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Home My WebLink About2026 Virginia Beach Budget Retreat (1)2026 Virginia Beach Budget Retreat —Agenda Dav One: January 26 8:00am to 5:00nm 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 3:35 10 mins Break 3:45 60 mins City Council Priorities Activity 4:45 25 mins Reflections and Next Steps 5:00 Adjourn Dav Two: January 27 8:00am to 12:00 m 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 SQUARE FEET I NS1 Sp1aces 22,192 Spaces 53,200 I Aisles 15,232 Aisles 48,888 Total37,424 Total 102,088 I M2 S2 Spaces 31,464 Spaces 47,272 I Aisles 26,128 Aisles 42,800 Total57,592 Total90,072 M3 VALET LOT I Spaces 52,288 Spaces 75 Aisles 43,120 Total 21,500 I Total 95,408 I19TH STREET SPORTS CENTER LOT 2 I 323 SPACES QW - Au SCl I17TH STREET 1-264 III! si�ulii�w� T ....::::r.tNORTH LOT 1- 144 SPACES 11 ACCESSIBLE NORTH LOT 2 � -- 208 SPACES 1 1 13 I E I I[i 143': 12 parking spaces �`j"""`' for City Council NORTH LOT 3in `i"`i"`"`` 345 SPACES iflJ11111111111i11 11 111 "!!!"J 1 19TH STREET • • �•••!�• ••�G•i ~• Mr. III L of91 m. �A ' I {.� A' � MA A E AVENUE _ S1 Z SOUTH LOT 1 c YETERMl8 275 SPACES m IxEleofnp�• Z; 24 HANDICAP m MONROE AVENUE -18TH STREET Ai S2 �.n1ui11u11uuwu� uwiuuwuuu�ul� � �_*�*_� Enter through Hall n n—rs SPORTS CENTER LOT 1 SPORTS CENTER MAIN SOUTH LOT 2 =19TH STREET 17TH STREET TO OCEANFRONT ► m m �II III VALET LOT 75 SPACES 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. I Dedication 11 -T Year 1 Dedicated Revenue Outdoor Initiative 1990 3,898,777 28,759,705 56,503,371 Parks and Recreation Special Revenue Fund 1993 Tourism Investment Program Fund* 1993 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 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 BALANCF: 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. Hotel Tax 8% 2% 5% 1% 1- - Hotel Flat Tax $2 - $1 $1 - - Restaurant 6.0% 3.5% 1.06% 0.5% - 0.17% 0.77% Cigarette Tax 75C 54C 5C - 16C - Amusement 10% - 8% - - 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 5% 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, $1.5 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 City Population FY26 Budget Dillon Rule or Home Rule Top 5 Revenues Meals Tax 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 (Userfees for Planning and Development, Fire, Parks, Recreation and Cultural Resources, and Transportation) S. 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 annual value 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 �OO� 001, '0 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 2401 Courthouse Dr. I City Hall I Virginia Beach, VA 23456 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., veryinterested, 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 list was 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 I 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. 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 Department Item/Area Description Cost Reduction / AdditionaL Consideration s/Com ments* Revenue Increase (*Reflect individual•- • from 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 PISC List for Council's Further Exploration Department Item/Area Description Cost Reduction / AdditionaL Consideration s/Com ments* RevenueIncrease (*Reflect individual•- • 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 Department Item/Area Description Cost Reduction / AdditionaL Consideration s/Com ments* RevenueIncrease (*Reflect individual•- • from 11 Parks & Recreation 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 during various 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 abetter way to disperse alcohol -fueled crowds at 2am 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 Department Item/Area Description Cost Reduction / AdditionaL Consideration s/Com ments* Revenue Increase (*Reflect individual•- • from 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 5% 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• -: 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: 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://parks.virginiabeach.gov/outdoors/park-landscape-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/park-landscape-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 Federal funding 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. 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 increasing fees up to 8% per year (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 Expenditures ECE Actual Expenditures Revenue 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 staffing framework 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 11, 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 educationaljourneys on equal footing. 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 throughoutthe 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, including those 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 manpower or overtime budgets, as the City does not fully budget the 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 fiscal year 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://parks.virginiabeach.