able to pay fees, track the status of a submittal, search for information on PCD activities within the City, and view the results of an application, all online 24/7.
The electronic plan submittal and review features of the system enable staff collaboration in plan review, reduces the consumption of paper and has transformed the plan review process by providing the ability for management oversight of detail associated with plan review.
Accela Mobile Office enables access to information for field staff and provides zoning and environmental inspectors the ability to status inspections and share information from the field. Accela Geographic Information Systems creates a geographic representation of each record entered in the system. This tool is used to track trends, visualize growth and change.
Strategic Growth Area
2040 Vision to Action Community Coalition Having established a Vision to be the most livable coastal community in the world, the Coalition exists to help ensure that the Vision becomes reality. The 2040 Vision identified four Bold Steps that are high level strategies or actions to move the community, government, businesses, education and non-profits toward the Vision. The bold steps are:
Regionalism: City Council leads the effort to build a strong, effective regional coalition to leverage the region’s assets and creates a culture of collaboration for the success of the Southern Chesapeake Bay Region.
Invest in Early Childhood Education: Increase the level of commitment and investment in early childhood education in order to ensure children are successful in K-12 and in life.
Transportation: City Council makes transportation a key priority, focusing on multi-modal means of connecting within our neighborhoods, across the City, region and beyond.
Vision to Action: Establish an ongoing Vision to Action Citizen Coalition to monitor and measure alignment of Council’s planning and implementation of the Community Vision.
City Council appointed the Vision to Action Community Coalition January 2014 to educate citizens and monitor and measure alignment of Council’s planning and implementation of the Community Vision. This past year the group invested their time in executing their public outreach and marketing strategy plan that emphasizes the six Vision Elements: Connected Community, Learning Community, Diverse Community, Unique Environment, Active Lifestyle, and Thriving Economy. Members of the Committee presented the Vision to over 200 individuals comprised of the Virginia Beach School Board Superintendent, Development Services Center (DSC) Consultants, Tidewater
135 Community College students and faculty, Chamber of Commerce Board of Directors, Tidewater Community College management and executive staff, a group of Landscape Architecture students from Virginia Tech, and CBDA Executive Board. This fall, Committee leadership transitioned to Peggy Layne, Chair and Joseph Voorhees, Vice Chair. The group will brief Council on their achievements and strategy to move forward in January 2016.
136 Significant Departmental Activities Quality Physical Environment
Convention & Visitors Bureau
Centerplate The foodservice operations at the Virginia Beach Convention Center went out for bid in 2015 and Centerplate (Distinctive Gourmet) was awarded the contract as the exclusive food and beverage provider for the next five years. Distinctive Gourmet has been the contracted caterer since the new convention center opened in 2005. Distinctive Gourmet continues to offer quality foodservice and great customer service at the Virginia Beach Convention Center.
IMEX 2015 In an effort to partner and share best practices within the region, The Virginia Beach Convention and Visitors Bureau, Norfolk Convention and Visitors Bureau and Richmond Convention and Visitors Bureau came together to partner, market and attend the nation’s largest hospitality conventions, IMEX 2015. As a result, the regional partners were able to defray costs, share best practices and generate future potential business for the destinations. Virginia Beach Convention and Visitors Bureau’s efforts have garnered five potential RFP’s with room night potential of nearly 1,000 and 2,000 attendees.
LEED® Gold in Existing Buildings The Virginia Beach Convention & Visitors Bureau announced that the Visitor Information Center, located at the resort area near the I-264 entrance, obtained LEED® Gold certification for the first time in the building’s 25 year history and serves as the first visitor center in the U.S. to secure Gold status for existing buildings. At the same time, the Virginia Beach Convention Center (VBCC) successfully renewed their 2010 LEED® Gold certification under a more stringent rating system adopted by the U.S. Green Building Council. Both facilities are owned and managed by the City of Virginia Beach.
The resort area Visitors Information Center welcomes 45,000 people annually. Recent upgrades to this facility included energy efficient light-emitting diode (LED) lighting and new heating, ventilation & air conditioning (HVAC) equipment that lowered electrical costs. The VBCC, a facility that held 327 events attended by over 583,000 people in 2014, also saw new upgrades to lighting and to building automation systems which reduced electricity usage by 539,352 kilowatts and achieved a $42,000 reduction in the electrical bill. The upgraded building automation system provides real time thermographic color images to illustrate occupant comfort and provides live energy use data. An onsite vegetable garden, improved water efficiency and the diversion of more than 140 tons of waste from the landfill through recycling and composting assisted in securing necessary certification points. The certification process was a joint effort by the City of Virginia Beach Energy Management Office, Department of Public Works, and the Virginia Beach Convention & Visitors Bureau. LEED® certification, which stands for Leadership in Energy & Environmental Design, recognizes high-
137 performing facilities that have the most sustainable building strategies and practices in place for energy and resource-efficiency, increased building value, decreased utility costs and healthier indoor environments. The program was established by the U.S. Green Building Council (USGBC) to encourage green strategies in designing, constructing, maintaining and operating buildings. For more information on LEED® certification, visit www.usgbc.org/leed. To learn more about the many sustainability initiatives at the VBCC, visit www.visitvirginiabeach.com/conventioncenter.
Making Meetings Meaningful, Memorable and Fun Familiarization Tour April 22-24, 2015 the Virginia Beach Convention and Visitors Bureau hosted approximately 20 National Planners (Meetings & Conventions & Sports) and 3 national media representatives to Virginia Beach. During their 2 day visit, the team not only highlighted our key venues with fun, creative and thought provoking site visits at the Sportsplex, Princess Anne Athletic Complex, the Sandler Center of the Performing Arts and the Virginia Beach Convention Center, but our team also provided a learning opportunity coupled with a Corporate Social Responsibility effort for our guests and our entire local industry partners. Keynote speaker Crystal Washington, acclaimed speaker on Social Media provided a keynote speech to all industry partners in the City, followed by a deep dive for our VIP guests. As part our educational programming, we incorporated a “Give Back Marketplace” that benefited the Anchor Club at Cooke Elementary and Pajama Jams (a local non-profit). Our local industry partners along with our VIP Guests’ helped create special kits that included new pajamas for over 50 local children in need. As a result of this initiative, new opportunities in the form leads for meetings and sporting events have been generated and seriously considered for the City of Virginia Beach. National press coverage in national trade publications has also resulted giving Virginia Beach 3rd party credibility to planners across the country.
Marketing to Persons with Disabilities The Virginia Beach Convention & Visitors Bureau, in partnership with the Mayor’s Committee for Persons with Disabilities and the Virginia Beach Hotel Association hosted leading industry experts who discussed the diverse circumstances of our aging population, which makes accessibility a growing consideration for tourists who visit Virginia Beach. Learning more about the challenges travelers with disabilities face and how more inclusive marketing and improved experiences can exceed visitor’s expectations and win their loyalty. The event took place on October 7 at the Convention Center. The forum was free to stakeholders in the tourism industry – specifically general managers, restaurateurs, attraction owners and higher-level management professionals.
