2009-2010 Accomplishments

"Steering Through
the Economic Storm"

STRATEGIC ACCOMPLISHMENTS

Summary: This Administration has risen to every challenge and assignment presented to us including the development and adoption of a budget of $20 million in reduced spending, with minimal concerns raised by citizens and employees.

Professional Development

Received the prestigious designation of a Credentialed Manager by the International City Management Association (ICMA), becoming one of only 1,200 local government management professionals internationally with this voluntary certification.
One of only three administrators selected statewide by the Virginia Institute of Government to discuss the economic outlook and how localities need to adapt in challenging times.

Budget/Finance

Developed FY 2010-2011 Operating and Capital Budgets that met City Council’s Budget Principles, and were adopted unanimously by City Council.
Developing an analytical tool to assist City Council in making difficult policy choices on the budget. We will be the first municipality in the Commonwealth of Virginia to implement this nationally recognized “best management practice” of prioritization.
Co-led Chief Administrative Officers (CAOs) in the development of the SPSA Reform Plan to refinance debt and sell off non-core business lines. This has resulted in over $34 million in debt service savings for FY 2009-2010 and $150 million in WTE proceeds to pay off debt. This plan has resulted in the ability to reduce tipping fees.
City maintained its excellent bond ratings attributed to “strong reserves, disciplined financial management and manageable debt levels.”

Public Safety

Developed viable financial package to replace 10 Fire pumper trucks, the most in the history of the City at one time.
After the bi-weekly payroll concerns, initiated a monthly meeting to enhance communication.
Completed the new Indian River Fire Station No. 3 on Rokeby Avenue, replacing the original 58-year-old station.
Implemented the Crime Reduction Plan to address specific community concerns.
Worked with liaisons to reconstruct the Police/Citizen Advisory Group.

Infrastructure/Programs

Established the Department of Development and Permits to improve our ability to get projects on the “tax rolls” and improve customer relations with the business community.
Advancing a plan of finance and strategy to undertake Dominion Boulevard improvements with strategic partners, VDOT and FHWA.
Advanced Jordan Bridge closure and new South Norfolk Bridge project.
Aggressively worked with Dominion Resources to provide water to citizens adjacent to the Battlefield Golf Course.
After years of discussion, implemented the Big Bin Recycling Program as requested by citizens and Council Members.
Effectively pursued additional regulation of aboveground liquid fertilizer storage tanks (over 100K gallons) after the Allied tank collapse in South Hill.
Pioneering the acquisition of foreclosures in vulnerable communities.

Economic Development

Despite the economic slowdown, the City achieved an 18% increase in investment over last year with more than $135 million in investments and 600 new jobs.
Continued focus on customer service and improving business and development processes.
Developed strategy and plan for the Western Branch Task Force and the critical needs of Chesapeake Square Mall.

Technology

Successfully integrated the Chief Information Officer in proactive, strategic discussions on the “front end” of policy discussions.
Integrated technology to improve business processes and to generate cost savings (i.e. server consolidation).
First municipality in region to allow businesses and residents to apply and pay for a selection of City permits online. This new service enables users to secure certain permits 24/7 without traveling to City Hall.
Nationally, IBM recognized Chesapeake as a “Smarter City” for its use of technology to better serve the community.
Improving the City’s technology infrastructure including critical applications such as Kronos and HRIS. This requires the City organization to be more accountable to our citizens.

Conclusion: We will continue to maintain our resiliency and ability to make “course corrections” as needed to meet the policy objectives of City Council. We will continue our focus on improving customer service and productivity despite significant reductions in staffing at all levels.

