No preview available
HomeMy WebLinkAboutAPRIL 17, 2001 MINUTESCITY COUNCIL City of Virginia laeach "COMMUNITY FOR A LIFETIME" MAYOR MEYERA E. OBERNDORE AtJ~rge VICE MAYOR WILLIAM D. SESSOMS, JR., At-Large LINWOOD O. BRANCH, lll, Beach - District 6 MARGARET L. EURE, Centerville - District 1 WILLIAM W. HARRISON, JR., Lynnhaven - District 5 BARBARA M. HENLEY, Princess Anne - District 7 LOUIS R. JONES, Bayside - District 4 REBA S. McCLANAN, Rose Hall - District 3 ROBERT C. MANDIGO, JR., Kempsville - District 2 NANCY K. PARKER, At-Large ROSEMARY WIL~ON, At. Large JAMES K. SPORE, City Manager LESLIE L LILLEE City Attorney RUTH HODGES-SMITH, MMC, City Clerk CITY HALL BUILDING I 2401 COURTHOUSE DRIVE VIRGINIA BEACH. VIRGINIA 23456.9005 PHONE: (757)427-4304 FAX: (757) 426.5669 EMAIL: Ctycncl~ cio: virginia-beach, va. us CITY COUNCIL COUNCIL WORKSHOP CONFERENCE 17 April 2001 ROOM CALL TO ORDER Mayor Meyera E. Oberndorf 2:00 PM II CITY COUNCIL A RESOURCE MANAGEMENT PLAN - FY 2001-2002/CIP FY 2001-2007 1 Quality Physical Environment 2 Operational Support III CITY COUNCIL A FUTURE ECONOMIC IMPACT OF NAS OCEANA John Whaley, HRPDC B CITY COUNCIL SESSIONS/PUBLIC HEARING POLICY James K. Spore, City Manager REVENUE ASSESSMENT and COLLECTION SYSTEM David C. Sullivan, Chief Information Officer 4:00 PM CITY COUNCIL AGENDA April 17, 2001 Budget Workshop 2:00 - 4:00 p.m. Briefing Session 4:00 p.m. __..___.__...----.------..----..---------------- 1. Future Economic Impact of NAS Oceana: Mr. John Whaley, HRPDC (30 min.) 2. Revised City Council Meeting/Public Hearing Policy: Mr. James K. Spore, City Manager (30 min.) 3. Revenue Assessment and Collection System: Mr. David Sullivan, Chief Information Officer (30 min.) The Econo,mic Impacts of the Super Hornets HAMPTON ROADS PLANNING DISTRICT COMI~flSSION APRIL 2001 E 01-01 elm elm l.~e.~o.L~ ~o .~acltun N Billions of 1992 Dollars 0 0 0 Employment 0 0 -o 0 Thousands of 2000 Dollars 0 0 0 0 0 Employment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0~1 0 0 0 0 0 0 0 0 ~ 0 0 0 0 0 0 0 0 suos~ed O0 0 0 0 0 0 0 0 0 0 0 0 0 C~ 0 0 0 0 0 0 0 0 0 0 0 ~ 0 0 0 0 0 ~ 0 0 0 0 0 SJellOC] 000~ u! IOd SJellOO ~66~ ~o suo!ll!;] 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 sJellOC] O00Z: ~o puesnotl~ 0 0 0 0 0 0 0 0 0 0 ~,u eu~,<Old u~ :i 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 CD 0 su0sJ0d 0 0 0 0 0 0 [] · $000; jo spuesnoq~ e= The Future Economic Impact of NAS Oceana~ Introduction The Norfolk-Virginia Beach-Newport News MSA, known as Hampton Roads, is an urban area of over 1.5 million people located in southeastern Virginia at the mouth of the Chesapeake Bay. The region is best known for its historic sites in Williamsburg, its oceanfront resort in Virginia Beach, its port, and the presence of the nation's largest concentration of military personnel stationed at bases which are widely distributed throughout .the area. One of those bases is NAS Oceana. ©ceana, as it is known locally, was originally carved out of 328 acres of swampland in 1940 in what is today the City of Virginia Beach. The base added personnel and aircraft throughout World War II and was designated a Naval Air Station in 1952. Later, in 1957, the base was designated a Master Jet Base.2 The base has now grown to contain some six thousand acres and provide employment to over eleven thousand uniformed personnel along with over two thousand civilians. The base had a total payroll of 625 million dollars in 2000 making it the largest employer in the City of Virginia Beach. Oceana serves as home to the Navy's jet aircraft which are assigned to the Atlantic Fleet. Today, Oceana faces several challenges, one of which is the role which the base will play in hosting future aircraft given the changing composition of aircraft in the fleet. For some years now, the Navy has relied heavily upon the use of the F-14 Tomcat and the F/A- 18 CID Hornet to carry out its missions. Because the Tomcat has been in service for many years, the Navy plans to phase out the older Tomcat in favor of a new aircraft with more capability. This new aircraft is the F/A-18 E/F, commonly known as the Super Hornet, which will begin to enter the Atlantic fleet in 2003. 1 The data on which this report is based was provided by the U.S. Navy in late 2000. Although the data in the Environmental Impact Statement to be released in 2002 will likely be different, we do not expect the differences to materially effect the conclusion of this report. 2 In order for a facility to be designated as a Master Jet Base, it must be a permanent base, serve as home for aircraft assigned to aircraft carriers homeported nearby, and have one or more auxiliary landing fields. "* 1 Oceana currently serves as home to the Navy's Tomcats and east coast Hornets. However, with the Tomcats leaving the fleet and the phase out of older versions of the Hornet, Oceana will soon begin to see a significant reduction in the number of aircraft stationed there. This will have the effect of reducing the number of persons who are employed at the base along with the economic impact that Oceana has in the community. However, at the same time, the new Super Hornet will soon begin to enter the east coast fleet and, should the decision be made to assign them to Oceana, those aircraft would, to a large extent, offset the scheduled retirement of the Tomcats and older Hornets. Since the decision has not yet been made as to where the Super Hornets will be assigned, considerable uncertainty exists as to the number of aircraft which will operate at the base in the future and ultimately the economic impact of the base on the community. Finally, since Congress is currently considering the creation of a new Base Realignment and Closure Commission (BRAC), the base's very existence may soon come under scrutiny. Methodology This investigation projected the future economic impact of Oceana from 2000 to 2010 upon the regional economy using the REMI model. The REMI model is a hybrid model which contains both econometric and input-output features and was designed some two decades ago to perform subnational economic impact and policy analysis. The model is supplied to users by Regional Economic Models, Inc. in Amherst, Massachusetts, and is calibrated to reflect local economic and demographic relationships. The model has been used and improved over the years and is widely utilized by colleges, universities, private consultants, federal, state, and regional agencies, as well as units of local government. The version of REMI used to conduct this investigation contained two subregions so that impacts could be estimated for Virginia Beach as well as the remaining 15 communities of Hampton Roads.3 As suggested above, several very different futures can be envisioned for Oceana. These futures were described in three 3 These communities are Chesapeake, Gloucester Co., Franklin, Hampton, Isle of Wight Co., James City Co., Newport News, Norfolk, Poquoson, Portsmouth, Southampton Co., Suffolk, Surry Co., Williamsburg, and York Co. scenarios each of which was evaluated through the use of the REMI model. The first scenario assumed that ©ceana will be selected as the home for all of the east coast Super Hornets. More precisely, according to projections supplied by Navy officials, the number of aircraft assigned to the base would decline from 307 in 2000 to 299 in 2010 for a loss of 8 aircraft if the Super Hornets are stationed at Oceana. In other words, the arrival of the Super Hornets would not be sufficient to fully offset the loss of the Tomcats and the older Hornets. On the other hand, a second, quite different scenario can be constructed from the fact that should the decision be made to locate the Super Hornets elsewhere, the number aircraft is projected by the Navy to decline to just 137 in 2010 so that the base will experience a loss of 170 airplanes or a more than 55 percent reduction in aircraft. A final scenario is an extension of the second. It suggests that should ©ceana not get the Super Hornets and have no more than 137 aircraft by 2010 and should a new Base Realignment and Closure Commission be created by Congress, the base will likely become a candidate for closure. At present, Oceana has a rated capacity of approximately 400 aircraft. Should the Super Hornets be assigned elsewhere, the base's utilization rate can be expected to fall to just 34 percent from 77 