New Energy Efficient LED Lighting The Virginia Beach Convention Center recently completed a project to upgrade the lighting in their 150,000 sq. foot column-free exhibit hall. With the help of the City of Virginia Beach Energy Management Office, metal halides and incandescent lamps were replaced by energy efficient dimmable LED (Light Emitting Diode) fixtures. The project allowed 800 350-watt metal halides to be replaced by only 200 400-watt LED fixtures. PACE Collaborative, P.C. (contracted Mechanical-Electrical Engineers) conducted a lighting replacement study that indicated an estimated $80,000 per year savings and a 5 year payback on the project based on annual fixture usage of 4,246 hours per year. The more hours the new fixtures are in use, the quicker the payback.
138 We are very excited to have completed this project which allows lighting configurations and dimming capabilities that previously did not exist; this, in addition to significant reductions in electricity usage and costs. Savings are also expected in operating costs due to the long life and low maintenance required on LED fixtures as compared to metal halides.
Safe Spring Break College Beach Week was originally scheduled for two weekends in 2015: April 17-19 and April 24- 26. In 2014, Virginia Beach Police report only a few minor incidents at the resort area — a huge contrast to unruly crowds in 2013. 40,000 visitors were estimated to be at the resort area in 2014 but reports indicated a fairly peaceful environment. In a collaborative effort with the Virginia Beach Convention & Visitors Bureau, event organizers and the Virginia Beach Hotel Association, Police Department, Communications Office and oceanfront business owners hoped to increase positive and educational messaging with visitors on how to best deal with the increased crowds and traffic for 2015. Several major events during this time also indicated a need for a strengthened communications strategy that was consistent across all channels.
Key objectives were to raise awareness of alternate routes to the resort area, create a welcoming atmosphere to spring break visitors by police and business owners and to create an educational, consistent message to visitors across all industry partners. Several tactics were implemented by the Convention and Visitors Bureau to meet the desired objectives: a “Better Ways to Resort Beach Tips” web page was created; a print ad was distributed in the International Tattoo Festival event program; a blog post was written describing “Better Ways to Resort Beach;” a social media campaign with consistent message for all partners to use was developed; and the Convention and Visitors Bureau paid for the video Public Service Announcement production by BCF for the Police department to reach students planning a potential trip to Virginia Beach.
“Beach Rules & Tips” was placed more prominently on the VisitVirginiaBeach.com homepage during this time and include a newly added hotel icon linking to important lodging information (i.e. what’s required at check-in, facility use and rules, etc.). The page also included the aforementioned information on finding “A Better Way to the Beach” through the use of less- traveled – and more scenic – routes to/from the beach to avoid traffic congestion.
Social media messaging focused on promoting Virginia Beach’s spring and summer offerings and events, highlighting its value of providing three distinct beach experiences in one vacation, in line with paid media efforts.
The Convention and Visitors Bureau also helped monitor social conversations related to College Beach Weekend on Twitter and provided key stakeholders with a report of notable online conversations on a weekly manner. Additionally, the Convention and Visitors Bureau also provided front-line staff at the Visitor Information Center and Resort Area hotels with a branded documents that were used to complement visitors’/guests’ welcome packets, making them aware of the options available for exploring Virginia Beach beyond the oceanfront. In addition to a Virginia Beach “Spring Bucket List,” the document included information to encourage them to take less-traveled routes to/from the beach in an effort to avoid traffic congestion. Additionally, visitors were encouraged to stay in the know with the “Beach Rules & Tips” to ensure an enjoyable
139 and hassle-free vacation in Virginia Beach. This document is still in production and updated every season to our industry partners. During the event weekend, Convention and Visitors Bureau communications staff supported a walk-in student hospitality area, called the Student Outreach Center that was manned with volunteer City ambassadors. Police also used this area to recruit students to join the police force.
Winners of 26th Annual National Travel & Tourism Hospitality Awards The Virginia Beach Convention & Visitors Bureau announced the winners of the Virginia Beach National Travel & Tourism Hospitality Awards. These awards, which honor “the best of the best” in the Virginia Beach hospitality industry, were presented during a lively “Studio 54” themed luncheon as a kickoff to the 2015 National Travel & Tourism Week May 2 – 10. More than 400 attend luncheon at the Virginia Beach Convention Center honoring local hospitality professionals. Virginia Beach Mayor Will Sessoms presented the prestigious Carlos B. Wilson Lifetime Achievement award to Alan Kitchen of the Virginia Beach Resort and Conference Center.
Housing & Neighborhood Preservation Code Enforcement In an effort to prevent blight and promote vibrant, well-maintained neighborhoods, Housing and Neighborhood Preservation staff conducted various inspection activities, proactively patrolled the entire city for code violations, and responded to citizen complaints. The results of these activities are listed in the table below: Program Results Routine Code Enforcement Addressed 34,784 total code violations Inspections Certificate of Compliance • Inspected 1,001 residential dwelling units Rental Inspections • Collected $42,290 from inspections fees to support the program
Graffiti Abatement • Abated 245 incidences of graffiti on private property Rental Housing Inspections 2,427
Hotel Motel Inspection Task Force The Hotel Motel Inspection Task Force -- a partnership between Code Enforcement, the Fire Marshal’s Office and the Health Department -- inspected 112 hotels and motels (1,132 total rooms) throughout the city to ensure that safe, decent and sanitary accommodations are provided to the guests. The program has been effective in promoting proactive maintenance by the hotel/motel staff.
Planning
Comprehensive Planning The following plans or amendments were adopted as amendments to the 2009 Comprehensive Plan (as amended) and incorporated by reference:
140 1. February 3, 2015, Amendment to Policy Document (Chapter 4: Princess Anne and Transition Area) pertaining to the Transition Area Description, Vision Statement, and Specific Area General Recommendations for Development and Uses, Design Principles, Open Space and Recreation, and Infrastructure. 2. February 3, 2015, Amendment to Reference Handbook (Documents Adopted by Reference: Transition Area Design Guidelines, 2015) 3. June 16, 2015, Amendment to Reference Handbook (Documents Adopted by Reference: Green Sea Blueway and Greenway Management Plan, May 2015)
The review and update of the City’s 2009 Comprehensive Plan continued through the year with the Planning Commission. The Draft Comprehensive Policy Document was presented to the Planning Commission on November 12, 2015, and to City Council on December 8, 2015. Phase 2 public input public meetings/open houses are scheduled across the City throughout January 2016. Public hearings for plan adoption are anticipated in March and April 2016.
