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HomeMy WebLinkAboutJANUARY 10, 2017 WORKSHOP MINUTES -1- uzu,. 6 r44 is LyN. ec VIRGINIA BEACH CITY COUNCIL Virginia Beach, Virginia January 10, 2017 Mayor William D. Sessoms, Jr., called to order the CITY COUNCIL'S WORKSHOP in the City Council Conference Room, Tuesday,January 10, 2017, at 4:00 P.M Council Members Present: Jessica P. Abbott, M. Benjamin Davenport, Robert M. Dyer, Barbara M. Henley, Vice Mayor Louis R. Jones, Shannon DS Kane, John D. Moss, Mayor William D. Sessoms, Jr., John E. Uhrin, Rosemary Wilson and James L. Wood Council Members Absent: None January 10, 2017 -2- ADD ON Councilman Wood advised on Sunday, May 7, 2017,from 12:00—5:-00 P.M, at Mount Trashmore, EMS is hosting "ROCK THE SQUADS!" From 12:00— 1:30 P.M. The event is for all Virginia Beach EMS Volunteers and their families ONLY; however,from 2:00 — 5:00 P.M., the event is open to the public. Councilman Wood distributed a copy of the invitation for each City Council Member to sign, a copy of which is made a part of this record. Councilman Wood expressed his appreciation to Joel Rubin and the Virginia Beach Volunteer Rescue Squad for all their hard work putting this event together. Mayor Sessoms expressed his appreciation to the entire City Staff for the hard work during this past weekend's major snow storm. Jim Cantore gave kudos to the City for a job well done during his live broadcast on the Weather Channel. Vice Mayor Jones stated he drove to Richmond today and was shocked to see the City's roads are in better condition than the roads in Richmond. January 10, 2017 -3- CITY COUNCIL'S BRIEFING NORFOLK AIRPORT PARALLEL RUNWAY 4:03 P.M. Mayor Sessoms welcomed Robert Bowen, Executive Director— Norfolk Airport Authority. Mr. Bowen expressed his appreciation to City Council for their continued support: .}. N. ■ NORFOLK INTERNATIONAL AIRPORT Robert S.Bowen,A.A.E. Executive Director Norfolk Airport Authority Below is an aerial view of the Airport showing proximity with the Amphibious Base: Norfolk International Airport- Present 4r. .. I1 January 10, 2017 I ~ + -4- CITY COUNCIL'S BRIEFING NORFOLK AIRPORT PARALLEL RUNWAY (Continued) The primary runway runs North to South: Norfolk International Airport- Present • a "RIPP1 ! ' ' 111 • 1/41 • e, 11,4'.1/( The first Environmental Impact Statement (EIS) began in 2000; however, in 2004, the FAA halted the project. The 2nd EIS began in 2014, only to be halted again in February 2015: Parallel Runway Environmental Impact Statement(EIS) First EIS conducted 2000-2004.Halted by the FAA upon determination that the draft EIS contained a number of deficiencies. This EIS was never completed.Total cost-$2.9 million. Second EIS started in 2014.FAA halts the EIS in February 2015. Airport Authority meets with the FAA in March 2015.At the end of the meeting the FAA agrees to complete Phase 1 Purpose and Need. FAA halts the EIS in September 2015 upon completion of Phase 1. FAA makes the decision that the EIS Purpose and Need is not supported by the current or anticipated needs of the airport. Airport Authority meets with Representative Scott Rigel'at the airport in November 2015 to discuss the matter. January 10, 2017 -5- CITY COUNCIL'S BRIEFING NORFOLK AIRPORT PARALLEL RUNWAY (Continued) The Airport Authority continues to work with the Congressional Delegation in hopes of resuming the EIS: Parallel Runway Environmental Impact Statement(EIS) (continued) Airport's congressional delegation(Senators Warner and Kaine, Representatives Rigell,Forbes,Scott and Wittmann)sends a joint letter in December 2015 to the FAA requesting that the EIS be resumed and completed. FAA responds to the congressional letter in January 2016 affirming its decision to halt the EIS Airport Authority meets with the FAA and congressional delegation staffs in Senator Warner's office in June 2016.FAA does not change it's decision. Airport Authority continues to work with local,state and congressional elected officials and staffs to have the EIS resumed and completed. The Airport Authority continues to work with the Congressional Delegation in hopes of moving forward with the Parallel Secondary Runway Project: Norfolk International Airport Parallel Secondary Runway Project Norfolk International Airport(ORF)has two runways-a 9.001primary runway(5/23)and a perpendicular 4.875'crosswind runway(14/32).A congressional mandate in December 2015 requires that airport runways have a 1,000'Runway Safety Area(RSA)at