APPROVED Capital Improvement Program FY

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APPROVED

Capital Improvement Program

FY 2022 - 2026

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City of Chesapeake, Virginia

CAPITAL IMPROVEMENT P ROGRAM

Fiscal Year 20 22 through Fiscal Year 2026

S.Z. “Debbie” RITTER SUSAN R. VITALE

DR. ELLA WARD R. STEPHEN BEST, SR.

DON J. CAREY III

MATTHEW R. "Matt" HAMEL ROBERT C. IKE, JR.

RICHARD “Rick” WEST MAYOR

CITY COUNCIL

DR. JOHN DE TRIQUET VICEMAYOR

CITYMANAGER CHRISTOPHER M. PRICE

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It is my privilege to present the Proposed Operating Budget for FY 2022 and the Proposed Capital Improvement Program for fiscal years 2022 to 2026. The operating budget and capital improvement program are important elements of our efforts to align the entire organization and its resources to the City’s three strategic anchors. These strategic anchors, noted below, have served as the decision- making framework during the FY 2022 budget process.

Strategic Anchor #1

 We help make Chesapeake an exceptional place to live, learn, work, farm, and play.

 We provide outstanding service to Council, our community, our customers, and each other.

 We will be fiscally responsible and sustainable.

Year in Review

2020 was a year like no other. In March, the City of Chesapeake, along with every other jurisdiction in the region and most jurisdictions around the country, declared a state of emergency and began to deal with the sudden impacts of the COVID-19 pandemic. COVID-19 rapidly transformed the most basic of everyday occurrences in the City to anything but typical. Schools that were normally full of children, teachers, and administrators were closed. Restaurants, movie theaters, libraries, parks, and

community centers were no longer open to patrons. The world was changing, and no one knew when, or if, things would ever return to “normal.”

Due to the timing of the onset of the pandemic in early March, we (like every other local government in Virginia) were in the final stages of developing the proposed FY 2021 operating budget. Every city and county in the Commonwealth went back to the drawing board, but no one knew how long the pandemic would last and what the impact would be to local, regional, state, national, and global economies. Practically every country across the globe was facing a crisis simultaneously. In order to

City of Chesapeake

Office of the City Manager 306 Cedar Rd Chesapeake, Virginia 23322 Office: (757) 382-6166 Fax: (757) 382-6507 TDD: (757) 382-8214

“The City of Chesapeake adheres to the principles of equal employment opportunity.

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ensure the City’s FY 2020 budget would remain balanced, revenue estimates for the final quarter of FY 2020 were reduced by approximately $29 million. In addition, approximately $46 million in cuts were made to the proposed FY 21 budget given that it was prepared prior to the pandemic declaration.

Estimates for consumer-driven revenues like the sales tax, meals tax, and hotel tax were reduced, and expectations for collections of previously assessed revenues like real estate and personal property were jeopardized by the number of individuals losing their jobs. On the expenditure side of the ledger, I suspended new projects and instituted a hiring freeze as we increased our reliance on vacancy savings and fund balance to balance the budget. This was necessary in order to buffer against the possibility of having to cut critical programs and services during the uncertainty of the pandemic.

While the pandemic has had devastating impacts on many Americans, the dire economic situation that could have accompanied those outcomes was largely avoided in Chesapeake. Overall, revenue in the final quarter of FY 2020 outperformed our revised projections and, through the first half of FY 2021, we have continued to outperform the revised estimates. While we maintained all services throughout the pandemic even during the Governor’s stay at home order period, we were the first city in Virginia to reopen to the public after that period ended, and we’ve maintained every effort to ensure that the pandemic does not have long-term negative impacts on our community. Having sufficient revenue will allow the City to continue to provide many of the programs and services that Chesapeake residents, businesses, and visitors have come to expect and rely upon.

Structural Changes

Even as revenues have performed better than anticipated throughout the pandemic, the City continues to have more needs than it has resources available to address those needs. Despite this fact, this budget includes no major tax or fee increases, excluding City Council’s previously approved increase in water and sewer rates for FY 2022 (which become effective January 1, 2022). We have, however, laid the foundation for advancing Council’s strategic priorities. We also intend to have some conversations with you over the coming weeks to identify ways to accelerate progress towards achieving our desired outcomes.

While no major tax or fee increases are proposed, the proposed budget does include several fee increases for various development review application fees. These fees have not been adjusted for a number of years and are now well below the market rate for the region. As these fees are charged to customers who receive a direct benefit for the service being provided, keeping these fees at a

reasonable level of cost recovery is important to ensure that the Planning Department does not have to reduce their service levels which would increase review times and adversely impact our economy.

If there is one thing that the pandemic has taught us, it is that we must respond to changing conditions, challenge assumptions, and review our practices to ensure that we’re most effectively utilizing our resources on behalf of our community. One such practice warrants particular

consideration here. For the past several years, the City has utilized vacancy savings (as well as other anticipated budgetary savings) to balance the annual operating budget. This practice is commonly known as “budgeting for attrition” and is utilized by local governments throughout the country. The premise behind budgeting for attrition is a simple one. In an organization the size of the City of Chesapeake, not all authorized positions will be filled for the entire fiscal year. Turnover throughout the organization will create vacancies and the salary and fringe benefit costs of those vacant positions will not have to be paid during the period of time in which the City recruits a new employee to take the

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place of the previous incumbent. Prior to the pandemic, the City utilized nearly $11 million in FY 2020 to help balance the operating budget.

One of the lessons that has been reinforced over the past year is that unexpected events can strike at any time. By reducing our reliance on vacancy savings, we can create a buffer in the event of a future emergency by ensuring that a greater percentage of the work force’s salaries and benefits are fully budgeted. If the funding is not utilized in the operating budget, the surplus amount will lapse into the City’s fund balance and can be used in subsequent years to fund major capital needs such as roadway resurfacing, construction of a new public safety training facility, construction of the “Chesapeake Connects” fiber optic broadband ring, new/replacement police and fire facilities, new and expanded parks and community centers, and various roadway projects to improve connectivity and

transportation efficiency throughout the City. While this budget only reduces our reliance on vacancy savings by $1 million, my goal is to continue to reduce our reliance on vacancy savings, with a goal of decreasing its use in the General Fund to 2% (approximately $5 million) of compensation costs over the next five to seven fiscal years. Reducing the reliance on vacancy savings to balance the operating budget is one of the most important steps that we can take to ensure that we are being fiscally responsible and sustainable as an organization.

