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Home My WebLink AboutJANUARY 20, 2009 WORKSHOP I" II, CITY COUNCIL MAYOR WfUfAM D. SHSSOMS, JR., At-Large Vf( 'Ii MAYOR U i[ IfS R. JONES, Bayside - District.f (if,h'NN R. lJA VfS, Rose Ha[[ - District 3 WfUJAM R. DeS!FPH, At-Large HARRY E [)[FZN., Kempsville - District 2 ROBMIT M. lJYFR" Centervi[[e - District f BARBARA M. HFVl.FY, Princess Anne District 7 JOHN H. [IHR/N, Beach District 6 RON A. VfJ.[.ANf Flc4, At-Large ROSHAfARY Wf[..VIN, At-Large .IAMHS L WOOf', f.ynnhaven -District 5 ('fTY MANAGIiR - JAMHS K. SPOflE ('!1'Y A 770RNF;) - f.IiSLlE L UUIiY ( 'fTY ASSHSSOR - .JHRALl) BANAGAN ('lTY Al 1[)!10R - UNDON S. REM/AS ('fTY CUiRK - R[lTH HOD(iES FRASt'fI, MMC CITY OF VIRGINIA BEACH "COMMUNITY FOR A LIFETIME" CITY COUNCIL WORKSHOP AGENDA 20 JANUARY 2009 1. CITY COUNCIL DISCUSSION - Economic Development - A. RESOURCE MANAGEMENT PLAN Prioritization Process II I CITY HALL BUILDING 2401 COURTHOUSE DRIVE VIRGINIA BEACH, VIRGINIA 23456-8005 PHONE:(757) 385-4303 FAX (757) 385-5669 E-MAIL: Ctycncl@vbgov.com 12:00-5:00PM II II I Virginia Beach Vision 2021 City Council Goals 2013 and Objectives II I WHY FOCUS ON SERVICES - Services translate the mission into actions for residents and businesses. Realities for Cities... * o Special interests driving the service o Sense of entitlement by customers and employees o Programs expansion and creep: starting small scale to community- wide o Direct customers vs. secondary customers: serving both o Some mandated services having limited value to community o Need to distinguish needs and wants o Some services autodated and need elimination o Continuous process improvements and efficiencies * Some services must be subsidized Challenaes o Overcoming "tradition" and "sense of entitlement" o Linking services to customers and their expectations o Differing views on the value of services o Consistent definition of terms o Time frame and learning for the next year o Looking forward and investing in the future o Deciding on the level of service o Generating revenues to support defined services and service level Basic Questions o Who are the customers? o What does the customer "want" versus "need"? o How much does the service cost? o What is the value of the service for the customer, and for the community? o What is the most cost effective method for delivering the service? o Who pays for the service? o What is the appropriate level of service? o How do we pay for services that cannot be cut? II II I I SERVICE HIERARCHY I COMMUNITY "ADD ON'S" QUALITY OF LIFE CORE BUSINESS "CHOICE" CORE BUSINESS "NO CHOICE . Our Community Quality Expectations and Value . Defines What Service for Our Town . Determines Service Level for Our Town . Costs - The Price of Government Copyright (Q 2007: Lyle Sumek Associates, Inc. II cXS ~ C) Q) -0 en ,.. ~ ~ 0.. E ~ [0 ;.. 0 cu -0 ~Q) 0 N s::. '"" c _ ~ C) ~ .- C .s:: .- o t 0 :cr 0 0.. ~ ct .~ ~_ ~ ~ E 0- ~ "0 0 "C oS N C ._ C) ~ 0.. +J (1) t- "0 0 0. 0) ,.. O:l en .... :::: c .:"::, 0 .:: ,.. c 0.. G) '"" cU ~ "0 \...- "; ~o 0 en 0 ::: 9-.s:::::: 4. 0-,- .- C.r:. -- .... to "0 CO ~ t).2 ~ en I ~ C ~ ......0) c 3' .!. 0. 0 ~ '8.:c g g o - 0 0 ~ C) 0 0. Q) ..-It ~en ~ '"" ~en ~ 4.ct ~ \J'.Co 0.. 0.. C) , C) c ~ [0 -0 ~o(1):. C~_~ '~Q ~ 0.. .r:. ~. 0 oS ~ ~'o '"" en C) ~ rn Eo ~ i~~~ ~sg ~-gt u..a '"",. cu "0,., .- 0 ~ ':;:i rI'\ , o 0 (1) [0 c 101oo 0 0 ._ (1) ..... Ocu~ct\_~S '~g~ 'f.a C, OoS coS~ ~":;;oS ~ o oS C C) (1) Olto 0 0 U') ,.. '- '~~I'-o ~ENOO::::,..~ ' (1) N N'ii) ~~ -n+J ~..g cU ~ U- ct ~ ~en ~~ ~o.. ~ 0.. ~ /^ ~ ~ ~~ ~Oo..(1) ~O ~ /^ /^ \V C ~.- u.. /^ -g cU .., 0 /^ \- .., /^ i' i' ~ It) ~ ~ cXS I I' II ." II I Transforming to a "Sustainable City": A Workable Model for City Leaders Personal Livability Environmental Stewardship Community Building Economic Opportunity Copyright (Q 2008: Lyle Sumek Associates, Inc. II I Personal Livability is why an individual makes a decision to live in your city. Critical factors are a sense of safety and security, reliable utility services necessary for daily living, quality of schools and educational programs, attractive and personally inviting, choice of types of neighborhoods and social equity and feeling welcome, quality housing available. Environmental Stewardship is taking care of, and preserving our community's natural resources and assets. Critical factors are open spaces and green spaces, stormwater management, recycling programs, use of renewable energy, city facilities and buildings designed for "green" standard, energy efficient city vehicles, encouraging residents to have a greener life style. Economic Opportunity is having opportunities to start, to locate and to grow a business, and for residents able to work in the city. It is a diverse tax base that provides revenues to the city. Critical factors are retaining current businesses, helping businesses to expand in a global economy, availability of technology links, choices of transportation mode for moving people and goods, land availability. Community Building is linking residents and residents and developing partners working for the benefit of the community and engaging residents in problem solving and policy development. Critical factors are successful community events, community gathering places attracting residents and guests, parks with a variety of venues, recreation activities for all generations. A sustainable city strives to balance all four elements. Vision is the destination for the city in 5-10-15 years. An effective, usable vision describes the city and community through a set of value based principles. Visions have been developed, but are long forgotten. Can you name 3-5 points about your city's vision for the future? When was the last time anyone referred to the vision? For example, a principle may be "family-friendly" which could be defined as: housing opportunities for all family generations; leisure activities that are affordable for youth to seniors; quality education system (K-12); feeling safe and secure at schools, in the community and at parks; family-oriented community events at no or low costs; opportunities for generations to interact. Cities can work with their residents to focus on what is critically important about the community and develop a vision for the future. Mission is the responsibility of city government as defined in services. There are four levels of city servIces: Le\'eII Cores services that the city has no choice but to provide. (Example: community governance, public records) Level 2 Core services that the city has chosen to provide and are necessary for daily living in the community, (Example: water, wastewater) Level 3 Quality of life services that the city provides that distinguishes the city and are the reasons residents choose to live here. (Example: recreation programs, competitive athl eti cs ) Level 4 Community add-on services that the city has chosen to provide. Many times these services are added because of requests by influential individuals or special inters groups. (Example: community events and festivals) Coovright (Q 2008: Lvle Sumek Associates. Inc. II II I Over the years, the community add-ons and quality oflife services have increased significantly. For these services, true city leaders are taking time to inventory services and evaluate the true costs of delivering the services and the value to the residents - today and in the future. The vision and mission can be used to guide the critical decision: services, service levels, revenues and who pays, policy direction on key issues, capital investments and opportunities in partnership and leveraging city resources with the private sector and community organizations. This will create a sustainable future for the city in which there are resources to support valued services and residents see value for their tax dollars and fees. In order to manage the challenges of today, true city leaders should be guided by an old Chinese proverb: "Actions without Vision and Mission leads to Chaos" or the truckers' saying - "If you drive down the road looking in the rearview mirror, you crash." Coovrie.ht ~ 2008: Lvle Sumek Associates. Inc. I I III 1'1 , Virginia Beach, Virginia A Community for a Lifeti me A Strategic Plan toAchieveCity Council'sVision for the Future 2009 - 2011 D rom be- 2008 " A Messagefrom theCity Manager City Council has outlined its vision for the City of Virginia Beach. Our job is to make Virginia Beach that place. This document is an updated guide that will help us do that. It is based on strategic planning work that many members of the organization have been involved in for over a decade. Virginia Beach is a vibrant community with a successful government. I believe that by committing to use the ideas in this document, we will continue to improve, meet the challenges of the future, and increase our capacity to achieve City Council's vision for our community. Our Strategy has been a part of our organization since 1998. We designed it purposely to be a guide. It is a guide that can help us now as we review everything we do and in the future, as we decide what new things to do and not to do and what current practices to validate. In combining the Strategy with our 3- Year Plan, we are able to make consistent decisions that are aligned and purposeful. Consistency and alignment help us deliver our best to our citizens as we strive to achieve City Council's vision. This Strategic Plan challenges us to: · Enhance the overall capacity of the community. · Focus on achieving outcomes, rather than simply performing functions. · Take a fiystems view of everything we do. This view requires more analysis and consultation and requires that we attempt to achieve more with each action. · EmphaEize building positive relationships and partnerships; and that we view citizens as partners with assets who can help achieve our community outcomes. · View community resources, including tax revenue, as assets that we protect, enhance and use to create long-term community value. · Use Completed Staff Work to develop an understanding of problems prior to proposi::1g actions and to ensure that we involve all those who have a stake in the Issue. One of the values of the Strategic Plan is that it allows us all to "read from the same page" and to be able to understand why we do things based on common principles and strategies. All of us should use this document as a filter for all of our work: policy reports, agenda requests, project management, budget requests, and in our interactions with citizens and each other. This Strategic Plan guides us to an exceptional level of achievement for a quality community and a quality organization. I invite you to join me as we continue in our quest to excel in our work. With Pride in Our City, James K. Spore Strat~gic Plan ~ 2 December 2008 III II I Contents Virginia Beach Vision 2023 ....... .......... .... ........ ........... ...... .................... 4 Introduction........................................................................................... 5 Foundations for Strategic Planning .................................................... 7 Core Strategies ........ ....... .... .... ........ ......... .......... .... ...... ................... .......9 City Businesses... ............................................................................ ...14 Cultural and Recreational Opportunities ...................................16 Economic Vi tali ty ........................................................................... 20 Family and Youth Opportunities ................................................25 Quality Education and Lifelong Learning .................................30 Quality Organization ....... ...... ............. .... .... ........ ................... ....... 