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HomeMy WebLinkAboutOCTOBER 13, 2015 WORKSHOP MINUTES CITY OF VIRGINIA BEACH "COMMUNITY FOR A LIFETIME" ,1141A-B „ CITY COUNCIL o4.4 '00 MAYOR WILLIAM D.SESSOMS,JR.,At-Large VICE MAYOR LOUIS R.JONES,Bayside-District 4 j I„ \ :, 9 M.BENJAMIN DAVENPORT At Large ROBERT M.DYER,Centerville-District I ?i BARBARA M.HENLEY,Princess Anne-District 7 *,f "` SHANNON DS KANE,Rose Hall-District 3 °' oux a•„°° JOHN D.MOSS,At-Large AMELIA N.ROSS-HAMMOND,Kempsville-District 2 JOHN E.UHRIN,Beach-District 6 ROSEMARY WILSON,At-Large JAMES L.WOOD,Lvnnhaven-District 5 CITY HALL BUILDING 2401 COURTHOUSE DRIVE CITY COUNCIL APPOINTEES VIRGINIA BEACH, VIRGINIA 23456-8005 CITY MANAGER-JAMES K.SPORE PHONE:(757)385-4303 CITYATTORNEY- MARK D.STILES FAX(757)385-5669 CITY ASSESSOR- JERALD D.BANAGAN E-MAIL:ctycncl@vbgov.com CITY AUDITOR- LYNDON S.REMIAS CITY CLERK- RUTH HODGES FRASER,MMC CITY COUNCIL WORKSHOP AGENDA 13 October 2015 MAYOR WILLIAM D. SESSOMS,JR. PRESIDING I. CITY MANAGER'S BRIEFINGS - Conference Room - 4:00 PM A SELECTED CRIME STATISTICS AND TRENDS James Cervera, Police Chief B. GROUP HOME LOCATIONAL FACTORS Barry Frankenfield, Interim Planning Director Karen Lasley, Planning and Community Development C. CURRENT STATUS OF ROADWAY FUNDING Phil Pullen, Public Works D. HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE Warren Harris, Economic Development I -1- �j14G�ABFA;�1 'c',? >,:. VIRGINIA BEACH CITY COUNCIL Virginia Beach, Virginia October 13, 2015 Mayor William D. Sessoms, Jr., called to order the CITY COUNCIL'S WORKSHOP in the City Council Conference Room, Tuesday, October 13, 2015, at 4:00 P.M. Council Members Present: M. Benjamin Davenport, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, Shannon DS Kane, John D. Moss, Amelia N. Ross-Hammond, Mayor William D. Sessoms, Jr., John E. Uhrin, Rosemary Wilson and James L. Wood Council Members Absent: None October 13, 2015 -2- ADD ON UPDATE ON INFORMATION REGARDING CITY MANAGER RECRUITMENT 4:00 P.M. Mayor Sessoms distributed a copy of information regarding the City Manager Recruitment, which is attached hereto and made a part of this record. Mayor Sessoms stated a lot of hard work has gone into putting this packet together and asked City Council to take the time to go through the information for future discussion. October 13, 2015 City Manager Recruitment Three forums were provided to gain input from employees and/or citizens • Six Employee Focus Groups • Four Town Hall Meetings • Virtual Town Hall • Your package includes: Summary from each forum, as well as individual statements Common themes of talents/qualities from employee focus groups,town hall meetings and virtual town hall • Integrity(ethical, honest and fair) • Visionary • Collaborator • Good communicator • Engages with employees • Engages with citizens • Good steward/fiscally responsible/has financial prowess City Manager Recruitment Input Process • Employee Focus Groups (September 11 - October 2, 2015) • Citizen Town Hall Meetings (September 16 - 24, 2015) • Virtual Town Hall (September 10 - 30, 2015) • One-on-One City Council Member Meetings with Consultant Sample Advertising Sites • International City/County Managers Association (ICMA) • Virginia Municipal League (VML) • Virginia Association of Counties (VACo) • National League of Cities (NLC) • Govtjobs.com • American Society for Public Administration (ASPA)/ Public Service Careers • National Forum for Black Public Administrators (NFBPA) • International Hispanic Network (IHN) • Alumni sites of eleven (11) universities/colleges with strong public administration programs geared toward local government, including Harvard - Kennedy School, University of North Carolina - Chapel Hill, Syracuse University- Maxwell, and University of Virginia- Frank Batten School of Leadership Application Close Date: November 10, 2015 Initial Interviews - Early December Offer Made - By December 31, 2015 Department of Human Resources,October 2015 CITY OF VIRGINIA BEACH, VIRGINIA CITY MANAGER y> (r e CCC 'i ,*.'''%.*''',* irrilr 'Jq�1 i*41,04,4‘,„0 �`�: 1. ys7 M>14 The City of Virginia Beach, Virginia (450,980), a prominent, strategically located, independent city located in southeastern Virginia, invites applications from highly skilled candidates to serve as the City's next City Manager. The City operates under a charter which establishes the City as a Council-Manager form of government, with the City Manager serving as the Chief Administrative and Executive Officer. Virginia Beach's Manager provides leadership and representation for all day to day matters and issues related to Virginia Beach's city government in addition to planning, directing,managing and reviewing all activities and operations of the City and ensuring services and programs are provided efficiently and effectively. The City provides a full range of services to its residents and visitors and operates with a Fiscal Year 2015-2016 budget of $1.8 billion and employs over 6,900 staff. Competitive candidates will possess a bachelor's degree in business, public administration or related field, with a master's degree preferred; strong public sector management background gained in a complex city or urban organization; hold an ICMA Credentialed Manager designation or be eligible to become credentialed within a reasonable period of time; and hold eight(8)to ten(10)years of experience as a senior executive in a full-service local government, at least five (5) of which must have been as a Manager or Deputy in an environment comparable to the City of Virginia Beach. Specific skills and experience possessed by strong candidates will include high personal integrity, ethical behavior, fiscal stewardship, creativity, commitment to working cooperatively with the Mayor and Council, ability to lead an experienced professional management team, mastery of policy issues facing municipalities in Virginia, transparency in dealing with all issues, and strong verbal communication and writing abilities. Successful candidates are expected to be experienced in working in a diverse and evolving urban environment with a strong tourism, industrial and military influence; progressive thinkers who display initiative and creativity; and, have an understanding of the political dynamics of a growing community while remaining apolitical in framing recommendations and making decisions. A full profile describing the City and the City Manager's position may be found at http://www.vbgov.com or on haps://waters-company.recruitmenthome.com/postings/629. The City offers a salary which is competitive in the region and is negotiable based on the chosen candidate's qualifications and experience. Also available is an excellent benefits package which includes participation in the Virginia Retirement System, vacation and sick leave, medical, dental and vision insurance, tuition reimbursement, professional dues and conference expenses. Relocation expenses may be negotiated with the City. The application deadline for the position is November 10, 2015. To be considered, please submit your cover letter, résumé with salary history, and five professional references online at https://waters- companylecruitmenthome.com. Following the filing date, résumés will be screened by Waters & Company based on the criteria established by the City of Virginia Beach. The City will review recommended candidates who most closely meet the established criteria and finalists should be interviewed in Virginia Beach in early December 2015. It is the goal of the City Council to have a new City Manager appointed by the close of the 2015 calendar year. For more information,please contact John Anzivino at richmond@,waters-company.com. The City of Virginia Beach is an Equal Opportunity Employer. Women and minorities are encouraged to apply. ..4",,,i ' " ,f "'` ., � ' iii'AV amil t 1 1 • - 1 The City of ..,.. .. Virginia _____________ Beach , welcomes applications for the position of nrrnr!! 1,1!u . ;n ' — ' '7' - — . ';:iiiii•-' 1 . City •"f \ : 4,{M* , * .', • - 1/;44, 1 •-E1 ' k N} ----________ _ ___ _ _ _ __ _ ___ _ ___ Manager ___ _---__ ______ To be considered, please submit a 4 ir cover letter, resume with salary history and five (5) professional references by "~ 4a, visiting Waters & Company Executive 41,1-. in Vit, Recruitment (WCER) website at https://waters- xnpany.recruitmenthomc.cots./. Application Deadline: November 10, 2015 ji #` P I . �) \V C I Waters & Company ' ;;, ,.. A Orr I"OP-4(nrr n ry 2111111i , INN The City of Virginia Beach The Community Located on the southeastern tip of Virginia and bordered by "° the Chesapeake Bay and Atlantic Ocean, the City of Virginia Beach is a growing community, steeped in history and focused on the future. With a population of 450,980 (2014), Virginia Beach is the largest city in Virginia and is the hub of the thriving Virginia Beach MSA, with a population of 1,714,475. The City encompasses 310 square miles of land and water and is also considered the 39th largest City in the nation. Rated as "One of America's 5o Best Cities" by Bloomberg Businessweek, Virginia Beach nurtures a blend of attractions, people and industry that provides for a unique coastal living experience. In addition, the City recently was recognized by Forbes Magazine as a growing "millennial boomtown" with many millennials flocking to the area for education, employment and the high quality of life offered within the I .,,. e. community. • The City has played a role in many periods throughout the nation's history, with the explorer John Smith landing on its 4. beaches in 1607 before heading to Jamestown. By 1781, the area now known as Virginia Beach, previously named Princess Anne County, was the site of a Revolutionary War baffle that ensured the capture of General Cornwallis. By the late i800s, the Cape Henry Lighthouse was constructed; becoming the first federally-funded project of its kind, and today it remains an attraction for tourists. Virginia Beach became an independent city in 1952 and in 1963 was consolidated with the remainder of Princess Anne County. Today, the City's nearly 451,000 citizens represent a growingly more diverse population, with a distribution of 67.1% White, 19.3% Black, 7.7% Hispanic or Latino, 6.6% Asian and 4.4% representing two or more races. With over 38 miles of beaches and 8o miles of scenic waterways, the City offers a natural landscape with significant diversity. It includes opportunities for citizens and visitors to experience well-planned suburban neighborhoods, well- r preserved rural areas and a growing and increasingly more ° f urban core and downtown area. The City of Virginia Beach remains a premier location in the United States to start a family, find a job, open a business or retire, and consistently attracts people from across the world to join in a unique community that offers a high quality of life, high caliber employment opportunities, excellent schools and outstanding +t ?+R .; „� municipal services. Local Economy The economy in Virginia Beach is driven by the well-educated, tech-savvy workforce that chooses to be employed in the City. The City's economy is showcased in the City's key and growing City of Virginia Beach,Virginia W&Y C I Waters&Company 1 Executive Recruitment—City Manager A Spnngsteo Company 111 base of business representing advanced manufacturing, li biomedical and life sciences, information services and defense, which make up a large portion of the City's workforce. Currently, 20 internationally based firms have .' .`•"- - 44, „7 ,, their U.S. or North American headquarters in Virginia s q 1ti Beach, including STIHL, Inc., Busch, Hermes, Kettler and IMS Gear. STIHL, Inc. is considered to be one of the e. I largest private employers in the City, employing more than - 2,000 workers in its one million square foot facility. Other I ` major employers include the Joint Expeditionary Base "' Little Creek-Ft. Story, Sentara Healthcare, the Naval Air " '. Station Oceana-Dam Neck military base, General Growth "` - ,� = q a Properties and GEICO. The unemployment rate in the City .: .. is currently 4.4%, which is below the state and national x ; '1 4 averages. Educational Opportunities � �`' "1 , The City of Virginia Beach is classified as one of the 1 ‘ nation's most literate cities by the Huffington Post and . , Central Connecticut State University, boasting an 88.5% on-time graduation rate for high school students and by achieving a 92% rate of graduating high school students continuing their education. Virginia Beach City Public Schools provide 56 elementary, 1.3 middle and 12 high schools to over 68,000 students. In addition, there are two prestigious Governor's schools situated within the City. The Governor's School for the Arts and the Governor's STEM Academy for Engineering, Marketing and Information Technology Studies each offer advanced high school programs to high performing students. 1 r Numerous institutions for higher education are , - 1 ' ,l , F' located in and around the City, with major -,•, '� frt.� J � ' . '1r, , universities and colleges such as Old Dominion . ° ' , ` , �, IS; University, Regent University, Norfolk State ' f University, Hampton University and Virginia , :' " 7 � . 'N,, 4c.Wesleyan College enrolling thousands of areastudents. In addition, Tidewater Community College ,~- has five campuses within the area offering associate i.{ '; t 440, , ` ,,}-- degrees and certificate programs and is fully . /accredited by the state. 7biii'' - Medical Care ., r.. i World class health care is readilyavailable in Virginia , g �����t, �_ t Beach, with several hospitals and medical centers located within the City and throughout the region. �.---.:4,` f. a 410.-- The largest health care provider in the area, Sentara , ' 11,i.„"'&'''''.A. Healthcare, operates 6 outpatient facilities and 7 3 acute-care hospitals, including Sentara Norfolk V,° ' ". NGeneral - ranked one of the best cardiac facilities in ,, `,, :. the world. In addition, the Children's Hospital of The s . King's Daughters, a free-standing, full-service pediatric hospital, is located in the region and is the only one of its kind in Virginia. City of Virginia Beach,Virginia IWaters&Company 2 Executive Recruitment—City Manager C 4 Springsted Company I r 4i/.; w ^* h ti" i ,: .W4.2' * n x If 4 f ' . s * s . E n ..,,... Recreation �� I -- y.,.,,�-- Due to its location and proximity to the oceanfront and its coastal location, recreation .. ,.. and leisure activities within the City are diverse " i ` - and wide-ranging. Centered along the oceanfront +'"" = k�, *, : ,F, '�� is the City's 3-mile Boardwalk. Constructed in " r * . . 1888, and undergoing continuous improvement :' • ;: ' " . ' k - by the City, the Boardwalk and adjacent areas '' have been named one of the Top 113 Public -. '`, Spaces in America by National Geographic. The - .- / __../ _. I 1 } area is the location for many festivals, concerts °stn , ,, , �,� and displays including Neptune's Festival, the ' 1, t Rock & Roll Half Marathon, and a drivable holiday lights display. The City provides and manages a total of 255 community parks in addition to five public-owned golf courses and nearly 200 tennis courts. A unique amenity the City provides is first class community recreation centers, with 7 centers located throughout the City. Each center is equipped with indoor swimming pools, weight rooms, ,--.; 7 . , -- work out equipment, racquetball courts, indoor ,. mi, ': ,, playgrounds and game rooms; all of which are available ' ;"` - r for a minimal annual cost of just $83 for adults. For i those seeking more passive recreation, the City is home to two (2) state parks and a national wildlife refuge. "-0 � „, . - i . Leisure and Entertainment Virginia Beach also provides a range of shopping and dining experiences, a quality showcased in the rapidly I expanding Town Center, a 17-block urban shopping, ".3 dining, business and residential area that is quickly ;'*4%. /', Ni becoming known as a destination shopping favorite. •k t"> bs Closer to the oceanfront are The Shops at Hilltop, `t ` . ..-1.,..;:4- - .,,. - ' complete with a village-like shopping area and the City's resort area with numerous dining options. Virginia Beach is also a City that promotes the performing arts and its cultural heritage. The Sandler Center for Performing Arts, located in Town Center, offers theater performances, musicals, educational programs and family entertainment shows in its 1,300-seat auditorium. Other attractions include the Virginia Museum of Contemporary Art, the Virginia Beach Symphony, the Virginia Aquarium and Marine Science Center, Ocean Breeze Water Park and Cape Henry Lighthouse and Park. Living in the City also provides residents with unique access to the U.S. Navy through the Oceana Naval Air Station, accommodating visitors with the jet observation area and free air shows through daily flights at the base. The City also has a 95,000 square foot central library complex, an innovative facility with a computer room, adult learning collection and an extensive offering of children's programs. Nine additional library branches are operated by the City as well. Transportation Located just three and a half hours from the nation's capital, Virginia Beach is just a day's drive from two thirds of the country's population. The City has the advantage of a prime and strategic geographic location and takes advantage of an improving transportation network through its City of Virginia Beach,Virginia ( Waters&Company 3 Executive Recruitment—City Manager C ss' A Spr ngstel Company II y � u ,A focus on achieving results and outcomes based on agreed upon, well-established goals and priorities established by the City Council. • The successful candidate will also have a history of understanding and demonstrating the positive value of developing and maintaining effective relationships that includes availability and accessibility to the public,business community, staff and elected officials. Candidates should also demonstrate a commitment to embracing innovation and encouraging cross-functional partnerships to achieve creative outcomes and positive results. Position Qualifications: ❖ Eight to io years of experience as a senior executive in a full-service local government, at least 5 of which must have been as a Manager or Deputy, in an environment comparable to the City of Virginia Beach, preferably within an organization that maintained a AAA financial rating. • A master's degree in business, public administration or related field is preferred; with a bachelor's degree required. «:• ICMA Credentialed Manager or eligibility to become credentialed within a short time preferred. ❖ Experience in working in a diverse and evolving urban environment with a strong tourism, industrial and military influence. ❖ The ability to listen to, and work with, an engaged, independent-thinking governing body, citizenry and staff to effect successful outcomes. Required Leadership Traits and Skills ❖ Honesty and integrity, a strong ethical and moral base evidenced by courage, sound judgment, decisiveness, motivation and dedication. ❖ Knowledge and mastery of policy issues facing municipalities in Virginia and nationally. ❖ Commitment to working cooperatively with the Mayor and City Council, City staff,boards and commissions, citizens,businesses and advisory groups. ❖ Ability to develop a vision and lead a strong, experienced professional management team; and to both delegate authority and accept responsibility. ❖ Transparent and open in dealing with all issues. Flexibility as conditions change and new approaches are needed. • Strong steward of public funds and creative in leveraging the City's resources. • Ability to understand the dynamics of politics within a growing community while remaining apolitical in framing recommendations and making decisions. •3 Ability to listen carefully with strong verbal communication, public speaking and writing skills; with the ability to explain complex issues. ❖ Understanding of the value and contributions of volunteerism in delivery of services to the community. ❖ A progressive thinker who displays initiative and creativity with the ability to retain Virginia Beach's leadership position as a community in delivering high-quality services to its residents and businesses. City of Virginia Beach,Virginia W 5 Executive Recruitment—City Manager C I Waters&Company A Springsted Company ... ... ,., .