Annual Progress Report to City Council
January 2013 – December 2013
TABLE OF CONTENTS
PROGRESS REPORT MATRIX 3
CITY OF VIRGINIA BEACH GOALS 2018
Goal 1: Create a Financially Sustainable City Providing Excellent Services 9 Goal 2: Grow the Local Economy 21 Goal 3: Improve the Transportation System 41 Goal 4: Revitalize Neighborhoods and Plan for the Future 53 Goal 5: Be a Competitive, First Class Resort for Residents, Businesses and 71 Tourists
CITY OF VIRGINIA BEACH SIGNIFICANT DEPARTMENTAL ACTIVITIES (Grouped by Strategic Issue Teams)
Cultural & Recreation Opportunities 87 Economic Vitality 99 Family & Youth Opportunities 105 Quality Education & Lifelong Learning 111 Quality Organization 115 Quality Physical Environment 127 Safe Community 135
APPENDIX A
City Business Initiatives Catalog 143
INDEX 147
PROGRESS
REPORT
MATRIX
Goal 1: Grow the Local Economy Objectives Retain and grow existing businesses Pursue opportunities for R&D; and medical related businesses Position City and region to take advantage of alternative and renewable energy businesses Expand higher paying job opportunities – children can return to Virginia Beach Retain and expand military presence and military-related businesses Develop Burton Station as a major business center Increase partnership with colleges and universities Develop recognizable regional branding Plan and develop the Strategic Growth Areas Expand presence of higher educational institutions: facilities, programs and advanced degrees Retain and grow agricultural industries Continue development of Town Center Reduce unemployment rate with job opportunities for all
BUSINESS INITIATIVES Agriculture Business Analysis and Expansion Study Alternative Field/OLF and Night Training (Oceana Naval Air Station) APZ Land Use and Redevelopment Business Innovation Center: Development Centerville SGA Economic Development Action Plan Economic Economic Development: Measures and Reporting Economic Incentive Funding Vitality Energy Related Business Strategy International Business Attraction: Strategy and Action Military and Related Business Strategy Research and Development Strategy Town Center-Phase IV Town Center-Phase V Town Center West Expansion Workforce Development (TCC and other institutions) Quality Regional Shared Services Organization
3 Goal 2: Create a Financially Sustainable City Providing Excellent Services Objectives Expand Public understanding of price of government linking to the cost of services and citizens’ expectations, needs and ability to pay Deliver City services in the most cost-effective manner Develop mechanism for measuring the service value, the impacts and achievement of goals Increase citizen satisfaction and easy access to City services Provide reliable delivery of daily City services Increase citizen involvement and engagement
BUSINESS INITIATIVES City Plan for Defense Cutbacks/Sequestration Economic Sale of City-Owned Land: Evaluation, Policy Direction and Vitality Actions
Disaster Recovery/Organizational Resiliency Diversity-Core Strategy Emergency Preparedness and Recovery Plan/Public Awareness Emergency Preparedness and Recovery Plan/Sheltering Quality Employee Compensation – New Model Healthcare Plan Organization Increase City Expenditures paid to Minority Business to 10% of Expenditures Increase Employment for Underrepresented Groups Technology Plan VRS/Defined Contribution
City Operations: Energy Efficiency and Alternative Fuels Landfill/SPSA: Options: Comprehensive Waste Management Quality Physical Strategy Environment SPSA: Long Term Solid Waste Management for Southside Localities
Blackwater Fire and EMS Station Replacement Chesapeake Beach Fire and EMS Station Replacement Safe Community Thalia Fire/EMS Station Conversion Project Thalia Fire and EMS Station Replacement (Town Center)
4 Goal 3: Improve Transportation System Objectives Better traffic flow, less congestion Better mass transit with increased local ridership Safer streets and intersections More alternative modes of transportation Secure adequate funding for transportation projects Develop streets under concept of “Complete Streets”
BUSINESS INITIATIVES Bike Accommodations Centerville Turnpike Widening (Indian River Road to Lynnhaven Parkway) Laskin Infrastructure and Road Improvement (Gateway) Lesner Bridge Local Road Funding: Long Term Lynnhaven Parkway XI Project Quality Physical Nimmo Parkway Project – Phase V (VDOT Legacy Project) Princess Anne Road Project Phase IV (VDOT Legacy Environment Project)
Princess Anne/Kempsville Intersection Improvement Project Regional Transportation Funding Roadway Maintenance Program Shore Drive Infrastructure Improvements Virginia Beach Transit Extension Study Wesleyan Drive Project
5 Goal 4: 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 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 Cultural & Community Livability Plan – Green Run Community Livability Plan – Western Bayside Recreational Open Space Program and Funding Opportunities Pleasure House Point 2040 Vision to Action Community Coalition Economic Agriculture Business Analysis and Expansion Strategy Branding: Virginia Beach Naturally Vitality Central Business Core District Zoning Ordinance
Family & Youth Housing Resource Center Opportunities Quality Branding: Virginia Beach Naturally Organization 19th Street Pedestrian Connection Bayville Creek Neighborhood Dredging SSD Cape Henry Beach Easements Comprehensive Plan Update Gills Cove Neighborhood Dredging SSD Green Ribbon Incentives Quality Physical Harbour Point Neighborhood Dredging SSD Environment Old Donation Creek Neighborhood Dredging SSD Sand/Beach Replenishment Special Service District(s) for Sand Replenishment Thoroughgood Cove Neighborhood Dredging SSD Western Branch Lynnhaven River
Gang Strategy: Next Steps Safe Community Neighborhood Safety: Evaluation and Direction
6 Goal 5: Revitalize Neighborhoods and Plan for the Future Objectives Safe neighborhoods Reuse of aging commercial areas Improve neighborhood infrastructure and City amenities More property owners investing in upgrading homes and properties Use community vision, Strategic Growth Area Plan and Comprehensive Plan to guide future development and land use Protect natural resources and waterways Design “center” for citizen assistance and plan review Address human and social needs in the community
BUSINESS INITIATIVES Cultural & Youth Baseball at Princess Anne Commons Recreational Opportunities Aquarium & Owls Creek Plan Branding: Virginia Beach Naturally Cavalier Hotel Preservation Central Business Core District Zoning Ordinance Economic Convention Center Business Development Oceanfront Late Night Behavior Strategy Vitality Public Information and Marketing of Resort to Residents Resort Area Parking Strategy Rudee Walk Phase I Rudee Walk Phase II and III
Family & Youth Resource Center (HRC), 104 N. Witchduck Road Opportunities 19th Street Pedestrian Connection Cape Henry Beach Easements Green Ribbon Incentives Sand/Beach Replenishment Quality Physical Special Service District(s) for Sand Replenishment Environment TMDL (Total Maximum Daily Load) Environmental Tracking Western Branch Lynnhaven River Zoning Ordinance Review
Safe Community Gang Strategy: Next Steps
7
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, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Redevelop an Agriculture Business Analysis and Expansion Strategy • Agriculture Reserve Program
Status : As of December 31, 2013, the Agricultural Reserve Program (ARP) has enrolled 9,223.61 acres of agricultural land. The Agriculture Department has worked with the Virginia Department of Agriculture and Consumer Services (VDACS) to secure $642,911.66 in total reimbursement funding for the ARP program. The City’s ARP program compliments the Governor’s State initiative of protecting agriculture land for future generations and preserving the State’s overall number one industry, Agriculture. At this time, there are currently five applications that have accepted offers to purchase their development rights with an easement value of $3,789,376 on 469.22 acres. In an effort to preserve, sustain, and continue to grow the agriculture business sector in Virginia Beach, the Agriculture Department pursued an opportunity to provide farm stand markets at local libraries. Agriculture partnered with Public Libraries and two local farms, Vaughan Family Produce and Flanagan Farms, to provide fresh produce at Kempsville Library and the Meyera E. Oberndorf Central 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, September 2nd. Both farm stand participants reported sales to 200+ customers each week, resulting in service delivery to 5,200 citizens. 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 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. Due to the success of this year’s program, the department plans to replicate the program in the upcoming growing season providing opportunities at additional library sites.
9 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. At this time there are only two produce auctions held in the state of Virginia. This program helps support the local farmers in their effort to supply the public with the freshest produce and encourages our restaurants to use more local products on their menus.
Alternative Field/OLF and Night Training (Oceana Naval Air Station)
(Economic Vitality (EV): Initiative owned by Robert Matthias, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Work with governor when Navy completes EIS and releases report
• EIS process on F-35 expected to begin the first quarter 2011 - effect on OLF effort unknown
• Navy to lease Franklin airfield for E2 and E2c FCLPs. May negate need for OLF
• EIS process on F-35c, the Navy version, for the east coast is now not expected to begin until 2020 or later.
• The Navy is pursuing the lease of an alternative landing field for E2s and E2cs to perform FCLP (Field Carrier Landing Practice). These negotiations are ongoing. A decision is expected during first half of calendar 2012.
• The Navy has moved E2 and E2c FCLPs to Wallops Island which reduces congestion at Fentress and NASO.
• The Navy wishes to have an alternative site for Field Carrier Landing Practices (FCLPs) to relieve congestion at Fentress Auxiliary Landing Field (ALF).
Status : The Navy has completed a lease for Wallops Island to use for FCLPs for E2s and E2cs. These operations started in October 2013.
APZ Land Use and Redevelopment
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Connected Community; Thriving Economy
Activities:
• Marketing and Public Relations for APZ1 program
10 • 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 : To date, a total of 52 non-conforming commercial properties have been eliminated in Accident Potential Zone 1 (APZ-1) and the City has committed a total of $2.4 million to 25 businesses to promote compatible uses within the Zone. Of that total, the Development Authority has awarded $1.7 million in Economic Development Investment Program (EDIP) grants for projects under the YesOceana program, leveraging more than $16.5 million in new private investment. This year, major locations and expansions within the program included: YUMJACK, Workplace Solutions, Inc., BFPE International, Architectural Graphics, and DAVCON, Inc. Last year’s acquisition of the London Bridge Commerce Center eliminated 22 nonconforming land uses from the APZ-1 district.
Highlights of this strategic acquisition include: • Eliminating 40,000sf of retail/office space which represents a 13% reduction in the APZ-1 commercial non-conforming inventory. • Assembling a critical mass of property for redevelopment in an attractive location with immediate interstate access. • Providing employers an attractive relocation alternative within a district that offers unique incentives and enhanced forms of business assistance.
Business Innovation Center: Development
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy; Unique Environment
Status : Item was requested in the Department’s FY13-14 budget but not funded. Department continues to work with key parties to refine requirements and identify additional resource opportunities. The Department is working with the Peninsula Technology Incubator and the City of Hampton on a technology initiative that would establish a “fab lab” (fabrication laboratory) program to assist technology-oriented manufacturers in product development and innovation. Funding streams are being identified, to include grant money from the U.S. Department of Commerce.
Space has been reserved in new office in Phase V of Town Center for the provision of an Innovation Lab. Occupancy is scheduled for summer 2014.
11 Centerville SGA
(Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment
Activities:
• Draft Plan due to city (review period July-August) • Phase 3 Draft Plan - Public Meeting
• Final Plan - Planning Commission Approved
• Final Plan - City Council Public Hearing for comment
• Final Plan - City Council Public Hearing
• Plan approved by City Council
Status : The project began in May 2012 with a series of meetings designed to explore existing conditions and seek stakeholder input on the strengths, weaknesses and opportunities in the Centerville SGA. A public meeting was held May 3, 2012 to show results of the initial analysis. A Design Charrette and public workshops were held during the week of June 4, 2012 to review design principles and illustrate concepts for what Centerville could look like in the future. The draft plan was presented to the public in September 2012, and a number of concerns were raised by stakeholders. In response to these concerns, the plan was revised and presented at an additional public meeting in December 2012. Early in the 2013, the consultant team and City staff fine-tuned the final draft of the Centerville SGA Plan in response to comments by the public and some Steering Committee members. All Steering Committee members expressed their support for the SGA Plan at their final meeting on February 11. On February 12, City Council was briefed on the final draft plan, and on February 13, Planning Commission voted unanimously to approve the plan. A City Council hearing for public comments was held March 12, during which several speakers spoke in favor of the plan. The City Council voted unanimously to adopt the Centerville SGA Plan at their March 26 hearing.
Economic Development Action Plan
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Quarterly meetings with Mayor and Council Liaisons
12 Status : Monthly business and marketing activity updates are provided to the Virginia Beach Development Authority and Council liaisons. Annual marketing plan is presented to the City Manager’s office for review and concurrence. Semi-annual updates on business activity are provided to City Council, to include an annual briefing by the VBDA chair of the past fiscal year activities and accomplishments. Council received the VBDA FY 12/13 Annual Report and FY 13/14 marketing plan on September 17. The Director provides quarterly updates to the Mayor and Manager’s office of key Economic Development projects and activities, as well as to review plans for the Department’s upcoming quarter. Council was briefed on the Department’s new Digital Marketing program on October 15.
Economic Incentive Funding
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Exploring allowable funding mechanisms as part the Updated Economic Development Strategy and Target Industry Strategy
• Open International Office
• The VBDA reviewed and approved a revised EDIP policy on 9/21/10. Subsequently, City Council approved the revised EDIP policy on 9/28/10.
Status : In its FY 2013/14 budget, City Council approved a 5-cent increase in the local cigarette tax to benefit economic development projects. The Open International Office opened in February 2013.
Energy Related Business Strategy
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• The Department of Economic Development incorporated the analysis of a power and energy business cluster strategy into the work being completed by the consultants that were hired to provide recommended target industries and cluster.
13 Status: Power and Energy Analysis was examined and explored by the Department of Economic Development's Target Industry Consultant as part of the City's Economic Diversification Plan. This item was not recommended as a target industry for the Department of Economic Development to actively recruit; however, Alternative Energy is included as a sub-section of the Economic Development Department’s high-performance manufacturing target industry sector and responsibility for the sub-section has been assigned to a Business Development Manager, who manages the Department’s activities in that area. This person attends alternative energy-related conferences and trade shows, is developing target marketing materials, and works closely with public and private sector partners involved with developing alternative energy policies and initiatives at the local, state and federal levels. This Manager has also been appointed to the Mayors Energy Advisory Committee. New initiatives for inclusion on the City’s Energy ScoreCard have been identified by the Committee and are under consideration.
International Business Attraction: Strategy and Action
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Diverse Community; Thriving Economy
Activities:
• Report on business attraction activities
• Evaluate results
• Brazil-American Chamber of Commerce Meetings & Seminars
• Defense & Technology Marketing Mission Israel
• Marketing Mission and Defense Manufacturers Association Seminar UK
• Hannover Messe Trade Fair Germany
• ITEC 2009 Defense Technology Trade Show Belgium
• Southeast US Japan Trade Conference and Marketing Mission-Japan
• Headquarters Outreach Mission Germany
Status : Virginia Beach is currently home to several outstanding international companies, and as such are part of the Economic Development Strategic Plan efforts to expand and diversify our international base. Forty-seven percent of all international companies in Virginia Beach are based in Germany, and of those, fifty-seven percent serve as U.S. or North American headquarters for their parent companies. Of all international companies located in Virginia Beach, at least twenty have established their U.S. or North American headquarters in the City.
14 During FY 2012-13, the Department continued its international marketing programs, resulting in a seventy-five percent increase in international prospect activity. Staff participated in nine overseas marketing trips to nine different countries. During CY 2013, five major business announcements were made by international-based companies. In addition, during the FY 2012-13 budget process City Council approved the funding for an international consultant within the department of Economic Development budget. This International Consultant represents the City through marketing and public relations services to promote and identify companies, specifically IT and high performance manufacturing interested in growing operations in the US. The Consultant’s office helps identify new target markets in Europe, organize marketing and trade missions to Europe, maintain close connections with the headquarters of existing European companies operating in Virginia Beach. In February 2013, the Department engaged the firm of PSD Global and opened its first European office in Dusseldorf, Germany. During 2013, the European office scheduled 75 corporate meetings for VBDED, identified at least 25 new leads, introduced more than 40 new business contacts, and assisted with five events (3 trade shows and 2 marketing missions).
Military and Related Business Strategy
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Connected Community; Diverse Community; Thriving Economy
Activities:
• Military Advisory Committee Established by City Council
• First Meeting of the Military Advisory Committee
• 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.
Status : The Military Economic Development Advisory Committee meets monthly to assist the Department of Economic Development with military related initiatives. Current activities include the discussion of the future of the defense related industry, and how to position the City of Virginia Beach to diversify the economy, the continued development of a military Website focused on the military community and contracting opportunities, and a "Command Visit" strategy: MEDAC members and VBDED staff provide 5 to 6 briefings each year to Commanding Officers and key staff for military commands based in Virginia Beach, focusing on activities within the City as well as programs available to family members and exiting service members.. Additionally, the MEDAC meetings include defense industry presentations by representatives of existing Virginia Beach defense companies. 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.
15 A joint meeting with similar committees in Norfolk and Hampton is being scheduled to address more regional issues. The Economic Development Department has also assigned a Business Development Manager responsibility for working specifically with Defense and Government-related contractors, with an emphasis on assisting them in expanding their target client markets. The Department works closely with the Commonwealth of Virginia in promoting its new “Go Global” Defense Initiative that provides grant funding to Defense-related companies in developing new business and marketing plans for diversifying their markets.
The Department is also working with several local Defense companies to establish a Cyber Security Target Cluster/Center of Excellence Initiative in Virginia Beach to help them expand into more private sector opportunities.
Regional Shared Services
(Quality Organization (QO): Initiative owned by Catheryn R. Whitesell, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Conclude Phase I of project
• Issue report of results
• CAO meeting to review results and consider additional initiatives.
Status : The Hampton Roads Partnership has piloted a project that includes the cities of Virginia Beach, Chesapeake, and Norfolk to share services. The goal of the project is to share services more effectively and efficiently with a goal of saving taxpayer dollars. The committee includes representatives from the Hampton Road Partnership, the three cities, and five sponsoring area businesses. With the Hampton Roads Partnership dissolving the City Managers and Council liaisons from Virginia Beach, Chesapeake, and Norfolk are meeting to consider ways to continue the project of identifying areas were the Cities can improve efficiencies by sharing services. The final report on Phase I of the project was issued in September 2013.
16 Research and Development Strategy
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Funding request for a Bio-Cluster consultant was submitted with the FY 12-13 Budget which was not approved by City Council.
Status : VBDED has initiated a comprehensive program to assist target industry companies. Following completion in FY 11/12 of revised target industry study, individual business development team members were assigned specific target industry sectors with the responsibility for both existing industry retention as well as new business attraction. New target industry marketing and resource materials are being developed for each industry sector. Marketing missions are developed around each sector. Each VBDED email and e-newsletter is developed based on a target sector theme. VBDED is working with education and workforce development partners to identify workforce needs by sector and create appropriate supporting programs/resources; manufacturing sector workforce training program was being launched Fall Semester 2013 by TCC. Funding to engage a Bio/Life Sciences consultant was approved by City Council for FY 13/14 budget. The RFP is in the finalization stage and will be issued January/February 2014.
Town Center - Phase IV
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Term Sheet for Phase IV Approved by VBDA
• Phase IV Development Agreement Approval
• Term Sheet for Phase IV approved by City Council
• Approve Development Agreement
• Acquire Property
• Expand Westin Conference Center (On hold)
• Office Development - Block 2 (On hold)
• Town Center Phase IV - City Council consideration
• Begin Construction - Block 9 (On hold)
• New Beacon Space completed in Westin tower office space
• Closed on Beacon Building
17 • Block 9 cleared and interim parking lot constructed
• Council extended option agreement for remaining land in core area; provided Phase IV is allowed to expire
• Exploring Opportunities for Future Development / Phase IV on Hold
Status : Town Center Phase IV was approved by City Council on January 13, 2009. Construction has been delayed due to overall conditions in the national economy. Phase IV continues to be on-hold.
Town Center - Phase V
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Term Sheet approved • Begin construction
Status : Construction is ongoing. Completion of office tower will be in summer 2014.
Town Center West Expansion
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Consideration of Appraisal and Funding Options
• Appraisal of property was due
• Appraisal received
Status :
Consideration of Appraisal and Funding Options will be undertaken in January 2014.
18 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
Activities:
• Explore feasibility of one-stop center
Status : Economic Development is working with Opportunity, Inc. to open a One-Stop employment center for civilian defense contractors affected by sequestration. Currently waiting to finalize the receipt of a grant from the Federal Office of Economic Adjustment.
19
Other Council Initiatives
Economic Development: Measures and Reporting
(Economic Vitality (EV): Initiative owned by Warren D. Harris, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Periodically report activities
Status : Monthly business and marketing activity updates are provided to the Virginia Beach Development Authority and Council liaisons. Annual marketing plan is presented to the City Manager’s office for review and concurrence. Semi-annual updates on business activity are provided to City Council, to include an annual briefing by the VBDA chair of the past fiscal year activities and accomplishments. The Director provides quarterly updates to the Mayor and Manager’s office of key Economic Development projects and activities, as well as to review plans for the Department’s upcoming quarter.
20 Goal 2: Create a Financially Sustainable City Providing
Excellent Services
City Council's Priority Initiatives
Disaster Recovery / Organizational Resiliency
(Quality Organization (QO): Initiative owned by Matthew B. Arvay, James Spore)
Vision Element(s):
Connected Community; Thriving Economy; Unique Environment
Activities:
• Resiliency Scope & Objective Phased Planning
• Strategy Analysis
• Define Governance Structures
• Risk Analysis (In progress.)
• Disaster Recovery Framework (In progress.)
Status :
CIT-Disaster Recovery Phase IV(a) – Data Center Backup Power and Security This Phase includes improvements to the City's Operations Data Center in Building 2. The data center has experienced and is currently susceptible to power failure and security breaches. This is due to multiple single points of failure. This exposes critical business and public safety functions to unacceptable levels of downtime. These improvements have been requested to bring the data center to an acceptable Tier III level of reliability, safety and recovery. Facility Risk Analysis Results:
Will be Risks Mitigation Addressed as Impact Discovered Recommendation Part of this Project
If power went down and Install a 2nd generator The generator is old the generator failed, the that is made in the and hard to get parts for City would not have a United States where because the product is YES network or computing spare parts are readily produced outside of the environment for agency available. This work is United States. applications. currently underway.
Install a new electrical If power went down for Power and backup distribution system (in the computing equipment power is unreliable at progress) with or air conditioning, the the primary data center. redundant power and City would not have a YES There is a single path cooling sources. Install network or computing for power and cooling new UPS and Automatic environment for agency distribution. Transfer Switches applications. (ATS). 21 Goals and Objectives
Estimated Goal Objective Impact Time Frame
Increase security The security cameras will be installed capability Install inside and around the data center and 11/1/13 - surrounding the data Security 24/7 monitoring along with weekly / Completed center Cameras monthly reporting will also be available.
The new automated transfer switch will automate the transfer of power in case Improve and Replace the utility source is down or automate load existing faulty maintenance is needed that requires 11/9/13 – transfer capability in automatic down time. The new ATS will also case of utility source transfer Completed remove the requirement to call up the failure Switch (ATS) utility (Dominion) to turn off power for any necessary maintenance.
A 2nd generator will provide nd Reduce risk of data Install 2 additional backup power as well as July 2014 center outage generator allow for isolation of the data center and a/c unit.
Connect ATS Reduce risk of data to both Jul 2014 center outage generators
Reduce risk of data Install 2nd ATS Aug 2014 center outage
Increase backup Install UPS’s Aug 2014 power supply
Employee Compensation - New Model
(Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s):
Thriving Economy
Activities:
• Pay Structure and Pay Practice Survey
22 • Alternative Pay Structures and Pay Practices
Status :
An overview of the history of the current compensation system was provided to the Management Leadership Team (MLT) on June 14, 2012. A national survey of pay structures and pay practices among municipalities was conducted and results shared with the MLT. Possible pay structures and pay practices were also discussed. A follow-up meeting was held with the MLT January 2013. Discussions were held with department directors to obtain feedback on possible modifications to the City's pay practices. As a result of these discussions, changes to the City's Overtime and Standby pay practices became effective July 1, 2013. Even with the changes to the Standby policy, the City's practices remain more competitive than the surrounding cities.
Healthcare Plan
(Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s):
Thriving Economy
Activities:
• RFP process and award of health care services in 2012
• Three-Year Strategy to be presented to School Board and City Council
• Recommendation for Plan Year 2012 (Joint Meeting with School Board)
• Responses to City Council/School Board
• Joint City Council & School Board Meeting
• Health Plan Change Recommendations for 2013
Status : Wellness for Life was implemented with the goal of early detection of conditions known to be prevalent and to cause a negative impact on health and therefore on healthcare costs. A joint City Council/School Board presentation on the Affordable Care Act, health care trends, and recommendations for 2014 occurred in June 2013.
Based on feedback to further look at cost reduction options, recommendations were modified and were included for the 2014 plan year. Healthcare recommendations for 2015 were presented at a joint City Council/School Board meeting on December 10, 2013. Decisions on 2015 healthcare offerings are scheduled to occur in January/February 2014.
23 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
Activities: • Identify practices to increase minority contracting • Increase community education/information on contracting opportunities with the city
Status : For FY 2013, City expenditures to minority vendors were $12.9 million, which represented 5.37% of total city expenditures, a slight increase from 5.2% in FY 2012. Minority firms received 9.37% of goods and services contracts, but only 1.68% of construction contracts. The Small Business Enhancement Program approved by City Council and implemented in August, 2012, focuses on increasing small business participation throughout City procurements. Results of the program have not matured to the extent to be reported at this time. This program was developed to rely on the prime contractors to make sufficient efforts to obtain minority participation when available. The City has been certified through the Virginia Department of Transportation under the Urban Construction Initiative Program which will track minority participation in federally funded roadway projects. This program is still in the transition phase, and the City has not assumed full responsibility for all of the program aspects at this time. The 15th Annual Minority Business Council Conference and Expo was held on November 7, 2013, with speakers and workshops for attendees on how to increase their business with City departments as well as other regional and state agencies. The City of Virginia Beach was recognized and honored by the Commonwealth of Virginia for its efforts to embrace diversity. The City was awarded a Governor’s 2013 Diversity Award by the Commonwealth and was the only municipality to be so honored, receiving the “SWaM Innovation and Best Practices Award” for 2013 in recognition of its outstanding efforts and effective programs in this area.
Landfill/SPSA: Options: Comprehensive Waste Management Strategy
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Thriving Economy
Activities:
• Present 5 Year Requirements to City Council (Complete)
24 • Complete study of alternatives analysis and nuisance abatement techniques
• Briefing on long term future options for SPSA and VB Landfill (CAO/SCS Report)
• Brief City Council
• Present Post 2018 Disposal Options to City Council
• Adopted City Council Resolution regarding membership commitment
• Completed Draft Use and Support Agreement and obtained legal reviews
• SPSA Board submission of a comprehensive landfill CUP application
• Municipality ratification of the MOA
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 Post 2018 SPSA. Resolutions have been passed by all member communities expressing support for continuation of SPSA. The Post 2018 SPSA Technical Committee is currently working to draft a Memorandum of Agreement, which will ultimately form the basis for new Use and Support Agreements.
Technology Plan
(Quality Organization (QO): Initiative owned by Matthew B. Arvay, David L. Hansen)
Vision Element(s):
Connected Community; Diverse Community; Learning Community
Activities:
• Technology Plan: Needs
• Technology Plan: Funding • Conduct technology review by Gartner and Associates.
Status : Following are Four Main Strategic Areas of Focus with initiatives that support each area:
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 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 we consistently meet the expectations of our customers.
25 • S-1: Create a Business Relationship Management (BRM) function within ComIT. Individuals serving in this new role would proactively engage with other City Departments to learn their respective business issues and problems and work collaboratively with ComIT staff in planning, design, deployment and enhancement of IT applications and IT services to help address these issues and problems. • S-2: Define IT processes and services. Well-defined IT processes and services are critical for ComIT to reliably establish, communicate and meet the performance expectations of the City’s numerous internal and external customers. This initiative involves a significant maturation in all processes and services, but especially in Release Management (software package updates) and Incident and Problem Management. • S-3: Acquire tools to help enable implementation of IT processes and services. A suite of IT service support management (ITSSM) tools can help enable the effective and efficient delivery of ComIT’s evolving process and service capabilities. The suite should include IT Self-Service tools. • S-4: Reorganize ComIT to support a service-centric business model. ComIT’s current organization structure needs be aligned to support a service-centric and customer- focused model. This change in organizational structure must be implemented to enable other service-related transformation initiatives involving resources and improvement in internal processes. • S-5: Develop stronger resource capacity planning and management capabilities. ComIT needs to develop the capability to analyze, plan and manage resources across the organization – and not solely within current departmental silos. This competency will allow the Department to better balance its workload with available resources, which in turn will help ComIT to meet project commitments and service level expectations of its customers. • S-6: Modernize IT job classes and specifications. Nearly half of ComIT’s technical workforce is working under a set of Systems Analyst or Programmer Analyst job specifications that have not been revised since 1990. Additionally, most of the City’s current IT job classifications/series are radically misaligned with roles needed in a service optimized and customer-centric IT organization. Both of these issues will continue to negatively impact ComIT’s ability to attract and retain IT staff in a competitive regional market.
Building Better Business Solutions: Getting smarter in the way we manage our business systems and applications means leveraging the solutions we already own on an enterprise level to benefit a greater number of users. It also involves looking at our applications as a portfolio and looking at ways to keep the cost of development and support down, while increasing quality and user satisfaction.
• B-1: Formalize business analysis and documentation processes. ComIT needs to formally develop guidelines and standards for interacting with its customers to define, document and validate business processes and requirements. By establishing this business analysis framework, ComIT can more clearly identify the stated and unstated business needs of its customers and more ably address these requirements in the business solutions it develops.
