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Office of the City Auditor

Audit of Stormwater Management Utility

Report Date: September 29, 2017

Office of the City Auditor 2401 Courthouse Drive, Room 344

Virginia Beach, Virginia 23456 757.385.5870

“Promoting Accountability and Integrity in City Operations”

Office of the City Auditor Contact Information

Office of the City Auditor “Promoting Accountability and Integrity in City Operations”

www.vbgov.com/cityauditor


2401 Courthouse Drive, Room 344 Virginia Beach, VA 23456

Telephone: 757.385.5870 Fax: 757.385.5875

Fraud, Waste, and Abuse Hotline 757.468.3330

Lyndon Remias, CPA, CIA, CRMA, CGAP City Auditor

Gretchen Hudome, CIA Deputy City Auditor

Tim Bell, CICA Senior Auditor Tony Gonzalez, CPA, MBA Senior Auditor

Office of the City Auditor Transmittal Letter

i

The Office of the City Auditor is an independent audit function reporting directly to the Virginia Beach City Council.

Date: September 29, 2017 To: The Honorable Mayor and Members of City Council Subject: Results of our Audit of the City’s Stormwater Management Utility I am pleased to present the report of our audit of the City’s Stormwater Management Utility. This audit addresses the accounting of revenues collected by the utility and the use of the revenue for the general welfare, health, and safety of the City and its residents in accordance with applicable laws and regulations; and, was requested by City Council resolution, adopted on April 18, 2017. Findings considered to be of insignificant risk have been discussed with management. We completed our fieldwork on September 9, 2017. The Office of the City Auditor reports to City Council through the City’s Audit Committee and is organizationally independent of all other City Departments. This report is intended solely for the information and use of the Audit Committee, City Council, Department of Public Works, Department of Public Utilities and appropriate management. It is not intended to be, and should not be, used by anyone other than these specified parties. However, this report is a matter of public record and its distribution is not limited. We would like to thank the management and staff of the Departments of Public Works and Public Utilities for their cooperation and responsiveness to our requests during our audit and their responsiveness to questions, recommendations, and suggestions. Other departments, including the Real Estate Assessor’s Office, Information Technology, Finance, and Management Services provided assistance as well. If you have any questions about this report, or any audit-related issue, I can be reached at 385.5872 or via email at [email protected]. Respectfully submitted,

Lyndon S. Remias, CPA, CIA City Auditor c: Audit Committee Members Dave Hansen, City Manager Tom Leahy, Deputy City Manager Phil Davenport, Director, Public Works Bob Montague, Director, Public Utilities

mailto:[email protected]


Table of Contents

ii The Office of the City Auditor is an independent audit function reporting directly to the Virginia Beach City Council.

Transmittal Letter ............................................................................................................................. i Purpose ........................................................................................................................................... 1 Scope .............................................................................................................................................. 1 Methodology ................................................................................................................................... 1 Standards ........................................................................................................................................ 2 Background .................................................................................................................................... 3 Findings and Results ....................................................................................................................... 9 Conclusion ..................................................................................................................................... 28 Acknowledgements ....................................................................................................................... 28 Management’s Responses .............................................................................................. Appendix A Map: Stormwater Completed and Open Work Orders .................................................. Appendix B FY17 Stormwater Accomplishments by Budget Unit ...................................................... Appendix C Map: Stormwater CIP Projects (September 2017) ........................................................ Appendix D What Can You Do? .......................................................................................................... Appendix E

Office of the City Auditor Audit of Stormwater Management Utility

Audit of Stormwater Management Utility Page 1 of 28

Purpose Recent storm events have highlighted the importance of proper stormwater management and the efficient and effective operation of the stormwater system and use of stormwater funds. In order to provide a baseline to evaluate future funding decisions, City Council, by resolution adopted on April 18, 2017, requested an audit of the City's stormwater management utility. "Utility" means the enterprise fund created to operate, maintain, and improve the City's stormwater management system. This audit addresses the accounting of revenues collected by the utility and the use of the revenue for the general welfare, health, and safety of the City and its residents in accordance with applicable laws and regulations. Scope and Objectives The scope of the audit covered revenues and expenditures of the Stormwater Management Utility enterprise fund and stormwater-related capital projects for the period of July 1, 2016 through June 30, 2017 and multi-year analytics. Specific audit objectives are:

• To ensure proper and appropriate assessment, accounting, and completeness of the City’s stormwater management utility revenue.

• To ensure City’s stormwater revenues are expended only for stormwater purposes and controls are in place for proper accounting for stormwater expenditures.

• To ensure the City’s stormwater capital improvement program (CIP) revenues and expenditures are properly accounted for and appropriately managed.

Methodology To accomplish our objectives, we performed the following:

• Obtained and reviewed pertinent laws, regulations, policies, and procedures regarding stormwater management.

• Reviewed the City’s policies and processes related to the City’s stormwater management program through inquiry and examination of documents and data.

• Met with appropriate staff to discuss the City’s stormwater management and capital improvement programs.

• Assessed whether design of the City’s policies and processes are adequate to ensure compliance and reduce the risk of noncompliance and loss to an acceptable level.



• Performed analysis and tests of data designed to identify trends and high-risk criteria. • Selected samples of stormwater revenues, expenditures, and capital improvement

projects for review based on the results of our analysis. • Traced our samples to documentation supporting compliance. Investigated

anomalies/irregularities. • Made recommendations, as appropriate, to ensure compliance, improve processes,

increase efficiency, and reduce the risk of loss to the City. Standards We conducted this performance audit in accordance with generally accepted government auditing standards. Those standards require we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained during this audit provides a reasonable basis for our findings and conclusions based on our audit objectives. The Office of the City Auditor reports to City Council through the Audit Committee and is organizationally independent of all City Departments. This report is distributed to the City’s Audit Committee, City Council, and appropriate management within the City of Virginia Beach. This report is also available to the public.



Background Stormwater management is the handling and/or managing of excess rainfall (runoff) in a manner that controls flooding and limits water quality degradation. An effective Stormwater Management Program addresses flood control, water quality and regulatory compliance, and infrastructure management including operations and maintenance. The City’s Stormwater Management Utility was established by City Council ordinance in 1993 to provide for the general welfare, health, and safety of the City and its residents. The City’s stormwater management goals include: Promoting effective storm water drainage from developed areas to minimize flooding Maintaining and protecting the City's long-term investment in its network of storm

drains and related infrastructure Improving the quality of the storm water discharged into the City's waterways Informing and educating residents on storm water issues

Virginia Beach has a unique topography, which requires development and maintenance of a system of manmade and natural components of a stormwater management infrastructure to both limit and manage the volume of stormwater to control flood events and to prevent degradation of the City's waterways through stormwater quality management. Stormwater runoff is associated with all improved properties in the City, whether residential or nonresidential. The individual property impacts of runoff are correlated to the amount of impervious surface1 and land-disturbing activities. The elements of the stormwater management infrastructure provide benefit and service to properties through direct protection, control of flooding of critical components of the infrastructure, and protection of the City's natural environment.

1 The City Code defines impervious surface area as “a surface which is compacted or covered with material that is highly resistant to infiltration by water, including, but not limited to, most conventionally surfaced streets, roofs, sidewalks, parking lots, and other similar structures”.

Stormwater Management

Water Quality and Regulatory

Compliance

Flood Control Operations and Maintenancel



The primary regulation that the City must adhere to is the Municipal Separate Storm Sewer System (MS4) stormwater permit, which is required for the City to be able to operate its stormwater system and to discharge stormwater to waters of the United States. The permit requires that the City establish an MS4 Program Plan with specific requirements that has extensive resource requirements including additional staff. The costs of monitoring, operating, maintaining, and constructing the stormwater system required to both meet regulations and to address identified flood event needs, are allocated, to the extent practicable, to all property owners based on their impact on the stormwater management system. Per City Code, Chapter 32.5, Stormwater Management Utility, all revenues collected shall be used exclusively to provide services and facilities related to the stormwater management system. The revenues shall be used for the following:

(1) Acquisition of real or personal property, and interest therein necessary to construct, operate and maintain stormwater control facilities;

(2) The cost of administration of such programs, to include the establishment of reasonable operating and capital reserves to meet unanticipated or emergency requirements of the utility;

(3) Engineering and design, debt retirement, construction costs for new facilities and enlargement or improvement of existing facilities;

(4) Facility maintenance;

(5) Monitoring of stormwater control devices; and

(6) Pollution control and abatement, consistent with state and federal regulations for water pollution control and abatement.

Stormwater Utility Fees Stormwater utility fees are assessed on all developed property in the City.

For purposes of determining the utility fee, all properties in the City are classified into one of the following classes:

(1) Developed residential property;

(2) Developed multifamily residential property;

(3) Developed nonresidential property;

(4) Undeveloped property; or

(5) Agricultural property.

Residential parcels are billed a standard rate regardless of the amount of impervious surface area on the applicable parcel. The standard billing rate is one (1) equivalent residential unit



(ERU). One ERU is equal to the impervious surface area associated with an average residential unit, currently 2,269 square feet. One (1) ERU is charged for each dwelling on the parcel up to four (4). Parcels with five (5) or more dwelling units are considered multifamily.

The utility fee for developed multifamily residential and nonresidential property (commercial) is the ERU rate multiplied by the numerical factor obtained by dividing the total impervious surface area by one (1) ERU rounded to the nearest tenth (0.1) of a unit. The minimum utility fee for any developed nonresidential property is equal to the ERU rate.

The utility fee for vacant developed property, both residential and nonresidential, is the same as that for occupied property of the same class.

Undeveloped property is exempt from the utility fee.

Agricultural property itself is exempt from the utility fee; however, each developed residential unit situated on a parcel devoted to agricultural use is charged a fee equal to the ERU rate.

Stormwater utility fees for properties owned by federal, state, and local government agencies are waived as long as those agencies own and provide for maintenance of storm drainage and stormwater control facilities.

To address the growing cost of stormwater flood control needs and mandated regulations, the FY18 Adopted Budget includes a phased in adjustment of the ERU rate. Effective July 1, 2017, the ERU rate increased from 43.3 cents per day to 45.8 cents per day. The adopted FY18 budget includes future increases of 2.5 cents per year through FY22.

SOURCES: City of Virginia Beach CAFR for FY94 through FY16; Banner CIS for FY17; and Adopted FY18 Budget

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Stormwater Management Utility Fee Revenue

Assessed Fees Collected Fees Daily Fee

Exhibit 1.



