William E. Harrell,
City Manager

William E. Harrell is the City Manager of Chesapeake, Virginia (population approximately 220,000). As the top administrator of Virginia's third largest city, Harrell oversees the day-to-day operations of the City, manages an operating budget of more than $900 million and leads 4,000-plus full and part-time municipal employees. Born and raised in Chesapeake, Harrell continues to develop his reputation for successful local government leadership in his hometown.

Under Harrell's tenure, Chesapeake has seen its general obligation bond rating upgraded to "AA+" from "AA." This achievement, coupled with Chesapeake's solid financial performance and strong reserve levels, puts the City on a solid financial footing.

Harrell is committed to seeing that Chesapeake move forward, and one major indicator of this is the City Hall energy retrofit project, which aims to bring the building more in line with the City's green initiatives. This in turn will save considerable money for taxpayers for years to come. For the effort, the City was honored with a Green Government Certification from the Virginia Municipal League in 2008.

For other cost saving measures, Harrell looked to the employees of Chesapeake, challenging them to look beyond the norm and find new, better, more efficient ways to serve customers, the citizens of Chesapeake. In the past year, Harrell has enhanced the City's staffing in several key areas.

Prior to taking on the role of City Manager in Chesapeake, Harrell served as Chief Administrative Officer (CAO) for the City of Richmond, Virginia. As CAO, Harrell managed City operations, including more than 20 departments and agencies, and a total budget in excess of $800 million. His administration attracted more than $450 million in investment in the City of Richmond. Harrell was also responsible for transitioning the organization and staff into a new, strong-Mayor form of government.

Harrell began his work in Richmond as Deputy City Manager, with responsibility for the City's operations portfolio, which included the departments of Economic and Community Development, Real Estate, Public Works and Utilities. He was serving as Interim City Manager prior to being appointed Interim City Administrator by Mayor L. Douglas Wilder. The Mayor and City Council subsequently confirmed him as the City's first Chief Administrative Officer on March 24, 2005.

He went to Richmond after three years as Assistant City Manager in the City of Greensboro, North Carolina, where he played a key role in the City's business development and strategic planning efforts. His responsibilities included coordination of the infrastructure departments — Water Resources, Transportation, Planning, Environmental Services and Parks and Recreation.

Harrell's experience in Greensboro was preceded by 10 years in the City of Suffolk, Virginia, where he served as Director of Public Utilities and eventually Assistant City Manager. His accomplishments for the City included the implementation of a $6.8 million desalination plant for water purification, a first in Virginia, and the revision of a comprehensive land use plan involving community input in the City's future.

A rising leader in public administration, William Harrell was honored by the Virginia Chapter for the American Society for Public Administration with the G. Robert House Young Public Administrator Award.

A 1980 graduate of Great Bridge High School in Chesapeake, Harrell earned bachelor's and master's degrees in Urban and Regional Planning from the University of Virginia. Additionally, he earned a second master's in Public Administration from the University.

Harrell's wife of 20 years, Johnna, is a 1981 graduate of Chesapeake's Western Branch High School. They have a 17-year-old daughter, Charity Majette. Both William and Johnna's parents reside in Chesapeake.

Accomplishments

CITY OF CHESAPEAKE, VIRGINIA
2008-2009 ACCOMPLISHMENTS

STRATEGIC ACCOMPLISHMENTS

Effectively advanced City Council's Two-Year Goals (January 20, 2007) and Priorities including the following major highlights:

Development of a Budget and Financial strategy with approximately $30 million less in resources.
Jordan Bridge Emergency Replacement - Closure, review, and now pursuing the appropriate permitting and approvals.
Dominion Boulevard Project - Short and longer term strategy underway (including FONSI).
Pursing new dialogue with Schools Administration including a cost effective plan for Indian River High School renovation with appropriate expansion component.
Development of the CAO Plan for SPSA resulting in debt service savings of over $34 million for FY2009-10. This has provided a "window of opportunity" for the orderly dissolution of assets.
Continued to enhance the productivity of the organization in the budgetary environment of reduced resources.
Developed a strategy to improve the qualitative scope, and membership of the Citizen Advisory Groups to offer constructive recommendations to the Police Department, City management, and the City Council.
Streamlining of the City's development processes that involved the creation of the Department of Development and Permits and the hiring of Jay Tate to lead the effort.
Strategic property acquisitions and partnerships through the Navy Encroachment Partnership and Open Space initiatives.
Pursued important dialogue with the community around reducing crime, and in particular, teen violence.
Pursuing technology and business practice improvements throughout the organization under the leadership of Peter Wallace, the City's Chief Information Officer.
Continued an aggressive outreach to the community including all facets (i.e. business, neighborhood, non-profit, minority and faith based leaders).
Aggressively pursued funding commitment from the private sector to install City water to residents immediately adjacent to the Battlefield Golf Club.

OVERALL CITY ACCOMPLISHMENTS

Budget

Held city-wide public "listen and learn" sessions (now to be emulated in other localities, and winner of VML achievement award).
Monitored financial conditions and recommended budget adjustments to address a $17 million revenue shortfall.
Worked with Council to adopt a budget that maintained core services through expenditure reductions with approximately $30 million in reduced resources.
Retirement incentive initiated to reduce size of government which provides for future savings by converting full-time to part-time and lowering salary levels.