26 • B-2: Mature Application Portfolio Management (APM) capabilities. This initiative is focused on maturing ComIT’s APM organization and processes to ensure repeatability and efficiency in the Department’s application development work. The anticipated benefits include increased responsiveness to customer requirements, prioritized guidance and automated portfolio management processes. • B-3: Investigate “best fit” management practices. This initiative involves reviewing results from ComIT’s initial application portfolio assessment to understand what is working well for applications that were rated highly. By leveraging lessons-learned about high-performing functions and applications, ComIT can improve service delivery – via an adaptable management model, “right-sized” operational costs and appropriate matching of applications and management practices • B-4: Establish an innovation framework. This initiative is focused on developing a framework that adequately support new and fluid application development processes. The anticipated benefit is a stronger capacity for ComIT to fulfill customer requirements and to accommodate fast-changing processes and overall organizational agility. • B-5: Improve capability for Departments to conduct their own analysis and reporting. This is an enterprise wide initiative that would allow employees across the City to more easily access existing information systems to conduct their own analysis and reporting. The anticipated benefits would be savings in employee time and effort for analysis and reporting activities, as well as more timely access to information required to support decision making. A critical element of this scope is improved analysis and reporting for information in the City’s Oracle ERP system. However, users of other City applications also indicated a need for improved analysis and reporting functionality. • B-6: Leverage functionality in existing systems to automate key business processes. The scope of this initiative is to configure and deploy modules in selected COTS systems in which the City has already invested to automate business processes that are largely manual and paper-based. Possible examples include code enforcement and plan review workflow capabilities in Accela and work order management functionality available in Hansen. Additionally, the City may be able to expand its existing Oracle ERP footprint to automate accounts payable processes and possibly provide employee performance management and/or automated workflow and enterprise content management (ECM) functionality. • B-7: Implement an enterprise-wide Customer Relationship Management (CRM) solution. An enterprise CRM solution would help provide a 360-degree view of any citizen who contacts any City Department requesting information or services. Integration with other city systems could also support automated routing of work orders and follow up responses to citizens when a service request is fulfilled. • B-8: Provide citizens with better access to City services and information. Citizens and businesses increasingly demand that the City become more open and transparent in the sharing of information. Similarly, they also expect the City to run more like a modern business, with opportunities to make payments and submit service requests online. This initiative is focused on improving vbgov.com to provide both interactive capabilities and enhanced search functionality – via online and mobile access options.
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• B-9: Design and build interfaces between systems. Much of the data that Departments require for operational and reporting purposes is maintained in other City applications – or in systems maintained by the State or other external entities. Building interfaces between these internal and external systems could significantly reduce the manual and paper-based exchange of information, while also improving the currency and quality of data. • B-10: Provide appropriate training to end users of the City’s enterprise applications. A good deal of the functionality and utility of the City’s enterprise applications may not be efficiently or effectively leveraged if end-users aren’t well-versed in how to use these applications. Providing training in how to best use these enterprise applications helps ensure that the City is maximizing the value of its IT investments. • B-11: Implement an Enterprise Content Management (ECM) System. An enterprise ECM solution would allow departments to take control of their content and, in doing so, boost effectiveness, encourage collaboration and make information easier to share.
Some of the core components of an ECM suite are: o Document management. Core capabilities include check-in/check-out, version control, security, and library services for business documents. Advanced capabilities include compound document support and content replication. o Image-processing applications. These applications enable users to capture, transform and manage images of paper documents. o Workflow/business process management (BPM). This refers to supporting business processes, routing content, assigning work tasks and states, and creating audit trails. o Records management. This allows for long-term retention of content through automation and policies, ensuring legal, regulatory and industry compliance. Strengthening Governance: Going forward, we need to involve our 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 also requires that we consider the business benefit and total cost of ownership of all proposed business solutions – and the resources ComIT has available to support them.
• G-1: Establish an IT Investment Review Board (IRB). An IRB should be led by the MLT and comprised of individuals representing the City’s business leadership. The IRB should be responsible for 1) reviewing and approving proposed investments in new or enhanced business applications/solutions; 2) deciding the relative priority of each approved investment within the City’s IT project portfolio; 3) monitoring the status of each project; and 4) reviewing and approving proposed changes in ongoing projects. ComIT should assume a supporting role in this process. • G-2: Require business case justification for IT investments. A business case should be required to justify any proposed IT capital investment and for any approved CIP project that has not yet begun.
28 A business case, when properly prepared and evaluated, helps ensure that the City invests only in IT capital projects that have a legitimate ROI or other business benefit and considers the long-term total cost of ownership (TCO) the City would incur to develop, maintain and support the proposed investment. • G-3: Establish a Project Portfolio Management function within ComIT. The Project Portfolio Management role would support the IRB, CIO and Project Management Office (PMO) in prioritizing and managing the City’s portfolio of IT projects. This function is critical to establishing sound governance – the individual in this role would provide enterprise-wide visibility into the actual costs and benefits of the City’s IT projects and support the IRB in prioritizing and managing current details/status for approved IT projects. • G-4: Establish an Architecture Review process. ComIT needs to set up an Architecture Review Board (ARB) to work with the CTO, Director of Applications and the CIO to develop and/or refine the City’s conceptual architecture and architecture principles, as well as review proposed changes to the enterprise architecture (EA). The ARB can help ensure that proposed new applications/solutions are compliant with approved enterprise architecture, and consequently ensure that the City invests in solutions that ComIT can effectively support and maintain. • G-5: Broaden Project Status Reporting. Reports on the status of ongoing IT projects should be presented to the IRB and should include actionable information regarding the cost, schedule, work complete, risks, issues, etc. for each project in the approved IT project portfolio. Details should be sufficient to allow IRB to resolve critical issues, review/approve change requests, and suspend or cancel troubled projects when warranted. On-line dashboards could be developed later to present the status of active IT projects at any time. • G-6: Establish a flexible application architecture. This initiative involves developing a flexible application architecture framework that is forward-looking, while addressing cost and efficiency objectives. Leveraging results from Gartner’s Application Portfolio Analysis, the City’s application architecture standards should particularly address business value factors of integration and complexity, as well as technical value indicators of scalability and extensibility. Compliance reviews of application architecture standards would be included in the ARB processes outlined in Initiative G-4.
Improving Infrastructure and Operations: Improving the processes and technologies we use to store, manage, protect and access the City’s data and communicate with each other is fundamental to our vision to make information available to our customers anytime and anywhere. This also involves looking at ways to increase network bandwidth, reduce our cost of operations, and ensure our critical systems are operational and accessible when we need them the most.
• I-1: Implement a Next Generation Network (NGN). Expand network fiber to connect 66 identified off-campus locations to the municipal campus and implement network redundancy between six facilities (super-sites). The proposed solution would provide improved services for Voice, Data, Video and Internet.
29 This investment is expected to have a life expectancy of over 30 years and aligns well with the city’s current strategies of 1) Engage in Systems Thinking; 2) Maintain a Long-Term View; 3) Achieve Multiple Positive Outcomes; 4) Be Proactive and Prevent Problems; 5) Create Relationships and Partnerships; 6) Ensure Sustainability; and 7) Create an Accurate, Positive Community Image. In addition, this also aligns to the sociological factor of technology advancements within the City’s 2040 vision and may have a direct impact on a 1) Connected Community; 2) Learning Community; and 3) Diverse Community. • I-2: Implement an enterprise data storage solution. With the advent of new digital still image and audio/video technologies and their day-to-day use in the performance of business and mission functions, the City of Virginia Beach Police and Public Utilities Departments’ are producing an ever increasing number of sizeable digital data objects that require storage sharing, long term retention and management. The objective of this Initiative is to acquire and implement additional network-based digital data storage to support increasing current and long term digital data storage needs of the City of Virginia Beach. • I-3: Implement an enterprise data integration solution. The City of Virginia Beach maintains data in numerous different systems, using a variety of platforms and data formats. Integrating data from these systems is increasingly important to conduct analysis and reporting for operational purposes, as well as to meet the public demand for enhanced openness and transparency. This solution would provide the technology foundation to enable data integration citywide. • I-4: Maintain the integrity and security of corporate information. This initiative encompasses a comprehensive set of tasks aimed at maintaining effective information security policies and procedures, as well training programs to raise information security awareness and conducting periodic assessments to ensure that employees throughout the City are following these policies and procedures. • I-5: Retire the City’s mainframe platform. The City’s mainframe costs are exceptionally high, when compared to peers in Gartner’s benchmark study. There are approximately 10 applications still running on the mainframe today – only two of which are heavily used. ComIT should develop and execute a plan to migrate these remaining applications off the mainframe and retire this platform. • I-6: Develop and implement a Disaster Recovery/Business Continuity (DR/BC) plan. ComIT has already begun work to define and implement a DR/BC plan for the City. Completing this plan and executing it are critical so that the City is assured access to its critical information systems and data during and after a major hurricane or other similar disruptive events. • I-7: Develop a sustainable funding source for essential technology infrastructure. As Gartner’s infrastructure and operations benchmark report indicates, the City of Virginia Beach is underinvesting in core technologies that support the applications and information system services that end users often take for granted. Windows and data storage spending for the City is less than its peers in the benchmark study, while data network investment is nearly half that of IT organizations in Gartner’s peer comparisons. Although ComIT is developing plans for making improvements in these areas, the City needs to establish a reliable long-term funding mechanism to ensure these core technologies are maintained and sustained.
30 A chargeback model may be an equitable option, as it provides a means for users to pay for the services that ComIT provides. • I-8: Develop, fund and execute a City-wide radio system strategy. The City’ has prepared a Radio Sustainment Plan which addresses many current gaps highlighted in Gartner’s assessment. The City now needs to develop a Citywide radio system strategy that includes an objective evaluation of alternative solutions/approaches, governance mechanisms to support lifecycle investment decisions and sustainable funding to ensure that all components of the recommended system are properly maintained and supported once deployed
VRS/Defined Contribution
(Quality Organization (QO): Initiative owned by Patti Phillips, David L. Hansen)
Vision Element(s):
Thriving Economy
Activities:
• Implementation of the hybrid pension plan for all new hires effective January 1, 2014.
Status: The 2012 General Assembly enacted three major areas for change to VRS: 1. All employees in Plan 1 of VRS (hired prior to 7-1-10) are required to contribute 5% of their salary to VRS beginning July 1, 2012. City Council and the School Division each elected to phase this requirement in at 1% per year for 5 years. The City is also required to increase employee salary by the same percentage as the employee contribution to VRS. 2. All Plan 2 employees (hired after June 30, 2010) already pay 5% of their salary to VRS; however Plan 2 as well as Plan 1 employees not vested at January 1, 2013 will have changes in their calculation of retirement benefits, primarily a lower multiplier and a 5-year calculation of average final compensation. 3. A Hybrid Pension Plan is required for all new hires (excluding public safety) beginning January 1, 2014. Existing employees have a one-time window in early 2014 to opt into the Hybrid Plan. Retirement benefits will be based on a 1% multiplier defined benefit as well as a defined contribution component with required employee and employer contributions. In addition, there are short-term and long-term disability components that must be managed. The City Payroll Office has added a staff person to manage the hybrid administrative requirements, including the disability component. The City Council also adopted a new Paid Time Off (PTO) program for hybrid employees only. While a totally defined contribution plan was not enacted, the changes made by the 2012 General Assembly are expected to reduce overall costs over time. The City is fully prepared to implement the hybrid plan effective January 1, 2014 for all new hires as well as those that may opt in.
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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
Activities:
• CIP full funding for construction authorized
• CIP funding for design appropriated ($210,000)
• Begin Construction
• Development of Design Build Strategy and Bridging Documents
• Issuance of Request for Qualifications
• List of Contractors Eligible to Receive Proposal
• RFP Advertised
• NTP issued
• Station Final Completion
• RFP Proposals Due
• RFP Completed and Issued
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 contract completion date is January 23, 2015.
Chesapeake Beach Fire and EMS Station Replacement
(Safe Community (SC): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• Real Estate and Fire Department researching optimum locations for new fire station
• Property Acquired at Shore Drive and Greenwell Road
• Consider funding in CIP package identified by City Council
• CIP funding for design appropriated ($300,150)
32 • CIP funding for construction appropriated ($2,701,350)
• Station Final Completion
• Award Design Build Contract
• Architectural bridging documents developed for design/build RFP
• RFP Issued to Prequalified Firms
• Start Construction
• Station Substantial Completion
• Dedication Ceremony
Status : The Chesapeake Beach Fire and EMS Station is to replace the current fire station located at Pleasure House Road, which was constructed in 1964. The new station will be located at the intersection of Shore Drive and Greenwell Road. The new station will be a two-story, 14,000 square foot building with three apparatus bays. The Design Build Team is P. G. Harris Construction with HBA Architecture & Interior Design, Inc. The project will be LEED certified with a geothermal heat pump system, full generator power, and is designed to withstand Category 2 hurricane winds.
Final completion was September 23, 2013.
The total project budget is $5,664,885 with $3,575,379 in the Design Builder's contract.
City Operations: Energy Efficiency and Alternative Fuels
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Thriving Economy
Activities:
• Take steps to improve energy efficiency of city/school facilities.
Status : Virginia Beach implemented an energy/utility tracking software project called EnergyCap. In June 2013 - the City of Virginia Beach (CVB) has received the Louisville Award for Innovation in Government from the Government Finance Officers Association (GFOA) for its new Energy Software Program. The GFOA recognized this initiative as a contribution to the practice of government finance that exemplifies outstanding management. This special award is designed to recognize an exceptional accomplishment that introduces a new concept or technique with enduring value to the government finance profession and the last time an entity received the Louisville Award was in 2008.
33 In 2013, we expanded the use the electronic invoicing program (EnergyCap) to include Virginia Natural Gas (took over a year to negotiate). These invoices, combined with the Dominion Power electronic invoices, increases our electronic invoicing to program to approximately 1000 invoices per month. This program is time saver as it allows us to get the detailed energy information off of the bills without any hand keying. In 2013, in partnership with ComIT, a new Intranet web page on beachNet was created where Energy usage reports can be uploaded so that city staff can review their department’s usage of electric, natural gas, fuel, water, and sewer. The reports provide a comprehensive view of the city’s energy costs and consumption, which helps us identify specific areas where we can eliminate waste and conserve energy.
In 2013, we also completed:
• A utility bill audit in partnership with City Auditor's office with projected ten year savings of over $600,000; • The first energy Performance Contract (ESCO) negotiated and implemented for the City of Virginia Beach that provided guaranteed energy savings at the Great Neck Library, Second Precinct, Public Works Waste Management Staff Facility and Fire Station #11; • LED energy retrofit project at the Contemporary Art Center (MOCA); • Energy retrofit loop project at the Central Plant; • Implementation of the City's first energy training program with 286 "Energy Champions" trained to date; and, • Oversight to the City’s Energy Program that reduced electrical use in City Buildings by 15%, with an estimated savings of 12,221,755 kWh which equates to $1,038,849 (using a conservative 8.5 cents per kWh).
Diversity-Core Strategy
(Quality Organization (QO): Initiative owned by Regina Hilliard, Cindy A. Curtis)
Vision Element(s):
Diverse Community
Activities:
• Core Strategy: Diversity
Status : An Inclusion and Diversity Council (IDC) was created to support this core strategy within the organization. In July 2012, the IDC conducted the City's first cultural assessment through the consulting firm of PRISM International. The goal is to establish a baseline for gauging the diversity tolerance for our organization. Information on citywide feedback has been compiled, as well as department data. The City's Action Plan, updated for 2013, now includes actions to be achieved that are related to the feedback from the cultural assessment.
34 The IDC completed its 2014 – 2016 Strategic Plan which continues to highlight efforts toward creating awareness around Diversity & Inclusion as a result of the Cultural Assessment. Actions and activities that are included in the Strategic Plan and that took place this year include two Lunch Time Activities: one, a discussion on Inclusive Language When Working with Persons with Disabilities, and the other a discussion on Diversity Myth Busters. In September 2013, the Inclusion and Diversity Council (IDC) spearheaded the creation of the Hampton Roads Diversity & Inclusion Consortium (formerly the Regional Roundtable) of public and private sector organizations to meet quarterly to discuss the business case for Inclusion and Diversity. The Consortium’s mission is to create a regional learning exchange for employers to share ideas, initiatives and best practices on the value of Diversity and Inclusion. The goals of the Consortium include providing a venue in which to discuss and share how organizations can increase their diversity and inclusion awareness efforts in the workplace, utilize various opportunities within the region to elevate awareness of diversity and inclusion, as well as develop and maintain resources that may be used by organizations in their ongoing diversity and inclusion efforts to support and promote diversity and inclusion in their workplaces. Also this year, the IDC, along with the University of Akron, received the 2013 Diversity Council Heart & Hustle Award. The Heart & Hustle Award recognizes certain Diversity Councils that have demonstrated extraordinary efforts and results which distinguish them as an example within their industry.
Emergency Preparedness and Recovery Plan/Public Awareness Campaign (Safe Community (SC): Initiative owned by Steven R. Cover, David L. Hansen)
Vision Element(s):
Thriving Economy
Activities:
• Public Awareness of Emergency Preparedness
Status : The City and its agencies provide a wide range of programs (VBCERT, VBMRC) to train residents in preparedness and to assist the city in response and recovery to an event. VBTV and vbgov.com continue to provide the messages of preparedness and to cover the ongoing training and exercises the city personnel conduct to be ready for all hazards. In 2014, there is a need for increased education in recurrent flooding issues in our city, continuing the messages of make a plan, get a kit, stay informed and continuing our dialog with special events promoters on safety at the oceanfront for residents and visitors.
35 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
• Shelter Plan for Kellam High School
Status: We completed the Pet Shelter Plan for Great Neck Rec Center. A tabletop and functional exercise were completed in May 2013. Training for staff interested in assisting with the Pet Shelter is ongoing and Animal Control staff has the lead in conducting the training. OEM is looking at future grants to purchase additional supplies for a future shelter at Bayside
Recreation Center.
In June 2013, the Medically Friendly Shelter Committee conducted a set-up exercise at Salem High School with the new supply trailer received from the Hampton Roads Metropolitan Medical Response System. It was a success and we are looking to conduct an exercise in 2014 at the new Kellam High School. Kellam High School is almost complete and will open in January 2014. Human Services staff and OEM have had a preliminary walk-through and will complete the General Sheltering Plan in 2014 prior to hurricane season so that it will be an available shelter for the 2014 season.
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
• Recruitment
• Targeted Recruitment
• Selection
36 Status : The City's 5-year EEO/Diversity and Inclusion Plan covering January 2010 through December 2014, was completed and disseminated March 2010. Reporting requirements have been revised to combine the City's EEOP Plan with the Workforce Planning and Development Plan. The combined plan will now be due every other year. Next report was due June 2012. However, since updated census data from the Federal Census Bureau was delayed until fall 2012 and the report due date was postponed. In August 2013, a meeting was held with key stakeholders from various departments to discuss the combined plan - what would make the plan more useful for departments. A follow-up meeting is being planned, which will include discussion of the combined plan template based on the feedback received.
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, they maintain an inventory of those city owned properties and coordinate an interdepartmental team that reviews and recommends disposition. Within the past year twenty (21) parcels have been sold, generating revenue in the amount of $2.4 million. In addition the effort to keep Oceana Naval Air Station here in Virginia Beach, six hundred and eighty (680) units were acquired, 595 residential and 62 commercial units were reduced in the APZ1 and Clear Zone, and 1,669 acres in the ITA/RAA area.
37 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:
• Perform (SCS Engineers) regional solid waste post 2018 study. CVB's share of study is $96,107.93. A resolution to support the study was approved by City Council on January 8, 2008.
• Develop Memorandum of Agreement for Member Cities
• Develop Resolutions of Support to Continue SPSA.
Status : Staff from the eight member localities has formed a Solid Waste Technical Committee to discuss the merits of continuing a regional SPSA approach for solid waste disposal beyond the January 2018 expiration of the current Use and Support Agreements. This committee has been meeting for the past year, with facilitation provided by the HRPDC. The monthly meetings have led to concurrence by all member localities that a continuing SPSA is valuable, and all of the members’ councils/Boards have approved non-binding resolutions to continue developing terms for a Memorandum of Agreement, which will be completed by December 31, 2014. A new conditional use permit to expand the SPSA landfill will provide the option of landfilling solid waste at a reduced cost than is currently paid for waste-to-energy.
Thalia Fire & EMS Station Replacement (Town Center)
(Safe Community (SC): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Thriving Economy
Activities:
• Thalia Fire & EMS Station Site-New: Acquire
• CIP funding for design appropriated ($575,000/ FY11)
• CIP funding for ladder truck order appropriated FY11 ($1,300,000)
• CIP funding for construction appropriated ($5,750,000)
• Site acquisition finalized
• Explore public/private partnership
• Increase appropriations for fourth bay and 7,500 square feet to project for second story and Administrative Offices for Fire Department ($2,471,532 FY12)
• Station Completion
38 • Award Design Build Contract
• Architectural bridging documents developed for design/build RFP
• Start Construction
Status : The Town Center Fire & EMS Station is to replace the current Fire & EMS Station 7 located on Thalia Road, which was built in the 1950s. The new station is being constructed on the south side of Columbus Street, next to the post office, on an undeveloped plot of almost two acres. The new station will be a two-story, 24,500 square foot structure: the first floor of 17,000 square feet will be the new Fire & EMS station (four equipment apparatus bays with space to expand to five). The second floor is designed to provide 7,500 square feet of office space for Fire Administration. It will be a LEED certified building with a geothermal heat pump system, full generator power, and is designed to withstand Category 2 hurricane wind speeds. The total project budget is $9,435,000. Utilizing a design-build concept, the design build team of Virtexco Corporation and RRMM Architects was awarded the contract to build this project. Construction is nearing completion and should wrap up in late January 2014 and occupancy will occur in February 2014.
Thalia Fire/EMS Station Conversion Project
(Safe Community (SC): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Unique Environment
Activities:
• Develop Scope of Work and Project Estimate
• Project Funding Authorized • Design Contract Awarded
• Design Complete (including DSC site plan approval)
• Award Construction Contract
• Project Complete
Status : Project design is underway and is scheduled to be finished by April 1, 2014 in order to advertise the construction contract for bids. The construction contract should be awarded by July 1, 2014 with a December 31, 2014 project completion date.
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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. • Seek League of American Bicyclist Friendly Certification
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 FY13 the Shore Drive shoulder widening westbound was completed March 2013 and 6 miles of existing roadways were striped to better accommodate more space for bike riders. For FY14, for Shore Drive improvements eastbound from Diamond Springs to Greenwell is estimated to start in spring 2014. 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 2013 the City's paths and on-road accommodations totaled over 238 miles.
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
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Status: This roadway widening is in the current CIP as two projects: Centerville Turnpike - Phase II is the segment from Indian River Road to Kempsville Road and is fully funded in the amount of $31M, of which $18 million is local dollars. Phase II is anticipated to begin construction on July 2016. Centerville Turnpike - Phase III is the segment from Kempsville Road to Lynnhaven Parkway and is programed for design start in FY18. These projects include improvements along Centerville Turnpike and the Indian River Road, Kempsville Road, and Lynnhaven Parkway intersections.
Lesner Bridge
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• Complete NEPA document
• Complete 90% Design
• Begin Utility Relocation
• Complete Utility Relocation • Advertise for Construction
• Award Construction Contract
• Begin Construction
• Complete Construction
Status : Design, permitting, acquisition and utility relocations are complete. Project bid opening occurred on December 20, 2013. Construction start is scheduled for March 2014 and completion in March 2017.
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.
42
Status : The General Assembly approved the historic HB2313 during the 2013 Session. It provides for a change for gasoline and other fuels taxes to a sales tax. It also creates regional taxes in Hampton Roads and Northern Virginia for transportation. The regional tax in Hampton Roads will provide at least $200 million a year, which will grow to close to $250 million over the next 10 years, and will provide substantial funds at the state level. With these new funds, the state will be able to perform much-needed deferred maintenance on highways over the next several years, reversing the crossover of using construction dollars for maintenance funding. However, the Federal Highway Transportation Fund legislation expires in September 2014. Virginia uses 44% of the federal funds for maintenance. If the federal government does not extend highway funding, the state could defer most of the new construction and use those funds for maintenance instead. The new HB2313 legislation stipulated that the new regional funds could not be used for local projects such as Laskin Road, etc. It also disallows the regional funds for transit projects such as an extension of The Tide. The Hampton Road Transportation Planning Organization (HRTPO) has adopted a request that the General Assembly establish a bond funding authority in the 2014 session. They have also established a funding mechanism for most of the major projects including the Patriots Crossing, etc. Also, the Commonwealth has provided $114 million to start work on expanding I-64 on the Peninsula. These funds will allow the road to be improved in the near term to three-by-three lanes as far as the Fort Eustis Interchange. The TPO has also endorsed a comprehensive set of regionally significant projects to be constructed with the enhanced funding provided in HB2313.
Lynnhaven Parkway XI Project
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• VDOT complete design
• Determine source for fully funding construction
• Complete Private Utility Adjustments • Advertise for construction • Award Construction Contract
• Begin Construction
• Complete Construction
43 Status : The project has been awarded for construction. Construction start is scheduled for January 15, 2014 and completion on September 30, 2016.
Princess Anne Road Project Phase IV (VDOT Legacy Project)
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Thriving Economy
Activities:
• Complete Private Utility Adjustment
• Complete Construction
Status : Construction is underway and the project is 95% complete. This project is scheduled to be completed in April 2014. The project is funded at $61.4 million of which local contribution is $10 million and Federal ARRA funds were received for this project.
Princess Anne/Kempsville Intersection Improvement Project
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• Begin Construction
• Complete Construction
Status : Construction is underway and is approximately 65% complete. This is a $90.1 million roadway expansion and realignment. Acquisition costs were $49.7 million and utility relocation was $4.1 million. The construction contract is $27.3 million. Engineering, street lighting, landscaping and contingency make up the remaining $10 million. Construction completion is scheduled for August 2014.
44 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 : The General Assembly authorized new funding for transportation through HB2313 during the 2013 session. This means that besides the statewide available funding provided through additional taxes, there will be approximately $200 million available to the Hampton Roads Transportation Planning Organization (HRTPO). The region has identified a series of projects of regional significance. These include: • I-64 widening on the Peninsula, which has been broken down into four segments, which would take the project to the TPO boundaries. The total cost of these projects is over $600 million. • The Third Crossing which has been broken into three segments including the Patriots Crossing (i.e., the extension of I-564 over to I-664), I-664 widening and the Craney Island connector • I-664 widening on the Southside and I-64 in Chesapeake. The General Assembly has approved $5 million for environmental work to be completed on this project, which will cost $1.7 billion plus an additional $350 million for the Bowers Hill Interchange improvements. • The High Rise bridge • Route 460 – A construction contract has been signed at a cost of $1.4 billion composed of funds from the Commonwealth and some toll funding • Interchange improvements that include the Fort Eustis Interchange of $150 million at the widened I-64. • The I-64/I-264 Interchange in Norfolk and Virginia Beach at $310 million (includes the Greenwich Road Flyover). • The SPSA overpass at the regional landfill at $20 million. The TPO has developed and revised a prioritization process. This will provide more “bank for the buck” scores for all of the projects and will comply with HB2313’s mandate that the projects reduce congestion as much as possible. Possibly left unfunded are local projects of regional significance like Laskin Road in Virginia Beach, Virginia Beach Boulevard in Norfolk, and several others. The region will have to establish a financing plan for these.
45
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 FY2011 by approving a ROW allocation from the water and sewer enterprise fund. The FY13 pavement overlay program included application of 103 land miles of surface sealant and completed 136 miles of Roadway and associated turn lanes and markings, and additional 103 lane miles of road received sealant and crack seal treatments to extend service life of the pavement. This year's plan continues to be focused on arterials and collector roads.
FY13 Reconstruction Projects:
• Hungarian Road • Elbow Road • 58th Street The FY14 paving plan includes 159.86 lane miles and the reconstruction efforts include parts of Dam Neck Road, Shore Drive, Landstown Road, and four intersections of North Landing/Indian River, Virginia Beach Blvd/Thalia, Indian River Road/Reon, and Independence/Pembroke extended shoulders on Shore Drive with construction along with the needed paving to accommodate bike use.
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)
46 • Complete Citizen Safety Improvements
• Shore Drive Phase II: South Oliver to Treasure Island (on hold pending funding)
Status : Shore Drive Phase III is under design. A major scope item has been added to this project which includes additional stormwater infrastructure to alleviate recurring flooding in the Eastern Shore Drive Corridor. Start of construction is scheduled for June 2015. Shore Drive Phase IV funding has been transferred to Phase III and is not funded for construction in the current CIP program.
Virginia Beach Transit Extension Study
(Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• Obtain funding for EIS
• Proposed as part of Comprehensive Plan and Master Transportation Plan Updates
• Planning Commission Public Hearing • City Council Public Hearing and Final Consideration of Mass Transit Policy as part of the Comprehensive Plan • Notice of intent to prepare DEIS (Draft Environmental Impact Statement) for Transit Extension Study
• TOD Overlay - Strategic Growth Area Plans
• Public Meetings - Hilltop Alignment (Feb 6th, 10th & 12th)
• Council Briefing on Hilltop Alignment • Development of Phase II (DRPT project) - Regional Long Range Transit Plan scheduled to complete development plans
• City Council Briefing (tentative scheduled date)
• City Council Briefing (ridership and cost projections update)
• Collect TIDE ridership information September 2011 through August 2012 (Analyze Data)
• Restart AA/SDEIS
• VBTES Public Hearings (April 18, 22 & 25) - Station Planning
• Formal DEIS Public Comment Period and Public Hearings
• Complete Draft Environmental Impact Statement (DEIS) and submit to FTA for review
• Tide Ridership Survey completed
• City Council decided to hold referendum November 6, 2012
• Tide Ridership Survey Summary
47
• Referendum on Light Rail approved
• Initiation of Final Environmental Impact Statement (EIS) by FTA
• Council selects Locally Preferred Alternative (LPA) and completion of DEIS
• Draft Environmental Impact Statement (DEIS) Letter of Intent Sent
• Purpose and Need sent to Federal Transit Authority (FTA) • Cost and Ridership for Norfolk Southern ROW Alignments and ridership and cost for Hilltop Alignments
• Brief City Council on DEIS
• Public meetings (September 23-26)
• Adoption of the LPA into the Long Range Transportation Plan (LRTP) by the TPO Board
• Completion of EIS and Record of Decision (ROD) - for Oceanfront alternative
• Completion of EIS and Record of Decision (ROD) - for Rosemont alternative
Status : After a pause in the study to evaluate actual ridership figures for the Norfolk Tide and completion of the referendum, the Virginia Beach Transit Extension Study (VBTES) resumed by Hampton Roads Transit (HRT) at the direction of City Council in November 2012. The first step was to study a possible Laskin Road alternative alignment, in addition to the Rosemont and direct Oceanfront options. The preliminary findings of this alignment were presented to City Council on January 22, 2013. Follow up presentations were then held regarding Laskin alternatives, costs and ridership on February 19, 2013 followed by public meetings for the Hilltop alignment station locations. HRT's development of a Draft Environmental Impact Study (DEIS) has continued as scheduled. A design workshop with Virginia Beach engineers/technical staff was held in late August 2013. City Council received another study status briefing on September 17, 2013 to discuss public meetings scheduled for September 23-26, 2013. The purpose of the fall public meetings were to discuss ridership and cost as to be presented in the DEIS. The discussion of a Locally Preferred Alternative (LPA) will begin shortly after the public meetings and the completion of the DEIS in July 2014. A private proposal by a group led by the Philip A. Shucet Company was submitted in March 2013. In regards to the private proposal that was submitted in March, the City opted to provide a reasonable time frame for other submittals. On June 4, 2013, City Council was briefed and on June 11, 2013 City Council formally accepted the unsolicited proposal for further review and invitation for competing proposals. On June 23, 2013 Public Notice was posted for Competing Conceptual Proposals. On October 21, 2013, the City received two proposals from Parsons Construction Group and American Maglev Technology. In order to help review and evaluate the private proposals in relation to the VBTES, a City Task Force was established and first met on October 21, 2013. The task force is comprised of senior City staff as well as economic, legal and technical consultants with extensive experience in mass transit initiatives.