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/americans-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 156 125 31 131 114 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 1 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 specially 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 respondingto 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 City Approved 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 adjacent waters 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: Out of School Time 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, making them easily accessible to most students. • 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 Budgeted OST Expenditures Revenue 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 playa 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, continuing to close the gap on the current program subsidy. Out of School Time — Break Even Page 3 of 5 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. Registration Fees Before School After School RISE RC After School Summer Is & 2nd Grade Summer 3rd, 4th or Sth Grade Summer Kindergarten *summer RISE Summer MSM Spring Break Camp Summer Registration Fee Summer Rec Registration Fees Rec Ctr 1st & 2nd Grade Rec Ctr 3rd, 4th or 5th Grade Rec Ctr Kindergarten Safety Camp AD Break. Camps Total Revenue FY 27 SU FY 27 SLIP Increase to Break Increase to SU Even 85 85 85 0.00% 0.00r% 176 196 250 10.2C% 29.60% 298 332 400 10.2496 25,96 298 332 400 10.24% 25.50% 415 462 500 10.17% 17.00% 128 142 200 9.26% 36,00% 128 142 200 9.86% 96.00 128 142 200 9.86% 36.00% 235 262 400 10.31% 41-25° 13-4 150 220 10.67% 39.09% 210 234 300 10.26% 30,00% 15 15 15 0.00% 0.00% 15 15 15 C. 00% 0.00% 110 240 260 12.50% 19.2 a% 210 1 240 260 12.50% 19.29% 210 240 260 12.50% 19.23% 210 240 300 12150% 3U.00% 50 55 60 10.71%1 16.6796 Competitive Landscape and Partnership Considerations 58,049,572,00 10,005,075.00 • 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 FY 2026-27 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 abilityto 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 VBPI2s 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://libraries.virginiabeach.gov/ VBPL is an award -winning library system that provides 21 st 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 Budget would 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 3rd 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 loss 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: 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 buildingfunctioningfor 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: 0 "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 2026/27-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 by the 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 (3rd 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 bythe 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) CITY ATTORNEY New Support Staff CITY ATTORNEY Software Annual Maintenance COMMUNICATIONS Fleet Vehicle Annual Rental COMMUNICATIONS QR Code Software Equipment Rental for Ribbon Cutting, Sign Dedications, and COMMUNICATIONS Groundbreaking Events COMMUNICATIONS Canto Digital Asset Manager for Photo/Video Storage COMMUNICATIONS Economic Development Advocacy Positions COMMISSIONER OF THE REVENUE Ford Escape FY 2026-27 Additional Funding Requests Request for 1.0 FTE to support the real estate division. $56,928 Ongoing cost of case management software. $28,000 Cost to rent vehicle from City's motor pool. $8,100 Ongoing cost for QR code software. $2,510 Cost to host events. $10,000 Ongoing cost for project software. $19,500 1 J n111IUI auvua vepdnniem a Iequo Ing o.0 r i o IUI Ln piuniunu 1 dnU IIIdl K-11%- 1-1 11 LI, ndppeiIII iga, LU $289,326 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 CULTURAL AFFAIRS AND HISTORIC HOUSES Understanding Apasus: Indigenous Story Walk CULTURAL AFFAIRS AND HISTORIC HOUSES Increase in General Operating Support: Atlantic Wildfowl Museum and VB Surf and Rescue Museum CULTURAL AFFAIRS AND HISTORIC HOUSES Additional Funding Request for Arts and Humanities Commission CONVENTION AND VISITORS BUREAU Symphony by the Sea Increase Request COMMONWEALTH'S ATTORNEY Grant Positions to City Positions COMMONWEALTH'S ATTORNEY Increase FTEs for Current Part -Time Staff COMMONWEALTH'S ATTORNEY HUMAN SERVICES HUMAN SERVICES HUMAN SERVICES EMERGENCY COMMUNICATIONS AND CITIZEN SERVICES EMERGENCY COMMUNICATIONS AND CITIZEN SERVICES EMERGENCY MEDICAL SERVICES EMERGENCY MEDICAL SERVICES FIRE FIRE FIRE GENERAL DISTRICT COURT GENERAL DISTRICT COURT Positions for Final Case Reviews Benefits Program -Support Staff SS -Employment Services -Staff Benefit Staff Upgrade Al Quality Assurance and Training Solution Modules This is requested funding for the Indigenous Story Walk at Thoroughgood House. "Understanding Apasus: Indigenous Story Walk" is 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. At the request of the two non-profit partners, this proposal is submitted for additional funding for operational support. $61,000 At the request of Arts and Humanities Commission, this proposal is submitted for additional funding to the Commission for project $100,000 grants to non-profit cultural organizations. At the request of non profit partners, additional funding request for Symphony by the Sea Concert Series $175,000 Request for General Fund support for 2 grant funded positions that support the prosecution of gun related crimes. $177,332 niu iequIII dppi uvd. w I..0 edge uie rIyxdw. I,u,pdi pumnu- n-n. u..0 r I<<u $127,938 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 There have also been additional work requirements and updates for both SNAP and Medicaid, which will increase the work in $0 Benefits Programs. 