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HomeMy WebLinkAboutSEPTEMBER 8, 2026 FORMAL SESSION MINUTES Lof ""old """"~ VIRGINIA BEACH CITY COUNCIL Virginia Beach,Virginia September 8, 2026 Mayor Robert M. Dyer called to order the CITY COUNCIL FORMAL SESSION in the City Council Conference Room,Tuesday, September 8, 2026 at 1:30 PM Council Members Present: Michael F. Berlucchi, Stacy Cummings, Robert M. "Bobby" Dyer, Barbara M. Henley, David Hutcheson, Cal "Cash" Jackson-Green, Robert W. "Worth" Remick, Jennifer Rouse, Joashua F. "Joash" Schulman and Rosemary C. Wilson Council Members Absent: Amelia N. Ross-Hammond—Arrived at 1:33 P.M. 2 CITY COUNCIL'S BRIEFINGS 2200 PARKS AVENUE MAYOR'S ADVISORY PANEL RECOMMENDATIONS 1:30 P.M. Mayor Dyer welcomed Emily Labows, Director—Cultural Affairs. Ms. Labows expressed her appreciation to City Council for their continued support and distributed copies of the presentation, attached hereto and made a part of the record. Mayor Dyer expressed his appreciation to Ms. Labows for the presentation. September 8, 2026 m so PE3 Tfl f{11 in w 1it I 1 I 2200 Parks Avenue 'May or'c Orlwignrxi panAl Finrlinge A. ■ ■v■� ■ F i I&M V V 1 y ■ MI IV{� 111%A 11 I5J L7C Guiding Principles Emily Labows, Cultural Affairs Director September 8, 2026 CITY OF VIRGINIA BEACH Places 2 . 13 lip Assemble an advisor group to advise regarding { a recommendedpath and rfuture for the former m�. �n MOCA site Advisory Panel Purpose & Charge A Mayor's Advisory Panel was convened in June 2026 to help inform the future of 2200 Parks Avenue, consistent with City Council's interest in its continued cultural and community use. The Panel's work focused on: • Reviewing the building, site and surrounding context • Engaging the community to understand priorities and interests • Considering practical, financial and operational factors • Developing guiding principles to help inform City Council's � `°" future consideration of the property The Panel's role was not to select an operator or recommend a specific future use. 3 PANEL KICKOFF Reviewed the Focused Action Plan initiative, site context, building conditions and comparable approaches. COMMUNITY LISTENING Residents explored the building, voted on priorities and uses, SESSION joined facilitated discussions and submitted written comments. PANEL REVIEW Panel members considered community input alongside priorities identified during their first meeting. GUIDING PRINCIPLES The Panel translated areas of alignment into six principles for City Council's future consideration. 4 Community Listening Session At a Glance July 27, 2026 Open h•use community engagement at 2200 Parks Avenue • COMMUNITY • • COMMENTATTENDEES ARD QUESTIONS INPUT DOT VOTING • Priorities activities and future �+���� �► M* � � s decision considerations FACILITATED DISCUSSION A palm taN fid�.Rnf wPd�IYt r.-.,q rna• Ideas, concerns and priorities as°" �po �� ,��, s ' of ceik d WRITTEN COMMENTS Additional perspectives and ideas Awl 9_ *y � r Dot voting shows relative priority;the listening session was not a statistically representative survey. What We • from the Community Across voting, discussion and written comments, several themes consistently emerged. Arts & Cultural Identity Active, MtOti-Use Destination Strong interest in visual and performing arts, Multiple reasons to visit and return, with year-round classes, exhibitions, music and creative activity. activity and a changing mix of experiences. Community Benefit & Access Building, Grounds & ViBe Connection A welcoming, community-serving place with Preserve and reuse the building and grounds white meaningful public access and broad participation. strengthening connections to the ViBe Creative District. Education, Youth & Partnerships Education, youth opportunities and partnerships Long-term value, adaptability and financial that could expand programming and resources. responsibility were important considerations; residential/private development also drew significant concern. Arts & Cultural Identity Maintain arts, culture and creativity as a meaningful and visible component of the site's identity, with opportunities for diverse cultural experiences, participation and creative activity. Arts and culture were among the strongest themes in the communityinput and Panel discussion. Community Benefit, Public Access & Connectivity Provide meaningful community benefit, regular public access and broadly accessible opportunities for participation. Strengthen access and connections to surrounding destinations. Public access, inclusion, community benefit and connectivity were recurring priorities. Financial & Operational Sustainability