Strategic Priorities

After two retreats with City Council over my first year as City Manager, it is clear that there are a number of priority areas that we must address as an organization if we are going to make Chesapeake an exceptional place to live, learn, work, farm, and play. This starts with our most important resource, our employees. I could not be more proud of how our employees performed during this past year as they navigated the challenges of the pandemic and continued to provide outstanding service to Council, our community, our customers, and each other. That is why one of the first things addressed in this budget is employee compensation.

As you know, we are in a highly competitive labor market. As such, I have set aside $4.5 million to provide an FY 2022 salary increase that is competitive with the regional market. However, being mindful of the continued impact of the pandemic, I intend to closely monitor both revenues and expenditures as well as the regional market to determine the timing of that pay increase. In addition, prior to the pandemic, City Council directed me to conduct a comprehensive Classification and

Compensation Study to ensure that we remain competitive. While the study timeline was impacted by the pandemic, it was the first discretionary spending initiative that I authorized once sufficient funding became available. We are commencing that study now and it will be complete prior to the end of the calendar year. However, in order to advance this priority as quickly as possible, I have set aside $2.25 million to begin implementation of the study’s recommendations should Council so choose. While this amount is not expected to fully fund all of the recommendations, it will certainly provide the ability to address some of our most difficult to fill positions as well as positions with high rates of turnover, and will set the stage for full implementation.

In addition to employee compensation, City Council has identified several capital projects as strategic priorities. As we endeavored on my first complete budget process as your City Manager, I wanted to ensure that resource allocation decisions were aligned to City Council’s three strategic anchors and, in the case of the capital improvement program, the Comprehensive Plan. As such, all budget decisions

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that were made throughout our deliberations were evaluated through the lens of adherence to our strategic anchors and alignment with Council’s adopted policies.

In an effort to demonstrate the alignment between project outcomes and the City’s objectives as identified in the Comprehensive Plan, the CIP includes a new section titled “Aligning the CIP to the Comprehensive Plan.” In this section, specific projects are highlighted to demonstrate alignment with each of the 16 goal areas of the Plan. Each project detail sheet in the document also identifies the Comprehensive Plan goal area to which it is most directly aligned.

In addition to producing a CIP document for FY 2022 - 2026, the Budget Office, in partnership with the Information Technology Department, is also releasing a new CIP website that shows all current projects on an interactive map of the City. This new tool will allow users to click on areas of interest

and explore the projects in the area. In addition, the tool will contain information about each project similar to what is provided in the CIP document including financial information, project

description, project justification, comments about the project, and estimated completion dates. Finally, this tool will also allow information about projects to be updated throughout the fiscal year as

amendments to the CIP are adopted. In the future, we plan to add pictures, videos, and other media related to significant projects. We believe that this is an important step to ensuring that our budget is transparent, equitable, and aligned with Council’s priorities.

Outcomes

Now that I have discussed some of the new initiatives related to the CIP, I want to highlight just a few of the outcomes that we hope to achieve through the investments included in these two spending plans. While this is not an exhaustive list, each of these investments, as well as the multitude of others included in the operating budget and the CIP will directly contribute to making Chesapeake an

exceptional place to live, learn, work, farm, and play, help us to provide outstanding service to Council, our community, our customers, and each other, all while being fiscally responsible and sustainable.

While we were not able to fund all of City Council’s priority areas this year, the proposed budget is a big step in the right direction.

There are many examples throughout the budget that demonstrate a commitment to the City’s strategic anchors; however, I’ve chosen to focus here on some examples related to public safety that illustrate how those anchors relate to one another. Public Safety is at the forefront of ensuring that Chesapeake is an exceptional place to live, learn, work, farm, and play. It is also an area in which our commitment to providing outstanding service to our customers and our community is on display daily.

One of the cornerstones of public safety is the ability to respond quickly to an emergency situation, when every second counts. The operating budget contains funding for six new positions in the Fire Department to staff the new Medic 10. Currently, the new Station 10 in Bowers Hill does not have a medic unit in service and the area is served by units from surrounding areas. The Bowers Hill, Airline Boulevard, Deep Creek, and Western Branch/Jolliff areas have all experienced significant growth and residents have requested a staffed medic unit for several years. Adding this unit will help the City meet the demands of increased call volume throughout the area. By adding Medic 10, we anticipate a decrease in average response time of approximately three-and-a-half minutes.

In addition to these positions, increased funding has been programmed in the CIP for FY 2022 to fully fund the replacement of Fire Station 11 at Dock Landing. The new Dock Landing station will be a

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modern station that can comfortably expand the number of firefighters assigned each day and

accommodate gender separation. This new facility also provides a significant safety upgrade important to the long-term health of the staff by including a modern ventilation system in the apparatus bays.

This ensures that the exhaust from vehicles and equipment does not spread into the living areas of the building.

One of the first steps in any comprehensive public safety response model is planning. The operating budget also includes funding for a new Emergency Management Coordinator position. While the City’s Fire Chief has traditionally held this role, the events of the past year have clearly demonstrated the need for a dedicated full-time resource to administer this program. The purpose of the position is to develop and manage a comprehensive disaster and emergency management program for the City, including disaster mitigation, preparedness, planning, training, education, response, and recovery.

The work of our Police Officers is at the forefront of keeping our community safe and secure. In return, it is vitally important that we provide our team with the tools that they need to do their jobs safely, efficiently, and effectively. Every day, many hours are spent on paperwork, incident reporting, etc.

Police departments across the county are under intense scrutiny and subject to ever-increasing reporting requirements. While important, these documentation demands can impact the timely filing of reports and ultimately reduce productivity. Based on a recently completed pilot program, we’ve allocated funding for dictation software designed specifically for law enforcement to translate spoken words into written text. This should significantly increase efficiency as it’s been demonstrated that both officers and detectives are able to reduce time spent writing reports and notes by 33%. This will ultimately allow them to return to available status faster and respond to the next call for service, helping to keep each other and our community safe and secure.