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. Increase the salary grades within the Benefit Programs Division by one level for Benefit Program Assistants, Benefit Programs $156,100 Specialists I/II/III, and Benefit Program Supervisors. Emerging AI -based tools offer significant time savings, particularly for CIA case reviews, which are currently backlogged by an average of four months. Timely QA feedback is critical to ensure that call -processing and dispatch standards are consistently $84,000 followed, reducing operational risk and potential liability. 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 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 EMS Volunteer Services Manager of Volunteer Recruitment and Retention, Training, and Volunteer Programs. The Volunteer Services Manager will prioritize volunteer $126,88fi activities and develop policies and procedures that align with EMS' mission, ensuring that the volunteer activities meet both organizational needs and volunteer expectations. This budget proposal is to request additional staff for the Administrative Services Divisions in the Fire Department. 1 Administrative VBFD-Enhancing Administrative Services Technician to support the Fire Chief's office, 1 civilian supervisor position to support our Resource Management Bureau, an Asset $1,049,816 and Police Support Coordinator (we would work with HR on a title change) and 6 firefighter recruits to allow 6 Master Firefighters to be transitioned to the Fire Prevention Bureau to increase the number of Fire Inspectors. 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 $4,768,042 department will need to hire 165 firefighters so that a fourth operational shift can be created. VBFD New Vehicle Requests Additional light -duty vehicles for the Fire Department. $299,250 Increase in Contracted Manpower Additional contracted support for the General District Court. $21,500 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 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 of traffic cases following the installation of new cameras and the steady rise in civil filings. GENERAL DISTRICT COURT Alternative: Increase in Contracted Manpower GENERAL DISTRICT COURT Replace Workspaces HEALTH DEPARTMENT Electronic Dental Health Records HEALTH DEPARTMENT Position Request - Family Services Specialist HOUSING AND NEIGHBORHOOD Code Enforcement -City Detect Pilot Program PRESERVATION HUMAN RESOURCES Employee Relations Staff Attorney HUMAN RESOURCES Occupational Safety Program - Protective Apparel HUMAN RESOURCES Occupational Safety Program - Professional Development Occupational Safety Program - Professional Development HUMAN RESOURCES Travel Occupational Safety Program - Davit Arm Training Safety HUMAN RESOURCES Device HUMAN RESOURCES Occupational Safety Program - Fire Extinguisher Training JUVENILE AND DOMESTIC RELATIONS Increase Travel for Continuing Legal Education DISTRICT JUVENILE PROBATION Additional funding to support gender -specific programming LIBRARY Inflation funding increase for Books & Publications Funding increase for Library Technology Hardware, Software LIBRARY Maintenance & Repair LIBRARY Eliminate Duplication Fees for Library users LIBRARY Full Time Records Specialist LIBRARY Additional Marketing Funds for Graphics Design and Printing LIBRARY Security at Central Library EMERGENCY MANAGEMENT Emergency Management Planner EMERGENCY MANAGEMENT Public Safety Analyst EMERGENCY MANAGEMENT Business Development Representative PARKS AND RECREATION Create Park Ranger Unit PARKS AND RECREATION Create FT Recreation Specialist I for Special Events PARKS AND RECREATION Convert 4 PT FTEs to Create New Natural Resources Management Unit The General District Court requests additional contracted manpower funding to manage growing caseloads and lower retention 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. Request for electronic medical records for the pediatric dental program. New Family Services Specialist position to support the Healthy Families early childhood program. Proposal for limited pilot program for the City Detect platform to evaluate the effectiveness of AI -driven imagery for proactive code enforcement. 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 Essential personal protective apparel and equipment for Occupational Safety staff and for distribution to City personnel during field operations and training. 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. This funding will support travel to training institutions for initial and refresher training required to maintain instructor certifications/licenses and conduct safety inspections. Requesting one-time funding for a Fall Protection/Confined Space Davit Arm rescue system to support technical confined space entries and hands-on competency training. Requesting one-time funding for the Bullseye Digital Fire Extinguisher Training System, providing a safe, hands-on, and realistic fire safety training experience. The court wishes to increase travel related expenses and professional development funding that is being shared by 7 judges Request for additional funds for services not covered by the Commonwealth. Additional funding for books/publications. The budget for library materials has not increased in 10+years. Annualized funding to cover anticipated cost increases to hardware and software maintenance, including ongoing service for the aging Automated Materials Handling Equipment. Proposal to eliminate copying fees for residents, up to a certain number of pages per person, per day. uui aiie>ieyue>uaiiew iuiruiiic newiu>.