2019 legislative agenda - constant...

2019 Legislative Agenda


INTRODUCTION

Since its founding in 1906, the Alexandria Chamber of Commerce has enjoyed a long and storied history of shaping policy in Alexandria. It has partnered with, and when appropriate, challenged, the City’s elected officials and senior staff on matters of import to Alexandria’s economy and community vibrancy. In recent years, the Chamber’s leadership has urged the City’s residents and leaders to envision a future for Alexandria and to work together across sometimes disparate interests to achieve success in the present and promise for an inclusive future for all Alexandrians.

These themes converge in 2019, as Alexandria sits at a point of inflection. Local government elections will bring sweeping change to Alexandria’s governing Council, presenting a unique opportunity to eschew “business as usual” governance in favor of an “open for business” approach that will attract, engage, and sustain a strong business climate in Alexandria that will grow the City’s tax base to levels that will support the services that Alexandria residents desire and deserve. Alexandria is, and should remain, more than a bedroom community to the Nation’s Capital. As a Chamber, we aspire to be a thriving community that embraces entrepreneurial spirit, attracts new business, sustains small businesses and provides for the greater good of its citizens through improved education from cradle to career, diverse housing options at all income levels, comprehensive transit-oriented development, and vibrant open space that benefits all Alexandrians.

This 2019 Legislative Agenda is an outline for how good business leads to good communities and how Alexandrians, working together, with clear and transparent planning, can and will re-shape Alexandria’s future for the better.


ATTRACTTo position Alexandria as the place to do business in the region. This can be achieved by increasing collaboration amongst stakeholders and putting in place the right framework that attracts businesses and enables them to locate in Alexandria without undue delay and expense.

GOALS

1. BE STRATEGIC, VISIONARY AND FORWARD THINKING.

The Chamber recommends the City:

• Implement a multi-year operating budget to better plan revenue generation and expenditures over a longer period of time.

• Implement a bottom-up, program-based budget geared toward fully funding highest priority needs rather than approving across the board cuts to all programs regardless of the impact on priorities.

• Early in the budget process solicit input from the business community regarding its needs and priorities.

• Adopt an appropriate process for the public to comment on significant budget revisions that are proposed through the budget “add/delete process,” including holding a public hearing after the budget preliminary add/delete list is released to the public and before the City Council’s first Work Session on the add/delete list.

2. CREATE A CITY-WIDE CULTURE DELIBERATELY INTENDED TO ATTRACT NEW, SUSTAINABLE BUSINESSES TO ALEXANDRIA AND THAT SENDS THE CLEAR MESSAGE THAT ALEXANDRIA IS “OPEN FOR BUSINESS.”


• Adopt protocols and procedures that ensure consistent collaboration and communication with the Alexandria Chamber of Commerce, Alexandria Economic Development Partnership (AEDP), Visit Alexandria, other relevant business groups and the business community at large regarding issues and events that impact businesses in Alexandria.

• Ensure that the City’s taxes and regulations are competitive with surrounding jurisdictions.

• Draft Small Area Plans or Plan Updates that facilitate co-location of business and amenities.

• Communicate effectively with current businesses while tailoring communications to encourage other outside businesses to settle in Alexandria.

- Drive, rather than react to, messaging about the City, in order to convey a positive image of the City.

- Launch an Alexandria mobile application that promotes the City.

• Create attractive incentives to draw new businesses to, and to retain existing businesses in, Alexandria.


ATTRACT (CONT.)

3. SEEK OPPORTUNITIES TO CREATE PUBLIC-PRIVATE PARTNERSHIPS TO MEET COMMUNITY NEEDS, BRINGING TOGETHER PUBLIC AND PRIVATE SECTOR RESOURCES TO WORK ON ISSUES/PROJECTS FOR THE BETTERMENT OF THE COMMUNITY.


• Increase its efforts to enter into Public-Private Partnerships that provide opportunities in business and commercial real estate development; funding for infrastructure issues, public school initiatives and projects as well as opportunities for youth development, workforce development, and senior services throughout the City.

• Remove barriers to the formation of Public-Private Partnerships.

• Promote Public-Private Partnerships by publicizing success stories.

• Employ a Public-Private Partnership Facilitator.

4. ENSURE TIMELY DEVELOPMENT OF TRANSPORTATION OPTIONS, INCLUDING POTOMAC YARD METRO.


• Make completion of the Potomac Yard Metro Station, without any further delays, one of the City’s highest priorities.

