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Home My WebLink AboutOCTOBER 22, 2013 MINUTESCITY COUNCIL MAYOR WILLIAM D. SESSOMS, JR., At -Large VICE MAYOR LOUIS R. JONES, Bayside - District 4 GLENN R. DAVIS, Rose Hall - District 3 WILLIAM R. DeSTEPH, At -Large ROBERT M. DYER, Centerville - District I BARBARA M. HENLEY, Princess Anne — District 7 JOHN D.MOSS, At -Large AMELIA ROSS-HAMMOND, Kempsville - District 2 JOHN E. UHRIN, Beach — District 6 ROSEMARY WILSON, At -Large JAMES L. WOOD, Lvnnhaven -District 5 CITY COUNCIL APPOINTEES CITY MANAGER — JAMES K. SPORE CITYATTORNEY- MARK D. STILES CITY ASSESSOR -- JERALD D. BANAGAN CITY AUDITOR —1.YNDON S. REMIAS CITY CLERK — RUTH HODGES FRASER, MMC CITY OF VIRGINIA BEACH "COMMUNITY FOR A LIFETIME" CITY COUNCIL AGENDA 22 OCTOBER 2013 CITY HALL BUILDING 2401 COURTHOUSE DRIVE VIRGINIA BEACH, VIRGINIA 23456-9005 PHONE: (757) 385-4303 FAX (757) 385-5669 E-MAIL: Clycncl@vbgov.com I. CITY COUNCIL BRIEFING - Conference Room - A. 2040 VISION -TO -ACTION COMMUNICATION COALITION Co -Chairs - John Malbon and Gary McCollum II. CITY COUNCIL COMMENTS III. CITY COUNCIL AGENDA REVIEW IV. INFORMAL SESSION A. B. C. CALL TO ORDER — Mayor William D. Sessoms, Jr. ROLL CALL COUNCIL RECESS TO CLOSED SESSION 4:30 PM 5:30PM V. FORMAL SESSION - City Council Chamber - 6:00 PM A. CALL TO ORDER — Mayor William D. Sessoms, Jr. B. INVOCATION - Reverend Richard Keener, Retired C. PLEDGE OF ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA D. ELECTRONIC ROLL CALL OF CITY COUNCIL E. CERTIFICATION OF CLOSED SESSION F. MINUTES 1. INFORMAL and FORMAL SESSIONS October 8, 2013 G. FORMAL SESSION AGENDA 1. CONSENT AGENDA H. PUBLIC HEARINGS 1. LEASE OF CITY -OWNED PROPERTY a. 910 Atlantic Avenue 2. PROPOSED AMENDMENT: (VDOT) FY 2013-14 Capital Budget a. Centerville Turnpike, Phase II b. Pedestrian and Bicycle Enhancements I. ORDINANCES/RESOLUTIONS 1. AMEND Employee Leave Policy: a. Ordinance to AMEND Sections 2-84 and 2-119 of the City Code re Annual, Personal and Sick Leave b. Resolution to AUTHORIZE the City Manager to IMPLEMENT a new Paid Time -Off Policy 2. Ordinance to AUTHORIZE the City Manager to EXECUTE a System of Arrears Processing and APPROPRIATE $3,450,000 from the General Fund Balance re Conversion Pay and Costs 1 3. Resolutions to SUPPORT: a. The 2014 Legislative Agenda and City Council's Goals and Objectives b. A Strategic Plan to End Homelessness c. FY 2014-15 Virginia Department of Transportation (VDOT) Transportation Alternatives Program (TAP) re pedestrian and bicycle facilities 4. Ordinance to AUTHORIZE and ACCEPT a Dedication of Lake Christopher Homes Association (HOA) property on Lynnhaven Parkway near the intersection of Stewart Drive DISTRICT 6 - BEACH 5. Ordinance to DONATE boats (excess City property) to the Sister Cities Association of Virginia. Beach, Inc., (SCAVB) for the City of Olongapo, Philippines 6. Ordinance to GRANT a Franchise Agreement to Scrambled, Inc. re an Open Air Cafe 7. Ordinance to ACCEPT and APPROPRIATE: a. $10 -Million State funding from the Virginia Department of Transportation (VDOT) re Centerville Turnpike -Phase II roadway enhancements b. $1,195,154 — Federal Emergency Management Agency (FEMA) funds re Virginia Task Force 2 Urban Search and Rescue Team c. $ 383,200 — Hazard Mitigation Grant Funds re Auxiliary Power Program -Sewer Pump Stations d. $ 176,635 — Office of the Virginia Attorney General re Crisis Intervention Team Training e. $ 74,960 — Edward Byrne/Juvenile Assistance Grant (JAG) re Human Services Full - Time Clinician f. $ 55,000 — Southern Virginia Internet Crimes Against Children (ICAC) to Police re internet crimes against children g. $ 45,000 — Department of Homeland Security (DHS) re electronic systems in Police Patrol Vessels h. $ 11,819 - Virginia Land Conservation Foundation to Planning re Conservation Easements i. $1,300,000 — Tourism Advertising Program Special Revenue re advertising and marketing J• $ 13,500 — Maritime Forest Trust Fund to Planning and Community Development re Pilot Live Oak Program J. PLANNING 1. Application of FIVE MILE STRETCH ASSOCIATES, LLC for a Conditional Change of Zoning from AG-1/AG-2 Agricultural to Conditional R -5D Residential (PD -H2 Planned Unit Development Overlay) re dwellings in the 2800 to 2900 Block of Princess Anne Road (Deferred August 27, 2013) DISTRICT 7 — PRINCESS ANNE RECOMMENDATION APPROVAL K. APPOINTMENTS CHESAPEAKE BAY PRESERVATION AREA BOARD COMMUNITY SERVICES BOARD HISTORIC PRESERVATION COMMISSION MINORITY BUSINESS COUNCIL PARKS and RECREATION COMMISSION PENDLETON PROJECT MANAGEMENT BOARD PLANNING COMMISSION RESORT ADVISORY COMMISSION SENIOR SERVICES OF SOUTHEASTERN VIRGINIA - SEVAMP L. UNFINISHED BUSINESS M. NEW BUSINESS N. ADJOURNMENT ****************************** If you are physically disabled or visually impaired and need assistance at this meeting, please call the CITY CLERK'S OFFICE at 385-4303 ******************************* CITY COUNCIL/SCHOOL BOARD JOINT MEETING 1. FIVE-YEAR FORECAST 2. 2015 EMPLOYEE HEALTH CARE TUESDAY, NOVEMBER 19, 2013 2:30P.M. 2014 CITY COUNCIL RETREAT Economic Development Conference Room 8:30 A.M.-5:00 P.M Monday, January 6th' and Tuesday, January 7th, 2014 2013 CITY HOLIDAYS Veterans Day - Monday, November 11 Thanksgiving Dal' and Day after Thanksgiving Thursday, November 28 and Friday, November 29 Christmas Eve (half-day) - Tuesday, December 24 Christmas Daj' - JVednesday, December 25 -1- t-,j$�'C�'"i f 444: VIRGINIA BEACH CITY COUNCIL Virginia Beach, Virginia October 22, 2013 Mayor William D. Sessoms, Jr., called to order the City Council's Informal Session, in the City Council Conference Room, Tuesday, October 22, 2013, at 4:30 P.M. Council Members Present: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Absent: None October 22, 2013 -2 - CITY COUNCIL'S BRIEFING 2040 VISION -TO -ACTION COMMUNITY COALITION ITEM #63211 4:30 P.M. Mayor Sessoms introduced John Malbon and Gary McCollum — Co -Chairs, 2040 Vision to Action Committee Coalition. Mr. Malbon expressed his appreciation to the Mayor, City Council and City Manager for embracing the "Vision" and he is excited to share the group 's progress. 2040 Vision to Action Community Coalition "The future of Virginia Beach in our region" City Council Brie October 22, 201 Mr. Malbon also expressed his appreciation to the following Stafffor their support: Barry Frankenfield and Charleen Cooper - SGA Office; and Kathy Hevey - Organization Development Office. Mr. Malbon advised the original "Vision " for Virginia Beach in 2040 was endorsed by City Council in June 2012. In that document, several Bold Steps were recommended for the City to begin to move toward the Vision. Today we are here because City Council implemented one of the recommended Bold Steps. October 22, 2013 -3 - CITY COUNCIL'S BRIEFING 2040 VISION -TO -ACTION COMMUNITY COALITION ITEM #63211(Continued) The Coalition requested City Council establish an ongoing Vision to Action Citizen Coalition in order to monitor and measure alignment of City Council's planning and implementation of the "Vision ". Today is to provide a status on what the Coalition has done over the past year. Vision to Action Community Coalition To monitor and measure alignment of Council's planning and implementation of the Community Vision. Below is the Coalition's Mission Statement and membership listing: 2040 Vision to Action Community Coalition MISSION: Having established a Vision to be the most livable coastal community in the world the Coalition exists to help ensure that the Vision becomes reality. John Malbon, Co -Chair Gary McCollum, Co -Chair Georgia Allen *Jason Bamey *Edwina Bergano Daniel Edwards Naomi Estaris *Andrew Fine Donald Horsley Aubrey Layne Jr. *Martha McClees Bert Reese, III Timothy Stiffler *Joseph Voorhees Edward Hamm *Peggy Layne *Candace Slade October 22, 2013 -4 - CITY COUNCIL'S BRIEFING 2040 VISION -TO -ACTION COMMUNITY COALITION ITEM #63211(Continued) City Council appointed the Coalition in October 2012. They began meeting and immediately developed their Mission Statement: Having established a Vision to be the most livable coastal community in the world the Coalition exists to help ensure that the Vision becomes reality. They also established a Committee Charter, which describes the commitment of working together to achieve the Vision. They created an initial Work Plan and, as a part of that Plan, they will provide City Council with an Annual Report of their work and what they have learned. The intent is to create regular communication that can assist with the City's planning. As a reminder, the original Committee spent 18 months meeting, educating themselves, gathering information and creating a Vision. This past year has been focused on organization and building a shared understanding of the Vision with new members. Virginia Beach is the most livable coastal community in the world located within the', southern Chesapeake Bay region. itis defined by(its rich natural resources and exciting, diverse, and interconnected neighborhoods. We are united by our broad social, cultural and recreational offerings, a thriving regional economy and life -Jong learning opportunities that create a synergy where al l citizens can live healthy lives, grow daily, continually reinvent, and prosper. Mr. McCollum stated the Vision is what the City aspires to be: "the most livable coastal community IN THE WORLD" ; the statement goes on to describe the quality of life the City wants for citizens , the community and the region. There are some compelling elements that broaden and reveal more of the City in 2040. These elements are central and create focus in planning for the future, moving the City closer to the Vision for 2040. The six elements are: Diverse Community; Learning Community; Connected Community; Unique Environment; Active Lifestyle; and, Thriving Economy. It is important to note the Vision is not a Plan but a Destination. The decisions City Council make, what the City organization does and citizens do - will create the Plan to achieve 2040. October 22, 2013 -5 - CITY COUNCIL'S BRIEFING 2040 VISION -TO -ACTION COMMUNITY COALITION ITEM #63211(Continued) Our assessment is that the City is focusing on the Vision and the Bold Steps. Presentations from the Strategic Issue Teams highlighted how the Vision elements are impacting their portion of the 3 -Year Strategic Plan to achieve City Council's Vision. The Sustainability Plan also aligns to the elements in the Envision 2040 document. The City Manager met with the group and discussed stewardship, community alignment, current regional efforts, answered questions about City Council's Annual Workshops and shared the City's efforts in engaging citizens as `partners". Mr. Spore also helped the Coalition understand how the major City Planning documents, such as the Comp Plan, CIP (Capital Improvement Program), Operational Budget and Department Strategic Plans align. At the last meeting, we learned of the City's new tool to track progress on the 3 -Year Strategic Plan. It is impressive that the City created an in-house software program that requires staff to align their work to the 2040 Vision Elements - the program is called "OneVision ". This program is a tremendous asset to assist in monitoring and reporting the City's successes. City Departments are thinking about what they are doing today and how they are tied to the Vision, which will help us with assessing how the City is doing. From Vision to Reality... Vision Into Action Transportation Early Childhood Education Regionalism Mayor Sessoms expressed his appreciation to Mr. Malbon and Mr. McCollum and the entire group for their efforts. October 22, 2013 -6 - CITY COUNCIL COMMENTS 4:45 P.M. ITEM #63212 Council Lady Wilson advised she, along with Council Lady Ross -Hammond and City Manager Spore attended the VML Conference last week. The City received the Platinum Green Award and the Presidential Award. The City received the Presidential Award in 1999, 2009 and 2013. October 22, 2013 -7- CITY COUNCIL COMMENTS ITEM #63213 Councilman Moss requested the City Manager provide information in the upcoming budget regarding changing the billing methods for water to monthly and what the cost would be. October 22, 2013 -8- CITY COUNCIL COMMENTS ITEM #63214 Councilman Moss requested information regarding the unfunded Health benefits for City and School Retirees. October 22, 2013 -9- CITY COUNCIL COMMENTS ITEM #63215 Councilman Moss suggested as the City is adopting new Zoning Ordinances, that the City take into account the Sea Level Rise and the City address the elevation on new construction to accommodate for this projected change. October 22, 2013 -10 - CITY COUNCIL COMMENTS ITEM #63216 Councilman Moss requested the City include, along with the Real Estate Assessment Notices, the information for the new "standard of proof to file an appeal". The City should provide the information so Citizens can exercise their right to appeal, including the new lower standard and the types of evidence needed. October 22, 2013 -11- CITY COUNCIL COMMENTS ITEM #63217 Councilman Moss understands the City Manager sent out Budget reductions for FY2014-2015 to the Departments at 4%, and he would like to have discussion amongst City Council for any thoughts or ideas for other possible reductions. October 22, 2013 I -12- CITY COUNCIL COMMENTS ITEM #63218 Councilman Davis, after discussing with the Mayor yesterday, requested City Council participate in Ross Grogg and Dustin Rinehart's audition video for "The Amazing Race ". October 22, 2013 -13 - CITY COUNCIL COMMENTS ITEM #63219 Council Lady Ross -Hammond advised Kempsville District has received media coverage regarding the "Historic Kempsville District" and the new CIP Proposal. October 22, 2013 -14- CITY COUNCIL COMMENTS ITEM #63220 Councilman DeSteph requested updated projections regarding the Affordable Care Act, as well as the City's FY2014-2015 budget shortfall. City Manager Spore advised the City's preliminary shortfall is approximately $20 -MILLION. October 22, 2013 -15 - CITY COUNCIL COMMENTS ITEM #63221 Mayor Sessoms acknowledged and thanked Delegate Ron Villanueva for his attendance today. Mayor Sessoms advised the Hampton Roads Transit Funding Plan was presented to the Hampton Roads Transportation Planning Organization (HRTPO) on October 17, 2013. Hampton Roads Region will receive $8.6 -BILLION toward road projects over the next 20 years, which includes the possibility of constructing an additional third crossing. It appears that the projects seem to be on -track for unanimous approval by the HRTPO. October 22, 2013 -16 - AGENDA REVIEW SESSION 5:OOP.M. ITEM #63222 BY CONSENSUS, the following shall compose the CONSENT AGENDA: A. ORDINANCES/RESOLUTIONS 1. AMEND Employee Leave Policy: a. Resolution to AUTHORIZE the City Manager to IMPLEMENT a new Paid Time -Off Policy b. Ordinance to AMEND Sections 2-84 and 2-119 of the City Code re Annual, Personal and Sick Leave 2. Ordinance to AUTHORIZE the City Manager to EXECUTE a System of Arrears Processing and APPROPRIATE $3,450,000 from the General Fund Balance re Conversion Pay and Costs 3. Resolutions to SUPPORT: a. The 2014 Legislative Agenda and City Council 's Goals and Objectives b. A Strategic Plan to End Homelessness c. FY 2014-15 Virginia Department of Transportation (VDOT) Transportation Alternatives Program (TAP) re pedestrian and bicycle facilities 4. Ordinance to AUTHORIZE and ACCEPT a Dedication of Lake Christopher Homes Association (HOA) property on Lynnhaven Parkway near the intersection of Stewart Drive DISTRICT 6 - BEACH 5. Ordinance to DONATE boats (excess City property) to the Sister Cities Association of Virginia Beach, Inc., (SCAVB) for the City of Olongapo, Philippines 6. Ordinance to GRANT a Franchise Agreement to Scrambled, Inc. re an Open Air Cafe 7. Ordinance to ACCEPT and APPROPRIATE: a. $10 -Million State funding from the Virginia Department of Transportation (VDOT) re Centerville Turnpike -Phase II roadway enhancements b. $1,195,154 — Federal Emergency Management Agency (FEMA) funds re Virginia Task Force 2 Urban Search and Rescue Team c. $ 383,200 — Hazard Mitigation Grant Funds re Auxiliary Power Program - Sewer Pump Stations d. $ 176,635 — Office of the Virginia Attorney General re Crisis Intervention Team Training e. $ 74,960 — Edward Byrne/Juvenile Assistance Grant (JAG) re Human Services Full -Time Clinician October 22, 2013 -17- f. $ 55,000 — Southern Virginia Internet Crimes Against Children (ICAC) to Police re internet crimes against children g. $ 45,000 — Department of Homeland Security (DHS) re electronic systems in Police Patrol Vessels h. $ 11,819 - Virginia Land Conservation Foundation to Planning re Conservation Easements i. $1,300,000 — Tourism Advertising Program Special Revenue re advertising and marketing j. $ 13,500 — Maritime Forest Trust Fund to Planning and Community Development re Pilot Live Oak Program COUNCILMAN DeSTEPH, COUNCILMAN MOSS and COUNCIL LADY WILSON WILL VOTE VERBAL NAY ON ITEM #2 COUNCILMAN DeSTEPH and COUNCILMAN MOSS WILL VOTE VERBAL NAY ON ITEM #3a, Section 4 COUNCILMAN MOSS WILL VOTE VERBAL NAY ON ITEM#3a, Section 9 October 22, 2013 -18 - AGENDA REVIEW SESSION ITEM # 63223(Continued) BY CONSENSUS, the following shall compose the PLANNING BY CONSENT AGENDA: J. PLANNING I. Application of FIVE MILE STRETCH ASSOCIATES, LLC for a Conditional Change of Zoning from AG-1/AG-2 Agricultural to Conditional R -5D Residential (PD -H2 Planned Unit Development Overlay) re dwellings in the 2800 to 2900 Block of Princess Anne Road (Deferred August 27, 2013) DISTRICT 7 — PRINCESS ANNE ITEM #1 WILL BE DEFERRED INDEFINATELLY October 22, 2013 -19- ITEM#63224 Mayor William D. Sessoms, Jr., entertained a motion to permit City Council to conduct its CLOSED SESSION, pursuant to Section 2.2-3711(A), Code of Virginia, as amended, for the following purpose: PERSONNEL MATTERS: Discussion, consideration of or interviews of prospective candidates for employment, assignment, appointment, promotion, performance, demotion, salaries, disciplining or resignation of specific public officers, appointees or employees pursuant to Section 2.2-3711(A) (1) Council Appointments: Council, Boards, Commissions, Committees, Authorities, Agencies and Appointees PUBLICLY -HELD PROPERTY: Discussion or consideration of the, acquisition of real property for public purpose; or of the disposition of publicly -held property, where discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the public body pursuant to Section 2.2-3711(A)(3). Acquisition/Disposition of City Property: Bayside District October 22, 2013 -20- ITEM#63224 (Continued) Upon motion by Councilman Dyer, seconded by Councilman Uhrin, City Council voted to proceed into CLOSED SESSION at 5:05 P.M. Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None (Closed Session 5: 05 P.M. 5:57 P.M.) October 22, 2013 -21 - FORMAL SESSION VIRGINIA BEACH CITY COUNCIL OCTOBER 22, 2013 6:00 P.M. Mayor William D. Sessoms, Jr., called to order the FORMAL SESSION of the VIRGINIA BEACH CITY COUNCIL in the City Council Chamber, City Hall, on Tuesday, October 22, 2013, at 6:00 P.M. Council Members Present: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Absent: None INVOCATION: Reverend Richard Keever Pastor Retired PLEDGE OF ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA Mayor Sessoms DISCLOSED as an officer of TowneBank (which has a corporate office located at 297 Constitution Drive in Virginia Beach), he is directly and indirectly involved in many of TowneBank's transactions. However, due to the size of TowneBank and the volume of transactions it handles, TowneBank has an interest in numerous matters in which he is not personally involved and of which he does not have personal knowledge. In that regard, he is always concerned about the appearance of impropriety that might arise if he unknowingly participates in a matter before City Council in which TowneBank has an interest. Mayor Sessoms also has similar concerns with respect to Prudential Towne Realty, which is an affiliate of TowneBank. In order to ensure his compliance with both the letter and spirit of the State and Local Government Conflict of Interests Act (the "Act'), it is his practice to thoroughly review each City Council agenda to identify any matters in which he might have an actual or potential conflict. If during his review of an agenda, he identifies a matter in which he has a `personal interest ", as defined by the Act, he will either abstain from voting, or file the appropriate disclosure letter with the City Clerk to be included in the official records of City Council. Mayor Sessoms' letter of March 24, 2009, is hereby made a part of the record. Item -VI-E CERTIFICATION -23- ITEM #63224 Upon motion by Council Lady Wilson, seconded by Councilman Dyer, City Council CERTIFIED THE CLOSED SESSION TO BE IN ACCORDANCE WITH THE MOTION TO RECESS. Only public business matters lawfully exempt from Open Meeting requirements by Virginia law were discussed in Closed Session to which this certification resolution applies. AND, Only such public business matters as were identified in the motion convening the Closed Session were heard, discussed or considered by Virginia Beach City Council. Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 RESOLUTION CERTIFICATION OF CLOSED SESSION VIRGINIA BEACH CITY COUNCIL WHEREAS: The Virginia Beach City Council convened into CLOSED SESSION, pursuant to the affirmative vote recorded in ITEM #63224 Page 20, and in accordance with the provisions of The Virginia Freedom of Information Act; and, WHEREAS: Section 2.2-3712 of the Code of Virginia requires a certification by the governing body that such Closed Session was conducted in conformity with Virginia law. NOW, THEREFORE, BE IT RESOLVED: That the Virginia Beach City Council hereby certifies that, to the best of each member's knowledge, (a) only public business matters lawfully exempted from Open Meeting requirements by Virginia law were discussed in Closed Session to which this certification resolution applies; and, (b) only such public business matters as were identified in the motion convening this Closed Session were heard, discussed or considered by Virginia Beach City Council. --Wr•ke--,tj2—/L-er_-*--<---/ uth Hodges Fraser, MMC City Clerk October 22, 2013 Item -VI -F.1 MINUTES -24- ITEM #63225 Upon motion by Councilman Dyer, seconded by Councilman Uhrin, City Council APPROVED the MINUTES of the INFORMAL and FORMAL SESSIONS of October 8, 2013. Voting: 11-0 Council Members Voting Aye: William R. "Bill" DeSteph, Glenn R. Davis, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 -25- ADOPT AGENDA FOR FORMAL SESSION ITEM #63226 BY CONSENSUS, City Council ADOPTED: AGENDA FOR THE FORMAL SESSION October 22, 2013 -26- Item -V-H.la PUBLIC HEARING ITEM #63227 Mayor Sessoms DECLARED A PUBLIC HEARING: LEASE OF CITY -OWNED PROPERTY a. 910 Atlantic Avenue There being no speakers, Mayor Sessoms CLOSED THE PUBLIC HEARING. October 22, 2013 -27- Item-V-H.2a✓b PUBLIC HEARING ITEM #63228 Mayor Sessoms DECLARED A PUBLIC HEARING: PROPOSED AMENDMENT: (VDOT) FY2013-14 CAPITAL BUDGET a. Centerville Turnpike, Phase II b. Pedestrian and Bicycle Enhancements There being no speakers, Mayor Sessoms CLOSED THE PUBLIC HEARING. October 22, 2013 -28 - Item —V -I ORDINANCES/RESOLUTIONS ITEM #63229 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council APPROVED, IN ONE MOTION, BY CONSENT la/b, 2(DeSTEPH, MOSS and WILSON VOTE VERBAL NAY), 3a (DeSTEPH and MOSS VOTE VERBAL NAY ON SECTION 4 and MOSS VOTE VERBAL NAY ON SECTION 9)/b/c, 4, 5, 6 AND 7a/b/c/d/e/f/g/h/i/j of the CONSENT AGENDA, composed of Ordinances, Resolutions and the Planning Applications. Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 -29 - Item -V-L l a/b ORDINANCES/RESOLUTIONS ITEM #63230 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Ordinance to AMEND Employee Leave Policy: a. Ordinance to AMEND Sections 2-84 and 2-119 of the City Code re Annual, Personal and Sick Leave b. Resolution to AUTHORIZE the City Manager to IMPLEMENT a new Paid Time -Off Policy Voting.• 11-0 Council Members Voting Aye: William R. "Bill" DeSteph, Glenn R. Davis, Robert M. Dyer, Barbara M. Henley, John D. Moss, Vice Mayor Louis R. Jones, , Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 III 1 AN ORDINANCE TO AMEND SECTIONS 2-84 2 AND 2-119 OF THE CITY CODE 3 PERTAINING TO ANNUAL, PERSONAL AND 4 SICK LEAVE 5 6 SECTIONS AMENDED: § 2-84 AND 2-119 7 8 BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF VIRGINIA 9 BEACH, VIRGINIA: 10 11 That Sections 2-84 and 2-119 of the Code of the City of Virginia Beach, Virginia, 12 are hereby amended and reordained to read as follows: 13 Sec. 2-84. Annual and personal leave—Schedule of earning. 14 With the exception of employees of the school board, a-AII full-time City of Virginia 15 Beach employees hired before January 1, 2014 who have not opted to participate in the 16 hybrid retirement plan, all employees eligible to receive enhanced retirement benefits in 17 hazardous duty positions; all employees hired on or after January 1, 2014 with Virginia 18 Retirement System creditable service, and all part-time employees hired prior to July 1, 19 1996, shall earn annual leave and, with supervisory approval, may utilize annual leave 20 upon accrual as follows: 21 (1) All full-time employees or appointees who work • - - - - - - - - - 22 forty (40) or more hours per workweek, excluding firefighters assigned to fifty - 23 six (56) hours per workweek positions, shall be credited with: 24 (a) Eight (8) hours per month for each month of employment for employees 25 having accrued the equivalent of Tess than five (5) years of full-time 26 employment. 27 (b) Ten (10) hours per month for each month of employment for employees 28 having accrued the equivalent of five (5) or more years, but less than ten 29 (10) years, of full-time employment. 30 (c) Twelve (12) hours per month for each month of employment for employees 31 having accrued the equivalent of ten (10) or more years, but less than 32 fifteen (15) years, of full-time employment. 33 (d) Fourteen (14) hours per month for each month of employment for 34 employees having accrued the equivalent of fifteen (15) or more years, but 35 less than twenty (20) years, of full-time employment. 36 (e) Sixteen (16) hours per month for each month of employment for employees 37 having accrued the equivalent of twenty (20) or more years of full-time 38 employment. 39 (2) All firefighters assigned to 56 -hour -per -workweek positions shall be credited 40 with: 41 (a) Eleven and two-tenths (11.2) hours per month for each month of 42 employment for employees having accrued the equivalent of Tess than five 43 (5) years of full-time employment. 44 (b) Fourteen (14) hours per month for each month of employment for 45 employees having accrued the equivalent of five (5) or more years, but Tess 46 than ten (10) years, of full-time employment. 47 (c) Sixteen and eight-tenths (16.8) hours per month for each month of 48 employment for employees having accrued the equivalent of ten (10) or 49 more years, but less than fifteen (15) years, of full-time employment. 50 (d) Nineteen and six-tenths (19.6) hours per month for each month of 51 employment for employees having accrued the equivalent of fifteen (15) or 52 more years, but less than twenty (20) years, of full-time employment. 53 (e) Twenty-two and four-tenths (22.4) hours per month for each month of 54 employment for employees having accrued the equivalent of twenty (20) 55 years or more of full-time employment. 56 (3) Part-time employees employed prior to July 1, 1996, shall continue to be 57 credited with annual leave on a basis proportionate to that awarded full-time 58 employees as set forth in subsection (1) above. Part-time employees employed 59 on or after July 1, 1996, will accrue a maximum of eight (8) hours of personal 60 leave per month prorated based on the number of hours worked; provided, 61 however, that the provisions of subsection (1) above shall not be applicable to 62 part-time employees. Part-time employees who have worked the equivalent of 63 six (6) calendar months may utilize accrued personal leave, with supervisory 64 approval. 65 (4) Records shall be kept within each department of the annual leave accumulated 66 and taken by each employee within such department; and at the end of each 67 calendar month, a leave report shall be submitted to the department of human 68 resources. 69 (5) Under no circumstances shall annual leave be granted in advance of its accrual 70 or paid in lump sum except upon termination of employment. 71 (6) When an employee is in a nonpay status for portions of a calendar month, then 72 annual leave accrual for such month shall be reduced accordingly by the 73 director of human resources to reflect the employee's nonpay status. 74 (7) All full-time City of Virginia Beach employees hired on or after January 1, 2014, 75 with the exception of employees eligible for enhanced retirement benefits in 76 hazardous duty positions and employees hired with Virginia Retirement Service 77 creditable service, and employees hired before January 1, 2014 who have 78 opted to participate in the hybrid retirement plan, shall receive paid time off in 79 lieu of annual leave as set forth in the applicable City of Virginia Beach Human 80 Resources policy. Any and all future changes to paid time off shall be subject 81 to City Council approval. 82 83 Sec. 2-119. Sick leave. 84 (a) Sick leave shall be defined as leave with pay granted to an employee during periods 85 of personal illness, temporary disability (including maternity), medically required 86 confinement, and medical and dental office appointments. 87 (b) All full-time City of Virginia Beach merit employees and 88 appointees hired prior to January 1, 2014 who have not opted to participate in the 89 hybrid retirement plan, all employees eligible to receive enhanced retirement 90 benefits in hazardous duty positions, and employees hired on or after January 1, 91 2014 who have Virginia Retirement System creditable service shall be eligible to 92 receive sick leave based on the following provisions: 93 (1) Sick leave shall be credited at the rate of eight (8) hours per month of 94 employment with the city. A proportionate number of hours shall be awarded for 95 a partial month's work. Employees shall be allowed to accrue an unlimited 96 number of sick leave hours. 97 (2) The department head may at any time require the employee to provide written 98 medical documentation of his illness. 99 (3) All employees eligible to accrue sick leave who were employed prior to the 100 effective date of this section shall begin the sick leave system with a "beginning 101 balance" of available sick leave hours. 102 (4) An employee's "beginning balance" shall be determined by subtracting the 103 hours of sick leave used by such employee prior to the effective date of this 104 section from those hours which would have been earned under the provisions 105 of this section had it been in effect since January 1, 1963. In the event that 106 records which are necessary to compute an employee's "beginning balance" 107 are unavailable, it shall be assumed that each employee earned four (4) hours 108 of sick leave for every month that said record are unavailable. 109 (5) The "beginning balance" of sick leave hours available for use by an employee 110 as of the effective date hereof shall be noted in the employee's personnel file. 111 However, those employees with a negative "beginning balance" shall begin with 112 a balance of zero sick leave hours. 113 (6) Firefighters assigned to fifty-six (56) hour per workweek positions shall be 114 credited with sick leave at a rate of eleven and two-tenths (11.2) hours per 115 month. 116 (7) An employee's sick leave balance shall revert to a zero balance upon the 117 change in number of hours from full-time status to part-time status. 118 (8) Employees in an approved extended sick leave status (more than five (5) 119 working days) on January 1, 1986, shall remain under the provisions of the 120 city's current sick leave policy until their return to work. Upon the employee's 121 return to work, his or her beginning sick leave balance would be calculated as 122 specified in paragraph (4) above. 123 (c) Part-time employees shall not be eligible to receive sick leave. 124 125 (d) All City of Virginia Beach full-time employees hired on or after January 1, 2014 with 126 the exception of employees eligible for enhanced retirement benefits in hazardous duty 127 positions and who are hired with Virginia Retirement System creditable service, and all 128 full-time employees hired after January 1, 2014, and full-time employees hired before 129 January 1, 2014 who have opted to participate in the hybrid retirement plan, shall not be 130 eligible to receive sick leave and shall receive paid time off in lieu of sick leave as set 131 forth in the applicable City of Virginia Beach Human Resources policy. Any and all 132 future changes to paid time off shall be subject to City Council approval. Adopted by the City Council of the City of Virginia Beach, Virginia, on this 22nd day of October , 2013. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: ai,„ 4 Cr7Z--- Human Resources City Atrney's Office CA12734 R-5 Octoberl4, 2013 1 A RESOLUTION DIRECTING THE CITY MANAGER TO ADOPT 2 A PAID TIME OFF HUMAN RESOURCES POLICY 3 4 WHEREAS, the City provides annual and sick leave to current full-time City 5 employees; 6 7 WHEREAS, employees hired on or after January 1, 2014, with the exception of 8 employees eligible for enhanced retirement benefits in hazardous duty positions, those hired 9 with VRS creditable service, and current full-time employees who opt to participate in the 10 Virginia Retirement System hybrid retirement plan will be eligible for short term and long term 11 disability benefits under the Virginia Local Disability Program; 12 13 WHEREAS, it is the desire of the City Council to provide leave to employees eligible 14 for benefits under the Virginia Local Disability Program to supplement the gaps in those 15 offerings; 16 17 WHEREAS, City staff has recommended implementation of a paid time off policy with 18 the accrual and carryover of leave in accordance with Exhibit A attached hereto; and 19 20 WHEREAS, City Council, as recommended by City staff, supports the implementation 21 of a paid time off policy for the employees eligible for benefits in the Virginia Local Disability 22 Program,. 23 24 NN10Vi THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF 25 VIRGINIA BEACH, V=FGINIA: 26 27 1. The City Manager is hereby directed to adopt a paid time off policy applicable to all 28 tali {r e : mpioyees hired after January 1, 2014, with the exception of employees 29 oiiglbk) for enhanced retirement benefits in hazardous duty positions, those hired 30 with VRS creditable service, and employees hired before January 1, 2014 who opt 31 to oarticipate in the hybrid retirement plan. 32 2. The City Manager is further hereby directed that the paid time off policy include 33 accrual and carryover of leave as set forth in Exhibit A attached hereto. 34 3. The City Manager is further hereby directed that any future changes to the paid 35 time off policy is subject to City Council approval. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October 2013. APPR ED AS TO CONTENT: titer uman Resources CA12734 R-2 October 11, 2013 APPROVED AS TO LEGAL SUFFICIENCY: �t- -4&( City Att• ney's Office 01 I\3 0 A 01 A 0 A 01 -1 CD CD 5 CD 0 N 0 C 0- 0 C31 D %.<A 0 N 0) .gyp O y N N CO 0) .p N N 00 -p 0 I£/Z uo sinoy/sAea D g 0 o 0 C 0 0 11) CD CD noAe. Jano aaeo wnw!xe Iesodoid pes:Ae.J ‘i< rn 0 CD CD y Q CD 6 0 0 0 0 CD 03 N O W 03 -30 - Item -V-I.2 ORDINANCES/RESOLUTIONS ITEM #63231 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Ordinance to AUTHORIZE the City Manager to EXECUTE a System of Arrears Processing and APPROPRIATE $3,450,000 from the General Fund Balance re Conversion Pay and Costs Voting: 8-3 Council Members Voting Aye: Glenn R. Davis, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, Amelia N. Ross -Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin and James L. Wood Council Members Voting Nay: William R. "Bill" DeSteph, John D. Moss and Rosemary Wilson Council Members Absent: None October 22, 2013 1 AN ORDINANCE TO AUTHORIZE THE CITY 2 MANAGER TO IMPLEMENT A SYSTEM OF ARREARS 3 PROCESSING FOR THE CITY'S PAYROLL 4 OPERATIONS AND TO APPROPRIATE $3,450,000 5 FROM FUND BALANCE OF THE GENERAL FUND FOR 6 CONVERSION PAY AND COSTS ASSOCIATED WITH 7 THE TRANSITION TO ARREARS 8 9 WHEREAS, a system of arrears is a best practice for processing payroll 10 operations; 11 12 WHEREAS, the City Council finds that a conversion to a system of arrears 13 payroll will provide both a short-term and a long-term benefit in reducing payroll 14 adjustments and aligning the City's payroll practice with its payroll application (InSITE); 15 16 NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY 17 OF VIRGINIA BEACH, VIRGINIA, THAT 18 19 1. The City Manager is hereby authorized and directed to implement a system of 20 arrears payroll wherein the arrears period is equal to nine days; and 21 22 2. To implement the system of arrears payroll, the City Manager is authorized to 23 provide a one-time conversion pay that is equal to nine days of salary and 24 fringe benefits, which totals $7,100,000; and 25 26 3. All employees hired after the City transitions to arrears payroll shall be placed 27 in a payroll system that is nine days in arrears; and 28 29 4. $3,450,000 is hereby appropriated, with revenue from the fund balance of the 30 General Fund increased accordingly, for the following: 31 32 a. $3,000,000 to create a Reserve for Conversion Pay; and 33 b. $450,000 to CIP #3-662, "CIT — Enterprise Business Suite Applications," 34 for project management, development, and implementation costs 35 associated with updating and configuring the InSITE application for 36 arrears payroll; and 37 c. The remaining $4,100,000 is available within existing appropriations of the 38 FY 2013-14 Operating Budget; and 39 40 5. The payment of the nine -day arrearage created by this ordinance shall be 41 paid from various departmental payroll accounts with the City Manager 42 authorized to transfer funds as needed from the Reserve for Conversion Pay 43 to departments to ensure sufficient funds for the conversion to arrears, and 44 such authorization shall continue for Fiscal Year 2013-14 through budget 45 closeout on or about August 15th 22nd Adopted by the Council of the City of Virginia Beach, Virginia, on the day of October , 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: Finance Department APPROVED AS TO LEGAL Ste, - NCY: City Attorn = • '' ce CA12811 R-1 October 9, 2013 APPROVED AS TO CONTENT: 1-) r) Budget and Management Service -31- Item-V-L3a/b/c ORDINANCES/RESOLUTIONS ITEM #63232 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Resolutions to SUPPORT: a. The 2014 Legislative Agenda with City Council 's Goals and Objectives b. A Strategic Plan to End Homelessness c. FY 2014-15 Virginia Department of Transportation (VDOT) Transportation Alternatives Program (TAP) re pedestrian and bicycle facilities Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson NOTE: The Consent Vote was 11-0; however, Councilman DeSteph and Moss verbally stated "NAY" on Section 4 and Councilman Moss "NAY" on Section 9. Council Members Voting Nay: None Council Members Absent: None October 22, 2013 1 A RESOLUTION ADOPTING THE CITY'S 2014 2 LEGISLATIVE AGENDA 3 4 WHEREAS, the City Council traditionally adopts a Legislative Agenda and 5 requests members of the City's local delegation to the General Assembly sponsor 6 and/or support legislation therein; and 7 8 WHEREAS, the City Council has considered a number of goals and objectives 9 for inclusion in the City's 2014 Legislative Agenda. 10 11 NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF 12 VIRGINIA BEACH, VIRGINIA: 13 14 That the City Council hereby adopts the City's 2014 Legislative Agenda, which is 15 attached hereto as Exhibit A and is hereby incorporated by reference. 16 17 BE IT FURTHER RESOLVED BY THE COUNCIL OF THE CITY OF VIRGINIA 18 BEACH, VIRGINIA: 19 20 That the City's Delegation to the General Assembly is hereby requested to 21 sponsor and/or support legislation in the 2014 Session of the General Assembly that 22 would carry out the goals and objectives of the City as set forth in its Legislative 23 Agenda. 24 25 BE IT FURTHER RESOLVED BY THE COUNCIL OF THE CITY OF VIRGINIA 26 BEACH, VIRGINIA: 27 28 That the City Clerk is hereby directed to transmit a copy of this resolution to each 29 member of the City's local Delegation to the General Assembly. 30 22nd 31 Adopted by the City Council of the City of Virginia Beach, Virginia, this 32 day of October , 2013. APPROVED TO CONTENT: City Ma F.er's 0 is CA12791 R-1 September 23, 2013 APPROVED AS TO LEGAL SUFFICIENCY: City Attorney's Offic LEGISLATIVE AGENDA GENERAL ASSEMBLY SESSION 2014 OCTOBER 22, 2013 CITY COUNCIL MEETING Adopted: October 22, 2013 2 The 2014 session of the General Assembly will be another opportunity for the elected leaders of the Commonwealth to address long-term issues and opportunities for our great state. With a new Governor, Lieutenant Governor, Attorney General, and turnover in the House and Senate, there will be new dynamics at play. Virginia Beach will have at least four new members in its eleven member General Assembly Delegation with the retirements of Delegates Iaquinto, Purkey, and Tata. Former Delegate Cosgrove has been elected to replace retiring Senator Henry Blevins. The General Assembly in the past several years has had notable successes. This includes addressing a portion of the unfunded liability for the Virginia Retirement System (VRS). These changes will assist in making the VRS more fmancially viable in the out years with a smaller impact over the short-term. The General Assembly has an approximately $600 million "loan" to pay back to the VRS fund for monies transferred during the Great Recession. The General Assembly is to be congratulated for the work completed on a long-term sustainable source of funding for transportation. The new sources of revenue at the state level and the new revenue sources for the Hampton Roads and the Northern Virginia regions are very much appreciated. However, the Hampton Roads Transportation Planning Organization (HRTPO) is now in the process of prioritizing the use of these funds at the regional level and it is obvious that even with an expected $200 million annually in new revenue, tolls will have to be part of the equation. Furthermore, many of the projects to be addressed in order to promote the timely movement of people, goods, and services, may not be addressed for a period of years due to their exceptionally high cost. It is also clear there will be limited revenue to localities like Virginia Beach to replace the urban funding for city arterials such as First Colonial, Laskin Road, Salem Road, Elbow Road, etc. The City was receiving over $30 million a year at the end of the last decade in urban funding and now receives zero. We do not expect to receive any urban allocation until 2017 when $30 million will be available on a statewide basis. The City will obviously have to continue to spend local resources to address these roads, which have regional significance and are vital to public safety and economic development. The City is also reaching a milestone with the Commonwealth in that FY' 15 will be the last year that we will request funding for our Base Realignment and Closure (BRAC) Response Program. Due to this partnership, we have expended more than $ 105 million since 2007 on properties identified in the Accident Potential Zone (APZ), Clear Zone, Interfacility Traffic Area (ITA), and other areas of high priority to the Navy. During the BRAC process in 2005, which became the benchmark for funding, there was an additional $15 million spent. With the combined efforts of Governor McDonnell, Mayor Sessoms, and Admiral Harvey, former Commander of the U.S. Fleet Forces, there was an agreement reached with the Chairmen of the House Appropriations and Senate Finance Committee several years ago. This agreement stated that the City would request funding from the Commonwealth through the 3 next BRAC or FY' 15 whichever occurred first. The City is also facing the reality of a decreasing number of willing sellers. Further, the City recognizes that property in and around Fentress Auxiliary Field in Chesapeake is vital and should be protected from encroachment in an effort to support the mission of Naval Air Station (NAS) Oceana. Thus, the item proposed in our legislative agenda requests the General Assembly appropriate funds, if available, to Chesapeake for the Fentress encroachment reduction and prevention efforts. Finally, there is the issue of education funding. During the Great Recession, spanning several years, the state has reduced general fund support to education. The City Council has maintained and increased education funding throughout this time. Whereas the Governor proudly mentioned that the net general fund from 2007 through 2013 had only grown 0.03%, education funding in Virginia Beach has grown by $22.3 million during the same timeframe, which equates to a 6.1% overall growth rate and requiring 4.7 cents on the real estate tax rate. Education funding needs to be increased for the Commonwealth. Also, as proposed, the General Assembly needs to address its liability for a portion of the teacher's unfunded Virginia Retirement System (VRS). Unless the General Assembly appropriately identifies a portion of this unfunded liability as its own, it is possible that localities, such as Virginia Beach, could have its bond rating reduced going forward due to new accounting rules by the Government Accounting Standards Board (GASB). City Council wishes the very best for our General Assembly in the upcoming year and we welcome the new members to represent our great city. CONTENTS Preface CITY OF VIRGINIA BEACH — CITY COUNCIL vi CITY OF VIRGINIA BEACH — GENERAL ASSEMBLY DELEGATION vi SECTION 1.1 — CITY OF VIRGINIA BEACH LONG TERM POLICY POSITIONS vii 1. POST LABOR DAY OPENING FOR SCHOOLS 2 Sponsored by the Virginia Beach City Council 2. EXPANSION OF THE VIRGINIA HUMAN RIGHTS ACT 3 Sponsored by the Virginia Beach City Council via Virginia Beach Human Rights Commission 3. MORATORIUM ON URANIUM MINING 4 Sponsored by the Virginia Beach City Council 4. MEDICAID EXPANSION POSITION 5 Sponsored by the Virginia Beach City Council 5. CONTINUED FUNDING FOR BASE REALIGNMENT AND CLOSURE (BRAC) EFFORT 8 Sponsored by the Virginia Beach City Council 6. INCREASED FUNDING FOR MENTAL HEALTHCARE 11 Sponsored by the Virginia Beach City Council SECTION 1.2 — CITY OF VIRGINIA BEACH NEW POLICY/CODE INITIATIVES 12 7. COMMONWEALTH TRANSPORTATION BOARD APPOINTMENTS Sponsored by Mayor William D. Sessoms, Jr. 13 8. JOINT LEGISLATIVE AUDIT AND REVIEW COMMISSION (JLARC) REVIEW OF THE EQUITY OF TRANSPORTATION FUNDING 17 Sponsored by Mayor William D. Sessoms, Jr. 9. STATE MAINTENANCE OF TOLLED ROADWAY PROJECTS 18 Sponsored by Mayor William D. Sessoms, Jr. 10. PRESERVATION OF PRIVATE RIPARIAN/LITTORAL RIGHTS 19 (TITLE 28.2) Sponsored by Council Member James L. Wood 11. GOVERNMENT ACCOUNTING STANDARDS BOARD 21 REQUIREMENT Sponsored by Council Member Rosemary Wilson 1 12. REAL ESTATE TAX RELIEF — MILITARY AVIATION MUSEUM 23 Sponsored by Council Member Barbara Henley 13. RECURRENT COASTAL FLOODING 24 Sponsored by Mayor William D. Sessoms, Jr. 6 CITY OF VIRGINIA BEACH- CITY COUNCIL Mayor William D. Sessoms, Jr. Vice Mayor Louis R. Jones - Bayside Glenn R. Davis - Rose Hall Bill R. DeSteph - At Large Amelia N. Ross -Hammond - Kempsville Bob Dyer - Centerville Barbara M. Henley - Princess Anne John D. Moss - At Large John E. E. Uhrin - Beach Rosemary Wilson - At Large James L. Wood - Lynnhaven CITY OF VIRGINIA BEACH- GENERAL ASSEMBLY DELEGATION Senator John A. Cosgrove — Senate District 14 Delegate Algie T. Howell, Jr. — House District 90 TBD — House District 84 Delegate Barry D. Knight — House District 81 Senator Jeffrey L. McWaters — Senate District 8 Senator Ralph S. Northam — Senate District 6 TBD — House District 82 Delegate Christopher P. Stolle — House District 83 TBD — House District 85 Delegate Ronald A. Villanueva — House District 21 Senator Frank W. Wagner — Senator District 7 SECTION 1.1- CITY OF VIRGINIA BEACH LONG TERM POLICY POSITIONS 1 Legislative Agenda General Assembly Session 2014 1 8 1. POST LABOR DAY OPENING FOR SCHOOLS SPONSORED BY THE VIRGINIA BEACH CITY COUNCIL Background Information: The total spending from the tourism industry in Virginia Beach for calendar year 2012 was $1.284 billion, stimulating 12,025 jobs. Starting schools in Virginia Beach and other localities in the Commonwealth prior to Labor Day would have significant financial consequences on the tourism industry in the long term. Beginning schools prior to Labor Day would effectively reduce the available vacation time in August by two weeks, which is prime family vacation time that cannot be replaced. If the Virginia Beach school system begins before Labor Day and other localities follow our lead, it will have a negative effect on the economic impact of the tourism industry. To a lesser extent, this will also have an impact on this industry by affecting the labor pool available prior to Labor Day. Request: The General Assembly is requested to maintain the existing legislation concerning post Labor Day opening of schools. This allows all schools to open after Labor Day except those given exemptions by the State Board of Education. 