35 Quality Physical Environment ............. ....... .... ...... .......... .............40 Safe Community.................... ..................................... ..46 Acknowledgements............... ...................... .................... ..49 S trat~~ic Plall - 3 December 2008 Virginia Beach Vision: 2023 We continue to work to achieve City Council's Vision for Virginia Beach-Community for a lifetime. How will we know when this is a reality? At the 2008 annual workshop session, City Council described this reality for Virginia Beach in year 2023. VIRGINIA BEACH is tIle Leading City in Virginia VIRGINIA BEACH is a COlllllllll1ity witTz Diverse, Distinctive NeigllborllOods, a Diverse Local Economy, witTz Diverse Li'ving Choices and an Effective Transportation System. VIRGINIA BEACH . has a Beauttful, Natural Setting and Resources, a First Class Resort, and a Vibrant Town Center. OUR PEOPLE ENJOY Great Schools and Places to Have Fun. /I A Comnzunity for (l Lifetime" Stmt~fl,ic Plall ~ 4 December 2008 II I I nt rodud ion Public service is a noble profession. We have chosen to serve the people and our community in order to achieve our common goals. The city government of Virginia Beach is an organization created by our citizens to help accomplish things for individual benefit as well as the common good that people could not accomplish acting alone. One of our responsibilities as members of this municipal government is to turn community goals, as described by our elected officials, into reality. In a world of limited resources and important goals, choice is always necessary. A Strategic Plan helps us make those choices. Virginia Beach is a strong, healthy and vibrant City with a vision for its future. City Council has provided direction in defining the desired future for the City - a Vision of A Community for a Lifetime - a great place to live, learn, work and play. City Council also identified seven business areas that are critical to achieving this vision. We now refer to these as the City Businesses. How do we define A Community for a Lifetime...? It is a community where individuals and families can realize their life's goals. We are culturally enriched, have fun and raise our children to be happy, responsible adults. We are committed to learning for a lifetime. We are a city where businesses can prosper and flourish, supported by a well paid workforce of the highest caliber. We are committed to quality education and the healthy development of our children. We are safe. We treasure the beauty of our City, both the built and natural environment. We value our heritage and seek to preserve it. We provide quality services to meet the needs of an urban community. We recognize the importance of the region to our long- term prosperity. We seek the active involvement of citizens and businesses as partners with city government. We (city government) are stewards of the community's common wealth, committed to service, productivity and innovation. For the Strategy, we studied demographics and environmental trends and developed desired outcomes and strategies for the City Businesses. The work accomplished through our strategic planning process was first published in 1998. In 2002, a 3- Year Plan was adopted to implement the Strategy. The Strategy was updated in 2003 and the 3-Year Plan has been updated annually. With this revision, we are combining both the Strategy and the 3-Year Plan to serve as an aligned, strategic direction for our City, in order to move us toward City Council's vision of Virginia Beach: A Community for a L~fetime. Strate,gic Plan ~ 5 December 2008 We have found that the City Businesses are inextricably interconnected. Therefore, in order to be successful in achieving City Council's vision, we must address all business areas simultaneously. A Community for a Lifetime must be created and sustained by the City as a whole. As government leaders, we must help facilitate this effort and work with the community to ensure that all individuals, families, neighborhoods, community groups and commercial interests have an opportunity to prosper. As a maturing city, Virginia Beach must revitalize and reinvest in order to remain A Community for a Lifetime! While this Strategic Plan is intended to serve as guidance to all members of our organization, it is the responsibility of department leadership to give it life. This group constitutes the leadership of our City organization, who through their daily decisions and actions can affect change in our community and in our organization. You will note the consistent use of the pronoun, WE and its possessive, OUR. WE refers to all department leadership and all members of the organization. It is only through our collective efforts that we can sustain our organization as one capable of achieving City Council's vision for Virginia Beach. Sfrafe,gk PlalI ~ 6 December 2008 I, i II II I Foundat ions for St rat egi c PI anni ng The City's Mission and City Council's community goals are the foundations for our strategic planning work. WH Y we exist is stated in our City's Mission: The City of Virginia Beach government exists to: · enhance the economic, educational, social and physical quality of the community; and · provide sustainable municipal services which are valued by its citizens. In order to fulfill this mission, a partnership between City Council, City management, and the member workforce must function well. This relationship involves interrelated processes - governance, management, and service delivery - and is referred to as the City Model. Mayor! City Council Dreams for Future Direction Boards! Commissions Needs . Information! Education Wants! Desires Mobilizes Support FEEDBACK Task Forces! Committees City Manager Department Directors Division Managers Fi rst Li ne Supervisors SERVICE DELIVERy.... Results "ACTIONS" Impact Lyle Sumek Associates, Inc. 5 tmt~gic Plan ~ 7 December 2008 Each process plays a key role in defining and shaping the organization, in providing services and opportunities to citizens and other customers, and in achieving valued outcomes for the Community. In the Governance Process, City Council answers the key question of WH A T we want to become as a community and the priorities that need to be addressed. City Council outlined its vision for Virginia Beach in its description of Goals for 2008: · Create a Financially Sustainable City Providing Excellent Services · Grow tl1 e Local Economy · Improve the Transportation System · Revitalize Neighborhoods and Plan for the Future · Be a Competitive, First Class Resort for Residents, Businesses and Tourists These Goals describe the desired future of the City of Virginia Beach. With the direction set by City Council through the Governance Process, H OW we accomplish that vision is addressed in the Management Process. City management must translate the direction from City Council into visible systems and processes designed to achieve the best possible results. With the Service Delivery Process, the direction and systems are taken by members and volunteers of the organization and turned into ACTION S: services, opportunities and outcomes valued by citizens of our community. Jtrat(~ic Plan ~ 8 December 2008 II I Core Strategi es Our Core Strategies, along with our Values and Code of Ethics, guide how we work together and how we manage and operate the organization to achieve our goals and the desired outcomes for the community. They are reflected in strategic plans throughout the organization. Our Core Strategies are: Engage in Systems Thinking Achieve Multiple Positive Outcomes Maintain along-Term View Be Proactive and Prevent Problems Create an Accurate, Positive Community Image Create Relationshi ps and Partnershi ps Valueand Promote Diversity Ensure Sustai nabi I ity We Engage in Systems Thinking to Guide Us In Our Planning, Problem Solving, Decision-Making and Actions. Our community and our organization are complex systems in which many interrelated parts affect each other. Our actions create multiple effects, sometimes in areas where we least expect them. Systems Thinking asks that we understand this interrelatedness in our organization and our community, and use this understanding to create solutions that are best for the whole. Systems Thinking requires in-depth analysis and consultation. We use Completed Staff Work as a tool to ensure that we consider all issues, involve the appropriate stakeholders, develop alternative solutions and make recommendations that will produce multiple positive outcomes with each action we plan. In all our decisions, we ask "How does this direction impact people as individuals? People in families? People in the overall community?" In all our planning, we ask "How will these steps impact other elements of the City? What unintended outcomes might be produced?" The closer we come to understanding how things work together as elements of complex systems, the more effective our actions will be. All approaches that stem from a fllndamentalunderstanding of systems - whether broad or deep - can add 'l.'alue by offering insights far beyond traditional linear thinking. - David W. Packer Our Efforts Achieve Multiple Positive Outcomes. Achieving multiple positive outcomes requires that we maximize the benefits we get from every action we take. Every time we build a road, a school or other public facility, we look at the whole set of desired outcomes and strategies, and see what else this investment can achieve for citizens. We achieve multiple outcomes when we provide sidewalks and bike paths along roadways. We achieve multiple outcomes when we not only provide services to citizens, but also help them better understand our services so that they can access them Jtrat~gi( Plan ~ 9 December 2008 faster and more easily the next time. We provide multiple outcomes when we involve citizens in planning for our long-term investments, so that ownership and commitment enhance implementation. Multiple outcomes occur when we approach problems through the model of achieving desired community outcomes rather than merely performing functions or fixing problems. For every disciplined effort there is a multiple reward. - Jim Rohn We Maintain a Long-Term View. We know that many of our citizens and businesses want to remain in Virginia Beach for their lifetimes. They want Virginia Beach to be a good place for their children and grandchildren to live, grow, work and play. To achieve what citizens want, we take a long-term-view about the future and plan ahead to achieve strategic goals. We make today's success tomorrow's as well. We carefully consider our actions, such as building a road or a school, because these are expensive, long-term public investments. We sustain our resources so that their value and utility continue to contribute to our quality of life. We avoid actions that may achieve short-term savings, but may increase costs in the future or unnecessarily compromise quality. A long-term view drives our commitment to develop and enlarge the resources available to the community. We are accountable to the community for achieving enduring value by planning beyond our tenure. If you do not think about the future, you won't have one. - John Galsworthy We are Pro-Active and Seek to Prevent Problems. We do everything we can to create the future the community wants, rather than simply allowing things to happen and then reacting to them. Being pro-active requires that everyone, at every level of the organization, set goals and work collaboratively to achieve them. Being pro-active means that we look for the best possible methods, seek all the help we can get, and anticipate opportunities and challenges so we can be ready for them. We anticipate citizen needs for service and assistance, and systematically look for and address problems rather than wait for citizens to report them. We study and anticipate regional, state, national and worldwide economic, social and technological changes, seeking to preserve and enhance our community prosperity as those forces act upon us. We invest in prevention to avoid more costly remediation. The best way to solve a large problem is while it's still a small one. - Ted Kennedy Jtrat~gic Plan ~ 10 December 2008 II I We Create an Accurate, Positive Community Image. How our citizens, our business owners, and visitors perceive our community is critical to our future. Their perceptions, accurate or not, guide their actions. Therefore, we need to make accurate and positive information available to everyone who has a stake in our future, or who is going to make a decision that affects our future. Accurate, positive information helps create pride in our City. It develops a shared understanding of where we are, and helps us progress even further toward our vision. It inspires our citizens to stay and prosper and encourages others to come here. The City of Virginia Beach has attained national and international recognition, and is established as a player in the world market. We seek partnerships with cities and businesses around the world that enhance our economic development and offer us opportunities to learn more about diverse cultures. A gO'llernment can be no better than the public