Strive for a revenue-neutral outcome for the City that does not require ongoing City operating subsidy, while allowing partnerships, private investment and revenue-generating uses. Financial sustainabitity was a notable Panel consideration. GuidingAdvisory Panel Principles Active, Multi-Use Destination Create multiple reasons to visit and return, with regular and year-round activity and a changing mix of experiences for residents and visitors. Year-round activity and multiple reasons to visit were recurring themes in both community input and Panel discussion. © Building Preservation & Site Activation Preserve and ada tivel reuse the existing building and activate indoor and outdoor p Y g g grounds, spaces, and strengthen connections to the ViBe Creative District. Preservingand reusingthe building and grounds was a strong theme in both communityinput and Panel discussion. 0 Partnerships & Community Connections Encourage feasible partnerships that can expand programming, participation, expertise, resources and long-term support for the site. Partnerships and connections to the surrounding community were recurring considerations throughout the process. s a✓ ryi; .H K,a p, Advisory Direction Build upon 2200 Parks Avenue as a distinctive community asset with a strong arts and cultural identity, meaningful public access, active and adaptable uses, and a financially sustainable operating model. � ti • Preserve its identity - retain the building and grounds and : r a meaningful arts and cultural presence. • Keep it active and accessible - create multiple reasons ��� �;� ' for the community to use and return to the property. • Allow flexibility for the future - consider partnerships and viable concepts without prescribing a single operator or use. 9 The Advisory Panel's guiding principles are presented for City Council's consideration and feedback. Staff Recommendation: • Initiate a Request for Proposals (RFP) process incorporating the Advisory Panel's guiding principles into the review and ranking of submittals. Other Options: • Take no further action at this time. • Provide other direction to staff. mm 3 CITY COUNCIL'S BRIEFINGS FIRE DEPARTMENT PROPOSED 48-HOUR SCHEDULE 1:51 P.M. Mayor Dyer welcomed Kenneth Pravetz, Fire Chief. Chief Pravetz expressed his appreciation to City Council for their continued support and distributed copies of the presentation,attached hereto and made a part of the record. Mayor Dyer expressed his appreciation to Chief Pravetz for the presentation. September 8, 2026 �i� i�i� ImoI■� r� �"'-L,. � � . �_,M 11I 1' 11111 � ry O x 2y � 1 t y o P Virginia Beach Fire Department Work Schedule Change Proposal Fire Chief Ken Pravetz I September 8, 2026 j CITY OF VIRGINIA BEACH Presentation Overview • VBFD Current Schedule and Workforce Context • Why Fire Departments are Requesting Schedule Changes • 56-hour to 48-hour work week analysis • Cost & Implementation Timeline • Norfolk Fire Dept. 42-hour Recruitment Campaign W Council Decision Points & Questions z VBFD Current Schedule and Workforce Context a • Traditional 56-hour average schedule : ` " • Local workload realities (vacancies, overtime, lost _ time) . • Recent Council investments: staffing, apparatus, wellness • Scheduling pressures despite added positions f r x& • Current Sworn FTE Count: 583 z ` • Current Sworn Vacancies: 24 • Average limited duty 47 people per year 4 Why Fire Departments Are Requesting Schedule Changes • National trend toward schedule modernization • Health & wellness research on extended-hour _ shifts • Recruitment and retention impacts • Annualized salaries based on 56-hour work week • Workforce expectations for sustainable schedules r� 4 a, HOURS SCHEDULED OVER 25-YEAR CAREER Firefighters work thousands of additional hours over a career—more than 9+years of extra time on the job. 80,000 - — 9+ YEARS 72,800 70,000 ADDITIONAL TIME AT WORK 62,400 60,000 52,000 54,600 W 50,000 0 40,000 p 30,000 ~ O 20,000 10,000 0 TYPICAL CITY EMPLOYEE CURRENT WORK SCHEDULE PHASE 1 FOURTH SHIFT 40 hours/week 56 hours/week 48 hours/week 42 hours/week Base Hours(25-Year Career) ADDITIONAL TIME AT 2,080-2,912 9+ YEARS Additional Hours vs.40-Hour Work Week 1-0 WORK OVER 25 YEARS: HOURS OF EXTRA TIME More time at work means less time at home—impacting rest,recovery,and time with family. H h and Wel l ness mp acts --------------- • Extended-hour schedules reduce recovery time between shifts • Cumulative fatigue can increase risk of injury and lost time • Industry research links long-duration shift systems to long-term health concerns • More sustainable schedules support workforce stability and retention jR • Aligns