48 On November 12, 2013 City Council received a briefing on the private proposals and accepted the proposals for consideration. A timeline has not been determined to review and potentially select a private proposal. City Council will be briefed on the Hilltop alignment on January 14, 2014. HRT will host three meetings on the alignment February 6-12, 2014.
49
Other Council Initiatives
Laskin Infrastructure and Road Improvement (Gateway)
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• Citizen Advisory Committee Meetings to Discuss/Review Project Status • Met with Huntwick Condominium Residents • Phase 3 Improvements - Start construction
• Phase 4 Improvements - Start construction
• Complete Construction of Phase 3
• Complete Construction of Phase 4
• Complete Sculpture Installation
• Project Dedication Ceremony
Status : The final phase, Phase IV, of the project was completed in September 2013. This completes the Laskin Gateway project. The fountain and sculpture were formally dedicated on October 12, 2013.
Nimmo Parkway Project - Phase V (VDOT Legacy Project)
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Connected Community
Activities:
• Complete Design
• Start Construction
• Complete Construction
Status : Nimmo V is a $60.4M project of which the local funding is approximately $38.6M. The project is approximately 60% complete. Nimmo V's substantial completion date is July 16, 2014.
50 Wesleyan Drive Project
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Active Lifestyle; Connected Community
Activities:
• Design to 100%
• Start construction
• Complete construction
Status : The City of Virginia Beach is providing project management for both the Virginia Beach and Norfolk portions of the project. Construction began February 2012 and is substantially complete. Final completion is scheduled for January 15, 2014. This project is almost fully funded by Federal and State funds ($11.6 million Federal, $2.9 million State and $1.1 million local).
51
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, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Diverse Community; Learning Community; Thriving Economy; Unique Environment
Activities:
• Work with the Community Coalition to build awareness of 2040 Vision • Increase “buy-in” and action aligned with 2040 Vision
Status : The Community Vision creates a mental picture that inspires and challenges - by describing real results and reflecting the highest standards for our community. To achieve the Vision, it must be grounded in specific strategies to move toward the desired future. As a result of one of the Vision’s Bold Steps, on October 23, 2012, City Council passed a resolution establishing the ongoing 2040 Vision to Action Community Coalition to monitor and measure the planning and implementation of the Community Vision. This past year the group invested their time in organizing and building a shared understanding of the Vision with the new members. Based on the Vision’s Elements and Bold Steps, they developed a committee charter, mission statement, and annual work plan. The Committee received presentations from the Strategic Issue Teams that highlighted how the Vision Elements are impacting their portion of the 3-year strategic plan. They also heard about the Sustainability Plan and how it aligns to the Vision Elements. In addition, the City Manager discussed Stewardship, Community Alignment, current regional efforts, and the City’s efforts in engaging citizens as partners. In September the Committee co- chairs presented the Vision to delegates from Japan, Norway, Northern Ireland, the Philippines, and Nicaragua at the Global Economic Development Assembly as part of the Virginia Beach Sister Cities 50th Anniversary Conference “Virginia Beach in the Global Economy”. Distinguished guests were impressed with the information and provided support and favorable comments. The co-chairs also presented the Vision and the Human Rights Commission’s 65th Annual International Human Rights Day. The presentation emphasized the Diverse Community Vision Element.
53 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 - First Dredging to Begin
• Obtain Permits
• Willingness Complete
Status : Staff is working with the agencies regarding the Joint Permit Application review and approval. Anticipate receiving Joint Permit Application (JPA) approval by late summer 2014 with construction to begin late 2014/early 2015.
Community Livability Plan - Green Run Community
(Cultural & Recreational Opportunities (CRO): Initiative owned by Michael J. Kalvort, Cindy A. Curtis)
Vision Element(s):
Active Lifestyle; Learning Community
Activities:
• Engage with and support the Green Run Community in development and implementation of a comprehensive community building strategy
Status : The Green Run Community Engagement Initiative continues to grow and evolve. The Green Run Community Leaders (GRCL), which began as a sub-committee at the start of the initiative has continued to meet (nearly) monthly since January 2012. The group, comprised of residents including GRHA members, GRYL representatives, Administrators from neighboring VBCPS, faith community, not-for profits, Juvenile Probation, Police and Parks and Recreation has become a standing committee. The transition of leadership from City workers to the community began in January 2013. The community is now the “leading partner” with City’s support. A great deal of progress has been made in addressing those areas/issues (shown below) that prevent Green Run from being perceived as a “Livable Community” as defined by the residents:
54 Youth Development – Recreation, Education, Civic Engagement: Requests for Proposals issued in January and May generated responses from multiple, diverse community-based organizations and VBCPS. Contracts were awarded to serve Green Run youth during the school year and summer, as follow: • Green Run Homes Association (GRHA) for Green Run Youth Leaders – Youth Leadership and Civic Engagement • Joy Ministries Kids Club (tutoring) and Lighthouse Learning Center (Literacy)* • Men of Faith Saturday Innovation STEM (Science, Technology, Engineering, Math) Program* • StarLight Creative Arts Center Weekend and Summer Arts Development Programs – (Visual arts, Dance, Theatre and Music)* • Rosemont Elementary School Girls on the Run (fitness – character building)* • Rosemont Elementary School College Exposure (all 5th graders)* • United in Him – Twin Canal Youth Program – (Youth Development/ Exposure)
2013 distributions to community based organizations total $92,483.
*2nd service contract The Green Run community has a strong athletic program - T.U.F.F. - involving over 200 youth in Spartans football, basketball and cheerleading which, until recently, was supported by the GRHA. Following the separation, conflict between the two groups escalated to a level that required intervention/mediation, currently being facilitated by VBPD and Parks and Recreation. The Green Run Youth Leaders (GRYL), middle and high school youth who reside in Green Run, was formed and initially staffed by a Parks and Recreation employee. Keeping their commitment toward sustainability, the GRHA now staff and fully support GRYL.
Crime –Safety and the Perception of Safety: According to VBPD stats, crime is down in GR. Their efforts, in cooperation with residents have led to a reduction in crime and a decrease in the length of time between criminal act and arrest. Allocated resources include but are not limited to Ready Response, Community Policing, Truancy Abatement and Crime Prevention Teams. As relationships with residents strengthen, they are more inclined to notify police when their safety is jeopardized. According to the VBPD 2013 Neighborhood Survey Summary, fewer 1st and 4th pct. residents report perceiving their community to be unsafe than in all other areas surveyed. The GRCL requested that the question, “How well do you know your neighbors?” are added to the survey to collect data on neighbors current capacity to be the first line of safety. 48.5% of respondents reported knowing their neighbors ‘moderately or better’.
Volunteer Resources’ presentation of Neighbors Helping Neighbors was the catalyst for GRHA joining the NextDoor program - a vehicle that promotes safety, as well community cohesion. There are currently 90 members registered. While GRHA has not resolved the issue of Twin Canal visitors parking in Green Run neighborhoods, additional signage and giving VBPD authorization to enforce trespassing violations, seem to have diminished the “problem”.
55 Community Image: In addition to decreased crime and citizen engagement improving GR’s image as an unsafe place to live, Green Run Charter School opened in September beginning with a 9th grade class of 125 students. The community views this as a contributor to an improved image. They also planned more community-wide celebrations in an effort to instill community pride.
In addition, volunteers such as Green Run Churches United (GRCU) are consistent in serving the residents. In 2013, they planned and hosted two large events, including the Easter Egg Hunt and the 2nd Back to School Bash, giving away an estimated 700 backpacks filled with school supplies. A GRHA member attends their monthly meetings and GRCU is represented at the GRCL meetings. This consistency and “cross-fertilization” support sustainability.
Sustainability: Keeping their commitment to take ownership and sustain the community engagement initiative, GRHA has assumed leadership - setting the agenda and chairing meetings. They planned and hosted the town hall meeting in May to share their progress with the Mayor and City leadership and to engage other citizens. In an effort to not be seen as an extension of the GRHA, they arranged to move the monthly meetings to the TCC-City Library. Short term actions include selecting a name for the group, developing a structure, creating a website and expanding membership.
Community Livability Plan - Western Bayside Community
(Cultural & Recreational Opportunities (CRO): Initiative owned by Michael J. Kalvort, Cindy A. Curtis)
Vision Element(s):
Active Lifestyle; Learning Community
Activities:
• Open Gym Program Begins
Status : There has been sustained progress in some areas, as a result of the Western Bayside Community Engagement Initiative. Recreation and youth development/enrichment activities, partnerships and collaborations and crime are some of the areas that are most impacted.
Youth Development – Recreation - Enrichment: The Open Gym Program at Bayside Middle School (BMS) ran through the end of the 2012- 13 school years, ending its 4th full year. The community has taken advantage of the program over the years, even considering the opening of Williams Farm Recreation Center.
56 However, we will continue to monitor attendance to determine the need to continue this program element.
Enoch Baptist Church, the recipient of a $60,000 service contract with the City for a Western Bayside Summer Camp that served 110 youth, received no deficiencies on the program’s audit, performed by the City Auditor’s Office. We will likely enter into a contract with Enoch for the 2014 summer camp, as the RFP provided an option for a multiple year contract pending the results of the audit. As in 2012, Parks and Recreation supplemented participants’ activities with a week-long adventure camp for teens, exposing them to canoeing, kayaking and archery. Enoch Baptist Church has, essentially, led the charge in fulfilling the community’s goal of increased recreational opportunities. This fall, they began organizing the Upward Basketball League, for Western Bayside youth. Students on the tri-campus have scheduled access to the Media Room at the Williams Farm Recreation Center
Crime –Safety and the Perception of Safety: According to the VBPD 2013 Neighborhood Survey, Western Bayside residents’ perception of safety, overall, has not improved. Crime in the Western Bayside neighborhoods appears slow to have a sustained reduction likely due to the lack of community cohesion and environmental design. However, Community Policing and related initiatives are apparently having some impact, as reflected in recent reports. VBPD’s active participation in Community Day festivities has obviously strengthened relationships with residents.
Partnerships and Collaborations: WBCU members meet monthly and plan strategically on how to best utilize and share resources in order to optimize their impact. Their collaborative efforts include operating and maintaining a community garden, worship services, shared space and community celebrations. Their 2014 spring community day is planned for May 3rd. Western Bayside Churches United in partnership with the NAACP and Vision Church hosted the Back to School Community Day on August 24th, 1 – 4 p.m. at Williams Farm Park, giving away 400 backpacks filled with school supplies and providing an additional 200 individuals with school supplies. Since July, Virginia Wesleyan leadership has held three meetings with Western Bayside stakeholders including VBCPS, Parks and Recreation, VBPD, WBCU and other representatives from the faith community toward partnerships and making community engagement a part of the college’s culture and all curricula. To further the relationship, the Wesleyan Community Relations Director attends WBCU monthly meetings and involves students in their projects. While we have had many successes in Western Bayside, we recognize that there are many groups that are still not connected and increasing effective partnerships remains a goal. However, there is evidence that progress is being made.
57 Parks and Recreation and Police have increased involvement with the groups. Our goal is to continue serving as a catalyst for strengthening these relationships in order to work together toward shared outcomes. In partnership with VBCPS and Men of Faith, Enoch Baptist Church is in its 3rd year as a Day Watch suspension intervention program.
Comprehensive Plan Update
(Quality Physical Environment (QPE): Initiative owned by Jack Whitney, James Spore)
Vision Element(s):
Connected Community
Activities:
• Develop process for Update
• Initiated process
• Notification received to proceed with organizing City Council sponsored public open houses
• Complete advertising and logistics to conduct public open houses
• Complete public open houses and begin compiling comments
• Complete 3 public information meetings on draft comp plan
• City Council public hearing
• Draft Comp Plan released and posted on vbgov.com
• Planning Commission reviews and provides guidance to staff to prepare their recommended comp plan
• City Council briefing on PC recommended plan
• City Council action on Plan
• Planning Commission Public Hearing
• Planning Commission Workshop Held
Status :
Last Comp Plan Update 2009. Work to begin on new Comprehensive Plan in January 2014.
58 Gang Strategy: Next Steps
(Safe Community (SC): Initiative owned by James A. Cervera, James Spore)
Vision Element(s):
Connected Community; Unique Environment
Activities:
• Virginia Beach Gang Reduction Program is now in place. Full scale prevention module will be instituted late spring of 2009 with a series of community based meetings. • Smaller community based gang forums are now instituted. Officers from the four precincts have been trained to lead these neighborhood based forums and educate the public on gang awareness.
• Gang Intel/Street Crimes Enforcement is ongoing with multiple criminal justice agencies
• Enhanced Neighborhood Based Training for Citizens-Focus shifted to smaller neighborhood forums for 2008
• Enhance public information on graffiti reporting and removal
• Continue Regional Participation
• Gang Prevention Programs
• Major Cities Chiefs Association (MCCA) Criminal Intelligence Enterprise (CIE)
Status : "Initiate a gang strategy comprising four steps:
• Conduct a gang forum; two community-wide forums have been conducted. More focused forums will be presented to various civic groups. Like crime prevention presentations on other specific topics, gang presentations will be on-going to community groups, the CAC's, etc. on a frequency based upon community interest/concern and the status of gangs in the City. • Appoint a gang task force; A multi-agency Gang Task Force has been in place since prior to this initiative being formalized, and is working on enforcement, intervention and prevention measure.. The Phoenix Gang Interdiction Program is being offered thru the Court Services Unit, and the Richmond GRIP Model is being studied for possible adaptation to our needs. • Discuss problems and actions with neighboring cities; this has been a historical approach to addressing all crime trends, and will continue to be so, in perpetuity. • Determine the direction of police programs on gangs. Aside from being the force behind the Gang Task Force and the presentation of the forums, the PD continues to monitor the limited gang activity currently on-going in the City.
59 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 to Consider Adoption
• 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. Real Estate staff is preparing the petitions for certification through our Attorney’s Office. A date for the City Council Public Hearing for adoption of the proposed SSD has not yet been set. The JPA should be submitted within 1 year after adoption and the construction phase should begin 2 years after adoption.
Green Ribbon Incentives
(Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, James Spore)
Vision Element(s):
Learning Community
Activities:
• Right-of-Way Width and Minimum Paved Width Requirements adopted by Council
• Energy Efficient Building - Tax Incentive Ordinance
• Solar Panels and Equipment Tax Incentive Ordinance
• Reduce Stormwater Runoff
• LEED for City
• AIA Sustainable City Study
• Fast Track for LEED Projects
• Environmental Stewardship Awards
• Integrated Site Design Guide
• Amendments to Parking Ordinance
• Site Stabilization Ordinance
60 • City Sustainability Plan/Implementation Recommendations
Status: Integrated Site Design Guide: The Integrated Site Design Guide will ultimately replace the current and somewhat outdated Landscaping Guide. Over 100 participants put the draft Guide to the test and provided valuable input. Workshops were held with stakeholders to review the concepts in the draft Integrated Site Design Guide. Participants included civil engineers, land planners, landscape architects, architects, developers, builders, public sector staff, garden club members, and other civic organizations. Staff is currently completing revisions. It is anticipated that the final draft will be released for additional public comment in early 2013, with a final document prepared for City Council’s consideration by late spring 2013. City Sustainability Plan: The Environment and Sustainability Office (ESO) is working on the final edits to Virginia Beach’s first sustainability plan entitled, A Community Plan for a Sustainable Future. Working with consulting firm Clark Nexsen, the ESO has drafted a document that reflects the direction of the Steering Committee, the research of sustainable initiatives throughout North America, the input of City staff as well as the information from the inventory of existing City initiatives, as well as comments made by our citizens and stakeholders at numerous public input meetings and focus groups. A briefing to the City Council to reveal the final draft of the Plan is scheduled for January 22, 2013. The Plan is tentatively scheduled for
consideration for adoption in February 2013.
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 to Consider Adoption
• Execution - First Dredging to Begin
• Easement Ordinance
• Obtain Permits
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. A City Council Public Hearing for adoption is scheduled for January 14, 2014 with survey work commencing shortly thereafter. The Joint Permit Application (JPA) should be submitted within one year after adoption and the construction phase should begin 2 years after adoption.
61 Some issues regarding ownership of the bottomland in Harbour Point still need to be worked out as McLeskey currently owns the rights to the bottom. However, McLeskey owns 5 properties within the Harbour Point SSD and did sign the willingness petition.
Housing Resource Center
(Family and Youth Opportunities (FYO): Initiative owned by Andy M. Friedman, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Council decision on design funding
• Council decision on construction funding
• Potential facility opening
Status : August, 2013: Project funded for design in FY 13-14 budget. Procurement of architect completed. Design to begin in January, 2014. This will include a master plan for the entire Witchduck Rd. site to insure that additional potential development is not precluded and that the project is compatible with the surrounding area. The need for this project was validated by the study of the VB Homeless Services system, completed in April by a consultant under contract with the City and the Hampton Roads Community Foundation. A regional approach to services provided at the center will be taken wherever appropriate or possible to reduce costs and increase effectiveness. Staff participates in the ongoing work of the Regional Task Force to end homelessness and sub-groups which are working on these issues.
Neighborhood Safety: Evaluation and Direction
(Safe Community (SC): Initiative owned by James A. Cervera, James Spore)
Vision Element(s):
Connected Community
Activities:
• First Precinct: Holland Road-Enforcement and Prevention efforts are ongoing • Second Precinct Enforcement efforts in Atlantis & Friendship Village neighborhoods are ongoing • Third Precinct: 326 Area Initiative-Patrols and selective enforcement is ongoing to ensure neighborhood safety and enforcement of housing related codes • Fourth Precinct Enforcement efforts are ongoing in the Level Green Area with planned patrols and common nuisance search warrants.
62 • Precinct Structure Analysis
Status : "Evaluating neighborhood safety and identifying neighborhood problems" are the basics of community oriented policing and will be "on-going" in perpetuity. In essence, it is what we do. We have experimented with so-called "storefront" facilities in the past in Level Green and Weblin Place. We realize little to no return on investment by staffing such facilities to accommodate walk-in contacts. Our resources are better spent on the streets and in the communities. Police services are best when delivered to our citizens, rather than requiring them to come to us. Additionally, monies to acquire and maintain such a facility are both scarce, and better spent on other needs. We met on August 5 to begin discussions regarding a potential change in precinct boundary lines to better distribute calls-for-service workload among the 4 precincts. Such a change will require significant computer work to implement. The Second Precinct has met with management of Atlantis Apartments to discuss activities in the housing area. The precinct has developed a trespassing strategy for the Virginia Beach Convention Center with respect to addressing homeless criminal violations, and has developed a proposal to hire an outreach worker to address homeless concerns at the oceanfront. The Third Precinct worked with the Lake Edward Community and was successful in reactivating the Lake Edward Civic League. The Civic League met monthly throughout 2013. The installation of new officers for 2014 took place on December 16, 2013. The Third Precinct partnered with Faith Based Community and Parks and Recreation to hold two Western Bayside Community Days with a focus on safe community. The Community Days were held on May 4 and August 24, 2013. The First Precinct continues to meet with our community members to address all of their concerns in regard to the Holland Road corridor. While enforcement strategies have been extremely successful in mitigating these problems, the First Precinct continues to monitor this area throughout all shifts. The precinct meets with the Citizens' Advisory Committee on a monthly basis to learn about their concerns in the area and then strategies are developed to address those concerns. The dates for the Citizens' Advisory Committee meetings in 2013 were February 5, March 5, April 2, May 7, June 7, October 1, November 5, and December 3. Level Green continues to be an area of focus for the Fourth Precinct. On August 6 the following neighborhoods, with support from the Fourth Precinct and Crime Prevention, participated in the annual National Night Out event: Level Green Civic League, Abindon Village/Framingham Village/Dorchester Village. On December 12 members of the Fourth Precinct and Parks & Recreation met with Regent University staff to discuss the possibility of hosting a summer youth program that would include youth from Level Green, Green Run, and the Bayside communities.
63 Old Donation Creek Neighborhood Dredging SSD
(Quality Physical Environment (QPE): Initiative owned by Phil A. Davenport, David L. Hansen)
Vision Element(s):
Unique Environment
Activities:
• Analysis Completed
• SSD Ordinance - Adoption Complete
• Execution - first dredging to begin
• Obtain Permits
• Advertise Contract
Status: The Old Donation Waterways Special Service District project received all required environmental permits in December of 2013. Rather than requiring Old Donation to await the completion of the Western Branch project before it could begin, the Western Branch contract is being modified to include the dredging of the Old Donation Waterways. Advertisement is anticipated for February 2014 with bids opened in March 2014 and work to begin by May 2014.
Open Space Program and Funding
(Cultural & Recreational Opportunities (CRO): Initiative owned by Barbara Duke, Cindy A. Curtis)
Vision Element(s):
Unique Environment
Activities:
• Explore additional funding sources.
Status : The Virginia Beach Outdoors Plan, adopted by City Council on November 18, 2009, outlines open space acquisition needs for 1,200 additional acres through the year 2026. As of July 2012, 1,012 acres have been acquired and the program has met 84% of the 2026 goal. In order to fully fund the two most recent acquisitions, Pleasure House Point (108 acres) and Rock Ministries Property (792 acres), Open Space funding was supplemented by various grants and loans as well as the Oceana and Inter-Facility Traffic Area Acquisition Program. $500,000 in new funding for the Open Space Acquisition Program was appropriated in the FY13 budget. The Open Space Advisory Committee is committed to reaching 100% of the 2026 goal and will continue to use available funds as seed money and will continue to find ways to supplement acquisitions with alternative sources and methods.
64 Updating the Virginia Beach Outdoors Plan was initiated in spring 2013 and will include incorporating the new open space/park strategies that are part of the Strategic Growth Area master plans.
Pleasure House Point
(Cultural & Recreational Opportunities (CRO): Initiative owned by Michael J. Kalvort, Cindy A. Curtis)
Vision Element(s):
Unique Environment
Activities:
• Develop property management plan with state and Chesapeake Bay Foundation. • Construct Brock Environmental Center
Status : The Chesapeake Bay Foundation broke ground on the new Brock Environmental Center in August 2013. Parks and Recreation will be working with the Chesapeake Bay Foundation throughout the 18-month construction period to ensure public access to the park and shoreline is not disrupted for any extended period of time, some trails have already been re-routed around the proposed construction area. Parks and Recreation is continuing to work with the Virginia Department of Game and Inland Fisheries to develop a Management Plan for the property in accordance with the conservation easement. The plan will be completed by March 2014.
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
• Beaches and Waterways Commission Briefing for City Council
• Beaches and Waterways Commission Begins Review of Alternative Funding Strategies
65 Status : The Resort Beach project was accomplished with full federal (65%) cost sharing as it had been included in the Corps of Engineers FY 2013 Work Plan allocations. The Sandbridge Beach project was executed using local funding, with Council’s authorization, under a contributed funds agreement. Ocean Park Beach received the sand dredged from the federal channel at Lynnhaven Inlet; approximately 110,000 cubic yards of sand were placed on the beach from the Lesner Bridge west to Aries on the Bay. A work group has been formed pursuant to the General Assembly’s direction, at the request of City Council via the Legislative Package, to develop an expedited and defined process to obtain environmental permits for mining of beach sand from the Chesapeake Bay. Staff from Public Works and Planning is participating in this work group. Our mission is to prepare the way for the future Chesapeake Beach replenishment project through participation in this work group.
Thoroughgood 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 to Consider Adoption
• Execution - First Dredging to Begin
• Obtain Permits
Status : Petitions for the proposed Thoroughgood Cove Neighborhood SSD were mailed out on September 25, 2013. Currently only 60% of the potential property owners have responded positively (after 3 months). The Committee leaders are talking with the neighbors to see if the minimum 80% property owner commitment can be reached prior to requesting Council to adopt the proposed SSD.
66 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, rescheduled for March 2014 bid.
Status : With the completion of the dredged material transfer station the contract to dredge the Western Branch is ready to award. The Old Donation Waterways Special Service District project received all required environmental permits in December of 2013. Rather than requiring Old Donation to await the completion of the Western Branch project before it could begin, the Western Branch contract is being modified to include the dredging of the Old Donation Waterways. Advertisement is anticipated for February 2014 with bids opened in March 2014 and work to begin by May 2014.
67
Other Council Initiatives
Special Service District(s) for Sand Replenishment
(Quality Physical Environment (QPE): Initiative owned by Mark Stiles, David L. Hansen)
Vision Element(s):
Unique Environment
Activities:
• Conduct internal Commission reviews – August 2013 through December 2013 • Conduct public input meetings start January 2014; complete April 2014 • Present recommendations to City Council – June 2014
Status : Currently the only Special Service District (SSD) for sand replenishment that exists is for Sandbridge Beach. As such, the storm protection enjoyed by the residential and commercial properties has resulted in a significant increase in their value. This perpetual guarantee that the beach will be maintained to at least a minimum design level provides a tremendous risk reduction for the owners. Unfortunately the benefits derived from a sand replenishment SSD do not exist at any of our other beaches. The main resort beach and adjacent North End beach received their first replenishment (completion August 1, 2013) since the original federal cost share project was established. The federal funding was obtained through the United States Army Corps of Engineers’ work plan for unused appropriations. There is little hope that future replenishments will receive federal appropriations in the years to come. Croatan Beach receives a littoral drift benefit from both the Sandbridge and Dam Neck sand replenishment projects. No project exists for a standalone replenishment project on Croatan Beach. The Cape Henry Beach received a minor replenishment in 2009 through legal action allowing beach-quality sand dredged from the Lynnhaven channel to be placed on Cape Henry beach. Because of public demand, the project was expanded to a storm protection effort and a truck haul was added to cover the full width of the beach. Cape Henry Beach will not likely receive any additional sand replenishment for at least three years. Ocean Park Beach has historically received the Lynnhaven channel dredged material. They are scheduled to receive the next cycle in fall 2013. Baylake Beach continues to profess their private beach ownership, and there is no sand replenishment project planned for Baylake Beach that involves public resources. Efforts are underway to confirm public rights on Chesapeake Beach, and there is a grass-roots effort by the bay front homeowners to allow the placement of sand on Chesapeake Beach. 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.
68 A need exists to provide storm protection through the placement of sand on our 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 has 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 has begun its deliberations to review and assess the possible options for this to occur. They are expected to complete their review and submit a report to the City Council in July 2014.
69
Goal 5: Be a Competitive, First Class Resort for Residents,
Businesses, and Tourists
City Council's Priority Initiatives
19th Street Pedestrian Connection
(Quality Physical Environment (QPE): Initiative owned by Barry B. Frankenfield, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Unique Environment
Activities:
• Begin Design
• Complete Design
• Property Acquisition
• Begin construction of 19th Street Pedestrian Connection • Complete Construction
Status : Construction of a 5-foot wide sidewalk, along the north side of 19th Street between Arctic and Baltic Avenues has been completed. Design of full streetscape improvements between Artic Avenue and Parks Avenue is at the 30% stage. A public input meeting was held this fall at the Virginia Beach Convention Center. The project is not yet funded for construction. If funded in the FY 14/15 CIP, construction could begin in early 2015. The final design and construction schedule will be closely coordinated with Light Rail and other major development initiatives in this corridor.
Branding: Virginia Beach Naturally
(Economic Vitality (EV): Initiative owned by James Ricketts, Cindy A. Curtis)
Vision Element(s):
Thriving Economy; Unique Environment
Activities:
• Research opportunities to brand and better market Virginia Beach’s outstanding and unique environment.
Status : Development of the Virginia Beach Naturally market segment and research is ongoing.
71 The segment has been incorporated into the FY 2014 marketing plan with unique creative and media strategies, including a full-page feature page on Virginia Beach Naturally activities inside the 2014 Vacation Guide, which is distributed to hundreds of thousands of potential visitors. Planning for the Virginia Beach Naturally promotion is ongoing for future annual marketing plans as well.
Cape Henry Beach Easements
(Quality Physical Environment (QPE): Initiative owned by Mark Stiles, David L. Hansen)
Vision Element(s):
Unique Environment
Activities:
• Acquire voluntary public beach easement dedications from Lesner Bridge to First Landing State Park
• COE obtains permits. Virginia Marine Resources Commission (VMRC) approved permit application subject to an agreement with the City. VMRC granted modified permit (for entire Cape Henry Beach) to include the area west of Jade Street. • Begin first replenishment (pending adoption of federal FY09 budget) • Obtain judgment of condemnation. Court papers were filed March 2, 2009. • Objections to the City’s ability to condemn these easements were denied by the Circuit Court. Rights of entry were also granted. Compensation hearings likely to proceed during the winter of 2009/2010.
• VMRC Meeting
• Completion of Replenishment
• Obtain VMRC permit modification for supplemental truck haul.
• Begin supplemental truck haul
• Complete supplemental truck haul
• Trial to determine compensation
• Obtain voluntary dedication of easements
• Obtain right of entry via condemnation for remaining easements
• Determine compensation of condemned easements
• Compensation phase in the first of the condemnation cases is scheduled for June 7, 2011
• Jury valued easement in first case at $152,000 with no damages to residence
• Hearing on public use/dedication and distribution of award to begin July 18, 2011
• Compensation phase in second trial began August 8, 2011
• City ruled to have existing rights to the beach in first case - 3232 Page Avenue Condominiums
• Second case/Lynnhaven Dunes Condominiums - ruling from court
• We expect a ruling from the Virginia Supreme Court on Friday, November 2, 2012
72 • The Supreme Court remanded the cases for determination of the value of riparian rights. Value determination trial date.
• Value determination trial date
• Riparian rights valuation trial date continued to October 9, 2013 (at Lynnhaven Dunes™ request)
• Condemnation jury valued riparian rights taken by City to have $0 value. Lynnhaven Dunes expected to appeal. Other cases remain pending.