opinion, which sustains it. - Franklin D. Roosevelt We Build Relationships and Establish Partnerships. We believe that effective communications and positive relationships among the leaders and members of the various communities (neighborhoods, businesses, schools, media, military, government, religious, ethnic, cultural and others) are essential to building and sustaining real community. We invite ongoing dialogue that builds and strengthens relationships of trust and understanding, supports the creation of common goals, enables better decisions, and stimulates partnerships for effective community action. As government, we have a unique opportunity and responsibility to lead by example. We encourage, facilitate and support leaders and members of various sectors to work together as partners of the whole community, which leads to a continuum of collaboration, partnerships and engagement of these individuals in our mutual goals. We incorporate citizen and member dialogue into our policy making and our long range planning. Building these positive relationships and encouraging successful collaborations and partnerships results in an engaged and empowered community. There are no problems we cannot solve together, and 'llery few we can solve by ourselves. - Lyndon B. Johnson We Value and Actively Promote Diversity. Our citizens and members have an increasingly wide variety of backgrounds, preferences and needs. We lead the community in creating racial, ethnic and cultural understanding. We remove barriers to equal opportunity and universal access throughout the community. We are proud that Virginia Beach neighborhoods are among the most racially integrated in the United Strategic Plan ~ 11 December 2008 States. We value and promote this diversity as community strength and as an important part of being an American. Diversity provides us with multiple viewpoints and divergent thinking that enable us to adapt to changing circumstances. Individuals and families experience diversity in their own lives as needs and preferences change over the course of time. Intergenerational and geographic differences also contribute to the vast diversity found in our community. From beaches to forest, urban to rural, Bayside to Blackwater, the varied surroundings in our community nurture its diversity. Making Virginia Beach a place where many diverse expressions harmonize is key to gaining prosperity as a unified community. If we are to achieve a richer culture, rich in contrasting values, we must recognize the whole gamut of human potentialities, and so weave a less arbitrary social fabric, one in which each diverse human gift will find a fitting place. - Margaret Meade We Ensure Sustai nabi I ity for the Success of our City in the Future. As a government, we have an obligation and responsibility to protect, develop and enhance our economic health, social well-being, and environmental quality. That is, we "meet the needs of the present generation without compromising the ability of future generations to meet their needs" (World Commission on Environment and Development). As stewards of the public trust, we are responsible for maintaining the fiscal stability of the City. Through our planning and budgeting processes we collaborate to provide City Council with the information they need for responsible decision-making. When faced with tough times, we consider" the good of the whole," and look for system-wide solutions that will keep our City viable and our community attractive to those who can bring economic growth. We treat our community's assets of safety, health, heritage, and cultures with respect, strive to increase their value, and protect them for generations to come. These assets are precious. Through stewardship we prevent their loss or degradation while engaging the community to enjoy these common treasures. We work hard to preserve our City's environments, both natural and built. Our roadways and facilities are attractive, clean and landscaped. We implement programs to preserve and protect our waterways, beaches, marshes, and open spaces. In planning for the future, we first consider the cost-effectiveness and wisdom of maintaining or enhancing what we have as an alternative to expanding or building new programs, systems, initiatives or facilities. S /ra/elF NCIIl ~ 12 December 2008 1'1 We evaluate existing and new goals, plans, policies, programs, and activities in the context of sustainability. We treat all assets entrusted to us as if they are our own, by making sure they last, grow, and provide value for many generations to come. Sustainability is essential to creating long-term community quality of life. Just as there must be balance in what a community produces, so there must also be balance in what the COml111l1lihJ consumes. - John Kenneth Galbraith Stmt~~ic Plan ~ 13 December 2008 Ci t Y Busi nesses City Council continues to refine its direction and assess progress toward attaining its vision in annual planning sessions and in the policy decisions it makes at every City Council meeting. This ongoing effort resulted in City Council's adoption of our seven City Businesse::;: Cultural & Recreational Opportunities Economi c Vital ity Family & Youth Opportunities Quality Education & Lifelong Learning Quality Organization Qual ity Physical Envi ronment Safe Community In response to City Council's direction, Strategic Issue Teams were formed for the City Businesses. Each team was charged with strategic planning for that business. The strategic planning process involves a gap analysis. Current Real ity Desired Outcomes I · Strategi ~ Gap ~ The Strategic Issue Teams identified Desired Outcomes - Where We Want To Be - and compared them to Current Reality - Where We Are. We then developed strategies to close the gap. The initiatives are steps or actions the Strategic Issues Teams take to achieve the strategies. Strategic Plall ~ 14 December 2008 II I The Strategic Issue Teams work, according to the mISSIons below, to develop and oversee the implementation of the Strategic Plan. Strategi c Issue Team Team Mission Cultural & To identify and facilitate the development and strengthening of Recreational cultural and recreational opportunities which are diverse, valued Opportunities by the community, and provide for the enrichment, refinement, and rejuvenation of the mind, body and spirit. Economic Vitality To provide leadership In developing, supporting, and coordinating strategic alternatives, recommendations, and direction that will create, enhance and sustain public and private wealth and income in the city and the region. Family & Youth To develop and recommend strategic options which foster the Opportunities health, economic vitality, safety and well being of families, youth and at risk individuals in our city. Quality Education & To engage In strategic and long range planning, conduct Lifelong Learning environmental scans of relevant issues and trends in order to enhance and sustain Virginia Beach as a literate community that actively supports quality education and lifelong learning. Quali ty To engage in strategic planning and environmental scanning to Organization enhance and sustain a municipal organization that is a quality driven service provider and employer capable of delivering cost effective services and facilitating opportunities and outcomes valued by the Community. Quality Physical To carry out strategic and long range planning to create a quality Environment physical environment (healthy, safe, and attractive surroundings) for the City of Virginia Beach and to conduct "Environmental Scanning" of issues pertaining to the City's physical environment and surroundings. In addition, it will develop plans, policies, procedures, and processes to optimize the use and benefit of the City's common facilities and land. Safe Community To work to achieve a City with safe healthy neighborhoods for our citizens and visitors to live, learn, work, and play, in partners hi p with the community, regIOn, state and federal governments. J trategic P lall ~ 15 December 2008 Cultural & Recreational Opport unit i es Desi raj Outcome People in Virginia Beach enjoy world-class cultural, recreational and lifelong learning opportunities for all ages and interests. These opportunities stimulate the mind, body, imagination and spirit, and allow for participation for personal interest, achievement, relaxation, enjoyment and artistic expression. An excellent quality of life in any community contributes to the social, economic, physical, psychological and spiritual well-being of its residents and visitors, and enhances the attractiveness of a community for business development and tourism. One aspect of quality of life is the range and sustainability of cultural, recreational, historical and lifelong learning opportunities offered to all community members and visitors. We want Virg:.nia Beach to be an outstanding place to enjoy life. We must be able to provide our residents and visitors convenient access to leisure and learning opportunities throughout the year. Curra1t Real ity Virginia Beach has established itself as a city with a superlative quality of life- and is distinguished from most other cities through our diverse cultural and recreational assets. However, the dismal economic climate overshadows the current environment and heightens the importance of issues affecting Cultural & Recreational Opportunities (CRO) strategies. CRO strategies do not rely exclusively on public funding and in some cases incorporate a potential to increase revenue sources. This leaves CRO in a better position to weather current economic conditions. However, budget cutbacks at the Federal, State and Local levels threaten to impact the ability to generate revenue as well as deliver services. The need to diversify funding sources and seek public/private partnerships remains critical in achieving CRO Strategic Outcomes. As citizens continue to experience negative social and economic trends that they are unable to control, CRO will be impacted in a number of different ways. For example, high energy costs will increase demand for alternative transportation and multi-modal connectivity options; reduction in discretionary funds will increase demand for free and accessible leisure activities by residents and tourists and; perceived threats to personal safety will heighten Jtrate..~ic Plall ~ 16 December 2008 II I appreciation of and desire for controlled environments such as the Aquarium, recreations centers, museums, and libraries. The increasing trend to rely on technology to conduct business and communicate with the public emphasizes the importance of public internet access through implementation of Web 2.0 Communication Technologies within Parks and Recreation, the Aquarium and Libraries. But, as technology increasingly permeates every aspect of our lives, CRO Strategies also address a counter trend - the increasing desire people have for actual experiences and opportunities to reconnect with nature. The quality of life in Virginia Beach benefits from a coastal geography and a sunny climate which has been enhanced by the creation of almost 5,000 acres of park land and six community recreation centers. Citizens and visitors alike have numerous opportunities throughout the city to engage in a variety of physical activities. Regular physical activity is critically important to the health and well being of our community and plays an important role in the prevention or improvement of chronic medical conditions. In spite of all the attention given to obesity and lack of physical activity as controllable risk factors, the death rate from chronic heart and respiratory disease in Virginia Beach is higher than the state average and, disproportionately affecting people in lower income brackets. Public awareness of the important benefits associated with an active lifestyle does not sufficiently impact behavior and medical research is now looking at environmental factors that influence physical activity. There is evidence that the level of activity is greater in communities where opportunities to incorporate physical activities into the daily routine of everyday life are readily available. Not only children are more active when recreational areas are near their homes, the level of adult participation in physical activity increases when there are green open spaces and trails connecting destinations to which people can walk or bike. By promoting the expansion of bike and walking trails and the creation