percent currently. Since bases with I°w utilization factors are considered to be candidates for closure, ©ceana's projected rate of utilization without the Super Hornets might make it a target for a future base closing commission. The third scenario bundles these concepts by assuming that the Super Hornets are not assigned to Oceana so that the number of aircraft at the base declines from 307 in 2000 to 162 in 2008 as prescribed by the second scenario and then that number drops to zero when the facility is closed in 2009. In effect, the second and third scenarios describe the same future outcome for the base through 2008. However, in the third scenario, the base is selected for closure by 2009 while in the second scenario the base remains open and operates with just 137 aircraft in both 2009 and 2010. These three scenarios, shown in Figure 1, are felt to encompass the most likely future outcomes for activity levels at Oceana. "" 3 0 0 0 ~e.lOJ!V ~0 JeqtunN g 0 0 O~ 0 0 O~ 0 0 0 The Direct Impact While changes in the number of aircraft will not directly impact upon the local economy, changes in spending which result from changes in the number of aircraft will. This analysis developed regional economic impacts which can be expected to result from changes in area spending. Changes in three types of spending were projected as part of the investigation. These are changes in military and federal civilian payroll expenditures, changes in local purchasing by the base, and changes in spending by visitors coming to the base on business as well as spending by persons visiting the households of Oceana employees. Each of these three types of expenditures in the local economy were projected for each year from 2000 to 2010 based upon the number of aircraft expected to operate at the base. These estimates were made for each of the three scenarios described earlier. Payroll Impact The first and most important effect of changes in activity at Oceana is the change in base employment along with the resulting change in payroll expenditures in the local economy. The change in base employment was estimated by assuming that the projected number of aircraft assigned to the base in future years will have the same number of civilian and military personnel per aircraft as in 2000. This assumption made it possible to produce-a projection of base employment under each of the scenarios.4 A projection of payroll for each scenario was then developed by adjusting the RI=MI model for the difference between the average pay at Oceana and average military and federal civilian pay contained in the REMI model. 4 This analysis ignores the fact that employment at Oceana can be separated into persons whose work is base dependent and those whose work is aircraft dependent. It can be expected that the number of persons whose work is base dependent will not change with changes in the number of aircraft operating at the base while the number of persons whose work is aircraft dependent will change with changes in the number of aircraft at the base. However, because base officials were unable to estimate the number of employees in each category, for this analysis it was assumed that all employment was aircraft dependent. -- 5 Purchasing Impact Projections of changes in base purchasing in the local economy were developed from projections of aircraft assigned to Oceana along with information on the current pattern of purchasing. According to information supplied by the base, in 2000, Oceana purchased $345.8 million of goods and services. The majority of these funds or $274.1 million were spent for aircraft parts and supplies. Since Hampton Roads does not produce aircraft components, those expenditures were assumed to leave the region and not to impact on the regional economy. They were therefore ignored in this analysis. However, the remainder or $71.7 million was spent locally on construction; building and equipment repair and maintenance; cleaning; food preparation; utilities; and public services including sewer, water, and trash collection. Of those expenditures, one half or $35.9 million was assumed to change in response to changes in activity levels at the base. By contrast, the remaining $35.9 million was assumed to reflect a fixed cost of operating the base and would occur regardless of changes in activity levels at the base. This fixed cost was assumed not to decline in the first and second scenarios and assumed to drop to zero in the third scenario with the closing of the base. Additionally, it was assumed that half of all of these expenditures were made with businesses located in the City of Virginia Beach while the rest was spent with businesses in the rest of the region. Finally, it was assumed that the pattern of these local expenditures mirrored the pattern of local purchasing in 2000. Base purchasing acroSs the three sbenarios was made to reflect changes in activity levels at the base. Visitor Impact Finally, assumptions were made about visitor spending in Hampton Roads which is generated by the presence of Oceana. In an effort to develop this estimate, it was assumed that travel spending in Virginia localities is a function of a community's population, employment by place of work, and the presence of local tourist attractions and interstate highway interchanges. These four factors were assumed to be the principal drivers behind the level of travel expenditures experienced in the jurisdictions of Virginia. - 6 To estimate visitor expenditures generated by Oceana, data was collected from the state's tourism agency on travel expenditures made in each of Virginia's cities and counties. These communities were then screened to eliminate all of those which possessed significant tourist attractions or interstate highway interchanges. This screening eliminated localities whose travel expenditures reflect, in part, spending attributable to recreational and highway-oriented travel. A further screening was done to eliminate communities which had population to employment ratios which differed significantly from that known to exist for Oceana. This screening eliminated communities whose visitor spending reflected the influence of the population and employment drivers which was different from the population and employment drivers for Oceana. The remaining cities and counties, 21 in all, were felt to experience travel expenditures reflecting visitations to a community's local businesses and residents and not expenditures associated with local attractions or-large, commercially developed highway interchanges. In other words, the level of travel spending in the 21 communities was felt to reflect the same forces driving visitations to Oceana, i.e., business and personal visits as opposed to recreational and highway-oriented visits. After completing the screenings described above, a regression equation with city and county travel expenditures as the dependent variable and each Iocality's place of work employment as the sole independent variable was then fit to the data for the 21 communities. Population was excluded from the regression since the correlation between the population and employment variables was very high making it difficult to get reliable estimates for both coefficients. However, because of the close relationship between population and employment at the jurisdiction level, the effect of population was assumed to be reflected in the coefficient for employment, so that the influence of population on visitor spending was captured by the employment variable. The resulting coefficient, after being rounded up slightly, was one thousand dollars per employee. This coefficient was then multiplied by the projected employment at Oceana so as to get an estimate of visitor expenditures in Hampton Roads associated 7 with activity levels at Oceana.5 Because the employment variable in the regression was felt to have picked up much of the impact of both population and employment, multiplying the regression coefficient by the number of persons working at Oceana accounted for both business visitations to the base as well as visitations to the households of Oceana workers. Finally, all of the visitation expenditures were assumed to have been made in Virginia Beach where many of Oceana's personnel reside and where there are an abundance of tourist facilities. Visitor spending across the three scenarios was made to reflect changes