city of manassas, virginia city council meeting agenda city … · 2017. 5. 19. · city council...

City Counci lCi ty Counci l Regular MeetingMay 22, 2017Page | 1

City of Manassas, VirginiaCity Council Meeting

AGENDA

City Council Regular MeetingCouncil Chambers

9027 Center StreetManassas, VA 20110

Monday, May 22, 2017

Call to Order - 5:30 p.m.

Roll Call

Invocation and Pledge of Allegiance

Staff and Community Presentations

Hometown Hero Awards: Alex Torres and Rickey BoruffPresentation by Fire and Rescue Chief, Rob Clemons

Recognition of Northern Virginia Community College Sculpture ArtistsPresentation by Council Member Sheryl Bass

City Attorney Report

City Manager Report

Chief of Police Report

Council Time

1


Mayor Time

1. Consent Agenda

All matters listed under the consent agenda are considered to be routine by the City Counciland will be enacted by one motion. There will be no separate discussion of these items. Ifdiscussion is desired, that item will be removed from the consent agenda and consideredseparately.

SUGGESTED MOTION: "I move that the Consent Agenda be approved and the readings ofthe ordinances be dispensed."

SUGGESTED MOTION #2: "I move that Items # and # be removed from the Consent Agendaand be added as Items # and #, respectively, and that the remaining Consent Agenda itemsbe approved as it now appears and the readings of the ordinances be dispensed."

1.1 City Council Minutes: May 3, May 8, and May 10, 2017(Staff: Andrea P. Madden, Assistant to the City Manager/City Clerk)Agenda Statement - MinutesCity Council Minutes: May 3, 2017City Council Minutes: May 8, 2017City Council Minutes: May 10, 2017

1.2 Performance & Erosion Bond Release: Seton School Chapel Addition(Staff: Vanessa Watson, Development Services Coordinator)Agenda Statement - Seton School Chapel AdditionExhibit A: Seton School Chapel Addition AerialCertificate of Compliance: Seton School Chapel Addition

1.3 Performance & Erosion Bond Release: Economy Tree Care(Staff: Vanessa Watson, Development Services Coordinator)Agenda Statement - Economy Tree CareExhibit A: Economy Tree Care AerialCertificate of Compliance: Economy Tree Care

1.4 Erosion Bond Release: 8903 Cherry Street(Staff: Vanessa Watson, Development Services Coordinator)Agenda Statement - 8903 Cherry StreetExhibit A - 8903 Cherry Street AerialCertificate of Compliance - 8903 Cherry Street

1.5 Code of Conduct: Boards, Committees, and Commissions(Staff: Andrea P. Madden, Assistant to the City Manager/City Clerk)Agenda Statement - Code of Conduct: Boards, Committees and Commissions

2

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72017/Agenda_Statement_-_Minutes.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72018/05-03-2017_Minutes.pdf



https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70830/Agenda_Statement_-_Bond_Release_Seton_School_Chapel.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70832/Exhibit_A_-_Seton_School_Chapel_Addition.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70808/Certificate_of_Compliance_-_Seton_School.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70838/Agenda_Statement_-_Economy_Tree_Care.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/attachment/70835/Exhibit_A_-_Economy_Tree_Care_Aerial.docx

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70814/Certificate_of_Compliance_-_Economy_Tree_Care.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/73828/Agenda_Statement_-_Cherry_2.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70990/Exhibit_A_-_8903_Cherry_Street_Aerial.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/70819/Certificate_of_Compliance_-_8903_Cherry_Street.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72970/Agenda_Statement_-_CC.pdf


Code of Conduct: Boards, Committees, and Commissions

1.6 Ordinance #O-2017-13: Partial Tax Exemption for Rehabilitated Real EstateProgram – Residential (Second Reading)(Staff: Elizabeth S. Via-Gossman, Community Development Director)Agenda Statement - Ordinance #O-2017-13

1.7 Ordinance #O-2017-19: Relating to the Observation of Legal Holidays (FirstReading)(Staff: Andrea P. Madden, Assistant to the City Manager/City Clerk)Agenda Statement - Ordinance #O-2017-19Ordinance #O-2017-19

1.8 Ordinance #O-2017-20: Amendment to City Code Section 114-332 - Truck Route& Truck Restrictions (First Reading)(Staff: Steve Burke, Public Works Director)Agenda Statement - Ordinance #O-2017-20Ordinance #O-2017-20Section 114-332: Final Version

1.9 Resolution 2017-10-RAgenda Statement2017-10-RPW Signal Insurance ReimbursementAirport Agenda Statement - MALSPW Back Up DavisFordCrossingPW Email Memo Back Up Dumfries Rd VMS 10-3-16Airport Runway Back up

2. Ordinances and Resolutions

2.1 Resolution #R-2017-46, Community Facilities and Parks, Recreation, andCultural Facilities(Staff: Matthew D. Arcieri, Planning & Zoning Manager)Agenda Statement - Resolution #R-2017-46Resolution #R-2017-46Attachment: Resolution #R-2017-46 CPA

3. New Business

3.1 Presentation: Overview of the "Arts on the Go" Program(Staff: W. Patrick Pate, City Manager)(Presented by: Beverly Hess, Center for the Arts)"Arts on the Go" Power Point Presentation

3

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72175/Code_of_Conduct_-_BCC.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72778/Agenda_Statement_-_Ordinance__O-2017-13__-_Consent.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72977/Agenda_Statement_-_Holidays.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72173/O-2017-19_-_BLUE_LINE.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72187/Agenda_Statement_-_O-2017-20.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/73341/O-2017-20.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72003/Sec114-332_FinalVersion.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72766/Agenda_Statement.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72770/2017-10-R.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72768/PW_Signal_Insurance_Reimbursement.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72769/Airport_Agenda_Statement_-_MALS.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72771/PW_Back_Up_DavisFordCrossing.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72772/PW_Email_Memo_Back_Up_Dumfries_Rd_VMS_10-3-16.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72773/Airport_Runway_Back_up.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72765/Agenda_Statement_-_Resolution__R-2017-46__Community_Facilities_and_Parks__Recreation__and_Cultural_Facilities.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72779/R-2017-46_-_Comprehensive_Plan_Community_Facilities_and_Parks__Rec_and_Culture.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72780/Resolution__R-2017-46_Attachment_1.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/73226/AOG_city_Council.pdf


4. Citizens' Time - 7:30 p.m.

The citizens' time portion of the agenda is set aside for those citizens who wish to addressthe Council for less than three minutes each. Citizens need not give prior notice to the Cityto speak during the citizens' time portion of the agenda. Citizens may address the Councilfor longer than three minutes if they ask the City Manager for a place on the agenda atleast four working days before the meeting.

5. Authorize a Closed Meeting

5.1 Authorization of a Closed Meeting1. Appointments to Boards, Committees and Commissions2. Discussion or Consideration of the Acquisition of Real Property for a PublicPurpose3. Consultation with Legal Counsel Regarding East End Mobile Home ParkAgenda Statement - Authorize a Closed Meeting

6. Certify the Closed Meeting

6.1 Certification of a Closed MeetingAgenda Statement - Certification of a Closed Meeting

Adjournment

4

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/73822/Agenda_Statement-New.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/72973/Agenda_Statement_-_Certify.pdf

City of ManassasManassas City Council


Meeting Date: May 22, 2017

Time Estimate: Consent

Agenda Title: City Council Minutes: May 3, May 8, and May 10, 2017

Recommendation: Approve

Motion: If approved as part of the Consent Agenda:I move that the Consent Agenda be approved and the readings of the ordinances dispensed.

If removed from the Consent Agenda:I move that the Minutes of May 3, May 8, and May 10, 2017 be approved.

Date Last Consideredby City Council:

N/A

Summary and/orComments:

N/A

Board – Committee – or Commission Reviewed:

N/A

Fiscal Impact: N/A

Staff Contact: Andrea P. Madden, Assistant to the City Manager / City [email protected](703) 257-8280

5

May 3, 2017

1

A Special Meeting of the Council of the City of Manassas, Virginia, for the purpose of conducting a closed meeting and budget work session, was called to order in the second floor conference room at City Hall, on the above date with the following present on roll call: Mayor Harry J. Parrish II, Vice Mayor Marc T. Aveni, Council Members Sheryl L. Bass, Ken D. Elston, Ian T. Lovejoy, Pamela J. Sebesky, and Mark D. Wolfe; City Manager W. Patrick Pate, Deputy City Manager Bryan Foster, Assistant to the City Manager/City Clerk Andrea P. Madden, Finance and Administration Director Paul York, Budget Manager Diane V. Bergeron, Commissioner of the Revenue Douglas Waldron, Treasurer Patricia Richie-Folks, Police Chief Doug W. Keen, Captain Brian Larkin, Fire and Rescue Chief Rob Clemons, Planning and Zoning Manager Matthew Arcieri, and Public Works Director Steve Burke.

Mayor Parrish called the meeting to order at 5:30 p.m.

The City Clerk reported that the news media had been notified of the meeting in accordance with the Freedom of Information Act.

The City Clerk read the Notice of Special Meeting acknowledged by all Council Members stating that the Special Meeting was called for the following purposes:

1. As per the attached agenda dated May 3, 2017; and2. Other pertinent business for the operation of the City.

1) Work Session: Fiscal Year 2018 Budget and CIP

1.1 Discussion: Personal Property Tax

Mr. Pate discussed an increase in shared services costs with Prince William County and a decision associated with setting the tax rates for tangible and business personal property.

1.2 Discussion: Capital Improvement Bond Projects

General discussion regarding the purpose of the CIP and the need for it to be a flexible planning document occurred. Members of the City Council debated the process used to develop the CIP and how best to involve and engage citizens.

1.3 Action: Establish Tax Rate for Real Estate & Personal Property

COUNCIL MEMBER ELSTON MOVED that staff be directed to prepare budget resolutions and ordinances for Monday, May 8, 2017 based on a personal property tax rate of $3.60 and a real estate tax rate that will fund the CIP for five years; the exact rate will be determined following additional calculations. Seconded by Council Member Bass. Roll call vote: AYES – Bass, Elston, Sebesky, and Wolfe. NAYS – Aveni and Lovejoy. MOTION CARRIED.

6

May 3, 2017

2

A motion was duly made, seconded and CARRIED UNANIMOUSLY to adjourn the meeting.

Mayor Parrish declared the meeting adjourned at 7:12 p.m.

Mayor City Clerk

Date Approved

7

May 8, 2017

1

A Regular Meeting and Public Hearing of the Council of the City of Manassas, Virginia was held in Council Chambers, City Hall, on the above date with the following present on roll call: Mayor Harry J. Parrish II, Vice Mayor Marc T. Aveni, Council Members Sheryl L. Bass, Ken D. Elston, Ian T. Lovejoy, Pamela J. Sebesky, and Mark D. Wolfe; City Manager W. Patrick Pate, Deputy City Manager Bryan Foster, Assistant to the City Manager/City Clerk Andrea P. Madden, City Attorney Martin R. Crim, Chief of Police Douglas W. Keen, Fire and Rescue Chief Rob Clemons, Community Development Director Elizabeth S. Via-Gossman, Senior Planner Kelly Davis, Economic Development Director Patrick J. Small, Finance and Administration Director Paul York, Communications Manager Patty Prince, and Human Resources Manager Darla Hicks.

Mayor Parrish called the meeting to order at 5:36 p.m., delivered the invocation, and led those present in the Pledge of Allegiance.

Staff and Community Presentations

Mayor Parrish, Council Member Bass, and Economic Development Director Patrick Small presented a Commendation to Mr. John O. Gregory in honor of his many years of service to the community and the Economic Development Authority (EDA).

City Attorney Report

Mr. Crim reported on upcoming meetings regarding the properties located at 9512 and 9514 Liberty Street and their current condition.

Mr. Crim stated that he had recently worked with staff to make revisions to the solid waste code and the City Council could expect a first reading of that ordinance to appear on a future agenda.

City Manager Report

Mr. Pate reported on the many successful events that occurred over the weekend, including the “Much Ado About Art” and Cinco de Mayo festivities on Friday evening and “Manassas Reads” and the LeaseWeb Manassas Airshow early on Saturday. Despite the wet weather, many people did visit the Airport to see the planes.

In honor of Public Service Recognition Week, Mr. Pate thanked all City staff for their hard work and commitment to residents and visitors alike. In recent surveys, City staff have been praised and ranked highly for delivering outstanding customer service.

Mr. Pate invited the public to the opening of the Museum’s new exhibit: Tailor-Made: Vintage Fashions from the Museum’s collection. The opening is scheduled for May 11, 2017 at6:00 p.m.

8

May 8, 2017

2

Mr. Pate announced that the City would host a Business Appreciation Breakfast on Thursday, May 11, 2017 at the Center for the Arts and encouraged businesses to contact the City to register for the event.

Chief of Police Report

Chief Keen reported that he would be working with Senator Kaine’s office to consider strategies to resolve many of the gang related issues facing the region.

Council Time

Council Member Bass reported on the regional meetings she attended on behalf of the City Council.

Council Member Elston noted that it was National Nurse’s Week and thanked Council Member Sebesky for her dedication to the profession. Council Member Elston reported that he would be attending a conference on the opioid crisis facing many in the nation.

Council Member Sebesky reported on the many transportation meetings she attended and thanked all those who had contacted her regarding the FY 18 Budget, noting that many residents have different opinions and thoughts on the budget, and she has taken them all into consideration. Council Member Sebesky commented it was National Teacher Appreciation Week and thanked all the teachers in the City for their hard work and commitment.

Mayor Time

Mayor Parrish reported on a variety of meetings and events he planned to attend in the coming week, including an NVTA meeting, a Leadership Prince William Board of Regents Meeting, a picnic celebrating Older Americans Month and the Northern Virginia Family Services Gala.

Mayor Parrish invited Fire and Rescue Chief Rob Clemons to come forward and discuss the Operation Staying Alive event scheduled for Saturday, May 20 at the Harris Pavilion.

1) Consent Agenda

1.1 City Council Minutes: April 24 and May 1, 20171.2 Proclamation: National Travel & Tourism Week1.3 Proclamation: Emergency Medical Services Week1.4 Proclamation: Older Americans Month1.5 Commendation: Honoring John O. Gregory1.6 Revisions: City of Manassas Employee Handbook – Section 61.7 Agreements: Memoranda of Understanding and Supplemental Agreements

with Constitutional Officers

9

May 8, 2017

3

1.8 Resolution #R-2017-44: Designating the City as a Hybrid Entity for Purposes of HIPAA and Identifying its Health Care Components

1.9 Resolution #R-2017-45: Honoring Antoinette M. Elgart Upon Her Retirement from the City of Manassas

COUNCIL MEMBER BASS MOVED that Consent Agenda Items 1.1 through 1.9 be approved as presented and the readings of the ordinances dispensed. Seconded by Vice Mayor Aveni. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

Mayor Parrish called for a recess at 6:08 p.m.Mayor Parrish reconvened the meeting at 6:30 p.m.

2) Fiscal Year 2018: Ordinances and Resolutions

2.1 Uncodified Ordinance #O-2017-14: Setting the Real Estate Tax Rates for Tax Year 2018 (First Reading)

2.2 Uncodified Ordinance #O-2017-15: Setting the Personal Property Tax Rates for Tax Year 2017 (First Reading)

2.3 Uncodified Ordinance #O-2017-18: Setting Water, Sewer, and Electric Utility Rates in the City of Manassas for Fiscal Year 2018 (First Reading)

2.4 Uncodified Ordinance #O-2017-17: Setting the Stormwater Management Service Fee Schedule (First Reading)

2.5 Uncodified Ordinance #O-2017-16: Establishing the Fee Schedule for Rezoning, Special Use Permit, Architectural Review Board, Amusements and Entertainments, and Zoning Permits (First Reading)

2.6 Ordinance #O-2017-21: Amend and Reenact the Code of Ordinances, City of Manassas, Virginia (2002), as Amended, by Amending Section 110-2 (c), Relating to the Machinery and Tools Tax Due Date (First Reading)

2.7 Resolution #R-2017-38: Adopt and Appropriate the Annual Operating Budget and the First Year of the Five-Year Capital Improvement Program for the Fiscal Year Beginning July 1, 2017 and Ending June 30, 2018

2.8 Resolution #R-2017-39: Approving the City of Manassas Fiscal Year 2018 Five-Year Capital Improvement Program

2.9 Resolution #R-2017-40: Authorizing the Funding of the City’s Share of Potomac Rappahannock Transportation Commission Related Expenditures

Mayor Parrish reported there was new information regarding the FY 2018 Budget and suggested that City Council may want to consider it before making decisions.

COUNCIL MEMBER WOLFE MOVED that Items 2.1 through 2.9 be deferred to the Wednesday, May 10, 2017 meeting. Seconded by Council Member Lovejoy and CARRIED UNANIMOUSLY.