The Comprehensive Planning Division was transferred responsibility from the Department of Museums and Historic Resources for the City’s Historic Resources Planning and Management Program and for staffing the Historic Preservation Commission. The permanent FTE position that was previously responsible for this work was eliminated in the Department of Museum’s budget in the FY16 Resource Management Plan. Funding for a new permanent part-time employee was requested by City Council in the FY16 budget to replace the eliminated position and approved, along with a small program stipend. A new part-time employee was hired on July 20 to administer this program. This new program primarily staffs the City Council appointed Historic Preservation Commission (HPC), which meets monthly and advises City Council on matters pertaining to the City’s needs for historic resources planning and management, citywide; unlike, the Historical Review Board, which solely has purview in the City’s 14 Historical/Cultural Districts and also meets as needed to review requests for Certificates of Appropriateness. This program also provides technical review of proposed development or redevelopment of both private and publicly-owned historic resources and provides advice to both City staff and citizens. In the first 6 months since July 1, this program completed the following activities:
• City Code change transferring responsibility for administering the Virginia Beach Historical Register Program from the Historical Review Board and Department of Museums to the HPC and the Department of Planning and Community Development (June). • Updated and reprinted the Virginia Beach Historical Register Program brochure (September). • The Virginia Department of Historic Resources gave its approval for a Virginia Beach historic highway marker program (September). • Prepared a Mayor’s proclamation recognizing November as Native American History month and the historical settlement of the City by and contributions of the Chesapeake Indians and the Nansemond Indians. • Assisted the HPC with planning and conducting its Annual Public Meeting on November 10. • Attended the Preservation Alliance for Virginia Annual Conference in Norfolk. • Assisted with and attended the regional training program for architectural review boards, “Commission and Mentor Program,” sponsored by the National Association of Commissions and Preservation Commissions.
141 • Coordinated the consultant-led preparation of a Preliminary Information Form (PIF) for the Oceana Gardens neighborhood to determine eligibility as a “Historic District” for listing on the Virginia Landmarks Register and the National Register for Historic Places. Such listing would enable property owners in the District to apply for historic preservation tax credits to make repairs and restore the many Sears Catalog “Kit Homes” and other homes that were constructed there in the 1920s and 1930s. The PIF was considered by the State Review Board of the Virginia Department of Historic Resources in December 2015. • At City Council’s request, coordinated preparation of the City’s application for Certified Local Government (CLG) designation by the Virginia Department of Historic Resources and the National Park Service. The application was completed by December 2015 and submitted to the Mayor. Achievement of such designation will enable the City to access grants and cost-share funding for a variety of activities recommended by the HPC, which has prioritized items for consideration based on public input at their annual meetings.
This program also coordinates or is responsible for the following:
• Administering the Virginia Beach Historical Register Program, by receiving and reviewing applications for consideration of approval by the HPC. • Assisting with the update of the City’s Comprehensive Plan by preparing the Historical and Cultural Resources Chapter of the Plan’s Technical Report. • Staffing the Cavalier Hotel Task Force (the Task Force provides advice to City Council for the duration of the hotel restoration project).
Current Planning In 2015, the Zoning Enforcement Team performed 33,846 inspections, including checking conditions attached by City Council to Planning items. A total of 1,714 zoning permits were issued for signs and portable storage units. Staff processed and reviewed 104 Board of Zoning Appeals Public Hearing agenda items. In addition, approximately, 18,769 illegal signs were removed from the public right-of-way.
The Current Planners processed and reviewed 256 Planning Items for Public Hearing by the Planning Commission and City Council, including Conditional Rezonings, Conditional Use Permits, and Zoning Ordinance Amendments. Some major projects worked on by Current Planners in 2015 included:
• Conditional Use Permit for the Housing Resource Center at 104 Witchduck Road • Zoning Amendments and Conditional Use Permit for Outdoor Resorts in Sandbridge • Alternative Compliance application for the proposed Arena and associated Major Entertainment Venue Signs • Zoning Ordinance Amendments updating regulations for telecommunication facilities • Conditional Use Permit requests for several new breweries and distilleries • Modification to the Asheville Park residential development plan • Rezonings in Historic Kempsville • Conditional Use Permit for Eat the Streets 757 at 712 Atlantic Avenue
142 • Street Closure request by Victoria Park Homeowners Association adjacent to Kellam High School • Alternative Compliance request to expand and update the Waves Oceanfront hotel at 1101 Atlantic Avenue • Conditional Use Permit for the Piney Grove Baptist Church expansion • Conditional Use Permit for a cemetery expansion at Eastern Shore Chapel • Modification of Conditions for Hunt Club Farms • Conditional Use Permit to upgrade North Landing Beach RV Resort • Conditional Use Permit and Change to a Non-Conformity to allow Price’s Transmission and Auto Sales to remain at 5059 Cleveland Street despite impact from the Witchduck Road Phase II Project • Conditional Rezonings for several new Aldi grocery stores • Zoning Ordinance Amendment to create the North End Overlay District allowing two detached homes to be built on a duplex lot • Conditional Rezoning for Princess Anne Meadows, LLC to create an 80 lot residential subdivision • Optional Form approval for the Pier Shops, a new 34,000 square foot, two-story retail complex on the northwest corner of 14th and Atlantic Avenue • Optional Form approvals for two 20-story Oceanfront hotels at 27th Street with a total of 311 new hotel rooms, 8,000 square feet of ground floor retail, and a 322 space parking structure on the west side of Atlantic Avenue • Optional Form approval for Seaside Harbor Apartments at the northeast corner of Mediterranean and 18th Street, 76 affordable apartment units • Optional Form approval for Beach Place Apartments on 29th Street, east of Harris Teeter, 36 apartment units, four stories
Development Services Center (DSC) For FY 15, the DSC processed and reviewed 3,155 submittals of site plans, construction plans, subdivision plats and legal documents, and issued 130 land disturbing activity permits equaling over 400 acres of land disturbance for commercial and multi-family projects, subdivisions, and duplexes. (In comparison, in 2014, we reviewed 3,040 submittals and issued 123 land disturbing permits for over 400 acres of land disturbance.)
Environment and Sustainability Office Historic Kempsville Area Master Plan Implementation • Obtained federal permits to remove active eagle nest and commence 525 @ Historic Kempsville mixed use project with reuse of old Kemps Landing School building • Dedication of Kempes Landing Park, Intersection Roadway Project, and Olongapo Sister City Monument • Kempsville Pony Baseball statue dedication at Kempes Landing Park
A Community Plan for a Sustainable Future • Held 4th Annual Hampton Roads Sustainable Living Expo in conjunction with Lynnhaven River NOW Fall Festival at Brock Center
143 • Completed draft of realignment of City performance metrics with the Sustainability Plan
Green Sea Blueway and Greenway Management Plan • Plan Adopted by Virginia Beach, Chesapeake, and Currituck County and finalizing implementation strategy
Eastern Branch Elizabeth River Action Plan • Plan completed with Virginia Beach, Chesapeake, Norfolk, and Portsmouth in conjunction with Elizabeth River Project
Mayor’s Energy Advisory Committee • Completed development of recommendations and presented findings to City Council.
Permits and Inspections Permits and Inspections issued a total of 32,610 permits, which includes building, plumbing, electrical, gas, mechanical, elevator, fire, amusement, right of way, utility, and moving and hauling permits, and performed 93,925 inspections. There were 532 residential plans for review and revisions submitted and 403 commercial plans were submitted with an average of two to three revisions for each plan for FY15.