SPSA
- Worked with area CAOs to develop a stabilization plan for SPSA that resulted in over $34 million in total debt service savings for FY09-10, and over $73 million in debt service savings through FY13. The goal is to provide time for the orderly sale of assets to address the debt-stricken agency.
Jordan Bridge
- Oversaw closure of unsafe facility, development agreement, negotiations and real property transfer to Figg.
- Worked to ensure passage of legislation to provide for private bridge replacement and continue to provide oversight of intergovernmental advocacy efforts for financing and permitting process to ensure success.
Professional Core Values
1. Accountability
  - Managed the day-to-day operations of the City.
  - Ensured policies and procedures approved by elected officials were implemented.
  - Focused on fiscal discipline and conservatism to achieve sustainability.
  - Established and maintained the public trust and confidence through meeting with and responding to citizens.
  - Ensured cost-effectiveness of programs and services.
  - Maximized public resources through benchmarking and optimization.
  - Collaborated with other agencies, city and business leaders to improve services for citizens.
2. Responsiveness
  - Provided regular follow-up responses to issues and concerns presented during the City Council Work Sessions and Meetings.
  - Worked with City staff and community leaders to achieve common goals and objectives for the community.
  - Investigated citizens' complaints within the administrative organization and recommended solutions.
  - Fully advised Council of financial conditions and needs of the City.
  - Under difficult economic and fiscal challenges, staff reviewed each department's budget, looking for ways to reduce costs.
  - Staff worked and continues to work with EPA, Dominion Virginia Power and Battlefield Golf Club's neighbors to develop a plan to address concerns of 1.5 million tons of fly-ash. Secured a $6 million commitment from Dominion Virginia Power for water extension to the neighborhoods.
  - Town Hall inquiries are now added to the City's web site.
Operations
1. Economic Development
  - Fostered business development climate in the City by working with Mayor on re-engineering the development review and permit process in the City and establishing the Department of Development and Permits.
  - Public-Private Partnership with YMCA for summer camp at Northwest River Park.
  - South Hill redevelopment - coordinating with the City Attorney to eliminate incompatible land uses and ensure safety of residents. Developed video for federal/state advocacy.
  - South Norfolk TIF:
  - Poindexter Streetscape Improvements Phase I has been completed; $3.3 million public investments.
  - Gateway at SoNo Phase I has been completed. At completion will consist of 133 condos and 40,000 sq. ft. of office and retail space.
  - New Tidewater Staffing Office Building (1100 Block of Poindeter Street) 10,000 sq. ft. office building; $1.25 million.
  - Greenbrier TIF:
  - Pedestrian lights were installed along Eden Way, Jarman Road, and Crossways Boulevard.
  - Crosswalk improvements were made along Eden Way.
  - The first phase of improvements was made at the Chesapeake Conference Center.
2. Oakbrooke
  - CHKD nearing construction completion on a 60,000 sq. ft. medical office building representing a $24 million investment.
  - UrsaNav (systems engineering, satellite and GPS) expanded into a 24,000 sq. ft. facility representing a $600,000 investment.
  - TCC Regional Automotive Center opened a state of the art 30,000 sq. ft. facility.
3. Environment
  - Continued to incorporate energy-efficient measures throughout City departments and agencies, whereby reducing energy use and reducing cost.
  - City honored with Green Government Certification from Virginia Municipal League and Sustainable Chesapeake Initiative working on City Sustainability Plan.
  - Continued to execute the "Care Team Concept" to work proactively with homeowners to address crime, infrastructures, abandoned automobiles, vacated homes, junk piles, and lighting in the neighborhoods. The team is an integral component in the City's efforts to improve the quality of lives of our residents and communities.
  - The Housing Office implemented a variety of programs in an effort to assist residents in meeting their basic needs for survival.
  - Planning Department oversaw the adoption of the Great Bridge Village Plan, December 2008.
  - New fiscal impact model developed and implemented in April 2009.
  - Updated and made more user friendly the South Norfolk Historic District Guidelines adopted November 2008.
  - Continuing with Navy Encroachment Partnership: work closely with Navy to protect NALF Fentress from further encroachment; Sawyer property acquired in 2008; Partnership Agreement for Fentress approved July 2008 and one for Northwest approved June 2009; continue to work with Navy on additional development rights purchases.
  - OSAP - Fee simple or development rights purchases on three properties.
  - Significant amendments to Communication Tower Ordinance; Landscape Ordinance; Subdivision and Site Plans for Commercial Development; Conditional Use Permit Validity Time-Frames.
  - Master Plan design with construction documents for Phase I of Deep Creek Park completed.
  - Design and construction documents for addition to Camelot Community Center completed.
  - Through public private partnership, Teen Zone was opened at Cuffee Community Center.
4. Financial Management
  - City improved its Standard & Poor's rating from AA to AA+ rating. The rating agency attributed this upgrade to strong reserves, disciplined financial management, and manageable debt levels.
  - Staff continues to monitor grant opportunities and opportunities under the American Reinvestment and Recovery Act.
  - The City completed the year with strong fiscal controls and management, culminating in positive results.
5. Management
  - Under difficult economic and fiscal challenges, staff remains committed to meet the core service demands of our citizens.
  - Staff and the School Administration have been working to create a better working relationship, to resolve funding challenges.
  - Reorganization of Public Works and Neighborhood Services Departments into the new Department of Development and Permits that integrates the City's development functions into one department.
  - Automated Receipt System (ARS) in Development and Permits - Full implementation was completed providing an automated cash controls system for fees collected and enhanced fiscal accountability.
  - Commercial Plan Review - Significantly reduced the initial plan review period by 50%.
  - Re-engineered CRD (as-built) and utility activation requirements - The process was completely redesigned to accomplish the needed tasks more efficiently. This included revising the number of people involved and the distribution of information gathered between City staff and the development community.
  - Subdivision Agreements and Bonds - The development community and City staff collaborated to make multiple changes to existing development forms; improving accuracy and efficiency.