10

May 8, 2017

4

3) Ordinances and Resolutions

3.1 Ordinance #O-2017-13: Partial Tax Exemption for Rehabilitated Real Estate Program – Residential

Elizabeth S. Via-Gossman, Community Development Director, stated that the City Manager directed staff to review the residential rehabilitation program and recommend changes to make the program more attractive to citizens. Ms. Via-Gossman made a brief presentation that detailed the features of the program, including qualifications and exemptions, and indicated that the program would be more heavily marketed in cooperation with the Commissioner of the Revenue’s office.

COUNCIL MEMBER LOVEJOY MOVED that Ordinance #O-2017-13 Amending and Reenacting the Code of Ordinances, City of Manassas, Virginia (2002), as Amended, by Amending and Reenacting Sections 110-88 Relating to Partial Exemption of Taxes on Substantially Rehabilitated Real Estate be approved on first reading. Seconded by Council Member Bass. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

4) New Business

4.1 Annual Report: Prince William Area Agency on Aging (AAA)

Sarah Henry, Director of the Prince William Area Agency on Aging (AAA), presented to City Council the organization’s Annual Report.

5) Awards, Acknowledgments and Presentation

5.1 Presentation: Older Americans Month Proclamation

Council Member Lovejoy read and presented a Proclamation designating the month of May as Older Americans Month in the City of Manassas to Sarah Henry and Raymond Beverage, the City’s representative to the AAA.

5.2 Presentation: Resolution #R-2017-45 Honoring Antoinette M. Elgart

Council Member Elston read and presented to Antoinette M. Elgart a resolution thanking her for her dedicated service to the City and honoring her upon her retirement.

5.3 Presentation: National Travel & Tourism Week Proclamation

Council Member Bass read and presented a Proclamation proclaiming the week of May 7 – 13 as National Travel and Tourism Week in the City of Manassas to Debbie Haight, Ann Marie Maher, and Patrick Small.

11

May 8, 2017

5

5.4 Presentation: Emergency Medical Services Week Proclamation

Council Member Aveni read and presented a Proclamation proclaiming the week of May 21 – 27 as Emergency Medical Services Week in the City of Manassas to Fire and Rescue Chief Rob Clemons and many members of the Fire and Rescue Department.

6) Citizens' Time

The following individuals, all identifying as residents of the City of Manassas, spoke in opposition to the proposed budget, certain projects in the CIP, and any increase in taxes:

Mark Weaver Lucille Comignani Brady Buckles James Barnes Helen Sorto Dominick Tsukalas Nicholas Yirak Nettie Stevens John Condia Dan Arnold Rick Bookwalter Karen Huff Alfredo Comignani Melyssa Webb Chris Yirak Luke Beauregard

Ed Spall, a resident of the City of Manassas, spoke in support of the proposed budget.

John Scancella, a resident of the City of Manassas, spoke in opposition to locating the new fire station on Shannon Lane.

John Meagher, a resident of the City of Manassas, spoke in support of maintaining the natural features of Stonewall Park and not the addition of rectangular athletic fields.

Clara Meagher, a resident of the City of Manassas, spoke in support of maintaining the wooded areas at Stonewall Park and suggested that a local organization volunteer to collect the trash in the park.

Tom Osina, a resident of the City of Manassas, requested the City Council consider and approve a Proclamation declaring June 2017 as Gay, Lesbian, Bisexual, and Transgender (GLBT) Pride Month in the City.

12

May 8, 2017

6

7) Public Hearing

Mayor Parrish read an affidavit of publication that was before him signed by an authorized agent of the Prince William Times newspaper certifying that the public hearing listed on the evening’s agenda was published in conformance with Virginia law and City ordinances.

7.1 Public Hearing: CPA #2017-02, Community Facilities and #2017-03, Parks, Recreation & Cultural Facilities

Kelly Davis, Senior Planner, discussed the Comprehensive Plan Amendments proposed for Chapter 7 and 9 to incorporate “level of service” standards and the findings and recommendation of the 2016 Parks, Recreation, and Culture Needs Assessment and Facilities Plan.

Mayor Parrish opened the public hearing and invited anyone wishing to speak in favor of or in opposition to the Comprehensive Plan Amendments to come forward and address the City Council.

The following individuals spoke in support of the CPAs and commended staff for their efforts in reaching out to the community:

Charles Grymes, Prince William County Doug Brown, City of Manassas John Scancella, City of Manassas

Ms. Davis recommended that the City Council close the public hearing and schedule action for Monday, May 22, 2017.

VICE MAYOR AVENI MOVED that the public hearing be closed. Seconded by Council Member Wolfe and CARRIED UNANIMOUSLY.

The public hearing was closed at 8:53 p.m.



MAYOR CITY CLERK

DATE APPROVED13

May 10, 2017

1

A Special Meeting of the Council of the City of Manassas, Virginia, for the purpose of conducting a work session, was held in the second floor conference room at City Hall, on the above date with the following present on roll call: Mayor Harry J. Parrish II, Vice Mayor Marc T. Aveni, Council Members Sheryl L. Bass, Ken D. Elston, Ian T. Lovejoy, Pamela J. Sebesky, and Mark D. Wolfe; City Manager W. Patrick Pate, Deputy City Manager Bryan Foster, Assistant to the City Manager & City Clerk Andrea P. Madden, Finance and Administration Director Paul York, Commissioner of the Revenue Douglas Waldron, Police Chief Doug Keen, Fire and Rescue Chief Rob Clemons, Treasurer Patricia Richie-Folks, Public Works Director Steve Burke, and Communications Manager Patty Prince.

Mayor Parrish called the meeting to order at 6:23 p.m.

The City Clerk reported that the news media had been notified of the meeting in accordance with the Freedom of Information Act.

The City Clerk read the Notice of Special Meeting acknowledged by all Council Members stating that the Special Meeting was called for the following purposes:

1. As per the attached agenda dated May 10, 2017;2. Other pertinent business for the operation of the City.

1) Fiscal Year 2018: First Readings of Ordinances & Resolutions

Mayor Parrish welcomed all to the meeting and made opening remarks regarding the budget process and expectations for the evening.

COUNCIL MEMBER WOLFE MOVED that the estimated $850,000 in payments to City businesses that were overcharged for personal property taxes from FY 2015 through FY 2017 be paid using the anticipated FY 2017 surplus. Seconded by Council Member Elston. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

1.1 Uncodified Ordinance #O-2017-14: Setting the Real Estate Tax Rates for Tax Year 2018 (First Reading)

VICE MAYOR AVENI MOVED that the Real Estate Tax Rate be set at $1.420, which supports the budget presented by the City Manager in March, and that the Public Safety Building be a priority. Seconded by Council Member Lovejoy. Roll call vote: AYES – Aveni and Lovejoy. NAYS – Bass, Elston, Sebesky, and Wolfe. MOTION FAILED.

COUNCIL MEMBER ELSTON MOVED that Uncodified Ordinance #O-2017-14, Setting the Real Estate Tax Rates for Tax Year 2018 ($1.440 combined rate) be approved on first reading. Seconded by Council Member Bass. Roll call vote: AYES – Bass, Elston, Sebesky, and Wolfe. NAYS – Aveni and Lovejoy. MOTION CARRIED.

14

May 10, 2017

2

1.2 Uncodified Ordinance #O-2017-15: Setting the Personal Property Tax Rates for Tax Year 2017 (First Reading)

COUNCIL MEMBER ELSTON MOVED that Uncodified Ordinance #O-2017-15, Setting the Personal Property Tax Rates ($3.60) for Tax Year 2017 be approved on first reading. Seconded by Council Member Bass. Roll call vote: AYES - Bass, Elston, Sebesky, and Wolfe. NAYS – Aveni and Lovejoy. MOTION CARRIED.

1.3 Uncodified Ordinance #O-2017-18: Setting Water, Sewer, and Electric Utility Rates in the City of Manassas for Fiscal Year 2018 (First Reading)

COUNCIL MEMBER WOLFE MOVED that Uncodified Ordinance #O-2017-18, Setting the Water, Sewer, and Electric Utility Rates in the City of Manassas for Fiscal Year 2018 be approved on first reading. Seconded by Council Member Lovejoy. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

1.4 Uncodified Ordinance #O-2017-17: Setting the Stormwater Management Service Fee Schedule (First Reading)

COUNCIL MEMBER BASS MOVED that Uncodified Ordinance #O-2017-17, Setting the Stormwater Management Fee Schedule be approved on first reading. Seconded by Council Member Elston. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

1.5 Uncodified Ordinance #O-2017-16: Establishing the Fee Schedule for Rezoning, Special Use Permit, Architectural Review Board, Amusements and Entertainments, and Zoning Permits (First Reading)

COUNCIL MEMBER ELSTON MOVED that Uncodified Ordinance #O-2017-16, Establishing the Fee Schedule for Rezoning, Special Use Permit, Architectural Review Board, Amusements and Entertainments, and Zoning Permits be approved on first reading. Seconded by Council Member Wolfe. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

1.6 Ordinance #O-2017-21: Amend and Reenact the Code of Ordinances, City of Manassas, Virginia (2002), as Amended, by Amending Section 110-2 (c), Relating to the Machinery and Tools Tax Due Date (First Reading)

COUNCIL MEMBER BASS MOVED that Ordinance #O-2017-21, Amending and Reenacting the Code of Ordinance, City of Manassas, Virginia (2002), as Amended, by Amending Section 110-2 (c), Relating to the Machinery and Tools Tax Due Date be approved on first reading. Seconded by Council Member Wolfe. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

15

May 10, 2017

3

1.7 Resolution #R-2017-38: Adopt and Appropriate the Annual Operating Budget and the First Year of the Five-Year Capital Improvement Program for the Fiscal Year Beginning July 1, 2017 and Ending June 30, 2018

COUNCIL MEMBER ELSTON MOVED that Resolution #R-2017-38, Adopting and Appropriating the Annual Operating Budget and the First Year of the Five-Year Capital Improvement Program for the Fiscal Year Beginning July 1, 2017 and Ending June 30, 2018 be approved. Seconded by Council Member Bass. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.

1.8 Resolution #R-2017-39: Approving the City of Manassas Fiscal Year 2018 Five-Year Capital Improvement Program

COUNCIL MEMBER WOLFE MOVED that Resolution #R-2017-39, Approving the City of Manassas Fiscal Year 2018 Five-Year Capital Improvement Program be approved. Seconded by Council Member Elston. Roll call vote: AYES – Bass, Elston, Sebesky, and Wolfe. NAYS – Aveni and Lovejoy. MOTION CARRIED.

1.9 Resolution #R-2017-40: Authorizing the Funding of the City’s Share of Potomac Rappahannock Transportation Commission Related Expenditures

COUNCIL MEMBER SEBESKY MOVED that Resolution #R-2017-40, Authorizing the Funding of the City’s Share of Potomac Rappahannock Transportation Commission Related Expenditures be approved. Seconded by Council Member Wolfe. Roll call vote: AYES – Aveni, Bass, Elston, Lovejoy, Sebesky, and Wolfe. MOTION CARRIED.



Mayor City Clerk

Date Approved

16




Time Estimate: Consent Agenda

Agenda Title: Performance & Erosion Bond Release: Seton School Chapel Addition



If removed from the Consent Agenda:I move that the Performance & Erosion Bonds for Seton School Chapel Addition be released in accordance with the Certificate of Compliance


N/A


Request authority to release the Erosion & Sediment Bond for the following project – Seton School Chapel Addition – SP#13-00000046


N/A

Fiscal Impact: N/A

Staff Contact: Vanessa A. Watson, Development Services [email protected](703) 257-8204

17

Exhibit A: Seton School Chapel Addition Aerial

18





Agenda Title: Performance & Erosion Bond Release: Economy Tree Care



If removed from the Consent Agenda:I move that the Performance & Erosion Bonds for Economy Tree Care be released in accordance with the Certificate of Compliance


N/A


Request authority to release the Performance Bond and Erosion & Sediment Bond for the following project – Economy Tree Care – SP#14-00000028


N/A

Fiscal Impact: N/A


20





Agenda Title: Erosion Bond Release: 8903 Cherry Street



If removed from the Consent Agenda:I move that the Erosion Bond for 8903 Cherry Street be released in accordance with the Certificate of Compliance


N/A


Request authority to release the Erosion & Sediment Bond for the following project – 8903 Cherry Street – #16-00000806


N/A

Fiscal Impact: N/A


22

Exhibit A: 8903 Cherry Street Aerial

23





Agenda Title: Code of Conduct: Boards, Committees, and Commissions

Recommendation: Approve Code of Conduct: Boards, Committees, and Commissions

Motion: If approved as part of the Consent Agenda:I move that the consent Agenda be approved and the readings of the ordinances dispensed.

If removed from the Consent Agenda:I move that the Code of Conduct: Boards, Committees and Commissions be approved.


N/A


The Manassas City Council adopted a Code of Conduct for itself in April 2016 and approved an Employee Code of Ethics in October 2016.

At the direction of City Council, staff has drafted a Code of Conduct for the City’s Boards, Committees, and Commissions.


Personnel Committee – May 18, 2017 (Recommended Approval 3/0)

Staff Contact: Andrea P. Madden, Assistant to the City Manager/City [email protected](703) 257-8280

25

CODE OF CONDUCTCity of Manassas

Boards, Committees, and Commissions

INTRODUCTIONThe intent of the Code of Conduct is to encourage fair, ethical, and accountable local

government in the City of Manassas. The community expects all individuals serving the City, including members of its Boards, Committees, and Commissions, to be objective and thoughtful in their judgment and actions and to conduct City business openly and in an atmosphere of respect and civility. Additionally, all members are expected to comply with both the letter and the spirit of the laws of the United States of America, the Commonwealth of Virginia, the Manassas City Code of Ordinances, and adopted City policies.

The attitudes, words, and actions of the members of the Boards, Committees, and Commissions should demonstrate, support, and reflect the principles identified in the Code of Conduct. While it is not possible to anticipate and provide a Code of Conduct that addresses all the situations members may face, this Code of Conduct is designed to provide a framework that guides individuals as they perform their duties.

1. All members of the City’s Boards, Committees, and Commissions (hereafter denoted as“members”) will be truthful and forthright with colleagues, City staff, and all others as they make decisions and recommendations that are in the best interest of the City and its residents.

2. Members of Boards, Committees, and Commissions have no individual authority and will refrain from making promises, decisions, or commitments that have not been authorized. When presenting their individual opinions and positions, individual members shall explicitly state they do not represent their membership or the City.

3. Members shall comply fully with the Commonwealth of Virginia Conflict of Interests Act (§ 2.2-3100) and will not take any special advantage of services or opportunities for personal gain, by virtue of their position, which are not available to the public in general. Members shall refrain from accepting any gifts, favors, or promises of future benefits which might compromise their ability to make impartial recommendations or give the appearance of being compromised.

4. Members shall respect the confidentiality of information specified as such and acknowledge that information shared in a closed session shall remain confidential.

5. The professional and personal conduct of all members of the Boards, Committees, and Commissions must be above reproach and avoid even the appearance of impropriety. Members shall refrain from abusive conduct, personal charges, or verbal attacks upon the character or motives of other members, City Council, City staff, or the public. 26

6. In accordance with Sec. 2-301 (b) of the Code of Ordinances, members of Boards, Committees, and Commissions shall regularly attend and prepare for each meeting and review the information provided.

7. Public resources, including City staff time, equipment, and supplies or facilities, that are not available to the public in general shall not be used by members for private gain or personal purposes.

8. It is expected that members will listen courteously and attentively to all public discussions before the body and focus on the business at hand. Members agree to treat all persons, statements, and transactions in a fair and equitable manner, giving due consideration to the merits of the issue before making a decision or recommendation.

9. The members of all Boards, Committees, and Commissions, through actions and performance, will contribute to a strong organization that exemplifies transparency and open communication.

10. The members of the City’s Boards, Committees, and Commissions are charged with providing guidance, recommendations, and in some situations, making decisions as anindependent body. However, the daily management of the City is delegated to the City Manager with City Council serving as the governing and legislative body.

The Code of Conduct is intended to be self-enforcing and is most effective when members are familiar with and agree upon its provisions.

As a member of a City Board, Committee, or, I agree to uphold the Code of Conduct and carry out my duties and responsibilities in accordance with the expectations outlined above.

Member Signature Date

Name (Printed)

27





Agenda Title: Ordinance #O-2017-13: Partial Tax Exemption for Rehabilitated Real Estate Program – Residential (Second Reading)

Recommendation: Approve Ordinance #O-2017-13 on Second Reading


If removed from the Consent Agenda:I move the Ordinance #O-2017-13 be approved on Second Reading.


May 8, 2017


The City Manager has directed the Department of Community Development to review the residential program and recommend changes that will make it a more attractive program. In addition, the department has been directed to more heavily market the program in cooperation with the Commissioner of the Revenue.