Exhibit 1, on page 5, shows the correlation between the revenue, collections and the daily fee. FY17 assessed fees were $39,854,926. The FY17 collection amount reflects payments applied to FY17 billings through June 30, 2017. Stormwater Operations The maintenance and repair of the current stormwater infrastructure system is accounted for in the Stormwater Management Utility Fund, and financed by stormwater utility fees. The City’s stormwater infrastructure includes:

Exhibit 2. Stormwater Infrastructure Components 1,200 miles of pipe Oceanfront Boardwalk and seawall 790 lakes and ponds 564 miles of ditches 59,000 manholes and basins 38 dams and spillways 44 miles of canals 15 pump stations

For FY17, there were 15,474 work orders completed for maintenance and repairs to the stormwater infrastructure throughout the City. The map In Appendix B shows the locations of completed work orders for FY17 and FY18 and open work orders as of September 1, 2017. The stormwater operations organizational chart is as follows:

Exhibit 3. Stormwater Operations Organizational Chart

The Department of Public Utilities provides services related to billing, account management, and customer service on behalf of the Stormwater Management Utility fund.



The Public Works Engineering Division oversees development and management of stormwater capital improvement projects, stormwater strategic planning, and the MS4 stormwater permit. The Public Works Operations and Maintenance Division does the actual hands-on maintenance of maintaining, cleaning, and repairing the various stormwater components. The following table presents the number of full time positions for each budget unit accounted for within the Stormwater Management Utility fund:

Table 1. Stormwater Management Utility Full-Time Positions

Description FY17 FY18

Project Management 19 25 Operations and Maintenance 96 99 Inspections & Environmental Spills Response 7 12 Residential Street Sweeping 6 3 Construction and Engineering 20 19 Surface Water Regulatory Compliance 8 11 Mosquito Control 34 34

Total 190 203 SOURCE: Adopted Operating Budget- Resource Management Plan FY 2017-18

Each year, the fund transfers a budgeted amount for building and/or replacing additional stormwater infrastructure to sustain flood control functions, protect water quality, and maximize lifespan of the infrastructure to the Stormwater Capital Projects Fund. For FY17, maintaining the current stormwater system accounted for approximately $28,779,053 of $37,869,053 expended for stormwater while $9,090,000 was transferred to stormwater CIP projects. Stormwater Capital Improvement Program Stormwater infrastructure is the foundation that enables the City to manage stormwater runoff to control flooding and erosion and maintain water quality for its citizens and the environment. The acquisition, construction, expansion, rehabilitation, and upgrade of infrastructure are accomplished through CIP projects. Extensive planning, adequate funding, and proper execution are necessary for a project to succeed. Stormwater-related capital project funding and expenditures are administered and accounted for separately through the Stormwater Capital Projects Fund.



Stormwater CIP projects fall under one of three (3) functional components, namely: Flood Control; Operations and Maintenance; and Water Quality and Compliance. The pressing need for improved infrastructure resulted in increased activities for stormwater CIPs in the past three fiscal years as shown below.

Table 2. Three-Year Stormwater CIP Expenditures by Functional Component

FY 2015 FY 2016 FY 2017

Flood Control $3,615,885 $5,908,726 $8,078,990

Operations and Maintenance $14,187,797 $11,672,245 $13,955,131

Water Quality and Regulatory Compliance $1,371,550 $2,956,522 $4,448,135

Grand Total $19,175,232 $20,537,493 $26,482,256 SOURCE: InSITE FY17 data as of June 30, 2017 In October 2016, the City was hit by Hurricane Matthew. Compounding the impact of the Hurricane Matthew was the fact that the ground was saturated with water due to the level of rainfall that occurred the preceding week. As a result, hundreds of individuals were forced to vacate their homes and millions of dollars in damages occurred across the City. The City reached out to the neighborhoods affected and provided many methods of support. Since Hurricane Matthew, much discussion has occurred about areas of the City’s stormwater system incapable of handling stormwater run off associated with a “500 year storm” event similar to what the City experienced in October 2016. The FY18 Stormwater Management Utility Operating Budget includes additional full-time employees (FTE) and funding within the stormwater CIP to improve flood control in those impacted areas.



Findings and Results Stormwater Management Utility Revenues Background In accordance with City Code section 32.5-4, the City charges stormwater fees for each developed residential and nonresidential parcel. The party responsible for payment may be the owner, property manager, or the tenant. The stormwater fee is billed monthly2 as part of the City’s combined services bill. Public Utilities assumed full stormwater customer service and account management responsibilities from Public Works on July 1, 2016.

Stormwater fees are billed as part of the City’s combined service billing using Banner CIS. The Department of Public Utilities is responsible for the combined services billing. The combined bills included four separate charges: stormwater and solid waste collection (Public Works) and water and sanitary sewer charges (Public Utilities).

Table 3. Active Stormwater Accounts by Service Type

Service Type Number of Accounts ERUs Commercial (CSTM) 4,693 96,488.4 Government (GSTM) 8 140.0 Multifamily (MSTM) 3,322 30,700.3 Residential (RSTM) 123,618 124,112.3

Total 131,641 251,441.0 SOURCE: Extract of Banner CIS Stormwater Account Data as of August 18, 2017

Results As part of our procedures, we performed analysis and tests of data designed to determine the completeness and accuracy of the stormwater account data maintained within the Banner CIS system. Our analysis included data for all stormwater accounts. To ensure completeness, we compared the Geographical Parcel Identification Numbers (GPIN) of active stormwater accounts to the City’s Land Book data maintained by the Real Estate Assessor’s Office. The results of our tests of completeness and accuracy are provided in Tables 4 and 5.

2 The City switched to a monthly billing cycle on July 1, 2017. Prior to that, City services (water, sewer, stormwater and waste management) were billed bi-monthly.



Table 4. Exceptions Noted during Analytical Review

Exception Type # Inactive Accounts without Corresponding Active Accounts 139 Possible Service Misclassification 37 Accounts with Active Service, Not Billed 13 Residential and Commercial Accounts Billed where ERU is less than 1 32 Accounts with Active Service, Not Billed in Last 90 Days 5 Accounts where Impervious Area and/or ERUs are Blank (See NOTE) 7 Erroneous GPINs 5 Inactive Accounts with Active Service 1 NOTE: Impervious area is used in the calculation of the stormwater rate

The seven (7) accounts where the ERUs and/or the impervious surface area fields were blank were initiated in June using the newly implemented mobile dispatch capabilities, which allows field personnel to complete and close service orders in the work order system. The results are automatically uploaded to Banner CIS. Public Utilities is currently working with the vendor to fix the problem and has implemented a manual workaround to ensure all required fields are populated until the issue is corrected. The accounts identified during our audit have been updated. No revenue was lost. We recalculated the last billed stormwater amount for each active account in our extract to ensure accurate calculation and reasonableness. There were no exceptions. We determined the FY17 total fees assessed and recorded to be reasonable given the total ERUs. We identified 2,051 parcels as high-risk with regard to not being charged stormwater fees based on our comparison of the GPINs of active stormwater accounts to the Land Book data. We selected a random sample of 100 of these parcels for further review. We determined that the stormwater fees for 90 of these parcels were exempt, currently being billed to a master account, or an account linked to an incorrect GPIN. The results of our review are provided in Table 5, on the next page.



Table 5. Results of High Risk Sample Review

Account Status Number Stormwater Fees Billed to Master Account 55 Stormwater Accounts linked to incorrect GPIN; Parcels Billed 31 Parcels Found in Banner CIS, No Stormwater Fees Billed 5 Parcels Exempt from Stormwater Fees 4 Parcels Pending Final Permit Action 3 Parcels Not Found in Banner CIS 2

Total 100 We also traced properties with final plumbing and/or building permits issued in May 2017 to active stormwater accounts to ensure new accounts, when needed, were activated in a timely manner. There were no exceptions. Based on Public Utilities’ research and field verifications completed thus far, we have identified 21 additional ERUs amounting to $3,511 in annual billings. Recommendations In order to ensure the accuracy and completeness of stormwater account information, management should:

1.1 Review accounts identified as high-risk and exceptions noted to ensure account information is correct and stormwater fees are properly assessed.

1.2 Implement a process to ensure changes to GPINs, including but not limited to splits and mergers, are promptly identified and recorded.



Stormwater Management Utility Expenditures Background The operating expenditures for the Stormwater Management Utility are those generated and accounted for by the various Stormwater budget units, while conducting stormwater-related activities including street sweeping; ditch maintenance; pipe cleaning; inspections of various stormwater infrastructure; pipe cave-in repairs; design, planning, and management of stormwater projects; and compliance with mandated stormwater regulations. These expenditures are supported by the utility fees. Generally speaking, operating expenditures are the costs associated with those activities that maintain the current existing stormwater infrastructure. The table below presents stormwater expenditures by program area (including debt service) for the past three fiscal years:

Table 6. Stormwater Management Utility Expenditures

Description FY 2015 FY 2016 FY 2017

Project Management $2,148,561 $2,648,719 $2,123,778 Customer Service $64,502 $54,445 $0 Operations and Maintenance $12,544,428 $12,066,441 $14,170,500 Inspections & Environmental Spills Response $711,062 $811,336 $563,378 Residential Street Sweeping $391,872 $730,997 $2,833,231 Construction and Engineering $628,172 $1,105,359 $1,551,316 Surface Water Regulatory Compliance $0 $0 $852,705 Mosquito Control $0 $25,716 $2,160,040 Transfers to Other Funds $11,600,869 $11,109,631 $12,107,073 Debt Service $642,629 $145,667 $1,507,031

Total $28,732,095 $28,698,311 $37,869,052 SOURCE: InSITE report ACTUAL EXPENDITURES BY FUND FOR PRIOR FISCAL YEARS (JUN_ADJ1/FY17) as of August 6, 2017

Appendix C provides a listing of accomplishments by program area resulting from stormwater expenditures.



