HomeMy WebLinkAbout1-26/27-2026 SPECIAL MEETING - CITY COUNCIL RETREAT AGENDA 4GlpIIA$
Cityof Virginia Beach
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OF. OUR NAS�OV VirginiaBeach.gov
MUNICIPAL CENTER,BUILDING 1
2401 COURTHOUSE DRIVE
Robert M.`Bobby' Dyer VIRGINIA BEACH,VA23456-9000
MAYOR OFFICE:(757)385-4581
CELL:(757)407-5105
BDYER(0)VBGOV.COM
January 22, 2026
HONORABLE MEMBERS OF CITY COUNCIL
In accordance with the Virginia Beach City Code Section 2-21, and by the authority vested in me as
Mayor of the City of Virginia Beach, I hereby call for a SPECIAL MEETING of the VIRGINIA BEACH
CITY COUNCIL:
Monday, January 26, 2026
8
Tuesday, January 27, 2026
Beginning at 8:30 A.M.
Virginia Beach Convention Center
1000 19t' Street, Suite 3
The purpose of this SPECIAL MEETING is to hold the conduct City Council Retreat as listed in the
attached and published agenda. The Special Meeting will be broadcast on the Cable TV,
virginiabeach.gov and Facebook Live.
Sincerely,
Robert M. Dyer
Mayor
Enclosure
cc: City Manager
City Attorney
City Clerk
Deputy City Managers
FOIA Officer
Communications Office
2026 Virginia Beach Budget Retreat —Agenda
Day One:January 26 8:30am to 5:00pm
8:00 30 mins Breakfast
8:30 20 mins Welcome
8:50 40 mins VB Aspirations
9:30 40 mins Council Interviews Overview
10:10 10 mins Break
10:20 50 mins Budget Process Overview and Community and Council Engagement
11:10 60 mins Budget Informational Presentations
12:10 35 mins Lunch
12:45 70 mins Budget Informational Presentations Continued
1:55 10 mins Break
2:05 90 min City Council Priorities and Preliminary Guidance
• Broad question of priorities
• Relate back to interviews
3:35 10 mins Break
3:45 60 mins City Council Priorities Activity
4:45 25 mins Reflections and Next Steps
5:00 Adjourn
Day Two:January 27 8:30am to 12:00pm
8:00 30 mins Breakfast
8:30 10 mins Welcome
8:40 30 mins Day 1 Review and Reflections
9:10 70 mins Decision-Making Activity
10:20 10 mins Break
10:30 70 mins Governance
11:40 20 mins Debrief
12:00 Adjourn
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Revenue Dedications Summary
The basis of the annual budget is the assumption that all existing City Council policies, including revenue
dedications, remain in effect. Dedicated revenues are excluded from the School Funding Formula and
undedicated General Fund revenues are split with Virginia Beach City Public Schools.
A summary of the amount of dedicated revenue estimated for FY 2026-27 is reflected on the table below.
Please note, as revenue estimates are finalized during the budget process,these amounts could change
and are not reflective of other revenue sources to the fund (such as interest income or lease revenue).
Further information about each of these dedicated funds is included throughout the document.
Dedication . Revenue
Outdoor Initiative 1990 3,898,777
- --- ----- ----- -
Parks and Recreation Special Revenue Fund 1993 28,759,705
- - --- ---- --- ---------------_
Tourism Investment Program Fund* 1993 56,503,371
Economic Development Investment Program 1994 1,054,941
Agriculture Reserve Program 1995 4,977,163
Open Space Fund 1995 3,257,774
Tourism Advertising Program Fund 1996 17,943,060
—---------------
Central Business District(Town Center)TIF 1999 11,278,621
Flood Protection Bond Referendum 2021 i 34,010,612
- ... __. .... ._..._ .. ----- -
Major Projects Fund 2025 17,244,383 !.
Total $181,310,079
*TIP Fund established in 2011 after the merger of two funds, the first of which was created in 1993
Real Estate Dedications
The City's current real estate tax rate is 97C per $100 of assessed value. This rate is divided between
various dedications,with the majority being retained by the General Fund and shared with Virginia Beach
City Public Schools through the adopted Revenue Sharing Formula.Typically,over time, as the real estate
rate has been modified,the dedications have been held harmless and the General Fund revenue has been
reduced and the reduction is split between city and schools.
Some of these real estate tax dedications are lock boxed in funds outside the General Fund or transferred
in full to the Capital Improvement Program.These include:
1. DEDICATION:Outdoor Initiative
ESTABLISHED: 1990
CURRENT DEDICATION:0.47C ($3.9m in FY27)
FUND BALANCE: N/A- Funds are transferred in full to the CIP
PURPOSE: Funding transferred in full from the General Fund to the Parks and Recreation Capital
Improvement Program for projects that support:
• Athletic Fields Lighting&Renovations
• Greenways,Scenic Waterways&Natural Areas
• Parks&Special Use Facilities
• Tennis Court Renovations
Revenue Dedication Summary
January 2026 Retreat
2. DEDICATION: Parks and Recreation Special Revenue Fund
ESTABLISHED: 1993
CURRENT DEDICATION: 3.476C ($28.8m in FY27)
FUND BALANCE: $11.2m
PURPOSE: The Parks and Recreation Special Revenue Fund was created to primarily support the
operation of the recreation centers and covers the debt service associated with previous
referendums that constructed the recreation centers. Parks and Recreation also transfers $1- 2
million from this dedication annually to the Capital Improvement Program (CIP) for recreation
center maintenance. Revenue from this dedication will support debt service associated with
renovation/expansion of the City's recreation centers as planned in the Capital Improvement
Program. The General Fund also supports a portion of the operation of the recreation centers,
along with charges for services such as recreation center fees. In the most recently completed
fiscal year,the fund balance was reduced by$1.4 million.
3. DEDICATION:Agriculture Reserve Program (ARP)
ESTABLISHED: 1995
CURRENT DEDICATION:0.6C ($S.Om in FY27)
FUND BALANCE: $26.6m
PURPOSE: This program is designed to promote and encourage the preservation of farmland in
the rural southern portion of the City by means that are voluntary rather than regulatory. Since
1995, over 10,500 acres have been purchased. The fund historically budgets enough annually to
purchase 300 acres, any residual amount of available revenue is placed into a "reserve for future
use." If the fund has insufficient annual revenue to cover the 300-acre estimate, fund balance is
programmed as a financing source. In the past 10 fiscal years,the average acreage purchased has
been closer to 150 per year. In the most recently completed fiscal year, $3.2 million was
unexpended, adding to the fund balance of the fund.
4. DEDICATION: Central Business District(Town Center)TIF
ESTABLISHED: November 23, 1999
CURRENT DEDICATION: The base real estate value of the fund is $151.8 million. All revenue
generated from growth above this assessed value is retained by the fund. In FY27 this is estimated
to be$11.3m.
FUND BALANCE: $19.6m
PURPOSE: The primary purpose of the Town Center TIF is to pay for the debt service to support
economic development projects located in Town Center. The Special Financing District contains
the TIF's debt service and$150,000 transfer to the Town Center SSD. Beginning in FY2026,40%of
TIF revenues are transferred to the Major Projects Fund to support capital projects, in FY27 this
amount is estimated to be$4.5m. Any residual amount of available revenue in excess of needed
expenditures is placed into a "reserve for future use."
5. DEDICATION: Flood Protection Bond Referendum Fund
ESTABLISHED: 2021
CURRENT DEDICATION 4.1C ($34.0 in FY27)
FUND BALANCE: $78.53m
Revenue Dedication Summary
January 2026 Retreat
PURPOSE:The Flood Protection Bond Referendum Fund is for debt service/pay-go for Referendum
related projects.The Referendum provided$567.5 million in General Obligation bonds to address
emergent and recurring neighborhood flooding across the City. To repay the associated debt, it
was originally assumed there would be a real estate tax increase. In light of the pandemic's effects
on the economy, and the significant real estate assessment increases between 2022 and 2023,
the City Council elected to absorb the entirety of the Referendum within existing tax rates. This
level of continued funding is necessary to repay the debt on the Referendum projects. The fund
balance within the fund will be used to pay debt service once the bonds are issued.
Trustee Taxes
The City dedicates a portion of several other local taxes to City Council priorities. The following table
provides a breakdown of the City's major local tax dedications. The Tourism Investment Program (TIP)
Fund is the primary fund that the dedications are directed towards; however, the Open Space, Major
Projects Fund, and Tourism Advertising Program (TAP)funds also receive Trustee Tax dedications.
Rate General TIP TAP Fund EDIP Arts & Open Major
SpaceFund Fund Culture
Hotel Tax i 8% 1 2% 5% 1% - -
------ —. ._ -- - -_ — — -- --- — I-- - — -- --------
Hotel Flat Tax $2 - I $1 $1 - -
Restaurant 6.0% 3.5% 1.06% ! 0.5% - 0.17% 0 77%
Cigarette Tax 75C f 54C �5C �- 16C -
Amusement 10% - 8% j - - 2% -
Hotel Dedications
The City imposes a$2 flat tax per room night,$1 of which is dedicated to the Tourism Investment Program
Fund and$1 to the Tourism Advertising Program Fund. In addition to the flat tax,there is an 8.0%Citywide
Hotel tax rate. Of the total rate, 5%is allocated to the TIP, 1%to the TAP, and the General Fund receives
the remaining 2%.
The Sandridge Special Service District (SSD) has a 9.5% hotel tax rate. The extra rate, combined with a
real estate surcharge within Sandbridge, provides the necessary funding for beach replenishment within
the district.
Restaurant Meal Tax Dedications
The second largest consumer-driven revenue source is the Restaurant Meal tax. This is a 6.0%tax on all
prepared meals and drinks sold ready for consumption either on or off the seller's premises.
The Restaurant Meal Tax is allocated among five funds:TAP,TIP, General Fund, Major Projects,and Open
Space.
Cigarette Tax Dedications
Cigarette tax dedications are dispersed to the Economic Development Investment Program (EDIP) at a
rate of 16C per pack,5C to the TIP Fund, and the remainder to the General Fund.
Amusement Tax Dedications
Beginning in FY 2024-25,20%of the Amusement Tax is dedicated to the General Fund for Arts and Culture
initiatives.The remining 80%is fully dedicated to the Tourism Investment Program Fund.Please note that
Revenue Dedication Summary
January 2026 Retreat
amusement revenue generated from the Dome are excluded from the Arts & Culture dedication. In
addition to the carve out for the Dome in Amusement revenue, 25% of all General Fund revenue
generated by Atlantic Park is dedicated to Stormwater/Flood Protection as adopted by the City Council
in 2019.
A summary of each of the funds and CIP projects that receive trustee tax dedications is as follows:
1. DEDICATION:Tourism Investment Program Fund
ESTABLISHED: 1993 Tourism Growth Investment Fund, 2001 Major Projects Fund, 2011 Merged
into TIP Fund
CURRENT DEDICATION: 1.06%of meals tax($20.3m),5%of the 8%hotel tax($23.5m),$1 per room
night($2.8m),80%of amusement($9.5m), 5C of the cigarette tax($330k).
FUND BALANCE:$46.5m
PURPOSE: TIP Funds accounts for a portion of tourism related revenues and supports tourism
projects, special events and ongoing resort maintenance. In the most recently completed fiscal
year, there was a slight increase in fund balance (planned for future debt service), from $53.8m
to$55.58m.
2. DEDICATION: Economic Development Investment Program
ESTABLISHED: 1994
CURRENT DEDICATION: 16C of the cigarette tax($1.1m)
BALANCE OF CIP PROJECT:$4.6m
PURPOSE: The City's Economic Development Investment Program (EDIP) is a locally funded
discretionary incentive program available to assist qualifying companies with their growth needs
in Virginia Beach. The Virginia Beach Development Authority (VBDA) administers the program.
The program may provide cash grants to eligible companies based on the average annual salary
and number of new jobs created, and/or new capital investment.
3. DEDICATION: Open Space Fund
ESTABLISHED: 1995
CURRENT DEDICATION:0.17%of meals tax($3.3m)
FUND BALANCE: $12.5 m
BALANCE OF CIP PROJECT: $6m as of January 2026
PURPOSE: The Open Space Special Revenue Fund provides funding for the preservation of land
that has been identified in Parks and Recreation's Outdoors Plan as a candidate for future
recreational amenities in the City.This plan calls for the preservation of S%of the City's land for
parks, trails, or natural vistas. In the most recently completed fiscal year, $3.1 million was
unexpended,adding to the fund balance of the fund.
4. DEDICATION:Tourism Advertising Program Fund
ESTABLISHED: 1996
CURRENT DEDICATION:0.5%of the meals tax($9.6m).1%of the 8%hotel tax($5.7m),$1 per room
night($2.7m)
FUND BALANCE: $16.1m
PURPOSE: Funding is used for tourism advertising and the operation of the City's Visitor
Information Center. A total of 17.39 FTEs fall under the TAP fund, but the majority of the fund's
annual budget is dedicated to advertising efforts. In the most recently completed fiscal year,$1.S
million was unexpended,adding to the fund balance of the fund.
Revenue Dedication Summary
January 2026 Retreat
5. DEDICATION: Major Projects Fund
ESTABLISHED: 2025
CURRENT DEDICATION: 0.3C of the real estate tax rate (2.5m), 40%of TIF Revenues (4.5m), and
0.77%of the meals tax(14.8m)
FUND BALANCE: N/A
PURPOSE: The Major Projects Fund was re-introduced as part of the FY 2025-26 budget, after
previously being folded into the TIP in 2011. The Major Projects Fund provides a sustainable
funding source for major capital improvement projects. Planned projects include Courthouse
Modernization, Indian River Road Safety Improvements, VB Trail, and the Law Enforcement
Training Academy. The Major Projects Fund is funded through dedications across multiple
revenue streams: 0.3C of the real estate tax,40%of TIF real estate revenue, and a redirection of
0.27%of the meals tax previously allocated to the Open Space Special Revenue Fund.Additionally,
there is a new 0.5%meals tax to be prioritized and dedicated to the construction, modernization,
or maintenance of infrastructure for the purpose of public safety and judicial administration.This
fund provides a way to address City Council's major capital priorities in a strategic and sustainable
manner.
Nationwide Comparison
FY26 Dillon Rule
City Population Budget or Home Top 5 Revenues Meals Tax
Rule
Colorado 478,961 $427.3 Home Rule 1. Sales and Use Tax (Total local sales No specific prepared
Springs, CO Million tax rate 8.20% made up of the total meals tax beyond
City sales tax rate 3.07%, State sales standard sales tax.
tax rate 2.90%, county sales tax Containers for food that
1.23%, and 1%towards are nonessential(such as
transportation; streaming services utensils, straws,
are subject to sales and use taxes) condiments, and carryout
2. Other financing sources (utilities containers for leftover
surplus revenue, capital lease food) are subject to sales
proceeds, reimbursements from and use tax. Delivery
grants, gift trust funds, and sales of charges for food that is
assets) not separately stated on
3. Intergovernmental (state-imposed the bill are subject to
excise taxes on gasoline, special sales tax.
fuels, and vehicle registration fees.
Highway Users Tax Fund, and the El
Paso County Road and Bridge mill
levy)
4. Property Tax (Mill levy 4.279)
5. Charges for Services (City services
and reimbursement from enterprises
for provision of services)
Raleigh, NC 467,665 $1.8 Dillon Rule 1. Property Tax (includes real estate 1.0%tax on prepared
Billion and personal property; $0.3550 tax Food and Beverage tax
rate per$100 for locality and $0.5171 (Hospitality Tax) by the
per$100 for county) County in addition to
sales tax.
2. Sales Tax (4.75%for state,
additional 2.5%for county;
streaming services are subject to
sales taxes)
3. Franchise Tax (general sales tax rate
is applied to the sale of electricity
and piped natural gas, with each
municipality receiving a share of
state collections using FY14
amounts as a baseline and any
Leftover/short funds being distributed
pro-rata to municipalities on an ad
valorem basis)
4. Fee Revenue (User fees for Planning
and Development, Fire, Parks,
Recreation and Cultural Resources,
and Transportation)
5. Transfers from Other Funds
(indirect expense payment transfers
from Parking, Solid Waste,
Stormwater, Raleigh Water, and
other funds)
Long Beach, 466,742 $3.7 Home Rule 1. Property Tax (1% of assessed value, No specific prepared
CA Billion the annualvalue increase is no more meals tax beyond
than rate of inflation or 2%whichever standard sales tax.
is less)
2. Sales and Use Tax (total tax is
10.5%, City receives 1% and 0.75%
for the City's transaction and use tax;
does not apply to streaming services)
3. Utility User Tax (5%tax on
communication, electric,water and
gas charges)
4. Licenses, Permits and Fees
5. OtherTaxes-Transient Occupancy
Tax- 13%tax on nightly room rent
with 6% going toward the General
fund; Business License Tax
(Cannabis)- Dispensary/Delivery is
taxed 6%for medical, 7%for adult
use. Cultivators are taxed $13.09/sq
feet and a flat tax of$1,000.
Manufacturers, distributors, and
testing labs are all taxed at 1%
Unique Revenue: Oil Revenue benefits
the general fund- Barrel tax($0.30 per
barrel produced), sale of produced oil,
and administrative fees on oil
production costs
Virginia 459,470 $2.8 Dillon Rule 1. Real Estate Tax ($0.97 per$100 of 6.0%tax on prepared
Beach, VA Billion assessed value) meals or drinks sold ready
2. Personal Property Tax ($4.00 per for consumption in
$100 of assessed value) addition to 6.0%Sales
3. State Revenue and Use Tax; the City
4. General Sales Tax (4.3%State sales retains 7.0%.
tax, 1.0% local option sales tax, and
0.7% regional sales and use tax, total
6.0%; locality keeps 1.0%; does not
apply to streaming services)
5. Business Professional and
Occupational License Tax (based
on gross receipts in a calendar year)
Miami City, 442,241 $1.8 Home Rule 1. Property Tax (Total adopted millage 2.0% municipal resort tax
FL Billion rate 7.3616 Mills) for establishments in
2. Charges for Public Services hotels or motels in
(charges for reports, public addition to standard taxes
documents, and photographs, public which include 6.0% state
safety, physical environment for sales tax.
cemetery charges; parks and 1.0% Homeless and
recreation, special events, parking Domestic Violence Tax
surcharges, building inspections, collected on all food and
etc.) beverage sales in
3. Franchise Fees and Other Taxes businesses that sell
(includes fees such as Gas Franchise alcoholic beverages and
Fees, Electrical Franchise Fees, gross annual receipts
Utility Service Fees, Public Service over$400,000 (does not
Taxes, and the Local Option Gas Tax) apply to facilities in
4. Intergovernmental Revenues hotels/motels).
(includes City's portion (based on
population) of the half cent sales tax;
sales taxes and a local
communications service tax of 0.5%
apply to streaming services)
5. Licenses and Permits (Professional
and Occupational Licenses,which
are required for the privilege of
engaging in certain trades,
occupations, and other activities;
Building Permits; Other Licenses and
Permits,which includes permits
required for activities not related to
those specified above such as
Fireworks Permits and Bench
Permits)
Minneapolis, 429,954 $2.0 Home Rule 1. Property Tax (overall property tax 3.0% Downtown
MN Billion levy increase of 8.0%) Minneapolis Liquor and
2. Sales and Use Tax (6.875% state Restaurant Taxes in
sales tax, 0.15%for the county, 1% addition to sales taxes.
for local area sales tax, 0.5%for city 3.0% Minneapolis
sales tax, and 0.5%for Entertainment Tax on
transportation; sales tax applies to admission fees,
streaming services) amusement devices and
3. Franchise Fees (fees for electricity games, food, drinks, and
and natural gas, 5.25%for residential merchandise sold in
customers, 6.75%for commercial) public places during live
4. Charges for Services performances, and short-
5. Intergovernmental Revenues term lodging in addition to
Sales taxes.