of a recreation center more accessible to at risk population, CRO initiatives seek to change the physical environment of Virginia Beach in ways that will promote increased physical activity of citizens and tourists and create real opportunities for active living in neighborhoods. The larger issues facing the city, transportation and global warming, demand a regional and state approach. Virginia has lagged behind in addressing global warming and it now poses a real threat to parts of our economy. Unchecked, the impact of global warming on our natural resources will affect the very quality of life in Virginia Beach. On a local level, CRO Strategies complement environmental efforts being made to sustain Virginia Beach's rich, natural environment and provide a GREEN destination for tourists. Jfrafe,gic Plall ~ 17 December 2008 We have learn~d to design more urban spaces that are multifunctional in nature but our sustainability is tied to infrastructure. Reliance on an aging transportation infrastructure remains an obstacle and finding ways to support all infrastructure needs is our challen e. Indicators 2005 2006 2007 Citizen Satisfaction with1: · Cultural opportunities 94.0% Data NA 94.0% · Recreational opportunities 94.0% Data NA 96.8% Participation! Attendance in: · Parks 2,513,179 3,272,606 3,713,490 · Recreation centers 1,703,088 1,609,047 1,575,539 · Museums 625,911 647,437 836,707 Number of Open Space Acres 18.0 99.8 5.6 Acquired Percent of Population with 10.0% 10.0% 9.7% Recreation Facilitv Cards . lCitizen Satisfaction Survey conducted every other year 3-Year Plan I 2009 - 2011 Strategy: CR01 Initiatives: Through both public and private investment we create, maintain and enhance the balance of natural and man made venues that provide residents and tourists with opportunities for cultural, recreational and historical experiences. (Cindy Curtis) · Virginia Aquarium o Complete exhibit renovation (2009) o Plan for Marine Animal Care Center (2010) o Master Plan for Aquarium Campus (2010) · Complete RFP process for indoor athletic field house, management of Sportsplex and USFH facilities and other commercial facilities. City Council to consider lease and management documents (December, 2008 and early 2009)* · Design and construct Kempsville Greens storm water ponds renovation (Design-2008 and Construction-2009) · Design Williams Farm Community Recreation Center (Design-2008, Present to Council-November 18, 2008 * *Pending Item J trategic P lall ~ 18 December 2008 Strategy: CR02 Initiatives: Strategy: CR03 Initiatives: Strategy: CR04 Initiatives: *Pending Item II I · Princess Anne Commons o Complete construction of Phase I of P A Athletic Complex (Complete) o Design gateways and signage (March, 2009) o Finalize the design of bike criterion and trail (2009) o Facilitate interfacility traffic area preservation (Ongoing) . Initiate Infor software to provide asset and work order management tools for city parks, recreation centers and grounds (2009) . Renovate Buffington House with citizen assistance for use as Information Center for county history, city offices and storage (2010) Develo Public Art Pro am 2010 We identify and protect buildings, natural sites, artifacts, documents and other historic resources and encourage private owners to act as stewards of our historic and natural environment. (Lynn Clements) . Acquire Lynnhaven House and the adjacent new Colonial Education Center (Complete) · Create Historic Sites Policy (2009)* · Institute Historic Preservation Commission (2008) · Create Historic Houses Non-Profit Board (2009) . Establish history museum on Union Kempsville School in new Renaissance Academy · Enhance genealogy and local history collection at Central Library 2009 We work to ensure that all residents and visitors have access to cultural, recreational and historical opportunities by providing multi-modal access throughout the city. (Cindy Curtis) · Implement Bike and Trail System Master Plan (2010)* o Improve connectivity of trail system (Ongoing through CIP program) o Implement Thalia Greenway Plan (Ongoing through Pembroke SGA, Design complete 2009) · Review comprehensive plan guidelines and prepare input for com rehensive Ian u date On oin 2008-2009) We retain the rural character and natural environment in the southern part of the city, with guidance from the Comprehensive Plan. (Jack Whitney) · Create Rural Heritage Center which integrates Farmers' Market (2009) · Continue ARP, IT A and Strate ic 0 en s ace ac uisitions J/m/e,-~ic Plall ~ 19 December 2008 Economi c Vital ity Desi red Outcome We want Virginia Beach to be a place where all ci tizens and businesses can prosper. Economic Vitality enables all people within our community to prosper and requires that there be both diversity and growth within the economy. The building blocks for economic diversity and growth include: strategic thinking, long view, a busin=ss climate that is favorable to entrepreneurial activity; a community environment that is both functional and attractive; a network of support for the military and other related governmental agencies; an inviting environment for our travel and tourism industry; work opportunity and security to derive reasonable benefit from a decent job; opportunities for all members of the community for upward mobility and success; our support for, and participation in, regional activities that enhance economic opportunity and the quality of life for residents of Virginia Beach and all Hampton Roads communities. Current Real ity The first few years of this decade were among the best Virginia Beach has ever experienced. The Gross Regional Product for Hampton Roads has approached $77 billion in 2008. This is a very large number. If we take into account difference in foreign exchange rates and what foreign currencies actually will buy, then our region's gross product is greater than that of two-thirds of the nations in the world. The opportunities for foreign investment will continue as an important economic development strategy. To accommodate this and other future development, the City has incorporated Strategic Growth areas as means for future development in terms of job growth and capital investment. However, the City of Virginia Beach must maintain the momentum of growth through the facilitation of public private partnerships. We are continuing to see a decline in building permit activity, and a moderation in tourist numbers. Nor.etheless, the qual ity of projects and overall visitor spending is up. We continue to see projects proposed as strategic approach to investing in our community in what is projected to be an improved economy within 24 months. In addition, the military and defense spending account for more than half of our economic growth over the past few years and our renewed effort with the military and its representatives will lead to greater growth in defense and homeland security firms seeking opportunities for locations. Jtrate,gic Plan ~ 20 December 2008 II I Four factors will affect our area over the next few years: energy costs, financial credit constraints, falling housing prices, transportation improvements and the sustainable development. Community Indicators 2005 2006 2007 Per Capita Income $38,317 $40,396 Data NA Median Household Income $58,545 $61,333 $61,462 In-migrant's Income as a Percent 92.0% 94.1% 96.2% of Out-migrant's Income Percent of Visitors who Say they 70.2% 77.3% 73.1% will Return Real Estate Assessment Growth Rates: · Total (includes new construction) 13.3% 22.0% 21.7% · Appreciation (existing property) 11.5% 19.8% 19.6% Developable Land North of the 4,560 4,518 4,475 Greenline (Acres) Change in Value of: · Commercial Real Estate 9.9% 11.6% 9.8% · Residential Real Estate 11.5% 21.7% 22.2 % · Unemployment Rate 3.3% 2.9% 2.7% 3-Year PI an 2009 - 2011 Strategy: EV1 We focus resources on attracting and retaining the future workforce; the retention of exiting military, and facilitating the skills enhancement of the existing workforce. (fern) Stewart) Initiatives: · Assist the new and existing business community in preparing the workforce for the 21st century by facilitating training opportunities · Increase awareness of exiting military as a well-trained potential workforce by partnering with the Military Economic Development Advisory Committee · Liaison with Opportunity Inc. on regional workforce issues · Implement a talent recruitment program to attract the creative class to our communit December 2009 Strategic Plein ~ 21 December 2008 Strategy: EV2 Initiatives: Strategy: EV3 Initiatives: *Pending Item We support the implementation of a comprehensive economic development diversification program that targets capital investment and job opportunities for our citizens. The economic development strategy seeks to emphasize business attraction, retention and support services in an effort to enhance the business environment and quality of life in the City of Virginia Beach. (Warren Harris) · Proactively implement our Target Markets · Create a program and implement International and National Marketing based on target market segments (January 2009) · Facilitate high-quality Retail Development In Town Center, Hilltop area, Oceanfront area, Lynnhaven Mall and other areas of the city · Explore alternative funding and incentives for Economic Development and Redevelopment · Finalize Town Center Phase IV* (December 2012) We work with the Community to develop, revitalize and redevelop for economic and social prosperity and safe, healthy surroundings. (Jack Whitney) · Economic Vitality Plan Implementation o Update Comprehensive Plan o Implement Redevelopment Strategy* o Strategic Growth Area Plans (SGA' s) - Resort Area Strategy and Implementation - Burton Station/North Hampton Area - Pembroke Area Plan - N ewtown Area Plan - Hill top Plan - 164 Area Plan (CBN) o Implement APZl Plans o Workforce/Affordable Housing Policy and Plan* - Review and analyze trends that impact migration patterns o Begin Neighborhood Planning Process (December 2009) · Princess Anne Commons Village o Complete Operation Smile Project o Support Health Professions Building expansion o J trategic Plan ~ 22 [)ea!JJ1her 2008 Strategy: EV4 Initiatives: Strategy: EV5 Initiatives: *I'ending Item II I o Facilitate Lifenet expansion o Implement target cluster involving health-care and biotechnologies o Expand Sentara Hospital Complex o Begin Seven Cities project We improve the tourism industry by investment in the resort area and throughout the city, increasing the quality of our tourist and resident experience, diversifying the types and locations of attractions we offer, and encouraging the private sector to do the same. We maintain and improve Virginia Beach as a quality year-round travel and tourism destination. (Jim Ricketts) · Pursue Rudee Loop development potential · Complete Dome Site Strategy* · Finalize Convention Center Headquarters Hotel · Implement 19th Street Corridor Development · Develop a Year-Round Market Segments Program · Continue Research and Development to support marketing investments · Support the upgrade of Hotel development and redevelopment to more resort hotel levels · Implement a program to communicate the benefits of tourism · Implement Laskin Road Gateway Plan and Project We support maintaining and expanding the vitality of the existing federal and military installations, and enhance the private investment of defense related companies as part of our Economic Development Strategy. (Bob Matthias) · Implement the BRAC related land use redevelopment requirements and initiatives directed by the Oceana Land Use Conformity Program · Work with the Hampton Road Military of Federal Facilities Alliance · Promote the Military Economic Development Advisory Committee Strate,-~ic Plan ~ 23 December 2008 Strategy: EV6 Initiatives: Strategy: EV7 Initiatives: Strategy EV8 Initiatives: We lead in cooperative efforts with our neighbors, to ensure economic vitality, within and outside the region to ensure that important elements of regional infrastructure, such as major roads, alternative transportation systems, bridges, utilities, seaports and airports, are built and maintained sufficiently to assure regional economic sustainability. And we leverage our leadership position in creating and underwriting regional programs and initiatives to maximize economic return to the City and region. (Bob Matthias) · Support Mass Transit Initiatives and the Hampton Roads Transit · Continue design and planning for Virginia beach