with national movement to modernize firefighter work schedules Jr" 48-hour ' work week analysis � . v :$ • Full vetted staffing model t a. y g 963 additional FTEs k3 * All positions required in a single year fiscal * Why p FTE additions did not reduce average weekly hours Operational Impact of Adding 63 FTEs • Redistribution of workload • Increased scheduling flexibility • Reduction of forced overtime • Daily minimum staffing improvements • 56- hour work week to 48- hour work week COSTS AND IMPACTS of 63 FTE (48 Hours) • Year 1 Cost - $3.6 Million • Includes cost for gear and all new equipment expenses • Partial salary funding required for two Academies Oct- 9 months and April- 3 months) ,r • Year 2 Cost - $5.5 Million • Annualized cost of salaries, fringes, and OT requirements. .k ;: �;: • Cost offsets or Avoidance a� - r. ,. • Once the work schedule is implemented FLSA cycle pay will be eliminated • . � • Lost time has decreased in departments that have implemented the change 9 48-Hour Implementation Timeline • If City Council approves the 63 FTEs in the FY28 Budget... • July 2027: $3 . 6 Million in Funding Available • July 2027 : Recruitment and Hiring • October 2027 : Academy Class Begins (33 FTEs) • April 2028: Second Academy Class Begins (30 FTEs) • September 2028 : Schedule Modifications can begin Norfolk Fire Recruitment Campaign Norfolk has made the :���cc�pting Lateral Application'; °6.29.26-07.1n.26 decision to add the 4t" Shift • Targeted social media ads NORFo�� } went out to recruit lateral fq transfers from other departments, namely those FiR£RrSCU who are in the area RultD I H c 4'" Suit 11 ,.... TheFuture of Fire Service 3 • National trend toward reduced a � workweeks + " • Phase One : move to 48-hour average Fr " • VBFD desires four shifts 42-hour model • Four-shift rotation common in 24/7 ops Staffing growth required over multiple .. • years * Aligns with industry y An>r- 12 ���",� • dill g% 56-HOUR vs 42-HOUR SCHEDULE CURRENT: 56-HOUR SCHEDULE PROPOSED: - SCHEDULE i ;:; 21912 1 1 21184 5 6 42 '.' DUTY HOURS "' DUTY HOURS HOURS HOURS PER WEEK EVERY YEAR PER WEEK EVERY YEAR IMPROVED HEALTH STRONGER FAMILY { ENHANCED EASIER RECRUITMENT BETTER COMMUNITY SUSTAINABLE OPERATIONS &WELLNESS &PERSONAL LIFE { PERFORMANCE I &RETENTION OUTCOMES FOR THE LONG TERM ON DUTY • • • ��� � 0 �► Q More time to rest Q More time for family, i O Better-rested personnel Competitive work-rife Q Healthier,more engaged1 0 Aligns with modern and recover school,and events balance personnel best practices Q Improved focus and Q Lower risk of fatigue Q Stronger relationships decision making Q More attractive to today's Q Consistent staffing and Supports long-term and chronic disease workforce experienced teams workforce sustainability Q Improved morale and ®Reduced risk of errors Q Better mental health life satisfaction and injuries Q Reduces burnout and Q Better service to Protects our ability to deliver hlrnover our citizens excellence every day I i i K'` COSTS AND IMPACTS of 165 E (42 Hours) • Year 1 Cost - $5.2 Million (60 FTEs) • includes cost for gear and all new equipment expenses • Includes additional upline chain of command staffing • Partial salary funding required for two Academies r (Oct- 9 months and April- 3 months) • Year 2 Cost - $10.5 Million (60 FTEs) r • Adds 60 additional FTEs and two more recruit classes • Annualized cost of salaries, fringes, and OT requirements. • Year 3 Cost - $14.9 Million (45 FTEs) -,"4•�' • Adds 45 additional firefighter recruits 14 Questions and Decision Points • Option 1: The Fire Department will submit a request in the FY28 Budget for an additional 63 FTEs to phase in the 48-hour work week • Year 1 Cost - $3.6 Million • includes cost for gear and all new equipment expenses • Partial salary funding required for two Academies (Oct- 9 months and April- 3 months) • Year 2 Cost - $5.5 Million • Annualized cost of salaries, fringes, and OT requirements • Option 2: City Council Alternative Recommendation • Option 3: Null Alternative — Status Quo 15 .., 4 CITY MANAGER'S BRIEFINGS CITY WORKFORCE DEVELOPMENT/ INTERNSHIP PROGRAM UPDATE 2:40 P.M. Mayor Dyer welcomed Monica Kopin, Director—Human Resources. Ms. Kopin expressed her appreciation to City Council for their continued support and distributed copies of the presentation, attached hereto and made a part of the record. Mayor Dyer expressed his appreciation to Ms. Kopin for the presentation. September 8, 2026 Cultivating Tomorrow-s Talent Our Growing Talent Acquisition and Workforce Development Programs Presented by Monica Kopin — HR Director From Recruiting Talent to Growing Talent • Internships and apprenticeships have evolved from student experiences and trade training to strategic talent acquisition pipelines • Registered apprenticeships have expanded beyond traditional construction trades City of Virginia Beach is investing in the future via : • y g g • Internships- High School and College Ski I I bridge . w • ,^ . , '1 Apprenticeships • F.A.P Partnerships 3. 