Public Utilities
AAA Rating by Fitch for Utility Revenue Bonds Fitch Ratings affirmed Public Utilities’ AAA rating for its Utility Revenue Bonds in October 2015. The agency cited key drivers of the rating, including: strong financial oversight and debt management practices; successful implementation of a capital improvement program that effectively addresses aging infrastructure; a stable economy and customer base; an ample long- term independent water supply source; and rates increases structured to support operations and infrastructure needs over the long term. Maintaining the AAA rating for Water and Sewer Utility Revenue Bonds enables the City to invest in infrastructure at a lower cost and assists with the ability to keep rates low. This directly relates to the mission of providing our customers with the best possible water and sewer utility service at the lowest possible cost.
Bill Redesign and Mobile Device Enhancements Improve Customer Service This past spring, the Public Utilities and Public Works Combined Services Statement received a new name and look. The bimonthly statement became the Public Utilities & Public Works City Services Bill. The new bill design includes an at-a-glance, easy-to-read format with a larger font. It also has enhanced graphics including a chart depicting the proportionate amount of each service charge on the bill, and a graph showing a year’s worth of water consumption data for the account.
Another customer service enhancement was provided in June 2015 for customers choosing to pay on the go. Working with Western Union SpeedPay and Striata, Public Utilities implemented new functionality that allows customers to make payments easily from their mobile devices (tablet, iPad, or smartphone). Previously, customers did not have a mobile-friendly option for making a payment from their mobile device. Now, the Western Union Speedpay application automatically
144 detects the use of a mobile device and redirects the customer to their mobile-friendly website for payment. For customers paying from their eBill, the eBill now includes a button customers can click if they are using a mobile device to pay. Once clicked, the customer is redirected to the mobile-friendly Western Union Speedpay website to process their payment. The mobile-friendly enhancements have been a big hit, as metrics show that in just 3 short months, 15% of our customers paying through Western Union SpeedPay used their mobile device to pay their City Services bill.
Chopper Pumps and Channel Grinders During 2015, Public Utilities evaluated new processes and technologies to reduce “ragging” of the sanitary sewer utility system. The term “ragging” refers to dense and intertwined debris that accumulate inside sanitary sewer pumps, piping, and check valves. It is an operational issue that is typically caused when customers flush products down the toilet. Ragging causes higher electrical usage, wear-and-tear on pumps and motors, decreased pump efficiency, and if not caught in time, sanitary sewer overflows. Asset history revealed that 31 sewer pump stations have high-frequency, reoccurring ragging problems. “De-ragging” a station is a foul and noxious assignment and costs $1,000 per event (crew and equipment time). Data indicated 7 stations had 10 or more occurrences a year, 12 stations had 5-10 events per year, and 12 stations had 2-5 events per year. Public Utilities evaluated two different technologies at four sanitary sewer pump stations to reduce ragging: Chopper Pumps and Channel Grinders. Evaluation tests completed this year for these technologies showed a reduction in ragging (no occurrences at any of the four stations) and reduced electrical usage with the Chopper Pump (a savings of $800 per year). Additional performance data is being collected to determine which technology will perform best under different circumstances. This technology will enable the 31 pump stations that have frequent ragging issues to run better, longer, more reliably, and with less down time.
Improved Collections and Customer Service with Restart of Outbound Dialing During spring, 2015, Public Utilities resumed its outbound dialing service. This service was discontinued in 2013 when questions arose about the permissibility of sending automated calls to cell phones, and the vendor ended the contract to pursue other ventures following an acquisition. Outbound dialing sends a recorded payment reminder call to delinquent customers several days prior to their scheduled service disconnection date. The automated calls provide customers the following information: past due balance and the date by which it must be paid; payment options; payment extension options if applicable; and the option to hear the message in Spanish. A new feature has been added to include customers who have been granted a payment extension. Previously, customers who defaulted on payment extensions did not receive the automated reminder call. The original outbound dialing service initiated in 2008 reduced delinquency by close to 20%. In 2015, a total of 14,609 delinquent turn-offs were conducted from June thru mid- October. During the same period in 2014, a total of 17,668 delinquent turn-offs were conducted. This represents a 17% reduction in delinquent turn-offs in 2015 compared to the same time period in 2014, when outbound dialing was not in service.
145 Resort Area Gravity Sewer (RAGS) The Resort Area Gravity Sewer (RAGS) project design was completed in July 2015 and a notice to proceed issued in September. This project will provide the sanitary sewer capacity projected for re-development at the Dome Site, 19th Street, Rudee Loop, the convention center hotel and others. It will also reduce sewer flows currently routed to the HRSD sewer pump station at 29th Street and Arctic Avenue, thus also freeing up capacity for future development within the resort area (Laskin Gateway and north district), the central district and the south district.
Water meter reading system replacement The existing Radix utilicorders (used to record meter readings in the field) were made obsolete on short notice when the Radix system was acquired by another company and that company discontinued support for customizations that were critical to Public Utilities meter reading operations. Utilicorders are used to read 805,000 water meters annually and initiate billing for approximately $185M in annual revenue for water, sanitary sewer, storm water and solid waste services. A new system had to be specified, selected, and procured in accordance with state and City procurement rules, and implemented in about four months. The system selected was ITRON, which has provided significant advantages over the older system in productivity and interoperability. The system resides on a virtual server, rather than a local, desktop PC. The Radix software was highly customized, whereas the ITRON software is commercial off-the-shelf, and functioned with no customizations. When used in combination with touch probes, reading times per meter were significantly reduced. Touch read time per meter reduced from 15 seconds to 3 seconds. Because the system is located on a virtual server, rather than a desktop PC, reports are available to authorized Public Utilities employees outside of the Operations division. The new handheld devices are intuitive and easy to use, with many hot-keys, saving time and increasing productivity.
Strategic Growth Area
17th Street Park Stage Improvements The 17th St Park stage was protected using a temporary canopy cover costing $70,000 and was installed each year in early April and removed in October at a cost of $6,000. The canopy had an engineered wind loading of 70 mph however two canopies have been destroyed in recent years during storms with less than 50 mph winds. The canopy required a minimum of 24-48 hours to remove making it impossible to protect the canopy during unanticipated storms. The Resort Management Office identified an alternative permanent canopy with a wind rating of 120 mph and with aesthetic qualities to support the overall appearance of the park. The City Manager’s Office and Resort Advisory Commission approved the design and funding for the canopy. Installation of the new canopy was completed in June 2015. The project results in a more sustainable business approach with lower life cycle costs due to reduced installation/removal and replacement expenses. The new canopy is designed to last 10-20 years thereby reducing the need to replace temporary canopies damaged by storms and maintenance costs to install/remove and store temporary canopy.
146 African American Cultural Center Master Plan Development The Strategic Growth Areas (SGA) Department led the effort to develop a master plan for the proposed African American Cultural Center (AACC) in July of 2015. The AACC was identified as a high priority during the City Council’s Leadership and Strategic Planning Workshop on February 6, 2015. It is envisioned to make Virginia Beach a hub for African American culture and historic resource in the region, be a major amenity for the Burton Station and Newtown Strategic Growth Areas, become an additional tourism asset for the City, and promote lifelong learning opportunities for Virginia Beach’s African American history, culture and community.