light rail and support public transportation systems · Support regional organizations like the Hampton Roads Economic Development Alliance, the Chamber of Commerce, Opportunity Inc, HR Sports Commission, Regional Film Office, Hampton Roads Partnership, the Hampton Roads Planning District Commission and the Metropolitan Planning Organization, and the Southeastern Vir inia Tourism Alliance The City of Virginia Beach is a green leader in terms of attraction of new firms. We actively continue our leadership role in environmental sustainability and green initiatives by promoting the best practices in energy and environmental design, model projects and procedures, education and incentives in our economic development projects. (Barn) Frankenfield) · Promote LEED Design Certification for all new buildings · Study the EDIP Incentive Program for Private Development green initiatives (July 2009) · Consider Fast-Track Permit Applications for green development and/ or alternative ener ro.ects We continue to maintain our rural heritage in the City while supporting farmers and agriculture related business. (David Trimmer) · Review and promote the Agriculture Reserve Program · Consider new or niche agricultural farming and marketing possibilities (July 2009) · Support and expand the farmers market · Consider an eco-tourism program that focuses on the attributes of the Cit ' s rural areas Jul 2009 Slratfj!,ic Plul1 ~ 24 December 2008 II I Family and Youth Opportunities Desi red Outcome The role of local government is to help create an environment that fosters opportunities for individual success. Recognizing that a strong community requires an emphasis upon "people first," we envision our City as a place where: Individuals have the capacity to succeed in achieving their individual goals and are able to care for their families. People in need of services will receive them in an efficient and effective manner and in a climate that promotes independence and dignity. The community service delivery system will include an array of public and private providers as well as volunteers and representatives from the faith community. Youth have the developmental assets that help them grow to be healthy, canng, principled, and productive. Current Real ity All citizens should have the opportunity to achieve their life goals in a community that values personal achievement, supportive relationships, and an environment that promotes a high quality of life. Individuals should have the personal capacity to take responsibility for their own lives and sustain meaningful relationships with others. Family members should have resources and skills to stay together, meet their needs, and participate in and contribute to community growth and well-being. However, there is a significant increase in need for services due to the economic crises causing all agencies to do more with less. The Department of Human Services has seen a 15.3% increase in food stamp applications from fiscal year 2007 to 2008. There has been a 25% increase in the number of Medicaid applications processed for the same period. These are just two examples of the increased requests for services being processed without the increase in staff to maintain the larger caseload. No community can be successful if its residents cannot succeed. Consequently, it is essential that we identify ways to support the efforts of individuals and families to succeed professionally, interpersonally and socially. This includes focusing on utilizing Stratrzgic Plall ~ 25 December 2008 multiple strategies to increase awareness of the needs and issues facing children, youth, adults and the elderly and to invite community involvement and investment. To accomplish this, more local and regional collaboration to address gaps in services is essential. The increased awareness of the economic crises is causing fear in the unknown. While collaboration and diversity in resources brings depth and opportunity for growth to a community, we must guard against fragmentation and competition, which can undermine our common identity as a community. As evidenced above, the increase in services leads to an increase in competition from an already stressed inventory such as affordable housing and health care. Unfortunately, this competition for the same limited resources moves across agencies that are trying to meet the needs of all as well. Another tremendous barrier to the delivery of services is the lack of effective public transportation and the widely dispersed locations that people need to get to, in order to benefit from services, programs, etc. We need to increase our focus on prevention with respect to the flat risk" juvenile population in Virginia Beach. We are witnessing growing serious crime among juveniles. The Department of Juvenile Justice Data Resource Guide Fiscal Year 2007 reports that "Juvenile felony complaints have increased 47% between FY2005 and FY2007." It is imperative that advocacy at all levels of government remains a constant priority in identifying and assessing resources for unmet needs for current and emerging vulnerable populations. I nd i cators 2005 2006 2007 Percentage of Population receiving 2.4% 3.7% 3.7% Food Stamps Percentage of Low Birth Weight 8.4% 8.4% 8.5% Babies Number of Teen Births per 1,000 of 24.6 26.9 16.2 Population Students Receiving Free or 28.3% 26.3% 30.2% Reduced Lunch Percentage of School Age Dropouts 1.8% 1.9% 1.2% . Jtrat(:,gii' Plan - 26 December 2008 I I 'I II I 3-Year Plan 2009 - 2011 Strategy: FY01 Initiatives: Strategy: FY02 Initiatives: We promote opportunities for individuals to be self-sufficient by providing social supports necessary for their well-being and that of their families. (Robert Morin) . During 2009-10, draft a Services, Opportunities and Supports Communication Plan that will insure information on services, opportunities and support systems reach all citizens and that citizens know how to access and use them. o Develop videos/ programs for VBTV that increase awareness or educate public on services offered. o Distribute information outlining programs and benefits through handouts and websites. o Develop a speaker's bureau to give presentations to Precinct Citizen Advisory Committees, civic leagues, hospitals, faith- based organization, service clubs, etc. o Reduce elder abuse in the form of scams. · Give voice to the effect that the lack of intra-city transportation has on our abilit to meet our mission. We promote a strong network of community support and community investment for citizens by collaborating with community partners. (Barbara Brinson) · Support children and youth development o Reinforce the need for education and training o Address truancy as early as possible in children's lives and as early in each school year as possible o Address gang issues by educating youth, parents and citizens to be aware of gang activities, identifying graffiti, clothing, etc o Increase focus on prevention in the juvenile population using existing resources and programs that may assist in re-directing the lives of young people - addressing violence, teenage pregnancies, social diseases, teen dating violence, etc · Reduce child, disabled adult and elder abuse o Commonwealth's Attorney's Office/ Consumer Affairs Program - reducing disabled adults/ elder abuse in the form of scams . Plan to develop a satellite multi-agency service delivery center to bring the services to the people (ex: Services, Opportunities and Supports Center). . Brin coalitions to ether re ularl at least annuall Strate.gic Plan ~ 27 December 2008 shared knowledge and service provisions. . Bring coalitions together regularly 0 Police Department - Project Lifesaver j Citizen Advisory Committees j School Resource Officers 0 City's Consumer Affairs Program Office 0 Health Department - Healthy Families 0 Parks & Recreation j Youth Opportunities Office 0 Libraries - Ready to Read @ Your Library Story Time Program 0 Human Services Department 0 Tidewater Regional Group Home 0 Private partnerships to include faith-based communities Strategy: We advocate for citizens in all life situations to be able to obtain and FY03 maintain safe and decent housing appropriate for their situations. (Andy Friedman) Initiatives: . Advocate policy, planning and fiscal decisions that impact housing appropriations at the federal, state and local level. . Increase public exposure and awareness to housing programs and services through the drafted Services, Opportunities and Supports Communication Plan (FYOl, bullet 1). . Continue implementation and comprehensive collaboration for the 10 Year Plan to End Homelessness which includes mixed housing plans 0 Family homelessness: Dragas Family Homelessness Funding and Virginia Beach United Methodist Church Strategy: We identify and assess resources for unmet needs for current and FY04 emerging vulnerable populations. (Robert Morin) Initiatives: . Support the implementation of the community health plan by identifying the forces in the community that impact health: 0 Decrease uninsured citizens - Human Services will evaluate growing the Financial Assistance Division manpower currently in the Sentara Virginia Beach General Hospital to other Virginia Beach Sentara hospitals. 0 Increase Medicaid citizens - Human Services will evaluate growing the Financial Assistance Division outpost concentration from three elementary schools to six. 0 Decreasing infant mortality rates - The Department of Public Health will educate clientsj citizens to recognize signs and symptoms of premature labor: hands on education, distribution of magnets in English and Spanish on signs and symptoms of premature labor, distribution of magnets to OBjGYN Practices Jtratf;gic Plan ~ 28 December 2008 Ii I II II I and Virginia Beach hospitals. o Decreasing low birth weight rates - Department of Public Health offer clients early pre-natal care, ongoing prenatal care and educational health fairs. o Increasing early prenatal care - Department of Public Health will participate in community health fairs which identify maternity eligibility clinics · City's role, strategy and funding* o During the 2009 calendar year, identify potential partners and create Memoranda of Understanding (MOUs)/ contracts for services o During the 2009 calendar year, inventory what is being done and by whom o Federal and state funding are decreasing - sponsor/host local leadership/legislative annual event to present and advocate for unmet needs . Identify and assess resources for unmet needs for current and emerging vulnerable populations · Identify monthly the needs and gaps in services, opportunities and support systems and identify trends. *Pending Item Jtrate,gic Plan ~ 29 December 2008 Desi roo Outcome We have a community network of lifelong learners who promote the importance of education and continuing personal development to our citizenry. Our children come to school with all the developmental skills to succeed. Our schools are world class, preparing children for successful and fulfilling careers and lives. Higher education and vocational educational opportunities are easily accessible to all citizens. Our citizens are highly qualified for diverse employment opportunities. Citizens of all ages and abilities participate in educational and lifelong learning opportunities. Quality Education and Li fel ong Learni ng Our citizens are a literate populace who believe that reading and learning are essential to democracy and self-sufficiency. We are a Community of Lifelong Learners. Current Real ity The education continuum begins before birth and continues throughout one's lifetime- from early childhood development through formal education and training to self- directed lifelong learning. Education directly impacts an individual's capacity to achieve self-reliance, secure employment, and contribute to society. One major component of Quality Education and Lifelong Learning is the Virginia Beach City Public Schools. The mission of the Virginia Beach City Public Schools states: The Virginia Beach City Public Schools, in partnership with the entire community, will empower even} student to become a life-long learner who is a responsible, productive and engaged citizen within the glollal community. (Virginia Beach City Public Schools Compass to 2015: A Strategic Plan for Student Success) By including the words "in partnership with the entire community" i:1. its mission, the School Board acknowledges that everyone has the responsibility for empowering students to succeed