each end.One end of ORF's runway 14/32 cannot reasonably meet this requirement.This runway is currently closed for operations as the Airport Authority works with the FAA to mitigate the safety deficiencies which likely will include shortening and diminishing the useful length of the runway. For this,as well as many other reasons.the Authority has been working with the FAA for over 15 years to construct a replacement runway for 14/32 which would be 6,500'long and located parallel to runway 5/23 After the replacement runway is builtplans call for runway 14/32 to be demolished and the land re-purposed for other aviation activity. The FAA has undertaken the first phase of an Environmental Impact Study(EIS)to evaluate"Purpose and Need".This first phase has ended and the FAA will not continue to the second phase of the EIS with their determination that the primary runway has sufficient capacity to meet expected demand for several years.However,they do support demolition of runway 14/32. January 10, 2017 -6- CITY COUNCIL'S BRIEFING NORFOLK AIRPORT PARALLEL RUNWAY (Continued) Norfolk International Airport Parallel Secondary Runway Project The airport authority strongly takes issue with the FAA's reasoning: The EIS is not a capacity study,but rather a study to relocate the secondary runway. The EIS is not a funding study but rather an environmental study and the FAA should not disapprove of the runway project based on the perception that the FAA will not be in a position to fund the project in future years. Existing runway 14/32 does not meet congressionally mandated design standards and is currently closed.Even if the design deficiencies were mitigated,the airfield suffers from limited operational efficiency,safety and flexibility.Runway 14/32 has long had airspace conflicts which are incompatible with nearby Oceana Naval Air Station and Naval Air Station Norfolk.The US Navy supports the relocation of 14/32 because of this reason. Without the relocation of 14/32 we will be the busiest small hub airport in the nation with only one runway. The airport will undergo a required milling and paving project in two (2)years. Without the additional runway, the airport will have to be closed for several months: Norfolk International Airport Parallel Secondary Runway Project The airport authority strongly takes issue with the FAA's reasoning: The planned 6,500'length of the replacement runway is long enough to handle any aircraft currently using the 9,001primary runway. For runway maintenance,the flexibility of having a second runway onto which aircraft operations can be shifted cannot be understated.Currently,when major maintenance is performed on runway 5/23 workers have to labor in a 4-6 hour period at night, thereby increasing the cost and lengthening the project. In approximately two years,the primary runway 5/23 will undergo a milling and paving project which extends the life of the runway about 10 years.Our engineers have advised that this is the last milling and paving that can be done before the runway needs to be reconstructed.This is a major project which involves excavating into 24-36"of concrete&asphalt and rebuilding the runway.This means that in about 12 years,if we do not have a secondary runway in place that can handle commercial air service operations, we will effectively have to close the airfield to all aviation activity for several months while runway 5/23 is reconstructed. January 10, 2017 -7- CITY COUNCIL'S BRIEFING NORFOLK AIRPORT PARALLEL RUNWAY (Continued) The rendering below shows the proposed new parallel runway: ORF 2021 • i The Airport entered into a Memorandum of Understanding(MOU) in 1971 with the United States Navy to protect the airspace over the harbor. The MOU allows the Navy and shipping companies continue working in the area: Norfolk International Airport Parallel Secondary Runway Project e4 i. `. ., • ' . Pjace- 1: v4000 ✓ 4 S � EX 4TRIG RWY CENTERLINE I••60` t 7 ' ,'r •.... CENTERLINE M1 si�. ^ . • • • \'`T January 10, 2017 -8- CITY COUNCIL'S BRIEFING NORFOLK AIRPORT PARALLEL RUNWAY (Continued) The FAA established numerous clearances and the Airport is exempt due to an Easement entered into in 1974 to further protect the airspace: Norfolk International Airport Parallel Secondary Runway Project • r > -- : -9- CITY MANAGER'S BRIEFINGS SMALL BUSINESS PROGRAM 4:22 P.M. Mayor Sessoms welcomed Warren Harris, Director—Economic Development. Mr. Harris expressed his appreciation to City Council for their