Land Use Committee – March 23, 2017 (Recommended Proceeding with Adoption 2/0)

Fiscal Impact: N/A

Staff Contact: Elizabeth S. Via-Gossman, Community Development [email protected](703) 257-8224

28





Agenda Title: Ordinance #O-2017-19: Relating to the Observation of City Legal Holidays(First Reading)

Recommendation: Approve Ordinance #O-2017-19 on First Reading


If removed from the Consent Agenda:I move that Ordinance #O-2017-19 be approved on first reading.


N/A


The FY 2018 Budget approved by the Manassas City Council on May 10, 2017 includes an additional paid holiday for Columbus Day, the second Monday in October. Ordinance #O-2017-19 amends and reenacts the Code of Ordinances to reflect this additional City holiday.


Personnel Committee – May 18, 2017 (Recommended Approval 3/0)

Staff Contact: Andrea P. Madden, Assistant to the City Manager/City [email protected](703) 257-8280

29

1

ORDINANCE #O-2017-19

First Reading ________Second Reading ________Enacted ________Effective ________

AN ORDINANCE TO AMEND THE CODE OF ORDINANCES, CITY OF MANASSAS, VIRGINIA (2002), AS AMENDED, BY AMENDING AND REENACTING SECTION 2-60 (a) IN ARTICLE I.,

OF CHAPTER 2 OF SAID CODE, RELATING TO THE OBSERVATION OF CITY LEGAL HOLIDAYS

BE IT ORDAINED by the Council of the City of Manassas, Virginia, meeting in regularsession this day of , 2017:

1. That the Code of Ordinances of the City of Manassas, Virginia (2002) is hereby amended and reenacted by amending Section 2-60 (a) as follows:

Sec. 2-60. City legal holidays.

(a) Legal holidays to be observed by the city are as follows: Employees shall receive one day each for January 1 (New Year’s Day), the third Monday in January (Lee-Jackson-King Day), the third Monday in February (George Washington Day), the last Monday in May (Memorial Day), July 4 (Independence Day), the first Monday in September (Labor Day), the second Monday in October (Columbus Day), November 11 (Veterans Day), the fourth Thursday in November (Thanksgiving), the day after Thanksgiving Day, December 25 (Christmas Day) and one additional day, which shall be designated by the city manager after consultation with city departments heads and shall be announced prior to January 1 or each year.

This ordinance shall become effective upon second reading.

BY ORDER OF THE COUNCIL

Harry J. Parrish II Mayor On Behalf of the City Council of Manassas, Virginia

30

2

June 19, 2017Ord. No. O-2017-19Page Two

ATTEST:

Andrea P. Madden City Clerk

MOTION:SECOND:RE: Ord. No. O-2017-19ACTION:

Votes:Ayes:Nays:Absent from Vote:Absent from Meeting:

31





Agenda Title: Ordinance #O-2017-20: Amendment to City Code Section 114-332 – Truck Route & Truck Restrictions (First Reading)

Recommendation: Approve Ordinance #O-2017-22 on First Reading


If removed from the Consent Agenda:I move that Ordinance #O-2017-20 be approved on first reading.


October 11, 2001


Based upon citizen complaints about increased truck traffic on residential and collector roads, staff reviewed the current City Code related to through-truck restrictions on City roads (Sec. 114-332). Based upon authorization granted by Virginia Code §15.2-2028 and §46.2-1300, the Staff Transportation Committee developed this Code Amendment to establish a defined truck route around the City. Selected minor arterial and collector roads connecting to this truck route will be restricted to through-trucks to encourage use of the dedicated truck route. The dedicated truck route will be signed with compliant “Truck Route” signs, and the restricted streets will be signed with “No Thru Trucks” signs.


Land Use Committee – April 27, 2017 (Recommended Approval 3/0)

Fiscal Impact: Sign costs will be incorporated into the City’s Traffic Control budget.

Staff Contact: Steve Burke, PE, Director of Public [email protected](703) 257-8476

32

ORDINANCE #O-2017-20

First Reading ________Second Reading ________Enacted ________Effective ________

AN ORDINANCE TO AMEND AND REENACT THE CODE OF ORDINANCES, CITY OF MANASSAS, VIRGINIA (2002), AS AMENDED,

BY AMENDING IN CHAPTER 114, TRAFFIC AND VEHICLES, SECTION NUMBER 114-332

RELATING TO TRUCK TRAFFIC PROHIBITED ON CERTAIN STREETS

WHEREAS, the City of Manassas, Virginia, is granted authorization by Virginia Code

§15.2-2028 and §46.2-1300 to regulate truck traffic on City streets to promote the well-being of

our residents; and

WHEREAS, the City of Manassas has received complaints about increased truck traffic on

residential and collector roads that can be mitigated by establishing a defined truck route

around the City complimented by through truck prohibition on selected minor arterial and

collector roads connecting to this defined truck route; and

NOW THEREFORE, BE IT ORDAINED by the Council of the City of Manassas, Virginia,

meeting in ___________ session this ____________ day of ______________, 2017 that the

Code of Ordinances, City of Manassas, Virginia (2002), Chapter 114, Traffic and Vehicles,

Section Number 114-332, relating to truck route and restrictions, is hereby amended and

reenacted as follows:

Chapter 114 – TRAFFIC AND VEHICLES

Sec. 114-332. – Truck Route And Truck Restrictions Truck traffic prohibited on certain streets.

33

A. Trucks over thirty-six (36) feet in length and Semitrailers, as defined in VA Code §46.2-1500, are prohibited from using all City streets or portions of City streets except for the purpose of arriving to or departing from a truck terminal within the City limits, receiving loads within the City limits, or making deliveries within the City limits. This prohibition shall not apply upon City roadways designated by the Federal Highway Administration (FHWA) as part of the National Network as defined in 23 CFR 658 Appendix A.

All trucks over thirty-six (36) feet in length and Semitrailers, as defined in VA Code §46.2-1500, shall proceed along the truck routes listed below until the closet intersection of the street(s) upon which they are conducting business (“City Truck Route”) and then return to the truck route through the most direct path:

1. Nokesville Road2. Godwin Drive from Nokesville Road to Sudley Road3. Wellington Road4. Liberia Avenue from Hastings Drive to Centreville Road5. Sudley Road6. Centreville Road from Sudley Road to City Limits7. Dumfries Road from Wellington Road to City Limits

The established City Truck Route shall be plainly marked with posted signs reading “Truck Route” or otherwise as established by the Manual on Uniform Traffic Control Devices.

B. Through truck traffic is hereby forbidden on the following streets except for the purpose of receiving loads or making deliveries on such street within the city and shall be plainly marked with posted signs reading “NO THRU TRUCKS” or otherwise established by the Manual on Uniform Traffic Control Devices:

1. Hastings Drive 2. Cloverhill Road from Hastings Drive to Wellington Road3. Center Street4. Grant Avenue from Sudley Road to Wellington Road5. Stonewall Road from Center Street to Liberia Avenue6. Centreville Road from Sudley Road to Church Street7. Liberia Avenue from Centreville Road to Stonewall Road

(a) The council hereby retains its authority to designate through routes to be used by trucks passing through the city.

(b) The operator of every truck passing through the city at any point shall only proceed through the city on the through truck route or routes depicted in blue on a map on file in the city offices, using designated portions of Sudley Road to Godwin Drive to Nokesville Road to the Route 234 Bypass to Liberia Avenue to Centerville Road back again to Sudley Road and upon no

34

other street of the city. It shall be unlawful for any such operator to deviate from those streets designated and marked as through truck routes; provided, however, that deviations therefrom may be made and return thereto by the most direct routes reasonably possible for the purpose of making or receiving truck deliveries.

(c) The word "truck," as used in this section, shall mean every motor vehicle designed to transport property on its own structure independent of any other vehicle and having a registered gross weight in excess of 10,000 pounds (3,937 kilograms).

(d) Through truck traffic is hereby forbidden on the following streets except for the purpose of receiving loads or making deliveries on such streets within the city:

(1) Center Street from Nokesville Road to Zebedee Street. (2) Church Street from Nokesville Road to Centerville Road. (3) Wellington Road from Nokesville Road to Godwin Drive. (4) Fairview Avenue from Richmond Avenue to Liberia Avenue. (5) Richmond Avenue from Dumfries Road to Fairview Avenue. (6) Hastings Drive from Godwin Drive to Liberia Avenue. (7) Grant Avenue from Sudley Road to Center Street. (8) Liberia Avenue from the northern corporate limits to Centerville Road. (9) Zebedee Street from Center Street to Centerville Road. (10) Centerville Road from Church Street to Sudley Road. (11) Godwin Drive from Nokesville Road to Hastings Drive. (12) Cloverhill Road from Hastings Drive to the southern corporate limits. (13) Quarry Road from Prescott Avenue to Euclid Avenue. (14) Prince William Street from Grant Avenue to Wellington Road.

(e)C. The provisions of subsections (b) A and (d) B of this section shall not apply to government, emergency or firefighting vehicles or to such other vehicles which carry a written permit issued by the Chief of Police of the city. The Chief of Police shall issue such permits only where it is clearly demonstrated to him or his authorized agent that such permit will alleviate a hardship or will promote the better flow of traffic through the city.

(f)D. The City Manager is hereby authorized and directed to provide and maintain signs which will apprise an ordinarily observant person of the prohibitions and requirements of subsections (b) A and (d) B of this section and which will conform substantially in size, design and color to those erected for the same purpose by the commonwealth department of transportation.

(g)E. Any person who violates any provision of this section shall, upon conviction, be guilty of a traffic infraction punishable by a fine of not more than $200.00.

(Code 1978, § 17-252; Ord. No. O-2002-06, § 1, 10-11-2001) 35

State Law reference— Code of Virginia, §15.2-2028 and §46.2-1300.

2. This ordinance shall take effect upon ______________.

BY ORDER OF THE COUNCIL

_________________________Harry J. Parrish, II, MayorOn Behalf of the City Council ofManassas, Virginia

ATTEST:

__________________________City Clerk

MOTION:Date: __________

SECOND: Regular MeetingOrd. No. ________

RE:

ACTION:

Votes:Ayes:Nays:Absent from Vote:Absent from Meeting:

36

Truck Traffic

Sec. 114-332. – Truck Route & Truck Restrictions

A. Trucks over thirty-six (36) feet in length and Semitrailers, as defined in VA Code §46.2-1500, are prohibited from using all City streets or portions of City streets except for the purpose of arriving to or departing from a truck terminal within the City limits, receiving loads within the City limits, or making deliveries within the City limits. This prohibition shall not apply upon City roadways designated by the Federal Highway Administration (FHWA) as part of the National Network as defined in 23 CFR 658 Appendix A.

All trucks over thirty-six (36) feet in length and Semitrailers, as defined in VA Code §46.2-1500, shall proceed along the truck routes listed below until the closet intersection of the street(s) upon which they are conducting business (“City Truck Route”) and then return to the truck route through the most direct path:

1. Nokesville Road 2. Godwin Drive from Nokesville Road to Sudley Road 3. Wellington Road 4. Liberia Avenue from Hastings Drive to Centreville Road 5. Sudley Road 6. Centreville Road from Sudley Road to City Limits 7. Dumfries Road from Wellington Road to City Limits

The established City Truck Route shall be plainly marked with posted signs reading “Truck Route” or otherwise as established by the Manual on Uniform Traffic Control Devices.

B. Through truck traffic is hereby forbidden on the following streets except for the purpose of receiving loads or making deliveries on such street within the city and shall be plainly marked with posted signs reading “NO THRU TRUCKS” or otherwise established by the Manual on Uniform Traffic Control Devices: 1. Hastings Drive 2. Cloverhill Road from Hastings Drive to Wellington Road 3. Center Street 4. Grant Avenue from Sudley Road to Wellington Road 5. Stonewall Road from Center Street to Liberia Avenue 6. Centreville Road from Sudley Road to Church Street 7. Liberia Avenue from Centreville Road to Stonewall Road

37

C. The provisions of subsections A and B of this section shall not apply to government, emergency or firefighting vehicles or to such other vehicles which carry a written permit issued by the Chief of Police of the city. The Chief of Police shall issue such permits only where it is clearly demonstrated to him or his authorized agent that such permit will alleviate a hardship or will promote the better flow of traffic through the city.

D. The City Manager is hereby authorized and directed to provide and maintain signs which will apprise an ordinarily observant person of the prohibitions and requirements of subsections A and B of this section and which will conform substantially in size, design and color to those erected for the same purpose by the commonwealth department of transportation.

E. Any person who violates any provision of this section shall, upon conviction, be guilty of a traffic infraction punishable by a fine of not more than $200.00.

(Code 1978, § 17-252; Ord. No. O-2002-06, § 1, 10-11-2001)

38

Libe

ria

Ave

Wellington Rd

Sudley Rd

Grant Ave

Hastings Dr

Godwin Dr

Dumfries Rd

Fairview Ave

Euclid

Ave

Center St

Hastings Dr

Godwin

Dr

Center St

Nokesville RdCen

trevil

le Rd

Church St

Cloverhill

Rd

Port

ner A

ve

Godwin Dr

Ashton Ave

Richmond Ave

Ston

ewall

Rd

Quarry Rd

Eucli

d Ave

Cockrell Rd

Orchard Ln

Lucasville Rd

Weir St

Mat

his A

ve

West St

Weems Rd

Ston

ewal

l Rd

Fort Dr

Peabody St

Park

Ave

Dean Dr

Battle St

Wakem

an Dr

Waterford Dr

Prince William St

Jackson Ave

Rolli

ng R

d

Kir

by S

t

Foster

Dr

Gateway Blvd

Confederate Trl

Signal Hill Rd

Barnett St

Longstreet Dr

South Grant Ave

Park St

Shannon Ln

Quarry Rd

Plantation Ln

Oak

ensh

aw D

r

Digges

Rd

Mosby St

Karlo St

Swee

tbria

r St

Hood Rd

Hendley R

d

Landg

reen

St

Artillery Rd

Port

ner A

veByrd Dr

Brent St

Cather Ave

Nagle St

Main St

Poe Dr

Greenleaf Dr

Abbott Rd

Baybe

rry A

ve

King C

arter St

Robnel Ave

Weir Pl

Gai

ther

St

Thornwood Ln

Breeden Ave

Colonel C

t

Oakview Dr

Dean Park Ln

Tudor Ln

Meadowview Dr

Yode

r St

Amaryllis Ave

Bond

Ct

Janja Ct

Douglas St

Bens Way

Buck

ner R

dSorrell Dr

Mar

ket S

t

Buttress Ln

Oliver

Ct

River C

rest

Rd

Placid St

Sandy Ct

Garden St

Acer Ln

Hazel Dr

Irving StM

allow

St

Tapok Dr

Earl

y St

Aviation Ln

School St

Ston

ewall

Rd

CITY OF MANSSASTRUCK ROUTE/RESTRICTIONS

Legend

Truck Route

Truck Restriction

Undesignated

City Limits

/

39





Agenda Title: Consideration of Resolution 2017-10-R

(A)Amending the FY 2017 Budget by Budgeting and Appropriating $90,158 of Insurance Reimbursement for Traffic Signal Repair

(B)Amending the FY 2017 Budget by Budgeting and Appropriating $12,000 of State Grant Revenue and $3,000 of Airport Capital Projects Fund Balance for Change Order #1 of the Runway 34R Medium Intensity Approach Lighting System (MALS-F) Project

Recommendation: Approve Resolution 2017-10-R


If removed from the Consent Agenda:I move that Resolution 2017-07-R be approved.

Date Last Consideredby City Council: N/ASummary and/orComments: Items included in this Resolution were reviewed by Finance Committee.

Board – Committee – or Commission Reviewed: Finance Committee – May 10, 2017 (Recommended Approval 3/0)

Fiscal Impact: (A) $90,158- Insurance Reimbursement

(B)$921,145 - Existing Budget

40

$ 15,000 – Increased Costs$936,145 – Total Project Cost – Lighting System Runway 34R (A-028)

Staff Contact: (A) Steve Burke, Director of Public Works [email protected](703) 257-8476 (B) Juan Rivera, Airport [email protected](703) 257-8261

41

RESOLUTION 2017-10-R

Adopted:

BE IT RESOLVED by the Council of the City of Manassas meeting in regular session this 22nd

day of May, 2017, that the following funds be budgeted and appropriated as shown.

ACCOUNT NO. AMOUNTGENERAL FUNDRevenue:10098825-318435 Insurance Reimbursement – Public Works $ 90,158

Expenditure:10042507-462000 PW – Jobs for Others – Supplies $ 39,60810042507-471000 PW – Jobs for Others – Capital (Message Sign) $ 50,550

$ 90,158

For: Insurance Reimbursements for Traffic Control Work

ACCOUNT NO. AMOUNTAIRPORT CAPITAL PROJECTS FUNDRevenue:57597900-322070 C3778 State Grant $ 12,00057599100-346100 C3778 Fund Balance – Airport Capital Projects Fund $ 3,000

$ 15,000

Expenditure:57505800-439000 C3778 Approach Lighting Runway 34R – Purch. Svcs. $ 15,000

For: Change Order for Approach Lighting System Runway 34R

42

Resolution 2017-10-RMay 22, 2017Page 2

5/15/2017

This resolution shall take effect upon its passage.