in activity levels at the base. Because the estimated changes in payroll spending are much larger than the estimated changes in local purchasing by the base and visitor spending, changes in payroll were the dominate factor driving the analysis. Hampton Roads Impacts Entering the estimated direct impacts described above into the REMI model produced projected impacts for each of the study's three scenarios. Review of those results suggest that if the Super Hornets are assigned to Oceana, the change in the economic impact of Oceana from current levels will be small. By contrast, should the Super Hornets be assigned elsewhere, the economic impact of the base upon the community will diminish significantly.6 The next several graphs highlight the many differences in economic outcomes between getting and not getting the new Super Hornets. These graphs show the decline in economic activity, which can be expected to result from the changes outlined in each scenario. In all scenarios the economic impacts generated by changes at Oceana are projected to be negative which simply means that the isolated effect of changes at Oceana is to reduce the level of economic activity - both for the region and the City of Virginia Beach. However, because there will be other factors contributing to regional 5 The travel expenditure of $1,000 per employee compares to a statewide average of $2,128. The statewide average was higher than the regression estimate since it reflects not only the sorts of visits likely to be generated by Oceana but also the presence of tourism and highway travel along interstates. 6 Dollar impacts are expressed in year 2000 dollars. 8 economic growth which will more than offset the negative impacts created by the ©ceana scenarios, total economic activity in the region and in Virginia Beach will increase significantly over the period from 2000 to 2010. The conclusion that growth will occur in Hampton Roads in spite of any changes at ©ceana is highlighted in Figures 2 and 3, which show the impact of each of the ©ceana scenarios upon the region's projected Gross Regional Product and total employment.7 In each case, the impact of the ©ceana scenarios is to reduce the amount of growth likely to occur - not to stop growth completely. The figures to follow show the impacts generated by changes at Oceana after holding all other impacts in the economy constant. The isolated impact of the Oceana scenarios is shown in Figure 4, which suggests that if the Super Hornets are assigned to ©ceana, Gross Regional Product (GRP) in Hampton Roads will decline by $29.0 million dollars or by just 0.05% between 2000 and 2010. This modest decline will occur because the arrival of the Super Hornets is not projected to be sufficient to offset the loss of other aircraft. By contrast, if the base should remain open but the Super Hornets are assigned elsewhere, Gross Regional Product can be expected to decline by $645.5 million or by 1.19% between 2000 and 2010. Finally, closing ©ceana would result in much larger impacts since GRP is projected to decline by $1,247.3 million or by 2.30% by 2010. Figure 5 tells a similar story except this time for regional employment. Should the Super Hornets come to ©ceana, employment within the region is projected to decline by 469 jobs by 2010. This constitutes a loss of no more than 0.05% of the region's total employment. By contrast, if the base remains open but operates without the Super Hornets, the region can be expected to lose 10,499 jobs by 2010 for a reduction in the region's total employment of 1.06%. Closing the base will result in the loss of 20,781 regional jobs or a decline of 2.10% by 2010. ? GRP is the value of the region's economic activity. 9 o o o o o o o o o o o sJelloO E66 ~ jo suo!ll!;t o o o o o o ~- o o 0~ o o luecu,~oldu~'q 0 CD 0 0 0 CD 0 0 0 0 0 CD 0 0 0 0 0 CD 0 0 0 CD 0 CD 0 0 0 0 0 0 s~ellOQ 000~ ~o spuesnoqj. 0 0 0 0 0 0 0 0 0 0 ,---.. CNI 0 0 0 0 0 E E E 0 0 0 llJ ICl ICl 0 0 luecu,~oldm~ 0 0 0 0 O~ CD The wide disparity in the size of these impacts can be seen by simply looking at the ratio between the impacts projected for the three scenarios. For example, in the case of GRP, the loss to the regional economy if the base remains open but the Super Hornets are assigned elsewhere is 22 times larger than the loss to the economy if the Super Hornets are assigned to the base. The difference in the loss of jobs under the two scenarios is also considerable since the loss of employment in the region is over 22 times greater if the Super Hornets are not assigned to ©ceana as compared to what would occur if the new jets are assigned to the base. By contrast, closing the base will produce impacts on GRP and.employment which are more than forty times larger than the base case which assumes that the Super Hornets are assigned to ©ceana. The loss of jobs in the regional economy, along with other adverse effects created by this study's three scenarios will produce a loss of population as people leave the region for jobs elsewhere. The population loss which would result from projected changes in activity levels at Oceana is shown in Figure 6. As the figure suggests, if the Super Hornets are assigned to ©ceana, the region's population will decline by 318 perSons by 2010. By contrast, if the base should remain open but operate without the Super Hornets, the region can expect to experience the loss of 7,187 persons. Finally, closing the base would lead to a loss of 13,121 people from the region. It is emphasized that the region's population will continue to increase from 2000 to 2010. However, hidden in those increases will be the decline in population generated by the projected changes in activity levels at Oceana. Because the jobs projected to be lost at Oceana under each scenario pay attractive wages by regional standards, it can be expected that the region's average wage will experience downward pressure generated by changes in activity levels at Oceana. In fact, as can be seen in Figure 7, the region's average annual wage is projected to decline by just $2.99 or by 0.01% by 2010 from 2000 levels if the Super Hornets are assigned to ©ceana while the average annual wage will decline by $58.69 or 0.25% if the base remains open but does not have the new jets. Should the base close, the average wage would decline by $105.61 or 0.45% by 2010. -' 14 0 0 0 suosJed o o o o o o o o o o o o Sa~ll°O 000~ 0 o 0~ o o o o o o o Since wages are a critically important component in determining incomes, it is projected that per capita income will decline as a result of the expected decline in wages. As can be seen in Figure 8, regional per capita income will decline by $3.28 by 2010 for an insignificant percentage decline if the Super Hornets are assigned to Oceana while a decline in the average regional per capita income of $83.32 or 0.32%, will occur without the new aircraft. Finally, regional per capita income is projected to decline by $180.54 or 0.70% by 2010 if the base is closed. Finally, the impacts described above do not cover the full range of impacts, which were estimated during the course of this analysis. Additional impacts resulting from the two scenarios drawn in this investigation are contained in Tables 1 through 6. Both absolute changes as well as the percent changes from current levels are shown in the tables. Additional impacts covered in the tables include personal income, real disposable income, consumption, investment, non-residential investment, residential investment, employment by type, and state and local revenues. Spatial Distribution of Impacts As has been indicated, acquiring the Super Hornets insures that Oceana will continue to play an important role in the region's economy. By contrast, should the Super Hornets be assigned elsewhere, Oceana's role in the economy will diminish and there will be significant negative impacts upon the region's economy. Should the facility be closed, the impact would be even larger. Many of those impacts were outlined above. However, because the spatial distribution of those outcomes will vary considerably across scenarios it is important to examine the location of impacts. Information on the spatial distribution of impacts can be found in Table 3. Because Oceana is physically located in Virginia Beach and many of its employees reside there, changes in activity levels at the base will, in most cases, have a larger impact on that city and especially in the area immediately surrounding the base than upon the rest of the region. ~'- E o -r -r- 0 (D 0 0 CD CD 0 0 S~ellOQ O00E u! IOd CD 0 0 0 0 0 0 CD 0 0 0 0 0 0 0 0 0 0 IJ.l 0 zz zz 0 0 Go lg 0 ¢xJ - 0 '--' 0 e- t- > ~ (D 0 P:Z << zz 0 0 0 0 2O 0 0 (.