continued support: City of Virginia Beach Small Business Update The City Council appointed a Subcommittee of the Process Improvement Steering Committee to identify barriers to small business development and expansion in the City: uver v evv Subcommittee of Council-appointed Process Improvement Steering Committee(May 2014)focused on identifying barriers to small business development and expansion in Virginia Beach.Representatives included: -Tuck Bowie,Chair -VB Vision -Asian Business Assoc of Hampton Roads -Regent University -Hampton Roads Chamber of Commerce -Old Dominion University -Professional Association of Businesses -Councilmember Dyer -Minority Business Council -VB Taxpayer Alliance -Hispanic Chamber of Commerce -Karen Eagle Committee submitted report May 23,2016 January 10, 2017 -10- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) Below are the concerns of the Subcommittee: subcommittee Concern.. Doing Accessing Doing Business Capital Business IN the city WITH the city •Large businesses • Not available to •Difficult given preference small or existing procurement •Complicated and companies process cumbersome (Grants) • Restrictive access regulations (Incentives) to contracts •Restrictive tax (Loans) policies (Financing) •Hard-to-access resources Below are the Operational Stages from a systematic format to do business within the City: - Operational Stages I want to I am I want to do operate operating business a business a business WITH IN IN the City of Virginia Virginia Virginia Beach Beach Beach Economic Regulatory Development Requirements City Procurement Assistance Small Business Licensing Goods&Services Programs Access to Capital, Planning&Zoning Small Business Workforce,&Opportunity Creating Climate for Health&Safety SWaM Program Business Success January 10, 2017 -11- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) 95%of all Virginia Beach businesses have 50 or fewer employees One of every three new business start-ups in Hampton Roads takes place in Virginia Beach WalletHub ranks Virginia Beach as Best City in Hampton Roads to start a business,#46 nationally(June 2016) 15 Virginia Beach companies are on 2016 Inc 5000 list of fastest growing firms in US(26 from Hampton Roads) Since 2014, 450+ registrants have attended very substantive and informative workshops, as well as annual SWaM Business Forums: Small businesses are success, doing business IN the city Economic Development and Finance each have two staff members dedicated to assisting small business and entre.reneurs VBDED launched a Small Business Workshop series in 2014 with more than 450 registrants VBDED has sponsored annual SWaM Business Forum since 2014 with more than 450 attendees total 6 L January 10, 2017 -12- CITY MANAGER'S BRIEFINGS SMALL, WOMEN,and MINORITY (SWaM)PROGRAM (Continue) The City has Regional Partners to enhance the Small Business Development in the City: FII _4 4:J ii I' JJ iI' i+ f4 i1.;t VBDA provides$12,500 funding each year to Small Business Development Center of Hampton Roads • Has assisted more than 420 Virginia Beach businesses since 2012 • 1,000 more attended SBDC training SCORE(Service Corps of Retired Executives)has counseled more than 1,800 small business clients since 2012 in Virginia Beach Economic Development offices One Million Cups:more than 1,400 attendees during first year Barry Frankenfield, Director — Planning, advised the Department has undergone changes in order to enhance the small business development in the City: Doing Business IN City Planning: Addressing Staffing • Hired new Zoning& Planning administrators and Chesapeake Bay/Environmental Coordinator • Comprehensive Plan Coordinator moved to SGA/Long Range Planning Office Position being advertised January 2017 • Plan Review Coordinator(Ombudsman)position created, advertised,will be hired by March 2017 • Mechanical Inspector hired Additional position in process of being hired • 6 new positions total in Development Services Center and Planning Administration in process of being filled H 1 January 10, 2017 .t -13- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) Specifically, the Development Services Center (DSC) has undergone significant changes in order to enhance the Small Business Development in the City: 11Ull lt� U11 1i i1:5 i ilii: Crt- / — Planning: Process Improvement • Development Services Center(DSC) Single-Family Review Checklist revised Weekly DSC Presubmittal and Comment Review Meetings scheduled Permits & Inspections fees & processes