1 Legislative Agenda General Assembly Session 2014 1 3 2. EXPANSION OF THE VIRGINIA HUMAN RIGHTS ACT SPONSORED BY THE VIRGINIA BEACH CITY COUNCIL VIA VIRGINIA BEACH HUMAN RIGHTS COMMISSION Background Information: The Virginia Human Rights Act (Va. Code § 2.2-3900 et seq.) currently prohibits discrimination based on race, color, religion, national origin, sex, pregnancy, childbirth or related medical conditions, age, marital status, or disability. The City of Virginia Beach has prohibited the aforementioned since 1994. Request: The City requests that the General Assembly amend the Virginia Human Rights Act to also prohibit discrimination based on sexual orientation. 1 Legislative Agenda General Assembly Session 2014 1 4 3. MORATORIUM ON URANIUM MINING SPONSORED BY THE VIRGINIA BEACH CITY COUNCIL Background Information: Virginia has had a moratorium on uranium mining since the 1980s. A large deposit of mineable ore has been found in Pittsylvania County. This deposit is upstream of the John H. Kerr Reservoir, which provides 93% of the inflow to Lake Gaston, which provides water directly to Virginia Beach, and indirectly to most of southside Hampton Roads. A study prepared by the National Academy of Sciences (NAS) indicates that uranium tailings disposal cells represent long-term risks for contamination, that limited data exist to confirm the long-term effectiveness of those disposal cells, and that extreme natural events combined with human errors have the potential to lead to the release of contaminants. The NAS study concludes that Virginia has no experience with uranium mining, that the federal government has little or no experience with wet climates and extreme precipitation events, and that there are gaps in legal and regulatory coverage for uranium mining and steep hurdles to be overcome before mining could be established in Virginia within a regulatory framework that is protective of health, safety, and the environment. The City contracted with nationally prominent experts to prepare a study of the downstream water quality impacts that would occur from a hypothetical, catastrophic breach of an above - grade, uranium mine tailings disposal cell. The study indicates that in the aftermath of an assumed catastrophe, radioactivity in the main body of Lake Gaston would remain above state and federal regulatory levels for up to two months during wet years and six to sixteen months during dry years. The only practical response during this time would be to shut down the Lake Gaston project. Depending upon the weather, this could have significant consequences to all of southside Hampton Roads, but particularly, Chesapeake, Norfolk, and Virginia Beach. The Cities of Chesapeake, Norfolk, Suffolk, Virginia Beach, and the Hampton Roads Planning District Commission have all passed resolutions opposing uranium mining in Virginia and lifting the legislative moratorium on uranium mining. Request: The General Assembly of Virginia is requested to maintain the existing moratorium on uranium mining in Virginia. 1 Legislative Agenda General Assembly Session 2014 1 5 4. MEDICAID EXPANSION POSITION SPONSORED BY THE VIRGINIA BEACH CITY COUNCIL ***Please find attached a resolution adopted by City Council*** Legislative Agenda General Assembly Session 2014 16 1 A RESOLUTION REQUESTING THAT THE GENERAL 2 ASSEMBLY AND GOVERNOR ACCEPT AND IMPLEMENT 3 THE FULL EXPANSION OF MEDICAID AS PROVIDED BY 4 THE AFFORDABLE CARE ACT 5 6 WHEREAS, the Patient Protection and Affordable Care Act (Affordable Care 7 Act") is a 2010 federal law which, among other things, expands the availability of health 8 care through an expansion of Medicaid; 9 10 WHEREAS, as a result of the United States Supreme Court's decision in a case 11 in which it upheld the constitutionality of the Affordable Care Act, states now have the 12 option to chose whether to accept and implement the Act's Medicaid expansion; 13 14 WHEREAS, the Affordable Care Act's Medicaid expansion establishes a new 15 income eligibility criterion of 133% of the federal poverty level and provides 100% 16 federal funding for the expansion in the first three years, after which time the federal 17 funding will be reduced to no less than 90% of the cost; 18 19 WHEREAS, the projected cost to Virginia is dwarfed by the billions of federal 20 dollars which will flow into the state, and Medicaid expansion will not only provide 21 citizens with greater access to health care but will also support the state's heath care 22 industry, employment, and Virginia's overall economy; 23 24 WHEREAS, although 47,775 Virginia Beach residents currently receive Medicaid 25 benefits, 51,730 additional adult City residents who are under the age of 65 remain 26 uninsured; 27 28 WHEREAS, an estimated additional 14,650 Virginia Beach residents will b 29 eligible for Medicaid expansion under the federal law, including a significant number of 30 single persons and couples with incomes between $15,415 and $20,879, as•well as 31 certain families (depending on family size) with incomes up to $53,668; 32 33 WHEREAS, a significant number of uninsured Virginia Beach residents who 34 suffer from mental health or substance abuse disorders will be eligible for health care 35 coverage through Medicaid expansion; and 36 37 WHEREAS, the expansion of Medicaid will increase local employment in medical 38 services and other supportive health care industries {especially technology); 39 40 NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF 41 VIRGINIA BEACH, VIRGINIA: 42 Legislat'ue Agenda GeneralAssembly Session 2014 17 43 That the City Council requests that the Governor and the General Assembly take 44 the steps necessary to accept and implement in the Commonwealth of Virginia the full 45 Medicaid expansion as provided by the Affordable Care Act. Adopted by the City Council of the City of Virginia Beach, Virginia, on this 11th day of December • 2012. APPROVED AS TO CONTENT: CA12482 R-2 December 5, 2012 APPROVED AS TO LEGAL SUFFICIENCY: ? I Legislative Agenda General Assembly Session 2014 1 8 5. CONTINUED FUNDING FOR BASE REALIGNMENT AND CLOSURE (BRAC) EFFORT SPONSORED BY THE VIRGINIA BEACH CITY COUNCIL Background Information: Since January, 2007, the City of Virginia Beach and the Commonwealth of Virginia have been partnering to address the concerns that were raised by the Base Realignment and Closure (BRAC) Commission in 2005. This partnership has involved the cost sharing of $15 million annually to purchase properties in the APZ-1 and Clear Zone areas around Naval Air Station (NAS) Oceana and in the Interfacility Traffic Area (ITA) between Oceana and the Naval Auxiliary Landing Field Fentress. The City has established a policy of spending $7.5 million per year to comply with the BRAC Order, with the expectation that the Commonwealth will provide matching funds for expenses associated with the acquisition of land in the APZ-1 and Clear Zone areas around Oceana and in the ITA. The City will keep its commitment to the military by continuing its policy of matching dollar for dollar the state appropriation to protect NAS Oceana and requests that the General Assembly provide an amount of $5 million for FY 2015. Request: We request that the General Assembly provide $5 million in funding through the Military Strategic Response Fund in FY 2015 to the City of Virginia Beach to meet the requirements of the BRAC Compliance Plan. Providing these funds will reinforce our joint commitment and reinforce our message to the U.S. Navy that the Commonwealth and City of Virginia Beach are dedicated to preserving Naval Air Station Oceana. This positive message and the results we have achieved through the Commonwealth/City partnership will benefit not only the preservation of NAS Oceana but send a clear signal to the military about Virginia's support of all bases throughout the state. This is expected to be the last year that the City requests state funding. This is in keeping with the agreement proposed by former Fleet Forces Commander, Admiral John Harvey, that the partnership efforts continue until the next BRAC process or FY 2015, whichever came first. The City also strongly encourages state matching dollar support to the City of Chesapeake as it attempts to address encroachment around Fentress Airfield. 1 Legislative Agenda General Assembly Session 2014 1 9 Requested Budget Language: Item 459.05: Secretary of Veterans Affairs and Homeland Security A. In accordance with Chapter 653 of the 2008 Virginia Acts of Assembly, this item includes $7.5 million from the general fund each year, representing the Commonwealth's contribution to addressing the encroachment upon the United States Navy Master Jet Base located at Naval Air Station Oceana in Virginia Beach and Naval Auxiliary Landing Field Fentress in Chesapeake. The amount provided by the Commonwealth shall only be used for expenditures made to (1) purchase property and development rights to remove or prevent incompatible uses in the areas described in Chapter 653 and within the AICUZ around Fentress Field in Chesapeake, (2) demolish incompatible use improvements in such areas, and (3) to otherwise convert such property to an appropriate compatible use and to prohibit new uses or development deemed incompatible with air operations at the bases. Of the total amount provided by the Commonwealth, the City of Virginia Beach shall be allocated $5,000,000 and the City of Chesapeake shall be allocated $2,500,000. Should either the City of Virginia Beach or the City of Chesapeake advise the Secretary of Veterans Affairs and Homeland Security that they will be unable to fully use its allocated amount during the term of the grant, then the portion that will not be used may be distributed to the other locality upon application to the Secretary of Veterans Affairs and Homeland Security. B. The Secretary of Veterans Affairs and Homeland Security shall develop an annual grant application which shall include, at a minimum, requirements for the Grantee to (1) report expenditures each quarter, (2) retain all invoices, bills, receipts, cancelled checks, proof of payment and similar documentation to substantiate expenditures of grant funding, (3) provide a 50 percent cash match from non -state funds, (4) return excess state grant funding within thirty (30) days after the term of the grant expires, and (5) return to the Commonwealth half of all proceeds received by the grantee during the grant term from the sale of any properties acquired using grant funds pursuant to Chapter 653 of the 2008 Acts of Assembly or Chapter 266 of the 2006 Virginia Acts of Assembly. C. 1. Prior to the distribution of any funds, any Grantee seeking funding under this Item shall submit a grant application to the Secretary of Veterans Affairs and Homeland Security for consideration. 2. Payments to Grantees shall be made in equal quarterly installments. After the initial payment, the Secretary of Veterans Affairs and Homeland Security shall make additional quarterly payments to the Grantee based on the quarterly expenditure reports. In making subsequent payments, the Secretary shall ensure the Grantee's match funding is being expensed at the appropriate rate and limit surplus state funding at the local level by withholding quarterly payments as necessary. 3. The Secretary may approve a request by the Grantee for additional state funding in a particular quarterly payment if supporting documentation is provided. 1 Legislative Agenda General Assembly Session 2014 1 10 4. The Secretary shall allow the term of the FY 2014 grant to extend until June 30, 2015 and the FY 2015 grant to extend until June 30, 2016, to allow time to finalize transactions, demolish structures and achieve program goals. D. The Commonwealth shall have the right to make inspections and copies of the books and records of the Grantee at any time. The Grantee shall undergo an audit for the grant period and provide a copy of the audit report to the Secretary. Legislative Agenda General Assembly Session 2014 I "' i 6. INCREASED FUNDING FOR MENTAL HEALTHCARE SPONSORED BY THE VIRGINIA BEACH CITY COUNCIL Background Information: People with serious mental illness, as well as their loved ones, face a crisis when it comes to accessing services they need. From FY 2009 to FY 2013, Virginia cut an overall total of $37.7 million, or 8.9%, from mental healthcare funding, and approved reductions in Medicaid rates for certain critical behavioral health services. Decades of neglect to the mental health system, plus an increased need from people who are uninsured, underinsured, or facing economic hardship, have exacerbated the problem. Additionally, an epidemic of post-traumatic stress disorder and other mental health issues plagues our returning combat veterans, leading to an unprecedented increase in service member suicides. An estimated one-third of homeless men in the United States are military veterans, including wounded warriors of current and previous conflicts, and a substantial number of those homeless vets are in need of mental health services. According to the Virginia Department of Behavioral Health and Development Services, nearly 4,500 Virginians are waiting to receive community-based services for mental health. The well-being of families and our community is seriously threatened by the failure of those in need to receive timely and effective mental healthcare. Request: The City requests that the General Assembly provide meaningful increases to funding for mental healthcare services and housing. Legislative Agenda General Assembly Session 2014 1 ? 2 SECTION 1.2 - CITY OF VIRGINIA BEACH NEW POLICY/CODE INITIATIVES Legislative Agenda General Assembly Session 2014 1 1 Commonwealth Transportation Board Appointments Congressional Districts - 2010 Virginia Beach Legislative Agenda General Assembly Session 2014 I I d Commonwealth Transportation Board Appointments VDOT Construction Districts Windiest Matlttkt, D eric&ebrurg 1 Legislative Agenda General Assembly Session 2014 1 13 7. COMMONWEALTH TRANSPORTATION BOARD APPOINTMENTS SPONSORED BY MAYOR WILLIAM D. SESSOMS, JR. Background Information: Currently, the Commonwealth Transportation Board is primarily composed of members from the construction districts across the Commonwealth. Hampton Roads is a district; Richmond and other areas are also districts. In the late 1920's, the construction districts were formulated and do not accurately represent the current population. As presently designated, these districts reflect areas where VDOT once had centralized operations plus the northern Virginia District. Since that time, the Commonwealth's population has coalesced along the 1-95/1-64 corridor and the 1-66/1- 81 corridor. The construction districts and the representation on the Commonwealth Transportation Board do not correlate with where the majority of the people in the Commonwealth live. Request: The General Assembly is requested to amend the Code of Virginia to have the Commonwealth Transportation Board primarily selected by one representative from each Congressional district and retain the current At -Large members. For instance, in Hampton Roads, this would include four members representing the 1st, 2nd, 3rd, and 4th Congressional Districts plus At -Large members residing in that region. Congressman Bobby Scott represents the 3rd District, which consists of the I-64 Corridor and southeast Virginia. Congressman Rob Wittman represents the 1st District, which is the I-64 Corridor and Route 17through to Fredericksburg. Congressman Scott Rigell represents the 2nd District, which includes the Eastern Shore, all of Virginia Beach, and parts of Norfolk and Hampton. Congressman Randy Forbes represents the 4th District, which consists of Chesapeake, the Route 58 and the Route 460 Corridor. Having the representation aligned with the Commonwealth's population is the most equitable way for Commonwealth Transportation Board to prioritize funds and programs for the Commonwealth. Legislative Agenda General Assembly Session 2014 1 ' 4 Commissioner of Transportation Commissioner of Transportation District Representatives based on 1920's Construction Districts including Northern Virginia Members from equally populated Congressional Districts *** Attached Maps - Voting Districts*** 2 At -Large Rural 19 Legislative Agenda General Assembly Session 2014 1 17 8. JOINT LEGISLATIVE AUDIT AND REVIEW COMMISSION (JLARC) REVIEW OF THE EQUITY OF TRANSPORTATION FUNDING SPONSORED BY MAYOR WILLIAM D. SESSOMS, JR. Background Information: Currently, the General Assembly gives the Commonwealth Transportation Board (CTB) power to allocate funds for transportation construction after maintenance and other subtractions are taken from total revenues available. The first $500 million goes into bridge and interstate maintenance, etc. By 2017, the growth in funding under HB2313 will allow allocations to again be made to the urban, secondary, and primary systems. The basis for the distribution wherein 40% of the funding goes to primary roadway allocation and 30% goes to each of the secondary and urban allocation is based on work done by JLARC in 1984. At that time, JLARC did a rigorous investigation of the needs from the various systems and recommended that the General Assembly distribute a 1/3 portion of funds to each system. This recommendation was based on a "rigorous and objective analysis of the need for construction dollars, which are the direct result of known deficiencies in the existing highway system through the year 2005." Instead, in 1984, the General Assembly changed the funding to 40-30-30 that exists to this day. This distribution formula based on data from the early 1980s is representative of the need for JLARC to engage in a new study to examine the adequacy of funding for transportation and especially how new funds to be provided through HB2313 should be most appropriately spent. Request: The General Assembly is requested to direct JLARC to undertake a study as was completed in 1984 (JLARC Study #64 - The Equity of Current Provision for Allocating Highway and Transportation Funds in Virginia). This study could also look at the funding breakouts for other modes such as public transportation, ports, and airports. Also, the adequacy of roadway maintenance funding provided to localities should be included in the analysis. It may be necessary for this work, because of the complexity to be completed over a two-year period. Legislative Agenda General Assembly Session 2014 1" S 9. STATE MAINTENANCE OF TOLLED ROADWAY PROJECTS SPONSORED BY MAYOR WILLIAM D. SESSOMS, JR. Background Information: Recently, the state has begun several public/private partnerships for transportation projects. Enhanced roads include the Elizabeth River Crossing, which is a second midtown tube and improvements to the existing Downtown Tunnel and construction of Martin Luther King Freeway and Route 460 improvements between Suffolk and I-295. As part of the agreement reached with the private contractors, the state is requiring that the contractors provide all the maintenance for these projects, which would be paid for with toll revenue. This is very unfair to the toll payers and the general public because toll payers must provide the maintenance rather than the state. The tolls are considerably higher than they would be if the Commonwealth shared in covering the maintenance burden. The state should be paying for maintenance on these projects with funds from the Highway Maintenance & Operations Fund (HMOF) as it does with all other road projects throughout the Commonwealth. Request: The General Assembly is requested to prohibit the Virginia Department of Transportation (VDOT) from requiring toll revenue to pay for maintenance on private/public partnership projects and other tolled roadways going forward. In addition, the General Assembly should encourage VDOT to reexamine the existing contracts to have HMOF monies replace toll dollars for maintenance purposes. In fairness, toll rates should be reduced by offsetting amount on projects such as for the Elizabeth River Crossing Project. 