Harry J. Parrish II MAYOR On Behalf of the City Council

of Manassas, VirginiaATTEST:

__________________________________Andrea P. Madden City Clerk

43

City of Manassas Finance Committee



Time Estimate: 2 Minutes

Agenda Title: Consideration of Resolution 2017-10-R Amending the FY 2017 Budget by Budgeting and Appropriating $90,158 of Insurance Reimbursement for Traffic Signal Repair


Motion: N/A

Date Last Consideredby City Council: N/ASummary and/orComments: A traffic collision damaged the traffic signal equipment at Liberia Avenue

and Davis Ford Crossing on May 28, 2016, and a traffic collision damaged the LED Message Sign on Dumfries Road at Hastings Drive on October 3, 2016. Insurance reimbursements for damage repair have been received for $39,607.36 and $50,550.00 respectively. Funds will be used to replenish the inventory/stock for repairs related to Liberia Avenue and to replace the message sign on Dumfries Road.

This resolution will budget and appropriate $90,158 of Insurance Reimbursements Revenue in the General Fund.

Board – Committee – or Commission Reviewed: N/A

Fiscal Impact: $90,158- Insurance Reimbursement

Staff Contact: Steve Burke, Director of Public Works [email protected](703) 257-8476

44

City of Manassas Finance Committee




Agenda Title: Consideration of Resolution 2017-10-R Amending the FY 2017 Budget by Budgeting and Appropriating $12,000 of State Grant Revenue and $3,000 of Airport Capital Projects Fund Balance for Change Order #1 of the Runway 34R Medium Intensity Approach Lighting System (MALS-F) Project


Motion: N/A

Date Last Consideredby City Council: N/ASummary and/orComments: This Change Order is for the work associated with Austin Electrical

Construction, Inc. and the threshold bar design revision, the blast pad restoration for the EMT light bar, and concrete work required around an existing handhold for the Runway 34R MALS. The Change Order results in a construction cost increase of $15,000 or 2.4% of the total construction cost, to be budgeted and appropriated from the Airport Fund and State funding. The State Grant will cover 80% of the increased cost.

This resolution will budget and appropriate $12,000 of State Grant Revenue and $3,000 of Fund Balance in the Airport Capital Projects Fund.

Board – Committee – or Commission Reviewed: N/A

Fiscal Impact: $921,145 - Existing Budget$ 15,000 – Increased Costs$936,145 – Total Project Cost – Lighting System Runway 34R (A-028)

Staff Contact: Juan Rivera, Airport [email protected](703) 257-8261

45




Time Estimate: 5 minutes

Agenda Title: Resolution #R-2017-46, Community Facilities and Parks, Recreation, and Cultural Facilities

Recommendation: Approve Resolution #R-2017-46

Motion: I move that Resolution #R-2017-46 be approved.


May 8, 2017 (Public Hearing)


Approval of a Comprehensive Plan Amendment (CPA) to Chapters 7 and 9 to incorporate level of service standards and the findings and recommendations of the 2016 Parks, Recreation, and Culture Needs Assessment and Facilities Plan.


Planning Commission – March 1, 2017 (Recommended Approval 7/0)

Fiscal Impact: N/A

Staff Contact: Matthew D. Arcieri, AICP, Planning & Zoning [email protected](703) 257-8232

63

MOTION: _________________ May 22, 2017

Regular MeetingSECOND: _________________ Res. No. R-2017-46

RE: CPA #2017-02: Ch. 7, Community Facilities, and CPA #2017-03: Ch. 9, Parks, Recreation, and Cultural Resources

WHERAS, the City of Manassas Comprehensive Plan, Strategy 7.10.1, recommended a thoroughly researched plan for the long term improvement of City open space, parks, and recreation facilities to be adopted as an amendment to the Comprehensive Plan (CPA) #2017-03; and

WHEREAS, in 2016, Manassas completed a system-wide needs assessment for parks, recreation, and cultural facilities. Through extensive public outreach, facilityassessments, and level of service analysis, this assessment identified key strengths, deficiencies, and opportunities for improving the current system; and

WHEREAS, the 2016 Virginia General Assembly amended the Code of Virginia to add § 15.2-2303.4 relating to certain conditional rezoning proffers; and

WHEREAS, in response the new law, on July 25, 2016, the Manassas City Council initiated Comprehensive Plan Amendment #2017-02 to update the Comprehensive Plan level-of-service standards in the Comprehensive Plan for public parks, public safety, and public schools; and

WHEREAS, the Community Development staff has reviewed the proposed Comprehensive Plan Amendment and RECOMMENDS APPROVAL; and

WHEREAS, the City of Manassas Planning Commission held a public hearing on March 1, 2017, after full compliance with all state code public hearing notice requirements and RECOMMENDS APPROVAL of CPA #2017-02 and CPA #2017-03; and

WHEREAS, the Manassas City Council held a public hearing on May 8, 2017, after full compliance with all state code public hearing notice requirements; and

WHEREAS, the City Council upon careful consideration finds that the proposedcomprehensive plan amendment has been made for the purpose of guiding and accomplishing a coordinated, adjusted and harmonious development of the territory which will, in accordance with present and probable future needs and resources, best promote the health, safety, morals, order, convenience, prosperity and general welfare of the inhabitants, including the elderly and persons with disabilities.

64

May 22, 2017Regular MeetingRes. No. R-2017-46Page Two

NOW, THEREFORE, BE IT RESOLVED that the Manassas City Council does hereby APPROVE CPA #2017-02 and CPA #2017-03 in regular session this 22nd Day of May, 2017 and adopts the attached Comprehensive Plan Amendments.

____________________________________ Harry J. Parrish II Mayor On behalf of the City Council

of Manassas, Virginia

ATTEST:

________________________________Andrea P. Madden City Clerk

Votes:Ayes: Nays:Absent from Vote:Absent from Meeting:

65

Chapter 7: Community Facilities

MANASSAS NEXT – 2032 COMPREHENSIVE PLAN 7-1

CO


7.1 Introduction

Providing accessible, efficient public services and facilities are principle functions of the City's government, which affects the quality of life for each of our citizens. These services educate our children, provide for our safety, provide services necessary for daily living, and administer all of these functions to ensure they meet the City's needs effectively and efficiently. They also form the foundation for the continued economic well-being and future development of the City. Beyond providing a high level of service to meet current demands, the City must also consider future development and plan accordingly so that these facilities and services grow at a pace that consistently meets the City's needs.

This Plan provides a road map for establishing the relationship between the demands for, and the capabilities of, these public services and guides planning for the growth of these demands in balance with the City’s fiscal ability to meet them. To mitigate the service effects of new development in the City, the Virginia Code provides for conditional zoning (“proffers”) voluntarily made by rezoning applicants. While the City is still responsible for funding service operations, such proffers provide a valuable source of capital funding that relates service demands to service costs.

This chapter includes levels of service (LOS) standards for community facilities. These standards are derived based on government requirements, professional or industry standards, and from citizen surveys and expectations. These standards shall be regularly updated as circumstances and new data warrant so they can serve as objective measures the City should meet in delivering its services and as justification for future investments.

This chapter addresses facilities and services provided by the City to its residents and businesses. The following areas are addressed in this section:

Education

Public Safety (Police, Fire and Rescue)

Public Utilities (Water, Sewer, Stormwater, and Electric)

Government Administrative Services

Parks, Recreation, and Cultural Facilities: See Chapter 9

66

CChhaapptteerr 77:: CCoommmmuunniittyy FFaacciilliittiieess


722

Figure 6: Community Facilities

67



CO

7.2 Goals and Objectives

Due to the importance and diverse nature of the City's community facilities, this Plan provides separate Goals with corresponding Objectives and Strategies for Education, Public Safety, Public Utilities, and Government Administrative Services. While each of these sectors has a crucial role in serving Manassas residents, they each carry different demands, service requirements, and capital investment needs. Despite these differences, they must work together to provide facilities and services that are accessible and responsive to the fullest range of community needs in a fiscally responsible manner.

Goal--Education

Realizing that successful schools provide a foundation for the economic development of a city, the success of the schools is also dependent on the support provided by the City. The success of the City of Manassas School System is critical to the health of our City. For Manassas to succeed, our schools must provide modern educational facilities, capable staff, and the full range of academic and technical programs for meeting the needs of all of our residents. During the past decade, the Manassas City Public Schools (MCPS) has faced enormous challenges and has achieved success in meeting them. In order to continue meeting the diverse educational needs of the City and in order to serve as one of the beacons for attracting residential and commercial growth, the City must support MCPS as it strives to do more. The system must continue on this path to meet the highest educational standards in order to be competitive with the best school systems in the region and prepare its students for success in the global environment of the 21st Century.

Manassas City will have one of the highest rated school systems in Northern

Virginia, delivering outstanding academic and technical education programs in

modern, functional, proven facilities where educational best practices, facility

design, and technology combine to promote life-long learning and achievement.

Objectives and Strategies: Education

(Objective 7.1) Provide state-of-the-art facilities and programs designed to meet the educational needs of City residents.

(Strategy 7.1.1) Based on the Manassas City Public Schools, School Facility Plan 2020-2030, prepare a set of recommendations and priorities for capital improvements, building design standards that facilitate learning and safety, and feasible approaches, including resources and enabling policies for funding these improvements.

(Strategy 7.1.2) Ensure planning for all new development and redevelopment provides for education facilities that meet or exceed adopted level of service standards.

(Strategy 7.1.3) Conduct a study exploring the option of a neighborhood library (also known as a mini-library) within the City that is supported by the County

68



722

system, and identify a site and cost. Continue to work with Prince William County to ensure that City residents have access to library facilities.

Education Level of Service Standards

To ensure that current and future residents have access to adequate education facilities, the City of Manassas has adopted Level of Service standards. The LOS standards are based upon existing conditions in the City and the Manassas City Public Schools, School Facility Plan 2020-2030.

The LOS standards serve as the basis for developing the City’s capital improvement program and for analyzing the impacts of new development on educational facilities in the City of Manassas. To ensure that LOS is addressed, all new development shall assess impacts specifically attributable to the development and in excess of existing permanent facilities. Sufficient mitigation shall be provided to offset such impacts.

Schools:

Level of Service for schools shall not exceed 100% utilization on a citywide-basis and 100% utilization per school type (e.g. Elementary, Intermediate, Middle, and High School).

Public Libraries:

Maintain 0.6 gross square feet of library facilities per capita.

Goal--Public Safety

Citizens of Manassas must have confidence in their police, fire and rescue services to keep them and their property safe. Providing such confidence not only requires well-trained and equipped police and fire/rescue personnel, but also requires open communications and engagement with the diverse groups of citizens in our community.

Manassas City provides premier police, fire and rescue services and facilities,

protecting the lives and property of our citizens with well-trained and equipped

personnel closely engaged with the community. The City is prepared to respond

to and protect against natural and man-made disasters and threats.

Objectives and Strategies: Public Safety

(Objective 7.2) Define and establish current and future levels of service (LOS) for public safety providers and develop the plans and procedures as needed to meet them equitably across the City.

(Strategy 7.2.1) Ensure planning for all new development and redevelopment provides for public safety facilities that meet or exceed adopted level of service standards.

69



CO

(Strategy 7.2.2) Identify future needs for services based on growth forecasts and the LOS standards, estimate costs, and prepare short and mid-term capital facility and fleet plans and requirements for meeting these needs. As part of this effort, incorporate needs assessments, feasibility reviews, and cost studies for additional fire and rescue stations, or renovations needed to provide service that meets LOS standards to central, northeastern, and southeastern portions of the City.

(Objective 7.3) Identify cost effective measures that promote efficient and quality public safety services through improved training and facilities.

(Strategy 7.3.1) Assess the feasibility of co-locating all public safety departments into a single Public Safety Complex to meet identified space needs while promoting coordination, consolidation, and improved services. This assessment should pay particular attention to the training facility needs of police to include a firing range, as well as the needs of fire and rescue personnel.

(Strategy 7.3.2) Incorporate the recommendations of this assessment as part of the City's Capital Improvement Program.

(Objective 7.4) Promote the engagement of public safety services throughout our community to encourage cooperation between public safety officials and citizens.

(Strategy 7.4.1) Continue and promote Community Policing efforts, to include bike and foot patrol officers and school resource officers, to engage with community leaders, residents, and our children to ensure security and well-being. Focus such efforts on engaging neighborhoods that have been identified as most needing preservation and rehabilitation.

(Strategy 7.4.2) Promote fire safety and service through increased awareness, safety inspections, and volunteerism.

(Objective 7.5) Enhance the City's disaster preparedness, mitigation, and response.

(Strategy 7.5.1) Maintain and support the City's Emergency Operations Plan and protect critical infrastructure assets to ensure the continuity of citywide operations.

(Strategy 7.5.2) Coordinate the City's emergency plans with adjacent and regional authorities.

Public Safety Level of Service Standards

To ensure that current and future residents have access to adequate public safety facilities, the City of Manassas has adopted Level of Service standards. The LOS standards are based upon existing conditions in the City and upon recognized and accepted national, state, and regional standards and benchmarks.

The LOS standards serve as the basis for developing the City’s capital improvement program and for analyzing the impacts of new development on public safety facilities in the City of Manassas. To ensure that LOS is addressed, all new development shall assess impacts specifically attributable to the development and in excess of existing facilities. Sufficient mitigation shall be provided to offset such impacts.

70



722

Police:

Maintain a ratio of 2.5 sworn officers per 1,000 residents.

Maintain a ratio of 300 square feet per sworn officer.

Fire and Rescue:

Maintain a 4.0 minute fire and rescue first unit travel time for 90% of all incidents.

Goal--Public Utilities

The City's public utilities include electric power, stormwater, water, and sewer, and are enablers for our health and well-being by providing the infrastructure necessary for continued economic growth. Since this infrastructure is largely invisible to our citizens unless there is a disruption, it must continue to be well-maintained in order to serve their needs and protect the City's significant capital investment. Water and sewer facility capacities are projected to serve the City's needs during the plan period. However, an additional power substation is needed to meet increasing load requirements and should be part of the continued, well-planned expansion of the City's public utilities. Such planning is crucial not only to sustain the high cost of investment and ensure continued economic development, but also to make sure the expansion of these facilities is environmentally sensitive.

City of Manassas utilities are well-maintained to provide quality, dependable

service to our citizens and are carefully planned to support economic

development with sufficient system capacity to meet anticipated long-term

growth in an environmentally sensitive manner.

Objectives and Strategies: Public Utilities

(Objective 7.6) All public utilities will meet the service needs of City’s residential, business, and industrial customers and deliver uninterrupted service.

(Strategy 7.6.1) Identify future public utility needs to include the need for an additional power substation based on growth forecasts, cost estimates, and prepare plans for meeting these needs and recommend them as part of the City's Capital Improvement Program. Prioritize these recommendations based on their conformance with the goals of this Comprehensive Plan.

(Strategy 7.6.2) All public utilities will be placed underground wherever possible in order to improve service reliability and the aesthetics of the surrounding areas.

(Objective 7.7) All public utilities will be properly maintained in order to deliver safe, quality service and to protect the City's investment in these facilities.

(Strategy 7.7.1) Safeguard the quality of the City's drinking water by monitoring the water quality in Lake Manassas and its tributaries, and the land use practices surrounding the lake through monitoring and commenting on County Planning and Zoning actions.

71



CO

(Strategy 7.7.2) Replace old, potentially unreliable water mains with properly sized new materials.

(Strategy 7.7.3) Provide appropriate maintenance and upgrades to water storage and treatment facilities.

(Strategy 7.7.4) Continue to invest in, and maintain, storm sewer and other storm water management facilities to improve flood control and prevent erosion.

(Strategy 7.7.5) Prevent sewage backups and overflows through continued routine flushing, initiate an intensive line flushing and cleaning program as necessary, and increase the line size in areas of growth.

(Strategy 7.7.6) Eliminate infiltration and inflow by relining and rehabilitating aging sewer system pipes and manholes.

(Strategy 7.7.7) Replace old, unreliable sewer mains with properly sized new material.

(Strategy 7.7.8) Maintain tree trimming on a three-year cycle and install animal protection equipment on vulnerable components of the overhead electric system as facilities are added.

(Strategy 7.7.9) Provide appropriate maintenance and upgrades to the electric distribution system.

(Objective 7.8) Continue to work in partnership with adjacent jurisdictions and regional public utility authorities (such as the Upper Occoquan Sewage Authority) to coordinate plans, investments and needs.