• Develop a timeline and funding plan to complete a southern entrance to the future Potomac Yard Metro station.

• Continue to seek funding for the Corridor C Transitway (Van Dorn Street), in conjunction with Fairfax County.

• Recognize that automobile traffic is still an important method of transportation and work to minimize bottlenecks.

5. OPTIMIZE USE OF AVAILABLE TECHNOLOGY.

The Chamber recommends that the City optimize the use of available technology, including:

• Fast tracking the implementation of a City-wide broadband program.

• Prioritizing broadband access to Alexandria’s businesses with competitive pricing and high service level expectations.

• Fast tracking the creation of an online platform for applying for licensing permits and SUPs, as well as filing and paying City business taxes in order to be competitive with surrounding jurisdictions.

• Making public records accessible electronically.

• Dramatically improving wayfinding for garage parking in Old Town and other areas in which street parking is limited, including signage and launching a mobile parking garage wayfinding application.


SUSTAINTo maintain and enhance Alexandria’s position as a complete community with thriving commercial and retail businesses, highly ranked schools, workforce and affordable housing, vibrant and walkable neighborhoods and open spaces for recreation.

GOALS

1. ENSURE BALANCED DEVELOPMENT.


• Use Comprehensive Plan and Small Area Plan Updates to indicate preferred locations for schools and public facilities, designate residential protection areas, and ensure an appropriate mix of land uses in the future.

• Understand that not all areas of the City are the same and a “one-size-fits-all” solution will not work.

• Facilitate the conversion of obsolete office and industrial buildings to other economically viable uses in order to generate additional revenue and encourage private investment in Alexandria.

• Focus on generating more commercial business real estate to offset the current imbalance in revenue generation.

2. ENSURE THAT ALEXANDRIA CITY PUBLIC SCHOOLS ARE EXCEPTIONAL.


• Invest in an educational system that prepares students for all types and levels of secondary and post-education through college preparatory curriculum, programs and internships, specialized training for technology certifications, and direct entry into the workplace.

• Assist Alexandria City Public Schools (ACPS) in solving its overflow and infrastructure needs.

• Increase opportunities for businesses and City programs to partner in providing unique education opportunities.

• Leverage Northern Virginia Community College resources that target businesses being attracted by the City.

• Coordinate with Alexandria Economic Development Partnership (AEDP) to identify the workforce needs of businesses courted by the City.

3. ENSURE THAT ALEXANDRIA HAS APPROPRIATE AND AFFORDABLE WORKFORCE HOUSING.

The Chamber recommends the City: • Tabulate and analyze current and accurate data about existing housing stock in the City and

demographic data related to all households in the City.

• Develop housing policy that addresses all levels of housing and residential development.


SUSTAIN (Cont.)

• Assess the efficacy of tools presently available to provide housing (affordable, workforce) at a variety of income levels.

• Dedicate a Chamber seat on the Alexandria Housing Affordability Advisory Commission (AHAAC) to ensure that the business community is represented.

4. MITIGATE EFFECTS OF PLANNED METRO CLOSURE IN 2019.


• Work with WMATA on alternate ways to connect Alexandria to the Metro (e.g. metro buses, shuttles to operating metro stations).

• Actively promote alternative modes of transportation to travel to and from Alexandria (e.g. carpool, bicycle, water taxi).

5. OPTIMIZE USE, AND MINIMIZE COST, OF CITY-OWNED FACILITIES.


• Implement the recommendations made by the Joint City Schools Facility Investment Task Force presented to City Council and ACPS in January 2018.

6. ENSURE THAT ALEXANDRIA’S STREETS ARE VIBRANT, AND THAT SUFFICIENT OFF-STREET PARKING IS AVAILABLE.


• Encourage and support AEDP’s Pop-Up program that helps fill underutilized space.

• Support the King Street Corridor Initiative.

• Support initiatives like the King Street Corridor in other neighborhoods, as appropriate.

• Implement the recommendations of the City’s area parking study work groups.

• Encourage parking garages to implement electronic signage that indicates availability of parking.


CITY GOVERNMENT PROCESSESTo simplify City government processes that affect the ability of businesses to invest, open, operate, and be successful in Alexandria.

GOALS

1. REVIEW THE CITY BUDGET PROCESS TO MAXIMIZE EFFICIENCY.


• Implement a multi-year operating budget to better plan revenue generation and expenditures over a longer period of time.