OVERALL CITY ACCOMPLISHMENTS

Budget
- Worked with City Council throughout the year at strategic planning sessions to develop a budget based on Council’s Budget Principles.
- Worked with Council to adopt a budget that maintained core services while reducing General Fund spending by $20 million.
- Implemented Phase II of the Retirement Incentive Program to reduce the number of reductions in force required.
SPSA
- Continued working with other CAOs to implement the stabilization plan, sell the RDF facility and continue to work on restructuring of SPSA in effort to keep tipping fee from increasing.
Big Blue Bins
- 65,000 households are now part of the Big Blue Bin recycling program. The bins rolled out to citizens in November, just in time to be put to use during the holidays. The advantage of the expanded recycling program is disposing of recyclables costs significantly less than disposing of waste and, thereby, lowering waste disposal costs and helping the environment.
Jordan Bridge
- Closely monitored the development and review process for the Jordan Bridge until the last step in the approval process was received in December, 2009. This private partnership project will translate to an investment of over $100 million into the local economy.
Dominion Boulevard
- The project is currently in design with a budget of $437 million. The project design is 60% complete and next milestone is 100% plans completed by December 2010. Staff continues to work with elected officials to develop financing strategies.
Battlefield Golf Course
- Construction has begun to provide city water service to residents in the vicinity of the Battlefield Golf Course.
Professional Core Values
1. Accountability
  - Managed the day-to-day operations of the City.
  - Ensured policies and procedures approved by elected officials were implemented.
  - Focused on fiscal discipline and conservatism to achieve sustainability.
  - Established and maintained the public trust and confidence through meeting with and responding to citizens.
  - Ensured cost-effectiveness of programs and services.
  - Maximized public resources through benchmarking, competition, privatization, and optimization.
  - Collaborated with other agencies, city and business leaders to improve services for citizens.
2. Responsiveness
  - Provided regular follow-up responses to issues and concerns presented during the City Council Work Sessions and Meetings.
  - Worked with City staff and community leaders to achieve common goals and objectives for the community.
  - Investigated citizens’ complaints within the administrative organization and recommended solutions.
  - Fully advised Council of financial conditions and needs of the City.
  - Under difficult economic and fiscal challenges, reviewed departments’ budgets, looking for ways to cut the City deficit.
  - Staff worked and continues to work with the South Hill neighborhood to address concerns with above ground tank spills.
  - On the morning of April 1, 2010, an arsonist set fire to a piece of playground equipment in Fun Forest. A plan of action for replacing the playground was developed by April 5, 2010, and community meetings have been held. Parks and Recreation is leading an effort to replace the playground as quickly as possible, and is coordinating the public and private efforts in this regard.
Operations
1. Economic Development
  - Over $135 million in investment and 600 new jobs as a result of business retention/expansion and business attraction efforts, which represented an 18% increase in investment over last year.
  - Existing company investment and job creation of $94,335,542 and 459 jobs. New company investment resulted in $40,717,838 and 145 jobs. The majority of the economic development activity was concentrated in healthcare and professional business services.
  - Business highlights included: First Team Automotive’s $18.5 million transformation of a former Lowe’s Hardware Store; Electric Motor & Contracting Company, Inc., $8.5 million facility expansion; Chesapeake Regional Medical Center $6.5 million Emergency Department expansion; and Sentara Healthcare’s expanding presence resulting in a $17 million investment.
  - Several existing Chesapeake companies also renewed their office leases choosing to stay here and retain 1,145 jobs and occupy 473,200 total sq. ft. Canon Information Technology Services (ITS) and the US Coast Guard Finance Center, major employers, signed lease renewals of 77,683 sq. ft. and 61,992 sq. ft., respectively.
  - The FBI will relocate their regional headquarters to Chesapeake’s Oakbrooke Business and Technology Center bringing a 131,463 sq. ft. multi-story building and over 100 jobs—and the City’s first structured parking garage.
  - Western Branch Task Force has been formed and will begin working on a strategy for the area.
2. Environment
  - DOE Energy Block Grant – Facilities Management developed a detailed retrofit plan and was awarded a $2.06 million formula grant for extensive energy retrofits in up to 40 City buildings, energy awareness training, and other items. The City is also collaborating with Norfolk and Virginia Beach to develop a regional energy strategy and baseline carbon footprint data.
  - Energy Retrofits – Facilities management installed 116 programmable thermostats in 35 buildings and equipped 15 rooms with motion sensors in 10 buildings.
  - Central Fleet initiated discussions with gas suppliers to determine the feasibility of using compressed natural gas as a fuel for our fleet vehicles. CNG has the potential to save the City more than 25% per gallon equivalent compared to diesel or gasoline and is environmentally cleaner.
  - General Services collaborated with Public Works and School Administration to develop a recycling program within City Hall and other City buildings.
  - On December 15, 2009, the Chesapeake City Council adopted the City’s first Sustainability Plan. The Plan will be the City’s roadmap toward making Chesapeake a more environmentally sustainable community, with both long and short term goals.