• Deadline for Lynnhaven Dunes to file Petition for Appeal to Supreme Court of Virginia to challenge verdict valuing riparian rights at $0.
Status : The City undertook an extensive outreach program seeking to obtain the voluntary dedication of easements confirming the public’s right to use and the City’s right to maintain the Cape Henry Beaches. This effort was successful with the exception of four properties. On December 9, 2008, the City Council authorized the acquisition of the remaining easements through condemnation, if necessary. The City Attorney’s Office filed legal proceedings in each of the four cases seeking to confirm the pre-existence of the public’s rights or alternatively condemning those rights. On June 29, 2009, the Court granted the City right of entry to allow the U.S. Army Corps of Engineers to place sand dredged from the Lynnhaven Channel onto Cape Henry Beach. This sand replenishment began on November 17, 2009, and was supplemented by truck haul on March 10, 2010. The trial of the first two cases resulted in orders entered in September and October 2011. In both cases, the trial court found that the City had pre-existing rights in the beach seaward of the primary sand dune. Both cases were appealed to the Virginia Supreme Court and the two remaining cases were continued pending outcome of these appeals. The Supreme Court issued opinions in both cases on November 1, 2012. In both cases, the Supreme Court affirmed that the City had acquired public recreation and construction easements by implied dedication and that no compensation was due the owners for those property rights. However, the Court also ruled that the placement of sand on the property of the Lynnhaven Dunes Condominium Association caused a severance of the owners’ riparian rights, and remanded the cases for determination of the value of those rights. The trial to determine just compensation was conducted before a jury of Virginia Beach property owners from October 9-15, 2013. The jury determined that the value of the riparian rights severed by the project was zero. Lynnhaven Dunes has until February 3, 2014 to perfect an appeal to the Supreme Court of Virginia on the valuation trial result. The two remaining cases remain pending. Independently, the City has sought a legislative change to address the severance of riparian rights issue for future sand replenishment projects, and legal counsel for the three remaining disputed Cape Henry Beach property owners has indicated it wishes for such legislation to be made retroactive to their properties if it is adopted in the 2014 General Assembly session.
73 Cavalier Hotel Preservation
(Economic Vitality (EV): Initiative owned by James Ricketts, James Spore)
Vision Element(s):
Connected Community; Thriving Economy
Activities:
• PHR Purchases Cavalier Hotel • Create Task Force to save historic hotel • Develop preservation strategy • Implement strategy
Status : • In response to the publicly announced pending sale of the property and the direction from City Council received at the Annual Workshop in January 2013, the Mayor formed the Cavalier Hotel Task Force which met for the first time in February. • In April, a resolution outlining preservation incentives was approved by Council. The hotel broker posted the “Call for Offers” for the Cavalier Hotel Properties online. Professional Hospitality Resources (PHR) was ultimately selected as the winning bidder for the property. PHR made a presentation to Council in June outlining their development concept. • On June 14 PHR also held a press conference at the hotel. On June 25 Council held a public comment session and on July 2 voted to authorize the incentive package for the Cavalier Hotel Development. On July 22 PHR purchases the Cavalier Hotel properties.
Task Force Work Begins
• February 2013 – Mayor Sessoms appoints ten (10) citizens to serve on the Cavalier Hotel Task Force under the auspices of the Virginia Beach Historic Preservation Commission. • Preservation Commission member Mac Rawls serves as chair and numerous other City staff members assist. • First meeting held February 21, 2013. Members reviewed the marketing package produced by CBRE Hotels and DJM Realty. Time-frame for the end of the marketing period was in question. City staff provided information on zoning for the three parcels in question. Group agreed to pursue convening of Urban Land Institute (ULI), development of tax credit package and other incentives and pursuit of potential City bid/purchase. • Second meeting held March 7, 2013. Commonwealth Preservation Group had been hired to develop historic tax credit promotional flier and pursue potential eligibility for National Register. Letters from the Mayor and City Manager had been written to address the City’s interest in preserving the Cavalier. ULI targeted for April 11 and 12. City purchase not a likely option. Set goals for the Task Force to a) seek historic
74 preservation of the Cavalier hotel and protection of view shed; b) seek to have Cavalier Hotel placed on the Virginia Historic Landmarks Register. • Third meeting held March 21, 2013. Historic tax credit information was distributed. Some confusion about date when bids would be due, April 15, 25 or May 30. Continued discussion about convening ULI. • Fourth meeting held March 28, 2013. Virginia Department of Historic Resources has confirmed the Cavalier is potentially eligible for the Register. Bid due date confirmed for April 25, 2013. Group decided to defer convening of ULI panel. Significant discussion on zoning ordinance indicated that rezoning of historic parcel would be the key to redevelopment success and the City holds those cards. • Fifth meeting held April 4, 2013. Review of draft resolution to go to City Council on April 9, 2013. The intent of the resolution was to capture the spirit of the City’s interest and willingness to work with the buyer to generate what the City sees as a positive outcome. Discussions with City leadership resulted in an improved incentive package. Staff have agreed to review potential bids in advance of April 25 bid due date. The Group prepared for the April 9 Council presentation. • April 9, 2013 Council approved a resolution re: Incentive to Prospective Purchasers of the Cavalier Hotel • Sixth meeting was held April 18, 2013 at the Cavalier Hotel with Doug Henkel of CBRE, the firm marketing the Cavalier. He provided on overview of the process. • Seventh Meeting was held June 6, 2013. Bruce Thompson’s bid had been selected by CBRE and the Court. Briefing of Council scheduled for June 11will have term sheet for incentive package. Value is close to $17 million. This should ensure preservation of the Cavalier Hotel. • Eighth meeting was held September 19, 2013. Reviewed Development Agreement and discussed timeline for developer to do renovations and get property on the Virginia and National Registers. • Ninth meeting was held October 10, 2013. The developer, Bruce Thompson, met with the Task force and provided them with an overview of his plans and the work that had been done to date. • Tenth meeting was held November 14, 2013. The primary concern was that the developer was going to get the property rezoned prior to its placement on the historic register. • December 6, 2013. Letter from Task Force to Mayor and City Council supporting developer’s application for subdivision variance (on City Council agenda 12/10/13).
Central Business Core District Zoning Ordinance
(Economic Vitality (EV): Initiative owned by Jack Whitney, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Brief City Council
75 • Staff Draft ordinance completed and ready for public review • Public Input Process Commences
• Planning Commission Briefing
• City Council Briefing
• City Council Public Comment
• City Council Meeting for Vote
• Draft code presented to Manager and City Attorney. Approved to proceed with public input
• Draft sent to CBDA, distributed to legislative committee.
• Briefing to Council
• Staff discussions held with CBDA
• Public Meeting and Workshop
• Planning Commission Meeting / Hearing
• City Council Meeting for Public Comments
• Planning Commission Workshop - case studies
Status : A team of City staff members, including representatives from the City Attorney’s Office, Planning, and the Strategic Growth Area Department, completed the initial draft for new zoning regulations for the Central Business Core District of the Pembroke Strategic Growth Area (SGA) April 30, 2013. After briefing upper City Management May 3, 2013, the team began working with area stakeholders, beginning with the Central Business District Association’s SGA Advisory Committee. The team met with this group June 14th and subsequently made revisions based on their recommendations. Initial drafts of design guidelines that accompany the zoning regulations were also distributed to this group. After a City Council briefing held on July 2, 2013, the draft zoning regulations and design guidelines were posted on the project web site (www.vbgov.com/pembrokezoning). On July 30th, a mass email was sent to both external and internal stakeholders to solicit review and comments and to announce a public meeting and workshop scheduled for August 15, 2013 at the Sandler Center for Performing Arts. Planning Commission is scheduled to be briefed during their informal session August 14, 2013.
Oceanfront Late Night Behavior Strategy
(Economic Vitality (EV): Initiative owned by James A. Cervera, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Research strategies to address late night behavior in sections of oceanfront • Meet with stakeholder to explore ideas and actions
76
Status : Currently conducting research to determine how other markets have addressed similar late night behavior issues. Second Precinct has developed a PowerPoint presentation and is addressing 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 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. Letters have also been sent to ABC establishments requesting support for College Beach Weekend 2014 by hiring additional security. The Second Precinct has requested that they present a briefing to the Hotel/Motel Association on planning for the College Beach Weekend 2014 on February 27, 2014 and to ABC merchants on February 20, 2014. 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. "Fresh Perspectives" presentations have been given to the North End Civic League and the League of Civic Organizations. Four additional presentations have been scheduled for all civic leagues and Neighborhood Watch organizations at the Law Enforcement Training Academy (December 10, 2013, and January 14, February 11, and March 11, 2014.)
Resort Area Parking Strategy
(Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Thriving Economy
Activities:
• Presented recommendations to Council
• Consultant draft report to Council for review
• Resort Parking Committee appointed by Council
• Consultant selected/contract authorized
• Brief Council on recommendations/implementation status
• Parking Resolution adopted by Council
• Draft Report - City Council Briefing
• Policy Report Process Recommendations to RAC TPPC and public
Status : Our Beach Resort Area Parking Strategy is a collaborative effort that used the combined input of City staff, local stakeholders, elected officials, and our citizens to develop strategies and recommendations for the future of parking in the resort area.
77 The document provides the City with a long term framework of how to provide a successful parking program for the resort area that will meet the parking needs as growth and revitalization of the area continue to thrive and develop. Through a prioritization process, the City can implement actions over time in a logical, phased manner that will allow them to build the foundation of a methodical and successful parking program.
Several improvements that have been implemented include: 1. Created a logo for branding our parking; 2. Developed a code of conduct for employee Parking Permit holders; 3. Created more parking inventory by opening the City Treasurer’s lot (19th Street and Arctic Avenue) for employee permit parking; 4. Improved technology use accepting debit or credit cards for all on-street parking: 5) improved lighting on 16th Street: 5. Provided free parking in City facilities for employees with resort permit parking program passes and; 6. Created an Advisory Board to discuss parking issues. In addition, payment can be made by phone through the Parkmobile app and ParkMe helps locate an available space. The improved parking meter program has generated over $53,000 in new revenue.
Rudee Walk Phase I
(Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Unique Environment
Activities:
• Start construction
• Complete construction
Status : Phase I of the project includes a sidewalk connection from Winston Salem Avenue to 4th Street parking area. On March 29, 2012, staff conducted an informational community workshop for residents to review the conceptual plan. Phase I construction began in October 2012. The concrete walkway and wooden platform have been installed. L.E.D. pedestrian lighting and landscaping will be installed in January/February. Construction was complete in May 2013.
78 Rudee Walk Phase II and III
(Economic Vitality (EV): Initiative owned by Barry B. Frankenfield, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Unique Environment
Activities:
• Funding approved in the CIP FY/13 budget
• Start construction
• Complete construction
• Bid project
Status :
Phase II extends the project from 4th Street parking area to the future water taxi site and Phase III extends the project from the water taxi site to the Boardwalk. Phases II and III have been combined and funding was approved in the CIP FY13 budget. 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. Project was bid December 15, 2013. Construction is anticipated to begin February 1, 2014 with completion scheduled for June 1, 2014.
TMDL (Total Maximum Daily Load) Environmental Tracking
(Quality Physical Environment (QPE): Initiative owned by Jack Whitney, James Spore)
Vision Element(s):
Unique Environment
Activities:
• Update proposal developed by Clean Water Task Force to better reflect costs for development of TMDL activities
• Research - environmental, residential and business incentives from region and refine list of recommended TMDL incentives
• Refine list of recommended TMDL environmental residential and business incentives
• Finalize funding proposal for development of TMDL activities tracking system by ComIT for budget package
• Present recommended TMDL environmental residential and business incentives to City Council
• Develop TMDL activities tracking system
• Train Clean Waters Task Force participants to use TMDL activities tracking system
• Begin implementation of recommended TMDL environmental residential and business incentives
79 • Begin generating reports from TMDL activities tracking system to document progress
Status : The City’s Clean Waters Task force has met monthly for its regularly scheduled meetings during 2013. The Task Force received updates from participating City agencies and community nonprofit groups on their water quality initiatives. These initiatives include education/outreach strategies, policy and code/ordinance strategies, and physical projects/infrastructure strategies. The Task Force coordinates its work closely with that of the Green Ribbon Committee, and their relationship is viewed with the Green Ribbon Committee being the policy and recommendation arm, and the Task Force being the operations/implementation arm of an overall coordinated effort. The Task Force has been working 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 Task Force has identified that this responsibility needs to be matched with a new commitment of City resources – (1) funding for the development of a tracking system, and (2) funding for a full time permanent position to be housed in the Environment & Sustainability Office. The tracking system will allow for sorting of implementation initiatives by watershed, organization/agency, type, and anticipated pollutant removal capability. The new position will assemble data for the tracking system, summarize results and prepare report on a regular basis to show progress on TMDL implementation efforts, as well as help develop and coordinate various residential and business incentives for achieving TMDL implementation.
80
Other Council Initiatives
Aquarium & Owls Creek Plan
(Economic Vitality (EV): Initiative owned by Brian Solis, James Spore)
Vision Element(s):
Active Lifestyle; Connected Community; Thriving Economy; Unique Environment
Activities:
• Aquarium & Owls Creek District Plan funding approved
• Issued RFP
• Aquarium & Owls Creek Plan Update to Council
• Selected master planning consultant - EDSA
• Public comment opportunity at formal City Council session
• Aquarium Board, Planning Commission and City Council review plan
• Updated City Council on Aquarium & Owls Creek Plan
• Public meeting in order to receive stakeholder input into the process
• Public design workshop
• Public review meeting
• Steering Committee Kick-off meeting
• Final City Council Briefing
• Final City Council vote on plan
Status : Owls Creek Master Plan: The Owls Creek Master Plan is a twenty-year plan connecting sites related to marine science and coastal habitat on 1,200 acres surrounding the Virginia Aquarium & Marine Science Center and outdoor recreational land and facilities along General Booth Blvd. and Birdneck Rd., with substantial frontage along Owls Creek and Lake Rudee. The Aquarium Foundation and the Department of Parks and Recreation Open Space Fund funded the master planning process that began in April 2010. The international master planning firm of EDSA was contracted to work with the plan's Executive, Leadership and Steering Committees and the community in the adoption of this exciting plan. The plan was adopted by City Council into the Comprehensive Plan on December 6, 2011. Seventy-seven (77) presentations about the plan have occurred to date and include three public input and design meetings, stakeholder interviews and public outreach presentations. Since the initial focus area of the Owls Creek Master Plan, which is how it is now referred to, is Recreation, the first opportunity for implementation was to initiate the Marshview Park Master Planning process in the spring of 2012. Other focus areas in priority order are: Research & Technology, Education, Entertainment, Economic Development and Exhibits. A related FY 13 CIP project in support of the plan Rudee Walk. Partnerships are developing in support of the Owls Creek Master Plan including working with ODU on a multi-year NSF research grant as highlighted in the spring 2012 Monarch Magazine, and supporting the newly created Rudee Inlet Foundation.
81 Owls Creek residents have volunteered for e-cycling and creek cleanup events. The process for creating the plan was presented as best practice at the Transforming Local Government Conference in April 2012. The Rudee Inlet Connector Walk will lay the foundation for the marina area to have more of a fisherman's wharf feel where visitors ultimately can stroll, shop and dine along the waterway.
Virginia Aquarium & Marine Science Center Owls Creek Marsh Pavilion Expansion: In 2012, the Virginia Aquarium Foundation engaged EDSA planning and architectural firm to create a plan for upgrading and expanding the Marsh Pavilion. The Aquarium Marsh Pavilion Enhancements include the creation of children exhibit play areas, a more welcoming entrance, easier and more interesting travel between buildings, landscape enhancements, visitor amenities (such as a small cafe), and refurbishment of the Pavilion's gift store, support areas and theater. Foot traffic would be re-routed to create a more interesting exhibit experience, including an Animal Conservation Center/Veterinary Care Exhibit, where visitors would be able to observe routine animal care and rehabilitation of our animals. Technological enhancements to the building would allow for real-time video of veterinary procedures, offsite stranding work, and other "behind the scenes" experiences to be broadcast in the existing theater. In addition to the current leisurely 1/3-mile trail walk, optional paid transportation between buildings (via land and/or water) would be offered for guest convenience during inclement weather and to generate revenue. FY14 CIP to be complemented by an added investment from the Virginia Aquarium Foundation through donations, grants, and sponsorships. Owls Creek Marsh Pavilion Enhancement Capital Improvement Project architect selected, design underway, capital campaign plan being created by Aquarium Foundation with tentative opening 2019.
Coastal Conservation Garden/Aerial Adventure Course: The City, through the Department of Parks and Recreation, will design the landscapes and construct the Coastal Garden on 10 acres of land in the Owls Creek Master Plan currently designated in the Entertainment and Education Area. The public-private partnership will allow the Virginia Aquarium to develop and maintain a demonstration garden while working with a private sector entity to own and operate an adventure park that combines rope ladders, zip lines, and rope bridges. The Virginia Aquarium Foundation will fund a portion of the demonstration garden area with the Williams Family Fund Endowment. Aerial Adventure Course vendor selected and course construction underway for opening Father’s Day, June 14, 2014. Coastal Conservation Garden team has met to plan design for opening November 2014.
Marshview Park Master Plan and Implementation: Parks and Recreation is working with the U.S. Navy, Owls Creek Area Steering Committee, area neighborhoods and the public-at- large to create a master plan for the 100+ acre Marshview Park. The extensive stakeholder involvement process is complete and the Marshview Park master plan document is being finalized. The park master plan will be implemented through the Parks and Recreation Capital Improvement Program and partially by a Virginia Department of Conservation and Recreation Recreational Trail Program grant through fiscal year 2013-14. The initial project will be the completion of a ½ mile trail connecting neighborhoods through the Marshview Park property. The construction documents are at 90% for that project and it is anticipated to start construction in Fall/Winter 2013/2014.
82 Marshview Park Trail project construction bids were opened 11/25/13. Notice to proceed anticipated 2/1/14 with construction complete and project opened to the public anticipated for 10/1/14. Design on main Marshview Park improvements to begin 7/1/14.
Convention Center Business Development
(Economic Vitality (EV): Initiative owned by James Ricketts, James Spore)
Vision Element(s):
Thriving Economy
Activities:
• Virginia Beach Convention Center completed
• Convention Center sales plan
• Status report to Council • Meet with stakeholders to determine actions to enhance Convention Center business • Continue to explore options to develop a Convention Headquarters Hotel
Status : The Convention Center remains cautiously optimistic about overall activity, as well as the potential impacts of sequestration. Total cumulative attendance remains about 600,000 annually, and the facility continues to host 330+/- events each year. The lack of HQ hotel continues to be an issue in booking international and national conventions along with professional trade shows to Virginia Beach. Participatory sporting events continue to bring in the majority of room nights for the Center. While this is the largest segment of room night sales, it is a segment that spends far less than other segments such as professional associations. Estimated room nights occupied by visitors to the Center fell 5% in FY 12-13 while total revenue increased 5.3% to pre-recession levels.
Public Information and Marketing of Resort to Residents
(Economic Vitality (EV): Initiative owned by James Ricketts, James Spore)
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 locals campaign was presented to and approved by the Resort Advisory Commission.
• The Gift of Tourism Web site is live at www.giftoftourism.com
83 Status : The Virginia Beach CVB has helped to lead the charge in creating greater awareness for the economic impact created by tourism. As the second-largest revenue generator in Virginia Beach – that created over 12,000 jobs in 2012 – it is an industry that we need to celebrate and protect to continuously help deliver a high quality of life for our citizens. Yet, one of the keys to success lies with our citizens. They are the direct link to our visitors, they support our much-needed tourism product development, and they increase our brand awareness through their own word-of-mouth. The Gift of Tourism web site launched approximately five years ago, and in a first phase, it was a strong step toward increasing awareness for this vital industry. This year, we are integrating the messaging of the Gift of Tourism web site into a richer, more integrated campaign utilizing a variety of communication channels to more effectively reach our audience. First, we are creating an “About Us” section on VisitVirginiaBeach.com that will serve as a hub for all advocacy, product development, CSR, and industry information. It will also include online toolkits, media information, infographics, and video to help create awareness for the benefits of tourism and the amount of revenue that tourism generates. We are also developing an annual report to showcase the milestones of the CVB and the tourism industry. Both of these are in development and expected to be completed in January 2014.To further create awareness for the benefits of tourism, we are implementing a more robust speakers bureau, increasing our messaging through social media channels and developing an integrated marketing campaign that will utilize a variety of communication channels including media relations, grassroots activities, and interactive messaging.
Youth Baseball at Princess Anne Commons
(Cultural & Recreational Opportunities (CRO): Initiative owned by Michael J. Kalvort, James Spore)
Vision Element(s):
Active Lifestyle
Status :
City issued an RFI to solicit proposals on 9/9/13. Four proposals were submitted on 10/7/13. Staff review of proposals and initial market study was completed 11/12/13. Council briefed on most advantageous proposal on 11/26/13. Council liaisons have been appointed to assist staff with negotiations on most advantageous proposal. Negotiations and full financial feasibility analysis are on-going.
84
SIGNIFICANT
DEPARTMENT
ACTIVITIES
Cultural & Recreational Opportunities
Convention and Visitors Bureau
Visitors Spend a Record $1.28 Billion - The Virginia Beach tourism and travel industry generated a record $1.28 billion in visitor spending in 2012, a 5% increase over 2011, according to the United States Travel Association (USTA). Local tourism-supported jobs totaled 12,025 in Virginia Beach, and the industry accounted for $102 million in state and local taxes for the year. This data, received by the Virginia Tourism Corporation from USTA, is based on domestic visitor spending (travelers from within the United States) from per person trips taken 50 miles or more away from home.
Cultural Affairs
ACCESS the ARTS: The Sandler Center for the Performing Arts Foundation developed an innovative program entitled “ACCESS the ARTS” to reach the at-risk and underserved students in Title 1 schools throughout Hampton Roads. Over $38,000 in private fundraising raised by this program was used to assist Title 1 schools in our local region with the costs associated with attending arts education programming at the Sandler Center.
In 2012-2013, the ACCESS the ARTS program provided funding for 3,850 elementary-aged students (grades K-5) from Title 1 schools to attend matinee education programs at the Sandler Center. These student matinees were based on beloved children’s classics and included Junie B. Jones, ImaginOcean, and The Rainbow Fish.
Also through the ACCESS the ARTS program, the Foundation provided scholarships for elementary-aged children to attend the Sandler Center’s Magic Camp and the Ynot Wednesdays? Art Camp. This opportunity gave children a chance to experience the performing arts for an entire week, free of charge.
In the spring, ACCESS the ARTS funding was provided through a grant to Virginia Symphony Orchestra for families to attend one of the Peanut Butter & Jam Family Concerts. A total of 411 children and adults attended though the Sandler Center Foundation’s generous grant.
On October 23, 2013, the Sandler Center Foundation hosted a benefit concert for ACCESS the ARTS with featured performers of the Idan Raichel Project from Israel. In addition to raising $104,000 for ACCESS the ARTS, the concert was recognized as a Daniel Pearl World Days Music Event by President Barack Obama.
Public Art Virginia Beach Foundation: Public Art Virginia Beach Foundation, Inc. was formed in December 2012 to raise private dollars to enhance public spaces with works of art throughout the city.
87 The mission of the Foundation is to transform Virginia Beach with exciting and beautiful works of art in strategic public locations and to foster the creation and appreciation of art. Modeled after similar non-profit organizations in Virginia, New York and California, the Foundation’s goal is to showcase Virginia Beach as a welcoming and creative city that takes great pride in our public spaces. The first initiative of the Foundation was to raise funds to commission a piece of art for a new Gateway to Laskin Road in Virginia Beach.
The Foundation’s current leadership includes Andrew Fine, Randy Sutton, Juanita Felton and Bobby Melatti, and is supported by the Office of Cultural Affairs.
Sandler Center Artist Gallery: The Office of Cultural Affairs offers public exhibition opportunities for serious visual artists showing two dimensional works in the Sandler Center Art Gallery. Art work rotates every two months. Exhibitions are juried and applications are reviewed by a panel of arts professionals for selection.
The Sandler Center Art Gallery is located on the second and third floor lobbies of the Sandler Center for the Performing Arts. The Sandler Center Art Gallery offers great exposure for artists seeking to reach local patrons and visitors to this multi-use facility. Since the opening of the gallery, local artists Brock Childress, Leonette Adler, Juli Schuszler, Manuela Mourão, Russ Marshall, Gloria Coker, Andi Helfant-Frye, and Sarah Parks have shown their art in the Sandler Center Gallery. In this most recent fiscal year, the featured artists included Linnea Heide, Betty Hadfield, Mary Kay Holladay, William T. Campbell, and Matt Eich. The gallery is free and open to the public Monday through Friday, 10am-6pm, Saturday from 10am-2pm and during any performance at the Sandler Center.
Sandler Center Camps: For two weeks in June and August, local award winning illusionist, master entertainer Krendl and his band of professional magicians led Summer Camps at the Sandler Center. The magicians shared their skills with sleight of hand, card, & rope magic, and the off the cuff tricks of the trade. In addition to the great fun, kids who participated acquired abilities to speak in public, were trained to think on their feet, and learned the time-honored discipline of practice makes perfect. On the last day of summer camp, students invited friends and family to their very own magic show. The summer camps were open to children from ages 7 – 14 and took place from 9 am until 12 noon in the Miller Studio Theater.
Sandler Center Dancing with the Seniors: The Sandler Center for the Performing Arts had another successful year in Arts Education for our senior community. With financial support from Atlantic Shores and in partnership with the Senior Services of Southeastern Virginia, we were once again able to bring back the popular “Atlantic Shores’ Dancing with the Seniors”. This year’s program ran for 8 weeks in March and April 2013 and was offered free of charge to the first available seniors aged 60+. Participants learned Ballroom, Latin, Cultural, Line dances, and more throughout the nine instructional sessions. The series concluded with a “Senior Prom” on April 26th to allow participants the opportunity to demonstrate their newly developed dancing dexterity to family members and friends. These classes left the senior participants wanting more and we responded with “Atlantic Shores’ Senior Summer Camp”.
88 From June 11, 2013 through August 27, 2013 seniors could sign up for a free weekly class of their choice. Each interactive session varied in technique and style and included dance Bollywood Fuzion, Latin dance, Yoga, Ballroom, Zumba, and African Dance fusion. The Sandler Center’s Education and Outreach Program has been designed to provide unique opportunities for Hampton Roads seniors to interact and learn about the arts.
Sandler Center 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. During the 2012-2013 season, the Sandler Center reached 5,179 students from Virginia Beach Public Schools and other schools throughout Hampton Roads. 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.
On October 12, 2012, more than 1,925 young students watched Junie B. Jones, in the Sandler Center’s first student matinee of the season. On November 7, 2012, the Sandler Center’s second student matinee, ImaginOcean, showed over 1,344 elementary school students the power of friendship in this magical undersea adventure full of song, dance, and puppets. On March 18, 2013, our final matinee of the season brought in over 1,881 students to experience the delightful and touching musical Rainbow Fish, based on Marcus Pfister’s bestselling book.
Back in the classroom, we reached students through education outreach, meet and greets, and master classes. A total of 39 students received the unique opportunity to participate in a master class with New York Polyphony members in December, and then with Philadelphia Brass members in January. In total, the 2012-2013 Sandler Center educational and outreach programs reached over 5,100 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 $55,000 in ticket revenue for the Center.
Sandler Center for the Performing Arts: The Sandler Center has experienced tremendous success throughout the past six years. Since opening our doors in 2007, we have hosted over 3,000 events attended by over 700,000 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 1.4 events taking place in the facility each day.
89 The 2013 fiscal year, our sixth season, continued the excellent foundation as our gross ticket sales reached $1,667,908, which returned $149,845 back to the City in admissions tax. Over the course of 2013, the Sandler Center hosted 392 events and performances that more than 150,436 patrons enjoyed.
In 2013, the Great Performance Series featured world renowned artists including Chris Isaak, Boyz II Men, Lyle Lovett, The Lettermen, Robert Cray, So You Think You Can Dance, The Live Tour, The Doobie Brothers, Alton Brown Live!, and the legendary Bill Cosby. The incredible attendance numbers this year demonstrates how residents and visitors of Hampton Roads have embraced the Sandler Center.
Our programming stretches far beyond the Great Performance Series, as our eight 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 groups: Ballet Virginia International, Symphonicity, Tidewater Winds, Virginia Arts Festival, Virginia Beach Chorale, Virginia Beach Forum, Virginia Musical Theatre and Virginia Symphony Orchestra.
The Sandler Center’s Resident Companies added another astounding lineup of 128 events for 2012-2013. These performances include Virginia Musical Theatre’s Oliver, Ballet Virginia International’s The Nutcracker, Virginia Beach Forum presented John Stossel and another phenomenal season was presented from Virginia Symphony Orchestra. The sixth season saw an astonishing total attendance of more than 40,000 to Resident Company performances.
“The Wave” Sculpture: After a national search, the Public Art Virginia Beach Foundation provided stipends to six artists to develop concepts and models for a sculpture in the Laskin Road Gateway. A committee of the Foundation, along with art professionals from Virginia MOCA and the Chrysler Museum of Art, selected Jeff Laramore’s piece entitled The Wave, a 35-foot stainless steel sculpture.
On Saturday, October 12, 2013, an enthusiastic crowd of over 120 people, members of the Public Art Virginia Beach Foundation and the artist, Jeff Laramore joined together to dedicate the City’s newest piece of public art, The Wave at the Laskin Gateway, to the citizens of Virginia Beach. The Public Art Virginia Beach Foundation was formed in December 2012 to raise private dollars to enhance public spaces with works of art throughout the city. The Wave, the Foundation’s first project, is a 35-foot stainless steel sculpture that rests in a 35-foot wide reflecting pool inside the Laskin Road roundabout and has a spectacular LED light display at night. The group raised over $250,000 in private donations to fund the sculpture by nationally recognized artist, Laramore.
Ynot Wednesdays? Free Concert Series at the Sandler Center: The fifth annual “Ynot Wednesdays?” the summer nights at Town Center Concert Series showcased music ranging from folk to reggae to rock to blues. 2013 event attendance reached over 30,900 patrons who enjoyed the free concerts last summer. Over the 13 week series, title sponsor Ynot Pizza served delicious pizza, sandwiches and gelato.
90 The Virginia Beach Farmers Market presented local farmers displaying their fresh fruits, vegetables, and other homegrown items on the Plaza. Proceeds from Ynot Wednesdays included VIP table sales benefitted the Sandler Center Foundation. Since the event began in 2009, over 96,000 Hampton Roads residents, professionals, and visitors have attended Ynot Wednesdays.