While the safety and security of our community is essential, so too is the safety and security of our information resources and our technology infrastructure. This is also critical to ensuring that we can continue to provide outstanding service to our customers and our community without interruption and can do so in a fiscally responsible and sustainable manner. It seems that every few months another report emerges about a major corporation or governmental entity that has been a victim of some type of cyber-attack. Sensitive data getting into the wrong hands can have devastating consequences for customers and the organization as a whole. Rest assured that we have a strong cybersecurity program today. However, as part of ongoing efforts to fortify the City against cyber-attacks, the FY 2022 budget includes a number of projects and initiatives related to improving our data security.

On the capital side, “Enterprise-Wide Next Generation Identity Access Management” funds the implementation of a suite of tools and technologies to improve Identity Access Management (IDAM) across the enterprise. This project will aid with the management of secure user authentication, user management, user authorization, and user access rights. These tools will aid the City in adhering to the Center for Internet Security (CIS) Critical Security Controls framework.

Another project focusing on ensuring data security is “Data Access Governance Design and

Implementation.” The project will improve the City’s cybersecurity program by implementing a data access governance system that will help the City reduce the risk of exposure of sensitive information.

This project will expand Information Technology’s ability to track what data exists across the

enterprise, its classification under various regulatory requirements, where the data is located, and who has access to it. This will enhance the City's ability to combat both external and internal threats.

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Funding has also been included in Information Technology’s operating budget for a new Systems Security Engineer position. This position, in coordination with the Systems and Network engineering teams, will be responsible for safeguarding the City’s computer networks and systems to improve the City’s security posture. Information Technology’s operating budget also includes increased funding to procure security-related professional services. These services would include consulting services to assist the city to mature its security program and develop and expand our governance framework and policies.

These investments in securing City data and transactions improve the City’s ability to provide

outstanding service to Council, our community, our customers, and each other by helping to minimize the risk that our systems will be compromised, negatively impacting our ability to provide critical services to our customers.

Summary

As you can see, our goal with this budget is to begin the process toward aligning our resources to achieve Council’s strategic priorities and to be transparent as we help Council and our community make important choices. Toward that end, I hope that you find the information in these two documents to be clear and informative. While aligning our budget to address Council’s strategic priorities will be a multi- year journey, I believe that this budget represents an important first step. We look forward to working with you in the coming weeks as we endeavor to make Chesapeake an exceptional place to live, learn, work, farm, and play.

Sincerely,

Christopher M. Price City Manager

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CITY OF CHESAPEAKE ORGANIZATION

The City of Chesapeake derives its governing authority from a Charter granted by the General Assembly of the Commonwealth of Virginia on January 1, 1963. The City is organized under a Council-Manager form of government in which the citizens elect the Council and the Council appoints the City Manager. Council also appoints the City Attorney, City Clerk, Real Estate Assessor, Planning Commission Members, Internal Auditor, and members of other boards and commissions. The Sheriff, Treasurer, Clerk of the Circuit Court, Commonwealth’s Attorney, School Board, and Commissioner of the Revenue, are elected by the citizens.

The City department heads are appointed by the City Manager.

Cities in Virginia are unique from those in most of the rest of the country. In Virginia, cities are independent of counties; therefore, they usually provide all local governmental services, including those typically provided by counties. As an independent city, Chesapeake is not located in a county. The City provides a full range of general governmental services for its citizens, including, police and fire protection, collection and disposal of refuse, water, and sewer services, parks and recreation, libraries, and construction and maintenance of highways, streets, and infrastructure. Other services provided include social services, planning and zoning, mental health assistance, and general administrative services. The separately elected Chesapeake School Board provides public education for students in grades kindergarten through twelve. Since the School Board is fiscally dependent upon the City and the City Council must appropriate all school funds, the school capital improvement program is included in this document. Finally, certain services, including public health, agricultural services, and judicial services are shared with the Commonwealth of Virginia; only the City’s portion of those agencies are included in the operating budget.

The Citywide organizational chart on the following page lists each City department or agency and its relationship to the City Council, City Manager, and the citizens.

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MANAGER CITY

CITY CLERK REAL ESTATE

ASSESSOR COMMISSION ^PLANNING BOARDS &

COMMISSIONS CIITY AUDITOR

CITY ATTORNEY

TREASURER CITY

COUNCIL

CLERK OF THE

CIRCUIT COURT

COMMONWEALTH'S

ATTORNEY

SCHOOL

BOARD

COMMISSIONER OF THE REVENUE

SHERIFF

ELECT

APPOINTS

CITIZENS

DEPUTY CITY MANAGER

CITYWIDE ORGANIZATIONAL CHART

SCHOOL BOARD SHERIFF ^TREASURER

CLERK OF THE CIRCUIT COURT

COMMISSIONER

OF THE REVENUE

COMMONWEALTH'S ATTORNEY

PLANNING

COMMISSION BOARDS &

COMMISSIONS

CITY

AUDITOR CITY

CLERK REAL ESTATE ASSESSOR

CITY ATTORNEY

Budget Finance Information

Technology Procurement Records / FOIA

Management Chesapeake

Public Libraries Customer Contact Center

Human Resources Human Services

Parks, Recreation, &

Tourism

DEPUTY CITY MANAGER

Central Fleet Development &

Permits Fire/Emergency

Management Police Public Utilities

Public Works

DEPUTY CITY MANAGER APPOINTS

DIRECTLY SUPERVISES

Economic Development

Planning Public Communications

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Richard “Rick” West Mayor

Dr. John de Triquet, Vice-Mayor R. Stephen Best, Sr.

Don J. Carey, III Matthew R. “Matt” Hamel

Robert C. Ike, Jr.

S.Z. “Debbie” Ritter Susan R. Vitale

Dr. Ella Ward

City Council

Victoria L. Proffitt Chair

Colleen C. Leary Vice-Chair Samuel L. Boone, Jr.

Patricia Y. King, MD Thomas L. Mercer, Sr.

Harry A. Murphy Christie New Craig

Angie Swygert Michael J. Woods

School Board Clerk of the Circuit Court

Alan P. Krasnoff

Commissioner of the Revenue

Frank King

Commonwealth’s Attorney

Nancy G. Parr

Sheriff

Jim O’Sullivan

Treasurer

Barbara O. Carraway

City Manager

Christopher M. Price

City Attorney

Jacob P. Stroman

City Auditor

Darren Padilla

(Acting)

City Clerk

Sandra M. Madison

Real Estate Assessor

Gregory H. Daniels

Deputy City Manager

Dr. Wanda Barnard-Bailey Chesapeake Public Library

Amanda Jackson Customer Contact Center

Phyllis Edwards Human Resources

Allison Myers Human Services

Jill Baker

Parks, Recreation & Tourism Michael Barber

Deputy City Manager

Laura Fitzpatrick Budget Department

Jonathan Hobbs Finance Department

Nancy Tracy Information Technology

Scott Fairholm Procurement Anthony Cannion Records/FOIA Management

Monica Wilburn

Deputy City Manager

Robert “Bob” Geis Central Fleet George Hrichak Development & Permits

Jay Tate

Fire/Emergency Mgmt.