in school and become productive citizens and lifelong learners. It is estimated that by the time children in America reach the age of 18, they have spent 9% of their time in school and 91 % of their time outside school. Our schools have been asked to make dramatic improvements in their impact on students by changing how they use their 9% of a child's time. But what about the other 91 % of the time? What do parents, City government and the entire community need to do to better prepare our children for what lies ahead? Strategic Plan ~ 30 December 2008 II I Parents playa critical role as the first and most important teachers in their children's lives. Other caregivers and the community also have key roles in helping children establish the foundation for lifelong learning and success. They provide supportive environments that help children realize their individual potential. Adult mentors - coaches, scout leaders, recreation supervisors, librarians, faith-based group leaders - all help children build character and learn social skills. According to the 2000 Census, 61.9 percent of children under six in Virginia Beach have all parents in the family in the labor force. One out of every two children ages 3 and 4 in Virginia Beach are enrolled in nursery school or pre-school. With so many of our youngest citizens in childcare, it is imperative that we advocate for standards of quality care that is also affordable and accessible. Recent studies on children's brain development indicate that early exposure to cultural, recreational and educational experiences has a decisive impact on the architecture of the brain and the child's potential for intellectual growth. Nevertheless, across our nation and in Virginia Beach, we find that many children are entering kindergarten and first grade without this firm foundation that is critical for their ultimate success in school and throughout their lifetime. Investments that the City has made in early childhood education initiatives such as the creation of the City's Ready to Learn Office in 2003 seem to have had a positive impact. For example, the percentage of kindergarteners in Virginia Beach needing additional instruction in pre-reading skills (such as awareness of rhyme and letter sounds and recognition of alphabet letters) has steadily decreased from 21.2% in 2003 to 13% in 2007. Yet we cannot be complacent as a community. Education and learning are increasingly perceived as lifelong enterprises, rather than occurring only in one's youth. People are living longer, and with quality health care, people are more active later in life than ever before. It is estimated that the average worker of today will have between 12 and 15 jobs over the course of a lifetime, which requires training and retraining in new skills and expertise. As a result, people are not only returning to traditional classroom educational opportunities, but also relying on nontraditional venues such as public libraries, museums and recreation centers for self- directed learning opportunities. Increasingly, the workforce demands that young people pursue post-secondary education to maximize their quality of life and earning potential; in fact, higher levels of educational attainment are directly correlated with higher income. While post- secondary educational opportunities in Virginia Beach range from vocational and industry certifications in partnership with the Public Schools, to associate-, bachelor-, master-, and doctoral-level degrees offered from a number of respected public, private, for-profit, and on-line institutions, Virginia Beach is among the largest cities in the United States without a public, residential university within its borders. Major degree granting institutions with facilities in the City include: Tidewater Community College; Old Dominion University and Norfolk State University (state institutions, non- Strategic Plan ~ 31 December 2008 residential in the Virginia Beach Higher Education Center); Regent University and Virginia Wesleyan College (private and residential, the latter only partly domiciled in the City); and non-residential satellites of University of Virginia, Virginia Tech, Hampton University, George Washington University, and others. In spite of early childhood education opportunities, an excellent school system, and lifelong learning and higher education opportunities, adult illiteracy is prevalent in our nation and, to a lesser extent, in our community. Literacy was once defined as simply the ability to read and write. Today, with our more complex world, it is defined as reading, writing and speaking in English, computing and problem-solving in order to function effectively on the job and in society. It is estimated that one out of every five Americans over age 25 and one out of seven adults over 25 in Virginia Beach cannot read a road sign, a warning label or a job application. The International Adult Literacy Survey published in 2002 revealed that the US ranked 10th overall out of 17 high-income countries. Illiteracy represents the unrealized potential of citizens and is linked to both crime and poverty. It costs federal, state and local governments millions of dollars in welfare, unem:::>loyment benefits, lost taxes, and incarceration expenses. I nd i cators 2005 2006 2007 Percentage of Schools Accredited: School Year . SchOoJ'I'Year School Year 2004-05 2005;.06 2006-07 . Elementary 100.0% 100.0% 100.0% . Middle School 100.0% 100.0% 100.0% . High School 100.0% 100.0% 100.0% High School Graduates who Plan 84.4 % 84.4 % 84.9% to continue their Education Percent of Adults over age 25 with 31.0% 31.0% 31.0% an Undergraduate Degree Percent of Adults over 25 with a 10.0% 11.0% 11.0% Graduate Degree Elementary School Attendance 95.9% 96.0% 95.9% High School Graduation Rate 82.5% 82.7% 82.7% Library Visitation: . In Person 1,572,800 1,622,871 1,798,632 . Virtual 477,055 466,482 538,103 Number of Virginia Beach High 2,032 3,130 School Industry Certifications NA (new measure) % Kindergarten Children Needing 18.6% 13.8% 13.0% Reading Remediation (PALS Scores) 1 . lNew measure Jtrate.gic Plan ~ 32 December 2008 I'; i !I II I 3- Year PI an 2009 - 2011 Strategy: Q EL L 1 Initiatives: Strategy: QELL2 Initiatives: Strategy: Q ELL3 I niti atives: We work with the community to ensure that every child enters kindergarten healthy and ready to succeed in school and in life. (Jenefer Snyder) . Implement Virginia Beach Smart Beginnings Community Plan, including regional Smart Beginnings initiatives to improve the quality of child care and child care providers in the region . Transform the children's services and spaces of all Virginia Beach public libraries into early literacy centers . Provide City advocacy for the proposed ODU Child Development and Graduate Study Center in Virginia Beach We work with the community to provide lifelong learning opportunities for individuals to achieve self-reliance, personal fulfillment and workforce preparedness and advancement. (Jerry Stewart) . Design and begin construction of TCC and City Joint Use Library at the Princess Anne Commons Academic Village (2009-2010) . Implement Phase 2, including branding, promotion, marketing and Web content, for the Small Business Resource Center within the Central Library · Support State funding for the proposed TCC Workforce Development Center We collaborate with Virginia Beach City Public Schools to provide learning experiences that ensure that our students are empowered with the knowledge and skills necessary to meet challenges of the future. (Christine Caskey) · Advocate for the School Board's Extended Day Kindergarten initiative . Assist Schools in seeking private sector matching funding for the Virginia Preschool Initiative program for at-risk 4 year olds · Coordinate with Schools to increase awareness of Workplace Readiness Skills among parents and businesses Jtrate,gic Plan ~ 33 December 2008 Strategy: QELL4 Initiatives: Strategy: QELL5 I niti ati ves: We work with the community to ensure that everyone has basic literacy skills-reading, writing and speaking in English, computing and problem solving - in order to function effectively on the job and in society. (Marcy Sims) . Increase educational outreach efforts in Western Bayside Area . Coordinate with the Adult Learning Center and TCC to address the growing number of non-English speaking Virginia Beach citizens . Expand basic literacy programs for those with marginal reading and math skills through further partnerships between the Adult Learning Center and Central Library We work with the community to create opportunities for post-secondary education, including certificate, vocational, two-year, four-year and graduate degree programs. (Marcy Sims) . Investigate and develop concept for a public university in Virginia Beach . Promote Virginia Beach as location for new and expanded post- secondary quality accredited educational facilities Strate,gic Pla!l ~ 34 December 2008 II I Quality Organization ~ Desi red Outcome Our municipal organization is a quality service provider and employer that delivers cost effective services and facilitates opportunities and desired outcomes valued by the community. We build and strengthen relationships of trust and understanding with the community and Members; conduct business in an open and fair manner; and protect, develop, and enhance community assets. We think and manage strategically, optimizing and aligning resources to achieve community outcomes. We employ a top quality diverse workforce committed to customer service, accountability, maximum productivity, energy conservation and innovation. We expect from the organization and its members a high degree of professionalism, which seeks excellence in our actions, processes, and procedures. We, as an organization and individual members, foster an atmosphere of mutual accountability at all levels based on a set of shared values, expectations, and standards. To promote and strengthen a culture of accountability, we clearly communicate with one another openly, with courage and respect, in a manner that sends a clear message of responsibility, stewardship, and moral purpose. When performance fails to adhere to the organization's values, expectations, and standards, we are obligated to confront this behavior, regardless of our position. Current Real ity Changesin How weCommunicateand the Way We Work Social technologies have changed how we communicate with one another, and as a result, how we send and receive information. They have created new information channels that enable two-way communication and collaboration and, in effect, create a more transparent government. In order to stay relevant to our primary audiences - our employees and the citizens of Virginia Beach - it's essential that we embrace this new frontier. The most effective community involvement programs use a combination of approaches to reach a cross-section of citizens. After all, our community is made up of diverse groups that have diverse interests and obtain information in different ways. New technologies offer fresh opportunities to engage citizens quickly and cost-effectively - in the current fiscal environment this is more important than ever before. Within the organization and externally, the City must communicate with a spectrum of generations. As the City's workforce shifts, Web 2.0 technologies will grow increasingly important. Most studies report that individuals born after 1964 are more in tune with S tmte.gic Plan ~ 35 DeteJJJber 200S receiving their information electronically and are naturally accustomed to working in teams to collaborate with one another. This generation of workers and citizens wants information q".lickly, efficiently and with a personal touch, and Web 2.0 technologies will allow us to create mechanisms to do so. Economic Pressures/Uncertainty The current economy presents challenges to the City of Virginia Beach in our efforts to continue to provide quality services and to maintain the level of services desired by our citizens. Among the factors to be addressed are the significant increases in the cost of energy and compensation, and the need to utilize volunteers whenever practical to minimize the increase in operating costs. There are immediate and long-range commitments needed to decrease energy consumption by the City government and to ease the fiscal impact of energy costs. Measures are needed to encourage decreased energy consumption at work. In addition, the City continues to participate in the