>Ncuali Nwiuuii w I ILI ca>eiiiiig 111 LIM —L -i i ianua— newiu>rvd—gciiicin Additional funds for marketing the library. Ongoing funds for security at Central Library. Entry-level FTE to serve as the citywide Training & Exercise (T&E) Planner to organize the city's required Integrated Preparedness 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 departments and our partners. This FTE will provide critical data analysis, research, and program support during daily and emergency operations. As the department's responsibilities continue to expand in emergency management, enterprise security, resilience, and real-time 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 primary liaison between the City, local businesses, and partner organizations for emergency preparedness and operations. This position is necessary to address a significant gap in the City's emergency operations and preparedness activities. The proposal seeks to establish a dedicated Park Ranger Unit to enhance safety, security, and community engagement across Virginia Beach parks and facilities. An additional Recreation Specialist I position to support the planning and execution of special events and ceremonies produced by Parks and Recreation. This initiative will focus on the management, collection, analysis and interpretation of natural resources, communities, native plants and species found in Virginia Beach. One important focus of this unit will be management of invasive plant species in some of our most important natural areas, to include Bow Creek Stormwater Park once it is opened to the public. $150,000 $142,584 $43,000 $75,000 $71,464 $110,000 $120,725 $5,000 $10,000 $5,000 $18,978 $14,613 $14,000 $50,000 $350,000 $47,405 -$86,000 $61,104 $10,000 $96,425 $80,743 $84,23C $99,948 $2,254,796 $64,727 $494,238 FY 2026-27 Additional Funding Requests 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 (Level Green) per week, from sunrise to sunset, from Memorial Day Weekend through Labor Day Weekend, and open on weekends only in May $323,634 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. PARKS AND RECREATION PLANNING PLANNING POLICE POLICE POLICE POLICE POLICE POLICE PUBLIC WORKS PUBLIC WORKS CITY REAL ESTATE ASSESSOR SHERIFF SHERIFF SHERIFF VOTER REGISTRATION AND ELECTIONS VOTER REGISTRATION AND ELECTIONS VOTER REGISTRATION AND ELECTIONS VOTER REGISTRATION AND ELECTIONS VOTER REGISTRATION AND ELECTIONS GENERAL GOVERNMENT GENERAL GOVERNMENT GENERAL GOVERNMENT 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 maintenance season, and use will depend on the status of each respective project as of July 1, 2026. $347,159 Zoning Ordinance Study North Landing River/Albemarle Sound Estuarine Symposium Recruiting Initiatives Crime Suppression Squad Rental Cars Honor Guard Vehicle and Trailer Increase to Taser Pool Peregrine Software Platform Special Conservator of the Peace (SLOP) Positions Special Events Support Group - Traffic Control and Work Zone Support Group Residential Beaches Service Program New Appraiser IV Position Civil Process Technology Replacement HR Fitness Test Machine Deception Detection Postage meter replacement Ballot on Demand paper counting equipment Additional Staffing Election Officials Ballot on Demand Cabinets Remaining Market Salary Cost Increased cost of health insurance Licensing cost for Workday 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 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. A request for additional funding to add to recruitment efforts by using social media platforms to post recruitment videos and $175,000 promote recruitment through local partnerships that display materials. 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. This request is for a 12-passenger Honor Guard van and a trailer with a rear ramp. $69,595 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. 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. This request is for the VBPD to implement a program to have six dedicated Special Conservators of the Peace (SCOP) officers to $491,100 assume the transportation and custody duties for individuals experiencing a mental health crisis. This budget proposal seeks to establish a Special Event Team within the Signs Shop to effectively manage the growing special event demands associated with the City's year-round, event -driven resort schedule. Public Works is requesting funding for six full-time $1,202,562 positions to include: one Maintenance Supervisor, one Traffic Signs and Markings Mechanic II, one Traffic Signs and Markings 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 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 Request for 1.0 addition FTE for the Real Estate Assessor. $99,728 Ongoing software cost of civil processing software for the VBSO. $107,51C Funds to replace Sheriff's Office equipment $22,500 Additional funds to enhance the recruiting process for VBSO to ensure candidates are qualified. $31,000 Fund to purchase additional equipment for the voter registrar. $10,000 Fund to purchase additional equipment for the voter registrar. $25,000 Additional positions to support to Voter Registrar following changes in state law around elections. $221,949 Additional funds to reimburse election officials. $20,942 Fund to purchase additional equipment for the voter registrar. $138,700 ru ±ryuIFru IVN r r u1e r d II1dI KUL baldly auJu�uI1UI� 11VL 1111NIU111-1— III r,I, uur Lu IUIIUIIIS auu u. i» o ul $15,000,000 Increase cost of employer health insurance $6,000,00C New software maintenance cost for new HR management system $1,900,000 Total $43,048,456 FY 2026-27 Budget Reduction Exercise 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 due to constraints within the