Results We noted some changes and fluctuations among program expenditures between the fiscal years and explained the causes below. Customer Service. Public Utilities took over full stormwater account management responsibilities as of July 1, 2016. Billing and customer service responsibilities had gradually shifted to Public Utilities in prior years. The Water and Sewer Fund charges the Stormwater Management Utility a monthly fee to cover stormwater-related billing, customer service, and account management expenses. Hence, starting in FY17, there are no longer expenditures for this budget unit. The monthly transfer is recorded under Transfers to Other Funds. Operations and Maintenance. The increase in this area is largely attributable to costs associated with response to several major rain events, including Hurricane Matthew. Residential Street Sweeping. The $2,102,234 increase in FY17 over FY16 in this budget unit reflects a new contracted service to perform sweeping of all residential streets every other month (6 times a year). The in-house crew sweeps Town Center weekly and the Oceanfront daily during the tourist season and weekly during the off-season. Surface Water Regulatory Compliance. This is a new budget unit to address increasing stormwater regulatory requirements in order to maintain the City’s permit for operating its stormwater system and to discharge stormwater to the waters of the United States. Some full-time employees in this budget unit were transferred from other stormwater budget units resulting in lower FY17 expenditure amounts for Project Management and Inspections and Environmental Spills Response. Mosquito Control. Many functions of Mosquito Control directly coincide with stormwater management primarily in the area of ditch maintenance. The Stormwater Management Utility largely supported Mosquito Control via budget transfers in past years. In FY17, the whole of Mosquito Control moved to Stormwater. Debt Service. The City’s Department of Finance is responsible for debt service and the administration of bonds. The debt service budget units include bank charges, bond issuance charges, interest on bonds, bond discounts/premiums, federal and IRS reimbursements and subsidies, among other activities. The debt service balance as of June 30 of each fiscal year fluctuates depending on the timing of when interest expenses on bonds are capitalized.



Analysis of Stormwater Management Utility Expenditures Background Considering that FY17 introduced two new stormwater budget units, Surface Water Regulatory Compliance and Mosquito Control, and involved a noted event, Hurricane Matthew and the aftermath of flooding, we chose to limit our internal control analysis to this recently completed fiscal year. Below are the FY17 Stormwater Management Utility expenditures by budget unit and expenditure category:

Table 7. FY17 Stormwater Management Utility Expenditures by Category

SOURCE: InSITE data extract of FY17 expenditures as of August 6, 2017.

Results The expenditure categories of Salaries (minus Contracted Manpower), Fringe Benefits, Internal Services, Capital Outlay, Transfer to Other Funds, and Debt Service are considered low-risk expenditures. These low-risk categories represented 77.8% ($29,484,235) of the stormwater expenditures for FY17. For the remaining 22.2% ($8,384,818) of higher-risk expenditure categories of Contracted Manpower, Contractual Services, Other Charges, and Supplies, we selected a sample of 78 expenditures (including all contracted street sweeping invoices) to review for internal controls, adherence to applicable contractual and work order requirements and compliance with the allowable uses of funds defined in City Code Section 32.5-3. Each expenditure category is discussed below. Salaries and Fringe Benefits In FY17, 190 full time positions were budgeted to stormwater activities. Salaries include all stormwater-related operational, engineering, and CIP activities. We reviewed a sample of eight (8) invoices from the higher-risk sub-category of Contracted Manpower. Contracted Manpower expenditures totaled $534,736 for the year. We noted no exceptions.

Expenditure Category 10701 10703 10704 10705 10706 10707 1070870255/ 71255

90255 TOTAL

Salaries $1,468,616 $4,941,381 $375,884 $474,111 $934,498 $534,911 $1,255,541 $9,984,942Fringe Benefits $435,511 $1,601,224 $110,907 $175,272 $284,982 $152,869 $438,473 $3,199,237Contractual Services $31,192 $5,422,021 $34,786 $1,134,119 $178,628 $17,492 $16,837 $6,835,076Internal Services $26,092 $1,064,061 $28,704 $168,781 $20,548 $4,841 $188,744 $1,501,770Other Charges $100,613 $49,921 $9,918 $12,660 $124,765 $18,124 $316,003Supplies $2,854 $411,466 $3,179 $298 $10,465 $5,227 $242,322 $675,811Capital Outlay $58,899 $657,234 $880,650 $109,535 $12,600 $1,718,918Site Additions/Improvements $23,191 $23,191Debt Service $1,507,031 $1,507,031Transfer to Other Funds $12,107,073 $12,107,073

Total by Budget Unit $2,123,778 $14,170,500 $563,378 $2,833,231 $1,551,316 $852,705 $2,160,040 $1,507,031 $12,107,073 $37,869,053



Contractual Services This expenditure category is for outside contractors to augment stormwater activities. Some stormwater activities require additional manpower, specialized services, or equipment the City does not have. The table below lists many services under Contractual Services for stormwater purposes used in FY17.

Table 8. Examples of Contractual Services Expenditures Repairing pipe cave-ins Stormwater modeling Environmental regulations permitting support Repairs and maintenance of pump stations Lake inspections Emergency responses to waterway spills Design and technical services Security guard services Uniform rental Ditch maintenance Field Chemist technician Street sweeping Engineering services Hazardous waste handling GIS Mapping support services for SW assets Pavement condition assessment Emergency tree removal Software support for hurricane tracking Chicken blood testing- Mosquito Control Weather services CCTV work- backlog Beaver removal

We selected a sample of 22 contractual services expenditures outside of contracted street sweeping (reviewed separately). We noted no exceptions. Internal Services Internal service charges are those determined and charged by other City departments for services provided. In the case of the Stormwater Management Utility fund, the City Garage charged $832,238 for maintenance of vehicles, trucks, equipment and $268,852 for actual fuel usage. The Stormwater Management Utility fund’s share of the City’s Risk Management charge was $377,320. The balance of Internal Services expenditures of $26,360 was for internal telecommunications and motor pool charges. Supplies This expenditure category covers all needed supplies including shop tools, protective apparel, construction materials, measuring equipment, computer software, medical supplies, office supplies, chemical supplies, and uniforms. We conducted an audit sample of 19 supplies expenditures and noted no exceptions.



Capital Outlay Stormwater spent $1,635,887 on new and replacement vehicles. We verified the supporting documentation of these purchases. In our audit of the fleet procurement process3, earlier this year, we noted Fleet Management’s stringent review of vehicle requirements. The balance of $83,031 was for replacing computer equipment and software. Transfer to Other Funds Transfers to Other Funds cover both recurring and as- needed funding for various reasons. The following table provides details of transfers made in FY17.

Table 9. FY17 Transfers to Other Funds

Transferred To FY17 Total Purpose Public Utilities/Water and Sewer Fund (Billing System)

$911,134 Annual transfer of Stormwater Management Utility’s portion of the costs incurred by Public Utilities for billing, customer service and account management (includes positions and system costs).

Parks and Recreation/ Landscape Services

$52,790 Annual transfer provides landscaping services on Stormwater behalf of various locations such as Lynnhaven Mall and Town Center BMPs.

Information Technology/IT Core Services

$56,909 Annual transfer of Stormwater Management Utility’s share of various computer and telecommunications services.

Planning Department/Stormwater Regulations

$142,324 Annual transfer to Planning Department to cover the positions in the Development Services Center and Permits and Inspections supporting the increasing stormwater regulations.

Public Works/Building Maintenance/Direct Costs

$17,916 One-time reimbursement of costs incurred for the renovation of office space for Surface Water Regulatory Compliance group.

General Fund/Indirect Costs $1,836,000 Annual charge to cover Stormwater Management Utility’s portion of the City's indirect costs (i.e., accounting, human resources, payroll, building maintenance, asset management, etc).

Stormwater Capital Projects Fund $7,500,000 Annual budgeted transfer to the stormwater capital improvement program (CIP).

Stormwater Capital Projects Fund $1,590,000 One-time transfer to Stormwater Capital Projects fund. On January 17, 2017, City Council appropriated this amount from the Stormwater Management Utility to the Elizabeth River TMDL Implementation Plan project.

Total Transfers $12,107,073

3 See Audit of Public Works-Fleet Management's Procurement Procedures issued on February 16, 2017 available on www.vbgov.com

https://www.vbgov.com/government/departments/city-auditors-office/Documents/Audit%20of%20the%20Department%20of%20Public%20Works%20-%20Fleet%20Management's%20Procurement%20Procedures.pdf



Building or Site Additions/Improvements We verified that the $23,191 for this expenditure category was for annual renewable construction contracts for the maintenance and repair of stormwater pump stations and various cave-in repairs. Debt Service The City’s Department of Finance is responsible for administration of debt service related to Stormwater bond issuances. Debt service is covered extensively in the City’s Comprehensive Annual Financial Report (CAFR) and operating budget documents. The Stormwater Debt Service budget units account for debits and credits related to bank charges, bond issuance charges, interest expense on bonds, IRS subsidies on interest, and capitalization of accumulated interest expense. For FY17, the net balance of $1,507,031 is largely from the interest expense on stormwater bonds yet to be capitalized as of June 30, 2017. Other Charges This expenditure category contains expenditures not covered by the other expenditure categories and largely deals with stormwater employee-related expenses and utilities. The table below lists examples of expenditures under Other Charges for FY17.

Table 10. Examples of Other Charges Expenditures

Professional license/renewals Water services- Treasurer of Virginia Beach Stormwater-related training and conferences Electrical service- pump stations External telecommunications charges Stormwater-related certifications Escort vehicle driver training Travel for training, conferences, meetings Copier charges and mailing services Portable toilets

Dues and memberships – stormwater-related professional associations We selected a sample of 12 expenditures in this category. We noted the following one (1) exception. Finding: Electrical Services In our audit sample of Other Charges expenditures, we noted that Stormwater electricity charges were allocated to the Project Management budget unit. Project Management is under the Engineering Division of Public Works and is primarily involved with CIP projects and strategic planning of stormwater technical aspects, not ongoing charges after a project is completed. Review and payment of charges for electrical services is better suited to the operations side of Public Works and will enhance accountability and presentation in InSITE. The electrical service charges amounted to $53,390 for FY17.



Recommendation 2.1 Ensure that electrical service charges are accounted for properly in InSITE by recording

these expenditures to the operational side of stormwater. Street Sweeping Program Background The main purpose of the street sweeping program is to sweep all city maintained streets with a goal of six (6) times per year and improve the quality of stormwater runoff before it enters the City drainage systems and waters of the U.S. By preventing sediment and debris from going into the stormwater system, less time and expense is needed to treat water quality and to dredge rivers, ponds, and lakes. Sediment includes grass clippings, leaves, sand, and dirt – all of which turns into muck that lessens the capacity of rivers, lakes, and ponds to hold runoff stormwater; decreases the quality of the accumulated water; and causes an increase in bacteria counts. Street sweeping also helps to minimize pipe blockages, the extent of ditch maintenance, and maintain or extend the life cycles of the stormwater conveyance system. In essence, by working to keep stormwater quality levels, street sweeping indirectly affects the ability to mitigate flooding from heavy rainfalls. Prior to FY17, street sweeping was a segmented process that did not address all the streets within the City. In FY17, the City modified the program to include all publicly owned streets. The in-house operation was shifted to Town Center and the Oceanfront streets while a contractor was brought onboard to service the remainder of the City’s streets. In-house street sweeping There are five (5) in-house City street sweepers who are responsible for sweeping Town Center streets weekly and the Oceanfront streets nightly during the tourist season (May through September) and weekly thereafter. Contracted street sweeping In April 2016, the City awarded DeAngelo Brothers, LLC (DBi) the contract to sweep all of the City’s residential streets (3,600 lane miles) with the goal of sweeping each street at least six (6) times a year on a bi-monthly basis.