statewide electrical purchasing agreement with Dominion Virginia Power to obtain the best price for that energy utility, as well as to take advantage of contract agreements for natural gas that provide long-term pricing and stabilize the impact of this commodity on the operating budget. While responding to the need to limit growth in the overall budget, the City is faced with the challEnge of maintaining a competitive compensation program. Although the FY 2008-09 and FY 2009-10 operating budgets do contain a general increase for employees, to partially address the rising costs of compensation, no merit increase has been included for either year. In addition, on June 24, 2008, City Council approved a health care resolution that redesigned the health care plan, adjusted rates, and modified eligibility requirements, effective January 1, 2009 in another effort to reduce costs. The economic challenges serve to encourage the increased use of volunteers in areas where it is financially impractical to add paid employees. Improved technology has increased the ability of the Office of Volunteer Resources to recruit, track, and coordinate volunteers. Workforce Planning and Development By 2012, it is projected that 1,160 employees will be eligible for retirement. Forty-eight percent (568) of these employees are eligible to retire by December 2008. Currently in 2008, the organization has experienced 72 employment separations due to retirement. To help address concerns for the potential loss of institutional knowledge, City departments have been engaged in the Workforce Planning and Development Program. Ninety percent of participating departments completed Phase 1 of the program and 42 percent completed Phase 2. Phase 1 activities included environmental scanning and Strilt~gi( Plan ~ 36 December 2008 II I identifying workforce trends and issues and Phase 2 included identifying organizational and individual gaps as well as developing actions steps to address gaps. Factors impacting the completion of Phase 2 include the size of the department, body of work outlined by the department, existing service demands, and limited resources. Valueof Diversity in the Workforce A diverse workforce provides opportunities to obtain more perspective and more effective input and problem solving. While progress continues to be made, there are still areas where certain groups are underrepresented in certain job categories when compared to the Relevant Labor Market. M ore Effective Citizen Involvement In February 2007, the City began a pilot program to involve the public in important issues that City Council was preparing to consider. Over the next year, four Town Meetings were held, covering transportation, the budget process, stormwater management and the quality of our City's waterways. This gave citizens a greater opportunity to participate in the government of their City. Now, the City is ready for the next phase. It is important that we continue improving the opportunities for engagement that we offer to the citizens of Virginia Beach. Busy schedules mean that citizens will appreciate convenient, comfortable, and quick ways to participate in their local government and the issues facing our community. Citizens may also enjoy combining the responsibility of staying informed with the opportunity for social interaction and one-to-one conversation with elected officials. Recognizing this, we will be challenged to move our public involvement efforts to the next level. This will require that we use the many different tools and social networking technologies at our disposal to involve more citizens, from a wider cross-section of the community. Community I ndi cators 2005 2006 2007 Citizen Satisfaction with 92.6% Data NA 93.4 % Services Value of Volunteer Service $16.8 $14.1 $14.5 (millions) Per Capita Government 7.1% 6.8% Data NA Expenditures as a Percent of per Capita Income Number of City Employees per 14.07 14.70 14.39 Capita Jtrate.gic Plan ~ 37 December 2008 3-Year PI an 2009 - 2011 Strategy: Q01 J nitiatives: Strategy: Q02 Initiatives: Strategy: Q03 Initiatives: *Pending Item We inform citizens about city services, issues, and projects and actively communicate and engage with stakeholders in a manner that values their input and involvement. (Mary Hancock) . Conduct Biannual Citizen Communication Survey (2010) (Mary Hancock) . Conduct Communication Skill Building Training (Mary Hancock) · Conduct Town Hall Meetings (Mary Hancock) We advance the public good through common resources management a collaborative process that develops, aligns and mobilizes the full productive potential of our organization's members, time, money, and technology and material resources in a manner that supports our strategy. (Patti Phillips) . Create Business Continuity Awareness Plan (Patti Phillips) . Develop a Total Compensation Package for New Employees: Options, Policy Direction and Action* (Fagan Stackhouse) . Develop a Compensation Policy: Direction and Action* (Fagan Stackhouse) . Web 2.0 and Social Technologies: Applicability for Government Use (Gwen Cowart) . Develop Guidelines for Electronic Records Management (Gwen Cowart) . Develop recommendations for enhancing Process Improvement efforts in the organization (February 2009) (Kathy Hevey) . Implement a new HR Payroll System (January 2009) (Gwen Cowart) . Develop Energy Conservation Awareness and Initiatives (Chuck Davis) We increase organizational capacity by optimizing member awareness, member relationships, member responsibility and member opportunities. (Fagan Stackhouse) . Workforce Planning and Development - Phase III (June 2010) (Fagan Stackhouse) . Coordination, implementation and communication of Member Survey & Action Plans (Donna Mickley) . Performance Management System Pilot Program In several departments (January 2009) (Fa}Zl11'l Stackhouse) Jtrate~!!,ic Plan ~ 38 December 2008 II i Strategy: 004 Initiatives: Strategy: 005 Initiatives: Strategy: 006 Initiatives: Strategy: 007 Initiatives: II I We engage our community in government and enhance city services through a strong partnership with a volunteer workforce that offers diverse volunteer opportunities to our citizens and recognizes their individual talents. (Mary Russo) . Pursue additional Opportunities for the Use of Volunteers for City Programs (Man) Russo) . Facilitate the Use of Volunteers to expand Neighborhood Programs (Mary Russo) We make the most effective use of public resources through efficient services that reflect community priorities and monitor the indicators of our organizational and departmental performance. (Cathen}n Whitesell) · Budget Process Refinement (Catheryn Whitesell) . Create Guidelines for Organizational and Performance Measures (Lee Hedberg) . Create Fee Revenue Guidelines for Departments (August 2009) (Lee Hedber5{) We increase the organization's ability to learn, adapt and excel in a constantly changing environment. (Kathy Hevey) . Conduct a facilitation needs and usage assessment to determine organizational demand and capacity (April 2009) (Betty Wade Pern}) . Establish Foundations for the Use of Collaborative Learning Technologies (March 2010) (Kathy Hevey) · Review and refine a learning strategy (January 2009) (Fagan S tackhollse) We value and actively recruit and retain a diverse workforce and business base reflective of our community. (Fagan Stackhouse) . Increase City Expenditures paid to Minority Businesses to 10% of Expenditures (Patti Phillips) . Increase Employment for Underrepresented Groups in Accordance with the City's Equal Employment Opportunity Plan (Fagan Stackhouse) o Develop realistic departmental recruitment objectives based on anticipated job vacancies in underutilized job categories o Develop aggressive targeted recruitment of women, minorities and others in protected classes in underutilized job categories o Utilize selection system that is inclusive of minorities and women and other protected class individuals J trate.gic Plan ~ 39 December 2008 Desi roo Outcome In Virginia Beach, we treasure the beauty of our city and continually improve the quality of our service delivery systems. Those who live, work, and visit our city enjoy imaginative building architecture and site designs. There is orderliness to our urban, suburban and rural land use patterns. All public and private development respects the natural environment and employs design features that achieve continually higher levels of energy efficiency. Our citizens are proud of our safe, clean and attractive neighborhoods that foster a strong sense of community and provide a range of opportunities for all citizens to live in housing suitable to their needs and means. Our neighborhoods are stable and free of blight, and the City's investment in infrastructure is preserved through adequate funding and proper maintenance. Qual ity Physi cal Envi ronment We provide effective and efficient mobility options for our citizens, businesses and visitors including roadways, transit systems, railways, bikeways, pedestrian-ways and trails. We implement well-coordinated plans and programs to reduce local and regional transportation demand. The beauty of our natural waterways, beaches, marshes and open spaces is highlighted and the quality of our natural environment is sustained and enhanced for the recreational, cultural, educational, and aesthetic enjoyment of our citizens and visitors. The city provides advanced information-based technologies that support quality governance and serve a well-informed citizenry. Current Real ity "In 1997, the amount of undeveloped land north of the Green Line was estimated to be roughly 13,00C acres. As of 2007, this figure was estimated to be less than 5,000 acres and is one of the key factors used to assess the city's comprehensive land use planning strategy." Due to this increased development, more roadway lane miles were added to our existing infrastructure for maintenance. The current levels of investment in roadway maintenance are not adequate to sustain an appropriate level of quality in the inventory and, if uncorrected, will lead to an unaddressed growth in the backlog of maintenance and repair and consequent deterioration of the roadway system. Because of a combination of unprecedented cost growth in materials, increased usage on roadways and the advancing age of the infrastructure, the Pavement Quality Index is trending downward. The costs of asphaltic matErials have risen 54% over the course of the past 5 years while the maintenance budget has risen 11.7%. The average cycle for repaving, which is targeted Strate;gi( Plan ~ 40 De(ember 2008 II I at once every 15 years, has increased to a projected 36 years in FY08. Currently, 85% of the roadway inventory is over 15 years old and 48% is over 35 years old. The combination of these factors will generate a future maintenance backlog of about $8M each year. Community Indicators 2005 2006 2007 Citizen Satisfaction with A earance Visitors Perception of City's Appearance 1 = extremel visuall a ealin Open Space Acreage per 1,000 Po ulation Percent of Roads that are in the Two Lowest Grades of Transportation Efficiency (new measure Percentage of Street System Meeting Minimum Physical Condition Ratin Mass Transit Ridership (in millions Percent of Residential Waste Stream Rec cled 91.4 % Data NA 95.6% 1.56 1.6 1.56 13.73 15.14 14.92 18.0% 18.2% 79% 74% 73% 2.005 2.034 2.020 31.0% 32.0% 33.0% Jtrat(~ic Plan ~ 41 December 2008 I 3-Year PI an 2009 - 2011 Strategy: QPE1 Initiatives: Strategy: QPE2 Initiatives: *Pending Item We create a sustainable transportation system that supports the mobility needs of all citizens in our community through the development of an effective multi-modal, multi-purpose transportation system that connects areas of the City to one another, the City to other areas of the region to one another, and the region to the rest of the world. (Jack Whitney) . Assess Major State Roads Project and Strategies and align as appropriate in our Master Transportation Plan and lobby the General Assembly . Update Master Transportation Plan (2009)* . Coordinate with HRPDC to prepare Regional Transportation Elements o 2030 Plan (Approved by MPO - December 2007) o Transit Vision Plan for Hampton Roads (2009) o 2034 Plan (2011) o Obtain Record of Decision for Southeastern Parkway and Greenbelt* . Assist in study of 1-264 Interchanges improvements and funding alternatives . Integrate Pembroke Area Comprehensive Transportation Plan as part of Pembroke SGA study (Complete)* . Provide