Museums & Historic Resources Aquarium Adventure Park Announcement: The City of Virginia Beach City Council approved a joint project between the Virginia Aquarium & Marine Science Center Foundation, Virginia Beach Parks & Recreation and the Outdoor Venture Group. This approval enables the opening of Virginia’s largest “aerial forest park” in early summer and, in fall 2014, a coastal conservation garden. Appealing to outdoor fun-seekers age 5 and up, the Adventure Park, located on the campus of the Virginia Aquarium, will feature multiple zip lines and aerial ropes challenge courses. Consisting of 12 different ropes courses containing 160 platforms in the trees, plus another 40 platforms in a unique separate outdoor facility called “The Labyrinth,” the Adventure Park at Virginia Aquarium will boast a variety of challenge levels, from introductory through advanced. The courses are designed for ages five and older, with appropriate challenges suited for kids, teens and adults. The Coastal Conservation Garden will allow citizens to enjoy learning about native plants and habitats while enjoying passive recreational activities. Revenue from the Adventure Park will fund the maintenance of the Coastal Conservation Garden.
Historic Gardner Guest Speaker at the Lynnhaven House: The Virginia Beach Historic Houses hosted “Gardening Under Cover.” Nationally recognized author, Wesley Greene, Colonial Williamsburg’s Historic Trades Gardener, discussed 18th-century methods for growing vegetables year-round, including use of bell glasses, hotbeds, and paper frames at the Lynnhaven House.
Osprey Watch: The Virginia Aquarium & Marine Science Center joined forces with The Center for Conservation Biology, a research group shared by the College of William and Mary and the Virginia Commonwealth University, to recruit citizens to join OspreyWatch. For the second year, OspreyWatchers throughout the world recorded and shared their observations with a growing online community of global citizens that are linked by an interest in osprey biology and a concern for aquatic environments. OspreyWatch included a network of more than 800 observers that recorded observations on 1,600 nests in 5 countries. During this past spring, seven juvenile birds were tagged on the Lynnhaven River.
"The Black Image and Jim Crow" Exhibit at the Princess Anne County Training School/Union Kempsville High School Museum: A new exhibit, "The Black Image and Jim Crow" opened in November at the Princess Anne County Training School/Union Kempsville High School Museum. It features representative pieces of "Black Americana" from the collection of Therbia Parker. These images illustrate the use of stereotypical images in commercial advertising and household items in the early to mid-20th century.
91 TripAdvisor® Names Virginia Aquarium Top Location: In May, 2013, the Virginia Aquarium & Marine Science Center received a Certificate of Excellence for the year by TripAdvisor, the world’s largest travel site. To qualify for this award the Aquarium had to maintain an overall rating of four or higher, out of a possible five, as reviewed by travelers on TripAdvisor. Travelers choose to review attractions and other venues based on their positive or negative experience. Additional criteria included the volume of reviews received within the last 12 months.
Virginia Aquarium & Marine Science Center Launched “Soak It Up!” App: The first app created by the Virginia Aquarium & Marine Science Center is now available for free download on iTunes and Droid app stores for mobile and tablet devices. The “Soak It Up!” app allows users to choose one of their favorite sea creatures – Navy the Harbor Seal, Shelby the Loggerhead Turtle, Spike the Puffer Fish or Fin the Shark - and create magical aquatic adventures. Users can release their personalized animal into the aquarium to join its “sea-mates” and save the final creation to their mobile device or tablet, which then allows them to email it, post it on social media or use as the device’s wallpaper. The app also contains a PDF map of the aquarium, as well as a link to the website.
Virginia Aquarium Creates New Bird Enclosure: The Virginia Aquarium & Marine Science Center installed a new enclosure for the collection of 78 birds in July. The original Aviary netting, which was 18 years old, was replaced with durable stainless steel coil mesh. In the spirit of the Aquarium’s mission of sustainability, the old netting that was salvageable was donated to Lisa Barlow, permitted wildlife rehabilitator and former local president of Wildlife Response.
Virginia Aquarium Gets Lonely Planet Recognition: The Virginia Aquarium & Marine Science Center has been included in the “Recommended by Lonely Planet 2013” program. The program recognizes businesses that are reviewed in Lonely Planet guidebooks. Lonely Planet is the #1 travel publisher in America, and a trusted resource for up-to-date travel advice. Through its guidebooks, award-winning website, a suite of digital travel products, and a dedicated traveler community, Lonely Planet helps curious travelers experience the world and get to the heart of a place.
Virginia Aquarium Named Green Attraction of the Year: In December 2013, The Virginia Aquarium & Marine Science Center was named the Green Attraction of the Year by the Virginia Green Travel Star. All Virginia Green participants have made a voluntary commitment to reduce their impacts on the environment. Awards are given to those who maintain high standards and pursue new initiatives. This past year the Virginia Aquarium hosted the Marine Debris Summit and made it a zero waste event. The Aquarium also managed an EPA compost pilot program which educated local restaurants on the benefits of composting and organized resources for them to succeed in the program. The Aquarium runs a Sensible Seafood program which continues to grow in restaurant and supplier members. Lastly, since 2009 the Aquarium has conducted semi-annual ecycling events which collectively diverted nearly 200 tons of materials in the landfills.
92 Virginia Aquarium Presented Highest Award by the Virginia Beach Clean Community Commission: Virginia Beach Clean Community Commission presented the Virginia Aquarium a Certificate of Commendation, the highest award level in the category of Adopt- A-Programs, for their efforts in the Owls Creek/Rudee waterway clean-up program. The Aquarium organized more than a dozen volunteer clean-ups involving staff, students, scouts, civic organizations, and corporate volunteers.
Virginia Aquarium Responds to Record Dolphin Strandings: The Virginia Aquarium’s Stranding Response Team managed the greatest marine mammal stranding event in Virginia history – more than 340 bottlenose dolphins came ashore from July-November as a result of exposure to a naturally occurring virus. The Stranding Response team coordinated with other facilities for the recovery and analysis of the animals.
Virginia Aquarium Selected as an Institute of Museum and Library Services 2013 National Medal for Museum and Library Service Finalist: The Institute of Museum and Library Services selected the Virginia Aquarium & Marine Science Center among 33 finalists for the 2013 National Medal for Museum and Library Service. The National Medal is the nation’s highest honor conferred on museums and libraries for service to the community and celebrates institutions that make a difference for individuals, families, and communities. Medal finalists are selected from nationwide nominations of institutions that demonstrate innovative approaches to public service, exceeding the expected levels of community outreach. This year’s finalists exemplify the nation’s great diversity of libraries and museums and include conservatory and botanical gardens, county library systems, individual libraries, children’s museums, an art museum, science centers, and more, hailing from across the country.
Parks & Recreation
Little Island Park Parking Lot Expansion: Little Island Signature Park was acquired by the City in 1966. The park facilities and amenities, now nearly 50 years old, are worn and require renovation or replacement. Additionally, the Sandbridge area and Little Island Park are popular destinations that have seen a significant increase in the number of visits by Virginia Beach residents and tourists during the last few years. The increased visitation has resulted in some park visitors being denied access to the park because parking facilities had reached capacity. To address the worn facilities and make space for increased visitation, the Department of Parks and Recreation and the Department of Public Works collaborated in 2011 to develop a Master Plan to renovate and expand the parking capacity to accommodate the increase of visitors to the park. Phase 1B construction improvements for this renovation project were completed in May 2013, and included expansion of the parking lot area to the south with open grid concrete pavers for 124 new parking spaces and a second new parking fee collection attendant booth for the new entrance to the expanded parking area. Due to these improvements, the park is now able to accommodate more park visitors.
93 With the additional parking spaces and an additional entry point into the park parking lots, Parks and Recreation was able to provide quicker entry, improve customer service and reduce traffic congestion on Sandpiper Road. Approximately 1,000 additional vehicles were accommodated on busy weekends and holidays during summer 2013.
Mayor’s Action Challenge for a Healthy Lifestyle and Environment and the Out-of- School Time Initiative Skillastic’s® Let’s Move in School – The Let’s Move in School Skillastic’s® Out-of-School Time Programs initiative was launched on June 1, 2013, and this ongoing initiative was implemented to support the Virginia Beach Mayor’s Action Challenge Committee for a Healthy Lifestyle and Environment with the goal to reduce childhood obesity in Virginia Beach youth. The Department of Parks and Recreation partnered with the Virginia Beach Department of Health, and a Healthy Eating Active Living (HEAL) grant was awarded to purchase 62 Let’s Move in School Skillastic’s® kits for every after school program operated by the Department of Parks and Recreation. The Let’s Move in School Skillastic’s® program was selected due to its cost effectiveness and ease of use with a large group of youth varying in ages and abilities. The program initiative was designed to increase the amount of physical activity youth participate in daily and to also increase their enjoyment in doing fitness activities so they will adopt a healthy lifestyle, while preventing childhood obesity. The HEAL grant of $24,986.90 was awarded in January 2013, and the Let’s Move in School Skillastic’s® kits were purchased and distributed to all 62 after school programs. Staff training was offered to over 250 Parks and Recreation Department staff by Sandy Slade, the creator of Skillastic’s®. The Skillastic’s® Let’s Move in School program was launched at thirty summer camp locations with an average of 1,500 youth ages six to twelve years old participating daily. An average of 35 hours of physical fitness activity was completed at each of the 30 sites, which equals a total of 1,050 hours spent doing fitness activities. Positive pre/post-test summary results were reported by youth relating to an increase in physical activity daily and their enjoyment of doing fitness activities. The Skillastic’s® program is ongoing and continuing in the 62 after school locations.
Mount Trashmore Park Outdoor Fitness Stations: In August 2013, ten outdoor fitness circuit stations (made by LifeTrail® and Energi™) were added along the perimeter trail around Lake Trashmore Park in order to accommodate park visitors of all abilities. The trail, recently renovated and expanded, provides excellent accessibility to this new amenity. • Six LifeTrail® fitness stations, designed for active older adults to help improve posture and balance as well as increase strength, were installed between Lake Trashmore and Edwin Drive. Each of these six stations offers multiple activity panels on which a variety of exercises can be performed. Detailed instructions panels explain how to use the equipment and show which muscles are being worked. Multiple exercises are outlined for all fitness levels. One of these six LifeTrail® fitness stations is designed specifically for wheelchair-accessible exercise activities. • Further along the perimeter trail, beginning near the corner of Edwin Drive and South Independence Boulevard, there are four Energi™ fitness stations to create a
94 total body fitness system that can help park visitors stretch and strengthen their muscles. Like the LifeTrail® stations, multiple activities are available at each Energi™ station and exercises for all fitness levels are outlined on instruction panels. The Energi™ stations also feature Tag barcodes that link to a free app. Visitors can download the free Tag app and scan the code with their smartphone to view video demonstrations of each exercise. • The ten new outdoor fitness circuit stations are the first stations to be designed and installed in the City’s Park System. The average daily use of Mount Trashmore Park is almost 2,000 people per day, and these new fitness stations have been well received and are being heavily used by park visitors.
Multiple Year Athletic Complex Use Agreements: The Multiple Year Athletic Complex Use Agreements have been established as a cooperative initiative with the Convention and Visitors Bureau/Sports Marketing (CVBSM) and Parks and Recreation/Sports Management (PARSM). Launched in October 2013, this initiative has secured 25 full facility/multiple day athletic complex rentals yearly for the Princess Anne Athletic Complex (PAAC) and City View Park (CVP). With the three-year commitment, our tournament partners now have the ability to solicit participation from teams throughout the United States. As part of the long term agreement, each organization is now required to submit specific tournament data allowing CVBSM and PARSM the ability to quantify the economic impact of each event. Sports Tourism is vital to the economy of Virginia Beach and by working collaboratively with CVBSM we have efficiently scheduled nearly 50% of our available dates at maximum capacity, accounting for 75 events over the next three years. The first two months of the Multiple Year Athletic Complex Use Agreements initiative has resulted in 25 weekend events annually during the March to November season for the next three years. With CVBSM, we have scheduled 42% of our available weekends that will provide direct sports tourism impact to the City of Virginia Beach.
Princess Anne Commons Gateway Park Renovation: The Princess Anne Commons Gateway Park renovation, completed in October 2013, included renovating the former Princess Anne Park located at the corner of Princess Anne Road and Dam Neck Road. This project was coordinated with the Princess Anne Road improvements extending to the Municipal Center area. This park renovation project was successful and its benefits include: • The renovated park now serves as the Gateway Entrance to the Princess Anne Commons Corridor. As a planned gateway to the Princess Anne Commons Corridor that contains a mix of public and private uses, quality development and exceptional recreational opportunities and open spaces, the Princess Anne Commons Gateway Park provides a strong sense of arrival to the area. • The renovated park site features a new trail system (0.63 mile), new picnic shelters, new public restrooms, new playground equipment and expanded parking by employing a pervious paving system to reduce environmental runoff and filter storm water pollutants. Additionally, Meadow Management practices have been implemented at the park, which appears as grassy, native vegetation rather than meticulously manicured lawn areas. By employing these natural buffers in the park setting, the park fosters important environmental and cost-saving benefits including
95 filtering sediment and other pollutants before they enter our ground water system, protecting wildlife habitats and native plants and reducing overall labor and fuel costs with less mowing. • The entire park renovation project further infused environmentally sustainable principles in its design, including the refurbishment of the Light Garden sculpture by internationally-known artist Dale Eldred, which was originally located at the former Virginia Beach Pavilion. The sun-refraction glass panels of the sculpture are affixed to white poles and are arranged in a clustered fashion to resemble a grove of trees which illustrates the role of light throughout the course of a day, also with blue lighting elements that produce a cloud-like feel for night illumination. • Since re-opening in August 2013, park visitation and use have been gradually returning.
Princess Anne Little League Partnership with Ripken Foundation: The City has owned approximately 28.58 acres of undeveloped property, located at 4153 Dam Neck Road, for several years and has leased the property to Princess Anne Little League (also known as Green Run Little League) since 2002. In order to assist with the financing necessary to construct their planned complex, the league was awarded a long-term 40-year lease in 2011. The league has been, and still is, responsible for all costs of planning, developing, maintaining and operating their youth baseball complex. The addition of this new complex furthers the City’s goal of promoting youth sports and activities. Even with a long-term park property lease secured, the availability of funding and potential financing to construct a meaningful Phase I of the complex continued to be difficult until somewhat recently when the City was able to connect the Princess Anne Little League Board Members with the Cal Ripken, Sr. Foundation. • The Cal Ripken, Sr. Foundation, founded by Major League baseball greats Cal Ripken, Jr. and Bill Ripken, teamed up with Princess Anne Little League and the City of Virginia Beach to build the first phase of a multi-purpose Youth Development Park. This new complex will offer children of all ages and abilities a safe, positive environment where they can grow and learn, while playing the great game of baseball. Overall, the new complex will include state-of-the art synthetic turf youth fields, a natural grass full size field and an adaptive baseball field to ensure that children of all abilities can participate. • The Cal Ripken, Sr. Foundation’s Youth Development Park Initiative was created to provide at-risk youth safe places to play and learn. Their goal is to develop 50 unique, multi-purpose, synthetic turf fields, which will provide cohesive recreational and educational experiences for underserved young people across the United States. There are currently other youth development parks operating in Maryland, Texas, Virginia, New York, Connecticut, Pennsylvania, North Carolina, Massachusetts and Minnesota. • The Cal Ripken, Sr. Foundation collaborated with Princess Anne Little League based on the league’s growth, solid leadership and vision for the children of Virginia Beach. Working together, the Cal Ripken, Sr.
96 Foundation and Princess Anne Little League have secured the funding necessary to build the initial phase of the complex and will be campaigning over the next several months to secure the remaining funds necessary to complete the overall project. Phase I project construction of the Youth Development Park started in October 2013 is expected to be completed by early 2014.
Williams Farm Community Recreation Center, Park and Skate Park – 2013 AWARDS: Virginia Beach Parks and Recreation and the new Williams Farm Community Recreation Center, Park and Skate Park were recognized with three awards in 2013. • Two awards were presented by the Virginia Recreation and Park Society (VRPS) for the Williams Farm Community Recreation Center, Park and Skate Park at its Annual Conference in James City County, Va. on September 9, 2013: o The Williams Farm Community Recreation Center was recognized by VRPS with the 2013 Best New Facility Award (Bricks and Mortar). The new 71,000 square foot recreation center features several unique amenities: - Three classrooms specifically designed for early childhood programs; - A zero-depth swimming pool with a 156-foot slide that curves outside the building, a current channel, a 13-foot tall rock climbing wall, a children’s play fort and splash pad and an outdoor sprayground; - An indoor perimeter walk/run track featuring views of the swimming pool, weight room and gymnasium; and - A multimedia room for teens with a recording studio, green screen and state-of-the-art workstations for creating audio, video and graphics. o The Williams Farm Park and Skate Park was also recognized by VRPS with the 2013 Best New Facility Award (Parks, Playgrounds, Blueways, Greenways and Trails/Population greater than 100,000). Located next to Williams Farm Community Recreation Center, the 30-acre Park and Skate Park boasts a unique 25,000 square foot concrete skate park, large multipurpose field area, restrooms, vending and office space. The Williams Farm Park and Skate Park is uniquely situated between three Title-I elementary schools with a middle school directly across the street. The entire site also provides pedestrian linkages to adjacent neighborhoods, schools and a smaller neighborhood park. • Virginia Beach Parks and Recreation received a third award this fall for the Williams Farm Community Recreation Center, Park and Skate Park from the City of Virginia Beach Planning Commission. The Williams Farm Recreation Center, Park and Skate Park were recognized by the Planning Commission with the 2013 Design Awards Program - Honor Award for Public Facilities. The award will be presented at the Planning Commission’s 2013 Awards Ceremony in December. • Since opening during fiscal year 2012/13, approximately 107,875 people have visited and utilized the amenities at Williams Farm Park, and of this, 20,900 have utilized the Skate Park. The facilities have been used for departmental special events such as the Community Block Party and Skater Bash, and have served as
97 field space for the City’s largest youth recreational soccer association and other community events.
• The Skate Park has proven to be a popular destination park facility. It has documented users/visitors from Hampton Roads, California, Florida, Georgia, Hawaii, Maryland, New York, North Carolina, Pennsylvania, South Carolina, and Washington D.C. The facility has also hosted former and current professional skateboarders participating in demonstrations and competitions.
98 Economic Vitality
Convention & Visitors Bureau
2013 Southeast Tourism Society Shining Example Award/Best Niche Marketing Campaign: As Virginia Beach is the only place on the east coast where couples can enjoy a unique beach wedding, a custom landing page entitled, “Your Guide to the Perfect Beach Wedding” was created to highlight the ability to reserve that special couple’s spot on the sand in addition to highlighting Virginia Beach’s offerings, from venues to caterers to honeymoon destinations. Digital banner ads were created which ran on Google’s display network and were targeted geographically, demographically and by category (i.e., weddings, travel). Many sites were handpicked and keyword targeting was utilized. Media also has the option of retargeting people that have visited pages within the Virginia Beach wedding section of the website, and Rocket Fuel’s Facebook Exchange program was used to target specifically social media. Lastly, we advertised on Style Me Pretty, which is the leading online resource for the style-obsessed bride. Their site traffic has more than doubled in the past year, leading to 2 million monthly unique visitors and 19 million monthly page views. Style Me Pretty’s user base is 97% female with 35% of the average age being 18-34. At the time of the campaign, they had approximately 153,000+ Facebook followers, 78,000+ Twitter followers and 6,060,000+ Pinterest followers. On Style Me Pretty, we ran geo-targeted banners and editorial posts that were shown on the main destination pages.
Global Forum on International Tourism: The Convention and Visitors Bureau hosted the first Global Forum on International Tourism on October 1 at the Virginia Beach Convention Center. The purpose of this initiative was to promote and educate the Virginia Beach hospitality industry on the benefits of partnering with the VBCVB to market globally as a way of increasing tourism revenue. Speakers came from China, Brazil, New York, Canada and included the President of Capital Region USA, Brand USA and the Virginia Tourism Corporation. The forum was attended by eighty-five of the city’s hospitality industry leaders. The program resulted in three new international contracts signed by a local hotel. Eighty-five leaders of the Virginia Beach hospitality community learned tips on how to do business with the Chinese, Brazilians, and the Canadians. Also, the key note speaker spoke about dealing with people of different cultures.
Stakeholder Forums: The Convention Sales and Marketing division conducted several forums to facilitate discussion amongst stakeholders in several key areas within our convention market. These forums focused on Sports Marketing, Government meetings as well as the current realities of our destination and its product. Stakeholders were given an opportunity to hear from a panel of experts regarding current industry trends while providing solutions on how to enhance the marketing effort going forward.
99 The Sports Forum took place on October 17th at the Virginia Beach Convention Center and was open to the public.
Eighty-five travel and tourism industry partners attended the forum which consisted of John Parke, Leadership Synergies facilitating and Don Schumacher, Executive Director of National Association of Sports Commissions, Sims Hinds, Vice President for HKS World Events, Amy Frostick, Owner of J and A Racing and Buddy Wheeler, CEO of Buddy Wheeler Destinations Sports Consulting as panel members. The Sports Forum focused on what it takes to be a successful destination for sporting events.
The Government Forum took place at the Virginia Beach Convention Center on November 1st and was open to the public. Fifty-one travel and tourism industry partners attended the forum which consisted of Chip Smith, Government Markets Experts as the facilitator, Garland Preddy, Education and Training Director for Society of Government Meeting Professionals, Dennis Castleman, VP for Industry Relations, US Travel Association, Barbara McDaniel, Director of Conference Programs, US Travel Association, Al Tyree, Senior Business Development Executive for Graduate School USA and Mary Clair O’Hara, Clinical Training Manager, Virginia Department of Behavioral Health and Development Services. These panelists brought a wealth of knowledge to the Government meeting market and were able to provide industry trends and insight to participants.
Economic Development
Arena: In 2012, the Economic Development Department and VBDA brought to City Council a proposal from private partners Comcast Spectacor and LiveNation for the development of a new 18,500 seat sports and entertainment arena to be located in the Oceanfront Resort Area, across from the Virginia Beach Convention Center. That proposal was pulled by the development team in early 2013 for a variety of reasons.
On November 8, 2013, the City received an unsolicited private proposal pursuant to the Virginia PPEA program from the W.M. Jordan Company, HKS Sports & Entertainment, and Global Spectrum to build a sports and entertainment arena at the same location. The facility would seat up to 18,000 for basketball and other similar type events. City Council was briefed on the proposal on November 12 and authorized City Manager Jim Spore to accept the proposal for further study; the Council also agreed to allow 90 days for competing private proposals to be submitted. Biomedical and Health Care Consultant: During the FY 2013-14 budget process City Council approved the funding for a Biomedical consultant within the department of Economic Development’s operating budget. It would be the responsibility of this Biomedical consultant to first perform a Biomedical industry market analysis in Virginia Beach and surrounding markets to better understand how we can leverage our resources to grow this industry sector.
100 After that analysis is performed then that consultant would assist us in pursuing these opportunities by representing the City through marketing and public relations services which would promote and identify companies in this emerging industry sector. This should include research, office, and manufacturing companies within this sector. Emerging, midsize, national, and multi-national companies that want to grow their operations will be targeted. As of December 2013, a variety of stakeholder roundtable meetings have been held to gain guidance on the development of an appropriate RFP. We have received additional assistance from EVMS and VirginiaBio on the development of the technical side of the RFP. Once complete, the RFP will be sent out for solicitation and potential candidates will be evaluated. It is anticipated that a consultant will be selected by January/February 2014. Business Retention and Attraction: Calendar year 2013 brought many opportunities for the Department of Economic Development, which continued its successful efforts to grow a diversified economy for Virginia Beach. More than $116 million in new capital investment was made by the City’s business community for the year, supporting the creation of nearly 1,200 new jobs and 807,000 square feet of commercial space being filled throughout the City. The Department assisted 4 SWaM-certified companies in expanding their business operations in Virginia Beach, as well as 5 international firms. Dome Site: At the VBDA's December 18, 2012 meeting they extended the exclusive agreement with LARC Management, LLC until January 31, 2013. City Council approved a resolution on November 26, 2013 requesting the VBDA explore the potential development of the Dome Site. The VBDA will consider approval of advertising a RFQ for development of the Dome Site on December 17, 2013 which will be due on March 19, 2014. We anticipate that the VBDA would enter into an exclusive dealing agreement for the purpose of negotiating terms and conditions of a development on the Dome Site in the summer/fall of 2014.
Enhanced Community Profile/Digital Marketing Program: Each year the Economic Development Department produces a Virginia Beach Community Profile for use in our marketing efforts. In 2013 the format of the publication was significantly changed and expanded. To help save costs with this larger, more in-depth publication, we partnered with Inside Business, who sold advertisements to select Virginia Beach companies and provided distribution in their weekly publication. The Department is again partnering with Inside Business for publication of the 2014 edition of the Profile. To expand the distribution and usage of the Profile even more, it has been converted into a digital iBook and published on the Apple iBook Store; because of the success of this initiative, additional Economic Development marketing materials are also being converted into a more usable, interactive digital format. The Department received the Gold Excellence Award from the International Economic Development Council for this marketing innovation.
Expansion of Virginia Beach GrowSmart: In order to align with national definitions of early childhood, Virginia Beach GrowSmart expanded the scope of its work in 2013 from serving the birth to 5-year-old population to serving the birth to 8-year-old population.
101 This expansion is not meant to detract from the importance of school readiness by kindergarten; however, it reflects a key initiative of both the Quality Education and Lifelong Learning (QELL) Strategic Plan and the GrowSmart Strategic Plan to offer all students in Virginia Beach the opportunity to attend a customized kindergarten program that meets the educational needs of every student. Our program expansion also reflects a commitment to improving reading proficiency by third, an indicator proven to be predictive of later academic success and positive life outcomes. Through strategic collaboration with the local school division, Virginia Beach joined the national Campaign for Grade-Level. The Campaign, sponsored by the National Civic League, the National League of Cities and United Way Worldwide, has many partners from the Virginia Beach City Public Schools, various City departments, and non-profit community organizations. Beginning in 2014, we will implement the Cities of Service “Third Grade Reads” Blueprint as a major initiative of our local campaign. To support our program expansion and ensure financial sustainability of Virginia Beach GrowSmart in the absence of ELC grant funds after 2014, we began the process in 2013 of establishing a private foundation with 501(c)(3) status to bring in additional revenues. We’ve written articles of incorporation and have begun to assemble a Board of Directors. Additionally, the newly-designed www.VBGrowSmart.com website (a re-design of www.VBParents.com, scheduled for completion in 2014) will provide information and resources on the importance of the first eight years of life, not only to parents of young children but to families, caregivers, early educators, and various community stakeholders as well. Information about Campaign for Grade-Level Reading programs and initiatives will also be housed on this site, as will opportunities for community members to engage in our efforts through volunteerism, private or corporate donations, and advocacy. International Consultant: During the FY 2012-13 budget process City Council approved the funding for an international consultant within the department of Economic Development operation Budget. It would be the responsibilities of this International Consultant to represent the City through marketing and public relations services to promote and identify companies, specifically IT and high performance manufacturing interested in growing operations in the US. The Consultant’s office would help identify new target markets in Europe, organize marketing and trade missions to Europe, maintain close connections with the headquarters of existing European companies operating in Virginia Beach. In February 2013, the Department engaged the firm of PSD Global and opened its first European office in Dusseldorf, Germany. During 2013, the European office scheduled 75 corporate meetings for VBDED, identified at least 25 new leads, introduced more than 40 new business contacts, and assisted with 5 events (3 trade shows and 2 marketing missions). Implement the Virginia Beach Smart Beginnings Community Plan, including regional Smart Beginnings initiatives - The City of Virginia Beach received an Early Learning Challenge (ELC) grant award from Smart Beginnings South Hampton Roads in the amount of $165,750 during Year One, $154,250 during Year Two, $100,000 during Year Three, and $60,000 during Year Four (2013) of the grant cycle, to improve the quality of childcare and early education for children ages 0-5 years.
102 The five-year grant formula, outlined at the beginning of the grant cycle in 2010, results in a decrease in grant funding each year. In Year Four of the grant cycle (2013), the maximum award was $60,000, requiring a match of public and private funds in the amount of at least $140,000. In Year Five of the grant cycle (2014), the maximum award will be $20,000, requiring a match in public and private funds in the amount of at least $180,000.
The following are accomplishments of Year Four of the ELC grant: • Eight childcare centers and preschools were sponsored by the City to participate in the Quality Rating and Improvement System (QRIS), a consumer education tool for families that defines quality standards and creates a framework for accountability. Two of the eight centers were rated in 2013 and the remaining six will be rated in early 2014. • Eight Virginia Beach child care centers completed courses offered by the Small Business Development Center to learn skills in business management, marketing, human resources, and finance. Center owners and directors attended monthly classes and received one-on-one mentoring from a small business consultant, who developed an individualized action plan for each center. As a result of participation in the program, the centers experienced an average revenue increase of 18%, an average enrollment increase of 36%, and an average increase of 68% in knowledge and application of business best practices. All centers produced sustainable business plans, computerized accounting systems and an update website and logo. Additionally, centers that completed the program in 2010, 2011, and 2012 received continued support and mentoring from the business consultant. • In the spring semester of 2013, five Virginia Beach early childhood education professionals were awarded scholarships to attend Tidewater Community College and work toward a professional certificate or associate’s degree in early childhood education. In the fall semester, fifteen individuals will attend early childhood education and development classes at TCC with the aid of GrowSmart scholarship dollars. • Virginia Beach GrowSmart offered multiple opportunities for professional learning and development to early educators in 2013. Through our Kindergarten Transition Professional Development Series and our monthly Provider Training Series, we have provided hands-on learning opportunities to approximately 400 providers of childcare and early education. • Five classrooms at three sites (St. Aidan’s Head Start, Williams Farm Preschool Buddies and Childcare Network #62) participated in Year 1 of the two-year Excellence in Children’s Early Language and Literacy (ExCELL) program, run by the Virginia Literacy Foundation of Virginia Commonwealth University. This program reports significant improvements in children’s early language and literacy, classroom instruction and environment, and family literacy practices. • The Virginia Beach GrowSmart Policy Board met to oversee these efforts and will continue to identify opportunities to leverage, sustain, and advocate for successful initiatives.
