PROPOSED Capital Improvement Program FY 2022 - 2026

PROPOSEDCapital Improvement Program

FY 2022 - 2026

City of Chesapeake, Virginia CAPITAL IMPROVEMENT PROGRAM

Fiscal Year 2022 through Fiscal Year 2026

S.Z. “Debbie” RITTER SUSAN R. VITALE

DR. ELLA WARD

R. STEPHEN BEST, SR.DON J. CAREY IIIMATTHEW R. "Matt" HAMELROBERT C. IKE, JR.

RICHARD “Rick” WEST MAYOR

CITY COUNCIL

DR. JOHN DE TRIQUET VICE MAYOR

CITY MANAGER CHRISTOPHER M. PRICE

TABLE OF CONTENTS

Manager’s Message City Manager’s Proposed Budget Transmittal Letter – March 23, 2021

Policies & Process City of Chesapeake Organization Citywide Organizational Chart How to Read the Capital Improvement Plan (CIP) Document Aligning the Budget with City Council’s Vision Aligning the CIP with the Comprehensive Plan CIP Process Policies Guiding the Development of the Capital Improvement Program Policies Guiding Debt Management Long-Term Financial and Programmatic Policies Financial Structure

Summaries Completed Projects SummaryIndex/List of All Projects Comprehensive Summary of Programmed Funding and Funding Sources Highlights of the FY 2022 - 2026 CIP

Community Facilities Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Economic Development Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Education Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Information Technology Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Parks, Recreation, and Tourism Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Public Safety Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Public Utilities Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

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Stormwater Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Transportation Section Summary of Resource Requirements and Funding Sources Project Detail Sheets

Appendix FY 2022 Capital Budget Appropriation Ordinance Attachment A - Capital Budget Appropriations Attachment B - Funding Sources Attachment C - Reductions in Funding Sources Attachment D - Abandoned Projects Attachment E - Transfers City Charter Provisions Governing the Budget Projects Requested But Not Funded Abandoned Projects City and Schools Lockbox Summary Tax Increment Financing (TIF) Districts Summary Proffer Summary Impacts of Capital Projects on the Operating Budget Acronyms

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March 23, 2021

The Honorable Mayor Richard W. West and Members of City Council City of Chesapeake, VA

Dear Mayor West and Members of City Council:

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.

Strategic Anchor #2

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

Strategic Anchor #3

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

“The City of Chesapeake adheres to the principles of equal employment opportunity. This policy extends to all programs and services supported by the City.”

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

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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 20 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.

City of Chesapeake 7 FY 2022-2026

CITYMANAGERCITY CLERK REAL ESTATE

ASSESSORPLANNING

COMMISSIONBOARDS &

COMMISSIONSCIITY

AUDITORCITY ATTORNEY

TREASURERCITY

COUNCILCLERK OF THECIRCUIT COURT

COMMONWEALTH'SATTORNEY

SCHOOLBOARD

COMMISSIONEROF THE REVENUESHERIFF

ELECT

APPOINTS

CITIZENS

DEPUTY CITYMANAGER

CITYWIDE ORGANIZATIONAL CHART

SCHOOLBOARD

SHERIFF TREASURERCLERK OF THECIRCUIT COURT

COMMISSIONEROF THE REVENUE

COMMONWEALTH'SATTORNEY

PLANNINGCOMMISSION

BOARDS &COMMISSIONS

CITYAUDITOR

CITY CLERK

REAL ESTATEASSESSOR

CITYATTORNEY

Budget

Finance

InformationTechnology

Procurement

Records / FOIAManagement

ChesapeakePublic Libraries

CustomerContact Center

HumanResources

Human Services

Parks,Recreation, &

Tourism

DEPUTY CITYMANAGER

Central Fleet

Development &Permits

Fire/EmergencyManagement

Police

Public Utilities

Public Works

DEPUTY CITYMANAGER

APPOINTS

DIRECTLYSUPERVISES

EconomicDevelopment

Planning

PublicCommunications

City of Chesapeake 8 FY 2022-2026 CIP


Richard “Rick” WestMayor

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 CouncilVictoria L. Proffitt

Chair

Colleen C. LearyVice-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 CourtAlan P. Krasnoff

Commissioner of the RevenueFrank King

Commonwealth’s AttorneyNancy G. Parr

SheriffJim O’Sullivan

TreasurerBarbara 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 LibraryAmanda Jackson

Customer Contact CenterPhyllis Edwards

Human ResourcesAllison Myers

Human ServicesJill Baker

Parks, Recreation & TourismMichael Barber

Deputy City Manager

Laura Fitzpatrick

Budget DepartmentJonathan Hobbs

Finance DepartmentNancy Tracy

Information TechnologyScott Fairholm

ProcurementAnthony Cannion

Records/FOIA ManagementMonica Wilburn

Deputy City ManagerRobert “Bob” Geis

Central FleetGeorge Hrichak

Development & PermitsJay Tate

Fire/Emergency Mgmt.Chief Ed Elliott

PoliceChief Kelvin Wright

Public UtilitiesDavid Jurgens

Public WorksEarl Sorey

Economic DevelopmentSteven Wright

Planning DepartmentJaleh Shea

Public CommunicationsHeath Covey


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.


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.


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:


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)


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.


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.


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.


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.


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.


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.


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


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.


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 “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


restore the shoreline to include a maritime forest). This project will also add park amenities to include a boardwalk, kayak launch, small picnic shelter, portable restrooms, and parking areas. Goal Area - Historic Resources - The City will incorporate Chesapeake’s historic resources and cultural heritage into the creation of a unique identity and image for the City. Objectives The City will foster the preservation and rehabilitation of significant historic sites and structures. Ensure that historic sites and structures are integrated as much as possible into new

development during the land development process. In order to curb the loss of important historic resources, the City should locate, designate, and

protect the City’s most important historic sites. Efforts should continue to educate the public about the importance and significance of the City’s

historic resources. All municipal actions should recognize the importance of historic preservation in the City of

Chesapeake. The City should facilitate economic development and tourism through the promotion of historic

resources in Chesapeake. Project Alignment – In June of 2020, City Council approved transferring $400,000 to CIP 83-250 “Cornland School Relocation (Phase I Deep Creek Village Historical Site).” The first phase of the project included funding for site and infrastructure development in order to relocate the Cornland School to a new site where it can be preserved. In the FY 2022 - 2026 CIP, $600,000 is being added in year two and the project is being retitled “Deep Creek Village Historical Site Phase I and Phase II.” Phase II will provide design specifications for the visitor building, installation of parking areas, and a walking trail. Additional project phases include construction of the visitor center, inclusion of the Superintendent's House, a warehouse/farmhouse replica, and interpretive signage and markers to allow residents and visitors to experience an important part of the City’s history. Goal Area - Cultural Facilities - The City will foster public and private art and cultural opportunities in Chesapeake for persons of all economic, cultural, and age groups. Objectives Maintain current art programs and expand opportunities for arts and culture through ongoing

civic support, including but not limited to enhanced citizen participation, funding, incentives, promotion, and use of city facilities and public spaces.

Through city planning, create physical environments where citizens and visitors can experience art in their daily lives.

Project Alignment – Development in the Western Branch area of the City with the arrival of Amazon, “The Grove” and additional housing developments along North Elizabeth Harbor Drive will increase the usage of City facilities and public spaces. Enhancing citizen participation in the arts requires expanding facilities or programs that can meet the demands of increased participation. CIP 06-260 “Libraries - Russell Memorial Addition” provides funding to expand the current library facility in Western Branch, the Russell Memorial Library, to allow citizens the opportunity for moments of discovery in the arts.

In addition to accessing these services through a traditional brick-and-mortar library facility, CIP 03-240 “Libraries - Book Lockers - Outlying Areas,” will allow citizens in southern Chesapeake the opportunity to more conveniently engage in library services. This project provides arts and culture through access to


information via non-traditional library outreach by utilizing space in other City facilities. CIP 13-250 “Libraries – Expansion of Services” will also allow the Library to increase its community reach and services via emerging technologies available in the library industry. This will include a number of possible solutions including, but not limited to, library kiosks, hold lockers, and self-service storefronts. Providing these important resources through a variety of means in a variety of locations will ensure that all citizens have access.


CIP PROCESS The City Charter requires the City Manager to prepare and submit to the City Council a five-year Capital Improvement Plan by April 1st for the next ensuing five (5) fiscal years to begin on July 1st. The proposed Capital Improvement Plan, which may be modified by the City Council, is required to be adopted by a majority vote of the City Council at least forty-seven days prior to the beginning of the fiscal year. Otherwise, the Capital Budget as submitted by the City Manager becomes the approved Capital Budget for the ensuing fiscal year. Below is the planning calendar that was used in the development of the FY 2022 through FY 2026 CIP.

The annual Capital Improvement Program development process begins with the submission of CIP requests to the Budget Office by department or agency heads. Each submitting department or agency then has an opportunity to meet with the Budget Review Committee to provide a justification for their requests. For the FY 2022-2026 CIP process, departments and agencies were asked to provide an overview of existing fully funded projects, existing programmed projects, existing projects requesting additional funding, and new requests. Once the Budget Review Committee completes their meetings with each department and agency making a capital request, the Budget review Committee meets to determine project priorities. In addition to requests from City departments and agencies, the proposed Capital Improvement Program for the School Board is submitted to the City Manager as information for the City Council. The City Manager makes recommendations in the proposed Capital Improvement Plan regarding the total projects and appropriations for the school system. City Council makes annual appropriations for School Capital purposes.

Date Activity07/23/2007/28/2008/21/208/24/2020 to 11/25/2020 Budget Office09/16/2011/12/20 City Council Planning Retreat11/30/20 to 12/11/20202/1/2021 to 2/19/212/19/21 to 3/12/2103/09/21

03/12/2103/23/21

04/06/21

04/13/21 to05/11/2104/27/21 and 05/11/2105/11/21

06/08/21 or 06/22/21

City Council Planning Retreat City Council

City Council

CIP Targets and submission instructions distributed to departments Budget OfficeCIP requests due back to Budget Office

Review Strategic Anchors

Budget Office

Budget Office

City Manager, Deputy City Managers, Budget OfficeCIP Deliberation Meetings

City Manager and City Council

Capital Improvement Program (CIP) - FY 2022 to FY 2026 Planning Calendar

Responsible Party

Budget Director, City Manager

All Departments

City Clerk and City Attorney

City Clerk and City Council

CIP Review CommitteeDepartment Staff

City Manager and Budget Director

City Manager

CIP Review Meetings

CIP Document Drafted

Begin Printing and Compiling CIP

Advertise CIP - Send to City Attorney

Public Hearings on Operating Budgets, CIP, and Appropriations

City Council

City Manager and City CouncilCouncil Work Sessions

CIP Presented to Council (deadline April 1)

Manager’s Transmittal Letter to Budget Office

City Council establishes tax rates and appropriations for Operating and Capital Improvement Budgets Technical corrections and amendments presented to City Council for action prior to July 1 implementation

Analysis of CIP requests and reporting to departments and CIP Review Committee - reports due to Committee one week before meetings


Utilizing all of this information, the City Manager prepares a proposed 5-year Capital Improvement Program and submits it to the City Council. Available sources of revenue are balanced against City and School capital needs. After work sessions with the City Council and public hearings, the proposed Capital Improvement Program undergoes any Council directed revisions and is adopted. Capital Budget Execution During the first fiscal year, sources of financing are confirmed. The Budget Office reviews revenues and expenditures, and project appropriations are amended as necessary for completion. The City Council may authorize the transfer of funds between projects and make supplemental appropriations based on the availability of financial resources.


POLICIES GUIDING THE DEVELOPMENT OF THE CIP

The following is a list of policies used in evaluating projects for the Capital Improvement Program (CIP).

• Prepare the Capital Budget for construction and repair of buildings, roads, and schools with project cost over $100,000 in any fiscal year.

• Review each project included in years two through five of the Approved CIP for revised cost estimates.

• Review the inventory of unfunded capital projects and revise the inventory to reflect the elimination or addition of projects.

• Rate projects to be considered for funding using the following criteria:

1. Alignment with the City Council’s vision and the strategic anchors. 2. Replacement of existing infrastructure. 3. Reduce the cost of operations. 4. Support economic development efforts. 5. Improve safety and reduce risk exposure. 6. Comply with the City’s current Comprehensive Plan. 7. Generate additional net revenue to the City of Chesapeake. 8. Outside revenue sources are available to leverage City funds.


POLICIES GUIDING DEBT MANAGEMENT The following list is a summary of the major debt management policies used in developing the CIP.

• Limit the City’s debt to 10% of the assessed value of real estate subject to local taxation according to the mandates of the State of Virginia.

• Further limit the City’s debt for bonds and notes other than refunding to amounts authorizing by a majority of qualified voters voting in an election on the question according to the Charter.

• Authorize bonds or notes without an election in any calendar year in an amount not to exceed $4,500,000 plus the amount of debt retired in the previous calendar year.

• Restrict the City-wide borrowing authority to a maximum of 3.5% of the assessed value of real estate as shown by the last preceding assessment for taxes. (Contracts other than bonds and notes are excluded.)

• Restrict overall per capita debt to $3,000.

• Payback its debt, exclusive of enterprise debt, for specific items within the period of the estimated useful life or twenty (20) years, whichever is less, except in the case of transportation infrastructure.

• Maintain good communication with bond rating agencies about the City’s financial condition with full disclosure and integrity on all financial data and debt offering.

• Own water and sewer facilities and finance new construction with a general obligation or revenue bonds that are solely supported by enterprise revenues.

Policies Governing the Use of Bonds In order to finance the construction of large projects, the City of Chesapeake may choose to utilize bonds as an appropriated funding source within the capital budget. The following is a list of policies that the City adheres to when issuing bonds. Long-Term Debt Long-term borrowing will not be used to finance current operations or routine maintenance.

Long-term borrowing for capital improvements will be confined to such improvements and

projects that cannot be financed from current revenues. Capital improvements that are financed by issuing General Obligation Bonds, Revenue Bonds, or

other long-term debt, will be repaid within a period less than the expected useful life of the improvement being financed.

General Obligation Bonds will be used for projects that benefit the citizens of Chesapeake.

Overall net debt will not exceed three and one-half percent (3.5%) of the assessed valuation of the taxable real property in the City of Chesapeake. This threshold is less than the ten percent (10%) debt limit imposed by the State.

Tax-supported debt service is limited to ten percent (10%) of budgeted general governmental

revenue unless City Council identifies extraordinary, non-recurring circumstances that require otherwise.


Overall net debt per capita will be managed so that it will not exceed $3,000.

Every attempt will be made to keep the average maturity of general obligation bonds, exclusive

of enterprise debt, at or below twelve years and retire fifty percent (50%) of the debt during the twelve-year period.

Where possible and appropriate, the City will develop, authorize, and issue revenue or other self-supporting debt instruments in lieu of general obligation bonds.

Revenue bonds will comply with the coverage required for parity bonds in original resolutions and prior bond covenants.

Medium Term Debt Lease-purchase or other debt instruments may be used as a medium-term (four to ten years)

method of borrowing for the financing of vehicles, specialized types of equipment, or other capital improvements.

The equipment or improvements must have an expected useful life of more than four years.

The City of Chesapeake will determine and utilize the least costly financing method available.

Such debt arrangements will be repaid within the expected useful life of the equipment or improvement acquired.

Short Term Debt Short-term borrowing may be utilized for temporary funding of anticipated bond proceeds,

anticipated grant payments or other expected revenues.

Short-term debt, such as tax-exempt commercial paper, bond anticipation notes, tax anticipation notes, and grant anticipation notes, may be used when it provides immediate financing and an interest advantage, or the advantage to delay long-term debt until market conditions are more favorable. The City of Chesapeake will determine and utilize the least costly method for short-term borrowing.

Short-term debt will not exceed the following limits: Anticipated Revenues - An amount equal to the estimated amount of the source of which it is in anticipation of receiving. (Anticipated revenues are revenues such as federal and state grants received, and anticipated proceeds from a bond sale.)

Other Expected Revenues - An amount equal to the estimated amount of the expected revenues. (Expected revenues are revenues such as federal and state grants that will be forthcoming for a project where there has been an expenditure of funds, but as yet those agencies have not been billed for the funding expended.)


Short-term debt will be repaid as soon as possible after the anticipated or expected source of funds is received. Such debt may be rolled over if it is in the best interest of the City of Chesapeake to do so when the anticipated or expected source has not yet been received.


LONG-TERM FINANCIAL AND PROGRAMMATIC POLICIES

Strategic Goals and Objectives

• Continue to administer development activities in accordance with the Comprehensive Plan.

• Continue diversification and expansion of Chesapeake’s economic base through selective and aggressive recruitment, and retention of existing businesses.

• Provide City water customers with adequate volume and quality of water.

• Continue development of the stormwater management system and continue qualitative drainage measures.

• Continue implementation of the Fair Share agreement with the NAACP.

• Maintain competitive pay and benefits for City employees. Continue efforts toward a representative workforce.

• Provide support in public safety to maintain current response time and professionalism, to limit injury, loss of life, and property.

• Continue innovative programming of services to youth in the community through Interagency Consortium and the City’s youth-serving organizations which include Court Services Unit, Bureau of Community Programs, and Chesapeake Juvenile Services.

• Provide a wide range of leisure activities and facilities with a focus on low-income neighborhoods.

Financial Goals and Objectives

• Maintain and continuously refine the Multi-Year Forecast which is a model for revenues and expenses for the General Fund.

• Continue to provide resources that exceed minimum State requirements to Chesapeake Public Schools.


FINANCIAL STRUCTURE

Description of the Accounting Structure

The accounting system used by the City of Chesapeake is organized based on funds or account groups. A fund is defined as a separate, self-balancing set of accounts that are segregated to measure specific activities or attain certain objectives. Each fund is comprised of assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. The following fund types and account groups are used by the City: Governmental Funds (such as the General Fund and Special Revenue Funds), Proprietary Funds (such as the Enterprise Funds and Internal Services Funds), and Fiduciary Funds. The appropriations within each fund are further classified into departments, programs, or functions. Expenditures within each department are posted to accounts that describe the items purchased.

Basis of Accounting

The City’s Comprehensive Annual Financial Report (CAFR) presents the financial position and results of operations for the City operations of various funds, account groups, and component units. It is prepared using “generally accepted accounting principles” (GAAP).

• Under GAAP, the modified accrual basis of accounting is used for governmental (such as the General Fund and special revenue funds) and agency funds. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, i.e. both measurable and available. Expenditures are recorded when the related fund liability is incurred.

• Under GAAP, the accrual basis of accounting is used for proprietary fund types (enterprise funds) and nonexpendable trust funds. Under the accrual basis of accounting, revenues are recognized when earned, and their expenses are recognized when they are incurred.

• Under GAAP, a government-wide financial statement is prepared using the accrual basis of accounting. In the government-wide financial statement, certain governmental funds are grouped for reporting purposes.

Basis of Budgeting

The City’s budget preparation conforms to GAAP by using a modified accrual basis for preparing the operating budgets for the general, governmental, and agency funds and the full accrual basis for enterprise funds. However, the basis of budgeting differs from the basis of accounting in the following areas:

• The City’s CAFR includes the Chesapeake Economic Development Authority, the Chesapeake Port Authority, and the Chesapeake Airport Authority as component entities. The Operating and Capital Improvement Budgets do not include estimated revenues and appropriations for the operation of the three authorities. The portion of the revenues derived from City General Fund support of these agencies is reflected in the Operating Budget.

• The estimated revenues and appropriations in the Community Renewal Fund are not included in the estimated revenue and appropriations for the Operating Budget or in the Capital Improvement Budget. The Community Renewal Fund includes revenue from the Community Development Block Grant (CDBG) and the HOME grant. The CDBG and HOME grant are appropriated by Council outside the annual Operating and Capital Improvement Budget cycles.

• The Capital Projects Funds, Utility Construction Funds, and the Community Renewal Fund budgets are adopted on a five-year project basis instead of a fiscal year basis. The first year of the plan is appropriated as the Capital Budget for each fiscal year.


• The purchase of capital outlay is included in the budget in the year of the initial purchase at full cost; capital outlays are not budgeted as a depreciation expense.

• Budgetary accounting recognizes purchase orders as charges to the operating budget during the year in which they are issued. This is different from a financial account that recognizes such commitments as expenditures only as orders are filled by the vendor.

• Debt service is budgeted for principal and interest payments that are due and payable during the fiscal year. The budget does not include accruals of interest that are not due on June 30th of each year.


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COMPLETED PROJECTS SUMMARY Below is a table showing CIP projects that were included in the FY 2021 – 2025 CIP as programmed or fully funded that are anticipated to be completed prior to the beginning of FY 2022 (July 1, 2021).

Community Facilities Project Number Project Title

Total Appropriations

01-210 CIBH – Parking Addition $350,000 This project will provide for the construction of additional parking spaces for the existing Chesapeake Integrated Behavioral Healthcare (CIBH) facility located on Great Bridge Boulevard. 02-210 Libraries - Customer Service Desk Replacements $182,500 This project will provide for replacement of the customer service desks at the Central, Russell Memorial, and Indian River libraries. 08-190 Public Health Center/Health Department Expansion $5,920,826 This project will expand the Public Health Center building at 748 Battlefield Boulevard by adding a two-story addition (14,831 square feet) on the south side of building and increases space by 52%. The project also expands the public/staff training room on the north side of the building. 14-190 CIBH - Psychosocial Day Support Program Relocation & Renovation $3,031,112 This project will relocate the Psychosocial Day Support Program to the former Galilee Church site. Project work will include the renovation of the former church building located at the intersection of Great Bridge Blvd. and Dominion Blvd. The renovation will provide for interior and exterior modifications to adapt the building for use by CIBH staff to operate the psycho-social program. The renovation will also include replacement of HVAC, plumbing, and other building system improvements. 34-190 Public Works Building Replacement (925 Executive Blvd.) $97,199 This project will provide for the replacement of the Public Works Stockroom/Shop building located at 925 Executive Boulevard that was destroyed in the December 2014 fire. Due to the fire damage, this Public Works facility will require demolition and replacement. 02-200 Voting Equipment $838,081 This project will provide for the replacement of voting machines and electronic poll books for all polling places, as well as the necessary equipment for the office to setup the equipment for the polling places.

Economic Development Project Number Project Title


45-200 22nd Street Commercial Site Preparation $50,000 This project will provide for a study following the 22nd Street Bridge realignment to evaluate the new opportunities that will become available on the residual property. Funding will be used to evaluate land development issues, marketability, and any needed infrastructure improvements on the residual property. This project is post-22nd Street Bridge realignment project activity. 15-100 Conference Center Renovation (GB TIF) $2,842,487 This project will provide for renovations to the Conference Center to include replacement of carpet and paint in conference rooms and repairs to the parking lot.

09-110 Greenbrier Way-finding Signage (GB TIF) $236,411


Design and install custom way-finding signage in the Greenbrier TIF district. This project includes the removal of existing signs. 62-120 Commerce Park $7,909,501 This project will provide for acquisition of property (land) for the future development of a new business park that encourages economic health and stability. The project also entails development costs in order to address access to and within the site. Project development and marketing is handled through the City's Economic Development Authority. 06-230 Study & Small Area Plan for Indian River Rd. and Military Hwy.

Corridor $268,800

This plan will provide transportation enhancement and land use optimization strategies for the Indian River Road and Military Highway corridors. It will study access and connectivity, economic revitalization, alternative transportation modes, safety, aesthetics, and sustainability. The plan will offer programmatic, policy, and funding actions needed to implement the desired changes. 39-240 Stormwater BMP & Parking Addition at Former South Norfolk

Library $550,000

This project will provide for the construction of a stormwater management facility (BMP) at the former South Norfolk Library site and the paving of Rena B. Wright Way to provide additional public parking spaces in this area of South Norfolk. 13-121 Battlefield Blvd. /Volvo Pkwy. Improvements (GB TIF) $571,649 This project will provide for improvements to Battlefield Boulevard at Volvo Parkway in the City's Greenbrier area.

Information Technology Project Number Project Title


06-200 Libraries - Integrated Library System (ILS) Hosting $175,000 This project will transition the Library from an in-house hosted Integrated Library System (ILS) to a vendor hosted ILS to reduce the risk of failure and improve access to the Library's most important database. This project is intended to reduce costs of system hardware and risks associated with failure and disaster recovery capabilities. The Library has moved to a hosted online catalog solution, and intends to utilize a staff-facing client workflow solution as well. This project will complete all main components of an ILS. 09-220 Libraries - Data Center Redundancy/DIT Colocation $420,000 This project will create an “N+1 redundancy” configuration between the Central Public Library (CPL) data center and Public Safety to bring all mission critical systems online in the event of a partial or complete failure of CPL data center technologies. With the completion of the Public Safety building and the Dept. of Information Technology (DIT) remote data center, the Library plans to utilize the available space to create an offsite, redundant set of systems to deal with disaster recovery scenarios which are currently unprotected. 16-210 Sheriff – Automated Rounds Software $200,000 This project will provide for the installation of a fully automated system that can track employee and inmate location, as well as tie back into the current Jail Management System (JMS) used by the Sheriff's Office. 27-160 Enterprise Financials PeopleSoft/PeopleTools Upgrade - Phase I $703, 265 Upgrade the PeopleSoft Financial Management System (PSFMS) to version 9.1 or 9.2 and PeopleTools to version 9.0 or higher.


Parks, Recreation and Tourism Project Number Project Title


14-220 Dismal Swamp Canal Trail Renovation $800,000 This project will provide for the renovation and re-surfacing of the entire eight (8+) mile stretch of the Dismal Swamp Canal Trail. 15-220 Northwest River Park Water/Sewer System Improvements-Phase I $380,000 This project will provide for the first phase of water and sewer system improvements at Northwest River Park. This project will include renovations, improvements, and replacements of several of the park’s failing sanitary sewer systems and water systems. Phase I will address the most critical systems and their deficiencies, which will include the part of the water and sanitary sewer system that services the campground and camp store areas. 17-050 Parks - Land Acquisition $2,105,539 This project will provide for the purchase of additional park property. Please note that this project did not appear in the FY 2021 CIP; however in November of 2020, City Council reauthorized $142,903 to this project. This amount was previously appropriated but had lapsed. This additional funding is anticipated to be expended by the conclusion of FY 2021, thus its inclusion on this list. 66-230 Dismal Swamp Canal Trail - Study of Joint Visitor/Refuge Center $35,968 This project will provide for a study to determine the feasibility of a Joint Visitor/Refuge Center at the Dismal Swamp Canal Trail. 26-070 Great Bridge Battlefield Visitors Center (Partial) $6,061,921 This project will design and construct a visitor center and park to commemorate the history of the Great Bridge Battlefield near the Great Bridge Bridge on Battlefield Boulevard. Funding will be provided by Museum Foundation contributions, federal grants, and City funds.

Public Safety Project Number Project Title


07-110 Bowers Hill Fire Station #10 and Fire Department Logistics Support Center

$11,117,500

This project will provide for the design and construction of a 14,200 sq. ft. facility to replace Fire Station #10 in the Bowers Hill area on a City-owned parcel (currently contains a water storage tank), and a new Logistics Support Center on the same parcel to provide storage for the Fire Dept.'s emergency equipment and materials. 10-160 Saint Brides Fire Station #7/ Hickory Police Precinct #6 Combined $8,138,666 This project will provide for the design and construction of an approx. 17,000 sq. ft. combined Fire Station #7/ Police Precinct #6 facility on City-owned land near the intersection of South Battlefield Boulevard and St. Bride's Road. 14-230 Police and Sheriff - Academy Computer Upgrade $119,728 This project will provide for the replacement of the computers used during training at the Chesapeake Police and Sheriff Academy. 18-230 Public Safety Vehicle Network Connection Upgrade $175,000 This project will provide for an upgrade of the network connections in the City’s public safety vehicles (fire trucks and police vehicles), an additional server for the mobile network device system to ensure high availability use, and additional licenses to the mobile network device systems needed for public safety staff (Sheriff and Fire). 19-230 Sheriff - Civil Papers Software Replacement $130,000


This project will provide for the replacement of the civil papers software program used by the Sheriff's Office.

Public Utilities Project Number Project Title


38-200 Lake Gaston WTP-Strategic Treatment & Facility Development Plan $1,000,000 This project involves the evaluation and development of treatment processes that can be utilized at the Lake Gaston Water Treatment Plant to improve plant reliability by reducing reliance on a single treatment technology (ultra-filtration membranes). The project will also identify the timing of required plant modifications to meet future demand resulting from the expiration of the Portsmouth bulk water purchase contract, the availability of raw water from the Lake Gaston Pipeline, growth, and to meet demands when water from Portsmouth and Norfolk are not available. 05-190 Oak Grove Elevated Tank Standpipe Replacement $390,000 This project will replace the main water pipe (standpipe) that runs from the bottom of the Oak Grove elevated water storage tank to the "bowl" at the top of the tank.

30-200 Northwest River WTP-Replace Bulk Chemical Storage $1,200,000 This project will provide for the removal, disposal, and replacement of chemical storage tanks at the Northwest River Water Treatment Plant. 32-210 W & S Pump Station Telemetry Installation & Upgrade $400,000 This project will provide for the installation of wireless telemetry in finished water pump stations, and the upgrade of existing telemetry in sewer pump stations from analog to digital. 42-170 Sewer Renewal: Westwood Ave. and Redstart Ave. $1,106,000 This project consists of the renewal and/or replacement of 5,000 linear ft. of gravity sewer mains and appurtenances along Westwood Avenue, Redstart Avenue, and Virginia Avenue, and up to the connection point at Bainbridge Boulevard to the existing 18" Hampton Roads Sanitation District (HRSD) sewer main. To maximize efficiency, this project will be completed at the same time as the sewer improvements to Virginia Avenue (which will be completed by the “Sewer Renewal: Additional Consent Order Capital Requirement” project # 05-180). 33-200 Western Branch Elevated Tank Rehabilitation $1,200,000 This project will provide for rehabilitation of the Western Branch Elevated Tank, which will include re-coating interior and exterior surfaces, repairing the tank floor, installing a mixing system, upgrading safety devices, and installing water quality monitoring equipment. 64-230 Volvo Pkwy & Executive Blvd. Pump Station & Gravity Force Main $3,100,000 This project will provide for the construction of a pump station and force mains at Volvo Parkway and Executive Boulevard in Greenbrier. The new pump station will be known as the Summit Point Pump Station

Stormwater Project Number Project Title


06-140 Border Rd. Area Drainage Improvements - Phase II $1,200,000 This project will provide for neighborhood drainage improvements including the rehab/replacement of existing drainage systems along various streets in the Border Road area. Phase I of this project was completed two years ago. Phase II will complete the improvements recommended in the 2002 Border Road Drainage Study report. 10-130 Royce Dr. Drainage Outfall Improvements $550,000


This project will improve the outfall along East and West Royce Drives using adequate sized ditch cross sections. This project will also re-grade roadside ditches and re-set driveway pipes as needed within this area to improve drainage. 20-200 Whittamore Rd. Outfall Improvements $300,000 This project will provide for outfall improvements along Whittamore Road to include the widening and improving of the outfall cross section to improve the system capacity.

Transportation Project Number Project Title


21-120 22nd Street Bridge Replacement $19,922,800 This project will replace the existing 22nd Street overpass with a new 2-lane bridge that includes pedestrian and bicycle accommodations. 42-240 Cedar Road Repaving $997,280 This project will repave three segments along Cedar Road extending from milepost 3.112 to milepost 5.112. 03-190 Centerville Turnpike Bridge Rehabilitation $10,860,053 This project will provide for major repairs to the bridge's superstructure and fender system. Repairs will include removing lead paint and re-painting of the entire bridge structure, replacing electrical and mechanical systems, and installing a new computerized control system. 46-200 Chesapeake Expressway Admin. Building Modifications $720,300 This project will provide for modifications to the Chesapeake Expressway Administration Building to accommodate additional staffing and modify the control room in preparation for monitoring of the Dominion Boulevard toll system. 26-161 CTS - Chesapeake Expressway Renewals - Phase Ib $2,706,911 This project will provide for renewals and repairs to the Chesapeake Expressway, which will include resurfacing a portion of the expressway, performing drainage repairs, removing vegetation, and completing other repairs as described in the annual inspection report. 26-163 CTS - Chesapeake Expressway Renewals - Phase Id $690,000 This project will provide for renewals and repairs to the Chesapeake Expressway, which will include resurfacing a portion of the expressway, performing drainage repairs, removing vegetation, and completing other repairs as described in the annual inspection report 35-210 CTS - Chesapeake Transportation System Renewals - Phase II $2,290,850 This project will provide for Phase II repairs to the Chesapeake Expressway, which covers a 10-mile section of roadway from Hanbury Road to the North Carolina Line. This project includes repairs to the toll plaza, administration building, and all required support systems. Project work will include resurfacing, drainage system repairs, bridge repairs, and equipment replacement. 60-230 Flashing Yellow Arrow Installation - Cedar Rd. $313,000 This project will convert existing traffic signals on Cedar Road to flashing yellow arrow traffic signals. This project will include the replacement of existing signal heads and upgrade for signal controllers to provide Flashing Yellow Arrow (FYA) operations. 59-230 Flashing Yellow Arrow Installation - Western Branch Blvd. $159,000 This project will convert existing traffic signals on Western Branch Boulevard to flashing yellow arrow traffic signals. This project will include the replacement of existing signal heads and upgrade for signal controllers to provide Flashing Yellow Arrow (FYA) operations. 61-230 Flashing Yellow Arrow - Providence/Mount Pleasant Rd. $467,000


This project will convert existing traffic signals at Providence Road and Mount Pleasant Road to flashing yellow arrow traffic signals. This will include the replacement of existing signal heads and upgrade for signal controllers to provide Flashing Yellow Arrow (FYA) operations. 82-250 Flashing Yellow Arrow Installation - S. Military Hwy & GW Hwy $305,000 This project will convert existing traffic signals on S. Military Hwy & George Washington Hwy. to flashing yellow arrow traffic signals. This project will include the replacement of existing signal heads and upgrade for signal controllers to provide Flashing Yellow Arrow (FYA) operations. 35-220 George Washington Hwy Milling and Paving $1,000,000 This project will provide for the resurfacing of George Washington Highway, which will include milling and paving the roadway. 39-230 Intersection Improvements: Battlefield Blvd. at Albemarle Dr. $1,350,000 This project will provide for the addition of two left turn lanes from Albemarle Drive to Battlefield Boulevard and a new signal system for this intersection. This project will include the design and installation of the new traffic signal, enhancements to the current drainage system, and relocation of the existing utilities. 65-250 Pavement Condition Study $300,000 This project will provide for a study following the 22nd Street Bridge realignment to evaluate the new opportunities that will become available on the residual property. Funding will be used to evaluate land development issues, marketability, and any needed infrastructure improvements on the residual property. This project is post-22nd Street Bridge realignment project activity. 46-230 Right Turn Lane: S. Norfolk Area (Campostella at Sunrise Ave.) $150,000 This project will provide for the addition of new right turn lane on Campostella Road at Sunrise Avenue in the City’s South Norfolk area. This project will also include improvements to the associated drainage system needed for this lane addition. 32-240 Snowden St. Railroad Crossing Signals & Gates $459,400 This project will install train-activated flashing lights and gates at the Snowden Street railroad crossing for the railway owned or operated by CSX Transportation, Inc. or its affiliate. 21-082 Traffic Signals and Intersection Improvements - Phase I $562,407 This project will provide for the installation of traffic signals at various locations based upon traffic volumes and accident history. 67-121 Traffic Signals and Intersection Improvements - Phase II $1,006,638 This project will design and install new traffic signals and associated intersection improvements. This is phase II of an ongoing project. 70-250 Traffic Signal Reconstruction Project $1,155,000 This project will replace the existing traffic signal foundations, poles, and mast arms at the following locations: Mt. Pleasant Road and Huron Drive; Airline Blvd. and Ahoy Drive; and Edinburgh Parkway and Hillcrest Parkway. The existing signal heads, cabinets, and auxiliary equipment will be re-used where practical. 23-061 US Route 17 Wetland Mitigation (Dominion Blvd.) $594,000 This project will provide for the restoration/recreation of wetland area along Mains Creek in the Crestwood section of Chesapeake. 40-240 Emergency Vehicle Pre-Emption Device Upgrades-Phase II $180,000 This project will install 53 emergency vehicle pre-emption upgrades at various locations throughout the City. These upgrades will enhance the City's public safety capabilities because the devices turn traffic lights green when emergency vehicles are responding to incidents.


INDEX/LIST OF ALL PROJECTS Below is an alphabetized list by section, of all projects included in the CIP. The list includes the project number, project title, and page number of the project detail sheet. Newly identified projects are shown in bold.

Project Number

Project Title Page Number

Community Facilities 21-200 ADA Door & Restroom Retrofits at Various Facilities - Phase I 73 01-220 ADA Facility and Infrastructure Retrofits 74 01-230 CIBH - Expansion and Renovation of 224 Great Bridge Blvd Building 75 15-190 CIBH - Intellectual Disability Day Support Building Renovation 76 41-240 City Garage Bays - Compressed Natural Gas Modification 77 44-130 Compressed Natural Gas Fueling Station/Fast Payback Energy Conservation 78 02-150 Facilities - High Priority Renewal and Replacement - Phase III 79 26-210 Jail and Sheriff HQ - Renewal and Replacements 80 48-230 Joint City/School Garage Facility 81 02-180 Jordan Bridge Memorial 82 04-200 Juvenile Services Building Repairs- Phase I & II 83 01-240 Juvenile Services Building Replacement 84 02-240 LED Lighting Retrofits - Various Buildings 85 03-240 Libraries - Book Lockers - Outlying Areas 86 03-230 Libraries - Music Shelving Replacement 87 02-250 Libraries - Refresh & Reconfigure Shelving, Staff Lounges, & Food Prep Areas 88 03-250 Libraries - Refresh Indian River, Major Hillard, and Russell Memorial Libraries 89 06-260 Russell Memorial Library Addition 90 03-210 Libraries - Russell Memorial Parking Addition 91 04-230 Libraries - Shelving Replacement 92 81-250 Municipal Center Master Plan Update 93 04-150 Municipal Parking Lots and Sidewalks II 94 04-240 Public Works - Bowers Hill Yard Facility Renovations 95 05-240 Public Works - Greenbrier Yard Storage Building Replacement 96 01-150 Public Works/Public Utilities Operating Facilities Replacement/Relocation 97 06-240 Security Improvements - Various Facilities 98 04-210 Social Services Building Restroom Renovation 99 02-160 Solid Waste Facilities Relocation 100 07-260 Voting Equipment Replacement 101

Economic Development 09-240 2035 Comprehensive Plan Revision 105 53-230 Airport Authority Improvements and Expansion - Phase II 106 10-190 Fentress Encroachment Protection 107 04-250 Great Bridge Village Plan Implementation Seed Funding 108 07-240 Greenbrier Redevelopment Study 109 06-250 Industrial Waterfront Study 110


Project Number Project Title Page

Number Economic Development (Continued)

05-230 Open Space and Agriculture Preservation (OSAP) Program 111 03-220 Public Infrastructure & Utility Improvements - Dollar Tree (GB TIF) 112 04-170 South Norfolk - Strategic Acquisition of Real Property 113 51-230 South Norfolk Municipal Building 114 40-200 Tidewater Community College - Science/Engineering Building 115 08-240 Western Branch Redevelopment Study 116

Education 07-230 Chittum Elementary School – Modernization & Addition/Replacement 118 05-210 Full Day Kindergarten 119 31-190 Great Bridge Primary School - Replacement 120 49-230 Joint Study for School Facilities & Redistricting 121 32-190 Modernization/Renovation of Schools 122 03-180 Non-Routine Renewal & Replacement 123 63-230 School Acquisition and Renovation of Office Building (932 Professional Place) 124 08-230 School Athletic Field Houses for Deep Creek & Great Bridge 125 29-190 School Bus Replacement 126 67-230 School Nutrition Equipment Replacements 127 36-220 School Safety Measures 128 30-190 School Technology Replacement 129 69-230 School Technology, Security & Equipment Replacements 130

Information Technology 08-250 ArcGIS Enterprise Implementation 133 10-240 Citizen Experience Study - City Digital Content 134 04-220 City Fiber Optic Broadband Network 135 11-240 Citywide Security Assessment and Court Security Upgrade 136 09-250 Data Access Governance Design and Implementation 137 12-240 Data Center Equipment Replacement 138 10-250 DIT Building Space and Condition Study 139 11-250 Enterprise Cybersecurity Incident Responses Planning and Policy Review 140 09-170 Enterprise Kronos Upgrade - Phase II 141 09-230 Enterprise Wide Next Generation Identity Access Management 143 08-210 Enterprise Wide Technology III 142 15-250 Fiber Optic - Conduit Installation - Mt. Pleasant Rd. Cost Share 144 11-210 Fire - Tri-City Automatic Aid CAD Interface (Regional 911 Dispatch Interface) 145 13-240 Fire/EMS - Mobile Data Terminal Replacements 146 14-250 HR - Learning Management System 147 13-210 Laserfiche Upgrade 148 12-191 Libraries - Automated Handling System - Phase II 149 12-192 Libraries - Automated Handling System - Phase III 150 10-230 Libraries - Data Center Technology and Switching Replacement 151 13-250 Libraries - Expansion of Services 152


Project Number


Information Technology (Continued) 10-220 Libraries - Technology Upgrade/Replacement - Phase III 153 12-220 Network Equipment Replacement - Phase II 154 11-220 PeopleSoft Update Manager & PeopleTools Upgrade 155 35-240 Regional Broadband Ring 156 16-250 Standardize Interactive Displays - Conference Rooms and Digital Signs 157 06-220 Tax System Modernization 158 14-210 Telephone System - Replace Existing PBX with VOIP 159 13-220 Website Redesign 160

Parks, Recreation, and Tourism 22-190 ADA Facility Compliance 163 16-190 Athletic Field Improvements 164 21-250 Athletic Field Lighting 165 43-200 Ballahack Rd. Boat Ramp Area Improvement Project 166 15-240 Blue Heron Landing Park on the Indian River 167 17-250 Centerville Park Phase II 168 17-210 Chesapeake Arboretum 169 18-210 Commonwealth/Seaboard Multi-City Rail Trail (Western Branch Rail to Trail) 170 12-230 Community Center - Improvements, Additions, and Expansions 171 12-200 Conference Center Renovation 172 20-250 Deep Creek Park - Phase II 173 83-250 Deep Creek Village Historical Site Phase I and Phase II 174 19-210 Dismal Swamp Canal Trail - Phase III 175 36-240 Enhanced Signage & Landscaping at Entrances to the City 176 68-230 Great Bridge Battlefield Monument Relocation & Plaza 177 14-240 Heritage Park - Phase II 178 11-230 Northwest River Park Improvements 179 23-190 Oak Grove Lake Park - Additional Parking Spaces 180 16-240 Oak Grove Lake Park - Phase II 181 47-200 Open Space and Recreation Program 182 18-190 Park Program Improvements 183 21-190 Parking Lot Improvements 184 19-190 Recreational Facility Improvements 185 04-260 Renovation of Mann Drive Maintenance Facility 186 24-190 Security Improvements - Parks, Recreation, and Tourism 187

Public Safety 27-190 Deep Creek Fire Station #8 - Relocate 191 28-190 Dock Landing Fire Station #11 - Replace 192 80-250 Emergency Power Supply - Shelters 193 23-250 Fire - Biomedical Equipment Replacement 194 24-250 Fire - Enclosed Air Trailer 195 17-240 Fire - Hazardous Materials Monitoring and Detection Systems 196 25-250 Fire - Hydraulic Rescue Tools 197



Number Public Safety (Continued)

26-250 Fire - Mass Care/Mass Sheltering Upgrade 198 18-240 Fire - Multipurpose Tow/Rescue Vehicle Replacement 199 27-250 Fire - Portable Radio Replacement 200 19-240 Fire - Structural/Trench Shoring System Replacement 201 28-250 Fire - Thermal Imaging Cameras/Forward-Looking Infrared Radar 202 39-200 Fire - Vehicle Replacement 203 17-220 Fire Station #16 - Joint Fire & Police Station - Grassfield Scenic Parkway 204 16-220 Fire Station #4 Replacement 205 20-240 Fire Station Exhaust Removal Systems Replacement 206 29-250 Fire/Police - Base Station Radio Replacement 207 22-210 Jail - Kitchen Equipment Replacement 208 25-210 Jail - Surveillance System Digital Conversion & Additional Cameras 209 21-240 Jail Booking Area Facility Renovation 210 30-250 P25 Radio System Upgrade 211 31-250 Police - 911 Recording Solution Replacement 212 34-240 Police - Electronic Summons Collection Equipment 213 34-250 Police - Portable Radio Equipment 214 22-240 Police & Sheriff - Virtual Firearm Training/Safety Awareness System 215 13-230 Police and Fire - Door Card Control Panel Replacement & Fire Station Access 216 15-230 Police, Fire, and Sheriff - New World App 217 16-230 Public Safety Facility Issue Studies - Feasibility & Conceptual Design 218 17-230 Public Safety Two Factor Authentication System Upgrade 219 43-250 Sheriff - Radio Replacement 220

Public Utilities 53-120 Automated Meter Reading Equipment and Software 224 19-220 Cavalier Elevated and Ground Storage Tanks Rehabilitation 225 43-120 Centerville Turnpike Loop 3 226 20-230 Chesapeake Connector Water Pipeline 227 34-120 Customer Service & Billing Software 228 20-140 Deep Creek Pump Station Upgrade 229 37-240 Fentress NALF Water Transmission Main 230 34-200 Force Main Replacement: Dominion Blvd. and I-64 231 16-170 Gravity Sewer Renewal - Bainbridge Blvd. Basin 232 21-230 Great Bridge Force Main Redundancy Study 233 06-100 Greenbrier Pkwy. - Force Main Upgrade 234 22-230 Lake Gaston Pipeline - Capital Cost Sharing with Virginia Beach 235 21-130 Lake Gaston WTP - Membrane Replacement - Phase II 236 37-200 Lake Gaston WTP - Miscellaneous Modifications 237 28-170 Manhole Rehabilitation 238 28-200 Norfolk Highlands Elevated Tank Rehabilitation 239 23-230 Northwest River Lakes & Pump Station 240 19-130 Northwest River WTP - Miscellaneous Modifications 241



Number Public Utilities (Continued)

29-200 Northwest River WTP - Replace Ground Storage Tank 242 20-220 Northwest River WTP - Switchgear Replacement 243 47-250 Oak Grove Elevated Tank Rehabilitation 244 65-230 Philmont Ave Septic System Disconnection 245 30-210 Public Utilities - CIS Upgrade 246 48-250 Pump Stations - Replace Electric Control Panels 247 19-120 Red Top Raw Water Transmission Main 248 24-230 Replacement of Lead Service Lines 249 27-120 Sanitary Sewer Evaluation Study 250 23-170 Sewer and Water Renewal: Elbyrne Dr. 251 35-170 Sewer Improvements: Gravity Sewer System at Indian River Service Area3) 252 78-250 Sewer Lines - West Road Force Main 253 21-220 Sewer Pump Station - Replacement and Rehabilitation 254 35-200 Sewer Pump Station Safety Improvements 255 05-180 Sewer Renewal - Additional Consent Order Capital Requirement 256 33-170 Sewer Renewal - Raleigh Place (Pump Station #7 Basin) 257 15-170 Sewer Renewal: 18th Street 258 18-170 Sewer Renewal: Chesapeake Ave. (Guerriere to Ohio Sewer) 259 33-120 Sewer Renewal: SSES Implementation - Phase II (Indian River Area Study) 260 22-220 Sewer System Redesign/Construction: Albemarle Dr. 261 03-260 Sewer: Gracie Road Force Main Relocation 262 31-240 South Central Water Transmission Main & Loop - Phase I 263 45-120 South Norfolk Improvements 264 23-240 Supervisory Control and Data Acquisition (SCADA) Upgrade 265 25-202 Unserved Areas/Cost Participation - Phase II: Willow Lakes Utility 266 02-260 Water Main: Sign Pine Road to South Battlefield 16 Inch 267 24-200 Water Renewal: Buchanan St. Area 268 71-120 Water Renewals - Waterline Upgrades - Phase I 269 14-160 Water Renewals: Waterline Upgrades - Phase II 270 32-200 Water Residuals Disposal 271 33-210 Water System Planning and Upgrades 272 24-120 Water System Renewal - Phase I 273 01-260 Water: Currie Ave At Steel Street Water Main Loop 274 47-120 Western Branch Interconnect to Lake Gaston WTP 275

Stormwater 49-250 Arboretum Channel Improvements 280 73-120 BMP Restoration Citywide 281 05-260 Broadlawn Apartments Outfall Improvements 282 50-250 Chesapeake Ave. Area Drainage Improvements 283 03-160 Citywide Outfall Regrading and Restoration 284 43-170 Citywide System Rehab 285 07-150 Citywide Undesignated Drainage - Phase III 286



Number Stormwater (Continued)

51-250 Cooper's Ditch Regrading - Phase II 287 04-130 D Street Drainage Improvements 288 24-240 Drum Creek Farms Drainage Improvements - Phase II 289 25-230 Elmwood Landing Area Drainage Improvements 290 26-230 Forest Lakes Outfall Improvements 291 26-240 Greenbrier Outfall Improvements 292 27-230 Hickory Ridge Outfall Improvements 293 25-240 John Street Area Outfall Improvements 294 07-130 Lamberts Trail Area Drainage Improvements 295 23-220 Loxley Gardens Drainage Improvements - Phase II 296 07-180 Major Equipment Purchases - PW Stormwater Division 297 05-142 Meads Court BMP 298 05-121 Neighborhood Drainage Improvements - Phase I 299 08-150 Neighborhood Drainage Improvements - Phase II 300 27-240 Nina Drive Area Outfall Improvements 301 52-250 Norfolk Highlands Drainage Improvements 302 09-150 Oakdale Area BMP and Drainage Improvements 303 24-220 Old Mill Rd. Drainage Improvements (Crossing Replacement) 304 28-230 Parkview Area Drainage Improvements 305 29-230 Resiliency & Reliability Program 306 76-120 Scenic Blvd. Drainage Improvements 307 77-120 Shillelagh Rd. Drainage Outfall Improvements 308 10-150 Stormwater Mapping & Master Drainage Plan III 309 11-150 Stormwater Quality Program - Phase II 310 05-140 Stormwater Quality Program/VPDES Permit Compliance 311 19-200 Welch Lane Drainage Improvements 312

Transportation 30-230 Advanced Right-of-Way Acquisition Program 317 08-260 Arterial and Collector Roadway Rehabilitation 318 62-250 Battlefield Blvd. at Volvo Pkwy. - Intersection Improvements Phase II 319 57-250 Cedar Road Widening 320 31-230 Centerville Turnpike Bridge Feasibility Study 321 26-220 Citywide Sidewalk Installation 322 31-220 Citywide Traffic Signal Retiming - Phase I 323 62-230 Citywide Traffic Signal Retiming - Phase II 324 58-250 Citywide Trails and Open Space Connectivity Plan 325 32-230 CTS - Chesapeake Expressway Renewals-Phase III - Variable Message Boards 326 28-240 CTS - Chesapeake Expressway Repaving 327 34-230 CTS - Dominion Blvd. Veterans Bridge - Closed Circuit Television (CCTV) 328 56-250 CTS - Dominion Blvd. Veterans Bridge Toll System Upgrades 329 09-260 CTS - Dominion Blvd/Veterans Bridge - LED Lighting Replacement/Upgrade 330


Project Number


Transportation (continued) 08-180 Deep Creek AIW Bridge Replacement 331 10-260 Eden Way N 2nd Left Turn Lane at Greenbrier Parkway 332 29-240 Edwin Drive Improvements 333 38-240 Elbow Road Bridge Replacement 334 59-250 Elbow Road Center Lane Addition 335 35-230 Elbow Road Widening - Phase II 336 09-180 Freeman Ave. Railroad Overpass Bridge 337 37-230 George Washington Hwy. (US Route 17) Widening 338 38-230 Gilmerton Auxiliary Counterweights Bridge Repairs 339 03-120 Grade Crossing Safety Program II 340 60-250 Greentree Road Extension 341 54-230 Intersection Improve: Battlefield Blvd at Great Bridge Blvd & Kempsville Rd 342 40-230 Intersection Improvements: Battlefield Blvd. at Volvo Pkwy. - Phase I 343 41-230 Intersection Improvements: Butts Station Rd. at Kempsville Rd. 344 67-250 Johnstown Road at Battlefield Blvd - Right Turn Lane 345 30-240 Johnstown Road Ditch and Shoulder Improvements 346 27-220 Left Turn Lane and Signal Modification: Volvo Pkwy. at Greenbrier Pkwy. 347 63-250 Master Transportation Plan Update 348 36-210 Mt. Pleasant Rd. Widening - Phase I 349 42-230 Mt. Pleasant Rd. Widening - Phase II 350 61-250 Mt. Pleasant Road at Great Bridge Bypass - Interchange Improvements 351 69-250 Mt. Pleasant Road Widening - Right-of-Way Acquisition 352 07-190 Non-Arterial Street Repaving 353 58-230 Number 10 Lane Bridge - Replacement/Repairs 354 56-230 Oaklette Bridge (Indian River Road) - Replacement/Repairs 355 57-230 Old Mill Rd. Bridge - Replacement/Repairs 356 44-230 Pedestrian Sidewalk and Street Lighting - Poindexter St. at I-464 Overpass 357 33-240 Pedestrian Sidewalk for Industrial Ave. to Liberty St. 358 17-130 Repair & Maintenance Roads and Bridges - Phase III 359 37-210 Repair & Maintenance Roads and Bridges - Phase IV 360 11-260 Repair & Replacement of Roads and Bridges - Phase V 361 12-260 Residential Traffic Calming Program 362 38-210 Right Turn Lane and Signal Modification: Woodlake Dr. at Greenbrier Pkwy. 363 23-200 Right Turn Lane Extension: Battlefield Blvd. at Hickory High School 364 45-230 Right Turn Lane Extension: Greenbrier Pkwy. at Kempsville Rd. 365 47-230 Right Turn Lanes: Deep Creek Area 366 13-260 Route 168 Bridge Repairs 367 41-210 Rural Roads Safety Improvement Program 368 14-260 Traffic Signal Central Management System Upgrade 369 28-220 Traffic Signals and Intersection Improvements - Phase III 370 46-170 Triple Decker Bridge Rehabilitation 371


Project Number


Transportation (continued) 29-220 Turn Lanes and Signal Modification: Hanbury Rd. at Johnstown Rd. 372 71-250 Weiss Lane Widening 373

Note: Some project titles have been shortened for this table. The complete project title is shown on the project detail sheet in each section.


SUMMARY OF PROGRAMMED FUNDING AND FUNDING SOURCES

FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total 5-Year Program

Appropriations

Community Facilities 18,107,000 6,376,000 7,537,000 8,225,000 4,200,000 44,445,000

Economic Development 2,692,000 714,000 730,000 710,000 -

Education 17,875,000 13,000,000 56,500,000 73,000,000 13,000,000

Information Technology 8,890,000 13,000,000 8,104,000 9,860,000 2,310,000

Parks, Recreation, and Tourism 7,198,000 6,270,000 7,205,000 4,592,000 2,735,000

Public Safety 10,494,639 2,600,778 6,505,926 7,160,950 1,978,626

Public Utilities 20,772,000 27,845,000 24,250,000 18,370,000 21,617,300

4,846,000

173,375,000

42,164,000

28,000,000

28,740,919

112,854,300

Stormwater 8,655,000 4,550,000 2,100,000 700,000 - 16,005,000

Transportation 27,181,443 21,153,500 19,430,917 23,274,500 14,959,000 105,999,360

Total 121,865,082 95,509,278 132,362,843 145,892,450 60,799,926 556,429,579

10,527,000 10,085,000 10,975,000 9,220,000 5,350,950 46,157,950

7,000,000 7,000,000 10,500,000 14,500,000 7,000,000 46,000,000

4,956,943 - 3,043,057 - - 8,000,000

1,500,925 4,550,000 2,100,000 700,000 - 8,850,925

10,387,230 15,845,000 12,550,000 14,870,000 14,117,300 67,769,530

610,000 610,000 610,000 610,000 - 2,440,000

17,090,002 12,138,278 6,726,926 11,898,950 4,097,000 51,951,156

1,000,000 500,000 500,000 500,000 -

1,402,770 - - - -

2,649,075 - - - -

1,000,000 1,000,000 - - -

4,170,000 4,230,000 4,600,000 - -

2,500,000

1,402,770

2,649,075

2,000,000

13,000,000

1,088,000 315,000 445,000 250,000 - 2,098,000

27,164,137 5,365,000 7,625,000 12,925,000 5,365,000 58,444,137

6,000,000 6,000,000 46,000,000 58,500,000 6,000,000 122,500,000

- - 423,360 - - 423,360

1,170,000 3,000,000 2,795,000 1,195,000 5,772,676 13,932,676

8,982,000 12,000,000 15,700,000 7,500,000 7,500,000 51,682,000

2,420,000 - - - - 2,420,000

540,000 1,500,000 - - - 2,040,000

485,000 - - - - 485,000

- - - 647,000 - 647,000

11,722,000 4,571,000 4,399,500 12,576,500 5,597,000 38,866,000

Funding Sources

City Lockbox

School Lockbox

Cash - TIF Districts

Cash - Stormwater

Cash - Utilities

Cash - Other City Funds

Fund Balance - General Fund

Fund Balance - Capital Projects Fund

Fund Balance - Utilities

Fund Balance - Stormwater

Fund Balance - IT

Fund Balance - CTS

Fund Balance - Other Funds

G.O. Bonds - General Government

G.O. Bonds - VPSA

G.O. Bonds - South Norfolk TIF

G.O. Bonds - Short Term Financing

Revenue Bonds Utility Fund

Fund Balance SW Capital Proj. Fund

Proffers

Developer Pro Rata

Grant

State

Federal - 6,800,000 3,370,000 - - 10,170,000

Total 121,865,082 95,509,278 132,362,843 145,892,450 60,799,926 556,429,579


HIGHLIGHTS OF THE FY 2022 - 2026 CIP

The Capital Improvement Program (CIP) is the City’s five-year plan for the acquisition, construction, maintenance, and improvement of facilities, major equipment, technology, and infrastructure. Investment in existing assets as well as the strategic planning of new and replacement assets is key to the success of Chesapeake.

The CIP is a framework for establishing priorities, planning for future needs, and anticipating the impact of projects on the operating budget. Budgeted amounts in the CIP include “Appropriations to Date,” which are funds that have been appropriated by City Council in prior years and “Year 1,” referred to as the capital budget or CIB. The remaining four years shown in the CIP, years two through five are included for planning purposes only, and are not formally appropriated by City Council. Programming projects over a five-year period ensures that the City is budgeting for current needs and also planning for the future, helping to maintain the financial viability of the capital program over the long term.

New for FY 2022 - 2026 For FY 2022 - 2026, the CIP has been prepared and is being presented in conjunction with the operating budget. This step is being taken to ensure the highest level of coordination between these two documents, as the decisions made regarding the operating budget and CIP have impacts on one another.

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 of Chesapeake. This new tool will allow users to click on areas of interest and explore the projects in the area. 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.

This tool will also allow financial or other information about projects to be updated throughout the fiscal year as amendments to the CIP are adopted by City Council. In the future, this tool will contain pictures as well as videos or other media related to significant projects.

Two additional enhancements for the FY 2022 - 2026 CIP are the illustration of alignment between CIP projects and the Comprehensive Plan and a geographic designation for each project. The alignment with the Comprehensive Plan is shown in the document in two ways. First, is the designation of a goal area of the Comprehensive Plan for each project, which is shown on the project detail sheet. This designation, along with the identification of the Planning Area of the City in which the project is located is highlighted at the top of each page as shown below.

For an example of how a project is aligned to the goal area of the Comprehensive Plan, see the section


“Aligning the CIP to the Comprehensive Plan” found earlier in this document. In this section, the objectives for each goal area are listed and a current project from the CIP is described relative to its alignment with one or more of the objectives of the Plan.

Appropriations The City’s FY 2022 - 2026 CIP (excluding appropriations to date) totals over $556.4 million. Appropriations for the FY 2022 Capital Budget total $121.9 million. The following table shows the program by section. As the table shows, the largest section of the CIP in terms of funding in FY 2022 is Transportation; however, over the five-year plan, the Education section receives the largest portion of funding.

Section FY 2022 Total Community Facilities 18,107,000 44,445,000 Economic Development 2,692,000 4,846,000 Education 17,875,000 173,375,000 Information Technology 8,890,000 42,164,000 Parks, Recreation, and Tourism 7,198,000 28,000,000 Public Safety 10,494,639 28,740,919 Public Utilities 20,772,000 112,854,300 Stormwater 8,655,000 16,005,000 Transportation 27,181,443 105,999,360 Total 121,865,082

FY 2023 to FY 2026 26,338,000 2,154,000

155,500,000 33,274,000 20,802,000 18,246,280 92,082,300 7,350,000

78,817,917 434,564,497 556,429,579

In addition to categorizing projects by functional section, the CIP also categorizes projects by type. The seven project types included in the CIP are Renovation or Rehabilitation, New Facility, Replacement, Study, Addition or Expansion, System Acquisition or Upgrade, and Equipment. The pie chart below shows the distribution of funding by project type over the five-year program. Over half of the FY 2022 -2026 CIP is dedicated to Renovation or Rehabilitation projects that ensure the City is maintaining its current assets and public infrastructure.