direction and action plans related to policies of the Light Rail Transportation Corridor Study* . Acquire Norfolk Southern Right-of-Way Acquisition* . Commence Environmental Impact Study for transit We maintain and improve the functionality of existing transportation corridors, identifying and preserving corridors so that future generations will have the opportunity to respond to mobility demands that may be unforeseen today. (fohn Fowler) . Complete Nimmo Parkway Project* . Complete Princess Anne Road Project* . Implement Shore Drive Improvement Implementation* · Complete Wesleyan Drive* · Construct Baker Road* . Transition Area Road Service Level Evaluation and Infrastructure (Complete)* Jtratl(~i( Plan ~ 42 December 2008 Strategy: QPE3 Initiative: Strategy: QPE4 Initiatives: Strategy: QPE5 Initiatives: Strategy: QPE6 Initiatives: Strategy: QPE? Initiatives: *I'ending Item II I We continue to develop and maintain our publicly owned utility systems and services to serve the current and future needs of our community. (Tom Leahy) . Public Utility Infrastructure/Implementation of Regional Consent Order We ensure that development codes and their application allow flexibility so that designs advance quality and recognize the needs and preferences of our citizens, while respecting the diverse character of our housing, neighborhoods and surrounding areas. (Jack Whitney) . Codes - Design Flexibility prepared In conjunction with the Comprehensive Plan update (2009) . Zoning Ordinance Review and appropriate amendments We encourage community pride in the City's aesthetic appearance and support and facilitate community efforts to enhance it. (Eddie Barnes) . Development and implement a sustainable Urban Forest Management Plan . Develop plan to increase community involvement and feedback regarding partnership opportunities and programs and further enhance existing partnerships We encourage public and private developments and operations that adhere to principles that protect the natural environment while preserving and promoting efficient use of energy and other resources. (Jack Whitney) . Integrate approved Green Ribbon Committee Recommendation into next Comp Plan and implement as feasible . Integrate environmental protection and energy efficiency components into SGA plans We advance the public interest while respecting the rights of property owners through the creation and administration of sound planning policies, design guidelines and regulatory programs to achieve the highest possible quality physical environment. (Jack Whitney) · Incorporate quality physical design guidelines into the Comprehensive Plan Update and Area Plans (including Transition Area) (2009)* Strat~~ic Plan ~ 43 December 2008 Strategy: QPE8 Initiatives: Strategy: QPE9 Initiatives: Strategy: Q PE 10 Initiatives: *Pending Item . Identify and implement components of the Bayside Action Plan* to advance neighborhood quality (2009) . Consider a plan to provide greater identify for the Centerville Area to advance nei hborhood ualit We recognize the value of diversity in the character of our neighborhoods by planning a diverse mix of housing opportunities. (Andy Friedman) . Workforce Housing Program Implementation and Marketing (Ongoing) . Revitalizing Housing Stock Program (Neighborhood Preservation Plan)* · Webpage and Pattern Book (2009) . Tax abatement ordinance; Initiate Neighborhood Planning, Financial Resources (2010) . Housin Resource Center; On oin Nei hborhood Plannin 2011 We inventory and continuously assess the condition of roads and other public infrastructure and facilities to maintain an efficiently functioning city. We quantify and devote adequate resources and use maintenance management methods to fulfill our ownership responsibilities in achieving the optimum useful life of facilities and infrastructure. (Mark Ge11lender) . Continuously employ infrastructure asset management methods in maintenance of Streets, Bridges, Stormwater associated infrastructure, Dams/Spillways and all Municipal Facilities (2011) . Perform infrastructure condition assessments on 33% of appropriate infrastructure annually or more frequently should conditions warrant (2011) . Pro.ect maintenance and re air fundin re uirements (Annuall ) We take appropriate action to advance City ordinances and policies as they relate to the Oceana Land Use Conformity (OLUC) program. (Jack Whitney) . Implement the provisions of the OLUC program to achieve greater land use conformity without compromising the stability of established residential neighborhoods . Coordinate evaluations of land use conformity issues with the u.s. Navy through the approved Memorandum of Understanding review rocess On oin ) Jtmt~gi( Plan ~ 44 Demnber 2008 Strategy: Q PE 11 Initiatives: Strategy: Q PE 12 Initiatives: Strategy: Q PE 13 Initiatives: *l'ending Item 1'1 We develop and implement programs to preserve and improve the water quality of receiving waterways through effective stormwater management programs and investments in all watersheds. (Phill Roehrs) . Complete Lynnhaven River Environmental Restoration Study (2009) . Develop Total Daily Maximum Load Implementation Plans for Impaired Waterways (Ongoing) . Stormwater Management Code Review (Ongoing) . Stormwater and Ditch Maintenance Program and Funding* . Ex and No Dischar e Zone to Rudee Inlet Basin 2010 We provide environmentally responsible, reliable, and cost effective waste management services by providing high quality customer service, collections, and landfill operations; by providing convenient recycling opportunities and beneficial environmental education; and by planning effectively for long term disposal. (Phil Dlwenport) . Develop Post 2018 Waste Management Strategic Plan (2009) · Develop Zero Waste Community Plan (2010) . Implement Collection Route Optimization Plan (2009) . Develop and Implement Recycling Initiatives (2009) . Develo and 1m lement Waste Minimization Initiatives 2010 We develop and implement programs to preserve and improve our coastlines and waterways. (Phill Roehrs) · Sand/Beach Replenishment* o Resort Beach Replenishment (2010) o Sandbridge Beach Replenishment (2010) o Cape Henry Beach Replenishment (2009) · Dredging Navigable Waterways* o Western Branch Lynnhaven River (2010) o Lynnhaven Inlet (2009) o Rudee Inlet On oin Jtrate",f!,ic Plan ~ 45 December 2008 Safe Communi t y Oesi red Outcome A Safe Community provides our residents the freedom to enjoy their lives and achieve their goals without fear from danger, injury or damage. If there is a catastrophic event, the community is prepared to quickly respond and recover. A sense of safety and security is evident in the home, the workplace, in schools and on roadways. Health and safety are not solely the responsibilities of government. A partnership between the government and the community has the information and resources to promote individual wellness and to adequately protect themselves and their families from personal health threats. The people of Virginia Beach deserve to live in a healthy and safe environment. The following are elements of our Safe Community: Education Prevention Planning Knowledge, Training and Resources Response Recovery Current Real ity Health and safety are the foundations of individual and community prosperity. Safety is the quality or condition of being safe. It includes freedom from danger, injury or damage. It means having a sense of security. Safety involves both being safe and feeling safe, in all asp~cts of life. A safe community provides all citizens with the opportunity to achieve thei:~ goals. In the area of personal safety, 92.4% of our residents feel safe in their own neighborhood, and 87.4 % of 11 th graders feel safe in school. The sense of feeling safe is an individual perception. It can be influenced by any number of personal and societal factors, and could dramatically fluctuate from day-to-day. It also may be counter- intuitive with actual data. For example, the sense of feeling safe in one's neighborhood was higher in 2005 (94.8%), yet violent crimes were higher (33.6/1,000 population in 2005 to 32.3/1,000 population in 2007). Jtrat~~i( Plan ~ 46 Dec'elllber 2008 II I Virginia Beach is generally a healthy and safe place to live, work, visit and play. This is achieved through a partnership between government and citizens creating a comprehensive and quality system that promotes wellness and effectively prevents and responds to threats of the health and safety of the community. Virginia Beach, like any city, is vulnerable to natural, technological, and man-made hazards, which places the community at risk. The city maintains a comprehensive emergency preparedness program that works to mitigate the impact of disasters, fosters community preparedness, develops the capability to respond to large scale emergencies, and plans for the activities related to the recovery from disasters. The City works regionally to advance the level of preparedness and the ability to coordinate response to disasters in a regional setting through increased interoperability efforts, medical response capabilities, and emergency planning contingency development. Beyond emergency planning, safe community involves individual health and physical safety concerns. For four indicators of health, (infant death rate, heart disease death rate, lung cancer death rate and AIDS infection rate) Virginia Beach ranked better than the state average and better than each of the other five large cities in the Hampton Roads region. In the areas of teenage pregnancy and sexually transmitted disease there is work to be done since the City continues to rank higher than the state average. In addition, the City is becoming more diverse, 9% of residents were born outside of the United States, requiring different approaches to communication and cultural sensitivities. The Safe Community Team is focusing on issues affecting neighborhood safety through community awareness and involvement, programs targeted at anti- social behavior exhibited by young adults, truancy intervention and prevention strategies, and positive youth development programs. Community Indicators 2005 2006 2007 Percent of Residents who 94.8% Data NAl 92.8 % Believe their Neighborhood is Safe N umber of Part 1 Crimes per 33.6 32.2 32.3 1,000 Residents Perception of Safety in Public Schools . 4th Grade 81.8% 83.2% 92.8% . 7th Grade 52.8% 50.8% 67.1% . 11 th Grade 65.9% 58.9% 87.4% ICitizen Survey every other year Jtrat~p'ic Plan ~ 47 December 2008 3-Year PI an 2009 - 2011 Strategy: SC1 Initiatives: Strategy: SC2 Initiatives: We work with the community to be ready and able to face a major disaster and to recover in a timely manner utilizing internal and external resources. (Steve Cover) · Conduct formal emergency exercise programs for City departments and other stakeholders each year · Update shelter plans for residents and visitors and develop plans for companion animals (2009) · Enhance health and safety education and prevention We foster an environment where residents and visitors feel safe throughout our City. (fake Jacocks) · Identify and address issues related to immigration and cultural diversity in counsel with other SITs . Evaluate and identify a model action plan that addresses the community needs of certain segments of the City o Bayside Action Plan o Town Center . To evaluate and prevent anti-social behavior in youth and young adults by continuing work with the Gang Taskforce and the Juvenile Court on truancy Strategic Plan ~ 48 December 2008 II Acknowledgements Many people deserve thanks for their hard work and consistent effort to bring this Strategic Plan to fruition. City Council set goals and direction to create our desired future as a City. The Strategic Issue Teams have continued strategic planning to develop strategies and actions to achieve this desired future. Other members of the organization have willingly picked up some of the day to day work of those involved thus insuring continued service to our customers. The Strategic Coordinating Group has worked to integrate the Strategic Issue Team's products into our plan. The Strategy Rewrite Group has updated the Strategy to provide the context for the 3-Year Plan and present this Strategic Plan. Efforts and courage are not enough without purpose and direction. - John F. Kennedy Vision without action is merely a dream. Action without l'ision just passes the time. Vision with action can change the world. - Joel A. Barker Strategic PiaN ~ 49 Decemuer 2008