Our storm drain system has not been upgraded to keep pace with the growth of our city, and the increased runoff from more concrete on the ground has become too much for it to handle.  In addition, most of our storm drains are not regularly cleaned and maintained by the city. This makes the storm drains even less capable of preventing flooding, and increases the amount of bacteria and pollution that runoff sends into our rivers and streams.  

The city should:

– Begin regularly cleaning and maintaining all storm drain systems in the city.

– Upgrade the storm drainage system, and explore alternatives for using city land to improve drainage.


Land that is zoned for agricultural use provides a critical buffer for our city against flooding.  As more land is rezoned to residential and covered with concrete, less exposed land is available to absorb water.  This is the mechanism that has led to severe flooding in Houston; the city is gradually turned into a concrete bowl that gathers water.  What’s more, this land is often located in flood plain areas, so the homes that are constructed are likely to flood and lose value, causing home buyers to get burned.  

The city should:

– Significantly reduce or eliminate the rezoning of agricultural land.

– Maintain the commitment to not develop south of the Green Line.


The use of slab-foundation construction has led to disastrous results in neighborhoods like Windsor Woods.  When flooding strikes, a foot or so of crawl space makes the difference between a headache and a heartbreak. Furthermore, crawl space foundations allow more water to soak into the soil, helping to prevent flooding.  Slab construction in flood plain areas is irresponsible, and the city owes homebuyers more than to simply say “buyer beware.” 

The city should:

– Significantly restrict the use of residential slab construction throughout the city.

– Not allow any variances to this rule in flood plain areas.


Local municipal governments are increasingly coming under attack by hackers from both domestic and foreign IP addresses.

Yet, in the 2018 budget, funding for IT Security was cut by more than half, from $1,497,412 to $605,579 – and in the proposed 2019 budget it’s cut further to $603,961.  See p. 204 of the proposed operating budget  We need leadership that takes the threat of cyberattack seriously, before we find ourselves held ransom by hackers, or worse.


Partnerships between the city and private developers can be useful to bring new features to the city that we don’t currently have; but when city money is used to subsidize endeavors that compete with existing local businesses, the government begins unfairly picking winners and losers in commerce.  When the city gives one hotelier $18 million to build/renovate their hotel(s), but leaves other local hotels to finance themselves, that puts the first hotelier $18 million ahead of the competition using everyone’s tax dollars, including the competition’s! Furthermore, the city should not be taking unnecessary risks with taxpayer money. The city invested $275,000 into the Green Flash Brewery, only to see it go bankrupt in less than three years. That money would have been nearly enough to fully fund an after-hours response unit for Child Protective Services, but instead it’s gone into thin air.  Projects need to be vetted through an open and publicly visible bidding process, so that the city invests only in the strongest projects with the greatest and most predictable benefit to the city.

I believe that any city investment in a private project should satisfy at least two criteria:

– It should not create new competition for existing local businesses

– It should lead to a predictable, measurable and reliable return on the city’s investment


Pay compression for public safety employees is a major problem for Virginia Beach.  Merit pay increases have been suspended during past economic downturns, leading to a situation called “vertical compression,” where higher ranked officers end up earning less than their lower ranked subordinates.  This is a demoralizing situation, which leads to the city losing its significant investment in experienced officers when said officers take higher paying jobs in neighboring cities.  

This is a demoralizing situation, which leads to the city losing its significant investment in experienced officers when said officers take higher paying jobs in neighboring cities.  Public safety professionals are part of our critical city infrastructure, and we need to prioritize merit pay increases for employees over subsidies for optional development projects.



The Department of Human Services is a critical part of our city’s infrastructure, and like the rest of our infrastructure, City Council has neglected to upgrade its capabilities to keep pace with our city’s growth.  Insufficient staffing levels have led to delays in completing home studies for prospective foster and adoptive parents. Our Child Protective Services division lacks an after-hours response unit. The city operates no facilities for at-risk youth, and the private organization that handles that demographic, Seton House, is frequently overwhelmed. As the largest city in the Commonwealth, it is unacceptable to lack critical capabilities in Human Services.  Fortunately, our city is home to some very active charitable and faith-based organizations that the city can partner with to support the community.

The city should:

– Appropriate funding for an after-hours CPS unit, as requested but denied in the current budget proposal.

– Hire additional social workers to handle the workload that a city of half a million people creates.

– Engage in a new type of Public/Private Partnership, with charitable and faith-based organizations such as the DREAM Center and Habitat for Humanity, to provide facilities and capabilities that the city lacks for the homeless, at-risk youth, the unemployed and the underemployed.


In keeping with my rule that city investments should provide a predictable, measurable and reliable return on the money invested, the city should begin looking at acceleration of debt payments as an investment with a guaranteed return.  Each year, the city allocates a huge amount of its budget to debt service – every dollar we invest in paying this debt off faster provides instant guaranteed returns by allowing us to reduce the future debt service budget line item

This is common sense in personal finance, yet every year our City Council votes to take on more debt to finance projects that are not guaranteed to have a return on investment (see, for example, the Green Flash Brewery fiasco).

The city should:

– Adopt a policy that future budgets should not cause the city’s overall debt to increase.

– Begin treating early debt payment as an investment that effectively provides revenue in future yearly budgets by reducing the expected amount of debt service required to be paid.