In order to realize the vision of the AACC, a master plan was needed to develop a site program and identify the opportunities and constraints associated with the proposed location at Lake Edwards Park. The SGA Department held an interdepartmental design charrette with representatives of Parks and Recreation, Public Works, Cultural Affairs, Planning, and the City Manager’s Office to determine the concept designs for the AACC. With continued feedback from multiple City Departments, the SGA Department produced a conceptual site plan, building rendering, context maps and background information on the site. A professional services proposal from a private consultant was received in April of 2015 for these exact services. By the SGA Department leading this effort and producing the master plan, a total of $13,630 was saved.
The master plan was used to illustrate the project to City Council on July 14, 2015, has served as the inspiration for AACC initiative. The plan will be the foundation on which the site construction drawings are based.
Atlantic Avenue Vintage Trolleys The City requested that HRT provide new replica Trolley Buses to support revenue service for the Virginia Beach “Wave” service route. The replica Trolley Buses were requested instead of the standard HRT buses because of the unique nature of the services provided at the Oceanfront. The specialized trolley features include: A) low floor to aid in accessibility B) vintage design enhancements including cupola style roofs, specialized lighting, wooden slat type passenger seats, brass fittings, specialized chimes, operational trolley gong, seat cushions and interior globe lighting C) Open air rear section and air conditioned front section that easily converts to full climate control for the off season.
City staff coordinated with Hampton Roads Transit (HRT) to secure 55% grant funding from the Commonwealth of Virginia to purchase 14 vintage trolley vehicles for the Atlantic Avenue Shuttle and the City of Virginia Beach would match the grant at 45% of the costs.
The notice of award was issued on January 26, 2015 and a ribbon cutting ceremony was held on June 3, 2015 to celebrate the arrival of the first two trolleys. The full fleet of trolleys have arrived and will be in service for the summer season of 2016.
While the end of the year ridership figures have not been reported as of this published report, early indications are that the Atlantic Avenue ridership enjoyed the vintage trolleys, including the new open air section that is available in the rear half of the vehicles. The project results in marrying transit and entertainment to create a festive Resort experience for our residents and visitors.
147 Bus Shelter Installation and Improvements SGA staff coordinated with the North End Civic League, Hampton Roads Transit (HRT), and the Department of Public Works to install a bus shelter across from the Wyndham Hotel and adjacent to the A.R.E. property to provide weather protection and comfort to HRT clients. This project was funded primarily through donations received by the North End Civic League, the Wyndham Hotel, and in-kind services of WPL and Asphalt Roads, Inc. and was completed Summer 2015.
Parking Technology Integrations The Strategic Growth Area Department’s Parking Management Office (PMO) uses three types of parking technologies to improve service and operational performance. These three technologies are joined together through an Application Program Interface (API). An API is a set of routines, protocols, and tools that specifies how different software systems should communicate with each other. The PMO uses license plate recognition (LPR) technology to monitor payments at two surface lot pay stations and four on-street meters that require vehicles to pay for parking using their license plate numbers.
The parking meter server communicates with the LPR server through an API. The interface alerts the enforcement officer regarding valid meter payments as they patrol the lots and on-street spaces. This technology streamlines enforcement efforts by reducing the time it takes to validate meter payments. All vehicles that are detected as invalid by the LPR system receive a parking ticket.
The third type of technology the PMO uses is a parking citation system to issue parking tickets to those who violate the parking rules. This system also has an API with the parking meter server. When a meter is paid, the transaction is communicated to the citation system server. This integration safeguards against issuing erroneous tickets by the enforcement officer. If the officer tries to issue a ticket to someone who has paid the meter, the citation system will alert the officer that meter has been paid as soon as the officer enters in the license plate number into the system. The ticket will be deleted after the warning appears.
The benefit of the parking technology integration is the efficient delivery of service, the enhanced level of customer service by reducing or eliminating ticket citation errors, and simplifying the enforcement process.
These new technologies help customers make easy parking transactions and assist with the enforcement of the parking system rules. The LPR technology assisted the enforcement ambassadors detect more violations. The total number of parking violation citations increased by 47% in 2015. As an indicator of program effectiveness, the average percentage of citation voids is about 7% per ambassador. In other words, 93% of all the parking violations written by each ambassador are valid and good tickets. The total number of transactions at the pay-by-plate meters increased by almost 8.5% in 2015. In short, embracing new technology helps customers comply with the parking system rules.
148 Sandbridge Parking Lot Passes The Parking Management Office began selling daily, weekly, and seasonal passes for the three parking lots located at Sandbridge to provide enhanced customer service and a strategy to reduce the lines waiting to enter the lots. These passes allow the user to park at any of the three lots with unlimited re-entry access during the period the pass is valid. Each pass has a unique bar code and when the parker returns to the lot, the pass is scanned and verified as activate and valid. This program gives the parker maximum flexibility. If one lot is full, the parker can go to another lot that is open to park. If the parker needs to leave the lot, re-entry is guaranteed unless the lot is full. This program also reduces the time to enter the lot. The pass is presented to the cashier and is scanned. This process literally takes seconds as compared to the transaction time of handling and counting cash. The day passes were sold starting April 1, 2015 and the weekly/seasonal passes were sold starting June 1, 2015.
In total, 398 day passes were sold generating $2,680 in revenue and 119 seasonal/weekly passes were sold generating $4,035 for a grand total of $6,715. Parking management staff noticed that the primary purchasers of the weekly passes were by out-of-town visitors staying at the Sandbridge rentals for the week. There were a total of 1,251 re-entries or an average of 2.42 re-entries per pass holder. The revenue per re-entry averaged to $5.37, which is more than the maximum daily rate. Not only did this program provide the customer with flexibility and streamlined access into the lot, it generated some additional revenue. This program will be expanded to the Croatan Parking lot in 2016.
Special Events Impact Analyses Recognizing Resort special events annually contributed tax revenues to the budget, the magnitude of two of the largest events it coordinates was unknown. In August 2014, a joint Strategic Growth Areas (SGA) Department and Convention and Visitors Bureau team developed a strategy for generating an analysis to measure the economic and fiscal impact for the Neptune Festival and East Coast Surfing Championships (ECSC). Continental Research was contracted to develop a survey instrument, conduct intercept surveys, and compile the data. The SGA Office analyzed the data and developed singular reports for each event. Regardless of intent to attend, the Neptune Festival generated economic impact value between $8.1 million and $11.8 million, and ECSC generated between $15.0 million and $20.6 million. The Neptune Festival’s business activity generated tax revenues between $566,000 and $798,000, and ECSC generated between $994,000 and $1.3 million.
In 2015, this analysis examined North American Sand Soccer Championship’s (NASSC) fiscal impact to determine whether the City’s sponsorship and support of NAASC activities aided in the City of Virginia Beach’s 2026 Vision. Quantifiable spending impacts were estimated and evaluated for the three day event. NASSC generated between $514,000 and $714,000 in City Virginia Beach tax revenues.