  - The Bureau of Community Programs which consists of divisions previously located in Neighborhood Services, was created to improve communication, expedite services, and eliminate duplication of services for citizens of all ages when meeting their needs. The divisions consisted of the Call Center, Neighborhood Coordination, Office of Housing, and Office of Youth Services. This included the merger of Volunteer Advocates for Chesapeake Youth into the Office of Youth. The merger was implemented as a cost savings of over $40,000 and a more streamlined delivery of services to our Youth as indicated in the Comprehensive Plan for Youth Services.
  - Reprogrammed more than $250,000 of CDBG funds in support of existing projects which included those in blighted areas.
  - Numerous technology advances:
    - Consolidated the data center from 120 servers to 20 recognizing savings of $250,000 while reducing power requirements by 64%. The City won the 2009 local government green IT award based on this accomplishment.
    - Established consolidated Public Safety Technology Staff to combine resources from Police, Fire and Sheriff Departments into a cohesive technology support staff. Comprehensive approach will enhance efficiency, cost effectiveness, and productivity while removing long-standing barriers to interdepartmental cooperation. Initiative also brings Public Safety into alignment with enterprise technology and the IT Department.
    - Completed Phase II of the rewrite of the Business License system which contained numerous enhancements intended to significantly improve the workflow as it pertains to the processing of licenses and taxes.
    - Redesigned tax relief to allow the citizen the ability to only be required to come into the Commissioner of the Revenue's office to apply for tax relief once every 3 years. This was accomplished by creating an affidavit that the citizen could fill out and return to the Commissioner's office if all information from the previous year had not changed.
    - Enhancement of the existing Maximo System. This system automates generation, tracking and costing maintenance activities and accumulates costs of capital assets.
    - Implemented Enterprise-wide the Record Management Inventory System that keeps track of the City's Record Retention documents as defined by the Library of Virginia.
    - The long-awaited launch of the Property QuickSearch portal for GIS - provides citizens with a simple, easy to use interface for accessing vital information about properties and vicinities around the City.
  - Acquired site near intersection of Military Highway and Battlefield Boulevard and staff continues to advance design on construction of a new Animal Control Shelter.
  - Chesapeake has a strong presence online in the social media and networking arena.
  - Hired new visionary leaders including a Library Director, Public Works Director, Development and Permits Director, and Fire Chief.
  - RFID Self-Check implemented at all library locations.
  - Fleet Utilization study implemented and Central Fleet Management named as one of the top 100 municipal fleets in the country.
  - Changes to zoning ordinance adopted to allow privatization of City-owned fuel stations.
  - Began the competitive bid process for the HRIS system to replace 35 year old legacy system.
  - Undertaken strategic measures in designing health care coverage that has enabled the City to offer competitive health care coverage in Hampton Roads.
  - City continually strives to create highly qualified staff through employee training and development.
6. Public Safety
  - With the creation of Street Enforcement Units and other innovative patrol strategies, patrols were intensified in problem neighborhoods/ "hot spots," and other identified problem locations. As a result of these tactics and through partnerships with our citizens, the Fourth Precinct Part 1 offenses decreased by 10%.
  - Conducted the first ever "Gun Buy Back" event at two locations in the City. During the event, over 300 guns were collected and removed from our streets.
  - Implementation of the Police Department Master Plan.
  - Oversight of Allied Tank incident to the satisfaction of the South Hill Community.
  - Installed Vesta View System, a call volume monitoring tool, allowing supervisors to address call surges in the Dispatch Center.
  - Implemented a 12-hour shift rotation resulting in optimized staffing and in an estimated reduction in overtime of $300,000 a year.
  - Acquired wearable video cameras for use in Operations. These devices will record officer/detective activity and will be used for training, evaluation and complaint investigation purposes.
  - Partnering with the faith community and residents to create strategies to reduce teen violence.
  - $100,000 Federal Gang Grant.
  - Opening of Fire Station #3 on Rokeby Avenue.
  - Established contract to replace 10 of 23 fire pumper trucks ranging in age from 10 to 21 years.
  - Implementation of the new STEMI (ST Elevation Myocardial Infarction - specific type of heart attack) Alert Program.
  - Initiated additional EMS medic unit coverage for Bells Mill/Las Gaviotas and the Camelot areas of the City.
  - Strengthened firefighting capabilities in all of rural, southern Chesapeake by implementing pumper/tanker concept at Stations #7 (S. Battlefield Boulevard) and Station #13 (Benefit Road).
7. Public Works/Public Utilities
  - City continues to reduce backlog of stormwater-related requests.
  - Dominion Boulevard improvement project has received approval of key federal environmental permit and State approval of major design features. Project is advancing to final design with 60% plans by November, 2009. Pursing public financing concurrently with PPTA process.
  - Secured VDOT commitment return $11 million transferred to the Gilmerton Bridge project.
  - Decreased backlog of stormwater service requests from approximately 2,000 to under 500.
  - Executed RFP for recycling of Greenwaste.
  - The water and sewer unserved areas qualified for and received a $1 million Southern River Watershed Grant which was applied to the Unserved Water and Sewer Area Project.
  - The Albemarle Acres neighborhood, a water and sewer unserved area, was provided City water and sewer under a PPEA.
8. Human Services
  - Adoption of Comprehensive Plan for Children and Youth in September 2008.
  - Social Services partnered with the Chesapeake Public School system via a Memorandum of Agreement to create a GED program that was a big success. There were 24 FSET customers that participated in the GED class; 6 of those participants graduated with their GED and 4 of those who graduated marched in the June 2009 Graduation Ceremony at Oscar Smith High School.
  - The Chesapeake Interagency Consortium partnered with the Community Services Board to successfully create an Intensive Care Coordination (ICC) position that will assist the Community in preventing Residential and Congregate Care placements as well as assist in the coordination of intensive wrap around community services after such placements have been successfully completed by youth requiring highly structured out of home placements. This level of community collaboration between Departments will allow the City to maintain State Mandates.
  - September 2008 saw the inception of fees collected from Diversion (local probation) offenders. Probationers are assessed a one time fee of $100 to help defray the costs associated with their supervision. Through June 30, 2008, $35,800 had been assessed, and $20,833 was collected via the Treasurer's Office. This equates to a collection rate of 58%.