��� �`.c.,r ....��,.,..,. .-r,.�.,. a'��r; �' .,..1`•�'. ,.";�s"� s�,, 777,,, ''' �`.a:"a-:��''..`s. ``.;u* ..x,. roads and the use of the nearby ports of Hampton Roads. The City has direct access to Interstate 64 and Interstate 264, which runs from the oceanfront and continues through Norfolk and Portsmouth, bringing travelers to the Hampton Roads Beltway. The City is a strong advocate for extension of high speed passenger service to Hampton Roads from Richmond and the extension of light rail is currently under discussion. Light rail service, if approved, would initially extend from the Newtown Road station in Norfolk to Virginia Beach Town Center. A Council vote is anticipated in spring 2017 and, if approved, passenger service is planned to be available in winter 2019. Air travel is provided by Norfolk International Airport, located 17 miles from Virginia Beach and Newport News-Williamsburg International Airport, located 42 miles from the City, each offering many domestic and international flights daily. In addition, the City is within close proximity to various Ports of Virginia, with the closest being Virginia International Gateway, set just 24 miles from Virginia Beach. Other ports of entry within a short distance include Norfolk and Newport News. City of Virginia Beach Government Virginia Beach is governed under the Council-Manager form of government, with the Council serving as the legislative body of City government. The City Council is comprised of a Mayor and ten council members who serve four year staggered terms, with elections occurring in even- numbered years. The Mayor and three Council members are elected at-large and the remaining seven Council members are elected from each of the seven districts in the City. The City Council serves as the City's legislative body and is responsible for a wide range of actions including approval of all ordinances, establishing City policies, adopting the City's annual budget and appointing the City Manager, City Attorney, City Clerk, Real Estate Assessor and City Auditor. Virginia Beach is a `full-service' city with a wide range of program offerings available to its citizens, businesses and visitors. For a description of the City's services please visit the City's web page at http://www.vbgov.com. The city holds a "AAA" bond rating from all three major agencies, Moody's, Standard & Poor's and Fitch, a coveted honor few entities throughout the nation possess. For Fiscal Year 2015-2016, the City employs over 6,900 full and part-time staff and is operating with a budget of$1.8 billion, which provides funding for over 1,400 police officers and firefighters, 83 schools, io libraries, 7 recreation centers and many other departments. The City Manager's Position Under the direction of the Mayor and City Council, the City Manager serves as Chief Administrative and Executive Officer for the City, providing leadership and representation for all day to day matters and issues related to Virginia Beach's city government. The City Manager is responsible for planning, directing, managing and reviewing all activities and operations of the City and ensuring services and programs are provided efficiently and effectively. Key Qualities and Experience ❖ The ideal candidate will possess high personal integrity and demonstrated ethical behavior with a proven record of leadership, fiscal stewardship and accomplishment in a public sector environment that has experienced opportunities and challenges presented by steady growth in development, population and demand for services. ❖ In addition, the candidate will have successfully served in an organization with a council- manager form of government, or have a clear understanding of the council-manager form of government and have demonstrated skills in prioritizion of projects and resources while communicating ideas, issues and results on a timely basis. This will also include a City of Virginia Beach,Virginia IWaters Company 4 Executive Recruitment—City Manager C A Spnngsted Company ... eT .. Major Issues and Challenges Facing the New Manager •:• Major Project Development and Implementation. The City is currently engaged in discussions concerning extension of light rail, development of an arena and is committed to numerous other public-private and City financed capital projects. The new City Manager will be tasked with serving as a direct and active participant in many of these projects due to their complexity and potential impact on the City and ensuring the City receives the maximum potential benefit from individual projects over the long-term. ❖ Redevelopment and Infill Development. The City of Virginia Beach,while continuing to grow, is challenged with the need to redevelop key areas of the community while tastefully fostering infill development in existing neighborhoods. The new City Manager, working with the Mayor, Council and the community, will be tasked with identifying redevelopment and infill opportunities and ensuring that presented opportunities result in a maximum benefit to the community. ❖ Maintaining Customer Service Standards. The new manager will need to become part of the customer service driven environment that is the City of Virginia Beach, which will include encouraging and building upon an open, accountable organization that holds true to its values in serving citizens with transparency and honesty. Compensation and Benefits The City offers a salary that is competitive in the region and is negotiable based on the chosen candidate's qualifications and experience. Also available is an excellent benefits package that includes participation in the Virginia Retirement System, personal leave, medical, dental and vision insurance, tuition reimbursement, professional dues and conference expenses. Relocation expenses may be negotiated with the City. Application and Selection Process The application deadline for the position is November 10, 2015. To be considered, please submit your cover letter, resume with salary history, and five professional references online at https://waters-company.recruitmenthome.com. Following the filing date, resumes will be screened by Waters & Company based on the criteria established by the City of Virginia Beach. The City will review recommended candidates who most closely meet the established criteria and finalists should be interviewed in Virginia Beach in early December 2015. It is the goal of the City Council to have a new City Manager appointed by the close of the 2015 calendar year. For more information,please contact John Anzivino at richmondc waters-colmpafly,c m• 1-> L:-. 5) ci. Sr 14. ' - 04Its , S of ova ak-00,S W The City of Virginia Beach is an Equal Opportunity Employer c City of Virginia Beach,Virginia ( Waters&Company6 Executive Recruitment—City Manager TT TT A springsted Company H z City of Virginia B each iitt, 'e'er_ a car 04 4.S OF OUR NASO5 VBgov.com WILLIAM D.SESSOMS,JR. MUNICIPAL CENTER MAYOR BUILDING 1 2401 COURTHOUSE DRIVE VIRGINIA BEACH,VA 23456-9000 (757)385-4581 October 13, 2015FAX(757)385-5699 yV5ESSOMS(V600V.COM The Honorable William D. Sessoms, Jr. Members of City Council Dear Council Members: As part of our recruitment process to ensure we hire the most qualified individual as our next City Manager, we chose to gain input from citizens and employees. I facilitated six employee focus groups, and you held four Town Hall meetings. We also gained feedback online via Virtual Town Hall. Input from all of these forums is attached. The employee focus groups were coordinated by Human Resources and occurred between September 11 and October 2, 2015. One group was held specifically for Directors/Constitutional Officers/Appointed Officials. For the remaining five sessions, all employees were made aware of the opportunity for 100 of them to provide input. Nearly 185 employees were interested in participating. Human Resources randomly chose 20 employees for each group to keep the discussions manageable. A total of 96 employees provided input, which was captured by Human Resources. Town Hall meetings were held between September 16 and September 24, 2015. Our recruiting consultant, Waters & Company (a Springsted Company), facilitated these meetings and captured input. A total of approximately 100 citizens attended. Virtual Town Hall was open September 10 to September 30, 2015. Sixty-eight comments were provided. These input opportunities were communicated via news release, Facebook, VBgov.com, Twitter, Nextdoor, as well as emails to civic leagues and business groups. The attached information provides 1) a summary page and themes from all employee focus groups, analyzed by Human Resources; the Town Hall meetings, analyzed by the consultant; and Virtual Town Hall, analyzed by the Communications Office; and 2) all comments captured at each employee focus group, Town Hall district meetings, and Virtual Town Hall. I'm very grateful to all citizens and employees who participated. Their input will be extremely beneficial in helping us select another outstanding City Manager. I encourage each of us to keep this input close at hand as we conduct our interviews. Sincerely, • //,‘ ,/,/ 4076 ----- William D. Sessoms, Jr. Mayor I I I Summaries and Themes from Employee Focus Groups, Citizen Town Hall Meetings and Virtual Town Hall Combined Input from New City Manager Employee Focus Groups 96 employees provided input—29 departments/offices represented—368 comments provided Facilitated by Mayor Sessoms—Recorded/themes by HR/Member Communications Held September 11 through October 2,2015 "What talents & qualities should a City Manager have to make him or her successful?" "Which of these qualities are the most important?Choose your top 3" Top 3 talents/qualities from all 6 groups(highest to lowest votes)—duplicates were combined • Visionary—connects dots/follows through—carries out holistic vision—sells and communicates vision • Good communicator—high level of communication—excellent communication skills (speaking/listening) • High level of integrity • Diplomat, leader; inspirational leader • Fiscally responsible/savvy • Strong decision-making skills • Experience with previous municipality • Private sector experience • Politically savvy but not political • Employee benefits-minded • Collaborator • Engages with employees (such as via Member Advisory Committee & Member Survey) • Environmentally focused Top 3 talents/qualities from each group (highest to lowest votes) 9/11/15 (Directors/Constitutional Officers/Appointed Officials) • High level of integrity • Good communicator • Collaborator 9/15/15 • High level of communication (all levels) • Visionary—connects dots/follows through • High level of integrity—personal conviction 9/22/15 • Diplomat, leader • Strong decision-making skills • Experience with previous municipality(tie) • Private sector experience (tie) • Visionary(tie) 9/23/15 • Integrity • Sells and communicates vision • Excellent communication skills (speaking and listening) 9/30/15 • Fiscally responsible/savvy • Visionary • Politically savvy but not political 10/2/15 • Employee benefits (minded) • Engages with employees (such as via Member Advisory Committee & Member Survey) • Environmentally focused (tie) • Inspirational leader(tie) • Great communicator(tie) • Carries out holistic vision/visionary(tie) Themes from all six groups for "What past experiences or professional background should he or she have?" • Planning&economic development experience/urban development—short-term and long-term • Has worked for a City with a population/workforce/budget our size or larger • Industry seasoned—has worked with state/federal agencies, schools, private sector, and the military • Regionalism—local/national/international experience/perspective • Has had continuous education/professional development • Involved in/works within community—gets to know community • Transportation experience (urban, multimodal) • Successful/proven track record at major project development and completion • Has overcome obstacles (i.e., aging infrastructure, tough economic times, crisis/disasters) • Coastal city/tourism experience • Sound financial/budgeting background • Agricultural experience • Strategic/action planning experience Summary of Citizen Meetings The following analysis reflects overall themes of responses received from citizens of Virginia Beach when asked the same questions in each of the four (4) citizen meetings held in the City. Below you will find each question posed to City residents followed by the most common responses we recorded from the citizen meetings. Question 1: What leadership qualities would you like to see in the next City Manager? • A visionary who is on the `cutting edge' and is long-term focused in terms of setting and reaching goals • A team-oriented individual who is encouraging and motivates staff • An ethical, honest and fair individual who is appreciative of diversity and the positive contribution it brings to an organization • A facilitator who is open to collaboration, forges new working relationships, fosters existing relationships and brings innovation Question 2: The next City Manager must have a proven record of exceptional customer service. What are your expectations for customer service? • Openness and transparency in delivery of information to citizens • Empowering and encouraging to staff members in a manner which creates a work environment that fosters continuous communication between City departments • Technology centered in terms of delivery of information to citizens; Remain on the `cutting edge' in terms of communication outlets (virtual town halls, email, phone calls) • Focused on maintaining the high quality customer service standards that are already in place in the City Question 3: The City of Virginia Beach values civic engagement. What interpersonal and community building skills would you like to see in the next City Manager? • An individual who is engaged with City staff as well as the Mayor and Council and the residents of the City • Active and visible participant with civic associations and visible in the community • Places importance in keeping the community engaged and involved in major City processes such as the budget process and neighborhood issues (re-zonings and land-use issues, City projects, etc.) i 4 • A steward of public resources who can collaborate with other organizations, leverage resources and work toward efficiently revitalizing the City's existing infrastructure • An individual who understands the importance of the relationships between the City Manager, Mayor and Council and the School Board; and who places a focus on public education and possesses existing experience in working with a school system As in most municipal queries, (focus groups, town hall meetings), we received a broad range of responses to the questions raised. However, it appears that the City of Virginia Beach and the participating citizens care greatly for the major points noted above, each of which were raised in all four (4) meetings. It appears the citizens are looking for an individual who is an engaged leader, who has a vision and a commitment to the City, long term, and who can focus on maintaining what they believe to be a well-balanced community, while leveraging resources to ensure Virginia Beach remains vibrant as the City moves into the future. I I i II Picking a New City Manager for the City of Virginia Beach Virtual Town Hall Response Summary A Visionary • Someone with a visionary approach as to where we as a city are going and how are we going to get there • Work with the Mayor and Council to make things better • Do what's best for citizens and community Personal Qualities/Traits • Strong leadership and managerial skills o High level of confidence • Ability to analyze complex issues —solve or make recommendations • Good people skills — a people person • Effective problem solver • Effective communicator—convey important issues in an understandable manner • Be more accessible to the public the City Manager serves • Financial prowess o Good financial management skills o Fiscally conservative • Tech savvy • Proficient doing own research to become knowledgeable about topics on hand • Passionate • Honest • Reliable • Trustworthy • Compassionate • Moral • Upright • Sense of integrity and fairness • Humility • Sense of humor, especially about himself • Willingness to accept responsibility for anything that goes wrong while sharing credit for when things go right • Family-oriented individual • Build a foundation for a well-run organization • No political ties • Independent of relationships with "higher powers" (developers, etc.) Experience with: • Similar size/scope of city • Infrastructure, seaside location o Coastal flooding, sea level rising —disaster preparedness • Tourism • Military community o Supporter, former military Quality of Life and City Services • Passionate about all amenities VB has to over and its rich history • Expand and maintain the many amenities available to citizens likes parks and rec center • Work to develop sports and recreation opportunities • Work closely School Board to help with VBCPS • Embraces and supports civic engagement Page 2— Virtual Town Hall Summary Response City of Virginia Beach Employees • Appreciation for full/part time employees who keep things running • Truly concerned for employees—working conditions, benefits, etc. o Think of them as people versus just a number on a report o Right-sizing organizations and refocus essential job functions • Care for employees as much as the citizens • Make a city job a worthwhile career again o Make VB the go to place for municipal jobs References to Specific Issues • Make VB more bike/pedestrian friendly o Safer roads and establish better walkways • Ecofriendly vision —environmental awareness o Preserve natural lands o More attention to litter and clean streets o Recycling • Removing traffic cameras at all traffic lights • Look out for homeowners not just businesses • Be able to own chickens • Overgrowth o Trees — blocking view at intersections o Grass on medians Appointed to Elected • Make City Manager position an elected position by citizens versus appointed by City Council • Provide 3 to 5 candidates through search for citizens to vote o Tenure limit of ten years with possibility of renewal o Annual review of City Manager in form of annual report Quotes • "Hire a woman ... women are able to budget money and plan for the future because we do it every day as mothers..." • "Find a clone of Jim Spore. He has been an outstanding manager." • "List Jim Spore's qualities on a sheet of paper and then use that as a guideline." • "Can't we just have Jim Spore cloned and be done with it?" Other • Misconception that Virginia Beach is a sanctuary city • High cost of living in this city • End support of arena, growth at the Oceanfront All Comments from Employee Focus Groups, Citizen Town Hall Meetings and Virtual Town Hall I 1I New City Manager Director Focus Group September 11, 2015 Advanced Technology Center, room H1170 1:30 p.m. to 2:30 p.m. What talents& qualities should a City Manager have to make him or her successful? Which of these qualities are the most important?Choose your top 3 • High level of integrity(5 votes) • Good communicator(4 votes) • Collaborator(4 votes) • Personally technologically savvy(3 votes) • Visionary but also gets "iron" out the door(3 votes) • Level-headed,thoughtful, non-reactionary(3 votes) • Embraces culture, has a broad sense of the City(3 votes) • A good relationship needed between the City Manager and Council and the City Manager and employees—not a lot of turmoil (2 votes) • Willing to listen, not threatened to listen (2 votes) • Maintains our core values first and foremost(2 votes) • Service delivery(2 votes) • Passionate (2 votes) • People focused—at all levels of our organization (2 votes) • Doesn't have a giant ego—should focus on our mission/goal—stays in background (1 vote) • Also gives support to Constitutional Offices—asks for their opinions(1 vote) • Not adversarial,works with City Auditor well,welcomes efficiencies (1 vote) • Realizes using volunteers is a good strategy to have (1 vote) • Transparent (1 vote) • We've had great growth and hope it continues (1 vote) • Should he/she have Director direct reports? • Loves this City! • Has everything that encompasses our strategic issue teams • Works with numerous groups across the City • Removes barriers • Realizing he/she has big shoes to fill • Being a risk taker(calculated risk) What past experiences or professional background should he or she have? • Good financial background • Has worked with state and federal agencies, Schools, military • Has experience working for a larger city(similar to Virginia Beach) as opposed to a smaller city • Planning background • Public sector experience • Redevelopment experience • Has an understanding dealing with employee associations/unions • Policy advocate and spokesperson, if needed—complements well the strengths and weaknesses of our Deputy City Managers • Doesn't have dogmatic beliefs • Performance=capability+attitude • Let's not lose our focus on the future—march together • Don't shoot from the hip—ensure completed staff work is done ■ Individual should be active at the national level ■ Involved in community—that type of lifestyle Mayor Sessoms facilitator;HR/Member Communications recorder II New City Manager Employee Focus Group September 15, 2015 Tidewater Community College—Student Center, Room K304 1:00 p.m. to 2:00 p.m. What talents& qualities should a City Manager have to make him or her successful? Which of these qualities are the most important?Choose your top 3 • High level of communication (all levels) (8 votes) • Visionary—connects dots—follows through (7 votes) • High level of integrity—personal conviction (4 votes) • Realistic view of future (3 votes) • Engages community(3 votes) • Relates to own people (2 votes) • Level-headed (2 votes) • Environmental steward/sustainability (2 votes) • Loyalty to community, citizens and employees (2 votes) • Preserves military partnership (2 votes) • Embraces diversity (1 vote) • Diplomatic skills (1 vote) • Humble—gives staff credit(1 vote) • Transparent(1 vote) • Good salesman (1 vote) • Articulate (1 vote) • Open to new technology(1 vote) • Big on partnerships (1 vote) • Winner's attitude (1 vote) • Knowledgeable about City of Virginia Beach (1 vote) • International & national perspective (1 vote) • Hires right staff • Divergent thinker • Positive—glass half-full • Will maintain open space • Follows through on everything • Passionate • Personable • Able to make unpopular choices • Appreciation of environmental culture • Someone with a presence—commands respect • World class leader What past experiences or professional background should he or she have? • Business and public service • Urban background • Military background • Economic development skills • At least 10 years' experience in a City(our size)that relies on tourism • Proven track record in development and leading teams • Understands systems approach • Experience in a coastal city • Workforce equal to ours(in size) ■ Vast/diverse experience of tourism,farming, etc. ■ Positive economic growth in past ■ Has overcome obstacles in past (i.e.aging infrastructure) ■ Local/national/international experience/perspective ■ Transportation background (urban, multimodal) ■ Not afraid to ask community to spend money ■ Maintaining citizens(i.e. elderly) ■ Experience with organizational structures ■ Education focus at all levels Mayor Sessoms facilitator; HR/Member Communications recorder New City Manager Employee Focus Group September 22,2015 Tidewater Community College—Student Center, Room K302 1:00 p.m. to 2:00 p.m. What talents& qualities should a City Manager have to make him or her successful? Which of these qualities are the most important?Choose your top 3 • Diplomat, leader(8 votes) • Strong decision-making skills(6 votes) • Experience with previous municipality(5 votes) • Private experience (5 votes) • Visionary(5 votes) • Engages community (3 votes) • Great communicator(3 votes) • Experience with military(2 votes) • Does what's best for the city(2 votes) • Sell, implement ideas, planning&financial abilities(2 votes) • Takes the long view—strategic view (2 votes) • Delegates, but not excessively (1 vote) • Open minded—not afraid to move forward on things(1 vote) • Learns from past, works for present, plans for future (1 vote) • Risk taker—making change with ROI (1 vote) • Managed large workforce—values all employees(1 vote) • Not punitive—win-win for all (1 vote) • Experience with a resort city • Knows how to brand a city • Used to volunteerism • Experience with city this size—willing to grow • Knows our culture • Learned from other cities • Motivator • Understands importance of technology • Fluid track record of sustainable workforce • Good listening skills(what's already here) • Fearless within reason • Good results of past work experience • Charisma What past experiences or professional background should he or she have? • Has managed large budget • Process improvements • Action planning • Economic development • Climate for business • Major projects completed • Experience as a facilitator • Experience with city our size or larger • Resiliency(economically, structurally) • Negotiator ■ Crisis management ■ Disaster management ■ Urban redevelopment ■ Experience working with other communities ■ Research and evaluation skills ■ Continuous education ■ Masters level education or recent experience ■ Fiscal responsibility ■ Keep current DCMs ■ Follow City's vision ■ Works within community—understanding of infrastructure ■ Stakeholder experience ■ Innovator—helps to bring young people here ■ Communicates well with Council ■ No "yes man/woman" ■ Experience working with volunteers ■ Demonstrates taxes are being used as planned ■ Has made it through tough economic times ■ Established longevity in previous jobs ■ Community experience—worked with community organizations(i.e. Boy Scouts) ■ Benefits/health care experience ■ Has managed growth ■ Can make tough decisions Mayor Sessoms facilitator; HR/Member Communications recorder New City Manager Employee Focus Group September 23,2015 Tidewater Community College—Student Center, Room K304 2:00 p.m. to 3:00 p.m. What talents& qualities should a City Manager have to make him or her successful? Which of these qualities are the most important?Choose your top 3 • Integrity(7 votes) • Sells and communicates vision (5 votes) • Excellent communication skills(speaking and listening) (4 votes) • Advocate for members of Virginia Beach (3 votes) • Strong financial capability (3 votes) • Values others—especially employees (2 votes) • Good balance between vision and reality(2 votes) • Passionate (2 votes) • Values technology(2 votes) • Progressive (2 votes) • Confidence and calmness(1 vote) • Collaborator(1 vote) • Good listener(1 vote) • Empathetic(1 vote) • Appreciates regionalism (1 vote) • Can see the big picture (1 vote) • Humility—doesn't feel threatened (1 vote) • Utilizes resources expertly(1 vote) • Creative problem solver(1 vote) • Leads by example (1 vote) • Loves the beach/City! (1 vote) • People person—approachable • Team builder • Upstanding manner • Strong diplomatic skills • Stands up for beliefs and what City needs • Willingness to compromise • Can bridge the gap • Valves diversity • Thinks outside the box • Hires good people/surrounds himself/herself with good people • Delegates • Inspires trust • Inspirational • Go getter • Transparent • Good steward What past experiences or professional background should he or she have? • Has managed city our size/similar budget • MPA a plus • Has paid his/her dues • Strong strategic planning and budgeting • Council/manager form of government experience • Breadth of experience in local government • Geographic diversity • Mature • Problem solver • Work experience with Jim Spore • Open door policy • Family oriented • Professional development • Industry seasoned (i.e. military, private, profit,tourism, etc.)/understands importance of tourism • Agriculture experience • Transportation experience • Will deal with parking issues • Public/private partnerships experience • Regionalism experience • Successful project development • Environmentally conscience • Planning experience—short-term & long term • Knowledge is broad about many topics • Knows area (Virginia Beach) Mayor Sessoms facilitator; HR/Member Communications recorder New City Manager Employee Focus Group September 30,2015 Advanced Technology Center—Room H170 2:00 p.m. to 3:00 p.m. What talents& qualities should a City Manager have to make him or her successful? Which of these qualities are the most important?Choose your top 3 • Fiscally responsible/savvy( 10 votes) • Visionary(6 votes) • Politically savvy but not political (4 votes) • Technologically savvy (3 votes) • Looks after employees (3 votes) • Vested in area/localism (3 votes) • Listens to employees (3 votes) • Inspirational (3 votes) • Provides equitable/predictable compensation (including Schools) (3 votes) • Supports regionalism (2 votes) • Understands environmental issues of community (2 votes) • Honest(2 votes) • Leads department heads but doesn't micromanage; partners w/Directors (2 votes) • Open communication with all without alienating anyone (1 vote) • Tells it like it is(1 vote) • Open minded with citizens and employees • Calm with grace under pressure (1 vote) • Accountable for own actions(1 vote) • Not afraid to go against grain (1 vote) • Improve at-risk neighborhoods(1 vote) • Supports all employees equally(1 vote) • Embraces change—sees it as opportunity(1 vote) • Personable (1 vote) • Media savvy(1 vote) • Speaks freely/openly to Council (1 vote) • Superior negotiator • Has employees' backs • Open door policy—welcomes suggestions • Collaborates with community and national level • Prioritizes what City needs • Customer service priority#1 • Patience to the needs of community • Sense of humor—doesn't take himself/herself too seriously • Looks at big pic before making decisions • Incorporates modern structure streamlining • Can work with all generations • Embraces out of box ideas especially with limited resources • Dedicated to City • Innovative • Trustworthy • Strategic • Creates culture of accountability and restores expectation of excellence • Doesn't try to reinvent the wheel • Workhorse • Positive work environment—teamwork, appreciation, etc. 1 11 ■ Advocates employee empowerment ■ Engages community and can project their needs ■ Courageous ■ Understands ordinances ■ Takes on challenges with transparency ■ Believes in climate change ■ Realizes they don't know it all What past experiences or professional background should he or she have? ■ Analytics background ■ Like-size cities experience ■ Hospitality experience ■ Can invest and diversify ■ Has worked with Schools in past ■ Military experience ■ Has higher education credentials ■ Public sector experience ■ Impeccable record (ethics) ■ Agriculture experience ■ Upward mobility ■ Planning experience ■ Economic development experience ■ Experience with volunteers ■ Understands legal environment ■ Strategic planning experience ■ Budgeting experience ■ Life-long learner ■ Year-round tourism experience ■ Business background ■ Coastal community experience ■ Human Services understanding ■ Experience with diverse population ■ Balance with non-coastal experience ■ Loves current city so this will spill over to here ■ Glass half-full philosophy ■ Can grow City of Virginia Beach ■ Preserves farmland/maintain green line ■ Keeps tradition alive ■ Understands purchase of development rights ■ Recruits biomedical industries ■ Collaboration experience that has led to change ■ Transportation experience ■ Experience implementing plans ■ Public/private partnerships experience ■ Has been transparent and will continue Mayor Sessoms facilitator; HR/Member Communications recorder New City Manager Employee Focus Group October 2,2015 Tidewater Community College Student Center—Room K304 1:00 p.m. to 2:00 p.m. What talents& qualities should a City Manager have to make him or her successful? Which of these qualities are the most important?Choose your top 3 • Employee benefits (minded) (4 votes) • Engaged with employees(like via Member Advisory Committee & Member Survey) (4 votes) • Environmentally focused (3 votes) • Inspirational leader(3 votes) • Great communicator(3 votes) • Carries out holistic vision/visionary(3 votes) • Knowledge of public safety&volunteers (2 votes) • Aligns performance measures with goals(2 votes) • Technology savvy(2 votes) • Listens to what citizens and employees want(2 votes) • Change agent (2 votes) • Fiscally responsible (2 votes) • Transparent(2 votes) • Regionalism advocate (2 votes) • Utilizes"human" resources around him or her(2 votes) • Big picture thinker(1 vote) • Confident decision maker(1 vote) • Commitment to make City better(1 vote) • Proactive approach (1 vote) • Strong mediation skills(1 vote) • Values City and what we have to offer(1 vote) • Good people person • Creates Citywide efficiencies • Forward-thinking • Approachable • Business like oriented • Sense of community • Hands-on at all levels • Health minded for community • Problem solver • Thinks through problems—completed staff work • Advocate for SOPs for all departments • Advocate for homeless • More initiatives for elderly,single parents, and youth (juvenile behavioral issues) • Shows initiative and drive • Helps to find our true identity • Advocate for 360°assessments • Encourages diversity with employees and citizens • Advocates job classification review • Maintains infrastructure • Detail oriented thinker • Advocates cross-training,training and development • Employee advocate • Supports hiring best employees(recruitment) ■ Candidness—to the point ■ Relaxed What past experiences or professional background should he or she have? ■ Tourism experience ■ Diverse background ■ Transportation experience ■ Development vs.open space balance ■ Business and public experience ■ Planning background ■ Business background ■ Successful municipal experience ■ Military experience ■ Process improvement/streamlining experience ■ Has successfully led organization in times of crisis ■ Loyalty/commitment to job ■ Diverse communicator ■ Private sector experience ■ Gets to know City ■ Financial experience (all level of incomes in community too) ■ Experience as City Manager closer to city our size ■ Agriculture experience (with tourism, coastal, etc.)