This Tuesday, Council is voting on the Dome Project, but we are also voting on an ordinance I am sponsoring to dedicate Dome Project revenues to Stormwater improvements.Earlier this year, I voted against the term sheet for this project because as it was presented to Council, there was no discussion of it benefiting our battle against recurrent flooding. As the Virginian-Pilot reported this week, Virginia Beach needs an extra $20 million a year to shorten the time it takes to inspect and improve existing stormwater infrastructure throughout the city. Our needs currently exceed our funding in the City’s Stormwater Fund, and Council must do everything it can to better prepare our city for long-term flooding resilience.My ordinance states that if the Dome project passes a majority vote on November 19 and this ordinance is supported by Council, then a guaranteed 25% of revenues generated will go to fund Stormwater Improvements. Based on the preliminary estimates, the expected annual amount to be generated from the Dome project to the City’s General Fund is $2,816,508 with an additional $1,912,897 estimated for Schools. The TIP fund is financing the debt for the project.The inclusion of this ordinance would be a huge win for supporters of better flooding mitigation and I hope that regardless of one’s thoughts on the Dome project that we can agree on this more responsible allocation of revenue to show Council’s commitment to solving our Stormwater Infrastructure challenges. I hope to hear your insight on this item and that you can email Council your support this ordinance at CityCouncil@vbgov.com or come to speak on the ordinance this Tuesday, November 19.
Staff from the City and Venture Realty Group presented the Dome Site Development Agreement to City Council this week.
In February 2017, City Council directed the Virginia Beach Development Authority to issue a Request for Letter of Qualification (RFQ) soliciting an experienced and qualified developer to design, develop and manage a mixed-use commercial development anchored by residential and entertainment uses.
Venture Realty Group was selected and has conducted over 50 public engagement sessions and commissioned studies. In January 2019, City Council approved a non-binding term sheet outlining the basic terms of the development agreement.
The purposed project is planned to include the following:
- Mixed-use commercial tenant spaces, including experiential retail and restaurants
- Class A commercial office space
- Approx. 425 market rate residential units
- Wavegarden Lagoon surf park
- Music and entertainment venue, estimated to hold 3,500
- Structured parking garages
- Pedestrian common areas and amenities
The project’s estimated fiscal impact (once stabilized) is close to $8.2 million. Based on this estimate, direct revenue distributions include $1.9 million to Virginia Beach City Public Schools, $2.8 million to the City’s General Fund and $3.5 million to the City’s Tourism Investment Program (TIP) fund.
City Council will hold a public hearing on Nov. 12th and we a scheduled to vote on the agreement on Nov. 19th. Please take moment to complete the survey below. I am actively seeking public feedback on this proposal.
I was truly honored to stand in for the Mayor today when I read the Proclamation for Hampton Roads Morning of Hope. It was a beautiful ceremony and filled with hope and touching fellowship.
I’m grateful for the leaders who organized such a heartfelt tribute to our community and to the families that have been impacted by suicide and depression. My heart is a little fuller knowing the strength of our home. ❤
Today City Council will meet for our regularly scheduled workshop and then go into a special session called by the Mayor. The topic relates to last week’s vote on the Council’s raises for out appointed positions (the City Manager, City Attorney, City Clerk, City Real-estate Assessor, and City Auditor).
My position remains unchanged.
The citizens of Virginia Beach have elected community-centered representatives in a wave of change. Slowly but surely, the way of doing things in local government is changing as messengers of the “regular” person are now taking a seat at the table.
The striking message of change echoes as proof that our City Council is ready for new perspectives. Now is the time to reflect upon the performance of our leadership from the top-down as inappropriate conduct can no longer be tolerated nor trusted to usher in a new era for our city. We must demonstrate the leadership that we were elected to demonstrate: to inspire faith that our city can be resilient with flooding mitigation, that our standard of living will not be diminished, residents will not be taxed out of their homes, innovative people will seek out our city, businesses can thrive and our diversity be celebrated.
We must be as bold as to do something. Virginia Beach needs a new City Manager.
Council has failed to hold our appointed City Manager to the minimum standards of personal conduct. Since being hired three years ago, our city has been headline news for intolerant and insensitive actions. We have a responsibility as a Council to seek an applicant who can better represent our city. Council must refresh its dedication to representing the people of Virginia Beach, and that begins with a new City Manager.
Those who take bold chances don’t think failure is the opposite of success – they believe complacency is.
Saturday was World Breastfeeding Awareness Day and I had the honor of reading the Virginia Beach Proclamation on behalf of the Mayor at yesterday’s event at Pembroke Mall.
Families from all over the world came together to feed their babies all at the same time. This is my second year participating and it is always amazing to see these moms, dads, and community support groups come together.
Shout out to CHKD Milk Bank, Babywearing Hampton Roads, WIC Program – Virginia Beach, and Mimmie’s Learning Academy for everything’s you do for our community!