CITY OF CHESAPEAKE, VIRGINIA
SELECT 2007-2008 ACCOMPLISHMENTS

Implemented an aggressive "Community Engagement" Initiative
1. Budget
  - "Listen and Learn" Budget session which resulted in a one cent real estate tax reduction through the Mosquito Control Commission Tax Levy. This initiative was recognized by the Virginia Municipal League.
  - Funding of Phase I of an Employee Pay Plan
  - Capital funding of the Deep Creek Park
2. Public Safety
  - Successful National Night Out
  - Crime prevention meetings in South Norfolk and Western Branch in partnership with the faith community
  - Expansion of the "Serve the City" Program
  - Successful Gun Buy-Back Program
  - Creation of a "Teen Zone" in the Clarence V. Cuffee Community Center through a public/private partnership
  - Completion of the Carroll Buraker Study on the Police Department
  - Purchase of property on Military Highway for the Animal Control Facility and other public safety needs
3. Infrastructure
  - Plan for water extension to immediately adjacent residents surrounding the Battlefield Golf Course
  - Given the safety issues involved, the closure of the Jordan Bridge, which has now positioned the Council to entertain new proposals
  - Funding of jail facilities to help relieve overcrowded conditions including the additional of 20 new deputies to support the operation.
  - Proceeding with design approval of Dominion Boulevard
  - Making Chesapeake more "green" including improvements to City Hall
4. Outreach
  - Over 30 presentations/speeches throughout the community including civic groups, Rotary, Kiwanis, professional organizations and many others
Organizational Improvements
- Development/Permit process retooling
- Hiring freeze and procurement review
- Development of a litter task force
- Fleet management improvements
- Improvement of Call Center procedures and service level improvements by operating departments
- Finding efficiencies through technology under the leadership of the Chief Information Officer
Human Service
- Approval and implementation of Comprehensive Plan for youth
- Adoption and implementation of a plan to end homelessness
- State recognition of the Quality of Life Program
Finance
- Upgrading of the City's bond rating to AA+
- Development of a Community Development Authority for Belharbour designed to lessen the City's risk in the project based on a market driven approach
Economic Development
- Updated the City's Strategic Plan with enhanced focus on business retention efforts
- Numerous new projects and expansions

City of Chesapeake, Virginia

William E. Harrell, City Manager