  - A total of 18,430 lbs. of old, outdated and banned pesticides stored on Chesapeake farms and pest control businesses were turned in for proper incineration by a contractor according to Environmental Protection Agency standards.
3. Financial Management
  - The City maintained its excellent bond ratings attributed to strong reserves, disciplined financial management, and manageable debt levels.
  - The City of Chesapeake received its first national auditing award, receiving Honorable Mention in the Knighton Awards program sponsored by the Association of Local Government Auditors (ALGA) for 2008 Chesapeake Fire Department Performance Audit.
  - Staff continues to monitor grant opportunities under the American Reinvestment and Recovery Act.
  - Finance successfully streamlined vendors for enhanced electronic payments to reduce the number of paper checks printed and mailed.
  - In May 2009 the City sold approximately $34.3 million of general obligation bonds to the Virginia Public School Authority at a true interest cost of 3.86%. This financing represents the final issuance for Oscar Smith Middle School and the initial debt funding for the addition to Western Branch High School.
4. Management
  - Established the Department of Development and Permits to improve our ability to get projects on the tax roles and improve our customer relations with the business community.
  - Under difficult economic and fiscal challenges, staff remains committed to meet the core service demands of our citizens.
  - Staff and the School Administration have been working to create a better working relationship, to resolve funding challenges.
  - Hired new Fire Chief, Budget and Parks and Recreation Directors.
  - Nationally, IBM recognized Chesapeake as a “Smarter City” for its use of technology to better serve the community.
  - In a first in the region, Chesapeake businesses and residents can apply and pay for a selection of City permits online. The process is part of an initiative to encourage business development by streamlining the process of doing business in Chesapeake. This new service will enable users to secure certain permits 24/7 without traveling to City Hall.
  - Initiatives of the Department of Development and Permits include: construction plan review meetings to expedite construction plan review, construction record drawing and utility acceptance process improvements, and new tenant build-out permit website resources.
  - Chesapeake has a strong presence online in the social media and networking arena.
  - The City of Chesapeake is reviewing and updating the Forward Chesapeake 2026 Comprehensive Plan, which was adopted by City Council on March 9, 2005. This new initiative is being called “Moving Forward – Chesapeake 2030.” Six community workshops were held in October, 2009 to receive input from citizens and stakeholders on elements of the current plan. Additional workshops are planned for Summer 2010 with Public Hearings targeted for Fall/Winter 2010.
  - Fleet Utilization Study implemented and Central Fleet Management named as one of the top 100 municipal fleets in the country.
  - The City Garage was awarded the Automotive Service Excellence “Blue Seal” award from the National Association of Service Excellence becoming the only ASE Certified Garage in Chesapeake, one of only three municipal garages certified in Virginia, and only one of 172 municipal garages certified in the nation.
  - Central Fleet management was chosen as one of the 100 Best Government Fleets in North America for 2009 by the Bobit Business Media Fleet Group, publishers of Automotive Fleet, Work Truck, Government Fleet, Business Fleet, Fleet Financials, and Green Fleet magazines, and the 100 Best Fleets in North America.
  - Facilities Management completed design of a 29,000 sq. ft. state-of-the-art LEED-certified Animal Services Facility to be located on Military Highway just west of the intersection with Battlefield Boulevard; completed design of Phase I of Deep Creek Park which includes roads, baseball and multipurpose fields, and other amenities; completed installation of site work and utilities for 3 leased housing modules that will house over 250 inmates; completed design of expansion of Camelot Community Center to include new fitness room, large meeting room/kitchen, and other amenities.
5. Public Safety
  - The Police Department has continued the implementation of the Crime Reduction Plan with favorable results throughout the City. A combination of directed resources, a team approach to addressing issues and incidents, and the use of technology has positively impacted our crime reduction and investigations efforts. Specific examples include the Fifth Precinct’s establishment of a Retail Crime Unit that implemented an information sharing website that has helped to detect several retail theft operations, as well as the production of a video designed to educate middle school students on the consequences of shoplifting.
  - The Police Department has implemented a Mobile Data System that allows for police dispatches to be sent directly to an officer’s laptop computer.
  - Efforts continue to implement Photo Safe at several locations throughout the City. This program is due to go online the first half of this year and is designed to reduce traffic accidents at heavily traveled intersections.
  - A new Indian River Fire Station No. 3 located at 1801 Rokeby Avenue replaces the original 58 year old station and was dedicated on March 20, 2009.
  - The Fire Department, in cooperation with Chesapeake Regional Medical Center, has implemented a system to reduce the time surgical intervention begins for those patients experiencing cardiac emergencies, thus improving the quality of care, and survivability of those patients.
  - Replaced the 10 oldest fire engines with 10 new trucks equipped with state-of-the-art firefighting capabilities which will provide a quicker and safer fire attack and knock-down during fire responses.