~ UJ 0 < zz zz 0 0 0 CD C,J -m -m ,- > > 21 0 0 0 ~ 0 0 c? c? o,' c? o, o, c? o o o o o o o ~ E: E: o, o, c?, o, c? o, cS,' o, o, ._o E 0 zz zz 22 ,r" CD 0 "0 0 .ca IZ. zz 23 0 0 {_3 0 ~7 << ~'Z 24 This point is perhaps best illustrated by the Gross Regional Product projection. As can be seen in Figure 9, GRP is projected to decline by 26.0 million in Virginia Beach by 2010 with a slight decline of $3.3 million in the rest of the region if the Super Hornets are assigned to Oceana. By contrast, GRP is anticipated to decline by $578.7 million in Virginia Beach by 2010 if the base remains open without the new fighters as compared to a loss of $66.7 million in the remainder of Hampton Roads. Finally, if Oceana is closed, GRP in Virginia Beach is projected to decline by $1,098.6 million by 2010 as compared to $148.7 million in the remaining fifteen jurisdictions of the region. However, as large as these impacts are, it is important to note that other sources of growth will be operating over the study period in the regional and Virginia Beach economies so that on a net basis, a continuation of growth is projected for Virginia Beach. In other words, the City's economy will continue to grow regardless of changes in activity levels at Oceana. The effect of the Oceana scenarios is simply to slow the rate of economic growth as suggested in Figure 10. Similarly, employment impacts will be concentrated in Virginia Beach under all three scenarios. For example, if the new fighters are assigned to Oceana, employment is projected to decline by 396 jobs by 2010 as compared to 73 jobs in the remainder of the region as can be seen in Figure 11. Alternatively, without the new aircraft employment in Virginia Beach is projected to decline by 9,023 by 2010 as compared to a loss of 1,476 jobs in the remaining communities of the region. Finally, should Oceana be closed, the city would lose 17,510 jobs by 2010 as compared to a projected loss of 3,271 in the other communities of the region. By contrast, since many of the people who work at Oceana live in the region's other communities, the population impacts will be more widely distributed than the impact on GRP and employment. As can be seen in Figure 12, Virginia Beach is projected to experience the loss of 125 people from its current population if the Super Hornets are assigned to Oceana as compared to a larger loss of 193 people from the other jurisdictions. By contrast, should the Super Hornets be assigned elsewhere and the base remain in operation, the city would experience a loss of 3,476 persons by 2010 as compared to 3,711 in the other jurisdictions of Hampton Roads. 0 0 0 0 CD 0 0 ,~- 0 sJellOQ 000~ jo puesnoq~ 0 0 0 0 0 0 0 0 sJellOO ~66~ ~o suo!ll!g 0 0 C~J 0 CD 0 0 0 5' 'T lueuJ~oldm-~ CD 0 'T 0 0 0 0 C) 0 0 0 0 0 suosJgd 0 0 0 0 0 0 0 Finally, closing Oceana would produce a loss of 7,460 persons from the population of Virginia Beach as compared to the loss of 5,661 in the other fifteen communities. In similar fashion, the region's personal income, which is measured by where people live rather than where they work, will also experience impacts which will be more widely dispersed about the region than are the GRP and employment impacts. If the Super Hornets are assigned to Oceana, it can be expected that personal income in Virginia Beach will decline by $11.8 million by 2010 as compared to a loss of $7.6 million in the rest of Hampton Roads as shown in Figure 13. By contrast, operating without the Super Hornets, personal income in Virginia Beach would decline by $272.3 million by 2010 as compared to $158.9 million in the remaining fifteen cities and counties of the region. Even more dramatic would be the closure of the base in which case personal income in Virginia Beach would decline by $514.1 million by 2010 and by $300.4 million in the remainder of the region. The proportional distribution of impacts between Virginia Beach and the remainder of the region is shown in Tables 7 through 9. Conclusion As was indicated at the outset, Oceana will soon experience the effect of a change in the composition of its aircraft. Unfortunately, the future makeup of aircraft at the facility is not currently known. Three outcomes are possible. The first is that the Navy will decide to base its new Super Hornets at Oceana. Another is that the new fighters will be assigned 'elsewhere but the base will continue operations with a reduced number of aircraft. Finally, a third scenario is that the Super Hornets are assigned elsewhere and that the base is closed in 2009 as a result. The outcome of the decisions as to the future location of the new jets as well as to whether the base will remain open will produce significant economic impacts in the community. Should the decision be made to assign the new aircraft to Oceana, the economic consequence of that decision will be to keep the base's future impact close to current levels. By contrast, should the Super Hornet squadrons be located elsewhere, activity levels at the base will drop between now and 2010 and that will set 3O up numerous negative impacts upon the Hampton Roads economy. Closing the facility would set in motion even larger economic forces and produce still larger impacts. Because the base is centrally located in Virginia Beach and because many of its employees and their households reside there, it can be expected that the majority of the impacts under the three scenarios will be concentrated in Virginia Beach. However, to the extent that Oceana workers live and shop elsewhere in Hampton Roads, impacts will be felt in those locations as well. While this investigation did not explicitly focus on impacts across the harbor, relatively few impacts are expected to occur on the Peninsula with most of the effects of changes in activity levels concentrated instead on south Hampton Roads. 31 0 0 o~ 0 [] · 0 0 0 0 0 0 0 0 0 0 0 0 0 CD 0 0 0 0 0 0 0 0 0 $000~: ~o spuesnoq.L 0 0 0 0 zz zz 33 z z zz 7Z 34 0 0 0 .< Z c~ ua ,~ c~ co ~ Z Z '~' ZZ City of Virginia Ficach OFFICE OF THE CITY MANAGER (757) 427-4242 FAX (757) 427-4135 TDD (757) 427-4305 MUNICIPAL CENTER BUILDING 1 2401 COURTHOUSE DRIVE ViRGiNIA BEACH, VA 23456-9001 April 26, 2001 The Honorable Mayor and Members of Council Municipal Center, Bldg. 1 Virginia Beach VA 23456 Dear Councilmembers: At your presentation last week on the impact of NAS Oceana, several questions were asked about re-use. The information on the re-use of Cecil Field in Florida where the Hornet Aircraft were transferred from is attached. I want to call to your attention several significant differences between Oceana and Cecil Field. Cecil Field is approximately 17,200 acres/Oceana has approximately 6,000 acres Cecil Field is adjacent to Interstate 10 and is only several miles from Routes 1-95 and 75 The Jacksonville Port Authority will be managing the aviation assets of approximately 6,000 acres Cecil Field, when operated by the Navy, had approximately 8,000 personnel I want to call your attention particularly to Part 5 of this document showing the reuse plan for Cecil Field. At the end of 12 years, after $100 million in infrastructure improvements has been spent, it is estimated that re-use of Cecil Field will have created approximately 3,000 jobs. The average annual salary is $25,000 for a direct payroll of $78 million. As you probably recall from John Whaley's report, the current payroll at NAS Oceana is $543 million annually. The Honorable Mayor and Members of Council April 26, 2001 Page 2 We will keep you up to date as we receive additional information from Jacksonville. The current use of Oceana and its impacts on the economy of Hampton Roads far exceeds those anticipated for re-use of Cecil Field. Please call if I can provide anything further. With Pride in Our City, ~"'-(3ity M anaSgPe°;e JKS/RRM/ljc Attachments c: Art Collins John Whaley Jacksonville Cecil Field Development Office Page 1 of 2 Jack r ille info citizen visitor site index A division of JEDCI Cecil Commerce Center For Business )n JEDC CECIL FIELD DEVELOPMENr JEDC's Cecil Field Development Office develops