—we are diverse ■ Sound financial background ■ Technologically proficient Mayor Sessoms facilitator;HR/Member Communications recorder II CITY OF VIRGINIA BEACH,VIRGINIA CITIZENS' MEETINGS: PREFERRED QUALITIES AND EXPECTATIONS FOR THE NEXT CITY MANAGER September 16, 2015: Central Library—Councilman Moss Approximately 20 participants 1. What leadership qualities would you like to see in the next City Manager: • Fund priorities • Live within means • CEO—possible private sector background • Looks at different ways to do business in the City • Fresh look at City government • Demonstrate problem solving in simple terms • Understand infrastructure • Employee of citizens, not just Council • Emphasis on providing core services to all regions of the City • Focus on public safety 2. The next City Manager must have a proven record of exceptional customer service.What are your expectations for customer service? • Communication • Interaction with all generations of citizens in the City • Apolitical/ethical standards • Urban building concerns • Public/private understanding • Understands use of technology • Understanding of the importance of City Schools 3. The City of Virginia Beach values civic engagement. What interpersonal and community building skills would you like to see in the next City manager? • Efficiency expert • Team leader • Visionary • Fiscally responsible with taxpayer's dollars • People skills 4. What do you love about the City of Virginia Beach? • Great place to live, raise children and receive an education • Volunteer abundance • Bay and ocean • Low crime rate • Large military presence • Caring and engaged citizenry • Community-centered population • Professional workforce • High quality of service • Recreational facilities (outdoor) • Diversity in population,gender and age CITY OF VIRGINIA BEACH,VIRGINIA CITIZENS' MEETINGS: PREFERRED QUALITIES AND EXPECTATIONS FOR THE NEXT CITY MANAGER • Diversified neighborhoods • Excess potable water • Raw land • Open minded population • Small business friendly and focused • One stop shopping • History of City formation • Redevelopment of neighborhoods September 17, 2015:Great Neck Recreation-Center Vice Mayor Jones, Councilmen Uhrin and Wood Approximately 15 participants 1. What leadership qualities would you like to see in the next City Manager: • Focus on neighborhoods/revitalization • Focus on meeting the needs of existing residents • Good listener/follow up • Accessibility to citizens • Good communicator • Visible to community(neighborhoods) • Relate to diversity(racial and age) • Build a leadership team representative of the community • Honest and fair • Treats others equally • Lead staff to provide equal quality of services to long term residents • Focus on public transportation improvement • Focus on balance/improvement of infrastructure • Strong morals/ethical concern • Focus on long term"best interests"of the City • Home/professional life on the same course • Courage to challenge governing body when they may be headed in wrong direction for City • Strong financial acumen • Leader • Stretch City dollars • Working with all aspects of the population • Facilitator • Reaches out to others • Partnerships • Continuous learning • Keeping City vision current • Former military experience • Can relate to the community • Experienced manager • Solid track record of success • Experience in community similar to Virginia Beach • Good role model to youth/residents of community • Active,visible, participatory • Brings new ideas 1 • CITY OF VIRGINIA BEACH,VIRGINIA CITIZENS' MEETINGS: PREFERRED QUALITIES AND EXPECTATIONS FOR THE NEXT CITY MANAGER 2. The next City Manager must have a proven record of exceptional customer service.What are your expectations for customer service? • Demonstrated abilities in working with school systems • Successful interactions • Knowledge of school system functions • Knowledge of how City departments operate • Provide support but not micromanage • Success in assessing/reviewing services and knowledge of costs/reviewing costs • Ability to set the tone for customer service • Quality and stewardship • Focus on equality for all districts in terms of services provided 3. The City of Virginia Beach values civic engagement. What interpersonal and community building skills would you like to see in the next City manager? • Transparency in operations • Engagement with community to foster citizen understanding • Balance in business acumen/community • Improved community communication • Relaying plans/projects to community • Visibility in community and with staff • Engage those who are satisfied with the City 4. What do you love about the City of Virginia Beach? • Geographic location • Infrastructure • High quality of life • Diverse community • Passionate population • Patriotic • Great neighborhoods/safe community • Growing community(populations, businesses,government staffing) • Economic vitality • Culture(arts, entertainment) • Academic opportunities • Recreational opportunities • Positive sense of volunteerism • Cutting edge City Departments • Stability in local government September 23, 2015:Kempsville High School-Councilmembers Davenport, Dyer,Kane and Ross-Hammond. Approximately 35 participants 1. What leadership qualities would you like to see in the next City Manager: • Empowering staff(not micromanaging) • Active participation in City • Communicating openly with City CITY OF VIRGINIA BEACH,VIRGINIA CITIZENS' MEETINGS: PREFERRED QUALITIES AND EXPECTATIONS FOR THE NEXT CITY MANAGER 2. The next City Manager must have a proven record of exceptional customer service.What are your expectations for customer service? • Fair and equitable problem resolution for all • Simplification of processes • Ability to delegate and follow up 3. The City of Virginia Beach values civic engagement. What interpersonal and community building skills would you like to see in the next City manager? • Civic engagement/involvement • Experience in redevelopment/infill • Guidance from City on preservation 4. What do you love about the City of Virginia Beach? • Great schools • Low crime rate • Vibrant arts/entertainment • Many recreational opportunities • Economic stability • Great amenities September 24, 2015:Municipal Center-Councilmember Henley Approximately 30 participants 1. What leadership qualities would you like to see in the next City Manager: • Familiar with Virginia City operations • Participant in regional activities • Engaged • Can relate to different groups • Honest/trustworthy • Encourages staff and the Executive leadership team • Long range thinker—visionary • Continuing learning and development 2. The next City Manager must have a proven record of exceptional customer service.What are your expectations for customer service? • "Get it done"attitude/approach • Open and transparent in delivery of information • Strategic thinker • Empathetic to citizens in all stages of life • Respectful of natural resources/habitat • Appreciates diversity at all levels • Building strong support system for vulnerable individuals • Remain responsive • Continue open door policy 11 CITY OF VIRGINIA BEACH,VIRGINIA CITIZENS' MEETINGS: PREFERRED QUALITIES AND EXPECTATIONS FOR THE NEXT CITY MANAGER • Meet efficiency needs • Maintain technological"cutting edge" • Transparent 3. The City of Virginia Beach values civic engagement. What interpersonal and community building skills would you like to see in the next City manager? • Bringing community together/not being impulsive • Importance of volunteerism in community • Experience revitalizing infrastructure • Public steward • Leverage resources • Collaboration with School Board/Superintendent • Maintain regional collaboration • Continuous citizen engagement(budget, neighborhoods) 4. What in your mind makes a good City Manager? • Community oriented • Medical/Rehabilitative facilities • Education systems • Gifted schools • Academies • Accessibility to staff/information • Open system with solid two way communication • Ease of access to diverse options in community • Rural areas,farms, "city"feel and beach all in one • Youth opportunities • Events that bring community together • Parks/recreation programs and facilities offered • Professional and committed City Council • Council members/City officials are visible in community • Community parks • Community support • Good relationship with local military • City is thriving and well-established • Sustainability of resources • Variety of youth activities s M 1 1 1 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager? What past experiences or professional background should he or she have? All Statements sorted chronologically As of October 6, 2015, 8:12 AM ort6741 A 8E4'81, ( ' >) Ai. s4b , , . ) 44, 11111:4* :: ' ''''' ,1:4 ' NI'#j 0.04400141 01)R 10.10° 4410 As with any public comment process, participation in Virtual Town Hall is voluntary. The statements in this record are not necessarily representative of the whole population, nor do they reflect the opinions of any government agency or elected officials. All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 I Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? Steve Patterson inside Lynnhaven (on forum) September 30, 2015, 3:13 PM The new city manager should have a focus on improving our quality of life from providing first rate city services to developing sports and recreation opportunities second to none. They should have tremendous people skills coupled with financial prowess. They should know how to take advantage of our seaside location and good relations with the local military. They should take a cue from progressive metropolitan areas and move to make Virginia Beach more bike and pedestrian friendly. Virginia Beach is a great place to live and we have a great mayor with vision to make things better. The city manager's job will be to work with the mayor and city council to move forward and make vision a reality. Name not available (unclaimed) September 30, 2015, 2:53 PM Key attributes to look for in next City Manager: must be an effective communicator who can interface with elected leaders, city employees, educators, civic groups and others with ease. Has to be able to convey important issues to all people in an understandable manner. Should display a high level of confidence in his/her abilities. Must share a vision with all on how to continue to move the City of Virginia Beach forward. Should possess a strong sense of financial responsibility in that the City Manager is the key person when it comes to budget preparation and administration. Should be one who takes visionary approach to the city's future--Where are we going and how do we get there? Should display a desire to expand and maintain the many amenities, parks and recreation centers that make Virginia Beach the family friendly place to live that it has become. As City Manager, that person should also have an appreciation for all the full and part-time city employees that keep this city running on a day to day basis. Must have experience in a city of comparable size so that they are familiar with the myriad of issues a City Manager must deal with. Should have the ability to analyze complex issues and solve or recommend action to be taken to elected leaders. Rick Elkins inside Lynnhaven (on forum) September 30, 2015, 2:36 PM First and foremost...fiscally conservative. A philosophical approach of doing more with less and not prone to a small population of vocal special interest groups looking after themselves and not the population's best interest. Competitive especially when working with surrounding cities who care nothing for the resort city. Very strong supporter of our most precious commodity, the military community and associated veterans. Does not ride a bike nor cares who does or who doesn't. Loves the water and recreational boating. Will have a beer or glass of wine with friends OR the city Treasurer to discuss business. Scott D Troy inside Lynnhaven (on forum) September 30, 2015, 10:22 AM I would like to see a city manager whose is a cyclist with priorities that include: education & enforcement of exisiting cycling laws for VB police, motorists and cyclists. We need to pay careful attention NOT to waste money building dangerous cycling infrastructure that makes travel more dangerous for motorists and cyclists, leading to more crashes, and is often a waste of our limited tax dollars. I advocate for edcuating everyone that All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 3 of"8 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? uses our roads - pedestrians, cyclists and motorists though mailer, emails and proper signage. Todd Solomon inside Lynnhaven (on forum) September 29, 2015, 5:12 PM Submitted by Todd Solomon, SDCC President - City Manager Qualities/Experience identified by members of the Shore Drive Community Coalition at their 9/28/15 General Meeting. • Supportive of Volunteer Rescue Squad • Experience with topics/items in VB Comprehensive Plan and be supportive of them • Needs to have Experience/Background in the following: o Sea Level Rise o Master Planning o Safety & Environmental Health o Dealing with Military • Should be or have been a City Manager of a large city • Should be coming from a tourism city/area • Familiar with the Dillon Rule • Embraces and supports Civic Engagement • Practices unbiased/impartial decision making • Embraces and supports Complete Streets concept • Should be a cyclist or commute by bike • Needs to understand and be willing to work on new initiatives/approaches regarding National Incident Management System (NIMS) and Disaster Preparedness • Good financial management skills. Come from a city that holds a AAA or better bond rating Name not available (unclaimed) September 29, 2015, 9:29 AM A City Manager needs to make the safety of the city's residents a very high priority. For all of those who may not know, Virginia Beach is a sanctuary city. I have NO PROBLEM with LEGAL immigration. I am married to a naturalized citizen, who came here, stood in line, waited, paid the fees, took the test, and received his citizenship legally. With all of the hue and cry lately about crimes committed by illegal immigrants in sanctuary cities, I think it's high time Virginia Beach got rid of that title. The City Manager needs to take a good, long look at what's going on in other sanctuary cities across America and make sure those things don't happen here. Name not available (unclaimed) September 28, 2015, 1:01 PM Stop the constitutionals from their "free-spending" of City funds without accountability nor integration with City policies and employment practices. Stop compression adjustments or build an appropriate pay plan that will prevent compression from occurring. Stop delivering the majority of scarce salary dollars to the highest serviced/paid employees within each job title. Name not available (unclaimed) September 27, 2015, 12:49 PM All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 4 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? This position like all council seats and Mayor should be elected by the people. I would like to see a City Manager that is going to do what is best for our citizens and our community, not what is best for the Mayor or city councils pet projects. (such as Light rail.) We need a City Manager that will work closely with the School Board to increase employee's salary to ensure the finest people working with our children, this includes the support staff who's pay scale has been put on hold for over the past 6 years. The school's systems Transportation Dept needs help buying new Busses for our children's safe travels to and from school. I would like to see a new City Manager that is not afraid to stand up against the higher powers to be and do what is best for the people of Virginia Beach. Fred Wurster inside Lynnhaven (on forum) September 25, 2015, 4:07 PM Qualities: Strong leadership and managerial skills. Creative and innovative thinker. Broad professional and life experience that brings new ideas and perspectives to city government. Familiarity with infrastructure needs to address coastal flooding associated with storm surges and sea level rise. Robert Wayler inside Princess Anne (on forum) September 25, 2015, 3:25 PM I would like to see a city manager that is truely concerned for the employees and their working conditions ie. benefits. As our insurance goes up / lose of paid lunch / leave policies changing (except for police and fire under the disguise of"they have a union and we can"t change them") What seperates great companies from everyone else is that they don't use the excuess of" that is what everyone else is doing so that is how we will operate". They always first and foremost take care of their employees... they understand that their MOST VALUABLE ASSET is their employee. Therfore they take care of them ie. insurance/benefits /leave. A happy employee will benefit a company 100 fold voluntarly and will be a positve spokes person for them. Treat them unfaily and they will become silent and only do their job and no more. The city of Va Beach is made up of citizens,business people, contractors etc., but the City of Virginia Beach is made up good and hard working individuals who are willing to go above and beyond if only treated fairly. Thank you Name not available (unclaimed) September 24, 2015, 4:12 PM As an employee and supervisor working for the City of Virginia Beach, I got feedback from my direct report employees and they say that they want a City Manager who cares as much about the employees as s/he does about the citizens. Employees have been getting by with less due to budget cuts, few (if any/or are offset by VRS) pay increases, increase in the cost of benefits and cost of living expenses, while the demands of job duties has increased significantly. Not taking care of employees will ultimately lead to a decrease in the quality and quantity of services for the community, which is a lose-lose for everyone. Brenda Walter inside Bayside (on forum) September 24, 2015, 9:28 AM All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 5 of 18 I I Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? I believe we need to hire a women in this position. I truly think that a women will be able to budget our money & plan our future so much better givent he fact