The contractor is responsible for scheduling which streets are swept while maintaining the bi-monthly cycle. Sweeping schedules are affected by wet weather (rain and snow); the lanes must be dry in order for the sweepers to be effective. DBi is also responsible for alerting the public of the planned sweeping of their street. On the contractor’s website (http://gms.dbiservices.com/services/avl/vbpublic), there is a real time map (under “Realtime” tab) that shows the location of their sweeper(s) and their progress.

To find out when a particular street will be swept, or the last time a street was swept, residents can use the inquiry feature under the “Resident” tab on the contractor’s website. The contractor also has a tab “Q/A” on the website for questions and/or comments. All submissions are public. When all of the City streets are swept for the current cycle, the Contract Management Inspector verifies that the cycle was completed. The contractor clears the map and a new cycle begins.

Contract management-inspection and performance of contractor The contractor communicates with the Public Works Contract Management office on weekly planned street sweeping routes for the following week. The inspector then knows where they are going to be moving forward in order to spot check their performance. The inspector decides whether the lane mile the contractor swept was sufficiently cleaned. If it is not, they will make them go back and sweep it again. Secondly, the inspector verifies the speed of the sweeper truck as they go down the road. The faster the speed, the less efficient the sweeping process will be. The maximum operating speed is 16 miles per hour; however, residential streets would be much slower. Moving too fast would also kick up more dust, which is the third aspect of contractor performance that is monitored. The inspector checks the contractor street sweeping status every day. Monthly, contractor invoices are routed to the inspector who verifies the lane miles swept using the contractor’s Global Positioning System (GPS) tracking system and the estimated volume of debris removed by street. Debris removed is estimated by how many times the debris hopper had to be dumped (average per dump is about five (5) cubic yards). Results Our audit sample of expenditures included 17 invoices and support documentation for contracted street sweeping. Support documentation included all areas swept by the contractor during the period of the invoice and was verified and confirmed by the contract management inspector. We noted no exceptions.

http://gms.dbiservices.com/services/avl/vbpublic



Stormwater Capital Improvement Program Background The City’s stormwater CIPs are vital to effective management of stormwater runoff. Stormwater projects are complex and lengthy, involving several phases – planning, design, construction, and closeout. Depending on purpose, a project may involve:

• Construction and expansion of stormwater systems; • Rehabilitation and replacement of infrastructure in existing neighborhoods; • Maintenance of stormwater facilities to improve capacity; • Compliance with water quality and pollution control regulatory standards; and • Analysis and development of a comprehensive response to sea level rise and recurrent

flooding. Stormwater has risen to become one of the major categories of the City’s CIP starting in FY18. Annual appropriations increased from $23,779,414 in FY17 to $43,063,514 in FY18, bringing total planned appropriations to $422,022,332. The Stormwater CIP is now the third highest among the ten CIP categories, behind Roadways and Schools. Financing for Stormwater CIP projects up to FY17 came from Stormwater Utility (SWU) Bonds and the Stormwater Management Utility (SWU) Fund. In the subsequent six (6) fiscal years beginning with FY18, the increased investments in these CIPs will be funded by increases in SWU Bond financing and Stormwater Management Utility Fund contributions, and additional funding from the General Fund Pay-As-You-Go allocation. See the following table for details.

Table 11. Stormwater CIP Funding Sources through FY23

Project Type Past Appropriations FY18

Un-Appropriated Subsequent Years Total

FY19 FY20 FY21 FY 22 FY23

SW Utility

151,484,774

7,500,000 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000

386,142,852

SWU Bonds 30,143,013 30,243,013 30,843,013 33,243,013 30,843,013 31,843,013

General Fund Pay-As-You-Go - 5,420,501 5,420,501 5,420,501 5,420,501 5,420,501 5,420,501 32,523,006

Other Sources (Federal, State,

Private) 3,356,474 - - - - - - 3,356,474

Total 154,841,248 43,063,514 43,663,514 44,263,514 46,663,514 44,263,514 45,263,514 422,022,332

Sources: CIP Resource Management Plans FY 2016-17 and FY 2017-18



The total FY17 appropriation of $23,779,414 comprised of $7,500,000 from the SWU Fund and $16,279,414 from SWU Bonds. Additional appropriations were approved during FY17, which increased that total to $27,593,475. The additional appropriations were from:

• Stormwater Utility. City Council approved the transfer of $1,590,000 on January 17, 2017 to increase funding for the Elizabeth River TDML Implementation Plan.

• TCC Site Improvements II. City Council approved the transfer of $1,310,000 on January

17, 2017 to increase funding for the Elizabeth River TDML Implementation Plan.

• Federal Contribution. Federal contribution of $874,061 towards Flood Mitigation Assistance Grant Program.

• Virginia State Government. State contribution of $40,000 towards Stormwater Quality

Enhancements II. The Public Works Department has the primary responsibility for Stormwater CIP projects. It provides the technical expertise in project planning, contractor monitoring, and overall project management. Stormwater CIP has three functional components: Flood Control Projects City Council has made improvement of stormwater infrastructure one of its top priorities. Five (5) new projects were added in FY18, bringing the total to 19 active flood control projects. The additional projects are:

• Ashville Park Drainage Improvements – Improvements to address severe roadway and property flooding. Work includes tide gate, pump station, detention pond, and storm drain system upgrades.

• Lake Chubb/Bradford Lake – Improvements to address severe roadway and property flooding. Work includes storm drainpipe and structure improvements, additional stormwater culverts, tide control devices, and stormwater management pond improvements.

Figure 1. Stormwater Capital Projects by Functional Component



• Princess Anne Plaza Drainage Area – Improvements to address severe roadway and property flooding. Work includes multiple pump stations, tide gates, closure structures, and drainage system improvements.

• Sherwood Lakes Drainage Improvements – Improvements to address severe roadway

and property flooding. The project will design and construct initial drainage improvements including interconnecting two lakes and constructing connection services for temporary pump.

• The Lakes Drainage Improvements – Improvements to address severe roadway and

property flooding. Work includes pump station, tide gates, diversion of drainage away from the lakes directly to London Bridge Creek, and other drainage improvements.

Operations and Maintenance Projects Stormwater operations staff typically perform operations and maintenance activities. However, those that involve extensive work, require engineering design or expertise, or can be done more efficiently by a third party are turned into CIP projects. Operations and Maintenance CIP projects primarily result from flooding issues or infrastructure aging. For example, the Stormwater Infrastructure Rehabilitation and Improvements II project provides for the inspection, design, evaluation, and rehabilitation of the stormwater infrastructure throughout the City with emphasis in neighborhoods that have reported stormwater system needs. Another large-scale project is Lake Management II. This project involves mechanical dredging, structural repair and/or upgrade of dams and spillways, and other maintenance activities necessary to support the function of lakes and canals within the City. Public Works created a list of 50 lakes and ponds prioritized for dredging, based on defined criteria that include criticality of condition, depth, and location. Dredging of the 50 lakes and ponds began in FY13 and is expected to be completed in FY26. The remainder of the system’s lakes will be dredged in the same prioritized manner in future years of the CIP. At the time of our review, active dredging performed included four (4) Green Run Lakes, three (3) Windsor Oaks West canals, Windsor Woods Canal, and Princess Anne Plaza Northgate Ditch.

Water Quality and Regulatory Compliance Projects Water Quality and Regulatory Compliance projects are undertaken for the purpose of complying with state and federal requirements, such as Municipal Separate Storm Sewer System (MS4) Permit and Total Maximum Daily Loads (TDMLs), to minimize pollutants and restore impaired waters.



For the MS4 Permit, the Virginia Department of Environmental Quality (DEQ) requires the local government to implement a collective series of programs to reduce the discharge of pollutants from the stormwater system to the maximum extent practicable in a manner that protects the water quality of nearby streams, rivers, wetlands, and bays. TMDL is a plan for restoring waters identified as impaired. State governments, in coordination with local governments, are responsible for developing and submitting TMDLs to the United States Environmental Protection Agency (EPA) for approval. Table 12 shows expenses for active projects in FY17 and FY18 by functional component.

Table 12. Stormwater CIP Project Expenditures by Functional Component

Project FY17 Expenditures FY18 Expenditures

(as of 8/31/2017) Flood Control

Aragona Drainage Improvements $141,552 $0

Ashville Park Drainage Improvements (FY 2018 addition) $0 $0

Baker Road Culvert & Ditch Improvements $20,956 $854

Bellamy Manor Outfall Ditch $19,022 $96

Central Resort District Drainage Improvements $0 $0

Citywide Sea Level Rise/Recurrent Flooding Analysis $311,036 $80,445

College Park and Level Green Drainage Improvements $11,424 $0

Eastern Shore Drive Drainage Phase I $2,178,971 $9,656

Lake Chubb/Bradford Lake (FY 2018 addition) $0 $0

Neighborhood SW Infrastructure Improvements II $1,006,746 $6,254

North Lake Holly Watershed $1,799,522 $368,293

Princess Anne Plaza Drainage Area (FY 2018 addition) $0 $0

Residential Drain Cost Participation Program II $86,473 $43,695

Sherwood Lakes Drainage Improvements (FY 2018 addition) $0 $0

South Lake Holly Watershed $1,200,722 $34,926

Southern Canal/Lead Ditch and Culvert Improvements $0 $0

Stormwater Management Planning, Analysis, & Inventory $922,688 $0

The Lakes Drainage Improvements (FY 2018 addition) $0 $0

Windsor Woods Drainage $379,878 $53,649

Total Flood Control $8,078,990 $597,868



Project FY17 Expenditures FY18 Expenditures

(as of 8/31/2017) Operations and Maintenance

Flood Mitigation Assistance Grant Program $72,330 $0

Flood Mitigation Assistance Grant Program II $65,185 $0

Lake Management II $4,220,577 $239,811

Oceanfront Stormwater Facilities Maintenance $342,144 $245,370

Primary System Infrastructure Improvements II $1,832,413 $106,580

Severe Repetitive Loss Grant Program (FY17 partially closed) $17,734 $0

Stormwater Operations Modular Building $403,520 $165,008

Stormwater Pump Station Modifications $900,017 $104,465

Stormwater Infrastructure Rehabilitation & Improvements II $6,101,211 $1,087,771

Total Operations and Maintenance $13,955,131 $1,949,005

Water Quality and Regulatory Compliance

Elizabeth River TDML Implementation Plan $2,495,880 $58,075

Lynnhaven Watershed Restoration $6,359 $4,965

Southern Rivers TDML Implementation Plan $18,940 $0

Stormwater Quality Enhancements II $1,249,137 $247,582

Surface Water Regulatory Compliance Program $677,819 $118,341

Water Quality & Restoration Participation Projects II $0 $0

Total Water Quality and Regulatory Compliance $4,448,135 $428,963

Grand Total $26,482,256 $2,975,836 SOURCE: InSITE FY17 data as of June 30, 2017 and FY18 data as of August 31, 2017

Appendix D shows currently active stormwater project locations by functional component. Refer to the accompanying list for project names and numbers. A stormwater project generally goes through the following phases:

• Planning Phase. The need and priority for a project comes from City Council’s direction, regulatory requirements, operational requirements, and citizens’ inputs. After the need for a stormwater project is identified, the City engages an engineering firm to develop a Preliminary Engineering Report, which outlines the technical and financial needs of the project. Public Works, in working with other City departments, develops the scope, schedule, and budget, and formally proposes the project to City Council for approval. For maintenance projects, City Council approves the overall scope of maintenance and repair for all projects, instead of individual projects.