Chief Ed Elliott Police Chief Kelvin Wright

Public Utilities David Jurgens

Economic Development Steven Wright Planning Department

James McNamara (Acting)

Public Communications Heath Covey

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HOW TO READ THE CAPITAL IMPROVEMENT PROGRAM (CIP) DOCUMENT

The Capital Improvement Program (CIP) Document is comprised of 14 sections. The first section is the Manager’s Message. It highlights the significant changes from the current CIP, the City’s priorities, and issues affecting the coming fiscal year.

The second section, the Overview, describes the City’s organization, the CIP document, and the process for developing the budget. It also documents the City’s short and long-term financial and budgetary policies, summarizes the City’s debt management policies, describes how the CIP aligns to the City’s vision and the Comprehensive Plan, explains the City’s financial structure, and provides highlights of the City’s capital program.

The third section, Summaries, provides a high-level overview of all of the revenues and appropriations included in the CIP as well as an index of all projects included in the document.

Specific information about each project is included in the next nine sections:

Community Facilities This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing City buildings, grounds, and other assets that the City owns (excluding Schools and certain public safety and recreational facilities).

Economic Development This section contains projects related to the enhancement of the City as an economic engine providing increased opportunities for financial viability.

Education This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing Chesapeake Public School facilities, grounds, and other assets that the Schools own including technology systems and buses.

Information Technology This section contains projects related to the study, design, and acquisition of major technology systems, as well as maintenance and replacement of major components of these systems.

Parks, Recreation, and Tourism This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing parks and recreational facilities, and other recreational or tourism generating assets.

Public Safety This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing public safety facilities. In addition, the section includes the replacement of major equipment and projects related to the study, design, and acquisition of major technology systems used to ensure public safety, as well as maintenance and replacement of major components of these systems.

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Public Utilities This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing water distribution and sanitary sewer facilities. In addition, the section includes projects related to the study, design, and acquisition of major technology systems used to ensure the effective operation of the water and sanitary sewer systems as well as maintenance and replacement of major components of these systems.

Stormwater This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing stormwater and water quality facilities.

Transportation This section contains projects related to new construction as well as the study, design, and construction of additions, expansions, and major maintenance of existing transportation infrastructure within the City. It also contains projects related to the efficient operation of the facilities maintained by the Chesapeake Transportation System.

The Ordinances section contains the legal documents that City Council will consider in order to adopt the appropriations included in this document.

The final section is the Appendix. It includes sections of the City Charter pertinent to the CIP, summaries of projects that were requested but did not receive funding, a list of projects that are being abandoned, summaries of the City and School lockboxes, the City’s two TIF districts, proffers available for capital financing, and common acronyms used in the CIP.

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ALIGNING THE BUDGET WITH CITY COUNCIL’S VISION

Chesapeake City Council has adopted both a long-term vision statement for the City and a number of plans which provide a roadmap for achieving that vision. The City’s annual Operating Budget and Capital Improvement Program (CIP) define and allocate the resources necessary to implement those plans. The vision statement, as adopted by City Council during 2020, says:

Chesapeake will be economically strong, culturally diverse, and environmentally responsible, with a quality of life that defines our city as an exceptional place to live, learn, work, farm, and play. As the City continues to grow, it will be a progressive and well-connected community of treasured rural areas, vibrant residential neighborhoods, and thriving commercial and industrial centers.

Moving forward, we will build on our strengths to create an unparalleled city that meets our full potential.

CARE Standards – Commitment to Serve

In addition to the Vision, the City organization has a set of organizational values, known as the CARE standards, which the staff embodies as they carry out the work of the City. The se Organizational Values stipulate that as employees perform their work for and on behalf of the residents of and visitors to Chesapeake that that they are:

Courteous – Making customers feel welcome, appreciated, and respected.

Attentive – Enhancing the ability to identify the needs and concerns of customers.

Responsive – Acting upon customers’ needs and providing follow-up in a timely manner.

Empowered – Possessing knowledge, resourcefulness , and creativity to address customer needs.

Guiding Principles for Budget Development

At their 2020 planning retreats, City Council also revised their budget guiding principles, as follows:

1. No increase in the real estate tax rate 2. Do not add new fees

3. Do not supplant losses in State or Federal funds with local funds

4. Deviation from the first three principles is only permissible when addressing City Council’s Strategic Priorities

Strategic Anchors

In addition to these four guiding principles, the City has developed three Strategic Anchors which guide our actions and our decision-making processes. As the Operating Budget and CIP for FY 2022 were developed, alignment with the strategic anchors was reviewed in the decision-making process. As the City continues to emphasize the use of these strategic anchors, future versions of the CIP will highlight how various projects ensure the City is in alignment with the anchors. The Strategic Anchors are:

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 We help make Chesapeake an exceptional place to live, learn, work, farm, and play (Based Upon Our Vision)

 We provide outstanding service to council, our community, our customers, and each other (Based Upon Our Values)

 We will be fiscally responsible and sustainable (Based Upon Our Budget Guiding Principles)

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ALIGNING THE CIP TO THE COMPREHENSIVE PLAN

The most significant strategic plan that the City Council adopts is the Comprehensive Plan. This plan highlights 16 goal areas, with each goal area having a number of associated objectives.

The following section outlines these goal areas, the corresponding objectives, and a project included in the FY 2022 - 2026 CIP that is critical to the achievement of one or more of the objectives. It should be noted that some of these objectives are not accomplished through a capital project and are instead realized through the development and implementation of City policy or through the City’s Operating Budget. Additional information about each project listed can be found on the project detail sheet later in this document.

Goal Area - Economy - The City will achieve an economic development base that is both flexible and resilient by supporting a diverse work force that takes advantage of Chesapeake’s economic and physical assets.