1 Legislative Agenda General Assembly Session 2014 1 19 10. PRESERVATION OF PRIVATE RIPARIAN/LITTORAL RIGHTS (TITLE 28.2) SPONSORED BY COUNCIL MEMBER JAMES L. WOOD Background Information: The City of Virginia Beach has undertaken several sand placement projects along the Atlantic Ocean and the Chesapeake Bay, and the City will likely begin new sand placement projects to protect homes, businesses and public assets and infrastructure that are at serious risk from erosion and flooding. In Virginia, lands that are submerged belong to the Commonwealth of Virginia (Virginia Code Ann. § 28.2-1200), and it has been claimed that when sand is placed on the water's edge, the Commonwealth continues to own the strip of emerged lands caused by the sand placement, thereby severing private property owners' riparian status. Riparian and littoral property owners own property that borders on a body of water and enjoy certain rights by virtue of being waterfront property owners. "Riparian rights" (also called "littoral rights" along a bay or ocean) are property rights to use the submerged lands adjacent to an owner's waterfront property for certain purposes to maximize the waterfront nature of their land. Although the Commonwealth is the owner of the submerged lands, these lands may be used by the riparian owner for certain purposes. There are 5 recognized riparian rights in Virginia common law: 1. The right to be and remain a riparian owner and to enjoy the natural advantages of being adjacent to the water. 2. The right of access to the water, including a right of way to and from the navigable part. 3. The right to build a pier or wharf out to navigable water, subject to any regulations of the Commonwealth. 4. The right to accretions or alluvium. "Accretions" are the imperceptible additions of new land to the shore caused by natural deposits of sand or other material. "Alluvium" is the sand or other material that is deposited by natural forces such as wind and water. 5. The right to make a reasonable use of the water as it flows past or washes upon the land. Legislative Agenda General Assembly Session 2014 1 2C= It is not the City's intention to sever or affect riparian or littoral rights when adding sand to public beaches. The City offers this legislation as a means to clarify the riparian status after a sand placement project and to maintain the status quo for private property rights when public projects cause the placement of sand on public beaches and easements. Although this legislation would preserve the fee interest and riparian rights of the private landowner, the newly created land will be subject to the public's right of use and maintenance. The legislation simply deems such sand placement to be treated the same as if it had occurred naturally, which does not affect riparian status. Request: The General Assembly is requested to enact a new section in Title 28.2 to clarify the riparian/littoral status of private property owners after public sand placement projects on public beaches and waterways. Requested Code Change: TITLE 28.2: Notwithstanding any provision of law to the contrary, where sand or other material is placed upon state-owned beds of the bays, rivers, creeks and shores of the sea channelward of the mean low-water mark as part of the performance of a properly permitted beach nourishment, storm protection or dredging project undertaken by a public body, and the public has an established right of use and maintenance upon the adjacent land above mean low tide, such placement shall not be deemed a severance or taking of, or to otherwise have impaired, an adjacent landowner's riparian or littoral rights, and the newly created land channelward of the former mean low-water mark shall be deemed natural accretion for purposes of ownership, but such ownership shall be subject to the public's same right of use and maintenance upon the newly created land as previously existed on the adjacent land above the mean low-water mark. Legislative Agenda General Assembly Session 2014 1 21 11. GOVERNMENT ACCOUNTING STANDARDS BOARD REQUIREMENT SPONSORED BY COUNCIL MEMBER ROSEMARY WILSON Background Information: For the first time, the Government Accounting Standards Board (GASB) is prescribing how unfunded liabilities of cost -shared pensions should be reported. Local governments in Virginia with school divisions will find themselves burdened with more than $15 billion in unfunded liability. School divisions' liabilities will officially show up on local financial statements in FY15, and will be based on the FY14 valuation, and thus will be available to rating agencies earlier than the FY 15 deadline. In Virginia, teachers are employees of the school boards which send retirement contributions to the Virginia Retirement System (VRS). Under the new GASB rules, even though the state and the school board fund the contributions, the unfunded liability falls solely on the school boards/local government. This means the liability will be shown on the city, county, or town financial statements. There is no rationale for localities to bear full responsibility for the unfunded liability for the teacher retirement plan and have its credit rating potentially negatively impacted. The state sets standards that require a minimum number of teachers. Pensions are part and parcel of a compensation package. There is no rationale for the state not bearing a portion of the responsibility for pension costs, including recognition of unfunded liabilities. For more than 20 years, the state has often chosen to fund the teacher retirement plan at rates below those recommended by the VRS Board of Trustees. At the same time, the state also expanded retirement benefits by decreasing age and service requirements, allowed for purchase of service, and required health insurance credits. Consistent underfunding, benefit increases and investment losses due to the Great Recession have increased the unfunded status of the teacher retirement plan. The fund has just 60.2 percent of the assets needed to pay its liabilities. Request: The General Assembly is requested to fully fund the actuarial rate as indicated by the VRS going forward. It is recommended that the unfunded liability of the teacher retirement plan should be a responsibility shared by the state and local governments. The Commonwealth should pay at least its fair share of teacher retirement costs directly to VRS. The share of the City of Virginia Beach for the Schools Actuarial Pension Liability is $816.2 million, which would be reduced after the Commonwealth pays its portion. 1 Legislative Agenda General Assembly Session 2014 1 22 12. REAL ESTATE TAX RELIEF — MILITARY AVIATION MUSEUM SPONSORED BY COUNCIL MEMBER BARBARA HENLEY Background Information: The Military Aviation Museum located in Virginia Beach is the home to many historic war birds. These are military aircraft that date back to the beginning of military aviation up through the post - World War II era. Some of these aircraft are the only one of their kind existent in the world. They include aircraft from major Air Forces such as the United States, French, British, German, etc. These planes show the evolution of aviation in the military from the earliest flimsy bi-planes up through the very rareP-51 Mustang and the world's only flying Mosquito aircraft. The facility is located on more than a hundred acres just south of the Pungo area in Virginia Beach. The museum includes reproduction of War World II hangers, modern exhibit space, and many other ancillary buildings. This facility hosts tens of thousands of visitors per year and is a tremendous educational tool to show students, both young and old, improvements to aviation through military usage and the "inventedness" of man. This is also a substantial tourism attraction. Request: The City of Virginia Beach requests the General Assembly amend the Code of Virginia to allow the City to provide real estate tax relief to the Military Aviation Museum located in Virginia Beach. This is expected to cost the City approximately $80,000 a year. This loss of income is more than made up by increased tourism and the educational experience provided by this facility. 1 Legislative Agenda General Assembly Session 2014 1 23 13. RECURRENT COASTAL FLOODING SPONSORED BY MAYOR WILLIAM D. SESSOMS, JR. Background Information: The 2012 General Assembly of the Commonwealth of Virginia unanimously passed SJR 76, 2012: Recurrent Flooding Study of Tidewater Virginia and commissioned a study to evaluate Virginia's coastal communities' current capabilities to identify and implement comprehensive adaptation strategies to mitigate recurrent coastal flooding. The study was conducted by the Virginia Institute of Marine Sciences (VIMS) and published as Senate Document No.3 January 2013 (VIMS Report). The VIMS Report concludes Virginia localities are not adequately equipped to address and implement meaningful flood mitigation strategies required for responding to predicated relative sea level rise on their own. Within the VIMS Report, there are a series of simulations that show impacted areas as influenced by: a) storm surge, b) sea level rise, and c) the recurrences of storms making land fall within the region. All of these factors both individually and collectively are anticipated to increase the frequency and the severity of coastal flooding events. This will increase damages to public and private property, amplify impacts to public safety, and increase disruption to individuals and the economy. Left unaddressed, the Commonwealth can reasonably anticipate that it will see significant and profound coastal flooding now and into the immediate planning horizon. This contention supported by the VIMS Expert Advisory Panel is that Virginia localities are overwhelmed by the magnitude of the recurrent coastal flooding challenge and do not have sufficient technical resources to define and address the coastal flooding risks. Further, Virginia local governments lack the framework and structure for responding to and planning for future significant recurrent coastal flooding events, nor the financial resources or regulation authority to implement necessary comprehensive flood mitigation solutions. To mitigate these shortfalls, the VIMS report strongly recommends that the state take a stronger leadership role to incorporate flood and sea level rise management into their purview. It also recommends the state take ownership of the necessary integration role between the localities and the appropriate federal agencies. Request: The City of Virginia Beach requests the General Assembly to establish and fund a Joint Study Committee to further investigate and make recommendations on recurrent coastal flooding in Virginia. 1 A RESOLUTION ADOPTING THE STRATEGIC PLAN TO 2 END HOMELESSNESS 3 4 WHEREAS, the City of Virginia Beach's vision of Community for a Lifetime 5 includes all residents; and 6 7 WHEREAS, addressing the problem of homelessness is a part of achieving that 8 vision; and 9 10 WHEREAS, the City seeks to update and improve its previous plan to end 11 homelessness; 12 13 NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF 14 VIRGINIA BEACH, VIRGINIA: 15 16 1. That the Strategic Plan to End Homelessness (the "Plan"), attached hereto 17 and incorporated, is hereby adopted; and 18 19 2. That the City Council asks all those with an interest in ending 20 homelessness to work cooperatively with the City in alignment with the Plan; and 21 22 3. That the City Council hereby authorizes and directs the City Manager to 23 submit the Plan to the U.S. Department of Housing and Urban Development (HUD) and 24 other interested groups on behalf of the City. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October .2013. APPROVED AS TO CONTENT: �1. D: ?? me :7r o- using and Neig •cirhood Preservation CA12799 October 10, 2013 R-1 APPROVED AS TO LEGAL SUFFICIENCY: CITY OF VIRGINIA BEACH 2013-2018 October 2013 1 Developed by: VIiiGINA BEACH HOUSING & NEIGHBORHOOD PRESERVATION 5J4 Cff Bringing an End to All City Homeiessness This plan is intended to represent the vision of the entire Virginia Beach community to end homelessness. It is the collective work of the BEACH Community Partnership, private citizens, city government, and numerous faith -based, nonprofit and private organizations. This plan is intended to serve the needs of all who experience a housing crisis or homelessness including families, individuals, youth, veterans and people transitioning from institutional living. Organizations that made contributions and commented on this document include the following: • Access -Aids • BEACH Community Partnership • City of Virginia Beach Departments of Health, Human Services, Housing and Neighborhood Preservation • Community Alternatives Management Group • The Endependence Center • Judeo-Christian Outreach Center • PIN Ministry • Potters House • The Planning Council • Samaritan House • Seton Youth Shelters • Stand Up For Kids • VetsHouse • Virginia Beach Community Development Corp • Virginia Beach Public Schools • Virginia Organizing • Virginia Supportive Housing • Volunteers of America CREDITS Lynne Carruth, a consultant working for the city, was the main author of this plan. John Boylan, Homeless Policy and Resource Coordinator in the Dept. of Housing and Neighborhood Preservation (DHNP), contributed significantly to the content and review. The final plan was edited by Andrew Friedman, director of DHNP. 1. INTRODUCTION 1 Homelessness in Virginia Beach Today 1 Understanding the Scope of the Problem 1 The Context for Our Plan 3 Achievements to Date 6 The Challenges that Remain 7 2. VISION AND GUIDING PRINCIPLES 9 3. GOALS AT A GLANCE 10 4. OUR PLAN 13 Goals and Objectives 13 Action Plan 17 S. IMPLEMENTATION, MONITORING AND EVALUATION 29 APPENDIX 1: ACRONYMS AND GLOSSARY OF TERMS 31 APPENDIX 2: EXECUTIVE SUMMARY OF HOUSING CRISIS RESPONSE SYSTEM REPORT APPENDIX 3: WEBSITE RESOURCES 34 HOMELESSNESS IN VIRGINIA BEACH TODAY There are many reasons why families and individuals become homeless: job Toss; mental illness; family breakup; inability to afford housing costs; and health care costs. The impact of homelessness on a community is far reaching and long-lasting. The crisis of homelessness perpetuates itself in poor educational, health, employment and family outcomes for our community's most vulnerable residents. The cost to the community as a whole can be measured by expenditures for police intervention, incarceration, medical treatment and hospitalization, academic remediation and emergency assistance. It is also important to know that people move in and out of homelessness on an ongoing basis so we cannot point to a single number and say that we have successfully assisted every person or family who will ever become homeless. But what we can do and have been doing is to drastically reduce the number of people that become homeless and to shorten the length of time that they experience homelessness; that is our definition of ending homelessness. UNDERSTANDING THE SCOPE OF THE PROBLEM The primary sources of data about the homeless in Virginia Beach and their service needs are the annual survey of people who are homeless, known as the Point -in -Time Count (PIT), and the Homeless Management Information System (HMIS), a computerized data collection system used by service providers. The PIT, conducted over a 24-hour period in January of each year, provides an unduplicated count of individuals and families in shelter as well as those living on the street. Data from the January 2013 PIT provides the following information: Snapshot: Number of Homeless People Counted in January, 2013 • 389 Sheltered (people in shelters or transitional housing) • 67 Unsheltered (people actually on the street or not in any type of housing or shelter) • 456 Total People Of these o 201 Persons were in Households with children (including 123 children) o 255 Persons in Households without children VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS PAGE 1 ' II • Chronically Homeless Individuals: People who were continually homeless for a year or more; or have had multiple episodes of homelessness over the past 3 years o Approximately 20% of all homeless persons in Virginia Beach were considered chronically homeless — 93 individuals and members of families. o This is higher than the national rate of 16%. o Approximately 33% were unsheltered — this means about 30 people were chronically homeless and unsheltered. The following chart depicts subsets of the total homeless population: Homeless Subpopulation Groups Identified During the 2013 PIT Count note: some persons are counted in more than one category in this chart. Total Number of Veterans (including female Veterans) Number of Female Veterans (subset of all Veterans) Severely Mentally 111 Chronic Substance Abuse Persons with-HIV/AIDS Victims of Domestic Violence Chronically Homeless individuals Sheltered ersons in emergency shelters, transitional housing and safe havens Unsheltered Total Chronically Homeless Families (Total Number of Families) Chronically Homeless Families (Total Persons in Household) In the 2011-12 school year, 637 students were identified as living in households considered homeless or at risk of homelessness. This information comes from Virginia Beach City Public Schools Project Hope, which is required to identify, assist and report on students experiencing or at -risk of homelessness. i VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 2 i How Virginia Beach's Homelessness Compares to Other Cities Virginia Beach's rate of homelessness is about 12 persons per 10,000. Based upon a comparison of data from 2010, that is the lowest for regional cities, the state, and comparable cities in the nation. We hope that our low rate is, at least in part, a result of efforts to date, but we still recognize the need to continue to improve. The following chart compares rates of homelessness as reported to HUD in 2010: How Do We Compare to Other Cities and the U.S. as a Whole? 2010 - Homeless Persons per 10,000 ai General Population THE CONTEXT FOR OUR PLAN ▪ 5e: 1434;42 2I ea w2zra.ty11-57;E71 ft. 2e c.9 a�,?5-0 LI • 6 -ter; St�:.Des 301,.451,_E31 S Pa,xf :: 1235.0711 a Watt 6e:P -;;501,iE41 sir De ;1.2S7;53=:1 Ca,tjr rL E6 Key We 174.0041 The City's Role in Ending Homelessness and How our System has Worked The City has taken an active role in addressing homelessness since 1984 by working with non-profit, faith -based and regional partners to plan and implement programs addressing homelessness. Many of the existing organizations and services in Virginia Beach were started as initiatives by faith organizations who recognized that a separate non-profit was needed to carry out homeless assistance programs and obtain grants. Our system has always been a combination and/or partnership of government, faith organizations and non -profits working together. The City has played various roles in the system but, in general, our approach has been to help lead, organize and partially fund the system of services that are primarily delivered by non-profit and faith VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 3 organizations. We have been the lead agency for the Virginia Beach Continuum of Care, helping to obtain and maintain key funding received directly from HUD by many of the non-profit service providers. We have been a key funder of services, but certainly not the only one. We have been a facilitator and supporter of community planning and dialogue to address homelessness and a participant and leader in regional planning and decision-making. As we adopt this plan, we envision the City continuing to play these roles, but to also take a more active role as a catalyst and/or mobilizer of networks of organizations that will address key challenges. The City will also act as a funder of key and required elements of the more comprehensive and organized system necessary for success. Our current system of services, in many ways, has "just grown" over time through the efforts of many groups and individuals. This is both a strength and a weakness. It is a strength because of the diversity of effort exerted, the initiative of each individual, faith congregation and non-profit and the creativity brought to address the problem. The weakness lies in the lack of consensus on the approaches and system for addressing the problems and lack of a unified decision-making process. Given that our system will always be composed of independent organizations, it will, to a certain extent, continue to depend on the good will of all involved to work cooperatively. As cooperation and coordination are also mandated for those who receive Federal funds, we expect that significant progress will be made, while striving to maintain the balance between coordination and independence. The most recent plan addressing homelessness was adopted by City Council in 2007; this update, the 2013 Strategic Plan to End Homelessness, builds upon and expands the 2007 plan. It incorporates progress to date, new research and addresses the following key items: • In May 2013, the City Council approved design funding for a Housing Resource Center to be located at 104 N. Witchduck Road. • A new Federal law called the HEARTH Act requires that certain changes to every city's homeless services system be in effect by August 2014. • A study of the city's housing crisis response system, completed in spring 2013, recommended changes to how our system is organized and operated. Other Plans In addition to the items listed above, this plan has been developed and will be executed in the context of overall city goals and plans including related plans for housing. This is a major consideration that will support the overall success of multiple city goals. These relevant city plans and guidance documents include the annually -developed City Council Priorities and the Comprehensive Plan — especially Chapter 10 - the Housing and Neighborhood Plan. These documents define key city goals, including housing options that serve people at all income levels and life stages. Additional plans and programs that are relevant include: T VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 4 i • The HUD Consolidated Plan, which identifies priorities, funding and programs to meet the housing needs of low and moderate income persons. • The Homeless Continuum of Care strategy, which defines our current system of services for the homeless and provides significant funding for them. • The regional "Housing Opportunities for People with AIDS" plan, which guides the use of Federal HOPWA funds. • The Workforce Housing Program designed to enhance affordable housing opportunities so that vital members of the workforce can afford to live and work in Virginia Beach. In addition, since so much of the funding for homeless services and affordable housing is federal, federal housing funding and regulations play a significant role in determining what can be done. Regional Relationships Regional cooperation is an essential element in addressing homelessness because we have a regional housing market; because we have organizations that work throughout the region; because people seeking housing don't care about city boundaries; and because, through regional cooperation, we can solve problems by sharing resources and costs and thereby reduce the costs to individual localities and taxpayers. Virginia Beach has been an active participant in the South Hampton Roads Regional Taskforce on Ending Homelessness since 2005, when it was created. The Task Force consists of the cities of Chesapeake, Franklin, Norfolk, Portsmouth, Suffolk, and Virginia Beach, and Isle of Wight County, The Planning Council and the United Way of South Hampton Roads. The taskforce develops and implements regional activities. The best example of the success of regionalism has been the creation of efficiency apartment developments for formerly homeless people. Since 2006, four apartment developments consisting of a total of 240 units have been developed and are occupied by formerly homeless single people. These developments were built by Virginia Supportive Housing, a statewide non-profit and received financial support from multiple cities. For example, the most recent development, Heron's Landing in Chesapeake, received financial support from Norfolk, Portsmouth, Chesapeake, Suffolk and Virginia Beach. By supporting these projects jointly, the cities have created far more housing than they could have individually. The regional nature of the projects has also attracted additional federal, state and private funding, so that millions of dollars of non -city funding has been leveraged to help build and operate these developments. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 5 The HEARTH Act In 2009, Congress enacted the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act which requires significant changes in the way communities plan and deliver services. Communities must now operate as a coordinated service delivery system rather than as a collection of individually funded projects. Specific requirements include a coordinated assessment process, performance-based funding, a focus on homeless prevention and permanent housing and an inclusive governance structure with representation from all service providers, not just those receiving federal funding. Implementation of HEARTH Act requirements is critical to ensuring the continuation of annual federal funding of approximately $1.4 million. The Housing Resource Center The Housing Resource Center will replace and expand upon the services currently offered at the Lighthouse Center. The Housing Resource Center will serve as the focus for our community's effort to end homelessness through coordination of intake, assessment, services and referrals for families and individuals. Currently in the planning stage, the center will be located at 104 North Witchduck Road. Facilities and services will include day services and emergency shelter for families and individuals. Permanent affordable housing may also be included on the site. The center is expected to be operational by the fall of 2017. ACHIEVEMENTS TO DATE Significant progress has been made since the first receipt of federal emergency shelter grant funding in 1984. Many major projects and programs have successfully enhanced what existed over 30 years ago to create what we have today. There are multiple major milestones that have been achieved by all involved agencies. The development of this plan is intended to build on and improve what has been created to date. A few of the key dates and important achievements are highlighted below: • 1984: First receipt of Federal Emergency Shelter Grant funding—used to help fund the Winter • Shelter program, a partnership of faith congregations, a non-profit and the city, which provides shelter at city churches from October through April. This program has now been operational for 29 years, and for the last 20 has been operated by Volunteers of America. • 1984: Samaritan House, providing shelter to victims of domestic violence and homeless families, is organized. • 1985: Mother Seton House, now called Seton Youth Shelters, is formed. It provides shelter to homeless and runaway youth. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 6 • 1985: Virginia Beach Community Development Corporation (VBCDC) is formed by the City Council. VBCDC provides affordable housing and homeless services, and now owns over 300 units of affordable housing. • 1986: Fire Escape on 17th & Pacific opens; later becomes Judeo-Christian Outreach, which provides shelter for the homeless as well as a daily dinner for all those in need, in partnership with area churches. • 1988: Community Alternatives, a non-profit to serve the housing needs of mentally ill and substance abuse persons, including the homeless, is formed; it now houses participants in Dept. of Human Services programs as well as others. • 1994: City coordinates the first continuum of Care application to HUD and is successful in receiving Federal funds; the application has been successfully submitted and funded each year since then. • 1996: The Lighthouse Center construction is completed. The Center becomes the gathering site for the Winter Shelter and provides daytime services such as laundry, showers and access to services. • 2005: The South Hampton Roads Regional Task Force to End Homelessness is chartered by Southside Mayors and Chairs and begins work. • 2006: Gosnold Apartments (60 apartments) opens, the first of four regional efficiency apartment developments for the homeless. • 2007: City council adopts the city's first Ten Year Plan to End Homelessness . • 2008: Cloverleaf Apartments (60 apartments), the 2nd efficiency apartment development, opens in Virginia Beach. • 2009: The BEACH Community Partnership is formed. • 2010: South Bay Apartments (60 apartments) in Portsmouth opens, the third regional project. • 2011: Judeo Christian Outreach opens 22 units of permanent and transitional housing for veterans. • 2013: Study of Virginia Beach's homeless services system by OrgCode, Inc. completed. • 2013: City Council authorizes design funding for the Housing Resource Center. • 2013: Heron's Landing Apartments (60 apartments) in Chesapeake opens. • 2013: City Council rezones property for Crescent Square Apartments (80 apartments). • 2013: Cedar Grove Apartments opens, providing 32 units of permanent housing for veterans. THE CHALLENGES THAT REMAIN Despite the many successes achieved both in Virginia Beach and regionally, we recognize that challenges remain. There are still hundreds of people who are homeless and families who face housing crises daily. This plan is designed to address many of those challenges and accelerate our progress. Among those challenges, as identified in the study of our system conducted by OrgCode in 2013, are the following: VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 7 1 1. We do not have a fully integrated system of services. There are no clearly defined pathways to obtain services and there are multiple access points, some of which work more efficiently than others. 2. Data on homelessness and homeless services is not as accurate or complete as it could be. 3. Providers do not use a common assessment system to determine the needs of homeless persons. As a result, consistent and appropriate service plans and referrals are not done as frequently as they could be and service plans may not be as effective as possible. 4. Providers across the system are not necessarily aware of or have easy access to information about all components of the system which limits their ability to assist persons they encounter. 5. Our system does not yet comply with the requirements of the federal HEARTH Act. 6. We need to implement best practices in addressing homelessness, both at the program level and in individual capability, through training about available tools and approaches. 7. There have been significant reductions in funding of federal housing and homeless programs that reduce the resources available to achieve our goals VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 8 An effective plan requires a vision of what we're trying to achieve and principles that guide how decisions are made. This vision and principles are proposed based on discussions and decisions made by the BEACH Community Partnership as well as on how work is already done: Our Vision Realizing our personal and collective responsibility to our fellow man, we mobilize our community to prevent and end homelessness. We envision a future where everyone in Virginia Beach will be able to live in safe, decent and affordable housing. The Principles that Guide this Plan and Our Work • We believe that we can prevent and end homelessness in Virginia Beach for individuals and families. This means that we can drastically reduce its occurrence and shorten the length of time that people are homeless. • Homelessness creates both direct and indirect costs to our community; ending homelessness will both reduce those costs and create other benefits for the entire community. • We will end homelessness through the active collaboration of all sectors of our community. The BEACH Community Partnership represents our community's coordinated effort to do this. • We must invest our resources in solutions that are shown to be effective and sustainable. • We will work cooperatively with our local and regional partners to ensure that we do the most effective work with the lowest possible cost to taxpayers and other funders. Our regional work will focus on what can best be achieved together, while recognizing that some efforts require a local approach. • We will focus our efforts on prevention of homelessness, diversion to other community and family supports and rapid rehousing; our programs will provide the least amount of assistance necessary to ensure housing stability. • Our community will provide opportunities to help people avoid and end homelessness and we rely on those who experience it to take maximum advantage of those opportunities. • Our service system will be person -centered, ensuring that homeless families and individuals play an active role in defining their needs and wants and are supported to obtain services that best achieve those goals. The person, not the system, is in charge of defining the direction for their lives. This includes ensuring that the needs of special populations are met and that all who need opportunities to avoid or end homelessness are served appropriately. • We will use defined and measurable outcomes to determine the results of our work and how it can be improved. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS PAGE 9 Our plan is organized around four broad goals designed to have a significant impact on homelessness. Together, these goals represent a comprehensive approach to ending homelessness by developing a more efficient, effective and coordinated delivery system for services and housing. Accompanying each goal is a discussion of why it is important and its expected impact. A more detailed look at the goals, with objectives and action steps, is presented in Section 4. GOAL 1: INCREASE LEADERSHIP, COLLABORATION, INNOVATION AND CIVIC ENGAGEMENT IN OUR COMMUNITY EFFORTS. Rationale: Ending homelessness only occurs where there is a strong, informed community commitment and partnership evidenced by the involvement and support of business and civic leaders, public officials, faith -based volunteers and providers of housing, human services and healthcare. Although significant progress has been made, collaboration across all sectors must be increased to establish and implement action plans that will end homelessness. There must also be additional ongoing opportunities for citizen engagement through educational programs, volunteerism and public-private partnerships. Innovation - in the use of resources, interaction with our partners and how we work with our homeless citizens - has been a key factor in development of model programs, such as creation of four regional efficiency apartments and must continue to inform our work. What impact will achieving this goal have? Greater involvement, better coordination and more innovation will generate new ways to achieve our goals and more support for achieving them. GOAL 2: CREATE A COLLABORATIVE SYSTEM OF SERVICE DELIVERY AND ACCESS THAT EFFECTIVELY AND EFFICIENTLY CONNECTS PEOPLE TO SERVICES THAT MEET THEIR BASIC NEEDS AND SUPPORT HOUSING STABILITY. Rationale: For this plan to be successful it is necessary that services for persons who experience homelessness operate as a cohesive, comprehensive system. The system must incorporate all services in the community, whether they are part of the non-profit, government or non-governmental sector. The assistance provided must also ensure that the basic needs for shelter and food are met as well as access to stable housing. The federal HEARTH Act creates some of the rationale for this goal. The HEARTH Act requires significant changes to the way localities deliver homeless services. Communities must now operate as a service delivery system rather than as a collection of individually funded projects. Funding will be predicated on VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 10 meeting specific performance measures. Our current system is moving in the direction of better collaboration but additional improvements can be made. A successful model for coordinated service delivery is through networks of agencies and community volunteers who collaboratively provide services to address specific issues such as chronic homelessness, homeless families or healthcare. Some challenges to achieving this goal are the number of current service providers, multiple service locations and multiple access points with limited coordination and data -sharing among them. There is no single pathway for a person to follow to obtain the services they need nor is there a coordinated assessment process and provision of referrals. This results in duplication of effort as clients must be re- assessed at every entry point. Additional barriers to service include lack of standard criteria for program entry, limited prevention funds and inadequate emergency shelter space. What impact will achieving this goal have? People experiencing homelessness will find an organized system that is easy to access, easy to navigate and efficiently directs them to available services and housing. Service providers will more effectively and efficiently connect clients with needed services by having a defined system of services and access to accurate, real time information. GOAL 3: INCREASE AND MAINTAIN THE SUPPLY OF AND ACCESS TO PERMANENT, ACCESSIBLE AND AFFORDABLE HOUSING. Rationale: One of the fundamental causes of homelessness is the gap between a household's income and the cost of housing. People are generally extremely poor at the time they become homeless. An adequate supply of housing that is affordable is a permanent, cost effective solution to homelessness that provides benefits to the entire community. The relatively high cost of housing In Virginia Beach poses a significant challenge to lower income families. 2011 data indicates that nearly 42% of all households are cost -burdened — paying more than 30% of their income for housing, the accepted standard for housing affordability. For very low-income households living in rental units, with incomes of $20,000 or less, the challenge is even greater; 94% of these households are paying more than one third of their income for rent. Such households are at risk of homelessness through a single event such as loss of employment or a medical emergency. Compelling evidence of the housing affordability crisis was demonstrated in September 2012, when applications were accepted for Virginia Beach Housing Choice vouchers, a federally funded rental subsidy. In one week, approximately 5,000 applications for assistance were received from residents of Virginia Beach alone. What impact will achieving this goal have? There will be an increase in the number of affordable housing opportunities available to people who were previously homeless or at risk of homelessness. This will help reduce the number of people who are homeless. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 11 GOAL 4: DEVELOP SUSTAINABLE RESOURCES TO SUPPORT OUR ONGOING COMMUNITY EFFORT. Rationale: Predictable and sustainable funding for programs is required to achieve the goals of our plan. In an era of diminished federal funding and economic uncertainty, it is important to identify new and diversified revenue sources, redirect existing funding to support high performance programs and create partnerships to leverage new resources. What impact will achieving this goal have? A net increase in funding for homeless programs and services creating a level of services and housing more closely aligned with community needs. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 12 GOALS AND OBJECTIVES Presented here, again, are the four broad goals that must be achieved to end homelessness in Virginia Beach. We have added specific objectives that break down the goal into manageable parts. In a separate section, a detailed action plan lists steps to achieve each objective and identifies the lead agency and a timeline for the action. Goal 1: Increase leadership, collaboration, innovation and civic engagement in our community efforts. Rationale: Ending homelessness only occurs where there is a strong, informed community commitment and partnership evidenced by the involvement and support of business and civic leaders, public officials, faith -based volunteers and providers of housing, human services and health care. Although significant progress has been made, collaboration across all sectors must be increased to establish and implement action plans that will end homelessness. There must also be additional ongoing opportunities for citizen engagement through educational programs, volunteerism and public-private partnerships. Innovation - in the use of resources, interaction with our partners and how we work with our homeless citizens - has been a key factor in development of model programs, such as creation of four regional efficiency apartments and must continue to inform our work. Objective 1.1 Strengthen the capacity of key public and private organizations to prevent and end homelessness. Objective 1.2 Increase community knowledge about homelessness and our community's efforts, successes and challenges. Objective 1.3 Maintain and expand partnerships with all those who wish to be part of the effort. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS PAGE 13 Goal 2: Create a collaborative system of service delivery and access that connects people to services that meet their basic needs and support housing stability. Rationale: For this plan to be successful, it is necessary that services for persons who experience homelessness operate as a cohesive, comprehensive system. The system must incorporate all services in the community whether they are part of the non-profit, government or non-governmental sector. The assistance provided must also ensure that the basic need for shelter and food are met as well as access to stable housing. The federal HEARTH Act creates some of the rationale for this goal. The HEARTH Act requires significant changes to the way localities deliver homeless services. Communities must now operate as a service delivery system rather than as a collection of individually funded projects. Funding will be predicated on meeting specific performance measures. Our current system is moving in the direction of better collaboration but additional improvements can be made. A successful model for coordinated service delivery is through networks of agencies and community volunteers who collaboratively provide services to address specific issues such as chronic homelessness, homeless families or healthcare. Some challenges to achieving this goal are the number of current service providers, multiple service locations and multiple access points with limited coordination and data -sharing among them. There is no single pathway for a person to follow to obtain the services they need nor is there a coordinated assessment process and provision of referrals. This results in duplication of effort as clients must be re- assessed at every entry point. Additional barriers to service include lack of standard criteria for program entry, limited prevention funds and inadequate emergency shelter space. Objective 2.1 Adapt our current system to ensure that it incorporates all components required by the federal HEARTH Act using recognized best practices. Objective 2.2 Replace and enhance the services provided by the Lighthouse Center by creating a Housing Resource Center as the focus for our community's effort to end homelessness through coordination of intake, assessment, services and referrals for families and individuals. Objective 2.3 Mobilize and support the coordination of community providers, volunteers and institutions to create or strengthen networks that address critical components of the services system such as chronic homelessness, homeless families or healthcare. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 14 1 Objective 2.4 Ensure that the system reaches and effectively serves all those in need, including special needs populations, using person -centered principles and practices. Objective 2.5 Continually enhance the professionalism, effectiveness and accountability of the services system. Objective 2.6 Provide appropriate shelter and survival assistance to ensure that the homeless are safe and protected as they transition from homelessness to stable housing. Goal 3: Increase and maintain the supply of and access to permanent, accessible and affordable housing. Rationale: One of the fundamental causes of homelessness is the gap between a household's income and the cost of housing. People are generally extremely poor at the time they become homeless. An adequate supply of housing that is affordable is a permanent, cost effective solution to homelessness that provides benefits to the entire community. The relatively high cost of housing in Virginia Beach poses a significant challenge to lower income families. 2011 data indicates that nearly 42% of all households are cost -burdened — paying more than 30% of their income for housing, the accepted standard for housing affordability. For very low-income households living in rental units, with incomes of $20,000, the challenge is even greater; 94% of these households are paying more than one third of their income for rent. Such households are at risk of homelessness through a single event such as loss of employment or a medical emergency. Compelling evidence of the housing affordability crisis was demonstrated in September 2012, when applications were accepted for Virginia Beach Housing Choice vouchers, a federally funded rental subsidy. In one week, approximately 5,000 applications for assistance were received from residents of Virginia Beach alone. Objective 3.1 Continue to develop affordable housing units through new construction and conversion of existing transitional housing to permanent housing, as determined by community needs. Objective 3.2 Avoid losses of existing affordable housing units through ongoing review of rehabilitation needs and financing and program requirements. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 15 Objective 3.3 Increase financial subsidies and other support for access to rental housing. Objective 3.4 Continue to create partnerships with non-profit and private sector housing developers for development of affordable housing. Objective 3.5 Ensure an adequate supply of housing that is appropriate for special needs populations. Goal 4: Develop sustainable resources to support our ongoing community effort. Rationale: Predictable and sustainable funding for programs is required to achieve the goals of our plan. In an era of diminished governmental funding and economic uncertainty, it is important to identify new and diversified revenue sources, redirect existing funding to support high performance programs and create partnerships to leverage new resources. Objective 4.1 Increase the availability of funding for proven assistance programs and new initiatives that end homelessness. Objective 4.2 Identify and obtain new non -monetary resources. Objective 4.3 Partner regionally and statewide in resource development in order to ensure a net increase in available funding. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 16 ACTION PLAN This part of the plan proposes specific actions, lead actors, benchmarks to measure their achievement and dates by which they should be achieved. GOAL, 1: INCREASE LEADERSHIP, COLLABORATION, INNOVATION AND CIVIC ENGAGEMENT IN OUR COMMUNITY EFFORTS. Objective 1.1: Strengthen the capacity of key public and private organizations to prevent and end homelessness. Action Steps Lead Benchmark Date Increase city staff support for the community's efforts to prevent and end homelessness. DHNP Hire Homeless Coordinator. AmeriCorps volunteer starts. October 2013 and February 2014 Continue to support BEACH as the organization where we plan to end homelessness in Virginia Beach. DHNP BEACH is viewed by stakeholders as the place where plans and issues are discussed. Ongoing Strengthen the community governance system to enhance coordination, collaboration and insure compliance with the HEARTH Act. Ensure broad community membership including schools, Police, key health care providers and workforce development organizations. DHNP BEACH Continuum of Care (CoC) A new governance system meeting HEARTH Act requirements and community needs is created. June 2014 Ensure that BEACH has full representation from all key groups, including homeless and/or formerly homeless persons. BEACH Exec. Committee BEACH membership reflects this. January 2014 Expand use of the Charity Tracker data collection system in the faith -based community. BEACH New faith communities begin and continue using the system. Ongoing VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 17 Ensure the availability of high quality, timely data on homelessness to facilitate targeting interventions, evaluating results, strategic planning and resource allocation. VBCDC and CoC HMIS Committee Monthly reports based on HMIS created and distributed. Ongoing Objective 1.2: Increase community knowledge about homelessness and our community's efforts, successes and challenges Action Steps Lead Benchmark Date Enhance the BEACH website to serve as the primary online information source about preventing and ending homelessness. DHNP Website complete. Information regularly updated. November 2013 Publish and widely disseminate quarterly and annual reports documenting progress toward achieving plan goals. Consider a monthly report of numbers of people housed consolidating info from all agencies. DHNP Reports created, distributed and posted on DHNP and BEACH websites. January 2014 Provide ongoing opportunities for people to engage in and learn about our efforts. DHNP BEACH Regularly scheduled events and publications about homeless issues. ongoing Objective 1.3: Maintain and expand partnerships with all those who wish to be part of the effort. Action Steps Lead Benchmark Date Create a Community Advisory Committee to provide community input on development of the Housing Resource Center. DHNP Committee appointed; Regular meetings scheduled. December 2013 Create partnerships with higher education institutions to provide interns and volunteers to support the system and key services. DHNP and other stakeholders Agreements and programs with local institutions developed. March 2014 Develop an employment and training program in partnership with the Regional Task Force to End Homelessness. DHNP and key stakeholders Employment program developed. 2015 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 18 Continue active participation in the Regional Taskforce to End Homelessness. DHNP Development of regional projects and programs that have win/win results for the city. Projects initiated include: Ongoing Benchmark Date The Healing Place; employment and training; HMIS; and regional conferences. DHNP and BEACH CoC Committee GOAL 2 CREATE A COLLABORATIVE SYSTEM OF SERVICE DELIVERY AND ACCESS THAT CONNECTS PEOPLE TO SERVICES THAT MEET THEIR BASIC NEEDS AND SUPPORT HOUSING STABILITY. Objective 2.1: Adapt our current system to ensure that it incorporates all components required by the federal HEARTH Act using recognized best practices. Action Steps Lead Benchmark Date Create a comprehensive system plan to address HEARTH requirements, including governance, coordinated intake and assessment, consistent standards for service and a performance assessment system. DHNP and BEACH CoC Committee Individual component plans adopted throughout early 2014. Full system plan adopted and implemented by August, 2014 August 2014 Improve and enhance efforts for diversion, prevention, short-term emergency housing, access to mainstream resources and housing -focused case management. DHNP A central system implementing these activities will be in place. 200 individuals or families are diverted and assisted with Tess than 5% recidivism. September 2015 September 2016 Reposition shelters to provide short-term housing only with reduced barriers to access, unified standards and procedures and a focus on accessing permanent housing. DHNP Emergency shelter usage is consistently less than 250 unique individuals annually and lengths of stay do not exceed 3 months. 2018 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 19 1 Support and invest in "Housing First" and Rapid Re -Housing models for homeless families and individuals that provide housing -focused case management and resources necessary for housing placement. DHNP Housing First and Rapid Re- Housing programs implemented. 2016 Enhance and expand the regional Homeless Management Information System to improve client data and support service delivery, evaluation and communication between providers. The Planning Council VBCDC BEACH COC HMIS Committee Timely, accurate data and reports are available to service providers. April 2014 Objective 2.2: Replace and enhance the services provided by the Lighthouse Center by creating a Housing Resource Center as the focus for our community's effort to end homelessness through coordination of intake, assessment, services and referrals for families and individuals. Action Steps Lead Benchmarks Date Develop the Housing Resource Center. DHNP Housing Resource Center constructed and operational. Fall 2017 Develop services plan for relocation of appropriate current services and creation of new services for the Housing Resource Center, to include physical and virtual access. DHNP and all stakeholders Services plan developed. Services plan implemented. March 2014 Fall 2017 Work with churches and providers to modify the system of assistance in the Oceanfront area to reduce the impact on area neighborhoods and increase coordination and effectiveness of services. DHNP Oceanfront services to the homeless are assessed and modified to maximize collaboration, efficiency and a reduction in homelessness. 2015 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 20 Work with the VB Police Department to enhance non -enforcement outreach and engagement efforts to homeless persons in the Oceanfront area. VB Police DHNP DHS Non -enforcement outreach staffing is developed and assigned to work in collaboration with DHNP and DHS April 2014 Objective 2.3: Mobilize and support the coordination of community providers, volunteers and institutions to create or strengthen networks that address critical components of the services system such as chronic homelessness, homeless families or healthcare. Action Steps Lead Benchmark Date Identify new and existing key networks as well as current and potential members of each network. DHNP DHS DH Key networks and members identified. 2013 Develop a plan for each identified network that defines the goals and activities of those networks in detail. DHNP Plans drafted and actions begun. Key networks: Family homelessness with VB public school participation; Oceanfront homelessness issues; Disconnected youth. 2014 Objective 2.4: Ensure that the system reaches and effectively serves all those in need, including special needs populations, using person -centered principles and practices. Action Steps Lead Benchmark Date Expand and enhance outreach using appropriate staffing and skills to reach chronically homeless persons and families, individuals exiting institutions and nursing homes, veterans, disconnected youth and other special needs populations. DHNP DHS 32 individuals annually access housing and support directly from the street. 25 homeless vets annually access VA benefits with 80% accessing supportive housing. 2014 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 21 Enhance existing and create new partnerships with the corrections, behavioral health, health and foster care systems to prevent people being discharged to homelessness. Include reviews of discharge policies and pre -discharge housing planning. BEACH CoC Memoranda of Agreement and other protocols developed. 2016 Assist persons experiencing homelessness and those at -risk to access all available behavioral and/or physical health services for which they are eligible. DHNP DHS DH Behavioral and physical health services available as needed. 2016 Develop a plan to provide medical respite shelter beds. DHNP DH Other health stakeholders 5 respite shelter beds provided. 2017 Develop The Healing Place to serve the chronically homeless with substance abuse issues. The Planning Council The Healing Place, Inc. The Healing Place developed. 2018 Objective 2.5 Continually enhance the professionalism, effectiveness and accountability of the services system. Action Steps Lead Benchmarks Date Create a regional professional development curriculum that addresses key knowledge gaps, including housing -focused case management, outreach for special needs populations and person -centered planning and support. DHNP Hampton Roads Community Foundation The Planning Council City of Norfolk Training program launched. March 2014 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 22 Develop a partnership, or contract, for an external monitoring/ evaluation process that provides regular, objective and data - based analysis and evaluation of individual programs and overall system performance. DHNP Agreement or contract in place. June 2014 Ongoing evaluation reports begin. DHNP Report developed, reviewed and circulated. December 2014 Objective 2.6: Provide appropriate shelter and survival assistance to ensure that the homeless are safe and protected as they transition from homelessness to stable housing. Action Steps Lead Benchmarks Date Implement Family Emergency Shelter Pilot Program. BEACH Family Committee Program operational. March 2014 Create shelter beds for families and individuals in the Housing Resource Center. DHNP Shelter beds available at Housing Resource Center. Unsheltered homeless decrease by a minimum of 50%. 2017 2018 Expand the current faith -based Winter Shelter Program to a 12 month program on an interim basis, pending construction of the Housing Resource Center. DHNP City Council approves funding to establish 12 month program. January 2014 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 23 GOAL 3: MAINTAIN AND INCREASE THE SUPPLY OF, ACCESSIBLE AND AFFORDABLE HOUSING. AND ACCESS TO, PERMANENT, Objective 3.1: Continue to develop affordable housing units through new construction and conversion of existing transitional housing to permanent housing, as determined by community needs. Action Steps Lead Benchmarks Date Ensure completion of Crescent Square Apartments. Va. Supportive Housing 80 efficiency apartments for individuals built and occupied. March 2015 Facilitate completion of Baker Woods Apartments. Lawson Company 96 apartments for families built and occupied. March 2015 Assess existing transitional housing and identify units appropriate for conversion to permanent rental housing. BEACH CoC Units converted to permanent housing, as determined by assessment 2016 Develop affordable housing in conjunction with the Housing Resource Center. DHNP Permanent affordable housing developed. 2018 Continue to work with regional and local partners to develop SRO projects and other scattered site housing. DHNP City of Norfolk 80 additional SRO and other affordable housing units developed; re -assess need to ensure supply is matched to need. 2016 Review the zoning and other housing- related codes to identify barriers to affordable, accessible housing. DHNP Review conducted and code amendments made, as appropriate. 2015 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 24 Objective 3.2: Avoid losses of existing affordable housing units through ongoing review of rehabilitation needs and financing and program requirements. Action Steps Lead Benchmarks Date Conduct regular reviews of existing affordable housing to identify and address deficiencies or potential Toss of units. DHNP No net loss of affordable housing units. Ongoing Objective 3.3: Increase financial subsidies and other support for access to rental housing. Action Steps Lead Benchmarks Date Explore use of TANF to support rapid re- housing programs. DHS DHNP Review conducted. June 2014 Use HOME and other funds for temporary rental subsidies targeted to very -low income households and/or persons with disabilities. DHNP HOME and other funds allocated. Ongoing Ensure the availability of housing broker services to support rapid rehousing programs. DHNP Housing broker services established with regional partners. 2015 Identify a non-federal, ongoing source of funds for a short-term "Housing First" program that helps potential renters overcome one-time barriers to renting existing market rate housing units. DHNP Conduct research to identify sources. 2014 Objective 3.4: Continue to create partnerships with non-profit and private sector housing developers for development of affordable housing Action Steps Lead Benchmarks Date Continue to provide financial support and incentives to promote development of affordable housing. DHNP Additional affordable housing units developed. Ongoing VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 25 Encourage developer interest in affordable housing development and workforce housing program. DHNP Planning Increase in builder interest in affordable housing development. Ongoing Promote private development of affordable housing through outreach and education of housing industry professionals DHNP BEACH HR Housing Consortium Create and implement educational presentations for housing industry. 2014 Ongoing Objective 3.5: Ensure an adequate supply of housing that is appropriate for special needs populations Action Steps Lead Benchmarks Date Provide permanent supportive housing to prevent and end chronic homelessness using Housing Choice vouchers when feasible and available. DHNP Permanent supportive housing units increase by 120 units. 2018 Target permanent supportive housing to frequent users of emergency shelters and public institutions including mental health facilities, hospitals, jails and prisons. BEACH CoC Committee Assessment criteria established that prioritize housing for frequent users of services. August 2014 Provide opportunities for permanent supportive housing residents to transition to community based housing. BEACH CoC Committee Tenants transition to community based housing. Ongoing Increase scattered -site housing options in market rate units with supports provided in the community or in the home. DHNP DHS Relationships with private landlords established. 2016 Create and implement plans to address permanent housing needs and funding for: • disconnected youth • very low-income families • veterans and their families • People discharged from prisons, health care and mental health care facilities. DHNP DHS BEACH Committees Plans developed Funding identified 18 unaccompanied homeless youth annually access housing or family reunification, as appropriate. 2015 VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 26 Promote or incentivize inclusion of Universal Design and visitibility features in affordable housing units. DHNP Increase in the number of affordable, accessible units. 2014 GOAL 4: DEVELOP SUSTAINABLE RESOURCES TO SUPPORT OUR ONGOING COMMUNITY EFFORT. Objective 4.1: Increase the availability of funding for proven assistance programs and new initiatives that end homelessness. Action Steps Lead Benchmarks Date Identify diverse and flexible funding that can respond to identified needs without regard to program requirements such as a Housing Investment Fund. DHNP Research conducted and sources identified. 2014 Integrate homeless funding with mainstream resources such as TANF and VA benefits. DHS DHNP Eligibility for mainstream resources is determined at assessment. 2014 Develop and implement outcome -based funding requirements so that funding is directed to the most effective programs. DHNP Outcomes established to guide fund allocation. August 2014 Review feasibility of Social Impact Bonds. DHNP Develop a briefing paper for review by BEACH, city agencies and Hampton Roads Community Foundation. 2014 Support and participate in policy and resource development initiatives at the state level to promote resources that will support plan objectives. DHNP State resources allocated to homelessness are maintained or increased 2014 and annually VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 27 Objective 4.2: Identify and obtain new non -monetary resources. Action Steps Lead Benchmark Date Seek to establish social enterprises as part of or in conjunction with the Housing Resource Center and The Healing Place. BEACH The Healing Place, Inc. Programs initiated. 2018 Objective 4.3: Coordinate and increase resource development activities for homeless services in the City, Region and State to ensure a net increase in available funding. Action Steps Lead Benchmark Date Support the Virginia Beach fund raising effort for the Housing Resource Center DHNP $1 million raised in support of the Center. 2016 Exchange information about fundraising plans and activities. Regional Task Force to End Homelessness and BEACH Regular information exchange at meetings. ongoing Implement collaborative fundraising activities and grant applications, as appropriate. Regional Task Force to End Homelessness and BEACH Grants developed and submitted. ongoing Seek to establish coordinated funding decision-making among regional funders to promote effective support of key programs and to ensure that grant proposals align with Virginia Beach system goals. DHNP Grant requests are coordinated and aligned with system goals. 2014 Support state -level efforts to stabilize or increase funding for homelessness. DHNP State funding is stable or increased 2014 and annually VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 28 Successful implementation of this plan will require the participation of multiple partners who will be engaged in a wide variety of service activities, policy development and program initiatives. An appropriate governance structure will be necessary to coordinate and oversee plan efforts, review and refine plan contents, evaluate results and develop the resources needed for the proposed actions. A revised governance structure for BEACH that incorporates federal requirements as well as community desires is under discussion and will be developed and approved in early 2014. The hiring of a new Homeless Coordinator at the Department of Housing and Neighborhood Preservation will provide enhanced support for all the functions of the system. An AmeriCorps volunteer will also provide support for one year beginning in February 2014. A monitoring, evaluation and reporting process will be necessary to measure progress and create support for the ongoing work of the system. This evaluation process will also determine if changes are needed to the plan to reflect goals completed or new initiatives and funding. Quarterly progress reports will be developed and widely circulated. A more detailed annual review will be conducted using a reviewer external to the system. This in-depth annual review will incorporate any needed amendments to the plan. These activities are planned so that the first report will be provided in December, 2014. An additional evaluation is conducted as part of the annual Continuum of Care funding process. Agencies requesting renewal of existing grants will undergo a rigorous performance review to determine if additional funding is warranted. The evaluation process is informed by the quantity and quality of data collected on system activities. A comprehensive and accurate Homeless Management Information System will be essential to the evaluation process. This system will be significantly enhanced in the spring of 2014 when several local systems will be merged into a regional Homeless Management Information system. Data and reporting will be available on a regional basis allowing better coordination of services as well as improved performance monitoring. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS PAGE 29 i APPENDIX 1 ACRONYMS AND GLOSSARY OF TERMS APPENDIX 2 EXECUTIVE SUMMARY HOUSING CRISIS SYSTEM RESPONSE REPORT PREPARED BY ORGCODE, INC. APPENDIX 3 WEBSITE RESOURCES Plan Elements to be Created Following Adoption: Appendix 3: 6 page executive summary Housing Crisis System Report Appendix 4: Maps of Our System: Participant contact map; funding map; inventories of housing, organizations and programs Other additions: Detailed sub -plans for system elements will be created as identified in the plan body. Once created, these will be added to the plan as future appendices. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS PAGE 3o APPENDIX 1: ACRONYMS AND GLOSSARY OF TERMS BEACH Bringing an End to All City Homelessness is a Virginia Beach community -wide partnership between citizens, faith, business, non-profit and city organizations working to address homelessness. A committee of BEACH facilitates the Continuum of Care process. Continuum of Care (CoC) A collaborative, community funding and planning process for a range of housing and services addressing the needs of homeless families and individuals. A grant application is submitted annually to the US Department of Housing and Urban Development for funding to implement the community plan. The group of community partners involved in this process is often referred to as the "Continuum of Care". Chronic Homelessness Refers to a family or individual who has been continually homeless for a year or more; or has had four or more episodes of homelessness in the past 3 years. Diversion from Homelessness A strategy that prevents homelessness for people seeking shelter by helping them identify and access alternative housing arrangements and supports. Diversion programs reduce the number of families and individuals becoming homeless, the demand for shelter beds and the size of program wait lists. DH Virginia Beach Department of Health DHNP Virginia Beach Department of Housing and Neighborhood Preservation DHS Virginia Beach Department of Human Services HEARTH The federal Homeless Emergency Assistance and Rapid Transition to Housing Act, adopted in 2009, requires significant changes in the way communities plan and deliver services. Communities must now operate as a coordinated service delivery system rather than as a collection of individually funded projects. Specific requirements include a coordinated assessment process, performance-based funding, a focus on homeless prevention and permanent housing and an inclusive governance structure with representation from all service providers, not just those receiving federal funding. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 31 Homeless Management Information System (HMIS) A computerized data collection application that records and stores information on homeless individuals and families who use residential or other homeless services. Homeless Prevention A program that diverts households from homelessness by providing targeted, limited assistance to households who are likely to become homeless if not assisted. Housing Affordability The generally accepted definition, established by the US Department of Housing and Urban Development, that a household pay no more than 30% of its annual income for housing. Housing First An approach to homeless assistance that provides immediate access to housing followed by the supportive services that may be needed to foster long-term stability and prevent a return to homelessness. Housing Resource Center (HRC) The Housing Resource Center will replace and expand upon the services currently offered at the Lighthouse Center in Virginia Beach. The Housing Resource Center will serve as the focus for our community's effort to end homelessness through coordination of intake, assessment, services and referrals for families and individuals. Currently in the planning stages, the Housing Resource Center will be located at 104 North Witchduck Road with a projected completion date of fall 2017. Facilities and services will include day services and emergency shelter for families and individuals. Permanent affordable housing will also be included on the site. Permanent Supportive Housing (PSH) Permanent housing that is coupled with services intended to support housing stability and independence. PSH is often targeted to those most at -risk of homelessness including individuals and families with substance abuse issues, mental illness and other disabling conditions. VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 32 Point -in -Time Count (PIT) A one day (24 hours), statistically reliable, unduplicated count of sheltered and unsheltered homeless families and individuals within a defined geographic area. Rapid Re -Housing A service model designed to immediately return those who are losing or have lost their home back to permanent housing as well as shorten the length of shelter stays. Single Room Occupancy Housing (SRO) Permanent multi -family housing that consists of efficiency apartments, often developed with supportive services available to the tenants. Universal Design Universal Design is the design of products and environments to be useable by all people, to the greatest extent possible, without the need for adaptation or specialized design. Visitability Refers to housing designed and constructed so that it can be occupied or visited by individuals with mobility impairments. A home is visitable when it meets three basic requirements: • One zero step entry • Doors with 32 inches of clear passage space • One bathroom on the main floor with sufficient maneuvering space (a rectangular space no less than 30" by 48" is available adjacent to the tub or shower, the commode and the sink). APPENDIX 2: EXECUTIVE SUMMARY OF HOUSING CRISIS RESPONSE SYSTEM REPORT VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 33 >oR0 • CODE HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 Contents Executive Summary 1 Acknowledgments 7 Authorship 8 Introduction 9 Homelessness in Virginia Beach 10 The HEARTH Act and Its Impact on Homeless Service Delivery 17 The Homeless Service Delivery System and What it Means for Virginia Beach 19 Community Strengths 21 Crisis Response System 1 Current Reality 2013 23 The Emphasis on Housing with Supports in Community 25 Strategic Priorities to Improve the Housing Crisis Response System 29 What These Strategic Priorities Mean for Service Delivery in Virginia Beach 31 Amendment to Shelter Access and Services 31 Solution -Focused Outreach and Day Services 31 Making the Most out of Prevention and Diversion Opportunities 32 Enhancing Access to Professional Resources and Professional Development 33 Setting Benchmarks to Monitor Improvements in the Crisis Response System 34 Conclusion 37 Appendices 38 Appendix A: Approach to Engagement 39 Appendix B: Glossary of Terms 41 Appendix C: Population Characteristics of Homeless Persons Surveyed 44 Appendix D: Extensive Service Use by Homeless Respondents 45 Appendix E: The Opportunities Presented by Having a Centralized Facility Like the Housing Resource Center 46 Appendix F: Using the "4 A's" to Create a Clear Service Delivery Pathway 49 Appendix G: Possible Service Pathway from Point of Access through to Success Service Intervention 51 Appendix H: Rapid Re -Housing Triage Tool 52 Appendix 1: Detailed Actions for Strategic Priorities 53 Appendix J: Professional Development Agenda 59 Appendix K: Service Prioritization Decision Assistance Tool SPDAT v3 62 Endnotes 63 Works Cited 65 PAGE I HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 Executive Summary Over the course of a year, almost 1,000 different people make use of homeless services in Virginia Beach'. At any single point in time, over 450 people experience homelessness'. One in five is chronically homeless;. In recent years, even with the downturn in the economy, the community has seen slight decreases in the homeless population, but more work remains to be done. Virginia Beach has a long-standing history of the faith -community, non-profit service providers, government, and funders working together to address homelessness. Improving the Housing Crisis Response System in Virginia Beach will require these groups to continue to work collaboratively, while also collectively embracing some different approaches to service delivery. Federal requirements are shifting because of compelling, applied research combined with demonstrated results in ending homelessness. This will cause a significant change in practices within local communities like Virginia Beach from those used in the past. The Homeless Emergency Assistance and Rapid Transition to Housing Act (frequently known as the HEARTH Act) was signed by President Obama in 2009. Moving forward, communities need to demonstrate: • That they are functioning as a homeless delivery system, not as a collection of funded projects. There is an expectation of interconnectivity across homeless services. This expectation is to be realized through coordinated access and common assessment tools across service providers. • That funding is allocated competitively with a strong emphasis on funding those service providers with a proven record in working towards ending homelessness. Funding is not "business as usual"; nor is it intended to ensure those service providers that have always received funding continue to receive funding. Preference is to fund those service providers most likely to decrease the length of time that people experience homelessness, reduce recidivism (returns to homelessness), as well as meet a range of other prescribed performance indicators. • That they have embraced "performance excellence" not just for specific service providers, but for all service providers within the system of service delivery. Data are expected to inform real-time decision-making about the availability of spaces in programs, as well as to help inform strategic changes in the system. Because of HEARTH, some changes in Virginia Beach are required. Homeless service delivery has developed organically in the community over time. There are multiple ways in which an individual or family that is homeless may try to access services, and no comprehensive way of managing or monitoring this work. As a result, the organization of services may be best described as well intentioned, but fragmented and inefficient. PAGE 1 1 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 Finally, the performance expectations that HEARTH places on communities exceed the current data analysis and program -monitoring infrastructure within Virginia Beach. One of the changes that HEARTH requires is increased personnel and expertise to capture, analyze and report out on homeless service delivery data. Not doing so may place almost $1.4 Million in funding for local homelessness programs at risk. It would be inaccurate to think all of the changes necessary in Virginia Beach are solely a result of the HEARTH Act. Improving the Housing Crisis Response System in the community also means embracing proven practices to service delivery that are not readily practiced throughout homeless services in the community. As outlined in detail in this report, there is a compelling volume of research that proves getting people into housing as the first step in a service intervention and then supporting them in that housing gets better long-term housing outcomes and costs much less than a "treatment first" or compliance- based approach to service delivery. The proven practices, supported by compelling academic literature, turns on end quite a bit of traditional thinking when it comes to homeless service delivery. What this means for Virginia Beach is: • As the first step in re -orienting the system, service delivery must be focused on people who are experiencing the most acute, complex needs. Their needs will be determined through evidence -informed assessment rather than a "first come, first served" approach or "gut instinct" feelings about who might be successful in any particular program. Across all of the services in Virginia Beach, there must be coordinated access and common assessment protocols to enable meaningful triage based on needs. • Shelters should be oriented toward short-term emergency use where people are supported to get out of shelters as quickly as possible, into housing. Currently, there is significant programming offered within shelters. The offer of programming to people experiencing homelessness has to change because it has the unintended consequence of keeping people homeless longer—research shows that having quick access to housing with supports produces better long-term outcomes and is less costly. • Neither sobriety nor active engagement with mental health services are compulsory conditions for people to gain access to housing with supports. Research supports that problematic substance use and mental health are likely to improve once in housing, and that people who are housed first will stay housed longer than those expected to get treatment or access mental health assistance as a pre -condition to being housed. • Street outreach and day services can focus increasingly on directly housing people rather than having homeless people work through a continuum of services first. People do not need to move from the street or day center to a shelter, from a shelter to transitional housing, and from transitional housing into permanent housing. People can move directly into permanent housing when provided the right supports relative to their needs. Supplementing the current network of service delivery agents with additional professional development opportunities, as well as making more professionals available to assist with behavioral health and intensive case management. PAGE ( 2 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 Carefully and respectfully considering the barriers that are in place that make it difficult for often very vulnerable and marginalized persons from accessing services because of the likes of behavior, substance use, criminal record, or propensity for violence. From the increased awareness of barriers, service delivery needs to focus more on reducing risks and providing emotional and physical safety to everyone instead of barring services to some people. Realizing the opportunities to improve the lives of people who arc homeless, decrease costs associated with homelessness, leverage strengths of service providers, and provide a more efficient and effective Housing Crisis Response System, means working hard to implement actions across four strategic priorities. These strategic priorities and associated goals are: I. Build a Systems Approach to Ending Homelessness With Clear Leadership & Accountability Goal: Create a "systems of care" approach to ending homelessness with public and private systems working collaboratively, with clear leadership and accountability. II. Enhance the Crisis Response System Goal: Create an effective crisis response system that works to divert people from homelessness when appropriate, and rapidly returns people experiencing a housing crisis back into housing. III. Increase Access to Appropriate Housing Options Goal: Increase access to market and permanent supportive housing sufficient to rapidly re -house homeless individuals, families, and youth, as well as meet the housing and support needs of individuals and families with higher acuity. IV. Ensure That Needs of Special Populations Are Met Goal: Create a comprehensive array of services and housing for the needs of special populations, including the subpopulations of unaccompanied youth, veterans, rough -sleeping chronically homeless people, and families. Getting to the desired future state of a highly effective homeless service delivery system where these strategic priorities are met will come with appropriate professional development and training for those that labor in the homeless delivery sector. These professional development opportunities need to be made available to volunteers and paid staff within service organizations. Furthermore, additional professionals to assist frontline volunteers and workers in the field will be of great assistance in seeing results with the strategic priorities. Virginia Beach has considerable strengths that can be leveraged to make the changes necessary to improve the Housing Crisis Response System. The improvements recommended in this report do not constitute "throwing the baby out with the bath water". Instead, the process of making improvements to the Housing Crisis Response System builds upon decades of hard work and lessons learned, existing partnerships, a strong record of developing housing, and an understanding of the needs of subpopulations like youth, single parent, female -led families and veterans. PAGE ( 3 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 This report is not a list of "nice to haves" for the Virginia Beach homeless services continuum. Through thoughtful analysis, the report attempts to maximize existing resources by using them in new ways or redirecting their focus. There is no expectation that millions of dollars in new funds will suddenly appear to realize the improvements in the Housing Crisis Response System. The dominant approach to service delivery in Virginia Beach is not currently geared towards helping all homeless people gain quick access to housing. For example, over time, programs in shelters have been developed that provide sober -living arrangements, access to employment training and education and life -skills classes. This programming has created two unintended consequences: 1) vulnerable people who use alcohol or other drugs are left disconnected from shelter services and predominately live outdoors; and, 2) people who gain access to a shelter with this intensive amount of programming stay homeless for a longer period of time. No homeless and housing service delivery can change overnight. Attempts to do so would be far too disruptive to the homeless people that the services aim to assist and to the many organizations, staff and volunteers that provide the assistance. As a compendium to this document, there is an Implementation Plan which outlines the sequence of activities necessary to realize the changes outlined for the Housing Crisis Response System. Improvements to the Housing Crisis Response System come with considerable accountability. A series of metrics are outlined in this report that will help track the intended changes to the service delivery system. The metrics also provide a blueprint for what the community can expect to achieve related to the HEARTH Act performance indicators. Overall, by following the recommended improvements to the Housing Crisis Response System, Virginia Beach can expect to see: • Reductions in the number of homeless people sleeping outside • More chronically homeless people accessing housing with the supports they need to stay housed • A reduction in the number of unique individuals accessing shelter each year • More permanent supportive housing for those individuals and families that have more complex needs and require a higher level of support to stay housed • More homeless veterans accessing the resources • Fewer people becoming homeless and fewer people experiencing repeated episodes of homelessness in the future • Homeless and disconnected youth better connected to services that can resolve their housing crisis Decreased length of time a household spends in a homeless shelter More people diverted from shelter services back to friends and family in their natural support network Achieving these results requires shared accountability across the community. Achieving these results is not something a Continuum of Care, funder, City Government, faith -group or service provider can do on their own. The collective will of the community will be required to make the improvements to the Housing Crisis Response System a reality. PAGE4 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 In summary, there are nine (9) overriding recommendations that have resulted from the Housing Crisis Response System Study. These are outlined in the table below and cross-referenced to the requirements of the HEARTH Act as well as to best practices in other communities. Virginia Beach Housing Crisis Response System (CRSS) Summary of Recommendations Recommendation HEARTH Act Requitement • Communities are required to organize services and offer services as a system rather than a collection of programs. Best Practice Re erence Additional Rationale See Endnote 7. 1. Create a system of care, with clear leadership and accountability. 2. Divert people from homelessness when appropriate and possible to do so. • Communities are expected to decrease first-time homelessness. See Endnotes 27, 28. 3. Orient shelters to short-term use that focus on getting people out of shelter and into housing. • A reduction in length of time homeless is expected. Cost benefit and service outcomes of housing orientation — Endnotes 17, 22, 23, 24, 25, 26. 4. Implement coordinated access and common assessment across the service delivery system, using evidence, and focusing on those with the most acute needs first. • Coordinated access and common assessment is a requirement of the I-IEARTH Act. See Endnotes 14, 15. 5. Focus on housing access in all program areas, including street outreach, rather than a continuum approach. In addition, implement Housing First and Rapid Re -housing services • A reduction m length of time homeless and reductions in returns to homelessness, are both expected. See Endnotes 17, 22, 23, 24, 25, 26. 6. Enhance professional development opportunities and increase the number of professional resources available to help service providers. Without professional development opportunities, service providers are unlikely to successfully implement key HEARTH requirements like coordinated assessment, nor will the practice of Housing First and Rapid Re -Housing be as successful as the evidence suggests it can be. PAGE 1 5 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 �< 7. Recommendation Reduce barriers to service access especially as it relates to substance use, criminal record, propensity for violence, and/ or, behavior, as these are not proven, pre -determinants for success in housing. HEARTH Act Rego ment' Best Practice Reference/ Additional Rationale See Endnotes 17, 21, 22, 23, 24, 25, 26. 8. Address the service gaps experienced by subpopulations. Throughout the project the needs of some sub -populations emerged as more acute than others in the current service delivery framework. These included veterans, youth, families, and chronically homeless persons living outside. See Endnotes 1, 2, 3, 4 5. 