*Population based on 2020 census.
Honorable Mayor and Members of City Council,
Attached you will find the Process Improvement Steering Committee (PISC) Council-directed
Budget Reconciliation Assignment. It is presented for your consideration, deliberation and
assistance in developing the FY27 budget.
Our target was to identify$16 million dollars of potential savings. Attached is a brief Report that
provides the items identified for potential savings and an excellent summation of the steps and
methodology involved in arriving at a product suitable for presentation to Council. The total
presented to Council is a sum of nearly$20.2 million and represents a cross-section of City
Departments.
PISC looked at the tasking as being comprised of two parts. The first is to satisfy the mandate to
assist in identifying ways to achieve the $16M target. The second part is to provide an ongoing
process of identifying longer term efficiencies and cost savings opportunities. Under the
"Methodology" section of our report, we call for annual assessments of 2-4 City Departments
per year. A preliminary schedule is included in the report. Such an ongoing effort would promote
a regular self-assessment at the Department Level and may well lead to efficiency gains and
cost savings.
We are indebted to Deputy City Manager Monica Croskey, Director of Budget and Management
Services Kevin Chatellier, and Deputy Director of Budget and Management Services Kaitlyn
James for their diligence and timely efforts in helping us satisfy this tasking.
Sarah Welch Bruce Johnson
Process Improvement Steering Committee, Process Improvement Steering Committee,
Project Lead Project Lead
fFK
Brad Martin, PE
Process Improvement Steering Committee, Chair
CC:
Process Improvement Steering Committee
Patrick A. Duhaney, City Manager
Process Improvement Steering Committee//Council-Directed Reconciliation Project
City Council-Directed Budget Reconciliation Assignment
Potential Elements for
Additional Exploration
December 2025
.,. PROCESS IMPROVEMENT STEERING COMMITTEE
t=o t¢ 2401 Courthouse Dr. I City Hall I Virginia Beach,VA 23456
dry �,r
GF OOR`N Committee Members: Brad Martin—Chair,Tuck Bowie—Vice Chair, Billy
Almond, Bill Coley, Lawrence Dotolo, Mike Eason, Bruce Johnson,
Clenise Platt, Stephen Romine, Donna Turner, Sarah Welch
Process Improvement Steering Committee//Council-Directed Reconciliation Project
Background
As part of the FY2026 reconciliation process and the subsequent approved FY2026 Adopted
Budget, City Council included the following:
"Direct the City Council appointed Process Improvement Steering Committee(PISC)
to collaborate and coordinate with the City Manager's Office to review City
department services to identify possible efficiency opportunities, cost saving
measures, and provide recommendations to the City Council for its review and
consideration as part of the Committee's fiscal year2026 annual report."
The Process Improvement Steering Committee (PISC) will submit its FY2026 annual report
in August 2026. PISC City Council Liaison Stacy Cummings provided clarifying guidance that
a portion of PISC's work should be delivered to City Council in time for FY27 budget
consideration. Councilmember Cummings also provided guidance that PISC should provide
recommendations for$16 million in cost reductions in time for FY27 budget considerations.
It is important to note that PISC does not opine on the appropriateness or need for this
exercise; rather PISC focused on fulfilling the Council's request through a thoughtful,
collaborative yet objective process.
Methodology
To meet the aspirational goal of identifying $16 million in cost reductions for FY27 budget
considerations while also honoring the explicit language included in the FY26 Budget
Reconciliation Letter, PISC bifurcated its work into longer-term and short-term horizons.
Longer-term // efficiency and cost savings opportunities: PISC will begin conducting
annual department assessments in which it will work with 2-4 City departments each year
to assess,evaluate,and understand the City's ongoing opportunities for efficiencygains and
cost savings. PISC will provide its findings to City Council annually. Below is a preliminary
schedule for the next three fiscal years.
• Human Resources • Public Works • Parks& Recreation
• Emergency Management • Agriculture • Finance
• Police • Fire
• Planning
Short-term(FY27 focus)//$16m in cuts and revenue:The remainder of this report focuses
on the most immediate request.
• As part of the FY25 budget development, City departments were asked to identify
potential cuts.The resulting list was publicly shared with City Council. Given that this
list had already been developed and reviewed by department staff and City
Page 2 of 8
Process Improvement Steering Committee//Council-Directed Reconciliation Project
leadership, PISC used it as a starting point. Additionally, PISC was interested in
examining options for increasing revenue.
• Understanding that the list was somewhat dated,for example, some of the positions
identified for potential elimination have since been eliminated or repurposed, the
essence of what the items on the list represented were assessed. Using a 4-point
Likert scale (i.e., very interested, somewhat interested, somewhat not interested, not
at all interested), PISC members completed an interest survey to express their level
of interest in further exploring an item. Subsequently, PISC members created an
additional list of potential items to pursue; PISC members were surveyed on their
level of interest in further exploring the items via a survey that used the previously
noted scale.
• Items obtaining 70% or greater of"very interested/somewhat interested"were then
further examined to better understand potential impacts. Departments completed
Impact Statement forms that were provided to PISC.The rationale for 70%was that it
is similar to the requirement that a super majority of City Council is required to
approve the City budget.
• PISC members reviewed the impact statements and based on the additional
information,the listwas further refined by another round of surveying. PISC members
were asked to indicate their level of support for including an item in the final list
transmitted to Council for further consideration, by selecting from three options: No
- do not include on consensus list, Yes - include on consensus list, Yes - include on
consensus list but with caveats/comments l would like to make. Items that received
70% or greater for"Yes - include on consensus list; Yes - include on consensus list
but with caveats/comments 1 would like to make"are included on the final list.
PISC PISC
D- •
Survey: Survey:
Additional
Initial List +
Items
• Information •
PISC
" • •r Items • r •
list
Exploration Council
Final List
As previously noted, it is important to express that PISC does not opine on the
appropriateness or need for this exercise but rather PISC sought to fulfill the Council's
request through a thoughtful, collaborative yet objective process.
Page 3 of 8
Process Improvement Steering Committee//Council-Directed Reconciliation Project
PISC encourages additional examination of the feasibility, considerations, and potential
impacts of the areas included in its final list. This additional examination could potentially
include Council directing staff to submit further analysis as part of the budget process, as
well as intentional community engagement — such as launching a community survey or
holding community listening sessions to gather the public's feedback on the included areas.
Page 4 of 8
Process Improvement Steering Committee//Council-Directed Reconciliation Project
PISC List for Counc it's Further Exploration
D•.. Description
Revenue Increase (*Reflect individual PISC member comments from survey)
1 Economic Prove cost/benefit(ROI),25% $1,210,647 • For FY26&27,eliminate costs associated with retaining international
Development expense reduction consultant services to attract businesses to VAB for 2-3 years.
• Retain$250K budget for sponsorships and subsidies. Reduce
Advertising/Marketing budget by 25%.
• If not the full 25%reduction,still look into the HIVE,consider partnership
with Hampton Road Workforce Council or Black Brand.Should move to a
lower cost space as suggested by the department.
•The HIVE resource is an important resource for start-up and small
businesses. Rather than eliminate this resource,lease the facility to a
business and re-direct 50%of the current budget allocation(—$150K)to
the Hampton Roads Small Business Development Center,which serves all
of Hampton Roads.
• It is very important that the HIVE program is not eliminated.This is a great
opportunity to explore a different location site with a less cost prohibitive
Lease and to pursue other collaborations.
2 Parks&Recreation Out of School Time-increase fees $3,392,535 . Breakeven scenario#2 from department impact statement would be a
and reduce cost to breakeven for good start;this calls for breaking even with current staffing levels
this program . Increase fees more quickly to better match non-city-operated after-school
program services
• Develop a structure with fees and scholarship opportunities that would
help to preserve this important service
3 Parks&Recreation Inclusion Services program— $1,071,432 •Assess the impact on a small number of participants-$1 million for 159
eliminate program families
4 Aquarium Increase fee and reduce expenses $2,012,975 • Consider a rate for VB residents and a rate for non-VB residents
to breakeven
Page 5 of 8
Process Improvement Steering Committee//Council-Directed Reconciliation Project
ExplorationPISC List for Council's Further
• .. Description
individualRevenueIncrease (*Reflect •-r comments from
•A structure with fees and educational collaborations and programs with
colleges in the area could also provide unique opportunities for innovation
and assist with increasing the Aquarium's income
5 Library Reduce programming by 10% $2,271,886
6 Library Support Services,eliminate based $302,351
on ROI or reduce by 10%
7 Parks&Recreation Early Childhood Services,increase $1,124,272 • Increase fees more quickly to better match non-city-operated early
fees and reduce expenses to childhood services. For example,one local multi-center non-profit in
breakeven Hampton Roads has averages fees of$696/week($2800/month)versus VB
Parks and Rec average fees of$360/week($1440/month).
• $1 million for 121 participants is awfully expensive,though I'm sure it has a
significant positive impact on those 121 families.
• Research a structure with fees and scholarship opportunities to help
preserve this important service
8 Parks&Recreation Landscaping Services,5-10% $1,497,331 • Consider wildflower option vs mowing where possible
reduction . Explore a robust landscaping plan that would allow strategic planting of
plants and flowers that offer beauty and a decreased need for
maintenance. This could also help the city be cognizant and intentional
about sustainability practices.
9 Parks&Recreation Extend the current mowing cycle of $238,639
14-day maintenance frequency for
the 178 neighborhood parks to once
every 16-18 days
10 Cultural Affairs Reduce funds to arts,cultural& $98,359 •Williamsburg has a very robust fee structure for their historical homes and
history programming, marketing, museums which benefits the homes and is advantageous for tourism. This
and public art maintenance could be a great opportunity for VB.
Page 6 of 8
Process Improvement Steering Committee//Council-Directed Reconciliation Project
PISC List for Council's Further Exploration
Department
individual PISC membercomments
11 Parks ecreation Extend mowing cycles for all divided $516,594 • Explore a robust landscaping plan that would allow strategic planting of
roadways from 18-21 days to a plants and flowers that offer beauty and a decreased need for
cycle of 21-23 days.Also extend maintenance. This could also help the city be cognizant and intentional
contractually maintained sites to about sustainability practices.
21-23 days.
12 Citywide Revisit exploration of existing Varied • Align dedications with City's current mission,vision and values
dedications for capacity to offset
portion of citywide real estate tax
rate reduction.More specifically,
P&R,Outdoor Initiative,Major
Projects,ARP,Town Center TIF,TIP,
TAP,Open Space,and EDIP
13 Police Eliminate the Mounted Patrol Unit $1,458,153 •Assess overlap of drones, helicopters,mounted police,etc.
• Eliminate.The presence of mounted police duringvarious large crowd
events at the oceanfront continues to be viewed as negative among
visitors,a younger and more diverse attendee base,and among the VB
community. There must be a better way to disperse alcohol-fueled crowds
at tam when the oceanfront bars shut down.
• If not eliminated,get more donors or"friends of"to offset costs.Believe
there is more opportunity/associated expenses than Police given the Public
Works management of facilities
• Consider a streamlined and efficient schedule to use the mounted police
officers. Also explore if horses may be good fit for equine therapy services
to help generate income.
14 Aquarium Reduce Technical Exhibit budget by $111,179 • If 10%is too aggressive,try for 2.5-5%reduction
10%
Page 7 of 8
Process Improvement Steering Committee//Council-Directed Reconciliation Project
PISC List for Council's Further Exploration
• • .. Description
Revenue Increase (*Reflect individual PISC membercomments
15 Citywide Annual 5-10%headcount reduction Varied • Most fortune 100 companies manage their business this way or get through
of low performers,keep track of not back filling for attrition
attrition and do not back fill •This should be an annual process
16 Human Services Quality Improvement-Eliminate or $3,034,255 • Balance with other sources of funding
10%expense reduction and do Cost
Benefit Analysis(ROI)
17 Human Services Ask for s%expense reduction $1,118,758
overall for department
18 Police Reduce Marine Patrol-Develop $736,182 • Understand cannot combine with Coast Guard.Then must find a way to
cooperative with Coast Guard(50%) reduce the cost to operate.Can we generate revenue some way?If not get
a 5-10%reduction in expenses.
Estimated Cost Reductions $20,195,548
Page 8 of 8
Process Improvement Steering Committee Budget Project
Proposal Title: Landscaping Service 5-10% Reduction
Source: PISC Committee
Department: Parks and Recreation
FY26 Expenditure:$23,784,028
FY26 Revenue: $8,810,717
Net Cost: $14,973,311 (10%=$1,497,331)
FTE: 199.12
Program Definition: This division maintains all City Parks and Provides landscape
maintenance for all public landscape infrastructure on City roadways, public buildings
including the Municipal Center complex, the Oceanfront, Town Center, public spaces, and
school sites. https://parks.virginiabeach gov/outdoors/park-landscape-services
Impact Statement: The Park & Landscape Services Division is responsible for all
Landscaping and ground maintenance of City building sites, school sites, park sites,
roadways, and the resort area, including: 512 building sites, 3,685 acres of parklands out of
7,495 total acres, 179 miles of rural roadways,91 school sites and support facilities,and 164
miles of divided roadway. City services include, mowing services, litter control services,
landscape installation and maintenance, hazardous tree assessment and removal, storm-
related emergency services, municipal parking lot sweeping services, community
beautification projects coordination, special event support, snow and ice removal building
sites, athletic field preparation and maintenance, playground equipment at the park and
school sites installation and maintenance,tennis and basketball court maintenance, select
bench, picnic table, fence, and sign installation and maintenance, welding and metal
fabrication, and school parking lot striping. Landscaping on City-Owned property is
maintained through maintenance cycles.
The two following proposals, one for Extending Maintenance Cycles for Neighborhood Parks
and another Extending Maintenance Cycles for Divided Roadways,add up to a potential 10%
reduction in the program. Impacts are described in each of those respective proposals.
Landscaping Service 5-10% Reduction Page 1 of 3
Proposal Title: Extended Cycles - Mowing & Landscape Maintenance of Neighborhood
Parks
Department: Parks and Recreation
FY27 Expenditure:$377,241
FY27 Revenue: $0
Net Cost: $377,241
FTE: 0
Program Definition: This division maintains all City Parks and Provides landscape
maintenance for all public landscape infrastructure on City roadways, public buildings
including the Municipal Center complex, the Oceanfront, Town Center, public spaces, and
school sites. https://parks.virginiabeach.gov/outdoors/park-landscape-services
Impact Statement:Our 178 City neighborhood parks are on a 14-day maintenance cycle for
all locations. About 70 of those parks are maintained by contractors at an estimated cost of
$377,241 in FY 2026-27. Eliminating the contracts and adding those parks to the ones
already maintained by City crews would extend the mowing cycles to 17-19 days. From FY
12 to FY 17 parks were maintained every 16-18 days.
Proposal Title: Extended Cycles- Mowing& Landscape Maintenance of Roadways
Source: FY 2026-27 Estimate of Impacts
Department: Parks and Recreation
FY27 Expenditure:$1,155,707
FY26 Revenue: $0
Net Cost:$1,155,707
FTE: 0
Program Definition: This division maintains all City Parks and Provides landscape
maintenance for all public landscape infrastructure on City roadways, public buildings
including the Municipal Center complex, the Oceanfront, Town Center, public spaces, and
school sites. https://parks.virginiabeach.gov/outdoors/park-landscape-services
Impact Statement: The City's 169 miles of divided roadways are mowed and maintained
every 18-21 days. A significant number of these roadways are maintained by contractors.
Landscaping Service 5-10% Reduction Page 2 of 3
Eliminating some of these large contracts,with an estimated value of$1,155,707 in FY 2026-
27, and adding those roadways to those already being maintained by City crews would
extend the mowing cycles to every 23-25 days. Cycles would also be eliminated from the
remaining contracts so all divided roadways would be maintained on the same 23-to 25-day
cycles. It is against City Code to have grass over 10" for extended periods of time, and
extending the mowing cycle could put the grass in violation of this code. In FY 11,the divided
roadway cycles were extended to every 22-24 days-for one year. Funding was identified in
FY 12 to put them back on a cycle of maintenance every 20-21 days. Here is a representative
photo from around that time:
f u
,
Landscaping Service 5-10% Reduction Page 3 of 3
Process Improvement Steering Committee Budget Project
Proposal Title: Citywide Mowing& Landscape Maintenance of Neighborhood Parks
Source: FY25 Budget Proposal
Department: Parks and Recreation
FY26 Expenditure:$238,639
FY26 Revenue:$0
Net Cost: $238,639
FTE: 0
Program Definition: This division maintains all City Parks and Provides landscape
maintenance for all public landscape infrastructure on City roadways, public buildings
including the Municipal Center complex, the Oceanfront, Town Center, public spaces, and
school sites. https://Darks.virginiabeach.gov/outdoors/dark-lan_dsca�e-services_
Impact Statement: City neighborhood parks are on a 14-day mowing cycle for 178
locations.A reduction in funding to this area would extend the mowing cycles to 16-18 days.
Landscape maintenance contracts would be cancelled and remaining contracts would need
to be modified. Parks no longer under contract would be maintained in-house on the
extended cycle.
Mowing- Neighborhood Parks Page 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title: Citywide Mowing& Landscape Maintenance of Roadways
Source: FY25 Budget Proposal
Department: Parks and Recreation
FY26 Expenditure:$516,594
FY26 Revenue: $0
Net Cost:$516,594
FTE: 0
Program Definition: This division maintains all City Parks and Provides landscape
maintenance for all public landscape infrastructure on City roadways, public buildings
including the Municipal Center complex, the Oceanfront, Town Center, public spaces, and
school sites. https://parks virginiabeach.gov/outdoors/�ark_landsca_pe-services
Impact Statement: City divided roadways are on a 18-21 day mowing cycle. A reduction in
funding to this area would extend the mowing cycles to 21-23 days. This would also extend
to the Sheriff's Workforce and contractually maintained sites. It is against City Code to
have grass over 10"for extended periods of time and extending the mowing cycle could put
the grass in violation of this code.
Mowing- Roadways Page 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title: 5%expense reduction overall
Source: PISC Committee
Department: Human Services
FY26 Expenditure:$153,495,772
FY26 Revenue: $103,338,254
Net Cost: $50,157,518 (5%_$2,507,876)
FTE: 1,137.07 (5% =56.85)
Program Definition: The mission of the Department of Human Services is to provide Virginia
Beach residents the opportunity to achieve the highest level of self-sufficiency, safety, and
quality of life possible through an array of coordinated services delivered in a climate of
dignity, respect, and accountability. https_//hs.virginiabeach.gov/about
Impact Statement: Of the $50.2 million in local funds, over half ($26,382,366) is obligated
to the City's Performance Contract with the Commonwealth of Virginia.The Commonwealth
of Virginia, through its Department of Behavioral Health and Developmental Services
(DBHDS), provides funding for Mental Health, Developmental, and substance use disorder
services through a performance contract with local Community Services Boards (CSB) and
Behavioral Health Authorities.This contract specifies the services to be provided bythe CSB,
the costs of those services, all revenues used to support the services, lists all state and
federal statutory and regulatory requirements applicable to the CSB, and contains outcome
and performance measures for the CSB. By removing the Performance Contract obligation,
the remaining local funds in Human Services is $23,775,152, and a 5% reduction would be
$1,188,758.
Many DHS programs receive State or Federalfunding and earn program revenue through fees
which thus creates ourfoundation for services. No programs at DHS are 100%locallyfunded
and programs rely heavily on the state and federal revenue as well as fee generation to
support the department and the most at risk and vulnerable residents in the City of Virginia
Beach.