Objectives

 The City will identify opportunities to expand its inventory of commercially-zoned property.

 The City will identify opportunities to meet the infrastructure and technology needs of its businesses and citizens.

 The City will strive to provide an available and qualified workforce for its businesses.

 The City will continue to expand the diversity of its economic base.

 The City will continue its formalized, proactive business retention program.

 The City will recognize and promote unique economic development opportunities.

Project Alignment - CIP 06-250 “Industrial Waterfront Study” will provide for a study of the City’s industrial waterfront along the Southern Branch of the Elizabeth River. Study

outcomes will include a "highest-and-best-use" analysis of waterfront properties based on land use, zoning, infrastructure, and risks and implications of documented sea level rise and recurrent flooding to vulnerable areas. The study is anticipated to yield recommendations for better use of under-utilized properties to enhance economic vitality, as well as the

development of a strategic resiliency plan for adapting to various threats. As with many projects in the CIP, completion of this project will achieve multiple positive outcomes related to economic vitality and environmental stewardship.

Goal Area - Land Use and Development - The City will achieve a land use pattern that is economically stable and responsibly grown over the course of time.

Objectives

 The City, through its Land Use Plan, will achieve a pattern of compatible land use and growth that is balanced between industrial, commercial, housing, public facilities, agricultural and open space uses.

 The City will plan in a proactive manner to ensure that new development supports and complements existing development.

 The City will monitor changes in circumstances that may result in the need to review the Comprehensive Plan and initiate amendments if necessary.

 The City will continue to manage detrimental impacts from noise.

 Chesapeake will continue to provide for the special needs and considerations of unique areas and circumstances through the development and implementation of special area studies and plans.

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Project Alignment - A key challenge to implementing the vision for the Great Bridge Village is that most properties in the area are zoned for their current use. Beyond compliance with the Great Bridge Historic Gateway Overlay District standards for new construction or major exterior renovations, most property owners have little incentive to perform property improvements that contribute to the design vision. CIP 04-250 “Great Bridge Village Plan Implementation Seed Funding” will spur implementation of the 2008 Great Bridge Village Design guidelines, supported by the Great Bridge Historic Gateway Overlay District. This funding will be used to encourage private investment in the area that promotes the guidelines vision. Funding may also be used for targeted public capital improvements that are intended to achieve and/or augment the historic design themes and standards for the established character districts.

Goal Area - Growth Management - The City will ensure that public services and utilities are available to support both the existing land uses and the expected growth rates of people and jobs in accord with the Comprehensive Plan.

Objectives

 Timing - The City will plan for density and intensity of land development to generally be highest in areas with public water and sewer service, good roads, and transit access; therein, the City will use the design and location of its future utility and transportation facilities to guide the location, pattern, character, and timing of growth.

 The City will target a coordinated and balanced policy for the funding and construction of public facilities, including maintaining a moderate and reasonable tax rate to support an optimum level of City services.

 Form - The City will plan with the assumption that growth will continue to occur in Chesapeake and will evaluate all proposed land uses and development densities for conformance with the Comprehensive Plan and other applicable policies, ordinances, and regulations.

Project Alignment – A significant project that will right-size existing infrastructure to better align with development that has occurred over a number of years is CIP 08-180 “Deep Creek AIW Bridge

Replacement.” This project will replace the federally-owned Deep Creek Atlantic Intracoastal Waterway (AIW) Bridge, and construct improvements to the approaching roadways.

The current two-lane bridge crosses the Atlantic Intracoastal Waterway and carries approximately 25,000 vehicles per day. The bridge was constructed in 1934 and is functionally obsolete and weight- restricted, requiring emergency vehicles to utilize alternate routes to serve the areas on either side of the bridge. Additional funding is being added to the project in FY 2022 to procure a construction engineering consultant to ensure that all VDOT and FHWA material and testing requirements are followed during the construction phase, which is required to ensure the $20 million in VDOT funding is fully reimbursable.

Goal Area - Natural Resources - The City will sustain and improve the quality of the natural environment and its systems – air, water, natural habitats, and wetlands.

Objectives

 Direct incompatible development away from areas which are characterized by poor soils and toward areas where the extension of public sewer exists or is planned.

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 The City will continue to promote water quality protection by implementing its existing protection program as well as seeking new solutions as additional information and technology become available.

 Development and redevelopment will be designed in such a way as to mitigate for the potential impacts from flooding and sea level rise.

 The City will assess and protect its groundwater supplies.

 The City will create site specific data for its wetland areas and incorporate development design criteria to enhance its wetland protection efforts.

 The City will develop local fishery protection measures.

 The City will identify and facilitate the provision of future public waterfront access areas.

 The City will consider the suitability of different water access types in relation to physical constraints, water quality conditions, fish breeding and spawning areas, and oceanographic characteristics, as well as its own plans and policies.

 The City will identify realistic, cost-effective measures that provide tangible benefits to local air quality, as well as long-term quality of life and economic benefits.

 The City will pursue a multi-faceted habitat preservation strategy to provide sustainable natural habitats while promoting responsible development patterns for the City’s future growth needs.

 The City will strive to develop and adopt an Urban Forest Management Plan to include the assignment of resources to implement the plan.

Project Alignment - Water quality is a critical component of ensuring a balanced ecosystem. In the FY 2021 CIP, Year 1 funding to CIP 73-120 “BMP Restoration Citywide” was eliminated because of

anticipated revenue reductions due to COVID-19. The FY 2022-2026 CIP includes the restoration of funding for this project. Best Management Practices (BMPs) are facilities or devices used to reduce pollution in stormwater runoff, thereby protecting area waterways. These are often permanent facilities designed to handle runoff in a specific area. BMPs reduce the flow, allowing for filtration of pollutants before the stormwater enters streams, rivers, lakes, and bays. This improves water quality, which is one of the main outcomes identified in this goal area.

Goal Area - Housing - The City will foster the development and maintenance of a diverse, safe and quality housing stock that is affordable to all people who live or work throughout Chesapeake.

Objectives

 Strive to improve the condition, availability, affordability and accessibility of the City’s housing stock.

 Explore alternative approaches for funding affordable housing programs.

 Strive to offer a diverse and balanced inventory of housing designed to satisfy the consumer, located in vibrant, distinct settings across the City.

 Strive to provide a variety of housing options to meet the needs of an aging population, as well as persons with special needs.