The team that will be conducting the independent investigation of the May 31 tragedy held a press conference today to discuss the procedure they will be implementing and has established the following ways for individuals to reach out with any information regarding the tragedy:
The team is also in the process of scheduling interviews and community listening sessions for both the public and city employees.
Goals of the independent investigation:
1. Understand and determine exactly what happened on May 31 and the events leading up to that day
2. Identify actions that could have prevented or mitigated the tragedy
3. Recommended strategies, tactics, or countermeasures to prevent any future event
The final report will be published to the public and what is published will not be influenced by any City employee nor City official. The investigation team has been given the final say in what information is released in the report. The team has a goal to complete the investigation within 12 weeks. They anticipate being able to update the public every 3 to 4 weeks as the investigation progresses. If you are interested in reviewing the proposal that was submitted by the investigation team (or any of the other proposals) you can do so online. I will post the link as a comment.
I appreciate the diligence and expediency of the City Auditor for initiating the independent investigation process. The findings of this report will be imperative to the actions of this Council and our community to ensure we never have to endure another tragedy.
You can watch the recording of the press conference here:
Over the last several weeks Councilman Rouse and I have been engaging the community in creating an ordinance that would permit mini–pigs as companion animals within most residential districts in city of Virginia Beach. Through that discussion we have created a draft resolution with the requested suggestions from the mini-pig community and various other stake holders.
On Wednesday July 24th we will host a town hall to present and gather feedback on this topic. Below are copies of the draft ordinances:
This afternoon in my remarks for the Re-Opening of the Kempsville library, I quoted the book “What Do You Do with an Idea?” by Kobi Yamada. The book begins with:
“One day I had an idea. Where did it come from? Why is it here? I wondered, “What do you do with an idea?”
For me our libraries represents the tactile version of an idea. We are literally inside a building holding millions and millions of ideas, from people of all backgrounds, beliefs, cultures, and places.
The book goes on to tell to us the reader that our ideas will not always be well received, that not everyone will understand or appreciate them. And through that process we might feel tempted to give up on our idea. And libraries represent that in a lot of ways too. Not every book you see in this library will be read every day or even every week, but still a person penned their thoughts and put it out for the world to find. Amazing, unique ideas waiting to be discovered.
The author encourages us to protect our idea and nourish our idea. And your idea will grow, as will your love for it.
Which is what we must do for libraries, we as a community must love and nourish our buildings that contain our ideas. We must think big and then think bigger, we must use these walls as an incubator for innovation, for change, and for personal and community growth.
“Because it is good to have the ability to see things differently”
The book concludes with this final message:
“Then one day, something amazing happened. My idea changed right before my very eyes. It spread its wings, took flight, and burst into the sky.
I don’t know how to describe it, but it went from being here to being everywhere. It wasn’t just a part of me anymore… it was now a part of everything.
And then, I realized what you do with an idea…
You change the world.”
Today I attended the Morning for Remembrance service. We heard from the families of the victims and even a survivor of the May 31 shooting. The service was serene and allowed the families, city employees, and community to grieve and celebrate the life of those who are no longer with us. Words from Rev. Cox have been on my mind all day: “We are here because they lived”.
I wanted to take a moment and thank those responsible for organizing the service, but also thank our stellar Honor Guard who has been a part of the lives of those impacted since that terrible day. Battalion Chief Lorna Trent and Lieutenant Scott Humphrey have done an amazing job of being advocates for our mourning families. We are truly blessed to have their service and I am grateful for having the opportunity to know them.
We lost amazing people from our community. To quote another family member who shared their thoughts with us: “We all have to be a little bit better because they’re gone.” And from how I’ve seen our community unite and be #vbstrong, I’d say we are.
When Councilman Moss and I collaborated again this spring in creating an alternative budget to what our City Manager has given to Council, our priorities have remained steadfast as they did in last year’s budget cycle. Our priorities are:
The people of Virginia Beach have the first right to the wages their family has earned;
The quality of life of the people of Virginia Beach should not be diminished in favor of the seemingly insatiable urge of our representatives to spend frivolously on projects that do not enhance the livability of our community;
The long-term sustainability and livability of the people of Virginia Beach is an utmost consideration and we must take the necessary steps to strengthen the long-term resiliency of our Community for a Lifetime;
The ‘needs’ of the people of Virginia Beach must be budgeted before the ‘wants’ of councilmembers
The need for our colleagues on City Council to adopt our People’s Budget is simple: we, as a body, must create a budget that mirrors the economic realities faced by several thousands of our constituents. 44% of our students are eligible for free and reduced lunch; the percentage of our community that is labeled as being in poverty has grown over the last decade to 8%; more than half (51.5%) of renters in Virginia Beach spend more than 30% of their income on rent – which has increased over the last decade – which means more residents are financially stressed; our regional GDP growth rate is at 1.8%, which is lower than the national average of 2.3%, and the City Manager’s proposed budget outpaces our regional economic growth. Therefore, any tax or fee increase is inherently regressive and disproportionately affects economically disadvantaged residents. Additionally, city spending that outpaces regional economic growth is not sustainable.