and implements options for the reuse and development of Naval Air Station (NAS) Cecil Field after the base's impending closure this year. For more information on how your business can take advantage of the opportunities at Cecil Commerce Center, please use the contact info below. To view the Cecil Field Base Reuse Plan, click here. Cecil Field Development Office 220 East Bay Street, Suite 400 Jacksonville, FL 32202 Phone: 904-630-4787 Fax: 904-630-1434 Emaih herbm@coj.net Herb McCarthy, Director of Cecil Field Development Andy Eckert, Senior Manager Karen Nasrallah, Senior Project Manager http://www.coj.netJjedc/cecil/default.htm 04/23/2001 Jacksonville Cecil Field Property Info Page 1 of 2 JackSOnVille info citizen visitor site hdex m A division of JEOCJ Property Information Leasing Prior to title transfer for public benefit purposes and/or sale, lease agreements may be negotiated. Special rules and restrictions apply to leases based upon: 1) compatibility with ongoing Navy operations at the base, 2) length of lease desired, 3) intended use of the property and/or facility, and 4) compatibility with the Base Reuse Plan. Cecil Field Land Properties and Schedule of Redevelopment Total area Land uses Residential / light office Commercial Parks Conservation Light Industry Heavy Industry Aviation Total Future Ownership City of Jacksonville Jacksonville Port Authority Clay County Conveyances Conservation (Public Benefit) Parks (Public Benefit) Aviation (Public Benefit) Economic Development (Purchase), including utilities 17,201 acres 220 300 2,260 3,991 3,400 1,030 6,000 '17,201 10,560 acres 6,000 641 641 acres 2,260 6,000 8,300 http :l lwww.coj.netljedclcecillproperty.htm 04/23/2001 Jacksonville Cecil Field Property Info Schedule Final Base Reuse Plan Completed Draft Environmental Impact Statement S-3 Departure Completed Final Environmental [mpac~ Statement Record of Decision F/A-18 Departure Completed Navy Departs Change of Ownership February 1996 April 1997 December 1997 September 1998 November 1998 September 1999 October 1999 Sometime in late 2000 / 2001 Page 2 of 2 Home - Advantages - History - Facilities - Property Info - Land Use 3EDC - City Homepage - Site Index - Citizen Info - Business Info - Visitor Info http:l/www.coj.net/jedclcecillproperty.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 1 of 2 usiness Info citizen visitor site i~dex A division of JEDCl Base Reuse Plan (part ! of 6) NAS Cecil Field, Jacksonville, Florida EXECUT]:VE SUMMARY Naval Air Station ("NAS") Cecil Field (the "Base"), Jacksonville, Florida, was identified for closure by the federal Base Realignment and Closure Commission ("BRAC") and approved by the Congress and the President in July 1993. Upon this notice by the BRAC, the city of Jacksonville initiated the development of a reuse plan to guide transition of base property and facilities to other uses that support local goals for economic and community development. This document presents the NAS Cecil Field Reuse Plan as approved by the Cecil Field Development Commission (the "Commission"). Purpose The purpose of this report is to present the proposed reuse plan which will guide the transition and redevelopment of NAS Cecil Field. The development of a base reuse plan is the first in a series of steps for transitioning this major military facility to civilian uses. This report will be used in conjunction with the Environmental Impact Statement ("ETS"), which will be prepared by the Navy, to provide a Record of Decision ("ROD"), which identifies how the Base will be converted from military to civilian use. A base reuse plan provides a description of the planning process; community involvement; summary of the on-base and off-base physical, environmental, demographic; and economic conditions; discussion of reuse alternatives; and the presentation of the proposed reuse plan. This report details these items, and at the conclusion of the report, a discussion of the next steps for implementing the plan by the reuse commission is presented. What the Reuse Plan Will Accomplish The culmination of the reuse planning process, which this report represents, accomplishes a series of important goals of the Commission: The reuse plan considers the long-range aviation needs of the north Florida region. Given the area's rapid growth, the http://www.itd.ci.jax.fl.us/jedc/cecil/plan.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 2 of 2 preservation of the air space and substantial aviation assets at the base is an important objective. The reuse plan replaces the jobs lost through the closure of the Base. During the first 12 years, approximately 3,200 jobs lost at the Base will be replaced with civilian jobs at equivalent or higher wages. The reuse plan identifies new uses for the Base than can provide an engine of economic growth for the west side of Jacksonville. The reuse plan calls for over 21 million square feet of new development at buildout with a current assessed value in excess of $1 billion through a diverse mix of land uses and job opportunities that will position the west side for strong growth. The reuse options for the Base are unique and do not compete with other parts of the .lacksonville economy. The focus on air- related uses and "big box" facilities targets special areas for growth and diversity in the region's economy. Substantial recreational benefits are provided. The provision of 5,000 acres of land for active and passive recreational uses is a major benefit from the project. The reuse plan is compatible with city and regional comprehensive plans and with the characteristics of surrounding neighborhoods. The reuse considers the existing economy and land use framework of the west side and the overall region. The reuse plan lays the groundwork for an aggressive long- range marketing program to help diversify the economy of the region and capitalize on the unique aviation assets. Based on all these factors, the creation of the final reuse plan has accomplished the key goals established by the Commission and the city for the process. Top Next Home - Advantages - History o Facilities - Property Info - Land Use .]EDC - City Homepage - Site ;Index - Citizen Info - Business Info - Visitor Info http:ll~.itd.ci.jax.fl.usljedclcecillplan.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 1 of 2 acksonv,He J CITY OF · info citizen visitor site index A division of JEDCI Base Reuse Plan (part 2 of 6) NAS Cecil Field, Jacksonville, Florida The Base Reuse Planning Process The NAS Cecil Field Reuse Plan was developed under the direction of the Commission established by the Honorable Ed Austin, then mayor of the city of Jacksonville, with 35 members representing a wide range of business and civic leaders from Dural, Clay, St. John's, Baker, and Nassau Counties. The planning process examined and considered regional as well as local issues. During the course of the reuse planning process, a series of 20 meetings were held by the Commission. The Base reuse planning process included an inventory of physical, environmental, and economic conditions for all of the Base property and the surrounding areas. From the inventory and assessment, opportunities and constraints for redevelopment were identified. The Commission developed a series of goals and objectives to guide the Base's development. From the information- gathering process, five alternative land use plans were developed and evaluated by the Commission. The results of this evaluation process, along with significant input and comment from local planning staff and the general public, were utilized by the planning team to refine the alternatives into a final Base reuse plan. The planning process provided several opportunities for public involvement, review, and comment. The public participation program included six public meetings, a monthly newsletter, Executive Committee meetings, 15 full Commission meetings, and numerous newspaper and television news stories. Public comments were solicited and incorporated into the plan through meetings of Southwest and Northwest Citizens Planning Advisory Committees ("CPAC"). The following sections summarize the results of the reuse planning process. Property Description NAS Cecil Field is comprised of three facilities, the Cecil Field Complex, Outlying Landing Field ("OLF") Whitehouse, and the Pine Castle Electronic Warfare Target Area. The only property which is http://www.itd.ci.jax.fi.us/jedc/cecil/plan2.