Project Alignment - Many of the City’s housing programs are accomplished through the Consolidated Plan, funded primarily with federal CDBG and HOME funds, which are not included in the CIP and are instead accounted for through grant funds. While not directly related to the accessibility of housing, a new project included in this year’s CIP that will have an impact on residential neighborhoods is CIP 12- 260 “Residential Traffic Calming Program.” This program will invest funding in neighborhoods where traffic calming devices will be deployed to help make neighborhood streets safer. By making residential streets safer, each residents quality of life is improved and neighborhood conditions are enhanced.

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Goal Area - Transportation - The City will achieve a safe, efficient, economical, and multi-modal transportation system, including rail, bicycle, pedestrian, public transportation, airport and seaport modes, while recognizing that pressures for increased motor travel will continue and that community disruption and adverse environmental impacts should be minimized.

Objectives

 The City will coordinate land use and public facilities development with the transportation system in order to ensure safety, efficiency, and convenience.

 Balance the priorities of motor vehicles with those of bicycles and pedestrians in the design of roadways and land use patterns so that most residents have the choice to walk and bicycle conveniently to shopping, schools, and recreation.

 Public transit service should be considered throughout the City and region whenever

economically viable to serve special target groups, and to reduce dependency on automobiles.

 The City will continue to aggressively pursue funding for needed transportation improvements.

 The City will pursue strategies that reduce travel demand for single occupancy vehicles, especially during peak commuting hours.

 The City will maintain and enhance its rail services as is practical and compatible with the surrounding community.

 The City will continue to support the trucking industry as an important component of the overall commercial traffic system within the City and will work to minimize its impact to the

community.

 The City will enhance its air services and ensure that impacts of this use on existing and future development are minimized.

 The City will continue to support the expansion of the Hampton Roads port and maritime industries as a means of enhancing Chesapeake’s economic base while minimizing impacts to surrounding land uses and the transportation system.

Project Alignment - One of the projects receiving an increase in programmed funding in FY 2022-2026 is CIP 26-220 “Citywide Sidewalk Installation.” This project will allow for additional linear feet of sidewalk and other pedestrian pathways to be constructed throughout the City. In addition to serving as a mobility alternative and ensuring greater connectivity between neighborhoods, these new sidewalks and pathways will also serve as a recreational asset for walking, jogging, and biking, again achieving multiple positive outcomes for the citizens of Chesapeake.

Goal Area - Water and Sewer - The City will provide an adequate level of public water and sewer services that are safe to the public and cost efficient.

Objectives

 Develop new and existing sources of potable water to meet the City’s water demand needs through 2045.

 The City will maintain a strong proactive position against potential contamination of Chesapeake’s water supply.

 Maintain in good condition the existing water supply and sewer infrastructure. Replace portions of the existing infrastructure as needed when it becomes deteriorated or obsolete.

 Extend public water and sewer services to existing development in the Public Utilities Franchise Area.

 Public Sewer service will only be provided to those areas within the existing Public Utility Franchise Area, and only at a time that is consistent with the City’s overall growth management strategy.

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 The use of public funds for sewer facilities and infrastructure will be prioritized and distributed according to substantial need. A variety of funding options will be considered when funding these improvements.

 Private wastewater facilities are discouraged.

Project Alignment - Programmed for funding in FY 2026, CIP 28-200 “Norfolk Highlands Elevated Tank Rehabilitation” provides for various maintenance activities, including painting the interior and exterior surfaces, making minor structural repairs, installing a mixing system, upgrading safety devices, and installing water quality monitoring equipment. The project also includes funding to increase the height of the tank to make better use of its available storage volume. The 250,000-gallon tank provides storage for the Norfolk Highlands and Indian River areas of Chesapeake. The tank is an important part of the water resource infrastructure in the area of the City served with bulk water purchased from the City of Norfolk.

Goal Area - Solid Waste Management - The City will ensure the provision of an environmentally sound and efficient solid waste management system.

Objectives

 The City will maintain waste collection services within the legal framework prescribed by governing bodies and within best management practices.

 The City will continue to emphasize and encourage “big bin” recycling participation by citizens in order to divert waste from local landfills and to reduce tipping fee costs.

 The City will encourage public participation in the decision making process when major solid waste management and planning issues are being considered.

 The City will continue to work within the regional framework for solutions to solid waste management problems.

Project Alignment - While the vast majority of solid waste management activities are funded through the operating budget, CIP 02-160 “Solid Waste Facilities Relocation” includes funding for the design and construction of new solid waste facilities to replace the facilities at Butts Station in Greenbrier. The new facilities will include administrative offices, secure storage for containers and equipment, employee parking, and refuse truck parking.

Goal Area - Stormwater Management - The City will implement a stormwater management program to protect the health, safety, and welfare of Chesapeake residents and to ensure that public drainage facilities are adequate to handle future runoff requirements.

Objectives

 The City will ensure that public drainage facilities are of adequate capacity and design to handle future runoff requirements.

Project Alignment - A new project included in the CIP is “Broadlawn Apartments Outfall Improvements.”

Located in the South Norfolk area of the City, this project will address the failing public outfall system for Broadlawn Apartments. Improvements funded by the project include the replacement and resizing of approximately 1,500 linear feet of storm pipe and installation of additional storm pipe under the railroad track. In addition to impacted private properties, there are several City properties impacted by the damaged and undersized pipe system, including a public school. Ensuring that stormwater systems and infrastructure are properly maintained and sized helps to drain water for storm events more rapidly, protecting residential and commercial properties and improving roadway safety.

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Goal Area - Franchise Utilities - Power: The City will work with power franchisees to improve the safety, efficiency, dependability and aesthetic impact of power utilities; Communications: The City will

encourage the development of a robust, aesthetically sensitive, dependable and efficient telecommunications infrastructure in order to remain competitive in a global economy.

Objectives

 The City will encourage the location of utilities underground.

 The City will encourage the development of alternative energy sources.

 The City will promote the provision of wireless facilities in a manner that is sensitive to the aesthetic concerns of its citizens.

 The City will promote the provision of fiber optic cable.

 The City will develop policies that encourage telecommuting.