1 and 3.2 ` 2 NOMRSUMMEM Workforce StrategyChangedHas 0 Early 2000's * 2010-2020 • 2025-2026 Internships for college students Internship conversions to full- Internships increasingly viewed and apprenticeships largely time employment metrics; as strategic recruitment existed in skilled trades apprenticeship resurgence in initiatives; apprenticeships trades expand across IT, healthcare, education, manufacturing Greater focus on utilizing COVID introduces hybrid internships as an entry level internships; apprenticeships pipeline; apprenticeship expand to non-traditional participation declined occupations 2008 2020 3 do 40 • .... ..... Mlz • 5,�4 Awl, 111111 'Issues • see in OFAMERMIMM Virginia Beach Current and Future Facing Where can we find qualified people? How do we compete for qualified people? How do we retain qualified people? How do we build the qualified people we will need? 5 NFAROMWANNO Build the Pipeline Before the Vacancy • College internships have grown from 20 participants in 2023 to 48 participants in 2026 • 13 skilled trade interns, combination of HS and TCC students, worked with Public Works, Public Utilities and Parks & Rec this year • Internships historically in summer; currently partnering with local universities to ensure year round programming • Expansion of Police Patrol Aide program 6 Outreach Activities and Awards • Average 20-24 college career and internship fairs annually; City departments send representatives • Staff participated in 24 community focused fairs in 2025 • VB has been named a Virginia Top Employer for Interns (VTOP) every year since 2023 by the State Council of Higher Education for Virginia; hosts Virginia Intern Day • VB has been recognized with the VETS Indexes Award every year since 2024. The award honors employers that demonstrate a strong commitment to supporting veterans through hiring, retention, career development, and workplace initiatives Internships Beyond the Student Experience Skillbridge internships have grown from 1-2 participants in 2023 to 15 participants in 2026 • Staff interactions with military community has grown from 9 events a year to 28 events a year 24 military spouses hired to date in 2026 lama 9 k • 80 veterans hired to date in 2026 • SpouseWorks Partner 8 Internship Testimonials — Donta Allen US military veteran Donta Allen shares his thoughts and experiences from the City of Virginia Beach SkillBridge Program. . 4 9 Internship Testimonials - Samuel DiBelardino City of Virginia Beach IT Intern Samuel DiBelardino shares impressions and experiences from the 2025 program. 10 Next Frontier : Apprenticeships & Beyond t ..y x How can we impact staffing challenges in areas with high vacancy counts and history of being 'hard to fill'? What talent do we need three years from now, and how do we start developing it today? rx / 11 High Potential Apprenticeship Areas • Skilled trades • Telecommunicators • Technical occupations (surveys, inspectors) • IT Mb I m l q, t& NZ: � OW ..r r? y 12 2026 Workforce Development Initiative Two Apprenticeship Coordinators to begin September 17tn • Solidify and formally partner with high school/trade schools, community colleges and other post secondary schools • Create local partnerships with each high school to provide students with meaningful exposure to career pathways and workforce opportunities through Job shadowing, Part-time on the job training, Career mentorship opportunities and Information sessions • Develop curriculum and deliver training specific to students and transitioning employees 13 2026 Workforce Development Initiative Apprenticeship Coordinators will also • Apply for grants and funding in support of apprenticeships • Work with departments to develop apprenticeship programming; register each apprenticeship with Virginia Works • Serve as resource for managers and apprentices navigating apprenticeship programming • Create new entry level positions/classifications as a pathway for students to gain employment • Solidify future workforce pipeline 14 LonglastingImpact « The most rewarding aspect of my internship was being able to apply things I have learned in school to my different roles and tasks and seeing success in these tasks I was completing. I also enjoyed learning new things through hands-on experiences. aa - CVB Media relations Intern 2026 _........................................................I...._..............I.....