  - In cooperation with Chesapeake Department of Emergency Management, submitted and received certification from the Virginia Department of Emergency Management as having an operational Community Animal Response Team (CART). The mission of this group of volunteer citizens is to render aid to animals during natural emergencies.
  - We will begin implementing the EMS System Status Management Business Model.
6. Public Works/Public Utilities
  - Received funding for three projects under the American Recovery and Reinvestment Act (Economic Stimulus Program): Replace old signal heads at over 100 intersections with new LED signal heads; mill and overlay 34 road segments; and mill and overlay 19 bridges which can extend their life to up to 10 years.
  - Streets and Storm Water: Increased the inmate work force to 9 crews (75 inmates and deputies) taking part in mowing and overall cleanliness in the City.
  - Public Utilities Cost Participation Program – In response to citizen requests and the need to maintain a proactive approach to address environmental and health concerns, staff developed the Cost Participation Program to establish sanitary sewer and/or drinking water to unserved neighborhoods. Seven projects met the criteria and were approved for construction. Of those, three are ready to begin construction, (Arlean/Jennel, Etheridge Road and Kempsville Road), one is underway, (Jolliff/Moore/Jaye), and three have been completed, (Royal Oak, Bridgewood, and Albemarle Acres).
7. Human Services
  - Established in 2007, Serve the City is working with local government, in particular Neighborhood coordination and the Police, businesses, civic groups and residents to meet community needs in a way that is bringing about lasting, transformational change in our neighborhood revitalization areas. Serve the City received The Best Neighborhood Program Award from NUSA, a national nonprofit entity committed to building and strengthening neighborhood groups, in recognition of its being an outstanding program implemented to improve neighborhoods.
  - 382-CITY Helping Residents at Risk for Homelessness: In October 2009, the Customer Contact Center began accepting calls from citizens threatened with homelessness due to a recent crisis. Residents can call 382-CITY (2489) to answer four (4) brief questions that help resource specialists determine the level of service or type of program the caller may need. Depending on the resident’s situation, they may be eligible for financial assistance through the Homeless Prevention Rapid Re-Housing HUD (HPRP) Grant (or) the DRAGAS Homeless Childress Initiative Grant.
  - In response to the negative impacts of foreclosures in the City of Chesapeake, the City in collaboration with the Chesapeake Redevelopment and Housing Authority applied for NSP grant funds. On August 13, 2009, the City of Chesapeake was awarded $1.5 million from the Virginia Department of Housing and Community Development (DHCD) for the acquisition, rehabilitation, resale and financing mechanisms for the purchase of up to twelve (12) residential dwellings by low to middle income households that might otherwise become a source of abandonment and blight.
  - The Central Homeless Intake program was launched in November 2009. This challenge was met with assistance of Dragas and Homeless Prevention and Rapid Re-Housing funds as well as the Ten-Year Plan to End Homelessness as a guide while using the best practices incorporated in the plan. A central intake system established one point of contact for all homeless persons seeking assistance.
  - Cloverleaf Apartments, a single-room occupancy, permanent supportive housing facility for 60 formerly homeless persons in Virginia Beach began accepting applications for occupancy. This project represents a collaborative partnership between the cities of Chesapeake, Norfolk, Portsmouth and Virginia Beach. The Office of Housing played a key role in representing Chesapeake in this partnership, and continues to coordinate tenant referrals to the facility.
  - Community Services Board, in cooperation with the Police Department and Sheriff’s Department, were awarded a two year Department of Criminal Justice Grant. This $52,000 grant is being used to train a core group of officers to act as a training team develop and implement the evidence based practice model. The Police and Sheriff’s Department staff will be taught how to address the needs of the mentally ill, substance abusers and the intellectually disabled, protect the officers and consumer’s safety and to divert consumers, when possible from the criminal justice system.
  - Over 24,000 H1N1 vaccines were administered to residents, including 17,500 to school students. This represents 44% of the total school population who were vaccinated against H1N1.
  - For Emergency Preparedness and Response, the Health Department conducted a Full Scale Exercise involving over 160 participants to help train and prepare for a biological terrorism response. This 2009 exercise utilized not only Health Department personnel; but also over 65 volunteers from the Chesapeake Medical Reserve Corps; and for the first time, extensive use of City of Chesapeake employees from different departments. These City employees represented the partnership that will be needed between the Health Department and large numbers of other staff to rapidly distribute emergency antibiotics to Chesapeake residences.
  - Continued to execute the “Care Team Concept” to work proactively with homeowners to address crime, infrastructures, abandoned automobiles, vacated homes, junk piles, and lighting in the neighborhoods. The team is an integral component in the City’s efforts to improve the quality of lives of our residents and communities.
  - The Housing Office implemented a variety of programs in an effort to assist residents in meeting their basic needs for survival.
  - All seven community center health rooms have been updated with new work-out equipment; new multi-station weight machines, various aerobic machines such as treadmills and bikes at a cost of $101,000.