(Objective 7.9) Continue the City-wide recycling programs and actively pursue opportunities to expand City-wide recycling.

(Strategy 7.9.1) Evaluate curbside recycling service and ‘drop off’ recycling program, including solicited citizens’ comments, and implement cost effective improvements.

(Strategy 7.9.2) Actively encourage residential, commercial, and industrial participation in recycling programs. Consider establishing a competitive or challenge program with other jurisdictions to become a state leader in recycling.

Goal--Government Administrative Services

City administrative services make sure Manassas is a good place to live. The City’s staff is a responsible steward of our citizen's investment in community facilities and insures all local governmental functions operate effectively and efficiently. In order to do so, the City staff must have the proper tools and facilities to administer the City and enforce its ordinances.

City of Manassas staff has the training, tools, and facilities to serve all residents

effectively and in a cost-effective manner. Staff has the space, communications,

and information processing capabilities needed to administer City services and

support the decisions of our elected officials.

72



722

Objectives and Strategies: Government Administrative Services

(Objective 7.10) Train and equip City employees and appointed members to Advisory groups and Committees (appointees) to perform their responsibilities in the most efficient and cost effective manner.

(Strategy 7.10.1) Provide employees and appointees with training opportunities to enhance knowledge to perform more efficiently.

(Strategy 7.10.2) Inventory equipment used in performing maintenance to determine functionality, and repair or replace deficient equipment.

(Objective 7.11) Develop and implement a strategy to continually refresh and modernize government administrative service facilities in a cost effective manner.

(Strategy 7.11.1) Review and update studies and plans for modernizing, consolidating, and expanding as necessary City Hall office spaces, the School System Central Office, and the Public Works and Utilities offices and support facilities.

(Strategy 7.11.2) Ensure all new and renovated City buildings are designed to meet Leadership in Energy and Environmental Design (LEED) certification, if cost effective, and they provide efficient and cost-effective operations throughout their expected life, allowing for maximum utilization, access and optimum service.

73

Chapter 9: Parks, Recreation, and Cultural Resources


CO

Chapter 9: Parks,

Recreation, and Cultural

Resources

9.1 Introduction

The quality of life enjoyed by Manassas residents is inextricably tied to the condition and accessibility of parks and recreation and the vitality of arts and culture. With more than 233 acres of parkland, 7 historic and cultural sites, and numerous partnerships with area recreation and arts providers, Manassas provides a robust system of such resources. Through thoughtful planning and investment, Manassas has an incredible opportunity to capitalize on the many benefits that parks, recreation, and cultural resources can provide.

The availability of parks, recreation, and cultural opportunities is vital to the physical, social, and environmental health of communities. Parks and open space provide active and passive recreation opportunities that support the health and happiness of residents by increasing the frequency of exercise, improving mental health, and strengthening the social and cognitive abilities of children. These amenities also provide opportunities for community involvement that can help create strong communities, stabilize neighborhoods, and reduce crime. Moreover, parkland conserves environmentally sensitive land and habitat and provides numerous ecological services, such as pollution abatement, cooling, and stormwater management, all of which help make the City a safer place to live and can also reduce the cost of providing infrastructure.

Benefits of Parks

Parks provide intrinsic

environmental, aesthetic, and

recreation benefits to our cities.

They are also a source of positive

economic benefits. They enhance

property values, increase municipal

revenue, bring in homebuyers and

workers, and attract retirees.

Source: American Planning

Association (2002) “City Parks

Forum Briefing Papers: Economic

Development”

74



CO

Parks, recreation, and cultural resources are also critical to the economic vitality of communities. Not only do they bring positive impacts on home values and associated municipal tax revenues, the attraction and retention of businesses and qualified workers is increasingly linked to placemaking and quality of life. As demonstrated by VEDP’s Economic Development Triangle, these factors form the

foundation for local economic development, without which other

business recruitment and development efforts are likely to fall short. Furthermore, cultural and historic resources are key to the City’s unique regional and national identity and important for generating tourism in the historic downtown and beyond.

Recognizing these benefits, the City has recommitted to parks, recreation, and culture, and has recently undertaken several planning efforts to guide both maintenance and capital investments in this area. Most notably, a system-wide Parks, Recreation, and Cultural Facilities Needs Assessment was completed in 2016. This assessment, through extensive public outreach and facility and level of service analysis, identified key strengths, deficiencies, and opportunities for improvement. Specifically, the needs assessment and citizen surveys highlighted the need to: 1) Increase quality of services to citizens by improving and expanding our inventory of available resources, 2) Protect our investment in existing facilities through enhanced maintenance, and 3) Plan for the impacts on parks, recreation, and cultural resources that result from development and redevelopment. These findings serve as the basis for the goals, objectives, and level of service standards presented in this chapter.

9.2 Goals and Objectives

Manassas offers many parks, recreation, and cultural resources that support the quality of life of residents. The following goals, objectives, and strategies offer a road map for ensuring existing resources are preserved and maintained while adding new amenities in accordance with projected needs and available resources.

Source: Virginia Economic Development Partnership

VEDP’s Economic Development Triangle

75



CO

Goal

The City of Manassas offers family-oriented recreational and cultural

opportunities for residents of all ages and abilities and provides

access to safe, well-maintained parks, open space, trail facilities, and

cultural and historical resources.

Objectives and Strategies

(Objective 9.1) Preserve, improve, and expand parks, recreation, and cultural opportunities that reinforce the economic and quality of life goals of the City.

(Strategy 9.1.1) Initiate strategic investments in facilities and amenities that extend the service life of existing assets and/or correct level of service deficiencies, while ensuring no net loss or decline in current levels of service.

(Strategy 9.1.2) Develop and implement master plans for City park sites, prioritizing implementation of the Dean Park and Stonewall Park Master Plans.

(Strategy 9.1.3) Address deficiencies at the E.G. Smith ballfield complex by providing new or renovated facilities.

(Strategy 9.1.4) Expand the City’s greenway and trail network to encourage pedestrian and bicycle access to parks, cultural resources, and regional trails. Develop five miles of new trails in the next five years in accordance with the Bike and Pedestrian Master Plan. Review, and update as necessary, the Bike and Pedestrian Trails Master Plan.

(Strategy 9.1.5) Enhance the City’s historically significant sites and structures for the cultural, educational, and economic benefits they provide to residents and visitors.

(Strategy 9.1.6) Promote partnerships with local agencies and volunteer citizen organizations to provide new and unique cultural events and venues that promote the City, draw tourists and visitors, and promote a sense of community among our residents.

(Strategy 9.1.7) Prioritize reinvestment in library facilities based on the results of the City’s joint service agreement and needs assessment.

(Strategy 9.1.8) Formalize agreements with the City School Board ensuring public access to facilities for compatible recreation activities, maximizing their use and cost efficiency and supporting level of service goals.

76



CO

(Strategy 9.1.9) Evaluate underutilized City-owned properties, flood plains, and easements for recreation potential that can be developed in accordance with citizen needs and level of service standards.

(Strategy 9.1.10) Evaluate and incorporate trails and passive recreation into all stormwater management upgrades and stream restoration projects, encouraging the use of innovative and aesthetic solutions such as vegetated bioswales and constructed wetlands in City parks.

(Strategy 9.1.11) Develop the means to acquire additional property such as vacant schools, churches, historic resources, land, and/or buildings that meet recreational and cultural objectives, or preserve the City’s historic identity.

(Strategy 9.1.12) Integrate accessibility and safety into park and facility design to ensure that parks are safe and inclusive for all users and that playgrounds are ADA accessible and multigenerational.

(Strategy 9.1.13) Provide for unstructured play in natural areas through planning and accommodation of unregulated green spaces and natural playscapes within City parks and historic sites.

(Strategy 9.1.14) Emphasize placemaking through the artistic design of public spaces and right of ways by incorporating public art, landscaping, and street furnishings.

(Strategy 9.1.15) Incorporate consistent signage and wayfinding throughout City parks and historic sites to help connect residents and visitors to available amenities.

(Strategy 9.1.16) Support research into and preservation of the City’s archaeological resources.

(Strategy 9.1.17) Reevaluate the parks, recreation, and cultural needs assessment on a ten-year basis.

(Objective 9.2) Protect the City’s investment in existing facilities by ensuring City parks, recreation, and cultural facilities are routinely and continuously maintained.

(Strategy 9.2.1) Develop and implement an inspection and maintenance plan to ensure that parks and facilities are inspected on a routine schedule and maintained according to industry standards.

(Strategy 9.2.2) Improve safety in existing park, recreation, and cultural facilities by correcting deficiencies identified in the 2016 Needs Assessment and prioritizing safety issues identified during routine inspections.

77



CO

(Strategy 9.2.3) Promote the citizen “ownership” of parks by engaging public-private partnerships and community volunteers in maintenance and litter cleanup activities and programs, such as “Adopt-A-Park”.

(Objective 9.3) Ensure that parks, recreation, and cultural resources are appropriately addressed during development, redevelopment, and preservation.

(Strategy 9.3.1) Ensure that public and private development does not reduce the areas already designated for parks, recreation, trails, and cultural resources within the City.

(Strategy 9.3.2) Ensure that planning for all new development and redevelopment provides for trails, open space, parks, and recreational land that meet or exceed adopted level of service standards.

(Strategy 9.3.3) Ensure that adequate public park space and recreation facilities are available within a 15-minute walking radius of all residential development.

(Strategy 9.3.4) Provide strong incentives that encourage developers to include dedicated lands and connected greenways in all new development projects.

(Strategy 9.3.5) Ensure that every new school provides recreation facilities that are available to the public outside of normal school hours.

(Strategy 9.3.6) Ensure that new development integrates public art and civic spaces that enhance the visual environment and commemorate the City’s rich history.

(Strategy 9.3.7) Ensure that new development within historic districts is sensitive to the character and context of these areas.

(Strategy 9.3.8) Continue to work with, support, and provide incentives for private sector investment in the preservation and restoration of landmark and historic structures.

(Strategy 9.3.9) Continue educating property owners about the legal requirements for renovating or demolishing historic structures, and discourage demolition of historic structures.

(Strategy 9.3.10) Review historic preservation policies at least every five years to ensure that goals for preservation and compatible new construction are being addressed.

78



CO

9.3 Level of Service Standards

To ensure that current and future residents have access to adequate parks and recreation services, the City has adopted the Level of Service (LOS) standards provided in Table 9-1. These standards are based upon existing conditions in the City and upon recognized and accepted national, state, and regional standards and benchmarks. They also reflect resident demand for these facilities as identified in the 2016 Parks, Recreation, and Cultural Facilities Needs Assessment. The standards will be regularly updated through the 5-year Comprehensive Plan update process to reflect changes in population and the availability of facilities.

The LOS standards serve as the basis for developing the City’s Capital Improvement Program and for analyzing the impacts of new development on parks and recreation in the City. To ensure that LOS is addressed, all new development shall assess impacts specifically attributable to the development and in excess of existing parks, recreational, and cultural facilities. Sufficient mitigation shall be provided to offset such impacts.

Table 9-1: Level of Service Standards

FUNCTION/ ACTIVITY

LOS STANDARD

EXISTING FACILITIES IN MANASSAS

EXISTING DEFICIT BASED ON LOS (2015)

PROJECTED DEFICIT BASED ON LOS (2025)

Park Acreage 8 ac. / 1,000 5.5 ac. / 1,000 104 ac. 186 ac.

Basketball 1 / 5,000 8 0 2

Diamond Field:

Adult 1 / 20,000 2 0 1

Diamond Field:

General/Softball/

T-Ball

1 / 3,000 13 1 4

Dog Park 1 / 30,000 0 1 2

Playgrounds 1 / 3,000 12 2 5

Rectangle: Football 1 / 15,000 1 2 2

Rectangle:

Multipurpose 1/ 4,000 1 9 12

Swimming

(Indoor/Outdoor)* 1 / 20,000 2* 0 1

Skate Parks 1/ 25,000 1 1 1

Tennis 1 / 3,000 13 1 4

Trails 1 mi / 4,000 5.4 mi 5 mi 8 mi

Volleyball

(Indoor/Outdoor) 1 / 20,000 0 2 3

* Includes George Mason Freedom Aquatic and Fitness Center

79

CChhaapptteerr 11:: IInnttrroodduuccttiioonn


COMPREHENSIVE PLAN SIVE PLAN 3

3

forms and future land uses within the City, and introduces a new “Character Areas” concept as an approach to land use planning.

Chapter 4: Housing and Neighborhoods describes the importance of neighborhoods as the building blocks for the Manassas community, along with strategies for conserving the character and integrity of existing neighborhoods.

Chapter 5: Economic Development focuses on the need for job creation and business development in the City and identifies goals and strategies for achieving these objectives.

Chapter 6: Mobility describes transportation planning in Manassas and future goals and strategies for coordinating transportation improvements, including non-motorized transportation and transit.

Chapter 7: Community Facilities details the community goals, strategies, and level of service standards for providing public services to the City’s residents into the future.

Chapter 8: Environment addresses the need to protect important natural resources in the community and provides strategies to achieve these goals.

Chapter 9: Parks, Recreation, and Cultural Resources provides strategies and level of service standards to meet the parks, recreation, and cultural needs of Manassas citizens.

Chapter 10: Administration and Implementation provides information on how the Plan is to be implemented, priorities for action, and timetable for monitoring implementation activity.

Appendix A: Sector Plans highlights detailed, specific area plans for Downtown and the Mathis Corridor.

Appendix B: Bike and Pedestrian Plan provides standards and guidelines for promoting increased use and safety of bicycling and walking.

Appendix C: Glossary of Terms defines terminology that is used throughout the Plan.

Appendix D: Historical Data, Current Data and Trends provides information and statistics that are important in drafting goals and objectives, and in the implementation of action strategies included in the Plan.

What are the key elements of the Plan?

The key elements of the Plan are the goals, objectives, and strategies that provide the framework for future decision-making and action in Manassas.

Goals

Goals are statements about what the City aims to achieve over the next 20 years. Goals give decision-makers and citizens a clear idea about the City’s intended direction.

Objectives

Objectives provide more specific guidance for elected and appointed officials, community leaders, staff, and

The Plan’s Elements:

Goals are statements about the City’s desired future direction.

Objectives provide specific guidance for decision-makers.

Strategies identify actions to achieve the objectives. 80

CChhaapptteerr 22:: CCoommmmuunniittyy OOvveerrvviieeww,, VViissiioonn aanndd PPllaann FFrraammeewwoorrkk



Land fragmentation – Current land ownership patterns are dominated by small parcels in individual ownership, hampering redevelopment.

Incentives for commercial redevelopment should be created.

Mobility Key Issues

Although the City has experienced continued growth, especially over the last few decades, it is now reaching a buildout condition, which presents both challenges and opportunities in planning for transportation improvements. Clearly, there are immediate, short-term needs that require attention. Equally important is defining a vision for transportation in Manassas and creating policies and mechanisms for getting there. In order to be sustainable in the long term, policies and mechanisms will need to be implemented to build an integrated transportation system that improves system efficiency and safety, diminishes reliance on single occupant vehicles, and create opportunities for alternative modes of transportation.

Community Facilities Key Issues

Quality, timing and accessibility are key components to planning for adequate community facilities, recreation, utilities and services for the City. With the growth of Manassas over the past several decades, a significant amount of infrastructure has been put into place. While substantial investment has been made, there is still a need to maintain and upgrade facilities, particularly our schools, to account for future growth. In order to plan for future improvements, the development of level of service (LOS) standards will be an essential task.

Environment Key Issues

Environmental issues of key concern in Manassas include impacts and initiatives related to water quality, air quality, and noise. The City sits in the center of a major drainage divide, and accordingly, is bisected by ten drainage areas. Since all of these watersheds drain into the Occoquan River which is the major water supply source for Northern Virginia, surface drainage and stormwater management are important issues. Air quality is monitored on a regional level, and the City is a member of the Metropolitan Washington Council of Governments.

Tree and open space preservation are key issues. As the City’s remaining vacant parcels are targeted for development, many of the remaining woodlands and open spaces may be lost. In 2001, a tree preservation ordinance was passed by the City Council which allows the City to regulate the preservation and removal of heritage, specimen, memorial, and street trees.

81

CChhaapptteerr 22:: CCoommmmuunniittyy OOvveerrvviieeww,, VViissiioonn aanndd PPllaann FFrraammeewwoorrkk



12

Parks, Recreation, and Cultural Resources Key Issues

Manassas has a rich array of cultural and historicparks, recreation, and cultural resources that enrich and improve the quality of life for residents and play an important role in the economic development of Manassas. Key challenges include maintenance of existing facilities, increasing quality of service through expanded and improved facilities, and planning for impacts on these resources The challenges are to preserve heritage and history as a result of development and redevelopment. occur, and to actively promote expanding cultural opportunities to a growing population. These opportunities are factors By ensuring adequate levels of service are maintained as the City’s population grows, parks, recreation, and cultural resources will continue to that contribute to keeping Manassas a great place to raise a family and establish reaffirm the City's identity.. Cultural resources not only enrich and improve the quality of life for existing residents, they also play an important role in the economic development of Manassas.