149 Virginia Beach Light Rail Extension Commonwealth of Virginia Grant This initiative is to accomplish the extension of The Tide light rail transit system to Virginia Beach Town Center through the Virginia Beach Transit Extension Study (VBTES); associated NEPA process (required at the time); and 30% preliminary engineering design of the light rail corridor. The Commonwealth of Virginia has offered a $155 million grant toward the project, with the City funding the remaining portion in order to accomplish the Virginia Beach Light Rail extension and shared use pathway project.
Hampton Roads Transit (HRT) completed the Draft Environmental impact Statement (DEIS) for the Virginia Beach Transit Extension Study (VBTES); and the DEIS included an evaluation of a no build alternative and eight build alternatives as follows: four alternatives alignments, 1A Town Center, 1B Rosemont, 2 Norfolk Southern Right of Way to Oceanfront, and 3 Hilltop to Oceanfront; and each alternative alignment included two technology alternatives, light rail transit ("LRT") and bus rapid transit ("BRT"). HRT presented the DEIS in a series of four public hearings and formally solicited public comment during the DEIS public comment period between March 20, 2015 and May 5, 2015. On May 12, 2015 the City Council of Virginia Beach adopted Alignment Alternative 1A using light rail transit as its Locally Preferred Alternative to specifically include above-grade crossings of LRT at Witchduck Road and Independence Boulevard and at-grade LRT stations on the east side of Witchduck Road, west side of Kellam Road, and east side of Constitution Drive with the station at Constitution Drive being the terminal station.
Also on May 12, 2015, City Council adopted the Fiscal Year 2016-2020 Resource Management Plan which included the programming of funding for the Virginia Beach Transit Extension Project at $310.4 million ($155 million to be funded from the state); the Light Rail Corridor Shared Use Pathway at $17.7 million (50% funding sought from grants) and 12 buses to support nearly doubling bus service in Virginia Beach for $3.6 million (68% to be funded from the state).
On May 28, 2015, the Transportation District Commission of Hampton Roads adopted a similarly- worded resolution and on June 18, 2015 the Hampton Roads Transportation Planning Organization approved an ordinance amending the region's 2034 Long Range Transportation Plan (LRTP) acknowledging the Locally Preferred Alternative decision and showing the extension of The Tide light rail system from Newtown Road in Norfolk to Town Center in Virginia Beach as transit extension project.
On June 17, 2015, the Commonwealth Transportation Board approved the FY 2016-21 Six Year Improvement Program (SYIP) which included programmed funding for the Virginia Beach Light Rail Extension Project grant.
Preliminary estimates are that the light rail extension will result in annualized ridership of 2,838,000 by forecast year 2034. The ridership forecasts will be updated in 2016.
150 Public Works
Beach Operations Beach Operations maintained the City's 16 miles of public beaches including issues from Chesapeake Beach, Cape Henry Beach, North End, Croatan, Sandbridge Beach and the high service demand from the Resort Beach. The primary functions of Beach Operations included: • Trash collection from up over 2000 trash receptacles • Collected 1257.28 tons of waste from all City Beaches. • As requested by the Green Committee, Beach Operations started a pilot recycling program at the North End Beach with automated collection totaling 114.94 tons of recycle materials over the past five years. • Maintaining approximately 200 public beach accesses • Grade and groom the Resort Beach and provide repairs to 6 ADA wooden handicap ramps and sand removal to over 60,000 feet of public beach accesses points. • Cleaned/groomed over 15,000 miles of City Beaches with repetitive passes by tractors and beach cleaners. • Provided support for snow and northeaster storm events and support to Landscape Services to protect Grommet Park during storm surge.
Blackwater Fire and EMS Station (#13) The Blackwater Fire and EMS Station (#13) was dedicated in a ribbon cutting ceremony on September 16, 2015. This 5.1 million dollar 11,400 square foot building will staff 3 Fire Captains and 9 Firefighters, as well as members of the Blackwater Volunteer Rescue Squad and Virginia Beach EMS. The Station will serve the Blackwater and Creeds area which covers 39.97 square miles. The Blackwater Fire Station is the most southern fire station in the City. The facility contains 5 apparatus bays, living quarters, state-of-the-art station alerting system, geothermal heating and cooling, emergency generator, dayroom, training room, and kitchen/dining facilities.
LED Street Lighting Installation LED Street Lighting installation was completed for both pedestrian and street lights along Princess Anne Road from Dam Neck Road to the municipal center. This was the first Major roadway Project to have LED lighting. LED Street lighting projects are currently underway on Nimmo Pkwy Phase V, PA/Kempsville intersection and Wesleyan Drive. In the future all new roadway projects will have city owned LED street lighting. Over time this will save the City money as opposed to installing VA Power streetlights. Lesner Bridge Replacement Project The Lesner Bridge was identified for replacement through the City’s bridge condition inventory and the Shore Drive Transportation Study. This project first appeared in the FY 2002-03 CIP and was included in the Governor’s Transportation Plan. The City Council approved substitution of contractual obligation debt on August 13, 2013 so the project could be bid for construction. Bids were opened on December 21, 2013 and the construction contract executed with McLean Construction on April 28, 2014. The Notice-to-Proceed for construction was issued for June 2, 2014.
151 This project will replace the existing Lesner Bridge with a signature facility that is capable of handling six lanes of traffic in the future. The replacement bridge structure will be striped for two lanes of traffic and wide shoulders. The travel lanes will be 12 feet wide with an inside shoulder of 6 feet and an outside shoulder of 10 feet. Each bridge will also have a 10-foot wide multi-use path for pedestrians and recreational cyclists. The proposed bridge will be designed to provide minimum 45 feet vertical clearance above mean high water and 225 feet minimum horizontal clearance at center navigation channel span. This project also includes upgrades to the intersections of East Stratford Street and Vista Circle, as well as aesthetic upgrades within the project limits.
Since beginning work in June of 2014, crews have moved at a steady pace.
The first bridge segment was installed for the westbound bridge on August 21st, 2015. AMI, Inc. in Portsmouth continues to build the new bridge segments for the project. A total of 90 of the 168 bridge segments for the westbound bridge have been cast as of December 11th.
Crews have recently completed the construction of span 2 (of 10) of the new westbound Lesner Bridge, and the 3rd span was complete by year end. Along with this work, the usual work of completing footings and pier columns, slab and formwork, reinforcing steel, installing water mains and utility work continues.
A construction sequence animation can be viewed at: https://www.youtube.com/watch?v=lBGfmBs6Efw&feature=youtu.be
The project continues to draw interest from all around the region. Earlier in the summer, the City’s CEI firm, RS&H hosted a meeting and site visit with the Society of American Military Engineers (SAME).
Staff also hosted a tour of the bridge site by the Women in Transportation group and described the various elements of the bridge, construction methods, and some unique characteristics of the new bridge. The project manager has conducted tours for school groups, Scout troops, and members of other professional associations.
The project is scheduled for completion in the summer 2017.