Project Alignment – CIP 04-220 “City Fiber Optic Broadband Network” provides initial funding to

support the construction of the proposed Chesapeake Next Generation Network (C-NGN) which consists of a carrier-grade fiber-optic backbone with resilient, high-speed connections to all current and future City, School, and Library facilities, along with a wireless overlay to extend connectivity to pump stations, water meters, intelligent transportation infrastructure, and other “Smart City” and public safety

applications.

The City has recently completed a year-long planning effort to clearly define Chesapeake’s broadband needs and to identify the best way to meet those needs both from a technical perspective by developing an optimal technical architecture and from a business perspective by evaluating the various

implementation and business model options to determine the best path forward. The Master Plan developed from this effort provides a detailed business case, financial analysis, and roadmap for deployment of the C-NGN. This CIP, when fully funded, allows for the deployment of the network.

This project will enhance the City by providing economical connectivity for all public sector sites and private investment in ubiquitous competitive broadband options for the community. Specifically, C-NGN will:

• Provide affordable, broadband services to all City, School, and Library facilities

• Leverage the Subsea Cables and Regional Connectivity Ring

• Ensure network financial and operational sustainability and resiliency

• Make Chesapeake an exceptional place to live, learn, work, farm, and play by:

o Better serving citizens, businesses, and visitors

o Creating a catalyst for private investment in broadband services to all citizens and businesses throughout the City

o Creating a catalyst for community and economic development

Goal Area - Design - The City will establish a unique economic, cultural, and visual identity for Chesapeake as a regional destination by promoting the unique character of the Urban, Suburban and Rural Overlay Districts, prioritizing areas to be designated for transit-oriented design and higher densities, and by recognizing the unique design characteristics of individual communities.

Objectives

 The City will promote the highest quality of residential and community design at various price points.

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 Major activity centers and commercial and office developments adjacent to residential neighborhoods and along major City thoroughfares should be of the highest quality for architectural design, building materials, and site design.

 Encourage a higher level of architectural design and site layout for properties within industrial parks and industrial properties along major thoroughfares and City gateways.

 Municipal buildings, schools, and public parks are the focus of community life and should establish the standards for architectural design and landscaping in the city.

 Ensure that all new development will be designed to have a minimum impact on open space and natural areas.

 Integrate meaningful natural environmental areas, open space, trails, and recreation areas into developments.

 Balance the priorities of motor vehicles with those of bicycles and pedestrians in the design of roadways and land use patterns so that most residents have the choice to walk and bicycle conveniently to shopping, schools, and recreation.

 Identify existing major roadways and medians for enhanced landscaping and streetscape treatment and require landscaping in future roadway projects.

 Create visually attractive and distinctive City gateways that are integral with, not contrary to their surroundings.

 Provide right-of-way and streetscape improvements for beautification and to encourage community reinvestment.

 New development shall enhance the visual character and pattern of neighborhoods and commercial areas and allow for a greater range of densities and mixtures of uses over time.

 Infill residential developments throughout the City should be compatible with the surrounding properties in terms of architectural style and design elements, height, massing, and setbacks.

 Continue to provide for low density residential development in the Suburban Overlay District while promoting a variety of site design and housing styles.

 Consideration should always be given to the mitigation of any undesired impacts between adjacent uses; good design practices should be used to ensure land use compatibility.

 Further define the Dominion Boulevard Mixed Use Corridor.

 Maintain and foster the continued development of Chesapeake’s historical and distinct villages.

 Encourage existing sites to add curb appeal and landscape code compliance upgrades.

 Focus development in the transit oriented areas and encourage moderate and high density development within these areas.

 Encourage mixed-use development within transit-oriented villages.

 Foster unique identities for each of the activity centers as they redevelop. Encourage each center to have slightly different characters and to maintain ties to adjacent neighborhoods, as appropriate.

 Emphasize streetscape, pedestrian-oriented design, and accessibility to potential transit station locations.

 Continue to promote a high standard of building materials and design within the Transportation Corridor Overlay District through discretionary land use applications.

 Develop a strategic plan to implement recommendations of the Great Bridge Master Plan and Design Guidelines including the identification of public and private partnership opportunities.

 With the construction of a new Jordan Bridge, the Poindexter Corridor Strategic Development Plan should be updated to reflect the new bridge’s impact on surrounding land uses.

 Support the recommendations and action items identified in the Greenbrier TIF District Plan.

Project Alignment - As part of the City's branding initiative, it is important to ensure major activity centers and thoroughfares are aesthetically pleasing and provide enhanced identification of City

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borders. CIP 36-240 “Enhanced Signage & Landscaping at Entrances to the City” provides funding to replace, enhance or add signage and landscaping at strategic bridges, waterways, intersections, and at City borders. This project will provide right-of-way and streetscape improvements for beautification to encourage community reinvestment. Initial priorities will include signage on Battlefield Blvd. at the City’s border with North Carolina; Portsmouth Blvd. at the Suffolk City line; signs at the Route 58 and Access Road intersection; and Route 17 at the North Carolina border. Additionally, signage would be added to selected bridges and overpasses. Other improvements included landscaping enhancements at selected intersections and rights-of-way. Enhanced signage is also need for waterways and will include reflective signage for bridges at Great Bridge, Centerville Turnpike, Chesapeake Expressway, the North Landing Bridge, Veterans Bridge, the High Rise Bridge, Deep Creek Bridge, the Ballahack Boat Ramp, and the Gilmerton Bridge.

Goal Area - Education - The City will provide facilities and services that will meet the changing needs of current and future generations, and will continue to foster the integration of school facilities into the overall fabric of the community.

Objectives

 The City will continue to create a positive relationship between school construction and school capital needs to prevent overcrowded conditions in school.

 The City will continue to seek funding alternatives for schools that are fair to all citizens and that will adequately fund school capital needs.

 When determining overall school capital facility needs, consideration will be given to major maintenance and technological issues as well as new construction needs.

 The City will continue to encourage the efficient use of capital funds.

 The City will continue to foster the integration of school facilities into the overall fabric of the community.

 While private schools are not subject to the same building and site requirements as public schools, they should be held to similar standards for community compatibility.

 The City of Chesapeake will seek and nurture opportunities to increase higher learning for its residents.

Project Alignment - A significant requirement of most employers when looking for a community in which to expand or relocate is the availability of a skilled workforce. Through the years, many

Chesapeake residents have taken advantage of the convenience and quality educational opportunities provided at the Cedar Road campus of Tidewater Community College. The CIP includes $1.5 million in FY 2022 for CIP 40-200 “Tidewater Community College - Science/Engineering Building.” This project will allow the City to invest in higher education by providing site preparation support for the new Science and Engineering Building at TCC’s Cedar Road campus.

