HomeMy WebLinkAboutFocused Action Plan Progress UpdateFY26-27 Focused Action Plan
People, Places, and Partnerships
Monica Croskey, Deputy City Manager
July 2026
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PEOPLE, PLACES,
PARTNERSHIPS
FOCUSED & TRANSPARENT PERFORMANCE
•City Council adopted the FY26-27 Focused Action
Plan (F.A.P.) in November 2025.
•45 initiatives across three key focus areas: People,
Places, and Partnerships.
•The FY26 Year-End Performance Report will provide
updates across all initiatives.
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Outstanding Action ItemsPEOPLE: 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 community, bolster
our economy, and prepare for our future by appropriately leveraging the strengths of other
agencies and entities.
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EMS 24/72
Staffing: Service
Capacity Update
•24/72 staffing implemented in
FY26Q1
•Increases in avg # ambulances
staffed across all hours
•Staff will continue to monitor
ambulance availability and
response times.
Initiatives: 1.4 Continue public safety efforts, 1.5 Public safety vacancies
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City Cost Savings & Efficiencies
Initiative: 1.8 Process Improvements
•In January 2026, at Council’s direction, the Process Improvement
Steering Committee (PISC) identified approximately $20.2 million in
potential cost reductions or revenue opportunities.
•Several recommendations were incorporated into the FY27 Adopted
Budget.
•PISC and City staff will be exploring a formalized process and
framework for reviewing future opportunities.
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From Survey Data to Community Conversations, 1 of 2
Follow-up
themes
Community
engagement
Segmented
data analysis
Resident
Survey
Initiatives: 1.2 Resident Survey Follow-Through, 1.1 Civic Engagement
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From Survey Data to Community Conversations, 2 of 2
•Leveraged 2025 Resident Survey results to identify
areas for additional attention.
•Findings incorporated into F.A.P. and Departmental
Performance Plan discussions.
•Incorporate insights gained from the District 3
Summit.
Initiatives: 1.2 Resident Survey Follow-Through, 1.1 Civic Engagement
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Meeting Residents Where They Are
Data from Parks & Recreation as of 4/20/26.
•24,000 estimated participants across
program locations in 2025.
•This outreach provides opportunities to
gather resident feedback, share service
information, and connect with City and
community resources.
Initiatives: 1.2 Resident Survey Follow-Through, 1.1 Civic Engagement, 2.9 Parks After Dark
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Toss & Tell: Making Feedback Easy
•Quick, easy, and approachable method
•Gathers informal feedback from residents
who may not participate in traditional
meetings/forums.
•Responses help identify themes around
neighborhood pride, connection, City
services, and information needs.
Initiatives: 1.2 Resident Survey Follow-Through, 1.1 Civic Engagement, 2.9 Parks After Dark
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Parks After Dark: Program Reach & Evaluation
•Meal tickets help track nightly reach, with the
first 400 attendees eligible for a free meal.
•Staff use surveys to collect attendee
feedback on satisfaction, safety, connection,
and resource awareness.
•Program reach and impact will be evaluated
through participant data, survey responses,
and other program metrics.
Initiative: 1.9 Parks After Dark
*beginning July 9, Williams Farm location is
moving to Bettie F. Williams Elementary school
for remainder of the 2026 season
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Ages and Stages: Connecting
Residents to Programs, 1 of 2
Initiative: 1.10 Age-Diverse Programs
•Effort to help residents find age-diverse
City programs, services, events, and
resources.
•Dedicated webpage and potential VBGo
integration to organize offerings by age
group and category.
•Webpage traffic and engagement metrics
may be used to track resident use and
awareness.
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Ages and Stages: Connecting
Residents to Programs, 2 of 2
•Effort to help residents find age-diverse
City programs, services, events, and
resources.
•Dedicated webpage and potential VBGo
integration to organize offerings by age
group and category.
•Webpage traffic and engagement metrics
may be used to track resident use and
awareness.
Initiative: 1.10 Age-Diverse Programs
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Enhancing Workforce Pathways
Initiatives: 3.1 Apprenticeships, 3.2 Partnership with VBCPS vocational technical programs
•New Apprenticeship Coordinator position effective July 2026 to support
long-term talent pipelines for essential municipal roles. The position will:
•Collaborate with departments to develop skill/trades entry
opportunities
•Develop training plans, create apprenticeship agreements, and
track progress
•Support partnerships with schools and vocational programming
•Summer Vocational Internships
•New ‘Skilled Trade Intern’ job title
•14 interns in Public Works and Parks & Recreation
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Attainable Workforce Housing Progress
Attainable Workforce Housing
Performance Grant (AWHPG)
Approved projects:
•Grand Lake Crescent Senior Apts
(172 units)
•The Silo/Whispering Pines (200
units)
•Concorde Apts (180 units)
Initiatives: 2.20 Attainable workforce housing, 2.21 Housing affordability
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Housing Stability Through Partnerships
•2026 Point-in-Time Count: 325 homeless individuals; 45 unsheltered, reflecting an
18% decrease from 2025.
•New Judeo-Christian Outreach Center (JCOC) facility opened in June 2026 with 38
supportive housing units and on-site services.
Data provided by the Housing Department.
352
313 311
327 325
290
300
310
320
330
340
350
360
2022 2023 2024 2025 2026Persons
Year
Number of Persons Experiencing Homelessness
Initiative: 3.6 Homelessness partnerships
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Business Retention, Expansion, and Startup Support
Data provided by Economic Development.
•Economic Development generated 603
prospective business engagements, contributing
to 13 firms selecting Virginia Beach.
•Retention and expansion efforts included 152
business visits and 8 customized programs
serving 444 businesses.
•The HIVE provided 416+ workshops and
technical assistance sessions to support
startups and small businesses.
Initiative: 3.4 Existing businesses, startups, and technical support
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What’s Next
Listen Track Report
•Continue using resident feedback and program data to
inform F.A.P. implementation.
•Track progress through measures, department updates, and
consistent reporting.
•FY26 Year-End Performance Report