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 2 of 2 subject to closure and is being planned for reuse by the Commission is the Cecil Field Complex. Situated largely in southwestern Duval County, the NAS Cecil Field Complex encompasses 17,607 acres of land. The southernmost portion of the Base, 64:L acres, lies within Clay County. There are over 8,500 military and civilian personnel at the base when at full operation. The primary purpose of the naval air station is as a home port for F/A 18 and S-3 naval aviation squadrons. The Base provides support training and intermediate maintenance for these squadrons. The aviation infrastructure located on the Base includes four runways; eight hangars, which total over 750,000 square feet of space; 537,000 square yards of ramp space; a control tower; and aviation fueling systems. :In addition to these facilities, the station features aviation maintenance and training facilities, which include flight simulators, jet engine test cells, avionics repair facilities, and classrooms. The aviation facilities have been developed over a 50- year period and are located south of Normandy Boulevard. in addition to aviation facilities, the Base features various buildings and facilities which support the aviation training and operation~ facilities. These include the following: 22 barracks buildings containing over 2,000 beds Over 400,000 square feet of warehouse, industrial, and general-use space 97 military family residential units Over 225,000 square feet of general office and support facilities Recreational facilities, which include, ball fields, lakes, swimming pools, gymnasium, etc. The station features its own potable water and wastewater treatment facilities which are independent of the city's facilities. Central heating is provided to most of the buildings through a steam distribution system which is located on the Base. Top Previous Next Home - Advantages - History - Facilities - Property info - Land Use ~IEDC - City Homepage - Site index - Citizen Info - Business info - Visitor Info http:llwww.itd.ci.jax.fl.usljedclcecillplan2.htrn 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 1 of 3 info citizen visitor site i~dex A di¥ieion of JEOCi Base Reuse Plan (part 3 of 6) NAS Cecil Field, Jacksonville, Florida Goals and Objectives of the Commission The purpose of the Commission is to serve as the local point of contact for federal and state agencies, to coordinate the conversion process, and to develop and approve a menu of options for the reuse and development of NAS Cecil Field. The Commission is dedicated to the welfare of the people of northeast Florida and the economic growth of the region and is charged with producing a master plan to create jobs in the conversion of the Base. The Commission's role is to solve problems, evaluate ideas, make decisions, and serve as leaders and facilitators in the Base reuse process. Its main efforts are directed toward determining the best use for the Base, developing a marketing plan, managing the timing of the conversion, and replacing the jobs that will be lost. The Commission has undertaken this effort to serve the affected workers, the surrounding communities, and the citizens of ail five affected counties. As stated earlier, the charge of the Commission is to develop a reuse plan and marketing strategy for the approximately 27.5 square miles of land that comprise the Cecil Field Complex. Proper reuse planning will ensure long-term opportunities to improve the economy of the area and establish new opportunities for employment, recreation, and development while being consistent with the region's long-range comprehensive planning goals and objectives and being sensitive to major environmental concerns. In the early planning stages, numerous proposals for reuse of portions of the facility were presented, but none encompassed a synergistic plan for the entire base. To be successful, the Commission realizes that the land use plan will need to consider the implications of industrial development, aviation-related development, residential development, utility systems, transportation systems, security, and other functions necessary to support the redevelopment efforts. The Commission plans to target aviation industries, manufacturing industries, http :llwww.itd.ci.jax.fl.usljedclcecillplan3.htrn 04/23/2001 Jacksonville Cecil Field Base Reuse Plan federal and state agencies, and international businesses as potential users of the Base property. To guide the successful redevelopment of the Base, early in the reuse planning process, a series of goals were established by the Commission. These include: Diversifying the economy. Encouraging balanced growth in the area's economy, including commercial and service sector jobs. Providing employment opportunities for the region's unemployed and underemployed persons and for young high school and college graduates who prefer to remain in the area. Overcoming the uncertainty of the conversion time line. Providing job opportunities for secondary workers in the region. Strengthening the local tax base. Replacing jobs which are declining nationally or through normal attrition. Taking full advantage of possible purchase price adjustments. Overcoming regulatory constraints. Selling our feature of consolidated government. Maximizing the use of the community as the conversion effort's champion. In summary, increasing the per capita income level for the region. In addition to establishing goals, several clear objectives were developed as part of the initial planning process. The Commission's overall objective is to convert and redevelop Cecil Field into a commercial facility that provides sound economic growth and a positive impact on the city of Jacksonville, the northeast Florida area, and the state of Florida. In achieving this, the Commission plans to: Capitalize on the transportation network (i.e., air, rail, and surface) and proximity to a deepwater port. Find customers who will utilize the aviation-trained workforce in high-paying jobs. Maximize the utilization of the existing buildings, facilities, and infrastructure. Find funding sources for development and infrastructure improvements. Use the lack of residential encroachment on the base facility as a marketing advantage. Maximize the advantage of the airport's runways and ramps. Find customers who need large amounts of undeveloped land. Capitalize on the good physical condition of the facilities. Selectively seek higher-skill industries with gradually rising technology levels (and higher wage rates). Help existing businesses expand. Top Page 2 of :3 http://www.itd.ci.jax.fl.us/jedc/cecil/plan3.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 1 of 3 JackSOnVille Info citizen visitor site iqdex A division of JEDCi Base Reuse Plan (part 4 of 6) NAS Cecil Field, Jacksonville, Florida Land Use Plan As a beginning point of the analysis process, a series of baseline planning activities were accomplished. They are as follows: The existing building improvements were inventoried and evaluated based on their condition, utility, and potential for reuse. The existing utility systems were mapped. The Base infrastructure systems were evaluated. The on-Base land use and surrounding land uses were analyzed. Environmental conditions and the mapping of sensitive areas were analyzed and assessed. Market conditions in the surrounding neighborhood were analyzed. Demographic and economic trends for the Jacksonville region and the southwest planning district were analyzed. To evaluate potential reuse options, a series of five land use alternatives were developed. Using the Commission's goals and objectives as guiding principles, the alternatives developed were concept plans designed to stimulate discussion and evaluate al:ern~ive uses for the Base. These alternatives wer-~ evaluated by the Commission based on a series of criteria that were related to economic development, land use compatibility, infrastructure needs, environmental impact, and sustainability. The alternatives were presented to the community at public meetings and to the city of .lacksonville staff for comment. The major issues identified in this process included the following: The need to increase the amount and location of open space and recreational amenities as part of the plan. Careful consideration necessary in the evaluation of the impact related to a potential state correctional facility. Additional research required regarding the role of the aviation assets in the redevelopment process. Based on the evaluation and comments received from committees, city staff, and the general public, the best characteristics of the alternative plans were combined to derive a preferred land use plan. This plan was then presented to the Commission, city staff, and the general public at a series of public http:llwww.itd.ci.jax.fhusljedclcecillplan4.