Princess Anne Road/Kempsville Road Intersection The Princess Anne Road/Kempsville Road Intersection Project was completed and opened to traffic in fall 2015. Landscaping and LED street lighting will be installed in early 2016. This project completes the re-construction of the intersection to a new, safer alignment and widens each roadway to six lanes, providing ample capacity through 2030 and beyond. This project also provided construction of a new park, streetscapes and utility improvements to align with the Historic Kempsville District. Additionally, several additional acres of were purchased with the project to allow for re-development in accordance with the City’s plan for the Historic Kempsville District.
152 Stormwater Maintenance Public Works Operations completed the maintenance dredging five (5) stormwater lakes, removing over 55,250 cubic yards of sediment, and restoring drainage and water quality capacity to the Cinnamon Ridge (Green Run) Lake, Salem Lakes, and Brigadoon Lakes #2, #5, and #8. Additionally, ditch maintenance was performed on over 15 miles of the city’s off-road ditch system; and cleaned, inspected and rehabilitated over 100,000 linear feet of stormwater pipe in the Green Run neighborhood.
Street Maintenance Public Works Street Maintenance highlights include the following: • Support to two (2) large snow storm events, several ice issues and put down over 6,000 tons of sand/salt abrasives on our roads and bridges thru these events. • Repairs to 8,553 potholes after the two snow storms. • Provided over 1300 man hours of support to clear windblown sand off Sandfiddler Road. • Placed over 2,100 tons of asphalt in permanent roadway repairs to maintain safe travel to the motoring public. • Contractor milled and paved approximately 160 lane miles of roadways • Performed 28 full depth joint slab replacements to the city’s Hurricane Protection Project (boardwalk). • Provided service replacement of 5,076 square yards of concrete repairs, including replacement of 36 ADA compliant Handicapped ramps and sidewalk repairs. • Replaced 6,191 linear feet of curb and gutter thru out the city.
South Independence Boulevard/Silverleaf Drive/Commuter Drive Intersection Improvements Between June 2007 and June 2015, there have been a total of 104 reported motor vehicle accidents at this intersection. Of these accidents, a total of 42 (40%) included personal injury, with one accident involving a fatality, and 64 (61%) involving property damage. A review of the accident data showed no specific time of day or specific day of the week when these accidents occurred.
City traffic engineers and officials have developed a plan to make this traffic area safer. It will improve safety and reduce accidents through the use of access management by reconfiguring the traffic flow through this corridor. This involves the modification of two intersections along the South Independence Boulevard corridor.
The first modification, Phase I, will be made at the intersection with Commuter Drive, where a new median opening will be constructed that will allow LEFT TURN movements ONLY, from Commuter Drive onto South Independence Boulevard (heading south).
Upon completion of Phase I, Traffic Engineering will collect driver behavior and frequency/severity of intersection crash data for a six-month period and review it. If there are no significant improvements in the safety of this intersection (reduction in crashes), then we will proceed to Phase II.
153 The second modification, Phase II, will be at the intersection of Silverleaf Drive, where a raised directional median will be installed. This will:
• Allow BOTH left and right turns from South Independence Boulevard onto Silverleaf Drive. • ELIMINATE the crossing movements across South Independence Boulevard coming from Silverleaf Drive. • Allow RIGHT turns from Silverleaf Drive onto South Independence Boulevard in BOTH directions.
The planned improvements are expected to reduce crashes by 78%. Of the past 104 crashes, 80 would possibly have been eliminated by this improvement.
SRL Repetitive Loss Program The Severe Repetitive Loss Program consists of two CIP projects to elevate 16 private homes within flood prone areas. Severe Repetitive Loss Program CIP (7200) elevated seven homes (one home withdrew from the program) in Lynnhaven Colony, Bay Island and Princess Anne Hills at a cost of $1,847,009. Food Mitigation Assistance Grant Program CIP (7032) is currently in the design phase to elevate eight homes in Lynnhaven Colony and on Bay Island at an estimated cost of $1,227,144. Construction start is scheduled for March 2016 with a completion date of June 2017. In addition, the City has submitted a third SRL grant application to elevate an additional 5 homes.
Traffic Signal Maintenance Public Works staff completed 5 signal rehabilitation projects (replacing the old span wire signal supports with fixed mast arms) to improve public safety at the following intersections: • First Colonial & Old Donation • Lynnhaven & Primrose • Independence & Ewell • Diamond Springs & Northampton • Dam Neck & London Bridge
Waste Management Equipment Improvements Public Works/Waste Management has begun replacing “boom trucks,” which are used to collect bulk items such as furniture, appliances, and other bulky items, with a new body type.
The previous trucks required the operator to climb to the top of the truck where the “crow’s nest” controls were located. This involved heights, climbing a ladder, and made it difficult to maintain required power line separations.
The new body type lowers the controls which eliminates climbing and fall risk. Maintaining proper power line clearances is significantly improved because the pivot point for the boom is so much lower. A second operator was required in the old trucks due to: 1) safety risks, 2) to provide ground support in case something needed to be moved by hand, and 3) to provide navigation to the 100+ residences to be serviced by that truck each day. The replacement trucks, along with a planned database upgrade, will allow this operation to go from a 2-person to a 1-
154 person operation. A reduction of 6 FTE and a $310,000 savings will be realized in the FY 17 budget as a result of these efficiency changes.
Public Works/Waste Management initiated a pilot program to test Drivecam, a video/audio recording system that focuses on driver behavior. The system uses two cameras, one in front of the truck and one in the cab. Video is captured when triggered by hard breaking, acceleration, or sharp turns. Each incident is reviewed and scored by Drivecam to identify whether the incident was preventable or not, and if preventable will assign points based on risk factors.
Cameras have been installed in all heavy collection vehicles with full system utilization underway. Based on the information gathered to date, purchase of the system will be recommended. Drivecam has proven to have the ability to identify risky driving behaviors, like following too closely and failure to yield/obey traffic signals. These particular driving behaviors have a high correlation to accident potential and would be very difficult to identify without a system like Drivecam.
Waste Management has already seen a decline in the number of accidents, and is much better equipped to investigate and address any accidents that should occur.
Witchduck Annex Project Renovations In November 2014, the City began renovation of the recently acquired 19,000 square-foot City twin buildings known as the “Collier.” Located at 256-258 North Witchduck Road, this property was identified as the future Human Services - Witchduck Annex facility.
Renovations included: maintenance repairs, floor plan modifications, ADA restroom and parking enhancements, roof replacement, complete system upgrades for plumbing, electrical and HVAC, installation of security cameras, an access control system, and new modular furniture. The courtyard and sidewalks were also reconfigured and landscaped. Human Services moved into the buildings in August 2015. A window and siding replacement project is scheduled for the spring of 2016.
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Significant Departmental Activities Safe Community
Emergency Medical Services
Thalia EMS Station Renovation and Conversion A team from the Public Works, EMS and Fire Departments collaborated to develop a plan to convert the former Thalia Volunteer Fire Station into an EMS station. This move provided an opportunity to achieve multiple outcomes for the City’s Emergency Response System. EMS would utilize the Thalia Station for an ambulance and supervisor base freeing up space at the Town Center Station for the Fire Department to relocate a squad truck and technical rescue equipment to a more central location. Moving the squad truck from the Woodstock Station freed space to relocate a ladder truck there for improved ladder coverage as well as open up space for an ambulance. Meanwhile, the Fire Department also relocated its safety officer to Town Center freeing up space for an ambulance at the London Bridge Station. Revitalizing and converting the Thalia Station ultimately created three ambulance bases where none existed before.