103
Town Center Phase V: Town Center Phase V Development was approved by the City Council in November 2012 and modified on March 19, 2013. This public private partnership includes the following development structure:
Private Sector Components in Phase V include: • Block 11 - 263,000-sq. ft. Office - 290 Apartments - 21,400-sq. ft. Retail - $84.4 million in Total Private Investment
Public Sector Components in Phase V include: • Block 11 - 950-space Parking Garage - $20 million in Public Investment - Streetscapes - $1 million in Public Investment
The Public Funding Portion of this deal is as follows. The VBDA will own the garage and issue Public Facility Revenue Bonds to acquire it. The TIF Special Revenue Fund that was created in 2000 to accumulate incremental real estate taxes paid by property within the TIF District and pay debt service for public parking. The TIF Funding source will support the payment of debt service on the bonds issued for Phase V, provided the following occurs: • General assessments/expected TIF revenue meet projections (2% after FY-14) • Developer payments or additional taxable development generate generally level stream of income to TIF aggregating to $3.0M over 9 years • EDIP fund reimburses TIF $2.5M used for acquisition of Beacon Land
104 Family & Youth Opportunities
Housing & Neighborhood Preservation
Affordable Housing: Housing and Neighborhood Preservation provided more than $17.5 million in rental housing assistance through the Housing Choice Voucher Program, Tenant- Based Rental Assistance Program and Rental Security Deposit Program, to assist 2,339 total households in obtaining safe, affordable and decent rental housing. The department also investigated 17 cases for fraud, resulting in 7 terminations and $5,036 in Housing Assistance Payments saved a month.
Contributed $450,000 towards the Cedar Grove Apartments in Virginia Beach, the region’s first permanent rental housing complex developed specifically for disabled and/or homeless veterans. The Virginia Beach Community Development Corporation and the Southeastern Virginia Housing Corporation served as co-developers of the project. Housing and Neighborhood Preservation is providing housing assistance to the residents using 32 housing vouchers, which during a span of 30 years, will provide more than 900 years of housing stability for residents.
Connection Point of Virginia Beach: Continued to support Connection Point of Virginia Beach, a centralized information and referral center to assist families and individuals who are homeless or experiencing a housing crisis. Citizens access the center at (757) 227-5932 to receive information, eligibility screening and direct referrals to local agencies, including the department, who provide emergency housing and financial assistance. Connection Point of Virginia Beach received 16,086 calls during the year – a 48 percent increase from 2011 -- and provided $20,110 in assistance since May 1 for homeless prevention and rapid- rehousing. Samaritan House, a non-profit provider of shelter and housing for families, was awarded the contract to operate Connection Point of Virginia Beach when it first launched in June 2011.
Home Rehabilitation: Housing and Neighborhood Preservation provided $500,000 in funding towards the renovation costs for 30 apartments at Beth Sholom Sands Apartments in the College Park area of the city. The funding helped make possible the total project costs of $10 million, which significantly improved housing quality for 120 low-income senior residents.
Twenty-six owner-occupied homes were rehabilitated to bring them into code compliance, reduce future maintenance costs, and improve energy efficiency and accessibility.
Homelessness: Housing and Neighborhood Preservation and the BEACH Community Partnership co-sponsored Project Homeless Connect on Jan. 24, at the Virginia Beach United Methodist Church. The event connected approximately 230 individuals and families to a variety of services and resources to assist them in moving closer to ending their homelessness.
105
A study of the housing crisis response system in Virginia Beach, funded by the Hampton Roads Community Foundation, was completed and presented to the City Council on April 16. Housing and Neighborhood Preservation and the foundation selected OrgCode Consulting, Inc. to conduct the study. The study is intended to provide the city, the foundation, nonprofit service providers and faith organizations with a guide to creating an improved system that meets federal requirements and implementing best practices in order to do a better job of preventing and ending homelessness.
Heron’s Landing Apartments in Chesapeake opened on June 4 and provides 60 efficiency units of permanent supportive housing for homeless single adults from Virginia Beach, Chesapeake, Norfolk, Portsmouth, Suffolk and Isle of Wight County. Heron’s Landing is the fourth regional development to provide permanent supportive housing. The department contributed $480,000 in funding towards the project and ongoing housing assistance to eight residents through housing vouchers.
On Oct. 22, the City Council approved a resolution to adopt the Strategic Plan to End Homelessness. Housing and Neighborhood Preservation worked with the BEACH Community Partnership, private citizens, other city agencies, and numerous faith-based, nonprofit and private organizations to develop the plan. The plan identifies strategic steps that the city can take to increase effectiveness of its effort to address homelessness and serve the needs of all who experience a housing crisis.
Housing and Homelessness Information Fair: On March 19, approximately 50 to 75 citizens attended the Housing and Homelessness Information Fair at the Renaissance Academy to learn about the variety of housing and related resources that are available in their community. During the event, representatives from city agencies, non-profits, the faith community and civic organizations provided information on topics including affordable rental housing, homelessness, homeownership, code enforcement, fair housing, civic engagement, housing opportunities for veterans, workforce housing and more.
Workforce Housing: Six of the seven workforce housing units at Riverlake have been sold. Households who have purchased a workforce housing unit include a single police officer, three married couples with children under the age of five, and a single mother with two children under the age of 10. Four of the homes were sold to city employees. Riverlake, developed by Geo I LLC, is the first workforce housing development in Virginia Beach under the city’s Workforce Housing Program. The program helps eligible buyers purchase a workforce housing unit with special financing that allows for more affordable monthly mortgage payments. The workforce housing units are nearly indistinguishable from the other 35 homes at Riverlake and are integrated throughout the development.
106 Human Services
Human Services Expands HIV Testing in Community: The Expanded HIV Testing program collaborative formed in January 2013 between the Virginia Department of Health and Virginia Beach MHSA Prevention Services. The program began by extending services to substance abuse consumers and the general public. With the $20,000 awarded in grant funds, one part-time staff member was hired and 4 staff members were trained and certified to administer Clearview Complete HIV ½ test. Additional grant incentives, including free HIV tests valued at $8,000; $1,000 in female and male condoms; and $500 in supplemental supplies needed to administer the HIV test provided an additional $9,500 cost savings. The Expanded HIV Testing grant initiative provided revenue to resume lost services without increasing cost incurred by the City. The initiative exceeded the required goal of administering 500 HIV tests in one year within the first 7 months and is anticipated to double in the 2nd grant year. Since the grant year started, 661 citizens were educated and it is anticipated that an additional 50-75 will receive testing services before the start of the next grant award year. The initiative resulted in service enhancements through improved customer service that promoted individual wellness from personal health threats.
Human Services Opens Indian River Intermediate Care for Individuals with Intellectual Disabilities (IDF/IID): Indian River Intermediate Care Facility for Individuals with Intellectual Disabilities (ICF/ IID) is a new construction facility consisting of two co- located homes. When fully occupied, each home will serve five adults with severe to profound intellectual disabilities, physical impairments, chronic health conditions, and behavioral needs. The homes were developed as part of Virginia’s Settlement Agreement with the U.S. Department of Justice to provide community living options to individuals residing in Southeastern Virginia Training Center (SEVTC) and other state operated training centers. The program is designed to have nursing staff available at all times, enabling individuals who are medically fragile to be served in a safe, home-like environment. Ownership of the homes was turned over to the City of Virginia Beach in February 2013, with the first resident admitted in mid-April 2013. Indian River ICF/IID is the fourth Intermediate Care Facility operated by the City of Virginia Beach. Together, the City’s ICFs can now serve a total of 47 people, allowing individuals who would otherwise be living in nursing homes or institutions to participate fully in community life.
Human Services Partners with Senior Services of Southeastern Virginia to Provide Medicare D Consumer Support: The Medicare D Consumer Support Initiative involved a partnership with Senior Services of Southeastern Virginia to provide clients of the Mental Health Substance Abuse Division on-site assistance in selecting the most advantageous Medicare D prescription drug plan. This on-site assistance by staff who have substantial expertise in this area provided improved customer service to our consumers and saved our agency the cost of hiring a temporary worker to provide assistance (approximately $1,020). Our consumers had expressed a desire for assistance with the complex plan selection process, and Senior Services was interested in closer collaboration with our Community Services Board.
107 The assistance by Senior Services will enable approximately 100 consumers to receive one- on-one assistance in selecting the best medication plan to meet their needs. Access to appropriate psychotropic and medical prescription drugs is crucial to the health of our consumers.
Mental Health: Beach House Advisory Board Recruitment Committee: Beach House initiated a committee of consumers, staff and present Beach House Inc. board members to actively recruit for new Board Members in January 2013. Board member numbers went from five to twelve, which is over a 100% increase. In addition, several sub-committees have been formed to assist with fund raising consumer needs such as employment transportation, employment supplies such as shoes, pants, emergency medication, and on- going clubhouse training for consumers and staff. St. John the Apostle has offered to sponsor the Beach House Holiday Party this upcoming year providing food and gifts for consumers.
Mental Health Substance Abuse Creates Group Transitional Employment Opportunities: In June 2013, Beach House Employment Program collaborated with the Developmental Services Supportive Residential Services program staff to create an employment placement that would allow eight consumers to obtain work. For three consumers, this was the first opportunity for them to become employed. These positions have provided opportunities for consumers to develop job skills with the support of employment staff. The results have already empowered two consumers to obtain more independent positions within the employment program.
Mental Health Substance Abuse Develops Youth Crisis Intervention Services: Child and Youth Services launched the Crisis Intervention Services (CIS) Program in August, 2013 to provide short term mental health services to youth and families in crisis. The overall goal is to restore the consumer and/or family to pre-crisis functioning which helps prevent the need for a higher level of care such as out of home placement, hospitalization, and/or foster care placement. Crisis Intervention Services were designed to be very flexible and can be provided in the home, school, office, or community at the level of intensity needed to meet the mental health needs of youth and families. Rapid assessment and triage is provided by a clinical team of two that provide stabilization services for up to 30 days. Services may include: individual and family clinical intervention in the home or community; psychiatric services; case management activities; individualized educational plans disciplinary, or behavioral intervention meetings; linkage with ancillary providers in the community; coordination with the client’s physician; and discharge planning.
Fiscal impact of the program has yet to be determined; however, the program has operated at or near capacity since inception, and served 26 consumers with only two being hospitalized. The remaining 24 consumers were treated in the community and achieved stablization accounting for tremendous financial savings as well as preserving the consumer's home environments. The Hampton Roads Health Planning Region V received $825,000 in state funding for CIS for families that do not have Medicaid. Virginia Beach anticipates receiving approximately $89,000 annually. Medicaid is the only insurance provider that reimburses for the service.
108 The state funds reimburse the department for consumers who are self-pay or do not have the benefit covered in their own health insurance.
Mental Health Substance Abuse Division Develops Aging Training Initiative: The Mental Health and Aging Training Initiative developed and presented three webinars regarding geriatric mental health issues, which were viewed by over 1,300 service providers throughout the state. The three webinars were presented March 28, April 22, and May 29, 2013. Virginia Beach Human Services Department was involved in initiating the webinar series and guiding the content, in response to training needs identified by long term care facilities and community providers of services to older adults. There has been a scarcity of geriatric mental health training available, despite the increasing need for such expertise. The growing aging population and the emphasis upon community-based treatment for individuals with mental health and substance use issues prompted the series development. The series was a collaborative effort with the statewide Geriatric Mental Health Partnership, and involved many stakeholders in the public and private sector. Funding for the webinars was provided by the State’s Geriatric Training and Education funds. These funds provided new revenue of $1,000 to the department in payment for staff time utilized in developing the project.
Mental Health Substance Abuse Enhances Wellness Committee and Program: In February 2013, Beach House implemented enhancements to the Beach House Wellness program. This program developed and coordinated wellness groups, educational classes, guest speakers and exercise opportunities. HSD coordinated with the City’s Department of Parks and Recreation to receive reduced rates for consumer memberships; and to hold a “teambuilding” day open to all Beach House consumers. The day was a huge success with 33 consumers attending. To date, these enhancements resulted in 40 plus consumers signing up and participating in National Alliance on Mental Illness (NAMI) Walks – a 5k walk for mental health awareness; and two consumers quit smoking. There has also been a 20% increase in daily attendance in wellness activities at Beach House since the inception.
Social Services: Family Engagement through Child Welfare Family Partnership Meetings: In responding to customer needs, improving service delivery, and achieving the goal of permanency for each child in foster care as top priorities; Social Services created the Family Engagement Unit which developed the Family Partnership Meeting (FPM) process. This process was fully implemented on March 14, 2013 with goals that model the Virginia Children’s Services Practice Model that recognizes all families have strengths. Families are the experts on their family’s dynamics; families can make well informed decisions about how to keep their children safe when supported; outcomes improve when families are involved in decision making; and, a team is more capable of creative and high quality decision making than an individual. Approximately thirteen staff in the Family Engagement Unit became trained facilitators of Family Partnership Meetings. Since March 2013, there have been 186 Family Partnership Meetings. As a result of these meetings, thirty-one prevented foster care placements; twelve kept a foster child between the age of 18-20 in foster care to seek higher education goals with the Department’s assistance, and 68 involved community supports for the family members.
109 This has led to improved customer service, as our customers feel they have community support and a “voice” in their family’s needs. It has also led to shorter “case open” time frames as family’s “buy into” the services earlier in the process. In addition, it has created an increase in productivity for the Department as there is a set process and method for facilitation.
Social Services: Strengthening Families Initiative Grant Allows Fathers In Training Program to Create Club Reinvent: Club Reinvent was created in April 2013 through the Virginia Department of Social Services Strengthening Families Initiative Fatherhood Grant ($15,216). The department’s Fathers In Training (FIT) Program has been a resource for men/fathers for the past eighteen years; but did not have the resources or the curriculum to assist with employment skills. Many of these fathers find employment difficult and/or impossible due to having criminal and/or felony backgrounds and substance abuse issues. Club Reinvent assesses unemployed and/or under-employed FIT participants and teaches them the basics of job seeking including filling out job applications, creating a resume, and practicing these skills through mock interviews. Many of the fathers did not know how to tie a tie or how to properly shake hands. Fiscal savings to the city are hard to predict; however, three 8 week Club-Reinvent sessions have been conducted. Thirty men participated and eighteen have now acquired employment. These men are now paying taxes, paying child support or contributing to their family’s care. In some situations they are able to reduce the time their child (ren) spends in the foster care system. This increases safety, permanence and the well- being of families in our community. These men have acquired leadership skills and have been empowered to take back their lives. Club Reinvent has allowed the Human Services Department to address gaps in service delivery and improved our relationship with our customers and our community partners.
110 Quality Education & Lifelong Learning
Libraries
Downloadable Magazines: The Library added downloadable spoken word books to the collection in 2008, downloadable digital books in 2009, and digital music in 2011 for use by customers on their personal electronic devices. In 2013, the Library added digital magazines that create a realistic full color page by page experience. The Library of Virginia provided libraries across the Commonwealth with an initial 50 downloadable titles. The Virginia Beach Public Library then added an additional 150 titles to enhance the collection. The downloadable magazine library, now with more than 200 titles to choose from contains 30 genres includes cooking, automobiles, jewelry and news.
Early Literacy Outreach: The Virginia Beach Public Library has always been dedicated to the provision of early childhood education. The Library strengthened its efforts in 2013 with the creation of an Early Literacy Outreach (ELO) unit within the Youth and Family Services Division at Central Library. The five -person ELO unit is now responsible for operating the bookmobile, which has been repurposed into an early literacy classroom. ELO, via this bookmobile and a minivan, provides early literacy story time classes for hundreds of children and teachers in 19 childcare centers throughout the City. Besides providing books to early readers and curriculum support to teachers from the bookmobile and through deposit collections at the centers, ELO offers teacher training and mentoring; ELO teaches childcare providers the most effective ways to help young children to get ready to learn to read.
Farmers Market Stands at the Library: Working with the Agriculture Department, two farms established a once a week presence at two libraries. Flanagan Farms set up outside the Meyera E. Oberndorf Central Library each Thursday and Vaughn Farms operated at the Kempsville Area Library on Tuesdays. The Virginia Beach Public Library was deemed an especially good location because the stands could operate between 10 a.m. to 2 p.m., a high traffic time frame during children and family programming. This allowed for good interaction with parents, grandparents and children to shop, ask cooking/nutritional questions and interact with the farmers.
Floating the Library collection: “Floating” is a means by which individual branches no longer “own” a copy of a particular item, the home library is now wherever the item was last checked in. Floating collections has greatly reduced the number of items that go “in- transit” and need to be delivered between branches on a daily basis, the only in-transit items are those needed for holds at a specific site. Floating collections give browsing patrons exposure to items they may never see otherwise. Implementation rolled out gradually by material type and required that all branches use the same home locations in the integrated library system. The preparation process resulted in an analysis and subsequent clean-up of the ILS database and the physical collections. Weeding has become a coordinated and scheduled effort system wide ensuring a current, clean and relevant collection for library patrons.
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Stopping Summer Slide: The Virginia Beach Public Library is heavily invested in helping to prevent “Summer Slide” – the learning loss that occurs when children are unable to participate in literacy-rich programs over the summer. Experts agree that child who read during the summer gain reading skills, while those who do not often slide backward. To help combat this slide, VBPL offers summer programs that incorporate literacy skills and encourage students to read. Unfortunately, many children are unable to visit the library during the summer and miss out on these opportunities.
In order to address this service gap, Virginia Beach Public Library and Virginia Beach City Public Schools piloted a summer partnership program to bring the VBPL’s Summer Reading Challenge to students at six Title 1 elementary schools: Birdneck, College Park, Diamond Springs, Green Run, Lynnhaven, Rosemont. During the summer program, these schools served as community centers, opening their libraries and computer labs to students and their families. Students could check out books and register for the online Summer Reading Challenge, where children track time read and earn incentives along the way. Virginia Beach Public Library’s youth librarians, in collaboration with the Title 1 staff, provided weekly interactive literacy programming. In addition, Title 1 students received 8 books and a writing journal from the school to keep them reading and writing over the summer. As a result of the 2013 Summer Reading Partnership 75% of participants maintained or gained literacy skills.
Parks & Recreation
Excellence in Children’s Early Language and Literacy (ExCELL): In August of 2013, the Williams Farm Preschool Buddies, comprised of three and four-year old children, participated in the Excellence in Children’s Early Language and Literacy (ExCELL) which is a collaborative initiative offered by Grow Smart, Virginia Beach Libraries and Virginia Commonwealth University. This program benefited from $51,694.00 in external funding support. The ExCELL program brought together family, early childhood educators, community resources and early literacy specialists with the goal to ensure children received the learning opportunities necessary to develop critical early language and literacy skills known to predict later reading success. Best practice in literacy development was supported through monthly professional development and classroom based coaching, high quality instructional materials and books, family literacy events and home literacy materials. ExCELL also implemented a comprehensive, multi-level evaluation model involving formative and summative data collection at the classroom/teacher, parent/family, and child levels. A total of 40 children benefited from the ExCELL program in the Williams Farm Preschool. The average attendance for each Family FLASH events was 85 participants. Child outcomes from past programs consistently demonstrated significant gains in all targeted early literacy skills, including meeting benchmarks in three key predictors of later reading achievement (alphabet knowledge, emergent writing, and phonological awareness).
112 This is an ongoing program and it directly aligns with the QELL Strategy 1.01 and the Mayor’s Action Challenge Opportunities to Learn and Grow.
RISE Summer Program Initiative: The Recreation, Imagination, Socialization and Education (RISE) Summer Program for elementary schools is a Parks and Recreation initiative that involves partnerships with the Virginia Beach City Public Schools (VBCPS), Virginia Beach Libraries and From One Hand To Another, a local non-profit organization founded by Pharrell Williams. This initiative responds to a community need for student summer enrichment activities to prevent “Summer Slide,” a term describing a key component of the achievement gap between students from low income and higher income families. The Department of Parks and Recreation in partnership with VBCPS and the Youth Opportunities Office utilized objective criteria to determine community need for the program and selected the Western Bayside and Seatack communities to launch the nine- week RISE Summer Program. During the summer of 2013, the RISE Summer Program served approximately 180 1st through 5th graders. All students participating qualified for free or reduced price school lunches. By participating in the RISE Summer Program, students develop learning techniques they can use during the school year. This program encourages students to focus on career goals at an early age and introduces them to Science, Technology, Engineering, and Math (STEM) concepts through various interactive activities. Students also have opportunities to develop their imagination and creativity during the program’s dream mapping component. Additionally, the Virginia Beach Libraries presented a reading program for the students and the KidzLit and KidzMath curricula were utilized to provide academic instruction throughout program. During the program, students also enjoy a variety of enrichment-driven and fun weekly field trips. The RISE Summer Program relates directly to the Envision Virginia Beach 2040 Committee Report recommendations pertaining to Virginia Beach as a “Learning Community” and a “Diverse Community”, and school age educational initiatives comprise four of the eleven focus points for this section of the report. The RISE Summer Program also directly aligns with the City’s 3-year plan (QELL 2.02, 2.03), the Mayor’s Action Challenge, the Campaign for Grade Level Reading and the VBCPS’ Compass to 2015.
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Quality Organization
Communications & Information Technology
Advanced Authentication: Advanced Authentication is a more secure login process for secure systems. The Advanced Authentication project implemented required hardware, software and resources that integrate into the city’s network as an enterprise-wide solution. Because the city was preparing to purchase and install new mobile data computers (MDCs) in police vehicles, Advanced Authentication had to be implemented in order to conform to the Federal Bureau of Investigation’s Criminal Justice Information System security policy. ComIT deployed an advanced authentication card system for Police that uses a single swipe to serve as ID badge, building access card, fuel pump card and computer login access card. Multiple software solutions were reviewed, but Microsoft’s Forefront Identity Manager was selected because it provided a seamless interface with Active Directory, which is already in use by the city for assigning and enforcing security policies for the city’s network.
Citizen Engagement Activities: ComIT is involved in multiple efforts to improve information sharing with the public in support of Council’s goal for improved citizen engagement. • Virtual Town Hall – ComIT implemented Virtual Town Hall an online forum used to provide citizens the opportunity to learn more about important issues and decisions facing the City of Virginia Beach. This online civic engagement tool allows citizens (who are unable to attend public meetings) to provide their opinions and ideas about various topics on which the city is seeking input. Virtual Town Hall was launched in December 2012, with the first topic (the Bayville Farms Dog Park) closing on February 15, 2013. The dog park topic generated 65 subscribers for the new tool. In the 12 months since Virtual Town Hall was launched, the number of subscribers have grown to 1,403. In 2013, the city posted a total of 12 topics from eight departments. The site has seen a total of 4,114 visitors, with 881 people providing comments on the various topics to date. On average, 71 residents (participate) post a statement on each of the Virtual Town Hall topics. At three minutes per statement, this corresponds to 213 minutes of public comment if they spoke at a public meeting. Exit surveys show that 96% of users like the Virtual Town Hall tool. • Social Media Management – ComIT is responsible for managing the citywide social media sites (not department-specific sites) such as Facebook, Twitter, YouTube, LinkedIn and Flickr. From January 1, 2013 to date (Dec. 11, 2013): the city’s Facebook page had an 8.1% increase in page likes (currently at 12,468); the number of people following the city’s Twitter account increased by 46% (currently 11,109); visits to the city’s Flickr site totaled 313,132, which is a 162.1% increase over calendar year 2012; and the YouTube site gained 207 new subscribers and had 160,377 views with 795,980 estimated minutes watched.
115 • Web Site Redesign – The Web strategy is to redesign and/or upgrade our external facing websites every three to five years.
- Re-design/release of YesVirginiaBeach.com (responsive) for the Department of Economic Development - Re-design of VirginiaAquarium.com (responsive) for the Department of Museums; substantially complete and awaiting customer release - Implementation of CityShare and the Information Technology Contract Services Application for ComIT, Finance/Purchasing and Public Works - Designed and implemented a new responsive web application called ParkFinder for the Department of Parks and Recreation. - Developed a custom web content management system (CMS) that interacts with SharePoint. Makes editing web sites/pages much easier for customer agencies.
Digital Cities Award: Virginia Beach ranked 5th by the Center for Digital Government and was recognized as one of the top 10 digital cities in the nation in the “250,000 or more” population category. The annual survey, which ComIT completes each year, examines how cities use technology to create a seamless environment between government and constituents. Survey criteria focused on how cities use technology to achieve results in operating efficiencies, realizing strategic objectives, innovative or creative solutions or approaches, effective collaboration and transparency measures, among others. The Center for Digital Government is a national research and advisory institute on information technology policies and best practices in state and local government.
Interoperable Emergency Communications: ComIT upgraded its interoperability emergency communications technology. This included updating all of the microwave radios in the city’s existing network to provide a state-of-the-art, reliable and maintainable backbone to support interoperable communications. Interoperable emergency communications enables public safety agencies from across the Hampton Roads region, as well as state, federal and military agencies, to easily communicate and share resources by utilizing the most effective voice and data communications technology. Additionally, the Westin at Town Center was added as a radio tower site to the city’s microwave network due its geographically central location. Towers are synced with the radios used by public safety personnel so they can all communicate with each other, regardless of what city or county they work for. Grant money was also used to build a technology room on top of the Westin (complete with its own generator), which can now be used as a back-up facility in the event the city were to lose a major component of its radio network. This effort was made possible with funding from a Department of Justice Community Oriented Policing Services (COPS) grant.
Mobile Data Computers: The Public Safety Mobile Data Computer Replacement project was a technology capital improvement project that replaced the mobile data computers (MDCs) in approximately 360 public safety emergency responder vehicles. The old MDCs were five years old and no longer supported by the vendor. The MDCs were replaced with new, more reliable equipment and software that could leverage the enhanced technologies available today.
116 The resulting benefits include better communication between the emergency vehicles and the CAD (Computer Aided Dispatch) system, improved security, better customer satisfaction (previous usability issues were resolved), increased connectivity and performance, and improved technology support. The new units also position ComIT and the customer agencies to add/expand capabilities in the future – enabling e-ticketing by the Police Dept. once the new Integrated Public Safety system is installed, building blueprints (downloaded to the units in the vehicles thanks to additional capacity) that can be viewed by Police and Fire as needed, and better communication for paramedics with the hospital (using the MDC unit as a hot spot or communication relay).
Online Mapping: This GIS initiative upgraded both the computer infrastructure and the mapping application through which mapping services are delivered to citizens and staff. The new mapping applications are fast, attractive and easy to use. These GIS applications are an integral part of city services and information provided via the Internet, enabling citizens to gather information from work or at home and can minimize the need to visit city hall or call 311. GIS supports engineering modeling functions, planning, analysis and operations. GIS is used to dispatch emergency services and to enhance public safety. Several projects in the city have already been integrated with the new ArcGIS server web technology including Accela, Infor, Pictometry-Online, and the Public Utilities Damage Assessment mobile application. On average, approximately 8,000 people a month use the online mapping application on VBgov.com.
ORION Network Expansion: ORION is the Overlay Regional InterOperable Network, it enables direct communication among public safety agencies from around Hampton Roads, as well as state, federal and military agencies, on a secure, shared voice and data network. For nearly 10 years, ComIT has worked with public safety agencies from across Hampton Roads on ORION. In 2005, Virginia Beach, along with five other Hampton Roads cities, launched the first phase of ORION, which included the installation of seven radio towers, two in Virginia Beach and one each in Chesapeake, Hampton, Newport News, Norfolk and Suffolk. Over the years, the ORION member cities have worked together to further develop and expand the network. The latest expansion, completed by the ComIT Telecommunications division, was the addition of a tower in Capron, VA, which expanded the ORION network west to Southampton county. New subscriber radios and other communication equipment was also provided. This project was completed with funds obtained from the 2009 Urban Areas Security Initiative (UASI), which provides funds to procure mobile communications maintenance, services and equipment to support regional communications needs in order to enhance command, control and communications along the Hampton Roads regional evacuation routes.
Support of new facility openings: ComIT supports and provides the networking, computing, and telephony systems for city agencies regardless of their location. In 2013, ComIT supported the relocation or addition of sites for city agencies. The detailed work involved assessing the needs of the agency, identifying the computer and/or communications infrastructure and associated hardware needed. Final work included installation, testing and connecting the devices that enable the new business to function at their new location. Projects included.
117 • Joint Use Library (JUL) • Chesapeake Beach Fire and EMS Station • Police Special Ops-Forensics-Evidence Complex • Town Center Fire Station (Substantially complete for January 2014)
Upgrades of Line of Business Applications: ComIT works to support hundreds of software applications used by departments to provide services and manage their operations. In 2013 the following mission critical applications were upgraded bringing improved performance, reliability, and functionality to city lines of business. • Oracle Applications (InSITE) – Financial and Human Resources system supporting General Ledger, Accounts Payable, Fixed Assets, Cash Management, Purchasing, Human Resources, Payroll and Benefits. • Hansen – Work order management system for Public Utilities, Public Works and Parks and Recreation. • Housing Pro – Housing and Neighborhood Preservation’s rental housing tracking and reporting system for federally funded HUD housing programs • Sunguard IJS – New module for the Commonwealth’s Attorney’s case management system. • Harmony - Department of Human Services application providing client and financial data for Federal and State reimbursement for Comprehensive Services Act (CSA), Child Care Assistance, Foster Care, Subsidized Adoption, Auxiliary Grant Payments, Employment Services, Companion Services and General Relief. • CityLaw - City’s Attorney’s Office system houses forms, collects data, produces statistical information, tracks court cases and legal documents, and handles financial and litigation processing. • Juvenile Detention Center Case Management - Application used by the Juvenile Detention Center, a division of the Department of Human Services, for managing placement and detention. • WebEOC Mapping - Emergency Management system for emergency planning and incident management. • FleetFocus – Fleet maintenance system used by Fleet Management Division of Public Works for inventory, warranty and fuel management.