• Design Phase. After City Council’s approval, the project begins with the design phase. The design phase can require: property acquisition; multiple environmental permits and mitigation; federal and state agency permits; and coordination with different City departments, adjacent property owners and neighborhoods. Management strives to completely consider all factors in the project during this phase to minimize changes and additions during construction. Management monitors the design work through periodic meetings with the architectural and engineering design contractors and timely submission of deliverables stated in the contract, such as engineering and architectural plans and compliance permits. Management thoroughly reviews contractor billings and match them to the required deliverables per contract. For maintenance projects, some small-scale designs are made in-house while some do not require design work.

• Construction Phase. Once the design is complete, the construction contractor selection

process is conducted through bidding. Construction contracts are generally awarded following the City’s procurement procedures to the lowest, responsive bidder. On the other hand, most maintenance projects are covered under Annual Services Contracts, which have defined unit pricing specifically developed for maintenance-type projects instead of pricing on an individual project basis. Construction is performed according to the project design and is accomplished through work orders. A work order is a documented agreement that includes the scope, schedule, and compensation for the work involved. When unexpected conditions are found and design changes are needed or when work order underrun/overrun is experienced, the process is documented using the formal notification agreement. To achieve a successful construction project, Public Works management ensures that all line items in the design and construction contractual documents are clear and that all requirements, including changes, are documented. The assigned Public Works Stormwater Engineering Project Manager has the overall responsibility for the project. He or she ensures that the project and quality of work is according to plan and that expenditures are in line with the contract. The Public Works Construction Inspector is involved with the intimate aspects of construction, such as inspecting and documenting materials being used, timeliness of tasks, and all other detail work. A Public Works Construction Inspector is onsite daily to monitor and interact with the contractor and report to Public Works management.



The Project Manager, the Construction Inspector, and the designated staff from Public Works Contracts Office all ensure that the line items in the invoice match actual work completed or materials received.

• Project Closeout. The Closeout process ensures that remaining project tasks and financial requirements are completed properly and in accordance with contract requirements and expectations. The project aspect involves ensuring that the contractor completes all non-conforming items prior to final payment. The financial aspect involves ensuring that all financial obligations are paid or identified and that unspent funds are made available to City Council for funding other stormwater projects.

Results We performed the following procedures to determine that revenues and expenditures for stormwater capital projects are appropriately authorized, managed, and recorded. We verified the following: • FY17 funding sources by obtaining entries in InSITE and reviewing their supporting

documentation for accuracy and completeness. We did not identify any exceptions in this area.

• Accuracy and completeness of expenditures by: o Testing a sample of 50 expenditure invoices by reviewing supporting documentation to

determine that amounts and quantities were accurate and complete; the expenditure was reasonable; and the expenditure was correctly recorded to the right account, activity, and project.

o Comparing total expenditure amounts to total approved CIP funding to determine that activities were sufficiently funded.

We did not identify any exceptions in this area.

• Public Works management is actively managing projects and that proper and complete

records are maintained by: o Performing process walkthroughs and inquiring about management’s internal controls

over contracting process, project management, monitoring of contractors, records maintenance, review of invoices, and tracking project activities and finances.

o Conducting visits to several project sites where we observed different active projects: Drainage construction at North Lake Holly Watershed Mechanical dredging in Windsor Oaks I Water pumping operations at Rosemont Forest Pump station Cave-in repair on several sites at Salem High School



Temporary flood control set-up at Sherwood Lakes and Ashville Park o Reviewing an additional ten (10) invoices to verify that management performs service

requirements for CIP operational-type projects.

We did not identify any exceptions in this area. • Financial-related closeout procedures were performed and properly recorded in InSITE by

conducting a walkthrough of the closeout process with Finance for the last projects closed and reviewed supporting documentation. We did not identify any exceptions in this area.



Conclusion Based on our analysis and tests of the City’s stormwater management utility revenue, we determined revenues to be properly and appropriately assessed, accounted for and, except as noted, to be substantially complete. Our audit analysis of stormwater management expenditures did not find significant issues. We determined the internal controls over the stormwater expenditure process were adequate and the expenditures were exclusively to provide services and facilities related to the stormwater management system in compliance with the City Code. We also determined that the stormwater capital improvement program revenues and expenditures were appropriate, properly accounted for, and appropriately managed. Overall, we determined that the City’s Stormwater Management Utility system of internal controls and oversight over its financial operations is working effectively. Acknowledgements We would like to thank the management and staff of the Departments of Public Works and Public Utilities for their cooperation and responsiveness to our requests during our audit and their receptiveness to questions, recommendations, and suggestions. Other departments, including the Real Estate Assessor’s Office, Information Technology, Finance, and Management Services provided assistance as well.

DEPARTMENT OF PUBLIC UTILITIES OFFICE OF THE DIRECTOR (757) 385-41 71 FAX (757)427-3183 TTY711 or(800)828-1 120

DATE:

TO:

FROM:

INTER-OFFICE MEMORANDUM

September 28, 2017

Lyndon S. Remias, City Auditor

~~ Robert S. Montague, Jr., Director, Public Utilities

VBgov.com MUNICIPAL CENTER

BUILDING 2 2405 COURTHOUSE DRIVE

VIRGINIA BEACH, VA23456-9041

SUBJECT: Response to Audit of Stormwater Account Management and Billings

We appreciate the efforts of the City Auditor in evaluating stormwater account management and billing for those services which are performed by Public Utilities on behalf of Public Works. We are pleased that the audit resulted in only a small number of accounts, only two-tenths of one percent of all accounts evaluated, being flagged for possible exceptions. Our staff takes significant pride in performing all duties related to producing accurate charges reflected on the City Services Bill. This audit has provided an additional opportunity to review and improve our billing and account management processes.

The report made two recommendations related to ensuring the accuracy and completeness of stormwater account information. The first was to review all accounts identified as exceptions to ensure account information is correct. This work is in progress, and we will continue to communicate with your office as we attempt to clear any remaining exceptions. The second recommendation involves implementing a process to ensure changes to GPINs are identified and recorded. In response, we intend to pursue improved citywide processes and mechanisms to transmit property-related changes and information with Planning and other departments.

Thank you again for your efforts in completing this audit. We appreciate the thoroughness of your staff in comparing a large volume of records, and we are committed to making any necessary modifications to reduce the likelihood of errors and omissions.

/MK/me

Appendix A

Appendix A

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PRINCESS ANNE RD

PRINCESS ANNE RD

SHORE DR

INDIAN RIVER RD

DAM NECK RD

VIRGINIA BEACH BLVD

BLACKWATER RD

HOLLAND RD

SALEM RDLYNNHAVEN PKWY

LYNNHAVEN PKWY

LASKIN RD

NIMMO PKWY

WEST NECK RD

PROVIDENCE RD

KEMPS

VILLE

RD

SANDPIPER RD

S PLAZA TRL

BAKER RD

S ROSEMONT RD

N GREAT NECK RD

N GR

EAT N

ECK

RD

OCEANA BLVD

UPTO

N DR

GENE

RAL B

OOTH

BLV

D

PACIFIC AVE

SANDBRIDGE RD

INDEPENDENCE BLVD

NORTHAMPTON BLVD

MUDD

Y CRE

EK R

DS INDEPENDENCE BLVD

ATLANTIC AVE

LITTLE NECK RD

LONDON BRIDGE RD

LONDON BRIDGE RD

NEWTO

WN RD

FERRELL PKWY

WESLEYAN DR

MORR

IS NE

CK R

D

PUNGO FERRY RD

CENTERVILLE TPKE

NORTH LANDING RD

FIRST COLONIAL RD

DIAM

OND

SPRI

NGS R

D

INDIAN CREEK RD

S BIRDNECK RD

N MUDDY CREEK RD

HEAD RIVER RD

S MILI

TARY

HWY

HAYGOOD RD

MILL LANDING RD

N WITCHDUCK RD

N WI

TCHD

UCK

RD

POTTERS RD

21ST ST22ND ST

NANNEYS CREEK RD

LAND OF PROMISE RD

S WITC

HDUC

K RD

OLD DONATION PKWY

INTERNATIONAL PKWY

PLEA

SANT

VALL

EY R

D

PEMBROKE BLVD

DRAK

ESMI

LE R

D

83RD ST

Southern Watersheds

Chesapeake Bay Watershed

Owls Creek Watershed

Small Coastal Watershed

GREEN RUN

GLENWOOD

KINGS GRANT

LAGOMAR

OCEAN LAKES

ARAGONA VILLAGE

PRINCESS ANNE PLAZA

INDIAN LAKES

THOROUGGOOD

ALANTON

FAIRFIELD

LAKE SHORES

CASTLETON

SANDBRIDGE

WINDSOR WOODS

SALEM WOODS

RED MILL FARM

BIRDNECK POINT

LARKSPUR

LINKHORN PARK

CYPR

ESS P

OINT

ARROWHEAD

BRIGADOON

HERON RIDGE ESTATESCOUR

THOU

SE ES

TATES

MANSFIELD FARM

ROSEMONT FOREST

CORPORATE LANDING

WINDSOR OAKS WEST

MIDD

LE PL

ANTAT

ION

LAKEVIEW PARK

PEMBROKE MANOR

VILLAGES AT WEST NECK

TRANT BERKSHIRE

TIMBERLAKE

REGENT UNIVERSITY

PEMBR

OKE MEAD

OWS

BELLAMY MANOR

Princess Anne

Beach

LynnhavenBayside

Kempsville

Rose Hall

Centerville

Stormwater FY17 andFY18 Completed Work Orders

and Open Work Ordersas of September 1, 2017

Department of Public Works Operations Management -

0 1 2 3 40.5Miles

Count Activity Description200 BASIN AND/OR PIPE CLEAN

14 CAVE-IN REPAIR/ NO DIGGING 176 CAVE-IN REPAIR W/MACHINE DIG

4 CATCH BASIN NEW CONSTRUTION 1 CATCH BASIN LID OR MANHOLE COVER REPLACEMENT

43 CATCH BASIN REPAIR 1 SWU DEBRIS FENCE REPR/INSTALL 1 SWU DEBRIS REMOVAL-VDOT 2 DREDGING (10612) 1 DREDGE SUPPORT (10612) 1 TV INSPECTION SW UTILITY PIPES 1 CONTRACT INSPECTIONS