5% Expense Reduction Overall 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title: Early Childhood Services—Increase Fees and Reduce Cost to Break Even
Source: PISC Committee
Department: Parks and Recreation
FY26 Expenditure:$2,047,752
FY26 Revenue: $923,480
Net Cost: $1,124,272
FTE: 31.59
Program Definition: Early Childhood Services provides childcare and early childhood
education to children aged 3-5. https://parks.virginiabeach.-gov/child-care/preschool-prek-
child-care
Impact Statement:
The Early Childhood Education (ECE) programs serve children ages 3-5 who are fully potty-
trained and operate annually from September through August at Bow Creek, Kempsville,
Princess Anne, and Williams Farm Recreation Centers. Three of the four recreation centers
were constructed with areas specifically designed to house ECE programs, to meet the
developmental needs of preschool-aged children.
ECE programs are licensed through the Virginia Department of Education(formerly underthe
Department of Social Services), ensuring compliance with state standards for quality and
safety. ECE program staff implement the Frog Street Curriculum, a comprehensive,
research-based program that provides intentional instruction across key areas of early
development to ensure children are well-prepared for kindergarten. All classrooms are
evaluated through the Virginia Department of Education and the CLASS rating system.
Key Areas of Development include:
• Language, literacy, and math activities
• Daily interactive, hands-on exploration experiences
• Pre-reading and listening comprehension development
• Movement-based games that promote physical development
• Integrated STEAM (science, technology, engineering, arts, and math) activities to
encourage curiosity and problem-solving
Early Childhood Services Page 1 of 4
Currently,the program serves 121 participants(out of a maximum capacity of 165). Of these,
24 children are supported through the Mixed Delivery Childcare Grant, which covers all or
part of their program fees,and 20 participants receive a 50%reduced fee.Overthe past three
years, fees have been increased by $55 annually to help narrow the gap between program
expenses and by increasing earned revenue.
Expected Expected FY 27 Expected
Fee Name Fee Description
Fees Revenue Fees Revenue Fees Revenue
Early Childhood All Day Childcare $682.00 $737.00 SG'980 5792.00 SG7,980 5847.00 $67,980
Monthly Fee
Given the current registration numbers, parents would need to pay $1,429 per month to
cover costs and break even. This amount reflects an increase of $637 over the
recommended price increase reflected for FY27,or an 80%increase in cost.The department
does not believe it is feasible or preferable to increase fees this much, this quickly. Instead,
the department has been steadily increasingfees up to 8% peryear(well above inflation and
any 3%staff salary increases)to eventually get the program budget neutral.
With current staffing levels, the department could potentially take up to 149 participants.
This is a current strategy the department is pursing. Through their efforts, participation has
grown steadily:
FY 24 96
FY 25 120
FY 26 121(with a possibility to grow with waiting list)
Staff have been actively working through the waiting lists by contacting parents as spots
become available. Currently, additional children are being added to the following programs:
• 1 at Bow Creek Pre-K
• 2 at Bow Creek Preschool
• 2 at Kempsville Preschool
• 1 at Princess Anne Pre-K
In addition, four spots have been offered to participants at Princess Anne Preschool, and
two spots have been offered at Williams Farm Preschool. Staff are currently awaiting
responses from the parents regarding these offers. As participation grows filling current
vacant spots, this results in net new revenue since no additional staff are needed once/if
these spots fill.
Revenue/Expenditures
Early Childhood Services Page 2 of 4
ECE ECE Budgeted ECE Actual Revenue
Expenditures Expenditures
FY26 $2,047,752 Fiscal Year Ongoing $ 923,480
FY25 $2,004,152 $1,944,072 $ 931,589
FY24 $1,720,840 $1,524,383 $ 694,836
FY23 $1,416,206 $1,327,260 $ 604,944
FY22 $1,374,282 $1,139,957 $ 345,047
Staffing Structure ($1,804,127)
The Early Childhood, Inclusion, and Therapeutic Recreation programs operate under shared
leadership, and staff ingframework designed to ensure consistency,collaboration, and high-
quality service delivery across all specialized programs.
Team Composition:
• 6 FT positions (1 Recreation Supervisor,1 Recreation Specialist II, 4 Recreation
Specialists 1).
• 11 Part-Time Early Childhood Educators
• 11 Part-Time Benefits-Eligible Activity Center Assistant Leaders
• 25 Part-Time Activity Center Assistant Leaders(10 positions currently vacant)
• 1 Part-Time Activity Center Aide
Staffing Ratios and Supervision Requirements
State licensing regulations require the following staff-to-child ratios:
• Two-year-olds: 1 staff member per 8 children
• Three-to five-year-olds: 1 staff member per 10 children
In addition to meeting these licensing requirements, the department expects that a
minimum of two staff members always be present in each room to ensure enhanced safety
and security for all children.
Program Importance and Community Impact
The Early Childhood Programs are a cornerstone of Virginia Beach Parks and Recreation's
commitment to supporting families and preparing children for lifelong success. By providing
Early Childhood Services Page 3 of 4
high-quality, developmentally appropriate education in a recreational setting, the programs
bridge early learning and play, fostering social, emotional, cognitive, and physical growth in
a safe and nurturing environment.
For many families, these programs offer an affordable and accessible alternative to private
preschool options, ensuring that children from diverse backgrounds can begin their
educational journeys on equalfooting.The inclusion of state-licensed instruction and use of
the Frog Street Curriculum reflect the department's dedication to excellence and
accountability in early education.
Additionally, current partnerships such as the Mixed Delivery Childcare Grant and access to
future Subsidy programs can expand access for families with financial need, reinforcing the
city's commitment to equity and inclusion. By preparing children for kindergarten readiness
and instilling a love for learning,the Early Childhood Programs not only benefit participating
families but also contribute to the broader community's educational and social well-being.
Early Childhood Services Page 4 of 4
Process Improvement Steering Committee Budget Project
Proposal Title: Elimination of Funds to Arts, Cultural& History Programming, Marketing
and Public Art Maintenance, in order to achieve Council and Departmental goals reflected
in Focused Action Plan Initiatives 3.10, 3.11, 3.12, 3.13 and 3.14 and Department
Performance Plan Initiatives 3,2,4, and 5.
Source: FY25 Budget Proposal
Department: Cultural Affairs
FY26 Expenditure:$98,359
FY26 Revenue: $0
Net Cost:$98,359
FTE: 0
Program Definition:The Cultural Affairs Department made proposed reductions in cultural
arts and history programming, public art maintenance, marketing, and the elimination of
some planned public art projects as a part of the FY25 budget process. The City Council's
Focused Action Plan includes several initiatives that are addressed by the Cultural Affairs
Department. These initiatives include community engagement and enhancing arts
throughout the City. In addition to the City's Focused Action Plan,Cultural Affairs has several
Department Performance Plan Initiatives that are addressed in this proposal. The focus of
these initiatives also centers around community engagement and enhancing the arts in the
City. During the FY 25 Budget process, the City Council redirected amusement tax
dedication from the TIP Fund to Cultural Affairs to enhance these efforts.
Impact Statement: The reductions to arts, cultural and history programing, and marketing
would eliminate or impact the number and quality of multi-cultural programs.The proposed
cuts would force Cultural Affairs to eliminate public art projects, cultural and history
programming, and event marketing funds. With this reduction, the department would not
only need to reduce the number of programs offered to the public but would also lose the
opportunity to deepen their support of local artists' arts and cultural organizations and
expand projects that bring the community together and grow their successful programs.
Programming is one of the key areas for potential revenue generation, so programming and
marketing cuts reduce revenue potential. Reductions to the Public Art Maintenance Fund
would prevent much needed on-going maintenance and conservation to ensure the long-
term preservation and sustainability of the City's fifty-permanent and temporary art
collection valued at more than$7 million.
Elimination of Funds 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title:Annual 5-10% Headcount Reduction
Source: PISC Committee
Department: Citywide General Fund
FY26 Expenditure:$28,171,347
FY26 Revenue:Varied Depending on Positions Reduced
Net Cost: $28,171,347
FTE: 290
Program Definition: The General Fund supports positions across most city departments,
includingthose identified in other proposals. The reflected dollarvalue and FTE count is 5%
of all budgeted full-time and part-time positions, inclusive of taxes and benefits. It does not
include contracted manpoweror overtime budgets,as the City does not fully budgetthe cost
of those line items.
Impact Statement: An annual 5% reduction in city staff would equate to 290 positions
across the City in the current fiscal year. Many of these positions are supported either
directly or indirectly by state or federal revenue or department specific revenue (such as
permit fees in Planning). Reducing $28.2 million in budgeted expenditures will have an
overall impact on the City's fund balance which will impact the funding of the Capital
Improvement Program, which is budgeted to receive between $11.3 and $29 million
annually, depending on the fiscal year. In addition, it will reduce flexibility to use contracted
manpower or overtime to ensure services are still being provided to residents of the City.
Actual payroll expenditures are monitored throughout the fiscalyear and as appropriate,the
use of fund balance as a means of funding the CIP may be modified for the proposed budget
during the development process.The FY 2026-27 CIP anticipates using$17.8 million of fund
balance from the General Fund as a financing source, which will primarily be derived from
vacancy savings. The use of vacancy savings must be purposeful and monitored closely, as
more and more positions become filled. In recent years, year-end vacancy savings have
dwindled from $31.6 million in FY 2021 to$14.8 million in FY 2025.
The initial description also mentioned the elimination of low performers, please note, merit
employees have grievance rights as outlined in city code.
Annual 5-10% Headcount Reduction 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title: Inclusion Services
Source: PISC Committee
Department: Parks and Recreation
FY26 Expenditure:$1,071,432
FY26 Revenue:$0
Net Cost: $1,071,432 (note: although the vast majority of participants requiring Inclusion
Services support are participants in fee-based programs - ex: OST/child care, aquatics,
athletics, etc. - however the revenue from those fees are not specifically assigned to the
Inclusion Services budget, but rather to the revenue budget of the specific area the
participant is participating in)
FTE: 16.62
Program Definition: Inclusion Services is a support service to provide accommodations so
that those with varying physical, mental, and educational needs may make fuller use of
recreation programs. https://p ks_.virginia_beach.gov_/programs-classes/therapeutic-
recreation-inclusion/inclusion-support-services
Impact Statement: Virginia Beach Parks and Recreation is committed to providing
reasonable accommodations for individuals with disabilities who wish to participate in our
programs, as is required by the Americans with Disabilities Act.
(https://virginiabeach.gov./a.mer.icans-with-disabilities-act). Our Inclusion Team partners
with parents and participants to develop individualized Modification Plans specific to the
participant's needs, to ensure the successful integration of participants for any program or
activity offered by the department, most often used by participants in Aquatics, Out-of-
School Time (OST), and Early Childhood programs.
The Inclusion Team's individualized approach—through carefully developed Modification
Plans—promotes meaningful participation and success for every individual, regardless of
ability.These plans are created collaboratively by recreation staff, inclusion specialists, and
families, fostering strong communication, consistency, and trust among all involved. The
team's work not only enhances the experience for participants with disabilities but also
strengthens the overall inclusivity and adaptability of Virginia Beach Parks and Recreation.
Inclusion Services Page 1 of 2
Developed Modification Plans
Year Totat • Non-OST
®- 159 109 50
156 125 31
FY26(to date) , 139 114 17
As can been seen in the chart above, over 150 program participants per year need an
individualized Modification Plan to participate successfully in our public programs. The
majority of these plans (over 100/year) involve youth in our Out-of-School Time (OST) before
and after school child-care program. In addition to developing modification plans, the
Inclusion Team is also responsible for conducting site and park assessments and providing
staff training on disabilities, inclusion, and universal programming principles.
Staffing Structure
• 8 FT staff (1 Supervisor, 2 Rec. Specialist II, and 5 Rec Specialist I's)
Each specialist is assigned to specific OST Zones (7 total) to ensure balanced
workloads and quality interactions with parents, guardians, and participants.
Specialists also manage general recreation program requests, such as specialty
camps, swimming lessons, and recreation classes.
o One Rec Specialist l is specifically assigned to support Early Childhood.
• 1 Part-Time Activity Center Leader
Provides administrative and on-site support for inclusion programs.
• 20 Part-Time Activity Center Assistant Leaders (budgeted for 30)
Assist with implementation of modification plans and provide direct participant
support as needed.
Program Importance and Community Impact
Inclusion Services play a critical role in ensuring that all residents of Virginia Beach have
equitable access to the city's recreational opportunities.As part of Virginia Beach Parks and
Recreation's legal and ethical commitment to providing reasonable accommodations under
the Americans with Disabilities Act (ADA), the Inclusion Team ensures that individuals with
disabilities can successfully participate in general recreation programs, Out-of-School Time
(OST) programs, and Early Childhood offerings.
Inclusion Services Page 2 of 2
Process Improvement Steering Committee Budget Project
Proposal Title: Reduce Marine Patrol
Source: PISC Committee
Department: Police
FY26 Expenditure:$1,472,364
FY26 Revenue: $0
Net Cost: $1,472,364(50%= 736,182)
FTE: 9.46
Program Definition: The Marine Patrol Dive Team Units are dedicated to enforce local and
state maritime laws, rendering assistance in emergency and distress situations, providing
security on the waterways, and maintaining the safest possible boating environment.
Impact Statement:
A 50% reduction in staffing of the VBPD Marine Patrol would significantly and negatively
impact the ability of this specialty trained and experienced team to safely respond to
waterborne emergencies and severely limit the abilityto conduct enforcement efforts within
a citywith the largest and mostvaried type(ocean, bay, river, lake, etc.)of recreational water
in the region. Favorable weather conditions in and around the City of Virginia Beach allow
the recreational, charter, self-propelled vessel, and surfing community to engage in water-
related activities year-round.
Partnering with the U.S. Coast Guard (USCG) would be impractical, unrealistic, and not
within their federal mandate or lawful authority. The US Coast Guard has experienced a
significant decrease in staffing in Hampton Roads due to shortages in recruiting service-
wide, as well as internal realignment based on national security priorities. Many USCG
members have been redirected to border security and enforcement. As a result, Coast
Guard Station Little Creek has experienced a considerable decrease in manpower and
vessels, as staffing and their associated vessels have been redirected outside of the US
Coast Guard Sector Virginia. The US Coast Guard Sector Virginia Command Center is
currently calling VBPD Marine Patrol to respond to calls for assistance they receive, as their
response capabilities are very limited, and increased response times could impact the
safety of those calling in need.
Marine Patrol Page 1 of 4
Due to their staffing constraints, US Coast Guard Sector Virginia regularly requests support
from VBPD Marine Patrol for high-value asset vehicle protection and escorts, as these large
vessels, both U. S. and Foreign military and commercial, are potential targets for criminal or
terrorist attack.
Additionally, US Coast Guard Station Little Creek,the station assigned for responding to and
patrolling Virginia Beach waterways, is also responsible for patrol and response of a vast
area, which includes all the Hampton Roads region, as well as the Eastern Shore and as far
as Richmond. Due to downsizing, reallocation,and national prioritization of border security,
they would not be responsive to our inland waters and man-made and natural retention
Lakes. Additionally, most of our calls for service would not fall within their investigative
jurisdiction or lawful authority.
While the US Coast Guard can enforce federal maritime law, it cannot enforce state and city-
specific laws. The US Coast Guard will not investigate recreational vessel crashes, as this is
the primary jurisdiction of state and local agencies in Virginia. They have primary
investigative jurisdiction over commercial vessel crashes. The VBPD Marine Patrol is the
only enforcement agency that can enforce both state and Virginia Beach-specific laws.
Area of responsibility:
The City of Virginia Beach Police Department Marine Patrol actively patrols the following:
- 39 miles of Atlantic Ocean beaches and then east out to 3 miles, but we have
responded out to 20 miles for emergencies and requests from the Navy for downed
aircraft
- 20 miles of Chesapeake Bay beaches from Cape Henry to the Norfolk city line, and
from the City of Virginia Beach, in addition to the 17 miles of Chesapeake Bay Bridge
Tunnel to the Eastern Shore
- The Lynnhaven River and all its tributaries, which include Broad Bay and the Narrows
channel adjacent to First Landing State Park and Linkhorn Bay
- The Intracoastal Waterway in the southern part of the city, as well as its tributaries to
the North Carolina state line south and the City of Chesapeake west
- Back Bay, Sand Bay, and Shipps Bay, all of which are within the City limits and border
the False Cape State Park
- The Eastern Branch of the Elizabeth River from the Norfolk/Chesapeake city lines into
Virginia Beach
- Lake Smith, Lake Joyce, and the Little Creek Reservoir(although owned by the City of
Norfolk,the Norfolk Police Department does not respond to calls for service in those
bodies of water)
Marine Patrol Page 2 of 4
- Stumpy Lake and other natural and man-made retention lakes such as Lake James,
Lake Christopher, and Sherwood Lakes
Enforcement responsibility:
- Although two other agencies within the State have marine components, Virginia
Marine Police and Virginia Conservation Police,these agencies maintain a very small
and decreasing presence in the City of Virginia Beach, as they are also suffering from
staffing shortages,which have caused these organizations to reallocate personnel to
areas that do not have or maintain a permanent Marine Patrol presence. These
agencies can enforce state maritime and game laws but cannot enforce specific City
of Virginia Beach codes and ordinances.
- Virginia Beach has several thousand recreational vessels registered in the city, in
addition to those from outside our citywho launch from ourfree boat ramps, a robust
charter fleet that works out of Lynnhaven Inlet and Rudee Inlet, as well as personal
watercraft, paddle boards, and self-propelled vessels.
- VBPD Marine Patrol responds to a wide variety of waterborne emergencies, which
includes vessel crashes, vessels in distress, swimmers in distress, drownings,
navigational hazards, vessel fire with the VBFD, search and rescue cases, water-
based medical calls for service, Boating Underthe Influence, and self-initiated vessel
stops for violations of city and state laws. As of 2025, the VBPD Marine Patrol has
responded to 346 calls for service to date. Most of these calls for service do not fall
within the jurisdiction of the US Coast Guard.
Other City of Virginia Beach Department support:
- Often un-noticed, the Virginia Beach Marine Patrol works very closely and enhances
Parks and Recreation, Public Works Dredge Operations and other Public Works
departments, by providing considerable effort in supporting both city owned and
commercial dredge operations, debris removal from all city waterways as Public
Works does not have the infrastructure nor staffing to conduct these operations, and
monitoring and maintenance of city owned aids to navigation.
- In supporting Parks and Recreation, the VBPD Marine Patrol monitors and enforces
Laws around city-owned boat ramps and adjacent parking lots, as these have come
under community scrutiny due to violent and traffic-related crime during the last few
years.
- Resort Management Office and CityApproved Special Events—With the large number
of either city sponsored or city approved and permitted special events, the Marine
Patrol is required to be on-site and monitor the event, either by ensuring they
participants comply with the permit, or by ensuring the safety of the event by
Marine Patrol Page 3 of 4
preventing non-participants from entering the event area, such as large scale swims
or air shows over the oceanfront. As an example, in 2024,the city participated in the
NATO anniversary, which included a two-day air show over the Oceanfront. VBPD
Marine Patrol was the sole enforcement authority on the waterway as the US Coast
Guard and our other port partners declined to provide support for these two days.
Had VBPD Marine Patrol not been able to secure the safety box on the water,the FAA
would not have approved or supported the event.
Regional Support:
- The VBPD Marine Patrol supports our port partners, including the Port of Virginia,the
U. S. Navy, all other federal agencies, and all other regional cities as we maintain a
response and support capability under various Memorandums of Agreement.
- Our neighbor in Norfolk maintains the largest naval installation in the world,with both
Norfolk Naval Station and Joint Expeditionary Warfare Base Little Creek being
minutes from our city border. We have responded to requests for assistance in the
form of emergency services and vessel escorts, as the gateway to these installations
is located in the adjacentwaters of the Chesapeake Bay. As an example,with the City
of Norfolk hosting the 250th Anniversary of our country next summer, the largest
collection of sailing and foreign military warships will be anchoring in Virginia Beach
jurisdictional waters in the days before and after the sail into Norfolk.