we do this on a daily basis anyway as mothers, wives and independent career individuals. Name not available (unclaimed) September 24, 2015, 9:20 AM The new City Manager should be someone who thinks of the City employees as people instead of just a statistical number on a report. Name not available (unclaimed) September 21, 2015, 7:30 AM Someone that is ETHICAL, EDUCATED, OPEN MINDED, DIVERSIFIED IN CODES OF CONDUCTS, THE UNITED STATES BILL OF RIGHTS AND OUR CONSTITUTION AND CAN GET A HANDLE ON ANY AND ALL CONCERNS OF THIS CITY! Pilar Eteke inside Beach (on forum) September 20, 2015, 11:54 PM Hello, I'd like it to be someone who could implement these ideas- a city where families had sidewalks that ran across town and were safe places to stroll their children, ride bikes, and walk their dogs without fear of getting hit by cars. I'd like someone who has a progressive green and Eco friendly vision where it's not mostly about serving the developers and building on top of homeowners. I'd like to see someone who has integrity and fairness and balance in her or his decisions. I'd like the next city manager to remove all the unnecessary surveillance cameras at almost every intersection and now on our interstate every 30 seconds or so as you travel at 60 mph. I'd like to see someone who is moral and upright, who follows Christian based principles. Finally I'd like to have someone who has a proven track record of listening to and serving the citizens and not the corporate interests solely. Bruce Jenkins inside Kempsville (unverified) September 18, 2015, 3:47 PM One of the ideology for the new city mananger would be to put more emphasis on the overgrowth of the trees and the encroachment of bushes growing next to the roadways, blocking the views at intersections and creating a serious safety hazard. I have complained repeatedly to VB landscaping (Cindy Houser). But the old fall back statement was given to me that "No money is available". How much is a life worth? Thank you, Mr. B.E. Jenkins Abbie Basile inside Bayside (on forum) September 18, 2015, 12:43 PM All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 6 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? I moved here 18 months ago. I have lived in several other cities, big and small. I am very surprised at how behind the times Virginia Beach is when it comes to recycling, city codes, and other municipal matters. The new manager would likely face resistance but it would be great if the person was progressive and knowledgeable on trends that have been successfully implemented in other similarly sized cities. The candidate should also have experience with overseeing projects and a proven record of being accessible to the public. I'd like to see someone who is interested in and able to get this city moving forward and WORKING WITH the other municipalities in the area. Name not available (unclaimed) September 17, 2015, 2:52 PM We need a City Manager who cares about all employees. Who does not feel as if employees are just a number on a statistical chart. Who is a strong and fair leader and does not just follow the leader. Name not available (unclaimed) September 17, 2015, 2:44 PM They should be a people person. Have previous experience with all sorts of employees rather that just the executives at the top. They need to see employees as employees and not just a number on a statistical chart. They should be able to know that all actions taken by City Government impact all of us. But it is the lowest paid employees that it impacts the most. They should have strong leadership qualities rather than just being a follower or whishy washy. Virginia Fowler inside Princess Anne (on forum) September 16, 2015, 11:23 AM I would prefer the new City Manager be very analytical and possibly have a science or law background. The individual needs to be proficient in doing their own research and becoming knowledgeable about topics facing the city instead of taking consultants or department heads words for things. It would be good for the CM to have experience with right-sizing organizations and re-focusing them to essential functions not "nice-to-haves". The CM needs to have effective communication skills and be able to explain all factors considered in making decisions especially unpopular ones. I would like a CM that has some technology savvy and responds to their own email. Virginia Smith inside Beach (on forum) September 16, 2015, 9:34 AM A City manager that values the work of City employees and recognizes that they are the foundation for a well run organization. Leon Hedberg inside Bayside (on forum) September 14, 2015, 10:40 PM It would help if the next City Manager had some experience in governmental budgeting or finance. I believe that All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 7 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? would help give him or her a more comprehensive understanding of the impact of managerial decisions on the City's financial picture. Casandra Haymond inside Princess Anne (on forum) September 14, 2015, 5:27 PM As the business and management aspects are covered in almost every other remark, I would like to address a personal grief of mine. I would like a city manager that does not ignore the citizen's requests on matters that they do not deem important to themselves. I would personally like the option to appeal to a city official to own chickens and get my own fresh eggs. However, this request, along with others around the city, has been turned down and ignored multiple times. So, in an official, I would like availability of their attention with the ability to address things on a personal level. John Herzke inside Princess Anne (on forum) September 14, 2015, 10:27 AM The next City Manager (CM) should have a well-rounded background experience in working for cities of similar size and scope to Virginia Beach. Additionally, the CM should have extensive working relationships with the Federal Government, and in particular, working with military installations...since Virginia Beach has many such facilities (i.e., Fort Story, Dam Neck, OCEANA NAS, Little Creek, and military installations in nearby cities). Additionally, experience and expertise in dealing with similar situations to our mult-jurisdictions within this region are something a new CM will need to have background for such complex day-to-day coordination and colaboration efforts. In addition to well-rounded managerial capabilities, the CM should have considerable expertise in not only managing the daily operations of the City, but being able to have a good relationship with the employees. Understanding and being able to work with such a large number of diverse employees, is something that requires quite a bit of skill to not only get the work done each day, but to maintain a high level of morale and confidence by all employees. Without the positive support of the City's employees, the mission and goals of Virginia Beach will be difficult to sustain in the long run. In addition to all of these qualities and capabilities, the CM must have experience in a tourist oriented location like Virginia Beach. This is a strategic locality with a mixed population and diverse economic base consisting of department of defense, tourism, agricultural and business. The overall vision of continuing to grow the City's economic base is important, and that also means a diversity of economic vitality so that we can meet future challenges with a variety of revenue sources. So, that final CM quality is the ability to have a VISION and plan to help the City move forward, while guiding City Council to make the right decisions for the largest City in Virginia. Sandra Quarles (unverified) September 14, 2015, 10:23 AM I would like to see a person who has vision and the ability to implement that vision. I would like that person to have a minimum of an MBA degree from an accredited college, and who made excellent grades throughout his/her college career. I would like to see a person with a record of experience that included: high ethics; ability to lead fairly; character that is irreproachable; has a fairly high degree of humility; an effective problem solver; has a working knowledge of the legislative processes; willingness to promote a healthy population by supporting education, mental health, and social services in an effort to reduce crime and promote a healthy All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 8 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? community; finally, a responsible and effective grasp of authority. Name not available (unclaimed) September 14, 2015, 8:48 AM Economics,marketing,education, criminal justice and welfare management. Carol Forehand inside Centerville (on forum) September 13, 2015, 12:28 PM I would like a city manager who is more accessible to the public he serves; one who actually reads citizens' letters addressed directly to him rather than having his assistants reroute any letters that may in their view constitute a negative concern. I would also like a city manager who is more concerned about the citizens of Va. Beach and their problems rather than constantly increasing taxes and decreasing services in order to finance light rail and other major developments. Marion Clarke inside Lynnhaven (on forum) September 13, 2015, 12:12 PM Our city certainly needs a professional with experience in this important position. On the other hand, I am beginning to feel that we need to change this appointed post to an elected position since it appears the Council has lost fiscal responsibility for projects citizens don't want, and providing the citizens with bundled services with its tax increases which results in higher costs, but a loss of quality of city services. Ken Shandelson inside Lynnhaven (on forum) September 12, 2015, 12:01 PM We need a professional for city manager and not a politician. The city manager makes decisions that are good in the long run for the city, sometimes tough business decisions. The city council and mayor must manage the goals for the city manager rather than voters with short term outlooks. I want a city manager who will stand her or his ground to continue to make VB the best place to live as well as a good place to work. MADONNA Lowrance inside Centerville (on forum) September 11, 2015, 8:56 PM I agree that we need to change to a citizen elected city manager. That being said, for now I'd like the city to canvas nationally and offer us 3 to 5 possible candidates. Allow a forum like this wherein we could say who we like and why. The council should review the comments prior to their vote. That person should be experienced in a simular position or even a large family business. Have held NO political office prior. Be a "family" individual. Have degrees or extensive dealings with economics, environmental sciences, mediation as well as having worked with or have a deeper than normal understanding of public service employees. Wouldn't hurt to be former military. All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracycom/3040 Page 9 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? Not sure what good will come of this forum as it appears most participants seern to want a change in HOW we get our city manager. Giving our city politicians what we'd like isn't going to change HOW it's done or WHO they will choose from. It will be "same old same old". Name not available (unclaimed) September 11, 2015, 8:37 PM We need a city manager that takes the entire city into consideration when making decisions. Those of us that live north of VA Beach Blvd and west of Independence Blvd sometimes feel that we are the forgotten part of the city. A great city manager needs to know and visit all parts of the city. Name not available (unclaimed) September 11, 2015, 5:27 PM Fresh ideas not tied to current plans and administration And who is not a VB employee such as an current asst city manger and has a reputation and past accomplishments to defend Thank you Pete DeWolf inside Lynnhaven (on forum) September 11, 2015, 3:01 PM Someone who is reliable, trustworthy and puts the highest priority on what is best for all the citizens of Virginia Beach. William Stephany inside Beach (on forum) September 11, 2015, 2:41 PM Ever since overhearing Mr. Spore tell another person "They do not have to like me. I am not elected" (paraphrased), I have been an advocate for an elected City Manager. The current City Council has NO fiscal wisdom and I would like a new manager that would be independent of their folly. Fiscal matters are the most important and we need a man who is aware of the high cost of living in this city and can find ways of reducing that rather than find ways to make it higher. It also disturbs me that so many city employees are reporting here during working hours. I hope the new man or woman would be more responsible to the citizens. I am not sure why I am even writing this as council will look for another lacky. Frank Papcin inside Lynnhaven (on forum) September 11, 2015, 2:18 PM we need a city manager not afraid to tell the city council when he thinks they are wrong the city manager works for the people in the city as well as the city council--his job is to get things done, but not a blind obedient dog that wags his tail as instructed--not a easy job--considering the mayor& his agenda-- income levels are falling for the people living in our city--fees & taxes keep going up--low wage jobs keeps All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracycom/3040 Page 10 of 18 111 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? growing faster than any higher paying jobs--not going to be an easy task, but I'm sure our mayor will find someone to do exactly as he or she is told by the mayor Name not available (unclaimed) September 11, 2015, 2:11 PM It would be helpful if the new City Manager had some background in budgeting or finance. This would give a greater appreciation for the financial impact of decisions. The Manager must be a strong leader, requiring City leadership to conform to his or her vision for the City. Richard Dunning inside Lynnhaven (on forum) September 11, 2015, 1:43 PM We should have a nationwide search , and hire the best qualified candidate. The incumbent should have demonstrated experience in balancing city budgets (similar budgets) within established guidelines. They should have successfully managed a city with a triple "A" bond rating.The candidate should be apolitical, with no outside allegiance to developers,financial institutions etc. Their character should be beyond reproach. They should be willing, if necessary to challenge the mayor,city council, department heads, etc, on matters that are not fiscal sound and will lead to deficit spending. They should hold the line on taxes, and have demonstrated experience in enacting difficult spending cuts if needed (say no). Barbara Lizana inside Centerville (on forum) September 11, 2015, 12:08 PM I would like to see an elected City Manager, unaffected by the political agenda of the incumbent Mayor and hand-picked staff. That alone would ensure a fair system of checks and balances for this city that would encompass fairness for a wide spectrum of interests. A slate could be developed from a nation-wide search of candidates for the position much as the private search was conducted for Mr. Spore. Once the "weeding out" was done, the citizenry would make the final decision. No campaign funds would be needed, thereby eliminating special interest groups, etc. I also suggest a mandatory tenure limit of 10 years with possibility of renewal. In addition, as with any other major responsible position, annual review in the form of an annual report from the city manager's office would be mandatory. Any major Fortune 500 company requires it and we should do no less. Mr. Spore's tenure has been fraught with change for this city, not all of it beneficial for the "little guy". On the whole, the City has grown, is still in existence and still has potential. That survival is the bottom line and if that was the name of the game, then Mr. Spore's tenure was successful. I remember when Mr. Spore was hired. It was virtually impossible for anyone to be hired for a city job that didn't have an "in" (i.e. be related to a city worker). It has improved. I note with interest the grousing of city workers in this town hall who hold civil service jobs that are convinced they are left far behind in the wage and respect category. This is the unfortunate lot of anyone who trades the security of employment in civil service for the "outside job market". Civil servant wages are traditionally far behind the volatile, very insecure unprotected outside workers. I remember a very bloated, arrogant, overpaid, underworked, top-heavy civil service staff prior All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 11 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? to Mr. Spore's hiring, and I congratulate him on that positive change. I would hope that the next city manager keep city government lean and small. Many of Mr. Spore's decisions have been radical and unpopular because they take into account a future not quite envisioned by the populace. Light rail would be one of them, but his vision is very much rooted in the history of rail in the U.S. Bluntly, those left off the rail lines, both large and small, dropped off the face of the map, never to be heard from again. Norfolk established their rail line with the full intention of hooking into other cities, and Chesapeake has signaled a willingness to go around Virginia Beach to hook into light rail, leaving us out. We not only will not be able to connect with out sister cities, but we will not be a viable future stop for any major rail lines, which would cut the possibility of being able to ship goods from Virginia Beach (perhaps giving us an outlet to ship produce or products out) and/or ship people out of here in the event of a major hurricane. Don't know about you people, but I really shudder at the thought of several million people all evacuating on the same 6-lane highway at the same time (and yes, I have had to do it). Sometimes, you have to have vision to do the right thing for 10, 20, and yes, even 40 years down the road. Unfortunately, although they are one of the mainstays of our economy, the military