combined into single comprehensive checklist Review of"benchmark cities"for best permitting practices in process DSC audit completed; Financial audit to be completed Spring 2017 The Planning Department continues to work and improve on customer service. Additionally, renovations to the customer reception and counter areas in the Department will be complete in the Summer 2017: Doing Business IN the City Planning: Customer Service Online Planning Department customer service survey posted: Results to be distributed first quarter 2017 Customer service training provided to entire Planning Department staff:Continued and required annually Renovations to customer reception and counter areas to be completed Summer 2017 January 10, 2017 v -14- CITY MANAGER'S BRIEFINGS SMALL, WOMEN,and MINORITY (SWaM)PROGRAM (Continue) The Commissioner of the Revenue has implemented new software for improving services, as well as, providing "starter kits"for most common small businesses created: .,.._.........--- Loving rLoving Busin�oIN the City Commissioner of the Revenue office implementing new software system for improving services(live FY18) New"starter kits"for most common small businesses • being created 10 • City's online business portal 1 being redesigned to be more welcoming,more user friendly, and more substantive Mr. Harris advised the City's Web Portal is also undergoing a major overhaul to enhance the Small Business Development in the City: ,..Alsting Web Portal , _ Nov..., " January 10, 2017 ,r r -15- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) © _ •1•01 im114 Below is the redesigned Web Portal: Tools for Business N(wra Nar+^. .ev 1N.W Me*.Leo", 7.7 .��rur January 10, 2017 -16- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) Accessing Capital and Incentives is a top priority for companies of any size: i-Aucessing ie( Incentives Accessing capital is top priority for companies of any size Included in annual workshop series Connect to venture capital programs Connect to state and federal financing resources City does not have a business loan program USBFA ,/ -}/ SEW Well over one-half of the EDIP Grant Awards were to pre-existing City businesses: Accessing capital and-' Incentives SWaM-Certified Companies Nearly Twice as Likely to Receive EDIP Award as non-SWaM Certified Companies(2011-15) Existing Companies Three Times as Likely to Receive an EDIP 243 Total Announcements 162 expansions of existing local firms(65%) 81 new locations(35%) 200 non-SWaM certified firms(82%) 43 SWaM(18%) 63 EDIP Grants Awarded 54 of 162 expansions received grant(33%) 9 of 81 new firms(11%) 18 of 43 SWaM firms received grant(42%) 45 of 200 non-SWaM(22%) EDIP(Economic Development Investment Program): Discretionary grant- Business License Fee Incentive Program: Entitled tax incentive January 10, 2017 -17- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) Mrs. Phillips, Director — Finance, advised the City has been working diligently on building a SWaM Sourcing Program: Doing Business WITH the City of Virginia Beach: Building SWaM Sourcing Program Below is a brief overview of the History of the SWaM Sourcing Program: History Highlights 1995 Created Minority Business Council and database to track minority-and woman-owned business expenditures and awards--first city in HR to do this 2007 Adopted policy requiring SWaM vendors included in small procurements 2008 Adopted aspirational goal of 10% 2012 Small Business Enhancement Plan(SBEP)adopted, requires prime contractors to distribute at least 50% of subcontracted work on City construction projects to SWaM subcontractors 2014-16 Held four training classes to help SWaM businesses learn processes for bidding on city work 18 January 10, 2017 -18- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) The graph below illustrates the programs the Purchasing Department has that go hand-in-hand with the Economic Development Department: ED Expo Outreach onlraclas Workshop Institute son. I Sheltered 1 Procurement i Building prime!Sub Bond Bidding Opportunity Soorcing Matching I Waiver Council Program SWaM Project Center to Economic One Million SCORE Business Boeing Advanced Cordoning Cups Forum Meetings Entrepreneurshi Blue:Finance Job outer Now°- Research Contracting Procurement Other Green:Econ Dev system Programs Gold:Planned Taylor Adams, Director — Purchasing, advised in FY16 Minority-Owned Businesses received $17.4- Million, Woman-Owned Businesses: $19.3-Million and Veteran-Owned Businesses: $700,000. Additionally,for FY17, the City has increased these awards by 6.28%, approximately $3-Million more than last year at this time: Program Performance - FY16 Vet: : _ owne.,0.7M Minority- Woma"t owned, owned, 17.4M 19.3M $37.4M, a 24% increase over 2015 January 10, 2017 -19- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) The City is tracking those businesses which have reached out to enhance the Small Business Development in the City. In FY16, 1,153 SWaM Businesses were contacted: Program Pertormance - FY16-17 All of FY 2016: FinancelPurchasing directly solicited 1153 SWaM businesses • 344 were minority-owned,and 78 submitted bids • 314 were women-owned.and 127 submitted bids Through 6 'ths of FY 201 Finance/Purchasing directly solicited 2386 SWaM businesses • 716 Minority-Owned.and 60 submitted bids • 482 Women-Owned.and 93 submitted bids Mr. Adams advised it is difficult to get data from other municipalities as most do not maintain statistics like the City. Some municipalities report Woman and Minority-Owned Business expenditures as a lump sum. However, the City's expenditures to Minority-Owned Businesses substantially exceed most of the other municipalities in the area: Regional Comparisons • Getting data from other municipalities is difficult Portsmouth.Portsmouth Schools.and Hampton each have significantly less minority-owned business expenditures than VA Beach Chesapeake&Norfolk do not track women/minority procurement • Virginia Beach spent$68.5M over the last 5 FY's with minority businesses(more than all other Cities in the region combined) • FY16 spending comparisons: Virginia Beach $17.4 million Hampton $ 3 million Portsmouth less than$1 million(FY 13 last report) • Ratio for State of Virginia is 6.08%,4.8%for Hampton, 6.56%for Virginia Beach 22 January 10, 2017 -20- CITY MANAGER'S BRIEFINGS SMALL, WOMEN,and MINORITY (SWaM)PROGRAM (Continue) The City continues to be focused on giving the most accurate picture and being transparent: V i;f yinia Beaui i is i t aiisparent • Virginia Beach tracks Awards, Expenditures & Outreach • Finance/Purchasing provides reporting to: Minority Business Council- Monthly City Council—Semi Annually Upon request by other stakeholders like the HRC Cooperative contracting language included in all non- construction minority contracts Significant increases over the last year in minority participation that reflect program impact The Purchasing Department has developed some new initiatives in 2017. These, of course, will be presented to City Council for consideration: New in 2017 Job Order Contracting Sheltered Bidding Develop additional reports E-procurement January 10, 2017 -21- CITY MANAGER'S BRIEFINGS SMALL, WOMEN, and MINORITY (SWaM)PROGRAM (Continue) Virginia Be,,._ , Small Business Contacts Warren Harris.Economic Development Director Scott Hall.Business Development Coedealor Jeff Small Business Development Manager.SWah/ Ray White.Business Development Manager Entrepreneurs Barry Fiankentiokl.Planning and Community Development Patti Phillips.Finance Director Enybr Adams.Purchasing Agent Lavera Tolentino.Minority Business Coordinate!Sharon Foster.Minority Business Coordinator Eva Poole,Virginia Beach Library Director Phil Kellam.Commissioner of the Revenue Eric Schmukle.Chief Deputy Commissioner Dottie Shultz.Deputy Commmrssroner Tom Zink.Deputy Cornnussroner 25 Bill Thomas, Hampton University, was asked by Mayor Sessoms how Hampton University had been successful in winning competitive Federal Contracts. From 2000 — 2008, Hampton University led all Virginia Universities in winning competitive Federal Contracts, with approximately $186-Million awarded. Mr. Thomas conducted an analysis on the number of SWaM businesses in the City. What he found is the City has 762 SWaM and 191 minority-owned businesses. Hampton University chose to focus on Environment, Healthcare (precision medicine and biomedical research) and Technology or "Big Data". Hampton University has the largest, stand-alone Proton Therapy Institute in the world. Mr. Thomas advised he is happy to provide his thirty(30)page report. Mayor Sessoms expressed his appreciation to the entire City Staff and Mr. Thomas for an informative presentation. January 10, 2017 -22- CITY MANAGER'S BRIEFINGS AMBULANCES 5:31 P.M. Due to time constraints, this presentation is rescheduled to January 17, 2017: January 10, 2017 .' v -23- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING 5:32 P.M. Mayor Sessoms welcomed Phil Davenport, Director — Public Works. Mr. Davenport expressed his appreciation to City Council for their continued support. Mr. Davenport provided a Reference Book to City Council, a copy is made a part of this record: SUMMARY OF FY 2018 - 2023 STORMWATER UNFUNDED NEEDS JANUARY 10,2017 Below is a Stormwater Management Synopsis: STORIWA MANAGEMENT SYNOPSIS • Stormwater Management consists of three interconnected elements: Flood Control/Drainage,Water Quality/Regulatory Compliance,and Operations&Maintenance • Two of these are as old as civilization—Flood Control/Drainage and the Operations&Maintenance needed to assure adequate Flood Control/Drainage • Stormwater Quality/Regulatory Compliance is the newest element first appearing in the 1970's.with the first major regulations in the 1980's,with ever more stringent regulatory requirements bringing us to the present with many specific regulatory programs:VSMP,E&S,TMDLs,and the NPDES MS4 program (all this the subject of the June 7.2016 presentation to Council) • Sea Level Rise and the apparent increase in the frequency of storms with major rainfall is revealing those areas now(or soon to be)experiencing Recurrent Flooding(this topic was included in the April 22,2014 presentation to Council) • Recent storm events have produced major flooding in several areas such as Ashville Park,Sherwood Lakes,Windsor Woods.PA Plaza/Pecan Gardens.the Lakes.Eastern Shore Dnve.and the Central Resort Area(Two of these have been subject of previous council presentation:Central Beach District Drainage—June 23,2015 and Eastem Shore Drive Drainage Improvements Project Briefing Part II— April 22.2014.) Funding for Stormwater Management has not kept up with these increasing demands • The presentation to Council on December 13,2016 identified the main current unfunded needs in Stormwater Management 2 January 10, 2017 -24- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) There are three (3) major functional components of a fully integrated system, made up of Water I Quality/Regulatory Compliance, Flood Control and Operations and Maintenance: THREJNIAJOR FUNCTIONAL COMPONENTS FULL Water Quality I Regulatory Compliance • Program Compliance/Ongoing Activities/Projects Flood Control •• June 2016 Estimated Annual Program Cost$8 to$12M Programing and ManagemeStormwater ter Drainage Improvement Projects • FY17 Funding$4.2M(CIP&Operating Annual Funding) • FY17 Funding$7.3M • Unfunded Request • 8 Projects$360M • Projects=$5.5M annually+$13M one time • Staff for Implementation of Program Elements: • 3 FTEs—Flood Control Projects 10 FTEs Flood Control Center of Excellence Center of • Stormwater Management Strategic Planning water Excellence Quality& • FY17 Funding$0.4M Regulatory - Operations& / • Completion of Citywide SWM Master Plan$2.3M Compliance Maintenance • 5 FTEs—Center of Excellence Operations and Maintenance • Regulatory Compliance/Aging Infrastructure/Expanded Infrastructure • FY17 Funding$37.1M • Unfunded Request$55.5 M • Operations and Maintenance Projects • Staff for Implementation:12 FTEs a FLOOD CONTROL Water / Flood Control Quality _ �(7, ,, /— Center of --- Excellence Operations& Maintenance January 10, 2017 -25- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) FLOOD CONTROL • Needs are associated with new flood control CIP projects. • Capital Improvement Program • $359.9M of Flood Control projects • Flood Control Projects Additional Staff • FY18$381k(to support 3 FTEs) • FY 19 and beyond$283K annually(to support 3 FTEs) Below is the list of Flood Control Needs: FL CIP# Pro'ect Title Total Re.uested 7-400 Aragona Drainage Improvements 1,400,000 7-028 Windsor Woods Drainage 31,100,000 Princess Anne Plaza/Pecan Gardens SW-FCA Drainage Improvements 66,000,000 SW-FC3 The Lakes Drainage Improvements 28,000,000 7-029 Eastern Shore Drive Drainage-Phase II 65,400,000 SW-FC1 Ashville Park Drainage Improvements 35,000,000 SW-FC2 Sherwood Lakes Drainage Improvements 20,000,000 Central Resort District Drainage 7-041 Improvements 113 000,000 Total 359,900,000 January 10, 2017 . -26- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) CENTER OF EXCELLENCE Water Flood Control Quality viV Center of &it ' - Excellence Operations& Maintenance The Center for Excellence has a two- fold mission: Stormwater Strategic Planning and Special Stormwater Services: CENTER OF • The Center of Excellence twofold Mission: • Stormwater Strategic Planning • Citywide Stormwater Master Planning • City Comprehensive Plan for Sea Level