2.4 Community Design

Attention should be given to the design of sites and buildings as land use patterns continue to evolve. The benefits of community design are not only revealed through increased economic benefits for the community, but in the vibrancy of its downtown, and likewise, in its people and their relationship to one another. There are several basic reasons for promoting high-quality community design. They are as follows:

Citizens ultimately reinvest in a community that evokes a sense of place and contributes to their own personal sense of identity.

An attractive, well-designed community enhances the City’s image and allows for better competition with other Northern Virginia markets in attracting and retaining residents and businesses.

Quality design allows the City to continue to be a destination for visitors throughout the country and a place that residents are proud to call home.

Quality design enables the City to maximize the efficient use of land and to create outdoor open spaces that promote social interaction.

By preserving and enhancing the City’s natural resources and historic architectural legacy, the unique character of the City is maintained and is continued through new and future development.

Elements of a Healthy Community

A clean, safe physical environment of high quality

An ecosystem that is stable and sustainable

A strong, mutually supportive, and non-exploitative community

A high degree of participation and control by the public over the decisions affecting their lives, health, and well-being

Meeting the basic needs (food, water, shelter, work, income, safety) for the community’s entire population.

Access to a wide variety of experiences and resources, with the chance for a wide variety of contact

A diverse, vital and innovative local economy

The encouragement of connectedness with the past

An optimum level of public health and sick care services

High health levels and low levels of disease

Source: Hancock, T. and Duhl, L. (1986), “Healthy Cities: Promoting Health in the Urban Context”

82

CChhaapptteerr 1100:: AAddmmiinniissttrraattiioonn aanndd IImmpplleemmeennttaattiioonn



1


10.1 Introduction

The Manassas City Planning Commission and the Manassas City Council will use this Comprehensive Plan as a guide for decisions they make concerning the physical development of the City. The Comprehensive Plan will also be used to guide the establishment of priorities for new and expanded community facilities and other public improvements. The Land Use Plan and Character Areas designations will serve as the principal policy points for evaluating development proposals, and proposed changes in City regulations regarding growth, development, and redevelopment.

Given the vision for the future of Manassas that is drawn in this Plan, and the description and analysis of current conditions and strategic objectives, the path to that future begins to come into focus. This chapter offers a specific Action Plan with priorities. The Action Plan compiles the initiatives for each key area and key issue described previously, provides a timeline for completing the initiative, and identifies a party responsible for undertaking the initiative. This Plan closes with recommendations for monitoring the progress and updating the Plan.

10.2 Implementation Strategies

Commonwealth of Virginia enabling legislation authorizing the development of a Comprehensive Plan authorizes a City Council to use all legal tools in the implementation of a Plan. The techniques most commonly used include the Capital Improvements Program, procedures under Section 15.2-2232 (formally the 456 Review), as well as zoning and subdivision regulations and cooperative activities. Each technique is described below.

83


10-2 MANASSAS NEXT – 2032 COMPREHENSIVE PLAN

Capital Improvements Program

The Capital Improvements Program (CIP) for the City of Manassas is a listing of all anticipated public improvements over the coming five-year period. The CIP is prepared annually by the City Manager, is reviewed and recommended by the City Planning Commission, and is approved by the City Council. The recommendations of the Comprehensive Plan should be reviewed annually for their incorporation into the CIP.

Zoning and Subdivision Regulations The Comprehensive Plan reflects the desired future land use objectives of the City, as adopted by the City Planning Commission and the City Council. The principle means of obtaining this desired pattern is through the zoning ordinance and subdivision regulations. The Planning Commission and the City Council closely evaluate individual applications for rezonings and special use permits to determine whether they are consistent with the goals and objectives of the Comprehensive Plan. The adjustment of the Zoning Ordinance, the use of conditional zoning and proffers, and the use of various types of incentives are encouraged as implementation tools.

Regulations that govern subdivision of land, by law, are largely ministerial in nature. The governing bodies, commissions, committees, and interested parties should continually review and recommend modification of such regulations in order to assure greater consistency with the Comprehensive Plan. In addition, governing bodies should periodically review regulations regarding stormwater runoff, stabilization of land through retention of vegetation, the Design and Construction Standards Manual, and the protection of historic areas for modification to ensure that they clearly reflect the objectives of this Plan.

Cooperative Activities

In addition to the authority vested in the City Planning Commission and in the City Council, the goals of the Plan can be achieved through cooperative and joint activities with local, regional, Commonwealth, and federal governments or agencies. Maintaining a channel for clear lines of communication between the City of Manassas, Manassas Park, and Prince William County is of primary importance.

While transportation continues to dominate the list of local mutual interests of these three localities, land use and community facility are of increasing concern due to local demographic changes and build out in the City. All three governments should maintain and improve the established framework for dialogue on matters of mutual interest to successfully resolve local issues.

84




3

The City should continue its leadership role in conjunction with Northern Virginia jurisdictions whose interests overlap local concerns. The City Council should promote intergovernmental dialogue and work toward a regional decision to resolve regional challenges. Regional agencies such as the Potomac and Rappahannock Transportation Commission and Northern Virginia Planning District Commission afford an opportunity to benefit Manassas residents through regional programs where economies of scale are realized. Special districts such as the Health District, the Soil and Water Conservation District and the Occoquan Watershed Monitoring Laboratory provide valuable information in evaluating development proposal within or around the City.

Finally, the City Council should promote dialogue at the Commonwealth level and participate in Commonwealth governance systems. One goal should be to promote individual appointments to regional and Commonwealth commissions, committees, and associations, and increased interaction of local governmental officials with Commonwealth offices.

The Planning Commission and the City Council should continue to encourage the participation of citizens at all levels of planning and implementation of this Comprehensive Plan. The Planning Commission and City Council should continue to work with local interest-based associations such as the Business Council and Historic Manassas, Inc. They should also seek to incorporate the City’s capable, interested, and dedicated residents in discovery groups, working groups, task forces, steering committees, and advisory groups. The citizens should continue to serve on local decision-making and advisory committees.

85



10.3 Matrix with Objectives and Implementation Actions

Implementation actions formulated from plan strategies are provided in the following matrix. They are organized by type of implementation:

Programs, Services, and Community Education

Capital Improvements and Acquisitions

Ordinance Updates

Plans and Studies

Inter-Jurisdictional and Organization Coordination

To assist with the development of annual work plans for City departments, the matrix provides the entity responsible for the action and the timeline for initiating action.

Ongoing actions can be commenced upon adoption of the Plan and should continue for the life of the plan

Short Term actions can be initiated within three years of Plan adoption

Medium Term actions can be initiated within five years of Plan adoption

Long Term actions can be initiated within seven years of Plan adoption

The implementation strategies appearing in the following matrix are not listed in order of priority or potential impact, but rather are identified as an array of actions that can be taken to help Manassas achieve the goals and objectives that are discussed in this Plan. Since fiscal and economic conditions constantly change, the selection of strategies to be pursued is best made on a regular, ongoing basis. An annual report on the Plan implementation should be prepared by the Planning Commission and presented to the City Council and include both a summary of implementation actions undertaken during the past year and recommendations for budget and work plan decisions to be made in the upcoming year. Use of the Plan in this manner helps ensure continuing attention to the issues and strategies developed as part of this Plan, and helps to purposefully target community decisions in the context of broad policy goals.

86




5

Table 1: Implementation Matrix

IMPLEMENTATION STRATEGY ENTITY

RESPONSIBLE TIMELINE FOR

ACTION

Programs, Services, and Community Education

1. (Strategy 4.1.2) Continue to support and reinforce neighborhoods through neighborhood-oriented revitalization and safety services and other programs, focusing on ordinance enforcement, youth-oriented recreation, and community policing programs.

Community Development

Ongoing

2. (Strategy 4.2.1) Build neighborhood leadership capacity, and foster better neighborhood relations through outreach activities and by providing training to neighborhood representatives on conflict resolution, grant writing, planning, organizational leadership, and other topics.


Ongoing

3. (Strategy 4.2.2) Continue annual City-wide neighborhood conferences to anticipate, examine and address neighborhood-related issues.


Ongoing

4. (Strategy 4.2.4) Develop policies and programs encouraging the preservation and enhancement of City neighborhoods.


Short Term

5. (Strategy 4.2.5) Promote community pride and engagement by developing and promoting civic beautification awards.


Short Term

6. (Strategy 4.2.6) Provide a “one-stop-shop,” user-friendly clearinghouse of programs and public assistance available to neighborhoods and households, including those provided by not-for-profit organizations and through Commonwealth and federal programs.


and Social Services

Ongoing

7. (Strategy 4.3.1) Conduct neighborhood-oriented outreach programs to educate the community on the planning and zoning process, environmental sustainability, and building code regulations. Offer technical support to neighborhood planning initiatives.


Ongoing

8. (Strategy 4.3.2) Develop incentives to promote neighborhood planning to include awarding grants for community improvement projects to neighborhoods with approved plans.


Ongoing

87





ACTION

9. (Strategy 4.4.2) Identify neighborhoods and houses that are in most need of preservation and rehabilitation. Partner with owners and neighborhood organizations to promote programs to renovate, or if necessary remove substandard housing and improve physical community facilities (e.g. streets, sidewalks, and parks).


Ongoing

10. (Strategy 4.4.5) Encourage rental property owners to continue to improve property maintenance, eliminate occupancy violations and renovate substandard housing. Register and inspect rental properties within designated rental inspection districts on a routine basis to insure they comply with City standards.


Short Term

11. (Strategy 4.5.1) Develop strategies for maintaining the diversity and health of quality housing consistent with neighborhood character. Develop measurements and procedures to track neighborhood conditions over time.


Short Term

12. (Strategy 5.2.2) Based on the results of the research from 5.2.1, develop incentives and promotional campaigns to attract new residential development--particularly in the special planning districts.

Economic Development

Short Term

13. (Strategy 5.3.1) Assist existing businesses and start-up entrepreneurs in finding and securing their own buildings and sites.


Ongoing

14. (Strategy 5.3.2) Provide existing businesses and start-up entrepreneurs with access to information such as census data, market and technology trends, GIS, and other tools available to the City.


Short Term

15. (Strategy 5.4.5) Implement programs to locate regional market attractions to the City, such as retail, office and entertainment uses. Maintain an inventory of vacant commercial land and available space for marketing purposes.


Short Term

16. (Strategy 5.5.1) Guide and prioritize efforts to market Manassas as a business-friendly community with surrounding jurisdictions and regional economic development organizations to maintain relationships that assist in the recruitment of new businesses.


Ongoing

17. (Strategy 5.5.2) Support the retention, growth, and expansion of existing businesses as the core element of the City's economic development efforts.


Ongoing

88




7



ACTION

18. (Strategy 6.2.1) Provide crosswalks and other intersection improvements to remove barriers between neighborhoods and provide greater pedestrian access and safety.

Public Works and Engineering

Medium Term

19. (Strategy 6.2.2) Diminish the impacts of through-traffic on existing residential neighborhoods.


Short Term

20. (Strategy 6.2.4) Plan and implement where feasible “complete streets” designs in constructing and maintaining roadways so that the safety and convenience of all uses of the City’s transportation system including pedestrians, bicyclists, public transit riders, and motor vehicle drivers – are accommodated and balanced so that even the most vulnerable can travel safely within the public right-of-way. Promote the installation (infill and redevelopment) of sidewalks

at least 5’ wide, or wider, where appropriate.

Community Development, Public Works

and Engineering

Medium Term

21. (Strategy 6.2.3) Develop pedestrian-oriented connections and transitions between Old Town, the Courthouse area, and the Mathis Avenue sector. Study and promote feasible transportation programs (e.g. improved local transit, bike share programs) connecting special sectors and tourist attractions in the City.


and Engineering

Medium Term

22. (Strategy 6.2.5) Improve the aesthetic quality of the pedestrian environment in each of the special sectors, providing trees, street furniture, and designs that improve pedestrian safety.


and Engineering

Medium Term

23. (Strategy 6.2.8) Increase energy efficiency and reduce hydrocarbon emissions by encouraging and accommodating non-motorized travel, public transit, carpooling, telecommuting, and alternative-fuel vehicles.


and Public Works

Medium Term

24. (Strategy 6.2.9) Minimize the creation of impervious surface area for streets and other transportation facilities, and manage the collection and release of runoff in an effective and environmentally sensitive manner.


Medium Term

25. (Strategy 6.2.10) Respect and accommodate historic and cultural resources throughout the transportation planning and construction process.


and Engineering

Ongoing

89





ACTION

26. (Strategy 6.3.6) Investigate the possible use of impact fees to help fund transportation improvements.


and Engineering

Short Term

27. (Strategy 6.3.7) Incorporate approved neighborhood planning initiatives into City-wide transportation plans.


Short Term

28. (Strategy 6.4.1) Use data on transportation accident rates to guide infrastructure investments that minimize rates of injuries and accidents.


Short Term

29. (Strategy 6.4.2) Improve signage, shelters, pedestrian crosswalks and signaling, road markings, and sidewalk design to ensure that transit riders, pedestrians, bicyclists, and motorists feel safe and comfortable at all times when traveling in Manassas.


Short Term

30. (Strategy 6.4.3) In conjunction with the City's Emergency Operations Plan, invest in facilities and improve traffic management capabilities that optimize the transportation system’s ability during emergencies to execute emergency responses, including evacuation when necessary.


Short Term

31. (Strategy 7.1.2) Ensure planning for all new development and redevelopment provides for education facilities that meet or exceed adopted level of service standards.


Ongoing

32. (Strategy 7.2.1) Ensure planning for all new development and redevelopment provides for public safety facilities that meet or exceed adopted level of service standards.


Ongoing

33. (Strategy 7.2.2) Identify future needs for Fire and rescue services based on growth forecasts and the LOS standards, estimate costs, and prepare short and mid-term capital facility and fleet plans and requirements for meeting these needs. As part of this effort, incorporate needs assessments, feasibility reviews, and cost studies for additional fire and rescue stations or renovations needed to provide service that meets LOS standards to central, northeastern, and southeastern portions of the City.


and Fire & Rescue

Short Term

90




9



ACTION

34. (Strategy 7.3.1) Assess the feasibility of co-locating all public safety departments into a single Public Safety Complex to meet identified space needs while promoting coordination, consolidation, and improved services. This assessment should pay particular attention to the training facility needs of police to include a firing range, as well as the needs of fire, and rescue personnel.

Community Development, Police and Fire

& Rescue

Short Term

35. (Strategy 7.4.1) Continue and promote Community Policing efforts, to include bike and foot patrol officers and school resource officers, to engage with community leaders, residents and our children to ensure security and well-being. Focus such efforts on engaging neighborhoods that have been identified as most needing preservation and rehabilitation.

Police Ongoing

36. (Strategy 7.5.1) Maintain and support the City's Emergency Operations Plan and protect critical infrastructure assets to ensure the continuity of citywide operations.

Fire & Rescue and Police

Ongoing

37. (Strategy 7.6.1) Identify future public utility needs to include the need for an additional power substation based on growth forecasts and LOS standards, cost estimates, and prepare plans for meeting these needs and recommend them as part of the City's Capital Improvement Program. Prioritize these recommendations based on their conformance with the goals of this Comprehensive Plan.

Utilities and Engineering

Ongoing

38. (Strategy 7.6.2) All public utilities will be placed underground wherever possible in order to improve service reliability and the aesthetics of the surrounding areas.


Ongoing

39. (Strategy 7.7.1) Safeguard the quality of the City's drinking water by monitoring the water quality in Lake Manassas and its tributaries, and the land use practices surrounding the lake through participation in County Planning and Zoning actions.

Utilities and Community

Development

Ongoing

40. (Strategy 7.7.2) Replace old, potentially unreliable water mains with properly sized new materials.


Ongoing

41. (Strategy 7.7.3) Provide appropriate maintenance and upgrades to water storage and treatment facilities.


Ongoing

42. (Strategy 7.7.4) Continue to invest in, and maintain storm sewer and other storm water management facilities to improve flood control and prevent erosion.


Ongoing

91





ACTION

43. (Strategy 7.7.5) Prevent sewage backups and overflows through continued routine flushing, initiate and intensive line flushing and cleaning program as necessary, and increase the line size in areas of growth.


Ongoing

44. (Strategy 7.7.6) Eliminate infiltration and inflow by relining and rehabilitating aging sewer system pipes and manholes


Ongoing

45. (Strategy 7.7.7) Replace old unreliable sewer mains with properly sized new material.


Ongoing

46. (Strategy 7.7.8) Maintain tree trimming on a three-year cycle and install animal protection equipment on vulnerable components of the overhead electric system as facilities are added.


Ongoing

47. (Strategy 7.7.9) Provide appropriate maintenance and upgrades to the electric distribution system.