Renovation or Rehabilitation

57.1%

Replacement18.4% Addition or Expansion

15.4%New Facility

5.2%

Study1.2%

Equipment0.5%

System Acquisition or Upgrade

2.1%

Programmed Funding by Project Type


Priority Projects At City Council’s retreat in November 2020, a list of high-priority capital projects and focus areas (ex. connectivity - sidewalks, trails, and gateways) was presented to Council. City Council endorsed these projects and focus areas as important to achieving the City Council’s vision of making Chesapeake an exceptional place to live, learn, work, farm, and play. The FY 2022 - 2026 CIP includes additional funding for several of these high priority projects as shown in the table below:

Project Number

Project Title Previously Programmed

Funding

New Funding Added in FY 2022-2026

Total Project Budget

01-150 Public Works/Public Utilities Operating Facilities Replacement/Relocation 36,200,000 - 36,200,000

36-240 Enhanced Signage & Landscaping at Entrances to the City 200,000 1,000,000 1,200,000

02-150 Facilities - High Priority Renewal and Replacement - Phase III 24,128,501 4,000,000 28,128,501

16-230 Public Safety Facility Issue Studies - Feasibility & Conceptual Design 750,000 - 750,000

04-220 City Fiber Optic Broadband Network 5,583,867 - 5,583,86706-220 Tax System Modernization 10,750,000 14,000,000 24,750,00008-260 Arterial and Collector Roadway Rehabilitation - 2,500,000 2,500,000 26-220 Citywide Sidewalk Installation 2,500,000 2,500,000 5,000,000

New Funding Added in Priority Areas $24,000,000

As the table shows, $24 million is being added in the FY 2022 - 2026 CIP to address these areas. Several of these projects are critical to maintaining the City’s existing assets and infrastructure, while others look to expand the City’s ability to provide outsanding service. While the CIP includes significant investment in many priority areas, several of the priority projects are not receiving additional funding in the 5-year plan. Additional information on priority areas that remain unfunded is discussed later in this section.

While addressing high-priority projects is critical in the CIP, these projects only make up a fraction of the total funding included in the 5-year plan. Each of the nine functional sections of the CIP contains a number of projects designed to achieve community outcomes that are aligned with City Council’s vision and are necessary to make the City of Chesapeake a great place to live, learn, work, farm, and play. The following summaries provide some of the desired outcomes related to each section, any significant changes, and how projects align with the stated outcomes.

Community Facilities Desired Outcome

Operational Success - Facilities and equipment are maintained or constructed to ensure theoperational success of the programs for which they are utilized

This year’s CIP includes funding for several important renewal and rehabilitation projects that address critical facilities needs. CIP 01-150 “Public Works/Public Utilities Operating Facilities Replacement/Relocation” provides for the design and construction of new operational facilities for Public Works and Public Utilities. The new facilities will replace the current operations facilities at the Greenbrier/Butts Station Yards that have deteriorated to the point of being functionally inadequate for safe and efficient provision of services. The newly constructed operations facilities will be hurricane-


resistant to ensure the provision of continuity of government services. The new facilities will also be more efficient than the multitude of modular buildings and sheds that currently occupy the campus. The new facilities will also improve the longevity of major equipment that is currently stored outside due to the lack of sheltered storage space.

Another critical Renewal or Rehabilitation project receiving additional funding is CIP 02-150 “Facilities - High Priority Renewal and Replacements – Phase III.” Funding in this project is used to perform routine and major maintenance projects on many of the City’s facilities including roofing, HVAC, and flooring. The increased funding will be used to begin addressing the backlog of maintenance as identified by the Public Works Department.

CIP 21-200 “ADA Door & Restroom Retrofits at Various Facilities – Phase I,” CIP 01-220 “ADA Facility and Infrastructure Retrofits,” and CIP 04-210 “Social Services Building Restroom Renovation” all address ADA compliance needs across several City facilities. These projects are intended to increase the accessibility of City facilities and public sidewalks to meet current ADA standards and create more equitable access to public facilities and amenities. Equitable access ensures the City is able to provide excellent service to customers, City Council, and to employees.

The FY 2022 - 2026 CIP also includes two new Community Facilities projects. CIP 07-260 ”Voting Equipment Replacement” will facilitate the replacement of voting equipment in order to comply with State and Federal guidelines. This project was created in anticipation of the need to replace the existing voting equipment within the next several years. This will ensure that the technology needed to engage in an orderly and efficient voting process is in place prior to the technological or legal obsolescence of the current equipment.

CIP 06-260 “Libraries - Russell Memorial Library Addition” is the second new project included in the FY 2022 - 2026 CIP and will fund the expansion of existing facilities at Russell Memorial Library in order to facilitate provision of library services at an increasingly high level of demand in the Western Branch area. The project is one of seven active library projects in the Community Facilities section of the CIP, which provide for the maintenance of current Library facilities, expansion of the Russell Memorial Library and parking at that location, and installation of Library Book Lockers in outlying areas to provide greater access to residents in more remote portions of the City.

As these highlighted projects demonstrate, investments in community facilities such as the buildings and equipment utilized by City employees and customers ensures that these tools are operationally prepared for the successful provision of the multitude of programs and services offered by the City of Chesapeake. Maintaining and improving these facilities helps to make Chesapeake an exceptional place to live, learn, work, farm, and play.

Total appropriations for the Community Facilities Section in FY 2022 is $18.1 million with a 5-year total programmed amount of $37.5 million (excluding previously appropriated funds).

Economic Development Desired Outcomes

Retention of Current Businesses – Businesses currently located in Chesapeake stay inChesapeake and continue to prosper

Expansion of Current Businesses – Businesses currently located in Chesapeake are able toexpand


Attraction of new Business Investment – Businesses move to or expand in Chesapeake investingnew capital in the City

The Economic Development Section of the CIP contains projects focused on business retention, expansion, and new development. A project included in the section aligned with these outcomes that will be fully funded in FY 2022 is CIP 06-250 “Industrial Waterfront Study.” This study is anticipated to yield recommendations for better use of under-utilized properties to enhance the economic viability 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. Given its proximity to the Port of Virginia, the economic development potential for this area is significant.

Another project included in this section focused on redevelopment is CIP 04-250 “Great Bridge Village Plan Implementation Seed Funding.” This project provides seed funding to spur implementation of the 2008 Great Bridge Village Design Guidelines, supported by the Great Bridge Historic Gateway Overlay District. Seed funds will be used to encourage private investment in the area that promotes the adherence to the established guidelines.

FY 2022 appropriations in this section total $2.7 million with a 5-year total programmed amount of $4.8 million.

Education The Education section of the CIP is determined by the School Board of Chesapeake Public Schools. Education capital projects are appropriated by City Council as required by state law, however, spending from these projects is directed by the Schools.

For FY 2022, the total appropriation to the Education CIP is $17.9 million. CIP 03-180 “Non-Routine Renewal & Replacement Projects – Schools,” which receives the vast majority of this funding, provides for maintenance of major building systems and grounds at school facilities including HVAC and other mechanical systems, roofs, and parking lots/driveways.

The Schools also have three additional projects receiving funding in FY 2022. CIP 29-190 “School Bus – Replacement” and CIP 30-190 “School Technology - Replacement” will both receive $1 million, which is utilized to ensure that school buses and the technology used by students, teachers, and administrators are replaced on a regular basis. These projects are critical as they help ensure that students can safely be transported to and from school and that modern technological tools are available in the classroom. CIP 69-230 “School Technology, Security & Equipment Replacements” is receiving $1.3 million in FY 2022 and this funding will be utilized for security vestibules for middle schools and the Chesapeake Center for Student Success (CCSS).

In the out years, CIP “Modernization/Renovation of Schools” is programmed to receive $103.5 million over a two-year period (FY 2024 and FY 2025). It should be noted that the specific use of these funds has yet to be determined by the School Board.

Information Technology Desired Outcomes


Conducting business with the City is easy and convenient – Technology allows customers to dobusiness with the City in the manner and at the time it is most convenient

Data and transactional security – Customer data and transactions remain private and secure Operational Success – Systems and devices utilized by departments and customers allow for

optimal performance

The Information Technology section of the CIP includes projects across the spectrum of government.

With an additional $250,000 programmed in FY 2022, CIP 10-240 “Citizen Experience Study – City Digital Content” funds a study to assess the current experience of customers and city employees while interacting with the City's digital tools. The study will include a stylebook for the City's digital services, including cross-platform branding to ensure that customers experience a consistent look and feel when interacting with one of the City’s many departments or programs. This study will aid the City in the decision making process when developing or acquiring new digital tools in the future, ensuring a focus on customer ease of use and satisfaction.

While the ease of doing business with the City is important, the security of the City’s data and customer information is paramount. CIP 09-230 “Enterprise –Wide Next Generation Identity Access Management” funds the implementation of a suite of tools and technologies for 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 further help the City adhere to the Center for Internet Security (CIS) Critical Security Controls framework.

Another project focusing on ensuring data security is CIP 09-250 “Data Access Governance Design and Implementation.” The intent of this project is to 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 visibility to 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.

The single largest increase in investment in the FY 2022 - 2026 CIP is in CIP 06-220 “Tax System Modernization.” This project is now fully programmed at $24.75 million and funds the modernization of the City’s current tax system. This project will completely replace and modernize the existing legacy applications currently running on the mainframe. This funding will support the acquisition of software, system implementation and integration services, and program support. This is a complex multi-year project that will be completed in phases to ensure a successful outcome.

The FY 2022 - 2026 CIP includes appropriations of $8.9 million in FY 2022 for Information Technology. In addition to the projects discussed above, this section includes numerous projects for the upgrade and replacement of equipment and software to ensure departments have the tools they need to provide excellent customer service. The total 5-year Information Technology program totals $42.2 million.

Parks, Recreation, and Tourism Desired Outcomes

Improve physical and mental health – A variety of recreational amenities ensure the opportunityto exercise strengthening the body and mind


Improve air quality, water quality, and the physical environment – Open space provides for abalanced ecosystem providing habitats for wildlife and critical floodplains to aid in stormwatermanagement and filtration

Enhance mobility and connectivity – Pedestrians can move from place to place through aninterconnected system of sidewalks and pedestrian paths

Increased Tourism – First time visitors discover Chesapeake as a destination, while others returnyear after year

The Parks, Recreation, and Tourism section of the CIP includes projects focused on improving the natural environment, encouraging tourism, and providing facilities for improving physical and mental well-being.

With one of the only public water access areas on the Eastern Branch of the Elizabeth River, CIP 15-240 “Blue Heron Landing Park on the Indian River” will expand the City’s recreational amenities by creating a public green space for residents to connect with the historic Indian River riparian forests. This project, which is receiving $525,000 over the first two years of the CIP, will provide multiple benefits 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 includes the removal of a broken bulkhead, which will be replaced with a naturally sloped living shoreline (which will restore the shoreline to include a maritime forest). Park amenities will include a boardwalk, kayak launch, small picnic shelter, portable restrooms, and parking areas.

Another outcome of this project is the provision of improved storm protection as well as stormwater credits. This project aligns with multiple goals of the City's Comprehensive Plan including wetland protection efforts, identifying and facilitating the provision of future public waterfront access areas, and providing a variety of recreational amenities to address the needs of a diverse population.

In addition to the development of Blue Heron Landing Park, the CIP also includes funding to renovate one of the City’s oldest park facilities, Northwest River Park. CIP 11-230 “Northwest River Park Improvements” allocates $3.4 million over the next three years (in addition to the $2.6 million in previously appropriated funding) to renovate and rehabilitate park structures and systems. Specifically the project will address the failing sanitary sewer system, reconstruction of the Marjorie Rein scenic overlook and bridges, and replacement of the Camp Store/Ranger Station/Restroom, shop offices, and the activity building with a facility that provides meeting spaces, a laboratory, and multi-purpose room rental facility (for weddings, parties, etc.). The renovations will focus on making the facility safe and enjoyable, which will make the park competitive in the market.

While these park development and renovation projects will help to encourage tourism to Chesapeake, the CIP includes a significant investment in one of the City’s most critical tourism assets, the Chesapeake Conference Center. The Conference Center, which opened in 1997, has received little investment toward the upgrade and replacement of the aging facility infrastructure since that time. CIP 12-200 “Conference Center Renovation” provides funding to make numerous improvements at the facility to include new signage, replacement of the ballroom doors, new flooring and carpet, and replacement of the HVAC system. Current project plans include expanding the storage facility, remodeling the rotunda canopy and public space, replacing the exterior doors, and replacing the exterior sidewalk. This work will be performed over a six-year period and will include phased expansion and refurbishment of the facility.

A project centered on place making is CIP 36-240 “Enhanced Signage & Landscaping at Entrances to the City.” For FY 2022, this project was transitioned from the Economic Development Section to the Parks,


Recreation, and Tourism Section of the CIP as the Parks, Recreation, and Tourism Department is responsible for the City’s landscaping efforts. In conjunction with the City’s branding initiative, this project is receiving a new allocation of $200,000 annually to ensure that major activity centers and thoroughfares are aesthetically pleasing and provide enhanced identification of City borders. This project will replace, enhance or add signage and landscaping at strategic bridges, waterways, intersections, and at City borders.

The only new project in this section is CIP 04-260 “Renovation of the Mann Drive Maintenance Facility.” This project funds the renovation and replacement of the maintenance shops, restrooms, storage bins, warehouse, and office space for the park maintenance and housekeeping staff located at the Mann Drive complex. It will allow for the proper storage of supplies and equipment which in turn will prolong the useful life of these items. Proper supplies and equipment are needed to meet environmental standards and requirements and to ensure the proper maintenance and beautification of City facilities and grounds.

In addition to these important Parks, Recreation, and Tourism development and maintenance projects, this section of the CIP includes a number of additional projects for the maintenance and upgrades of neighborhood parks and community centers throughout the City. Such improvements include playground equipment, shelters, field fencing, lighting, and building renovations. The Parks, Recreation, and Tourism section is receiving an appropriation of $7.2 million in FY 2022 with a 5-year total programmed amount of $28 million.

Public Safety Desired Outcomes

Lives and property are protected – Public safety response times exceed national standards andpatients and/or victims receive excellent care

Citizens and visitors feel safe anytime, anywhere – Citizens are aware of and utilize preventiontechniques causing crime rates to decline

Order is maintained within the City of Chesapeake – When crimes are committed, thoseresponsible are found and prosecuted

The Public Safety section of the CIP includes funding for apparatus, equipment, technology, and buildings for the City’s Police, Fire/EMS, and Sheriff’s departments necessary to maintain public safety and to respond to emergency incidents.

The CIP includes over $2 million in additional funding (this increase is in addition to what was previously programmed for this project for FY 2022) necessary to fully fund the replacement of Fire Station #11 at Dock Landing, CIP 28-190. The new Dock Landing station will be a 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 to ensure that the exhaust from vehicles and equipment does not spread into the living areas of the building.

In an effort to ensure the City’s firefighting apparatus are replaced on a regular basis, ongoing funding is included in the FY 2022 - 2026 in CIP 39-200 “Fire – Vehicle Replacement.” This funding will ensure that ladder trucks, telesquirts, and pumpers are replaced on a regular basis. Replacing aging vehicles will also help to ensure the apparatus meet National Fire Protection Association (NFPA) standards. In addition to the vehicles, hoses and other equipment on each apparatus are also replaced to ensure they do not


exceed the service life expectancy. The availability of these assets contributes to the protection of lives and property from fire incidents and promotes the general safety of citizens and visitors.

Current technology is also important to the welfare and safety of City staff that work in the public safety field. In the Sheriff’s Office, the ability to communicate at the push of a button is imperative to keeping all deputies safe while working in a correctional facility environment. Over 200 of the radios used by deputies are reaching the end of useful service life. CIP Project 43-250 “Sheriff – Radio Replacement” will replace 430 radios and this new equipment will enable deputies to communicate situations and reach out for help when necessary.

In addition to replacing portable radios utilized by the Sheriff’s Office, CIP 29-250 “Fire/Police – Base Station Radio Replacement” provides $250,000 annually from FY 2023 to FY 2025 to replace 65 radio base stations in Fire Stations, Police Precincts, and the Public Safety headquarters/administrative offices. The replacement of these base stations is necessary to provide reliable communications for first responders during routine and emergency incidents. These base stations also contain higher power and elevated antenna systems which provide reliable communication between first responders and the Emergency Operations Center during extreme weather events. The current base stations have been in service for over 12 years and the manufacturer will no longer provide support for these devices after July 1, 2022.

The Public Safety section of the CIP also includes funding for the replacement of other major equipment utilized by the Police Department, Fire Department, and Sheriff’s Office. Each of these projects is essential to ensuring that the City of Chesapeake maintains its status as one of the safest City’s of its size in the country. Total appropriations for this section for FY 2022 are $10.5 million with a 5-year program equaling $28.7 million.

Public Utilities Desired Outcomes

Clean Drinking Water is available - The City has an adequate supply of clean water now and inthe future

Elimination of Environmental contamination – Sanitary sewer overflows are reduced oreliminated

Improved ISO ratings – Water pressure is sufficient to support firefighting operations whenneeded

Loss of water resources is eliminated – The system is maintained sufficient to eliminate leaks

The Public Utilities section of the CIP includes capital projects related to the maintenance, rehabilitation, and expansion of the City’s water and sanitary sewer systems. Two technology projects designed to improve system efficiency are CIP 53-120 “Automated Meter Reading Equipment and Software” and CIP 23-240 “Supervisory Control and Data Acquisition (SCADA) Upgrade.” Both of these projects fund the upgrade from current technologies in Public Utilities to more modern and efficient solutions. The completion of these projects will result in improved pump station performance monitoring, billing accuracy, and leak detection. These efficiency gains will reduce the need for manual processes and make the cost of operating the current systems more affordable.

In addition, the Public Utilities section includes three new projects. CIP 03-260 “Sewer: Gracie Road Force Main Relocation,” CIP 03-260 “Water Main: Sign Pine Road to South Battlefield 16-inch,” and CIP 01-260 “Water: Currie Avenue Steel Street Water Main Loop” are rehabilitation projects that address inefficiencies in the current water and sanitary sewer systems. Upon completion, these new projects will


ensure that impacted areas of the City have an adequate supply of clean and safe drinking water, an operational and structurally sound sanitary sewer system, and improved ISO ratings.

Project 03-260 “Sewer: Gracie Road Force Main Relocation” provides for the relocation of a sanitary sewer force main that runs along Gracie Road. The current sewer force main suffered a significant failure in 2018 that resulted in a sanitary sewer overflow. However, due to the force main’s location, City staff are unable to perform repairs and maintenance on this force main. Once this sewer force main is relocated, City work crews will be able to safely service this section of the sanitary sewer system and ensure proper maintenance of the sanitary sewer system in this area.

The second new project, CIP 02-260 “Water Main: Sign Pine Road to South Battlefield 16-inch,” provides for the installation of a new water main to loop developments under the Chesapeake Expressway. Development in southern Chesapeake has strained the existing water distribution system in that region. This project will update the existing water distribution system to ensure this area of the City has an adequate supply of clean drinking water now and in the future.

CIP 01-260 “Water: Currie Avenue Steel Street Water Main Loop” provides for the installation of a second water main loop on Currie Avenue at Steel Street. Several breaks in the existing water line have occurred due to deterioration of the line because of soil conditions. Installation of the new water main loop will allow for adequate fire protection and proper circulation of water in the area.

In addition to these projects, the Public Utilities section of the CIP includes a number of projects to ensure the proper maintenance and rehabilitation of the water distribution and sanitary sewer systems. These projects will ensure clean drinking water in areas of the City within the Public Utilities Franchise area. As development activities and major employers move to the City, having well-maintained systems will ensure that the capacity exists to add these new customers.

FY 2022 appropriations in the Public Utilities section total $20.8 million, while total programmed funding for the 5-year CIP totals $92.1 million.

Stormwater Desired Outcomes

Property and infrastructure is protected from stormwater – When storms occur the systemefficiently drains water

Improved water quality of lakes, streams, and rivers – Best Management Practices (BMP) filterpollutants from stormwater prior to its flow into waterways

The Stormwater section of the CIP includes major investments necessary to improve drainage, reduce flooding, and improve water quality throughout the City. Many of the projects in this section receiving additional funding in the 5-year program are maintenance projects intended to improve the functionality of the existing system throughout the City.

One such project is CIP 43-170 “Citywide System Rehab.” This project will provide for the replacement and upgrade of aging pipe systems and structures within selected neighborhoods. The presence of numerous cave-ins and sinkholes in these areas indicates there is a need for system rehabilitation.

CIP 08-150 “Neighborhood Drainage Improvements – Phase II” is also receiving additional funding in FY 2022. This project will provide for citywide drainage improvements including acquisition of easements, replacement of pipes, regrading ditches, and other improvements designed to address existing neighborhood drainage deficiencies. In several existing neighborhoods major improvements are


necessary to increase drainage capacity and upgrade deficient drainage systems reducing flooding and its impacts.

Another project focused on the maintenance of the City’s existing stormwater infrastructure is CIP 73-120 “BMP Restoration Citywide.” BMPs are devices used to reduce pollution in stormwater runoff, thereby protecting area waterways. These practices are often permanent facilities designed to handle stormwater runoff in a specific area. BMPs reduce the flow of stormwater allowing for the filtration of pollutants before the stormwater enters streams, rivers, lakes, and bays. BMPs must be maintained to ensure they perform properly.

The project will improve system capacity and water quality by providing for the removal of significant amounts of accumulated sediment and silt. This project will impact various locations citywide, including the following stormwater facilities: Bahama Way BMP, Southern Pines BMP, Fentress Road BMP, and Major Hillard Library BMP. Over the years significant amounts of silt and sediment have accumulated within City retention ponds limiting their capacity. This project is needed to maintain the hydraulic capacity and water quality functionality by limiting runoff to area creeks and streams

A new project added to the stormwater section and receiving $1.6 million in FY 2022 is CIP 05-260 “Broadlawn Apartments Outfall Improvements.” This project will address the failing public outfall system at the Broadlawn Apartments. The scope of this project includes the replacement and resizing of approximately 1,500 linear feet of storm pipe and the installation of additional storm pipe under the railroad track. The existing system has deteriorated beyond repair and requires reconstruction. Improvements will reduce the current ongoing maintenance demands, as the existing system is inadequate causing frequent flooding and citizen complaints. In addition to the private properties in this area, there are several City properties, including a public school that will benefit from the outcomes associated with this project.

For FY 2022, appropriations to the stormwater section total $8.7 million. The total 5-year plan totals just over $16 million.

Transportation Desired Outcomes

Improved connectivity and mobility – Congestion is reduced and the transportation networkallows for the efficient mobility of people and goods

Roadways are safe and well-maintained - Roadways are safe for the traveling public and vehiclecrashes are reduced

The Transportation section of the CIP includes projects for road widening, sidewalk installation, turn lane installation, and major repairs and renovations of bridges and intersections throughout the City.

While most of the funding in this section is focused on improvements designed to increase the safety and capacity of City roadways for vehicular traffic, the availability of an interconnected system of sidewalks and pedestrian pathways can improve the capacity of the system by removing the need for vehicles to move from one location to another within the City. The Transportation section of the CIP includes two projects that will improve pedestrian access throughout the City.

The first project, CIP 58-250 “Citywide Trails and Open Space Connectivity Plan,” provides funding for a coordinated plan for the development of trails and pathways. Chesapeake needs to develop a formal


stand-alone plan focused on open space and trail connectivity to include blue and green infrastructure. It will also identify strategies for protecting, conserving, and enhancing these vital assets.

Currently, the City relies on the Comprehensive Plan and its 2050 Master Trails component to inform planning efforts related to bicycle and pedestrian improvements, development of new trails, and blue/green connections. The Trails and Open Space Connectivity Plan expands on this portion of the Comprehensive Plan and generates a separate planning document outlining goals and objectives the City can implement to support a robust and integrated active transportation network. This plan will serve as the framework for executing identified infrastructure improvements and instituting policy recommendations in the City to create a dynamic multimodal open space and trail network for all users.

In order to implement some of the recommendations of this plan, the CIP includes an increase in the annual allocation to CIP 26-220 “Citywide Sidewalk Installation” from $300,000 to $800,000. The City aims to add linear feet of sidewalks to the existing system and this investment will have the added benefit of serving as a recreational asset for walkers, joggers, and cyclists.

While multiple modes are important for an efficient transportation network, safety is also a critical component of a successful program. The CIP includes two projects receiving new funding, and both are centered on improving safety. The first, CIP 12-260 “Residential Traffic Calming Program” is a direct result of concerns expressed by citizens about the safety of their neighborhoods. This project will provide funding to implement a traffic calming program to include the acquisition of speed limit radar detection trailers, and physical measures to aid in slowing vehicle speeds or reducing cut-through vehicles within neighborhoods.

The second project, CIP 41-210 “Rural Roads Safety Improvement Program” is receiving an additional $1 million over the first two years of the CIP to address existing deficiencies along the City's rural roads. Improvements to be made under the scope of this project include the realignment of curves, relocation of ditches, pavement widening, and various other measures to improve safety. The City has over 100 miles of rural roads that do not meet current design standards and this funding provides a means to systematically address safety issues that have previously been identified.

This section also has a number of projects designed to improve the capacity of the City’s roadway system. The most impactful of these projects is CIP 08-180 “Deep Creek AIW Bridge Replacement.” The Deep Creek AIW Bridge is owned and operated by the U.S. Army Corps of Engineers. The 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. An additional $850,000 in funding allocated to this project in FY 2022 is to procure a construction engineering consultant that will be responsible for ensuring that all VDOT and FHWA material and testing requirements are followed during the construction phase. This effort is required to ensure the $20 million in previously appropriated VDOT funding is fully reimbursable.

In addition to these highlighted projects, this section also has several new projects for the maintenance and rehabilitation of roads, bridges, signalization, and the replacement of City’s traffic management system. All of these projects will aid in making the City’s transportation infrastructure safer and more efficient.

Due to all of these investments, the transportation section of the CIP is receiving the largest allocation in the Capital Plan for FY 2022 at $23.2 million. Many of the projects within this section take significant


time, funding, and logistics. For this reason, many of these projects have phased funding. The total for the 5-year plan for this section totals in excess of $85.5 million.

Unfunded Priorities While the FY 2022 - 2026 CIP includes a number of important projects, inadequate funding exists to program all of City Council’s capital priorities. At their retreat in November of 2020, Council endorsed a number of specific projects and investment areas as priorities.

Two of the City’s highest ranked capital projects are for the design and construction of a new public safety training facility and the development of the Chesapeake Connects fiber optic broadband ring. The FY 2022 –2026 CIP does not include new funding for either of these projects and the reason for this is two-fold, timing and funding capacity.

As it relates to the public safety training facility, there is a study currently underway to identify requirements of such a facility to include several potential preliminary design concepts. Public Works anticipates that this study will be completed around the end of the first quarter of FY 2022 and at that time, a more accurate cost estimate for the facility will be known. The previous estimate (which is shown on the detail sheet for CIP 16-230) of $17 million is now believed to be inadequate. Without a more refined estimate, inclusion of this project within the CIP may be premature.

In addition to the lack of an accurate project estimate, the City Lockbox lacks the capacity to fund the debt service on the public safety training facility and the additional funding required to complete the Chesapeake Connects broadband ring. While allocations to the Lockbox have increased over time (discussed in detail later in this section), these increases are not sufficient to fund two projects of this magnitude and previously approved investments such as the replacement of the Public Works and Public Utilities operations facility (CIP 01-150). $9.7 in general obligation bonds have previously been appropriated to the replacement of this facility and the project is receiving an additional $14.5 million (a combination of bonds and cash) in funding in FY 2022, all of which is being financed using the City Lockbox.

Other priorities that are not funded in the CIP include investments for site readiness for economic development opportunities and the strategic acquisition of land. Land acquisition is important for the development of future community facilities and amenities, or to facilitate private investment through business expansion or relocation.

One priority area of investment that was addressed in the out years of the CIP is deferred maintenance for City roads and facilities. While the CIP does not include the nearly $11 million per year requested for roadway maintenance by Public Works, a total of $2.5 million was added over a two-year span (FY 2025 and FY 2026) for a new project for the resurfacing of arterial and collector roads (CIP 08-260). The allocation to the High Priority Facility Renewal and Replacement project was increased to $4 million in FY 2026 as requested by Public Works.

A comprehensive list of all new projects and existing projects for which additional resources were requested but not funded in the City Manager’s Proposed CIP, is included in the appendix of this document.

While the ability to fully program many of these important projects is not financially sustainable under current revenue and policy constraints, the City Manager intends to bring City Council two specific policy proposals during the budget workshops in April that would allow the City to make additional investments in priority projects as directed by City Council.


Sources of Funding for the CIP The following table shows the various sources used to fund the City’s CIP. The first nine sources listed are cash funding, while the next four sources listed, general obligation bonds and revenue bonds are debt financing of projects. The final five sources shown in the table are typically associated with specific projects. While the City strives to utilize cash sources for most projects in the CIP, debt financing is often necessary to fund major projects such as new or replacement facilities (including schools), roadway construction, and utility construction or replacement.

Funding Source FY 2022 FY 2023-2026 Total 5-Year Program City Lockbox 10,527,000 35,630,950 46,157,950 School Lockbox 7,000,000 39,000,000 46,000,000 Cash - TIF Districts 4,956,943 3,043,057 8,000,000 Cash - Stormwater 1,500,925 7,350,000 8,850,925 Cash - Utilities 10,387,230 57,382,300 67,769,530 Cash - Other City Funds 610,000 1,830,000 2,440,000 Fund Balance - General Fund 17,090,002 34,861,154 51,951,156 Fund Balance - Capital Projects Fund 1,000,000 1,500,000 2,500,000 Fund Balance - Utilities 1,402,770 Fund Balance - Stormwater 2,649,075 Fund Balance - IT 1,000,000 1,000,000 Fund Balance - CTS 4,170,000 8,830,000 Fund Balance - Other Funds 1,088,000 1,010,000

- 1,402,770- 2,649,075

2,000,000- 13,000,000

2,098,000G.O. Bonds - General Government 27,164,137 31,280,000 58,444,137G.O. Bonds - VPSA 6,000,000 116,500,000 122,500,000G.O. Bonds - South Norfolk TIF - 423,360 423,360G.O. Bonds - Short Term Financing 1,170,000 12,762,676 13,932,676Revenue Bonds Utility Fund 8,982,000 42,700,000 51,682,000Fund Balance – SW Capital Projects 2,420,000 - 2,420,000Proffers 540,000 1,500,000 2,040,000Developer Pro Rata 485,000 - 485,000 Grant - 647,000 647,000 State 11,722,000 27,144,000 38,866,000 Federal - 10,170,000 10,170,000 Total 121,865,082 434,564,497 556,429,579

The City has a policy that when bonds are issued, the pay-back period cannot exceed the useful life of the project being financed. In cases where the useful life of the asset is limited, the replacement of major public safety equipment for example, cash sources are utilized to finance these projects. While the use of cash sources has been the preferred method for financing capital projects, the issuance of bonds for certain projects can provide for greater equity in terms of the payer and the beneficiary of a project.

When using cash sources to finance a project, it is typically necessary to accumulate funding over a number of years before sufficient resources are available to begin project execution. Over the number of years that funds are accumulating, inflationary forces may push the cost of the project higher requiring even more funding. When the project finally comes to fruition and the benefits of the project are realized by members of the community, some of the taxpayers that contributed to the accumulation of funding over a number of years may no longer reside in Chesapeake. While they contributed to the cost of the project, they will receive no benefit from it.


By utilizing bonds, a project is able to be constructed before all of the resources required to fully fund the project are accumulated. Instead the project is financed over a number of years and taxpayers who receive the benefit of the improvement are paying the debt service associated with the project. This concept is known as “generational equity.” The City has established several financial mechanisms to accumulate cash funding and to fund debt service payments when utilizing bonds to finance a project. The next two sections provide additional detail regarding the City and School Lockboxes and the City’s two TIF districts. City and School Lockboxes Two of the most significant City Council policies affecting the CIP are the City and School Lockboxes. The Lockboxes were established to provide a source of cash funding to the CIP as well as a funding source for debt service payments as a result of the issuance of bonds for capital projects. The School Lockbox dedication was adopted by City Council as part of the FY 2004 budget, and an initial annual allocation of $1.6 million was transferred from the General Fund to the Lockbox that fiscal year. In FY 2005, the City Lockbox received its first allocation of $1.5 million. Both the City and School Lockboxes continued to receive annual allocations until the 2008 recession forced a five-year period of limited growth. Beginning in FY 2016, the City began retiring several large debt issuances from the mid 1990’s that pre-dated the establishment of the City and School Lockboxes. At that time, City Council approved redirecting $15.4 million in savings from lower debt service requirements and reinvesting this capacity in the CIP through the Lockboxes. Each year the amount of Pre-Lockbock debt that is retired is split between the City and School Lockboxes. These amounts are represented by the allocations shown on the table on the following page beginning in FY 2016 (in addition to the $7.7 million received as part of this split, the City Lockbox also received a new $1 million annual allocation in FY 2016). The redirection of these savings will continue through FY 2024 when the last of these major Pre-Lockbock issuances is retired. At that time, the cumulative annual allocation to the City and School Lockboxes due to these debt retirements will be $15.9 million based on current policy. In addition to the flat allocation amounts shown in the table, an annual dedication of 3.5% of the hotel tax was added to the School Lockbox in FY 2005, and in FY 2007, both the City and School Lockboxes received an annual dedication of 1¢ of the real estate tax. In FY 2022, the hotel tax is estimated to generate $2.1 million to the School Lockbox, while both the City and School Lockboxes will receive approximately $2.8 million from the real estate tax dedication. In an effort to keep up with inflation, an annual increase of 1% of the total allocation (from all sources) to each Lockbox was added in FY 2020. This inflation adjustment is calculated on the total prior year’s allocation. Due to the difference in the contribution to each Lockbox, the inflationary adjustment for the School Lockbox outpaces this adjustment on the City side.

Total Lockbox Contributions for FY 2022

School Lockbox City Lockbox Total Flat Allocations $25,042,500 $22,086,500 $47,129,000 Hotel Tax $2,118,325 - $2,118,325 Real Estate Tax $2,777,475 $2,777,475 $5,554,950 Inflation Adjustment $731,965 $611,605 $1,343,570 Revenue Sharing True-Up (FY 2020) $1,000,000 - $1,000,000

Total $31,670,265 $25,475,575 $57,145,840


Flat Amount Allocations to Lockboxes* School Lockbox City Lockbox Fiscal Year

Allocation Amount

Cumulative Annual Allocations

Allocation Amount

Cumulative Annual Allocations

2004 $1,640,000 $1,640,000 - - 2005 $3,262,600 $4,902,600 $1,500,000 $1,500,000 2006 $1,653,400 $6,556,000 $1,100,000 $2,600,000 2007 $1,000,000 $7,556,000 $1,000,000 $3,600,000 2008 $1,000,000 $8,556,000 $1,000,000 $4,600,000 2009 $500,000 $9,056,000 $500,000 $5,100,000 2010 - $9,056,000 - $5,100,000 2011 - $9,056,000 - $5,100,000 2012 $500,000 $9,556,000 $500,000 $5,600,000 2013 - $9,556,000 - $5,600,000 2014 - $9,556,000 - $5,600,000 2015 $750,000 $10,306,000 $750,000 $6,350,000 2016 $7,700,000 $18,006,000 $8,700,000 $15,050,000 2017 $2,795,000 $20,801,000 $2,795,000 $17,845,000 2018 $291,000 $21,092,000 $291,000 $18,136,000 2019 $2,275,000 $23,367,000 $2,275,000 $20,411,000 2020 $987,500 $24,354,500 $987,500 $21,398,500 2021 $362,000 $24,716,500 $362,000 $21,760,500 2022 $326,000 $25,042,500 $326,000 $22,086,500

*This table does not include the dedicated 1¢ of the real estate tax to both the City and School Lockboxes or the 3.5% of the hotel tax dedicated to the School Lockbox. The numbers in the table also exclude the $1 million annual allocation from the South Norfolk TIF to the School Lockbox from FY 2012 to FY 2021 for renovations to Oscar Smith Middle School. This table is also not meant to capture all deposits that have been made to the Lockboxes. Since the inception of the Lockboxes, proffers and school reversion funds have been deposited and these amounts are not shown.

As the table on the previous page illustrates, the School Lockbox will receive $31.7 million in FY 2022, while the City Lockbox will receive $25.5 million. Since the inception of the School Lockbox in FY 2004 through FY 2021, the school Lockbox has received $61.7 million more in flat amount allocations than the City Lockbox and an additional $35 million more in dedicated revenue from the hotel tax. A financial summary of both Lockboxes is provided in the appendix section of the document. Tax Increment Financing (TIF) Districts Another strategic source of funding for the CIP are the City’s two TIF districts, Greenbrier and South Norfolk. A TIF district is a geographically delineated area of the City that generates revenue from the growth in real estate assessments. When a TIF district is established, the baseline real estate assessments within the district are frozen. Public investments in the district are constructed, with the goal of encouraging private investment, which ultimately raises real estate assessments in the district. The real estate tax revenue generated from the growth in assessments is dedicated to a fund that is used to pay the debt service on the initial public improvements. A table showing a basic example of how a TIF fund generates funding is shown below. Depending on the success of the district, additional improvements may be financed as revenue growth to the fund allows. City Council may also choose to declare revenue generated in the district beyond the


requirements in a given fiscal year as surplus and utilize the funding in a manner consistent with other general tax collections.

Baseline Real Estate Assessments

Current Real Estate Assessments Increment

Example TIF District $70,000,000 $95,000,000 $25,000,000 Citywide Tax Rate $1.04/$100 of Value $1.04/$100 of Value Real Estate Tax to General Fund $728,000 Real Estate Tax to TIF Fund $260,000

It is important to note that taxpayers in TIF districts pay the same real estate tax rate as every other taxpayer in the City. Revenue generated from the original baseline assessments is not dedicated to the TIF Fund and instead goes to the General Fund and is available to support citywide operations and services. In FY 2022, funding from both TIF districts is being utilized to service the debt on previous improvements in each district. The South Norfolk TIF is also providing $8 million in cash funding over the 5-year CIP to fund a number of projects within the district. The 5-year plan does not include any cash funding for projects in the Greenbrier TIF, but does continue to make debt service payments for previous improvements. A financial summary of the City’s two TIF districts is provided in the appendix section of the document. State Funding One of the more significant external revenue sources that the City receives in the CIP is from the Commonwealth of Virginia for transportation projects. In the FY 2022 - 2026 CIP, there are a number of adjustments being made to transportation projects due to a change in the timing of when state revenue is anticipated to be available. Below is a summary table for each of the impacted projects showing the programmed funding as adopted in the FY 2021 - 2025 CIP and the updated programmed funding as proposed in the FY 2022 - 2026 CIP.

Programmed Funding as of Adopted FY 2021-2025 CIP

ATDsYear 1

FY 2022Year 2

FY 2023Year 3 FY 2024

Year 4 FY 2025

Year 5 FY 2026 Future Years

Project Total

Local 5,000,000 5,000,000 2,500,000 - - - - 12,500,000 State - - 10,000,000 - - - - 10,000,000

Totals 5,000,000 5,000,000 12,500,000 - - - 22,500,000 Programmed Funding Proposed for FY 2022-2026 CIP (Revised based on Availability of State Funding) Local 5,000,000 - - - 3,403,000 4,097,000 - 12,500,000 State - - - - 4,000,000 4,097,000 1,903,000 10,000,000

Totals 5,000,000 - - - 7,403,000 8,194,000 1,903,000 22,500,000

CIP 30-240 Johnstown Road Ditch and Shoulder Improvements


ATDsYear 1

FY 2022Year 2

FY 2023Year 3 FY 2024

Year 4 FY 2025


Project Total

Local 10,200,000 - - - - - - 10,200,000 State 10,000,000 - - - - - - 10,000,000

Totals 20,200,000 - - - - - 20,200,000 Programmed Funding Proposed for FY 2022-2026 CIP (Revised based on Availability of State Funding) Local 10,200,000 - - - - - - 10,200,000 State 465,000 2,000,000 4,035,000 3,500,000 - - - 10,000,000

Totals 10,665,000 2,000,000 4,035,000 3,500,000 - - - 20,200,000

CIP 35-230 Elbow Road Widening - Phase II


In addition to timing changes, the cost estimate for the next two projects has been modified. The first project, CIP 37-230 “George Washington Highway (US Route 17) Widening” has increased (the amount of City funding to the project remains unchanged), while CIP 09-180 “Freeman Ave. Railroad Overpass Bridge” has been revised downward. The project is also now showing federal funding instead of state funding in the out years to more accurately reflect the source of the funds that will be utilized to complete this project.

There are also three projects that have state revenue appropriated as well as programmed that will not be receiving any state revenue. Previously appropriated state funding in these projects is being reduced as shown on Attachment D of the CIP Ordinance. The first such project is CIP 42-230 “Mt. Pleasant Road Widening - Phase II.” The total estimated project cost remains $9.7 million, but the $4.85 million that was programmed to come from the state for this project is not available. While Public Works requested City funding in this amount to keep the project on its current schedule, the City Manager’s Proposed CIP does not include this amount, and instead shows it as a future funding requirement necessary for project completion. If City Council desires to keep this project on its current schedule, limited capacity exists within the City Lockbox to fund this or other priority projects. Otherwise, the project will be delayed until such time as this funding is appropriated.


ATDsYear 1

FY 2022Year 2

FY 2023Year 3 FY 2024

Year 4 FY 2025


Project Total

Local 2,500,000 - - - 2,000,000 - 5,800,000 10,300,000 State - - - - - - 17,200,000 17,200,000

Totals 2,500,000 - - - 2,000,000 - 23,000,000 27,500,000 Programmed Funding Proposed for FY 2022-2026 CIP (Revised based on Availability of State Funding) Local 2,500,000 - - - 2,000,000 - 5,800,000 10,300,000 State - - - - 2,000,000 1,500,000 18,865,000 22,365,000

Totals 2,500,000 - - - 4,000,000 1,500,000 24,665,000 32,665,000

CIP 37-230 George Washington Highway (US Route 17) Widening


ATDsYear 1

FY 2022Year 2

FY 2023Year 3 FY 2024

Year 4 FY 2025


Project Total

Local 3,821,640 8,670,000 - - - - - 12,491,640 State - 15,255,000 - - - - - 15,255,000

Totals 3,821,640 23,925,000 - - - - 27,746,640 Programmed Funding Proposed for FY 2022-2026 CIP (Revised based on Availability of Federal Funding) Local 3,821,640 2,956,943 - 3,466,417 - - - 10,245,000 Federal - - 6,800,000 3,370,000 - - - 10,170,000

Totals 3,821,640 2,956,943 6,800,000 6,836,417 - - 20,415,000

CIP 09-180 Freeman Ave. Railroad Overpass Bridge


ATDsYear 1

FY 2022Year 2

FY 2023Year 3 FY 2024

Year 4 FY 2025


Project Total

Local 1,875,000 2,975,000 - - - - - 4,850,000 State 1,875,000 2,975,000 - - - - - 4,850,000

Totals 3,750,000 5,950,000 - - - - 9,700,000 Programmed Funding Proposed for FY 2022-2026 CIP (Revised based on Lack of State Funding) Local 1,875,000 2,975,000 - - - - 4,850,000 9,700,000 State - - - - - - - -

Totals 1,875,000 2,975,000 - - - - 4,850,000 9,700,000

CIP 42-230 Mt. Pleasant Rd. Widening - Phase II


The final two projects being impacted by previously appropriated and programmed state funding are CIP 28-220 “Traffic Signals and Intersection Improvements Phase III” and CIP 25-220 “Citywide Guardrail Installation & Replacement.” These projects were both previously anticipated to be fully funded by VDOT’s annual state road maintenance funding. Since this funding has not materialized, CIP 25-220 has been abandoned, and local funds will be used to complete CIP 28-220 with a reduced scope to allow total project cost of $400,000 rather than the $1,000,000 originally planned. Proffer Funding The City of Chesapeake has an adopted Proffer Policy, which sets guidelines for the acceptance and use of proffers for project funding. Proffers are a voluntary contribution to the City of Chesapeake made by property owners as a result of rezoning when the zoning change necessitates public facility additions or improvements. These contributions can be in cash or in the form of land dedication or improvements to the surrounding area that comply with the City’s overall program for capital improvements. During the zoning and development review process, applicants may submit a list of proposed voluntary proffers as a means to mitigate the impact of the proposed development to schools, transportation, public safety, or libraries. Cash proffers for schools and transportation improvements are used to improve the service district(s) impacted by the proposed development, while cash proffers for public safety and libraries may be used to improve related facilities citywide due to the general public usage of such facilities. The following table provides a summary of proffer funding utilized for projects in the FY 2022-2026 CIP.

Project Appropriations to Date

FY 2022 FY 2023-2026

Total 5-Year CIP

06-260 Libraries – Russell Memorial Library Addition - 40,000 1,500,000 1,540,000 71-250 Weiss Lane Widening - 500,000 500,000 27-220 Left Turn Lane and Signal Modification –

Volvo Pkwy. At Greenbrier Pkwy. 350,000 - - -

36-210 Mt. Pleasant Rd. Widening – Phase I 170,275 - - - 47-230 Right Turn Lanes – Deep Creek Area 338,000 - - - 29-220 Turn Lanes and Signal Modification – Hanbury

Rd. at Johnstown Rd. 611,000 - - -

Pro Rata Pro Rata was established by the Commonwealth of Virginia as a method to allow municipalities to have developers contribute to large water, sewer, and drainage projects that benefit more than one development and to share that cost with each subsequent developer. In order to facilitate more efficient water distribution, sanitary sewer, and drainage systems, initial developers may agree to build larger facilities based on the City’s technical specifications, with the agreement that they will eventually be reimbursed for a portion of the facility’s cost. This means that subsequent developments that benefit from the pro rata facility built by the initial developer pay the City pro rata fees for their portion of the facility. Pro Rata fees are collected and reimbursed to the initial developer through capital projects established for the construction of the pro rata facility. The following table provides a summary of projects that include pro rata fees in the FY 2022 - 2026 CIP.


Project Appropriations to Date

FY 2022

FY 2023-2026

Total 5-Year CIP

49-250 Arboretum Channel Improvements 399,000 - 399,000 25-240 John Street Outfall Improvements 300,000 86,000 - 86,000 24-220 Old Mill Drainage Improvements (Crossing Replacement)

100,000 - - -


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Project Number Project Title

Appropriations to Date FY 2022 FY 2023 FY 2024 FY 2025 FY 2026

Total Programmed

Costs

21-200 ADA Door & Restroom Retrofits at Various Facilities - Phase I

440,000 - - - - - 440,000

01-220 ADA Faclity and Infrastructure Retrofits

200,000 50,000 - - - - 250,000

01-230 CIBH - Expansion and Renovation of 224 Great Bridge Blvd Building

6,709,700 - - - - - 6,709,700

15-190 CIBH - Intellectual Disability Day Support Building Renovation (Steppingstone Square)

1,575,513 - - - - - 1,575,513

41-240 City Garage Bays - Compressed Natural Gas Modification

329,780 - - - - - 329,780

44-130 CNG (Compressed Natural Gas) Fueling Station/Fast Payback Energy Conservation

1,330,400 - - - - - 1,330,400

02-150 Facilities - High Priority Renewal and Replacement - Pase III

14,738,501 2,295,000 2,335,000 2,360,000 2,400,000 4,000,000 28,128,501

26-210 Jail and Sheriff HQ - Renewal and Replacements

2,301,000 472,000 516,000 577,000 625,000 - 4,491,000

48-230 Joint City/School Garage Facility

19,000,000 - - - - - 19,000,000

02-180 Jordan Bridge Memorial

100,000 - - - - - 100,000

04-200 Juvenile Services Building Repairs- Phase I & II

3,200,000 - - - - - 3,200,000

01-240 Juvenile Services Building Replacement

- - 500,000 - - - 500,000

02-240 LED Lighting Retrofits - Various Buildings

100,000 100,000 100,000 100,000 - - 400,000

03-240 Libraries - Book Lockers - Outlying Areas

113,000 113,000

03-230 Libraries - Music Shelving Replacement

- - 175,000 - - - 175,000

02-250 Libraries - Refresh and Reconfigure Shelving, Staff Lounges, and Food Prep Areas

- - 650,000 - - - 650,000

03-250 Libraries - Refresh Indian River, Major Hillard, and Russell Memorial Libraries

- - - 300,000 - - 300,000

06-260 Libraries - Russell Memorial Library Addition

- 40,000 1,500,000 - - - 1,540,000

03-210 Libraries - Russell Memorial Parking Addition

500,000 - - - - - 500,000

04-230 Libraries - Shelving Replacement

- - 400,000 - - - 400,000

Fiscal Years 2022 through 2026 Capital Improvement Program

Unappropriated Years

Capital ProjectsCommunity Facilities

Project Cost and Means of Finance Summary




Total Programmed

Costs




81-250 Municipal Center Master Plan Update

150,000 150,000 - - - - 300,000

04-150 Municipal Parking Lots and Sidewalks II

1,400,000 150,000 200,000 200,000 200,000 200,000 2,350,000

04-240 Public Works - Bowers Hill Yard Facility Renovations

300,000 - - - - - 300,000

05-240 Public Works - Greenbrier Yard Storage Building Replacement

735,000 - - - - - 735,000

01-150 Public Works/Public Utilities Operating Facilities Replacement/Relocation

13,700,000 14,500,000 - 4,000,000 4,000,000 - 36,200,000

06-240 Security Improvements - Various Facilities

450,000 250,000 - - - - 700,000

04-210 Social Services Building Restroom Renovation

100,000 100,000 - - - - 200,000

02-160 Solid Waste Facilities Relocation

5,470,000 - - - - - 5,470,000

07-260 Voting Equipment Replacement

- - - 1,000,000 - 1,000,000

Totals 72,942,894 18,107,000 6,376,000 7,537,000 8,225,000 4,200,000 117,387,894

Cash - City Lockbox

17,349,501 3,967,000 3,626,000 3,437,000 3,225,000 200,000 31,804,501


8,645,393 - - - - - 8,645,393


335,179 - - - - - 335,179


6,487,821 600,000 1,250,000 100,000 1,000,000 - 9,437,821

G.O. Debt - Short-Term Financing

1,155,000 - - - - 4,000,000 5,155,000

G.O. Debt - City

33,650,000 13,500,000 - - - - 47,150,000

Revenue Bonds - Utility Fund

4,000,000 - - 4,000,000 4,000,000 - 12,000,000


820,000 - - - - - 820,000

Proffers

500,000 40,000 1,500,000 - - - 2,040,000

Total Revenue 72,942,894 18,107,000 6,376,000 7,537,000 8,225,000 4,200,000 117,387,894

Means of Financing


21-200:

Description:

This project will upgrade or replace existing entrance doors and restroom doors in various City facilities to meet current accessibility standards. The primary focus will be facilities that are frequented by citizens and other patrons, including: City Hall, Community Centers, Courts, Integrated Behavioral Health, Libraries, Public Health, Social Services, Treasurer/Revenue Offices, etc.

Justification:

Numerous City facilities have entrance doors and restroom doors that do not meet current accessibility design standards. These doors present a significant physical challenge to handicapped and/or elderly patrons, citizens, and employees.

A few ADA entrance door retrofits were completed in previous years when funding was available in previous phases of the "High Priority Renewal and Replacement" project. Although older facilities with ADA deficiencies are not in violation because they were built before ADA was enacted, this project will enable the City to upgrade additional building deficiencies to meet current standards.

Comments:

ADA Door & Restroom Retrofits at Various Facilities - Phase I

Department: Community Facilities Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Public Services Facilities

Year identified: 2016 Planning Area: Citywide

Start Date: 7/1/2015 Project Status: Proposed

Est. Completion Date: 6/30/2026

Project Details 2022:PriorYears 2022 2023 - 26

FutureYears

TotalAmount

Revenue

Cash - Lockbox City 440,000 440,000

Total Revenue 440,000 440,000

Expense

Construction 440,000 440,000

Total Expense 440,000 440,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


01-220:

Description:

This project will upgrade or replace existing sidewalks, doors, and restrooms in various City facilities to meet current accessibility standards.

Justification:

Upgrading older facilities to the current accessibility standards will improve access for citizens and employees.

Although City facilities are in compliance with the Americans with Disabilities Act (ADA) because they were built before ADA was enacted, this project will provide funding to continue to bring more facilities up to the current standards outlined in the ADA. This project will also include improvements to public sidewalks in order to remove obstacles to persons with limited mobility.

Comments:

ADA Facility and Infrastructure RetrofitsDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Lockbox City 200,000 50,000 250,000

Total Revenue 200,000 50,000 250,000

Expense

Construction 200,000 50,000 250,000

Total Expense 200,000 50,000 250,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 50,000 50,000 0

50,000 50,000 0


01-230:

Description:

This project initially included only an architectural space and programming study of the entire facility at 224 Great Bridge Blvd. (the CIBH Main Building) and renovation to the main facility’s lobby. The study identified how to best re-use the space to create additional usable office space in the building that currently houses the Psychosocial Day Support Program because these services will be transitioning to the facility at the former Galilee Church property. Since completion of the study, the project now includes the expansion and renovation of the complex.

Justification:

The main Chesapeake Integrated Behavioral Health (CIBH) facility at 224 Great Bridge Blvd. was built in 2005. Since then, the demand for services has increased and the staffing level at this facility has increased by more than 50% to meet demand. CIBH also has additional temporary staff, interns, and volunteers that work at this facility. CIBH staff have worked to maximize the use of existing space, but the facility is beyond capacity.

On November 13, 2018, City Council added $25,000 to complete the study. The architectural study recommends razing the old clubhouse and expanding the main building. On September 10, 2019, City Council added $612,700 to this project to complete the lobby renovation and detailed design plans for construction.

Comments:

CIBH - Expansion and Renovation of 224 Great Bridge Blvd. Building



Year identified: 2019 Planning Area: Rivercrest




FutureYears

TotalAmount

Revenue

Fund Balance - Other Funds 6,709,700 6,709,700

Total Revenue 6,709,700 6,709,700

Expense

Design & Engineering 712,700 712,700

Construction 5,997,000 5,997,000

Total Expense 6,709,700 6,709,700

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


15-190:

Description:

This project will provide for the renovation and expansion of the Day Support Building located at 2104 Steppingstone Square. The facility supports individuals with intellectual disabilities. This renovation addresses the kitchen, restrooms, changing areas, front office, and activity rooms, and will also add floor coverings to the current concrete floors.

Justification:

The renovation will provide an environment more conducive to service delivery. The current state of the building is an impediment for prospective program participants. Renovations will also improve fee revenue.

On September 10, 2019, City Council amended the CIP, adding $1,310,413 needed to complete this project.

Comments:

CIBH - Intellectual Disability Day Support Building Renovation (Steppingstone Square)







FutureYears

TotalAmount

Revenue


Total Revenue 1,575,513 1,575,513

Expense

Construction 1,575,513 1,575,513

Total Expense 1,575,513 1,575,513

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


41-240:

Description:

This project will modify the City Garage bays for Central Fleet Management to allow repair of Compressed Natural Gas (CNG) vehicles.

Justification:

Under current conditions, auto technicians working on CNG vehicles must perform all repairs outside or send trucks to commercial vendors to comply with the Fire Code. This funding will be used to modify two bays at Central Fleet with the correct separation, ventilation, monitors, and alarms for Fire Code compliance and allow technicians to work on the vehicles indoors.

City Council approved a modification to the FY 2019-2024 Approved CIP to appropriate full funding for this project on January 14, 2020.

Comments:

City Garage Bays - Compressed Natural Gas Modification


Project Type: System Acquisition or Upgrade Comprehensive Plan Goal Area: Public Services Facilities

Year identified: 2019 Planning Area: Greenbrier




FutureYears

TotalAmount

Revenue

Fund Balance - Other Funds 329,780 329,780


Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


44-130:

Description:

This project will provide for the installation of a Compressed Natural Gas (CNG) fueling station. Fast Payback Energy Conservation funds will be used to fund a portion of this project.

Justification:

This project is needed to allow for the fueling of new vehicles that are powered with CNG. The City plans to purchase approximately six (6) solid waste collection (SW) vehicles in each of the next several years. If successful, all SW collection vehicles would be replaced with CNG engines. The City expects savings from the program because CNG fuel is considerably less expensive than diesel fuel. The fueling station will also permit the City to sell fuel to other commercial/industrial users.

On January 14, 2020 City Council appropriated an additional $30,400 to this project.

Comments:

CNG (Compressed Natural Gas) Fueling Station/Fast Payback Energy Conservation


Project Type: Replacement Comprehensive Plan Goal Area: Public Services Facilities





FutureYears

TotalAmount

Revenue

Cash - General Fund Transfer 720,000 720,000


G.O. Debt - City 580,000 580,000

Total Revenue 1,330,400 1,330,400

Expense

Construction 1,330,400 1,330,400

Total Expense 1,330,400 1,330,400

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


02-150:

Description:

This project provides critical repairs and replacement of components and systems in City buildings, including roofs, HVAC and other mechanical systems, security and alarm systems, elevators/escalators, major structural repairs, interior renovation, carpet/flooring, large-scale window replacement, and other major repairs. This project addresses deferred maintenance of major building systems throughout the City.

Justification:

Each year, Facilities Maintenance updates its 5-year plan to address the most pressing facility deficiencies.

Improvements planned or currently underway include: replacing roofs at Central Library and Greenbrier Library, overhauling elevators, renovating restrooms at facilities including the J&DR Court, and replacing carpet at Circuit and General District Courts.

Future improvements to be accomplished through this project include replacement of HVAC units at Cuffee Community Center, replacement of roofs at the JDR Court, renovating restrooms at the Circuit/General District Courts, and renovating Public Utilities and Public Works Field Offices.

Comments:

Facilities - High Priority Renewal and Replacements - Phase III







FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 2,400,000 2,400,000

G.O. Debt - Short Term Financing 1,155,000 4,000,000 5,155,000

Cash - Lockbox City 11,183,501 2,295,000 7,095,000 20,573,501

Total Revenue 14,738,501 2,295,000 11,095,000 28,128,501

Expense

Design & Engineering 200,000 150,000 350,000

Construction 14,538,501 2,295,000 6,345,000 23,178,501

Equipment 4,600,000 4,600,000

Total Expense 14,738,501 2,295,000 11,095,000 28,128,501

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,295,000 2,295,000 0

2023 2,335,000 2,335,000 0

2024 2,360,000 2,360,000 0

2025 2,400,000 2,400,000 0

2026 4,000,000 4,000,000 0

13,390,000 13,390,000 0


26-210:

Description:

The project will provide for repair or replacement of the Jail and the Sheriff’s Headquarters (HQ) facilities, including HVAC, other mechanical systems, security and alarms systems, elevators, generators, interior renovation, roofs, carpet, etc. Larger maintenance items such as HVAC duct cleaning are also included.

Justification:

The repair and replacement items for the Jail and Sheriff's HQ facilities were previously funded from the "Facilities - High Priority Renewal & Replacements" project # 02-150. The Jail and Sheriff's HQ buildings operate 24/7, and the Jail endures very intensive use which results in components, systems, and interior finishes that deteriorate and wear out much faster than in other buildings. A focused project was needed to properly address these facility needs.

This project is a multi-year program established in FY 2017 to make major repairs and replacements of building components and equipment at the Jail and Sheriff's HQ building. The Jail and Sheriff's HQ buildings have a backlog of deferred maintenance, and the Jail is subject to inspections by the Department of Justice and Health Department that require interior finishes and systems to meet strict requirements. This project will address the previously deferred maintenance needs. Future improvements planned as part of this project include replacing the roof at the Sheriff's HQ building, replacing the water chiller/heating piping at the Jail, as well as re-coating the lobby roof, replacing obsolete locks, various painting, and other general renovations at the Jail.

In FY 2022, this project is being reclassified from Public Safety to Community Facilities as Public Works is responsible for managing the project.

Comments:

Jail and Sheriff HQ - Renewal and ReplacementsDepartment: Community Facilities Capital Projects


Year identified: 2017 Planning Area: Great Bridge




FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 925,000 925,000

Cash - Lockbox City 1,376,000 472,000 1,718,000 3,566,000

Total Revenue 2,301,000 472,000 1,718,000 4,491,000

Expense


Construction 2,201,000 472,000 1,718,000 4,391,000

Total Expense 2,301,000 472,000 1,718,000 4,491,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 472,000 472,000 0

2023 516,000 516,000 0

2024 577,000 577,000 0

2025 625,000 625,000 0

2,190,000 2,190,000 0


48-230:

Description:

This project will provide for the construction of a new facility for the maintenance of school buses and solid waste vehicles. The new facility will be staffed with school and city employees.

Justification:

Existing school and city fleet maintenance facilities are inadequate. Additional garage bays are required for school buses and solid waste vehicles.

City Council added this project to the CIP on June 12, 2018. In May 2019, the project was expanded to include office space for School transportation staff (mostly routing and scheduling).

Comments:

Joint City/School Garage FacilityDepartment: Community Facilities Capital Projects

Project Type: New Facility Comprehensive Plan Goal Area: Public Services Facilities





FutureYears

TotalAmount

Revenue


G.O. Debt - City 17,900,000 17,900,000

Total Revenue 19,000,000 19,000,000

Expense

Design & Engineering 1,600,000 1,600,000

Construction 15,260,000 15,260,000

Equipment 1,350,000 1,350,000

Other 790,000 790,000

Total Expense 19,000,000 19,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


02-180:

Description:

This project will provide for the design and construction of a memorial to the old Jordan Bridge as part of the Elizabeth River City Park.

Justification:

This project will be Phase III of Elizabeth River City Park. Funding was provided from the old Jordan Bridge Enterprise Fund (previously transferred to the Capital Projects Fund). Planning for the Jordan Bridge memorial is currently in progress, therefore there is currently no estimated completion date.

Jordan Bridge MemorialDepartment: Community Facilities Capital Projects

Project Type: New Facility Comprehensive Plan Goal Area: Historic Resources

Year identified: 2014 Planning Area: South Norfolk


Est. Completion Date:


FutureYears

TotalAmount

Revenue

Cash - Other City Funds 100,000 100,000


Expense

Other 100,000 100,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


04-200:

Description:

This project will provide major repairs to the Juvenile Services building. Phase I includes replacing the boilers, carpet, wall coverings, door and lock mechanisms, gym floor, intercom system, plumbing systems, six rooftop air handlers, and exhaust fans. Phase I also updates the fire alarm system, repaves the service road and parking lots around the facility, and installs a dehumidifier to control moisture levels in the facility.

Phase II repairs will include replacing the roof, walk-in refrigerator/freezer, obsolete furniture, commercial washing machine, and two dryers; follow-on HVAC/plumbing work; renovating the staff restrooms, and adding a portable storage building.

Justification:

Portions of the facility date back to the 1960's and many building components are failing. Phase I of this project funded many high priority needs, but did not anticipate the building remaining in operation beyond 2020. This project provides for additional high priority needs to enable the building to function properly for several more years.

On November 15, 2016, City Council amended the FY 2017 CIP to change the funding source of $2 million of the project’s budget from debt (general obligation bonds) to cash funding (City lockbox).