• Implement a bottom-up, program-based budget geared toward fully funding highest priority needs rather than approving across the board cuts to all programs regardless of the impact on priorities.

• Early in the budget process solicit input from the business community regarding its needs and priorities.

• Adopt an appropriate process for the public to comment on significant budget revisions that are proposed through the budget “add/delete process,” including holding a public hearing after the budget preliminary add/delete list is released to the public and before the City Council’s first Work Session on the add/delete list.

2. REVIEW PROCESSES AFFECTING SMALL BUSINESS TO REMOVE BARRIERS AND ELIMINATE UNDUE DELAYS AND EXPENSE.


• Hold a public hearing in July of each year, consistent with the current public hearing schedule for the Planning Commission. Having a two-month Council hiatus negatively impacts small business and economic development, as cases that are filed or deemed complete in April cannot be heard until September.

• Adopt and implement a more effective docket management system to increase the efficiency of public hearings (including maximizing utilization of the consent docket for noncontroversial items and prioritizing non-development cases {ie small business cases} on the docket). Effective management of the docket will help encourage participation by interested parties without them having to devote an entire day at City Council.

• Continue to simplify zoning requirements to permit more businesses to operate by-right or through an administrative SUP process.

• Mitigate the administrative burden of filing returns and paying City taxes by streamlining the City’s administrative process for filing and paying Business Property Owner’s License Fees (BPOL), Business Property and other taxes, including online capabilities for payment, increased grace periods for payment, and reduced penalties for late payments.


CITY GOVERNMENT PROCESSES (Cont.)

• Develop written materials and hold periodic seminars, in collaboration with the Chamber of Commerce and the Small Business Development Center, to help small business owners (both new and established) and others in the industry (landlords, brokers, contractors, architects, etc) better understand the applicable regulations, requirements and processes associated with renovating/fitting out commercial spaces and/or opening a business in Alexandria.

• Consider giving businesses a rebate as compensation for collecting taxes on behalf of the City.

• Review the cost of permits to beautify space and attract customers and consider waiving permit fees for Neighborhood Business Associations.

3. REVIEW PROCESSES RELATING TO SMALL AREA PLANS AND DEVELOPMENT SUPS TO MAXIMIZE EFFICIENCY.


• Facilitate and foster communication between stakeholders and the City, and take advantage of local subject matter expertise, when formulating and achieving Small Area Plan implementation goals.

• Complete, in an orderly and expeditious manner, all necessary studies and planning regarding implementation of Small Area Plan goals so that development can proceed in accordance with market demand, without undue delays caused by incomplete information regarding City requirements and expectations.

• Prepare an overall Alexandria Master Plan that designates growth areas, identifies needs and potential locations for public facilities, and shows major infrastructure projects likely to be undertaken in the next 20 years.

• Review the Standard Conditions on Development SUPs with the goal of simplifying requirements and reducing multiple rounds of review during the final site plan and building permit processes.

• Ensure that policy recommendations in long range visioning plans, such as the Environmental Action Plan, are realistic, achievable and implemented in a manner that does not add unreasonable requirements or undue burdens on developers, property owners and businesses, particularly for elements set forth in the plans that are not achievable in the short term.


STATE AND REGIONAL ISSUESTo inform the public policy process at the state and regional level by highlighting opportunities for, and potential barriers, to economic growth and expansion for the City of Alexandria.

GOALS

1. CONTINUE THE COMBINED SEWER OUTFLOW (CSO) OVERFLOW REMEDIATION.

The Virginia General Assembly has ordered that Alexandria complete remediation of the four sanitary sewer outflows into the Potomac River by 2025.


• Identify and leverage every opportunity to seek supplemental grant funding opportunities, including federal infrastructure program funding, to assist the City’s Partner, Alexandria Renew Enterprises, in CSO remediation.

• Continue to implement a City-wide green infrastructure program to reduce peak storm sewer flows. Such investments should be made across the city, in locations where they will have the greatest impact on water quality.

2. FUND WASHINGTON METROPOLITAN AREA TRANSIT AUTHORITY (WMATA).


• The Chamber supports continued efforts to provide a dedicated source to fund WMATA, to address the critical needs of the system and strengthen service delivery.