Ongoing

48. (Strategy 7.9.1) Evaluate curbside recycling service and ‘drop off’ recycling program, including solicited citizens’ comments, and implement cost effective improvements.

Public Works Ongoing

49. (Strategy 7.9.2) Actively encourage residential, commercial, and industrial participation in recycling programs. Consider establishing a competitive or challenge program with other jurisdictions to become a Commonwealth leader in recycling.


50. (Strategy 7.10.1) Provide employees and appointees with training opportunities to enhance knowledge to perform more efficiently.

All Departments Ongoing

51. (Strategy 7.10.2) Inventory equipment used in performing maintenance to determine functionality, and repair or replace deficient equipment.

All Departments Ongoing

52. (Strategy 7.11.2) Ensure all new and renovated City buildings are designed to meet LEED certification, if cost effective, and they provide efficient and cost-effective operations throughout their expected life, allowing for maximum utilization, access, and optimum service.


Short Term

53. (Strategy 8.2.3) Integrate, in an environmentally sound manner, trails, and passive recreation opportunities with public easements, floodplains and protected wetlands.


and Engineering

Short Term

92




11



ACTION

54. (Strategy 8.3.1) Educate citizens on how litter can degrade the community, how it can affect animals, and how it can produce pollution. Support anti-littering campaigns in schools and throughout City programs. Use City of Manassas media to publicize anti-littering campaigns and recruit volunteers for adopt-a-stream/adopt-a-trail/adopt-a-street programs. Strictly and aggressively enforce anti-littering ordinances.

Public Works and Police

Short Term

55. (Strategy 8.3.3) Preserve and promote mass transit, carpooling, bicycling, and pedestrian access as transportation options to reduce automobile exhaust. (See also 6.2.8)


and Public Works

Medium Term

56. (Strategy 8.3.4) Encourage City-wide recycling through continued education and solid waste outreach programs in conjunction with providing drop-off centers for City residents. Increase the percent of recycled tons to a constant 30 percent as opposed to the required recycle percent of 25.

Public Works Medium Term

57. (Strategy 8.3.5) Ensure all City-owned schools, parks, recreation facilities, and administrative buildings participate in recycling.

Public Works and Schools

Medium Term

58. (Strategy 8.3.6) Initiate a long-term environmental monitoring program and further develop staff expertise necessary to address environmental issues.


Medium Term

59. (Strategy 8.3.7) Use cost-effective low-emissions, alternatively-fueled vehicles in the City's municipal fleet and encourage fuel-efficient operation practices.

All Departments Long Term

60. (Strategy 8.5.2) Ensure solid waste management operations are environmentally sound.


61. (Strategy 8.6.4) Implement an Urban Tree Canopy Plan and establish a dedicated “Tree Fund” for planting trees on public land and public right-of-way to expand the urban tree canopy.


and Public Works

Short Term

62. (Strategy 8.6.5) Ensure the City qualifies for and maintains its status as a Tree City USA community.


63. (Strategy 9.1.12) Integrate accessibility and safety into park and facility design to ensure that parks are safe and inclusive for all users and that playgrounds are ADA accessible and multigenerational.


Ongoing

93





ACTION

64. (Strategy 9.1.13) Provide for unstructured play in natural areas through planning and accommodation of unregulated green spaces and natural playscapes within City parks and historic sites.


Ongoing

65. (Strategy 9.1.14) Emphasize placemaking through the artistic design of public spaces and right of ways by incorporating public art, landscaping, and street furnishings.


Ongoing

66. (Strategy 9.1.15) Incorporate consistent signage and wayfinding throughout City parks and historic sites to help connect residents and visitors to available amenities.


Medium Term

67. (Strategy 9.2.1) Develop and implement an inspection and maintenance plan to ensure that parks and facilities are inspected on a routine schedule and maintained according to industry standards.


Short Term

68. (Strategy 9.2.2) Improve safety in existing park, recreation, and cultural facilities by correcting deficiencies identified in the 2016 Needs Assessment and prioritizing safety issues identified during routine inspections.


and Public Works

Short Term

69. (Strategy 9.3.9) Continue educating property owners about the legal requirements for renovating or demolishing historic structures, and discourage demolition of historic structures.


Ongoing

Capital Improvements and Acquisitions

70. (Strategy 3.2.3) Examine the infrastructure needs for character areas and neighborhoods, and use the results to guide the development and prioritize infrastructure and transportation projects.


and Engineering

Medium Term

71. (Strategy 3.3.3) Implement the approved sector study’s recommendations and include necessary infrastructure and transportation improvements in the Capital Improvement Program.


and Engineering

Medium Term

72. (Strategy 4.1.3) Improve pedestrian and bike accessibility and mobility within neighborhoods, and provide pedestrian and bikeway connections to key activity areas.


Medium Term

94




13



ACTION

73. (Strategy 5.1.2) Develop CIP proposals specifically designed to fund and implement transportation and other public infrastructure improvements designed to facilitate the redevelopment of the special planning districts.


and Engineering

Short Term

74. (Strategy 5.6.1) Based on the results of the study proposed as Strategy 7.1.1, establish as a long term priority, a CIP proposal for renovating, redesigning and modernizing City school facilities.

Community Development and Schools

Short Term

75. (Strategy 6.3.1) Justify and prioritize transportation capital improvement projects according to their contribution to promoting the flow of through traffic or their contribution to promoting multi-modal access throughout the City.


Short Term

76. (Strategy 6.3.2) Ensure that improvements and new/redevelopment projects such as sidewalk widening and bike path development are included as line item projects in the Capital Improvements Plan, and identify additional funding sources to complete such projects.


Short Term

77. (Strategy 6.3.3) Review approved sector plans, identify and prioritize recommended transportation projects according to the objectives of the Comprehensive Plan, and include them in the City's Capital Improvement Plan process.


Short Term

78. (Strategy 7.3.2) Incorporate the recommendations of the Public Safety consolidation assessment as part of the City's Capital Improvement Program.

Community Development,

Police, and Fire & Rescue

Short Term

79. (Strategy 8.2.2) Pursue additional acquisition and/or set-asides of open space/green space.


Long Term

80. (Strategy 9.1.1) Initiate strategic investments in facilities and amenities that extend the service life of existing assets and/or correct level of service deficiencies, while ensuring no net loss or decline in current levels of service.


Ongoing

81. (Strategy 9.1.2) Develop and implement master plans for City park sites, prioritizing implementation of the Dean Park and Stonewall Park Master Plans.


Medium Term

95





ACTION

82. (Strategy 9.1.3) Address deficiencies at the E.G. Smith ballfield complex by providing new or renovated facilities.


Medium Term

83. (Strategy 9.1.4) Expand the City’s greenway and trail network to encourage pedestrian and bicycle access to parks, cultural resources, and regional trails. Develop five miles of new trails in the next five years in accordance with the Bike and Pedestrian Master Plan. Review, and update as necessary, the Bike and Pedestrian Trails Master Plan.


and Engineering

Medium Term

84. (Strategy 9.1.5) Enhance the City’s historically significant sites and structures for the cultural, educational, and economic benefits they provide to residents and visitors.


Medium Term

85. (Strategy 9.1.7) Prioritize reinvestment in library facilities based on the results of the City’s joint service agreement and needs assessment.


Medium Term

86. (Strategy 9.1.11) Develop the means to acquire additional property such as vacant schools, churches, historic resources, land, and/or buildings that meet recreational and cultural objectives, or preserve the City’s historic identity.


Long Term

Ordinance Updates

87. (Strategy 3.1.1) Review the impact and implications of character area designations on existing zoning ordinances and procedures, and recommend changes necessary to align the Plan's character area concepts with the City's ordinances.


Short Term

88. (Strategy 3.1.2) Implement ordinances that ensure infill and redevelopment occurs according to standards and guidelines that protect the integrity of surrounding areas and provide appropriate buffering and transitions between uses.


Short Term

89. (Strategy 4.3.4) Develop policies and procedures for coordinating and incorporating neighborhood plans into the comprehensive planning process.


Short Term

96




15



ACTION

90. (Strategy 4.4.1) Develop and enforce City Codes and Ordinances to ensure quality, safe, and sanitary housing.


Ongoing

91. (Strategy 4.4.3) Stabilize residential neighborhoods next to commercial areas by establishing transitional land uses, controlling vehicular access, and establishing landscaping buffers and/or architectural screens. Regulate the amount of noise and/or lighting produced by land uses to minimize the impacts on nearby properties.


Short Term

92. (Strategy 4.4.6) Review and amend Zoning and Subdivision Ordinances to enable and enhance crime prevention through improved site design and building design standards.


Short Term

93. (Strategy 4.5.2) Provide appropriate re-development incentives encouraging a diverse mix of affordable, quality, and accessible housing in accordance with approved sector development plans,. This includes residential development at traditional city densities (4-6 units per acre) in and adjacent to the City center, encouraging mass transit ridership and a 24-hour downtown.


Short Term

94. (Strategy 5.1.1) Consider a range of appropriate economic incentives to encourage private investment in approved special planning districts. Such incentives could include zoning incentives, grants of publicly owned land, direct investments through tax increment finance districts, community development authorities or special tax districts designed to accelerate investment in the City's special planning districts.


Short Term

95. (Strategy 6.2.6) Develop comprehensive parking policies and standards that meet the needs of the business community, visitors, commuters, civic organizations, and residents.


Short Term

96. (Strategy 6.3.4) Review and adjust regulations and requirements for new development or redevelopment projects to upgrade access provisions and support the objectives of the Comprehensive Plan. Implement access management programs to study and evaluate the comprehensive impacts of new projects.


Short Term

97





ACTION

97. (Strategy 6.3.5) Undertake a rewrite of Parking Standards in the Zoning Ordinance as well as the City's transportation policies and procedures to reflect the priorities of this plan and the recommendations of approved sector plans.


Short Term

98. (Strategy 8.1.1) Implement effective environmental impact mitigation standards in the development review process. Ensure these standards comply with applicable federal, Commonwealth, and regional air, water, water runoff, wetlands protection and sediment/erosion control standards.


Short Term

99. (Strategy 8.1.2) Promote sustainable development practices including but not limited to storm water management, tree protection, maintenance of non-disturbance zones in critical areas, conservation set-asides in development plans, low impact development methods.


Ongoing

100. (Strategy 8.1.3) Support development plans that minimize effects on the environment, such as minimizing grading and promoting tree save areas.


Ongoing

101. (Strategy 8.2.1) Develop a set of incentives to developers and re-developers to preserve or increase open space/green space and trails.


Short Term

102. (Strategy 8.4.1) Consider implementing a "green building incentive program" which encourages developers of commercial, residential, and mixed use projects to design, construct, and operate environmentally responsible buildings.


Medium Term

103. (Strategy 8.4.2) Consider requiring all site plan applications for development or redevelopment projects include a LEED scorecard and have a LEED

Accredited Professional on the project team.


Medium Term

104. (Strategy 8.5.1) Require developers to work with the City to update floodplain maps as new development and redevelopment occurs.


Ongoing

105. (Strategy 8.5.3) Limit the extent of impervious surfaces by encouraging the use of semi-pervious or pervious surfaces in new development or redevelopment projects in order to minimize storm water runoff.


Short Term

106. (Strategy 8.6.1) Encourage conservation easements and other programs that protect and sustain important tree and vegetation areas.


Ongoing

98




17



ACTION

107. (Strategy 8.6.2) Require development or redevelopment projects to include a tree survey and a tree save plan for the preservation of mature trees.


Short Term

108. (Strategy 8.6.3) Provide incentives to developers that protect or replant trees above and beyond what the zoning standards require to enhance the community’s urban tree canopy.


Short Term

109. (Strategy 8.7.1) Apply special use permit conditions and rezoning proffers that limit lighting and noise impacts on adjacent properties and the City as a whole. Support development standards that further “dark skies” practices.


Ongoing

110. (Strategy 9.3.4) Provide strong incentives that encourage developers to include dedicated lands and connected greenways in all new development projects.


Ongoing

111. (Strategy 9.3.10) Review historic preservation policies at least every five years to ensure that goals for preservation and compatible new construction are being addressed.


Medium Term

Plans and Studies

112. (Strategy 3.2.1) Assess development or redevelopment impacts on the visual quality, markets, mobility and cohesiveness of the community, and additional factors that otherwise define its character.


Medium Term

113. (Strategy 3.3.1) Complete scheduled sector studies of special districts.


Ongoing

114. (Strategy 3.3.2) Systematically maximize the City's limited open space opportunities in an increasingly dense urban environment by protecting existing open spaces and identifying opportunities for the future.


Ongoing

115. (Strategy 4.3.3) Study the effect and, if feasible, seek approval to transform the City's Capital Improvement Program to include a neighborhood focus which addresses priority neighborhood needs and impacts.


Short Term

99





ACTION

116. (Strategy 4.6.1) Within two years after the approval of this Comprehensive Plan, complete a review of Virginia's Blueprint for Livable Communities. Recommend as an amendment to this Plan, community design standards, zoning changes, land use patterns, infrastructure improvements, and community partnerships and programs that promote improved community livability and Age Wave preparedness in Manassas.


Short Term

117. (Strategy 5.2.1) Conduct market research to assess regional demographic trends, compare these trends with the City's existing and planned housing stock, and identify opportunities to identify the strongest residential land uses to attract new residents.


Short Term

118. (Strategy 6.2.7) Update the current Bikeway and Pedestrian Trial Master Plan to include the results of completed sector studies and develop a "complete streets" approach for providing bikeway, sidewalk network, and amenities. Focus priorities on creating links to schools and parks, as well as transit, employment and cultural centers.


Medium Term

119. (Strategy 7.1.1) Based on the Manassas City Public Schools, School Facility Plan 2020-2030, prepare a set of recommendations and priorities for capital improvements, building design standards that facilitate learning and safety, and feasible approaches, including resources and enabling policies for funding these improvements.


Short Term

120. (Strategy 7.1.3) Conduct a study exploring the option of a neighborhood library (also known as a mini-library) within the City that is supported by the County system; identify a site and cost. Continue to work with Prince William County to ensure that City residents have access to library facilities.


Short Term

121. (Strategy 7.11.1) Review and update studies and plans for modernizing, consolidating and expanding as necessary City Hall office spaces, the School System Central Office, and the Public Works and Utilities offices and support facilities.

Public Works Short Term

122. (Strategy 9.1.9) Evaluate underdeveloped City-owned properties, flood plains, and easements for recreation potential that can be developed in accordance with citizen needs and level of service standards.


and Engineering

Medium Term

100




19



ACTION

123. (Strategy 9.1.10) Evaluate and incorporate trails and passive recreation into all stormwater management upgrades and stream restoration projects, encouraging the use of innovative and aesthetic solutions such as vegetated bioswales and constructed wetlands in City parks.


Ongoing

124. (Strategy 9.1.16) Support research into and preservation of the City’s archaeological resources.


Ongoing

125. (Strategy 9.1.17) Reevaluate the parks, recreation, and cultural needs assessment on a ten-year basis.


Long Term

126. (Strategy 9.3.1) Ensure that public and private development does not reduce the areas already designated for parks, recreation, trails, and cultural resources within the City.


Ongoing

127. (Strategy 9.3.2) Ensure that planning for all new development and redevelopment provides for trails, open space, parks, and recreational land that meet or exceed adopted level of service standards.


Ongoing

128. (Strategy 9.3.3) Ensure that adequate public park space and recreation facilities are available within a 15-minute walking radius of all residential development.


Ongoing

129. (Strategy 9.3.6) Ensure that new development integrates public art and civic spaces that enhance the visual environment and commemorate the City’s rich history.


Ongoing

130. (Strategy 9.3.7) Ensure that new development within historic districts is sensitive to the character and context of these areas


Ongoing

131. (Strategy 9.3.8) Continue to work with, support, and provide incentives for private sector investment in the preservation and restoration of landmark and historic structures.


Ongoing

101





ACTION

Inter-Jurisdictional and Organizational Cooperation

132. (Strategy 3.2.2) Continue to work with the Architectural Review Board, homeowners associations, and other citizen groups to develop mechanisms for retaining positive neighborhood characteristics while promoting improvements.


Ongoing

133. (Strategy 4.1.1) Identify and formally recognize neighborhood boundaries, identities, and organizations in the City. Encourage the creation of neighborhood organizations in communities where such organizations do not exist.


Ongoing

134. (Strategy 4.1.4) Maintain established City parks, and create a volunteer base to coordinate open space maintenance with City staff and neighborhood organizations.


and Public Works

Ongoing

135. (Strategy 4.1.5) Develop policies and programs that reinforce the link between City schools and local neighborhoods, and establish schools as centers for community activity (such as health fairs or recreation/wellness activities). Encourage members of the community to actively participate in their schools and volunteer time for maintenance, mentoring, and other support.