The first phase of this project anticipated the replacement of the Juvenile Services facility around 2020, but that replacement has now been delayed. Thus, further building repairs are needed since the current facility will remain in use another eight to ten years. Funding to finish phase I and complete phase II was added to FY 2020 budget.

Comments:

Juvenile Services Building Repairs- Phase I & IIDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Lockbox City 3,200,000 3,200,000

Total Revenue 3,200,000 3,200,000

Expense


Construction 2,860,000 2,860,000

Equipment 100,000 100,000

Other 20,000 20,000

Total Expense 3,200,000 3,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


01-240:

Description:

This project includes design and construction of the new facility to replace the existing Juvenile Services Building (detention facility).

Justification:

Portions of the City’s existing facility were built in the early 1960s. The facility also has a more modern addition constructed in the early 1990s. However, the building appears to be functionally obsolete and is expensive to maintain. The facility’s capacity is also much larger than is needed.

The City plans to replace the facility within ten years. The preliminary cost estimate to complete the new facility is up to $25.5 million.

Comments:

Juvenile Services Building ReplacementDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 25,000,000 25,000,000

Total Revenue 500,000 25,000,000 25,500,000

Expense

Design & Engineering 500,000 2,000,000 2,500,000

Construction 23,000,000 23,000,000

Total Expense 500,000 25,000,000 25,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 500,000 500,000 0

500,000 500,000 0


02-240:

Description:

This project will retrofit/replace existing fluorescent fixtures with long-lifetime LED fixtures throughout the City. Selected buildings will undergo large-scale retrofits of practically all lighting fixtures.

Justification:

Replacing fluorescent lighting with LED lighting will result in operational savings and higher customer satisfaction from fewer lighting failures and less time waiting for lamp replacements. While energy savings may not be large compared with the most efficient fluorescent lighting, the long lifespan of modern LED lamps/fixtures result in less labor used for changing burned-out lamps. Most LED lamps have warranties of five or more years, but are expected to last longer.

LED lighting technology has matured and reliable manufacturers are supplying LED lamps and fixtures. Prices have dropped significantly and the technology is economically feasible.

In May 2020, City Council eliminated funding programmed for this project in FY 2021.

Comments:

LED Lighting Retrofits - Various BuildingsDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 100,000 100,000 200,000 400,000

Total Revenue 100,000 100,000 200,000 400,000

Expense

Construction 100,000 100,000 200,000 400,000

Total Expense 100,000 100,000 200,000 400,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

2023 100,000 100,000 0

2024 100,000 100,000 0

300,000 300,000 0


03-240:

Description:

This project will increase library services to outlying areas of the City by adding two library lockers to areas where community members have the most difficulty reaching a traditional library branch. The library will partner with an existing community center or another centrally located facility in the areas to serve as the site locations for the library lockers. The library locker initiative will allow patrons to check out books and other library materials online, and then retrieve them from the individual lockers.

Justification:

The most rural areas of Chesapeake do not have convenient access to traditional library services. Patrons in these areas are desperate for library access, but building a freestanding library would take years to complete and is cost-prohibitive. The library locker solution will allow these patrons to have better access to library materials by placing lockers within their communities. The process would work similarly to a current inter-library loan, but instead of delivering items between library branches, existing library couriers will deliver the requested materials to the library lockers on a regular schedule. Once ready for pick-up, patrons will be able to retrieve their requested materials from the locker.

The Library is in the process of finalizing site locations for the library lockers.

Comments:

Libraries - Book Lockers - Outlying AreasDepartment: Community Facilities Capital Projects


Year identified: 2020 Planning Area: South Chesapeake




FutureYears

TotalAmount

Revenue



Expense

Equipment 112,000 112,000

Other 1,000 1,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


03-230:

Description:

This project will provide for the replacement of the existing shelving for music collections at all city libraries.

Justification:

Replacement shelving is needed because some units have collapsed and other units have laminate peeling. Additionally, the current shelving does not offer the flexibility or interchangeability that is now needed. The existing wooden shelves provide less linear feet of space. The replacement steel shelving is interchangeable, easy to clean, easy to maintain, and generally lasts for decades.

Each library location has a different shelving configuration for music, all of which is no longer adequate for the collection. Some shelving units were purchased second hand, re-purposed, and cobbled together to house the music collection.

Comments:

Libraries - Music Shelving ReplacementDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 150,000 150,000

Other 25,000 25,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 175,000 175,000 0

175,000 175,000 0


02-250:

Description:

The scope of this project is to provide for the replacement of existing shelving at the Central Library and Dr. Clarence V. Cuffee Library with mobile shelving. Funding will also be utilized to renovate the library kitchens and staff lounges at both libraries to include a full-service kitchen in the meeting room of the Central Library and to install a Cafe area at the Central Library similar to one at South Norfolk Memorial Library.

Justification:

The addition of mobile shelving at the Central Library and Cuffee will enable the buildings to be more user-friendly. The mobile shelving units allow for flexible program space as needs arise. In the case of the Cuffee Library, mobile shelving will give them the flexibility to create a space for children's programming, quickly and efficiently.

The kitchen and staff lounges have never been renovated, some of these areas are more than 25 years old. This renovation will increase the desirability of the Library's meeting rooms and provide Library staff with areas in which to prepare food.

The addition of a cafe at the Central Library will not only build on the partnership between the Library and CIBH for employment opportunities. It will also provide a source of food and beverages for everyone visiting and working in the Municipal Center. The public and employees will be afforded the opportunity to find good nutritional food within walking distance. This endeavor would contribute to the City's wellness initiative.

The current shelving at the Central Library is over 25 years old, and has outlived its useful life. There is also a need for additional space at both the Central and Cuffee during library events. Cuffee's limited size does not permit the traditional library programs available at other branches. The kitchens/staff lounges at Central and Major Hillard have never been refurbished. The Library has an ever-increasing demand from citizens, community groups and City Departments who wish to provide food at their meetings/events. The current spaces are not suited to these types of meetings/events. The addition of a full-service kitchen at the Central Library will enable the Library to not only expand the desirability of the meeting room, but it will also greatly enhance the Library's ability to provide creative and innovative programming.

The project allows for the expansion of the successful partnership between the Library and CIBH at South Norfolk at the Central Library.

Comments:

Libraries - Refresh and Reconfigure Shelving, Staff Lounges, and Food Preparation Areas







FutureYears

TotalAmount

Revenue



Expense



Equipment 350,000 350,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 650,000 650,000 0

650,000 650,000 0


03-250:

Description:

This project will refresh the Indian River, Major Hillard, and Russell Memorial Libraries and renovate the kitchens and staff lounges.

Justification:

The high volume of customers at these branches requires periodic refreshing in order to protect investment in the facilities and to remain appealing to customers. The kitchen and staff lounges have never been renovated, some of these areas are more than 25 years old. The Library has an ever-increasing demand by citizens, community groups, and City departments who wish to provide food at their meetings/events. The current spaces are not suited to these types of meetings/events. This renovation will also increase the desirability of the Library's meeting rooms and provide Library staff with areas in which to prepare food.

Libraries - Refresh Indian River, Major Hillard, and Russell Memorial Libraries







FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 300,000 300,000 0

300,000 300,000 0


06-260:

Description:

This project funds the expansion of existing facilities at Russell Memorial Library through use of the greenspace adjacent to the Children's Area or utilizing negative space in the existing facility to create a 2nd floor. Initial expenses will provide architectural guidance to determine the most cost effective method for expansion. Additional expenses may be covered by existing proffers.

Justification:

Increased growth in Western Branch through development of "The Grove", the future addition of Amazon facilities, and additional housing surrounding Russell Memorial on North Elizabeth Harbor Drive, require expansion of current library facilities to meet increasing service demands. Russell Memorial averages 4,000-5,000 individuals in weekly foot traffic, and consistently sees numbers equal or higher to those at Central, which enjoys more than five times the square footage. Without an expansion, patrons in Western Branch will not be able to access services to the same degree as patrons in boroughs where buildings are more aligned with volume of use.

Russell Memorial Library was built in its current location in 1992. Since that time, there have been no additions; however, the community has seen significant economic development in that time. The Library has proffers to facilitate construction. An initial design and cost estimate is needed to determine if current proffers provide enough funding for expansion, and to determine which of the two options is the most cost effective.

Comments:

Libraries - Russell Memorial Library AdditionDepartment: Community Facilities Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Public Services Facilities

Year identified: 2022 Planning Area: Western Branch




FutureYears

TotalAmount

Revenue

Proffers 40,000 1,500,000 1,540,000

Total Revenue 40,000 1,500,000 1,540,000

Expense


Construction 1,500,000 1,500,000

Total Expense 40,000 1,500,000 1,540,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 40,000 40,000 0

2023 1,500,000 1,500,000 0

1,540,000 1,540,000 0


03-210:

Description:

This project will provide for the design and construction of additional parking spaces at Russell Memorial Library to add capacity to the existing parking area.

Justification:

The population in the City's Western Branch area has increased by 63% since 1988. Library use has kept pace with population growth resulting with a chronic shortage of parking spaces. When the current 75 available spaces are often filled, citizens routinely park along the ingress and egress lanes. The facility includes branch offices for the Treasurer and Commissioner of Revenue and Library usage increases during tax season (February to May). During this time, many customers and staff are forced to park in a nearby church parking lot that is located on opposite side of Taylor Rd.

Adequate land was acquired and design has been completed.

Comments:

Libraries - Russell Memorial Parking AdditionDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue

Proffers 500,000 500,000


Expense



Land Acquisition 20,000 20,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


04-230:

Description:

This project will provide for the replacement of wooden shelving at Russell Memorial, South Norfolk Memorial, and Greenbrier Libraries.

Justification:

While aesthetically pleasing, the wooden shelving is not holding up to the weight of materials or organizational needs. The shelves are bowing and buckling under the weight of materials and are reinforced one at a time. The laminate is peeling and must be taped or glued back in place. The combination of straight and slanted shelves creates an inefficient organization of books. The wooden shelves also provide less linear feet of space. The replacement steel shelves are easier to organize, clean, maintain, and they generally last for decades.

Steel shelving was replaced with wooden shelving at Russell Memorial, South Norfolk Memorial, and Greenbrier Libraries between the years of 2010 and 2013. The wooden shelves are now in need of replacement.

Comments:

Libraries - Shelving ReplacementDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 325,000 325,000

Other 75,000 75,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 400,000 400,000 0

400,000 400,000 0


81-250:

Description:

This project will study the Municipal Complex on Cedar Road to determine capital requirements over the next twenty years. The study will examine current uses, anticipated space requirements in the future, and provide recommendations for utilization of existing structures.

Justification:

The existing plan was completed in the mid-1990s and is obsolete. Numerous changes have occurred over the last 25 years that were not part of the earlier plan. The Master Plan will help guide future developments and improvements at the Municipal Center in order to meet the emerging needs of citizens and employees.

Municipal Center Master Plan UpdateDepartment: Community Facilities Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Growth Management





FutureYears

TotalAmount

Revenue



Total Revenue 150,000 150,000 300,000

Expense


Total Expense 150,000 150,000 300,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 150,000 150,000 0

150,000 150,000 0


04-150:

Description:

This project will provide for critical repair and replacement of parking lots, sidewalks, and concrete ramps at City facilities. Funding will also be used for re-striping parking spaces, fire lane markings, and curbs.

Justification:

Parking lots and sidewalks must be maintained so they do not present walking and driving hazards to citizens and employees. ADA and fire lane markings are particularly important to maintain on a regular basis to meet codes and regulations.

Funding has historically been provided for renovation of parking lots and sidewalks at City facilities. Funding levels eliminated a significant backlog of deteriorated parking lots and sidewalks. The five-year improvement plan is updated annually to continue improvements to maintain necessary levels of maintenance.

Comments:

Municipal Parking Lots and Sidewalks IIDepartment: Community Facilities Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Design





FutureYears

TotalAmount

Revenue


Cash - Lockbox City 800,000 150,000 800,000 1,750,000

Total Revenue 1,400,000 150,000 800,000 2,350,000

Expense


Construction 1,400,000 150,000 760,000 2,310,000

Total Expense 1,400,000 150,000 800,000 2,350,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 150,000 150,000 0

2023 200,000 200,000 0

2024 200,000 200,000 0

2025 200,000 200,000 0

2026 200,000 200,000 0

950,000 950,000 0


04-240:

Description:

This project will replace the deteriorated office and restroom facilities with new modular or pre-engineered facilities for the Public Works Bowers Hill Yard Facility. Selected existing buildings will undergo large-scale retrofits of all or almost all existing fixtures and finishes.

Justification:

Poor facilities for field personnel do not provide the necessary working space or safe shop areas needed for fabrication and equipment repairs. The existing temporary facilities and restrooms are in poor condition and beyond economic repair. The current facilities are not safe, sanitary, and attractive and this contributes to low employee morale and productivity.

The field operations for Public Works' Bridge division as well as some Streets and Stormwater division crews operate out of the Bowers Hill Yard. The existing facilities consist of outdated and inefficient shop facilities, non-ADA and unsanitary restrooms, and overcrowded office spaces. Other functions have been housed in temporary trailers for several years, but those trailers are also deteriorating.

Comments:

Public Works - Bowers Hill Yard Facility RenovationsDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


05-240:

Description:

This project will provide for a pre-engineered building for the Public Works Greenbrier Yard (925 Executive Blvd.) to replace the warehouse that was destroyed by fire in 2014. The new facility will also provide interior restrooms, adequate and proper storage areas for tools and equipment, and meeting areas.

Justification:

The existing temporary wooden storage sheds are inefficient and deteriorating. Material and equipment inventory control is difficult because storage is spread-out at multiple, small locations across the yard. Equipment is improperly stored outside out of necessity, and is subject to bad weather impacts that lead to premature extensive repairs and shorter equipment lifespans. Public Works field personnel are required to use a portable restroom trailer located in the parking lot during all types of inclement weather.

After the 2014 fire, Public Works purchased wooden sheds for temporary storage of materials and tools, installed a temporary portable restroom trailer, and due to necessity moved larger equipment outside to uncovered storage.

Due to the fire damage, this facility required demolition and replacement. Demolition was completed under capital project # 34-190. However, the replacement structure was delayed pending a decision on permanent location of Public Works Operations Center.

The FY 2020 capital budget included funding to construct a storage building. $235,179 from insurance recovery following the fire was transferred from project #34-190.

Comments:

Public Works - Greenbrier Yard Storage Building Replacement







FutureYears

TotalAmount

Revenue


Fund Balance - Capital Projects Fund 235,179 235,179


Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


01-150:

Description:

This project will provide for the preparation of a master plan for the replacement of the existing Public Works / Public Utilities facilities at the Greenbrier/Butts Station Yards. It will also provide for the design and construction of the new facilities at the existing site. It will include site work, roadwork, BMP enhancements, utilities, parking, shops, crew bays, storehouse, wash racks, admin building, and emergency generators.

Justification:

Existing facilities have deteriorated and are unsanitary and functionally inadequate for efficient and safe operations. Hurricane resistant facilities are necessary for continuity of operations and recovery efforts following emergencies. Public Works and Public Utilities operations will be co-located to enable shared use of resources.

This project combined CIP 01-150 "Butts Station-Phase I Public Works Operations Building" ($9,700,000) and CIP 23-120 "Storm Harden Operations Building" ($4,000,000). Master planning has been completed for the Greenbrier site.

Comments:

Public Works/Public Utilities Operating Facilities Replacement/Relocation







FutureYears

TotalAmount

Revenue


G.O. Debt - City 9,700,000 13,500,000 23,200,000

Revenue Bonds - Utility Fund 4,000,000 8,000,000 12,000,000

Total Revenue 13,700,000 14,500,000 8,000,000 36,200,000

Expense


Construction 10,850,000 9,250,000 8,000,000 28,100,000

Land Acquisition 400,000 2,020,471 2,420,471

Equipment 500,000 2,250,000 2,750,000

Software 100,000 100,000

Other 879,529 879,529

Total Expense 13,700,000 14,500,000 8,000,000 36,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 14,500,000 14,500,000 0

2024 4,000,000 4,000,000 0

2025 4,000,000 4,000,000 0

22,500,000 22,500,000 0


06-240:

Description:

This project will provide for safety and security upgrades that are recommended by the Employee Safety and Security Working Group. Types of improvements may include glass storefront protection at customer service counters, crosswalk enhancement with passive/active traffic systems, additional card access systems, additional surveillance cameras, etc.

Justification:

Security audits (CPTED and DHS) have identified gaps in desired security at City facilities. The City has made good progress in closing gaps in some areas and identifying steps to improve in others, but there is still significant work to be done to achieve the desired level of safety and security for employees as well as citizens who visit public facilities.

The Employee Safety and Security Working Group has identified several areas where employee and citizen safety can be improved. Projects to improve parking lot lighting and an active traffic control system at the Holt/Shea crosswalk were completed in 2019. As the group continues to develop concepts to improve security, new upgrades and improvements will be required.

Comments:

Security Improvements - Various FacilitiesDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 450,000 250,000 700,000

Total Revenue 450,000 250,000 700,000

Expense


Construction 225,000 175,000 400,000

Equipment 200,000 75,000 275,000

Total Expense 450,000 250,000 700,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 250,000 250,000 0

250,000 250,000 0

Operating Budget Impact:

Year Exp (Rev) FTE Impact

2023 3,000 0.0

2024 3,000 0.0

2025 3,000 0.0

2026 3,000 0.0


04-210:

Description:

This project will provide for the renovation of 11 restrooms in the Social Services building, to include new fixtures and lighting where necessary, replacement of vanity/counter-top in two restrooms, improvement of exhaust systems, replacement of composite wall panels in three restrooms, repair or replacement of flooring and partitions where necessary, and improvement of ADA compliance.

Justification:

The Social Services building restrooms need renovation after many years of use. All restrooms need some combination of new fixtures, wall finishes, etc., and several have old toilets and sink fixtures that are difficult to maintain. Two restrooms have old residential-style vanities/counters that are worn out. All restrooms share common exhaust ducting that is inadequate.

The restrooms have had repairs over the years to keep them operational, but they are difficult to maintain. This project received a transfer of $100,0000 in available appropriations from CIP 17-190 Social Services Building-Replace Carpet and Work Stations.

Comments:

Social Services Building Restroom RenovationDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 100,000 100,000 200,000

Expense


Construction 91,000 100,000 191,000

Total Expense 100,000 100,000 200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

100,000 100,000 0


02-160:

Description:

This project will provide for the design and construction of new Solid Waste facilities to replace the facilities at Butts Station. The new facilities will include administrative offices, secure storage for containers and equipment, employee parking, and refuse truck parking.

Justification:

Current facilities are deteriorating and require replacement.

This project is on hold until a decision is made regarding the appropriate location for the operations center. Revised estimates for the total project cost with the relocation indicate additional funding may be needed. Staff is working to minimize additional project costs by evaluating the applicable design and engineering alternatives that will address capacity needs and maintain the current level of service.

Comments:

Solid Waste Facilities RelocationDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 5,470,000 5,470,000

Total Revenue 5,470,000 5,470,000

Expense


Construction 4,908,000 4,908,000

Equipment 65,000 65,000

Other 256,000 256,000

Total Expense 5,470,000 5,470,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 0

0 0 0


07-260:

Description:

This project funds the replacement of voting equipment and electronic poll books for all polling places.

Justification:

While there is the understanding that most technology reaches its lifespan in 10 years, the City's voting systems have never had a chance to technologically age out. State mandates for changes in the system have forced the City to purchase new voting systems every 6 to 8 years. While the current system is working fine and technologically should last until at least 2027, the history of election law shows a system replacement will be required sooner.

The Diebold Touchscreen system was purchased in 2003 when election laws required the City to change from the punch-card voting system. The Hart Voting System was purchased in 2011, as election laws required a paper trail to be produced in case of recounts. The system had a hybrid of paper scanning along with an ADA-compliant touchscreen. The Hart Verity system was purchased in 2017 when two months before the November election any form of direct recording electronic voting (DRE) machine usage was outlawed for use in Virginia. The ADA-compliant direct recording electronic voting (DRE) machine could not be altered or interchanged with the rest of the system. Because we had built Voting Equipment into the Capital Project Budget, we were able to move the fiscal year up that we expected to replace voting equipment instead of having to find new funding.

Comments:

Voting Equipment ReplacementDepartment: Community Facilities Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 1,000,000 1,000,000

Expense

Equipment 1,000,000 1,000,000

Total Expense 1,000,000 1,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 1,000,000 1,000,000 0

1,000,000 1,000,000 0


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Total Programmed

Costs

09-240 2035 Comprehensive Plan Revision

400,000 - - - - - 400,000

53-230 Airport Authority Improvments and Expansion - Phase II

587,500 82,000 4,000 20,000 - - 693,500

10-190 Fentress Encroachment Protection

9,092,266 - - - - - 9,092,266

04-250 Great Bridge Village Plan Implementation Seed Funding

100,000 100,000 100,000 100,000 100,000 - 500,000

07-240 Greenbrier Redevelopment Study

200,000 - - - - - 200,000

06-250 Industrial Waterfront Study

400,000 400,000 - - - - 800,000

05-230 Open Space and Agriculture Preservation (OSAP) Program

2,269,951 610,000 610,000 610,000 610,000 - 4,709,951

03-220 Public Infrastructure & Utility Improvements - Dollar Tree Development (GB TIF)

12,095,353 - - - - - 12,095,353

04-170 South Norfolk - Strategic Acquisition of Real Property

6,500,000 - - - - - 6,500,000

51-230 South Norfolk Municipal Building

16,461,187 - - - - - 16,461,187

40-200 Tidewater Community College - Science/Engineering Building

- 1,500,000 - - - - 1,500,000

08-240 Western Branch Redevelopment Study

200,000 - - - - - 200,000

Total 48,306,257 2,692,000 714,000 730,000 710,000 - 53,152,257

Cash - Lockbox City

3,077,000 1,505,000 4,000 20,000 - - 4,606,000


2,090,500 177,000 100,000 100,000 100,000 - 2,567,500

Cash - Greenbrier TIF

10,133,364 - - - - - 10,133,364

Cash - South Norfolk TIF

18,556,187 400,000 - - - - 18,956,187


2,679,183 610,000 610,000 610,000 610,000 - 5,119,183

Grant

4,803,034 - - - - - 4,803,034

G.O. Debt - South Norfolk TIF

4,805,000 - - - - - 4,805,000



Capital Projects

Means of Financing

Economic Development





Total Programmed

Costs




G.O. Debt - Greenbrier TIF

2,161,989 - - - - - 2,161,989

Total 48,306,257 2,692,000 714,000 730,000 710,000 - 53,152,257


09-240:

Description:

This project will involve review and update of the 2035 Comprehensive Plan to include services of an outside professional planning and land use consulting team. The project includes public relations and community outreach, vision statement refinement, master land use planning, master transportation modeling and planning, market and fiscal impact analysis, open space-conservation systems, connectivity, industrial waterfront analysis, resiliency planning for sea level rise and flooding, and strategic infrastructure and technology planning. Presentation and publication of the final updated Plan in multiple media formats will be included in the project.

Justification:

Due to the expansive scope of the Comprehensive Plan and numerous land use planning elements and disciplines involved, both a Plan review and update require significant staffing resources. The 2035 Comprehensive Plan update cannot be undertaken in-house given current staffing resources and workloads, which includes staffing other Comprehensive Plan related studies and policy reviews that are currently underway.

The Code of Virginia requires that every Virginia locality prepare and adopt a comprehensive plan for the physical development of the territory within its jurisdiction. The City's Moving Forward Chesapeake 2035 Comprehensive Plan was adopted by City Council on February 25, 2014. Virginia Code requires that adopted plans be reviewed every five years to determine if it is advisable to amend the Plan. The five-year review threshold began in 2019, and the Planning staff determined that the 2035 Plan will require substantial updates.

Comments:

2035 Comprehensive Plan RevisionDepartment: Economic Development Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Land Use





FutureYears

TotalAmount

Revenue



Expense

Other 400,000 400,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


53-230:

Description:

This project provides the local match required for the Airport Authority's planned improvements to the Chesapeake Regional Airport over the next five years. This is the second phase of improvements. In FY 2019 and 2020, phase II will include easement acquisitions, removal of off-site obstructions (vegetation), corporate hangar site construction, mill and overlay parking lot, aircraft pavement repairs, and replacement of mowing equipment. In FY 2021 and 2022, the Airport will rehabilitate airfield lighting, design the rehabilitation of the aircraft apron, and build phase Ill of the North Terminal Area. The Airport will also update its master plan in FY 2022 and design the rehab of the runway in FY 2023.

Justification:

Local funding is required to match funding provided by the Federal Aviation Administration. This project includes the local matching requirements for approximately $6.5 million of federal and state funding.

This project was established by City Council on June 12, 2018. The initial funding was transferred from the previous phase of this project, CIP 01-170.

Comments:

Airport Authority Improvements and Expansion - Phase II

Department: Economic Development Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue


Cash - Lockbox City 577,000 5,000 24,000 606,000

Total Revenue 587,500 82,000 24,000 693,500

Expense

Design & Engineering 50,000 22,000 4,000 76,000

Construction 342,100 60,000 20,000 422,100

Equipment 95,400 95,400

Other 100,000 100,000

Total Expense 587,500 82,000 24,000 693,500

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 82,000 82,000 0

2023 4,000 4,000 0

2024 20,000 20,000 0

106,000 106,000 0


10-190:

Description:

This project involves both fee simple land acquisition and the purchase of development rights through restrictive easements on eligible properties surrounding the Naval Auxiliary Landing Field (NALF) Fentress in order to reduce encroachment impacts and thus protect the mission of both NALF Fentress and Naval Air Station Oceana.

Justification:

The acquisition of property interests in eligible areas surrounding NALF Fentress ensures that incompatible development does not encroach upon the facility and negatively impact its mission of supporting NAS Oceana.

The FY 2019-2023 CIB reflected adjustments to prior year funding for this project based on actual grant funding available. A budget adjustment was approved by City Council on 6/12/2018 that reduced both the state grant funding and local match by $4,300,000. The City was awarded additional state grant funding in FY 2018 of $2,500,000 and up to an additional $1.7 million has been authorized by the state for the City pending our application for the funds. The City's encroachment grant agreement with the state is being extended to September 2022.

Comments:

Fentress Encroachment ProtectionDepartment: Economic Development Capital Projects

Project Type: System Acquisition or Upgrade Comprehensive Plan Goal Area: Land Use





FutureYears

TotalAmount

Revenue



Grant 4,546,133 4,546,133


Total Revenue 9,092,266 9,092,266

Expense

Other 9,092,266 9,092,266

Total Expense 9,092,266 9,092,266

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


04-250:

Description:

This project provides seed funding to spur implementation of the 2008 Great Bridge Village Design Guidelines, supported by the Great Bridge Historic Gateway Overlay District adopted by City Council on June 16, 2020. Seed funds will be used to encourage private investment in the area that promotes the Guidelines vision. Some seed 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.

Justification:

A key challenge to implementing the vision for the Great Bridge Village is that most properties in the area are already zoned for their intended uses. 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 implement property improvements that contribute to the design vision. Incentives are needed, especially in the Causeway Character District, to facilitate redevelopment and/or land assemblage.

The Great Bridge Village Design Guidelines were adopted by City Council in December 2008. The goal of the Guidelines was to preserve and promote the Great Bridge Village's historic character by creating a set of development design guidelines to influence architecture, street and district structure, and enhancement.

Comments:

Great Bridge Village Plan Implementation Seed Funding


Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Land Use





FutureYears

TotalAmount

Revenue


Total Revenue 100,000 100,000 300,000 500,000

Expense

Other 100,000 100,000 300,000 500,000

Total Expense 100,000 100,000 300,000 500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

2023 100,000 100,000 0

2024 100,000 100,000 0

2025 100,000 100,000 0

400,000 400,000 0


07-240:

Description:

This project will provide for a redevelopment study for the Greenbrier area.

Greenbrier Redevelopment StudyDepartment: Economic Development Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Greenbrier TIF 200,000 200,000


Expense

Other 200,000 200,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


06-250:

Description:

This project will provide for an Industrial Waterfront Study, in conjunction with the 2035 Comprehensive Plan update, that will involve a comprehensive evaluation of the City's industrial waterfront area and related waterways. 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 and would also entail development of a strategic resiliency plan for adapting to various threats.

Justification:

The need to study the City's industrial waterfront area is expressed in the Comprehensive Plan. Given the prominence of Hampton Roads as a port for international cargo and because of increases in military shipbuilding and repair, City Council recognized the need to strengthen the City's industrial waterfront. Chesapeake is the only major city in southside Hampton Roads that has not yet undertaken some type of comprehensive study on the risks, implications, and potential adaptation strategies for sea level rise and recurrent flooding. The recurrent flooding component is especially important given recent flooding caused by heavy rainfalls and storm-driven tidal flooding. The adaptation plan element of this project will have multiple benefits, including recommendations for strengthening and protecting the City's valued industrial waterfront businesses; better information for affected residents in making long-term plans; and guidance for the City's Operating and Capital Improvement Budgets. This study could also help inform and augment the Public Works Department's Master Drainage Plan and supporting drainage area studies.

The 2035 Comprehensive Plan recognizes the importance of preserving industrial areas and enhancing the City's industrial tax base. The Plan also contains several policy goals, objectives, and action strategies that address the need to better prepare for sea level rise, chronic flooding, and stormwater management challenges, much of which involves the industrial waterfront. The City has increasingly been faced with the need to expend significant amounts of operating and capital improvement funds to address the effects of sea level rise and chronic flooding on a piecemeal basis. Examples include retrofitting of drainage culverts in Crestwood; flood prevention steps at the Triple Decker Bridge; and drainage/roadway improvements along vulnerable portions of Bainbridge Boulevard. In 2016, the City submitted several critical but unsuccessful projects for funding under the HUD National Disaster Resilience Competition. The application process was made more challenging by the lack of a comprehensive study and adaptation plan for sea level rise and recurrent flooding.

Comments:

Industrial Waterfront StudyDepartment: Economic Development Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Natural Resources





FutureYears

TotalAmount

Revenue

Cash - South Norfolk TIF 400,000 400,000 800,000

Total Revenue 400,000 400,000 800,000

Expense

Other 400,000 400,000 800,000

Total Expense 400,000 400,000 800,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 400,000 400,000 0

400,000 400,000 0


05-230:

Description:

This ongoing project provides funding for the City's existing Open Space and Agriculture Preservation (OSAP) Program, which was first funded through the Capital Improvement Program beginning in FY 2019. Previously, it was funded through the Operating Budget. The OSAP Program is a voluntary, city-wide competitive program in which the City purchases development rights from willing landowners in exchange for a preservation easement on their property. The OSAP Fund is also used for property acquisitions by the City in partnership with the U.S. Navy under multi-year encroachment protection agreements for NALF Fentress and Northwest Annex.

Justification:

The OSAP Program is a key tool the City has to preserve agricultural and open space, while directing new growth and development to areas consistent with the 2035 Land Use Plan. By preserving agricultural land and open spaces, the City helps maintain an important component of the local economy, reduce demand for City services, and reaps the benefits these lands provide, including stormwater attenuation and wildlife habitat. City Council has expressed its desire in recent years to increase the City's efforts to preserve and promote agriculture and open space as important economic and quality of life assets for the community.

The OSAP Program was established by City Council in 2003. Over 400 acres of land have been protected from further development. City funds have been matched with a periodic state grant for purchase of development rights to preserve working farm land and related open space.

City Council approved appropriation of $58,333 on April 14, 2020 for state matching funds for the purchase of development rights under the OSAP Program.

Comments:

Open Space and Agriculture Preservation (OSAP) Program


Project Type: System Acquisition or Upgrade Comprehensive Plan Goal Area: Land Use





FutureYears

TotalAmount

Revenue

Cash - Other City Funds 2,013,050 610,000 1,830,000 4,453,050

Grant 256,901 256,901

Total Revenue 2,269,951 610,000 1,830,000 4,709,951

Expense


Other 1,888,333 610,000 1,830,000 4,328,333

Total Expense 2,269,951 610,000 1,830,000 4,709,951

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 610,000 610,000 0

2023 610,000 610,000 0

2024 610,000 610,000 0

2025 610,000 610,000 0

2,440,000 2,440,000 0


03-220:

Description:

This project will provide for improvements to public infrastructure and public utilities at the Dollar Tree development in the Greenbrier district. The City has agreed to provide certain improvements on and around Volvo Parkway to allow for successful commercial and residential development.

Justification:

Under the tentative terms that have been agreed upon, the City will provide funding for intersection improvements along Volvo Parkway between Battlefield Boulevard and Progressive Drive, on Executive Drive, and on Crossways Boulevard (estimated $3.65 million). The City will also fund $6.55 million towards public roads, utilities, and streetscapes that will be constructed north of Volvo Parkway.

On October 8, 2019, City Council approved a change in funding source from cash to bond proceeds for this project in the amount of $2,161,989. These funds were available as they were de-appropriated for other closed projects.

On February 11, 2020, City Council appropriated an additional $1,895,353 to this project. This funding was available from de-appropriated and lapsed TIF funds in association with a second amendment of the development agreement with Dollar Tree.

Comments:

Public Infrastructure & Utility Improvements - Dollar Tree Development (GB TIF)







FutureYears

TotalAmount

Revenue

Cash - Greenbrier TIF 9,933,364 9,933,364

G.O. Debt - Greenbrier TIF 2,161,989 2,161,989

Total Revenue 12,095,353 12,095,353

Expense


Construction 10,895,353 10,895,353

Other 200,000 200,000

Total Expense 12,095,353 12,095,353

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


04-170:

Description:

This project involves the purchase of commercial and residential property along key transportation corridors within the South Norfolk Tax Increment Financing (TIF) District. The residential component of this project focuses on acquiring challenged residential properties, as well as rehabilitating acquired homes to meet code compliance and safety standards. The commercial component focuses on acquisition of strategic properties for land assembly and redevelopment for commercial purposes consistent with the City's revitalization goals.

Justification:

The purpose of this project is to eradicate blighted areas adjacent to key South Norfolk commercial corridors in a systematic way and to create a buffer of stable, market rate housing to support a vibrant, commercial core. The intention of this program is to be self-sustaining and to be coordinated with the efforts of the Chesapeake Land Bank Authority, which was established by City Council on June 12, 2018.

Previously, on October 13, 2015, City Council approved an amendment to the FY 2016 CIB to amend the scope of the South Norfolk - Strategic Acquisition of Real Property Project to include strategic residential property acquisition. On October 11, 2016, City Council approved an amendment to the FY 2017 CIB to appropriate $1,500,000 in South Norfolk TIF funds to acquire properties in South Hill under Phase I of the South Norfolk Property Acquisition Program and to proceed to Phase II. At the June 12, 2018 City Council Meeting, several Operating Budget amendments were approved to fund the newly established Chesapeake Land Bank Authority: $500,000 from the General Fund reserve for operating expenses; $500,000 from the South Norfolk TIF for a Residential Rehabilitation Grant Program; and $2,000,000 split between the South Norfolk TIF and General Fund reserve for property acquisitions. Funding of $1,000,000 was requested in the FY 2018 CIB to enable the City to proceed with strategic real property acquisition.

Comments:

South Norfolk - Strategic Acquisition of Real Property


Project Type: New Facility Comprehensive Plan Goal Area: Land Use





FutureYears

TotalAmount

Revenue

Cash - South Norfolk TIF 6,500,000 6,500,000

Total Revenue 6,500,000 6,500,000

Expense

Land Acquisition 6,500,000 6,500,000

Total Expense 6,500,000 6,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


51-230:

Description:

This project will provide for the design and construction of a new municipal facility in South Norfolk. This project may also include space for a business incubator, retail, and other types of flexible space.

The following departments have expressed interest in utilizing space in the proposed municipal facility building: City Treasurer, Commissioner of Revenue, Police Department (2nd Precinct), Human Services (Community Corrections), Commonwealth Attorney, Planning, Development and Permits, and Parks, Recreation and Tourism.

Justification:

The proposed South Norfolk municipal facility will create new public investment in the Poindexter Street Corridor that will target blight and improve the community's image. The facility will introduce new daily business and employment trips into the commercial core, while addressing space needs and aging facilities of several city departments currently located in the corridor along with others interested in additional space.

This project was established by City Council in June of 2018. In May of 2019, City Council appropriated an additional $3,310,000 to this project for the purchase of 3.122 acres of land in South Norfolk at the Gateway. It is anticipated that construction work will be funded by a combination of cash and debt financing from the South Norfolk TIF.

Comments:

South Norfolk Municipal BuildingDepartment: Economic Development Capital Projects

Project Type: New Facility Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue

Cash - South Norfolk TIF 11,656,187 11,656,187

G.O. Debt - South Norfolk TIF 4,805,000 4,805,000

Total Revenue 16,461,187 16,461,187

Expense


Construction 12,125,000 12,125,000


Total Expense 16,461,187 16,461,187

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


40-200:

Description:

The City will provide site preparation support for the new Science and Engineering Building for the Tidewater Community College (TCC) Cedar Road campus.

Justification:

The Commonwealth encourages local participation for expansions of community colleges. The current facilities are cramped and antiquated with much of the program being housed in temporary modular buildings.

While the Commonwealth funds building construction, the City has traditionally provided support in site acquisition and development. The new building will be located on the existing campus. No additional land is required. TCC officials anticipate state funding with building design occurring in the first year.

Comments:

Tidewater Community College - Science/Engineering Building


Project Type: New Facility Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue


Total Revenue 1,500,000 1,500,000

Expense

Construction 1,500,000 1,500,000

Total Expense 1,500,000 1,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,500,000 1,500,000 0

1,500,000 1,500,000 0


08-240:

Description:

This project will provide for a redevelopment study for the Western Branch area.

Western Branch Redevelopment StudyDepartment: Economic Development Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Other 200,000 200,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference




Total Programmed

Costs

07-230 Chittum Elementary School - Modernization & Addition/Replacement

27,172,500 - - - - - 27,172,500

05-210 Full Day Kindergarten - 16,873,400 - - - - - 16,873,400

31-190 Great Bridge Primary School - Replacement -

25,043,834 - - - - - 25,043,834

49-230 Joint Study for School Facilities & Redistricting - 1,000,000 - - - - - 1,000,000

32-190 Modernization/Renovation of Schools (to be determined by School Board) -

- - - 43,500,000 60,000,000 - 103,500,000

03-180 Non-routine Renewal & Replacement Projects - Schools - 72,123,969 14,594,700 11,000,000 11,000,000 11,000,000 11,000,000 130,718,669

63-230 School Acquisition & Renovation of Office Building (932 Professional Place) -

1,900,000 - - - - - 1,900,000

08-230 School Athletic Field Houses for Deep Creek & Great Bridge - 6,500,000 - - - - - 6,500,000

29-190 School Bus - Replacement -

7,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 12,000,000

67-230 School Nutrition Equipment Replacements - 1,716,233 1,716,233

36-220 School Safety Measures -

2,000,000 - - - - - 2,000,000

30-190 School technology - Replacement - 7,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 12,000,000

69-230 School Technology, Security, & Equipment Replacements -

4,753,211 1,280,300 - - - - 6,033,511

Total 173,083,147 17,875,000 13,000,000 56,500,000 73,000,000 13,000,000 346,458,147

Cash - School Lockbox

49,628,337 7,000,000 7,000,000 10,500,000 14,500,000 7,000,000 95,628,337

Fund Balance - General Fund - 11,123,446 4,875,000 - - - - 15,998,446

G.O. Debt - VPSA - 110,086,202 6,000,000 6,000,000 46,000,000 58,500,000 6,000,000 232,586,202

State Lottery Funds - 2,245,162 - - - - - 2,245,162

Total 173,083,147 17,875,000 13,000,000 56,500,000 73,000,000 13,000,000 346,458,147



Capital Projects

Means of Financing

Education



07-230:

Description:

This project will provide for the modernization or replacement of Chittum Elementary School. If it is most feasible to modernize the current facility, this project will also include a building addition to increase student capacity in order to meet current and future needs.

Justification:

This building is 60 years old and in need of a modernization project. Additionally, the facility is utilizing portable classrooms for overcrowding and there is no classroom space at other area schools. A building addition is necessary to increase student capacity.

This project was in Year 1 of the School Board's 2018-2028 Capital Improvement Plan with funding planned for FY 2019 and FY 2020. The estimated project cost is $27,172,500. The School Board determined the appropriations planned for FY 2019 and FY 2020 totaling $27,172,500 for CIP 32-190 "Modernization/ Renovation of Schools" should be reassigned to this project. Thus, this was added as a new project in the City's FY 2019-23 CIP, and the budget for CIP 32-190 was reduced by this amount.

Comments:

Chittum Elementary School - Modernization & Addition/Replacement

Department: Education Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue

G.O. Debt - VPSA 27,172,500 27,172,500

Total Revenue 27,172,500 27,172,500

Expense


Construction 24,795,300 24,795,300

Total Expense 27,172,500 27,172,500

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


05-210:

Description:

This project will add new or convert existing classrooms to accommodate the transition from half-day to full-day kindergarten throughout the school division.

Justification:

The transition from half-day to full-day kindergarten throughout the school division will require additional/expanded classroom space.

The School Board determined $5,206,400 of the appropriation planned for FY 2020 for CIP 32-190 "Modernization/ Renovation of Schools" should be reassigned to this project in FY 2020 to complete the project. These changes were included in the City's FY 2019-23 CIP.

On June 14, 2016, City Council approved adding this project and appropriated $2,530,235 for FY 2017 to start the project. The funding was provided by the FY 2015 revenue sharing settlement ($2,370,235) and cash from the school's lockbox ($160,000).

Comments:

Full Day KindergartenDepartment: Education Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Lockbox Schools 160,000 160,000

G.O. Debt - VPSA 14,343,165 14,343,165

Total Revenue 16,873,400 16,873,400

Expense


Construction 16,529,900 16,529,900

Total Expense 16,873,400 16,873,400

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


31-190:

Description:

This project will provide for the design and construction of a replacement facility for Great Bridge Primary School.

Justification:

The facility is over 50 years old and is need of replacement, which will include additional specialized instructional spaces.

On Sept. 18, 2018, City Council approved an FY 2019 Capital Budget amendment that transferred an additional $268,834 to this project from unspent debt funding (G.O. Debt – VPSA) previously issued for the completed Indian River High School CIP 22-15. See also City Council Agenda Item CM-3.

Comments:

Great Bridge Primary School - ReplacementDepartment: Education Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue

G.O. Debt - VPSA 25,043,834 25,043,834

Total Revenue 25,043,834 25,043,834

Expense


Construction 22,543,834 22,543,834

Total Expense 25,043,834 25,043,834

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


49-230:

Description:

This project will provide for a capital needs study conducted by a team of consultants to review the City of Chesapeake's population growth, long-term redistricting plans, and the most efficient use of existing school facilities. The study will also include timing and location of new facilities. The scope of work will include the development and execution of a plan for community outreach and input for redistricting.

On June 12, 2018, City Council approved an amendment to the FY 2019-23 CIP that added this as a new project and appropriated $1 million for FY 2019 from the City's one-time account (General Fund - fund balance).

Comments:

Joint Study for School Facilities & RedistrictingDepartment: Education Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue


Total Revenue 1,000,000 1,000,000

Expense


Total Expense 1,000,000 1,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


32-190:

Description:

This project will provide for the modernization, expansion, and/or renovation of school facilities. Sufficient funding has been identified for more than one school, and the School Board will identify specific campuses in the future. Once the School Board approves specific school projects, funds will be moved from this project to ones established for the specific schools.

Justification:

The School Board has identified a number of aging facilities that require renovation and updating to reflect current instructional practices. The City and School Board have partnered on a study of population trends and the most efficient use of school facilities (project 49-230). The study is expected to guide future facility investments.

November 2018: $43.5 million available in FY 2024 from a combination of borrowing ($40.0 M) and cash from the School lock box ($3.5 M). November 2019: $60.0 million available in FY 2025 from a combination of borrowing ($52.5 M) and cash from the School lock box ($7.5 M).

Comments:

Modernization/Renovation of Schools (to be determined by School Board)







FutureYears

TotalAmount

Revenue

Cash - Lockbox Schools 11,000,000 11,000,000

G.O. Debt - VPSA 92,500,000 92,500,000

Total Revenue 103,500,000 103,500,000

Expense


Construction 94,500,000 94,500,000

Total Expense 103,500,000 103,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 43,500,000 43,500,000 0

2025 60,000,000 60,000,000 0

103,500,000 103,500,000 0


03-180:

Description:

This project will provide for the major mechanical and non-routine maintenance projects to include heating and cooling (HVAC) system replacements, roof replacements, and repaving at various schools.

Justification:

Major building systems, such as HVAC, roofs, and surface paving have limited lifespans and require replacement

On Sept. 18, 2018, City Council authorized the transfer of $772,876 to this project from several completed school capital projects. In October of 2018, the School Board identified approx. $115 million of improvements needed to roofs, HVAC systems, and repaving.

On June 10, 2020, Chesapeake City Council approved swapping $2,245,162 of School Lock Box funds for State Lottery funds for the FY 2021 budget to free up City funding for operations.

Comments:

Non-routine Renewal & Replacement Projects - Schools







FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 1,000,000 3,594,700 4,594,700

Cash - Lockbox Schools 31,852,104 5,000,000 20,000,000 56,852,104

G.O. Debt - VPSA 37,026,703 6,000,000 24,000,000 67,026,703

State Lottery Funds 2,245,162 2,245,162

Total Revenue 72,123,969 14,594,700 44,000,000 130,718,669

Expense

Equipment 37,772,876 6,000,000 24,000,000 67,772,876

Other 34,351,093 8,594,700 20,000,000 62,945,793

Total Expense 72,123,969 14,594,700 44,000,000 130,718,669

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 14,594,700 14,594,700 0

2023 11,000,000 11,000,000 0

2024 11,000,000 11,000,000 0

2025 11,000,000 11,000,000 0

2026 11,000,000 11,000,000 0

58,594,700 58,594,700 0


63-230:

Description:

This project will provide for the acquisition and renovation of the office building located at 932 Professional Place in the Greenbrier area for the Chesapeake Public Schools.

Justification:

The school administration office building located on Cedar Road was built in 1957 and is overcrowded. Enrollment in Chesapeake Public Schools has increased each year from 2014-15 to 2018-19, whereas neighboring localities have seen decreases. Additional office space is needed to relieve overcrowding at the school offices located at the City's municipal site. Due to capacity needs, several administrative departments currently work in portable units. This facility will address the capacity issues and will make those departments more efficient.

On Sept. 18, 2018, City Council approved an FY 2019 Capital Budget amendment that added this as a new project and appropriated $1.9 million to the project by transferring funding from several completed school capital projects with unspent cash funding, including project # 33-97 "Land, Elementary School, Chittum Area" and project # 41-98 "Land, Elementary School, Southeastern (Joliff) Area". See also City Council Agenda Item CM-3.

Comments:

School Acquisition & Renovation of Office Building (932 Professional Place)







FutureYears

TotalAmount

Revenue


Total Revenue 1,900,000 1,900,000

Expense



Other 1,400,000 1,400,000

Total Expense 1,900,000 1,900,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


08-230:

Description:

This project will provide for the design and construction of improvements at Chesapeake Public School athletic fields. Specifically, it will provide for necessary improvements to the athletic field houses at the Deep Creek Middle School and Great Bridge Middle School stadiums.

Justification:

This project is needed to address continuing issues with current restrooms, locker rooms, and other athletic facilities at several school athletic fields. The field house facilities, which include restrooms and locker rooms at the Deep Creek Middle School and Great Bridge Middle School stadiums, are in need of renovation and improvements due to the existing facility conditions.

This project appears in Year 1 of the School Board's 2018-2028 Capital Improvement Plan. In FY 2019, $6.5 million was transferred from the Modernization/Renovation of Schools (former project 32-190).

Comments:

School Athletic Field Houses for Deep Creek & Great Bridge



Year identified: 2019 Planning Area: Deep Creek/Camelot




FutureYears

TotalAmount

Revenue

G.O. Debt - VPSA 6,500,000 6,500,000

Total Revenue 6,500,000 6,500,000

Expense


Construction 6,250,000 6,250,000

Total Expense 6,500,000 6,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


29-190:

Description:

This project will provide for the replacement of older school buses.

Justification:

Due to a lack of state funding, school buses have not been replaced on a regular replacement timeline. This funding will assist in alleviating some of the school bus replacement needs.

School Bus - ReplacementDepartment: Education Capital Projects

Project Type: Replacement Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue


Total Revenue 7,000,000 1,000,000 4,000,000 12,000,000

Expense

Equipment 7,000,000 1,000,000 4,000,000 12,000,000

Total Expense 7,000,000 1,000,000 4,000,000 12,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,000,000 1,000,000 0

2023 1,000,000 1,000,000 0

2024 1,000,000 1,000,000 0

2025 1,000,000 1,000,000 0

2026 1,000,000 1,000,000 0

5,000,000 5,000,000 0


67-230:

Description:

This project will provide for the replacement of equipment used in the School Nutrition Services (cafeteria equipment).

Justification:

Project funding will be used for non-recurring replacements of delivery vehicles, point of sale collection systems, cafeteria furniture, freezers, computers, and other major food production components.

On Jan. 8, 2019, City Council approved an FY 2019 Capital Budget amendment that added this as a new project and transferred available funding from the School Board’s Nutrition Fund. The estimated project cost is $1.7 million. See also City Council Agenda Item CM-3(B).

Comments:

School Nutrition Equipment ReplacementsDepartment: Education Capital Projects

Project Type: Equipment Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue


Total Revenue 1,716,233 1,716,233

Expense

Equipment 1,716,233 1,716,233

Total Expense 1,716,233 1,716,233

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


36-220:

Description:

This project will provide for safety measures for the City of Chesapeake's Public Schools and related facilities. This will include implementing heightened building access controls, improved video surveillance, and other similar measures to enhance school safety and security.

Justification:

In the aftermath of the Parkland, Florida school shootings, a working group of employees from the Chesapeake School District along with City staff has reviewed existing school safety measures and possible enhanced measures with the goal of identifying opportunities to improve the security of our schools and related facilities. The working group identified a number of immediate opportunities to enhance safety at school facilities by implementing heightened building access controls, video surveillance cameras/ security systems, and other similar measures. This capital project was approved by City Council to immediately begin implementing the recommendations.

On March 20, 2018, City Council approved an FY 2018 Capital Budget amendment that added this as a new project with an emergency appropriation of $2 million from the City's one-time account (General Fund - fund balance) to immediately fund implementation of additional safety measures for Chesapeake Public Schools.

Comments:

School Safety MeasuresDepartment: Education Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 2,000,000 2,000,000

Expense

Construction 2,000,000 2,000,000

Total Expense 2,000,000 2,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


30-190:

Description:

This project will replace outdated technology in the school system.

Justification:

Due to a lack of state funding, technology needs have not been replaced on a regular timeline. This funding will assist in alleviating some of the technology needs.

School Technology - ReplacementDepartment: Education Capital Projects

Project Type: Replacement Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue


Total Revenue 7,000,000 1,000,000 4,000,000 12,000,000

Expense

Equipment 7,000,000 1,000,000 4,000,000 12,000,000

Total Expense 7,000,000 1,000,000 4,000,000 12,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,000,000 1,000,000 0

2023 1,000,000 1,000,000 0

2024 1,000,000 1,000,000 0

2025 1,000,000 1,000,000 0

2026 1,000,000 1,000,000 0

5,000,000 5,000,000 0


69-230:

Description:

This project will provide for additional needs for technology, security, and equipment replacements at Chesapeake Public Schools.

Justification:

Project funding will be used for non-recurring expenditures for security camera repair and replacements, school sound system replacements, public address system replacements, IP (internet protocol) phones and server upgrades, and computer and laptop replacements that were eliminated from the School's FY 2019 Operating Budget.

On May 14, 2019, City Council amended the CIP and added $2,547,000 to this project for FY 2020 from the 2018 Revenue Sharing Settlement.

On Jan. 8, 2019, City Council amended the CIP and added this as a new project, and transferred $2,206,211 to this project from the 2018 Reversion.

Comments:

School Technology, Security & Equipment Replacements


Project Type: Equipment Comprehensive Plan Goal Area: Education





FutureYears

TotalAmount

Revenue


Total Revenue 4,753,211 1,280,300 6,033,511

Expense

Equipment 4,753,211 1,280,300 6,033,511

Total Expense 4,753,211 1,280,300 6,033,511

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,280,300 1,280,300 0

1,280,300 1,280,300 0




Total Programmed

Costs

08-250 ArcGIS Enterprise Implementation

200,000 - - - - - 200,000

10-240 Citizen Experience Study - City Digital Content

250,000 250,000 - - - - 500,000

04-220 City Fiber Optic Broadband Network

5,583,867 - - - - - 5,583,867

11-240 Citywide Security Assessment and Court Security Upgrade

800,000 - - - - - 800,000

09-250 Data Access Governance Design and Implementation

285,000 20,000 - - - - 305,000

12-240 Data Center Equipment Replacement

- 1,500,000 1,500,000 1,500,000 1,650,000 1,650,000 7,800,000

10-250 DIT Building Space and Condition Study

40,000 - - - - - 40,000

11-250 Enterprise Cybersecurity Incident Reponses Planning and Policy Review

120,000 - - - - - 120,000

09-170 Enterprise KRONOS Upgrade - Phase II

400,000 - - - - - 400,000

08-210 Enterprise Wide Technology III

250,000 250,000 250,000 250,000 250,000 - 1,250,000

09-230 Enterprise-Wide Next Generation Identity Access Management

300,000 80,000 50,000 - - - 430,000

15-250 Fiber Optic - Conduit Installation - Mt. Pleasant Road Cost Share

60,000 400,000 - - - - 460,000

11-210 Fire - Tri-City Automatic Aid CAD Interface (Regional 911 Dispatch Interface)

50,000 - - - - - 50,000

13-240 Fire/EMS - Mobile Data Terminal Replacements

- 200,000 - - - - 200,000

14-250 HR - Learning Management System

- 100,000 - - - - 100,000

13-210 Laserfiche Upgrade

100,000 - - - - - 100,000

12-191 Libraries - Automated Handling System - Phase II

353,539 - - - - - 353,539

12-192 Libraries - Automated Handling System - Phase III

300,350 - - - - - 300,350

10-230 Libraries - Data Center Technology and Switching Replacement

- - 600,000 - - - 600,000

13-250 Libraries - Expansion of Services

- - - 354,000 300,000 - 654,000



Capital ProjectsInformation Technology





Total Programmed

Costs




10-220 Libraries - Technology Upgrade/Replacement - Phase III

510,000 90,000 - - - - 600,000

12-220 Network Equipment Replacement - Phase II

1,200,000 600,000 600,000 600,000 660,000 660,000 4,320,000

11-220 PeopleSoft Update Manager & PeopleTools Upgrade

400,000 400,000 - 400,000 - - 1,200,000

35-240 Regional Broadband Ring

160,000 - - - 5,000,000 - 5,160,000

16-250 Standardize Interactive Displays - Conference Rooms and Digital Signs

50,000 - - - - - 50,000

06-220 Tax System Modernization

2,750,000 5,000,000 10,000,000 5,000,000 2,000,000 - 24,750,000

14-210 Telephone System - Replace Existing PBX with VoIP

2,633,000 - - - - - 2,633,000

13-220 Website Redesign

300,000 - - - - - 300,000

Total 17,095,756 8,890,000 13,000,000 8,104,000 9,860,000 2,310,000 59,259,756

Cash - Lockbox City

1,280,000 2,070,000 3,150,000 1,854,000 1,950,000 2,310,000 12,614,000


13,080,756 5,820,000 8,850,000 4,250,000 910,000 - 32,910,756

Fund Balance - Information Technology

2,735,000 1,000,000 1,000,000 - - - 4,735,000

G.O. Debt - General Government

- - - 2,000,000 7,000,000 - 9,000,000

Total 17,095,756 8,890,000 13,000,000 8,104,000 9,860,000 2,310,000 59,259,756

Means of Financing


08-250:

Description:

This project will implement ArcGIS Enterprise, an essential next step in the evolution and maintenance of the City’s current GIS technology architecture. This project involves the re-architecture of existing software and infrastructure to seamlessly integrate cloud and on-premise resources and provide new data access and tools capabilities.

Justification:

This project involves the upgrades of existing software and infrastructure to seamlessly integrate cloud and on-premise resources and to provide new data access and tools capabilities, including real-time data fed from sensors (e.g., automatic vehicle location); improved system monitoring capabilities; data analytics; and enhanced identity access management. ArcGIS Enterprise will improve data security and reduce downtime. The enhanced data analytics will provide actionable information for business units supporting data-driven decisions.

The City invested in an ESRI Small Municipality Enterprise License Agreement (ELA) in September 2017 to consolidate product licensing and control future maintenance costs. With this ELA in place, the IT Department can now implement ArcGIS Enterprise.

Comments:

ArcGIS Enterprise ImplementationDepartment: Information Technology Capital Projects

Project Type: System Acquisition or Upgrade Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue



Expense

Software 25,000 25,000

Personnel Costs 7,000 7,000

Other 168,000 168,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2024 9,000 0.0

2025 9,000 0.0

2026 9,000 0.0


10-240:

Description:

This project will provide for a study to assess the current stakeholder experience while interacting with the City's digital tools, providing the following: (1) inventory of touchpoints; (2) assessment that includes user adoption and satisfaction; (3) offline options for similar services; and (4) benchmarks and methods for measuring the success of future initiatives.

The study will also include a stylebook for the City's digital services, including cross-platform branding. The second year of the study will be a pilot program that will be identified as part of the assessment.

Justification:

A comprehensive assessment of stakeholder interactions is the first step in creating an environment where people can interact with their government at the time and place they choose with the fewest obstacles possible. Study data will be used to identify services that are responsive to existing needs with interfaces that are easy to use, clear in purpose, and efficient for both the City and the people using them. A branding and style book, created collaboratively with department input and following existing branding requirements, will guide the development of new interfaces and ensure that customer needs are addressed throughout the development process. A pilot project will test/validate the study outcome and provide opportunities for knowledge transfer.

Citizen interaction with the City requires accessing systems that are not integrated which results in using multiple access points and maintaining multiple accounts and passwords. For example, citizens can pay their parking tickets using the Treasurer's Office online bill pay system, however, they must use a separate State system to pay fines for other offenses online. For the purpose of this project, stakeholders are defined as anyone who uses the City's digital products, including citizens, businesses, and City employees.

Comments:

Citizen Experience Study - City Digital ContentDepartment: Information Technology Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue


Total Revenue 250,000 250,000 500,000

Expense

Other 250,000 250,000 500,000

Total Expense 250,000 250,000 500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 250,000 250,000 0

250,000 250,000 0


04-220:

Description:

This project will 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.

Justification:

The City has recently completed a year-long planning effort to clearly define the City’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 funds the deployment of the network.

The City of Chesapeake has historically leased all of its network services at a significant expense to City operations. Economic development is hindered due to the limited competition within the City of Chesapeake for broadband installation and services.

On June 12, 2018, City Council amended the CIP to revise the project title, objectives, and plans. The project was previously titled “Broadband Wireless”.

On November 17, 2020, City Council appropriated an additional $1,583,867 from the General Fund to this project.

Comments:

City Fiber Optic Broadband NetworkDepartment: Information Technology Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Franchise Utilities





FutureYears

TotalAmount

Revenue


To Be Determined 31,699,459 31,699,459

Total Revenue 5,583,867 31,699,459 37,283,326

Expense

Construction 31,699,459 31,699,459

Equipment 5,583,867 5,583,867

Total Expense 5,583,867 31,699,459 37,283,326

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


11-240:

Description:

This project will provide for a City-wide security assessment of all cameras, camera systems, video storage, and access control systems for the City of Chesapeake's facilities. Due to the critical need for courthouse security, this project will also replace the existing deteriorating cameras and door controllers in both the Juvenile & Domestic Relations (JDR) and General District Courts.

Justification:

In the past, each City department was responsible for procuring and administrating security camera and door card systems. This has led to numerous contracts with multiple vendors. The different systems are not compatible. Public safety officials typically cannot access these individual systems during an incident. The General District and Juvenile Courts' security systems are over 10 years old. The current camera system is starting to fail and needs to be replaced immediately. Furthermore, the courtroom doors and access to the building lack proper control by the Sheriff's Deputies that protect the court buildings. Should a situation arise, the Sheriff's Department may need to lock down the building in its entirety or by sections as well as have cameras inside to monitor the situation.

There are multiple types of cameras and door card systems throughout City facilities that need to be integrated. A review of all systems and their capabilities needs to be performed. Developing a comprehensive plan with the goal of integrating all of these systems if feasible is needed. The current court security systems are exceeding their expected usefulness and need replacement so it does not negatively impact the City's ability to ensure public and employee safety.

Comments:

Citywide Security Assessment and Court Security Upgrade

Department: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense


Equipment 525,000 525,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 79,000 0.0

2024 79,000 0.0

2025 79,000 0.0

2026 79,000 0.0


09-250:

Description:

This project will improve cybersecurity by implementing a data access governance system that will help the City reduce the risk that sensitive information will get into the wrong hands.

Justification:

Data access governance is key to effective cybersecurity. Currently, this City has limited visibility to what data exists across the enterprise, its classification under various regulatory requirements (HIPPA, HITECH, PII, PCI, CJIS, VCIN, etc.), where the data is located, and who has access to it which significantly limits the City's ability to combat both external and insider threats.

The City maintains large amounts of data in on-premise and cloud systems. Ensuring the security of this information is critical to the City's operations. A data access governance solution will help classify and monitor City data and who accesses it, allowing quick identification of malicious attacks and mitigation of any impact. IT has performed a proof of concept and identified sufficient issues with the City's current data management practices where acquiring a data governance solution would be essential to maintain security and privacy. Such a system will also help with records management and will help set the stage for implementing a master data management program as part of the Enterprise Application Modernization efforts.

Comments:

Data Access Governance Design and ImplementationDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 285,000 20,000 305,000

Expense

Software 250,000 250,000

Other 35,000 20,000 55,000

Total Expense 285,000 20,000 305,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 20,000 20,000 0

20,000 20,000 0



2023 250,000 0.0

2024 470,000 0.0

2025 470,000 0.0

2026 470,000 0.0


12-240:

Description:

This project will replace the enterprise data center equipment at the City's two data centers and will also replace hardware at various critical, remote locations throughout the City to ensure that computing and storage requirements are met. The equipment will be replaced with new hardware when the existing older hardware becomes out-of-date or reaches end-of-life.