3. SEEK FUNDING FROM THE NORTHERN VIRGINIA TRANSPORTATION AUTHORITY (NVTA).

With NVTA’s focus on regionally significant projects, it is in the best interest of Alexandria to work with neighboring jurisdictions to identify, plan, and submit for funding, applications for projects that serve a broader area than the City.

The Chamber recommends:

• That the NVTA funding that was removed to fund WMATA be restored.

• The City of Alexandria should work with Fairfax and/or Arlington Counties to formulate cross-jurisdictional projects, such as the Corridor C Transitway with Fairfax County or the Route 1 Transitway with Arlington.

4. ENCOURAGE THE GENERAL ASSEMBLY TO MODERNIZE VIRGINIA’S ALCOHOLIC BEVERAGE CONTROL (ABC) LAWS.

For the past two years, the issue of reforming Virginia’s state ABC laws has been considered by the General Assembly. Current laws place Alexandria (and the entire Northern Virginia region) at a competitive disadvantage with its out of state neighbors, whose alcoholic beverage laws are less burdensome to the


STATE AND REGIONAL ISSUES (Cont.)

business community. While the Chamber is not offering specific legislative remedies to Virginia’s alcohol laws, we will support the following:

• Efforts in the General Assembly to review and modernize Virginia’s alcoholic beverage laws so that the Commonwealth is not needlessly placed at a competitive disadvantage.

5. SUPPORT GO VIRGINIA.

GO Virginia is a bipartisan, business-led economic development initiative that is changing the way Virginia’s diverse regions collaborate on economic and workforce development activities.

• The City should use its unique ability to attract tenants such as the United States Patent and Trademark Office (PTO) and National Science Foundation (NSF) to promote innovative thinking between public, private and government entities on policies and financial incentives that will positively impact the region and the Commonwealth.

• The Chamber seeks engagement and promotion of GO Virginia opportunities to diversify the region and city business to ensure that private sector growth expands beyond government growth or constrictions.


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City of Alexandria

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A A

Alexandria Voting Districts¯

Map Produced: 07/28/2017

1:14,000

Polling PlaceAddress

HouseSenate

3030303030303030303030

School District A

*Polling place outside of precinct

IDLadrey Senior BuildingCity HallLyles Crouch SchoolDurant CenterLee CenterCora Kelly CenterM

t. Vernon CenterG

eorge Washington School

Fire Department Headquarters

Charles Houston CenterStation at Potom

ac Yard

101102103104105106107108109110111

300 Wythe Street

301 King Street530 S. Saint Asaph Street1605 Cam

eron Street1108 Jefferson Street25 W

. Reed Avenue2701 Com

monwealth Avenue

1005 Mt Vernon Avenue

900 Second Street901 W

ythe Street650 M

askell Street

4545454545454545454545


HouseSenate


46464646464646

39393935353539

HouseSenate

School District B

School District CID302303304305306307308

ID

Maury School

George M

ason SchoolAgudas Achim

CongregationBlessed Sacram

ent Church*Douglas M

acArthur SchoolChinquapin CenterTem

ple Beth El SynagogueNO

VA Arts CenterJam

es K. Polk SchoolHerm

itage

201202203204205206207208209210

600 Russell Road2601 Cam

eron Mills Road

2908 Valley Drive1427 W

. Braddock Road1101 Janneys Lane3210 King Street3830 Sem

inary Road4915 E. Cam

pus Drive5000 Polk Avenue5000 Fairbanks Avenue

45454545464646464646

30303030303039303935

Patrick Henry CenterBeatley Library*Tucker SchoolJohn Adam

s School*W

illiam Ram

say CenterSouth Port AptsCam

eron Station

4625 Taney Avenue5005 Duke Street435 Ferdinand Day Drive5651 Rayburn Avenue5650 Sanger Avenue6112 Edsall Road200 Cam

eron Station Blvd.

A B C

Virginia House Boundary

School Board Districts

Virginia Senate Boundary

^Polling Place

Precincts

01,500

3,0004,500

750Feet

This map was produced by the G

IS Division of the ITS Department, City of Alexandria, VA

Data Resources:Voting Precincts and Polling Places were provided by the Voter Registration O

ffice, City ofAlexandria, VA. Virginia State House and Senate Districts are based on HB5005 Ch. 1;enacted on 4/29/11.