Ongoing

136. (Strategy 4.1.6) Continue meetings in alternating neighborhoods as a means to engage citizens and encourage face-to-face customer service. Broaden the publicity of these meetings.


Ongoing

137. (Strategy 4.2.3) Build positive relationships with community partners to foster understanding between diverse neighbors, find common ground on issues facing neighborhoods, and develop and implement neighborhood plans to solve these issues.


Ongoing

138. (Strategy 4.4.4) In partnership with neighborhood organizations, protect existing housing stock by organizing and coordinating volunteer construction/maintenance projects.


Short Term

102




21



ACTION

139. (Strategy 5.4.1) Promote the City's downtown core and the Manassas Museum System as a tourism, cultural and entertainment destination to attract visitors, residents and new businesses. Continue to implement and follow the Virginia Main Street approach to guide initiatives for supporting the revitalization, expansion and preservation of downtown Manassas.


and Community Development

Ongoing

140. (Strategy 5.4.2) Promote Manassas as a regional health care center, focused on the continued growth of Novant Health Prince William Medical Center and associated medical and care provider businesses for long term economic growth in meeting the needs of an aging population.


Ongoing

141. (Strategy 5.4.3) Strengthen regional and commercial partnerships with Prince William County and George Mason University that promote and capitalize on the City’s economic strengths and opportunities.


Ongoing

142. (Strategy 5.4.4) Leverage the City's unique assets as a regional road, rail, and air transportation center with access to Northern Virginia markets to attract new businesses.


Ongoing

143. (Strategy 5.6.2) Develop programs and partnerships with major local employers/universities to improve the transition from school to work and provide a skilled local work force.


Short Term

144. (Strategy 6.1.1) Promote coordination with regional transportation planning partners to ensure orderly development and access to various transportation funding sources.


Ongoing

145. (Strategy 6.1.2) Advocate and support regional transportation improvements, such as the Tri-County Parkway that promote the efficient flow of through traffic.


Ongoing

146. (Strategy 6.1.3) Improve access to regional and local transit services for all residents by supporting the expansion of VRE and OmniRide as cost-effective alternatives to driving and to accommodate the City's growing transportation needs.


Ongoing

103





ACTION

147. (Strategy 6.1.4) Promote Manassas Airport as a vital component of the region's transportation system and the City's economy. Work with neighboring jurisdictions to improve access to the airport's facilities. Continue to improve facilities to enhance safety, comply with FAA design standards, and accommodate greater numbers of aircraft and payloads under a wider range of conditions.

Economic Development and Airport

Ongoing

148. (Strategy 7.4.2) Promote fire safety and service through increased awareness, safety inspections, and volunteerism.

Fire & Rescue Ongoing

149. (Strategy 7.5.2) Coordinate the City's emergency plans with adjacent and regional authorities.

Fire & Rescue Ongoing

150. (Strategy 8.3.2) Continue membership in the Metropolitan Washington Council of Governments which monitors and promotes air quality policies.

City Council

Ongoing

151. (Strategy 8.7.2) Continue to work with the Manassas Airport and railroad authorities to minimize noise from air and rail traffic.

Airport, Public Works and

Engineering

Ongoing

152. (Strategy 9.1.6) Promote partnerships with local agencies and volunteer citizen organizations to provide new and unique cultural events and venues that promote the City, draw tourists and visitors, and promote a sense of community among our residents.


Ongoing

153. (Strategy 9.1.8) Formalize agreements with the City School Board ensuring public access to facilities for compatible recreation activities, maximizing their use and cost efficiency and supporting level of service goals.


Short Term

154. (Strategy 9.2.3) Promote the citizen “ownership” of parks by engaging public-private partnerships and community volunteers in maintenance and litter cleanup activities and programs, such as “Adopt-A-Park”.


Ongoing

155. (Strategy 9.3.5) Ensure that every new school provides recreation facilities that are available to the public outside of normal school hours.


Ongoing

104




23

10.4 Priorities for Implementation

As work on this Plan has gone forward, key issues have emerged as priorities for action. All actions listed in Section 10.3 are important and would bring value to Manassas; however, not all can be addressed at once. As noted above, priorities should be established on an annual basis. It is recommended that a Plan Implementation Report be prepared on an annual basis to help guide City Council decisions on priorities for action in the upcoming year. Such consideration of priorities will help ensure that the full range of Plan issues are being considered and balanced.

10.5 Monitoring Implementation & Revisions

It is important to develop ways of monitoring progress in achieving the many initiatives that this Plan calls for, measuring its success in reaching Plan goals, and keeping the document current as new information becomes available and circumstances change. For this reason, the Comprehensive Plan should be thought of as a “living document,” that serves as the foundation for continual planning within the City.

Virginia law (15.2-2230, Code of Virginia) recognizes the need to keep the Comprehensive Plan current and relevant, generally requiring that it be reviewed by the Planning Commission at least once every five years “to determine whether it is advisable to amend the plan.” In light of this requirement, and the priority-setting recommendations discussed above, the City of Manassas will conduct an annual program of plan monitoring.

The annual evaluation of the Comprehensive Plan should include the following components:

An annual report from the Planning Commission to the City Council that outlines all actions taken to implement the goals, policies, and initiatives outlined in the Plan, and any recommended adjustments to the Plan.

An annual report from the City Council to Manassas citizens, transmitting the status report on Comprehensive Plan implementation and commenting on initiatives for the next year.

Annual review of the Plan shall be coordinated with the development of the update to the Capital Improvement Plan (CIP) for the City to ensure that priority capital improvement projects identified in the Plan are included in the City’s CIP.

In addition, the City Council may initiate a complete or targeted revision of the Plan at any time should circumstances deem that appropriate. Citizens seeking amendment to the Comprehensive Plan prior to a regularly scheduled update may make that request to the City Council for consideration.

105

Appendix D: Existing Conditions

MANASSAS NEXT – 2032 COMPREHENSIVE PLAN D-36

CO

Parks, Recreation, and Culture

History

In 1994, the City, recognizing a need to improve the City’s park infrastructure and increase facilities and programming, hired its first full time Parks and Recreation Director and completed a parks and recreation needs assessment. It was made clear by the public that there was a need for a variety of programs and bike trails, and the City responded by setting aside funding to improve and increase park facilities. Similarly, the Manassas Museum experienced investment during this time with the completion of the Manassas Museum in 1991, the restoration of the Hopkins Candy Factory in 2002, and planning and stabilization of the historic Liberia Plantation beginning in 2003. This progress slowed in the late 2000s as the City, feeling the impacts of the Great Recession, curtailed maintenance of parks and historic sites and eliminated the Parks and Recreation Department and Manassas Museum Department in 2008 and 2009, respectively. Since 2008, the City has continued to provide only limited operations and improvements for park, recreation, and culture.

Current Condition

The City currently offers 19 public amenity areas to meet the parks, recreation, and cultural needs of citizens. Along with parks and open space, the City operates walking trails, a public swimming pool, and six historic sites and maintains partnerships to provide recreational and cultural opportunities for residents at the Hylton Performing Arts Center, Freedom Center, Boys and Girls Club, and at eight (8) City schools. Table B-18 and Figure B-9: Manassas City Parks, Recreation, and Cultural Facilities, show these facilities.

Liberia Plantation is one of six historic and cultural sites maintained by the City of Manassas.

106



CO

In 2016, the City completed a Parks, Recreation, and Culture Needs Assessment and Facilities Plan to provide a guiding vision for expansion and enhancement of parks and historic resources. The plan included numerous public meetings, a statistically-significant survey, a detailed facility-level park assessment, and a system-wide level of service analysis. Major findings of the plan include:

- Parks and cultural facilities are well distributed. The majority of Manassas

residents live within a 15-minute walk of at least one publicly available

park or recreation facility, including playgrounds and other amenities at

City school sites.

- Proximity to public aquatics facilities, community centers, and rectangular

playing fields is more limited than other amenities, including playgrounds

and basketball courts.

- Historical sites and other cultural facility needs are being met at a high

level, while pathways and trails, passive open space,

community/recreation centers, and certain niche facilities (i.e., dog parks

and skate parks) are not being met.

- Community and cultural programming needs are being met, while

wellness and fitness programming and youth and adult enrichment

programs need improvement.

The plan’s findings emphasize the need for centralized organization, increased maintenance and investment in facilities, expanded programming alternatives, and increased financial support. The plan also details specific maintenance and improvements required at each park and facility, specifically recommending major investments in Jennie Dean Park, E.G. Smith Baseball Complex, and Stonewall Park and Pool.

The 2016 Needs Assessment identified a strong need for additional trail facilities in Manassas. Winters Branch Trail is shown here.

107



CO

Table B-18. Manassas City Parks, Recreation, and Cultural Facilities

Park/Cultural Site Acres Amenities

Specialty Parks

E.G. Smith Baseball Complex 9651 Godwin Drive

18.23 8 ballfields, restrooms/concessions building

Harris Pavilion 9201 Center Street

1.23 Event pavilion and ice skating rink (winter), restrooms/concessions building

Regional Parks

Jennie Dean Park 9501 Dean Park Lane

77.15 2 ballfields fields, 4 tennis courts, skate park, walking trail, Boys and Girls Club, restrooms, picnic pavilion

Stonewall Park/Pool 8300 Stonewall Road

24.40

Outdoor pool, picnic pavilion, playgrounds, 2 basketball courts, 3 tennis courts (lighted), 1 racquetball, 1 soccer field, walking trail

Community Parks

Baldwin Park 9101 Prince William Street

9.50 Playground, garden, Museum Lawn

Byrd Park 8528 Cavalry Lane

9.00

2 basketball courts, bankshot basketball, roller hockey court, 3 ballfields, adult exercise equipment, playgrounds, picnic pavilion, restrooms/concessions building

Cannon Branch Fort 10611 Gateway Boulevard

17.11 Interpretive site and trails

Jennie Dean Memorial/Manassas Industrial School 9601 Wellington Road

5.00 Interpretive site, memorial

Liberia Plantation 8601 Portner Avenue

20.62 Historic Liberia House, open space, trails, restrooms

Mayfield Fort 8401 Quarry Road

11.64 Interpretive site

Oakenshaw Park 9556 Oakenshaw Drive

9.90 1 t-ball field, 1 basketball court, playground

Neighborhood Parks

Cavalry Run Park 9201 Ashton Avenue

2.20 2 tennis/pickleball courts, basketball court, playground

Kinsley Mill Park 10253 Hastings Drive

3.30 1 basketball court, roller hockey court, 1 t-ball field, playground

Lee Manor Park 9560 Shannon Lane

4.80 3 tennis courts (lighted)

Nelson Park 8915 Grant Avenue

2.10 Gazebo and seating

Winterset Park 8252 Winterset Drive

3.90 1 basketball court, playground

108



CO

Park/Cultural Site Acres Amenities

Mini Parks

Walter Delisle Park 9027 West Street

0.20 Playground

Undeveloped Parks

Cedar Crest Park 10331 Sarajevo Court

2.23 Undeveloped land

New Britain Park 8438 Kirby Street


Lee Square Park 9501 Center Street


Other Cultural Facilities

Hopkins Candy Factory 9491 Battle Street

N/A Center for the Arts

Harry J. Parrish Old Town Hall 9025 Center Street

N/A Government services

Manassas Museum 9101 Prince William Street

N/A Museum

Train Station 9421 West Street

N/A Visitor’s Center and The James & Marion Payne Memorial Railroad Gallery

Total 229

109



CO

In addition to parks, recreation, and cultural facilities provided by the City of Manassas, some outdoor amenities on school property may be used by residents after school hours. These facilities are listed in Table B-19. Per Comprehensive Plan Strategy 9.1.8, these facilities may support the City’s level of service goals upon completion of a formalized agreement with the City School Board.

Table B-19. School Outdoor Recreation Areas

School Outdoor Recreation Areas Acres Amenities

Baldwin Elementary/Intermediate 0.9 Playgrounds, 4 basketball courts

Haydon Elementary 2.6 2 basketball courts, playgrounds, 1 t-ball field

Jennie Dean Elementary 13.7 2 ballfields, 1 football field, track, playgrounds, basketball court

Mayfield Intermediate School 2.2 2 basketball courts

Metz Middle School 8.8 4 tennis courts, 2 basketball courts, 1

softball field, 1 baseball field

Osbourn High School 1.7 6 tennis courts (lighted)

Round Elementary School 2.1 1 basketball court, playgrounds, adult

exercise equipment, trails

Weems Elementary School 9.3 2 basketball courts, 2 ballfields, playgrounds

Total 41.3

Playground at Round Elementary School

110



CO

Figure B-9: Map of Manassas City Parks, Recreation, and Cultural Facilities

111

Arts on the GoFull STEAM Ahead

Fully integrated STEAM Education(Science, Technology, Engineering, Arts, Math)

112

Arts on the Go

"Art is the queen of all sciences communicating

knowledge to all the generations of the world"

Leonardo Da Vinci

113

Arts on the GoWhat is it?

STEAM education that reinforces classroom instructionInteractive teaching toolGroup and individual lessons/activitiesModules move from school to school based on teacher requests Transportation is provided by SPARKFREE TO EVERY SCHOOL

114

Arts on the Go modules consisting of 2-3 walls and a supply trunk115

What is STEAM Education?

Not tradition STEM Integrated subject instructionUtilizes multiple teaching styles

• Hands on• Visual• Auditory• Read/Write• Kinesthetic

Strives to activate left and right brain activities simultaneously

116

Graph-It ART PROJECT• Finished Sample & Key

Each Element is listed and described by color, size, orientation, location 118

Arts on the GoActive Modules

•Habitats – 1st-3rd grade •Energy Matters – 3rd-5th

grade •Power Up – 5th-6th grade •Biomes of the World – 4th-6th grade

119

Biomes of the World

Includes 9 biome dioramas• Explore art • Learn about the biome

location in the world• Explore the creatures • Explore the flora and

fauna

120

Arts on the Go – Build a Module

1. Center for the Arts Education staff members2. Subject matter experts from local

businesses/schools• Kline Engineering and Consulting, LLC• Manassas City Schools teachers and STEM coaches • Prince William County Schools STEM teachers

3. Governor’s School @ Innovations Park students

121

Design Drawing forPeriodic Table Structural Support

122

ChlorineYou’ve got to give me some respect! I’m a mean, green, killing machine. One of the halogen gang, I’m a toxic gas with a horrible history. I first became a terrifying chemical weapon during World War I, when my sinister, chocking fumes killed thousands of people. I’m even bad enough to kill bacteria in the toilet bowl! But I can also keep you safe from waterborne diseases….

The Periodic Table Elements with Style! Written by Andrian Dingle Created by Basher

123

Arts on the GoWhat Modules are Currently Under Construction

• Periodic Table – 6th-8th grade • Cell Structure/Genetics – 6th-8th grade • Wind Turbine – Power Up module upgrade• Electromagnetic Coil – Power Up module upgrade

124

Arts on the GoPartnerships

Governor’s School @ Innovation Park

SPARK (Prince William County School Education Foundation)

Virginia STAR

125

Arts on the Go - FundingBAE Systems

BB&TEdward T. Bedford Foundation Grant

Dominion FoundationLockheed Martin

Micron Technology FoundationMinnieland

NOVECPrince William County Education

FoundationUnited Way of the National Capital Area

Community Impact Grant126





Agenda Title: Authorization of a Closed Meeting

Recommendation: Authorize a Closed Meeting

Motion: I move that Council convene in a closed meeting to discuss appointments to Boards, Committees or Commissions, to discuss or consider the acquisition of real property for a public purpose, since discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the City, and to consult with legal counsel employed or retained by a public body regarding specific legal matters requiring the provision of legal advice by such counsel, specifically the East End Mobile Home Park, as permitted by Virginia Code Sec. 2.2-3711 Paragraphs A (1, (3) and (7) (Part 2), for which the Virginia Freedom of information Act permits discussion in a closed meeting.


N/A


If the City Council votes to hold a closed meeting, the Council will be required to certify by motion that the meeting was held in conformance with the amended Virginia Freedom of Information Act.


N/A

Fiscal Impact: N/A

Staff Contact: W. Patrick Pate, City [email protected](703) 257-8212

127




Time Estimate: N/A

Agenda Title: Certification of the Closed Meeting

Recommendation: Certify the Closed Meeting

Motion: I move that the Council certify that, in the closed meeting just concluded, nothing was discussed except the matter (1) specifically identified in the motion to convene in a closed meeting and (2) lawfully permitted to be discussed under the provisions of the Virginia Freedom of Information act cited in that motion.


N/A


If the City Council votes to hold a closed meeting, the Council will be required to certify by motion that the meeting was held in conformance with the amended Virginia Freedom of Information Act.


N/A

Fiscal Impact: N/A

Staff Contact: W. Patrick Pate, City [email protected](703) 257-8212

128

city of manassas, virginia city council meeting agenda city … · 2017. 5. 19. · city council...

Documents