Justification:

The City must maintain its computing and storage infrastructure in order to continue City operations. By maintaining the data center infrastructure, the City can better serve citizens by giving them the ability to conduct business and interact with the City. Regularly updating to newer supported equipment also ensures the equipment is capable of supporting the new security upgrades or patches that vendors release. For most data center equipment, upgrades are required at regular intervals over a period of time (approximately five years).

The typical equipment replacement cycle is three to five years. The new Public Safety Operations building had information technology and data center equipment installed during 2017-2018. After the building has been open for three years, this equipment will enter its replacement cycle, and full replacement will be needed after the building has been open for five years. The City’s current data center and remote sites have been updated over the past few years, but this equipment also needs to be refreshed due to the replacement cycle.

Comments:

Data Center Equipment ReplacementDepartment: Information Technology Capital Projects

Project Type: Replacement Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue

Cash - Lockbox City 1,500,000 6,300,000 7,800,000

Total Revenue 1,500,000 6,300,000 7,800,000

Expense

Equipment 1,500,000 6,300,000 7,800,000

Total Expense 1,500,000 6,300,000 7,800,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,500,000 1,500,000 0

2023 1,500,000 1,500,000 0

2024 1,500,000 1,500,000 0

2025 1,650,000 1,650,000 0

2026 1,650,000 1,650,000 0

7,800,000 7,800,000 0



2023 800,000 0.0

2024 800,000 0.0

2025 800,000 0.0

2026 800,000 0.0


10-250:

Description:

This project funds a study of the Information Technology (DIT) Building to assess its condition and ability to support the space needs of the Department.

Justification:

The IT Department's space requirements for staff, contractors, training facilities, meeting space, and equipment exceeds the building capacity as it is currently configured. This study is needed to determine if rehabilitation and reconfiguration of interior space can extend the useful life of the facility and meet the department’s needs.

The DIT building was dedicated in 1962.

Comments:

DIT Building Space and Condition StudyDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


11-250:

Description:

This project will utilize professional consulting services to develop an enterprise-wide cybersecurity incident response plan for the City of Chesapeake.

Justification:

With the constant threat of cybersecurity incidents looming, it has become clear from other government victims that an enterprise cybersecurity incident response plan must be put in place to address cyber incidents. While focusing on the technical aspects of an incident is important, recent attacks highlight the importance of including City Leadership, Legal, HR, Public Communications, Police, Emergency Management, and even external partners like the FBI and VDEM in developing and implementing a comprehensive incident response plan. When a cyber-attack occurs, minutes matter, and the City must plan in advance to avoid disruption in services.

Local governments across the world have been the victims of ransomware and other cybersecurity attacks, often with debilitating and costly effects. Recent notable attacks include Albany, NY in March 2019; Tallahassee, FL and Augusta, ME in April 2019, Baltimore, MD in May 2019, and Riviera Beach and Lake City, FL in June 2019. The IT department has a technical incident response plan. The potential impact of a cybersecurity attack, however, requires an enterprise plan that addresses the political, operational, and technical needs of the City. This project would perform a comprehensive review of our incident-response policies and processes and recommend additional steps necessary to prepare for and respond to cyber-attacks.

Comments:

Enterprise Cybersecurity Incident Reponses Planning and Policy Review







FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


09-170:

Description:

This project will install and implement upgrades and new releases of commercial software used for the City's employee timekeeping and leave accrual systems.

Justification:

Kronos is constantly adding new functionality that is incorporated into new releases. As a new release becomes available, old releases are retired and no longer supported. This project will upgrade the Kronos application to the most current feasible version over the next five years.

Enterprise KRONOS Upgrade - Phase IIDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue


Fund Balance - IT 130,000 130,000


Expense

Other 400,000 400,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


08-210:

Description:

This project will provide for the purchase of updates and replacements of the software that is used throughout the City government.

Justification:

This project addresses the ongoing need to update and replace software that is used citywide. This project will also ensure the availability of appropriate technology that can be supported by staff and vendors.

Infrastructure improvements and software integration are needed to increase service reliability and improve enterprise business processes.

Comments:

Enterprise Wide Technology IIIDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 250,000 250,000 750,000 1,250,000

Total Revenue 250,000 250,000 750,000 1,250,000

Expense

Software 250,000 250,000 750,000 1,250,000

Total Expense 250,000 250,000 750,000 1,250,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 250,000 250,000 0

2023 250,000 250,000 0

2024 250,000 250,000 0

2025 250,000 250,000 0

1,000,000 1,000,000 0



2023 25,000 0.0

2024 25,000 0.0

2025 25,000 0.0


09-230:

Description:

This project implements a suite of tools and technologies for Identity Access Management (IDAM) across the enterprise for the City of Chesapeake. This will significantly help with the management of secure user authentication, user management, user authorization, and user access rights. These tools will further help the City adhere to the Center for Internet Security (CIS) Critical Security Controls framework.

Justification:

As technologies continue to advance and the City puts more systems in the cloud and spreads others across multiple sites in Chesapeake, the ability to fully manage user identities and control/track access to various systems becomes vital. The IDAM market is rapidly changing; artificial intelligence along with machine learning will significantly alter technologies and their capabilities. This project is expected to comprise a suite of products from multiple vendors. Gartner recommends looking at a "best of breed" approach for certain parts of IDAM. When implemented, synergies between selected tools will provide a full solution.

Currently, the City primarily relies on an active directory to manage users and access, but this only works for a subset of the City's systems. Other systems rely on their own user databases. This fragmented approach prevents the ability to have a whole picture of Identity Access Management.

On December 17, 2020, City Council appropriated an additional $200,000 to this project.

Comments:

Enterprise-wide Next Generation Identity Access Management







FutureYears

TotalAmount

Revenue



Total Revenue 300,000 80,000 50,000 430,000

Expense

Other 300,000 80,000 50,000 430,000

Total Expense 300,000 80,000 50,000 430,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 80,000 80,000 0

2023 50,000 50,000 0

130,000 130,000 0


15-250:

Description:

This project funds the installation of conduit along Mt. Pleasant Road in coordination with existing projects managed by Public Works and Public Utilities. This project includes the acquisition of a 10' wide easement along Mt. Pleasant Road from Fall Ridge Rd. to NALF Fentress. The project will also include the placement of conduit along this section of Mt. Pleasant Rd.

Justification:

During the widening of Mt Pleasant Rd project, IT will be utilizing the opportunity to dig once to install two (2) 4” HDPE tracer-wired conduits with hand holes every 500’ for fiber innerducts.

This project will acquire the easement and place the conduit along with utility and road infrastructure. A future project will be needed to install fiber optic cables. This project covers marginal costs to add IT conduit to an existing utility and road project.

Comments:

Fiber Optic - Conduit Installation - Mt. Pleasant Road Cost Share


Project Type: Addition or Expansion Comprehensive Plan Goal Area: Franchise Utilities





FutureYears

TotalAmount

Revenue


Total Revenue 60,000 400,000 460,000

Expense



Other 10,000 10,000

Total Expense 60,000 400,000 460,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 400,000 400,000 0

400,000 400,000 0



2023 10,000 0.0

2024 10,000 0.0

2025 10,000 0.0

2026 10,000 0.0


11-210:

Description:

This project will provide for the City’s participation in a regional 911 Dispatch interface to integrate the individual CAD systems of surrounding public safety jurisdictions into one central system.

Justification:

An integrated automatic system will reduce dispatcher call processing times while improving response times and service delivery throughout South Hampton Roads. The regional interface will automatically allow emergency dispatchers to see the availability and status of units from surrounding cities and dispatch appropriate responses as necessary. It builds upon the current Tri-City Automatic Aid system recently implemented with Norfolk and Virginia Beach. This system will provide a redundant backup system for all area 911 dispatch centers in case of localized failures.

Currently, each locality is unable to view or monitor the status of emergency response vehicles / apparatus from surrounding cities. If a neighboring locality requests assistance, dispatchers must manually contact the other dispatch center to request assistance creating delays in notifications.

Comments:

Fire - Tri-City Automatic Aid CAD Interface (Regional 911 Dispatch Interface)







FutureYears

TotalAmount

Revenue



Expense

Software 50,000 50,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


13-240:

Description:

This project will provide for the routine replacement of 60 mobile routers, 10 Rugged Mobile Data Terminals for Fire Marshalls (tablets), and communications hardware and software to allow communications from the apparatus to Emergency Dispatch and/or Medical facilities.

Justification:

Due to the rapidly changing requirements of cellular communication, replacement of communication devices will be required more frequently. A technology upgrade from 4G to 5G technology is anticipated in the next 3 years. The tablet model is a commercial off-the-shelf computer that offers a much lower cost of ownership than the previous rugged laptops. Utilizing tablets with updated communications equipment will allow the Fire Dept. to continue using the mobile application specifically designed for the tablet model. Staying with this brand of computers will allow the re-use of existing computer mounts already in the apparatus with fast, reliable, and cost-effective mobile data terminals.

In FY 2019, the Fire Dept. apparatus converted to using tablets that allow the use of mobile software products. The tablets replaced previous rugged computer terminals. These lightweight devices, with a life expectancy of three to four years in adverse environments, require replacement at regular intervals. The peripheral equipment also requires regular updates as technology continues to advance. Finally, Fire Marshalls require rugged laptops (similar to the model used by Police Officers) because of extremely adverse environments. A non-rugged laptop will not withstand these conditions.

Comments:

Fire/EMS - Mobile Data Terminal ReplacementsDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 200,000 200,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 200,000 200,000 0

200,000 200,000 0


14-250:

Description:

This project provides a citywide Learning Management System (LMS) for the administration, documentation, tracking, reporting, and delivery of educational courses and training programs. The LMS helps instructors deliver material to students, administers tests and assignments, tracks student progress, and manages record-keeping. LMS focuses on online learning delivery but supports a range of uses. LMS can provide a platform for fully online courses as well as hybrid/blended forms and flipped classrooms wherein participants are introduced to the learning materials before class and the classroom time is used to deepen understanding through discussion with peers and facilitated problem-solving activities. The advantages of an LMS include: (1) reducing time spent on enrollment and tracking of learning and development attendance, (2) organizing e-learning content in one location, (3) providing unlimited access to e-learning materials, (4) reducing learning and development time by reducing travel, and (5) improving compliance with regulations (e.g. EEO, HIPAA) and emerging issues (e.g. electronic data use, workplace violence).

Justification:

The City of Chesapeake HR Department currently has 1.4 FTEs devoted to Learning and Development. Personnel in numerous other departments in the City are also responsible for the training of City employees. Additional resources are needed to deliver and track learning and development offerings to the City's over 3,800 FTEs.

HR - Learning Management SystemDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Software 50,000 50,000



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

2023 0

2024 0

2025 0

100,000 100,000 0


13-210:

Description:

This project provides for ongoing upgrades to the City's document management system, Laserfiche.

Justification:

New features and functionality are included in new versions. As new versions are released, old versions are retired and no longer supported. This project will upgrade Laserfiche to the most current feasible version.

$200,000 in programmed funding was removed and shifted to other priorities during preparation of the FY 2022 CIP based on the department's assessment that this project has adequate funding.

Comments:

Laserfiche UpgradeDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Software 100,000 100,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2024 0

0 0 0


12-191:

Description:

This project covers the purchase, installation, and implementation of an automated materials handling (AMH) system at Greenbrier and Russell Memorial Libraries. The project will also add radio-frequency identification (RFID) enabled book drops in four other libraries that do not have AMH. RFID will allow for quicker re-shelving in smaller branches.

Justification:

AMH is designed to receive, check-in, and sort library materials for shelving. In 2014, the three busiest libraries circulated 1.7 million items, each of which was handled a minimum of five times by employees from the time the item was retrieved from the book-drop until it was replaced on the shelf to be checked out again by patrons. AMH reduces the time required to re-shelve materials and increases efficiency by allowing staff to perform other higher level essential tasks. Materials will also be available to patrons more quickly. Similar equipment already exists at neighboring libraries.

This project was initially planned for the Greenbrier branch; however, plan revisions permit installation of AMH at both Greenbrier and Russell Memorial. In FY 2020, the remaining balance ($239) from CIP 12-190 "Libraries - Automated Handling System - Phase I" was transferred to this project.

Comments:

Libraries - Automated Handling System - Phase IIDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense


Equipment 278,539 278,539


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 27,000 0.0

2024 27,000 0.0

2025 27,000 0.0

2026 27,000 0.0


12-192:

Description:

This project will provide for the replacement of the automated materials handling (AMH) system currently in use at the Central LIbrary.

Justification:

AMH is designed to receive, check-in, and sort library materials for shelving. In 2014, the three busiest libraries circulated 1.7 million items, each of which was handled a minimum of five times by employees from the time the item was retrieved from the book-drop until it was replaced on the shelf to be checked out again by patrons. AMH reduces the time required to re-shelve materials and increases efficiency by allowing staff to perform other higher level essential tasks. Materials will also be available to patrons more quickly. Similar equipment already exists at neighboring libraries.

This project was originally planned to install AMH at Russell Memorial Library. Changes in plans allow for both Russell and Greenbrier to be addressed with companion project 12-191. That frees up funding to replace the AMH system that was installed in 2015. Improvements in technology will allow increased capacity at a lower cost than the original installation.

Comments:

Libraries - Automated Handling System - Phase IIIDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense


Equipment 200,350 200,350


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 15,000 0.0

2024 15,000 0.0

2025 15,000 0.0

2026 15,000 0.0


10-230:

Description:

This project is designed to ensure that the Library's data center and switching gear is kept up to date and supported by the technology vendors. All Library data center technologies and switching gear require replacement on a 5-year schedule to ensure full functionality and support.

Justification:

This project is needed to avoid end-of-life issues with unsupported equipment, and to ensure there is no downtime of Library Information Technology systems due to unsupported equipment.

The Library's data center and switching gear were installed in FY 2018 through the Library Switching and Routing Refresh project and Library Data Center redundancy/DIT co-location projects.

Comments:

Libraries - Data Center Technology and Switching Replacement







FutureYears

TotalAmount

Revenue



Expense


Equipment 550,000 550,000

Software 45,000 45,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 600,000 600,000 0

600,000 600,000 0


13-250:

Description:

The project will allow the Library to expand its community reach and services via emerging technologies available in the library industry. This will include a number of possible solutions including, but not limited to, library kiosks, hold lockers, and self-service storefronts.

Justification:

The Library’s mission is to educate and enrich the lives of all citizens by providing free access to information, materials, technology, and cultural opportunities. Two of the Library's core values are equal access and inclusion. However, at least ten neighborhoods in the City of Chesapeake are located more than 2 miles from existing library locations. Several of these neighborhoods are in underserved areas like Bowers Hill and Crestwood. This project will allow the Library to reach the goal of expanding services to underserved areas. This project will MOVE the library closer to its goal of all Chesapeake residents having free and equal access to circulating library materials and internet access within 2 miles of their homes.

There are nine (9) areas identified for this project that will benefit from varying technologies to expand services and community reach. Five (5) areas will have library kiosks installed to allow customers to pick up holds, checkout items and provide Wi-Fi connectivity. Four (4) areas will have self-service storefronts that offer a collection of materials, holds pick-up, self-checkout and internet PCs.

Comments:

Libraries - Expansion of ServicesDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 510,000 510,000

Other 144,000 144,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 354,000 354,000 0

2025 300,000 300,000 0

654,000 654,000 0



2024 184,450 2.0

2025 368,900 2.0


10-220:

Description:

This project is Phase III of an ongoing effort to address the renewal and replacement needs of the Library’s core data center processing, storage, and interconnection hardware platform. Additionally, the existing hardware will be used to create a testing infrastructure platform for the Library. Over five years starting in FY 2018, Phase III will replace the firewall, implement a backup solution, upgrade the Voice over Internet Protocol (VoIP) phone system, refresh the wireless access point, and upgrade the web security appliance.

Justification:

The Chesapeake Public Library system is one of the most technologically advanced libraries in the Hampton Roads area due to the City’s investment in core infrastructure and technology. This project is needed to ensure that the technology offered remains first rate. As with all technology, the life-cycle replacement schedule is approximately five years. This project will replace the data center hardware installed in 2014 and modernize several functions of the library system. This project will also ensure the upgraded hardware will align with planned changes for CIP 09-220 "Library-Data Center Redundancy/DIT Colocation", which will remove the need for a separate backup structure as the hardware/software platforms contain built-in backup, replication, and recovery capabilities.

Planned work for FY 2021-22 includes upgrading the web security appliance and wireless access points purchased in FY 2016.

Comments:

Libraries - Technology Upgrade/Replacement - Phase III


Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Economy





FutureYears

TotalAmount

Revenue


Total Revenue 510,000 90,000 600,000

Expense

Equipment 400,000 400,000

Software 110,000 110,000

Other 90,000 90,000

Total Expense 510,000 90,000 600,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 90,000 90,000 0

90,000 90,000 0



2023 (13,320) 0.0

2024 (13,320) 0.0

2025 (13,320) 0.0

2026 (13,320) 0.0


12-220:

Description:

This project will upgrade the enterprise networking equipment that provides systems connectivity and communications throughout the City. The upgrades will be completed over a period of time (approx. 7 years). Equipment will be replaced with new hardware when existing hardware becomes out-of-date or reaches end-of-life. This upgrade will provide benefits citywide and will also benefit the Sheriff's Office network infrastructure, which needs an overhaul. This project will also include the replacement of network fiber connections at various critical locations throughout the City to ensure that connectivity requirements are met for the foreseeable future.

Justification:

The existing enterprise network is a mix of networking equipment, some of it is at the end-of-life and some is newer. Most components are serviceable for 5 to 7 years, but then must be replaced. The equipment requiring replacement includes core switching, routers, and edge switches. The newer equipment will provide better features and improved performance. These upgrades need to be performed in phases.

Network Equipment Replacement - Phase IIDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 1,200,000 600,000 1,860,000 3,660,000


Total Revenue 1,200,000 600,000 2,520,000 4,320,000

Expense


Construction 300,000 150,000 300,000 750,000

Equipment 400,000 200,000 1,720,000 2,320,000

Other 470,000 235,000 470,000 1,175,000

Total Expense 1,200,000 600,000 2,520,000 4,320,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 600,000 600,000 0

2023 600,000 600,000 0

2024 600,000 600,000 0

2025 660,000 660,000 0

2026 660,000 660,000 0

3,120,000 3,120,000 0



2023 99,000 0.0

2024 99,000 0.0

2025 99,000 0.0


11-220:

Description:

This project will provide for the additional resources needed to complete the planning, testing, and deployment of the updates in PeopleSoft Update Manager. All system updates and new functionality for PeopleSoft are delivered by this tool.

Justification:

This project is needed due to specialized configuration and customization within the PeopleSoft environment. Ensuring these settings are preserved is essential for successful upgrades. To have continuous access to vendor support, the City must use recently released versions of PeopleSoft.

Regular upgrades ensure the financial system remains current and receives the annual tax updates.

Comments:

PeopleSoft Update Manager & PeopleTools UpgradeDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 400,000 400,000 400,000 1,200,000

Expense

Software 400,000 400,000 400,000 1,200,000

Total Expense 400,000 400,000 400,000 1,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 400,000 400,000 0

2024 400,000 400,000 0

800,000 800,000 0


35-240:

Description:

This project will provide for a design study and Chesapeake's share of construction costs for regional (Southside) and local broadband investments. Objectives of this project include improved municipal services, but more importantly, improved capacity for economic development. Since this is a regional project, the Hampton Roads Planning District Commission (HRPDC) is coordinating the project with the participating localities.

Justification:

The original design study was completed in FY 2020 and the five cities created the Southside Network Authority (SNA) based on the completed study. The SNA is currently engaged in additional planning for the construction of a regional broadband ring to connect all five cities. The estimated construction cost of $20 million will be shared among four localities. Although the cost allocation for each city is not yet defined, Chesapeake's share is estimated to be between $4 and $6 million.

On June 25, 2019, City Council amended the CIP to add this project and an appropriate $160,000.

Comments:

Regional Broadband RingDepartment: Information Technology Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Franchise Utilities





FutureYears

TotalAmount

Revenue


G.O. Debt - City 5,000,000 5,000,000

Total Revenue 160,000 5,000,000 5,160,000

Expense

Design & Engineering 160,000 5,000,000 5,160,000

Total Expense 160,000 5,000,000 5,160,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 5,000,000 5,000,000 0

5,000,000 5,000,000 0


16-250:

Description:

This project will establish citywide standards for video equipment used in conference rooms and on digital signs.

Justification:

As currently installed systems age, users seek assistance from the IT Department for replacement. A standardized solution set will improve the departments' ability to support these requests, minimize cyber-security risks, and lower the cost of maintenance over time. Standardizing the solution set will make it easier for end-users to operate systems in various conference rooms across the City improving overall productivity. Departments will continue funding their own equipment needs based on standards.

Video display technology has been acquired without defined standards resulting in a plethora of incompatible equipment. This project will establish standards to guide departments on new and replacement equipment.

Comments:

Standardize Interactive Displays - Conference Rooms and Digital Signs







FutureYears

TotalAmount

Revenue



Expense


Other 26,000 26,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

0 0 0


06-220:

Description:

This project supports the City’s tax modernization effort. Legacy applications currently running on the mainframe will be replaced with modern a tax system. This funding will support the acquisition of software, system implementation and integration services, and program support.

Justification:

The city’s legacy mainframe applications are at end-of-life and present a significant risk to the city. In FY 2020 the city completed an exhaustive analysis of the legacy mainframe software and developed a roadmap for replacing it. This project funds this replacement effort.

On June 12, 2018, City Council approved a transfer of $250,000 from the IT Operating Budget to this project to expand the scope to include assessment of mainframe legacy applications and modernization options. Increases in funding in the FY 22-26 CIP are based on the recently completed Tax Modernization Study. This project was previously titled "Enterprise Application Modernization/Citywide ERP Solution".

Comments:

Tax System ModernizationDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 1,500,000 4,000,000 11,000,000 16,500,000


G.O. Debt - City 4,000,000 4,000,000

Fund Balance - IT 1,250,000 1,000,000 1,000,000 3,250,000

Total Revenue 2,750,000 5,000,000 17,000,000 24,750,000

Expense


Software 1,000,000 1,000,000

Other 1,000,000 5,000,000 17,000,000 23,000,000

Total Expense 2,750,000 5,000,000 17,000,000 24,750,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 5,000,000 5,000,000 0

2023 10,000,000 10,000,000 0

2024 5,000,000 5,000,000 0

2025 2,000,000 2,000,000 0

22,000,000 22,000,000 0



2024 1,350,000 0.0

2025 1,350,000 0.0


14-210:

Description:

This project will replace the City’s current PBX system, move all of the users (approx. 2,000) to Voice Over IP (VoIP) technology, and implement Unified Communications (UC) for many of those users.

Justification:

Moving all City users to one VoIP telephone system will enable users to operate on the most current technology and provide many features that will become even more important in conducting business over the next decade. The addition of interactive voice response (IVR), unified communications (UC), web-collaboration, and web chat technology for use with customers will provide better customer service and make conducting business with the City more efficient. Transitioning from the dated PBX telephone technology will also reduce maintenance costs over time. The VoIP application will be able to run in a virtual environment and allow the City to move everything to session initiation protocol (SIP) trunks for VoIP phones, which are less expensive and provide more flexibility than traditional trunks. Expected savings are estimated to be $40,000-$50,000 per year from reduced maintenance and line costs. This project is dependent on the network replacement capital project because some equipment will have to be upgraded and many sites will have to be moved to Power over Ethernet (PoE) to power phones.

The City currently uses two primary phone systems, a PBX phone system and a Voice over IP phone system (VoIP). This project will transition all users on the PBX system to the VoIP system so the City will have one, unified phone system. Project estimates include new phones and computer clients with headsets, additional servers to support the increased user base, Unified Communications software, replacement of network switches with PoE (Power over Ethernet) switches to provide power to the phones, and additional cabling for various buildings with State users such as the Court buildings and Human Services.

Comments:

Telephone System - Replace Existing PBX with VoIPDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue


Fund Balance - IT 1,355,000 1,355,000

Total Revenue 2,633,000 2,633,000

Expense


Equipment 1,933,000 1,933,000

Total Expense 2,633,000 2,633,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


13-220:

Description:

This project will redesign and replace the City’s website to implement responsive design that will work well on mobile devices as well as desktop computers.

Justification:

This project is needed because 45% of the City’s website traffic is from cell phones or tablets, but the current website was built for desktop display and does not function well on mobile devices. The redesigned website will implement a responsive design to work well on mobile devices. It will also implement the Google search engine, which is best practice. The “Search” page is the third-highest visited page on the City’s website, but the current search engine is primitive.

Website RedesignDepartment: Information Technology Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Software 300,000 300,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 30,000 0.0

2024 30,000 0.0

2025 30,000 0.0

2026 30,000 0.0




Total Programmed

Costs

22-190 ADA Faclity Compliance

525,000 75,000 75,000 75,000 75,000 135,000 960,000

16-190 Athletic Field Improvements

2,660,000 380,000 380,000 380,000 380,000 - 4,180,000

21-250 Athletic Field Lighting

500,000 500,000 500,000 500,000 500,000 500,000 3,000,000

43-200 Ballahack Rd. Boat Ramp Area Improvement Project

359,791 - - - - - 359,791

15-240 Blue Heron Landing Park on the Indian River

381,000 225,000 300,000 - - - 906,000

17-250 Centerville Park Phase II

- - - - - - -

17-210 Chesapeake Arboretum

1,000,000 - - - - - 1,000,000

18-210 Commonwealth/Seaboard Multi-City Rail Trail (Western Branch Rail to Trail)

655,000 - - - 195,000 - 850,000

12-230 Community Center Improvements, Additions, & Expansions

1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 9,600,000

12-200 Conference Center Renovation

3,705,000 1,088,000 65,000 195,000 - - 5,053,000

20-250 Deep Creek Park - Phase II

- - - - - - -

83-250 Deep Creek Village Historical Site Phase I and Phase II

400,000 - 600,000 - - - 1,000,000

19-210 Dismal Swamp Canal Trail - Phase III

353,791 - - - 452,000 - 805,791

36-240 Enhanced Signage & Landscaping at Entrances to the City

200,000 200,000 200,000 200,000 200,000 200,000 1,200,000

68-230 Great Bridge Battlefield Monument Relocation & Plaza

142,600 - - - - - 142,600

14-240 Heritage Park - Phase II

- - - 1,525,000 - - 1,525,000

11-230 Northwest River Park Improvements

2,600,000 1,400,000 1,000,000 1,000,000 - - 6,000,000

23-190 Oak Grove Lake Park - Additional Parking Spaces

60,000 - - - - - 60,000

16-240 Oak Grove Lake Park - Phase II

- - 320,000 - - - 320,000

47-200 Open Space and Recreation Program

5,710,000 1,000,000 500,000 500,000 500,000 - 8,210,000



Capital ProjectsParks, Recreation, and Tourism





Total Programmed

Costs




18-190 Park Program Improvements

2,019,812 300,000 300,000 300,000 300,000 - 3,219,812

21-190 Parking Lot Improvements

630,000 90,000 90,000 90,000 90,000 - 990,000

19-190 Recreational Facility Improvements

2,146,187 300,000 300,000 300,000 300,000 300,000 3,646,187

04-260 Renovation of Mann Drive Maintenance Facility

- - - 500,000 - - 500,000

24-190 Security Improvements - Parks, Recreation, and Tourism

280,000 40,000 40,000 40,000 - - 400,000

Total 25,928,181 7,198,000 6,270,000 7,205,000 4,592,000 2,735,000 53,928,181

Cash - Lockbox City

7,154,428 1,185,000 1,505,000 1,185,000 1,145,000 635,000 12,809,428


4,490,000 1,088,000 65,000 195,000 - - 5,838,000


4,925,000 1,000,000 500,000 500,000 500,000 - 7,425,000


2,783,984 425,000 500,000 200,000 200,000 - 4,108,984

G.O. Debt - City

5,100,000 3,100,000 3,700,000 5,125,000 2,100,000 2,100,000 21,225,000


130,758 - - - - - 130,758

Grant

1,344,011 - - - 647,000 - 1,991,011

G.O. Short-Term Debt

- 400,000 - - - - 400,000

Total 25,928,181 7,198,000 6,270,000 7,205,000 4,592,000 2,735,000 53,928,181

Means of Financing


22-190:

Description:

This project will provide for improved accessibility for citizens at public parks and recreational facilities, including ball fields, shelters, playgrounds, trails, parking lots, and buildings.

Justification:

This project will continue the City's efforts to improve access to existing indoor and outdoor recreational facilities in accordance with ADA standards and recommendations.

Although facilities built before the Americans with Disabilities Act (ADA) are exempt from ADA standards, the City aims to improve and provide reasonable accommodations and accessibility to popular parks and recreational facilities. This is a 15-year project that began in FY 2015 with annual investments of $75,000 to improve accessibility.

Improvements in progress include adding ADA standard walkways at Camelot Park and the Chesapeake 9/11 Memorial. Completed improvements installed ADA sidewalks at City Park, Creekwood South Park, Chesapeake Arboretum, and Greenbrier Park Tennis Courts; and installed new shelters at Centerville Park, Oak Grove Lake Park, Rokeby Senior Center, and around waterways.

Comments:

ADA Facility ComplianceDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 525,000 75,000 360,000 960,000

Expense

Other 525,000 75,000 360,000 960,000

Total Expense 525,000 75,000 360,000 960,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 75,000 75,000 0

2023 75,000 75,000 0

2024 75,000 75,000 0

2025 75,000 75,000 0

2026 135,000 135,000 0

435,000 435,000 0


16-190:

Description:

This project will provide for repairs, enhancement, and renovation to prioritized athletic facilities citywide.

Justification:

Upgrades and enhancements are necessary in order to (1) maintain safe and competitive playing surfaces, (2) ensure reliable availability of adequate and efficient lighting for evening usage, (3) maintain fencing, irrigation, turf, and other amenities.

This is a 15-year project that began in FY 2015 with annual investments of $380,000. Recently completed improvements include replacement of field lights at Sparrow Road Intermediate school, Western Branch Middle School, Great Bridge High School, and Southeastern Elementary. Also completed last fiscal year include Cornland Park Soccer field fencing, Joliff Middle School soccer field lighting, and Crestwood Intermediate football and soccer field lights. In progress and upcoming improvements include replacement lights at Deep Creek Middle School baseball and softball fields.

Comments:

Athletic Field ImprovementsDepartment: Parks, Recreation & Tourism Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Parks and Recreation





FutureYears

TotalAmount

Revenue



Total Revenue 2,660,000 380,000 1,140,000 4,180,000

Expense

Other 2,660,000 380,000 1,140,000 4,180,000

Total Expense 2,660,000 380,000 1,140,000 4,180,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 380,000 380,000 0

2023 380,000 380,000 0

2024 380,000 380,000 0

2025 380,000 380,000 0

2026 0

1,520,000 1,520,000 0


21-250:

Description:

This project will add new lighting systems at various athletic fields around the City to enhance existing ball fields. The lighting of a field allows usage to double without the extra expense of constructing and maintaining a new field to meet increased citizen demand.

Justification:

New lighting systems at these multipurpose fields will allow more and extended play on existing ball fields. Additionally, the City and school system are no longer allowing portable lighting systems to be used temporarily on athletic fields due to concerns about potential injury on the equipment and improper foot candles for safe play. This project also aligns with the City's Comprehensive Plan goal of providing for the development of cost-effective and efficient facilities.

The City has upgraded and renovated many of the existing ball fields from quartz lights to halide and LED in another project. Although that program has several more years before full completion, ball field usage and demand continues to grow throughout the City, creating more demand to build new facilities. Projected fields to be lighted in FY 22 include one field each at Deep Creek Park and Indian River Community Center, in FY 23 two fields at Greenbrier Middle School, and in FY 24 one field each at Joliff Middle Football and Georgetown Primary Football. FY 25 plans include two additional fields at Centerville Park.

Comments:

Athletic Field LightingDepartment: Parks, Recreation & Tourism Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Parks and Recreation





FutureYears

TotalAmount

Revenue

G.O. Debt - City 500,000 500,000 2,000,000 3,000,000

Total Revenue 500,000 500,000 2,000,000 3,000,000

Expense

Construction 500,000 500,000 2,000,000 3,000,000

Total Expense 500,000 500,000 2,000,000 3,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 500,000 500,000 0

2023 500,000 500,000 0

2024 500,000 500,000 0

2025 500,000 500,000 0

2026 500,000 500,000 0

2,500,000 2,500,000 0



2023 1,400 0.0

2024 2,100 0.0

2025 2,800 0.0

2026 3,500 0.0


43-200:

Description:

This project will provide for the construction of rest area facilities and paving the parking lot at the Ballahack Road Boat Ramp Area, which will help achieve longstanding goals for improving visitor access to the Dismal Swamp Canal and the Great Dismal Swamp National Wildlife Refuge.

Justification:

The Ballahack Road boat ramp improvements are funded by a grant awarded by the Federal Highway Administration under the Federal Lands Access Program (FLAP). The City was awarded $289,033 in FLAP funds to construct the rest area facility and to pave the parking lot. The grant required a 20% local match ($70,758) for the grant, which was provided from the Parks and Recreation Open Space Contributions fund. The total project cost with the local match is estimated to be $359,791.

On July 28, 2015, City Council accepted this grant and amended the CIP to add this project.

Comments:

Ballahack Rd. Boat Ramp Area Improvement ProjectDepartment: Parks, Recreation & Tourism Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Historic Resources





FutureYears

TotalAmount

Revenue


Grant 289,033 289,033


Expense



Other 60,000 60,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


15-240:

Description:

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 the replacement with a naturally sloped living shoreline (which will restore the shoreline to include a maritime forest). This project will also add park amenities to include a boardwalk, kayak launch, small picnic shelter, portable restrooms, and parking areas.

Justification:

This is one of the only public water access areas on the Eastern Branch of the Elizabeth River. Due to the design of this project, which will include a living shoreline, marshes, and maritime forest, it will provide improved storm protection as well as storm water credits. Therefore, this project aligns with multiple goals of the City's Comprehensive Plan including wetland protection efforts, identifying and facilitating the provision of future public waterfront access areas, and providing a variety of recreational amenities to address the needs of a diverse population.

The City acquired the land through a grant from the Virginia Dept. of Conservation & Recreation. Initial soil testing and a complete site survey have been completed. A graduate student provided a master plan for the park with input from the department and the community.

Comments:

Blue Heron Landing Park on the Indian RiverDepartment: Parks, Recreation & Tourism Capital Projects


Year identified: 2020 Planning Area: Indian River




FutureYears

TotalAmount

Revenue


Total Revenue 381,000 225,000 300,000 906,000

Expense


Construction 250,000 225,000 300,000 775,000

Other 56,000 56,000

Total Expense 381,000 225,000 300,000 906,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 225,000 225,000 0

2023 300,000 300,000 0

525,000 525,000 0



2024 3,000 0.0

2025 3,000 0.0

2026 3,000 0.0


17-250:

Description:

This project will complete Phase II of the Centerville Park project, which will include construction of four ball fields, athletic lighting to four multipurpose fields, one playground (for ages 1-12), as well as additional parking and associated infrastructure. The project work will be completed over a two year period.

Justification:

There is a shortage of ball field space in Chesapeake, particularly softball fields. Building Phase II of Centerville Park will go a long way to solving the problem. Demands in the Southern Chesapeake area need to be met with the full development of this multi-purpose park. As a goal of the City's Comprehensive Plan, 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.

Phase I was opened in March 2003 with eleven (11) multi-purpose fields. Phase II remains undeveloped and the need for park land in the area has grown due to surrounding development.

Comments:

Centerville Park Phase IIDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 6,500,000 6,500,000

Total Revenue 6,500,000 6,500,000

Expense

Construction 6,500,000 6,500,000

Total Expense 6,500,000 6,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 0

2025 0

2026 0

0 0 0


17-210:

Description:

This project will replace and repair the eleven (11) bridges and amenities along the trail system to ensure safety for visitors as well as enhance the aesthetics of the trail system. This project will also provide for some repairs to the floors, ventilation, outside shutters, kitchen, and other areas of the house and grounds of the Williamson family farm house, which was built in the 1700s.

Justification:

This project will ensure the Arboretum grounds, historical elements of the grounds, home, barn, greenhouse, and other amenities are maintained at the level necessary to sustain high visitation and public use. Several bridges have been removed by the City since it took control of the facility and operations in May 2015.

The Arboretum is a 48 acre property that includes a nursery, greenhouses, five miles of hiking trails, a four acre lake, and the 18th century former Williamson farm house. The trail system has a series of eleven (11) bridges of varying sizes that allow visitors to view nature, including a natural waterfall. Staff have worked with Virginia Tech and ODU to provide tree identification throughout the trail system. The plant nursery provides trees for various City projects, including Arbor Day. The Arboretum was established in 1981 and was maintained primarily by volunteers with minimal City assistance. The City took over operational control of the facility in 2015. Due to age and lack of significant maintenance, the site now needs upgrades and repairs to meet public standards. The site is in satisfactory condition, but many of the structures require refurbishment especially the bridges and parts of the house. Work began in 2018 to replace the major bridges in order to allow access to all parts of the trail.

Comments:

Chesapeake ArboretumDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 1,000,000 1,000,000

Expense

Construction 1,000,000 1,000,000

Total Expense 1,000,000 1,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


18-210:

Description:

This trail will make the final connections between Suffolk and Portsmouth via the Western Branch area of Chesapeake and the old Commonwealth/Seaboard rail line. This project will provide for the final trail extension, which will become part of the multi-city trail system that will eventually run from the Downtown Suffolk train station to the Oceanfront in Virginia Beach (approx. 44 miles). This project has been a collaboration between Parks, Recreation & Tourism and the Public Works Department. Public Works has taken the lead on this project.

Justification:

This project will include paving the existing gravel trail for use as a multi-use path for the community. It will also connect to adjacent cities and be a regional bike facility for the entire area.

The City has received an alternative transportation program grant. This project is still in the planning stage with on-going discussions regarding property transfer to the City. It was partially funded by the federal grant in FY 2017, with the potential for additional grants in future years.

On November 12, 2019, City Council amended the CIP and appropriated and additional $355,000 to this project to match VDOT's $655,000 award. The required City match of $195,000 is met by the value of the abandoned trail.

Comments:

Commonwealth/Seaboard Multi-City Rail Trail (Western Branch Rail to Trail)

Department: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

Grant 655,000 195,000 850,000

Total Revenue 655,000 195,000 850,000

Expense


Construction 605,000 195,000 800,000

Total Expense 655,000 195,000 850,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

2025 195,000 195,000 0

195,000 195,000 0


12-230:

Description:

This project will provide for expansion and renovations at the eight current community centers and four specialty centers. This will include design and construction of approximately 12,500 square feet of additional gymnasium/multipurpose space at several community centers. Additionally, expansion and renovation will include replacing gymnasium floors, renovation of current restrooms and entrances, as well as replacement of divider walls, recreational amenities and facility modernization.

Justification:

Community Centers are in need of additional space in order to expand programs to meet citizen demand. The scheduled plan is to build additional multi-purpose rooms and expand gymnasiums.

The cost of a new facility would be around $20+ million. By expanding current structures, the city can improve every center and provide increased services to all citizens.

This project was previously titled Parks and Recreation - Improvements, Additions, and Expansions. The title has been modified for FY 2022 to more accurately reflect the scope of the project.

Comments:

Community Center Improvements, Additions & Expansions







FutureYears

TotalAmount

Revenue

G.O. Debt - City 1,600,000 1,600,000 6,400,000 16,200,000 25,800,000

Total Revenue 1,600,000 1,600,000 6,400,000 16,200,000 25,800,000

Expense

Construction 1,600,000 1,600,000 6,400,000 16,200,000 25,800,000

Total Expense 1,600,000 1,600,000 6,400,000 16,200,000 25,800,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,600,000 1,600,000 0

2023 1,600,000 1,600,000 0

2024 1,600,000 1,600,000 0

2025 1,600,000 1,600,000 0

2026 1,600,000 1,600,000 0

8,000,000 8,000,000 0



2023 60,000 8.0

2024 90,000 8.0

2025 120,000 8.0

2026 150,000 8.0


12-200:

Description:

This project requires coordination with VenuWorks (the private contractor) for renovations and refurbishment of the Chesapeake Conference Center. Initial work will be performed over a six year period and will include phased expansion and refurbishment.

Justification:

The Chesapeake Conference Center opened in 1997. Since that time, little work had been performed to upgrade and replace the aging infrastructure. This project will address those needs.

Improvements recently completed or in progress include new signage, replacement of the ballroom doors, new flooring/carpet, and replacement of the HVAC system. Current project plans include expanding the storage facility, remodeling the rotunda canopy and public space, replacing the exterior doors, and replacing the exterior sidewalk.

Comments:

Conference Center RenovationDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - Other Funds 3,705,000 1,088,000 260,000 5,053,000

Total Revenue 3,705,000 1,088,000 260,000 5,053,000

Expense

Construction 300,000 1,088,000 260,000 1,648,000

Other 3,405,000 3,405,000

Total Expense 3,705,000 1,088,000 260,000 5,053,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,088,000 1,088,000 0

2023 65,000 65,000 0

2024 195,000 195,000 0

1,348,000 1,348,000 0


20-250:

Description:

Phase II of the Deep Creek Park project includes the construction of four (4) multi-purpose fields, athletic lighting for two (2) multi-purpose fields, additional parking lots, additional picnic area(s), as well as an extended trail system.

Justification:

The purpose is to expand upon the variety of recreational opportunities available in Chesapeake, which is a core goal of the City's Comprehensive Plan.

Deep Creek is Chesapeake's newest large-scale multipurpose park. The land was purchased by the City in 1996 and not developed for nearly 15 years as funding sources were explored. Opened in 2012, it has four (4) multiple-purpose fields and four (4) baseball fields, a destination playground, dog park, as well as other amenities.

Comments:

Deep Creek Park - Phase IIDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 6,800,000 6,800,000

Total Revenue 6,800,000 6,800,000

Expense


Construction 5,440,000 5,440,000

Total Expense 6,800,000 6,800,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 0

0 0 0


83-250:

Description:

The first phase of this project will be site and infrastructure development in order to relocate the Cornland School to a new site where it can be preserved. Later phases may include amenities such as a Visitor Center, parking, walking trail, inclusion of the Superintendent's House, a warehouse/farmhouse replica, and interpretive signage and markers to allow residents and visitors to experience the City’s history in a new and exciting way.

Justification:

The City is embarking on a historical services division within the Parks, Recreation & Tourism department. This division will focus on the Comprehensive Plan's goal of preserving significant historic sites, structures, relics, and objects. The City will focus on preserving and protecting our historic artifacts as well as educating citizens and tourists alike of the city's unique heritage.

Note: Project was previously entitled Cornland School Relocation (Phase I Deep Creek Village Historical Site). Name change was done in FY 2022 per the request of the Parks & Recreation Department.

On June 23, 2020, City Council amended the CIP and transferred $400,000 from CIP 11-230 Northwest River Park Improvement project to initially fund the relocation of Cornland School.

Phase II will provide design specifications for the visitor building, installation of more formal parking areas, and the walking trail.

Comments:

Deep Creek Village Historical Site Phase I and Phase II


Project Type: New Facility Comprehensive Plan Goal Area: Historic Resources





FutureYears

TotalAmount

Revenue

G.O. Debt - City 400,000 600,000 1,000,000

Total Revenue 400,000 600,000 1,000,000

Expense

Other 400,000 600,000 1,000,000

Total Expense 400,000 600,000 1,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 600,000 600,000 0

600,000 600,000 0


19-210:

Description:

This project will complete Phase III of the Dismal Swamp Canal Trail to include paving the parking area, and repairing the boat ramp. This project is in cooperation with the Public Works department utilizing grant funding solicited by Public Works.

Justification:

Paving the parking area and repairing the boat ramp will improve user experiences and will continue to provide a much needed recreational waterfront opportunity, as well as other recreational amenities for the diverse population of Chesapeake.

The Dismal Swamp Trail was opened in 2004 with a few benches, picnic tables, and road striping. It has been a huge success, and is the site of the Swamp Stomp Half Marathon, Paddle for the Border, and a number of bicycle and road races. Currently phase II (14-220) includes funding of $800,000 to repave the asphalt trail. Phase III of this project will pave the Ballahack Road parking lot and replace the decking of the boat ramp.

Comments:

Dismal Swamp Canal Trail - Phase III (Renovation, Restroom, Parking Lot)







FutureYears

TotalAmount

Revenue

Grant 353,791 452,000 805,791

Total Revenue 353,791 452,000 805,791

Expense


Construction 253,791 452,000 705,791

Total Expense 353,791 452,000 805,791

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

2025 452,000 452,000 0

452,000 452,000 0


36-240:

Description:

This project will provide for enhanced signage and landscaping at entry points for the beautification of the City, specifically at major thoroughfares as people enter and depart the city.

Justification:

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 borders. This project will provide right-of-way and streetscape improvements for beautification to encourage community reinvestment. The City's Comprehensive Plan goals also include identifying existing major roadways and medians for enhanced landscaping and streetscape treatment.

Initial priorities will include signage on Battlefield Blvd. at the Chesapeake City 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 major bridges and overpasses. Other improvements will focus on select intersections/right of way landscaping enhancements. Longer term objectives include signage at the Chesapeake and Virginia Beach city lines, intersections at the Chesapeake and Norfolk city lines, and key intersections of the Portsmouth city lines. Enhanced signage is also need for waterways and will include reflective signage for bridges at Great Bridge 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.

Comments:

Enhanced Signage & Landscaping at Entrances to the City







FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 200,000 200,000 600,000 1,000,000


Total Revenue 200,000 200,000 800,000 1,200,000

Expense

Other 200,000 200,000 800,000 1,200,000

Total Expense 200,000 200,000 800,000 1,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 200,000 200,000 0

2023 200,000 200,000 0

2024 200,000 200,000 0

2025 200,000 200,000 0

2026 200,000 200,000 0

1,000,000 1,000,000 0


68-230:

Description:

This project will provide for the relocation of the Great Bridge Battlefield monument to the new Great Bridge Battlefield Visitor's Center as well as the construction of a plaza for the monument.

Justification:

The existing granite historical marker for the Battle of Great Bridge currently resides at the east side of City Hall. This project will relocate the monument to a newly constructed public plaza at the new Great Bridge Battlefield Visitor's Center. The monument and plaza will be located in Great Bridge at the southwest comer of Battlefield Boulevard and the Atlantic Intracoastal Waterway (AIW) Canal.

Members of the Great Bridge Battlefield and Waterways History Foundation requested improvements to the "southwest quadrant" to further enhance the Battle of Great Bridge interpretive park. This project will provide for the first phase of proposed improvements. The total project cost is estimated to be $142,600, which includes a 20% contingency. The cost for the plaza design is approximately $130,000. The additional cost of three flag poles is estimated to be $12,600 (30' aluminum with foundations). The new plaza will include a sidewalk, concrete retaining wall with thin brick veneer and precast concrete cap, concrete base for the monument, and mulched beds and shrubs.

On March 12, 2019, City Council amended the CIP to add this project and appropriated $142,600 in available funding.

Comments:

Great Bridge Battlefield Monument Relocation & Plaza


Project Type: Addition or Expansion Comprehensive Plan Goal Area: Historic Resources





FutureYears

TotalAmount

Revenue



Expense


Other 12,600 12,600


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


14-240:

Description:

This project will implement Phase II of the Heritage Park Master Plan. Phase I, which began in FY 2019, will provide for minimal ingress and egress (entryway and exit) within the property. Phase II will install utilities for running water, sewer, and electricity at the site as well as basic park amenities. Phase II will also construct parking areas, a Ranger station, and a multi-use trail system.

Justification:

This project will implement the master plan completed in 2010 by developing the site into a park and destination equestrian area in order to attract horse-related tourism to the City.

The land for Heritage Park is currently owned by the City, and a master plan for the area was completed in 2010. The land is currently being farmed in areas, has had some trail development, and has a small model plane airport.

Comments:

Heritage Park - Phase IIDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 1,525,000 1,525,000

Total Revenue 1,525,000 1,525,000

Expense


Construction 1,500,000 1,500,000

Total Expense 1,525,000 1,525,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 1,525,000 1,525,000 0

1,525,000 1,525,000 0



2025 5,000 0.0

2026 5,000 0.0


11-230:

Description:

This project will provide for the renovation and rehabilitation of park structures and systems at Northwest River Park. Project work will include the replacement of the following: the failing sanitary sewer system, the Marjorie Rein scenic overlook and bridges, the Camp Store/Ranger Station/Restroom, shop offices, the activity building with a facility that would provide meeting spaces, laboratory, and multi-purpose room rental facilities (for weddings, parties, etc.). The renovations will focus on rehabilitating park infrastructure to make the facility safe and enjoyable, and make the park competitive in the market.

Justification:

Northwest River Park is over 40 years old, and facilities are in need of replacement and rehabilitation. As a part of the park improvement program during recent years, several minor bridges, trails, sidewalks, and bulkheads were improved. But, no major capital improvements have been completed since the park was opened. If major improvements do not begin, then the park facility would need to be partially or fully closed within a few years. However, this park has tremendous potential that would be better utilized with the addition of reliable/ modern new gathering areas that could be rented, a trail system that could be fully re-opened, and fully operational electrical and septic systems.

The community has shown an interest in re-investment in this park, as evidenced by the number of media inquiries, Council requests, citizen demands, and staff concerns during the past year. Many of the trails and bridges have been demolished, condemned and/or closed for a number of years. The major buildings are rotting and in need of full replacement. The unreliable electrical system, septic system, and building infrastructure have forced cancellations of rentals, reservations, and programs; which results in lost revenue.

Funding started in FY 2019 and will be phased over a 6 year period, which will allow the facility to remain open during renovations and minimize the impact on activities. The project work in progress includes improvements to the utilities, water, and sewer infrastructure as well as replacement of the Marjorie Rein scenic overlook trail and bridges.

On June 23, 2020, City Council transferred $400,000 from this project to the new Cornland School Relocation project 83-250. This funding is being replaced in FY 2022.

Comments:

Northwest River Park ImprovementsDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - Short Term Financing 400,000 400,000

G.O. Debt - City 2,600,000 1,000,000 2,000,000 5,600,000

Total Revenue 2,600,000 1,400,000 2,000,000 6,000,000

Expense

Other 2,600,000 1,400,000 2,000,000 6,000,000

Total Expense 2,600,000 1,400,000 2,000,000 6,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,400,000 1,400,000 0

2023 1,000,000 1,000,000 0

2024 1,000,000 1,000,000 0

3,400,000 3,400,000 0


23-190:

Description:

This project will provide for the addition of approximately 30 spaces with bus turnaround and connections to existing paths (one time cost).

Justification:

Existing parking facilities are not adequate for the number of visitors to the park.

Oak Grove Lake Park - Additional Parking SpacesDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

Cash - General Fund Transfer 60,000 60,000


Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


16-240:

Description:

This project will complete Phase II of the Oak Grove Lake Park improvements. Phase II will construct a finger pier and a kayak/ paddle boat rental shack, which will allow the public to access the 65 acre lake, which is the primary feature of the park. An additional 50-car parking lot will be necessary to meet increased user demand.

Justification:

The purpose of this project is to allow public access to the 65-acre lake for non-motorized boating. This project will provide a boat rental opportunity, with potential revenue, and will serve as an additional attraction for visitors to the City. No impact to operational cost are anticipated as the department is projecting to contract this service out to a private vendor. Projected revenue back to the City is estimated at $50,000/year.

Additional parking was scheduled to be added in FY 2017 but was delayed due to additional soil sampling. However, just to meet the current citizen demand, more parking capacity is needed in addition to what is presently planned for and approved in the "Oak Grove Lake Park - Additional Parking" capital project # 23-190. The additional parking needs will be addressed by this project "Oak Grove Lake Park - Phase II ".

Comments:

Oak Grove Lake Park - Phase IIDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 320,000 320,000 0

320,000 320,000 0



2026 (50,000) 0.0


47-200:

Description:

This project will add new playgrounds at several public school and park sites, add splash parks at various parks and community centers, and begin the development of Heritage Park and Phase I development of Joliff Landing in accordance with the policies and regulations of the Open Space and Recreation Ordinance.

Justification:

The City needs additional community playgrounds that meet or exceed national standards and are fully accessible to all populations. Our first public water spray park facility to serve the general public will soon open in Western Branch.

Recently completed improvements include new playgrounds at BM Williams Elementary, Thurgood Marshall Elementary, Camelot Elementary, and Sparrow Road Elementary schools. A splash park was also installed at Western Branch Community Center, with the next installation planned for Cuffee Community Center.

Project plans for FY 2022 and FY 2023 include improvements in playgrounds at two schools to be determined and several replacement playgrounds in parks. Future plans also include a splash park at City Park and South Norfolk Community Center.

The Open Space and Recreation ordinance requires that new residential developments include a fully equipped public park or pay an Open Space fee so that the City can provide open space or park amenities. Fees collected provide funding for this project based one the Open Space Funding Master Plan developed by Parks, Recreation and Tourism.

Comments:

Open Space and Recreation ProgramDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue


Fund Balance - Capital Projects Fund 4,925,000 1,000,000 1,500,000 7,425,000

Total Revenue 5,710,000 1,000,000 1,500,000 8,210,000

Expense

Equipment 1,000,000 1,000,000 1,500,000 3,500,000

Other 4,710,000 4,710,000

Total Expense 5,710,000 1,000,000 1,500,000 8,210,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,000,000 1,000,000 0

2023 500,000 500,000 0

2024 500,000 500,000 0

2025 500,000 500,000 0

2,500,000 2,500,000 0


18-190:

Description:

This project will repair prioritized shelters, bridges, camp stores, bulkheads, ranger stations, restrooms, playgrounds, playground surfaces, connectivity of sites, site drainage, and other park improvements at various parks citywide.

Justification:

Deferred maintenance and aging facilities are prioritized for replacement as they reach end-of-life or are no longer functional. Ongoing maintenance and upgrades are necessary to modernize park facilities and meet citizens' needs.

This project is to replace amenities (often original) at park sites across the City. Periodic replacement of park amenities is required to ensure safe and adequate performance. Amenities requiring replacement include playgrounds, shelters, park fencing, benches, smaller park bridges, and trails. Improvements planned or currently in progress include replacing park fencing, park shelter and gazebos, playground equipment, and wooden bridge and walkways. The project also financed renovations to the City Park irrigation building. In FY 2015 City Council transferred $44,220 from this project to CIP 26-071 to Battlefield Visitors Center Dock. In FY 2019 City Council transferred $35,968 from this project to CIP 66-230 to Dismal Swamp Study of Joint Visitor/Refuge Center.

Comments:

Park Program ImprovementsDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Lockbox City 1,464,032 300,000 900,000 2,664,032

Total Revenue 2,019,812 300,000 900,000 3,219,812

Expense

Other 2,019,812 300,000 900,000 3,219,812

Total Expense 2,019,812 300,000 900,000 3,219,812

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 300,000 300,000 0

2023 300,000 300,000 0

2024 300,000 300,000 0

2025 300,000 300,000 0

1,200,000 1,200,000 0


21-190:

Description:

This project will provide for parking lot restoration at recreational facilities and parks to include main ingress and egress asphalt, chip and seal coating, and permeable parking areas and pathways.

Justification:

This project is needed due to the high costs of maintaining the gravel lots along with high traffic areas. Lots often are graded with material added, only to be full of potholes and ruts after the next storm or during heavy use. This project will resolve those issues.

Most parking spots will continue to be gravel, but hard surface paving is needed at entrance and exit points and parking areas reserved for disabled persons. Improvements completed include paving at McNeil Park and Cornland Park, the Great Bridge Locks parking lot and boat ramp, and repairs to Bells Mill Parking lot, Centerville, and Dunedin park. Upcoming projects will be Indian River Park parking lot, Deep Creek parking lot, Greenbrier sports park, Western Branch park parking lot, and Western Branch Athletic Association (on WB Primary school grounds)

Comments:

Parking Lot ImprovementsDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 630,000 90,000 270,000 990,000

Expense

Other 630,000 90,000 270,000 990,000

Total Expense 630,000 90,000 270,000 990,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 90,000 90,000 0

2023 90,000 90,000 0

2024 90,000 90,000 0

2025 90,000 90,000 0

360,000 360,000 0


19-190:

Description:

This project will provide for the repair, enhancement and/or renovation of items and structures at prioritized indoor and outdoor active facilities and citywide amenities, such as athletic fields, concession buildings, scoreboards, storage units, courts, piers, docks, and buildings.

Justification:

Maintenance is ongoing, but the buildings, structures, and facilities are showing their age and are in need of substantial work. Although these facilities are older, they are still heavily used and need to be maintained, repaired, renovated, and/or upgraded appropriate with City standards to meet the needs and demands of our citizens.

Recent improvements include Western Branch High School Backstop fencing and dugouts, BM Williams Primary school dugouts and fencing, Centerville park soccer field fencing, and Rokeby Senior Center renovations. Current projects include installation of a half court basketball court and site cleanup at Harbour North, and the replacement of the floor at Rokeby Senior Center. Upcoming projects include the addition of dugouts and bleachers at various athletic sites, as well as replacement fencing and backstop fencing including Paramount field and Western Branch Athletic Association fields.

In FY 2016 - City Council approved the transfer of $18,750 to CIP 19-191 Elizabeth River Park Fishing Pier ($3,354 of this amount was was later returned to this project).

Comments:

Recreational Facility ImprovementsDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue


Grant 46,187 46,187


Total Revenue 2,146,187 300,000 1,200,000 3,646,187

Expense

Other 2,146,187 300,000 1,200,000 3,646,187

Total Expense 2,146,187 300,000 1,200,000 3,646,187

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 300,000 300,000 0

2023 300,000 300,000 0

2024 300,000 300,000 0

2025 300,000 300,000 0

2026 300,000 300,000 0

1,500,000 1,500,000 0


04-260:

Description:

Renovate and replace the maintenance shops, restrooms, storage bins, warehouse and office space for the Park Maintenance staff at the Mann Drive complex.

Justification:

Staff has been acquiring more specialized equipment that needs to be housed in proper facilities to prolong its useful life. Additionally, proper storage of supplies and equipment are necessary to meet environmental standards and requirements.

Aging infrastructure is in dire need of repairs and replacement. Part of the site is used for storage and was once the Parks and Recreation headquarters. Much of the facility was condemned and demolished.

Comments:

Renovation of Mann Drive Maintenance FacilityDepartment: Parks, Recreation & Tourism Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 500,000 500,000


Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 500,000 500,000 0

500,000 500,000 0


24-190:

Description:

This project will provide for the purchase and installation of camera systems in areas where cash is collected and in parking areas. It also funds the purchase and installation of fire and security alarms, and the upgrade of older systems where applicable.

Justification:

This project will help improve safety and security of facilities for patrons, visitors, and employees. Project improvements will focus on high exterior visibility areas in parks throughout the City. The next improvements will be focused on more coverage of outdoor areas.

Improvements in progress include installing a security system at the new Great Bridge Battlefield Museum and Visitor Center, and at the Western Branch Splash Park. Completed improvements include security improvements and video surveillance at the Portlock Senior Center; enhanced video surveillance at Elizabeth River Park; upgraded video surveillance, panic buttons, and alarm systems at the Camelot, Great Bridge, and Cuffee Community Centers; and installed video surveillance at the Western Branch Park concession building. Upcoming projects include additional security lighting recommended for installation at the Skate Park, video surveillance at the Arboretum, City Park, Deep Creek Park, Centerville Park, and Western Branch Park.

Comments:

Security Improvements - Parks, Recreation and Tourism







FutureYears

TotalAmount

Revenue



Total Revenue 280,000 40,000 80,000 400,000

Expense

Equipment 280,000 40,000 80,000 400,000

Total Expense 280,000 40,000 80,000 400,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 40,000 40,000 0

2023 40,000 40,000 0

2024 40,000 40,000 0

120,000 120,000 0


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Total Programmed

Costs

27-190 Deep Creek Fire Station #8 - Relocate

9,248,092 - - - - - 9,248,092

28-190 Dock Landing Fire Station #11 - Replace

1,290,500 8,314,137 - - - - 9,604,637

80-250 Emergency Power Supply - Shelters

1,760,000 - - - - - 1,760,000

23-250 Fire - Biomedical Equipment Replacement

- - - - 3,500,000 - 3,500,000

24-250 Fire - Enclosed Air Trailer

150,000 - - - - - 150,000

17-240 Fire - Hazardous Materials Monitoring and Detection Systems

- - - 265,000 - - 265,000

25-250 Fire - Hydraulic Rescue Tools

- - - - 335,000 - 335,000

26-250 Fire - Mass Care/Mass Sheltering Upgrade

- - - 150,000 - - 150,000

18-240 Fire - Multipurpose Tow/Rescue Vehicle Replacement

- - - 500,000 - - 500,000

27-250 Fire - Portable Radio Replacement

- - - 2,679,000 - - 2,679,000

19-240 Fire - Structural/Trench Shoring System Replacement

- - - 150,000 - - 150,000

28-250 Fire - Thermal Imaging Cameras/Forward-Looking Infrared Radar

- - - - 395,000 - 395,000

39-200 Fire - Vehicle Replacement

6,750,000 1,500,000 1,500,000 1,500,000 1,500,000 1,772,676 14,522,676

17-220 Fire Station #16 - Joint Fire & Police Station - Grassfield Scenic Parkway

500,000 - - - - - 500,000

16-220 Fire Station #4 Replacement

900,000 - - - 975,000 - 1,875,000

20-240 Fire Station Exhaust Removal Systems Replacement

300,000 - - - - - 300,000

29-250 Fire/Police - Base Station Radio Replacement

- - 250,000 250,000 250,000 - 750,000

22-210 Jail - Kitchen Equipment Replacement

194,484 40,502 210,778 71,926 40,000 40,000 597,690

25-210 Jail - Surveillance System Digital Conversion & Additional Cameras

722,000 - - - - - 722,000

21-240 Jail Booking Area Facility Renovation

150,000 - - - - - 150,000

30-250 P25 Radio System Upgrade

1,100,000 - - - - - 1,100,000

Public Safety

Fiscal Years 2022 through 2026 Capital Improvement ProgramProject Cost and Means of Finance Summary


Capital Projects


31-250 Police - 911 Recording Solution Replacement

- - - 300,000 - - 300,000

34-240 Police - Electronic Summons Collection Equipment

200,000 - - - - - 200,000

34-250 Police - Portable Radio Equipment

- 550,000 550,000 550,000 - - 1,650,000

22-240 Police & Sheriff - Virtual Firearm Training/Safety Awareness System

340,000 - - - - - 340,000

13-230 Police and Fire - Door Card Control Panel Replacement and Fire Station Access

133,500 - - - - - 133,500

15-230 Police, Fire, and Sheriff - New World App

102,000 - - - - - 102,000

16-230 Public Safety Facility Issue Studies - Feasibility & Conceptual Design

750,000 - - 750,000

17-230 Public Safety Two Factor Authentication System Upgrade

100,000 - - - - - 100,000

43-250 Sheriff - Radio Replacement

90,000 90,000 90,000 90,000 165,950 165,950 691,900 Total 24,780,576 10,494,639 2,600,778 6,505,926 7,160,950 1,978,626 53,521,495

Cash - Lockbox City

8,063,964 1,500,000 1,500,000 4,179,000 1,500,000 205,950 16,948,914


1,587,227 1,587,227


1,100,000 - 250,000 250,000 250,000 - 1,850,000


5,618,484 680,502 850,778 2,076,926 4,435,950 - 13,662,640

G.O. Debt - Short-Term Financing

750,000 - - - - 1,772,676 2,522,676


7,660,901 8,314,137 - - 975,000 - 16,950,038 Total 24,780,576 10,494,639 2,600,778 6,505,926 7,160,950 1,978,626 53,521,495

Means of Financing


27-190:

Description:

This project will relocate Deep Creek Fire Station #8 to Moses Grandy Trail.