42 NAVIGATION AIDS 5 NON-STANDARD WORK

396 CONT CLEAN & VHS INSPEC DRAIN 14 CONT SLIPLINE EXIST.STRM DRAN

1 CONT PIPE NEW INSTALL 68 CONT STORMWATER POINT REPAIR

3 CONT PUMP STATION INSPEC/MAINT 974 TOTAL

Work Orders Open as of 09/01/2017

X:\OPERATIONS\Infrastructure Systems Management 10603\Shared ISM\Projects\Stormwater and Drainage\001 Location Map\FY18 Maps\MAP Work Orders

Count Activity Description4 BANK STABILIZATION

2741 BASIN AND/OR PIPE CLEAN 3 CANAL & WATERWAY/CRAWL EXCAVTR

25 CANAL & WATERWAY/SNAG & DRAG 2 CATCH BASIN LID OR MANHOLE COVER REPLACEMENT 2 CATCH BASIN NEW CONSTRUTION

14 CATCH BASIN REPAIR 73 CAVE-IN REPAIR W/MACHINE DIG 38 CAVE-IN REPAIR/ NO DIGGING 29 CLEAN DITCH BLOCKAGE ROADSIDE

239 CONT CLEAN & VHS INSPEC DRAIN 1 CONT OFF ROAD DITCH CLEANING

12 CONT PUMP STATION INSPEC/MAINT 16 CONT STORMWATER POINT REPAIR

2 DITCHING/DITCHMASTER ROADSIDE 7 DITCHING/GRADALL/EXCAVATOR

13 DITCHING/GRADER/TRACTOR&CONVEY 2 DREDGE SUPPORT (10612) 2 DREDGING (10612) 4 EROSION AND SEDIMENT CONTROL MEASURES NON-VDOT ASSETS 3 HAND CLEAN DITCHES 9 MOWING MAINTENANCE SW DITCH 7 NAVIGATION AIDS 2 NON-STANDARD WORK 1 OUTFALL BOX CLEANOUT & REPAIR 3 PIPE CONCRETE REPLACE 1 PIPE, PLASTIC, REPLACEMENT 6 PM SOLAR AERATOR INSPECT/REPAI

32 PUMP EQUIPMENT MAINTENANCE 4 SPOIL REMOVAL DITCH BANKS RDSD 6 SWMF RE-INSPECTION 1 SWU CLEARING & SITE PREP-VDOT

21 SWU DEBRIS REMOVAL-VDOT 1 SWU LANDSCAPING-VDOT

3326 TOTAL

FY18 Completed Work Orders

Count Activity Description43 BANK STABILIZATION

7256 BASIN AND/OR PIPE CLEAN 1 BMP FACILITY PREP

22 BUSH & CLEAN DITCH OFFROAD 116 BUSH & CLEAN DITCH ROADSIDE

2 BUSH & CLEAN/WEEDEATER OFFROAD 1 BUSH & CLEAN/WEEDEATER RDSIDE 1 CANAL & WATERWAY/CRAWL BACKHOE

122 CANAL & WATERWAY/CRAWL EXCAVTR 133 CANAL & WATERWAY/SNAG & DRAG

6 CATCH BASIN LID OR MANHOLE COVER REPLACEMENT 7 CATCH BASIN NEW CONSTRUTION

57 CATCH BASIN REPAIR 49 CAVE-IN MANUAL BACKFIL

273 CAVE-IN REPAIR W/MACHINE DIG 76 CAVE-IN REPAIR/ NO DIGGING

204 CLEAN DITCH BLOCKAGE ROADSIDE 1968 CONT CLEAN & VHS INSPEC DRAIN

15 CONT MISC WORK /NON VDOT 8 CONT MOWING BMP

23 CONT OFF ROAD DITCH CLEANING 245 CONT OIL & WATER SEPERATORS

44 CONT PIPE NEW INSTALL 122 CONT PUMP STATION INSPEC/MAINT

1642 CONT SLIPLINE EXIST.STRM DRAN 268 CONT STORMWATER POINT REPAIR

1485 CONT TV INSPECT SWMAIN FORMULA 2 CURB AND GUTTER REPLACE 1 DITCH DEBRIS/LEAF REMV VAC-ALL

21 DITCHING/DITCHMASTER ROADSIDE 91 DITCHING/GRADALL/EXCAVATOR

175 DITCHING/GRADER/TRACTOR&CONVEY 11 DREDGE SUPPORT (10612) 10 DREDGING (10612)

9 ENVIRONMENTAL RESPONSE ISSUES 73 EROSION AND SEDIMENT CONTROL MEASURES NON-VDOT ASSETS

1 FRENCH DRAIN NEW INSTALL 24 HAND CLEAN DITCHES

4 INVENTORY COLLECTION &/ EVAL 104 MOWING MAINTENANCE SW DITCH

34 NAVIGATION AIDS 4 NON-STANDARD WORK 9 OUTFALL BOX CLEANOUT & REPAIR 3 PIPE CONCRETE REPLACE 2 PIPE, PLASTIC, INSTALL NEW 6 PIPE, PLASTIC, REPLACEMENT

73 PM INSPECTION SW CHANNEL OFFRD 36 PM SOLAR AERATOR INSPECT/REPAI

191 PUMP EQUIPMENT MAINTENANCE 9 SEDIMENT RMVL/RESHAPE- RDSIDE

88 SPOIL REMOVAL DITCH BANKS RDSD 96 SWMF RE-INSPECTION 43 SWU CLEARING & SITE PREP-VDOT

156 SWU DEBRIS REMOVAL-VDOT 2 SWU LANDSCAPING-VDOT 7 TV INSPECTION SW UTILITY PIPES

15474 TOTAL

FY17 Completed Work Orders

Legend:! FY18 Complete Work Order! FY17 Complete Work Order! Open Work Order

MajorRoadsSubdivisionsCouncil DistrictWatershedStreet CenterlineWaterWetland

!!

! ! ! !

!!!!!

City LineOutside City Line

!

!

!

Appendix C FY17 Stormwater Accomplishments by Budget Unit

Below we present each budget unit’s accomplishments with their stormwater FY17 expenditures to provide a picture of how the Stormwater funds are being used. There were about 15,474 completed work orders related to stormwater such as cleaning basins and pipes, inspect and clean drains, and pump equipment maintenance. 10701- Project Management This budget unit funds the Stormwater Engineering and the Stormwater Technical Services sections. The Stormwater Engineering section identifies, develops and manages improvement CIP projects that provide improved flooding protection for existing residential neighborhoods and business areas. The Stormwater Technical Services section focuses on strategic planning and special services and works with neighboring municipalities on common issues such as sea level rise and land subsidence. Total FY17 Stormwater Utility Fund expenditures: $2,123,778 ($1,904,127 in salaries and fringe benefits. Project Management primarily works in stormwater CIP, however, salaries and fringe benefits is captured under the Stormwater Management Utility Fund.) Accomplishments: Design: Moved the following projects to advertisement for construction:

• Windsor Wood Canal • Northgate Ditch • Lake Smith Weir Improvements • Bellamy Manor Channel Improvements • North Lake Holly Section IIIA

Advanced the following drainage studies: • Neighborhood SW Infrastructure Improvements II

o Central Resort Area Drainage Study o Ashville Park Drainage Study o Sherwood Lakes Drainage Study

• College Park and Level Green Drainage Improvements • Eastern shore Drive Drainage Improvements – Phase I -Preliminary Engineering Report • Eastern shore Drive Drainage Improvements – Phase II - Preliminary Engineering Report • Citywide Sea Level Rise/Recurrent Flooding Analysis • SWM Master Planning, Analysis, and Inventory

o Watersheds 3, 5, & 8 Completed o Watersheds 1, 2, 4, 6, 7, 9, 10, 30 & 30 Advanced


Construction:

• South Lake Holly Section I & II from 73% to 86% completion • North Lake Holly Section IV from beginning to 65% completion • South Lake Holly Section III advertised for construction (construction will begin in October

2017) • Cape Henry Ditch Sluice Gates - Completed • Neighborhood SW Infrastructure Improvements II

o Sub-project 24-½ Street Drainage Improvements - Completed o Sub-project Thalia Drive Culvert Replacement - Completed

Sea Level Rise and Recurrent Flooding Response Plan: Prepared Impact Assessment for Lynnhaven Watershed

• Flood Hazard and Hazus analysis completed for Lynnhaven watershed • Insurance Economic Analysis underway • Historical & Future Precipitation Study, Check Storm Analysis, and review of resilient-design

practices completed. Draft report prepared. • Analysis of historical precipitation/tidal flooding coincidence completed • Joint probability study of precipitation/tidal events completed • Marsh Evolution Analysis study completed using Sea level Affecting Marshes Model

(SLAMM) model. Developed Flood Risk Strategies

• Refined and assessed mitigation projects, policies, and strategies to improve the climate resiliency of individual buildings and entire neighborhoods within the Lynnhaven watershed.

• Began developing algorithms to expand total estimated building and contents losses to include residential displacements and non-residential service losses.

Provided Outreach and Communication • Prepared initial public engagement plan and overview presentation.