___ . _........................................................................_....................................................................... _ ............ 66 I'm truly grateful for all the support, guidance, and laughter we've shared these past months. This internship has been more than just a learning opportunity—it's been a place where I felt welcomed, challenged, and inspired every day. I'll carry the lessons and memories from my time here with me as I head back to school, and I hope our paths cross again in the future. You've all made a lasting impact on me, both professionally and personally. aa - HR Intern 2025 15 e� � N jowl �6 nit .t.......... � rv. 4, S' bra,: w o, �Q`���s. F?�� {:v v Al tl 4. Questions ? 17 e 5 CITY MANAGER'S BRIEFINGS FUTURE READY VIRGINIA BEACH:Al TRAINING COLLABORATION WITH BATTEN UNIVERSITY 3:14 P.M. Mayor Dyer welcomed Peter Wallace,Chief Information Officer— Information Technology. Mr. Wallace expressed his appreciation to City Council for their continued support and distributed copies of the presentation, attached hereto and made a part of the record. Mayor Dyer expressed his appreciation to Mr. Wallace for the presentation. September 8, 2026 Future Ready VB Future Ready VB: Al Training Collaboration Peter Wallace, CIO & Tracy Lyles, IT Enterprise Architect September 8t", 2026 CITY OF VIRGINI BEACH 1 Future Ready VB : Age nda -" • Al Vision/Observations ._• -. 1 alp { • Benefits for the City _ Y • Future Ready VB Experience - f • What does this mean for our City? � • Q & A e r Al Vision/Observations • Implement cross-departmental collaboration & use case documentation. • Collaborated with multiple city departments to identify operational efficiency gaps. • Documented over 70 Al use cases tailored to departmental needs. • Assessment of Al Tools and Platforms • Evaluated tools to address the documented Al use cases. • Currently, the City utilizes two platforms to fulfill requests • Plans are underway to implement an Al gateway, enabling access to additional tools and fostering growth and learning across departments. Al Vision/Observations Al Governance, Policies, Standards and Guardrails Recognizing the evolving nature of Al, established robust policies, standards, and guardrails to ensure responsible and secure adoption. Capacity Building and Innovation Identified the need for comprehensive training to support enterprise-wide Al adoption. • Propose the creation of a future innovation lab to drive ongoing experimentation and development. V0 Benefits • Enhanced Opportunities for efficiencies • Accelerated decision making • Moves the Organization to Innovation • Adjustment in the workforce (create opportunities to have new skills) • Improved customer experience VS Future Ready VB Experience Training Collaboration with Batten University 6 4ev Future ReadyTraining VB : Collaboration Innovation Leadership and Future Readiness • Virginia Beach is recognized as a leader in municipal Al innovation. Through the Future Ready VB Model: One of our goals is to implement a space for learning in development. The future Al Innovation Lab serves as a dedicated space for developing technology solutions tailored to our city's needs. By forming strategic public-private partnerships, we are building an innovation ecosystem that reaches beyond city limits. • This model allows us to commit to launching Al pilot programs and provide learning settings to build our workforce and establish key technology partnerships, ensuring a steady flow of education, and innovation for Virginia Beach. Future ReadyTraining VB : Collaboration Workforce and Educational Evolution • The City's Al strategy places significant emphasis on workforce enhancement and educational development. A workforce capable of leveraging Al technologies effectively is created through the Executive Emerging Technology Academy and comprehensive Al upskilling programs. • The development of Al apprenticeship opportunities and partnerships with educational institutions ensures a sustainable talent pipeline while creating career pathways for residents. This focus on human capital development ensures that our workforce capabilities match our technological advancement. ;t Batten University partnered with the City IT department to develop an introductory curriculum on Artificial Intelligence. Four customer departments participated, with classes covering the following topics. • Al fundamentals Future Ready • Essentials for professionals • Workplace tools VB : Training • Ethical, legal, and responsible