Justification:

Fire Station #8 is over 50 years old and in poor condition. It also often floods during hurricanes, northeaster storms, or unusual tidal events. Firefighters have had to move vehicles to higher ground on several occasions in recent years because of flooding. When this occurs, emergency equipment must relocate to another fire station outside of the district in order to answer emergency calls.

This project was first identified in FY 2014. After the budget for construction was revised for construction inflation, total estimated project cost rose to $9.2 million, $3.9 million more than originally appropriated. On January 14, 2020, City Council approved a budget amendment adding $3,910,890 in available appropriations from previously completed capital projects.

Comments:

Deep Creek Fire Station #8 - RelocateDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue


Fund Balance - Capital Projects Fund 1,587,227 1,587,227

G.O. Debt - City 7,020,401 7,020,401

Total Revenue 9,248,092 9,248,092

Expense


Construction 7,807,048 7,807,048

Equipment 266,860 266,860

Other 533,720 533,720

Total Expense 9,248,092 9,248,092

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


28-190:

Description:

This project will relocate and construct a new Dock Landing Fire Station at a location that can accommodate a modern fire station and better meet the current and future needs of this growing area.

Justification:

The current building is over 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 allows diesel exhaust in 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 was identified (approved by City Council on Feb. 13, 2018).

This project was first identified in FY 2014. On February 13, 2018, City Council amended the project to add $330,000 for land acquisition to relocate the station. On September 18, 2018, City Council amended the project to add $320,000 to purchase property on Joliff Road.

Comments:

Dock Landing Fire Station #11 - ReplaceDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 640,500 8,314,137 8,954,637

Total Revenue 1,290,500 8,314,137 9,604,637

Expense


Construction 6,973,337 6,973,337


Equipment 293,600 293,600

Other 1,047,200 1,047,200

Total Expense 1,290,500 8,314,137 9,604,637

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 8,314,137 8,314,137 0

8,314,137 8,314,137 0


80-250:

Description:

This project will install emergency generators at three community centers. This will allow existing community centers to be used as shelters in order to lessen disruption at schools.

Emergency Power Supply - SheltersDepartment: Public Safety Capital Projects

Project Type: Equipment Comprehensive Plan Goal Area: Public Services Facilities





FutureYears

TotalAmount

Revenue


Total Revenue 1,760,000 1,760,000

Expense

Equipment 1,760,000 1,760,000

Total Expense 1,760,000 1,760,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 0

0 0 0


23-250:

Description:

This project will replace biomedical equipment that will be reaching the end of service life according to standards of the Food and Drug Administration and manufacturer warranty requirements.

Justification:

Biomedical devices are critical components for saving lives in cardiac and other emergencies. These devices are very effective at improving patient outcomes as demonstrated by five years of meeting the American Heart Association's Mission: Lifeline EMS Recognition standards, for which the City earned Gold Plus standards the last three years. Chesapeake has a cardiac arrest save percentage that is well above national standards. Placing this equipment on a scheduled replacement plan allows us to implement new, clinically-proven technologies as they emerge. The schedule also ensures the standardization of equipment throughout the City. Keeping the fleet consistent will reduce provider stress, increase provider retention, maintain consistent quality of care, and most importantly, improve patient outcomes. The last biomedical upgrade was in 2015, which will make the cardiac monitoring and defibrillation equipment over ten years old when this project is funded. Ten years is the accepted service life for biomedical equipment according to the FDA and the current equipment will be at the end of the allowable service contract life.

Replace all Physio/Stryker LP 15 Cardiac Monitor / Defibrillators, all Physio/Stryker LP CR+ automatic external defibrillators and LP1000 automatic external defibrillators, LUCAS automated chest compression devices, RESQCPR manual active compression and decompression devices, and telemetry modems. Additionally, in order to maintain a quality standard of care, meet service life needs, be congruent with emerging technologies, and account for new apparatus entering service, the following items will also be included in this replacement schedule: video laryngoscopes, digital thermometers, intraosseous bone vascular access drivers, ultrasound probes and monitors, carbon monoxide and methemoglobin oximetry monitors, and thoracic elevation CPR devices, etc.

Comments:

Fire - Biomedical Equipment ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 3,500,000 3,500,000

Expense

Equipment 3,500,000 3,500,000

Total Expense 3,500,000 3,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 3,500,000 3,500,000 0

3,500,000 3,500,000 0



2026 200,000 0.0


24-250:

Description:

This project will provide the Fire Dept. with an enclosed air trailer. This specialized equipment is used to fill SCBA bottles on the fire ground and during training evolutions. Furthermore, the enclosed air trailer has a workbench and tools for SCBA technicians to make repairs to breathing harnesses at the emergency incident and during training evolutions.

Justification:

The ability to supply, replenish, and repair air bottles and harnesses is critical, especially on high-rise and mid-rise structures. The development of Summit Pointe and the Dollar Tree high-rise, as well as intensive development and activity in the area, provides a much higher degree of risk. This makes it necessary to improve air supply for responders on scenes. Without the air trailer, the Fire Department will not be able to establish an uninterrupted continuous air supply for our firefighters operating on elevated floors of the structures.

The current compressor is over a decade old, has undergone numerous repairs, and is not operable. This specialized equipment is on a trailer that can be towed to different training sites and emergency scenes. It was originally purchased using grant funds, and thus supported by the department's operating budget. The compressor is not on an enclosed trailer and it does not provide the resources to conduct onsite SCBA repairs. Increased complexity and duration of fire/hazmat incidents require onsite availability to make repairs to emergency breathing systems and to fill air bottles during long incidents. On-site bottle refilling is preferable to reliance solely on pre-filled air bottles.

Comments:

Fire - Enclosed Air TrailerDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 150,000 150,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 5,000 0.0

2024 5,000 0.0

2025 5,000 0.0

2026 5,000 0.0


17-240:

Description:

This project will replace/upgrade the Fire Dept.'s Hazardous Materials Monitoring and Detection Systems capabilities. The current meters are reaching the end of their service life and will no longer be supported by the manufacturer. This project will replace the monitoring equipment and the gas meters.

Justification:

The manufacturer of the current equipment will discontinue parts, software, and support by the end of 2019. The meters are a vital part of our monitoring and detection capabilities. The equipment is deployed and used on a regular basis to monitor Hot Zones and structures with remote monitoring features that avoid placing fire personnel in danger.

The current meters have been in service since 2007. The meters provide the Fire Dept. and Hazmat Team the capability to respond to and then deem safe hazmat issues from any kind of harmful gas and explosives, including terrorist threats, that may pose a risk to citizens' homes, businesses, or public spaces. The Fire Dept. has assisted the State and Local Police, FBI, VDEM, Port Authority, and numerous other organizations with various incidents.

Comments:

Fire - Hazardous Materials Monitoring and Detection Systems

Department: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 265,000 265,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 265,000 265,000 0

265,000 265,000 0


25-250:

Description:

This project will replace the hydraulic tools on the Rescue 15, Ladder 5, and Ladder 12. The tools include cutters, spreaders, combination tools, and rams.

Justification:

New, reliable, and up-to-date hydraulic tools for safe and rapid extrication of persons is critical to the safety of the city's residents. Replacement of tools with the purchase of new apparatus has reduced the cost of this project to only those tools that require updating. Auto manufacturers constantly change the design, strength, and location of exotic metals inside vehicles which challenges the capabilities of current tools. Replacing and updating our current extrication equipment is needed to meet the demands that are being placed on rescue teams.

Current tools were purchased in 2010 and require maintenance each year. Extractions are continually becoming more complex and difficult. Challenges that currently faced include auto manufactures increased use of High Strength Low Alloy (HSLA) and Ultra High Strength Steel (UHSS/Boron).

Comments:

Fire - Hydraulic Rescue ToolsDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 335,000 335,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 335,000 335,000 0

335,000 335,000 0


26-250:

Description:

This project replaces the Disaster Medical Support Unit (DMSU), Mass Casualty Incident trailer (MCI) and the Shelter Support Unit trailer (SSU) along with durable equipment currently on the units. It also provides a metal carport like structure for protection from weather elements, thus extending the useful life of the units.

Justification:

The updated trailers will enable critical support in three different and challenging environments. The first is natural disasters, including hurricanes, tornadoes, tropical storms, and rural-urban interface incidents. Second, the enhanced capabilities of the DMSU, MCI, and SSU will provide needed equipment/support during incidents such as large scale fires (Robert Hall Blvd) and expanded incidents such as bus accidents. The third type of challenging operating environment is the active threat incident which can involve an active shooter with casualties, or a cyber attack on the city's infrastructure, both requiring strong departmental support to the community.

Existing trailers and equipment are over ten years old. Although consumables are currently rotated out through HRMMRS sustainment funding, it is reasonable to anticipate that some of the durable equipment on these units may need to be replaced as well due to age and constant exposure to the weather elements.

Comments:

Fire - Mass Care / Mass Sheltering UpgradeDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 150,000 150,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 150,000 150,000 0

150,000 150,000 0


18-240:

Description:

This project will provide for a multi-purpose rescue apparatus that will function as a tow vehicle for the Structural Collapse Rescue Trailer (TECH 15). This unit will also function as a backup apparatus for RESCUE 15, capable of carrying a full complement of specialized rescue and firefighting equipment. This will allow the technical rescue team continuity of specialized rescue service delivery to the citizens of Chesapeake and the Hampton Roads Region when the RESCUE 15 apparatus is out of service. The vehicle will have the ability to function as a “ladder tender” apparatus, which will allow ladder companies to maintain vehicle extrication and firefighting capabilities in the event their apparatus is out of service for mechanical reasons and the single spare ladder apparatus is not available.

Justification:

Increased commercial and industrial development, including structures with poured in place and tilt slab concrete construction, requires specialized rescue capabilities for response to fire, natural and man-made disasters, and acts of terrorism. This project will allow for continuity of specialized rescue service delivery with the addition of a state-of-the-art multipurpose tow vehicle. This apparatus will ensure that the Chesapeake Fire Dept. Technical Rescue Team continues to provide responsive and caring service to the citizens of Chesapeake and Hampton Roads in the event of front-line apparatus failures.

In 2014, the 1998 American LaFrance heavy rescue apparatus, SQUAD 15, was replaced with the state-of-the-art RESCUE 15 apparatus. Due to age and maintenance costs, the SQUAD 15 apparatus was transferred out of the Fire Dept.'s control and subsequently sold. This left no reserve apparatus to serve as backup for the RESCUE 15 apparatus, and therefore, a gap in the delivery of specialized rescue service.

Comments:

Fire - Multipurpose Tow/Rescue Vehicle Replacement







FutureYears

TotalAmount

Revenue



Expense

Equipment 500,000 500,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 500,000 500,000 0

500,000 500,000 0



2025 21,000 0.0

2026 21,000 0.0


27-250:

Description:

This project will provide the Fire Department with 351 replacement portable radios to replace the obsolete models. The currently deployed Motorola APX6000XE and APX7000XE portable radios; the APX6000 reaches end of service life in 2023.

Justification:

With the buildout of the Radio to CAD interface, the Fire Department can use the new functionality that these units provide such as GPS and status updates via the radio.

This will provide an orderly transition to new radios. Neither Harris nor Motorola currently offers a Fire Service portable radio that meets the specifications for the new NFPA standard 1802. Since compliant units are not yet available, equipment costs are estimated based on the current cost of fire radios. Since firefighters and equipment are subject to very harsh environments, fire radios are typically more expensive than those used by police officers.

Comments:

Fire - Portable Radio ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 2,679,000 2,679,000

Expense

Equipment 2,679,000 2,679,000

Total Expense 2,679,000 2,679,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 2,679,000 2,679,000 0

2,679,000 2,679,000 0



2025 342,000 0.0

2026 342,000 0.0


19-240:

Description:

This project will replace current pneumatic structural and trench shoring equipment which is outdated and no longer serviceable or supported by the manufacturer. This specialized rescue equipment is used to stabilize heavy concrete structures that have suffered structural collapse resulting from natural and man-made disasters or acts of terrorism. In addition, this equipment is used to stabilize trench walls in order to rescue a trapped victim in a below grade construction accident. The new equipment includes increased safety features that will support responder safety and more rapid patient extrication. This project will also enhance the department's ability to lift, stabilize and extricate trapped patients from vehicles involved in serious accidents.

Justification:

The increase in commercial/ industrial occupancies in the City, including those with poured in place and tilt slab concrete construction, requires specialized rescue capabilities in emergency events (i.e. fires, natural and man-made disasters, or acts of terrorism). This project will help to ensure the Chesapeake Fire Dept. Technical Rescue Team maintains a high level of specialized rescue service delivery to the citizens of Chesapeake and the Hampton Roads area.

Current shoring equipment is over fifteen years old and is no longer in production. Replacement parts and service are no longer available.

Comments:

Fire - Structural/Trench Shoring System Replacement







FutureYears

TotalAmount

Revenue



Expense

Equipment 150,000 150,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 150,000 150,000 0

150,000 150,000 0


28-250:

Description:

This project replaces the Thermal Imaging Cameras (TICs) on 27 Fire Department emergency vehicles. It also replaces the aging Forward-Looking Infrared Radar (FLIR) unit on the Marine Incident Response Team vessel along with three (3) chart plotters that are integral to the unit.

Justification:

Thermal Imaging Cameras have proven to be an exceptionally valuable tool for locating victims of a fire and determining the exact location of the fire. This equipment provides for a very high level of firefighter safety and significantly increases the survival of fire victims. FLIR Maritime Thermal Imaging Systems gives members of the MIRT the ability to see clearly in total darkness through solar glare and through fog and smoke. They are used for Search and Rescue (SAR) operations and excel in the maritime environment. Thermal imaging also aids in identifying navigation markers, buoys, logs, and other debris floating in the water. When responding to a call at high speed, the enhanced vision is essential for ensuring the safety of city vessels as well as surrounding civilian vessels.

This project will ensure that the Thermal Imagining Camera/FLIR programs continue on a seven-year replacement schedule. Replacing this technology every seven years keeps the equipment up-to-date with the latest technology, standards, and optimal performance.

Comments:

Fire - Thermal Imaging Cameras (TICs)/Forward-Looking Infrared Radar (FLIR) Units







FutureYears

TotalAmount

Revenue



Expense

Equipment 395,000 395,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 395,000 395,000 0

395,000 395,000 0


39-200:

Description:

This project will provide for the replacement of Fire Department telesquirts, ladder trucks, and pumpers.

Justification:

This project will address the City's fire vehicle replacement backlog. The current dollar figure budgeted to replace a fire engine ($750,000) and a ladder truck ($1,500,000) has been consistent over the past 6 years, however the actual costs of the apparatus, hose, and equipment have increased. The city's vendor estimates a 3% increase per year, with additional increases determined by new NFPA Standards.

The current CIP was established to replace aging fire apparatus. During FY16, FY17, and FY18, funding of $750,000 was provided to replace one fire engine each year. During FY19, FY20, and FY21, funding of $1.5m was provided to replace 2 fire engines or 1 ladder truck each year. The department still has 11 front line fire engines and 2 ladder trucks that are at least 11 years old and are in need of replacement. The Fire Department is attempting to replace either two fire engines or one ladder truck per year to ensure the apparatus meet National Fire Protection Association (NFPA) Standards. The Fire Department also replaces hose and equipment on each apparatus to ensure it meets it's service life expectancy.

Comments:

Fire - Vehicle ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - Short Term Financing 750,000 1,772,676 2,522,676

Cash - Lockbox City 6,000,000 1,500,000 4,500,000 12,000,000

Total Revenue 6,750,000 1,500,000 6,272,676 14,522,676

Expense

Equipment 6,750,000 1,500,000 6,272,676 14,522,676

Total Expense 6,750,000 1,500,000 6,272,676 14,522,676

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,500,000 1,500,000 0

2023 1,500,000 1,500,000 0

2024 1,500,000 1,500,000 0

2025 1,500,000 1,500,000 0

2026 1,772,676 1,772,676 0

7,772,676 7,772,676 0


17-220:

Description:

This project provides for land acquisition and construction of a new Fire/EMS facility in the Grassfield area near the northern end of Dominion Boulevard. The new facility will be a joint Fire/EMS and Police Station.

Justification:

This project addresses proposed development in the Dominion Corridor Study that will increase demands for Fire and EMS service. The new station is necessary to maintain the City's ISO rating, which impacts insurance premiums paid by businesses and citizens. (ISO is an advisory organization that provides information about property/casualty insurance risk.)

Project design and construction has been delayed beyond FY 2026. Currently, this area is served by Fire Station #13 (Cornland) and Fire Station #15 (Bells Mill). This area has experienced significant growth over the past ten years, with the development of commercial, residential, and multi-family dwellings. Intensive commercial and residential development is expected to continue in this area.

Comments:

Fire Station #16 - Joint Fire & Police Station - Grassfield/Scenic Pkwy.







FutureYears

TotalAmount

Revenue


G.O. Debt - City 13,220,000 13,220,000

Total Revenue 500,000 13,220,000 13,720,000

Expense


Construction 6,612,000 6,612,000


Equipment 4,896,000 4,896,000

Other 737,000 737,000

Total Expense 500,000 13,220,000 13,720,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2024 0

0 0 0


16-220:

Description:

This project provides for the replacement of Fire Station #4 located on North Battlefield Boulevard on a different site.

Justification:

The replacement of Fire Station #4 has been identified as a critical need for several years. The station was built in 1962 and serves the North Battlefield Boulevard/West Greenbrier area. It is small, outdated, and does not meet current demands for training, meetings, or personal space. Since it was built, the station has been remodeled and enlarged several times. The ventilation system is inadequate causing exhaust fumes from the bay to flow into living areas. The current parcel of land is only one acre and too small to accommodate a modern fire station.

The project first appeared in the FY 2020 to FY 2025 CIP. Cost estimates include land, design and construction of a new facility.

Comments:

Fire Station #4 ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 975,000 9,072,000 10,047,000

Total Revenue 900,000 975,000 9,072,000 10,947,000

Expense


Construction 6,638,000 6,638,000

Equipment 1,558,000 1,558,000

Other 900,000 876,000 1,776,000

Total Expense 900,000 975,000 9,072,000 10,947,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2024 0

2025 975,000 975,000 0

2026 0

975,000 975,000 0


20-240:

Description:

This project will provide for the removal and replacement of the vehicle exhaust filtering systems in twelve fire station apparatus bays.

Justification:

Many studies indicate that breathing vehicle exhaust fumes inside the firehouse can cause or contribute to serious illnesses (emphysema, cancer, heart attack, and stroke) and NIOSH recommends that diesel exhaust be regarded as an occupational carcinogen (causing cancer).

The exhaust from engines burning diesel fuel is a complex mixture of gases and fine particulates. They contain toxic substances that disperse in the breathing area in a firehouse. Also, exhaust residue adheres to walls and other surfaces, and becomes embedded in clothing, furniture, etc., where it can be absorbed through the skin. "Workers exposed to diesel exhaust face the risk of adverse health effects ranging from headaches and nausea to cancer and respiratory disease" (OSHA). These findings underscore the urgency of totally eliminating hazardous exhaust emissions from any facility. The International Mechanical Code (IMC), which serves as a guide for state building codes, requires that all toxic emissions from diesel exhaust be eliminated for the protection of those who occupy the premises.

To address the vehicle apparatus exhaust issue, the Fire Dept. installed air scrubbers in all fire stations in 2006. These aged systems, after cutting on and off at least twice per emergency response over the last twelve years, have worn down and do not offer the same protection they once did. Also, newer technology can clean and filter more air more frequently. The new system cleans air in the apparatus bay at a rate exceeding six air exchanges per hour.

The new fire stations under development will have the new air filtering technology. This project will outfit the Fire Dept.'s other twelve stations.

This exhaust removal system is used by Louden County, the City of Alexandria, as well as by government fire stations, including NASA hanger bays. This system exceeds OSHA and NFPA 1,500 air exchange requirements.

Comments:

Fire Station Exhaust Removal Systems ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 300,000 300,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


29-250:

Description:

This project will replace the 65 obsolete Motorola XTL5000 Consolette radios (Base Stations) in Fire Stations, Police Precincts, and Public Safety headquarters/administrative offices to provide reliable radio communications for Public Safety first responders during routine and emergency incidents.

Justification:

These radios are essential for maintaining reliable communications for Public Safety first responders with the Emergency Operations Center during extreme weather events due to their higher power and elevated antenna systems.

Existing Consolettes have been in service for over 12 years. They have reached end-of-life and need to be replaced. The manufacturer will no longer provide support for these devices after July 1, 2022.

Comments:

Fire/Police - Base Station Radio ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 750,000 750,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 250,000 250,000 0

2024 250,000 250,000 0

2025 250,000 250,000 0

750,000 750,000 0



2024 25,000 0.0

2025 50,000 0.0

2026 75,000 0.0


22-210:

Description:

This project will provide for the replacement of retherm units and the ice machine in the Chesapeake Correctional Center.

Justification:

The retherm units in the facility used to prepare/warm meals for inmates are reaching the end of their useful life. Due to frequent repairs, maintenance staff recommended replacement. Large units cost $13,000 and small units cost $11,000. This project would replace five (5) units each year until all units have been replaced. The ice machine also needs to be replaced.

On May 8, 2018 City Council transferred $1,516 in available appropriations to CIP 23-210 “Jail - Laundry Equipment”.

Comments:

Jail - Kitchen Equipment ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 194,484 40,502 362,704 597,690

Expense

Equipment 194,484 40,502 362,704 597,690

Total Expense 194,484 40,502 362,704 597,690

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 40,502 40,502 0

2023 210,778 210,778 0

2024 71,926 71,926 0

2025 40,000 40,000 0

2026 40,000 40,000 0

403,206 403,206 0


25-210:

Description:

This project will replace all existing analog surveillance cameras within the jail, which will complete the conversion to an all-digital surveillance camera system. This project will also install 36 additional cameras, which will be added to each day room area in the Old Jail, the 1987 Addition, and the Old Work Force Center. The same model will be purchased for the replacement and additional cameras (corner mount, no grip, vandal resistant digital security camera with service monitor cables).

Justification:

An all-digital system will eliminate the errors and issues introduced in the conversion process. The digital system will also produce a clearer picture and sharper resolution, which will aid in correctional and court related investigations. Converting to an all-digital facility will allow for a more robust system making it possible to implement more effective redundancy. The 36 additional cameras will reduce blind spots in the correctional facility, which will help provide a safer working environment for deputies and a safer living environment for inmates.

The current surveillance system consists of a Video Management System (VMS) Server controlling a mixture of analog and digital cameras. Several projects have converted some of the cameras from analog to digital and the VMS server was recently upgraded. There are approximately 152 analog cameras remaining. Currently, there is limited or no video in the areas identified above as needing the additional 36 digital cameras.

Comments:

Jail - Surveillance System Digital Conversion & Additional Cameras







FutureYears

TotalAmount

Revenue



Expense

Equipment 722,000 722,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


21-240:

Description:

This project will renovate the booking section of the Chesapeake Correctional Center. This project will include redesigning the floor footprint to incorporate the body scanner system, provide access to the Police Lobby, increase the working space for Sheriff's Deputies, and increase the seating space for inmates. It will also move the sliding doors and replace them with a pneumatic (pressurized air controlled) sliding door.

Justification:

This area receives 24 hour per day foot traffic and is in need of reconfiguration and renovation.

Jail Booking Area Facility RenovationDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


30-250:

Description:

This project will upgrade the City’s P25 radio system to: 1) improve the security of the radio system by implementing TLS 1.2 in accordance with cyber-security best practices and US DoD requirements; 2) establish an interface between the P25 radio system and the City’s Computer-Aided Dispatch (CAD) system to allow for instant status text messages from first responders and standardized TIA-102 Tier 2 subscriber radio location services to aid dispatch and incident commanders with first responder locations; and 3) add additional redundancy and resilience in the supporting application server infrastructure.

Justification:

The P25 radio system is critical to the daily operations of many City departments, especially Public Safety emergency responders. The upgraded P25 radio system with enhanced functionality is paramount to providing for the safety and coordination of Public Safety emergency responders. The P25 radio system and the Computer-Aided Dispatching system interface will allow information such as GPS coordinates and status alerts to pass between the systems to save critical time during emergencies.

The P25 radio system has served the City's emergency responders and others well over the last few years. The system is being used by Chesapeake Public Schools and the Regent University Police Department. This upgrade will take the P25 radio system to the next level, and will allow for an interface to the CAD system to provide real-time GPS locations of Public Safety emergency responders to greatly enhance incident response.

Comments:

P25 Radio System UpgradeDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 1,100,000 1,100,000

Expense

Equipment 968,000 968,000

Software 132,000 132,000

Total Expense 1,100,000 1,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 330,000 0.0

2024 330,000 0.0

2025 330,000 0.0

2026 330,000 0.0


31-250:

Description:

This project will replace the 911 recording solution for phone and radio traffic.

Justification:

State Law requires the 911 center to record telephone and radio transmission coming into and exiting the 911 center. This equipment is mission critical to the 911 center and to the City.

The current VPI recording solution will go end of life on 12/31/2023 and needs to be replaced.

Comments:

Police - 911 Recording Solution ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Equipment 300,000 300,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 300,000 300,000 0

300,000 300,000 0



2025 30,000 0.0

2026 30,000 0.0


34-240:

Description:

This project will provide for the acquisition and maintenance of the electronic summons system.

Justification:

On May 14, 2019, City Council authorized a five dollar ($5) summons fee to fund the cost to acquire and maintain an electronic summons system. Estimates indicate annual collections of between $116,000 and $138,000 annually. The Police Dept. has identified the need to acquire five units. This project will fund the purchase of three units in FY 2020 and two more in FY 2021.

On June 25, 2019, City Council approved an amendment to the FY 2020-24 CIP that added this as a new project and appropriated $120,000 for FY 2020.

Comments:

Police - Electronic Summons Collection EquipmentDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Other 200,000 200,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


34-250:

Description:

This project completes the replacement of existing Motorola radios. It replaces Motorola units that are at end of service life.

Justification:

The Motorola APX6000 radios are coming to end of life and support in 2023. This project will allow the orderly transition to new units.

With the upgrade of the P25 radio system, new radios will provide greater functionality. This project will replace the final 349 Harris XL185P portable radios to complete replacement of 507 portable radios in total. 156 radios were previously replaced.

Comments:

Police - Portable Radio ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 550,000 1,100,000 1,650,000

Total Revenue 550,000 1,100,000 1,650,000

Expense

Equipment 550,000 1,100,000 1,650,000

Total Expense 550,000 1,100,000 1,650,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 550,000 550,000 0

2023 550,000 550,000 0

2024 550,000 550,000 0

1,650,000 1,650,000 0



2023 55,000 0.0

2024 110,000 0.0

2025 165,000 0.0

2026 165,000 0.0


22-240:

Description:

This project will provide a virtual firearms training and safety awareness system and equipment that the Police Dept. and Sheriff’s Office will use for training. Through virtual simulation, Police Officers and Sheriff’s Deputies will be better trained in firearms manipulation. From active shooter scenarios in the courts, hostile traffic stops, to proper grip and stance, the virtual simulator can better hone those skills. With the portability of the simulator, staff will be able to educate the public on some of the same simulations connecting Public Safety employees and those they serve. Both departments will also continue to educate the private sector through community centers, events, etc. with increased safety because the need for live ammo is eliminated by the virtual simulator.

Justification:

Virtual Simulators are able to create better habits through increased trigger time without increasing the use of live ammo or increasing the cost. It presents a safer way to train, allows for training that is nearly impossible on a traditional firing range, and develops finer skills of acquiring a target while moving. While training takes place in a classroom setting, the virtual simulation allows the trainee to implement learned techniques safely and repeatedly. Further, the realism of the simulation offers the public a look into what Public Safety officers face daily.

With the increased officer related issues in communities it is important to better train Public Safety Employees. The current firing range is not up-to-date with the latest technologies. It is not currently suited to offer the extra level of training like that of Virtual Simulation. Also, the training space does not offer the public a view of what public safety personnel do and the reasons why it needs to be done.

Comments:

Police & Sheriff - Virtual Firearm Training/Safety Awareness System







FutureYears

TotalAmount

Revenue



Expense

Equipment 340,000 340,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 37,000 0.0

2024 37,000 0.0

2025 37,000 0.0

2026 37,000 0.0


13-230:

Description:

This project will replace the door card control panels in the Police / Fire Dept. Headquarters (HQ) building and the Juvenile and Domestic Relations (J&DR) Court building because the panels have reached end of life. It will also install door card access systems at all fire stations.

Justification:

This project is needed to replace outdated equipment, provide better security, and standardize the door card system across public safety departments.

The door card system control panels need to be replaced in the Police/Fire HQ and J&DR Court buildings because the panels have reached end of life and the systems have expanded beyond the capacity these panels can handle. Additionally, the fire station buildings need to be placed on the door security system.

Comments:

Police and Fire - Door Card Control Panel Replacement and Fire Station Access







FutureYears

TotalAmount

Revenue




Expense

Equipment 133,500 133,500


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


15-230:

Description:

This project will provide for the acquisition of the New World App to be utilized by the Police, Fire, and Sheriff.

Justification:

This application will provide better and faster access to mission critical information. This application will allow designated members of the Fire and Police Departments and Sheriff's Office to use tablets and smart phones in the field to access critical information in the current CAD and Records Management System.

Police, Fire, and Sheriff - New World AppDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Other 102,000 102,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 21,300 0.0

2024 21,300 0.0

2025 21,300 0.0

2026 21,300 0.0


16-230:

Description:

This project will provide for feasibility studies and conceptual designs to address several public safety facility issues. Once the studies have concluded, future funding will be needed to implement the recommendations.

Justification:

The current public safety academy and scenario-based training facilities have major condition and logistics issues that require attention. The Public Safety Building (located behind City Hall) also has condition issues, and unoccupied office space (with the opening of the new Public Safety Operations Building) that requires evaluation to determine the best reuse. The current police evidence storage facility is at capacity and requires additional storage space (localities must store some evidence for 100 years). Studies are needed to provide the best plan to address all of these needs. The feasibility study for the Public Safety Building located on Albemarle Drive will evaluate all building conditions, city space needs, and police evidence storage space needs. The conceptual design will address the best reuse of the facility, building refurbishments, and adequate evidence storage requirements.

Several studies are planned to evaluate the following four public safety facility issues: 1) feasibility and cost of a joint public safety academy training facility, 2) feasibility and cost to replace scenario-based training facilities for field training, 3) the best reuse of the former Dispatch Center located in the Public Safety Building on Albemarle Drive behind City Hall, and 4) feasibility and cost to enlarge the Albemarle Drive facility to add customer service and storage space for police evidence.

Comments:

Public Safety Facility Issue Studies - Feasibility & Conceptual Design


Project Type: Study Comprehensive Plan Goal Area: Public Services Facilities





FutureYears

TotalAmount

Revenue


G.O. Debt - City 16,696,000 16,696,000

Total Revenue 750,000 16,696,000 17,446,000

Expense


Construction 15,196,000 15,196,000

Other 750,000 750,000

Total Expense 750,000 16,696,000 17,446,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


17-230:

Description:

This project will provide for the upgrade or replacement of the Two Factor Authentication system used by the City's Public Safety departments.

Justification:

The FBI’s Division of Criminal Justice Information Services (CJIS) mandates that public safety agencies utilize Two Factor Authentication systems for security. Compliance with this mandate is enforced by the FBI and the Virginia State Police. This project will ensure the existing system is updated or replaced to stay in compliance.

The current Two Factor Authentication system was purchased in 2013, and is now due for upgrade or replacement.

Comments:

Public Safety Two Factor Authentication System Upgrade







FutureYears

TotalAmount

Revenue



Expense

Other 100,000 100,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 15,000 0.0

2024 15,000 0.0

2025 15,000 0.0

2026 15,000 0.0


43-250:

Description:

This project will replace the 430 radios used by the Sheriff’s Office, which include 208 radios that are already at the end of useful service life.

Justification:

While working in the public safety environment, it is imperative that all deputies are safe and secure. The first part of accomplishing that safety is communication. These radios enable the deputies to know what is going on around them and reach out for help when necessary. The radios are also equipped with distress buttons that contact police dispatch if a deputy is unable to speak.

The Sheriff’s Office previously took over possession of 208 radios along with maintenance plans from the Police Department to outfit all Sheriff's deputies and support staff. The radios have reached the end-of-life cycle, and have been unsupported since 2018. This project would phase in the total radio replacement needs over five years. The unsupported radios will be replaced first. The project includes the cost of each radio plus a five-year warranty. The Sheriff’s Office will plan for continued warranty and support after five years in the annual operating budget.

Comments:

Sheriff - Radio ReplacementDepartment: Public Safety Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 90,000 90,000 511,900 691,900

Expense

Equipment 90,000 90,000 511,900 691,900

Total Expense 90,000 90,000 511,900 691,900

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 90,000 90,000 0

2023 90,000 90,000 0

2024 90,000 90,000 0

2025 165,950 165,950 0

2026 165,950 165,950 0

601,900 601,900 0




Total Programmed

Costs

53-120 Automated Meter Reading Equipment and Software

7,399,624 4,000,000 4,000,000 2,000,000 - - 17,399,624

19-220 Cavalier Elevated and Ground Storage Tanks Rehabilitation

- - - - 1,595,000 - 1,595,000

43-120 Centerville Turnpike Loop 3

7,929,000 - - - - - 7,929,000

20-230 Chesapeake Connector Water Pipeline

- 2,000,000 - - - - 2,000,000

34-120 Customer Service & Billing Software

5,900,000 - - - - - 5,900,000

20-140 Deep Creek Pump Station Upgrade

192,627 - - - - - 192,627

37-240 Fentress NALF Water Transmission Main

13,000,000 - - - - - 13,000,000

34-200 Force Main Replacement - Dominion Blvd. and I-64

3,738,700 - - - - - 3,738,700

16-170 Gravity Sewer Renewal - Bainbridge Blvd. Basin

- - - - - - -

21-230 Great Bridge Force Main Redundancy Study

- - 300,000 - - - 300,000

06-100 Greenbrier Pkwy. - Force Main Upgrade

2,700,389 - - - - 2,700,389

22-230 Lake Gaston Pipeline - Capital Cost Sharing with Virginia Beach

885,000 340,000 350,000 350,000 375,000 - 2,300,000

21-130 Lake Gaston WTP - Membrane Replacement - Phase II

1,725,904 2,200,000 - - - - 3,925,904

37-200 Lake Gaston WTP - Miscellaneous Modifications

3,870,000 - 500,000 2,700,000 1,000,000 2,000,000 10,070,000

28-170 Manhole Rehabilitation

922,000 - - - - - 922,000

28-200 Norfolk Highlands Elevated Tank Rehabilitation

- - - - - 1,500,000 1,500,000

23-230 Northwest River Lakes & Pump Station

2,000,000 - 1,000,000 - 1,000,000 - 4,000,000

19-130 Northwest River WTP - Miscellaneous Modifications

7,995,000 1,000,000 2,095,000 4,700,000 1,000,000 2,000,000 18,790,000

29-200 Northwest River WTP - Replace Ground Storage Tank

1,680,000 - - - - - 1,680,000

20-220 Northwest River WTP - Switchgear Replacement

- 5,982,000 - - - - 5,982,000

47-250 Oak Grove Elevated Tank Rehabilitation

- - - - 1,500,000 - 1,500,000



Capital ProjectsPublic Utilities





Total Programmed

Costs




65-230 Philmont Ave Septic System Disconnection

1,325,000 - - - - - 1,325,000

30-210 Public Utilities - CIS Upgrade

100,000 - - - - - 100,000

48-250 Pump Stations - Replace Electric Control Panels

- - - - 500,000 500,000 1,000,000

39-120 Red Top Raw Water Transmission Main

26,967,394 - - - - - 26,967,394

24-230 Replacement of Lead Service Lines

100,000 - 500,000 500,000 500,000 500,000 2,100,000

27-120 Sanitary Sewer Evaluation Study

8,660,079 - - - - - 8,660,079

23-170 Sewer and Water Renewal - Elbyrne Dr.

2,155,000 - - - - - 2,155,000

35-170 Sewer Improvements - Gravity Sewer System at Indian River Service Area - Phase I (Pump Station #3)

7,772,978 - - - - - 7,772,978

78-250 Sewer Lines - West Road Force Main

2,500,000 - 7,500,000 - - - 10,000,000

35-200 Sewer Pump Station Safety Improvements

2,000,000 500,000 500,000 500,000 500,000 500,000 4,500,000

21-220 Sewer Pump Station - Replacement and Rehabilitation

- - 2,700,000 3,000,000 3,000,000 3,000,000 11,700,000

15-170 Sewer Renewal - 18th Street

1,124,270 - - - - - 1,124,270

05-180 Sewer Renewal - Additional Consent Order Capital Requirement

14,361,609 3,000,000 4,500,000 7,000,000 3,500,000 7,500,000 39,861,609

18-170 Sewer Renewal - Chesapeake Ave. (Guerriere to Ohio Sewer)

616,797 - - - - - 616,797

33-170 Sewer Renewal - Raleigh Place (Pump Station #7 Basin)

4,400,000 - - - - - 4,400,000

33-120 Sewer Renewal - SSES Implementation - Phase II (Indian River Area Study/PS #107 Upgrade)

5,379,737 - - - - - 5,379,737

22-220 Sewer System Redesign/Construction: Albemarle Dr.

- - - - - 700,000 700,000

03-260 Sewer - Gracie Road Force Main Relocation

- - - - 1,280,000 1,280,000

31-240 South Central Water Transmission Main & Loop - Phase I

17,607,000 - - - - - 17,607,000

45-120 South Norfolk Improvements

2,850,000 - - - - - 2,850,000

23-240 Supervisory Control and Data Acquisition (SCADA) Upgrade

- 1,500,000 1,500,000 1,500,000 1,500,000 - 6,000,000

25-202 Unserved Areas/Cost Participation - Phase II: Willow Lakes Utility

3,100,000 - - - - - 3,100,000




Total Programmed

Costs




02-260 Water Main - Sign Pine Road to South Battlefield 16 Inch

- - - - - 536,000 536,000

24-200 Water Renewal - Buchanan St. Area

3,306,870 - - - - - 3,306,870

71-120 Water Renewals: Waterline Upgrades - Phase I

2,030,558 - - - - - 2,030,558

14-160 Water Renewals: Waterline Upgrades - Phase II

3,250,000 - 2,000,000 2,000,000 2,000,000 2,000,000 11,250,000

32-200 Water Residuals Disposal

320,000 - - - - - 320,000

33-210 Water System Planning and Upgrades

1,150,000 250,000 400,000 - 400,000 - 2,200,000

24-120 Water System Renewal - Phase I

893,000 893,000

01-260 Water - Currie Ave at Steel Street Water Main Loop

- - - - - 301,300 301,300

47-120 Western Branch Interconnect to Lake Gaston WTP

7,298,000 - - - - - 7,298,000 Total 179,906,536 20,772,000 27,845,000 24,250,000 18,370,000 21,617,300 292,760,836

Cash - Utilities

71,194,393 10,387,230 15,845,000 17,250,000 14,870,000 14,117,300 143,663,923

Fund Balance - Utilities

7,670,657 1,402,770 - - - - 9,073,427

Revenue Bonds - Utility Fund

87,366,486 8,982,000 12,000,000 7,000,000 3,500,000 7,500,000 126,348,486

Grant

13,000,000 - - - - - 13,000,000

Cash- Stormwater

675,000 - - - - - 675,000 Total 179,906,536 20,772,000 27,845,000 24,250,000 18,370,000 21,617,300 292,760,836

Means of Financing


53-120:

Description:

This project will replace the current meter reading equipment with new automated meter reading equipment and software that will be used to record customer meter readings and initiate billing. This project will involve new technologies that require retrofitting the current water meters.

Justification:

The current equipment requires bi-monthly, manual reading of over 64,000 meters through antiquated hardware and means. Replacement is needed to ensure Public Utilities maintains the capability to generate timely and accurate customer invoices. This project will allow for remote control of water meters and better detection of water leaks. It will also improve productivity since meter readers will no longer have to be read manually. The automated system will also allow for monthly billing so that billing and customer payments are smaller and more manageable.

In FY 2020, the project plan was updated to add $2 million for FY 2020 and $2 million for FY 2024 requirements. The testing of three different systems is ongoing, including a small system roll out in the City's municipal complex area.

Comments:

Automated Meter Reading Equipment and SoftwareDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 7,399,624 2,597,230 6,000,000 15,996,854

Fund Balance - Utilities 1,402,770 1,402,770

Total Revenue 7,399,624 4,000,000 6,000,000 17,399,624

Expense

Equipment 7,399,624 4,000,000 6,000,000 17,399,624

Total Expense 7,399,624 4,000,000 6,000,000 17,399,624

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 4,000,000 4,000,000 0

2023 4,000,000 4,000,000 0

2024 2,000,000 2,000,000 0

2026 0

10,000,000 10,000,000 0


19-220:

Description:

This project will provide for painting and rehabilitation of the Cavalier elevated and ground storage tanks. Project work will include interior and exterior painting of the 100 thousand gallon ground storage tank and the 1 million gallon elevated storage tank at the Cavalier Industrial Park. This project may also include minor structural modifications to the storage tanks, as needed. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The paint systems of steel water storage tanks have a variable life expectancy of 15 to 20 years. Maintenance of the coating system is important for structural and aesthetic purposes to maximize the life expectancy of the asset.

The Cavalier Elevated Tank was placed in service in 1998. Although the existing 3-coat paint system continues to provide protection to the underlying steel structure, the tanks need to be recoated to prevent structural damage.

Comments:

Cavalier Elevated and Ground Storage Tanks Rehabilitation

Department: Public Utilities Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue

Cash - Utilities 1,595,000 1,595,000

Total Revenue 1,595,000 1,595,000

Expense


Construction 1,395,000 1,395,000

Total Expense 1,595,000 1,595,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2025 1,595,000 1,595,000 0

1,595,000 1,595,000 0


43-120:

Description:

This project will install approximately 7,700 linear feet of 16-inch water main from Mount Pleasant Road north to Elbow Road, crossing the Chesapeake and Albemarle Canal. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

This project is needed to provide an essential loop between the water mains south of the Chesapeake and Albemarle Canal to the water lines on Butts Station Road and Elbow Road. This loop will provide a second transmission line to the City’s Greenbrier area, which will significantly increase system reliability and fire protection to the area. Installation of the new water main will result in a nominal increase in the annual operating and maintenance costs.

Centerville Turnpike Loop 3Department: Public Utilities Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue

Revenue Bonds - Utility Fund 7,489,097 7,489,097

Cash - Utilities 439,903 439,903

Total Revenue 7,929,000 7,929,000

Expense


Construction 7,429,000 7,429,000

Total Expense 7,929,000 7,929,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 5,000 0.0

2024 5,000 0.0

2025 5,000 0.0

2026 5,000 0.0


20-230:

Description:

This project will provide for the construction of a pipeline to convey water from Norfolk's Western Branch Reservoir pumping station to Chesapeake's Red Top water tank. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The pipeline is required to convey the City of Chesapeake's one-sixth share of raw water from Lake Gaston (ten million gallons per day) to the Lake Gaston Water Treatment Plant.

This project is part of a Settlement Agreement dated October 16, 1997 between the cities of Virginia Beach, Norfolk, Suffolk, and Chesapeake. Per the agreement, each city will contribute a specified share of the total project cost. The City of Norfolk will construct the pipeline, and then the City of Virginia Beach, City of Suffolk, and City of Chesapeake will each pay the agreed upon share of the project cost once the project is complete.

Comments:

Chesapeake Connector Water PipelineDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 2,000,000 2,000,000

Total Revenue 2,000,000 2,000,000

Expense



Other 1,180,000 1,180,000

Total Expense 2,000,000 2,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,000,000 2,000,000 0

2,000,000 2,000,000 0



2024 7,000 0.1

2025 7,000 0.1

2026 7,000 0.1


34-120:

Description:

This project will provide for the replacement of Customer Service and Billing Software system used by Public Utilities.

Justification:

The current system is based upon aging mainframe architecture that limits the support of the application technically and functionally.

This project is being completed in phases. The 1st phase of the CIS software was implemented in spring 2013. The 2nd phase is in progress and includes developing several custom modifications and testing. On July 12, 2016, City Council amended the CIP and modified the funding source for $213,803 in project expenses from revenue bonds to cash.

Comments:

Customer Service & Billing SoftwareDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Revenue Bonds - Utility Fund 908,081 908,081

Cash - Utilities 3,491,919 3,491,919


Total Revenue 5,900,000 5,900,000

Expense

Other 5,900,000 5,900,000

Total Expense 5,900,000 5,900,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


20-140:

Description:

This project will install new pumps and will upgrade telemetry, controls, and equipment.

Justification:

The Deep Creek Pump Station was placed in service in 1987. Equipment upgrades and replacements are required to provide optimum reliability.

On September 13, 2016, City Council amended the CIP by appropriating and then transferring $39,500 in lapsed funding from this project to the Unserved Areas project. Design was completed in FY 2013. Construction of this project will begin in future years, once additional funding is appropriated.

Comments:

Deep Creek Pump Station UpgradeDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


37-240:

Description:

This project will provide for the installation of a water transmission main on Mount Pleasant Road to serve Naval Auxiliary Landing Field-Fentress (NALF-Fentress) and the area residents impacted by groundwater contamination with Perfluoroalkyl and Polyfluoroalkyl Substances (PFAS) from Aqueous Film-Forming Foams (AFFF) used in firefighting at NALF-Fentress. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

In 2016, the Navy discovered PFAS in on-base and some off-base drinking water wells near NALF-Fentress. The Navy provided short-term and mid-term solutions to the residents, while evaluating long-term alternatives. The selected long-term solution is to extend City water along Mount Pleasant Road from Stratford Terrace to NALFFentress, providing City water to the base and those residents with drinking water wells that exceed the EPA's Lifetime Health Advisory (LHA) level of 70 parts per trillion (ppt). The Navy will pay the cost of installing the water line and connections to those residences and businesses whose drinking water exceeds the LHA.

This project will allow the City’s Public Utilities Dept. to develop the response to the Navy's requests for information, perform easement acquisition, design, and construction work required to install the water line on Mount Pleasant Road to NALF- Fentress. Although the water line project costs are being reimbursed by the Navy, it is necessary for the City to create the project to properly manage project execution.

On June 25, 2019, City Council approved an amended the CIP to establish this project and appropriated $3 million for FY 2020 to complete preliminary engineering and design with initial easement identification. A very preliminary total project cost estimate is $13 million (includes design, easement acquisition, and construction), but this estimate will be revised when the Navy's RFP is fully evaluated and preliminary engineering tasks are completed.

Comments:

Fentress NALF Water Transmission MainDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Grant 13,000,000 13,000,000

Total Revenue 13,000,000 13,000,000

Expense


Construction 9,000,000 9,000,000


Total Expense 13,000,000 13,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


34-200:

Description:

This project will renew and replace 4,926 linear feet of 4-inch and 12-inch force main between Pump Stations #110 and #142. This project may also need to include directional drilling under Interstate 64 and Interstate 464.

Justification:

The existing force main is operating, but will likely require continued repairs due to the corrosive nature of the surrounding soil. Recent failures of the force main have caused several sewer spills. Because the existing main is 17 feet below grade, repairs are extremely expensive. Replacement of the existing force main will improve reliability, prevent future sewer spills, and avoid costly repairs.

The preliminary engineering report has been completed. The duration of the design and easement acquisition phase is estimated to be one year and construction is also expected to take one year. In the FY 2018-22 CIP, a portion of this project's construction funding was reallocated to FY 2018 in order to accelerate CIP 42-170 "Sewer Renewal: Westwood Ave. and Redstart Ave." in South Norfolk. In November of 2019, City Council approved the transfer of $1.5 million from this project to CIP 78-250 "West Road Force Main Project"

Comments:

Force Main Replacement: Dominion Blvd. and I-64Department: Public Utilities Capital Projects

Project Type: Replacement Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue



Total Revenue 3,738,700 3,738,700

Expense


Construction 3,055,700 3,055,700

Total Expense 3,738,700 3,738,700

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


16-170:

Description:

This project will repair and/or replace City sewer facilities in the area of the Hampton Roads Sanitation District (HRSD) projects in the Bainbridge Boulevard basin. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The nature of the HRSD projects will require adjustment, relocation, repair or replacement of the City's sewer facilities.

It is anticipated that this project will need to be funded in future years. HRSD has identified several projects along Bainbridge Boulevard, all of which are in the pre-design stage. Once HRSD identifies specific improvement areas for these projects, the City’s Public Utilities Department will coordinate the relocation, repair, and replacement of Chesapeake sewer facilities with HRSD. The HRSD projects include: 1) Washington District Pump Station Area Sanitary Sewer Improvements (HRSD # AT013000) 2) South Norfolk Area Gravity Sewer Improvements (HRSD # AT013100) 3) Pump Station Replacements for Park Avenue (HRSD # VP018000) & Ferebee Avenue (HRSD # VP014010) 4) Sanitary Sewer Project 1950 12" Force Main, and 18" and 24" Gravity Sewer Replacement (HRSD # VP014020)

Comments:

Gravity Sewer Renewal: Bainbridge Blvd. Basin (HRSD Project Area)







FutureYears

TotalAmount

Revenue

Cash - Utilities 5,000,000 5,000,000

Total Revenue 5,000,000 5,000,000

Expense

Construction 5,000,000 5,000,000

Total Expense 5,000,000 5,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 0

0 0 0


21-230:

Description:

This project will provide for a study to evaluate the need for a second sewer connection to the Hampton Roads Sanitation District (HRSD) sewer lines in Great Bridge. The options that will be investigated include a redundancy connection to HRSD along Cedar Road, or along Hanbury Road, or other locations to evaluate whether the existing pump stations can handle pressures at those points and evaluate whether HRSD's system can handle the City's flow at those points. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

This study is needed to determine a viable second connection to HRSD lines in order to prevent a series of pump stations from being down and requiring pumping and hauling of wastewater if there is only one force main connection to HRSD.

Currently when HRSD restricts the City's wastewater from coming into their system in Great Bridge, it requires pumping and hauling of sewage from multiple City pump stations due to the City's current system structure.

Comments:

Great Bridge Force Main Redundancy StudyDepartment: Public Utilities Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 300,000 300,000 0

300,000 300,000 0


06-100:

Description:

This project will provide for the construction of 2,210 linear feet of new 12-inch sewer force main along the east side of Greenbrier Parkway between Eden Way North and Volvo Parkway. The new force main will connect the two existing force mains. This project may require the acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate project construction.

Justification:

This project will interconnect two separate City force main systems and reduce pressures in the Greenbrier sewer force main system.

This project has been at 100% design for a few years. However, engineering staff in Public Utilities and Public Works have expressed slope stability risks may be higher than expected and a partial redesign is being considered for installation by horizontal directional drilling (HDD). Easements will be affected by redesign delaying the project.

Comments:

Greenbrier Pkwy. - Force Main UpgradeDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Utilities 1,700,389 1,700,389

Total Revenue 2,700,389 2,700,389

Expense


Construction 2,655,389 2,655,389

Total Expense 2,700,389 2,700,389

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


22-230:

Description:

This project will provide for the City of Chesapeake's share of capital improvements to the Lake Gaston Pipeline per the contract with the City of Virginia Beach.

Justification:

An ongoing program of capital improvements is necessary to ensure the long-term reliability of the of the Lake Gaston water supply to Hampton Roads. The City of Chesapeake is a one-sixth owner of the City of Virginia Beach's Lake Gaston Pipeline project. Under contractual obligation, the City of Chesapeake will fund its proportional share of both the capital and operating costs required to maintain the pipeline.

In FY 2020, the project plan was updated and costs were revised. Phased capital improvements to the Lake Gaston Pipeline are established by the City of Virginia Beach, and include improvements to the raw water intake structure at Lake Gaston, pressure reducing facilities, stream crossings, and the pipeline itself.

Comments:

Lake Gaston Pipeline - Capital Cost Sharing with Virginia Beach







FutureYears

TotalAmount

Revenue

Cash - Utilities 885,000 340,000 1,075,000 2,300,000

Total Revenue 885,000 340,000 1,075,000 2,300,000

Expense


Equipment 340,000 340,000 1,075,000 1,755,000

Total Expense 885,000 340,000 1,075,000 2,300,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 340,000 340,000 0

2023 350,000 350,000 0

2024 350,000 350,000 0

2025 375,000 375,000 0

1,415,000 1,415,000 0


21-130:

Description:

This project will provide for the replacement of membranes used in the Lake Gaston Water Treatment Plant.

Justification:

This project serves as a funding source for ultra-filtration membrane elements at the Lake Gaston Water Treatment Plant.

The installation of replacement modules for a complete membrane change-out for the Lake Gaston Water Treatment Plant was completed in FY 2014. The full-scale plant evaluation of aluminum chlorohydrate began in FY 2015. On September 13, 2016, City Council amended the CIP by transferring $32,481 in appropriations to date from this project to the Unserved Areas project.

On April 28, 2015, Council approved closing the Phase I project # 52-120, and transferring $13,384.73 to this project for Phase II.

Comments:

Lake Gaston WTP - Membrane Replacement - Phase II







FutureYears

TotalAmount

Revenue

Cash - Utilities 1,725,904 2,200,000 3,925,904

Total Revenue 1,725,904 2,200,000 3,925,904

Expense

Equipment 1,725,904 2,200,000 3,925,904

Total Expense 1,725,904 2,200,000 3,925,904

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,200,000 2,200,000 0

2024 0

2,200,000 2,200,000 0


37-200:

Description:

This project will provide for the ongoing replacement and rehabilitation of aging equipment in order to safely and effectively operate the water treatment plant.

Justification:

This project addresses the life-cycle needs of the water treatment plant equipment with the goal of minimizing downtime and ensuring a continuous supply of high-quality drinking water. The need for equipment replacement is driven not only by normal wear and tear, but it also occurs when replacement parts become unavailable or when support is no longer provided (e.g., proprietary software systems). Additionally, the project includes the installation of an enclosure over the membrane system, a second centrifuge, a third manganese contractor, and converting the tank deposition mode of operation for the membrane system.

The Lake Gaston Water Treatment Plant was placed in service in 2006. Since startup, operational methods and equipment have been refined, upgraded, or replaced to maximize reliability and produce the highest quality water possible at the lowest cost.

Comments:

Lake Gaston WTP - Miscellaneous ModificationsDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 3,870,000 6,200,000 4,000,000 14,070,000

Total Revenue 3,870,000 6,200,000 4,000,000 14,070,000

Expense


Construction 1,500,000 3,475,000 800,000 5,775,000

Equipment 1,995,000 2,325,000 3,200,000 7,520,000

Total Expense 3,870,000 6,200,000 4,000,000 14,070,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 500,000 500,000 0

2024 2,700,000 2,700,000 0

2025 1,000,000 1,000,000 0

2026 2,000,000 2,000,000 0

6,200,000 6,200,000 0


28-170:

Description:

This project will provide funding for manhole rehabilitation projects.

Justification:

This project is needed to rehabilitate sanitary sewer manholes that may be the cause of leaks, cave-ins, or other operational issues.

Completed work as a result of this project includes the replacement of a manholes on Willow Avenue and Mooney Road. Other manhole repairs are being identified and are currently underway. Project funding will be used to rehabilitate additional manholes throughout the City. On July 12, 2016, City Council amended the CIP to modify the funding source for $149,845 in project expenses incurred through June 15, 2016 from revenue bonds to cash.

Comments:

Manhole RehabilitationDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue




Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


28-200:

Description:

This project will provide for the rehabilitation of the Norfolk Highlands elevated water tank, which will include painting the interior and exterior surfaces, making minor structural repairs, installing a mixing system, upgrading safety devices, and installing water quality monitoring equipment. It is also necessary to increase the height of the tank to make better use of its available storage volume. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

Routine painting of a steel water storage tank is necessary to maximize the useful life of the structure. In addition to periodic blasting and painting, it has been determined that the height of the Norfolk Highlands elevated tank needs to be increased to allow better use of its storage capacity.

The Norfolk Highlands elevated water tank is a 250-thousand gallon reservoir that provides water 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.

Comments:

Norfolk Highlands Elevated Tank RehabilitationDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 1,500,000 1,500,000 3,000,000

Total Revenue 1,500,000 1,500,000 3,000,000

Expense


Construction 1,335,000 1,300,000 2,635,000

Total Expense 1,500,000 1,500,000 3,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

2026 1,500,000 1,500,000 0

1,500,000 1,500,000 0


23-230:

Description:

This project will provide the construction of a floating raw water pump station and associated piping on the borrow pits in the vicinity of the Northwest River (NWR) Raw Water Intake Structure. This project will also evaluate the feasibility of placing a riverbank filtration system at the NWR Water Treatment Plant. The study will determine whether available technology is suitable for conditions existing at Northwest River. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The cost to treat water from the Northwest River increases when salt and organic levels are high. A temporary, alternate supply of raw water will allow the Northwest River Water Treatment Plant to be operated at a lower cost during challenging conditions in the Northwest River with a higher degree of operational flexibility.

The project plan was updated in FY 2020. The reverse osmosis system at the Northwest River Water Treatment Plant provides a proven means to effectively treat a challenging raw water source. Although highly effective, the operational cost of a reverse osmosis system exceeds the cost of other water treatment technologies. Surface water impoundments that originated as borrow pits can provide a temporary, redundant raw water supply.

Comments:

Northwest River Lakes & Pump StationDepartment: Public Utilities Capital Projects

Project Type: New Facility Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue

Cash - Utilities 2,000,000 2,000,000 2,700,000 6,700,000

Total Revenue 2,000,000 2,000,000 2,700,000 6,700,000

Expense


Construction 1,300,000 1,700,000 3,000,000


Other 1,000,000 700,000 1,000,000 2,700,000

Total Expense 2,000,000 2,000,000 2,700,000 6,700,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 1,000,000 1,000,000 0

2025 1,000,000 1,000,000 0

2,000,000 2,000,000 0


19-130:

Description:

This project will provide for the replacement or rehabilitation of aging equipment to safely and effectively operate the water treatment plant.

Justification:

The Northwest River Water Treatment Plant was placed in service in 1980. Since then, operating methods and equipment have changed to maximize reliability and produce quality water at an affordable cost. This project focuses on improvements to the reverse osmosis membrane systems placed into operation in 1999 and which treat groundwater and surface water. The systems, housing structures, and supporting equipment require overhaul and major repairs. The operation of the membranes requires the use of corrosive solutions that deteriorate the membrane equipment. The project includes repair and replacement of equipment as needed. This project addresses the life-cycle needs of the water treatment plant equipment with the goal of minimizing downtime and ensuring a continuous supply of high-quality drinking water. The need for equipment replacement occurs due to normal wear and tear and due to obsolescence (unavailability of replacement parts and discontinuance of supplier support for software systems and equipment).

In July of 2016 City Council amended the CIP to modify the source of $734,740 of project funding from revenue bonds to cash. In March of 2018 City Council transferred $1,680,000 in available appropriations from this project to CIP 29-200 "Northwest River Water Treatment Plant Ground Storage Tank Replacement".

Comments:

Northwest River WTP - Miscellaneous ModificationsDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Utilities 3,558,894 1,000,000 5,095,000 9,653,894

Total Revenue 7,995,000 1,000,000 9,795,000 18,790,000

Expense

Design & Engineering 625,000 375,000 1,000,000

Construction 5,370,000 625,000 4,005,000 10,000,000

Equipment 2,000,000 5,790,000 7,790,000

Total Expense 7,995,000 1,000,000 9,795,000 18,790,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,000,000 1,000,000 0

2023 2,095,000 2,095,000 0

2024 4,700,000 4,700,000 0

2025 1,000,000 1,000,000 0

2026 2,000,000 2,000,000 0

10,795,000 10,795,000 0


29-200:

Description:

This project will provide for the replacement of one of the existing two-million gallon water storage tanks at the Northwest River Water Treatment Plant.

Justification:

The existing water storage tank was constructed in 1979, and is currently out of service because the domed roof is sagging and is no longer weather tight. A second storage tank is still in good condition, but it does not have the capacity to allow optimal operations of the water treatment plant. Since the sagging dome had the potential to collapse, the demolition of this tank was accelerated and occurred in FY 2017 ahead of the construction of the new tank. This project will cover the replacement of the tank.

The project is in the procurement process and will be constructed through the design-build method. On March 13, 2018, City Council amended the CIP by transferring $1,680,000 in available appropriations from CIP 19-130 "NW River Water Treatment Plant Miscellaneous Modifications" to this project in order to complete the tank replacement.