We routinely respond to requests from the Port of Virginia,via our role in the Marine Incident
Response Team, as the VBPD Marine Patrol is one of the only full-time Marine Patrol in the
region. We have responded to requests for channel inspections after every major weather
event, as the Port of Virginia relies on open channels to move the volumes of cargo in and out
of the Port of Virginia and the Port of Baltimore. As a side note, the northern channel for the
Port of Baltimore is also located within the territorial waters of the City of Virginia Beach.
- We support our federal partners by conducting side scan sonar operations of
suspicious vessels coming into or departing the Port of Virginia, and we were the only
local law enforcement agency that supported anti-drone surveillance and response
operations during late 2023 and early 2024, as this area was experiencing significant
drone intrusions on military installations and critical state, local and commercial
sites in our region.
The Coast Guard is a federal agency with broad federal jurisdiction over U.S. waters, while
marine patrol is a local law enforcement unit. The two organizations have related, but
different missions with different allowable enforcement.
Marine Patrol Page 4 of 4
Process Improvement Steering Committee Budget Project
Proposal Title: Position Elimination-Mounted Patrol
Source: FY25 Budget Proposal
Department: Police
FY26 Expenditure:$1,458,153
FY26 Revenue: $0
Net Cost: $1,458,153
FTE: 11
Program Definition:The Virginia Beach Police Mounted Patrol Unit was created in 1985.The
mission of the unit is the patrol of the resort area of the city assisting with crowd
management and proactive enforcement activities.
Impact Statement:The Mounted Patrol Unit provides high visibility patrol and crowd control
management for areas where large number of people gather.They also conduct daily patrols
of the City's neighborhoods, participating in all of the same duties conducted by other patrol-
based officers but in high-pedestrian and low vehicle traffic areas. In addition to patrol
duties, the Mounted Patrol Unit also participates in numerous ceremonial functions that
represent the department and City, including parades, funerals, memorial services, and
dignitary protection details.
Mounted Patrol Page 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title: Out of School Time-Increase Fees and Reduce Costs to Break Even
Source: PISC Committee
Department: Parks and Recreation
FY26 Expenditure:$9,885,831
FY26 Revenue: $6,493,296
Net Cost: $3,392,535
FTE: 170.9
Program Definition:OutofSchoolTime offers programs for elementary students before and
after school, as well as on certain school breaks, at elementary schools and recreation
centers. https //parks.virginiabeach,.gov/child-care/before-and-after-school
Impact Statement: The Out of School Time (OST) unit continues to enrich the lives of
children and families across Virginia Beach through high-quality, affordable youth
development programs. For over 60 years, OST has maintained a successful partnership
with Virginia Beach City Public Schools, providing essential before- and after-school care,
enrichment programs, and seasonal camps that support working families—particularly
those in the middle class and ALICE (Asset Limited, Income Constrained, Employed)
categories. These programs are designed not only to provide childcare to thousands of
children daily but also to enrich the educational experience and personal growth of the
students. By offering a variety of activities—ranging from academic support to recreational
fun—these programs are a valuable resource forfamilies,especiallythose with children who
might need additional support.
Programs Offered:
1. School-Aged Child Care Programs(K-5)
a. Before School & After School Care
Safe and structured care before and after the school day for working parents.
b. Summer Break, Spring Break, Safety Camp, and All-Day Break Camp
These programs keep students engaged during extended breaks, offering fun
and educational activities.
2. School-Aged After-School Enrichment Programs(RISE)
a. Targeted at K-5 students attending Title I programs, focusing on academic
enrichment and youth development after school.
Out of School Time-Break Even Page 1 of 5
3. Middle School/Teen Programming(6th-8th Grade)
a. Summer Programs
Aimed at middle school students, providing engaging activities and learning
opportunities during the summer months.
Program Locations:
• 56 Virginia Beach Public Schools These programs are integrated into all 56
elementary schools across the city, makingthem easily accessible to most students.
0 6 Virginia Beach Recreation Centers These centers provide additional specialized
recreational opportunities for students.
• Select Middle Schools Middle school-specific programs are offered at certain
middle schools,to support the unique needs of older students.
Staffing Structure and Responsibilities
The Out of School Time (OST) Unit operates under a tiered staffing model that ensures
effective leadership, operational oversight,and direct program support across all 56 school-
based and 6 recreation center sites.The team provides comprehensive management, policy
compliance,and customer service to support thousands of Virginia Beach families annually.
Leadership and Management
31 FT staff (1 Coordinator, 4 Supervisors, 6 Recreation Specialist II's, 19 Recreation
Specialist I's, 1 Storekeeper, 1 Office Assistant) Approx. 200 PT program staff across all
sites on any given month.
Revenue/Expenditures
OST OST OST Revenue
Budgeted Expenditures
FY 27 $9,796,349 $8,049,572(SL3) Proposed
FY26 $9,691,481 $6,493,296 Projected
FY25 $9,992,763 $7,794,997 $6,317,327
FY24 $9,042,206 $7,599,521 $5,809,364
FY23 $7,840,794 $7,439,270 $5,018,141
The cost of doing business has steadily increased, particularly in staffing expenses. To
reduce costs,the department would need to eliminate operational expenses other than staff
salaries/positions (since reducing staff positions would then result in reducing the number
of students we can serve per site due to staff/student ratios,which in turn reduces revenue),
Out of School Time-Break Even Page 2 of 5
such as after-school snacks and/or some or all summer field trips. However, these services
have been instrumental to the success of our program and play a vital role in supporting the
children and families we serve. Additionally, years ago rates were raised specifically to
provide snacks.
The vast majority of the increase in program expenditures was due to significant pay
increases enacted by Council in 2022 after severe staffing shortages threatened the
imminent closure of 14 OST school sites. In order to boost recruitment and retention,
salaries were raised which quickly stabilized staffing and eliminated the need to close sites.
However, raises and subsequent yearly staffing pay raises, combined with the need to adjust
staff to child ratios, have resulted in the program operating at a deficit. To address this, the
department has taken a methodical approach to increasing fees every year to return to a
budget neutral model. While these fee increases have been significant, it was determined
not increase fees all at once to cover all expenses, as those would have resulted in even
greater"sticker shock"to the public.
An example of these significant fee increases is evident is the cost to enroll a child in the
after school child-care.The cost rose from$204/month in FY21 to$248/month in FY22(21%
increase), and then to $284/month in FY25 (15% increase on top of the 21% increase),
$298/month in the current FY26(5%increase), and are planned to go to$332/month next FY
(11% increase). All told, the rates for OST after school child-care have been raised from
$204/month to $298/month in just four years, a 46% increase, and are planned to be
increased further next FY. A full chart of current and planned OST fee increases can be seen
below,which are estimated to result in another$817k next FY, continuingto close the gap on
the current program subsidy.
Out of School Time-Break Even Page 3 of 5
Fee Name Fee Descripti oil FY2 4 Fees Fees Additional Fres Additiona Proposed Additiona'
School Year Registration $65.00 575.00 $85.00
17- NA
Summer Registration Fees $5.00 $10.00 $15.00
NA
Before School $14&00 $168.00 $17&00 $196.00
After School $24&00 $284.00 $29&00 $332.00
RISE $24&00 $284.00 S29&00 $332.00
OutofSchool SummerKQ $10&00 $122.00 $746627 $128.00 $142.00
Time(OST)FeeS Summer RISE S215.00 $225.00 $2WO0 $262.00 1G017A76
Recreation Center After $37&00 $400.00 S415.00 $462,00
Recreation Center Sumner $17&00 S200A0 $210.00 $240.00
Spring Break Camp S17&O0 $200.00 $210.00 $234,00
Safety Camp $".00 $112.00 $210.00 $240.00
All Day Break Camps $40,00 MAO SS0,00 S56.00
Financial Overview and Breakeven Analysis
To ensure the long-term financial sustainability of the Out of School Time (OST) programs,
several breakeven scenarios have been analyzed based on current operational costs,
staffing levels, and fee structures.
1. Breakeven with current Fee Structure ($332/month fee planned for next FY) by
increasing program participants numbers
• Additional Participants Needed:-500
• Additional Staff Required: -50
• Assumptions: Moderate fee adjustment paired with increased enrollment.
• Implication: Highly dependent on recruitment and staffing availability, and facility
capacity.Currentlythe Department's greatest limitingfactor is recruiting,training and
retaining enough qualified child-care staff year-over-year. It is not feasible to predict
orguarantee the department could hire an additional50 PT child-care workers,on top
of the 200+already employed.
2. Breakeven with Current Staffing Levels(current strategy,albeit not all at once)
• Required Immediate Fee Increase: 17-39%, depending on the program.
• Implication:
Out of School Time-Break Even Page 4 of 5
o Would reduce competitiveness.
o May actually deter or inhibit enrollment, especially among middle-class and
ALICE families, the program's primary participants. This could actually result
in less anticipated revenues if the fees are raised too quickly.
o Could risk damaging long-standing community trust and accessibility.
o Could also risk preferred relationship with VBCPS for exclusive facilities.
' Increase to Break
:FY27 SU FY 27 SLP Increase to SL3 Even
Registration Fees 85 85 85 0.00% 0.00%
Before School 176 196 250 10.20% 29.60%
After School 298 332 400 10,24% 2550%
RISE 298 332 400 10.24% 25.50%
RC After School 415 4,72 500 10,17% 17.00%
Summer 1st& 2nd Grade 1.28 142 200 9.86% 36.00%
Summer 3rd,4th or 5th Grade 128 142 200 9.86% 36.OD%
Summer Kindergarten 128 142 200 9.86% 36,00%
Summer RISE 235 262 400 10.31% 41.25%
Summer MSM 134 150 220 10.67% 39.09%
Spring Break Camp 210 234 300 10.26% 30.00%
Summer Registration Fee 15 15 15 0.00% 0.00%
Summer Rec Registration Fees 15 1 1S 15 0.00% 0.00%
Rec Ctr 1st& 2nd Grade 210 240 260 12.50% 19,23%
Rec Ctr 3rd,4th or 5th Grade 210 240 260 12.5ft 19.23%
Rec Ctr Kindergarten 210 240 260 12.SO% 19.23%'
Safety Camp 210 240 300 1250% 30.00` 1
AD Break Camps 50 j 56 60 10.7196 16.67%!
Total Revenue $8,049,572.00 $10,005,075.00
Competitive Landscape and Partnership Considerations
• The YMCA has increasingly attempted to expand its footprint into OST program areas
and partnerships with Virginia Beach Public Schools, potentially challenging DST's
60-year relationship
• The OST partnership with schools remains fundamental to the success not only of
OST but also of Therapeutic Recreation and Sports Management programs,which all
rely on school facilities for program delivery.
• Maintaining this partnership and ensuring program affordability are critical strategic
priorities.
Out of School Time-Break Even Page 5 of 5
Process Improvement Steering Committee Budget Project
Proposal Title: Special Revenue Fund Dedications
Source: FY25 Budget Proposal
Department: Non-Departmental
FY26 Expenditure:$160,364,320
FY26 Revenue: $160,364,320
Net Cost:$0
FTE: 384.24
Program Definition: Special Revenue Funds are used to account for proceeds of specific
revenue sources and committed to expenditures for specific purposes.
Impact Statement: Existing dedications have been established for specific purposes in line
with City needs and Council priorities. In past years, Funds have been reduced or redirected
to emerging needs of the City. Impacts of reductions and redirections must be handled on a
case by case basis. For FY26, the Major Projects fund was established by reducing funding
in the ARP,the Open Space Fund, redirecting a portion of the Town CenterTIF,and increasing
the Meals Tax.
Special Revenue Fund Dedications 1 of 1
Process Improvement Steering Committee Budget Project
Proposal Title: Support Services-Eliminate Based on ROI/Reduce 10%
Source: PISC Committee
Department: Libraries
FY26 Expenditure:$3,023,509
FY26 Revenue: $0
Net Cost:$3,023,509(10%=$302,351)
FTE: 12.5(As part of the FY26 budget, the department reduced this unit by 1.0 FTE by
reducing the Support Services Coordinator position. The total current FTEs of this unit are
12.5)
Program Definition: Support Services currently consists of the Materials Management Unit.
This unit is responsible for selecting, acquisitions, purchasing,original and copy-cataloging,
and preparing and packaging materials for circulation. Librarians select materials for the
collection by researching community needs, reading reviews, and selecting materials for all
ages and interest for the 453,000 residents of Virginia Beach. Selected materials include
physical, digital, databases, and Library of Things items. Staff catalog and package special
Library of Things items, like Wi-Fi Hotspots which supply vital internet connectivity to
customers without access. Additionally, they provide State-Library Mandated Inter-Library
Loan services, as well as redirecting materials between locations to ensure balanced
collections at all units.
Impact Statement:The Department of Libraries'budget primarily consists of staff(salaries
and fringe benefits) at approximately 79% of the total budget. The remaining is primarily
devoted to the collections (materials that circulate to customers) at 9%. The remaining
approximate 12% goes to overhead for purchasing supplies to prepare materials for
circulation, work supplies, supplies for customer use, staff training and travel, and IT&Risk
Management costs which are immediately paid to those departments. With 79% of the
Library's budget allocated to salaries and fringe benefits, a cut of this size to the now
Materials Management unit would likely include currently filled positions.
Reduction of Staff:The Support Services Administrator position was eliminated as a part of
the FY26 budget cuts which saved the unit$168,697.59. The unit is now led by the Deputy
Director and consists12.5 staff including Librarians who serve as selectors and catalog the
collection for the department.
Support Services-Eliminate Based 1 of 2
Further reductions in staffing of the Materials Management unit would lead to:
1. Inability to select, acquire, and prepare materials for circulation in a timely manner
to meet customers' needs with in-demand and educational physical and digital
items.
2. Slowdowns in fulfilling customer requests.
3. Increased waiting times for new and popular items on-hold.
4. Loss of ability to select the best, popular, and available databases for homework,
lifelong learning, and entertainment.
5. Decreases in the integrity, depth and breadth of the libraries' collections to meet
customer needs. Also, there is a potential inability to align with unique needs of the
VB population.
6. Loss of capacity in planning,tracking, and expending the materials budget.
Reduction of Materials:The Library's materials are core to our service delivery whether they
be physical, digital, databases, or the library of things. We serve the information needs,
Lifelong learning, and entertainment needs of VB residents. During economic hard times,
customers tend to rely even more heavily on the public library to meet their needs for
educational support, information, and lifelong learning. Libraries see the demand for digital
items increasing annually. The Library's materials budget has not increased in five years
while the cost of books, other physical items, digital materials, streaming platforms, and
databases have generally increased. The lack of additional funding for materials with rising
costs has been experienced as a reduction in materials as our existing dollars do not buy as
much. Therefore, a decrease in VBPL's collection budget would result in:
1. fewer materials in all formats available for borrowing.
2. an increase in hold times for new and popular titles.
3. a decrease in the depth, breadth, timeliness, and reliability of information in the
collection's materials.
4. decrease and/or loss of popular databases used for homework, lifelong learning, and
entertainment.
Support Services—Eliminate Based 2 of 2
Process Improvement Steering Committee Budget Project
Proposal Title: Cost Benefit(ROI) on 25% Expenditure Reduction
Source: PISC Committee
Department: Economic Development
FY26 Expenditure:$4,842,587
FY26 Revenue: $0
Net Cost: $4,842,587(25%_$1,210,647)
Note:Part of the$4,842,587 net cost in FY2025-26 was due to one-time funding in the
amount of$250,000 for an Atlantic Avenue Fagade Improvement Grant. This funding has
been reduced in FY2026-27 reflecting a true net cost of$4,592,587, which subsequently
reducing the 25%reduction scope to$1,210,647.
FTE: 22
Program Definition: The Department's mission is to foster a dynamic, diverse, and growing
economy by developing and investing in new and targeted businesses, as well as supporting
existing ones. Economic Development's goal is to create quality jobs, increase wages,
expand and diversify the tax base, and enhance the overall quality of life in Virginia Beach.
https://yesvirginiabeach.com/
Impact Statement:
In order to reduce the Department's operating budget by 25% the following impacts would
severely impact the ability to achieve the Department's mission:
• $316,094 to close and eliminate the Hive Small Business and Entrepreneurship
Resource Center. Please note that the HIVE lease does not expire until 2031 and
cannot be broken without financial penalty.A sublease would need to be established.
The HIVE is a resource hub designed to support small businesses, startups and
growing businesses in Virginia Beach, especially those in historically underserved
communities. These services would no longer be offered and the partnerships
established would be eliminated or transitioned outside of the City's purview. This
includes the loss of two FTE positions that serve at The HIVE.
• $400,000 reduction to Developmental Services, Modeling, Assessments, and
Studies.A reduction in the Department's development services line item will limit the
department's ability to retain international consultant services for business
attraction efforts outside of the US, and will limit the Department's ability to update
Cost Benefit(ROI) 1 of 2
the City's Economic Development Strategic Plan as requested by City Council at their
August 2025 retreat and incorporated into the current Focus Action Plan.
• $250,000 elimination of Sponsorships and Subsidies. The Department's
sponsorships and subsidies will cease support for the business and non-profit
community. Organizations and their events, such as HRACRE, CBDA, HR Chamber,
the State of the Port, and the Hampton Roads Workforce Council, will no longer be
supported. The Facade Improvement Program for small businesses would be
eliminated.
• $244,553 reduction to Advertising, Marketing and Promotional Services. The
Department's advertising, marketing, and promotional services is used to attract
businesses to Virginia Beach from domestic and international markets as well as
communicate Virginia Beach's attributes and promote current businesses and talent
opportunities.This would be cut in half, restricting the ability to promote the City as a
hub for talent and business both domestically and globally.
Alternative Options
• Reduce the Economic Development Investment Partnership Capital Improvement
Program (CIP#100157)to save costs and keep the Department functional.
Cost Benefit(ROI) 2 of 2
Process Improvement Steering Committee Budget Project
Proposal Title: Reduce Programming by 10%
Source: PISC Committee
Department: Library
FY26 Expenditure:$22,718,860
FY26 Revenue: $572,761
Net Cost: $22,146,099 (10%=2,271,886)
FTE: 233
Program Definition:The mission of the Virginia Beach Public Libraries (VBPL) is to meet the
Lifelong needs of our diverse community by providing access to quality resources, engaging
programs and welcoming spaces. To achieve this, we provide opportunities for learning,
research, and discovery that promote personal fulfillment, self-reliance, and a sense of
community.Additionally,VBPL provides free and convenient access to accurate and current
information and materials. VBPL promotes reading as a critical life skill and an enjoyable
activity for the entire Virginia Beach community. Residents rely on libraries for access to
meeting spaces, technology, and we serve as a free community space where all are
welcome.
VBPL has 10 locations throughout the city that include a Central Library, a Joint-Use Library
in partnership with Tidewater Community College, a Law Library and seven additional
branches. The Library has a Programming and Community Outreach (PCO)Team that
provides access library services to underserved communities like Title 1 Schools, Senior
Centers, neighborhood laundromats, and the juvenile detention center using our
Bookmobile and imbedded libraries. Also, PCO leads VBPL's efforts in raising awareness of
library services and plans our signature events like the Summer Reading program. Records
Management is a state-mandated service that ensures all City departments, courts, and
schools appropriately store and provide access to vital documents. Materials Management
selects, acquires, catalogs, and prepares materials for circulation. The Technology Team,
federated with City IT, helps the library provide access to computers, Wi-Fi, and emerging
technology to residents. https://Iibraries.virginiabeach.gov_/
VBPL is an award-winning library system that provides 215L Century services to the residents
of Virginia Beach which consistently receives high approval ratings in the Resident
Satisfaction Survey.