residents here are one of our major problems---they vote for today, then sell their houses or rent them to come back to. They see what they have to pay now, but don't envision the impact their votes have on a populace that stays and has to cope. We need to start voting like there is going to be a city 40 years from now. We need a city manager with vision. That said, there is something that has been distressing about Mr. Spore's tenure, and that is the taxation without full representation. There is not one service, not one bill, not one single thing in this city that is not literally taxed. I am constantly astounded by how I can go shop on the Peninsula, or Suffolk, or anywhere else and come home with money "left over". People think I am crazy in other cities when they name a price, and I constantly ask if"that's all it is". As a senior on a fixed income, every cent counts. I no longer go to dinner here in the Beach, nor do I patronize the entertainment and am seriously considering driving elsewhere for my groceries---I already buy my gas in Suffolk because it was $2.14 a gallon 2 weeks before the prices dropped at the Beach. Do not wonder why revenues are dropping and, instead of frantically raising property and personal taxes, take a look at the chunks of money being levied on absolutely everything. No one can afford to live here, and that has all happened under Mr. Spore's tenure. When I protested a $160.00 water bill (I used $16) to the Department of Utilities, I was given the telephone number to Mr. Spore's office. The arrogance is breathtaking and unsupportable. We need a city manager with empathy for all. Lastly, I would like to see support for projects such as sports arenas, unparalleled growth for an Oceanfront that is liable to wash away with the next hurricane, etc., be ended. This is an expenditure that can be cut. I would also like to see the reign of the developers end, with more attention being paid to preserving the green spaces and farmlands that will be so critical in the future. We need a city manager that is interested in growth, but also in the quality of life generated that isn't geared just toward one economic strata. Happy retirement to you, Mr. Spore. Good luck to you, and good luck to our City in our search for someone to navigate these treacherous times. Kenneth Lowe inside Princess Anne (on forum) September 11, 2015, 8:48 AM I would like to see a younger City Manager who has not yet learned politics. I would also like him/her to be an All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 12 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? advocate for City employees. Too long have City employees been treated as 2nd class citizens. To go years without a pay raise, especially when millions are being spent on a light rail system that won't work, is ludicrious! I would even be willing to try newly graduated City Manager; if they were at the top of their class. I don't want the same old thing!!! David Steitz inside Beach (on forum) September 11, 2015, 7:59 AM I would like the new City Manager to concentrate on making a City job a worth-wile career again. I would like to see us go back to an actual merit, or at least a cost of living, raise based on the employee's job performance because right now employee evaluations on tenured employees mean nothing if not rewarded monetarily. Let's try to keep the quality employees we are losing because we haven't had raises in ten years instead of focusing on pet projects. I agree we, as a modern City, need to advance but if we don't compensate our employees they will not give us one hundred percent and that is what we need to strive and succeed, a happy - hard working workforce who feels they are justly compensated. Peter Langlands inside Lynnhaven (on forum) September 11, 2015, 7:34 AM Hire a manager that understands and will use technology. Keith Bernstein inside Rose Hall (on forum) September 10, 2015, 10:09 PM I would like someone who is a fiscal conservative, that has held a similar position or Assistant City Manager for a smaller jurisdiction (so this is a step up) and worked there at least 5 years. This shows they are in it for the long haul and were able to work with city government. Mary Bloom inside Bayside (on forum) September 10, 2015, 10:00 PM I would like to see someone with a fresh perspective of ethics in government, by empowering workers towards a common goal. I would also like someone local, who can help forge partnerships with local municipalities. I would also love to see some diversity to better represent the population of Virginia Beach! Thank you for your time and consideration. Peter Davenport inside Bayside (on forum) September 10, 2015, 9:34 PM It is important to me for our city manager to be Labor-Oriented. I want a manager who decisively wants to help and ensure the city's employees are well taken care of and properly compensated. There used to be a time when everyone knew that municipal jobs were good jobs. That the pay and benefits were solid, good and proper. People who worked municipal jobs could say with pride and know that they were All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 13 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? comfortably in the middle-class -- not struggling on the bottom end of it, as we are seeing today. There is something to be said for people who work municipal jobs, I think studies show that in this day and age when it is common for people to switch jobs, companies and even careers rather often, people who work municipal jobs are different. Working for a city is a unique job market and I think most will agree that municipal workers often have longer careers and greater longevity as compared to the for-profit job market. I think the defining aspect for all municipal employees, and the thing that keeps us here for so many years, is the public service aspect of our work. That said, since municipal employees tend to stay for many years, often their whole careers, the city should strive to ensure that those years of service are well-rewarded. Lack of steady and reliable pay raises is not a good reward for many years of dedication and longevity. I want a city manager who is going to change that. I want the City of Virginia Beach to be the place to go for municipal jobs. I want the city to be one of the best employers in the region - it used to have that reputation - but it doesn't anymore. I want a city manager who, not only knows how to run the city's business efficiently, but also highly values the employees that help make that happen and believes that proper compensation is part of saying thank you. I want a city manager who understands that municipal workers are special and often dedicate decades of work. I want one who believes they should be compensated through raises and benefit improvements through the many years of their long careers. Neal Jefferis inside Centerville (on forum) September 10, 2015, 9:18 PM (1) The new City Manager needs to take care of the city's hard-working employees (and I mean ALL of them, not just the police /fire fighters /teachers we usually hear about). They are LONG overdue for well-deserved raises and benefits improvements. (2) The new City Manager also needs to be independent of the "Real Estate developer cartel". (3) We need to develop jobs that are strong contributors, not more "hospitality and retail" jobs. Fortune 1000 Corporate Headquarters, and manufacturing jobs, are among what we need. (4) Finally, if Light Rail is a real desire, we need a City Manager with the courage to provide the whole plan, not piecemeal pieces. Name not available (unclaimed) September 10, 2015, 8:46 PM Can't we just have Jim Spore cloned and be done with it? Name not available (unclaimed) September 10, 2015, 8:40 PM He should be willing to listen to the citizens of Va. Beach. Name not available (unclaimed) September 10, 2015, 7:56 PM All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 14 of 18 II Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? Ability to look out for homeowners and not so much businesses. Henry Whelchel inside Lynnhaven (on forum) September 10, 2015, 7:49 PM In my experience in hiring, prior experience is far from the most important thing in becoming good at a job. I'd hope to find a candidate with the ability to learn, who could "shadow" Mr. Spore and others for as long as possible before taking control of the job. In addition to aptitude I'd want people skills. Not just the ability to earn the respect of one's superiors, but also the staff and the citizenry. When evaluating candidates, the most important evidence is that which best predicts success in the job. Carolyn Caywood inside Bayside (on forum) September 10, 2015, 7:20 PM Experience in a city or county where the federal government, or tourism, or something similar has a strong influence. Experience in a right-to-work state. Experience in a sprawling political entity with relatively low density. Skill in team-building. It's the city manager who pulls the departments together, encouraging system thinking and discouraging fiefdoms. Skill in finding good people and then trusting them without micromanaging. Ability to see the big picture, communicate it, and delegate the detail work. Willingness to accept responsibility for anything that goes wrong while sharing credit for the things that go right. Faith in the citizens and willingness to engage them in planning the direction for our future. Curiosity and a desire to continually learn, while avoiding fads. A sense of humor and perspective, especially about one's self. Delight in the opportunity to work and live in a really wonderful environment. Mike Kramm inside Bayside (on forum) September 10, 2015, 7:12 PM Honesty, compassion, common sense, and fiscally responsible Name not available (unclaimed) September 10, 2015, 7:00 PM The city manager should have an excellent background in managing a city, he/she should have no local political ties and should be concerned about all of the city's citizens, not just the people who live in he more affluent areas and not just the tourists. The city manager should understand the importance of the US military, especially the Navy, to our area and be willing to make decisions and reccomendations accordingly. The city manager should be able to see the overall picture of Virginia Beach and not just what the "powers that be" want. Robert Greissinger inside Lynnhaven (on forum) September 10, 2015, 7:00 PM All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracycom/3040 Page 15 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? The public needs more attention. The developers seem to have way to attention. Money talks. Dump light rail. Tom Carter inside Lynnhaven (on forum) September 10, 2015, 6:51 PM List Jim Spore's qualities on a sheet of paper and then use that as a guideline. Certainly experience as a city manager in a similar size city would be important. barbara moore inside Lynnhaven (on forum) September 10, 2015, 6:40 PM The New City Manager should make decisions based on truth? Is it Fair to all concerned? Will it build Goodwill and Better Friendships? And will it be Benefical to all concerned? Name not available (unclaimed) September 10, 2015, 6:32 PM The City Manager while appointed, ultimately MUST put the citizens and their well being first. This used to be a nice family town, where we could actually take our own children to the beach and enjoy our city. Now, the city has degraded and has lost the family feeling. It seems to be about making sure a few developers are well paid and making tons of money at taxpayer expense vs. spending money to generate local resources and looking out for the best interest of the average person. Anyone who supports the light rail, is NOT making a decision for the improvement of the city, but making sure to line the pockets of their friends at the expense of the taxpayers. We need to be investing into our school system and understand that any money spent paying our local economy (teachers, fire men, police, etc...) will be in turn spent directly in our local economy and will stimulate and generate more local businesses. Encouraging more "local" events at the beach and at the hotels would generate more local revenue in the off season and this means we can forget looking for the college and the younger crowd - who run off the more affluent families willing to spend a lot of money on vacations. By increasing local wages, our own families will have more to spend right here in town. At the moment, the teenage and college students have run out any chance of having a family outing for my family. Susan Barco inside Lynnhaven (on forum) September 10, 2015, 6:26 PM I would like to see someone who not only understands business, political and economic issues but who is also interested in the environment and preserving the unique environment we have here. Name not available (unclaimed) September 10, 2015, 6:21 PM I think our new city manager ought to have a perspective about growth and preservation of our natural lands. When urban areas experience great growth, some care needs to be given to our agricultural areas, which form a great number of miles in the city of Virginia Beach. It would be great if the new city manager has some experience with environmental awareness. Katie Boyson inside denterville (on forum) September 10, 2015, 6:19 PMtchronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 16 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? I would love to see someone who has a real concern for the litter issue in our parks and streets and beaches. Another thing I would like to see some change in is the amount with trash pick up. We recycle, reuse and burn as much as possible to reduce the amounts in landfills etc. so use the services monthly instead of weekly. Still pay the same as those who make little effort in reducing trash. James Spillane inside Bayside (on forum) September 10, 2015, 6:12 PM A person of impeccable character, apolitical, anti-growth and anti-lightraill who respects every dollar taxpayers contribute whether from local, state or federal coffers! karen foster inside Rose Hall (on forum) September 10, 2015, 4:51 PM i would love to see this as a elected position also, someone who works for the people and the area instead of the select few. Michael Jukes inside Bayside (on forum) September 10, 2015, 4:32 PM Why don't we change things here and make the City Manager position one that the residents can vote on instead of the "chosen few" deciding? bob Walter inside Lynnhaven (on forum) September 10, 2015, 2:54 PM Please choose someone who can manage to get the grass cut in the medians of major roads like VA Beach Blvd, Great Neck Road, Holland Road, Independence Blvd and Little neck Road. And someone who will have the roads cleaned of sand used during winter storms. The current conditions of the roads, grass, trash, and sand is atrocious. Nat Wells inside Kempsville (on forum) September 10, 2015, 12:54 PM I want to see someone who is passionate about their job -- I don't want it to be "just a position" to them. Someone who is passionate about history! Virginia Beach has such a rich history (we have the First Landing! No one else has that!) and sometimes it seems like it's not as celebrated as it should. Someone who is full of ideas and someone who's not just a "yes man". claire yoder inside Beach (on forum) September 10, 2015, 11:56 AM The new manager should be someone who cares about the condition of all of our beaches. Someone who is All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 17 of 18 Picking a New City Manager for the City of Virginia Beach What talents and qualities do you want to see in a new city manager?What past experiences or professional background should he or she have? passionate about quality and can identify and complete projects that upgrade the beauty of our city NOW, not 10-20 years from now. Reclaim the spirit of citizen involvement and appreciate residents, the taxpayers--- as much as they do businesses, tourists and their money. Update the 2002 Beach Management Plan. 1 Attachment https://pd-oth.s3.amazonaws.com/production/uploads/attachments/13fr3xrv9ke8.6rr/Beach_2015_054.JPG (3.58 MB) Name not available (unclaimed) September 10, 2015, 11:15 AM The city manager should have enough fiscal accounting knowledge to know that an audit of past approved projects, that were approved on the basis of a return to the city coffers, should be subject to an audit to verify the original assumption put forward by the proposals author. All new project proposals should address the means by which this audit will be carried out and any penalty for non-compliance. This would be a strong step to fiscal responsibility. It's common practice in industry to monitor all proposed cost saving projects. Name not available (unclaimed) September 10, 2015, 10:30 AM Someone who wants to move the city forward, but does not use the publics money to do it. Name not available (unclaimed) September 10, 2015, 10:16 AM Find a clone of Jim Spore. He has been an outstanding manager All Statements sorted chronologically As of October 6,2015, 8:12 AM http://www.peakdemocracy.com/3040 Page 18 of 18 -3- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS 4:02 P.M. Mayor Sessoms welcomed James Cervera, Chief— Police Department. Chief Cervera expressed his appreciation to City Council for their continued support of Public Safety. The information provided in the presentation is in response to City Council's request and is, essentially, information for three- quarters of the year. He will be providing their Annual Report to City Council in January: Selected Crime Statistics and Trends Chief James A. Cervera October 2015 �°h Y � OLIO ty���;E;;"eh, .: fi . � 1611,POLICE Unfortunately, there are a number of cases still being diligently investigated and he will be unable to provide specific information; however, he provided the statistical data: Violent Crime Brief Violent Crime (all) 5 Year Summary October 13, 2015 11 -4- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) Violent Crime in the City has declined each year since 2010: Violent Crime — Annual Totals Virginia Beach Police Department Violent Crime tan 1. Jan 1 Jan l ,an l Jan 1 to Dec to Dec tc Dec to Dec to Dec Jan 1 t0 31. al. 31. 