Comments:

Northwest River WTP - Replace Ground Storage Tank







FutureYears

TotalAmount

Revenue


Cash - Utilities 1,000,000 1,000,000

Total Revenue 1,680,000 1,680,000

Expense


Construction 1,630,000 1,630,000

Total Expense 1,680,000 1,680,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

0 0 0


20-220:

Description:

This project will provide for the replacement of the electrical switchgear and motor control centers at the Northwest River Water Treatment Plant.

Justification:

Major components of the existing switchgear are either no longer supported or are difficult to locate. To avoid potentially serious impacts to plant operations, it is necessary to replace the legacy system with modern equipment that is fully supported.

The existing electrical switchgear at the Northwest River Water Treatment Plant is from 1979. It has provided a long service life and is currently functioning as designed. The equipment underwent major preventive maintenance in 2017. The total project cost was also revised down to reflect the most current estimates.

Comments:

Northwest River WTP - Switchgear ReplacementDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 5,982,000 5,982,000

Expense


Construction 5,607,000 5,607,000

Total Expense 5,982,000 5,982,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 5,982,000 5,982,000 0

5,982,000 5,982,000 0


47-250:

Description:

This project will provide for the painting and rehabilitation of the Oak Grove elevated water storage tank. Project work will include exterior and interior coating of the 1 million gallon potable water storage tank. This project will also include any structural modification and repairs which are needed.

Justification:

The coating systems of steel water storage tanks have a variable life expectancy of 15 to 20 years. Maintenance of the coating system is important for structural and aesthetic purposes to maximize the life expectancy of the asset.

The Oak Grove Tank was previously coated in 2010. The tank will need to be recoated at an appropriate interval to provide protection to the underlying steel structure. The Oak Grove Tank is displaying signs that the coating will need to be replaced at the 15-year mark.

Comments:

Oak Grove Elevated Tank RehabilitationDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 1,500,000 1,500,000

Total Revenue 1,500,000 1,500,000

Expense


Construction 1,300,000 1,300,000

Total Expense 1,500,000 1,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 1,500,000 1,500,000 0

1,500,000 1,500,000 0


65-230:

Description:

This project will disconnect the existing septic system along Philmont Avenue, and replace it with the City's modern sanitary sewer system. The sanitary sewer discharge from the current system will be directed by gravity flow to a pump station that will be connected to a second sanitary system in the neighboring area. Thirty-nine (39) residential homes will be connected to the gravity lines. This project will be jointly managed by Public Utilities and Stormwater (with Public Utilities leading coordination) because the new system will generate water quality improvements. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

As a part of the City's Stormwater Total Maximum Daily Load (TMDL) Action Plan for water quality, this septic system disconnection plan will help the City meet a requirement of the City's MS4 Permit. The Indian River and the Elizabeth River are "impaired waters" with a TMDL for bacteria, and the Elizabeth River is impaired with nitrogen. Public Works supports the implementation of this project because it will remove drain-field discharge from the contributing pollutants to the Elizabeth River. At 9.9 pounds of nitrogen per household per year, approximately 386.1 pounds of nitrogen will be credited towards the City's requirements in the action plan.

On December 11, 2018, City Council amended the CIP to establish this project and transferred $1,325,000 in available appropriations from CIP 33-120 “Sewer Renewal: SSES Implementation-Phase II” ($650,000 or 49% of the project) and CIP 05-140 “Stormwater Quality Program/VPDES Permit Compliance” ($675,000 or 51% of the project). Some of the existing septic systems have been failing to function as originally designed for years. Modern ways of handling sewer discharge also have higher standards than those implemented with septic tank drain-fields. By redirecting the sewage effluent to a system that leads to the HRSD treatment plant, the City will be able to reduce the nitrogen and bacteria levels currently going to the Elizabeth River via the Indian River.

Comments:

Philmont Ave Septic System DisconnectionDepartment: Public Utilities Capital Projects

Project Type: New Facility Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue


Cash - Stormwater 675,000 675,000

Total Revenue 1,325,000 1,325,000

Expense


Construction 1,100,000 1,100,000

Other 2,000 2,000

Total Expense 1,325,000 1,325,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


30-210:

Description:

This project provides periodic upgrades to the Public Utility CIS billing system, which was originally implemented in October 2013. This system functions with primary integrations with the City’s financial system, the Treasurer, and the Hampton Roads Sanitation District (HRSD).

Justification:

The Customer Information System (CIS) is a necessity for the City and a vital tool for the Public Utilities Department to manage and bill all water and sewer accounts for residential, commercial, fire, irrigation, and back flow devices. Planned upgrades include the SQL Server, the Customer System Management (CSM) Module, and the product core with customizations.

The most recent system upgrade occurred in FY 2018.

Comments:

Public Utilities - CIS UpgradeDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Software 100,000 100,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 10,000 0.0

2024 10,000 0.0

2025 10,000 0.0

2026 10,000 0.0


48-250:

Description:

This project will replace three or more electric control panels per year inside designated pump stations.

Justification:

To keep in compliance with VDEQ/HRSD Regional Consent Order and prevent SSOs, it is necessary to replace at least three electric control panels each year at wastewater pump stations. IT estimates that 25% of the City's 274 pump stations (69 stations) contain control panels that are outdated, not compatible with newer technologies, and are subject to a corrosive environment. Corrosive environments reduce conductivity at the contact point between current-carrying components, increasing the resistance that may result in overheating and/or power outages.

In FY 2017, the cost for an electrical control panel ranged from $84,000 to $147,000 per station. In FY 2019, costs for electrical control panel replacements were approximately $100,000 each as the stations were less complex. Panel replacements at larger, more complex stations were estimated to cost $150,000 each in FY 2017 dollars; adjusted for inflation such estimates rise to $187,000 by FY 2025

Electric control panels (ECP) monitor current conditions of the pump station including pump status, number of pump starts, pump run time, pump capacity, operating trends, pump station inflow, outflow, and overflow. All of the control panels are connected to a telemetry unit which informs the supervisory control and data acquisition (SCADA) system if there is a pump failure and/or high water levels in the wet wells which may cause a sanitary sewer overflow (SSO).

Comments:

Pump Stations: Replace Electric Control PanelsDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 1,000,000 3,200,000 4,200,000

Total Revenue 1,000,000 3,200,000 4,200,000

Expense


Construction 3,200,000 3,200,000

Total Expense 1,000,000 3,200,000 4,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 500,000 500,000 0

2026 500,000 500,000 0

1,000,000 1,000,000 0


39-120:

Description:

This project will provide for installation of approximately nine miles of 36-inch raw water pipeline and transmission facilities from Red Top in Suffolk to the Lake Gaston Water Treatment Plant. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate project construction.

Justification:

The Lake Gaston treatment plant currently treats water provided from excess capacity drawn from Norfolk's raw water resources. The new pipeline and transmission facilities will ensure that the City is able to draw its onesixth allocation from the Lake Gaston under terms of a contract with the City of Virginia Beach.

This project is 80% complete. Costs were updated in 2019 based on engineering estimates and current construction prices for the remaining pipeline phases. This added $2.7 million to the project cost; additional funding was programmed for FY 2021. Cost estimates were previously revised in FY 2017, and $7 million was added to start the next phase design and construction during FY's 2018 and 2019. Most of the increase has been due to inflation that has occurred since the original estimates from the 1990's.

On July 12, 2016, City Council amended the CIP and modified the funding source for $9.8 million of this project from revenue bonds to cash. On. March 13, 2018, City Council transferred $1,675,394 (revenue bonds) in available appropriations from CIP 17-140 "Red Top Tank and Raw Water Pump Station" to this project.

Comments:

Red Top Raw Water Transmission MainDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Utilities 11,326,491 11,326,491

Total Revenue 26,967,394 26,967,394

Expense


Construction 24,092,000 24,092,000

Total Expense 26,967,394 26,967,394

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


24-230:

Description:

This project will replace water service lines and associated fittings which contain levels of lead and copper above the Environmental Protection Agency (EPA) established action levels. It is anticipated that in order to complete this work, the City of Chesapeake will have to remove the service lines that were installed prior to 1950.

Justification:

The Environmental Protection Agency (EPA) published a white paper in October 2016 on Lead and Copper Rule (LCR) Revisions. Both the EPA and the Centers for Disease Control and Prevention state that no amount of lead in water is safe and that lead exposure can result in serious, adverse health effects. Most recently in January 2018, The EPA Office of Drinking Water solicited input from state and local government officials on potential revisions to key areas of the Lead and Copper Rule. Public Utilities has estimated that approximately 1,000 lead service lines exist within the City, not including any appurtenances that may contain traces of lead or copper.

Recent national events centered on lead in drinking water have eroded public trust in drinking water safety. In response, the United States Environmental Protection Agency (USEPA) is working on upcoming Lead and Copper Rule Long-Term Revisions (LCR LTR). The proposed revisions have the potential to cause significant impacts to community water systems throughout the United States, requiring additional actions associated with optimal corrosion control treatment, lead service line replacement, public education, and localized household-level responses (USEPA and NDWAC, 2016; Hazen & Sawyer, Horizons, 2017). Water sampling has been conducted in those areas of the City where service lines were installed prior to 1950. Public Utilities has been working on a Sampling Plan to identify and track those locations in the City that have older water systems.

Comments:

Replacement of Lead Service LinesDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 100,000 2,000,000 4,520,000 6,620,000

Total Revenue 100,000 2,000,000 4,520,000 6,620,000

Expense


Construction 100,000 1,420,000 4,480,000 6,000,000

Land Acquisition 80,000 40,000 120,000

Total Expense 100,000 2,000,000 4,520,000 6,620,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 500,000 500,000 0

2024 500,000 500,000 0

2025 500,000 500,000 0

2026 500,000 500,000 0

2,000,000 2,000,000 0


27-120:

Description:

This project will provide for the completion of a Sanitary Sewer Evaluation Study (SSES).

Justification:

This study and associated activities are required by the proposed Consent Order from Virginia Department of Environmental Quality (DEQ).

Per the Consent Order, ongoing studies of the sewer systems and pump stations are underway. On July 12, 2016, City Council amended the CIP and modified the funding source for $834,874 in project expenses incurred through June 15, 2016 from revenue bonds to cash.

Comments:

Sanitary Sewer Evaluation StudyDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Fund Balance - Utilities 169,599 169,599

Total Revenue 8,660,079 8,660,079

Expense



Other 1,600,000 1,600,000

Total Expense 8,660,079 8,660,079

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


23-170:

Description:

This project will renew or replace approximately 2,160 feet of the existing 8-inch sewer main along Elbyrne Drive between its intersections with Wingfield Avenue and with Pond Lane in South Norfolk.

Justification:

TV inspection and excessive maintenance indicates severe deterioration requiring replacement.

This project is underway.

Comments:

Sewer and Water Renewal: Elbyrne Dr.Department: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 2,155,000 2,155,000

Total Revenue 2,155,000 2,155,000

Expense

Construction 2,155,000 2,155,000

Total Expense 2,155,000 2,155,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


35-170:

Description:

This project will provide for improvements to the existing gravity sewer system in the City’s Indian River area, including improvements to Pump Station 3. This project will replace all of the existing antiquated gravity sewer and will install approximately 15,026 feet of new gravity sewer within the service area of Pump Station 3, and will include new sewer within the Indian River Estates subdivision and adjacent parcels.

Justification:

The Sanitary Sewer Evaluation Study (SSES) required by the Virginia Dept. of Environmental Quality (DEQ) revealed deficiencies in the sewer system in the Indian River area. The DEQ Consent Order requires the City to remediate deficiencies identified in the study. The study and City maintenance logs indicated severe deterioration that required replacement. The existing gravity sewer is composed of antiquated clay pipe that has deteriorated over time.

Design is 90% complete, and project work will proceed after the water system purchase. Improvements to that water system will be included in this project. This project will completely replace the existing gravity sewer system, including manholes and service laterals within the Indian River Estates subdivision. Previous funding of $4.67 million was appropriated to this project, and additional funding of $1.6 million was added for FY 2018 because the City will provide new roads to replace existing sub-standard roads within this subdivision. On July 12, 2016, City Council approved a change of funding source for $201,481 in project expenses incurred through June 15, 2016 from future revenue bonds to cash.

On March 10, 2020, City Council approved an additional emergency reappropriation of $1.5 million from closed project funding to allow the department to award the contract after bids came back higher than expected.

Comments:

Sewer Improvements: Gravity Sewer System at Indian River Service Area - Phase I (Pump Station #3)







FutureYears

TotalAmount

Revenue


Cash - Utilities 2,286,640 2,286,640

Total Revenue 7,772,978 7,772,978

Expense

Construction 7,772,978 7,772,978

Total Expense 7,772,978 7,772,978

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 4,800 0.0

2024 4,800 0.0

2025 4,800 0.0

2026 4,800 0.0


78-250:

Description:

This project will construct approximately 3.6 miles of 12-inch sanitary force main in conjunction with the South Central Water Transmission project (CIP 31-240). The project was added in order to install both water and sewer lines in a "one dig" project that minimizes disruption to West Road. The project installs the main from the entrance to the Chesapeake Municipal Airport to HRSD's interceptor at West and Cedar Roads. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The project will divert sanitary flows from the Airport industrial area out of the Northwest River Watershed Protection District. Pump station connections will be made as appropriate for the Dominion Boulevard Corridor. Design and construction cost will be recouped through utility pro-rata reimbursements from subsequent developments. Simultaneous engineering design and construction of the mains will result in significant cost savings for the project.

This is a new project proposed parallel to the South Central Water Transmission Main to convey wastewater in a portion of the Dominion Boulevard Corridor. On November 26, 2019, City Council amended the CIP and transferred $2.5 million to this project to cover design costs.

Comments:

Sewer Lines: West Road Force MainDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 2,500,000 7,500,000 10,000,000

Expense


Construction 2,250,000 7,500,000 9,750,000

Total Expense 2,500,000 7,500,000 10,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 7,500,000 7,500,000 0

7,500,000 7,500,000 0


35-200:

Description:

This project will replace structural components at pump stations that have deteriorated and pose safety risks to maintenance personnel. The components will include fixed ladders, platforms, and various hardware that are subjected to corrosive environments. There are 274 pump stations throughout the City.

Justification:

This project is needed to replace structural components that have deteriorated at the City's sewer pump stations in order to ensure safe and effective operations. Since there are 274 pump stations throughout the City, this project will address the needs annually through a phased approach.

This project will replace fixed ladders, platforms, and various hardware that are subjected to corrosive environments. This project was first funded in FY 2016 with annual investments of $500,000 to continue ongoing repairs and maintenance of the City's sewer pump stations. Funding was removed for FY 2019 and FY 2020 since existing appropriations were sufficient to complete repairs through FY 2020. Annual funding resumed in FY 2021.

Two contractors have been contracted to complete the improvements. Work is currently underway or planned for Pump Stations #33, #201, #86, #25, #37, #197, #14, #79, #54, #158, and #227.

Comments:

Sewer Pump Station Safety ImprovementsDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 2,000,000 500,000 2,000,000 150,000 4,650,000

Total Revenue 2,000,000 500,000 2,000,000 150,000 4,650,000

Expense


Construction 1,850,000 500,000 2,000,000 150,000 4,500,000

Total Expense 2,000,000 500,000 2,000,000 150,000 4,650,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 500,000 500,000 0

2023 500,000 500,000 0

2024 500,000 500,000 0

2025 500,000 500,000 0

2026 500,000 500,000 0

2,500,000 2,500,000 0


21-220:

Description:

This project will provide for critical repairs, replacement, and rehabilitation of pump stations to ensure efficient and effective sewer system operations. Funding will address deferred maintenance of critical and aged pump stations throughout the City. This project will be the main project, and sub-projects will be identified for specific pump station repair projects within the scope of this main project. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

These improvements are necessary to minimize sewer overflows, which can be caused by insufficient pressure to discharge into the Hampton Roads Sanitation District (HRSD) System, insufficient wet well capacity, and aged pumps. This will ensure continued compliance with the Regional Consent Order with the Virginia Dept. of Environmental Quality/HRSD, which requires localities to reduce sanitary sewer overflows.

Project plans include rehabilitation and/or replacement work on pump stations #126, #213, #41, #9, #114, #38 and #184. As of FY 2019, the City had 273 active pump stations. The average lifespan of a wastewater pump station is 50 years. The average cost to rehab or replace a pump station is approx. $1.5 million. Assuming $3 million in annual project funding each year, the timeline to rehab or replace all of the City’s pump stations is over 100 years.

Comments:

Sewer Pump Station: Replacement and Rehabilitation







FutureYears

TotalAmount

Revenue

Cash - Utilities 11,700,000 259,700,000 271,400,000

Total Revenue 11,700,000 259,700,000 271,400,000

Expense

Design & Engineering 1,750,000 39,650,000 41,400,000

Construction 9,950,000 220,050,000 230,000,000

Total Expense 11,700,000 259,700,000 271,400,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 2,700,000 2,700,000 0

2024 3,000,000 3,000,000 0

2025 3,000,000 3,000,000 0

2026 3,000,000 3,000,000 0

11,700,000 11,700,000 0


15-170:

Description:

This project will provide for the renewal or replacement of approximately 1,250 of the existing 8-inch and 12-inch sewer mains along 18th Street between its intersection with "D" Street and its intersection with Seaboard Avenue in South Norfolk.

Justification:

TV inspection and excessive maintenance indicates severe deterioration requiring replacement.

Additional funding of $388,000 was added in FY 2019 to fully fund the project as the revised cost estimate came in higher than the original estimate. Design began in FY 2018.

Comments:

Sewer Renewal: 18th Street Department: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 1,124,270 1,124,270

Expense



Total Expense 1,124,270 1,124,270

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


05-180:

Description:

This project will fund various sanitary sewer projects required to comply with the regional Consent Order issued by the Virginia Department of Environmental Quality (VDEQ) that will be performed in designated sewer basins based on the priority approved by VDEQ in the Rehabilitation Plan. Project work will include rehabilitating gravity sewer systems, force main systems, and pump stations; cleaning wet-wells, TV inspections, washing mainlines, valve operations, and other improvements that will help reduce or eliminate sanitary sewer overflows. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

Sewer improvements are necessary in order to comply with the regional Consent Order. Specific projects are identified based on TV inspection and sewer maintenance records indicating excessive repairs. Public Utilities has currently identified over $200 million in projects that are needed to replace or rehab dilapidated sewer lines throughout the City. This project ensures the City maintains compliance with the regional Consent Order, which requires localities to reduce sanitary sewer overflows (SSOs). The City contains approx. 960 miles of gravity sewer and 105 miles of sanitary sewer force main. A large majority of these lines were installed before 1970 and are failing, which results in cave-ins, SSOs, blockages, and disruptions in service. This project will complete about 30 - 40 small-scale sewer rehab projects annually by using IDIQ (Indefinite Delivery/Indefinite Quantity) contractor.

The South Norfolk borough also needs extensive sewer rehabilitation work, and some streets may be substituted from the above plan pending pipe conditions/ failures.

In FY 2018, CIP 31-210 "Sanitary Sewer Force Main at Volvo Parkway" and CIP 31-170 "Sewer Replacement at Orville Ave. Alleyway" were combined with this project. In June of 2018 City Council transferred $1.4 million of appropriations from this project to CIP 51-129 "Unserved Areas: Battlewood Meadows". In January of 2019 City Council approved a change of funding source to cash for expenses paid prior to June 30, 2018. On February 25, 2020, City Council approved a change of funding source from revenue bonds to cash for $1.48 million in projects including the Decatur Street and Edgewood Avenue upgrades.

Comments:

Sewer Renewal: Additional Consent Order Capital Requirement







FutureYears

TotalAmount

Revenue

Revenue Bonds - Utility Fund 8,544,841 3,000,000 22,500,000 294,388,391 328,433,232

Cash - Utilities 5,816,768 5,816,768

Total Revenue 14,361,609 3,000,000 22,500,000 294,388,391 334,250,000

Expense

Design & Engineering 1,000,000 1,000,000 4,000,000 45,300,000 51,300,000

Construction 13,361,609 2,000,000 17,500,000 249,088,391 281,950,000


Total Expense 14,361,609 3,000,000 22,500,000 294,388,391 334,250,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 3,000,000 3,000,000 0

2023 4,500,000 4,500,000 0

2024 7,000,000 7,000,000 0

2025 3,500,000 3,500,000 0

2026 7,500,000 7,500,000 0

25,500,000 25,500,000 0


18-170:

Description:

This project will replace approximately 1,005 feet of gravity sewer mains and appurtenances on Chesapeake Avenue (between Ohio and Guerriere Streets), and a pipe segment on Ohio Street (between Jackson Avenue and Rodgers Street). This is a joint effort between the Public Utilities and Public Works departments, with Public Works leading the project management efforts for design and construction.

Justification:

Inspection and excessive maintenance indicate severe deterioration requiring replacement. This system could not be TV inspected. Due to extensive deterioration of the main lines, washing from manhole to manhole could not be accomplished.

The initial project cost estimate was increased by $75,000 in FY 2017 to reflect the most current quantities and pricing. The cost estimate was increased again by $328,000 in FY 2018 to cover the cost of approximately 500 feet of additional gravity sewer main work along Jackson Avenue and Ohio Street that was approved to be added to the initial project scope.

Comments:

Sewer Renewal: Chesapeake Ave. (Guerriere to Ohio Sewer)







FutureYears

TotalAmount

Revenue




Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


33-170:

Description:

This project will provide for renewal or replacement of approximately 8,000 linear feet of gravity sanitary sewer main (between 8-inch to 12-inch) and appurtenances in the Raleigh Place Subdivision in the City's South Norfolk area, from Rosemont Avenue to the intersection of Burrow Avenue and Bainbridge Boulevard. (Pump Station #7 basin). This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

TV inspection and excessive maintenance indicate severe deterioration requiring replacement. This is one of 99 Pump Station areas investigated by Greeley & Hansen as part of the Wastewater Reliability Assessment Program. The report ranked Pump Station #7 basin as priorities 108, 133, 144, 191, and 221.

This project's schedule was pushed back to align with the priority ranking in the engineer's report. Work on this project is anticipated to be performed over two years, with design in year one and construction in year two.

Comments:

Sewer Renewal: Raleigh Place (Pump Station #7 Basin)







FutureYears

TotalAmount

Revenue

Cash - Utilities 4,400,000 4,400,000

Total Revenue 4,400,000 4,400,000

Expense


Construction 3,800,000 3,800,000

Total Expense 4,400,000 4,400,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

0 0 0


33-120:

Description:

This project will implement the second phase of improvements necessary to address deficiencies identified in the Sewer System Evaluation Survey (SSES). Phase II will provide for an engineering assessment and recommendations for improving the existing Force Mains and Pump Station in the City’s Indian River area. (See also CIP 27-120 “Sewer System Evaluation Survey (SSES)” and CIP 32-120 for details of Phase I). Based on the preliminary Engineering Study, this project will provide for the overhaul and complete replacement of the existing City pumping station #107 located on Providence Road, the replacement of 930 feet of the existing force main, and installation of a gravity sewer line.

Justification:

Due to the poor condition of Pump Station #107, a complete overhaul of the pump station, related force main, and gravity sewer is necessary. This project will prevent sanitary sewer overflows by improving the capability of the City's sewer pump station force main systems.

On December 11, 2018, City Council amended the CIP by establishing CIP 65-230 "Philmont Ave Septic System Disconnection" and transferred $650,000 from this project to the newly created project. On March 13, 2018, City Council approved an FY 2018 Capital Budget Amendment that transferred $1 million to this project from four recently completed capital projects (12-160, 27-200, 29-170, and 54-120). The transferred funding included Utilities cash and revenue bonds. A preliminary engineering report was completed to study the Indian River Area needs. The report recommended rebuilding Pump Station #107, extending the 10" force main by 930 ft. upstream of PS #107, and improving the gravity sewer. In the FY 2018-22 CIP, $1.6 million was added to FY 2018 to address the work outlined in the report. On July 12, 2016, City Council approved a change of funding source for $126,200 in project expenses incurred through June 15, 2016, from future revenue bonds to cash.

Comments:

Sewer Renewal: SSES Implementation - Phase II (Indian River Area Study/PS #107 Upgrade)







FutureYears

TotalAmount

Revenue


Cash - Utilities 1,736,243 1,736,243

Total Revenue 5,379,737 5,379,737

Expense


Construction 5,177,737 5,177,737

Total Expense 5,379,737 5,379,737

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 11,500 0.0

2024 11,500 0.0

2025 11,500 0.0

2026 11,500 0.0


22-220:

Description:

This project will provide for the redesign and construction of a new main sewer gravity system on Albemarle Drive, and will include a new grinder system to effectively deal with the specialized waste stream from the Jail and Juvenile Services.

Justification:

This project is needed because the sewer vault in front of the Jail requires frequent cleaning to remove plastic/paper wrappers and other trash from the waste stream of the Jail/Juvenile Services (which is typical for correctional facilities). This is very labor-intensive and costly. The main sewer system along Albemarle Drive also has grade problems and needs to be redesigned to meet current requirements. The planned improvements for this project will address these needs.

The Jail and Juvenile Services facilities create special requirements on the main sewer system, which processes a very high volume and considerable amount of trash in the waste stream. The system was recently modified out by Albemarle Drive to resolve a grade problem. The existing grinder and grate system is not considered adequate, and the gravity system needs to be resigned for the anticipated load. Although this will require an additional part-time staff member (0.5 FTE), it is anticipated that this project will reduce other operating expenses for a net cost reduction overall.

Comments:

Sewer System Redesign/Construction: Albemarle Dr.Department: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference



2023 (24,000) 0.5

2024 (24,000) 0.5

2025 (24,000) 0.5

2026 (24,000) 0.5


03-260:

Description:

This project is for the relocation of approximately 2,380 linear feet of 8-inch sewer force main from Pump Station #043 to Wingfield Avenue. The new facility will be located in the City right-of-way.

Justification:

Due to the force main's depth (less than six feet) and back yard location, City crews are unable to safely perform repairs, so contractors must perform this work, resulting in higher costs. The condition of the pipe makes it probable that additional breaks will occur. With the need for replacement and difficulty making repairs in its current location, it is necessary to relocate the force main to the City right of way.

The 8-inch sewer force main which runs along Gracie Road suffered a significant failure in March 2019, resulting in a sanitary sewer overflow (SSO). The easement the force main is located in lies behind homes whose backyards contain trees and brush, fencing, sheds, residential pools and gardens and is bordered by a steep incline to the north.

Comments:

Sewer: Gracie Road Force Main RelocationDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 1,280,000 1,280,000

Total Revenue 1,280,000 1,280,000

Expense


Construction 1,140,000 1,140,000

Total Expense 1,280,000 1,280,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2026 1,280,000 1,280,000 0

1,280,000 1,280,000 0


31-240:

Description:

This project will provide for the construction of a water transmission main to extend the current line and to create a loop in the South Central area of Chesapeake. The project work will start at the casing on Dominion Boulevard at West Road, will extend the current line by adding a 36-inch water main south along West Road to Chesapeake Regional Airport, and will create a loop with the existing water mains at Number 10 Lane and Drumcastle Lane. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

This water main extension and loop will provide additional reliability to the water distribution system. The loop will improve system hydraulics, reliability, and fire protection. Future phases of this project will continue the line eastward to the existing distribution system along Battlefield Boulevard near the Northwest River Water Treatment Plant.

This project is part of the Water Master Plan. The installation of a new water main will result in a nominal increase in the annual operation and maintenance costs. The project may be able to utilize Pro Rata to recover capital costs.

Comments:

South Central Water Transmission Main & Loop - Phase I







FutureYears

TotalAmount

Revenue


Total Revenue 17,607,000 17,607,000

Expense


Construction 15,607,000 15,607,000

Total Expense 17,607,000 17,607,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


45-120:

Description:

This project will install new water mains and replace substandard water mains and appurtenances at various locations in South Norfolk.

Justification:

This project will improve the City's water supply and reliability considering recent and anticipated growth in South Norfolk. The project consists of improvements to the City's water distribution system to allow transfer of demand to the Northwest River/ Lake Gaston supply. A master plan will be developed from hydraulic modeling of the City's system using the DHI Mike Urban software. Specific improvements will be designed and constructed in phases and will include upgrades to existing mains and new water main loops and interconnections in the South Norfolk and Washington Boroughs, which are presently supplied by Norfolk water.

Sewer renewal along Decatur Street has been completed. Sewer renewal and water service line replacement along Chesapeake Avenue has begun. The water main on Lincoln Street is being renewed through Crestwood Sewer-Phase I. On July 12, 2016, City Council amended the CIP and modified the funding source for $98,362 in project expenses incurred through June 15, 2016 from revenue bonds to cash.

Comments:

South Norfolk ImprovementsDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Total Revenue 2,850,000 2,850,000

Expense


Total Expense 2,850,000 2,850,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


23-240:

Description:

This project will provide for an upgraded Supervisory Control and Data Acquisition (SCADA) telemetry system to monitor operational conditions of 275 Pump Stations throughout the City of Chesapeake. The project will allow local maintenance personnel the ability to troubleshoot the software and configure the SCADA network as the City expands.

Justification:

This upgrade is necessary to minimize sewer overflows by alerting Pump Station maintenance personnel of adverse conditions caused by equipment failures, weather conditions and power outages. Having the ability to repair and reconfigure software will allow the City to quickly update for residential growth and rapidly respond to alarm conditions at wastewater pump stations. This project allows the City to maintain compliance with the VDEQ/HRSD Regional Consent Order that requires localities to reduce sanitary sewer overflows.

The Engineering and Maintenance Divisions use telemetry data to monitor the efficiency of wastewater equipment throughout the community. Hardware and software components of the current system are outdated, proprietary, and inherently slow due to network sharing with critical City services. Technical support for the current system is through a single vendor and proprietary software access. Support response times are lengthy and network modifications can only be accomplished by the vendor personnel. Inability to repair and configure the SCADA system effectively reduces the ability of maintenance personnel to respond to alarm conditions.

Comments:

Supervisory Control and Data Acquisition (SCADA) Upgrade


Project Type: System Acquisition or Upgrade Comprehensive Plan Goal Area: Water and Sewer





FutureYears

TotalAmount

Revenue

Cash - Utilities 1,500,000 4,500,000 6,000,000

Total Revenue 1,500,000 4,500,000 6,000,000

Expense


Construction 2,000,000 2,000,000

Equipment 500,000 2,500,000 3,000,000

Software 500,000 500,000

Total Expense 1,500,000 4,500,000 6,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,500,000 1,500,000 0

2023 1,500,000 1,500,000 0

2024 1,500,000 1,500,000 0

2025 1,500,000 1,500,000 0

6,000,000 6,000,000 0


25-202:

Description:

This sub-project will provide for the design and construction needed to provide City water and sewer services to the Willow Lakes area. It will serve the lots that border Lake Shore Drive. This is a sub-project of CIP 25-200 “Unserved Areas/Cost Participation-Phase II”. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The Willow Lakes area is not currently served by City water and sewer, and has been designated as an unserved area in the Cost Participation Policy since 2001. The residents of this area have completed the Cost Participation petition process, with over 75% of the owners signing a petition and 50% plus one of the connection fees being paid.

On June 25, 2019, City Council amended the CIP to establish this as a new sub-project (under CIP 25-200 “Unserved Areas/Cost Participation-Phase II”) with $3.1 million in funding for FY 2020. Funding was provided by transferring $1.0 million from other completed Unserved Area projects CIP 51-128 ($781,204) and CIP 51-129 ($218,796), and by appropriating $2.1 million from available utilities cash (fund balance).

Comments:

Unserved Areas/Cost Participation - Phase II: Willow Lakes Utility







FutureYears

TotalAmount

Revenue


Cash - Utilities 2,881,204 2,881,204

Total Revenue 3,100,000 3,100,000

Expense

Construction 3,100,000 3,100,000

Total Expense 3,100,000 3,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


02-260:

Description:

This project is for the installation of approximately 600 feet of 16-inch equivalent water main to loop developments under the Chesapeake expressway.

Justification:

This project will improve the reliability of the water distribution system.

As growth impacts the water distribution system in South Chesapeake, this connecting loop will improve redundancy and resiliency of the system. The connection under the Expressway will complete a second watermain loop from the 36-inch transmission main on Battlefield Boulevard to Edinburgh Parkway. Developments to the east and west of the Expressway will construct the largest portion of the loop.

Comments:

Water Main: Sign Pine Road to South Battlefield 16-Inch







FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2026 536,000 536,000 0

536,000 536,000 0


24-200:

Description:

This project will replace approximately 7,700 linear feet of existing antiquated and undersized water main on Buchanan Street with a minimum 8-inch water main. This project will also include water renewals on Bainbridge Boulevard (north of Porter Street to the City line), Grady Street, Stewart Street (north of Poindexter Street), Butt Street, D Street, and part of Decatur Street to restore fire protection in this area. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

Water main improvements are needed to improve the water distribution system on Buchanan Street and restore functional service to existing customers. Fire flows in the area are unreliable and below standard. Customers experience poor pressure and discoloration issues. Water mains in this area were installed in the 1930's and 1940's, and are unlined cast iron resulting in severe issues within the pipes. The Fire Marshall's Office has voiced concerns over fire flow for nearby highly-concentrated residential areas. Replacing only the galvanized 2-inch water mains would not restore the fire protection in the area to adequate flows.

In FY 2019, the project scope was expanded and additional funding was provided in FY 2019 and FY 2020. The original project scope intended to replace the water main on Buchanan Street only. However, beginning in FY 2019, it was determined the scope needed to be expanded to include additional streets where water mains have progressively deteriorated over the years resulting in reduced fire flows to the area.

Fire flows in the area are below standard and are unreliable. Customers experience poor pressure and discoloration issues. Design was completed for the initial project scope for Buchanan Street only, which revealed renewing this limited area was not sufficient to improve fire flow to the overall area. The expanded scope included water renewals needed along other nearby streets, which will ensure fire flows in the area are improved.

Comments:

Water Renewal: Buchanan St. AreaDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 3,306,870 3,306,870

Total Revenue 3,306,870 3,306,870

Expense


Construction 2,806,870 2,806,870

Total Expense 3,306,870 3,306,870

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


71-120:

Description:

This project will provide for replacement of water mains and appurtenances with adequate sizes and proper materials at various locations throughout the City.

Justification:

These improvements are necessary to provide fire protection and increase flows and pressures creating reliable flow patterns in the system to meet peak demands.

To maximize efficiency, parts of this project will be completed at the same time as other Public Utilities capital projects. Some of the water line upgrades planned for this project will be completed at the same time as CIP 20-170 “Crestwood Sewer - Phase II”, CIP 21-170 “Crestwood Sewer - Phase III”, and CIP 75-120 “Partridge/Cloverdale Area Drainage Improvements”.

Comments:

Water Renewals: Waterline Upgrades - Phase IDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 2,030,558 2,030,558

Expense

Construction 2,030,558 2,030,558

Total Expense 2,030,558 2,030,558

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


14-160:

Description:

This project will provide for engineering design, construction, and inspection for the renewal of existing water mains throughout the City. These areas could be merged with the Sanitary Sewer Evaluation Survey (SSES) sewer improvements for efficiency and cost savings. When practical, water and sewer improvements will be constructed together. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

Chesapeake has approximately 950 miles of water mains, much of which was installed before 1970 and some dating to the 1920s. Due to age, inferior materials, and soil conditions many older lines have deteriorated, which causes leaks and main breaks. Improvements are necessary to ensure adequate fire protection, improve flows and pressures, and ensure reliability to meet peak demands.

Upcoming projects include North Indian River water line renewals for $3.8 million; Blanche Court and Willowwood Court galvanized pipe replacements $800,000; Elizabeth River Park Industrial Area water line and service main renewals $2.9 million; Edgewood Avenue water line replacement $1.5 million; and Walden Street (3100-3200 block) water line replacement $1.2 million. Future projects to repair over 55,000 linear feet of water lines were identified in the 2012 CE Maguire Study (totaling approx. $35.4 million). An additional 33,000 linear feet of water main replacements were identified by internal reviews (totaling approx. $21.3 million).

Comments:

Water Renewals: Waterline Upgrades - Phase IIDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Utilities 2,500,000 8,000,000 72,250,000 82,750,000

Total Revenue 3,250,000 8,000,000 72,250,000 83,500,000

Expense


Construction 3,250,000 6,000,000 60,750,000 70,000,000


Total Expense 3,250,000 8,000,000 72,250,000 83,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 2,000,000 2,000,000 0

2024 2,000,000 2,000,000 0

2025 2,000,000 2,000,000 0

2026 2,000,000 2,000,000 0

8,000,000 8,000,000 0


32-200:

Description:

This project will provide for a long-term solution for the disposal of residuals (byproducts) resulting from water treatment. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The existing residuals disposal site, adjacent to the Northwest River Water Treatment Plant, has a finite lifespan. It is necessary to identify and plan for a new disposal site to allow continued operation of the treatment plants and comply with regulatory requirements. Residuals are currently disposed of in trenches at the disposal site, but there is a limited amount of space available for future trenches. A long-term solution is required.

Residuals include organic matter and minerals removed from raw water during the treatment process. The FY 2019 funding for this project provided for the completion of a study to evaluate alternatives. Additional funding will be needed to implement the study's recommendations.

Comments:

Water Residuals DisposalDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


33-210:

Description:

This project will provide for master planning and upgrades for the City of Chesapeake's water distribution system, which will include hydraulic studies for determining system upgrades, extension of the existing water mains to unserved areas within and/or beyond the Public Utilities franchise area, and the addition of new water mains to form an interconnected looped water system. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

The existing water distribution system requires ongoing repairs and renewals as well as the addition of new water lines in order to meet the constant demand of water supply. The master water planning will determine the existing conditions of the water distribution system and establish citywide water projects that will result in a more reliable and enhanced water system. There will be a nominal change to annual operating and maintenance costs. The impact on operating costs will be calculated as each project is defined and proposed for approval.

The water system contains dead-end water mains in several locations that limit reliability during water main breaks or failures. There are also areas that do not have municipal water service and which are eligible for service under the Cost Participation Program.

Comments:

Water System Planning and UpgradesDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Utilities 1,150,000 250,000 800,000 2,200,000

Total Revenue 1,150,000 250,000 800,000 2,200,000

Expense

Construction 500,000 250,000 800,000 1,550,000

Other 650,000 650,000

Total Expense 1,150,000 250,000 800,000 2,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 250,000 250,000 0

2023 400,000 400,000 0

2025 400,000 400,000 0

1,050,000 1,050,000 0


24-120:

Description:

This project will provide for replacement of small water lines and antiquated appurtenances that have not been identified for replacement, but may require replacement as a result of problems experienced with leaks or other operational issues.

Justification:

This project is needed to provide funding for small capital replacement of water lines which will include replacing the offset at the creek crossing along Deep Creek Boulevard; replacing fire hydrants; upgrading six large meter vaults; replacing 2-inch galvanized water lines on Port Chambers Court, Collins Court and Vallejo Place; and transferring service from 6-inch water main to 12-inch water main on Stewart Street (from Park Avenue to Jefferson Street).

This project funded the replacement of the water main along Herrington Lane and curb and gutter work at Battlefield Boulevard and Oak Grove. Additional planned project work includes the replacement of fire hydrants and water lines on Port Chambers Court, Collins Court, and Vallejo Place. See also CIP 21-150 for Phase II.

Comments:

Water System Renewal - Phase IDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - Utilities 893,000 893,000


Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


01-260:

Description:

This project will connect the 8-inch water line on Currie Avenue to the 20-inch water main on Steel Street using a 20-inch x 12-inch tapping sleeve and valve (TS&V). The new 12-inch water line crossing at Steel Street will tie-in by turning the current 8-inch x 8-inch tee and tie to this tee with a 12-inch valve and a 12-inch x 8-inch reducer. The current 20-inch water main lies within an easement. The entire project consists of approximately 140 linear feet of additional water main.

Justification:

The absence of the water main loop hinders adequate fire protection as well as good circulation of water for the area. A second loop would provide the necessary fire protection to the surrounding industries, businesses, churches and residences. The additional loop will also provide improved water quality.

The 8-inch water line on Steel Street between Currie Avenue and Shell Road/Vepco Street has prematurely deteriorated due to soil conditions. Multiple breaks have occurred and the line was turned off and abandoned in-place. This tie-in will allow for a water main loop in order to maintain fire flows and circulation for other water mains in this area. Valves are closed at Military Highway to separate the two water systems and during these times the area is without a loop, which causes numerous dead ends, lower fire flows, and poor circulation.

Comments:

Water: Currie Ave At Steel Street Water Main LoopDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue



Expense





Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2026 301,300 301,300 0

301,300 301,300 0


47-120:

Description:

This project will install water mains along Jolliff Road, which will bridge the gap between the existing mains and crossing I-664. This project will also connect the water mains of the Western Branch plant to the Cavalier Industrial Park and Deep Creek area of the City. This project may require acquisition of real property (fee simple or easement), both permanent to protect the City’s utility system, and temporary to facilitate construction.

Justification:

This project will improve system hydraulics and reliability, and will offer the flexibility to use either the Portsmouth or Chesapeake systems to serve Western Branch. This connection will also allow the Western Branch Elevated Water Tank and the Cavalier Elevated Water Tank to be able to support either system if either tank was offline.

This project will be completed in phases. Phase I has been completed and installed over 1,800 feet of 16-inch water main along Jolliff Road and underneath Interstate 664 to Jolliff Middle School. Phase II is underway and will replace the 16-inch water main underneath Goose Creek and may also include additional water main improvements in Western Branch.

On November 26, 2019, City Council approved transferring $1.0 million to the West Road Force Main project, Project #78-250.

Comments:

Western Branch Interconnect to Lake Gaston WTPDepartment: Public Utilities Capital Projects






FutureYears

TotalAmount

Revenue




Total Revenue 7,298,000 7,298,000

Expense

Construction 7,298,000 7,298,000

Total Expense 7,298,000 7,298,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


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Total Programmed

Costs

49-250 Arboretum Channel Improvements

300,000 399,000 - - - - 699,000

73-120 BMP Restoration Citywide

2,050,000 100,000 100,000 - - - 2,250,000

05-260 Broadlawn Apartments Outfall Improvements

- 1,820,000 - - - - 1,820,000

50-250 Chesapeake Ave. Area Drainage Improvements

2,000,000 1,600,000 - - - - 3,600,000

03-160 Citywide Outfall Re-Grading and Restoration

2,934,332 750,000 1,000,000 200,000 300,000 - 5,184,332

43-170 Citywide System Rehab

3,400,000 700,000 700,000 300,000 200,000 - 5,300,000

07-150 Citywide Undesignated Drainage - Phase III

976,347 50,000 50,000 - - - 1,076,347

51-250 Cooper's Ditch Re-Grading, Phase II

1,000,000 - - - - - 1,000,000

04-130 D Street Drainage Improvements

370,000 - - - - - 370,000

24-240 Drum Creek Farms Drainage Improvements - Phase II

- - - 1,400,000 - - 1,400,000

25-230 Elmwood Landing Area Drainage Improvements

1,550,000 - - - - - 1,550,000

26-230 Forest Lakes Outfall Improvements

900,000 - - - - - 900,000

26-240 Greenbrier Outfall Improvements

1,100,000 - - - - - 1,100,000

27-230 Hickory Ridge Outfall Improvements

- 200,000 650,000 - - - 850,000

25-240 John Street Area Outfall Improvements

800,000 86,000 - - - - 886,000

07-130 Lamberts Trail Area Drainage Improvements

2,100,000 - - - - - 2,100,000

23-220 Loxley Gardens Drainage Improvements - Phase II

- 1,100,000 - - - - 1,100,000

07-180 Major Equipment Purchases - PW Stormwater Division

6,274,000 200,000 200,000 - - - 6,674,000

05-142 Meads Court Storm Water improvements

652,587 - - - - - 652,587

05-121 Neighborhood Drainage Improvements - Phase I

2,221,983 - - - - - 2,221,983



Capital ProjectsStorm Water

Project cost and Means of Finance Summary




Total Programmed

Costs




08-150 Neighborhood Drainage Improvements - Phase II

3,799,600 700,000 700,000 200,000 200,000 - 5,599,600

27-240 Nina Drive Area Outfall Improvements

1,500,000 - - - - - 1,500,000

52-250 Norfolk Highlands Drainage Improvements

- 600,000 600,000 - - - 1,200,000

09-150 Oakdale Area BMP and Drainage Improvements

5,000,000 - - - - - 5,000,000

24-220 Old Mill Rd. Drainage Improvements (Crossing Replacement)

750,000 - - - - - 750,000

28-230 Parkview Area Drainage Improvements

650,000 250,000 350,000 - - - 1,250,000

29-230 Resiliency & Reliability Program

1,600,000 - - - - - 1,600,000

76-120 Scenic Blvd. Drainage Improvements

260,000 - - - - - 260,000

77-120 Shillelagh Rd. Drainage Outfall Improvements

3,100,000 - - - - - 3,100,000

10-150 Stormwater Mapping & Master Drainage Plan III

601,124 - 100,000 - - - 701,124

11-150 Stormwater Quality Program - Phase II

4,140,565 100,000 100,000 - - - 4,340,565

05-140 Stormwater Quality Program/VPDES Permit Compliance

5,043,336 - - - - - 5,043,336

19-200 Welch Lane Drainage Improvements

480,000 - - - - - 480,000

Total 55,553,874 8,655,000 4,550,000 2,100,000 700,000 - 71,558,874


1,100,000 - - - - - 1,100,000


2,000,000 1,600,000 - - - - 3,600,000

Cash - Stormwater

49,403,874 1,500,925 4,550,000 2,100,000 700,000 - 60,903,874

Developer Pro Rata

400,000 485,000 - - - - 885,000

Fund Balance - Stormwater

2,500,000 2,649,075 - - - - 2,500,000

Grants

150,000 - - - - - 150,000

Fund Balance - Storm Water Capital Projects Fund

- 2,420,000 - - - - 2,420,000

Means of Financing




Total Programmed

Costs




Total 55,553,874 8,655,000 4,550,000 2,100,000 700,000 - 71,558,874


49-250:

Description:

This project will provide for channel restoration, which will include repairing and stabilizing channel banks, increasing system capacity, and providing a higher level of protection.

Justification:

Severe erosion of channel banks, access limitations, and environmental regulations have limited the City’s ability to conduct standard maintenance on the subject section of the channel. If the channel bank continues to erode, it has the potential to impact the foundation of adjacent apartment buildings as well as restrict flow from the outfall channel draining approximately 281 acres.

The Operations and Maintenance Contractor will provide a temporary bank stabilization plan (12-15 months) to allow the time necessary for proper design and permitting of the jurisdictional channel. Both an in-house survey and a wetlands delineation have been completed, and an in-house design is now underway.

Comments:

Arboretum Channel ImprovementsDepartment: Storm Water Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Stormwater Management





FutureYears

TotalAmount

Revenue

Fund Balance - Stormwater 300,000 300,000

Developer Pro Rata 399,000 399,000

Total Revenue 300,000 399,000 699,000

Expense


Construction 240,000 339,000 579,000


Total Expense 300,000 399,000 699,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 399,000 399,000 0

399,000 399,000 0


73-120:

Description:

The project will provide for the removal of significant accumulated amounts of sediment and silt in order to restore storage capacity and improve control of stormwater. This project will be completed at various locations citywide, including the following stormwater facilities: Bahama Way BMP, Southern Pines BMP, Fentress Road BMP, and Major Hillard Library BMP.

Justification:

Over the years significant amounts of silt and sediment have accumulated within City retention ponds limiting their capacity. This project is needed to maintain the hydraulic capacity and water quality functionality by limiting runoff to area creeks and streams.

Due to the substantial amount of stormwater quality requirements met through the SWIFT program, the project plan was revised for FY 2019 and the annual investment in BMP restorations was revised to $100,000 for FY 2020 - FY 2023.

Best Management Practices (BMPs) are devices used to reduce pollution in stormwater runoff, thereby protecting area waterways. These practices are often permanent facilities designed to handle stormwater runoff in a specific area. BMPs reduce the flow that allows for the filtration of pollutants before the stormwater enters our streams, rivers, lakes, and bays. BMPs must be maintained to ensure they perform properly. Types of BMPs include infiltration trenches/basins (stone-filled excavations that temporarily store stormwater runoff and soak into the soil beneath it), detention basins or dry ponds (man-made basins that detain water for specific periods of time after a storm), retention ponds (permanent pools of water that are very effective at improving water quality because they allow more time for sediment settling and removal), grassed swales (gently sloped vegetation areas that slow runoff), and filter strips/buffers (vegetation that removes sediment in runoff).

The May of 2020 City Council amended the CIP and suspended funding of this project for one year with funding to resume in FY 2022 due to COVID-19.

Comments:

BMP Restoration CitywideDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 2,050,000 100,000 100,000 2,250,000

Total Revenue 2,050,000 100,000 100,000 2,250,000

Expense

Construction 2,050,000 100,000 100,000 2,250,000

Total Expense 2,050,000 100,000 100,000 2,250,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

2023 100,000 100,000 0

200,000 200,000 0


05-260:

Description:

This project will address the failing public outfall system for Broadlawn Apartments. Improvements include replacement and resizing of +/-1,500 linear feet of storm pipe and installation of additional storm pipe under the railroad track.

Justification:

The existing system is inadequate causing frequent flooding and citizen complaints in the surrounding area. The existing system is deteriorated beyond repair and requires reconstruction. Improvements will reduce the current ongoing maintenance demands.

There are several City properties impacted by this damaged and undersized pipe system, including a public school. There is written documentation dating back 20 years for work orders and citizen call-ins regarding flooding concerns and ingress/egress during flooding events.

Comments:

Broadlawn Apartments Outfall ImprovementsDepartment: Storm Water Capital Projects

Project Type: Replacement Comprehensive Plan Goal Area: Stormwater Management





FutureYears

TotalAmount

Revenue

Fund Balance - Storm Water CP Fund 1,820,000 1,820,000

Total Revenue 1,820,000 1,820,000

Expense


Construction 1,390,000 1,390,000


Total Expense 1,820,000 1,820,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,820,000 1,820,000 0

1,820,000 1,820,000 0


50-250:

Description:

This project will provide for the replacement, improvement, and realignment of the stormwater system along Guerrier St., Chesapeake Ave., Ohio St., Rodgers St., Jefferson St., and Stewart St., located within the Quincy neighborhood of South Norfolk. It will also include re-grading and improvements to the existing channels between Jefferson St. and Park Ave., and Park Ave. and Holly Ave.

Justification:

PW and PU are coordinating the stormwater system improvements needed with the utility replacement planned for this area (Replacement of approximately 919 feet of sanitary sewer mains, effected manholes, and service laterals on Chesapeake Ave., Jackson Ave., and Ohio St. by Public Utilities).

Chesapeake Ave. Area Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - South Norfolk TIF 2,000,000 1,600,000 3,600,000

Total Revenue 2,000,000 1,600,000 3,600,000

Expense


Construction 1,300,000 1,600,000 2,900,000


Total Expense 2,000,000 1,600,000 3,600,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,600,000 1,600,000 0

1,600,000 1,600,000 0


03-160:

Description:

This project will provide for removal of accumulated sediment and silt from ditches and outfalls.

Justification:

Accumulated sediment and silt removal is required on a regular basis in order to maintain ditch capacity and improve stormwater runoff quality. Additional funding is needed to continue to restore drainage systems across the City. Identified areas in need of drainage improvements include Hazel Court, Haledon Drive, and Wesley Road.

Once major capital work to clear ditches and outfalls is completed, cleared areas will be maintained through the ongoing ditch access and bank mowing program funded in the Stormwater Operating Budget.

Comments:

Citywide Outfall Re-Grading and RestorationDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 2,934,332 600,925 1,500,000 5,035,257


Total Revenue 2,934,332 750,000 1,500,000 5,184,332

Expense


Construction 1,559,332 750,000 1,500,000 3,809,332


Total Expense 2,934,332 750,000 1,500,000 5,184,332

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 750,000 750,000 0

2023 1,000,000 1,000,000 0

2024 200,000 200,000 0

2025 300,000 300,000 0

2,250,000 2,250,000 0


43-170:

Description:

This project will provide for the replacement and upgrade of aging pipe systems and structures within selected neighborhoods in order to provide a ten year level of protection.

Justification:

The presence of numerous cave-ins and sinkholes in the area indicates there is a need for system improvement.

Funding for this project has been curtailed in order to meet increasing operating costs. In May of 2020 City Council amended the CIP and suspended funding for this project for one year.

Comments:

Citywide System RehabDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 3,400,000 1,200,000 4,600,000


Total Revenue 3,400,000 700,000 1,200,000 5,300,000

Expense


Construction 2,650,000 680,000 1,140,000 4,470,000


Total Expense 3,400,000 700,000 1,200,000 5,300,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 700,000 700,000 0

2023 700,000 700,000 0

2024 300,000 300,000 0

2025 200,000 200,000 0

1,900,000 1,900,000 0


07-150:

Description:

This project will provide for citywide drainage improvements including acquisition of easements, replacement of pipes, re-grading ditches, and associated activities.

Justification:

Major expenditures are necessary to increase drainage capacity in systems that experienced flooding from recent storm events. Many of these were brought to the City's attention by citizens' concerns raised during and after the 1999 hurricane season.

Due to the substantial amount of stormwater quality requirements met through the SWIFT program, the project plan was revised in FY 2019 and the annual investment to complete citywide drainage projects was revised to $50,000 for FY 2020 - FY 2023.

Comments:

Citywide Undesignated Drainage - Phase IIIDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 976,347 50,000 50,000 1,076,347

Total Revenue 976,347 50,000 50,000 1,076,347

Expense

Construction 976,347 50,000 50,000 1,076,347

Total Expense 976,347 50,000 50,000 1,076,347

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 50,000 50,000 0

2023 50,000 50,000 0

100,000 100,000 0


51-250:

Description:

This project will provide for the maintenance re-grading of Cooper's Ditch, from the Gloria Drive bridge to the Forest Road bridge.

Justification:

This project is needed to maintain the hydraulic capacity to serve the Cooper's Ditch Watershed.

Cooper's ditch was excavated as a canal facility in the early 1990s. Over the years significant amounts of silt and sediment have accumulated along the ditch, particularly in the vicinity of roadway crossings.

Comments:

Cooper's Ditch Re-Grading, Phase IIDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - Stormwater 1,000,000 1,000,000

Total Revenue 1,000,000 1,000,000

Expense




Total Expense 1,000,000 1,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


04-130:

Description:

This project will provide for the installation of a new drainage system along D Street including structures and basins.

Justification:

This segment of D Street lacks a drainage system to carry stormwater runoff resulting in flooding along the street.

D Street Drainage ImprovementsDepartment: Storm Water Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Stormwater Management





FutureYears

TotalAmount

Revenue



Expense





Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


24-240:

Description:

This project will complete drainage improvements that are necessary to provide relief to an overtaxed outfall ditch on Drum Creek Road in the Drum Creek Farms area. A new conveyance system will be designed and constructed.

Justification:

The purpose of this project is to curb flooding in the neighborhood and provide relief for the residents along Drum Creek Road. The ditch is experiencing major erosion due to the high velocities within the system. The capacity of the ditch is compromised by displaced sediment.

For years, the ditch along the rear of the 2400 block of Drum Creek Road has needed improvements and additional capacity. A secondary outfall is planned in this phase of Drum Creek Farms Drainage Improvements.

Comments:

Drum Creek Farms Drainage Improvements - Phase IIDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 1,400,000 1,400,000

Total Revenue 1,400,000 1,400,000

Expense


Construction 1,125,000 1,125,000

Other 100,000 100,000

Total Expense 1,400,000 1,400,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 1,400,000 1,400,000 0

1,400,000 1,400,000 0


25-230:

Description:

This project will provide for drainage improvements in the Elmwood Landing area. It will include related acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to address the existing neighborhood drainage deficiencies. It will also include the replacement of three downstream culvert crossings.

Justification:

Major investments in improvements are necessary to increase drainage capacity and upgrade deficient drainage systems in this neighborhood.

In the FY 2020-24 CIP, the project funding source for FY 2020 was modified from Grant Proceeds to Stormwater Cash because the grant was not awarded.

This area was identified in a study after the 1999 storms caused significant flooding in this area. During major storm events, the adjacent Dismal Swamp area contributes to this flooding.

Comments:

Elmwood Landing Area Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Grant 150,000 150,000

Cash - Stormwater 1,400,000 1,400,000

Total Revenue 1,550,000 1,550,000

Expense


Construction 1,200,000 1,200,000

Other 200,000 200,000

Total Expense 1,550,000 1,550,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


26-230:

Description:

This project will provide for drainage and outfall improvements in the Forest Lakes area. It will include related acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to address the existing neighborhood drainage deficiencies. This project will also include the replacement of downstream culverts.

Justification:


This area was identified in a drainage study after the 1999 storms caused significant flooding in this area.

Comments:

Forest Lakes Outfall ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue



Expense





Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


26-240:

Description:

This project will provide for drainage improvements with the related acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to provide a higher level of protection and an improved stormwater system in this watershed with inter-connected lake systems that are dependent on a single outlet control structure. This project will explore the provision of an improved outlet control structure, and the capacity to reduce flooding during major storm events.

Justification:

The frequency and intensity of storms impacting the City of Chesapeake and the region as a whole have been observed to be much greater than in the past. These project improvements will provide critical systems with added levels of protection that will help reduce the impact of flooding during major storm events.

Greenbrier Outfall ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 1,100,000 1,100,000

Expense



Other 50,000 50,000

Total Expense 1,100,000 1,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


27-230:

Description:

This project will provide for drainage improvements in the Hickory Ridge area. It will include related acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to address the existing neighborhood drainage deficiencies. This project will also include the replacement of downstream culverts.

Justification:


This area was identified in the 1999 drainage studies after storms caused significant flooding in this area.

Comments:

Hickory Ridge Outfall ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 200,000 650,000 850,000

Total Revenue 200,000 650,000 850,000

Expense


Construction 25,000 650,000 675,000


Total Expense 200,000 650,000 850,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 200,000 200,000 0

2023 650,000 650,000 0

850,000 850,000 0


25-240:

Description:

This project will complete drainage improvements in the John Street Area Outfall that are necessary to provide relief to undersized outfall pipes that receive outfall from hundreds of acres in Suffolk's Pughsville area. Several pipes will be upgraded with this project. An improved conveyance system will also be designed and constructed. Easements and wetland mitigation may also be required.

Justification:

The purpose of this project is to ensure the stormwater system accommodates the upstream system to curb flooding in the neighborhood and provide relief for the residents.

A recent Watershed Study performed on the Drum Point Creek watershed revealed a deficiency within the John Street Area Outfall. For years, during larger storms, the Pughesville neighborhood has been dealing with undersized outfalls and associated flooding. During Hurricane Matthew in 2016, several feet of water backed up to the homes. This project will be funded by cash from the Stormwater Fund ($500,000) and Drainage Pro-Rata funds ($300,000).

Comments:

John Street Area Outfall ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue


Developer Pro Rata 300,000 86,000 386,000

Total Revenue 800,000 86,000 886,000

Expense


Construction 550,000 86,000 636,000

Other 100,000 100,000

Total Expense 800,000 86,000 886,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 86,000 86,000 0

86,000 86,000 0


07-130:

Description:

This project will improve the outfall using adequate sized pipe systems along Deep Creek Boulevard, re-grade roadside ditches, and re-set driveway pipes as needed within the Lamberts Trail area.

Justification:

This project was identified after flooding occurred due to several storms in the Fall of 1999. There is a need to improve the area's outfall along Deep Creek Boulevard, re-grade roadside ditches, and re-set driveway pipes.

Design has been completed. Construction is underway.

Comments:

Lamberts Trail Area Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 2,100,000 2,100,000

Total Revenue 2,100,000 2,100,000

Expense


Construction 1,950,000 1,950,000


Total Expense 2,100,000 2,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


23-220:

Description:

This project will provide for Phase II of the Loxley Gardens Drainage Improvements, which includes the acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to address the existing neighborhood drainage deficiencies. Phase II will also replace the downstream culvert crossing of Gilmerton Road and elevate the roadway at this crossing.

Justification:

Major expenditures are necessary to increase drainage capacity and upgrade deficient drainage systems in this neighborhood.

This area experiences frequent flooding during rainfall events due to tidal impacts and an undersized stormwater system. Phase I improvements were completed in 2008. Phase II will continue improvements in the area to increase drainage capacity and performance.

Comments:

Loxley Gardens Drainage Improvements - Phase II Department: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 1,100,000 1,100,000

Expense




Total Expense 1,100,000 1,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,100,000 1,100,000 0

1,100,000 1,100,000 0


07-180:

Description:

This project will provide for the purchase of replacement vehicles and major equipment for the Public Works Stormwater Division.

Justification:

Over 50% of the current fleet has exceeded its useful service life, which results in increased maintenance costs and equipment downtime.

Annual funding of $200,000 is provided for new major equipment purchases planned for FY 2020 – FY 2023. On November 18, 2014, City Council added $500,000 to this project to purchase two street sweepers.

Comments:

Major Equipment Purchases - PW Stormwater Division

Department: Storm Water Capital Projects

Project Type: Equipment Comprehensive Plan Goal Area: Stormwater Management





FutureYears

TotalAmount

Revenue

Cash - Stormwater 5,074,000 200,000 200,000 5,474,000


Total Revenue 6,274,000 200,000 200,000 6,674,000

Expense

Equipment 6,274,000 200,000 200,000 6,674,000

Total Expense 6,274,000 200,000 200,000 6,674,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 200,000 200,000 0

2023 200,000 200,000 0

400,000 400,000 0


05-142:

Description:

This project will provide for storm water improvements for Meads Court.

In 2017, City Council appropriated funds for a best management practice (BMP) project based on a prospective grant from the Virginia Department of Environmental Quality (DEQ). The City was unable to acquire the land needed for the BMP, but will use the local funds appropriated to improve storm water management at Meads Court.

Comments:

Meads Court Storm Water ImprovementsDepartment: Storm Water Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Stormwater Management





FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


05-121:

Description:

This project will provide for citywide drainage improvements including the acquisition of easements, replacement of pipes, re-grading ditches, and associated activities to address existing neighborhood drainage deficiencies. (See also CIP 08-150 "NeighborhoodDrainage Improvements - Phase II").

Justification:

Major improvements are necessary to increase drainage capacity and upgrade deficient drainage systems in existing neighborhoods Citywide.

This project will include the neighborhoods of Phyllis Drive, Jarvis Road, Buskey Road outfall, Bainbridge Boulevard, Ohio Street, Jefferson Street, Chesapeake Drive, Inland Colony area, Fernwood Farm outfalls, Cedarville/Sanderson Road area, Shell Road outfall, and Oleander Avenue outfall improvement, and Greenbrier outfall improvements.