Windows 7/Office 2010: ComIT completed a two year effort to upgrade city computers to Windows 7 and Microsoft Office (2010). This enterprise-wide upgrade required a great deal of planning, testing, implementation work and troubleshooting. The scope of this effort was huge in that it touched every computer and computer user in the city. All software applications and hardware devices like printers, scanners and other peripherals had to be assessed for compatibility with Windows 7 and prepared for the deployment. This upgrade was necessary because it keeps us compliant with Microsoft support (Microsoft will not support Windows XP next year and will not provide security patches). The Windows 7 / Office 2010 upgrade does the following: • Improves security, enabling us to better protect our systems from viruses and hackers • Reduces energy consumption (Windows 7 uses less energy, saving the city money on energy bills)
118 • Provides shorter boot-up times • Makes it easier to share files across the organization since all users now have the same version of software • Users can get their personalized desktop when logging in from any computer, with immediate access to all of their applications, settings and data • Makes it easier for ComIT to support customers • Brings all users’ desktop computer applications up to a current version, which provides new and enhanced features and functionality
Convention & Visitors Bureau
Electricity Reduction Goals Met for 2013: The City of Virginia Beach Joint Energy Committee, formed in partnership with Dominion, comprises members of various city departments and City Public Schools to identify, assess, and implement energy-related activities. The Committee, chaired by Deputy City Manager Dave Hansen, set a goal to reduce City of Virginia Beach building electricity consumption by 10% in five (5) years. Virginia Beach Convention & Visitors Bureau is happy to report that our two city buildings exceeded that goal! When comparing the base year of Fiscal Year 2008 to Fiscal Year 2013, the Visitor Information Center used 54% fewer kilowatt hours and the Convention Center used 27% fewer kilowatt hours of electricity! The Visitor Information Center can contribute much of the savings to extensive upgrades to the lighting, heating, and cooling systems that were performed in early 2011. In dollars, the VIC spent $13,950 on electricity in FY07/08 and only $8,020 on electricity in FY12/13 which is a savings of $5,930. Similarly, the Virginia Beach Convention Center reduced electrical consumption by 27% in 2013 as compared to usage in baseline 2008. In dollars, the VBCC spent $881,026 on electricity in FY07/08 and $690,562 on electricity in FY12/13 which is a savings of $190,464. The convention center continuously monitors energy consumption as part of their LEED® certification, ongoing commitment to the environment, and desire to reduce harmful effects of the hospitality industry on our environment. Total Convention and Visitors Bureau dollar savings from comparing baseline FY07/08 dollars to FY12/13 dollars spent on electricity is $196,394.
VBCC Lighting Upgrade Saves Money and Electricity: The Virginia Beach Convention Center replaced 192 PAR38 incandescent light bulbs that burned 250 watts each with new LED light bulbs that only use 24 watts per fixture. The upgrades occurred in the first floor of the convention center prefunction areas. The energy savings is significant: The original incandescent lamp pulled 250 watts per lamp, with 48 kilowatts per year equating to $2,122 per year. The new lamps pull 24 watts per lamp, with 4.6 kilowatts per year and only $204 per year saving $1,918 per year. Assuming lamps are lit 10 hours per week and the per kilowatt cost of electricity remains at $.085, our energy savings will pay for the lamps in 3.5 years. If we use the new LED lamps more than 10 hours/week, the payback period will decrease. We are also replacing an additional 500 incandescent and CFL lamps in our 5 meeting suites with the new LED lamps and expect a similar return on investment.
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Finance
City initiated the Energy Accounting and Management Project: This project reduces energy costs and streamlines the high volume of energy vendor payments. An energy management software acquisition enabled the City to become the first municipality in Virginia to implement a single entry electronic invoice-to-payment process for energy vendors. In May 2013, the City received the Louisville Award for Innovation in Government from the Government Finance Officers Association (GFOA) for the energy management software project. This special award is designed to recognize an exceptional accomplishment that introduces a new concept or technique with enduring value to the government finance profession.
City of Virginia Beach continues to be rated Triple A: In assigning the highest ratings, the three major rating agencies cite the City’s conservative financial practices and strong management. In addition, the Government Finance Officers Association awarded the City’s Comprehensive Annual Financial Report (CAFR) its Certificate of Achievement for Excellence in Financial Reporting. The high ratings allow the City to issue bonds at the lowest possible interest rate. The CAFR also received a clean opinion from its auditors.
City utilizes GovDeals to sell City surplus: In the past, the winning bidder was required to pay at the Treasurer’s office during business hours or mail payment. Since most of our bidders are not local there was a challenge in getting their payments to us in a timely manner which resulted in several defaults. GovDeals had an option to collect all funds from the winning bidder for an additional 5% fee. We evaluated this option and decided to utilize it and pass the 5% fee to the winning bidder. Now bidders have the ability to pay 24 hours a day, immediately when the auction closes as well as they can use PayPal in addition to credit card and wire transfer. Our bidding community was delighted with the change. This change has resulted in a drastic drop in default bidders as well as a happier bidder community having different payment options available. This process also facilitated the auction reconciliation process.
Governor Honors Virginia Beach for Minority Business Efforts: Governor Bob McDonnell has honored the City of Virginia Beach for its minority business contracting efforts with the Governor’s 2013 Supplier Diversity Award. The award recognizes Virginia Beach’s efforts to improve contracting for small businesses and those owned by women or minorities – known as SWaM businesses (small, women- and minority-owned). Virginia Beach won the award for SWaM Innovation and Best Practices.
Virginia Beach is the first city to win the award. It recognizes government agencies that have made innovations or modifications to their SWaM programs that removed barriers, enhanced competitiveness or increased participation by SWaM businesses. The governor’s trophy and plaque were presented to Mayor William D. Sessoms, Jr. and the entire City Council.
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PALS Training: In September 2013, the Finance Department unveiled an Online PALS Training and Certification Program. The program is designed: • As a training course to establish baseline understanding of policies, procedures, controls and practices for payroll, time and leave entry. • To provide guidance for new employees and refreshes knowledge of existing employees • To be used as a continuous reference or professional development • To ensures all PALS are qualified to enter time & leave, provide department employees with assistance and maintain core competencies.
To date seven PALS have become certified. Please have your PALS contact the Payroll Division of the Department of Finance for more information on how they can become a Certified PALS. Seven members have completed & passed the PALS Certification Program: • Linda Bartlett, Aquarium & Marine Science Center Administration • Carol Dozier, Judicial Division • Diane Harrison, VB Convention Center • Michelle (Missy) Langer, PUD Engineering • Jacqueline Salmons, ComIT Business Center • Daniel Van Ermen, ComIT Business Center • Kellyn Wylie, Finance/Payroll
Purchasing - The Purchasing Division obtained rebates from vendor contracts in the following Amounts: • $48,000 – Office Supply Contract • $10,000 – Auctioneer Contract • $50,000 – P-Cards
The Purchasing Division also obtained $240,000 Signing Bonus for Renewal of the Office Supply Contract.
Revenue Receipt Form: The Treasurer Transmittal for Deposit Form (Revenue Receipt Form) is used by units receiving cash/checks at various locations across the City. This form can be tailored to the individual unit’s needs. Features include a column for the Treasurer’s 4 digit shortcut code that they use to deposit funds in RACS – helps prevent errors. It also includes instructions about separation of duties, and areas to verify that the deposit was reconciled to the Treasurer’s receipt and reconciled to the InSITE record of deposit.
Risk Management produced the Fifth Annual Report (2012): The report summarizes costs and trends for Virginia Beach’s self-insurance programs for workers’ compensation, auto and general liability claims. Risk Management meets regularly with larger departments to review claims and develop strategies. In addition, training on report production and Dash Boards to enable the largest departments to track expenditures and better control Workers’ Compensation claims.
121 During the year, a new Insurance Broker was selected which is estimated to save approximately $280,000 over seven years or $40,000 per year. In addition a new Third Party Administrator for Workers’ Compensation Services was selected, resulting a $1.2 M saving over seven years.
VRS Hybrid Plan Implementation: Over the past few months the departments of Finance, Human Resources, and ComIT have been working on the VRS Hybrid Retirement Plan implementation. (Through a cooperative effort – or - By working together) and putting in many long hours the team is ready for the launch of the Hybrid Retirement Plan on January 1, 2014. All new employees, except public safety, will be enrolled in the Hybrid Retirement Plan. The Plan consists of a defined contribution and defined benefit retirement plan and a short and long-term disability plan.
Housing & Neighborhood Preservation
Code Enforcement Field Computing Implementation: Since 2011, Housing and Neighborhood Preservation’s Code Enforcement Division has been working towards implementing a pilot mobile office program, which would allow code inspectors to conduct inspections, input data and print notices of violation directly from the field using ruggedized laptop computers, mobile printers and mounting systems in their vehicles. In 2013, Code Enforcement staff completed the configuration and testing phases of the project, and streamlined and automated work processes for property maintenance violations. The division is planning to test and implement other case types in 2014.
Family Self-Sufficiency Program Memorandum of Agreement with Norfolk Redevelopment Housing Authority: Housing and Neighborhood Preservation entered into a Memorandum of Agreement with Norfolk Redevelopment Housing Authority to combine resources to augment the Program Coordinating Committee of NRHA’s Public Housing and each locality’s Housing Choice Voucher Family Self-Sufficiency (FSS) Programs. The Program Coordinating Committee will assist in securing commitments from public and private resources to operate the FSS program. Housing and Neighborhood Preservation and NRHA will collaborate regarding various functions and services to reduce costs and optimize resources to administer the FSS program effectively and efficiently. The agencies will jointly participate in seminars, workshops, and other activities relating to the Program Coordinating Committee that occur beyond the quarterly meetings. Seminars and workshops will include but are not limited to credit counseling, financial management, educational counseling, identity theft, housekeeping skills, nutrition, and parenting classes.
Human Resources
Elimination of Investigation Review Panel (IRP) Case Backlog: On August 27, 1991, City Council adopted a resolution authorizing the establishment of an Investigation Review Panel (IRP).
122 The purpose of the IRP was to ensure reports and conclusions of the Police Internal Affairs investigations involving abuse of authority or other serious misconduct were complete, accurate and factually supported.
In August 2012, the City Council appointed new members to the panel, and a process was developed and implemented to address the case backlog as well as to ensure prompt review of new cases. The Panel met twice per month for 3 hours per meeting to conduct hearings. There were 64 backlog cases, and contact was attempted with all complainants. As a result of these attempts and feedback from the complainants, there were 42 cases assigned to the IRP. The entire backlog, as well as six new cases that were received during this period, were reviewed and hearings held as appropriate.
HRC–VAHR Awards Recipient: The City’s Human Rights Commission received awards from The Virginia Association for Human Rights for their community outreach efforts and programs for the citizens of Virginia Beach.
Human Resources – Recruitment Recognition: The City of Virginia Beach received the Bronze Level Certification from Virginia Values Veterans (V3) for their commitment to hiring Veterans, National Guardsmen and Reservists. The V3 Program, one of the Commonwealth's leading economic development initiatives, is aimed at energizing the Virginia economy by encouraging employers to recruit, hire, train, and retain Veterans, National Guardsmen, and Reservists.
IDC – 2013 Heart & Hustle Award Winner: This year the City’s Inclusion & Diversity Council was awarded The Heart & Hustle Award. This Award recognizes certain Employee Resource Groups and Diversity Councils that have demonstrated extraordinary efforts and results which distinguished them as an example within their industry. The mission of the IDC is to foster and enhance a shared understanding of inclusion and diversity to create a positive impact on our workforce, our organization and our community.
Implementation of Improved Police Promotion Process: A new promotion process was implemented in April 2013 for Police Sergeant, and September 2013 for Police Lieutenant. Police and Human Resources worked together to make broad sweeping changes to the police promotional processes for sergeant and lieutenant ranks. These changes included revising the policy to allow all candidates to participate in each step of the process, and developing an assessment center comprised of job simulation exercises. For the sergeant process, eighty candidates completed the written exam and interview, prepared a presentation for an impromptu community meeting, and participated in a role-play with a professional actor posing as a difficult employee. While only about 25% of the sergeant candidates will be promoted from this competitive process, the experience of participating in the assessment center and receiving feedback on their performance was truly a learning and developmental opportunity. A similar process was utilized for police lieutenant, although the candidate pool was much smaller. We believe that these changes created a fair and meaningful experience for our candidates and also provided useful information for decision makers more closely aligned to job requirements.
123 As a result, eighty sergeant candidates participated which was a significant increase of approximately 30% from past processes. Fourteen candidates participated in the lieutenant process. We were able to include a representative from the Fire Department in each assessment panel (a total of six panels) to assist in evaluating the candidates which provided many opportunities to share perspectives and compare our processes. Six representatives from neighboring jurisdictions also assisted us by serving on our assessment panels.
Improved Fit Testing for City Employees: In March 2013, FEMA Virginia Task Force 2 offered a donation of three portacount machines for use by the Occupational Safety department to conduct respiratory fit testing for City employees. The portacount machine is used to accurately assess quantitative respirator fit testing to measure exact leakage into the breathing zone of the respirator face piece. Fit testing is done initially and annually on employees that have a job function requiring the use of a respirator.
At the time, Occupational Safety did not have a portacount to provide a more accurate respiratory fit test. In addition, costs for the equipment to utilize with the donated machines were minimal. New portacount machines cost approximately $8,000 per machine, and as a result more accurate fit testing is provided for employees as required.
Standby Policy Revision: The Human Resources Department audited the City’s pay programs and realized a significant increase in standby expenses. A proposal to modify the policy was developed and implemented effective July 2013.
The revised policy redirected incurred expenses with emphasis on actual work performed, while reducing expenses for standby not worked. This was accomplished with City guarantees of premium pay for time responding to unplanned work needs and by reducing, by 50%, the compensation for waiting to be called. The cost savings generated by the Standby Policy revision were $193,505 for the first quarter of FY14.
TB Testing Reduction: TB Testing was eliminated as a routine part of the physical. In April 2013, TB Tests began being provided only to those required to have it conducted. TB assessment forms were used to determine those not requiring a TB Test. In addition to less staff workload, the new process eliminates the need for mandatory 48-72 hour follow-up, which often caused the employee to leave the worksite and/or incur overtime.
As of November 2013, the number of tests performed year-to-date was 1,153; down significantly from 2,170 in 2012. This decrease of 47% in just seven months resulted in a cost savings of approximately $3,051. Accordingly, the number of TB Risk Assessments increased from 694 to 1,566 year-to-date with no cost impact.
124 Libraries
Changing of the Guard: After 42 years of exemplary service to the City of Virginia Beach, 37 years as Library Director, Martha (Marcy) J. Sims retired in August 2013 and Eva Poole became Director. Ms. Poole came to Virginia Beach from the District of Columbia Public Library where she served as Chief of Staff. Ms. Poole spent most of her career in Denton, Texas, where she was Library Director from 1993 to 2012. She is the immediate past- president of the Public Library Association, a division of the American Library Association.
Management Services
Approval of FY 14 Adopted Budget and Capital Improvement Program: On May 14, City Council unanimously approved the Operating Budget totaling $1,780,373,064 and the six year Capital Improvement Program totaling $1,197,933,684. With five consecutive years of declining real estate assessments, creating a budget that preserves critical services has been difficult, Still, the FY 13-14 Approved Budget included a 3% pay increase for City and School employees (with 1% mandated by the State to offsets employees paying a portion of their retirement costs), while lowering the real estate rate by two cents and adding $11.36 to the monthly waste management fee as part of a long term strategy to address anticipated changes to our waste management costs as our contract with SPSA expires in the next few years.
The Capital Improvement Program includes critical projects like the Lesner Bridge Replacement, Strategic Growth Areas, Nimmo Parkway, Housing Resource Replacement, neighborhood dredging, Modernization of the Kempsville Recreation Center, Kellam High School Replacement, and Disaster Recovery of our information technology systems.
Changes to our GovMax Budget Software: The City contracts with Sarasota Florida for its budget software, which is used in development of the Operating Budget, Capital Improvement Program, and Five Year Forecast. Sarasota also leases the software to other municipalities across the country, including several in Virginia. By using this approach, Virginia Beach only pays for a smaller portion of the cost of software as compared to developing or contracting for budget software on its own. This also allows the City to use best practices from other localities budgeting processes and procedures. One current collaborative effort among GovMax localities which Virginia Beach is leading is to improve the software’s ability to track key performance and outcome measurements.
Fiscal Impact Analyses: The Department of Budget and Management Services is responsible by City Charter to provide fiscal impact analyses of economic development projects and public/private partnerships. One such fiscal impact analysis was incentivizing the redevelopment of the Cavalier Hotel. The fiscal impact analysis illustrated that the revenues from the redeveloped hotel will exceed the City’s financial incentives to restore an historical landmark in our City.
125 FY 2015 to FY 2019 Five Year Forecast: The City Council and School Board listened to a joint presentation of the five-year forecast in November. While the forecast still shows a deficit over the next five years, the annual deficits are lower than in past years due mainly to real estate taxes growing each year over the forecast period. Since this is the City’s largest local revenue source, positive growth helps sustain local services. As with any long- term forecast, key assumptions will influence the forecast over the next few years including: concerns over the federal and state budgets, the impact of benefits including the City’s cost of retirement and health care, changes related to our contract with SPSA who handles our waste management processes, and operating impacts associated with the Capital Improvement Program.
Performance Measurement Outcome Process (Pomp): In an effort to strive for continuous improvement and greater accountability to the citizens of Virginia Beach, the City began an initiative to enhance departmental performance measurement by focusing on the impacts of City services. In the initial phase of the process outcomes are identified and appropriate measures developed to determine progress in achieving the outcomes. Subsequently, outcome measurement data is collected and used to determine if changes are needed, such as additional resources or adjustments in departmental operations, in order to achieve the outcomes. As of 2013, five teams – representing the Public Works Department, the Library Department, the Department of Museums, the Department of Emergency Communications and Citizen Services, and the Department of Housing and Neighborhood Preservation – have completed the initial phase of the Performance Outcome Measurement Process (3 of those teams have discussed the results of the initial phase of their process with the Management Leadership Team). Three other teams – representing the Agriculture Department, the Department of Emergency Medical Services, and the Fire Department – are currently working through the initial phase of the process and are expected to complete that phase and begin the data collection phase over the next several months.
Process Improvement Committee: Councilmember Dyer has sponsored a citizen committee to improve processes in the city. The goal of the committee is to find opportunities to improve services and find efficiencies within the City, especially in an environment of slow revenue growth and increasing demand for services. Over the last year, they reviewed processes in the Development Services Center and the payroll in arrears issue. After thorough review, they supported payroll in arrears.
Regional Shared Services: The cities of Virginia Beach, Chesapeake and Norfolk have worked in conjunction with the Hampton Roads Partnership to determine what services can be shared among the cities with the goals of improving quality and efficiency of services. A good example is the making of traffic signs. Virginia Beach will make signs for the three cities with the other cities paying Virginia Beach for its effort. The final first phase report was sent to City Council back in the summer. The Executive Steering Committee intends to meet after the first of the year to discuss a second phase of this innovative project.
126 Quality Physical Environment
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 38,742 total code Inspections violations Certificate of Compliance Rental • Inspected 1,205 residential dwelling Inspections units • Collected $48,400 in revenue from inspections fees to support the program Graffiti Abatement • Abated 72 incidences of graffiti on private property • Saved the city more than $4,300 Rental Housing Inspections 2,420
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 117 hotels and motels (1,186 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
A Community Plan for a Sustainable Future: “A Community Plan for a Sustainable Future” is the City’s first plan devoted to defining a comprehensive and coordinated strategy for achieving the City’s 2040 Vision. The plan pursues sustainability as a way to achieve resiliency in economic, environmental, and social sustainability. The plan is first and foremost a home-grown document, as its structure, goals and objects were derived from local community input. Its development reflects extensive coordination and alignment with other city adopted plans, policies and objectives. The plan is specifically closely aligned with the City Council’s Strategic Plan, completed in January 2012, City Council’s appointment of the Envision Virginia Beach 2040 Committee and its culminating Report on May 15, 2012, and the updated “A Strategic Plan to Achieve City Council’s Vision for the future”, completed in January 2013.
127 Public participation was and has been provided extensively through the Plan development and review process, as well as through a City website dedicated to the Plan development process, public notices, and informal public input sessions. Public input was also provided during two formal public comment periods for the Plan. This initiative was completed on March 12, 2013. ESO staff will also be using extensive public participation and networking with City and Community initiatives as it pursues implementation of the recommendations in the Plan.
A Community Plan for a Sustainable Future (Policy): The purpose of this policy is to address procurement elements of the City’s Sustainability Plan (A Community Plan for a Sustainable Future). It provides a framework for the procurement of goods and services in which its outcome minimizes negative impacts on human health and the environment while being mindful of fiscal responsibilities and maximizing the benefits realized for the general public. This policy is intended to incorporate a balanced approach to economic, social and environmental considerations into the City’s procurement processes and targets the movement towards a more sustainable operating government. Considerations during the procurement process included life cycle costings, operational efficiency, performance, health and safety, operational hazards mitigation, energy conservation and other environmental initiatives. By enacting proactive sustainable activities in the area of procurement, the City can implement standards that position it at the forefront of standards such as those exemplified in Energy Star, Green Seal and the Leadership in Energy and Environmental Design (LEED). Additionally, these activities should reduce various consumption and replacement costs that may not always be captured in the development of purchasing specifications and requirements.
Maritime Forest Trust Fund: Environmental Sustainability Office division of Planning partnered with the non-profit community organization Friends of Live Oaks to develop a City managed trust fund. The fund has received contributions from local residents and from developers in response to staff inquiries as a means to help offset losses to maritime forest ecosystems in the City, which are listed as globally threatened. To date, the fund has collected over $47,000 in contributions, distributed over 500 live oak trees to the community, and is funding the planting of 50 live oak trees, the City’s official tree, on City property to commemorate the City’s 50th anniversary.
VML Award: The City of Virginia Beach Strategic Growth Areas (SGA) Master Planning and Implementation Initiative was the recipient of the 2013 Virginia Municipal League (VML) Achievement Awards program’s prestigious President’s Award. The VML Achievement Awards recognize the accomplishments of member local governments for innovative problem-solving, excellence in management, increasing citizen participation and striving toward higher service levels. The President’s Award is considered a “best in show” that is most exemplary of the awards criteria. As a result, the Virginia Beach story about how this planning initiative has chartered a new direction for the city was featured on the cover of the September 2013 issue of Virginia Town & City magazine. Planning Director, W. Jack Whitney, Jr., received the award on behalf of the City at the annual VML Conference in October in Arlington.
128 Public Utilities
Asset Management Program: is a comprehensive Department-wide effort focused on improving efficiency and maximizing the life of existing water and sewer assets in a cost effective manner. This program includes rehabilitation or replacement of water and sanitary sewer infrastructure that has reached the end of its useful life. Projects completed in 2013 include: renewal/replacement of water and/or sanitary sewer systems in North Lake Holly, Laskin Road Gateway, Plum Crescent, Poppy Crescent, Ruddy Oak Court, Bishops Gate Court, Byrd Lane, Catina Arch, and Princess Anne Road; water tank refurbishment and repainting at Columbus Loop II and Shore Drive; and generator replacements at Columbus Loop and Shore Drive Water Pump Stations. Water and sanitary sewer upgrades are continuing at the Princess Anne/Kempsville Road Intersection, Seaboard Road, Nimmo Parkway, Wesleyan Drive, and Arrowhead-Susquehanna. Projects currently under design include: rehabilitation/replacement of water and sanitary sewer lines at South Lake Holly, Holland Road, Laskin Road, Witchduck Road, and designated aerial crossing locations; replacement/relocation of sanitary sewer lines at Rudee Avenue and Indian Avenue; and three neighborhood sanitary sewer replacement/rehabilitation projects in Arrowhead-Susquehanna, Thalia-Manor and Royal Palm Arch. Sanitary sewer pump station projects completed in 2013 include: Seatack Bells, Thalia Manor, Atlantic Shores, Colonial Oaks, Aragona Witchduck, Pembroke Manor North, Green Run Dahlia, Pine Ridge, and HVAC replacement for 92 pump stations. Pump Station Projects advertised in 2013 for construction are Haygood Halls, Laurel Cove, Wellington Woods, Royal Palm Arch, and Broad Bay. Pump stations currently under design include Kings Grant South, Pine Tree, Eureka Park, Point O Woods, Thalia South, Diamond Springs, Carolanne Sherluck, Kempsville Road, Pocahontas Euclid, Cheltenham Square, Sunstream Park, Lagomar Entrada, and Burton Station.
The Asset Management Program enables Public Utilities to proactively identify and address system needs to ensure reliable service to the citizens of Virginia Beach. Replacing and rehabbing water and sewer assets and structures before they fail promote the health and safety of the public and minimize the disruption to street and rights of way. As such, the program serves to extend the life of the public infrastructure investment.
Combined Services Statement: In April 2013, Public Utilities began offering paperless billing, improved electronic payment services, and automatic recurring payment options. All services are optional and available to customers who receive a Public Utilities and Public Works Combined Services Statement.
Customers enrolling in paperless billing (eBill) services receive their bill via email as a secure PDF attachment, and if they choose, can pay directly from their eBill using a free ACH (bank transfer) option. Additional payment options being offered to customers include automatic recurring payments and text alert/pay by text. One-time payments using debit/credit cards or bank transfers are also available at a transaction cost that is 60% less than what was previously offered.
129 An email collection campaign, informational bill inserts, website ads, and outreach efforts made by call center agents during every customer call have helped to maximize eBill adoption rates. Because of these ongoing efforts, eBill adoption rates topped 11% just six months after go-live, exceeding industry standards for typical adoptions rates for the same time period.
Paperless billing, automatic recurring payments, and enhanced one-time payment options have been longstanding requests of our customers for many years. These new payment services also provide a technological improvement since they integrate with the Banner Customer Information System, automatically creating a turn-on work order when payment is being made following a delinquency service termination. Previously, customers were required to contact a call center agent and provide a payment confirmation number.
Lotus Gardens Low Pressure Force Main: With the purchase of the formerly private low pressure force main (LPFM) servicing the Margie and Ray restaurant, Public Utilities was in a position to receive flows from abutting properties with failing septic tanks in the Lotus Garden neighborhood. After meeting with the public in March 2012, a program was developed to augment this force main by installing a new public LPFM to make sanitary sewer service available to a larger number of existing homes (up to 74). The design for this work was completed in June 2012 and a subsequent public meeting was conducted to share the estimated costs for connection to the public force main. On April 2, 2013, construction began for phase I and phase II began after Labor Day. The project was completed November 15, 2013. The construction of this force main augmentation cost $390,588.95.
Quick Connect and Permanent Generator Programs: The aftermath of Hurricane Isabel in 2003 showed Public Utilities sanitary sewer pump stations were vulnerable to any extensive period of power outages. Moreover, the effort needed to make temporary power connections at each pump station was extremely time consuming. Therefore, Public Utilities began a program to upgrade the stations by installing quick connects (instead of taking 3 hours to connect, less than 30 minutes are now needed). Generator installation was accomplished with pump station replacement or rehabilitation projects and Public Utilities applied for Virginia Department of Emergency Management Hazard Mitigation Grants whenever available. Of the 406 stations, 223 quick connects and 49 permanent generators have been installed. The remaining 134 quick connects and 145 generators are to be installed by FY2020.
Sanitary Sewer Overflow (SSO) Reduction: In order to remain in compliance with the Virginia Department of Environmental Quality Regional Special Order by Consent, Public Utilities manages several programs within the Sanitary Sewer Overflow Reduction Bureau to aggressively reduce Sanitary Sewer Overflows (SSOs). These efforts have resulted in a steady reduction of SSOs over the years: 89 in 2006; 44 in 2007; 38 in 2008; 48 in 2009; 16 in 2010; 23 in 2011; 10 in 2012; and an estimated 8 in 2013 (7 as of November 5th). There was a 20% reduction of SSOs from 2012 to 2013, and a 90% reduction from 2006. Programs that have contributed to the steady reduction in SSOs in 2013 include: 1) Cleaning of 145 miles of sanitary sewer mains; 2) 40 projects to replace/rehabilitate 4
130 miles of mainline sewer and 250 sanitary sewer service laterals; 3) Sanitary Sewer Evaluation Studies which included 42 miles of smoke-testing, 7 miles of CCTV, 1,097 sanitary sewer manholes inspected and sealed, 31 dye tests, and 218 night flow isolations; 4) 364 sanitary sewer pumping station wet wells cleaned or revitalized; 5) 76 miles of Chemical Root Control; and 6) continuation of the Fats, Oils, and Grease (FOG) Inspection Program which saw compliance increase from 20% to 24% in 2013. The six programs identified above all contribute to reducing the number of SSOs each year and maintaining compliance with the consent order. The cost to cleanup an SSO averages $1,500, and if the City does not comply with the Consent Order, EPA and/or DEQ may assess a $32,500 fine for each SSO. These efforts resulted in $3,000 of avoided clean-up costs, and protected the City from $65,000 in potential Clean Water Act fines.
Uranium Mining Impact Study: The Department of Public Utilities completed Phase 3 of a study to assess the potential water quality impacts on Lake Gaston in case of a catastrophic failure of mill tailings containments at the proposed Uranium mining operation at Coles Hill in Pittsylvania County, Virginia. The effort involved the refinement of the Phase 1 and 2, which utilized a two-dimensional model to better understand lateral contaminant transport into Pea Hill Creek, where the City’s water pump station is located. This follow-up work used a refined model of Lake Gaston that takes into account contaminant transport due to operating the Lake Gaston pump station, mixing due to wind shear, small pool level fluctuations due to the operation of the hydroelectric dam downstream, and the narrowing of some channel cross-sections at River Road and Eaton Ferry Road. This refined model showed that radioactive and toxic substances from a tailings spill would be transported into Pea Hill Creek due to dispersion and regardless of whether the pump station is in operation. The results of the study indicated that even though the water bodies upstream of Lake Gaston would retain most of the contaminants, under any credible scenario, the radioactivity in the water in Lake Gaston could exceed safe drinking water levels for up to 18 months. This would require shut-down of the City’s water intake and lead to severe water shortages in Virginia Beach. The economic impact of water shortages on the region including the need to secure alternative water supplies could exceed hundreds of millions of dollars.
The updated findings of the study were summarized in a narrated video that was posted at the Departmental web site and various social media web sites.
Water and Sewer Revenue Bond Ratings: During 2013, the City of Virginia Beach’s Water and Sewer Revenue Bonds maintained excellent ratings from the leading bond rating agencies: Two triple-A (AAA) ratings from Standard & Poor’s and Fitch, Inc., and one strong double-A (Aa2) from Moody’s Corporation. The AAA designation is the highest possible rating and is a distinction reserved for the most reliable and stable borrowers. The AAA rating also translates into lower interest rates, making funding for capital improvement projects more affordable. In October, 2013, the City and Public Utilities conducted a $44.8 million revenue bond sale and received a 3.64% interest rate, which is one of the lowest interest rates Public Utilities has attained in a bond sale. The outstanding bond rating and interest rate will result in lower interest costs over the 25-year life of the bonds.
131 The proceeds of the bonds will be used to (a) finance acquisitions, improvements, extensions, additions, and replacement to the Utility System, (b) fund a debt reserve fund, and (c) pay a portion of the costs of issuance related to the 2013 Series Bonds.