Rise and Recurrent Flooding • Development of Regional Stormwater Management Plans • Development of Maximized Stormwater Practices for Tidewater Areas • Special Stormwater Services • Technical Support to the Planning/DSC for complex Private Development Projects • Technical Support for SWM Public/Private Agreements • Development and Maintenance of Stormwater Standards • Management and Data Analysis of the City System of Rain and Tide Gauges a January 10, 2017 -27- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) Below are the unfunded needs for the Center for Excellence: CE1111111.1111111111 • Unfunded Needs •Completion of Citywide Stormwater Management Master Plan:$2.3M •Additional Staff Resources • FY18$637K(to support 5 FTEs) • FY 20 and beyond$518K annually(to support 5 FTEs) The main driver of the Water Quality/Regulatory Compliance is the new MS4 Permit requirements. WATER QUALITY , alma Water Quality Flood Control & Regulatory Compliance Center of Excellence \\ �``\ Operations& Maintenance January 10, 2017 -28- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) The very preliminary cost estimate of the FY18 MS4 Permit is approximately$12.3-Million: MS4 STo FY 201 [vim=$0.8M CIP June 2016 +$0.2M Operating j [$8M-$12M L$1M-$1.5M Program December 2016 Administration andReporting $8.1M=$5.5M CIP +$2.6M Operating Stormwater Operational Pollution Requirement Reduction MS4 Program �$3.4M =$1.7M CIP $2.9M=$2.5M CIP +$1.7M Operating +$0.4M Operating - - InfrastructurePublic 1-$4M-$5.5M $2M-$3MOutreach Data and Management Education $0.4M=$0.2M CIP $0.4M=$0.3M CIP +$0.2M Operating Total SW Permit Program +$0.1M Operating $0.5M-$1M $4.2M+$8.1M=$12.3M $0.5M-$1M WATER QUALITY FY 2018 UNFUNDED.NEEDS , • •All needs are associated with compliance with the MS4 permit. • Operational(Staffing and Equipment) • FY17 Adopted$1.05M • FY18$626k(additional to support 6 FTEs) • FY19$474K(to support an additional 4 FTEs) • Total FY19 and beyond$1.1M annually(to support 10 FTEs) • Capital Improvement Program • $5.5M annually+$13M one time •Annual implementation costs of the new and expanded permit program elements including Chesapeake Bay and Local TMDL projects •Chesapeake Bay TMDL Action Plan Requirements:Implementation of projects to meet the First Phase(5%reductions);costs associated with the remaining 95%reductions are not included January 10, 2017 -29- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) The City has a mature and aging drainage system and must address the maintenance of the existing system. Only after the City is confident the system is in good repair and property cleaned and maintained, they move to the engineering design and construction solutions:• OPERATIONS AND MAINTENANCE Water , Flood Control Quality illi or Center of lir Excellence Operations & Maintenance OP 41111111111.1111111 , Total Project Title FY 18 Requested Program Rationale 7.011 Oceanfront Storm Water Facilities Maintenance: 900.000 5.400,000 Critical Aging Structure 7-412 Storm Water Pump Station Modifications: 500,000 3,000,000 Critical Aging Structwo 7-023 Primary Infrastructure Improvements II 500.000 3,000,000 Reduced Cycle Time 7-026 Residential Drainage Cost Participation Phase II 100 000 600,000 Citizen Requests 7-412 Storm Water Pump Station Modifications 500,000 3,000,000 Infrastructure Lifespan 7-415 Lake&Canal Management Phase II 500,000 3.000,000 Reduced Cycle Time 7-616 SW Infrastructure Rehabilitation&Improvements II 2,500,000 22,500,000 _ Infrastructure Lifespan 7-NEW Shore Drive/Hollis Road Drainage 3,000,000 3,000,000 Flooding 7-NEW Canal Management Phase I 2,000,000 12,000,000 Reduced Cycle Time Total of All Tiers. 10,500,000 55,500,000 January 10, 2017 -30- CITY MANAGER'S BRIEFINGS STORMWATER PROJECTS and FUNDING (Continued) Below are the unfunded needs of the Operations and Maintenance: OPERA S: • Unfunded Needs • Capital Improvement Program • $55.5M of 0& M projects •Additional Staff Resources • FY18$1.52M(to support 12 FTEs) • FY 20 and beyond$880K annually(to support 12 FTEs) DISCUSSION NEXT STEPS January 10, 2017 -31- ADJOURNMENT Mayor William D. Sessoms,Jr., DECLARED the City Council Meeting ADJOURNED at 6:25 P.M. Amanda Finley-Barnes, MMC Chief Deputy City Clerk Ruth Hodges Fraser, MMC City Clerk January 10, 2017 -31- ADJOURNMENT Mayor William D. Sessoms,Jr., DECLARED the City Council Meeting ADJOURNED at 6:25 P.M. g#14 7 manda Finley-Barnes, MC Chief Deputy City Clerk h Hodges `raser, MMC City Clerk January 10, 2017