Comments:

Neighborhood Drainage Improvements - Phase IDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 2,221,983 2,221,983

Total Revenue 2,221,983 2,221,983

Expense


Construction 2,046,056 2,046,056

Total Expense 2,221,983 2,221,983

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


08-150:

Description:

This project will provide for citywide drainage improvements including acquisition of easements, replacement of pipes, re-grading ditches, and associated activities to address existing neighborhood drainage deficiencies.

Justification:

Major improvements are necessary to increase drainage capacity and upgrade deficient drainage systems in existing neighborhoods citywide.

In May of 2020 City Council reduced funding for this project for FY 2021 from $500,000 to $125,000.

Comments:

Neighborhood Drainage Improvements - Phase IIDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 3,799,600 1,100,000 4,899,600


Total Revenue 3,799,600 700,000 1,100,000 5,599,600

Expense


Construction 3,674,600 645,000 935,000 5,254,600

Land Acquisition 25,000 15,000 45,000 85,000

Total Expense 3,799,600 700,000 1,100,000 5,599,600

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 700,000 700,000 0

2023 700,000 700,000 0

2024 200,000 200,000 0

2025 200,000 200,000 0

1,800,000 1,800,000 0


27-240:

Description:

This project will complete drainage improvements to the Lisa Cove Outfall portion of the Nina Drive Area Outfall. The project will include drainage improvements to the system from the Lisa Cove Outfall to Salvadore Drive and to Colombo Avenue. It will also include improvements along Colombo Avenue across Coffman Boulevard and Pinta Drive to the Nina Drive intersection. Several pipes will be upgraded with this project. An improved conveyance system will also be designed and constructed. Easements and wetland mitigation may also be required.

Justification:

The purpose of this project is to ensure that this stormwater system accommodates the upstream system to curb flooding in the neighborhood and provide relief for the residents.

A recent study performed for this area revealed a system deficiency. For years, during the larger storms, the neighborhood has been dealing with undersized outfalls and associated flooding.

Comments:

Nina Drive Area Outfall ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 1,500,000 1,500,000

Total Revenue 1,500,000 1,500,000

Expense


Construction 1,160,000 1,160,000

Other 100,000 100,000

Total Expense 1,500,000 1,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


52-250:

Description:

This project will provide for the replacement, improvement, and realignment of the public stormwater system and outfalls within the Norfolk Highlands area neighborhood to improve system capacity and mitigate flooding issues.

Justification:

This project is needed to improve the hydraulic capacity required to serve the Norfolk Highlands neighborhood and reduce flooding conditions.

The Norfolk Highlands Area Neighborhood Drainage Study was completed in July 2019 by City Consultant. The Study analyzed existing conditions and recommended several improvements to remediate existing drainage issues.

Comments:

Norfolk Highlands Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - Storm Water CP Fund 600,000 600,000


Total Revenue 600,000 600,000 1,200,000

Expense

Construction 600,000 600,000 1,200,000

Total Expense 600,000 600,000 1,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 600,000 600,000 0

2023 600,000 600,000 0

2025 0

1,200,000 1,200,000 0


09-150:

Description:

This project will provide for an updated study and construction of stormwater pipes, ditches, and lakes/BMPs to provide flood and water quality improvements.

Justification:

This area experiences frequent flooding due to the old and undersized drainage system. A study completed in 1999 recommended several large size drainage facilities to improve the conditions and prevent flooding.

Best Management Practices (BMPs) are devices used to reduce pollution in stormwater runoff, thereby protecting area waterways.

Comments:

Oakdale Area BMP and Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 5,000,000 5,000,000

Total Revenue 5,000,000 5,000,000

Expense


Construction 4,500,000 4,500,000


Total Expense 5,000,000 5,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


24-220:

Description:

The project will provide for design and construction of Master Drainage Facility Improvements in the Deep Creek Watershed, which will include a crossing replacement at Old Mill Road.

Justification:

This project is needed to complete the improvements identified in master drainage studies and watershed studies.

For the FY 2019-23 CIP, the total project cost was increased due to most recent estimates. The City has completed many master drainage and watershed studies that have identified necessary improvements. This project will address some of the needs. Project funding includes $100,000 toward the total project cost from the Drainage Pro-Rata account for the Deep Creek (DC) Watershed.

Comments:

Old Mill Rd. Drainage Improvements (Crossing Replacement)


Project Type: Replacement Comprehensive Plan Goal Area: Stormwater Management





FutureYears

TotalAmount

Revenue


Developer Pro Rata 100,000 100,000


Expense



Other 75,000 75,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


28-230:

Description:

This project will provide for the drainage improvements in the Parkview area. It will include related acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to address the existing neighborhood drainage deficiencies. This project will also include the replacement of downstream culverts.

Justification:


This area was identified in the 1999 drainage studies after storms caused significant flooding in this area.

Comments:

Parkview Area Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 650,000 250,000 350,000 1,250,000

Total Revenue 650,000 250,000 350,000 1,250,000

Expense


Land Acquisition 450,000 250,000 350,000 1,050,000

Total Expense 650,000 250,000 350,000 1,250,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 250,000 250,000 0

2023 350,000 350,000 0

600,000 600,000 0


29-230:

Description:

This project will provide for drainage improvements with related acquisition of easements, replacement of pipes, re-grading of ditches, and associated activities to provide a higher level of protection and improved stormwater systems in city areas with inter-connected lake systems that are dependent on a single outlet control structure. This program will look at providing an improved outlet control structure in areas such as the Greenbrier lakes system, Etheridge lakes system, Stonegate lakes system, and other lake systems with drainage deficiencies. This project will also include the replacement of downstream culverts.

Justification:

Major investments in improvements are necessary to increase drainage capacity and upgrade deficient drainage systems in these areas.

The frequency and intensity of storms impacting the City of Chesapeake and the region as a whole have been observed to be much greater than in the past. These project improvements will provide critical systems with added levels of protection that will help reduce the impact of flooding during major storm events.

Comments:

Resiliency & Reliability ProgramDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 1,600,000 1,600,000

Total Revenue 1,600,000 1,600,000

Expense




Total Expense 1,600,000 1,600,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 0

2024 0

0 0 0


76-120:

Description:

The project will provide for the re-grading of roadside ditches and re-setting of driveway pipes along Scenic Boulevard.

Justification:

The driveway pipes have settled over time and the ditch silted to a point that it has created drainage problems. This project will restore the system's functionality.

Scenic Blvd. Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


77-120:

Description:

This project will provide for improvements to the main outfall for Shillelagh Road, which will include widening the outfall and upgrading the downstream culvert crossing in order to improve drainage and prevent frequent flooding in this area.

Justification:

After the storms of 1999, the community around the Shillelagh Road/Herring ditch was identified as one of the drainage areas to study. The study, completed in 1999, recommended widening the outfall ditch and upgrading the downstream culverts.

Shillelagh Rd. Drainage Outfall ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 3,100,000 3,100,000

Total Revenue 3,100,000 3,100,000

Expense


Construction 2,600,000 2,600,000

Total Expense 3,100,000 3,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


10-150:

Description:

This project will continue the updating of the Stormwater Inventory Mapping and Master Drainage Plan.

Justification:

The updating of the Stormwater Inventory Mapping and Master Drainage Plan is essential in providing quick, accurate information to City staff, consultants, and the general public. This will provide inventory mapping to support emergency responses and GASB 34 accounting.

On May 28, 2019, City Council transferred $48,876 from this project to CIP 70-230 "Crestwood Watershed Master Drainage Plan" to provide the local match for a grant award.

Comments:

Stormwater Mapping & Master Drainage Plan IIIDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 601,124 100,000 701,124

Total Revenue 601,124 100,000 701,124

Expense


Total Expense 601,124 100,000 701,124

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 100,000 100,000 0

100,000 100,000 0


11-150:

Description:

The Stormwater Quality program will ensure compliance with the Virginia Pollution Discharge Elimination System Permit and will update the City's MS4 (Municipal Separate Stormwater Sewer System) Program plan. This project will provide for the development of PARS system (regional stormwater tracking and reporting system), extensive data collection, and inspection of all stormwater management facilities in accordance with the new permit requirements. It will also establish a monitoring and sampling program to comply with the new TMDL requirements. As part of the permit requirements, the City will be completing stormwater retrofit projects to address stormwater runoff discharge into waterways and creeks.

Justification:

The City and neighboring localities are currently working with the Virginia Dept. of Conservation & Recreation (VDCR) and Environmental Protection Agency (EPA) to finalize the new MS4 permit requirements. Once a permit is issued, the City is required to comply with the new permit. This project is needed to comply with the new permit. Chesapeake and all localities within the Chesapeake Bay watershed are also required to comply with an EPA Watershed Implementation Plan (WIP) to address pollutant TMDL (also known as the pollution diet) for the Chesapeake Bay.

Due to the substantial amount of stormwater quality requirements met through the SWIFT program, project funding was reduced starting in FY 2019.

Comments:

Stormwater Quality Program - Phase IIDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue

Cash - Stormwater 4,140,565 100,000 100,000 4,340,565

Total Revenue 4,140,565 100,000 100,000 4,340,565

Expense

Design & Engineering 1,415,565 25,000 25,000 1,465,565

Construction 2,725,000 75,000 75,000 2,875,000

Total Expense 4,140,565 100,000 100,000 4,340,565

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

2023 100,000 100,000 0

200,000 200,000 0


05-140:

Description:

This program will ensure compliance with the Virginia Pollution Discharge Elimination System Permit and update the City's MS4 (Municipal Separate Stormwater Sewer System) Program plan.

Justification:

The City and neighboring localities are currently working with the Virginia Dept. of Conservation and Recreation (VDCR) and Environmental Protection Agency (EPA) to finalize the new MS4 permit requirements. When a permit is issued, the City is required to comply with the new permit and this project is needed to meet permit compliance. All localities within the Chesapeake Bay watershed are required to comply with an EPA Watershed Implementation Plan to address the pollutant Total Maximum Daily Load (TMDL) for the Chesapeake Bay.

The Stormwater Quality Program project includes extensive data collection and inspection of all stormwater facilities to comply with the new permit requirements and to establish a monitoring and sampling program to comply with the new TMDL requirements. This study is part of a regional effort led by the Hampton Roads Planning District for improvements to the Chesapeake Bay watershed as required by new EPA regulations.

On December 11, 2018, City Council approved an FY 2019 Capital Budget amendment and transferred $675,000 from this project to the newly established project 65-230 “Philmont Ave Septic System Disconnection”.

On October 23, 2018, City Council approved an FY 2019 Capital Budget amendment that established a new sub-project 05-144 “22nd St. Regional BMP” under the main project 05-140 because the City was awarded a new SLAF grant from the Virginia Dept. of Environmental Quality (DEQ). The sub-projects total estimated cost is $627,500. The grant award covered 50% of the cost with a required 50% local match. City Council approved appropriated the $313,750 grant and reassigned $313,750 from the main project 05-140 to the new sub-project 05-144 to fund the City’s local match requirements

On June 27, 2017, City Council approved an FY 2018 Capital Budget amendment that added two projects because the City was awarded grants from DEQ. The new stormwater projects 05-142 “Meads Court BMP” and # 05-143 “New Mill Regional BMP” were established as sub-projects of the main project 05-140. The DEQ grant award covered 50% of the cost of each new sub-project and required a 50% local match. City Council approved reassigning $1,707,203 from the appropriated budget of the main project 05-140 to fund the City’s local match requirements for the sub-projects ($684,228 was reassigned to project 05-142 and $1,022,975 to project 05-143).

Since the City was unable to acquire land needed for the New Mill Regional BMP grant, the local portion of that funding was returned to the main project.

Comments:

Stormwater Quality Program/VPDES Permit Compliance







FutureYears

TotalAmount

Revenue

Cash - Stormwater 5,043,336 5,043,336

Total Revenue 5,043,336 5,043,336

Expense


Construction 2,492,256 2,492,256

Total Expense 5,043,336 5,043,336

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


19-200:

Description:

This project will provide for neighborhood drainage improvements that will include replacement and additions to the existing inadequate stormwater system to improve the level of protection to meet current stormwater design requirements.

Justification:

The existing stormwater system along Welch Lane is inadequate to handle the amount of runoff generated in the area. In some cases, a conveyance system is not in place to carry runoff to the outfall.

Many complaints about poor drainage and flooding have been received from this area for a number of years.

Comments:

Welch Lane Drainage ImprovementsDepartment: Storm Water Capital Projects






FutureYears

TotalAmount

Revenue



Expense





Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference




Total Programmed

Costs

30-230 Advanced Right-of-Way Acquisition Program

1,100,000 200,000 200,000 - - - 1,500,000

08-260 Arterial and Collector Roadway Rehabilitation

- - - - 500,000 2,000,000 2,500,000

62-250 Battlefield Blvd. at Volvo Pkwy. - Intersection Improvements Phase II

- - - 282,500 1,192,500 - 1,475,000

57-250 Cedar Road Widening

- - - - 400,000 - 400,000

31-230 Centerville Turnpike Bridge Feasibility Study

500,000 - - - - - 500,000

26-220 Citywide Sidewalk Installation

1,000,000 800,000 800,000 800,000 800,000 800,000 5,000,000

31-220 Citywide Traffic Signal Retiming - Phase I

151,696 - - - - - 151,696

62-230 Citywide Traffic Signal Retiming - Phase II

450,000 - - - - - 450,000

58-250 Citywide Trails and Open Space Connectivity Plan

- 187,500 187,500 - - - 375,000

32-230 CTS - Chesapeake Expressway Renewals - Phase III - Variable Message Boards

- 720,000 - - - - 720,000

28-240 CTS - Chesapeake Expressway Repaving

- 2,950,000 3,300,000 4,600,000 - - 10,850,000

34-230 CTS - Dominion Blvd. Veterans Bridge - Closed Circuit Television (CCTV)

340,000 - - - - - 340,000

56-250 CTS - Dominion Blvd. Veterans Bridge Toll System Upgrades

- - 330,000 - - - 330,000

09-260 CTS - Dominion Blvd./Veterans Bridge - LED Roadway Lighting Replacement/Upgrade

- 500,000 600,000 - - - 1,100,000

08-180 Deep Creek AIW Bridge Replacement

21,500,000 850,000 - - - - 22,350,000

10-260 Eden Way N 2nd Left Turn Lane at Greenbrier Parkway

- 400,000 665,000 - - - 1,065,000

29-240 Edwin Drive Improvements

1,800,000 - - - - - 1,800,000

38-240 Elbow Road Bridge Replacement

813,000 5,186,000 536,000 - - - 6,535,000

59-250 Elbow Road Center Lane Addition

- - - - 600,000 2,465,000 3,065,000

35-230 Elbow Road Widening - Phase II

10,665,000 2,000,000 4,035,000 3,500,000 - - 20,200,000



Capital ProjectsTransportation





Total Programmed

Costs




09-180 Freeman Ave. Railroad Overpass Bridge

3,821,640 2,956,943 6,800,000 6,836,417 - - 20,415,000

37-230 George Washington Hwy. (US Route 17) Widening

2,500,000 - - - 4,000,000 1,500,000 8,000,000

38-230 Gilmerton Auxiliary Counterweights Bridge Repairs

1,514,913 - - - - - 1,514,913

03-120 Grade Crossing Safety Program II

200,000 - - - - - 200,000

60-250 Greentree Road Extension

- - - - 500,000 - 500,000

54-230 Intersection Improvements: Battlefield Blvd. at Great Bridge Blvd. & Kempsville Rd.

1,210,000 - - - - - 1,210,000

40-230 Intersection Improvements: Battlefield Blvd. at Volvo Pkwy. - Phase I

1,350,000 - - - - - 1,350,000

41-230 Intersection Improvements: Butts Station Rd. at Kempsville Rd.

1,150,000 - - - - - 1,150,000

67-250 Johnstown Road at Battlefield Blvd - Right Turn Lane

750,000 - - - 300,000 - 1,050,000

30-240 Johnstown Road Ditch and Shoulder Improvements

5,000,000 - - - 7,403,000 8,194,000 20,597,000

27-220 Left Turn Lane and Signal Modification: Volvo Pkwy. at Greenbrier Pkwy.

350,000 - - - - - 350,000

63-250 Master Transportation Plan Update

250,000 - - - - - 250,000

36-210 Mt. Pleasant Rd. Widening - Phase I

3,394,326 - - - - - 3,394,326

42-230 Mt. Pleasant Rd. Widening - Phase II

1,875,000 2,975,000 - - - - 4,850,000

61-250 Mt. Pleasant Road at Great Bridge Bypass - Interchange Improvement

- - - 617,000 5,384,000 - 6,001,000

69-250 Mt. Pleasant Road. Widening - Right-of-Way Acquisition

- - - - 600,000 - 600,000

07-190 Non-Arterial Street Repaving

13,150,000 - - - - - 13,150,000

58-230 Number 10 Lane Bridge - Replacement/Repairs

161,000 1,090,000 - - - - 1,251,000

56-230 Oaklette Bridge (Indian River Road) - Replacement/Repairs

1,682,000 3,446,000 - - - - 5,128,000

57-230 Old Mill Rd. Bridge - Replacement/Repairs

1,153,000 - - - - - 1,153,000

44-230 Pedestrian Sidewalk and Street Lighting - Poindexter St. at I-464 Overpass

548,500 - - - - - 548,500




Total Programmed

Costs




33-240 Pedestrian Sidewalk for Industrial Ave. to Liberty St.

763,000 - - - - - 763,000

17-130 Repair & Maintenance Roads and Bridges - Phase III

198,099 - - - - - 198,099

37-210 Repair & Maintenance Roads and Bridges - Phase IV

1,640,573 500,000 - - - - 2,140,573

11-260 Repair and Replacement of Roads & Bridges - Phase V

- 460,000 1,225,000 1,020,000 1,195,000 - 3,900,000

12-260 Residential Traffic Calming Program

- 100,000 - - - - 100,000

38-210 Right Turn Lane and Signal Modification: Woodlake Dr. at Greenbrier Pkwy.

2,160,000 - - - - - 2,160,000

23-200 Right Turn Lane Extension: Battlefield Blvd. at Hickory High School

100,000 - - - - - 100,000

45-230 Right Turn Lane Extension: Greenbrier Pkwy. at Kempsville Rd.

350,000 - - - - - 350,000

47-230 Right Turn Lanes: Deep Creek Area

338,000 - - - - - 338,000

13-260 Route 168 Bridge Repairs

- 310,000 1,775,000 1,775,000 - - 3,860,000

41-210 Rural Roads Safety Improvement Program

2,550,000 500,000 500,000 - - - 3,550,000

14-260 Traffic Signal Central Management System Upgrade

- 350,000 - - - - 350,000

28-220 Traffic Signals and Intersection Improvements - Phase III

200,000 200,000 - - - 400,000

46-170 Triple Decker Bridge Rehabilitation

8,901,000 - - - - - 8,901,000

29-220 Turn Lanes and Signal Modification: Hanbury Rd. at Johnstown Rd.

1,501,000 - - - - - 1,501,000

71-250 Weiss Lane Widening

- 500,000 - - 400,000 - 900,000

Total 96,881,747 27,181,443 21,153,500 19,430,917 23,274,500 14,959,000 202,881,107


1,840,000 - - - - - 1,840,000

Cash - Lockbox City

2,325,000 300,000 300,000 300,000 1,400,000 2,000,000 6,625,000


2,811,500 2,956,943 - 3,043,057 - - 8,811,500


2,118,585 - - - - - 2,118,585

Means of Financing

-




Total Programmed

Costs




Fund Balance - CTS

340,000 4,170,000 4,230,000 4,600,000 - - 13,340,000


28,817,487 4,512,500 587,500 - 5,253,000 4,097,000 43,267,487


470,000 - - - - - 470,000


18,924,000 2,250,000 1,665,000 500,000 2,850,000 3,265,000 29,454,000

G.O. Debt - Short Term Financing

- 770,000 3,000,000 2,795,000 1,195,000 - 7,760,000

G.O. Debt - South Norfolk TIF

2,250,000 - - 423,360 - - 2,673,360

Federal Contribution

- - 6,800,000 3,370,000 - - 10,170,000

Proffers

1,469,275 500,000 - - - - 1,969,275

VDOT Reimbursements

34,515,900 11,722,000 4,571,000 4,399,500 8,576,500 1,500,000 65,284,900

VDOT Revenue Sharing

1,000,000 - - - 4,000,000 4,097,000 9,097,000

Total 96,881,747 27,181,443 21,153,500 19,430,917 23,274,500 14,959,000 202,881,107


30-230:

Description:

This project will provide funding to acquire key properties in support of future transportation and stormwater improvement projects.

Justification:

The advanced right-of-way acquisition of key properties will result in significant savings and preserve strategic corridors for future improvements. For example, when City Council authorized advanced right-of-way acquisition funds for the Deep Creek Bridge, the Public Works Dept. was able to purchase eight properties at a significant savings for the project. Accordingly, this new Citywide project was established beginning in FY 2019 to expand this program for various future transportation and stormwater improvement projects.

Typically, right-of-way costs are included in the overall funding for capital projects and follow the preliminary engineering phase. However, this typical structure does not allow flexibility for the City's Public Works Department to respond to offers to acquire property in advance of development. This project will allow for that flexibility.

Comments:

Advanced Right-of-Way Acquisition ProgramDepartment: Transportation Capital Projects

Project Type: Addition or Expansion Comprehensive Plan Goal Area: Transportation





FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 1,100,000 200,000 200,000 1,500,000

Total Revenue 1,100,000 200,000 200,000 1,500,000

Expense

Other 1,100,000 200,000 200,000 1,500,000

Total Expense 1,100,000 200,000 200,000 1,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 200,000 200,000 0

2023 200,000 200,000 0

400,000 400,000 0


08-260:

Description:

This project will rehabilitate arterial and collector roadways through various techniques including mill, overlay and total reclamation.

Justification:

Currently, the average condition of the City's arterial and collector roadways is at 56 using the City's pavement management system ranking software. It is anticipated that the conditions will continue to deteriorate over the next 5 years with the ranking falling into the 40s at the current level of funding. It will also allow funds in the Operating Budget to provide for the rehabilitation of residential streets.

Arterial and Collector Roadway RehabilitationDepartment: Transportation Capital Projects

Project Type: Renovation or Rehabilitation Comprehensive Plan Goal Area: Transportation





FutureYears

TotalAmount

Revenue



Total Revenue 2,500,000 2,500,000

Expense

Construction 2,500,000 2,500,000

Total Expense 2,500,000 2,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 0

2024 0

2025 500,000 500,000 0

2026 2,000,000 2,000,000 0

2,500,000 2,500,000 0


62-250:

Description:

This project will provide for Phase II of a two-phase project to improve the intersection of Battlefield Blvd. at Volvo Parkway. Phase II will widen the westbound Volvo Parkway approach to Battlefield Blvd. and will add a second right-turn lane to create dual right-turn lanes for the high volume of traffic turning right from Volvo Parkway to northbound Battlefield Blvd. and I-64. (For Phase I details, please see CIP 40-230 "Intersection Improvements: Battlefield Blvd. at Volvo Pkwy. - Phase I").

Justification:

This project will improve the capacity of the Volvo Parkway and Battlefield Boulevard intersection.

This project was awarded SmartScale funding through VDOT.

Comments:

Battlefield Blvd. at Volvo Pkwy. - Intersection Improvements Phase II

Department: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

VDOT Reimbursements 1,475,000 1,475,000

Total Revenue 1,475,000 1,475,000

Expense


Construction 1,003,500 1,003,500


Total Expense 1,475,000 1,475,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 282,500 282,500 0

2025 1,192,500 1,192,500 0

1,475,000 1,475,000 0


57-250:

Description:

This project will widen Cedar Road to provide a center lane and an additional eastbound through lane on Cedar Road from Holt Drive to Battlefield Blvd.

Justification:

This project will widen Cedar Rd to match the roadway cross section west of Holt Rd., which will reduce traffic congestion and improve safety for the corridor.

Cedar Rd east of Holt Rd is currently three lanes wide. The roadway west of Holt Rd has been widened in the past to five lanes.

Comments:

Cedar Road WideningDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

To Be Determined 4,357,000 4,357,000


Total Revenue 400,000 4,357,000 4,757,000

Expense


Construction 1,800,000 1,800,000


Equipment 593,000 593,000

Other 500,000 500,000

Total Expense 400,000 4,357,000 4,757,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

2024 0

2025 400,000 400,000 0

2026 0

400,000 400,000 0


31-230:

Description:

This project will provide for a feasibility study to evaluate options for replacing the existing Centerville bridge with a fixed span bridge over the Albemarle and Chesapeake Canal that can also provide adequate vertical clearance for navigational activities and a wider bridge for the future roadway widening.

Centerville Turnpike Bridge Feasibility StudyDepartment: Transportation Capital Projects

Project Type: Study Comprehensive Plan Goal Area: Transportation





FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


26-220:

Description:

The project will provide for installation of sidewalks in different areas of the City where sidewalks will improve the safety of the general public as well as connectivity between neighborhoods. Locations identified for this project include the sidewalks along Etheridge Manor Boulevard.

Justification:

Pedestrian activities in certain areas of the City can be enhanced with improved safety and connectivity by providing sidewalks for public use. This project will install sidewalks to enhance those areas.

In May of 2020, City Council amended the CIP and suspended funding for this project for one year.

Comments:

Citywide Sidewalk InstallationDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


Cash - Lockbox City 300,000 300,000 900,000 1,500,000

G.O. Debt - City 500,000 2,300,000 2,800,000

Total Revenue 1,000,000 800,000 3,200,000 5,000,000

Expense


Construction 900,000 700,000 2,800,000 4,400,000

Land Acquisition 50,000 30,000 120,000 200,000

Total Expense 1,000,000 800,000 3,200,000 5,000,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 800,000 800,000 0

2023 800,000 800,000 0

2024 800,000 800,000 0

2025 800,000 800,000 0

2026 800,000 800,000 0

4,000,000 4,000,000 0


31-220:

Description:

This project will provide for the retiming of specific traffic signals in the City of Chesapeake, which will be completed in phases. Phase I(A) started in FY 2018 and will provide for the retiming of fourteen traffic signals that will including five signals on Military Highway between the I-64 W off-ramp and Shell Road, and nine signals on George Washington Highway between Wintergreen Drive and Mill Creek Parkway. Phase I(B) is scheduled to start in FY 2021 with the specific signals to be defined.

Justification:

The City was awarded $140,000 in federal Congestion Mitigation and Air Quality (CMAQ) program grant funds that are reimbursable through the Virginia Dept. of Transportation (VDOT). The City entered into an agreement with VDOT to complete this traffic signal retiming project “Chesapeake Signal Retiming Phase I” (phase I(A) in FY 2018 and I(B) in FY 2021).

For FY 2018, VDOT budgeted $30,000 in federal CMAQ program funds for the City to complete phase I(A). On September 12, 2017, City Council amended the CIP to accept the FY 2018 grant allocation and fully fund Phase I(A) of this project.

For FY 2021, VDOT has programmed $110,000 in federal CMAQ program funds for the City to complete phase I(B) of this project. Phase I(B) is currently estimated to cost $115,000. Some local funding is required for phase I(B) costs that exceed VDOT's reimbursable allocation.

September 12, 2017 - City Council added this project to the CIP and appropriated $30,000 in federal CMAQ program funds awarded through VDOT for phase I(A) and approved a transfer of $6,696 from the department's operating budget. While local matches are not required, CMAQ funding was less than the estimated project cost.

Comments:

Citywide Traffic Signal Retiming - Phase IDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


VDOT Reimbursements 140,000 140,000


Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


62-230:

Description:

This project will provide for signal retiming of specific traffic signals throughout the City of Chesapeake.

On June 12, 2018, City Council amended the CIP to add this as a new project for FY 2019. VDOT grant funding totaling $450,000 was awarded to complete this project ($35,000 in FY 2019 and $415,000 in FY 2021).

Comments:

Citywide Traffic Signal Retiming - Phase IIDepartment: Transportation Capital Projects

Project Type: System Acquisition or Upgrade Comprehensive Plan Goal Area: Transportation





FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


58-250:

Description:

This project will provide for the development of a Citywide Trails and Open Space Connectivity Plan. Chesapeake needs to develop a formal stand-alone plan focused on open space and trail connectivity to include blue and green infrastructure. It also needs to identify strategies for protecting, conserving, and enhancing these vital assets. Currently, the City relies on the Comprehensive Plan and its 2050 Master Trails component to inform planning efforts related to bicycle and pedestrian improvements, development of new trails, and blue/green connections. The Trails and Open Space Connectivity Plan expands on this portion of the Comprehensive Plan and generates a separate planning document outlining goals and objectives the City can implement to support a robust and integrated active transportation network. This plan will serve as the framework for executing identified infrastructure improvements and instituting policy recommendations in the City to create a dynamic multi-modal open space and trail network for all users.

Justification:

The Trails and Open Space Connectivity Plan will become the guiding document in managing the development of bicycle and pedestrian facilities, as well as enhancing waterborne recreational activities noted in the Comprehensive Plan. The combination of off-road natural paths (greenways) and watercourses (blueways) will provide residents and visitors a unique blend of routes for active transportation and recreation. Where natural paths are not feasible, on-road facilities will be established to provide linkages that enable travel throughout the City by foot, bike, or other supported modes. The naturally flat terrain and favorable environmental conditions support an expansion of citywide trails and open space networks, integrated with blueways and greenways. City Council prioritized capitalizing on the City's natural and cultural assets through the linking of waterways, open spaces, and important landmarks. Enhancement of blueways and greenways could also help address flooding and resiliency.

The current planning initiatives for bikeways and trails consist of the 2050 Master Trails Plan component of the City's 2035 Comprehensive Plan. The Plan also contains broad policy references to "blueway" and "greenway" assets, but no integrated strategy for protecting and enhancing these assets. No effort has been undertaken thus far to create a citywide planning and policy document dedicated solely to the future of biking, walking, and other forms of active transportation and recreational mobility.

Comments:

Citywide Trails and Open Space Connectivity PlanDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 187,500 187,500 375,000

Expense


Total Expense 187,500 187,500 375,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 187,500 187,500 0

2023 187,500 187,500 0

375,000 375,000 0


32-230:

Description:

This project will provide for the replacement of the four variable message boards on the Chesapeake Expressway, as identified in the most recent engineer's report on the Expressway’s renewal and replacement needs.

Justification:

The Chesapeake Expressway originally opened to traffic in May 2001. The bond indenture for the funding issued to build the facility requires the facility to be kept in good repair. An annual engineer’s inspection report is prepared to identify the renewal and replacement work required. This project will ensure those requirements are met by addressing the renewal and replacement work that needs to be handled through the capital budget. This is the third phase of renewals, which will replace the message boards on the Expressway.

On June 12, 2018, City Council amended the project title and description to provide for the replacement of the variable message boards.

Comments:

CTS - Chesapeake Expressway Renewals - Phase III - Variable Message Boards







FutureYears

TotalAmount

Revenue

Fund Balance - CTS 720,000 720,000


Expense

Equipment 720,000 720,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 720,000 720,000 0

2023 0

720,000 720,000 0


28-240:

Description:

This project will provide for necessary repaving of Chesapeake Expressway over several years. Repaving is planned as recommended by the Annual Inspection Report that is prepared by an independent Engineer.

Justification:

The Chesapeake Expressway originally opened to traffic in May 2001. The bond indenture requires the facility to be kept in good repair. This project will ensure those requirements are met.

In FY 2022, a 2.4 mile section from Hanbury Road to Hillcrest Parkway will be resurfaced. In FY 2023 and FY 2024, resurfacing will be done for a 3.0 mile section from Galbush Road to NC State line and a 4.6 mile section from Hillcrest Parkway to Galbush Road, respectively.

Comments:

CTS - Chesapeake Expressway RepavingDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - CTS 2,950,000 7,900,000 10,850,000

Total Revenue 2,950,000 7,900,000 10,850,000

Expense


Construction 2,700,000 7,900,000 10,600,000

Total Expense 2,950,000 7,900,000 10,850,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,950,000 2,950,000 0

2023 3,300,000 3,300,000 0

2024 4,600,000 4,600,000 0

10,850,000 10,850,000 0


34-230:

Description:

This project will provide for the installation of closed-circuit television (CCTV) cameras along the Dominion Boulevard Veterans Bridge toll road.

Justification:

Dominion Boulevard currently carries approximately 26,000 vehicles per day with expected growth to 30,000+ vehicles per day within the next few years. Deployment of a CCTV system will allow video surveillance monitoring of the traffic conditions in the facility. CCTV surveillance will be particularly beneficial during emergency conditions, such as hurricane evacuation and snow/freezing rain events.

The Dominion Boulevard Veterans Bridge began toll operations in February 2017. This is a high speed, limited access facility that is a primary commuter route between Southern Chesapeake, Northeastern North Carolina, and the Hampton Roads interstate network.

Comments:

CTS - Dominion Blvd. Veterans Bridge - Closed Circuit Television (CCTV)







FutureYears

TotalAmount

Revenue



Expense



Equipment 100,000 100,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


56-250:

Description:

This project will provide needed upgrades to the Dominion Blvd. Veterans Bridge Toll System. Specifically, the gantry mounted toll cameras system will be enhanced to provide additional cameras (redundancy) and an enhanced image processor will be deployed for enhanced CCTV images. The Digital Video Audit System will have increase storage capacity installed and toll transaction logic will be improved.

Justification:

The Dominion Blvd. Veterans Bridge Toll System provides the means for repaying the bonds and loans secured by the City to build this facility which replaced a 2-lane roadway and drawbridge with the 4-lane divided highway and high-rise fixed span bridge. The project will further enhance the toll system by enhancing the camera system and image quality as well as providing additional storage and improved toll transaction processing.

The Dominion Blvd. Veterans Bridge Toll System started operation in February 2017.

Comments:

CTS - Dominion Blvd. Veterans Bridge Toll System Upgrades







FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 330,000 330,000 0

330,000 330,000 0


09-260:

Description:

This project will replace the existing High Pressure Sodium (HPS) roadway lighting on the Dominion Blvd./Veterans Bridge corridor from the Great Bridge Blvd. interchange to Grassfield Pkwy with high efficiency LED Roadway Lighting.

Justification:

The Dominion Blvd./Veterans Bridge toll facility has experienced widespread lighting failures and the current lighting system is rapidly approaching the time when wholesale replacement is needed. LED lighting systems are significantly more efficient and have a much longer lifecycle. Lighting outages impact driver and pedestrian safety and require significant city manpower and resources to correct including lane closures which impact the flow of traffic.

The Dominion Blvd./Veterans Bridge toll facility was completed in February 2017. The original project included High Pressure Sodium roadway lighting which was the standard for limited access highway lighting at that time. The existing roadway lighting system requires constant monitoring and frequent repair.

Comments:

CTS - Dominion Blvd./Veterans Bridge - LED Roadway Lighting Replacement/Upgrade


Project Type: Replacement Comprehensive Plan Goal Area: Transportation





FutureYears

TotalAmount

Revenue

Fund Balance - CTS 500,000 600,000 1,100,000

Total Revenue 500,000 600,000 1,100,000

Expense


Construction 350,000 600,000 950,000

Total Expense 500,000 600,000 1,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 500,000 500,000 0

2023 600,000 600,000 0

1,100,000 1,100,000 0


08-180:

Description:

This project will replace the federally-owned Deep Creek Atlantic Intracoastal Waterway (AIW) Bridge, currently a 2-lane split leaf bascule bridge, with a 5-lane drawbridge and improvements to the approaching roadways. This project will also preserve necessary rights-of-way needed for construction. This project is federally administered by the U.S. Army Corps of Engineers (USACE).

Justification:

The Deep Creek AIW Bridge is currently owned and operated by the U.S. Army Corps of Engineers. The 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. The additional funding in FY22 is to procure a construction engineering consultant to assist with ensuring that all VDOT and FHWA material and testing requirements are followed during the construction phase. This effort is required to ensure the $20M VDOT funding is fully reimbursable.

This project is administered and funded by the USACE. On February 9, 2016, the USACE announced $22 million in federal funding for this project ($12 million contingent upon Congress' approval of the USACE's FY17 budget). On June 14, 2016, the Commonwealth Transportation Board (CTB) announced Virginia Dept. of Transportation (VDOT) funding for this project; $20 million was approved in CTB’s 2017-2022 Six-Year Improvement Program. The $22 million in federal funding and the $20 million in VDOT funding to the City toward this project combine to fully fund this $42 million bridge replacement project. The City’s FY 2018-22 CIP has been updated to show only the $20 million in VDOT funding, which the City will contribute to this effort.

Design and right-of-way acquisition are underway.

Comments:

Deep Creek AIW Bridge ReplacementDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 850,000 850,000


Total Revenue 21,500,000 850,000 22,350,000

Expense

Construction 20,000,000 850,000 20,850,000


Total Expense 21,500,000 850,000 22,350,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 850,000 850,000 0

850,000 850,000 0


10-260:

Description:

This project will provide a second left turn from westbound Eden Way N to Southbound Greenbrier Parkway. It will also provide a partial sidewalk adjacent to the improvements.

Justification:

The intersection improvements will maximize capacity at this critical intersection by rearranging lane assignments as well as adding a southbound lane and pedestrian facilities.

The Greenbrier area experiences significant congestion throughout the day, and particularly during the morning and evening peak periods.

Comments:

Eden Way N 2nd Left Turn Lane at Greenbrier Parkway







FutureYears

TotalAmount

Revenue

G.O. Debt - City 400,000 665,000 1,065,000

Total Revenue 400,000 665,000 1,065,000

Expense




Total Expense 400,000 665,000 1,065,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 400,000 400,000 0

2023 665,000 665,000 0

1,065,000 1,065,000 0


29-240:

Description:

This project will change Edwin Drive from a one-way operation to a two-way operation from Hillcrest Parkway to Edinburgh Lane. The project will include re-striping the roadway to reflect the two-way movement and modifying the existing signal at Hillcrest and Edinburgh. The intersection of Edwin Drive and the south bound ramp to the 168 Bypass will also be modified.

Justification:

The one-way movement along Edwin Drive has proven to be confusing for motorists in the area. This project addresses a potential safety concern by changing the roadway to two-way operation.

This project will address concerns with the one-way section of Edwin Road, which can appear to be a valid connection for drivers that are exiting businesses in the area and traveling towards Hillcrest Parkway. Despite the current prohibitive signing, there have been several instances of wrong way travel.

In May of 2020 City Council modified $724,000 of the FY 2021 funding for this project from cash to general obligation bonds.

Comments:

Edwin Drive ImprovementsDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 724,000 724,000

Total Revenue 1,800,000 1,800,000

Expense


Construction 1,032,000 1,032,000

Equipment 250,000 250,000

Other 183,000 183,000

Total Expense 1,800,000 1,800,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


38-240:

Description:

This project will replace the existing Elbow Road bridge with a 130-ft. long by 48-ft. wide bridge structure. The bridge replacement design and construction will be coordinated with the Elbow Road roadway improvements CIP 35-230.

Justification:

The Virginia Department of Transportation (VDOT) has allocated $6,499,000 in "State of Good Repair" program funds for this bridge replacement project.

On July 23, 2019, City Council amended the CIP to add this as a new project and appropriated $600,000 in funding awarded by VDOT's State of Good Repair Program for the design phase in FY 2020.

Comments:

Elbow Road Bridge ReplacementDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

VDOT Reimbursements 813,000 5,186,000 536,000 6,535,000

Total Revenue 813,000 5,186,000 536,000 6,535,000

Expense


Construction 141,000 5,186,000 536,000 5,863,000


Total Expense 813,000 5,186,000 536,000 6,535,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 5,186,000 5,186,000 0

2023 536,000 536,000 0

5,722,000 5,722,000 0


59-250:

Description:

This project will add a center lane to Elbow Road from Butts Station Road to Centerville Turnpike.

Justification:

Residential development and traffic are increasing along the Elbow Road corridor. A center lane will help improve safety and traffic flow.

Elbow Road is currently a two-lane roadway with minimal shoulder widths and open ditches.

Comments:

Elbow Road Center Lane AdditionDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


To Be Determined 517,500 517,500

G.O. Debt - City 2,815,000 2,815,000

Total Revenue 3,065,000 517,500 3,582,500

Expense


Construction 2,050,000 517,500 2,567,500


Total Expense 3,065,000 517,500 3,582,500

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

2024 0

2025 600,000 600,000 0

2026 2,465,000 2,465,000 0

3,065,000 3,065,000 0


35-230:

Description:

This project will provide for right-of-way acquisition to allow for widening a portion of the existing roadway into a four-lane section. This project will also provide for construction of two 12 ft. lanes with 4 ft. paved shoulders as well as stormwater (ditch) improvements from the eastern end point of the Phase I widening project (approx. 3/4 miles east of Centerville Turnpike) to the Virginia Beach city line.

Justification:

The existing roadway is narrow, with little to no usable shoulders, and the roadside ditches frequently overflow onto the roadway during storm conditions. The improvements provided with this project will correct the roadway deficiencies and provide the needed safety improvements. This project is a continuation of the Elbow Road - Phase I improvement project that was completed in 2016.

On June 12, 2018, City Council amended the CIP and changed this project’s funding schedule to align with the updated grant award notice from the Virginia Dept. of Transportation (VDOT). The total estimated project cost is $20.2 million. VDOT awarded $8.67 million over two years under the Revenue Sharing Program, which required an equal local match. This project is eligible for future Revenue Sharing awards, and an additional award of $1.33 million from VDOT is anticipated.Thus, the following adjustments were made to the funding schedule to match the latest grant award:

FY 2019: Increased budget from $2,000,000 to $9,670,000, FY 2020: Increased plan from $5,000,000 to $7,670,000, and FY 2021: Decreased plan from $13,200,000 to $2,860,000 FY 2022: Due to COVID, the VDOT portion of the project will be fully funded by FY 2024 rather than FY 2022. Project forecasts have been revised to reflect this schedule.

Comments:

Elbow Road Widening - Phase IIDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 10,200,000 10,200,000

VDOT Reimbursements 465,000 2,000,000 7,535,000 10,000,000

Total Revenue 10,665,000 2,000,000 7,535,000 20,200,000

Expense


Construction 8,665,000 2,000,000 7,535,000 18,200,000

Total Expense 10,665,000 2,000,000 7,535,000 20,200,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,000,000 2,000,000 0

2023 4,035,000 4,035,000 0

2024 3,500,000 3,500,000 0

9,535,000 9,535,000 0


09-180:

Description:

This project will design and construct a bridge on Freeman Avenue over the railroad crossing at the Norfolk-Portsmouth belt-line.

Justification:

As freight-rail activities continue to increase, the need for grade-separated highway-rail crossings is becoming critical to ensure emergency access to the industrial areas along the Elizabeth River. Freeman Avenue serves as the sole roadway access to the Money Point industrial area. Blockages of the existing at-grade railroad crossing create significant logistical challenges when responding to emergencies on the west side of the railroad tracks. An overpass crossing (grade-separated crossing) will provide unimpeded access to and from this industrial area, which will eliminate conflicts between roadway and rail traffic.

On June 12, 2018, City Council amended the CIP and modified this project’s funding schedule to FY 2021 and FY 2022 (instead of FY 2019 and FY 2020). This project was funded through a state grant award from the Virginia Dept. of Transportation (VDOT) with a local match financed by the South Norfolk TIF.

On December 10, 2019, City Council approved an additional appropriation of $2.25 million of General Obligation Bonds financed by the South Norfolk TIF to complete National Environmental Policy Act (NEPA) work so that the Federal Railroad Association (FRA) can begin its award in FY 2021.

For FY 2022, the project schedule has been modified to be consistent with anticipated federal revenue.

Comments:

Freeman Ave. Railroad Overpass BridgeDepartment: Transportation Capital Projects

Project Type: New Facility Comprehensive Plan Goal Area: Transportation





FutureYears

TotalAmount

Revenue


Federal Contribution 10,170,000 10,170,000

Cash - South Norfolk TIF 1,500,000 2,956,943 3,043,057 7,500,000

G.O. Debt - South Norfolk TIF 2,250,000 423,360 2,673,360

Total Revenue 3,821,640 2,956,943 13,636,417 20,415,000

Expense


Construction 996,640 12,139,777 13,136,417

Land Acquisition 2,956,943 1,496,640 4,453,583

Total Expense 3,821,640 2,956,943 13,636,417 20,415,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,956,943 2,956,943 0

2023 6,800,000 6,800,000 0

2024 6,836,417 6,836,417 0

16,593,360 16,593,360 0


37-230:

Description:

This project will provide for improvements to George Washington Highway (US Route 17) by widening the existing two lane undivided roadway to a four lane divided roadway from Yadkin Road to Canal Drive. This project will also include improvements at three signalized intersections, new pedestrian facilities, and address other safety and access management issues along the corridor.

Justification:

This project will address the existing insufficient transportation capacity and correct deficiencies from Military Highway (Route 13) and Canal Drive. Route 17 is a critical corridor in the region that provides alternate routing for the High Rise Bridge and functions as a key emergency evacuation route.

Plans for this project were initiated in 1997 (as part of the 1994 Road Bond Referendum). The preliminary engineering phase was completed and all right-of-way for the project was purchased, but this project never progressed beyond the 60% design phase.

The project was scheduled to start in FY 2020 but has since been delayed to FY 2025. The FY 2022 CIP includes anticipated state funding in FY 2025 and FY 2026.

Comments:

George Washington Hwy. (US Route 17) WideningDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

G.O. Debt - City 2,500,000 2,000,000 5,800,000 10,300,000

VDOT Reimbursements 3,500,000 18,865,000 22,365,000

Total Revenue 2,500,000 5,500,000 24,665,000 32,665,000

Expense


Construction 23,210,000 23,210,000

Land Acquisition 2,172,000 1,455,000 3,627,000

Total Expense 2,500,000 5,500,000 24,665,000 32,665,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2025 4,000,000 4,000,000 0

2026 1,500,000 1,500,000 0

5,500,000 5,500,000 0


38-230:

Description:

This project will provide for the complete redesign and repairs of the Gilmerton Bridge’s existing auxiliary counterweight system. The new design and subsequent repairs will eliminate any potential for the auxiliary counterweight rollers to come free of their guides. It will also improve other existing features such as the current play with the rollers.

Justification:

When this project was initially identified, $375,000 was appropriated to the project. This funding was used to complete the final project design. During the detailed design process, it was determined that the funding provided per the initial cost estimate and design would only temporarily fix the problem. A design to resolve the root cause issue was identified with a revised total project cost of $1,541,913, which required an additional investment of $1,139,913. Since a malfunction of the Gilmerton Bridge would have a significant impact on traffic and maritime operations, funding was added to complete the more permanent solution.

The current design for the existing auxiliary counterweight rollers on the Gilmerton Bridge caused significant maintenance needs beyond what can be expected from a new structure. The current design can be improved on to eliminate the recent problems experienced that resulted in roadway closures to complete repairs. This project will remedy the issues due to the current design.

On June 12, 2018, City Council approved an amendment to the FY 2019-23 CIP that updated this project to match the funding distribution in the VDOT grant award document, which reduced the grant portion by $900 and increased the local match by $900. See also City Council Agenda Item CM-8(J-3). This project was first added in the FY 2019-23 CIP. It was funded mostly by a state grant from VDOT with $375,000 appropriated for FY 2019. The project's preliminary cost estimate was $486,000 for the project design and construction. However, it was later determined this funding level would only provide for a temporary solution.

On May 28, 2019, City Council amended the CIP to add $1,139,913 to fully fund a more permanent repair plan for the Gilmerton Bridge. Funding was provided by appropriating $111,000 in state grant funding from VDOT, $9,000 in local match funding from the City's one-time account (General Fund - fund balance), and $200,486 in lapsed funding from the closed “Gilmerton Bridge Repair” project # 02-072; and transferring $819,427 from the “Repair & Maintenance Roads and Bridges-Phase IV” project # 37-210.

Comments:

Gilmerton Auxiliary Counterweights Bridge RepairsDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue




Total Revenue 1,514,913 1,514,913

Expense


Construction 1,275,486 1,275,486

Total Expense 1,514,913 1,514,913

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


03-120:

Description:

This project provides local matching funds required for Highway/Rail Grade Crossing Safety Improvements. The project improves at-grade railroad crossings throughout the City.

Justification:

The Highway/Rail Grade Crossing Safety Program is administered by VDOT and provides funding for railroad crossings such as pre-fabricated crossing installations, flashing lights, and mechanical gates. All of these devices improve safety for the motoring public.

Grade Crossing Safety Program IIDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


60-250:

Description:

This project will extend Greentree Rd. It will include the acquisition of a new 90 ft. Right-of-Way (ROW) section and a four-lane divided roadway extension of Greentree Rd. for approximately 0.5 miles between Kempsville Rd. at Greentree Rd. to Clearfield Ave. at Discovery Drive. The new roadway will include new traffic signals at the intersection to Clearfield Ave., a right turn lane on Clearfield Ave. westbound, a no-signal connection at Ian Way, a traffic signal modification at Kempsville Rd., a right turn lane on Kempsville Rd. eastbound, public utilities, street lighting, stormwater structures, and longitudinal stormwater BMPs.

Greentree Road ExtensionDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 500,000 5,550,000 6,050,000

To Be Determined 6,050,000 6,050,000

Total Revenue 500,000 11,600,000 12,100,000

Expense

Design & Engineering 500,000 500,000 1,000,000

Construction 8,600,000 8,600,000


Total Expense 500,000 11,600,000 12,100,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2023 0

2024 0

2025 500,000 500,000 0

500,000 500,000 0


54-230:

Description:

This project will provide for the intersection improvements at the intersection of Battlefield Boulevard at Great Bridge Boulevard and Kempsville Road. This project will provide for the widening of Great Bridge Boulevard in order to improve eastbound traffic onto Kempsville Road and southbound traffic onto Battlefield Boulevard.

On June 12, 2018, City Council amended the CIP to add this as a new project for FY 2019. The City was awarded a state grant of $1,185,800 from VDOT to complete this project, and the grant required a 2% local match ($24,200).

Comments:

Intersection Improvements: Battlefield Blvd. at Great Bridge Blvd. & Kempsville Rd.







FutureYears

TotalAmount

Revenue



Total Revenue 1,210,000 1,210,000

Expense


Construction 1,100,000 1,100,000

Total Expense 1,210,000 1,210,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


40-230:

Description:

This project will widen Volvo Parkway at the intersection of Battlefield Blvd. at Volvo Parkway to improve the capacity of the intersection. It will include construction of new turn lanes and new roadway markings in existing lanes to improve traffic flow. The intersection improvements will be completed in two phases, and this project will complete the Phase I improvements. Phase I will improve the eastbound traffic movement by constructing a right-turn lane and re-striping the roadway to create three left-turn lanes, two through lanes, and an exclusive right-turn lane.

Justification:

This intersection currently operates in over-saturated conditions during both morning and evening peak driving hours. Given the close proximity of the intersection to I-64, there are frequently competing movements along all four approaches of this intersection that are not able to be accommodated with optimized signal timings alone. This project is needed in order to improve the delay time that travelers experience at this intersection. These improvements will increase the capacity in order to reduce the saturation at this intersection. Upon increasing the capacity of this intersection, the overall level of service will be increased to provide a better flow of traffic.

Traffic signal timings along the Battlefield Corridor, including the signal at Volvo Parkway, were last re-timed in December 2015. The signal timing report indicated this signal operates at an “F” level of service during peak hours. A follow-up operational analysis study completed in September 2016 evaluated capacity improvements needed to provide acceptable levels of service. This project will complete the infrastructure improvements recommended in the study.

The intersection improvements for Battlefield Blvd. at Volvo Parkway will be completed in two phases. This project is Phase I, which will create improvement for eastbound traffic flow. A subsequent project will complete Phase II, which will improve the westbound traffic movement by constructing two right-turn lanes and re-striping the roadway to create three left-turn lanes (with one through lane and two right-turn lanes).

Comments:

Intersection Improvements: Battlefield Blvd. at Volvo Pkwy. - Phase I







FutureYears

TotalAmount

Revenue


Cash - Greenbrier TIF 675,000 675,000

Total Revenue 1,350,000 1,350,000

Expense



Other 220,000 220,000

Total Expense 1,350,000 1,350,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


41-230:

Description:

This project will provide for the extension of turn lanes in the vicinity of the Butts Station Road intersection at Kempsville Road. This project will include the design and installation of pavement widening, associated improvements to the drainage system, and relocation of existing utilities.

Justification:

This improvement project is needed due to significant traffic volume at this intersection.

Intersection Improvements: Butts Station Rd. at Kempsville Rd.







FutureYears

TotalAmount

Revenue


Total Revenue 1,150,000 1,150,000

Expense



Other 200,000 200,000

Total Expense 1,150,000 1,150,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


67-250:

Description:

This project will provide a dedicated right turn lane on eastbound Johnstown Rd to southbound Battlefield Blvd. S.

Justification:

Adding a dedicated Right Turn Lane on Johnstown Road at Battlefield Boulevard will remove much of the backup traffic caused by the current inadequate lane configuration at the intersection.

Johnstown Rd at Battlefield Blvd currently has a combined through and right turn lane at the intersection and a dedicated left-turn lane.

Comments:

Johnstown Road at Battlefield Blvd - Right Turn LaneDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 750,000 600,000 1,350,000


Total Revenue 750,000 300,000 600,000 1,650,000

Expense




Total Expense 750,000 300,000 600,000 1,650,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2025 300,000 300,000 0

300,000 300,000 0


30-240:

Description:

This project will provide for roadway shoulder and ditch improvements on Johnstown Road. This project will provide 90 ft. right-of-way (ROW) section on Johnstown Road, at approximately 3.5 miles from Buskey Road and Benefit Road to beyond Elaine Street. Project improvements will include 12 feet of paved travel lanes, 12 feet of paved shoulders, and relocated ditches. Some utility relocation and street lighting will also be required.

Justification:

Traffic volume has increased on this rural type roadway increasing safety concerns due to the narrow pavement width and deep ditches on both sides of the road with no shoulders.

This project was originally part of the City's 1994 plan. Design was completed, and land acquisition was completed in 1999. However, the project had to be put on hold due to funding limitations.

In May of 2020, City Council amended the CIP and modified $5.0 million of the FY 2021 funding for this project from cash to General Obligation Bonds.

Comments:

Johnstown Road Ditch and Shoulder ImprovementsDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 5,000,000 5,000,000

VDOT Revenue Share 8,097,000 1,903,000 10,000,000

Total Revenue 5,000,000 15,597,000 1,903,000 22,500,000

Expense


Construction 15,597,000 1,903,000 17,500,000

Other 500,000 500,000

Total Expense 5,000,000 15,597,000 1,903,000 22,500,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 0

2023 0

2025 7,403,000 7,403,000 0

2026 8,194,000 8,194,000 0

15,597,000 15,597,000 0


27-220:

Description:

This project will add a westbound left turn lane from Greenbrier Parkway to Volvo Parkway, and provide for the design and installation of a modified traffic signal. Other project improvements may include drainage system enhancements and the relocation of existing utilities.

Justification:

Currently, there is significant left-turning traffic movement at this intersection, thus necessitating this intersection improvement project.

Left Turn Lane and Signal Modification: Volvo Pkwy. at Greenbrier Pkwy.







FutureYears

TotalAmount

Revenue

Proffers 350,000 350,000


Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


63-250:

Description:

This project will provide for transportation modeling and analysis in support of the City's Comprehensive Plan update. The Master Transportation Plan will serve as a companion document to the Comprehensive Land Use Plan and will identify supporting roadway networks based on future land development patterns.

Justification:

Update of the Master Transportation Plan is necessary to identify the transportation network and policies that support the land use scenarios and assumptions identified in the Land Use Plan update.

The Comprehensive Plan is required to be updated every 5 years. The Planning Department will commence with an update of the Comprehensive Plan in the Fall of 2019.

Comments:

Master Transportation Plan UpdateDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


36-210:

Description:

This project will widen Mt. Pleasant Road by constructing a third lane (center lane for left turning movements) between the Route 168 Interchange and Coopers Ditch Bridge.

Justification:

Heavy traffic volumes and high demand for left-turns creates safety and congestion issues along this portion of Mt. Pleasant Road. The center lane will accommodate left-turning traffic and reduce congestion along the corridor.

On October 8, 2019, City Council appropriated an additional $170,275 from proffer funding to fully fund the updated engineer estimate for the project.

A project to widen Mt. Pleasant Road to 4-lanes from the Chesapeake Expressway to Etheridge Road was previously included in VDOT's Six-Year Plan. Due to a significant funding shortfall, that project has not progressed. The current traffic volume on Mt. Pleasant Road is 21,000.

Comments:

Mt. Pleasant Rd. Widening - Phase IDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


Proffers 170,275 170,275

Total Revenue 3,394,326 3,394,326

Expense


Construction 2,594,326 2,594,326


Total Expense 3,394,326 3,394,326

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


42-230:

Description:

This project will provide for the widening of Mt. Pleasant Road by constructing a third lane, which will be a center lane for left turning movements, between the Coopers Ditch Bridge at the eastern end point of phase I improvements and Centerville Turnpike.

Justification:

The heavy traffic volumes and high demand for left-turns along this segment of Mt. Pleasant Road create safety and congestion issues in this area. The addition of the center lane will accommodate left-turning traffic and reduce congestion along this corridor.

Phase I of the Mt. Pleasant Road Widening project was funded in FY 2018. Phase II will be a continuation of those improvements.

The May 2020 amendments to the FY 2021 CIB changed $500,000 of the FY 2021 funding for this project from cash to general obligation bonds.

For FY 2022, previously programmed state funding has been eliminated, thus delaying the completion of this project.

Comments:

Mt. Pleasant Rd. Widening - Phase IIDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


To Be Determined 4,850,000 4,850,000

G.O. Debt - City 500,000 500,000

Total Revenue 1,875,000 2,975,000 4,850,000 9,700,000

Expense


Construction 2,975,000 4,850,000 7,825,000

Other 925,000 925,000

Total Expense 1,875,000 2,975,000 4,850,000 9,700,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 2,975,000 2,975,000 0

2,975,000 2,975,000 0


61-250:

Description:

This project will re-construct the Chesapeake Expressway (Route 168) to facilitate better traffic flow and ease congestion along Mt. Pleasant Road (Route 165). This project will also provide the needed interchange/ramp improvements to support the future widening of Mt. Pleasant Road to a four lane divided highway. The cross section through the project area will include two through travel lanes in each direction, an eastbound displaced left turn lane, a westbound conventional left turn lane, bicycle lanes (6 ft. wide) in each direction, and sidewalks (5 ft. wide) on both sides of the roadway. A new traffic signal will also be installed at the location where the displaced left turn crosses the opposing through lanes.

Justification:

This project will implement the displaced left turn alternative design as recommended in the planning study and will address congestion and safety concerns in the area.

This project was selected to receive SmartScale funding through VDOT starting in FY24. A planning study was completed for this interchange using City funds in 2018.

Comments:

Mt. Pleasant Road at Great Bridge Bypass - Interchange Improvement







FutureYears

TotalAmount

Revenue


Total Revenue 6,001,000 6,001,000

Expense


Construction 5,384,000 5,384,000

Total Expense 6,001,000 6,001,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 617,000 617,000 0

2025 5,384,000 5,384,000 0

6,001,000 6,001,000 0


69-250:

Description:

This project will provide for the purchase and acquisition of approximately 330,000 square feet of Right-of-Way (ROW) to construct a standard two lane road section for Mt. Pleasant Rd. from Fall Ridge Rd. to NALF Fentress.

Justification:

Additional ROW is needed to bring this transportation corridor up to the current standard.

In coordination with a Public Utilities project to construct a water distribution main serving NALF Fentress, Public Works will acquire ROW for a future standard two lane road section with shoulders and ditches.

Comments:

Mt. Pleasant Road. Widening - Right-of-Way Acquisition







FutureYears

TotalAmount

Revenue



Expense


Other 100,000 100,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2025 600,000 600,000 0

600,000 600,000 0


07-190:

Description:

This project will provide funding to address residential street resurfacing. Project funds may also be used to pave non-arterial streets in non-residential areas.

Justification:

State maintenance funds allocated for Citywide re-paving efforts totaled $3.5 million per year on average through FY 2016, and then $2 million per year was anticipated going forward starting in FY 2017. The City has provided matching funds (1:1 match). Due to this funding level, the City has been able to keep arterial and collector streets on a regular re-surfacing schedule and the condition of those pavements is generally acceptable. However, additional resources are needed to address the increasing number of subdivision streets in poor condition.

The project budget was reduced in the FY 2018-22 CIP because the previously anticipated future VDOT Revenue Share funding will not be available for FY 2019 - FY 2022.

Comments:

Non-Arterial Street RepavingDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue



VDOT Revenue Share 1,000,000 1,000,000

Total Revenue 13,150,000 13,150,000

Expense

Construction 13,150,000 13,150,000

Total Expense 13,150,000 13,150,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2024 0

0 0 0


58-230:

Description:

This project will provide for the replacement of the bridge (culvert) on Number 10 Lane at the Lindsey Drainage Canal as part of the VDOT State of Good Repair Program.

On June 12, 2018, City Council amended the CIP to add this as a new project for FY 2019. VDOT grant funding of $1,251,000 was awarded to complete this project, with design completed in FY 2019 and construction to be completed during FY 2022.

Comments:

Number 10 Lane Bridge - Replacement/RepairsDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

VDOT Reimbursements 161,000 1,090,000 1,251,000

Total Revenue 161,000 1,090,000 1,251,000

Expense


Construction 1,090,000 1,090,000

Total Expense 161,000 1,090,000 1,251,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 1,090,000 1,090,000 0

1,090,000 1,090,000 0


56-230:

Description:

This project will provide for replacement/repairs of the Oaklette Bridge on Indian River Road as part of the VDOT State of Good Repair Program.

On June 12, 2018, City Council amended the CIP to add this as a new project for FY 2019. VDOT grant funding totaling $5,128,000 was awarded to complete this project over a four year period, beginning in FY 2019 and ending in FY 2022. (VDOT awarded $482,000 in FY 2019, $1,200,000 in FY 2021, and $3,446,000 in FY 2022).