existing facilities budget. City Auditor Restoration of Auditor I Position A proposal to restore one vacant FTE. Non Departmental Funding for FY27 Obligation Under External Funding for external audit contract. Audit Contract Budget and Management Services Restoration of Budget and Policy Analyst I Restoration of a Budget and Policy Analyst. Position recently vacated with workload assignment temporarily redistributed to filled positions. City Attorney Restoration of two FTEs Request to restore two attorney positions. Circuit Court Court Services Target Adjustment Office supply budget reduced to meet target. City Clerk City Clerk Restoration Restoration of occupied FTE position that was reduced to meet target. City Manager Restoring the Vacant Administrative A proposal to hold a vacant position, to be filled. Specialist I Position Restoring $30,000 to the Legislative Affairs Funding used to monitor, respond to, and influence legislation and policy that directly impacts operations, funding, and City Manager Budget authority at the local level. 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 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. Commissioner Of The Revenue Restore CDR Positions critical to revenue Request to restore 4 FTEs: 3 Revenue Agent I positions and 1 Auditor. generation. Cultural Affairs And Historic Houses Restoration of One Vacant PositionEliminated Funding to restore a vacant Cultural Affairs position. to Meet Target 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. Request to restore five FTEs (three attorney, and 2 paralegal positions) responsible for prosecution of misdemeanor DUI Commonwealth's Attorney Restoration of Positions to Meet FY27 Target offenses Human Services Gresham Group Home Request to restore funding for staff assigned to Gresham Group Home. These staff will be reassigned to other programs 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 the fiscal year. Federal Gov't reducing SNAP Admin Request for additional funding to offset the reduction federal government contributions to SNAP administrative costs. Human Services 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. Emergency Communications And Citizen Funding to hold vacant 7 Public Safety Emergency Telecommunicator (PSET) FTEs. These entry-level roles within VB911 Services PSET Position Restoration 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 . 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 approximately April through October. Finance Restoration of Finance Positions This proposal requests restoration of a vacant Finance position. Fire Required 4% Reduction Restoration of funding for 53 firefighter positions and the operation of four firetrucks. Health Department Reinstatement of Services Request to restore 2 FTEs and associated operational funding. $15,374 0 $89,771 1 $5,193 0 $80,510 1 $279,606 2 $49,454 0 $74,174 1 $71,008 1 $30,000 0 $113,618 1 $11,000 $277,576 $73,723 $100,000 $583,647 $31,790 0 4 1 0 5 0 $1,124,196 0 $0 0 $415,680 0 $494,067 7 $96,157 1 $604,182 10.63 $92,005 1 $4,222,893 53 $169,100 2 FY 2026-27 Budget Reduction Exercise Proposal for local funding to offset loss of Community Development Block Grant federal funding. If not funded, 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 Housing and Neighborhood Preservation 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. Housing Choice Voucher Program - Federal Housing and Neighborhood Preservation Cuts Rental Housing -Housing Choice Voucher Program federal fund cuts to program operations and voucher funding. $9,006,727 4.65 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 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 $50,000 Program abatement program. 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 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 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 Human Resources Restoration of vacant HR Relations Position Restoration of vacant Human Resources position which was cut to meet target. $61,985 Request to restore and reclassify this position to an HR Business Partner III to better meet the City'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 $96,228 Clerk II Staffing & Compensation Position maintenance of employee data in Workday to support alignment of internal and external salary expectations based on comparable experience. Human Resources Restoration of S&C Advertising funds reduced This funding provides HR with the tools to create candidate pipelines and proactively recruit candidates. $50,000 to meet target Human Resources Restoration of L&D Books & Publications Funding for instructional and curriculum materials to support effective supervisory and leadership training. $30,000 funds reduced to meet target 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 inspection and quality -assurance workload. This upgrade enhances reliability, reduces maintenance costs, aligns with $31,000 citywide AEDs 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 $3,000 Database injuries, generate required OSHA Forms 300, 300A, and 301, and conduct site 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 $845,282 Support, and the QTS Backup Site Information Technology Restoration of Positions The Department of Information Technology is requesting the restoration of 6.0 vacant FTEs. $677,404 Information Technology Columbus 3rd Floor Lease Request to restore funding for lease at 4801 Columbus Street. $173,879 Juvenile Probation Restoration of Court Services Funds Funding for court ordered services resulting from violations of City ordinances. $53,652 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 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 Library Restoration of Position Request to restore 1 FTE. $105,316 1 0 0 0 1 1 1 0 0 0 0 0 6 0 0 0 0 1 FY 2026-27 Budget Reduction Exercise 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 Library Restoration of staffing for Sunday hours Request to restore 3.5 part-time FTEs in order to maintain Sunday hours at the Central Library from 1 p.m. to S p.m. $133,820 3.5 during the school year. 