31, 31, OctO, Grand 2110 2011-2012 2013 2014 2015 Total Homicide 14 15 21 17 18 17 102 Aggravated Assault 330 295 349 277 283 196 1730 Rape 116 145 159 165 148 99 832 Robber 434 414328 308 253 201 1,938 Grand Total 894 869 857 767 702 513 4,602 Source:PISTOLD55 Created on 10/06/2015 Below is the information for Violent Crimes involving Firearms: Violent Crime Brief Violent Crime (Firearms Involved) 3 Year Summary October 13, 2015 iI -5- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) Although the numbers have decreased since 2013, there is a chance the number of homicides and aggravated assaults will increase: Violent Crimes (Firearms) - Totals Virginia Beach Police Department Violent Crime where a firearm was used Incidents 14`" t g �;Jani- e: ant . Dec 31, Dec 31, Oct 6,, Grand 22014, A'2015" Total Robbery 161 159 114 416 Homicide 16 13 12 36. Aggravated Assault 58 64 54 121 Grand Total 218 214 141 573 "Violent Crime includes Homicides,Aggravated Assaults and Robbery Source:vwlgRrecords Created on 08/20/1S Below are the numbers for firearm violation charges; however, these numbers do not represent the number of people that have been shot. Rather, these numbers are the number of people that have been arrested and either they used or had a firearm in their possession: Firearm Violation Charges Virginia Beach Police Department Firearm Violation Charges " =Jan 1to Jeri 1to Jan.lto Dec 31, Dec 31, Oct 6, 2013 2014 2015 Firearm Violation Charges 619 541 488 October 13, 2015 -6- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) The other question is regarding the recent spike in Heroin use: Heroin Overdose Data Summary As of September 30, 2015, the City has had 109 overdose cases this year. This number is extremely high; however, this is a nationwide epidemic: Heroin Overdose Totals • 2015 (As of September 30, 2015)— 109 • 2014—56 • 2013—76 • 2012 - 16 October 13, 2015 III -7- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) As of September 2015, there have been 28 Heroin overdose deaths in the City this year alone. This number is higher than the deaths from motor vehicle accidents: Heroin Overdose Deaths • 2015 (as of 9/2015) —28 • 2014— 10 • 2013 — 23 • 2012 -9 Below is the demographic data from 2012 thru September 2015 for Heroin use: Demographic Data 2012 — 9/2015 • Gender —Male victims (187) outnumber female victims (70) at a rate of 2.67 to 1 • Race —Whites(244)comprise the majority of this data set at 244 of 257 (95%)with blacks (13) accounting for the remaining 5%. —White Males (176)account for 60.7%of the total population while white females(68) account for 26.4% • October 13, 2015 I ill -8- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) There are instances where violent crimes are committed strictly for prescription drugs: Violent Crime and Heroin While historically and regionally violence associated with the distribution of heroin has been linked primarily to drug distribution, i.e. disputes among rival distributors, arguments and robberies involving buyers and sellers. Virginia Beach has not seen a significant increase of violent crimes that is associated with the distribution or use of heroin. There was an article in the Virginian Pilot just today regarding Heroin deaths: PilotOnli on i !CLASSIFIEDS Despite official efforts, heroin now more lethal than driving in Virginia ,v,, li 0 E r Gy U., rot.IOW US ON S tEnOan AND'Mantra Th Th V genian F aot ?.. roaovr gkrmtaewg ^October 13.20 15 Deaths Jrom heroin and opiate use @Utnursbered RELA1E50 htgn;my tatattros at vtrgsnla fur the'rr5t ame Lost • r"' p 2, •.' +ear_although Mtn vent clown a bit at elantpton 3 C Roads aper a bug jump the}ear be'0re. it )„`rvSN^;Cft Records Sho:that 726 Virginians died tram Drug z 3„ overdoses 411 Stt;la.ansae 700 people 0lea an Use ..,,,151 states maw; a 0 52 ,x. ^F+ l 30 True increase came despOe stronger marts to . F p=,J )222222 '' rNCYCnI heron)U.e.e}OLS that Van annOtt»CEtl "T t Seat auo toy Virrtrua -ttr ne octal Mark HErrinta October 13, 2015 III -9- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) Below is the Police Department's Policing Strategy for Heroin overdose cases: VBPD Policing Strategy Investigation and enforcement has been a priority on all crimes involving the distribution of narcotics. Specifically related to heroin, the Office of Special Investigations has coordinated a multi faceted response by the Department. Below is the Police Department's Enforcement for Heroin overdose cases: Enforcement An entire narcotics squad has been tasked with leading the investigative response from Special Investigations. They have been directed to respond to every overdose and to exhaust any and all investigative leads. They have also been instructed to take vigorous enforcement action on heroin sources, suppliers and those responsible for facilitating any heroin related overdose death. Outcomes—Arrests Felony Homicide arrests—1 Felony Homicide Investigations(currently pending)—3 Arrests by Special Investigations(Heroin distribution and possession) -122 (to include arrests up the distribution chain) Outcomes—Seizures 2.6 Kilograms(2012—9/2015)equating to over 26,000 dosage units October 13, 2015 III11 -10- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) Below is the Police Department's new approach for Training for Officer's when Heroin is suspected: Training Roll Call training,providing basic information related to heroin and its use has been delivered to all officers. Officers were Officers were also instructed to contact Special Investigations on every suspected overdose to ensure a proper investigative response. Information bulletins have been disseminated department wide by Special investigations,addressing the rise in heroin overdoses and clarifying proper protocols when responding to an overdose case. A second bulletin discussed officer safety issues concerning Fentanyl and emphasized the use of proper protective equipment given the extremely deadly potential of this transdermal drug, which we now know is being utilized as a cutting agent or replacement for heroin. The Department is in the training phase to administer Naloxone properly. Naloxone Naloxone is a drug that counteracts the effects of opioids and is administered nasally. It is intended to prevent heroin overdose or death from a heroin overdose. The department's implementation of this program is still in development and officers are now being trained on Naloxone use during their In-Service Training. October 13, 2015 11 -11- CITY MANAGER'S BRIEFING SELECTED CRIME STATISTICS AND TRENDS (Continued) The Police Department is currently involved in a community outreach in an effort to educate the community: Community Outreach In analyzing our response to the heroin overdose problem it became apparent that we lacked an element that effectively addresses the underlying problems associated with heroin addiction. To that end, Special Investigations sought the assistance of subject matter experts at the Department of Human Services to develop an appropriate community outreach effort. Jointly, we have developed an informational brochure that provides the reader with beneficial information on resources and assistance that is available to help treat and end opioid addiction. This brochure will be made available to overdose victims and their families by our department members as well as made available to the community. Below is the Brochure created for the Community Outreach: Support for Individuals REVIVE!Program U ng Opioids „,., .a....w,... lir.0,eryrot 1 • Resource a.....-_.•:�,._ ..k Information for Heroin and other Opioid Users NIB Help is Available Mayor Sessoms thanked Chief Cervera for the update and all of the work the Officers perform on a daily basis. October 13, 2015 III -12- CITY MANAGER'S BRIEFING GROUP HOME LOCATIONAL FACTORS 4:26 P.M. Mayor Sessoms welcomed Kay Wilson, Assistant City Attorney. Ms. Wilson provided the general overview of the concept of Family and Group Homes: FAMILY AND GROUP HOMES OCTOBER 13, 2015 CITY COUNCIL BRIEFING Below is the City Zoning Ordinance regarding Family and Group Homes: City Zoning Ordinance § 111 Definition Section a Definition of family/no definition of group home Any living arrangement meeting definition of family is permitted by right in residential zoning districts— no CUP required Definition of family is based on state code provision and is broader than traditional concept of family— includes some group homes October 13, 2015 III -13- CITY MANAGER'S BRIEFING GROUP HOME LOCATIONAL FACTORS (Continued) Below is the City's Zoning Ordinance definition of`family": CZO Definition of Family An individual living alone in a dwelling unit; or Any of the following groups of persons, living together and sharing living areas in a dwelling unit: Two(2)or more persons related by blood,marriage,adoption, or approved foster care. A group of not more than two(2)adults,who need not be related by blood or marriage,and the dependent children of each of the two(2)adults,provided that the children are under nineteen(19)years of age or are physically or developmentally disabled. A group of not more than four(4)persons who need not be related by blood,marriage,adoption or approved foster care. Below is the City's Zoning Ordinance definition of`family for non-related persons with disabilities": CZO Definition of Family— non related persons with disabilities A group of not more than eight(8)persons with mental illness, intellectual disability or developmental disabilities residing with one(1)or more resident or nonresident staff persons in a facility whose licensing authority is the Department of Behavioral Health and Developmental Services; provided,that mental illness and developmental disability shall not include current illegal use of or addiction to a controlled substance as defined in section 54.1-3401 of the Code of Virginia. A group of not more than eight(8)aged, infirm or disabled persons residing with one(1)or more resident counselors or other staff persons in a residential facility or assisted living facility for which the Virginia Department of Social Services is the licensing authority. October 13, 2015 111 -14- CITY MANAGER'S BRIEFING GROUP HOME LOCATIONAL FACTORS (Continued) Below are the State Limitations on Discrimination: State Limitation on Discrimination Virginia Code§ 15.2-2291 provides that group homes serving persons with mental illness, intellectual disability, or developmental disabilities may not be subjected to"conditions more restrictive than those imposed on residences occupied by those related by blood, marriage or adoption. . . ." In other words these homes must be treated exactly the same as homes housing persons related by blood, marriage or adoption. All groups meeting the definition of"family" have a right to reside in all areas that a single-family dwelling could legally be built. If a group does not the definition of"family,"then the residence may be a group home—conditional use in PD-H1, PD-H2,APT,AG, RES, and B-4. However, must also comply with federal law. October 13, 2015 III -15- CITY MANAGER'S BRIEFING GROUP HOME LOCATIONAL FACTORS (Continued) Two (2)Federal Laws that protect Group Homes are the Fair Housing Amendments Act (FHAA) and the Americans with Disability Act(ADA): Vat FHAA and the ADA The Americans with Disability Act(ADA)and the Fair Housing Amendments Act(FHAA) Handicapped (FHAA)or Disabled(ADA)also prohibit discrimination and require reasonable accommodations for: Individuals with mental or physical impairments which substantially limit one or more major life activities. = Impairments—blindness,mental retardation,alcoholism/ substance abuse(only if recovering and not active),learning disability,mental illness,etc. Major life activities—seeing,hearing,walking,manual tasks, caring for oneself,learning,working,etc. The Oxford House is a nonprofit umbrella corporation that charters each individual Oxford House throughout the Nation. In order to qualify for a Charter, it must meet the criteria below: OXFORD HOUSE Oxford House, Inc. is a 501(c)(3)nonprofit umbrella corporation. It charters each individual Oxford House. 6 or more same sex recovering individuals(drugs or alcohol) Democratically self-run • Financially self-supporting Must immediate expel any resident who relapses October 13, 2015 I II i II -16- CITY MANAGER'S BRIEFING GROUP HOME LOCATIONAL FACTORS (Continued) According to their Website, there are eleven (11) Oxford Houses in the City,: OXFORD HOUSE The website lists 11 Oxford Houses in the City of Virginia Beach(118 in the Commonwealth of Virginia). Support for Recovery Without Relapse "Oxford House has as its primary goal the provision of housing and rehabilitative support for the alcoholic and drug addict who wants to stop drinking or using drugs and stay stopped. In its simplest form,an Oxford House describes a self- run,self-supporting and drug free home." Below are the reasons the Oxford House is not required to apply for, or receive, a Conditional Use Permit: OXFORD HOUSE The ADA and FHAA prevent the City from treating a group/recovery home serving individuals with a disability as defined by those Acts any differently than other residences housing groups defined as a`family". Because the Virginia Code and the City Zoning Ordinance define non-related individuals with intellectual or developmental disabilities as a"family"(provided they meet certain criteria)these group homes do not have to apply for or receive a CUP. Accordingly,group homes such as Oxford House,which serve individuals with other federally recognized disabilities or impairments,are not required to apply for or receive a CUP either. October 13, 2015 III -17- CITY MANAGER'S BRIEFING GROUP HOME LOCATIONAL FACTORS (Continued) =an nc ud r g€ouphflm - meetin� Individuals` d:f r n-No CUP Pede ad sat or' cogs;iz ed Group homehattditaP meetin;def n a`=`arn=t, No disableSS,r hand c pted- CJP Questions Mayor Sessoms thanked Ms. Wilson for the informative presentation and for the work gathering the facts surrounding an important issue in the City. October 13, 2015 -18- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING 5:00 P.M. Mayor Sessoms welcomed Phil Pullen, Transportation Division Manager — Public Works/Engineering. Mr. Pullen expressed his appreciation to City Council for their continued support. Today's presentation will leave three (3) takeaways: State and Federal Transportation funding is down and not likely to increase in the near future; the little funding available is now distributed completely on a competitive basis versus a guaranteed formula based upon distribution; and the City has many more needs than funding: Transportation Funding Phil L. Puiien, P. E. Public'v'lorks/Engineering Transportation Division n Manager Below is an overview of today's presentation: Overview 1. Historical Funding • Urban • City • COF • ARRA • GTP 2. New Funding Legislation • House Bill 2313/HRTAC • House Bill 1887 • House Bill 2 3. Moving Forward • Current CIP o Fully Funded Projects o Projects with a Balance To Complete(BTC) • Future Funding Plan 4. Conclusions 5. Discussion October 13, 2015 III -19- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The City received an average of$16.5 Million in Federal funding; however, in 2011 the funding was cut and has not been restored to-date: Historical Funding — Urban • URBAN (Formula) URBAN FY04 $ 15,029,000 Funding FY05 $ 24,676,167 FY06 $ 15,941,727 FY07 $ 18,415,787 FY08 $ 13,924,824 FY09 $ 17,705,455 FY10 $ 10,240,806 FY11 $ - FY12 $ - FY13 $ - qp FY14 /� $ - G�VE: ,a GE FY15 $ - FY16 $ - $16•5 ser TOTAL $ 115,933,766 AVERAGE(04-10) $ 16,561,967 The City provides an average of$31-Million per year for the Roadways CIP; however, this does not include special projects or one-time funds: Historical Funding — City • City Funding CIT( FY04 $ 17,493,680 FY05 $ 25,031,423 FY06 $ 21,600,682 FY07 $ 20,901,727 FY08 $ 26,124,873 FY09 $ 34,152,181 FY10 $ 37,418,678 FY11 $ 36,827,927 FY12 $ 37,910,724 FY13 $ 27,846,537 FY14 $ 41,469,128 AVERAGE FY15 $ 45,287,814 r, FY16 $ 30,047,670 '' r TOTAL $402,113,044 AVERAGE $ 30,931,773 October 13, 2015 ' III -20- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The City has received an average of$5.4-Million per year from the new Federal Program Competitively Obtained Funding(COF): Historical Funding — COF • HSIP, CMAQ, RSTP, EN/TAP, FLAP, Access HSIP CMAQ RSTP EN/TAP FLAP Access FY04 $ -$ 113,750$ -$ - $ -$ - FY05 $ -$ 3,944,080$ 3,012,128$ - $ -$ - FY06 $ -$ 3,263,560$ 1,915,872$ TAL AVG FY07 $ 111,000$ 6,403,457$ 1,000,000$ f� - FY08 $ 2,240,000$ 4,513,255$ 4,950,000$ $5A ear - FY09 $ 1,111,000$ 5,201,932$ -$ - FY10 $ 1,634,000$ 3,053,016$ -$ - $ -$ - FY11 $ 5,358,000$ 1,161,650$ -$ - $ -$ - FY12 $ 1,722,000$ 1,400,000$ 3,251,435$ 195,000 $ -$ 482,000 FY13 $ 391,000$ 4,295,199$ 2,555,519$ 640,000 $ -$ - FY14 $ -$ 1,103,502$ 177,741$ 160,000 $ -$ 453,000 FY15 $ -$ 1,094,841$ -$ 1,361,925 $ 906,662$ - FY16 $ -$ 433,010$ -$ 1,000,000 $ -$ - TOTAL $12,567,000 $35,981,252 $16,862,695 $ 3,356,925$ 906,662$ 935,000 AVERAGE $ 966,692$ 2,767,789$ 1,297,130$ 258,225 $ 69,743 $ 71,923 The Revenue Sharing (RS) Funding is the State Funding Source. The City has received an average of $4.5-Million each year since 2006: Historical Funding — COF • Revenue Sharing (RS) RS ➢ Began in 2006 1Y04 FY05 ➢ Change in Requirements FY06 $ 744,920 ➢ Increased Funding in FY13 FY07 $ - FY08 $ 1,000,000 ➢ 50/50 Match FY09 $ 1,000,000 ➢ Significant Funding Stream FY10 $ 1,000,000 FY11 $ 460,904 FY12 $ 5,000,000 A .': .r:/ GE FY13 $ 10,000,000 • r, A; FY14 $ 10,000,000 �..;..5 '�' urger FY15 $ 10,000,000 FY16 $ 10,000,000 TOTAL $ 49,205,824 AVERAGE(06-16)$ 4,473,257 October 13, 2015 -21- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The City has received funding from the one-time funding streams noted below: Historical Funding — One Time Funding Streams • 2009 American Reinvestment and Recovery Act (ARRA) • 2011 Governor McDonnell's—Governor's Transportation Plan (GTP) In 2009, the City received$39-Million and completed these projects: Historical Funding — ARRA • 2009 American Reinvestment and Recovery Act (ARRA) ARRA Princess Anne Road Phase IV $ 27,137,000 Witchduck Road Phase I $ 9,640,000 1-264 Great Neck Ramps $ 2,030,895 TOTAL $ 38,807,895 US Ali on October 13, 2015 III -22- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) In 2011, the City received$156-Million and began construction on these projects, except Witchduck Road —Phase II, which is scheduled to begin construction early in 2016: Historical Funding — GTP • 2011 Governor McDonnell's—Governor's Transportation Program (GTP) GTP Holland Road—Phase VI $ 22,100,000 Lesner Bridge Replacement $ 84,140,000 Lynnhaven Parkway—Phase XI $ 17,489,000 Witchduck Road—Phase II $ 32,143,000 TOTAL $156,080,000 Si Nikon The City has received approximately $315-Million from COF but almost 'half was from the one-time funding sources: Historical Funding — Total COF HSIP CMAQ RSTP EN/TAP FLAP Access RS ARRA GTP woo $ - $ 113,150$ - 5 - S - S - $ - $ $ - 0005 $ - $ 3,944,080$ 3,012,128 $ - $ - $ - $ - FY06 $ - $ 3,263,560$ 1,915,872 $ - $ - $ - $ 744,920 $ - $ - FY07$ 111,000 $ 6,403,457$ 1,000,000 $ - $ - $ - $ - $ - $ - 6008 $ 2,240,000$ 4,513,255$ 4,950,000 $ - $ - $ - 5 1,000,000 $ - $ - FY09 $ 1,111,000$ 5,201,932$ - $ - $ - $ - $ 1,000,000$ 9,640,000$ - 0010$ 1,634,000$ 3,053,016$ - $ - $ - $ - $ 1,000,000$29,161,895 $ - FY11 $ 5,358,000$ 1,161,650$ - $ - $ - $ - $ 460,904$ - $ 208,000 6912 $ 1,722,000$ 1,400,000$ 3,251,435$ 195,000 5 - $ 482,000$ 2,500,000$ - $11,000,000 FY13 $ 391,000$ 4,295,199$ 2,555,519$ 640,000 $ - $ - $12,500,000 $ - $64,732,000 0014 $ - $ 1,103,502$ 177,741 $ 160,000 $ - $ 453,000$10,000,000 $ - $14,140,000 0015 $ - $ 1,094,841$ - $ 1,361,925$ 906,662 $ - $10,000,000 $ - $ - FY16 $ - $ 433,010$ - $ 1,000,000 $ - $ - $10,000,000 $ - $ TOTAL$12,567,000 $35,981,252 $16,862,695 $ 3,356,925$ 906,662 $ 935,000 $49,205,824 5 38,807,895 $156,080,000 T4TAL 15 vn October 13, 2015 I III i i -23- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) Below is a "bar chart"with all of the previously mentioned funding: Historical Funding — Total $120,000,000 $100,000,000 . $80,000,000 GTP $64 M Average ©ARRA $60,000,000 ---r Urban $49 M - — — —. — — —A-rale.M COF $40,000,000 wY City Future City $20,000,0$0 I .. ...... I ,n l0 n CO 01 0 ry m v 'n No n CO CO 0 .