Comments:

Oaklette Bridge (Indian River Road) - Replacement/Repairs







FutureYears

TotalAmount

Revenue

VDOT Reimbursements 1,682,000 3,446,000 5,128,000

Total Revenue 1,682,000 3,446,000 5,128,000

Expense


Construction 1,200,000 3,446,000 4,646,000

Total Expense 1,682,000 3,446,000 5,128,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 3,446,000 3,446,000 0

3,446,000 3,446,000 0


57-230:

Description:

This project will provide for the replacement of the bridge (culvert) on Old Mill Road Bridge as part of the VDOT State of Good Repair Program.

On June 12, 2018, City Council amended the CIP to add this as a new project for FY 2019. VDOT grant funding totaling $1,153,000 was awarded to complete this project over a three year period, beginning in FY 2019 and ending in FY 2021. (VDOT awarded $39,000 in FY 2019, $98,000 in FY 2020, and $1,016,000 in 2021).

Comments:

Old Mill Rd. Bridge - Replacement/RepairsDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 1,153,000 1,153,000

Expense


Construction 1,114,000 1,114,000

Total Expense 1,153,000 1,153,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


44-230:

Description:

This project will provide for the construction of a new 5-ft.-wide sidewalk with pedestrian facilities along the south side of Poindexter Street at the I-464 overpass. The new sidewalk will connect on the west end to the existing sidewalk at the signal for the South Norfolk Jordan Bridge and Truxton Street and will connect on the east end to the existing sidewalk at the intersection of Poindexter Street and Bainbridge Boulevard. This project will also include the installation of a pedestrian warning light signal (an actuated Rectangular Rapid Flashing Beacon or RRFB) at the crosswalk for the I-464 northbound off-ramp, the installation of new pedestrian railing along the bridge sidewall, and the installation of new street lights across the I-464 overpass. This project will also include a connection to the adjacent Elizabeth River Park.

Justification:

This project is necessary to provide pedestrian connectivity to the Elizabeth River Park from the South Norfolk community. At the January 12, 2016 work session, City Council requested the Public Works Dept. to develop a project for a pedestrian crossing over I-464 in order to connect the Elizabeth River Park with the South Norfolk community. The pedestrian access study was completed in September 2016. It evaluated five alternative designs options. VDOT’s Traffic Engineering section reviewed the study in May 2017, and agreed with the City’s recommendation to use the south side alignment for the new sidewalk. This project will implement the recommended design.

On June 12, 2018, City Council amended the CIP to modify this project as follows: (a) Funding source change: The project initially included $256,000 of anticipated funding from VDOT and $164,000 from the South Norfolk TIF. On June 12, 2018, City Council approved proceeding with the project as planned, but with full funding from the South Norfolk TIF.

(b) Scope change and additional funding: The initial project scope should have included a connection to the adjacent Elizabeth River Park. On June 12, 2018, City Council approved increasing the project’s scope and funding by $128,500 to ensure connectivity with the park.

Comments:

Pedestrian Sidewalk and Street Lighting - Poindexter St. at I-464 Overpass







FutureYears

TotalAmount

Revenue

To Be Determined 1,518,827 1,518,827

Cash - South Norfolk TIF 548,500 548,500

Total Revenue 548,500 1,518,827 2,067,327

Expense


Construction 528,500 1,518,827 2,047,327

Total Expense 548,500 1,518,827 2,067,327

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


33-240:

Description:

This project will construct a new 5 ft. sidewalk and pedestrian facilities in South Norfolk along one side of Industrial Avenue, Obendorfer Road, Seabord Avenue, and across the train tracks to Liberty Street to provide pedestrian connectivity from Industrial Avenue to Liberty Street.

On May 14, 2019, City Council amended the CIP to add this as a new project for FY 2020 and appropriated $763,000 from the South Norfolk TIF. See also City Council Marked Agenda Item CM-4 (motions 2-3).

Comments:

Pedestrian Sidewalk for Industrial Ave. to Liberty St.Department: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

Cash - South Norfolk TIF 763,000 763,000


Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


17-130:

Description:

This project will provide for repair and maintenance of roads and bridges in the City of Chesapeake with a dedicated funding source from collection of overweight citation fees.

Justification:

This project will address repair and maintenance needs of the roads and bridges in City of Chesapeake. The upgrade of several small bridges has reduced weight restrictions and the revenue stream utilized to support this project.

Repair & Maintenance Roads and Bridges - Phase IIIDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue




Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


37-210:

Description:

This project will provide for design and rehabilitation of several deficient bridges to extend their service life. This project will include Oaklette Bridge, Route 168 Bypass over Battlefield Boulevard, Number Ten Lane Bridge, New Mathues Bridge, and Silverton Road Bridge.

Justification:

Annual inspection reports show significant deterioration in the bridge structures that will require major bridge repairs/rehabilitation in order to maintain the structural integrity and extend the service life of the bridges identified in the project description above.

On May 28, 2019, City Council approved an FY 2019 Capital Budget amendment that transferred $819,427 from this project (# 37-210) to CIP 38-230 “Gilmerton Auxiliary Counterweights Bridge Repairs”, in order to fund the long-term repair solution for the Gilmerton Bridge.

The funding source for this project is from the collection of overweight citation fees.

Comments:

Repair & Maintenance Roads and Bridges - Phase IVDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

Fund Balance - General Fund 1,640,573 500,000 2,140,573

Total Revenue 1,640,573 500,000 2,140,573

Expense


Construction 1,180,573 500,000 1,680,573

Total Expense 1,640,573 500,000 2,140,573

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 500,000 500,000 0

500,000 500,000 0


11-260:

Description:

This project will provide for the design and rehabilitation of several deficient bridges to extend their service life. This project will include the Deal Bridge (Land of Promise Road over Pocaty Creek), Cox Bridge (Long Ridge Road over Pocaty Creek), and Newland Swamp Bridge (Ballahack Road over Newland Swamp).

Justification:

Annual inspection reports show significant deterioration in the bridge structures that will require major bridge repairs/rehabilitation in order to maintain the structural integrity and extend the service life of the bridges identified in the project description above

All of these bridges are in excess of 45 years old and are nearing the end of their service life. The cost of maintaining the structures is starting to exceed the cost of replacement.

Comments:

Repair and Replacement of Roads & Bridges - Phase V







FutureYears

TotalAmount

Revenue


Total Revenue 460,000 3,440,000 3,900,000

Expense


Construction 3,075,000 3,075,000


Total Expense 460,000 3,440,000 3,900,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 460,000 460,000 0

2023 1,225,000 1,225,000 0

2024 1,020,000 1,020,000 0

2025 1,195,000 1,195,000 0

3,900,000 3,900,000 0


12-260:

Description:

This program will provide funding to implement a traffic calming program to include procurement of speed limit radar detection trailers, and appropriations for physical measures to aid in slowing vehicle speeds or reducing cut-through vehicles within City neighborhoods.

Justification:

Traffic Engineering receives requests for residential traffic calming on a near-weekly basis. Public Works will develop an updated and efficient Traffic Calming Program, purchase additional speed limit radar detection trailers, as well as provide the resources to design and apply a variety of traffic calming techniques to increase roadway safety in our neighborhoods.

The City currently has a traffic calming program with limited or no funding for physical improvements to aid in residential traffic calming. Public Works owns no functioning speed limit radar detection trailers; instead, they rely on trailers available from the Police Department. This significantly limits the City's availability to react to traffic calming requests.

Comments:

Residential Traffic Calming ProgramDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue



Expense



Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 100,000 100,000 0

100,000 100,000 0


38-210:

Description:

This project will add an eastbound right turn lane from Woodlake Drive to Greenbrier Parkway, and provide for the design and installation of a modified traffic signal. Other improvements will include drainage system enhancements and the relocation of existing utilities within the new right-of-way.

Justification:

Currently, there is significant right-turning traffic at this intersection. The extension of Woodlake Drive to Battlefield Boulevard is anticipated to increase the volume of turning traffic, thus necessitating intersection improvements.

Due to revised cost estimates, an additional $1.165 million was added in FY 2019 to complete this project. This project was originally funded by the remaining fund balance in CIP "Woodlake Drive Extension", which was completed under budget. These funds were derived from debt issued for CIP 18-130 that is paid by Greenbrier TIF funds (Total $995,000. FY 2017: $300,000. FY 2018: $695,000).

Comments:

Right Turn Lane and Signal Modification: Woodlake Dr. at Greenbrier Pkwy.







FutureYears

TotalAmount

Revenue



Total Revenue 2,160,000 2,160,000

Expense


Construction 1,500,000 1,500,000

Other 300,000 300,000

Total Expense 2,160,000 2,160,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


23-200:

Description:

This project will extend the existing northbound right turn lane on S. Battlefield Blvd. at Hickory High School.

Justification:

The existing turn lane lacks the capacity needed to support traffic demand when students and faculty are entering the school complex in the morning. The lack of capacity results in traffic backing up into the adjacent lane, which blocks through traffic.

The project was developed in response to citizen concerns regarding access to the Hickory school complex. This project is currently on hold, therefore the associated completion date is unknown.

Comments:

Right Turn Lane Extension: Battlefield Blvd. at Hickory High School







FutureYears

TotalAmount

Revenue



Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


45-230:

Description:

This project will provide for the extension of the right turn lane on Greenbrier Parkway at Kempsville Road. This project will include the design and installation of pavement widening, improvements to the associated drainage system, and relocation of existing utilities.

Justification:

This intersection improvement project is needed due to the significant traffic volume at this intersection.

Right Turn Lane Extension: Greenbrier Pkwy. at Kempsville Rd.







FutureYears

TotalAmount

Revenue



Expense


Other 200,000 200,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


47-230:

Description:

This project will provide for the addition of new right turn lanes in the City’s Deep Creek area. It will include the addition of new right turn lanes along Military Highway (US Route 13) at the intersection with the I-64 ramps (both east bound and west bound). It will also include the addition of a new right turn lane along the west bound lanes of Moses Grandy Trail at Terwillinger Road with the associated drainage system improvements for this lane addition.

Justification:

This intersection improvement project is needed due to the significant traffic volume at these intersections.

Right Turn Lanes: Deep Creek AreaDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

Proffers 338,000 338,000


Expense




Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


13-260:

Description:

This project will blast and repaint the Route 168 Northbound and Southbound bridge over Kempsville Road (2 bridges); blast, repair, and perform bridge repairs on the Route 168 Southbound bridge over Battlefield Boulevard; and rehabilitate (repair) the bridge carrying Route 168 over the C&A Canal.

Justification:

This work is intended to reduce ongoing maintenance and extend the service life of these bridges.

All of these bridges are 38 years old and in need of maintenance (painting and repairs) consistent with the age of the structures. Ongoing maintenance is performed on the bridges, but eventually, the repairs compound. Restorative work is required to maintain the long-term integrity of the bridges.

Comments:

Route 168 Bridge RepairsDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


Total Revenue 310,000 3,550,000 3,860,000

Expense


Construction 3,550,000 3,550,000

Total Expense 310,000 3,550,000 3,860,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 310,000 310,000 0

2023 1,775,000 1,775,000 0

2024 1,775,000 1,775,000 0

3,860,000 3,860,000 0


41-210:

Description:

This program will provide funding to address existing deficiencies along the City's rural roads. Potential improvements include realignment of curves, relocation of ditches, pavement widening, and various other measures to improve safety. This program will require owner dedication of Right-of-Way (ROW). Thus, it will include the legal and filing costs related to ROW acquisition.

Justification:

The City of Chesapeake has over 100 miles of rural roads that do not meet current design standards. This program will provide a means to systematically address safety issues as they are identified.

Rural Roads Safety Improvement ProgramDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue


G.O. Debt - City 500,000 500,000 1,000,000

Total Revenue 2,550,000 500,000 500,000 3,550,000

Expense


Construction 2,167,500 500,000 500,000 3,167,500


Total Expense 2,550,000 500,000 500,000 3,550,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 500,000 500,000 0

2023 500,000 500,000 0

1,000,000 1,000,000 0


14-260:

Description:

This project will provide a new Traffic Signal Management Software System which will provide improved functionality, efficiency, and maintenance of the City's signal system.

Justification:

The proposed central management system is used by VDOT as a state-wide system for signals controlled by VDOT and several cities throughout the region are migrating towards this new system. Due to the fact that this a VDOT selected system, the City can provide the state access to the system on an as-needed basis. In addition, the extensive repair/maintenance/support needs and associated costs will be significantly reduced since the region is moving towards a common system. The system is compatible with the current City traffic signal controllers.

The City's current Traffic Management Center (TMC) software is proprietary and outdated. As a result, it is becoming increasingly difficult to ensure all components are fully functional.

Comments:

Traffic Signal Central Management System UpgradeDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue



Expense

Software 350,000 350,000


Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 350,000 350,000 0

350,000 350,000 0


28-220:

Description:

This project will provide for installation of traffic signals, intersection improvements, upgrades, and/or replacements at various locations based upon traffic volumes, accident history, and technology improvements. This project will also include repairs to and/or replacement of the concrete foundation at two signal locations identified as being in need of repair.

Justification:

Traffic signal installations, repairs, and upgrades are necessary to provide for safe and efficient traffic flow through major intersections. This will be Phase III of an ongoing improvement project.

A previous CIP anticipated VDOT funding for this project that never materialized.

Comments:

Traffic Signals and Intersection Improvements - Phase III







FutureYears

TotalAmount

Revenue


Total Revenue 200,000 200,000 400,000

Expense


Construction 50,000 200,000 250,000

Total Expense 200,000 200,000 400,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 200,000 200,000 0

2023 200,000 200,000 0

400,000 400,000 0


46-170:

Description:

This project will provide for the rehabilitation of the existing bridge structure in order to extend the service life of the Triple Decker Bridge.

Justification:

Rehabilitation is necessary to avoid implementation of a weight restriction on the existing bridge structure.

On June 12, 2018, City Council amended the CIP to modify this project’s funding and schedule to align with the most recent grant award notice from the Virginia Department of Transportation (VDOT). The changes are now reflected in the project summary.

Comments:

Triple Decker Bridge RehabilitationDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue




Total Revenue 8,901,000 8,901,000

Expense


Construction 7,401,000 7,401,000

Total Expense 8,901,000 8,901,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


29-220:

Description:

This project will add turn lanes along Hanbury Road to address increased traffic volume along this roadway. This project will include intersection improvements at Hanbury Road and Johnstown Road, which will construct dual left turn lanes towards Johnstown Road south, install associated traffic signal modifications, and widen the pavement on Johnstown Road.

Justification:

Currently, there is significant left-turning traffic movement at this intersection, thus necessitating this intersection improvement project.

Turn Lanes and Signal Modification: Hanbury Rd. at Johnstown Rd.







FutureYears

TotalAmount

Revenue


Proffers 611,000 611,000

Total Revenue 1,501,000 1,501,000

Expense




Other 301,000 301,000

Total Expense 1,501,000 1,501,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference


71-250:

Description:

This project will widen Weiss Lane. The project work will provide for larger radius curves and wider pavement in two locations: at Doyle Property and at Whites Nursery closer to Bertram Street. It will provide 24 ft. pavement and 5ft. gravel shoulders for 2,400 lane ft. of the roadway. It will also relocate the power poles and realign drainage. The improvements will make Weiss Lane perpendicular to Old Mill, and will provide turn lanes from Old Mill.

Justification:

Residential development and traffic are increasing along the Weiss lane corridor. Road widening will help improve safety and traffic flow.

Weiss Lane is currently a two-lane narrow roadway with minimal shoulder widths and open ditches.

Comments:

Weiss Lane WideningDepartment: Transportation Capital Projects






FutureYears

TotalAmount

Revenue

To Be Determined 3,800,000 3,800,000


Proffers 500,000 500,000

Total Revenue 500,000 400,000 3,800,000 4,700,000

Expense


Construction 3,250,000 3,250,000


Total Expense 500,000 400,000 3,800,000 4,700,000

Project Forecast:

YearTotal

ExpenseTotal

Revenue Difference

2022 500,000 500,000 0

2025 400,000 400,000 0

900,000 900,000 0


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AN ORDINANCE MAKING APPROPRIATIONS FOR CAPITAL IMPROVEMENT PURPOSES FOR FISCAL YEAR JULY 1, 2021 THROUGH JUNE 30, 2022.

WHEREAS, the City Manager, on March 23, 2021, presented to City Council the Capital Improvement Program for fiscal years 2022 through 2026; and

WHEREAS, City Council held public hearings on the program to provide for public comment; and

WHEREAS, based on public comment, City Council has determined the need for certain projects in the Capital Improvement Program; and

WHEREAS, it is necessary to appropriate funds for both existing projects and projects beginning in the 2022 fiscal year, as set forth in said Capital Improvement Program.

NOW, THEREFORE, BE IT ORDAINED by the Council of the City of Chesapeake, Virginia:

Section 1. That the Capital Improvement Program, as modified, for the construction of, or addition to, capital facilities identified for fiscal years 2022 through 2026 is hereby adopted, and the projects listed therein are hereby approved as capital projects.

Section 2. That the projects shall be financed from funds to be appropriated periodically by City Council, and until funds are so provided, the projects are for planning purposes only and may be deleted, altered, or rescheduled in any manner and at any time by City Council.

Section 3. That funds in the amounts aggregating $121,865,082 for capital projects in the Capital Budget for the 2022 fiscal year, as set forth in said Capital Improvement Program, are hereby appropriated, by project and subject to the conditions set forth herein. The amount of funding for individual projects is set forth in “Attachment A – Capital Budget Appropriations,” a copy of which is attached hereto.

Section 4. That the financing sources in support of the Capital Budget for the 2022 fiscal year as set forth in said Capital Improvement Program is attached to this ordinance as “Attachment B – Financing Sources.”

Section 5. That previously appropriated financing sources in support of the Capital Budget for the 2022 fiscal year are hereby reduced along with corresponding appropriations as identified in “Attachment C – Reductions in Financing Sources,” a copy of which is attached hereto.

Section 6. That remaining appropriations for projects that have been identified as abandoned shall revert to the fund balance of the capital projects fund and be available for future appropriation or be transferred to other projects in accordance with section 7 of this ordinance as identified in “Attachment D – Abandoned Projects,” a copy of which is attached hereto.

Section 7. That capital project funds appropriated in prior fiscal years are to be adjusted in accordance with said Capital Improvement Program and reallocated as identified in “Attachment E – Transfers,” a copy of which is attached hereto.

Section 8. That additional appropriations, the addition of capital projects, and changes in project scope shall not be initiated except with the consent and approval of the City Council first being obtained. An appropriation for a project in the Capital Improvement Program shall continue in force and, to the extent required by law, re-appropriated for use in FY 2022 until the purpose for which it was made has been accomplished or abandoned.


Section 9. That violation of this ordinance may result in the City Manager taking disciplinary action against the person or persons responsible for the capital project in which the violation occurred.

Section 10. That if any portion of this ordinance is for any reason declared to be unconstitutional or invalid, such decision shall not affect the validity of the remaining portions of this ordinance.

Section 11. This Ordinance shall take effect 30 days after its final passage; however, appropriations for the FY 2022 Capital Budget shall be effective on July 1, 2021. ADOPTED by the Council of the City of Chesapeake, Virginia, on the ______ day of May, 2021.

APPROVED:

______________________________________ Mayor

ATTEST:

___________________________________

City Clerk

Approved as to form:

____________________________________

Deputy City Attorney


City of Chesapeake Attachment A – Capital Budget Appropriations

Project Number Project Title Appropriations

FY 2022

Community Facilities 01-220 ADA Facility and Infrastructure Retrofits 50,000 02-150 Facilities – High Priority Renewal and Replacements – Phase III 2,295,000 26-210 Jail and Sheriff HQ – Renewal and Replacements 472,000 02-240 LED Lighting Retrofits – Various Buildings 100,000 06-260 Libraries - Russell Memorial Library Addition 40,000 81-250 Municipal Center Master Plan Update 150,000 04-150 Municipal Parking Lots and Sidewalks II 150,000 01-150 Public Works/Public Utilities Operating Facilities Replacement/Relocation 14,500,000 06-240 Security Improvements – Various Facilities 250,000 04-210 Social Services Building Restroom Renovation 100,000

Total Community Facilities $18,107,000

Economic Development 53-230 Airport Authority Improvements and Expansion – Phase II 82,000 04-250 Great Bridge Village Plan Implementation Seed Funding 100,000 06-250 Industrial Waterfront Study 400,000 05-230 Open Space and Agriculture Preservation (OSAP) Program 610,000 40-200 Tidewater Community College – Science/Engineering Building 1,500,000

Total Economic Development $2,692,000

Education 03-180 Non-Routine Renewal & Replacement 14,594,700 29-190 School Bus Replacement 1,000,000 30-190 School Technology Replacement 1,000,000 69-230 School Technology, Security & Equipment Replacements 1,280,300 Total Education $17,875,000

Information Technology 10-240 Citizen Experience Study – City Digital Content 250,000 09-250 Data Access Governance Design and Implementation 20,000 12-240 Data Center Equipment Replacement 1,500,000 09-230 Enterprise Wide Next Generation Identity Access Management 80,000 08-210 Enterprise Wide Technology III 250,000 15-250 Fiber Optic Conduit Installation – Mt. Pleasant Road Cost Share 400,000 13-240 Fire/EMS – Mobile Data Terminal Replacements 200,000 14-250 HR – Learning Management System 100,000 10-220 Libraries – Technology Upgrade/Replacement – Phase III 90,000 12-220 Network Equipment Replacement – Phase II 600,000 11-220 PeopleSoft Update Manager & PeopleTools Upgrade 400,000 06-220 Tax System Modernization 5,000,000

Total Information Technology $8,890,000



Project Number Project Title Appropriations

FY 2022

Parks, Recreation, and Tourism 22-190 ADA Facility Compliance 75,000

380,000 500,000

1,088,000 200,000 225,000

1,400,000 1,000,000

300,000 90,000

1,600,000 300,000

16-190 Athletic Field Improvements21-250 Athletic Field Lighting12-200 Conference Center Renovation36-240 Enhanced Signage and Landscaping at Entrances to the City 15-240 Blue Heron Landing Park on the Indian River11-230 Northwest River Park Improvements47-200 Open Space and Recreation Program18-190 Park Program Improvements21-190 Parking Lot Improvements12-230 Parks and Recreation – Improvements, Additions, & Expansions 19-190 Recreational Facility Improvements24-190 Security Improvements – Parks, Recreation, and Tourism 40,000

Total Parks, Recreation and Tourism $7,198,000

Public Safety 28-190 Dock Landing Fire Station #11 – Replace 8,314,137 39-200 Fire – Vehicle Replacement 1,500,000 22-210 Jail – Kitchen Equipment Replacement 40,502 34-250 Police – Portable Radio Replacement 550,000 43-250 Sheriff – Radio Replacement 90,000

Total Public Safety $10,494,639

Public Utilities 53-120 Automated Meter Reading Equipment and Software 4,000,000 20-230 Chesapeake Connector Water Pipeline 2,000,000 22-230 Lake Gaston Pipeline – Capital Cost Sharing with Virginia Beach 340,000 21-130 Lake Gaston WTP – Membrane Replacement – Phase II 2,200,000 19-130 Northwest River WTP – Miscellaneous Modifications 1,000,000 20-220 Northwest River WTP – Switchgear Replacement 5,982,000 35-200 Sewer Pump Station Safety Improvements 500,000 05-180 Sewer Renewal: Additional Consent Order Capital Requirement 3,000,000 23-240 Supervisory Control and Data Acquisition (SCADA) Upgrade 1,500,000 33-210 Water System Planning and Upgrades 250,000

Total Public Utilities $20,772,000

Stormwater 49-250 Arboretum Channel Improvements 399,000 73-120 BMP Restoration Citywide 100,000 05-260 Broadlawn Apartments Outfall Improvements 1,820,000 50-250 Chesapeake Ave. Area Drainage Improvements 1,600,000 03-160 Citywide Outfall Re-Grading and Restoration 750,000 43-170 Citywide System Rehab 700,000 07-150 Citywide Undesignated Drainage – Phase III 50,000



Project Number

Project Title Appropriations FY 2022

Stormwater (continued) 27-230 Hickory Ridge Outfall Improvements 200,000 25-240 John Street Area Outfall Improvements 86,000 23-220 Loxley Gardens Drainage Improvements – Phase II 1,100,000 07-180 Major Equipment Purchases – PW Stormwater Division 200,000 08-150 Neighborhood Drainage Improvements – Phase II 700,000 52-250 Norfolk Highlands Drainage Improvements 600,000 28-230 Parkview Area Drainage Improvements 250,000 11-150 Stormwater Quality Program – Phase II 100,000

Total Stormwater $8,655,000

Transportation 30-230 Advanced Right-of-Way Acquisition 200,000 26-220 Citywide Sidewalk Installation 800,000 58-250 Citywide Trails and Open Space Connectivity Plan 187,500 32-230 CTS - Chesapeake Expressway Renewals III- Variable Message Boards 720,000 28-240 CTS - Chesapeake Expressway Repaving 2,950,000 09-260 CTS - Dominion Blvd/Veterans Bridge – LED Lighting Replace/Upgrade 500,000 08-180 Deep Creek AIW Bridge Replacement 850,000 10-260 Eden Way N 2nd Left Turn Lane at Greenbrier Parkway 400,000 38-240 Elbow Road Bridge Replacement 5,186,000 35-230 Elbow Road Widening Phase II 2,000,000 09-180 Freeman Ave. Railroad Overpass Bridge 2,956,943 42-230 Mt. Pleasant Rd. Widening – Phase II 2,975,000 58-230 Number 10 Lane Bridge – Replacements/Repairs 1,090,000 56-230 Oaklette Bridge (Indian River Road) – Replacement /Repairs 3,446,000 37-210 Repair & Maintenance Roads and Bridges – Phase IV 500,000 11-260 Repair & Replacement of Roads and Bridges - Phase V 460,000 12-260 Residential Traffic Calming Program 100,000 13-260 Route 168 Bridge Repairs 310,000 42-210 Rural Roads Safety Improvement Program 500,000 14-260 Traffic Signal Central Management System Upgrade 350,000 28-220 Traffic Signals and Intersection Improvements – Phase III 200,000 71-250 Weiss Lane Widening 500,000

Total Transportation $27,181,443

Total Capital Budget Appropriations $121,865,082


City of Chesapeake Attachment B – Funding Sources

Funding Source Capital Budget FY 2022

General Fund – Fund Balance (City Lockbox) 10,527,000 General Fund – Fund Balance (School Lockbox) 7,000,000 General Fund – Fund Balance (One-Time Account) 12,215,002 General Fund – Fund Balance (Revenue Sharing Formula True-Up) 4,875,000 Fund Balance – Capital Projects Fund 1,000,000 Fund Balance – CTS 4,170,000 Fund Balance – IT 1,000,000 Fund Balance – Utilities Funds 1,402,770 Fund Balance – Stormwater Fund 2,649,075 Fund Balance – Conference Center Special Revenue Fund 1,088,000 Cash – South Norfolk TIF 4,956,943 Cash – Stormwater Fund 1,500,925 Cash - Utilities 10,387,230 Cash – Other City Funds 610,000 Developer Pro Rata 485,000 G.O Debt – General Government 27,164,137 G.O. Debt – Short-Term Financing 1,170,000 G.O. Debt - VPSA 6,000,000 Proffers 540,000 Revenue Bonds – Utility Fund 8,982,000 Stormwater Management Capital Projects Fund – Fund Balance 2,420,000 VDOT Reimbursement 11,722,000

Total Capital Budget Funding Sources $121,865,082


City of Chesapeake Attachment C – Reductions in Financing Sources

Project Number

Project Title Revenue Source Appropriations Prior to FY

2022 42-230 Mount Pleasant Road Widening Phase II State Contribution $1,875,000 25-220 Citywide Guardrail Installation & Replacement State Contribution $1,200,000 28-220 Traffic Signals and Intersection Improvements Phase III State Contribution $900,000 35-230 Elbow Road Widening – Phase II State Contribution $9,535,000 05-142 Meads Court BMP State Grant $684,228 05-143 New Mill Regional BMP State Grant $1,022,975

Total $15,217,203


City of Chesapeake Attachment D – Abandoned Projects

Project Number

Project Title Remaining Appropriations

25-220 Citywide Guardrail Installation & Replacement $0 20-100 Greenbrier Commercial District Pedestrian Safety Improvements -

Design & Construction (GB TIF) $1,229,318

03-200 City Hall 6th Floor Redesign/Expansion for City Attorney & City Manager's Office

$100,000

10-210 Fire – Telestaff Kronos Interface $73,361 11-170 Maximo Upgrade and Integration to PeopleSoft $305,600 05-143 New Mill Regional BMP $1,022,975 Total Abandoned Projects $2,731,254


City of Chesapeake

Attachment E - Transfers Project

Number Project Title

Appropriations Prior to FY 2022

Stormwater Transfer To

05-140 Stormwater Quality Program/VPDES Permit Compliance 1,022,975

Total Transfer To $1,022,975

Transfer From

05-143 New Mill Regional BMP 1,022,975

Total Transfer From $1,022,975


CHARTER PROVISIONS GOVERNING THE CIP

The City Charter has a number of provisions regarding the five-year capital improvement program. Below are the sections of the charter relevant to the CIP. Chapter 5. Budget. § 5.01. Fiscal year. The fiscal year of the city shall begin on the first day of July and shall end on the last day of June of each calendar year. Such fiscal year shall also constitute the budget and accounting year.

§ 5.07. Lapse of appropriations. Every appropriation, except an appropriation for a project in the capital improvement program, shall lapse at the close of the fiscal year to the extent that it has not been expended or encumbered. An appropriation for a project in the capital improvement program shall continue in force until the purpose for which it was made has been accomplished or abandoned; the purpose of any such appropriation shall be deemed abandoned if three years pass without any disbursement from or encumbrance of the appropriation.

§ 5.08. Capital improvement program. A. Submission to council. The manager shall prepare and submit to the council a five-year capital improvement program at least ninety days prior to the beginning of each fiscal year.

B. Contents. The capital improvement program shall include:

1. A general summary of its contents;

2. A list of all capital improvements which are proposed to be undertaken during the five fiscal years next ensuing, with appropriate supporting information as to the necessity for such improvements;

3. Cost estimates, method of financing, and recommended time schedules for each such improvement; and

4. The estimated annual cost of operating and maintaining the facilities to be constructed or acquired.

The above information shall be revised and extended each year with regard to capital projects still pending.

§ 5.09. Council action on capital improvement program. A. Notice and hearing. The council shall publish in one or more newspapers of general circulation in the city the general summary of the capital improvement program and a notice stating:

1. The times and places where copies of the capital improvement programs are available for inspection by the public; and

2. The time and place, not less than fourteen days after such publication, for a public hearing on the capital improvement program.

B. Adoption. The council shall adopt a capital improvement program with or without amendment after the public hearing not later than forty-seven days prior to the end of the current fiscal year. Should the council take no action prior to such day, the program shall be deemed to have been finally adopted as submitted by the city manager. The capital improvement program, after adoption, shall be deemed a plan only, with the right being reserved to the council to change the same at any time.


Chapter 6. Borrowing. § 6.01. Power. The council may, in the name of and for the use of the city, incur indebtedness by issuing its negotiable bonds or notes for the purposes, in the manner and to the extent provided in this chapter.

§ 6.02. Purposes for which bonds or notes may be issued. Bonds, and notes in anticipation of bonds when the issuance of bonds has been authorized as hereinafter provided, may be issued for any purpose for which cities are authorized to issue bonds by the Constitution or general law. Notes may be issued, when authorized by the council, at any time during the current fiscal year for the purpose of meeting appropriations made for such fiscal year, in anticipation of the collection of the taxes and revenues of such fiscal year, and within the amount of such appropriations.

§ 6.03. Limitations on indebtedness. In the issuance of bonds and notes, the city shall be subject to the limitations as to amounts contained in Article VII, Section 10 (a) of the Constitution.

§ 6.04. Form of bonds and notes. Bonds and notes of the city shall be issued in the manner provided by general law.

§ 6.05. Authority for issuance of bonds. No bonds or notes of the city shall be issued until their issuance shall have been authorized by a majority of the qualified voters of the city voting on the question at an election held for the purpose in the manner provided by general law, except as follows:

A. The council may authorize the issuance of refunding bonds or notes by an ordinance adopted by the affirmative vote of a majority of all members of the council.

B. The council may authorize the issuance of bonds and other obligations of a type excluded from the computation of indebtedness of cities under Section 10 (a) of Article VII of the Constitution of Virginia by complying with the conditions for exclusion set forth therein.

C. The school board, with the approval of the council, may issue on behalf of the city bonds or notes to the State Literary Fund.

D. The council may authorize the issuance of notes in anticipation of the issuance of bonds or notes to the State Literary Fund if the project to be financed with such bonds or notes is on the priority list of the Board of Education for loans to be made from the State Literary Fund. The council may authorize the issuance of notes in anticipation of the receipt of grants and reimbursements due the city from the federal and state governments.

E. The council may authorize the issuance of school bonds to the Virginia Public School Authority for capital projects for school purposes by an ordinance adopted by the affirmative vote of two-thirds of all members of the council.

F. The council may authorize the issuance of bonds or notes in any calendar year in such amounts as (i) shall not increase the total indebtedness of the city, as determined in the manner set forth in Section 10 (a) of Article VII of the Constitution of Virginia, by more than the sum of four million five hundred thousand dollars and the amount of all bonds and notes, however authorized, retired in the prior calendar year and (ii) shall not exceed eight percent of the assessed valuation of real estate in the city subject to taxation, as shown by the last preceding assessment for taxes. Such bonds or notes shall be authorized by an ordinance adopted by the affirmative vote of two-thirds of all


members of the council. For the purpose of this subsection, the issuance of bonds or notes that were authorized at an election or that were authorized pursuant to subsection A, B, C, D, or E hereof shall not affect the calculation of the amount of bonds or notes that may be authorized in any calendar year.

G. Authorized bonds or other obligations which could have been issued without an election on the last day of the calendar year in which they were authorized may be issued in a subsequent calendar year without affecting the annual limitation for such subsequent year.

For the purpose of this section, the terms "bonds," "notes," "other obligations" and "indebtedness" shall not include contractual obligations of the city other than bonds and notes. § 6.06. Payment of bonds and notes. The power and obligations of the city to pay any and all bonds and notes issued pursuant to this chapter, except revenue bonds made payable solely from revenue-producing properties, shall be unlimited and the city shall levy ad valorem taxes upon all taxable property within the city for the payment of such bonds or notes and the interest thereon, without limitation as to rate or amount. The full faith and credit of the city are hereby pledged for the payment of the principal of and interest on all bonds and notes of the former city of South Norfolk and of former Norfolk County, and any sanitary districts therein, issued and outstanding on January 1, 1963, and of the city thereafter issued pursuant to this chapter, except revenue bonds made payable solely from revenue-producing properties, whether or not such pledge be stated in the bonds or notes or in the bond ordinance authorizing their issuance.


PROJECTS REQUESTED BUT NOT FUNDED

Below is a table showing funding requests (new projects or additional funding for an existing project) that were not included in the FY 2022 to 2026 CIP. This table includes the project number, project title, project description, and total amount requested but not funded.

Community Facilities

Project Number Project Title Requested Not

Funded 01-240 Juvenile Services Building Replacement $23,760,000 Existing Project – Additional Funding Requested - This project includes design and construction of the new facility to replace the existing Juvenile Services Building (detention facility). The request included $3,400,000 in year 3, $18,200,000 in year 4, and $2,160,000 in year 5 to construct the facility. No additional funds were approved. 26-210 Jail and Sheriff HQ – Renewal and Replacements $1,000,000 Existing Project – Additional Funding Requested - The project will provide for repair or replacement of the Jail and the Sheriff’s Headquarters (HQ) facilities, including HVAC, other mechanical systems, security and alarms systems, elevators, generators, interior renovation, roofs, and carpet. Community Facilities included a request for an additional $1,000,000 in year 5. No additional funds were approved.



Funded

No Requests

Information Technology


Funded 11-220 PeopleSoft Manager & PeopleTools Upgrade Existing Project - Additional Funding Requested - This project will provide for the additional resources needed to complete the planning, testing, and deployment of the updates in PeopleSoft Update Manager. All system updates and new functionality for PeopleSoft are delivered by this tool. IT requested an additional $400,000 in Year 5. No additional funds were approved. 08-210 Enterprise Wide Technology III Existing Project - Additional Funding Requested - This project will provide for the purchase of updates and replacements of the software that is used throughout the City government. IT requested an additional $250,000 in Year 5. No additional funds were approved.

Parks, Recreation and Tourism


Funded 22-190 ADA Facility Compliance $135,000 Existing Project – Additional Funding Request – This project will provide for improved accessibility for citizens at public parks and recreational facilities, including ball fields, shelters, playgrounds, trails, parking lots, and buildings. The request included an additional $15,000 for each of the first three years, $90,000 in year four, and $135,000 in year five. Only $135,000 was approved for year five.

$400,000

$250,000


21-250 Athletic Field Lighting $1,000,000 Existing Project – Additional Funding Request – This project will add new athletic lighting systems at various athletic fields around the City to install on existing ball fields. The lighting of a field allows usage to double without the extra expense of constructing and maintaining a new field to meet increased citizen demand. The request was for an additional $2 million. Half of the amount requested was approved with $500,000 awarded for each of years four and five. 18-210 Commonwealth/Seaboard Multi-City Rail Trail (Western

Branch Rail to Trail) $710,000

Existing Project – Additional Funding Request – This trail will make the final connections between Suffolk and Portsmouth via the Western Branch area of Chesapeake and the old Commonwealth/Seaboard rail line. This project will provide for the final trail extension, which will become part of the multi-city trail system will eventually run from the Downtown Suffolk train station to the Oceanfront in Virginia Beach (approx. 44 miles). This project has been a collaboration between Parks, Recreation & Tourism, and Public Works departments. Public Works has taken the lead in this project. This request would have reduced funding by $195,000 in year three, added $550,000 in year four, and added $355,000 in year five. None of the additional funds requested were approved. 47-200 Open Space and Recreation Program $500,000 Existing Project – Additional Funding Request – This project will add new playgrounds at several public school and park sites, add splash parks at various parks and community centers, and begin the development of Heritage Park in accordance with the policies and regulations of the Open Space And Recreation Ordinance. The additional $500,000 requested for year five was not approved. PR-001 Community Pools $6,000,000 New Project Request - To construct one, centrally located outdoor 25 yard lap pool with water playground, bathhouse, and associated parking. PR-002 Deep Creek Park Project Phase III $20,000,000 New Project Request - Phase III of the Deep Creek Park project includes a new 75,000 square foot community center, as well as additional parking and associated infrastructure at $10,000,000 for two years. PR-003 Deep Creek Park Project Phase IV $6,500,000 New Project Request - Phase IV of the Deep Creek Park project includes the construction of four (4) softball fields, four (4) full size basketball courts, four (4) volleyball courts, four (4) tennis courts, additional parking lots, six (6) horseshoe courts, and additional picnic area(s) at $3,250,000 for two years. PR-004 Centerville Park Phase III $1,500,000 New Project Request - Phase III of the Centerville Park project includes construction of Dog Park, Bike/BMX area, two (2) full size basketball courts, two (2) tennis courts, two (2) volleyball courts, four (4) horseshoe courts, as well as additional parking and associated infrastructure – one-time cost. PR-005 Centerville Park Phase IV $20,000,000 New Project Request - Phase IV of Centerville Park includes the construction of a 75,000 square foot community center to serve southern Chesapeake at $10,000,000 for two years.

Public Safety


Funded 39-200 Fire – Vehicle Replacement $589,212 Existing Project – Additional Funding Request – This project will provide for the replacement of Fire Department telesquirts, ladder trucks, and pumpers. The Fire Department is requesting to increase


the CIP 5% in FY22 and then 3% annually to cover the anticipated increase in cost. Of the $2,361,888 requested, $1,772,676 was funded in year five. 16-220 Fire Station #4 Replacement $299,286 Existing Project – Additional Funding Request – The department is requesting an increase in funding to replace Fire Station #4. In FY 2020 $900,000 was appropriated for land purchase; $975,000 is currently scheduled for FY 2025 for Design and Engineering. The additional $299,286 requested for year 4 represents an approximate 5.5% projected cost increase and is not included in the CIP. PS-001 Replace Marine 1 (Fire Boat) $1,300,000 New Project Request - This project will replace the current, aging fire boat. The replacement fire boat will have improved capabilities to meet the demands and challenges of increased boat traffic and the corresponding increase in waterway EMS incidents. The boat will also support maritime economic development, and have the ability to interface with modern fire department apparatus and pumps. The boat will have the capability to deliver 4,000 gallons of water per minute, conduct search and rescue missions, mitigate hazardous materials incidents, and provide advanced life support care. PS-002 Police Emergency Vehicle Storage Facility $1,450,000 New Project Request - This new project will construct a 4-5-bay garage on a gravel lot behind the Animal Services Shelter next to the Public Safety Operations Center (PSOC). The project will include security and card access systems and electricity for heat and charging vehicle on-board electrical components. PS-003 Sheriff Correction Center Entrance Security Equipment

Project $100,000

New Project Request - This project will provide for the replacement of existing obsolete entrance security equipment in Lobby 1 & 2, as well as adding one to the Booking intake slider. t. PS-004 Sheriff Inmate Monitors for Classification $100,000 New Project Request - This project will install digital status boards that allow for tracking and visualization of inmates creating a hierarchical view that can be used to classify the correctional population. PS-005 Sheriff Taser 7 400 Certification Program $1,370,750

New Project Request - By acquiring the Taser 7, the Sheriff's Office is able to outfit all of the Sheriff's Deputies with the same tactical weapon for uniformity instead of gradually purchasing equipment. The recertification process will require less effort since all of the deputies would be receiving the Taser 7 at the same time. This program provides an alternative apprehension method for the deputies to utilize when less threatening situations arise while still providing the Correctional Center and community with public safety measures.

Public Utilities


Funded No Unfunded Requests

Stormwater Project Number Project Title Requested Not

Funded 08-150 Neighborhood Drainage Improvements - Phase II $1,500,000 Existing Project – Additional Funding Request – Public Works requested an additional $2.5 million be added to this project at $500,000 annually. Only $1 million of this amount is included in the CIP in FY


2022 and FY 2023. An additional $500,000 per year for year’s three through five of the CIP remains unfunded. 43-170 Citywide System Rehab $1,500,000 Existing Project – Additional Funding Request – Public Works requested an additional $2.5 million be added to this project at $500,000 annually. Only $1 million of this amount is included in the CIP in FY 2022 and FY 2023. An additional $500,000 per year for year’s three through five of the CIP remains unfunded. 03-160 Citywide Outfall Regrading and Restoration $2,500,000 Existing Project – Additional Funding Request – Public Works requested an additional $3.65 million be added to this project in varying amounts annually. Only $1.15 million of this amount is included in the CIP in FY 2022 and FY 2023. An additional $2.5 million for year’s three through five of the CIP remains unfunded. SW22-001 Forest Lakes Outfall Improvements Front Pond $1,350,000 New Project Request - New Project Request – Public Works requested $1.35 million for FY 2025 to address drainage and outfall improvements in the Forest Lakes front pond area. SW22-002 Carawan Lane Drainage Improvements $1,350,000 New Project Request – Public Works requested $1.35 million in FY 2026 to improve the drainage system for Carawan Lane that currently serves 41 residential homes. Improvements include roadside ditch regrading (+/-3,400 LF), driveway and cross pipe resizing, side ditch (+/-900 LF), and rear lead ditch (+/-2,000 LF) regrade towards A&C Canal.

Transportation


Funded 41-210 Rural Roads Safety Improvement Program $1,000,000 Existing Project – Additional Funding Request – Public Works requested an additional $2 million be added to this project at $1 million annually in fiscal year’s 2022 and 2023. Only $1 million of this amount is included in the CIP at $500,000 per year in FY 2022 and FY 2023. 42-230 Mt. Pleasant Rd. Widening - Phase II $4,700,000 Existing Project – Additional Funding Request – Public Works requested an additional $7.82 million be added to this project across FY 2022 and FY 2023 after previously awarded state funds did not materialize. Only $2.975 million of this amount is included in FY 2022 with the remainder left as a future project requirement. 44-230 Pedestrian Sidewalk and Street Lighting - Poindexter St. at

I-464 Overpass

$1,518,827 Existing Project – Additional Funding Request – Public Works requested an additional $1.5 million in FY 2022 to address unexpected costs associated with taking the sidewalk across the I-464 overpass and with taking the sidewalk across the railroad tracks below the Jordan bridge. 57-250 Cedar Road Widening $4,357,000 Existing Project – Additional Funding Request – Public Works requested an additional $4.36 million in FY 2024 and FY 2025 since previously anticipated VDOT funding for the project has not materialized. 60-250 Greentree Road Extension $11,600,000 Existing Project – Additional Funding Request – Public Works requested an additional $11.6 million in FY 2025 and FY 2026 since previously anticipated VDOT funding for this project has not materialized. 67-250 Johnstown Road at Battlefield Blvd. - Right Turn Lane $900,000 Existing Project – Additional Funding Request – Public Works requested an additional $900,000 in FY 2022 to allow this project to move forward more quickly. The $750,000 previously appropriated is for land acquisition.


71-250 Weiss Lane Widening $1,429,259 Existing Project – Additional Funding Request – Public Works requested an additional $1.82 million in FY 2023 and cancellation of planned funding in FY 2025 to allow this project to move forward more quickly. TR22-002 Volvo Parkway Intersection Improvements at Executive

Drive & Progressive Drive $1,526,000

New Project Request – Public Works requested FY 22 This project will Realign the opposing Volvo Parkway left-turn lanes to minimize the offset and allow for better visibility of oncoming traffic, regardless of queued vehicles. By doing so, Flashing yellow arrows can be implemented at these locations to provide more efficient traffic control at the specified signals, and to improve overall traffic flow along Volvo Parkway. TR22-003 Western Branch Rails to Trails Phase 2 $750,000 New Project Request – Public Works requested $750,000 in FY 2022 to build a ten-foot-wide multi-use paved path within the former Commonwealth Railroad right of way to connect from the Phase I project at Dordon St. to Taylor Rd. TR22-005 Signal Timing and Incident Management Plans $150,000 New Project Request – Public Works requested $150,000 in FY 2022 for a federally funded project to update, enhancement, and establish incident management plans, including procedures, detour operations, and changes to signal timing to accommodate shifts in traffic due to a major incident on major roadways or water crossings. TR22-008 Edinburgh Parkway Extension - Viridian Reserve North $2,490,000 New Project Request – Public Works requested $2.5 million in FY 2023-2024 for Master Transportation Plan improvements between existing portions of Edinburgh Pkwy to ensure connectivity between subdivisions and to provide an alternate local route that does not rely on Battlefield Blvd. South. TR22-009 Greenbrier Parkway at Jarman Road Intersection

Improvements $1,730,000

New Project Request – Public Works requested $1.73 million in FY 2023 and FY 2024 to improve the Jarman Road and Greenbrier Parkway intersection to improve functionality and reduce maintenance costs. TR22-010 Permanent Count Station Upgrade $240,000 New Project Request – Public Works requested $120,000 per year in FY 2022 and FY 2023 to provide new Permanent Count Station upgrades to collect vehicular movement trends over time to provide continuous traffic count data on strategic corridors in the City.


ABANDONED PROJECTS The following projects have been abandoned by the City. All unexpended appropriations and associated revenues will be transferred from these projects to other projects within the CIP (see attachment C of the CIP ordinance).

Community Facilities Project Number

Project Title Available Appropriations

03-200 City Hall 6th Floor Redesign/Expansion for City Attorney & City Manager's Office

$100,000


20-100 Greenbrier Commercial District Pedestrian Safety Improvements - Design & Construction (GB TIF)

$1,229,318

Information Technology

10-210 Fire – Telestaff Kronos Interface $73,361 11-170 Maximo Upgrade and Integration to PeopleSoft $305,600

Transportation 25-220 Citywide Guardrail Installation & Replacement $0

Stormwater 05-143 New Mill Regional BMP $1,022,975


CITY AND SCHOOL LOCKBOX SUMMARY

City Lockbox 2020 2021 2022 2023 2024 2025 2026 Opening Balance 13,722,099 17,185,169 19,105,288 18,809,088 18,518,830 18,608,216 19,315,719 Locked Revenue Flat Allocations 21,398,500 21,760,500 22,086,500 22,527,500 23,209,500 23,209,500 23,209,500 1¢ on Real Estate Tax 2,577,000 2,621,000 2,777,475 2,846,912 2,918,085 2,991,037 3,065,813 1% Inflation Adjustment 194,100 400,000 611,600 828,581 1,052,142 1,284,758 1,519,701 Total Locked Revenue 24,169,600 24,781,500 25,475,575 26,202,993 27,179,727 27,485,295 27,795,014 Total Funds Available 37,891,699 41,966,669 44,580,863 45,012,081 45,698,557 46,093,512 47,110,733 Use of Lockbox Debt Service 11,722,930 15,291,381 15,244,775 16,408,251 16,115,341 17,557,793 15,973,420 Cash Funding to Projects 8,983,600 7,570,000 10,527,000 10,085,000 10,975,000 9,220,000 5,350,950 Total Use of Lockbox 20,706,530 22,861,381 25,771,775 26,493,251 27,090,341 26,777,793 21,324,370 Ending Balance 17,185,169 19,105,288 18,809,088 18,518,830 18,608,216 19,315,719 25,786,363 School Lockbox 2020 2021 2022 2023 2024 2025 2026 Opening Balance 25,136,660 34,323,388 40,945,978 47,964,977 51,371,803 50,592,816 45,271,561 Locked Revenue Flat Allocations 24,354,500 24,716,500 25,042,500 25,483,500 26,165,500 26,165,500 26,165,500 3% of Hotel Tax 2,649,600 1,995,000 2,118,325 2,227,075 2,338,025 2,388,800 2,398,400 1¢ on Real Estate Tax 2,577,000 2,621,000 2,777,475 2,846,912 2,918,085 2,991,037 3,065,813 South Norfolk TIF 1,000,000 1,000,000 - - - - - 1% Inflation Adjustment 234,000 480,000 731,965 989,710 1,254,442 1,528,641 1,805,583 Additional School Funds - - 1,000,000 - - - - Total Locked Revenue 30,815,100 30,812,500 31,670,265 31,547,197 32,676,052 33,073,978 33,435,296 Total Funds Available 55,951,760 65,135,888 72,616,243 79,512,174 84,047,855 83,666,795 78,706,856 Use of Lockbox Debt service 14,628,372 17,189,910 17,651,266 21,140,371 22,955,038 23,895,234 27,173,383 School Operations - - 2,245,162 - - - - Cash Funding of Projects 7,000,000 7,000,000 4,754,838 7,000,000 10,500,000 14,500,000 7,000,000 Total Use of Lockbox 21,628,372 24,189,910 24,651,266 28,140,371 33,455,038 38,395,234 34,173,383 Ending Balance 34,323,388 40,945,978 47,964,977 51,371,803 50,592,816 45,271,561 44,533,473

Notes Beginning in FY 2016 the non-dedicated annual contribution to the two Lockboxes increased by the annual reduction in Pre-Lockbock debt service requirements. This reduction in Pre-Lockbock is divided equally between the City and School Lockboxes. Beginning in FY 2020 and continuing each year, contributions to both Lockboxes increase by one-percent (1%) in an effort to maintain “buying power” due to inflationary impacts associated with capital expenditures.


TAX INCREMENT FINANCING (TIF) DISTRICTS SUMMARY

Greenbrier 2020 2021 2022 2023 2024 2025 2026 Fund Balance - Beginning 5,641,682 8,359,970 10,853,718 10,853,718 11,793,453 22,795,753 34,898,835 Revenue Real Estate Taxes 10,548,589 11,773,226 12,592,266 13,532,001 14,567,427 15,706,933 16,990,138 Return from Capital Fund - - - - - - - Investment Earnings 89,138 - - - - - -

Total Funds Available 16,279,409 20,133,196 23,445,984 24,385,719 26,360,880 38,502,685 51,888,973 Use of TIF Funds Debt Service 1,468,658 1,468,113 1,289,501 1,285,500 1,289,250 1,290,500 1,289,250 Cash Funding to Projects 1,583,363 - - - - - - Transfers to EDA 991,780 992,465 992,064 992,575 991,923 992,107 992,050 Surplus Shared w/ Schools 2,500,000 5,500,000 9,062,874 - - - - Transfer to General Fund 1,375,638 1,318,900 1,247,827 1,287,052 1,322,677 1,360,833 656,977 Total Use of TIF Funds 7,919,439 9,279,478 12,592,266 3,565,127 3,603,850 3,643,440 2,938,277

Ending Fund Balance 8,359,970 10,853,718 10,853,718 11,793,453 22,795,753 34,898,835 48,245,533 South Norfolk 2020 2021 2022 2023 2024 2025 2026 Fund Balance - Beginning 8,575,662 11,052,981 3,989,584 3,989,584 10,012,183 13,099,904 19,581,318 Revenue Real Estate Taxes 6,183,618 6,677,417 7,453,119 7,926,592 8,398,169 8,914,324 9,448,024 Return from Capital Fund 2,765,233 - - - - - - Investment Earnings 128,702 - - - - - -

Total Funds Available 17,653,215 17,730,398 11,442,703 7,930,089 8,399,884 8,922,018 9,462,220 Use of TIF Funds Debt service 1,010,682 1,002,814 1,096,060 1,549,685 1,986,618 1,954,848 2,282,407 School Debt - Oscar Smith MS 1,000,000 1,000,000 - - - - - Surplus Shared w/ Schools - - 1,061,490 - - - - Payment to Land Bank 1,500,000 - - - - - - Cash Funding of Projects 2,591,500 11,400,000 4,956,943 - 3,043,057 - - Feasibility studies 250 25,000 25,000 25,000 25,000 25,000 25,000 Transfers to General Fund 497,802 313,000 313,626 329,307 345,773 363,061 381,214 Total Use of TIF Funds 6,600,234 13,740,814 7,453,119 1,903,992 5,400,448 2,342,909 2,688,621

Ending Fund Balance 11,052,981 3,989,584 3,989,584 10,012,183 13,009,904 19,581,318 26,340,721 Notes Transfers of TIF funds to the General Fund are surplus funds that are not required to meet TIF obligations. These include the cost to maintain improvements developed with TIF funds, support of police interdiction activities at hotels, support for the Sheriff's mowing crew in South Norfolk, and operational costs of streetlights added in the two TIF districts. An annual transfer of $1 million in funds from the South Norfolk TIF to the School Lockbox to offset financing costs for the renovation of Oscar Smith Middle School expired in FY 2021. A total of $10 million was transferred between FY 2012 and 2021. Future year projections exclude potential transfers of surplus Greenbrier or South Norfolk funds to the General Fund to support operations of the city and school board. This is a policy decision that will be made on an annual basis during the development of the operating budget and CIP.


PROFFER SUMMARY This report reflects proffers received and appropriated as of January 2021. Most proffers are payable when an occupancy permit is issued. Thus, a significant amount of developer proffers has not been paid since many developments are still in progress. This report also does not include proffers that have been pledged, but have not been actually paid yet.

Developer Proffers for: Amounts Received

Amounts Appropriated

Proffers Available

FIRE/EMERGENCY MEDICAL SERVICES 2,235,774 1,434,971 800,803 Citywide 2,235,774 1,434,971 800,803 LIBRARIES 2,991,253 1,084,550 1,906,703 Citywide 2,991,253 1,084,550 1,906,703 SCHOOLS* (Middle School Service Area) 19,168,691 9,810,187 9,358,505 Crestwood/Greenbrier 8,789,319 7,617,070 1,172,249 Deep Creek/Hugo Owens 3,909,868 - 3,909,868 Great Bridge 1,757,421 250,100 1,507,321 Hickory 1,278,233 643,978 634,255 Indian River 177,980 36,589 141,390 Oscar Smith 1,015,022 486,445 528,577 Western Branch/Joliff 577,676 - 577,676 Deep Creek 1,663,173 776,005 887,168 TRANSPORTATION 4,633,934 3,596,877 1,037,057 Camelot/Deep Creek 2,433,570 1,979,878 453,692 Greenbrier 756,257 472,016 284,241 Rivercrest 357,822 213,708 144,114 South Chesapeake/Great Bridge 825,513 781,275 44,238 So Norfolk/Indian River 225,884 150,000 75,884 Western Branch 34,888 - 34,888 GRAND TOTAL $ 29,029,652 $ 15,926,585 $ 13,103,067

*School proffers are listed by middle school service area which usually overlap several elementary zones. High schools typically draw from multiple middle school zones. However, a single middle school zone can be served by several high schools


IMPACTS OF CAPITAL PROJECTS ON THE OPERATING BUDGET The table below provides anticipated impacts of listed projects on the City’s operating budget.

*Note that negative numbers in the expenditure column represent an anticipated decrease in current costs


Exp Rev FTE Exp Rev FTE Exp Rev FTE Exp Rev FTE

01-150 Public Works/Public Util ities Facil ities Replacement/Relocation - - 5.00 - - - - - - - -

05-180 Sewer Renewal: Additional Consent Order Capital Requirement - - - - - - - - - - - 06-100 Greenbrier Pkwy. - Force Main Upgrade - - - - - - - - - - - 06-220 Tax System Modernization - - - 1,350,000 - 1,350,000 - - - - - 06-240 Security Improvements - Various Facil ities 3,000 - - 3,000 - 3,000 - - 3,000 - - 06-260 Libraries - Russell Memorial Library Addition - - - - - - - - - - - 08-210 Enterprise Wide Technology III 25,000 - - 25,000 - 25,000 - - - - - 08-250 ArcGIS Enterprise Implementation - - - 9,000 - - 9,000 - - 9,000 - - 09-250 Data Access Governance Design and Implementation 250,000 - - 470,000 - - 470,000 - - 470,000 - - 10-220 Libraries - Technology Upgrade/Replacement - Phase III (13,320) - - (13,320) - - (13,320) - - (13,320) - - 11-240 Citywide Security Assessment and Court Security Upgrade 79,000 - - 79,000 - - 79,000 - - 79,000 - - 12-191 Libraries - Automated Handling System - Phase II 27,000 - - 27,000 - - 27,000 - - 27,000 - - 12-192 Libraries - Automated Handling System - Phase III 15,000 - - 15,000 - - 15,000 - - 15,000 - - 12-220 Network Equipment Replacement - Phase II 99,000 - - 99,000 - - 99,000 - - - - - 12-230 Community Center Improvements, Additions & Expansions 150,000 90,000 8.00 225,000 135,000 - 300,000 180,000 - 375,000 225,000 - 12-240 Data Center Equipment Replacement 800,000 - - 800,000 - - 800,000 - - 800,000 - - 13-220 Website Redesign 30,000 - - 30,000 - - 30,000 - - 30,000 - - 13-250 Libraries - Expansion of Services - - 2.00 184,450 - - 368,900 12,500 - - - - 14-240 Heritage Park - Phase II - - - - - - 12,500 7,500 - 12,500 7,500 - 15-230 Sheriff - New World App 21,300 - - 21,300 - - 21,300 - - 21,300 - - 15-240 Landing Park on the Indian River - - - 3,000 - - 3,000 - - 3,000 - - 15-250 Conduit Installation - Mt. Pleasant Road Cost Share 10,000 - - 10,000 - - 10,000 - - 10,000 - - 16-220 Station #4 Replacement - - - - - - - - - - - - 16-240 Oak Grove Lake Park - Phase II - - - - - - - - - 50,000 - 17-220 Joint Fire & Police Station - Grassfield/Scenic Pkwy. - - 39.00 - - - - - - - - - 17-230 Public Safety Two Factor Authentication System Upgrade 15,000 - - 15,000 - - 15,000 - - 15,000 - - 17-250 Centervil le Park Phase II - - - - - - - - - - - - 18-240 Multipurpose Tow/Rescue Vehicle Replacement - - - - - - 21,000 - - 21,000 - - 20-230 Chesapeake Connector Water Pipeline - - 0.10 7,000 - - 7,000 - - 7,000 - - 20-250 Deep Creek Park - Phase II - - 1.00 - - - - - - - - - 21-250 Athletic Field Lighting 2,400 1,000 - 3,600 1,500 - 4,800 2,000 - 6,000 2,500 - 22-220 System Redesign/Construction: Albemarle Dr. (24,000) - 0.50 (24,000) - - (24,000) - - (24,000) - - 22-240 Police & Sheriff: Virtual Firearm Training/Safety System 37,000 - - 37,000 - - 37,000 - - 37,000 - - 23-250 Biomedical Equipment Replacement - - - - - - - - - 200,000 - - 24-250 Fire - Enclosed Air Trailer 5,000 - - 5,000 - - 5,000 - - 5,000 - - 27-250 Fire - Portable Radio Replacement - - - - - - 342,000 - - 342,000 - - 29-250 Base Station Radio Replacement - - - 25,000 - - 50,000 - - 75,000 - - 30-210 Public Util ities - CIS Upgrade 10,000 - - 10,000 - - 10,000 - - 10,000 - - 30-250 P25 Radio System Upgrade 330,000 - - 330,000 - - 330,000 - - 330,000 - - 31-250 Police - 911 Recording Solution Replacement - - - - - - 30,000 - - 30,000 - - 33-120 Sewer Renewal: SSES Implementation - Phase II 11,500 - - 11,500 - - 11,500 - - 11,500 - - 34-200 Force Main Replacement: Dominion Blvd. and I-64 - - - - - - - - - - - - 34-250 Police - Portable Radio Replacement 55,000 - - 110,000 - - 165,000 - - 165,000 - - 35-170 Sewer Improvements: Gravity Sewer System at Indian River 4,800 - - 4,800 - - 4,800 - - 4,800 - - 43-120 Centervil le Turnpike Loop 3 5,000 - - 5,000 - - 5,000 - - 5,000 - -

FY 2023 FY 2024 FY 2025 FY 2026


ACRONYMS Below is a list of acronyms used throughout the document.

CIB Capital Improvement Budget

CIP Capital Improvement Program

GO General Obligation

GF General Fund

HVAC Heating, Ventilating and Air Conditioning

IE Interest Earnings

LB Lockbox

OSO Open Space Ordinance

PR Pro Rata Drainage Funds

VDOT Virginia Department of Transportation

VPSA Virginia Public School Authority (a state agency that issues bonds on behalf of public schools)


PROPOSED Capital Improvement Program FY 2022 - 2026

Documents

Transcript of PROPOSED Capital Improvement Program FY 2022 - 2026