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, $86,219 0 delayed incident responses, and a diminished physical presence for deterrence, particularly during evening hours. Parks And Recreation Restoration of Citywide Mowing & Landscape Proposal to restore mowing cycles for all divided roadways from 21-23 days to 18-21 days. $564,623 0 Maintenance of Roadways Planning Restoration of funds for Director's Office Restore reductions to Director's Office. $95,096 0 Planning Restoration of funds for 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 Planning Restoration of funds for Permits & 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 Police Restoration of School Resource Officer 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 $43,936 0 Maintenance and Computer Peripherals computer peripherals. Sheriff Restoration of Centralized Booking Request to restore funding for 35 FTEs responsible for centralized booking. $2,221,745 17 Voter Registration And Elections Election Official management software Funding to continue replacement of election official management software. $15,000 0 replacement Voter Registration And Elections Election Results reporting software Request for funding to upgrade results reporting software as old software has limitations that cannot be overcome. $22,000 0 replacement 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 y iw� ■■■■ NONE PEOPLE PLACES PARTNERSHIPS CITY OF VIRGINIA BEACH FOCUSED ACTION PLAN FY2026-FY2027 CONTENTS MISSION..........................................................................................................3 FOCUSED AND TRANSPARENT PERFORMANCE................................3 CITY COUNCIL.............................................................................................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 VR ion 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. IrOCUSED J �o TRANSPAR LERFORMA The City of Virginia Beach strives to ensure that its operations and efforts are strategic and focused. The City's 2025-2027 Focused Action Plan translates vision and goals into an actionable strategy that guides our organization's focus, work and resource alignment. The Focused Action Plan's three overarching key focus areas — People, Places, Partnerships — and underlying initiatives and performance measures allow us to be clear about AND ENT our goals, focused in our efforts, and transparent about our progress. This Plan is a collaborative effort that is led by the City Council's vision and leadership, influenced by community feedback, and reflective of staff contributions. City staff submits semi- annual performance reports to the City Council, and ultimately the public, to document progress on addressing the Focused Action Plan. People, Places, Partnerships Focused Action Plan 3 V8 CITY coin David "Hutch" Hutcheson District 1 arbara Henley istrict 2 Mayor Robert M. "Bobby" Dyer Robert W. "Worth" Remick lip District 6 Cal F. "Cash" 40 Jackson -Green, Jr. District 7 ichael Berlucchi110 Stacy Cummings Jr. istrict 3 District 8 Dr. Amelia Joashua F. "Joash" Ross -Hammond Schulman District 4 110 District 9 10 Rosemary Wilson Jennifer V. Rouse Vice Mayor District 10 District 5 People, Places, Partnerships Focused Action Plan 4 �TW 0 0 r•00;� fir'Ifi 0-Aft OUR Focus PEOPLE 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 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 rnmmi ini+xi I,nlc+oY ni iY oronomy, and prepare for our future by appropriately f other agencies and entities. ■ • • • • • • • • • 000 • • • R 0 • r People, Places, Partnerships I Focused Action Plan 15 VB PEOPLE 0 0 OUR FOCUS r0%•r People are the foundation of the City's public service. Whether it's the residents nvalue IraVA and visitors we serve or the dedicated public servants who serve them, we 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 enhance opportunities for civic engagement and education 1.2 Analyze and leverage the 2025 Resident Survey results to conduct focused follow-up initiatives to better understand community perceptions and satisfaction 1.3 Explore whether there are opportunities to further refine the traffic calming program to appropriately balance industry quantitative data with residents lived experiences and qualitative insights 1.4 Continue public safety efforts to ensure a safe and healthy environment for residents, businesses, and visitors 1.5 Continue to monitor and address vacancies in public safety agencies 1.6 Maintain an appropriate public safety fleet to ensure emergency agencies have adequate access to vehicular resources needed to serve the community 1.7 Continue City Council discussions regarding taxpayer affordability, resource alignment, and service level expectations 1.8 Work with the City Council - appointed Process Improvement Steering Committee (PISC) to establish an ongoing process to assess, evaluate, and understand the City's ongoing opportunities for efficiency gains and cost savings, including the exploration of technology