� 0 0 0 0 0 0 .--1 N e-I '-I N M r-I ri H ri ry ry LL LrL LL LL LL LL LL LL LL } LL 4}i LL LL LL LL >. LL v —Average--� The State has passed these Bills regarding Transportation Funding: New Funding Legislation • House Bill 2313 • House Bill 1887 • House Bill 2 October 13, 2015 I III -24- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) Below is the information relating to House Bill 2313: HB2313 • 2013 VA General Assembly Passed Legislation • Increased Funding Levels • Funding Generated from Additional Taxes and Fees Statewide • Two Regional Provisions: Additional Sales Taxes Imposed on Hampton Roads and Northern Virginia Areas HB2313 • Hampton Roads Trust Fund (HRTF): 100% Funding for Regional Projects • Northern Virginia Transportation Authority Fund (NVTF): 30% Funding Directly to Member Localities for Local Projects; 70% Funding for Regional Projects October 13, 2015 -25- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) HB2313 • HRTF currently generating approximately $200M/Yr • 100%going towards regional projects • 0%going directly to localities Below are the Regional Projects being funded with House Bill 2313: HB2313/HRTAC • Hampton Roads Transportation Accountability Commission (HRTAC) Has Identified 5 Regional Projects >1-64 Peninsula Widening >1-64 Southside Widening (Including High Rise Bridge) >1-64/264 Interchange >US 460/58/13 Connector >Hampton Roads Third Crossing October 13, 2015 III -26- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The map below shows the 1-64 Peninsula Widening Regional Project: 1-64 PeninsuiaWidening 3 @ - epissw 'ys3: h � P0.i � 4zw'+takf < cfi i° ,qFe Srttl— J"� iv The map below shows the 1-64 Southside Widening, the 1-64/1-264 Interchange and the 460/58/13 Connector, all of which are Regional Projects: 64 Southside Wideningincluding High Rise Bridge), 1-64/1-264l rcnange&U , 58/1"3 Connector i a ilio- R, ,( October 13, 2015 III -27- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The map below shows the Hampton Roads Third Crossing, which is comprised of three (3) "sub- projects": Hampton Roads Third Crossing by 44, r,, Below is the information relating to House Bill 2313: H B1887 • 2015 VA General Assembly Passed Legislation • No Additional Revenues • Changes Distribution of Existing Revenues • Replaces the $500M CTB allocation and old "40-30-30" Formula funds October 13, 2015 -28- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) HB1887 • New Highway Construction Formula: ➢ 45%State of Good Repair ➢ 27.5%High Priority Projects(HPP)(Statewide) ➢ 27.5%Highway Construction District Grant Programs(HCDGP) • HPP&HCDGP:Project Selection Subject to HB2 • Begin Transition in FY 16,Fully Implemented in FY 21 • Estimated 6-Yr Funding: ➢ High Priority Projects- $500M ➢ Highway Construction District Grant Programs-$100M Below is the information relating to House Bill 2: HB2 • 2014 VA General Assembly Passed Legislation • Requires a "data-driven" scoring process for certain projects in the SYIP • Process must be used to develop FY 17 SYIP • FY 17 SYIP will be considered by the CTB in June 2016 October 13, 2015 III -29- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The City has submitted four(4) applications for funding for the projects below: H B1887/H B2 Total Project HB2 Amount Total Future City Cost Requested Funding Centerville Turnpike Phase III I $ 30,095,500 $ 6,000,000 $ 24,095,500 Indian River Road Phase VII-A $ 39,070,000 $20,000,000 $ 19,070,000 Laskin Road Bridge Replacement $ 21,600,000 $10,000,000 $ 11,600,000 Elbow Road Extended Phase II-B $ 31,982,500 $24,000,000 $ 7,982,500 Total $ 122,748,000 $60,000,000 $ 62,748,000 • The current fully funded CIP totals$814-Million : Moving Forward • Current CIP— Fully Funded Projects 1. Centerville Turnpike Phase II $ 36,674,015 2. Corporate Landing Roadway Improvements $ 1,625,051 3. Ferrell Parkway $ 2,032,050 4. First Colonial Rd/Va.Beach Blvd.Intersection Improvements $ 28,277,794 5. Holland Road-Phase VI 5 58,292,677 6. Indian River Rd/Kempsville Rd Intersection Improvements 5 15,638,375 7. Indian River Rd/Princess Anne Rd Intersection Improvements 5 250,000 8. Indian River Road/Providence Road Intersection Improvements $ 2,052,200 9. Landstown Road Improvements-Phase I 5 7,334,000 10. Lesser Bridge Replacement 5 119,546,064 11. Light Rail Corridor Shared-Use Path 5 17,686,080 12. Lynnhaven Parkway-Phase XI $ 39,777,104 13. Newtown Road/Baker Road Intersection improvements 5 1,000,000 14. Pacific Avenue Improvements-Phase I $ 17,330,000 15. Pleasure House Road Street Improvements-Phase I $ 1,222,450 16. Pleasure House Road Street Improvements-Phase II 5 2,911,000 17. Princess Anne Road Phase VII 5 34,784,707 18. Providence Road Sidewalk $ 911,950 19. Rosemont Road-Phase V 5 17,435,000 20. Sandbridge Road Bridge Replacement 5 7,794,700 21. Shlpps Corner Road Improvements 5 2,047,270 22. Shore Drive Corridor Improvements-Phase Ill 5 15,104,208 23. Upton Drive Extended/Dam Neck Station Improvements $ 1,300,000 24. Virginia Beach Transit Extension Project 25. Wert Neck Road Phase IV it 26. Witchduck Road-Phase II aJ ` October 13, 2015 11-30- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) The eleven (11)projects listed below have a "Balance to Complete" (BTC) totaling$281-Million: Moving Forward • Current CIP— Projects with a Balance To Complete (BTC) 1.Centerville Turnpike Phase III $ 25,988,094 2.Elbow Road Extended-Phase II $ 48,035,451 3.First Colonial Rd/Laskin Rd Intersection Improvements $ 1,000,000 4.Greenwich Road Crossover/Cleveland Street Improvements $ 3,645,000 5.Indian River Rd-Phase VII $ 78,028,817 6.Laskin Road Bridge Replacement $ 17,265,000 7.Laskin Road-Phase I $ 66,929,678 8.Laskin Road-Phase II $ 10,231,642 9.Princess Anne Road Phase VII-A $ 6,521,800 10.Sand bridge Road-Nimmo VD-A $ 11,069,780 11.Shore Drive Corridor Improvements-Phase IVI $ 12,008,645 $ 280,723,907 $ 1 4.1 init It will take approximately seven (7)years to complete the projects identified as BTC: Moving Forward • Future Funding Plan Avg.Ann Funding—$41 M($31M City&$10M Rev Sharing) BTC—$282 Million Years to Completely Fund— 7 yea October 13, 2015 1 11 , ill -31- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) Below is the City's "Backlogged Projects"totaling$2-Billion in total cost: Moving Forward • Backlogged Projects .4.44.4.4.444. Wiegt....161 5 33.31.600 0.1.Rd 3 id rn Ns.R0661-1..1 1......ne Rd .,..e Rd 5.,..303 al..0.3...Rd ,.,.......B. Weilmar•Rd 5 33.39.010 4 14.4 4.4 4.4.... 44.44. Dn...Rd 5 35.30.1 29111.6 33nnhann RR. .ngs 6.0110 ......... $23.358.100 tendon....Rd 5 1.130,00/ 301:=444..4.4.4 .3.6 13.11 0. Lynn...Pin, 5 10..600 6 Ida...10.04d.r..,c.....n.a 11.1•0d. 5 15.335.010 .1..16.1.-11.•0 13.336.3 20.511.1 $ 3.300.000 7 1.....ERN.1..1 si..1 Rd 1.....Rd 5 12.000.003 3111.1.1......11 "tn.. vats sc. s 11.00.000 a 1.......13. danstRetan 1.13...,.........ts.i 511.000.003 1311111,111110.-R... 10.3.103 s.a st. s 1.000.600 3 1..1..-1.3.II india...B. P...31•10311 5 33.3..160 .1...11,11^1.10 .111.11°. 41... 5 16.533.010 '1''''''''''''" Old 000.63.1.3 110..Blvd 5 13.93.300 361.6ement Read 0,....6 R.d 3.66 R.,. j 33,6,33.3 ISILene.Pee.3.0 4.11.11 01..BR. 5 19.1...0 7e 17...11.1 0.4..6004 Poi Elbow PO 3 al... .1..si......111 Oars nea,ta 1.........Re 3 52,6.3.4 nism Ft. Mew. Nor.Land.Rd 5 62.606.000 11.0.0.63 Rd 5 36.313.00 a Ils...a 11..1 191Inden Rs... 0106.....P3 Ferrell Pk. s.....00 .1..... 211indun Rt..* 0.11 U.,RA Vial 110.Rd 5 19.61.000 161.......0 13. ....1000.1. 5 1.03300 211.1.630.3 .....6. 1.....snm s 5.366.000 1/163......136.1 are..Mod e....v Re 3 51,00,00 2311......Mote III Great..60.1 Rt...IN 5 5,435.035 afilWast Nock Mgr E. mew...m.0 Pa N..tmein.Re 3 a sz000 2511.....111.3 holl.ne Rd ...... s 77.77o,. .1w..1,la 5 11.726.100 $1.9 Et iiikra Using the same Formula as the BTC Projects, it will take approximately forty-six(46)years to complete the projects identified as backlogged: Moving Forward • Future Funding Plan Avg.Ann Funding—$41 M ($31M City&$10M Rev Sharing) BTC—$1.9 Billion Years to Completely Fund— /44" vaars October 13, 2015 -32- CITY MANAGER'S BRIEFING CURRENT STATUS OF ROADWAY FUNDING (Continued) Below are the conclusions for the future of transportation funding: Conclusions • Federal/State Transportation Funding remain at low levels • Transportation Funding has taken a shift from"Guaranteed$$"to "Competitive$$" • Regional Projects are being pursued with the new Regional Funding • State Revenue Sharing funding is a major source of funding for VB and we must continue to provide the match to take advantage of this funding stream • Getting projects"Shovel Ready"is important for when Federal Funding sources arise • A large Backlog of City Projects remains • Funding still exists in the Program to pursue on-going safety and maintenance needs • City will continue to aggressively pursue other COF sources 742, 4 Discussion Mayor Sessoms thanked Mr. Pullen and the Department for all of their hard work. October 13, 2015 -33- CITY MANAGER'S BRIEFING HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE 5:25 P.M. Mayor Sessoms welcomed Warren Harris, Director—Economic Development. Mr. Harris expressed his appreciation to City Council for their continued support. Today's presentation is to provide an update on the Hampton Roads Economic Development Alliance: 1 VIRGINIA BEACH ECONOMIC DEVELOPMENT Hampton Roads Economic Development Alliance HREDA Progress Report & Funding Request Virginia Beach City Council October 13,2015 Below is the timeline for 2015: F., m Q VIRGINIA BEACH 'Timeline ECONOMIC DEVELOPMENT 2015 • January—Former CEO Darryl Gosnell left HREDA • February—Discussions about strategic reset of the Alliance's mission began;working committees established • March—Rear Admiral Kevin Sweeney, USN (Ret.) named Interim President • July—Gloucester,James City County, Williamsburg,and York County chose not to renew their membership in HREDA for the new Fiscal Year(Leaving 11 active member communities) • September—Bylaw changes adopted to address organizational structure and direction October 13, 2015 11 -34- CITY MANAGER'S BRIEFING HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE (Continued) Below are the major issues the City, along with many other Cities in the Region, had with HREDA: VIRGINIA BEACH : Major Issues ECONOMIC DEVELOPMENT •Leadership •Strategic Purpose •Organizational Structure •Research Support •Funding Model Below are the steps taken in providing new leadership as a part of the "reset": VIRGINIA BEACH ' Leadership ECONOMIC DEVELOPMENT •Search committee formed •President/CEO job description updated •Executive search firm hired •National search underway •New President/CEO anticipated 1st Quarter 2016 October 13, 2015 IIIII -35- CITY MANAGER'S BRIEFING HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE (Continued) Below is the revised Strategic Purpose of HREDA : r VIRGINIA BEACH Strategic Purpose ECONOMIC DEVc'LOPMENT •Mission Statement— Revised to include language about the following: •Talent recruitment • Responding to requests for expansion assistance by companies or localities • Support regional efforts that lead to a diversified economic base •Advocating for its investors with sophisticated research Below is the revised Organizational Structure of HREDA: VIRGINIA BEACHOrganizational anizational Structure ' ECONOMIC DEVELOPMENT •New Class 'C' Directors— New Non-Voting Members of the Alliance: • Presidents of the regional Chambers of Commerce, Workforce Investment Boards, and Military & Federal Facilities Alliance •Compensation Committee— Established to review current CEO's performance and compensation • Will include Chairman,two public sector and two private sector Executive Committee members October 13, 2015 11 -36- CITY MANAGER'S BRIEFING HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE (Continued) VIRGINIA BEACH Organizational Structure ECONOMIC ULVELOPMLNI • Executive Committee—Amendment to provide one vote to each municipality and include public sector representatives from each municipality on the board, including: • Mayors/Chairs of Board Supervisors • City/County Managers • Economic Development Directors • Officers—Bylaws amended so that a public sector representative can serve as an officer These changes were viewed as necessary because the public sector is the largest contributor to HREDA but didn't have voting power on the Executive Committee or the opportunity to serve in a leadership role. Below is the update regarding research support for HREDA: r VIRGINIA BEACH Research Support ECONOMIC DEVELOPMENT • HREDA is seeking to improve its research capabilities so that investors and prospective companies can gain access to better information about the region and its assets. • Communities presented a collection of expectations for research program. • Changes will include: • New Vice President for Research • Job description developed • Position will be filled by the new President/CEO • A new,improved website to allow easier access to information about the region. • Regular economic development market intel reports published for use by public and private sector investors October 13, 2015 -37- CITY MANAGER'S BRIEFING HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE (Continued) A new funding model will be established: VIRGINIA BEACH New Funding Model ECONOMIC DEVELOPMENT •A new funding model will be established that will not necessarily require municipalities to pay dues on a per capita basis. • This will make it more equitable for larger municipalities, including Virginia Beach,who pay more in "dues" and thus are less likely to see as big of a return on their investment. •Subcommittee to meet with the new President/CEO to develop new budgeting and funding model. Below are the remaining issues to be addressed: r' Remainin Issues VIRGINIA BEACH ECONOMIC DEVELOPMENT •The remaining issues to be addressed are as follows: • Hiring of a new President/CEO • Implementation of a new research strategy •Creation of a new funding model •Establishment of new performance measures October 13, 2015 11 -38- CITY MANAGER'S BRIEFING HAMPTON ROADS ECONOMIC DEVELOPMENT ALLIANCE (Continued) Below is Staff's recommendation regarding FY15/16 funding for HREDA: VIRGINIA BEACH Staff Recommendation F.CONOMIC DFV,I OPMFNT *Staff requests that the FY 15/16 funding allocation for HREDA in the amount of $426,055 be paid. • Payment will cover Virginia Beach's membership in the organization for FY 15/16. r,7 VIRGINIA BEACH ECONOMIC DEVELOPMENT Questions? HREDA Progress Report& Funding Request Virginia Beach City Council October 13,2015 Mayor Sessoms thanked Mr. Harris for his work and leadership role with HREDA. October 13, 2015 11-39- ADD ON 5:57P.M. Mr. Mathias advised City Council would receive the proposed Legislative Agenda Package on Friday. This is scheduled for consideration at the next City Council Formal Session scheduled for October 20, 2015. There is a new item regarding the Neighborhood Navigation Projects and Oyster Beds. This is a fairly complicated issue; but, essentially, the City needs to be able to get across oyster beds in order to complete the navigation projects. Councilman Wood is going to be the Sponsor on this item. Also, another item dealing with the Virginia Center for Hospitality Excellence, a Workforce Development project is requesting to build a hotel in partnership with TCC and some private developers. Councilman Dyer requested the Line of Duty Act be removed from the Legislative Agenda. Council Lady Henley has requested an item be added to the Legislative Agenda regarding the full funding for the Commonwealth's Attorney Office. October 13, 2015 I -40- ADD ON 6:00 P.M. Councilman Moss requested the City Attorney prepare a draft Ordinance to be considered by City Council on October 20, 2015, excluding reverse mortgage payments from the calculation of income in the Elderly and Disabled Tax Relief Program. He asked anyone interested in sponsoring this Ordinance should contact Dana Harmeyer, Deputy City Attorney. October 13, 2015 -41- ADJOURNMENT Mayor William D. Sessoms,Jr., DECLARED the City Council Meeting ADJOURNED at 6:03 P.M. Amanda Finley Barnes, CMC Chief Deputy City Clerk Ru Hodges Fraser,MMC ity Clerk October 13, 2015