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 2 of 3 meetings for review and comments. From the comments received, the preferred land use plan was further refined. The guiding principle of the plan is to provide an "economic engine" for the west side of Jacksonville that will replace the jobs lost by the Navy as quickly as possible and that will stimulate the economy of this portion of the region. In general, the plan seeks to achieve this objective by focusing on aviation-related uses for the portion of the site south of Normandy Boulevard and proposes a mixed-use business park, commercial, and recreational uses north of Normandy. :In its recommended form, the reuse plan features a combination of commercial, industrial, conservation, and recreation land uses. The reuse plan is intended to combine the aviation assets with available undeveloped land to create a multimodel manufacturing and distribution center in Jacksonville. This plan is also designed to help stimulate and provide additional amenities to the residents of the west side of Jacksonville. The land use plan is depicted in Figures :[.1 and 1.2, and the specific land use categories are summarized as follows: Public Buildings and Facilities Aviation-Related All of the existing aviation assets and the undeveloped acreage located to the south and east of the runways will be redeveloped into a civilian airport which targets commercial aviation uses, such as air cargo, maintenance, and manufacture. While the remaining land has been designated for aviation-related use, it is not anticipated to be redeveloped in the first 10 to 20 years. During this time period, the property is intended to remain under a forestry management program until such time as demand warrants the additional aviation-related developments. Parks Recreation and Open Space Over 2,500 acres have been designated in both Yellow Water Weapons Complex ("Yellow Water") (north of Normandy Boulevard) and the Hain Base for parks, recreation, and open space. These lands will remain primarily undeveloped and will feature nature trails, lakes for fishing, campgrounds, ball fields, and the existing golf course. Heavy ]:ndustrial A portion of the Main Base and a portion of Yellow Water have been designated for potential heavy industrial use. The intended uses are the more intensive manufacturing industries that will require air, rail, overland, and sea access for shipping and receiving raw materials and finished products. Light Zndustrial A large portion of the land in Yellow Water and a smaller area on the Main Base have been designated for light industrial uses. This http://www.itd.ci.jax.fl.us/jedc/cecil/plan4.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 3 of 3 land is expected to attract Iow-density development and will serve as a multimodel distribution center for large warehouse and distribution industries. The plan envisions facilities of approximately I million square feet. Agricultural Areas have been designated in both Yellow Water and the Main Base for agricultural use. This land is not expected to undergo intensive development but will be maintained under a forestry management program. The forestry management program will help protect the wildlife and vegetation in the region and will provide a link between lands located to the north and south of Cecil Field. Conservation The portion of Cecil Field that lies in Clay County, 64:~ +/- acres, is proposed for annexation into the surrounding State Forest/Water Management systems for agricultural/conservation/mitigation purposes and will be fully addressed in a future amendment to the Clay County Comprehensive Plan. Commercial To serve the future demand expected to be generated from the redevelopment of Cecil Field, an area along Normandy Boulevard has been designated for commercial use. When fully implemented, the Base is expected to contain over 21 million square feet of industrial, manufacturing, and commercial facilities. While seemingly quite large, this ultimate development represents a fairly moderate intensity of development at this very large facility. Special attention has been given to the wetlands and environmentally sensitive areas on the Base. The Base reuse plan specifically identifies areas for conservation, recreation, open space, and agricultural uses, primarily forestry management. Within the developed areas, the city of Jacksonville's comprehensive plan policies, regulations, and guidelines will govern the use of the property and the interaction of the development and the environment on the Base. Top Previous Next Home - Advantages - History - Facilities - Property 1Info - Land Use JEDC - City Homepage - Site Index - Citizen ]nfo - Business [nfo - Visitor Info http://www.itd.ci.jax.fl.us/jedc/cecil/plan4.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 1 of 2 JackSOnVille info citizen visitor site index A diviaion of JEDCI Base Reuse Plan (part 5 of 6) NAS Cecil Field, Jacksonville, Florida Economic Zmpact Analysis The recommended land use plan for NAS Cecil Field is expected to E produce significant economic impacts on the region. As shown in Table 1.1, the reuse plan provides more than 3,000 new jobs in the first 12 years of redevelopment and the potential utilization of ~ more than 2,500,000 square feet of existing building space. It is estimated that the direct employment of 3,000 on the Base will generate annual wages in excess of $77 million by the year 2010. The on-site employment is estimated to generate an average annual salary per job of approximately $25,000. Table 1.1 Employment by Tndustry NAS Cecil Field Base Reuse Plan Industry/Employer Square Direct Feet Absorbed Employment Direct Payroll Phase I: Years 1-6 1,940,000 SF 1,203 29,840,000 Phase 2: Years 6-12 3,100,000 SF 1,996 $47,786,500 Total years 1-12 5,040,000 SF 3,199 $77,626,500 A financial analysis of the preferred reuse plan will be completed by a consulting team and will include an assessment of the projected costs and revenues associated with the redevelopment of NAS Cecil Field. These projections will be based on the reuse plan development program which establishes the type and amount of development that can be expected on NAS Cecil Field over the initial 12-year planning horizon.As shown in Table 1.2, the base will initially generate modest levels of revenues, increasing dramatically after the first five years. To achieve this performance, the Base will require very significant redevelopment costs. The demolition costs, trunk infrastructure costs, and the ongoing costs, maintenance and development operations are estimated to total nearly $49 million over the 22-year analysis period and will total $96 million by 2020. The net value (cumulative revenues minus costs) is not projected to become positive until 2012. http://www.itd.ci.jax.fl.us/jedc/cecil/plan5.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 2 of 2 Table 1.2 Cost and Revenue Summary NAS Cecil Field Reuse Plan, 1998-2020 Main Base: 2000 2005 2010 2020 Cumulative Revenues $6,5 $23.7 $41.7 $105.7 Cumulative Costs $6.5 $24.7 $48.8 $96.3 Net Value $0.0 $(1.0) $(7.1) $9.4 Source: Arthur Anderson Planning Team. The redevelopment of Cecil Field is anticipated to generate significant revenues for the local government. The Base is projected to generate significant annual property taxes for the city. The business and operational plan will identify and quantify the potential revenues for the city's general fund, Duval County school district, and other county/city funds. Table 1.3 Annual Property Taxes (In Millions) NAS Cecil Field Reuse Plan Total NAS Cecil Field properties: 2000 2005 2010 City of .lacksonville general fund $0.0 $0.7 $2.1 Duval County public schools $0,0 $,6 $1.9 Other County/city taxes $0.0 $0.! $0.1 total $0.0 $1,4 $4.1 Source: Arthur Anderson Planning Team. Top 4 4 4 4 I , Previous Next 2020 $5.0 $4.4 $0.3 $9.7 Home - Advantages - History - Facilities - Property Info - Land Use .]EDC - City Homepage - Site Index - Citizen info - Business Tnfo - Visitor l~nfo http://www.itd.ci.jax.fl.us/jedc/cecil/plan5.