Al • Al and data analytics Collaboration • C bersecurit and risk management y y ge ent This program equips City staff with practical Al knowledge and skills for responsible innovation. Student Experience Participants in the Al curriculum benefited from a well- rounded, hands-on learning environment: Future Ready • Gained practical experience using city-approved Al VB : Trainingtools • Developed department-specific use cases P Collaboration • Engaged in inter-department collaboration and knowledge sharing • Learned principles of responsible Al use • Had direct access to developers and Cyber/Data team members for in-depth questions • Participated in a team-based Al project (currently in progress) This approach empowered students to apply AI solutions responsibly and collaboratively within city operations. Student Comments • "This training was incredibly helpful to me as a Future Read reluctant user of AI/Copilot. The training gave me a y comprehensive ability to understand the strengths and weaknesses of using LLMs. It also provided helpful VB : Training vocabulary and the ability to better understand the functions and expectations when evaluation products Collaboration from vendors." (Public Utilities) • "My experience with the course was very educational. have been able to teach my team and encourage the use of the COVB Copilot. I will be using Copilot more in my daily routine. I have learned to be more cognizant of Al tools in other applications I use throughout my work day. " (Housing and Planning) Future Ready "The overall experience with the class was g walk away VB : Tra i great. I was able to n i n knowledgeable in a subject that I had very little experience p ce (Generative Al). Was glad Collaboration there were plenty of demos and discussion periods and not all instruction of course material. Another benefit was the instructor was personable and shared various experiences relate to the course material." (Convention and Tourism Department) Al is not just an Information Technology initiative it's a service platform that enables the City to drive Whatefficiency and innovation when used responsibly. The does proof of concept opened the door to: this mean for • Increased cross-departmental collaboration o u r Cit �our for forming an Al user group Y ' • Greater participant engagement in the process • Leadership opportunities for team members within their departments • Inspiration for new departmental Al use cases Together, these efforts will bring automation and efficiency to our constituents and departments, aligned with the City's goals. Future • VB Experience Q & A 14 VB 6 CITY COUNCIL DISCUSSION/ INITIATIVES/COMMENTS 3:33 P.M. Vice Mayor Wilson introduced Nicolas Rubino, a student enrolled in the Legal Studies Program at First Colonial High School and lives in District 6. Vice Mayor Wilson advised Mr. Rubino was shadowing her for the day,which included touring the Department of Economic Development, visiting the City jail, and attending the City Council meeting. Vice Mayor Wilson complimented him as a bright young man and a joy to host. Council Member Remick advised the inaugural Virginia Beach Supergirl Surf Festival was held over the Labor Day weekend at the Oceanfront, with over 100,000 people in attendance, and included thirteen (13) women's sports, twenty-two (22) free concerts, fireworks and surfing activities. Council Member Remick advised it was very successful and served as a bookend to the East Coast Surfing Championship from the prior weekend. Council Member Remick shared that the festival organizer, who has worked all over the world, stated that the City staff was the best he had ever worked with. Council Member Remick expressed his appreciation to the City staff that worked over the holiday weekend to make the event possible, specifically thanking the Convention and Visitors Bureau, Parks and Recreation, Public Safety, Virginia Beach Lifesaving Service, Beach Events, Beach Ambassadors, and multiple divisions within Public Works, including Beach Operations, Building Maintenance, Traffic Operations, and Parking Operations. Council Member Berlucchi advised he also attended the festival and emphasized that City staff worked throughout their Labor Day weekend so residents and visitors could enjoy the event. Council Member Schulman also commended City staff and advised he attended the Festival with his family and had a wonderful time. Mayor Dyer advised the summer season was a major success despite early challenges. Mayor Dyer advised that the Supergirl Festival organizers chose Virginia Beach because they knew the City could handle the magnitude of the event and expressed