Stormwater Management Master Planning Received Final Models and Reports for the Following Watersheds:

• Watershed 3 (Western Branch Lynnhaven River) • Watershed 5 (Eastern Branch Lynnhaven River) • Watershed 8 (Great Neck Creek) • Completed Filling Data Gaps for Following Watersheds: • Watershed 7 (Wolfsnare Creek) • Watershed 4 (Thalia Creek) • Watershed 6 (London Bridge Creek)

Completed Historic Analysis for Data Gaps for Following Watersheds: • Watershed 1 and 31 (Little Creek HUC) • Watersheds 2, 17, 18, 19, 20, 21 and 22 (Elizabeth River HUC) • Watersheds 11, 12, 13, 14 and 15 (North Landing River HUC) • Watershed 29 (Atlantic Ocean HUC) • Watersheds 9, 10, 23 and 28 (Back Bay HUC)

Executed Work Orders for Following Watersheds:


• Watershed 1, 31 (Little Creek HUC) and 2 (Part of Elizabeth River HUC) • Watershed 12 (As Part of Centerville Turnpike Phase 3 Project)

Continued Modeling Effort for Following Watersheds: • Watersheds 4, 6, 7 and 30 (Lynnhaven HUC) • Watersheds 9 and 10 (Back Bay HUC)

Developed Water Quality Modeling: • Created Methodology for performing water quality modeling in SWMM • Created draft water quality model for Watershed 5 (Eastern Branch Lynnhaven River)

Coordinated with Development Services Center (DSC): • Assist DSC with review of projects with a complex drainage design • Created a submodel of Watershed 30 (Seashore) for use in the design of the proposed Arena

drainage design • Provision of starting tailwater elevations to the development community to better inform

their projects design for drainage.

10703- Operations and Maintenance This budget unit funds all of the in-house on the ground operational activities that relate to maintenance of the storm drain system. This includes the maintenance crews, heavy equipment and tools, construction materials, contracted construction maintenance and repairs, and all associated items to support these functions. This funding supports an investigation team to respond to requests for service, cave-in repair on the pipes, pump station maintenance, roadside and off road ditch cleaning. This group also responds to flooding calls 24/7 and makes up half of the team and equipment that plows the roads during a snow event. Total FY17 Stormwater Utility Fund expenditures: $14,170,500 Accomplishments:

• 42.4 miles of road-side/off-road ditches maintained (in joint effort with Mosquito Control) • 1,451,831 linear feet of pipe maintained • 32,816 cubic yards of material removed from pipes and catch basins • 814 cave-in orders initiated • 753 cave-in orders completed • 287 pump station maintenance work orders completed • 203 catch basins repaired • 660 linear feet of pipe installed


10704- Inspections and Environment Spill Response The inspections and spill response program is mandated by the State Virginia Pollutant Discharge Elimination System (VPDES) permit. This is the group that provides the field response for water quality issues. It inspect BMPs throughout the City on a schedule that is dictated by the requirements of the permit, respond to citizen concerns about water quality issues, and handle any type of spill that is a threat to the drainage system or surrounding waterways. This group also performs the Virginia Stormwater Management Program (VSMP) mandated inspections of construction projects in Operations to ensure they are in compliance with the State regulations. Its budget funds the personnel, equipment, materials, and contracted spill cleanup for all of these water quality protection efforts. Total FY17 Stormwater Utility Fund expenditures: $563,378 Accomplishments:

• 778 inspections of (all) City maintained BMPs • 656 inspections of privately owned/privately maintained BMPs • 60 spills were cleaned up

10705- Residential Street Sweeping Both in-house and contracted street sweeping are funded through this budget unit. The in-house portion pays for personnel, equipment, and materials to sweep Town Center one night per week, the Oceanfront nightly from May to September (weekly thereafter), and remove debris that spill onto the roadways at specific sites on an on-call basis. The contracted portion funds the sweeping of streets not covered by the in-house crews, once every two months. Total FY17 Stormwater Utility Fund expenditures: $2,833,231 Accomplishments: FY17 was the rollout year for completing street sweeping of residential streets using contractor services. Even with late start into the fiscal year, delays caused by Hurricane Matthew flooding and a deliberate slow rollout of the contract, the contractor completed three (3) cycles and was well into the fourth cycle by the fiscal year end. The two performance measures for the street sweeping program of miles of streets swept and cubic yards of debris removed for FY17 are present below.

Street Sweeping Accomplishments - FY17

In-House/ Contractor Miles of Streets Swept

Cubic Yards of Debris Removed

In-House (Town Center & Oceanfront) 1,280 2,617

DBi- Contractor (Residential) 12,232 20,669

Total by Street Sweeping Program 13,512 23,286


By comparison, in recent years before using contracted street sweeping, the total miles of streets swept fluctuated between 2,194 and 4,775 while debris removed were between 4,725 and 5,971 cubic yards. 10706- Construction and Engineering This budget unit provides management and engineering to execute stormwater and drainage projects for approximately $21M in annual maintenance and engineering CIP activities. The CIPs in this group provide maintenance and management to include, but not limited to, Lake Management, Lake Treatment, Drainage Improvements, Rehabilitation Program, Stormwater Pump Stations, Off Road Ditch program, Hurricane protection Systems and Engineering Support. This budget also includes funding for several technical support staff who manage the computerized inventory asset information and mapping. The efforts of this team ensure that proper asset management is being practiced on all of the drainage infrastructures to extend their life and keep them functional. Total FY17 Stormwater Utility Fund expenditures: $1,551,316 ($1,219,479 in salaries and fringe benefits. Construction and Engineering works with Project Management primarily in stormwater CIP, however, salaries and fringe benefits are captured under the Stormwater Management Utility Fund.) Accomplishments:

• 18.5 miles of road-side/off-road ditches inspected • Bay Colony Drainage Improvements • Royal Oak Close Outfall Drainage Improvements • Century Drive Drainage Improvements • Victory Baptist Church Drainage Improvements • $1.1M In Stormwater Pump Station Improvements • Kings Grant neighborhood stormwater rehabilitation • 11,935 cubic yards of inland Top 50 Lakes dredged

10707- Surface Water Regulatory Compliance The Surface Water Quality Regulatory Compliance Division of Public Works Engineering is responsible for management of the City's Municipal Separate Storm Sewer System (MS4) stormwater permit, the stormwater management and erosion sediment control programs, and implementation of the stormwater utility fee adjustment program. The activities of this division include program administration and reporting, operational requirements such as inspections and water quality monitoring, stormwater pollution reduction requirements for the Chesapeake Bay TMDL and other local TMDLs, infrastructure data management, and public outreach and education. Total FY17 Stormwater Utility Fund expenditures: $852,705 Accomplishments:

• Developed the stormwater MS4 permit program plan as required by the MS4 permit and submitted the plan to the Virginia Department of Environmental Quality (DEQ) for approval.


• Completed an audit of the MS4 program implementation by DEQ. There were no

compliance violations as a result of this audit. • Developed and submitted the FY16 MS4 Permit Annual Report which was accepted by

DEQ. • Developed and submitted the FY16 VSMP Program Annual Report to DEQ. • Developed a new Stormwater Management Facility Inspection and Maintenance Manual

for use by Public Works, Public Utilities, and Parks and Recreation. • Completed the Stormwater Pollution Dry Weather Screening Program for 50 MS4 outfalls

to identify potential pollution locations. • Established a Water Pollution Investigation Team composed of staff representing Public

Works, Public Utilities, Housing and Neighborhood Preservation, City Attorney, Fire, Police. This team meets bimonthly to collaborate on investigation of water pollution issues.

• Implemented the stormwater management and erosion and sediment control programs for PW Engineering. Reviewed 69 construction plan sets for stormwater management and erosion and sediment control compliance. Processed construction general permits for projects disturbing more than one acre.

• Processed 10 applications for stormwater utility fee adjustments and verified the impervious area for 200 properties.

• Completed 33 water quality project evaluations for TMDL compliance. • Completed the MS4 service area delineation of the Chesapeake Bay and Rudee Inlet

Watersheds. • Completed an analysis of the pollutant load reductions associated with the installation of

Stormwater Management Facilities from January 2006 to June 2009, which resulted in significant pollutant load reductions for the Chesapeake Bay TMDL Action Plan.

• Completed the development of a new Stormwater Data As-Built Chart for new Stormwater Management Facilities.

• Completed the development of the Water Quality Monitoring Protocols for the BMP Effectiveness Monitoring for three City Facilities.

• Completed the development of an Industrial High Risk Facility Inspection program, including facility identification and inspection procedures.

10708- Mosquito Control In addition to public education and mosquito prevention and treatment, this group is a key player in the ditch maintenance program, supporting the efforts of 10703 - Operations and Maintenance. It manages the majority of the smaller ditches, with difficult access issues, that require extensive manual work. Crews use heavy equipment to excavate and clean major ditches. Without the efforts of Mosquito Control, the resources in the ditching program would be further taxed, grossly affecting the major ditch projects. This budget pays for personnel, equipment, tools, and materials. Total FY17 Stormwater Utility Fund expenditures: $2,160,040 Accomplishments:

• 165,131 square feet of ditch at pipe mouths maintained • 42.4 miles of road-side/off-road ditches maintained (in joint effort with Operations and

Maintenance)

PRINCESS ANNE RD

PRINCESS ANNE RD

SHORE DR

INDIAN RIVER RD

DAM NECK RD

VIRGINIA BEACH BLVD

BLACKWATER RD

HOLLAND RD

SALEM RDLYNNHAVEN PKWY

LYNNHAVEN PKWY

LASKIN RD

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PROVIDENCE RD

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SANDPIPER RD

S PLAZA TRL

BAKER RD

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N GR

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FIRST COLONIAL RD

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S BIRDNECK RD

N MUDDY CREEK RD

HEAD RIVER RD

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N WITCHDUCK RD

N WI

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UCK

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OLD DONATION PKWY

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PLEA

SANT

VALL

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D

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X:\OPERATIONS\Infrastructure Systems Management 10603\Shared ISM\Projects\Stormwater and Drainage\001 Location Map\FY18 Construction Projects - AUDITOR_NO_TABLE 11X17.pdf

Stormwater CIP SupportedProjects FY 2018Department of Public Works

Operations ManagementSeptember 2017 -

0 1 2 3 40.5 Miles

LegendNatural Watersheds

Operations Projects:Storm Water Infrastructure Rehabilitation & Improvements II (7-416)Neighborhood Rehabilitation (7-416)Primary System Infrastructure Improvements II (7-023)Off-Road Ditch Program (7-023)Lake Management II (7-415)Oceanfront Storm Water Facilities Maintenance (7-411)Storm Water Pump Station Modifications (7-412)

Water Quality Projects:Water Quality Projects (Multiple)Watershed Projects (Multiple)

Flood Control Projects:Flood Control Projects (Multiple)