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 1 of 3 sines$ Info ci~en visitor site index A divimion of JEDCI Base Reuse Plan (part 6 of 6) NAS Cecil Field, Jacksonville, Florida Plan :Implementation The implementation of the Base reuse plan will require significant coordination between various city departments. Major projects include upgrading and establishing new water and sewer infrastructure systems, demolition of a significant number of existing structures, aviation-related infrastructure systems improvements, and transportation system improvements. The reuse plan provides for the interim reuse of some facilities and the maintenance of other buildings for future sale. The conveyance options for real property transfers for military property are based on the most current federal laws and regulations regarding Department of Defense ("DOD") transfers, Public Benefit Conveyances ("PBCs"), Economic Development Conveyances ("EDCs"), auctions, and negotiated sales. The objective of the conveyance strategy is to support the goals and visions of the local Commission while providing for maximum economic benefits in terms of job creation, revenue generation, and a tax base without sacrificing public and social benefits. Under these procedures and regulations, the reuse plan has identified the following PBCs for portions of the Base: Public Benefit Airport & Aviation-related assets and land to be conveyed to the Jacksonville Port Authority for management. Public Benefit Parks and Recreation - Undeveloped land located in the southern portion of Yellow Water which has been designated for parks, recreation, and open space will be conveyed to the City of 3acksonville Department of Parks and Recreation. Additionally, land located in the southern portion of the Hain Base which has been designated for conservation use will be conveyed to the state of Florida as part of Jennings State Forest. http://www.itd.ci.jax.fl.us/jedc/cecil/plan6.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 2 of 3 The other major form of property conveyance which may be used will be an EDC. To accomplish this, the city would designate a local redevelopment authority ("LRA") to negotiate with the DOD regarding the transfer of land for the purpose of economic development. By law, the LRA is the only entity that can accept transfer of property for economic development conveyance purposes. The final decision regarding the method of conveyance for EDC designated parcels will be made only after a Business/Operational Plan has been completed The Business/Operational Plan will include the following elements: A development timetable, phasing schedule, and cash flow analysis A market and financial feasibility analysis A cost estimate and justification for infrastructure and other investments. Local investment and proposed financing strategies for the development ]~f and when established, the LRA would be an entity established by the city to carry out the redevelopment of the base facility. The LRA will have the following tasks in the reuse of the Base: Administrate and manage the overall venture. Development of a strategic plan for implementation of the reuse plan and negotiation for the transfer of property from the Navy. Accounting and financial control. Hiring of all staff of the development entity. Oversight of the management and development entity. Responsibility for land use and other regulatory requirements of reuse. Liaison with all affected city, state, and federal authorities. Hiring of advisers and contractors to implement the plans of the entity. Liaison with the other entities receiving property under the conveyance process. The role of the LRA will be to serve as the development manager for the site and to attract the types of major employers that can rapidly replace the jobs lost by the Base closure. In addition, the LRA will perform a valuable caretaker function and will manage the ongoing maintenance and upkeep of this valuable asset. Thirdly, the LRA will play an essential role in marketing the unique attributes of this asset worldwide to potential corporate prospects. Lastly, the LRA will act as the liaison between the many federal, state, and local governmental agencies that will have an ongoing role in the planning and approval necessary to make the property ready for its new development uses. It will be their responsibility to make certain that the reuse plan "blueprint" is implemented. http://www.itd.ci.jax.fl.us/jedc/cecil/plan6.htm 04/23/2001 Jacksonville Cecil Field Base Reuse Plan Page 3 of 3 The reuse plan also includes an implementation action plan that identifies specific activities required to proceed with plan implementation. The action plan identifies who is to be responsible for each activity and designates target dates for the accomplishment of each of the steps in the process. A preliminary implementation plan has been developed and is detailed in Section VIT of this document. Conclusions The Base reuse plan is the culmination of two years of community planning by the Commission. NAS Cecil Field has long been a significant employment and economic generator for the region and, more specifically, the west side of Jacksonville. The creation of an aviation-oriented multimodal warehouse, distribution, and manufacturing center can be the new engine of economic growth for the west side of Jacksonville to replace the economic benefits from the Base. However, the redevelopment process will span several decades and must be managed carefully. The Base reuse plan is the first step in coordinating and managing this process. THE COMPLETE BASE REUSE PLAN ]:S AVAILABLE FOR REV]:EW AT THE DOWNTOWN AND WESTCONNEq-F BRANCHES OF THE 3ACKSONVILLE PUBI_[C I TBRARY. Top Previous Home - Advantages - History - Facilities - Property Tnfo - Land Use .~EDC - City Homepage - Site Tndex - Citizen Tnfo - Business ]nfo - Visitor ]nfo http:llwww.itd.ci.jax.fl.usljedclcecillplan6.htm 04/23/2001 JAXPORT - Airport System - Tenants & Technical Info Page 2 of 3 Aircraft Maintenance: DeBar Aviation, Inc. (904) 783-0012 Accessory Overhaul Group (904) 786-7200 Miscellaneous: North Florida Soaring Society (904) 264-0315 White Line Trucking (904) 695-9091 Accounting One (904) 378-8989 Thrill Rides of Amedca (904) 612-5556 Sky Dive Herlong (904) 307-3464 Herlong Technical Info Herlong is not a tower-controlled airport, so operations on the ground and in the air are left to the pilot's discretion. Herlong does have a Global Positioning System (CPS), NDB instrument approach and a weather information system that includes a Direct Weather Access Terminal (DWAT). DWAT is a program which allows a pilot to receive weather information, design a flight plan and file it in the airport flight planning area. The airport also has an AWOS 111 weather broadcasting system. Runways: (11/29) 3,500 feet; (7/25) 4,000 feet Taxiways: 75 feet wide Lighting: MIRL, VASl Navigational Aids: NDB Instrument Approach, CPS Fuel: Jet-A, 100LL UNICOM: 123.000 AWOS: 119.275 AWOS: 695-0334 Jax Center: 134.4 Jax Approach: 118.0 Cecil Field Tenants: AirKaman of Cecil Field (FBO) - (904) 777-6675 Aviation Repair and Services - (904) 725-4400 Boeing Company- (904) 908-5103 Defense Security Services, DSS - (904) 778-6015 Division of Forestry - (904) 693-5063 Florida Army National Guard - (904) 823-0270 Florida Highway Patrol- (904) 695-4105 Information Spectrum - (904) 779-5566 Logistic Services International, LSI - (904) 771-2100 Northrop Grumman Corporation - (904) 317-6235 Resource Consultants, Inc. (RCl) - (904) 317-0904 Robinson Van-Vuren & Associates, RVA (ATC) - (904) 779-1805 SEMCOR, Inc. - (904) 356-0088 Future Tenants: Florida Community College at Jacksonville U.S. Coast Guard Cecil Field Technical Info: Approaches: CPS all runways, ASR to Runway 36R and in the future a VOR 9R Approach and an ILS to 36R Runways: (91_/27R) 8,000 feet, Asph/Conc MIRL (9PJ27L) 8,000 feet, Asph/Conc MIRL (18L/36R) 12,500 feet, Asph/Conc HIRL, ALSF-1 (18R/36L) 8,000 feet, Asph/Conc MIRL Taxiways: 75 feet wide Apron: 537,000 square yards Lighting: High Intensity, ALSF-1 http://www.jaxport, com/air/air_tech.cfm 04/23/2001