The station was completely renovated, including the replacement or refurbishment of all interior surfaces and mechanical systems. Steps were taken to make the facility more resistant to storm force wind, including the addition of storm shutters. The converted station has the capacity to house two ambulances and two quick response vehicles. Living quarters are available for up to six emergency medical providers, including a field supervisor. Today, an emergency station remains in the Thalia neighborhood where one has existed for more than 60 years. The final project cost of $735,000 was far cheaper than new construction of a station with similar capacity.
EMS Training Center Designated as a National Association of EMTs Training Site The EMS Department completed an audit with the National Association of EMTs (NAEMT). This comprehensive review of instructional staff, techniques and resources enabled the EMS Training Center to be designated as an NAEMT training site. This opens the door for EMS to offer highly respected courses sponsored by NAEMT. Several EMS staff completed instructor programs in Safety and Pre-Hospital Trauma Life Support and now offer those programs to our volunteer rescue squad members.
Standards of Excellence Review The Virginia Department of Health Office of EMS implemented the Virginia Standards of Excellence Program in early 2015. This program assesses EMS agencies in eight critical areas including Leadership/Management, Clinical Care and Performance. Within these areas are over 120 details of optimal tasks, best practices, procedures and guidelines necessary to successfully maintain the business of managing an EMS agency.
157 In preparation for the external assessment, Virginia Beach EMS staff reviewed the criteria in detail and assembled evidence for each item. Appropriate action was taken in the few cases where EMS did not already have the recommended elements in place. Those steps will only serve to strengthen the department’s effectiveness.
158 25th Street Parking Garage (p. 105) 2040 Vision to Action Community Coalition (p. 81) Adam Thoroughgood House Visitor Center (p. 89) African-American Cultural Center: City Support (p. 95) Agriculture Business Analysis and Expansion Strategy (p. 15) APZ Land Use and Redevelopment (p. 17) Arena Project (p. 96) Baseball Complex at Princess Anne Commons (p. 105) Bayville Creek Neighborhood Dredging SSD (p. 81) Bike Accommodations (p. 65) Bikeways and Trails Plan Implementation (p. 65) Bioscience Business Development (p. 18) Blackwater Fire and EMS Station Replacement (p. 55) Branding: Virginia Beach Naturally (p. 97) Burton Station SGA/Northampton Corridor Development (p. 21) Business Innovation Center: Development (p. 21) Cavalier Hotel Preservation (p. 97) Centerville Turnpike Widening (Indian River Road to Kempsville Road) (p. 66) City Manager Selection (p. 98) City Properties: Inventory, Evaluation and Direction (p. 43) Comprehensive Plan Review and Update (p. 89) Comprehensive Plan – Transition Area Amendments – Chapter 4 (p. 55) Construct the Mid-Atlantic Marine Animal Conservation Center (p. 106) Convention Center Business Development (p. 106) Coordinate Evaluations of Land Use Conformity Issues with the U.S. Navy (p. 90) Disaster Recovery/Organizational Resiliency (p. 43) Diversity - Core Strategy (p. 56) Dome Site Development (p. 107) Economic Development Action Plan (p. 22) Economic Development Small Business and Diversification Strategy (p. 22) Economic Development: Measures and Reporting (p. 37) Economic Incentive Funding (p. 24) Employee Compensation – New Model (p. 44) Emergency Preparedness and Recovery Plan/Sheltering (p. 56) Energy Related Business Development within the ITA (p. 24) Funding/Revenue Plan for FY 2016 (p. 45) Gills Cove Neighborhood Dredging SSD (p. 82) Greenwich Flyover – I-64/I-264 Improvement Project (p. 77) GrowSmart (p. 25) Harbour Point Neighborhood Dredging SSD (p. 82) Healthcare Plan (p. 45) High Speed Rail Advocacy (p. 66) Higher Education Campus Expansion Strategy (p. 29) Historic Kempsville Area Master Plan Implementation (p. 57) Holland Road – Phase VI (from Dam Neck to Nimmo Parkway) (p. 67) Housing Resource Center (p. 83) Increase City Expenditures paid to Minority Business to 10% of Expenditures (p. 46)
159 Increase Employment for Underrepresented Groups (p. 58) International Business Attraction: Strategy and Action (p. 29) Lesner Bridge (p. 68) Light Rail Perception vs. Reality, Public Information (p. 68) Local Road Funding: Long Term (p. 69) London Bridge Commerce Center (APZ) (p. 37) Lynnhaven Parkway XI Project (p. 69) Maintain AAA Bond Rating (p. 48) Master Technology Plan Implementation (p. 49) Military and Related Business Strategy (p. 30) Oceanfront Late Night Behavior Strategy (p. 98) Old Donation Creek Neighborhood Dredging SSD (p. 84) Owls Creek Marsh Pavilion Enhancement (Phases 1, II, III, IV & V) (p. 108) Pacific Avenue Improvements (p.100) Pembroke SGA Zoning (p. 84) Princess Anne/Kempsville Intersection Improvement Project (p. 70) Princess Anne Road/TCC Hotel Project (p. 38) Proactively Implement our Target Markets (p. 31) Process Improvement (p. 59) Public Information and Marketing of Resort to Residents (p. 109) Regional Branding (p. 34) Regional Transportation Funding (p. 70) Resort Area Parking Plan (p. 100) Roadway Maintenance Program (p. 70) Rudee Walk Phase II and III (p. 101) Sale of City-Owned Land: Evaluation, Policy Direction and Actions (p. 59) Sand/Beach Replenishment (p. 85) Seaboard Road (p. 71) Shadowlawn Neighborhood Dredging SSD (p. 85) Shore Drive Infrastructure Improvements (p. 71) Southeastern Parkway and Greenbelt (p. 77) Special Service District(s) for Sand Replenishment (p. 91) SPSA: Long Term Solid Waste Management for Southside Localities (p. 60) Storm Water Fee and Policy Direction (p. 86) Students on the Swim (SOS) Aquatic Safety Program for 2nd Grade Title I Schools (p. 86) TMDL (Total Maximum Daily Load) Tracking System and City TMDL Incentives (p. 101) Town Center Expansion (Beyond Core Area) (p. 34) Town Center Phase VI (p. 35) Trolleys Re-Introduced for Oceanfront Shuttle Services (p. 72) ViBE Creative District Creation (p. 102) Virginia Beach Comprehensive Waste Management Strategy (p. 53) Virginia Beach Transit Extension (p. 72) Wesleyan Drive Project (p. 70) Western Branch Lynnhaven River (p. 87) Witchduck Road – Phase II (I-264 to Virginia Beach Boulevard) (p. 74) Workforce Development (including TCC and other institutions (p. 36)
160