Our priorities in the creation of the People’s Budget were simple:
No increase in real estate tax
No increase in stormwater management fee
No increase in trash fee
Public Safety pay compression
Increase investment in drainage maintenance
Increase available debt capacity for flood mitigation projects
Collectively, Councilman Moss and I had to find $14.47 million in the City Manager’s proposed budget to cut in order to offset proposed tax and fee increases. I’m proud to say that we accomplished what we set out to do for the People’s Budget!
$14,888,396 of recurring expenditure offsets reapplied
$4,320,325 of one-time expenditure offsets reapplied
$45,695,250 of funded debt capacity realigned to accelerate implementation of flood mitigation projects
$30,750,000 of debt capacity reserved for future investment in flood mitigation projects
How did we adjust the City Manager’s proposed budget in order to accomplish our goals for the people of Virginia Beach and offset more than $14.47 million in increases?
Adjustment of TIP funding formula to reduce amusement tax contribution from 10-percent to 5-percent = $3,509,689
Realignment of 10 FTEs back to the TAP Funding = $885,457
Reduction of General Fund new vehicle procurement by twenty percent = $1,071,502 ($4,286,738 remains available)
Elimination of 53.47 new City FTEs = estimated $3,475,550 (City Manager will have to prioritize his proposed new positions relative to vacancies existing at current adopted budget authorized FTEs)
Adjustments to Other Departments = $3,746,089
Lapse Rate and other Labor efficiencies = $2,200,109
Eliminate new “Strategic Initiatives” budget line item (which had no justification in departmental narrative) = $2,500,000
Hold City Manager’s office to FY 18-19 levels (offset = $200,594)
Hold total expenditures of Human Resources department at FY 18-19 levels (offset = $159,948)
Reduce 19.82% increase over current budget for Information Technology by half (offset = $266,404)
Hold total expenditures at current budget for Municipal Council to FY 18-19 levels (offset = $79,088 and eliminates growth of 13.5 percent)
Hold the budget line item “Computer Replacement Program” to FY 18-19 levels (offset = $469,647 and eliminates 3.9% increase)
Eliminate contribution to Hampton Roads Chamber (offset = $10,000) due to the group’s active involvement in influencing our local elections
Realign 10 positions transferred to the unrestricted General Fund in May 2017 back to the TAP fund for an increase in the General Fund of $885,457 (recurring revenue)
Parks and Recreation: reduce Pay-as-You-Go General Fund growth of 100 percent to 50 percent growth (offset = $450,567)
Information Technology: the FY 20 programmed funding in the FY 18-19 CIP was $17,843,657. The FY 20 programmed funding in the FY 19-20 CIP was $20,697,771. The overall FY 20 growth in the FY 19-20 CIP over the FY 18-19 CIP was $3,869,668, or 21.68%, so reinstate the FY 18-19 CIP amount for FY 20 as the amount for FY 20 in the FY 19-20 CIP (offset = $3,867,668)
Realign 50% of amusement tax revenues to the General Fund (which equates to $3,509,689 of recurring revenues and offset for the $3,509,689 in TIP Revenues)
Eliminate CIP for Dome Site Entertainment Venue ($28,500,000)
Defer the start of CIP # 9039000 [17th Street Improvement Phase 1] until FY 23 ($2,000,000 in FY 20, $6,500,000 in FY 21 and $17,500,000 in FY 22)
Defer the start of CIP # 9063000 [17th Street Improvement] until FY 23 ($250,000 in FY 20, $1,000,000 in FY 21 and $1,000,000 in FY 22)
Released TIP Dollars for Reallocation $5,394,418 within TIP for Pay-As-You and limit contingency funding to 6% for the following CIP projects in FY 20
CIP Project P9100000 [19th Street Improvements] -$540,386
CIP Project P9065000 [Dome Site Parking] – $2,089,800
CIP Project P9050000 [Dome Site Street Scapes] – $743,000
CIP Project P9096000 [Oceanfront Capital Projects Reinvestment] -$787,832
CIP Project P9006000 [Winston Salem Avenue Improvements] -$783,400
Recommend new CIP Project Atlantic Ave Refurbishment in FY 20 with $5,394,418 (Pay-As-You-Go)
And finally, to increase funded debt capacity for flooding, defer CIP Project #3072000 City Hall Replacement to FY 26 (outside the six-year) by realigning the authorized bonds in the FY 18-19 in the amount of $50,250,000 less estimated expenditures of $4,304,750 (design) and $250,000 (study only). This provides $45,695,250 of funded bonds to accelerate implementation of flood mitigation projects
Last year, we held strong and the people of Virginia Beach were able to keep more of what they earn. This year, we can repeat our success – but only if you contact your representatives on Council. You can email us at CityCouncil@vbgov.com. Tell them you support The People’s Budget!