Date Saved: 9/8/2017 3:39:49 PM

Public Works Operations Projects

Public Works Engineering - Water Quality Projects

Public Works Engineering - Flood Control Projects

Label Legend:

"506

Stormwater CIP: Active Project Listing as of September 1, 2017 Appendix D

Map ID CIP Number Project Description Project Location

1 7‐416 4700 Andrew Jackson ln 4700 Andrew Jackson Ln

2 7‐416.029 Basin Road at Lynnhaven Drive 3031 Lynnhaven Drive

5 7‐416.006 Kings Grant Pipe Rehabilitation Kings Grant Neighborhood

6 7‐416.007 Magic Hollow Rehabilitation Magic Hollow Neighborhood

10 7‐416. Lakeview Drive Channel Improvements UNIT ID 75396 running behind1 336‐1356 Lakeview Dr

Not Mapped 7‐416. Corrugated Metal Pipe Program Citywide locate & repair effort

13 7‐416. Fleet Terrace Rehabilitation 1801 Fleet Terrace

14 7‐416. New Bern Lane Shoreline Restoration 3105 Newbern Ln

15 7‐416. Pinewood Road Cave In 103‐107 Pinewood Road

17 7‐416.050 Arnold Circle 1608 Arnold Circle

19 7‐416. Ashville Park Weir 1471 Flanagans Ln

20 7‐416. Baillio Drive 948 Baillio Drive

21 7‐416. Berm @ Princess Anne Road Princess Anne Road

22 7‐416. Downshire Chase Outfall Stabilization 925 Downshire Chase

24 7‐416. Green Run Bike Path 3776 Lake Tahoe Trl

25 7‐416. Land of Promise Ditch UNIT ID S8023, S8016

26 7‐416. Lee Avenue Outfall Project 4467 Lee Avenue

27 7‐416. Mill Landing Road/Halstead Shore Stablilization 1301 Mill Landing Rd, 1218 Mill Landing Rd

28 7‐416. Millwood Road Drainage Improvement Millwood Road from N. Great Neck‐2321 Millwood Road

29 7‐416. Municipal Center Drainage Infrastructure Survey Municipal Center

31 7‐416. Princess Anne Road Enterprise Intersection of Princess Anne & Princess Anne to Nimmo Pkwy

32 7‐416. Sea Shell Rd Drainage Improvements 2300 BLK Sea Shell Rd

34 7‐416. 22nd Street Pipe Replacement 22nd Street and Cypress Ave

35 7‐416. 78th Street Drainage Improvements 78th Street West of Atlantic Ave

36 7‐416. Boardwalk CCTV and Pipe Rehab Rudee‐16th,16th to 42nd

37 7‐416. Countryside Lane Outfall 1917 Countryside Ln

38 7‐416. Dam Neck Road Pipe Rehabiliation Phase II Dam Neck Road, London Bridge Road ‐ Harpers Road

41 7‐416. Community Canal UNIT ID 23160‐008D

42 7‐023. Byler Property Trashmore Ditch 516 Independence Blvd.

44 7‐023. Hollis Road Drainage Improvement Hollis Road

45 7‐023. Mill Landing Road Cleaning 1852 Mill Landing Road

46 7‐023. Royal Oak Close Outfall 908 Royal Oak Cls

48 7‐023. Off‐Road Ditch Program Zone E, K, L, & N Ditches

50 7‐415 Centre Pointe Lake 1 UNIT ID SU1476490000

51 7‐415 Greenview Lake UNIT ID SU1476290000

52 7‐415 Brookside Lake UNIT ID SU1476390000A

53 7‐415 Brigadoon Lake 1 UNIT ID SU1465120000

56 7‐415 Centre Pointe Lake 2 UNIT ID SU1476397878

57 7‐415 Green Run Lake 2 UNIT ID SU1485497313




61 7‐415 Lake Smith Weir Storm Outfall 01000‐328

62 7‐415. Whitehurst DMMA Turbidity Curtain GPIN 2417203952

63 7‐415.039 Windsor Oaks West Lake 1 Phase I UNIT ID SU1486080000

64 7‐415. Windsor Oaks West Lake 2 Phase I UNIT ID 75372,75373

65 7‐415. Windsor Oaks West Lake 2 Phase II UNIT ID 75375

Not Mapped 7‐415. Windsor Oaks West Lake 3

67 7‐415. DMMA Fill Management Plan GPIN 2417203952

69 7‐415.011 Haul Road Extension at DMMA GPIN 2417203952

71 7‐411. 16th Street Pump Station Improvements Phase I 1601 Atlantic Avenue

72 7‐411. 16th Street Pump Station Improvements Phase II 1601 Atlantic Avenue

73 7‐411. Oceanfront Storm Water Facilities Maintenance Stair Nosing Boardwalk, 1st‐40th

74 7‐411. Seawall Repairs Encroachments

76 7‐412 Sherwood Lakes Intake UNIT ID SU2404902554, SU2403794255

77 7‐412. 79th Street Pump Station Rehab 79th Street

79 7‐412. 42nd Street Pump Station Rehab 4200 Ocean Front Avenue

81 7‐412. Ocean Park Pump Station Improvements Phase II E. Stratford Road and Marlin Bay Drive

Storm water Infrastructure Rehabilitation & Improvements ‐ II (7‐416)

OPERATIONS AND MAINTENANCE

Primary System Infrastructure Improvements II (7‐023)

Lake Management II (7‐415)

Oceanfront Storm Water Facilities Maintenance (7‐411)

Storm Water Pump Station Modifications (7‐412)

Stormwater CIP: Active Project Listing as of September 1, 2017 Appendix D


512 7‐005 North Lake Holly Watershed North Lake Holly

513 7‐016 South Lake Holly Watershed South Lake Holly

514 7‐028 Windsor Woods Drainage Phase 3 Windsor Woods Neighborhood

515 7‐036 Baker Road Culvert & Ditch Improvements Baker Road

516 7‐037 Bellamy Manor Outfall Ditch Manor Drive

517 7‐041 Central Resort District Drainage Improvements 19th Street

518 7‐047 Ashville Park Drainage Improvements Ashville Park Neighborhood

519 7‐048 Sherwood Lakes Drainage Sherwood Lakes Neighborhood

520 7‐050 Princess Anne Plaza Drainage Area Princess Anne Plaza Neighborhood

521 7‐051 The Lakes Drainage Improvements The Lakes Neighborhood

522 7‐053 Lake Chubb / Bradford Lake Lake Chubb

523 7‐151 Eastern Shore Drive Drainage Eastern Shore Drive

524 7‐400 Aragona Drainage Improvements Aragona Village

525 7‐402 College Park Drainage Improvements College Park Neighborhood

526 7‐413 Club House Road Drainage Improvements Club House Road

527 7‐413 24th 1/2 Street Drainage Improvements 24th 1/2 Street and Mediterranean Avenue

528 7‐413 Thalia Drive Culvert Replacement Thalia Drive

529 7‐024 Crags Causeway Crags Causeway

530 7‐024 Indian Creek Road Indian Creek Road

531 7‐024 Head River Road Head River Road

532 7‐024 Muddy Creek Road Muddy Creek Road

533 7‐024 Indian River Road Indian River Road

534 7‐024 Princess Anne Road Princess Anne Road

535 7‐024 Landing Road Landing Road

536 7‐024 Pleasant Ridge Road Pleasant Ridge Road

537 7‐024 Charity Neck Road Charity Neck Road

Not Mapped 7‐026 Residential Drainage Cost Participation Program 2 Citywide

Not Mapped 7‐027 SWM Master Planning, Analysis, & Planning Citywide

Not Mapped 7‐030 Sea Level Rise / Recurrent Flooding Analysis Citywide


501 7‐406 Kemps Lake Retrofit Intersection of Witchduck and Greenwich Roads

502 7‐406 Chatham Hall Lake Retrofit Intersection of Providence and Kempsville Roads

503 7‐414 Water Quality Monitoring for Stormwater Comprehensive PlanninCity View Park

504 7‐414 Lake James Watershed Monitoring Plan Implementation Intersection of Centerville and Indian River Roads

505 7‐153 Mill Dam Creek Stream Restoration Adaptive Management Mill Dam Creek

506 7‐414 Regional In‐System Monitoring Ludlow Drive & Linsley Drive

507 7‐410 SWMF Project Planning for Phosphorus TMDL in Southern WatersNorth Landing Watershed

508 7‐414 Chesapeake Bay TMDL Action Plan Chesapeake Bay Watershed

509 7‐042 Elizabeth River Watershed Residential Outreach RFP Elizabeth River Watershed

510 7‐042 Lynnhaven River Watershed Residential Outreach RFP Lynnhaven River Watershed

511 7‐043 Lynnhaven River Ecosystem Restoration Lynnhaven River Watershed

Not Mapped 7‐414 Water Quality Monitoring Plan Development Citywide

Not Mapped 7‐414 Non‐Point Nutrient Offset Planning Citywide

Not Mapped 7‐042 Public Outreach Plan Citywide

Not Mapped 7‐042 Training Plan and Materials Citywide

Not Mapped 7‐042 Floatables Reduction Program Citywide

Not Mapped 7‐042 Single Family & Private SWMF Maintenance Strategies Citywide

Not Mapped 7‐042 FY 2017 MS4 Permit Annual Report Citywide

FLOOD CONTROL

WATER QUALITY

REPORT ISSUES! FOR ASSISTANCE WITH• Flooding • Street Sweeping • Storm Drains • Caved In Pipes or Structures • Lake Vegetation and Dredging • Ditch Maintenance • Mosquito Control • Spills in the Drainage System

CONTACT:

Public Works/Operations at 385-1470

City Information at 385-3111

Report Online at www.vbgov.com/government/departments/public-works/Pages/service-requests.aspx

VB Works (Free app in your App Store)

ONLY RAIN DOWN THE DRAIN! Never allow anything other than rain to enter the storm drain; no grass clippings, leaves, trash, etc.

Dispose of yard waste in clear plastic bags for city pickup on regular trash day

Don’t put yard debris bags out days ahead of your trash pickup days

On rainy trash pickup days, be sure your bags aren’t in the gutter line or at a storm drain catch basin

Keep storm drains and gutters clean – yard waste, trash, and dirt will clog the storm drain system.

Protect our canals and lakes – don’t put yard debris, trash, or dirt on their banks or in them

Contact Public Works Real Estate (385-4161) before placing items in city easements such as sheds, decks, docks, bulk-heads, rip rap, etc.

WHAT CAN YOU DO?

Source: Green Learning at askHRgreen.org

Appendix E