Mapping Standards:

Coordinate System - NAD83 State Plane Virginia North

Projection - Lambert Conform

al ConicM

ap Units - Feet

The maps provided hereunder are provided "as is" and the City expressly disclaim

s allwarranties, UCC and otherwise, express or im

plied, including warranties as to accuracy ofthe m

aps and merchantability and fitness for a particular purpose, and further expressly

disclaims responsibility for all incidental, consequential or special dam

ages arising out of orin connection with the u se or perform

ance of the maps.

!!

!!

Legend

Pursuant to Section 54.1-402 of the Code of Virginia, anydeterm

ination of topography or contours, or any depictionof physical im

provements, property lines or boundaries is

for general information only and shall not be used for the

design, modification or construction of im

provements to

real property or for flood plain determination.

ALEXANDRIA VOTING DISTRICTS


2018 ALEXANDRIA CHAMBER BOARD OF DIRECTORS

Chairman of the Board Gin Kinneman Kinneman Insurance

Chair-Elect Charlotte Hall Potomac Riverboat Company

Immediate Past Chair Dak Hardwick Aerospace Industries Association

Chair, Communications Samuel Gerdano Potomac Conference Center/American Bankruptcy Institute

Chair, Development Jennifer Ferrara M&T Bank

Chair, Finance Robert Shea Grant Thornton, LLP

Chair, Governance Patti Turner United Way Worldwide

Chair, Government Relations Dave Millard Avison Young

Chair, Membership Allen Schirmer United Bank

President & CEO Joseph Haggerty Alexandria Chamber of Commerce

General Counsel Andrew Palmieri Saul Ewing Arnstein & Lehr, LLP

Will Alexander Dale, LLC

Gary Barton Cotton & Company

Aldo Bello Mind & Media, Inc.

Mara Benner Four Directions Wellness

Denise Borland Ronald Reagan Building and International Trade Center

Susan Carroll INOVA Alexandria

Walter Clarke Burke & Herbert Bank

Nicholas Gehrig Redmon, Peyton & Braswell, LLP

Kyle Green Mythics

Dr. Annette Haggray Northern Virginia Community College

Adnan Hamidi Alexandria Cupcake

Erik Hansen Mekanic

Angela Hartley National Industries for the Blind

Stephanie Beyer Kirby Beyer Automotive Group


2018 ALEXANDRIA CHAMBER BOARD OF DIRECTORS (Cont.)

Elizabeth Lucchesi LizLuke.com

Mary Anne Martins SunTrust Banks, Inc.

Dr. Tammy Mann The Campagna Center

Laurie MacNamara Booz Allen Hamilton

Anton NikodemusMGM National Harbor

Karen PallanschAlexandria Renew Enterprises

Jeanne TheismannAlexandria Gazette Packet

Ed VelardeEagleBank


2018 ALEXANDRIA CHAMBER OF COMMERCE GOVERNMENT RELATIONS COMMITTEE

Chair

Dave Millard Avison Young

Bismah Ahmed Apartment and Office Building Association of Metropolitan Washington

Nancy Appleby Appleby Law PLLC

Agnes Artemel Eisenhower Partnership

Carter Batey Sugar Shack Donuts

Maria Ciarrocchi Alexandria Chamber of Commerce

Andy Duncan National Hospice and Palliative Care Organization

Nick Gehrig Redmon, Peyton and Braswell

Joseph Haggerty Alexandria Chamber of Commerce

Charlotte Hall Potomac Riverboat Company

Ann Harbour INOVA Alexandria Hospital

Gin Kinneman Kinneman Insurance

Laurie MacNamara Booz Allen Hamilton

H. (Skip) MaginnissMaginniss + del Ninno Architects

Jody Manor Bittersweet Catering & Café

David Martin Gold Works, Inc. by David Martin Design

Tom Osborne Spurgeon Lewis Antiques

Andrew Palmieri Saul Ewing Arnstein & Lehr LLP

Michael Porterfield Tartan Properties Commercial Real Estate Services

Cathy Puskar Walsh, Colucci, Lubeley & Walsh, PC

Kim Putens Bloomers

Danielle Romanetti fibre space

LaJuanna Russell Business Management Associates

Ed VelardeEagleBank

Josh Veverka Northern Virginia Association of Realtors

For more information, please contact:

Maria CiarrocchiChief Operating Officer and

Vice President of Public Policy and Programs

Alexandria Chamber of Commerce 2834 Duke Street

Alexandria, Virginia 22314

www.alexchamber.com [email protected]

703-739-3802

2019 legislative agenda - constant...

Documents