Goal Area - Public Service Facilities - The City will continue to provide excellent public facilities and services including police, fire and emergency services, libraries, human services, and community services for persons with special needs, as well as adequately planning for the development of new public facilities and services in the future.

Objectives

 Public services and supporting facilities will be provided in a manner that consistently exceeds state standards or accreditation requirements.

 The City will strive to maintain its excellent public safety record and will continue to develop strategies to maintain this high level of service.

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 The City will strive to balance future growth with its ability to provide adequate Fire and EMS services, by finding efficient and effective means of providing the necessary facilities and equipment to ensure quality services.

 The City will endeavor to develop a Library System that is sized adequately to serve a growing population, and that is accessible to all Chesapeake citizens regardless of age, handicap, location, or socio-economic status, while pursuing technology advancements and alternative funding to help improve the quality and availability of library resources and facilities.

 The Human Services Department will work with other human services providers, including non- City entities, in an interdisciplinary, collaborative, and proactive process to meet the needs of citizens, including the creation of a human services campus.

 CIBH will continue to provide a continuum of mental health, substance abuse, and intellectual disability services that are treatment and recovery oriented and that will assist individuals with integration in the community, as well as improving their quality of life.

 Carefully evaluate the building’s design, materials, and landscaping to provide high quality architectural design that will set the standard in the community.

 Location of public facilities shall be in conformance with the policies of the Comprehensive Plan.

 Provide for the development and placement of cost effective and efficient facilities.

Project Alignment - There are a number of aged public facilities throughout the City that require attention. CIP 28-190 “Dock Landing Fire Station #11 – Replace” is just one of several projects intended to begin making major investments to replace these facilities with modern, efficient buildings. The current building is more than 50 years old, is in poor condition, and needs replacement. A new design is needed to accommodate gender separation and to comfortably expand the number of firefighters assigned each day. The current design also permits diesel exhaust to enter the living areas of the building, which creates an unsafe environment for firefighters. The initial plan was to rebuild on the existing parcel, but a better-suited location for construction has been identified. This project will

relocate and construct a new Dock Landing Fire Station that can accommodate a modern fire service and better meet the current and future needs of this growing area of the City.

Goal Area - Parks and Recreation - The City will provide a parks and recreation system that will serve all segments of its population with a variety of facilities and programs necessary to meet expressed needs.

Objectives

 Ensure that new parks and recreation facilities are located in areas consistent with the objectives of the Comprehensive Plan in terms of need and compatibility.

 The location of local parks should be consistent with sound neighborhood planning principles.

 The City or developers should provide a variety of recreational amenities to address the needs of a diverse population.

 Existing parks and recreation facilities must be maintained as an integral part of the overall recreational network and existing facilities should be enhanced as feasible.

Project Alignment - Another project included in the CIP that will achieve multiple positive outcomes is CIP 15-240 “Blue Heron Landing Park on the Indian River.” This project will create a place to reconnect people with the historic Indian River while showcasing the beauty of restored tidal wetlands and riparian forests. Heron Landing Park will provide multiple services to both citizens and wildlife such as improved habitat for marine birds and animals, improved air and water quality, a looped trail through marshes and maritime forests for observing nature, and access for kayaking and fishing. This project will include the removal of broken bulkhead, and replacement with a naturally sloped living shoreline (which will

APPROVED Capital Improvement Program FY

APPROVED

Capital Improvement Program

FY 2022 - 2026

City of Chesapeake, Virginia

CAPITAL IMPROVEMENT P ROGRAM

Fiscal Year 20 22 through Fiscal Year 2026

RICHARD “Rick” WEST MAYOR

CITY COUNCIL

TABLE OF CONTENTS

CITY OF CHESAPEAKE ORGANIZATION

MANAGER CITY

CITY CLERK REAL ESTATE

ASSESSOR COMMISSION PLANNING BOARDS &

COMMISSIONS CIITY AUDITOR

CITY ATTORNEY

TREASURER CITY

COUNCIL

CLERK OF THE

CIRCUIT COURT

SCHOOL

BOARD

COMMISSIONER OF THE REVENUE

SHERIFF

ELECT

APPOINTS

CITIZENS

DEPUTY CITY MANAGER

CITYWIDE ORGANIZATIONAL CHART

SCHOOL BOARD SHERIFF TREASURER

CLERK OF THE CIRCUIT COURT

COMMISSIONER

OF THE REVENUE

PLANNING

COMMISSION BOARDS &

COMMISSIONS

CITY

AUDITOR CITY

CLERK REAL ESTATE ASSESSOR

CITY ATTORNEY

DEPUTY CITY MANAGER

DEPUTY CITY MANAGER APPOINTS

DIRECTLY SUPERVISES

Richard “Rick” West Mayor

Dr. John de Triquet, Vice-Mayor R. Stephen Best, Sr.

Don J. Carey, III Matthew R. “Matt” Hamel

Robert C. Ike, Jr.

S.Z. “Debbie” Ritter Susan R. Vitale

Dr. Ella Ward

City Council

Victoria L. Proffitt Chair

Colleen C. Leary Vice-Chair Samuel L. Boone, Jr.

Patricia Y. King, MD Thomas L. Mercer, Sr.

Harry A. Murphy Christie New Craig

Angie Swygert Michael J. Woods

School Board Clerk of the Circuit Court

Alan P. Krasnoff

Commissioner of the Revenue

Frank King

Commonwealth’s Attorney

Nancy G. Parr

Sheriff

Jim O’Sullivan

Treasurer

Barbara O. Carraway

City Manager

Christopher M. Price

City Attorney

Jacob P. Stroman

City Auditor

Darren Padilla

City Clerk

Sandra M. Madison

Real Estate Assessor

Gregory H. Daniels

Deputy City Manager

Deputy City Manager

Deputy City Manager

HOW TO READ THE CAPITAL IMPROVEMENT PROGRAM (CIP) DOCUMENT

ALIGNING THE BUDGET WITH CITY COUNCIL’S VISION

ASSESSOR COMMISSION ^PLANNING BOARDS &

SCHOOL BOARD SHERIFF ^TREASURER