9. Consider taking advantage of the opportunity to develop a Housing Resource Center (HRC) as part of the "system" approach to a complete housing solution that serves the needs of clients with the highest acuity through to prevention: those individuals and families at risk of losing their housing or precariously housed. Many of the Works Cited in this CRSS report invokes the need for a comprehensive "system" approach as a proven methodology to end homelessness in communities. See Endnotes 15, 16, 29. PAGE 6 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 ACISNOWX LEDGM ENTS This report was made possible because of the financial contribution of the Hampton Roads Community Foundation. The authors wish to thank City of Virginia Beach staff for providing access to data and information on homeless service delivery, both current and historic. The authors further wish to thank the non- profit service providers, faith -based groups, government officials, school employees, and others that provided input and perspectives related to this project. There were five meetings of the Guidance Committee during this project. The Guidance Committee is composed of the following people: Andrew M. Friedman, Director of Housing and Neighborhood Preservation, City of Virginia Beach • Tim McCarthy, Chair BEACH Community Partnership • Katrina Miller -Stevens, Assistant Professor, ODU • Sarah Paige Fuller, Former Director, Norfolk Office to End Homelessness, Director, Community Services Board • Bill Reid, COO, United Way of SHR • Shernita Bethea, Housing/Human Services Administrator, Hampton Roads Planning District Commission • Terry Jenkins, Community Leader • Suzanne Puryear, President, The Planning Council • Leigh Davis, Director, Hampton Roads Community Foundation The authors also presented an overview of the study to the Steering Committee members: • Louis Jones, Vice Mayor, City of Virginia Beach • Dr. Deborah DiCroce, President & CEO, Hampton Roads Community Foundation • John Malbon, Board Member, Hampton Roads Community Foundation We appreciate the guidance and feedback provided by both the Guidance Committee and the Steering Committee. In a very special and heartfelt way, the authors also wish to express tremendous gratitude to the 81 people experiencing homelessness that were interviewed for this study. The voice of these individuals, unfiltered through others, is exceptionally valuable input into how best to improve the Housing Crisis Response System in Virginia Beach. PAGE 1 7 HOUSING CRISIS RESPONSE SYSTEM STUDY APRIL 16, 2013 AUTIIORSIIIP This report was authored by OrgCode Consulting, Inc. Research, analysis, writing, interviewing, fact - checking, editing and community engagement was undertaken by: • Iain De Jong, President & CEO • John Whitesell, COO & Founding Partner • Ali Ryder, Planning Associate Lead • Gwen Potter -King, Planning Associate • Kieran Williams, Planning Associate • Pawel Nurzynski, Planning Associate An outline of the approach to engagement with community members used by the authors in the preparation of this report is outlined in Appendix A: Approach to Engagement. PAGE 8 APPENDIX 3: WEBSITE RESOURCES 2013 Virginia Beach Point -in -Time Count www.vbgov.com/2013-PIT-Count BEACH www.beach-cp.org Federal Strategic Plan to Prevent and End Homelessness www.usich.gov/opening doors/ Virginia Beach Department of Housing and Neighborhood Preservation www.vbgov.com/government/departments/housing-neighborhood-preservation Virginia Coalition to End Homelessness www.viceh.org National Alliance to End Homelessness www.naeh.org VIRGINIA BEACH STRATEGIC PLAN TO END HOMELESSNESS Page 34 1 A RESOLUTION TO SUPPORT THE CITY'S 2 APPLICATIONS FOR THE FY 2014-15 VIRGINIA 3 DEPARTMENT OF TRANSPORTATION (VDOT) 4 TRANSPORTATION ALTERNATIVES PROGRAM 5 6 WHEREAS, the City of Virginia Beach is eligible to submit applications through 7 the Virginia Department of Transportation Fiscal Year 2014-15 Transportation 8 Alternatives Program providing pedestrian and bicycle facilities; and 9 10 WHEREAS, the City can request 80% of the project cost, up to $1,000,000, in 11 federal pass-through funding and must provide the remaining 20% local match for each 12 project; and 13 14 WHEREAS, the City's has identified five high-priority projects as candidates for 15 this funding. 16 17 NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF 18 VIRGINIA BEACH, VIRGINIA: 19 20 1. That the City of Virginia Beach City Council hereby supports the following 21 applications totaling $3,107,080, with $2,485,664 in federal funding and the remaining 22 $621,416 in local funds. 23 24 a. A total of $670,000 for the Buckner Boulevard Shared -Use Path, with 25 $536,000 from federal funds and $134,000 in local funds. 26 b. A total of $1,179,080 for the Shore Drive Shoulder Widening form On - 27 Road Bike Facilities, with $943,264 in federal funds and $235,816 in local 28 funds. 29 c. A total of $415,000 for the Greenwell Road Shared -Use Path/Sidewalk, 30 with $332,000 in federal funds and $83,000 in local funds. 31 d. A total of $538,000 for the Cypress Avenue and Mediterranean Avenue 32 Sidewalks, with $430,400 in federal funds and $107,600 in local funds. 33 e. A total of $305,000 for the Kendall Street Sidewalk, with $244,000 in 34 federal funds and $61,000 in local funds. 35 36 2. That the required matching funds will be provided from within capital 37 project appropriations -to -date. 38 39 3. That the City Manager is hereby authorized to execute on behalf of the 40 City of Virginia Beach all necessary project agreements for project development and 41 construction. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October , 2013. I APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: Budget and Management Services CA12809 R-2 October 10, 2013 -32 - Item -V-I.4 ORDINANCES/RESOLUTIONS ITEM #63233 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Ordinance to AUTHORIZE and ACCEPT a Dedication of Lake Christopher Homes Association (HOA) property on Lynnhaven Parkway near the intersection of Stewart Drive DISTRICT 6 - BEACH Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 1 AN ORDINANCE TO AUTHORIZE THE ACCEPTANCE 2 OF A DEDICATION OF 0.658 ACRES OF PROPERTY 3 LOCATED ON LYNHHAVEN PARKWAY NEAR THE 4 INTERSECTIN OF STEWART DRIVE (GPIN: 1465-53- 5 3133), IN FEE SIMPLE FROM THE LAKE 6 CHRISTOPHER HOMES ASSOCIATION 7 8 WHEREAS, Lake Christopher Homes Association (the "HOA") owns 0.658 +/- acres 9 of property located on Lynnhaven Parkway, near the intersection of Stewart Drive (the 10 "Property"); 11 12 WHEREAS, the HOA, has offered to dedicate the Property to the City of Virginia 13 Beach; and 14 15 WHEREAS, the Department of Parks and Recreation has determined that the 16 Property will further the recreational needs of the City and that the Property will remain as 17 open space. 18 19 NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF 20 VIRGINIA BEACH, VIRGINIA: 21 22 1. That the City Council authorizes the acceptance of the dedication of 23 the Property by the Lake Christopher Homes Association to the City of Virginia Beach by 24 Deed of Dedication. 25 26 2. That the City Manager or his designee is authorized to execute all 27 documents that may be necessary or appropriate in connection with accepting the 28 dedication of the Property, so long as such documents are acceptable to the City Manager 29 and in a form deemed satisfactory by the City Attorney. 30 31 Adopted by the Council of the City of Virginia Beach, Virginia, on the 22nd day of 32 October 2013. CA12745 PREPARED: October 7, 2013 R-1 \\vbgov.com\dfs 1 \applications\citylawprod\cycom32\wpdocs\d026\p016\00089331.doc APPROVED AS TO CONTENT APPROVED AS TO LEGAL SUFFICIENCY AND FORM (111F'-.aSo, LIC WORKS/REAL ESTATE CIT TO NE 1 -33 - Item -V-I.5 ORDINANCES/RESOLUTIONS ITEM #63234 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Ordinance to DONATE four (4) boats (excess City property) to the Sister Cities Association of Virginia Beach, Inc., (SCA VB) for the City of Olongapo, Philippines Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 REQUESTED BY COUNCILMEMBER WOOD 1 AN ORDINANCE TO DONATE FOUR BOATS TO THE 2 SISTER CITIES ASSOCIATION OF VIRGINIA BEACH, 3 INC., FOR THE CITY OF OLONGAPO, PHILIPPINES 4 5 WHEREAS, the Sister Cities Association of Virginia Beach, Inc., seeks to foster 6 international understanding, friendship, and cooperation through the forging of 7 continuing relationships and the promotion of people -to -people exchanges between 8 Virginia Beach and its sister cities; and 9 10 WHEREAS, the City of Olongapo, Philippines, is currently a "friendship city," 11 which is a step in the process toward becoming a sister city; and 12 13 WHEREAS, the City of Virginia Beach has identified four boats that it is in the 14 process of replacing; and 15 16 WHEREAS, the City of Olongapo is willing to undertake any needed repairs 17 required by the four boats; and 18 19 WHEREAS, the transport of the boats will be a partnership between 20 Commonwealth of Virginia, through Delegate Villanueva, the U.S. State Department, 21 and the Ambassador of the Philippines; 22 23 NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF 24 VIRGINIA BEACH, VIRGINIA: 25 26 That four boats — a Boston Whaler, 2 Rigid -Hulled Inflatable Boats, and a Dredge 27 Skiff — are hereby donated to the Sister Cities Association of Virginia Beach, Inc., for the 28 City of Olongapo, Philippines. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October , 2013. APPROVED AS TO LEGAL SUFFICIENCY: CA12813 R-1 October 11, 2013 I 2007 Mercury Rib Boat Model DR490 H u I I# PTVALC0499 D707 With 1998 Mercury 50HP Model 50ELPTO Serial # 0G674279 1987 Long Trailer Vin# 1LGAEAM12H1D02495 Estimated Value $6000 1995 17' Hurricane Model 500 HuII#XDC53340J495 With 2003 Mercury 75HP Serial # 0T733231 2009 EZLoader Trailer Model EZL9OB Vin# 1ZEAAEKBX9A001433 Estimated Value $6500 1996 Boston Whaler 24' Justice Hull # BWCLA057E696 Twin 2003 225 Mercury Optimax outboards Serial numbers OT818039 Model ME225XL OT818038 Model ME225CXL 1996 Magic Tilt Trailer Model TMCV2224 Vin# 1MSDLPW28T1087511 Estimated Value of $12500 2004 Polarkraft 18' Model MV1896 HuII# PLRS5493K304 Boat does not have trailer or engine. Estimated Value of $100 -34 - Item -V-I.6 ORDINANCES/RESOLUTIONS ITEM #63235 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Ordinance to GRANT a Franchise Agreement to Scrambled, Inc. re an Open Air Cafe Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 I 1 AN ORDINANCE GRANTING A FRANCHISE 2 AGREEMENT TO SCRAMBLED, INC. FOR AN OPEN 3 AIR CAFE IN THE RESORT AREA 4 5 WHEREAS, by resolution adopted November 15, 1985, City Council authorized 6 the City Manager to promulgate Open Air Cafe Regulations, which have been amended 7 from time to time, for the operation of open air cafes on public property; and 8 9 WHEREAS, the regulations originally prohibited sidewalk cafes on Atlantic 10 Avenue between 15th and 24th streets; and 11 12 WHEREAS, Council adopted a resolution on March 23, 2004 establishing a pilot 13 program to allow, on an experimental basis, open air cafes on Atlantic Avenue between 14 20th and 23rd Streets; and 15 16 WHEREAS, based upon the success of the pilot program, Council adopted an 17 ordinance on March 8, 2005 authorizing sidewalk cafes on Atlantic Avenue between 18 15th and 24th Streets; and 19 20 WHEREAS, the City Council has traditionally granted initial franchises for one - 21 year terms; and 22 23 WHEREAS, if an open air cafe is successfully operated during the initial one - 24 year term, the franchisee may return to Council and request a five-year franchise 25 agreement; and 26 27 WHEREAS, Scrambled, Inc., is seeking a one-year franchise agreement for an 28 Atlantic Avenue Sidewalk Cafe at 910 Atlantic Avenue; and 29 30 WHEREAS, the franchise agreement will expire on April 30, 2014, so as to be 31 consistent with other franchise agreements awarded by the City; and 32 33 WHEREAS, the Strategic Growth Area Office recommends that the above - 34 named entity be granted an open air cafe franchise agreement. 35 36 NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF 37 VIRGINIA BEACH: 38 39 That the City Council hereby grants a one-year franchise agreement to 40 Scrambled, Inc., for operation of an Atlantic Avenue Sidewalk Cafe. Adopted by the City Council of Virginia Beach, Virginia on this 22nd day of October , 2013. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: fi.,,C _.__ d-e‘i-e6‘ Strategic Growth Area Office City Attorney's Office -35 - Item -V-I.7a/b/c/d/e/f/g/h/i/j ORDINANCES/RESOLUTIONS ITEM #63236 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council ADOPTED, BY CONSENT, Ordinance to ACCEPT and APPROPRIATE: a. $10 -Million State funding from the Virginia Department of Transportation (VDOT) re Centerville Turnpike -Phase II roadway enhancements b. $1,195,154 — Federal Emergency Management Agency (FEMA) funds re Virginia Task Force 2 Urban Search and Rescue Team c. $ 383,200 — Hazard Mitigation Grant Funds re Auxiliary Power Program - Sewer Pump Stations d. $ 176,635 — Office of the Virginia Attorney General re Crisis Intervention Team Training e. $ 74,960 — Edward Byrne/Juvenile Assistance Grant (JAG) re Human Services Full -Time Clinician f. $ 55,000 — Southern Virginia Internet Crimes Against Children (ICAC) to Police re internet crimes against children g• $ 45,000 — Department of Homeland Security (DHS) re electronic systems in Police Patrol Vessels h. $ 11,819 - Virginia Land Conservation Foundation to Planning re Conservation Easements i. $1,300,000 — Tourism Advertising Program Special Revenue re advertising and marketing $ 13,500 — Maritime Forest Trust Fund to Planning and Community Development re Piot Live Oak Program Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE STATE 2 FUNDING FROM THE VIRGINIA DEPARTMENT OF 3 TRANSPORTATION TO CIP 2-409 — CENTERVILLE 4 TURNPIKE — PHASE II TO PROVIDE ROADWAY 5 ENHANCEMENTS 6 7 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 8 VIRGINIA: 9 10 That $10,000,000 is hereby accepted from the Virginia Department of 11 Transportation Revenue Sharing Program and appropriated to Capital Project # 2-409, 12 "Centerville Turnpike — Phase II," to provide construction of a four -lane divided roadway, 13 intersection improvements, sidewalk enhancements and on -street bicycle facilities. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: (R/v-- )).1. Budget and Management Services CA12810 R-2 October 10, 2013 APPROVED AS TO LEGAL SUFFICIENCY: City £ t +'ey' Office llilplliillININ Jilh .�mnonuim�nur., 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE 2 FUNDS FROM FEMA FOR THE CONTINUED 3 OPERATION OF THE VIRGINIA TASK FORCE 2 4 URBAN SEARCH AND RESCUE TEAM AND TO 5 APPROVE 2.25 GRANT FUNDED FTES 6 7 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 8 VIRGINIA: 9 10 1) Funds are hereby accepted from the U.S. Department of Homeland Security, 11 Federal Emergency Management Agency for the FY 2013-14/2014-15 12 Cooperative Agreement Grant for continued operation of the Virginia Task 13 Force 2 Urban Search and Rescue Team in the amount of $1,195,154, and 14 appropriated, with estimated federal revenues increased accordingly to the 15 FY 2013-14 Operating Budget of the Fire Department. 16 17 2) That 2.25 positions, including one full-time position (Account Clerk) and two 18 part-time positions (Training Manager and Logistics Manager totaling 1.25 19 FTE'S), are approved in the FY 2013-14 Operating Budget of the Fire 20 Department, provided, however, that these positions are conditioned upon 21 continued grant funding for the duration of the grant. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October , 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: Budget and Management Se CA12806 R-2 October 10, 2013 ices - Ci Atto ey'.: •ffice 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE 2 HAZARD MITIGATION GRANT FUNDS TO CAPITAL 3 IMPROVEMENT PROJECT #6-501, AUXILIARY POWER 4 PROGRAM -SEWER PUMP STATIONS — PHASE 111 5 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 6 VIRGINIA: 7 8 1. That $287,400 in federal pass-through funding from the Federal Emergency 9 Management Agency is hereby accepted and appropriated, with federal 10 revenue increased accordingly, to CIP #6-501, Auxiliary Power Program - 11 Sewer Pump Stations — Phase III; 12 13 2. That $47,900 in State funding from the Virginia Department of Emergency 14 Management is hereby accepted and appropriated, with State revenue 15 increased accordingly, to CIP #6-501; and 16 17 3. That the required local match of $47,900 shall be provided from existing 18 funding within CIP #6-501. Adopted by the Council of the City of Virginia Beach, Virginia, on the of October , 2013. 22ndday Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: Budget and Man. gement Services CityOffice CA12808 R-2 October 10, 2013 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE ASSET 2 FORFEITURE EQUITABLE SHARING FUNDS FROM THE 3 OFFICE OF THE ATTORNEY GENERAL OF VIRGINIA FOR 4 CRISIS INTERVENTION TEAM TRAINING EVENTS 5 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 6 VIRGINIA: 7 8 That $176,635 is hereby accepted from the Virginia Office of the Attorney General 9 and appropriated, with estimated revenue increased accordingly, to the FY 2013-14 10 Operating Budget of the Police Department for multiple Crisis Intervention Training events 11 and related costs. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: Budget and Management Service CA12800 R-2 October 10, 2013 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE 2 GRANT FUNDS FROM THE EDWARD BYRNE/JUVENILE 3 ASSISTANCE GRANT (JAG) (SEX OFFENDER 4 TREATMENT PROGRAM) TO THE DEPARTMENT OF 5 HUMAN SERVICES AND TO AUTHORIZE ONE GRANT - 6 FUNDED FTE 7 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 8 VIRGINIA: 9 1. That $67,465 is hereby accepted from the Virginia Department of Criminal 10 Justice Services and appropriated with estimated state revenue increased 11 accordingly to the FY 2013-14 Operating Budget of the Department of 12 Human Services for a Sex Offender Treatment Program; and 13 14 2. That $7,495 is hereby transferred within FY 2013-14 Operating Budget of the 15 Department Human Services to provide a local match; and 16 17 3. That 1.0 FTE (grant -funded Clinician III) is approved in the FY 2013-14 18 Operating Budget of the Department of Human Services, provided, that this 19 position is conditioned upon continued grant funding. Adopted by the Council of the City of Virginia Beach, Virginia on the 2 2nd day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: Budget and Management Se ices City , • •ffice CA12803 R-3 October 11, 2013 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE GRANT 2 FUNDS FOR THE PURCHASE OF EQUIPMENT, OVERTIME, 3 AND TRAVEL AND TRAINING TO ENHANCE EFFORTS TO 4 ADDRESS INTERNET CRIMES AGAINST CHILDREN 5 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 6 VIRGINIA THAT: 7 $55,000 is hereby accepted from the Virginia Department of Criminal Justices 8 Services via the Bedford County Sheriff's Office and appropriated, with estimated state 9 revenues increased accordingly, to the FY 2013-14 Operating Budget of the Police 10 Department to provide equipment, overtime pay, and specialized training and related travel 11 to the Police Department, which will enhance efforts to address internet crimes against 12 children. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: /71 Budget and Management Se ices CA12804 R-2 October 10, 2013 City ffice 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE GRANT 2 FUNDS AND TO TRANSFER FUNDS FOR THE 3 REPLACEMENT OF ELECTRONIC SYSTEMS IN THREE 4 POLICE MARINE PATROL VESSELS 5 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 6 VIRGINIA THAT: 7 1. $45,000 is hereby accepted from the Department of Homeland Security and 8 appropriated, with estimated federal revenues increased accordingly, to the FY 9 2013-14 Operating Budget of the Police Department to purchase replacement 10 electronic systems for three Marine Patrol Unit vessels that will enhance the 11 response capabilities of the Marine Unit; and 12 13 2. $15,000 is hereby transferred from the General Fund Reserve for Contingencies to 14 the FY 2013-14 Operating Budget of the Police Department to provide the local 15 grant match; and 16 17 3. The equipment purchased with these grant funds is not guaranteed to be replaced 18 by the City of Virginia Beach. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APP' • ED AS TO LEGAL SUFFICIENCY: 1 CVL '1 Budget and Management Servi CA12802 R-2 October 10, 2013 7-1 rney's Office 1 AN ORDINANCE TO ACCEPT AND APPROPRIATE 2 FUNDS FROM THE VIRGINIA LAND CONSERVATION 3 FOUNDATION TO PARTIALLY REIMBURSE THE COST 4 OF MONITORING AND ENFORCING DONATED 5 CONSERVATION EASEMENTS 6 7 WHEREAS, the Commonwealth of Virginia's Land Conservation Foundation has 8 awarded $11,819.75 to the City of Virginia Beach to help support monitoring and 9 enforcement of the conservation and preservation purposes of donated land interests. 10 11 NOW THEREFORE BE IT ORDAINED BY THE COUNCIL OF THE CITY OF 12 VIRGINIA BEACH, VIRGINIA: 13 14 That $11,819 is hereby accepted from the Commonwealth of Virginia's Land 15 Conservation Foundation and appropriated with estimated state revenue increased 16 accordingly to the Planning Department's Operating Budget to help reimburse the cost 17 of monitoring and enforcing donated conservation easements. Adopted by the Council of the City of Virginia Beach, Virginia on the 22nd day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: Q7c,j Budget and Management Service CA12805 R-2 October 10, 2013 APPROVED AS TO LEGAL SUFFICIENCY: 1 AN ORDINANCE TO APPROPRIATE $1,300,000 2 FROM THE FUND BALANCE OF THE TOURISM 3 ADVERTISING PROGRAM SPECIAL REVENUE 4 FUND TO THE CONVENTION AND VISITORS 5 BUREAU FOR ADVERTISING AND MARKETING 6 EFFORTS 7 8 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 9 VIRGINIA: 10 11 That $1,300,000 from the Fund Balance of the Tourism Advertising Program 12 Special Revenue Fund is hereby appropriated, with estimated revenue increased 13 accordingly, to the FY 2013-14 Operating Budget of the Convention and Visitors Bureau 14 for advertising and marketing efforts. 22nd Adopted by the Council of the City of Virginia Beach, Virginia on the day of October 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: Budget and Management Servi es City. ney',s-Office CA12793 R-1 September 25, 2013 1 AN ORDINANCE TO APPROPRIATE FUNDING TO EXPAND 2 THE PILOT LIVE OAK PROGRAM 3 BE IT ORDAINED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, 4 VIRGINIA: 5 6 That $13,500 is hereby appropriated from the Maritime Forest Trust Fund to the FY 7 2013-14 Operating Budget of the Department of Planning and Community Development to 8 expand the Pilot Live Oak Program. Adopted by the Council of the City of Virginia Beach, Virginia, on the 22nd day of October , 2013. Requires an affirmative vote by a majority of all of the members of City Council. APPROVED AS TO CONTENT: APPROVED AS TO LEGAL SUFFICIENCY: w\‘ 6,(; Budget and Management Service CA12807 R-2 October 10, 2013 Item -V-J PLANNING -36- ITEM #63237 1. FIVE MILE STRETCH ASSOCIATES, LLC CONDITIONAL CHANGE OF ZONING October 22, 2013 -37 - Item -V-J.1 PLANNING ITEM #63238 Upon motion by Vice Mayor Jones, seconded by Councilman Dyer, City Council DEFERRED INDEFINATELY, BY CONSENT, Application of FIVE MILE STRETCH ASSOCIATES, LLC for a Conditional Change of Zoning from AG-1/AG-2 Agricultural to Conditional R -5D Residential (PD -H2 Planned Unit Development Overlay) re dwellings in the 2800 to 2900 Block of Princess Anne Road (Deferred August 27, 2013) DISTRICT 7 — PRINCESS ANNE Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 -38 - ITEM VI -L APPOINTMENTS ITEM #63239 BY CONSENSUS, City Council RESCHEDULED the following APPOINTMENTS: CHESAPEAKE BAY PRESERVATION AREA BOARD COMMUNITY SERVICES BOARD HISTORIC PRESERVATION COMMISSION MINORITY BUSINESS COUNCIL PENDLETON PROJECT MANAGEMENT BOARD PLANNING COMMISSION RESORT ADVISORY COMMISSION SENIOR SERVICES OF SOUTHEASTERN VIRGINIA — SEVAMP October 22, 2013 -39 - ITEM VI -L APPOINTMENTS ITEM #63240 Upon NOMINATION by Vice Mayor Jones, City Council APPOINTED: EMILY STEINHILBER (ENVIRONMENTAL CONSULTANT) One Year Term - 10/23/2013 —10/31/2014 GREEN RIBBON COMMITTEE Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 -40- ITEM VI -L APPOINTMENTS ITEM #63241 Upon NOMINATION by Vice Mayor Jones, City Council APPOINTED: GINNY Z. COHEN Unexpired Term Ending 08/31/2015 PARKS AND RECREATION COMMISSION Voting: 11-0 Council Members Voting Aye: Glenn R. Davis, William R. "Bill" DeSteph, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, John D. Moss, Amelia N. Ross - Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, James L. Wood and Rosemary Wilson Council Members Voting Nay: None Council Members Absent: None October 22, 2013 -41 - Item -V-M ADJOURNMENT ITEM #63242 Mayor William D. Sessoms, Jr., DECLARED the City Council Meeting ADJOURNED at 6:17P.M. inanda Finley -Barn , CMC Chief Deputy City Clerk th Hodges Fr City Clerk ser, MMC William D. Sessoms, Jr. Mayor City of Virginia Beach Virginia October 22, 2013