his appreciation to City staff for all of their work throughout all of the summer events. Mayor Dyer referenced the Bulls and Barrels and Point Break events as very diverse events to give everyone something to enjoy. Mayor Dyer added, it is what makes the City a top destination, and also recognized by the New York Times as one of the top 53 destinations in the entire world. September 8, 2026 7 CITY COUNCIL DISCUSSION/ INITIATIVES/COMMENTS (Continued) Council Member Berlucchi advised he is a Council Liaison for both the Development Authority and Agricultural Advisory Commission, and today at the Development Authority meeting, they approved to match the Commonwealth's grant awarded to Creekmore Place. Council Member Berlucchi advised Creekmore Place is a vendor at the Farmer's Market that has farmed locally for more than 55 years. Council Member Berlucchi advised the grant and matching funds will expand farm-to-table food options and locally grown produce for residents. Council Member Rouse referenced the presentation last week and reminded the Body and viewing public that this week is Zero Waste Awareness Week and encouraged everyone to reduce, repurpose, reuse and recycle. Council Member Ross-Hammond advised that Brian Smith has been hired as the new President and CEO of Hampton Roads Transit. September 8, 2026 8 INFORMAL SESSION Mayor Robert M. Dyer entertained a motion to permit City Council to conduct its CLOSED SESSION, pursuant to Section 2.2-3711(A), Code of Virginia, as amended, for the following purpose: PERSONNEL MATTERS: Discussion, consideration, or interviews of prospective candidates for employment, assignment, appointment, promotion, performance, demotion, salaries, disciplining, or resignation of specific public officers, appointees, or employees of any public body pursuant to Section 2.2-3711(A)(1). • Council Appointments: Council, Boards, Commissions, Committees, Authorities, Agencies and Appointees September 8, 2026 9 RECESS TO CLOSED SESSION Upon motion by Council Member Rouse, seconded by Council Member Ross-Hammond, the City Council Recessed into CLOSED SESSION at 3:43 P.M. Voting: 11—0 Council Members Voting Aye: Michael F. Berlucchi, Stacy Cummings, Robert M. "Bobby" Dyer, Barbara M. Henley, David Hutcheson, Cal "Cash"Jackson-Green, Robert W. "Worth" Remick, Amelia N. Ross-Hammond, Jennifer Rouse,Joashua F. "Joash" Schulman and Rosemary C. Wilson Break 3:43 P.M. — 3:54 P.M. Closed Session 3:54 P.M. — 4:07 P.M. September 8, 2026 10 RECONVENE Mayor Dyer RECONVENED the Formal Session in the City Council Conference Room at 4:07 P.M. CERTIFICATION OF CLOSED SESSION Upon motion by Council Member Rouse, seconded by Council Member Schulman, City Council CERTIFIED THE CLOSED SESSION TO BE IN ACCORDANCE WITH THE MOTION TO RECESS Only public business matters lawfully exempt from Open Meeting requirements by Virginia law were discussed in Closed Session to which this certification resolution applies. AND, Only such public business matters as were identified in the motion convening the Closed Session were heard, discussed or considered by Virginia Beach City Council. Voting: 11—0 Council Members Voting Aye: Michael F. Berlucchi, Stacy Cummings, Robert M. "Bobby" Dyer, Barbara M. Henley, David Hutcheson, Cal "Cash"Jackson-Green, Robert W. "Worth" Remick, Amelia N. Ross-Hammond,Jennifer Rouse,Joashua F. "Joash" Schulman and Rosemary C. Wilson September 8, 2026 11 RESOLUTION CERTIFICATION OF CLOSED SESSION VIRGINIA BEACH CITY COUNCIL WHEREAS:The Virginia Beach City Council convened into CLOSED SESSION, pursuant to the affirmative vote recorded on page 9 and in accordance with the provisions of The Virginia Freedom of Information Act; and, WHEREAS: Section 2.2-3712 of the Code of Virginia requires a certification by the governing body that such Closed Session was conducted in conformity with Virginia law. NOW, THEREFORE, BE IT RESOLVED:That the Virginia Beach City Council hereby certifies that, to the best of each member's knowledge, (a) only public business matters lawfully exempted from Open Meeting requirements by Virginia law were discussed in Closed Session to which this certification resolution applies; and, (b) only such public business matters as were identified in the motion convening this Closed Session were heard, discussed or considered by Virginia Beach City Council. Amanda Barnes, MMC City Clerk September 8, 2026 12 ADJOURNMENT Mayor Robert M. Dyer DECLARED the City Council FORMAL SESSION ADJOURNED at 4:08 P.M. 1 s Terri H. Chelius Chief Deputy City Clerk ()Av�w Amanda Barnes, MMC Robert M. Dyer City Clerk Mayor City of Virginia Beach Virginia September 8, 2026