1
Impact Statement:
The Department of Libraries' budget consists primarily of staff(salaries and fringe benefits)
at approximately 79% of the total budget. Next is the approximate 9% that is primarily
devoted to the purchase of circulating collections (materials for checkout by residents).The
remaining approximate 12%of the Library's budget goes to overhead for purchasing supplies
to prepare materials for circulation, work supplies, supplies for customer use, staff training
and travel, and IT & Risk Management costs which are immediately paid to those
departments. With 79% of the Library's budget allocated to salaries and fringe benefits, a
cut of this size would mean the loss of several currently filled positions. Additionally, a 10%
cut might lead to a combination of a reduction of circulating materials, facility closures,
and/or a loss of open hours to the 453,000 residents we serve.
Materials/Collection Budget Reduction: There are potentially several scenarios that
describe how cutting our Materials Budget could impact on the library's collection.
1. Taking all the 10%cut from the Materials Budgetwould fully eliminate that budget line as
10% of the Library's budget, at 2,271,886, is greater than the entire Materials Budget is
approximately$2,157,779 for FY2026
2. A 10% reduction of Libraries budget for circulating materials would be approximately
$215,778.
3. Another option would be to cut less than 10%from the Materials budget and take more
cuts from staffing.
The Library's Materials Budget has not been increased in at least five years. With the rising
cost of books, shipping, processing, physical and digital materials, the Materials Budget
does not purchase as many items for circulation as it has in previous years. Also, libraries
pay more for downloadable and physical audiobooks than the price for individuals. Further
cuts to the Materials Budget would impact residents in the following ways:
a. a decrease in the relevancy of our collection as we would be unable to keep up
with trends and our residents' demands for new and refreshed materials. If the
entire budget is cut, we would not be able to keep up with demands for new
materials as many new books, DVDs, audiobooks, and digital materials are
created annually.
b. longer wait times for popular materials.
c. inability to replace worn, damaged, or lost items.
d. hinder our ability to provide some of our research databases, digital,
downloadable and streaming services that provide homework assistance,lifelong
Learning, and entertainment for residents.
2
Loss of Staff, Library Hours, and/or Facilities Closures:
Approximately 79% of the VBPL's overall budget is allocated to staff salaries and fringe
benefits.As mentioned above,the Library could realize an overall reduction to our budget by
combining reductions to materials for the collection and/or staffing.
A 10% reduction in the Library's overall budget taken only from staffing could lead to:
1. Needingto cut an average of 39-42.5 FTEs in staff positions, most of which currently have
incumbents.
2. Cutting 39-42.5 positions at VBPL could include a combination of closing several library
locations and/or cutting service hours.
a. One scenario would mean closing three neighborhood libraries completely.
The impact would include residents losing access to public computers, Wi-Fi,
print materials, meeting room spaces, programming, and outreach. Additionally,
this would mean the loss of:
i. approximately 156 hours per week or
ii. over 8000 hours per year of access to library materials and services,
iii. 39 FTEs.
iv. over 1700 programs per year.
v. access to library spaces and the library's resources. Some would need to
drive greater distances and others without transportation could lose all
access to physical libraries. Place for individuals to meet, explore, or to be
as a 3'd place where they can meet lifelong learning, computers, career,
health information,and other services available at public library locations,
especially for Virginia Beach residents with highest needs.
b. A possible scenario might include cutting hours by closing branches one or
more days per week.
i. Closing the entire library system for one day per week would only provide
16.7%of the proposed cut and the loss of approximately 6 FTEs.
ii. These figures would multiply savings if sought by locations on multiple
days.
iii. With the toss of staff and reduced hours, residents lose access to
materials, meeting spaces, services, and programs.
c. Another scenario would entail closing the flagship Central Library,with a staff
of 42.5 FTEs. Residents will experience the loss of:
i. 58 hours of operation per week or over 2300 hours of operation per year
3
ii. over 900 programs per year.
iii. access to Central Library's meeting and study spaces which are booked an
average of 314 of times monthly, and 3,768 annually by community
members, City leaders, and the business community.
iv. Loss of space for Materials Management, Technology Services, Archives,
Accessible Resources and Services, and centralized
d. Another scenario might involve closing the Joint-Use Library(JUL),with a staff
of 28FTEs. Residents will experience a loss of:
i. a flagship of the southern end of the City, and 61 hours of operation per
week, and nearly 3172 operation hours per year.
ii. over 800 programs per year
iii. access to meeting and study spaces which are booked an average of nearly
1,700 times monthly, and 20,000 times annually by community members,
City leaders, and the business community. The JUL has the greatest
number of small study rooms suitable for individual and group study than
any other location in VBPL.
iv. loss of a successful partnership with Tidewater Community College of
which VBPL staff provide nearly 75% of all staff who help maintain hours
and services to keep the building functioning for both the public library and
community college.
v. a location for computers, Wi-Fi, and a welcoming space for all that is
located in District 10 but may be the closest library location for those
residents of Districts 1 and 7.
Final Impact Possibility: Potential loss of State Aid, eligibility for Federal Grants, and
Loss of State provided databases
Virginia Beach receives an annual allotment of State Aid annually as pass through grants
from the Library of Virginia. In FY2026 it was slated at $362,075 and is estimated to be
$363,619. These funds have been used to bolster the materials budget and to support
systemwide training and other initiatives. However, as the library has sustained cuts to
budget and staffing over the last two fiscal years, additional cuts beyond those received by
other City departments could lead to the loss of State Aid and other benefits we receive from
the Library of Virginia (LVA), including loss of the free databases provided by LVA, and access
to some Federal Grants like a-rate that provides an 80% reimbursement on technology
infrastructure and Internet connectivity.
The Library of Virginia's requirements on State Aid include:
4
"Local operating expenditures from taxation or endowment for any library, or library system,
shall not fall below that of the previous year. In cases where the budgets of all the
departments of the local government are reduced below those of the previous year, the
library's state grant-in-aid would be reduced. The State Library may require that the amount
of such reduction in the library's total expenditure be subtracted from the library's eligibility
and that the state grant be reduced accordingly. If the library's budget is reduced and other
agencies'budgets are not, then the library would receive no state grant-in-aid and would be
ineligible for one until local expenditures shall have again reached or exceeded the local
effort at the time of the last previous grant."
Staff from the Library of Virginia explained that if a Library loses all State Aid, it could lead
to:
a. a loss of access to access to Federal grants, including the Federal a-Rate program
that gives 80% discounts to libraries for technology infrastructure and Internet
Access. VBPL received$1,095,073.53 in e-rate funding in the current fiscal year.
b. lose access to all the databases the Library of Virginia provides to all Libraries through
the Find-it-Virginia program. Databases can cost library systems several thousand to
several hundred thousand per year to retain.
Additional State Aid requirements maybe found at Library of Virginia Requirements for State
Aid to_Virginia Public Libraries
5
Process Improvement Steering Committee Budget Project
Proposal Title:Aquarium Technical Exhibit Budget
Source: PISC Committee
Department:Aquarium
FY26 Expenditure:$1,111,789
FY26 Revenue: $0
Net Cost:$1,111,789(10%=$111,179)
FTE: 7
Program Definition:The Virginia Aquarium's approximately 140 Technical Exhibits—ranging
from interactive and audio-visual experiences to display and graphic installations—
represent a critical component of the guest experience and the Aquarium's educational
mission. These exhibits require continuous oversight, maintenance, and innovation to
remain safe,functional, and engaging.
Impact Statement: Dedicated Technical Exhibits staff ensure that:
• Visitor Engagement and Learning Are Maintained: Interactive and multimedia
exhibits are key touchpoints for interpretation and education. Regular calibration,
updates, and repairs are essential to preserve the intended learning outcomes and
visitor satisfaction.
• Technology Is Reliable and Up to Date: Exhibit systems rely on specialized
hardware, software, lighting, and control components that demand technical
expertise. Staff trained in these systems can efficiently troubleshoot and implement
upgrades, minimizing downtime and cost.
• Exhibit Longevity and Investment Protection: Technical exhibits represent a
significant financial investment. Proactive maintenance and knowledgeable staff
extend exhibit life cycles and reduce the need for expensive replacements.
• Innovation and Adaptability: Dedicated technical personnel enable the Aquarium
to evolve its exhibits with emerging technologies and interpretive methods,
supporting new content, accessibility standards, and conservation messaging.
• Safety and Compliance: Many exhibits involve electrical systems,water interfaces,
and mechanical components that must meet safety regulations and operational
standards. Specialized staff ensure these systems are inspected, compliant, and
safe for public use.
Aquarium Technical Exhibit Budget 1 of 1
Budget Calendar
FY 2026/27 School Operating Budget
FY 2026127-FY 2031/32 Capital Improvement Program
2025
September 9 The Budget Calendar is presented to the School Board for Information
September 23 The Budget Calendar is presented to the School Board for Action
October 15-31 Staff Survey on Compensation Priorities
October Budget requests are submitted by senior staff and budget managers to the Office of
Budget Development
October-November Reversion presented to the School Board and the City Council
November 10 School Board Benefits Workshop(Update from Mercer)
November 18 The Five-Year Forecast is presented to the School Board and the City Council
November-December Budget requests are reviewed, refined, and summarized bythe Office of Budget
Development
December 9 School Board Budget Workshop#1 (Department Presentations)
December 9 A public hearing is held to solicit stakeholder input for consideration in the
development of the Superintendent's Estimate of Needs document(no document
available at this time)
December(311 week) State revenue estimates are released by the Virginia Department of Education
2026
January Budget requests are reviewed by the CFO and Superintendent
January 13 School Board Budget Workshop#2(Department Presentations)
January 20 Special Meeting—School Board Budget Workshop#3(Department Presentations)—
Time TBD(only to be used on an as-needed basis)
January 27 School Board Budget Workshop#4(Department Presentations)
February 10 School Board Benefits Workshop (Update from Mercer)
February 10 School Board Budget Workshop#5
February 17 Special Meeting-School Board Budget Workshop#6-Time TBD
February 24 The Superintendent's Estimate of Needs and the Capital Improvement Program are
presented to the School Board
March 3 Special Meeting—School Board Budget Workshop#7-Time TBD
March 10 School Board Budget Workshop#8
March 10 A public hearing is held to solicit stakeholder input and offer the community an
opportunity to be involved in the budget development process
March 17 Special Meeting-School Board Budget Workshop#9—Time TBD(only to be used on
an as-needed basis)
March 24 The School Board Proposed Operating Budget and the Capital Improvement
Program are adopted by the School Board
April(TBD by City) The School Board Proposed Operating Budget and the Capital Improvement Program
are presented to the City Council(Sec. 15.1-2508)
May 12 School Board Benefits Workshop (Update from Mercer)
No Later Than May 15 The School Operating Budget and the Capital Improvement Program budget are
approved by the City Council(Sec. 22.1-93;22.1-94; 22.1-115)
FY 2026-27 Additional Funding Requests
Department Title Description Cost ATTORNEY New Support Staff Request for 1.0 FTE to support the real estate division.
$56,928
CITY ATTORNEY Software Annual Maintenance Ongoing cost of case management software. $28,000
COMMUNICATIONS Fleet Vehicle Annual Rental Cost to rent vehicle from City's motor pool. $8,100
COMMUNICATIONS OR Code Software Ongoing cost for OR code software. $2,510
Equipment Rental for Ribbon Cutting,Sign Dedications,and
COMMUNICATIONS Cost to host events.
Groundbreaking Events $10,000
COMMUNICATIONS Canto Digital Asset Manager for Photo/Video Storage Ongoing cost for project software. $19,500
COMMUNICATIONS Economic Development Advocacy Positions '' Ueyai unenua ieyumung o w1.ne Pill 111-11 ana I mI M1euIIg U,1U..aI even IN,I..PP-1I16,,a.ue000HI w
$259,326
COMMISSIONER OF THE REVENUE Ford Escape Request for additional vehicle. $32,500
CULTURAL AFFAIRS AND HISTORIC HOUSES Lynnhaven Cottage Activation&Artist Studio Management Operational funding request to deliver the artist engagement programming and public access at Lynnhaven Cottage. $225,000
This is requested funding for the Indigenous Story Walk at Thoroughgood House."Understanding Apasus:Indigenous Story Walk"is
CULTURAL AFFAIRS AND HISTORIC HOUSES Understanding Apasus:Indigenous Story Walk a non-intrusive,culturally informed interpretive initiative designed to share the Indigenous history associated with the $145,000
Thoroughgood property,including the historic village of Apasus.
Increase in General Operating Support:Atlantic Wildfowl
CULTURAL AFFAIRS AND HISTORIC HOUSES Museum and VB Surf and Rescue Museum At the request of the two non-profit partners,this proposal is submitted for additional funding for operational support. $61,000
CULTURAL AFFAIRS AND HISTORIC HOUSES Additional Funding Request for Arts and Humanities At the request of Arts and Humanities Commission,this proposal is submitted for additional funding to the Commission for project
Commission grants to non-profit cultural organizations. $100,000
CONVENTION AND VISITORS BUREAU Symphony by the Sea Increase Request At the request of non profit partners,additional funding request for Symphony by the Sea Concert Series $175,000
COMMONWEALTH'S ATTORNEY Grant Positions to City Positions Request for General Fund support for 2 grant funded positions that support the prosecution of gun related crimes. $177,332
COMMONWEALTH'S ATTORNEY Increase FTEs for Current Part-Time Staff
$127,938
COMMONWEALTH'S ATTORNEY Positions for Final Case Reviews This proposal requests funding for two part-time positions—an Assistant Commonwealth's Attorney and a Legal Assistant—
dedicated to conducting final file reviews within the Commonwealth's Attorney's Office. $105,536
HUMAN SERVICES Benefits Program-Support Staff There have also been additional work requirements and updates for both SNAP and Medicaid,which will increase the work in $0
Benefits Programs.
HUMAN SERVICES SS-Employment Services-Staff A new Family Services Specialist III is requested to give some relief in terms of the number of staff and the volume of work that the $84,154
Supervisor has at the present juncture.
HUMAN SERVICES Benefit Staff Upgrade Increase the salary grades within the Benefit Programs Division by one level for Benefit Program Assistants,Benefit Programs
Specialists I/II/III,and Benefit Program Supervisors. $156,100
Emerging AI-based tools offer significant time savings,particularly for CIA case reviews,which are currently backlogged by an
EMERGENCY COMMUNICATIONS AND Al Quality Assurance and Training Solution Modules average of four months.Timely CIA feedback is critical to ensure that call-processing and dispatch standards are consistently $84,000
CITIZEN SERVICES followed,reducing operational risk and potential liability.
EMERGENCY COMMUNICATIONS AND
CITIZEN SERVICES Watch Desk Specialist Additional funding for the Watch Desk Specialist positions to expand Watch Desk coverage. $322,040
Two(2)full-time Paramedics for Special Operations.These Paramedics will assist with daily staffing coverage as well as respond to
EMERGENCY MEDICAL SERVICES Full-time Paramedics Special Operations calls for special operation's needs.The Police Department has increased its use of the SWAT team exponentially in recent years,and $177,412
this requires increased hours for VB EMS SWAT Medics.
The Virginia Beach Emergency Medical Services Volunteer Services Manager will be responsible for the oversight and administration
EMERGENCY MEDICAL SERVICES EMS Volunteer Services Manager of Volunteer Recruitment and Retention,Training,and Volunteer Programs.The Volunteer Services Manager will prioritize volunteer
activities and develop policies and procedures that align with EMS'mission,ensuring that the volunteer activities meet both $126,886
organizational needs and volunteer expectations.
This budget proposal is to request additional staff for the Administrative Services Divisions in the Fire Department.1 Administrative
Technician to support the Fire Chief's office,1 civilian supervisor position to support our Resource Management Bureau,an Asset
FIRE VBFD-Enhancing Administrative Services and Police Support Coordinator(we would work with HR on a title change)and 6 firefighter recruits to allow 6 Master Firefighters to $1,049,516
be transitioned to the Fire Prevention Bureau to increase the number of Fire Inspectors.
FIRE Firefighter Work Schedule The fire department would like to reduce the average workweek from 56 hours to 42. In order to implement this plan,the fire
department will need to hire 165 firefighters so that a fourth operational shift can be created. $4,768,042
FIRE VBFD New Vehicle Requests Additional light-duty vehicles for the Fire Department. $299,250
GENERAL DISTRICT COURT Increase in Contracted Manpower Additional contracted support for the General District Court. $21,500
GENERAL DISTRICT COURT Increase State Employee Supplements Increase the quarterly stipend for all State employees of the General District Court to improve retention. $119,400
FY 2026-27 Additional Funding Requests
DescriptionDepartment Title
GENERAL DISTRICT COURT Additional Full-Time Positions to Process Increased Caseload Request for three additional full-time employees to process paperwork in the traffic and civil divisions in response to the large influx $150,000
of traffic cases following the installation of new cameras and the steady rise in civil filings.
GENERAL DISTRICT COURT Alternative:Increase in Contracted Manpower The General District Court requests additional contracted manpower funding to manage growing caseloads and lower retention. $142,584
GENERAL DISTRICT COURT Replace Workspaces Request for funding to replace 43 workstations across the accounting,criminal,civil,and traffic divisions of the General District
Court.Many workstations are decades old and failing. $43,000
HEALTH DEPARTMENT Electronic Dental Health Records Request for electronic medical records for the pediatric dental program. $75,000
HEALTH DEPARTMENT Position Request-Family Services Specialist New Family Services Specialist position to support the Healthy Families early childhood program. $71,464
HOUSING AND NEIGHBORHOOD Proposal for limited pilot program for the City Detect platform to evaluate the effectiveness of AI-driven imagery for proactive code PRESERVATION Code Enforcement-City Detect Pilot Program
enforcement. $110,000
HUMAN RESOURCES Employee Relations Staff Attorney Dedicated Employment/Labor Attorney to improve turnaround for discipline,EEO,ADA,and RTW matters,strengthen the legal
defensibility of employment decisions,and ensure the City can meet growing operational demands $120,725
HUMAN RESOURCES Occupational Safety Program-Protective Apparel Essential personal protective apparel and equipment for Occupational Safety staff and for distribution to City personnel during field $5,000
operations and training.
HUMAN RESOURCES Occupational Safety Program-Professional Development Increasing this amount will support the initial and refresher training required to maintain instructor certifications and
qualified/licensed competencies essential for conducting safety training and inspections. $10,000
HUMAN RESOURCES Occupational Safety Program-Professional Development This funding will support travel to training institutions for initial and refresher training required to maintain instructor
Travel certifications/licenses and conduct safety inspections. $5,000
HUMAN RESOURCES Occupational Safety Program-Davit Arm Training Safety Requesting one-time funding for a Fall Protection/Confined Space Davit Arm rescue system to support technical confined space
Device entries and hands-on competency training. $18,978
HUMAN RESOURCES Occupational Safety Program-Fire Extinguisher Training Requesting one-time funding forthe Bullseye Digital Fire Extinguisher Training System,providing a safe,hands-on,and realistic fire $14,613
safety training experience.