to meet these aims 1.9 Maintain and evaluate the Parks After Dark program 110 From teen programming to caregiver support and quarterly seniors' outreach, seek opportunities to highlight and promote the City's many age -diverse program offerings and services People, Places, Partnerships I Focused Action Plan 16 VB 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 Action Plan 17 VB PLACES 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 capacity through the successful recruitment of an Economic Development Director 2.2 Update the Economic Development Strategic Plan to position the city for economic success and ensure subsequent alignment of resources and efforts 2.3 Continue to refine key sectors and industries to attract and retain, based on market data and analysis 2.4 Explore the feasibility of engaging in site identification and acquisition for business recruitment and placement, building a multi -layered and collaborative approach that builds a pipeline of competitive sites and destinations 2.6 Explore micro -transit service and refreshing transit opportunities in the Resort Area 2.7 Refocus and reinvest in the Resort Area as a premier destination 2.8 Attract and drive more professional associations and conferences to Virginia Beach 2.9 With input from Council, community, and staff, develop shared understanding and language to better describe and communicate the City's economic development efforts, inclusive of tourism efforts; develop and implement a public education campaign to increase understanding of economic development, tourism as an economic development strategy, and their value 2.5 Develop a comprehensive Tourism Development Plan to maximize visitation and revenue potential People, Places, Partnerships I Focused Action Plan 18 VB Strategically Developed & Well Designed 210 Once adopted, begin the implementation of the 2040 Comprehensive Plan in evaluating any new investment and/or development opportunities 211 Following the 2040 Comprehensive Plan adoption, seek opportunities to advance recommended policies included in the Master Transportation Plan, which is a wide-ranging plan that addresses public transit, roadways, roadway safety, air service, and emerging technologies in the transportation space 2.12 Subject to funding for a consultant, initiate a review of the Zoning Ordinance and land use regulations; propose recommendations that are aligned with the 2040 Comprehensive Plan 213 Assemble an advisory group to advise regarding a recommended path and future for the former MOCA site 214 Work with City Council to understand how to potentially fund elements of the Central Beach District Small Area Plan 215 Initiate the process for amending the Interfacility Traffic Area (ITA) and Vicinity Master Plan to incorporate and reconcile active and passive recreation, economic development, and municipal facility uses; include opportunities for public input as part of the Planning Commission and City Council review process 216 Identify and present potential next steps for Council's consideration in expanding sports tourism and economic development in the ITA to include exploring funding infrastructure needs 2.17 Finalize design plans for the new Law Enforcement Training Academy (LETA) facility; the new facility will expand training capacity and better meet public safety needs 218 Complete the Phase 1 design plans for the VB Trail 219 Complete the final construction documents for Rudee Park and launch a fundraising effort to solicit donations and sponsorships to offset the overall cost of constructing the park People, Places, Partnerships I Focused Action Plan 19 VB Attainable Workforce Housing Environmentally Sustainable 2.20 Explore the opportunity to further encourage the development of new attainable workforce housing through potential efforts, such as expedited plan review and/or by reducing, waiving, or deferring fees for qualifying projects 2.21 Research options to maintain 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 2.23 Where practical, pursue next steps in achieving the policy recommendations included in the recently adopted Urban Forest Management Plan 2.24 Continue to implement the Flood Prevention Bond Referendum through the ongoing execution of the Flood Protection Program • 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 VB PARTNERSHIPS *ON OUR FOCUS IV,, 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 I Focused Action Plan 1 11 V8 3.9 Continue supporting cultural institutions and local artists to expand the reach and distribution of arts and cultural experiences throughout the city; evaluate the newly established grants programs to determine if there are opportunities for enhancements 3.10 Continue to cultivate the City's relationship with our local military installations to ensure ongoing OUR PROGRESS support, regular communication, and opportunities to identify and collaborate on any areas of mutual interests 3.11 Maintain regional connections through direct engagement with Hampton Roads jurisdictions as well as through continued participation in regional organizations and partnerships • 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 VB sV = Rye City Council Staff Report 1 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 (MRSQ 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 alarratt@vbgov.com or Department of Planning and Community Development Director, Kathy Warren at kmwarren@vbgov.com or (757)385-5802. Page 3 of 3 Administrative Directive 3qP - DUR Np�� 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 