Public Works
Operations: Public Works Operations completed shoulder improvements on 3.5 miles of westbound Shore Drive from Atlantic to Kendall Street in March of 2013. This work along with milling and paving over 4,000 linear feet of Shore Drive between Atlantic and Kendal Street was part of the annual pavement resurfacing and maintenance program. Engineering: In Fall 2013, the Laskin Gateway Project was completed. This completed the 4th and final phase of this significant City initiative. The Laskin Gateway Project was initiated in 2009 and was fast tracked from the onset in an effort to complete prior to the proposed adjacent development. The project was successfully completed on-schedule and well in advance of the proposed development. The project was a 4-phase project and included, traffic signal improvements, extensive streetscaping, undergrounding of private utilities, storm system and sewer upgrades, a bridge to connect to the adjacent neighborhood, a passive park next to the water and a new roundabout located at the intersection of four roadways in the corridor. This was the City’s first major roundabout and has proven to be a very efficient transportation amenity. The Laskin Gateway Project is located within the City’s Resort Strategic Growth Area (SGA). This project not only significantly improves City infrastructure but greatly enhances economic vitality within this SGA.
Waste Management Oceana Recycling Drop-Off Site Opening: Recycling Drop-Off was made available in the Oceanfront area of the city beginning July 20. The new site is located beside the Oceana ball field on First Colonial Road, just south of Virginia Beach Boulevard. Recyclables accepted are the same as the curbside program: cardboard, paper, metal food containers as well as plastic and glass bottles. The Oceanfront area had a significant need for improved access to recycling drop-off, with the next closest site over six miles away. The Resort Area Commission (RAC) G.R.E.E.N. Committee, on which Councilman John Uhrin serves and Laura Habr chairs, identified Oceanfront recycling as a priority and assisted City staff with the site selection. In addition to working with the committee, the Public Works/Waste Management Recycling Team coordinated with numerous City staff members from Public Works, Parks and Recreation, Strategic Growth Area Office, Management Services and more to select, design, and prepare the site. This collaborative effort resulted in the opportunity for more sustainable living in Virginia Beach. This new Oceanfront area drop- off site allowed thousands of nearby residents improved access to dispose of their recyclables including household batteries. A “Flatten Your Boxes” campaign was kicked-off with the opening of this site. Empty boxes waste space, while flattened boxes for recycling save space, increase holding capacity, save money, reduce fuel consumption, reduce potential litter, and show respect for the next user of the drop-off site.
132 Recycling Extended to Atlantic Avenue: Prior to 2013, the City provided recycling containers in the resort area on the sand, at six oceanfront parks and along the boardwalk area. In June 2013, the service was expanded to include recycling containers along Atlantic Avenue. Resort area residents as well as tourists visiting Virginia Beach requested enhanced recycling to help the environment and reduce waste. Many who visit our city are from other states and countries where recycling is readily available and wanted, along with residents, to “do the right thing” by recycling. This enhanced recycling in Virginia Beach was provided from June through September and increased recycling collection by more than 44 tons.
Recycling Carts Provided to 10,000 Townhomes: The goal was set to provide 10,000 townhome residents with 95 or 65-gallon recycling carts to replace 18-gallon open top bins, and the goal was exceeded. The project involved 71 neighborhoods and was completed in less than nine months. The response from residents was overwhelmingly positive. In fact, 97% of all townhome residents offered recycling carts wanted them. Recycling participation in these communities is noticeable higher. With the increase in participation and cart capacity, it is anticipated that recycling tonnage will increase by about 2,800 tons per year, which will reduce the annual cost of disposal by $180,000. The project required a change in practice from requiring that 51% within neighborhoods request the larger carts to delivering carts unless asked not to; $500,000 for purchase of additional carts (savings from the re-negotiated recycle contract); extensive coordination with residents and civic organizations; and the physical and logistical task of delivering 10,475 blue recycle carts.
Energy: As a result of a partnership with Public Works, Dept of Finance and ComIT, In June 2013 the City of Virginia Beach (CVB) has received the Louisville Award for Innovation in Government from the Government Finance Officers Association (GFOA) for its new Energy Software Program. The GFOA recognized this initiative as a contribution to the practice of government finance that exemplifies outstanding management. As the result of this project, the City has reduced the keying of 980 paper bills and provides over 90 energy reports per month. In partnership with ComIT, a new Intranet website was created where Energy usage reports are uploaded monthly to beachNet so that staff can review their department’s usage of electric, natural gas, fuel, water, and sewer. The reports provide a comprehensive view of the city’s energy costs and consumption, which helps us identify specific areas where we can eliminate waste and conserve energy. Successful expansion of the electronic invoicing program (EnergyCap) to include Virginia Natural Gas (took over a year to negotiate) Completion of a utility bill audit in partnership with City Auditor's office with projected ten year saving of over $600,000;
133 The first Performance Contract (ESCO) negotiated and underway for the City of Virginia Beach; Implemented the City's first energy training program with 286 "Energy Champions" trained to date; and, provided oversight to the City’s Energy Program that reduced electrical use in City Buildings by 15%, with an estimated savings of 12,221,755 kWh which equates to $1,038,849 (using a conservative 8.5 cents per kWh).
134 Safe Community
Convention & Visitors Bureau
Association of Air Medical Services – Air Medical Transport Conference - The Convention and Visitors Bureau successfully hosted the Association of Air Medical Services - Air Medical Transport Conference. The convention was held October 21 – 24, 2013 with approximately 2,300 attendees. The conference included education seminars, safety programs and more, in an effort to advocate for the Air Ambulance and Critical Ground Care Transport Industry. Previously the group met in Seattle, Washington, the meeting planner and previous Executive Director loved the Convention Center and was impressed with the CVB staffs commitment to service delivery and choose to bring this convention to Virginia Beach.
Emergency Communications & Citizen Services
VBAlert – Mass Notification System Upgrade: The capabilities of our emergency alert system known as VBAlert were replaced and expanded to enhance the variety of communication channels available, including email and text messaging to deliver notifications to citizens, employees and for the first time – subscribers, when there is a public safety incident. VBAlert delivers important information about severe weather conditions or other public safety events directly to the subscriber’s landline phone, and/or email or text solution via their mobile device(s). This enables citizens to take immediate action to protect life and property, even if they are away from their residence. Citizens and visitors can register multiple email addresses and mobile devices by creating an account with VBAlert. VBAlert messages are sent to landlines in an affected area, regardless of whether or not there is a subscription to the system. In the activated account, citizens select the areas that are important to them and other types of notifications they want to receive. Examples would be a child’s school, spouse’s workplace, weather alerts, and emergency situations. Currently there are more than 2,400 registrations with the VBAlert system. This upgrade resulted in annual savings of $28,000.00.
VB9-1-1 APCO International Project 33 Certified (Training Certification): Virginia Beach’s 911 emergency communications staff was honored for exceeding national training standards for the entry level Public Safety Emergency Telecommunicator (PSET). Virginia Beach is one of 14 this year (and one of two in the Commonwealth of Virginia) government agencies recognized by the Association of Public-Safety Communications Officials International (APCO).
Over the past year, members of the city’s Emergency Communications and Citizen Services training unit worked diligently to gather all necessary documentation and proofs to meet or exceed APCO International’s Project 33 Training Certification Program.
135 The review evaluated VB9-1-1’s training curriculum to ensure it provides trainees with both the required content and focuses on the demonstration of decision and psychomotor skills cited within the 180 standards. For citizens facing emergencies, it means faster responses by professional telecommunicators who can quickly dispatch police, fire and medical services.
Emergency Medical Services
Department successfully completes rigorous Virginia Department of Health inspection process: Every two years a licensed emergency medical services (EMS) agency in the Commonwealth is subject to, and must successfully complete a Virginia Department of Health (VDH), Office of EMS (OEMS) agency inspection process. This process included a thorough audit of records, reports and processes as well as an inspection of all OEMS licensed apparatus. In March of 2013 the Virginia Beach Department of EMS (VBDEMS) met with VDH OEMS officials for several days to complete the inspection process, which included coordinating the inspection of over 60 vehicles. The inspection process provided the VBDEMS an opportunity to examine current processes and outputs to ensure that consistent, safe and efficient services were being delivered. VBDEMS passed the inspection without issue and was successfully relicensed for another two years as an Advanced Life Support agency, thereby enabling the VBDEMS to continually provide a proven quality, efficient and safe customer focused service to the community.
EMS aids implementation of nationwide “hands only” CPR training program across Virginia Beach: Virginia Beach Mayor William D. Sessoms, Jr., a former volunteer rescue squad member, helped kick off the Virginia Beach Hands-Only CPR program at the Shamrock Marathon Health Expo at the Virginia Beach Convention Center Saturday, March 16. Virginia Beach is one of five cities nationwide selected by the American Heart Association for a Hands-Only CPR Training Grant that will help turn residents into lifesavers. The hands-only training kits, which include a DVD video, instructions and a specially designed mannequin, will be used to initially train 1,000 residents.
We are now actively recruiting individuals and organizations to become a partner with the Virginia Beach EMS Volunteer Hands Only CPR program. With this train-the-trainer/Hands Only CPR program we can train individuals in hands only CPR and empower thousands of Virginia Beach citizens to save lives. The entire training takes approximately 15 minutes. Any health care provider or public safety worker can train willing citizens with these kits. Citizens that attend one of the Volunteer Hands Only CPR programs will receive a free American Heart Association CPR Anytime Friends and Family Learning Kit and will be empowered to teach their friends, family, co-workers and neighbors in exchange for saying yes to taking action and training no less than 5 people in hands hands-only CPR.
Those that attend the Volunteer Hands Only CPR program will not only leave with the knowledge on how to save a life by checking for responsiveness, activating the 911 system and providing hands only compressions, but will also be provided the tools to train others. The American Heart Association CPR Anytime Friends and Family Learning Kit will allow
136 citizens to practice and share the skills obtained in the Hands Only course as well as gain valuable knowledge and information on the use of AEDs, helping a choking victim and much more.
EMS Marine Medic Program aids Virginia Beach Public Safety Departments: In mid 2013, Sergeant Brian Ricardo from the VBPD marine operations sector approached Brigade Chief Fusco about the need to have specially trained paramedics assist his dive members by providing medical oversight during dive operations. Chief Fusco, working closely with Sergeant Ricardo, immediately processed this request and when permission was granted acted quickly to set up training classes for dive medicine and boat operations for nearly 20 paramedics, both career and volunteer, and today VBEMS is proud to announce we have a fully operational Marine Medic program in place and on-call to assist our police partners in these highly dangerous operations. VBEMS continues to work very closely with our ERS partners and will continue to seek any opportunity to make the City of Virginia Beach one of the safest cities in the world both for our citizens and our employees.
EMS moves forward with prepping next generation of live savers: As the EMT classes have averaged around 40 graduates per quarter and Training Center moves forward with BLS accreditation, it has been recognized that our volunteers go through more than just an EMT class. They are currently learning in a 158+ hour EMT course, EVOC course, MCI I & II class, operational readiness classes and a field internship. This is not to mention the concurrent requirements with EMT such as ICS 100, 200, NIMS 700, 800, OSHA, Haz Mat Awareness, orientations and ERS introductions. In a similar fashion as the VBEMS Career Medic Academy and the other public safety academies, the September EMT class will begin the VBEMS BLS Academy. Our high caliber of volunteers, working with their instructors and mentors, has become inclusive and cohesive units deserving of the recognition as such. You only need to come to training on a night or weekend to witness yourself their camaraderie, teamwork and resulting team and unit leader opportunities that will serve the VBEMS system and our squads well for the years to come. Bravo Zulu classes of past and the challenge to classes of present and future is to seek to learn from your predecessors to better yourself and the future students to come.
EMS resources utilized in City’s high profile events: Virginia Beach Emergency Medical Services (VBEMS) successfully deployed resources to the six major sporting events this year: East Coast Surfing Championships, North American Sand Soccer, Rock and Roll Half Marathon, Shamrock Marathon, Patriotic Festival, and Wicked 10K. These support endeavors were of tremendous benefit to the Convention and Visitors Bureau and Resort Management. We have come to realize the importance of having a strong medical presence and well thought out plan to provide service for both no-notice and planned incidents. In light of the tragedy during the Boston Marathon, VBEMS believes that the utmost attention be paid to the City’s high profile mass-gathering events.
137 New life saving technology being implemented in the Virginia Beach Community: Virginia Beach Emergency Medical Services (VBEMS) continues to maintain its strong volunteer staffing of ambulances and Paramedic zone cars and we have deployed new CPR technology with the introduction of the “Lucas” automated CPR device. This device allows manpower to be used more efficiently and provides proper chest compressions during cardiac arrest cases much more proficiently than provider CPR. Virginia Beach EMS is looking to expand the deployment of these devices by leveraging State OEMS grants in the near future. VBEMS will soon deploy its newly acquired Coast Guard Standard FAST boat. This boat has the latest in electronic technology to include GPS navigation and advanced Radar systems to better assist in Open Water rescue situations. This boat will be instrumental in assisting our Lifeguard Patrols from the Bay to Sandbridge.
Sandbridge Lifeguard Service Educates Emergency Preparedness Among Youth of Virginia Beach Community: The Virginia Beach Emergency Medical Services (VBEMS) Sandbridge Lifeguard Service had another successful year with no major ocean incidents. VBEMS Sandbridge Lifeguards also held its second annual Junior Lifeguard camp from ages 9 to 11and this summer expanded the camp to include an intermediate age group from 13- 15 tear olds. VBEMS believes these camps create a stronger awareness in young boys and girls of the ocean’s power and teaches them what to do in case of a water emergency. The older kids, many who returned from last year’s junior session, have a seemingly strong determination to pursue City of Virginia Beach Lifeguard status as employees in the future.
Thalia EMS Station Revitalization and Conversion: In October, City Council approved a proposal to retain the Thalia Fire Station and convert it to an EMS Station. The original building had been opened by the Thalia Volunteer Fire Department in the 1950’s. Despite numerous expansions over the years, it could no longer meet the City’s evolving needs. As a result, the fire engine and four fighters staffing the station were slated to move to the newly constructed Town Center Station. Meanwhile, nearly half of the building was programmed for demolition to support the Lynnhaven River Dredged Material Transfer Facility.
EMS and Fire Department planners have long been collaborating to optimize apparatus deployment and base ambulances at stations where none is currently assigned. The soon to be vacant station offered an opportunity not only to provide an ambulance base, but also paved the way to adjust other apparatus to meet needs across the City. Converting the Thalia Station to serve as an ambulance and supervisor base, frees up space at Town Center originally allotted to EMS. This shift will allow the Fire Department to relocate a squad truck and technical rescue equipment from Woodstock to the more central Town Center. In doing this, space will be created for an ambulance at the Woodstock Station. A similar move of Fire Department resources from the London Bridge Station will also make room for an ambulance. Revitalizing and converting the Thalia Station ultimately creates three ambulance bases where none existed before. Additionally, an emergency station will remain in the Thalia neighborhood where one has existed for more than 60 years.
138 Public Works and EMS planners are working with the rescue squads and community groups to ensure the converted structure meets public safety needs while also retaining its community and historic roots. Construction is projected to begin in mid-2014 with occupancy in early 2015. The renovated structure will include dayroom and sleeping quarters for up to six personnel, a shift commander office, inside parking for two ambulances and exterior covered parking for the shift commander’s vehicle.
Fire
Chief Cover Receives Alan Brunicini Safety Award: Virginia Beach Fire Department Chief Steven Cover is the proud recipient of the Alan Brunacini Fire Service Executive Safety Award. The Alan Brunacini Fire Service Executive Safety Award, cosponsored by Provident Insurance is presented annually to the Chief Executive Officer of a fire department that has demonstrated a unique commitment to fire service health and safety. The award ceremony took place in Chicago as part of the Fire Rescue International Conference and Deputy Chief David Hutcheson accepted the award on Chief Cover’s behalf. The conference and awards are sponsored by the International Association of Fire Chiefs. The purpose of the IAFC Safety, Health and Survival Section Awards program is to recognize both organizations and individuals who have made a significant contribution to the overall environment of health and safety in their own organizations and within the fire service as a whole.
Implementation of Candidate Physical Aptitude Test: A goal of the Health and Safety Division is to work with VBFD and City Human Resources staff to perform comprehensive applicant testing which will identify individuals who are qualified to perform the job of Firefighter. The department strives to hire, train, and maintain a physically capable workforce whose members reflect the diversity of our community. As part of the Recruit Firefighter applicant process, a determination must be made as to whether an applicant is physically capable of performing essential job functions. The job of a Firefighter is one of the most physically demanding jobs in North America. It requires high levels of cardiopulmonary endurance, muscular strength and muscular endurance. In 2013 we took our goal of ensuring a diverse, healthy, and qualified workforce to the next level by implementing the Candidate Physical Aptitude Test, CPAT, as part of our hiring process. CPAT is one of three wellness-fitness initiatives jointly developed by the International Association of Firefighter and the International Association of Fire Chiefs. The VBFD adopted the initiative and administered this test to applicants for the first time in the spring of 2013. The CPAT consists of eight critical physical tasks that simulate actual job duties on the fire ground. Candidates who initially fail the test are offered an eight to twelve-week mentoring program. The mentoring program is optional and participants may attend as many mentoring sessions as they choose. At the end of this eight to twelve-week mentoring process, prospective candidates are able to take the test again. The testing in spring 2013 proved to be very successful and the VBFD is excited to be part of this nationally recognized, regionally utilized testing process.
139 Office of Emergency Management: This year was highlighted with major work in several areas. Regional and local activities associated with flood plain management, mitigation grants, and involvement in sea level rise planning allowed OEM to advance in a significant manner its goals of engagement of mitigation and greater City awareness of mitigation activities. The year was also a banner year in the area of Training and Exercise. An impressive list of internal as well as external exercise opportunities were taken advantage of by the City including an Active Shooter Exercise in partnership with Police, water distribution and backflow prevention with Public Utilities, Sheriff’s Office exercises, and a continuation of the Oceana exercise series. OEM continues to be an active partner in emergency planning in the region supporting the Regional Catastrophic Grant and multiple working groups in the region. The Citizen Corps Program greatly increased support of special events providing thousands of hours of community services through the CERT program. In support of the EOC a grant allowed for the upgrade of technology and orientation programs advancing the standardization of EOC procedures.
Marine Team Expansion: The Virginia Beach Fire Department’s Marine Division has seen steady growth over the last few years. The Marine Division is responsible for protecting our coastline 3 miles off shore and for the protection of all our inland waterways. Fire, Hazardous Materials and other emergency situations have required the expansion of our Marine Fleet and the addition of a reserve unit, Fireboat 30 has been a significant resource in maintaining our operational coverage. The vision of the Marine Division is focused on training and the development of a cross training program to allow all members to become proficient in operating the various types of vessels required for the diverse operational areas in the city. This year 27 of our members were trained at the United States Coast Guard School in Yorktown in search, rescue, maintenance and operation of the new 41’ UTB. We are also focused on building upon our: relationship with our partners in Law Enforcement and Emergency Medical Services to enhance our response capabilities in the marine environment throughout the city. Our vessels responded to over 351 marine based incidents this year.
Restructure Initiative addresses Program Management Goals: On March 1, 2013 the Fire Department began making organizational changes aimed at improving administrative efficiency and program coordination. Initial actions established a Special Operations Division as part of a phased restructure plan. This new division provides a staff level focus on our growing program areas and dedication to improvement for all special operations disciplines in the city. The restructure also addressed the need for dedicated Research and Analysis staff that will coordinate performance management and improvement objectives department wide. The Fire Department has adopted aggressive strategic initiatives for service delivery, resource & facility planning, leadership, and community relations. We believe in our role as prevention, preparedness, and recovery experts and focus on those areas as integral components for the effectiveness of our response and mitigation role.
140 Station Alerting Improvements: While working towards our response improvement goals the Virginia Beach Fire Department identified a significant issue related to the two- tone alerting process currently in use in City Fire and EMS stations. The alerting and confirmation process took several seconds per-station and on multiple unit responses these times would accumulate. The fire department identified an Internet Protocol based solution that could alert all units simultaneously. The new system was installed in the brand new fire rescue station at Chesapeake Beach and will soon be completed in the Town Center Fire Station. The system will allow responders to reach people in need much quicker reducing harm and saving lives. In the town center area 1 minute in saved time can double the population that could be served within response time goals.
The continued expansion of this new alerting technology is planned for all Fire and EMS facilities in FY 14 and 15.
Virginia Values Veterans Certification: The Virginia Beach Fire Department received the Virginia Values Veterans (V3) Bronze Level certification on April 9, 2013 during a Conference and Training Session held at Regent University. The Virginia Department of Veterans Services sponsors the V3 initiative. It offers training, coaching, access to resources, and advocacy for organizations that agree to hire and retain Veterans and transitioning Guardsmen and Reservists in Virginia. The program uses industry best practices to help meet current and future hiring and retention needs by employing military veterans. This program is designed for organizations that want to improve their business performance through improved workforce productivity and believe re-capitalizing their workforce with veterans should be part of that effort. In turn, the V3 Program will provide additional avenues for the fire department to advertise, recruit, and hire qualified veterans. Both the Fire Department and the V3 program focus on valuing veterans for their commitment to: Teamwork, Leadership, Work Ethic, Planning and Organization, and Physical Fitness.
Parks & Recreation
American Red Cross Lifesaving Award: The life of a 77-year old man was saved this year due to a well-trained Parks and Recreation staff and their immediate access to an Automatic External Defibrillator (AED). When the long-time patron of the Great Neck Community Recreation Center collapsed in a restroom stall and was found unconscious without a pulse, the center’s first responder team responded to cardiac arrest within one minute of notification. The patron was shocked with AED three times, and was given seven minutes of CPR and resuscitation. Thanks to the swift actions of the Parks and Recreation staff, rescue squad personnel were able to transport the patron from the community recreation center with a pulse while breathing on his own. These heroic aquatics staff members were presented with the American Red Cross Life Saving Award of Merit, the highest level of recognition given by the organization. The patron has now fully recovered and was back at the recreation center within three months. To date, the Department of Parks and Recreation operates 35 AED machines at various facilities throughout the City.
141 Since the introduction of the AED equipment in 2000, three lives have been saved by Parks and Recreation personnel.
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Appendix A
City Business Operational Initiatives Catalog City Council's Action Agenda Grouped by City Business
Cultural & Recreational Opportunities (CRO)
Community Livability Plan - Green Run Community
• Community Livability Plan - Western Bayside Community
• Open Space Program and Funding
• Pleasure House Point
• Youth Baseball at Princess Anne Commons
• Economic Vitality (EV)
2040 Vision to Action Community Coalition
• Agriculture Business Analysis and Expansion Strategy
• Alternative Field/OLF and Night Training (Oceana Naval Air Station)
• APZ Land Use and Redevelopment
• Aquarium & Owls Creek Plan
• Branding: Virginia Beach Naturally
• Business Innovation Center: Development
• Cavalier Hotel Preservation
• Centerville SGA
• Central Business Core District Zoning Ordinance
• Convention Center Business Development
• Economic Development Action Plan
• Economic Development: Measures and Reporting
• Economic Incentive Funding
•
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Energy Related Business Strategy
• International Business Attraction: Strategy and Action
• Military and Related Business Strategy
• Oceanfront Late Night Behavior Strategy
• Public Information and Marketing of Resort to Residents
• Research and Development Strategy
• Resort Area Parking Strategy
• Rudee Walk Phase I
• Rudee Walk Phase II and III
• Sale of City-Owned Land: Evaluation, Policy Direction and Actions
• Town Center -- Phase IV
• Town Center West Expansion
• Workforce Development (including TCC and other institutions)
• Family and Youth Opportunities (FYO)
Housing Resource Center
• Quality Education and Lifelong Learning (QELL)
Workforce Development (including TCC and other institutions)
• Quality Organization (QO)
Disaster Recovery / Organizational Resiliency
• Diversity-Core Strategy
• Employee Compensation - New Model
• Healthcare Plan
• Increase City Expenditures paid to Minority Business 10% of Expenditures
• Increase Employment for Underrepresented Groups (QO7)
•
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Regional Shared Services
• Technology Plan
• VRS/Defined Contribution
• Quality Physical Environment (QPE)
19th Street Pedestrian Connection
• Bayville Creek Neighborhood Dredging SSD
• Bike Accommodations
• Cape Henry Beach Easements
• Centerville Turnpike Widening (Indian River Road to Kempsville Road)
• City Operations: Energy Efficiency and Alternative Fuels
• Comprehensive Plan Update
• Gills Cove Neighborhood Dredging SSD
• Green Ribbon Incentives
• Harbour Point Neighborhood Dredging SSD
• Landfill/SPSA: Options: Comprehensive Waste Management Strategy
• Laskin Infrastructure and Road Improvement (Gateway)
• Lesner Bridge
• Local Road Funding: Long Term
• Lynnhaven Parkway XI Project
• Neighborhood Preservation Program and Plan
• Nimmo Parkway Project Phase V (VDOT Legacy Project)
• Old Donation Creek Neighborhood Dredging SSD
• Princess Anne Road Project Phase IV (VDOT Legacy Project)
• Princess Anne/Kempsville Intersection Improvement Project
•
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Public Transit Plan (Norfolk Southern Transportation Corridor)
• Regional Transportation Funding
• Roadway Maintenance Program
• Sand/Beach Replenishment
• Shore Drive Infrastructure Improvements
• Special Service District(s) for Sand Replenishment
• SPSA: Long Term Solid Waste Management for Southside Localities
• Thoroughgood Cove Neighborhood Dredging SSD
• TMDL (Total Maximum Daily Load) Environmental Tracking
• Uranium Mining Impact Study
• Virginia Beach Transit Extension Study
• Wesleyan Drive Project
• Western Branch Lynnhaven River
• Safe Community (SC)
Blackwater Fire and EMS Station Replacement
• Chesapeake Beach Fire and EMS Station Replacement
• Emergency Preparedness and Recovery Plan/Public Awareness Campaign
• Emergency Preparedness and Recovery Plan/Sheltering
• Gang Strategy: Next Steps
• Neighborhood Safety: Evaluation and Direction
• Oceanfront Late Night Behavior Strategy
• Technology Plan
• Thalia Fire & EMS Station Replacement (Town Center)
• Thalia Fire/EMS Station Conversion Project
•
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INDEX
19th Street Pedestrian Connection (p. 71) 2040 Vision to Action Community Coalition (p. 53) Academic Village (p. 33) Agriculture Business Analysis and Expansion Strategy (p. 9) Alternative Field/OLF and Night Training (Oceana Naval Air Station) (p. 10) APZ Land Use and Redevelopment (p. 10) Aquarium and Owls Creek Plan (p. 81) Bayville Creek Neighborhood Dredging SSD (p. 54) Bike Accommodations (p. 41) Blackwater Fire and EMS Station Replacement (p. 32) Branding: Virginia Beach Naturally (p. 71) Business Innovation Center: Development (p. 11) Cape Henry Beach Easements (p. 72) Cavalier Hotel Preservation (p. 74) Centerville SGA (p. 12) Central Business Core District Zoning Ordinance (p. 75) Centerville Turnpike Widening (Indian River Road to Kempsville Road) (p. 41) Chesapeake Beach Fire and EMS Station Replacement (p. 32) City Operations: Energy Efficiency and Alternative Fuels (p. 33) Community Livability Plan – Green Run Community (p. 54) Community Livability Plan – Western Bayside Community (p. 56) Comprehensive Plan Update (p. 58) Convention Center Business Development (p. 83) Disaster Recovery/Organizational Resiliency (p. 21) Diversity-Core Strategy (p. 34) Economic Development Action Plan (p. 12) Economic Development: Measures and Reporting (p. 20) Economic Incentive Funding (p. 13) Employee Compensation – New Model (p. 22) Emergency Preparedness and Recovery Plan/Public Awareness (p. 35) Emergency Preparedness and Recovery Plan/Sheltering (p. 36) Energy Related Business Attraction (p. 13) Gang Strategy: Next Steps (p. 59) Gills Cove Neighborhood Dredging SSD (p. 60) Green Ribbon Incentives (p. 60) Harbour Point Neighborhood Dredging SSD (p.61) Healthcare Plan (p. 23) Historic Kempsville Area Master Plan Implementation (p. 52) Housing Resource Center (p. 62) Increase City Expenditures paid to Minority Business to 10% of Expenditures (p. 24) Increase Employment for Underrepresented Groups (p. 36) International Business Attraction: Strategy and Action (p. 14) Landfill/SPSA: Options – Comprehensive Waste Management Strategy (p. 24) Laskin Infrastructure and Road Improvement (Gateway) (p. 50) Lesner Bridge (p. 42) Local Road Funding: Long Term (p. 42)
147 Lynnhaven Parkway XI Project (p. 43) Military and Related Business Strategy (p. 15) Neighborhood Safety: Evaluation and Direction (p. 62) Nimmo Parkway Project Phase V (VDOT Legacy Project) (p. 50) Oceanfront Late Night Behavior Strategy (p. 76) Old Donation Creek Neighborhood Dredging SSD (p. 64) Open Space Program and Funding (p. 64) Pleasure House Point (p. 65) Princess Anne Road Project Phase IV (VDOT Legacy Project) (p. 44) Princess Anne/Kempsville Intersection Improvement Project (p. 44) Public Information and Marketing of Resort to Residents (p. 83) Regional Shared Services (p. 16) Regional Transportation Funding (p. 45) Research and Development Strategy (p. 17) Resort Area Parking Strategy (p. 77) Roadway Maintenance Program (p. 46) Rudee Walk Phase I (p. 78) Rudee Walk Phase II and III (p. 79) Sale of City-Owned Land: Evaluation, Policy Direction and Actions (p. 37) Sand/Beach Replenishment (p. 65) Shore Drive Infrastructure Improvements (p. 46) Special Service District(s) for Sand Replenishment (p. 68) SPSA: Long Term Solid Waste Management for Southside Localities (p. 38) TCC and City Joint Use Library at the Princess Anne Commons Academic Village (p. 30) Technology Plan (p. 25) Thalia Fire and EMS Station Replacement (Town Center) (p. 38) Thalia Fire/EMS Station Conversion Project (p. 39) Thoroughgood Cove Neighborhood Dredging SSD (p. 66) TMDL (Total Maximum Daily Load) Environmental Tracking (p. 79) Town Center-Phase IV (p. 17) Town Center-Phase V (p. 18) Town Center West Expansion (p. 18) VRS/Defined Contribution (p. 31) Wesleyan Drive Project (p. 51) Western Branch Lynnhaven River (p. 67) Workforce Development (including TCC and other institutions (p. 19) Youth Baseball at Princess Anne Commons (p. 84)
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