JUVENILE AND DOMESTIC RELATIONS
DISTRICT Increase Travel for Continuing Legal Education The court wishes to increase travel related expenses and professional development funding that is being shared by 7 judges. $14,000
JUVENILE PROBATION Additional funding to support gender-specific programming Request for additional funds for services not covered by the Commonwealth. $50,000
LIBRARY Inflation funding increase for Books&Publications Additional funding for books/publications.The budget for library materials has not increased in 10+years. $350,000
LIBRARY Funding increase for Library Technology Hardware,Software Annualized funding to cover anticipated cost increases to hardware and software maintenance,including ongoing service for the
Maintenance&Repair aging Automated Materials Handling Equipment. $47,405
LIBRARY Eliminate Duplication Fees for Library users Proposal to eliminate copying fees for residents,up to a certain number of pages per person,per day. -$86,000
LIBRARY Full Time Records Specialist y���o.,new wu-uu��naviu„Peuaiu�P��ui�n w�����ra����a�������n use��o«-���an�d�eu nr��������a��nerm�n�
$61,104
LIBRARY Additional Marketing Funds for Graphics Design and Printing Additional funds for marketing the library. $10,000
LIBRARY Security at Central Library Ongoing funds for security at Central Library. $96,425
Entry-level FTE to serve as the citywide Training&Exercise(T&E)Planner to organize the city's required Integrated Preparedness
EMERGENCY MANAGEMENT Emergency Management Planner Program responsibilities..This FTE will improve coordination between all departments to ensure the city is compliant with state and
federal NIMS mandates and improve alignment of public safety,workforce,and operational training and exercises across city $80,743
departments and our partners.
This FTE will provide critical data analysis,research,and program support during daily and emergency operations.As the
EMERGENCY MANAGEMENT Public Safety Analyst department's responsibilities continue to expand in emergency management,enterprise security,resilience,and real-time $84,230
situational awareness,dedicated analytical support has become essential.
This FTE will be shared between DEM and Economic Development to launch a Business Preparedness Program and serve as the
EMERGENCY MANAGEMENT Business Development Representative primary liaison between the City,local businesses,and partner organizations for emergency preparedness and operations.This $99,948
position is necessary to address a significant gap in the City's emergency operations and preparedness activities.
PARKS AND RECREATION Create Park Ranger Unit The proposal seeks to establish a dedicated Park Ranger Unit to enhance safety,security,and community engagement across
Virginia Beach parks and facilities. $2,254,796
An additional Recreation Specialist I position to support the planning and execution of special events and ceremonies produced by
PARKS AND RECREATION Create FT Recreation Specialist I for Special Events Parks and Recreation. $64,727
This initiative will focus on the management,collection,analysis and interpretation of natural resources,communities,native plants
PARKS AND RECREATION Convert 4 PT FTEs to Create New Natural Resources and species found in Virginia Beach.One important focus of this unit will be management of invasive plant species in some of our
Management Unit most important natural areas,to include Bow Creek Stormwater Park once it is opened to the public. $494,238
FY 2026-27 Additional Funding Requests
DescriptionDepartment
Title
Level Green Park,which includes a dog park and the first sprayground in our park system,completed construction in November
Convert PT FTEs to Create New FT/PT Staffing for Park Services 2025.The park and dog park will be open 7-days per week,from sunrise to sunset year-round.The sprayground will be open 7-days
PARKS AND RECREATION per week,from sunrise to sunset,from Memorial Day Weekend through Labor Day Weekend,and open on weekends only in May $323,634
(Level Green) and September.To ensure we are meeting health code water treatment/testing requirements,bi-hourly water testing is required
during sprayground operating hours.Further,the amenities in this park are prone to vandalism and destruction,leading to expensive
repair costs,without on-site personnel who are high visibility and interactive with visitors.
In recent years,we have received an increased number of complaints from league play organizers,sports associations,and
tournament sponsors primarily demanding more enhanced on-field support during rentals for faster field grooming between games
Convert PT FTEs to Enhance PAAC Field Maintenance& and for faster turnover of fields between rentals.Further,due the condition of the aging fields,field recovery after inclement
PARKS AND RECREATION Tournament/Event Support weather requires additional staffing to ensure the field is safe and appropriate for play.Our fields are typically rented 4-5 days per $203,197
week,from April through November,and last fiscal year we rented fields to regional and national sponsors 28 weekends,positively
contributing to City-wide tourism efforts.
Operating Expenses for Landscaping Services Provided to CIP Provides Landscape Maintenance of new capital projects that should be funded by the General Fund. Estimated cost is for a full
PARKS AND RECREATION Parks maintenance season,and use will depend on the status of each respective project as of July 1,2026. $347,159
PLANNING Zoning Ordinance Study Funds to update the City's 40+year old zoning ordinance,including public outreach. $1,750,000
The North Landing River&Albemarle Sound Estuarine Symposium is an annual conference hosted by the Green Ribbon Committee
PLANNING North Landing River/Albemarle Sound Estuarine Symposium to bring together professionals working in the Southern Rivers Watershed to share work being done in the area and foster discussion $10,000
and collaboration.
POLICE Recruiting Initiatives A request for additional funding to add to recruitment efforts by using social media platforms to post recruitment videos and
promote recruitment through local partnerships that display materials. $175,000
POLICE Crime Suppression Squad Rental Cars CSS requires the use of undercover vehicles and due to competing demand,there is a vehicle shortage.This funding will provide CSS $52,000
with four vehicles a month for FY27.
POLICE Honor Guard Vehicle and Trailer This request is for a 12-passenger Honor Guard van and a trailer with a rear ramp. $69,595
POLICE Increase to Taser Pool The Police Department is asking for an additional$76,365 in FY27 for 60 additional TASER 10 units to be purchased over the course $76,365
of 104 months.
POLICE Peregrine Software Platform This is a request to continue funding Peregrine,a data integrator technology that allows personnel to easily search through different $309,000
datasets in one streamlined platform.
POLICE Special Conservator of the Peace(SCOP)Positions This request is for the VBPD to implement a program to have six dedicated Special Conservators of the Peace(SCOP)officers to
assume the transportation and custody duties for individuals experiencing a mental health crisis. $491,100
This budget proposal seeks to establish a Special Event Team within the Signs Shop to effectively manage the growing special event
PUBLIC WORKS Special Events Support Group-Traffic Control and Work Zone demands associated with the City's year-round,event-driven resort schedule.Public Works is requesting funding for six full-time
Support Group positions to include:one Maintenance Supervisor,one Traffic Signs and Markings Mechanic II,one Traffic Signs and Markings $1,202,562
Mechanic I,and three Traffic Signs and Markings Aides.
Staff and equipment to provide additional support to the current Residential Beach Service Program.Currently,the General Fund
PUBLIC WORKS Residential Beaches Service Program supports a staffing level of four operators responsible for maintaining the City's outer beaches,including Croatan,Cape Henry, $1,301,265
Ocean Park,the North End,and Chesapeake Beach.T
CITY REAL ESTATE ASSESSOR New Appraiser IV Position Request for 1.0 addition FTE for the Real Estate Assessor. $99,728
SHERIFF Civil Process Technology Replacement Ongoing software cost of civil processing software for the VBSO. $107,510
SHERIFF HR Fitness Test Machine Funds to replace Sheriff's Office equipment $22,500
SHERIFF Deception Detection Additional funds to enhance the recruiting process for VBSO to ensure candidates are qualified. $31,000
VOTER REGISTRATION AND ELECTIONS Postage meter replacement Fund to purchase additional equipment for the voter registrar. $10,000
VOTER REGISTRATION AND ELECTIONS Ballot on Demand paper counting equipment Fund to purchase additional equipment for the voter registrar. $25,000
VOTER REGISTRATION AND ELECTIONS Additional Staffing Additional positions to support to Voter Registrar following changes in state law around elections. $221,949
VOTER REGISTRATION AND ELECTIONS Election Officials Additional funds to reimburse election officials. $20,942
VOTER REGISTRATION AND ELECTIONS Ballot on Demand Cabinets Fund to purchase additional equipmentforthe voter registrar. $138,700
GENERAL GOVERNMENT Remaining Market Salary Cost y
- $15,000,000
GENERAL GOVERNMENT Increased cost of health insurance Increase cost of employer health insurance $6,000,000
GENERAL GOVERNMENT Licensing cost for Workday New software maintenance cost for new HR management system $1,900,000
Total $43,048,456
FY 2026-27 Budget Reduction Exercise
�Department Title Description Cost FTE
Restore funding for contracted manpower and equipment/facility expenditures.Contracted manpower is used to offset
Emergency Communications And Citizen shortages in key operational and administrative areas.Funding for equipment/facility expenditures is also necessary to
Services Expenditure Restoration address aging building infrastructure.These costs cover essential replacements and updates that are currently unmet $15,374 0
due to constraints within the existing facilities budget.
City Auditor Restoration of Auditor I Position A proposal to restore one vacant FTE. $89,771 1
Funding for FY27 Obligation Under External
Non Departmental Funding for external audit contract. $5,193 0
Audit Contract
Budget and Management Services Restoration of Budget and Policy Analyst 1 Restoration of a Budget and Policy Analyst.Position recently vacated with workload assignment temporarily
g g g y y redistributed to filled positions. $80,510 1
City Attorney Restoration of two FTEs Request to restore two attorney positions. $279,606 2
Circuit Court Court Services Target Adjustment Office supply budget reduced to meet target. $49,454 0
City Clerk City Clerk Restoration Restoration of occupied FTE position that was reduced to meet target. $74,174 1
Restoring the Vacant Administrative
City Manager A proposal to hold a vacant position,to be filled. $71,008 1
Specialist I Position
City Manager
Restoring$30,000 to the Legislative Affairs Funding used to monitor,respond to,and influence legislation and policy that directly impacts operations,funding,and
Budget authority at the local level. $30,000 0
Restoration of two positions in order to continue the Public Engagement program in FY27.The two positions are the
Public Engagement Manager and the Special Project Coordinator.The Public Engagement team executes in-person,
Communications Restoration of Public Engagement Program community-wide promotion of online public input survey opportunities at local events to drive increased resident $113,618 1
participation,leads school group City Hall tours,liaisons with neighborhood leaders and assists with Mayor's Veterans
Committee communication needs.
Communications Increase in Annual Software Costs Request for additional funding to offset cost increases of software used by the department. $11,000 0
Commissioner Of The Revenue Restore COR Positions critical to revenue Request to restore 4 FTEs:3 Revenue Agent I positions and 1 Auditor.
generation. $277,576 4
Restoration of One Vacant Position
Cultural Affairs And Historic Houses Eliminated to Meet Target Funding to restore a vacant Cultural Affairs position. $73,723 1
Convention And Visitors Bureau Minibus Replacement Request for funding to replace a 14 passenger minibus to address travel to the Cape Henry Lighthouse through
Preservation Virginia. $1D0,000 0
Commonwealth's Attorney Restoration of Positions to Meet FY27 Target Request to restore five FTEs(three attorney,and 2 paralegal positions)responsible for prosecution of misdemeanor DUI
offenses $583,647 5
Human Services Gresham Group Home Request to restore funding for staff assigned to Gresham Group Home.These staff will be reassigned to other programs
$31,790 0
if funding is restored.
This is a federally driven state-mandated increase for the SNAP Administrative Cost Share match.Services are mandated
Human Services Increase in pass thru-7.83% and therefore staff will continue to serve the vulnerable in our city while tracking and monitoring funding throughout $1,124,196 0
the fiscal year.
Human Services Federal Gov't reducing SNAP Admin Request for additional funding to offset the reduction federal government contributions to SNAP administrative costs. $0 0
allocation from 50%to 25% Beginning October 1,2026,the federal financial participation rate for SNAP administration will drop from 50%to 25%.
Human Services ICF Cost Settlement This request is for funds that,due to an audit,may have to be paid back due to Medicaid overpayments. $415,680 0
Emergency Communications And Citizen Funding to hold vacant 7 Public Safety Emergency Telecommunicator(PSET)FTEs.These entry-level roles within VB911
PSET Position Restoration $494,067 7
Services Operations are essential for receiving,processing and relaying requests for police,fire,and emergency medical services.
Emergency Medical Services Restoration of an EMS Position The Department of Emergency Medical Services is requesting the restoration of an administrative position. $96,157 1
Emergency Medical Services Restoration of the Sandbridge Lifeguard The Department of Emergency Medical Services provides lifeguard coverage to the public beaches in the Sandbridge
Program area of the city during the summer season,which runs from a $604,182 10.63
g ty g approximately April through October.
Finance Restoration of Finance Positions This proposal requests restoration of a vacant Finance position. $92,005 1
Fire Required 4%Reduction Restoration of funding for 53 firefighter positions and the operation of four firetrucks. $4,222,893 53
Health Department Reinstatement of Services Request to restore 2 FTEs and associated operational funding. $169,100 2
FY 2026-27 Budget Reduction Exercise
DescriptionDepartment Title
Proposal for local funding to offset loss of Community Development Block Grant federal funding.If not funded,
Housing and Neighborhood Preservation Community Development Block Grant(CDBG) reductions would impact Code Enforcement staffing(6 FTE's)and associated costs,the Director's Office(1.60 FTEs)and
Federal Fund Cuts operational costs,Housing Development(1 FTE),and funds for the Owner Occupied Rehab Program and Homeless $1,064,114 8.6
Public Service funding.
Housingand Neighborhood Preservation Housing Choice Voucher Program-Federal Rental HousingHousing Choice Voucher Program federal fund cuts to program operations and voucher funding.g Cuts g g p g P g• $9,006,727 4.66
Proposal to restore:
1.Prevention funding—Reduction of program funds&(2)Contractual Staff
Housing and Neighborhood Preservation Restoration of Homeless Services-Housing 2.Reductions to homeless hoteling,contractual staffing(3),and overtime funds $707,483 1
Resource Center 3.Elimination of added security-Off Duty Police officers
4.Reduction in funding for building maintenance and repairs
5.Community Engagement staffing-Housing Coordinator position(1)FTE-Vacant
Housing and Neighborhood Preservation Code Enforcement Nuisance Abatement Request for$50,000 to offset loss of federal funding used to pay for operational costs for code enforcement's nuisance
Program abatement program. $50,000 0
Housing and Neighborhood Preservation Federal HOME Program-Federal Fund Cuts Request for funding to offset loss of federal funds for HOME TBRA&Security Deposit Programs and contractual staff to $519,359 0
administer the program and funding for Affordable Housing Development.
Request to offset federal funding Cuts to Emergency Shelter Grant Program.ESG funds are used to allocate funds to
Housing and Neighborhood Preservation Emergency Shelter Grant-Federal Cuts local nonprofits to provide permanent housing opportunity to individuals and families experiencing homelessness. $90,295 0
Currently ESG funds are providing housing for 30 vulnerable households.
Human Resources Restoration of vacant HR position Restoration of vacant Human Resources position in Employee Relations which was cut to meet target. $96,228 1
Human Resources Restoration of vacant HR Relations Position Restoration of vacant Human Resources position which was cut to meet target. $61,985 1
Request to restore and reclassify this position to an HR Business Partner III to better meet the Cit's evolving business
Human Resources Restoration and Reclassification of Account needs.The proposed role would be dedicated to compensation analysis,market analysis,and leading population and
Clerk II Staffing&Compensation Position maintenance of employee data in Workday to support alignment of internal and external salary expectations based on $96,228 1
comparable experience.
Human Resources Restoration of S&C Advertising funds reduced This fundingprovides HR with the tools to create candidate
to meet target P pipelines and proactively recruit candidates. $50,000 0
Human Resources Restoration of L&D Books&Publications Fundingfor instructional and curriculum materials to support
funds reduced to meet target pport effective supervisory and leadership training. $30,000 0
Request for additional funding to support upgrading ZOLL Plus AEDs to the Wi-Fi-enabled ZOLL AED 3 units,which
Additional funding to continue maintaining provide automated readiness monitoring,GPS-style notification of expiring components,and significantly reduce manual
Human Resources citywide AEDs inspection and quality-assurance workload.This upgrade enhances reliability,reduces maintenance costs,aligns with $31,000 0
Public Safety's planned transition,and ensures the most advanced,rapid-response technology is available across City
facilities.
Request for funding to maintain the OSHA300 Online database and Safety Reports Software,both essential for meeting
Human Resources Additional funds needed to maintain Safety OSHA Injury and Illness Recordkeeping requirements.These systems allow Occupational Safety to accurately document
Database injuries,generate required OSHA Forms 300,30DA,and 301,and conduct site safe $3,000 0
1 g q safety inspections with compliant
reporting.
Information Technology Restoration of Software Support Services Funding for Microsoft Premier Support,Accela Premium Support,VBTime Vendor Managed Services and Priority
Support,and the QTS Backup Site $845,282 0
Information Technology Restoration of Positions The Department of Information Technology is requesting the restoration of 6.0 vacant FTEs. $677,404 6
Information Technology Columbus 3rd Floor Lease Request to restore funding for lease at 4801 Columbus Street. $173,879 0
Juvenile Probation Restoration of Court Services Funds Funding for court ordered services resulting from violations of City ordinances. $53,652 0
Request to restore funding for customer access to the Hoopla,OverDrive,and Kanopy streaming and database services.
Library Restoration of access to digital databases To ensure these services are sustainably funded,Libraries will continue to offer access to Virginia Beach residents for $202,647 0
free,but will charge out-of-city customers for access.
Library Restoration of digital databases Request to restore funding for three digital databases for customer use. $55,815 0
Library Restoration of Position Request to restore 1 FTE. $105,316 1
FY 2026-27 Budget Reduction Exercise
Description,Department Title
Library Restoration of Position Request to restore 1 FTE which,if restored,Library leadership may reclassify the position to better fill department
$80,510 1
needs.
Library Restoration of Contracted Manpower Funds Restoration of contracted manpower used in the state-mandated Records Management program. $52,758 0
Request to restore 3.5 part-time FTEs in order to maintain Sunday hours at the Central Library from 1 p.m.to 5 p.m.
Library Restoration of staffing for Sunday hours during the school year. $133,820 3.5
Library Restoration of Library Program staff Request to restore 2 FTEs at the Princess Anne Library. $149,972 2
Library Restoration of Travel and Training Funds Request to restore funding for training events for Library staff and travel to conferences. $20,000 0
Municipal Council Restoration of Work Hours for Council Aides Request to restore working hours to 20 hours per week for City Council legislative aides. $54,027 0
Emergency Management Security Contract Request to restore security services funds.Failure to restore this funding will result in unmonitored access points,
delayed incident responses,and a diminished physical presence for deterrence,particularly during evening hours. $86,219 0
Parks And Recreation Restoration of Citywide Mowing&Landscape to restore mowin Proposal
Maintenance of Roadways P g cycles for all divided roadways from 21-23 days to 18-21 days. $564,623 0
Planning Restoration of funds for Director's Office Restore reductions to Director's Office. $95,096 0
Restoration of funds for Planning
Planning Restoration of operational funding to the Planning Administration division. $4,060 0
Administration
Planning Restoration of funds for Zoning Restoration of operational funding to zoning division. $11,125 0
Restoration of funds for Permits&
Planning Restoration of operational funding to permits and inspections division. $19,272 0
Inspections
Planning Restoration of funds for DSC Restoration of operational funding to DSC division. $1,650 0
Planning Restoration of funds for CBPA Restoration of operational funding to CBPA division. $800 0
Police Restoration of Mounted Patrol Unit Restoration of Mounted Patrol Unit including personnel and operational spending. $1,579,218 11
Restoration of School Resource Officer
Police Restoration of 13 school resource officer positions. $1,473,612 13
Positions
Police Restoration of Sworn Vacant Positions Request to hold 19 vacant sworn officer positions. $1,492,218 19
Request for additional funding to address ongoing utility shortfalls across City facilities.Over the past five years,energy
Public Works Additional Funds for City Buildings Utilities costs have continued to rise,and electrical service expenses have increased accordingly.Water and sewer service $2,146,006 0
charges have also grown steadily without corresponding increases in General Fund support.
Request for funding for custodial services and custodial supplies.Positions were approved in the FY2025-26 budget to
Public Works Additional Funds for Custodial Services accommodate the addition of multiple buildings in recent years,however,no corresponding funds were requested or $450,000 0
approved for expanded cleaning services or increased supply needs.