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 CITY OF VIRGINIA BEACH AGENDA • Context • Efforts to Date •Sign Restrictions and the First Amendment •Zoning Addi ional Information • Council Discussion and Direction z 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 Efforts to Date — Round 2 • Received additional complaints and concerns • June 21, 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 Attorneys 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 0 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 ire re n UelTH old@ IrWII Is 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 ire re Uol TH o l d@ g r l l Is Council Questions and Discussion CITY OF VIRGINIA BEACH 12 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 A RESOLUTION TO PROVIDE DIRECTION TO THE CITY MANAGER REGARDING SIGNAGE ON PUBLIC PROPERTY WHEREAS, the City has experienced a proliferation of signage on City property in the days leading up to elections; WHEREAS, the signs can become safety hazards in inclement weather, especially high winds; WHEREAS, to deal with a heightened risk of violence and destruction of property, the City has had to increase its public safety presence during the times when locations have been made available to campaigns; WHEREAS, acknowledging the limitations upon the regulation of such signage, the City Council desires to provide direction to the City Manager; NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF VIRGINIA BEACH, VIRGINIA, THAT: 1. The City Manager, in coordination with the Voter Registrar and City Attorney, is hereby directed to prepare and circulate a package of information to campaigns providing the relevant limitations upon signage on City property and seek a signature acknowledgement from the campaigns at least 60 days prior to each election. 2. The City Council hereby directs the City Manager to prohibit signs on the City property adjacent to the new location of the Office of the Voter Registrar. Such prohibition does not include government speech, nor does it provide A4 limits upon canvassers and campaign representatives other than the restrictions provided by general law. 3. The City Council hereby directs the City Manager to prohibit signs on the City property during early in -person voting at satellite locations. Such prohibition does not include government speech, nor does it provide limits upon canvassers and campaign representatives other than the restrictions provided by general law. This subsection's prohibition does not apply starting 6:00 p.m. the day prior to the day of the election, which is provided in subsection #4, infra. 4. Starting 6:00 p.m. the day prior to the day of the election and ending promptly after voting has concluded, signs are permitted at City -owned polling locations in the designated locations provided by maps developed for such locations. The placement of such signs shall be on a first come, first served 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 12025. APPROVED AS TO LEGAL SUFFICIENCY: City Attorney's Office CA R-1 December 1, 2025 City Council Policy 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 in ITEM— VI X2 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 1 2 3 4 5 6 7 8 9 10 11 12 13 REQUESTED BY THE CITY COUNCIL AN ORDINANCE APPROVING AND ADOPTING A POLICY PERTAINING TO CITY COUNCIL AGENDAS BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF VIRGINIA BEACH, VIRGINIA: That the City Council hereby approves and adopts the policy entitled "City Council Agendas," dated January 31, 2023, which policy has been exhibited to the City Council, and a true copy of which is on file in the City Clerk's Office. Adopted by the City Council of Virginia Beach, Virginia on this 7 day of February 2023. APPROVED AS TO LEGAL SUFFICIENCY: City Attorney's Office CA16029 R-1 January 27, 2023 �NIA•8� cat Council Policy Title: City Council Agendas Date of Adoption:_ 0-2-/G7 / 2 0 2 3 ;Date of Revision: N/A Page I of I 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 Ordinances, 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 shall 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. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 REQUESTED BY COUNCILMEMBER BERLUCCHI AN ORDINANCE APPROVING AND ADOPTING A REVISED POLICY PERTAINING TO COUNCILMEMBER- SPONSORED FORUMS AND EVENTS BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF VIRGINIA BEACH, VIRGINIA: That the City Council hereby approves and adopts the revised policy entitled "Councilmember-Sponsored Forums and Events," which has been exhibited to the City Council, and a true copy of which is on file in the City Clerk's Office. Adopted by the City Council of Virginia Beach, Virginia on this 19 t tday of April ,2022. APPROVED AS TO LEGAL SUFFICIENCY: City Attorney's Office CA15754 R-1 March 30, 2022 �047 Q� �a�rP7 C�+'�aA.o. joYye CityCouncil Policy Title: Councilmember-Sponsored Forums and Events Date of Adoption: January 71 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 # 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: o 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 o 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); o event notification emails to constituents whose email addresses have been provided to City staff by the member of Council; o notice to district civic leagues; o district -specific postings to Nextdoor.com or a similar site that segments subscribers by district boundaries; o 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 o 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.