City Real Estate Assessor Restoration of Positions Request to reinstate 3 FTEs. $208,712 3
City Real Estate Assessor Restoration of funds for Software Request to restore funding for utilization of Moore Precision Cost tables.This request also includes the restoration of
Maintenance and Computer Peripherals computer peripherals. $43,936 0
Sheriff Restoration of Centralized Booking Request to restore funding for 35 FTEs responsible for centralized booking. $2,221,745 17
Election Official management software
Voter Registration And Elections Funding to continue replacement of election official management software. $15,000 0
replacement
Voter funding Registration And Elections Election Results reporting software Re uest for f g replacement q g to u pgrade results reporting software as old software has limitations that cannot be overcome. $22,000 0
Voter Registration And Elections Facility Force cloud based software Funding for software replacement necessitated by access database remediation prompted software change. $48,000 0
Voter Registration And Elections Election officials Request to restore funding to pay election officials for service during the November general election. $98,397 0
Voter Registration And Elections Pollprint software and maintenance Request for funding for annual software and maintenance for Poll Print ballot-on-demand system.This is a contractual $65,000 0
obligation paid for the first two years via grant from Department of Elections.
$34,162,914 185.38
� a
Y
t
..�rt4 •
moonPEOPLE
PL ES
TNERSHIPS
CITY OF VIRGINIA BEACH
FOCUSED ACTION PLAN
FY2026 - FY2027
CONTENTS
MISSION..........................................................................................................3
FOCUSED AND TRANSPARENT PERFORMANCE................................3
CITYCOUNCIL .............................................................................................4
OURFOCUS ..................................................................................................5
People, Places, Partnerships
PEOPLE ..........................................................................................................6
Ourfocus...............................................................................................6
OurActions ..........................................................................................6
OurProgress .......................................................................................7
PLACES...........................................................................................................8
OurFocus .............................................................................................8
OurActions...........................................................................................8
OurProgress .......................................................................................10
PARTNERSHIPS.............................................................................................11
OurFocus .............................................................................................11
OurActions ..........................................................................................11
OurProgress .......................................................................................12
People,Places,Partnerships Focused Action Plan 2 `
r'
• MISSION
The City of Virginia Beach exists to enhance the economic,educational, social, and
physical quality of the community and provide sustainable municipal services that
are valued by citizens.
FOCUSED AND
a TRANSPARENT
PERFORMANCE
The City of Virginia Beach strives to our goals,focused in our efforts, and
ensure that its operations and efforts transparent about our progress.This
are strategic and focused.The City's Plan is a collaborative effort that is
2025-2027 Focused Action Plan led by the City Council's vision and
translates vision and goals into an leadership, influenced by community
actionable strategy that guides our feedback, and reflective of staff
organization's focus,work and resource contributions. City staff submits semi-
alignment.The Focused Action Plan's annual performance reports to the City
three overarching key focus areas— Council, and ultimately the public,to
People, Places, Partnerships—and document progress on addressing the
underlying initiatives and performance Focused Action Plan.
measures allow us to be clear about
People,Places,Partnerships Focused Action Plan 3
CITY COUNCIL
I 1 0Mayor Robert M.
"Bobby" Dyer
David "Hutch" Robert W. "Worth"
Hutcheson Remick
District 1 District 6
Cal F. "Cash"
Barbara Henley Jackson-Green,Jr.
District 2 District 7
Michael Berlucchi a Stacy Cummings Jr.
District 3 District 8
Dr.Amelia Joashua F. "Joash"
Ross-Hammond Schulman
District 4 0 District 9
t Rosemary Wilson Jennifer V. Rouse
Vice Mayor District 10
District 5
People,Places,Partnerships Focused Action Plan 4 f ,
t
r• • PEOPLE
rT•1� People are the foundation of the City's public service. Whether it's the residents
and visitors we serve or the dedicated public servants who serve them,we
value our people. We are interested in hearing from them, addressing their
concerns and using their feedback to inform our service delivery. We strive
to provide high-quality services in a fiscally responsible manner. From empty
nesters who have decided to retire here to young families putting down roots,
we seek to listen, serve, and support the diverse community that makes
Virginia Beach special.
PLACES
V� We strive to be a place of choice for families, businesses, and visitors. To
-` achieve this,we recognize that we must offer places that can support a strong
economy, housing options that are attainable for various income levels, and a
built environment that appropriately accommodates these goals while aligning
with community values, neighborhood integrity, and the protection of our
natural resources.We will continue to be a place of choice by being strategic
and transparent in our land use endeavors.
PARTNERSHIPS
The whole is greater than the sum of its parts. We recognize that partnerships
allow us to expand our reach and increase our impact.We seek to serve the
community, bolster our economy, and prepare for our future by appropriately
leveraging the strengths of other agencies and entities.
M
e
.
a: People,Places,Partnerships Focused Action Plan 6 ,��
PUOPLE
OUR FOCUS
r•� People are the foundation of the City's public service. Whether it's the residents
and visitors we serve or the dedicated public servants who serve them,we
value our people.We are interested in hearing from them, addressing their
concerns, and using their feedback to inform our service delivery.We strive
to provide high-quality services in a fiscally responsible manner. From empty
nesters who have decided to retire here to young families putting down roots,
we seek to listen, serve, and support the diverse community that makes Virginia
Beach special.
OUR ACTIONS
11 Continue to develop and agencies have adequate access
enhance opportunities for civic to vehicular resources needed to
engagement and education serve the community
1.2 Analyze and leverage the 1.7 Continue City Council discussions
2025 Resident Survey results regarding taxpayer affordability,
to conduct focused follow-up resource alignment,and service
initiatives to better understand level expectations
community perceptions
and satisfaction 1.8 Work with the City Council-
appointed Process Improvement
1.3 Explore whether there are Steering Committee(PISC)to
opportunities to further refine establish an ongoing process to
the traffic calming program assess,evaluate,and understand
to appropriately balance the City's ongoing opportunities
industry quantitative data with for efficiency gains and cost
residents lived experiences and savings, including the exploration
qualitative insights of technology to meet these aims
1.4 Continue public safety efforts 1.9 Maintain and evaluate the
to ensure a safe and healthy Parks After Dark program
environment for residents,
businesses,and visitors 110 From teen programming
to caregiver support and
1.5 Continue to monitor and quarterly seniors'outreach,
address vacancies in public seek opportunities to highlight
safety agencies and promote the City's many
age-diverse program offerings
1.6 Maintain an appropriate public and services
safety fleet to ensure emergency
People,Places,Partnerships Focused Action Plan 6 �,
OUR PROGRESS
• Vacancy rates for public safety agencies
• Resident Survey ratings: Overall value received for City tax dollars and
fees; Overall quality of services provided by the City; Effectiveness of City
communication with the public; Overall feeling of safety in Virginia Beach
People,Places,Partnerships i Focused Acdon plan ! 7 � r
C
r7777
OUR FOCUS
We strive to be a place of choice for families, businesses and visitors. To
achieve this,we recognize that we must offer places that can support a strong
economy, housing options that are attainable for various income levels, and a
built environment that appropriately accommodates these goals,while aligning
with community values, neighborhood integrity, and the protection of our
natural resources.We will continue to be a place of choice by being strategic
and transparent in our land use endeavors.
OUR ACTIONS
Economically Thriving&Desirable
21 Increase organizational 2.6 Explore micro-transit service and
capacity through the successful refreshing transit opportunities in
recruitment of an Economic the Resort Area
Development Director
2.7 Refocus and reinvest in the Resort
2.2 Update the Economic Area as a premier destination
Development Strategic Plan to
position the city for economic 2.8 Attract and drive more
success and ensure subsequent professional associations and
alignment of resources and efforts conferences to Virginia Beach
2.3 Continue to refine key sectors 2.9 With input from Council,
and industries to attract and community,and staff, develop
retain, based on market data shared understanding and
and analysis language to better describe
and communicate the City's
2.4 Explore the feasibility of economic development efforts,
engaging in site identification inclusive of tourism efforts;
and acquisition for business develop and implement a public
recruitment and placement, education campaign to increase
building a multi-layered and understanding of economic
collaborative approach that builds development,tourism as an
a pipeline of competitive sites economic development strategy,
and destinations and their value
2.5 Develop a comprehensive
Tourism Development Plan
to maximize visitation and
revenue potential
People,Places,Partnerships Focused Action Plan 8
Strategically Developed &Well Designed
210 Once adopted, begin the 215 Initiate the process for amending
implementation of the 2040 the Interfacility Traffic Area
Comprehensive Plan in evaluating (ITA) and Vicinity Master Plan to
any new investment and/or incorporate and reconcile active
development opportunities and passive recreation, economic
development,and municipal
2.11 Following the 2040 facility uses; include opportunities
Comprehensive Plan adoption, for public input as part of the
seek opportunities to advance Planning Commission and City
recommended policies included
in the Master Transportation Council review process
Plan,which is a wide-ranging 216 Identify and present potential next
plan that addresses public steps for Council's consideration
transit, roadways, roadway in expanding sports tourism and
safety, air service,and economic development in the
emerging technologies in ITA to include exploring funding
the transportation space infrastructure needs
212 Subject to funding for a 217 Finalize design plans for the
consultant, initiate a review new Law Enforcement Training
of the Zoning Ordinance Academy(LETA)facility;the
and land use regulations; new facility will expand training
propose recommendations capacity and better meet public
that are aligned with the safety needs
2040 Comprehensive Plan
2.18 Complete the Phase 1 design
213 Assemble an advisory group to plans for the VB Trail
advise regarding a recommended
path and future for the former 2.19 Complete the final construction
MOCA site documents for Rudee Park
and launch a fundraising
214 Work with City Council to effort to solicit donations and
understand how to potentially sponsorships to offset the overall
fund elements of the Central cost of constructing the park
Beach District Small Area Plan
People,Places,Partnerships f Focused Action Plan ' 9 �,
Attainable Workforce Housing Environmentally Sustainable
2.20 Explore the opportunity 2.23 Where practical, pursue next
to further encourage the steps in achieving the policy
development of new attainable recommendations included in
workforce housing through the recently adopted Urban
potential efforts,such as Forest Management Plan
expedited plan review and/or by
reducing,waiving, or deferring 2.24 Continue to implement the Flood
fees for qualifying projects Prevention Bond Referendum
through the ongoing execution
2.21 Research options to maintain of the Flood Protection Program
affordability of rental and
homeownership units
2.22 Brief City Council on current
eviction reduction efforts
and provide Council with
information on programs
and initiatives peers have
implemented
OUR PROGRESS
• Number and value of commercial parcels
• Number of attainable workforce housing units needed, number of existing
units (rental and owned), and number of units in the pipeline
• Resident Survey ratings: Affordability of housing options in the City; How well
the City of Virginia Beach is managing growth; City's efforts to attract new
business and tourism; Access to job opportunities to match skills; Familiarity
with the City's plans for development and growth; Quality and condition
of trees and open space in the city; City's overall effort to protect natural
resources and the environment; Stormwater management and flood control
on neighborhood streets; Stormwater management and flood control on
major City streets
People,Places,Partnerships Focused Action Plan 10
PARTNERSHIPS
OUR FOCUS
The whole is greater than the sum of its parts. We recognize that partnerships
allow us to expand our reach and increase our impact. We seek to serve the
community, bolster our economy, and prepare for our future by appropriately
leveraging the strengths of other agencies and entities.
OUR ACTIONS
3.1 Explore opportunities 3.5 Review and affirm, or if
to implement a trades appropriate, revise the City
apprenticeship between Council Policy"Guidelines
City departments and local for Evaluation of Investment
educational entities Partnerships for Economic
Development"to ensure
3.2 Increase the City's awareness alignment with current priorities
of Virginia Beach City Public
Schools'vocational technical 3.6 Continue partnerships to
programs and consider any implement strategies from
opportunities for mutually the"Community of One:All
beneficial partnerships In"strategic plan to make
homelessness rare, brief, and
3.3 Continue to work with Virginia non-recurring
Beach City Public Schools to
identify fiscally responsible 3.7 Continue to work collaboratively
paths to deliver on its capital with partners to address
improvement program (CIP) community behavioral health
needs,while balancing the services and needs
infrastructure needs of the city
as a whole 3.8 Continue to work with
stakeholders and the Virginia
3.4 Continue to support and nurture Opioid Abatement Authority to
relationships with existing implement and sustain initiatives
local businesses and startups, that address the opioid epidemic
exploring the effectiveness and
potential expansion of technical
support and key partnerships
People,Places,Partnerships Focused Action Plan
3.9 Continue supporting cultural support,regular communication,
institutions and local artists to and opportunities to identify
expand the reach and distribution and collaborate on any areas of
of arts and cultural experiences mutual interests
throughout the city; evaluate
the newly established grants 311 Maintain regional connections
programs to determine if there are through direct engagement with
opportunities for enhancements Hampton Roads jurisdictions
as well as through continued
310 Continue to cultivate the City's participation in regional
relationship with our local military organizations and partnerships
installations to ensure ongoing
OUR PROGRESS
• Number of individuals served through the Department of Human Services'
same-day access to behavioral health assessment program
• Mobile Co-Responder Team (MCRT) Numbers —total responses, number
avoiding arrest or involuntary hospitalization
• Number of people experiencing homelessness living in emergency shelters,
transitional housing programs, and those living unsheltered on the street and
change in beds by project type (e.g., rapid rehousing, permanent supportive
housing, etc.) per annual Point in Time
• Resident Survey rating:Adequacy of transit services offered
People,Places,Partnerships Focused Action Plan 12
� n City Council Staff Report
'•sw��
Subject: Honorary Street Naming
Author: Patrick A. Duhaney, City Manager
Department: Planning & Community Development
Date: January 9, 2026
Type of Item: Informational - City Council Only
Summary
The City Council requested City staff review policies and best practices for honorary street
naming, as there has been an increase in requests for honorary designations from citizens to the
City Council. Currently, honorary designations for street names are approved by City Council
Resolution. Staff is seeking direction from Council if a policy establishing criteria to approve
honorary street names should be adopted.
Staff conducted research on best practices from more than 10 municipalities regarding honorary
street naming policies. This research examined criteria and parameters for honorees, procedural
guidelines, and stakeholder involvement in the designation process. Staff found there were not
many consistencies or common best practices, but rather a different set of criteria or guidance
for each. The recommendations below pull from the research and are intended to provide
options for developing inclusive, transparent, and meaningful policies that honor individuals
while reflecting community values and history.
Please note that this topic has been included as something City Council would like to discuss at
the upcoming Winter Retreat during the governance section of the agenda. Staff has noted this
for the facilitators and will ensure its inclusion. This report serves to give City Council some
background information and options to consider.
The Issue
• There are currently no standards or criteria for honorary street naming, and there has
been an increase in requests for honorary designations. Years 2018 and 2024 each had
one honorary designation, while five were approved by City Council in 2025. Please see
the list below:
o Dr. Martin Luther King Jr. on Virginia Beach Boulevard was approved April 2018.
o Zim Avenue on Corporation Lane was approved August 2024.
o George L. Kimble Street on General Street was approved February 2025.
o Andrew Fine Avenue on Cypress Avenue was approved May 2025.
City Council Staff Report
Honorary Street Naming
January 9, 2026
o Timbaland Way on Bridle Creek Boulevard was approved October 2025.
o Adm Jeremiah Denton Lane on Watergate Lane was approved November 2025.
• Honorary street names do not change the official street names or addresses of properties.
Street segments are signed with street sign blades for both the official name and the
honorary street name.
Background
• Street naming and addressing assignments are managed by the Planning Department. All
street names and addresses must be approved by the Planning Department Addressing
Technician to avoid duplication and sound-alike names.
• Street name blades are produced, installed, and maintained by Public Works Traffic
Operations.
• Areas of research for best practices and standards included Code of Virginia, 15.2-2019.
Localities may name streets, roads,and alleys;The Municipal Research and Service Center
(MRSC); Locality Process and Procedures at Cities of Alexandria, Blacksburg,
Charlottesville,Chesapeake, Newport News, Norfolk, Petersburg, Portsmouth, Richmond,
Suffolk, and Loudon County, Virginia
Options for City Council to Consider
• Based on Staff research, options for evaluating future honorary street naming
designations are listed below:
CRITERIA FOR HONOREES (Significance of Request) To qualify for an honorary street
name, the individual or group must have a significant and positive impact on the
community or nation.
o Candidates must be deceased or retired from a distinguished career. Candidates
that are a group (organization or business) shall have been in operation for a
minimum of 25 consecutive years and have their base of operations in the City or
be of particular importance to the City.
o Candidates must have contributed to the community through one or more of the
following criteria:
■ Historical significance - Contribution to the City's history or culture.
■ Humanitarian significance - Contribution to the City that bettered the
community through volunteering for philanthropic causes.
■ Service significance - Contribution to the City with distinction in the U.S.
Armed Forces, public safety, or other public office.
■ Career significance - Contribution to the City's local art, science,
entertainment, or business community that provided opportunities for
others in the community.
Page 2 of 3
City Council Staff Report
Honorary Street Naming
January 9, 2026
o Candidates for honorary street name designation must be sponsored by a member
of City Council.
o General restrictions (to provide clarity and prevent controversy):
■ Family or Group consent - Approval from honoree, honoree's family,
honoree's estate, or Board of Directors (group candidate) is required.
■ Limited frequency -Staff recommends careful consideration of how often
candidates are honored, emphasizing the importance of assessing the
value they have provided when reviewing the criteria for honorees
(significance of request).
■ Limited duration -City Council's resolution will specify if the designation is
in perpetuity or for a defined period.
■ Group candidates (organization or business) are not intended to be
construed as advertising.
Should you have any additional questions or concerns, please contact Deputy City Manager,
Amanda Jarratt at aiarratt@vbgov.com or Department of Planning and Community Development
Director, Kathy Warren at kmwarren@vbgov.com or (757)385-5802.
Page 3 of 3
I A aF,g�y
s Administrative Directive
a r=
OF OUII MtON
Title: City Facility Naming Directive Index Number: AD 3.19
Date of Adoption: 08/15/02 Date of Revision: 08/31/04 Page 1 of 2
1.0 Purpose and Need
To establish a process and guidelines for the official naming of a City facility other than parks and schools.
2.0 Administrative Directive
Any City facility other than parks and schools which needs to be easily identified by the public or City employees
may be given an official name. This does not affect any facility that already has an official name at the time of
the adoption of this directive. Also, this directive is subject to the process for approval of sponsorship
opportunities in Administrative Directive 1.13. Any City facility with an official name shall have an appropriate
sign with the name placed next to or on the facility.
3.0 Procedure to Accomplish Administrative Directive
1. The Director of Management Services/Authorized Designee, in consultation with the department(s)
presently occupying the facility, or anticipated to occupy the facility, shall propose the name for any City
facility, either existing or to be constructed,which requires an official name.
2. Once a name has been selected,the City Manager shall present the proposed name of the facility to City
Council. The City Council may approve the proposed name or propose another name for the facility. City
Council's determination and approval of the facility's name shall be reflected in the Council minutes.
3. Once City Council has approved the name of the facility,an appropriate sign with the name shall be placed
next to or on the facility.
4.0 Responsibility and Authority
1. The Director of Management Services/Authorized Designee shall propose the official name of any City
facility after consultation with the department(s)presently occupying the facility,or anticipated to occupy the
facility.
2. All Department Directors will work with the Director of Management Services/Authorized Designee in the
selection of an official name for a City facility.
3. Department Directors may name a particular internal space within a facility or dedicate an internal space in
the name of a person who had a significant influence on the space or activities in the space.All Directors
shall consult with the Director of Management Services/Authorized Designee prior to naming internal
spaces.
5.0 Definitions
City facility is any building, structure, compound, or site other than a park or school that is owned or leased
by the City.
Title: City Facility Naming Directive Index Number: AD 3.19
Date of Adoption: 08/15/02 Date of Revision: 08/31/04 Page 2 of 2
6.0 Specific Requirements
1. The official name of a City facility shall reflect the geographic area where the facility exists,or the name of
the department(s)presently occupying the facility,or the predominant purpose of the facility,or something
of historical significance related to the facility, or any combination thereof.
2. City facilities shall not be named after individuals, non-City organizations or as memorials.
Approved as to Content: Catheryn R. Whitesell 08/04/04
Director, Department of Management Services Date
Approved as to Legal
Sufficiency: Leslie L. Lilley 08/04/04
City Attorney Date
Approved: Steven T. Thompson 08/09/04
Chief Financial Officer Date
Approved: James K. Spore 08/10/04
City Manager Date
Political Signage
Monica Croskey, Deputy City Manager
Dana Harmeyer, Deputy City Attorney
Kathy Warren, Planning & Community Development Director
November 25, 2025
AGENDA
• Context
a T` • Efforts to Date
"yo
� � ""' r • Sign Restrictions and the First
Amendment
• Zoning
• Additional Information
A • Council Discussion and Direction
2
w,�
Context
• Administrative Directive 3.01 Petitioning, Picketing and Other Expressive
Activities in City Buildings and Work Areas
"For the period of time when such facility is open for voting and 7 days prior, signs and
expressive activities shall be permitted in the areas adjacent to the facility to the extent
allowed by the City's Zoning Ordinance and applicable state law. The City reserves the
right to impose additional reasonable, content- and viewpoint- neutral regulations
necessary to permit safe and efficient operation of the voting location."
• Received complaints about safety concerns, visual clutter
• Council requested staff evaluate the concerns
3
Efforts to Date
— Round 1
• March 2025: OPA conducted a stakeholder-informed study
• Interviews with campaign representatives from both major parties
• Interviews with City staff from Planning, the City Attorney's Office, Libraries, Parks &
Recreation, Voter Registration and Elections
• Stakeholders' feedback focused on:
• Potential safety issue of large signs in windy areas posing physical safety risks
• Signage congestion in pedestrian zones or near roads (drivers looking at the signs and not
being aware of possible pedestrians)
• April 2025: To address this feedback Administrative Directive 3.01 was updated to
reflect the following changes:
• Only signs measuring 26"x16" permitted in the area in front of Building 14
• No signs or tents allowed in the area where the ballot box is located
4 Vd
Efforts to Date — Round 2
• Received additional complaints and concerns
• June 2, 2025: 2-hour meeting with campaign and party representatives from
both major parties and staff from CMO, CAO, PLN
• Parties wanted to explore capping number of signs per candidate/issue
• City Attorney's Office advised of the associated legal constraints
• Parties agreed that reducing allowable signage size would be beneficial
• June 25, 2025: To address feedback Administrative Directive 3.01 was updated
to reflect the following change
• As owner of property and in light of safety concerns related to high winds during
storms and other events, the City will not allow signs larger than 4 feet by 4 feet at
the Municipal Center or any location that is used as a polling place
5
Sign Restrictions and the First Amendment
• Controlling case: Reed v. Town of Gilbert (2015)
• Town of Gilbert's sign ordinance treated "Ideological Signs," "Political Signs," and "Temporary
Directional Signs" differently as to size, duration, and location such signs were permitted.
• Holdings:
• Any sign restriction or regulation that depends on the content of the sign or requires
distinctions based on the message a speaker conveys is a content-based regulation of speech.
• Content-based sign regulations are presumptively unconstitutional and subject to strict
scrutiny.
• Time, place, and manner restrictions remain available.
• Time: e.g. signs at Building 14 may be placed 7 days prior to the facility being used as a
polling location and removed 24 hours after an election.
• Place: e.g. signs cannot block the sidewalk or access to the dropbox; no sign within the 40-
foot restricted zone
• Manner: e.g. signs cannot be larger than 4'x4;' no bullhorns or amplified sound
6
Sign Restrictions and the First Amendment
• Content based restrictions are presumptively unconstitutional — regulations that
require reference to the content of the sign:
• Proscribed number of signs per candidate or per issue
• Dividing the space to allow one half for one party and the other half for the other party
• Restricting signs to candidates on the ballot
• Possible limitations that are not content based:
• No signs on the property adjacent to Building 14 or a future location of the Office of the
Voter Registrar.
• The City would retain the ability to place City signage ("government speech") directing voters to the
appropriate door and to mark the 40-foot restricted zone.
• The City would have to allow canvassers and campaign representatives outside the restricted zone that
seek to interact with persons accessing the polling location. Such canvassers could hold signs.
• A finite number of signs on the property irrespective of content of sign.
• A height or size limitation applicable to all signs on the property. For example, no signs taller
than 26" (e.g. yard signs only).
Zoning
Zoning Ordinance, Article 2 B. Sign Regulations, Section 211 (b) Temporary Signs
• Within a Preservation, Agricultural, Residential, Apartment, or Historic and
Cultural District, or a noncommercial area of a PD-H1 or PD-H2 Planned
Development District, a total of sixteen (16) square feet of temporary signage
shall be allowed on a lot.
• Within all other districts, a total of thirty-two (32) square feet of temporary
signage shall be allowed on a lot.
• In all Districts, no such sign shall be higher than eight (8) feet above grade
directly below such sign.
No signs permitted in the ROW or on Public Property except for designated
polling places
8
Zoning Enforcement
• Complaint-based
• One Zoning Inspector FTE assigned solely to address campaign signs
August 1st before November Election
• In September, all Zoning inspectors address campaign sign complaints
in their areas and proactively remove campaign signs in the ROW or
on public property
• Signs that are removed by staff from the ROW or on public property
are disposed of
• Signs on private property that exceed size restriction are sent a Notice
of Violation (NOV) and asked to remove within 30 days
9 . ,s
Chesapeake Prohibits private, non-governmental signs on City property
Hampton Prohibits private, non-governmental signs on City property
Newport News Allows up to 30 consecutive days per event, up to 3 times per
calendar year
Norfolk Allows at early voting and polling locations, 5pm day prior to first
day of voting at location
Portsmouth Prohibits private, non-governmental signs on City property
Suffolk Allows yard signs at polling locations on election day
Virginia Beach Allows at early voting 7 days prior to first day of voting beginning
at location, beginning at 12:01am day of election at polling
locations
•
Additional Information
• Growing tensions and
frustrations regarding signage
• Soon early voting will occur in
new Voter Registrar location
• No longer on municipal campus
• Condo association with private
businesses
• Will need to develop new maps �s
for signage; any guidance
Council would like to provide on d> ¢
this?
11 V
Council Questions and Discussion
CITY OF
VIRGIINI
BEACH 12
1 A RESOLUTION TO PROVIDE DIRECTION TO THE
2 CITY MANAGER REGARDING SIGNAGE ON
3 PUBLIC PROPERTY
4
5 WHEREAS, the City has experienced a proliferation of signage on City property
6 in the days leading up to elections;
7
8 WHEREAS, the signs can become safety hazards in inclement weather,
9 especially high winds;
10
11 WHEREAS, to deal with a heightened risk of violence and destruction of
12 property, the City has had to increase its public safety,oesence during the times when
13 locations have been made available to campaigns;
14
15 WHEREAS, acknowledging the limitations upon the regulation of such signage,
16 the City Council desires to provide direction to the City Manager;
17
18 NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
19 VIRGINIA BEACH, VIRGINIA, THAT:
20
21 1. The City Manager, in coordination with the Voter Registrar and City Attorney,
22 is hereby directed to prepare and circulate a package of information to
23 campaigns providing the relevant limitations upon signage on City property
24 and seek a signature acknowledgement from the campaigns at least 60 days
25 prior to each election.
26 2. The City Council hereby directs the City Manager to prohibit signs on the City
27 property adjacent to the new location of the Office of the Voter Registrar.
28 Such prohibition does not include government speech, nor does it provide
29 limits upon canvassers and campaign representatives other than the
30 restrictions provided by general law.
31 3. The City Council hereby directs the City Manager to prohibit signs on the City
32 property during early in-person voting at satellite locations. Such prohibition
33 does not include government speech, nor does it provide limits upon
34 canvassers and campaign representatives other than the restrictions provided
35 by general law. This subsection's prohibition does not apply starting 6:00
36 p.m. the day prior to the day of the election, which is provided in subsection
37 #4, infra.
38 4. Starting 6`00 p.m. the day prior to the day of the election and ending promptly
39 after voting has concluded, signs are permitted at City-owned polling
40 locations in the designated locations provided by maps developed for such
41 locations. The placement of such signs shall be on a first come, first served
42 basis. No sign may be larger than 4 feet x 4 feet.
Adopted by the City Council of the City of Virginia Beach, Virginia, this
day of , 2025.
APPROVED AS TO LEGAL SUFFICIENCY:
City Attorney's Office
CA
R-1
December 1, 2025
CityCouncil Policy
oyrc s o
'6.0' OC'R NPti~
Title: Not Supplanting State, Federal,and Private Funds with Local Funds Index Number: 47714
Date of Adoption: 2/06/01 Date of Revision: Page: 1 of 2
1.0 Purpose and Need
The citizens of Virginia Beach receive important, beneficial services from a wide variety of State, Federal,and private
agencies, as well as from City programs which rely on funding from these agencies. These agencies are critical
partners with the City and the School system in the provision of programs to our community. When these agencies
terminate programming, reduce services,or curtail funding, it cannot be assumed that the City of Virginia Beach will
maintain these programs. The City's ability to assume the financial responsibility for these services without
significantly impacting other service areas which are solely the responsibility of the City, or without having to raise
taxes,is limited.
The purpose of this policy is to formally adopt the City's long-standing practice of not automatically supplanting
funds from State, Federal, or private agencies with local funds when those agencies reduce or eliminate funding to
City or School programs.
2.0 Policy
It is the policy of City Council to prevent, to the extent possible, the shifting of financial responsibility for State,
Federal, or privately funded programs to the citizens of Virginia Beach by not supplanting those funds with local
funds when those agencies reduce funding to the various community programs that rely on that funding.
3.0 Procedure to Accomplish Administrative Directive
3.1 The Department of Management Services will provide information to the City Manager on a periodic basis that
reports any reductions in funding from State, Federal, or private sources that are expected to adversely affect
services to the citizens of Virginia Beach. When services are severely affected by such reductions, the City
Manager and the Department of Management Services will determine what actions, if any, may be necessary
to mitigate the impact on local services.
3.2 The City Manager will report to City Council any instances where reductions in State, Federal, or private
funding will have a severe enough effect on services that Council action is necessary.
4.0 Responsibility and Authority
The Department of Management Services is responsible for reporting to the City Manager any reductions in State,
Federal,or private funding that could have an effect on services provided to the citizens of Virginia Beach.
5.0 Definitions
Supplanting: For purposes of this policy, the substituting of local funds for reductions in State, Federal, or private
funding.
State, Federal, and private agencies: Agencies of either the State or Federal governments, or non-governmental
agencies, that either provide funds to the City of Virginia Beach for the provision of local services or offer those
services themselves directly to the citizens.
Approved as to Content: Catheryn R.Whitesell 02/05/01
Director/Administrator Date
Approved as to Legal
Sufficiency: R.M. Blow 02/21/01
City Attorney Date
Approved: Steven T.Thompson 02/26/01
Chief Financial Officer Date
Approved: James K.Spore 02/26/01
City Manager Date
Approved: Meyera E.Oberndorf 02/26/01
Mayor Date
56
ITEM— VZX 2
ORDINANCESIRESOL UTIONS
ITEM#73 769
Upon motion by Vice Mayor Wilson,seconded by Council Member Holcomb, City Council ADOPTED,BY
CONSENT, Ordinance to ADOPT a City Council Policy re City Council Agendas (Requested by City
Council)
Voting: 11-0
Council Members Voting Aye:
Michael F.Berlucchi,Mayor Robert M.Dyer,Barbara M.Henley,N.D. "Rocky"
Holcomb, Robert W. "Worth" Remick, Dr. Amelia N. Ross-Hammond, Jennifer
Rouse, Joashua F. `Joash" Schulman, Chris Taylor, Vice Mayor Rosemary
Wilson and Sabrina D. Wooten
Council Members Absent:
None
February 7, 2023
REQUESTED BY THE CITY COUNCIL
1 AN ORDINANCE APPROVING AND
2 ADOPTING A POLICY PERTAINING TO CITY
3 COUNCIL AGENDAS
4
5 BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF VIRGINIA BEACH,
6 VIRGINIA:
7
8 That the City Council hereby approves and adopts the policy entitled "City Council
9 Agendas," dated January 31, 2023, which policy has been exhibited to the City Council,
10 and a true copy of which is on file in the City Clerk's Office.
11
12 Adopted by the City Council of Virginia Beach, Virginia on this 7 day of
13 February , 2023.
APPROVED AS TO LEGAL SUFFICIENCY:
_--11; W,4&,X ���
City Attorney's Office
CA16029
R-1
January 27, 2023
�ti1A'8�
3��taa +�„ti�yG
f2.-__
City Policy
Titic: City Council Agendas
Date of Adoption:, 0 2/0 7/2 0 2 3 Wile of Revision:N/A Page f of 1
1.0 Purpose and Need
The purpose of this policy is to provide guidance regarding how ordinances, resolutions,
proclamations, briefings, and other agenda items may be placed on the agendas for formal or
informal City Council meetings. The policy also addresses the procedures whereby a member of
the Council may request the drafting of an ordinance or resolution.
2.0 City Code Requirements
City Code § 2-57 provides that the City Clerk shall keep a docket (commonly referred to as the
agenda) of the business to come before the regular meetings of the Council. Pursuant to that
section, the Clerk's docket shall be closed at 5 p.m. on Wednesday of the week preceding each
meeting.
City Code § 2-57 also addresses add-on agenda items: "In the case of a bona fide emergency,
there may be an add-on agenda item for any ordinance or resolution that pertains to that
emergency, sponsored by a member of council, that could not be placed on the agenda prior to the
closing of the clerk's docket. Such ordinance or resolution may only be considered upon an
affirmative two-thirds vote of the council,' City Code§ 2-57
3.0 Policy
Orcinances, resolutions, proclamations, briefings and other agenda items may be placed on the
agenda, subject to the timing requirements outlined above, by the mayor, any three (3) members
of the Council, or the city manager.
The City Attorney may draft a resolution or ordinance at the request and direction of any member
of the City Council in accordance with the provisions of this policy. Any request by a member or
members of the City Council for the drafting of a resolution or ordinance by the City Attorney shall
be made in writing and a copy of the request shall be provided to all members of the City Council
before drafting of the item may begin. Once the requested draft is complete, it shall be provided to
the requesting member or members who may then determine whether to distribute the resolution
or ordinance to the rest of the Council and whether to seek to have the item placed on the Council's
agenda in accordance with the provisions of this policy.A draft of a resolution or ordinance prepared
by the City Attorney shali be confidential and subject to the attorney-client privilege until
disseminated to the entire Council or placed upon the agenda for formal consideration.
Notwithstanding the foregoing, the City Attorney shall provide a copy of any draft resolution or
ordinance to any councilmember upon that councilmember's request.
REQUESTED BY COUNCILMEMBER BERLUCCHI
1 AN ORDINANCE APPROVING AND
2 ADOPTING A REVISED POLICY
3 PERTAINING TO COUNCILMEMBER-
4 SPONSORED FORUMS AND EVENTS
5
6 BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF VIRGINIA
7 BEACH, VIRGINIA:
8
9 That the City Council hereby approves and adopts the revised policy entitled
10 "Councilmember-Sponsored Forums and Events," which has been exhibited to the City
11 Council, and a true copy of which is on file in the City Clerk's Office.
12
13 Adopted by the City Council of Virginia Beach, Virginia on this 19 t May of
14 April , 2022.
APPROVED AS TO LEGAL SUFFICIENCY:
City Attorney's Office
CA 15754
R-1
March 30, 2022
Tj�Qy'`A1A`Brq* LET
�y
0NA'
• ' '
CityCouncil Policy
Title: Councilmember-Sponsored Forums and Events
Date of Adoption:January 7,2020 Date of Revision:April 19,2022 Page 1 of 2
1.0 Purpose and Need
The purpose of this policy is to address expenditures and the use of City staff and resources related
to forums and events sponsored or requested by individual members of the City Council.
2.0 Policy
Events and forums sponsored by individual members of the City Council provide valuable
information to our residents and may also provide opportunities for the public to give
councilmembers direct feedback about important matters that impact our citizens' lives and
wellbeing. The City is fortunate to have a variety of City-owned buildings and facilities that can be
used to host such gatherings without additional cost, and members of Council are encouraged to
avail themselves of these venues. Members of Council may contact the City Manager's Office to
reserve space in a City facility and to request staff assistance, such as the provision of staff with
subject matter expertise to attend the meetings,the assistance of staff with meeting planning skills,
or staff assistance in publicizing such gatherings.
If, however, a member of Council seeks to hold an event at a venue for which a fee must be paid
or to hold an event that will entail more than a nominal ($50 or less) out-of-pocket expenditure,
such as expenditures for catering or a speaker fee, then the member of Council shall first seek the
approval of the City Council before incurring any such expense. Additionally,if a member of Council
seeks City staff support in promoting the event through City social media platforms or the City
website, mass emails, press releases, speaker coordination,the use of City audio-visual services,
the creation or distribution of promotional materials, or other uses of City staff or resources, then
the member of Council shall first seek the approval of the City Council of the full scope of services
for which the member seeks City staff support
The following procedure shall apply:
• If the member seeks to hold an event and there is a departmental co-sponsor that has
funds previously appropriated for such purposes, the member may share the purpose of
the gathering and the amount of anticipated expenditures with the Council,and the Council
may approve the matter by consensus. However, if consensus is not obtained, the event
must be approved by an affirmative vote of a majority of the Council.
• If the member seeks to hold an event and there is not funding appropriated for such
purpose, the expenditure or use of City staff and resources must be approved by an
affirmative vote of a majority of the Council.
• Notwithstanding any other provision of this Policy to the contrary, if If the member seeks to
hold a town hall meeting (such as a district forum or similar event to inform or seek
feedback from a member's constituents) in a City building or facility, or non-City venue that
the member has already secured and for which there is no facility rental or other fee for
use of the venue, City staff may provide the following level of staff support without obtaining
the Council consent or vote detailed above:
c event calendar listing on the City website;
Title: Councilmember-Sponsored Forums and Events
Date of Adoption:January 7,2020 Date of Revision: April 19,2022 Page 2 of 2
c editing and printing up to 500 total pages of meeting agendas or other printed
materials (provided that the documents were either developed by the
councilmember or are copies of previously existing records);
c event notification emails to constituents whose email addresses have been
provided to City staff by the member of Council;
c notice to district civic leagues;
o district-specific postings to Nextdoor.com or a similar site that segments
subscribers by district boundaries;
e a Facebook event page and Twitter event notifications, the frequency and extent
of which shall be in accordance with practices and policies of the City's
communications team; and
e staff member attendance at the meeting to provide information or logistical support.
If a member seeks additional staff support or the event is not held in a City building or
facility, then the member shall obtain the consensus of the City Council or an affirmative
vote as detailed above.
Nothing in this policy shall prevent a councilmember from participating in an event or forum that is
sponsored and paid for by a City department, such as discussing a capital project within the
member's district, using funds previously appropriated to that department as part of the normal
budget process.
Nothing in this policy prevents the Police Department from providing security for a town hall meeting
if the circumstances warrant doing so or if another policy requires it. Additionally, for events held
in City facilities, this policy does not preclude the use of audio/visual equipment that is already
located in the City facility.
If the member of Council seeking to hold an event reasonably believes that more than two members
of the Council will be in attendance,the member shall notify the Freedom of Information Office and
the City Clerk to allow appropriate meeting notification and recordation of minutes.
This Policy does not authorize or encourage the use of City-owned buildings and facilities for
Councilmember-sponsored forums and events in the 90 days immediately preceding an election if
the sponsoring member is on the ballot for such election.